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04 - March 13, 2012 County Council Agenda Package ORDERS OF THE DAY FOR TUESDAY, MARCH 13, 2012 – 9:00 A.M. ORDER 1st Meeting Called to Order 2nd Adoption of Minutes – February 21, 2012 3rd Disclosure of Pecuniary Interest and the General Nature Thereof 4thPresenting Petitions, Presentations and Delegations DELEGATIONS: 11:15 a.m. Duaine Nelson, First Vice Chair, Tillsonburg District Memorial Hospital, presenting annual report (PowerPoint attached) 11:30 a.m. Jeff Yurek, M.P.P., Elgin-Middlesex-London, with an update on provincial issues PRESENTATIONS: 11:40 a.m. Economic Developers Council of Ontario (EDCO) Awards Presentation (press release attached) 11:50 a.m. Minister’s Award for Innovation presentation 5th Motion to Move Into “Committee Of The Whole Council” 6th Reports of Council, Outside Boards and Staff 7th Council Correspondence 1) Items for Consideration 2) Items for Information (Consent Agenda) OTHER BUSINESS 8th 1) Statements/Inquiries by Members 2) Notice of Motion 3) Matters of Urgency see separate addendum 9th Closed Meeting Items – 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 LUNCH WILL BE PROVIDED NOTICE: March 27, 2012 9:00 a.m. – County Council Meeting April 10, 2012 9:00 a.m. – County Council Meeting 1 DRAFT COUNTY COUNCIL MINUTES Tuesday, February 21, 2012 The Elgin County Council met this day at the Administration Building at 9:03 a.m. with all members present. Warden Walters in the Chair. ADOPTION OF MINUTES Moved by Councillor McIntyre Seconded by Councillor Mennill THAT the minutes of the meeting held on January 24, 2012 be adopted. - Carried. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF – Councillors Couckuyt and Wiehle and Warden Walters declared, at the appropriate time, a conflict of interest with regard to the Closed Meeting report concerning 99 Edward Street, St. Thomas, as it might prejudice their position as Council appointees on the Elgin St. Thomas Public Health Board. At the appropriate time, they vacated the Council Chambers and refrained from discussing and voting on the item. PRESENTATIONS Retirement Recognition: Anne Murray and Barb Shackleton. The Warden thanked the two retiring employees and presented them with certificates. Moved by Councillor Marr Seconded by Councillor Jenkins THAT we do now move into Committee Of The Whole Council. - Carried. REPORTS Elgin Community Access Program – CAP Coordinator and Library Supervisor The coordinator of the Community Access Program (CAP), presented a PowerPoint on CAP activities. Moved by Councillor Ens Seconded by Councillor Mennill THAT the PowerPoint report titled “Elgin Community Access Program: Plugging Rural Communities into the Online World” dated February 21, 2012 be received and filed. - Carried. 2011 Library Usage and Statistics – Library Coordinator The Library Coordinator provided statistics of library use from the past year. Moved by Councillor Jenkins Seconded by Councillor Couckuyt THAT the report titled “2011 Library Usage and Statistics” dated January 23, 2012 be received and filed. - Carried. 2 Library 2011 Food For Fines Campaign – Library Supervisor The Library Supervisor presented the report on the charity campaign. Moved by Councillor Marr Seconded by Councillor Mennill THAT the report titled “Library 2011 Food For Fines Campaign” dated January 17, 2012 be received and filed. - Carried. Funding for Aylmer Library Expansion Study – Director of Community & Cultural Services The director presented the report regarding the county’s funding of a portion of the expansion study. Moved by Councillor McIntyre Seconded by Councillor Marr THAT the County fund 41.9 per cent of the costs incurred by the Town of Aylmer for architectural and engineering services for a new or expanded facility for the Aylmer Library with an upset limit of $20,000 pending approval of the 2012 County budget; and, THAT payment to the Town of Aylmer proceed upon presentation of actual costs to the County prior to the end of 2013. - Carried. Review of Code of Conduct for Municipal Council and Outside Boards – Chief Administrative Officer The Chief Administrative Officer presented the report on the review of the code of conduct policy noting the policy is traditionally reviewed every five years. Moved by Councillor McIntyre Seconded by Councillor Couckuyt THAT staff be directed and authorized to engage a professional to review and update Council’s code of conduct policy; and, THAT the cost of said review be allocated to an existing project account under “legal professional services”; and, THAT an invitation be extended to constituent municipalities to attend the presentation of the revised policy with a view to adopting a similar policy for their own use. - Carried. 2012-13 Case Mix Index Results – Director of Homes and Seniors Services The director presented the report on the Case Mix Index funding from the Ontario government. Moved by Councillor Jenkins Seconded by Councillor Mennill THAT the report titled “2012-13 Case Mix Index Results” dated February 7, 2012 be received and filed. - Carried. 3 YWCA Agreement and Pool Usage Fees Review – Director of Homes and Seniors Services The director presented the report outlining proposals for fees at the Terrace Lodge pool. Moved by Councillor Marr Seconded by Councillor McWilliam THAT Council direct staff to sign the 2012-13 agreement with the YWCA in the amount of $2,000/year; and, THAT staff prepare and advertise an expression of interest to explore additional revenue opportunities for pool usage and report the results back to Council; and, THAT the report titled “YWCA Agreement and Pool Usage Fees Review” dated January 31, 2012 be received and filed. - Carried. Falls Prevention and Management Policy (New) – Director of Homes & Seniors Services The director presented the report on the new policy changes for falls prevention and management. Moved by Councillor Mennill Seconded by Councillor Wiehle THAT the policy be approved as drafted; and, THAT the report titled “Falls Prevention and Management Policy (New)” dated January 31, 2012 be received and filed. - Carried. Tree Planting Initiatives – Director of Engineering Services The director presented the report on the County’s tree planting program. Moved by Councillor McIntyre Seconded by Councillor Couckuyt THAT Council support the partnership with the Kettle Creek Conservation Authority in the County’s ongoing tree planting initiative, part of the property maintenance program; and, THAT staff be directed to seek funding opportunities for tree plantings; and, THAT the report titled “Tree Planting Initiatives” dated February 6, 2012, be received and filed. - Carried. Centennial Avenue Servicing – Director of Engineering Services The director presented the report outlining a proposal for a project for Centennial Avenue Servicing (East Side Servicing Area) in Central Elgin. Moved by Councillor Mennill Seconded by Councillor Wiehle THAT the report titled “Centennial Avenue Servicing” dated January 16, 2012 be deferred; and, THAT staff be directed to provide additional information including a more accurate projected traffic count; an account of actual costs of the project to the county; and to determine if there is information in older reports on the project; while the Environmental Assessment of the project is carried out by the municipality. - Carried. 4 Glen Erie Slope Failure– Director of Engineering Services The director presented the report regarding a partial slope failure caused by rainfall. Moved by Councillor Mennill Seconded by Councillor Jenkins THAT the report titled “Glen Erie Slope Failure” dated January 16, 2012 be received and filed. - Carried. Council recessed at 10:15 a.m. and resumed at 10:30 a.m. Motor Vehicle Collision Review on Elgin County Roads – Director of Engineering Services The director presented the report outlining statistics from across Elgin County from 2011. Moved by Councillor McWilliam Seconded by Councillor Ens THAT the report titled “Motor Vehicle Collision Review on Elgin County Roads: 2011” dated February 8, 2012 be forwarded to the Elgin Group OPP Police Services Board and the Aylmer Police Services Board for their information; and, THAT letters of thanks be forwarded to Elgin OPP and Aylmer Police Services for their support in providing information to the County of Elgin; and, THAT the report titled “Motor Vehicle Collision Review on Elgin County Roads: 2011” dated February 8, 2012 be received and filed. - Carried. Employee Benefits Renewal 2012 – Director of Human Resources The director presented the report, showing the results from benefit consultants. Moved by Councillor Marr Seconded by Councillor Mennill THAT Council approve the negotiated renewal rate adjustments with Manulife Financial for the County of Elgin, effective March 1, 2012. - Carried. Council and Outside Boards Remuneration and Expenses – Financial Analyst The Financial Analyst presented the annual report, regarding remuneration and expenses in 2011. Moved by Councillor McIntyre Seconded by Councillor Wiehle THAT the Treasurer’s Statement of Remuneration and Expenses for County Council for 2011 be received and filed; and, THAT the Treasurer’s Statement of Remuneration and Expenses for Outside Boards for 2011 be received and filed; and, THAT the report titled “Council and Outside Boards Remuneration and Expenses” dated February 9, 2012 be received and filed. - Carried. 5 Quarterly Report: Contract Awards and Direct Negotiations and Expenditures – Purchasing Coordinator The Purchasing Coordinator presented the report outlining contract awards from October 1, 2011 to December 31, 2011, and negotiations and expenditures, January 1, 2011 to December 13, 2011. Moved by Councillor Mennill Seconded by Councillor McWilliam THAT the report titled “Quarterly Report: Contract Awards and Direct Negotiations and Expenditures” dated February 1, 2012 be received and filed. - Carried. CORRESPONDENCE Items for Information (Consent Agenda) 1. Hon. Dwight Duncan, Minister of Finance and Hon. Kathleen Wynne, Minister of Municipal Affairs and Housing, announcing the Ontario Municipal Partnership Fund (OMPF) allocations for 2012. 2. Lynda Millard, Clerk, Municipality of Bayham, with 18 letters of support requesting that the provincial government reconsider the recent policing services contract agreement and include municipalities in contract negotiations. 3. Email from Jenny Phillips with information on postponement of “World Invitational Town Criers Championship”. 4. Duncan Jewell, Chairperson, Goderich and Area Disaster Relief Committee, thanking Council for donation to the Goderich and Area Disaster Relief Fund. 5. Kevin Bushell, Executive Officer, Facility Services and Capital Planning, Thames Valley District School Board informing council of surplus space available for Co-operative undertaking. 6. SCOR Media Release titled “SCOR Members meet with Regional MPs”. 7. Dr. Ing. Hansjorg Vollmer, CEO, Intech Clean Energy Inc. with Notice of a Proposal for renewable energy project in Rodney, Ontario. 8. Neal DeRuyter, BES, MHBD Planning, advising of Ministry of Environment’s issuance of Renewable Energy Approval for Beaver Creek Solar Farm in the Municipality of Central Elgin. 9. Thank you card from Laura Caverly and family. 10. Invitation to grand opening of the Elgin Business Resource Centre at the Elgin Innovation Centre, 516 John Street N., Aylmer, Ontario on March 2, 2012. 11. AMO Communication Email re: Drummond Recommendations. Moved by Councillor Jenkins Seconded by Councillor Ens THAT Correspondence Items #1 – 11 be received and filed. - Carried. OTHER BUSINESS Statements/Inquiries by Members The Warden reminded members of coming events: OGRA/ROMA conference in Toronto, February 26 - 29, 2012 and the March 4, 2012 Charity hockey game with the City of St. Thomas to raise funds for the United Way. Recruitment of hockey players is continuing. 6 Councillor McIntyre noted the State of the Municipalities address will be held on February 22, 2012, an event hosted by the St. Thomas Chamber of Commerce. Notice of Motion – None. Matters of Urgency – None. Closed Meeting Items Moved by Councillor Marr Seconded by Councillor McWilliam THAT we do now proceed into closed meeting session in accordance with the Municipal Act, Section 240.2 (d): labour relations or employee negotiations – Museum Hours of Operation; Labour Relations Matters; Ontario Nurses’ Association; Implications of Changes in Provincial Funding; and Section 240.2 (a) the security of the property of the municipality or local board – 99 Edward Street. - Carried. The Director of Community & Cultural Services presented a report on the museum hours of operation. The Director of Human Resources presented two reports: Labour Relations Matter; and, Ontario Nurses’ Association. The Director of Homes and Seniors Services presented a report on the Implications of Changes in Provincial Funding. Councillors Couckuyt and Wiehle and Warden Walters vacated Council Chambers at 11:17 a.m. Deputy Warden Ens took the chair. The Director of Financial Services presented a report on 99 Edward Street, St. Thomas. Motion to Rise and Report Moved by Councillor Marr Seconded by Councillor Mennill THAT we do now rise and report. - Carried. Moved by Councillor McIntyre Seconded by Councillor Mennill THAT the County-owned assets at 99 Edward Street be declared as surplus property; and, THAT staff be directed to negotiate the final sale of the asset(s) in keeping with Council’s guidelines and instructions, and report back. - Carried. The Deputy Warden vacated the chair. Councillors Couckuyt and Wiehle and Warden Walters returned to Chambers at 11:35 a.m. Warden Walters in the chair. Moved by Councillor Jenkins Seconded by Councillor Ens THAT the Elgin County Museum be open to the public during the following hours, effective March 1, 2012: Regular Hours - Monday to Friday, 10:00 a.m. - 4:00 p.m., Summer Hours (Victoria Day Weekend to Labour Day Weekend) - Tuesday to Saturday, 10:00 a.m. - 4:00 p.m.; and, 7 THAT the confidential report titled “Museum Hours of Operation” dated January 17, 2012, be received and filed. - Carried. Moved by Councillor McWilliam Seconded by Councillor Wiehle THAT Council support the confidential report titled “Seeking Approval for new Collective Agreement with the Canadian Union of Public Employees“ (CUPE Library Employees) dated February 8, 2012 subject to being ratified, and the recommendations contained therein; and, THAT the necessary by-law be prepared. - Carried. Moved by Councillor McIntyre Seconded by Councillor Mennill THAT staff direction be given in regard to a grievance with the Ontario Nurses’ Association; and, THAT the confidential report be received and filed. - Carried. Moved by Councillor Marr Seconded by Councillor McIntyre THAT the confidential report regarding Case Mix Index and Loss of Funding dated February 7, 2012 be received and filed. - Carried. REPORTS (continued) Preliminary Budget Comparison, 2011 Full Year – Director of Financial Services The director presented the report, highlighting favourable performances. Moved by Councillor Marr Seconded by Councillor Mennill THAT report titled “Preliminary Budget Comparison, 2011 Full Year “ dated February 2, 2012 be received and filed. - Carried. 2012 Proposed Budget – Director of Financial Services The director presented the proposed budget for 2012. Moved by Councillor McWilliam Seconded by Councillor Ens THAT the 2012 Proposed Budget, which includes the Operating Budget, the Capital Budget and Grants, be approved in principal and finally considered once Council determines the grant amount, if any, to the St. Thomas Elgin General Hospital redevelopment; and, THAT the report titled “2012 Proposed Budget” dated February 6, 2012 be received and filed. - Carried. 8 County Council 8 February 21, 2012 Motion to Adopt Recommendations of the Committee of the Whole Moved by Councillor Marr Seconded by Councillor Jenkins THAT we do now adopt recommendations of the Committee Of The Whole. - Carried. BY-LAWS Moved by Councillor Wiehle Seconded by Councillor McIntyre THAT By-Law No. 12-03 “Being a By-Law to Confirm Proceedings of the Municipal Council of the Corporation of the County of Elgin at the February 21, 2012 Meeting” be read a first, second and third time and finally passed. - Carried. ADJOURNMENT Moved by Councillor Couckuyt Seconded by Councillor Ens THAT we do now adjourn at 12:04 p.m. and meet again on March 13, 2012 at the County Administration Building Council Chambers at 9:00 a.m. - Carried. Mark G. McDonald, Dave Mennill, Chief Administrative Officer. Deputy Warden. 9 For Immediate Release February 3, 2012 Elgin County Earns Provincial Nod nd TORONTO, ON – The Economic Developers Council of Ontario (EDCO) on February 2, presented Elgin County with two awards in recognition of its Economic Development Strategy and Action plan for 2011- 2014, and its Elgin Arts Trail website promoting visual arts attractions throughout the County. “We are pleased and proud of the Economic Development Strategy and Elgin Arts Trail website.” said Elgin County Warden Bill Walters. “They are testaments to the great work done by the Economic Development and Tourism Services Department in the growth and support of the business community in the County.” Elgin County’s Economic Development Strategy and Action Plan for 2011-2014, developed in conjunction with marketing firms Millier Dickenson Blais and Yfactor, is a four-year strategy that builds on the County’s identified economic strengths and provides a new direction in the context of the creative rural economy. Developing talent and innovation is the basis for this strategy that focuses on creative people and knowledge as economic generators. Recognizing the potential of arts as a driver of tourism, Elgin County with partners the Elgin Business Resource Centre and the St. Thomas Elgin Public Art Centre developed and launched an Arts Trail to connect artists, artisans, and art galleries throughout the County and the city of St. Thomas. The Elgin Arts Trail website invites tourists as well as residents to visit these attractions and features each member of the Elgin Arts Trail program. The site also incorporates the interactive Tourism Ytool which makes it easy for website visitors to find out about events, restaurants or hotels and to quickly create individual itineraries for their upcoming visit to Elgin County and St. Thomas. Interactive maps make locating the destinations effortless for prospective tourists. Visitwww.progressivebynature.com to see the Elgin County Economic Development Strategy and visit www.elginartstrail.ca to get more information about Elgin’s vibrant arts community! -30- For further information contact: County of Elgin Katherine Thompson 450 Sunset Drive Marketing and Communications Coordinator St. Thomas, Ontario N5R 5V1 Canada 519-631-1460 x 180 Phone: 519-631-1460 kthompson@elgin-county.on.ca www.elgin-county.on.ca 21 REPORTS OF COUNCIL AND STAFF March 13, 2012 Staff Reports – (ATTACHED) Business Development Coordinator - You Town – Mobile App for Smart Phones Business Development Coordinator - Business Retention and Expansion: Energy Sector Business Development Coordinator - County of Elgin Local Food Plan General Manager of Economic Development - Southwest Economic Alliance: Appointment of Voting Members Manager of Archives - Tweedsmuir History Digitization Project Funding nd Director of Community and Cultural Services - ARUPLO Library Guidelines, 2 Edition Director of Community and Cultural Services - 2011 Census for Elgin County Deputy Director of Engineering Services - Cold-in Place Recycled Expanded Asphalt Mixes (CIREAM) Director of Human Resources - County of Elgin and Municipal Partners Accessibility Coordinator Director of Human Resources - 2012 Non-Union Compensation Director of Human Resources - Health and Safety Policy on Musculoskeletal Disorders Director of Homes and Seniors Services - Ministry of Labour – Safe at Work Ontario Inspection – Elgin Manor Director of Homes and Seniors Services - Back Care Lift/Transfer Program – Policy Revision 22 REPORT TO COUNTY COUNCIL FROM: Kate Burns, Business Development Coordinator DATE: February 27, 2012 SUBJECT: You Town – Mobile App for Smart Phones INTRODUCTION: You Townis afree Mobile App Service for Government agencies. It brings government news, maps, events and services to the finger tips of its residents and employees for free. You Town is an All-In-One Mobile Government App. It serves as a platform where cities, counties, and other government agencies can publish their open data: local maps, news, events, and services right to the smart phone of residents and visitors. DISCUSSION: You Town was developed by DotGov, a company with a passion for helping governments use modern technologies in effective, user-friendly ways. People are already using their smart phones for everything from social networking to checking stocks. Now with You Town, they can browse local entertainment, locate the nearest public restroom, check the sanitation schedule, or contact City Hall — while on-the-go. Provide a seamless, one-stop government experience for citizens Turn “open data” into citizen-accessible, usable data Act as a location-based platform for mobile-government Malahide has been live for a few months now testing the management interface for a practical and efficient way to maintain this service. The Town of Aylmer also recently incorporated the app. The best practice has been copying and pasting from the Township’s Facebook news feed to the You Town feed. This way there is no additional work for staff. You Town also has a custom branded interface that caters to the organizations logos and colors for a monthly fee based on population. For Elgin County, its partner municipalities and You Town, there is the opportunity to be the first region using the application service. Being the first comes with advantages; in this case the developer of You Town has offered to decrease the monthly service fees for each participant in Elgin. Please see Appendix 1 for the proposal (price depending upon six partners signing on; Aylmer, Bayham, Central Elgin, Dutton Dunwich, Malahide, Southwold, West Elgin, Elgin – St. Thomas Health Unit) 23 CONCLUSION: You Town has offered Elgin County and its partner municipalities an opportunity to enter the smart phone app market and become more open in communication with constituents. In the last quarter of 2010, smart phones out sold computers. Makers of smart phones shipped 100.9 million devices in the fourth quarter of 2010 while PC makers shipped 92.1 million units in the same time frame. Smart phones are the new personal computer and their apps are an extension of a company’s website, and are critical to keeping the public up to date on our communities. Staff will endeavour to look for additional opportunities in the smart phone and mobile applications markets. RECOMMENDATION: THAT County Council agree to purchase the You Town app for Elgin County at the cost of $150/month, being contained within the IT Web Development Project budget, for a one year trial period to be extended if positive results are shown at the end of the year. Respectfully Submitted Approved for Submission Kate Burns Mark G. McDonald Business Development Coordinator Chief Administrative Officer Alan Smith, General Manager Economic Development 24 25 REPORT TO COUNTY COUNCIL FROM: Kate Burns, Business Development Coordinator DATE: February 27, 2012 SUBJECT: Business Retention and Expansion: Energy Sector INTRODUCTION: The Economic Development Strategy and Action Plan 2011-2014 identified a number of initiatives and actions surrounding Economic Gardening, and the development of a Business Retention & Expansion program was included. DISCUSSION: A BR&E program is designed to improve communications and foster better and deeper relationships with the local business community. A successful BR&E program can directly contribute to the overall goals stated in the strategy through; - Gaining a better understanding of the challenges and opportuni businesses - Identifying and networking with key business leaders to tell Elgins Story - Developing opportunities to connect existing businesses with youth and entrepreneurs to support entrepreneurial development - Better transition to the new economy through an understanding of the true depth and nature of the countys rural creative economy and their unique needs and opportunities. In the last quarter of 2011, Economic Development staff were trained in BR&E best practices and completed 11 interviews with businesses across Elg energy sector. The energy sector was chosen due to the high profile of the sector. The interview was structured to identify issues in key areas suc - Company Information - Business Climate - Future Plans (downsize, relocate, expand, renovate, close) - Business Development - Markets - Finances - Workforce Development - Training and - Local Community These key areas encompassed 77 questions that are summarized in County of Elgin: Business Retention and Expansion Strategy. The survey tool used for analysis was Microsoft Excel, designed by the consulting team to be an easy to use template that would facilitate data entry as well as data analys 26 The interview results showed clear themes in the energy sector i - There is a high degree of local decision making in this sector - The most significant barriers to expansion are in availability information technology capacity - Most (8 of the 11) of the businesses plan to expand or renovate in the next three years - Additional investments into technology, equipment and additional workforce were the top expected results from anticipated business expansion - Most businesses surveyed said that they would be interested in local products to enhance their business. - There is a positive sales growth future for businesses in the Elgin While the survey sample was small, participating businesses are a place to do business and are satisfied with their current loca positive of the future anticipating growth and expansion and the recruiting of additional employees to meet market demand or enter new markets. With the completion of the energy sector Business Retention & Expansion interviews, Economic Development staff plan to begin a BR&E program for the agriculture sector for the spring of 2012. Staff are currently developing interview questions and compiling businesses to interview throughout the County. CONCLUSION: Improvements in the local business environment can lead to increased local employment, a more satisfied business community, better government-business relations and a more diversified economy. Continuing the Business Retention & Expansion program into each identified sector in the county serves to strengthen the relationships between the municipality and businesses. RECOMMENDATION: THAT the report titled Business Retention and Expansion: Energy Sector” dated February 27, 2012 be received and filed. Respectfully Submitted Approved for Submission Kate Burns Mark G. McDonald Business Development Coordinator Chief Administrative Officer Alan Smith, General Manager Economic Development 27 REPORT TO COUNTY COUNCIL FROM: Kate Burns, Business Development Coordinator DATE: February 27, 2012 SUBJECT: County of Elgin Local Food Plan INTRODUCTION: Agriculture is a primary sector for the County and is part of the local communities’ culture and heritage as well as our economic prosperity. The Economic Development Strategy and Action Plan 2011-2014 identified a number of initiatives and actions surrounding agriculture, local food and engaging the public. As a result, the County of Elgin Local Food Plan has been developed to bring together the various local food initiatives that are already occurring, under one plan. The Local Food Plan is funded through the Economic Development budget. DISCUSSION: The objective of the County of Elgin Local Food Plan (see Appendix 1) is to create opportunities for producers, farmers and small scale processors to meet with and sell to residents, local and external restaurants, institutions and special outlets. In addition to this, the Local Food Plan will increase awareness of the benefits of buying and consuming local food. This initiative is an essential part of enabling ‘Economic Gardening’ and growing local businesses and opportunities. However, this program influences more than just the economic situation of the community; it also enhances and educates the local population about the nutritional benefits of local food. TheLocal Food Plan utilized existed reports and programs to frame the direction of the plan. The existing documentation that was utilized includes; Economic Development Strategy and Marketing Plan 2011-14 Savour Elgin Business Plan Local Food Charter University of Guelph Local Food Study Fresh Fest Buy Local Buy Fresh Map After review of existing documents and best practices of other local food programs, four key audiences were recognized and a three step approach developed. The four key audiences are; Local institutions – schools, retirement homes and hospitals Local food outlets – restaurants, farmers markets and grocery stores Local residents – local residents are an important part of every Local Food Plan 58 Culinary tourists – “foodies” from outside the area attracted to our local food The three programs are required to address the communications needs of the strategy and target audiences. Each program has been designed to integrate multiple tactics. Program 1 Web Presence: - Inform the larger public about the local food initiative and promote local food producers, growers and processors - Enable producers, growers and processors to market to a larger audience - Act as a conduit for information sharing and collaboration - Provide measurable performance indicators. Program 2 Local Communications - To inform the local community about local food initiatives - To enable producers and farmers to market within and outside of Elgin County of Elgin - To direct various audiences to the web section about the local food initiative Program 3 Farm Connect - To enable producers, farmers and small scale processors to sell directly to various audiences and markets - To enable farmers to collaborate with other farmers and businesses - To promoted locally produced food through different and creative methods CONCLUSION: TheCounty of Elgin Local Food Plan is a compilation of existing research and strategies that provide a solid background and rationale, with a thorough best practice review of local and international food initiatives. The result is a hands on plan which ties together current and new tactics aimed at promoting local food and enabling producers tin Elgin County to reach and speak to various audiences. RECOMMENDATION: THAT the report titled “County of Elgin Local Food Plan” dated February 27, 2012 be received and filed. Respectfully Submitted Approved for Submission Kate Burns Mark G. McDonald Business Development Coordinator Chief Administrative Officer Alan Smith, General Manager, Economic Development 59 County of Elgin Local Food Plan February 21, 2012 60 The County of Elgin Local Food Plan The County of Elgin is a progressive and proactive community. Agriculture is a primary sector for the C produces a variety of food items including fruits, vegetables, cash crops and livestock. agricultural economy. The Local Food Plan is an initiative aimed at promoting the use of local food through information sharing and marketing. The objective of the Local Food Plan is to create opportunities for producers, farmers and small scale processors to meet with and sell to residents, local and external restaurants, institutions and special outlets. In addition to this, the Local Food Plan will increase awareness of the benefits of buying and consuming local food. There are many local food initiatives underway in Elgin hence another objective of this plan is to bring together the various local food initiatives under one plan. Submitted by: Yfactor Inc. 133 Richmond St. W. Suite 202 Toronto, ON Canada M5H 2L3 T: 416-977-9724 F: 416-642-1959 1-800-793-5016 www.yfactor.com Primary Contact: Anya Codack CEO 416-977-9724 x 509 acodack@yfactor.com Page 2 |County of Elgin Local Food Plan 61 Table of Contents Introduction ................................................................ 4 Methodology ........................................................................................................... 5 Best Practise Review ................................................................ 6 Niagara Region ....................................................................................................... 6 Vancouver .............................................................................................................. 7 Fife ....................................................................................................................... 8 Sheffield ................................................................................................................ 9 Website Best Practices ................................................................ 10 Best Practise Review Conclusion ................................................................ 14 Elgin Local Food Strategy ................................................................ 15 Programs .............................................................................................................16 Tactics .................................................................................................................17 Program 1: Web Presence ....................................................................................17 Program 2: Local Communications ........................................................................18 Program 3: Farm Connect ....................................................................................21 Priority Schedule ................................................................ 25 Budget ................................................................ 27 Key Performance Indicators ................................................................ 28 Page 3 |County of Elgin Local Food Plan 62 Introduction The purpose of the Elgin Local Food Plan is to combine and connect the wide range of opportunities and goals envisioned and expressed in various local food studies and owing local businesses and opportunities. However this program influences more than just the economic situation of the community; it also enhances and educates the local population about the nutritional benefits of local food. Elgin County, similar to many communities in South Western Ontario, has a strong agricultural history and produces a variety of vegetables, fruits and cash crops. In addition to growing food, Elgin County also has numerous food processors. The Local Food Plan leverages existing strengths and businesses to encourage the development of new opportunities and to increase the promotion of existing products. Elgin County has the benefit of access to research in existing reports that address local food. These reports repeatedly stress the opportunity and importance of a Local Food Strategy, which drives the need for the development of this document. The following are the summaries of reports that recommend a Local Food Plan: Economic Development Strategy and Marketing Plan Refresh: this strategy outlined the importance of developing a Local Food Plan and creating local opportunities. Savour Elgin Business Plan: looks at how to create a culinary tourism industry within Elgin County. The target audiences for this program will be very similar to those of the local food initiative, and therefore it is recommended that these two programs be promoted concurrently. Local food initiatives will have a direct effect on a local culinary program. Local Food Charter: the charter outlines roles and responsibilities for all groups and stakeholders involved in the local food initiative including responsibilities for the Economic Development and Tourism department. Their responsibility lies within general promotion, product development and information collection. Using this information and a prescribed role definition, a strategy will be developed to address the role and needs of the economic and tourism department as it relates to the Local Food Plan. University of Guelph Local Food Study: is a detailed study of the strengths and community at large. Recommendations included the following: the strengthening of networks, development of a strong, coordinated local policy, further research to address the lack of consistently available products, inclusion of institutional consumers, building awareness among local consumers, the creation of local food terminals and markets to bring field to fork. Fresh Fest: is a very good example of current initiatives in place which already support the partnerships between chefs and local producers/farmers. These events Page 4 |County of Elgin Local Food Plan 63 are very useful in order to expose local food to a variety of local and external audiences in a creative and fun way. Events such as this need to be continuously promoted. Buy Local, Eat Fresh Map and Listing: this information collateral has been used by Elgin County for a few years and has been very well received and is used by a variety of internal and external audiences. Support for this map needs to be continued, while all information on the collateral needs to be converted into online content. Methodology The large collection of existing research and strategies provided enough information as background and rationale for the Elgin Local Food Plan. Hence the methodology focused on a best practise review of local and international food initiatives and local food websites. The best practise review provided a quick overview of industry trends and current practices. The selection of communities and websites for best practise review were based on rationale and are presented with each case. The review assisted in the creation of tactics, which along with current local food initiatives will become the core of the Local Food Plan. All tactics have been organized into programs; prioritized based on ongoing initiatives. The result is ahands on plan which ties together current and new tactics aimed at promoting local food and enabling producers in Elgin County to reach and speak to various audiences. Page 5 |County of Elgin Local Food Plan 64 Best Practise Review Niagara Region Rationale County, it has diverse producer and processor bases, is made up of rural and urban areas, and encompasses several communities. Key Findings Program Focus initiatives: 1.Information Resources and Research Compile an information database of producers, processors, and distributors Compile a listing of information on availability and seasonality of local food products Research and provide information for long-term financial viability of local food production and processing Provide advice on crop yields, seasonality, new products and needs of market 2.Local Food Network and Infrastructure Complete SWOT analyses of local food producer and processor networks in Niagara and work to improve existing condition Investigate feasibility of Niagara Distribution Centre for local food products Increase consumer access to local products 3.Education and Awareness Raising Educate consumers about local food products how to find, grow and prepare Educate future consumers through school programs Educate producers about the changing needs/desires of the market, and other means and methods of farming. Educate and offer opportunities for future producers through training, apprenticeships, and incentives. 4.Supportive Policy Commit to buying local products through institutional purchasing policy Review and refine policies or practices that hinder of local food Marketing Initiatives Development of a comprehensive Niagara region local food brand Promote local food related festivals and events. Coordinate with regional tourism strategies Publishing profiles of local producers and processors Tours of specific agri-food sites Page 6 |County of Elgin Local Food Plan 65 Vancouver Rationale Vancouver is an internationally recognized leader in its progressive policies and support of local food. Key Findings Program Focus 1.Creation of Jobs and Infrastructure Support the development of a food-related incubator to assist in the establishment of food businesses. Support the creation of a central Food Hub that can serve as a central food infrastructure asset within the city 2.Local Area and Neighbourhood Access that each local area has equitable access to the resources needed to ensure a just and sustainable food system. 3.Dissemination of Information Promote all the good work, and small initiatives happening around food in Vancouver 4.Advocacy Ensure that the City plays a strong advocacy role in promoting food issues at a regional, provincial and national level. 5.Food Policy and Action Plan Coordinated Local Food Procurement Strategy, Urban Agriculture, Land-Use Policies Dedicated zoning to urban agriculture 6.Set an Example Actions such as food procurement policies that the City can take in its own operations to model and pilot broader community strategies 7.Future Research Identification of future research wants and needs Marketing Initiatives Working with community partners to develop a local food directory of key local food initiatives Annual events such as; a local food festival and smaller-scale Healthy Eating Challenge Page 7 |County of Elgin Local Food Plan 66 Fife Rationale ot of similarities with Elgin such as proximity to large urban areas, a community on water and ample land for agriculture. One of the first communities to embrace local food wholeheartedly, Fife has been very active on local food initiatives for over a de concept when it was introduced and challenged community members and other communities to undertake a buy local campaign for a medium term period such as 6 months or a year. The community has been a leader in implementing various programs and initiatives. Key Findings Program Focus 1.Key Partner Identification: To identify ways of working with key partners and linked sub-groups to ensure effective communication across all groups 2.Improving Communication and Feedback: Share information and progress reports with each linked group to ensure action points are being taken forward. 3.Use and Measure Performance Indicators: To ensure accountability of all named projects and that financial monitoring is carried out to sustain project(s) and retain resources. 4.Training and Information Dissemination: To signpost & provide information on appropriate training on Food & Health issues to staff (NHS, Council & Voluntary Sector) within Fife. 5.Organizational Capacity Building: To work with organisations to help build capacity around Food & Health Marketing Initiatives: Various Websites promote the local food initiative and provide listings of local businesses The Fife Diet is a competition and has a website which demonstrates to interested parties on how to organize and host a local food challenge There are many local food festivals within Fife They are active on social media Page 8 |County of Elgin Local Food Plan 67 Sheffield Rationale Sheffield is widely recognized as a leader in community-led local healthy food initiatives. The City, located in the centre of England, is one of the eight largest regional English cities and encompasses urban and rural areas. The Sheffield local food model looks at how to promote consumption and growing within the urban core; while working with rural producers to meet demand. Key Findings Program Focus The following 1.Local food Restaurants sourcing much of their produce locally and supporting local growing allotments 2.Cooking and Culture An effort to ensure that individuals are given opportunities to access information, knowledge, advise and skills to make informed food choices on purchasing, meal planning, food preparation, cooking and eating 3.Community Food Growing Community food growing projects at sites across the city Growing on unused land Community supported agriculture (CSA) initiatives 4.Access to Healthy Food Activities enabling locals to access healthy local food Community café programs Community cooking courses 5.Public Sector Catering Public procurement of healthy, local food Healthy Schools Programme Sharing best practices and technical advice on sourcing local food 6.Food Business Initiatives that support local restaurants, producers and processors in sourcing local food 7.Life stages Initiatives that focus on ensuring community access to healthy food during critical stages in life infants, childhood, pregnancy, old age Marketing Initiatives Communications and promotion about quality food and drink offered in Sheffield Promotion in local media Special offers by businesses Page 9 |County of Elgin Local Food Plan 68 Website Best Practices The following website best practises review examines methods utilized by other communities for the promotion and marketing of local food initiatives The first take-away is that all local initiatives have a local food website which is used as the primary hub for information. Website Name Rationale Niagara Local Food Co-op Niagara Local Food Co-op is a very good model of how local producers/farmers can work together in enhancing www.niagaralocalfoodcoop.ca each others abilities through partnership and collective force. This is well represented on the website and has therefore been used as a best practice. Design and Visuals: The overall design of the website can be ranked as medium. Design is not a strong suit for this website. There are no pictures on the website except for a few random pictures of produce. Content: The main page of the website is organized around a calendar of events. The main page also has a product list sorted by category and listed alphabetically. provide information to the interested parties. Navigation and Structure: The navigation of the site is mediocre, and some guess work is required to find the appropriate information. Interactivity and Collaboration Opportunity: The website lacks in design and navigation, however has some interactive features. These include a google calendar which allows members to upload specials, events and festivals. The website also has a Co Op News section with links to their social media channels. Page 10|County of Elgin Local Food Plan 69 Website Name Rationale The Vancouver Local Food initiative is one of the best Vancouver examples in the world and therefore is including it in the review. www.getlocalbc.org Design and Visuals: The Get Local website has minimal design. Their tweet section is on the main page. The directory listing is also minimal in design. All fonts are relatively big. Content: These action oriented sections include information about what local food is and what this initiative is about; the where is a direc dedicated to provide information on how to acquire and use local food during seasons. Navigation and Structure: Since the site is divided into three sections, it is relatively easily to navigate. The directory listing is alphabetical and hyperlinked throughout the same page. Interactivity and Collaboration Opportunity: The website has content and linkages but the directory listing is the only interactive feature. A Google map is integrated in provided as well. Page 11|County of Elgin Local Food Plan 70 Website Name Rationale Farm Folk, City Folk local food initiative includes of various components. Buying and procuring local food is one part; www.farmfolkcityfolk.ca the other part includes informing, collaborating and creating ideas. This website deals more with the organizational and collaboration opportunities and will be reviewed for that end. Farm Folk, City Folk Design and Visuals: The designs for the website are very clean and simple overall. It is evident that the purpose of this website is to act as a conduit for information Content: The main section of the site includes links to their local magazine, events and a section on helping farmers. agritourism toolkit developed for the South Western Ontario Tourism Corporation provides similar information. Navigation and Structure: The overall navigation of the website is very simple and is divided into the four sections mentioned above. Interactivity and Collaboration Opportunity: The website has a lot of information and forward links, however does not have much interactivity. The content on the website includes self help information which would allow local farmers/producers and community members to actively involve themselves in the production and consumption of locally grown produce and other foods. Page 12|County of Elgin Local Food Plan 71 Website Name Rationale Direct from Norfolk Norfolk County has been fairly active in promoting locally County produced goods internally as well as externally. Their website has been included in this review to provide information on www.norfolkfarms.com what an industry leader is doing in the field. Design and Visuals: This website is well designed and has a lot of visual content which increases the attractiveness of the site. consistent branding. The pictures are action oriented and each web page is assigned a picture which is directly related to the content of the page. Content: The website content is divided into different sections and covers a range of topics. The main content of the website is the directory listing which has been categorized into four (retail, wholesale, culinary and wineries) sections. Each of these listing pages has the business listing, with a link forward to a map and an event listing on the same page. farmers/producers are profiled. There is also a recipe section on the website which provides additional information on how to use local food. Navigation and Structure: The navigation of the website is pretty straight forward. All sections are listed on the left hand side. The titles of pages are simple to understand and they always lead to the designated information. Interactivity and Collaboration Opportunity: The website does have map capabilities (which were not working while this review occurred). They also have an events map with google mapping capability. They also have podcasts on the website and links to blogs. Page 13|County of Elgin Local Food Plan 72 Best Practise Review Conclusion The following were observed to be the overarching themes of the best practise review: 1.Local Food Initiative: Various audiences including residents, businesses, institutions, culinary tourists etc. The audience is addressed through collective and specific targets. Children and senior citizens seem to be key targets within the audience segment making local institutions such as schools and homes an important avenue for distributing and promoting local food. Partnerships need to be developed for promotion and assisting in distribution. These may include media relations and with local food stores. The distribution and access to local food was a concern as not all local residents will be able to visit farms. A good local food program will assist in developing the brand of the local community as being sustainable and environmentally conscious. A local food program will influence the local culinary tourism sector by adding critical mass to available products. The promotion of the local food program is extremely important. Regular communiqués and promotional advertisements need to be sent out to keep local community members aware of the program. Information about cultivating food tends to be a tactic employed by urban areas. Rural communities with a local food program tend to focus on 2.Local Food Website: Local food websites are an important part of any local food program. The quality of information was different for all websites. Some sites are organized as a standard business websites listing of businesses, information on where to buy and what is in season. Other sites focused more on disseminating information to the public about the benefits of local food and how to grow food in the urban areas. Visual content is an important part of the local food initiative. A listing of local farmers and processors is a bare minimum. Additional features include recipes on how to use local food. Page 14|County of Elgin Local Food Plan 73 Elgin Local Food Strategy In order to effectively implement the Elgin Local Food Plan, a concentrated effort to communicate and collaborate with stakeholders will be required. Therefore, it is important to develop the content and communications platforms necessary to create, distribute and collaborate on information such as location, farm details, produce information, specials and much more. In order to make the best use of available resources and budgets, Elgin County needs to understand and create tactics that are directed to the appropriate audiences. A Local Food Plan has a multitude of audiences, as demonstrated by the best practice research. Within these audiences, some are easier to reach than others. Based on our best practice research and website reviews, the following were determined to be the key audiences for a Local Food Plan: Local institutions; Local food outlets; Local residents and Culinary tourists. Local Institutions: This category includes entities such as schools, retirement homes and hospitals. The best practice research demonstrated that local institutions are of particular interest to local producers since these institutions have a large and continuous need for a variety of produce and food items. Local farmers and producers can work together in order to supply these institutions with the necessary products. Local institutions are represented by procurement officers and therefore would have one single point of contact, making them relatively easy to work with. The research also showed that working with local institutions provides the local producer with a constant source of business as these institutions have continuous needs. Local Food Outlets: This category includes restaurants, farmers markets and grocery stores. Based on the best practice review, this group can be turned into ambassadors for local food; examples include chefs using local produce and promoting it in their restaurants. Food resale and adding value to food is this groups primary function. Their needs will be consistent and, collectively, this group can be a large source of business. However, compared to local institutions, each outlet will have one representative making it relatively more complex to target. Local Residents: Local residents are an important part of every Local Food Plan. The goal is to encourage local community members to use more local food, cultivate their own and understand the value of local food. Local institutions and local food outlets will be the avenue through which residents procure local food. In addition to these, local residents will also visit farms and on-farm market stands when these avenues are properly marketed. Communicationsinforming local residents about cultivating their own foods are more common in larger urban areas and not recommended for Elgin County at this time. Culinary Tourists: Savour Elgin is an ongoing local culinary initiative aimed at attracting to the County. It has been embraced by the local business community and has Page 15|County of Elgin Local Food Plan 74 attracted and continues to attract visitors from all over. Local food is already an important aspect for some of the restaurateurs that are members of the Savour Elgin initiative. It is expected that, with some encouragement and promotion, the local food focus can be increased amongst this group in tandem with the Savour Elgin marketing program. Programs The following three programs will be required to address the communications needs of the previously defined strategy and respective target audiences. Each program has been designed to integrate multiple tactics and to be implemented in accordance with a practical progression of tactics. The Elgin Local Food Plan includes the following programs and tactics: Program 1: Web Presence High Priority Medium Priority Low Priority Website Content Website Update Website Development Social Media Program 2: Local Communications High Priority Medium Priority Low Priority Trifold Local TV and Radio AdsInformation Booth Local Food Add On Classroom Kit Local Print Ads Additional Research Program 3: Farm Connect High Priority Medium Priority Low Priority FAM Tour Food Events Connect Portal Local Cookbook Savour Elgin Synergy Institution Information & Readiness Kit Page 16|County of Elgin Local Food Plan 75 Tactics Program 1: Web Presence Description The web has become the primary source of information dissemination it is simply a basic necessity of the Elgin Local Food Plan to have a web presence. The website can direct and inform on the many initiatives under way, it can provide a platform for collaboration among stakeholders and it can provide a channel for small scale producers to market to a larger audience. Goals Inform the larger public about the local food initiative and promote local food producers, growers and processors Enable producers, growers and processors to market to a larger audience Act as a conduit for information sharing and collaboration Provide measurable performance indicators Components HIGH PRIORITY 1.Website Content: the Elgin Local Food Plan aims to make it easier for producers and consumers to buy and use local produce. The focus of any web content for the Elgin Local Food Plan will have to take into account the different audiences that are part of this initiative. The website needs to be able to service the consumer, but also provide local producers and growers with market reach and collaboration opportunities. The website best practise review demonstrated that some websites are aimed at consumers, such as the City Folk, Farm Folk Vancouver website. The other three sites show a balance of information for the consumer (such as where to buy, how to use and who to contact) and for the producer (collaboration opportunities, listing opportunity and market reach.) The Savour Elgin website can be leveraged as the online vehicle for the Elgin Local Food Plan as the two initiatives have similar target audiences. 2.Website Development: the website can be developed as a section of the Savour Elgin site. Current information and interactive features of the existing website can be used, while local food web content is added. The website can be developed within the site providing an opportunity for cost-effectiveness. 3.Social Media: Elgin County needs to promote the Elgin Local Food Plan through their current social media outlets. Since local food is a sector with overarching effects and opportunities, it needs to be part of all economic development, tourism and municipal social media outlets. This will allow for maximum exposure of the Elgin Local Food Plan MEDIUM PRIORITY 1.Website Update: as with the Savour Elgin website, the information on the local food section will need to be updated regularly. Page 17|County of Elgin Local Food Plan 76 Program 2: Local Communications Description The Local Food Plan charter, the strategies and best practices have all pointed to local communication and information sharing as a primary component of local food plans. The Elgin Local Food Plan aims to enable local producers and farmers to access, through critical mass, major markets within and outside of Elgin County. Therefore communicating with local producers and community members is imperative. The Elgin Local Food Plan web section will act as the primary hub of information. However, to direct the audience to this site, marketing collateral and actions will need to be undertaken to promote the initiative to the local community. Goals To inform the local community about the local food initiative To enable producers and farmers to market within and outside of Elgin County To direct various audiences to the web section about the local food initiative To provide general information to create interest about the initiative Components HIGH PRIORITY 1.Trifold: a simple trifold brochure will enable Elgin County to introduce the Elgin Local Food Plan to residents. It can be distributed to public venues including municipal administration offices, SBEC, libraries, recreation centres and other similar locations. The trifold will serve as the first piece of marketing collateral to be distributed and will undergo the following steps: The primary goal of the trifold will be to direct audiences to the website; therefore, the website has to be developed before the creation of the trifold brochure. The content of the trifold should include a summary of the web content. The visual design of the trifold should be in keeping with Elgin County branding. The trifold should also be made available as a pdf file so that it can be emailed and downloaded from the website. The trifold can be distributed at local events and festivals. We recommend the distribution of an initial set of 5000 trifolds. An annual review needs to be undertaken to realize how effective the trifolds are. Distributing the trifolds are half part of the implementation, it is essential to measure marketing collateral effectiveness. It is recommended that Elgin County staff members develop the trifold content and work with a local printer in producing the trifold pieces. Page 18|County of Elgin Local Food Plan 77 2.Classroom Kit: schools and institutions are important avenues through which the Elgin Local Food Plan can be promoted. The purpose of the classroom kits will be to direct the audience to appropriate web resources. Approximately 2000 copies will be initially created and distributed. The classroom kits can be comprised of a variety of collateral including flyers, brochures or cut outs/post cards. Events and school programs can be conducted to further promote the Elgin Local Food Plan. The Farm to School Program, which is a current and ongoing initiative, is a good event during which to distribute the kit. The content of the kit, based on best practice research, needs to be creative and interactive to retain the interest of students. Special collateral needs to be designed for this specific target group. Examples have included USBs with web addresses, fridge magnets, post cards and even competitions where students come up with recipes using local produce. While the kit can be addressed to a wide range of students, the best practice research showed that high school students were generally targeted. An annual review needs to be undertaken to realize how effective the kits are. the website to measure marketing collateral effectiveness. The classroom kit can be developed in partnership with provincial connections in the County. Available kits and information can be tweaked to make them more Elgin. This method is a cost effective alternative to developing a new classroom kit. 3.Additional Research and Continuous Community Education: the best practice analysis found that it is important to maintain regular contact with the local community and partners of the Elgin Local Food Plan. In order to keep the audience interested, Elgin County can share the following types of information with residents: Nutritional value of local food Local recipes and cookbook Information about growing your own crops Showcasing best practices and industry trends from other communities Information about new events and marketing for current ones Collateral and maps Specials and seasonal crops The value and multiplier of investment into local food As this type of content does not currently exist, the process and budget needs to take additional research, content gathering and content creation into consideration. MEDIUM PRIORITY 4.Local TV and Radio Ads: since the target markets of the Elgin Local Food Plan are institutions, businesses and residents within Elgin County, it important to advertise the initiative through local TV and radio ads. Local ads will become part of the Local Food Program in 2012 for the first time; a higher budget is allocated in the first year for ads as compared to the following years. Page 19|County of Elgin Local Food Plan 78 5.Local Print Advertisement: Elgin County can work with local newspapers and magazines to reach residents and inform them about the initiative. A half page full colour advertisement in the Aylmer Express would cost approximately $ 500.00 per issue. 6.Information Booth Local Food Add On: Elgin County can use their current tourism information kiosks to promote the local food initiative during various conferences. Specific local food banners and flyers can be developed. Page 20|County of Elgin Local Food Plan 79 Program 3: Farm Connect Description Promotion, marketing and collaboration are all important parts of a local food plan. Another important aspect of local food plans is enabling the local farmers and producers to sell directly to their potential markets. The Elgin Local Food Plan is about enhancing the abilities of producers to market and speak to their respective audiences in compliment with other tactics which aim to bring the audiences to the farms and to meet the farmers. Goals To enable producers, farmers and small scale processors to sell directly to various audiences and markets To enable farmers to collaborate with other farmers and businesses To promote locally produced food through different and creative methods Components HIGH PRIORITY 1.FAM Tour:A FAM Tour, or Familiarization Tour, is a tactic to get restaurateurs, chefs, cooks, procurement officers and buying agents to visit Elgin County. Each tour could involve 5 10 individuals who would be taken around Elgin County, by the economic development and tourism department, to visit various farms and producers. During this tour, visitors can appraise the various products and farms in Elgin, speak to local farmers and producers and taste the products first-hand. Attendees of the FAM tour would also be able to ask and get answers to specific questions. FAM Tours are a commonly used tactic as they provide an opportunity for interaction between the seller and buyer. Many chefs and restaurateurs are interested in new sources of fresh, unique or local ingredients. By facilitating a visit to Elgin producers, growers locally produced food. Additionally, since staff will be directly responsible for organizing these tours, they can ensure that attendees get to visit the most relevant, innovative and welcoming operations in Elgin. In order to implement FAM tours, staff will need to: Identify an appropriate date for a FAM Tour. Summer or autumn are the recommended time periods. Identify where the staff member is to take the attendees talk to local farms and producers to gauge their interest in participation. Finalize the places to visit. Based on program, identify how many spots are available. Send email to contacts and leads advising them of this opportunity. Some direct follow up maybe required with particular leads depending on the relationship. Organize and co-ordinate the pick-up points and agenda for the tour. Arrange for resources including transportation and food. Have staff member take prospects on the tour and co-ordinate drop-offs, or use local accommodations to host visitors. Page 21|County of Elgin Local Food Plan 80 Partnering with local businesses provides a way to be cost effective during the FAM tours. 2.Connect Portal: the connect portal is an online platform through which farmers and producers can directly interact with business owners and procurement officers for institutions. The online portal, which can be developed as part of the Savour Elgin site, would have to include buyer-seller interactive features and information. The information on the connect portal would be less tourism/visitor dedicated (like Savour Elgin) and more business oriented. The information on the connect portal would feature elements such as: Detailed farm information including production capabilities. Information about various types of produce and growing seasons. Database to house all information regarding location, contact and possibly online transaction ability. Discussion area to collaborate on common interest issues such as transportation, advocacy, co-promotion and sharing of expertise. The Connect Portal can be developed as part of and in tandem with the development of all other online content of the Local Food Program. 3.Savour Elgin Synergy: Savour Elgin is a current program which is part of Elgin a lot of attention from within and outside of Elgin County. The Savour Elgin initiative looks at promoting the culinary experience of the County and its membership includes restaurants, processors and some on-farm sellers. Therefore, this initiative already includes members who would be a natural part of the Elgin Local Food Plan. It is best that the Elgin Local Food Plan and Savour Elgin are promoted, marketed and approached through a mutually beneficial relationship. There are many ways through which this synergy can be created and costs can be reduced. Some of these include: Using the current website to upload new information about local food. Using existing marketing collateral, distribution channels and local media relations. Including local food as an integral component of the Savour Elgin platform. Promoting local food to Savour Elgin members. marketing collateral such as cookbooks and events such as cook offs and tasting events. 4.Institution Information & Readiness Kit: one of the key audiences of the Elgin Local Food Plan includes local institutions such as schools, hospitals, and senior citizen homes. These organizations need a constant supply of nutritious food. There is an opportunity to promote the use of local food within these organizations. To work with these institutions it is imperative that the producer/farmer understand the Page 22|County of Elgin Local Food Plan 81 business with local institutions. This kit would be directed towards the producer/farmer in order to inform them of the standard and quality required for each food item. Since this information is not readily available, the following steps would be involved in developing this kit: Undertake an inventory of all locally produced items. Meet with representatives from institutions to determine their needs. Collect information regarding: Food items procured o Amount required o Procurement practices o Price point for all items being procured. o Develop an information sheet which can be made available as part of the web content of the Local Food Program. This can be developed either in-house by staff or can be developed by an external consultant. MEDIUM PRIORITY 5.Food Event(s):Elgin County can look into supporting or developing food events to promote the Local Food initiative. There are current events, such as Fresh Fest, which need to be supported, and in addition to these current events, specific events targeted to promoting local food need to be developed.The best practice review provided various examples of communities that use small, local food specific events to get their audiences interested. These smaller events tend to be very specific and highly targeted at specific audiences such as chefs, restaurant owners or procurement specialists. 6.Local Cookbook: another method through which the County can promote local food use is through the development of a local cookbook that utilizes locally grown produce. Partnerships with local restaurants through the Savour Elgin initiative can be leveraged to supply content for the local cookbook. The Savour Elgin guide has recipes already; hence, the local cookbook needs to be developed as a separate product. It does not have to be developed as a printed guide; but can be developed as an online blog or as an e-blast that is sent out on a regular basis. 7.Data and Statistics: it is important to collect data and statistics to provide performance indicators for the Elgin Local Food Plan. Since this information is localized it will need to be collected by Elgin County through annual online surveys. This type of information needs to be collected in order to measure the results and success of the Elgin Local Food Plan. These statistics can be used as Key Performance Indicators as well. The kind of information that needs to be collected includes: Member satisfaction Increase in member numbers Page 23|County of Elgin Local Food Plan 82 Local food initiative influence on member businesses Increase in overall use of local food The percentage of local food being used at local institutions Local food message penetration level in the local community Page 24|County of Elgin Local Food Plan 83 Priority Schedule Program 1: Web Presence Tactics 201220132014 Website Content X Website Development X Website Update X Social Media X Program 2: Local Communications Tactics 2012 2013 2014 Trifold X Classroom Kit X Additional Research & X Community Education TV and Radio Ads X Direct Mail X Local Print X Advertisement Information Booth X Page 25|County of Elgin Local Food Plan 84 Program 3: Farm Connect Tactics 2012 2013 2014 FAM Tour X Connect Portal X Savour Elgin Synergy X Institution X Information & Readiness Kit Food Events X Local Cookbook X Page 26|County of Elgin Local Food Plan 85 Budget Tactics 2012 2013 2014 Program 1 Website Content $ 5,000.00 $ 2,500.00 $ 2,500.00 Website Development $ 2,500.00 $ -$ - Website Update $ -$ 2,000.00 $ 2,000.00 Social Media $ 1,500.00 $ 2,000.00 $ 2,000.00 Sub Total $ 9,000.00 $ 6,500.00 $ 6,500.00 Program 2 Trifold $7,000.00 $ -$ - Classroom Kit $ 4,000.00 $ -$ - Additional Research $ -$ -$ - Local TV and Radio $ -$ 7,500.00 $ 5,000.00 Local Print $ -$ 5,000.00 $ 5,000.00 Information Booth $ -$ -$ 2,500.00 Sub Total $ 11,000.00 $ 12,500.00 $ 12,500.00 Program 3 FAM Tour $2,000.00$ 7,000.00 $ 7,000.00 Connect Portal $ 5,000.00 $ -$ - Savour Elgin Synergy $ -$ -$ - Institution Information & $ 4,000.00 $ -$ - Readiness Kit Food Events $ 5,000.00 $ 10,000.00 $ 10,000.00 Local Cookbook $ -$ 7,500.00 $ 7,500.00 Sub Total $ 16,000.00 $ 24,500.00 $ 24,500.00 Yearly Total $ 36,000.00 $ 43,500.00 $ 43,500.00 Page 27|County of Elgin Local Food Plan 86 Key Performance Indicators Program 1: Web Presence 2012 2013 2014 Number of Site Visits Number of New Listings Number of Information Upload (new businesses, specials, sales etc) Social Media Posts Program 2: Local Communication 201220132014 Number of Trifolds distributed Number of Classroom Kit handed out Was Additional Research done Number of Local TV and Radio Ads Number of Local Print Adverts Number of audiences directed to website by Trifold Number of audiences directed to website by Trifold Program 3: Farm Connect 201220132014 Number of attendees of the FAM tour Number of FAM tours organized Visits to the Connect Portal Number of Institutions Information packages distributed New Food Events Number of Local Cookbook distributed Page 28|County of Elgin Local Food Plan 87 REPORT TO COUNTY COUNCIL FROM: Alan Smith, General Manager, Economic Development th DATE: February 29, 2012 SUBJECT: Southwest Economic Alliance: Appointment of Voting Members INTRODUCTION: In 2011, the County of Elgin became members of The Southwest Economic Alliance (SWEA) - a not-for-profit organization whose role is to link governments, business and industry, as well as the academic sector to create a common vision for the region and encourage cooperative action in order to generate growth and prosperity. Economic Development staff is in the process of renewing the Countys membership for 2012 which entitles the County to three voting members and representation on the SWEA Advisory Committee. DISCUSSION: The County of Elgin began its formal participation with SWEA in 2011. This regional organization actively promotes what it calls The New Southwestern Ontario. Bringing together municipalities, senior levels of government, the private sector and the educational community, it serves to build awareness of the fast-changing economy of the region. In other words, SWEA's role is to link governments, business and industry, as well as the academic sector to create a common vision for the region and encourage cooperative action in order to generate growth and prosperity. The Alliance is governed by a 10-member board of directors. Appendix 1 of this report provides an overview of SWEAs 2011 activities and outlines the strategic direction for 2012 which is focussed on three area advocacy; regional branding; and services in support of direct foreign investment. From an economic development perspective, continuing to give support to strengthen an organization that has the objective to generate growth and prosperity for the communities of southwestern Ontario has merit. The cost of membership is $4000 which has been included in the 2012 Economic Development budget. Like in 2011, with the County being a voting-member, it receives three votes which it can appoint to any combination of individuals Warden, Councillors, staff etc. It should also be noted that as a voting-member the County receives a seat on the Advisory Council which is made up of one representative from each county/separated city; one representative from each university and community college, 10 re from the private sector (Libro Financial has one) and five reps from the not-for-profit sector. The council is scheduled to meet twice each year, in June (in conjunction with the Assembly) and in November. Two members of County Council and the General Manager of Economic Development comprised Elgins voting members in 2011. 88 CONCLUSION: By appointing three voting members and an indivdual to the Advisory Council of SWEA, through 2012, the County is maintaining its commitment to regional economic development while continuing to play a role in the future of Southwestern Ontario. RECOMMENDATION: THAT Elgin County Council appoints the General Manager, Economic Development, and the following two members of County Council and as 2012 voting members of the Southwest Economic Alliance; and That the General Manager, Economic Development, be appointed to the Southwest Economic Alliance Advisory Council for 2012. Respectfully Submitted Approved for Submission Alan Smith Mark G. McDonald General Manager, Chief Administrative Officer Economic Development 89 One Strong Voice for Southwestern January 9, 2012 Ontario Board of Directors 2011-2012 Re: SWEA Voting Member Renewal for 2012: Dan Mathieson, Chair Attached to this letter you will find your 2012 invoice for SWEA Mayor of Stratford Membership, along with related documents. Don McKay, Treasurer Warden, County of Oxford; Mayor, East Zorra-Tavistock Your investment in SWEA continues to generate solid results for municipalities and residents of Southwestern Ontario. We have ap Ron Gaudet, Secretary President, Windsor-Essex your support over the past year and look forward to your continu Development Corporation involvement in the coming year. Dan Gieruszak, Transformation Services The core of SWEAÔs strength is its alliances. During 2011, SWEA progressed Group with its quest to develop strategic relationships with the regionÔs major John Grace organizations. Memoranda of Understanding were completed with bo Deputy Mayor Western Ontario WardensÔ Caucus (WOWC) and the South Central Ont Town of Goderich Region Economic Development Agency (SCOR). We added these to the Randy Hope strategic MOUs already established with the regionÔs universitie Mayor of Chatham Kent community colleges. Jim Maudsley, Warden, County of Middlesex In the run-up to the provincial election, SWEA managed an advoca Mayor, Thames Centre campaign that lead to the announcement of the Southwestern Ontario Don Mumford Development Fund. The involvement of WOWC and SCOR was an Regional Vice President, invaluable part of this effort. Since announcement of the fund, SWEA has met Radio & TV Operations Bell Media – Ontario with ministry officials, and MEDI Minister Brad Duguid, to work of this permanent program. Peter White President, London Economic Development Corporation During the year, SWEA also undertook its first international inv mission. The one week mission to the Netherlands presented Southwestern Serge Lavoie President, SWEA OntarioÔs strengths in agriculture, food processing and clean en particular. A follow-up mission to the Netherlands is planned for October 2012. In addition, SWEA will represent Southwestern Ontario with Ontario Food Cluster, which itself plans missions to the Paris-b food show and food shows in Brazil. 95 Metcalfe Street, St. Thomas ON N5R 3K6 | Phone 519-859-7763 90 SWEA Voting Member Renewal for 2012: For 2012, SWEA will continue to pursue its three-pronged strategic direction: 1.Research and Advocacy 2.Regional Branding 3.Services in Support of Foreign Direct Investment A key preoccupation is the need to advocate for investments on behalf of our region, even during a time of fiscal restraint. SWEA has long presented Southwestern Ontario as a region in economic transition. That transition is real, with the evidence all around us. Yet un zones is stubbornly high. Strategic, carefully targeted investments by all levels of government are required. We will be organizing a QueenÔs Park Advocacy Day for early Spring to help government and MPPs better understand the opportunities and challenges facing our region (t November 2011 but postponed due to scheduling issues). We will also present plans for creating a coherent ÑbrandÒ for o a carefully crafted communications strategy designed to explain was a top priority of our Advisory Council during its June 2011 meeting in Guelph. We trust that your municipality will support these initiatives, and through direct engagement in our activities. Our modest but important ÑwinÒ with the Southwestern Ontario Development Fund shows the power of collective planning If you have any questions about SWEA, its operations and its plans, feel free to contact me at any time. Or contact one of the SWEA directors, listed on the cover page of this letter. Sincerely, SOUTHWEST ECONOMIC ALLIANCE Serge Lavoie, President 95 Metcalfe Street, St. Thomas ON N5R 3K6 | Phone 519-859-7763 91 TO: Jan. 9, 2012 Alan Smith Invoice: 502 Director, Economic Development Elgin County DESCRIPTION AMOUNT SWEA Voting Membership Dues for calendar 2012 $4,000 County/municipal population 25-50,000 Your municipality is entitled to three (3) voting representatives HST $520 TOTAL $4,520 SWEA Voting Membership dues are based on population counts from the 2006 census. See accompanying rate card for dues levels and definitions. If you believe the above noted dues amount is not accurate, contact Serge Lavoie (slavoie@swea.ca) or phone 519-859.7763. HST #856609151RT0001 Make all cheques payable to SWEA Inc. Thank you for your investment in SWEA! Southwest Economic Alliance, 95 Metcalfe Street, St. Thomas ON N5R 3K6 92 January 2012 2012 Voting Membership Application Your 2012 SWEA Voting Membership invoice is enclosed. The amount is based on the population of your municipality. Along with payment, SWEA needs additional information to help you get maximum value for your membership investment. 1.VOTING REPRESENTATIVES Voting Membership Your municipality holds status in SWEA. Each Voting Member Voting Representatives is entitled to name one or more . The exact number is determined by your dues level and is indicated on the invoice. These are the people who represent your municipality at all votes at Annual and Special General Meetings. These Voting Representatives may be any combination of elected official, senior staff or community representative. Please supply names and contact information for each Voting Representative your municipality appoints on the attached form Voting Membership Information. 2.ADVISORY COUNCIL REPRESENTATIVE Advisory In addition to its elected Board of Directors, SWEA recently created an Council to guide it on matters of strategy. Each Voting Member municipality is entitled to appoint one representative to this council. The Advisory Council also includes one representative from each university and community college in the region along with select representatives from private sector firms. The council is scheduled to meet twice each year, in June (in conjunction with the Assembly) and in November. Your representative may be chosen from among your elected officials, senior staff or from stakeholders in your community. Please supply the name and contact details on the attached Voting Membership Information form. 3.ELECTED OFFICIALS AND STAFF SWEA wants to ensure that all members of your team, both elected and staff, are kept informed of issues relating to economic development in our region. On a separate page or spreadsheet, please supply names, titles and emails for all Note: this database is councilors/aldermen and staff for inclusion in our database. NEVER shared, rented or otherwise made available publicly. One strong voice for Southwestern Ontario 95 Metcalfe Street, St. Thomas ON N5R 3K6 519-859-7763 www.swea.ca 93 SWEA Voting Membership 2012 The Voting Member Rate Card is based on the following: Membership is open to Counties, Regional Municipalities, Separated Cities and Lower Tier Municipalities within the specified 15 county SWEA zone (as currently described in by-laws) When a County or Regional Municipality joins, membership is automatically extended to all Lower Tier Municipalities (excluding Separated Cities). Separated Cities and Lower Tier Municipalities may become members regardless if their counties are or are not members. Separated Cities and Lower Tier Municipalities may combine their memberships with their home counties and share the allotted voting reps. The rate card is based on population as reported in the most recent census. For the purposes of assessing dues, the population of any County will include the population of all of its municipalities, even if some or all of its lower tier municipalities are members (separated cities excluded). Voting Member Rate Card Population Annual DuesVoting Reps Under 10,000 $1,0001 10,000 to 25,000 $2,0002 25,000 to 50,000 $4,0003 50,000 to 100,000 $5,0005 Over 100,000 $10,0005 Voting Representatives Voting Members are eligible to appoint one or more as set out in the rate card above. These may be any combination of elected official, staff member, or community representative (such as university or college personnel, individuals from the private sector or from any not for profit organization. Voting Representatives make all key decisions at the Annual General Meeting, including the appointment of the board and officer positions. In addition, counties and separated cities holding membership are guaranteed a seat on the SWEA Advisory Council . Member counties or municipalities may appoint an elected official, staff member or any representative from the community at large to represent them. This Council meets at least twice each year and gives direction and guidance to the board on strategic matters. For further information about Voting Membership, contact SWEA President Serge Lavoie (slavoie@swea.ca or 519-859-7763) SWEA Voting Membership Rates and Information 2012 94 Voting Membership Information 2012 Voting Members are Counties, Separated Cities and Lower Tier Municipalities. Each member should supply at least two Key Contacts for inclusion in our database. These are typically senior staff such as CAO, clerk, etc. Key Contacts do not have a vote, unless their names are specifically included in the Voting Members Contact list as well (see below). Name of County/Municipality: ___________________________________________________ Primary Secondary Contact Name: ______________________ Contact Name: ______________________ Address: ______________________ Address: ______________________ ______________________ ______________________ Telephone: ______________________ Telephone: ______________________ Fax: ______________________ Fax: ______________________ Email: ______________________ Email: ______________________ In addition to Key Contacts, member counties and municipalities are entitled to up to five Voting Members depending on membership level (see accompanying Rate Card). You are encouraged to include elected officials such as the warden or mayor, as well as economic development officers or other community stakeholders. Voting Members are entitled to attend the Annual General Meeting of SWEA and cast vote on all issues raised there. SWEA Voting Members Contact Information Contact Name: ______________________ Contact Name: ______________________ Address: ______________________ Address: ______________________ ______________________ ______________________ Telephone: ______________________ Telephone: ______________________ Email: ______________________ Email: ______________________ Contact Name: ______________________ Contact Name: ______________________ Address: ______________________ Address: ______________________ ______________________ ______________________ Telephone: ______________________ Telephone: ______________________ Email: ______________________ Email: ______________________ Contact Name: ______________________ PLEASE RETURN THIS FORM TO: Address: ______________________ 95 Metcalfe Street, St. Thomas ON N5R 3K6 or ______________________ E-mail: slavoie@swea.ca Telephone: ______________________ Email: ______________________ SWEA Advisory Council Representative Name _________________________________________________________________________ Title/Organization________________________________________________________________ Phone ____________________________ Email __________________________________ SWEA Voting Membership Rates and Information 2012 95 REPORT TO COUNTY COUNCIL FROM: Stephen Francom Manager of Archives DATE: February 23, 2012 SUBJECT: Tweedsmuir History Digitization Project Funding INTRODUCTION: The Elgin County Archives has received a $1,000 donation from the Elgin Historical Society for the purpose of funding a project to digitize and publish online a series of Elgin County Womens Institutes Tweedsmuir History books. DISCUSSION: In November, 2011, the Elgin County Archives informed Council of a $6,000 donation it received from the Elgin County Branch of the Ontario Genealogical Society to help fund a project to digitize and publish online a series of Elgin County Womens Institutes Tweedsmuir History books. The Archives is pleased to report on additional funding received In response to a formal request by the Archives, the Elgin Historical Society at its February 22, 2012 meeting approved a resolution to contribute $1,000 to the Archives to fund this project. CONCLUSION: The Elgin County Archives has received a $1,000 donation from the Elgin County Historical Society. These funds will be deposited in the project account already established for the Tweedsmuir History Books digitization project. RECOMMENDATION: THAT the report Tweedsmuir History Digitization Project Funding dated rd February 23, 2012 be received as information; and THAT the Warden on behalf of Council issue a letter of appreciation to the President of the Elgin Historical Society. All of which is Respectfully Submitted Approved for Submission Stephen Francom Mark G. McDonald Manager of Archives Chief Administrative Officer Brian Masschaele Director of Community and Cultural Services 96 REPORT TO COUNTY COUNCIL FROM: Brian Masschaele, Director of Community and Cultural Services nd DATE: February 22, 2012 nd SUBJECT: ARUPLO Library Guidelines, 2 Edition INTRODUCTION: The Administrators of Rural and Urban Public Libraries of Ontario (ARUPLO), the organization representing most County library systems in Ontario, recently adopted the attachedGuidelines for Rural/Urban Public Library Systems (2nd Edition). This report provides an overview of the guidelines and recommends that they be used as a reference document for future library planning. DISCUSSION: Staff are pleased to report that ARUPLO’s Guidelines for Rural/Urban Public Libraries nd have been revised and approved to form a 2 edition. The first edition was produced in 2005 and was considered a ground-breaking effort given the lack of planning literature for multi-branch, rural library systems at that time. The release of this revised version, achieved after an extensive consultation process involving input from most member libraries, further builds on these efforts. Council can be assured that Elgin County Library staff provided extensive feedback and were very active in the process. nd The following are highlights of updates and changes made in the 2 edition: All references to the term “standard” have been removed entirely as use of this term can imply a mandatory requirement tied to inspection or enforcement which is not the intention. Instead, the document is now organized according to “guidelines” and “best practices”. Guidelines cover service levels that can be measured against specific criteria; best practices cover service levels that are not always quantifiable. Guidelines exist for facilities, hours of operation, staffing, collections and technology. Best practices exist for space allocations, branch locations, staffing, collections, services and programs, user education, resource sharing, community partnerships and timeliness of service. The document further addresses the vital role that public libraries play in the sustainability of rural communities. In many rural communities, the library may be the only public service open to the community on a regular basis. Guidelines for facilities have been revised extensively to incorporate accessibility planning under the Accessibility for Ontarians with Disabilities Act (2005). For instance, the previous guideline recommended that a facility encompass 0.7 square feet per capita served; the revised guidelines now recommend 1.0 square assignable library space feet of per capita served. This revision does impact the “Library Branch Construction Policy” which Council approved in January 2011. Therefore, staff recommend that this policy be further revised as attached to reflect this update. 97 CONCLUSION: ARUPLO libraries have made the following commitments with respect to these revised guidelines: The guidelines and best practices describe an appropriate level of service for ARUPLO Libraries; The guidelines and best practices will be used on a regular basis by ARUPLO Libraries to evaluate current and plan future library services; While the guidelines and best practices will be used in conjunction with other similar products, including the Ontario Public Library Guidelines, they are considered most applicable to the multi-branch rural/urban nature of the ARUPLO library systems. ARUPLO libraries have emerged from this process with a renewed sense of common purpose and willingness to share information in order to provide better service to rural residents. The revised guidelines are practical and achievable and were developed with the unique needs of rural communities at the forefront. Staff recommend that Council acknowledge the revised guidelines as a tool to assist Elgin County Library in its future planning and assessment of service levels. For Council’s information, staff will engage in an assessment of the library’s performance relative to these guidelines as part of a future report. RECOMMENDATION: THAT Guidelines for Rural/Urban Public Library Systems (2nd Edition) dated January 2012 be received and filed as a reference document; and, THAT the “Library Branch Construction Policy (January 2011)” be further revised as attached. All of which is Respectfully Submitted Approved for Submission Brian Masschaele Mark G. McDonald Director of Community and Cultural Services Chief Administrative Officer 98 Guidelines For Rural/Urban Public Library Systems nd 2 edition Administrators of Rural and Urban Public Libraries of Ontario January 2012 99 CONTENTS 1. Introduction 3 2. Trends and Changes in Rural/Urban Ontario 3 3. Guidelines 5 3.1. Guidelines 3.2 Branch Definitions 3.3 Library Planning and Evaluation 6 3.3.1 Minimum Population/Circulation Transactions to Support a Library 3.3.2 Geographic Location of Branches 3.3.3 Facilities 3.3.4 Hours of Operation 7 3.3.5. Staff 3.3.6 Collections 8 3.3.7 Technology 9 4. Best Practices 10 4.1 Facilities 4.1.1 Space Allocation by Use and Function 4.1.2 Branch Location 4.2 Staffing 4.3 Collections 4.4 Services 11 4.4.1 Services to Children 4.4.2 Services to Seniors 4.4.3 Services to Teens 4.4.4 Services to First Nations 4.4.5 Services to Francophones 12 4.4.6 Services to Multicultural Groups 4.4.7 Services for People with Special Needs 4.4.8 Literacy Services 4.4.9 Community Information 4.4.10 Local History and Genealogy 13 4.5 User Education 4.6 Resource Sharing 4.6.1 Inter-Branch Loans 4.6.2 Branch Exchanges 4.7 Links with other Organizations and Individuals 14 4.8 Rural Development 4.9 Service Levels 4.9.1 Timeliness of delivery (Customer Service) 4.9.2 Effectiveness 4.9.3 Efficiency 4.9.4 Holds nd ARUPLO Guidelines for Rural/Urban Public Library Systems 2 edition 2 100 1. INTRODUCTION The Guidelines for Rural/Urban Public Library Systems are a deve libraries. The Guidelines are expressed as targets for a library to provide its community; they have been developed by the Library Administrators of ARUPLO pub on: their considerable collective expertise; comparative data and research regarding other jurisdictions; trends and changes in rural/urban Ontario. The Guidelines are for the overall library system serving a muni service delivery within the system. Libraries must conform to provisions of the , the , and other relevant Municipal ActPublic Libraries Act legislation and are accountable to the communities they serve. effectiveness of service delivery are annual requirements for al more specific guidelines and best practices relevant to rural/ur These guidelines build on and are supplementary to the . It is Ontario Public Library Guidelines recommended that the be fully considered in conjunction with the Ontario Public Library Guidelines (OPLG) ARUPLO Guidelines. At the time of writing of this document, the current version of Ontario Public is the Fifth Edition, which can be found at: Library Guidelines http://fopl.ca/wp-content/uploads/2011/06/file_OPLG_5th_edition.pdf. The Intended Use of the Guidelines ARUPLO Libraries have made the following commitments with respec The guidelines and best practices describe an appropriate level The guidelines and best practices will be used on a regular bas current and plan future library services; While the guidelines and best practices will be used in conjunc including the , they are considered most applicable to the multi- Ontario Public Library Guidelines branch rural/urban nature of the ARUPLO library systems. 2. TRENDS AND CHANGES IN RURAL/URBAN ONTARIO The Guidelines for Rural/Urban Public Library Systems identify a changing nature of municipalities and public libraries serving r Ontario refers to those communities that are close to large urba schooling and shopping relationships with urban areas. Rural Sustainability Changing demographics are placing increasing pressures on the su the ability to provide an array of services, such as public libr rapidly as a result of increased urbanization across Ontario, an technology on rural lifestyles. Rural communities need to find attract new residents. nd ARUPLO Guidelines for Rural/Urban Public Library Systems 2 edition 3 101 Factors affecting rural sustainability include: Economic: Rural life is based on much more than agriculture; only a small agriculture. Much of modern agriculture is industrialized, intensifie Dominant rural employment is small- to medium-sized manufacturi New technologies support the growth of rural employment in know creative occupations. Technology now supports more telecommuting Therefore high-speed connectivity and information and communicat important. Out-migration as young people leave rural areas in search of ed employment. Many rural residents commute to a city for work or are self-emp Environmental: Urban residents want a reliable, healthy food supply and source by rural communities. Social and Cultural: Steadily increasing populations through attraction of more dive people to rural areas for a different quality of life. Cottages and seasonal residences are being renovated to become homes. Growing rural populations of ex-urbanites looking for low densi Lack of public transit options creates car dependency and mobil retired and student populations. Increase in outdoor and tourism-based economic and social activ skiing, ATVs, snowmobiling, fishing, hunting and trail developm New rural residents specifically choose a rural residence becau New rural residents tend to be affluent and more cosmopolitan a New rural residents bring with them broader service level expec Shortage of recreational opportunities for children and teens. Rural society is based on social gatherings, community involvem Libraries and Rural Sustainability Many of the above factors have implications for public libraries communities. The key to rural development and rural sustainabil community. Public libraries must have a high level of Internet connectivit based information, electronic databases and connectivity for tho work or home. Public libraries must have an advanced Internet presence and ac access to a wide range of virtual library services. Public libraries must provide access to information resources f Public libraries are taking on a greater municipal, provincial , whether through their physical presence in the community or as a information. Some rural/urban residents, especially those who commute to urb will use city library services; therefore public libraries shoul neighbouring cities and towns. Public libraries should be built in existing village and town c nd ARUPLO Guidelines for Rural/Urban Public Library Systems 2 edition 4 102 Access to post-secondary education is important to rural sustai Public libraries should form partnerships with post-secondary institutions to support student e-learning and post-secondary services, including library servic Public libraries should work with community agencies in the delivery of programs and resources that encourage literac Public libraries should assist in the collection, organization ing of the new rural realities brought about by demographic and technological change. aware of efforts being made to sustain rural communities. Based on the strategic importance of public libraries in sustaining rural communities, the following guidelines and best practices are required. 3. GUIDELINES 3.1 Guidelines Guidelines define a level of service or a preferred manner of delivering a is adopted as a minimum target appropriate for all ARUPLO librar for a library to provide an appropriate level of service for its of library space per capita, open hours per week, or collection . While guidelines might be further defined as mandatory (implying failure to meet the guide considered but rejected by ARUPLO librarians. 3.2 Branch Definitions Many multi-branch systems serving rural areas seek creative ways communities. Service delivery options may be known locally as d as there had historically been one there. However, it is neithe guidelines for solutions that attempt to address unique and loca have to address its own As a best practice, it is highly recommended that any such options be ice delivery plan. For purposes of this document, four types of branches have been Small Branches: Branches serving from 1,000-5,000 population Medium Branches: Branches serving from 5,000-10,000 population Large Branches: Branches serving from 10,000-35,000 population Urban Branches: Large urban branches located within a Rural/Urb populations 35,000 or greater. nd ARUPLO Guidelines for Rural/Urban Public Library Systems 2 edition 5 103 3.3 Library Planning and Evaluation 3.3.1 Minimum Population/Circulation Transactions to Support a Library The minimum population required to support a branch library is 1 for the branch. The catchment area is the area from which users are drawn to a p areas and the population contained therein can be determined by information from county or municipal offices, Canada Post postal by school boards. Each branch should generate a minimum of 8,000 circulation trans 3.3.2 Geographic Location of Branches The location of branches should be determined by the catchment ato other community or commercial centres or services. 3.3.3 Facilities Library facilities should be developed to meet local community n populations and compliance with the , building standards, Accessibility for Ontarians with Disabilities Act other regulations and municipal policies. Planning documents are available libraries meet their local needs. Examples of these documents a Dahlgren, Anders C. .2009. Public Library Space Needs: A Planning Outline http://dpi.wi.gov/pld/plspace.html Southern Ontario Library Service. . 2010 Making the Case for Your Library Building Project http://www.sols.org/publications/guides/caseforbuildingproject/t The following minimum guidelines are based on assignable library space for staff work areas, programs/services, collections, seating and all required service. Small Branches: Branches serving catchment areas of 1,000-5,000 population Minimum 2,500 sq. ft. or 1 sq. ft. per capita catchment area, whichever is greater Medium Branches: Branches serving catchment areas of 5,000-10,000 population Minimum 5,000 sq. ft. or 1 sq. ft. per capita catchment area, whichever is greater Large Branches: Branches serving catchment areas of 10,000-35,0 Minimum 10,000 sq. ft. or 1 sq. ft. per capita catchment area, whichever is greater Urban Branches: Large urban branches located within a Rural/Urb catchment area populations of 35,000 or greater Minimum 35,000 sq. ft. or 1 sq. ft. per capita i, whichever is greater. nd ARUPLO Guidelines for Rural/Urban Public Library Systems 2 edition 6 104 3.3.4 Hours of Operation Public libraries operate in an increasingly 24/7 environment. Th reported in community needs assessments is time. Library hours o going to meet an enhanced mandate of government services outlet, public access computing centre, and community gathering place. The hours of operation for a system approximate a 24/7 model if they are going to meet public expect library type are noted. In most cases a range is provided, and i at the upper end of the range will also have open hours at the u Small Branches: Branches serving catchment areas of 1,000 5,000 population 20 - 25 hours per week Medium Branches: Branches serving catchment areas of 5,000-10,0 25 - 35 hours per week Large Branches: Branches serving catchment areas of 10,000-35,0 35 - 60 hours per week Urban Branches: Large urban branches located within a Rural/Urb catchment area populations of 35,000 or greater 65 hours per week. 3.3.5 Staff With increasing public expectations, technology-based services a change in library services, all library employees require formal guidelines indicate both the minimum number of staff and their p approaches to staffing are described as best practices in sectio These guidelines are based on the organizational, communication a multi-branch system and ensuring a professional team is in place requirements of a full library system. Definitions: gree in library or information science from an accredited university. Library technicians are defined as having a diploma in library The EXCEL Certificate Program in Small Library Management is a library workers without formal library training and is administe Service. FTE = Full-time equivalent. Each library system has professional librarians that are used on Administrator for each system is a professional librarian. One third of all system-wide staff are professional librarians; For every 10,000 people or part thereof, one of the full-ti nd ARUPLO Guidelines for Rural/Urban Public Library Systems 2 edition 7 105 In addition to minimum staff levels indicated in the guidelines, demands of library service transactions per staff hours can be u hour providing adequate time to deal with circulation and refere Small Branches: Branches serving catchment areas of 1,000 5,000 population Post-secondary and/or library training Excel and/or Library Technician training 2.5 FTEs (includes administration, system functions and service Medium Branches: Branches serving catchment areas of 5,000-10,0 Branch Supervisor: Professional librarian or post-secondary and library training Branch Assistant: Excel and/or Library Technician training 2.5 5 FTEs Large Branches: Branches serving catchment areas of 10,000-35,0 Branch Supervisor: Professional librarian 2 FTE professional librarians For every additional 10,000 people or part thereof, 1 FTE profes 5 FTEs 17.5 FTEs Urban Branches: Large urban branches located within a Rural/Urb catchment area populations of 35,000 or greater Branch Supervisor: Professional librarian 2 FTE professional librarians For every additional 10,000 people or part thereof, 1 FTE profes Minimum 17.5 FTEs. 3.3.6 Collections The following guidelines were adopted for collections; an approp responsive to specific community needs. These guidelines have b publishing industry for physical/print publications is in consid there is a recognition that: a) Collection materials include a variety of physical, print and d electronic resources; b) Physical or print publications will continue to be an important c) Resources are shared among branches; d) The following guidelines refer to the number of physical items o Small Branches: Branches serving from 1,000-5,000 population 3 - 5 items per capita Minimum 7,500 items Medium Branches: Branches serving from 5,000-10,000 population 3 - 4 items per capita Minimum 15,000 items Large Branches: Branches serving from 10,000-35,000 population 3 items per capita Minimum 30,000 items nd ARUPLO Guidelines for Rural/Urban Public Library Systems 2 edition 8 106 Urban Branches: Large urban branches located within a Rural/Urb populations 35,000 or greater 2 -3 items per capita Minimum 70,000 items. 3.3.7 Technology(See Sections 6.5 to 6.7 in the ) Ontario Public Library Guidelines Every library system should have: Access to an Integrated Library System which includes a public A library-based Internet presence that provides access to Web-b information about the library, library catalogue, virtual refere information, community information, links to other library colle provide trained staff to assist the public in the effective use An active social networking presence. Each branch should have: High-speed, effective, reliable, Internet access and public acc access to the Internet and the online catalogue, and the ability f print, etc.) from the Internet or online catalogue content or images. A minimum of three public access workstations. Branches that serve have one additional workstation per 1,300 population. Access to the collection of the entire system by means of the I nd ARUPLO Guidelines for Rural/Urban Public Library Systems 2 edition 9 107 4. BEST PRACTICES Best practices applicable to ARUPLO libraries are noted in this Best practices describe an optimal level of service or manner of measurable. In addition, it is acknowledged that unique local ci importance of a best practice and they may not apply to all libr of best practices include space and staff allocations for servic 4.1 Facilities 4.1.1 Space Allocations by Use and Function Seating (Users) 5 user spaces per 1,000 capita @ 30 sq. ft. p Children's Area -contained area of area Teen Area 5% of total sq. ft. allocation Staff Work Room 15% of total library space 4.1.2 Branch Location Members of the public travel no more than 30 minutes in a motori to access basic library services offered by their municipal library system or by another municipal library system. 4.2 Staffing Staff Continuing Education and Training The library encourages and provides opportunities for continuing makes provision for this in its policy, its long-range plan, and the total staff budget (e.g. by providing in-house training programs, financial support for staff to EXCEL Certificate in Small Library Management program, or to att programs and events). Cross functional, system wide training is ended for all staff. 4.3 Collections Adult/Children Mix of Volumes In general, two-thirds of a branch library collection consists o children's and young adult material. New or Emerging Formats A best practice for a minimum number of non-book items in the book stock includes mult 25% of the acquisitions budget is spent on non-print formats including online databases and multi-media. Acquisitions Each branch has an up-to-date collection, with a minimum of 50% of the materials purchas within the last seven years. nd ARUPLO Guidelines for Rural/Urban Public Library Systems 2 edition 10 108 4.4 Services 4.4.1 Services to Children(See Section 4.4 in the ) Ontario Public Library Guidelines which includes: Children's areas designed to be welcoming, joyous and fun, with and furniture that is child- make every child feel special and welcome; ; A children's librarian or designated staff member for coordinat which is at least 1/3 of the total collection. 4.4.2 Services to Seniors Every library system has a seniors services program which includes: A staff member who has responsibility for the provision of libr Access to special format collections (e.g. audiobooks and large, specialist collections such as adult education, and library programs targeting seniors; Deposit collections at seniors homes, nursing homes, etc.; Delivery of materials to people who are unable to leave their h 4.4.3 Services to Teens See Section 4.5 in the ) Ontario Public Library Guidelines Every library system has a teens services program which includes: A staff member who has responsibility for the provision of libr system exceeds 100,000 population served, the system employs a p training in service to teens. When a library branch exceeds 35 employs a professional librarian with training in service to tee High quality computers with Internet access, software, web-site multi-media capabilities; Teen areas designed to be welcoming and fun; Contemporary and popular books and materials (magazines, graphi multiple copies of favorite books. At least 5% of the annual additions are for teens; Involving teens in library planning; encouraging teens through volunteer opportunities; Delivery of teen programming e.g. writing workshops, teen adult 4.4.4Services to First Nations Services to First Nations include provision of library services and ma served by rural/urban public libraries and to First Nations peop According to , public library Our Way Forward: A Strategic Plan for Ontario First Nation Public Libraries services contribute to the preservation of the traditions, cultu encourage lifelong learning and literacy. This resource can be http://www.ourwayforward.ca/ Where a library system serves a population of 1,000 or more iden library system conducts a needs assessment of this population grthat: Library services reflect the needs and interests of First Natio lifelong love of reading, learning, and cultural enrichment. Library collections are in a variety of formats that meet the d Nations. nd ARUPLO Guidelines for Rural/Urban Public Library Systems 2 edition 11 109 4.4.5 Services to Francophones Services to Francophones include provision of materials that ref The library system delegates a staff member with responsibility Francophones. Collection standards for Francophone collections a outlined in Section 4.3 of this report. At a minimum, rural/urban libraries provide bet capita for the Francophone population served. 4.4.6 Services to Multicultural Groups A multicultural library service includes provision of materials society and the demographics and diversity of the population ser the community. Where a library system has a population of 2,500 or more identif English and non-French language the library system provides coll 1 volume per capita the minimum system-wide collection in a qual 4.4.7 Services for People with Special Needs Every library system provides programs and services for people w An appropriately skilled member of staff responsible for coordi needs, including staff training and professional development ski Access to resources in a variety of formats and at different le specific disabilities; Access to range of equipment (assistive devices) to enable peop collections and services of the library; Every library branch provides barrier-free access to library se disabilities and special needs. 4.4.8 Literacy Services Every library system actively promotes and supports programs for literacy needs. These programs include: Liaison with those involved in literacy programs to determine nr existing and planned programs; are important tools in developing literacy during the critical e A collection development policy for the acquisition and managem documented needs. 4.4.9 Community Information (See Section 4.8 in the ) Ontario Public Library Guidelines The public library has an important role to play as a source of organizations and events. A key to rural development is a more i Rural/urban public libraries:: Assist in the collection, organization and dissemination of com Be a clearinghouse for current information on community organizati Maintain a community information and referral service or co-oper to provide this service. nd ARUPLO Guidelines for Rural/Urban Public Library Systems 2 edition 12 110 4.4.10 Local History and Genealogy(See Section 4.9 in the ) Ontario Public Library Guidelines Local history materials are uniquely valuable materials in a pub local communities. Digitizing local materials will ensure broad The public library takes a leadership role in ensuring that loc made available; The Local History Collection is housed in a secure area of the library. 4.5 User Education Each library offers public education programs on a regular basis basic training in library use and in accessing the information r The library offers access to the Internet and training on how to 4.6 Resource Sharing (See Section 5.1 of the ) Ontario Public Library Guidelines 4.6.1 Inter-Branch Loans Every library system has a delivery system in place to move item Library users receive requested items identified as available wi within 3 5 working days. 4.6.2 Branch Exchanges Small Branches: Branches serving from 1,000-5,000 population 100% turn-over every 3 years Minimum quarterly branch exchanges: minimum 10% - 20% of collect exchange; Adult fiction requires more turnover than children's b Medium Branches: Branches serving from 5,000-10,000 population Minimum quarterly branch exchanges: Since medium branches rely m and new permanent additions, branch exchanges consist of 10% of Large Branches: Branches serving from 10,000-35,000 population Limited number of exchanges except for specialized collections s audio-visual formats; Collection is based primarily on permanent Urban Branches: Large urban branches located within a Rural/Urb catchment area populations of 35,000 or greater Limited number of exchanges; Collection is based primarily on pe nd ARUPLO Guidelines for Rural/Urban Public Library Systems 2 edition 13 111 4.7 Links with other Organizations and Individuals (See Section 5.2 of the ) Ontario Public Library Guidelines The Ontario Public Library Guidelines organizations in the community, in order to coordinate the resou jointly improve service to the community (e.g. with schools, lit For rural/urban library systems this also includes: Partnerships with appropriate post-secondary institutions in or postsecondary education opportunities within the rural/urban com Co-operative activities or events with community agencies; Encouraging staff to participate in community organizations; Reciprocal borrowing agreements with neighbouring public librar secondary institutions. . 4.8 Rural Development The library system contributes to municipal strategic initiative Reflects the vision in the municipalities planning documents; C Has library performance and service indicators which are integr quality of life indicators. 4.9 Service Levels 4.9.1 Timeliness of delivery (Customer Service) User requests for books are met: 50% in 7 days 70% in 15 days 85% in 30 days 65% of children and adults obtain the specific book that they 4.9.2 Effectiveness The library system has a defined method for measuring effective relationship between the goals or objectives which have been set the results actually achieved: for example, a program is describ objectives which have been set for it. Cost-effectiveness is evaluated as cost per use and measured ag systems. 4.9.3 Efficiency The library system has clearly defined the relationship between activity. The main objective is to ensure the process is being c effort. 4.9.4 Holds The library has a system for reserving/holding items that are n A library system re-orders the book when the number of holds re Patrons have up to 30 holds at any given time. nd ARUPLO Guidelines for Rural/Urban Public Library Systems 2 edition 14 112 LIBRARY BRANCH CONSTRUCTION POLICY (March 2012) SCOPE The following shall constitute the policy of the County of Elgin to be followed in considering any participation it will have with any Municipality represented on County Council in the renovation, relocation or expansion of Library facilities anywhere in the County. This policy applies to capital construction or relocation of library facilities only. Operational issues and related costs pertaining to each facility are addressed in respective leases signed for each facility. New, expanded or relocated branches will require a new operational lease based on the standard “Elgin County Library Municipal Library Lease” with no exceptions. FACILITY SIZE The square footage of new, expanded or relocated library facilities will adhere, wherever possible, to “Guidelines for Rural/Urban Public Library Systems”, as amended from time to time by the Administrators of Rural and Urban Public Libraries of Ontario (ARUPLO) in which the Elgin County Library is a voting member. The following are current guidelines for the assignable size of library facilities (excluding utility rooms): Small Branches: Branches serving catchment areas of 1,000-5,000 population: Minimum 2,500 sq. ft. or 1 sq. ft. per capita in the library’s catchment area, whichever is greater; Medium Branches: Branches serving catchment areas of 5,000-10,000 population: Minimum 5,000 sq. ft. or 1 sq. ft. per capita in the library’s catchment area, whichever is greater; Large Branches: Branches serving catchment areas of 10,000-35,000 population: Minimum 10,000 sq. ft. or 1 sq. ft. per capita in the library’s catchment area, whichever is greater; Urban Branches: Large urban branches located within a Rural/Urban Library System serving catchment area populations of 35,000 or greater: Minimum 35,000 sq. ft. or 1 sq. ft. per capita in the library’s catchment area, whichever is greater. 113 LOCATION Locations on main thoroughfares or “downtown” locations in population centres will be preferred. Co-location with other community services will be preferred. ADDITIONAL CONSIDERATIONS In all cases, Municipalities shall strive to set the highest standards in terms of public accessibility, including compliance with provincial accessibility legislation. In any calendar year, the construction of one new Library will be allowed. An Interest Free Loan request from the County for constructing new libraries will not exceed $100,000.00 repayable within ten years. All requests for new libraries, expansion of libraries or relocation of libraries in the following year must be received by Council no later than December of each year for budgeting st purposes. Any request received after December 31 will be considered for the following year. County Council reserves the right to deny such a loan for financial reasons. ACTIONS INITIATED BY THE MUNICIPALITY AND THE COUNTY 1.0 The Municipality shall determine if, in the opinion of their Council, there is a need for a new Library, expansion of a Library or a relocation of a Library. A review of ARUPLO guidelines and input of the County’s Director of Community and Cultural Services (or designate) is strongly encouraged in this process. 2.0 If the answer is yes, the Municipality shall issue a “Letter of Intent” to the County C.A.O. and Director of Community and Cultural Services, outlining the following information: 2.01 The address and description of the proposed site and building to be constructed, expanded or relocated. 2.02 The approximate interior gross area of the new building, expanded building or relocated building. 2.03 The approximate size of the area designated to be for Library use. 2.04 Approximate loan requested from the County (not to exceed $100,000.00). 2.05 The proposed date to commence construction. 3.0 The Director of Community and Cultural Services shall forward the proposal to County Council. 114 4.0 County Council shall consider the proposal (Letter of Intent) and notify the Municipality of its decision. If acceptable, and County Council determines that it wishes to participate in a new Library facility, expanded Library facility, or relocated Library facility, a Letter of Intent detailing the arrangements will be signed by the C.A.O. of the County of Elgin and the Municipality. 5.0 The Municipality, at its expense, shall cause plans and specification of the Library premises to be prepared and sent to the Director of Community and Cultural Services who will forward to County Council for approval. The plans and specifications must include the information set out in this policy and if required may include a request for an Interest Free Loan, not to exceed $100,000.00. The plan and specifications must include: 5.01 The address and description of the proposed site and building to be constructed, expanded or relocated building. 5.02 The interior gross area of the new building, expanded building or relocated building. 5.03 The size of the area designated to be for library use. 5.04 Construction timetables. 5.05 Approximate move in date for library staff. 5.06 Cost of construction or renovation including mechanicals. 5.07 Confirmation of interior fittings required for library use (such as custom millwork). These fittings are to be included in construction costs and are to be paid by the municipality. Additional furnishings for library use are the responsibility of the County. 5.08 Architect’s fees (if applicable). 5.09 Interim financing cost (if applicable). 5.10 Source of funding for project. 5.11 Request for an Interest Free Loan (not to exceed $100,000.00) indicating when the loan will be required. The loan must be repaid within ten years of being issued. 5.12 The Director of Community and Cultural Services shall forward the proposal to County Council with a recommendation on acceptance.At such time, the Director 115 shall recommend that a new “Elgin County Library Municipal Library Lease” be established, outlining the anticipated costs of said lease to the library’s annual operating budget and establishing a deadline to execute the lease. Should an interest-free loan be requested and approved, the Director of Financial Services shall be authorized to issue a loan agreement with terms stating that the loan is payable within a ten year period upon execution. County Council reserves the right to deny such a loan for financial reasons. 6.0 Both Parties shall be responsible for their own legal costs in the negotiation and/or drafting of any Lease or Loan Agreement. 7.0 The Municipality shall be the owner of the land and building. 116 REPORT TO COUNTY COUNCIL FROM: Brian Masschaele, Director of Community and Cultural Services th DATE: February 28, 2012 SUBJECT: 2011 Census for Elgin County INTRODUCTION: This report informs Council of the results of the 2011 Census for Elgin County. DISCUSSION: Population figures from the 2011 census have now been released and are available at: http://www12.statcan.ca/census-recensement/2011/dp-pd/prof/index.cfm?Lang=E The following is a summary of population figures for the municipalities in Elgin County, the City of St. Thomas and Ontario: Municipality 2011 Population 2006 Population % Change WestElgin 5,157 5,349 -3.6 Dutton/Dunwich 3,876 3,821 1.4 Southwold 4,494 4,724 -4.9 CentralElgin 12,743 12,723 0.2 Malahide 9,146 8,828 3.6 Aylmer 7,151 7,069 1.2 Bayham 6,989 6,727 3.9 Elgin County 49,55649,2410.1 St.Thomas 37,905 36,110 5.0 Ontario 12,851,821 12,160,282 5.7 Elgin County’s growth rate of 0.1 per cent is well below the provincial average of 5.7 per cent and, generally speaking, is in keeping with population statistics for rural communities throughout Ontario. The proportional share of Ontario’s rural population continues to decline. CONCLUSION 2011 Census figures for the County of Elgin further illustrate why economic development efforts and the adoption of an Official Plan are absolutely critical in order to provide sufficient future growth that can sustain County services such as long-term care, land ambulance, libraries and roads. 117 RECOMMENDATION: th THAT the report “2011 Census for Elgin County” dated Febraury 28, 2012 be received and filed as information. All of which is Respectfully Submitted Approved for Submission Brian Masschaele Mark G. McDonald Director of Community and Cultural Services Chief Administrative Officer 118 REPORT TO COUNTY COUNCIL FROM: Peter Dutchak, Deputy Director of Engineering Services Sonia Beavers, Purchasing Coordinator DATE: February 21, 2012 SUBJECT: Cold-In Place Recycled Expanded Asphalt Mixes (CIREAM) INTRODUCTION: As part of the approved 2012 Capital Budget, a tender was advertised as per the County's Procurement Policy and submissions were received until February 16, 2012 for Cold In-Place Recycled Expanded Asphalt Mixes (CIREAM), Contract No. 6200-12. DISCUSSION: Six companies submitted bids for the CIREAM Tender. The submitt as follows: COMPANY TENDER BID (exclusive of H.S.T.) Roto-Mill Inc. $ 605,075 Municipal CIP Recycling Limited $ 826,075 Lavis Contracting Company Limited $ 830,892 Miller Paving Limited $ 834,519 Coco Paving Inc. $ 938,750 Maritime Road Recycling Inc. $1,730,500 Roto-Mill Inc. submitted the lowest bid for the CIREAM Tender at a total price of $605,075 inclusive of a $40,000 contingency allowance and exclusive of H.S.T., to complete work on Furnival Road in the Municipality of West Elgin, Belmont Road in the Municipality of Central Elgin and on Culloden Road in the Municipality of Bayham. The lowest submitted bid is within budget estimates. As per the County of Elgins 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. 119 RECOMMENDATION THAT Roto-Mill Inc. be selected for the Cold In-Place Recycled Asphalt Mixes (CIREAM) Contract No. 6200-12 at a total price of $605,800 inclusive of a $40,000 contingency allowance, exclusive of H.S.T. 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 sign the contract. All of which is Respectfully Submitted; Approved for Submission Peter Dutchak Mark G. McDonald Deputy Director of Engineering Services Chief Administrative Officer Sonia Beavers Purchasing Coordinator Clayton Watters Director of Engineering Services 120 REPORT TO COUNTY COUNCIL FROM: Rob Bryce Director, Human Resources DATE: February 27, 2012 SUBJECT: County of Elgin and Municipal Partners Accessibility Coordinator INTRODUCTION: Partner municipalities have each expressed support for receiving from the County advisory and coordinating assistance in all matters relat accessibility. The purpose of this report is to secure County Councils approval to proceed with recruiting and selecting an experienced and qualified candidate to lead the Countys accessibility efforts. DISCUSSION: There are several accessibility standards that must be met today and over the coming years. Accomplishing this task will not be possible witho skilled resources leading this effort. Partner municipalities fall under the same legislative requirements as the County. Partner municipalities have expressed a strong desire to ensure the duties and responsibilities of a County Accessibility Coordinator provide coordination of accessibility information and policy development assistance such appropriate and timely actions are taken in each local municipality to ensure compliance. CONCLUSION: Dedicated and focused efforts of a skilled practitioner will be required to lead the County and partner municipalities through the legislative and policy framework that lies ahead. Related personnel costs of approximately $70,000 have been included in the 2012 budget that has been approved in principle. 121 RECOMMENDATION: THAT Human Resources staff commence recruitment efforts to obtain a qualified and experienced professional skilled in accessibility matters, and THAT a successful candidate be selected and commence employment as soon as practicable, and THAT related personnel costs do not exceed the approved amount of $70,000. All of which is Respectfully Submitted Approved for Submission Rob Bryce Mark G. McDonald Director, Human Resources Chief Administrative Officer 122 REPORT TO COUNTY COUNCIL FROM: Rob Bryce Director of Human Resources DATE: February 27, 2012 SUBJECT: 2012 Non-Union Compensation INTRODUCTION: Human Resources staff is seeking County Councils approval to implement a 2.0% wage increase for non-union staff in 2012. Each year, Human Resources staff recommends to County Council a non-union salary increase. The purpose of this annual action is to ensure the County of Elgin remains a desired employer; that the County is attracting and retaining skills and talent in the organization by remaining competitive in its compensation practises; and that the County avoid any spikes or gaps in its compensation practises from one year to the next. Increases for non-union staff are applied to Council as well. DISCUSSION: Non-union salaries are reviewed annually to ensure that the County is paying th competitively to the market, at or about the 55 percentile as a target pay position. Recommended adjustments to wages are made on the basis of both benchmark data and comparative market trends. In reviewing such data, the County considers a number of factors. Negotiations mandates and outcomes, inflationary trends, attrition data, market factors, and union avoidance are all considered. The most recent Ministry of Labour unionized settlement data indicates the average annual increase is 1.7% in 2011 YTD versus 2.0% in 2010. The inflation rate in Ontario is now running at about 2.5%, in line with the Canadian average. In 2012, the County of Elgins unionized partners will receive a 1.5% wage increase (CUPE) and 2.25% (SEIU), respectively. The County of Elgin and the Ontario Nurses Association (ONA) commence bargaining later this Externally, those municipal employers the County of Elgin has historically benchmarked against in the annual Gazda, Houlne, and Associates, compensation report have not yet announced approved 2012 salary increases for non-union staff. The City of St. Thomas has determined an in 123 effective January 1, 2012 plus 1.0% effective July 1, 2012 for n which tracks their unionized settlements. The following area municipalities have announced and/or planned the following 2012 salary increases for non-union staff: County of Wellington 3.00% County of Haldimand 3.00% City of Stratford 2.00% City of Kitchener 1.75% County of Oxford 1.50% County of Norfolk 1.00% County of Dufferin 2.25% County of Middlesex * 2.00% * included in budget  not yet approved The above-noted results are consistent with a recent survey of southwest Ontario municipalities conducted by County HR staff. In that survey of more than almost 30 municipalities, the average or mean response shown was a 2.13% wage increase. The median response was 2.125%. Applying a market adjustment to non-union pay grids and wages that ensures County wages are appropriately placed with benchmarked comparators to whom there is a risk of losing organizational talent would be a prudent action. It is also a sensible action to avoid reasonably anticipated spikes/gaps in compensation practises at the County. Finally, it would be realistic in these difficult economic times to determine an adjustment that is near yet below the expected rate of inflation in Ontario. In 2012, the County of Elgin will pay approximately $4,347,000 in wages to non- union staff. To put a wage and pay grid increase of 1.75%, 2.00%, and 2.25% respectively and its impact on the net levy into perspective, the following is noted: Percentage Increase Annual Cost Annual Cost as % of Net Levy 1.75 % $76,073 0.32 2.00 % $86,940 0.36 2.25 % $97,808 0.41 In 2011, County Council directed Human Resources staff to issue a Request for Proposal (RFP) for a compensation review in 2012 of Council, outside boards, and non-union staff. At that time, County Council recommended compensation adjustments, if any, arising from said review be implemented in 2013. This RFP, planned for the second quarter of 2012, will be sent to market examining external offers of service to update a compensation review of non-union e wages and to complete a survey of Council remuneration. 124 CONCLUSION: In view of recent economic trends, comparative data, and other factors, Human Resources staffs believe a 2.0 % economic adjustment in 2012 for non-union staff is a responsible and sensible approach and it is below the current and expected rate of inflation in Ontario. In accordance with municipal bylaw, the 2012 economic adjustment would be applied to Members of Council, including the Warden. RECOMMENDATION: THAT the Council approve a non-union economic adjustment of 2.0% effective on the first pay period of 2012; and THAT the necessary by-law be prepared. All of which is Respectfully Submitted Approved for Submission Rob Bryce Mark G. McDonald Director of Human Resources Chief Administrative Officer 125 REPORT TO COUNTY COUNCIL FROM: Rob Bryce Director, Human Resources DATE: February 27, 2012 SUBJECT: Health and Safety Policy on Musculoskeletal Disorders INTRODUCTION: The Ontario Ministry of Labour is visiting workplaces across the province looking for hazards involving material handling that can lead to musculoskeletal disorders (MSD). The purpose of this report is to obtain Councils approval of the attached MSD policy. With Councils approval, such a policy will be communicated to all staff in a timely manner. DISCUSSION: Ministry of Labour staff will target workplaces in the construction, health care, industrial and mining sectors. They will focus on the manual lif pushing, pulling and carrying of materials that can lead to MSD such as injuries to muscles, tendons, nerves and spinal discs. They will also che handling of clients in health care workplaces. We currently do not have a policy or program in place that addresses MSD. The attached policy is intended to comply with the requirements of the Ministry as well as ensure we are taking the proper steps to mitigate the potential for related injury. CONCLUSION: The County of Elgin is required to have a MSD policy in place to compliant under the Ontario Health and Safety Act and to take reasonable precautions to ensure the safety of all County employees. Enacting such a policy is a sensible and low cost approach to help achieve such requirements. 126 RECOMMENDATION: THAT the report titled Musculoskeletal Disorder (MSD) Policy dated February 27, 2012 be approved. All of which is Respectfully Submitted Approved for Submission Rob Bryce Mark G. McDonald Director of Human Resources Chief Administrative Officer 127 8 County of Elgin Section: Human Resources Policy Manual Subject: Musculoskeletal Disorder Prevention Policy Number: TBD A Code  Date Approved: TBD Page 1 of 3 Date Last Revision: n/a POLICY: The County of Elgin is committed to providing a safe and healthy for all staff. In recognizing that Musculoskeletal Disorders (MSD) are a significant risk in our workplaces, The County will demonstrate our commitment to minimizing the risk of worker exposure to MSD by providing financial, physical and huma ensure suitable controls are in place. GOALS: To increase MSD awareness To decrease the risk of MSD To identify MSD prevention strategies as a priority in cost containment, productivity and quality assurance To promote and support the health and safety of all employees To provide equipment, resources, record keeping and training that will support a decreased risk of MSD injuries. OBJECTIVES: To provide information and instruction to all workers on MSD ha prevention To proactively recognize, assess and control MSD hazards To control MSD hazards through application of engineering and/or administrative controls 128 8 County of Elgin Section: Human Resources Policy Manual Subject: Musculoskeletal Disorder Prevention Policy Number: TBD A Code  Date Approved: TBD Page 2 of 3 Date Last Revision: n/a DEFINITIONS: Musculoskeletal Disorder (MSD) Injuries and disorders of the musculoskeletal system. MSDs may be caused or aggravated by various hazards or risk factors in the workplace, e.g., repetition, forceful or awkward movements, static postures, contact pressure, vibration, etc. MSDs do not include musculoskeletal injuries or disorders that are the direct result of a sudden, single event involving an external source, e.g., a fall, vehicle collision, violence, being struck by or against, caught in or on, etc. ROLES AND RESPONSIBILITIES OF WORKPLACE PARTIES: Directors & Administrators: Support and enforce the policy, procedures and program Provide equipment, resources and training Maintain the MSD Prevention Program and identify opportunities to enhance and improve the program Annually evaluate and update the program accordingly Managers & Supervisors: Recognize, assess and control MSD hazards Train all workers in MSD awareness and safe work practices Document all training Ensure that all workers receive general and job-specific orientation to the MSD policy and program Provide equipment where possible to limit the risk of MSD injuries to workers Encourage workers to report symptoms of MSD early Respond promptly to staff reports of MSD symptoms Conduct accident/incident investigations associated with MSD reports Take every precaution reasonable for the protection of the worker 129 8 County of Elgin Section: Human Resources Policy Manual Subject: Musculoskeletal Disorder Prevention Policy Number: TBD A Code  Date Approved: TBD Page 3 of 3 Date Last Revision: n/a All Other Employees: Comply with policy and procedures Participate in regular education as established by the employer Report any hazards, equipment problems or any other unsafe tasks immediately to the supervisor Report any concerns, incidents, and near misses to a supervisor immediately and co-operate in any resulting investigations Be responsible for correct use of equipment Joint Health & Safety Committee: Be a workplace role model  work in a manner that supports and reduction of MSD injuries Review accident/incident data related to MSDs Review MSD policy and program annually Identify opportunities for improvement, review near misses and work with management to identify solutions Look for MSD hazards during workplace inspections Provide input on MSD training Training: All new employees shall receive training on MSD prevention during on - the - job orientation Each department shall incorporate into its training program elements that reflect and communicate the potential hazards unique to the work area 130 REPORT TO COUNTY COUNCIL FROM: Rhonda L. Duffy, Director Homes & Senior Services Michele Harris, Administrator Bobier Villa and Elgin Manor DATE: February 24, 2012 SUBJECT: Ministry of Labour  Safe at Work Ontario Inspection-Elgin Manor INTRODUCTION: On Wednesday, February 23, 2012, an Occupational Health and Safe Inspector with the Ministry of Labour conducted a field visit at Elgin Manor. Staff is pleased to report the results of that visit. DISCUSSION: The purpose for the visit was to perform a health and safety inspection under the Ministry of Labour Safe At Work Ontario Heightened Enforcement Campaign for musculoskeletal disorders. In preparation for the blitz, management staff has been reviewing policies, completing department specific risk assessments, and providing annual department specific lift and transfer training. The following items were discussed at the time of the visit: joint health and safety committee, workplace inspections, required postings, workplace incidents, preventative maintenance, lifts and transfers for all departments, ergonomics and back care/lift/transfer policies and annual review of programs to support health and safety. A tour of the facility (excluding the basement) was conducted with the inspector, a worker representative of the health and safety committee and a management representative of the health and safety committee. CONCLUSION: Upon completion of the inspection, three (3) orders were issued An employer shall ensure that, (b) the equipment, materials and protective devices provided by the employer are maintained in good conditio the time of this visit a plastic step stool found in the kitchen had a missing footing. An employer shall ensure that, (b) the equipment, materials and protective devices provided by the employer are maintained in good conditio the time of this visit a portable two step ladder located in dry storage had worn footings. At least once a year the measures and procedures for the health safety of workers shall be reviewed and revised in the light of current 131 knowledge and practice. At the time of the visit, the Ergonomics policy was in draft format and the back care policy required review. The above orders as described were issued with a deadline of completion/correction of March 30, 2012. Staff is pleased to report that the equipment related issues were immediately addressed and resolved. The results of the inspection will be reviewed with the Joint Health and Safety Committee at all three homes. RECOMMENDATION: THAT the report titled Ministry of Labour  Safe at Work Ontario Inspection-Elgin Manor dated February 24, 2012, be received and filed. Respectfully Submitted Approved for Submission Rhonda L. Duffy Mark G. McDonald Director Homes & Senior Services Chief Administrative Officer 132 REPORT TO COUNTY COUNCIL FROM: Rhonda L. Duffy Director Homes & Senior Services DATE: March 1, 2012 SUBJECT: Back Care Lift/Transfer Program  Policy Revision INTRODUCTION: The Homes have reviewed and revised the Back Care Lift/Transfer policy for Councils approval. DISCUSSION/CONCLUSION: The County of Elgin has reviewed and updated the Back Care Lift/ Program policy to ensure procedures are current. The policy contents have been reviewed and updated by the homes nursing management staff. Information within the policy relative to spe lifting guidelines is incorporated to ensure manufacturer recommendations for safe use are included. RECOMMENDATION: THAT the policy titled Admin-1.12 - Back Care Lift/Transfer Program be approved as revised and, THAT the report titled, Back Care Lift/Transfer Program  Policy Revision dated March 1, 2012 be received and filed. Respectfully Submitted Approved for Submission Rhonda L. Duffy Mark G. McDonald Director Homes & Senior Services Chief Administrative Officer 133 DRAFT REVISION HOMES AND SENIOR SERVICES POLICY & PROCEDURE NUMBER: 1.12 DEPARTMENTAdministration SUBJECT: : Back Care, Lift/ Transfer Program APPROVAL DATE: April 2004 REVISION DATE: February 2012 Page 1 of 19 Transfer or Mechanical Lift Resident Assessment NAME: ___________________________________ DATE: _________________________ CAN A RESIDENT BEAR WEIGHT? YES NO yes If , assess for transfer: 1. Can resident stand, pivot and walk with little or no physical assistance? YES NO 2. Does resident co-operate? YES NO 3. Does resident understand? YES NO 4. Is more than one person needed for a transfer? YES NO If NO to any of the above, Resident MUST be transferred using a mechanical lift. Types of Transfers: Requires little or no physical assistance, 1. Supervised may need verbal guidance or help with equipment. Requires help with equipment. Minimal 2. Minimum Assistance Physical assistance. Resident is able to stand but unreliable in 3. Side by Side performance. Resident is co-operative and predictable. 4. Pivot Disc Must be able to stand on disc to pivot with two person assist. Resident who cannot assist with transfer, a 5. Mechanical Lift lift assessment must be completed by RN/RPN. Page 1 of 19 134 DRAFT REVISION HOMES AND SENIOR SERVICES POLICY & PROCEDURE NUMBER: 1.12 DEPARTMENTAdministration SUBJECT: : Back Care, Lift/ Transfer Program APPROVAL DATE: April 2004 REVISION DATE: February 2012 Page 2 of 19 POLICY: 1.The standard of good body mechanics applies to all activities, which are performed as part of the duties at Elgin County Homes and Seniors Services. Such activities include resident transfer/mechanical lifts, repositioning, raising or lowering equipment, and picking up or moving objects. 2. Each resident must be transferred or lifted by the mechanical lift using the safest and most appropriate technique, to ensure a safe and secure transfer for the resident and to prevent injury to the staff performing the transfer. 3. Failure to do so may result in injury. All injuries will be investigated and those injuries deemed avoidable will be identified. Avoidable injuries will be discussed with the involved individual and subsequent action may follow. Purpose: To ensure personal safety for all staff and residents. Indications: Each time that a mechanical lift or transfer is carried out. Procedure: All staff shall use proper body mechanics at all times: a)Bend knees. b)Keep back straight. c)Place feet apart for a wide base of support. d)Use feet to turn. Do not twist at the waist. e)Keep objects close to the body during the move. f)Push equipment – Do not pull equipment. STANDARDS: 1.All personnel shall carry out their duties in a manner that complies with the Occupational Health and Safety Act, the Health Care Regulations, and the policies of Elgin County Homes and Seniors Services. 2.All staff will be instructed at orientation, on return to work following a related injury, and re-instructed as necessary, on an ongoing basis in the principles of proper body mechanics, and all employees shall apply these principles to mechanical lifting, moving, and positioning of persons and objects. Page 2 of 19 135 DRAFT REVISION HOMES AND SENIOR SERVICES POLICY & PROCEDURE NUMBER: 1.12 DEPARTMENTAdministration SUBJECT: : Back Care, Lift/ Transfer Program APPROVAL DATE: April 2004 REVISION DATE: February 2012 Page 3 of 19 Mechanical lifting 3. shall be defined as the procedure used to carry the entire weight when the resident is incapable of assisting with a transfer from one surface to another. 4.All lifting tasks shall be accomplished utilizing a mechanical lifting device - mechanical lift. E.g. 1. Resident to be mechanically lifted out of bed 2.Resident to be mechanically lifted in and out of bathtub 3.Resident to be mechanically lifted off the floor 4.Any other situation where a resident is unable to be assisted to an acceptable sitting or standing position with only minimal non-lifting must assistance, be lifted with a mechanical lift and transferred to a chair or a bed 5.Residents who are to be lifted using a mechanical lift must have two staff in attendance. not 6.Two or three person lifts will be accepted as a safe procedure to move residents. Instead, mechanical lifters will be used, except under extenuating circumstances, and only with the recommendation of the Registered Nurse/Registered Practical Nurse in NOTEonly charge.: Two or three person lifts may be practised for emergency evacuation of residents. 7.The Bed Pad or slider sheets may be used to position/reposition a resident in bed, but not off or out of the bed. Assisted Transfer 8. shall be defined as the co-operative procedure to move a resident from one surface to another. The resident will be encouraged to assist as much as possible and must be able to bear weight with at least one leg and be able to assist with one or both arms (E.g. bed to wheelchair, wheelchair to car, etc). RESIDENT TRANSFER / MECHANICAL LIFT ASSESSMENT Purpose: To ensure personal safety for residents and for staff. Procedure: The R.N./R.P.N. on duty shall: Page 3 of 19 136 DRAFT REVISION HOMES AND SENIOR SERVICES POLICY & PROCEDURE NUMBER: 1.12 DEPARTMENTAdministration SUBJECT: : Back Care, Lift/ Transfer Program APPROVAL DATE: April 2004 REVISION DATE: February 2012 Page 4 of 19 1.Assess each new resident for the appropriate means of transfer/mechanical lift, as required, within the first eight (8) hours of admission. Care must be taken to ensure that the selected transfer/mechanical lift is appropriate not only for the resident, but also for the staff. Must be assessed to maintain the residents’ optimum level of independence. 2.Record the transfer/mechanical lift method of choice on the Resident Transfer/Mechanical lift Assessment and on the on the residents’ care plan, including the logo. Place the appropriate logo at the resident’s bedside immediately. If more than one logo is appropriate, each logo must clearly indicate to all staff, the circumstances under must which each logo is to be used. Once a resident is assessed, all staff follow the determined transfer/mechanical lift. 3.Reassess each resident daily for the appropriate means of transfer/mechanical lift. A re- assessment of a resident must be done at any time that a change is identified. Staff shall notify the R.N. / R.P.N., who can authorize an immediate temporary adjustment and arrange for a review of the transfer/mechanical lift method. Re-assessment is to be supported by documentation for at least 48 hours by staffing caring for the resident on all shifts before the final evaluation is made. All staff is expected to provide concise clinical observation notes that reflect either a problem or lack of such. A routine review of each resident’s transfer/mechanical lift will be done when updating resident’s care plan at the admission, quarterly and annual multidisciplinary conferences. All staff is encouraged to provide input into assessments. 4.Indicate changes in transfer/mechanical lift methods, based on resident assessment, by changing the logos at the bedside and by documenting changes on the resident care plan, immediately. Communicate changes to all staff. A resident assessment shall include the following considerations: a)physical abilities – hearing, sight, touch b)mobility/flexibility c)balance d)strength/endurance e)weight f)frequency of transfer/mechanical lift g)comprehension/understanding h)motivation i)pain Page 4 of 19 137 DRAFT REVISION HOMES AND SENIOR SERVICES POLICY & PROCEDURE NUMBER: 1.12 DEPARTMENTAdministration SUBJECT: : Back Care, Lift/ Transfer Program APPROVAL DATE: April 2004 REVISION DATE: February 2012 Page 5 of 19 j)medication (possible side effects) k)Residents compliance with plan PREPARING FOR TRANSFERRING AND MECHANICAL LIFTING Think Assess Plan Prepare Communicate Position Protect 1.Wear loose clothing and safe footwear to allow unrestricted movement. 2.Check the logo (Resident Care Plan & Resident Assessment). 3.Obtain help, if assessment indicates it is necessary. 4.Discuss the transfer/mechanical lift with the other caregiver(s) involved. 5.Inform the resident what you are going to do and how he/she must help. 6.Prepare the area: Clear away obstacles Check the equipment for safety Remove faulty equipment from service and report it Place all the equipment you are going to use conveniently 7.Prepare the equipment: See page 8 of 21 to 21 of 21, for specific equipment use Page 5 of 19 138 DRAFT REVISION HOMES AND SENIOR SERVICES POLICY & PROCEDURE NUMBER: 1.12 DEPARTMENTAdministration SUBJECT: : Back Care, Lift/ Transfer Program APPROVAL DATE: April 2004 REVISION DATE: February 2012 Page 6 of 19 8.Prepare the resident: Ensure that clothing and footwear are appropriate Apply or remove splints or braces as appropriate Ensure that all tubing, urine bags, and safety belts do not interferewith the transfer or mechanical lift, but be sure to keep urine bags below the level of the bladder 9.Position yourself close to the resident so that you can: Instruct the resident Maintain good control Use good body mechanics Ensure the resident feels safe and secure Decrease the risk of injury Maintain a good base of support 10.If you need an assistant for the side by side transfer or mechanical lift, choose one caregiver to be the leader. 11. Leader: 1,2,3 lift Count Keep all commands short and simple Give all commands step by step 12. Be prepared for the unexpected - pause during each phase of the procedure for the safety of both the resident and you. 13.If a resident starts to fall, lower him/her gently to the floor, protecting the head. Do not attempt to hold the resident up. 14.Any resident who has fallen to the floor, slid out of a chair, collapsed in a chair, or any similar situation, where a resident is unable to be assisted to an acceptable sitting or Must standing position with only minimal non lifting assistance - be lifted with a mechanical lift and transferred to a chair or a bed. Page 6 of 19 139 DRAFT REVISION HOMES AND SENIOR SERVICES POLICY & PROCEDURE NUMBER: 1.12 DEPARTMENTAdministration SUBJECT: : Back Care, Lift/ Transfer Program APPROVAL DATE: April 2004 REVISION DATE: February 2012 Page 7 of 19 15.Always transfer a resident towards his stronger side. 16.Always transfer the resident the shortest distance possible. Precautions and Injury Prevention: 1.Avoid shoulder injury to the resident - do not grasp the resident under the armpits. 2.Avoid neck injury to the caregiver – do not permit the client to hold you around the neck. 3.Avoid back injury to the caregiver – move your whole body in the direction of the transfer or mechanical lift. Do not rotate or twist your spine. 4.Protect your spine from injury during the mechanical lift – tighten your abdominal muscles, and maintain a foot stance of shoulder width apart. NOTE: The resident’s status may change frequently, therefore reassessment in necessary every time a transfer or mechanical lift is performed. Evaluation: 1.After the procedure, assess whether it was performed to the satisfaction of the resident and the caregiver(s). 2.Re-evaluate the procedure and logo when necessary. 3.Re-instruct the resident when necessary. PERFORMING TRANSFERS Supervised Transfer 1. Appropriate for a resident who needs little or no physical assistance, but may need either verbal guidance or assistance with the equipment (e.g. position of the wheelchair). To or From Wheelchair / Geriatric Chair Page 7 of 19 140 DRAFT REVISION HOMES AND SENIOR SERVICES POLICY & PROCEDURE NUMBER: 1.12 DEPARTMENTAdministration SUBJECT: : Back Care, Lift/ Transfer Program APPROVAL DATE: April 2004 REVISION DATE: February 2012 Page 8 of 19 1.Ensure that the resident follows all the necessary safety precautions (e.g. adjust footrests, lock brakes). Minimum Assistance Transfer 2. Appropriate for a resident who is co-operative but needs assistance using equipment and may need minimal physical assistance to transfer. Bed to Wheelchair 1.Inform the resident what he/she should do and how you will assist him/her. 2. Prepare the equipment by: Adjusting the bed height to the wheelchair height if possible Positioning the wheelchair so that the resident moves towards his/her stronger side, and the wheelchair is parallel or at a 40 angle to the bed Locking the bed wheels and the wheelchair brakes Leaving removable arm rests in place 3.Instruct and assist the resident to: Sit on the edge of the bed Move forward to the edge of the bed Ensure resident is wearing proper foot wear Place his/her feet flat on the floor 4.Take your position by: Standing the resident to lean forward and push up from the bed Stabilizing the resident’s weaker foot with your foot (if necessary) Stabilizing the resident’s weaker knee with your knees (if necessary) Supporting the resident around the waist (if necessary) Page 8 of 19 141 DRAFT REVISION HOMES AND SENIOR SERVICES POLICY & PROCEDURE NUMBER: 1.12 DEPARTMENTAdministration SUBJECT: : Back Care, Lift/ Transfer Program APPROVAL DATE: April 2004 REVISION DATE: February 2012 Page 9 of 19 5.Supervise the transfer: Instruct the resident to lean forward and push up from the bed 1,2,3 Stand Give the signal and stand tall together Instruct the resident to turn and reach for the farther armrest of the wheelchair Instruct and assist the resident to sit in the wheelchair by giving the signal 1,2,3 down 3. Side-by-Side Transfer Appropriate for a resident who can stand with assistance, but may be unpredictable; because they are not able to pivot, two caregivers are needed. Bed to Wheelchair / Geriatric Chair 1.Choose one caregiver to be the leader and the other to be the assistant. 2. Leader: Inform the resident what you are going to do and how he/she must help Assist the resident to: -sit on the edge of the bed -move forward to the edge of the bed -ensure resident is wearing proper foot wear -place his/her feet flat on the floor 3. Both caregivers – prepare the equipment by: Adjusting the bed height so that the resident’s feet are flat on the floor when he/she is seated on the edge of the bed Page 9 of 19 142 DRAFT REVISION HOMES AND SENIOR SERVICES POLICY & PROCEDURE NUMBER: 1.12 DEPARTMENTAdministration SUBJECT: : Back Care, Lift/ Transfer Program APPROVAL DATE: April 2004 REVISION DATE: February 2012 Page 10 of 19 Placing the wheelchair or geriatric chair parallel to the bed or at a slight angle on the resident’s stronger side, and locking all the wheels on the equipment in use Removing the foot rests, if possible, or adjusting them so that they do not endanger the resident or you Removing the arm rest near the resident, if possible Selecting a transfer belt of the correct size and applying it to the resident at his/her waistline 4.Both caregivers: Sit on bed on either side of the resident Place your arm closest to the resident under his/her forearm and grasp gently above his/her wrist; hold his/her hand in your other hand Stabilize the resident’s knees (if necessary). 5.Leader: Instruct the resident to lean forward 1,2,3 Stand Give the signal 6.Both caregivers: Stand up with the resident Walk in step to the wheelchair/geriatric chair so that the resident’s back is towards the seat of the chair 7.Leader: 1,2,3 down Give the signal 8.Both caregivers: Assist the resident to sit in the wheelchair Replace the footrests and ensure that the resident is safe, comfortable, and well supported Page 10 of 19 143 DRAFT REVISION HOMES AND SENIOR SERVICES POLICY & PROCEDURE NUMBER: 1.12 DEPARTMENTAdministration SUBJECT: : Back Care, Lift/ Transfer Program APPROVAL DATE: April 2004 REVISION DATE: February 2012 Page 11 of 19 6. Mechanical Lift To enable staff to lift and move resident safely and with as little physical effort as possible. Equipment: 1. Mechanical lift 2.Charged battery 3.Maxi sling (appropriate size) and stays 1.Ensure two staff members for safe transfer: Bring mechanical lift to bedside Identify one staff member as leader prior to commencing transfer (Leader is nd responsible for reading off the lift checklist while the 2 PSW does they physical check to ensure lift and sling are in proper working order/condition. Explain to resident Arrange chair to which resident is being transferred 2.Position sling (with stays inserted) so that resident when rolled back will lie centred on sling: Roll resident towards you Fold the sling in half and place it behind resident’s back Check that head support of sling covers neck of resident 3.Like positioning a draw sh Roll resident back onto sling Roll him/her slightly in opposite direction so that you can pull out the folded part of sling 4.Chassis legs can be opened to go around wheelchair or large chair: Approach the bed with the mechanical lift Chassis legs open or closed depending on obstacles under the bed Page 11 of 19 144 DRAFT REVISION HOMES AND SENIOR SERVICES POLICY & PROCEDURE NUMBER: 1.12 DEPARTMENTAdministration SUBJECT: : Back Care, Lift/ Transfer Program APPROVAL DATE: April 2004 REVISION DATE: February 2012 Page 12 of 19 To open or close chassis legs, select appropriate side of foot switch and keep depressed until required width is achieved 5. Frame support will automatically stop with 12 lbs. of pressure but can result in bruised/damaged skin: Using the remote control, lower the frame Take care not to lower frame on to resident 6. Shoulder clip “clicks” into place when attached correctly: Connect shoulder clips to shoulder attachment points of the support frame Ensure sling clip engages fully into position before attempting to mechanically lift resident 7. Leg clips “click” into place. (Do not cross leg pieces when attaching clips to attachment points, may involve mechanically lifting one leg at a time to fasten clips.) Connect leg pieces of sling by bringing them under each thigh and connecting clip to the attachment points of the support frame If necessary press down on the handle of the support frame until connection of leg clips is possible 8. Do visual check of all 4 clips to ensure they are on attachment points. 9.Chassis legs must be parallel during transport of resident; height indicator must be in green area during transport (as applicable per manufacturer recommendations/instructions) Using remote control, raise mechanical lift to move resident out of bed Transfer to a chair 10.Resident’s back should touch chair before buttocks does: When lowering resident into chair, push down on support frame handle to put resident into a good sitting position 11.Legs clips always done up last but removed first: Remove leg clips first, lifting each leg as necessary Then remove shoulder clips Page 12 of 19 145 DRAFT REVISION HOMES AND SENIOR SERVICES POLICY & PROCEDURE NUMBER: 1.12 DEPARTMENTAdministration SUBJECT: : Back Care, Lift/ Transfer Program APPROVAL DATE: April 2004 REVISION DATE: February 2012 Page 13 of 19 12.Remove sling completely from behind resident. If sling is approved by RN/RPN to remain in position while resident in chair, stays should be removed from the sling. 13.Ensure resident has been placed in proper seating with appropriate safety devices 14.Rolling sling over thumb allows for sling to lie across base of spine when leg pieces pulled through: To remove resident from chair, lean resident forward Grasp bottom edge of sling in your palm and roll it over thumb Place sling behind resident until your thumb touches seat of chair 15.Pull each leg piece of sling under the thigh so that it emerges on the inside of the thigh. Ensure the stays are inserted in the sling. 16.Leg clips always fastened last and undone first: Approach resident with mechanical lift Follow same procedure as out of bed transfer E.g. clip shoulders first and legs last ** Always follow manufacturer’s instructions. 6.Maxi Sky 600 Ceiling Lift Transfer –Terrace Lodge *Hanger bar Weight maximum – 440 lbs; same slings as for current lifts; 2 staff required As this is a mechanical lift. Page 13 of 19 146 DRAFT REVISION HOMES AND SENIOR SERVICES POLICY & PROCEDURE NUMBER: 1.12 DEPARTMENTAdministration SUBJECT: : Back Care, Lift/ Transfer Program APPROVAL DATE: April 2004 REVISION DATE: February 2012 Page 14 of 19 1.Red cord is the on/off switch. Leave the cassette turned on at all times. 2.Green light on cassette indicates that the cassette is on. If the green light is not on, pull the red cord-green light should come on. 3.Amber light on cassette indicates battery state. Full amber light means the battery is fully charged. Flashing amber light means it is charging. 4.Red light on cassette is the service light. DO NOT use the lift until checked by maintenance if the red light is on. Call maintenance immediately. 5.Batteries should not be drained; therefore, always return the cassette to the charger after each use. The battery does not have to be changed. A low battery is indicated with a flashing light6 and beeping. 6.Lift will go to the floor to pick up a resident from a fall. However, resident must be in proper location to the lift – if possible, use slider sheets to move resident within reach. 7.Do not pull or drag the cassette – this will damage the expensive cassette and could cause staff injury. Always use remote buttons to move the cassette. 8.Remote buttons – 4 buttons – to rise lower and move horizontally. The arrows on the underside of the cassette correspond to the arrows on the remote for horizontal movement. The bottom right button is the “go home” button which returns the cassette to the charger. Ensure the hanger bar is in a horizontal position before sending it home. To cancel a “go home” simply press any of the 4 top buttons on the remote and the cassette will stop. The bottom left button is a “dead” or inactive button. To prevent damage to the remote, please keep the remote placed on the grey handle of the hanger bar. 9.Cassette emergency buttons – if the remote fails, there are emergency up and down buttons on the cassette. If the remote fails – contact maintenance immediately. The emergency buttons are just that – for emergency use only. The lift should not be utilized until the remote is repaired. 10.Emergency stop – simply pull the red cord and the lift will stop. 11.Manual lowering – if the remote fails and the emergency up/down buttons on the cassette fail; there is a method to manually lower a resident. An allen key is kept on the top of the cassette. Open the “man” purple switch on the cassette – insert the allen key and turn it to lower the resident. Please call maintenance for assistance if this occurs as will probably require a step ladder. 12.Hanger bar – ensure that the hanger bar is correctly positioned before hooking the sling to the hanger bar. That is, ensure the green checkmark and “this way up” arrows are correct. 13.Transfers – bed – chair or bed – commode Page 14 of 19 147 DRAFT REVISION HOMES AND SENIOR SERVICES POLICY & PROCEDURE NUMBER: 1.12 DEPARTMENTAdministration SUBJECT: : Back Care, Lift/ Transfer Program APPROVAL DATE: April 2004 REVISION DATE: February 2012 Page 15 of 19 a.Identify which caregiver will be the Lead to review the safety checklist prior to commencing the lift. b.Ensure correct positioning of hanger bar and correct sling is in place. c.Ensure stays are in sling d.Keep resident in reclined position while moving them as much as possible e.Remind resident not to hold on to hanger bar – to cross their arms, if able f.Raise resident and more to area of transfer g.Lower resident into new location – place your hand on the hanger bar handle while lowering so that the hanger bar does not hit the resident or staff h.If tilt/recline chair, then, have the chair in tilt/recline position before transferring i.If upright chair and proper positioning is a challenge-try this technique-lower resident into chair without pushing on hanger bar. Resident will be in a slouching position but, once there is no tension on the hanger bar handle, it is easy to reposition the resident. Simply lock your elbow and hold the hanger bar down; raise the resident with the remote and they will fall into an upright position. The second staff ensures that the bar is away from the resident by placing their hand between the resident’s head and hanger bar. This technique prevents injury to staff-i.e. not pushing on the hanger bar and prevents the resident from swinging during positions. 14.Transfers in tub room – once the resident is lowered into the tub, do not unhook the sling from the ceiling lift. a.Use mesh sling for bathing b.Do not use the tub chair in conjunction with the ceiling lift c.For transfer into/out of the tub from the resident’s chair, the resident must be facing either the door or toilet wall d.Once bath complete raise slightly, lower tub and rinse any remaining soap residue; dry and transfer resident to chair e.Ceiling lift in tub room also allows for resident placement on toilet with commode Page 15 of 19 148 DRAFT REVISION HOMES AND SENIOR SERVICES POLICY & PROCEDURE NUMBER: 1.12 DEPARTMENTAdministration SUBJECT: : Back Care, Lift/ Transfer Program APPROVAL DATE: April 2004 REVISION DATE: February 2012 Page 16 of 19 8. Transfer Disk Particularly appropriate for a resident who can bear weight fully or through at least on leg, but has difficulty shifting his/her feet; may be used to facilitate: -Side-by-side Transfer (see #3 in this policy) 1.Inform the resident what you are going to do and how he/she must help. 2.Prepare the equipment by: Adjusting the bed height so that the resident’s feet are on the floor when he/she is seated on the edge of the bed Ensure resident is wearing proper foot wear Placing the wheelchair parallel to the bed or at a slight angle on the resident’s stronger side, and locking all the wheels on the equipment in use Removing the foot rests if possible or adjusting them so that they do not endanger the resident or you 3.Place the transfer disk under the resident’s feet. 4.Continue with the appropriate transfer, pivoting the resident on the disc, and hold the resident by the waist. Repositioning Resident in a Wheelchair: Page 16 of 19 149 DRAFT REVISION HOMES AND SENIOR SERVICES POLICY & PROCEDURE NUMBER: 1.12 DEPARTMENTAdministration SUBJECT: : Back Care, Lift/ Transfer Program APPROVAL DATE: April 2004 REVISION DATE: February 2012 Page 17 of 19 1.An unfolded pad is to be placed in resident’s wheelchair for repositioning purposes. 2.Lock brakes. 3.Two caregivers standing on either side of the wheelchair - gather pad close to resident. slide On the command the attendants, keeping knees bent and back straight, the resident NOT and pad. The resident is to be lifted. 4.In situations when there is not sufficient room in the wheelchair to gather pad at the sides, the armrests are to be removed while procedure is being completed. 5.Smooth out the pad when procedure has been completed. 6.If the resident does not have a pad in the wheelchair, or arms of wheelchair cannot be removed, or resident is sitting on commode, chair, or bath chair and is unable to reposition himself, a mechanical lift is to be used. not 7.It will be an acceptable practise to lift under the arms and at the knees. Repositioning a Resident in a Geriatric Chair: 1.Lock brakes. 2.Geriatric chair is to be placed in reclining position. 3.Two attendants can reposition a resident in a geriatric chair by sliding the resident back in the chair on the pad that is underneath. 4.The pad is to be gathered in close to the resident and on command, the attendants, keeping the knees bent and back straight, slide the resident and pad. Moving the Resident up in Bed 1.The resident is informed what is going to be done. 2.The bed is stabilized and lowered. Page 17 of 19 150 DRAFT REVISION HOMES AND SENIOR SERVICES POLICY & PROCEDURE NUMBER: 1.12 DEPARTMENTAdministration SUBJECT: : Back Care, Lift/ Transfer Program APPROVAL DATE: April 2004 REVISION DATE: February 2012 Page 18 of 19 3.The side rails are put down. 4.The pillow is placed against the head of the bed. 5.One caregiver stands on either side of the bed. 6.The bed pad is grasped at the shoulder and hip level and is gathered in close to the resident. 7.Each caregiver puts the back knee up on the bed. 8.On the signal, the caregivers shift their weight onto the forward leg, moving the resident up the bed. 9.The manoeuvre may need to be repeated. It is not necessary to reposition completely in one move. 10.The resident’s pillow is replaced under his/her head and the side rails put up if required. 11.Slider sheets are recommended for repositioning residents in bed and are to be used as per manufacturer’s instructions. Moving the Resident a Short Distance Across the Bed 1.One caregiver on each side of the bed with one knee on the bed and the back straight – 1, 2, 3 gather bed pad close to the resident, count and move mechanical lift and resident to the desired position. 2.Slider sheets are recommended for repositioning resident in bed and are to be used as per manufacturer’s instructions. *** Manual lifting across the bed is not acceptable procedure. It is dangerous for the caregiver and should not be done. Guidelines for a Resident who has fallen 1.Remain calm – Do not panic. Do not move the resident. Page 18 of 19 151 DRAFT REVISION HOMES AND SENIOR SERVICES POLICY & PROCEDURE NUMBER: 1.12 DEPARTMENTAdministration SUBJECT: : Back Care, Lift/ Transfer Program APPROVAL DATE: April 2004 REVISION DATE: February 2012 Page 19 of 19 2.Contact the R.N. Supervisor immediately. If the R.N. Supervisor is not available, contact the R.P.N. 3.R.N. or R.P.N. will use Nursing Process (Assess, Plan, Implement, and Evaluate) when assessing resident for injury. 4.Once the R.N. or R.P.N. has completed his/her assessment and has determined no injury exists, the resident may be mobilized, via appropriate means. 5.Information is to be documented and reported appropriately. Staff Education 1.All newly hired nursing staff is to receive Back Care, Lift/Transfer training during their orientation shift. 2.All nursing staff is to receive annual Back Care, Lift/Transfer training. 3.New hire and annual training involves completion of the test for each mechanical lift. Page 19 of 19 152 153 154 155 CORRESPONDENCE – March 13, 2012 Items for Information (Consent Agenda) – (Attached) 1. Transport Canada with information on the consultation process for the development of the Railway-Roadway Grade Crossings Regulations. 2. Alan Smith, General Manager of Economic Development requesting Mayor Heather Chapman and Warden Walters to speak at Ontario’s Southwest Spring Launch on Wednesday, March 14, 2012 at 5:00 p.m. 3. Invitation to St. Thomas Elgin Local Immigration Settlement Strategy on March 20, 2012 from 5:00 – 7:00 p.m. 4. AMO Conference Registration information for 2012 AMO Annual Conference to be held August 19 – 22, 2012. 5. Serge Lavoie, Southwest Economic Alliance (SWEA) President, with information on SWEA Intelligent Community Initiative. 156 157 158 159 160 A Capital Idea! 2012 AMO Annual Conference August 19-22 | Ottawa Convention Centre The 2012 AMO Annual Conference returns to the City of Ottawa August 19-22 at the Ottawa Convention Centre and the Westin Hotel. AMO is working to bring you the latest on current and emerging Ontario municipal interests so that you can learn and take back with you ideas, solutions from the Conference and product information from one of the largest municipal trade shows. Speaker announcement. AMO is pleased to announce three key speakers for the upcoming AMO Conference: Dr. Daniel Shapiro, Amanda Lang and Terry Fallis. Learn more about the speakers and their topics in the attached flyer. (keynote-flyer_1.pdf attached) Register today! Don't miss out on the 2012 AMO Annual Conference, registration is now available online at http://tinyurl.com/8yg26kn and in print (CONF12_form.PDF attached). Looking to book a room in Ottawa? AMO has arranged a number of discounted room rates at hotels in Ottawa. Visit the AMO Conference Hotel and Travel page on our website at http://tinyurl.com/8yb25b6 to learn more. Travelling to Ottawa. AMO is proud to present special rates with Via Rail (the official ground transportation of the AMO Conference), Porter Airlines and Air Canada (the official major airline of the Conference) for details on the rates please visit http://tinyurl.com/8yb25b6 161 !ah !““ÒŒ /š“E;©;“-; !ÒmÒ­·   r t©šm©’ …¦7·; {¦;‰;©t 5©u 5“z;Œ {w¦z©šr CšÒ“7;© “7 5z©;-·š© šE ·w; äšÒ -“ ¨Òz-‰Œä ;“w“-; äšÒ© ­Ò--;­­ ·w©šÒmw z’¦©šÝ;7 ¦šÞ;©EҌ “;Þ E©’;ޚ©‰ ·š w;Œ¦ äšÒ m;· ­ ’Ò-w ÝŒÒ; E©š’ ­z“-; ·w; ’;Œ·7šÞ“ šE j| I;© ·wšÒmw·¦©šÝš‰z“m z“­zmw·­ ÞzŒŒ w;Œ¦ äšÒ ғ7;©­·“7 ·w; -Ò©©;“· “7 EÒ·Ò©; w;Œ·w šE ·w; economy bšÞ ·w·x­ ! /¦z·Œ L7;gg 162 August 19-22, 2012 Ottawa Convention Centre CONFERENCE REGISTRATION FORM 163 August 19-22, 2012 Ottawa Convention Centre CONFERENCE REGISTRATION FORM Name ____________________________________ Title ________________________________________ Municipality _______________________________________________________________________________ Mailing Address ___________________________________________________________________________ Telephone ________________________________ Fax _________________________________________ E-mail ____________________________________________________________________________________ Payment MUST accompany registrations. Mail payment to Association of Municipalities of Ontario, 200 University Avenue, Suite 801, Toronto, ON., M5H 3C6 or FAX Credit Card Payments to 416-971-9372 Please indicate registration choice below: Summary of Charges: AMO Members Registration Fee $ _____________________ Fee does not include HST Early Bird Regular On Site Companion’s Fee $ _____________________ Before After Aug 19-22 Extra Banquet Ticket $ _____________________ X April 30May 1 HST (13%) $ _____________________ Full Registration 625.00 675.00 740.00 TOTAL$ ____________________ Full Reg - No Banquet 560.00 615.00 675.00 For companion registration please complete 1 Day - Monday 340.00 385.00 425.00 Companion Selection Form. 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Please note as an attendee at the conference your likeness may be used in promotional materials and on our website for subsequent conferences. 164 From : Southwest Economic Alliance <slavoie@swea.ca> To : Mark McDonald Sent : Thu Mar 08 10:15:24 2012 Subject : SWEA to launch Intelligent Community initiative The SWEA board of directors has affirmed that future economic growth in Southwestern Ontario will be knowledge-based and "intelligent". Exactly what that means will be the sole topic of the SWEA Assembly to be held June 13-14 in Stratford, Ontario. With the recent successes of Stratford, Waterloo and Windsor-Essex in the Intelligent Community Forum ranking of wired and tech-savvy communities—Stratford made the Top 7 list for the second consecutive time this year—SWEA has decided to launch an initiative that could lead to all of Southwestern Ontario being recognized as an intelligent region. For the conference and for the initiative, SWEA is partnering with the i-Canada Alliance, a program of the Canadian Advanced Technology Alliance (CATA). Their stated objective is “Building an Intelligent Nation”. The assembly will offer a broad range of presentations that will define what intelligent communities are, how they benefit from adopting and adapting technology, and the steps necessary to go through the process. This will include details of a critical asset mapping exercise that communities use to assess their strengths and weakness and set targets for improvements and positive outcomes. The campaign itself is in the planning stages and will be formally introduced at the conference. The objective is to encourage all communities in Southwestern Ontario to undertake an intelligent community process, leading to recognition of the entire region as “intelligent”. Strategically, the initiative is designed to address a variety of challenges faced by communities in the region: improving access and productivity of services, attraction and retention of investment, attraction of skilled workers and immigrants, youth retention, and community pride. SWEA is actively seeking additional partners to engage in the program. Guidance will be sought from the SWEA Advisory Council, comprised of mayors and wardens of SWEA communities, as well as college and university presidents and business leaders. “Southwestern Ontario needs to embrace a clear objective and aspire to a set of outcomes that are fully in line with jurisdictions around the globe,” states SWEA president Serge Lavoie. “The great thing about the Intelligent Community movement is that it benefits communities of all shapes and sizes based on their local strengths and assets. This is not a one-size-fits-all approach. As communities succeed, the whole region succeeds.” This SWEA Assembly is targeted specifically at all senior decision makers – mayors, wardens, CAOs, EDOs, business leaders and key leaders in education. Sessions will progress through a full understanding of the initiative and will end with an interactive session to help guide SWEA in its implementation of the initiative. The dedicated SWEA Assembly website -- www.swea2012.ca -- is now live, with program details added on a regular basis. Online registration will open March 12. In the meantime, mark your calendars for June 13-14, Stratford, Ontario. 165 COUNTY OF ELGIN By-Law No. 12-04 "BEING A BY-LAW TO AUTHORIZE THE EXECUTION OF A COLLECTIVE AGREEMENT BETWEEN THE CORPORATION OF THE COUNTY OF ELGIN AND CANADIAN UNION OF PUBLIC EMPLOYEES WITH RESPECT TO THE CORPORATION’S COUNTY LIBRARY EMPLOYEES” WHEREAS the Canadian Union of Public Employees, Local 841.6, is the sole and exclusive collective bargaining agent for all its employees save and except Branch Library Supervisors and persons above the rank of Branch Library Supervisor, Administrative Assistant, Director of Community and Cultural Services, or designate, students, pages and temporary employees; and WHEREAS negotiations have taken place over a period of time, between the County and the Union towards amending the collective bargaining relations and providing an orderly procedure for the disposition of grievances and defining working conditions and terms of employment for all employees who are represented by the Union, in the form of a Collective Agreement; and WHEREAS agreement has now been reached by both parties on the said procedures, conditions and terms of employment to be included in an agreement to cover the period January 1, 2012 to December 31, 2014. NOW THEREFORE the Municipal Council of the Corporation of the County of Elgin enacts as follows: 1. THAT the Warden and the Chief Administrative Officer be and are hereby authorized to sign the Collective Agreement between the County of Elgin and the Canadian Union of Public Employees, setting forth collective bargaining relations, disposition of grievances and to define working conditions and terms of employment for the library employees. 2. THAT this By-Law shall become effective January 1, 2012. TH READ A FIRST, SECOND AND THIRD TIME AND FINALLY PASSED THIS 13 DAY OF MARCH 2012. M.G. McDonald, Bill Walters, Chief Administrative Officer. Warden. 166 COUNTY OF ELGIN By-Law No. 12-05 “A BY-LAW TO PROVIDE A SCHEDULE OF SERVICES AND ACTIVITIES SUBJECT TO FEES AND CHARGES BY THE COUNTY OF ELGIN AND TO REPEAL BY-LAW NO. 11-04" WHEREAS Section 391 of the Municipal Act, 2001, S.O. 2001, c. 25, as amended, states that a municipality and a local board may pass by-laws imposing fees or charges on persons for services or activities provided or done for persons; and, WHEREAS the Corporation of the County of Elgin did pass By-Law No.11-04 imposing fees or charges on services or activities provided to persons; and, WHEREAS the Corporation of the County of Elgin has deemed it advisable to amend the fees and charges applicable to some of its services or activities, and to make provision for the addition of taxes where appropriate. NOW THEREFORE the Municipal Council of the Corporation of the County of Elgin enacts as follows: 1. THAT Schedule “A” attached hereto and forming part of this by-law setting out services and activities which are subject to fees and charges, and taxes where applicable, and the amount of such fees or charges be and is hereby adopted. 2. THAT By-Law No. 11-04 and any by-law that is contrary to this one be and is hereby repealed. 3. THAT this by-law shall come into force and take effect on April 1, 2012. READ A FIRST, SECOND AND THIRD TIME AND FINALLY PASSED THIS 13TH DAY OF MARCH 2012. __________________________________ ______________________________ Mark G. McDonald, Bill Walters, Chief Administrative Officer Warden 167 SCHEDULE "A" By-Law No. 12-05 The Corporation of the County of Elgin has deemed it advisable to provide activities and services that are subject to fees and charges. The following list details such activities and services and the fees and charges that will apply: Please note that the fees and charges below include taxes, where applicable. GENERAL (authority under the Municipal Act) SERVICEFEE Photocopies for the public throughout all County of Elgin Departments Copy charge per printed page - per printed side$0.25 ADMINISTRATIVE SERVICES (authority under the Municipal Act) Submission of a Closed Meeting Complaint for Investigation$25.00 FINANCIAL SERVICES (authority under the Municipal Act) Late payment of County Levy15% / year (i.e. installment due on the 15th and not received until the 16th, one day of interest would be charged) COMMUNITY & CULTURAL SERVICES – Archives(authority under the Municipal Act) Long-Distance Research $40.00 per hour Microfilm Reader-Printer Letter/Legal - per page$0.50 11 x 17 - per page$0.75 Photograph Prints 4 x 5 $12.00 4 x 5 - additional print$6.00 5 x 7 $15.00 5 x 7 - additional print$8.00 8 x 10$20.00 8 x 10 - additional print$10.00 11 x 14$10.00 11 x 14 - additional print$20.00 Larger Sizes On a case by case basis Digital reprints (up to 8 x 10)$10.00 35 mm slide$15.00 Scanning Document scanning$5.00 Recordable CD$2.50 168 2 SERVICEFEE COMMUNITY & CULTURAL SERVICES – (continued) Archives Supplies Archival sheet protectors$1.00 Acid-free storage box $12.00 Newspaper storage box$25.00 Acid-free file folders$1.00 Film marking pens$4.00 COMMUNITY & CULTURAL SERVICES – Libraries(authority under the Public Libraries Act) Library Fines: Adult & Juvenile HardcoverBooks Daily Overdue$0.10 Maximum Overdue$7.00 Music CD's Daily Overdue$0.50 Maximum Overdue$7.00 Paperbacks Daily Overdue$0.10 Maximum Overdue$5.00 Videos/DVD’s Daily Overdue$1.00 Maximum Overdue$10.00 Audio books/Language Kits Daily Overdue$0.50 Maximum Overdue$7.00 Magazines Daily Overdue$0.10 Maximum Overdue$3.00 Interlibrary Loan Lending Daily Overdue$0.10 Maximum Overdue$7.00 Bag of Books $10.00 Fax Machine: Sending Local$1.50 - Each Additional Page$0.50 Long Distance$2.50 - Each Additional Page$1.00 Receiving Per Page$1.00 Interlibrary Loan - Borrowing Canadian Library or University$10.00 - plus shipping (if they charge) U.S. Library or University$15.00 - plus shipping (if they charge) Microfilm - plus shipping (where applicable)$4.00 169 3 SERVICEFEE COMMUNITY & CULTURAL SERVICES – (continued) Libraries Internet Printing Black & White$0.25 Colour$0.60 Diskette Purchase$1.25 Recordable CD$2.50 Scanning Per Page$1.00 Lost or Damaged Materials All Material Types Actual Cost plus $5.00 Processing Bag of Books$160.00 If actual cost is unknown, the following rates are charged: Other Materials - Lost or Damaged Videos/DVDs$20.00 Cassettes$12.00 Microfilms$30.00 Music CDs$20.00 Books - Lost or Damaged Hardcover$30.00 Magazines$5.00 Paperbacks$10.00 Audio Books$50.00 Room Rentals (no charge for non-profit group) $25.00 COMMUNITY & CULTURAL SERVICES – Museum(authority under the Municipal Act) Admission Donation basis Membership Annual$5.00 Lifetime$100.00 Programs Delivered Adult off-site programs $33.90 plus travel paid at the rate established by the County for use of personal vehicles School tours and children's group tours (designed for children under the age of 14) $1.75 - Chaperones are no charge School programs offered in-school (designed for children under the age of 14)$3.00 - including rented teacher's kit Note: Fees for programs delivered by the Museum may vary according to the program 170 4 SERVICEFEE ENGINEERING SERVICES (authority under the Municipal Act) County Road Maps $3.00 Meeting Room Rental Rates (authority under the Municipal Act) For use of meeting rooms in the County Administration Building by outside groups: Lunchroom$56.50 Committee Rooms/Lounge$45.20 Oversize/Overweight Moving Permit (authority under the Highway Traffic Act) Permit for moving heavy vehicles, loads, objects or structures in excess of dimensional and weight limits set out in the Highway Traffic Act: Single Move Fee$200.00 (if action is requested with greater than 5 business days’ notice) Single Move Fee$400.00 (if action is requested with less than 5 business days’ notice) Annual Fee $500.00 Private Infrastructure Encroachment Agreements - (authority under the Municipal Act) Including Restoration Expenses Cost Recovery Basis - taxes not applicable may be added to the property tax roll for collection, on behalf of the County, by a local municipality Road Occupancy Permit (authority under Public Highway & Transportation Improvement Act) To regulate the construction or alteration of any entranceway, private road or other facility that permits access to County Roads: Request greater than 5 days notice$200.00 Request less than 5 days notice$400.00 Tender Documents (authority under the Municipal Act) $50.00 LONG-TERM CARE HOMES (authority under the Homes for the Aged Act) Adult Day Programs Activity & Meal per day$13.00 Activity, Meal & Transportation per day$16.00 Activity, Meal, Transportation & Bath per day $18.00 Activity, Meal & Hand Waxing for Arthritic Pain per day$20.00 Note: If an Adult Day Program is cancelled with less than 72 hours advance notice, the applicable fee will be charged for cost recovery. Fees are charged in accordance with the rates set by the Province of Ontario which may change from time to time. 171 5 SERVICEFEE LONG-TERM CARE HOMES - continued Barber/Hairdresser see "Schedule B" attached (April 1, 2012 - March 31, 2015) Shampoo and Set Shampoo, Cut & Set Ladies' Haircut only Men's Haircut only Shampoo, Perm & Set Shampoo, Perm, Cut & Set Shampoo, Colour & Set Shampoo, Colour, Cut & Set Men's Cut & Dry Ladies' Cut & Dry Bang Trim Shampoo Only Comb Out & Curling Iron Cable TV/Internet Market Rate Foot Care Through VON - established by the VON Market Rate Guest Room Accommodation - per night including breakfast at Elgin Manor & Bobier Villa$45.00 Meals on Wheels for Community Clients Elgin Manor (VON) per meal$6.50 Terrace Lodge (VON) per meal$6.50 Bobier Villa (WECHC) per meal$6.00 ($6.00 per meal is retained by the Home for cost recovery) Medication not Covered by Health Card 65 and Non-prescription Drugs Cost of drug plus $2.00 - ODB co-payment Newspaper Market Rate Preferred Accommodation Rate Upon Admission Minimum 2 years' agreement applies, based upon basic rate availability Purchased Services Resident requested sundry products, therapy services, supplies, etc. Market Rate Resident Fees Note: Residents may apply for a rate reductionResident Fees are charged in based on annual income accordance with the rates set by the Province of Ontario, which may change from time to time Room Rental $25.00 Determined by Homes' Director - minimum fee may apply 172 6 SERVICEFEE LONG-TERM CARE HOMES - continued Transportation/Accompaniment of Staff Market transportation rate, plus, if accompanied by staff the employee's hourly rate of pay times the length of absence from the workplace, plus benefits if applicable. Valet (mending of clothing) $6.45 Visitor Meals Full Course Meals (per meal)$9.00 Under the age of 5 years $4.50 Special Event Meals$15.00 Under the age of 5 years $6.00 Diners' Club for Community Seniors$7.00 HUMAN RESOURCES (authority under the Municipal Act) County Sponsored Training Programs Participation by Public Partners Cost Recovery Basis Identification Badge Photo Family and Children’s Services$10.00 Loss of Employee Identification Badge$5.00 LAND DIVISION (authority under the Planning Act) Application for Consent$750.00 Application for Validation Certificate$750.00 Stamping of Deed$250.00 If an Application for Consent/Validation is: (i) withdrawn at least fourteen (14) days prior to the hearing date $50.00 will be retained. If amended at least fourteen (14) days prior to the hearing date, an additional $50.00 will be charged. (ii) withdrawn after the time limit set in (i), the entire fee will be retained. If amended after the time limit set in (i), an additional $50.00 will be charged. (iii) requested to be reconsidered once consent has been granted, in order to alter the original decision in a minor way, it will be treated as if it were a new application, and a fee of $50.00 must accompany the letter explaining the reason for the change. (iv) requested to be deferred from having action taken on it, by the applicant, in writing, whether after or before a hearing date has been set, a fee of $100.00 must accompany the request for deferral. 173 7 SERVICEFEE PROVINCIAL OFFENCES (authority under the Provincial Offences Act) *Photocopies$1.00 Certified Copies - per certification$3.50 Transcripts - per page for first copy$3.20 - per page for additional copies$0.55 Note: The above items are not applicable to Judiciary and County Prosecutor. NSF Cheques$40.00 Cost of CollectionA range of 10% to 45% for Collection Agents. All other costs of enforcement as incurred. Cost of Collectin Delinquent Fines to 25% of the fine amount g charged back to the Defendant as a percentage of the Fine Note: Fees for copies and transcripts are set by the Ministry. 174 CLOSED MEETING AGENDA March 13, 2012 Staff Reports: 1) Director of Human Resources - Municipal Act, Section 240.2 (d) labour relations or employee negotiations – Ontario Nurses’ Association Grievance. 2) Director of Financial Services –Municipal Act, Section 240.2 (a) the securityof the (Restricted Circulation: property of the municipality or local board – 99 Edward Street. Members of Board of Health Excluded) 175