17 - July 23, 2024 County Council Agenda PackageElgmCounty
Elgin County Council
Regular Council Meeting
Orders Of The Day
Tuesday, July 23, 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/
County Council will recess at 10:00 a.m. to hold a flag raising at the Elgin County Heritage Centre in
recognition of Elgin County Drowning Prevention Week.
Accessible formats available upon request.
Pages
1. Call to Order
2. Adoption of Minutes 4
3. Disclosure of Pecuniary Interest and the General Nature Thereof
4. Presenting Petitions, Presentations and Delegations
4.1 Kate Burns Gallagher, Executive Director, Western Ontario Wardens' 7
Caucus (WOWC) - WOWC Annual Update
5. Committee of the Whole
6. Reports of Council, Outside Boards and Staff
6.1 Warden Ketchabaw - Warden's Activity Report June 2024 35
6.2 Councillor Noble - Updates to Joint Accessibility Advisory Committee 37
Terms of Reference
6.3 Digital Services Librarian - Elgin County Library Programming and 45
Partnership Update - July 2024
6.4 Director of Planning and Development - Township of Malahide Official 59
Plan Amendment No. 24, Township of Malahide, File No. MA OPA 1-24
6.5 Manager of Emergency Management & Elgin -Middlesex Regional Fire 66
School - Legacy Wells Initiative Year 2 and 3
6.6 Manager of Emergency Management & Elgin -Middlesex Regional Fire 72
School - Engagement of Modernization of Emergency Management and
7.
A
Civil Protection Act (EMCPA)
6.7 Director of Engineering Services - East Road (CR 23) Pedestrian
91
Crossing
6.8 Director of Engineering Services - Calton Line Culvert Replacement
95
6.9 Director of Financial Services/Treasurer - County of Elgin — Reserves
98
and Reserve Fund Policy
6.10 Director of Financial Services/Treasurer - County of Elgin — Growth
115
Reserve Policy
Council Correspondence
7.1 Items for Consideration
7.1.1 Resolution from the Municipality of Bayham regarding additional
124
on -street No Parking Zones.
7.1.2 Resolution from the Municipality of Central Elgin requesting that
127
the County of Elgin explore the purchase of an asset and work
order management software system.
7.1.3 Association of Municipalities Ontario (AMO) and Ontario
128
Medical Association (OMA) requesting that Council pass a
resolution advocating for a better Ontario healthcare system
7.1.4 Proclamation Request from CN Rail in support of Rail Safety
130
Week 2024
7.1.5 Correspondence from the Municipality of West Elgin requesting
132
a revised letter of commitment from the County of Elgin to
proceed with the relocation of the Rodney Library to the
renovated Rodney Old Town Hall upon completion
7.1.6 Correspondence from the Municipality of West Elgin requesting
134
a letter from Elgin County Council and Elgin County Library
indicating the additional vacant space required for the West
Lorne Library Branch
7.2 Items for Information (Consent Agenda)
7.2.1 Southwestern Public Health Annual Report 2023
135
7.2.2 Ontario Energy Board Notice to Customers of Enbridge Gas Inc.
142
7.2.3 Ministry of Municipal Affairs and Housing with an update on
145
Planning Act and Development Charges Act Regulations related
to the Cutting Red Tape to Build More Homes Act, 2024 (Bill
185)
7.2.4 Association of Municipalities Ontario (AMO) Advocacy on
147
Homelessness Encampments
7.2.5 Letter from Warden Ketchabaw to Lord Elgin on the occasion of
163
his 100th birthday and follow-up correspondence received from
Lord Elgin
Other Business
Page 2 of 166
8.1 Statements/Inquiries by Members
8.2 Notice of Motion
8.3 Matters of Urgency
9. Closed Meeting Items
9.1 Closed Meeting Minutes - July 9, 2024
9.2 Director of Legal Service - LS 24-10 — Joint Services Agreement
Municipal Act Section 239 (2) (f) advice that is subject to solicitor -client
privilege, including communications necessary for that purpose; and (k) a
position, plan, procedure, criteria or instruction to be applied to any
negotiations carried on or to be carried on by or on behalf of the
municipality or local board.
9.3 Director of Human Resources - Human Resources and Employee
Metrics Update
Municipal Act Section 239 (2) (b) personal matters about an identifiable
individual, including municipal or local board employees.
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. 24-30 Confirmation
13. Adjournment
166
Page 3 of 166
Elgin County Council
Minutes
July 9, 2024, 9:00 a.m.
Central Elgin Boardroom
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 Todd Noble
Councillor Mike Hentz
Councillor Richard Leatham
Members Absent: Councillor Andrew Sloan
Staff Present: Blaine Parkin, Chief Administrative Officer/Clerk
Brian Masschaele, Director of Community & Cultural Services
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
Mat Vaughan, Director of Planning and Development
Katherine Thompson, Manager of Administrative
Services/Deputy Clerk
Andrea Loughlean, Manager of Emergency Management &
Elgin -Middlesex Regional Fire School
Call to Order
The meeting was called to order at 9:10 a.m. with Warden Ketchabaw in the
chair.
2. Adoption of Minutes
Moved by: Councillor Leatham
Seconded by: Councillor Noble
RESOLVED THAT the minutes of the meeting held on June 25, 2024 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
Page 4 of 166
Moved by: Deputy Warden Jones
Seconded by: Councillor Widner
RESOLVED THAT we do now move into Committee of the Whole.
Motion Carried.
6. Reports of Council, Outside Boards and Staff
None.
7. Council Correspondence
7.1
Items for Consideration
None.
7.2
Items for Information (Consent Agenda)
None.
8. Other
Business
8.1
Statements/Inquiries by Members
None.
8.2
Notice of Motion
None.
8.3
Matters of Urgency
None.
9. Closed Meeting Items
Moved by: Councillor Noble
Seconded by: Councillor Hentz
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) and (3):
Closed Meetina Item #1 - Closed Meetina Minutes - June 25. 2024
Closed Meeting Item #2 - Strategic Planning
(2) (b) personal matters about an identifiable individual, including municipal or
local board employees; and (3.1) education and training the members.
Motion Carried.
9.1 Closed Meeting Minutes - June 25, 2024
9.2 Strategic Planning
10. Motion to Rise and Report
Moved by: Councillor Widner
Seconded by: Councillor Hentz
RESOLVED THAT we do now rise and report.
Motion Carried.
Closed Meeting Item #1 - Closed Meeting Minutes - June 25, 2024
Moved by: Councillor Leatham
Seconded by: Deputy Warden Jones
2
Page 5 of 166
RESOLVED THAT the June 25, 2024 Closed Meeting Minutes be adopted.
Motion Carried.
Closed Meeting Item #2 - Strategic Planning
Moved by: Councillor Noble
Seconded by: Councillor Giguere
RESOLVED THAT Council receive the strategic planning information as
presented by Michael Howes from 2WA Consulting.
Motion Carried.
11. Motion to Adopt Recommendations from the Committee of the Whole
Moved by: Councillor Couckuyt
Seconded by: Councillor Hentz
RESOLVED THAT we do now adopt recommendations of the Committee of the
Whole.
Motion Carried.
12. Consideration of By -Laws
12.1 By -Law No. 24-29 Confirmation
BEING a By -Law to Confirm Proceedings of the Municipal Council of the
Corporation of the County of Elgin at the July 9, 2024 Meeting.
Moved by: Councillor Leatham
Seconded by: Councillor Noble
RESOLVED THAT By -Law No. 24-29 be now read a first, second, and
third time and finally passed.
Motion Carried.
13. Adjournment
Moved by: Councillor Widner
Seconded by: Deputy Warden Jones
RESOLVED THAT we do now adjourn at 1:05 p.m. to meet again on July 23,
2024 at 9:00 a.m.
Motion Carried.
Blaine Parkin, Ed Ketchabaw,
Chief Administrative Officer/Clerk. Warden.
3
Page 6 of 166
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Page 21 of 166
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The Wes gun, r'ri Oritar'io War'derigin" Cauci, is
I
(WOM-1.) ii linoot for DrofI t orgarJzaUlino
represeritirig -Hhe iriter'ests of -Hhe II5
upper'- arid niiriggle, tier iimu.,uinicipalities irl
r, i, i ir1 We ste - in 0 ii'i g iir, i o, i in c I i, i d i 'I g 3 0 0
cornrnurii-ties wit[iiri its geograrflhic
bouridar'ies arid 5 milliori people
-to Whorn -Hhe iiregioiri is Ilhoirne,, The
orgariizatiori airns to eri[iarice -Hhe
F) tiro s F) e ii i ty a i�'i d ove ra I I we I I Ib e i ii'i g o f ii i, i ir1
a n d s iirn a 11 i, i iir, b a ii'i c o iirn iirn i, i in i t i e s a c tiros s t h e
regiori, Iby wor'kirig collectively wit[i upp(.,r'
levels of gover'rirnerit,,
The WOWC receritly adopted its str,ategic
advocacy approac[i for, 2024. 2025 arid
d ii u t ii fii : d a s �E. s o f ley IlD ii li0ii ii t ii S fo ii, t u �E'
cornirig year',, This irifor'rnatiori is iriterlded
-to coritiriue Igou.,uildiirig ori -Hhe collabor,atiori
w i t 'i t 'i e irn e irn b e r, 'n i, i in i c i F) a I i t i e s i ii'i iru,u ira
Wester'ri Oritar'io,,
A I I I eve I s o f gove - in iirn e in t rn i, i st wo iir, Ik
toget[ier' arid use -Hheir' exper,tise arld
collective knowledge -to wor'k t[ir,oug[i
Hhese iirn i, iti, ial prior'ities,, The c[ialleriges
gay; irig iimunicipalities, qua r'ticular'ly srnal
arid iirural cornrnunities, ar,e ori -Hhe ii ise
rarigirig firorn Ilhou.,usirig, wor'k-force,
arid irifirastructure to iimerital Ilhealt[i,
addictioris, arid 'i orn e less iness,,
The WOWC s-hrives for, par,trier'§hip,
collabor,atiori, arid dialogue wit[i ot[ier'
levels of gover'rirnerit arid ernbodies
Page 22 of I10N
Uh�E.. vaIU(E.S li l iits advocacy �E.ffoins li l
-Hhe spir,igo g Ilan airitairiirig arid suppor,tirig
-Hhese cr,itical iirelatiors[iips,, Ilrnvestiirig irl
municipal services will lay fouridatioris
for, -Hhe coritiriued irecove r'y arid future
F) iiro s Fug:; iir,
WOWCI. -uas CGI(AlCbE d sligii afcart
researd'i ori its prior,ity issues arld is
proposirig coricr,ete solutioris -to address
-Hhe dhalleriges iri irural Wester,ri Orltar,io,,
geirig par't of -Hhe process arid t[le
coriver'satiori will Ibe crucial as we iimove
forward, Gover,rilien erigin ineed -to Ibe all iri
t[iis toget[ier, t[iis par,trier,§hip will erisure
collective st iccess for, Wester,ri Oritar,io,,
Zen
Page 23
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WOWCICiiITiM (E' ii a Il3OU1 Lflpp!: ii IIIV�II of nt ard Hh!s Il gru ii fi cart
irivestrnerits iri Ilhou.,usirig -Hhat, IIhave Ibeerl iirnade,,
The W
gVg/ irequests -Hhat, -Hhe Il.. Ir'ovirice of Oritar'io ii eiristate Ihousing services arid -Hhe
cost of larid as eligible developrnerit, dharges (DC) costs,,
Page 24 of 1QQ,t(,,j,I
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love been providedbytheProvinoeof(3ntarioonkeepiny
rnunioipa|ities''who|e^ negardinga loss ofdeve|oprnent
ohaTerevenue
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approxirnatek/$4biUionover aIOyear, period andwiU
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charge rates(introduoedunder, BiU23)and deve|oprneml
re|atec�har�ee�ennptionsandd��ountsforafhzndab|e
residentia| unitsTheVV()VVC reoogni/esthis renewed
approaoht000Uaboration.however theneisstiUrnore
requinedtoassistthe rnunioipa|seotoc
Page 25 Of �G�^—�omarwwumons�uauous0wowu -uou�uuzsmvrmosnopvx°s
The WOWCrequests equity for, 5-nBUand
r,Ura| rnU��'i iCiC]B|i -t i e5 re gBnd i ��'i g 'l(}U5i 'l g
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enab|ehousingfor qrowingand deve|opingoornrnunities.
suohasroa(Is andwaterinfrastruoture
TheVV(VVC a|so requires a response on how its
rnunioipa|itiescar aooesstheIOper oent(or $I2OrniUion)
of We thatisbeing setasidefor srnaU.
runa[and northernrnunioipa|hiesThisfund isintendedto
he|p bui|d housin6�enab|inginfnastructure and prioriti/e
pnojeotsthatspeed uptheinoreaseofhousingsupp|y
AsofApri|2O24,threeofII7rnunioipa|itiesinruna|Western
00ario have received thisfunding.for atota| of$334
rniUion.or2796ofthetota|funding.when theyrepresent
2696ofthe rnunioipa|ities intheProvince
I OF
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As Wester'ri Oritar'io coritiriues -to Igue -Hhe ecoriornic driver, of -Hhe Il.. ar'ovirice, arid Ilmure
irivestrnerits ar,e Igueirig Ilmade iri our, regiori, we Ineed -to erisure -Hhat -Hher'e is -Hhe
irifirastructure -to suppor't -Hhe gr'owt[i,,
The VOW Irequir,es clear, cornrnunicatiori firorn -Hhe Il.. "r'ovirice of Oritar'io ori -Hhe
irifirastructure Ibuild out iri Wester'ri Oritar'io, iricludirig clarl-ty firorn -Hhe gover,rirnerit
ori What -to expect for, utility irivestrnerits, iricludirig Ilhydroelec-hricity, Ingu,ulri gas, water',
arid wastewater',,
Page 27 of 1 �,t, , Il w,jj'(j(qISG'll In Is (WOWC) I'Wd
|heVVOVV[� andrec'og11i'esthes�gn�hiomnt
investnnentsandcholl �sbeingIII adeattheprovinc'ia|and
federa||eve|stoattraotinvestrnentstoVVestern(3ntario
Unfortunate|y.theirnpaotoftherequiredinfrastruoture
upgradesHIM areborInc byarenotohsetby
the|irnitedfundingprovidedtothernunioipa|seotoc
Asa resu|t. |ooa| propertytaxpayers|ivingand working
inSill a||andrura|III all epayingasignific'ant
podionofthebiUfor theirmestrnerillsbeing a Iftnaotedand
createdMuch as(3ntarioisCanada's eoonorniodriver,
Western (3ntario isthe Province's eoonorniodrivec
VUhWill, oornestheneed for addhiona|housing.
workforce, and infnastructure"The regionneeds
assistanoefrornregiona|oharnpionstoadvance this
rnessageonitsbeha|f
Page 28 Of ���^--omarwwumonsuauous0wowu -uou�uuzsmvrmosnopvx°a
SOON.,
Ther,e IIhas Ibeeri an origoirig foci is for, -Hhe WOWC over, -Hhe past few year's orl wor'k-for,ce
re-teritiori and exqua risiori,, This IIhas beeri Ilhig[ilig[ited iri -Hhe collaborative ii egiorial wark
S tegy, t[ir,oug[i -Hhe Wester'ri Oritario Wor'k-force Stra
The 1 !OW iirequ.uir,es several irnpurtant corisideratioris ii egardirig wor'k-force
deve loprnerit iri rural Wester'ri Oritario, Iguot[i to suppor't ecoriornic growt[i and -to
stabilize -Hhe regiorial ecoriorny,
Page 29 of
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Runa|VAN ern Chi ariorequires provinoia|fundingfor runa| atB2.00O]obsThe hea� hoaneseotor— ino|uding|ong �errn
transportationand ohi|doane�theseare bothoritioa|faotors oareandear|yohi|dhoodeduoation—isexpeotedtohave
inhe|pinj gel peop|etowork "There isa|soagrowinyand 28.00O]obsthatneedtobefiUedbetwvcen2O2Oand 2O3O
urgent need for hea|thcare and sooia|assistanoeworkersin
Furtherrnore.whi|eirnrni,qnation ishe|pfu|and appreoiated.
the re,&n partiou|ar|�in |on6�terrn care ' thisissueoannotbeso|vedthrough irnrni,qrationalone
Pro]ectedernp|oyrnentinthehea|thcare and sooia| Additiona|investrnentsintrainingand upskiUingare required
assistanoesectorinVVestern(3ntarioby2O3OisHOW forpeop|ea|ready|ivingand Mused lore inthenegion
Page 30 Of ��G--omarwwumons�uauous0wowu -uou�uuzsmvrmosnopvx°m
Fin-rding for our, rural colien lien unkties is a necessAy. We are less equipped wit[i feWEN'
resources than our urban COOL U'ItUqua As to tackle the growhy ii-neri-tal health arid
addictioris cr,isis,,
to iits naquest for the II: oVWCE� that a qp�:�611c IIDortbr�
of the I Jon-redessness Mw��ntbrII :)rogram (1510) fundh-g akocab�:�d qp��ubfIcaky for
&-nall arid rural colien lien uinitiegin.
Page 31 ofrr,rig, 11
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SrnaUand runa|rnunioipa|hiesinruna|Western (3r�ario oornrnundjesnsornecases, research his dernonshrjted
require art inoreasedand oonsistentfairshare inHPP thatthefundingde|iveredissirnpk/notadequatetorneetthe
fundilv"giventhespec'Jhic' gil"uwillllgstnaininthese growing needs inruna|areaswithnespecttohorne|essness
Page 32 Of 1 QG--omarwwumons'uauous0wowu -uouduuzsmvrmosnopvx°P
TTE? ANOWCC(}ritiriUe5-to advocate fn�
C]e r, rnBri e ��'i tfUrir1i ��'i gfnr, t h eK�(}bJe[~5i5
� T� /��[~�T\
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t ��'i roUg hBri riUB|i zer1fU�r1i ��'i gB'Ir1
merita|heB|t[l
(]f5cerO(]siti(]Ds
TheMCRTfundingprovidesohhoa|fur dingsupportfor our
po|ioeforces tobepairedwithexperienoedrnenta|hea�h
professiona|sinresponsetothesubstantia|inoreasein
rnenta|hea|thcalls TheVV()VVChas expnessedoonoerns
aboutMRTfundingand theirnportanoeofoneating
perrnanentfundingfor thisprograrn.espeoiaUyfor srnaU
and rura|oornrnunities.wherethesetearnsham had proven
suooess
Cornrnuniiesand nesiderisinruna|VVestern(3rkahohave
feHthedirectbenefitsfronnthepairiingof specia|y h ained
po|keMensand nnenta|hea|thprofessiona|storespondto
9IIerneryenoycalls invo|vingrnenta| hea|th oraddiotions
ElginCounty
Report to County Council
From: Ed Ketchabaw, Warden
Date: July 23, 2024
Subject: Warden's Activity Report June 2024
Recommendation(s):
THAT the report titled "Warden's Activity Report June 2024" from Warden Ketchabaw
dated June 30, 2024 be received and filed.
Introduction:
The purpose of this report is to provide a high-level summary of the meetings and
official functions I have attended during the month of June 2024 as Elgin County
Warden.
Background and Discussion:
Events/Meetings Attended by the Warden:
• County Council Meetings (June 11 and June 25)
• Accessibility Open House (June 1)
• Edisonfest (June 1)
• SWPH Meeting: AMO 2024 Delegation - Planet Youth Scoping Meeting (June 3)
• Elgin Middlesex Fire School Graduation (June 5)
• WOWC Meeting (June 7)
• SCOR - Dawn Hub Tour - Dresden (June 10)
• World Elder Abuse Awareness Flag Raising (June 11)
• Oneida Mural Unveiling at Elgin County Heritage Centre (June 11)
• Budget Committee (June 11)
• Rosy Rhubarb Festival (June 8)
• Strategic Planning Steering Committee (June 13 and June 27)
• Decoration Day Ceremony at Southpark Cemetery (June 23)
• Homes Committee of Management (June 25)
• Terrace Lodge Redevelopment Steering Committee (June 25)
• Guenther Homes Tour and TEIG (Tax Equivalent Increment Grant)
Announcement (June 26)
Page 35 of 166
• Severe Weather Symposium (June 27)
• MP/MPP Luncheon (June 27)
• Aylmer Truck and Tractor Pull (June 28)
• Meeting with MTO and Southwold re: Highway No. 4 EA (June 28)
• Southwold Canada Day Celebrations (June 30)
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:
Elgin County continues to work with and find ways to collaborate with Elgin's municipal
partners.
Communication Requirements:
�M
Conclusion:
I look forward to continuing to represent Elgin County Council and connecting with our
residents and stakeholders through various events and meetings during the rest of my
term as Warden.
All of which is Respectfully Submitted
Ed Ketchabaw
Warden
Page 36 of 166
ElginCounty
Report to County Council
From: Councillor Todd Noble, Member of Joint Accessibility Advisory Committee
Date: July 11, 2024
Subject: Updates to Joint Accessibility Advisory Committee Terms of Reference
Recommendation(s):
RESOLVED THAT Council approve the proposed changes to the Joint Accessibility
Advisory Committee Terms of Reference as recommended by the Joint Accessibility
Advisory Committee; and
THAT these Terms of Reference come into effect upon approval by Elgin County
Council and Central Elgin Council.
Introduction:
The Joint Accessibility Advisory Committee is recommending several adjustments to the
current Joint Accessibility Advisory Committee Terms of Reference to accurately reflect
current job titles and to adjust the required number of annual meetings.
Background and Discussion:
The current Joint Accessibility Advisory Committee Terms of Reference indicate that the
Committee is required to meet at a minimum, four (4) times a year, with the option to
meet more frequently as required. If there are no current accessibility projects underway
and no requests for consultation before the Committee, it can be difficult to generate
content to fill Committee meeting agendas. The Committee is recommending that the
Terms of Reference be changed to require the Committee to meet two (2) times a year,
with the option to meet more frequently as required. This would ensure that the
meetings held have sufficient content, and are a prudent use of Committee Members'
valuable time. Reducing the required number of meetings would not preclude the Chair
from calling meetings as frequently as required to deal with consultation issues as they
may arise.
Other changes to the Terms of Reference reflect that the position of Accessibility
Coordinator is no longer filled at the County of Elgin. Accessibility will now be the
responsibility of the Manager of Human Resources within the Human Resources
Department. This change is reflected in the revised Terms of Reference.
Page 37 of 166
The Terms of Reference have also been updated to indicate that meetings will be held
at the Elgin County Administration Building or virtually unless otherwise indicated.
This is a joint committee with the Municipality of Central Elgin so these terms of
reference have been sent to Central Elgin Council for consideration as well.
Proposed revisions are indicated in red in the attached Terms of Reference. Should
Council approve these proposed revisions,
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:
Central Elgin Council will be required to approve changes to the Terms of Reference
Communication Requirements:
None.
Conclusion:
Changes to the Joint Accessibility Advisory Committee Terms of Reference are
proposed to reflect staffing changes and to reduce the number of required meetings
from four (4) annually, to two (2) annually, retaining the option to call meetings as
needed.
All of which is Respectfully Submitted Approved for Submission
Page 38 of 166
Todd Noble,
Councillor/Committee Member Blaine Parkin
Chief Administrative Officer/Clerk
Page 39 of 166
County of Elgin/Central Elgin
Joint Accessibility Advisory Committee
Terms of Reference
Preamble
These Terms of Reference are developed under the provisions of the Accessibility for
Ontarians with Disabilities Act (AODA). The purpose of the aforementioned legislation is
to improve opportunities for people with disabilities and to provide for their involvement
in the identification, removal and prevention of barriers.
The Committee shall be known as the Joint Accessibility Advisory Committee.
In conjunction with the Accessibility for Ontarians with Disabilities Act, the Joint
Accessibility Advisory Committee shall provide advice to participating municipal councils
in relation to accessibility planning and legislated standards
Participating Municipalities
Central Elgin
County of Elgin
Definitions
"Barrier" means anything that prevents a person with a disability from fully participating
in all aspects of society because of his or her disability, including a physical barrier, an
architectural barrier, an information or communications barrier, an attitudinal barrier, a
technological barrier, a policy or practice.
"Disability" means,
a) any degree of physical disability, infirmity, malformation or disfigurement that is
caused by bodily injury, birth defect or illness and, without limiting the generality
of the foregoing, includes diabetes mellitus, epilepsy, a brain injury, any degree
of paralysis, amputation, lack of physical co-ordination, blindness or visual
impediment, deafness or hearing impediment, muteness or speech impediment,
or physical reliance on a guide dog or other animal or on a wheelchair or other
remedial appliance or device,
b) a condition of mental impairment or a developmental disability,
c) a learning disability, or a dysfunction in one or more of the processes, involved in
understanding or using symbols or spoken language,
d) a mental disorder, or
Page 40 of 166
e) an injury or disability for which benefits were claimed or received under the
insurance plan established under the Workplace Safety and Insurance Act, 1997;
("handicap")
"Permanent Disability" means as a disability that is permanent and long-term, that
impacts a person's ability to engage in routine activities such as participating in
Committee meetings, unless accommodations are provided. The disability is often life-
long and may be a result of injury, illness, or genetics. The person is not expected to
recover and will require accommodations for the duration of their membership.
"Temporary Disability" means a disability that affects you for a short period of time.
These conditions usually keep you incapacitated for a few days, weeks, months, or
years but typically result in the eventual recovery. This type of disability often includes
illnesses or injuries that require temporary accommodations in order to participate in
Committee meetings.
Legislated Duties
• Advise Councils, regarding the preparation, implementation and effectiveness of
the multi -year accessibility plans of the participating municipalities.
• Advise participating municipalities on the accessibility of buildings, structures or
premises that the municipalities lease, purchase, construct or significantly
renovate.
• Review and advise municipalities on the accessibility of site plans and drawings
described in Section 41 of the Planning Act that the committee selects.
• Advise councils about the requirements and implementation of accessibility
standards and the preparation of accessibility reports and such other matters for
which the councils may seek its advice.
• Perform all other functions specified in the Accessibility for Ontarians with
Disabilities Act.
Consultation Requirements
The Committee is expected, per the AODA requirements, to be consulted:
• When establishing, reviewing and updating your multi -year accessibility plans
• When developing accessible design criteria in the construction, renovation or
placement of bus stops and shelters
2
Page 41 of 166
• When determining the proportion of on -demand accessible taxicabs needed in
the community
• On the need, location and design of accessible on -street parking spaces when
building new or making major changes to existing on -street parking spaces
• Before building new or making major changes to existing recreational trails to
help determine particular trail features
• On the needs of children and caregivers with various disabilities in their
community when building new or making major changes to existing outdoor play
spaces
• On the design and placement of rest areas along the exterior path of travel when
building new or making major changes to existing exterior paths of travel
For detailed information on the role of Municipal Accessibility Advisory Committees,
please visit: How to Serve on a Municipal Accessibility Advisory Committee: Guide
Composition
The Committee shall consist of five (5) members and shall be comprised of:
Four residents with disabilities, from the County, at large
OR three residents with disabilities, plus a member of the who is a person
interested in issues relating to persons with disabilities (through work, school
or caregiver role), or a parent/guardian representing children with disabilities
Mayor or Deputy Mayor from Central Elgin
A majority of members must have a disability as defined by the Ontarians with
Disabilities Act and the Accessibility for Ontarians with Disabilities Act.
Appointments
Committee members shall serve a four (4) year term. No member shall serve more than
two (2) consecutive terms unless no candidates come forward.
Staff members from Central Eglin and Elgin County will undertake a bias -free
recruitment and selection process. A recommendation will be sent to participating
Councils regarding the selected candidates.
Committee members will be chosen for their life experience with a disability and their
knowledge of such and/or expertise in barrier -free initiatives or disability issues. Each
member of the Committee shall serve as an independent representative to the
Committee and shall not represent concerns of only one disability or group.
3
Page 42 of 166
JAAC Chair
The Chair of the Committee shall be elected at the first meeting of the Committee for
the term of Council.
Staff Support
The County's Administrative Services Department will act as the secretary and the
Ih....kirnain :Resources Il: epai a nl will act as the facilitator to the Joint
Accessibility Advisory Committee.
A representative from each participating municipality will attend meetings and provide
support.
Accommodations
Should a member of the committee be unable to attend meetings, they may request an
accommodation. Accommodations will be decided upon by: the JAAC Chairperson,
Central Elgin Deputy Clerk or designate, and the kirnain Il:Resources
:: epartu nI or designate.
If an accommodation is granted, an accommodation plan will be developed for a three-
month period. At that time, the individual may request to have the accommodation
extended or terminated. If an extension is granted, the extension will be taken to the
JAAC for approval. If the members disability is permanent and will require a
continuation of the accommodation plan, the accommodations will remain in place for
the duration of the JAAC term.
Accommodations might include, but are not limited to: accessible formats,
communication supports, closed captioning, or electronic participation in a meeting.
Meetings
Meetings will be held at Hie Counlyf Il: lgg n AdrnlnlslraLon Il:3Wlill 'Bung or vlil alH , unless
otherwise noted. The Joint Accessibility Advisory Committee will meet Iwo (2) times per
year. The Committee will meet on a date a specified by the Committee. Additional
meetings will be held as needed.
Meetings will conform to appropriate requirements of the Municipal Act, 2001.
A quorum shall consist of a majority of voting members.
Electronic Participation
0
Page 43 of 166
Members may participate electronically in a meeting. The member participating
electronically shall be counted in determining whether or not a quorum is present, and
can vote per the County of Elgin's Procedural By -Law.
Absences
If a Committee member is absent for three (3) consecutive meetings without notice or
justifiable reason, their membership will be reviewed by staff support followed by a
recommendation to Council regarding their membership.
Agendas
Members must submit agenda items at least two (2) weeks in advance of a meeting to
allow staff enough time to research and respond accordingly.
5
Page 44 of 166
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ElginCounty
Report to County Council
From: Paul Hicks, Acting Manager of Planning
Mat Vaughan, Director of Planning and Development
Date: July 23, 2024
Subject: Township of Malahide Official Plan Amendment No. 24, Part of Lots 31 and
32, Concession 5, Township of Malahide. Applicant: Esher Planning Inc.; Municipality
Township of Malahide; Owner: 1875455 Ontario Inc.; File No. MA OPA 1-24
Recommendation(s):
THAT the Council of the Corporation of the County of Elgin approves Official Plan
Amendment No. 24 to the Official Plan of the Township of Malahide; and
THAT staff be directed to provide notice of this decision in accordance with the
requirements of the Planning Act.
Introduction:
The Council of the Township of Malahide has adopted an amendment to their official
plan, known as Official Plan Amendment No.24 (OPA No. 24) and they have
subsequently forwarded the amendment to the County of Elgin for approval (see
attachment). In accordance with Section 17 of the Planning Act, the Council of the
County of Elgin, as "Approval Authority," is required to make a decision on the adopted
amendment in which Council may approve, modify, or refuse to approve the
amendment. If Elgin County fails to make a decision within 120 days after the
amendment is received, any person or public body may appeal to the Ontario Land
Tribunal.
This report is intended to provide County Council with the information required to make
a decision on the adopted amendment.
Discussion:
OPA No. 24 was adopted by Township Council on May 16, 2024 (By-law No. 24-21).
The purpose of the amendment is to re -designate certain lands with the Township of
`Agriculture' on Schedule Al of the Malahide Official Plan to `Mineral Aggregate
Resources' to facilitate the use of the subject lands for mineral aggregate extraction.
The proposed amendment would only change the land use designation of the subject
Page 59 of 166
lands and would not change any policy wording in the Official Plan. A concurrent
zoning by-law amendment application has also been submitted to the Township to
implement the proposed changes in Township OP. Additionally an Aggregate
Resources Act licence application for the extraction operation has been submitted to the
Ministry of Natural Resources and Forestry to operate the extraction operation.
The proposal has proceeded through the standard application process, including the
preparation, review, and acceptance of required technical studies and reports, as well
as a technical circulation to statutory review agencies. The application submission
included a planning justification report, archaeological assessment, environmental
impact statement, hydrogeological assessment, and proposed site plan. A Public
meeting required under the Planning Act was subsequently held prior to Township
Council's adoption of OPA No. 24. No concerns were raised with respect to the
supporting materials provided, and no objections to the proposal were received by the
Township prior to making a decision. The Long Point Region Conservation Authority
provided written comments with respect to the proposed OPA advising they had no
concerns.
County staff have had the opportunity to review the proposal and associated materials
against the requirements of the Planning Act, the Provincial Policy Statement, the
County Official Plan, and Township of Malahide Official Plan, and are satisfied that the
proposal meets all relevant requirements and is appropriate for the context of the
subject lands.
Financial Implications:
There are no identified direct financial implications to the County with respect to the
approval of the proposal.
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.
Page 60 of 166
Local Municipal Partner Impact:
This amendment will directly impact the Township of Malahide.
Communication Requirements:
The Notice of Decision will be sent to the applicant, Township of Malahide and those
prescribed under the Planning Act.
Conclusion:
Based on the above analysis it is recommended that County Council approve OPA No.
24 of the Official Plan of the Township of Malahide in its entirety, as the adopted
amendment:
• Is consistent with the Provincial Policy Statement;
• Conforms to the County of Elgin, and Township of Malahide Official Plans; and
• Constitutes good planning and is in the public interest.
All of which is Respectfully Submitted
Paul Hicks
Acting Manager of Planning
Mat Vaughan
Director of Planning and Development
Approved for Submission
Blaine Parkin
Chief Administrative Officer/Clerk
Page 61 of 166
AMENDMENT NO. 24
TO THE
OFFICIAL PLAN
OF THE
TOWNSHIP OF MALAHIDE
Subject:
1975455 Ontario Ltd
52870 John Wise Line and 7900 Carter Road
May 16, 2024
Page 62 of 166
PART A — THE PREAMBLE
1. PURPOSE
The purpose of this Amendment is to facilitate the establishment of a mineral
aggregate operation on the subject lands, being Part of Lots 31 and 32, Concession
5, in the geographic Township of Malahide.
2. BASIS
The Amendment to the Official Plan would be consistent with the Provincial Policy
Statement 2020, conforms to the County of Elgin Official Plan, and would conform to
the Township of Malahide Official Plan.
The full basis for this Amendment has been set out in the Application and
supplementary materials submitted in support of this Amendment.
PART B — THE AMENDMENT
All of this part of the Amendment entitled "Part B — The Amendment," consisting of the following text and
schedules, constitutes Amendment No. 24 to the Official Plan of the Township of Malahide.
DETAILS OF THE AMENDMENT
1. Schedule 'Al', Land Use of the Plan of the Township of Malahide, is hereby amended by changing the
designation as it applies to the certain lands, being Part of Lots 31 and 32, Concession 5, in the
geographic Township of Malahide from 'Agriculture' to `Mineral Aggregate Resources' as shown on
Schedule 'A' hereto.
PART C - THE APPENDICES
The following appendices do not constitute part of Amendment No. 24 but are included as information supporting
the amendment.
Appendix I - Notice of Public Meeting
Page 63 of 166
Schedule A
Ck
L/ANDS/,
/j,T,O,BE
RED )ESIGN ED'
MINERAL/,GG AT
W
E
II
'WISE -LINE
This is Schedule'A'to By-law
No. 24-21
passed on the 16th day of May 2024
VAYOR CLERK
N
mia1w,"1i
Official Plan
of the Township of Malahide Schedule 'Al'
Metres
0 75 150 300 Land Use
Page 64 of 166
r NOTICE OF PUBLIC MEETING
„, T 0Y9f N S H 1 P r
CONCERNING A PROPOSED
`'""°"`°°"""' "�°' ""°'" °"'""",` OFFICIAL PLAN AMENDMENT
AND ZONING BY-LAW AMENDMENT
TAKE NOTICE that the Township of Malahide has received applications for an Official Plan
Amendment and a Zoning By-law Amendment and will be holding a Statutory Public Meeting as
follows:
Date: May 16, 2024
Time: 7:30pm
Location: Malahide Township Council Chambers at the Springfield & Area
Community Service Building, 51221 Ron McNeil Line, Springfield
The Meetina can also be attended and/or viewed virtuallv
File No.: D09-OPA01-24 and D14-Z04-24
Owner(s): 1975455 Ontario Ltd
Applicant: Esher Planning Inc
Location of Part of Lots 31 and 32, Concession 5, Township of Malahide
Property: (52870 John Wise Line and 7900 Carter Road) (see map below)
The Owner/applicant has submitted all information and fees required to consider the application, and
the Township has deemed the application to be complete. The Amendment is being considered in
accordance with the Planning Act R.S.O 1990 and Ontario Regulations 543/06 and 545/06.
We value your input
Any person may express their support, opposition, or comments regarding this application.
KEY MAP
Township of Malahide
o
U IIn1 11 UI 3,1 '€
I,7I 3"
--i
UUI„C)b Ur,N
�Ulu�
U 1a
SUBJECT
i
LANDS
\
..,,.:.JOHNIWISE LINE
i.
....
71
7
L,
0
10
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Meters
U
Purpose and Effect: Esher Planning Inc, on
behalf of the property owners, has submitted
applications for amendments to the Official
Plan and Zoning By-law to permit a sand and
gravel pit. The Official Plan Amendment has
been submitted to redesignate a portion of
the subject lands from "Agriculture" to
"Mineral Aggregate Resource Areas" and the
Zoning By-law Amendment has been
submitted to rezone the lands from "Special
Agricultural (A2) Zone" And "Large Lot
Agricultural (A3) Zone" to "Extractive
Industrial — Site Specific (M4-XX) Zone".
An application has also been submitted to the
Ministry of Natural Resources and Forestry
(MNRF) under the Aggregate Resources
Act (ARA) for a Class A, Pit Above Water
Table License. The total area to be licensed
is 21.8 hectares and the total area proposed
for aggregate extraction is 20.3 hectares. The proposed annual tonnage limit is 200,000 tonnes.
The lands are proposed to be rehabilitated back to agricultural uses once extraction is completed.
Additional Information: Additional information relating to this Application is available by contacting
the Township's Assistant Planner, Christine Strupat, by phone at (519) 773-5344, ext. 239 or by
email at cs:.r.:is.i.!.d::.e.....
DATED AT THE TOWNSHIP OF MALAHIDE, THIS 24fh DAY OF APRIL, 2024.
Allison Adams, Manager of Legislative Services/Clerk
Township of Malahide
87 John Street South, Aylmer, Ontario, N5H 2C3
519-773-5344
Email .r..KpaIa..1"IJdj....,.( Imn l lµoil:�c .c t
Page 65 of 166
ElginCounty
Report to County Council
From: Andrea Loughlean, Manager of Emergency Management & Elgin -Middlesex
Regional Fire School
Date: July 23, 2024
Subject: Legacy Wells Initiative Year 2 and 3
Recommendation(s):
THAT the report titled "Legacy Wells Initiative Year 2 and 3" from the Manager of
Emergency Management & Elgin -Middlesex Regional Fire School dated July 23, 2024
be received and filed.
THAT approval be granted for submission of the proposed application for MNRF's
Legacy Wells Municipal Transfer Payment Program Year 2 and 3 funding.
Introduction:
The Ministry of Natural Resources (MNR) is leading the development of a
comprehensive action plan to help address risks from legacy oil and gas wells and
subsurface gas migration hazards in southwestern Ontario. This Action Plan Strategy
focuses on increasing the understanding of risks, identifying actions to reduce risks, and
supporting measures to enhance emergency preparedness. Reducing the risks of
legacy oil and gas infrastructure and subsurface gas migration involves a number of
provincial ministries and municipalities. As such, a co-operative approach to identifying
opportunities and solutions is critical to moving forward and achieving a successful
outcome.
As part of the Action Plan Strategy, the government is investing $7.5 million over three
years in a new Transfer Payment Program focused on supporting municipalities in their
efforts to reduce risks and enhance emergency preparedness within their communities.
In Year 1 (2023-24), the ministry provided $2.0 million to nine targeted upper tier
municipalities - Municipality of Chatham -Kent; County of Elgin; County of Essex; Norfolk
County; Region of Niagara; Haldimand County; Oxford County; Lambton County; Brant
County; with the expectation of collaboration with their lower tier municipalities.
The government recognizes the greatest need for funding is predominantly in rural
municipalities, where local geology and naturally occurring petroleum resources can
influence the risk factors to public health and safety and the environment. Funding will
Page 66 of 166
be distributed to selected municipalities in southwestern Ontario to undertake activities
focusing on the ministry's Action Plan Strategy goals of increasing understanding of the
Risks and building capacity for emergency preparedness.
In Year 2 and Year 3, there will be two streams of funding available to the same nine
municipalities:
Base Funding — continued funding for municipalities to build capacity and enhance
preparedness. Elgin County will have the opportunity to apply for $280,000 for each of
Year 2 and 3 in base funding.
Collaborative Funding — funding available to municipalities to support various
opportunities for targeted, collaborative projects that align with the strategic program
objectives. Elgin County will have the opportunity to apply for a portion of $0.5 million in
Year 2 and $1.0 million in Year 3. These amounts are the respective Year 2 and 3 totals
for collaborative funding for all nine municipalities.
Background and Discussion:
The eligible activities for Year 1 included: Understanding Risk, Reduce Risks, and
Enhance Preparedness. This funding allowed Elgin County to successfully:
• Train over 650 personnel, including firefighters, senior and elected officials, and
municipal staff across Elgin County, all lower tier municipalities (LMPs), St.
Thomas, and neighbouring municipalities in the areas of Hydrogen Sulfide
Awareness, Hydrogen Sulfide Survive, Emergency Social Services, and Crisis
Communications.
• Educate 125 participants from across the County and neighbouring municipalities
at the Petroleum Emergencies Workshop.
• Acquire and stock 4 Emergency Response Units — 3 to support reception centre
activation and 1 to support transport of hazmat and fire services equipment
throughout the county.
• Improve the EOC at 450 Sunset Drive allowing better support of the County and
our LMPs in the event of an emergency.
• Purchase 24 Hazardous Materials Class A training suits for firefighter training.
• Purchase gas monitoring equipment for each of the fire stations throughout Elgin
County; including all LMPs as well as St. Thomas.
Year 2 (2024-2025) and Year 3 (2025-2026) eligible activities include:
Base Funding
Collaborative Projects
Capacity Building
Projects between two or more
municipalities
Training
Communications
Projects that undertake work that
demonstrates collaboration between
upper and lower tier municipalities where
Monitoring/Assessment
Page 67 of 166
the municipalities are represented by
different CEMCs
Emergency Response Planning
Projects that are undertaken by a
selected municipality for the general
Other activities pre -approved by MNRF
benefit of other municipalities with oil and
gas wells
Elgin County's Year 2 and Year 3 Proposed Application:
Eligible Activity
Details
Budget
Capacity Building
Fire Training Ground available to all fire
services and firefighters within Elgin County
and those training with the Elgin -Middlesex
Regional Fire School.
Equipment to include (example costs)-
- Class A Live Fire Structure - $550,000
- Propane Training Unit - $64,147
—$670,746
Associated props:
taxes, freight,
Car Prop - $32,047
installation not
Horizontal Prop - $16,045
included
Dumpster Prop - $8,507
- Ground Preparation — TBD
- Land Acquisition — TBD
- Move existing training structures at
Yarmouth, Central Elgin — TBD
Emergency
Collaborate with participating LMPs in
$0
Response
creating/updating the Emergency Response
Plans to include a hazardous materials specific
plan.
There are multiple locations being considered including sites that would require land
acquisition or utilizing existing County assets. While a finalized location has not yet
been determined, the following criteria are identified-
- Hydrant access with sufficient flow rates
- Land area of approx. 3-5 acres for future additions to the training ground as
funds and partnerships become available
- Land that is cleared, ideally paved or packed gravel to decrease ground
preparation costs
- Centrally located
- Not proximal to residential areas or other sensitive land uses
- Cost effective
A centrally located training ground will allow the most convenient and effective usage
from all fire services within the County. Land of up to 5 acres will also allow for future
development of the grounds, such as the incorporation of a fire safety village for school
aged children to learn about fire safety and fire prevention — something other
Page 68 of 166
municipalities outside the County have had great success with. Having additional space
on site also opens opportunities for future collaboration and development with other
municipalities and industries in the area. At present, St. Thomas Fire has expressed
interest in investing in the proposed training site, if development remains conveniently
located.
The live fire structure and mobile training props offer a realistic training scenario while
maintaining an effective margin of safety. The suggested props will allow firefighters to
train in scenarios related to hazardous materials, vehicle fire, dumpster fire, and live fire
situations. Relocation of the existing training structures from Yarmouth Centre Fire
Station in Central Elgin to the proposed training ground will further benefit all LMP fire
services as it allows the ability to train in high angle scenarios, search and rescue,
tactical ventilation, as well as thermal dynamics and flashover scenarios. This type of
facility presents a unique and interesting opportunity for industries in the area with fire
response teams on staff, as it offers an area within close proximity for training
opportunities. The ability to utilize the training ground through the Elgin -Middlesex
Regional Fire School, will further the beneficial reach by improving training opportunities
to all fire services across Southwest Ontario and the province who utilize our Regional
Training Centre.
Currently, this type of training for our firefighters is not available nor possible within the
County. Fire Services across the County and in many of the surrounding areas wishing
to train in this capacity would need to rent a training facility at a cost of $500-$1500/day
or more. Renting such a training facility is not only cost prohibitive but impractical due to
logistical concerns of traveling outside the County.
Financial Implications:
Funding from MNRF over Year's 2 and 3 could realistically range from $560,000 to
approx. $1 million with an approved proposal submission, however the amount awarded
will only be determined upon assessment and approval of a project proposal.
Costs associated with maintenance of the suggested equipment are considered
minimal, as per manufacturer representatives, as well as representatives from Toronto,
New Tecumseth, and Ingersoll Fire Services who are utilizing the same or similar props
as those proposed. The manufacturer identified the life span of the training props to be
up to or beyond 20 years, pending maintenance and usage.
To offset maintenance costs, the training ground can be rented out for an estimated
$750/day to remain competitive. With a rental frequency of 4 days/mos. $36K could be
generated annually and $720,000 over the life span of the live fire unit.
Annual: $750/day rental fee x 4 days/mos. rental = $36,000
20-yr Lifespan: $36,000 x 20 yrs. _ $720,000
In keeping with the collaborative approach of the Legacy Well Initiative, LMP fire
services would have the ability to train on the grounds with no cost, beyond materials
Page 69 of 166
required by each individual service. At present the LMP fire services and the Elgin -
Middlesex Regional Fire School must pay to utilize a training ground outside of Elgin
County to facilitate this type of training. For the Fire School alone, these costs would
result in approx. $50,000 over the lifespan of the equipment (2024 pricing).
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:
As mentioned, LMP fire services would have the ability to utilize the training ground with
no cost to the municipality beyond those associated with each department's training
plan.
Having access to this type of training facility will benefit the LMPs, their fire services,
and industries within each LMP in many ways:
• Ability to train in a capacity that is currently not possible within Elgin County.
• Significantly decreased cost for training without having to travel outside the
County.
• Opportunity for more complex training scenarios for hazardous materials, live fire
scenarios, and many others that will improve firefighter skill level and, ultimately,
service to their communities.
• Collaborative training opportunities with other LMPs — strengthening capacity for
multi -jurisdictional response.
• Opportunity for training with area industries that fire services are expected to
work closely with to establish an effective response.
Communication Reauirements:
Page 70 of 166
At the time of this report, preliminary discussions have taken place with LMP fire chiefs
regarding their support of the training facility. Key stakeholder meetings have been
arranged. Communications among County Council, CAO's office, Emergency
Management, Planning, Finance, and Engineering department have been established
and are continuing.
Moving forward, further discussions with all key stakeholders will help determine details
associated with the proposal and implementation of the project, as well as maximize
funding and benefit for all municipalities within the County.
Conclusion:
It is recommended that County Council approve the submission of Year 2 and Year 3
application to the Legacy Wells Transfer Payment Program with MNRF for a joint fire
training ground. With the support of the LMPs and that of the County, we can improve
fire training across Elgin County for years to come.
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 71 of 166
ElginCounty
Report to County Council
From: Andrea Loughlean, Manager of Emergency Management & Elgin -Middlesex
Regional Fire School
Date: July 23, 2024
Subject: Engagement of Modernization of Emergency Management and Civil
Protection Act (EMCPA)
Recommendation(s):
THAT the report titled "Engagement of Modernization of Emergency Management and
Civil Protection Act (EMPCA)" from the Manager of Emergency Management & Elgin —
Middlesex Regional Fire School dated July 23, 2024 be received and filed.
THAT members of Council be respectfully requested to review the attached Discussion
Guide and provide feedback to the Elgin County Emergency Management department,
through your municipalities in collaboration with your respective municipal councils, or
directly to the province.
Introduction:
Emergency Management Ontario is engaging partners and stakeholders on proposed
modernization of the Emergency Management and Civil Protection Act to support a
safe, practiced and prepared Ontario — before, during and after emergencies.
The opportunity for feedback is open to elected officials, municipal staff, as well as the
public.
Background and Discussion:
The Emergency Management and Civil Protection Act (EMCPA) establishes the
province's legal framework for managing emergencies by defining the authority and
responsibilities accorded to provincial ministries, municipalities, and to specific
individuals.
In 2023, the province released the Provincial Emergency Management Strategy and
Action Plan, which outlines Ontario's vision and roadmap for emergency management.
One goal of a modernized EMCPA is to deliver on and align with the goals and actions
outlined in the Provincial Emergency Management Strategy and Action Plan.
Page 72 of 166
Emergency Management Ontario is seeking further input on five key focus areas to
inform the development of a proposed modernized legislative framework that reflects an
increasingly complex emergency landscape, is informed by best practices and lessons
learned, and aligns with Ontario's emergency management vision.
Five Key Focus Areas:
1. The scope of emergency and emergency management
2. One -window approach to provincial emergency management coordination
3. Enhancing coordination between government, broader public sector and external
partners
4. Improving the consistency, quality and inclusivity of emergency management
programs
5. Reflecting how Ontario works with First Nations partners in emergency
management
To support engagement, a discussion guide has been posted to Ontario's Regulatory
Registry and the Environmental Registry of Ontario, which includes further details and
questions for partners, stakeholders and members of the public. This discussion guide
will be open for feedback until August 26, 2024.
Financial Implications:
There are no financial obligations associated with the modernization of the EMCPA at
present or expected.
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:
It is suggested that municipalities submit feedback toward the discussion, however no
other direct impacts are expected through the engagement process.
Page 73 of 166
Please note: modernization of the EMCPA could present changes to legislative
responsibilities for EM compliance once modernization is finalized. At this time, it is
unknown to what capacity, if any.
Communication Requirements:
Information is being presented to all LMPs through the ongoing Emergency
Management Program Committee meetings and municipal staff involved in EM are
encouraged to participate and give feedback.
Conclusion:
It is recommended that members of council take advantage of this opportunity to
provide feedback to the province.
Feedback can be shared with Elgin Emergency Management Department or with
Emergency Management Ontario by email to
.."�:::::::::.:AEI �....... II�u �.� II
.,;�������. �������� .1�::�!!..n��.!L..U.�����f��$..��..,�,,,,,,,i.����''��I�. or through regular
mail at the address below:
Emergency Management Policy and Governance Branch
Emergency Management Ontario
Treasury Board Secretariat
315 Front St. W
Toronto, ON M7A O138
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 74 of 166
Treasury Board Secretariat
Emergency Management Ontario
25 Morton Shulman Avenue
Toronto ON M3M OB1
Tel: 647-329-1200
MEMORANDUM TO:
Secretariat du Conseil du Tresor
de la gestion des situations d'urgence Ontario
25, rue Morton Shulman
Toronto ON M7A 1Y6
Tel.: 647-329-1200
July 3, 2024
Ontario Q
Community Emergency Management Coordinators
FROM: Bernie Derible
Deputy Minister and Commissioner of Emergency
Management
Treasury Board Secretariat
SUBJECT: Engagement on Proposed Modernization of the
Emergency Management and Civil Protection Act
I am pleased to share that Ontario is engaging partners and stakeholders on proposed
modernization of the Emergency Management and Civil Protection Act to support a
safe, practiced and prepared Ontario — before, during and after emergencies.
The province continues to work with partners to strengthen emergency management
through targeted investments, enhanced capabilities, and expanded training across
Ontario as highlighted in the 2023 annual report for the Provincial Emergency
Management Strategy and Action Plan. Engagement on a modernized legislative
framework is an integral next step to identify opportunities to strengthen our tools to
ensure that we are ready for the challenges of today and the future.
Building on feedback from partners and stakeholders, best practices, and lessons
learned from past emergencies, Ontario is engaging on five areas of focus as a first
step of a phased approach to inform opportunities for a proposed modernized legislative
framework-
1 . The scope of an emergency and emergency management
2. One window approach to provincial emergency management coordination
3. Enhancing coordination between government, broader public sector, and
external partners
4. Improving the consistency, quality and inclusivity of emergency management
programs
5. Reflecting how Ontario works with First Nations in emergency management
Page 1 of 3
Page 75 of 166
To support engagement, a discussion guide has been posted toOntario's e ulator�
Registry and the Environmental egistry of Ontario, which includes further details and
questions for partners, stakeholders and members of the public. This discussion guide
will be open for feedback until August 26, 2024.
Emergency Management Ontario is also holding focused engagements with partners
and stakeholders, including Community Emergency Management Coordinators, to seek
further feedback and build upon what we have heard. We will be in touch soon to set up
time for discussion.
Responses from this engagement over the Summer of 2024 will help inform how
Ontario could modernize the emergency management legislative framework to
strengthen the province's ability to prevent, mitigate, prepare for, respond to, and
recover from emergencies and align with Ontario's emergency management vision for a
safe, practiced and prepared Ontario.
If you have any questions, please contact Michelle Astill, Director, Emergency
Management Policy and Governance Branch, Emergency Management Ontario, at
We are grateful for your valuable feedback and thank you for your ongoing collaboration
and coordination to advance emergency management in the province.
Bernie Derible
Deputy Minister and Commissioner of Emergency Management
Treasury Board Secretariat
Cc:
Eric Everett, Assistant Deputy Minister, Emergency Management Strategy, Monitoring
and Intelligence Division, Emergency Management Ontario, Treasury Board Secretariat
Heather Levecque, Assistant Deputy Minister, Emergency Management Operations
Division, Emergency Management Ontario, Treasury Board Secretariat
Lisa Priest, Assistant Deputy Minister, Emergency Management Preparedness,
Programs and Planning Division, Emergency Management Ontario, Treasury Board
Secretariat
Page 2 of 3
Page 76 of 166
Michelle Astill, Director, Emergency Management Policy and Governance Branch,
Emergency Management Strategy, Monitoring and Intelligence Division, Emergency
Management Ontario, Treasury Board Secretariat
Page 3 of 3
Page 77 of 166
Discussion Guide
Engagement on Proposed Modernization of the Eme
Management and Civil Protection Act
Treasury Board Secretariat - Emergency Management Ontario 0 Ontario
Contents
Introduction........................................................................................2
Focus Area 1: Scope of an emergency and emergency management ......................4
Focus Area 2: One window approach to provincial emergency management
coordination........................................................................................6
Focus Area 3: Enhancing coordination between government and emergency
management partners.............................................................................6
Focus Area 4: Improving the consistency, quality and inclusivity of emergency
management programs............................................................................8
Focus Area 5: Reflecting how Ontario works with First Nations in emergency
management...................................................................................... 10
Summary Questions.............................................................................. 12
Additional Resources............................................................................ 12
Engagement on Proposed EMCPA Mode ge �g o� �f�ussion Guide Page 1 of 12
Treasury Board Secretariat - Emergency Management Ontario 0 Ontario
Introduction
The province is committed to ensuring a safe, practiced and prepared Ontario -
before, during and after emergencies.
Last year, Ontario released the first Pirpyn.i��.c.ia.1......Eirn. '.irgg].�..y..... „i ...g ..ir „i .:a.......: it .g.y..... i ...
A. ctioI11a o., outlining the province's vision and roadmap for emergency management,
designed to keep Ontario ready and prepared. On April 9, 2024, the province released
the n................................. i.�i.�� _�....ir apir pig lh by i , highlighting key actions Ontario has taken in
coordination with partners to strengthen emergency management, as well as
commitments to move the province's safety and resilience forward.
The : �r . .�::.... ....:.::......... .........:..(...... ..... establishes the province's legal
framework for managing emergencies. The legislation does this by setting out various
authorities and responsibilities accorded to provincial ministries, municipalities and
specific individuals.
The Emergency Management and Civil Protection Act and ii�tarrnp......g��_ladon „/
.5ta dair.d , have not been comprehensively updated in over 15 years. Building on
feedback to date from partners and stakeholders, Emergency Management Ontario has
developed this discussion guide, taking into account what we have heard, to seek
input to inform the proposed development of a modernized legislative framework that
reflects an increasingly complex emergency landscape, is informed by best practices
and lessons learned, and aligns with Ontario's ...!r..g ..i ..y......ir i ...g it i].:�.....�':n.:io for a
safe, practiced and prepared Ontario.
Collaboration and coordination with partners and stakeholders are integral to
advancing emergency management in the province. Responses from this engagement
will help inform opportunities for how Ontario can modernize the emergency
management legislative framework to strengthen the province's ability to prevent,
mitigate, prepare for, respond to and recover from emergencies.
Focus Areas
To inform the development of a modernized emergency management legislative
framework, Emergency Management Ontario is seeking input from emergency
management partners, including municipalities, First Nation partners and Indigenous
service organizations, critical infrastructure owners and operators, the broader public
sector, non -governmental organizations (NGOs), as well as other interested individuals
and organizations on the following five key focus areas to inform the proposed
development of a modernized emergency management legislative framework
reflective of Ontario's vision of a safe, practiced and prepared Ontario:
1. The scope of an emergency and emergency management: opportunities to
strengthen Ontario's collective ability to prevent, mitigate, prepare, respond to
and recover from emergencies of varying scopes, types and sizes.
Engagement on Proposed EMCPA Mode ge g8 o� �f�ussion Guide Page 2 of 12
Treasury Board Secretariat - Emergency Management Ontario 0 Ontario
2. One window approach to provincial emergency management coordination:
opportunities to enhance provincial emergency management coordination for
hazards and risks, including wildland fires, floods, pandemics, cyber-attacks and
nuclear incidents, through clearer roles and responsibilities for provincial actors
and processes for how Ontario collaborates with other jurisdictions, including the
federal government.
3. Enhancing coordination between government and emergency management
partners, including broader public sector and external partners: opportunities
to enhance cross-sectoral collaboration and enhance emergency management
capabilities, for example through Ontario Corps, to prepare for and respond to
emergencies.
4. Improving the consistency, quality and inclusivity of emergency management
programs: opportunities to align with international best practices for
comprehensive, high -quality and inclusive emergency management programs with
consideration of the needs of diverse and vulnerable populations in emergency
management.
5. Reflecting how Ontario works with First Nations in emergency management:
opportunities to guide how the province supports First Nations partners and
Indigenous service organizations in Indigenous -led emergency management.
How to use this guide
The purpose of this guide is to ask for input to inform the proposed development of a
modernized provincial emergency management legislative framework.
This guide has been designed to help organize your feedback. You do not need to
answer all the questions in the guide and may answer questions that are of interest or
concern to you.
Please send your response by email or regular mail by August 26, 2024 as follows:
By e-mail to:
J„III„„I,,Il,ii,y,oii°:�irlio. c
By regular mail to:
Emergency Management Policy and Governance Branch
Emergency Management Ontario
Treasury Board Secretariat
315 Front St. W
Toronto, ON M7A O138
Engagement on Proposed EMCPA Mode ge 0 o� �f�ussion Guide Page 3 of 12
Treasury Board Secretariat - Emergency Management Ontario 0 Ontario
Focus Area 1: Scope of an emergency and emergency management
Emergencies can threaten public safety, health, the environment, property, continuity
of critical services and the economy and can vary in intensity and complexity based
on factors like timing, weather, infrastructure, geography, hazard type and
demographics. Emergency management aims to support society to prevent, mitigate,
prepare for, respond to and recover from these situations, minimizing negative
impacts across the province.
To manage emergencies, communities across Ontario rely on local capabilities
outlined in their emergency plans and procedures, including using mutual aid or
assistance agreements that allow the sharing of resources (such as first responders
and evacuation centres) across communities. When a situation occurs that exceeds
local capacities, the province mobilizes emergency resources and expertise to assist.
Since the ar:ieLg L!�y.... .....fir„7 _ and ............��...y..(......Protection.. Act was last comprehensively
updated, Ontario's hazard and risk landscape has become increasingly complex -
wildland fire seasons pose greater challenges, cyber-attacks are increasing in
frequency and severity and critical infrastructure sectors face evolving threats while
delivering essential services. To ensure that Ontario remains vigilant and flexible to
address different types of emergencies, the �'irpyn_i c„n_a I Eir „r. g ........................... y„ na it nt„
SV it tog,y... n Action Plan outlines key principles and goals to guide emergency
management partners in continuous and enhanced focus on planning, readiness and
response.
To deliver on the Provincial Emergency Management Strategy and Action Plan and
align with best practices towards the vision of a safe, practiced and prepared Ontario,
Emergency Management Ontario has heard that there are opportunities to strengthen
overall resilience to emergencies through increased flexibility to address emergencies
of varying types and scales and additional clarity regarding roles and responsibilities
for partners in all pillars of emergency management (prevention, mitigation,
preparedness, response, recovery). In addition, Emergency Management Ontario has
heard feedback that the Emergency Management and Civil Protection Act could
better support municipalities as the lead for local emergency management, by
enabling greater flexibility in municipal powers and clarifying processes for accessing
provincial support to efficiently address emergencies of varying types and scales.
Discussion Questions
1. How can the province's emergency management legislative framework strengthen
and ensure coordination in Ontario's collective roles and responsibilities to
prevent, mitigate, prepare for, respond to and recover from the adverse impacts
Engagement on Proposed EMCPA Mode ge g9 o� �f�ussion Guide Page 4 of 12
Treasury Board Secretariat - Emergency Management Ontario 0 Ontario
of emergencies? How can the Emergency Management and Civil Protection Act
reflect emergencies of varying scopes, types and sizes?
2. How can the provincial emergency management legislative framework better
empower and support municipalities with efficiently managing emergencies of
different scales and types to protect their communities?
3. How can the provincial emergency management legislative framework clarify how
and when the province supports and coordinates with local partners in managing
emergencies of different scales and types?
Engagement on Proposed EMCPA Mode ge g9 o� �f�ussion Guide Page 5 of 12
Treasury Board Secretariat - Emergency Management Ontario 0 Ontario
Focus Area 2: One window approach to provincial emergency
management coordination
Emergencies can have widespread impacts on many parts of society and managing
them requires provincial collaboration and coordination on hazards and risks across
government in coordination with emergency management partners.
To facilitate this collaboration and coordination and as set out in the ir�ovniIcna�
........................................................................
Emer g.e..........i..�......cy Ma.ma. ..e.ment StrategY......aAct o.n Plan Emergency Management Ontario
.............................................................................................. ..................... works as the one window for provincial emergency management coordination. In this
role, Emergency Management Ontario proactively coordinates with municipalities,
First Nations partners and Indigenous service organizations, provincial ministries, the
federal government, organizations supporting vulnerable populations and other
partners to facilitate preparedness, communication and information sharing, and
emergency response supports.
Emergency Management Ontario has heard feedback that there are opportunities for
the : �r f!2. ° .... ....:.::.........q.n.......0 i.:..(..... .....A c t., to clarify and further enable
Emergency Management Ontario's one -window role in coordinating and collaborating
with emergency management partners to deliver on collective roles and
responsibilities for emergency prevention, mitigation, preparedness, response and
recovery. This includes consideration to ensure that the necessary resources,
processes and capabilities can be efficiently mobilized to address a wide range of
incidents, regardless of their specific cause (for example, natural or technological).
Discussion Questions
4. How can the province's emergency management legislative framework enhance
provincial coordination through Emergency Management Ontario as the one
window for provincial emergency management coordination in all pillars of
emergency management?
5. How can the province's emergency management legislative framework enable
provincial coordination in preparing for and responding to a wide range of hazards
and risks? For example, would enabling specific roles, functions or responsibilities
for provincial actors in any emergency be beneficial?
Focus Area 3: Enhancing coordination between government and
emergency management partners
In alignment with the goals of the Pirpyn�ci 1Ern irg i�Yi�ait .gYi........ ..... i ...
A.ctioll� I Ia Ontario works together alongside emergency management partners,
including municipalities, First Nations partners and Indigenous service organizations,
federal partners, critical infrastructure owners and operators, the broader public
sector and non -governmental organizations (NGOs), towards a shared commitment to
safe and prepared communities across the province.
Engagement on Proposed EMCPA Mode ge 0v T�ussion Guide Page 6 of 12
Treasury Board Secretariat - Emergency Management Ontario 0 Ontario
Ontario has been actively working to enhance the province's emergency management
capabilities. This includes, for example, the development and mobilization of
partnerships with NGOs through nt ido pirp ., and through the Ontario Critical
Infrastructure Assurance Program, which works to assure Ontario's key facilities,
systems and networks are resilient to threats from various hazards and risks.
There are a range of evolving threats and pressures that partners across Ontario face,
such as extreme weather exacerbated by climate change or cyber-attacks, leaving
them vulnerable and impacting their ability to maintain essential services. The
current legislative framework does not sufficiently address cross-sectoral, cross -
jurisdictional risk management and business continuity planning activities in Ontario
that ensure the resilience of critical infrastructure or support integration with
provincial and municipal programs.
To better support broader coordination and greater resiliency to hazards and risks
across sectors (including critical infrastructure), Emergency Management Ontario
recognizes that there are opportunities to formalize collaboration, information
sharing and consistency in risk management practices across and within sectors.
Emergency Management Ontario has also heard that there are opportunities to
enhance coordination through leveraging agreements with NGOs and other
stakeholders, supported by defined reporting and accountability measures.
Discussion Questions
6. How can the province's emergency management legislative framework:
a. Improve coordination across sectors including critical infrastructure entities
and the broader public sector? Would enabling formalized roles and
responsibilities support this goal?
b. Enhance situational awareness and proactive hazard and risk monitoring and
data sharing across emergency management partners?
c. Enhance consistency in risk mitigation activities to support greater
preparedness for hazards and risks across sectors?
7. How can the province's emergency management legislative framework support the
effective coordination and oversight of partnerships with NGOs and other
stakeholders to enhance the development and deployment of emergency
management capabilities?
Engagement on Proposed EMCPA Mode ge g o� �f�ussion Guide Page 7 of 12
Treasury Board Secretariat - Emergency Management Ontario 0 Ontario
Focus Area 4: Improving the consistency, quality and inclusivity of
emergency management programs
A key aspect of emergency management includes hazard and risk -based programs and
activities. For example, under the r:ieLg L!�y.... . .. fir„7 _ and ............��...Y..(...... rotes.... .... Act,
municipalities in Ontario are responsible for developing and implementing emergency
management programs (section ..W......I ). Current program requirements relate to
preparedness and response activities and programs can include elements from all
stages of emergency management.
The Provincial Eirneir g]� Mama emeit Stirate ai��i Actnoi� �.°�[ai� highlights Emer ens
....................................................................................................................g............................Y.............................................g...................................................................................................g.Y.........................................................................................................................Emergency
Management Ontario's work with partners on opportunities to enhance the quality of
emergency management programs. This includes proactive planning and monitoring,
and strengthened exercising and testing of multi -sector emergency plans.
Through a review of international best practices, Emergency Management Ontario
understands that there is an opportunity to update emergency management program
requirements and evaluation tools so that they better address all pillars of emergency
management, support continuous improvement and focus on outcomes versus outputs.
Emergency Management Ontario has also heard that there are opportunities for
emergency management program requirements to support resources for key activities
that will have the greatest impact, reduce administrative burden and enable
collaboration in emergency management programs.
As outlined in the Provincial Emergency Management Strategy and Action Plan, the
province is committed to addressing the unique needs of vulnerable populations
throughout the emergency management cycle. While emergency management
programs in Ontario have been actively evolving to include the varied needs of
vulnerable populations across the province, there is an opportunity to strengthen
emergency management programs to ensure they are inclusive and minimize adverse
impacts from emergencies on diverse communities.
Discussion Questions
8. How can the province's emergency management legislative framework better
enable emergency management programs that are collaborative, outcomes -driven
and continuously improving?
9. How can the province's emergency management legislative framework more
efficiently focus emergency management program requirements for partners,
including municipalities, on activities with the greatest impact, while maintaining
programs that are effective and continuously improving?
10. How can the province's emergency management legislative framework support
effective coordination with emergency management partners and inclusive
emergency management programs that consistently and effectively consider the
Engagement on Proposed EMCPA Mode ge g o� �f�ussion Guide Page 8 of 12
Treasury Board Secretariat - Emergency Management Ontario 0 Ontario
needs of specific populations who may experience unique challenges during
emergencies?
Engagement on Proposed EMCPA Mode ge 0v T�ussion Guide Page 9 of 12
Treasury Board Secretariat - Emergency Management Ontario 0 Ontario
Focus Area 5: Reflecting how Ontario works with First Nations in
emergency management
The Provincial Emer ei�c Mama emei�t Stirate ai�� Ltioii� I:`Iai� highlights the
....................................................................................................................g............................y.............................................g...................................................................................................g.y.........................................................................................................................
province's continued commitment to work with First Nations and Indigenous partners
to understand community -specific challenges, needs and considerations for
emergency management and to enhance opportunities for Indigenous -led approaches
to emergency management. As outlined in the 2023 aid„i��_�]_l ir„pirt on progress, Ontario
continues to enhance collaboration in support of this commitment by advancing the
development of multilateral emergency management partnership agreements with
First Nations communities, Indigenous service organizations and federal partners.
These agreements will pave the way forward for a First Nations -led emergency
management framework that recognizes First Nations as equal partners in emergency
management, supports self-determination rights and ensures culturally appropriate
and equitable emergency management services.
The : �r . .�::.... ....:.::......... .........:........ ..... does not reflect how Ontario
works with First Nations and Indigenous service organizations in emergency
management. Further to ongoing engagement with First Nations partners and
Indigenous service organizations, the province is seeking feedback on how the
provincial emergency management legislative framework could guide how Ontario
supports Indigenous -led emergency management. The province is also seeking
feedback from Indigenous partners on how to best enable and support approaches to
enhancing the inclusivity of Ontario's emergency management plans and programs,
such as ensuring culturally appropriate supports for Indigenous peoples are considered
in the design and implementation of provincial programs, plans, public education and
response activities.
Discussion Questions
11. How can the province's emergency management legislative framework guide how
Ontario supports First Nations partners and Indigenous service organizations in
Indigenous -led emergency management? For example, could the framework:
Outline key principles to guide the relationship between the province and
First Nations partners and Indigenous service organizations to support
Indigenous -led emergency management?
• Acknowledge that First Nations and Indigenous service organizations lead
the development of their communities' emergency management plans.
• Acknowledge that First Nations and Indigenous service organizations are
partners with the province in emergency management.
12. How can the province's emergency management legislative framework enhance
the inclusivity of Ontario's emergency management plans and programs to support
Indigenous peoples?
Engagement on Proposed EMCPA Mode ge g9 o� �f�ussion Guide Page 10 of 12
Treasury Board Secretariat - Emergency Management Ontario 0 Ontario
Engagement on Proposed EMCPA Mode ge g9 o� �f�ussion Guide Page 11 of 12
Treasury Board Secretariat - Emergency Management Ontario 0 Ontario
Summary Questions
13. What key objectives and principles should guide the province's emergency
management legislative framework?
14. The province continues to reflect on and learn from past emergencies. Are there
lessons learned or other insights or considerations to modernize the province's
emergency management legislative framework that you wish to share in relation to
your experience in past emergencies?
Additional Resources
• Eire ..!rg...........................'y.... i ...g. it i .:.......i�........:n.�':n...l...._Eirptectig��..... ct
• 11ir vio. cn I E.r.n irgei.�cy Man ge! .2.!�V S iraV .g.y air tl..._Ltio�� Plai��..
• Provincial Eirneir g c Mana e!2. t Stirate ai��i Action Plan 3 AV"�IIUa� Ike Dirt
....................................................................................................................g............................y.............................................g...................................................................................................g..y................................................................................................................................................................................................................................................1.......................
• E. e. irg ] .y. i��i]:tai.rnpm'..
Engagement on Proposed EMCPA Mode ge Mv T�ussion Guide Page 12 of 12
ElginCounty
Report to County Council
From: Peter Dutchak, Director of Engineering Services
Date: July 23, 2024
Subject: East Road (CR 23) Pedestrian Crossing
Recommendation(s):
THAT the report titled "East Road (CR 23) Pedestrian Crossing" from the Director of
Engineering Services dated July 23, 2024, be received and filed; and,
THAT the Municipality of Central Elgin, as a project partner, be requested to fund the
cost of extending the sidewalk on the west side of East Road to facilitate the project.
Introduction:
The County has received concerns about pedestrian and vehicular movements at the
intersection of East Road/Joseph Street/Currie Boulevard and Prospect Street within
the Village of Port Stanley, due to the intersection's unique geometry and sight line
restrictions. This report recommends implementing a pedestrian crossing, sidewalk
extension and vegetation removal in order to address these concerns.
Background and Discussion:
The intersection of East Road/Joseph Street/Currie Boulevard and Prospect Street
within the Village of Port Stanley is located at the top of a steep hill on the east side of
Port Stanley. The Joseph Street (part of CR 23) leg of the intersection connects the east
side of the village to the downtown core and is the only means of travel for pedestrians
to access the rest of the village. Residential development that has occurred over the
past few years along East Road has increased vehicular and pedestrian traffic along
this route and concerns for the safe operation of this intersection.
The intersection has operated for many years as a three-way stop intersection, allowing
uninterrupted free flow movements for vehicles traveling east, up Joseph Street hill.
This was historically and purposely designed to prevent vehicles from requiring to stop
on the steep grade of Joseph Street (12% grade) which is especially a concern during
winter weather conditions. Potential safety issues arise when vehicles travelling up the
hill enter into the hidden intersection and have reduced visibility for vehicles attempting
other intersection maneuvers or for pedestrians who cross on the intersection's north
Page 91 of 166
side, where the sidewalks connect. Fortunately, no collisions have been reported here
for a number of years, however many `near misses' have been reported.
Recently, a stop sign has been installed on Joseph Street to make this a 4-way stop
intersection in an attempt to provide an inexpensive solution to allow all road users to
make safe maneuvers. Staff reviewed activities at the intersection after the stop sign
was installed and found that operations had met the intended goals of this change.
However, as pointed out by numerous residents concerned about the implementation of
the stop condition, winter weather may create more significant challenges than hoped to
be solved with this solution.
Therefore, to implement a permanent solution to improve the safety for all road users at
this intersection, a number of initiatives are proposed. Firstly, vegetation will be
removed to improve sight lines as much as possible for all approaches. This will
necessitate the removal of a few large trees on the west side of the intersection.
Secondly, a new pedestrian crossover with rapid flashing LED beacons will be installed
approximately 40 metres north of the intersection along East Road as shown on the
attached sketch. This location is proposed to not interfere with existing driveways,
permit sufficient storage for northbound vehicles to stop and cue on a flatter grade and
to promote use by pedestrians walking on Currie Boulevard and Prospect Street. In
order to facilitate the proposed pedestrian crossing, a new section of sidewalk and curb
and gutter must be constructed on the west side of East Road to provide a connection
to the existing sidewalk on Joseph Street. While the County of Elgin is responsible for
warranted pedestrian crossing facilities on County roads, sidewalks are the
responsibility of the local municipality. Therefore, the Municipality of Central Elgin will be
requested to partner with the County on this project and to fund the cost of the sidewalk
and curb extension to the new pedestrian crossing location.
Once these activities are completed, the newly installed stop sign on Joseph Street will
be removed and the intersection control will be reverted back to historical conditions as
a three-way stop intersection and completed before December 2024.
Financial Implications:
The proposed pedestrian crossing facility is estimated to cost $60,000 and tree removal
is estimated to cost $5,000. The cost to extend the sidewalk and curb to the new
pedestrian crossing location is estimated to cost $10,000 and the Municipality of Central
Elgin will be requested to fund this part of the project. As this was not a previously
planned project, it is recommended that $65,000 be allocated from the Reserves Capital
Projects account.
Alignment with Strategic Priorities:
Page 92 of 166
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 Municipality of Central Elgin will be requested to fund the sidewalk and curb
extension portion of this project at an estimated cost of $10,000.
Communication Requirements:
�m
Conclusion:
Concerns received regarding the intersection of East Road/Joseph Street/Currie
Boulevard and Prospect Street within the Village of Port Stanley have prompted a
review to determine a solution that addresses the intersection's unique geometry and
sight line restrictions. This report recommends implementing a pedestrian crossing,
sidewalk extension and vegetation removal in order to address those concerns.
The project is estimated to cost $75,000, of which $10,000 is requested from the
Municipality of Central Elgin as a project partner to fund sidewalk extension to the new
pedestrian crossing facility.
All of which is Respectfully Submitted
Peter Dutchak
Director of Engineering Services
Approved for Submission
Blaine Parkin
Chief Administrative Officer/Clerk
Page 93 of 166
General notes:
- Required illumination of pedestrian crosswalk
and waiting area to be provided
- Accessible as per AODA
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Page 94 of 166 Meters A
ElginCounty
Report to County Council
From: Peter Dutchak, Director of Engineering Services
Date: July 23, 2024
Subject: Calton Line Culvert Replacement
Recommendation(s):
THAT the report titled "Calton Line Culvert Replacement" from the Director of
Engineering Services dated July 23, 2024 be received and filed, and;
THAT staff be authorized and directed to proceed with the replacement of an existing
culvert on Calton Line, immediately east of Mitchell Road at an estimated project cost of
$400,000 and funded from the "Reserves Capital Projects" account.
Introduction:
A 2.1 metre diameter steel culvert located on Calton Line (CR 45), immediately east of
Mitchell Road, in the Municipality of Bayham requires replacement. This project was not
identified in the 2024 Capital budget and therefore project funds required are
recommended to be taken from the Reserves Capital Projects account. The project is
being expedited and scheduled to be completed in 2024.
Background and Discussion:
A 62-year-old, multi -plate, 2.1m diameter steel culvert, located on Calton Line,
immediately east of Mitchell Road has been identified as needing replacement in 2024.
Routine road inspections identified a depression in the pavement surface over the
culvert which prompted further investigation. Those findings identified that the culvert
had began to deteriorate to a point where supporting soils are being washed away and
have begun to jeopardize the structural integrity of the culvert. Steel culverts are also
known as soil/steel structures since their ability to support loads is dependent upon the
granular bedding and backfill around the culvert.
The County has retained Spriet Associates to complete a survey, design and tender
package for the culvert's replacement as an extension of their assignment awarded
earlier in 2024 to rehabilitate five bridges. Preliminary engineering findings confirmed
that the existing 2.1 metre diameter culvert has a 10-year storm design, typical of
culverts from this era. A slip lining solution of the existing culvert has been reviewed and
Page 95 of 166
unfortunately discounted as an option since the reduction of the culvert size would
increase flow velocities beyond approved levels that would negatively affect the natural
environment.
Therefore, a minimum 50-year storm design (2.4m diameter) is recommended to retain
current flow velocities and a 100-year storm design (2.7m diameter) is the preferred size
to account for future unknown climate change risks and to create a potential culvert slip
lining rehabilitation alternative in the future.
A new, 2.7m diameter corrugated steel culvert pipe is estimated to cost $400,000 and
will necessitate a multi -week road closure and detour route be established to facilitate
the project.
Financial Implications:
This project was unplanned and therefore funding is recommended to be allocated from
the Reserves Capital Projects account where sufficient funds exist.
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:
Once the project is designed and tendered, project schedule details will be shared with
the Municipality of Bayham.
Communication Requirements:
Standard project notifications will be issued in advance of the project as well as posting
on the Municipal 511 platform.
Page 96 of 166
Conclusion:
A 2.1 metre diameter steel culvert located on Calton Line (CR 45), immediately east of
Mitchell Road, in the Municipality of Bayham requires replacement with a new 2.7 metre
diameter steel culvert pipe. This project was unplanned and therefore project funds are
recommended to be taken from the Capital Projects Reserve. The project is being
expedited and scheduled to be completed in 2024.
All of which is Respectfully Submitted Approved for Submission
Peter Dutchak Blaine Parkin
Director of Engineering Services Chief Administrative Officer/Clerk
Page 97 of 166
ElginCounty
Report to County Council
From: Jennifer Ford, Director of Finance/Treasurer
Date: July 23, 2024
Subject: County of Elgin — Reserves and Reserve Fund Policy
Recommendation(s):
THAT the report titled "County of Elgin — Reserve and Reserve Fund Policy" from the
Director of Finance/Treasurer dated July 23, 2024 be received and filed, and;
THAT the Finance Policy 05-04 presented as Reserve and Reserve Fund Policy in
Appendix A of the report be approved to provide guidance on the general use of the
County of Elgin Reserves and Reserve Funds.
Introduction:
The County of Elgin holds many Reserve Funds for various purposes and provides
explanation in detail relative to the accumulated surplus within the Balance Sheet each
fiscal year. This policy is presented to outline the purpose for these reserves and the
appropriate use of each reserve to clarify for the Public, Council, and Administration.
Background and Discussion:
This policy is provided to establish guiding principles, primary objectives, key criteria for
administrative responsibility, and standards related to the care and management of
financial Reserves and Reserve Funds held by the Corporation of the County of Elgin
(County of Elgin) as it relates to:
• Establishing reserves and reserve funds for planned future capital
expenditures, unexpected events or extraordinary expenditures which would
otherwise cause fluctuations in the operating or capital budgets;
• Managing reserves and reserve funds in a responsible manner, and
• Utilizing reserves and reserve funds solely for their intended purpose e.g.
donations.
• Outlining responsibilities of employees and Council who govern and administer
public funds
Page 98 of 166
Financial Implications:
A financial reserve is a provision for an amount that is designated for a future
purpose that extends beyond the current fiscal year. Reserves are established for a
variety of purposes:
• to ensure the ongoing financial stability of the organization;
• to protect against known risks and unforeseen events;
• to provide for life cycle replacement of County -owned capital assets;
• to meet specific obligatory liabilities;
• to smooth expenditures which would otherwise cause fluctuations in
operating or capital budgets due to known increases in need;
• to provide for planned future expenditures and
• to provide a source of internal financing
Appendix I of this report includes a draft of the Reserves and Reserve Fund Policy
including a list of all Reserves and Reserve Funds currently active at the County.
Summary of Appendix I
Policy Section
Overview of Section
Further Information
1.0 Purpose
Outlines primary objectives
Formalizes Background
of policy formation related
info above into Policy
to financial Reserves and
Reserve Funds
2.0 Scope
1. Practice
Establish and maintain
segregated reserves to
meet statutory obligations
2.
Managed in accordance
Section 11, 290, 291, 417
with Municipal Act
(4), 418 (3 & 4)
3. Management
Reserves and Reserve
Funds
a) Establishment and
Needs to establish
Best practices/Standards
modification
including Target balances
with reference to official
Accounting bodies
b) Investment of Reserves
In accordance with
Discretionary Reserve
Investment policy and
funds may be reallocated
when available
interest when surplus is
available
c) Contributions to/From
Drawdowns occur during
As approved throughout
Reserves
normal budget process and
the year by special report,
contributions to at year end
when/if one time Prov or
where surplus is available
Fed funding becomes
available and requires a
County matching portion
Page 99 of 166
d) Intra-fund Borrowing
Outlines ability to borrow
Use of Reserves to self -
(principle of Self
from Reserves to support
finance - significant capital
financing)
cash flow deficiencies to
projects can be in progress
avoid external borrowing
without incurring debt for
costs at the opportunity
short period of time
loss of investment revenue
e) Termination of
Reserves and Reserve
Report to Council at year
Reserves
Funds change needs -
end including any existing
f) Adequacy of funding
Consideration of the
Sources of need may
purpose and magnitude of
reference studies, Strategic
future commitments
and Master Planning
information
g) Reserve funding
Outline of Use of
Details of philosophy to
Philosophy and targets
Surplus/Deficit funds at
fund based on Reserve
year end by type of reserve
type.
h) Responsibilities
Management parameters to
Council and Treasurer or
maintain Reserves
designate
i) Policy Review and
Once per Term of council
Treasurer amendments
amendments
that are authorized and
considered administrative
4.0 Definitions
Defines some references in
Clarification of Terms
Policy
Appendix A: Schedule of
Operating and Capital
Outlined as (0) Obligatory,
Reserve and Reserve Fund
Reserve and Reserve
Cash and non -Cash for
Policy Schedule
Funds with outline of
clarification.
purpose, expected target
balance, Source of
Funding, Use of Funds and
authority to use with timing
Appendix II of this report includes a summary of the balances available in Reserves
and Reserve Funds at the end of Dec 31, 2022 for information purposes related to the
Accumulated Surplus. Reserves and Reserve Fund balances are identified separately
as cash and non-cash/committed. Updated amounts will be provided within 2023 year-
end reporting.
The amount of funds planned to be borrowed at year end, for the Terrace Lodge rebuild,
show that the reserves for this facility are in a negative position and is the result of
temporary self-financing. While the overall reserves are showing at a balance that is
low, they are still manageable as we are able to utilize the unspent committed Capital
Fund - Work In Progress to be completed dollars to fund operations. Within the next
year, the County plans to finalize their commitment to borrow $25M from Infrastructure
Ontario to replenish our reserves and begin repayment of this debt over the next 25
years. The intentional strategic move to wait until interest rates decrease further in
2024 before taking out the debt will save the County interest costs over the next 25-
years. Unlike a mortgage, once the debt is taken out, it cannot be refinanced at a lower
rate at any time in the future.
Page 100 of 166
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:
None
Conclusion:
The Reserve and Reserve Fund Policy has been created to provide document the
explanation of and guidance for the use of Reserves that are held by the County of
Elgin. Staff recommend that Council provide their approval of the policy presented to
formalize long-standing financial practices into a policy that clarify the purpose and use
of Reserves and Reserve Funds for the Public, Council and Administration.
All of which is Respectfully Submitted
Jennifer Ford
Director of Finance/Treasurer
Approved for Submission
Blaine Parkin
Chief Administrative Officer/Clerk
Page 101 of 166
A ,o
fs ElginCou��aty
POLICY General Reserve and Reserve Fund Policy
CATEGORY Finance 05-04
AUTHORITYCouncil
RELATED POLICIES Investment Policy, Growth Reserve Policy
EFFECTIVEJuly 23, 2024
This policy establishes guiding principles, primary objectives, key criteria for the
administrative responsibility, and standards related to the care and management of
financial Reserves and Reserve Funds held by the Corporation of the County of Elgin
(County of Elgin) as it relates to:
• Establishing reserves and reserve funds for planned future capital expenditures,
unexpected events or extraordinary expenditures which would otherwise cause
fluctuations in the operating or capital budgets;
• Managing reserves and reserve funds in a responsible manner; and
• Utilizing reserves and reserve funds solely for their intended purpose.
• Responsibilities of employees and Council who govern and administer public
funds
A financial reserve is a provision for an amount that is designated for a future purpose
that extends beyond the current fiscal year. Reserves are established for a variety of
purposes:
• to ensure the ongoing financial stability of the organization;
• to protect against known risks and unforeseen events;
• to provide for life cycle replacement of County -owned capital assets;
• to meet specific obligatory liabilities;
• to smooth expenditures which would otherwise cause fluctuations in
operating or capital budgets due to known increases in need;
• to provide for planned future expenditures and
• to provide a source of internal financing
The County of Elgin has a variety of reserves and reserve funds, both obligatory and
discretionary, as outlined in Appendix A: Reserve and Reserve Fund Policy
Schedule.
The General Reserve and Reserve Fund Policy applies to all departments and local
boards of the Corporation of the County of Elgin.
Page 1 of 6 COUNTY OF ELGIN CORPORATE POLICY AND
Page 102 of 166
1. It shall be the County's practice to establish and maintain segregated
reserve funds that meet all statutory obligations.
2. Reserves and reserve funds shall be managed in accordance with the Municipal
Act, 2001, as amended, this includes, but not limited to:
• Section 11 which defines spheres of jurisdiction between Upper and
Lower tier municipalities to pass by-laws respecting accountability,
transparency and financial management;
• Section 290 (2) the budget shall set out the estimated revenues and
expenditures of reserves and reserve funds contained within a County's
budget;
• Section 291 covering multi -year budget requirements of municipalities;
• Section 417 (4) that money raised for a reserve fund shall be paid into a
special account and shall be invested only in securities or classes of
securities prescribed;
• Section 418 (3) as allowed by the Corporation, shall combine money held in
any fund (including General, Capital and Reserves and Reserve Funds) for
investment purposes; and
• Section 418 (4) that earnings from combined investments shall be credited to
each segregated fund in proportion to the amount invested in it.
a) Establishment and Modification of Reserves and Reserve Funds
Reserves and reserve funds shall only be established or modified if they are supported by
a Council approved financial plan identifying the funding needs, targets, contribution
sources, projected drawdowns and investment of funds.
Target funding levels may be established for all reserve and reserve funds. Methods for
calculating reserve and reserve fund targets shall be determined on a case -by -case
basis considering the following:
• Purpose of fund and how it is funded
• Synergy as it relates to current Strategic Plan
• Certainty of end needs
• Best practices/standards regarding the identification of need and target balance
levels (with reference to MFOA, GFOA, PSAB, GAAP, etc.)
• Economic factors
• Reserve and reserve fund balances and associated targets shall be reviewed
periodically to ensure adequate reserve and reserve fund levels.
• Changing of Reserve and Reserve Fund names can be made with the approval of
the Treasurer or designate while ensuring the purpose and intended use of the
reserve or reserve fund is not changed.
Page 103 of 166
b) Investment of Reserves and Reserve Funds:
a) Reserves and reserve funds shall be invested for a term that will not exceed
its expected date of need ie. where such investment would require the
County to borrow at a higher rate of interest to support cashflow or
investment requirements.
b) Reserves and reserve funds shall be invested in accordance with the
Council Approved Investment Policy.
c) Interest earned on reserves shall be recognized as revenue in the
operating budget. The County recognizes that reserves created for the
purposes of Provincial or Federal funding have mandatory requirements
to allocate interest on these Reserves ex. Canada Build Fund. Therefore,
when possible, this same treatment will be given to all reserves when
surplus is available and allows at year end.
c) Contributions To/Drawdowns From Reserves and Reserve Funds:
a) Contributions to/drawdowns from reserves and reserve funds shall be made
in accordance with applicable resolution of Council or by-law and/or this
Policy.
b) Contributions to/drawdowns from reserves and reserve funds shall be
approved by Council as part of the normal annual budget process and
posting of any year end surplus/deficit.
c) Where Provincial or Federal funding becomes available, after the budgeting
process, there may be need to use reserve funds for the purposes of
matching contributions to the funding amount. Such special circumstances,
would require approval by Council with the specifics outlined in a special
report and would not exceed reserves set aside for that department or
purpose.
d) Council approved contributions to/drawdowns from reserves and reserve
funds not realized due to significant changes in scope or feasibility of the
project/purchase for which they were approved shall be reported to Council
as part of the budget variance reports, budgetary process, or a report to
Council that includes year end closing such as the year end audited
Financial statements
e) Contributions to/drawdowns from reserves and reserve funds shall take
into account intergenerational equity between current and future
tax/ratepayers.
f) Contributions to/drawdowns from reserves and reserve funds shall not
circumvent or deviate from a Policy directly related to the reserve being
referenced for change ie. Growth Reserve Policy or other Policy as
approved by Council at a later date.
d) Intra-fund Lending/Temporary Borrowing of Reserves and Reserve Funds:
Page 3 of 6 COUNTY OF ELGIN CORPORATE POLICY AND
Page 104 of 166
a) Intra-fund lending between reserves and reserve funds shall be permitted
to temporarily finance capital and/or operating cash flow deficiencies to
avoid external borrowing costs. Intra-fund lending can be accomplished by
allowing a non -obligatory reserve or reserve fund to go into a deficit
position with a plan on how the reserve will be replenished back to its
target reaching state
Short-term or Long-term inter -fund borrowing is permitted to cover a
reserve or reserve fund shortfall over a period of less than two years
where;
• sufficient funding is available
• it is deemed appropriate by the Treasurer; and
• interest is paid annually on the borrowed funds where applicable
• Council will be advised through reports on the capital project or by way of
the budget and year-end financial statement presentation
b) External debt and debt servicing costs shall be budgeted and paid from the
operating fund. There is one exception to this rule:
• As per the Development Charges Act, debt may be included as a capital
cost to leverage development charge revenue while waiting for DC
collections to catch up to growth -related spending. The DC debt related
costs will be recovered from the appropriate DC reserve fund.
• The above rule will be applied to the Growth Reserve by default
e) Termination of Reserves and Reserve Funds:
a) A discretionary reserve or reserve fund may be terminated (wound down
and closed) when the program or project it supports meets any of the
following criteria:
• No longer within the scope of the County's strategic plan
• Program commitments have been completed and no future
commitments are expected
• The Treasurer is confident that balances in other areas can mitigate
the need to hold any remaining reserve or reserve fund balance
b) Reserves or reserve funds identified for termination shall be reported to
Council for review and approval during the year end process. Reporting shall
include recommendations regarding the timing of wind down, closure and the
allocation of any existing fund balances including returning to funding
partners as per obligatory obligations.
f) Adequacy of Funding
The adequacy of an individual reserve or reserve fund shall be determined on a case -
by -case basis, taking into consideration the purpose of the reserve and the magnitude
and timing of all future commitments and projected funding sources. Sources of
expected need will be referenced such as Transportation Master Plan, Asset Master
Plan or Growth related plan when available to inform these decision.
Page 4 of 6 COUNTY OF ELGIN CORPORATE POLICY AND
Page 105 of 166
Appendix A: Reserve and Reserve Fund Policy Schedule may outline and include
the target balances for each reserve and reserve fund. If a reserve or reserve fund has
exceeded the recommended target, the Treasurer will review the source of funding and
consider transferring funds to areas where there is high need or high priority, subject to
Council approval.
g) Reserve funding philosophy and targets:
Use of Surplus/Deficit at year end:
o Departmental Operating Reserves: Use of Reserve is identified in
departmental budgets during budget approval cycle and set up as a
special project. At year end, reserves are replenished/depleted during
year end process based on actual changes and not budgeted amounts
(Actual revenue received less actual costs used) by respective
departments.
o Growth Related Reserve: Reference Growth Related Reserve Policy for
further information on use and funding.
o Specific Funding Sources: As per contractual agreement, the County is
obligated to spend all funds relative to certain agreements. When
funding is not spent it may be carried forward as a deferred revenue
through the use of a reserve. Such agreements include but are not
limited to: Development charges, Canada Community Build Fund
(formerly federal gasoline tax), and Ontario Community Infrastructure
Fund.
o Reassessment Reserve will identify the accumulation of half of any new
assessments that are considered at risk. The intent of this reserve is to
ensure that the funds are not used for general purpose by the County
until any potential appeal is settled. The amount is intended to identify
amounts that may be at risk of reimbursement to the ratepayer. This
number is an estimate of what might be awarded and actuals may be
higher or lower once settled.
Appeals can be costly and may go back as much as three
years to capture assessment reimbursement, so it is acceptable
to allocate funds to the reserve for three years and to allocate
legal costs against these funds as may be necessary. Once
claims are settled, the claim surplus/deficit would be reallocated
to/from this reserve as follows:
• Growth Reserve — Fund one full cycle of taxation missed
due to initial deferral (equal to two years of one half of
assessment) where it may have been allocated during its
inaugural year.
• Specific Facility Capital Funds, or Capital Fund
o Millrate Stabilization Reserve is used to Stabilize tax rates, to secure
our short-term borrowing line of credit, and to decrease risk by providing
in year working capital funds between Levy payments. The reserve is
Page 5 of 6 COUNTY OF ELGIN CORPORATE POLICY AND
Page 106 of 166
held at no less than one quarter of the current year's Levy in any given
quarter. In the past, this reserve has provided assurance to our
Borrowing By -Law for the bank, has enabled us to borrow from reserves
on a short-term basis in order to self -finance, and has enabled Council
to approve extended time for our Local Municipal Partners to pay Levy
during Covid. This reserve includes operating project carryforward
amounts and additional top up of year end surplus funds when
available.
o Capital Reserve Fund is funded with annual transfers that are allocated
based on any actual surplus/deficit that is identified on completed
Capital projects from all areas of the County. The purpose of this fund
is to assist in the future replacement of existing assets within the asset
replacement program to mitigate the need for debt. This can apply to
short-term assets such as equipment but more often applies to longer -
term assets such as Roads/Bridges. Funds may be reallocated if
preferred to a Specific Facility Reserve.
o Specific Facility Capital Reserve identify funds reserved for individual
building assets of the County of Elgin. Specific facility reserves may be
replenished based on revenue received for use/rental of the facility as
determined each year in conjunction with any year-end surplus
reallocation. When this replenishment is not prioritized and zero
balances are maintained, it identifies areas of gap with erosion of
position as existing assets are used/amortized. Planned major
replacements or refurbishments identified may trigger the replenishment
or use of these reserves. Reserves are not used for the purpose of
regular repairs and maintenance which should be budgeted and
managed through the operating budget. When Capital works are
completed for specific facilities using borrowed Reserve funds, the
specific facility Capital Reserve fund will show negative until the self -
funded amount is paid back or until the balance is funded through the
use of Long -Term Debt.
o Capital Fund Net Long Term Debt outlines the amount still owing on
debt taken out by the County to fund Capital asset projects.
o Work -In -Progress Completed Reserve will be equal to the funds that
have been used to complete Capital projects that are being carried
forward.
o Net Book Value (NBV) Tangible Capital Assets equals the value of the
Tangible Capital Assets completed and in Service less any accumulated
amortization due to use or age of the Asset.
o Capital Fund — Completion of Work -In -Progress will equal the remaining
amount of budget that has been raised in prior year's that is set aside
for projects that are in progress but are not yet completed.
Page 6 of 6 COUNTY OF ELGIN CORPORATE POLICY AND
Page 107 of 166
h) Responsibilities
Council must approve the:
• establishment of new reserves and reserve funds
• consolidation of reserves and reserve funds
• Use of funds to and from reserves and reserve funds as prescribed by
Appendix A: Reserve and Reserve Fund Policy Schedule
• during the budget process
• during the year end close
• throughout the year by special report if required to leverage
funding opportunities or as determined by an unanticipated event
of nature
• Variation from this policy must be justified and approved by
Council.
The Treasurer has overall responsibility for the management and administration of
reserves and reserve funds. Once Council approves use of reserves and reserve
funds by way of budget or year end surplus, the Treasurer shall have overall authority
for the reserves and reserve funds managed by the Municipality. This includes
authorization for the Treasurer to rename and redescribe the function of a reserve
fund provided that the reserve is used for substantially the same purpose. The
Treasurer may also close reserve funds that are no longer needed by the
Municipality, provided that the Treasurer shall report any such reserve fund closures
to Council during the year end process.
The Treasurer may delegate all or some of the management authority over the
reserves and reserve funds to a designate. The Treasurer or designate(s) has the
responsibility for setting reserve and reserve fund targets as may be applicable.
The Treasurer, or designate, shall prepare the following reports regarding
reserves and reserve funds managed by the Municipality:
• Annual Audited Financial Statements - the annual audited financial
statements shall include a statement of financial position, financial activities,
and changes in fund balances for reserves and reserve funds
• Budget Reports - reserve and reserve fund balances and projected
contributions from/to shall be presented in each budget. Annual changes to
reserve and reserve fund balances shall be presented with each annual
budget update, or specifically by resolution if required
• Financial Information Return (FIR) as required by the Ministry
i) Policy Review and amendments:
This policy is to be reviewed once per term of Council
The Treasurer has the authority to administratively amend Appendix A: Reserve
and Reserve Fund Policy Schedule when deemed necessary. Administrative
amendments authorized are:
• Updating Appendix A for Council approved changes, additions or deletions of
individual reserve or reserve funds.
• Updating Appendix A for refinement of the reserve and reserve fund targets as
new and improved information becomes available through the Asset
Page 7 of 6 COUNTY OF ELGIN CORPORATE POLICY AND
Page 108 of 166
Management or other initiatives
• Updating Appendix A for the authorization language in the event of a
corporate reorganization that changes titles referenced in the Policy
Deferred revenue means revenue that is considered a liability on the County's financial
statements until, over time, it becomes relevant to current operations, such as a
prepayment received from something that has not yet been provided. Deferred revenue
is set aside in an obligatory reserve fund for a specific purpose by legislation,
regulation, or agreement. Development charges, Canada Community Build Fund
(formerly federal gasoline tax), and Ontario Community Infrastructure Fund are
examples of deferred revenue.
Discretionary reserve funds are created under the Municipal Act when an
municipality wishes to earmark revenue to finance a future expenditure for which it has
the authority to spend money, and to set aside a certain portion of any year's revenues
so that the funds are available in the future as required. Where (0) is not assigned in
Schedule A Reserve is denoted as Discretionary.
Obligatory reserve funds are created when a provincial statute requires that
revenue received for specific purposes is segregated from the general revenues of
the County. Obligatory reserve funds are to be used solely for the purpose prescribed
for them by statute. Denoted in Schedule A by (0).
Reserve means an allocation from net revenue after the provision for all known
expenditures, as part of an overall strategy for funding programs or projects as set out
in the annual budget or set aside as surplus at year end as confirmed by the audited
statements and is authorized under the provisions set out in the Municipal Act.
Reserves have no reference to a specific asset, may earn interest when surplus is
available, do not require segregation, and may be established for a pre -determined
purpose.
Reserve Fund means a fund with assets that are segregated and restricted to meet the
purpose of the reserve fund. It is based on a statutory requirement or defined liability
payable in the future and is usually prescriptive as to the basis for collection and use of
monies in the fund. All interest earnings derived from reserve fund assets must remain
and accumulate in that reserve fund. There are two types of reserve funds: obligatory
and discretionary.
Page 8 of 6 COUNTY OF ELGIN CORPORATE POLICY AND
Page 109 of 166
APPENDIX A: Reserve and Reserve Fund Policy Schedule
RESERVE
#
PURPOSE
TARGET BALANCE
SOURCE OF FUNDS
USE OF FUNDS
AUTHORITY/TIMING
NAME
OPERATING (Obligatory
= (0))
For general use by the
Balance is actual
Receipted donations
To offset special
Budget approval for use of
Home to benefit resident
donations received less
or other monetary gifts
projects that
funds and year end
quality of life. (D)
any in year spend.
given for resident
enhance the Home
adjustment to actual spend.
Reserves
Balance is to remain in
use.and not used.
other than General
Possible in year approvals if
Donations Elgin
2600
a surplus position
Repairs and
matching County share
Maintenance.
required to obtain special
funding.
For general use by the
Balance is actual
Receipted donations
To offset special
Budget approval for use of
Home to benefit resident
donations received less
or other monetary gifts
projects that
funds and year end
quality of life. (D)
any in year spend.
given for resident
enhance the Home
adjustment to actual spend.
Reserves
Balance is to remain in
use.and not used.
other than General
Possible in year approvals if
Donations
2610
a surplus position
Repairs and
matching County share
Terrace
Maintenance.
required to obtain special
funding.
For general use by the
Receipted donations
To offset special
Budget approval for use of
Home to benefit resident
Balance is actual
or other monetary gifts
projects that
funds and year end
quality of life. O
q Y ( )
donations received
given for resident
enhance the Home
adjustment to actual spend.
Reserves
less any in year spend.
use.and not used.
other than General
Possible in year approvals if
Donations
2620
Balance is to remain in
Repairs and
matching County share
Bobier
a surplus position
Maintenance.
required to obtain special
funding.
For general use by the
Balance is actual
Receipted donations
To offset special
Budget approval for use of
Archives to maintain Alma
donations received less
from Almae College
projects that feature
funds and year end
College Collection. (D)
any in year spend.
Alumnae and fund held
or enhance the
adjustment to actual spend.
Reserves
Balance is to remain in
for Collection
Collection other than
Possible in year approvals if
Donations Alma
College
2625
a surplus position
maintenance once held
General Repairs and
matching County share
Alumnae
by Alumnea
Maintenance.
required to obtain special
funding.
Provide cash flow, working
5 % of current year levy
Council approved
To offset budget
Budget approval for use of
capital, sufficient liquidity,
and moving toward
transfers from the
deficits arising from
funds and year end
offset extraordinary and
ideally meeting 25 % of
operating fund and
unforeseen,
adjustment to actual spend.
unforeseen corporate
totalrevenue
approved surplus
extraordinary,
Mill Rate
expenditures.
allocations from
expenditures.
Stabilization
2640
Reserve balances
the operating
Fund
Mitigate fluctuations to the
cannot fall below $15
budget at year
Working Capital
tax rate for planned one-
million to support
end.
time operating budget
potential obligations
impacts. (D)
related to borrowing.
For general use by Human
Balance is to remain in
Balance is derived
To offset special
Budget approval for use of
Resources to provide
a surplus position
from closed projects
projects that feature
funds and year end
ongoing training for Staff.
setting aside unspent
or enhance the
adjustment to actual spend.
funds on Staff Training
training of staff if
Possible in year approvals if
Staff Training
2670
project if not carried
more than approved
matching County share
forward. Balance is to
by the budget.
required to obtain special
remain in a surplus
funding.
position
For general use by the
Balance is actual
Receipted donations
To offset special
Budget approval for use of
Library to benefit patrons or
donations received less
or other monetary gifts
projects that enhance
funds and year end
carryout a special project
any in year spend.
given for Library
the Home other than
adjustment to actual spend.
Reserves
(D)
Balance is to remain in
use.and not used.
General Repairs and
Possible in year approvals if
Donations
Library
2680
a surplus position
Maintenance.
matching County share
required to obtain special
funding.
For general use by the
Balance is to remain in
Surplus funds set
To offset special one
Budget approval for use of
Council to set aside surplus
a surplus position and
aside to plan for this
time costs of Strategic
funds and year end
Reserves
funds for the next session of
be reflective of
specific purpose.
planning without need
adjustment to actual spend.
Possible in year approvals if
Strategic
2700
Strategic planning or other
anticipated costs of
to levy ratepayers.
matching County share
Planning
planning as needed
P 9
planning as needed b
P 9 Y
required to obtain special
council
funding.
Used to support
Balance to remain in a
Contribution amount
Funds received from
Actual transfers will be
programs promoted by
positive position
Revenue received.
permits due to tree
approved at Budget and year
Need and Tree Inspector
cutting via Kettle
end if project planned
Tree Planting
2730
elated to public
Creek Conservation
ducation. (Could be
Authority.
ombined with #2960
Similar purposes both
ontain small amounts)
Balance is to remain in
Surplus funds set
Not included
Use of funds when known
Set aside for the purpose
a surplus position and
aside to mitigate risk
Council to approve by report
f Self -funding and to
be reflective of
between
from Dof _ and CAD
Legal Reserve
2775
itigate risk.
anticipated costs of
planning
9/6 Page 110 of 166
APPENDIX A: Reserve and Reserve Fund Policy Schedule
RESERVE
#
PURPOSE
TARGET BALANCE
SOURCE OF FUNDS
USE OF FUNDS
AUTHORITY/TIMING
NAME
OPERATING (Obligatory
= (0))
Reserves
To set aside unused
Balance is actual when
CCBF funding from
Capital Projects as per
At year end and at budget
Canada
CCBF for use in next
not used.
Federal Government
Agreement Criteria.
allocation.
Community
fiscal year or when
Build Fund
2750
project completed (0)
(formerly
Federal Gas
Tax)
Reserves
To set aside unused
Balance is actual when
OCIF funding from
Capital Projects as per
At year end and at budget
OCIF
2760
OCIF for use in next
not used.
Provincial Government
Agreement Criteria.
allocation.
Funding
fiscal year or when
project completed (0)
For general use by the
Balance is actual
Receipted donations
To offset special
Budget approval for use of
Museum for programs
received less any in
or other monetary gifts
projects that enhance
funds and year end
Reserves
supported by donations
year spend. Balance is
given for Museum
Collections or
adjustment to actual spend.
Donations
2790
to remain in a surplus
programming
programming
Possible in year approvals if
Museum
(0)
position
matching County share
required to obtain special
funding.
Set aside for Council to
There has been no
Source of funding was
To recognize
Budget approval could
recognize exemplary
change in the balance of
a budgeted line item
exemplary staff
identify special project that
Reserves
performance by staff.
this reserve for many
that was discontinued
contributions.
this fund might be utilized for.
Performance
2830
years as it has not been
some time ago.
Suggested that this reserve
Excellence
utilized.
be closed and moved to Staff
training reserve.
Reserves to self -fund
Balance is to remain in
Source of funding is a
Staff to draw down
Budgeted Project in County
orthodontics benefits to
a surplus position.
budgeted project that
benefit limited to
budget is provided annually
save County from having
will be set aside if
$2,000 reimbursement
and available to staff.
Reserves
to purchase benefit for the
unused for future need.
for paid dental
Orthodontics
2840
from Manulife.
invoices. Applicable to
individuals where plan
is does not include
orthodontics.
This reserve was
V of tax paid on new
ctual levy that may be
ppeal outcomes are
s known, Treasurer will
established during the 2024
ssessment of property
3t risk during a three -
determined by legal
calculate and set aside at
Budget Cycle sets aside
identified that may be at
Vear cycle. Funds will
process. Costs for
budget time or within year end
Reserves
amounts that are potentially
risk of appeal from the
be held until appeal
Legal services may
process if first payment is within
Property
2890
at risk of return to the rate
County base assessment
Dutcomes are
need to be deducted if
Supplemental payments.
Reassessment
payer should an appeal be
level only. Taxpayer may
oncluded.
necessary. Repayment
Reallocation of settled claims
launched (focus on Large
be eligible for three years
to ratepayer is estimate
will be reallocated to capital
Industrial and Commercial
of reimbursement if
of what may be
reserves and will be completed
classes).
deemed eligible.
required.
t year end.
For general use by the
Balance is actual
Receipted donations
To offset special
Budget approval for use of
Archives for programs
donations received less
or other monetary gifts
projects that enhance
funds and year end adjustment
supported by donations
any in year spend.
given for Archives
Collections or
to actual spend. Possible in
Reserves
2940
(0)
Balance is to remain in a
programming.
programming
year approvals if matching
Archives
surplus position
County share required to
obtain special funding.
Used to support programs
Contribution amount
Funds received from
Actual transfers will be
promoted by Weed and
Balance to remain in a
Revenue received.
permits due to tree
approved at Budget and year
Reserves
Tree Inspector related to
positive position
cutting via Kettle
end if project planned
Woodlot
2960
public education. (Could be
Creek Conservation
combined with #2730
Authority.
Similar purposes both
contain small amounts
Request of the Police
Balance to remain in a
Contribution amount
Upon approval by the
Budgeted or at year end.
ervices Board to fund
positive position or zero.
Revenue that would
Police Services Board.
Reserves
uture planned projects.
be set aside from the
Police
2980
of funded by County Levy
Police Services Board
Services
Budget.
Page 111 of 166
APPENDIX A: Reserve and Reserve Fund Policy Schedule
RESERVE
I #
pURPOSE
TARGET BALANCE
I SOURCE OF FUNDS
I USE OF FUNDS
UTHORITY/TIMING
NAME
CAPITAL (Obligatory = (0))
To support Growth using
In accordance with
At time of budget,
In accordance with
Set up at budget and funded
Growth in Lieu of
Growth Reserve Policy.
Treasurer calculates
Growth Reserve
at year end in accordance with
Reserves
Development Charges
prior year growth and
Policy.
Growth Reserve Policy.
Growth
2880
being levied at the County
this % of levy is held
Related
level.
back one year to fund
reserve rather than put
into service.
For future use related to
All surplus and
Funds set aside from
To maintain a
Budgeted planned renewal
existing Capital Asset
additional funds as
prior year's due to
reasonable
Nithdrawals and deposits of
Reserves
Renewal.
available. Ideally, be
efficiencies on Capital
replacement cycle and
urplus at year end. Mainly
Capital
3000
able to fully fund one
projects that have
mitigate large spikes
hese funds have been utilized
Projects
year in advance of
been closed and put
requiring increased
by Roads department.
Capital Renewal needs
into service. Other
levy and use of debt.
($25M)
Operating Surplus.
Bobier Villa facility major
Capital Asset Building
As required, in
To assist with full
Budgeted Capital needs for
capital investment
replacement
advance of full
rehabilitation and
full or major replacement
refurbishment of
reduce need for
when known. Not used for
Capital Fund
3200
facility. Surplus Funds,
taxation.
regular repairs and
Bobier Villa
Reassessment
maintenance.
Reserve or Growth
Reserve
White Station facility
Capital Asset
Revenues generated
To assist with
Budgeted Capital needs for
major capital investment
replacement
from use of asset or
rehabilitation and
full or major replacement
Capital Fund
3205
from surplus or
reduce need for
when known. Not used for
Garage
Reassessment
taxation.
regular repairs and
Reserves.
maintenance.
Terrace Lodge facility
Capital Asset Building
As required, in
To assist with full
Budgeted Capital needs for full
major capital investment
replacement
advance of full
rehabilitation and
or major replacement when
Capital Fund
refurbishment of
reduce need for
known. Not used for regular
Terrace
3210
facility. Surplus Funds,
taxation.
repairs and maintenance.
Lodge
Reassessment
Reserve or Growth
Reserve
(.,Umt l wilily (IiUR
ral /1„r t l;mIching
kcw nm , qcv 1 ,tr d
fU , 1Sl N/1'f1'1'I'I.N
I'i dq [c'd c, 1711 1 nc'c'cl, lUl"'IM11
:iriuviu ,ly _(}tlbll,Ihc'd)
rr_,p1 m_'I'Y1r_'n[ l a,i(/
hum ll,rrj al I('; ,f.t Ur
Irrjlm /Iht,tlarl 'V d
Ur YI1101" I"2' , 11 rlYlr:91'1P N/ 1�. I'1
�;i1,:71tal I imd
„1°'7
IIUIYI mrpl ,U1
rc hur� 1u.rcd ar
knu nl lyatll,r�d U1 rr_ypfl�r
(.;UmtI wilily
Y1raril
k(xxY[Iun
1J1,a11,aru11Y1auitrrIYralw,.
'd rrsrnvrrs.
Admin Building facility
Capital Asset Building
As required, in
To assist with full
Budgeted Capital needs for full
major capital investment
replacement costs
advance of full
rehabilitation and
or major replacement when
Capital Fund
refurbishment of
reduce need for
known. Not used for regular
Admin
Building
3220
facility. Surplus Funds,
taxation.
repairs and maintenance.
Reassessment
Reserve.
lcrik,gc, Nlw,r ii1Y11 wilrty
c,,l,ltral /1„r t l;mIching
%cVr.nm , yrvc' �['_'d
l U \n/1'f1'1'I'I.N
I'1ldgc'[c'd 11 c'c'cl, lUr 'IM11
I md
(Idc'nhlic' 1S llatyc,'t
°I"0m ll,rrj al Ur
Irrjlm1/Iht.Ihun Y d
Ur Yl i,j01" I"r+ 1 11 rlYlr;l'1't Vl/ 1f;1'1
Ilcrltayra
,22/,
C:/,tal/11,l Jd)
IIUIYI mrplw,Ur
rrchwc,ncad ar
known IVatii,cd Urrr_yiilru
(;raretrra
k( xx Y[iun
RJJI 11, aru11Y1 auitrrIYra wc,
'd rrsrnvrrs.
For future asset
Fully fund replacement of
Revenues generated
To replace Sewage
Budgeted Capital needs for
Capital Fund
replacement of Elgin
asset at life cycle end.
from use of asset or
Treatment Plant at
replacement and add revenues
Sewage
Manor's Sewage
from surplus or
Elgin Manor at end -of-
collected at year end.
Treatment
3230
Treatment Plant (0)
Reassessment
Life Cycle
Plant
Reserves.
Elgin Manor facility major
Capital Asset Building
As required, in
To assist with full
Budgeted Capital needs for full
capital investment
replacement costs
advance of full
rehabilitation and
or major replacement when
refurbishment of
reduce need for
known. Not used for regular
Capital Fund
3235
facility. Surplus Funds,
taxation.
repairs and maintenance.
Elgin Manor
Reassessment
Reserve or Growth
Reserve
Ambulance facility major
Capital Asset Building
Revenues generated
To assist with full
Budgeted Capital needs for full
capital investment in
replacement costs
from use of asset or
rehabilitation and
or major replacement when
Capital Fund
facilities only.
from surplus or
reduce need for
known. Not used for regular
Ambulance
3240
Reassessment
taxation.
repairs and maintenance.
Bases
Reserves or Growth
Reserve
Identifies the amount of
Zero orwell below
Balances to actual
As approved by
Planned strategy for asset
debt owing at year end
Annual Debt Repayment
principle debt
Council for Capital
replacement or growth
Capital Fund
3245
that remains outstanding
Limits
outstanding at each
9
refurbishment onl Y
determines need
— Net Long
offset to Asset side of
yearend. Interest is
County cannot
(Borrowed against Assets)
Term Debt
Balance Sheet (0)
an operating cost.
leverage Long -Term
debt for operating
purposes.
Balances to the amount of
Equal to value of 1800
Utilization of Surplus to
As required by Capital
Budgeted projects not in
Capital projects where
Work in Progress (WIP)
cover these funds is
program and
service — portion of work
WIP
Completed
work has been completed
accounts on the asset
required to balance
remaining capital
completed — No ability to use
3250
but has not been placed in
side of the balance
Account.
carryforward projects.
this reserve as this work is
service (0)
sheet at year end.
completed (Non Cash)
NBV
Remaining useful life of
Equal to the historical
Reserves 3250 and
Historical values less
Entries completed in
Tangible
assets currently in service
cost of asset less the
3260 when items
Amortization equals
September for Amortization
Capital
(0)
value of expended
placed into service
life of asset left
and at year end during
Assets
3255
historical use of asset
through closed asset
unused.
financial statement close. (Non
(accounts 1820 to 1940)
report.
Cash)
Page 112 of 166
APPENDIX A: Reserve and Reserve Fund Policy Schedule
Balances to the amount of
Equal to value of budget
Utilization of Surplus
As required by Capital
Budgeted projects not in
Capital projects where
from previous years that
may be required to
program and
service — portion of budgeted
Capital Fund
3260
work has not been
is unused for 1800 Work
cover these funds as
remaining capital
work not completed — No ability
- Completion
completed and has not
in Progress (WIP)
work fluctuates from
carryforward projects.
to use this reserve as this work
of WIP
been placed in service.
accounts on the asset
year to year to
is committed and any surplus is
(0)
side of the balance
balance Accounts.
not yet realized
sheet at year end.
Page 113 of 166
Appendix II
Value of Reserves and Reserve Funds at Dec 31, 2022
2600-000
Reserves Donations Elgin
142,803
2610-000
Reserves Donations Terrace
157,177
2620-000
Reserves Donations Bobier
244,101
2625-000
Reserves Donations Alma College AIL
14,487
2640-000
Reserves Mill Rate Stabilizati
15,203,312
2670-000
Reserves Staff Training
38,711
2680-000
Reserves Donations Library
159,257
2700-000
Reserves Strategic Planning
21,923
2730-000
Reserves Tree Replanting
6,379
2775-000
Legal Settlement
350,000
2790-000
Reserves Donations Museum
277,767
2830-000
Reserves Performance Excellenc
10,873
2840-000
Reserves Orthodonitics
4,607
2880-000
Reserves Growth Related
4,066,063
2940-000
Reserves Archives
79,814
2960-000
Reserves Wood lot
9,723
2980-000
Reserves Police Services
5,516
3000-000
Reserves Capital Projects
4,510,894
3200-000
Captial Fund Bobier Villa
-
3205-000
Capital Fund Garage
174,787
3210-000
Captial Fund Terrace Lodge
(25,000,000)
3215-000
Capital Fund Court Factility
3220-000
Captial Fund Admin Building
-
3225-000
Captial Fund Heritage Centre
-
3230-000
Captial Fund Sewage Treatment Plani
114,911
3235-000
Capital Fund Elgin Manor
-
3240-000
Capital Fund Ambulance Bases
-
Value of Reserves available at Dec 31, 2022
593,108
3245-000 Capital Fund - Net Long Term Debt (10,043,167)
3250-000 WIP Completed 32,676,530
3255-000 NBV Tangible Capital Assets 213,647,424
3260-000 Capital Fund - Completion of WIP 25,708,309
Value of Committed Assets in Service or in Progress 261,989,095
Total Accumulated County Surplus Explained 262,582,203
Page 114 of 166
ElginCounty
Report to County Council
From: Jennifer Ford, Director of Finance/Treasurer
Date: July 23, 2024
Subject: County of Elgin — Growth Reserve Policy
Recommendation(s):
THAT the report titled "County of Elgin — Growth Reserve Policy" from the Director of
Finance/Treasurer dated July 23, 2024 be received and filed, and;
THAT the Finance Policy 05-05 presented as Growth Reserve Policy in Appendix A of
the report be approved to guide the strategic use of the Growth Reserve
Introduction:
County Council requested staff to provide recommended best practices for use of the
reserve created called the Growth Reserve. This report serves to introduce those
recommendations and seek Council approval on the Policy created.
Background and Discussion:
County Council has approved two Development Charge studies (2015 and 2021) to
determine if there was ability at the County level to collect upfront Development Charges
from developers. If collected, these funds would have been set aside and used to fund
the capital and operating costs of Growth Infrastructure (GI) required to support new
development within the jurisdiction of the County's core assets.
During final review of the proposed development charges study, County Council
determined that they did not wish to discourage new investment by potential
developers by levying Development Charges at that time. In lieu of Development
Charges, a fund was established to set aside annually realized growth assessment at
the County level. This fund would be used to help the County manage new and
expanding capital infrastructure needs due to actual experienced growth. This fund is
henceforth known as the Growth Reserve. It was not expected that this reserve could
be sufficiently funded to support the additional operational needs that may be the result
of Growth like the implementation of Development charges might have been able to
Page 115 of 166
accomplish so the focus for this reserve is restricted to County owned Growth of
Capital Infrastructure. Notwithstanding the deferral of Development Charges, should
the County of Elgin determine that Development Charges will be implemented at any
time in the future, it is intended that the Growth Reserve would be maintained to
support Growth Infrastructure development when Development Charges run lien.
Financial Implications:
Growth Reserve Policy Review:
Clarity for the Public, Council and Administration is required to ensure that the
intentions relative to the Growth Reserve are defined as we move into a period of
substantial growth. The use of the Growth Reserve will be restricted to the financial
support of County owned capital infrastructure as outlined by areas identified in the
County's most recent Development Charges Study which included:
Library Capital
Land Ambulance Capital
Long Term Care Capiral
Provincial Offences Capital
Roads Infrastructure Capital
The Growth Reserve Policy is provided in Appendix A in detail with a brief summary
below:
Policy Section
Overview of Section
Further Information
1.0 Eligible Areas
Acceptable areas where
As per 2021 Hemson
Development charges are
Study
applicable
1.1 Growth Reserve used
Applicable to areas of 1.0
As a by-product of growth
for Capital Growth
for new Capital GI or
the reserve shall follow
Infrastructure
Expansion of existing
rules of Development
Charges for Capital
1.2 Growth Reserve not
Will not be used to support
Not sufficiently funded to
used for Operational
operational expansion due
follow Development
Growth
to Growth
Charges rules for
Operational Growth
1.3 Use of Debt —
Use of Debt may be used
Transitional timelines can
Transitional Timelines
to fund GI during
be accommodated using
Transitional timelines
Reserve and/or Debt see
rather than Reserve
Section 1.6
1.4 Alignment with GI
In addition to adopted
Increase or decrease in:
Investment
plans development may
Phasing of Investment or
require adjustment for
Administrative Resources
other reasons
or Developer interest
Page 116 of 166
1.5 Proceeding with Major
Outlines indicators of when
Supported by Developer
GI project
a major County GI project
committment
may be triggered
1.6 Funding of Debt
Growth Reserve may
Increase/decrease
support debt payments on
timelines
Major GI projects
1.7 Review of Growth
To align with any future
Ensure health of reserve,
Reserve Policy (and Dev.
Development Charges
use of reserve, risk to
Charges if applicable)
Consultation Process
County financial position is
secured.
2.0 Responsibilities — Use
Relative to management
of Growth Reserve
and use of Reserve
2.1 Staff responsibilities to
Will be used for municipal
Prepare a separate 10-
maintain reporting and
infrastructure Growth as
year growth infrastructure
identify needs
outlined in a forecasted
plan prepared by Staff
2.2 Finance responsibilities
Assist with 2.1 to ensure
Prepare a forecasted
for stewardship of reserve
alignment with need
needs cashflow in
and debt if required
conjunction with 2.1
forecasts
2.3 Council responsibilities
Required awareness and
Administrative oversign
need for plans to guide
growth process as needed
3.0 Definitions
Relevant to the Policy
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.
Page 117 of 166
Local Municipal Partner Impact
Any growth that is identified as necessary related to County owned assets is expected
to be jointly identified and beneficial to our Local Municipal Partners, as County assets
lie within the borders of each of our Local Municipal Partners such as Roads and
Facilities. A co-ordinated effort to carry out projects in tandem with development in
these areas will be confirmed by commitments by all parties before the County
proceeds with significant changes to infrastructure.
Communication Requirements:
None
Conclusion:
The Growth Reserve was created to provide a base for the development of New and
Expansion of existing County owned infrastructure using the philosophy of Development
charges whereby "Growth pays for Growth". This reserve was, and will continue to be,
developed by setting aside realized growth to support this Council strategy. At the
request of Council, this Policy was developed to clarify and formalize the intent and use
of the Growth Reserve for the Public, Council, and Administration.
All of which is Respectfully Submitted
Jennifer Ford
Director of Finance/Treasurer
Approved for Submission
Blaine Parkin
Chief Administrative Officer/Clerk
Page 118 of 166
POLICY Growth Reserve Policy
CATEGORY Finance 05-05
AUTHORITY Council
RELATED POLICY General Reserve and Reserve Policy Fund
APPROVED BY Council
EFFECTIVE DATE July 23, 2024
To guide County Administration and County Council in managing the Reserve known as
the Growth Reserve. The purpose of the Reserve is to provide sufficient funding for New
Growth Infrastructure (GI) at the County level due to growth using assessment obtained
by growth. It is expected that combined with or without debt that the reserve balance
should provide the necessary financial support to sustain new County infrastructure
needed for Growth and expansion due to Growth. Notwithstanding the deferral of
Development Charges, should the County of Elgin determine that Development Charges
will be implemented, at any time in the future, the Growth Reserve will be maintained in
order to support New Growth Infrastructure development when Development Charges run
lien.
A fund was established by County Council, to set aside funding from annual growth
assessment which would begin to fund a Reserve in lieu of the County levying
Development Charges. This fund is known as the Growth Reserve. This policy is created
to outline the use of the Growth Reserve and provide guidelines to the Public, County
Council, and Administration on the acceptable use of these funds.
Page 1 of 5
Page 119 of 166
r
1.0 The County's 2021 Hemson study identified the following eligible (GI) areas under
the County's Sphere of Jurisdiction that would be eligible for the collection and use
of Development Charges. These areas included and were limited to: Library, Land
Ambulance, Long Term Care, Provincial Offences, Roads.
1.1 Being the by-product and result of not levying Development Charges, use of the
Growth Reserve will be restricted to providing support for New Capital Growth
Infrastructure or the Expansion of Existing Capital Infrastructure in those areas listed
in 1.0 above in order to be consistent with the intended use of this Reserve.
1.2 The Growth Reserve was not created for or intended to be sufficiently funded to
support any resulting operational needs that arise due to Growth or Expansion in
those areas listed in 1.0 above or any other area in the County.
1.3 The County may consider the use of Debt to fund GI projects depending on the
number of projects and timeline in question. Transitional timelines may be reduced
if Growth assessment revenues exceed projections or increased if Growth
assessment revenues are less than projected.
1.4 In addition to the County's community vision of aligning GI investment with
Council adopted plans and strategies such as: Infrastructure or Transportation
Master Plans, and other secondary plans as applicable, staff will prioritize the
timing of GI in the transitional and forecasted periods by the following additional
criteria:
1.4.1 Phasing Investment — Phasing GI investment to prioritize development of
the proposed growth area, and staging investment in the proposed growth
area to minimize Debt costs to the County;
1.4.2 Administrative— Aligning the timing of GI investment with the proposed
growth area of both County and industry resources to manage, administer
and construct all projects required to support growth within the County of
Elgin's Approved Capital Budget once commitments are known; and
1.4.3 Developer Interest —Aligning timelines when developer interest arises within
the County to support and forecast GI investment and Growth
1.5 Prior to the County submitting the following year's financial plan to fund Major
G I Projects during the transitional period, developer(s) m ust financially com m it
to proceeding with development through:
1.5.1 Submitting a phasing plan supported by transportation and servicing
analysis that requires the Major GI Project ; and
1.5.2 Executing a commitment agreement for the lands that require the Major GI
Project and paying any charges as may be applicable, due at the time of
subdivision or rezoning, or
1.5.3 Executing a commitment agreement with the County that sets out the
conditions precedent that must be completed prior to the County investing
in infrastructure improvement or construction.
1.6 Depending on the health of the Growth Reserve, reserve funds available
Page 2 of 5
Page 120 of 166
following the transitional period may be used to fund Debt payments on GI
constructed during the transitional period or allocated for future GI.
1.7 At a minimum, the Growth Reserve Policy will be reviewed and updated
concurrently within any Development Charges consultation process if/when it
occurs or within the process of the renewal of the Development Charges Policy
to ensure:
1.7.1 The continued health of the reserves to fund GI; and
1.7.2 The use of the reserve aligns with Growth Infrastructure and Expansion of
Services that are under the control of the County of Elgin
1.7.3 Financial policies surrounding the use of reserves serves to limit financial risk
to the County.
2.1 Use of the Growth reserve requires that staff shall:
a. Identify and prioritize new municipal Growth Infrastructure that supports new
assessment base.
b. Prepare a separate (10) year Capital forecast that anticipates expected or
anticipated growth.
c. Consult with the development industry on their Capital forecasts for growth.
d. Annually review a projected (10) year cash flow analysis of expected expenses
with Finance involved as per 2.2a.
e. Report to Council on the forecasted Capital needs for municipal infrastructure
growth and when projects will be started or added to the (10) year budgeted
Capital Plan which would trigger use of either the Reserve and/or Debt.
f. Prepare and administer agreements that trigger construction of new County
owned municipal Infrastructure due to Growth.
2.2 Finance shall:
a. Maintain record keeping and provide annual reports for the Growth reserves or for
each DC Reserve when/if established.
b. Assist other departments with the creation of the annual ten-year cash flow
analysis of 2.1 b.
c. Analyze available resources required to cover anticipated funding related to
2.1 b and/or e
d. Report to Council on funding gaps and Debt requirements.
e. Prepare borrowing by-laws.
f. Fund reserve in the following manner:
i. Growth will be calculated based on Prior year end final
assessment less prior year beginning assessment in each
category multiplied by the appropriate category tax rate
from the prior year.
ii. Actual tax revenue from this new growth will be redirected
into the Growth Reserve for the period of the current fiscal
Page 3 of 5
Page 121 of 166
year based on the above calculation.
iii. Growth Reserve funds will be used to fund specific GI's as
per Section 1.0. When a project has been identified as
"required" and, after construction has started, a
designated amount of funds will be identified and may be
set aside as approved by Council into the Specific Capital
Facility Fund or active Capital project when said capital
fund exists for that area.
2.3 Council shall:
a Be aware/familiar with County plans, by-laws and initiatives to facilitate
growth, including but not limited to: Development Plan, Strategic Plans,
Master Service Plans, Asset Management Plans, Growth Strategy and
Reserves Policy and Debt when/if applicable.
b Review and provide feedback to Administration on Capital forecast for
growth and Debt requirements. Approve borrowing by-laws and annual
financial plan, as per The Municipal Act.
c Approve recommended changes related to administration and
development of policy updates.
d Recommend Council's desire to re-engage in an updated Development
Charges review.
Commitment Agreement outlines the criteria pursuant to which the County will com m it to
municipal infrastructure improvement or construction.
County means the area incorporated and operated as the Corporation of the County of
Elgin.
Debt means funds borrowed for the purpose of constructing County owned Growth
Infrastructure.
Developer means an owner or successor of lands under development.
Developer Interest means a developer who is actively completing or has completed
planning and development processes required for development to occur on the lands,
including neighbourhood planning, and rezoning and/or subdivision approvals.
Development Charges (DC) means fees that would have been collected from developers
and builders at the time of subdivision/rezoning and building permit to help pay for the cost
of Growth Infrastructure required to provide municipal services to new development.
Development Charge (DC) Reserves means Growth due to new building occupancy in any
tax class.
Page 4 of 5
Page 122 of 166
Development Plan means the County Official Plan or plan that amends the original OP.
Growth Infrastructure (GI) means network and treatment infrastructure necessary to
support growth and is inclusive of possible areas where the County would invest in
infrastructure. The County's 2021 Hemson study identified the following eligible (GI) area:
Land Ambulance
Provincial Offences
Infrastructure Master Plans means any Infrastructure Master Plan document
commissioned by the County of Elgin for the purposes of guiding future Infrastructure
Investments, which may be found on the County of Elgin's Engineering website.
Major GI Project means any GI project with an estimated construction value over
$1,000,000.
Secondary Plans means any Secondary Plan document commissioned by the County of
Elgin for the purposes of guiding future planning requirements, which can be found on the
County of Elgin's Planning Website.
Page 5 of 5
Page 123 of 166
Municipality of
FITN%�L,vm'(
A: P.O. Box 160, 56169 Heritage Line
Straffordville, ON NOJ 1Y0
T: 519-866-5521
F: 519-866-3884
E: ba�harnC&ba�ham.on.ca
W: www.bayham.on.ca
June 27, 2024
County of Elgin
450 Sunset Drive
St. Thomas, Ontario
N5R 5V1
Via email: pdutchak(a)-elgin.ca & kthompson(a)-elgin.ca
Re: Additional On -Street No Parking Zones
0
t U
Council considered the attached staff report at the June 6, 2024 Regular Meeting of Council
and passed the following resolution:
Moved by: Councillor Chilcott
Seconded by: Councillor Emerson
THAT Report PS-10/24 re Additional On -Street No Parking Zones — Fulton Street and
Robinson Street be received for information;
AND THAT correspondence be sent to the County of Elgin Council to consider
establishing a No Parking zone on Fulton Street between Elm Street and Snow Street in
Vienna;
AND THAT a No Parking zone be established along Robinson Street from Pitt Street to
the East Beach turnaround in Port Burwell.
Please contact the undersigned if you require any further information.
Regards,
Meagan Elliott
Clerk
melliott(a)-bayham.on.ca
C. Steve Adams, Manager of Public Works / Drainage Superintendent
Page 124 of 166
on D-1- U=
REPORT
PHYSICAL SERVICES
nity
TO: Mayor & Members of Council
FROM: Steve Adams, Manager of Public Works — Drainage Superintendent
DATE: June 6, 2024
REPORT: PS-10/24
SUBJECT: ADDITIONAL ON -STREET NO PARKING ZONES — FULTON STREET AND
ROBINSON STREET
BACKGROUND
Based on recurring concerns voiced to Municipal staff regarding public safety and on -street parking, staff
have identified two (2) areas that Council may wish to consider for further on -street parking restrictions:
• Fulton Street — Between Elm and Snow
• Robinson Street — Between Pitt and the East Beach Turnaround
Staff are seeking direction from Council to move ahead with additional on -street parking restrictions in
these areas.
DISCUSSION
The corresponding two locations have been identified from staff as areas of concern
Fulton Street - Between Elm Street and Snow Street
This 200-metre span of Fulton Street is an Elgin County road allowance. Staff can only recommend
Council to proceed with correspondence to County Council to consider the additional changes in
parking along Fulton Street. The 6.8-metre wide street falls under the municipal design standards in
regards to on -street parking and although this is an asphalt curb road, the 6.8-metre top on this
steep incline creates low visibility when on -street parking is permitted.
Staff have been on -site various times to observe traffic flows, bus pick-up/drop-off, and construction
activities within the road allowance with new residential development. Concerns from neighbouring
residents and staff observations did find that any vehicles parked on the Fulton Street hill create
blind spots for incoming traffic and, at times, causes confusion which could lead to potential
collisions. The current bus stop at Fulton and Snow Street is also an area of concern regarding
blind spots leading up to the stop if vehicles are parked along the hill.
Staff did not find speed to be an issue in this area but rather found vehicles to speed up when the
decision is made to overtake a parked vehicle.
An additional cost to Elgin County to erect signage through this zone would be estimated at $600
plus installation and is subject to County Council's direction.
Page 125 of 166
Robinson Street - Between Pitt Street and East Beach Turnaround
Robinson Street from Pitt Street to the Beach turnaround is nearly 300metres in length. It is a 7-
metre wide, two-lane roadway with deep barrier curbs. Suggested parking on one side of a street is
with a minimum street width of 8 meters. Robinson Street falls under these criteria.
Concerns are primarily in summer months when high volumes of traffic travel to and from the East
Beach. Currently there is no regulatory signage on either side of Robinson south of Pitt, which
means that vehicles parking on both sides of the road create traffic bottlenecks and may impede
emergency vehicle access to the East Beach. During large events and summer long weekends,
staff have observed this occurring, including impacts to pedestrian flow.
Staff recommend that parking be prohibited on -street along Robinson Street from Pitt Street to the
East Beach turnaround to reduce congestion and potential liability. Signage would be installed by
the municipal public works department at a maximum cost of $800 plus staff time. This would
include the additional fourteen (14) signs that would identify the no parking area along this stretch of
Robinson Street.
STRATEGIC PLAN
2.1 Quality of Life> To work collaboratively with community organizations and others in
ensuring the availability of a diverse range of passive recreational, heritage, culture
and other community services that contribute to enriching Bayham's valued quality of
life.
Initiative(s): Enhance the Port Burwell East Beach
RECOMMENDATION
THAT Report PS-10/24 re Additional On -Street No Parking Zones — Fulton Street and
Robinson Street be received for information;
2. AND THAT correspondence be sent to the County of Elgin Council to consider establishing
a No Parking zone on Fulton Street between Elm street and Snow Street in Vienna;
3. AND THAT a No Parking zone be established along Robinson Street from Pitt Street to the
East Beach turnaround in Port Burwell.
Respectfully Submitted by: Reviewed by:
Steve Adams
Thomas Thayer, CMO, AOMC
Manager of Public Worksl Chief Administrative Officer
Drainage Superintendent
Page 126 of 166
Wo
Blaine Parkin
Chief Administrative Officer
County of Elgin
Re: Elgin County Road Maintenance Agreement
June 27, 2024
Dear Mr. Parkin,
Please be advised that Municipality of Central Elgin Council considered the above noted matter
at its Regular Meeting dated June 24, 2024, and the following Resolution was passed:
THAT Report ICS.14.24 re County Road Maintenance Agreement be received;
THAT the County of Elgin be requested to explore the purchase of an asset and work order
management software system to achieve consistency and accuracy between all lower term
municipalities in Elgin County;
THAT once the Governance Committee is established as per the Elgin County Road
Maintenance Agreement, Staff be directed to advocate for increased funding to cover 100% of
expenses related to the maintenance of County roads.
Further, Council authorized the execution of the Elgin County Road Maintenance Agreement
with the adoption of By-law No. 2896. 1 have enclosed four (4) partially executed copies of the
Agreement and request that two (2) fully executed copies be returned for our records at your
earliest convenience.
Please don't hesitate to contact Municipal Staff with any questions or concerns.
Sincerely,
DelanyLeitch
Deputy Clerk
CC: Peter Dutchak, Director, Engineering Services, County of Elgin I pdutchakael in.ca
AMA,WflMssocla lk "f �OfO,W.
Municipalities Ontario Medical Association
Association of Municipalities of Ontario (AMO)
Ontario Medical Association
155 University Ave., Suite 800
150 Bloor St. West, Suite 900
Toronto, Ontario M51H 3B7
Toronto, ON M5S 3C1
Telephone: 416.971.9856
Canada
Toll -free in Ontario: 1.877.426.6527
TF: 1.800.268.7215
Fax: 416.971.6191
T: 416.599.2580
F: 416.533.9309
E: info@orna.org
oma.org
Dear Heads of Council and Clerks,
Communities across Ontario have been facing critical healthcare challenges, including
long waitlists for primary care, shortages of doctors and other healthcare workers; and
emergency room closures. These cracks in Ontario's health care system are impacting
economic development, health, and well-being at the local level.
In response, the Ontario Medical Association (OMA) and the Association of
Municipalities of Ontario (AMO) are working collaboratively to advocate for a better
healthcare system for Ontario's residents and communities.
We have jointly developed the attached draft council resolution (Appendix A - Also in
1=?„......1::........ or..1=
...... and .. Versions), urging the provincial government to recognize the physician
shortage in your municipality and the rest of Ontario. By adopting this resolution, your
municipality can play a crucial role in highlighting the urgent need for more healthcare
resources and support.
AMO is excited to welcome everyone to Ottawa for our annual conference from August
18-21, 2024. We are pleased to inform you that the OMA will be participating at this
year's conference. Along with sponsoring the Rural Caucus Lunch on August 20, the
OMA has reserved meeting room at the Fairmont Chateau Laurier for both August 20
and 21 to meet directly with municipal leaders. During these meetings, we would like to
hear what you are seeing on the ground and discuss opportunities to work closer with
you. We believe that collaboration between Ontario's doctors and all 444 municipalities is
essential in addressing the healthcare needs of your community.
To set up a meeting with the OMA, please reach out to ;�;,t r n ,,,,�>r ,r y..i . �:: IM .can+a (Senior
Advisor for Government Relations and Advocacy) to book a 15-30 minute time slot at
your earliest convenience.
We look forward to your positive response and to working together towards a healthier
future for all Ontarians.
Yours sincerely,
Kimberly Moran
CEO, Ontario Medical Association
Appendix A:
Colin Best
AMO President
Page 128 of 166
WHEREAS the state of health care in Ontario is in crisis, with 2.3 million Ontarians
lacking access to a family doctor, emergency room closures across the province,
patients being de-rostered and 40% of family doctors considering retirement over the
next five years; and
WHEREAS it has becoming increasingly challenging to attract and retain an adequate
healthcare workforce throughout the health sector across Ontario; and
WHEREAS the Northern Ontario School of Medicine University says communities in
northern Ontario are short more than 350 physicians, including more than 200 family
doctors; and half of the physicians working in northern Ontario expected to retire in the
next five years; and (Northern Ontario only)
WHERAS Ontario municipal governments play an integral role in the health care system
through responsibilities in public health, long-term care, and paramedicine.
WHEREAS the percentage of family physicians practicing comprehensive family
medicine has declined from 77 in 2008 to 65 percent in 2022; and
WHEREAS per capita health-care spending in Ontario is the lowest of all provinces in
Canada, and
WHEREAS a robust workforce developed through a provincial, sector -wide health
human resources strategy would significantly improve access to health services across
the province;
NOW THEREFORE BE IT RESOLVED THAT the Council of (the name of
municipality) urge the Province of Ontario to recognize the physician shortage in
(name of municipality) and Ontario, to fund health care appropriately and ensure
every Ontarian has access to physician care.
Page 129 of 166
From: Stephen Covey <st:.e1 .:i.�".! .:.�;!2yp...
Sent: Friday, July 12, 2024 10:48 AM
To: CAO <CA.0Ci .�.g.!..!"i..:_c.a>
Subject: Rail Safety Week 2024 1 Proclamation request
Dear Mr. Shropshire,
As neighbours and partners in our shared commitment to rail safety, we are invitingyou to
join us in raising awareness for this important issue by adopting this proposed
piroc,lairnation. This proclamation helps communities like yours officially recognize Rail
Safety Week 2024 and its significance in your area.
Rail Safety Week will be held in Canada and the United States from September 23-29, 2024.
Your council's leadership is key to increasing public awareness about the dangers
around tracks and trains. We are asking for your support by signing the proclamation
and taking the time to engage with your community about rail safety. We will be proud
to recognize your commitment publicly.
Rail safety is a shared responsibility and together, we can achieve our common goal of
eliminating incidents and saving lives in the communities where we live, work and play.
If you have any questions or concerns, please contact Daniel Salvatore, your local CN Public
Affairs representative, at dnrn_irnnel-sal.vat ire@ci n.ca.
For more information:
• Questions or concerns about rail safety in your community, contact our Public Inquiry Line at 1--888-
• For additional information about Rail Safety Week 2024 visit cn,c i„ „fl„ fret or r i r„i, tir !rli r r i,,c „
• Let us know how you promote rail safety in your community by visiting cir c.If„„C
• For any questions about this proclamation, please email Jf SVICcir.c„
Thank you in advance foryour support.
Janet Drysdale Stephen Covey Chris Day
Page 130 of 166
CN Senior Vice -President and CN Chief of Police and
Chief Stakeholder Relations Officer Chief Security Officer
w
„A
Operation Lifesaver
Interim National Director
Page 131 of 166
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j
The Municipality of West Elgin
22413 Hoskins Line, Rodney, Ontario NOL 2C0
July 19, 2024
The Corporation of the County of Elgin
450 Sunset Drive
St. Thomas ON
Attention:
Mr. Blain Parkin
CAO/Clerk
Ms. Katherine Thompson
Manager of Administrative Services / Deputy Clerk
Re: West Elgin Council Motion — Elgin County Commitment, Old Town Hall, Rodney Library
At the regular meeting of Council, July 18, 2024, Council of the Municipality of West Elgin passed
the following motion:
Whereas the Municipality of West Elgin was approved in 2019 for the Investing in Canada
Infrastructure Program; Community, Culture and recreation Stream for the renovation Old Town
Hall, Rodney; And
Whereas, on October 24, 2019, the County of Elgin provided a letter of support, in principle, to
relocate the Elgin County Library (Rodney Branch) to the renovated Old Town Hall, upon
completion; And
Whereas the successful grant application included the provision of the Rodney Library being a
vital component of the renovated Old Town Hall;
Therefore, the continuation of the proposed renovation requires the continued commitment of the
Elgin County Council and the Elgin County Library (Rodney Branch);
Now be is resolved that the Council of the Municipality of West Elgin hereby requests a revised
letter of commitment from the County of Elgin Council, to proceed with the relocation of the
Rodney Library, to the renovated Rodney Old Town Hall, upon completion. Carried.
On behalf of West Elgin Council, I kindly request that you publish this motion on the next available
County of Elgin Council agenda, for discussion and consideration.
Sincerely,
Terri Towstiuc
Municipal Clerk
P: 519.785.0560 x 222
F: 519.785.0644
E: clerk@westelgin.net
www.westelgin.net
Page 132 of 166
Municipality nfWest Elgin
22413Hoskins Line,
Rodney, ON
NOL2CU
c/o Mayor McPhail
Dear Mayor McPhail and Members OfWest Elgin C0UDCi|.
On behalf of Elgin County Council, | 8nl writing to indicate CDUDCi|'G SUppDrt, in p[iOCip|o. of the
Corporation of West ElgiD`Sapplication tOthe Investing in {|@O8d8 |Dfr8St[UCtU[8 Program:
CODlDlUDity, Culture and R8c[88tiUD Stream.
As the upper -tier government responsible for the provision of library services throughout Elgin
County in facilities provided by lower -tier governments, we are thrilled to play a hey FO|e in this
exciting project as your anchor tenants. The Rodney Library has served GS @ vital CO000UDity
R*SOUrC8 in West Elgin for many years. The activities, services and pF0g[8DlS offered through
the library strengthen the community and your plan tU n3pU[poaethis facility indicates that both
West Elgin and the County oFElgin recognize the need for @ library space that aligns with
grOVViOQ community demand.
Providing library and cU|tu[o| services in the UDiqU8 and treasured former Community H8|| will
undoubtedly enhance the vibrancy of the neighbourhood and provide additional opportunities for
civic and cultural engagement. The proposed renovation offers dynamic and flexible space for e
wide range of services that will align ideas, people and resources around a shared vision and
endeavour torealize the Community's creative and cultural potential.
With additional space, library and cultural services enhancements include additional
p[ogr8[DOUiOg' flexible ooDlDlUDity mixed -use space and interactive Cr88tiV8. historic and art
Sp@C9a. Our work topromote the understanding, appreciation, conservation and enjoyment of
library, culture and the arts would bBenhanced through this project.
The Rodney Library is a booming hub in the rural community of Rodney -with over 10,000
visitors per year. Enhancing the overall footprint of this space is an essential step in supporting
and strengthening your rU[8| CO[DnOuOity and we Gh8P3 in VV8et E|giO`s eOthUni8oDl for this
project and offer encouragement as you envision the future of this landmark space with your
community.
Yours Very Truly,
��-
Julie GonVoU
Chief Administrative Officer
County (of Elgin
cc, West Elgin Council Investing in Canada Infrastructure Program: Community, Culture and Recreation Stream Appli(Aft*llstrative Services
^swSunset oxm
St. Thomas, ow wsxmI
p»onv:s1y-ao1-msn
wnvo/gioCvvm»ca
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The Municipality of West Elgin
22413 Hoskins Line, Rodney, Ontario NOL 2C0
July 19, 2024
The Corporation of the County of Elgin
450 Sunset Drive
St. Thomas ON
Attention:
Mr. Blain Parkin
CAO/Clerk
Ms. Katherine Thompson
Manager of Administrative Services / Deputy Clerk
Re: West Elgin Council Motion — Elgin County Library, West Lorne — Facility Expansion
At the regular meeting of Council, July 18, 2024, Council of the Municipality of West Elgin passed
the following motion:
Whereas the County of Elgin Library Branch, West Lorne Branch, is operating a facility
capacity, And
Whereas the Municipality has a vacant unit in the West Lorne Community Complex
located adjacent to the West Lorne Library,
And whereas recent interactions with Elgin County staff have indicated a need for the
vacant space to increase user capability and programming, -
Now Therefore, West Elgin Council hereby requests a letter from Elgin County Council
and the Elgin County Library indicating the space required, either being the space
adjacent to the current library only, or the entire upper units of the West Lorne Community
Complex. Carried.
On behalf of West Elgin Council, I kindly request that you publish this motion on the next available
County of Elgin Council agenda, for discussion and consideration.
Sincerely,
Terri Towstiuc
Municipal Clerk
P: 519.785.0560 x 222
F: 519.785.0644
E: clerk@westelgin.net
www.westelgin.net
Page 134 of 166
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BoardONTARIO Ontario, Notice
ENERGY
to
/
r r
BOARD
Customers /,I. Enbridge Gas
, o � J �r l rr Inc.
If the application is approved as filed, then a typical residential customer and a typical general service
customer of Enbridge Gas Inc. would see the following one-time billing adjustments, effective
January 1, 2025:
EGD Rate Zone (former Enbridge Gas Distribution Inc. customers)
• Residential Rate 1 Sales Service and Direct Purchase customers will see a one-
time billing credit of $5.12, effective January 1, 2025.
Union Rate Zone (former Union Gas Limited customers)
• Union South Residential Rate M1 Sales Service customers will see a one-time billing
charge of $9.51, effective January 1, 2025.
• Union South Residential Rate M1 Direct Purchase customers will see a one-time
billing charge of $1.60, effective January 1, 2025.
• Union North-West Residential Rate 01 Sales Service and Direct Purchase
customers will receive a one-time billing charge of $0.13, effective January 1, 2025.
• Union North-East Residential Rate 01 Sales Service and Direct Purchase
customers will see a one-time billing charge of $0.47, effective January 1, 2025.
Other customers, including businesses, may also be affected. It is important to review the application
carefully to determine whether you may be affected by the proposed changes.
Under the OEB-approved Earnings Sharing Mechanism, Enbridge Gas Inc. is required to share
with customers any earnings that are 150 basis points over the OEB-approved return on equity.
Enbridge Gas Inc. says that its 2023 earnings were below the 150 basis point threshold and as
a result it is not proposing to share any earnings with customers.
This hearing will be held under section 36 of the Ontario Energy Board Act,1998.
Ce document est aussi disponible en frangais.
Page 142 of 166
Ontario
Energy
® Board
Ontario
There are three types of OEB hearings: oral, electronic and written. The applicant has applied for a
written hearing. The OEB is considering this request. If you think a different hearing type is
needed, you can write to us to explain why.
During this hearing, we will hear questions and arguments from participants about this case. We will
also hear questions and arguments from participants that have registered as Intervenors. After the
hearing, we will decide whether to approve the application.
HAVE YOUR SAY
IMPORTANT DATES
You have the right to information about this You must engage with the OEB on or before
application and to participate in the process. July 15, 2024 to:
Visit www.oeb.ca/notice and use file number 0 Provide input on the hearing type (oral,
EB-2024-0125 to: electronic or written)
• Review the application 0 Apply to be an intervenor
• File a letter with your comments If you do not, the hearing will move forward
• Apply to become an intervenor without you, and you will not receive any further
notice of the proceeding.
PRIVACY
If you write a letter of comment, your name and the content of your letter will be put on the public
record and the OEB website. If you are a business or if you apply to become an intervenor, all the
information you file will be on the OEB website.
COST AWARDS
The OEB intends to consider cost awards in this proceeding that are in accordance with the
Practice Direction on Cost Awards and only in relation to the following:
1) The review of the following deferral and variance accounts:
Enbridge Gas Inc. Accounts
• Tax Variance -Accelerated Capital Cost Allowance — Enbridge Gas Inc.
• Integrated Resource Planning Operating Costs Deferral Account
• Getting Ontario Connected Act Variance Account
• Accounting Policy Changes Deferral Account (2019-2023)
EGD Rate Zone (former Enbridge Gas Distribution Inc.) Accounts
Ontario
This hearing will be held under section 36 of the Ontario Energy Board Act,1998. Energy
Ce document est aussi disponible en frangais. Board
Page 143 of 166 Ontario
• Storage and Transportation Deferral Account
• Transactional Services Deferral Account
• Unaccounted for Gas Variance Account
• Average Use True -Up Variance Account
• Deferred Rebate Account
• OEB Cost Assessment Variance Account
• Incremental Capital Module Deferral Account (2020-2023)
• RNG Injection Service Variance Account (2022-2023)
Union Rate Zones (former Union Gas Limited) Accounts
• Upstream Transportation Optimization Deferral Account
• Unabsorbed Demand Costs Variance Account
• Short -Term Storage and Other Balancing Services
• Normalized Average Consumption Deferral Account
• Deferral Clearing Variance Account
• OEB Cost Assessment Variance Account
• Parkway West Project Costs Deferral Account
• Lobo D/Bright C/Dawn H Compressor Project Costs Deferral Account
• Panhandle Reinforcement Project Costs Deferral Account
• Incremental Capital Module Deferral Account (2019-2023)
• Unaccounted for Gas Price Variance Account
2) The review of Enbridge Gas Inc.'s 2023 earnings, earnings sharing calculations and the 2023
Performance Scorecard.
3) The review of the methodology for disposing and allocating the deferral and variance account
balances.
Ontario Energy Board
Monday, 00■
am
.-.
kW
Enbridge Gas Inc.
1-866-763-5427
Monday - Friday 8.30 AM - 6.00 PM
enbridgegas.com
This hearing will be held under section 36 of the Ontario Energy Board Act,1998.
Ce document est aussi disponible en frangais.
Page 144 of 166
Ontario
Energy
® Board
Ontario
Ministry of
Municipal Affairs and Housing
Planning Policy Branch
777 Bay Street, 131h Floor
Toronto ON M5G 2E5
Tel. 416-585-6014
Date: July 3, 2024
Ministere des
Affaires municipales et du Logement
Direction des politiques d'amenagement
777, rue Bay, 13e etage
Toronto ON M5G 2E5
Tel. 416-585-6014
Ontario Q
Subject: Planning Act and Development Charges Act Regulations related to the
Cutting Red Tape to Build More Homes Act, 2024 (Bill 185)
I am writing to provide an update on regulations under the Planning Act and
Development Charges Act, 1997 related to the Cutting Red Tape to Build More Homes
Act, 2024.
The Planning Act and Development Charges Act, 1997 regulations came into effect on
July 1, 2024.
Changes made include:
• modernizing public notice requirements and providing municipalities with the
ability to provide notice in respect of the above matters on a municipal website if
there is no local print newspaper available
• consequential amendments to remove requirements for certain statements
regarding appeal rights to be included in public notices
• consequential changes to ensure notice is provided to nearby public hospitals
and airports
• housekeeping amendments for the removal of spent provisions related to DC
exemptions for additional residential units and the prescribed amount of time for
the DC freeze period
You can view copies of the amending Planning Act regulations on Ontario's e-Laws
website:
• Ontario ReQuIation 285/24 —
amending Ontario Regulation 543/06 "Official Plans
and Plan Amendments"
• Ontario Regulation 286/24 —
amending Ontario Regulation 545/06 "Zoning By -
Laws, Holding By -Laws and
Interim Control By -Laws"
• Ontario Regulation 287/24 —
amending Ontario Regulation 544/06 "Plans of
Subdivision"
• Ontario ReQuIation 288/24 —
amending Ontario Regulation 197/96 "Consent
Applications"
• Ontario Regulation 289/24 —
amending Ontario Regulation 200/96 "Minor
Variance Applications"
Page 145 of 166
• Ontario Regulation 290/24 — amending Ontario Regulation 509/20 — "Community
Benefits Charges and Parkland"
• Ontario ReQuIation 291/24 — amending Ontario Regulation 549/06 "Prescribed
Time Period — Subsections 51 (52.4) of the Act"
You can view copies of the amending Development Charges Act, 1997 regulations on
Ontario's a -Laws website:
• Ontario ReQuIation 279/24 — amending Ontario Regulation 82/98 — "General"
If you have any questions about the changes to the land use planning and appeal
system, including the Planning Act regulatory changes, please email
Plan ningConsultation ontario.ca.
If you have any questions about the changes to the Development Charges Act, 1997,
including the regulatory changes related to public notice requirements under the Act and
other matters, please email MFPBaontario.ca.
Sincerely,
Laura Evangelista, Director
Provincial Policy Branch
Ministry of Municipal Affairs
Ruchi Parkash, Director
Municipal Finance Policy Branch
Ministry of Municipal Affairs
Page 146 of 166
From: Colin Best <amopresident@amo.on.ca>
Sent: Wednesday, July 3, 2024 11:27 AM
To: CAO <CAO@elgin.ca>
Subject: AMO Advocacy on Homelessness Encampments
AMO Advocacy on Homelessness Encampments
Dear Clerks and Heads of Council of Municipal Governments Across Ontario:
The AMO President and Board is requesting that this letter be shared with all
elected council members and administrative heads (i.e., CAO, City Manager)
in vour municioalitv. Please cost as an information item in vour next council
meeting agenda.
On behalf of its municipal members, the Association of Municipalities of
Ontario (AMO) is urgently calling for provincial and federal leadership and
action to address the growing crisis of homelessness encampments in
communities across Ontario.
On July 2nd, AMO released a new policy paper JI iornel �s...I inca.n:l.lnnleints iln.
Oinkario A _Uin.igi„pg„I I r „p gkiy detailing the state of this crisis and
evidence -based actions that must be taken.
Municipal governments are at the front lines of the homelessness crisis
without the resources or tools to support our residents and communities. We
are asking the provincial and federal governments to work collaboratively with
each other and municipalities. These are complex issues that require
comprehensive responses from all orders of government working together.
www. a rr°Yo. o in . ca For further resources an information, please visit........................................................................................................
Sincerely,
Colin Best
President, Association of Municipalities of Ontario (AMO)
'Dlsclairner: Tl'ke Asso(,iatioi,t Of MLi1'kl(,,ilDalltles Of 0i'ktarlo (AMO) Is Lfl'taiDle to lDrovidecity warrai'kty regardii,tg tyke ac(.LFracy or (,,oinJletel'kess Of
third party SUbmiss10fks. Distrll)LA1011 of these (terns does not haply art endorsement of the views, information or services mentioned.
,') I)lil i,;l i/I - / ir, `7u l(; 800 I 1 uloNo to I IJd)i' 1137 (,/
Page 147 of 166
i, Association of
AM:"" Municipalities
of Ontario
I E, 1 1.11 no m11-11.1
rOTURZI o
As homelessness escalates in its scope, visibility, and complexity, communities in
Ontario are seeing a rise in homeless encampments. In 2023, at least 1400 homeless
encampments existed in Ontario's communities.' Their existence is not unique to large
urban centres and can now be found in all types of communities including urban, small
town, rural, and northern Ontario.
Encampments are the latest expression of a homelessness crisis decades in the making.
These encampments are a tragic result of cracks in the foundations of our housing,
health, and social systems and are a public policy failure by successive provincial and
federal governments. A lack of intergovernmental cooperation and integration of effort,
and insufficient supply of affordable housing have compounded matters.
While municipalities did not create the homelessness crisis, they are being forced to
manage it without the resources or tools to sufficiently respond. Municipalities are often
caught balancing the important needs of unsheltered people living in encampments,
who deserve to be treated with empathy and respect, and a responsibility to ensure our
communities are safe and vibrant places for all residents.
Concrete solutions to this crisis are needed now. Provincial and federal governments
need to take responsibility for the policy decisions that have led to this crisis and take
a leadership role in finding solutions. This must include substantial new investments
and policy changes to address the root causes of homelessness, stave off the growth in
encampments, and connect people already living in encampments with the supports
they need right now.
This abdication of leadership has meant that municipalities and citizen groups are
increasingly looking to the courts for guidance. This leads to adversarial approaches
and increases complexity in a way that puts us farther behind. Municipalities need clear
guidance from the provincial government regarding how to address encampments when
resource realities and the rights of groups and individuals appear to be at odds.
In a province as prosperous as Ontario, homeless encampments cannot be the best we
can do for our residents, communities, and businesses. We know we have the capacity to
solve this problem. All that we need is the resolve.
'AMO Survey of Municipal Service Managers and DSSABs, December 2023
AMO I Homeless Encampments in Ontario Page 149 of 166 2
i MunicipaLities Are Committed to Meeting Rights
*bLigations
Municipalities have long understood the critical importance of housing in the health,
safety, and well-being of individuals and families.
Ontario's municipalities are also fully committed to meeting all their obligations under
the Charter and the Ontario Human Rights Code. But in the context of substantial
growth in needs and declining resources, interpretations of what these obligations are,
and how to meet them are increasingly at odds.
In responding to homeless encampments, many municipalities are following guidelines
provided by experts in rights -based approaches2, including the importance of:
• Meaningfully engaging with individuals living in encampments, including ongoing
good faith discussions with as many encampment residents as possible to understand
concerns and provide supports;
• Exploring viable alternatives to encampment evictions or removals, such as offering
alternative housing solutions — like tiny homes, shelters, rent supplements or re-
locating encampments from dangerous or inappropriate sites;
• Supporting encampment residents' access to essential services, such as drinking
water, waste management, and sanitation facilities;
• Respecting encampments residents' belongings; and
• Working with encampment residents and police forces to develop and implement
encampment safety protocols.
Many municipalities across Ontario have implemented innovative approaches to
encampments that have improved circumstances for both encampment residents and
the broader community.
2The Shift Municipal Engagement Guidance, Homeless Encampments — The Shift, 2023
AMO I Homeless Encampments in Ontario Page 150 of 166
Case Study 1:
Municipality A — a regional municipality — found an alternative to a large encampment on
municipal land. There were health and safety risks resulting from fires, pests, unsanitary
conditions and serious criminal activity and unsanitary conditions. To protect the
residents and to prevent further damage to the property, the upper tier municipality
worked with a lower tier municipality and participating community partners to find
an interim housing solution. A supervised transitional housing site was established
on municipal land with 50 cabins to provide temporary shelter. On -site services help
residents meet basic needs, connect to services and permanent housing options. These
efforts are complemented by a new Council -approved and funded plan to end chronic
homelessness.
Case Study 2:
Municipality B — a northern municipality with a large Indigenous population —
implemented a protocol to manage encampments on public property with an explicit
commitment to a rights -based approach. It requires that the municipality exhaust
options for engaging with and moving each individual to a safer indoor space before
encampment removal is considered. Respect for and protection of Indigenous rights
is a key commitment. The protocol outlines the roles and responsibilities of various
municipal players, centering the provision of services around the principles of housing
first and the safety of encampment and broader community residents. The local District
Social Services Administration Board collaborates to provide support services such as
outreach, emergency shelter and housing help assistance.
Case Study 3:
Municipality C — a large municipality — focused on a human rights -based outreach
to meet the basic needs of high acuity unsheltered homeless individuals through an
innovative service hub and mobile depot model. This approach was implemented
within the context of a Whole of Community System Response, building upon a robust
existing emergency shelter and housing supports system and provision of new mental
health and addictions services plus 600 highly supportive housing units. Encampment
health and safety review protocols are in place to guide municipal staff and community
partners when supporting and managing encampments in a way that balances the
public and private interests of public spaces while allowing for temporary shelter. This
includes identifying situations where encampments are able to remain with supports
and situations where they are restricted or significant interventions including removal
are required. It also sets out rules for inhabitants of encampments to ensure health and
safety (e.g. limiting the size and not allowing open fires or combustibles). These protocols
also allow for identification of any challenges, unmet needs and/or resources required to
respond to and support social and health service care planning.
AO I Homeless Encampments in Ontario Page 151 of 166 4
But almost five years out from the beginning of the pandemic, many municipalities with
long-term encampments are experiencing an erosion of community will, trust and buy -
in for solutions. Tensions arise between individual and community obligations when
municipalities respond to encampments. There is often a lack of consensus between
what encampment residents need, what community members want, what human rights
advocates are calling for, and what municipalities believe they must do to fulfill their
roles and responsibilities to all residents.
Some people living in encampments refuse offers of shelter or housing options, opting
to continue living in an outdoor encampment for various reasons. There are situations
when it is necessary to re -locate and/or remove encampments and find other alternative
options.
It is not a sustainable, long-term solution for municipalities to allow the normalization of
encampments. Municipalities need to act in the best interests of the homeless and their
communities to find other solutions.
mmzm=�� •. ! #M � 11 #M •. #M #M 11
Municipalities recognize the challenging circumstances that lead people to end up in
encampments. These community members have complex needs that municipalities
do their best to meet, with the same respect, dignity, and compassion afforded to all
municipal residents.
But municipal responsibilities go beyond supporting encampment residents. Municipal
governments are responsible for ensuring community health and safety through public
health, by-law enforcement, paramedicine, fire, and policing services.
Homeless encampments are mostly unplanned environments without the infrastructure
and amenities to make them healthy and safe places for the inhabitants residing there.
As a result, the proliferation of homeless encampments can result in substantial risks to
both encampment residents and the broader community.
This is why municipalities have by-laws to prohibit certain activities on properties that
may cause personal injury or damage to the lands. This often includes bans on camping
and erecting unauthorized structures. Municipalities are also obligated to exercise
powers under the Fire Protection and Prevention Actto remove or reduce an immediate
threat to life. Municipally -led public health agencies work to prevent transmission of
infectious diseases, while municipal police forces must enforce the Criminal Code to
ensure public safety.
Meeting all these obligations in a way that respects everyone's rights and needs is not
always straight forward, and frequently requires significant judgement as situations can
quickly become complex:
AMO I Homeless Encampments in Ontario Page 152 of 166 5
Case Study 1:
Municipality X —a mid -sized city with a significant student population —had a significant
encampment in a major public park for over two years. At its largest, the site housed
over 100 residents and included many unsafe structures. Violence and illegal activity,
including fentanyl trafficking, became common place as policing became dangerous and
ineffective. Numerous serious fires created threats to life and inflicted major damage.
Outreach workers continued to provide health and support services and repeatedly
offered alternative housing options to all individuals in the encampment. While many
residents were successfully transitioned into housing, a number refused to leave unsafe
structures.
Case Study 2:
Municipality Y — a large upper tier municipality — experienced an encampment of
approximately 50 people established on municipal land used to support public transit.
The municipality quickly mobilized intensive community social service resources and
incurred significant costs to provide security and regular site clean-up. Despite efforts to
meet the needs of residents, it was determined that the conditions at the encampment,
including fires, pests, unsanitary conditions, and serious criminal activity posed a risk
to health and safety as well as damage to the land, so removal was sought. Alternative
shelter and housing solutions to the encampment were provided, including 50 new
transitional housing units.
Case Study 3:
Municipality Z — a northern urban community — had many encampments in parks, roads
and private property. After an encampment resident tragically died after creating a fire
inside their tent, municipal fire services educated residents about how to stay warm
in a safe manner, but the risks remained. Municipal law enforcement officers work
together with social services staff first to connect with the residents to seek a resolution.
The approach is open, transparent, and outlined publicly in a municipal protocol. In
addition, a guidance document was developed by a third -party expert in homelessness
service delivery planning. There is an emphasis on finding solutions through housing and
other support services to resolve encampment situations. Council is going further to
implement a plan to end chronic homlessness by2030.
AO I Homeless Encampments in Ontario Page 153 of 166 6
Municipal governments across Ontario experience challenges ensuring the health and
wellness of inhabitants of encampments. First responders such as paramedics are often
called in response to emergency situations or to provide community paramedicine
services. Encampment inhabitants have had serious health conditions including life
threatening ones. People have been hospitalized and, in a few cases, even died. Health
risks come from extreme weather exposure, carbon monoxide poisoning, fires, and from
smoke inhalation because of the use of heating and cooking devices within tents and
other structures. Others have suffered from frostbite, resulting in amputations of fingers
and toes.
In many of these circumstances, removal of encampments was deemed necessary
to preserve the safety of both the residents of the encampments and the broader
community.
Municipalities understand that alternative shelter options must be identified before
removing encampments. They understand that in some circumstances, the ongoing
existence of an encampment might be the best option — regardless of implications
for others' access to parks, manageable safety concerns, or impacts on businesses and
community quality of life. They understand the need to educate their staff, officials, and
the broader public on the rights that all residents have.
However, a categorical ban on encampment removals under any circumstance or a sense
that enforcement does not have a role in encampments management simply doesn't
reflect the complex situation in which Ontario finds itself. Pretending otherwise does a
disservice to the many dedicated municipal staff and officials who find themselves trying
to rectify an untenable situation.
AMO I Homeless Encampments in Ontario Page 154 of 166 7
Federal. and Provincial. Government Leadership Is Needetf,
Now
Municipalities have an important role to play contributing to solutions to homelessness
and supporting those in encampments. But the scope of action and investment
required to adequately address encampments far outstrips municipal fiscal capacity and
jurisdiction.
F)rovinciaL Action Required
Progress on encampments depends primarily on action and leadership from provincial
government to address the root causes of homelessness, namely:
Growing Income Insecurity: Across the
province, a growing number of Ontarians can
Social. Assistance — Currently,
no longer afford the basic necessities of life.
because they do not have
In Ontario, 45% of tenant households spend
shelter costs, people who are
30% or more of their total income on shelter.
homeless are not entitled to
This is the highest rate across the country
receive shelter benefits. This
By 2025, approximately 160,000 households
means that homeless people
will spend more than 50% of their income
on ODSP/OW receive around
on rent, putting their housing at risk and
$500/$400 less per month
increasing the likelihood of them becoming
than the average monthly
homeless. Food bank use in Ontario has
rates ($1308/$733). Amending
skyrocketed, increasing 42% over the past 3
OW and ODSP policies to
years atone. One-third of these visitors were
provide the shelter allowance
using food banks for the first time, including
to homeless individuals is
growing numbers of workers.' When people
a keyway that the province
can't afford to pay rent and feed themselves
can make progress on
and their families, they aren't able to work,
homelessness.
take care of their kids, or contribute to the
community. Despite recent increases to the
Ontario Disability Support Program (ODSP)
rates, in real terms ODSP and Ontario Works
rates have never been tower, having not kept up with inflation for decades. Outdated
and overly complicated rules keep people in poverty. Increasing social assistance
rates and transforming social assistance to better
help people to get back on their
feet and fully participate in the economy will be a critical part of making progress on
homeless encampments.
3 Feed Ontario — The Hunger Report (2022).
AMO I Homeless Encampments in Ontario Page 155 of 166
• Insufficient supply of deeply affordable housing: Deeply affordable housing includes
a range of approaches — from government -owned buildings, to rent subsidies, to non-
profit housing and co-operative developments — to provide housing for individuals
who are unable to afford market rents. It is a smart way to invest tax dollars in
community well-being and economic prosperity by providing people with dignity,
opportunity, and a better quality of life. The wait list for government subsidized
housing assistance in 2018 was 215,000 people. According to recent Canada Housing
Renewal Association study, an additional 143,225 units of deeply affordable
community housing is needed in Ontario by 2030 just to meet the OECD average.4
Most social housing stock in Ontario has been made possible by past significant
federal and provincial investments, primarily between the 1960s and 1990s. However,
provincial commitment has been limited since downloading responsibility for social
housing to municipalities in the 1990s. Ontario remains the only jurisdiction in Canada
where social housing is a municipal responsibility. Each year, municipalities spend
approximately $1 billion in connection with provincial housing programs.5 During
the pandemic, many municipalities invested in additional deeply affordable housing
assistance to meet demand. Property taxpayers, including people on fixed incomes,
cannot support the kinds of investments needed to keep up with demand.
4 Deloitte, Canadian Housing and Renewal Association and Housing Partnership Canada: The Impact of
Community Housing on Productivity, 2023.
5 Financial Accountability Office of Ontario — Ontario's Housing and Homelessness Programs (2021)
AMO I Homeless Encampments in Ontario Page 156 of 166 9
• Inadequate Approach to Mental Health and
Addictions: Ontario is also experiencing a mental
health and addictions crisis that intersects
with and contributes to homelessness. People
with poor mental health are more vulnerable;
homelessness exacerbates mental illness — a tragic
and costly cycle. Approximately 30-35% of those
experiencing homelessness and up to 75% of
women experiencing homelessness struggle with
mental illnesses.6 Ontario's Roadmap to Wellness
program was a step forward in addressing mental
health and addictions challenges in Ontario. But
progress has been slow, waitlists for addictions
treatment programs remain far too long, and
government action has not focused enough
on people with complex social needs and the
importance of integrating health and social
supports. Inconsistent access to mental health
and addictions services across the province results
in gaps for many rural and northern communities
that prevent progress on homelessness.
Supportive Housing is
deeply affordable housing
with on -site supports that
helps individuals achieve
housing stability, preventing
a return to homelessness,
especially for people with
mental health conditions
and addictions. Significantly
more supportive housing
units are need urgently.
Estimates of the shortfall
of units in 2017 range from
between 30,000 to 90,000.1
6 www.homelesshub.ca/about-homelessness/topics/mental-health#:-:text=People%2520with%2520mental%2520i11ne
ss%2520ex2erience,ex2erienci ng%2520homeless ness%252C%2520have%2520menta ill nesses
7 Wellesley Institute — Supportive Housing in Ontario: Estimating the Need (2017)
AMO I Homeless Encampments in Ontario Page 157 of 166 10
It will take years to reverse the systemic issues created by decades of policy choices
made by successive provincial governments. In the interim, provincial leadership and
investment is required to:
• Expand the emergency shelter system: Emergency shelters already under strain
are ill-equipped to respond to increasing demands driven by growing numbers of
asylum -seekers and sky -rocketing rents.
• Establish Homeless Encampment Guidance: Provincial guidance is urgently needed
to ensure an appropriate and consistent approach to encampments in a complex and
evolving legal and policy landscape. The abdication of leadership by the provincial
government and resulting adjudication by the courts is costly and slow, creating
unclear and unrealistic expectations, and feeding divisions at the community level.
Establishing and reinforcing principles and parameters at a provincial level, consistent
with the statutory obligations, will allow municipalities to focus on what they do best
— providing services to citizens aligned with local needs and circumstances — without
the impossible task of reconciling provincial policy choices at odds with group or
individual rights.
• Cost -match federal encampment funding: The 2024 Federal Budget announced an
additional $250 million in dedicated funding to addressing encampments with a
call out to provinces and territories to cost match this investment. The provincial
government must heed this call and provide the matching funds.
Federal iiriii nineiii
AMO applauds important demonstrations of federal government leadership on non -
market housing and homelessness, including the 2018 National Housing Strategy, the
2019 Reaching Home Initiative, and most recently elements of the 2024 Canada's Housing
Plan, including the Affordable Housing Fund, the Rapid Housing Initiative and the Rental
Protection Fund.
Sustained, concerted, significant action across all governments is needed, however, to
truly make progress. The federal Parliamentary Budget Officer has determined that the
funding is still insufficient to meet the target of reducing chronic homelessness by 50%.
This will require additional investments of $3.5 billion a year across Canada. This is 7
times the current funding level. Recent federal -provincial disagreements in the context
of the National Housing Strategy highlight the need for stronger inter -governmental
collaboration on community housing and homelessness across all three orders of
government.
AMO supports the federal Housing Advocate's call for a federally -led National
Encampments Response Plan. This Plan must, however, preserve municipal flexibility
and respect provincial (and in turn, municipal) heads of power, jurisdiction and rights.
This is necessary to meet broader responsibilities and respond to specific circumstances
AMO I Homeless Encampments in Ontario Page 158 of 166 11
effectively. It cannot include recommendations from the federal Housing Advocate's
report such as a ban on forced removals in any circumstances.
While provincial and federal action is urgently required, municipal governments
are responding to immediate needs in their community that cannot be delayed by
insufficient support from other orders of government.
An evolving legal landscape and the proliferation of guidance from different sources
about how municipalities should respond to homeless encampments can create
challenges for municipalities and service partners trying to assess options.
Individuals do not have a right to camp anywhere they choose on public lands, at any
time. Nor do those who decline appropriate alternative shelter options have a right to
continue to reside in encampments.
Municipal governments must implement solutions that are effective, appropriate,
feasible, practical, and in compliance with Ontario and Canadian law including but not
limited to human rights legislation. For example, in contrast to some guidance, municipal
police forces cannot be ordered by municipal councils to stop enforcing the Criminal
Code by decriminalizing drug use in encampments. Municipal police forces also cannot
abdicate their public safety responsibilities, which is incompatible with suggestions to
fully de -centre policing as a municipal response.
Some guidance has stated categorically that municipalities must stop all removals on
public lands, going beyond current legal obligations. The Shift's Homeless Encampments:
Municipal Engagement Guidance was developed in collaboration with municipalities,
housing and health experts and provides helpful and practical advice.
While each municipality faces unique facts and circumstances that require independent
legal assessments and advice, considering these key factors as they make hard decisions
about the best options for their communities can help municipalities to mitigate legal
risks:
• Alternative shelter options for individual encampment residents are critical:
Removing encampments from public lands when there is no alternative shelter
space for encampment residents has been found to violate the Charter right to life,
liberty and security of the person. Alternative shelter options include spaces in
emergency shelters or alternative tenting locations, among others. It is not the case
that municipalities must demonstrate capacity for all homeless individuals within a
municipality to clear an encampment, but it is important that each individual in the
encampment under consideration for removal have a specifically identified shelter
option.
AMO I Homeless Encampments in Ontario Page 159 of 166 12
• Location of alternative shelter options: An important factor in whether alternative
shelter locations are appropriate is their accessibility to services — such as food banks,
health services, or sanitation facilities — that provide the basic necessities of life. Ways
to enable access to these services — such as public transit or mobile service delivery
options — should be considered.
• Public use of occupied space: How public lands where encampments have arisen are
designated for use is an important factor. Encampments located in major parks that
are heavily accessed by the public are different from encampments located on empty
lots. The degree to which the presence of an encampment impedes public use of
space may be a relevant factor, particularly from a public safety perspective.
• Protected groups and homeless encampments: The Ontario Human Rights Code
prohibits actions that discriminate against people based on protected grounds
like race, disability, and sex in social areas that include housing and services.
Because of the over -representation of groups such as Indigenous people, people
with mental health and substance use conditions, or gender -diverse individuals in
homeless encampments, there is an elevated risk that actions related to homeless
encampments can create or exacerbate disadvantage based on prohibited grounds.
Ultimately, municipalities should be:
• Assessing risk to the unsheltered homeless, community residents and the
municipality and identify actions to mitigate them.
• Assessing compliance of planned actions with the Charter and the Ontario
Human Rights Code by consulting legal counsel.
• Providing outreach to people living in homeless encampments and engaging
them about solutions about their individual circumstances.
• Engaging and developing solutions with people with lived experience
of homelessness to ensure the proposed approach is appropriate
and responsive to the needs and experiences of people experiencing
homelessness.
• Focusing on the needs of and appropriately engaging Indigenous People in
the community, given their over -representation in the homeless population,
must inform the response.
AMO I Homeless Encampments in Ontario Page 160 of 166 13
Homeless encampments are the most recent symptom of much deeper system failures
that are compromising the foundations of our social and economic prosperity.
It's time for the provincial and federal governments to play a leadership role in solving
this crisis and addressing the root causes of homelessness.
Ontario's municipalities are ready to work with provincial and federal partners to end
both homeless encampments and chronic homelessness in Ontario.
Disclaimer: This document is not to be construed as the provision of specific legal
advice for local situations. Municipalities and organizations should seek legal counsel's
advice on questions regarding compliance with applicable laws. This document does
not attempt to comprehensively cover every possible situation that may arise with
encampments and is timely at the date of its publication. Municipal governments should
endeavour to keep apprised of developments in law, and to learn from each other what
works and what does not with the circumstances of their local situation.
AMO I Homeless Encampments in Ontario Page 161 of 166 14
Association of Municipalities of Ontario (AMO)
155 University Ave., Suite 800, Toronto, ON M5H 3B7
Telephone direct: 416-971-9856
Fax: 416-971-6191
Toll -free in Ontario: 1-877-4-AMO-LAS (1-877-426-6527)
E-mail: amo@amo.on.ca
Website: www.amo.on.ca
Association of
AM IW Municipalities
of Ontario
Page 162 of 166
June 11, 2024
Andrew Douglas Alexander Thomas Bruce, 11th Earl of Elgin and 15th Earl of
Kincardine
c/o Broomhall House
Dear Lord Elgin,
On the momentous occasion of your 100th birthday and the 80th anniversary of the
Allied landing at Normandy, I extend my warmest greetings to you. Your unwavering
service in preserving the freedoms we cherish today is truly commendable and serves
as an inspiration to us all.
I am delighted to inform you that your enduring connection to both the County of Elgin
and the 31 Combat Engineer Regiment (`The Elgins') is meticulously preserved within
the County's Archives. As a part of our collection that commemorates your profound ties
to our County, I am thrilled to share with you a video that has been carefully preserved
and is now accessible to researchers worldwide. This video captures the moment when
you graciously honoured us with your presence to accept the "Freedom of the County,"
a prestigious recognition bestowed upon the Regiment by the Elgin County Council in
2008.
Your legacy and contributions to our community are truly remarkable, and we are
immensely grateful for your continued dedication and service. May this milestone
birthday be filled with joy, reflection, and the appreciation of all that you have
accomplished throughout your remarkable life.
With heartfelt congratulations and best wishes on this special occasion.
Yours truly,
Warden Ed Ketchabaw
..I j. p.If .. . p..I..11.lf:�...�: a
519-619-8432
Page 163 of 166
BROOMHALL - DUNFERMLINE
FIFE - KY11 3DU
Tel: 01383 872222
Fax: 01383 872904
Enzail: elginkincardine(ftmail.com
Page 164 of 166
Page 165 of 166
COUNTY OF ELGIN
By -Law No. 24-30
"A BY-LAW TO CONFIRM PROCEEDINGS OF THE MUNICIPAL COUNCIL OF
THE CORPORATION OF THE COUNTY OF ELGIN AT THE
JULY 23, 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 July 23, 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 23RD DAY OF
JULY, 2024.
Blaine Parkin, Ed Ketchabaw,
Chief Administrative Officer/Clerk. Warden.
Page 166 of 166