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Elgin County Council
Regular Council Meeting
ORDERS OF THE DAY
Tuesday, September 26, 2023, 9:00 a.m.
Council Chambers
450 Sunset Drive
St. Thomas ON
NOTE FOR MEMBERS OF THE PUBLIC:
Please click the link below to watch the Council Meeting:
https://www.facebook.com/ElginCountyAdmin/
Accessible formats available upon request.
Pages
1. CALL TO ORDER
2. ADOPTION OF MINUTES 3
3. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE
THEREOF
4. PRESENTING PETITIONS, PRESENTATIONS AND DELEGATIONS
4.1 10:00 a.m. - St. Thomas -Elgin Social Services - 2023 Update 10
5. COMMITTEE OF THE WHOLE
6. REPORTS OF COUNCIL, OUTSIDE BOARDS AND STAFF
6.1 John Mascarin, Aird & Berlis LLP, Integrity Commissioner for the County 27
of Elgin - Integrity Commissioner Report on Code of Conduct Complaint
2023-01
6.2 Director of Community and Cultural Services and Director of Financial 39
Services/Treasurer - County Websites Hosting and Redevelopment
Project Award
6.3 Manager of Procurement & Risk - Ambulance Vehicle Replacements - 102
2023 & 2024
6.4 Manager of Corporate Facilities - Natural Gas Standby Power 105
Generators (POA Courthouse and EMS Headquarters) (Tender No.
2023-T34) - Tender Award
6.5 Manager of Economic Development, Tourism and Strategic Initiatives - 108
Request for Support - Elgin Business Resource Centre for "The Pitch"
6.6 Manager of Economic Development, Tourism and Strategic Initiatives - 113
Request for Support - Young Entrepreneurs Initiative
7. COUNCIL CORRESPONDENCE
7.1 Items for Consideration
7.2 Items for Information (Consent Agenda)
7.2.1 Accessibility Open House Event Flyer 116
8. OTHER BUSINESS
8.1 Statements/Inquiries by Members
8.2 Notice of Motion
8.3 Matters of Urgency
9. CLOSED MEETING ITEMS
9.1 Closed Meeting Minutes - September 12, 2023
9.2 Director of Human Resources - Human Resources Update
Municipal Act Section 239 (2) (b) personal matters about an identifiable
individual, including municipal or local board employees.
9.3 Director of Legal Services - Advice re OLT 23-000770
Municipal Act Section 239 (2) (f) advice that is subject to solicitor -client
privilege, including communications necessary for that purpose.
10. MOTION TO RISE AND REPORT
11. MOTION TO ADOPT RECOMMENDATIONS FROM THE COMMITTEE OF
THE WHOLE
12. CONSIDERATION OF BY-LAWS
12.1 By -Law No. 23-37 - Appointment of Community Emergency 119
Management Coordinator
12.2 By -Law No. 23-38 - Confirmation 120
13. ADJOURNMENT
Page 2 of 120
I:IItlll►K91901►IW01901►INII
MINUTES
September 12, 2023, 9:00 a.m.
Council Chambers
450 Sunset Drive
St. Thomas ON
Members Present: Warden Ed Ketchabaw
Deputy Warden Grant Jones
Councillor Dominique Giguere (virtual)
Councillor Mark Widner
Councillor Andrew Sloan
Councillor Todd Noble
Councillor Mike Hentz
Members Absent: Councillor Jack Couckuyt (with notice)
Councillor Richard Leatham (with notice)
Staff Present: Don Shropshire, Chief Administrative Officer/Clerk
Michele Harris, Director of Homes and Seniors Services
Nicholas Loeb, Director of Legal Services
Peter Dutchak, Acting Director of Engineering Services
Jenna Fentie, Manager of Administrative Services/Deputy Clerk
Mike Hoogstra, Manager of Purchasing and Risk (virtual)
Carolyn Krahn, Manager of Economic Development, Tourism &
Strategic Initiatives
Ryan Terpstra, Manager of Corporate Facilities
Paul Hicks, Acting Manager of Planning (virtual)
Stefanie Heide, Legislative Services Coordinator
CALL TO ORDER
The meeting was called to order at 9:00 a.m. with Warden Ketchabaw in the
Chair.
2. ADOPTION OF MINUTES
Moved by: Councillor Sloan
Seconded by: Councillor Noble
RESOLVED THAT the minutes of the meeting held on August 8, 2023 be
adopted.
Motion Carried.
3. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE
THEREOF
4. PRESENTING PETITIONS, PRESENTATIONS AND DELEGATIONS
None.
5. COMMITTEE OF THE WHOLE
Page 3 of 120
Moved by: Deputy Warden Jones
Seconded by: Councillor Hentz
RESOLVED THAT we do now move into the Committee of the Whole Council.
Motion Carried.
6. REPORTS OF COUNCIL, OUTSIDE BOARDS AND STAFF
6.1 Warden Ketchabaw - Warden's Activity Report August 2023
Warden Ketchabaw presented the report detailing his activity for the
month of August 2023.
Moved by: Councillor Noble
Seconded by: Councillor Widner
RESOLVED THAT the report titled "Warden's Activity Report August
2023" dated September 12, 2023 from Warden Ketchabaw be received
and filed.
Motion Carried.
6.2 Acting Manager of Planning - Town of Aylmer Official Plan
Amendment No. 24, 245 and 249 John Street South, Aylmer
The Acting Manager of Planning presented the report that provides
County Council with the information required in order to consider granting
approval to Official Plan Amendment No. 24 to the Town of Aylmer Official
Plan.
Moved by: Deputy Warden Jones
Seconded by: Councillor Noble
RESOLVED THAT the Council of the Corporation of the County of Elgin
approve Official Plan Amendment No. 24 to the Official Plan of the Town
of Aylmer; and
THAT staff be directed to provide notice of this decision in accordance
with the requirements of the Planning Act.
Motion Carried.
6.3 Acting Manager of Planning - Redline Revision, Creek's Edge
Subdivision, Municipality of West Elgin, County of Elgin
The Acting Manager of Planning presented the report that provides
County Council with information required to consider granting approval to
a proposed modification to the existing draft plan of subdivision.
Moved by: Councillor Noble
Seconded by: Deputy Warden Jones
RESOLVED THAT the Council of the Corporation of the County of Elgin
grant approval to a revised Draft Plan of Subdivision, as prepared by Strik
Baldinelli Moniz, and dated June 28, 2023.
Motion Carried.
6.4 Manager of Procurement & Risk - Procurement Activity Report Q2
(April 1, 2023 to June 30, 2023)
The Manager of Procurement & Risk presented the report that
summarizes the County's procurement activity for the second quarter of
2023 in accordance with the reporting requirements as set out in section
12.2 of the Procurement Policy.
Page 4 of 120
Moved by: Councillor Hentz
Seconded by: Councillor Sloan
RESOLVED THAT the report titled "Procurement Activity Report Q2 (April
1, 2023 to June 30, 2023)" dated August 21, 2023 from the Manager of
Procurement & Risk be received and filed.
Motion Carried.
6.5 Manager of Economic Development, Tourism and Strategic Initiatives
- Request for Support - Fanshawe Corporate Training Solutions
(CTS)
The Manager of Economic Development, Tourism and Strategic Initiatives
presented the report detailing the request for support from Fanshawe
Corporate Training Solutions for their application to the Ontario Vehicle
Innovation Network's (OVIN) Content Partnerships (CP) Program, and for
County staff to participate on a program advisory committee.
Moved by: Deputy Warden Jones
Seconded by: Councillor Widner
RESOLVED THAT the Warden be directed to provide a letter of support
for Fanshawe Corporate Training Solutions' (CTS) application to the
Ontario Vehicle Innovation Network's (OVIN) Content Partnerships (CP)
Program; and
THAT staff be directed to participate in the program advisory committee.
Motion Carried.
6.6 Director of Homes and Seniors Services - Homes - Pharmacy
Services
The Director of Homes and Seniors Services presented the report seeking
Council approval for the execution of an amending agreement with
CareRx Pharmacy to extend pharmacy services until January 29, 2024.
Moved by: Councillor Noble
Seconded by: Councillor Hentz
RESOLVED THAT the report titled "Homes — Pharmacy Services" dated
September 5, 2023 from the Director of Homes and Seniors Services be
received and filed; and
THAT Council authorize the Warden and Interim Chief Administrative
Officer to execute an amending agreement with CareRx Holdings Inc. to
extend pharmacy services for a term ending on January 29, 2024.
Motion Carried.
6.7 Director of Homes and Seniors Services - Meals on Wheels
Agreement Elgin/VON
The Director of Homes and Seniors Services presented the report seeking
Council approval for execution of the Meals on Wheels Supply Agreement
between Elgin (County) ("Elgin") and Victorian Order of Nurses for Canada
— Ontario Branch ("VON").
Moved by: Councillor Noble
Seconded by: Councillor Sloan
RESOLVED THAT the report titled "Meals on Wheels Agreement
Elgin/VON" dated September 5, 2023 from the Director of Homes and
Seniors Services be received and filed; and
Page 5 of 120
THAT Council authorize the Warden and Interim Chief Administrative
Officer to execute the agreement between Elgin and Victorian Order of
Nurses (VON) for the time period of October 1, 2023 to September 30,
2025.
Motion Carried.
6.8 Director of Homes and Seniors Services - Revised HR Policy 8.60:
Asbestos in Buildings
The Director of Homes and Seniors Services presented a revised HR
Policy 8.60 for Council's consideration. The revisions to the policy flow
from requirements of the Ministry of Labour arising out of a field visit.
Moved by: Councillor Sloan
Seconded by: Councillor Noble
RESOLVED THAT the report titled "Revised HR Policy 8.60: 'Asbestos in
Buildings"' dated September 12, 2023 from the Director of Homes and
Seniors Services, Director of Human Resources, and Manager of
Corporate Facilities be received and filed; and
THAT County Council approve the revised HR Policy: 8.60 Asbestos in
Buildings.
Motion Carried.
6.9 Manager of Corporate Facilities - Terrace Lodge Asbestos Abatement
- Tender Award
The Manager of Corporate Facilities presented the report recommending
that Schouten Environmental Inc. be selected for the Terrace Lodge
Asbestos abatement.
Moved by: Councillor Widner
Seconded by: Councillor Sloan
RESOLVED THAT Schouten Environmental Inc. be selected for the
Terrace Lodge Asbestos abatement, Contract No. 2023-Q35 at a total
price of $113,350.00 exclusive of H.S.T.; and
THAT Funds from the Terrace Lodge Redevelopment Project contingency
budget be allocated towards the Terrace Lodge Asbestos abatement.
Motion Carried.
6.10 Acting Director of Engineering Services -Environmental Assessment
- Highway 3 and 4 Widening and Talbotville Bypass
The Acting Director of Engineering Services presented the report that
discusses recommended design alternatives and other study
considerations to be presented to the MTO for consideration as part of
their public consultation phase of the Preliminary Design, Detailed Design
and Class Environmental Study (Class EA) for improvements to Highway
3 from Highway 4 to Centennial Avenue within the City of St. Thomas. The
report also discusses staff's remarks regarding the preliminary design
options for County Council's consideration and input so that a formal
submission can be provided to the MTO during the study's public
comment period.
Moved by: Deputy Warden Jones
Seconded by: Councillor Hentz
RESOLVED THAT the report titled "Environmental Assessment — Highway
3 and 4 Widening and Talbotville Bypass", dated July 25, 2023 from the
Page 6 of 120
Acting Director of Engineering Services be received and filed; and
THAT the interchange alternative preferences and other study design
considerations identified in the report and by County Council regarding
Wonderland Road at its September 12, 2023 meeting be forwarded to the
Ministry of Transportation's study design team and for inclusion in their
Transportation Environmental Study Report (TESR).
Motion Carried.
6.11 Manager of Administrative Services/Deputy Clerk - December 2023
Council Meeting Schedule Amendment
The Manager of Administrative Services/Deputy Clerk presented the
report seeking Council's approval to change the December 7, 2023
County Council meeting to December 6, 2023 as requested by a member
of Council.
Moved by: Councillor Sloan
Seconded by: Councillor Hentz
RESOLVED THAT the report titled "December 2023 Council Meeting
Schedule Amendment" dated September 12, 2023 from the Manager of
Administrative Services/Deputy Clerk, be received and filed; and
THAT County Council consent to amending the 2023 Council Meeting
schedule by changing the second meeting in December from December 7,
2023 to December 6, 2023 at 9:00 a.m.; and
THAT staff be directed to provide public notice of the schedule change.
Motion Carried.
6.12 Chief Administrative Officer/Clerk - Physician Recruitment
The Chief Administrative Officer/Clerk presented the report seeking
Council's support for the request to collaborate with several neighbouring
Ontario Health Teams on a proposal aimed at international physician
recruitment.
Moved by: Councillor Sloan
Seconded by: Deputy Warden Jones
RESOLVED THAT the report titled "Physician Recruitment" dated
September 6, 2023 from the Chief Administrative Officer/Clerk be received
and filed; and
THAT Council approve the invitation to collaborate on the international
physician recruitment.
Motion Carried.
7. COUNCIL CORRESPONDENCE
7.1 Items for Consideration
None.
7.2 Items for Information (Consent Agenda)
Moved by: Councillor Widner
Seconded by: Councillor Noble
RESOLVED THAT Correspondence Items #7.2.1 - 7.2.5 be received and
filed.
Page 7 of 120
Motion Carried.
7.2.1 Resolution from the Township of Malahide regarding road safety
concerns on Imperial Road between Glencolin Line and College
Line
7.2.2 Resolution of the Municipality of Bayham regarding dangerous
driving on Plank Road, Eden
7.2.3 Association of Municipalities Ontario 2022 Annual Report
7.2.4 Quad County Support Services Summer Newsletter
7.2.5 Letter from OPP Municipal Policing Bureau regarding the
distribution of police record check revenue to municipalities
8. OTHER BUSINESS
8.1 Statements/Inquiries by Members
8.1.1 Warden Ketchabaw - Birthday Wishes
Warden Ketchabaw wished Councillor Noble a happy birthday.
8.1.2 Warden Ketchabaw - 2023 Warden's Golf Tournament
Warden Ketchabaw congratulated and thanked all participants and
sponsors for their involvement in the Warden's Charity Golf
Tournament. The Warden informed Council that the tournament raised
$19,000 for four local charities across Elgin County who address the
worthy causes of homelessness and inclusivity. The Warden thanked
staff volunteers who contributed their time to this effort.
8.2 Notice of Motion
None.
8.3 Matters of Urgency
None.
9. CLOSED MEETING ITEMS
Moved by: Councillor Sloan
Seconded by: Councillor Noble
RESOLVED THAT we do now proceed into closed meeting session in
accordance with the Municipal Act to discuss the following matters under
Municipal Act Section 239 (2):
Closed Meeting Item #1 - August 8, 2023 Closed Meeting Minutes
Closed Meeting Item #2 - Advice - Facilities
(f) advice that is subject to solicitor -client privilege, including communications
necessary for that purpose.
Motion Carried.
9.1 Closed Meeting Minutes - August 8, 2023
9.2 Director of Legal Services - Advice - Facilities
10. MOTION TO RISE AND REPORT
Council recessed at 9:59 a.m. and reconvened at 10:12 a.m.
Moved by: Councillor Hentz
Seconded by: Councillor Sloan
RESOLVED THAT we do now rise and report.
E^
Page 8 of 120
Motion Carried.
Closed Meeting Item #1: August 8, 2023 Closed Meeting Minutes
Moved by: Councillor Noble
Seconded by: Councillor Widner
RESOLVED THAT the August 8, 2023 closed meeting minutes be adopted.
Motion Carried.
Closed Meetina Item #2 - Advice - Facilities
Moved by: Councillor Sloan
Seconded by: Deputy Warden Jones
RESOLVED THAT the confidential report from the Director of Legal Services be
received for information.
Motion Carried.
11. MOTION TO ADOPT RECOMMENDATIONS FROM THE COMMITTEE OF THE
WHOLE
Moved by: Councillor Widner
Seconded by: Councillor Hentz
RESOLVED THAT we do now adopt recommendations of the Committee of the
Whole.
Motion Carried.
12. CONSIDERATION OF BY-LAWS
12.1 By -Law No. 23-36 Confirmation
BEING a By -Law to Confirm Proceedings of the Municipal Council of the
Corporation of the County of Elgin at the September 12, 2023 Meeting.
Moved by: Deputy Warden Jones
Seconded by: Councillor Noble
RESOLVED THAT By -Law No. 23-36 be now read a first, second, and
third time and finally passed.
Motion Carried.
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Moved by: Councillor Widner
Seconded by: Deputy Warden Jones
RESOLVED THAT we do now adjourn at 10:42 a.m. to meet again on
September 26, 2023 at 9:00 a.m.
Motion Carried.
Don Shropshire, Ed Ketchabaw,
Chief Administrative Officer/Clerk. Warden.
7
Page 9 of 120
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Direct: 416.865.7721
E-mail: jascarin@airdberlis.com
INTEGRITY COMMISSIONER REPORT ON
CODE OF CONDUCT COMPLAINT 2023-01
THE CORPORATION OF THE COUNTY OF ELGIN
Aird & Berlis LLP
John Mascarin
September 19, 2023
AIM & BeirlIs IV II P, Brookfield Place, 1£31 Bay Street, Suite'1800, lorontcr, Canada P 5,J: 19 416.P a.1':00 416.863.1515 airdberliscoin
Page 27 of 120
AIRD BERLIS
TABLE OF CONTENTS
A. INTRODUCTION................................................................................................................ 1
B. PREFACE...........................................................................................................................1
C. APPOINTMENT & AUTHORITY......................................................................................... 1
D. THE COMPLAINT............................................................................................................... 2
E. CODE OF CONDUCT PROVISIONS AT ISSUE................................................................. 3
F. REVIEW OF MATERIALS AND INVESTIGATION.............................................................. 3
G. REVIEW OF THE EVIDENCE & FINDINGS....................................................................... 4
(a)
Allegations................................................................................................................... 4
(b)
Background Circumstances and Context..................................................................... 4
(c)
Complaint regarding Inappropriate Verbal Communications ........................................ 5
(d)
Complaint regarding Inappropriate Text Communication .............................................. 6
(e)
Complaint regarding the April 17, 2023 Street Incident ................................................ 8
H. CONCLUSIONS..................................................................................................................9
I. RECOMMENDATIONS.......................................................................................................9
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Page 28 of 120
AIRD BERLIS
INTEGRITY COMMISSIONER REPORT
CODE OF CONDUCT COMPLAINT 2023-01
AGAINST WARDEN ED KETCHABAW
A. INTRODUCTION
A formal complaint was received by the Integrity Commissioner on May 2, 2023 alleging
that Warden Ed Ketchabaw (the "Warden") of The Corporation of the County of Elgin (the
"County") contravened the Code of Conduct for Members of Council and Local Boards
for the Corporation of Elgin County (the "Code").
B. PREFACE
2. The County is an upper -tier municipality. Council for the County is composed of nine
members. It includes the mayors of each of the seven lower -tier municipalities within the
County and the Deputy Mayors of the Municipalities of Central Elgin and the Township of
Malahide.
3. The Warden was first elected to office in 2006 as a councillor for the Municipality of
Bayham ("Bayham"), one of the lower -tier municipalities. The Warden served three terms
in this capacity. Thereafter, the Warden has served as Mayor of Bayham. This is his
second term as Mayor of Bayham, and his fifth term in office. The Warden was elected to
serve as Warden by the County Council at the commencement of this term of Council.
Service in the capacity of Warden is for a one-year term. A total of two consecutive one-
year terms may be served as Warden.
4. As set out below, for the reasons that follow, this Report finds the Warden has contravened
Sections 8.1 and 8.2 of the Code.
5. We recommend that Council reprimand the Warden and that his remuneration at the
County be suspended for ten (10) days.
C. APPOINTMENT & AUTHORITY
6. Aird & Berlis LLP was appointed as the County's Integrity Commissioner pursuant to
subsection 223.3(1) of the Municipal Act, 2001 on October 11, 2022 by By-law No. 22-43
following a public procurement process.
7. The Integrity Commissioner is a statutory officer, created under Part V.1 of the Municipal
Act, 2001. Municipal councils are required to establish codes of conduct for members of
council and of their local boards and are required to appoint or retain an integrity
commissioner who is independently responsible for, among other duties, investigating and
reporting to council on complaints that a council member has breached the code of
conduct or any other ethical rules, procedure, policies or guidelines.'
' Municipal Act, 2001, S.O. 2001, c. 25, ss. 223.2 & 223.3
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Page 29 of 120
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8. As Integrity Commissioner, we are appointed to act in an independent manner on the
application of the Code and other rules and procedures governing the ethical behaviour
of members of Council. We are required to preserve secrecy in all matters that come to
our knowledge as Integrity Commissioner in the course of our duties. Pursuant to
subsection 223.6(3) of the Municipal Act, 2001, the municipality is required to ensure that
reports received from the Integrity Commissioner are made available to the public.
9. This is a report on the investigation of the Complaint made in accordance with the Code
and subsection 223.6(2) of the Municipal Act, 2001 (the "Report").
10. In conducting an investigation, procedural fairness requires us to provide reasons for our
conclusions and recommendations, which we have done in this Report. Our investigation
was conducted in accordance with the Code and with a process that was fair to all parties.
We have assessed the evidence in an independent and neutral manner.
11. We provided an opportunity to the Warden to respond to the allegations set forth in the
complaint, as restated by our office following a preliminary inquiry, and which complaint
our office delivered to the Warden. The Warden fully co-operated in this process, as did
all witnesses. The Warden provided written responses to all allegations put to him for a
response. Moreover, he participated in an interview with out office.
12. In accordance with our standard practice, the Warden was also provided a copy of our
draft report, without recommendations, so he could review and make submissions on our
preliminary findings and conclusions prior to the Report's finalization.
D. THE COMPLAINT
13. As noted above, a complaint alleging the Warden had contravened the Code was filed
with our office on May 2, 2023 (the "Complaint").
14. Many of the allegations contained within the Complaint were hearsay. We conducted an
initial interview with the Complainant to better understand the allegations. Thereafter, we
proceeded to conduct a number of preliminary interviews with those persons we
understood to be witnesses to determine whether or if there were reasonable and probable
grounds to proceed with some or all of the allegations.
15. Based on this review, we concluded that there were reasonable and probable grounds to
proceed with an inquiry were respect to two (2) allegations. We otherwise exercised our
authority to dismiss a number of allegations as failing to establish reasonable or probable
grounds for Code violations.
16. We sent the Warden a Notice of Code of Conduct Complaint and Partial Summary
Dismissal on August 11, 2023, containing the complaint as restated by our office. Similarly,
we sent the Complainant the Notice of Partial Summary Dismissal on the same date.
17. The Complaint alleges that the Warden contravened Sections 8.1 and 8.2 of the Code with
respect to his dealings with the County's former Chief Administrative Officer (the "Former
CAO"), described more fully later in this Report.
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18. As noted, we followed our standard practice and provided the Warden with a copy of our
draft report on September 6, 2023, to allow him the opportunity to review and provide final
submissions on our preliminary findings.2 The Warden provided his final submissions to
us on September 15, 2023, which we have carefully considered and have addressed in
this Report.
E. CODE OF CONDUCT PROVISIONS AT ISSUE
19. The Complaint alleges that the Warden contravened the following provisions of the Code
with respect to the identified matters, described later in this Report:
8.1 Members have a duty to treat members of the public, each other and staff
with respect and dignity and without abuse, bullying or intimidation;
8.2 Members have a duty to ensure that the County's work environment is
safe and free from discrimination and harassment;
F. REVIEW OF MATERIALS AND INVESTIGATION
20. In order to undertake our investigation and prepare this Report, we reviewed and
considered the following materials:
• the Complaint;
• a timeline of events prepared by County staff;
• text correspondence;
• three closed session staff reports;
• interview with the Warden on August 20, 2023; and
• the written response from the Warden in response to the Notice of Complaint and
written submissions on the draft report which contained our preliminary findings.
21. We also conducted virtual interviews with the Complainant and the Warden and with a
number of individuals with knowledge or potential knowledge of the circumstances giving
rise to the Complaint. We clarified factual matters through e-mail correspondence. We
confirm that at all times we had full co-operation throughout the investigation, including
from witnesses who were neither staff (current or former) nor elected officials with the
County.
2 This is the final opportunity provided to a member to make submissions on the investigation as the delivery
of the final report to Council concludes the investigatory function of the Integrity Commissioner. The
member will be entitled to make submissions on recommendations contained in the Report but the findings
of the Integrity Commissioner are final and Council has no authority to question or contest them: Assaly v.
Hawkesbury (Town), 2021 ONSC 1690 (Div. Ct.) at para. 11:
If the Integrity Commissioner concludes that a council member has contravened the Code
of Conduct, the municipality has no power to contest or question that conclusion. Its only
power is to determine whether a penalty should be imposed and, if so, to issue a
reprimand or suspend the member's remuneration for up to 90 days under s. 223.4(5).
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Page 4
G. REVIEW OF THE EVIDENCE & FINDINGS
22. When evaluating the ethical conduct of a member, the Integrity Commissioner must apply
the rules of the Code to the facts gathered throughout the investigation and make a
determination, based on a balance of probabilities, as to whether there has been a breach
of the Code.
23. We have set out below the background facts and assertions related to each allegation set
out in the Complaint, the Warden's response to the allegations, evidence provided to us
in interviews with relevant individuals, and our determinations with respect to whether, on
a balance of probabilities, the Warden has contravened the relevant sections of the Code.
(a) Allegations
24. We investigated two main allegations made against the Warden.
25. The first allegation relates to inappropriate verbal communications with and an
inappropriate text message to the Former CAO about her performance and/or which
applied inappropriate pressure on her (the "Communications") during the period between
the new term of Council taking office to the time of the Former CAO's resignation on May
4, 2023.
26. The second allegation relates to an incident on April 17, 2023, while the Warden, the
Former CAO, and others, were in attendance at the Ontario Good Roads Conference (the
"OGRA Conference"). Specifically, the allegation is that while outside walking back from
a lunch with a group of others, the Warden grabbed the Former CAO by the arm and
pulled her away from the group she was walking with and proceeded to "dress her down"
in front of others (the "Street Incident".)
27. On April 28, 2023, the Warden wrote an apology to the Former CAO for comments he
made to her on April 18, 2023, while attending the OGRA Conference, unconnected to the
Street Incident.
28. The Former CAO had been in her position for almost six years at the time of her
resignation, which was on May 4, 2023, noting in her resignation letter that she was
"resigning to focus on [her] health, safety and wellness following several weeks of very
challenging circumstances."
29. As noted above, the Complainant alleges that the Warden contravened Sections 8.1 and
8.2 of the Code with respect interactions with the Former CAO.
(b) Background Circumstances and Context
30. Through the investigation, we became aware of background circumstances and events
which we have concluded did influence the conduct of both the Warden and the Former
CAO and likely contributed to the events complained of. Notwithstanding this, we have
concluded that the Warden committed a breach of the Code. In our view, these
background circumstances and events are relevant to some of the allegations and our
findings, as well as the ultimate penalty we recommend to Council.
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31. We consider these circumstances in reflection of the Code provisions that when Council
is determining what penalty to impose, it will be determined by the Council on the advice
of the Integrity Commissioner, and Council shall take into consideration the nature and
degree of the current breach of the Code and any prior non-compliance with the Code.3
32. It is our understanding from the Complainant, who had known and interacted with the
Former CAO from the time she took the position almost six years earlier, that during
approximately the last two months of the Former CAO's tenure, she was behaving in a
manner that was not entirely in character; one other witness suggests the Former CAO's
behaviour had changed sometime earlier, specifically as of Fall, 2022.
33. We note that as it relates to the two -month time frame noted by the Complainant, this
coincided with concerns being raised with the Former CAO by the Warden regarding high
employee turn -over and, then, the initiation of a workplace investigation related to a
personnel matter, which matter the Warden was made aware of by the Former CAO before
Council as a whole was provided notice of the matter.
34. It is our overall assessment of the evidence that we heard from witnesses that the Warden
had become more invested in this personnel matter than he should have become —
choosing to speak directly to the Director of Human Resources about it — and further, that
although these were likely well-meaning attempts to assist, his involvement likely
exacerbated, rather than alleviated stressors for the Former CAO, and may have
potentially interfering with an ongoing investigation.
35. At the same time, the Former CAO's decision to raise this with the Warden likely
contributed to the Warden's response and his conduct at least as it related to the Street
Incident, described more fully later in this Report.
36. We also conclude that while the Former CAO had withdrawn from interactions with the
Warden following the Street Incident, and that there was some evidence that she was
unable to continue working with the Warden following this occurrence, there were other
factors that may have contributed to her leaving the County, at least at the particular time
that she resigned.
37. As our investigation is limited, we are unable to and specifically do not draw firm
conclusions on whether the Street Incident was the sole motivating factor in her resigning
her position as CAO or even a factor in her decision to leave the County.
38. However, we have determined there is a reasonable basis to conclude that the Street
Incident contributed to her sense of safety in the workplace, and specifically, that she felt,
if not unsafe, at least vulnerable, in the presence of the Warden.
(c) Complaint regarding Inappropriate Verbal Communications
39. Our office was provided with a number of statements allegedly made by the Warden to
the Former CAO. Each of these was responded to by the Warden. There were, in general,
denials that these statements were made, although additional context was provided which
3 Code of Conduct, Part 19: Compliance/Accountability/Enforcement, sub -clause (x).
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reflected similar comments that may have been made by himself or another person
present during the communications, which statements were misinterpreted as criticisms
or displaying a lack of confidence in the Former CAO or were simply mis-stated or mis-
remembered by the Former CAO. In light of our limited ability to fully assess these
statements with the relevant parties, we cannot make any findings of a breach of the Code
based on any of these alleged verbal comments.
(d) Complaint regarding Inappropriate Text Communication
40. In the lead -up to the texts in issue, which are described more fully below, the Warden,
Deputy Warden, Former CAO and former Deputy CAO ("Former Deputy CAO") were
scheduled to attend a meeting on March 31, 2023.
41. From our interviews, we understand that a meeting had been scheduled by the Deputy
Warden to discuss a particular matter. Prior to the Warden arriving at the appointed time,
the Former Deputy CAO and Former CAO had already arrived and were in the meeting
room, which we are advised is a board room with glass walls. Upon seeing the Deputy
Warden, the Former Deputy CAO and/or Former CAO waved the Deputy Warden into the
room.
42. Thereafter, the Warden arrived at the specified time for the start of the meeting. Two
attendees of that meeting advise that the topic of discussion, upon arrival of the Warden,
concerned unrelated matters. However, it appears that the Warden had formulated the
view that the meeting had started without him, even though he had arrived on time. A
witness described the Warden as becoming progressively more upset as the meeting
continued.
43. It is unclear on what basis the Warden believed that the subject matter of the meeting was
already being discussed, but our assessment, following the interviews, is that the formal
meeting had not, in fact, commenced prior to the Warden's arrival.
44. We do note, however, that even if it had, unless there was some clear reason for the
Warden to believe that the parties were seeking to exclude him from the discussion or
hide information from him — which would be inconsistent with the Deputy Warden having
invited him to the meeting — this would not seem to be a significant transgression,
warranting either his response to it or the text message he subsequently sent to the
Former CAO at 3:30 a.m. in the morning.
45. The Warden sent the following text to the Former CAO and Deputy Warden at 3:30 a.m.
on April 1, 2023. We note that the Former CAO was the designated emergency contact
for the County and was, therefore, responsible to be available 24/7:
Folks, I've been troubled all night and have to get this off my chest. I believe
Friday afternoon's meeting, scheduled for 2:30, for which I arrived at on time,
only to find it well underway when I got there. [Deputy Warden], you asked for
the meeting, and set the time for it to begin. To be well underway before my
arrival I find disrespectful. Rather peculiar behaviour should you want the
Warden's support on an initiative. So the question for you both, is it the office
of the Warden you disrespect, or just me in particular.
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46. In response, the Former CAO sent the following text message to the Warden and Deputy
Warden at 7:26 a.m. on April 1, 2023:
I've drafted a dozen different responses since 3:30 am, when I received your
message. I opted not to send any of them because texts are often easily
misinterpreted — perhaps a meeting is better? It was never my intention to make
you feel disrespected and I'm very sorry. I can make myself available quite a bit
over the weekend and next week.
47. At about 8:00 a.m. on April 1, 2023, the Warden and Deputy Warden spoke about the
matter. The Deputy Warden advises that he sought to assure the Warden that they did
not start the meeting without him, that they were "only shooting the breeze" while waiting
for him. By contrast, the Warden in his written submissions, suggests that the Deputy
Warden confirmed he was right that the meeting had started without him and, further, that
the Deputy Warden asked him not to blame the Former CAO, as it was the Deputy
Warden's fault.
48. We made the Warden aware that this was not the evidence of the Deputy Warden and he
specifically denies this and confirmed that he advised the Warden that the meeting had
not started prior to the Warden's arrival.
49. Following the call between the Warden and Deputy Warden, the Warden then spoke with
the Former CAO. It is alleged that on this call the Warden stated that the Deputy Warden
had "died on a sword" for her and "that can never happen again". The Warden has denied
making these statements.
50. It is further alleged that he was frustrated with the Former CAO, as a result of a
"culmination of a whole lot of things", but could not provide examples of these things when
asked by the Former CAO. He denied, this, too. However, he regretted that the Former
CAO had understood or come to believe that he was frustrated with her and admitted he
was having difficulty expressing himself during that conversation which he indicated had
become emotional.
51. The Warden did admit that he communicated something to the effect of that he had been
"walking on eggshells" around the Former CAO since January, 2023. We are aware of
certain events in January 2023 which were extremely stressful to the Former CAO,
Warden, the then Deputy Warden, which would plausibly explain the Warden's statement.
52. The Warden did also indicate in his response that during that conversation he was feeling
embarrassed and regretful that he had sent that early morning text to her and the Deputy
Warden. He reiterated this during the interview.
53. Finally, the Warden also admitted that he did suggest at the end of the conversation that
they would just put it behind them and move forward. He did so because the Former CAO
was distraught and he wanted to resolve the matter.
54. Ultimately, it is our conclusion, on the totality of the evidence, that the Warden improperly
concluded that a meeting had started without him, though even if it had, his response was
unwarranted. We thus conclude that contrary to Section 8.1 and 8.2 of the Code, the
Warden created an unsafe and intimidating working environment by virtue of both the
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content of his text — which accused the Deputy Warden and the Former CAO of
disrespecting either the office of the Warden or him specifically — and by the fact that it
was sent at 3:30 a.m. in the morning, when he would have or should have known the
Former CAO would have received it, given she was the County's emergency contact.
(e) Complaint regarding the April 17, 2023 Street Incident
55. In the lead -up to the Street Incident, the Warden advised he had observed the Former
CAO appeared to be preoccupied, tense and was "working the phone". He was concerned
there was a problem at the office. He advised during our interview that he considered that
if there was a problem at the County, he thought he might be of assistance in taking care
of something.
56. A witness to the Street Incident described it as "a little weird". The witness elaborated on
the incident as follows: the Former CAO, herself, and the Warden were walking back from
lunch with councillors from West Elgin. They were standing on the corner to walk across
the street. The Warden then grabbed the Former CAO by the arm, pulled her aside and
spoke to her off the side. The witness indicated that it seemed she was not supposed to
be listening to this conversation, which she described as "intense". As a result, she walked
across the street and waited inside at the hotel.
57. The Warden, in his written submissions, recalled the incident quite differently. The Warden
indicated that he "guided" the Former CAO "out of the pedestrian stream" to have a private
conversation with her. He further indicated that he spoke to her in a "normal tone" asking
if there was a problem at the office, and that she replied "no". The Warden stated that he
was satisfied with her answer and they walked back to the hotel.
58. The Warden further offered that because he and the Former CAO had previously had
physical interactions, such as a hug and that she was quick to offer her hand in a greeting,
he did not consider it inappropriate to take her arm and guide her out of the way of
pedestrian traffic.
59. While we understand the Warden may have been concerned about issues that may have
been occurring at the office, we accept the evidence of the witness that the interaction
was out of the ordinary and that the discussion between the Warden and the Former CAO
was "intense". We decline to accept the degree of familiarity that Warden described from
the other physical interactions he cited as comparable and that such consensual physical
contact, not uncommon in a workplace context, appears to have been very different from
what occurred at the Street Incident.
60. The Former CAO had travelled with the Warden to the OGRA Conference, but following
the Street Incident, she made other arrangements for his return to the County from Toronto
and she left the conference on her own.
61. Not long after the Street Incident, the Warden became fully aware that something had
significantly altered in his relationship with the Former CAO, but he explained did not know
what. He stated that he believed that change in their professional relationship resulted
from the comments that he had made to the Former CAO on April 18, 2023, for which he
later sent a written apology to her.
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62. The recollection of events with respect to the Street Incident is conflicting between the
Warden and the Former CAO. The independent witness who described the incident as "a
little weird" and used the same term as written in the Complaint (i.e., "he grabbed her
arm"), coupled with the ensuing depiction of the discussion between the two as "intense",
corroborates the description of an altercation that appears something less than the kindly
gesture that the Warden recalls. We view the actions as hostile and aggressive.
63. It is our conclusion that the Warden breached both Section 8.1 and 8.2 of the Code and
created an unsafe and intimidating work environment when he grabbed and pulled the
Former CAO out of a group and "intensely" sought an answer to his question about what
might be occurring back at the office at the County.
H. CONCLUSIONS
64. In summary, for all of the reasons noted above, we conclude that the accusatory text sent
by the Warden at 3:30 a.m. to the Former CAO and Deputy CAO constituted a breach of
Sections 8.1 and 8.2 of the Code. We further conclude that the Warden's decision to pull
the Former CAO out of a group of municipal colleagues while walking back from lunch to
the OGRA Conference to ask about his workplace concerns also constituted a
contravention of Sections 8.1 and 8.2 of the Code.
65. In his final submissions to us, the Warden wrote that he was disappointed that the
statements we received did not align with the evidence that he offered as to the events of
April 1, 2023 and April 17, 2023. He indicated that he continues to stand by his written
responses and the oral statements he provided during the interview. However, the Warden
also wrote: "It is therefore with a heavy heart that I hereby acknowledge and accept the
findings of the Integrity Commissioner in this report."
RECOMMENDATIONS
66. Subsection 223.4(5) of the Municipal Act, 2001 and the Code authorize the Integrity
Commissioner to recommend, and Council to impose, the following penalties if a member
has been found to have contravened the Code:
(a) a reprimand; and
(b) a suspension of remuneration paid to the member for up to 90 days.
67. The Code itself also specifies that penalties can include a written reprimand or suspension
of remuneration of up to 90 days for a contravention of the Code.
68. On the totality of the evidence before us, the Warden's conduct may not have been
intended to harm and was no doubt clouded by stressors related to workplace matters,
and, although misplaced, by his desire to personally assist in the resolution of those
workplace matters. This does not excuse what we have determined was ultimately
wrongful conduct, but militates against any financial penalty on the higher end of the
spectrum.
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69. It is our recommendation that Council issue a formal reprimand to the Warden for these
contraventions of the Code and also suspend his remuneration for ten (10) days, in light
of all the circumstances. We are specifically recommending the penalties for the purpose
of general deterrence and maintaining public confidence in the County's ethical
framework.
70. The Warden cooperated fully and courteously with us during the investigation and has, in
our view, particularly in his final submissions, shown respect for the process, the ethical
and accountability framework of the County and the ultimate conclusions in this Report.
The Warden has, in our view, demonstrated his understanding of the situation, taken
responsibility for his actions and expressed his contrition for his actions.
71. We have considered whether to recommend remedial measures or corrective actions to
Council. Such measures or actions are expressly not penalties or sanctions and have
been authorized by the courts for measures or actions at are not punitive in nature. We
have determined not to make any such recommendations in this case.
72. In closing, we have investigated and reported on this Complaint as a neutral, objective
and independent statutory officer of the County. Council has a decision to make: it can
accept the Integrity Commissioner's recommendations in full, it can accept them in part
and modify them, or it can reject them in their entirety. In considering the decision that
Council will be making, we remind the members that they alone are ultimately responsible
for maintaining the integrity of adopted accountability framework that they have adopted
for the County.
73. This Report has been prepared for and is forwarded to Council for its consideration of the
recommendations set out herein.
74. Subsection 223.6(2) of the Municipal Act, 2001 provides that this Report be made public.
Respectfully submitted,
AIRD & BERLIS LLP
John Mascarin
111"°mom,""f rity Commissioner for the Municipality of the County of Elgin
Dated this 191h day of September, 2023
54175115.5
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REPORT TO COUNTY COUNCIL
^�a M& FROM:
Progressive by Nature DATE:
RECOMMENDATIONS:
Brian Masschaele, Director of
Community and Cultural Services
Jennifer Ford, Director of Finance
September 19, 2023
SUBJECT: County Websites Hosting and
Redevelopment Project Award
THAT the Warden and Chief Administrative Officer be authorized to execute an
agreement for the redevelopment of County of Elgin websites pertaining to all County
services, including tourism and economic development, to Sandbox Software Solutions
at a total cost of $114,725 plus unrebated HST and annual maintenance costs with
funds drawn from 2023 and 2024 budget years subject to the terms, costing analysis
and conditions laid out in the report titled "County Websites Hosting and
Redevelopment Award"; and,
THAT the Warden and Chief Administrative Officer be authorized to execute an
agreement for the immediate transfer of all existing County websites to a hosted
solution through Sandbox Software Solutions at a cost of $4,800; and,
THAT the Province of Ontario be notified of this award under the terms of the funding
agreement with the County of Elgin through the Rural Economic Development Program
for the project "Re -Imagining Elgin County's Websites: Creating Tech -Forward
Municipal and Tourism Hubs".
INTRODUCTION:
County websites need major redevelopment in light of considerations such as
accessibility upgrades, cyber-security concerns and new program interfaces for all
departments. The last rebuild of County websites took place in 2017 and was intended
to have a four-year lifecycle. However, challenges associated with the pandemic, the
development of an Intranet site in 2021 and the County's cyber-security incident in 2022
all made it necessary to defer this work. However, it is now time to re-engage in this
project to meet contemporary needs and to establish a new platform that will serve
residents, staff and County Council for a lifecycle of at least three years beginning in
2024.
The County's Economic Development Department recently secured $50,000 of funding
through the Province of Ontario's Rural Economic Development Program (RED) to
support the re -development of the County's main site, along with tourism and economic
Page 39 of 120
K
development sites, by the end of 2024. The success of this application and its terms
further supports the need to engage in a major rebuild of County websites.
This report outlines to Council a recommended path forward for this redevelopment
project by leveraging the existing investment and knowledge base already in place as a
result of the development of the County's Intranet site launched in 2021 by utilizing the
same vendor (Sandbox Software Solutions) who already has the necessary expertise,
familiarity with County operations and proven value -for -money approach to successfully
compete this project on a timely basis and in a cost-effective manner.
DISCUSSION:
The County currently maintains the following websites and on-line tools:
•........".ILI�;:L.!Lif:.R....:.::�.«:.!Lif:..R..n:.....�...:.e.�. This is the County's main website under which each
department forms a subsection.
wlllw�Y Il2ii °1 Pii `° siivel[) ue 1huu M ��ui�R.This is the County's economic development
website.
This is the County's tourism website.
• Staff and Council Intranet site. This is an internal tool (not public facing) that is
utilized by staff and County Council for access to information such as policies,
workplace events and a staffing directory.
The Pressing Need for Redevelopment
The three external websites now require major redevelopment in light of the following
considerations:
Accessibility upgrades. The County's Accessibility Coordinator has informed
County Council through the most recent annual report of the need to redevelop
current websites to a minimum standard of AA under Web Content Accessibility
Guidelines (WCAG) before the end of 2024 in order to meet provincial
accessibility requirements. The County's three main sites do not currently meet
this requirement.
Security upgrades. The County's main website is currently hosted on County
servers and the economic development and tourism sites are hosted on external
servers. All of these sites are vulnerable to destabilization or cyber-attack. The
County's website was down approximately five weeks during the network security
incident in 2022 which caused major disruptions to many County services like the
library and has been off-line periodically since that time due to network stability
issues.
Inability to fully integrate Application Programming Interfaces (APIs) which allow
for the integration of external applications like GIS and on-line payment services
within the web environment. This is impeding the ability to move ahead with
digital initiatives like on-line permits, digital payments for services and posting of
jobs within Dayforce (to name a few).
The programming language for the economic development and tourism sites is
currently based in Drupal 7. This language will no longer be supported as of
Page 40 of 120
191
January 2025, meaning that a migration and re -build of these sites must be
completed before that time.
Essential Features for Re -Development of the County's Websites
In response to these pressing issues, and at the direction of the County's CAO, a
Website Redevelopment Taskforce has convened for the purposes of leading this
project and developing a comprehensive list of essential features that any website re-
build must encompass. These features include:
• Robust accessibility features and tools — All sites must meet or exceed
under the Accessibility for Ontarians with Disabilties Act by meeting
WCAG 2.1 AA criteria with AAA standing wherever possible. This means it must
have features such as text resizing tools, a text -to -sound reader and colour
contrast tools.
• Ability to integrate with existing County software such as Laserfiche, eScribe,
Salesforce, Encore/Sierra, Engage Elgin, Dayforce and social media feeds
through API integration; and ability to integrate future web and Cloud -based
software solutions through similar API integration.
• An open -source platform based on a non-proprietary content management
system (CMS) that is easy to use and gives County staff creative licence to
maintain and update the site. A WordPress platform is being recommended in
this regard.
• A Cloud -based hosted solution in Canada with robust security protocols and user
permissions. Cloud -based hosting is the most secure solution and comes with
the assurance of regular security updates and back-ups.
• The ability to develop micro -sites at minimal or no cost for special initiatives like
fundraising campaigns or emerging services (such as the fire training school).
• Robust and easy to use analytics tools to monitor usage and integrate
improvements based on user feedback.
• Optimization for platforms such as tablets, smart phones, desktop computers and
apps.
• Integration of current external websites for tourism and economic development
under a single unified site for the County as whole, yet a site that is also able to
deliver on the distinct service needs and audiences of each department.
The complete list of requirements as developed by the taskforce is attached to this
report as Appendix A.
Single -Source Procurement to Sandbox Software Solutions
Staff are recommending that this redevelopment project be awarded to Sandbox
Software Solutions based on the following considerations:
The company was the successful proponent through a competitive Request for
Proposal process in 2021 for the development of the corporate Intranet site. The
scope of work and budget allocated to that project is similar in scope to the
Page 41 of 120
C!
.nt website redevelopment project given that the Intranet was a completely
initiative. Four proposals were received and Sandbox demonstrated best
value for money during that recent process.
The County is already paying Sandbox for external hosting of the Intranet site at
an annual cost of approximately $17,495 + unrebated HST per year. The
company has confirmed that capacity exists to host the County's websites as part
of this existing service for an additional cost of less than $6,620 plus unrebated
HST annually. A hosted solution for all the County's websites could not be
achieved at this cost if the project were awarded to another vendor. In other
words, this project leverages an existing and on -going County investment.
Staff are already trained on CMS tools and procedures employed by Sandbox as
a result of the Intranet project. Synergies will be achieved in terms of staff
training and support to maintain both the redeveloped websites and the Intranet
site. A trusted business relationship already exists between the two parties.
Sandbox has extensive experience developing website for corporations of
various sizes in the public sector. Clients include Hamilton Health Sciences,
Kitchener Public Library, Barrie Public Library, Region of Halton and the Town of
Espanola.
The County's Manager of Procurement & Risk recommends proceeding with this
contract renewal on a single -source basis according to Section 4.7.c(iii) of the County's
Procurement Policy which states as follows: "There is a need for compatibility with
goods and/or services previously acquired or the required goods and/or services will be
additional to similar goods and/or services being supplied under an existing contract
(i.e. contract extension or renewal)."
Proposal summaries from Sandbox Software Solutions
Attached to this report as Appendix B are two proposals from Sandbox; the first to
engage in immediate migration of all existing sites and the second to complete the
redevelopment work leading to the launch of a new website. These proposals can be
summarized as follows:
• All existing County websites, including those for tourism and economic
development, will be migrated to Sandbox's Cloud hosted solution immediately in
order to mitigate major security vulnerabilities with these sites. This migration will
also allow Sandbox to complete ensuing redevelopment work within an
environment that is under their control.
• Redevelopment work will take approximately 26 weeks from the date of
engagement in phases that will involve interviews with key County staff, design,
build, quality assurance, staff training and formal launch.
• The site will then be hosted in the Cloud through Sandbox as part of an annual
maintenance and support agreement. County staff will have access to up to 8
hours of technical and maintenance support per month as part of an annual
maintenance agreement. This agreement may be cancelled by the County upon
30 days written notice anytime after the site is launched.
Page 42 of 120
61
FINANCIAL IMPLICATIONS:
There are four costs associated with the entire scope of work being proposed by
Sandbox:
• Migration of existing websites (www.elgincounty.ca, www.elgintourist.com and
www.progressivebynature.com) from locally hosted solutions to a secure Cloud -
based solution - $4,800 + unrebated HST (2023 budget year).
• Redevelopment of all County websites - $114,725 + unrebated HST (2023 and
2024 budget years).
• Possible additional microsites such as Elgin Middlesex Fire School - $2,500 +
unrebated HST
• Annual maintenance and hosting fees - $24,115 + unrebated HST annually (2023
budget year and beyond). Note: Fees for the existing Intranet site are already
being experienced annually at a cost of $17,495 + unrebated HST. As a result,
the impact to the annual County budget is potentially $6,620 + unrebated HST
beginning this year. After the retirement of current external site hosting for
tourism and economic development, the annual increase in costs for the new site
are expected to be $3,600 + unrebated HST.
Associated costs will be spread out between 2023 and 2024 budget years. Project
revenue of $50,000 will be received from Province of Ontario's Rural Economic
Development Fund to offset the above implementation costs of $114,725 and current
website hosting of $4,800 + unrebated HST, leaving the County share at approximately
$69.525 plus at least one microsite is $72,025 + unrebated HST.
The remaining costs will be contained within the County's existing budget from a Capital
project that has been carried forward for website development with a budget in the
amount of $57,000. This will leave approximately $15,025 + unrebated HST left to
cover. Given the delay in redevelopment of the current website, the 2024 Capital
project contains a placeholder for Website development in the amount of $42,000.
During the budget process, staff will reduce the 2024 project to $21,000 to
accommodate the remaining portion of this project plus unrebated HST. Given our
experience with this project, staff recognize that future project budgets are underfunded
and suggest that the remaining budget be moved forward to support future website
development costs.
Staff conducted a market analysis for similar redevelopment work in other
municipalities, the results of which further validate Sandbox's proposal in terms of value
for money:
Haldimand County
$198,000
(2023)
Dufferin County
$111,000
(2023)
Hastings County
$119,980
(2022)
City of Quinte-West
$105,250
(2020)
Township of King
$155,000
(2019)
Page 43 of 120
[1
ALIGNMENT WITH STRATEGIC PRIORITIES:
Serving Elgin
Growing Elgin
® Ensuring alignment of
® Planning for and
current programs and
facilitating commercial,
services with community
industrial, residential,
need.
and agricultural growth.
® Exploring different
ways of addressing
community need.
® Engaging with our
community and other
stakeholders.
❑ Fostering a healthy
environment.
® Enhancing quality of
place.
LOCAL MUNICIPAL PARTNER IMPACT:
Investing in Elgin
® Ensuring we have the
necessary tools,
resources, and
infrastructure to deliver
programs and services
now and in the future.
® Delivering mandated
programs and services
efficiently and
effectively.
The scope of work being proposed in this report pertains to County websites only.
However, local municipal partners will always have the option of joining the County's
hosted solution through Sandbox should they wish to explore this option. County staff
are willing to facilitate such discussions should there be interest from local partners in
this regard.
COMMUNICATION REQUIREMENTS:
Council and the public can expect to receive further updates as the redevelopment work
proceeds, including through social media channels.
CONCLUSION:
The total scope of work outlined in this report will set the course for the next generation
of the County's website. In the short-term, it will result in critical security updates to
existing sites by hosting them in a more secure, Cloud -based environment.
Subsequent work will then see the redevelopment and launch of a completely re-
designed County website which will overcome pressing challenges with regards to
accessibility by meeting and exceeding existing standards. It will unify existing sites for
the first time under a common homepage and it will position the County to be future
ready when it comes to the integration of existing and emerging program interfaces and
applications. The County will continue to own the data and programming content
associated with this work and it will be based on open -source tools that will make future
migrations and updates easier whenever contemplated.
Page 44 of 120
N
All of which is Respectfully Submitted
Brian Masschaele
Director of Community and Cultural
Services
Approved for Submission
Don Shropshire
Chief Administrative Officer/Clerk
Page 45 of 120
Appendix A
Elgin County Website
Redevelopment Requirements
Category
Requirement J
All websites must be AODA compliant by meeting \/A,A.QAG` w ' AA��,A
Accessibility
criteria as per Q g:: j 2 L`I 1, we are looking for an accessibility first
approach.
The Solution provides features/functionality to promote the
Accessibility
development of accessible content, such as the ability to require
fields/meta data (alt tags, captions, descriptions, etc.) when
uploading assets such as images, videos or other media.
The Solution supports responsive design (PC, mobile, tablet) and is
able to be viewed with a full and consistent experience across all
Accessibility
platforms without limitation, including all accessibility
features/settings and the ability to complete forms. Ability to work
with commonly used assistive technology products.
Ability to integrate with Laserfiche, eScribe, Salesforce,
Encore/ Terra Ban the Table �
g (; q..p �,:,i.e.,;i.0 `°.0 `°.IL,;i.il..l!:::!L:.� :'.e �., an external
CMS
engagement tool, possibility of embedding) and the ability to
integrate with future external tools. The Solution supports the ability
to create pages using dynamic data where content is managed from
external lists, databases, files, Web APIs, etc.
CMS
The Solution allows for the creation of image galleries.
The Solution allows integration with Salesforce OR includes the
functionality for a local business directory that can be used to
promote local industry and businesses. The directory should be an
CMS
interactive index that can include name, address, links, photos, etc.
Business information should be able to be entered by our staff,
submitted by the business (subject to approval by County staff), or
imported from another source (Salesforce).
The Solution has document controls such as the ability to lock pages
CMS
for editing, to prevent overwriting changes or other conflicts by two
or more individuals attempting to simultaneously edit the same page.
CMS
The Solution has the ability to include social media widgets for
displaying social content/feeds. J
The Solution implements a crawler to parse and index all textual
content (e.g. web pages, metadata, documents such as PDFs, etc.)
CMS
posted on the County website in order to support robust search
capabilities. The Solution can exclude a specific web page,
document, image, etc. from being crawled and indexed so it does
not appear in any search results.
The Solution includes a highly configurable cashing mechanism
CMS
within its core platform to maximize the performance and
responsiveness of the County's website.
Page 46 of 120
Category
C
Requirement
e uirement
The Solution includes advanced search capabilities including the
ability to perform full text search within webpages, documents,
images, and other assets on any combination of the following: a. All
CMS
specified keywords b. Exact phrases c. One or more specified
keywords d. Date specified e. None of the specified keywords. The
Solution is able to display alternate search results for a misspelled
query.
The Solution is built upon an easy -to -use CMS that allows non -
CMS
experts to create, edit, and delete all types of content. The CMS
must allow pages to be saved in various states, including but not
limited to draft, approved, unpublished, and published (live).
CMS
The Solution provides a method to publish emergency alerts
throughout the site on demand via banner or similar approach. J
The Solution provides a method to view website analytics, either
CMS
through a tool native to the CMS or integration with Google Analytics
4.
CMS
The Solution provides features and functionality to maximize Search
Engine Optimization (SEO). J
CMS
The Solution provides grammar and spell -checking tools.
CMS
The Solution provides online help for template creation and support.
The Solution provides the ability for site administrators (or content
CMS
editors with appropriate permissions) to add, edit, update and move
menu items, affecting overall site structure and organization.
CMS
The Solution provides the ability to accept submissions in different
formats (database, PDF, html). J
CMS
The Solution provides the ability to auto generate metadata (e.g.
author, date, status, etc.).
The Solution provides the ability to create calendars that: a. Can be
added/edited by multiple contributors; b. Allow visitors to sort/filter
based on specified criteria; c. Events can be added through APIs
CMS
from other applications; d. Allow members of the public to submit
events, e. Provide approval functionality; f. Ability for visitors to "add
to calendar" through .ics or ical; g. allows for event registration (this
could be facilitated through an online form); h. occurs in multiple
instances across various sites and functions separately
CMS
The Solution provides the ability to define mandatory page elements.
CMS
The Solution provides the ability to edit individual elements of the
template (e.g. navigation, top navigation, footer, etc.).
CMS
The Solution provides the ability to embed third -party applications
via Frame. J
The Solution provides the ability to integrate with a variety of
CMS
payment engines, and the ability to change payment engines. Our
current tool is BrainTree but we are interested in switching to a more
Page 47 of 120
IM
Category
Requirement
robust tool or receiving further training on how to make BrainTree
work for our needs. J
CMS
The Solution provides the ability to manage, update, and repair
hyperlinks.
CMS
The Solution provides the ability to schedule the delivery of data
(e.g. email, FTP, API). J
CMS
The Solution provides the ability to support live chat, such as
Formilla.
The Solution provides the ability to track and report on the lifecycle
of content, such as providing the ability to archive pages; a prompt
to review and potentially delete large media files no longer active on
CMS
any live page to conserve space. The Solution supports functionality
to identify, track and preserve any digital assets (webpages, images,
documents, etc.) that have been deleted from the content repository
and allow the recovery of digital assets which have been deleted.
The Solution provides the ability to trigger workflows and actions
based on visitor website behaviours and activities (e.g. the
CMS
submission of a form, uploading of a document, etc.) either through
native capabilities or integration with other third -party systems via
APIs.
The Solution provides users the option to subscribe to content
CMS
update notifications for any page on the site in order to automatically
receive any updates to that page via email. The Solution provides
functionality for an E-newsletter tool.
CMS
The Solution supports client -side scripting languages.
The Solution supports complex form creation with and without
CMS
programming that are AODA compliant. With automatic response
ability upon user submission.
CMS
The Solution supports linking and the upload of multiple media types
(audio, video). Ability to display YouTube videos. J
CMS
The Solution supports scheduled automated publishing and
unpublishing of content pages.
The Solution supports the ability to create user roles and groups to
CMS
ease user administration. The Solution supports the ability to control
and increase the number of site administrators and editors as
required.
CMS
The Solution supports the ability to create, modify, and save
templates, master pages, and layouts. J
CMS
The Solution supports the capability of authorized users to manage
permanent and temporary redirects of pages.
Information
The Proponent confirms that Elgin County website content and data
Management
ownership remains with Elgin County and can be exported to Elgin
County at the end of the agreement.
Page 48 of 120
11
Category
Requirement
The Solution provides a quick review feature that allows visitors to
p q p
Nice -to -have
hover over an individual search result to display a preview of the
matching web page, document, etc. without having to click through.
The Solution provides an out -of -the -box, fully accessible "e-book
Nice -to -haves
viewer" solution for viewing online magazines, newsletters or
catalogues (e.g. community guide, wish book).
Nice -to -haves
The Solution provides the ability to create areas of the site where
user consent is required to proceed for a Tourism Member Portal.
Security
The Solution has the ability to collect sensitive data from forms
securely.
Security
The Solution supports two -factor authentication (21FA).
The County would need to review the Service Level Agreement to
Technical
be aware of items such as uptime guarantees, business continuity,
recovery plans, etc.
The Solution allows the ability to manage and license current
domains and URLs, along with any future additions. The Solution
Technical
has the ability to add sites, sub -sites, and sub -domains quickly,
without additional costs (beyond fees related to incremental storage
and/or traffic increases). The Solution is scalable to host other
organizations or agencies in future.
The Proponents is able to provide recommendations and assist in
Training and
the development of reference materials for website governance,
Documentation
including: roles, style guidelines, content governance, policies, and
standards.
Training and
The Solution provides online documentation for content providers,
Documentation
administrators, technical staff, and developers as well as training
prior to and following launch of live completed site.
List of tools that require various levels of integration: Formilla, Sierra/Encore,
Laserfiche, eScribe, Salesforce, Bang the Table, BrainTree
Page 49 of 120
IN
Appendix B — Sandbox Website Hosting and Redevelopment Proposals
Page 50 of 120
PROPOSAL: SSP-2309177
Website Redevelopm
& Hosting
ELGIN COUNTY
September 8, 2023
PREPARED FOR
Brian Masschaele
Director of Community and Cultura
e: bmasschaele@elgin.ca'
Jennifer Ford
Director of Financial Services/Treasur
e: jford@elgin.ca
PREPARED BY:
Drew Edwards, Director of Web Servi
e: drew.edwards@sandboxsoftware.c
Brittney Hoang, Proposal Writer & Cc
e: brittney.hoang @sand boxsoftware.(
Sandbox Software Solutions Inc.
150 Wellington St E #101
Guelph, ON N1 H O135
U af iiiii teri is
[ xec u 6ve Suinr ire uairy
Coinq')air y Oveirvr ew 4
History & Structure 4
Capacities, Services, & Skills 5
Our Web Development Technologies 5
Experience in Various Sectors 5
Your Team: People Involved 6
Sandbox's Partners 10
Iirojec t II`4airnageineir t '1'1
Our Developmental Approach 11
Sandbox's Dedicated Project Manager 12
Elgin County's Project Responsibilities 12
Post -Project Review & Close Out 12
Desgin fix'. IDeveb� ini eir t'1
Elgin County: What You'll Get at a Glance 13
The Discovery Process 14
Word Press Content Management System 16
Product Features 18
Web Pages and Content Migration 18
Change Requests 19
Update Procedures 19
Techirk,.dl IIFequlireineir is 2
Security Protocols 20
Accessibility 21
Quality Assurance Testing 22
Hosting 22
Support fix'. Seiryes 24
Post -Launch Maintenance and Support 24
Training Services 26
:IIiropused IIIirojec t Tfinelhine 27
Ii lding IBireakdovr n 24
Core Services & Deliverables 29
Annual Fees 29
Queslloin r, 30
Appein(fix A ..... Case Stu6es 31
Appein(fix II3 ..... Tes6noirc ,. lls 35
IIIIV SANDBOX
Page 52 of 120 2
III III i,xecu IIIIII
The team at Sandbox Software Solutions Inc. is proud to present Elgin County with our proposal for the
design, development, and hosting solutions of the new Elgin County site. It would be a privilege for
Sandbox to aid the County in their digital growth through the construction of innovative, dynamic, and
user-friendly web products that emphasizes the County's commitment to providing their community the
ability to access information and services with ease.
Sandbox recognizes that Elgin County wishes to undergo the redesign and redevelopment of the
following websites:
https�//www IIg1iricoujirit ci/II1II:)r:iry/
https�//www g1 itour1stcoiren/
https°//www �:)rogr ssloreIl:,)yiri,.ituir .coiren/
Sandbox is a full -service web development agency that does extensive work in WordPress and our
proprietary content management system, Oasis. In partnering with Sandbox, the County would have
access to an entire digital team that includes team members with skills in project management (primary
point of contact), digital strategy, web and software development, quality assurance, accessibility, and
infrastructure and security. As an experienced team, Sandbox is familiar with many of the integrations that
will be implemented into the new site including Laserfiche, eScribe, Salesforce, social media, and Google
Analytics 4 (GA4). The process our team follows is also engaging and iterative to help ensure the unique
needs of each of our partners is met.
In building the website in WordPress, Sandbox will ensure web best practices are followed, including
those associated with accessibility and mobile -friendly design. Notably, Sandbox strives to develop to the
WCAG 2.2 Level AA standard, exceeding the expectations of the Accessibility for Ontarians with Disabilities
Act (AODA). The Elgin County would be the primary source of contact and supply the content for the site,
while Sandbox would be responsible for the design, build, and maintenance of the website, including all
plugins and integrations.
Prior to launch, a thorough quality assurance process will be completed. It will include accessibility
reviews, cross device and cross browsers audits, performance testing and security evaluation, which
ensures security best practices are enforced. Sandbox will empower the County's team members through
training and offers a 90-day warranty on the company's work. To support ongoing maintenance of the
website, Sandbox is offering an optional support and maintenance program as a part of this proposal.
As a smaller team, Sandbox is nimble and driven by achieving results. We are passionate and proud of the
close, and long-term, relationships that we build with our partners. Sandbox would be proud to work with
the Elgin County in building an innovative and dynamic website that best reflects the County's
government, administration, services, tourism, and community. The Sandbox team is grateful for the
opportunity and eagerly awaits next steps.
Sincerely,
Brittney Hoang Drew Edwards
Proposal Writer and Coordinator Director of Web Services
SANDBOX
Page 53 of 120
IIIIC IIIII IIIII IIIIII °°°°°
History & Structure
With over 19 years of experience, Sandbox Software Solutions
Inc. continues to bring technological expertise and a
commitment to providing excellence in customer experience to
its work. Our team provides targeted digital solutions that help
our partners better communicate, gain efficiencies, overcome
challenges and succeed in their marketplace.
Our solutions are strategic — carefully thought through to meet
your needs and requirements. Our engaging processes ensure
that your project is on time and on budget. Our approach relies
on small, focused teams that excel at building relationships, and
we communicate in plain talk.
We strive to be the fast web development partner you will ever
need.
Sandbox
Corporate Name
Sandbox Software Solutions Inc.
Company Structure
Federally Incorporated (4 shareholders who are also team members)
Office Location
150 Wellington St E #101, Guelph, ON N1 H 0135
Employees
21 — including a dedicated Help Desk/Support team
Incorporated
May 4, 2004
Our Website
hltp s�// ° ° .sairndll:Msoftaire ca
Social Media
httt:)SWwww twv tteir cairn /SairndI[)oxSo t
Insurance Coverage
$10M Commercial General Liability
$51VI Professional Errors and Omissions
Underwritten by Lloyd's of London
Focus oin III in .. III°'I Ilr - iii f Woid<
We are extremely proud of the work we do across sectors. At the
same time, we are grounded by the rewarding projects we do to
support our non-profit partners in amplifying the good they do in
their communities by using our tools and technologies. To further
support good causes, Sandbox employees are encouraged to
participate in ourAmplifyingGood volunteerism program, that allows
them to take two paid days off a year to support charities and non-
profits focused on causes important to them.
SANDBOX
Page 54 of 120
rd
Capacities, Services, & Skills
Sandbox is a digital agency, providing a broad scope of services that includes:
T Consulting on digital strategy and technologies
T Discovery for digital projects, including survey research, key informant interviews, focus groups,
advisory boards, environmental scans, community interactions and journey mapping
T User experience and creative design
T Digital project management
T Implementation of web content management solutions (Word Press or Oasis)
T Programming/coding for the web, software, and apes for mobile devices, leveraging coding
languages such as Java and C#, scripting languages such as PHP, JavaScript and jQuery, and web
standards such as HTML5 and CSS3
T Responsive and accessible web design/development
T Ongoing support and maintenance through our dedicated Help Desk team
T Hosting provision and management (for web -based solutions) with AWS
Our Web Development Technologies
HTML Cos RWD�
IIII rfffllllllll �"� 1„'
JS
10111
,fi
SQLServer M SQ
Mot)
.11 m:;lti1i'm J WORDPRESS
Experience in Various Sectors
Sandbox Software is proud to have worked with dozens of organizations in varying sectors in developing
web -based solutions to meet their unique needs including sophisticated websites, portals, intranets, and
custom software solutions. Our partners include:
T Municipalities
T Post -Secondary Institutions
T Libraries
T Conservation Authorities
T Health Systems
T Hospitals and Health Centres
T Family Health Teams
T Long-term care and Assisted Living
Organizations
T Health Agencies
T Medical Researchers
T Medical Educators
T Continuing Medical/Professional Education
T Various special interest not -for -profit
organizations
SANDBOX
Page 55 of 120 5
�'m. 7��� People Involved
. ~~V�� . ~~=��� . ~~����n��
v
Sandbox would be proud to have the following team members support your website:
~ U�re��Edwards
��
��s
ilk,
DKrectoir of Web Services
He/Him
Drebuilt his first websiteusing dipartand HTML code inthe 1990sand has
been noodling around with various content management systems ever since.
A journa|ist by training, Drew spent two decades as an award -winning
reporter and editor before shifting his focus to digital projects. With plenty
ofexperience with the creative process, Drew also enjoys thetechnica|
challenges and analysis involved with building truly great sites.
Pro*ect Roles
Drew will act asyour liaison throughout your relationship with Sandbox. His
primary focus will bekeeping your team educated and well informed while
ensuring our execution team(s)are meeting timelines and deadlines
associated with your maintenance program. Drew takes acollaborative and
energetic approach toworking with clients, taking them through every phase
ofthe process tosuccessfully execute their vision.
Sample Pro*ect Experience:
Mackenzie Health, Mackenzie Health Foundation, Scarborough Health
Network, Scarborough Health Network Foundation, Royal Victoria Regional
Health [entne,4H Ontario, Unity Health Toronto (Intranet and website)'
SherbourneHealth, and more.
~ Jacqueline -��=�
��r
n«��n
Web earn 1 ead
She/Her
Shortly after graduating from Ryerson University with a Bachelor of
Commerce in Business Management, Jacqueline joined the project
management team at Sandbox. Her experience working in project support
positions combined with her experience from school make her an excellent
addition tothe Project Management team.
Pro*ect Roles
Jacqueline will act asyour day-to-daycontact atSandbox, keeping your
team informed ofproject progress and upcoming milestones. Jacqueline will
also create your User Guide and support intraining your team.
Sample Pro*ect Experience:
North York General Hospital, Conservation Halton, Glen Eden' Scarborough
Health Network, Scarborough Health Network Foundation, Groves
Foundation, [ouoeForceand St. Joseph's Healthcare Hamilton annual
report.
�NP{�X
--- 6
Page 56 Of 120
Riley Edwards
Diiigii'italll IlRroject Cooirdiiiinatoir
She/Her
Riley spent a few years doing data entry work which allowed her to develop
a specific eye for detail which comes in handy when entering content for
web projects. When Rileyjoined the Sandbox team in 2021, she quickly
adjusted to our fast -paced industry with ease. Since then, she has taken on
many responsibilities outside her original duties including quality assurance
and building our content control workbooks. With such a broad range of
abilities and creative talents, Riley is right at home with the Sandbox team.
Project Roles
Riley will act as a liaison between the Web Team Lead and your team. She
will be responsible for preparing documentation, communicating with your
team as directed and ensuring project timelines and milestones are met. She
will also ensure your team is informed throughout the project lifecycle, from
project kick-off and requirements gathering through to testing, deployment,
and training. Finally, Riley will lead content entry on your project and be
providing copywriting services.
Sample Project Experience:
Conservation Halton, Ecojustice, Insight Medbotics, Sherbourne Health, St.
Joseph's Research Institute, TLC Pet Food, UHN Diabetes College, and
Women's College Hospital.
Brenden Demetroff
Help IlDeslllc Srrppoir ""IIII""eauran 1 ead iieur "'III & 2
He/Him
Brenden graduated from the Computer Programmer Analyst program at
Durham college in 2018. Since graduation, and before joining Sandbox, he
worked in the healthcare and education fields as a web developer. Brenden
started in first tier support, assisting our WorclPress partners, before
becoming the Support Team Lead. Brendan has been using and
experimenting with computers since his first computer at age 6.
Project Roles
Brenden will manage the upgrades to your site and support in the
coordination of Help Desk tickets submitted by your team. He will also
ensure all monthly reporting is properly managed and provided to your
team.
Sample Project Experience:
St. Joseph's Healthcare Hamilton, Hamilton Health Sciences, Unity Health
Toronto, 4-H Ontario, Mackenzie Health, and Kitchener Public Library.
SANDBOX
Page 57 of 120 7
Denise
se UKDKD ��
��
Director of Hinainceaind AdmmKinis"bratioin
Denise ]uppisavalued member ofthe Sandbox team, with over 15years of
experience inMarketing and Advertising onboth the client and agency
sides. Before joining Sandbox, she turned her love of gardening into a
successful organic landscape gardening firm, maintaining over 30 gardens in
the Guelph area. With apassion for details and process efficiency and
getting things done, Denise shares her unique skill set with Sandbox
Software'sdiverse client base.
Pro*ect Roles
Denise will support your project, with broad responsibility for all project
scheduling, and keeping the Sandbox team aligned with client needs. She
monitors performance against our best practices and processes
and develops new processes and procedures sothat our efforts and
re|ationshipskiUsets continuously improve.
Mark George
"�eor��e
�
ledhinKcaU 1 ead— UinfiramlbrLuCftumeaind SeWiri'ty Specialivit
He/Him
Mark holds aB.ScinComputing and Information Science from the
University ofGuelph. He is highly skilled in web application development,
server setup and maintenance, database, database architecture and
development, integrated systems, web -based graphical user interface
development, requirements gathering and management, technical support,
and e-commerce. He makes use of programming languages including Java,
]2EE,and PHPand ishighly capable with [33'HTML, ]ava3criptAJ/O< XK4L
X3[[j[)uery,and Terminal Services. Heisexperienced with databases in
K4vS[)LSQL Server. Heisalso well versed inconfiguring and hardening AVVS
web hosting environments.
Pro*ect Roles
Mark will support the Sandbox team inmeeting with your technical team
members and assist in the development ofrequirements associated with
technical infrastructure.
Sample Pro*ect Experience:
St. Joseph's Healthcare Hamilton, Hamilton Health Sciences, Unity Health
Toronto,4-H Ontario' Deafb|ind Network of Ontario in partnership with
Ministry ofChildren, Community and Social Services (K1[[SS).
SANDBOX
Page 58 of 120 8
����Graham
n�o�8~~��nna00
1 ead Web Developer
He/Him
Matt isabrilliant web developer who started programing inhigh school. He
never had any doubt that hewas going into web development. He
graduated from multimedia design atDurham College and over the past 14
years he has gone back and forth between Intranet development and web
appdeve|opment. Sandbox islucky tohave him onthe team. Being anatural
born griller, don't turn Matt down if he's inviting you to a summer BB{\
Don't besurprised ifthe music isperfect atthe BBQeither ashealso mixes
audio in his spare time.
Pro*ect Roles
Matt will support the Help Desk team ofdevelopers with larger initiatives
and more complex deliverables, such as API integration. Matt will lead the
developers who are responsible for the technical implementation aspects of
larger projects and services, along with leading quality assurance testing.
Sample Pro*ect Experience:
Women's College Hospital, Unity Health Toronto, and Sherbourne Health.
�� Harding
n�o���� n n��n v�UK���
� �
Meg joined the team atSandbox in2017and loves what the tech industry
has to offer. They started as a production associate assisting with the
implementation and testing ofseveral web solutions. |n2020'she moved
into aProject K4anagementro|e.|n2022'K4egshiftedro|estohead
accessibility initiatives and coordinate quality assurance across the web
team.
Meg isan1AAP Certified Professional imAccessibility Core Competencies
(CPACC) and has a passion for creating inclusive online spaces. They believe
that everyone should be able toenjoy a website or intnanet regardless of
how that site is accessed' navigated' or perceived.
Pro*ect Roles
Meg will assist inevaluating work completed onthe intnsnetand will play a
critical role in making recommendations associated with user experience and
accessibility. Meg will assist in training efforts.
Sample Pro*ect Experience:
Project Support and/or Quality Assurance associated with web solutions for:
VVomen'sCollege Hospital, Kitchener Public Library, Hamilton Health
Sciences, Conservation Halton, Guelph Police Association' Southwestern
Public Health, World Vision International, and more.
SANDBOX
Page 59 of 120 9
Sandbox's Partners
Institutional Sites — Website Development + Ongoing Maintenance and Support
Sandbox has built the following websites and maintains ongoing relationships with these partners
through their maintenance programs:
* 10[anden:
https1/10cardenca/
* 4H-Ontario:
h11ps1/4-ho1r11a110ca/
* 8rimacombe:
h11ps1/brimacombeca/
* Hamilton Health Sciences:
h11ps�//www hami|1onhea|1hscienoesca/
* Oak Valley Health:
h11ps�//www oakva|1eyhea|1hza/
* Scarborough Health Network:
h11ps�//www shnCa/
* SDGOties:
h11ps1/www sdgci1iesca/
* SherbourneHeahh:
h11ps1/ herbourneonca/
* SHNFoundation:
h11ps1/www shnfounda60nca/
* St. Joseph's Health System:
h11ps1/sjhsca/
* TLC Pet Food:
h11ps�//t|cpe1foodoom/
* UHNDiabetes College:
h11ps�//www diabe1eso6|1egeza/
* Unity Health Toronto:
h11ps�//uni1yhea|1h1o/
w VVomen's College Hospital:
h11ps�//wwwwomensco||egehospi1aica/
Institutional Microsites — Microsite Development +Ongoing Maintenance and Support
* Glen Eden: *
https1/g|enedenonca/
* Protecting Water: *
h11ps�//www pro1ec1ingwa1erca/
* Centre for Minimal Access Surgery:
h11ps�//wwwzmasCa/ *
* Ontario 8ariatric Network:
h11ps�//www za/ w
* Centre for Surgical Invention &
Innovation: *
h11ps1/wwwzsiica/
* Mackenzie Health Foundation: *
h11ps1/www ca/
suppo�-us/founda1ion/
Canadian Critical Care Trials Group:
h11ps1/www ccc1gca/
McMaster[hi|dren's Hospital:
h11ps�//www ca/
mcmas1er-chi|drens-hospi1a|/
SHNFoundation Campaign:
h11ps�//www ovescarboroughca/
RVHFoundation:
h11ps�//www keep|ifevvi|dza/
|'m Ready— H|V Self -Test Kits:
h11ps1/ready1oknowca/
Healthy Life Trajectories Initiative:
h11ps1/www he|1ioanadacom/
___10
�Rirqiject Mariageimeri
Our Developmental Approach
Sandbox Software builds custom digital solutions using a modified Agile Software Development
methodology. This iterative development approach breaks a software project schedule into brief
concentrated Sprints of activity (typically 2 to 4 weeks in duration). After each Sprint, the client is provided
a concrete set of deliverables to be evaluated and revised in a document referred to as a Sprint Backlog.
The agile methodology also allows redirection of subsequent functional specifications/requirements
based on learnings from the previous Sprints, and a re -prioritization of project activities. As a result of the
project being broken up into a number of iterations, control over the priorities for each iteration and the
project budget, are defined and managed by the client.
To start a project, all desired requirements are listed in a document known as the Product Backlog.
Features to be developed during an iteration are selected from the Product Backlog and placed in a Sprint
Backlog. Once finalized, the Sprint Backlog is unchangeable and handed over to the developers who carry
out a Sprint (a set period of time for development). During a Sprint, daily "Scrum Meetings" are held to
manage risk. At the end of the Sprint, the client is provided with access to the product, at which point the
priorities and expectations for the next iteration can be adjusted.
Agile Development solves many of the problems experienced using traditional development approaches
because it provides:
• Client satisfaction through early and continuous delivery of valuable software
• The option to do phased production deployments of the solution over the project lifespan
• Improved risk management
• Flexibility in priorities and requirements
• Client control over project budget and priorities
• Improved transparency and client collaboration
Unlike a traditional Agile Development approach, this project timeline will allow for some fundamental
activities to be completed before agile sprint development begins (such as deployment of the CMS to a
development environment and configuring the CMS.
Several milestones will also be defined (most aligned with the completion of a Sprint). At the completion
of each milestone, the website will go through formal testing. Further, before the site launches, general
quality assurance activities across the site will be completed including the execution of usability testing.
SANDBOX
Page 61 of 120 11
Sandbox's Dedicated Project Manager
Having completed over 500 successful web development projects, Sandbox Software has refined its
project management processes to ensure as effortless an experience as possible for our clients.
Your project will be overseen by your project manager, Jacqueline Taylor, who will be responsible for
overseeing the project plan, risk management, communications, and strategy. Jacqueline will also support
your team in managing and coordinating daily communications, meetings, status reports, content
collection, testing, sign -offs, and approvals. Your Project Manager will be supported by a Project
Coordinator.
Project milestones are coordinated using a case management software, TeamWork. Meetings will be held
through web/phone conferencing.
Elgin County's Project Responsibilities
In undertaking this project of this scope, your team should expect to participate in and contribute to the
following activities:
• Establishing a Steering Committee
• Providing a day-to-day contact
• Coordination of engagement activities
(locations and participants)
• Participation in engagement activities
• Making available Analytics
• Reviewing and providing feedback on the
Website Solution Overview
• Reviewing and providing feedback
on Creative Designs
• Signing off on milestones (Solution
Overview, Designs, UATs, Launch, etc.)
• Introducing Sandbox to Elgin County's IT
team/representatives Developing and
providing content for each Sprint
Post -Project Review & Close Out
• Providing media (photos, videos, etc.)
• Participating in Check Point Meetings and
Sprint Reviews
• Mapping out Website Governance
• Content Entry (in partnership with
Sandbox)
• Coordination and location of Usability
Testing
• Supporting performance and security
audits
• Completing usability testing
• Completing user acceptance testing
• Participating in Training
Sandbox Software is continuously looking at ways to improve its processes and the quality of service
provided to our clients. At the completion of your project, Sandbox Software will request a post -project
review meeting with your team to discuss what worked well and where improvements could be made. In
addition, Sandbox Software will send a post -project Client Satisfaction Survey to the Project Sponsor to
obtain feedback on their experience. Sandbox Software values this input and uses it to improve business
processes and client relations.
Sandbox Software will also hold a Project Close Out meeting with your team to deliver all documentation
and resources developed to support the project and establish a plan for maintenance moving forward (if
desired).
IIIIV SANDBOX
Page 62 of 120 12
III III ��� � II IIirn e III ""
Elgin County: What You'll Get at a Glance
Sandbox Software is proud to support our clients in all aspects of their website redevelopment project,
from requirements gathering through to post -launch promotion and support. Sandbox will provide both
the services and technologies needed for your website project to succeed including the following:
Elgin County Site
Requirements gathering through four
stakeholder interviews (up to five people
per session)
2 home page creative design concepts
for consideration including design of
mobile states
Business directory, events calendar and
document/resource library that can be
shared across the Elgin web infrastructure
structure
Integrations with third -party applications
including Laserfiche, eScribe, Salesforce,
Elgin County Library Site
Requirements gathering through two
stakeholder interviews (up to five people
per session)
1 home page creative design concept for
consideration including design of mobile
states
1 round of revision to the home page
creative concept
Elgin County Tourism Site
Requirements gathering through one
stakeholder interview (up to five people
per session)
1 home page creative design concept for
consideration including design of mobile
states
Integration with calendar and directory
tools developed for main Elgin site
Encore/Sierra, Bang the Table (subject to
plug-in and API availability)
Integration with payment tools
1 round of revision to the home page
creative concept
8 designed interior page templates
Build of up to 100 pages in English, and
50 items of structured content (news posts,
events etc.)
Pre -launch change requests (up to 28
hours)
6 designed interior page templates
Build of up to 50 pages in English, and 50
items of structured content (news posts,
events etc.)
Integration with Library catalogue
Pre -launch change requests (up to 16
hours)
1 round of revision to the home page
creative concept
4 interior page templates based on Elgin
County designs
Build of up to 12 pages in English
Pre -launch change requests (up to 6 hours)
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Page 63 of 120 13
Economic Development Site
Requirements gathering through one
stakeholder interview (up to five people
per session)
1 home page creative design concept for
consideration including design of mobile
states
1 round of revision to the home page
creative concept
Included in All Sites
• Project planning and account management
including kick-off and checkpoint meetings
• Recommendations for site map,
wireframes, information architecture,
features, functions, integrations, and
security
• Build of site framework in the Word Press
• Application of creative design to the
website
• Scheduling of content publishing
• Permission and access management
groups/users
The Discovery Process
4 interior page templates based on Elgin
County designs
Build of up to 12 pages in English
Integration with calendar and directory
tools developed for main Elgin site.
Pre -launch change requests (up to 6 hours)
• Embedding or integration with third -party
platforms
• Google analytics installation
• AODA and WX compliance
• Cross browser compatibility
• Cross device compatibility
• Deploying key features
• Pre -launch user testing
• Deployment to production
• Training
• 90-day warranty
• Ongoing support/maintenance
Before design of the new website begins, Sandbox Software will support Elgin County in completing
efforts towards better understanding the needs of the various audience stakeholders as they relate to the
website development. The information learned from these efforts will be used to your team with
recommendations that will guide content structure, information architecture, functional specifications, the
creative design of the new website and supporting technical infrastructure.
CZegd llr lirneiints Gath url ing AcCVides
Sandbox Software will complement any understanding already identified by your team in generating user
input by completing the following activities. These activities will help solidify our understanding of your
diverse audiences' needs, and surface some new insights which will help guide our recommendations
including:
• Examination of existing web statistics and recommendations based on those statistics
• Identification of who will be using the existing site and how they will use it
• Facilitating up to eight key informant interviews (Elgin County's team, Web Developers, and another
group to be determined based on initial discussions)
• Discussion with Elgin County's Web Developers to review technical, privacy, budgetary, security and
other requirements for the website
IIIIV SANDBOX
Page 64 of 120 14
• Review of 3rd party integration requirements, documents and video assets that are needed to
support the site
• Review of branding guidelines
Eight Key Informant Interviews
Sandbox Software will conduct up to eight key informant interviews with
representatives of key stakeholder groups. Each session may include up to
5 individuals, would last approximately 1 hour, and may be conducted by
phone or web conference. These interviews focus attention on the
specifics of favourable and unfavourable experiences, aesthetic
preferences, and understanding specific needs, processes, and
expectations for outcomes.
Sle Structureu~u III':: s l gin
a III'° ul a°mule°m ul a �lii ul u
Once requirement gathering activities have concluded, Sandbox Software will analyze all materials
collected and begin mapping out their recommendations and strategy for the new website. These
proposals will be documented in a Solution Overview which will include:
• Consultant evaluations and analysis (with references to best practices)
• Content analysis and categorization to ensure accessibility
• Content governance and gathering/review/deployment processes
• Draft Information Architecture/site map (a site map is a hierarchy diagram representing that pages
that will make up the website)
• Wireframes for home page concepts, and proposed internal page template types for the new
website (wireframes are fine diagrams representing the makeup of specific page types)
• A list to features and tools to be build
• A list of platforms with which the site will integrate
• Content templates to help guide content writers in creating new content which aligns with the
website templates
lulu-f urulrna d o in AirdNtectuire aindIII' lii g do in
Defining an optimal information architecture can be one of the most challenging aspects of a complex
website redevelopment project. To inform that process, Sandbox Software relies on data from several
sources during our discovery phase (as outlined in the sections above) including:
• An inventory of current content
• A review of current web traffic statistics
• An understanding of key audience members and their needs through persona development
• Findings from stakeholder interviews
• Sandbox's experience developing complex website information architecture
From the data collected, Sandbox will propose a new information architecture and adjust based on
feedback from your team.
IIIIV SANDBOX
Page 65 of 120 15
Website Governance
To support the continued development and maintenance of the new website, it will be important to
establish a website governance approach so that all stakeholders are aware of the expectations and
standards associated with requesting and publishing new content and features. In helping Elgin County
establish (or refresh) their Website Governance approach, we will work through:
• Objectives
• Roles and responsibilities (content
requests through publishers)
• The CMS
• New Web Content Requests
• Training
• Website Policy
• Website Accessibility Policy
• Content Guidelines and Standards
WordPress Content Management System
Sandbox Software will be responsible for building the new website in WordPress CMS. This includes
building out page templates, developing web pages, coding features and system integrations, as well as
migrating all plugins, DNS entries, and networking configurations from the previous website.
Sandbox has developed more than 200 web properties in the WordPress CMS. This includes small
promotional microsites and annual report sites, to large-scale institutional websites with complex
functionality including, but not limited to, flexible directories, programs and service libraries, and member
portals. Sandbox has also developed Intranet sites in the WordPress CMS that feature employee (member)
engagement tools and capabilities.
By using the WordPress CMS and installing, configuring, and styling select plugins, Sandbox Software will
ensure the new website will meet the functional and performance objectives including, but not limited to,
the following:
• Advanced Site Search
• Search Engine Optimization Support
• Supports high -resolution media/mixed media
flexibility (video, large images, audio files and
slideshows)
• News and announcements
• Instinctive and easy to use
• Safe and secure using HTTPS
• Social Media sharing tools
• Content Preview
• Spell -Check
• Multi-lingual Support*
• Online Forms & Survey Tool*
• Google Analytics Integration
• Can view HTML code
• Metadata
• Scheduling capability (specific time and date
for auto -publishing)
• Management of user roles/Approval rights
• Mobile responsiveness
• Cross -browser compatible
• Accessibility (AODA)
• Consistent use of brand style guide
• Searchable Document Repository
(upload/download)
• FAQs
IIIIV SANDBOX
Page 66 of 120 16
II' Ike C inteiut Mainageirneint Systeirn I,,I,Ase of Use
Based on our understanding of Elgin County's requirements at this time, we propose developing the new
website in the WordPress CMS. WordPress is the world's most popular open -source CMS, and it is
extremely easy for non -technical content publishers to use. It supports publishing workflow which will
enable you to execute a centralized website governance approach to ensure consistency, quality, and
adherence to technical and accessibility standards.
Benefits include:
• Functionality
Ability to meet the requirements defined in
the RFP with the support of reputable plug -
ins or custom coding by Sandbox
• Affordability
An Open -Source solution with no initial or
ongoing license fees
• Scalability
Allows the addition of new features, users,
and content over time while increasing site
usage
Why We Choose ur 111°'lures
• Adaptability
Plug -and -play plug-in management allows
for continuous growth of the site.
• Maturity
WordPress has the largest online community
and user base of any content management
system
• Flexibility in Vendors
There are several regional WordPress
vendors limiting the reliance on a single
supplier
We believe WordPress to be best suited open -source CMS for this project because:
WordPress now accounts for over 60% of the CMS market. The next highest market share is Drupal
(4.7%)
• WordPress is easier for non -technical users
• Ease of getting help from multiple vendors and online resources
• Other CMSs like Drupal have more overhead
• There are more WordPress developers (reducing cost and increasing flexibility)
II in 0 uuur 'Veineince
• Sandbox manages and maintains several WordPress and Drupal websites. We have far fewer
HelpDesk tickets per client for WordPress than Drupal clients
• Update process is less risky in WordPress
• Easier to create custom plugins, themes, and functionality
• Our confidence in Drupal has been diminished with previous significant vulnerabilities
Sandbox will also make recommendations around securing the server above and beyond Elgin County's
own security protocols.
SeedIII°I it a A CFlll kii 11 111 g ""'III"" IIIrn p11 t -w 11 s Ill a utb in -four IINkkirosles
For the creation of project -specific microsites and rapid website development, Sandbox uses SeedProd, an
easy -to -use WordPress website builder that will enable Elgin to develop, edit and update microsites
quickly and easily, with no coding required. Sandbox will work with your team to identify an appropriate
template from the SeedProd library of templates, and then configure it to build a template site than can
then be re -used for subsequent project sites.
SANDBOX
Page 67 of 120 17
Product Features
In developing the main Elgin County website, Sandbox will ensure the following functionality is available
(through plugins or custom development):
Site Features 0
Website Features
• News (with tagging/categorization
0 Key team member profiles
and search)
0 Program and services pages
• Hero banner (rotating banner)
0 Real-time chatter
• Programs and Services Listings 0
Website Integrations
Navigator
Laserfiche
• Media (video/image) gallery (with
• Salesforce
tagging/categorization and search)
• Filterable/searchable Resource Library
• Social Media
• Accordions (collapsible and
. Payment Engine (TBD)
expandable content)
0Mailchimp (E-newsletter)
• Comprehensive site search
0Google Analytics / GA4
(Relevansii plugin)
Additional Integrations, Embeds or Linked
• Printer -friendly pages
Platforms
• iFrame
• Campaign Monitor
Web Pages and Content Migration
In building the new web website, Sandbox will support Elgin County in building up to 100 web pages for
the Elgin County site and up to 50 web pages for the Elgin County Library site in English. It is understood
that some pages will be created from new content while other
content will be migrated directly from the
existing site. In developing pages Sandbox will ensure that:
v' The appropriate page template is applied to the page developed (for consistent user experience)
v' Pages include provided meta data
v' Pages are "tagged" accordingly to support relating content
and search features
v' Pages meet accessibility and web development best practices
v' Pages have a print friendly style sheet
v' Pages are optimized for load time
v' Permissions are applied as specified
Where Sandbox has access to database tables behind the current website for structured content such as
news articles, migration scripts may be developed to support the automatic migration of the existing
content.
Page copy, documents, and media to support pages will be provided by Elgin County. Sandbox can
develop additional pages at a cost of $52.50 per page or Sandbox can train your staff to create additional
pages during development.
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Page 68 of 120 18
Change Requests
Under the scope of this project, Sandbox will provide up to 56 hours of development time (28 hours for
the Elgin County site, 16 hours for the Elgin County Library site, 6 hours for the tourism site, and 6 hours
for the economic development site) to accommodate change requests identified by the Elgin County
team. Hours utilized against change request will be tracked separately and Elgin County's team will be
notified when hours consumed reaches 14 hours on the Elgin County site, 8 hours on the Elgin County
Library site, 3 hours on the tourism site, and 3 hours on the economic development site, to facilitate
prioritization of any outstanding changes. Should additional development hours be required to address
additional changes, those hours will be billed as Sandbox's appropriate hourly rates.
Update Procedures
To ensure that your Word Press site is secure and all plugins are up to date, Sandbox offers optional, and
flexible, support and maintenance packages wherein a select number of hours are allotted for service each
month. Of those allotted hours, four (4) of those hours will be dedicated to managing content
management system and plugin updates.
111111bSANDBOX
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T °°°°° IIIII IIIIII °°°°° IIIIII IIIIII °°°°° IIIIC IIIII ""s
Security Protocols
Security is a primary focus at Sandbox. We provide ongoing system monitoring (performance and
security) on an ongoing basis under our managed hosting and support/maintenance programs.
In guiding security best practices, including monitoring, Sandbox's security framework is defined through
several policies, templates, and standard operating procedures:
1. Company Employment Policies (associated with securing data)
a. Confidentiality and Non -Disclosure
b. Mobile Device Usage Policy
c. Work from Home Policy
d. Data Classification and Handling Policy
e. Secure Development
2. A collection of policies and Standard Operating Procedures including but not limited to:
a. SOP Development and Training
b. Setting up a New Employee
c. Securing Development and Test Sites
d. Linux Server Setup and Hardening
e. AWS EC2 Tomcat Template — New Server Setup
f. Security Assessments
g. Vulnerability Scanning and Flaw Remediation
h. System Monitoring and Alerts
i. Server and Site Triage Process
j. Incident Responses and Disaster Recovery
k. Password Management
1. Configuration Management
m. Remote Access
n. 2FA Setup for Word Press
o. Monthly Maintenance Clinic Process
p. AWS EC2 Security Group Whitelist IP
q. Server Checklists and Maintenance
r. Guelph Office Internal Monitoring and Response
s. Word Press Launch
t. Server Access
3. RACI tables that define employee responsibilities and accountabilities responsibilities
4. Training of new employees and re-training of existing employees on Standard Operating
Procedures
5. Annual employee reviews of OWASP guidelines
111111bSANDBOX
Page 70 of 120 20
Accessibility
Accessibility will be a critical component of your next website, meeting current provincial requirements
(WCAG 2.2 Level AA) wherever possible. Sandbox is uniquely positioned to develop accessible solutions
through actively working with the Deafblind Network of Ontario in building an online solution to support
individuals who are deafblind in obtaining Intervenor services. We have also supported both the Deafblind
Network of Ontario and the Canadian Helen Keller Centre in developing their accessible websites.
sslidbl illhly CoirnpIHaince Wth WCAG 2.2 aindIII evdII AA
Before launching the new site, an accessibility review and testing towards technical compliance of WCAG
2.2 Level AA for the site will be undertaken to support those with impairments or disabilities. The
following activities will be undertaken in this review:
• Audit tools such as WX Validators, and Wave will be used to reinforce technical best practices as
they relate to accessibility
• Audit of primary pages with style sheets turned off to ensure content is readable
• A common text -to -speech reader may also be used on the top tier pages to ensure content is read
in the proper order
icessliII ldhly Featuires
The new website will include the following accessibility features:
• Text resizing tool
• Optional: Colour contrast tool (swap out style sheets)
• 'Skip to' link, allowing users to jump the navigation structure and go directly to the content (used by
text -to -speech readers)
Access liill lll7 Structured aunt lr tteiin C inteiut ssliHUl l III',,l,d]l ulrnei uts of hirnpoirtaince
in
In applying content to the new website, Sandbox will support your team and this project in ensuring the
content is created and added to pages such that:
• Proper page structure for headings is utilized to support common screen readers such as JAWS and
braille keyboards
• Content, applications/tools, and embedded elements are navigable in a logical manner and through
a keyboard (Note: Sandbox cannot ensure that embedded tools can be navigated easily once the
user enters the third -party tool)
• Alternative text and labels are properly applied to media and form elements
• Sandbox will provide a guide for writing accessible content which will provide best practices such as
writing in simple language, structuring your content properly and spelling out acronyms on first use
Note: Elgin County will be responsible for ensuring that content is written in an accessible manner and that
all PDFs are in an accessible format before uploading to the website.
IIIIV SANDBOX
Page 71 of 120 21
Quality Assurance Testing
Adheireince & WebsliteIlBest III°')urzcdc z ""'III""' zfliiing
In advance of launch, Sandbox will test the new website to ensure it:
v' Conforms to WK standards
v' Contains no broken links
v' Operates efficiently
v' Meets accessibility standards
Results of testing will be made available and provided to your team at the completion of the project.
Cross ':: i ice III""'e zfiiing
The new site will be built using Responsive Design best practices. This will ensure users of mobile devices
and tablets have an easy -to -use experience with the site. We will ensure cross -device compatibility among
the latest generation of mobile phones and tablets running the latest releases of the iPhone and Android
operating systems as of the date of project approval.
Cross Browser ""'III""' esding �.f' ung
The new site will be built to operate seamlessly across web browsers. As part of our standard cross -
browser compatibility policy we review our solutions in the latest full version releases of Microsoft Edge,
Firefox, Chrome, and Safari as of the date of signing.
Hosting
Gouud-wllbased III °°°°Ill zfliiing With Airnazoin Web Se14ices
aws Sandbox partners with Amazon Web Services with servers located at their Montreal data
r centres to ensure an extremely high level of performance, up -time, and data storage within
Canada through cloud -based hosting services. Sandbox manages the hosting services on
behalf of our clients so there is only one point of contact. Benefits of hosting with AWS include:
v' AWS is ISO 27001 and SOC1/2/3 certified
v' AWS adheres to PIPEDA
v' Your website will be encrypted using an SSL Certificate
v' Sandbox's data handling policies will be reinforced
v' Sandbox invites Elgin County to complete any threat risk or privacy impact assessment they wish to
undertake on the solutions developed by Sandbox Software
For more information, visit AWS' secuIr ity alad data II:aIrx)Vec'V:i )in ceirtfficatk)ins
SANDBOX
Page 72 of 120 22
'�Zdease Strategy
When hosting with Sandbox, we monitor infrastructure requirements on an ongoing basis. All of our
infrastructure is on the latest versions. When new releases come out, whether that be of PHP, Ubuntu, or
more, we test it ourselves to, and then push the updates. As part of the maintenance and support
package, four (4) hours per month will be used by our team to ensure security and platform/plugin
updates are regularly performed. All updates will be handled by Sandbox.
Badkup aind Iveir7 Strategy
When hosting with Sandbox, your web product will be monitored both by AWS and Sandbox. Sandbox
has a proven system of monitoring, and taking backups, which keep our sites running. Our backup
strategy includes:
Retaining 7 daily backups (last 7 days)
Retaining 12 monthly backups
Any outages to be communicated in advance (including upgrades, patches, and updates managed
by Sandbox)
With this strategy, Sandbox may restore and recover the site to any of the daily or monthly backups.
l sding aind l inglihng liidoinau 11 Se14kes
When hosting with Sandbox, there are varying hosting packages with a virtual private server (VPS),
offering difference storage, transfer, and memory capacities. When hosting all of the County's sites in one
ecosphere, being the VPS, all sites would be hosted and managed with ease. Sites that may be transferred
onto the Sandbox Software infrastructure include:
https�//www IIg1icourir tyra/
https�//www g1icourir tyra/II E)i—ary/
https�//www g1itourr1stcoirrn/
https°//www �:rrcrgresslveIl:ryn,:iturii-e coirrn/
Unlike shared hosting, a VPS allows for the County to increase storage capacities and hardware, as
desired, which facilitates the County's growth as additional sites are launched and there is an overall
increase of traffic on such sites.
IIIIV SANDBOX
Page 73 of 120 23
IIIIr °°°°° IIIII IIIIII
Post -Launch Maintenance and Support
Over the years, Sandbox has developed several comprehensive websites and intranets within the
Word Press and Oasis Content Management Systems. Nearly all of them have post launch website
maintenance and support programs in place. Hours for these monthly maintenance programs range
based on our partners' inhouse capabilities and team size, website complexity/size, the number of web
properties covered by their maintenance program, and their commitment to continuous development of
their site(s). These maintenance programs range between 2 hours a month and 120 hours per month.
In supporting these partners, Sandbox:
• Monitors their site(s) for vulnerabilities and security breaches
• Provides CMS and plugin updates and patches
• Provides ongoing support for content publishers
• Assists in building on new graphics, pages, and features/tools
• Completes audits and reviews including accessibility reviews, SEO reviews and Google Analytics
• Offers training services
• Develops integrations with third -party platforms (including secured portals)
• Provides managed hosting services through Amazon Web Services (including EC2 and Lightsail
solutions — some of our partners also use CloudFlare as their CDN)
To service these customers, Sandbox relies on its dedicated Help Desk team led by our Director of Web
Services. The team includes three web developers who work on Word Press -related requests, and an
Infrastructure and Security Specialist who assists in managing hosting and security of our clients' websites.
To manage tickets, Sandbox uses the TeamWork Help Desk software suite, which provides our partners
with full visibility into their requests.
II he Saindbox'stgjl l urt aind I '" �� ul unteunune III'�uhg uh urrm
To support clients in maintaining their websites Sandbox offers optional maintenance packages for post -
launch support. Based on our experience, we propose a plan which includes up to 8 hours of service each
month. Four (4) hours per month will be used by our team to ensure security and platform/plugin updates
are regularly performed. Four (4) remaining hours can be used to support:
v' Managing content management system updates
v' Monthly accessibility review and enhancements
v' Supporting the client in making updates to the site
v' Suggesting ongoing recommendations to enhance the user experience
v' Making changes and enhancements to your site (text, visual and/or interface changes)
v' Developing additional features/functionality
v' Providing real-time support to content editors (during business hours)
v' Debugging and resolving issues identified post warranty
v' Training (beyond initial session) to designated staff about use of the CMS
v' If you do not use all your support time in a month, you can 'carry forward' the equivalent of 1
month's support time (i.e., 4 hours) to the next month.
SANDBOX
Page 74 of 120 24
G t d ing Support fir irn Ouiir III °°°°III III p I':: s IIIk
Requesting support from our dedicated Help Desk team is quick and easy. Requests can be made by
phone, email or directly through our support portal. All tickets are entered and managed in our
TeamWork Desk ticket management solution.
Further, Elgin County will also be provided with a secured portal account where they can monitor the
progress of their support requests. Monthly status reports will also be issued as our formal means of
keeping your team informed. These reports outline hours consumed, work completed, and the status of
tickets in progress.
kf ur-wIII°°°IIb uurs Curliidcai II Support
Sandbox provides maintenance program partners with access to our 24/7/365 on -call phone number to
obtain after hours support for critical issues such as a website outage.
14ii III evdII Agireeirneints
It is anticipated that Help Desk inquiries will be responded to within 4 hours or less unless the inquiry is
made to the After -Hours Critical Support Line.
For each project/initiative requiring more than 6 development hours, a Scope of Work will be defined
which will include the statement of work, associated pricing, timelines associated with deliverables, as well
as the dependencies which Sandbox will require from your team to complete the work. For larger projects,
thorough project plans with milestones will be established and used to define the Service Level
Agreements.
Every initiative, including pricing and SLA for those initiatives, will be authorized by Elgin County before
work begins.
in lii in f s aind I Ilin lii in f CZepoirts
Should code developed by Sandbox be suspected of playing a role in an incident such as an outage or
data breach, Sandbox will promptly investigate, identify the root cause of the incident, resolve/patch the
root cause, restore service and issue a formal Incident Report. Our Incident Reports document the
date/time of the incident, response time, resolution time, context information, root cause, resolution
actions taken, preventative measures, and if appropriate and available, details of potentially breached
data.
un f 11K1 y IZepoirding Webslemrupport III°'I ur g ur irn
Through Sandbox's TeamWork Desk platform, Elgin County will be kept informed of hours consumed
against the ongoing design and development program, including a list of all tasks and their status.
Upon ticket/task resolution, your team will be sent a link to provide feedback on that task. Data collected
through this service is important in helping Sandbox as part of its ongoing efforts to continuously
improve our service delivery and ongoing relationships.
IIIIV SANDBOX
Page 75 of 120 25
Training Services
C intei t Mainageirneint Systeirn ""'III ""'ur liiunlihng
Sandbox Software is committed to a successful transfer of capability to your site administrators and
publishers. In achieving this goal, Sandbox will provide one comprehensive administrator training session
for up to 6 participants. This is a 1-2 hour training session recommended for the core communications
teams. The following topics, at a minimum, will be addressed:
• Introduction to the CMS
• Administrator tools
• User management
• Workflow management
• Module management
• CMS updates
• Reports
• Audit logs
ice s s li II li III lil7 ""'III""' iira lii in lii in
• Creating/modifying/removing pages and
modules
• Page layout management
• Managing content components
• File, image, and video management
• Getting support from Sandbox
Sandbox is committed to designing and developing websites that are accessible to all types of users,
including those navigating with disabilities. We believe that everyone deserves equitable access to
features and information regardless of how they navigate a website. We comply with the AODA and
follow the latest standards set by W3C's WCAG. To ensure that your website can remain compliant at the
required Level AA, we offer a 1-2 hour training session on content maintenance with our Certified
Professional in Accessibility Core Competencies. All sessions are developed and leg by Sandbox's Certified
Professional, who is always learning about and keeping updated with the discourse surrounding
accessibility. The following topics are covered during these accessibility training sessions:
• The importance of accessibility and maintaining accessible website content
• Types of assistive technology and/or tools used by different types of website visitors
• How to write text alternatives for non -text content
• Image alternative text
• Video and audio transcripts and/or captions
• Identifying colour contrast barriers
• Maintaining compliant text and backgrounds
• Animation and movement
• Content readability and education level
• Meaningful link and button text
• Meaningful headings for navigation
• The barriers of using layout tables
For those who are unable to attend a synchronous training session with Sandbox's administrator,
Sandbox will ensure that a Content Management System User Manual and a Custom "How To" Sheet,
pertaining to the unique and custom features of the new site, will be developed and distributed to our
clients.
SANDBOX
Page 76 of 120 26
�Ririirqiject
The following is a tentative project schedule to highlight
deliverables and milestones associated with projects of similar Estimated # of Weeks: 26
scope. A refined project schedule for all projects will be finalized in
collaboration with your team at the onset of the project.
II111;n SANDBOX
Page 77 of 120 27
Sprint 1 content due
Week 14
Sprint 1 content entry complete
Week 15
Sprint 2 content due
Week 16
Sprint 3 content entry complete
Week 17
Development of the Core Website Framework
Week 20
Content Entry Buffer and Development Buffer
Week 21
Sandbox Audit of the Solution
(Cross -browser and Cross -Device Compatibility, Broken Link Week 22
Checks, W3CAudit)
Site Ready for Review by Stakeholders (Beta Review) Week 22
Change requests from Elgin County Week 23
Client Change Requests Made Week 24
Final Launch Deployment Approval Week 25
Deployment of the Site Week 26
Training Workshops TBD
Warranty Support 90 Days from Final
Launch
*If Sandbox Software is hosting the site, Elgin County will have a limited role in these activities.
IIIIV SANDBOX
Page 78 of 120 28
1 Nkd
owri
Core
Services & Deliverables
Estimated Cost of Services
$66,91080
$
26,842.50
AmplifyingGoodDiscount(5%)
$-].345.50
$
1.34213
Total Estimated Cost of Services
$ 63'564'50+HST
$
25'500'38+HST
Estimated Cost of Services
$12.8]080
$
12.83080
Anrp/byingGoodDiscount (596)
$641.50
$
641.50
Total Estimated Cost of Services
$ 12'Q30'00
$
12'830'00
(includes discount + HST)
Annual / Optional Fees
VVondPressP|ugins(final number T8D)
$50080/vear+HST
Optional :Additiona| micoosite using template (10pages maximum)
$2.500/each +HST
Audddoina�� ���Iiddhng Notes
• Pricing isinCanadian Dollars
• Pricing is valid for 60days from issuance of this quote
• HST applies to all of Sandbox's services
Sandbox will issue invoices monthly in equal installments based on the total projectcos (minus 10%)and
the estimated number ofmonths required todevelop the solution. 10%ofthe total project cost will be
held back until launch ofthe website.
Should the project be placed on hold at the client's request, invoicing will be paused starting in the month
following the request toplace the project onho|d.|nvoidngviUvesumewhenthep jectisvestarted.Due
to the cost incurred bvSandbox tostop and restart oproject once it is underway, should thisproject's
progress behatted otany time for J0mmore days bvthe client, for any reason, urbvclient-related delays
/nthe client's deliverables, oproject restart fee uf$2,500.00ur4%ufthe total project cost, whichever is
greater, will bedue and payable immediately upon project restart.
_BOX
11111, __
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Hosting, license, and support/maintenance fees would be billed separately, upon launch, and could be
billed quarterly orannually atthe client's preference.
Note- If the work �scancell1ledfor any ireasoioatthe cDeiot'mirequest,aDthme spent tothat date miUThe biUed.Payment !is
due ^nirecei[tufinvuice.|meirestunuverdueaccounts wiUThe chargedata%permumh.
�XC ��I Us ��� 0 Ins
The following services/expenses are not included in the pricing provided in this proposal:
• Copywriting
• Translation services
• Animation development services
• Photography
• Photo editing
• Videogmphy
• Any third -party screen reader service or
license fees
• Stock photos
• Testing ofthe site with subjects who use
assistivetechnologies daily
• Travel costs (we anticipate all work to be
done remotely for this project)
• Third -party tool/software licenses
Sandbox Software will, atnncost tnthe Elgin County, resolve any bug ovmissed requirement identified
within 90 days of launch date. Sandbox Software does not warrant any bugs inthe core VVnnjPvess
Content Management System nrplug-ins used.
Requesting support under your Warranty is quick and easy. Simply contact our Help Desk through email,
by phone or by placing a ticket through our Help Desk Portal.
�=
� �N NN�s NoNn S�
If you have questions about our proposal, please contact us:
Drew Edwards
Director of Web Services
dnew edwards@sandboxsoftwareoa
(519)821-8866
150Wellington StE#101.Guelph, ONN1H085
Guelph, ON N1H085
All work for this project will be completed by Sandbox employees.
---, 30
iiiiX A Case St iiiii
The following pages provide detailed case studies associated with projects that Sandbox believes will be
helpful to Elgin County in evaluating Sandbox as a potential partner for their website design,
redevelopment, and support needs.
II111;n SANDBOX
Page 81 of 120 31
H
All Ubrarke's are opera from 100 aura to cM D pan
today
p'ruPa�9.uc Art Co mpetifiouu
Kitchener Public Library (KPL) is a large library network in Kitchener, Ontario. The brand represents six
locations across the Waterloo region. KPL required a newly redesigned modern mobile -friendly website in
a new content management system. Their current site was outdated and developed in Drupal, making
their site difficult to manage and update. They also wanted to have a more accessible and streamlined
event listing better suited for a new CMS than just a third -party tool.
The newly redesigned KPL website features an accessible modern look with iconography navigation on
the home page. Other navigation tools such as accordions and tabs keep pages on the site from being
cluttered and requiring more unnecessary scrolling. Library viewer can search anything in their entire
catalogue based on ID. Now, pages like 'books' and 'award winners' much easier for them to build and
maintain. This feature also works for their movies page. The events are in a column template with
advanced search capabilities for users to find events within specific interests and categories. All KPL social
media has been integrated seamlessly along with the library's extensive blog catalogue. The new site also
features a live chat function for user support.
Key Features:
• Modern redesign
• Carousel navigation tool
• Text resizing tool
• PDF printable pages
• Event listing & calendar
• Social media integration
IIIIV SANDBOX
Page 82 of 120 32
In 2019 the town established a new Strategic Plan focused on better serving the needs of its citizens,
maximizing economic growth, attracting new residents and businesses, and promoting its strategic
location and natural beauty.
As part of meeting these objectives, Espanola mandated a full redesign of the current town website. The
new www.c rlaanIla.ca leverages a custom, responsive design that reflects the Town's brand and is aimed
at attracting new residents and businesses. The improved look and feel of the site allow for not only a
streamlined user experience across a range of screen sizes, but improved access to public services and
public domain information. This includes the Town Library, where users can access online resources, their
Library account, the online catalogue and view the dedicated Library events calendar.
Key Features:
• Robust search capabilities
• Communication tools for the public and administrators
• Concierge Tool (alternative content access from primary navigation)
• Social Media Integration
111111bSANDBOX
Page 83 of 120 33
H
A.w A-. 01°l l it l lM111112
Borrow LaGPp4M Library Pragr:amra & Evem s Community unity About SPIL
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Whi'A' IlHapp�erdimwr� >4r Lwr.ir ii.x.iaa; �aarra, 1 L�MPirirs� �.
Sandbox helped Barrie Public Library redesign their site with a user focused, simplified navigation
structure that allowed patrons and staff to easily source the digital resources they needed across different
devices. We delivered a contemporary, visually appealing design that highlighted a distinct homepage,
simplified content presentation to reduce site 'busy-ness" and showcases the services available. With a
user-friendly content management system, library staff may control the site and have the ability to keep
the content current and fresh.
The site now acts as a virtual branch, mirroring what the physical branch is trying to accomplish by
connecting and enriching its local community and providing access to a wealth of information in the
library and beyond.
Key Features:
• Custom Responsive Design
• AODA and WCAG compliance
• News & Events
• Integration with CanadaHelps for Online Donations
• Deep Search
• Integration with Library Catalogue
111111bSANDBOX
Page 84 of 120 34
IIIIII W
IIIII ""t IIIIII irn o III IIIIII
"From start to finish, Sandbox overdelivered! The Sandbox team worked closely
with Municipal staff to understand our website objectives, our internal capacity,
and long-term goals. The community consultation process was inclusive, earnest,
and efficient. Sandbox found creative and efficient solutions to design an easy to
navigate site within a tight Municipal budget. The after -care service program
provided invaluable to support existing and onboarding staff, Sandbox builds
websites, and in the process, supporting and lasting relationships."
............ Cheir ll Keininellll , Conninnuinity IlEcoii onniiiic Devellopinneint Officeir, „III'owin of I:Sp inoll
"Halton Region engaged Sandbox to deliver a long-term implementation plan,
effective and sustainable information architecture, and an exciting creative
design for our next website which supports Halton's Digital Customer Access
Strategy. We found Sandbox well organized, extremely knowledgeable, and well
positioned for this project. They brought with them a vast library of tools, an
engaging approach which allowed multiple stakeholders to provide input and
were professional in their work. Together we developed a comprehensive long-
term strategy, a compelling customer centric web site design, and a clear path to
build a leading -edge Public -sector website."
...........Lorii Brown, Project Manager, H Iltoin Region
"We found Sandbox well organized, extremely knowledgeable, and well
positioned for this project. They brought with them a vast library of tools, an
engaging approach which allowed multiple stakeholders to provide input and
were professional in their work. Together we developed a comprehensive long-
term strategy, a compelling customer centric website design, and a clear path to
build a leading -edge public -sector website."
...........I Callyin Petit, Manager, Dfii iitall Conninnuiniic tiions, Hanniiiilltoin Heallth Sciences
II111;n SANDBOX
Page 85 of 120 35
'Website projects have many moving parts and it's important to work with an
organization that understands the complexities, and the excitement, of
developing unique, meaningful, and effective web and digital experiences.
Sandbox was always responsive; they understood the big picture and all the little
details that go into a successful project. They provided great input and insights
and listened to the client's and audiences' needs. They were a great project
partner, and I would work with them again in a heartbeat."
........... 1.odd III„each, 1T urunneir Illinteii inrm Coinninnuinications IIlAir, ctour, St. Joseph's III°� 4Illtllhm Centre 1" ur into
"Sandbox has become a true partner on our team. Our timeline was short and
our budget low, but the quality of work was high! Ongoing support has also been
an important part of rolling out a new solution. The thoroughness and quick
response in adapting our changes on deployment is also a credit to Sandbox's
care in their customer's success."
Bind Cireed, „III'eclhinfiicall Services Operations Manager "ITI N, WoirIld Vision finteirinatiion ll
"Sandbox is good at explaining complex concepts to non -technical staff, has
superb problem -solving skills and shows an uncanny ability to foresee a potential
problem to prevent unexpected hurdles from delaying the project's
implementation. The team is really well organized, and he was able to focus on
the stated objectives of the project and prioritize every task necessary to
accomplish the desired end result."
............ Whii t Kuirinfii win, Director of finfoirinnthan "IlFe hinollo y, Baptist
SANDBOX
Page 86 of 120 36
PROPOSAL: SSP-2308158
County of Elgin
WEBSITE MIGRATION, HOSTING AND SUPPORT
August 15, 2023
PREPARED FOR:
Brian Masschaele
Director of Community and Cultural Services
e: bmasschaele@elgin.ca
Jennifer Ford
Director of Financial Services/Treasurer'
e: jford@elgin.ca
County of Elgin
AM
150 Welli
Pu 01POINEINw iPu 0i OSAII
County of Elgin, a municipality in Southwestern Ontario, is considering a web development partner to
host and maintain several external facing websites as well as provide support on an as -needed basis. The
County of Elgin is currently in the early stages of a redevelopment project that includes these web
properties but requires these sites to remain functional and secure in the interim.
Two of the sites are built in the Word Press CMS:
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II ���pwn:�`�`wvvvv.rellci Il Ir�c:c�� Ir���r.c:��`II Il II�Ir� Ir�r�°
Two of the sites are built in the Drupal CMS (version 7):
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Sandbox is a full -service web development agency that builds, hosts, and maintains websites in
Word Press and its proprietary content management system, Oasis. Sandbox also maintains several Drupal
sites.
Sandbox currently hosts and maintains the County of Elgin intranet, which was developed by Sandbox and
launched in 2021. This migration project would leverage both the existing maintenance agreement and
hosting environment to include the above sites, providing Elgin with cost savings and efficiencies, as well
improved security of its web properties.
Sandbox has extensive experience in web and hosting infrastructure security, and routinely updates its
standard operating procedures with the latest developments in best practices of web security.
As a smaller team, Sandbox is nimble and driven by achieving results. We are passionate and proud of the
close, and long-term, relationships we build with our web and maintenance program partners. The team
at Sandbox is grateful for the opportunity to provide County of Elgin with our proposal and we look
forward to working together.
Sincerely,
Drew Edwards
Director of Web Services
Sandbox Software
T4 SANDBOX
Page 88 of 120
c11101P INEINw icu 0icO xu..
IIII IIIII IIIi IIIIIew: Saridbox Sollflltwaiae
History and Structure
With over 19 years of experience, Sandbox continues to bring
technological expertise and a commitment to providing
excellence in customer experience to its work. Our team provides
targeted digital solutions that help our partners better
communicate, gain efficiencies, overcome challenges and
succeed in their marketplace.
Our solutions are strategic — carefully thought through to meet
your needs and requirements. Our engaging processes ensure
that your project is on time and on budget. Our approach relies
on small, focused teams that excel at building relationships, and
we communicate in plain talk.
We strive to be the last web development partner you will ever
need.
Sandbox
Corporate Name
Sandbox Software Solutions Inc.
Company Structure
Federally Incorporated (4 shareholders who are also team members)
Office Location
150 Wellington St E #101, Guelph, ON N1 H 0135
Employees
23 — including a dedicated Help Desk/Support Team
Incorporated
May 4, 2004
Our Website
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Social Media
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Insurance Coverage
$10M Commercial General Liability
$21VI Professional Errors and Omissions
Underwritten by Lloyd's of London
T4 SANDBOX
Page 89 of 120
Pu 01POINEINw iPu of OSAII
Cb us oin Noind��Iirofit Woid<
We are extremely proud of the work we do across sectors. At the
same time, we are grounded by the rewarding projects we do to
support our not -profit partners in amplifying the good they do in
their communities using our tools and technologies. To further
support good causes, Sandbox employees are encouraged to
participate in ourAmpfifyingGood volunteerism program, that allows
them to take two paid days off a year to support charities and non-
profits focused on causes important to them.
Capacities: Services and Skills
Sandbox is a digital agency, providing a broad scope of services that includes:
• Consulting on digital strategy and technologies
• Discovery for digital projects, including survey research, key informant interviews, focus groups,
advisory boards, environmental scans, community interactions and journey mapping
• User experience and creative design
• Digital project management
• Implementation of web content management solutions (Word Press or Oasis)
• Programming/coding for the web, software, and apps for mobile devices, leveraging coding
languages such asjava and C#, scripting languages such as PHP, JavaScript and JQuery, and web
standards such as HTML5 and CSS3
• Responsive and accessible web design/development
• Ongoing support and maintenance through our dedicated Help Desk team
• Hosting provision and management (for web -based solutions) with AWS
111T4 SANDBOX
Page 90 of 120
r11101POINiEIN w irurcircrAII
Your Tea m
Sandbox would be proud to have the following team members support County of Elgin's website:
Drew Edwards (Lead Contact)
II"��tl irectollr of Web Seirvices
He/Him
Drew built his first website using clipart and HTML code in the 1990s and has
been noodling around with various content management systems ever since.
Ajournalist by training, Drew spent two decades as an award -winning
reporter and editor before shifting his focus to digital projects. With plenty of
experience with the creative process, Drew also enjoys the technical
challenges and analysis involved with building truly great sites.
Project Roles
Drew will act as your liaison throughout the relationship between County of
Elgin and Sandbox. His primary focus will be keeping your team educated
and well informed while ensuring our execution team(s) are meeting
timelines and deadlines associated with your maintenance program. Drew
takes a collaborative and energetic approach to working with clients, taking
them through every phase of the process to successfully execute their
vision.
Sample Project Experience:
Mackenzie Health, Mackenzie Health Foundation, Scarborough Health
Network, Scarborough Health Network Foundation, Royal Victoria Regional
Health Centre, 4H Ontario, Unity Health Toronto (Intranet and website),
Sherbourne Health
Brenden Demetroff
I°Ielllp 1)esk SLflppoirt °"tealii m Illeab Nellr "'III & 2
He/Him
Brenden graduated from the Computer Programmer Analyst program at
Durham College in 2018. Since graduation, and beforejoining Sandbox, he
worked in the health care and education fields as a web developer. Brenden
started in first tier support, assisting our WordPress partners, before
becoming the Support Team Lead. Brenden has been using and
experimenting with computers since his first computer at age 6.
Project Roles
Brenden will manage the upgrades to County of Elgin's WordPress or Oasis
site, and support in the coordination of help desk tickets submitted by
County of Elgin. He will also ensure all monthly reporting is properly
managed and provided to County of Elgin.
T4 SANDBOX
11111bPage 91 of 120
r11101rOINEINw irurvirvrAII
Sample Support Program Experience:
St. Joseph's Healthcare Hamilton, Hamilton Health Sciences, Unity Health
Toronto, 4-H Ontario, Mackenzie Health and Kitchener Public Library.
Mark George
tealll iniicalll Illead hinfirastirLiCtUire aumd SeCUirity Specialist
He/Him
Mark holds a B.Sc. in Computing and Information Science from the University
of Guelph. He is highly skilled in web application development, server setup
and maintenance, database, database architecture and development,
integrated systems, web -based graphical user interface development,
requirements gathering and management, technical support and e-
commerce. He makes use of programming languages including Java, J2EE,
and PHP and is highly capable with CSS, HTML, JavaScript, AJAX, XML, XSLT,
JQuery and Terminal Services. He is experienced with databases in MySQL,
SQL Server. He is also well versed in configuring and hardening AWS web
hosting environments.
Project Roles
Mark will support the Sandbox team in meeting with technical team
members from County of Elgin and assist in the development of
requirements associated with technical infrastructure.
Sample Project Experience:
St. Joseph's Healthcare Hamilton, Hamilton Health Sciences, Unity Health
Toronto, 4-H Ontario, Deafblind Network of Ontario in partnership with
Ministry of Children, Community and Social Services (MCCSS).
Matt Graham
ll..ead Web I1)evelllopelur
He/Him
Matt is a brilliant web developer who started programing in high school. He
never had any doubt that he was going into web development. He graduated
from multimedia design at Durham College and over the past 14 years he has
gone back and forth between Intranet development and web app
development. Sandbox is lucky to have him on the team. Being a natural
born griller, don't turn Matt down if he's inviting you to a summer BBQ. Don't
be surprised if the music is perfect at the BBQ either as he also mixes audio in
his spare time.
Project Roles
Matt will support the Help Desk team of developers with larger initiatives and
more complex deliverables such as API integration. Matt will lead developers
responsible for the technical implementation aspects of your larger projects
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Pu 01POINEINw iPu 0i OSAII
and services along with leading quality assurance testing.
Sample Project Experience:
Women's College Hospital, Unity Health Toronto, and Sherbourne Health.
Meg Harding
Accessibility allnd Quality ll..ead
She/They
Meg joined the team at Sandbox in 2017 and loves what the tech industry
has to offer. She started as a production associate, assisting with the
implementation and testing of several web solutions. In 2020, she moved into
a Project Management role. In 2022, Meg shifted roles to head accessibility
initiatives and coordinate quality assurance across the web team.
Meg is an IAAP Certified Professional in Accessibility Core Competencies
(CPACC) and has a passion for creating inclusive online spaces. They believe
that everyone should be able to enjoy a website regardless of how that site is
accessed, navigated, or perceived.
Project Roles
Meg will assist in evaluating work completed on the website and will play a
critical role in making recommendations associated with user experience and
accessibility. Meg will assist in training efforts.
Sample Project Experience:
Project Support and/or Quality Assurance associated with web solutions for:
Women's College Hospital, Kitchener Public Library, Hamilton Health
Sciences, Conservation Halton, Guelph Police Association, Southwestern
Public Health, World Vision International, and more.
i,-
Over the years, Sandbox has developed several comprehensive websites within the Word Press content
management system (CMS.) Nearly all of them have post launch website maintenance and support
programs in place. Hours for these monthly maintenance programs vary based on our partners' inhouse
capabilities and team size, website complexity/size, the number of web properties covered by their
maintenance program, and their commitment to continuous development of their site(s). These
maintenance programs range between 2 hours a month and 120 hours per month.
In supporting these partners, Sandbox:
• Monitors their site(s) for vulnerabilities and security breaches
• Provides CMS and plugin updates and patches
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c11101P INEINw ic11101P SAII
• Provides ongoing support for content publishers
• Assists in building on new graphics, pages, and features/tools
• Completes audits and reviews including accessibility reviews, SEO reviews and Google Analytics
• Offers training services
• Develops integrations with third -party platforms (including secured portals)
• Provides managed hosting services through Amazon Web Services (including EC2 and Lightsail
solutions — some of our partners also use CloudFlare as their CDN)
To services these customers, Sandbox relies on its dedicated Help Desk team led by our Director of Web
Services. The team includes three web developers who work on Word Press- related requests, and an
Infrastructure and Security Specialist who assists in managing hosting and security of our clients' websites.
To manage tickets, Sandbox uses the TeamWork Help Desk software suite, which provides our partners
with full visibility into their requests.
Example Partners
Institutional Sites — Website Development + Ongoing Maintenance and Support
Sandbox has built the following websites and maintains ongoing relationships with these partners
through their maintenance programs:
• Ecojustice:
• Conservation Halton:
• Rainbow Health Ontario:
• Kitchener Public Library:
II �����wn://www.Ilc��Il.c�Irci/
• Unity Health Toronto:
• Royal Victoria Regional Health Centre:
• Oak Valley Health:
Il�����wn://www.c��Ilc��Illlce�rll�ce�Il�ll�.c:�/
• 4H-Ontario:
• Hamilton Health Sciences:
Il�����wn:�`�`www.11��ll„�nllll�c�lr�ll��e�ll�ll"�wnc:ll�elr���eCn.c:��`
• St. Joseph's Health System:
• Scarborough Health Network:
• Women's College Hospital:
Il�����wn://www.wc�lr�ncelr�wnc:c�llllcecicell�c�wn��ll��Il.c:�/
• St. Mary's General Hospital:
• UHN Diabetes College:
1)tt�)w-,/Hwww.dalal)cetcew,c:c)Illl ecie.c:a/
Institutional Microsites and Related Organizational Websites
• Glen Eden:
Il�����wn://cillcelr�cecicelr�.c�lr�.c:�/
• SHN Foundation:
• Centre for Minimal Access Surgery:
• Ontario Bariatric Network:
Il�����wn://www.c�Ir���Irllc�Il��Irll��lrllc:lr�ce�wc�Irllc.c:�/
• RVH Foundation:
Il�����wn://www.11ccecn��Illl�cewllllci.c:�/
• The Boris Clinic:
II�����wn://www.11�c�lrllwnc Illllr�llc:.c:�/
• I'm Ready — HIV Self -Test Kits:
I)tt��)w,:Hii-ceadytc)Ilclr)cw.c:a/
• Healthy Life Trajectories Initiative:
Il�����wn://www.11�cell�Ilc�Ir��ci�.cc�Il„�n/
T4 SANDBOX 8
Page 94 of 120
• Canadian Critical Care Trials Group:
• McMaster Children's Hospital:
Il�����wn:�`�`www.11��ll„�nllll�c�lr�ll�ce�ll�ll�wncllcelr�cceCn.c��`r�nc:r�n�wn�ce
Ir-cll�llllclu�cell�wn ll�c�wnpll��ll/
• SHN Foundation Campaign:
Il ���pwn://www.11c��rceCnc:� Irll�c�lrc�� till �.c:�/
• Centre for Surgical Invention &
Innovation:
)t4)s://www.c sJ Ilea/
• Mackenzie Health Foundation:
Il���pwn://www.Ir�n�c:llccelr�llcell�ce�Il�ll�.c:�/wn�ppc�u
t-us/foui dafior)
County of Elgin: What You'll Get at a Glance
Sandbox will provide both the services and technologies needed for your website project to succeed
including:
• Coordination with the County of Elgin website redevelopment task force and IT teams to facilitate
the transfer of the following websites from their infrastructure to the Sandbox Software
infrastructure:
Il ���pwn://www.cellci Il Ir�c:c�� Ir��)r.c:�/
•
Il ���pwn://www. ce II ci Il Ire c:c�� Ir���r. c:�/II Il Il �lr� Ir�r/
Il���pwn://www.��Irc�cilrceCnwnll�cell��rlr����Irce.cc�Il„�n/
Launch of a new development environment on the Sandbox Software infrastructure
• Installation of the four County of Elgin sites and updates where warranted / possible
• Testing and Quality Assurance of the sites
• Deployment of the sites to County of Elgin's Sandbox -based production environment
• Support in repointing the County of Elgin domain to the Sandbox production environment
• Post -launch checks
• Project planning and account management
Post -Launch Support
Couddbased II l o f lii lin g wlif h Airnazoin Web Se14kes
aws Sandbox partners with Amazon Web Services with servers located at their Montreal data
centres to ensure an extremely high level of performance, up -time, and data storage within
Canada through cloud -based hosting services. In this scenario, Sandbox manages the hosting
services on behalf of our clients so there is only one point of contact. Benefits of hosting with AWS
include:
AWS is ISO 27001 and SOC1/2/3 certified
AWS adheres to PIPEDA
Your website will be encrypted using an SSL Certificate
Sandbox's data handling policies will be reinforced
Sandbox invites County of Elgin to complete any threat risk or privacy impact assessment they wish
to undertake on the solutions developed by Sandbox Software
T4 SANDBOX 9
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Pu 01POINEINw iPu of o au..
For more information, visit S' secui,JLy ai,icl claLa pr°ouecfiolru c eul ffiiic aLlolris.
II lie Saindbox Support aind NUhi teinainIII°Tiro it irn
To support clients in maintaining their websites Sandbox offers maintenance packages for post -launch
support. County of Elgin currently has a four-hour maintenance plan to support the intranet and, based
on our experience, we propose expanding that plan to include up to 8 hours of service each month to
cover the additional four sites. Four (4) hours per month will be used by our team to ensure security and
platform/plugin updates are regularly performed. Four (4) remaining hours can be used to support:
Managing Content Management System updates
Monthly accessibility review and enhancements
Supporting the client in making updates to the site
Suggesting ongoing recommendations to enhance the user experience
Making changes and enhancements to your site (text, visual and/or interface changes)
Developing additional features/functionality
Providing real-time support to content editors (during business hours)
Debugging and resolving issues identified post warranty
Training (beyond initial session) to designated staff about use of the CMS
If you do not use all your support time in a month, you can 'carry forward' the equivalent of 1
month's support time (i.e., 4 hours) to the next month.
Secuidly pIlro o 6
Security is a primary focus at Sandbox and we provide ongoing system monitoring (performance and
security) on an ongoing basis under our managed hosting and support/maintenance programs.
In guiding security best practices, including monitoring, Sandbox's security framework is defined through
several policies, templates and standard operating procedures:
1. Company Employment Policies (associated with securing data)
a. Confidentiality and Non -Disclosure
b. Mobile Device Usage Policy
c. Work from Home Policy
d. Data Classification and Handling Policy
e. Secure Development
2. A collection of policies and Standard Operating Procedures including but not limited to:
a. SOP Development and Training
b. Setting up a New Employee
c. Securing Development and Test Sites
d. Linux Server Setup and Hardening
e. AWS EC2 Tomcat Template — New Server Setup
f. Security Assessments
g. Vulnerability Scanning and Flaw Remediation
h. System Monitoring and Alerts
i. Server and Site Triage Process
j. Incident Responses and Disaster Recovery
T4 SANDBOX W
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Pu 01POINEINw iPu 0i OSAII
k. Password Management
I. Configuration Management
m. Remote Access
n. 2FA Setup for Word Press
o. Monthly Maintenance Clinic Process
p. AWS EC2 Security Group Whitelist IP
q. Server Checklists and Maintenance
r. Guelph Office Internal Monitoring and Response
s. Word Press Launch
t. Server Access
3. RACI tables that define employee responsibilities and accountabilities responsibilities
4. Training of new employees and re-training of existing employees on Standard Operating
Procedures
5. Annual employee reviews of OWASP guidelines
Getting Support furoulr°m Ouiir IIP°°°III III p I,,)esIk
Requesting support from our dedicated Help Desk team is quick and easy. Requests can be made by
phone, email or directly through our support portal. All tickets are entered and managed in our
TeamWork Desk ticket management solution.
Further, the County of Elgin will also be provided with a secured portal account where they can monitor
the progress of their support requests. Monthly status reports will also be issued as our formal means of
keeping County of Elgin's team informed. These reports outline hours consumed, work completed, and
the status of tickets in progress.
ft Ilr dh IIbuirs CiddcaIII Support
Sandbox provides maintenance program partners with access to our 24/7/365 on -call phone number to
obtain after hours support for critical issues such as a website outage.
It is anticipated that help desk inquiries will be responded to within 4 hours or less unless the inquiry is
made to the After -Hours Critical Support Line.
For each project/initiative requiring more than 4 development hours, a Scope of Work will be defined
which will include the statement of work, associated pricing, timelines associated with deliverables, as well
as the dependencies which Sandbox will require from County of Elgin in order to complete the work as
planned. For larger projects, thorough project plans with milestones will be established and used to define
the Service Level Agreements.
Every initiative, including pricing and SLA for those initiatives, will be authorized by County of Elgin before
work begins.
T4 SANDBOX
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hinddeints aind hinddeint CZq ollrt
Should code developed by Sandbox be suspected of playing a role in an incident such as an outage or
data breach, Sandbox will promptly investigate, identify the root cause of the incident, resolve/patch the
root cause, restore service, and issue a formal Incident Report. Our Incident Reports document the
date/time of the incident, response time, resolution time, context information, root cause, resolution
actions taken, preventative measures, and if appropriate and available, details of potentially breached
data.
l' oun lKIII'Zq ollrdiling Webslle Support III°Iirogir irn
Through Sandbox's TeamWork Desk platform, County of Elgin will be kept informed of hours consumed
against the ongoing design and development program, including a list of all tasks and their status.
Upon ticket/task resolution, County of Elgin will be sent a link to provide feedback on that task. Data
collected through this service is important in helping Sandbox as part of its ongoing efforts to
continuously improve our service delivery and ongoing relationships.
SandboxMilestone
. - -.
Finalizing the Agreement (Contract)
Week 0
Coordination with task force and County of Elgin IT on
Week 1
gaining access to sites
Deployment of the development environment
Week 2
Installation of the County of Elgin website
Week
(Ilupwn: www.rellcilllruc:c�lrur.c:u/) WorPress d
Sandbox fixes and testing
Week 2
Site Ready for Review by County of Elgin (Beta Review)
Week 3
Deployment Approval from County of Elgin
Week 3
Deployment of the Site to production
Week 3
Installation of the County of Elgin Library website
Week 4
(https� //www. Ilgiincou intyca/Ilill[)i- i-y/) Word Press
Sandbox fixes and testing
Week 4
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P11101POIN EINT P11101POSAII
Site Ready for Review by County of Elgin (Beta Review)
Week 5
Deployment Approval from County of Elgin
Week 5
Deployment of the Site to production
Week 5
Installation of the County of Elgin Tourist website
(Drupal 7)
Week 6
Sandbox fixes and testing
Week 6
Site Ready for Review by County of Elgin (Beta Review)
Week 7
Deployment Approval from County of Elgin
Week 7
Deployment of the Site to production
Week 7
Installation of the County of Elgin Tourist website
(https�//www 6glintoui1st coinr /) (Drupal 7)
Week 8
Sandbox fixes and testing
Week 8
Site Ready for Review by County of Elgin (Beta Review)
Week 9
Deployment Approval from County of Elgin
Week 9
Deployment of the Site to production
Week 9
�Budgellt
Core Services & Deliverables
Migration of four sites to Sandbox infrastructure, updates where possible* $4,800.00+HST
*Only hours consumed will be billed.
Current Annual Fees
Hosting for Intranet (Virtual Private Server)
$4,235.00/year
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rnoromcmrrnorosAII
Support and Maintenance Program $5J60.00/ye r
Oasis Intranet Licencing $7.500.00/vear
Sub total $17.495.00/vear
HST $2.274]5/year
Total $19'769'35/yeer
Proposed A�
. �0C�����^� ^^00��n Fees
"
Hosting of|ntmnets plus four public sites (Virtual Private Served $5,095.00/vear
Support and Maintenance Program (8hours per month) $11.520.00/vear
Oasis Intranet Licencing $7.500.00/vear
Sub total $24.115.00/vear
HST $].1]4.95/year
Total $27'249'95/yeer
��Iiddhng Notes
* Support and Maintenance program can be billed quarterly or annually at the client's preference.
Hosting isbilled annually inadvance ofservice.
* All work will be invoiced upon completion of the work
* Payment is due on receipt of invoice.
* Overdue accounts will be charged 2% interest per month.
* If the work is cancelled for any reason at the client's request, all time spent to that date will be
billed.
• Pricing on this Work Request is valid for 60 days.
QN Ne�� �� � NNis?
If you have questions about our proposal, please contact us:
Drew Edwards
�T4 W
�»����
Page 100Of120
rnoromcmrrnorosAII
Director ofWeb Services
150Wellington 5tE#101.Guelph, ONN1H085
Guelph, ON N1H085
www.sandbousofhware.ca
T4 �s
�»����
Page 101Of120
1
REPORT TO COUNTY COUNCIL
���nm.«� FROM: Mike Hoogstra,
uuim ����a p,,
� Manager of Procurement & Risk
Elgin,,,,,,,DATE: September 15, 2023
roglre',s'° ive by Nature, SUBJECT: Ambulance Vehicle Replacements —
2023 & 2024
RECOMMENDATIONS:
THAT the September 15, 2023, report titled, Ambulance Vehicle Replacements — 2023
& 2024, submitted by the Manager of Procurement be received; and,
THAT the Manager of Procurement & Risk be authorized to issue a purchase order to
Crestline Coach Ltd., for two ambulances to be purchased in 2023, at the quoted price
of $524,708, plus applicable taxes, as approved in the 2023 Capital Budget; and,
THAT staff be authorized to purchase two ambulances in 2024 from Crestline Coach
Ltd., subject to capital budget approval and sufficient funding; and,
THAT two ambulances each be declared surplus in 2023 and 2024 and be disposed of
according to the Asset Disposal Policy.
INTRODUCTION:
The County of Elgin currently has an ambulance fleet consisting of twelve (12)
ambulances and two (2) emergency response vehicles. This report will concentrate on
the ambulance fleet replacements scheduled for 2023 and 2024.
DISCUSSION:
County Council previously awarded contracts to Crestline to supply ambulances for the
period of 2014-2017 and again from 2018-2020 using a competitive RFP process.
During the last RFP process, only one proposal was received from Crestline. In 2021,
Council approved a sole source request from staff, based on the same reasons
indicated in this report, to purchase ambulances in 2021 and 2022.
In Ontario, the Emergency Health Regulatory and Accountability Branch of the Ministry
of Health regulates ambulance vehicle use to specific standards and requires that
manufacturers be certified. At the present time there are only two (2) manufacturers
certified for Type 3 ambulances, Crestline Coach and Demers Ambulance. In late 2018,
Page 102 of 120
K
Demers Ambulances acquired Crestline Coach and this acquisition resulted in only one
company certified to provide Type 3 ambulances in Ontario.
Staff reached out again to other municipalities to discuss their procurement strategies
due to the absence of competition. Most municipalities are currently sole sourcing with
either Crestline or Demers, depending on their fleet. All ambulances in the County's
fleet were manufactured by Crestline.
Given the reasons noted above, staff are recommending that the County sole source
the supply of ambulances to Crestline for a two-year period. The County's Purchasing
Policy allows for sole sourcing when the goods/services are available from only one
supplier by reason of a statutory or market -based monopoly (section 4.7b).
FINANCIAL IMPLICATIONS:
Pricing for ambulance vehicles and equipment continues to increase at or above the
current rate of inflation. Current pricing received is detailed below:
Qty
Description
Unit Price
Extended Price
2
GM 3500 - FleetMax Type 3 Ambulance
with Power Load Lifting System
$262,354
$524,708
2
Stryker Stair Chair*
$3,269
$6,538
2
Stryker Power Stretcher (Cot)*
$21,829
$43,658
Net HST (1.76%):
$10,119
Total Cost:
$585,023
The County's approved 2023 capital budget includes $569,673 for the replacement of
two ambulances and related equipment.
The total cost is $585,023, resulting is a project deficit of approximately $15,350. Funds
realized from the sale of the existing ambulances will be returned to the EMS capital
budget to offset the budget shortfall. It should be noted that these funds will require a
carry forward due to the current delivery date of December 2024.
For Council's information, the 2023 ambulance cost is approximately 6.5% higher than
the 2022 purchase.
* Stair chair and power stretcher purchased directly from the manufacturer and no longer through Crestline.
Page 103 of 120
191
ALIGNMENT WITH STRATEGIC PRIORITIES:
Serving Elgin
® Ensuring alignment of
current programs and
services with community
need.
❑ Exploring different
ways of addressing
community need.
❑ Engaging with our
community and other
stakeholders.
Growing Elgin
❑ Planning for and
facilitating commercial,
industrial, residential,
and agricultural growth
❑ Fostering a healthy
environment.
® Enhancing quality of
place.
LOCAL MUNICIPAL PARTNER IMPACT:
No Local Municipal Partner impact.
COMMUNICATION REQUIREMENTS:
No communication requirements.
CONCLUSION:
Investing in Elgin
® Ensuring we have the
necessary tools,
resources, and
infrastructure to deliver
programs and services
now and in the future.
® Delivering mandated
programs and services
efficiently and
effectively.
The purchase of two (2) ambulances per year ensures that the fleet is refreshed every
six (6) years. Given the market conditions in the Ontario ambulance industry, it is
recommended that the purchase of ambulances for 2023 and 2024 be sole sourced to
Crestline. The ambulance vehicles being purchased will meet the needs for Elgin -St.
Thomas EMS and will be identical to the new ambulances received earlier this month.
All of which is Respectfully Submitted
Mike Hoogstra
Manager of Procurement & Risk
Jennifer Ford
Director of Financial Services/Treasurer
Approved for Submission
Don Shropshire
Chief Administrative Officer/Clerk
Page 104 of 120
1
REPORT TO COUNTY COUNCIL
��nm.� FROM: Ryan Terpstra, Manager of Corporate
uuim� ��wa i&
0001Facilities
n; Mike Hoogstra, Manager of Procurement &
roglre,ssi ve Py Nature, Risk
DATE: September 19, 2023
SUBJECT: Natural Gas Standby Power Generators
(POA Courthouse and EMS Headquarters)
[Tender No. 2023-T34] - Tender Award
RECOMMENDATIONS:
THAT Clark-Haasen Electric be selected to complete the installation of Natural Gas
Standby Power Generators at the POA Courthouse and EMS Headquarters, Tender No.
2023-T34 at a total price of $258,300.00 exclusive of H.S.T.; and,
THAT the Warden and Chief Administrative Officer be authorized to sign the contract.
INTRODUCTION:
As part of the 2023 Capital Budget, tenders were advertised and issued as per the
County's Procurement Policy for the supply of all labour, equipment and materials for
new Natural Gas Standby Power Generators for the Provincial Offences Administration
(POA) Courthouse and for Elgin -St. Thomas EMS Headquarters on Edward Street.
A tender was issued earlier this year however it was cancelled due to only one bid being
received and the bid was higher than the approved capital budget. Staff worked to
revise the specifications and scope of work and re -issued the revised tender on August
22, 2023.
DISCUSSION:
A total of nine (9) contractors downloaded tender documents for this project from the
ounty's bidding system ii �h^„�, „�i�i� �„�„p,s. Three (3) contractors submitted electronic bids
for this tender which closed on September 15, 2023. Bids were received as follows:
Company
Bid Price
(exclusive of HST)
Clark-Haasen Electric
$258,300.00
Page 105 of 120
K
Dielco Electric Ltd. $300,700.00
ComTrade Electrical Contractors $370,400.00
Clark-Haasen Electric submitted the lowest compliant bid for the project at a total price
of $258,300.00 exclusive of HST.
FINANCIAL IMPLICATIONS:
The following summary of projected estimated costs is provided for review and will be
confirmed throughout the project:
Tender Value $ 258,300.00
Net HST (1.76%) $ 4,546.08
Total Projected Costs $ 262,846.08
Combined 2023 Capital Budget Allocations' $ 361,278.00
Forecast Budget Surplus/(Deficit) $ 98,431.92
' Cumulative budget allocations for POA & EMS Generator capital projects.
ALIGNMENT WITH STRATEGIC PRIORITIES:
Serving Elgin
® Ensuring alignment of
current programs and
services with community
need.
❑ Exploring different
ways of addressing
community need.
❑ Engaging with our
community and other
stakeholders.
Growing Elgin
❑ Planning for and
facilitating commercial,
industrial, residential,
and agricultural growth.
❑ Fostering a healthy
environment.
❑ Enhancing quality of
place.
LOCAL MUNICIPAL PARTNER IMPACT:
None
Investing in Elgin
® Ensuring we have the
necessary tools,
resources, and
infrastructure to deliver
programs and services
now and in the future.
® Delivering mandated
programs and services
efficiently and
effectively.
Page 106 of 120
191
COMMUNICATION REQUIREMENTS:
None
CONCLUSION:
A revised tender was issued for the installation of a new generators for the Provincial
Offences Administration (POA) Courthouse and for Elgin -St. Thomas EMS
Headquarters. Clark-Haasen Electric is the recommended contractor to complete the
work. Due to current supply chain issues, the commissioning of both generators is
anticipated to be achieved by September 2024.
As per the County of Elgin's Purchasing Policy, if change orders are required and the
cost increases above the tender amount approved by Council by less than 10%, and the
amount is within the overall budgeted project amount, work will proceed upon
authorization by the Director. However, if the cost increases above the tender amount
approved by Council by more than 10%, the Director will prepare a further report to
Council outlining the expenditures.
All of which is Respectfully Submitted
Ryan Terpstra
Manager of Corporate Facilities
Mike Hoogstra
Manager of Procurement & Risk
Peter Dutchak
Acting Director, Engineering Services
Approved for Submission
Don Shropshire
Chief Administrative Officer/Clerk
Page 107 of 120
.gn
RECOMMENDATION:
REPORT TO COUNTY COUNCIL
FROM: Carolyn Krahn, Manager of Economic
Development, Tourism and Strategic Initiatives
DATE: September 19, 2023
SUBJECT: Request for Support — Elgin Business
Resource Centre for "The Pitch"
THAT Elgin County Economic Development sponsor the Elgin Business Resource
Centre's annual business competition "The Pitch" in the amount of $1,000.
INTRODUCTION:
"The Pitch" is an annual Dragons' Den -Style business plan competition hosted by the
Elgin Business Resource Centre (EBRC). The Pitch features five (5) local businesses or
aspiring entrepreneurs who compete for a grand prize package, including cash and in -
kind prizes, to support their ventures. The competition is open to businesses in Elgin
County and St. Thomas. Applicants must submit their business plans to the EBRC, and
the plans are reviewed and evaluated by staff who select the finalists.
BACKGROUND AND DISCUSSION:
The competition features five (5) finalists, who present their business plans to a live
audience and field questions from a panel of four (4) judges. The grand prize winner is
determined through voting by the judges. The competition takes place live and
welcomes a diverse audience, including EBRC staff, Board of Directors, local
businesses, the general public, media representatives, and family and friends of the
finalists. Finalists are tasked with delivering presentations and crafting a one -page
executive summary for the judges.
Prizes, including cash and in -kind contributions, are awarded to the grand prize winner
and the remaining four (4) finalists, with the specifics of the prize package disclosed at
the finale, alongside the names of the sponsors.
Page 108 of 120
rasa winners are:
2
2015 Sarah Foshay, Smart Dental Hygiene (Aylmer)
2016 Ryan and Krista Harris, Century Chocolates (West Lorne)
2017 Jane and Chuck Magri, Wildflowers Tea (Central Elgin)
2018 Doris and Gabriel Chordekar, Shebaz's Shawarma (Central Elgin)
2019 Maria Fiallos Castillo, Streamliners Espresso Bar (St. Thomas)
TimberNook Elgin (Southwold)
2022 Markus Hawco, The Ice Box (St. Thomas)
2023 Tanya Buttinger, Dogs on 3 (Southwold)
"The Pitch" returns on Wednesday January 24, 2024 for its 8t" annual event. The EBRC
is seeking support from sponsors to help with the prize package. Elgin County
Economic Development has supported this event in the past with a contribution of
$1,000 towards the prize package. The EBRC's goal this year is to raise
$35,000 ($25,000 cash; $10,000 in -kind) for the prize package. The Sponsorship
Proposal Package is attached to this report.
FINANCIAL IMPLICATIONS:
Economic Development has a budget for special events and projects, and the event
sponsorship would be contained as part of this budget.
ALIGNMENT WITH STRATEGIC PRIORITIES:
Serving Elgin
® Ensuring alignment of
current programs and
services with community
need.
® Exploring different
ways of addressing
community need.
® Engaging with our
community and other
stakeholders.
Growing Elgin
® Planning for and
facilitating commercial,
industrial, residential,
and agricultural growth
❑ Fostering a healthy
environment.
❑ Enhancing quality of
place.
Investing in Elgin
❑ Ensuring we have the
necessary tools,
resources, and
infrastructure to deliver
programs and services
now and in the future.
❑ Delivering mandated
programs and services
efficiently and
effectively.
Additional Comments: The Elgin County Economic Development and Tourism
Strategy also identifies leveraging current partnerships and building new partnerships to
promote sustainable economic growth in Elgin County as a priority.
Page 109 of 120
3
LOCAL MUNICIPAL PARTNER IMPACT:
"The Pitch" is open to businesses in all Local Municipalities, and six (6) winners in the
past seven (7) years have been from the County.
COMMUNICATION REQUIREMENTS:
Elgin County Economic Development will help promote the competition to the local
entrepreneurs.
CONCLUSION:
"The Pitch" is a great opportunity for businesses and aspiring entrepreneurs in Elgin
County and St. Thomas to expand their businesses. It is a platform where innovation
meets exposure, and the competition not only assists businesses in developing their
plans but also provides a stage for them to gain invaluable exposure. "The Pitch" has a
proven track record of empowering local entrepreneurs, as seen in the success stories
of past winners. To learn more about this competition, visit II Puy "IiiV:�,:rlPu II: «.,u^ ,liir.u� , �,^ II "Ile �ir.0
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All of which is Respectfully Submitted
Carolyn Krahn
Manager of Economic Development,
Tourism and Strategic Initiatives
Approved for Submission
Don Shropshire
Chief Administrative Officer/Clerk
Page 110 of 120
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The Pitch Returns Wednesday, January 24, 2024!
Important Dates:
October 31, 2023 - Business Plan submissions due
November 30, 2023 - Finalists selected
January 24, 2024 - The Pitch Finale - Live & In -Person
The Pitch is an annual business plan event to showcase
Elgin County businesses or business idea for a chance to win '°°°°°"`�������M
a grand prize package of cash and in -kind prizes. -. I,
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For a list of past winners and recording
of The Pitch 2023, visit our ........JI. . ... .......jii.:.......
.:. ELGIN
A Community FUtUres Development Corporation
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Help us help
entrepreneurs!
Be part of the
8th annual The Pitch
where Elgin County
entrepreneurs
pitch their
business plan
to a panel of
judges to win cash &
in -kind prizes
ALL generously
donated by
people and businesses
like YOU!
ELGIN
BUSINESS RESOURCE CENTRE
A Community Futures Devclopment Corporation
.gn
RECOMMENDATIONS:
REPORT TO COUNTY COUNCIL
FROM: Carolyn Krahn, Manager of Economic
Development, Tourism and Strategic Initiatives
DATE: September 5, 2023
SUBJECT: Request for Support — Young
Entrepreneurs Initiative
THAT Elgin County Economic Development sponsor the Young Entrepreneurs Initiative
in the amount of $1,000.
INTRODUCTION:
The Elgin St. Thomas Small Business Enterprise Centre (SBEC), funded by Elgin
County, the St. Thomas Economic Development Corporation, and the Ministry of
Economic Development, Job Creation and Trade, offers a team of business advisors
providing valuable support, resources, business counseling, loans, and youth -focused
programs like Summer Company and Starter Company Plus to small businesses in the
region.
BACKGROUND AND DISCUSSION:
This year, SBEC launched the Young Entrepreneurs Initiative (YEI), a dynamic group
focused on supporting and connecting entrepreneurs under the age of 40 in Elgin
County and St. Thomas. Recently, they hosted an event in West Elgin and have
officially partnered with the St. Thomas Chamber of Commerce, making YEI a
committee of the Chamber.
With two successful events already, YEI has engaged with over 150 young
entrepreneurs in the region. Their primary goal is to organize quarterly gatherings where
young entrepreneurs can network, learn, and collaborate. These events provide a
platform for founders and aspiring business owners to connect, share experiences, and
gain insights from successful local business leaders.
In order to continue building momentum for this group, SBEC is seeking a small number
of sponsors at $1,000 that will support the group for the entire year. Sponsorships will
go towards hosting their quarterly events with 50-100 young entrepreneurs attending
each event and all of the funds will be spent sourcing from and showcasing young
entrepreneurs.
Page 113 of 120
2
Sponsorship benefits include the following-
1 . Marketing at all YEI events and on -site branding at the event.
2. Standing invitation for representatives from sponsor to attend YEI events
(including those over 40).
3. Opportunity for representative from the sponsor organization to speak at one of
our YEI events.
4. Dedicated GreenMail promotion from the St. Thomas Chamber of Commerce.
5. Social Media Recognition on official St. Thomas Chamber of Commerce
accounts.
FINANCIAL IMPLICATIONS:
Economic Development has a budget for special events and projects, and the event
sponsorship would be contained as part of this budget.
ALIGNMENT WITH STRATEGIC PRIORITIES:
Serving Elgin
® Ensuring alignment of
current programs and
services with community
need.
® Exploring different
ways of addressing
community need.
® Engaging with our
community and other
stakeholders.
Growing Elgin
® Planning for and
facilitating commercial,
industrial, residential,
and agricultural growth.
❑ Fostering a healthy
environment.
❑ Enhancing quality of
place.
Investing in Elgin
❑ Ensuring we have the
necessary tools,
resources, and
infrastructure to deliver
programs and services
now and in the future.
❑ Delivering mandated
programs and services
efficiently and
effectively.
Additional Comments: The Elgin County Economic Development and Tourism
Strategy also identifies leveraging current partnerships and building new partnerships to
promote sustainable economic growth in Elgin County as a priority.
LOCAL MUNICIPAL PARTNER IMPACT:
The Young Entrepreneurs Initiative is open to young entrepreneurs in all Local
Municipalities.
Page 114 of 120
3
UUMMUNIUATION REQUIREMENTS:
Elgin County Economic Development will help promote the program through our
communications networks.
CONCLUSION:
The Young Entrepreneurs Initiative provides young entrepreneurs with a valuable
platform for personal and professional development. With our support, YEI can continue
to foster a supportive environment where young entrepreneurs can learn, grow, and
build strong connections within the St. Thomas and Elgin County business community.
All of which is Respectfully Submitted
Carolyn Krahn
Manager of Economic Development,
Tourism and Strategic Initiatives
Approved for Submission
Don Shropshire
Chief Administrative Officer/Clerk
Page 115 of 120
partnershipHosted by the St.Thomas Municipal Accessibility Advisory Committee
In r. ElginCounty-Central
joint Accessibility Advisory Committee
eThursday September 28, 2023
e2:00 p.m. to 7:00 p.m.
St. Thomas Memorial Arena
80 Wilson Ave, St. Thomas, ON
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Page 116 of 120
Open House
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) Thursday September 28, 2023
iiiiiiIl 4:00 p.m. to 5:00 p.m.
St. Thomas Memorial Arena 80 Wilson Ave,
St. Thomas, ON or Online Via Zoom (link to be provided)
IIIbouttlhe 11p Illkeii'*G
David Lepofsky is the volunteer Chair of the AODA Alliance,
lawyer, professor, and advocate. Since the late 1970s, David has
been actively advocating for new laws on the rights of persons
with disabilities in Canada. His work includes pushing for
protections for persons with disabilities in the Ontario Human
Rights Code and campaigning for the passing of the Accessibility for
Ontarians with Disabilities Act in 2005.
m
Page 117 of 120
Open House
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) Thursday September 28, 2023
iiiiiiIl 6:00 p.m. to 6:30 p.m.
St. Thomas Memorial Arena
80 Wilson Ave, St. Thomas, ON or
Online Via Zoom (link to be provided)
About the Stud ikx
The Dreams Come True Music Studio creates
opportunities for people of all ages and abilities
to participate in high -quality productions and
to transform their lives through the performing
arts. The studio celebrates diversity, inclusion
acceptance, and all abilities. p�
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Page 118 of 120
IN
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By -Law No. 23-37
"BEING A BY-LAW TO APPOINT A COMMUNITY EMERGENCY MANAGEMENT
COORDINATOR (CEMC) FOR THE COUNTY OF ELGIN AND TO REPEAL BY-LAW
Ll 191f'*'Z1ElFTTi'1i W1.1i
WHEREAS Section 5(3) of the Municipal Act, S.O. 2001, Chapter 25 as amended
grants municipal power to exercise its capacity, rights, powers and privileges by by-law;
AND WHEREAS Section 2.1 (1) of the Emergency Management and Civil Protection
Act (EMCPA) requires every municipality to develop and implement an Emergency
Management Program;
AND WHEREAS Section 10 (1) of O. Reg. 380/04 requires that every municipality
designate an employee of the municipality as Community Emergency Management
Coordinator (CEMC) to coordinate the development and implementation of the
municipality's emergency management program;
AND WHEREAS by By -Law No. 22-44 and 21-08, the Council of the Corporation of the
County of Elgin last appointed a Community Emergency Management Coordinator
(CEMC) for the Corporation of the County of Elgin;
AND WHEREAS it is deemed appropriate that the aforementioned appointment be
revised to accurately reflect current operation for the Corporation of the County of Elgin
NOW THEREFORE the Municipal Council of the Corporation of the County of Elgin
enacts as follows:
1. THAT Andrea Loughlean be appointed as Manager of Emergency Management
& Elgin Middlesex Regional Fire School (CEMC) for the County of Elgin.
2. THAT By -Law No. 22-44 and By -Law No. 21-08 are hereby repealed.
3. THAT, where provisions of this By -Law are inconsistent with the provision of any
other By -Law, the provisions of this By -Law shall prevail.
3. THAT this By -Law becomes effective on September 26, 2023.
READ A FIRST, SECOND AND THIRD TIME AND FINALLY PASSED THIS 26th DAY
OF SEPTEMBER 2023.
Don Shropshire, Ed Ketchabaw,
Chief Administrative Officer/Clerk. Warden.
Page 119 of 120
COUNTY OF ELGIN
By -Law No. 23-38
"A BY-LAW TO CONFIRM PROCEEDINGS OF THE MUNICIPAL COUNCIL OF
THE CORPORATION OF THE COUNTY OF ELGIN AT THE
SEPTEMBER 26, 2023 MEETING"
WHEREAS, pursuant to Section 5.1 of the Municipal Act, 2001, S.O.2001, c.25, as
amended, the powers of a municipality shall be exercised by its Council;
AND WHEREAS pursuant to Section 5.3 of the Municipal Act, 2001, S.O. 2001, c.25, as
amended, the powers of every Council shall be exercised by by-law;
AND WHEREAS it is deemed expedient that the proceedings of the Municipal Council of
the Corporation of the County of Elgin at this meeting be confirmed and adopted by by-law
NOW THEREFORE the Municipal Council of the Corporation of the County of Elgin
enacts as follows:
THAT the actions of the Municipal Council of the Corporation of the County of Elgin,
in respect of each recommendation contained in the reports and each motion and
resolution passed and other action taken by the Municipal Council of the Corporation
of the County of Elgin, at its meeting held on September 26, 2023 be hereby adopted
and confirmed as if all such proceedings were expressly embodied in this by-law.
2. THAT the Warden and appropriate officials of the Corporation of the County of Elgin
are hereby authorized and directed to do all things necessary to give effect to the
actions of the Municipal Council of the Corporation of the County of Elgin referred to in
the preceding section hereof.
3. THAT the Warden and the Chief Administrative Officer, or alternate, are authorized
and directed to execute all documents necessary in that behalf and to affix thereto the
seal of the Corporation of the County of Elgin.
READ A FIRST, SECOND AND THIRD TIME AND FINALLY PASSED THIS 26TH DAY OF
SEPTEMBER, 2023.
Don Shropshire, Ed Ketchabaw,
Chief Administrative Officer/Clerk. Warden.
Page 120 of 120