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19 - September 10, 2024 County Council Agenda PackageElgmCounty Elgin County Council Regular Council Meeting Orders Of The Day Tuesday, September 10, 2024, 9:00 a.m. Council Chambers 450 Sunset Drive St. Thomas ON Note for Members of the Public: Please click the link below to watch the Council Meeting: https://www.facebook.com/ElginCountyAdmin/ Accessible formats available upon request. 1. Call to Order Pages 2. Adoption of Minutes 3 3. Disclosure of Pecuniary Interest and the General Nature Thereof 4. Presenting Petitions, Presentations and Delegations 5. Committee of the Whole 6. Reports of Council, Outside Boards and Staff 6.1 Warden Ketchabaw - Warden's Activity Report (August 2024) 9 6.2 Director of Community and Cultural Services - Elgin County Library 12 Guidelines Branch Performance Analysis 6.3 Director of Community and Cultural Services - Rodney Library Relocation 62 Support 6.4 Director of Community and Cultural Services - West Lorne Library 70 Expansion Opportunity 6.5 Manager of Economic Development, Tourism & Strategic Initiatives - 79 Community Safety and Well -Being — Substance Use and the Planet Youth Model 6.6 Manager of Economic Development, Tourism & Strategic Initiatives - 83 Elgin County Tourism Wayfinding Strategy 6.7 Senior Planner - New 2024 Provincial Planning Statement (PPS) 91 6.8 Director of Planning and Development - Elgin County Centralized 95 Planning Services 6.9 Director of Financial Services/Treasurer - Grant and Sponsorship Policy 115 7. Council Correspondence 7.1 Items for Consideration 7.1.1 Flag Raising Proclamation Request from St. Thomas - Elgin 155 Local Immigration Partnership (STELIP) for Welcoming Week 2024 7.1.2 Resolution from the Municipality of Quinte West Regarding the 157 Canada Community -Building Fund 7.1.3 Resolution from the Town of Bradford West Gwillimbury 159 Regarding Long Service Medals for Paramedics and Police Officers 7.1.4 Resolution from the Township of Stirling-Rawdon Regarding 161 Public Sector Salary Disclosure 7.2 Items for Information (Consent Agenda) 7.2.1 Western Ontario Wardens' Caucus Advocates for Rural Needs 162 at Association of Municipalities of Ontario (AMO) 2024 Conference 7.2.2 Rural Municipal Leaders Support'Solve the Crisis' Campaign to 167 Address Homelessness and Mental Health 7.2.3 A Report from the Elgin Ontario Health Team (OHT) 172 8. Other Business 8.1 Statements/Inquiries by Members 8.2 Notice of Motion 8.3 Matters of Urgency 9. Closed Meeting Items 9.1 Closed Meeting Minutes - August 13, 2024 9.2 Director of Planning and Development - Norman-Lyndale Settlement Boundary Expansion Municipal Act Section 239 (2) (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. 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. 24-32 Appointment of Land Division Secretary 174 12.2 By -Law No. 24-33 Confirmation 175 13. Adjournment Page 2 of 175 Elgin County Council Minutes August 13, 2024, 9:00 a.m. Council Chambers 450 Sunset Drive St. Thomas ON Members Present: Warden Ed Ketchabaw Deputy Warden Grant Jones Councillor Dominique Giguere Councillor Mark Widner Councillor Jack Couckuyt Councillor Andrew Sloan Councillor Todd Noble Councillor Mike Hentz Councillor Richard Leatham Staff Present: Blaine Parkin, Chief Administrative Officer/Clerk (virtual) Amy Thomson, Director of Human Resources Michele Harris, Director of Homes and Seniors Services Peter Dutchak, Director of Engineering Services Katherine Thompson, Manager of Administrative Services/Deputy Clerk Mike Hoogstra, Manager of Purchasing and Risk Carolyn Krahn, Manager of Economic Development, Tourism & Strategic Initiatives Andrew Case, Solicitor Jenna Fentie, Legislative Services Coordinator Stefanie Heide, Legislative Services Coordinator (virtual) Call to Order The meeting was called to order at 9:00 a.m. with Warden Ketchabaw in the Chair. 2. Adoption of Minutes Moved by: Councillor Leatham Seconded by: Councillor Noble RESOLVED THAT the minutes of the meeting held on July 23, 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 Moved by: Councillor Hentz Seconded by: Deputy Warden Jones Page 3 of 175 Motion Carried. 6. Reports of Council, Outside Boards and Staff 6.1 Warden Ketchabaw - Warden's Activity Report July 2024 Warden Ketchabaw presented the report detailing his activities as Elgin County Warden for July 2024. Moved by: Councillor Widner Seconded by: Councillor Couckuyt RESOLVED THAT the report titled "Warden's Activity Report July 2024" from Warden Ketchabaw dated August 13, 2024 be received and filed. Motion Carried. 6.2 Manager of Procurement & Risk - Procurement Activity Report Q2 (April 1, 2024 to June 30, 2024) The Manager of Procurement & Risk presented the report that contains details relevant to the exercise of delegated authority for all contracts awarded that exceed $15,000 for the period of April 1, 2024 to June 30, 2024. Moved by: Deputy Warden Jones Seconded by: Councillor Widner RESOLVED THAT the report titled "Procurement Activity Report Q2 (April 1, 2024 to June 30, 2024)" from the Manager of Procurement & Risk dated July 30, 2024 be received and filed. Motion Carried. 6.3 Manager of Emergency Management & Elgin -Middlesex Regional Fire School - Modernization of Emergency Management & Civil Protection Act Feedback The Chief Administrative Officer on behalf of the Manager of Emergency Management & Elgin -Middlesex Regional Fire School presented the report detailing the feedback on the proposed modernization of the Emergency Management and Civil Protection Act (EMCPA) as prepared by the County's Emergency Management Department. Moved by: Councillor Hentz Seconded by: Councillor Noble RESOLVED THAT the report titled "Modernization of Emergency Management & Civil Protection Act Feedback" from the Manager of Emergency Management & Elgin -Middlesex Regional Fire School dated August 13, 2024 be received and filed. Motion Carried. 6.4 Manager of Economic Development, Tourism & Strategic Initiatives - 2024 Business Retention and Expansion Program — Final Report and Action Plan The Manager of Economic Development, Tourism & Strategic Initiatives and the Business Enterprise Facilitator presented the report seeking Council's endorsement of the 2024 Business Retention and Expansion Program Report and Action Plan. Moved by: Councillor Leatham Seconded by: Councillor Couckuyt Page 4 of 175 RESOLVED THAT the report titled "2024 Business Retention and Expansion Program - Final Report and Action Plan" from the Manager of Economic Development, Tourism & Strategic Initiatives dated August 13, 2024 be received and filed; and THAT Council endorse the "2024 Business Retention and Expansion Program Report and Action Plan." Motion Carried. 6.5 Director of Homes and Seniors Services - Homes — Terrace Lodge Pool The Director of Homes and Seniors Services presented the report seeking Council's authorization to sign a one (1) year agreement with the YWCA St. Thomas -Elgin for the use of the Terrace Lodge pool for aquatic programming. Moved by: Councillor Giguere Seconded by: Councillor Couckuyt RESOLVED THAT the report titled "Homes — Terrace Lodge Pool" from the Director of Homes and Seniors Services dated August 13, 2024, be received and filed; and THAT Council authorize staff to sign the one (1) year agreement with the YWCA St. Thomas -Elgin for the use of the Terrace Lodge pool. Motion Carried. 6.6 Director of Engineering Services - Transportation Master Plan — Project Resumption The Director of Engineering Services presented the report seeking Council's approval to reengage Arcadis Professional Services (Canada) Inc. to complete the County's Transportation Master Plan. Moved by: Councillor Hentz Seconded by: Deputy Warden Jones RESOLVED THAT the report titled "Transportation Master Plan — Project Resumption" from the Director of Engineering Services, dated August 13, 2024 be received and filed; and THAT the Scope Change Order proposal from Arcadis Professional Services (Canada) Inc., in the additional amount of $109,641 (plus HST) to the original contract be approved; and THAT a project budget shortfall of $75,000 be approved to be included within the 2025 Capital Budget. Motion Carried. 7. Council Correspondence 7.1 Items for Consideration None. 7.2 Items for Information (Consent Agenda) Moved by: Councillor Noble Seconded by: Councillor Sloan RESOLVED THAT Correspondence Item #7.2.1 be received and filed. Page 5 of 175 Motion Carried. 7.2.1 Letter from the Rodney Aldborough Agricultural Society President expressing appreciation to County Council for the 2024 Community Grant allocation and inviting Council to attend the opening of the Rodney Fair. 8. Other Business 8.1 Statements/Inquiries by Members 8.1.1 Councillor Sloan - Budget Inquiry Councillor Sloan inquired what the surplus was for the 2023 budget and asked when Council would be provided information on current cost versus budget. The Chief Administrative Officer/Clerk stated that the Director of Financial Services/Treasurer and the finance team are still working through the 2023 audit. The Chief Administrative Officer/Clerk stated that the future goal is to have the year-end audit completed and presented to Council by May -June by making some changes to the budget cycle which will allow the finance team to work on year-end earlier in the calendar year. The Chief Administrative Officer/Clerk stated that the surplus details for the 2023 Budget should be available within the next month and that he will keep Council updated. 8.1.2 Councillor Couckuyt -Aylmer Industrial Manufacturing (AIM) Park Ceremonial Groundbreaking in Aylmer Councillor Couckuyt welcomed all to attend a groundbreaking ceremony in Aylmer on August 13, 2024, at 4:00 p.m. for the Aylmer Industrial Manufacturing (AIM) Park, a new business development and industrial park. 8.1.3 Warden Ketchabaw - Association of Municipalities of Ontario (AMO) Conference Delegations Warden Ketchabaw stated that the County will be participating in three (3) delegations at the upcoming Association of Municipalities of Ontario (AMO) conference. Warden Ketchabaw stated that the delegations will be with the Minister of Infrastructure, the Ministry of Transportation and the Minister of Health, and that the County will also be involved indirectly with supporting the Planet Youth initiative that St. Thomas Mayor Joe Preston will be taking the lead on. Warden Ketchabaw stated that Councillors are welcome to join these delegations and the delegation schedule will be out to Council shortly. 8.1.4 Warden Ketchabaw - Straffordville Watermelon Fest 2024 Warden Ketchabaw invited all to attend the 2024 Straffordville Watermelon Fest on Saturday, August 24, including a parade beginning at 10:00 a.m. 8.2 Notice of Motion None. 8.3 Matters of Urgency None. 9. Closed Meeting Items Council took at 5 minute break at 10:06 a.m. Moved by: Deputy Warden Jones Seconded by: Councillor Couckuyt Page 6 of 175 RESOLVED THAT we do now proceed into closed meeting session in accordance with the Municipal Act to discuss the following matters under Municipal Act Section 239 (2): Closed Meetina Item #1 - Closed Meetina Minutes - July 23. 2024 Closed Meeting Item #2 - Chief Administrative Officer/Clerk Performance Appraisal (b) personal matters about an identifiable individual, including municipal or local board employees; and THAT the Director of Human Resources be appointed as Deputy Clerk for the purposes of Closed Meeting Item #2 - Chief Administrative Officer/Clerk Performance Appraisal. Motion Carried. 9.1 Closed Meeting Minutes - July 23, 2024 9.2 Chief Administrative Officer/Clerk Performance Appraisal 10. Motion to Rise and Report Moved by: Councillor Sloan Seconded by: Councillor Giguere RESOLVED THAT we do now rise and report. Motion Carried. Closed Meeting Item #1 - Closed Meeting Minutes - July 23, 2024 Moved by: Councillor Sloan Seconded by: Councillor Couckuyt RESOLVED THAT the July 23, 2024 Closed Meeting Minutes be adopted. Motion Carried. Closed Meeting Item #2 - Chief Administrative Officer/Clerk Performance Appraisal Moved by: Councillor Sloan Seconded by: Councillor Widner RESOLVED THAT the Director of Human Resources proceed as directed. Motion Carried. 11. Motion to Adopt Recommendations from the Committee of the Whole Moved by: Deputy Warden Jones 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. 24-31 Confirmation BEING a By -Law to Confirm Proceedings of the Municipal Council of the Corporation of the County of Elgin at the August 13, 2024 Meeting. Page 7 of 175 Moved by: Councillor Sloan Seconded by: Councillor Leatham RESOLVED THAT By -Law No. 24-31 be now read a first, second, and third time and finally passed. Motion Carried. 13. Adjournment Moved by: Councillor Widner Seconded by: Councillor Couckuyt RESOLVED THAT we do now adjourn at 11:18 a.m. to meet again on September 10, 2024 at 9:00 a.m. Motion Carried. Blaine Parkin, Ed Ketchabaw, Chief Administrative Officer/Clerk. Warden. Page 8 of 175 ElginCounty Report to County Council From: Ed Ketchabaw, Warden Date: August 31, 2024 Subject: Warden's Activity Report (August 2024) Recommendation(s): THAT the report titled "Warden's Activity Report (August2024) dated August 31, 2024 from Warden Ketchabaw 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 August 2024 as Elgin County Warden. Background and Discussion: Events/Meetings Attended by Warden: August 2024: • Bayham Beachfest — August 4 • Elgin County Pride Flag Raising - August 6 • Growth Planning Steering Committee -August 8 • Aylmer Fair Opening Ceremonies - August 9 • Elgin County Council - August 13 • AIM Business Park Groundbreaking — Aylmer — August 13 • Wilson Family Donation to Terrace Lodge Comforts of Home Cheque Presentation - August 14 • Strategic Plan Steering Committee -August 15 • AMO Conference - August 18-21 • WOWC Caucus Meeting — August 18 • Joint WOWC-EOWC Meeting — August 18 • Delegation to Ministry of Transportation Transit Division - August 19 • Delegation to Ministry of Transportation with City of St. Thomas and Middlesex County -August 19 • SCOR Delegation with Ministry of Infrastructure — August 19 Page 9 of 175 • SCOR Delegation to Ministry of Rural Affairs — August 19 • WOWC Delegation to Solicitor General — August 19 • Physician Recruitment Delegation with Ministry of Health - August 19 • Delegation to Ministry of Infrastructure - August 20 • Delegation to Ministry of Health regarding Planet Youth Project with City of St. Thomas and SWPH - August 20 • SCOR Delegation to Ministry of Economic Development, Job Creation and Training — August 20 • SCOR Board Meeting — August 22 • Renaming of the West Elgin Arena — Bo Horvat Arena (Councillors Hentz and Leatham provided remarks on behalf of the County) — August 22 • Elgin Federation of Agriculture Regional Meeting (Councillor Widner provided remarks on behalf of the County) — August 22 • Watermelon Fest — August 23 • Warden's Charity Golf Tournament - August 26 • Terrace Lodge Redevelopment Steering Committee - August 28 • Backus -Page House Museum 20t" Annual Heritage Farm Show - August 31 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. Page 10 of 175 Communication Requirements: None. Conclusion: I look forward to representing Elgin County Council at various events throughout my term as 2024 Warden. All of which is Respectfully Submitted Ed Ketchabaw Warden Approved for Submission Blaine Parkin Chief Administrative Officer/Clerk Page 11 of 175 ElginCounty Report to County Council From: Brian Masschaele, Director of Community and Cultural Services Date: September 10, 2024 Subject: Elgin County Library Guidelines Branch Performance Analysis Recommendation(s): THAT the report titled "Elgin County Library Guidelines Branch Performance" from the Director of Community and Cultural Services dated September 10, 2024 be received and filed. Introduction: to ��b��.��:��: , At the January 30 , 2024 meeting, Council received the attached...;�;�:":....�.....:;;,k...;''"..........::..:''",".�:.....:'�.::.... a a �.��p�� ;?�� ,°„„ produced by the Administrators of Rural and Urban Public Libraries of Ontario (ARUPLO), the organization representing most County library systems in Ontario. The Elgin County Library utilizes the "ARUPLO Guidelines" (as they are known) for planning purposes on matters such as space needs, hours of operation, staffing levels, collection sizes and levels of technology. These guidelines are the most comprehensive tool to assess performance of multi branch, rural / urban systems in Ontario. This report provides an analysis of Elgin County Library's performance relative to these guidelines for Council's information. The last such analysis took place in 2018 after the release of the 3rd edition. It also provides detailed branch profiles for the first time utilizing data through the County's Geographic Information Systems (GIS) software. Background and Discussion: The metrics outlined in the 4t" edition of the ARUPLO Guidelines describe an appropriate level of service for ARUPLO member libraries in key areas of branch size, hours of operation, staffing levels, collection size, seating areas and levels of technology. Key to applying these guidelines is determining the population served by each branch (or catchment area). This has been problematic in the past due to a lack of definitive data as catchment areas do not necessarily conform to municipal borders or census sub -divisions. Adding to past difficulties is the fact that there are portions of the Page 12 of 175 County where residents are not considered in the catchment area for any branch, being in closer proximity to St. Thomas Public Library with which County residents can obtain free library services under reciprocal borrowing. These residents are not considered in the population served by Elgin County Library. Solid data to determine catchment areas is now available because of the County's implementation of GIS software which can pull more accurate population data from a variety of sources based on specific borders. This now makes the ARUPLO guidelines an even more effective planning tool for library service. Library branch catchment areas Library staff did a detailed analysis of customer registrations and usage patterns at each branch, along with consideration of municipal boundaries in some cases to come up with following catchment areas served by each branch (also reflected on the attached map): • Port Burwell — Village proper and portion of Bayham south of Vienna Line / Tunnell Line. 2023 catchment area: 1,378 residents • Straffordville — Remaining portion of Bayham not within Port Burwell catchment area. 2023 catchment area: 6,995 residents. • Aylmer — Town of Aylmer plus portion of Township of Malahide south of College Line. 2023 catchment area: 15,738 residents. • Springfield — Township Malahide north of College Line. 2023 catchment area: 2,862 residents. • Belmont — Municipality of Central Elgin north of Ron McNeil Line. 2023 catchment area: 2,805 residents. • Port Stanley — Municipality of Central Elgin south of John Wise Line (including all of Port Stanley proper) plus the portion of the Township of Southwold south of Union Road and east of Boxall Road. 2023 catchment area: 6,402 residents. • Southwold Township Library, Shedden — Remaining portion of the Township of Southwold not included in Port Stanley's catchment area, including Talbotville but excluding Ferndale neighbourhood which is served by St. Thomas Public Library. 2023 catchment area: 3,562 residents. • John Kenneith Galbraith Library, Dutton — All of the Municipality of Dutton Dunwich. 2023 catchment area: 4,196 residents. • West Lorne — Municipality of West Elgin east of Kerr Road and extending north. 2023 catchment area: 2,550 residents. • Rodney — Municipality of West Elgin west of Kerr Road and extending north. 2023 catchment area: 2,688 residents. Total population served by Elgin County Library (2023): 49,176 Total population for Elgin County (2023): 55,349 Note: The area between Ron McNeil Line and John Wise Line in the Municipality of Central Elgin, including Lynhurst, is not included in the catchment area for any branch Page 13 of 175 due to proximity to St. Thomas Public Library. As noted, the Ferndale neighbourhood in the Township of Southwold is also not included for the same reason. Types of branches in the Elgin County Library system The following are categories used by the guidelines to assign a size to each branch which then drives the level of space and service recommended for each branch: Small branch: Generally serves catchment areas of up to 5,000 population. Medium branch: Generally serves catchment areas of 5,000- 10,000 population. Large branch: Generally serves catchment areas of 10,000 — 35,000 population. Urban branches: Generally serves catchment areas of 35,000 or more population. Based on the information above, the following are branch sizes for application of the guidelines within the Elgin County Library system: Large branch: Aylmer Medium branches: Straffordville, Port Stanley, Dutton* Small branches: Shedden, Belmont, Springfield, Rodney, West Lorne, Port Burwell * Dutton is classified as a medium branch due to its role as a reference library for the system even though the catchment area is slightly below 5,000. Guidelines Performance Summary The following six guidelines are being assessed in this report for benchmarking purposes: facilities, hours of operation, staff, collections, user seating and technology. Below is a table summary and analysis of the library's cumulative performance for all ten branches relative to the aforementioned categories. GUIDELINE BRANCHES WITHIN GUIDELINE Facilities / Facility Size 3 out of 10 Hours of Operation 9 out of 10 (7 out of 10 for days open per week) Staff 8 out of 10 Collections 9 out of 10 User Seating 7 out of 10 Technology 10 out of 10 TOTAL GUIDELINES MET 46 out of 60 Page 14 of 175 Benchmarking Analysis with Other Systems A benchmarking analysis was recently completed on behalf of ARUPLO members. 13 public library systems provided data for the process: Blue Mountains, Brant County, Bruce County, Chatham -Kent, Elgin County, Georgian Bay, Haliburton County, Huron County, Kawartha Lakes, Lambton County, Lennox & Addington, Norfolk County and Oxford County. The following are summary results from this process in terms of the number of guidelines met by branches in the survey group: Facilities / Facility Size Small Medium Large Urban Overall 26/90 (29%) 11/26 (42%) 4/12 (33%) 0/1 (0%) 41/129 (32%) Elgin County Library is slightly below the average for this guideline at 30%. Hours of Operation Small I Medium I Large Urban Overall 49/90 (54%) 1 26/26 (100%) 1 11/12 (92%) 0/1 (0%) 86/129 (67%) Elgin County Library is above the average for this guideline at 90%. Staff Small Medium Large Urban Overall 35/90 (39%) 14/26 (54%) 7/12 (58%) 1/1 (100%) 57/129 (44%) Elgin County Library is well above the average for this guideline at 80%. Collections Small Medium Large Urban Overall 49/90 (54%) 18/26 (69%) 9/12 (75%) 1/1 (100%) 77/129 (60%) Elgin County Library is well above the average for this guideline at 90%. User Seating Small Medium Large Urban Overall 64/90 (71 %) 17/26 (65%) 7/12 (58%) 0/1 (0%) 88/129 (68%) Elgin County Library is near the average for this guideline at 70%. Technology Small Medium Large Urban Overall 45/90 (50%) 26/26 (100%) 12/12 (100%) 1/1 (100%) 84/129 (65%) Elgin County Library is well above the average for this guideline at 100%. Page 15 of 175 Overall, Elgin County Library branches are performing at or above averages reported within the peer group in the areas of hours of operation, staffing, collections, user seating and technology. However, in the key guideline relating to facilities, Elgin County Library is below the average in a guideline that is by far the weakest for the entire peer group. This speaks to the need to advocate for more space for certain branches. Analysis by Guideline for Elgin County Library Facilities / Facility Size. Guidelines for facility size apply to the amount of assignable library space and do not include non -assignable space such as mechanical rooms to support the building. Minimum assignable space for each type of branch ranges as follows: Large branch: 10,000 square feet plus one square foot per population served. Medium branch: 5,000 square feet plus one square foot per population served. Small branch: 2,500 square feet plus one square foot per population served. Recommended guideline for Elgin County Library: 51,102 square feet Elgin County Library total in 2024: 29,448 square feet 3 out of 10 branches meet this guideline. As a whole, Elgin County Library is operating at 58 per cent of the recommended guideline. This marks a decline compared to the last time such a benchmarking analysis was completed (2018) when the system was performing at 74 per cent of the guideline and can largely be attributed to facility sizes not keeping up with population growth. Aylmer Library is operating at 20 per cent of the recommended guideline and 31 per cent of the minimum guideline which continues to pose significant operational challenges such as appropriate space for programs and community events. A future expansion to at least meet the minimum guideline of 10,000 square feet (or more) is a priority from an operational perspective. Port Burwell is operating at 32 per cent of the minimum guideline which poses similar challenges but this is at least mitigated by being paired with Straffordville Library in terms of staffing and community programming. Proposed expansions by the Municipality of West Elgin to both West Lorne and Rodney branches can be justified relative to minimum guidelines and population served. It should be noted that this guideline is the only one that is not directly within the County's control given that the buildings are owned by local municipal partners. Hours of Operation Recommended guideline for Elgin County Library: 240 to 350 hours per week Elgin County Library total in 2024: 304 hours per week This guideline measures hours when the branch is open to the public with a staffing presence (as some systems also have self -serve options). Elgin County Library is operating well within the recommended guideline for this category but hours of operation are always under continuous review relative to community need, budgetary capacity and with consideration of future community growth. The 4t" edition of the Page 16 of 175 ARUPLO Guidelines now specifies minimum number of days per week that a branch should also be open. For the most part, the system is meeting this guideline as well. All branches are closed on Wednesdays and Sundays so the maximum number of days open per week under the current service framework is five. Staffing Recommended guideline for Elgin County Library: 18.5 to 47.5 full-time equivalents Elgin County Library total in 2024: 20.1 full-time equivalents Elgin County Library is operating slightly above the minimum guideline as a whole for this category. Staffing levels at the branch level have remained relatively static since the last formal benchmarking exercise in 2018 when the level was 19.6 full-time equivalents. However, in real terms they have declined slightly relative to the growth in population served for each branch. It should be noted that Elgin County Library utilizes a different model than some other multi -branch systems in that staff work as complements under the direction of a full-time supervisor so staffing hours at any one branch have to take into consideration operational needs at other branches in the complement. These complements are as follows: Straffordville and Port Burwell / Springfield and Belmont / Aylmer / Port Stanley and Shedden / Dutton, Rodney and West Lorne. Collections Recommended guideline for Elgin County Library: 96,000 to 182,000 print + audio- visual items Elgin County Library total as of the end of 2023: 139,484 print + audio-visual items Elgin County Library is operating well above the minimum guideline and at 77 per cent of the recommended maximum. Collection size remains strong and is reflective of the solid investments being made by County Council through the library's ten-year capital plan which last took effect in 2022. It should be noted that this guideline pertains to physical items kept at a specific branch location and does not encompass digital collections and E-books which are managed system -wide and which is beyond the scope of the latest edition of the guidelines. ARUPLO may consider system -wide guidelines in a future edition. 9 out of 10 branches meet the minimum guideline, with the exception being Port Burwell. However, given that items are available from across the system through the library's van delivery service and automated software, the inability to meet the guideline at any one location is less of a concern. User Seating Recommended guideline for Elgin County Library: 222 to 560 seats Elgin County Library total in 2024: 347 seats This is a new guideline and is reflective of the need to provide sufficient and accessible space in the branch for activities like reading, independent study and Wi-Fi usage with appropriate distancing as a post -pandemic consideration. This guideline applies to Page 17 of 175 seating areas that are available on a regular basis to customers and not temporary seating to accommodate meetings and events. 7 of 10 branches meet this guideline. Seating shortages in Aylmer and Port Burwell are the product of facility size. Straffordville is operating under the guideline but has sufficient program space for temporary seating. Technology Recommended guideline for Elgin County Library: 30 public access computers / tablets + Wi-Fi Elgin County Library total: 69 public access computers / tablets + Wi-Fi This guideline was revised significantly after the 3rd edition where the minimum guideline of three computers in the small category was then scaled upwards for each category. Public access computer (PAC) stations are still an important service provided by library branches, but the trend in public libraries has generally been to reduce the number of PAC stations given decreasing demand, the amount of space they take up and in light of the need to provide additional space for self -provided devices like tablets and smart phones which can be connected to Wi-fi and wireless printing services. (This further explains why the guideline for user seating was added in the 4th edition.) Nevertheless, it is felt that a branch of any size should still provide a minimum of 3 full PAC stations (defined as computers with a monitor, mouse, wired Internet connection and housed at a carousel with a dedicated seat). Each branch should then determine how many additional PAC stations to provide beyond the minimum of three based on community need. Overall, the County's technology infrastructure remains solid to ensure customers have ready access to on-line services through various means. Staff continually monitor network speeds to ensure appropriate levels of service at each location through both wired and wireless connections. Financial Implications: Not applicable. Page 18 of 175 Alignment with Strategic Priorities: Serving Elgin Growing Elgin Investing in Elgin ® Ensuring alignment of ❑ Planning for and ® Ensuring we have the current programs and facilitating commercial, necessary tools, services with community industrial, residential, and resources, and need. agricultural growth. infrastructure to deliver programs and services ® Exploring different ways ❑ Fostering a healthy now and in the future. of addressing community environment. need. ❑ Delivering mandated ® Enhancing quality of programs and services ® Engaging with our place. efficiently and effectively. community and other stakeholders. Local Municipal Partner Impact: The guideline for facility size will be of particular interest to local municipal partners who own the library's branch facilities. This information will be communicated to partners as needed for future service and facility planning. Communication Requirements: Not applicable. Conclusion: In summary, the library's performance at the branch level against the most recent edition of the ARUPLO Guidelines can be considered solid with the exception of facilities which is the one guideline that the County does not control directly. The information presented in this report, along with the library's annual statistical report, gives Council and staff an overview of how each branch is performing relative to others in the system and relative to recommended guidelines. Staff will continue to rely upon the ARUPLO Guidelines for planning purposes at each branch as needs arise. This includes further input into the appropriate size of facility to serve a community beyond minimum requirements. Benchmarking data has also been compiled on behalf of ARUPLO members and is presented in this report. This benchmarking data will also be used by the library for future planning and advocacy purposes. It should also be noted that the library submits annual data to the Ontario Ministry of Tourism, Culture and Gaming on a system -wide basis which includes data and peer comparators beyond the scope of the ARUPLO Guidelines which is focused on the branch level. This data is also utilized for planning Page 19 of 175 purposes and as part of the library's annual statistical report to County Council and can be accessed Elgin County Library is listed under the County libraries section. All of which is Respectfully Submitted Brian Masschaele Director of Community and Cultural Services Approved for Submission Blaine Parkin Chief Administrative Officer/Clerk Page 20 of 175 SYSTEMS • GUIDELINE RECOMMENDATION EXISTING MEETS GUIDELINES? FACILITIES 15,738 square feet 3,081 square feet No HOURS OF 45 to 65 hours over 6 to 7 48 hours over 5 days per Yes / No (hours within OPERATION PER days per week week range but over 5 days per week and not 6) WEEK Complement of 5 to 17.5 5 Yes STAFF full-time equivalents, including professional librarian as supervisor COLLECTIONS 24,000 to 50,000 print and 28,373 Yes A/V items USER SEATING 60 to 200 seats / chairs 30 No TECHNOLOGY 3 public access computers / 8 public access Yes tablets + Wi-Fi computers / tablets + Wi- Fi Page 21 of 175 STRAFFORDVILLE LIBRARY - MEDIUM BRANCH CATEGORY GUIDELINE RECOMMENDATION EXISTING MEETS GUIDELINES? FACILITIES 6,995 square feet 4,000 square feet No HOURS OF 25 to 45 hours over 5 days 40 hours over 5 days per Yes OPERATION PER per week week WEEK Complement of 2.5 to 5 full- 2.3 No STAFF time equivalents, including professional librarian as supervisor COLLECTIONS 12,000 to 24,000 print and 15,950 Yes A/V items USER SEATING 30 to 60 seats / chairs 22 No TECHNOLOGY 3 public access computers / 4 public access Yes tablets + Wi-Fi computers / tablets + Wi-Fi Page 22 of 175 PORT STANLEY LIBRARY - MEDIUM BRANCH CATEGORY GUIDELINE RECOMMENDATION EXISTING MEETS GUIDELINES? FACILITIES 6,402 square feet 4,640 square feet No HOURS OF 25 to 45 hours over 5 days 40 hours over 5 days per Yes OPERATION PER per week week WEEK Complement of 2.5 to 5 full- 2.5 Yes STAFF time equivalents, including professional librarian as supervisor COLLECTIONS 12,000 to 24,000 print and 17,945 Yes A/V items USER SEATING 30 to 60 seats / chairs 71 Yes TECHNOLOGY 3 public access computers / 11 public access Yes tablets + Wi-Fi computers / tablets + Wi-Fi Page 23 of 175 JOHN KENNETH GALBRAITH LIBRARY, DUTTON MEDIUM BRANCH CATEGORY GUIDELINE RECOMMENDATION EXISTING MEETS GUIDELINES? FACILITIES 5,000 square feet 5,000 square feet Yes HOURS OF 25 to 45 hours over 5 days 42 hours over 5 days per Yes OPERATION PER per week week WEEK Complement of 2.5 to 5 full- 3.3 Yes STAFF time equivalents, including professional librarian as supervisor COLLECTIONS 12,000 to 24,000 print and 21,898 Yes A/V items USER SEATING 30 to 60 seats / chairs 47 Yes TECHNOLOGY 3 public access computers / 11 public access Yes tablets + Wi-Fi computers / tablets + Wi-Fi Page 24 of 175 SOUTHWOLD TOWNSHIP LIBRARY, SHEDDEN SMALL BRANCH CATEGORY GUIDELINE RECOMMENDATION EXISTING MEETS GUIDELINES? FACILITIES 3,562 square feet 3,657 square feet Yes HOURS OF 20 to 25 hours over 4 days 21 hours over 4 days per Yes OPERATION PER per week week WEEK STAFF 1 to 2.5 full-time equivalents 1.0 Yes COLLECTIONS 6,000 — 12,000 print and 8,909 Yes A/V items USER SEATING 12 — 30 seats / chairs 68 Yes TECHNOLOGY 3 public access computers / 9 public access Yes tablets + Wi-Fi computers / tablets + Wi-Fi Page 25 of 175 GUIDELINE RECOMMENDATION EXISTING MEETS GUIDELINES? FACILITIES 2,805 square feet 3,199 square feet Yes HOURS OF 20 to 25 hours over 4 days 31 hours over 5 days per Yes OPERATION PER per week week WEEK STAFF 1 to 2.5 full-time equivalents 2.0 Yes COLLECTIONS 6,000 — 12,000 print and 14,171 Yes A/V items USER SEATING 12 — 30 seats / chairs 14 Yes TECHNOLOGY 3 public access computers / 3 public access Yes tablets + Wi-Fi computers / tablets + Wi-Fi Page 26 of 175 GUIDELINE RECOMMENDATION EXISTING MEETS GUIDELINES? FACILITIES 2,862 square feet 1,850 square feet No HOURS OF 20 to 25 hours over 4 days 23 hours over 3 days per Yes / No (hours within OPERATION PER per week week range but over 3 days per week and not 4) WEEK STAFF 1 to 2.5 full-time equivalents 1.0 Yes COLLECTIONS 6,000 — 12,000 print and 10,485 Yes A/V items USER SEATING 12 — 30 seats / chairs 18 Yes TECHNOLOGY 3 public access computers / 5 public access Yes tablets + Wi-Fi computers / tablets + Wi-Fi Page 27 of 175 GUIDELINE RECOMMENDATION EXISTING MEETS GUIDELINES? FACILITIES 2,688 square feet 1,428 square feet No HOURS OF 20 to 25 hours over 4 days 21 hours over 4 days per Yes OPERATION PER per week week WEEK STAFF 1 to 2.5 full-time equivalents 1.0 Yes COLLECTIONS 6,000 — 12,000 print and 9,050 Yes A/V items USER SEATING 12 — 30 seats / chairs 26 Yes TECHNOLOGY 3 public access computers / 8 public access Yes tablets + Wi-Fi computers / tablets + Wi-Fi Page 28 of 175 WEST LORNE - SMALL BRANCH CATEGORY GUIDELINE RECOMMENDATION EXISTING MEETS GUIDELINES? FACILITIES 2,550 square feet 1,793 square feet No HOURS OF 20 to 25 hours over 4 days 21 hours over 4 days per Yes OPERATION PER per week week WEEK STAFF 1 to 2.5 full-time equivalents 1.4 Yes COLLECTIONS 6,000 — 12,000 print and 8,107 Yes A/V items USER SEATING 12 — 30 seats / chairs 41 Yes TECHNOLOGY 3 public access computers / 7 public access Yes tablets + Wi-Fi computers / tablets + Wi-Fi Page 29 of 175 FRED BODSWORTH PUBLIC LIBRARY OF PORT BURWELL SMALL BRANCH CATEGORY GUIDELINE RECOMMENDATION EXISTING MEETS GUIDELINES? FACILITIES 2,500 square feet 800 square feet No HOURS OF 20 to 25 hours per over 4 17 hours over 4 days per No OPERATION PER days per week week WEEK STAFF 1 to 2.5 full-time equivalents 0.6 No COLLECTIONS 6,000 — 12,000 print and 4,596 No A/V items USER SEATING 12 — 30 seats / chairs 10 No TECHNOLOGY 3 public access computers / 3 public access Yes tablets + Wi-Fi computers / tablets + Wi-Fi Page 30 of 175 Total Elgin County Stats Total Library Coverage Stats ELGIN COUNTY ELGIN COUNTY ftp.lmi- HWd, P.PuWi.. H-mh0ds W10'.M, 0 725, - 4 —11— - -6 56,431 h, 202S. --Id I —h 49— by 20— �� SxKgAea I ::": :.. ": �� sxaeAtltl o0 U 1—Ky Dq.. -Higher Wiibl. Mh,.ft U.W..ky D.9— .' High., ViMbl. Mi—ky Ep, 5 2 8 f, lD33 4,5 8 1 8 7 —qh— IGred —a ,568 h—l". Labour Farce Meal- ft..Wd 1— L�b— F.— M.&�. H—Wd 1—Ii. 29,788 CA$98,154 26,408 CA$95,634 � - —P.. " — —'. al g. n—Jpeople per ..: 5,917 1--M —113,2�21,IVIO LRE� Key Facts Key Facts Z' oesri Canada Q#esri Canada, dM� ARUPLO Guidelines For Rural/Urban Public Library Systems 4t' edition finis ° r Rural andUrban Public Libraries n° ri Revs sed Rine, 1 13 1. Introduction................................................................................................................... 2 The Intended Use of the Guidelines.....................................................................................................................2 2. Trends and Changes in Rural/Urban Ontario................................................................... 3 RuralSustainability..............................................................................................................................................3 Libraries' Role in Rural Sustainability and Community Wellbeing.........................................................................4 3. Definitions..................................................................................................................... 5 BranchDefinitions...............................................................................................................................................5 Catchment Area / Population Served....................................................................................................................6 4. Guidelines and Best Practices......................................................................................... 7 4.1 Facilities.......................................................................................................................................................7 4.1.1 Guidelines............................................................................................................................................7 4.1.2 Best Practices.......................................................................................................................................8 4.2 Hours of operation.........................................................................................................................................9 4.2.1 Guidelines............................................................................................................................................9 4.2.2 Best Practices.......................................................................................................................................9 4.3 Staff..............................................................................................................................................................9 4.3.1 Guidelines............................................................................................................................................9 4.3.2 Best Practices.....................................................................................................................................10 4.4 Collections...................................................................................................................................................11 4.4.1 Guidelines..........................................................................................................................................11 4.4.2 Best Practices.....................................................................................................................................12 4.5 User Seating................................................................................................................................................12 4.5.1 Guidelines..........................................................................................................................................12 4.6 Technology..................................................................................................................................................13 4.6.1 Guidelines..........................................................................................................................................13 4.6.2 Best Practices.....................................................................................................................................13 5. Summary of Guidelines by Branch Type........................................................................ 14 Appendix A • Sample of Branch Space Guidelines............................................................ 15 BranchSpace Guidelines...................................................................................................................................15 Reference Sheet for Branch Space Guidelines....................................................................................................16 Appendix A • Additional Resources.................................................................................. 17 Acknowledgments............................................................................................................ 18 The Guidelines for Rural/Urban Public Library Systems are a developmental tool for rural/urban and county libraries. The Guidelines are expressed as targets for a library to provide an appropriate level of service for its community. They have been developed by the library administrators of ARUPLO public libraries based on: • Their considerable collective expertise; • Comparative data and research regarding other jurisdictions; • Trends and changes in rural/urban Ontario. Guidelines are generally regarded as quantifiable and can be benchmarked. They are recommendations as to how things should be done. Best Practices represent what is well done by peers and what should be an aspiration by those looking to be a site of excellence. Municipal libraries must conform to provisions of the Public Libraries Act, the Municipal Act, Accessibility for Ontarians with Disabilities Act, and other relevant legislation and are accountable to the communities they serve. (The term "municipal libraries" herein references interchangeably county, union, and municipal libraries.) Reports on general efficiency and effectiveness of service delivery are annual requirements for all municipal libraries. However, there is also a need for more specific guidelines and best practices relevant to rural/urban public libraries in Ontario. These guidelines build on and are supplementary to the '111he II Use of theiii !lines ARUPLO Libraries have made the following commitments with respect to the guidelines: • The guidelines and best practices describe an appropriate level of service for ARUPLO libraries; • The guidelines and best practices will be used on a regular basis by ARUPLO libraries to evaluate current and plan future library services; • While the guidelines and best practices will be used in conjunction with other similar products, including the Ontario Public Library Guidelines, they are considered most applicable to the multi -branch rural/urban nature of the ARUPLO library systems. 2. Trends and Changes in RL,jral/Urban Ontario The Guidelines for Rural/Urban Public Library Systems identify appropriate service levels that reflect the changing nature of municipalities and public libraries serving rural and rural/urban Ontario. Rural/Urban Ontario refers to those communities that are close to larger urban centres and that have integral service, schooling and shopping relationships with urban areas. Rural Sustainability Changing demographics are placing increasing pressures on the sustainability of rural communities, including the ability to provide an array of services, such as public libraries. The face of rural communities is changing rapidly as a result of increased urbanization across Ontario, an aging and increasingly diverse population, and the impact of technology and remote work and education on rural lifestyles. Rural communities need to find creative ways to sustain themselves and ensure that services can meet growing needs and expectations. Factors affecting rural sustainability include: 1. Rural life is based on much more than agriculture; 9. Cottages and seasonal residences are being only a small percentage of rural residents work renovated to become permanent and retirement in agriculture. Much of modern agriculture is homes. The growth in work -from -home arrangements industrialized, intensified and automated. has intensified this trend. 2. Dominant rural employment is small to medium-sized manufacturing and services. 3. The ability to provide high-speed connectivity and communications infrastructure supports rural employment in knowledge -based, cultural, and creative occupations, increasingly through telecommuting and working from home. While highspeed Internet is becoming more readily available in rural areas, issues of affordability remain a serious barrier for low-income residents. 4. Many rural residents commute to a city for work, work from home, or are self-employed. Rural entrepreneurship is on the rise. 5. The influx of ex -urbanites to rural areas in search of more affordable housing and/or desirable lifestyle change is intensifying due to the post -pandemic rise in work -from -home arrangements. New residents to rural areas bring increased diversity and broader service level expectations reminiscent of what they enjoyed in larger urban communities. 6. While many ARUPLO member municipalities are experiencing rapid growth, others are not, with some seeing declining population numbers, thus creating a disparity in availability of growth -related funding. 7. Out -migration continues as young people leave rural areas for post -secondary education and tend not to return due to greater employment opportunities in larger urban centres. 8. Escalating housing costs and lack of affordable supply are impacting rural residents' housing choices. 10. Part-time and seasonal residents, particularly in high tourist areas, require access to library services and should be accounted for in population calculations, regardless of how Ministries or Census Canada counts these residents. 11. There is increased focus and investment in outdoor and tourism -based economic and social activities (eco-tourism, culinary/agri-tourism, trails systems, outdoor sports amenities). 12. Needs of an older adult population require investment in infrastructure for age -friendly housing, social and recreational services, long-term care, and health services. 13. Lack of public transit options creates car dependency and mobility problems for lower income, student, and other populations experiencing barriers to accessing services. 14. There is a shortage of recreational opportunities for children and teens. 15. There is increasing rates of homelessness, precarious housing, and mental health issues, senior isolation, food insecurities, and the need to support vulnerable populations in rural communities. 16. Traditional rural society was based on social gatherings and relationships, community involvement and volunteerism. Fewer community connections and declining volunteerism are threatening traditional rural social institutions. Build relationships with local business communities and organizations. Provide access to business information resources and promote library spaces and services to home -based businesses and local entrepreneurs. Facilitate the use of library spaces by community agencies to address the needs of vulnerable populations. Effectively communicate the library's impact to local government leaders and partners. uilding a sense of connection to the community for residents is challenging, given that it requires involvement and investment, and it is not always clear how to start or where to go. The social constructs for community participation, including public library se S S rvice, have to be able to understand, appeal to and f it with residents' interests and The public library has a role in bridging social capital s a shared and accessible public space, the library can bring together diverse people, facilitate civic engagement, and help create a stronger community. L.iii br gill ' RoIlle in Rurr III t iii iii III iii-ty and Colmilmunill-ty WeIIII11belling The library system contributes to municipal strategic initiatives through a strategic plan which: • Reflects the vision in the municipalities' planning documents; • Contains strategies that are complementary to those contained in the municipalities' strategic plans; • Positions the library as an integral partner in community development. The key to rural development and rural sustainability is a more informed, innovative, and inclusive community. The Ontario Public Library Guidelines state "The library has established partnerships with other organizations in the community in order to coordinate resources and actions, thereby jointly improving service to the community (e.g. with schools, literacy programs, chambers of commerce, heritage groups, government offices, and advocate groups)." To help address the factors affecting rural sustainability, the library needs to: 1. Provide all residents with equitable access to quality information through connectivity and a comprehensive range of online resources and databases. 2. Facilitate the delivery of government services, as a local access point in the community providing trained staff, connectivity, and navigational assistance. 3. Locate library facilities in existing village and town clusters or rural service centres in order to maximize opportunities for co -locations and community hub models. 8. Provide services to those pursuing education through home schooling, distance education, and on-line learning. 9. Provide the technological tools and a climate of discovery to ensure that rural communities have access to new and emerging technologies and a place to learn, explore and collaborate. 10. 4. Practise community -led librarianship to develop and maintain relationships, understand needs, and share resources. Participate in community organizations and 11 events. Work with community agencies in the delivery of 12 programs and resources that build and strengthen literacies and innovation. Arrange for reciprocal borrowing arrangements with neighbouring city, town, and county library systems in order to serve residents who commute outside of their home community to work. Form partnerships with local schools and post- secondary institutions, including reciprocal borrowing arrangements, to support student success and promote the use of public library services. 3. Definitions Guidelines define a level of service or a preferred manner of delivering a service that can be measured and is adopted as a minimum target appropriate for all ARUPLO libraries. Guidelines are expressed as targets for a library to provide an appropriate level of service for its community. Examples of guidelines include size of library space, open hours per week, and number of items in a collection. It is important to note that what is presented here are guidelines and not standards. Standards are mandatory and imply active monitoring and some form of sanction for not meeting them. Guidelines are discretionary and outline recommended ways to provide service within measurable categories. Application of these guidelines is important for internal planning purposes and also to serve as a benchmarking tool relative to other systems. Best practices describe an optimal level of service or manner of providing services that may or may not be measurable. In addition, it is acknowledged that unique local circumstances may affect the validity or importance of a best practice and they may not apply to all library systems in every circumstance. Examples of best practices include space and staff allocations for services to special groups. In earlier editions of the ARUPLO Guidelines, Guidelines and Best Practices were listed separately in the document. In this version they are combined within each guideline section for easier reference. *Both Branch Definitions and Catchment Areas are recognized as problematic, and local circumstances and rationales that fit the community's unique situation can override strict adherence to the guidelines. Il r nch Definitions Many multi -branch systems serving rural areas seek creative ways to provide service to a variety of different communities. Service delivery options may be known locally as deposit stations, satellites, bookmobiles, book lockers, kiosks, among others. Service locations which fall significantly below guidelines may still be referred to locally as "public libraries" or "library branches", in recognition of their long-standing status as such within the community. However, it is neither feasible nor desirable to try to create guidelines for solutions that attempt to address unique and local circumstances. Every library system will have to address its own rationale for the existence, creation, or "grandfathering" of such local solutions. As a best practice, it is highly recommended that any such options be dealt with in the context of the system's strategic planning process and articulated in a service delivery plan. For purposes of this document, four types of branches have been identified: • Small Branches; • Medium Branches; • Large Branches; • Urban Branches. Each type can be determined by attributes including population size, local economic activity, and seasonal demand. It is up to each system to determine which branches it wishes to classify as small, medium, large or urban based on the strategic role that each branch plays within the system as a whole. Inability to meet one or more of the guidelines does not preclude it from being considered in a certain category if it meets most other guidelines. Further, libraries may assign particular roles to specific branches, for example: functioning as a resource library to other smaller branches or a broader catchment population; hosting a makerspace or local history collection; or offering space for community partners' outreach programming. Catchiment Alrea/ PopullIation Served The catchment area is the area from which users are drawn to a particular library service point. Catchment areas and the population contained therein can be determined by branch library surveys, census data, information from county or municipal offices, Canada Post postal code areas, and the information collected by school boards. Some libraries apportion the catchment population based on percentage of library cards affiliated with each branch, percentage of circulation of physical materials per branch, acknowledging that many borrowers use more than one branch or may use online resources exclusively. The following are the general guidelines for branch catchment areas/population served: Local considerations are a critical component of determining catchment area/population served and whether a branch is considered small, medium, large or urban. Examples of Local Considerations A branch may serve an immediate population of less than 10,000 people, thereby putting it in the medium category, but be considered a large branch by the system because it serves a strategic role such as having a larger collection, hosting system -wide functions such as inter -library loan or providing space for enhanced programming opportunities, Makerspaces, or non- traditional collections. Branches located in high tourist areas have an influx of visitors, whose needs must be supported, therefore their numbers need to be considered. Branches located in cottage country or popular rural areas may also have seasonal or weekend residents, who are not tourists, who also use the public library. • Tie-ins between the library and economic development factors, e.g residents of neighbouring municipalities may in fact identify your branch's community as their "Community of Interest". • A multi -branch system may have a mixture of types of branch within its member municipalities, with the strategic roles of each branch articulated in a service delivery model. The catchment area/population served of each branch therefore becomes less relevant against its unique strategic role and the relationships between branches within a "community of communities". I .1 Fadities 4.1.1 Guidelines Library facilities should be developed to meet local community needs, library service strategies, projected populations and compliance with the Accessibility for Ontarians with Disabilities Act, building standards, other regulations and municipal policies. The following is a general guideline for the range of size for each library type: square footage (s.f.) Branch size is also affected by components such as programs, special collections, and other add -on functions attributed to the branch by the library system, for example an enhanced role as a resource library to other branches or service areas. Space may also be shared space such as library and gallery, or library and arena, or library and system storage/ administration. In these cases, net library space is the space allocated for library services including programming spaces in the library, collections, gathering areas, seating, staff areas, and library storage, etc. Additional non -assignable space is required for public washrooms, utilities, stairwells, elevators, corridors, foyers, custodian, closets, mechanicals, etc., which will vary based on the type of building. This is generally allocated at 27-30% in addition to the above net space required. 4.1.2 Best Practices Space Allocation by Function • User Seating: 5 user spaces per 1,000 capita @ 35 s.f. per user space • Children's Area: self-contained area of 20 — 30% of the library's assignable area • Teen Area: 10% of the library's assignable area • Staff work space:15% of the library's assignable area Generally, the facility should be large enough to provide at least 1 s.f. of assignable space per population served or is projected to serve beyond minimum guidelines (e.g. if the catchment area is or will be 20,000 people, the facility should be 20,000 sq. ft. minimum). Additionally, this calculation accounts for flexibility of type of space and seating, as well as providing more buffer space between individuals. Branch Location Members of the public travel no more than 30 minutes in a motorized vehicle under normal driving conditions to access basic library services offered by their municipal library system or by another municipal library system with reciprocal borrowing. Flexible spaces With the growing need for meeting spaces and creative and collaborative spaces, library spaces should be as flexible as possible to allow for reconfigurations as needed. This should guide the choice of furnishings and equipment (e.g. mobile shelving which can be moved by staff for programming flexibility) as well as space design. Universal Accessibility Branch libraries should strive to be as accessible as possible, not only to meet the requirements of the the Accessibility for Ontarians with Disabilities Act, but in the spirit of providing welcoming space for everyone, such as families with strollers, individuals with low vision, mobility issues, etc. The following diagram demonstrates enhanced accessibility in shelving design. Universally Accessible Shelving Design Tradiitnnap hbriry Shelving Design Libraries can also address ease of access with sloped lower shelves as illustrated in the following photo. Shelving should be no more than 60 inches high and have electrical wiring on end caps for enhanced wayfinding/ installation of OPACs. 4.2 Hours of operation 4.2.1 Guidelines Public libraries operate in a 24/7 environment. The hours of operation for a system, including virtual hours, have to begin to approximate a 24/7 model to meet public expectations. Improved 24/7 service can be accomplished through virtual library services, online resources, and outdoor access to Wi-Fi at library locations. The single greatest barrier to library use as reported in community needs assessments is open hours of operation. Staffed library hours of operation must be available in order for a library to provide an enhanced mandate of government services provision, information and technology assistance, literacy -based programming, and community gathering place. Library hours should be allocated to meet community needs. Minimum hours of operation by library type for a staffed "bricks and mortar" library are as follows: Hours of operation 20-25 25:45 45-65 per week over 4 days per week over 5 days per week over 6-7 days per week 4.2.2 Best Practices The library will consider creative ways of increasing hours (for example, after-hours enabled access using self -serve technology) for people whose needs cannot be served during traditional open hours. 4.3.1 Guidelines With increasing public expectations, technology -based services and operations, and the rapid pace of change in library services, all library staff positions require formal library education and training. The guidelines indicate both the minimum number of staff and their professional qualifications. These guidelines are based on the organizational, communication and operational challenges of staffing a multi -branch system and ensuring a professional team is in place to deliver and manage all functional requirements of a library system providing a full range of library services. In addition to meeting public service needs, consideration must be given to staff safety concerns such as working alone and the need to provide off -desk administrative time. Definitions: Professional librarians are defined as having a Master's degree in library/ information science from an accredited university. Library technicians are defined as having a diploma in library techniques from a community college. The EXCEL Certificate in Managing a Small Public Library is an online program for library workers without formal library training who wish to acquire core skills in all areas of public library service. It is administered by the Ontario Library Service. The Advancing Public Library Leadership (APLL) Institute is a combination of in -person and virtual sessions for library CEOs, managers, and aspiring leaders who wish to expand their organizational leadership capacity. It is administered by the Ontario Library Service. FTE = Full-time equivalent. (35 hours per week) Each library system has professional librarians that are used on a system -wide basis. This helps ensure that branches receive equitable access to resources, reduces duplication, and relieves workspace pressures by centralizing some functions. Staff complement 1 — 2.5 2.5 '— 5 5 —17.5 (FTE) Qualifications of Library competency, Professional Librarian Professional Librarian „� Pf6fes ro r Prat Branch Supervisor e.g. post -secondary and APLL or other and APLL or other ateALr" plus EXCEL, Library public administration public administration PU I adt )t t t f Techniques certification certification ciftatan Qualifications of other staff 4.3.2 Best Practices 2 additional professional librarians or a combination of additional professional librarians and/or appropriate paraprofessionals, relevant to the requirements of the positions Given the complexities of managing multi -branch library systems, it is recommended that the CEO hold an MLIS degree or equivalent, and in addition to that, further training such as APLL and/or other public administration certification is highly valued. In accordance with the service levels of each category of branch, administrative time should be included in the staffing FTE, to allow for the completion of duties not able to be accomplished while providing direct public service during branch open hours. As an example, for every 20 hours scheduled on -desk, up to an additional 20% (or 4 hours) is allotted for branch administrative duties. The library encourages and provides opportunities for continuing education and training for its staff and makes provision for this in its policy, its long-range plan, and in its professional development budget to an amount not less than 1 % of the total staff budget (e.g. by providing any of in-house training programs, financial or other support for staff to enroll in the EXCEL Certificate, APLL, and to attend library conferences and other training programs and events). Staff wages for training are not included in the professional development budget. Cross functional, system -wide training is recommended for all staff. 4.4 CoHections 4.4.1 Guidelines An appropriate collection is a broad and diverse variety of materials offering equitable access to ideas and information. Each library's collection practices remain responsive to specific community needs. Collection materials include a variety of physical, print and digital formats, and system -wide electronic resources. Resources are shared among branches: • Every library system has a delivery system in place to move items from one location to another. • Every library system has Collection Exchange procedures to refresh branch collections for browsing. This may consist of regular exchanges, or floating or rotating collections. Collection size: Many libraries are decreasing the size of their physical collections. Reasons for this include but are not limited to: • growing use of and demand for digital resources; • downward trends in use of print and AN collections; • publishing trends including rising costs of print materials; • need to repurpose collection space for other library functions; • replacement of shelving to comply with accessibility standards resulting in decreased capacity. In spite of these trends, physical or print publications will continue to be an important component for ARUPLO communities. Alternate collections (e.g. Library of Things) are not included in this Guideline given their larger space requirements and the common practice of storing such items centrally. However, each branch and central location should be prepared to store, promote, and grow their Library of Things with content and collections specific to their local communities' needs and interests. As a growing trend in library services, these needs should be monitored locally and be included within Strategic Planning. The guidelines refer to the number of Print and AN items located at each branch. 6,000—12,000 24,000 — 50,000 4.4.2 Best Practices • Adult/Children mix of Print and AM In general, two-thirds of a branch library collection consists of adult material with one-third consisting of children's and young adult material. • Online and Alternate Collections: A minimum of 25% of the acquisitions budget is spent on non -print formats including E-Collections, online databases and multi -media 45 User Sea -tiling 4.5.1 Guidelines • Acquisitions: Each branch has an up-to-date collection, with a minimum of 50% of the materials purchased or published within the last five years. • Shared or Consortial Collections: In order to provide the best possible access to digital resources, libraries participate in shared or consortial E-Collections. • Resource Sharing: Library users receive requested items identified as available within another branch in the library system within 3 — 5 working days. User seating should be flexible and interchangeable to meet community needs. This includes seating for reading and independent work as well as collaborative activities, and seating for computer use, both library workstations and seating for Wi-Fi-enabled use of patrons' devices. Seating for separate meeting/conference rooms is not included in this guideline. A general rule of thumb for barrier -free seating is that all libraries should provide some barrier -free seating of at least two units up to 80 seats, and 3% of the seating capacity with over 80 seats. The guideline for the number of seats, including computer seating, is an intentionally broad range, in recognition of the fact that specific branches will have different roles and service levels within their library system. In general, a branch may offer: • fewer user seats if the branch encourages shorter visits for browsing; with a greater proportion of floor space required for collections; • additional seats if the branch offers spaces for long-term uses such as individual and group study. Number of seats, including computer seating: 12-30 60 — 200 4.6 TechWogy 4.6.1 Guidelines Every library system should provide: • access to an Integrated Library System which includes a public access catalogue of library holdings; • an Internet presence that provides access to Web -based information sources (e.g. information about the library, library catalogue, virtual reference services, government and municipal information, community information, links to other library collections, on-line databases, etc.), and trained staff to assist the public in the effective use of these information sources; • an active social media presence; • access to emerging technologies and maker technology; • digital literacy education programs to develop staff's and the public's digital competencies. Each library branch should provide: • the very best Internet service that is available; • in -branch access to workstation hardware appropriate to that branch's needs; • indoor and outdoor Wi-Fi for public use; • access to training in how to use the electronic resources, technology, and alternate resources offered by the library; • the ability for the user to duplicate (copy, print, etc.) from the Internet or online content or images; • appropriate technical infrastructure to support the full range of staff operations; • access to reliable telephone service (e.g. cellular or landline). 4.6.2 Best Practices As a minimum threshold, each branch should have three public access workstations or a combination of PAC workstation and device stations. The number of public access computers/device stations required will depend on each branch community's level of access to computer technology and Internet service, and the prevalence of patrons' use of their own devices in the branch. 5 Summary of Guidelines by Branch Type Net library space Hours of operation per week Number of days per week Staff Complement Qualification of Branch Supervisor Qualification of Other Staff Number of items in physical collection User seating Computers 2500 s.f. 5,000 s.f. 5,000 s.f. 10,000 s.f. 10,000 s.f. 35,000 s.f. 5. 20 25 25 45 45 65" 4 4 Library competency, e.g. post -secondary plus EXCEL, library techniques. 6,000 12,000 12 30 3 6 7 5 FTE 17.5 FTE Professional librarian and APLL or other public administration certification 2 additional professional librarians or a combination of additional professional librarians and/or appropriate paraprofessionals, relevant to the requirements of the positions 24,000 50,000 60 200 3 Appendix m Branch Guidelines Branch C a iii Ill !lines 1. This spreadsheet can be used for planning purposes for new or renovated branch libraries and adjusted to meet local needs. Component Collections Collections @ 7 vol/s.f. (.14 per vol.) 840 1,680 1,680 3,360 3,360 7,000 7,000 Local history I 1 100 1 100 1 200 1 200 1 400 1 400 Public Service Areas User seating* @ 35 s.f. ea. 420 1,050 1,050 2,100 2,100 7,000 7,000 Public computers* @ 35 s.f. 105 105 105 105 105 105 105 Program Room(s) 450 450 750 750 1,500 2,000 Meeting Room(s) 200 200 400 400 Study Room(s) 100 100 200 200 400 400 Maker Space(s) 100 150 300 300 500 500 Staff Service Areas Service/circulation desk(s) 175 250 250 350 350 500 500 Work room 200 300 300 500 500 800 800 Storage 100 150 150 200 200 300 300 Branch Manager's office 150 150 150 150 150 Other Professional offices 100 200 Staff lunchroom and lockers 100 100 100 200 200 350 350 Staff washroom (barrier -free) 150 150 150 150 150 150 150 Areas highlighted refer directly to ARUPLO Guidelines. * Program rooms and meeting rooms can be variously configured with dividing walls, and should include kitchenette facilities and their own storage areas for furniture and AN equipment. Components total 2,090 4,535 4,735 8,765 8,765 19,655 20,255 "Per -capita approach, 2,500 5,000 5,000 10,000 10,000 35,000 35,000 for comparison (net) Both the Components Approach and Per Capita Approach would require 27 - 30% additional space for non -assignable use. Reference II t for Il Branch iii lll !lines Number of items in physical collection User seating Computer seating Branch Space Guidelines Minimum Range 6,000 12,000 12 30 3 3 Minimum Range 12,000 24,000 30 60 3 3 Minimum Range 24,000 50,000 60 200 3 3 Minimum Range Libraries should consider their specific needs when developing or assessing the requirements for each branch library. The space requirements (unit sizes) used are the consultants' and architect's recommendations based on experience and barrier -free access. They were originally taken from the book, Making the Case for Your Library Building Project, published by the Southern Ontario Library Service in 2010, If tt s,J/resources,olsc�rvice,ca/Id.. Ih `?content id= 34R42770 and subsequently updated to reflect current library trends and barrier -free requirements and goals. Area Unit Sizes (s.f.) Notes Collections 0.14 Blended collections. Accessible shelving. User seating 35 Blended seating, assuming a mix of lounge and desk. Some might need 40 s.f. for barrier free. Program Room 15 per user Minimum to accommodate a class of 30 students. May also include kitchenette and storage. Group study room 165 1 table and 6 chairs Additional spaces Unit Sizes (s.f.) Also to consider Library Cafe, Friends' book shop, literacy centre, maker spaces, etc. Staff service/circ 175 per staff Emerging trend for a smaller service desk, roaming staff, self check-out stations. Assumes some tech and support services provided by Workrooms 100 admin offices elsewhere. Includes private offices as required. Staff lunchroom 35 per staff Branch libraries may have several part-time staff, need to plan for not just FTE. Corridors, foyer, waiting areas, public washrooms, Non -assignable including universal. Loading areas, garbage, recycling, o 27 /o custodian, storage, closets. Wall thicknesses, building spaces services, chases, mechanical. Assumes single storey building, FADS standards. Planning documents are available to assist with ensuring public libraries meet their local needs. Some examples of these documents follow, in no particular importance or order. Documents retrieved April 2023. Ontario Public Library Guidelines Monitoring and Accreditation Council. Ontario Public Library Guidelines. Updated annually. t"I s.// n ru u�U�l c 1- u�iHefines:..c / Southern Ontario Library Service. Making the Case for Your Library Building Project. 2010. O tt s.//resgLArc s.o�servure.c /Idwplil lc.oulte�u�__ud=34842ii0. City of Brantford, 2010 Facility Accessibility Design Standards. /&abrantford.ca/en/btAsuness nd: v__E.�Loptne- t./resouuirces/DocLAirioeints/I/ aculuty-Acce subula _mf��sii ra-Sta nd'ards-FA p�$ Province of Manitoba. Municipal and Regional Public Library Standards and Guidelines. but // rrnrvr.gc�r.� ul u / � c/ �s/_ as/Ilul�r � s g rn p sguw�u d n-esNe -Ae�.q df Alberta Government. Best Practices for Public Libraries in Alberta. 2018. hqtps // 0-1 gj ta__�_c d u�bfic tons/ 7 0ii85 2891-2�1 8 Wisconsin Department of Public Instruction. Wisconsin Public Library Standards, 6th ed. 2018. h s.//dpu wLgo tQ.LdgaLt/_Ve/_umce/Vbrau_es/P bllb/PVanrir/V_S sin ��.LLdi_rb _ �rds6th edutu�r01 __. HNALpdf Australian Public Library Alliance. Standards and Guidelines for Australian Public Libraries. 2021. ��t r //ir d lliia r -a..giit.pia-alia-staindairds--_oDd-. tJje nes- tAstraluau jUusluc-film ues- qua �-2 �_!_ People Places: a guide for planning public library buildings. State Library of New South Wales, 2022. sLnsw ��r.au�/ tAbjicdili��ra s rv___uaw s/ n nll lr s. Dahlgren, Anders C. Public Library Space Needs: A Planning Outline. 2009. Vinjamuri, David. Library Space Planning:A PLA Guide. Public Library Association, 2019. �� ttpsJHnrvrr�r�r�r. store:.YaaUa.oLg/content./Ifibir [y-s p"�ce- nlarairnuu la-%ide /��I�2�/��80%94eedifio as df_e..l�ook This document was developed by the Administrators of I.RuraI and Urban If'ublic IC..ibr.aries of Ontar.io ARUPLO representing twenty public library systems consisting of rural and urban branch libraries serving hundreds of communities with a population of over 1.5 million people. Representatives of these public library systems completed a survey of how they have used the ARUPLO Guidelines in the past and participated in an all -day workshop to develop this fourth edition. The Steering Committee consisted of Brian Masschaele (Elgin County Library), Tania Sharpe (Chatham -Kent Public Library) and Sabrina Saunders (Blue Mountains Public Library). Beth Ross and Lisa Miettinen were the consultants, assisted by Jason Morgan, President and Senior Architect, Allan Avis Architects. "Wellington County prides itself on its beautiful library spaces. The ARUPLO guidelines have proven to be a key resource to us whether we are renovating ar existing building or building a new one." Wellington County Library Board ElginCounty Report to County Council From: Brian Masschaele, Director of Community and Cultural Services Date: September 10, 2024 Subject: Rodney Library Relocation Support Recommendation(s): THAT Elgin County Council affirms its support of the Municipality of West Elgin's process to determine a suitable future location for the Rodney Library subject to the terms and conditions of the County of Elgin's Library Branch Construction Policy; and, THAT the Warden issue a letter on behalf of Elgin County Council to the Municipality of West Elgin in support of the municipality's process to determine the future location of the Rodney Library along with a copy of the County's Library Branch Construction Policy. Introduction: The Council of the Municipality of West Elgin recently requested Elgin County Council's support through a letter of endorsement for the future re -location of the Rodney branch of the Elgin County Library to the former town hall in the village of Rodney. This report proposes a path forward to support West Elgin's future planning efforts on this matter according to the County's Library Branch Construction Policy. Backaround and Discussion: The Council of the Municipality of West Elgin endorsed the following recommendations at their meeting held on July 18, 2024: 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 Page 62 of 175 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. County Council was informed of this resolution at the July 23rd, 2024 meeting as an item of correspondence and subsequently passed the following recommendations at that meeting in response: RESOLVED THAT the request fora 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 be referred to the Director of Community and Cultural Services, and THAT the Director of Community and Cultural Services work with the Municipality of West Elgin to gather more fulsome information on the project, and THAT the Director of Community and Cultural Services be directed to provide Council with a report regarding this request including square footage needs, leasing considerations, and requirements to make the facility library ready at a future date of County Council. Carried. This report further guides County Council's response on this matter. County Council has previously endorsed a Library Branch Construction Policy as attached to this report which guides the process with any municipality that proposes to renovate, relocate or expand library facilities anywhere in the County. The policy was last endorsed in 2015 and remains a valid roadmap for County Council's response on this matter. The first step in the process to potentially relocate the Rodney branch clearly lies with the Municipality of West Elgin through a "Letter of Intent" as outlined in the policy as the municipality is in the best position to identify opportunities for library expansion and/or relocation as future owners of the building and in concert with other planning considerations in the municipality. Traditionally, it has not been County Council's role to specify the location for a library branch. The letter of intent should specify, among other things, the assignable library space involved for leasing purposes and the construction timeline. County Council has been a willing partner in opportunities to construct, relocate or expand library facilities in the recent past, as long as the proposed location is operationally feasible and is being developed with consideration to the library's planning guidelines, specifically (22j�gLe'.s RutallUtl)an f'ubfi( L it)tat,,°" �wyst��°��",��: (4tn edition, 2023) already received by County Council. Over the past 15 years, County Council has Page 63 of 175 demonstrated this at Springfield, Belmont and Shedden branches which have either been relocated or expanded utilizing the very process outlined in the policy. Financial Implications: A new lease with the County will be required should the Municipality of West Elgin decide to relocate the Rodney Library which will likely result in a future budgetary impact. The current Rodney Library comprises 1,428 square feet of leased space by the County at a 2024 cost of $17.56 per square foot, with payments issued to West Elgin and indexed to annual CPI going forward. An increase of even a thousand square feet would result in an annual increase to the library's leasing costs of at least $17,560 per year and would need to be integrated into the County's ten-year business plan. The Municipality of West Elgin does have the opportunity to partner with the County for an interest -free loan re -payable over ten years to assist with the future relocation or expansion of the Rodney Library according to the terms of the Library Branch Construction Policy. In this case, West Elgin could be eligible for an interest -free loan of up to $100,000 from the County under the small branch category. 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: Communications with the Municipality of West Elgin will be on -going regarding the proposed location of the Rodney Library. The Supervisor for Rodney Library also has observer status on West Elgin's committee that is studying the feasibility of renovating the former Rodney Town Hall for community use. Page 64 of 175 Communication Requirements: Not applicable. Conclusion: It is advised that County Council generally support West Elgin's planning efforts with regards to the future location of the Rodney branch, be it at the former Rodney Town Hall, its current location in the village or an alternate location subject to the County's Library Branch Construction Policy. Staff will keep Council informed of any future proposals from the Municipality of West Elgin and will continue to work constructively towards any opportunity to increase the amount of space available to the branch which can be justified according to the library's planning guidelines. All of which is Respectfully Submitted Brian Masschaele Director of Community and Cultural Services Approved for Submission Blaine Parkin Chief Administrative Officer/Clerk Page 65 of 175 r, j N, .101111l �jpp0��"iiiiilllVll��I�IIIIVIIIVIImimi i° °� LIBRARY BRANCH CONSTRUCTION POLICY SCOPE The following shall constitute the policy of the County of Elgin to be followed in considering any participation it will have with any Municipality represented on County Council in the renovation, relocation or expansion of Library facilities anywhere in the County. This policy applies to capital construction or relocation of library facilities only. Operational issues and related costs pertaining to each facility are addressed in respective leases signed for each facility. New, expanded or relocated branches will require a new operational lease based on the standard "Elgin County Library Municipal Library Lease" with no exceptions. FACILITY SIZE The square footage of new, expanded or relocated library facilities will adhere, wherever possible, to "Guidelines for Rural/Urban Public Library Systems", as amended from time to time by the Administrators of Rural and Urban Public Libraries of Ontario (ARUPLO) in which the Elgin County Library is a voting member. The following are current guidelines for the assignable size of library facilities (excluding utility rooms): Small Branches: Branches serving catchment areas of 1,000-5,000 population: Minimum 2,500 sq. ft. or 1 sq. ft. per capita in the library's catchment area, whichever is greater; Medium Branches: Branches serving catchment areas of 5,000-10,000 population: Minimum 5,000 sq. ft. or 1 sq. ft. per capita in the library's catchment area, whichever is greater; Large Branches: Branches serving catchment areas of 10,000-35,000 population: Minimum 10,000 sq. ft. or 1 sq. ft. per capita in the library's catchment area, whichever is greater. LOCATION Locations on main thoroughfares or "downtown" locations in population centres will be preferred. Co -location with other community services will be preferred. County of Ill llghn 450 Sunset Drive St. Thomas, Ontario N5R 5V1 Canada Phone: 519-631-1460 www.el gi n-cou nty.on.ca r, j N, .101111l �jpp0��"iiiiilllVll��I�IIIIVIIIVIImimi i° °� ADDITIONAL CONSIDERATIONS In all cases, Municipalities shall strive to set the highest standards in terms of public accessibility, including compliance with provincial accessibility legislation. An Interest Free Loan from the County for renovation, relocation or expansion of library facilities is available up to the following amounts: Small branches, $100,000; Medium branches $200,000; Large branches, $400,000. The loan must be repaid within ten years. All requests for new libraries, expansion of libraries or relocation of libraries in the following year must be received by Council no later than December of each year for budgeting purposes. Any request received after December 31st will be considered for the following year. County Council reserves the right to deny such a loan for financial reasons. ACTIONS INITIATED BY THE MUNICIPALITY AND THE COUNTY 1.0 The Municipality shall determine if, in the opinion of their Council, there is a need for a new Library, expansion of a Library or a relocation of a Library. A review of ARUPLO guidelines and input of the County's Director of Community and Cultural Services (or designate) is strongly encouraged in this process. 2.0 If the answer is yes, the Municipality shall issue a "Letter of Intent" to the County C.A.O. and Director of Community and Cultural Services, outlining the following information: 2.01 The address and description of the proposed site and building to be constructed, expanded or relocated. 2.02 The approximate interior gross area of the new building, expanded building or relocated building. 2.03 The approximate size of the area designated to be for Library use. 2.04 Approximate loan requested from the County. 2.05 The proposed date to commence construction. 3.0 The Director of Community and Cultural Services shall forward the proposal to County Council. County of Ill llghn 450 Sunset Drive St. Thomas, Ontario N5R 5V1 Canada Phone: 519-631-1460 www.el gi n-cou nty.on.ca r, j N, .101111l �jpp0��"iiiiilllVll��I�IIIIVIIIVIImimi i° °� 4.0 County Council shall consider the proposal (Letter of Intent) and notify the Municipality of its decision. If acceptable, and County Council determines that it wishes to participate in a new Library facility, expanded Library facility, or relocated Library facility, a Letter of Intent detailing the arrangements will be signed by the C.A.O. of the County of Elgin and the Municipality. 5.0 The Municipality, at its expense, shall cause plans and specification of the Library premises to be prepared and sent to the Director of Community and Cultural Services who will forward to County Council for approval. The plans and specifications must include the information set out in this policy and if required may include a request for an Interest Free Loan. The plan and specifications must include: 5.01 The address and description of the proposed site and building to be constructed, expanded or relocated building. 5.02 The interior gross area of the new building, expanded building or relocated building. 5.03 The size of the area designated to be for library use. 5.04 Construction timetables. 5.05 Approximate move in date for library staff. 5.06 Cost of construction or renovation including mechanicals. 5.07 Confirmation of interior fittings required for library use (such as custom millwork). These fittings are to be included in construction costs and are to be paid by the municipality. Additional furnishings for library use are the responsibility of the County. 5.08 Architect's fees (if applicable). 5.09 Interim financing cost (if applicable). 5.10 Source of funding for project. 5.11 Request for an Interest Free Loan indicating when the loan will be required. The loan must be repaid within ten years of being issued. County of Ill llghn 450 Sunset Drive St. Thomas, Ontario N5R 5V1 Canada Phone: 519-631-1460 www.el gi n-cou nty.on.ca .101111l �jpp0��"iiiiilllVll��I�IIIIVIIIVIImimi i° °� 5.12 The Director of Community and Cultural Services shall forward the proposal to County Council with a recommendation on acceptance. At such time, the Director shall recommend that a new "Elgin County Library Municipal Library Lease" be established, outlining the anticipated costs of said lease to the library's annual operating budget and establishing a deadline to execute the lease. Should an interest -free loan be requested and approved, the Director of Financial Services shall be authorized to issue a loan agreement up the maximum allowable in each category with terms stating that the loan is payable within a ten year period upon execution and subject to the provision of actual invoices. County Council reserves the right to deny such a loan for financial reasons. 6.0 Both Parties shall be responsible for their own legal costs in the negotiation and/or drafting of any Lease or Loan Agreement. 7.0 The Municipality shall be the owner or leaser of the land and/or building. County of Ill llghn 450 Sunset Drive St. Thomas, Ontario N5R 5V1 Canada Phone: 519-631-1460 www.el gi n-cou nty.on.ca ElginCounty Report to County Council From: Brian Masschaele, Director of Community and Cultural Services Date: September 10, 2024 Subject: West Lorne Library Expansion Opportunity Recommendation(s): THAT Elgin County Council affirms support in principle for an expansion to the West Lorne Library in the West Lorne Community Complex of up to one thousand square feet and in the space adjacent to the Library's current location, subject to the terms and conditions of the County of Elgin's Library Branch Construction Policy; and, THAT staff be directed to work with the Municipality of West Elgin to supply further information to County Council as part of a "Letter of Intent" from the Municipality of West Elgin as outlined in the County's Library Branch Construction Policy for formal adoption at a later date. Introduction: The Council of the Municipality of West Elgin recently requested Elgin County Council's support for an expansion to the West Lorne branch of the Elgin County Library housed in the West Lorne Community Complex. This report recommends that County Council provide initial support for this expansion in the space adjacent to the Library's current location and based on the library's planning guidelines. Background and Discussion: The Council of the Municipality of West Elgin endorsed the following recommendations at their meeting held on July 18, 2024: 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, - Page 70 of 175 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. County Council was informed of this resolution at the July 23rd, 2024 meeting as an item of correspondence and subsequently passed the following recommendations at that meeting in response: RESOLVED THAT the resolution from the Municipality of West Elgin regarding the facility expansion of the West Lorne Library be referred to the Director of Community and Cultural Services, and THAT the Director of Community and Cultural Services be directed to provide a report analyzing the square footage needs, lease considerations, budgetary implications, and requirements to make the facility library ready of the options proposed and that this be done through the lens of library services as a whole in West Elgin. Carried. The Municipality of West Elgin owns and operates the West Lorne Community Complex in which is housed the West Lorne branch of the Elgin County Library. The branch currently comprises 1,793 square feet of assignable library space and is leased by the County from West Elgin under the framework of an agreement that took effect in 2023 for a five-year term and renewable in subsequent five-year terms. The Municipality recently provided notice to the County that there is additional vacant space in the building that could encompass the entire first floor of the complex, or the space associated with a former office suite directly adjacent to the library. County Council is being asked to express interest in either option for the purposes of expanding the current space for the West Lorne Library. In considering this matter, County Council can be guided by performance and planning information for the branch relative to Guidelines for Rural/Urban Public Library Systems (4th Edition, 2023). The following is a summary of the current status of the West Lorne Library relative to these guidelines and relative to this specific request from West Elgin: West Lorne Library • Current Square Footage: 1,793 square feet of assignable library space • Catchment area / population served (2023): 2,550 • Recommended guideline for assignable library space: 2,500 square feet + 1 square foot per population served = 2,550 square feet of assignable library space. • Estimated additional space being offered by the Municipality of West Elgin for expansion purposes (former office suite only adjacent to current library, photographs attached): 970 square feet of assignable library space • Potential assignable library space with expansion: 2,763 square feet (estimated). Page 71 of 175 Based on the above analysis, a potential expansion into vacant office space adjacent to the branch can be justified according to the library's planning guidelines and to account for future population growth for the catchment area being served by the branch. An expansion to encompass the entire first floor of the West Lorne Community Complex cannot be justified at the present time according to the library's planning guidelines and given that the municipality is also served by Rodney Library, space needs for which are also under examination by the municipality. The possibility of a future relocation or expansion at Rodney (which can also be justified according to the library's planning guidelines) should not prohibit moving ahead with this opportunity at West Lorne. In the eyes of the Elgin County Library, these are two separate branches within the system and each plays a strategic role in meeting the service needs of residents living in their respective catchment areas and for the system as a whole. Two major areas of need for the West Lorne Library can be addressed by this expansion. The first is the need for formal programming space which currently does not exist. At the moment, programs are run adjacent to collection and computer areas which can be disruptive to other uses of the library, and many supplies required for library programs cannot be adequately housed in the current space. Secondly, the library currently lacks a formal meeting room and quiet study area. This need can also be met in the expanded space. Financial Implications: A revised lease with the Municipality of West Elgin will be required as soon as feasible, with payments relative to that revised lease unlikely to effect until sometime into 2025. It will be the responsibility of the Municipality of West Elgin to make the additional space "library ready" and fully integrated with the current library facility. All capital work and related expenses will be the responsibility of the municipality. The Municipality of West Elgin does have the opportunity to partner with the County for an interest -free loan re -payable over ten years to assist with capital renovations according to the terms of the Library Branch Construction Policy. In this case, West Elgin could be eligible for an interest -free loan of up to $100,000 from the County under the small branch category. The addition of up to 1,000 square feet of assignable space to the current lease for West Lorne Library will add approximately $17,560 plus CPI adjustment of annual cost to the County budget starting as soon as 2025 based on current lease payments made to West Elgin at $17.56 per square foot. Anticipated increases for leasing costs across the system as opportunities arise have already been integrated into the library's ten- year business plan and can accommodate this particular increase without further adjustments to the plan. Further details on the anticipated impact and how this impact will be funded will form part of the 2025 budget process. Adjustments to the branch's hours of operation and staffing levels may need to be considered to take full advantage of the increased space. Costs associated with these Page 72 of 175 adjustments are expected to be modest and will be part of the 2025 and/or 2026 budget processes. 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: Staff will work directly with the Municipality of West Elgin to formulate a "Letter of Intent" for County Council's adoption as soon as feasible. Communication Requirements: Not applicable. Conclusion: Additional space to expand West Lorne Library recently became available as a result of an office vacancy in the West Lorne Community Complex. Such an expansion can be justified based on the library's planning guidelines and represents an excellent opportunity to expand the branch's service levels and address current deficiencies such as a lack of program space, a community meeting room and quiet study areas. Staff recommend that County Council express interest in moving ahead with an expansion to the leasable space for West Lorne Library subject to a formal "Letter of Intent" from the Municipality of West Elgin containing specific details regarding exact square footages, concept drawings and construction timelines in anticipation of a revised lease for use of the expanded space by the library. Page 73 of 175 All of which is Respectfully Submitted Brian Masschaele Director of Community and Cultural Services Approved for Submission Blaine Parkin Chief Administrative Officer/Clerk Page 74 of 175 r, j N, .101111l �jpp0��"iiiiilllVll��I�IIIIVIIIVIImimi i° °� LIBRARY BRANCH CONSTRUCTION POLICY SCOPE The following shall constitute the policy of the County of Elgin to be followed in considering any participation it will have with any Municipality represented on County Council in the renovation, relocation or expansion of Library facilities anywhere in the County. This policy applies to capital construction or relocation of library facilities only. Operational issues and related costs pertaining to each facility are addressed in respective leases signed for each facility. New, expanded or relocated branches will require a new operational lease based on the standard "Elgin County Library Municipal Library Lease" with no exceptions. FACILITY SIZE The square footage of new, expanded or relocated library facilities will adhere, wherever possible, to "Guidelines for Rural/Urban Public Library Systems", as amended from time to time by the Administrators of Rural and Urban Public Libraries of Ontario (ARUPLO) in which the Elgin County Library is a voting member. The following are current guidelines for the assignable size of library facilities (excluding utility rooms): Small Branches: Branches serving catchment areas of 1,000-5,000 population: Minimum 2,500 sq. ft. or 1 sq. ft. per capita in the library's catchment area, whichever is greater; Medium Branches: Branches serving catchment areas of 5,000-10,000 population: Minimum 5,000 sq. ft. or 1 sq. ft. per capita in the library's catchment area, whichever is greater; Large Branches: Branches serving catchment areas of 10,000-35,000 population: Minimum 10,000 sq. ft. or 1 sq. ft. per capita in the library's catchment area, whichever is greater. LOCATION Locations on main thoroughfares or "downtown" locations in population centres will be preferred. Co -location with other community services will be preferred. County of Ill llghn 450 Sunset Drive St. Thomas, Ontario N5R 5V1 Canada Phone: 519-631-1460 www.el gi n-cou nty.on.ca r, j N, .101111l �jpp0��"iiiiilllVll��I�IIIIVIIIVIImimi i° °� ADDITIONAL CONSIDERATIONS In all cases, Municipalities shall strive to set the highest standards in terms of public accessibility, including compliance with provincial accessibility legislation. An Interest Free Loan from the County for renovation, relocation or expansion of library facilities is available up to the following amounts: Small branches, $100,000; Medium branches $200,000; Large branches, $400,000. The loan must be repaid within ten years. All requests for new libraries, expansion of libraries or relocation of libraries in the following year must be received by Council no later than December of each year for budgeting purposes. Any request received after December 31st will be considered for the following year. County Council reserves the right to deny such a loan for financial reasons. ACTIONS INITIATED BY THE MUNICIPALITY AND THE COUNTY 1.0 The Municipality shall determine if, in the opinion of their Council, there is a need for a new Library, expansion of a Library or a relocation of a Library. A review of ARUPLO guidelines and input of the County's Director of Community and Cultural Services (or designate) is strongly encouraged in this process. 2.0 If the answer is yes, the Municipality shall issue a "Letter of Intent" to the County C.A.O. and Director of Community and Cultural Services, outlining the following information: 2.01 The address and description of the proposed site and building to be constructed, expanded or relocated. 2.02 The approximate interior gross area of the new building, expanded building or relocated building. 2.03 The approximate size of the area designated to be for Library use. 2.04 Approximate loan requested from the County. 2.05 The proposed date to commence construction. 3.0 The Director of Community and Cultural Services shall forward the proposal to County Council. County of Ill llghn 450 Sunset Drive St. Thomas, Ontario N5R 5V1 Canada Phone: 519-631-1460 www.el gi n-cou nty.on.ca r, j N, .101111l �jpp0��"iiiiilllVll��I�IIIIVIIIVIImimi i° °� 4.0 County Council shall consider the proposal (Letter of Intent) and notify the Municipality of its decision. If acceptable, and County Council determines that it wishes to participate in a new Library facility, expanded Library facility, or relocated Library facility, a Letter of Intent detailing the arrangements will be signed by the C.A.O. of the County of Elgin and the Municipality. 5.0 The Municipality, at its expense, shall cause plans and specification of the Library premises to be prepared and sent to the Director of Community and Cultural Services who will forward to County Council for approval. The plans and specifications must include the information set out in this policy and if required may include a request for an Interest Free Loan. The plan and specifications must include: 5.01 The address and description of the proposed site and building to be constructed, expanded or relocated building. 5.02 The interior gross area of the new building, expanded building or relocated building. 5.03 The size of the area designated to be for library use. 5.04 Construction timetables. 5.05 Approximate move in date for library staff. 5.06 Cost of construction or renovation including mechanicals. 5.07 Confirmation of interior fittings required for library use (such as custom millwork). These fittings are to be included in construction costs and are to be paid by the municipality. Additional furnishings for library use are the responsibility of the County. 5.08 Architect's fees (if applicable). 5.09 Interim financing cost (if applicable). 5.10 Source of funding for project. 5.11 Request for an Interest Free Loan indicating when the loan will be required. The loan must be repaid within ten years of being issued. County of Ill llghn 450 Sunset Drive St. Thomas, Ontario N5R 5V1 Canada Phone: 519-631-1460 www.el gi n-cou nty.on.ca .101111l �jpp0��"iiiiilllVll��I�IIIIVIIIVIImimi i° °� 5.12 The Director of Community and Cultural Services shall forward the proposal to County Council with a recommendation on acceptance. At such time, the Director shall recommend that a new "Elgin County Library Municipal Library Lease" be established, outlining the anticipated costs of said lease to the library's annual operating budget and establishing a deadline to execute the lease. Should an interest -free loan be requested and approved, the Director of Financial Services shall be authorized to issue a loan agreement up the maximum allowable in each category with terms stating that the loan is payable within a ten year period upon execution and subject to the provision of actual invoices. County Council reserves the right to deny such a loan for financial reasons. 6.0 Both Parties shall be responsible for their own legal costs in the negotiation and/or drafting of any Lease or Loan Agreement. 7.0 The Municipality shall be the owner or leaser of the land and/or building. County of Ill llghn 450 Sunset Drive St. Thomas, Ontario N5R 5V1 Canada Phone: 519-631-1460 www.el gi n-cou nty.on.ca ElginCounty Report to County Council From: Carolyn Krahn, Manager of Economic Development, Tourism & Strategic Initiatives Date: September 10, 2024 Subject: Community Safety and Well -Being — Substance Use and the Planet Youth Model Recommendation(s): THAT the report titled "Community Safety and Well -Being — Substance Use and the Planet Youth Model" from the Manager of Economic Development, Tourism & Strategic Initiatives dated September 10, 2024 be received and filed. THAT County Council provide direction regarding the request for support from Southwestern Public Health to implement the Planet Youth model in Elgin County and the SWPH region. Introduction: unllu�� «ull�llu�; ! (SWPH) p )�(o unll:ll model to reduce k��«. �^��iV� �u u u II�� ...II N� e �Ilnl��i WPH has adopted the II ��Ile �ii��u� �iV.... substance use in Elgin County, St. Thomas, and Oxford County. This model, developed in Iceland, focuses on community -level commitment to create environments that discourage substance use, bullying, and theft, while strengthening protective factors. On August 20, 2024, the Warden and representatives from the City of St. Thomas and the County of Oxford participated in an AMO delegation with Associate Minister Tibollo to advocate for funding to implement this program in the SWPH region. Background and Discussion: Local data shows troubling trends in youth substance use, highlighting the need for sustained commitment to the model's principles, as well as ongoing data collection and reporting. Youth in the City of St. Thomas, Elgin County, and Oxford County are using substances at higher rates than the provincial average. Additionally, the percentage of 12-24-year-olds rating their mental health as poor or fair has significantly increased since 2015. Page 79 of 175 The model aims to expedite data reporting and analysis to support community -wide planning processes. It complements existing initiatives like Youth Wellness Hubs and enhances protective factors to prevent the need for mental health and substance use services. This approach aligns with our Community Safety and Well -Being plan, which uses local data to make informed decisions and prevent adverse outcomes that require emergency responses. The Government of Canada has announced a $20.2 million investment in a new community -based program to prevent substance use and related harms among young people. As part of this initiative, the Public Health Agency of Canada (PHAC) has launched the Youth Substance Use Prevention Program, which is based on the Planet Youth model. A community coalition formed by the Elgin Community Action Network for Children and Youth and led by SWPH would like to apply to Stream 2 of the Youth Substance Use Prevention Program (YSUPP), through which local public health agencies can access funding of up to $750,000 every 3 years per community. This funding will empower our communities to implement the Planet Youth model and take action to enhance youth well-being. Financial Implications: To apply for this funding, communities must enroll in the Planet Youth model, which includes a $30,000 cost. The coalition and SWPH are seeking support from its member communities to contribute to this enrollment cost and enable an application for federal funding to implement the Planet Youth model in our communities. The coalition and SWPH have also approached the City of St. Thomas and the County of Oxford for their support. They have not requested a particular amount and have expressed a willingness to collaborate with the County on this initiative regardless of whether financial assistance is provided. Ultimately, it is at the discretion of Council to decide whether they would like to support this request and to what extent. 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 80 of 175 Local Municipal Partner Impact: If implemented, this program will reduce the substance use rates among youth in our local municipalities and will contribute to community safety and well-being in our local municipalities. Communication Requirements: Staff will communicate Council's decision to Southwestern Public Health and the Elgin Community Action Network for Children and Youth coalition through the Community Safety and Well -Being Integration Table. The Community Safety and Well -Being Integration Table will also continue to champion the program's adoption in Elgin County and share progress reports with local municipalities and residents. Conclusion: The Planet Youth model will help our communities address the escalating issue of youth substance use. The program aligns with our Community Safety and Well -Being Plan and demonstrates a firm commitment to fostering a healthy environment and enhancing the quality of place for our youth. This initiative will create environments that discourage substance use and strengthen protective factors for our young population. All of which is Respectfully Submitted Carolyn Krahn Manager of Economic Development, Tourism & Strategic Initiatives Approved for Submission Blaine Parkin Chief Administrative Officer/Clerk Page 81 of 175 WHO WE ARE The roots of the Planet Youth method can be traced back to 1999 when our founders started to study trends in Icelandic substance use of youth and their well-being and a cooperation started with Icelandic municipalities to change their environment. Our aim from the start has been to find out how substance use prevention can be applied with the best results where traditional methods used in the past have come short. We use an evidence -based approach to Q adolescent substance use prevention. The O method extends from research to action on a local level. We start by sending out questionnaires to 45 Wall schools to check the substance use status. re° We crunch the Data in our Data Center and within two months we deliver a report which highlights the risk and protective factors IU W of every community. We then start the cooperation process by handing out our suggestions on how to strengthen risk and protective factors which are to be found in the results. Actions are then started in municipalities, schools, sports clubs and with various NGOS, and youth institutions in the effort to alter the life-style environment of our children. IIIII �ll fillim, IIIIII IIIIII IIIIIIIII THE ICELANDIC MODEL OF PREVENTION -PLANET YOUTH Positive development over 20 years (15-16 years old teens in Iceland) Nl — Drunk I',z,,, 30 Jay, L�n I, I ing � o N y a vo .q d;, on ,�to, o¢oo' or ��/ �'e, .v o> ,�.�k �° ,�f ,So .y.oP COUNTRIES INTRODUCED TO THE ICELANDIC MODEL As of 2023 we have over 400 active communities using +1-,— DI-.__+ V—..+h .v,..+h...d 71,...v,..+h...d I--- k---, ElginCounty Report to County Council From: Lindsey Duncan, Tourism Officer Carolyn Krahn, Manager of Economic Development, Tourism & Strategic Initiatives Date: September 10, 2024 Subject: Elgin County Tourism Wayfinding Strategy Recommendation(s): THAT the report titled "Elgin County Tourism Wayfinding Strategy" from the Manager of Economic Development, Tourism & Strategic Initiatives dated September 10, 2024 be received and filed; and THAT Council replace the County of Elgin Tourism Signage Policy (1.2) with the revised Elgin County Tourism Wayfinding Strategy (1.2). Introduction: The Elgin County Tourism Signage Program, initially launched in 2010, has been instrumental in promoting local tourism and guiding visitors to key attractions. However, with the signage infrastructure aging and the effectiveness of the existing "pay -to -play" model diminishing, staff reviewed the program to explore new ways to enhance the visitor experience. At the March 12, 2024 meeting, Council approved a complete redesign of the signage environment. The objective was to create a more effective and visually coherent system that guides visitors to key tourism destinations and strengthens Elgin County's overall image as a premier tourism destination. Background and Discussion: The Elgin County Tourism Wayfinding Strategy policy sets out a clear and strategic plan for updating the County's tourism signage. The main features of the policy are: Purpose: The policy is designed to enhance visitors' wayfinding experience by providing clear, visually appealing signage that showcases significant tourism areas, experiences, and clusters within the County. Page 83 of 175 Tourism Points of Interest: The policy prioritizes signage for key tourism destinations such as historic downtowns, beach communities, and arts and culture districts, ensuring visitors are guided to areas with the highest appeal. Signage Symbols: Standardized symbols will be used across all signage to ensure consistency and simplify navigation for visitors. The symbols highlight the many experiences available in our tourist destinations. The implementation of this policy will involve the removal of all existing fingerboard signs and the installation of new wayfinding signage highlighting tourism clusters. Elgin County Tourism is working with the Engineering Department to coordinate the design of the new wayfinding signage with the design and installation of new gateway signage. Gateway signage identifies a community with signs at the entrance to a community or neighbourhood. There are 25 gateway signs (including 6 large metal drum signs) placed around the perimeter of the County. This project does not include local municipal signage at the entrance of local hamlets, villages, and municipalities. The replacement of all existing Elgin County gateway signs is included in the 2024 Engineering budget. The new gateway signs will be installed on two wooden posts and will be four feet by eight feet in size. Additionally, Engineering will replace the County's six large metal drum gateway signs with metal gateway signs on wooden posts. These signs are in poor condition, and the cost to repair or replace them is prohibitive. By replacing them with the same gateway signage used everywhere else, we will be consistent and save money on new signs and maintenance. Conducting these projects simultaneously will promote the Elgin County brand by ensuring consistent signage at entrances and throughout our communities. It is important to note that along with the new signage program, we will launch our new tourism website at the end of the year. The new website will strengthen the promotion of tourism businesses to potential visitors. It will feature maps highlighting the location of individual tourism businesses and photos to showcase and market individual tourism experiences. It is also important to distinguish between marketing and wayfinding. Wayfinding helps visitors already in Elgin County find their destination, while marketing aims to attract people from outside the region to visit Elgin County. We achieve this through our Visitor Guide, Taste Guide, website, and other marketing materials and advertisements. Our marketing efforts enhance the visibility of Elgin as a tourist destination and individual businesses in Elgin County. As we gather feedback from visitors and tourism operators, we will identify any deficiencies in the signage environment and collaborate with Engineering Services to ensure that the signage program continues to guide visitors to their destinations effectively. Page 84 of 175 Financial Implications: The costs associated with implementing the new wayfinding signage will be considered in the 2025 budget deliberations. Preliminary estimates indicate that each large "tourism area sign" will cost approximately $2,500 to design and install. The costs associated with replacing the existing gateway signage is included in the 2024 Engineering budget. Alignment with Strategic Priorities: Serving Elgin Growing Elgin Investing in Elgin ® Ensuring alignment of ® Planning for and ® Ensuring we have the current programs and facilitating commercial, necessary tools, services with community industrial, residential, and resources, and need. agricultural growth. infrastructure to deliver programs and services ❑ Exploring different ways ❑ Fostering a healthy now and in the future. of addressing community environment. need. ❑ Delivering mandated ® Enhancing quality of programs and services ❑ Engaging with our place. efficiently and effectively. community and other stakeholders. Local Municipal Partner Impact: The new tourism signage will enhance the promotion of tourism experiences in our local municipalities and will create more welcoming communities for visitors. Communication Requirements: Throughout the implementation of the new signage program, we will maintain open communication with our tourism operators and stakeholders. We will closely monitor the program's success and gather feedback from visitors and stakeholders. Conclusion: The Elgin County Tourism Wayfinding Strategy policy represents a significant step in improving the visitor experience, creating more welcoming communities, and establishing a consistent Elgin County brand. All of which is Respectfully Submitted Approved for Submission Page 85 of 175 Lindsey Duncan Blaine Parkin Tourism Officer Chief Administrative Officer/Clerk Carolyn Krahn Manager of Economic Development, Tourism & Strategic Initiatives Page 86 of 175 ElginCaurvty Subject: Elgin County Tourism Wayfinding Strategy Policy Number: 1.2 Date Approved: Date Last Revision: 1. Purpose County of Elgin Policy Manual Elgin County's Tourism Wayfinding Strategy aims to provide quick visual cues to nearby tourism clusters and districts, guiding travellers efficiently through the area using words or symbols. The goal is to encourage stops by highlighting services and attractions rather than merely naming businesses. The Wayfinding Strategy strives to: • Improve visitors' ability to easily locate tourism clusters and experiences in Elgin County while creating a sense of arrival for visitors. • Reduce signage clutter and message pollution on our roadways, which leads to distracted driving. • Enhance the overall image of Elgin County as a destination with consistent and attractive design standards for wayfinding signage. • Boost the local economy by increasing visits to key public and private tourism attractions, which are valuable assets to the tourism industry in Elgin. 2. Tourism Points of Interest Identifying key tourism points of interest is important, as it is not feasible to install signs throughout the entire region to direct visitors to every business or street. We will prioritize attractions and areas of greater interest to visitors from outside Elgin, ensuring that they engage with our main tourism destination areas. Key tourism clusters or destinations in Elgin County that appeal to tourists and entice a return visit are: Page 87 of 175 ElginCaurvty Historic or rural downtowns and villages County of Elgin Policy Manual Elgin County is home to several unique historic downtowns and villages. The County's Official Plan identifies its collection of quaint and picturesque downtowns and main streets as a key visitor attraction. Most are located on major travel routes, meaning that visitors travelling through Elgin to other destinations should be made aware of the many experiences in the downtown areas and given notice when they are approaching. Other historic communities, such as the Village of Sparta, are off the beaten track, providing even more reason for signs to direct travellers to their downtown shopping area. Elgin County will follow the definition and criteria for a rural downtown set by Tourism Ontario's Directional Signage guidelines to align with provincial and national standards. Although some of our downtowns may not meet the criteria, they may qualify in the future as development occurs. • Have a population of less than 20,000 • Retailers must be concentrated within a 'retail district' or reasonably defined geography (e.g. on a main street) • Retail district has at least 25 retailers within at least 4 sectors within the North American Industry Classification System (NAICS) • Can demonstrate that the rural downtown has an 'identity' based on the presence of built architectural or heritage features, cultural landscapes, the presence of historical associations, the promotion of local traditions and or traditional crafts, other tangible historic or cultural assets that create a sense of place • Can demonstrate that the rural downtown fosters and promotes its unique characteristics, heritage or cultural identity Note: In rural downtowns with a population of less than 2,000, the retail districts must have a minimum of 15 retailers within at least 4 identified sectors. The historic Village of Sparta and Downtown Aylmer communities meet these criteria and qualify for tourism district signage. INSERT EXAMPLE HERE OF HISTORIC SPARTA Communities that include beaches, marinas and public boat launches Elgin County is a four -season lake community, with its portside villages being the main draw for visitors. These areas offer opportunities to access Lake Erie, spend time at the Page 88 of 175 ElginCaurvty County of Elgin Policy Manual beach, and enjoy other recreational activities such as dining experiences, live theatre, and attractions like the Port Stanley Terminal Rail and the Port Burwell Periscope Playhouse. Through this strategy, visitors will be directed and made aware of the areas shortly after they enter Elgin and in other key locations identified as important for decision -making. INSERT EXAMPLE OF PORT BURWELL HERE Arts and culture districts Elgin County is known for its beach communities and agritourism operators, but it also has rich arts and cultural assets that may interest people travelling throughout our County. These areas are committed to preserving and promoting Elgin's history and showcasing our vibrant heritage through arts and cultural programming. INSERT EXAMPLE OF PEARCE PARK SIGN 3. Symbols A series of symbols aligning with provincial and regional guidelines will direct traffic to these key tourism areas without using business names. Many key destinations in Elgin, like our four ports, feature multiple points of interest that can be represented on one sign. For example, the Village of Port Bruce sign will include symbols for the beach, boat anchor, food/ice cream, playground, parking, and washroom. INSERT SIGN SYMBOLS HERE By selecting, simplifying, and unifying these destination signs and symbols wherever possible, we ensure a consistent set of design standards throughout Elgin County, simplifying navigation for visitors and elevating Elgin County's image as a tourism destination. 4. Locations Based on the program's criteria, the following locations qualify for a Tourism Signage Structure. 1. Village of Port Stanley (food, lighthouse, beach, parking, washrooms, accommodation, information, train, farmers market, golf, shopping, theatre) 2. Village of Port Bruce (food, beach, washrooms, parking, playground, lighthouse) Page 89 of 175 3. Village of Port Burwell (food, museum, beach, parking, washrooms, wifi, lighthouse, shopping) 4. Village of Sparta (food, museum, shopping, arts, parking) 5. Town Of Aylmer (food, shopping, museum, farmers market, playground, theatre) 6. Arts and Culture District Sign on Hwy #3 approaching Wallacetown to highlight Pearce Provincial Park and Backus -Page Museum (Museum, parking, washrooms, hiking, information, snowshoe) 7. Port Glasgow (food, beach, boat launch, parking, washrooms) 5. Program Administration The County of Elgin's Economic Development and Tourism department and Engineering Services shall jointly administer and implement the Elgin County Tourism Wayfinding Strategy in the following areas: Elgin County Economic Development and Tourism i. Design and approval of tourism wayfinding signage ii. Approval of signage symbols and content Engineering Services i. Approval of signage locations ii. Supply of tourism wayfinding signage iii. Installation and removal of tourism wayfinding signage along County road rights - of way iv. Replacement of signage V. Removal of signage not consistent with this policy Page 90 of 175 ElginCounty Report to County Council From: Diana Morris, Senior Planner Date: September 10, 2024 Subject: New 2024 Provincial Planning Statement (PPS) Recommendation(s): THAT the report titled "New 2024 Provincial Planning Statement (PPS)" from Diana Morris, Senior Planner, dated September 10, 2024, be received and filed. Introduction: The Provincial Planning Statement (previously referred to as Provincial Policy Statement), is a streamlined province -wide land use planning policy framework that replaces the 2020 Provincial Policy Statement and A Place to Grow: Growth Plan for the Greater Golden Horseshoe, 2019. The PPS provides Municipalities with the tools and flexibility they need to build more homes and enables them to plan for, and support development and increase housing supply across the Province. Background and Discussion: On October 25, 2022, the Ontario Government introduced the More Homes Built Faster Act, 2022 (Bill 23), which involved the amendments of development related Acts and review of the Provincial Policy Statement and the Growth Plan to complement and support the changes in Bill 23. The Provincial Planning Statement (PPS) is issued under Section 3 of the Planning Act, which requires that all decisions affecting planning matters shall be consistent with the PPS. Municipalities are the primary decision makers for local communities and implement the Provincial Policies through Municipal Official Plans. On August 20, 2024, the Ontario Government released the new PPS, introducing fundamental changes in how growth planning is carried out in the Province. The 2024 PPS comes into effect on October 20, 2024, and applies to all decisions of any authority that affects a planning matter made on or after that date. Page 91 of 175 The key changes to the PPS include the following: Growth Targets • Due to revoking the Growth Plan, Municipalities no longer need to plan specific population and employment targets for a horizon year. However, the Official Plan is required to supply enough designated land to meet the projected population for a minimum of 20 years to a maximum of 30 years. Settlement Area Expansions • A municipal comprehensive review (not integrated into new PPS) is no longer required and expansions to settlement areas can be considered at any time as long as it meets certain criteria. • When evaluating an expansion, consideration should be given to infrastructure capacity (availability or planned availability), public service facilities, phasing, avoidance of prime agricultural areas and consideration of the minimum distance separation formulae. Strategic Growth Areas and Major Transit Station Areas • These two areas should be the focus of significant population and employment growth. • Authorities must delineate major transit station areas on higher order transit corridors within an approximate 500-800m radius of a transit station. Intensification • The PPS supports intensification in general and requires planning authorities to establish and maintain minimum targets for intensification and redevelopment based on local conditions. • Municipal Zoning By-laws are required to establish minimum densities and various standards to accommodate growth and development. Employment Land Conversions • Municipalities can consider, and landowners can apply for, the removal of land from employment areas in consideration of certain criteria. • It would need to be determined that the land is not required for employment uses in the long term, would not negatively impact the overall viability of employment area, infrastructure and public service facilities are available to accommodate the proposed uses and the Municipality has sufficient employment lands to accommodate projected employment growth to the horizon of the Official Plan. Protection of Employment Uses • All development within 300m of employment areas shall avoid or mitigate potential impacts on the `long term economic viability' of employment uses. Other Changes • Title change from Provincial Policy Statement to Provincial Planning Statement • Municipal collaboration with school boards in the design of schools is encouraged Page 92 of 175 Land uses which may cause a potential aviation safety hazard in relation to airports are now prohibited. 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: This applies to all of the local municipalities. Communication Reauirements: This information should be circulated to all of the local municipalities. Conclusion: The 2024 PPS provides a streamlined province -wide land use planning policy framework that enables more housing to be built faster in a way that protects the environment, public health and safety and manages natural resources. The new PPS will take effect on October 20, 2024. All planning related matters/decisions shall be consistent with the PPS (2024). Staff are currently reviewing the newly adopted County of Elgin Official Plan (OP) to ensure consistency/conformity with the new PPS and aim to provide any required changes to the OP for re -adoption at the September 24t" Council Meeting. Page 93 of 175 Pending any modifications to ensure conformity with the 2024 PPS, the County's OP would need to be finalized and re -adopted by County Council and then sent back to the Province for final approval. All of which is Respectfully Submitted Approved for Submission Diana Morris, RPP, MCIP Blaine Parkin Senior Planner Page 94 of 175 ElginCounty Report to County Council From: Mat Vaughan, Director of Planning and Development Date: September 10, 2024 Subject: Elgin County Centralized Planning Services Recommendation(s): THAT the report titled Elgin County Centralized Planning Services from the Director of Planning and Development dated September 10, 2024 be received and filed, AND THAT County Council directs County staff to proceed with a phased centralized planning services plan where staffing is increased as additional LMP's planning responsibilities are added as outlined in Table 3 of this report, AND THAT Council adopt the tax levy form of compensation to administer the centralized planning services team, AND THAT planning staff return with an annual report outlining the progress and operation of the centralized planning services team, reporting on development review statistics, policy project review, operation expenses and any other metrics used to assess the plan's success, AND THAT County Council approve an update to the By -Law to Appoint a Secretary - Treasurer of the Elgin County Land Division Committee to appoint the Junior Planner as Secretary -Treasurer. Introduction: With the recent approval of the Volkswagen EV battery manufacturing plant, and significant provincial investment, Elgin County is posed to undergo substantial, unprecedented employment and residential growth. To ensure the growth is well managed, it will be vital that the County and its Local Municipal Partners (LMPs) have adequate staffing resources in place. This report will focus on planning staff resources and make recommendations for how and when staffing needs to increase based on workload volumes to maintain adequate and sustainable planning land use service levels across the County. Page 95 of 175 The Elgin County Planning Department is currently responsible for processing a series of Planning Act applications including land division and consent applications, draft plans of subdivisions and condominiums as well as makes recommendations on local official plan amendments. The department also undertakes strategic planning projects like the County Official Plan and other County -wide policy initiatives. The department is responsible for operating the Land Division committee, which considers land division and consent applications from across the County. This report will examine the assumption of LMP planning responsibilities at the County level and explore the necessary administrative steps required to develop and implement a shared central planning system. Background and Discussion: Land use planning and development services plays a pivotal role in managing growth and processing land use applications across Ontario. The practice of land use planning has undergone several changes in Elgin County in the past. Each LMP has attempted to create a planning department but has experienced difficulties in maintaining adequate staffing and service levels. Several LMPs have hired external planning consultants, while others have elected to utilize a shared municipal planning program. Of the seven LMPs, five of them have hired planning consultants, one of them utilize a shared municipal planning program through the City of St. Thomas, and one of them has hired their own planning team. A breakdown by LMP is provided below. Table 1 — LMP planning assistance LMP Planning Service West Elgin External consultant Dutton Dunwich External consultant Southwold External consultant Central Elgin St. Thomas Planning Malahide External consultant Aylmer Internal staff Bayham External consultant Across the province of Ontario, there are many examples of upper tier government (counties) providing a range of planning services to their local municipal partners. Some neighbouring examples include Middlesex County, Oxford County, and Perth County. The planning services that are provided range from strategic policy planning to the intake, processing and making recommendations for all Planning Act applications. Page 96 of 175 Growth pressure is coming On November 14t", 2023, at its Budget Committee meeting, the Committee voted in favour of supporting Option 2 of the Planning Department budget which included the hiring of a Planning Director, Senior Planner, and two Junior Planning staff. The purpose of this decision was to eventually establish a shared centralized planning service that could be implemented to provide a more efficient planning service to the County's LMPs. Council later approved Option 2 for the Planning Department on March 12, 2024 when the 2024 Budget was approved. On Tuesday, February 6t", 2024, Minister Flack attended a Special Council meeting to discuss growth throughout the region including impacts on infrastructure, local business development, and financial planning. At this meeting, it was discussed that an unprecedented amount of employment and residential growth is coming to Elgin County, and the need to establish a strong, customer focused development review team is paramount to the success of growth in the region over the next five to ten years. A planned approach The formulation of a centralized planning system is now in motion. To date, in addition to the existing junior planner, the County has hired a planning director, along with a senior development planner, and planning administrator. This team was established to conduct the day-to-day planning review and approval requirements for Planning Act applications under the approval authority of the County. Moving forward, it is recommended that should the centralized planning system be expanded, that the plan for that expansion include a phased in approach to allow time for hiring and training staff, and transition time away from the current planning service model at each of the LMPs. Now established, the Planning Department is preparing for the next phase of central planning implementation, which includes establishing a phased plan to take on planning review requirements at the LMP level. The plan is broken down into four (4) phases. Table 2 — Phased growth strategy by LMP Phase LMP Time frame Action items • Retain baseline planning staff resources to process County level Phase 1 County only Spring/Summer Planning Act applications and 2024 strategic policy initiatives. • Phase out the use of a private planning consulting firm. • Take on planning responsibilities of 1- Southwold 2 LMPs. & Fall 24 • Begin strategic policy updates for 1-2 Phase 2 Dutton Sprinngg2025 LMPs and County. Dunwich • Retain necessary staffing resources to compensate for increased workload. Page 97 of 175 • Review processes and improve planning system functionality where required. West Elgin • Take on responsibilities of 2-3 more LMPs, spread out across 1 to 2 years. Phase 3 Bayham 2025 - 2026 • Continue and increase capacity to conduct strategic policy updates for Malahide up to 5 LMPs and County. • Retain necessary staffing resources to compensate for increased workload. • Assume planning responsibilities for all LMPs requiring assistance (6-7 LMPs) — spread out across 1 to 2 Central Elgin years. Phase 4 2026-2028 • Continue to increase capacity to Aylmer conduct strategic policy updates for up to 7 LMPs and County. • Retain necessary staffing resources to compensate for increased workload. Phase 1 of the plan is complete. Phases 2-4 are contingent on Council's approval and direction of the recommendation of this report. Each phase builds on the previous phase by taking on planning responsibilities from the County's LMPs. There is also a component of the plan that will establish and implement a policy planning strategy to help update and maintain planning policies across the municipalities and County. It is important to ensure that adequate staffing resources are considered and retained at each step of the phased planning process. This will assist in maintaining a healthy customer service environment and ensure that the application process runs smoothly and efficiently. To determine the appropriate level of staff required to make the plan successful, a research methodology was created. Methodology for developing phased plan As part of the research methodology to develop centralized planning in Elgin County, information was gathered from two-tier organizations across Ontario that have a central planning system and from understanding the planning demands of each of the LMPs within the County. The goal of this research was to find similar organizations that would act as appropriate comparators to Elgin County and then use those comparators to extrapolate future staffing needs based on the municipal planning demands. Page 98 of 175 Two-tier planning review The review of two-tier organizations focused on the following criteria: • Population size • Planning service level o Application intake, review, approval o Policy planning projects (Official Plan review, Zoning By -Law updates) • Form of service (In -person vs. virtual attendance) • # of LMPs serviced • # of planning applications • Inclusion of municipal support staff • Compensation review • Planning team composition (# of positions and by job title) • Additional comments Findings Based on these factors, at this time Elgin County has a similar size, structure and potential planning application volume like Perth County, Middlesex County, Oxford County and Bruce County. A full review of each of the two-tier systems can be found in Appendix A. LMP planning demands A full analysis of the planning workload was conducted for each LMP. This analysis considered the volume of planning applications and policy work that would be added to the County's workload for each municipality that was on -boarded. At full capacity, taking on the workload of 6-7 LMPs, there would be 325 to over 350 planning applications per year plus any and all required policy updates. Based on conversions with the Town of Aylmer staff, it is unlikely that the town will require County planning services for development applications. Without the inclusion of Aylmer, there would still be approximately 325 planning applications per year. There would also be an additional —335 pre -consultation meetings, as well as planning staff attendance at various committee meetings and municipal functions. A summary of the current planning applications and workload at the County and LMP level is provided in Appendix B. The information from this table was then used to estimate the number of staff required (by type) as each LMP's planning responsibilities are assumed by the County. A detailed summary of this estimation is provided in Appendix C. The below table summarizes the estimated staffing requirements for each phase of the centralized planning system. Based on the staffing requirements, phases 2-4 will require additional funding in 2025 and beyond. Page 99 of 175 Table 3 — Phased growth strategy projected staffing needs Phase 1 Retain baseline planning staff resources to process County level Planning Act applications and strategic policy initiatives including: a) Planning Director b) Senior Planner c) Junior Planner d) Planning Administrator Phase 2 Take on planning responsibilities of 1-2 LMPs Begin strategic policy updates for 1-2 LMPs and County. Retain necessary staffing resources to compensate for increased workload: a) +1-2 Development Planner(s) b) +Senior Policy Planner c) +1 GIS Planning Analyst Phase 3 Review processes and improve planning system functionality where required. Take on responsibilities of 2-3 more LMPs, spread out across 1 to 2 years. Continue and increase capacity to conduct strategic policy updates for up to 5 LMPs and County. Retain necessary staffing resources to compensate for increased workload: a) +1 Junior Planner b) +1 Senior Development Planner c) +1 Senior Policy Planner d) +1 Development Planner e) +1 C of A Secretary Treasurer/Agreement coordinator Phase 4 Assume planning responsibilities for all LMPs requiring assistance (6-7 LMPs) — spread out across 1 to 2 years. Continue and increase capacity to conduct strategic policy updates for up to 7 LMPs and County. Retain necessary staffing resources to compensate for increased workload: a) +1 Supervisor of Policy Planning b) +1 Supervisor of Development Planning Budgetary requirements for a phased centralized planning system The following is a list of positions that are required as part of the proposed centralized planning system. The respective base cost of each position is estimated in the below table and is based on the 2024 County of Elgin Renumeration By -Law. Page 100 of 175 Table 4 — Estimated staff renumeration by position Position Title Renumeration Planning Director $133,522 Supervisor of Development Planning $93,998 Supervisor of Policy Planning $93,998 Senior Development Planner $86,350 Senior Policy Planner $86,350 Development Planner $76,224 Junior Planner $69,576 GIS Planning Analyst $69,576 C of A Secretary Treasurer/Agreement coordinator $63,273 Planning Administrator $55,568 Operation cost per phase Based on the staffing estimated requirements for each phase of the proposed centralized planning service, the following is a break down of the estimated operation cost on an annual basis by phase: Table 5 — Operation cost per phase Phase # Planning staff requirements Estimated operation cost Phase 1 1 Planning Director (Current) 1 Senior Planner $345 016 1 Junior Planner 1 Planning Administrator Phase 2 1 Planning Director 1 Senior Planner (Development) 1 Senior Planner (Policy) 1-2 Development Planner(s) $577,166 — $653,390 1 GIS Planning Analyst 1 Junior Planner 1 Planning Administrator Phase 3 1 Planning Director 2 Senior Planners (Development) 2 Senior Planners (Policy) 2-3 Development Planner(s) 1 GIS Planning Analyst $958,939 - $1,035,163 2 Junior Planners 1 1 C of A Secretary Treasurer/Agreement coordinator 1 Planning Administrator Page 101 of 175 Phase 4 1 Planning Director 1 Supervisor of Policy Planning 1 Supervisor of Development Planning 2 Senior Planners (Development) 2 Senior Planners (Policy) $1,146,935 — $1,223,159 2-3 Development Planner(s) 1 GIS Planning Analyst 2 Junior Planners 1 1 C of A Secretary Treasurer/Agreement coordinator 1 Planning Administrator Note: The estimated costs above do not include other costs such as contributions to OMERS or benefits (which typically add a value of approximately 28%), nor are subsidiary costs like equipment, office supplies, or staff development expenses included. It should be noted that other additional costs will also increase to support a larger planning team such as but not limited to IT support and IT infrastructure. While the above table represents the best estimation of staffing needs and costs over the phased growth period of the planning department, it should be noted that these estimates are subject to change and will be revisited and monitored often to ensure that staff are only hired where needed to maintain a strong customer service level and that those decisions are fiscally responsible. Revenue and Forms of Compensation As part of gathering information from each of the County's LMPs, the question of compensation was raised. While most LMPs requested that planning services be compensated to the County in the form of a tax levy, some suggested an hourly rate, or the use of planning fees. Each will be explored below: 1. Levy contributions 2. Planning application fees 3. Hourly billing Tax Levy Contribution The tax levy system would work by adding up the total operating cost of the County's planning department and split it equally as a county tax increase across the seven LMPs. The benefit to this form of compensation is that the cost is divided and spread out to all residents across the County. In this system, the resident (taxpayer) would be the primary contributor to financing the County planning department. This system is the most simple and easiest system to administer. Page 102 of 175 Hourly billing The hourly billing system would work by the County providing planning services to specific participating LMPs and then invoicing those municipalities for the hours worked on various development and policy related planning matters. Through this system, only those LMPs benefitting from the planning services would be invoiced. The municipality would then take this cost and have it compensated by way of a local tax increase to its residents. In this system, the local taxpayer would be the primary contributor to financing the County planning department. This system would be the most challenging and complex system to administer. Planning application fees The planning fee system would work by the County creating a standardized application fee schedule for all participating LMPs that would be aimed at achieving cost recovery of the department's operating cost. The County would set the fees, collect the fees, and use the fees to finance the planning department. In this system, only policy related projects would be required to be compensated through either hourly billing to the participating LMPs, or through the tax levy to all municipalities. The intent behind this system is that development would pay for development rather than it being passed along to the residents. This system may be difficult to set up and manage as all LMPs would need to support the fee structure for it to work. Also, a percentage of the fee would need to be apportioned to each participating LMP for helping with technical review of an application. The fee schedule would be recommended by planning staff and approved by County council. While most planning departments across Ontario are not 100% funded through planning fees, the fees help to mitigate much of the tax burden to the taxpayers and help to encourage adequate staffing levels provided to process applications in an efficient and timely manner. This year, the County planning department is expecting total revenues to be approximately $150k. This amount could have easily been doubled if the fees were more reflective of a 100% recovery rate of staff time. As part of the 2025 budget, planning staff will be conducting a cost recovery analysis of the County level planning fees and will bring an updated planning fee schedule forward for County council consideration. Financial Implications: The financial implications of forming a centralized planning system will be phased in over a four (4) year timeframe and will vary depending on the ultimate amount of planning services that are provided from the County to the LMPs. Additional staff will be required as each of the LMPs is onboarded, and planning responsibilities transferred to the County. The overall cost to the resident will depend on the type of financial compensation that is utilized. This was discussed under the Revenue and Forms of Compensation section of this report. Page 103 of 175 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, resources, and need. and agricultural growth. infrastructure to deliver programs and services ® Exploring different ® Fostering a healthy now and in the future. ways of addressing environment. community 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 proposed central planning service will benefit the local municipal partners by providing a consistent, efficient and effective planning service that helps to promote fiscally responsible and well managed growth in each of the communities. Communication Requirements: None at this time. Conclusion: With recent provincial investments, Elgin County is about to experience unprecedented economic growth that will have cascading effects in the County's residential sector. It will be important to position the County's staffing resources in a form that is ready for the influx of planning applications and to set in motion updates to County and municipal land use policies. This report has focused on developing a phased approach to creating a centralized planning team capable of providing customer focused, efficient and fiscally responsible land use planning services. It has examined other two-tier municipalities to develop a list of comparable organizations as a means of projecting team needs. LMP planning needs have been reviewed and analysed for workload requirements and staffing needs. Finally, three forms of compensation have been highlighted for discussion on how to approach the administration of a centralized planning system. In review of these factors, I recommend the following: That Council proceed with a phased centralized planning services plan where staffing is increased as additional LMP planning responsibilities are added as outlined in Table 3 of this report. Page 104 of 175 2. That Council adopt the tax levy form of compensation to administer the centralized planning services team. 3. Planning staff return with an annual report outlining the progress and operation of the centralized planning services team, reporting on development review statistics, policy project review, operation expenses and any other metrics used to assess the plan's success. Lastly, as part of the Planning Department's new staffing plan, Elgin County's Planning Technician has the new title of Junior Planner. Currently the By -Law to Appoint a Land Division Secretary -Treasurer names the Planning Technician as the Land Division Secretary -Treasurer. As this position no longer exists at the County, it is prudent to make a small update to this By -Law that changes the title of the appointed Secretary - Treasurer to Junior Planner. All of which is Respectfully Submitted Mat Vaughan, MPlan, RPP, MCIP, CMMIII Director of Planning and Development Attachments: Approved for Submission Blaine Parkin Chief Administrative Officer/Clerk Appendix A — Review of two-tier planning systems Appendix B — LMP planning needs Appendix C - Phased growth strategy projected staffing needs Appendix D — Updated By -Law Page 105 of 175 Annendiz B - Municipal manning needs LMP Current staff (in- Council/ CofA meetingtime/ Need in -person Compensation house) Using consultants. #ot Planning Applications Planning needs Frequency availability preference Council meetings aretwice a month 2021- 16 consent, 14 mv, 11 zba, 4spc, 1 condo =46 (planning could be once or twice a Deputy clerk Ontywith 2fites (Paul 2022-17 consent,9mv, 14 zba,2opa,=42 Everything planning month) 1-2days aweek - Southwotd helcswhen Hicks), otherwise no. 2023-9 consent, 2mv, 9zba, 3spc, 2subdivisions, 2condo =27 related. Those meetings are in -person and otherwise remote. Levy needed 2024 y[tl-4 consent, 4 mv, 2 zba, 2 spc, 1 sub, = 13 remote- planners could be remote. Council is also C ofA 2021-11 consent, 12 mv, 15 zba, 5spc, 1 plc=44 ass Dutton iConsultant (35 hours/ 2022-75 consent,4mv, 77 zba,ispc,iopa =32 ass Everything planning PM / second and fourth wed of month 7-2tlaysaweek- Dunwich None. wk) 2023-72 consent, 3mv, 77 zba =26 ass related. (could zoom in) otherwise remote. Levy 2024-3 consent, 2mv, 4 zba, 2 heritage designations, =11 ass Council is also Cof A. Council meetings are second and Part time help 1Cc nsulta nt(20 Everythi ng bm nni ng fou rth Thu rsday of the mo nth -inina West Elgin from clerk hrs/week) 30 -40 (zoning,mv, site plans (2),subtlivisions (6 on -going)) related. late afternoon 4pm. Sday aweek Levy Con nci l is also C of A. Planning coordinator (35 2027 - 78 consent, 26 mv, 79 zba, 8 spc, 2 opa, 7 so b, 77 p re -con = 64 a ps Bayham hours/week) Yes-Arcatlus 2022-11 consent,10 mv, 21 zba, 4spc, Boca, 2 sub, 10 pre-con=44 ass Everything planning PM/oncea month 1-2daysaweek- Levy retiringintwo 2023-79 consent, 70 mv, 73 zba, 6spc, 5opa, isub, 70 pre -con =34ass 2024 (to date) 16 consent, 11 mv, 20 zba, 3 spc, 2 opa, 0 sub, 4 pre -con= 52 ass related. otherwise remote. years Ho rty at the Yes - Mo nteth Brown -do mo ment, to ke all planning reports -1 Twice month - first and third desosits from Malahyde Planning planner workingthe re application }is comparable to Bayne Everything planning Thurstlay at 7pm No residents, fees feeh/admin fulltime for us (35-40 relatetl. Planni ng applications each time are based on hours a week) Virtual attendance is ok time of consultant. Page 106 of 175 Yes -Central etgin planning office (St. Thomas) 4-5 planners (planning tech doing mv, senior planners tloingzoning 2021- 15 consent, 17 mv, 19zba, 4spc, 1 tlpa/contlo,pre-con 76, 3opa=56 not including andopas) pre -cons Need work done o n the 2022- 21 consent, 13 mv, 13 zba, 2 spc, 3 tlpa/contlo,pre-con 73, 3opa=55 not inctutli ng Everythi ng bm nni ng C of Aantl Council are the same. Lump -sum based Central Elgin Atlmin staff policysitle ofthings pre -cons related. Oncea month In -person on historical The consultant does pre- 2023-77 consent, 25 mv, 74 zba,7spc,Otlpa/contlo,pre-con 65,4opa=67 not including meetings a re n the evening volume cons and reports. Need pre -cons workinthe environmental planning Consultants doing consoltliatio ns from a zoning perspective. Page 107 of 175 First and third wed of the month at Aylmer manager none 10 or less mv, 10 or less zoning, 5-7severances, Policy planning help night 7pm. no Fee for service 1 planningtech Attentl in person Page 108 of 175 Am endix C -Phased growth strateev oroiected staffing needs Planning Cumulative Staff Phase Responsibility compliment Additional staff needed Cumulative # of applicailonslyr and other duties Added work by municipality Cumulative Operation Notes 100 conse its, 5 sub/condo, 1-2 Opp, 50 pre -cons, County (OPAs, 1 D (rector County level enquiries, County policy projects 1 La no division, 1 Se nior Dev Planner N/A County comm utes N/A With this staff compliment, we ca n work on county level policy and Sub/Condo) 1J unior Planner development projects only 1Planning Admin -110 applications/yY 100 conse its, 5 sub/condo, 1-2 Opp, 50 pre -cons, County level enquiries, County policy projects, 10 my, 10 zbl, 4 spc, 25 pre- 1Director 1 Se nior Dev Planner I I, I I II I o! If 7/ li A I� , Vlan� ° >nel l' oi i_ cons II dI I I hA r,yI 4dhfr1 ,s [I j I ,,,l fF'aial Pk, /oi ilnyl, I I:ti I il�, I ,l „I l� ,i 1Dev Planner � :,II I lay/.I. ,.I I,<;, Co ,l/fn`A. need for l In-house planner ll l'rc I rr I I I 2 Southwold II);II 1 Senior Policy Planner* Ir. I 1day/wk II Ir1,'iI II ,,m^I I:,,II I I ol 1J unior Planner h J -- HI,i qe- h ',I i)i] *l,y I, J ;t Added meetings and II- I II r; ,b.111, 1Ptanning Admin enquiries li, tppl y Atltletl policy projects f)I I `I 100 consents, 5 sub/condo, 1-2 Opp, 50 pre -cons, *note: Director and Senior Policy Planner required to help 1 Director County level enquiries, County policy projects, 5mv, 11ZBAs,2SPC, 20 pre- assigned LMPs with policy related projects like Local Official 1 Senior Dev Planner IS minor variances, )1 ZBLA,6 site plans i,, additional pre -cons cons Plans, Zoning By -Law Updates, etc. 1 Senior Policy Planner* 1Dev Planner In-house planner(1-day/wk)z7, township committees x), Cori need for l In-house planner 3-4 small projects per/yr, or 1-2 large project perAn 2 Dutton Dunwich )Dev Planner 1 CIS Planning Aiayst r)• Township enquiries r), 1day/wk I ,I I Development Planner is assigned to Southwold,nd Di.frI 1J unior Dev Planner Township policy projects 3-4 small projects per/yr, or 1-2 la rge project Atltletl meetings and U. I I rich with Senior Dev Pro nner as back up 1 Planning Admin per/yr enquiries Director and Senior Dev Pro nner work through County OPAs, I GIS f l rlysl I ,I, 3ppl , Atltletl policy projects Subdivisions and OLT files. *note: Director and Senior Policy Planner required to help 100 consents, 5 sub/condo,: opa, 50 pre -cons, assigned LMPs with policy related projects like Local Official 1 Director County level enquiries, County policy projects, 30 my, 10 zba, 2 son, 20 pre- Plans, Zoning By -Law Updates, etc. 1 Senior Dev Planner iS minor variances, 37 ZBLA, 8 site plans , additional pre -cons cons 3-4 small projects per/yr, or 1-2 large project perAn 1 Senior Policy Planner* in-house planner (1-day/wk)r3, township committees r3, Cori need for l In-house planner 3 West Elgin 2Dev Planner 1Junior Planner r3, Township enquiries r3, 1day/wk Or II IaP II _ I,'!,tl , dr.. Ij� o i I to[l I .oI pL� 'rs J unior Dev Panne r Township policy projects 3-4 small projects per/yr, or 1-2 la rge project Atltletl meetings and -'Il ,n . II .arll Iv;. II nn, I 1 Planning Admin per/yr enquiries I,l ,I ,. .Pk, "Idpro 1GIS Planning Aiayst Atltletl policy projects Director and Senior Dev Pro nner work through County OPAs, I, 3Ppl Subdivisions and OLT files. Page 109 of 175 -note:) r Senior Policy Planners required to help assigned LMPs with policy related projects like Local Off!cia I Plans, 100 consents, 5 sub/condo, 1-2 opa, 50 pre -cons, Zoning By -Law Updates, etc. 1 Director County level enquiries, County policy projects 16 mv, 20 zba,6spc,2opa, P 1 p Y.or, �h large ro ect as , 8 sma It projects per / r g project p y 2 Senior Dev Planner ,P minor varances i] ZBLA,] 3 site plans 0IIA i,Padditlonal pre— 25 pre -cons One Development Planner is assigned West Elgin, and one Senior Policy Planner* 1 Senior Dev Planner cons need for l in-house planner development planner assigned to Southwottl I Ij,i pn: 3 Bayham 3Dev Planner 1 Senior Policy Planner In-house planner(1-day/wk/township office),, township committees 1day/wk ICI ,lem. Two junior planners split Dutton 2J unior Dev Planner 1Dev Planner x,, Councit/CofAx,, Township enquiries xis, Atltletl meetings and D nwch with Senior Dev Planners as back upfor all four Admin nPtangnng Township policy projects , tssmall projects per/yr, or �2-n large project enquiries townships. 1 CIS Analyst per/yr spread between fotownships u r Added policy projects II r I h3rur ,h ma II q,� .rn Ol=s PpI 4s[I. sr Senior Dev Pip nner work through County OPAs,Subdivisions and OLTfites. *note: 2 r Senior Policy Planners required to help assigned LMPs with policy related projects Iike Local Official Plans, Zoning By -Law Updates, etc. t,-8 sma It projects per /yr, or 2-A large project per/yr 100 consents, 5 sub/condo, 1-2 opa, 50 pre -cons, 0 1) Iol, l" .i I"iid )w.on 1 Director County level enquiries, County policy projects, I� ,I 2 Senior Dev Planner ,'3 minor variances, 7]ZBLA its site plans,,' pre— 15 my, 20 zba, 5 see, 2 opa, l f) I� p I rl,a,l II'aal Ie, 2Se nior Policy Planner* 25 pre -cons Irrii wi : ,, I .rl,l. 3 Dev Planner 1C ofA Secretary cons need for l In-house planner .IIr �wd 3 Malahitle 2Junior De Planner Treasurer/Agreement in-house planner (1-day/nshi nship otf ce)r S, township committees ltlay/wk 1 VIIfnf/,I -. I:a� rl.h"J. and f, ofA , I �� .r/ Coordinator xS,Counc t/CotAxS,Township enquiries x,, Atltletl meetings and rr II I II N� ser f unator Township policy projects small projects per/yr, or large project 32-A enquiries 1 Ptann ng Adm'n per/yr spread be4veen fi. ,townships Atltletl policy projects d I I) 'I I,'l �r rn a I I II,. i.h fils 1 CIS Ptanning Analyst Irl,lJ wi I I, r I)eIII .nklI ,I f,r l.y Ol'A , I,I �i_,n_ and OI. I'files. f ri , 'III II f;ofA 1.11 Page 110 of 175 I, l I i,;id 2x Senior Policy Planners required to help assigned townships with policy related projects like Local Official Plans, Zoning By -Law Updates, etc. 1 Director / I P smaIt projects per/yr, or 3- 5 large project per/yr I ;u j,' r`Ifrl 1 100 consents, 5 sub/condo, 1-2 Opp, 50 pre -cons, One Development Planner is assigned to West Elgin and Dutton l County level enquiries, County policy projects Dunwich, 00 minor variances, 86 ZBLA plans SOPA Iadditional ",�e- 25 my, 15 zba, 7 spc, 4 opa, One Development planner is assigned to Bayham and Malahide, Ilrnningsite 1 Supervisor of Policy cons 66 pre -con One Dev Planner assigned to So th old andfll [�;in I .h 2Senior Dev Planner Planning in-house planner(1-day/wk/township otfce)xo, township committees need for lln-house planner Ir Ivls, I 1p) 4 Central Elgin 2Seror Policy Planner* 1 Supervisor of x6, Counct/CofAX6, Township enquiriesxo, 1day/wk T olunior planners and CofASec provide assistance with MV, and 3 Dev Planner Development Planning Township policy projects, l P small projects per/yr, or i� large project Atltletl meetings and consents for all ;irtownships. 2Junior Dev Planner per/yr spread between sirtownships enquiries 2x Senior Dev Planners help planners with altfive townships with 1 C otA Secretary Treasurer/ Atltletl policy projects complicated fifes and work through County OPAs, Subdivisions Agreement Coordinator and OLTfites. 1 Planning Admin l Director focuses on department operation and helps with fifes 1 CIS Planning Anayst where needed. lx CofA Sec/Agreement coordinator operates alt township CofA with Admin as backup mid S j n of fi>%ir 1 Supervisor of Policy and 2x Senior Policy Planners required to help assigned townships with policy related projects like Local Official Plans, Zoning By -Law Updates, etc. 1 D (rector 7-10 small projects per/yr, or 3-5 large project per/yr 1 Supervisor of Policy One Development Ptanner Is assigned to West Elgin and Dutton Planning 100 consents, 5 sub/condo, 1-2 opa, 50 pre -cons, Dunwich, 1 Supervisor of Development County level enquiries, County policy projects, One Development planner is assigned to Bayham and Malahide, Planning 100 minor varia nces, 86 ZBLA, 25 site plans, 8 OPA, 175 additional pre- One Dev Planner assigned to Southwoltl and Central Elgin (with 2 Senior Dev Ptanner cons Dev Supervisor's help) 4 Aylmer 2Senior Policy Planner- In-house planner(1-day/wk/township otfice)x6, township committees added policy review Twain—, planners and CotA Sec provide assistance with MV, and 3 Dev Planner x6, Councit/CofA x6, Township enquiries x6, consents for all six townships. 2Junior Dev Planner Township policy projects 7-10 small projects per An, or 3-5 large project 2x Senior Dev Plannershelp planners with altfive townships with 1 C of A Secretary Treasurer / per/yr spread between s,, w n townships complicated fifes and work through County O PAs, Subdivisions Agreement Coordinator and OLT fifes. 1 Planning Admin -325 applications/yr Director focuses on department operation and helps with fifes 1 CIS Planning Anayst where needed. lx CofA Sec/Agreement coordinator operates alt township CofA with Admin as backup and Supervisor of Dev Planning manages CofA Page 111 of 175 Appendix A- Review of two-tier Planning systems # of #of Planning LMPPs County Population Type of Service Form of Service LM Compensation County staff # applications support staff Serviced 1 Manager 1 Senior Policy Planner In -person office 4 Development Planners Levy application / Perth County -82k Planning (all) hours (2 days a 4 of 4 -192/ yr (2023) none. 1 Planning Associate (basically a junior week) fees planner) 1 Secretary-Treasurer/Admin 1 Summer Student Director 2 managers In -person office 350local /yr 0 senior planners Middlesex County -72k Planning (all) 8 of 8 planning admin Levy hours 6 planners 1 planning coordinator 2 GIS technicians 1 director 2 managers (policy / development) 2 senior planners 5 development planners 2021-546/yr planning admin n-person office 2-3 Levy/ application 4 policy planners Oxford County -111k Planning (all) 8 of 8 2022- 482 /yr (variances and days per week fees 1technicalplanner 2023-397/yr site plan only) 1 planning technician 1 land division committee secretary 2 divisional assistants 1 admin assistant Page 112 of 175 1 director of planning 1 manager of planning 3 sr planners 2 intermediate planners and 3 planners planning admin Planning(all)except Levy application 3 application techs Bruce County —68k centralized office 8 of 8 —300 / yr and C of A sec, site plan control fees 1 admin assistant SPC admin Also 1 GIS specialist 1 GIS coordinator 1 GIS technician Director of Planning and Economic Development Planning (all) In -person once per mixture 2/3 have FrontenacCounty —26k 3of4 —120/yr Hourly billing Manager of Community Planning Admin week support staff 1 Project Manager/Senior Planner 2 community planner (1vacant) Director of Planning and Economic Development Services Planning (all)* United Counties of in-house planning 2 Senior Planners Admin* In -person office Stormont, Dundas and —63k 4of6 unknown adminorjunior Hourly billing 1 Planning Technician/Junior Planner *Note: only providing hours Glengarry planner position full services to 1 local 1 Land Division Coordinator Administrative Assistant (shared) Approval authority for local Official 1 Director, Mostly regional In -person office Plans for 16 locals have 2 Managers, planning unless hours, townships planning 2Supervisors, County ofSimcoe —350k 25opas/yr unknown contracted to do local Considering Roving Approval departments and 2 Senior Planners, service planner authority for operate well 3Planners, 2/16 for 1 Planning Tech subs/condos, OPAs Page 113 of 175 1 Director Planning (all) MOU — hourly rate Dufferin County —62k including policy unknown 2 of 8 — 110 /yr none. with Cap on # of 1 Senior Planner 1 Development Planner updates hours per week 1 Planning coordinator 3 planning managers policy, development, environment 1 arborist policy-1 senior CIS - in policy 2 techs and 1 specialist Wellington County —91k Planning (all) in -office hours 3of7 incomplete planning admin flat fee, or hourly development -senior and intermediate, junior environmental - senior and intermediate 1 land division - secretary treasurer 1 clerk / planning admin 1 planning admin for department 1 manager Planning (all)* 1 senior planner a portion of the Renfrew County —90k *Note: only upon Situational 10of17 —200/yr Situational 2juniorplanners application fee request 1 secretary CofA 1 planning admin Regional planning Northumberland County only Presscott-Russell Regional planning County only United Counties of Regional planning Leeds and Grenville only Page 114 of 175 ElginCounty Report to County Council From: Jennifer Ford, Director of Finance/Treasurer Date: September 5, 2024 Subject: Grant and Sponsorship Policy Recommendation(s): THAT the report titled "Grant and Sponsorship Policy" from the Director of Finance dated September 5, 2024 be received and filed, and; THAT the Council of the County of Elgin hereby adopts Option # to ensure a fair transparent process for all requests that are brought forth for consideration of funding by way of grant or sponsorship using public funds, and; THAT staff be directed to implement the new policy in readiness for use during the 2025 budget year. Introduction: Development of policy helps to inform best practice and outline Council's expectations related to their strategic delivery of services within their sphere of jurisdiction. Staff in various business areas have been tasked this year with either the development of new or changes to existing policies that have relatively the same needs. To avoid conflict between these policies, this opportunity was used by Economic Development, the Rural Initiatives Committee, offering the Community Grants Fund Program, and the Finance Department to collaborate and congruently align these policies into one overarching policy that will provide direction relative to Council's expectations within these business areas. The result is a new Policy known as the Grants and Sponsorships Policy. This report provides further information relative to the considerations made and the research done to inform Council's decision and this policy. Background and Discussion: Council has expressed their desire to be provided with more information about their jurisdictional boundaries in order to inform difficult and thought -provoking decisions around the spending of Municipal Funds and more directly the support of agencies Page 115 of 175 outside of its mandated functions. Growing pressures on the Community Grants Fund and Economic Development has also emerged relative to increased asks for Community support of events and other area needs. Council has deliberated on many occasions as it relates to their responsibility to support these special requests within the authority that has been delegated to it by the Province of Ontario. This report attempts to provide focus on the facts of "What we have to do", "Why we do it", and determine if there are any best practice examples that may help to inform this process. Policies that support Municipal Spheres of Jurisdiction: With Council and staff turnover, it is no secret that Municipalities across Ontario continue to experience the need to refresh their knowledge base by defining what they do on a regular basis. The Financial Accountability Office of Ontario also regularly invests in many studies. Staff have provided a reference to information from 2021 related to Infrastructure that municipalities currently own to further illustrate municipal levels and areas of responsibility: 1unn«^� //�r�� u��P��i�u ��!I:.�i��i�u/II��II��¢i/II�''"«ull�Ilu��e��;�nu��i�u°�/u�i��«ui��uu�wull�e��ll �uif:ulue��° nq::«u��.;n�«uu��()��,.:' Generally speaking, Municipalities were created by the Province to further Provincial initiatives locally. Municipalities are considered an arm of the Provincial government and while they are allowed leverage to create By -Laws, and to tax, the Province still maintains control of what municipalities can do through restricted funding and legislation such as Regulations, and Acts. Municipalities are governed by municipal councils. The job of municipal councils is to make decisions about municipal financing and services within their jurisdiction. It was interesting to hear at the MP and MPP luncheon how upper level elected officials also regularly discuss Jurisdiction between Federal and Provincial governments. They often have to remind each other about who is responsible for what to avoid infringement on each other's jurisdictional boundaries. Within the Municipal Act, 2001 (the "Act"), there exists broad authority for a municipality to govern its own affairs as it considers appropriate and to enhance the municipality's ability to respond to municipal issues. This broad authority is supported by section 9 of the Act, that confers natural person powers onto municipal corporations. However, municipal powers are circumscribed by statute. By way of example, seciton 11 of the Act delineates the functions of municipalities regarding their ability to pass by-laws and regulate certain areas of municipal affairs. The following table indicates some of the areas of municipal spheres of jurisdiction within the Municipal Act 2001: Page 116 of 175 Sphere of. Muunicipa In addition, the Province has delegated many other responsibilities to their Municipalities that further mandates support through local taxation at the local level. The chart provided below outlines Municipal areas for Upper and Lower Tiers that guides other important and required municipal investment as set out by the many Acts that govern daily workloads. These Acts include but are not limited to: Jurisdiction Why we do it Specific References Read more (copy paste to browser) How are we doing ? (Council has said) Municipal Act See Pictograph Entire Act https://www.on Costs of construction and 2001 above (references to tario.ca/laws/st capital assets rise as "Municipal" is atute/01 m25 unknown Growth predictions 3,426) loom ahead & Payments to LMP's from POA fines decreasing which is not as prom ised Ambulance Act, Delivery of Section 6 and https://www.on Provincial funding is 1 year R.S.O. 1990, c. Service and all other tario.ca/laws/st behind for Ambulance - when A.19 Payment for related atute/90al9#B increases to service is Ambulance sections (150 K8 approved there is significant Services budget impact - Community Page 117 of 175 references Paramedicine remains fully (refs)) funded but not yet an ongoing Provincial commitment Health Protection Delivery of Section 1 and https-//www.on Public Health Unit — and Promotion Service and beyond (90 tario.ca/laws/st Continued increases on Act payment for refs) atute/90h07#B Municipal Partners imposed Public Health K57 by SWPH is fully on the Units Counties involved Provincial Share is lagging well below promised 25% adding large increases annually to budgets — Council has determined this is not sustainable Fixing Long -Term Requirement to Section 121 p r.. �. �.;�e�,.11 r� rr rr c,j zt"3 $24,000 per bed of tax Care Act, 2021 operate no less and beyond raised annually to support 3 than one LTCH (129 refs) "e/.2..:.1..:2.` LTCH's is high Planning Act Local Planning (1092 refs) https://www.on Currently exploring this as a tario.ca/laws/st RSO 1990 Authority and shared service with LMP's to atute/90pl3#B reference to better serve the County — K22 other Acts Efficiency of Service as needs expected to increase due to Growth Conservation Stewardship of (236 refs) https-//www.on Tree and Weed Inspector Authorities Act Watershed tario.ca/laws/st supported by KCCA and U within Planning atute/90c27 and LT Levy — Costs and Source imposed by KCCA Protection Clean Water Act Source Section 86 https-//www.on Cost of Clean Water 2006 Protection (180 refs) tario.ca/laws/st continues to rise at Local atute/06c22#B level putting strain on LMP's K91 Sustainable Public Waste Reporting if https://www.on Reporting guides how this Water and Water or Water supplying tario.ca/laws/st service is charged out and Sewage Systems Services Services (43 atute/s02029 what to report back —AlI Act 2002 Reporting Refs) LMP's say cost of WWTP's are not sustainable Public Libraries Establishment Section 6 and https-//www.on Council Serves as the Board Act 1990 of Board and beyond (88 tario.ca/laws/st to the County Libraries — This running of refs) atute/90p44 is non -optional for residents. Library Community Establishment Section 22 and https-//www.on Changes to Act changing Safety and of a joint Beyond (417 tario.ca/laws/st landscape of this item - Policing Act 2019 PSBoard and refs) atute/19c01 Costs expected to increase funding required but impacts are unknown. Page 118 of 175 Ontario Works Delivery of Section 38 and https-//www.on Shared service with City of Act 1997 Service and beyond (61 tario.ca/laws/st St. Thomas — Costs continue payment for refs) atute/97o25a# to rise share of Service BK59 Child Care and Delivery of Section 1 and https-//www.on Shared service with City of Early Years Act Service and beyond (31 tario.ca/laws/st St. Thomas — Costs continue 2014 payment for refs) atute/14c11#B to rise — more spaces need share of Service K58 to be built Housing Services Delivery of Section 11 and https-//www.on Shared service with City of Act Service and beyond (113 tario.ca/laws/st St. Thomas — Costs continue payment for refs) atute/11 h06#B to rise — More share of Service K2 affordable/attainable housing is a must Hospital Act 1990 Burial of Section 25 to https-//www.on Covered by shared service indigent persons 28 tario.ca/laws/st partnership with City of St. (27 refs) atute/90p40?s Thomas. earch=public+ hospitals+act# B K24 Assessment Act Rules of All Sections https://www.on Rules help guide ratios and Assessment (378 refs) tario.ca/laws/st rates at the municipal level. based on atute/90a31 Who pays what classifications Regular review of these Acts is required to ensure that lines of authority are not blurred within legal boundaries of authority. It may be difficult for the general public to navigate these complex areas of authority as it relates to different levels of government. Since municipalities are the most accessible level of government to constituents often local Councils receive criticism for underfunded service areas that may be beyond its control. Council's must consider their decisions carefully to ensure that public pressure does not translate to municipal financial support of areas that are controlled and overseen by other levels of government. Further educating the public on how to lobby and advocate for these areas at their proper level of government is more suited to a municipal role. The power to make grants is a specified power of municipalities at section 107 of the Act. It authorizes broad power to make grants, on such terms as to security and otherwise as a council deems appropriate, to any person, group, body, etc., within or outside of the municipality for any purpose that a council considers to be in the interests of the municipality. The power to make grants is then restricted by seciion 106, which prohibits municipalities from giving a grant that creates an undue advantage to a commercial or industrial entity. In short, municipalities ought to stay out of interfering in the economics of the free market to one entity's gain over others. It is easy to see how this specified power could expand beyond the scope of the municipality's own current needs. A policy like the Grants and Sponsorships should include context and understanding related to this power, including funding parameters that contain expectations of outside groups to ensure that Council retains control of the program by not going well beyond the borders of what you have to do. Once the borders of the budget are inflated, it is difficult to pull back the investments made in order to keep budgets within the ratepayer's ability to pay. Council recognizes that decisions made at Boards and Page 119 of 175 Council levels directly impact our business areas and may not directly be due to Provincial downloading. More directly, the Grants and Sponsorships policy should provide guidance, criteria and eligibility requirements for what council considers to be within the interests of Elgin County and within the budget set for our own needs. Financial Implications: Policies that make sense and manage expectations: At a recent meeting of County Treasurers, the question was posed related to the grant or donation of municipal funds. Many Counties indicated that they struggle to provide a reasonable taxation rate that meets budgetary requirements and therefore there are no grants allocated within their budgets. Other Counties indicated that they do provide grants in the $75,000 range but have received asks up to the $200,000 range. All requests are guided by specific policies and procedures. Organizations are expected to submit asks for consideration early in the budget process to enable due diligence and, very often, requests are not moved forward due to budget restraints. Staff recently noted that the City of London passed a 4-year budget plan with expected increases in the ranges of 8.7% for 2025, 5.7% for 2026 and 6.7% for 2025. In order to find savings and areas of revenue opportunity, the Mayor has struck a task force called the Strategic Opportunities Review Working Group. The Working Group debate included the potential pause of a long-standing annual community Grant program. To put this program into context, The City of London has over a $1 B budget and the Grant program being debated is worth $750,000. During the discussion of what to allow and what to remove from their grant program, one point that came out was related to a funding request that they received for $40K to replace a gymnasium floor owned and operated by a local not -for -profit. The discussion outlined that the City has its own community centers in desperate need of repairs and upgrades which are not being completed due to budget underfunding yet they are considering granting funds to an agency that has tremendous fundraising ability in order to repair their own floor. A few recent news articles for review on the above discussion: unnll"�°e SS (rC)ui1 11 uE Wso.... a�news/de)ane on 2g.:nennua uai� s�u° I u t-)i eIIIi "ad wlii �", uts::to Therefore, when it comes to a Grants and Sponsorship Policy, the policy should make sense and should also allow for funding pausing in times of Municipal need without pressure from outside entities. Grant fund allocations should be separately approved each year, and in advance, so that Council and the community are informed as to whether there will or will not be a program to apply for during the upcomingre fiscal year. As discovered in the City of London example, such a policy will be subject to many community groups making application for varying project needs and possible backlash when a review of such a policy is being undertaken. Page 120 of 175 After a review of the above discussion at the City of London, it is relevant that we proceed with a clear mindset on the reality of taxpayer ability and desire to sustain such a Policy in perpetuity. 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. Alignment with Strategic Priorities in relation to a new Grant and Sponsorship Policy is necessary to avoid debate on what Council views as their guiding responsibilities relative to County finances versus Community responsibility. Over the years, budget review has shown some overextension or "scope creep" in the areas of what we must do. Council has this opportunity to decide if a Grants and Sponsorship policy meets its strategic priorities and is worth the investment or if the decision to move in this direction is adding to the roadblocks that stand in the way of achieving Council goals relative to spending restraint. Focusing on the must do's or those things that are under Council's direct control and have a direct responsibility for may be the most direct road to meeting that goal. Council has already successfully identified some of these areas of pressure and is now trying to decrease costs to maintain budgets within the scope of taxpayer ability to pay. Staff have compiled some examples which are reflected in the chart below: County Initiative Council Concern Alignment with new Policy Terrace Lodge fundraising To raise funds for Terrace Council supporting others with a Committee Lodge "other" items not grant when we have not fully supported by supported ourselves first construction costs to not burden taxpayers Page 121 of 175 Terrace Lodge Rebuild This debt will be taken Expected increases are planned out in the next fiscal year for 2025 and 2026 at $500K to support the $1 M not funded by Province Decrease cost of Public Council has identified Council would invite additional Health Unit to reduce that the Province needs dependence upon public funds burden on Ratepayers to increase funding to by inviting non mandated areas meet their promised of support through a Grant Policy share of 25% related to Public Health Decrease Cost of Long- Advocating to lower Reduction of spending should Term Care municipal burden on the ratepayer translate to Taxpayer savings or support to reduce burden on for a service that is within spending on own core assets Ratepayers our control Intake at the County Homes What you pay taxes for Council expressed concern that does not prioritize County should provide some the Province maintains the right Ratepayers who have direct benefit but Elgin to place individuals outside of supported these spots ratepayers do not have where they may have paid taxes through property tax priority close to home in ' a Provincial LTCH �i;; r/II '��E��li� r/i Ye s y stem �,,r .. . 2022 Spending and Reserves Policy keeps Staff and Remove subjectivity to ensure should be aligned with Council focused on a programs are focused on Council Strategic Plans common goal and Strategic Mission, Vision, and reduces or alleviates Values to ensure spending aligns scope creep to keep with overall County goals. costs down. Delegations at Conferences Advocating for additional Fiscal restraint in all areas by funds for Long Term staying in our lane and Care, Infrastructure demonstrate our commitment to Capital, potential new fiscal areas of need due to impending growth Capital needs relative to To fully understand Staff have identified asset current and future Asset County needs relative to funding gaps that are putting us Management Current and future behind normal investment in own infrastructure — Further assets Further studies required external consulting GAPS identified. Interest free Loans for Support for LMP's helps Good program to support growth Library space enhancement local budgets and that is already in place for a and expansion ratepayers. mandated program. Page 122 of 175 Introduction of an overarching policy: As requested by Council earlier this year, and as mentioned above, Staff have collaborated to provide a new policy for Council's consideration that includes provisions for a larger Grant and Sponsorship Policy. Council consideration is required at this time to decide whether this policy meets the parameters as requested earlier this year. The Grant and Sponsorship Policy was designed to manage community group expectations by providing defined access to County funds and defined options for Council to determine how it wants to fund the program and when this should be considered. The program was designed to accommodate the needs of a changing community and evolving strategic plans. Program pauses are possible during difficult times with parameters around the expectations related to upper limits or full funding. Grants will be limited to one-time funding of a project at no more than 10% of the value of the total project budget being supported by the County of Elgin. Once this cap is reached, applications for the same project will not be considered in subsequent years. The terms of approved project funding will not exceed or bind the County beyond the term of Council that has approved the application. Large Grants will be approved by Council. To manage expectations, staff are recommending that no more than one half of one percent of the prior year's levy be set aside for the purpose of supporting large community grants of $5,001 (10% of $50,000) or more (Schedule C). To further illustrate, in 2023, the County levy was $43M. One percent of this would be $430K and one half of this would be an upper limit of $215K. This would put burden on the average home at the rate of $3.29 per $100,000 of assessment. The average home assessment in 2023 was worth $236K making the average taxation increase $7.76 to support the policy of large Grant to the community and will increase the levy over and above what is necessary to support our municipal needs. Sponsorship of Fairs, Festivals, and Special Events is not normally at the level of an Upper Tier Municipality, however, the Rural Initiatives Program has supported these types of events through budget currently set at the amount of $74K which is increased by the CPI each year. Due to the increase in requests, the program and payout structure has been reviewed with new maximums for sponsorships limited to the outline in Schedule C. This committee will also be responsible to manage any smaller Grants required from their budget allotment which are not considered eligible within the large Grant portfolio. Grant and Sponsorship Policy (Appendix A) Summarized: The purpose of this new policy is to guide the difficult decision -making process when determining to provide or not to provide support to programs and agencies requesting financial support from the County of Elgin. This policy, provided in detail attached is expected to inform all departments and all programs where requests are received for financial support by external non -core agencies and to ensure that there is no duplication of requests by having one point of intake via Administrative Services. Final acceptance of the Policy and the handling of Section 4.0 is presented for Council's review. Page 123 of 175 Section Overview Further Details Policy Statement Outlines the principles that Focuses on Strategic guide decision -making Mission, Vision and Values of Council Purpose Identifies general purpose Focuses on strategic of the equitable process benefits to the County of and expectations of Elgin through an equitable delivery process Scope Defines the two streams of Grant or Sponsorship the Policy framework 1.0 General Guidelines Identifies the three areas Community Grants that will be governed by the Program program and provides Economic Development or deadlines for application Community Development submission. Partnerships 2.0 Eligible Applicants Criteria under which Criteria A to U. Of note the applications will be onus of eligibility is placed assessed in order to meet on the applicant without the status of "eligible" to staff support to enable move the application fairness and impartiality. forward for funding Responsibility will rest on consideration. group to ensure full compliance within this scope. 3.0 Non -eligible Funding Outlines groups and Identifies areas under and Activity application criteria that which applications will be would be ineligible ineligible for funding. 4.0 Funding of Grant and General Rules surrounding Decision Required by Sponsorship Program Funding of Large grants Council Policy is written to be This will be an annual funded by Options 1 2 or decision at time of Budget paused under Option 3 deliberations. Draft Policy would be Option #4 is provided for amended as required to Council information accommodate/or not accommodate Large Grant 5.0 Types of Financial Outlines proposed funding Assistance limits and introduction of Schedule C 6.0 Application Process Introduction to Schedule A 7.0 Insurance and Loans Restrictions surrounding Community Events Page 124 of 175 8.0 Large Community Reiterates some of the Would be modified based Capital Projects restrictions surrounding this on decision in 4.0 group 9.0 Disaster Relief Addresses the potential Would be handled on a requests for Municipalities case -by -case basis and to assist others in time of within parameters given by disaster others. 10.0 Accountability and Outlines report back This has been a difficult Recognition Requirements requirements to the County area to manage in the past of Elgin. Puts the onus on with some groups not the group and may cause taking this seriously. Staff ineligibility in future intake time is wasted with years until compliance is unnecessary and continued achieved. followup. 11.0 Staff and Committee Available to guide process Procedures and to be transparent to groups submitting applications. 12.0 Definitions Defined wording to ensure Additional can be added if applicants understand Council requires parameters Schedule A — Grant and For Applicants to ensure Deadlines are included in Sponsorship Policy that they have completed section 1 of the Policy Application Form the application as it relates to their application Schedule B - Grant and Will be disclosed to show For Staff use when Sponsorship Application applicants what they are determining if application Evaluation Checklist being judged on. Areas of moves to next level of non-compliance will be approval by Council or identified Committee Schedule C — Grant and Defined funding for events, Large Grants will be Sponsorship Maximum festivals and community modified depending on Contribution Scale events — some small decision in 4.0 Grants may be considered under this envelope Schedule D — Grant and An outline of an agreement This is intended to define Sponsorship Policy that can be modified by clear parameters so mutual Agreement (sample) Legal to accommodate parties understand the mutual understanding terms of the agreement between parties should the including Special need arise. recognition. Defines an end date and is on permanent record. Page 125 of 175 Schedule E — Grant and Applications will be scored Groups have until the end Sponsorship Policy Report as to whether they have of the fiscal year. If non - Back Requirements met all the requirements of compliant at Dec 1 they will their grant or sponsorship be contacted and it will be by reporting back results. shared what they still need Non-compliance is a factor to report back. Non - during the next year's compliance will make any application intake. further applications ineligible until compliance is achieved. Local Municipal Partner Impact: Our local municipal partners have expressed their continued struggle to "balance the books". The County also annually balances immediate needs and challenges in order to maintain lowered rate increases. As discussed in a recent meeting of Council, our Reserves and Reserve Fund Policy was created for the purpose of preparing our own underfunded Reserves in readiness for future needs and therefore the capacity to take on the challenges of community infrastructure that is not within our jurisdiction is not readily available within our budget. As Council has mentioned before, there is only one ratepayer. By moving costs such as Grants and Sponsorships to the County, the same property tax ratepayer is affected however it is every property tax ratepayer in the County and not just within a specific respective community. As a result, there is provision in the Policy that supports the sharing of information with our Local Municipal Partners related to organizations who receive funding at the County Level. This aligns with the expectation that funded organizations then do not attempt to make multiple applications for funding at the Local Municipal Partner level as well. Communication Requirements: Should this policy be approved today, requests for funding will be streamlined into a fair and transparent process that limits multiple asks from the same groups within each fiscal year. Once approved, staff will prepare a short fact sheet for use during upcoming intake so that the process is communicated to potential applicants. Each year the program will be reviewed to ensure sustainability and continued coordination within other areas of the corporation including integrating the upcoming strategic initiatives as supported by Council. Policy updates may be required during these reviews and would be brought forward to Council at that time. Conclusion: Council has requested staff provide a comprehensive new Policy for consideration relative to Grants and Sponsorships. Staff have outlined three possible options that Page 126 of 175 Council may choose to consider with regards to the adoption and implementation of the draft policy presented today: Option #1: Adopt the Policy as presented to provide reasonable parameters and guidelines around all funding requests when making decisions. Option #2: Adopt the Policy but revise the policy to outline that large Grant requests as referenced in the policy will not be considered to enable financial restraint. (Small Grants and Sponsorships would remain within scope only up to 10% of $50,000 or as deemed reasonable by Council) Option #3: Remove all Grants and Sponsorships from the budget and restate this Policy to reflect that Grants and Sponsorships are not provided by the County to enable financial restraint. Given the recent review of the County's underfunded Reserves, gaps in current and future asset funding, and other impending growth needs expected at the County level, staff recommend that Council consider either Option #2 or #3 which does not proceed with the implementation of the funding of additional grants at this time. Groups attempting to attend Council for this purpose would be redirected as a matter of policy to continue to reach out to the community to fundraise using their ability to provide donation receipts as their main source of support. Should Council choose to move forward with Option #1, staff have provided the pros and cons of implementing such a policy and have attempted to incorporate practices at and lessons learned by other Municipalities into the attached policy. Parameters have been put in place to limit benevolent use of public funds for non -core County events and support of external assets. Council will be responsible to deliberate on the allocations related to large grants each year. Limitations within this policy attempt to ensure that external community asset funding, where Council has no ownership or jurisdiction, does not take precedent over the funding of County owned core assets. The Policy includes upper limits on funding to protect the interest of property tax ratepayer and to manage the expectations relative to external groups related to our capacity to "be everything to everyone". The process and policy provided today is designed to bring clarity to applicants, staff, Committees and meet Council's request to provide documentation for the management of community requests surrounding this type of support at the County level. All of which is Respectfully Submitted Jennifer Ford Director of Finance/Treasurer Approved for Submission Blaine Parkin Chief Administrative Officer/Clerk Page 127 of 175 Grant and Ii a e - S e eiiriiir 3, 2 0 2 41. Page 128 of 175 Page 131 of 175 ii�iii ii�iii ii�iiir �� ii�iiir�� iiiiii ii�iiir�� Page 133 of 175 jptiioin : Adopt the Policy but revise the policy to outline that large Grant requests as referenced in the policy will not be considered to enable financial restraint. (Small Grants and Sponsorships would remain within scope only up to 10% of $50,000 or as deemed reasonable by Council) ptiion #1 Remove all Grants and Sponsorships from the budget and restate this Policy to reflect that Grants and Sponsorships are not provided by the County to enable financial restraint. Page 134 of 175 POLICY Grant and Sponsorship Policy CATEGORY Finance 05 - 06 AUTHORITY Council RELATED POLICIES Reserve and Reserve Fund Policy APPROVED BY Council EFFECTIVE DATE TBD POLICY STATEMENT: The County of Elgin recognizes the many benefits that various groups, organizations, volunteers, events, and other programs provide by promoting and improving upon the social, cultural, and economic wellbeing of the community. The County annually receives numerous requests for support and is committed to treating all requests for contributions seriously by applying a consistent, fair, and equitable process. County Council also recognizes that residents have the right to expect that tax dollars will be expended in a manner that is justifiable and maintains boundaries to ensure that outside groups have a defined process with set parameters under which they may be able to have access to public funds. These requests must also align with and support the Strategic Mission, Vision, Values of the County. Council is committed to working with groups and organizations that may engage in beneficial projects that are inclusive to all residents and to each of our communities, while recognizing the financial constraints impacting residents and the County's ability to provide funding for every cause. PURPOSE: The purpose of this policy is: • To support inclusive services or events which are of a general strategic benefit to the County of Elgin • To support volunteer, community -based organizations, that are not a service group, who are fundamental to maintaining quality of life, • To provide staff, committees, and council with clear criteria for considering and responding to requests for donations, grants or sponsorships from external sources • To provide an equitable process for groups and organizations seeking donation, grants or sponsorships whether monetary or in -kind from the County of Elgin. • To promote financial accountability and responsible stewardship of public funds using a process that permits adequate financial planning for grants or sponsorships • This policy establishes procedures to be followed by the applicant, staff, and any officially appointed representative of the County of Elgin. 1 I Page Page 135 of 175 SCOPE: The scope of this policy framework allocates grants and sponsorships to eligible organizations and initiatives that support the County's current Mission, Vision and Values and Council's Strategic Plan. The policy ensures transparency, fairness, and accountability in the distribution of these funds, while aligning the County's strategic objectives related to the needs of the community. (Schedule F). The County may provide funding through the following mechanisms in any given year: • Grant: One-time financial contributions provided to eligible organizations or initiatives for specific projects, events, or activities that benefit the community and promote the County's strategic objectives in a positive manner. Sponsorship: Financial assistance awarded to eligible organizations or initiatives that support operations, capacity -building efforts, or programmatic activities. • Donation: The County does not provide Donations for the purpose of general use for any organization. Requests for donations will be redirected to and considered using the Grants framework within this Policy. POLICY: 1. General Guidelines: All requests for grants and sponsorships will be assessed based on availability of County resources, potential financial impact to the County, contribution to the well- being of members of the community, recognition of a mutually strategic program/cause, inclusivity to all residents, and overall community impact. Council recognizes that many groups and organizations offer events, programs and services that benefit the community. Council will consider requests for events, programs and services that fall under one of the following County Priority Areas- 1 . Community Grants Program — supports residents of all ages and promotes: Community Programs/Services that engage in cultural and heritage conservation, public education; health and/or welfare of all people within the community; and one-time or recurring fairs, festivals or events that Council has determined provide some significant benefit to the community and are open to all members of the public. (Date of submission: February 1 of each year) 2. Economic Development Partnerships — economic advancement of the community that supports business in the County of Elgin and aligns well to Council's Strategic Plan. (Date of submission is minimum 2 months before scheduled event) 3. Community Development Partnerships — a significant project that encompasses 2 1 Page Page 136 of 175 objectives within the Community Grants program and additionally provides a significant economic benefit to the community but is outside the scope of funding allotted to either item 1 or 2 above. (Date of submission is no less than one year for the purposes of planning if program is funded by Council approval) Maximum contributions for the categories listed above are detailed in Schedule C. Grants and Sponsorships made by the County are not to be regarded as a commitment by the County to continue such support into the future. There is no guarantee that a request will be approved. 2. Eligible Applicants: Groups or organizations must meet the following criteria to be considered for a County grant or sponsorship: a. Must operate as a registered charity, or incorporated non-profit or volunteer organization offering programs or services which address identifiable needs of the County of Elgin, or which provide benefit to the general community (see Definitions "Community") b. Must demonstrate a clear need for the funds being requested to enable the group or organization to provide a specific program, service, or event. c. Must be located within the County and/or provide a direct benefit to the County and/or its ratepayers/residents. d. Shall submit each year, the completed application form by the specified dates that are outlined under section 1 — General Guidelines. e. Must provide a budget for the project/event that easily and clearly outlines financial information about the specific project/event for which the funding is being requested and must accurately disclose the full value of any pledges outstanding or funding received for the project/event at the time of submission f. When requested, prior year comparative actual financial information of the same event must be provided g. Must include all necessary application documentation and information independent of assistance from County staff as set out in Schedule "A". h. Must provide a copy of the group or organization's most recent annual financial statements with the application as set out in Schedule "A" or when requested The group or organization has fulfilled any obligations outstanding from previous awards of grants or sponsorship by the County. Incomplete application/information will be deemed ineligible and will not Page 137 of 175 be forwarded to Committee or Council for consideration. k. Application requests will be date -stamped when received and acknowledgement sent to the applicant by email. If more eligible applications are received than funds available, priority will be given to the applications received earliest. I. Late applications will be deemed ineligible and funds will not be paid to events that occur before the application deadline. m. Applications will be reviewed and evaluated to ensure completeness. Any deficiencies will be noted to the applicant. n. Committee or Council will choose to allocate, or not allocate, funds to eligible groups or organizations, in its sole and unfettered discretion. o. Cheques will be issued for the total amount that Committee or Council has approved for each group or organization following the approval of the application received. p. Only one application per group/organization will be considered per year. q. Only one grant per group/organization will be given for one program/event per year, stacking of projects will not be allowed. r. Grants and Sponsorships made by the County are not to be regarded as a commitment to continue such funding in perpetuity or again at any time in the future. s. In making a grantor sponsorship, Committee or Council may impose such conditions and/or restrictions as it deems fit. t. No request shall be granted that binds the Corporation beyond the current term of Council. 3. Non -eligible Funding and Activity Council will not consider providing a County Grant or Sponsorship to the following: a. Individuals. b. For profit businesses. c. Groups/Organizations with political or religious affiliation. d. Groups/Organizations who have failed to provide satisfactory reports, including requested financial statements, as to the success or outcomes of previous County funding and specifically with respect to the allocation of grant funds previously provided. e. Other levels of government. f. Discriminatory activities and events. g. Activities that are contrary to the policies of the County. h. Activities which are deemed to be unlawful. i. Service Clubs j. Late, incomplete, or multiple applications by any group 41 Page Page 138 of 175 k. Loan Guarantees for any outside organization or project. I. Capital projects that have previously received County support to the maximum of 10% of the cost of the project. 4. Funding of the Grants and Sponsorship Program: Council reserves the right to pause the funding of this program at any time. Council may otherwise set aside an annual amount that will be apportioned to Grants and Sponsorships fund in the following manner- 1 . Community Grants Program — will be funded at the rate of the prior year's Sponsorship budget amount plus an annual increment of CPI using the October over October prior year rate as aligned within the priorities of the budget. 2. Economic Development Partnerships —within scope of Economic Development current year budget as aligned by the priorities of that budget to support business or tourism. 3. Community Development Partnerships — Option to fund or not fund program will be determined by Council during budget deliberations only in one of the following manners: Option #1) At the end of the accounting cycle, funds may be redirected from the reassessment reserve after appeals are known to be settled and only after the Growth fund needs are fully considered and reconciled. No more than '/2 of 1 % of the prior years levy may be redirected annually from settled appeals in order to not burden the taxpayer by adding additional need for taxation onto the levy. (see reserve and reserve fund policy, Growth Reserve Policy) (eg. 2023 amount would have been $215,500) Option #2) Add an amount equal to one half of one percent of the prior year levy to the current year needs annually. Treasurer to identify this amount as discretionary funding for review and approval by Council each budget year. (Example: 2023 amount would have been $215,500 which equates to $3.29 per $100,000 of assessment on a Residential property) Option #3) Whereby'/2 of 1 % on the levy would add additional unnecessary burden on the taxpayer, Council desires to pause consideration of funding to any related to Community Development Partnerships as it applies to large Grants for this fiscal year due to other County related budgetary pressures and needs. Groups with the ability to raise funds as a Charitable organization are encouraged to redirect their efforts to connect with individual community ratepayers who will receive direct benefit as donors via a personal donation receipt. Option #4) Special area tax levy rules have been reviewed and determined to be Page 139 of 175 not applicable to this program at this time. (Ref: Municipal Act 2001, Section 311 & 326) All of the above program streams are subject to the following restrictions: Each request will be considered in written format only, as defined by this policy. Requesting agencies will not be granted a delegation or access to Council, Committee, or staff to publicly or privately petition/lobby for their application. Failure to comply, by not demonstrating restraint, may result in disqualification of the respective funding request. When making decisions related to grant or sponsorship, the County or Committee may impose such conditions and/or restrictions as is deemed fit such as a requirement to recognize the County. Recognition will be based on the size of the involvement in the event with sufficient communication to the County demonstrating compliance. Once the annual budget allotment has been exhausted, any further funding requests will not be considered and will need to be resubmitted in a subsequent fiscal year for consideration. Multi- year grants will be paid for based on the original year implemented as future increments cannot be forecasted accurately. Unallocated amounts at the end of any year will be set aside in a reserve for use to reduce taxpayer burden in an upcoming year. Capital projects that may be planned or are to be constructed on County land will require the land to be removed from the County's control prior to the beginning of Construction. In -kind Grants or Sponsorship will be valued and the affected department within the County will be reimbursed from the annual Grant apportionment. The decision regarding each application is final. 5. Types of Financial Assistance County Grant and Sponsorship requests may include in -kind contributions for County owned resources: i. Use of County owned facility(s) —fee waived or reduced. ii. Use of County owned equipment (includes County staff to operate equipment) — fee waived or reduced. iii. Use of County owned materials — fee waived or reduced. iv. Use of staff resources — regular/overtime at current rates. v. Maximum value of any in -kind donation will not be valued at more than $1,500. 2. Grants and Sponsorships will be distributed as per Schedule C 3. Maximum value of any grant or pledged grant will not exceed total County Page 140 of 175 support over and above 10% of the total project budget. 4. No pledge of Grant or Sponsorship will bind the County above the amount available as per the Policy annually or beyond the current term of the Council making the commitment. 6. Application Process: a. Applicants that wish to be considered for grant or sponsorship must apply in writing to the County using the application form — ScheduleA b. Applications are submitted annually c. All applications must be submitted to the Administrative Department by the dates outlined on Schedule A. d. An annual allocated amount is approved for these purposes yearly within the County budget. The amount of funds shall be distributed based upon the evaluation criteria, category, and number of the requests within the upcoming fiscal year. 7. Community Events a. That no funds shall be loaned by the Corporation of the County of Elgin to any organization for community events or grants. b. In accordance with the County's insurer, any event/project, not underthe complete control of the County, will not be insured under the County's insurance policy. c. A contribution towards the cost of a rider on a group's liability insurance coverage may be eligible should it directly relate to the type of event in questions and should be included as part of the outlined budgetary needs of the event. d. Priority may be given to groups that have not received grants in a prior year. 8. Large Community Capital Projects a. Where larger projects consist of a capital component, the applicant may be eligible for County assistance in the form of a Grant within the parameters of the annual allotment. b. County contribution of Grant is limited to 10% of the total project budget and is inclusive of any or all gifts previously pledged or given towards the same project. Regardless of the donation of grant request, the annual request will not exceed a maximum payment of one half of one percent of the previous year's County levy in any given year. Terms of the Grant will not extend beyond the current term of Council. c. Multi -year pledges will be taken into consideration on the pledged years placing restriction on the amount that will then be available for additional donation to other groups in future years. 7 1 Page Page 141 of 175 d. The County will not provide Guarantees for Loans for other agencies or organizations for any purpose. e. The County will not provide operational funding through this Grant program. All projects must be related to one-time capital expenditures only with a defined end date. f. Sign -off for a Large Grant will be required. The County reserves the right to modify Schedule D before signing to ensure that the agreement protects the assets and interests of the County and its ratepayers. Interest will not be paid over and above pledged amounts. g. Final approval of large grant requests will be the responsibility of Council on qualifying applications. h. Councillors who sit on the board of directors or who have direct involvement with any group/organization requesting funding may not vote on the application acceptance. i. Projects submitted by other government agencies will not be eligible for any consideration. Reference Reserve and Reserve Fund Policy 9. Disaster Relief a. Grants to disaster relief funds shall be decided on a one-time case - by -case basis by Council in accordance with funding examples made by other local municipalities. 10. Accountability and Recognition Requirements: a. Successful applications must acknowledge the County's contribution in event advertisements. A copy of the logo will be provided for use. b. Grants may be approved with certain other terms and conditions. The letter of approval will state if any such restrictions apply to your specific grant c. Applicants given a grant or sponsorship will be held accountable for the expenditure and reporting of the funds in accordance with the stated objectives/plans relevant to this program. d. Future support will be reviewed based on past demonstrated fiscal responsibility of the applicant. e. Grants or sponsorships given are not transferrable between projects or groups without prior Council approval and must be used for the specific purpose outlined. f. If the event/initiative does not move forward, the recipient is obligated to return the donated funds for the proposed project. g. Once the event has been held, the applicant has 60 days to submit a full accounting of the event. h. From time to time, County officials may be requested to attend the event to open 81 Page Page 142 of 175 or close the event or pose for a picture or cheque signing. This may also be a special request of Council. Arrangements will be made through the County Administration office well in advance to accommodate scheduling. Reporting shall include: • A picture or newspaper article of the event's activities from the day of the event Number or approximate number of attendees A full reconciliation of the Revenues collected at the event including other sponsorships, and a full reconciliation and details of costs expended to hold the event Explanation of where the County of Elgin logo was used in Advertising or Recognition of County support. 11. Staff and Committee/Council Procedures a. Council may set aside an amount annually in the budget to be apportioned to support this policy as per Section 4 above. b. Delegations to Council or Committee for the purpose of solicitation of County funds to support an event or project will not be permitted to circumvent the process and will not be granted audience during the year. c. County staff will not assist in the completion of any application submitted to ensure compliance with submission requirements d. Requests received, as per Schedule A, will be reviewed by staff and determined to be either eligible or ineligible using Schedule B e. Eligible applications will be summarized and presented to either Council (Large Grants only) or Committee for consideration f. Ineligible applications will be notified and advised as to the reason why their request did not proceed through the process. g. Once the annual allotted amount of Grant or Sponsorship has been exhausted, any further funding requests will not be considered. These applicants will be notified when/if this occurs and will require resubmission during next intake period. h. Record of approved requests will be issued their funding cheques once approved L By December 1 of each year, staff will determine if reporting back has been completed and if not will follow-up with the group advising that they are non- compliant. j. Before the next intake period, staff will report back to Council or Committee information related to non-compliance k. Non -compliant applicant information from current and prior years will be kept to provide information during future intake years and used to ensure that these groups do not obtain further funding until compliant I. Applicants may comply by submitting either the appropriate missing information or by returning the funds originally gifted by Council. m. After one further year of suspension, said applicant may be removed from the list of non-compliance. Page 143 of 175 12. DEFINITIONS: • "Applicant" means the group or organization making the request for grant or sponsorship. Change of leadership within the organization or group does not change the status of the applicant. • "Capital" means a project involving the construction of an item of physical substance that will be used/available for more than one year. Large requests must be forwarded to Council for approval and will require group/organization to submit all supporting documentation or application will not be forwarded. • "Committee" means a subcommittee of Council with delegated authority to administer some portions of the Community Grant Program • "Community" means the jurisdictional boundaries within the Corporation of the County of Elgin. Grant Priority Area for streams #2 and #3 may consider exceptions within the boundaries of the City of St. Thomas. • "County" means the Corporation of the County of Elgin. • "Donation" is typically given without restriction on funds being spent on specific projects or initiatives. • "Facility" means County lands, buildings and portions of buildings available for rent or lease (owned and operated by the County). • "Fees" means charges levied with respect to the renting/leasing of facilities and related equipment as set out in the County's Fees and Charges By -Law. • "Grant" is defined as a sum of money given by a government or other organization for a specific purpose. • "In -Kind" means the use of County property/facilities, materials, or resources other than cash. • "Large Grant" means a contribution provided to the applicant to support a Capital Expense with a defined end date at an amount as outlined in Schedule C. • "Levy" means the portion of County Revenue required less all other sources of funding that is imposed upon ratepayers to balance the budget. The portion of County Revenue that is raised by taxation only. Page 144 of 175 • "Partnership" means a simple partnership that involves a short-term agreement or contract under which two or more entities agree to unite their efforts or their resources to achieve a common goal. • "Non-compliance" means that the group or organization has failed or refused to comply with the terms of a previously successful application of grant or sponsorship given to them for an event or special project. • "Non-profit organization" means an organization that does not exist to make a profit and provides public benefit through arts, culture, recreation, education and/or community -focused activities operating within the County. • "Service Group" means a service club or service organization that is a voluntary nonprofit organization where members meet regularly to perform charitable works either by direct hands-on efforts or by raising money for other organizations. Examples may include but are not limited to: Kiwanis International, Rotary International, Lions Clubs International, Civitan International, DeMolay International, Sertoma, and Optimists International. • "Small Grant" means a contribution provided to the applicant to support a program, service, or operating expense requested at an amount as outlined in Schedule C. "Sponsorship" means a contribution requested to support a specific program, service, or operating expense given at a set amount as in Schedule C. 111 Page Page 145 of 175 Schedule A COUNTY OF ELGIN Grant and Sponsorship Policy Application Form (*indicates a mandatory field) Name of Organization* Contact Person Name* Position* Email* * (Organization will be responsible for Reporting back after the event/project has concluded) Under which Priority Area/Category is your request applicable (choose only one) Deadlines included in Section 1 of Policy Attached: I!V!V!V!V!V!V!V! a) Community Grants Program (Fill out Sections 1,2 & 4)* III b) Economic Development Partnerships (Initially Fill out Section 1,2 & 4, other documentation may be required such as an agreement related to County Staff involvement if your application advances to the next level of the process)* III c) Community Development Partnerships (All Sections are to be completed) 11M Small Grant Request (where Grant requested is between $1,501 to $5,000 nn Ln? 1 % of Drojecl in ')* 11M Large Grant Request (where Grant requested is above $5,001 urneeLng 1 % of captat 11 Drojecl untied')* Total Amount Requested*: Section 1 — Tell us about your project Is your Group based in the County of Elgin Yes / No Is your Group Not -for -Profit or Charity? Yes / No Is your Group affiliated with another organization? Yes / No If Yes above please identify the other group or organization How many years has your Group/Organization been in Operation? 121 Page Page 146 of 175 Please describe what services your Group/Organization provides to the residents Dt the Uounty of LOW? Outline where this project, program/service or event will take place. If you are applying for event funding, please indicate anticipated event attendance. If you are applying for program or service, funding please indicate how many people from the County of Elgin use this service. Please provide a short, clear description of the project, event orprogram/service and how the funds will be used. Please include kev dates/scheduled activities and target audience How does your project, event or program/service fill a need in the community? Please describe how the community is enhanced to achieve a positive impact. If this is not a new project, event or program/service, please describe how County support will enhance your project, event or program/service to increase participation and/or volunteerism: 131 Page Page 147 of 175 Please describe the financial need of your organization and why you are requesting this support: Section 2 - Show us your proposed event/project Budget Must provide a budget for the project/event that easily and clearly, outlines financial information about the specific project/event for which the funding is being requested and must accurately disclose the full value of any pledges outstanding or funding received for the project/event at the time of submission. Sample budget outline provided below. Attach your event/project budget to this application. Revenue Needed Budget Amount received to date Include pledges Include other funding Include projected other revenue Expense Budget Amount Spent to date Include advertising costs Total Revenue less Expenses Section 3 - Detailed Project Outline and Financial Statements Attach further documentation related to the project as follows; II!V!V!!9p!p! Your organizations' prior year financial statements !V!V!V!V!!9p!p! Outline all areas of fundraising that have been explored II!V!V!!9p!p! Ensure that Section 2 above is provided in detail and include quotes or tender documents to support your budget and that demonstrate responsible procurement practices. Include further detailed documentation about your project that include: 141 Page Page 148 of 175 IIM Why do you consider County participation in your project necessary? !V!V!V!V!!9p!p! What other government funding has been obtained/applied for to support the project? Provide current funder decision of this support and reason for their decision. !V!V!V!V!!9p!p! How will this project directly benefit the ratepayers of the County of Elgin? 111 Provide consultant reports, including statistics, to support the above? _Initial - Acknowledgement that approvals of Large Grants may be subject to the signing of an agreement with the County of Elgin (sample Schedule D) Section 4 — Acknowledge Privacy Statement, Report Back Requirements, and Application Sign Off Personal information, as identified by the County Freedom of Information and Protection of Privacy Act (MFIPPA) including name, address, telephone number and electronic email address is collected under the authority of the County Act, 2001 and in accordance with MFIPPA and other legislation. I, the undersigned, have read and understand the requirements to report back, as per Section 10 —Accountability and Recognition, the results of the event/project to the County of Elgin after the event has concluded. I understand that the Grant provided is not transferrable to another group/organization. If the event is cancelled or fails to occur, I understand that the funds granted will be owing back to the County of Elgin. I, the undersigned, certify the information in this application is, to the best of my knowledge, true, correct, and complete. I understand that I will be notified of a decision regarding this application once approved or denied. We have attached all relevant documents/information based on the type of support our application category requires as chosen above. rganization Representative Name (Print): plicant Signature: 151 Page Page 149 of 175 Schedule B COUNTY OF ELGIN Grant or Sponsorship Application Evaluation Checklist (for Staff use only) Date Application Received Group/Organization Applying Acknowledged Receipt on Date: Application is Scored Application is Eligible/Ineligible Ilf Ineligible provide Reason below: Amount being requested. Under which Priority Area/Category is your request applicable (choose only one): III a) Community Grants Program (Fill out Sections 1,2 & 4) JIb) Economic Development Partnerships (Fill out Section 1,2 & 4) c) Community Development Partnerships (All Sections are to be completed) Small Grant Request (IC: roje i IC:3udg t Grant $1,501 t 5, (`i °/o of I ro.ect)) IMM Large Grant Request (Council)(IC: hole i IC:�3udget Grant $5,001 or II v ^ Criteria (Staff to Complete prior to Review at Council/Committee) Yes No Application received by the deadline. Application meets criteria of program applied for Organization/Group based within, operating within, or serving the County of Elgin. Event/Program occurring within the County of Elgin. Event/Program benefitting residents of the County of Elgin. Organization/Group a registered Charity or Non -Profit. Funding request clearly indicated. Organization/Group has not received assistance from the County of Elgin in prior year or in a current ongoing agreement Request ask does not exceed 10% of total program budget and County has not exceeded funding of this project in a prior period. Organization/Group receiving assistance from other sources. Applicant is in good standing relative to past grants/sponsorships? Is Schedule D required? (Legal review necessary) This application meets all criteria necessary to be forwarded to Council or Committee including Agreement and appropriate Documentation? Council Strategic Benefit/Initiative enhanced by supporting this application. Date forwarded to Council/Committee Council/Committee Decision on Date: Follow up on Schedule E Completed Page 150 of 175 Schedule C COUNTY OF ELGIN Grants or Sponsorship Maximum Contribution Scale Authority under this Policy Committee Grants Program and Economic Development Partnerships Fair $1,500 maximum Approved by Rural Initiatives Committee Festival $1,500 maximum Approved by Rural Initiatives Committee Program Specific Support — Other $1,500 maximum Requests and Economic Development Approved by Rural Initiatives Committee In Kind Grant $1,500 maximum Approved by Executive Leadership Team Small Grants - Small specific project — $1,501 to $5,000 Maximum —funding List specifics (consideration may be limited to no more than 10% of total given after applications for above is Budget — one-time requests only exhausted) Approved by Rural Initiatives Committee Economic Development Partnership $1,501 to $5,000 Maximum —funding or other Departments as applicable limited to no more than 10% of total Specific one-time event where Budget — one-time requests only that are County staff have direct agreed in alignment with the County's current upon involvement in the event (with Strategic Plan deliverables) Approved by Executive Leadership Team Community Development Partnerships (Council Approval Required) Large Grants - Large specific Project Funding is limited to no more than 10% of above $5,001 — Restricted to Capital the full project budget. Grant not to Programming support will not be exceed Budgeted annual amount and considered. pledges will not bind Council beyond their current term Approved by Council Disaster Relief Case -by -Case Basis Guided by actions of other Counties or Municipalities Approved by Council Loan Guarantees for any Ineligible and will not be considered agency or organization 171 Page Page 151 of 175 Schedule D COUNTY OF ELGIN Grants and Sponsorship Policy Agreement THIS AGREEMENT (the "Agreement") is made and entered into as of the _DATE, (the "Agreement Date") by and between the NAME OF ORGANIZATION (hereinafter "ORGANIZATION", and the County of Elgin, a County Corporation, (the "County"). WHEREAS, the County has funds available to enhance community initiatives strategically benefiting the County and, WHEREAS, the "ORGANIZATION" has requested a large Grant from the County to for the sole purpose of the project outlined and attached to this agreement named "NAME OF PROJECT (the "Project"); and, WHEREAS, in order to assist with the Project, and to enhance the community initiative benefiting the County, the County desires to provide the "ORGANIZATION" with (specify a large Grant) to be paid by the County in the amount of $XX,XXX per year subject to the provisions of this Agreement; and, WHEREAS, the County is authorized to provide (a large Grant) from funds available to enhance community initiatives that benefit the County. WHEREAS, NAME OF ORGANIZATION agrees that it waives its eligibility to solicit any further funding from the County of Elgin to support this or any other project during the time that this Agreement is in place. NOW THEREFORE, in consideration of the mutual covenants contained in this Agreement, the parties agree as follows: 1. The County hereby agrees to provide the "ORGANIZATION" with the large Grant subject to the provisions of this Agreement. 2. The "ORGANIZATION" agrees to complete the Project as presented and report back on the success of the project including financial information and pictures otherwise funding will be returned. 3. The funding provided to the "ORGANIZATION" is not transferrable to another entity. 4. This Agreement is subject to, and the "ORGANIZATION" hereby specifically reaffirms the accuracy of representations made to the County in the Request, and the documentation presented by the "ORGANIZATION" in connection therewith. Page 152 of 175 5. This Agreement may not be modified, amended, or supplemented except by the agreement of both parties, in writing of equal dignity. 6. No party shall delegate or assign this Agreement or any rights or duties hereunder (including by the merger or consolidation of a party with any third person) without the prior, written consent of the other parties. This Agreement shall be binding upon and shall inure to the benefit of the parties and their respective successors and permitted assigns of each upon execution hereof by the parties. This Agreement creates no rights as a third -party beneficiary or otherwise in any person not a party. TERMS of the GRANT 1. The County shall disburse the proceeds of any Grant directly to the Organization upon commencement of the start date of the Projects Construction in annual installments over the period as outlined in 2 below. 2. The County agrees to disburse the amount of $XX,XXX on or before: a. DATE Year 1, b. DATE Year 2, and c. DATE Year 3 (outline to end of project the payments and payment dates). This Agreement fully and completely represents the final, entire, and integrated expression of agreement between the "ORGANIZATION" and the County and supersedes all prior negotiations, representations, or agreements, either written or oral, pertaining to the subject matter hereof or the transaction contemplated hereby. No party shall rely upon any prior statement or representation made by or on behalf of the other not embodied in this Agreement. 4. This Agreement is entered into in the County of Elgin and shall be interpreted under the laws of that province. IN WITNESS WHEREOF, the parties have executed this Agreement as of the Agreement Date: By: By: NAME: NAME: TITLE: TITLE: Warden "ORGANIZATION" Corporation of the County of Elgin By: By: NAME: NAME: TITLE: "ORGANIZATION" TITLE: Chief Administrative Officer Corporation of the County of Elgin Page 153 of 175 Schedule E COUNTY OF ELGIN Grants and Sponsorship Policy Report Back Requirements (for tracking of compliance by Staff) Date of Event or Project Completion Group/Organization Amount Paid to Group/Org Other: Client in Good Standing with Reporting Reporting shall include: Yes No Reporting received on or before 60 days after event A picture or newspaper article of the event activities from the day of the event Number or approximate number of attendees/users A full reconciliation of the Revenues collected at the event/for the project including other sponsorships, and a full reconciliation and details of costs expended to hold the event/complete project. Explanation of where the County of Elgin logo was used in Advertising or other Recognition of County Support Other requirements: As per Application Council/Committee requested report back information be circulated to them Follow up Required on Date: Contacted Client by email(s) attached Client has resolved concerns on: Date: Date forwarded to Council/Committee due to non Compliance: Council/Committee Decision on Date: T-T Page 154 of 175 Municipal Flag Protocol and Proclamation Policy (1.3) Request Form Please complete this form and submit it to pm...!L!I....li:ml.....11...l.11..... Organization: St. Thomas - Elgin Local Immigration Partnership (STELIP) This Organization is: ❑Charitable Organization BNot-for-profit Organization Event/Occasion: Welcoming Week 2024 Purpose of Event/Occasion: Welcoming Week is an annual country -wide event endorsed by Immigration, Refugees and Citizenship Canada. It celebrates the important work being done to make our community a welcoming and inclusive place where everyone belongs, and to reaffirm our commitment to welcoming newcomers amid instances of racism, xenophobia, and anti -immigrant sentiment. The St. Thomas - Elgin Local Immigration Partnerhship's flag raising and proclamation will be the culmination of the week's events. Proposed Date for Flag Raising and/or Proclamation: September 24, 2024 (all flag raisings/proclamation dates are subject to availability in accordance with the Policy). Contact Name: Nadia Li Phone Number: 519-631-9800 ext. 241 Email Address: nli@stelip.ca My organization is requesting (please check all that apply): @Flag Raising @Proclamation ❑Lighting the Elgin Administration Building If your organization has a written proclamation you wish to be read, please include a copy with this form. Page 155 of 175 1100 ElginCouaty Please describe your organization/group: St. Thomas - Elgin Local Immigration Partnership is a collaborative community initiative that aims to build welcoming, caring and inclusive communities by supporting the integration of immigrants and promoting the value of diversity. Our goal is to provide newcomers with the opportunity to successfully integrate, contribute to, and benefit from social, cultural, and economic inclusion. We have been active in St. Thomas and Elgin communities since 2011. As of 2023, our council has 22 members representing diverse sectors, including health, social services, employment, economic development, settlement services, and education. Our work includes community -based research, knowledge sharing, awareness campaigns, social cohesion initiatives, and resource development. You can learn more about the work we do on our website: stelip.ca Has your organization achieved national or international distinction, made a significant contribution to the community, or helped to enhance the County of Elgin in a positive manner? Please describe: Our project enhances community partnerships by maintaining a diverse partnership council that allows for effective cross-sectoral collaboration to improve community capacity and support the integration of immigrants. We also facilitate cross-sectoral collaboration that goes beyond our council partners, collaborating with diverse community partners, where necessary and appropriate, to support immigrants in our region. This is made possible by our strong networks and history of effective collaboration. We are a known resource in the community for facilitating and enhancing community collaboration, and often have organizations approaching us to to facilitate such collaboration. We sit on a number of different committees and tables, ensuring that the needs of immigrants are considered in a variety of sectors, including workforce, health, mental health, climate change, and children and youth. Altogether, our work as STELIP, a collective action project, enhances community partnerships and collaboration to better support immigrants in our region. We are known in the community through our annual events such as community -wide Welcoming Week, summertime Newcomer Barbecue, Walk With Me service provider networking event and Global Flavours: International Taste Experience of St. Thomas & Elgin with over 20 participating restaurants. Page 156 of 175 psa�� m e� P.O. Box 490 7 Creswell Drive Trenton, Ontario K8V 5R6 www. q u i ntewest.ca Virginia LaTour, Deputy City Clerk August 15, 2024 The Right Honourable Justin Trudeau Office of the Prime Minister 80 Wellington Street Ottawa, ON K1A OA2 Via Email - justin.trudeau@parl.gc.ca Tel: 613-392-2841 Toll Free: 1-866-485-2841 virginial@quintewest.ca clerk@quintewest.ca RE: Notice of Motion — Councillor Stedall — The Canada Community -Building Fund Dear Prime Minister: This letter will serve to advise that at a meeting of City of Quinte West Council held on August 14, 2024 Council passed the following resolution: Motion No 24-366 — Notice of Motion - Councillor Stedall - The Canada Community -Building Fund Moved by Councillor Stedall Seconded by Councillor McCue Whereas the City of Quinte West is entering into an agreement to receive Canada Community -Building Funds, which is administered by the Association of Ontario Municipalities of Ontario (AMO) on behalf of the Federal government; And whereas the funding allocations are less that 2% year over year for the next 5 years; And whereas the amounts allocated in the past 5 years were less than 2% year over year; And whereas non-residential construction price inflation has risen by 29% since the end of 2020 and municipalities are facing soaring costs for infrastructure projects without a corresponding growth in revenue; And whereas there is a requirement for municipalities to complete an asset management plan and a housing needs analysis; Page 157 of 175 And whereas both of these plans show the large funding gap between infrastructure and housing needs and funds available from property taxation; And whereas The City of Quinte West has over $1.5 billion in core infrastructure assets and, like other municipalities, its infrastructure is aging and in need of upgrades and replacement; And whereas The City's Asset Management Plan requires $37 million annually to maintain existing assets which, based on current available funding, is resulting in an annual infrastructure deficit of over $17.1 million; And whereas municipalities are facing a gap in federal infrastructure funding as the 10-year Investing in Canada Infrastructure Program has come to an end; Now therefore be it resolved that the City of Quinte West calls on the Federal Government to provide a supplement to the allocations provided to municipalities under the AMO CBBF agreement for 2024 - 2028 for the same amount that was allocated, effectively doubling the allocation for those years; And further that this resolution be forwarded to MFOA, AMO, MP Ryan Williams, and Federal Finance Minister Chrystia Freeland, and all Municipalities in Ontario. Carried We trust that you will give favourable consideration to this request. Yours Truly, CITY OF QUINTE WEST Virginia LaTour, Deputy City Clerk cc: Donna Herridge, Executive Director, MFOA Colin Best, President, AMO Ryan Williams, MP, Bay of Quinte Hon. Chrystia Freeland, Deputy Prime Minister and Minister of Finance All Municipalities of Ontario Page 158 of 175 Bradf(:)rd XATeS (i,wiflimt bury' Pt A Growing Tradition June 20, 2024 Town of Bradford West Gwillirnbury 100 Dissette St., Unit 4 P.O. Box 100, Bradford, Ontario, L3Z 2A7 Telephone: 905-775-5366 Fax:905-775-0153 Hon. Doug Ford MPP Premier of Ontario Premier's Office, Main Legislative Building Queen's Park, Toronto, Ontario Dear Premier, As I know you will agree, Ontario's paramedics, police officers and firefighters are our frontline heroes, regularly putting themselves at risk to protect the rest of us. In recent months, local resident, paramedic and former volunteer firefighter, Charles Shaw, has been advocating for paramedics and all police officers to receive the same long -service medal as exists today for firefighters and Ontario Provincial Police officers. Our Town Council agrees with Mr Shaw, and passed the below resolution unanimously requesting the province create such medals. Here is the resolution: Resolution 2024-206 Whereas paramedics, firefighters and police officers are our frontline heroes, regularly putting their own health and safety at risk to help others in need; Whereas the Ontario Fire Services Long Service Medal was created in 1971 to honour firefighters who have served the public for twenty-five years or more and the Governor General's Fire Services Exemplary Service Medal was created in 1985 and 'honours members of a recognized Canadian fire service who have completed 20 years of service, ten years of which have been served in the performance of duties involving potential risks; Whereas the Ontario Provincial Police Long Service and Good Conduct Medal honours OPP officers who have served for twenty years or more and the Governor General's Police Exemplary Service Medal, created in 1983, 'recognizes police officers who have served in an exemplary manner having completed 20 years of full-time service with one or more recognized Canadian police forces, - Whereas many non-OPP police services have similar local long -service medals within their forces, but there is not a province -wide long -service medal for non-OPP police officers; Page 159 of 175 Whereas the Governor General's Emergency Medical Services Exemplary Service Medal, created in 1994, recognizes 'professionals in the provision of pre -hospital emergency medical services to the public who completed 20 years of exemplary service, including at least 10 years in the performance of duties involving potential risk; Whereas there is no province -wide long -service medal for paramedics in Ontario; Therefore, The Corporation of the Town of Bradford West Gwillimbury Council: 1. Endorse the creation of a province -wide long -service medal for police and for paramedics, modelled after the existing such award for firefighters; 2. In furtherance of this resolution, that the Mayor write to the Premier, Minister of Health, Solicitor General, Minister of Citizenship and our local MPP urging them to work collaboratively to create such awards; and 3. That a copy of this resolution be sent to all Ontario municipalities. I believe this is a relatively simple but important measure your government could take to honour our paramedics and police officers, as we already honour our firefighters. I understand the creation of such an award would involve several different ministries, and I hope you might instruct your cabinet to work together to create this award. Thank you very much for your consideration. Sincerely yours, James Leduc Mayor Town of Bradford West Gwillimbury cc Hon. Sylvia Jones, Minister of Health Hon. Michael Krezner, Solicitor General Hon. Michael Ford, Minister of Citizenship and Multiculturalism Hon. Caroline Mulroney, MPP for York—Simcoe Cllr Jonathan Scott, Town of Bradford West Gwillimbury Mr. Charles Shaw Ontario's Municipal Councils Page 160 of 175 2529 Stirling-Marmora Road Box 40 Stirling, ON KOK 3E0 Phone: 613-395-3380 Fax: 613-395-0864 August 21, 2024 Premier's Office Room 281 Legislative Building, Queen's Park Toronto, ON M7A IA1 Dear Hon. Ford, Re: Public Sector Salary Disclosure At the August 6, 2024 Standing Committees meeting, Committee made the following recommendation: Moved by Councillor Dean Graff Seconded by Councillor Don Stewart That the report from the CAO-Treasurer entitled, "Public Sector Salary Disclosure" be received; and That Committee recommends to Council the following resolution be adopted and forwarded to the Province of Ontario Premier's Office, the Ministry of Municipal Affairs and Housing, the Association of Municipalities of Ontario and all Ontario Municipalities; Now Therefore Be It Resolved That the Public Sector Salary Disclosure Act be updated to reflect the inflation rates since 1996; and further That the Act be further updated so that the inflation rate is applied each year to the requirement to report public salaries. Carried. This resolution was subsequently ratified and confirmed by Council at their meeting of August 19, 2024. Sincerely, S�)C� Sydney Dodson Deputy Clerk /sd Cc: Roxanne Hearns - CAO/Treasurer, Premier Doug Ford, the Ministry of Municipal Affairs and Housing, AMO, all Ontario Municipalities Embrpcilp,the Future while Re UcA . ( f T75- e bering our Past Media Release FOR IMMEDIATE RELEASE — August 21, 2024 Western Ontario Wardens' Caucus Advocates for Rural Needs at AMO 2024 Conference Ottawa, Ontario —The Western Ontario Wardens' Caucus (WOWC) strengthened its vital partnerships with representatives from the Province of Ontario during the Association of Municipalities of Ontario (AMO) 2024 Conference, held from August 18 to 21, 2024. Throughout the conference, the WOWC engaged in productive discussions with Provincial Ministers and Opposition Parties, effectively advocating for its strategic priorities. For the 2024- 2025 year, the WOWC's key focus areas are: • Housing • Infrastructure • Workforce to Support Economic Growth • Mental Health, Addictions and Homelessness "During our recent delegations with provincial representatives, we were pleased with the positive response to our discussions," stated WOWC Chair Glen McNeil. "We emphasized the unique needs of our rural and smaller communities across Western Ontario, underscoring that the support required in these areas differs significantly from the needs of urban centers. Our recommendations aim to ensure that these distinct challenges are effectively addressed by the government." In advance of the conference, WOWC members engaged closely with regional MPPs and senior provincial staff to present comprehensive briefings, research, and recommendations on key priority issues. For detailed information on the WOWC's priorities, research, and the materials used for the AMO 2024 Conference, please refer to the briefing document here. Representatives at the WOWC's delegations with the government included; • Hon. Kinga Surma, Ministry of Infrastructure • Hon. Lisa Thompson, Ministry of Rural Affairs • Hon. Michael Kerzner, Solicitor General Page 162 of 175 Parliamentary Assistant, Patrice Barnes, Ministry of Labour, Immigration, Training and Skills Development. The WOWC also met separately with MPP Marit Stiles, Leader of the Ontario NDP and the Official Opposition; Ontario Liberal Party, Party Leader Bonnie Crombie; and MPP Mike Schreiner, Leader of the Green Party of Ontario. "The WOWC remains committed to ensuring that our research and insights help inform policies across the province," stated WOWC Vice Chair Andy Lennox. "We value the constructive dialogue with our provincial partners and are hopeful that these discussions will lead to tangible outcomes. Our advocacy for rural Western Ontario will continue with the goal of securing the support our communities need to thrive." About The Western Ontario Wardens' Caucus (WOWC) is a not -for -profit organization representing 15 upper and single -tier municipalities in Southwestern Ontario, representing more than 1.6 million residents. The WOWC aims to enhance the prosperity and overall wellbeing of rural and small urban communities across the region. Caucus members work collectively to influence federal and provincial legislation and programs through advocacy, research, analysis, and education. For more information, visit www.wowc.ca. Media Contact Kate Burns Gallagher, Executive Director kate@wowc.ca 519-495-6059 Page 163 of 175 Photo Information [WOWC Minister Surma] L to R: Warden Kevin Marriott, Lambton County; Warden Marcu Ryan, Oxford County; Vice Chair Warden Andy Lennox, Wellington County; Hon. Kinga Surma, Minister of Infrastructure; Chair Warden Glen McNeil, Huron County; Warden Brian Milne, Grey County; Warden Chris Peabody, Bruce County; Mayor Amy Martin, Norfolk County; PA Robert Bailey, Ministry of Infrastructure. Page 164 of 175 [WOWC Minister Thompson] L to R: Warden Marcus Ryan, Oxford County; Warden Basil Clarke, Simcoe County; Chair Warden Glen McNeil, Huron County; Mayor Amy Martin, Norfolk County; Hon. Lisa Thompson, Minister of Rural Affairs; Warden Brian Milne, Grey County; Steve Pinsonneault, Parliamentary Assistant to the Minister of Rural Affairs; Warden Darren White, Dufferin County. all Page 165 of 175 [WOWC Solicitor General] L to R: Rick Byers, MPP Bruce — Grey — Owen Sound; Vice Chair Warden Andy Lennox, Wellington County; Warden Darren White, Dufferin County; Warden Ed Ketchabaw, Elgin County; Mayor Amy Martin, Norfolk County; Solicitor General Michael Kerzner; Hon. Rob Flack, Minister of Agriculture, Food and Agribusiness; Hon. Trevor Jones, Associate Minister of Emergency Preparedness and Response; Warden Brian Milne, Grey County; Warden Marcus Ryan, Oxford County; Warden Chris Peabody, Bruce County. Page 166 of 175 WES F E II R N ONTUR WC Eastern Ontario I�IF1111111111111111111111 R N S C, A U C U S M alo irs' a L I C LI S IlE S° r IE l l l 'T W WAI::ZI[XIENS'CAUCUS News Release Rural Municipal Leaders Support `Solve the Crisis' Campaign to Address Homelessness and Mental Health Sunday, August 18, 2024 City of Ottawa - Representing 230 municipalities and over 2.6 million people across Ontario, the er ."LL. nn ('InU:lir:iio irQi .rir7..�m' :..u��: u� m,....11 �m� Mirir7 (:Ir7U)riio and Eastern Ontario Mayors' Caucus join the call to action around the `5()( lve the �..irii�miir w ��irrn�� ii��ir7.., led by the (Ir tziriio II 3iig c ii:iy II �1yQEr .;. During their joint meeting at the start of the Association of Municipalities of Ontario (AMO) 1251" Conference, the three caucuses are stating their collective support around the need for the Ontario and Federal Governments to take immediate and targeted action to help solve the crisis around homelessness and mental health. There is a homelessness and mental health crisis happening on streets across our communities, small and big, rural and urban. Municipalities continue to step up, but do not have the tools, expertise or capacity to fully address the intersectional and complex issues around housing, homelessness, health care, and social services. We appreciate the actions that both the Federal and Ontario Governments have taken to -date including Ontario's Roadmap to Wellness, the creation of the Homelessness Prevention Program, and investing in youth wellness hubs. But we need to do more to `Solve the Crisis' together as government partners, and we need to act swiftly. As municipalities continue to raise, the rising number of homeless encampments and the human toll of the opioid crisis are a symptom of deeper system failures that hurt Ontario's overall social and economic prosperity. The WOWC, EOMC, and EOWC will be sending a letter to Premier Page 1 of 4 Page 167 of 175 Ford to further underscore the need for a S()(:i ll ain(:l .:vie . We need a municipal fiscal relationship that supports the foundations of a strong economy, sustainable communities and quality of life that reflects modern day and front-line realities. Organizations and Ontarians can join the call to support the `Solve the Crisis' campaign byvisiting Quotes "As Chair of the WOWC, I see the impacts first-hand around the homelessness and mental health crisis. Municipalities have been working tirelessly on the front -lines to address complex issues. We want to build safe, health communities and the only way to do so is to work together. Let's step up and `Solve the Crisis' together." - WOWC Chair, Glen McNeil, Warden of Huron County "In communities of all sizes, not just big cities, people are unhoused, suffering and dying. We need to help them and municipalities do not have the financial tools and resources to do it alone. It is time to take action to `Solve The Crisis' together with municipalities, the Ontario Government, the Federal Government, and community partners at the table." - EOWC Chair, Peter Emon, Warden of Renfrew County "This is something we (the Eastern Ontario Mayors' Caucus) have been pursuing, over the last year: the need for substantial investment by both the Government of Ontario and the Government of Canada, to deal with this unprecedented humanitarian crisis that all municipalities are now facing." - EOMC Chair, Jeff Leal, Mayor of the City of Peterborough About our organizations The Western Ontario Wardens Caucus Inc. (WOWC) serves as a unified voice for the 15 upper and single tier municipalities in Southwestern Ontario, advocating for their collective interest. Through collaborative efforts, WOWC works to address the unique challenges faced by rural and small urban Page 2 of 4 Page 168 of 175 communities, playing a pivotal role in shaping policies and initiatives that positively impact the region's 1.6 million residents. The Eastern Ontario Wardens' Caucus Inc. (EOWC) is a non-profit organization advocating for 103 small urban and rural municipalities across Eastern Ontario. The EOWC covers an area of 50,000 square kilometres, serving 800,000 residents. For more than 20 years, the EOWC has gained support by speaking with a united voice to champion regional municipal priorities and work with the government, businesses, non-profit organizations, Indigenous leaders, the media, and the public. The Eastern Ontario Mavors' Caucus The Eastern Ontario Mayor's Caucus (EOMC) is comprised of ten Eastern Ontario municipalities that advocate for the region's needs and priorities, especially in the areas of health care, infrastructure, and economic development. The caucus works collaboratively with other levels of government, health care providers, community organizations, and interest holders to address the challenges and opportunities facing Eastern Ontario. in::t ..I :.!L......IL..3.IL.g....� IL:i y.....11 ..ay.�) ir �3, . Ontario's Big City Mayors (OBCM) is an organization that includes mayors of 29 single and lower -tier cities with a population of 100,000 or more, who collectively represent nearly 70 percent of Ontario's population. OBCM advocates for issues and policies important to Ontario's largest cities. Media Contact Executive Director, WOWC Cate Burns Gallagher Chair, WOWC Glen McNeil Page 3 of 4 Page 169 of 175 Chair, EOWC Peter Emon Chair, EOMC Jeff Leal Chair, OBCM Marianne Mead Ward � b a i ir & ) b (; �rr �, �) Executive Director, OBCM Michelle Baker rn kl)6 Page 4 of 4 Page 170 of 175 Page 171 of 175 ElginA Report from the i o With the slight reprieve in meetings over the summer, I am grateful for an opportunity to reflect on the collaborative strengths of our community as well as our work ahead. If you'll allow me a small Olympic analogy, together, the oars of our OHT are beginning to work in unison and our stroke rate is increasing. Let me share more ... if you watch an Olympic rowing shell with 8 team members, it appears they are all doing the same thing. However, some rowers are pace setters, others generate power, and others provide balance. Together, they must work as "one boat" to move forward in the right direction. One of the primary deliverables for OHTs is to establish integrated care pathways. In Elgin, our initial focus is a care pathway for everyone with or at risk of Chronic Obstructive Pulmonary Disease (COPD). Through one of our "oars", we have work underway to identify people with COPD and COPD risk factors earlier, facilitate access to testing, and help people know what services are available and how to access them. In complement, other "oars" are: ■ Improving access to interpretation services, reducing language as a barrier to care. ■ Implementing secure messaging between care team members, reducing historical organizational and clinician obstacles for communication. ■ Supporting people to use online health information and tools to help them manage their own health and wellbeing. ■ Building capacity of navigators in Elgin to know what services exist and appropriately connect people to them. ■ Expanding access to team -based primary care to support ongoing chronic disease management and a whole person approach. These oars build the foundation for additional integrated care pathways, spreading and 2,,,,,,,yca, ,ir,,,,,,!I,!�,,,,,,,irevi,e showcases our scaling across populations and conditions. Our ............................................................. .. accomplishments. Many people and partners across Elgin are involved in these initiatives, all moving us towards our "one team" goal. Our commitment to co -design means community members and care providers are part of every aspect of our work. The OHT model involves transformative change. It is easy to fall prey to old familiar practices, make excuses about not having enough time to do things differently, and get frustrated with the pace of change. Structures and processes across provincial, regional and even our local systems do not always facilitate integrated care. We are however moving in the right direction (i.e., our wheels are feeling a little rounder) and it's important we stay the course. Page 172 of 175 A Report from the Elgin OHT 7/1141Y%,,JJ3/H0 gin For example, our required reporting tracks people served. It does not track all the progress we're making to facilitate innovation and integration, such as with the new Elgin Primary Care Mental Health and Addictions Navigator role. Establishing this shared Elgin role is helping us work through logistical obstacles related to payroll, reporting, evaluation, electronic medical record access, privacy, data sharing, and connection between clinical and system work. While not without its bumps, it will serve as a transformative human resource model that enhances our integrated, "one team" efforts. Ultimately, integrated care is only really integrated if that is the experience of the people who need care. This coming year, we look forward to better measuring impact and extending the reach of our collaborative efforts. Thanks to the dedication and hard work of our community members, care providers, and community organizations, there are exciting times ahead on our integrated care journey. Wishing you an enjoyable remainder of summer Deanna Huggett 1r1.�L .q..q ., �_2.!t nolht.ca� Page 173 of 175 �9111►IVK910�1Er11►1 By -Law No. 24-32 "BEING A BY-LAW TO APPOINT A SECRETARY -TREASURER OF THE ELGIN COUNTY LAND DIVISION COMMITTEE" WHEREAS pursuant to Section 56 (1) of the Planning Act, R.S.O. 1990, Chapter P.13, the Council of the Corporation of the County of Elgin did constitute and appoint an Elgin County Land Division Committee; and WHEREAS pursuant to Section 44 (8) of the Planning Act, R.S.O. 1990, Chapter P.13, the Council of the Corporation of the County of Elgin shall appoint a Secretary -Treasurer to the Elgin County Land Division Committee. NOW THEREFORE the Municipal Council of the Corporation of the County of Elgin enacts as follows: 1. THAT the Junior Planner for the County of Elgin, be and is hereby appointed to carry out the duties of the Secretary -Treasurer of the Elgin County Land Division Committee; and, 2. THAT By -Law 22-29 and any by-laws inconsistent with this by-law be repealed; and 3. THAT this by-law shall become effective upon its passing. READ A FIRST, SECOND AND THIRD TIME AND FINALLY PASSED THIS 10th DAY OF SEPTEMBER 2024. Blaine Parkin, Ed Ketchabaw, Chief Administrative Officer/Clerk. Warden. Page 174 of 175 COUNTY OF ELGIN By -Law No. 24-33 "A BY-LAW TO CONFIRM PROCEEDINGS OF THE MUNICIPAL COUNCIL OF THE CORPORATION OF THE COUNTY OF ELGIN AT THE SEPTEMBER 10, 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 September 10, 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 10T" DAY OF SEPTEMBER, 2024. Blaine Parkin, Ed Ketchabaw, Chief Administrative Officer/Clerk. Warden. Page 175 of 175