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July 28, 2009 Agendaa{~gorg ORDERS OF THE DAY FOR TUESDAY, JULY 28, 2009 9:00 A.M. TwRO PAGE # ORDER 1st Meeting Called to Order 2nd Adoption of Minutes - July 14, 2009 3rd Disclosure of Pecuniary Interest and the General Nature Thereof 4th Presenting Petitions, Presentations and Delegations DELEGATION: 10:15 A.M. - Steve Gibson, In-Camera Litigation Matters 11:00 A.M. - Tom Gazda, Gazda, Houline & Associates Inc. In-Camera 2008 Compensation Review Report 11:45 A.M. - Kyle Kruger, AMCTO Representative- Presentation of E.A. Danby Award 1-34 35-39 5th Motion to Move Into "Committee Of The Whole Council" 6th Reports of Council, Outside Boards and Staff 7th Council Correspondence - see attached 1) Items for Consideration 2) Items for Information (Consent Agenda) 8th OTHER BUSINESS 1) Statements/Inquiries by Members 2) Notice of Motion 3) Matters of Urgency 9th Closed Meeting Items (see separate agenda) 10th Recess 11th Motion to Rise and Report 12th Motion to Adopt Recommendations from the Committee Of The Whole 13th Consideration of By-Laws 14th ADJOURNMENT CASUAL ATTIRE PERMITTED and LUNCH WILL BE PROVIDED NOTICE: August 11 & 25, 2009 No County Council Meetings August 16-19, 2009 - AMO 2009 Annual Conference - Ottawa Sept. Outside Board Councillor Wilson (Chair) - Elgin St. Thomas Public Health Reporting Schedule: Councillors Marks and Mennill - Social/Entertainment Councillor Hofhuis - St. Thomas-Elgin Public Art Centre COUNTY COUNCIL PHOTO to be taken September 15, 2009 @ 8:30 a.m. REPORTS OF COUNCIL AND STAFF July 28, 2009 Council Reports Councillor Marks - St. Thomas Elgin General Hospital (ATTACHED) Councillors Habkirk and Wilson - South Central Ontario Region (SCOR) NOTE #1: Full SCOR package circulated separately - please bring your copy to the meeting. NOTE #2: Correspondence dated July 15, 2009 from Dennis Travale, Mayor Norfolk County (ATTACHED) Councillor Wilson - Community Schools Alliance correspondence dated July 21, 2009 (ATTACHED) Staff Reports - (ATTACHED) 11 Director of Financial Services - Budget Comparison - June 30th, 2009 13 Administrative Services Coordinator - Canada Post Corporation Strategic Review 25 Chief Administrative Officer- Health Recruitment Partnership - Further Developments 27 Deputy Director of Engineering Services - Hot Mix Asphalt, Contract No. 6220-09-02 29 Director of Engineering Services - 2010 Ambulance Vehicles Purchase Director of Engineering Services - Jamestown Bridge Tender (to be included on Friday Fax) 31 Director of Community and Cultural Services - Vienna Library Closure Update 32 IPM and Events Coordinator - "Water, Wind and Fire" Event Conclusion St. Thomas Elgin General Hospital RIF i;.,. Last Revenue,, after Darrell Smith helped his so take some heavy packagesto school, he startedto experience lower back pain and noticed blood In his urine. Having suffered fic m kidney stones four years earlier, he assumed the stones had returned and continued with his day. As the pain lntemifiedthe next day, Mr. Smith went to the Emergency Deparfinentant[Wnburg District Memorial Howie I. There, he was diagnosed as having a tumour on his Money and was Immediately referred to Dr. Michael (mug, a urologist at St. Thomas Elgin General Hosphal. By the fart morning, Mr. Smith was seen by Dr. Chong wfio ordered x Pays, a CT scan and blood work and confirmed that he had a malignant mmouron his kidney. 'There was incredible efficiency between Dr. Cheng and the Ambulatory Care Chic stafg'sald Mc Smith"I was amazed that 1 was able to geta CT scan in less than 12 hours ata community hospital and I did not have to wait long for the diagnosis.' According to Paul Gmena ghe, Manager of Diagnostic Imaging at STEGH, the hospital's ability to acquire leading edge technology has made a significant Impact on patient [are. He notes that the average provincial wait time for aCTzan is 28 days while at5TEGH it 612 days. - "This was not a case that we (cold leave to the normal waiting period,"saki Dr. Cheng,"One of the benefits of being in a (Immunity hospital is theabitytowork asa team. In Mr. Smith's case I was able to work with my colleagues to set his need for immediate care Into motion." Set days late, Dr. Chong performed surgery to remove the tumour and because ftwasaStage 1 case, there was no need for further treatment. He was given a localized pain management program Darrell Wh with Dr. Alirhael (henry, a urologist at STEGH after the surgery that allowed him to go home sooner, recover faster and be pain face-According to Mr. Smith, hisanaothedst, Dr. Nicole Campbell was instmmemal to the management of his pain. She visaed him daily while he was in the Intensive Care Una and iampled confidence and reassurance before his surgery. "The surgical care I received was excellent. If there is such a thing as an excellent hospital experience then I had it." 'Asa Rif- employed finan6al planner, it was important for me to get back to work as soon as possible,"said Mr. Smilh,'The surgical care I received wasexcell cut. The nursing staff on the surgical floor IT North), the Operating Room and Recovery Room staffand the Intenshe Care Unit staffwere, fantastic and Iwould like to thank them all for their wonderful care. Ifthere Is such a thing as an excellent hospital expedeme then I had it: According to Dr. Cheng, there are tangible benefits to prodding cafe within a wmmunityhospital setting. "The people in our community, that need care can take comfort in knowing that they can access a hospital and he treated in accordance to how urgent their matter is, hesaid,"And because we are a small hospital there is that personal and collegial approach that 6somelimes harder to find in a larger hospital.' Dr. Cheng points out that STEGH also benefits from Incredible (Immunity support and spirit "Even in these hard economic times, the community rallies behind the hospital and has helped us to acquire needed equipment.lVe are very blessed to be in a (Immunity that helps in such an Important way. ...redevelop I ment tdntlnued He antldpates that as the planning process reviews all aspects of the hospital facility, that the surgical suite will alsosi rfaceas an area of high need In terms of redevelop mentand modernization. The $900,000 grant will be used to fund planning consultants, archftecf, engineers and other experts required to prepare the very complex planning documents the Ministry requires. Key hospital staff will also be involved in the two stage proces0tage 16 a Master PlanfMasterProgram that will bembmitted to the Ministry by the end of June 2009.11h6 stage includesa broad overview of services, facilities and community needs for the next 20 years Once reviewed, the Ministry will than endorse moving onto Stage 2, which requires the preparation of very detailed Functional Plan documents for at least mental health, emergency, and ambulatory cam.Ths plan would be submitted to the Ministry in January 2010. Total costs for the eventual redevelopment of the hospital b lu tyetknowo. Collins notes that -a Is possible That our community could we construction of asubrtarmally modernized hospital underway in the next few years' GENERALHOSPITAL A new dimension of caring and support When a larval one dies suddenly, the Impact on family and friends is devastating. Emotional responses can be extreme -from deep sadness and anxiety to fear and anger. At St Thomas Elgin General Hospital, families and friends who have been affected by the sudden death ofa loved one are offered the support and care service of a unique and extraordinary group of volunteers. rule cards supportvolunteer team provides comfort and assistance in a variety of wake holoungactmg as a liaison with emergency staff, providing information on clergy and funeral homes, assistingwith phone calls and helping to deal with contentious situations. Originally established In 1999,after a need was identified by a small focus group, there are now nine Crisis Supped Volunteers at STEGH. They are a combination of hospital employees and Individuals from the community. "Ihesevolunteers take time out of their busy dailySchel les to provide this service bacause they we the need,"says Dods Semple, Managers fVolunteerResourcesatSTEGH,"Trey are an amazing and gifted group who provide an Invaluable service under extremely diffficult dreumsta oei" Joanne Dowswell has been a crisis volunteer since the program began. She became Involved after her grandmother died suddenly and there was no support at the hospital for her and her family. 'it was important for me to know that someone else ft not experienclngwhat I went through"says Ms. Dowswell. She says that one of the most dif uaftthings for people Is not knowng whats going on and how to get the answers they need. Getting answers and being the liaison betweenthe family and emergency personnel lsJust one ofthe many roles of the support volunteers. It Is apar about listening and proiderg assurance, says Dowev ell. 'Our aim is to get them from being completely distraught to being able to calmly go home and make the necessary arrangements; she saysjt's rewarding for me to know that we did everything we could for them and that theylI be okay." "They are an amazing and gifted group who provide an invaluable service under extremely difficult circumstances Volunteers undergo Intensive training that includes active listening skills, crisis intervention techniques, grief and bereavement support and orientation to the Emergency Department In addition to ongoing education and peer support at mandatory monthly meetings, many ofihe volunteers have taken further courses to develop their skills in crisis Intervention and bereavement support When they originally began, the crisis support volunteers only responded to sudden deaths In the Emergency Department of adults over 21. Today, they respond to other areas of the hospital Including ICU. Plus, they also respond to infant, young child and adolescent deaths and support families of critically ill parents when the outcome Is uncertain. STEGH's Crisis SupportVolunteers provide a new dimension of caring and support. They have asignificant Impact on caring for families who are In crisis. Their skillful and timely Interventions help others to rope and help prevent co fiiaduring a difficult time. INTERESTED IN BEING A CRISIS SUPPORT VOLUNTEER? Please mntactVolunteerServices at: 519.631.2030 ext. 2353 A1embers ofaorfiisis Support Group are. Front Row(I-cl. Son,Aflron, holed NkholsandDOrfsSemple Bad Rye. XotirynPowl,eyandAbeletkeman this envimnmeaChe says,"Now we need to Improve the quality ofour facility to match theexiraorcumary quality of care they provide to our patients." Community partnership brings new physicians lust a year and a half after embarking on an ambitious campaign to rewh new physicians, Dr. Lod Teeple, former Chief of Staff atSTICH, N celebrating the arrival of eight new specs ists at the hosphal. "Being in a community hospital allows me to see a broad range of patients and really get to know them all." "In the area of hosphal specialists, I am happy to report that we are we]I staffed,"says Dr. Teeple, "And this has happened over the course of just one yea r. We have done very we IC Dr. Teeple anributes much of the hospital's receritment success to hard work aM diligence on the part ofmany contributors both within the hospital and the community, including the Health Bacardi Partnership - a joint doctor recruitment partnership between the St Thomas -Elgin Home Builders Association, the City of St. Thomas, the County of Elgin, and the HospiUL She personally followed up on everylead,placed advertising wherever passible, met with new grads, gave numerous tours of the hosphal Way, and fielded all oftheaquesGOns. 'h has also been Important for U510 make sure that we create and provide opportunities for physida as to work In satellite communities, says Dr.Teeple,"This has been key in attracting new grads who want That coral, smaller community experience.' However, the community sdll facesa shortage of family Physicians. Three new family doctors have been re(ruheciin the past year and efforts condnueto aura a an additional six. "It has certainly helped that St Thomas is designated as an under-serviced area; says Dr. Teep!e,9bb means that grads can qualifyto receive up to 5D%oftheir Within fees if they come here." According to STEGH President and CEO Paul Collins, the issue of physician revetment is not unique to STICH. This means the hospital has had to implement strategies that help to address the competition from other communftles. Veareworking in partnership with Elgin County and the City of St Thomas, says Mr. Collins, 'The hospital Is focused on rewiring specialists while the community is focused on rewiring family physicians. This delineation of responsibilities has been very effective" x~- a ) Dr. Tony Cervinka is one the hospital's new physicians, hwdngjoined the STEGH team as an orthopaedic surgeon last July. "Being in a community hospital allows me to see a broad range of patients and to realty get to know them all. Larger hospitals are very specialized so his hard to get that variety and range," says Dr. Cervi nka. "This was a good fit for me." The hospital also recognizes that In this competitive environment, there a a need to put strategies in place that will encourage physldamstostay atSTICH. Strengthening obstetric care "This program will help the entire obstetrical team to work together more effectively ...I really believe this program will make our great obstetrical unit even better for the families we serve" A new education program In the Family Centred Maternal Child (are Unit (FCMCCUN will build on a strong foundation of parent safety and quality improvement at STICH.k'Lth patient safety as a key pdoriry, the Managing Obstetrical Risk Efficiently (MORP`h program promotes patient safety, quality Improvement and professional development through a series of education seminars, training modules, and practicescenados. Made possible through a generous donation to the STEGH Foundation of $50,000 from TO CanadaTmst, the learning and training will be shared by all the healthcare professionals on the FCMCCU team. 'Iddidalning and improving safety and quality of care is paramount in obstetda; explains Dr. Michael Roe, Obstetrician and MORE" Co-chair."Continuing education to keep all members ofthe obstetrical team up to date on current developments In medicine Is essential. Adopting MORE`sprovides STICH with a comprehensive program to ensure the well-being of patients and staff while following the most up to date guidelines and practice techniques available." Some training segments forms on best practice and on high dsksituations such as shoulder dystocau postpartum hemorrhage, and induction of labour. The program encourages the entire health care team to learn together. This approach promotes shared knowledge, skills and behaviours and contributes to safe, effective, family-centred care and an efficient, healthy practice environment "As a front line nurse I am very "cited to participate In and lead the MORE" program,"says Julie Davey, IN and Co-Chaaofthe MORE'' CoreTeam who has been working in the HMCCU for the past 18 years. 'It Is the first educational program we've had that involves physicians, nurses, and midwries, all learning together equally. This program will help the entire obstetrical team to work together more effectively. We will all'he on the same paged really believe this program will make our great obstetrical unit even better forthe families we serve' COMMUNITY CONNECTIONS, SPRING 2009 Dc Nicole Campbell, nayonoestheNstatSTfGH(leh) with Dc Lori Teeple 'l"le need to make sure that vie are (reading oppo trades for our physicians to work to their full poterdalysays DcTeeple,"And we are doing this by Increasing the capacity for our patient procedures, increased office space for physicians, and enhanced access to technology as well as provision of coming edge equipment.' JuleDvrey, RN andno-chair oftheMOBP (ore Team with aheohhybaby girl, just hours old Asa Pilo odte forth a Ontario Ministry ofHealth's'Just Clean with hand hygiene Is higher than the provindal average, I Your HaWcampalgn, St Thomas BE in General Hospital there is a hays room for improvemen4says Belheau. has placed lweasedemphasis on the importance of hand This IndWaslnmlling mmealcohol hand rob dispensers hygiene to ensure the safety of their patients and staff. throughout the hospital,hos6ng in-unit educaton sessions as well as Increased stgnage and posters. So are), Vondermaarel, RV Oeft) and Ronda Belneou, RY and Infecaan Prevention and Con bo1 Spedasst St. Thomas Elgin General Hospital Your comments will help shape future issues of this newsletter. Visit us online at wtwastegh.on.ca, send email to puhlicrelationsSIlstegh.onn a or call our Public Relations office at 519-631-2030 Ext 2191. ~.0 BUILDINGCOMMUNITY SUPPORT p FOR OUR NOSPITAL St. Thomas Elgin General Hospital Foundation 189 Elm Street, St.Thcmas, ON N5R5C4 Tel: 519-631-2030 ext. 2246 Make your gift on-line: wwwstegh.on.ca/foundation If we all gave a little ...wwe Ivould all have a lot. According to Rhonda Befweau, Infection Prevention and Control Specialist atSTEGH,the campaign 6 an Important and timely one given the increased media and public mention on hospital-based infections The hand hygiene campaign focuses on using alcohol based hand rubs before and after contact with a Ito remember their environment; beforea sterile prxedure and after exposure to body fluids. According to Belheau, alcohol-based hand mbs are more effective than soap and water because they kill99SS of microorganisms. However, water and soap 6 still the most effective way to dean your hands ffthey are dirty. A motor component of the campaign Is education and awareness amongst physicians, nurses, staff volunteers, panentsandvidlors.while STEGH's rate of compliance "Our goal is to protect everyone that comes into the hospital environment." 'Clean Hands Protect Lhes'6 an important key message ofthe campaign. Also importan4 says Beiheau, is that everyone who comes into the hospital is expected, and Is responsible forfrHowing proper hand hygiene techniques. 'Years ago we were taught that microorganisms did not live on surfaces but we know now that they do and that they put people at ask. Our spot 6to protect every one that comes into the hospital emironmetur Patient and hospital safety of utmost importance This Is an exciting Gone to be panorst. Thomas Elgin General Hospital. In the pastyeagwe have witnessed remarkable success with physician rewitmen4 acquired leading edge technology that will enhance patent care, and mnanued to engage ourrommuaily. I am honoured and delighted to be part ofsuch an innovative and rating organhaffon. As a Board, we Identified key priorities to guide our dedsion-making. Patient and hospital safety has always been of the utmost Importance but we have brought it to the forefront in a l l that vie do. we are committed to shaming that anyone who comes into contact with the hospital has a safe and positive a cpmeme. Senior leaders began Implementing best practice strategies to ensure the safety of our patients, health care professionals, staff and visitom Our strategic planning workwith wmagemm4 the Medical Advisory Committee, staff and others, revealed that we must be forward-thinking In our healthcare planning and delivery. while king Skellyresportable isa given, we continue to seek ow theways and means of providing excellent healthcare In an environment offixed financing and an increasing reliance on partnerships. Our strategic plan now emphasizes safety and excellence, and reinforces our commitmmtto continue to engage the community.It6 crucial thatwe have our finger on the pulse of our community and Its needs, to plan for needs we can meet directly and for those that can be met through coordination with other providers, Through whides such as this community newsletter, our website and ongoing community interaction, we are committed to helping our community understand the challenges and opportunities that face our hospital. Inurn, we need to hear from the community and understand what health care services are deemed to be most Important, so that we can focus on access to those seMces. Community support a integral to our success ad we V.11 continue to use as many wehides to inform, educate and engage those who live, and work in our community. As Board Chair, it is my role to work dosety with hospital President and CEO, Paul Collins to ensure thatwe are effectively exerting We want to hear from you... After you go home, you may receive a survey in the mail. You can help us by completing this survey to tell us about your experience at STEGH. Not all patients will receive a survey; a limited number are randomly mailed each month.Your feedback will be used to Improve how we provide care. LylelacLean nixir, aced orGnar~e4 scmnras n9"^ Weral Haswad our board governance model It Is Important that we nottust do things rightbut thatwe are doing the right things for STEGH and our stakeholders.fh6Indudeswoddng dosely with our Southwest Local Health Integration Networkand m11aboa6ngvarth health care partners and agencies to ensure that health care services are accessible, delivered ona tfinetybasis and at an appropriate cost On behalf of the Board of Govemon, an patients and staff, thank you for your continued support and commitment to our hospital. Patient Satisfaction swan Cxe Reacted Last Pct: Surv,,d:Jury -Sgt 2003 95% 555 93a 9aM 986 8 834 na,.w«n. ILH4 955 ? as ilea &?b 1 src X I55 T_r ms Fnv9o ry ■veanm.e0srene- OM 171 - w To view the most recent patient satisfaction survey results visit www.stegh.on.ca. MAYORS/WARDENS/CAOS/CLERKS SCOR FIVE COUNTIES Dear Sir/Madam: RE: South Central Ontario Region (SCOR) Please find the attached package from the South Central Ontario Region (SCOR) that includes the following: I. SCOR Executive Committee Resolutions of June 10th and June 30th adopting the formation ofa non-profit corporation and the Strategic Management Plan, respectively; 2. The SCOR Strategic Management Plan entitled "The Path Forward", a grassroots economic development diversification strategy for the region; 3. Projected Core Operating Costs for the incorporated body (Please note that we are not requesting financial contributions at this time); 4. An executive Summary of the GGA Report on potential SCOR organizational models; and, 5. A suggested resolution for adoption by each of the SCOR County Partners. Our Workplan adopted at the beginning of this process identified August 31, 2009 as the end of the project and we are seeking approval by the five County Partners by the end of July in order to enable us to complete the project by then. As such, we would appreciate it iryou could place the attached resolution and information package on the agenda for your next Council meeting. As we near the end of the year long process, we are extremely excited about the results of the process and the potential to establish our region as "a rural economic powerhouse". To this end, we look forward to your continued partnership and we thank you for your support to date. Thank you in advance for your assistance and should you have any further questions, please do not hesitate to contact me. Yours sincerely, Dennis Travale, Chair SCOR Executive Committee SCOR - MAILING ADDRESS 200 Broadway, 2nd Floor, Tillsonburg, Ontario N4G 5A7 Canada Telephone: (519) 842-6428, Ext. 32501 Fax: (519) 842-9431 Web: Mnn .scorregion.com / Email: scot scorregion.com July 9, 2009 Resolution to Incorporate SCOR as a Not-for-Profit Corporation (unanimously adopted by SCOR Executive Committee on June 10, 2009) Be it resolved: THAT a not-for-profit corporation be established using the provisions of the existing MOU, the resources requirements identified in the Strategic Management Plan and present the recommendation to the SCOR Partners at the meeting planned at the end of June 2009; THAT, if there is consensus to proceed among the SCOR Partners, hire a solicitor to assist the Administrative Committee to prepare a complete package of information including draft by-laws and articles of incorporation for presentation to each County Council and request their adoption of the establishing by-law, business plan and budget including multi-year funding requirements and commitment from Partners and well as other sources of potential funding; THAT, concurrent with the above, the solicitor and SCOR Administrative Committee will work on the application for incorporation and finalize the first by-laws for the corporation prior to filing once all Partners have passed resolutions in support; THAT the Administrative Committee will oversee the set up of administrative and operational functions; THAT corporate operations will begin in 2010. Resolution to Adopt SCOR Strategic Management Plan (for the consideration of SCOR Partners) RESOLUTION WHEREAS the South Central Ontario Region (SCOR) is a partnership of the five Counties of Brant, Elgin, Middlesex, Norfolk and Oxford whose mandate is: 1. To pursue a regional approach to economic development thus ensuring the vitality and sustainability of our communities; 2. To harness the region's potential and become a rural economic powerhouse in Ontario and Canada; and, 3. To establish SCOR as a strategic, integrated and globally competitive economic region; AND WHEREAS by working with stakeholders from the region possessing diverse expertise and representing the community, business, non-profit, government and related agencies, SCOR has developed a grassroots strategic management plan to revitalize and diversify the regional economy; AND WHEREAS with the assistance of the Province of Ontario through the Ontario Ministry of Agriculture, Food, and Rural Affairs, SCOR is moving towards the establishment of a not-for-profit corporation as the preferred vehicle to implement its strategic management plan; AND WHEREAS SCOR is currently seeking the support of the senior levels of government in order to move forward with the implementation of the plan; THEREFORE be it resolved that CountyX does hereby: 1. Approve the South Central Ontario Region (SCOR) Strategic Management Plan entitled The Path Forward and dated June 2009; 2. Approve the incorporation of SCOR as a not-for-profit share capital corporation owned by the five counties of Brant, Elgin, Middlesex, Norfolk & Oxford and managed by a board of directors comprised of representatives from each County with a mandate to implement the SCOR Strategic Management Plan; 3. Direct the Chief Administrative Officer, or designate, to work with the SCOR Administrative Committee to develop the terms and conditions of the new corporation; 4. Approve its continued partnership in the South Central Ontario Region after the June 15, 2010 expiration of the existing Memorandum of Understanding, for a period of approximately three and a half years commencing June 16, 2010 and extending to December 31, 2013; and, 5. Strongly encourage the other four Counties to extend their commitment to this partnership. Ontario Nfinistry of .grid lt»e, Food and dal Affairs Organizational & Funding Models for Regional Economic Development & Diversification in South-Central Ontario Region Final Report from: GGA • Management Consultants with TCI Management Consultants April 27, 2009 GGA • Management Consultants 29 Delaware Avenue, Suite 300, Toronto, ON, M4X 1S8 Tel: (416) 599-7787 Fax (416) 538-8948 April 27, 2009 Mr. W.A. Lawson Manager, Regional Economic Development Rural Community Development Branch e Floor, NW Ministry of Agriculture, Food & Rural Affairs 1 Stone Road Guelph, ON N 1 G 4Y2 Dear Mr. Lawson: GGA and TCI Management Consultants are pleased to present our Final Report on Organizational & Financial Models for Regional Economic Development & Diversification in South-Central Ontario Region. We believe the three organizational and funding options, as well as the information on existing economic development and tourism activities in the region, the economic development programs and funding available from other levels of government, and the experience of other rural regional economic development organizations can be of significant benefit to the SCOR partnership, looking to the future. We appreciate very much the constructive comments and assistance we received from the SCOR Executive and Administrative Committees, Lynda Newman, SCOR Project Manager, Norm Regatlie of OMAFRA, and yourself, without which this report and its findings could not have been completed successfully. We look forward to discussing this report with you and the SCOR partnership. Yours truly, Gerald A. Grant GGA • Management Consultants C.C. J. Linton and Greg Young, TCI Management Consultants Prof. D. Douglas, University of Guelph M. Thresher, GGA Organizational & Funding Models for Regional Economic Development & Diversification in South-Central Ontario Region Table of Contents Page No. Executive Summary 5 1.0 Introduction 17 2.0 Overview of Existing Economic Development Organizations in SCOR 18 2.1 Other Regional Economic Development Organizations Active Across SCOR 20 2.2 Other Organizations which could Assist the SCOR Partnership with Economic Development 22 2.3 Commentary on Economic Development Organizations & Services in SCOR 23 2.4 Conclusion & Implications for the SCOR Partnership Organization as it Evolves 25 3.0 Economic Development Program Relative to SCOR, its Organization & The Path Forward 26 3.1 Economic Development Programs which would be Most Relevant to SCOR, its Organization & The Path Forward 27 3.1.i. Economic Development Programs which the SCOR Partnership Itself could Utilize for Economic Development Purposes 27 3.2 Economic Development Programs Where the SCOR Partnership could Assist Others in the Region to Access Government Funds 31 3.3 Commentary 34 3.3.i. General Conditions which the SCOR Partnership & Local Partners would have to Meet to be Eligible for Program Funding 34 3.3.ii. Restrictions on the Use of Program Development Funds 35 3.3.iii. Implications for SCOR Organization 36 4.0 Organizational & Funding Models Used in Other Jurisdictions to Support Economic Development 37 4.1 Framework for Examining Rural Regional Economic Development Organizations 37 4.2 Rural Regional Economic Development Organizations - an Overview 40 Organizational& Funding Models for Regional Economic Development & Diversification in the South-Central Ontario Region 4.2.i. Organizations with Direct Provision of Most Services in Regions that are Networks of Small Communities 40 4.2.ii. Organizations Providing Coordination of Service Support in Regions that are Networks of Small Communities 41 4.2.iii. Organizations with Direct Provision of Most Services in Regions with a Few Larger Urban Areas 44 4.2.iv. Organizations Providing Coordination of Service Support in Regions with a few Larger Urban Areas 45 4.2.v. Organizations with Direct Provision of Most Services in Regions with One Dominant City / Urban Region 48 4.2.vi. Organizations Providing Coordination of Service Support in Regions with One Dominant City / Urban Region 49 4.3 Economic Development Services & Activities Carried out by Regional Economic Development Organizations 51 4.4 Regional Economic Development Organizations, their Services & Activities - a Comparison 53 4.5 Implications for SCOR Partnership Regional Economic Development Organization 59 5.0 Regional Economic Development Organization Options for Consideration by the SCOR Partnership 61 5.1 Key Success Factors for the SCOR Partnership Organization 61 5.2 Organizational Options for the SCOR Partnership 62 5.3 Conclusion 70 Appendices: Appendix A: Economic Development & Tourism Organizations in SCOR: Charts A - E Appendix B: Agricultural Organizations in Ontario with which the SCOR Partnership could Collaborate Appendix C: Methodology for Review of Federal, Provincial & Municipal Economic Development Programs Appendix D: Economic Development Programs which the SCOR Partnership could Access: Groups A, B & C GGA & TCI Ontario Ministry of Agriculture, Food & Rural Affairs Organizational & Funding Models for Regional Economic Development & Diversification in South-Central Ontario Region Executive The South Central Ontario Region (SCOR) is comprised of the Counties of Brant, Elgin, Middlesex, Norfolk and Oxford (but excluding the major cities of London, Brantford and St. Thomas). As the counties had so much in common and faced many of the same economic development challenges, they got together to create an Economic Framework for the Region - The Path Forward. The SCOR partnership has been actively pursuing The Path Forward and developing action plans to support economic development. Recognizing that the SCOR partnership would need to evolve its organization to further the development and implementation of The Path Forward and action plans, and to provide assistance in this regard, the Ontario Ministry of Agriculture, Food & Rural Affairs (OMAFRA) asked GGA • Management Consultants and TCI Management Consultants to: • review the provision of economic development and tourism services across the region • review available funding programs which SCOR could access for economic development, and • research comparable regional economic development organizational models from other jurisdictions with a view to proposing alternative organizational and funding models for OMAFRA and SCOR's consideration, looking to the future of the partnership. This report documents the results of this research and their implications, and provides a description of alternative organizational and funding models towards which the SCOR partnership could evolve. A) Regional Economic Development Organization Options for Consideration by the SCOR Partnership GGA and TCI have developed three organizational and funding options which the SCOR partnership could consider as it evolves its organization and implements The Path Forward. These options vary in the level of resources which would be required and the capacity of the organization to carry out multiple economic development projects and a more or less rapid pursuit of The Path Forward's priorities and action plans. These three options are as follows: OrganizationaM Funding Models for Regional Economic Development & Diversification in the South-Central Ontario Region Higher Resource Requirements Lower Resource Requirements Option C Comprehensive Management & Provider OptionB of Regional Economic Development Shared Regional County Economic Services & Programs Option A /Development Services & Programs Coordination of Regional Economic Development Services & Programs Less Rapid Pursuit More Rapid Pursuit Fewer Action Plans Implemented More Action Plans Implemented In developing these three organizational options, we have taken into consideration the results of our review of the economic development organizations and services in SCOR, the organizational requirements to access government programs and the experience which other rural regional economic development organizations have had in developing their economies in partnership with others, which are described in Sections B, C and D which follow in this Executive Summary. In the concluding Section E of this Executive Summary, we provide further description of these organizational options and the factors which the SCOR partnership would need to consider in its determination as to which organizational option it should pursue looking to the future. B) Review of Economic Development Organizations & Services in SCOR & Implications for Organization The partners who have come together to form the SCOR partnership have recognized the importance of approaching economic development and tourism on a regional basis. The SCOR partnership through significant effort and commitment has developed the Economic Framework, The Path Forward. This is an ambitious and comprehensive plan for the economic future of the region. The counties and municipalities, training boards, CFDCs, Chambers of Commerce, BIAS, and their joint ventures and partnerships, are carrying out many activities which would be supportive of the achievement of the SCOR vision and the sectoral opportunities described in The Path Forward. The strengths of the SCOR partnership and its participating organizations include: • Supportive political representatives who recognize the importance of economic development and tourism to their respective counties and municipalities and the benefits of working together towards common objectives • Specialist expertise and experience in economic development and tourism marketing and promotion developed, in some cases, over many years GGA & TCI Organizational& Funding Models for Regional Economic Development & Diversification in the South-Central Ontario Region • Demonstrated success in attracting new investment and encouraging new businesses to grow and prosper, particularly with respect to the manufacturing and agricultural sectors • A willingness to explore new methods, tools and alliances to promote economic development, including use of the Internet, partnerships, marketing alliances, and to think globally while acting regionally. An example of this is the development of the Agri-Innovation Centre through a partnership between the Ontario Fruit & Vegetable Growers Association and the County of Norfolk As it evolves forward, the SCOR partnership will need to recognize the following: Acquiring the commensurate resources to achieve an ambitious economic development plan will be a significant challenge for SCOR. Currently, the number of economic development professionals and the level of financial resources available for economic development within the SCOR counties is limited and may be insufficient to fulfill The Path Forward's objectives. Financial support from other levels of government may be needed. The capacity to obtain funding will need to be matched by an effective organizational mechanism to manage, distribute and be accountable for funds to support specific economic development and tourism objectives. It is likely that any funding from other jurisdictions will have a requirement for some matching of funds from the counties, municipalities and others within SCOR. Experience in economic development which has historically focused on business growth and retention, and the use of available industrial land as an incentive for investment attraction will be insufficient to address all of the goals and sectors identified in The Path Forward. New tools and approaches will be needed, particularly with respect to the Environment and Energy sectors, and the development of new green technology businesses. These new tools and approaches will also be needed to provide assistance to new business start-ups in technology and advanced manufacturing. The organizations which make up the Ontario Commercialization Network could be of assistance in this regard. The Agri- Innovation Centre will be helpful in addressing SCOR's agriculture industry objectives and, insofar as these might relate to biotechnology innovations, the Ontario Commercialization Network could be helpful here as well. The County and municipal governance organization and reporting structures vary considerably across the SCOR counties. Norfolk County is a single tier municipality, as is Brant County. Oxford County has been restructured and all of the larger urban centres (Woodstock, Ingersoll and Tillsonburg) are part of the County or upper tier. Middlesex County is restructured but excludes London; Elgin is not restructured and excludes St. Thomas. It will be important that the new SCOR organization is supported by both county and local municipal governments, and that competition for opportunities and resources does not undermine the SCOR partnership's organizational effectiveness. This could be a factor in staffing, where the new SCOR organization should not be seen as cannibalizing the existing resources in place at the local and County levels. The SCOR organization can also leverage its resources by working closely and collaborating with the larger urban centers located in SCOR. GGA & TCI Organizational& Funding Models for Regional Economic Development & Diversification in the South-Central Ontario Region • CFDCs within the SCOR counties have been particularly active in supporting small businesses through loan and grant programs. Making the best use of this experience and expertise will be important to achieving The Path Forward's objectives. • Certain SCOR counties and municipalities are members of other regional economic development organizations, including the Southern Ontario Marketing Alliance (SOMA) and the South West Economic Alliance (SWEA). Each of these organizations has a unique mandate distinct from that of SCOR. As the SCOR partnership evolves, it will be important that the differing mandates and services be clearly communicated and that the organizations work together for the betterment of the region. • Tourism marketing and promotion is complicated by the fact that in addition to a focus on tourism by SCOR, a number of the counties are involved in other tourism and marketing organizations and efforts, e.g. Grand River Country, Ontario's South Coast. There is the potential for overlap, duplication and confusion with respect to branding amongst these organizations, which should be avoided. An additional complicating factor is the fact that some organizations obtain funding from the Destination Marketing Fee and thus their primary loyalty could be tied to the specific DMF area. For a detailed description of economic development and tourism organizations and their economic development and tourism activities in each county see Charts A - E in Appendix A. C) Review of Economic Development Programs Relative to SCOR & its Future Organization The SCOR partnership was established to build on the economic development and tourism related efforts being carried out by each of the counties and to coordinate access to funding from other levels of government. The SCOR partnership's Framework, The Path Forward, and its priorities and action plans can be supported by programs of the Government of Canada, Ontario Government, and others. Based on a review and evaluation of over 200 programs, GGA and TCI has identified 50 programs which the SCOR partnership could potentially access relative to The Path Forward and its action plans. These programs require the identification of regional economic needs and the application for government funding relative to a set of specific criteria. The SCOR partnership is familiar with a number of these programs, e.g. the Communities in Transition Program, but would need to commit expanded efforts and resources if it were to pursue funding and carry out management with respect to specific projects. In most cases the SCOR partnership would need to become an incorporated non-profit organization in order to receive and manage funds directly. More specifically, where the SCOR organization would be the recipient of the funds and administer their expenditure, the SCOR partnership would have to: • be a legal entity, able to enter into contracts • be able to cost share and/or provide services in kind • apply for a specific project with measurable outputs of significant benefit to the region GGA & TC/ Organizadonal& Funding Models for Regional Economic Devefopment & Diversification in the South-Central Ontario Region • consult with program specialists to ensure the project fits within program guidelines • report on project progress and achievement of goals at regular intervals • have partners • submit to formal audits from time to time None of these economic development programs would provide funding for the ongoing operations of the SCOR partnership or any other applying business or non-profit organization. With the exception of tax credit programs, the programs are project specific and funds can only be used for the specific project activities identified in the application. Costs associated with project administration are generally covered. Program funding can be "stacked", that is funding from more than one source can be used in combination to carry out an economic development initiative, but only if this funding is available from different levels of government. It is not possible to combine funding from two provincial government programs to undertake a single project. Using Economic Development Programs to Achieve the SCOR Partnership's Framework and Priorities for Action The SCOR partnership should compare its Priorities for Action with the programs and available funding as described in this document. The SCOR partnership could apply for and utilize one or more programs to assist it in further developing its action plans and relevant activities. It could do this by applying for one of the programs, or it could use a combination of programs together if they are funded by different levels of government. For example, the SCOR partnership could use the Rural Economic Development Fund (OMAFRA) for which it is eligible to develop more detailed action plans targeted at improving infrastructure within the region. It could then apply for funding under the Building Canada Fund (Infrastructure Canada) to obtain funds for infrastructure improvements. Given the priority which is being given by the Government of Canada to infrastructure development in its most recent budget, it would be advisable for the SCOR partnership to move forward on its priorities for action related to infrastructure as quickly as possible to take advantage of the increased funding which will soon be available. The SCOR partnership should also monitor closely the establishment of the new Southern Ontario Development Agency (SODA) in these regards. Having identified that there are opportunities for new product development by companies within the region, the SCOR partnership could act as a catalyst to assist individual businesses or a consortia of businesses to apply for and take advantage of the Ontario Commercialization Fund and / or Innovation Demonstration Fund to develop innovative products and bring them to the commercialization stage. As part of this process, it could also encourage employers to take advantage of tax credit programs which would support the product development and commercialization process, e.g. Apprenticeship Job Creation Tax Credit. The SCOR partnership, through this process, should take advantage of the advice and expertise of the individuals who are GGA & TCI Organizational& Funding Models for Regional Economic Development & Diversification in the South-Central Ontario Region associated with each of the economic development programs. These individuals will often have sector expertise and will, through their experience, have had the opportunity to be involved in a wide variety of economic development projects. Over time, the SCOR partnership and its evolving organization will develop expertise which will allow it to accelerate its level of activity in an efficient manner. D) Economic Development Organizations in Other Jurisdictions Whose Experience could Benefit SCOR and its Future Organization Building on this review of economic development programs available to SCOR and giving consideration to their organizational implications, GGA and TCI sought to gather the experience of other rural regional economic development organizations elsewhere in Ontario, Canada and the world to provide further insight as to how the SCOR partnership might best organize itself to fulfill The Path Forward. Fourteen rural regional economic development organizations were reviewed, as presented in the following chart: GGA & TCI 10 Organizational& Funding Models for Regional Economic Development & Diversification in the South-Central Ontario Region REGIONAL SITUATION Regions that are Regions with a Few Regions with One Networks of Small Larger Urban Areas Dominant City / Urban Communities Region A C E • Long Range Regional m Humber Economic • Charlotte Regional Direct Provision of Economic Development Development Board Partnership (North Most Services Board (Nfld.) (Nfld.) Carolina) W • Northwest Oklahoma • South East England w Prince Albert Regional O Alliance (NwOA) Development Agency Economic Development 2 ' (SEEDA) Authority (PAREDA) z O W B D F W • Stuart-Nechako • Ontario East Economic • Calgary Regional Regional Development Development Partnership > Society (BC) Commission (OEEDC) • Central Greater Oklahoma Lu Coordination of • Western Kansas Rural • Rural Development City Partnership Service Support Economic Development Initiatives Inc., Eugene, Alliance (wKREDA) OR • Eastern Ontario • Wisconsin Rural Wardens Caucus Inc. Partners, Inc. GGA & TCI Organrrational& Funding Models for Regional Economic Development & Diversification in the South-Central Ontario Region Our research on these regional rural economic development organizations and their implications for the organization and services provided by SCOR, are as follows: • in regions where there are communities of varying sizes and where there are already economic development organizations and partnerships in place in the more urban areas, regional rural economic development agencies tend to be project- and niche-oriented, focusing upon filling gaps and identifying areas that are not under the purview of any one existing organization (e.g. Greater Central Oklahoma City Partnership, Calgary Regional Partnership, existing SCOR) - in some cases these organizations will be relatively small-scale, unincorporated, and with no or minimal dedicated staff-there may be an advisory group constituted to provide input and advice, but typically no formal Board structure - any reporting and administration is typically done through other existing organizations • in our view, this is an appropriate level of activity for a relatively new organization coming onto the scene where there is an already well-established network of economic development agencies - in order to avoid causing 'turf wars' and obvious duplication of effort, a rural development agency that starts small and grows 'organically', finding its unique niche in terms of providing services that meet real needs and fill gaps, is an appropriate route to establishing credibility - SCOR appears to be already developing well in this regard • a funding model followed by some smaller rural development organizations that follows from this are those that depend to some extent for funding upon a fee for service, membership dues, or participant levy (e.g. per capita charge) (e.g. Rural Development Institute, Greater Central Oklahoma City Partnership) - in these models, the actual utility of the services provided is demonstrated by the fact that service recipients are willing to pay for the service provided • at a more established level of operation, some rural development agencies are entrenched as an operational partner with a more defined mandate and area of activity - at this more established level of performance, agencies are more likely to have established budgets and be more of an 'equivalent player' with other ED agencies (e.g. Ontario East, PAREDA) -this may the level to which SCOR could aspire at some future point, once a track record of success has been established • some of the models examined are where the organization reviewed was clearly the dominant ED agency in the region - in these cases there either was no other player, or those that existed were very small in nature - cases where there was a clearly dominant player in this regard tended to be very rural in nature, where there were no individual communities of sufficient size to have any sort of significant economic development function of their own (e.g. Stuart-Nechako, Humber Economic Development Board) - funding for these organizations is typically relatively secure, provided by higher levels of government and the communities themselves - while this in theory might be a model for SCOR to emulate, it is perhaps unlikely that with the proliferation of existing groups, that this might be a realistic option unless there was considerable success experienced by SCOR, followed by a consensus that local ED functions should be subsumed under a larger multi- community region GGA & TCI 12 organizational& Funding Models for Regional Economic Development & Diversification in the South-Central Ontario Region • some organizations such as the Eastern Ontario Wardens' Caucus have mandates that are broader than strictly economic development. They are relatively lean in terms of organization and staffing but effective at lobbying and advocating on behalf of their municipalities to other levels of government and affecting regional change. This group has been successful at addressing a large number of initiatives including lobbying for the establishment of the Eastern Ontario Development. The organization has benefited from good staff support and committed, professional participation from its wardens. Because it has been successful, the organization continues to receive good participation. Research findings and conclusions appear to point to 3 fundamental organizational models and funding options in terms of how SCOR might be configured and constituted. This is further examined in the following section of this Executive Summary. E) Regional Economic Development Organization Options for Consideration by the SCOR Partnership As described in Section A above, GGA and TCI have developed three organizational and funding options which the SCOR partnership could consider as it evolves its organization and implements The Path Forward. Further detailed description of these organizational options and their funding requirements are illustrated in the following charts: OPTION A: Coordination of Regional Economic Development Services & Programs OPTION B: Shared Regional County Economic Development Services & Programs OPTION C: Comprehensive Management & Provider of Regional Economic Services & Programs Governance - Political SCOR Executive Committee SCOR Incorporated - a non-profit, SCOR Incorporated - a non- Structure & Reporting shared capital corporation owned profit, shared capital corporation by the 5 counties & managed by a owned by the 5 counties & Board of county representatives managed by a Board of county representatives Mission & Mandate Planning, priority setting & Planning, priority setting, Planning, priority setting & coordination of economic management & delivery of management & delivery of all development efforts of the 5 economic development services & regional economic development counties projects in coordination with & services & programs across the complementary to existing 5 counties, with the exception of economic development services local business retention & within the counties & local industrial land sale related governments of SCOR activities GGA & TV Organizational& Funding Models for Regional Economic Development & Diversification in the South-Central Ontario Region OPTION A: OPTION B: OPTION C: Coordination of Regional Economic Development Services & Programs Services to be • Forum for the identification of Provided regional economic development issues & possible solutions • Regional economic development planning & priority setting • Catalyst for establishing regional joint ventures & partnerships • Utilizes The Path Forward to encourage actions by others, including their application for funding under available programs • Develops & oversees contracts for services needed to carry out projects Shared Regional County Economic Development Services & Programs Comprehensive Management & Provider of Regional Economic Services & Programs • Forum for the identification of Forum for the identification of regional regional economic development economic development issues & issues & possible solutions possible solutions • Regional economic development Regional economic development planning & priority setting planning & priority setting • Catalyst for establishing regional joint ventures & partnerships • Develops individual & joint applications involving county & local governments, business & industry, CFDCs, tourism marketing organizations & others for funding to carry out the action plans of The Path Forward • Distributes & manages funds received from other levels of government & provides appropriate reporting to the SCOR Board & to the funding organization • Provision of most investment attraction, industrial cluster development, new product development & commercialization initiatives, export market development, in collaboration with private sector • Catalyst for establishing regional joint ventures & partnerships • Develops individual & joint applications involving county & local government s, business & industry, CFDCs, tourism marketing organizations & others for funding to carry out the action plans of The Path Forward • Develops & oversees contracts for Distributes & manages funds received services needed to carry out from other levels of government & projects provides appropriate reporting to the SCOR Board & to the funding organization GGA & TCI 14 organizational& Funding Models for Regional Economic Development & Diversification in the South-Central Ontario Region OPTION A: OPTION B: OPTION C: Coordination of Regional Shared Regional County Economic Comprehensive Management & Economic Development Development Services & Programs Provider of Regional Economic Services & Programs Services & Programs Organization & SCOR Administrative SCOR Administrative Committee in CAD & 8+ professional economic Staffing Committee an advisory role; CAD & 1 -3 development officers (could involve professional economic development transfer of staff from counties to SCOR officer(s); with part-time admin. Inc.) support Budget & Source of The 5 counties - $50,000"' The 5 counties - $125,000 - The 5 counties - $600,000 & administrative Funds ("over and above current EDO $250,000" & administrative funds funds associated with specific projects resources) associated with specific projects being funded by other levels of government being funded by other levels of ("over and above current EDO resources government with some efficiency savings) ('over and above current EDO resources) Relationship to Coordinate planning & priority Establish joint ventures with SWEA, May assume some of the responsibilities other setting & share information with SOMA, SODA & with tourism currently being pursued by SWEA & SOMA Regional Economic SWEA, SOMA, SODA, tourism destination marketing organizations Development destination marketing Organizations organizations Models in Other • Greater Central Oklahoma • PAREDA . South East England Development Jurisdictions which City Partnership . EOWC Inc. Agency are Comparable to the Options . Calgary Regional • Humber Economic Development Board Partnership GGA & TCI OrganizationaM Funding Models for Regional Economic Development 8 Diversification in the South-Central Ontario Region Conclusion Each of the 3 organizational and funding options present opportunities for the SCOR partnership to further economic development across the region. The SCOR partnership is currently operating in a manner consistent with Option A. However, as can be seen from the description of federal, provincial and municipal government programs, there are many opportunities for the SCOR partnership to address the priorities of The Path Forward and its action plans by applying for and accessing funding from these other levels of government. Should the SCOR partnership determine that it wishes to increase its regional economic development activities and commit to managing projects which would support these efforts, it would be advisable for the SCOR partnership to evolve towards Option B by becoming an incorporated not-for-profit organization with commensurate resources. In the longer term, Option C could be considered by the SCOR partnership if the counties and their local municipalities were prepared to review and reorganize their economic development efforts towards a more comprehensive and integrated regional deliverymodel. Option C would require significant planning and decision-making at the political level and could have a lengthy gestation period. Nevertheless, Option C may offer the potential to make more efficient use of available resources and improve the effectiveness of economic development across the region. GGA 8 TCI 16 Resolution to Adopt SCOR Strategic Management Plan (Unanimously adopted by SCOR Executive Committee on June 30, 2009) WHEREAS the South Central Ontario Region (SCOR) is a partnership of the five Counties of Brant, Elgin, Middlesex, Norfolk and Oxford whose mandate is: 1. To pursue a regional approach to economic development thus ensuring the vitality and sustainability of our communities; To harness the region's potential and become a rural economic powerhouse in Ontario and Canada;and, 3. To establish SCOR as a strategic, integrated and globally competitive economic region. AND WHEREAS by working with community partners such as the Community Futures Development Corporations, business and community stakeholders and a large number of community volunteers with diverse expertise from across the region, SCOR has developed a strategic management plan to revitalize and diversify the regional economy. AND WHEREAS with the assistance of the Province of Ontario through the Ontario Ministry of Agriculture, Food, and Rural Affairs, SCOR is moving towards the establishment of a not-for-profit corporation as the preferred vehicle through which to implement its strategic management plan. AND WHEREAS SCOR is currently seeking the support of the federal government in order to move quickly into implementation of the plan. THEREFORE be it resolved: 1. THAT the SCOR Executive Committee hereby approve the SCOR Strategic Management Plan - The Path Forward - dated June 2009 as amended; 2. THAT the SCOR Executive Committee recommends and seeks adoption of the SCOR Strategic Management Plan by each of the five County Councils by the end of July 2009; and, THAT the SCOR Executive Committee recommend to the SCOR Partners that SCOR be incorporated as a not-for-profit corporation owned by the five Counties, managed by a Board of Directors composed of County representatives, and having a mandate to implement the SCOR Strategic Management Plan. "Carried" South Central Ontario Region (SCOR) Cost Projections for Core Operations over the period 2010/11-2012/13 The SCOR Partnership is at a critical stage, transitioning from strategy development to implementation of regional priorities for action. The SCOR Executive Committee is recommending to the SCOR Partners that SCOR be incorporated as a not-for-profit agency owned by the five Counties, managed by a Board of Directors composed of County representatives, and having a mandate to implement the SCOR Strategic Management Plan dated June 2009. This recommendation is supported by the findings of a consulting team commissioned by the Ontario Ministry of Agriculture, Food, & Rural Affairs (OMAFRA) to review organizational options for SCOR. The consultant's report is available at www.scorregion.com and the executive summary accompanies this report. SCOR is seeking federal Community Adjustment Fund (CAF) support for the transitional phase - August 2009 to March 2010 - to allow for immediate implementation of priorities for action supporting business development and job growth throughout the region and in several targeted economic sectors. Transitional funding is needed for staffing and related operational expenses in this eight (8) month period. An application for a grant of $405,000 has been submitted. Additionally, the SCOR Executive Committee is continuing its dialogue with OMAFRA with the intention of extending this partnership and receiving further provincial support. Funding for specific priorities for action will be sought in partnership with regional organizations as grant opportunities arise. Opportunities for funding will be greatly enhanced by the incorporation of SCOR. It is important to note that: 1. Costs associated with incorporation can be funded from existing SCOR resources. 2. The following are cost projections for core operations starting with the 2010/11 fiscal year and are offered as background to our request for support for incorporation of SCOR. No funding is being requested from the SCOR Partners at this time. If funding from the Partners is necessary, a separate request will be made. 3. Once incorporated, the Board of Directors, composed of representatives of the SCOR Partners, will be responsible for all decisions concerning budget and staffing. With staffing, several priorities for action from the SCOR Strategic Management Plan can be achieved: Maintaining the Competitive Edge Supporting Entrepreneurship Accessing Business Capital Accessing the Marketplace Fielding a Winning Team & Advancing the Rural Role in Renewable Energy Implementing a Regional Communications Strategy on Skills and Retraining Other priorities will be initiated as permitted by resources. A multi-year projection for three fiscal years has been provided. Assumptions concerning core operations include staffing, support set-vices and associated office and operating costs. Please note the projected costs are for the period following the transitional period August 2009 to March 2010 for which SCOR anticipates funding support through the federal CAF program. Projected costs of core operations are: Staffing $210,000. Office $ 20,000. Operations 20,000. Sub-Total (per annum) $250,000. TOTAL (2010111 to 2012/13) 750 000 The total annual requirement of $250,000 would be divided equally between the five counties and reduced correspondingly by any external funding received. Prepared July 7, 2009 2 Path Forward • for the development and of the economy of SCOR ategic Management Plan 2009 -2020 June 2009 Summary In establishing the SCOR Partnership, the five Counties of Brant, Elgin, Middlesex, Norfolk and Oxford adopted the following mandate: 1. To pursue a regional approach to economic development thus ensuring the vitality and sustainability of our communities. 2. To harness the region's potential and become a rural economic powerhouse in Ontario and Canada. 3. To establish SCOR as a strategic, integrated and globally competitive economic region. In the past year, the Partners have worked closely with volunteers and stakeholders from across the region to develop this strategic management plan. The long-term vision is: In 2020, SCOR has a sustainable, prosperous and diverse economy driven by innovation. Our bountiful land, enterprising people and dynamic communities are the foundation for our success. The vision is supported by seven strategic directions and related goals Agribusiness & Food Industry • Capture & retain value from field to consumer through innovation, commercialization and value added processing. • Expand into new and growing markets related to human health, landscaping and the bio- economy. Tourism • Leverage and market existing natural assets, authentic small town lifestyle, cultural assets and events and agriculture/food assets to become the tourism destination of choice. Manufacturing • Attract new businesses and industries, and retain and expand existing businesses and industries. • Seek out and support development of businesses and industries offering innovative products and services that are part of the new economy. • Achieve a balanced manufacturing sector representing a broad diversity of business sizes and sectors. Energy • Become a global leader in sustainable energy and in diverse renewable energy production. Environment • Become a recognized leader in environmental and resource stewardship. • Expand business activity in green services, processes and products. • Create a Centre of Excellence for research and development in environmental and energy solutions. Culture & Quality of Life • Increase development of life skills and skills associated with entrepreneurship and employment in new economy businesses and jobs. • Increase retention of our youth. • Support creative individuals and enterprises, both commercial and nonprofit, that contribution to the regional economy by creating and distributing cultural goods and services. • Offer a high quality of life in both our rural and urban communities. • Celebrate our local culture and sense of place. Public Infrastructure • Put in place the infrastructure - water, sewer, public transportation, transportation and broadband communications - needed to support and grow our new economy. • Implement a sustainable approach to development of regionally significant infrastructure. To achieve these goals, five year action plans (2009-2014) were prepared for each strategic direction and fifteen (15) priorities for immediate action were identified. The 15 priorities for action will strategically invest in people, businesses, communities and infrastructure vital to the diversification of the regional economy. They will bring an initial investment estimated at $760M from public and private sources into the regional economy with approximately $700M going to public infrastructure. It is estimated that 15,500 jobs will be created across the region within five years. SCOR has an action-oriented mandate and has positioned itself to lead the development and diversification of the regional economy. The SCOR Partners are now acting upon two critical matters. The first is the establishment of an effective and sustainable organizational structure, in the form of a not-for-profit corporation, which will allow the partnership to achieve its regional economic goals over a number of years. The second is to move as quickly as possible into implementation using an effective transitional approach and building upon the current SCOR committees and resources. SCOR is continuing its work with regional partners and is seeking the cooperation of senior levels of government to make the necessary investments in the development and diversification of the economy of the region. ii Table of Contents 1.0 Background 1 1.1 Understanding South Central Ontario Region (SCOR) 1 1.2 About the SCOR Partnership 1 1.3 Development of a Strategic Management Plan 2 2.0 The Path Forward - A Strategic Framework 4 2.1 SCOR Profile .......4 2.1.1 Global Trends 8 2.1.2 Regional SWOT 9 2.2 Vision and Strategic Directions 9 Figure 2.1 SCOR VisionFigure 2.2 Strategic Directions & Goals 10 Figure 2.2 Strategic Directions & Goals 11 3.0 Operational Strategy 12 3.1 Action Planning 12 3.2 Priorities for Action 13 4.0 Implementation Strategy 22 4.1 Organizational Options 22 4.2 Transition Period 23 4.2.1 Timing and Resource Implications of 15 Priorities for Action 23 4.3 Implementation During the Transition Period 26 APPENDIXA -Action Plans APPENDIX B - Projected Resource Requirements for 15 Priorities for Action iii 1.0 Background 1.1 Understanding South Central Ontario Region (SCOR) The South Central Ontario Region, composed of Brant, Elgin, Middlesex, Norfolk and Oxford counties, has enjoyed almost a century of prosperity. To a large extent the rural economy of the area has been based on successful crop production, taking advantage of the natural attributes afforded by the sand plains geology and favourable climatic conditions. Agri- services industries and food processing businesses flourished in concert. The collapse of the tobacco industry has significantly impacted the region's economy. The local food processing industry has also been in decline as the industry sought efficiencies. Additional challenges facing the region include the increasing cost of energy and labour, global economic uncertainties and decreasing commodity values. The impacts to the region have been, and continue to be, difficult for many individuals and families. Despite the challenges, the region's economy is becoming more diversified and opportunities are emerging. The proximity to urban centres provides opportunities for both economic diversification and available markets. The region's natural assets and authentic small villages and towns are abundant, providing a strong foundation for a high quality of life and expanding tourism. New partnerships and a strong commitment towards positive change are helping to develop a path forward for the region. 1.2 About the SCOR Partnership The recently established partnership between the county governments of Brant, Elgin, Middlesex, Norfolk and Oxford and creation of SCOR (South Central Ontario Region) is indicative of the regional needs and the desire and leadership of local governments to forge a new path forward together. The SCOR Partners recognize the ongoing need for: Regional leadership and collaboration Vision and commitment to change Commitment to sustained implementation Accountability Funding Ability to harness the power of the entrepreneurial spirit and mindset. The purpose of the partnership is: Memorandum of Understanding signed by all five Counties in the region. Separated cities of London, Brantford and St. Thomas are not partners but are recognized as important regional stakeholders by SCOR Partners. 1. To pursue a regional approach to economic development thus ensuring the vitality and sustainability of our communities. 2. To harness the region's potential and become a rural economic powerhouse in Ontario and Canada. 3. To establish SCOR as a strategic, integrated and globally competitive economic region. 1.3 Development of a Strategic Management Plan The SCOR Executive Committee, composed of elected officials from the five counties, has provided leadership and is responsible for adoption of the plan. The SCOR Administrative Committee, composed of senior and economic development staff of the five Counties, has provided advice and direction. The Ontario government, through the Ministry of Agriculture, Food and Rural Affairs (OMAFRA), has provided both financial and staff support for development of this strategy. Additionally, OMAFRA has coordinated participation from other provincial ministries. A community-based planning process has been used to develop the management plan. Volunteers were appointed to a Strategic Planning Team. These sixteen (16) community representatives, consisting of diverse, forward thinking regional stakeholders, developed a long range vision, strategic directions and goals for the plan during Phase 1 of the work. In Phase 2, an additional ninety (90) volunteers were appointed to Working Groups to develop action plans for each of the strategic directions established in Phase 1. Communications were ongoing throughout the planning process. The SCOR website - www.scorregion.com - was a valuable source of information for stakeholders and the public. Media work was carried out by the SCOR spokespersons supported by the SCOR office. Extensive community consultation was undertaken with five workshops held across the region in Phase 1 and five open houses and stakeholder meetings in Phase 2. More than 220 persons participated in these events with another 65 people providing comments using our online surveys. The strategic management plan is a mid to long term strategy for revitalization and diversification of the regional economy. It has two parts: 1. A Strategic Framework, composed of: • Economic profile • Vision statement • Strategic directions • Goals for each direction. 2. An Operational Strategy, containing: • Action plans for each strategic direction and priorities for action • Implementation strategy including organizational considerations and resource implications. Figure 1.1 shows the organization structure of SCOR for development of the strategic management plan. Figure 1.1 Organizational Structure for Strategic Management Plan Project 2.0 The Path Forward - A Strategic Framework 2.1 SCOR Profile The Ontario Ministry of Agriculture, Food & Rural Affairs (OMAFRA) prepared an extensive economic profile of the area using on a number of data sources including localized content. A summary of the profile follows. The full profile document can be found online at www.scorregion.com. The South Central Ontario Region is composed of the counties of Brant, Elgin, Middlesex, Norfolk and Oxford. The region is located in the heart of southwestern Ontario and includes the area from west of London to the outskirts of Hamilton to the east and north to Tavistock with Lake Erie serving as its southerly boundary. The South Central Ontario Region (SCOR) has enjoyed almost a century of prosperity. To a large extent the rural economy of the area has been based on successful crop production, taking advantage of the natural attributes afforded by the sand plains geology and favourable climatic conditions. Agri-services industries and food processing businesses flourished in concert. The decline of the tobacco industry has had a significant negative impact on the region's rural economy and business in all economic sectors. The local food processing industry has also been in decline as this sector sought efficiencies. The impacts to the region have been difficult 4 for many individuals and families. Government has provided funding for three distinct diversification programs over the past several decades to encourage growers to switch to alternative enterprises but further diversification is still required. 988,491 hectares or 2.4 million acres 320,000 persons plus seasonal residents among the mildest climates in Canada dominates Canadian agricultural SCOR is served by all major transportation production in ginseng, asparagus, sour options and is intersected by and has access cherries, cucumbers, green peas, green to Highways 401, 402 and 403. The existing and wax beans, specialty vegetables, road network facilitates access to major border sweet corn and turkey crossings with the United States with a number 234 km of the Lake Erie shoreline of Provincial highways providing connectivity within the region. Access to rail, airports, ports and public transit is available within the region although at varying degrees depending on the location. SCOR has access to 150 million consumers within a one-day's drive, with 16 million consumers within a three hours drive. The area is bisected by a number of energy corridors including hydro, natural gas and alternative energy. Fifty-two (52%) of the SCOR area does not have adequate access to broadband service. The total population of SCOR is 319,405 (2006 Census). Growth rates from 2001 - 2006 (4.0%) lagged behind the provincial average by 2.6% although the gap between SCOR and Ontario's population growth narrowed by 0.8% primarily due to increased growth in Brant, regional population includes all Middlesex, Norfolk and Oxford Counties. The communities, both rural and urban, that age of the population in SCOR generally form part of the five participating follows provincial trends although with slightly counties lower population of youth and a slightly higher the separated cities of London, Brantford population of seniors. and St. Thomas represent an additional In SCOR, there were 37,231 identified population of over 450,000 people immigrants living in the area, which represented 12% of the population. Recent immigrants (immigration from 2001 to 2006) to SCOR represent only I% of the total population, which is a lower rate compared to the Ontario average at 5%. The area has, or is adjacent to, the largest population of First Nations and Amish in Ontario with large settlements of Mennonites as well. Compared to the Ontario average, SCOR averaged 7% more residents without a certificate, diploma or degree. The region had less than average certification in the 15 to 24 age group and higher than average unemployment in this same group. There was a less than average number of residents with university level degrees (53% less than provincial average). Where a large centre exists within a county boundary such as London, Brantford or St. Thomas, there appeared to be 60% of the rural residents commuting into an urban area for work. Those counties without larger urban centres still had 40 - 50% of residents commuting outside of the county boundary for work. The labour force occupation data for SCOR highlighted some structural differences of the regions economy compared to the provincial averages. In the SCOR area the following occupations were notably higher than the provincial occupation average including: trade, transport, equipment operators and related (19% SCOR vs. 14% Ontario), primary industries (10% SCOR vs. 3% Ontario), and processing, manufacturing and utilities (11% SCOR vs. 7% Ontario). The following occupation classifications were lower in the SCOR area than the provincial average including: finance and administrative (14% SCOR vs. 18% Ontario), sales and service (20% SCOR vs. 23% Ontario), and natural and applied sciences (4% SCOR vs. 7% Ontario). higher than average participation rate of 69% for SCOR versus 67% for Ontario < unemployment rate for SCOR was 4.8%, which was lower than the region's major urban areas and the Ontario average of 6.4% The average household income was $72,590, which was higher than region's major urban centres, but lower than the provincial average of $77,967. Government transfer payments made up a lesser proportion of income in SCOR than both the provincial average and the cities within SCOR. The percentage of those living in SCOR with income between $20,000 and $99,000 was consistently higher than the provincial average. The region had less than the average number of households in the under $19,000 and over $100,000 income categories The total assessment for SCOR was $28,227,566,929 of which 63% was residential, 26% was farmland, 6% was commercial, 3% was industrial and 2% was listed as other. The number of all building permits and new square metres of construction in SCOR vary greatly from year-to- year between 2000 and 2007. On average the number of permits rose by 7.5% per year. The total value of the new construction remained stable and gradually increased over the same period. In terms of venture capital, nothing of note was found in the region although some resources are available in London, Kitchener and Guelph. There are six agricultural or related research and development facilities located within or in close proximity to SCOR, five Ontario Centres of Excellence and five relevant regional innovation networks Universities and colleges have established satellite campuses in various parts of the region. Increasingly college offerings are reflecting the regional labour market/training and adjustment opportunities and priorities as opposed to the provincial market trends or student preferences. The region has networks of entrepreneurial and community development-related organizations and support associations. These include economic development offices, chambers of commerce, community futures corporations, small business enterprise centres, downtown business improvement associations, boards of trade, economic advisory committees, etc. A number of communities at both the upper and lower tier have also completed economic development strategies. There are no 'full service' (i.e. providing organized on-site mentoring / subsidized rent) business incubators in the area. There are however, a number of places, the owners of which are providing space in large warehouse type properties for numerous beginning and established small manufacturing / processing businesses. In addition to this, many of the communities have established industrial parks with various sizes of new or used buildings and vacant building sites available. Servicing to vacant sites varies greatly in capacity. A number of centres would like to increase their development lands. Each municipality is serviced by a general hospital, long-term care facilities, mental health agencies, substance and addiction services as well as regional health care-related facilities and provisions including ambulatory service, nursing homes and childcare amenities. SCOR is serviced by two Local Health Integration Networks. Housing ownership accounts for 80% of accommodations which is approximately 10% higher than in the cities of the region. Rent, mortgage payments and housing prices were all significantly lower than the provincial average. In 2006, the average dwelling value in SCOR was $234,643 which was higher than the region's major urban centres, but lower than the Ontario average at $297,479. In SCOR, housing costs are lower than the provincial average, which is a major factor in the affordability of an area to live. This is highlighted by the lower percentage of households spending (more than 30%) on rent or ownership. SCOR offers an array of cultural, heritage and natural assets including museums, artisans, galleries, historic towns and villages, parks, camping, golf, hiking and biking, festivals, agricultural fairs, events, nature activities including birding, and wineries. Lake Erie coastline offers beaches, fishing, marinas, boating and other water-based recreational opportunities. Grand River and its tributaries (Brant) offer fishing, kayaking, canoeing opportunities. 46 facilities providing health care, According to 2006 tourism statistics SCOR programs and services received 7,298,645 person visits. Of those ' wide array of cultural, heritage and natural 64% were same-day visits and 36% were assets overnight. The number of visits per season ' 7.3 million person visits each year were relatively equally distributed. Of those generating $940M annually giving a reason for visiting the region the highest number were visiting friends and/or relatives - 41 next were those participating in outdoor/sports activities - 17%, followed by those who visited for shopping - 15%. 91% of visitors were from Ontario and 1.1 % was recorded to be from other provinces. The top three countries recorded were the United Kingdom - 27%, Germany - 11 % and Netherlands -10%. There was a stated $940,140,532 in total visitor spending in 2006. Between 2001 and 2006, industrial employment in SCOR increased by 5.45%. This was behind the provincial overall industry employment rate of growth during the same time-period, 6.16%. In SCOR, in 2006, manufacturing was the top sector for employment. Other major job sectors include Agriculture, forestry, fishing and hunting, retail trade and health care and social assistance. Large job sectors include wholesale trade, transportation and warehousing, educational services, accommodation and food services and other services (except public administration). According to the 2006 Census of Agriculture, there are 8,347 farms and 628,783 hectares of land in crops in SCOR. There are 12,450 farm operators, with an average age of 53. Total gross farm receipts for SCOR farmers is $2.1 billion with farm business operating expenses at $1.7 billion and total market value of farm capital estimated at $11.8 billion, SCOR farms dominate in Ontario's production of ginseng (98% of Ontario crop), tobacco (93%), asparagus (82%), fall rye (81%), cucumbers (64%), green peas (61%), green and wax beans (60%), specialty vegetables (52%), sour cherries (48%), sweet corn (48%), cabbage (38%), apples (30%), corn for grain (27%), strawberries (23%), winter wheat (22%), dry white beans (21 potatoes (21%) and soybeans (20%). SCOR farms also recorded 28.4 million kilograms of turkey (35% of total Ontario population), 995,609 pigs (25%), 69.4 million kilograms of chicken (18%) and 56,352 dairy cows (17%). SCOR farms dominate Canadian agricultural production in the following areas: tobacco, ginseng, asparagus, sour cherries, cucumbers, green peas, green and wax beans, specialty vegetables, sweet corn and turkey. In SCOR, between 2001 and 2006, increases in employment occurred in construction, wholesale trade, transportation and warehousing, professional, scientific and technical services, administrative/ waste management/ remediation services, health care and social assistance, arts, entertainment and recreation, accommodation and food services, other services (except public administration) and public administration. The greatest decline in employment between 2001 and 2006 was in agriculture, forestry, fishing and hunting. Loss of employment also occurred in manufacturing, retail trade, information and cultural industries, and finance and insurance, and educational services. Positive regional competitive advantages (determined by Shift Share Analysis) or indications of growth potentially due to competitive regional advantages were documented for the Construction, Manufacturing, Transportation and warehousing; Professional, scientific and technical services, Management of companies and enterprises, Administrative/Waste management/remediation Services, Accommodation and food services, and Other services (except Public Administration). These sectors accounted for 52.09% of employment within SCOR. 2.1.1 Global Trends Several trends were considered to be of particular importance to the diversification and revitalization of the region. The dramatic global economic decline, triggered by financial and market uncertainty, is rapidly reshaping our economy. Declines in manufacturing and especially the auto sector will affect Southern Ontario for a number of years. Job loses are occurring and retraining of large numbers of skilled workers is required. The environment is a major driver of change. New "green" opportunities are emerging. Markets are changing. Consumers are not uniform; there are emerging market differentiation opportunities to realize. Worldwide travel and tourism is expected to grow at a level of 4% per year over the next ten years. , Infrastructure is a critical foundation to prosperity & competitiveness. Physical and social infrastructure is important to attracting, retaining and growing businesses and communities. Urban areas are traditionally more prosperous than rural ones. The SCOR region includes urban centres that can help drive prosperity in the rural areas. The global economy is changing. China, India and others have become major suppliers of low cost commodities and also represent new markets for our goods. Economies are becoming regional. There is more interest in sourcing local products and shortening supply chains. Each region needs to develop its own path to success. Resources will become increasingly scarce and their availability and quality will impact future decisions. 2.1.2 Regional SWOT The strategic management plan will build on the region's strengths, address critical weaknesses, seize available opportunities and, to the extent possible, address threats. Strengths Weaknesses • Natural assets (land, water) • Transportation corridors • Strong agriculture sector • Proximity to major urban centres and markets • Lack of broadband, water, serviced industrial land & sewage capacity • Limited tourism infrastructure • Land use conflicts Opportunities Threats • Tourism • Value-added food products and processes • Non-food uses of agricultural products • Innovation and expansion of research, development and commercialization • Niche markets • Buy local • Over-regulation at all levels of government • Lack of marketing awareness of the region and its products • Unfocused political will at senior levels of government • Loss of agricultural land • Global competitiveness 2.2 Vision and Strategic Directions Significant effort went into creating the long-term vision for SCOR. The Strategic Planning Team crafted the vision statement and related strategic directions and goals with great care. The vision was the subject of the first round of region-wide consultation. Many important and interesting recommendations were gathered through the consultation that helped to shape the final vision. In December, the SCOR Executive adopted the vision statement and the strategic directions with related goals presented in Figures 2.0 and 2.1. Figure 2.1 SCOR Vision ys a sustainable region, our ?1Lrif s region, we [7ur diverse econo[ny uiDS&7ss an innt~w~rliwe region, "we social, environmientaland all enjoy upon both our rural and -upport adaptability, crcaiirty econarnie resources are and ewellbeing urban econorniesto expand and new value-added ways of cunse ud and'mNuiced roi ban exceflerit business aclivily in'awide thinlKing -thatMfl result in - our long term use and qrange of econornic sectors: posutive'chanee and enjoyment vAdesp read ibenefits. SCORIOSIONSTATEMENT k~ ' ' In 2020, SCOR has a su tainablia, Prosperous and ivarso iaconornyF ~ I 'to drBGen by inrlorra#ion ~a Our bouri fful land, enteTprfsing_peop'le and dynamic communities arethe foundation for our sucoess I' kY YS Y Y 2 II .C IfPr i~~}I (,fit `S 3 R E 1 A }l Y+ \R : M.`v A Mt EJ "3 V'. h jAj`i £iti§Yt N/ ! #h hSW V.N, 4: A o4t )7M „ruw, ~ Y. ,.urve xy 4 I].t 1 sr! F 4 4 Yt 11 tiY f t k to 1 f f, '7 N~iutN .:A~,.~tfi ~i,a rre.a4t~, iu!{lath4+ .c ..$.~kNSAW14.:`!,': ~t :,u••v4r!W. ,-+N I{IfiJ:u4~aaesA Highest Quality agaicultural • Strong, collabomtve caletbaat ng'our diverse Our regional success is lark leaderships pvaule arW cultures arc] made poss9ble by this • Among mildestciimatesjn • Loma pride and protecting. our cuGtua al. assets: stmnQ foundatidn that we Canada commitment Enhancing our quality of fife have enhanced and • Seautifut counbVside . Givemibj of our peogTlle and Ar_hi? Ang a posifive lia]ance improved for th4e bansm o€ • Lake Fjie shoreline and cultures of rural and urban today's residents and world class erlvl unr"ienks . Enhzarrced Wuca gumd[ amj developrrrsrct n.l um.generamons urho will • Carolinian forest skills attainripent - Building on our strengths in Vhare our pride of place • Wind and other mnen•able • Crea.Wty+and risk-taking agribusiness, food industry, and sense of co mrhunity_ energy poten ial • Youth-daiven innovafian manufacturing, andtruftm • Diverse natural resources • Research & development • lmesting in community iraGastruciure- Figure 2.2 Strategic Directions & Goals S'COR'STRATEGIC PRICRITI'ES FOR ACTION ~ . 2009-20'94 Strategic Directions Related Goals ° Agaibusiness and Food - Capture & retain value from faeCd to consumer through innovation, commercialization and value added Industry processing. Expand into new and - .rovArt markets relatedto human heaith, landscaping and the bio-economy.. Tourism . Leverage and market existing natural' assets, authentic small town lifesbge. cultural assets and events and agriculture cod assets to become the tourism destination of choice. Manufacturing • Attract new businesses and industries, and retain and expand existing' businesses and industries. Seek out and support development of businesses and industries offering innovative aroducts and senAces that are part of the new economy. . Achieve :a balanced manufacturing sector representing a broad diversity of business sizes and sectors: Energy • Become a &balifeader in sustainable energy and in diverse renewable energy production. Environment . Become a recognized leader in environmental and resource stewardship. Expand. business actor ty in green services, processes and products. - Create a Centre of Excellence for research and development inenvironmentai and enefgy solutions: Culture and Quality of . increase development of life skills and,WdIs associated vith entrepreneursHp and emp8oyment in new Life economy businesses and jobs. . increase retention of our youth. Support creative individuals and enterprises, both' commercial and nonprofit, that contnbution to the regional economy by creating and distributing cultural goods and services. . Offer a.high quartyr of life in birth our rural and urban communities. • Celebrate our local culture and sense of place. Public Infrastructure • Put in place the Infrastructure -Water, sewer, pubdc transportation, transportationand broadband communications - needed to support and grow our new economy. - Implement a sustainable approach to development of regionallysignificaht infrastructure. t3l0 11 3.0 Operational Strategy 3.1 Action Planning For each of the seven strategic directions, an action plan was prepared. The plan describes a recommended scope of action to fulfill the goals associated with the direction. Suggested actions were assessed using the following criteria: E1 Contributes to achievement of the SCOR vision. Q Satisfies goals for this strategic priority. Q Has a regional impact. Q Addresses and satisfies performance measures concerning innovation, sustainability, prosperity and diversification. 2 Allows SCOR partners to take effective action. Q Is `doable' (practical and achievable at the regional level or with identifiable assistance). Q Provides strong case for funding support where it is needed. Only actions that satisfied the majority of the criteria became part of the action plan. The assessment assisted in the priorization of actions within each action plan. Performance Measures Innovation: • Increases # of new businesses/ processes/products/ clients/markets • Increases # of new technologies/processes • Increases # of new economy jobs • Increases level of and funding for research and commercialization activity Sustainability: • Economy - Increases regional gross domestic productivity • Social - Improves the wellbeing of our communities • Environmental -Reduces our carbon footprint Prosperity: • Enhances quality of community life • Increases average household income both rural and urban • Increases % of local business ownership Diversification: • Maintains and enhances our rural/urban land use mix • Increases the mix of businesses/economic sectors found in the region • Promotes retention of youth and attraction of young working people Increases educational levels of our residents and workers The action plans are found in Appendix A - Action Plans. It is important to note that these plans contain additional actions that have been recommended by the working groups. To achieve our goals, these actions should be implemented as time and resources permit. 12 3.2 Priorities for Action In total, fifteen (15) actions are considered to be priorities for action over the period 2009-2014. Other action plan items will be implemented as time and resources permit. 15 Priorities for Action • Greatly contribute to achievement of the SCOR Vision & Goals. • Immediately respond to the challenges of economic change and decline being experienced throughout the region. • Strategically invest in people, businesses, communities and infrastructure vital to the diversification of the regional economy. • Bring an estimated investment of $760M from public sources into the regional economy with approximately $700M going to public infrastructure. • Private investment will match or follow. • Create an estimated 15,500 jobs across the region within five years. • Become a model of rural economic revitalization demonstrating ways to sustain and expand agriculture while adding and expanding complementary rural and urban economic activity. Six of the priorities assist in the achievement of several strategic directions and are considered to be of the highest priority. They are: 1. Maintaining The Competitive Edge 2. Supporting Entrepreneurship 3. Accessing Business Capital 4. Investing in Infrastructure 5. Expanding Research, Development & Commercialization 6. Recognizing Youth As Innovators The remaining nine (9) priorities are unique to a single strategic direction. They are: Agribusiness & Food Industry 7. Accessing the Marketplace Culture & Quality of Life 8. Implementing a Regional Communications Strategy on Skills & Training 9. Enhancing the Quality of Life of Our Communities 13 Energv 10. Fielding a Winning Team 11. Advancing the Rural Role in Renewable Energy Environment 12. Reducing Our Carbon Footprint 13. Protecting Drinking Water Tourism 14. Marketing Themed Touring Routes 15. Developing An Agri-Tourism Showcase Each priority for action is briefly described below. For more detail, please see the action plans found in Appendix A. 1. Maintaining the Competitive Edge The five Counties maintain a supportive business environment in the region. With theii- commitment of the SCOR partners to a regional approach to economic development and diversification, it is important for the partnership to ensure that the region, as a whole, remains competitive. Both our rural and urban communities must be supported in their efforts to improve their quality of life. Working Groups recommend that the SCOR partners review the region's regulatory environment including policies, programs, taxes, fees and charges to ensure that the new directions set out in the SCOR Vision & Goals are being supported to the greatest extent possible across the region. It is recognized that there are both single-tier and two-tier Counties in the region and this must betaken into account in the review process. Also recommended is advocacy with senior levels of government and their agencies for regulatory change that minimizes barriers and supports achievement of our Vision and Goals. 14 15 3. Accessing Business Capital A companion requirement to entrepreneurial support is access to business capital. Initiatives, such as marketing and investment attraction, should generally be complementary to and jointly undertaken with other relevant groups such as the Southwestern Ontario Marketing Alliance (SOMA) and the South West Economic Alliance (SWEA). There are three initiatives: L Increase knowledge, among entrepreneurs, of sources of investment capital. ii. Establish the $50M SCOR Innovation Fund increasing both public and private pools of investment capital in the region. iii. Create incentives for investment in new products, services and processes using tools such as community improvement plans. 16 5. Expanding Research, Development & Commercialization RE There are two centres of excellence proposed. These centres will become catalysts for regional economic growth positioning SCOR as a leader in several economic sectors. 1. Diversification of the Agriculture Sector • Increase applied research, product development and commercialization of agricultural products, services and processes in the region. Increase regional sales to both food and non-food markets. • Expand the function of the Erie Innovation and Commercialization Initiative, making good use of under-utilized facilities in the region, to fill knowledge gaps, support a dynamic interaction between researchers and producers and, accelerate commercialization of field products including: commercialization of new agricultural products, services and processes; commercialization of sustainable technologies and practices; and, pursuit of non-food markets such as pharmaceutical. • Establish a business incubator to assist with commercialization by producers including: business support services including access to business capital; and, mentoring/networking among producers. • Provide research scholarships and internships for SCOR youth to bring their academic training back into the region and apply it to commercialization of new agricultural products, processes and services • Launch a virtual centre by working with youth, schools, conservation authorities, researchers, etc. ii. Centre of Excellence Providing Rural and Agricultural Solutions to Climate Change Increase applied research and support for commercialization of environmental and energy solutions - products, services and processes in the region. ■ Re-purpose under-utilized facilities in the region as a centre of excellence for rural and agricultural solutions to climate change. The concept for the centre is: commercialization of sustainable agricultural practices; commercialization of sustainable rural and agri-based energy production; and, demonstration of climate change adaptations in rural communities. • Create a business incubator to assist with commercialization of products by farmers, processors and businesses. • Provide research scholarships and internships for SCOR youth to bring their academic training back into the region and apply it to commercialization of new environmental and energy products, processes and services. • Launch a virtual centre by working with youth, schools, conservation authorities, researchers, etc. 17 7. Accessing the Marketplace (Agribusiness & Food Industry) yV Increase the ability of regional producers to bring their products to the marketplace and obtain a greater return for their products. • Replace imports with regional products to the greatest extent possible and promote buy local. To achieve the above, study the feasibility of options for improving the food chain for the benefit of producers (farmers and processors) in SCOR. Options to be considered include: cooperative marketing group; clearing house function; and, regional food brokerage centre. • Support development of an Agri-Tourism Showcase in the region at a high profile location on a 400 series highway. 18 9. Enhancing the Quality of Life of Our Communities (Culture & Quality of Life) I i. Support voluntarism. Begin with a current assessment of the volunteer environment in the region. Using methodologies that have been developed by agencies such as Volunteer Canada, determine the strengths and weaknesses from the perspective of both volunteers and organizations offering community and cultural services/programs and operating facilities. Provide this assessment to SCOR Partners, community and volunteer groups and encourage action to 19 improve the volunteer experience. ii. Engage our youth. See priority #6- Recognizing Youth as Innovators M. Enhance access to public facilities for community and cultural activities. Review best practices in the region and beyond and make recommendations to the SCOR Partners for improved policies and practices regarding the operation of public facilities. Ensure that barriers to access such as rental fees are addressed as well as options that encourage greater community involvement in the operation of public facilities. 11. Advancing the Rural Role in Renewable Energy i (Energy) Renewable energy offers important economic benefits to both our rural and urban communities. The benefits can be realized throughout SCOR. SCOR needs to undertake consistent and aggressive advocacy with senior levels of government for locally-grown renewable energy solutions. While the proposed Ontario Green Energy Act addresses a number of our concerns (i.e., the 'arbitrariness' of rates paid for power going into the grid), more is needed and now is the time to advocate for SCOR stakeholders. There is a 'need to even the playing field' for regional proponents that tend to be smaller, cooperative companies with strong ties to our rural and agricultural communities. There is a need for senior levels of government to be partners in the process of developing renewable energy with a consistent and rational program package that supports development of a diverse network of renewable projects throughout SCOR. Program support needs to support development of renewable energy projects from conception through delivery with research and development, technology and project development and supply chain improvements. 20 There is a need to address issues regarding power transmission. The power grid needs to be more flexible and decentralized, accepting power inputs from sources throughout SCOR region. It needs to be 'smarter'. H 13. Protecting Drinking Water (Environment) In preparation for provincial regulatory changes taking effect in 2012, SOOR Partners support regional implementation of strategies currently being developed by the region's Conservation Authorities with support of MOE. There is potential to use Cap 'n Trade income to partially fund implementation in two to five years. 15. Develop An Agri-Tourism Showcase (Tourism) At a premier site on a 400 series highway, develop a mixed use centre accommodating food retailing, food service; food science and culinary arts education; and, a travel information centre. This showcase could be developed in conjunction with a food brokerage centre (see priority #7 - Accessing the Marketplace). 21 4.0 Implementation Strategy SCOR has an action-oriented mandate. With this strategic management plan, the SCOR partnership has positioned itself to lead the development and diversification of the regional economy. There are two critical considerations for the SCOR partnership: 1. Establishing an effective and sustainable organizational structure that will allow SCOR to achieve its regional economic goals over a number of years. 2. While SCOR establishes this operational structure, it remains important to move as quickly as possible into implementation. A transitional approach building upon the current SCOR committees and resources is required. 4.1 Organizational Options SCOR has received advice on organizational options that would support and sustain delivery of their mandate and this strategic management plan over the long term. On behalf of SCOR, OMAFRA retained consultants who researched and evaluated organizational models. Organizational & Funding Models for Regional Economic Development & Diversification in South-Central Ontario Region Purpose of the study was: • To review the provision of economic development and tourism services across the region. • To review available funding programs which SCOR could access for economic development. • To research comparable regional economic development organizational models from other jurisdictions. The consultants, having reviewed comparable agencies and having considered the implementation needs of the strategic management plan, recommended that the SCOR Partners consider establishment of an incorporated non-profit corporation owned by the 5 counties and managed by a Board of county representatives. Its mandate would be planning, priority setting, management and delivery of economic development services and projects of regional importance. This mandate would be achieved in coordination with and complementary to existing economic development services within the region and the existing network of economic services in SCOR. Source: GGA • Management Consultants/TCI Management Consultants, Executive Summary (April 27, 2009 draft) prepared for OMAFRA. The full Executive Summary (draft) is available at www.scorregion.com. 22 4.2 Transition Period A transition period of up to 12 months is being assumed. To ensure implementation of the strategic management plan proceeds during this transition period, a number of matters must be considered: 1. Resource requirements and timing associated with the 15 priorities for action. 2. Funding opportunities and potential for other agencies to assume leadership of some of the priorities. 3. Implications of deferring action on priorities. 4. Current capacity of SCOR to initiate and sustain implementation of management plan. 5. New resource requirements, for transition period, and opportunity to secure resources from partnership of other sources. 4.2.1 Timing and Resource Implications of 15 Priorities for Action Figure 4.1 presents the timing as recommended by the Working Groups. Immediate action has been recommended on the following priorities for action: Dramatic changes are taking place in the energy sector. Decision-making at the provincial level is moving quickly. While the proposed Ontario Green Energy Act addresses a number of our concerns, more is needed and now is the time to advocate for rural stakeholders. The Energy Working Group recommends that two priorities - Fielding A Winning Team and Advancing the Rural Role in Renewable Energy - require immediate attention if SCOR is to be a leader in renewable energy and secure business in the production of agri- biomass energy. 2. Change is currently being considered in the food supply chain and, particularly, the role of the Toronto Food Terminal. The Agribusiness & Food Industry Working Group recommends that the feasibility study relating to Accessing the Marketplace move forward quickly so regional food producers can effectively represent their interests. 3. The training system in the region is dynamic, being able to respond quickly to changing training needs through a wide range of agencies and facilities throughout the region. Nonetheless, the economic recession is negatively affecting workers and undermining the ability of the system to provide appropriate training services. Those seeking services now include an increasing number of experienced and skilled workers needing a new career path. Employers are facing stresses that affect their ability to manage their labour force needs. The Culture & Quality of Life Working Group recommends Implementing a Regional Communications Strategy on Skills & Retraining, for both workers and employers in the region. An aggressive communications campaign can support efforts to meet the immediate needs brought on by the recession and can continue through the changes in provincial skills programming, anticipated by early 2010. Other priorities require a sustained effort with many projects concentrated in 2010 and 2011. 23 Figure 4.1 - Timing for Implementation of 15 Priorities for Action Higher <<< Intensity of Effort Lower Priority for Action Milestones & Description 2009 2010 3. Accessing Business Capital i. Increase knowledge, among entrepreneurs, of sources of investment capital. H. Establish the SCOR Innovation Fund. iii. Create incentives for investment. 4. 5. Expanding Research, Development & C i. Diversification of the Agricultural Sector ii. Centre of Excellence Providing Rural and Agricultural 6. Recognizing Youth As Innovators i. Provide research scholarships and internships. See #5 above ii. Launch a virtual centre of excellence. See #5 above M. Launch a youth-driven online campaign to promote a green lifestyle. iv. Foster creativity early in life. v. Promote community voluntarism. 24 25 There are resource requirements, both staff and financial, for the 15 priorities for action. Estimates are found in Appendix B. All of the priorities have staffing implications for the SCOR Partners and for other regional partners. In-kind contributions also are anticipated. The most costly projects relate to infrastructure investments but other priorities, such as the expansion of centres of excellence and the development of a tourism showcase, have significant capital costs. The opportunity for funding support, from both federal and provincial programs and agencies, is very good at this time while private sector investment is more difficult to secure. 4.3 Implementation During the Transition Period The following recommendations are made: 1. THAT SCOR maintains the current Executive Committee and Administrative Committee structure with existing roles and responsibilities through the transition period. 2. THAT expertise is retained, on a contract basis, as follows: a. SCOR Project Manager - providing daily project management. Establish monitoring system for performance measurement. Reports through the Administrative Committee to the Executive Committee. b. Development Officer - maintaining the database on funding sources and assisting SCOR, municipal governments, community organizations and private applicants to identify and make applications to potential funding agencies. Reports through the SCOR Project Manager to the Administrative Committee. c. Communications Officer-developing communications materials and assisting SCOR Partners, through the Spokespersons, to communicate and advocate on various priorities (i.e., energy, skills training). Reports through the SCOR Project Manager to the Administrative Committee. d. Communications Officer (2) -working with a steering committee to implement the Regional Communications Strategy on Skills and Retraining. Reports through the Communications Officer to the SCOR Project Manager. e. Food Industry Consultant - assessing the options to improve regional access to the marketplace for locally-grown and prepared food products and to increase the local share of the retail price. Works with a Food Industry Steering Committee. Reports through the SCOR Project Manager to the Administrative Committee. f. Project Facilitator- assisting SCOR Partners and their service partners with three priorities for action - Maintaining the Competitive Edge, Supporting Entrepreneurship and some components of Accessing Business Capital. 3. THAT office space for SCOR operations is secured from one of the Partners for the transition period. The above-noted resources will allow the following priorities to be initiated as soon as possible: 26 a. Accessing the Marketplace b. Fielding a Winning Team & Advancing the Rural Role in Renewable Energy c. Implementing a Regional Communications Strategy on Skills and Retraining d. Maintaining the Competitive Edge e. Supporting Entrepreneurship f. Accessing Business Capital 4. THAT SCOR seek funding support from both the federal and provincial governments to assist with this critical period of transition to action. 5. THAT SCOR proceed to incorporate and make other changes in its mandate and functions as noted in section 4.1. 27 APPENDIX A - Action Plans Strategic Direction - Agribusiness and Food Industry (as of 03-09) Goals • Capture & retain value from field to consumer through innovation, commercialization and value added processing. • Expand into new and growing markets related to human health, landscaping and the bio-economy. Description of Action 1. Maintaining the Competitive Edge The five Counties maintain a supportive business environment in the region. With the commitment of the SCOR partners to a regional approach to economic development and diversification, it is important for the partnership to ensure that the region, as a whole, remains competitive. Both our rural and urban communities must be supported in their efforts to improve their quality of life. The SCOR partners review the region's regulatory environment including policies, programs, taxes, fees and charges to ensure that the new directions set out in the SCOR Vision & Goals are being supported to the greatest extent possible across the region. It is recognized that there are both single-tier and two-tier Counties in the region and this must be taken into account in the review process. Perceived steps are: 1) SCOR Administrative Committee prepares a terms of reference for this review, in consultation with County CAOs, 2) It is anticipated that recommendations for change, approval and implementation of change will flow out in phases. Also recommended is advocacy with senior levels of government and their agencies for regulatory change that minimizes barriers and supports achievement of our Vision and Goals. 2. Supporting Entrepreneurship 1) Enhance business support services for the agricultural sector specifically targeting agribusiness and food industry expansions and start-ups. Services of key interest are: market identification and marketing know-how; product development including research, development and commercialization; and business information, networking and mentoring. A number of agencies provide business support services and there are several sources of business capital available. These resources need to be enhanced and focused to support innovation, diversification and value-added business activities in the ii agriculture sector. We wish to work with these agencies - CFDCs, Enterprise Centres, farm and commodity groups, government programs and staff services such as OMAFRA and, private investors - to implement a dynamic regional network of services. More knowledge, expertise and leadership will be needed for regional farmers and local processors to effectively take advantage of agribusiness opportunities in the pharmaceutical industry, construction products, and energy from bio-mass and, other sectors seeking bio-products. Support to farmers and processors for business planning and product development is needed including building corporate contracts on a sheltered, long-term and risk sharing basis with pharmaceutical and other firms and, access to patient investment capital. 2) Enhance, and coordinate on a regional basis, business retention, expansion and attraction (BR+E) activities to ensure that the target sectors are the focus of activities including: identification of market opportunities in the agribusiness and food sectors. Promotion of best practices; and, information sharing on topics such as food safety, traceability, etc. Use BR+E to drive a grass-roots approach (community driven, locally focused); strengthen relationships with stakeholders such as grower, commodity and cooperative groups; facilitate individual solutions to specific problems; and, recognize that different levels of support will be required by different individuals and business types. Analyze: • Imports and identify and assess potential for import replacement. • Capacity to capture more of local retail market (retail supply chain of retailers/supermarkets) and promote buy local. • Emerging and niche markets. 3. Accessing Business Capital A companion requirement to entrepreneurial support is access to business capital. Initiatives, such as marketing and investment attraction, should generally be complementary to and jointly undertaken with other relevant groups such as the Southwestern Ontario Marketing Alliance (SOMA) and the South West Economic Alliance (SWEA). There are three initiatives: 1) Increase knowledge, among entrepreneurs, of sources of investment capital. 2) Establish the $50M SCOR Innovation Fund increasing both public and private pools of investment capital in the region. 3) Create incentives for investment in new products, services and processes using tools such as community improvement plans. iii 4. Expanding Research, Development and Commercialization - • Increase applied research, product development and commercialization of agricultural products, services and processes in the region. • Increase regional sales to both food and non-food markets. • Expand the function of the Erie Innovation and Commercialization Initiative, making good use of under-utilized facilities in the region, to fill knowledge gaps, support a dynamic interaction between researchers and producers and, accelerate commercialization of field products including: commercialization of new agricultural products, services and processes; commercialization of sustainable technologies and practices; and, pursuit of non-food markets such as pharmaceutical. • Establish a business incubator to assist with commercialization by producers including: business support services including access to business capital; and, mentoring/networking among producers. • Provide research scholarships and internships for SCOR youth to bring their academic training back into the region and apply it to commercialization of new agricultural products, processes and services • Launch a virtual centre by working with youth, schools, conservation authorities, researchers, etc. The perceived steps in establishing the centre of excellence include 1) Build the case for expansion of the centre - SCOR as a natural leader in agricultural solutions that will fill knowledge gaps in current research and development efforts in Canada. 2) SCOR champions are identified and promote the expansion with the federal and provincial governments. 3) Identify partners - educational institutions, corporations, rural communities, conservation authorities, farm and commodity groups, etc. 4) Work with partners to develop the expansion concept more fully. 5) Identify facility potential and other sites in the region for research and demonstration activities. 6) Develop business case including financial plan. 7) Launch centre. 5. Accessing the Marketplace • Increase the ability of regional farmers and local processors to bring their products to the marketplace and obtain a greater return for their products. • Study the feasibility of options for improving the food chain for the benefit of farmers and processors. Options include: cooperative marketing agency; clearing house function; and, regional food brokerage centre. • Tourism Business Plan also identifies opportunity for a high profile site on a 400 series highway for a multi-purpose facility for the wholesaling and retailing of regional food products; interpretive centre on regional food production; culinary centre with food service and skills traininq; aqri-tourism information centre; and more. A high profile site on a 400 series highway is suggested. iv A three phase study process is recommended: 1) Phase 1 - Describe current situation. Analyze current situation including consultation with producers on barriers to accessing market, financial limitations of current supply chain as well as perceived market opportunities and opinions on best approach for future market access. 2) Phase 2 - Research best practices and current review of the Toronto food terminal. Develop range of options for market access. Establish performance criteria and evaluate options. Consult with producers on evaluation and select preferred option. \criteria to include: increased return to producers on their products; reduced costs to reach market; participation rates of producers; and, sustainable business model. 3) Phase 3 - Describe preferred option for accessing the marketplace and prepare business case. 6. Investing in Infrastructure See Infrastructure Action Plan. v Strategic Direction - Culture and Quality of Life (Culture Sub-Group; as of 03-09) Goals • Support creative individuals and enterprises, both commercial and non-profit, that contribution to the regional economy by creating and distributing cultural goods and services. • Offer a high quality of life in both our rural and urban communities. • Celebrate our local culture and sense of place. Description of Action 1. Enhancing the Quality of Life of Our Communities Three actions are recommended: 1) Support voluntarism. Begin with a current assessment of the volunteer environment in the region. Using methodologies that have been developed by agencies such as Volunteer Canada, determine the strengths and weaknesses from the perspective of both volunteers and organizations offering community and cultural services/programs and operating facilities. Provide this assessment to SCOR Partners, community and volunteer groups, etc. and encourage action to improve the volunteer experience. 2) Engage our youth. In addition to the recommendations made by other Working Groups: i) Foster creativity early in life. Enhance and expand the educational focus on creativity at the elementary and secondary school levels by placing greater emphasis on music and the arts, math, science and technology. Encourage Ministry of Education and school boards to enhance curriculum accordingly. ii) Promote community voluntarism. Expand experiences and opportunities available to students during their secondary school years. Create post-secondary experiences in SCOR that contribute to career development and support community projects. Similarly to the federal Katimavik program, provide financial assistance for living expenses and modest volunteer stipends. iii) Enhance access to public facilities for community and cultural activities. Review best practices in the region and beyond and make recommendations to the SCOR Partners for improved policies and practices regarding the operation of public facilities. Ensure to that barriers to access such as rental fees are addressed as well as options that encourage greater community involvement in the operation of public facilities. 2. Maintaining the Competitive Edge vi Agree with this action that has been put forward by several Working Groups for the SCOR Partners to review and improve their policies, fees, etc Also, for the Partners to advocate for improvements with senior levels of government. 3. Accessing Business Capital Agree with this action that has been put forward by several Working Groups, to assist cultural groups and artists to access funds. 4. Communicating With and Familiarizing SCOR Residents Use programs such as Open Doors and Trails Open to familiarize those who live and work in SCOR with the rich and diverse heritage of the region. Generate support for heritage preservation and celebration. 5. Cultural Planning Encourage all SCOR Partners to complete a cultural strategy. Build upon the experience and leadership found in the region (i.e., Oxford County). Start with mapping of cultural assets and share this information with tourism agencies. Market cultural facilities, programs and events, making good use of online opportunities. 6. Maintaining Educational Facilities and Increase Rural Access to Health Care Services The quality of life, and indeed the very existence, of our rural communities relies upon the availability of schools and health care. Advocacy by the SCOR Partners with the Government of Ontario is recommended. 7. Networking of Museums, Art Centres, Theatres These cultural assets and the organizations that operate them are strengthened through cooperation; their access to expertise is improved; their purchasing power is enhanced; and, they can market more effectively. Vii Strategic Direction - Culture and Quality of Life (Skills Sub-Group; as of 03-09) Goals • Increase development of life skills and skills associated with entrepreneurship and employment in new economy businesses and jobs. • Increase retention of our youth. Description of Action The solutions that follow are being driven by two significant situational changes: • Economic Recession - Those seeking services now include an increasing number of experienced and skilled workers needing a new career path. Workers requiring educational and life skills upgrades are growing in numbers as are the number of youth. Employers are facing stresses that affect their ability to manage their labour force needs. • Provincial skills programs are under review and significant changes are anticipated as Ontario responds to shifts in the provincial economy. The training system in the region is dynamic, being able to respond quickly to changing training needs through a wide range of agencies and facilities throughout the region. 1. Implementing a Regional Communications Strategy on Skills & Retraining A key solution, for both workers and employers in the region, is an aggressive communications campaign that addresses the immediate needs brought on by the recession and continues through the changes in provincial skills programming, anticipated by early 2010. Key components of the Communications Strategy are: 1) Develop tools to assist with initial entry into the training system including a Service Map and a Decision Tree. 2) The Service Map would describe the range and type of services available. Both employer and worker eligibility would be described. The training system is not consistent across SCOR and mapping by County would be required. 3) The Decision Tree is a tool for service providers doing intake. Using the Service Map and the Decision Tree, workers can be directed quickly and effectively to the service best fitting their needs and eligibility. 4) Train agency staff within the system to use the tools. 5 Make the Service Ma available as wide) as possible both online and through training agencies, economic development offices, viii business, tourism and agriculture associations, schools, information centres, etc. 6) Work with the media. 7) Market the business benefits of participation in training programs to employers, working jointly with economic development offices. Get out and make direct contacts. 8) Hire a Communications Officer for a minimum of 18 months to implement the Communications Strategy across SCOR. 2. Increase Resources for Case Workers and Coaches for Workers and Facilitators for Employees The system is complex and using the programs can be confusing and time-consuming. Having a consistent relationship with a knowledge service provider throughout the time a worker or employer is participating is essential. Access is essential. Work loads are already large and with increasing demand, more resources will be needed for this service to be effectively delivered. 3. Enhancing Rural Access to Services For those with limited resources, accessing services is an issue. A rural accessibility plan is needed that takes services closer to the client. Co-location is one means of securing office space for part-time use by staff that move around the service area delivering programming. A Job Bus is another option. ix Strategic Direction - EnergV (as of 03-09) Goals • Become a global leader in sustainable energy and in diverse renewable energy production. Description of Action 1. Fielding a Winning Team We need to act immediately to demonstrate our competitiveness in biomass energy from agricultural products. We need to show that we have a competitive team that: • Speaks with a single voice for agricultural producers in the region • Has the ability to produce and deliver the quantity and quality of agricultural product needed • Has the technology partners needed to process our agricultural product into desired fuel product • Has both the marketing and communications expertise needed to work with power corporations and governments, assuring them of our ability to deliver a competitive and reliable product. • Have the support of our communities as reflected in the advocacy of regional representatives - SCOR Executive, MPPs and MPs 2. Advancing the Rural Role in Renewable Energy SCOR needs to undertake consistent and aggressive advocacy with senior levels of government for locally-grown renewable energy solutions. • There is a 'need to even the playing field' for regional proponents that tend to be smaller, cooperative companies with strong ties to our rural and agricultural communities. • There is a need for senior levels of government to be partners in the process of developing renewable energy with a consistent and rational program package that supports development of a diverse network of renewable projects throughout SCOR. Program support needs to support development of renewable energy projects from conception through delivery with research and development, technology and project development, supply chain improvements, etcetera. • There is a need to address issues regarding power transmission. The power grid needs to be more flexible and decentralized, accepting power inputs from sources throughout the SCOR region. It needs to be 'smarter and there is a need to address the 'arbitrariness' of rates paid for power going into the grid. SCOR is seeking a fair market rate offered across the region. 3. Expanding Research, Development & Commercialization - Centre of Excellence Providing Rural and Agricultural Solutions to Climate Change see Environment Business Plan • The Energy WG supports the repurposing of under-utilized facilities in the region (such as the federally-owned research station near Delhi). The group is suggesting that this centre of excellence can focus research, development and commercialization on a range of energy solutions including biomass, wind, gasification, solar and ethanol/bio-fuel. • Creation of a business incubator would be very advantageous to development of new energy businesses. 4. Supporting Entrepreneurship & Accessing Business Capital (see Environment Business Plan) 5. Communications • Bring the community along with us as SCOR develops as a renewable energy leader. Maintain our broad-based community support. • Implement a communications strategy that supports our advocacy efforts with senior levels of government and other influential agencies, governments and corporations outside of SCOR. • Launch a youth-driven online campaign to promote a green lifestyle. X1 Strategic Direction - Environment (as of 03-09) Goals • Become a recognized leader in environmental and resource stewardship. • Expand business activity in green services, processes and products. • Create a Centre of Excellence for research and development in environmental and energy solutions. Description of Action 1. Reducing Our Carbon Footprint • Use ALUS (Alternative Land Use Services) as a foundation for a regional program to use biomass to sequester carbon and reduce our footprint and provide 'co-benefits'. This approach also supports source water protection and is a start on readiness for Cap 'n Trade. ALUS using incentives to offset the operating expenses associated with restoring the environmental balance on the farm. 2. Leadership in Carbon Cap & Trade • Work with stewardship councils, conservation authorities and others to put into place a regional partnership advisory committee. • Develop regional Cap 'n Trade protocols. 3. Protecting Drinking Water • In preparation for 2012, SCOR Partners establish ongoing regional implementation strategy. Potential to use Cap 'n Trade income to partially fund implementation. 4. Expanding Research, Development & Commercialization - Centre of Excellence Providing Rural and Agricultural Solutions to Climate Change • Increase applied research and support for commercialization of environmental and energy solutions - products, services and processes - in the region. • Re-purpose under-utilized facilities in the region as a centre of excellence for rural and agricultural solutions to climate change. The concept for the centre is: commercialization of sustainable agricultural practices; commercialization of sustainable rural and agri-based energy production; and, demonstration of climate change adaptations in rural communities. • Create a business incubator to assist with commercialization of products by farmers, processors and businesses. • Provide research scholarships and internships for SCOR youth to bring their academic training back into the region and apply it to commercialization of new environmental and energy products, processes and services. xii youth, schools, conservation authorities, researchers, etc. The steps include: 1) Build the case for establishment of the centre - SCOR as a natural leader in rural and agricultural solutions that will fill knowledge gaps in current research and development efforts in Canada. 2) SCOR champions are identified and promote the centre with the federal and provincial governments. 3) Develop the concept more fully, emphasizing the commercialization of sustainable agricultural practices; commercialization of sustainable energy production; and, demonstrating climate change adaptations in rural communities. 4) Identify facility potential and other sites in the region for research and demonstration activities (i.e., conservation lands, farm plots). 5) Identify partners - educational institutions, corporations, rural communities, conservation authorities, farm and commodity groups, etc. 6) Develop business case including financial plan. 7) Launch centre. 8) Create a business incubator to assist with commercialization of products by farmers, processors and businesses 9) Research scholarships and internships for SCOR youth to bring their academic training back into the region and apply it to commercialization of new agricultural products, processes and services 10) Launch a virtual centre by working with youth, schools, conservation authorities, researchers, etc. 5. Maintaining Our Competitive Edge • Undertake a regional review of the regulatory environment including policies, regulations, fees, charges and taxes and make changes that are supportive of innovation and change and the establishment of a'green' sector (use BR+E approach to assess and address regional barriers and challenges to business development). • Advocate for similar improvement at the provincial and federal levels. 6. Supporting Entrepreneurship 1) Enhance business support services for the green sector specifically targeting new products, services and processes. Services of key interest are: market identification and marketing know-how; product development including research, development and commercialization; and business information, networking and mentoring. A number of agencies provide business support services and there are several sources of business capital available. These resources need to be enhanced and focused to support innovation, diversification and value-added business activities in the green sector. We wish to work with these agencies - CFDCs, Enterprise Centres, business and manufacturing groups, government X111 programs and staff services and, private investors - to implement a dynamic regional network of services. This is a new sector with emerging markets and more knowledge, expertise and leadership will be needed for regional businesses to effectively take advantage of the market opportunities. 2) Enhance, and coordinate on a regional basis, business retention, expansion and attraction (BR+E) activities. Use BR+E to drive a grass-roots approach (community driven, locally focused); strengthen relationships with stakeholders; facilitate individual solutions to specific problems; and, recognize that different levels of support will be required by different individuals and business types. Analyze emerging and niche markets. 7. Accessing Business Capital A companion requirement to entrepreneurial support is access to business capital. Initiatives, such as marketing and investment attraction, should generally be complementary to and jointly undertaken with other relevant groups such as the Southwestern Ontario Marketing Alliance (SOMA) and the South West Economic Alliance (SWEA). There are three initiatives: 1) Increase knowledge, among entrepreneurs, of sources of investment capital. 2) Establish the $50M SCOR Innovation Fund increasing both public and private pools of investment capital in the region. 3) Create incentives for investment in new products, services and processes using tools such as community improvement plans. 8. Forestry Management • Use provincial 50,000 Trees Program and its incentives to assist Conservation Authorities to reach higher planting targets on public and private land. • Establish a Champions Network to promote good management practices. 9. Stewardship • Regional coordination of existing stewardship activities and agencies giving greater focus to regionally-significant goals - reduction of carbon footprint, source water protection and forestry management. xiv 10. Investing in Infrastructure See Infrastructure Action Plan. 11. Communications • Bring the community along with us as SCOR develops as a leader in sustainable development. Maintain our broad-based community support and participation. • Work with conservation authorities on development of public demonstration sites. • Implement a communications strategy that supports our advocacy efforts with senior levels of government and other influential agencies, governments and corporations outside of SCOR. • Launch a youth-driven online campaign to promote a green lifestyle. Xv Strategic Direction - Manufacturing (as of 03-09) Goals • Attract new businesses and industries, and retain and expand existing businesses and industries. • Seek out and support development of businesses and industries offering innovative products and services that are part of the new economy. • Achieve a balanced manufacturing sector representing a broad diversity of business sizes and sectors. Description of Action In the short term, retention of existing manufacturing operations in the SCOR area is the first priority. Expansion and attraction efforts should be focused on those sub-sectors and segments where the SCOR area has demonstrated a competitive advantage and there appear to be good growth prospects. These are: food processing; fabricated metal processing; automotive assembly and parts manufacturing; manufacturing relating to renewable energy and green products. It is important to develop a better understanding of the types of manufacturing businesses that are located in SCOR, which segments have been growing and which have been studied. Initiatives, such as marketing and investment attraction, should generally be complementary to and jointly undertaken with other relevant groups such as the Southwestern Ontario Marketing Alliance (SOMA) and the South West Economic Alliance (SWEA). 1. Maintaining the Competitive Edge The five Counties maintain a supportive business environment in the region. With the commitment of the SCOR partners to a regional approach to economic development and diversification, it is important for the partnership to ensure that the region, as a whole, remains competitive. Both our rural and urban communities must be supported in their efforts to improve their quality of life. The SCOR partners review the region's regulatory environment including policies, programs, taxes, fees and charges to ensure that the new directions set out in the SCOR Vision & Goals are being supported to the greatest extent possible across the region. It is recognized that there are both single-tier and two-tier Counties in the region and this must be taken into account in the review process. Perceived steps are: 1) SCOR Administrative Committee prepares a terms of reference for this review, in consultation with County CAOs, 2 It is anticipated that recommendations for change, approval and implementation of change will flow out in phases. xvi Also recommended is advocacy with senior levels of government and their agencies for regulatory change that minimizes barriers and supports achievement of our Vision and Goals. 2. Supporting Entrepreneurship Sustainable economic growth and diversification of the economy will be driven by entrepreneurs and businesses in all sectors of our economy. They need and want focused and coordinated business support. Two initiatives are proposed: 1) Business Support Services The region is well-served by a network of agencies including CFDCs, Enterprise Centres, municipal economic development and tourism departments, provincial/federal programs and staff services and private agencies offering business support services. It is recommended that these agencies review their services with the intent of focusing and coordinating their services, on a regional basis, to support achievement of the SCOR Vision & Goals. Services of key interest are: market identification and marketing know-how; product development including research, development and commercialization; business information; and, networking and mentoring. More knowledge, expertise and leadership will be needed for regional producers to effectively take advantage of agribusiness opportunities in the pharmaceutical industry, construction products, energy from biomass and, other sectors seeking bio-products. Support to farmers and processors for business planning and product development is needed including building corporate contracts on a sheltered, long-term and risk sharing basis with pharmaceutical and other firms and, access to patient investment capital. 2) BR+E (business retention, expansion and attraction) Again, the region is active in business retention, expansion and attraction activities and again, the challenge is to shape this work to support the SCOR Vision & Goals. It is recommended that the municipal economic development and tourism departments lead efforts with the other agencies active in the region to: i) Enhance, and coordinate on a regional basis, business retention, expansion and attraction (BR+E) activities to ensure that the target sectors are the focus of activities. ii) Use BR+E to drive a grass-roots approach (community driven, locally focused); strengthen relationships with stakeholders such as agricultural producers, tourism operators and manufacturers. xvii iii) Support analyses including the potential for import replacement and emerging and niche markets. 3. Accessing Business Capital A companion requirement to entrepreneurial support is access to business capital. There are three initiatives: 1) Increase knowledge, among entrepreneurs, of sources of investment capital. 2) Establish the $50M SCOR Innovation Fund increasing both public and private pools of investment capital in the region. 3) Create incentives for investment in new products, services and processes using tools such as community improvement plans. 4. Investing in Infrastructure See Infrastructure Action Plan. 5. Expanding Research, Development & Commercialization 1) Diversification of the Agricultural Sector (see Agribusiness & Food Industry Action Plan) 2) Centre of Excellence Providing Rural and Agricultural Solutions to Climate Change (see Environment Action Plan) 3) Manufacturing Share Centre - Promoting An Open Sharing of Technology Know-How (to be described) xviii Strategic Direction - Public Infrastructure (as of 03-09) Goals • Put in place the infrastructure - water, sewer, public transportation, transportation and broadband communications - needed to support and grow our new economy. • Implement a sustainable approach to development of regionally significant infrastructure. Description of Action Milestone Cost (mm/yy) Estimate in 2009 $ 1. Sustainability :before major Assimilative Capacity Studies for the three watersheds - Thames, Grand & Long Point - are water projects $1.5M recommended. proceed 2. Water :water A linked regional system of piped water is proposed: investments first $1.413 • EA underway relating to Nanticoke intake and 'big' pipe running northward generally along : portion of Highway 24 through Norfolk and Brant into Waterloo Region including pumping cost to SCOR stations/reservoirs partners • Recommending an east-west pipe including pumping stations and reservoir, in corridor along $65M Highway 3, running from Elgin/St Thomas ultimately linking to 'big' pipe at Highway 24 • Recommending a northward pipe to Highway 401 running through Oxford from a link to the $15M proposed east-west pipe • Recommending a southward pipe to Port BurwellNienna from a link to the proposed east-west $$M pipe • Recommending a connection to create a loop between the Strathroy-London pipe and the Mt $4M Brydges-London pipe xix Description of Action Milestone (mm/yy) Cost Estimate` (in 2009 $ 3. Provincial Highways & County Roads :as determined by In Elgin County: development • Highbury Avenue (from Highway 400 south to St. Thomas) needs to be upgraded as a needs $20M regional route for the movement of goods and services • Wellington Street (from Highway 400 south to St. Thomas) needs to be upgraded as a $20M regional route primarily serving personal vehicles, commuters and travelers. • Elgin Road 73 needs to be upgraded as a regional route. In Middlesex County: $25M • Middlesex County Road 14 (from Highway 402 to Commissioners Road) needs to be upgraded provincial • SWEA has suggested that Highway 7 be rerouted between Highway 4 and Highway 402 In Oxford County: provincial • MTO has an EA underway to examine options for rerouting Hwy 718. $??M • Interchanges (Highways 4011403) associated with Oxford County 4 upgrading New North/South Regional Road through Oxford and Norfolk Counties • Potential routing should take advantage of existing roadways and minimize impacts on urban areas $30M • Oxford County Road 6 (northbound from Highway 401) needs to be upgraded along its full length $37.5M • Oxford County Road 6 (southbound from Highway 401 to north of Tillsonburg) could potentially form part of this upgraded route and a ring road passing east of Tillsonburg would be required $15M • Highway 59 (Norfolk) (southbound from Highway 3 to Lake Erie) could potentially provide the final portion of this route In Brant County: provincial MTO has an EA underway for a rerouting of Highway 24 (between Highways 403 and 401) NOTE: Another SWEA recommendation, not recommended here, is Highway 3 expansion from St xx Thomas to Fort Erie. Description of Action Milestone Cost (mm/yy) Estimate Million$ 4. Sewer The Group recommends that the local solution is the best solution in most circumstances. A regional solution is recommended in the Highway 402 area of Komoka-Kilworth-Mt Brydges- $25M Delaware where employment lands also are planned. 5. Rail In Middlesex County: SWEA has recommended an inter-modal location at Mt Brydges and Highway 402 provincial NOTE: Changes would be driven by development needs or larger-scale planning for high speed or regular rail expansions for passenger service or goods movement (i.e., report of the Premier's Advisory Council on the Economy). 6. Airports No recommendations for change are made at this time. Further review is warranted. 7. Harbours There are 8 harbours in the region with 4 in each of Elgin County and Norfolk County. In Elgin County: Expansion of the Port Glasgow harbour as a recreational facility would be appropriate in conjunction with development of new resort facilities and/or lifestyle housing Port Stanley is a commercial harbour. While the federal government has indicated an interest in divestment and recreational use in the future, SWEA has recommended a return to full commercial use. • Port Bruce is a recreational facility. xxi • Port Burwell serves commercial fishing but is limited in its functionality due to silting issues. In Norfolk County: • Port Dover-40% commercial/60 recreational in use • Port Rowen - 20% commercial/80% recreational • Long point & Booth Harbour- 100% recreational NOTE: Changes would be driven by development needs or larger-scale planning such as cross-lake passenger ferry service or shipment of goods at a lake port. 9. Broadband Communications Elgin has full coverage. Middlesex is implementing county-wide coverage. Norfolk and Oxford seeking provincial funding to achieve full coverage. Brant has significant coverage at present. 10. Public Utilities SWEA recommends the development of utility infrastructure corridors (water, natural gas storage/distribution, electricity transmission) in conjunction with transportation corridors to attract new business to SW Ontario. 11. Public Transportation Inter-city opportunities should be investigated. xxii Strategic Direction - Tourism (as of 03-09) Goals • Leverage and market existing natural assets, authentic small town lifestyle, cultural assets and events and agriculture/food assets to become the tourism destination of choice. Description of Action 1. Market Development • Identify market potential and develop tourism products to serve market. • Understand customer profile and travel patterns. • Increase expenditures per visitor and increase overnight stays. • Pursue market development in the following: festivals and fairs; eco-adventure; authentic rural experience; agri- tourism/food/culinary arts; and, weekenders. 2. New Product Development i) Festivals and Events Cooperative - Create a consistent inventory in each county and place into shared regional database. Cooperatively market events. Consider pooling some funds for this purpose. Encourage local development of business(es) to serve the logistical needs of these events. ii) Visitor Accommodation - Seek a range of choices including small scale, rural-based, innovative approaches. Support with tourism products and marketing that increases overnight stays. iii) Waterfront Strategy - Develop an Ontario's South Coast strategy for residential/tourism development. Support with appropriate land use policies in County Official Plans. iv) Business Development - Through business networking, facilitate identification of sector needs for new/expanded products and services. v) Agri-Tourism Showcase - At a premier site on a 400 series highway, develop a mixed use centre accommodating food wholesaling and retailing, food service; food science and culinary arts education, a travel information centre and more (see Agribusiness & Food Industry Business Plan). xxiii 3. Accessing Business Capital i) Increase knowledge of sources of investment capital among tourism operators. ii) Increase both public and private pools of investment capital. iii) Use tools such as Community Improvement Plans to create incentives for investment in new products. iv) Attract new investors to the region to develop new products. 4. Investing in Infrastructure See Infrastructure Action Plan plus the following: i) Trails - Develop new/expanded walking/cycling/hiking/adventure trails as well as themed touring routes. Link to value-added services such as guides and overnight accommodation and food service. ii) People Mover Strategy - Develop a multi-modal approach to facilitate entry of travelers into and around the region. Promote options that allow visitors to get out of their private vehicles. We need to understand travel patterns. iii) Signage & Visitor Information - Each County should work with tourism operators to assess and improve directional signage. Develop a travel information hub (see Agri-Tourism Showcase above) 5. Marketing • Develop a user-friendly SCOR web site that offers visitor information organized around our five regional themes (see Market Identification). • On a regional basis, offer products linked to internet and GSP tools. xxiv APPENDIX B - Projected Resource Requirements for 15 Priorities for Action xxiv Priority for Action Resource Requirements Implementing Partners SCOR Partners: All actions will require the time of elected officials & municipal staff to deliver. In-kind resource commitments are ongoing. Other commitments are noted below. 1. Maintaining the Competitive $35,000 for facilitation services SCOR Partners Edge $35,000 in SCOR in-kind contributions recommendations may trigger resource requirements 2. Supporting Entrepreneurship i. Business Support Services $35,000 for facilitation services SCOR Partners - ec $35,000 in staff and in-kind contributions dev/tourism dep'ts from SCOR and staff resources from CFDCs other agencies Enterprise Centres Provincial/Federal recommendations may trigger resource Gov'ts requirements Private agencies Investors H. BR+E (business retention, expansion and attraction) see above see above 3. Accessing Business Capital i. Increase knowledge, among $25,000 in in-kind and staff resources entrepreneurs, of sources of from SCOR and other agencies see above investment capital. $10,000 marketing it. Establish the SCOR build $50M fund over five years: SCOR Partners Innovation Fund. SCOR Partners @ Private Investors $2.5M per annum Federal Govt Private Investors @ $2.5M per annum Federal Government @ $5M per annum will trigger equal business investment !it. Create incentives for $60,000 for CIP development SCOR Partners investment. $1.25M or $2.5M per annum for loans/grants will trigger eual private investment 4. Investing in Infrastructure in 2009 dollars, infrastructure All levels of government investments are estimated in a range of $670M - $700M for projects including municipal participation xxv 5. Expanding Research, Develop ment & Commercialization i. Diversification of the staff and in-kind contributions from SCOR Partners Agricultural Sector - Centre of SCOR and other organizations Provincial Gov't Excellence (several ministries) $200,000 for feasibility and business Federal Gott plan development (Agriculture Canada, NRC) University of Guelph University of Western Ontario Corporations Agriculture & Commodity Groups fl. Centre of Excellence staff and in-kind contributions from Providing Rural and SCOR and other organizations see above Agricultural Solutions to Climate Change $200,000 for feasibility and business plan development i. Provide research $250,000 or $50,000 per annum for 10 SCOR Partners scholarships and internships scholarships/internships Universities/Colleges for SCOR youth. ii. Launch a virtual centre of SCOR Youth Team excellence by working with youth.... design funds @ $5,000 iii. Launch a youth-driven SCOR Youth Team SCOR Partners online campaign to promote a Stewardship Councils green lifestyle. design funds @ $5,000 Conservation Authorities iv. Foster creativity early in life. SCOR Partners Cultural Groups Corporations Business Groups School Boards v. Promote community Student summer team @ $12,000. plus SCOR Partners voluntarism. Supervisor @ $12,000. School Boards Katimavik & other like $150,000 or $30,000 per annum for organizations/programs stipends Commodity Groups recommendations will trigger resource Individual Producers requirements OMAFRA University of Guelph (George Morris Centre) University of Western Xxvi CFDCs 8. Regional Communications Communications Officer for a minimum SCOR Partners Strategy on Skills and of 18 months to implement the Business Groups & Retraining Communications Strategy across SCOR Large Employers -$90,000. Media MTCU Local Training Boards Educational and Social Service Institutions 9. Enhancing the Quality of Life of Our Communities i. Support voluntarism. Summer student team - $12,000 plus SCOR Partners Supervisor - $12,000. H. Engage our youth. (See priority #6 - Recognizing Youth as Innovators) iii. Enhance access to public $20,000 for best practices review SCOR Partners facilities for community and cultural activities. 10. Fielding a Winning Team $55,000. for communications expertise SCOR Partners for agri-biomass team MPPs MPs Renewable Energy Proponents Regional Power Corporations 11. Advancing the Rural Role in Renewable Energy see above see above 12. Reducing Our Carbon expansion of ALUS staffing/operation & SCOR Partners Footprint Advisory Cites MNR Stewardship Councils $6M or $1.2M per annum for region-wide Conservation delivery (some funds in place for Norfolk) Authorities Foundations offset revenue (Cap 'n Trade) anticipated Agricultural Groups by 2012 Individual Farmers/ Processors Norfolk ALUS Advisory Cttee xxvii 13. Protecting Drinking Water strategies may trigger resource SCOR Partners requirements CAs & Source Water Protection Cttees MOE Agricultural Groups 14. Promote Themed Touring $140,000 for professional services SCOR Partners Routes Tourism Operators $1.25M for marketing buys in 2010 Provincial Gov't (MOT) will trigger marketing buys in subsequent years 15. Develop An Agri-Tourism $60,000 for business case development SCOR Partners Showcase Tourism and recommendations will trigger resource Agricultural/Commodity requirements Groups Provincial Gov't (OMAFRA & MOT) Projected Investment $760,118,000. over 5 years 15,500 jobs created over five years xxviii RECEIVED JUL 2 0 2005 July 15, 2009 Ms. Kate Burns Clerk, Administrative Services Coordinator Elgin County 450 Sunset Drive St. Thomas, ON N5R 5V1 Dear Ms. Burns, Re: South Central Ontario Region (SCOR) COUNTY OF ELGIN ADMINISTRATIVE SERVICES The Council of the Corporation of Norfolk County, considered a communication regarding the above-noted at its regular meeting on Tuesday, July 14, 2009. Please be advised of the following Resolution which was passed unanimously by Norfolk County Council: WHEREAS the South Central Ontario Region (SCOR) is a partnership of the five Counties of Brant, Elgin, Middlesex, Norfolk and Oxford whose mandate is: 1. To pursue a regional approach to economic development thus ensuring the vitality and sustainability of our communities; 2. To harness the region's potential and become a rural economic powerhouse in Ontario and Canada; and 3. To establish SCOR as a strategic, integrated and globally competitive economic region; AND WHEREAS by working with stakeholders from the region possessing diverse expertise and representing the community, business, non-profit, government and related agencies, SCOR has developed a grassroots strategic management plan to revitalize and diversify the regional economy; Page 2 AND WHEREAS with the assistance of the Province of Ontario through the Ontario Ministry of Agriculture, Food and Rural Affairs, SCOR is moving towards the establishment of a not-for-profit corporation as the preferred vehicle to implement its strategic management plan; AND WHEREAS SCOR is currently seeking the support of the senior levels of government in order to move forward with the implementation of the plan; NOW THEREFORE be it resolved that Norfolk County does hereby: 1. Approve the South Central Ontario Region (SCOR) Strategic Management Plan entitled The Path Forward and dated June 2009; 2. Approve the incorporation of SCOR as a not-for-profit share capital corporation owned by the five counties of Brant, Elgin, Middlesex, Norfolk and Oxford and managed by a board of directors comprised of representatives from each county with a mandate to implement the SCOR Strategic Management Plan; 3. Direct the Chief Administrative Officer, or designate, to work with the SCOR Administrative Committee to develop the terms and conditions of the new corporation; 4. Approve its continued partnership in the South Central Ontario Region after the June 15, 2010 expiration of the existing Memorandum of Understanding, for a period of approximately three and a half years commencing June 16, 2010 and extending to December 31, 2013; and, 5. Strongly encourage the other four Counties to extend their commitment to this partnership. I ask that you provide copies to your County Council members and suggest that should there be any questions, they be directed to the members of Council who are also Executive members of SCOR. Additionally, I direct everyone's attention to www.scorregion.com. Yours truly, " Denn' r ale, Mayor Norfolk C unty 519-426-5870, Extension 1220 dennis.travale@norfolkcounty.ca C.C. SCOR Executive and the Chair SCOR Administrative Committee DougReycraft Chair, Community Schools Alliance 399 Ridout Street North, London, Ontario N6A2P1 519-287-2015 reycraft@sympatico. ca www. communityschoolsaUlance.ca July 21, 2009. RE: Community Schools Alliance Dear Municipal Colleagues On behalf of the founding Executive Committee of the Community Schools Alliance, I am pleased to provide you with the attached resolution and fact sheet. As a recent AMO president, I have had the opportunity to travel the province and listen to the concerns of Ontario's municipalities. During my travels, I have heard many concerns about the accommodation review committee (ARC) process which was developed by the province to determine which schools in a municipality stay open, which ones get closed and where new schools will be located. In response to these common concerns, the Community Schools Alliance was established. As municipal leaders, we believe our community schools are vital pieces of our public infrastructure; our schools are as important to our communities as the municipal infrastructure for water, transportation and recreation that we build and maintain. Clearly we would not allow our municipal water systems to be taken away without strong public input into the decision making process. Likewise, we believe municipalities, parents and students should have a strong voice at the table where school accommodation decisions are made. This is especially true considering there are 100 schools in Ontario currently undergoing accommodation reviews and 146 schools closing or recommended to be closed. While the challenge may be complex, our goal is simple. We are asking the Minister to impose a "smart moratorium". The goal of the "smart moratorium" is to provide time for the Ministry, school boards and municipalities to work together to develop policies addressing issues such as planning for declining enrolments, a mutually agreed upon Accommodation Review Committee (ARC) process, a review of funding to rural and small community schools and establishing a working relationship between municipalities and school boards that provides transparency and accountability. I invite you to assist us with this challenge by encouraging your council to review the attached material and vote in favour of passing the resolution of support. As well, the Community Schools Alliance has invited Ontario Education Minister Kathleen Wynne to address our inaugural meeting. Please encourage your colleagues to attend on the 17th of August at 4:45PM during the AMO Conference in Ottawa. Yours truly, 04-47 Walk- Doug Reycraft Chair, Community Schools Alliance The Community Schools Alliance encourages your council to adopt the following resolution. Please forward a copy of your resolution to The Honourable Kathleen Wynne, Minister of Education, Mowat Block, 900 Bay Street, Toronto, Ontario M7A 1L2, Canada and the Community Schools Alliance, 399 Ridout Street N, London, Ontario, N6A 2P1, brayburn a. county. middlesex. on. ca. DRAFT RESOLUTION WHEREAS communities across Ontario are concerned with the Accommodation Review Committee process and the impact this flawed process has on the socio- economic fabric of our municipalities; AND WHEREAS many schools are the hubs of their communities, a better accommodation review system is needed to address the educational facility needs of our residents; AND WHEREAS a system to address the educational facility needs in Ontario must ensure that school boards and municipal councils partner on decisions regarding education infrastructure; AND WHEREAS greater accountability for school board decisions is needed; AND WHEREAS a thorough review of the governance model for school accommodation decisions must include an opportunity to appeal these decisions; AND WHEREAS the accommodation review process should respect and value the input of students, parents, the community and municipality; THEREFORE BE IT RESOLVED that the Province of Ontario be petitioned to implement a "smart moratorium" on disputed school closings to provide the opportunity for the Ministry of Education, school boards and municipalities to work together to develop policies addressing such issues as planning for declining enrolments, a mutually agreed upon Accommodation Review Committee process, a review of funding to rural and small community schools, and transparency and accountability between municipalities and school boards. www.communityschoolsalliance.ca FACT SHEET BACKGROUND • The Community Schools Alliance was formed in 2009 by a number of Ontario municipalities concerned with the flawed process used by school boards in making decisions about student accommodation, especially school closures GOALS The Community Schools Alliance is asking Minister Wynne to support a "smart moratorium" on all school closings that are disputed by municipalities The goal of the smart moratorium is for the Ministry, schools boards and municipalities to work together and develop policies addressing such issues as planning for declining enrolments, a mutually agreed upon Accommodation Review Committee (ARC) process, a review of funding to rural and small community schools and establishing a working relationship between municipalities and school boards that provides transparency and accountability The development of a municipal appeals mechanism for school board decisions on accommodation A BETTER SYSTEM IS NEEDED The Community Schools Alliance believes that a better system is needed and should: o Ensure that school boards and municipal councils work together on decisions regarding education infrastructure, o Provide greater accountability for school board decisions on student accommodation, including school closures, o Review the governance model for school board decisions on student accommodation which must include the opportunity to appeal those decisions, o Respect and value the input of students, parents, the communities and municipalities during the ARC process. COMMUNITY SCHOOLS ALLIANCE MEETING WITH MINISTER WYNNE • Minister Wynne has been invited to attend the inaugural meeting and discuss the accommodation review process and the impact of this flawed process on the socio-economic fabric of our communities. • The meeting is August 17`h at 4:45 PM during the AMO conference in Ottawa FOUNDING EXECUTIVE COMMITTEE MEMBERS • Doug Reycraft, Mayor, Southwest Middlesex • Michael Power, Mayor, Greenstone • Gary Burroughs, Lord Mayor, N iagara-on-the- Lake • Ron Emond, Mayor, Hastings Highlands • John R. Wilson, Mayor, Malahide Township • Tony Guergis, Warden, Simcoe County • Jim Collard, Councillor, Niagara on the Lake • Allen Taylor, Chair of ROMA • Doug Shearer, Councillor, Cobalt Pryjesi0stf!(".L~m REPORT TO COUNCIL FROM: Jim Bundschuh - Director of Financial Services DATE: July 21st, 2009 SUBJECT: Budget Comparison - June 30th, 2009 INTRODUCTION: Attached is the budget comparison to June 30th, 2009 for the County operating departments showing $648,000 favourable year-to-date performance; an improvement of $136,000 since the May Budget Comparison Report. DISCUSSION/CONCLUSION: Highlights of the budget performance are as follows: Line 18 - Homes: June favourable performance of $136,000. Revenue accounted $80,000, wages and benefits were favourable $35,000 with the balance being in lower spending for supplies. Line 25 - Economic Development & Tourism: June performance of $5,000 favourable due to budgeted $5,000 in wages and benefits for an administrative assistant not being spent. RECOMMENDATION: THAT the report titled Budget Comparison - June 30th, 2009 and dated July 21 st, 2009 be received and filed. Respectfully Submitted dschuh W Jim 4-BunX Director of Financial Services Approved for Submission Mark G. c ona Chief Administrative Officer COUNTY OF ELGIN Budget Comparisons For The 6 Periods Ending June 30, 2009 1 2 3 4 5 6 7 8 9 10 Description Column 1 Column 2 Column 3 Column 4 Column 5 Column 6 Column 7 Column 8 Column 9 Column 10 MONTH YTD ACTUAL Variance Actual ACTUAL Variance Actual Actual B/(W) Percent of Actual B/(W) Percent of RECEIPTS EXPEND. NET Budget Buduet RECEIPTS EXPEND. NET Budget Budget CORPORATE ACTIVITIES TAXES (5,612,730) 0 (b,612,730) 0 100.0% (11,225,041) 0 (11,225,041) 0 100.0% INTEREST CHARGES & INCOME (2,901) 0 (2,901) (3,774) 43.5% (50,550) 0 (50,550) (9,400) 84.3% SOCIAL SERVICES - ST. THOMAS 0 740,411 740,411 (0) 100.0% 0 1,714,098 1,714,098 136,929 92.6% HEALTH UNIT 0 69,346 69,346 0 100.0% 0 376,443 376,443 39,635 90.5% GRANTS 0 0 0 0 0.0% 0 95,300 95,300 0 100.0% RENTAL INCOME (58,291) 0 (58,291) (187) 99.7% (350,493) 0 (350,493) (373) 99.9% PROPERTY ASSESSMENT 0 0 0 0 0.0% 0 339,006 339,006 0 100.0% ONTARIO MUNICIPAL PARTNERSHIP FUND 0 0 0 0 0.0% (2,638,000) 0 (2,638,000) 0 100.0% TRANSFER TO RESERVES/CAPITAL 0 0 0 0 0.0% (905,832) 8,168,934 7,263,102 2 100.0% 0 0 0 0 0 0 Total Corporate (5,673,922) 809,757 (4,864,164) 3,961 99.9% (15,169,916 10,693,781 (4,476,135 166,793 103.9% DEPARTMENTAL ACTIVITIES 11 WARDEN AND COUNCIL 0 21,962 21,962 580 97.4% 0 155,054 155,054 (8) 100.0% 12 ADMINISTRATIVE SERVICES 0 67,369 67,369 3,477 95.1% 0 206,357 206,357 5,190 97.5% 13 FINANCIAL SERVICES 0 34,923 34,923 (220) 100.6% 0 206,618 206,618 2,865 98.6% 14 HUMAN RESOURCES 0 31,743 31,743 2,302 93.2% 0 201,362 201,362 2,242 98.9% 15 ADMINISTRATION BUILDING (59,626) 51,610 8,016 3,520 178.3% 186,553 310,043 123,490 29,656 80.6% 16 CORPORATE EXPENDITURES 0 21,204 21,204 2,618 89.0% 0 315,781 315,781 14,585 95.6% 17 ENGINEERING SERVICES (6,250) 45,187 38,937 (6,775) 121.1% (64,312) 1,562,185 1,497,873 (1,114) 100.1% 18 HOMES FOR SENIORS SERVICES (1,311,439) 1,480,231 168,792 135,948 55.4% (7,517,176) 8,503,658 986,482 401,863 71.1% 19 MUSEUM/ARCHIVES (3,508) 34,481 30,973 (1,754) 106.0% (17,003) 165,386 148,383 4,555 97.0% 20 LIBRARYSERVICES 2,266 206,916 204,650 1,488 99.3% 48,298 1,070,296 1,021,998 7,111 99.3% 21 INFORMATION TECHNOLOGIES 0 82,751 82,751 (5,447) 107.0% 0 271,012 271,012 1,010 99.6% 22 PROVINCIAL OFFENSES (109,262) 52,829 (56,433) 21 100.0% (539,523) 468,459 (71,064) 1,318 101.9% 23 COLLECTIONS - POA 0 1,511 1,511 152 90.9% (123,819) 118,086 (5,734) (20) 99.7% 24 AMBULANCE & EMERGENCY SERVICES (431,565) 600,246 168,681 (1,245) 100.7% (2,506,083) 3,643,364 1,137,281 (2,148) 100.2% 25 ECONOMIC DEVELOPMENT & TOURISM (5,854) 43,964 38,110 5,433 87.5% (47,830) 223,410 175,580 14,397 92.4% 0 0 0 0 0 0 26 Total Departmental 1,929,770) 2,776,927 847,157 140,097 85.8% (11,050,598 17,421,072 6,370,474 481,501 93.0% Total (7,603,691) 3,586,684 (4,017,007) 136,136 103.5% (26,220,514) 28,114,853 1,894,339 648,295 74.5% \\Ecaccpac\sageaccpac\insight data\ELGIN FINANCIAL\Summary3 7121/2009 Pagel of 1 ! Elmt'°u17fy REPORT TO COUNTY COUNCIL FROM: Kate Burns, Administrative Services Coordinator Mark McDonald, Chief Administrative Officer DATE: July 16, 2009 SUBJECT: Canada Post Corporation Strategic Review INTRODUCTION: The County of Elgin received a letter from the Canadian Union of Postal Workers (CUPW) discussing the recent report of the advisory panel of the Canada Post Corporation Strategic Review (CPCSR). In their letter the CUPW discusses the report's recommendations for rural mail delivery and post office closures. DISCUSSION: In their letter, the CUPW states that the "CPCSR report recommends that the current moratorium on post office closures in rural and small towns be replaced with new rules and procedures, including the ability to replace public post offices with private outlets." The letter requests that each Council consider passing the attached resolution or a similar resolution directed to Minister Merrifield, Minister of State for Transport and the Minister responsible for Canada Post. The resolution requests of the Minister to reject the CPCSR recommendations that would; i) Put an end to the moratorium on post office closures in rural and small towns and give Canada Post the flexibility to close post offices covered by the current moratorium or convert these public post offices to private outlets ii) Cut delivery to rural mailboxes without exploring all options or properly consulting with residents or the representative of rural delivery workers. The Canada Post Strategic Review (CPCSR) has a number of recommendations for "Post in Rural Canada" that address both postal offices and rural mail delivery. Key among these recommendations is the definition of rural. The Advisory Panel "recommends that a more realistic definition of rural be established initially as communities with a population of 10 000 or less." This definition would remove communities such as; Abbotsford, British Columbia; Lethbridge, Alberta; Timmins, Ontario; and Moncton, New Brunswick from the list defined as rural. In addition to revising the definition of "rural" the panel recommended "that a new and more explicit mechanism be developed to replace the moratorium, [the moratorium being to not close any rural postal offices] with a clear set of rules and procedural guidelines that would both safeguard and respect the postal service needs of rural Canada, but also allow Canada Post a degree of flexibility to deal with emergent issues in providing postal services in rural areas." The panel does go on to further recommend that "these specific obligations be developed more fully by Canada Post through a meaningful consultative process involving rural Canadians, with its conclusions and the resulting approach being clearly explained..." The Advisory Panel makes it clear that the opinions of those living in rural Canada should be an integral part of any changes to the current system involving the moratorium. The Advisory Panel also has recommendations that affect delivery and access modes in rural Canada. In its report the panel noted that; "Delivery to the end-of- lane - basically to a roadside box at the end of a property owners lane or driveway - has its origins at the turn of the 20th century in southern Ontario." As such the panel recommends "that the ongoing viability of end-of-lane deliveries (also known as rural roadside mailbox delivery) be considered where potential traffic safety concerns exist as indicated through Canada Post's ongoing rural traffic safety review. These concerns are of particular importance when the deliveries take place on routes served by roads where the posed speed limit is 80 km/hr or higher." In a discussion with Canada Post's government relations department, they have advised that they have no position on the matter as they were the subject of the review. The Government of Canada launched the review, while Canada Post has no position on the matter they will be willing to work with the Government on any issues that may arise as a result of the review. CONCLUSION: There are a few discrepancies that appear between the letter and summary of the report as presented by the Canadian Union of Postal Workers and the actual Canada Post Corporation Strategic Review. Most of the discrepancies are minor and are related to interpretation of the information. In light of the information provided both in the letter and in the report it is clear that there is an imminent threat to rural mail delivery, especially to end-of-lane delivery as it is known in rural Ontario and specifically Elgin County. In addition to the possibility of losing end-of-lane delivery there is the threat of small rural postal outlets being closed or being moved into private hands. This could have an impact on the smaller communities that rely heavily, still, on Canada Post for services. RECOMMENDATION: THAT the Warden of Elgin County compose a letter to Hon. Rob Merrifield, Minister responsible for Canada Post requesting that the Minister reject the Canada Post Corporation Strategic Review recommendations that would; i) Put an end to the moratorium on post office closures in rural and small towns and give Canada Post the flexibility to close post offices covered by the current moratorium or convert these public post offices to private outlets ii) Cut delivery to rural mailboxes without exploring all options or properly consulting with residents. All of which is Respectfully Submitted Approve on Kate Burns Mark cDona Administrative Services Coordinator Chief Administrative Officer 377, rue Bank et, , SUP Ottawa, OntariotK2P 1Y3 tel./tel. 613 236 7238 fax/te16c. 613 563 7861 (v ;~hI~~~ JUL 0 2 2009 June 2009 COUNTY Of ELGIN ADMINISTRATIVE SERVICE Dear Chief Administrative Officer: Re: Postal report says no to deregulation but threatens rural and small post offices and rural delivery - Federal government to decide what happens The advisory panel of the Canada Post Corporation Strategic Review (CPCSR) has finally issued its report. The report examines virtually all aspects of Canada's postal service. It contains both positive and negative recommendations. I will begin with the good news. The CPCSR report recommends against deregulation of our' public post office. It says, "There appears to be little public support for the privatization or deregulation of Canada Post, and considerable if not unanimous support for maintaining a quality, affordable universal service for all Canadians and communities." This recommendation is, in many ways, a tribute to the hundreds of municipalities that sent letters, submissions and resolutions opposing postal deregulation to the review's advisory panel. The CPCSR report also recommends that Canada Post's universal service obligation be defined in a `contract' or `service charter' between the Government of Canada and Canada Post in order to clarify expectations and responsibilities relating to service. It proposes that rural service be part of Canada Post's universal service obligation (USO). This is also good news as long as standards are reasonable and there is adequate public consultation on the standards. Unfortunately, the report also contains recommendations that are bad news for many municipalities, especially rural and small communities. The CPCSR report recommends that the current moratorium on post office closures in rural and small towns be replaced with new rules and procedures, including the ability to replace public post offices with private outlets. Rob Merrifield, Minister of State for Transport and the Minister responsible for Canada Post, had indicated that the government would review the CPCSR report and consult with stakeholders prior to taking any action. However on June 18, 2009 the government introduced legislation to remove international letters from Canada Post's exclusive privilege. This amendment will allow international remailers to continue to siphon off Canada Post's lettermail volumes and revenues, thus eroding the post office's ability to provide service in remote and rural areas. Canada Post President Moya Greene has estimated that international mailers siphon off between $60 to $80 million dollars per year in business. CUPW believes that Minister Merrifield should be consulting with municipal stakeholders like your community prior to taking any negative actions such as legalizing the remailers. Canada Post belongs to all of us and we have a right to have input into decisions that could fundamentally alter the nature of this service. Canadian Union of Postal Workers The struggle continues CLC/CTC - FTQ - UNI travsilleurs et travailleuses des postes to lutte continue CUPW hopes you will consider passing the attached resolution or a similar resolution directed at Minister Merrifield. We believe, and we hope you agree, that it is important to let the Minister know that cutting delivery to rural mailboxes, legalizing remailers, and closing or converting public post offices to private outlets is not in the interest of communities. Our public post office plays a vital role in local economies by providing good jobs and the stable infrastructure that communities need to thrive and businesses need to grow. We think the federal government should be strengthening and investing in infrastructure like the post office in the midst of an economic crisis, not weakening or selling it. In closing, I would like to thank all the municipalities that participated in the CPCSR and in other efforts, over the years, to preserve universal, public postal service. Thank you as well for reading this letter and considering our request. I have included a copy of a petition on the moratorium and remailers as well as some additional information on the CPCSR report. You can download or view the actual report by going to http://www.epestrateviereview- examenstrategiquescp.mca. To obtain a print copy of the report, call 1 800 635-7943 or go to www.publications.gc.ca. You can also obtain a copy of CUPW's submission to the CPCSR, which outlines our vision of public postal service, by writing to us (377 Bank Street, Ottawa, Ontario, K2P 1Y3) or going to ham://www.cLipw.ca/index.cfin/ci id/10881/la id/l.htm. Please feel free to contact me if you have any questions or concerns relating to this letter or the report. Yours truly, Denis Lemelin National President Encl. cc: National Executive Committee Regional Executive Committees National Union Representatives Regional Union Representatives Specialists CUPW locals David Christopherson, MP Mario Laframboise, MP Joseph Volpe, MP Jack Layton, Leader, New Democratic Party Gilles Duceppe, Leader, Bloc Quebecois Michael Ignatieff, Leader, Liberal Party Stephen Harper, Prime Minister and Leader of the Conservative Party of Canada DLtbk cope 225 ;anadian Union of Postal Workers The struggle continues CLC/CTC • FTQ - UNI travailleurs at travailleuses des pontes La tutte continua SAVE PUBLIC POST OFFICES AND RURAL DELIVERY WHEREAS the report of the Canada Post Corporation Strategic Review (CPCSR) recommends that the current moratorium on post office closures in rural and small towns be replaced with a mechanism involving new rules and procedures, including the ability to replace public post offices with private outlets. WHEREAS the report also recommends that rural mailbox delivery be reconsidered. WHEREAS these recommendations, if implemented by the federal government, would undermine public postal service and jobs in our community and fundamentally change the nature of Canada Post's retail and delivery network. WHEREAS the report proposes that Canada Post's highly inadequate community consultation process be used when closing or "rationalizing" a post office/outlet and that a similar process be used when replacing rural mailbox delivery with delivery to a community box, green box or post office. BE IT RESOLVED THAT write to Rob Merrifield, the Minister responsible for Canada Post, and request that the government preserve public postal service and jobs in our community by rejecting CPCSR recommendations that would: I. Put an end to the moratorium on post office closures in rural and small towns and give Canada Post the flexibility to close post offices covered by the current moratorium or convert these public post offices to private outlets 2. Cut delivery to rural mailboxes without exploring all options or properly consulting with residents or the representatives of rural delivery workers. BE IT FURTHER RESOLVED that we request that Minister Merrifield consult with the public, postal unions and other major stakeholders to develop a uniform and democratic process for making fundamental changes to Canada Post's retail and delivery network. MAILING'INFORMATION Please send your resolution to: Rob Merrifield, Minister of State for Transport, Place de Ville, Tower C, 29th Floor, 330 Sparks Street, Ottawa, Ontario, K1A ONS. Please send copies of your resolution to: 1. Denis Lemelin, President, Canadian Union of Postal Workers, 377 Bank Street, Ottawa, Ontario, K2P IY3 2. Your member of Parliament. You can get your MP's name, phone number and address by calling 1-800 463-6868 (at no charge) or going to the Parliament of Canada website: http://www.earl.gc.ca/common/index.asl2?Lan"aee=E 3. Jean Perrault, President, Federation of Canadian Municipalities, 24 Clarence St, Ottawa, Ontario KIN 5P3 FOR FURTHER INFORMATION Contact Gayle Bossenberry, I st National. Vice President, Canadian Union of Postal Workers, 377 Bank Street, Ottawa, Ontario, K2P 1Y3, (613) 236-7230 (extension 7901) lbk cope 225 End to moratorium: The advisory panel of the CPCSR is recommending an end to the current moratorium on post office closures. It proposes that the moratorium be replaced by a mechanism with new rules and guidelines. The panel says its proposed mechanism would "set postal services expectations for Canada Post in rural Canada" but " allow Canada Post some flexibility to deal with emergent issues" and look at "cases where lower- cost alternatives could be put into place," allegedly "with little or no negative impact to the communities being served." There are huge differences between a moratorium on public post office closures and a mechanism that spells out the kind of postal service rural residents can expect. For example, the proposed mechanism would allow Canada Post to replace public post offices with private outlets. It would also establish a new definition of "rural." The current moratorium was not designed to protect rural postal service. It was designed to protect public:postal service in rural and small one-post-office towns. Rural and small municipalities, postal unions and other groups participated in a rebellion against post office closures and conversions (from public to private) in the late 1980s and early 1990s. In 1994, we managed to get the newly-elected Liberal government to agree to a moratorium on public post office closures in rural and small communities. In 2006, the Conservative government agreed to continue this moratorium after receiving hundreds of letters on this issue from the public, postal unions and municipalities. The time has come to once again let our members of Parliament and elected officials know that we want the government to maintain the moratorium. End to rural mailbox delivery: The advisory panel is also recommending that rural mailbox delivery be reconsidered where potential traffic safety concerns exist. Rural mailbox delivery has already been removed in many locations. Some rural residents have had their mail moved to community mailboxes that are no safer than the rural mailboxes at the end of their driveway. Canada Post should not cut delivery to rural mailboxes without exploring all options or properly consulting with residents and the representatives of rural delivery workers. In cases where a rural delivery worker identifies unsafe roadside boxes, Canada Post should work with the rural resident, the rural delivery worker and his or her union representative to find an interim solution to safety problems. For example, the rural delivery worker could drive up to a rural resident's door, have a neighbour accept a rural resident's mail on a temporary basis (with permission from the resident and neighbour), or temporarily move delivery to a post office. Universal Service Obligation (USO) and Service Charter: The Advisory Panel of the CPCSR is also recommending that Canada Post's universal service obligation be defined in a `contract' or `service charter' between the Government of Canada and Canada Post in order to clarify expectations and responsibilities relating to service. Inclusion of rural service in USO: The panel is proposing that rural service be part of Canada Post's universal service obligation (USO). The panel wants the Service Charter to outline "what the government expects Canada Post to continue to support, with respect to rural posts, over the long term. This would include specific reference to the minimum number and location of rural postal outlets, the access/service levels to be provided to rural Canadians and the process to be followed where post office closings, rationalizations or transitions are contemplated," See additional information under the section entitled "Consultation on.the future of public postal service." New definition of rural: It is also recommending that the definition of rural used by Canada Post in relation to its rural post office and delivery networks be "communities with a population of 10 000 or less." Proximity based approach to rural post offices and outlets: The advisory panel of the CPCSR is recommending the following proximity-based approach to rural postal offices and outlets: 1. 100% of Canadians shall have access generally equivalent to that available to them as of the effective date of the Charter, unless changes are made in full accordance with the procedures prescribed in the proposed service charter. 2. 98% of Canadians shall have access to a postal service outlet within 15 kilometres of their residence. 3. 80% of rural households shall have access to a postal service outlet within 7.5 kilometres of their residence. Consultation on future of public postal service: The advisory panel of the CPCSR is recommending that Canada Post consult with rural residents or mural representatives on a new set of obligations that will replace the moratorium and make rural service part of Canada Post's universal service obligation. It is further recommending that Canada Post balance the universal service obligation and financial self-sustainability by proactively consulting with rural communities, "where opportunities are identified, with a view to reviewing and identifying alternative modes of delivery and access to the network that would serve community needs equally well and make Canada Post more financially self-sufficient." This means private postal outlets and community mailboxes. For additional details, see recommendations #40 to #48 of the CPCSR report. The advisory panel believes that Canada Post's community consultation process should form the basis of future community consultations. Canada Post's community consultation process is wholly inadequate. The corporation currently consults with "community leaders" when it is considering closing post offices covered by the moratorium, but not the public, postal unions or other major stakeholders. When the Liberal government announced the moratorium in 1994, it said, "As long as this Government is in power, no rural or small town post office will close," It promised not to make any changes to this policy without first undergoing "a full and comprehensive consultation with Postal Service Customer Councils." The government said, "The people will decide." Much has changed. The Liberals are no longer in power and Postal Services Customer Councils no longer exist. "The people" do not really have a say when a post office is closed or converted into a private outlet. Let the federal government know that you want a say in what happens with your public postal service and with CPCSR recommendations affecting your community. IR cope 225 Deregulation denied The Advisory Panel recommends that Canada Post Corporation (CPC) maintain the exclusive privilege to deliver letters. Universal Service Obligation The report recommends the adoption of a detailed Universal Service Obligation (USO) which would be issued as a "Service Charter". The Service Charter would be updated regularly (at least every five years) and would include standards concerning delivery, retail services, pricing and the reserved area to be covered by the exclusive privilege. The costs of the USO would be identified and covered primarily through services covered by the exclusive privilege. Delivery modes including door to door delivery The report recommends the CPC Annual Report contain an analysis of the cost and environmental impact of each different type of delivery mode including community mailboxes (CMBs), door to door, centralized delivery etc. Rural delivery safety The report recommends rural mailbox delivery be reconsidered in light of safety concerns. International mail The report supports the removal of outbound international mail from the exclusive privilege. Modernization plan The Advisory Panel supports Canada Post's $3 Billion modernization program. CPC should provide a detailed plan to the government. CPC should be pennitted to borrow up to $1.7 Billion to finance the implementation of the program. Environment Benchmarks should be established to ensure that CPC's modernization program reduces its carbon footprint. Third party review of collective agreements The Advisory Panel recommends that an independent third party work with Canada Post and its unions to review existing collective agreements to identify whether any parts will inhibit the modernization plan or impede productivity improvements necessary to ensure CPC's financial self-sustainability. Public policy objectives The report recommends that Canada Post should not be required to subsidize services designed to meet public policy objectives, such as the library book rate, government free mail, the food mail program and the publications assistance program. If the government wants these services to be offered free, or at a discount rate, it should provide the funding. It also recommended that libraries be entitled to the volume discounts accorded other large volume mailers. Competitive services The report recommends CPC be allowed to continue to provide competitive services such as admail and courier services. Also the Corporation should leverage its networks and develop new revenue streams related to its core business. Employee share ownership plan The report recommends that the government allow CPC to introduce an employee share ownership program, Rural postal services The report recommends rural postal service be included in the USO. Detailed obligations for minimum services, locations, access and service levels and the process to govern closings should be included in the Service Charter. It also recommends that rural should be redefined as communities with a population of 10,000 or less. Concerning the moratorium the Advisory Panel recommends CPC be allowed to use private sector franchises in rural Canada. CPC should consult with rural communities to review and identify alternative modes of delivery and access to services. Postage rates and dividends The report recommends a new price cap which would reflect CPC's overall costs including labour and transportation. At minimum the price cap should be no less than inflation. A significant one- time increase=y be necessary. There should be a relaxation of the requirement to pay dividends during the modernization program. Postal councils The report recommends that Canada Post maintain the National Advisory Council and create a major postal users council, a rural postal user council and a small and medium sized enterprise council. Productivity The report recommends that CPC intensify its efforts to improve productivity and report the results. Financial framework The report recommends the 1998 Policy and Financial Framework be adjusted to reflect the costs of the USO and Service Charter and the impact of the modernization program. No regulatory agency The report recommends the mechanism of a price cap instead of the establishment of a regulatory agency. The Advisory Panel recommends that forecasts of rate increases be included in the Five Year plan and publicized. Pension obligations The report recommends that the government and CPC ensure that funding obligations for the pension solvency deficit do not impede the modernization program. Partnerships The report recommends CPC partners with other firms and/or competitors. Governance The Advisory Panel strongly believes the oversight of the corporation should rest primarily with the Board of Directors. The report recommends specific roles for the Board of Directors and describes the division of responsibilities between the government and the Board of Directors. The CEO should not be on the Board of Directors. Postal services working group and university chair The report recommends the establishment of a Postal Services Working Group comprised of senior representatives from various government departments and agencies. It also recommended the creation of a university chair in postal studies. Regular Canada Post strategic reviews The report recommends conducting a strategic review of Canada Post every five years. Government oversight The report recommends that the Board of Directors deal directly with the Minister of Finance on financial matters and with a Minister of a program deportment (currently Minister of Transport) on regulatory or social matters. /bk cope 225 Petition to the House of Commons WHEREAS the federal government is considering ending the current moratorium on post office closures. WHEREAS the federal government has introduced legislation to legalize the activities of remailers, which will erode the revenues of Canada Post Corporation needed to maintain its current Universal Service Obligation. WHEREAS our public post office plays a key role in our social and economic life by providing the infrastructure that healthy communities need to thrive and businesses need to grow. We call on the Government of Canada to maintain the moratorium on post office closures and withdraw the legislation to legalize remailers. We also call upon the Government of Canada to instruct Canada Post to maintain, expand and improve postal services. Signature Address (Sign your name. Do not print.) (Give your full home address or our city and province.) Please send the petition with original signatures to Your local MP do House of Commons, Ottawa, Ontario, K1A OA6 No postage required /bk cope 225 EIEmCounty ProlrcsfLe tri f~+mru REPORT TO COUNTY COUNCIL FROM: Councillor Lynn Acre Mark G. McDonald, C.A.O. DATE: July 15, 2009 SUBJECT: Health Recruitment Partnership - Further Developments INTRODUCTION: Through successive reports in March and May 2009, Council has approved a budget of $108,000 ($57,000 County share) and a two-year extension of the Health Recruitment Partnership with a focus on acquiring a health care recruiter. Instead of pursuing a recruiter this year, another option has presented itself which is worthy of council's consideration and is supported by the partnership. DISCUSSION: The partnership has been approached by a local developer to help fund medical equipment for a medical centre along Sunset Drive. The building has been constructed but the interior requires final renovations suitable to a medical practice. In exchange, the developer would attract four new physicians to the area. The new facility would have four doctors offices; six examination rooms; clinical and diagnostic equipment; a lab room etc. The partnership is excited by this opportunity which replicates the same arrangement/ agreement made with Dr. Scott; that is, a forgivable loan of $33,000 per doctor would be supplied for the purchase of medical equipment, provided the position is new and remains for a four year period. Should four physicians be retained this year, a budget of $132,000 would be required for this purpose alone. So far in 2009, the partnership has allocated $43,500 for previously committed projects as follows: STEGH obstetrician recruitment ($30,000), Health Professional Tour ($10,000) and Medical Discovery Week ($3,500). These commitments leave a budget balance of $64,500 of uncommitted resources. In essence, the partnership would require an additional $67,500 to take advantage of this new opportunity to attract four new physicians to a turnkey operation located on Sunset Drive. If this proposal comes to fruition, then the health recruiter position would be held in abeyance for another year when new funding is committed by the various partners. CONCLUSION: An exciting opportunity involving apublic-private partnership is in the offing with the development of a local medical centre staffed by four new physicians. If this proposal materialized, then the partnership would appreciate having the funds to complete the arrangement and the latitude to postpone hiring a recruiter. RECOMMENDATION: THAT Elgin County Council authorizes the partnership to engage in the public-private partnership as outlined in the report dated July 15th, 2009 entitled "Health Recruitment Partnership -Further Developments": and further authorizes staff to allocate the county's share of the increased funding requirements (approximately $40,000) from corporate expenditures. All of which is Respectfully Submitted (~ i L nn ~{'cre, Councillor and Mem r of the Health Recruitment Partnership EIgmC_aunty Pko„is9r; 4P (kH~se REPORT TO COUNTY COUNCIL FROM: Peter Dutchak, Deputy Director of Engineering Services Sonia Beavers, Purchasing Coordinator DATE: July 15, 2009 SUBJECT: Hot Mix Asphalt, Contract No. 6220-09-02 INTRODUCTION: As part of the approved 2009 Capital Budget, a tender was advertised as per the County's Procurement Policy and was received until Wednesday, July 15, 2009 for Hot Mix Asphalt, Contract No. 6220-09-02. DISCUSSION: Three companies submitted bids for the Hot Mix Asphalt tender as follows: COMPANY TENDER BID (inclusive of taxes) Coco Paving Inc. $ 739,995.06 Walmsle Bros. Ltd $ 752,472.00 TCG Asphalt $ 873,432.00 Bidders submitted a quote for one additional item that may or may not be required (secondary material handling unit) and the results are as follows: COMPANY TENDER BID (inclusive of taxes) Coco Paving Inc. $ 22,680.00 Walmsley Bros. Ltd $ 21,656.25 TCG Asphalt $ 27,562.50 Coco Paving submitted the lowest bid for the Hot Mix Asphalt Tender at a total price of $ $739,995.06. The total bid price includes taxes and no contingency. The bid includes all labour, material and equipment to place hot mix asphalt pavement on Calton Line (Elgin County Road # 45) between Plank Road (Elgin County Road # 19) and Elgin County Road # 55, being 5.6km. in length. This tender forms part of the Rehabilitation of Calton Line - Infrastructure Stimulus Fund Project together with asphalt paving works which are currently being tendered. The total project budget is $2.06 million and is funded equally by the Government of Canada, the Province of Ontario and the County of Elgin. As per the County of Elgin's Purchasing Policy, if change orders are required and the cost increases above the tender amount approved by Council by less than 10%, and the amount is within the overall budgeted project amount, work will proceed upon authorization by the Director. However, if the cost increases above the tender amount approved by Council by more than 10%, the Director will prepare a further report to Council outlining the expenditures. THAT, Coco Paving Inc. be selected for the Hot Mix Asphalt Tender at a total price of $ 739,995.06. inclusive of all taxes and no contingency allowance; and THAT, if the cost increases above the tender amount approved by Council by more than 10%, the Director will prepare a further report to Council outlining the expenditures; and THAT, the Warden and Chief Administrative Officer be authorized to enter into an agreement with Coco-Paving Inc. for the Hot Mix Asphalt Tender at a total price of $ 739,995.06 inclusive of all taxes and no contingency allowance. All of which is Respectfully Submitted Approved for Submission Peter Dutchak Deputy Director of Engineering Services Mark G. Mc anal Chief Administrative Officer onia Beavers Purchasing Coordinator li?:~~~z Clayton Watters Director of Engineering Services ElginCo u n ty Progressfwby NaNre REPORT TO COUNTY COUNCIL FROM: Clayton Watters, Director of Engineering Services DATE: July 10, 2009 SUBJECT: 2010 Ambulance Vehicle's Purchase INTRODUCTION: The County of Elgin will purchase one ambulance vehicle in 2009 and requesting two vehicles in the 2010 budget. The present practice is to advertise for vehicles, select the lowest bidder and then proceed with the transaction. For the 2010 purchases, and succeeding years, staff are requesting that the County of Elgin co-operatively purchase with the County of Middlesex. DISCUSSION: The County of Elgin will be purchasing one new ambulance vehicle in 2009 and two in each of the next several years, subject to Council approval. Also, the vehicles that will be replaced with the new vehicles will be traded in and the costs will be deducted off the new vehicle. The County of Middlesex usually purchases four to six per year, in 2009 four were purchased. As Elgin County purchases very few vehicles in comparison to others, it would be beneficial to co-operatively purchases vehicle(s) with another upper tier municipality such as Middlesex County. This would save both counties money, have one tender for seven vehicles, rather one tender for two vehicles and one tender for five vehicles. Elgin and Middlesex purchase the same body types and chassis, therefore synergies would be realized. CONCLUSION: Joint purchasing of vehicles with the County of Middlesex would reduce capital costs, while still maintaining the same level of service. Savings will also be realized in administration functions such as tender advertisement and administration of tender. Therefore, joint purchases will benefit both counties. RECOMMENDATION: That the County of Elgin jointly tender for the purchase the 2010 ambulance vehicles with the County of Middlesex; and also, That the practice of co-operative purchase of ambulance vehicles continue, unless requested otherwise by staff. Respectfully Submitted Approved a64A Clayton Watters Mark onald Director, Engineering Services Chief Administrative Officer EII;mCot"~ty REPORT TO COUNTY COUNCIL FROM: Brian Masschaele Director of Community and Cultural Services DATE: July 2nd, 2009 SUBJECT: Vienna Library closure update INTRODUCTION: This report informs Council that the Vienna Library is now officially closed and all assets have been successfully dispersed. DISCUSSION: Council passed By-law No. 09-12 in April officially closing the Vienna Library to the public effective May 1St, 2009 with the premises vacated by July 1St, 2009. Staff can now report that these timelines were met and the premises are completely vacated with all keys returned to the Municipality of Bayham. Staff wish to acknowledge the efforts of the Library Coordinator who developed a workplan to disperse the collection along with a communications strategy to provide Vienna patrons with information on where loaned materials can be returned and how materials can be accessed in the future. The branch supervisor and library staff also worked diligently to meet the above timeline. CONCLUSION: Closure notices have been issued to the Ontario Ministry of Culture and the Municipality of Bayham. The branch is now officially closed. RECOMMENDATION: THAT this report be received and filed as information. All of which is Re!711- y Submitted Brian Masschaele Director of Community and Approv ubmission Mark G. nald Chief Administrative Officer Cultural Services fElg"'«ttt3ty REPORT TO COUNTY COUNCIL FROM: Lindsey Morritt, IPM and Events Coordinator Alan Smith, Deputy Director, Community and Cultural Services DATE: July 10th, 2009 SUBJECT: "Water, Wind, and Fire" event conclusion INTRODUCTION: For 52 years the American Wind Symphony Orchestra (AWSO) has been making musical headlines along the waterways of the U.S., the Caribbean and Northern Europe. This tradition continued with the County of Elgin partnering with the Municipality of Central Elgin, and the community of Port Stanley businesses to produce an event called "Water, Wind and Fire". On the evening of June 30th at 7:30pm ending at approximately 9:15pm, about 500 people, paying and promotional, and those watching from afar, viewed the unique floating stage "Point Counterpoint II" come to life. The orchestra's audience brought folding chairs to the harbour side viewing area and watched in fascination as the shell of the orchestra's floating arts centre opened and the music began. After the concert, an enjoyable fireworks display completed a wonderful evening. DISCUSSION: The weather forecast for the week of the AWSO's visit was not favourable for presenting an outdoor event - rain. However the weather improved, giving the Orchestra a chance to play their whole repertoire free of rain. Given the weather circumstances, the event was well attended with Central Elgin staff selling 114 tickets on site, 181 sold through web sales, and 86 sold through community outlets. There were 381 tickets sold in total. There were also 129 complimentary tickets for billets and promos. With the people in boats, cars and chairs sitting across the harbour and people standing outside the fenced area, it is believed that about 500 people were treated to an amazing concert. Gross sales were $7620. The two recipient charities the United Way, and the Stork Club Museum each received one dollar from every ticket sold or $381 each. If the weather had been more co-operative it is estimated that 1500 more people would have attended this event, resulting in greater direct and indirect economic impact and $1,500 more to each of the two charities. The County of Elgin contributed $4997.00 towards the marketing of the event. This included numerous articles in local print media, a centre spread in the London Free Press's Summer Destination special insert, on-line marketing, and coverage on A Channel news of London, on both their 6:00 P.M. and 11:00 P.M. broadcasts. The County was also responsible for the successful housing of the 40 members of the Symphony Orchestra with members of the community. The Economic Development and Tourism Services office has received positive feedback from the host families who were gracious enough to open their homes. A new tourism member who owns a Bed and Breakfast said "Our hosting experience has been wonderful. Allison, Matt and Dan are great people and we have enjoyed having them stay here" Another concert patron who traveled from London said "Had to write - to say "thanks" to everyone who made last night's performance by the AWSO possible! It was amazing to see the steady rain stop just as the performance began, and then hold off until it was over. The ship was a stunning sight, the music was thrilling and we will never forget a unique, once-in-a- lifetime concert experience!" As it is unlikely the American Wind Symphony Orchestra will ever return to the Great Lakes, this was a once in a lifetime opportunity for Elgin County to experience being part of producing this type of marquis event in partnership with a lower tiered government and other community organizations. As there was no responsibility for staging, sound, lighting or major logistical elements usually associated with many festivals and shows, it was a chance for the County to participate in the production of an event in a relatively lower risk scenario. However, although the County agreed to be responsible for the marketing of the event, due to the tight time lines and available County staff resources, it became clear that logistical elements such as billeting the performers and handling on- line ticket sales were necessary for economic development and tourism staff to undertake in order to ensure the success of the event. The undertaking of this event can be deemed a success in many ways - from an attendance point of view given the unstable weather, partnership development, and the marketing and promotion of the County of Elgin as a venue for marquis events. Although the organization of the event went well, in retrospect, economic development and tourism staff would recommended that the host community Central Elgin handle the contract with Ticket Window and all community ticket selling, tracking and distribution. Therefore all monies and accounting would be in one centralized location. If the County decides to incorporate events as part of the economic development and tourism program, as is being recommended in the draft Tourism Development and Marketing Plan (to be presented to County Council in fall), then a criteria and policy will have to be developed that outlines the specific role(s) and responsibilities of the County especially when partnering with public and private organizations. CONCLUSION: Executing this unique last-minute event has shown the potential economic and promotional value that marquis events may bring to the County. It has also reinforced the importance of partnerships between the County, lower tiered governments, and community organizations. The event drew concert goers from areas such as Cambridge, Hamilton, St. Mary's, London and the far reaches of Elgin County. Through the partnership created between Central Elgin and the County of Elgin a successful event (despite the weather) was achieved, including all marketing, logistical and risk management elements. Although the attendance numbers were less than expected due to uncontrollable circumstances, the County still received excellent press coverage, promotional value, and positive community feedback. RECOMMENDATION: That this report be received and filed as information. All of which is Respectfully Submitted Lindsey kMott IPM and Events Coordinator Brian Masschaele Director, Community and Cultural Services Z16 le,14 Alan Smith Deputy Director, Community and Cultural Services CORRESPONDENCE - July 28, 2009 Items for Information (Consent Agenda) R. Millard, C.A.O./Clerk, Township of Malahide, endorsing the County's resolution with respect to the proposed wind turbine location government regulation. (ATTACHED) Premier Dalton McGuinty, Premier of Ontario, informing Council that the Ombudsman Act falls under the jurisdiction of the Attorney General. (ATTACHED) Debbie Zimmerman, Chair, MPAC Board of Directors, Municipal Property Assessment Corporation, inviting the Warden to the AMO Annual Conference MPAC session where the 2009 Assessment products and services, as well as, the delivery of the 2008 province-wide Assessment Update will be reviewed. (ATTACHED) 4. Ken Verrell, Chairperson, Seniors Picnic in the Park, thanking Council for their continuous support. (ATTACHED) 87 John Street South, Aylmer, Ontario N5H 2C3 Telephone: 519-773-5344 Fax: 519-773-5334 www. townsh i p. m a la h ide.on.ca the H of MALAMIDE A proud tradition, a brightfuture. July 3, 2009 County of Elgin, 450 Sunset Drive, St. Thomas, Ontario. N5R 5V1 Aueniiou: Nfi. Mark Av cDonald Dear Sir: RE: Green Energy Act. F-7 V JUL G 8 2009 ELGIN ADMINISTRATIVE SERVICES Malahide Township Council supported your resolution passed on June 23, 2009, at their Jul), 2, 2009, Council meeting as follows: THAT The Township of Malahide strongly objects to the 550 metre minimum set back for the location of wind turbines, until such time as proven scientific evidence is produced to suppoit this proposed regulation. THAT a copy of this resolution be forwarded to Premier Dalton McGuinty; Minister of the Environment and the County of Elgin, Yours very truly, TOWNSHIP OF MALAHIDE R. MILLARD, C.A.O./CLERK Copy - Honourable John Gerretsen, Minister of the Environment, Premier Balton McGuinty. \Vnalahidets local\usersfiles$\diana\diana:s.6les\Randy 2009\county ~ green energy act - wind -jrdy 3.doc RANDALL R. MILLARD SUSAN E. WILSON C.A.O./Clerk Treasurer treasurer@township.malahide.on.co The Premier of Ontario Legislative Building Queen's Park Toronto, Ontario M7A 1A1 July 9, 2009 Le Premier ministre de I'Ontario Edifice de I'Assemblee legislative Queen's Park Toronto (Ontario) WA IAt m~®m Ontario Fm qE'k`a JUL 14 ZU09 COUNT C ' Lbili. ADMINISTRATIVE SERVICES Mr. Mark G. McDonald Chief Administrative Officer County of Elgin 450 Sunset Drive St. Thomas, Ontario N5R 5Vl Dear Mr. McDonald: Thank you for your letter of June 23, 2009 informing me of council's resolution, supporting a resolution of the Municipal Council of Fort Erie, regarding the Ombudsman Act. I appreciate your keeping me updated on council's activities. As this issue falls under the jurisdiction of the Honourable Chris Bentley, Attorney General, I have sent him a copy of council's resolution. I trust that the minister will also take council's views into consideration. Thank you again for the information. Yours truly, c: The Honourable Chris Bentley 4 RECEIVE, MUNICIPAL PROPERTY ASSESSMENT CORPORATION JUL 14 2009 July 10, 2009 Warden Sylvia Hofhuis County of Elgin 450 Sunset Drive St. Thomas, ON N5R 5V1 Dear Warden Sylvia Hofhuis: COU0 Of ELGhN ADMINISTRATIVE SERVICES The Municipal Property Assessment Corporation (MPAC) will be participating in a concurrent session at the Association of Municipalities of Ontario (AMO) Annual Conference. Carl Isenburg, our President and Chief Administrative Officer, and I will be at the conference in Ottawa to review our 2009 assessment products and services and report on our delivery of the 2008 province-wide Assessment Update. We will discuss the changes we put in place for the 2008 Update, which improved the accuracy of our assessments and the openness and transparency of the process for our property taxpayer customers and municipal stakeholders. We will also review our 2009 products and services as well as the policy changes that we have continued to implement this year. The session will take place on Tuesday, August 18, at the Westin Ottawa Hotel and Ottawa Congress Centre, beginning at 10:30 a.m. If your schedule does not permit you to attend the concurrent session, and you would like a copy of the materials presented, please contact Greg Martino, Director of Municipal Relations, at 1 877 635-6722, extension 6243 or by e-mail at martinar(a),mnac.ca. We appreciate the opportunity to speak to members of municipal councils in person and answer any questions that you may have. We look forward to seeing you at the AMO Annual Conference. Yours truly, Debbie Zimmerman Chair, MPAC Board of Directors Copy MPAC Board of Directors Carl Isenburg Executive Management Group, MPAC Greg Martino Office of the Chair c/o Municipal Property Assessment Corporation 1305 Pickering Parkway, Pickering, Ontario L1 V 3P2 T:905.685,3101 7:905.831.0040 www.mpac.ca Form No L5050M IW JUL 1 5 2003 COUNTY OF ELGIN A041INISTRATIVESERviC~ a Seniors Picnic in the Park - 2009 July 13, 2009 Mark McDonald County of Elgin, Administration Building 450 Sunset Drive St. Thomas, ON N5R 5V1 Dear Mark: I would like to extend our sincere appreciation for the continuous support of the County of Elgin on behalf of the 2009 Seniors Picnic in the Park Planning Committee. We had a great crowd and early estimates are that over 1300 people attended this year. Each year, we are pleased with the growing numbers of seniors that attend the Picnic to spend the day enjoying the entertainment, displays, vendors and much more. Thank you again for your kind support. Yours truly, 140") t/. X Ken Verrell Chairperson Seniors Picnic in the Park CLOSED MEETING AGENDA July 28, 2009 Staff Reports: 1) Director of Community and Cultural Services -Municipal Act, Section 240.2 (b) personal matters about an identifiable individual, including municipal or local board employees -Economic Development and Tourism -Staffing Plan. (ATTACHED) Correspondence: 10:15 a.m. 1) Sheila C. Handler, Solicitor, McCall Dawson Osterberg Handler- Muncipal Act, Section 240.2 (e) litigation or potential litigation, including matters before administrative tribunals, affecting the municipality or local board - Litigation update dated July 16, 2009. (ATTACHED) 2) Steve Gibson, Solicitor -Municipal Act, Section 240.2 (e) litigation or potential litigation, including matters before administrative tribunals, affecting the municipality or local board -Litigation on sewage treatment plant. (to be included on Friday Fax) 11:00 a.m. 3) Tom Gazda, Gazda, Houline & Associates Inc. -Municipal Act, Section 240.2 (b) personal matters about an identifiable individual, including municipal or local board employees; (d) labour relations or employee negotiations - 2008 Compensation Survey -Executive Summary and Recommendations. (to be included on Friday Fax) fax cover DATE: JULY 24, 2009 Send to: Warden Warwick and Elgin County Councillors Attention: Office Location: Fax Number: Call Group Xs From: Mark G. McDonald, Chief Administrative Officer mmcdonald@elgin-county. on.ca Office Location: Administrative Services Phone Number: Ext. 161 Number of Pages, Including Cover: 21 U URGENT U REPLY ASAP U PLEASE COMMENT U PLEASE REVIEW U FOR YOUR INFORMATION COMMENTS: Additional Items for Council Agenda of July 28, 2009 Reports of Staff: (attached) Deputy Director of Engineering Services - Jamestown Bridge, Contract No. 6090-09-04. Correspondence for Consideration: (attached) 1. Bernie Corbett, Chairman, Haldimand County Disaster Relief Committee, requesting donation to assist their community in 2009 Grand River flood relief efforts. Correspondence Items for Information (Consent Agenda): (attached) 1. Media Release from Central Community Health Centre titled "Next Phase for Central Community Health Centre". 2. Hon. John Baird, Minister of Transport, Infrastructure and Communities and Hon. George Smitherman, Minister of Energy and Infrastructure, announcing funding approval for Calton Line Rehabilitation in the total amount of $2,060,000. 3. Jim Weir, Project Manager, Morrison Hershfield Limited, requesting West Lorne Service Centre and Dutton Service Centre Redevelopment Project comments. CONFIDENTIAL Closed Meeting Items: 1. Steve Gibson, Solicitor - Municipal Act, Section 240.2 (e) litigation or potential litigation, including matters before administrative tribunals, affecting the municipality or local board - Litigation on sewage treatment plant. (attached) 2. Tom Gazda, Gazda, Houline & Associates Inc. - Municipal Act, Section 240.2 (b) personal matters about an identifiable individual, including municipal or local board employees; (d) labour relations or employee negotiations - 2008 Compensation Survey - Executive Summary and Recommendations. (restricted circulation) County of Elgin 450 Sunset Drive THE INFORMATION IN THIS FACSIMILE IS FOR THE NAMED RECIPIENT ONLY. IT MAY CONTAIN INFORMATION THAT IS St. Thomas, Ontario PRIVILEGED, CONFIDENTIAL AND EXEMPT FROMDISCLOSURE UNDER APPLICABLE LAW. IF THE READER OF THIS MESSAGE IS N5R 5V1 Canada NOT THE INTENDED RECIPIENT, OR RESPONSIBLE FOR DELIVERING THE MESSAGE TO THIS INTENDED RECIPIENT, Phone: 519-631-1460 ANY DISSEMINATION, DISTRIBUTION OR COPYING OF THIS COMMUNICATION IS STRICTLY PROHIBITED. IF YOU HAVE RECEIVED THIS COMMUNICATION IN ERROR, OR THERE ARE ANY PROBLEMS IN TRANSMISSION, PLEASE NOTIFY US BY Fax: 519-633-7661 TELEPHONE vi vv v.elgincounty.on.ca EIgmCounty Pnssicssfm G~W~m REPORT TO COUNTY COUNCIL FROM: Peter Dutchak, Deputy Director of Engineering Services Sonia Beavers, Purchasing Coordinator DATE: July 23, 2009 SUBJECT: Jamestown Bridge, Contract No. 6090-09-4 INTRODUCTION: As part of the approved 2009 Capital Budget, a tender was advertised as per the County's Procurement Policy and was received until Thursday, July 23, 2009 for the Jamestown Bridge, Contract No. 6090-09-4. DISCUSSION: Eight companies submitted bids for the Jamestown Bridge tender as follows: COMPANY TENDER BID (inclusive of taxes) Yarmouth Metal Fabricators Limited $ 116,046.90 Eastwood 88 Manufacturing Inc. $ 129,008.25 Steel Design and Fabricators Inc. $ 147,640.50 Theo Vandenberk Construction Inc. $ 149,100.00 McLean Taylor Construction Limited $ 149,149.00 Carlington Construction Inc. $ 176,925.00 Gary D. Robinson Contracting Ltd $ 182,175.00 Facca Incorporated $ 184,086.00 Yarmouth Metal Fabricators Limited submitted the lowest bid for the Jamestown Bridge at a total price of $ 116,046.90. The total bid price includes taxes and a $10,000 contingency. The bid includes all labour, material and equipment to complete repairs and improvements to the Jamestown Bridge. The capital budget allocation for this project is $25,000 with the remainder ($91,046.90) being allocated from bridge replacement reserve. If change orders are required and the cost increases above the tender amount approved by Council by less than 10%, and the amount is within the overall budgeted project amount, work will proceed upon authorization by the Director. However, if the cost increases above the tender amount approved by Council by more than 10%, the Director will prepare a further report to Council outlining the expenditures. As per the County of Elgin's Purchasing Policy, if change orders are required and the cost increases above the tender amount approved by Council by less than 10%, and the amount is within the overall budgeted project amount, work will proceed upon authorization by the Director. However, if the cost increases above the tender amount approved by Council by more than 10%, the Director will prepare a further report to Council outlining the expenditures. RECOMMENDATION THAT, Yarmouth Metal Fabricators Limited be selected for the Jamestown Bridge Tender at a total price of $116,046.90. inclusive of all taxes and a $10,000 contingency allowance; and THAT, if the cost increases above the tender amount approved by Council by more than 10%, the Director will prepare a further report to Council outlining the expenditures; and THAT, the Warden and Chief Administrative Officer be authorized to enter into an agreement with Yarmouth Metal Fabricators Limited for the Jamestown Bridge Tender at a total price of $ 116,046.90 inclusive of all taxes and a $10,000 contingency. All of which is Respectfully Submitted Peter Dutchak Deputy Director of Engineering Services Approved for Submission Chief Administrative Officer Sonia Beavers Purchasing Coordinator ~v" ~ Clayton Wafters Director of Engineering Services Haldimand County Disaster Relief Committee 111 Broad Street East Dunnville, ON N1A 1E8 L11~ Date: To: Cc: From: RE: July 14, 2009 Head of Council Administrator/Clerk Bernie Corbett, Chair Donation Request - Grand River Flood 2009 On February 13, 2009 ice began to accumulate in the mouth of the Grand River. The ice created a natural dam and the river, which had been flowing into Lake Erie began to rise. As the river rose, the lives of families who lived along the river were drastically changed forever. Flood waters spilled over the banks of the Grand and flowed through the communities of Dunnville, Cayuga and points in between. Homes were destroyed, lives were devastated and families impacted beyond their ability to recover without help. Estimates have pegged the financial loss at more than $1,800,000! Haldimand County asked the province to view the chaos and as a result the Minister of Municipal Affairs and Housing declared the region a "Disaster Area". The Haldimand County Disaster Relief Committee was struck and the task before the committee is significant. Our committee can do little to help people rebuild lives but we can try to mitigate the financial hardships facing many families. On behalf of that committee, I would ask that your municipality, consider contributing to our relief efforts. Respectfully, we are asking if your community could assist our community with a donation of $250.00. Every dollar raised will be matched by the province on an up to 2:1 ratio. Your consideration of our request would be greatly appreciated. Sincerely, Bernie Corbett Chairman Haldimand County Disaster Relief Committee (905) 774-6717 DISCLAIMER This material is provided under contract as a paid service by the originating organization and does not necessarily reflect the view or positions of the Association of Municipalities of Ontario (AMO), its subsidiary companies, officers, directors or agents. Central Community Health Centre (Serving: St. Thomas, Central Elgin and Southwold Township) 400 Talbot St. St. Thomas Ontario N5P IB8 519-633-5200 centarlchc@ody.ca MEDIA RELEASE For Immediate Release: Date: July 14, 2009 Contact Person(s): Karen McCaw- 519 - 633-3182 Or Candace Parrack- 519-633-5942 Tonic: Next Phase For Central Community Health Centre Karen McCaw, Executive Director of Victim Services Elgin and Candace Parrack, Counselling & Support Worker for St. Thomas Alternative Secondary School are Co- Chairs of the emerging Central Community Health Centre (CCHC). McCaw and Parrack indicated that they are pleased to announce, on behalf of the Board of Directors of the CCHC, that Concept Consulting, and specifically its Principal, Keith Hudson, has been engaged to bring the CCHC operational over the next few months. Hudson comes with over 35 years experience as an Executive Director for Community Living Associations in Mississauga, London and Brant and much experience in developing and implementing new services and service models. Hudson has been appointed Project Director for the Central Community Health Centre effective immediately with a mandate to find a facility, oversee its renovations to a first class medical clinic and seek out the 19 staff that will provide the services at the CCHC. "This is a very exciting challenge and a much needed service to the individuals who live in St. Thomas, Central Elgin and Southwold Township." Hudson said. The CCHC is designed to serve individuals who do not have a Family Doctor and are on fixed or limited income, seniors, and those individuals with special physical and/or mental needs. Further the Centre will design a delivery model for individuals without a Family Physician living in rural Elgin that fall within the Centre's catchment area. When fully operational it is anticipated that the Centre will have a staff of 19 including 3 Family Physicians, 2.5 Nurse Practitioners, 2 Registered Nurses and auxiliary health support like Dietitian, Chiropodist, Physiotherapist, Social Worker and Health Promotion Worker and finally an out-reach worker to support youth and young mothers. The confirmation of these disciples and the amount of time they will be assigned to the Centre has yet to be approved through the budget process with the South West Local Health Integration Network (LHIN), which is the funding body, on behalf of the Ministry of Health, for this initiative. "We are pleased to have Keith on board." commented McCaw, " One of his first tasks is to prepare, for the Board of Directors of the CCHC, a budget with a staffing complement that responds to the recent Community Engagement Study that was completed in December of 2008. This study was under taken by Mary Chudley from the Association of Ontario Health Centres and extensively surveyed the community and agencies in our catchment area to determine the health needs of the targeted communities. We have asked Keith to take this information and draft a budget that responds to as many of these needs as possible and to look for ways the Centre can partner with existing services to meet services the Centre won't be able to meet at this time." Co-Chair, Parrack stated, "Keith will have a Project Office at 400 Talbot in St. Thomas and will share space with Elgin/St. Thomas Youth Employment Counselling Centre. He can be reached at 519-633-5200 ext 403." "The Board of Directors for the CCHC has worked diligently and has made the transition for Project Director an easy one." Hudson said, "This Board meets every two weeks for a two hour productive Board Meeting and all Board Members serve on active working committees. The Board has made themselves readily available to answer my many queWoris as I start to put their_plan in to operation. These are very dedicated Board Members, who are aware of the issues this centre must meet and are commit to respond." "It is our plan, that within 12 months,.we will see the Centre operational and we hope some services might be offered sooner than that." Panrack commented. -30- 2 ana'a r~ Ontario 1 Stone Road West, 4NW Website: www.bcfontario.ca 1, chemin Stone Ouest, 4N.-O. Site Web: vmw.fccontario.ca Guelph ON N1G 4Y2 Email: bcf.cc@ontario.ca Guelph ON N1G 4Y2 Courdol: bcf.cc@ontario.ca Telephone: 1 866 306-7827 Te1ephone: 1 866 306-7827 Facsimile: 519 826-4336 T616copieur: 519 826-4336 July 17, 2009 I Warden Graham Warwick County of Elgin 450 Sunset Drive St. Thomas, ON N5R 5V1 Dear Warden Warwick: JUL 2 4 2009 COUNTY OF ELGIN ADMINISTRATIVE SERVICES The current economic crisis is of great concern to all Canadians. Both the governments of Canada and Ontario have undertaken and are committed to making significant investments to - help communities create jobs, weather this economic storm, and get much needed stimulus money into the economy. Through the recent federal and provincial budgets, our governments have recognized that improving Ontario's infrastructure will also help to boost the economy and improve the daily quality of life in communities across the province. On April 14th, our two governments launched a first of its kind on-line application process, based upon a one-page application, and invited municipalities across Ontario to put forward projects for funding consideration under the Infrastructure Stimulus Fund. We were very pleased with the response - over 2700 projects with a total value of in excess of $6 billion were submitted. Each one of these projects has been reviewed and on June 5, 2009, both Governments announced the results of this process, and in so doing, authorized over $2.7 billion in joint federal-provincial- municipal funding for close to 1200 projects in Ontario to begin immediately. For the County of Elgin, the following projects were selected and approved for funding under the Infrastructure Stimulus Fund. As per your applications and attestations, these projects are of profound importance to your municipality and will generate significant economic activity over the course of the next two years helping Ontario and Canada weather the economic storm. Project Title I Federal Contribution Provincial Contribution Total Eligible Costs Calton Line Rehabilitation $686,667 $686,667 $2,060,000 The list of approved projects has now been posted on the infrastructure website at http://www.bcfontario.ca/english/communities/docsIBCF-CC. Lists.pdf and municipalities are encouraged to do their part and get the projects underway as soon as possible. Effective June 5, 2009 the costs associated with these projects are now eligible and reimbursable. Over the coming weeks, staff from the Canada-Ontario Infrastructure Secretariat will develop a Contribution Agreement with you to ensure that these funds can be reimbursed quickly and without delay. This entire process has been one of partnership and collaboration between all three levels of government. We look forward to working with you on the implementation of these important projects. John Baird Canada's Minister of Transport, Infrastructure and Communities George Smitherman Ontario's Deputy Premier and Minister of Energy and Infrastructure Mr. Mark McDonald CAO County of Elgin 450 Sunset Drive St. Thomas, ON N5R 5V1 Re: Notice of Study Commencement for Infrastructure Ontario MTO Highway Service Centers Redevelopment West Lorne service centre Municipality of Dutton/Dunwich, Middlesex County Dear Mr. McDonald: The Ministry of Transportation (MTO) is undertaking a preliminary and detail design project for the redevelopment of the West Lorne service centre located on the north side of Highway 401 between Exit 149 and Exit 137, in the Municipality of Dutton/Dunwich, Middlesex County. The West Lorne service centre has now been closed for the redevelopment. The design phase will be undertaken during the Spring and early Summer of 2009 and construction will facilitate a planned opening in September of 2010. The objectives set out by the Province for this undertaking include improving road safety by providing a sufficient rest area for travelers; improving the quality of customer service by improving the convenience, accessibility and choice of amenities for travelers using these service centre facilities; increasing the value of these facilities for the Province; improving the efficiency of resource use throughout the service centers in order to prevent pollution and facilitate environmental protection; improving the image of tourism and community development throughout Ontario to encourage tourism; facilitating sustainable transportation opportunities; and providing a level of service which achieves provincial transportation objectives. The Planning for this project is being conducted under the Class Environmental Assessment for Provincial Transportation Facilities (2000) as a Group 'B' project. A Transportation Environmental Study Report will be prepared to document the process. This project will include a Public Information Centre (PIC). The Public Information Centre will provide the public with the opportunity to review and comment on the proposed improvements. A further notice advising the public of the time and location of the Public Information Centre will be published in local newspapers. Your comments will assist MTO in planning the best possible service centre and will be collected in accordance with the Freedom of Information and Protection of Privacy Act. With the exception of personal information, all comments will become part of the public record. To comment on this project, add your name to the project mailing list or have your questions answered please contact the undersigned. Any further notification is mandatory only to those who have requested further involvement. We will be holding as all agency bi-weekly teleconference for this project. This is your opportunity to discuss any questions or concerns you may have. The teleconference meetings will commence July 30th at 1:30 pm, and continue every other week. You can access this bi-weekly teleconference using the following dial in information. Morrison Hershfield I Suite 600, 235 Yorkland Boulevard, Toronto, ON M2J 1T1 Canada I Tel 416 499 3110 Fax 416 499 9658 1 mordsonhershfield.com Toll-free: 1-88866-231-6478 Toll: 1-647-426-2967 Participant code: 6455852 Yours truly, Morrison Hershfield Limited To comment on this project, add your name to the project mailing list or have your questions answered please contact: Jim Weir, P. Eng Project Manager Director of Operations, Transportation Morrison Hershfield Limited Suite 600, 235 Yorkland Blvd. Toronto, ON, M2J 1T1 Tel.: 416-495-4283 Fax: 416-499-9658 E-mail: JWeir@morrisonhershfield.com Noris Bot, P.Eng. Manager, Operations Office Ministry of Transportation Contract Management & Operations Branch 2nd Floor South, 301 St. Paul St. St. Catharines, Ontario, L2R 7R4 Tel.: 905-704-2463 Fax: 905-704-2777 E-mail: Noris.Bot@ontario.ca CC : Iris Fawcett, Project Manager, Transportation Policy Branch, Ministry of Transportation ■ Mr. Mark McDonald CAO County of Elgin 450 Sunset Drive St. Thomas, ON N5R 5V1 Re: Notice of Study Commencement for Infrastructure Ontario MTO Highway Service Centers Redevelopment Dutton service centre Municipality of Dutton/Dunwich, Middlesex County Dear Mr. McDonald: The Ministry of Transportation (MTO) is undertaking a preliminary and detail design project for the redevelopment of the Dutton service centre located on the south side of Highway 401 between Exit 149 and Exit 137, in the Municipality of Dutton/Dunwich, Middlesex County. The Dutton service centre has now been closed for the redevelopment. The design phase will be undertaken during the Spring and early Summer of 2009 and construction will facilitate a planned opening in September of 2010. The objectives set out by the Province for this undertaking include improving road safety by providing a sufficient rest area for travelers; improving the quality of customer service by improving the convenience, accessibility and choice of amenities for travelers using these service centre facilities; increasing the value of these facilities for the Province; improving the efficiency of resource use throughout the service centers in order to prevent pollution and facilitate environmental protection; improving the image of tourism and community development throughout Ontario to encourage tourism; facilitating sustainable transportation opportunities; and providing a level of service which achieves provincial transportation objectives. The Planning for this project is being conducted under the Class Environmental Assessment for Provincial Transportation Facilities (2000) as a Group 'B' project. A Transportation Environmental Study Report will be prepared to document the process. This project will include a Public Information Centre (PIC). The Public Information Centre will provide the public with the opportunity to review and comment on the proposed improvements. A further notice advising the public of the time and location of the Public Information Centre will be published in local newspapers. Your comments will assist MTO in planning the best possible service centre and will be collected in accordance with the Freedom of Information and Protection of Privacy Act. With the exception of personal information, all comments will become part of the public record. To comment on this project, add your name to the project mailing list or have your questions answered please contact the undersigned. Any further notification is mandatory only to those who have requested further involvement. We will be holding as all agency bi-weekly teleconference for this project. This is your opportunity to discuss any questions or concerns you may have. The teleconference meetings will commence July 301h at 1:30 pm, and continue every other week. You can access this bi-weekly teleconference using the following dial in information. Morrison Hershfield I Suite 600, 235 Yordand Boulevard, Toronto, ON M2J 1T1 Canada I Tel 416499 3110 Fax 416 499 9658 1 morrisonhershfield.com -2- Toll-free: 1-88866-231-6478 _ J Toll: 1-647-426-2967 Participant code: 6455852 Yours truly, Morrison Hershfield Limited 4 To comment on this project, add your name to the project mailing list or have your questions answered please contact: Jim Weir, P. Eng Project Manager Director of Operations, Transportation Morrison Hershfield Limited Suite 600, 235 Yorkland Blvd. Toronto, ON, M2J 1T1 Tel.: 416-495-4283 Fax: 416-499-9658 E-mail: JWeir@morrisonhershfield.com Noris Bot, P.Eng. Manager, Operations Office Ministry of Transportation Contract Management & Operations Branch 2nd Floor South, 301 St. Paul St. St. Catharines, Ontario, L2R 7R4 Tel.: 905-704-2463 Fax: 905-704-2777 E-mail: Noris.Bot@ontario.ca CC : Iris Fawcett, Project Manager, Transportation Policy Branch, Ministry of Transportation t3