02 - January 30, 2024 County Council Agenda PackageM"�
Elgin County Council
Regular Council Meeting
Orders Of The Day
Tuesday, January 30, 2024, 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
5. Committee of the Whole
6. Reports of Council, Outside Boards and Staff
6.1 Warden Ketchabaw - Annual Council Committee Update — Terrace 12
Lodge Redevelopment Steering Committee
6.2 Warden Ketchabaw - Annual Council Committee Update — Human 16
Resources Committee
6.3 Warden Ketchabaw - Annual Council Committee Update — Rural 19
Initiatives and Planning Advisory Committee 2023
6.4 Manager of Economic Development, Tourism & Strategic Initiatives - 22
Sponsorship Requests — Impact Awards, Elgin Women's Leadership
Conference, and the International Women's Day Celebration
6.5 Manager of Emergency Management & Elgin -Middlesex Regional Fire 32
School - Legacy Wells Initiative
6.6 Director of Community and Cultural Services - Guidelines for Rural/Urban 40
Public Library Systems, 4th Edition
6.7 Director of Engineering Services - Elgin Manor Waste Water Treatment 63
Plant - Request for Additional Capacity
7. Council Correspondence
7.1 Items for Consideration
7.2 Items for Information (Consent Agenda)
7.2.1 AMCTO MFIPPA Working Group Advocacy Package and Letter 69
of Appreciation
7.2.2 Quad County Support Services Annual Report and Newsletter 95
7.2.3 Kinsmen Club of Aylmer - Fundraising Gala in support of the 114
Terrace Lodge Comforts of Home Fundraising Campaign
7.2.4 Greg Fentie, President, Elgin Federation of Agriculture with a 115
letter requesting that County Council maintain the Farm Class
Tax Rate at 0.23 per cent for the 2024 Property Tax year.
8. Other Business
8.1 Statements/Inquiries by Members
8.2 Notice of Motion
8.3 Matters of Urgency
9. Closed Meeting Items
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. 24-03 Non -Union Economic Adjustment 116
12.2 By -Law No. 24-04 Confirmation 121
13. Adjournment
Page 2 of 121
Elgin County Council
Minutes
January 9, 2024, 9:00 a.m.
Council Chambers
450 Sunset Drive
St. Thomas ON
Members Present: Warden Ed Ketchabaw
Deputy Warden Grant Jones
Councillor Dominique Giguere
Councillor Mark Widner
Councillor Jack Couckuyt
Councillor Andrew Sloan
Councillor Todd Noble
Councillor Mike Hentz
Councillor Richard Leatham (virtual)
Staff Present: Blaine Parkin, Chief Administrative Officer/Clerk
Amy Thomson, Director of Human Resources
Michele Harris, Director of Homes and Seniors Services
Jennifer Ford, Director of Financial Services/Treasurer
Nicholas Loeb, Director of Legal Services
Peter Dutchak, Director of Engineering Services
Jenna Fentie, Manager of Administrative Services/Deputy Clerk
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
Warden Ketchabaw welcomed Blaine Parkin, the new Chief Administrative
Officer/Clerk for the County of Elgin.
Moved by: Councillor Hentz
Seconded by: Councillor Noble
RESOLVED THAT the minutes of the meetings held on December 5, 2023 and
December 6, 2023 be adopted.
Motion Carried.
3. Disclosure of Pecuniary Interest and the General Nature Thereof
None.
4. Presenting Petitions, Presentations and Delegations
None.
5. Committee of the Whole
Moved by: Councillor Widner
Seconded by: Councillor Sloan
Page 3 of 121
RESOLVED THAT we do now move into Committee of the Whole.
Motion Carried.
6. Reports of Council, Outside Boards and Staff
6.1 Warden Ketchabaw - Warden's Activity Report (December 2023)
Warden Ketchabaw presented the report detailing his activities in
December 2023.
Moved by: Deputy Warden Jones
Seconded by: Councillor Couckuyt
RESOLVED THAT the report titled "Warden's Activity Report (December
2023)" dated January 9, 2024 from Warden Ketchabaw be received and
filed.
Motion Carried.
6.2 Warden Ketchabaw - 2024 Council Committee Appointments
Warden Ketchabaw presented the report that seeks Council's approval for
the Councillor appointments to Committees and Local Boards for 2024.
Moved by: Councillor Sloan
Seconded by: Councillor Giguere
RESOLVED THAT County Council approve the Council Committee and
Local Board Appointments for 2024 as recommended by Warden
Ketchabaw; and
THAT Schedule F of By -Law 23-01 be repealed and replaced with
Appendix 1 as attached to the January 9, 2024 report titled "2024 Council
Committee Appointments".
Motion Carried.
6.3 Acting Manager of Planning - PS 24-1 County Official Plan Review;
Final Draft of Official Plan
The Acting Manager of Planning presented the report that provides
County Council with the information required in order to consider
endorsing the Final Draft Elgin County Official Plan and commencing the
statutory approval process for the Plan.
Moved by: Councillor Sloan
Seconded by: Councillor Hentz
RESOLVED THAT the report titled "PS 24-1 County Official Plan Review;
Final Draft of Official Plan" dated January 9, 2024 from the Acting
Manager of Planning be received and filed; and
THAT Council receives and files the "Update to Hemson Growth
Forecasts and Land Needs Analysis Report" dated November 17, 2023 for
information; and
THAT Council endorses the Final Draft Elgin County Official Plan dated
January 9, 2024 set out as Attachment 1 to this Report to Council; and
THAT Council direct staff to schedule the statutory public open house and
public meeting for the Final Draft Official Plan, to be hosted virtually with a
hybrid option made available to the public.
Motion Carried.
Page 4 of 121
6.4 Acting Manager of Planning - PS 24-2 Application for Draft Plan of
Subdivision
The Acting Manager of Planning presented the report that provides
County Council with the information required in order to consider granting
draft plan approval to the Draft Plan of Subdivision by Callon Dietz on
behalf of Farhi Holdings Corporation, File No. 34T-SO2302.
Moved by: Councillor Sloan
Seconded by: Deputy Warden Jones
RESOLVED THAT the Council of the Corporation of the County of Elgin
grants draft plan approval to the Draft Plan of Subdivision by Callon Dietz
on behalf of Farhi Holdings Corporation and dated December 7, 2023; and
THAT staff be directed to provide notice of this decision subject to the
conditions of final approval in accordance with the requirements of the
Planning Act.
Motion Carried.
6.5 Acting Manager of Planning - PS 24-3 Application for Draft Plan of
Subdivision, 4000-4324 Thomas Road, Township of Southwold
The Acting Manager of Planning presented the report that provides
County Council with the information required in order to consider granting
draft plan approval to the Draft Plan of Subdivision by CJDL Consulting
Engineers on behalf of Mr. Allan Rickwood, File No. 34T-SO2301.
Moved by: Councillor Sloan
Seconded by: Councillor Hentz
RESOLVED THAT the Council of the Corporation of the County of Elgin
grants draft plan approval to Draft Plan of Subdivision by CJDL Consulting
Engineers on behalf of Mr. Allan Rickwood and dated August 23, 2023;
and
THAT staff be directed to provide notice of this decision subject to the
conditions of final approval attached to this report in accordance with the
requirements of the Planning Act, including the following modification to
condition 10, which shall now read: That the owner shall provide the
necessary easements as may be required for access to lots 8 and 9 to be
conveyed in a form satisfactory to the Municipality.
Motion Carried.
6.6 Acting Manager of Planning - PS 24-4 Municipality of Bayham OPA
No. 35, Part of Lot 3, Concession 1, Municipality of Bayham, 53921
Nova Scotia Line
The Acting Manager of Planning presented the report that provides
Council with the information required in order to consider approving
Official Plan Amendment No. 35 to the Municipality of Bayham Official
Plan.
Moved by: Councillor Noble
Seconded by: Councillor Giguere
RESOLVED THAT the Council of the Corporation of the County of Elgin
approves Official Plan Amendment No. 35 to the Official Plan of the
Municipality of Bayham; and
THAT staff be directed to provide notice of this decision in accordance
with the requirements of the Planning Act.
Page 5 of 121
Motion Carried.
6.7 Director of Homes and Seniors Services - Homes — Amendment of
Multi -Sector Service Accountability Agreement
Council recessed at 10:00 a.m. and reconvened at 10:17 a.m.
The Director of Homes and Seniors Services presented the report
recommending that County Council authorize staff to sign the Connecting
Care Act, 2019 (CCA) Notice and Amendment of the Multi -Sector Service
Accountability Agreement.
Moved by: Councillor Couckuyt
Seconded by: Councillor Noble
RESOLVED THAT the report titled "Homes — Amendment of Multi -Sector
Service Accountability Agreement — MSAK dated January 9, 2024 from
the Director of Homes and Seniors Services be received and filed; and
THAT Council authorize staff to sign the CCA s. 22 Notice and
Amendment of — Multi -Sector Service Accountability Agreement
("Amendment Letter").
Motion Carried.
6.8 Director of Homes and Seniors Services - Homes — Meals on Wheels
Agreement — Elgin and WECHC
The Director of Homes and Seniors Services presented the report seeking
Council's approval for the execution of the Meals on Wheels Supply
Agreement between Elgin County and the West Elgin Community Health
Centre.
Moved by: Councillor Sloan
Seconded by: Councillor Hentz
RESOLVED THAT the report titled "Homes — Meals on Wheels
Agreement — Elgin and WECHC" dated January 9, 2024 from the Director
of Homes and Seniors Services be received and filed; and
THAT Council authorize the Warden and Chief Administrative Officer to
execute the agreement between Elgin and West Elgin Community Health
Centre (WECHC) for the time period of January 5, 2024 to September 30,
2025.
Motion Carried.
6.9 Director of Financial Services/Treasurer - Budget Software Solution —
Contract Award
The Director of Financial Services/Treasurer presented the report that
provides details on the Request for Proposal (RFP) for a Budget Software
Solution and seeks Council's approval to award the contract to Questica
Inc. for a five-year term.
Moved by: Councillor Giguere
Seconded by: Deputy Warden Jones
RESOLVED THAT the contract for a Budget Software Solution be
awarded to Questica Inc. for a five-year term; and
THAT staff be authorized to extend the contract for an additional two, two-
year terms for a potential nine (9) year contract in accordance with section
7.6 of the Procurement Policy, subject to satisfactory performance and
mutual agreement between both parties during the initial five-year contract
Page 6 of 121
term; and
THAT the Warden and Chief Administrative Officer be authorized to sign
the contract.
Motion Carried.
6.10 Director of Human Resources - 2024 Non -Union Economic
Adjustment recommendation
The Director of Human Resources presented the report recommending
that County Council approve a non -union economic adjustment of 3% for
2024.
Moved by: Councillor Widner
Seconded by: Councillor Hentz
RESOLVED THAT County Council approve a non -union economic
adjustment of 3% effective the first full pay period of 2024; and
THAT the necessary by-law be prepared.
Motion Carried.
6.11 Director of Engineering Services - Sale of Surplus Property — 8776
Centennial Road
The Director of Engineering Services presented the report recommending
that the property located at 8776 Centennial Road, purchased by the
County in 2021 as part of the Elm Street/Centennial Road roundabout
project, be declared surplus and sold, with proceeds allocated to offset
project costs.
Moved by: Councillor Hentz
Seconded by: Deputy Warden Jones
RESOLVED THAT the residential property known as 8776 Centennial
Road be declared surplus to the needs of the County of Elgin; and
THAT the proceeds from the sale of 8776 Centennial Road be allocated
towards the Elm Street / Centennial Road Roundabout project
(60901917); and
THAT staff be directed to proceed as outlined in this report.
Motion Carried.
6.12 Director of Legal Services - LS 24-1, Delegation of Authority By -Law
The Director of Legal Services provided a follow-up report, as requested
by County Council on November 28, 2023, that provides additional
information regarding the request to adopt a Delegation of Authority By -
Law.
Moved by: Councillor Giguere
Seconded by: Deputy Warden Jones
RESOLVED THAT the report titled "LS 24-1, Delegation of Authority By -
Law" dated January 9, 2024 from the Director of Legal Services be
received and filed; and
THAT Council pass By -Law No. 23-44, the Delegation of Authority By -
Law.
Motion Carried.
Page 7 of 121
6.13 Director of Legal Services - LS 24-2 — Indemnification By -Law
The Director of Legal Services presented a follow-up report, as requested
by County Council on November 28, 2023, that provides more information
regarding the request to adopt an Indemnification By -Law.
Moved by: Councillor Noble
Seconded by: Councillor Leatham
RESOLVED THAT the report titled "LS 24-2 - Indemnification By -Law"
dated January 9, 2024 from the Director of Legal Services be received
and filed; and
THAT Council pass By -Law 23-43, the Indemnification By -Law.
Motion Carried.
7. Council Correspondence
7.1 Items for Consideration
None.
7.2 Items for Information (Consent Agenda)
Moved by: Deputy Warden Jones
Seconded by: Councillor Noble
RESOLVED THAT Correspondence Items 7.2.1 - 7.2.8 be received and
filed.
Motion Carried.
7.2.1 Laura Sherwood, Interim Executive Director, Hospice of Elgin with
an update on the Hospice of Elgin project.
7.2.2
Elgin County Town Crier's Report to County Council 2023
7.2.3
Notice of Completion - Highway 401 and Highway 4 (Colonel
Talbot Road) Interchange Reconfiguration & Highway 4 (Colonel
Talbot Road) and Glanworth Drive Bridge Replacements
7.2.4
Letter from Eat 2 Learn President and Community Coordinator/
Liaison regarding the status of the Eat 2 Learn program in Elgin -
St. Thomas.
7.2.5
St. Thomas -Elgin Local Immigration Partnership Immigrant
Survey Report 2023
7.2.6
Resolution from the Municipality of Grey Highlands petitioning
the Ontario Government to reduce red tape for more cost-
effective, timely energy connections in Ontario.
7.2.7
Letter from the Mayor of the Municipality of Chatham -Kent
requesting that the Ministry of Transportation expedite the
concrete median barrier installation along Highway 401 (Tilbury to
London).
7.2.8
Resolution from Conmee Township lobbying the Provincial
Government to amend the Municipal Act and Municipal Elections
Act to prohibit people with a criminal record from becoming a
candidate in municipal elections or holding office on municipal
councils.
8. Other Business
8.1 Statements/Inquiries by Members
None.
Page 8 of 121
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 - Closed Meeting Minutes - December 6, 2023
Closed Meeting Item #2 - Potential Disposition of Land
(c) a proposed or pending acquisition or disposition of land by the municipality or
local board.
Closed Meeting Item #3 - Boundary Adjustment Matter (verbal)
(h) information explicitly supplied in confidence to the municipality or local board
by Canada, a province or territory or a Crown agency of any of them.
Motion Carried.
9.1 Closed Meeting Minutes - December 6, 2023
9.2 Director of Engineering Services - Potential Disposition of Land
9.3 Warden Ketchabaw and Director of Legal Services - Boundary
Adjustment Matter (verbal)
10. Motion to Rise and Report
Moved by: Councillor Sloan
Seconded by: Councillor Noble
RESOLVED THAT we do now rise and report.
Motion Carried.
Closed Meeting Item #1 - Closed Meeting Minutes - December 6, 2023
Moved by: Councillor Hentz
Seconded by: Deputy Warden Jones
RESOLVED THAT the Closed Meeting Minutes from the December 6, 2023
meeting of County Council be adopted.
Motion Carried.
Closed Meeting Item #2 - Potential Disposition of Land
Moved by: Councillor Noble
Seconded by: Councillor Hentz
RESOLVED THAT staff proceed as directed.
Motion Carried.
Closed Meeting Item #3 - Boundary Adjustment Matter (verbal)
7
Page 9 of 121
Moved by: Deputy Warden Jones
Seconded by: Councillor Widner
RESOLVED THAT Council establish a Steering Committee for the purposes of
Boundary Adjustment Matter; and
THAT the Steering Committee membership include Warden Ketchabaw, Deputy
Warden Jones, Councillor Giguere, Councillor Noble, the Chief Administrative
Officer/Clerk, the Director of Legal Services, and, as needed, the Director of
Engineering Services, and the Director of Financial Services; and
THAT the mandate of the Steering Committee be to establish and implement a
strategy to support growth throughout Elgin County.
Motion Carried.
11. Motion to Adopt Recommendations from the Committee of the Whole
Moved by: Councillor Sloan
Seconded by: Councillor Noble
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. 23-43 Indemnification
BEING a By -Law to Provide for the Indemnity and Defence of Members of
Council, Members of Local Boards, and Employees of the County against
Loss or Liability incurred while Acting on behalf of the County.
Moved by: Councillor Noble
Seconded by: Councillor Giguere
RESOLVED THAT By -Law No. 23-43 be now read a third time and finally
passed.
Motion Carried.
12.2 By -Law No. 23-44 Delegation of Authority
BEING a By -Law to Delegate Authority to Officers and Employees of the
Corporation of the County of Elgin.
Moved by: Deputy Warden Jones
Seconded by: Councillor Noble
RESOLVED THAT By -Law No. 23-44 be now read a third time and finally
passed.
Motion Carried.
12.3 By -Law No. 24-01 Committee By -Law Amendment
BEING a By -Law to Amend By-law No. 23-01, Being a By-law to Define
the Mandate and Meeting Procedures for Committees Established by the
Corporation of the County of Elgin.
Moved by: Councillor Sloan
Seconded by: Councillor Noble
RESOLVED THAT By -Law No. 24-01 be now read a first, second, and
third time and finally passed.
Page 10 of 121
Motion Carried.
12.4 By -Law No. 24-02 Confirmation
BEING a By -Law to Confirm Proceedings of the Municipal Council of the
Corporation of the County of Elgin at the January 9, 2024 Meeting.
Moved by: Councillor Couckuyt
Seconded by: Councillor Sloan
RESOLVED THAT By -Law No. 24-02 be now read a first, second, and
third time and finally passed.
Motion Carried.
13. Adjournment
Moved by: Deputy Warden Jones
Seconded by: Councillor Leatham
RESOLVED THAT we do now adjourn at 12:41 p.m. to meet again on January
30, 2024 at 9:00 a.m.
Motion Carried.
Blaine Parkin, Ed Ketchabaw,
Chief Administrative Officer/Clerk. Warden.
Page 11 of 121
ElginCounty
Report to County Council
From: Warden Ed Ketchabaw, Chair — Terrace Lodge Redevelopment Steering
Committee
Date: January 30, 2024
Subject: Annual Council Committee Update — Terrace Lodge Redevelopment Steering
Committee
Recommendation:
THAT the report titled "Annual Council Committee Update — Terrace Lodge
Redevelopment Steering Committee" dated January 30, 2024 from Warden Ketchabaw
be received and filed.
Introduction:
Pursuant to Section 13(a) of the County of Elgin Committee By -Law No. 23-01 "A By -
Law to Define the Mandate and Meeting Procedures for Committees Established by the
Corporation of the County of Elgin", Committees shall report to Council annually
respecting the following matters-
(i) A concise summary of the activities and accomplishments of the Committee during
the current year;
(ii) A summary of the Committee's focus areas for the following year; said focus areas to
be aligned with Council's Strategic Plan and objectives; and
(iii) Any recommendations respecting proposed changes to the Committee's structure,
composition or mandate/terms of reference.
The purpose of this report is to provide County Council with a summary of the Terrace
Lodge Redevelopment construction progress and the Steering Committee's activities
throughout 2023.
Background and Discussion:
The purpose of the Terrace Lodge Redevelopment Steering Committee is to advise the
County of Elgin staff on the design, construction, scope and schedule for the Terrace
Lodge Redevelopment Project, working within the budget approved by Elgin County
Council. This project reflects Elgin County Council's commitment to Seniors Services in
Elgin County.
Page 12 of 121
In 2023, the following Members of Council served on the Committee:
• Warden Ketchabaw (Chair)
• Councillor Widner
• Councillor Noble
• Councillor Couckuyt
In 2023, the Committee held meetings on February 28, March 14, May 8, August 1, and
October 10.
2023 Accomplishments
May 29, 2023 marked a significant milestone for the project as sixty (60) residents
moved into the new addition completed in Phase One. Support was received from many
volunteers, resident family members, Terrace Lodge staff, and staff from across the
County to ensure a smooth and welcoming transition into their new rooms and space.
On July 4, 2023, Minister of Long -Term Care Paul Calandra, MPP Rob Flack, along with
Members of Council, received a tour of the new addition and Minister Calandra officially
announced to the public the opening of Phase One of the project.
The Committee also worked with County staff to address an elevation change of
75mm in both the north and south wings entering into the addition and at the connection
point from the new elevator that was not part of the initial design. During Phase One
construction, a 1 to 20 pitch grade change/"slope" was built to accommodate the
change in elevation. This meets the Ontario Building Code (OBC) but resulted in an
operational impact for staff and residents in their daily routines. The grade of the slope
will be changed to a 1 to 80 to support overall safety in transitions for staff and residents
and improve operations.
Staff informed the Committee that it was found that architectural drawings provided by
MMMC Architectural called for the interior wall partitions to only extend 2400mm. To
meet the requirements of the OBC 3.3.3.5.(9) the wall partitions must create a fire
separation between resident sleeping rooms. To meet this requirement, drywalled walls
must be extended to the underside of the sloped roof. The Committee approved a
change order in the amount of $67,749.89 plus unrebated HST for the extension of wall
partitions to the underside of the roof.
Lookina Forward
The Committee is excited to report that construction on Phase Two (North Wing) is
expected to be completed in March 2024, followed by Ministry of Long -Term Care
inspections and approval to occupy. Move -in to Phase Two is anticipated in Spring 2024
following approvals. Phase Three demolition and existing south wing is expected to
begin in May -June 2024.
Phase Three of the project will include the following:
• Ongoing main kitchen renovations
Page 13 of 121
• Renovation of new chapel and event space in current main dining room (includes
ceiling removals/reinstate, new lighting, folding partition, renovation of existing
office, etc. Existing walls and flooring remain).
• Future office, physiotherapy room and office, family suite (new rooms infill within
existing open space)
• Minor alterations and infills, including new reception counter and coiling door
• Health Clinic, Washroom, UTR
• Gift Shop upgrades/Millwork
• Elevator renovations (including refurbishment)
• Pool Change Room renovations
Financial Implications:
The project aims to remain within the Council approved budget.
Alignment with Strategic Priorities:
Serving Elgin
Growing Elgin
Investing in Elgin
® Ensuring alignment of
❑ Planning for and
® Ensuring we have the
current programs and
facilitating commercial,
necessary tools,
services with community
industrial, residential, and
resources, and
need.
agricultural growth.
infrastructure to deliver
programs and services
® Exploring different ways
® Fostering a healthy
now and in the future.
of addressing community
environment.
need.
® Delivering mandated
® Enhancing quality of
programs and services
® Engaging with our
place.
efficiently and effectively.
community and other
stakeholders.
Local Municipal Partner Impact:
�m
Communication Requirements:
The Engage Elgin website will continue to be updated to showcase construction
progress.
Conclusion:
The Committee is pleased to report that Phase One of the project was completed in
2023, and looks forward to sharing progress updates with County Council on Phase
Two and Three.
Page 14 of 121
All of which is Respectfully Submitted
Ed Ketchabaw
Warden
Approved for Submission
Blaine Parkin
Chief Administrative Officer/Clerk
Page 15 of 121
ElginCounty
Report to County Council
From: Warden Ed Ketchabaw, Chair— Human Resources Committee
Date: January 30, 2024
Subject: Annual Council Committee Update — Human Resources Committee
Recommendation:
THAT the report titled "Annual Council Committee Update — Human Resources
Committee" dated January 30, 2024 from Warden Ketchabaw be received and filed.
Introduction:
Pursuant to Section 13(a) of the County of Elgin Committee By -Law No. 23-01 "A By -
Law to Define the Mandate and Meeting Procedures for Committees Established by the
Corporation of the County of Elgin", Committees shall report to Council annually
respecting the following matters-
(i) A concise summary of the activities and accomplishments of the Committee during
the current year;
(ii) A summary of the Committee's focus areas for the following year; said focus areas to
be aligned with Council's Strategic Plan and objectives; and
(iii) Any recommendations respecting proposed changes to the Committee's structure,
composition or mandate/terms of reference.
The purpose of this report is to provide County Council with a summary of the activities
of the Human Resources Committee in 2023.
Background and Discussion:
The purpose of the Human Resources Committee is to assist Council in fulfilling
obligations relating to vacancies in senior -level positions (CAO/Clerk and Directors).
The Committee acts as the hiring panel for senior -level positions, and recommends final
candidates for Council's consideration.
In 2023, the following Members of Council served on the Committee:
Warden Ketchabaw (Chair)
Deputy Warden Jones
Page 16 of 121
• Councillor Widner
• Councillor Sloan
In 2023, the Committee held meetings on May 26, August 3, August 18, September 5,
September 29, October 10, and October 11.
2023 Accomplishments
The Committee supported the recruitment of a temporary interim Chief Administrative
Officer/Clerk following the departure of the previous Chief Administrative Officer/Clerk in
May 2023. The interim Chief Administrative Officer/Clerk worked with the Committee to
hire an external recruiter to support the recruitment process for a permanent Chief
Administrative Officer/Clerk. With the support of the recruiter and the interim Chief
Administrative Officer/Clerk, Blaine Parkin was hired as Chief Administrative
Officer/Clerk effective January 2, 2024.
The Committee also assisted in the recruitment of a Director of Engineering Services.
Looking Forward
The Human Resources Committee will meet on an as needed basis to support
recruitment for any senior -level vacancies.
Financial Implications:
None.
Alignment with Strategic Priorities:
Serving Elgin
Growing Elgin
Investing in Elgin
❑ Ensuring alignment of
❑ Planning for and
® Ensuring we have the
current programs and
facilitating commercial,
necessary tools,
services with community
industrial, residential, and
resources, and
need.
agricultural growth.
infrastructure to deliver
programs and services
❑ Exploring different ways
❑ Fostering a healthy
now and in the future.
of addressing community
environment.
need.
® Delivering mandated
❑ Enhancing quality of
programs and services
❑ Engaging with our
place.
efficiently and effectively.
community and other
stakeholders.
Local Municipal Partner Impact:
None.
Page 17 of 121
Communication Requirements:
None.
Conclusion:
The Human Resources Committee successfully recruited for a Chief Administrative
Officer/Clerk in 2023.
All of which is Respectfully Submitted
Ed Ketchabaw
Warden
Approved for Submission
Blaine Parkin
Chief Administrative Officer/Clerk
Page 18 of 121
ElginCounty
Report to County Council
From: Warden Ed Ketchabaw, Chair — Rural Initiatives and Planning Advisory
Committee
Date: January 30, 2024
Subject: Annual Council Committee Update — Rural Initiatives and Planning Advisory
Committee 2023
Recommendation(s):
THAT the report titled "Annual Council Committee Update — Rural Initiatives and
Planning Advisory Committee 2023" dated January 30, 2024 from Warden Ketchabaw
be received and filed.
Introduction:
Pursuant to Section 13(a) of the County of Elgin Committee By -Law No. 23-01 "A By -
Law to Define the Mandate and Meeting Procedures for Committees Established by the
Corporation of the County of Elgin", Committees shall report to Council annually
respecting the following matters-
(i) A concise summary of the activities and accomplishments of the Committee during
the current year;
(ii) A summary of the Committee's focus areas for the following year; said focus areas to
be aligned with Council's Strategic Plan and objectives; and
(iii) Any recommendations respecting proposed changes to the Committee's structure,
composition or mandate/terms of reference.
The purpose of this report is to provide County Council with a summary of the activities
of the Rural Initiatives and Planning Advisory Committee throughout 2023.
Background and Discussion:
The Rural Initiatives Committee doubles as the "Rural Initiatives and Planning Advisory
Committee (RIPA)" and was combined in 2016 in response to Bill 73 and changes to the
Development Charges Act and the Planning Act, which requires that all upper -tier and
single -tier levels of government establish a Planning Advisory Committee.
In 2023, the Committee met on February 24, May 16, and August 18.
Page 19 of 121
County Council appointed the following members to the RIPA Committee in 2023:
• Warden Ed Ketchabaw (Chair)
• Councillor Leatham
• Deputy Warden Jones
• Councillor Widner
• Donna Lunn (Elgin Federation of Agriculture (EFA) Appointee)
It is noted that a member of the Elgin Federation of Agriculture is invited to participate
on the RIPA Committee as a citizen appointee and a voting member.
Committee Mandate:
The RIPA Committee's mandate is:
• To promote the viability of agriculture and rural affairs in the County and
throughout the Province;
• To examine issues such as, but not limited to: the challenges of the global
economy on local agricultural practices; the viability of schools in rural
communities; and, alternative sources of economic development in rural areas;
• To develop goals and objectives to improve and promote rural life;
• To demonstrate County Council's commitment to delivering services to rural
communities by recommending a budget to Council that will accomplish identified
goals;
• To act as a Planning Advisory Committee by providing information, perspective
and recommendations to County Council on broad planning matters that may
have an effect on the County and/or its local municipalities as required from time
to time;
• To review from time to time the provisions of the Official Plan and related policy,
and recommend to Council general amendments thereto which would be in the
best interests of the County of Elgin (this would include five (5) — year reviews of
the Official Plan);
• To advise County Council on general planning and development issues of
Council and/or local municipal significant; to report to County Council on
proposed land use policy changes as introduced by the Province of Ontario; and
to review and report on specific aspects of a submitted application.
2023 Committee Accomplishments
Reviewed the draft Elgin County Official Plan in February 2023.
Recommended to County Council that $72,900 be allocated to thirteen (13)
eligible community groups and organizations through the Elgin County
Community Grant Program.
The Committee conducted a review of the Community Grant Program application
packages and suggested minor revisions to the application forms to enhance
clarity for applicants, and to ensure that programs and events receiving funding
align with Council's strategic goals.
Page 20 of 121
Looking Forward
Over the next few months, the RIPA Committee will be assessing applications and
proposing funding allocations for the 2024 intake of the Community Grant Program,
pending budget approval. The Committee also looks forward to supporting Council's
Official Plan Review process. At this time, the Committee is not recommending any
changes to the Committee's structure, composition, or mandate/terms of reference.
Financial Implications:
None.
Alignment with Strategic Priorities:
Serving Elgin
Growing Elgin
Investing in Elgin
❑ Ensuring alignment of
® Planning for and
® Ensuring we have the
current programs and
facilitating commercial,
necessary tools,
services with community
industrial, residential, and
resources, and
need.
agricultural growth.
infrastructure to deliver
programs and services
❑ Exploring different ways
❑ Fostering a healthy
now and in the future.
of addressing community
environment.
need.
❑ Delivering mandated
❑ Enhancing quality of
programs and services
❑ Engaging with our
place.
efficiently and effectively.
community and other
stakeholders.
Local Municipal Partner Impact:
�m
Communication Requirements:
�m
Conclusion:
The Rural Initiatives and Planning Advisory Committee (RIPA) looks forward to a
productive year in 2024.
All of which is Respectfully Submitted
Ed Ketchabaw
Warden
Approved for Submission
Blaine Parkin
Chief Administrative Officer/Clerk
Page 21 of 121
ElginCounty
Report to County Council
From: Carolyn Krahn, Manager of Economic Development, Tourism and Strategic
Initiatives
Date: January 30, 2024
Subject: Sponsorship Requests — Impact Awards, Elgin Women's Leadership
Conference, and the International Women's Day Celebration
Recommendation(s):
THAT Elgin County Economic Development supports the Impact Awards with a
sponsorship of $2,500;
THAT Elgin County Economic Development supports the Elgin Women's Leadership
Conference with a sponsorship of $250;
THAT County Council provide direction on the sponsorship request from the Elgin
Business Resource Centre for their International Women's Day Celebration; and
THAT staff develop and present to Council a policy to govern how the department
responds to requests for sponsorships.
Introduction:
The Economic Development and Tourism Department often receives requests to
sponsor events that support economic development and tourism in the County.
Currently, our team is working on creating a comprehensive sponsorship policy to
ensure our decision -making processes are transparent, consistent, and aligned with our
strategic priorities.
The policy aims to provide clear guidelines for evaluating and responding to
sponsorship requests, including thresholds for bringing requests to Council. A
streamlined approach for smaller sponsorship amounts ensures an efficient process for
supporting initiatives that support Council's strategic priorities and contribute to our
community's economic well-being.
Additionally, the policy proposes that requests for sponsorships will not be approved if
the applicant's project is eligible for either the Elgincentives program or the Community
Grant Program. This ensures our financial support is directed towards initiatives that fall
Page 22 of 121
outside the scope of these existing programs, maximizing the impact of our
sponsorships on projects aligned with our broader economic development and tourism
objectives.
Background and Discussion:
Until Council reviews and approves the policy, all sponsorship requests will be brought
to the attention of County Council for consideration. This report focuses on sponsorship
requests received for three (3) significant events in our community: The Impact Awards
hosted by the St. Thomas & District Chamber of Commerce, The Elgin Women's
Leadership Conference organized by The Jean Collective, and The International
Women's Day Celebration hosted by the Elgin Business Resource Centre.
1. Impact Awards - St. Thomas & District Chamber of Commerce:
The Impact Awards, scheduled for Friday, April 12, at the Memorial Arena, is a flagship
event for the St. Thomas & District Chamber of Commerce, celebrating local business
excellence. We had the honor of sponsoring last year's awards, contributing to the
event's success. This year, our department is invited to join as sponsors again.
Confirming sponsorship at the earliest convenience ensures prominent visibility in the
marketing campaign.
2. Elgin Women's Leadership Conference:
The Elgin Women's Leadership Conference, scheduled for April 27, is dedicated to
advancing leadership and empowerment among women in Elgin County. The
organizers, The Jean Collective, have requested sponsorship for their 2024 conference.
The event anticipates drawing over 100 attendees, including emerging leaders and
professionals from various sectors.
3. International Women's Day Celebration (EBRC):
The Elgin Business Resource Centre (EBRC) is a one -stop business resource serving
Elgin County. They provide business support services through one-on-one counselling,
networking, workshops and self-employment training programs. They also offer flexible
lending to qualified applicants. We have sponsored events hosted by the EBRC
previously, such as the Pitch, which is their annual Dragons' Den -Style business plan
competition.
Each year, the EBRC organizes a special event for International Women's Day, and this
year, they're planning a concert with guest stars and women musicians. The EBRC has
invited Elgin County to sponsor the event in the amount of $4,000. The EBRC is
currently in the process of finalizing plans for this event, and further information will be
shared when available.
The goal of this event is to promote and celebrate women in business. It will highlight
women's contributions to our community, and it aligns with our goal of supporting a
diverse and thriving workforce.
Page 23 of 121
Financial Implications:
1. Impact Awards: Elgin County Economic Development supported this event in the
past with a contribution of $2,500. Confirming our partnership aligns with our
Business Retention and Expansion efforts. This sponsorship can be contained within
the proposed 2024 Economic Development Budget.
2. Elgin Women's Leadership Conference: A sponsorship of $250 is recommended,
supporting Workforce Attraction and Development activities. This sponsorship can
be contained within the proposed 2024 Economic Development Budget.
3. International Women's Day Celebration (EBRC): While the International Women's
Day Concert is a great initiative, the significant financial commitment of $4,000 may
impact our ability to support other initiatives or programs later this year. Exploring
the possibility of sponsoring the event for a lesser amount would be a good
alternative and could be contained within the proposed 2024 Economic
Development Budget.
Alianment with Strateaic Priorities:
Serving Elgin
Growing Elgin
Investing in Elgin
® Ensuring alignment of
® Planning for and
❑ Ensuring we have the
current programs and
facilitating commercial,
necessary tools,
services with community
industrial, residential, and
resources, and
need.
agricultural growth.
infrastructure to deliver
programs and services
® Exploring different ways
® Fostering a healthy
now and in the future.
of addressing community
environment.
need.
❑ Delivering mandated
® Enhancing quality of
programs and services
® Engaging with our
place.
efficiently and effectively.
community and other
stakeholders.
Local Municipal Partner Impact:
The St. Thomas and District Chamber of Commerce supports and celebrates
businesses in the Municipality of Central Elgin and the Township of Southwold. The
Elgin Women's Leadership Conference and International Women's Day Celebration are
open to residents in all of our Local Municipalities.
Page 24 of 121
Communication Requirements:
If approved, Elgin County Economic Development will communicate the
sponsorships through various channels, including multiple social media platforms
and community outreach initiatives. This will maximize exposure for the events,
showcasing our commitment to fostering economic development and community
engagement.
Conclusion:
Supporting the Impact Awards and Elgin Women's Leadership Conference aligns with
our strategic priorities, promoting local businesses and empowering women leaders.
Both events contribute to the economic and social development of Elgin County,
reflecting our commitment to fostering a vibrant and inclusive community.
All of which is Respectfully Submitted
Carolyn Krahn
Manager of Economic Development,
Tourism & Strategic Initiatives
Approved for Submission
Blaine Parkin
Chief Administrative Officer/Clerk
Page 25 of 121
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The Impact Awards are the St. Thomas & District Chamber of Commerce's flagship event and
the ultimate celebration of business and non-profit excellence in St. Thomas, Central Elgin,
and Southwold. Join more than 300 of our community's most dynamic movers and shakers,
the veritable who's who of Elgin County, for an extraordinary evening of local IMPACT!
Presenting
Platinum
Gold
Silver
Bronze
Sponsor
$7,500
$5,000
$2,500
$1,500
$10,000
(limit of two
(limit of four
(only one
available)
available)
available)
Event Tickets
8
8
6
4
2
Executive Speaking
Opportunity
Quote in News
Releases
Radio Ad Recording
Award Presentation
/Event Integration
Custom
(Wine, A/V, decor,
centrepiece, etc.)
Brand/Logo Inclusion on
Event Material - in
advance, online, and
the event
..off 5 Reasons to be an krnpac t Sponsor
1. Leadership... bring your ESG mandate to life.
2. Visibility... put your brand front and center to an engaged, in -person audience.
3. Engagement... develop your network with nearly 600 Chamber members.
4. Retention... lean on the Chamber to celebrate staff and engage customers.
5. Impact... build meaningful connections with businesses and non -profits in our community.
DOW I (" ) o It P ,^ C d,. (DO E? ho be par t oR I.t„PI C)CZV)g C E?Iebrat lonl ST. THOMAS & DISTRICT
To check availability, email Christy Hunking - christy@stthomaschamber.ca Chamber
OF COMMERCE
Kathryn Desrosiers, Committee Member
30 Rebecca Drive
Aylmer ON, N5H OA1
................................... ..Y.:..:..... .. "..:.::.g. ....G..�..:..:.Sa.. ..
Work 519-773-3164 1 Cell 519-643-8301
January 9, 2024
Carolyn Krahn & Abigail Moore
Economic Development & Tourism
Elgin County
450 Sunset Drive
St Thomas, ON N5R 5V1
Dear Carolyn & Abigail,
Subject: Empower the Future of Women in Leadership - Sponsorship Opportunity for the Elgin Women's
Leadership Conference 2024.
I hope this letter finds you well. I am writing to you on behalf of the Elgin Women's Leadership Conference, an
initiative established to foster leadership and empowerment among women in Elgin County. Our Women's
Leadership Conference is a beacon of inspiration, connection, and growth for aspiring and established women
leaders. As we prepare for our 2024 conference, we seek your support to continue making a significant
impact.
The theme for the upcoming conference is "Inspire. Empower. Connect." reflecting our commitment to
creating a platform where women can gain the skills, knowledge, and network needed to thrive in their
leadership journeys. Scheduled for April 27, 2024, the conference anticipates attracting over 100 attendees,
ranging from emerging leaders to influential professionals across various sectors.
Why Sponsor the Elgin Women's Leadership Conference by The Jean Collective?
• Visibility and Brand Alignment: Aligning with The Jean Collective, a Woman in Politics Initiative
positions your brand alongside a respected initiative dedicated to advancing women in leadership.
Your support demonstrates your commitment to diversity, gender equality and inclusion, resonating
with a broad, engaged audience.
• Networking and Engagement: The conference offers a unique platform for direct engagement with a
diverse group of women, providing an opportunity for meaningful interactions and the building of new
relationships.
• Brand Exposure: Sponsors will receive recognition before, during, and after the event through various
channels, including social media, event marketing materials, and during the conference.
Page 28 of 121
Sponsorship Opportunities:
We offer different levels of sponsorship, each with its unique benefits and opportunities for exposure.
Whether it's a keynote session, panel discussion, or networking event, your support can make a substantial
difference in the experience we offer. Please see the attached document for more information.
We believe that your support will not only enhance the quality and reach of our conference but also affirm
your standing as a champion for women's leadership and equality. Together, we can create an environment
that nurtures and celebrates the potential of every woman, "Making a difference one woman at a time."
Thank you for considering this invitation. We would be honored to have Elgin County as a part of this
empowering journey and look forward to the possibility of partnering with you to create an impactful and
memorable conference. Should you have any questions or wish to discuss this opportunity further, please feel
free to contact me at 519-643-8301 or email kathryn4aylmer@gmail.com.
Warm regards,
Kathryn Desrosiers
Committee Member
Elgin Women's Leadership Conference
"Making a difference one woman at a time."
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Page 29 of 121
Sponsorship Opportunities
Together, we can create an environment that nurtures and celebrates the potential of every woman.
"Making a difference one woman at a time."
Inspiration Sponsor $1000
Lunch sponsor recognition
Display table included
Four complimentary conference registrations
Opportunity for display/banner
Logo recognition day of event and on event materials: online (including possible link to website)
Opportunity to provide small promotional item
Empowerment $500
Coffee sponsor recognition
Display table included
Two complimentary conference registrations
Name recognition during event
Opportunity for display/banner
Connection Sponsor $250
Display table included
Opportunity to display banner
One complimentary conference registration
Page 30 of 121
:dilll � i 1'I
CONFERENCE
Page 31 of 121
ElginCounty
Report to County Council
From: Andrea Loughlean, Manager of Emergency Management & Elgin -Middlesex
Regional Fire School
Date: January 30, 2024
Subject: Legacy Wells Initiative
Recommendation(s):
THAT the report titled "Legacy Wells Initiative" dated January 30, 2024 from the
Manager of Emergency Management & Elgin -Middlesex Regional Fire be received and
filed.
Introduction:
In June 2023, the Ontario government announced its plan to invest $23.6 million to
develop a province -wide strategy that includes identifying and plugging old oil and gas
wells to keep communities safe. Part of this plan, was funding of $7.5 million over three
years to directly support municipalities in their efforts to reduce risks and enhance
emergency preparedness within their communities.
Subs'olace research
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Page 32 of 121
Ontario is embarking on a wide-ranging initiative with many interconnected pieces. It
should be acknowledged that municipalities can undertake only certain aspects of this
initiative as authority and expertise ultimately lie outside of local jurisdiction.
In July 2023, a consultation process was initiated by the Ministry of Natural Resources
and Forestry (MNRF) that involved municipal elected officials, senior management, and
a variety of municipal staff including planning, engineering, public works, legal, risk
management, fire, and others. Emergency management was added after the initial
process had begun.
Relevant Planned
Underway0d
Understand Risks
Risk Assessment-- expanding knowledge, identifyung areasof risk of gas migration (Aiming
to have maps to share with municipalities in Winter 2024)
Jurisdictional Scan,Olaterature Review- to understand how others throughout the world
manage similar challenges
w Thermal ,& Magnetic Survey - aid with the identification of undocumented wells i-Winter
2024)
Reduce Risks
Abandoned trWfarks program - (Doubling of funding for AWP over three years, Ongoing
review the Iprograirn to inake improvernents for loing-term sustainalhility.
Proposed Updates to the 0GSRA, .. Changes to remove limits on the money well operators
must provide the province as security, goungforward, for all wells where .a change is made.
(ERO No, 019• 7S'ft2 open for comment until October 16, 2023)
The MNRF has taken the lead on this complex and challenging issue, widening the
scope to include Petroleum Emergencies. Current focus is on the issue of Legacy Wells,
and how they can be the cause of Petroleum Emergencies, considering the Wheatley
Explosions, Bayham, Leamington, Norfolk County incidents, and others across the
province.
There are 1207 known legacy wells within Elgin County spread across six of our seven
lower tier municipalities — Aylmer being the exception — with the heaviest concentration
of wells in West Elgin and Bayham municipalities respectively. Legacy wells pose a
threat due to the potential to leak toxic and explosive gases, such as Hydrogen
Sulphide and Methane, as well as environmental contamination from Benzene and
Arsenic. This is especially critical when located in population centres and/or close to
structures. Most of those wells identified are located on private property with which only
the province has the legislated authority to enter onto and mandate measures to reduce
risks.
Page 33 of 121
Background and Discussion:
As a result of the consultation, a group of upper tier municipalities were selected for a
Year 1 Pilot Program, each eligible to receive up to $280,000. Elgin County, Brant
County, Chatham -Kent, Essex County, Haldimand County, Lambton County, Norfolk
County, Oxford County and Region of Niagara were selected. Eligible activities were
initially closely related to abandoned wells but were expanded to include a more
encompassing list of emergency management activities. Deadline for completion is very
tight, with all projects required to be completed in March of 2024. Locally, the lower tier
CAOs agreed that the County Emergency Management department would be best
suited to manage Elgin's efforts.
Year -One Objectives for Elgin County-
1 . Take appropriate steps to ensure the safety of responders and citizens.
2. Undertake an initial assessment of the potential risks in Elgin County.
3. Educate decision -makers and supporting agencies on types of petroleum
emergencies.
4. Train firefighters, other responders, and municipal staff on the hazards of legacy
wells with incorporation into their response protocols.
5. Enhance municipal emergency management programs to be better prepared and
equipped for the impacts of this type of community risk.
Year I Eligible ctivitie . Examples
Understand Risks
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Elgin County's approach focuses on the eligible activities presented by the MNRF.
These eligible activities have been adjusted by MNRF in September. This proposal was
drafted in such a way to provide for additional adaptation.
Page 34 of 121
Municipal jurisdiction over petroleum management or addressing petroleum
emergencies is limited to the municipal authority in emergency response. Municipalities
who experience an incident can be burdened with incident management coordination
and costs which can be significant, particularly where the incident may remain ongoing
for years if the source of the problem is difficult to locate. Municipalities that have
experienced significant incidents in southwestern Ontario in recent years have also
been subjected to legal proceedings with regard to their incident management, even
though the primary jurisdiction over oil and gas wells falls to the Province of Ontario.
It is felt that there should be consistent practice, including messaging, from our
provincial partners who have the authority to investigate and issue orders. Part of the
provincial initiative is to develop public education materials. Where there is no known
well owner, the responsibility under legislation falls on the property owner.
One of the challenges for property owners is that they may not know there is a legacy
oil or gas well on their property. Old wells that were plugged but have deteriorated over
time may be mapped by the Province in its oil and gas resources map, but the reliability
of that data is limited. Abandoned and orphaned wells are even less likely to be reliably
mapped. Where property owners do discover a legacy well on their property it may
impact their ability to insure their property. There is some availability for provincial
funding through the Abandoned Works Program, a fund operated by MNRF, to plug
wells that are discovered.
At present, there is no legislation pertaining to official plans, such as zoning bylaws and
land -use planning, that restrict or limit building on properties with known petroleum
wells. There is also no legislation that requires petroleum wells to be registered on title.
This report outlines the initial first year approach to the hazards of petroleum
emergencies. It acknowledges that municipal fire services and other front-line personnel
will normally respond to these types of incidents. Not often will an emergency call arise
which pre-emptively reports the existence of an abandoned well. Instead, fire services
often respond to reports of an odour complaint, detector sounding, or other residential
concern. Abandoned wells can be a hidden hazard to many of these responses with
poisonous H2S and Methane gases present and a risk of explosion being the primary
hazard.
While this funding program is certainly welcomed, there are a lot of factors that have
influenced our choice of activities in this submission. Some of these factors can also
impact our activities as we move forward.
1. Significant workload and expertise requirements were added part way through
annual municipal planning and budget cycles. The County's Emergency
Management Department, which incorporates the Regional Fire School, has
been assigned the coordination role for this initiative. Workload at the time of the
announcement, a staff vacancy, and an organizational review required the use of
an experienced emergency management contract employee. MNRF has
indicated that use of such a project manager was an eligible item for
reimbursement.
Page 35 of 121
2. Upper -tier governments coordinating for lower -tier municipalities do not typically
include single -tier municipalities which are within in the geographically defined
counties. In this case, we are working collaboratively with the City of St. Thomas.
3. The Legacy Wells discussion involves more than emergency management staff.
Planners, fire chiefs, public works, engineering/GIS, elected officials, and others
have been involved. Initial involvement, communications, and consultation were
somewhat fragmented. This has also resulted in a diverse approach by the pilot
program participants.
4. Provincial deadlines and funding cycle on this project do not coincide with
municipal processes. Year 2 initiatives will be released in February 2024 when
most municipal strategic plans and budgets have been completed.
5. Municipalities continue to be challenged to determine the standard for training for
firefighters on abandoned well safety and responding to Petroleum Emergencies
in general. Most volunteer firefighter training must be completed on evenings
and weekends. This must be scheduled in advance with personnel receiving
additional compensation for added training. This has the potential to impact the
municipal fire departments. Labour costs for personnel attending the training are
not an eligible item under the current program.
6. Our legal advisors caution that we should avoid any activities that pose a safety
or legal risk to the corporation.
7. Procurement of contracted services or equipment acquisition need to follow
county procurement policies which can be time-consuming and could impact the
meeting of the short provincial program deadlines.
8. Roles and responsibilities during an emergency need to be clarified by the
province (referenced Playbook and emergency plan template in provincial
initiatives). The EMO role as "the Window to provincial assistance" needs to be
solidified. Municipal responsibilities are outlined in the Emergency Management
and Civil Protection Act. Other than larger municipalities, resources are limited to
deal with the scope of Petroleum Emergencies.
9. Response, legal, consulting, and monitoring costs for incidents can be
substantial with no clear provincial funding programs in place to reimburse
municipalities.
Financial Implications:
This grant will provide up to $280,000 in 2024 for eligible activities.
All activities arising out of this initiative are proposed to be 100% funded by the grant
received from MNRF, there is no anticipated municipal cost or expense beyond those
funds in the first year.
Page 36 of 121
Alignment with Strategic Priorities:
Serving Elgin
Growing Elgin
Investing in Elgin
® Ensuring alignment of
❑ Planning for and
® Ensuring we have the
current programs and
facilitating commercial,
necessary tools,
services with community
industrial, residential, and
resources, and
need.
agricultural growth.
infrastructure to deliver
programs and services
® Exploring different ways
® Fostering a healthy
now and in the future.
of addressing community
environment.
need.
® Delivering mandated
® Enhancing quality of
programs and services
® Engaging with our
place.
efficiently and effectively.
community and other
stakeholders.
Local Municipal Partner Impact:
This complex issue requires time, expertise, and resources not currently available at the
municipal level. Having a county -level coordinator is a time -saving and effective method
of collaboration and co-operation. If the next two years of funding continues to support
project management, the costs of having an experienced emergency management
advisor available will not impact the county budget, and the levy to lower -tier
municipalities. That expertise will be especially important when contributing to and
reviewing the proposals offered by provincial ministries and agencies.
Municipalities should understand that once identified, they are responsible for managing
and, to a certain extent, resolving incidents. Incident costs initially are their responsibility
with provincial government reimbursement possibly coming later. As such, they should
play a vested role in this program. This will mean taking training, exercises, and
attending information sessions related to legacy wells and emergency management in
general.
Communication Requirements:
Conditions of the transfer payment program requires close collaboration with program
participants. This will be accomplished by discussions at the quarterly CEMC meetings
and municipal Emergency Management Program Committee meetings. Public
communications will have to be managed carefully, using materials designed and
provided by the province.
Conclusion:
The initial funding from the province is certainly welcomed. However, municipalities are
dependent on continued provincial initiatives to provide financial and technical expertise
to mitigate this risk. Unified provincial response resources and funding are key
components to dealing with identified high risk locations.
Page 37 of 121
All of which is Respectfully Submitted
Andrea Loughlean
Manager of Emergency Management &
Elgin -Middlesex Regional Fire School
Approved for Submission
Blaine Parkin
Chief Administrative Officer/Clerk
Page 38 of 121
,00009UVb19b u III ty
ElginCounty
Report to County Council
From: Brian Masschaele, Director of Community and Cultural Services
Date: January 30, 2024
Subject: Guidelines for Rural/Urban Public Library Systems, 4th Edition
Recommendation(s):
THAT Guidelines for Rural/Urban Public Library Systems (4th Edition, 2023) be
received as a reference document for Elgin County Library planning purposes.
Introduction:
The Administrators of Rural and Urban Public Libraries of Ontario (ARUPLO), the
organization representing most County library systems in Ontario, recently adopted
Guidelines�� a a �:������„��� �`I2: This report
provides an overview of changes made to the guidelines since Council received the 3rd
edition in 2017 and recommends that they be used as a reference document for future
library planning.
Background and Discussion:
Staff are pleased to report that ARUPLO's Guidelines for Rural/Urban Public Libraries
as attached have recently been revised and approved by the group in a 4t" edition. The
guidelines were first adopted in 2005 to fill a gap in library planning and performance
literature for multi -branch systems such as Elgin County Library. This 4t" edition reflects
constantly changing service needs for public libraries in Ontario and incorporates more
recent legislative considerations such as the Accessibility for Ontarians with Disabilities
Act (AODA) and post -Pandemic space planning considerations. The 4t" edition, like its
predecessors, is the product of extensive consultations with ARUPLO member libraries,
including Elgin County Library. The Director of Community and Cultural Services
serves as a member of the committee that led this process and acted as the primary
liaison with library planning consultants and an architect involved in these latest
revisions.
The Guidelines provide a roadmap for assessing the following branch service
components:
• Facility size (especially relative to branch catchment area / population served);
• Hours of operation;
Page 40 of 121
• Staffing levels (including appropriate education and training levels);
• Collections (including appropriate collection size for each branch and its
composition);
• User seating space;
• Technology (for both public and staff use).
Specific revisions incorporated into the 4t" edition include the following:
• Better alignment of guidelines with best practices;
• Integration of AODA and post -pandemic considerations, such as increasing
space for seating areas;
• Clarification that hours of operation pertain to staffed hours only and not self-
service options (such as kiosks);
• Less rigid consideration of public access computers as the primary means of
making software and on-line services available to the public and more focus on
other forms of technology that can facilitate this access such as loanable tablets.
Financial Implications:
Not applicable.
Alignment with Strategic Priorities:
Serving Elgin
Growing Elgin
Investing in Elgin
® Ensuring alignment of
❑ Planning for and
® Ensuring we have the
current programs and
facilitating commercial,
necessary tools,
services with community
industrial, residential, and
resources, and
need.
agricultural growth.
infrastructure to deliver
programs and services
® Exploring different ways
❑ Fostering a healthy
now and in the future.
of addressing community
environment.
need.
❑ Delivering mandated
® Enhancing quality of
programs and services
® Engaging with our
place.
efficiently and effectively.
community and other
stakeholders.
Local Municipal Partner Impact:
The guideline for facility size will be of particular interest to local municipal partners who
own the library's branch facilities. This information will be communicated to partners as
needed for future service and facility planning.
Page 41 of 121
Communication Requirements:
Not applicable.
Conclusion:
The ARUPLO Guidelines are just that, guidelines, as opposed to formal standards for
library service in a multi -branch system. As such, their application is discretionary.
Nevertheless, ARUPLO libraries have made the following commitments with respect to
these revised guidelines:
The guidelines and best practices describe an appropriate level of service for
ARUPLO member libraries;
The guidelines and best practices will be used on a regular basis by ARUPLO
libraries to evaluate current and future library service levels;
The ARUPLO Guidelines are uniquely positioned to assess service components
of multi -branch rural/urban systems as represented by ARUPLO members unlike
other library planning literature.
In the coming months, staff will bring forward to Council an analysis of the performance
of the library's ten branches relative to these guidelines should Council receive this
most recent edition. ARUPLO members are also committed to engaging in a peer
benchmarking exercise in 2024 utilizing this latest edition.
All of which is Respectfully Submitted Approved for Submission
Brian Masschaele Blaine Parkin
Director of Community and Chief Administrative Officer/Clerk
Cultural Services
Page 42 of 121
dM�
ARUPLO
Guidelines For Rural/Urban
Public Library Systems
4t' edition
Adrninistrators of Rural
and Urban
Public Libraries n° ri
Remed Rine, 1 13
1. Introduction................................................................................................................... 2
The Intended Use of the Guidelines.....................................................................................................................2
2. Trends and Changes in Rural/Urban Ontario................................................................... 3
RuralSustainability..............................................................................................................................................3
Libraries' Role in Rural Sustainability and Community Wellbeing.........................................................................4
3. Definitions..................................................................................................................... 5
BranchDefinitions...............................................................................................................................................5
Catchment Area / Population Served....................................................................................................................6
4. Guidelines and Best Practices......................................................................................... 7
4.1 Facilities.......................................................................................................................................................7
4.1.1 Guidelines............................................................................................................................................7
4.1.2 Best Practices.......................................................................................................................................8
4.2 Hours of operation.........................................................................................................................................9
4.2.1 Guidelines............................................................................................................................................9
4.2.2 Best Practices.......................................................................................................................................9
4.3 Staff..............................................................................................................................................................9
4.3.1 Guidelines............................................................................................................................................9
4.3.2 Best Practices.....................................................................................................................................10
4.4 Collections...................................................................................................................................................11
4.4.1 Guidelines..........................................................................................................................................11
4.4.2 Best Practices.....................................................................................................................................12
4.5 User Seating................................................................................................................................................12
4.5.1 Guidelines..........................................................................................................................................12
4.6 Technology..................................................................................................................................................13
4.6.1 Guidelines..........................................................................................................................................13
4.6.2 Best Practices.....................................................................................................................................13
5. Summary of Guidelines by Branch Type........................................................................ 14
Appendix A • Sample of Branch Space Guidelines............................................................ 15
BranchSpace Guidelines...................................................................................................................................15
Reference Sheet for Branch Space Guidelines....................................................................................................16
Appendix A • Additional Resources.................................................................................. 17
Acknowledgments............................................................................................................ 18
The Guidelines for Rural/Urban Public Library Systems are a
developmental tool for rural/urban and county libraries. The
Guidelines are expressed as targets for a library to provide
an appropriate level of service for its community. They have
been developed by the library administrators of ARUPLO
public libraries based on:
• Their considerable collective expertise;
• Comparative data and research regarding other
jurisdictions;
• Trends and changes in rural/urban Ontario.
Guidelines are generally regarded as quantifiable and can
be benchmarked. They are recommendations as to how
things should be done. Best Practices represent what is
well done by peers and what should be an aspiration by
those looking to be a site of excellence.
Municipal libraries must conform to provisions of the Public
Libraries Act, the Municipal Act, Accessibility for Ontarians
with Disabilities Act, and other relevant legislation and
are accountable to the communities they serve. (The term
"municipal libraries" herein references interchangeably
county, union, and municipal libraries.)
Reports on general efficiency and effectiveness of service
delivery are annual requirements for all municipal libraries.
However, there is also a need for more specific guidelines
and best practices relevant to rural/urban public libraries in
Ontario.
These guidelines build on and are supplementary to the
Ontario Library Gui elir�es.
'The Intended Use of the G ullidelll!
ARUPLO Libraries have made the following commitments
with respect to the guidelines:
The guidelines and best practices describe an
appropriate level of service for ARUPLO libraries;
• The guidelines and best practices will be used on a
regular basis by ARUPLO libraries to evaluate current
and plan future library services;
• While the guidelines and best practices will be used in
conjunction with other similar products, including the
Ontario Public Library Guidelines, they are considered
most applicable to the multi -branch rural/urban nature
of the ARUPLO library systems.
2. Trends and Changes in RL,jral/Urban Ontario
The Guidelines for Rural/Urban Public Library Systems identify appropriate service levels that reflect the changing nature of
municipalities and public libraries serving rural and rural/urban Ontario. Rural/Urban Ontario refers to those communities
that are close to larger urban centres and that have integral service, schooling and shopping relationships with urban areas.
Rural Sustainability
Changing demographics are placing increasing pressures on the sustainability of rural communities, including the ability
to provide an array of services, such as public libraries. The face of rural communities is changing rapidly as a result of
increased urbanization across Ontario, an aging and increasingly diverse population, and the impact of technology and
remote work and education on rural lifestyles. Rural communities need to find creative ways to sustain themselves and
ensure that services can meet growing needs and expectations.
Factors affecting rural sustainability include:
1. Rural life is based on much more than agriculture; 9. Cottages and seasonal residences are being
only a small percentage of rural residents work renovated to become permanent and retirement
in agriculture. Much of modern agriculture is homes. The growth in work -from -home arrangements
industrialized, intensified and automated. has intensified this trend.
2. Dominant rural employment is small to medium-sized
manufacturing and services.
3. The ability to provide high-speed connectivity
and communications infrastructure supports
rural employment in knowledge -based, cultural,
and creative occupations, increasingly through
telecommuting and working from home. While
highspeed Internet is becoming more readily
available in rural areas, issues of affordability remain
a serious barrier for low-income residents.
4. Many rural residents commute to a city for work,
work from home, or are self-employed. Rural
entrepreneurship is on the rise.
5. The influx of ex -urbanites to rural areas in search of
more affordable housing and/or desirable lifestyle
change is intensifying due to the post -pandemic rise
in work -from -home arrangements. New residents
to rural areas bring increased diversity and broader
service level expectations reminiscent of what they
enjoyed in larger urban communities.
6. While many ARUPLO member municipalities are
experiencing rapid growth, others are not, with some
seeing declining population numbers, thus creating a
disparity in availability of growth -related funding.
7. Out -migration continues as young people leave rural
areas for post -secondary education and tend not to
return due to greater employment opportunities in
larger urban centres.
8. Escalating housing costs and lack of affordable
supply are impacting rural residents' housing choices.
10. Part-time and seasonal residents, particularly in high
tourist areas, require access to library services and
should be accounted for in population calculations,
regardless of how Ministries or Census Canada
counts these residents.
11. There is increased focus and investment in outdoor
and tourism -based economic and social activities
(eco-tourism, culinary/agri-tourism, trails systems,
outdoor sports amenities).
12. Needs of an older adult population require
investment in infrastructure for age -friendly housing,
social and recreational services, long-term care, and
health services.
13. Lack of public transit options creates car dependency
and mobility problems for lower income, student, and
other populations experiencing barriers to accessing
services.
14. There is a shortage of recreational opportunities for
children and teens.
15. There is increasing rates of homelessness, precarious
housing, and mental health issues, senior isolation,
food insecurities, and the need to support vulnerable
populations in rural communities.
16. Traditional rural society was based on social
gatherings and relationships, community involvement
and volunteerism. Fewer community connections
and declining volunteerism are threatening
traditional rural social institutions.
Provide services to those pursuing education through
home schooling, distance education, and on-line
learning.
Provide the technological tools and a climate of
discovery to ensure that rural communities have access
to new and emerging technologies and a place to learn,
explore and collaborate.
Build relationships with local business communities and
organizations. Provide access to business information
resources and promote library spaces and services to
home -based businesses and local entrepreneurs.
Facilitate the use of library spaces by community
agencies to address the needs of vulnerable populations.
Effectively communicate the library's impact to local
government leaders and partners.
uilding a sense of connection to the community for residents is challenging, given
that it requires involvement and investment, and it is not always clear how to start
or where to go. The social constructs for community participation, including public
brary service, have to be able to understand, appeal to and f it with residents'
interests and fifestyles.
The public library has a role in bridging social capital s a shared and accessible public
space, the library can bring together diverse people, facilitate civic engagement, and
help create a stronger community.
L.iii IIr bill' RoIlle in Rur III t iii iii III iii-ty and Colmilmunill-ty WeIIII11belling
The library system contributes to municipal strategic initiatives through a strategic plan which:
• Reflects the vision in the municipalities' planning documents;
• Contains strategies that are complementary to those contained in the municipalities' strategic plans;
• Positions the library as an integral partner in community development.
The key to rural development and rural sustainability is a more informed, innovative, and inclusive community. The Ontario
Public Library Guidelines state "The library has established partnerships with other organizations in the community in
order to coordinate resources and actions, thereby jointly improving service to the community (e.g. with schools, literacy
programs, chambers of commerce, heritage groups, government offices, and advocate groups)."
To help address the factors affecting rural sustainability, the library needs to:
1. Provide all residents with equitable access to quality 8.
information through connectivity and a comprehensive
range of online resources and databases.
2. Facilitate the delivery of government services, as a local 9.
access point in the community providing trained staff,
connectivity, and navigational assistance.
3. Locate library facilities in existing village and town clusters
or rural service centres in order to maximize opportunities 10.
for co -locations and community hub models.
4. Practise community -led librarianship to develop and
maintain relationships, understand needs, and share
resources. Participate in community organizations and 11.
events.
Work with community agencies in the delivery of 12
programs and resources that build and strengthen
literacies and innovation.
Arrange for reciprocal borrowing arrangements with
neighbouring city, town, and county library systems in
order to serve residents who commute outside of their
home community to work.
Form partnerships with local schools and post-
secondary institutions, including reciprocal borrowing
arrangements, to support student success and promote
the use of public library services.
3. Definitions
Guidelines define a level of service or a preferred manner of delivering a service that can be measured and is adopted
as a minimum target appropriate for all ARUPLO libraries. Guidelines are expressed as targets for a library to provide an
appropriate level of service for its community. Examples of guidelines include size of library space, open hours per week,
and number of items in a collection. It is important to note that what is presented here are guidelines and not standards.
Standards are mandatory and imply active monitoring and some form of sanction for not meeting them. Guidelines are
discretionary and outline recommended ways to provide service within measurable categories.
Application of these guidelines is important for internal planning purposes and also to serve as a benchmarking tool
relative to other systems.
Best practices describe an optimal level of service or manner of providing services that may or may not be measurable.
In addition, it is acknowledged that unique local circumstances may affect the validity or importance of a best practice
and they may not apply to all library systems in every circumstance. Examples of best practices include space and staff
allocations for services to special groups.
In earlier editions of the ARUPLO Guidelines, Guidelines and Best Practices were listed separately in the document. In this
version they are combined within each guideline section for easier reference.
*Both Branch Definitions and Catchment Areas are recognized as problematic,
and local circumstances and rationales that fit the community's unique situation
can override strict adherence tot the guidelines.
Il r nch Definitions
Many multi -branch systems serving rural areas seek
creative ways to provide service to a variety of different
communities. Service delivery options may be known
locally as deposit stations, satellites, bookmobiles'' book
lockers, kiosks, among others. Service locations which fall
significantly below guidelines may still be referred to locally
as "public libraries" or "library branches", in recognition
of their long-standing status as such within the community.
However, it is neither feasible nor desirable to try to create
guidelines for solutions that attempt to address unique
and local circumstances. Every library system will have
to address its own rationale for the existence, creation,
or "grandfathering" of such local solutions. As a best
practice, it is highly recommended that any such
options be dealt with in the context of the system's
strategic planning process and articulated in a service
delivery plan.
For purposes of this document, four types of
branches have been identified:
• Small Branches;
• Medium Branches;
• Large Branches;
• Urban Branches.
Each type can be determined by attributes including
population size, local economic activity, and seasonal
demand. It is up to each system to determine which
branches it wishes to classify as small, medium, large or
urban based on the strategic role that each branch plays
within the system as a whole. Inability to meet one or more
of the guidelines does not preclude it from being considered
in a certain category if it meets most other guidelines.
Further, libraries may assign particular roles to specific
branches, for example: functioning as a resource library to
other smaller branches or a broader catchment population;
hosting a makerspace or local history collection; or offering
space for community partners' outreach programming.
tc imen Ire / PopullIation Served
The catchment area is the area from which users are drawn to a particular library service point. Catchment areas and the
population contained therein can be determined by branch library surveys, census data, information from county or municipal
offices, Canada Post postal code areas, and the information collected by school boards. Some libraries apportion the catchment
population based on percentage of library cards affiliated with each branch, percentage of circulation of physical materials per
branch, acknowledging that many borrowers use more than one branch or may use online resources exclusively.
The following are the general guidelines for branch catchment areas/population served:
Local considerations are a critical component of determining catchment area/population served and whether a branch is
considered small, medium, large or urban.
Examples of Local Considerations
A branch may serve an immediate population of less
than 10,000 people, thereby putting it in the medium
category, but be considered a large branch by the
system because it serves a strategic role such as having
a larger collection, hosting system -wide functions such
as inter -library loan or providing space for enhanced
programming opportunities, Makerspaces, or non-
traditional collections.
Branches located in high tourist areas have an influx of
visitors, whose needs must be supported, therefore their
numbers need to be considered.
Branches located in cottage country or popular rural
areas may also have seasonal or weekend residents,
who are not tourists, who also use the public library.
• Tie-ins between the library and economic development
factors, e.g residents of neighbouring municipalities
may in fact identify your branch's community as their
"Community of Interest".
• A multi -branch system may have a mixture of types of
branch within its member municipalities, with the strategic
roles of each branch articulated in a service delivery model.
The catchment area/population served of each branch
therefore becomes less relevant against its unique strategic
role and the relationships between branches within a
"community of communities".
I
.1 Fadities
4.1.1 Guidelines
Library facilities should be developed to meet local community needs, library service strategies, projected populations and
compliance with the Accessibility for Ontarians with Disabilities Act, building standards, other regulations and municipal
policies. The following is a general guideline for the range of size for each library type:
Till, ill,, I,
Net library space
square footage (s.f.)
21500 — 5,000 5,000 —� 10,000 10,000 — 35,000
Branch size is also affected by components such as programs, special collections, and other add -on functions attributed
to the branch by the library system, for example an enhanced role as a resource library to other branches or service
areas. Space may also be shared space such as library and gallery, or library and arena, or library and system storage/
administration. In these cases, net library space is the space allocated for library services including programming spaces in
the library, collections, gathering areas, seating, staff areas, and library storage, etc.
Additional non -assignable space is required for public washrooms, utilities, stairwells, elevators, corridors, foyers, custodian,
closets, mechanicals, etc., which will vary based on the type of building. This is generally allocated at 27-30% in addition to
the above net space required.
4.1.2 Best Practices
Space Allocation by Function
• User Seating: 5 user spaces per 1,000 capita @ 35 s.f.
per user space
• Children's Area: self-contained area of 20 — 30% of the
library's assignable area
• Teen Area: 10% of the library's assignable area
• Staff work space:15% of the library's assignable area
Generally, the facility should be large enough to provide
at least 1 s.f. of assignable space per population served or
is projected to serve beyond minimum guidelines (e.g. if
the catchment area is or will be 20,000 people, the facility
should be 20,000 sq. ft. minimum).
Additionally, this calculation accounts for flexibility of type
of space and seating, as well as providing more buffer
space between individuals.
Branch Location
Members of the public travel no more than 30 minutes
in a motorized vehicle under normal driving conditions
to access basic library services offered by their municipal
library system or by another municipal library system with
reciprocal borrowing.
Flexible spaces
With the growing need for meeting spaces and creative and
collaborative spaces, library spaces should be as flexible
as possible to allow for reconfigurations as needed. This
should guide the choice of furnishings and equipment
(e.g. mobile shelving which can be moved by staff for
programming flexibility) as well as space design.
Universal Accessibility
Branch libraries should strive to be as accessible as
possible, not only to meet the requirements of the the
Accessibility for Ontarians with Disabilities Act, but in the
spirit of providing welcoming space for everyone, such as
families with strollers, individuals with low vision, mobility
issues, etc. The following diagram demonstrates enhanced
accessibility in shelving design.
Universally Accessible.
hn{ving IDes gri
TrarliitionM Ubriry
Shelving Design
Libraries can also address ease of access with sloped lower
shelves as illustrated in the following photo.
Shelving should be no more than 60 inches high and have
electrical wiring on end caps for enhanced wayfinding/
installation of OPACs.
4.2 Hours of operation
4.2.1 Guidelines
Public libraries operate in a 24/7 environment. The hours of operation for a system, including virtual hours, have to begin to
approximate a 24/7 model to meet public expectations. Improved 24/7 service can be accomplished through virtual library
services, online resources, and outdoor access to Wi-Fi at library locations.
The single greatest barrier to library use as reported in community needs assessments is open hours of operation. Staffed
library hours of operation must be available in order for a library to provide an enhanced mandate of government services
provision, information and technology assistance, literacy -based programming, and community gathering place. Library
hours should be allocated to meet community needs. Minimum hours of operation by library type for a staffed "bricks and
mortar" library are as follows:
Hours of operation 20-25
per week over 4 days per week
4.2.2 Best Practices
The library will consider creative ways of increasing hours (for example, after-hours enabled access using self -serve
technology) for people whose needs cannot be served during traditional open hours.
4.3 Staff
4.3.1 Guidelines
With increasing public expectations, technology -based
services and operations, and the rapid pace of change
in library services, all library staff positions require
formal library education and training. The guidelines
indicate both the minimum number of staff and their
professional qualifications. These guidelines are based
on the organizational, communication and operational
challenges of staffing a multi -branch system and ensuring
a professional team is in place to deliver and manage all
functional requirements of a library system providing a
full range of library services. In addition to meeting public
service needs, consideration must be given to staff safety
concerns such as working alone and the need to provide
off -desk administrative time.
Definitions:
Professional librarians are defined as having a Master's degree
in library/ information science from an accredited university.
Library technicians are defined as having a diploma in
library techniques from a community college.
The EXCEL Certificate in Managing a Small Public Library is
an online program for library workers without formal library
training who wish to acquire core skills in all areas of public
library service. It is administered by the Ontario Library Service.
The Advancing Public Library Leadership (APLL) Institute is
a combination of in -person and virtual sessions for library
CEOs, managers, and aspiring leaders who wish to expand
their organizational leadership capacity. It is administered
by the Ontario Library Service.
FTE = Full-time equivalent. (35 hours per week)
Each library system has professional librarians that are used on
a system -wide basis. This helps ensure that branches receive
equitable access to resources, reduces duplication, and relieves
workspace pressures by centralizing some functions.
Qualifications of
Branch Supervisor
Qualifications of other
staff
Library competency,
e.g. post -secondary
plus EXCEL, Library
Techniques
4.3.2 Best Practices
is administration
cerTiT`caTion
2 additional
professional librarians
or a combination
of additional
professional librarians
and/or appropriate
paraprofessionals,
relevant to the
requirements of the
positions
Given the complexities of managing multi -branch library systems, it is recommended that the CEO hold an MLIS degree or
equivalent, and in addition to that, further training such as APLL and/or other public administration certification is highly valued.
In accordance with the service levels of each category of branch, administrative time should be included in the staffing FTE,
to allow for the completion of duties not able to be accomplished while providing direct public service during branch open
hours. As an example, for every 20 hours scheduled on -desk, up to an additional 20% (or 4 hours) is allotted for branch
administrative duties.
The library encourages and provides opportunities for continuing education and training for its staff and makes provision for
this in its policy, its long-range plan, and in its professional development budget to an amount not less than 1 % of the total
staff budget (e.g. by providing any of in-house training programs, financial or other support for staff to enroll in the EXCEL
Certificate, APLL, and to attend library conferences and other training programs and events). Staff wages for training are not
included in the professional development budget. Cross functional, system -wide training is recommended for all staff.
4.4 CoHections
4.4.1 Guidelines
An appropriate collection is a broad and diverse variety of materials offering equitable access to ideas
and information. Each library's collection practices remain responsive to specific community needs.
Collection materials include a variety of physical, print and digital formats, and system -wide electronic resources. Resources
are shared among branches:
• Every library system has a delivery system in place to move items from one location to another.
• Every library system has Collection Exchange procedures to refresh branch collections for browsing. This may consist of
regular exchanges, or floating or rotating collections.
Collection size:
Many libraries are decreasing the size of their physical collections. Reasons for this include but are not limited to:
• growing use of and demand for digital resources;
• downward trends in use of print and AN collections;
• publishing trends including rising costs of print materials;
• need to repurpose collection space for other library functions;
• replacement of shelving to comply with accessibility standards resulting in decreased capacity.
In spite of these trends, physical or print publications will continue to be an important component for ARUPLO communities.
Alternate collections (e.g. Library of Things) are not included in this Guideline given their larger space requirements and the
common practice of storing such items centrally. However, each branch and central location should be prepared to store,
promote, and grow their Library of Things with content and collections specific to their local communities' needs and interests.
As a growing trend in library services, these needs should be monitored locally and be included within Strategic Planning.
The guidelines refer to the number of Print and AN items located at each branch.
6,000—12,000
4.4.2 Best Practices
• Adult/Children mix of Print and AM In general,
two-thirds of a branch library collection consists of adult
material with one-third consisting of children's and
young adult material.
• Online and Alternate Collections: A minimum of 25%
of the acquisitions budget is spent on non -print formats
including E-Collections, online databases and multi -media
45 User Sea -tiling
4.5.1 Guidelines
• Acquisitions: Each branch has an up-to-date collection,
with a minimum of 50% of the materials purchased or
published within the last five years.
• Shared or Consortial Collections: In order to provide
the best possible access to digital resources, libraries
participate in shared or consortial E-Collections.
• Resource Sharing: Library users receive requested
items identified as available within another branch in
the library system within 3 — 5 working days.
User seating should be flexible and interchangeable to meet community needs. This includes seating for reading and
independent work as well as collaborative activities, and seating for computer use, both library workstations and seating for
Wi-Fi-enabled use of patrons' devices. Seating for separate meeting/conference rooms is not included in this guideline.
A general rule of thumb for barrier -free seating is that all libraries should provide some barrier -free seating of at least two
units up to 80 seats, and 3% of the seating capacity with over 80 seats.
The guideline for the number of seats, including computer seating, is an intentionally broad range, in recognition of the fact
that specific branches will have different roles and service levels within their library system. In general, a branch may offer:
• fewer user seats if the branch encourages shorter visits for browsing; with a greater proportion of floor space required
for collections;
• additional seats if the branch offers spaces for long-term uses such as individual and group study.
Number of seats, including computer seating:
12-30
60 — 200
4.6 TechWogy
4.6.1 Guidelines
• indoor and outdoor Wi-Fi for public use;
• access to training in how to use the electronic resources,
Every library system should provide:
• access to an Integrated Library System which includes'a
public access catalogue of library holdings;
• an Internet presence that provides access to Web -based
information sources (e.g. information about the library,
library catalogue, virtual reference services, government
and municipal information, community information, links
to other library collections, on-line databases, etc.), and
trained staff to assist the public in the effective use of
these information sources;
• an active social media presence;
• access to emerging technologies and maker technology;
• digital literacy education programs to develop staff's
and the public's digital competencies.
Each library branch should provide:
• the very best Internet service that is available;
• in -branch access to workstation hardware appropriate to
that branch's needs;
technology, and alternate resources offered by the library;
• the ability for the user to duplicate (copy, print, etc.)
from the Internet or online content or images;
• appropriate technical infrastructure to support the full
range of staff operations;
• access to reliable telephone service (e.g. cellular or
landline).
4.6.2 Best Practices
As a minimum threshold, each branch should have three
public access workstations or a combination of PAC
workstation and device stations.
The number of public access computers/device stations
required will depend on each branch community's level of
access to computer technology and Internet service, and the
prevalence of patrons' use of their own devices in the branch.
5 Summary of Guidelines by Branch Type
Net library space
Hours of operation
per week
Number of days
per week
Staff Complement
Qualification of
Branch Supervisor
Qualification of
Other Staff
Number of items in
physical collection
User seating
2500 s.f. 5,000 s.f. 5,000 s.f. 10,000 s.f. 10,000 s.f. 35,000 s.f. 350.
20 25 25 45 45 65"
4 4
Library competenci
e.g. post-secondar,
plus EXCEL, library
techniques.
12 30
6 7
5 FTE 17.5 FTE
Professional 'librarian
and APLL or other
public administration
certification
2 additional
professional librarians
or a combination
of additional
professional librarians
and/or appropriate
paraprofessionals,
relevant to the
requirements of the
positions
24,000 50,000
60 200
Computers 3 3 3
Appendix m Branch Guidelines
Branch C a iii Ill !lines
1. This spreadsheet can be used for planning purposes for new or renovated branch libraries and adjusted to meet local needs.
Component
Collections
Collections @ 7 vol/s.f.
(.14 per vol.)
840
1,680
1,680
3,360
3,360
7,000
7,000
Local history
I
1 100
1 100
1 200
1 200
1 400
1 400
Public Service Areas
User seating*
@ 35 s.f. ea.
420
1,050
1,050
2,100
2,100
7,000
7,000
Public computers*
@ 35 s.f.
105
105
105
105
105
105
105
Program Room(s)
450
450
750
750
1,500
2,000
Meeting Room(s)
200
200
400
400
Study Room(s)
100
100
200
200
400
400
Maker Spaces)
100
150
1 300
300 J
500
1 500
Staff Service Areas
Service/circulation desk(s)
175
250
250
350
350
500
500
Work room
200
300
300
500
500
800
800
Storage
100
150
150
200
200
300
300
Branch Manager's office
150
150
150
150
150
Other Professional offices
100
200
Staff lunchroom
and lockers
100
100
100
200
200
350
350
Staff washroom
(barrier -free)
150
150
150
150
150
150
150
Areas highlighted refer directly to ARUPLO Guidelines.
* Program rooms and meeting rooms can be variously configured with dividing walls, and should include kitchenette
facilities and their own storage areas for furniture and AN equipment.
Components total
2,090
4,535
4,735
8,765
8,765
19,655
20,255
"Per -capita approach,
2,500
5,000
5,000
10,000
10,000
35,000
35,000
for comparison (net)
Both the Components Approach and Per Capita Approach would require 27 - 30% additional space for non -assignable use.
Reference SII t for Il Branch iii !lines
Number of items in
physical collection
User seating
Computer seating
Branch Space Guidelines
Minimum Range
6,000 12,000
12 30
3 3
Minimum Range
12,000 24,000
30 60
3 3
Minimum Range
24,000 50,000
60 200
3 3
Minimum Range
Libraries should consider their specific needs when developing or assessing the requirements for each branch
library. The space requirements (unit sizes) used are the consultants' and architect's recommendations based on experience
and barrier -free access. They were originally taken from the book, Making the Case for Your Library Building Project, published
by the Southern Ontario Library Service in 2010, If tt s;//resources,olsc�rvice,fs"k ca/Id.. Iar tgat id-34842770 and subsequently
updated to reflect current library trends and barrier -free requirements and goals.
Area
Unit Sizes (s.f.)
Notes
Collections
0.14
Blended collections. Accessible shelving.
User seating
35
Blended seating, assuming a mix of lounge and desk.
Some might need 40 s.f. for barrier free.
Program Room
15 per user
Minimum to accommodate a class of 30 students. May
also include kitchenette and storage.
Group study room
165
1 table and 6 chairs
Additional spaces
Unit Sizes (s.f.)
Also to consider Library Cafe, Friends' book shop,
literacy centre, maker spaces, etc.
Staff service/circ
175 per staff
Emerging trend for a smaller service desk, roaming staff,
self check-out stations.
Assumes some tech and support services provided by
Workrooms
100
admin offices elsewhere. Includes private offices as
required.
Staff lunchroom
35 per staff
Branch libraries may have several part-time staff, need
to plan for not just FTE.
Corridors, foyer, waiting areas, public washrooms,
Non -assignable
including universal. Loading areas, garbage, recycling,
o
27 /o
custodian, storage, closets. Wall thicknesses, building
spaces
services, chases, mechanical. Assumes single storey
building, FADS standards.
Appendix A * Additional ResOUrces
Planning documents are available to assist with ensuring public libraries meet their local needs. Some examples of these
documents follow, in no particular importance or order. Documents retrieved April 2023.
Ontario Public Library Guidelines Monitoring and Accreditation Council. Ontario Public Library Guidelines. Updated annually.
t"t Hon .a" 1.ACigp!AbtLcfihgirySuudernes.cad
Southern Ontario Library Service. Making the Case for Your Library Building Project. 2010.
t[itt.piHresoLArces.o�service.ca/ld i Q0LIL nt. icL--.3484Z 70
City of Brantford, 2010 Facility Accessibility Design Standards.
Province of Manitoba. Municipal and Regional Public Library Standards and Guidelines.
�s/dqiL/ e -web..Pdt
Alberta Government. Best Practices for Public Libraries in Alberta. 2018.
li�tt . s.//D., t4g rta . ca [A�Qcfi rlsL9780778592891-2018
Wisconsin Department of Public Instruction. Wisconsin Public Library Standards, 6th ed. 2018.
HNALpdf
Australian Public Library Alliance. Standards and Guidelines for Australian Public Libraries. 2021.
Liqp�s/ki�tad 9.qr jefines-austrafip �cj rar e -ML!b i4s-
i __Loay-2Q1
People Places: a guide for planning public library buildings. State Library of New South Wales, 2022.
s LnsM" qvqq1ptAbj i cd i b e
-0—_Egy--g-Lv___uges/ ) t-
_pg91-1 -Pls
Dahlgren, Anders C. Public Library Space Needs: A Planning Outline. 2009.
Vinjamuri, David. Library Space Planning: A PLA Guide. Public Library Association, 2019.
Li tt � 11 -Dg:da--% ide /0E2%80%94eedifio ---p f e--b ps"HwwwAastore. o /content./fibira -s qck-I)Wi1i ns
q!— -- ry --- P -- L-2 - -L —
This document was developed by the Administrators of IRural and Urban l�lublic librairies of Ontario (ARUPLO), representing
........................................................................................................................................................................................................................................ - — -
twenty public library systems consisting of rural and urban branch libraries serving hundreds of communities with a
population of over 1.5 million people.
Representatives of these public library systems completed a survey of how they have used the ARUPLO Guidelines in the
past and participated in an all -day workshop to develop this fourth edition.
The Steering Committee consisted of Brian Masschaele (Elgin County Library), Tania Sharpe (Chatham -Kent Public Library)
and Sabrina Saunders (Blue Mountains Public Library). Beth Ross and Lisa Miettinen were the consultants, assisted by Jason
Morgan, President and Senior Architect, Allan Avis Architects.
"Wellington County prides itself on its beautiful library spaces. The ARUPLO
guidelines have proven to be a key resource to us whether we are renovating an
existing building or building a new one."
Wellington County Library Board
ElginCounty
Report to County Council
From: Peter Dutchak, Director, Engineering Services
Date: January 30, 2024
Subject: Elgin Manor Waste Water Treatment Plant - Request for Additional Capacity
Recommendation(s):
THAT the County of Elgin accept an increase in sewage flow from the Southwold Public
School to be treated at the Elgin Manor Waste Water Treatment Plant as requested by
the Thames Valley District School Board, and;
THAT staff be directed to update the existing service agreement between the County of
Elgin and the Thames Valley District School Board in order to be consistent with other
agreements and to reflect the current cost recovery formula.
Introduction:
The County of Elgin has received a request from the Thames Valley District School
Board (TVDSB) to increase the sewage allocation for the Southwold Public School to be
processed at the County's wastewater treatment plant (WWTP) located at the Elgin
Manor Long -Term Care Home (see attached letter). The County's WWTP operator has
assessed the anticipated future demands of the existing plant, including the requested
additional sewage allocation and has concluded that sufficient plant capacity exists to
accommodate the request. This report discusses the current conditions and staff's
support for the TVDSB's request.
Page 63 of 121
Background and Discussion:
The Elgin Manor WWTP was constructed in 2006 with an approved rated flow capacity
of 100m3 per day. In 2013 the County of Elgin accepted the wastewater flows from the
Southwold Public School across Fingal Line via a forcemain and dedicated pumping
station located on TVDSB property to the WWTP. The school had previously relied
upon a septic tank and the bed and required increased sewage capacity for a planned
expansion. A service agreement was executed that now charges the TVDSB fees
based on actual flows and a treatment rate calculated from the County's actual
operating costs.
In 2022, the WWTP began accepting sewage flows from the Royal Oak Seniors Living
Complex located next to Elgin Manor. An agreement between the County and Royal
Oak now exists that charges user fees based on actual flows and a treatment rate
based upon operating, amortization and administrative costs (20%).
The Ontario Clean Water Agency (OCWA) is the County's operator of the Elgin Manor
WWTP under formal agreement. Staff has met with OCWA and requested a thorough
review of existing and anticipated future sewage flows from all three serviced properties
(Elgin Manor, Royal Oak and Southwold Public School) to determine if the request from
the TVDSB could be accommodated (see attached letter).
This review has confirmed that the WWTP is currently operating at approximately 54%
of the approved rated capacity. When anticipating the additional student population
flows as requested by the TVDSB, and considering full occupancy flow rates from Royal
Oak, the WWTP is expected to operate at 70.8% capacity. Once WWTPs operate at
80% of their rated capacity, the Ministry of Environment, Conservation and Parks
(MECP) requires owners to begin pro -active planning activities for expansion.
Therefore, under future full occupancy flow rates, the Elgin Manor WWTP can
accommodate the additional student population and the request to increase the sewage
allocation to the Southwold Public School. Additionally, the anticipated future full
occupancy capacity is less than 80% of the WWTP's approved design capacity and
therefore will not trigger expansion planning activities by the County. Staff therefore
supports the request of the TVDSB and recommends to update the existing service
agreement to more accurately define how recovery costs are calculated and charged.
Financial Implications:
The existing service agreement is recommended to be updated to ensure that actual
costs absorbed by the County of Elgin to treat wastewater from other parties are fully
funded. No additional costs are anticipated.
Page 64 of 121
Alignment with Strategic Priorities:
Serving Elgin
Growing Elgin
Investing in Elgin
® Ensuring alignment of
® Planning for and
® Ensuring we have the
current programs and
facilitating commercial,
necessary tools,
services with community
industrial, residential, and
resources, and
need.
agricultural growth.
infrastructure to deliver
programs and services
® Exploring different ways
❑ Fostering a healthy
now and in the future.
of addressing community
environment.
need.
❑ Delivering mandated
❑ Enhancing quality of
programs and services
® Engaging with our
place.
efficiently and effectively.
community and other
stakeholders.
Local Municipal Partner Impact:
None.
Communication Requirements:
That the TVDSB and Township of Southwold be informed of Council's decision.
Conclusion:
The TVDSB is anticipating enrolment growth at the Southwold Public School and has
requested additional sewage flow be treated by the County's WWTP to meet their
needs. A review of capacity flow rates from all users of the WWTP was completed by
the County's plant operator and this confirmed that the TVDSB's request can be
accommodated. Staff therefore supports the request and recommends that the existing
agreement be updated to define how recovery costs are calculated and charged.
All of which is Respectfully Submitted
Peter Dutchak
Director, Engineering Services
Approved for Submission
Blaine Parkin
Chief Administrative Officer/Clerk
Page 65 of 121
^N��i+�nmuunnn�wx......
0 1
iR�noummom�' „�snN,��m�w
°�.wu��m000�ium; rye„ ano�"�o DOSTRIMCT SCHOOL
Ryan Terpstra
Manager of Corporate Facilities
Elgin County
450 Sunset Drive
St. Thomas, ON N5R 5V1
Dear Mr. Terpstra,
RE: Enrolment Growth at Southwold PS
Mark Fisher, Director of Education and Secretary
December 15, 2023
sent via email
Further to your discussions with our team, please accept this letter as Thames Valley
District School Board's formal request to increase the sewage allocation to Southwold
PS from Elgin County's wastewater treatment plant that currently services the area.
The exciting growth and development in Southwold Township is also resulting in
enrolment growth at Southwold PS. TVDSB is planning to support this growth with new
capital investment in partnership with the Ministry of Education. In the interim, in order to
ensure new students continue to attend a proximal school to where they reside, we would
greatly appreciate Elgin County's consideration to increase the sewage allocation to the
school.
The current enrolment of Southwold PS exceeds 700 students and we are anticipating
approximately 842 students and 60 staff by 2029. This enrolment figure is predicated on
alternative temporary accommodation solutions that we are currently exploring for new
development planned in northwest St. Thomas, which is located in Southwold's
attendance area.
We greatly appreciate your consideration of this request and would be pleased to further
discuss this matter if any additional information would be helpful.
Sincerely,
Linda Nicholls
Associate Director
Thames Valley District School Board
Thames Valley District School Board - Organizational Support Services
1250 Dundas Street, London, Ontario N5W 5P2 Tel: 519-452-2000 Fax: 519-452-2485 website: www.tvdsb.ca
Page 6� of 121
e build each stuet s tomorrow, every day.
ONTARIO CLEANWATER
rrnicNNi a ,, AW1 w`a iV N w vrc E 0 1 iY A R Ili , N' J E D1iCm. EAUX
December 151h, 2023
Ryan Terpstra
450 Sunset Drive
St. Thomas, ON. N5R 5V1
Dear Ryan:
450 Sunset Drive TEL
Suite 350
St. Thomas, Ontario N5R 5V1
Re: Elgin Manor Wastewater Treatment Plant Flows
905-491-4000
www.ocwa.com
The Elgin Manor Wastewater Treatment Plant (the Works) is located at 39232 Fingal Line in the
Township of Southwold and operates under Environmental Compliance Approval NUMBER
1949-7GDHQ8. The wastewater treatment plant services the Elgin Manor Home for the Aged,
the Royal Oak Senior's Living Complex and the Southwold Public School.
The rated capacity of the treatment facility, which is defined as the average daily flow in which
the Works are approved to handle, is 100 m3 per day. The average daily flow is further defined
as the cumulative total sewage flow to the sewage works during a calendar year divided by the
number of days during which sewage was flowing to the sewage works that year.
The current average daily flow being directed to the Works is 49.3 m3/day. Based on the
residential occupancy numbers this equates to approximately 220 liters per day per person
from each of the respective senior living establishments and approximately 20 liters per day per
person from the public school. See Table 1 below.
Table 1:
Elgin Manor WWTP Flow Calculations
Per Person
Per Person
Per Person
flow per day
Proposed
fiowperday
People/
fiowperday
Current
(L) based on
Current Total
increase in
(L) based on
Total with
Residents at
(L) based an
Total (L) per
encies
avera adally
(L)perday
occu encYto
average daily
School
100%
average daily
day MaxOccu
flow to the
school
flow to the
Expansion
occupency
flow to the
Occupency
WWrP
WWTP
WWTP
Elgin Manor LTC Home
90
220
19800
90
220
19800
90
220
19800
Royal Oak
90
220
19800
90
220
19800
150
220
33000
Southhold Public School
L732
20
14640
902
20
1 18040
902
20
18040
Sum 54240 57640 JENEWEREM 70840
WWTP Design: 100 m3/day 54.20% 57.60% 70.80%
As per Table 1, the Works are currently operating at approximately 54% of the design capacity
(100 m3/day). With the addition of 170 students to the Southwold Public School, flows to the
Works would increase by approximately 3,400 L per day bringing the Works to 57.6% of the
design rated capacity. Consideration was also given to the occupancy of the Royal Oak Senior's
[202/11/04]
Page 67 of 121
OmrAexO CLEAN WATER Aeawur
mmmEAUX
Living Complex, which is currently being operated at 60% capacity (90 residents). Should this
occupancy increase tnI0O%, flows tothe Works would increase byapproximately 33,OOOLper
day, bringing the Works to 70.8% capacity. In addition, there are two sludge storage tanks
onsite with 30 M3 of capacity each for a total of 60 M3 . At the current flow rates, the average
sludge generation ial.6nnu /doy,which equates tnapproximately 36days ofsludge storage.
When the sludge storage tanks reach capacity, sludge is hauled offsite. This is required
approximately two times per month to ensure sufficient capacity to maintain normal operation
ofthe treatment system.
In 2017, the Ministry of Environment, Conservation and Parks developed a standardized
Environmental Compliance Approval template that introduced new requirements. As part of
the new standardized ECA's, Owners are now required to report annually on best efforts made
to achieve the design objectives in the approval, including an assessment of the issues and
recommendations for pro -active actions if any are required under the following situations
which include when the annual average daily influent flow reaches 80% of the rated capacity.
Although this requirement is not specified in the current ECA for the Works, itshould benoted
that during an MECP inspection, the percent capacity of the Works would be evaluated. This
evaluation required by the MECP when flows reach 80% of the rated capacity has been included
in the standardized EC/Ys to ensure that there issufficient time for planning, environmental
assessments and implementation ofprojects for plant expansion to meet the increase in
sewage flows due togrowth and development, asnecessary.
Given the information above, the Elgin Manor Wastewater Treatment Plant has sufficient
capacity to accommodate the proposed expansion of the Southwold Public School while also
considering the potential for an increase in occupancy at the Royal Oak Senior's Living Complex.
Sincerely,
Vite|iyTa|ashok
Senior Operation Manager
Ontario Clean Water A ency
Page 68 of 121
10.1 AMCTO
�IMIN THE MUNICIPAL EXPERTS
January 11, 2024 sent via email
Brian Masschaele
Director of Community & Cultural Services
County of Elgin
450 Sunset Dr.,
St. Thomas, ON N5R 5V1
bmasschaele@elgin.ca
Dear Brian,
As the AMCTO MFIPPA Working Group term comes to a close, we wanted to express our thanks and
appreciation for your participation and for your support of AMCTO's work on this important file.
AMCTO, and the Policy and Government Relations Program in particular, relies on the support and
participation of municipal professionals like you for their knowledge, experience and innovative
ideas.
The creation of the submission on MFIPPA modernization represents a significant milestone for our
association in advancing this advocacy priority for our membership. This work can be attributed to the
contributions of members such as yourself.
Thank you for your advice and commitment to improving municipal information and privacy programs.
Your willingness to dedicate your time to this project has been greatly appreciated.
Sincerely,
cjvu� C10�4r
Charlotte Caza
Policy Advisor
Alana Del Greco
Manager, Policy & Government Relations
10.1 A,MI CTO
�IMIN THE MUNICIPAL EXPERTS
January 4, 2024
Minister Todd McCarthy
Ministry of Public and Business Service Delivery
777 Bay Street
College Park 5t" Floor,
Toronto, ON M7A 2J3
Dear Minister McCarthy:
sent via email
We are pleased to share with you our legislative submission: Looking Ahead. A Proactive Submission
to Modernize the Municipal Freedom of Information and Protection of Privacy Act (MFIPPA).
As your ministry knows well, this submission represents the culmination of over two years of
dedication from AMCTO members who reviewed, analyzed, and evaluated possible reforms to
MFIPPA. The submission highlights and provides examples of some of the biggest issues faced by
municipal staff when it comes to administering the Act. We recommend solutions to help ensure that
the next iteration of MFIPPA addresses new and emerging trends and provides much needed clarity,
while promoting accountability and transparency.
Municipalities consider transparency an important tool for building and maintaining public trust and
recognize the importance of continuously improving. Municipal administrators need legislation that
supports effective local program delivery; is responsive to current technology; and reflects its original
intent of open and accountable governance.
In the attached submission, you will find 20 recommendations that we believe will help the Province
ensure that municipalities have the legislative framework they need to continue their strong record in
demonstrating accountability and transparency, and to best serve members of the public.
We look forward to working with your ministry to move ahead with amending MFIPPA soon, and
continuing to offer the expertise of our members in informing how to best implement changes made to
this important legislation.
I A,MI CTO
�IMIN THE MUNICIPAL EXPERTS
We look forward to meeting with you at the 2024 ROMA Conference later this month.
To discuss this submission and the ministry's next steps in more detail than we can cover during a
delegation meeting, please do not hesitate to reach out to David Arbuckle, Executive Director
(darbuckle amcto.com), who would be happy to arrange a meeting.
Yours truly,
[Originally Signed]
Stephen O'Brien, AOMC
President, AMCTO
cc. Hon. Paul Calandra, Minister of Municipal Affairs and Housing
Renu Kulendran, Deputy Minister, Ministry of Public and Business Service Delivery
Martha Greenberg, Deputy Minister, Ministry of Municipal Affairs and Housing
��� AMCTO
III THE MUNICIPAL EXPERTS
Looking Ahead: A Proactive Submission
to Modernize the Municipal Freedom of
Information and Protection of PrivacyAct
Page 72 of 121
• • •
The Municipol I rccdorn of Inforrnobon and Prot cchon of PrivocyAct, 1.990 (MI IPPA) sets the framework
for municipal information and privacy management. It provides the public a formal right of access to
p p Y g p p g
records that are in a municipality's custody or under its control, and protects the privacy of individuals
with respect to personal information about themselves held by institutions. MFIPPA is an important
tool for municipal accountability and transparency.
As the largest voluntary municipal association in Ontario with members working in municipalities
across the province, the Association of Municipal Managers, Clerks and Treasurers of Ontario
(AMCTO) takes the position that local governments serve as the mosttransparent level of government,
with openness at the core of operations. Municipalities consider transparency an important tool
for building and maintaining public trust and recognize the importance of continuously improving.
Municipal administrators need legislation that:
• Supports effective local program delivery;
• Is responsive to current technology; and
• Reflects its original intent of open and accountable governance.
We know this is easier said than done. MFIPPA, as it currently stands, presents numerous challenges
for municipal staff, which in turn can hinder the Act's effectiveness and efficiency when it comes to
servingthe public.As one importantf unction of good governanceand accountability and transparency,
freedom of information (FOI) and protection of privacy programs rely on rules and guidance provided
through legislation such as MFIPPA. Therefore, it is important that the Act is modern, continuously
improved, and reviewed regularly to ensure it is responsive to ever -changing environments and
technologies. Administrators are able to provide better service when the legislative environment in
which they operate is responsive, permissive and outcomes -focused.
This submission has been pro -actively prepared byAMCTO to support the idea that a comprehensive
review of the Act is required, with the intention of modernizing MFIPPA and the FOI and privacy
protection processes. It highlights and provides examples of some of the biggest issues faced
by administrators, while recommending solutions to help ensure the next iteration of MFIPPA is
resilient and adaptable to future technological and societal trends, challenges, and opportunities.
This submission is the result of continuous and ongoing conversations with our members and a
specialized Association MFIPPA Working Group. Through this submission, we hope to inform a
broader conversation about the importance of accountable and open local governments.
Looking Ahead: A Proactive Submission to Modernize the 2 Ilipilllilll
Municipal Freedom of Informotion and Protection of Privl§66973 of 121 IIIIIIIIIIIIIIIIIIIIIIIII
Since 2020, dozens of municipalities have passed municipal resolutions in support of the review
and reform of MFIPPA. Municipalities support relevant and up-to-date legislation to ensure that the
public is offered timely access to information and municipalities continue to be open and transparent
levels of government. Municipalities from all nine of AMCTO's geographic zones are in support of
MFIPPA reform.
AMCTO Zones 1-9
AMCTO membership covers 98% of
Ontario's 444 municipalities*
*Based on 2021 AMCTO State of the
Membership Survey responses
%i ' l ��11111'IIIII
(POO
1 Information and Privacy Commissioner of Ontario 2022 Annual Report: "The Vision of a Modern and Effective
Regulator". htl )s,://www )r.on(a/vv <<�n(en(/u Toad^,/2(}23/(}E�/i )(, annual w orf )(}22 ?df
...............i................................................................................................................... C..............................................................I........................................................................................................................................................................................................................... �................
Looking Ahead: A Proactive Submission to Modernize the Ilipilllilll
3
Municipal Freedom of Informotion and Protection of Privl§66974 of 121 IIIIIIIIIIIIIIIIIIIIIIIII
AMCTO MFIPPA Working Group
AMCTO formed the MFIPPA Working Group in 2021 to support members in delivering freedom of
information and privacy programs and to support the Association's advocacy for MFIPPA reform. The
Working Group was comprised of AMCTO members who are information and privacy professionals,
clerks and those responsible for administering MFIPPA in municipalities across the province. The
Working Group reviewed, analyzed, and discussed a suite of reforms to MFIPPA to support the
creation of a proactive legislative submission. To further support this submission, in January 2023,
AMCTO surveyed membership to hear more about members' experience administering MFIPPA.
As a result, 117 survey responses were collected between January 16 and February 20, 2023.
Responses from municipalities of all sizes and tiers outlined both qualitative and quantitative data
across all of the Association's nine geographical zones.
AMCTO would like to thank the following individuals for their time, contributions, and expertise as
part of our MFIPPA Working Group and for their assistance in helping to formulate this submission:
Pam Fettes (Chair)
Town of New Tecumseth
Kristin Smith
City of Vaughan
Evelina Skalski
City of London
Jennifer Montreuil
Town of Kirkland Lake
Kiel Anderson (Vice -Chair)
City of Ottawa
Jibira Rajadurai
City of Brampton (former)
Suzanne Klatt
Township of Madawaska Valley
Susan Campbell
City of Toronto
Lauren Halsey
City of Thunder Bay
Chris MacDougall
Town of Bracebridge
Melissa Weatherbie
Town of Whitby
Brian Masschaele
County of Elgin
For more information about this Working Group and AMCTO
advocacy initiatives, please contact advocacy@a[incto.conn.
...................................................................................................................................................
Who is Responsible?
Currently, responsibility for MFIPPA legislation rests with the
Ministry and Public of Business Service Delivery (MPBSD). We
encouragethe ministryto continue to collaboratewith AMCTO,
the Office of the Information and Privacy Commissioner of
Ontario (IPC), and other municipal partners to review and
update MFIPPA, and to provide relevant guidance to support
the municipal sector.
Looking Ahead: A Proactive Submission to Modernize the
Municipal Freedom of Informotion and Protection of PrivNdg 75 of 121
see
4 pli
se
e
Municipal administrators recognize MFIPPA as an important part of
municipal accountability and transparency frameworks. However,
the legislation in its current form is not responsive enough to
the needs of digital government and lacks clarity in critical areas.
This means that municipal resources are being spent navigating
unnecessarily administratively burdensome processes rather than
serving the public.
Some of the top concerns identified byAMCTO members include
the Act's failure keep up with technological advances. MFIPPA
and its regulations not only contain references to outdated
technology, but do not consider the many new challenges and
opportunities that have occurred in the last 30 years. This means
that the Act is not equipped to consider important trends such as
cyber-security breaches, online communication platforms, digital
governance, digital identities, and artificial intelligence. Ignoring
these topics puts both municipalities and the public at risk.
Furthermore, MFIPPA lacks clarity in critical areas that can hinder
efficient service delivery in municipal information and privacy
programs. It is important to note that in most of Ontario's 444
municipalities, MFIPPA is primarily administered by municipal staff,
such as clerks, who are responsible for many other operational and
legislative functions in the municipality. Municipal administrators
are particularly attuned to the Act's interaction with other pieces
of legislation, and are aware of the need for consistency and
guidance in the legislative framework.
Finally, municipal administrators require additional guidance on
MFIPPA and promising practices when it comes to access to
information and privacy. Institutions should have access to annual
training and up-to-date resources targeted to both municipal staff
and elected officials.
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Strengthening Municipal Accountability and Transparency
Ontario's municipalities operate under legislated accountability and transparency framework with a
mix of mandatory and discretionary measures through MFIPPA and other legislation. Ensuring that a
municipality is accountable, and its operations are transparent is one of council's roles under section
224 of the Municipal Act, 2001.2 The below recommendations encourage the Province to consider
further strengthening and adding to the important provisions in MFIPPA that support accountable
and transparent municipal operations.
1. Provide principles -based guidance on data governance, including:
a. The use of information between organizations
MFIPPA should provide clarity on the sharing and use of information across institutions, especially
pertaining to two-tier governments and in cases where municipalities may have shared service
agreements.
Furthermore, consideration should be given to amending MFIPPA to ensure that exemptions are
applied consistently for all institutions. Currently the Act specifies that records sent to federal
and provincial governments are exempt from the Act. Consideration should be given to add a
provision that records received from these institutions are exempt. Records sent to and from
other municipal governments should also be included in this exemption.
b. Open data
MFIPPA is lacking principles -based guidance for municipalities regarding data governance and
open data. The IPC encourages municipalities to expand their open government activities'.
Municipalities already practice open government through holding open meetings, and having
transparent decision -making processes, yet many municipalities do not have an open government
strategy or procedure, often due to a lack of resources or capacity.
2 Section 24(d.1) of the Municipal Act, 2001 states: "It is the role of council [... ] to ensure the accountability and
transparency of the operations of the municipality, including the activities of senior management of the municipality".
3Information and Privacy Commissioner of Ontario: "Open Government." httl)s//wwwil)r on<<a/�a<<e, organi/�dir�ns/
........ ......... ......... ................
r.i�en fr,r�vr�mrr�rrnt/
.............................................................................................
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As municipalities are enabled to make more
information available to the public digitally,
the ministry should consider providing a
framework for municipal open data in the Act,
and/or providing guidance to municipalities.
of survey respondents reported
not having an open government
strategy
of survey respondents reported
not having an open government
procedure in place
2. Require municipalities to adopt a Routine Disclosure and Active Dissemination (RD/AD) Policy
RD/AD supports information access through
proactively releasing information and data. Many
municipalities do not have a RD/AD policy, nor RD/
AD plans. Requiring municipalities to adopt RD/AD
policies in MFIPPA could help municipal staff gain
organizational support for RD/AD programs.
A RD/AD policy can assist municipalities in ensuring
that information is made available to the public, and
move towards a more mature open government program. Should the ministry add a provision
to MFIPPA requiring municipalities to have RD/AD policies or plans, consideration should also
be given to the creation of a regulation specifying the types of records to be considered for
inclusion in RD and AD programs in consultation with municipal administrators.
This requirement should be flexible, allowing municipalities to create a RD/AD policy suitable
to their community. Levels of program maturity and organizational readiness differ between
municipalities. In many municipalities, administrators responsible for FOI programs also have
numerous other legislative and operational duties and responsibilities.
Provincial and IPC guidance on a spectrum of RD/AD program maturity would be helpful to
smaller municipalities who lack the financial and human resources to implement such policies
and programs. This would ensure that Provincial and IPC expectations about such programs are
well understood.
of survey respondents reported
not having a Routine Disclosure
and Active Dissemination policy
of survey respondents reported
not having Routine Disclosure
and Active Dissemination plans
4AMCTO: "Considerations for Establishing Routine Disclosure and Active Dissemination". hops-,:W WW rarr�� to Q om/
�nsidrrra(ion for i RD AD
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Municipal Freedom of Informotion and Protection of PrivNdg 78 of 121 W1111111
:onsider integrating the Personal Information Bank (PIB) with another existing accountability
Ind transparency measure such as Routine Disclosure or Active Dissemination procedures
, PIB is defined in MFIPPA as a "collection of personal information that is organized and
�trievable using an individual's name, identifying number, or assigned particulars". Municipalities
re required to maintain an updated PIB and make it accessible to the public. PIBs show the
ublic where in the organization personal information might be contained.
IBs are rarely requested from the public for viewing as most individuals know at least the
epartment that would hold their personal information when they submit a request. PIBs serve
s an accountability and transparency tool, but would be better used if integrated with more
uynamic tools such as robust open data and RD/AD programs.
4. Provide minimum standards for privacy management and breach protocols
Providing minimum standards for privacy management in MFIPPA can help assure the public that
there are reasonable safeguards in place to prevent the loss, misuse or disclosure of their personal
information, as well as help municipalities ensure that their privacy programs are sufficient.
While the IPC provides some general guidelines
for public sector organizations regarding privacy
breaches, MFIPPA does not provide a framework for
the management of privacy breaches'. Consideration
should be given to add provisions to the Act that
address issues such as notifying those affected by
the breach, investigating the breach and preventing
future breaches.
5. Designate clerks as heads of municipalities under the Act
While the majority of municipalities delegate authority to the clerk as the head of the municipality
for the purposes of the Act, some municipalities designate the head of council or retain the
default head as set out in the Act which is the municipal council as a whole.
To avoid potential conflicts of interest
or politicization of the administration of
MFIPPA, the Act should designate the
clerk as the head of the municipality for
the purposes of the Act. The clerk should
be able to delegate this responsibility to
another staff member, such as the deputy
clerk or information manager.
of survey respondents reported
delegating authority to the clerk
as the head of the municipality
for the purposes of the Act
Information and Privacy Commissioner of Ontario, "Privacy Breaches Guidelines for Public Sector Organizations". Intl?>://
vvvvvviix on.<<a/vvirc��n(ent/ui�l��rad°�,/1(}19/0`1/i?rivacv hrrach i�r�.�to<<�I ri?df
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Strengthening the Administration of MFIPPA
The ability for municipal staff to administer legislation as effectively and efficiently as possible leads
to improved customer service and appropriate management of limited municipal financial and human
resources. The following recommendations suggest ways that MFIPPA could be amended to ensure
municipalities have the required clarity and legislative direction to provide improved service delivery
in administering MFIPPA.
6. Include a provision in the Act for regular (five-year) review of the Act and General Regulation
a. Ensure that the Act is reflective of recent IPC Orders and guidance
Important guidance is available for municipalities in IPC Orders. However, municipal staff - and
members of the public for that matter - do not have the time to review all orders when they are
faced with responding to FOI requests. For this reason, the Act should be reviewed regularly
to ensure consistency between information contained in IPC Orders and MFIPPA, and provide
clarity to municipalities when decisions may appear contradictory.
b. Update the Act to reflect new and emerging technology
MFIPPA should be updated on a regular cycle to ensure that it is responsive to new and emerging
technology and trends. While a comprehensive review should ensure that the Act does not
become quickly outdated, with the pace of technological change, MFIPPA will continue to need
regular review and updates. We are suggesting that the Act be substantially reviewed at least
every five years with a specific legislative requirement to do so.
7. Enhance frivolous and vexatious provisions, expand
definition, and provide a `test' for administrators to
utilize
Requestors may not intend for a request to be frivolous,
vexatious or trivial, and municipalities should be encouraged
to assist requestors in providing necessary specificity
to reach the intended records. It is important that the
threshold for frivolous and vexatious requests not be too
low that the public's access to information is hindered.
However, the current threshold for frivolous and vexatious
requests does not provide enough clarity for municipalities
to reliably apply the exemption.
The right balance must be struck so that the request
for information may still be fulfilled. However, there are
significant concerns with requestors who are uncooperative
and demonstrate harassing behaviour.
The exemption forfrivolous andvexatious requests has been
identified as a top concern for municipal administrators.
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1FIPPA does not provide adequate clarity on how these terms are defined or how a municipality
-)ould determine if they apply. Provisions should be included in MFIPPA to provide municipalities
iith a legislative "test" to determine if a request meets the criteria of this exemption.
8. Add a mechanism to confirm that requests with offensive and inappropriate language may be
refused
In addition to ensuring that the public has a formal right to access municipal records, many
municipal leaders also have obligations to ensure that their staff have a workplace that is safe
and free of harassment under Provincial legislation.
A mechanism in the Act that would allow municipalities to deny requests with offensive and
inappropriate language could assist municipalities in ensuring that their staff are able to perform
their duties in a harassment -free environment. It should be noted that the intention of this
provision would not be to deny access to records indefinitely; rather, in these cases requestors
should be encouraged to revise requests to remove offensive and/or inappropriate language and
act in a respectful manner.
9. Add a provision to the Act to permit municipalities to adopt a bulk -
user policy
There is currently no limit on the number of FOI requests one individual
can file at one time. This means that if an individual makes multiple
requests all at once and a municipality handles each request in order
of receipt, one requester may make it difficult for the municipality to
keep up with all other requests.
In the spirit of fairness to all requestors, and to make the best use
of limited municipal resources, municipalities should be permitted
to temporarily "park" parts of multiple requests made at once by
one individual and delay processing them until some have been
completed. For example, municipalities could limit the number of
b Parliamentary Counsel Office of New Zealand, "Privacy Act 2020". h(I i.�s://www r�fr;is �a(i.r.�i I p.,ov(.i.iz/a.ca/
p u.�7.1._(..�.1.�..}20%(}(.}.�.3.Z..�.a..�..E,,;t/ F VII `�2 �.3.�.3..`.�.81 fl—m l
........
Privacy Commissioner of New Zealand, "Frivolous, vexatious or trivial . Li(li.rs://www, .�.n.v�{cy..r.�.r.fr, n//pri.w.a.r.y-.a.(.( )0)0/
priw(v v(�m[iiou or trivial/
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Municipal Freedom of Informotion and Protection of PrivNdg 81 of 121 01111111
requests processed by one individual at one time to ten, and wait to begin processing their
eleventh request until the first ten have been resolved. This would allow municipalities to apply
resources fairly and continue to process requests from all requesters in a timely manner.
10. Limit use of the Act to its intended purposes to prevent misuse and ensure that institutions are
not the go -to source for information accessed through the legal system
Section 52(2.1) of the Act states that the Act does not apply to records related to a prosecution if
all proceedings in respect of the prosecution have not been completed. Similar provisions should
be added to the Act for litigation to ensure that the Act does not apply to a record relating to
a legal proceeding if all of the proceedings or related proceedings have not been completed.
When the Act is used as the go -to source for information meant to be accessed through the legal
system, municipal ratepayers end up on the hook for the additional burden placed on municipal
resources.
11. Ensure the Act is consistent with other applicable legislation. Where the Act is not consistent,
provide guidance on which legislation prevails
While MFIPPA is the landmark legislation on municipal information and privacy management, many
other pieces of provincial legislation discuss the disclosure and/or management of information,
such as the Planning Act, Heritage Act, Assessment Act, Municipal Elections Act and Municipal Act.
This can lead to confusion for the public and other practitioners as to when their information is
protected and circumstances where it might be shared.
When reviewing MFIPPA, the Province should apply a whole -of -government approach to ensure
that Ontario's information and privacy framework is consistent across all of Ontario's statutes. In
circumstances where legislation conflicts, clarity should be provided on which legislation prevails.
12. Provide clarity throughout the Act that days are computed as business days
The Act should be amended to clarify and define days as business days to reflect regular business
hours and operations of municipalities. A provision or definition should be added to the Act to
clarify that days are calculated based on business days for the institution. This would provide
municipalities adequate time to process requests and provide timeline clarity to the public.
13. Modify definition of a record to exclude automated records, such as logs and metadata, and
to provide clarity on email records (e.g. only last email on email thread necessary), instant
message chats and digital recycling bins
MFIPPA does not address the multitude of types of digital records that are created automatically,
leading to ambiguity in the administration of the Act. Automated records are generally repetitive
and providing them is not an efficient use of municipal staff time, nor is it helpful to requestors.
For example, if a requester is looking for a record contained in an email thread, institutions should
be able to provide just the last email in the thread as long as it contains all correspondence.
Furthermore, new forms of digital records should also be addressed in the Act. Examples of forms
of records that require additional clarity include instant messaging chats on platforms that occur
using and not using municipal resources, social media communications, and digital recycling bins.
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14. Provide clarity in the Act regarding records of members of council
Requests for records of members of council are increasingly frequent. Clarity is required in
the Act as to the circumstances when records are/are not considered in the custody of the
municipality especially with regards to records of individual members of council. Additional clarity
in MFIPPA regarding records that are created during the fulfillment of councillors' duties carrying
out the business of their municipality would be beneficial to members of council, the public and
municipal administrators.
Consideration for any changes to the Act specifically
related to records of members of council will need to
consider recent changes in the City of Toronto Act and
Municipal Act to allow for strong mayor authorities.
Administratively, it is unclear howthese new authorities
for heads of council will impact overall municipal
operations just as it is unclear how a strong mayor
might choose to administer freedom of information
and protection of privacy programs. AMCTO has
expressed concern that these amendments could lead
to politicization of the municipal public service and
provides less oversight to council.
15. Provide clarification on circumstances when third -party notification is required
The third -party notification process was raised as a top challenge for many municipalities. With
the increased frequency municipalities are dealing with third -party organizations, there are more
FOI requests that require third -party notification. This can make it challenging for municipalities
to meet deadlines to process requests.
It can also be difficult for municipalities to determine if a third -party notification is required
due to the technical nature of requests and the fact that staff administering MFIPPA may not
be subject matter experts in the topic. To avoid the risk of disclosing third -party information,
municipalities may proceed with caution and choose to notify the third party if they are unable
to make the determination as to whether the records should be released. This is not only time-
consuming for the municipality, but it means that the requester faces additional delays.
16. Ensure fees are reflective of current processes, and keep pace with inflation, to accurately
capture administration fees and reduce burden on local ratepayers
Currently the fees outlined in MFIPPA and R.R.O. 1990, Reg. 823 do not reflect the costs of
providing services to the public. Costs to access information should not be prohibitive for the
public to access records, but in their current form, they do not accurately account for resources
used by the municipality. Since municipalities are already limited in the ways that they can collect
revenue, the burden of making up for the difference falls to local ratepayers.
8AMCTO, "Response to 22-MMAH014: Proposed regulations to prescribe provincial priorities related to the Strong
, Ma orsBuilding HomesAct, 2022". htl ),://w �arr�r�t���om/rr^,1���ii^,e to MMAI 1014
v g wv
9 AMCTO, "Response to 22-MMAH015: Proposed Minister's Regulations to help bring the Strong Mayors, Building Homes
Act, 2022 into effect'. h(Ilr,//www.a_rr((� orri rE.'°,.L ciai°,(' 1-ci aMMAH01
see
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Furthermore, MFIPPA and R.R.O. 1990, Reg. 823 refer to outdated processes for the search and
preparation of records. For example, R.R.O. 1990, Reg. 823 refers only to conducting manual
searches, where municipalities are increasingly conducting digital searches10. MFIPPA and Reg.
823 should be overhauled to ensure that the circumstances for which municipalities can charge
fees are reflective of municipal processes and do not place additional burden on local ratepayers.
Additional support and resources provided
to municipalities to mature their programs
towards more RD/AD and the digitization of
records, as suggested in Recommendation 2,
may help reduce costs and fees over time.
17. Review the Act to "clean-up" references to outdated processes and technology
There are several references in MFIPPA and R.R.O. 1990, Reg. 823 that should be updated or
removed completely to keep the Act relevant. Some examples include references to CD-ROMs,
and references to legislation that is no longer relevant such as the Municipal Boundary Negotiotions
Act 12. There are also places in the Act where language should be updated to reflect changes in
industry -recognized terminology without adding new references that could become outdated.
Strengthening Responsiveness
To strengthen responsiveness in providing the public with information as efficiently as possible and
to ensure municipal administrators are better equipped to manage the challenges and opportunities
brought about by technology, municipal administrators need access to the right tools and
resources. They also need to ensure that their time and resources are spent wisely. The following
recommendations are intended to ensure municipalities have access to the information necessary to
provide strong service delivery.
18. Offer institutions updated training and guidance materials on MFIPPA on an annual basis
targeted to both municipal staff and elected officials to ensure municipal staff have capacity
to deal with increasing complexity of privacy and information matters, and that they have the
support of their elected leadership.
Municipalities should have access to regular training for both municipal staff and elected officials
on MFIPPA offered by the ministry. Training should be targeted for municipalities and ensure
that staff and council understand their roles and obligations under the Act. Guidance materials
should be up to date with relevant instruction and examples that reflect an understanding of
how municipalities operate.
1OSection 6.3 of R.R.O. 199, Reg 823 states: "For manually searching a record, $7.50 for each 15 minutes spent by any
person".
11AMCTO, "Issue at a Glance: Municipal Financial Sustainability . h[[ps //vvvvvv �arr�� to.<<�ir�/i^;sur� �a(a fr,l�an� r� nluni(Ji.ml
........ .. .........
(..1�.a.n.�.........a.........':....?..`.. t..a.l.l.....i.�_b i l it.Y
12Section 11i of MFIPPA states: "(A head may refuse to diclose a record that contains:) submissions in respect of a matter
under the Municipal Boundary Negotiations Act commenced before its repeal by the MunicipolAct, 2001, by a party
municipality or other body before the matter is resolved."
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Municipal Freedom of Informotion and Protection of PrivNdg 84 of 121 01111111
New and updated resources will also be needed to support municipal administrators in dealing
with the social and technological challenges of today, tomorrow, and beyond. This includes on the
interface of MFIPPA with importanttopics such as cyber-security breaches, online communication
platforms, digital governance, digital identities, integrated services, and artificial intelligence.
19. Revise annual reporting, as required in the Act, to ensure that data being collected is relevant.
Consider replacing IPC reporting with requirements that municipalities report to their councils.
Municipalities recognize that reporting can be an
important accountability and transparency tool.
However, reporting should be valuable for both
the reporting agency and the one requesting the
report. In its current form, many municipalities
find annual reporting time consuming, and do
not find it relevant or useful for their purposes. The Province should require that the IPC regularly
review its annual reporting requirements to ensure that the questions that they are asking are
relevant and that the process to file reports is as efficient as possible.
As an alternative to annual reporting to the IPC, the Province could consider adding provisions
to the Act to require municipalities to report to their councils on information and privacy
program outcomes regularly. Several municipalities already report to their councils on high level
statistics on a regular basis, and reporting to councils would enhance municipal accountability
and transparency. Since municipal meetings are open, the IPC could then access these reports
to inform their Annual Report.
of survey respondents reported
that they share the IPC Annual
Report with their council
20. Provide more transparency on IPC processes and include timelines in the Act for IPC processing
(e.g. timelines for resolution of IPC adjudication)
Predictability for municipalities participating in appeals would help municipal staff appropriately
assign resources. Our survey responses show that in the past, municipal staff have waited months
if not years for a file to be resolved. While rules of procedure are applied to IPC adjudication,
reasonable timelines for resolving files at the IPC are needed to ensure that municipal
administrators are not left waiting to process files and requests. We are pleased to see the IPC
reviewing its procedures and processes which we are hopeful can lead to improved timelines.
13AMCTO, "Bearing the Burden: A Review of Municipal Reporting to the Province". htlir //www rarr�cTr� r om/rw� irii p, Uw
....................................................................................................................
kr�ardr�n
see
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Municipal accountabiIityand trans pare ncyare best achieved when those responsible for ad ministering
legislation can do so with clarity and efficiency.
To demonstrate local leadership in enhancing municipal accountability and transparency, and to
ensure that the Province's paramount piece of legislation guiding municipal information and privacy
is robust and equipped to tackle the issues of today and the future, AMCTO recommends that the
province:
1. Provide principles -based guidance on data governance, including regarding
the use of information between organizations and open data
2. Require municipalities to adopta Routine Disclosure andActive Dissemination
(RD/AD) Policy
3. Consider integrating the Personal Information Bank (PIB) with another
existing accountability and transparency measure such as Routine Disclosure
or Active Dissemination procedures
4. Provide minimum standards for privacy management and breach protocols
5. Designate clerks as heads of municipalities under the Act
6. Include a provision in the Act for regular (five-year) review of the Act and
General Regulation to:
a. Ensure that the Act is reflective of recent IPC Orders and guidance
b. Update the Act to reflect new and emerging technology
7. Enhance frivolous and vexatious provisions and expand definition and
provide a `test' for administrators to utilize
8. Add a mechanism to confirm that requests with offensive and inappropriate
language may be refused
9. Add a provision to the Act to permit municipalities to adopt a bulk -user
policy
10. Limit use of the Act to its intended purposes to prevent misuse and ensure
that institutions are not the go -to source for information accessed through
the legal system
11. Ensure the Act is consistent with other applicable legislation. Where the Act
is not consistent, provide guidance on which legislation prevails
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Municipal Freedom of Informotion and Protection of Privl§669 86 of 121 IIIIIIIIIIIIIIIIIIIIIIIII
12. Provide clarity throughout the Act that days are computed as business days
13. Modify definition of a record to exclude automated records, and to provide
clarity on email records, instant message chats and digital recycling bins
14. Provide clarity in the Act regarding records of members of council
15. Provide clarification on circumstances when third -party notification is
required
16. Ensure fees are reflective of current processes, and keep pace with inflation
17. Review the Act to "clean-up" references to outdated processes and
technology
18. Offer institutions updated training and guidance materials on MFIPPA on an
annual basis targeted to both municipal staff and elected officials
19. Revise annual reporting, as required in the Act, to ensure that data being
collected is relevant. Consider replacing IPC reporting with requirements
that municipalities report to their councils
20. Provide more transparency on IPC processes and include in the Act timelines
for IPC processing
We have noted that the Act needs to consider the social and technological challenges of today,
tomorrow, and beyond while ensuring flexibility to respond to evolving service delivery and being
cognisant of organizational capacity and maturity. We hope that the recommendations provided will
support a comprehensive review of the legislation that includes other stakeholders who can speak
more specifically to the current challenges of technology and privacy.
As an Association, we believe these principles and recommendations will help the Province ensure
that the next iteration of MFIPPA is future -proof. The Act should guide strong municipal accountability,
transparency, and protection of privacy to best serve members of the public.
It is important to note that any amendments to the legislation should provide adequate time for
municipal administrators to develop and implement new policies, processes and procedures. It is also
crucial that municipalities are supported with training, guidance materials, and resources target to
both administrators and elected officials.
The purpose of this submission is to initiate a more robust dialogue on MFIPPA modernization.
AMCTO members are always willing to collaborate, co -design and share promising practices and
lessons learned to inform legislation, policies, programs and services.
We look forward to working with the Province to ensure that the next iteration of MFIPPA provides
much needed clarity, addresses new and emerging trends, and promotes municipal accountability
and transparency.
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NNNINNNIN
For more information about this document, please contact:
David Arbuckle, MPA
Executive Director
darlDijcl<Ie@ac7ncl#1c>.cc>c7n I (905) 624-4294 ext. 226
.....................................................................................................................................................
Alana Del Greco, M PS, AMP
Manager, Policy and Government Relations
acaelgreco@a[incto.conn I (905) 624-4294 ext. 232
.....................................................................................................................................................
Appendix
The following appendix outlines a detailed summary of the recommendations discussed in this report.
These recommendations are categorized by issue with legislative reference to the Act (if applicable)
followed by desired outcomes and the rationale behind them.
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Municipal Freedom of Informotion and Protection of PrivNdg 88 of 121 N NNINNNIN
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unl[WE"(D
Telephone 519-693-4812
Fax 519-693-7055
Email: i
Website: https://quadcounty.ca
HUMME11=4 =11
December 4, 2023
Warden Ed Ketchabaw
450 Sunset Drive
St. Thomas, Ontario
N5R 5V I
Dear Warden Ed Ketchabaw
I am sending my sincere gratitude for selecting Quad County Support Services to be one of the recipients
of the Elgin County Warden's Charity Golf Tournament. These funds were directed to our Summer
Youth Transition Program, where we were able to support 9 youth from our community. As you are
fully aware, there is severe lack of services in the area for youth that are transitioning from high school.
Quad County also does not receive dedicated funding from the Ministry to offer these supports so we
must rely on fund raising and grants.
The participants had a great summer participating in many activities throughout our catchment area.
Some were able to obtain work experience opportunities along with learning new skills. The facilitators
met with families to assist with supporting them to navigate the various systems in preparation for when
these youth transition to adult services. Unfortunately, there is a large disconnect between the youth and
adult systems so the better -prepared families are, the better the outcomes will be.
Please find attached enclosed our most recent annual report and newsletter.
Most Sincerely,
Linda Long
Executive Director
Quad County Support Services
Page 95 of 121
IF O-q
t
/ kkokti
,de
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ity
CO I L r"i
We warvt to Ilnear
fil"w"ril yc',T'Ur!
Have ideas for a community
program or questions about
services and supports we
provide? There are lots of ways
to connect.
9cs
�rA infoCaquadcounty.ca
FACEBOOK PAGE:
Quad County
Support Services
WEBSITE:
1Equadcounty.ca
rO--� EVENTS:
E� quadcounty.ca/events
0
111::11 'p 0 111
41 li� 101 g 11�13� a c It
11dirlilto routiries
I'm always amazed at how fast the summer seems to fly by. It
was nice to see a return to a more normal summer. It sure was a
busy one!
Even though we had some challenges with hot weather, rain,
flooding and mosquitos, people seemed to make the best out of
the summer days.
When some of our homes were hit by significant flooding, it was
heartwarming to see how the staff stepped up to help. Thanks to
many peoplejumping into action, we were able to minimize the
damage and keep everyone safe.
In terms of some of the fun activities, our organization was once
again part of Tartan Days in Glencoe. We hosted the popular
pancake breakfast. Special thanks to the board members and
staff who volunteered to serve up the hungry crowd.
.continued next page
Page 96 of 121
Growirig OUlr Coi',nmtvr'fl'ty
As we celebrate our 60th year of Growing Our Community,
I'm happy to see the growing theme taking root. It feels that
we've turned a corner and individuals are embracing the new
opportunities to participate. While at times it's taken people out
of their comfort zones, many are starting to join events in their
community, finding ways to fill their days with meaning.
It was so rewarding seeing so many people participate in a
variety of summer activities.
I enjoyed oyed working with staff to have facilitated discussions
around how we support individuals to create these meaningful
days. This is done by moving from a person -centred to a person -
directed approach which puts the person in the driver's seat to
direct where, when and how they want to be supported.
We also concluded another successful summer youth program.
There were so many great work placements this year. We're so
grateful to the local employers who went the extra mile to help
youth develop skills that will assist them in being successful in
future employment.
al�
As the days got cooler, we were excited to be involved in the
Rodney and Glencoe fa I I fairs. We had floats in the parades and
enjoyed the VIP day. As part of our 60th anniversary celebrations,
we also sponsored best zinnia bouquet entries at the fairs. It was
amazing to see all the beautiful bouquets that had been created.
This fall we're excited for the return of some of our regular
activities that were on hiatus for the summer. A community
favourite is Bringo Bingo, which brings out a strong crowd.
Before you know it, the snow will be falling and we'll be heading
into Christmas planning. While it's always an exciting time of
year, it's also a busy one.
I hope everyone had a restful summer as we work through a
busy fall.
Linda Long
Executive Director
Quad County Honoured at Warden's
Golf Tournament
This year Quad County Support Services was one of the recipients
of proceeds raised at the Elgin County Warden's Charity Golf
Tournament. We were thrilled to get the call that the Warden
had selected our organization. Funds raised will be used to help
support the work we do in Elgin County.
Page 97 of 121
suIIITvrner of fun and advenh,ire.l
FACEBOOK PAGE: We're reg , lory postin g o! � Focebook photos!
Quad County Support Services We encorageyou to lollow, cornMer)L ono he/p
0 growour Focebook'Qucd Communit./
Page 98 of 121
Strategic D irect ons Update
Much work continues on implementing our strategic directions. Over
the past few months, we've made progress on the following areas.
ce our
a model
J has been
Dd for staff
litated
lions.
we
lore
]r connections..
7,ponsorship of 1
nd Glencoe fall
he visibility of c
J"us to celebrat(
n m u n ity.
II be
ling this
to include a
)re features.
Support staff —we
_..... will be providing
increased training
opportunities using
entries Nucleus, utilizing
not the system to its full
ation, potential.
of
Spe4llcilng Oulit,11fo,� N�SelifilimAdvocacy
more about self -advocacy.
In October, Nicole and Erica attended the
Speaking Out conference iDPort Elgin. They
joined self -advocates from across Ontario
in learning more about using their voice to
advocate for their needs.
For Nicole, this was the third time attending the
conference. She also participates iOthe online
self -advocacy group soknew many Ofthe other
attendees. They were SOexcited tOsee each
other |Aperson!
Nicole ispassionate about se|f-advocaoyShe
says she does it1obe8voice for others who
have difficulty speaking Upfor themselves.
This was Erica's first time attending. She was
thereto learn what it means to be a self -
advocate
The conference wasj3rnnnedpacked with
educational yet fun activities including
Some of the highlights for Erica and Nicole
were:
' Meeting keynote speaker and disability
advocate Jeff Preston
Attending Nicole Flynn's session on What it
means LObe8self-advocate
Hearing from Yvonne Spicer, author 0fMyLife,
MyChoice, MyFuture
Joining Judy Noonan'Ssession Intentional
about community- poverty and housing
Learning about basic human right5,
responsibilities, and how tD report abuse Or
harassment
Meeting other self -advocates and developing
Devvf[ieDdships
We're excited towatch Erica and Nicole
continue togrow nntheir self -advocacy
journey.
Page 100 of 121
Over the surnnn0rtwo 0fbUrstaff, /4/8 8nd
P8U|' hosted an exchange student from
]8p8D. Hibiki.e high school student and their
friend's daughter, spent two weeks visiting our
community on her first trip abroad.
The purpose ofher trip was tOpractice her
English through cultural exchange and making
friends.
Wewere fortunate that Hibiki shared her
own culture and skills with the Glencoe
community. During her visit she held three
workshops, teaching origami and Japanese
calligraphy. The community gave her 8warm
welcome, with many individuals supported by
Quad County Support Services participating
inher workshops. There were lots ofgood
conversations and laughs.
Both Paul and Av8 have worked and lived
internationally. They credit this experience with
helping them develop osense 0finclusion and
respectfulness towards all people. They've also
had fun and made alot offriends through their
travels.
P8cognizing how the pandemic has impacted
international programs for students, they were
excited to open their home to a ]8poDeSe
student.
Hibikihad awonderful experience inGlencoe
and enjoying SOUthvvestern{)nta[in'scouUtry
Thank you toeveryone who made her feel
Page 101Of121
Annual Peport 2022 - 2023
QUAD COUNTY
Auadcounty.ca If SUPPORT SERVICES
Page 102 of 121
......... . . W, "I", "I I . .... . "T"
11111, 11141"ONK, iINEEN at
In 2023, Quad County Support Services turned 60. We've
included our 60th anniversary theme of Growing Community
in a number of our community events such as the chili cook off.
In June, we held a community celebration. It was heartwarming
to see so many people coming together to celebrate with us -
especially faces we haven't seen in many years.
The anniversary committee was instrumental in pulling
together the event. Thank you to everyone who rolled up their
sleeves to create a fun and memorable afternoon.
Looking back on my own history, I started as a summer student
many years ago. My task was to complete a history of the
organization. It's been fun returning to that history and seeing
the changes that have happened over the years. I've had lots of
opportunities to reminisce, grow and change.
While the June event is over, we'll be continuing the
celebrations throughout the year. Watch for more to come.
Last winter we launched our new strategic focus areas, which
will help guide the organization over the next three years. I'm
happy to report the progress that has been made.
Focus area - Develop a long-term sustailinabillity plan
Working towards this goal, we've begun implementing a new
scheduling and payroll system. While it hasn't been an easy
transition for the administration and management team, we
know it's needed. Our journey is not yet done. We're hoping to
have all the modules live bythe end of the year.
Page 103 of 121
2 1 Growing community
Over the last five years, we've implemented four new online
platforms. I'm proud of how the staff has embraced the changes
in technology. This has been such an asset as we moved from
centre -based programming to person -directed support which
requires additional security controls to protect individuals'
records.
Helping us move forward in developing plans for individuals, we
hired Aya MacDonald as our new Community Activator. She's
assisting staff and individuals to connect with opportunities. This
involves individuals to be active in the community, but also in
their own lives and decision -making. We're moving away from
a model where others make decisions to a model of individuals
being supported and having the tools needed to make their own
decisions.
We're grateful for our long-term staff and the new people who
have joined our organization. Terry Rankin and Lori Watson
retired and Lyn Stevenson celebrated 40 years with Quad County
Support Services. Even though Terry and Lori are no longer
working with us, they haven't severed the ties to the individuals
they've known for manyyears. We still see them involved with
individuals we support.
Finally, it's been so rewarding watching individuals we support,
staff, families and board members getting together and
having fun. Our Facebook page is filled with photos of people
embracing opportunities, trying new things and getting
together with family and friends. I encourage you to follow our
Facebook page to see the adventures for yourself.
Id
"M
V3
I
Linda Long
Executive Director
Ross Werden
Chair
Bonnie Campbell
Vice Chair
Betty Ann
MacKinnon
Treasurer
Brenda Szusz
Secretary
Laurie Vereecken
Director
Lyn Moniz
Director
Andrea MacKellar
Director
Page 104 of 121
Annual Report 2022 - 2023 1 3
Embracing change
Kosta is a well-known face in the community
and his smile often shines from our Facebook
page. We're inspired by not only his
transformation, but also the staff who support
him.
Kosta lived with his mom in Bothwell until she
suddenly passed away. Due to his connections
with Quad County Support Services by
attending our day progam, he was successful
in finding a host family. He later moved into his
own apartment. It's been incredible being part
of his transformation into having a full life.
His main support staff are Gerald, who has
worked for QCSS for 2S+ years and Paul,
who has been with the organization for one
year. Together, these three men have had an
incredible journey of change and aclaption.
For Kosta, he has gained the confidence to live
on his own and get involved in community.
Gerald spent years working in the day program
and moved to personal support after the
program closed. While he was initially unsure of
this role, he quickly embraced supporting Kosta
and learning new technology.
Paul's addition to the team has been very
positive. He has a sibling who is supported
by QCSS so was already familiar with our
organization. He lived in Japan for several years,
but returned with his wife Aya, our community
activator
Together, Gerald and Paul have helped Kosta
flourish and overcome some of his fears. One
of Kosta's goals was to learn how to swim as he
was afraid of the water. With much coaching
and support from staff, he's now able to swim in
the deep end.
In March 2022, he used his Passport funding
to purchase a YMCA membership. He enjoys
going to the Y to swim and walk the track. He
likes the health benefits and social connections
he's made there with staff and other members.
Kosta's an inspiration - overcoming his fears,
trying new things and living a full life. And
thank you to Gerald and Paul for embarking
on your own personal journeys of change.
Together, they make a pretty dynamic trio!
4 1 Growing community
Page 105 of 121
Futures.1
Our Impact Metrics
2022-2023
11118
Residential
Supports
Passport Proqwi�lam
A
Did yotx 11,t,,ximv our woil4,(,,, wltll,,i� 0',ie
1),assport Pmgr,ari� i is growUng?
We now serve 32 people and manage
$208,930 in funding.
We're thankful for the flexibility from the
Ministry in how funds can be used. This
has opened opportunities for people to
purchase technology to stay connected
to their families and friends.
U
41m1
Host Families
Passport
Funding
Community
Participation
10
Supported
Employment
0
00
0.00
0000
100000
32
$208'Kil A(,,.,CESSED
Page 106 of 121
Annual Report 2022-2023 I 5
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7
wti, rni ir v�,i a e p i cr ii.i p r ii r Fm�'.0 g eat-id f
a- wllo i w be
m p " ,�� e Qtjad Courlity ^,WWaumM On'm ymm BM n WU
FACEBOOK PACE: We're regularly posting photos on Focebook!
ro Quad County Support Services We encourage you to follow, comment and help
grow our Focebook `Quad Community'
r(,I
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8 1 Growing community
Ust o F D*IIIIII�%*rs
Andrea Burdick - Epicure fundraiser
Celebrate Community Committee -
Community cans
Duff Church Ladies Aid
Glencoe Elks Lodge 507
London Community Foundation -
Acorn grant
Women Who Care
0
IiIiii unea,!rnory of,
Pon Walker
Todd Raycraft
Southwest Middlesex
Municipality of West Elgin
County of Elgin
Quad County i red at
Warden's Golf I ouIII�,,nameilit
This year Quad County Support Services was one of the
recipients of proceeds raised at the Elgin County Warden's
Charity Golf Tournament. We were thrilled to get the call
that the Warden had selected our organization. Funds raised
will be used to help support the work we do in Elgin County.
ChriSllt��lnas gift bas�I<e�llts
A special thank you to everyone who contributed items
and funding so we could create and deliver holiday gift
baskets to the individuals we support.
Elfried Parlow
West Elgin Pharmacy
Kiwa n is Club of Rodney
Art in the Park
Nucleus Labs Informaiton
Technologies
Surge Learning
Glencoe Foodland
Rodney Calvary United Church
Women
Ross Werden
Pooran Law
West Elgin Foodland
Allan Mayhew
Lynda Moniz
ArthurJ. Gallagher Canada Ltd.
Janet Allen
Ted Viiii1oc buirsary award
In 1999, the Vink family established this annual award
in member of their family member, Ted, who was killed
in a tragic accident. This $200 bursary is awarded to a
student at Glencoe District High School who is entering
a Developmental Service Worker, or similar program, at a
community college.
We appreciate their ongoing commitment to supporting
students who are entering a field working with individuals
with developmental disabilities.
Page 110 of 121
Annual Report 2022 - 2023 1 9
0i t 0
Youit�li T����ransion Program
For the last seven years, our Youth Transition
Program (YTP) has connected youth with
developmental disabilities with volunteer and
work opportunities in their communities.
This summer Cade joined the program. Like
many 16-year-olds, he loves to go fishing,
camping and biking and enjoys spicy foods and
coffee.
Cade told the YTP staff he also loves cars and
mechanics and wanted a job so he could earn
money. He's hoping to go to college to become
an auto mechanic.
Knowing his desire for work, his family reached
out to our summer program looking for some
help. Staff at his school, Strathroy District High
School, had recommended Cade find a work
placement that could continue during the
school year.
Our YTP staff spent July looking for the right fit
which they found with Ryan Lowes, owner of
West End Auto Care. He welcomed Cade to do a
work placement at his auto shop.
Ryan took the time to teach Cade skills such as
repairing, rebuilding and getting vehicles into
good working order. Ryan quickly discovered
that Cade is a hard worker who is willing to
learn. And he easily fit in with the team at West
End Auto Care as they all love coffee and cars
too.
With the summer program complete, plans
are in place for Cade to continue his work
placement until at least the end of the year.
Knowing the transition from high school
to post -secondary life requires planning,
preparation and support, our Youth Transition
Program is thereto help. Early planning and
developing a vision are crucial as they impact
future goals.
Ryan saw the importance of being a part of
a support network for Cade's future and was
willing to share his skills.
We are so grateful for Ryan's commitment
and have enjoyed watching Cade grow.
Congratulations Cade on all your hard work!
We a iir e gnitefUl to the doriatioir,is and grairfts that rnalke this puro Oman° IpossiUble.
Without oii,igoiing coii,nmuinity suplll,.)oirt, we woUkf IDE,11, LH'iaiale to provide these
oppoirtur,flUes for our yot ai'i.
Page 111 of 121
10 1 Growing community
The following individuals have been employed h«Quad County
Support Services for:
0-5
5+
20+
Darlene Hoover
JessicaB|ais
Les|eyCarnpbe||-
Jamie Kate Coaker
Oko|isun
Cara|eek4itche||
Mike||e Forrest
A|ynn Forrest
Terry Rankin
Taylor Holmes
Donia`]eanHarper
Paul MacDonald
Megan Murray
Z5+
Damon Munro
������160
/yaMacDona|d
lO+
Tina Walker
�
3ennife/Keeoh
Stephanie Caron
Sharon White
Over 44staff
Greg MacMillan
Margaret Perry
Gena|dZwarnbag
help support
BrookeNazero||e
Janine Van Every
NorineLetourneau
35 people
Danielle McGill
Ka|iZwambag
accessing service.
Brianak1oLend
SD+
Laurie Pfeiffer
15+
Don McLachlan
Than/{you for all
Taylor Shearer
Robin
Gordon Walker
t/7at}uoUdo/
Lavonne5innpson
Sherry McNeil
Tory Spry
Josie�4itche||
�5+
Mary Ellen Stacey
Lori Watson
Linda Long
StephenTbrnasi
40+
Erni|yVanHooste
Lyn Stevenson
JenniferYanocydonk
AebieVVest
3ennZeLte|
age ll2O7l2l
I AM B ll'O N
G 0 U N TY
Alvinston
Moravian of
the Thames
CHAI HAM-
K E 114 T
C 0 U NTY
Ridgetown ®Pal PaN
We want to hear
from you!
Have ideas for a community
program or questions about
services and supports we
provide? There are lots of ways
to connect.
i trathroy
Londonm
Mount
Brydgeso
402
M V D D L. E S E X
C () U N I If
Talbotville 0
Iona
t001,
- EVENTS:
... J q uadcou nty.ca/events
FACEBOOK PAGE:
Quad County
Support Services
-cull Financials
Available
To request a copy of the audited
financials for Quad County
Support Services please email
us at info@quadcouty.ca
WEBSITE:
Ca quadcounty.ca
EMAIL:
info@quadcounty.ca
= 10761111
Page 113 of 121
W1
January 24, 2024
Warden Ed Ketchabaw
450 Sunset Drive St. Thomas,
ON N5R 5V1
Dear Warden Ketchabaw,
RE: Elgin Countv Farm Assessments and Tax Burden
On behalf of Elgin Federation of Agriculture (EFA) I wish to follow up on our letter dated January 4, 2023, to the
County of Elgin regarding Farm Assessments and Tax Burden.
Every four years the Municipal Property Assessment Corporation (MPAC) releases property assessment updates
for all properties in Ontario. During the previous assessment cycle, farmers in Elgin County saw farmland taxable
assessments increase by over 68%. This is in addition to very significant increases in the 2012 reassessment cycle.
As a result, the tax burden of farmers in Elgin County has been increasing every year since 2012. The one
exception was in 2019 when Elgin County Council voted to reduce the farm tax ratio from 0.25 to 0.23. 1 want to
thank you and the members of Elgin County council for acting on this important issue. The past five years (2019
— 2023) have been very difficult for Ontario farmers as they navigated new policies, rules, and ways of doing
business never experienced before. The support shown by the council is greatly appreciated by farm families in
Elgin County.
As the Premier has again directed MPAC not to release the reassessment notices for the 2024 Property Tax year,
the EFA would ask that you continue to maintain the Farm Class Tax rate at 0.23 per cent.
We welcome the opportunity to speak with any members of the county council on this issue.
Sincerely,
hl,
Greg Fentie
President, Elgin Federation of Agriculture
Cc: B. Parkin — Chief Administrative Officer / Clerk
K. Thompson — Deputy County Clerk
Page 115 of 121
COUNTY OF ELGIN
By -Law No. 24-03
"BEING A BY-LAW TO ESTABLISH REMUNERATION RATES FOR EMPLOYEES
COVERED BY THE JOB EVALUATION SCALE"
WHEREAS pursuant to Section 5(3) of the Municipal Act, 2001, S.O. 2001, c.25, a
municipal power, including a municipality's capacity, rights, powers and privileges under
Section 8, shall be exercised by by-law unless the municipality is specifically authorized to
do otherwise;
AND WHEREAS pursuant to Section 9 of the Municipal Act, 2001, S.O. 2001, c.25, a
municipality has the capacity, rights, powers and privileges of a natural person for the
purpose of exercising its authority under the said Municipal Act, 2001 or any other Act;
AND WHEREAS pursuant to Section 8(1) of the Municipal Act, 2001, S.O. 2001, c.25, broad
authority is conferred on a municipality to enable governance of its affairs as considered
appropriate;
AND WHEREAS By -Law No. 23-07 has most recently established remuneration rates for
positions not covered by a collective agreement or otherwise;
AND WHEREAS on January 9, 2024, the Municipal Council of the Corporation of the
County of Elgin resolved and confirmed by By -Law No. 24-02 a percentage -based
adjustment to positions not covered by collective agreement or otherwise;
AND WHEREAS it is necessary to establish or to make changes to the remuneration rates
set out in By -Law No. 23-07 arising out of the adjustment approved by By -Law No. 24-02.
NOW THEREFORE the Municipal Council of the Corporation of the County of Elgin enacts
as follows:
That the attached Schedule "A" is hereby adopted to establish the salary level
for the positions referenced therein;
2. That the attached Schedule "B" is hereby adopted to establish the salary grid for
the positions referenced in Schedule "A" and the remuneration rates for the
persons holding the positions referenced therein;
3. That, notwithstanding the effective date of the enactment of this By -Law, the
remuneration rates provided in Schedules to this By -Law shall become effective on
and for the first pay period of and for the calendar year 2023.
4. That By -Law No. 23-07 is hereby repealed.
Page 116 of 121
5. That this By -Law becomes effective upon the date of its enactment after third
reading thereof.
READ A FIRST, SECOND AND THIRD TIME AND FINALLY PASSED THIS 30TH DAY OF
JAN UARY, 2024.
Blaine Parkin, Ed Ketchabaw,
Chief Administrative Officer/Clerk. Warden.
Page 117 of 121
Schedule "A"
By -Law No. 24-03
POSITION LISTING
1) ADMINISTRATIVE SERVICES
Chief Administrative Officer/Clerk
Level 18
Director of Legal Services/Deputy Clerk
Level 16
Solicitor
Level 12
Prosecutor/Solicitor (Contract)
Out of Schedule
Manager of Administrative Services/Deputy Clerk
Level 9
Corporate Communications & Engagement Coordinator
Level 6
Legislative Services Coordinator
Level 5
Legal Assistant
Level 5
Tree/Weed Inspector/By-Law Enforcement Officer
Level 5
2) COMMUNITY & CULTURAL SERVICES
Director of Community & Cultural Services
Level 14
Manager of Library Services
Level 9
Manager of Museum & Archives
Level 7
Curator
Level 6
Library Branch Supervisor
Level 6
Digital Services Librarian
Level 6
Archivist
Level 6
Assistant Archivist
Level 5
Museum Assistant
Level 3
Administrative Assistant
Level 3
3) EMERGENCY MEASURES
Manager of Emergency Management & Elgin -Middlesex Regional Fire School Level 12
Emergency Management Program Coordinator Level 6
Fire Training Coordinator Level 6
Administrative Assistant Level 3
4) FINANCIAL SERVICES
Director of Financial Services/Treasurer
Level 14
Manager of Financial Services/Deputy Treasurer
Level 10
Senior Financial Analyst
Level 8
Manager of Procurement & Risk
Level 9
Procurement Officer
Level 5
Payroll & Accounts Payable Coordinator
Level 5
6) HUMAN RESOURCES
Director of Human Resources Level 14
Manager of Human Resources Level 10
Human Resources Generalist Level 6
7) HOMES & SENIORS SERVICES
Director of Homes & Seniors Services
Level 15
Administrator
Level 14
Manager of Resident Care
Level 12
Program Manager of Infection, Prevention and Control (IPAC)
Level 10
Manager of Program & Therapy Services
Level 8
Manager of Support Services
Level 8
Quality Improvement Coordinator
Level 7
Page 118 of 121
Resident Care Coordinator Level 7
Administrative Assistant Level 3
8) ENGINEERING SERVICES
Director of Engineering Services
Level 14
Manager of Roads and Asset Management
Level 12
Manager of Corporate Facilities
Level 10
Road Operations Coordinator
Level 8
Building Sciences Technologist
Level 6
GIS & Asset Management Coordinator
Level 6
Administrative Assistant — Engineering, Planning
Level 3
8) PLANNING AND DEVELOPMENT SERVICES
Manager of Planning Level 12
Planner Level 6
Planning Technician Level 4
8) ECONOMIC DEVELOPMENT AND TOURISM
Manager of Economic Development and Strategic Initiatives Level 12
Business Enterprise Facilitator Level 7
Tourism Officer Level 6
Administrative Assistant — Reception, Economic Development & Tourism Level 3
9) PROVINCIAL OFFENCES ADMINISTRATION
Manager of Court Services Level 8
Provincial Offences Administration Clerk Level 5
Administrative Assistant Level 3
Page 119 of 121
Schedule "B"
By -Law No. 24-03
2024 Non -Union Salary Grid
Salary
Level
Annual Salary
at Base Rate
(Base)
Step 1
Step 2
Step 3
Step 4
Step 5
Annual Salary
at Job Rate
18
$191,089.70
$105.00
$109.20
$113.57
$118.11
$122.83
$223,543.24
17
$173,412.22
$95.29
$99.10
$103.05
$107.17
$111.46
$202,849.07
16
$155,696.31
$85.55
$88.97
$92.52
$96.23
$100.09
$182,154.88
15
$148,836.47
$81.78
$85.05
$88.45
$91.99
$95.67
$174,103.95
14
$133,522.61
$73.37
$76.30
$79.35
$82.52
$85.83
$156,215.10
13
$122,166.74
$67.13
$69.80
$72.59
$75.50
$78.52
$142,898.93
12
$110,753.24
$60.85
$63.29
$65.83
$68.45
$71.19
$129,564.39
11
$101,876.07
$55.98
$58.22
$60.54
$62.96
$65.49
$119,188.48
10
$93,998.07
$51.64
$53.71
$55.87
$58.11
$60.43
$109,984.66
9
$86,350.64
$47.44
$49.35
$51.32
$53.36
$55.50
$101,011.42
8
$79,875.31
$43.89
$45.64
$47.46
$49.37
$51.35
$93,440.85
7
$76,224.52
$41.88
$43.56
$45.30
$47.12
$49.00
$89,175.20
6
$69,576.25
$38.23
$39.76
$41.35
$43.01
$44.73
$81,412.48
5
$63,273.85
$34.76
$36.16
$37.61
$39.11
$40.66
$74,014.83
4
$58,297.25
$32.03
$33.31
$34.64
$36.02
$37.46
$68,173.58
3
$55,568.77
$30.53
$31.75
$33.02
$34.34
$35.72
$65,003.16
Page 120 of 121
COUNTY OF ELGIN
By -Law No. 24-04
"A BY-LAW TO CONFIRM PROCEEDINGS OF THE MUNICIPAL COUNCIL OF
THE CORPORATION OF THE COUNTY OF ELGIN AT THE
JANUARY 30, 2024 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 January 30, 2024 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 30TH DAY OF
JANUARY, 2024.
Blaine Parkin, Ed Ketchabaw,
Chief Administrative Officer/Clerk. Warden.
Page 121 of 121