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September 25, 2001 Agenda ORDERS OF THE DA Y FOR TUESDA y, SEPTEMBER 25TH, 2001 AT 9:00 A.M. PAGE # ORDEfj 1st Meeting Called to Order 2nd Adoption of Minutes - meeting held on September 11, 2001 3rd Disclosure of Pecuniary Interest and the General Nature Thereof 4th Presenting Petitions, Presentations and Delegations DELEGATION 9:00 A.M. - Retirement Recognition - Dorothy Streets of the County Library 9:10 A.M. - Ken Monteith - United Way 2001 Activities & 2002 Campaign 5th Motion to Move Into "Committee Of The Whole Council" 1-26 6th Reports of Council, Outside Boards and Staff 7th Council Correspondence - see attached 27 -34 i) Items for Consideration 35-44 H) Items for Information (Consent Agenda) 8th OTHER BUSINESS 1) Statementsllnquiries by Members 2) Notice of Motion 3) Matters of Urgency 9th In-Camera Items - see separate agenda 10th Recess 11th Motion to Rise and Report 12th Motion to Adopt Recommendations from the Committee Of The Whole 13th Consideration of By-Laws 14th ADJOURNMENT I LUNCH WILL BE PROVIDED I October 14-17 2001 AMO Counties, Regions and CMSMs Conference - Deerhurst Resort, Huntsville REPORTS OF COUNCIL AND STAFF September 25th, 2001 Staff Reports (ATTACHED) Paae # 2 Chief Administrative Officer - Mission Statement for the County of Elgin 3 Manager of Engineering Services - Road Maintenance Allocations Based on Traffic Volumes - Update 8 Manager of Engineering Services - Road Closing - Town of Aylmer 9 Manager of Engineering Services - Speed Zones on Elgin County Roads - Update 18 Manager of Engineering Services - Winter Maintenance 22 Manager of Engineering Services - Access Control - Building Security 23 Technical Services Officer - Union Road Reconstruction Update 24 Director of Homes and Seniors Services - Access Road - Terrace Lodge 25 Director of Homes and Seniors Services - Redevelopment Agreement for Elgin Manor 26 Director of Financial Services - 2000/2001 L-T Care Community Services Reconciliation Report REPQRT TO COUNTY COUNCIL Team Management FROM: September 12. 2001 DATE SUBJECT; MISSION STATEMENT FOR THE COUNTY OF ELGIN Introduction At the Senior Staff retreat to review County departmental operations, it was determined that a "County Mission Statement" be developed to reflect the County's overall responsibility to its citizens. Discussion/Conclusion A "County Vision Statement" would help to identify the County of Elgin's mandate for its governance and operations. The Management Team has reviewed these submissions and the following are suggested as possible "Vision Statements" for Council's consideration. The suggestions are not listed in any particular order: To create and promote a highly liveable community by working In partnership with our citizenry. 1 2. To provide quality services to the Citizens of the County of Elgin 3. The County of Elgin strives to provide a safe, pleasant community for all citizens through a variety of services designed to promote quality of life and our rich historical and agricultural heritage. 4. Elgin County is a federation of municipalities working together to support and achieve economic sustainability. We value our local heritage, diverse communities and agricultural sectors. Elgin County is committed to growth opportunities through progressive and well managed planning for the future. 5. To provide the most efficient and effective services possible by respecting the needs of all the varied and unique groups in our community so that we may constantly improve on the quality of life we enjoy today. The use of innovative solutions, honesty and integrity, foresight and hindsight will help us achieve this goal. Recommendation As determined by Counci ALL of which is respectfully submitted Team 2 on behalf of the Management Mark G. , Chief Administrative Officer, REPORT TO COUNTY COUNCIL FROM: CLAYTON WA HERS, MANAGER ENGINEERING SERVICES AUGUST 30, 2001 DATE SUBJECT: ROAD MAINTENANCE ALLOCATIONS BASED ON TRAFFIC VOLUMES-UPDATE ntroduction 24. 2001 the following resolution was adopted "That the report on Road Maintenance Allocations Based on Traffic Volumes be approved in principle for consideration by and input from Lower-Tier municipalities." meeting on Apri At the County of Elgin Counci Discussion Engineering staff have met and discussed the attached report with the road supervisors and the CAO met with the local administrators. The report and a letter requesting comments was also sent to the lower tier municipal Councils on April 30 and August 7, 2001. The comments received are listed below: Comment · Council Transportation Committee accepted the report as printed and voiced no concerns or comments. · That the County of Elgin be advised that the Municipality of Bayham agrees in principal with the allocation of its road maintenance payment based on road volumes, · That the County also be advised that the Municipality also supports the process to "red circle" allocations, provided the annual inflation increase is based on the standing allocation amounts, and the subsidy rates by road class are adjusted accordingly, · That the County be requested to specify the process for review and maintenance of its traffic data. · Council approve the funding formula for maintenance of County of Elgin roads based on traffic volumes. · The Council of the Municipality of DuttonlDunwich supports the proposed Traffic Volume Based method of paying the Lower Tier Municipalities for _ maintaining County Roads. · That Malahide Township Council approve the Report and attached schedules" Road Maintenance Allocations Based on Traffic Volumes" Municipality Aylmer Central Elgin DuttonlDunwich Malahide Bayham No reply That Council is in agreement with the Road Maintenance Allocations based on Traffic Volumes as received from the County of Elgin · · Southwold West Elgin 2 :3 Page 2 REPORT TO COUNTY COUNCIL FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES AUGUST 30, 2001 DATE SUBJECT: ROAD MAINTENANCE ALLOCATIONS BASED ON TRAFFIC VOLUMES-UPDATE The Municipality of Bayham expressed concern with the process for the review and maintenance of its traffic data. The engineering department has divided the county into two sections for data collection, east half of Elgin (Aylmer, Bayham, Central Elgin and Malahide) and west half of Elgin (Dutton! Dunwich, Southwold and West Elgin) for the collection of the raw data. Data is collected every even calendar year in the east section and every odd year in the west section. This data is then formatted to the Average Annual Daily Traffic (MDT) which is the basis for the payments. This data is compared with the previous MDT counts to verify any changes in the new data. Once the new MDT data is calculated and verified, the individual roads counts will be modified and the following year the municipality would see a change in the payment. Payments will be changed if the traffic is increased or decreased above the 400, 1000 and 4000 MDT limits that are set out in the report. Conclusion The municipalities have reviewed the proposal and found the report to be both reasonable and adequate. The higher volume roads should receive more compensation than the roads with less volume Road entitled 2,2001 Recommendation That the report from the Manager of Engineering Services, dated Apri Maintenance based on Traffic Volumes Payments"be approved; and, That commencing on January 1S\ 2002, County road maintenance payments to lower-tier municipalities be adjusted according to the attached formula to more accurately reflect the costs associated with maintenance on higher volume roads. APPROVED FOR SUBMISSION RESPECTFULL Y SUBMITTED (ÁkiU< MARK CHIEF ADMINISTRATIVE OFFICER 4 CLAYTON D. WATTERS, MANAGER ENGINEERING SERVICES REPORT TO COUNTY COUNCIL FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES APRIL 2. 2001 DATE SUBJECT: ROAD MAINTENANCE ALLOCATIONS BASED ON TRAFFIC VOLUMES ntroduction The previous report concluded that the road maintenance allocation to lower-tier municipalities is adequate to meet the County's minimum requirements. However, since the allocation makes no distinction between a high volume road and a lower volume road, it may be better to develop a system of payment that recognizes this differential. After all, the County's own minimum standards indicate that higher volume roads require quicker action and more maintenance than less travelled highways. This report suggests one method to compensate municipalities with higher traffic volumes without affecting the total allocation for road maintenance. Discussion The County's total maintenance budget for 2001 is $2,062,739.00 (see chart attached). According to the current formula, municipalities receive approximately $3050 per kilometre of County road within the respective municipality. This allocation is automatically adjusted each year for inflation. The formula, however, does not recognize the extra costs associated with maintaining the County's minimum standards on high volume roads. For example, according to policy, higher volume roads require quicker reaction times and longer times on winter control routes when compared to less travelled sections. Further, the maximum snowfall accumulation permitted is 5 cm on high volume roads as compared to 15 cm on roads with less traffic. One way to address this inequity without affecting the municipality's 2001 allocation is to implement a form of "red circling" maintenance allocations. That is, develop a funding formula that recognizes the higher maintenance costs for maintaining high volume roads without adjusting the total maintenance allocation. The attached chart entitled road maintenance payments demonstrates this idea. The chart divides the road system into four distinct categories: M5 roads have a traffic count of 50 - 400 cars per day on average; M8 roads have 400 - 1000; M11 roads have 1000 - 4000; and M14 roads have greater than 4000. Each classification is then assigned a payment that reflects the anticipated costs for maintenance. M5 roads would receive $2,650/kilometer; M8 roads would receive $2,800/kilometre; M11 roads would be allocated $2,950/kilometre; and, M 14 roads would be paid out at $3,1 OO/kilometer. Referring to the chart, the municipalities in the shaded areas would have their 2001 maintenance allocation "frozen" until the inflationary increases were such that an adjustment was due. Overall costs would not be affected as the County's total maintenance budget would remain unadjusted except for yearly inflation. of2 1 Page 5 , Page 2 of 2 REPORT TO COUNTY COUNCIL FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES DATE: APRIL 2,2001 SUBJECT: ROAD MAINTENANCE ALLOCATIONS BASED ON TRAFFIC VOLUMES Conclusion: In view of the fact that the County's total maintenance allocation is adequate and reasonable, there is a method to make the distribution of the allocation match the requirements of higher volume roads. Furthermore, this adjustment to the formula can be done without negatively impacting any municipality as a phased-in approach is being recommended. Recommendation That the report from the Manager of Engineering Services, dated April 2, 2001, entitled "Road Maintenance based on Traffic Volumes Payments" be approved; and, That commencing on January 1S\ 2002, County road maintenance payments to lower-tier municipalities be adjusted according to the attached formula to more accurately reflect the costs associated with maintenance on higher volume roads. RESPECTFULL Y SUBMITTED APPROVED FOR SUBMISSION CLAYTON D. WATTERS, MANAGER MARK MCDONALD ENGINEERING SERVICES CHIEF ADMINISTRATIVE OFFICER 6 1 Total km's does not include #37 ¡,om Belmont to #73. #7and #17 2 Aylmer will be paid the same until 2020 3 SHADED AREAS INDICATE RATE IS FROZEN UNTIL INFLATION ON NEW PAYMENT RATE HAS EXCEEDED CURRENT ALLOCATION. 4 Inflation increase of 2.5% used for years 2002 to 2007 $6,480.00 $6,661.00 $287,820.00 $295.879.00 $ 313.798.67 $ 321.643.64 $394,200.00 $405.238.00 $ 446.207.15 $ 457.362.33 $309,960.00 $308.558.00 $ 311,805.64 $ 319.600.78 $408,240.00 $421,482.00 $ 474.547.51 $ 486,411.20 $331.560.00 $337.724.00 $ 350,585.05 $ 359.349.68 $288,900.00 $287.197.00 $ 316,129.48 $ 324.032.72 $2,027.160.00 $2,062.739.00 $ $ 2,097.391.88 $ 2,128.905.22 $ 2,170,114.47 $ 2,219,734.50 $ 2,275,061.34 1.755% 1.266% 1.503% 1.936% 2.287% 2.492% 'J NOTES: Total T ota] year to year increase Aylmer say¡:¡am Central Elgin DuttonlDunwich Malahlde Southwold West Elgin 2007 Payments (ine!. inflation) 2006 Payments (incl. inflation) 2005 Payments (ine!. inflation) Scenario Shows Future Payments based on rates from new AADT based formula and an inflationary increase annually. 2000 Payments 2001 Payments 2002 Payments 2003 Payments 2004 Payments (ine!. 2.8%) (ine!. inflation) (ine!. inflation) (incl. inflation) AADT 50 - 399 AADT 400 - 999 AADT 1000 - 3999 AADT greater than 4000 -$102,515.60 Total Difference= Description of Levels: M5 M8 M11 M14 Maintenance Provider Total kms M5 M8 M11 M14 New System 2001 Payments Difference *allocation/km $ 2.650.00 $ 2,800.00 $ 2.950.00 $ 3,100.00 AADT Based (incl. 2.8%) (2001-new) Town of Aylmer 1.380 0 0 0.594 0.786 $4,188.90 $6,661.00 -$2,472.10 Mun. of Bayham 96.581 12.638 25.135 58.808 0 $277,352.30 $295.879.00 -$18,526.70 Mun. of Central Elgin 134.109 1.852 30.539 75.738 25.980 $394,382.10 $405,238.00 -$10,855.90 Mun. of DuttonlDunwich 96.787 18.427 29.352 49.008 0 $275,590.75 $308.558.00 -$32,967.25 Township of Malahide 143.365 3.563 32.22 91.542 16.04 $419,430.85 $421,482.00 -$2,051.15 Township of Southwold 106.593 11.886 19.617 62.256 12.834 $309,866.10 $337,724.00 -$27.857.90 Mun. of West Elgin 97.553 20.371 15.051 62.131 0 $279,412.40 $287,197.00 -$7.784.60 Column Total 676.368 68.737 151.914 400.077 55.640 $1,960,223.40 $2,062,739.00 PROPOSED COUNTY ROAD MAINTENANCE PAYMENTS (BASED ON A.A.D.T.) REPORT TO COUNTY COUNCIL FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES 10,2001 SUBJECT: ROAD CLOSING - TOWN OF AYLMER SEPTEMBER DATE Introduction to stop up, close and convey a road allowance wishes The Town of Aylmer Discussion/ Conclusion That the County of Elgin has no concerns to the Town of Aylmer stopping up, closing and conveying the road allowance in Lot 82, North Talbot Road, Part #3, Reference Plan 11 R-7548, being part of Elm Street, Geographic Township of Malahide, Town of Aylmer Recommendation That the County of Elgin has no concerns with the Town of Aylmer stopping up, closing and conveying the road allowance in Lot 82, North Talbot Road, Part #3, Reference Plan 11 R-7548, being part of Elm Street, Geographic Township of Malahide. Town of Aylmer APPROVED FOR SUBMISSION MARK CHIEF ADMINISTRATIVE OFFICER t<~. CLAYTON D. WATTERS, MANAGER ENGINEERING SERVICES RESPECTFULL Y SUBMITTED 8 Jo, c Hd 1'~eports\2()O 1 \Ayll11or nl~OADS\C(]uncì ::F:::SIDE t;; \1 - REPORT TO COUNTY COUNCIL CLAYTON WATTERS, MANAGER ENGINEERING SERVICES FROM 12.2001 SUBJECT: SPEED ZONES ON ELGIN COUNTY ROADS - UPDATE SEPTEMBER DATE Introduction Elgin the following resolution was adopted Speed Zones on County Council meeting "That the report from the Manager of Engineering Services entitled County Roads' be referred to Lower-Tier municipalities" 2001 24th At the Apri with our The Chief Administrative Officer and the Manger of Engineering Services have meet respective colleagues and reviewed the attached report for clarification Discussion The original report is attached for your information under Appendix 'A'. The lower tier municipalities have reviewed the report and the responses are included in Appendix 'B'. Also included in the appendix are comments from county engineering staff. The report was also sent the St. Thomas detachment of the Ontario Provincial Police for their review. Engineering staff concurs with only one of the recommendations from the lower tier municipalities. Wellington Road from City of St. Thomas Limits to Highway #3 requires a reduced speed because of the development and the offset intersection. This offset intersection at Ford Line is designed for speeds of 50 km/hr. 2 Engineering staff has reviewed the report and can justify the reduced speed zone be extended north 315 meters in the Hamlet of Sparta. All other recommendations have been reviewed and the investigations indicate that traffic can safely accommodate the increased speeds. 9 , Page 2 CLAYTON WATTERS, MANAGER ENGINEERING SERVICES DATE: AUGUST 12, 2001 SUBJECT: SPEED ZONES ON ELGIN COUNTY ROADS FROM staff 2001 to council in Apri the report presented Conclusion After reviewing comments from the lower tiers, recommends two changes to the report. And now a lower tier municipalities have reviewed the report on speed zone with most providing comments. Engineering staff concurs with only one of the recommendations and that is because of the intersection configuration and urban growth. to form a Recommendation THAT the recommended reduced speed zones on Elgin County roads be adopted reduced speed zone by-law in the report dated March 13, 2001 . and That the report be changed to increase the speed zone 315 meters from the north limit of North Street in the Hamlet of Sparta and a reduction in the speed limit to 50 Km/h on Wellington Road from the City of St. Thomas boundary to Highway #3, and the adjustments for the reduced speed to make the costs THAT the 2002 capital budget include zones as per the Highway Traffic Act. MARK D CHIEF ADMINISTRATIVE OFFICER o ., RESPECTFULL Y SUBMITTED ~' CLAYTON D. WATTERS, MANAGER ENGINEERING SERVICES Schedule B RESPONSES FROM LOWER TIERS TO SPEED ZONES ON ELGIN COUNTY ROADS and COUNTY ENGINEERING STAFF COMMENTS County of Elgin Engmeering Staff Comments · No comment Comments from Municipalities Municipality Engineering analysis indicates increasing speed can be accommodated into present road condition Reduction on west section is warranted. Present east section does not require a reduced zone because of traffic analysis No comment · · No concerns and fully endorses and supports report Does not support reduction of reduced speed zone on Culloden Road, nor the increase in speed limit; Does not support proposed changes to limits affecting Heritage Line in Straffordville · · · Aylmer Bayham Accepts recommendation · · No comment Present conditions do not warrant increasing existing 50 to 60 km/hr Cost to install system is $75.000 · comments Engineering analysis indicates increasing speed can be accommodated into present road condition · · report for See previous · · Has no objection to the speed zones on Elgin County Roads as suggested in report. Consideration should be given to the reduced speed zone from St. George Street to Highway #3 because of recent development. No reply Approved attached report and schedule That all existing 50 km/hr zones be increased to 60 km/hr within Southwold. That a flashing lights be installed at Southwold Public School for a 60 km/hr zone Change all 80 km/hr zones to 90 km/hr They want no change to the speed zone south of West Lorne · · · · Central Elgin Dutton I Dunwich Malahide · Southwold · · · Elgin West 1 No reply · Ontario Provincial Police REPORT TO COUNTY COUNCIL CLAYTON WATTERS, MANAGER PETER DUTCHAK, TECHNICAL SERVICES OFFICER ENGINEERING SERVICES FROM 13,2001 SPEED ZONES ON ELGIN COUNTY ROADS MARCH DATE: SUBJECT: Introduction At previous sessions of County Council, resolutions were passed requesting that Engineering Services prepare a speed zone study to identify and justify reduced speed zone areas and entertain the idea of increasing the 80 km/h posted speed limit. Recently there have also been two requests to reduce the posted speed limit in specific areas. In 1993 County Council recommended to standardize all speed zones on Elgin County Roads. As a result, all speed zones were changed to either 50 or 80 km/h. Recent Provincial Highway transfers have 60 and 70 km/h speed zones, therefore, our current road system now has speed zones of 50, 60, 70 and 80 km/h. There are existing speed zones that are not justified under the Highway Traffic Act or by common engineering practices. Most of the existing speed reduction zones on Elgin County Roads do not have proper by-laws identifying the areas or proper sign placement as prescribed by the H.T.A. thereby rendering them legally unenforceable. For these reasons and as a result of Council's request this report shall specifically identify a areas on County Roads that should receive a reduced speed limit and further justify the existing 80 km/h maximum speed limit. Discussion Numerous research reports have indicated that drivers tend to select speeds at which they consider safe rather than the posted limits. In congested areas with parking lanes, pedestrian activity and numerous entrances, drivers will tend to reduce their speed. Conversely, in wide open rural areas, drivers will naturally travel at much higher rates of speed. Because of this phenomenon, the "85th percentile" is commonly used to determine the posted speed limit. The 85th percentile is the speed at which 85 percent of vehicles tend to travel at or lower. Although commonly used, the 85th percentile can only be used to choose a posted speed limit if it does not exceed other criteria. Those related criterion include: the design speed, collision rates or the provincially legislated speed limit. 2 2 1 Page 2 CLAYTON WATTERS, MANAGER PETER DUTCHAK, TECHNICAL SERVICES OFFICER ENGINEERING SERVICES MARCH 13,2001 SPEED ZONES ON ELGIN COUNTY ROADS FROM DATE: SUBJECT: Discussion (continued, Unrealistic speed reductions well below the 85th percentile lead to non-compliance and a greater variation in speeds that increase the potential for collisions. Police enforcement is the only approach to control these unrealistic speed zones and research has shown that significant increases in enforcement levels are required to influence driver behavior, and the effects are short lived. Speed limits at or near the design speed of the road cause other conflicts. If the posted limit is at the same speed as the design speed, drivers will be given the false assurance that the posted speed is safe to drive in all conditions. They will also assume that travelling slightly above that limit (10-20 km/h) is also safe. Many features of the roadway are directly related to the design speed and once that speed is breached those features are no longer effective. the design speed chosen directly based upon placed or Some are: · Guide Rail type and length · Sign size, type and spacing · Horizontal and vertical road alignment · Sight distance and safe stopping distance · Superelevation of curves · Entrance placement that are designed road features Posting speeds at or above design speeds expose the County to potential liability. Some sections of some roads may accommodate greater design speeds, however, it could be very costly to change the features of a long stretch of road to qualify for a higher design speed. Drivers may also become confused with higher postings on only certain County roads. Greater speeds do not necessarily increase the number of collisions, however, they do Increase the severity of those collisions. Simple physics proves that increasing the speed limit from 80 to 90 km/h increases the impact energy by 27% (Energy=Velocity^2 x Mass) proposed area was frontages After considering al of these variables each zone was examined and the measurements and changes were recorded onto Schedule 'A'. Each speed zone reviewed on site with the local Road Superintendent in 1999. Each area's building were also measured to identify "built-up" areas as described in the Highway Traffic Act. There are a total of 88 reduced speed zones on Elgin County Roads. Staff has recommended changing 45 of the areas after our review. A summary of the changes are as follows: the lengths of 26 zones be reduced, 6 zones will be eliminated, 3 zones will be lengthened. 17 zones speeds will be increased and two speed zones will be decreased. 3 3 1 Page 3 CLAYTON WATTERS, MANAGER PETER DUTCHAK, TECHNICAL SERVICES OFFICER ENGINEERING SERVICES MARCH 13,2001 SPEED ZONES ON ELGIN COUNTY ROADS FROM DATE: SUBJECT: Discussion (continued, The cost to make the proposed changes and update the speed zones so that they are in compliance with the Highway Traffic Act is approximately $50,000.00. This cost will cover materials and installation and is included in the proposed 2002 budget. This year all other road signs are being replaced in DuttonlDunwich and Southwold as per the Manual of Uniform Control Devices and County of Elgin By-Law 96-15. These are the only two remaining municipalities to have their signs updated. Conclusion It is imperative that the reduced speed zones be installed in areas where they are justified by legislation, engineering principals and sound judgement. There is no standard method that is used to set speed limits in Canada however, information obtained from the geometry of the roadway, design speed, 85th percentile speed, sight line distances, collision reports, road use, adjacent land use and driver expectations are typical methods. Engineering staff completed a comprehensive study of the reduced speed zones on Elgin County Roads and have made recommended changes in Schedule 'A' for Council's review. All other sections of County Roads are recommended to remain posted as 80km/h so that they remain consistent with existing design features. An increased limit would increase the severity of collisions, increase the speed variance of different type of vehicles (I.e. farm equipment) and expose the County to potential liability. to form a Recommendation THAT the recommended reduced speed zones on Elgin County roads be adopted reduced speed zone by-law, and, n 2002 receive sign placement as per the Highway Traffic Act the speed zones THAT APPROVED FOR SUBMISSION RESPECTFULL Y SUBMITTED MARK MCDONALD CHIEF ADMINISTRATIVE OFFICER CLAYTON D. WATTERS, MANAGER ENGINEERING SERVICES 4 1 PETER DUTCHAK, TECHNICAL SERVICES OFFICER ~ Speed Zones Proposed.xls AYLMER I I POSTED PROPOSEO I CHANGE CHANGE AREA ON SPEED SPEED FROM TO LENGTH SPEED 1 Aylmer Beech 50 50 John Street North WPL Elm Street EPL 2 Elm 50 50 Talbot Street NPL Beech Street NPL BAYHAM POSTEO PROPOSED CHANGE CHANGE AREA ON SPEED SPEED FROM TO LENGTH SPEED ,. Eden Eden Une 50 60 W. PL of Plank Road 0.780km W. Reduce length 200m, Change to 60kmlh 2 Plank Road 60 50 0.430km S. of N. PL of Eden Line a.320m N. of N. PL of Eden Line Extend N. 100m, S. Limit 200m Change to SOkmlh 3 Corinth CuUoden Road 50 60 O.500km S. of $. PL of Best Line O.235km N. of S. PL of Best Line Reduce S. 100m, N. 150m Change from 60 to 50km/h 4 Port Burwell Nova Scotia Line 50 50 W. PL of Plank Road O.790km W. Reduce east limit by 300m 5 Victoria(#50) 50 50 S. PL of Plank Road N. PL of Lakeshore Line 6 Chatham Street 50 50 S. PL of Nova Scotia Line S.Limit 7 Lakeshore Line 50 50 E. PL of Plank Road O.745km E. 8 Vienna Plank Road 60 80 0.704km N. ofS. PL of#41(Main Street) 1.274km N. of S. PLof#41(Main Street) Not required, change to 80kmlh 9 Plank Road 50 50 1.1 OOkm S. of S. PL of #41 (Main Street) 0.766km N. ofS. PLof#41(Main Street) Increase S. limit 200m 10 Richmond Heritage Line 50 50 0.500km W. of E. PL of Richmond Road 0.130km E. of E. PL of Richmond Road 11 Richmond Road 50 50 S. PL of Heritage Line 0.440km S. 12 StraffordvHle Plank Road 50/60 50 0.828km S. of S. PL of Heritage Line 0.866km N. of S. PL of Heritage Line Change entire zone to 50km/h 13 Heritage Line 50 50 0.925km E. of E. PL of Plank Road 0.861km W. of E. PL of Plank Road Reduce 400m W. and 900m E. ,. Calton Richmond Road 50 50 N. PL of Calton Line 0.526km N. Reduce 310m 15 Calton Line 50 50 0.175km W. ofW. PL of Richmond Road 0.300km E. of W. PL of Richmond Road CENTRAL ELGIN I POSTED PROPOSED CHANGE CHANGE AREA ON SPEED SPEED FROM TO LENGTH SPEED ,. Port Stanley Union Road 50 50 N. PL of Warren Street N. PL of Bridge Street Reduce north limit by 275m 2 Warren Street 50 50 W. PL of Sunset Drive E. PL of Carlow Road 3 Dexter Line 50 80 E. PL of East Road 0.519km E. Not required, change to 80kmth . East Road 50 50 N. PL of Joseph Street 0.510km N. Reduce north limit by 675m 5 Joseph Street 50 50 E. PL of Colbome street E. PL of East Street 6 Union Sparta Line 50 60 O.748km E. of E. PL of Sunset Road 1.860km W. of E. PL of Sunset Road Change to 60km/h 7 St.Thomas Sunset Drive 60 60 0.140km S. of S. PL of John Wise Line S. City Limits of StThomas I 8 Southdale Line 50 60 E. PL of Sunset Drive City Limits of St.Thomas I Change to 60kmfh 9 Centennial Road 50 50 N. PL of Elm Street S. PL of Talbot Line(HWY #3) 10 Elm Line 50 50 S. PL City Limits O.855km E. Reduce east limit by 200m 11 St.George Street 50 50 E. PL of Wellington Road City Limits of StThomas 12 Centennial Road 50 60 S. PL of Elm Line 0.810km S. IChange to 60kmfh 13 Ferguson Line Ferguson Line 50 50 E. PL of Wellington Road 0.625km E. " Sparta Quaker Road 50 50 0.350km N. of S. PL of Sparta Line 0.395km S. of S. PL of Sparta Line 15 Sparta Line 50 50 IE. PL of Quaker Road (S. Side) 1.322km W. 16 John Wise Line John Wise Line 50 60 W. PL of Sunset Drive 0.555km W. of Sunset Drive Reduce W. by 275m Change to 60kmlh 17 Fahview Road Fairview Road 50 60 S. PL of Sparta Line 0.770km S. Reduce W. by 275m Change to 60kmfh 18 N~w Sarum Belmont Road 60 50 N. PL of Talbot Line (HWY#3) 0.630km N. Change 60 to 50kmlh,SchooJ 19 Belmont Borden Line 50 50 W. PL of Be!mont Road b.480km W. Reduce W. limits of zone 250m 20 Caesar Road 50 50 E. PL of Belmont Road 0.650km E. SCHEDULE 'A' - PROPOSED SPEED ZONES IN ELGIN COUNTY Page 1 0' Speed Zones Proposed.xls - 21 Map!eton Belmont Road 60 60 10.201 km $. of S. PL of Mapleton Line lo.778km N. of $. PL of Map!eton Line I I DUTTON f DUNWICH POSTED PROPOSED CHANGE CHANGE AREA ON SPEED SPEEO FROM TO LENGTH SPEED 1 Dutton Currie Road 50 50 O.372km S. of N. PL of Shakleton Line 1.250km N. of N. PL of Shakleton Line 2 Miller Road 50 50 Pioneer Line Currie Road 3 Shakelton Line 50 50 E. PL of Currie Road 1.256km E. Reduce east end by 550m 4 Wallacetown Currie Road 50 50 O.814km S. of $. PL ofTalbot Line O.415km N. of 5. PLofTalbot Line Reduce north end by 300m 5 Talbot Line 60 60 0.483km E. of E. PL of Currie Road O.550km W. of E. PL of Currie Road MALAHIDE POSTED PROPOSED CHANGE CHANGE AREA ON SPEED SPEED FROM TO LENGTH SPEED 1 Springfield Ron McNeil Line 50 50 1.065km W. of E. PL of Springfield Road O.512km E. of E. PL of Springfield Road Reduce east limits by 150m 2 Whittaker Road 50 50 N. PL of Ron McNeil Line O.352km N. Reduce north limits by 300m 3 Springfield Road 50 50 S. PL of Ron McNeil Line 1.100kmS. 4 Avon Avon Drive 50 60 0.265km W. ofW. PL(S. Side}ofPutnam Rd 0.250km E. of E. PL(S. Side) of Putnam Rd Reduce W. limit 150m Change to 60kmlh 5 Putnam Road 50 50 S. PL of Avon Drive 0.341km S. 6 Port Bruce Dexter Line 50 50 W. PL of Imperial Road 0.760km W. Reduce west limit by 150m 7 Imperial Road 50 50 W. PL of Levi Street 0.550km N. of N. PL Dexter Line I 8 Dexter Line 50 50 N. PL of Hale Street N. PL of Dexter Line 9 Copenhagen Imperial Road 60 60 0.320km S. of S. PL of Nova Scotia Line 0.330km N. of S. PL of Nova Scotia Line 10 Nova Scotia Lne 50 60 E. PL of Imperial Road 0.445km E. Reduce 150m (0.45 km) Change to 60krnlh 11 Mount Salem Springfield Road 50 50 0.695km S.of S. PL of John Wise Line O.532km N. of S. PL of John Wise Line 12 John Wise Line 50 60 E. PL of Springfield Road O.955km E. Reduce 600m Change to 60kmlh 13 Summers Comers Springfield Road 50 60 S. PL of Talbot Line(HWY #3) 0.400km S. Reduce South 400m Change to 60krnlh 14 Aylmer Imperial Road 50 50 N. PL of Beech Street O.545km N. 15 Elm I Beech 50 50 W. PL of Imperial Road N. PL of Talbot Line (Hwy #3) 16 Imperial Road 70 80 south limits of Aylmer 0.870km S. Not required, change to 80krnlh 17 Lyons Imperial Road 60 60 O.270km S. of N. PL of Lyons Line O.693km N. of N. PL of Lyons Line 18 Lyons Line 50 60 O.305km E. of E. PL of Imperial Road O.335km W. of E. PL of Imperial Road Reduce West 125m Change to 60kmlh 19 Jaffa John Wise Line 50 60 0.223km E. of E. PL of Springwater Line 0.294km W. of E. PL of Springwater Line Reduce West 250m I East 175m Change to 60kmlh 20 Springwater Road Springwater Road 60 60 S. PL of Talbot Line(HWY #3} 0.755km S. Reduce 250m 21 Springwater Road 60 80 O.595km N. of N. PL of Southdale Line O.602km S. of N. PL of Southdale Line Not required, change to 80kmlh 22 Orwell Springwater Road 60 60 N. PL of Talbot Line (Hwy #3) O.909km N. 23 Kingsmill Springwater Road 60 60 O.525km N. PL of Glencolin Line O.933km N. of N. PL of Glencolin Line SOUTHWOLD POSTED PROPOSEO CHANGE CHANGE AREA ON SPEED SPEED FROM TO LENGTH SPEED 1 Shedden Union Road 50 50 0.432km N. of N. PL ofTalbot Line O.360km $. of N. PL of Talbot Line Reduce north 500m 2 Talbot Line 60 60 0.550km E. of E. PL of Union Road O.276km W. of E. PL of Union Road Extend east 300m 3 Fingal Union Road 50 50 0.775km N. of N. PL of Fingal Line O.393km S. of N. PL of Fingal Line 4 Fingal Line 50 50 0.490km W. ofw' PL of Union Road 0.439km E. ofW. PL of Union Road Reduce W 325m I Extend E 90m 5 Lawrence Third Line 50 50 0.630km E. of E. PL of Lawrence Road 0.203 kIn E. of E. PL of Lawrence Road 6 lona lona Road 50 60 S. PL of Talbot Line 0.800km S. I Change to 60kmlh 7 lona Station Jona Road I 50 60 O.675km N. of N. PL of Sixth Line 0.032km S. of N. PL of Sixth Line I Change to 60krnlh 8 Talbotville Talbot Line I 50 50 Iw. PL of Colonel Talbot Road{HWY #4) O.405km W, I Page 2 SCHEDULE 'A' - PROPOSED SPEED ZONES IN ELGIN COUNTY Speed Zones Proposed.xls ""-J ~ 91 Sunset Drive 50 50 S. PL of Hwy #3 0.400km S. 10 I Fingal Line Fingal Line 50 50 O.064km E. of E. PL of Lyle Road 0.716km E. of E. PL of Lyle Road I WEST ELGIN I I POSTEO PROPOSEO CHANGE CHANGE . AREA ON SPEED SPEEO FROM TO LENGTH SPEED 1 Rodney Fumival Road 50 50 1.481 km N. of S. PL of Queens Line 1.885km S. of S. PL of Queens Line 2 Queens Line 50 50 W. PL of Fumival Road O.606km W. 3 Pioneer Line 50 60 E. PL of Fumival Road O.600km E. Reduce 400m Change to 60kmlh 4 Port Glasgow Fumival Road 50 50 O.117km S. of S. PL of Gray Line Dead End 5 Eagle Talbot Line 60 60 O.314km W. ofW. PL of Graham Road O.338km E. of W. PL of Graham Road 6 Wardsville Morrison Road 50 80 O.293km S. of County Line County Line Not required, change to 80kmfh 7 West Lome Pioneer Line 50 50 1.788km E. ofW. PL of Graham Road 1.277km W. of E. PL of Graham Road 8 Graham Road 70 80 1.240km S. of S. PL of Pioneer Line 1.969km S. of S. PL of Pioneer Line Not required, change to 80kmlh Page 3 SCHEDULE 'A' - PROPOSED SPEED ZONES IN ELGIN COUNTY REPORT TO COUNTY COUNCIL FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES 2000 11 AUGUST DATE WINTER MAINTENANCE SUBJECT: Introduction County Council at the February 15, 2000 meeting discussed a letter of correspondence from the Municipality of Central Elgin with regards to winter maintenance on Highbury Avenue (County Road 30). Discussion The request needs to be divided into five parts. The initial part is to determine the problem The second deals with the requirements of the Municipal Act. The third is to find what are the standards of the municipalities surrounding the County of Elgin. The Fourth is to ascertain whether the requirements of the County of Elgin's by-law are being met. In the fifth part, recommendations resulting from this study will be discussed. roblem A meeting was held with a representative from Sterling Truck Manufacturing Plant to define their concern regarding winter maintenance on Highbury Avenue. Their main concern was differences in level of service between the City of London and the County of Elgin. In their opinion, the City would have bare pavement and the County would be wet or the City would have wet pavement and the County would have snow covered. Another concern was the fact that no one was performing winter control when the third shift was going to work or the second shift was heading home from the plant. nitial Assessment and definition of the 1 Part The Human Resources Manager from the St. Thomas Sterling Truck Manufacturing Plant wrote a letter on behalf of the team members employed. It stated "their experience recently at shift change has found Highbury Avenue approaching St. Thomas to be nearly impassable and extremely dangerous, as it appears not to be receiving the snow clearing attention it deserves at this very busy period of the evening." They are referring to the 11 :00 p.m. shift change. Section two of, By-law 96-15, "To Establish Minimum and Desirable Roadway Service Standards for the County of Elgin Road Systems", deals with the road surface during winter conditions. This section includes ambient speed, pavement exposure, and snowfall accumulation, localised ice, localised snow and winter inspection. Under schedule C of the by-law which states that there is no winter control between 11 :00 p.m. and 4:00 a.m 18 2 Page 2 FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES 2000 11 AUGUST DATE WINTER MAINTENANCE The policy of no winter control between 11 :00 p.m. and 4:00 a.m. was initiated on the grounds of a health and safety issue between the County and its road employees. The employees can drive a maximum of 13 hours in a 15-hour shift and 60 hours in a 7 -day period. In an emergency situation, which would endanger persons or property, then the above condition is not applicable. At that time the County had enough employees to run a single shift. This helped resolve the health and safety issue, with the above no winter control policy. SUBJECT: The employees could possibly be on the road at 10:59 p.m. and then back on the road at 4:01 a.m., this would leave 5 hours with no service. The routes usually take approximately 2 hours to complete and our experience indicated that the level of service by-law could be maintained with this no winter control policy. Part 2: Provincial Acts or ReQulations Section 284 (1) of the Municipal Act states" Every highway and every bridge shall be kept in repair by the corporation the council of which has jurisdiction over it or upon which the duty of repairing it is imposed by this Act and, in case of default, the corporation, subject to the Negligence Act, is liable for all damages sustained by any person by reason of such default. municipal council can In no way reduce a Care It should be noted that the, Statutory Duty of statutory obligation by establishing a policy. achieving the consistent with Other Municipalities Standards Middlesex Count' A general service level statement that says temporary conditions may prevent goals, in such cases attempts should be made to keep the roads open resources and time restrictions imposed Part 3 are not to exceed 2.5 cm and be reached within 24 Which is the same as the County of Elgin M14 or rural Their conditions for bare pavement hours after the end of the storm section greater than 4000 AADT. Citv of London Polic' Surfaces shall be maintained as bare as possible through assignment of manpower, equipment and materials suited to the conditions. Control of ice shall be application of salt with the frequency of coverage for spreading salt not more than 4 hours 3 9 1 Page 3 FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES 2000 11 AUGUST DATE WINTER MAINTENANCE are not to exceed 6.25 cm and be reached within 24 Which is the same as the County of Elgin M14 or rural SUBJECT: Their conditions for bare pavement hours after the end of the storm section greater than 4000 AADT. the continued use of all assigned City of St. Thomas Polic' Surfaces shall be maintained as bare as possible through men. equipment and materials suited to the condition 10 cm Snow accumulation < 5cm only if freezing Snow accumulation> 5 cm initial application at early stages of storm. Which is the same as the County of Elgin M14 or rural section greater than 4000 AADT. The accumulation of snow should not exceed p.m. County does not maintain nightshift and 10 p.m. and 5 a.m unless in an emergency County of Oxford Polic' Provides services between 5 a.m. and 10 maintain Level of Service between cannot situation met? During winter storms on February 18, February 19 and March 11 the Manager of Engineering Services traveled a number of roads in the County of Elgin road system to verify maintenance was as per our by-law. This issue is expanded on in the report Winter Control on Highbury Avenue. Part 4: Are the Reaulrements of the Coun the minimum the conditions drop below travelling on Highbury Avenue did At no time when standards is a 4 " Recommendations That By-Law 96-15, which states "no winter control between 11:00 p.m. and 4:00 a.m policy that cannot relieve the County of its duties for 24-hour service 20 Part 5 Page 4 FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES 2000 11 AUGUST DATE WINTER MAINTENANCE SUBJECT: to be the County provides needs Conclusion Today with plants running 24 hours a day, the services adjusted to reflect the implications of the Municipal Act. Section 2 of the by-law that refers to no service between 11 p.m. and 4 a.m. should be repealed effective immediately. The County usually has about 4 or 5 storms per year, so to set up 24 hour service for 5 of the 121 days is not appropriate or cost effective. The services that are provided with the removal of this clause might affect winter control operations a few days per year, therefore the need for a second shift is not a cost-effective solution. The best solution is to have extended hours for those 4 to 5 storms storms per year. In staff's view, the additional coverage required to cover the 4 to 5 storm events annually does not justify a further increase of the Road Maintenance allocation. The Consumer Price Index adjustment should more than offset the additional responsibility. regarding no Recommendation That Schedule 'C' to By-Law 96-15 be amended; by removing the statement winter control between 11 p.m. and 4 a.m. and inserting the following. "Temporary conditions may prevent the County from achieving the goals of the by-law, in such cases attempts should be made to keep the roads open, consistent with resources and time restrictions imposed." APPROVED FOR SUBMISSION RESPECTFULL Y SUBMITTED MARK NALD CHIEF ADMINISTRATIVE OFFICER 1 2 (fi CLAYTON D. WATTERS, MANAGER ENGINEERING SERVICES REPORT TO COUNTY COUNCIL FROM CLAYTON WATTERS, MANAGER ENGINEERING SERVICES DATE: September 17, 2001 SUBJECT: Access Control - Building Security ntroduction To improve Building Security and control access to the County Administration Building an access card system will be installed on all exterior doors Discussion/Conclusion On several occasions it was noticed that the building was not locked overnight. Currently, doors are locked by the cleaning staff at the end of the day, however, if someone with a key was to open the door and not lock it after the cleaning staff did so, it would remain unlocked and the building would be unsecured overnight. The installation of a Computer Card Access System will program times the doors will be unlocked and track all users after hours. This system would have the ability to track all after hours entries and allow County staff to issue and delete access cards. The installation of this system will secure our building and improve the potential leasing of our empty office space Six companies were given the opportunity to quote on this project. Three quotes were received for the supply and install of card access System. RMB Communication Systems Inc. $22,923.57 Allmar Distributors Ltd. $47,312.90 Johnson Controls $62,920.00 The Quote from RMB Communication Systems Inc. was the lowest received for the installation of a Card Access System for the sum of $22,923.57 tax included. The 2001 Budget has allocated $20,000.00 for the installation of the card access System and the additional monies required for the project would come from savings from other capital projects. Recommendation: THAT RMB Communication Systems Inc. supply and install a Computer Card Access System on the Administration Building's exterior doors for their submitted price of $22,923.57. APPROVED FOR SUBMISSION RESPECTFULL Y SUBMITTED ~~ . MARK MC D CHIEF ADMINISTRATIVE OFFICER 22 CLAYTON D. WATTERS, MANAGER ENGINEERING SERVICES REPORT TO COUNTY COUNCIL PETER DUTCHAK, TECHNICAL SERVICES OFFICER ENGINEERING SERVICES DEPARTMENT SEPTEMBER 13, 2001 UNION ROAD RECONSTRUCTION UPDATE FROM DATE: SUBJECT: Introduction Council directed staff to complete the reconstruction of Union Road (County Road #20) north of Talbot Line in Shedden in 2001 due to deterioration primarily caused by Highway 401 emergency detour events. This road was previously planned for reconstruction in 2002, therefore, funds for this project will be borrowed from the 2002 Capital Projects Budget. Discussion / Conclusion Delcan Corporation submitted the lowest price of $29,900.00 (plus G.S.T.) to complete the survey, design, tender, administer and inspect the proposed works. A pre-design meeting was held on August 30'h to address all issues, concerns and design features. The Mayor of Southwold, the drainage superintendent, County engineering staff and representatives from Delcan were all present. On September 13'h plans and contract documents were submitted to County staff for final review and minor changes were made. An advertisement for tender is expected to be in the London Free Press on Saturday, September 15'h with tenders closing on September 28'h Because of limited construction time available before winter, this project should commence immediately after tender results are received. Staff will select the lowest complete tender submitted to complete the reconstruction works and submit a contract to the CAO. or Warden to sign and execute shortly after September 28'h Warden be authorized to sign as soon as possible so that Recommendation That if the lowest complete tender submitted is chosen, the CAO. or Contract No. 6200-01-08, Union Road Reconstruction with the contractor work may be completed before the end of the construction season APPROVED FOR SUBMISSION Œili ~, CLAYTON D. WATTERS, MANAGER ENGINEERING SERVICES RES PEtER DUTCHAK, TECHNICAL SERVICES OFFICER MARK M D CHIEF ADMINISTRATIVE OFFICER of page 23 \\CTY]S_l\SYS\USERS\DEPlìROADS\Council Reports\2001\Union Road Reconstruction Update.doc REPORT TO COUNTY COUNCIL Marilyn Fleck, Director of Homes and Seniors Services Clayton Watters, Manager of Engineering Services September 12, 2001 Access Road - Terrace Lodge DATE: SUBJECT: FROM Introduction During the Mock Evacuation at Terrace Lodge in the fall of 2000, a need was identified to ensure emergency vehicles would have an access road to the rear of Terrace Lodge. Included in the 2001 Capital Budget was $50,000.00 for the construction of this access road. Subsequently, staff have determined that adequate fire protection through the installation of an 8" water line should be considered along with the access road. Discussion/ Conclusion Jim Carter, Corporate Facilities Officer, has been investigating the options available to ensure the services for Emergency vehicles is adequate; and that with such a project underway consideration of future needs for Terrace Lodge would be addressed. The current need is for adequate fire protection. Presently there is a 4" waterline from the roadway to the building. Adequate fire protection should include the installation of a new 8" water line as well as a fire hydrant at the front of the building to meet the Ontario Building Code. The addition of a sprinkler system, estimated at $250,000, in the future may be required to meet the Fire Code and the 8" water line is the first step of that upgrade. The sprinkler system may be required within two years The estimated cost prepared by Spriet Associates is valued at $125,000, and it is evident that there will be a shortfall ($75,000.00) in the Capital Budget for this project. The increase in costs from the capital budget is for engineering and the installation of the new water line service from the roadway to within 45 meters of the building. We believe the best option would be to move forward with this project to include the access road, the water line and the one fire hydrant. The advantage to having this work completed at this time is that all construction equipment is on site and this would eliminate having to once again engage contractors at a later date. The additional funding would be allocated from any savings in other Home's Capital Projects for this year, however, both of these projects could be deferred until 2002. Recommendation That the Director of Homes and Seniors Services be authorized to proceed with the installation of the Terrace Lodge Access Road as included in the 2001 Capital Budget and the installation a new 8" water line service for Terrace Lodge to be funded by savings from other Home's Capital Projects this year. - Or- That the Director of Homes and Senior Services defer the Terrace Lodge Access Road project until 2002 where it would be completed in conjunction with the installation of a new 8" water line service to Terrace Lodge and included within the 2002 Capital Budget. RESPECTFULL Y SUBMITTED Mark Mc Chief Administrative Officer 24 r of Homes and Seniors Services REPORT TO ELGIN COUNTY COUNCIL SUBJECT: Redevelopment Agreement for Elgin Manor FROM: Marilyn Fleck, Director of Homes and Seniors Services DATE: September 17, 2001 BACKGROUND: The redevelopment project for Elgin Manor is progressing and the Ministry of Health and Long Term Care will be providing funding for construction costs. DISCUSSION/CONCLUSION: There is a requirement for an agreement to be executed with the County of Elgin and the Ministry of Health and Long Term Care to provide funding for such construction. The funding mechanism for the redevelopment is $75,000.00 per bed or $10.35 per resident per day once the Home opens for operations. This funding is provided over a twenty year period. Annualized, the Ministry of Health will be providing approximately $337,000. RECOMMENDATION: THAT the Warden and Chief Administrative Officer be authorized to sign the "Agreement for Development of Long Term Care Facility Beds in Elgin." Respectfufly Submitted: Dral ~SSiOn. tr~ ~ fk.{3 efA Officer 25 REPORT TO COUNTY COUNCIL Marilyn Fleck, Director of Homes and Seniors Services John David Huether, Deputy Treasurer FROM 2001 L-T Care Community Services Reconciliation Report September 11, 2000/2001 DATE SUBJECT: Discussion The Ministry of Health requires signatures by three signing officers authorized to bind the corporation on copies of the 2000/2001 Long-Term Care Community Services Annual Reconciliation Report. This report is complete and audited as per Ministry guidelines for the period ending March 31, 2001. Upon return to the Ministry, authorizing signatures and dates will be added to complete this review process. An original signed copy of the report will be kept on file in the Financial Services Department. Recommendation That, the Warden, Director of Homes and Senior Services and Director of Financial Services be authorized to sign the 2000/2001 Long-Term Care Community Services Annual Reconciliation Report. Submission CAO ~ Marilyn Fleck, Director of Homes and Seniors Services --- .-lJ) . 26 John David Huether Deputy Treasurer ~fl ôlS ~-e-~d Planmn 450 Sunset Drive, St. Thomas, ON N5R 5V1 Telephone: (519) 631-1460 ext. 113 Fax: (519) 633-7661 n Count E County Counci To Karen Dunn From Thomas Airport Restrictions 2001 October 2nd st. Re Date Thomas meeting, Counc requested an update on the 5t respect to precautionary actions being taken after the events of County Counci H At the last Airport with September 11 a as fOllows The airport has an up-to-date emergency contingency plan There has been an increase in Federal Policing activities with the RCMP dOing surprise checks on all aspects of the airport's daily functions. No international flights are permitted at the airport. All such flights now require ground custom inspections and with the lack of a customs officer at the airport international flights are being diverted to the London A n customs were often cleared 'in the air' over the wish to update Counc rport. the past radio and a ground clearance and City Clerk Manager rport At this time the A · · · was pilots Traffic Control and if there is made to go over the border r s not required All aircraft in the air are being monitored by A irregular activity of any kind, or if an attempt will be questioned and action taken · are on alert to any Irregularities in the daily report a irregularities to the RCMP Manager and his staff of the airport, and wi The Airport operations · me please do not hesitate to contact concerns questions or further f you have any Karen 2001 tember 25th CORRESPONDENCE - Se Items for Consideration - ATTACHED Town of Gravenhurst, with a resolution requesting the Province to provide for public debate of the development of a policy in the area of electronic access and matching of data for the protection of personal information. (ATTACHED) 1 (" -,-) Township of Armour, with a resolution requesting the Government of Canada to do everything within its power to assist the American people during the recent crisis. (ATTACHED) 2 Dorothy Wilson, Marketing Director, Children's Safety Village of London Area. Inviting f: Council to visit the Village for a personal tour of the facilities. (ATTACHED) , 3 / Allan Gotlieb, Chairman, Ontario Heritage Foundation, inviting the County to participate in the Young Heritage Leaders Program 2001 (ATTACHED) 4. 'If ¡( Resolution from the Municipality of DuttonfDunwich - concerning the proposed speed zones in Elgin County Hon. Tony Clement, Minister of Health and Long-Term Care.,.. announcing a grant to the County of Elgin for hospital, ambulance services and cancer care John King, Assistant Deputy Minister, Ministry of Health and Long-Term Care, with information concerning the terms and conditions for the grant announced by the Minister of Health New York City and Mayor Anthony A. Williams, O(e 27 Letter of support to Mayor Rudolph Giulian Government of the District of Columbia ~ 5.» /,~ 1.3) ß')1 Page ElEI2 p, 01/0 \ --- CLERK-Elgin Co 3-0 THU 04:08 PN ANO FAX NO, 41697 6191 .,,=:~=-- :nïE. CÔRPORAT10N OFTHE TOWN OF:GRAVENHURST ,--~ --~"".'--"---""'''"-''-------' ---' - ~^ . _, ~,V 0 1 519 £,33 7£,£,1 ASSOCIATION OF?-) EST; El9/13/El1 22:15:21 SEP- II/~ ;:;¡;------"- 1-µ~ the Municipal Ff€ÊJdorn q¡ Information and Protection of Privacy Act the disclosure of information and for the protection of personal information; Date Noo_. lutlor Moved By: ¡--- Reso By WHEFIEAS provides for Seconded AND WHEREAS the FOI Commissioner Tom Wright in Order P-1316 dated December 16, 1996 and FOI Assistant Commissioner Tom Mitchinson in Order MO-1366 dated N()Vornber 23,2000 both express the need for the Province of Ontario to publicly debate tho d(wooprmmt of a policy in the area of electronic access and matching of data; that this public debate and customers AND WHEREAS the Town of Gravenhurst strongly feels pt)licy development is required to be able to properly serve our NOW THEREFORE BE IT RESOLVED THAT the Council for the Town of Gravenhurst request the Province of Ontario to address these issues as quiokly as possible and that the Association of Municipalities of Ontario, Association of Municipal Managers, Clerks and Treasurers of Ontario be requested to bring this issue to their members as well as to the Province o'f Ontario. BfC'- YEA NAY ·Iea ----- - - -. ..In -- Br " - er - ¡SOn -. n¡iËr~8r:ï:('õfêëÛN Côúr¡ëm;;; '3rowñ -ë"õùiïê¡¡¡¡;;Ë;iô;¡;,í -ëõu,ïCiiïõïcöi¡:¡ë;; -coliilõlilor"¡:'¡ië-- -ëolJiï6i11or ¡¡Piig CoüncilìÕrY Pilg: -coljnallì,)',.-i::Úibr í5ou,ïëÍlÎÕr':Stev;;; Mâÿór,[<iiñcC'- --'---'roi'ÃC- ~..",....,..--_._...-._. \ LOST --:1 15~n 28 687-7016 FAX (705) . 687·3412 (705) lS9 · OFFICE é""·---------..·· . 1,lì"~ III"I~I'~\ kJ ONv,d,d Ilndu (H'!lr~'-I .~. I¡KJ~ ,U\"~e ø)' Ih~ ~r'~III"u"¡I~'11.'Inll..llðn. .nd d".. IH~'fi,~nIV rll1,, Il,. y,~"," .It 11I",II"n; 0\ III, AW~'!"r~ln \II M~lllci~III!\1t\ of l')'I....'1tI {^MO).~ l:!:!.·!!~!~~:~~~~:,~!rr.~.I'II..."'~"<IIIS. _....,.-_ ._~ . ..../':.-.. ......,'-'>""'....,.,.....-.".~~,..."..,--,--~.- ---.-...--.-,----------.---. -. 190 HARVIE ST. . (JRA VENHURST, ONTARIO PIP 09/12/01 WED 14:37 FAX 1 705 382 2068 ARMOUR TWSP ~OO2 DISTRICT OF PARRY SOUND - BOX 533, Fax: (70S) 382-2068 BURK'S FAllS (70S) 382-3332 ONTARIO POA 1CO (705) 382-2954 Email; armourtp@onlink.net http://www.hips.com/a,mour OFFICE OF n IE CLERK-TREASURER MEMO DATE: September 12, 2001 TO: Hon. Andy Mitchell FROM: Council of the Corporation of the Township of Armour Following is a copy of a resolution passed in open Council on September 11th, 2001 expressing the municipality's concern over the crisis this day in the United States. 29 09/12/01 WED 14:37 FAX 1 705 382 2068 ARMOUR TWSP I4J 003 [orporation of the Township of Armonr ....__..._-~ // -w-.2Ø/ No.__k Mo~ed by =----~._-----_...._-----_.- ~ ------ n. _ ~ ~ "- :... dUl. - ~ ., ~ ~ ~ :J-¿g ~ ~ " ~ "'- :~ 30 1424 Clarke Road, London, Ontario N5V 589 P.O. Box 24039, London, Ontario N6H 5C6 website: www.safetyvillage.ca (519) 455-5437 Fax: (519) 455-7102 Toll Free 1-866-455-5437 Business No. 89764 0538 RR001 Ph. Coi\dren's Safety V¡\\age of London Area 2001 SEPTEMBER 13TH 2001 Fí (~!~,i ''',','''\\,,~. \'I 14 1'0' '''-'TV \, ïJ'h!; '.f SEP WARDEN DUNCAN McPHAIL, ELGIN COUNTY COUNCIL, 450 SUNSET DRIVE, ST. THOMAS, ONT. N5R 5V1 DEAR WARDEN McPHAIL ON BEHALF OF THE CHILDREN I S SAFETY VILLAGE, I WOULD LIKE TO EXPRESS MY THANKS AND SINCERE APPRECIATION FOR THE GENEROUS SUPPORT YOU ARE OFFERING TO THE VILLAGE. THIS LETTER IS AN INVITATION,TO YOU AND ALL OF YOUR COUNCIL TO VISIT THE VILLAGE FOR A PERSONAL TOUR. YOU WOULD BE WELCOME TO COME AS A GROUP OR INDIVIDUALLY AND I WOULD ASK THAT YOU BOOK ALL THE DATES THROUGH ME AT 686~6236 OR IF I'M NOT AVAILABLE THROUGH THE VILLAGE "OFFICE". WE ARE VERY HAPPY THAT SO MANY SCHOOLS IN THE TRI-COUNTY AREA ARE TAKING ADVANTAGE OF THIS VERY SPECIFIC TRAINING AND WE ARE ENDEAVOURING TO START CLASSES ON FARM SAFETY. WE HAVE BEEN IN CONTACT WITH THE FARM SAFETY ASSOCIATION AND THEY ARE EXTREMELY INTERESTED IN HELPING US WITH THIS PROJECT. YOURS _.,->-:-- ~)M DOROTHY WILSON, MARKETING DIRECTOR SINCERELY 1 3 MANY THANKS ONCE MAIN, A noHor-plofit agency of lhe Governmenl of Ontario rel{~~n~~~~~~~~~~t{~~~~~C?~11 2001 4 SEP August 20, 2001 Warden Duncan J. McPhail The County ofElgin 4S0 Sunset Drive St. Thomas, ON NSR SVl Warden McPhail 1 am pleased to invite your municipality to participate in the Ontario Heritage Foundation's Young Heritage Leaders Program 2001 Dear London Life-sponsored program provides you with the opportunity to 18 years old and under, who have made significant contributions to local Now in its second year, this recognize young people, heritage preservation. Looking around Ontario, it's easy to see rhe difference young people have made to heritage in their communities. In 2000, hundreds of people from across the province participated, confirming the program is an excellent way to promote awareness oflocal heritage preservation projects and encourage young people to continue their interest in the heritage field. Councils may submir up to three nominations - one in each of the heritage areas - built, cultural and natural. Also, nominations may involve more than one individual where there has been a shared accomplishment. The enclosed poster and brochure are being distributed to local heritage organizations, school boards and youth groups to help promote the program. I encourage your counci to work with these groups to identify worthy young people. materials Please submit photos and other is October IS, 2001 Enclosed are the program guidelines and nomination form. that support the nomination with your submission. The deadline work being to recognize the significant in your community. We hope your municipality will participate in this program done by young people to preserve the special heritage resources Yours truly, ~ Allan Gotlieb Chairman 32 Facsimile: 416-325-507 Télécopieur: 416-325-5071 Telephone: 416-325-5000 416-325-5000 Toronto, Ontario MSC (Onta,io) M5C 1/3 Website: wwvv.hentagefdn.on.ca 1)3 Téléphone Eas Toronto 10 Adelaide Street 0, rue Adelaide est London " Life 'ollng Hen'tt/ge Let/deI's Progralff GUIDELINES FOR 200 I ONT.'RIO HERITAGE 1'0\11<1.>.11.'1"1(>:0 groups may have made significant contributions to he,itage preservation in thei, neighbou,haods. Schools, heritage and youth organizatians a'e encouraged to app,aach eligible nominata,s with propased nominations. may be nominated in How many youth each community? heritage preservation. se,ving as volunteers for local he,itage organizations 0' initiating thei, own proiects, these young peaple a,e demonstrat- ing a commitment to prese,ving and p,amating the heritage of their communities. By honouring their achievements now, we can encourage them to continue thei, interest in the he,itage field. Young Heritage leaders the outstanding contributions The Onta,io He,itage Foundation's p,ogram is designed to ,ecognize young people are making to local Whethel Communities may submit up to three nominations..;. one nominee in each of the th,ee heritage areas - cultu,al, natural and bui Nominees may be individuals 0' groups. Heritage organizations may suggest one 0' more young people who have been outstanding volunteers fo, nomination. Fo, schools, a specific class or special project team may be nominated fo, activities that p,omote local he,itage, have a demonst,ated broad impact on the cammunity and are endo,sed the enti,e student The Young He,itage leaders Program is the only ,ecognition prog,am in Ontario that specifically focuses on heritage. Young people 18 years old and unde, may be nominoted fo, accomplishments in cultu,al. natural or built heritage preservation The following are examples of voluntary activities that qualify. body of a by an eligible nominator. Generally, school is not eligible fo, nomination. site histo,ical Forcukurø/heritage · significant voluntary work at a museum or · production of local histo,ies in histo,ical and 4-H clubs Formal g'oups such as Boy Scouts, may be suggested for nomination as a group. Individual voluntee,s will ,eceive a personalized ce'tificate of achievement Guides Girl at re-enactments sustained participation local events · voluntary pa,ticipation on an a,chaeological dig significant For natural and a pin. and ,eceive a pin. Gene,ally, groups wi be fewe, Exceptions may be made at the disc,etion of Groups will receive a group certificate of achievement each individual wi heritage · significant voluntary work at a conservation area or othe, parkland · than 50 individuals. the Foundation · demonst,ated leadership in p,omoting protection of endangered wildlife hands."n efforts research on For built I~ 1;--''', · hands"" luntary work to ,estore 0' st,uctu" ildings, bridges, etc.1 signifio ,nd,aising to support ,esto,ation of a histo,ic ilding resea,c heritage buildings in the community site such as a wetland to improve a natural local natu,al he,itage · is the deadline for nominations? fo, What The deadline forms is Octobe, Please use the nomination form on the back (may be Nominato,s a,e encouraged to include photos and that the nomination. 5, submitting nomination support 2001 photocopiedl other mate,ials resources maintain a heritage ..e....age · · Submit nominations to: Young Heritage Leaders Ontario Heritage Foundation 1 0 Adelaide Street East, Suite 302 · Who may submit nominations? Toronto, ON M5C 1J3 Tel: (416) 325-5074 Fax: (416) 314-0744 E-mail: marketing@heritageldn.on.ca Web site: www.heritageldn.on.ca First Nation Counci communities may submit nominations, which by the Regional Chai" Mayo" Reeve, Chief, senior official with delegated authority. Community-based heritage organizations may have outstand- ing young people among their volunteers. Schools may be involved in a community heritage prese,vation project. Youth Is and Métis must be endorsed P,esident a -0' governments, Municipal that fosters a sense of local pride, community 33 London Life is pleased to sponsor Young Heritage Leaders, a program involvement and volunteerism. - Aussl disþonible en français ~ London ~ Life NOMINATION FORM 'olmg Her/tc¡ge Ùaders Program .2001 HE.RITAGE ~Ol!NIUd·!l)N OHF Reference Number: Nominator: Name of Nominating Counci MéHs Communily Council) First Nation Council, (Municipal Council, Postal Code Town/City Add,ess Posta Municipality County /Regiona Delegate or thei, President Mayo, /Reeve/Chief/Counci Name of Telephone Municipal Administrative Contact Name of Nominee(s): Nomlnee(s) Name of ndividuals: Far Code Age 8 years old ond unde, ot time of nominotion) addresses and telephone numbers of 0/1 nominees. Postal Town/City Add,ess Telephone: (If more than one individual, please attach a Home of nameS st Group Name of For Formal Groups: nstitution or association applicable, name of the school or othe, If Telephone leade, Group applicable, name of f the Group Why do you think this nomination meets the guidelines for recognition in your community? Please describe the voluntary activities that have demonstrated commitment ta local heritage preservation. Please, attach supporting background material n membe,s of Number 8 years) (up to Membe,s Age Group of where possible. and photographs, o Natural o Cultural Bu o this nomination? In which area of heritage is 31fnature of Mayor/Reeve/Chief/Council President or their Delegate) namecl above. endorsecl by the council is This nomination Date Personal information on this form is collected under the Ontario Heritage Act, RSO. 1990, c. 18 and will be used to determine eligibility of nominees and notify nominators. This information will not be used for promotional purposes without the permission of recipients. For more information, contact Marketing and Communications Unit, Onta,io Heritoge Faundation, ¡ 0 Adelaide Slreet Eost, Suite 302, To,onta, ON, M5C lJ3, Tel: (4161 325·5074. london of London ufe InsurançeCampany. Life and designs are trademark' 09/19/01 15:33 FAX 519 762 2278 MUN DUTTON/DUNWICH ~ COUNTY C WATTERS 19J003 THE MUNICIPALITY ÖF DUTTON/DUNWICH MOVED BY SECONDED BY DATE Wednesday September 19. 2001. THAT the Council of the Municipality of Dutton/Dunwich recommends to the County of Elqin that the speed limits be raised to 90 km/h from 80 km/h where possible. that the speed limit in the Hamlet of Wallacetown be reduced from 60 km/h to 50 km/h and that the speed limit on Shackleton Line at the east limit of Dutton remains as it is presently posted CARRIED "Rien VanBrenk Mayor fiMEAEBY OFf" ARF THIS TO BEA1RUE AND EXACT COI-' \ ùr TH DOCUMENT. KEN LOVELAND, öI0rK"rr~lIftU~T" caw,aratlan a\t~e ~~~~f.~il~ne' tar taKing DU on I Dunwc affidavits, County of Elgin. ltÆ ~-, Ontario Ministè,e de la Santé et des Soins de longue durée Minist,y of Health and Long-Term Care Office of the Minister Bureau du ministre 108 étage, édifice Hepburn 80, rue Grosvenor To,onto ON M7A 2C4 Tél (416) 327-4300 Téléc (416) 326-1571 www.gov.on.ca/health 10th Floor, Hepburn Block 80 Grosvenor Street Toronto ON M7 A 2C4 Tel (416) 327-4300 Fax (416) 326-1571 www.gov.on.ca/health 2001 ~/~V SEP 27 ¡q(q¿ fì Warden Duncan J. McPhail Chief Executive Officer County of Elgin 450 Sunset Drive St. Thomas ON N5R 5Vl million in special grants for and cancer care to replace much Dear Warden McPhail In March 2001, the Ontario Government provided $189.5 hospitals, municipalities for their ambulance services, needed medical diagnostic and treatment equipment. In the 2001-02 fiscal year, a broader range of health providers will share in a total of $190.2 million. These providers include: hospitals and Cancer Care Ontario, municipalities, community health centres, independent health facilities offering diagnostic imaging services, long-term care facilities and private hospitals. This results in a total of$379.7 million provided to health service providers over the two fiscal years is eligible to receive a I am pleased to inform you that in 2001-02, your organization special grant of $32,228.00 This grant is intended to improve patient care by upgrading and enhancing existing medical diagnostic and treatment equipment. This will ensure that Ontario patients receive the services they need, expect and to which they are entitled. SuperBuild was created in 1999 with the mandate to consolidate the government's capital spending and to provide strategic direction in developing public-private partnerships that promote greater investment in public inftastructure. The replacement medical equipment strategy, developed as a collaborative effort between the Ministry of Health and Long-Term Care and SuperBuild, complements the government's broader capital investment strategy for health infrastructure by targeting these one-time grants toward replacement equipment. 7530-4658 .2 (01/04) 671-01 -2- McPhail Warden Duncan J. I was encouraged by the positive response to last year's medical equipment grant initiative. Details of the equipment purchases will be made available later this week. The administrative details, including terms and conditions, and sign-back agreement for accessing this second special grant will be provided to you shortly in a letter from John King, Assistant Deputy Minister, Health Care Programs important initiative. i...........-....-. Tony Clement Minister Thank you for your participation in this Mark MacDonald, CAO, County of Elgin Steve Peters, MPP c o ® Ontari Ministère de la Santé et des Soins de longue durée Ministry of Health and Long-Term Care Sous-ministre adjoint Programmes des soins de santé Êdifice Hepburn, Se étage Queen's Park Toronto (ON) M7A 1R3 Assistant Deputy Minister Health Care Programs 5th Floor, Hepburn Block Queen's Park Toronto, ON M7A lR3 Téléphnoe (416)327-2414 Télécopienr (416) 314-5914 Telephone: (416) 327-2414 Facsimile: (416) 314-5914 2001 SEP 27 SEP2 0 200t Mr. Mark MacDonald Chief Administrative Officer County of Elgin 450 Sunset Drive St. Thomas ON N5R :,X,1 /I \1lu Dear Mr. Mac~ald: ~ UJ}I v In follow up to the letter ITom the Honourable Tony Clement, Minister of Health and Long-Term Care announcing the 2001-02 special grant to replace medical equipment, I would like to advise you of the administrative arrangements. You need to review the terms and conditions of this letter and the attached sign-back agreement to access the grant. As advised in the Minister's letter, your organization is eligible in 2001-02 for a special grant of $32,228.00 to replace medical diagnostic and treatment equipment. To obtain this special grant, please review and complete the attached sign-back agreement and return it to Mr. David Stolte, Director, Health Refonn Implementation Team, with a copy to Mr. Malcolm Bates, Director, Emergency Health Services Branch, no later than Monday, October L 2001 The eligibility rules and reporting requirements are included in the attached Sign-Back Agreement. The Ministry, through the Emergency Health Services Branch, has responsibility for a preliminary review of the invoices. Your organization is, however, accountable to the ministry for all funds provided and is responsible for ensuring compliance with the eligibility criteria. You must submit invoices and purchase orders where the equipment will not be delivered to the site by March 31, 2002 to be eligible to retain the funds provided. The Ministry will recover funds not spent on eligible items, or any portion ofthe allocation that cannot be verified, if needed, by an independent audit process as being fully spent. At the 2001-02 purchases. May 30, 2002. be required before You will be advised at a later date of the reporting requirements for this time, we anticipate that invoices and the template will 7530-4601 .2 7198-93 (99/06)* -2- Mr. Mark MacDonald If you have any questions regarding eligibility criteria or specific purchases which you would like to see funded from this grant, please direct them to Mr. Malcolm Bates or Mr. Dennis Brown at 416-327-7925. Thank you for your participation in this important initiative. (fJOhn King' Assistant Deputy Minister Attachment County of Elgin Coordinator, Emergency Measures c: Karen Dunn, P.06/06 TO 915196337661 14:40 FR DIRECTOR'S OFFICE 01 SEP 21 '.." -, -" III .. 2001/2002 Ministry of Health and Long-Term Care Special Grant Replacement of Land Ambulance Vehicles and Equipment SIGN-BACK Agreement for Upper-Tier Municipality and .Designated Delivery Agent ---. '-- - ~--,,-, -- :~~:: " ~.- 'r-- , , We, the undersigned, agree that the allocation provided to us by the Ministry of Health and Long-Term Care (MOHL Te) , as described in the attached letter, can and wiJ! be used for replacing equipment in accordance with the eligibility criteria noted below. We further agree to provide a complete listing of the items acquired with the 2001-02 funds, to the ministry before May 30, 2002, supported by actual invoices. Failure to provide a complete listing along with the invoices and/or any invoices, which cannot be verified through an independent audit process, wìll result in recovery of the funds by the ministry. Unutilized funds and amounts spent on ineligible items will also result in a recovery by the ministry. ! amount $. Sign-back allocation Organization Name - ,. CAO Name j .- Date . CAO Signature , , ¡ 2001 1 no later than 5 :00 p.m.. Monday October please complete and return this form David Stolte, Director Health Reform Implementation Temn Ground Floor, 5700 Yonge Street Toronto ON M2M 4K5 Fax Number (416) 326-121 I To access this special grant, to: , ¡ 5700 Please also send a copy to Malcolm Bates, Director, Emergenoy Heath Services Branch, Head Office, 6th Floor, Yonge Street, Toronto ON M2M 4K5 (Fax: 416-327-7911) , ¡ The MOHL TC eligibility criteria for land ambulance: · Replacement of vehicles and equipment (not equipment to establish !leW services). · Costs were incurred or purchase orders issued by the organization between April I, 2001 and March 31, 2002. · Costs can be supported by proof of paid invoices submitted to the ministry and verified through independent audit. Equipment that relates only to the provision of insured services. , , , Equipment Costs which will not be funded include: > CoSts for equipment for which any portion of the cost was included Special Grant submission. Costs associated with infonnation technology. Costs fOr equipment items procured through a lease mangement. Costs for equipment that does not currently exist in the organization. Additional operating costs that may ,esult ITom the purchase of the replacement item. Building construction/renovation, installation costs, consultant Or maintenance fees related to the acquisition of the replacement item. Costs for equipment items that do not directly relate to patient care (e.g. administrntion offices, business systems). Costs that have been, or are eligible to be funded through an alternative Operational expenses items (supplies or consumables). , <!' · · ¡ , , , Equipmen grant. or other Medical ministry capital 1 the 2000-0 m );- );- >- >- >- >- >- >- , , ! , ~..~.~:..~=_. ..~ ** TOTAL PAGE.06 ** .-. -'-'.~._-, .,---, .~-~. --- ........ --.-. ~_._, -..~.~' _"_n ~. 2001 Draft September 11 Mayor Rudolph W. Giuliani City of New York City Hall NEW YORK, NY 10007 U.S.A. and to Mayor Anthony A Williams Government of the District of Columbia 441 Fourth Street NorthWest WASHINGTON, DC 20001 U.S.A. Worship: Today the Warden and the Council of Elgin County watched in horror and helplessness as your City was violently and deliberately attacked. Your Although many miles separate us, the entire Council wishes you to know that we are joined to you and your citizens in faith and prayer. The horror and grief visited upon your great City touches the world and will necessarily solicit a greater response of the human soul to heal and rebuild. Accept our heartfelt prayers as a sign of the unity and support of your neighbours and friends. United in support, Duncan J. McPhail, Warden of Elgin County. Municipalities In Elgin County. c.c. - Lower-Tier 2001 tember 25th Items for Information - (Consent A CORRESPONDENCE - Se Honourable Rob Sampson, Minister of Correctional Services, acknowledging Council's support for the City of Owen Sound's resolution concerning the effects on municipalities in regard to responsibility and costs for prisoner transportation and court security. (ATTACHED) 1 Honourable Elizabeth Witmer, Ministry of the Environment, acknowledging Council's support of the Town of Arnprior's resolution regarding legislation of municipal recycling programs. (ATTACHED) 2. Pat Moyle, Executive Director, Association of Municipalities of Ontario, with a copy of the AMO 2001 Conference Proceedings. (Available for viewing in the Administrative Services Department) 3. Honourable Paul Martin, Federal Minister of Finance, acknowledging Council's support of the City of North Bay's resolution concerning gasoline taxes. (ATTACHED) 4 Honourable James M. Flaherty, Provincial Minister of Finance, acknowledging Council's concerns regarding 2001 tax policy decisions. (ATTACHED) 5. John Maddox, Director, Municipal Services Office, MMAH, and Ann Mulvale, President, AMO, announcing the Annual Southwestern Municipal Conference - November 16, 2001. (ATTACHED) 6. Resolution from the Municipality of Dutton/Dunwich - request for flashing warning light AMO with Conference Agenda October 14-17, 2001 and registration form nformation - (Consent A Correspondence - Items for '1At" g~ Honourable Rob Sampson, Minister of Correctional Services, with an invitation to Council to attend the Ontario Crime Control Commission's Safe Community Technology Exhibit on October 4, 2001 35 9. ~~~ 1 Ontario Ministre des Services correctionnels Minister of Correctional Services 25, rue Grosvenor 18e étage Toronto ON M7A 1Y6 Tél. (416) 325-0406 Téléc. (416) 325-6067 25 Grosvenor Street 18th Floor Toronto ON M7A 1Y6 Tel. (416) 325-0408 Fax. (416) 325-6067 CM01-02354 o 2001 1 SEP 2001 14 SEP Mrs. Sandra J. Heffren Deputy Clerk Corporation of the County of Elgin 450 Sunset Drive St. Thomas ON N5R 5V1 Heffren Mr. Steve Peters, MPP for Elgin-Middlesex-London, has shared a copy of your letter addressed to my colleague, the Honourable David Turnbull, Solicitor General, enclosing a copy of your council's resolution regarding offender transportation I apologize for the delay in responding Mrs Dear As you are aware, the Adequacy and Effectiveness of Police Service Regulation, filed In 1999 under the Police Services Act, requffed every Police service in Ontario to have in place by January 1, 2001, policies and procedures on court security and prisoner transportation. It is important to remember that court security costs and prisoner transportation are solely the responsibilities of municipalities. We have taken a number of steps to help reduce the cost of prisoner transportation which include establishing an Offender Transportation Unit to work directly with municipalities on areas of mutual concern, implementing video court in a number of jurisdictions, and initiating a complete review of how prisoner transportation is handled throughout the province. I expect you will be consulted on the last project very soon Also, we are currently exploring the possibility of creating satellite remand centres, which would be adjacent or attached to local courthouses, thus eliminating the need for transportation of the accused at the remand stage For those municipalities directly affected by our modernization program, the Ministry established the Offender Transportation Project to examine transportation issues arising from the decommissioning of correctional facilities and to identify options to address any additional workload for the police. ./2 36 Mrs. Sandra J. Heffren Page two Since 1996, the Mike Harris government has been working to modernize Ontario's correctional system to make it more safe, secure, efficient, effective and accountable As part of this process, the Ministry of Correctional Services continues to éxamine ways of improving offender transportation services and to ensure the continued safety and security of communities in Ontario. I will be sure to keep you informed of the outcome of our review. Tt or the opportunity to respond f RI Sampson M ;ter c: Honourable David Turnbul Solicitor General Honourable David Young Attorney General Mr. Steve Peters, MPP Elgin-Middlesex-London 37 .~ ~_f""'" 'Ontariç> Minister. de 'Envlronnement Bureau duministre 'ouest 13,5, avenue St. 12' étag. To'ontÒON M4V 1P5 Tél (416)314-6790 Téléc(416) 314,6748 Cia; Office of the Minister 135 St. Clair Ave. West 12th Floor Toronto ON M4V1P5 Tel (416) 314-8790 Fax (418)314-6748 Ministry of the Environment File Number 73164 5EP 0 42001 2001 13 SÉP Mr. Mark G. McDonald,CAO County of Elgin 450 SunsetDrive St. Thonìas ON N5R 5Vl DearMr: McDonåld: Thank you for yourle1terofMa)'30,200l inf<;>tmin,g11le abouttheCounty of E1gin'~ support for the T0Vl'll of Amprior's resolution regarding legislation for municipal recycling progranìs OnIune 26,~001,the Ontario Goyefllment introduced Bill 90 - the Waste piversÎon Act, 2001 - in the Legislature. The aim ofthis proposed Act is. to promote the 3Rs(reducing, reusing and recycling). The proposed legislation, once passed, will create Waste Diyersion Ontario(WDQ), apetmanentorganizationto address waste diversion in the province. . It will establish the fn(mework to provide municipalities with 50 percent funding forthe Blue Box program, andlook at other waste diversion initiatives such as used oil, scrap tires, electronic components, household special wastes, batteries, fluorescent lighting tubes and pharmaceuticals. The legislation wÎ1í ensure that all affected industries pay their fair.share... This legislative approach reaffirms our govefllment's cornrnitmenttothe Blue Box program, and ensures . that municipalities have the necessary tools to sustain the Blue Box program and increase waste. diversion at a locãllevel WDOwillbuild on the wþrk of the one-year, volul1taryWasteDiversion Organization establishedif\ Noyember 1999. We will continueto work with onr municip~Lpartners, business,iµdustry,arid other. stakeholders to find ways andnieansto divertrecyclables from disposal .2 38 100% Recycled Ch!orili~ Free. Made in Canâdà 0761G(03l01 <i Mr. Mark G. McDonald, CAO Page 2. Thank you, again, for bringing council's decision to my attention. Sincerely, E er, MPP }, c Mr. Steve Peters, MPP Elgin-Middlesex -London -39 w Ministre des Finances Minister of Finance Ottawa, Canada K1 A OG5 3 2001 1 SEP 1 7' 200' SEP Mrs. Sandra J. Heffi'en Deputy Clerk County of Elgin 450 Sunset Drive St.Thomas, Ontario N5R 5Vl in support of the Corporation of the City of North Bay's been sent to me by Member of Provincial Parliament, Mr. Steve Heffi'en: As you know, a copy of your letter resolution about gasoline taxes has Peters. Dear Mrs. I would mention that the government's priority has been to lower personal income taxes. In total, the tax measures proposed in the October 2000 Economic Statement and Budget Update, combined with those in Budget 2000, will provide $100 billion of cumulative tax relief by 2004-05. The indexation of the personal income tax system, as announced in Budget 2000, has helped offset the impact of price changes of products such as gasoline and diesel fuel on taxpayers Not only are the tax measures announced in the Statement delivered much faster than outlined in Budget 2000, they also go further. Personal income tax rates were lowered effective January 1 2001. my best regards. Please accept Sincerely, 40 Canadã Martin, P.C.. M.P. M.P.P. Mr. Steve Peters, The Honourable Paul c.c. ~tÆ ~-." Ontario Ministère des Finances Bureau du ministre Èdifice Frost sud 7 Queen's Park Cres Toronto ON M7A 1Y7 Tèl (416) 325-0400 Tèlèc (416) 325-0374 Minist,y of Finance Office of the Minister Frost BUiiding South 7 Queen's Park Cres Toronto ON M7A 1Y7 Tel (416) 325-0400 Fax (416) 325-0374 2001 17 SEP 22001 , Mr. Duncan J. McPhail Warden 1 SEP County of Elgin 450 Sunset Drive SI. Thomas ON N5R 5V1 regarding 2001 tax policy decisions for 2001 Dear Mr. McPhail: Thank you for your letter dated June 11 mUnicipalities. At the end of March, the Province provided municipalities with detailed property tax information and the regulation setting out the final tax bill requirements for 2001. Municipalities petitioned the Province to extend the deadlines for the 2001 taxation year to make tax policy decisions. After careful consideration, a decision was made to extend the April 30, 2001, property tax policy deadline to May 31, 2001 The Ministry of Finance and the Ministry of Municipal Affairs and Housing have been working closely with the Municipal Property Assessment Corporation (MPAC) and the On-line Property Tax Analysis (OPT A) system to facilitate the timely issuance of final tax bills. As all the tools needed to proceed are now in place, we do not anticipate any systemic issues that would affect the issuance of final tax bills within the regular billing window. I am forwarding a copy of your letter to my colleague, the Honourable Chris Hodgson, Minister of Municipal Affairs and Housing, to address your concerns about OPT A. Thank you again for writing. Sincerely, d~ , James M. Flaherty Minister of Finance 1 4 The Honourable Chris Hodgson Minister of Municipal Affairs and Housing c @ Page ElEI2 01 P CLERK-Elgin Co 6191 416 97 1 519 &33 7&&1 FAX NO, ASSOCIATIon OF?-> AMO PM EST o El9/17/El1 22:ElB:14 MON 03 SEP-l7-0 !-illl¡.()\lC , r6wo1' nlll'~:1II des s~rv¡cc~ 11\1)( \lmnlellÞuHt(l 659 1!:1tr.,\!I.:\' Rn"d, 21: 61\$:<.:' 1.$ndClIl0N NG81L3 (519)m-4020 "¿I&c(Jp~c\lr: (S \ 9) 873·40 IS StlT1~ ['"3i.~ = 1 SOD ;2.65·4736 l\lllllltilll}\ SI:'rvJcc: 11\'~~S!~uthw"~f('rT1 tiS9 F.xl;ll.:rRo~o;I, 2nd F!(lor LOI1¡!on ON N6R \ \..3 (S!<J) ~73.4020 r", (519) R'3-4018 Tol! }lr~'O: 1·~OO·2(iS·4736 Ontario M'¡I\l~,\t('~ d<,:: Anhirl,\~ I'nhnoi)'(\!t' ct tlu L(!gt.mcnl @ onlnrla Miui1:(fYUC MlI!1kip;l\ Anhiu n1dl ~,~..--,_..._"'_...'" .......------' , 2,200 $CpLC!l1bül of CONFlèRl¡NCE - NOVEMllt:R 16, 2001 The SÒl1\hwc~tcm Municipal Services acnae ofth¡,: Minislry oCMunioil':lnl Affairs in conjl\llctil1n with the AssocìatlOl' MlJlli~)lp:1lilics or Ontn do (AMO) an:: plca~cd 10 bring 10 you the upcoming Southwc~tcrl'l Municipal COl1fl'TCn~e "Foll/'ldm}(J¡¡j()f CJ"'ngf.,' 1ìH! CornßI".'J'foJ(!.f oj'S(nmgth clfld S!(¡()/!ily" on Frith\)', November 16, 2001 ut the newly cX}H'LndI:t1 U,,!)l Wr~tcrn Lamplighter Tnn nnd Conference Centre ill London, Ontario, SO\!1'JlWli:S1'ERN MUNICIPAl ANNUAl 1m At thC' conference, yml wHl b..: nb1c tt) IcarI'L, partioipulé find be: updated on several importnnt key iS~l1C$ aftèclillg municipJIHicB In OntArio $uch l\~ th~ 1\¡;W Muuicip(\\ Act, t.he Sm:.1rlGrowlh progran'l, the recent 13rownficlds ShilLllC L;~w Amcndm\"'iI1 Act :.md much more. Sc¡:;siøns íLn;: outJincù in tbe ¡1.c:companyingrcgistrl1tlon 1l1i.\lcrinl. In (lddiliol\ Dr. Rob!!!' Budn' n Iwt¡;d communic;dor, TV p~rsonaJity and phY5ici hm:: bec!) hwiled to deliver the KL:)/l1otc ^ddrcss p,'yment by cheque made p"y"bl. 10 forrn.~ wit On1.1rìo A$sochllioI1 ofMlll1ícip"Hti~s of 393 University Ave., Sllile 1701 Toronto,Ont-,rio M5G I E6 Ptt'~'f>~ send complete Cunn. J'cgi~trH\JOI " find All""¡',,d you wil AMOt 971-9372. [,,,cd to (416) pnyment by cl·.dit c¡\I'd can be I'o,msw ComlHl~tc4 October sc! aside un .118 special ,aID of$89.00 por nicl1t ">IS beel a block of rOO"'" holel ¡j(;ooll1mud~\líOI'S Jl"you r~qu¡t'o 15'''.2001 ut The Bl:st Wc~tL::rn Lan'tplir,htcr Inn 591 Wellington Ro~d London. Ontario N() -88R-232-G747 back your rcgLslral;e1n or (519)-681-715 Phone: 410 you. cumplete ~ntl scn We look forw'1rc] to seeing you on .!100-265-4736. t pl.:\se contact uS at (519) 873-4020 or ~lIgge' I th¡; oonferenc(; a WI:; ¡;Ip:m~ a grC'i.ìt denl of il'tLL'r~st In fbrrl.l with paym as ~mO!1 a~ possible Iluest1on'$, II' you hov" "oy Novomber 16th. \lli~~ ¿tde ¡'..~m.intfno (If M.l1I\¡dp.,ríli(L~ fir On¡.Hio 393 Universily Iwe., Suito 1701 Toronlo, Ontario M5G 1E.6 Tel: (416) 971-9856 or 1-877-426·6527 Fax: (416) 971.9372 AI' Mulv"Je, PJ'csilltn ofMlmíc.ipa!ilh.·~ 42 Associ ofOnwlo /"'-, ,",,' ~1·' J 4.. >/Jrw, ·'(h:;rÎ:'.?-I<'S!~ {/.rohn M"ùd", ' DireclO r ~~\'!lcirt!1 $CI'V1L'Ù:! om~."1: S(lLIlhw~:;tcr S¡nçl~rdy, AII:1ChmC';¡)ts Page 883 p, 02 Co CLERH-Elgin 619 416 97 1 519 633 7661 FAX NO. ASSOCIATIon OF?-> AMO PM EST 03:02 89/17/81 22:88:54 MON SEP-17-01 -. À~. ).".~ul'l.Lllt\l'I(frM\lI\((¡tl.llìli\'\u"(14'("ri'l ._--,-_.,.......-._...-----'~ ",--....--.--... Foundation for CHANGE The Cornerstone~ of Strength and Stability Friday, November 16, 2001 ßest Western, Lamplighter Inn - London ··ONT¡\I\1JO :/' Min1sf¡YGf "I\1I~\idlij,1 Affilin: \ and Hotl~In(: .,.-.-----""-. ,I '. Ontario REGISTRANT'S LAST NAME f'·iëGl~~·rf~Nl"~Î;;ìRST NA;~~~-~'-- .-~-'-- .- ~M'._._~,A~..--·-"..,---·,,--·---""""MUÑiélr'ALlTY'ÓRGAN¡lAT¡ON .,.".__~.,._ ~"'__,_~...--,.-----....-,-M---...' ADDn.r,i;H' CITY Pr~OVINC~ --~ FAX TEl!:'PHON" __"'___"M.m_'W___~""'--_·__' POSTAl, CO[)C (GST Reg:"' R1067ò2944) 12.15+$7.85GST . ($ $120.00 ncludes lunch): Fee Registration Provll,c.ia) Perspoclives 011 Soci!:l! and Affordable HousIng o o o a o o o o o o .~__...._._._.,.__..£)~c~tH:'J~~Olf y~)'\g and aftQrnoO~n preferences (S€lO over for descriptions) MprrJ{/JD,§.!'#.::C:BL(i[1'! ð..f!.!fmQfl!l,ßesslon.s MlIoir.lpal Lial>ìlily Bill 6t NUIII,o\ Managemenl The Now Municipal Aot Act P~Il'1irJPr1vtiIG Pmlnorships Brownfields Manclgoment Act Nutrien! 8\ Bl Finance Acl Ul~ Prcvlnel,1 Pellcy Slatcm."L An UpdalO The New Mlwicip¡: Slf¡:¡rlGrowlh ¡¡¡nd -,-- ..., Rt~O!f:ìjrflìon forms CANNOT be proccs~ed unless accompÐnied Wi1h proPQr payment ONI.Y PAYMENTS BY CREDIT CARD MAY BS FAXED TO 416-971-9372 ASSOCI^"ION OF MUNICIPALITIES OF ONTARIO 393 Universily Avo., Sul\ß 1701 Toronto, Ont3rlo MGG C1 - Cheque Poyabio to: 1E6 American Express o MasterCard o O-VISA -..,--- CREDIT CARD: --'.---"'.-~" CARDt/: ."---.......-- NAMr~ ON CARD: .-.,---. EXPlrw DATE: -_.-..---~' SIGN^ TURE: - GST) .. . c~(1fìCJnr.\tlonr, I11Llgt bo rcq\)Û!:.t~d in wrilil')ù Dod rece!vod by AMO on or beroro Oct. 31, 2001. An admjnistraUon fee of $26.713 wiil :;,pply 1<) 011 ,"funda. REQUl,ST FOR REfUNDS WILI_ NOT BE ACCEPTED AFTER OCTOBER 31st, 2001. conwrcnce@amo.municom.com ,~".."-....,.",~.......,~.......,,,~._. -----......., Ema¡ MI1I)IIt1Ø'iIMMAHS(l(If¡WliSICI"RII!J\AMO_MMAI''-Rflfjl~lfbtlðfl Fa(rr,wpd 43 1-877426-6527 Ext. 330 Gwen Rideout \Amf){'IJ'lill¡.:rv()"\rl"IJII"J~¡f(:\U~I:',\CUfµ¡)(.'/I\AM() .'iprJ/;¡{;1 RE.GI$TI',\l·ION INQUIRIES: Page BB4 03 p, CLERK-Elgin Co 619 416 97 1 519 633 7661 FAX NO, RSSOCIRTIon OF?-> AMO MON 03:02 PM EST 89/17/81 22:89:34 SEP-17-01 £~. ~" ,llillll \~r MIII\¡¡i!,.~!lI¡¡,,,!I( Onf.u!fj Foundation for CHANGE DNTNRJ;O / Min!s¡,.yor M""kil"IMlilir.' ._.J!E~l!!I!:!!!!g,_ .J The Cornerstones of Strength and Stability Friday, Nov()mber 16, 2001 Western, Lamplighter Inn - London Ontario Best SmartGrowth and the Provincial Policy Statement; An Update (Morning) This session will provide an update of the Provincial Policy Statement review as well os the latest ovailable information 011 the results and a Municip«1 Liability (Morning) This session will discuss key isslIes tha municipalities should be cogni7.ant of - whether negòt 1l! a çontl1\ot for scrvieing, entcring into pori to munioipally owned this c¡uesLion A each presenLntion initiative. direction of the SmartOrowt1 follow and answer period wi Held n experts pcominent as perspecLive. <>r related nus uniquc nersllir ly. 10 proper provide the and redevelopment. legislation and Brownfields (Afternoon) The recent Browntields Statute Law A1l1endmel1t Aet, 2001, ba rriers to main Bill 56 proposes to remove Brownfields e (Morning) and Inl10va ¡ve m\JllicipUI service PII\>lic-Prlvate P,utnerships: the amll'espo1\sibi es of managing 1 PublìclPyivate Partnerships L()arn aboll1 noW canup focus on the ncw This session wil assist Ontario exol11ples. delivery through ri~ks., the rewards P3's thro\lgl leaders to idcntify a range 0 f liabi1ity and approval tools to support planning and redevelopment \1Volving Brownlìelds sites. 1TIunicipa finance, potentia available Act (Morning Management Nutrient (j' ~j speak to munioipa e5 Provincial Perspectives on Social and Affordable Housing (Afternoon) In this session, Senior Ministry staffwi the relationship between O\ltario and on Social and ^ ffordable HO\Jsing. activities in order being of <~stublish province-wide nnn,,,.'''''''· ofnutricuts watCl' cnt ~t"" .:I ...,,' in I'm Fine .1u ,.....~ to rll""~,c>""u.,",.,,, and Aft1?l'Ooon) l 8 J proposes stmuhrds for the .,.,. n·······,,4. the ties how YO\ by the Ontmio bo a tTeeWc1 igl ~v ". ','~"''''' eommunity lC'gisl~lliol1 The New Municipal Act (Morning and finance Finance (Afternoon) va\'1ous wi participate in a panel discussion on curren issues facing municipalities Ministries Representatives from Refbnn is the cOl'l\crstO\1e of a new, stronger ¡mcl morc maturo relationship between Munlcip:\litics and the Provincial Govcrol11ent. TI se~sic)l1 new Afternoon) MUllicip,l\ ^ct (lOU n,cns on the proposals for dircctil'l1s contained in (he new Ad", to be I the F¡ íntrodueed w cg,jsli.\liv\'~ "Munrcl \ \/lfJj¡"¡fl1;III1IIIJw!(\¡t,lllIw/lIlalj):rN\ CCff'0',"JfINAO $pØChff MI'f1ff.'1(]~\MMAHslJur/w~11"mR('!1\AMO_MMIIH../~o!1ls1Mi0t1 F¢rm.wpd 44 09/19/01 15:32 FAX 519 762 2278 MUN DUTION/DUNWICH 4 COUNTY C WATTERS 141002 THE MUNICIPALITY OF DUTTON/DUNWICH MOVED BY "Sealey" SECONDED BY "Leeson" DATE Wednesday September 19, 200.1 THAT the Council of the Municipality of Dutton/Dunwich reauests that the County of Elqin install a flashinq warninq liqht at the intersection of Currie Road and Talbot Line in the Hamlet of Wallacetown in accordance with the Policy of the Count CARRIED "Rien VanBrenk Mayor JÆREBY DECl.ARE THIS TO BEAtRUE AND EXACT COpy OF THE OR! DOCUMENT. KEN LOVELAND, Clerk-T,.aeu,.r C0[fc0'allon of the MuniCip,allty of ' Du on I Dunwlch, Camm ssloner for taking affidavits, County of Elgin. '\0 2001 COUNTIES, H IONS AND CMSM'SCONFERENCE N·····.·······.··.·G·····..······.··.·A...·.·······.·..· ... . . "'- E··· :. > 14T.H - 17TH E ~F OCTOB ER R ~. "",.,. FE o ONTARJ I, L 1 v s HUNT E So R.T E RH UR$T E D HOSTED BYTHB DISTJ11C1 OF MttSI<OKA .ReprçsentatiyesJrom· Counties, Regions and ConsoUdaft1d SqvÎCes Managers ate çaUed tö faç¢theJr mutu,il¢hallei')gesat the 20.0.1 AMO CQunties,. RegiQns apd cMSM'i;C()n(èrcnce De)egateswUlhlWeilw.oppottunjty to Iistel1 t~\keynøte speakers, hld.udin.gprøvincial. officials; who wiUaddress such tQpical subjects as; . Süw:ssfiil ëout1tilrStàtT ... - " RèhÙíons . RÙnUChill1éngcs ..t\dd!:essillg.dle Future Now · $odal Housing- Let the 'lraÜSfetBegfu W An'lbuIartéeSéÎ'ÝÌceE ~. Š¡).vingtifeS¡ii¡d Money IÏ Latest in Làbout RefiltíØlls WSttetdÜ¡¡g tÞe Property Tax D.ollar · $QQqIN!atkeÜng- Knowing¥our CIi¡;nt · O!1tado'sEarlyYèars Phin $¡YQ\;! Busî~s$es$ÍQ7I The MutiipipttlPfopertyAssessmøl1t CotpordtÎofj-AlifflJalGênerål M.¢etitïg The host muÙidj;liJHty, The DistficlOfMl1skoka¡ welcomesdeÏegàteá þ.) parU<;ipa\e in a tnilyedµcatiQnal ¡:,xPèriCIJ<;C..while exploring the surrollnding èotl1mJ.lnity; , Yc)UwiUhaye tbeoccasi01110 partkipate inacomprehensivelypIann¢d !;ontiitei¡cejitoVíding you. wíth allt:tIÙP¢t öf opjiortJ.l111ti~stú; FFEREN MAKIN . Ehgagein disGussiol1swit!:i ç()Ueagt\e~wh(! . share ¥(!1;Jf perspective .on,a Intetact .ri\Üï¡h¢f of key topìès with experts . . GetiJpdateø OI1.l1ew proYin<;ia] hiiÜiJ tives ."e¡¡rn a11011t the r¡¡\i::~t proqucts and services. fr(!m o(¡t·ejdï¡bÚÚr~ rhis..yearAMO !Jffers 2opt~!f/.J(!r·regi5trati(!/I· t> <;:ÖÌPI'I¡;tê.the ~",;lli$l-4regìiitíà1#>n f\itllj',fpilpÌpVíd.;åêtoils för !'~J'I)ffithy.<:'edi!,ç¡.lrdi"·e,,d(lse· a'cbeque·p'\Yáblet¡, 'the. ASsO¢iàt!ön ofM!¡1'¡itip~titìcs ofOrtt,\1'Íoand¡l1an1d: .AMÖèountles,ltegions &ëMSMsCorifèrence Ass(¡çÎiìtíön. .¡f1>1u!iidl';1JitÎ<1$QfO,ïta.tlo Snite 17tH,3!,f$V1dver"ityAYellµ~ ·roróìitø,Olltro:io,M,5GJ1ì6 2) RcgisterOn"JiMvià ·(be Intenwt Now }~l¡cáf1aJsQrègistèt ùsWgtbé.!rit<:flWf.¡¡rid pay bý ç;"dit ca,dnsingtruo:secuo:e en"íWtea envimnment.·Siln¡jJy·VisÎt: £lbte· ," .' ..' . " . .. . . , . - .- . . . .', .., . . .. . . . . , .. .,' .. ., .,. , ," ". '-:, . ,.".; ',', i··.·,..·.. . ..... ., ...... :A~~ociatìQj'ï:of Munídj:hílities.üf 'Ontario: . N·G··~ .... .. .... ··.···A····· . . '.~nn' ~ ...... ....... .:.:.- DIFFERENCE ·IN MlJSKOI\A~ LOOK FORWARD TO SUCaSCHEDULEDMNTSA$: GOLf TOURNAMENT JO;l1 'your fd!,)w dclêgarcS iu u l're.o:;nrete.n~e g(,jftl>Urnatllêllt pntlkPeerb"rst tak<!sid. .<!Ol\p¡ewbkb tí¡lC~S the Waterl):')íI~ J¡tti>:IIWWW¡alÚQ.011.ça/~ègis~er .;¡}d~-ètè¿t th~ 2()()JAMQ¢il1"Ìti~S,~~gi¡i!j$(f. CM$I',#d¡"ftfl!(J,t~.. CÒNFJRMATlQN A.CQnf>.mlaiiQ\l. of-yQt\r,registratiOllw.¡U·b¢ scrl.H6~'()u proVided ·l'wl'ervaymtnt ;Ind. ~oDlple"(1. ttgi.$.~n\tk>l1 form "re, tt~dvt.1.. :r~)l;" :Jqtl).':sì.í:ons:regardilf.willfhr:m"ltioll.:Çt.:lJjt~i¢t:Gw.e) J9-(ir-P\11: ,;:It 41õ-'911.·9856ext. $30. CANCELLATIONS. Ai,<,idWi"istrativJfe¢.Qf $53,!W wiÍj "Pply .IÜ âtJr.eq\ì¢sti< I"r cancdlaiíönsreceivedjll writing 011 'orbefore'Septemberi,8, 2001.,A.ttel' (l;i~ qW, ICCl\1¢stsrQI' t:.fÙi:jc4 wiÍ(tïot bem;¿cpNq. HOTEL ACQOMMÒÙA.TlONS :Ei1r r.1e!Wø!.ii1mat#k,'''tlj'rrer¡æ1!i¡kt (Mt4(t; D~iÞtmtR,cSQrt ReserYatimrsT<iUJifee~.1. gÔØM163:t2 'l~lephQné· 705789i\4Ü FJiX-105789,5204 'Wd.Jsite- -' """,v.deecj-lrurJiìresortcoll1 ABOUT DEERHURST l)iöetbùriit is 9!W ('ifë~n;.jdÙ :(¡ti¢st èòi:jfel'eti¢¢ te5qi't ·de$tìmiti~ll.1~~_ )ff~~;¡:ng. ~a~peiÞ 111<:et¡ng·'f.o(Hns~: and" Þa:Il~luet tldlltî.(..~:,.:a: '1;ll1):riher..o(J~j:s~rc-:thòjt'¢s; a,nd:a \'a"r~~wþtte8t~qrd.J:\~ al,dçntedqillment.·\>ptiû!).'I. NO.I<,;{jiffictiQt1.. t-<1.J)eef}¡.td#··~'" ·¡¡vailableQnffte wJ¡'-'il"Jderltifi~d abom FOR FÛRTHER1NFÒRMAtlON G¡¡iitact(;Wèt!Rídèout átA!\iO J>1r¡;ne.. .416. 97198.$6 ext53.n ·P.,iiail-·grideoJ.it¡;¡>".1Í!Q.ttt\lIx!"on.l.i:I)!ii m4 Wit,.!s d:W)trgh(b¢$p~¡;t'¡(iì¡atsçe\l~tr W1jat""~l'ý(\Ûf lWeI ¡jfgolf,ënj¡;y ìhçgattte; theüllllþà'Í}' ¡md tbe.heaûtif"l!seitingdfMÜ~k()ka hero.retbe business of ¡!ftb~ tesÜt(. thecøh(etel\?é be~ii\s, St¡irl'!1méS l>eghjl¡1ijg¡¡tl:?:()Qji)(11Í, þúni!ay Oçt¡)berl'Hh. Fèe$ ate$6Ò .petl\ersÜß "lldÚi~](jdë ç¡lrt :m.l t"xe$. PJ./aSc.ùu;lhe·tegÎ."."HìJtl firrm ,mdiISed. Fifd free to 'ëgis-I'" Ø$ 'lm jndi¥idf~iT or 'i/S'ate'Hn EVIL JNGPlt1 SÜt\i\aÿWdÞoì1W R¢ç~'¡iti<i\1. - Ç¡í(þh µpwit4yoürtütIe¡tgu¢s atthegâN ,?pèllingevent.. Møn4ûÿGat)ïerÎng- è<l¡iw oogëth~rfo~\I"bapl'ÿh"llt"eVem, complete with prJz,¡.draws. hefore ·yolrproc.eed· to YOIlr ¢'\t1hih~~: :a¢.ti.Vt(~è.5. J).\éSdi\Y ßal1qlìet.- I.(,¡;kfql;Wat9, I" attéi\úil\¡! dje .¡¡<ial þíg\iJ!ght ofthèi:on'fèten.~è. G"tšètJ",r;mintet¡¡CÛWëwníi1g "f"Ve¡¡~Style" èlltertwlltllenh"llligreaì tunes, élàbonitè çQstMleš,i"daiMétJ!òffM. FAIt] ;:\f¡¡ti·.p~()gtall¡.·Ms hèeri·.pl·èþ~~ed(QÏlj;jrt"èrš·.pri)\'M¡"g a,ldi¡;hrlhLover\;iew (It dIe beal.1lY of·he,Ml.1sk(¡Ra area, lfighli¡ìhtsini:lµde: ,mdil1e '.·a ·oour· ,,{Maple Orehard Farn,.j ..u river .crnis¡¡on {be Lady .!vhtš!œka . a v'í$ílJo,.Algi)l1qÜ/n.·POÚk Visitor (';entrê AIgonllui!1Gallery usÎ11$ the ait¡¡d",dfq¡istrnti<mfarm.. 'up~ Sf.~l; :n k~h, ·w~ :Þ4QI~da)' ·çve.llin~,.a:t g.~~O· pn~ :tQr 'a:-t.lnl,!~e-·:(n~J)Prt.uJI.ny Iq.sèé t"è $tarstjpdÜi><AI i:h.1'khoV;\1le.y OhS¢\YáWF 00Jy.25 špaces·nre.. available s"miikesIlí~e.ÿou sign up earl¥, (PI..:a.c,,"Jér (Q lite. (ltli1chcil,>¡f,i$tr¡¡tiør¡fimnfi)r Jwth!'rdktøiM. Æ ''''~s,;i\~~~~:?rNM~\,: .... . 2001 AMO COUNTIES, REGIONS AND CMSMs CONFERENCE October 14 - 17, 20 Huntsville, Ontario - name as it should appea' , III . I........·: be processed unless ace, , ,. DELEGATE'S FIRST NAME DELEGATE'S LAST NAME TITLE MUNICIPALlTY/ORGANIZA TION ADORESS CITY PROVINCE - POSTAL COOE TELEPHONE FAX PARTNER'S FIRST NAME PARTNER'S LAST NAME GST# AMO Membe,s Non-Members R106732944 (all fees include 7% GST) (all fees include 7% GST) Early Bird Regular Ea,ly Bird Regular (on or before Sap. 7, 2001) (on or before Sept. 28, 2001) (on or before Sap. 7, 2001) (on or before Sept. 28, 2001) Full Registration $ 260.00 $ 315.00 $ 320.00 $ 385.00 Partner $110,00 $ 130.00 $ 135.00 $ 160.00 Total Fee(s) Enclosed $ $ $ $ Registration forms CANNOT be processed unless accompanied with p,ope, payment. ONLY PAYMENTS BY CREDIT CARD MAY BE FAXED TO 416-971-9372 ASSOCIATION OF MUNICIPALITIES OF ONTARIO 393 University Ave., Suite 1701 Toronto, Onta,io M5G 1 E6 . .. Cheque Payable to: CREDIT CARD: ~ American Express " CARD#: NAME ON CARD: EXPIRY DATE: SIGNATURE: Maste,Ca,d "0 " VISA .. . Cancellations must be requested in writing and received by AMO on or before Sept. 28, 2001. An administration fee of $53.50 ($50 + GST) will apply to all refunds. REQUEST FOR REFUNDS WILL NOT BE ACCEPTED AFTER SEPTEMBER 28th 2001 Gwen Rideout, 1-877-426-6527 Ext. 330 Email: conference@amo.municom.com REGISTRATION INQUIRIES: llAmomalnserveM_amopdc\UseJ1Corpofat\ACROCon(arenc8s\ACR02001\Registr8tiOlI\Registration Form. wpd ,,"..."^ :,_',.,_,_: "," .,' _:_::>H~~~!.i.,~~::.: _,',' ._,....:,::' ....,. j2~.t(:(;j#n~t(!$i.!Jf.¢gJtm$...~·C.'MiJI ...."..\. .Cø.#. f.eie"n~ .... . ... * ~â~¡¡¡¡¡.;þqLf~¡¡jÌ<\'Ä!Ø¡,~'riø 393 Uníversíty Ave.. Suite 'n01 Toronto, Ontario M5G 1 E6 ·f· .. '.,.'. :. . .."..).g. . ,. '¡d\æ~N~t~T Tel: (416) 971..9856 1-877-426·6527 Ex!' 330 Sunday, October 14, 2001 Deerhurst lakeside Course You are invited to registe, for an t8-hole golf game at the Deerhurst Resort and play the scenic Lakeside course. Tee times: 12 noon to 1:00 p.m. Cost $60.00 per person (includes 18 holes of golf, cart and tax - GST# R106732944) You may register as an individual or as a team. Email A....ociation of MUllicipalitie.. of Olltario 393 University Ave., Suite 1701 Toronto, Ontario M5G IE6 2) 4) Fax: Name: Municipality: Address: City, Province: Postal Code: Telephone: Golfers' Names: (please print) ]) 3) Please make cheque payable to: CREDIT CARD: o CARD #: NAME ON CARD: EXPIRY DATE: SIGNATURE: .. American Exp,ess 0- MasterCa,d o "VISA o Space is limited so please REGISTER Early! Inquirie.., Gwen Rideout. Tel: 4]6-971-9856 Ext. 330. Em" grideont@amo.municom.com â:/·· ¡J ., . 'iio:,. ... .. .... . $t; ..... :A.$~ød~dwJ~ ufMill"dd~måø,{)htitr:i 2001 AMO Counties, Regions and CMSMs Conference PARTNERS PROGRAM October 14 -17,2001- Deerhurst Ontario Please type or print clearly. List your name as you wish it to appear on your name badge. To ensure a reservation, please fax this form back to Gwen Rideout at (416) 971-9372 on or before September 28, 2001 This event is open ONLY TO REGISTERED PARTNERS. Huntsville, Resort, . PARTNER'S FULL NAME DELEGATE'S FULL NAME MUNICIPALITY I ORGANIZATION PROVINCE CITY AODRESS FAX TELEPHONE POSTAL COOE Please select ONE 0' BOTH of the following events by placing a check ma,k in the box provided. All cha'ges fo, both events have already been included in the partne,'s ,egist,atlon fee. Places will be ,eserved on a fi,st come. fi,st served basis. 15,2001 Depart Deerhurst by bus for Sracebridge for a tou, of Maple Q,cha,d Fa,ms of Canada. The tour of the plant demonst,ates how maple syrup is bottled and filte,ed. A unique gift shop is open with many delicious samples of fudge. popcorn. jams. jellies, tea, coffee and cider for tasting. Travel to Riverside Inn for a 2 Yo hour boat cruise upon the Lady Muskoka. An incredible sightseeing opportunity on the Muskoka River and Lake Muskoka promises an informative look at the "Jewel of the North" with its wonderful fall colou,s in full fo,ce. A ,oast beef iuncheon will be served onboa,d the boat. MONDAY, OCTOBER 9:30 a.m. 11:00a.m. o Following the boat cruise, we will stop at Rich Hill Candles and Gifts a fun, friendly, frag,ant and fantastic place to shop. The t,easu,es. t,inkets, curiosities and collectibles will delight and dazzle you. Arrive back at Deerhurst 2:00 p.m. 4:00 p.m (app,ox.) - All costs, including lunch, are included in the partners' prog,am ,egist,ation fees. o TUESDAY OCTOBER 16, 2001 This tour will leave Deerhurst to visit the wo,ld famous Algonquin P,ovincial Park Visito, Cent,e and the Algonquin Gallery featuring "Animal Art in the Park 2001 and The Group of Seven's Lawren Harris". Check them out at www.a1gonquingallery.com be very colorful at this time of the year. Depart Dee,hurst Arrive at the Visitor Centre Depart Visito, Cent,e ArriveAnimal Art in the Park 2001 Depart Algonquin Arrive back at Deerhurst This fun trip wi 9:30 a.m. 10:30 a.m. 11:45 a.m. 12 noon 2:45 p.m. 3:45 p.m. ,egist,ation fee. grideout@amo.muuicom.com All costs, including lunch at The GaileI)' Cafe, are included in the pa,tne,s' p,og,am 330 . Em. Gwen Rideout. Tel: 416-971-9856 Ex!. Inquiries: tø· .,.:,...t . :.":.:"',,';.":. Ami ....~........ ... :A~wd¡\t~~~~ ~f M~l'hk*}~um~~ ~"Qtf~r:j 2001 AMO Counties, Regions and CMSMs Conference TOUR OF THE NIGHT SKY October 14 -17,2001 Deerhurst Resort, Huntsville, Ontario Join us Monday evening on October 15, 2001 for this unique opportunity to see the stars up close at the Echo Valley Observatoryl There is no additional cost, however, space is limited to 25 and pre-registration is necessary. Don't be disappointed. Sign up early. This event is open to BOTH delegates and their partners. Please type or print clearly. To ensure a reservation, please fax this form back to Gwen Rideout at (416) 971-9372 on or before September 28, 2001. DELEGATE'S FULL NAME PARTNER'S FULL NAME MUNICIPALITY I ORGANIZATION PROVINCE CITY ADDRESS FAX TELEPHDNE POSTAL CODE . . . . . situated for deep sky viewing. mounted 16 inch LX200 Schmidt - Cassegrain nebulas and distant galaxies. s perfectly line equipment (including an equatorial wíll have the opportunity to view the planets, Veiled in pristine darkness, the Echo Valley Observatory Using top of the telescope) visitors Monda October 15th, 2001 8:30 PM - II :00 a roximatel a maximum of 25 artici ants (2) Astronomer guides, binoculars, telescopic equipment & ni ht vision. Transportation: Group transportation is MAYBE provided depening on the numbers attending. The Observatory is approximately a IS-minute drive. Ifnecessary, instructions on how to reach the Observato will be rovided. Recommended Dress: Dress in "warm layers" as a portion of the evening will take lace outdoors. grideout@amo.municom.com 330 . Emai 416-971-9856 Ext. Gwen Rideout. Tel: Inquiries: ~ ~_f"""" Ontario Ministre des Services correctionnels Minister of Correctional Services 25, rue Grosvenor 18ième étage Toronto ON M7A 1Y6 Street 25 Grosvenor 18th Floor Toronto ON M7A 1Y6 Tél. (416) 325-0408 T éléc. (416) 325·6067 Tel (416) 325-0408 Fax (416) 325-6067 2001 SEP 24 September 19. 2001 Mr. Duncan McPhai Warden The County of Elgin 420 Sunset Drive St. Thomas, ON N5R 5V1 DearWarden McPhai On behalf of the Government of Ontario I am pleased to extend an invitation to you and your colleagues to visit the Ontario Crime Control Commission's Safe Community Technology Exhibit being held at the Metro Toronto Convention Centre on Thursday October 4, 2001. This is an exceptional opportunity for you to see the latest in safety technology that directly relates to the community corrections sector. the As you know, over the last few years, Ontario has established itself as a leader in modernizing correctional services and making offenders accountable. The province is about to introduce a new offender drug testing program as well as embark on an expansion of its electronic surveillance program. It's our hope that you will take this opportunity to become familiar new technology that aids in the protection of public safety. with The Ontario Crime Control Commission's Safe Community Technology Exhibit will host a series of real time demonstrations highlighting new equipment. You'll see the ease in which offenders are tracked throughout the community...the video court set-up will give you a first hand experience of this safe, smart, time-saving technology.. .you'lI see various tools used to test an inmate or community offender for drug or alcohol use. Demonstrations are scheduled to run throughout the day and a brochure wi!! be available on site to guide you to your area of interest. I hope that you are able to join us on Thursday OctoberA, 2001 between 11 :OOam and 5:00pm in Room 106, Constitution Hall of the North Building at the Metro Toronto Convention Centre. If you have any questions regarding the Exhibit, please contact our Exhibit Coordinator, Ms Meaghan McFedries, at 416-314-0869. Rob~ Minister THE ART OF THE IMPOSSIBLE (\: 28,2001 August am pleased To Heads of Counci As promised attheAMO Conference held in Toronto atthe Royal York Hotel to enclose a copy of the 200'1 Conference Proceedings share the I This is a service we hope to continue at future conferences and trust that you wi output of the workshops and other items with members of council and staff. I trust your municipality benefitted from the conference and we look forward to seeing you atthe nextAMO Annual Conference to be held atthe Royal York Hotel in Toronto on August 18th to 21S\ 2002. n Yours truly, ?~~ Pat Moyle Executive Director n M5G 1E6 . email: amo@amo.municom.com 393 University Ave., Suite 1701 Toronto, ON toll free: 1-877-426-6527 . fax: (416) 971-6191 (416) 971-9856 tel (- of Ontario THE ART OF THE IMPOSSIBLE Conference Proceedings AMO Annual Conference (,,--.~,,\ , August 19 - 22, 2001 Fairmont Royal York Hotel Toronto, Ontario .---''-, ( \ \ ' 393 University Ave., Suite 1701 Toronto, ON M5G 1E6 tel: (416) 971-9856 toli free: 1-877-426-6527 . fax: (416) 971-6191 . email: amo@amo.municom.com Association of Municipalities of Ontario MONDA Y, AUGUST 20, 2001 Opening Remarks by: Ann Mulvale, President, and Mayor of the Town of Oakviffe (-' Minister of Industry Delegate Lunch Remarks by: The Honourable Brian Tobin, Remarks by: The Honourable Chris Hodgson, Minister of Municipal Affairs and Housing WORKSHOPS Property Assessment Corporation The Municipal Inside MPAC Customer Relations, MPAC Carllsenburg, Vice President, Meeting the Needs of Persons with Disabilities Sharon Bonello, Coordinator of Special Needs. City of Brampton The Honourable Cam Jackson, Minister of Citizenship (No notes) Joyce Zuk, Council/or, City of Windsor Benefitting from Benchmarking and Best Practices Gord Adams, Chair, District of Muskoka Michael Boggs, OMBI, Project Manager Ken Boshcoff, Mayor, City of Thunder Bay Bob Wade, Mayor, City of Hamilton Alan Wells, CAO, York Region & Chair, OMBI Steering Committee Bui/ding for the Future Ann Borooah, Director, Development and Buildings Branch, Ministry of Municipal Affairs and Housing Leo Grellette, Vice President, Ontario Building Officials' Association Ron Kolbe, President, Ontario Building Officials' Association and Director of Building and Planning, Township of Oro-Medonte ~ ( MONDA Y, AUGUST 20, 2001 Continued r Operations Mohsen Mortada, Director, Municipal Value Program, EMA Consulting Reink de Vries, Managing Director, Centre for Municipal Value, EMA Consulting Emergency Services - The Standards Story Emergency Services The Standards Story Releasing Captive Value in Municipal Roger Hol/ingworth, Assistant Deputy Minister, Policing Services Division, Ministry of the Solicitor General Ron Kelusky, General Manager, Toronto EMS Bernard A. Moyle, Ontario Fire Marshall Moving Forward Todd Pepper, General Manager, Essex-Windsor Solid Waste Authority and President, Municipal Waste Integration Network, (MWIN) Keith West, Director, Waste Management Policy Branch, Ministry of the Environment Waste Diversion Ontario 2001 TUESDA Y, AUGUST 21, Peter J. Marshaff Awards Pat Vanini, Director of Policy and Government Relations Association of Municipalities of Ontario Chair: Plaque Award: City of Windsor, "Build Own Operate Transfer (BOOT) Biosolids Treatment Project Township of Michipicoten, "Strategy for Refundable Debenture Issues" Town of Orangeviffe, "Orangeviffe-Brampton Rai/way Public Private Partnership Project" Certificate of Merit: Region of Halton, "Wastewater Treatment Facifity Optimization Project" City of Brampton, "FireFlir System - helmet mounted thermal imaging camera on first response apparatus Project" ( , 2001 CONTINUED TUESDA Y, AUGUST 21, (- of Quinte How Weff is Your Community? Scott Henderson, Social Planner, Community Development Councif of Quinte W. Morris Hudak, Community Coordinator, Parry Sound/Muskoka Carolynn loannini, Alderman, City of Niagara Falls Ginny Kemohan, Executive Director, Muskoka Victim Services Phyllis Winnington-Ingram, Community Planning Consultant Roni Summers-Wickens, Executive Director, Community Development Councif Leifa Sherriff, Community Animator, Ontario Healthy Communities Coalition Emergency Planning Rudy Fries, London Middlesex Emergency Planning Officer Neif McKerrell, Executive Director, Emegency Measures, Ontario Jessie Mutter, Emergency Planning Officer, Town of Port Hope Randy Reid, Manager, Community Programs, Emergency Measures Ontario Labouring Through Change Jason Mandlowitz, Counsel, Hicks Morley, Hamifton, Stewart, Storie Craig Rix, Counsel, Hicks Morley, Hamifton, Stewart, Storie /'"--~' Hardware Work Harder for You Canadian Niagara Power Company How to Make your Municipal Randy Cooper, President, Trolining North America Bi/I Daley, Vice President, Corporate Development, Jim Gorden, Mayor, City of Greater Sudbury Lynne Woolstencroft, Mayor, City of Waterloo Food and Rural What's New in Rural Economic Development Brian Costello, Mayor, Town of Carleton Place Professor David Douglas, School of Rural Planning and Development, University of Guelph Dr. Doug Galt, MPP., Parliamentary Assistant to the Minister of Agriculture, Affairs Steven Silver, Chief Administrative Officer, County of Lanark (~- 2001 Continued Tuesday, August 21, ¡- Marketing Joyce Savoline, Chair, Region of Halton Grace Sudden, Coordinator, Opporunítíes 2000 Alan Day, Coordinator, Opporunítíes 2000 Social New Ideas on Municipal Smart Financing for Smart Growth Douglas A. Lychak, CAO, City of Hamilton Michael J. Nobrega, CEO, Borealis Funds Management Ltd. Bob Onyschuk, Q.C., Smith Lyons Treating Our Land Erik Apedaile, Independent Environmental Management Consultant Wayne Caldwelf, Senior Planner, County of Huron Keith West, Director of Waste Management Policy Branch, Ministry of the Environment Partnering with the Private Sector Chuck Wílls, CAO, City of Windsor John Frittenburg, President, JF Group Jacques Huot, Ontario Super build Corporation Doug Layton, Reeve, Township of North Huron Jim Wickens, Wescast Industries /~ When in Doubt - A Look at Privacy and Liability Dr. Ann Cavoukian, Information and Privacy Commissioner/Ontario George Hastings Rust D'Eye, Lawyer, WeirFoulds, LLP WEDNESDA Y, AUGUST 22' 2001 New Drinking Water Rules and Roles: What they mean for your Community Title: Plenary Nicola Crawhalf, Senior Policy Advisor, AMO Doug Hamilton, Counsel, Hicks Morley Hamilton Stewart Storie Stephen Martin, CA, PriceWaterhouseCoopers LL.P. Mark McKenney. Principal, MGM Management 2002 List of incoming AMO Board for 2001 /-, , (- , (~' (-~ to 10:00 a.m. 8:30 a.m. Monday, August 20, 2001 ( Opening Remarks by President, Association of Municipalities of Ontario the Town of Oakville Ann Mulvale, and Mayor of / í- Remarks by: Ann Mulvale, President Association of Municipalities of Ontario and Mayor of the Town of Oakville Royal York Hotel AMO Annual Conference, Toronto August 20, 2001 (Check against delivery) 102nd annual conference of the Association of Municipalities of Ontario Welcome to the This conference is your opportunity to celebrate numerous successes - that forced amalgamations are over, thatthe elections are behind you, municipal budgets are complete, and we continue to enjoy living and working in the best place in the world. While I welcome each of you, I particularly want to extend a special welcome to new councilors and new delegates. I am confidentthatyou will leave with more information than you thought possible. We eagerly await news from the provincial and federal governments regarding a "new deal" and trust that there will be more successes to celebrate in the very, very near future. The themeQfthis conference is "The Art of the Impossible". Many of you I am certain must feel at times that working in the municipal sector be it as an elected official or as staff that your jobs have become difficult if not just plain impossible at times. Municipal governments have been under an inordinate amount of pressure forthe past 1 0 years- from the disentanglement to social contract to Who Does What - activities of all three political parties. Which on it owns says something - that municipal government is a vital component in the governance system and neither the Province or the Federal should underestimate this. As a long serving Mayor and now your President, I have had the opportunity to see the remarkable resilience and creativity of the people in this room. What was once thought to be impossible has in fact become possible because you know how to get things done. I am constantly amazed at how the municipal order of government solves problems, deals with adversity and uncertainty, and somehow atthe end, comes out none the worse for wear, okay, maybe a little bit. -1- C' , ~. , , C (-'" ~-"'. , -2- I also want to acknowledge AMO's policy team of 6 individuals who work with these 350 volunteers - who takes the information and ideas and puts it all together. ,~j I encourage you to read the Annual Report in yourConference Kit. We have forty ad hoc policy committees, which provide input to the Board of Directors and help us with our advocacy efforts. These committees combine the talents of elected and appointed officials that have expert knowledge, skill and passion, which they bring to each project. The Annual Report lists each of these ad hoc committees together with the results that they have achieved. At last count, we have over three hundred and fifty municipal volunteers involved in our policy development work. Considering there are 447 municipalities in Ontario this is a very high rate of grass roots participation in the Association. Our experience does not match the newspaper headlines that volunteerism has dropped. On behalf of AMO and the Board, I would like to take this opportunity to thank those who have committed theirtime, expertise and energy and look forward to recruiting more volunteers over the next year. As I reflect on my first year as your President, I am astonished at the output of this organization. As you may have noticed, we are doing much more with less. We are utilizing the talents and expertise of the sector, with the help of numerous staff associations, to advance the municipal agenda with our provincial and federal counterparts. And we thank them for their involvement and support of municipal government. _/ This year's trade show is outstanding, so please use some of the time and spend a few moments with each of our business partners and sponsors. Without their participation. this conference would not be as dynamic. Our thanks to each of them. AMO, through its corporate services side has done a little of its own magic this year with the launch of a new and improved MUNICOM intranet service-check itout in the exhibit hall, sign up and be plugged-in to all that is current. Our Rèsource Centre is your resource center which is in part evidenced by the record number of customers served Continuing AMO's tradition of highlighting municipal best practices, this year's program is chock full of ways that will help you continue to perform magicforyourtaxpayers. This year we have an unprecedented provincial and federal participation as well as over 20 plenary sessions and workshops for delegates. I know that you will find them valuable and we will be forwarding the proceedings to each municipality after the conference. However, I want to encourage you to attend Wednesday's plenary on water and hear first hand how AMO has been representing the sectorduring the Walkerton Inquiry, whatthe current regulatory regime means and what the future mayor may not hold. This is a must session \ \--.-) It would appear that this is the largest conference by AMO in Toronto. At last count on Saturday, we have over 1600 delegates. I would be remiss if I didn't thank and acknowledge the entire AMO staff team for planning ànd executihgthis mammoth undertaking. While the entire staff has worked long hours in putting this show on for you, I must highlightthe efforts of David Furlong, our conference planner, for his stellar work. , /~'~, ( , When I ran for President of AMO last year I had a number of goals. The first was to bring a degree of civility in the way in which we treat otherorders of govemment and hopefully improve the way in which the provincial and federal govemments in tum treat municipalities. The public are much smarterthan we give them creditfor sometimes. The public know that they are the one taxpayer who pays for and receives services. As the funders of the three orders of government, the public want/need us to put an end to finger pointing and spend our time working together- to achieve great efficiencies, enhanced levels of service forthe people we, together, serve. I have therefore taken up the provincial government's offerto participate in working on a "new deal" as the previous Ministerof Municipal Affairs called it. This new deal would be the basis for a new and better working relationship which would benefit the one taxpayer, our ultimate employer. AMO, through our survey ofthe state of provincial-municipal relations this past year, helped to articulate the gaps - the problems with this relationship. As municipal leaders, we have asked for more respect, more and better consultation, and less micro-management by Queen's Park in our day-to-day decision-making I am pleased to report that we seem to be making some progress in striking that new deal. Minister, Chris Hodgson. has been very open to suggestions and input into what will, hopefully become a new Municipal Act. Perhaps he is driven by his roots as a former municipal politician, or his keen desire to improve the provincial-municipal relationship for the benefit of the taxpayer, that makes me optimistic. I get a very real sense that we are approaching a new deal in the form of a new Municipal Act. AMO has been working very hard to get a commitment for one soonerthan later. Hopefully this will be the last AMO Conference discussing the "New Deal". -3- (-. , -4- Our interests are not power but rather outcomes that are real, that are productive and useful. It is about positively impacting the people we serve. It is about enhancing the quality of life and sustainability of community, large or small, urban or rural, northern, eastern, southern or western. It is about collectively working on the economic well being of Ontario and this country, Canada. It is about consultation, cooperation and coordination. It is about respect. Our communities are the fabric of our country, our province. It requires that we be stewards- doing the best that we can and being the best that we can be. The challenge for us all is to take the Impossible and make it the Art of the Possible. ..J It is crucial that the legislative framework along with the funding needed to meet what were once thought to be impossible infrastructure and services demands - these must be put in place. If we are to be smart, we must have smart financing tools such as municipal bonds. It is this and other partnerships that will lead us to improve the work we do for our communities -our common taxpayer. A true partnership will ensure that our communities are and remain sustainable. While the relationship between governments will always be dynamic, temporary programs, re-announcements, programs announced before elections - you and I know what is needed - sustainable and permanent distribution of current tax dollars for clear priority issues. such as transit, roads, bridges and affordable housing. ) .~ It is also heartening to see that the federal order of government is beginning to pay attention to the municipal agenda. Yesterday at our Board meeting, we met with Judy Sgro, Chairofthe Prime Minister's Task Force on Urban Issues. This Task Force is looking for ways to work in partnership with the province and municipalities in improving the quality of services delivered to the one taxpayer. You can rest assure that we will be offering some worthy and practical ideas, in fact ideas that could be implemented sooner than later. Certainly your Association and my commitmentto chair the FCM Committee "Future of Municipal Govemment"will keep our interests at the forefront. Municipal governments are looking for the same certainty and clear information that the MinisterofFinance said the business and investor group wants. Wetoo need early notice of policy changes, and confirmation of funding. wish we would get everything we have asked for, but I am a realist. There are many competing interests, but I trust that the main elements of a new relationship - more consultation, less micro-management and more respect for municipal government will be key elements of a new Municipal Act. I am therefore anxiously waiting, like you, forthe Minister's comments on this and other topics in the Minister's address later this afternoon. \_/ .. ., í , Monday, August 20,2001 - 12:00 Noon to 1 :45 p.m. Delegate Lunch Remarks by: The Honourable Brian Tobin, Minister of Industry (--- Remarks by: Hon. Brian Tobin ~ Minister of Industry, Canada 2001 AMO Annual Conference Royal York Hotel, Toronto Monday, August 21 (As delivered) Thank you very much, Mademoiselle, foryourverywarm and kind introduction and may I say thank you to all of you forgiving methe opportunity to comment and share a few moments with you today. have to tell you that have had the experience of serving in two levels of government. Sixteen years in Ottawa as a Memberof Parliament. I was there from 1980 until 1996 and enjoyed that experience very much. I then went back to Newfoundland where I was Premier of Nèwfoundland and Labradorforfive years, and I thought that took a degree of courage to go back in 1996, four years after the collapse of the cod fishery which visited devastation economically on the Province of Newfoundland and Labrador. So having been a federal politician and a provincial politician, thought I would seriously consider that other and most important order of government. But I want you to know, as foolhardy and brave as I am, I wasn't that brave (. As elected officials, we all share a desire for public service and a commitment all across this country to the common good. My colleagues and I in Parliament -- and I am very pleased to saythatl am here today with the Honourable Andy Mitchell. He is the Minister responsible for Rural Development within the federal government. He is the Minister responsible FEDNOR. If there are any problems with infrastructure, he is the Minister responsible forthat. Ifthere is anything good about it, I am the Minister responsible for infrastructure And Judy Sgro. Judy, of course, is the Chairofthe Task Force on Urban Issues and doing a superbjobthere as well. But my colleagues and I have the job as Members of Parliament of trying to reconcile the needs, the aspirations, come to grips with the problems and to realize the potential of the whole country. That's a big task, trying to reconcile the competing sometimes aspirations of Canadians from coast to coast to coast. It means we have to develop the capacity to listen. It means we have to understand that the future and the needs of the country are bigger than those which can be expressed in our own backyard. It means we sometimes have to reconcile competing views. Those are all the attributes of a successful Member of Parliament -1- /--~' I -2- Now, AMO has a very influential voice and I can assure you we are going to listen to that voice. I think that's evident in the Prime Minister's appointment of the caucus Task Force on Urban Issues, chaired by my colleague, Judy Sgro, Member of Parliament for York West and I wantto assure you that Judy has the attention of the Prime Minister and his office, but she has the attention and the collaboration and ~. The GovernmentofCanada is collaborating with provincial governments all across this country, all of the provinces and territories, to maximize opportunities for all Canadians and we are equally committed to partnership with municipalities throughout our communities to meetthe challenges oftoday and seize the potential of tomorrow. In the time that I have with you today, I want to share a part of the Government of Canada's strategic vision and to show you that that vision is playing out in communities all across this country. But the reality is the Government of Canada can't act alone and we don't intend to act alone We have forged plans together and we implemented those plans together. I was always able to count on municipal leadership to bring forward honest judgement and I cameto rely upon their partnership in advancing local, regional and provincial development. I look forward to havinIJ the membership of. the Association of Municipalities of Ontario partner in the many exciting projects that are being proposed by all of you in this room We Ann, I agree with what you said completely. As I said, in my two previous careers as the Minister of Fisheries and Oceans, as the Premier of Newfoundland and Labrador, I learned to turn to mayors, councillors, to reeves foron-the-ground nsight and for practical, pragmatic advice / .~ In her letter inviting me to this convention, Ann wrote "The cooperation of other orders of government is a significant ingredient for success and one that our common taxpayer expects of us. In many ways, there is no greater challenge than ensuring our communities have the necessary infrastructure to compete in a global economy and to contribute to our quality of life" You deal with the challenges faced by the people of Ontario on a day to day basis. You search out solutions to a thousand real-life concerns. You connect with the people of this province on just about every issue at all possible and occasionally impossible hours, and you ensure that our communities work and in making our communities work, you in effect make our country work. Butthe reality.is -- and I say this sincerely and perhaps I know this best, notjustfrom my experience as a Member of Parliament, but from the five years that I spent as a Premier-- those who are on the front lines of governments in Canada, those who are on the front lines of governments in Ontario are in this room and I am here on behalf ofthe federal government to thank you forthe contribution you make to good government in Canada -- \ the work those for whom partnership of myself and my cOlleagues In Cabinet and of the task force is appropriate Weare going to act with you. That is evidentmthe new I nfrastructure Agreement In the 1993 election, the Liberal Party ran on a platform calling for the first ever federal-provincial-municipal infrastructure program. The idea didn't come from a tower on Parliament Hill. It didn't come from the minds of those who serve in the bureaucracy n and they serve well in Ottawa. The idea came from the Federation of Canadian Municipalities. It was your idea The first infrastructure program helped kick start Canadaout of a recession t put Canadians back to work. It advanced the revitalization of our communities and we succeeded in very large part because of our partnership with the provinces and our partnership with you . Shortly after took on my current job, some ten months ago, the Prime Minister worked hard with the Premiers to bring forward the most recent national infrastructure program. The total shared investment in Ontario will be just overtwo billion dollars. The emphasis, I believe, is rightly on green municipal infrastructure n water management, waste watermanagement, energy efficiency. At least 800 million of the federal-provincial resources wi be invested in green infrastructure in Ontario, but the program also considers municipal priorities on culture, on tourism, transportation and affordable housing and ittakes into account the need for rural telecommunications and the need for high-speed Internetaccess for local public institutions. ,. The first series of announcements under the Canada-Ontario infrastructure program were made only last week. Theyinvolvethe extension ofthe municipal watersupply in Hanoverand a new communal sewage collection system in Niagara-on-the-Lake. The Government of Canada and the Government of Ontario will each contribute almost $1.4 million to these worthwhile projects. The firsttwo have been rolled out. About 50 plus more, Andy Mitchell assures me -- and Andy has been playing a lead role here are ready to roll out in the weeks ahead. But I have to tell you that I am not satisfied et me put this in the context of "we", the context of the federal and provincial government -- that we have done a good enough job at rolling out this infrastructure program in the Province of Ontario. I checked just this morning. In P.E.I. 56 projects have been announced; Saskatchewan, 77; Alberta, 37; Newfoundland, 37; New Brunswick, 25; Ontario, 2 thus far. We have to do a much better job at making the federal-provincial government work with municipalities to serve the taxpayers of the Province of Ontario. I want to be very clear and tell you that I make that comment not to point a finger That's too easy and if we begin to do that it will be interesting entertainmentforyou but you won't be well served. So I amgoingtotake, with the Government of Ontario -3- ( -4- ,~/ Paul had Just the other day I was saying to Pau Finance our country has seen perhaps ever. I can hardly imagine him in any other role. the same react on He laughed just think he has been the best He is extraord inary ke you Minister of so extraordinary The upside for Canada is that our country is grounded by very strong economic fundamentals --low inflation, low unemployment, meaningful tax cuts and forward- looking policies. In fact, as I am found saying everywhere I go in Canada, my colleague -- all of my colleagues n but in particular my colleague, Paul Martin, has done a wonderful job in being the steward of Canada's finances Is the Government of Canada sensitive to these concerns? Of course we are Should we let the current market turmoil that we are seeing throw us off the course we are on collectively to build in Canada a highly innovative, connected economy? The answer is absolutely not. I think many people had forecast forthe last year or two that some ofthe incredible rate of growth we have seen in the high-tech sector over the last two or three years was not sustainable. I would venture to say that there isn't a person in this room who didn't say, not once, perhaps repeatedly, this rate growtr in some of the sector can't possibly last. You were right. And the marketplace today is doing what the market does best. It's bringing about a correction. It's assigning real value to real economic activity and it is reducing capacity where capacity reduction is appropriate ) '---' At least for the short term, the high-tech boom has given way in some quarters to high-tech gloom. We have all seen the signs ~- jittery markets, plunging share prices, lay-offs in the information and telecommunications sector. In fact, some people have been openly wondering or questioning the risks, the high risks of the development of an innovative economy. I said a moment ago that infrastructure covers all the territory from water and sewer to fibre optics. Before I take you from bricks and mortarto fibre optics, let me say a few words about the roller-coaster the equity markets, and especially the high- tech stocks, have been on recent months across this country, indeed around the world. n Harris that regard have called and spoken d rectly with the Premier of Ontario, Mike the responsibility for not getting it right, not being efficient enough and not being fast enough and I am going to tell you today we are going to do our level best. Andy, I am putting your neck on the block besides mine to get this program moving But because of the tremendous stewardship Paul has brought to his task and because of the commitment of Canadians everywhere to get our fiscal house in order over the last decade, we are well positioned to withstand market shocks. I want to tell you that I knowthatWehåve gottel1burfiscal house in order, be it the federal government or be it the provincial government or be it at the end ofthe day because it ultimately lands up in your lap, be it municipal governments , (\ We have gotten our house in order over the last decade in large part by deferring manyofthe kind of expenditures thatwe knew that were out there and accumulating be it water, sewer, highways or public buildings n many deferrals in order to bring our fiscal house in order n and having achieved balanced budgets all across this country, having restored the national government in manyofourprovincesto budget surpluses, it is time again to reinvest in Canada with bricks and mortar, water and sewer, roads and highways - Itistimeto investaswell becausewecan do bothtogetherin the new economy. My firm belief is that the hits being taken by the high-tech sector do nothing to contradict the basic truth of the information power's economic growth. Broadband will enable us in this country to thrive, not just survive. The power of high-speed access will enable us to compete with the best the world has to offer and I am confident that Canadians can harvest that power to leapfrog ahead of our competitors. The Government of Canada so strongly believes in the benefits offered by information technology in general, and the Internet in particular, that it intends to be a partner in bringing high-speed access to every Canadian community by 2004. -~- f That's a commitment we have to keep in order to eft behind by a new divide, a digital divide That's a commitment we made. ensure that rural Canada is not I n January, the Government of Canada appointed the National Broadband Task Force to advise us on how best to achieve this goal. The Task Force submitted its report earlier this summer. It addresses the digital divide between Canadians living in urban areas and those in rural and remote communities, I understand that Vic Allan, the CEO of Upper Canada Networks is here today andWendy Newman, the CEO ofthe Brantford Public Library, and I want to thank both of them and other task force members fortheir dedication and fortheir hard work in helping to bring better learning opportunities, improved access to health care, enhanced business and employment opportunities to all Canadians no matter where they live in this country. Now, we in the Government of Canada have committed to this vision because it means the depth of distance is a factor in the creation of opportunity. High-speed Internet will be found everywhere in Canada. It's going to run up into the Canadian North, into small towns, into Aboriginal communities and rural areas. Everywhere there are Canadians who need and want the benefits it can provide, high-speed broadband can and must go -5- (' -6- I just want to say something. We are in a new economy, a dramatically changed economy, something I really came to appreciate in the years I was Premier of Newfoundland and Labrador. It's no longer Canada competing against other nations around the world. It's certainly no longer Ontario competing against other states, or for that matter other provinces. Increasingly, what determines where economic investment is going to land is the drive, the imagination, the capacity of municipalities to find theirstrengths and markettheirown strengths, not only around the country but around the world and we have to recognize that. It seems to me as we go forward we have to be ready as governments, be it federal or provincial, to put aside the issues of constitution or jurisdiction and look more to empowering \,J The Prime Minister has committed the government to ensuring that Canada ranks in thetop five countries in the world for research and development by 201 O. To do that, the federal government hasto at least double its own investment. We have to go out and get about $3.5 to 7 billion worth of investment. We will be looking at stimulating both national and regional technology clusters and it's clearthat certain local communities with the right mix of assets can act as magnets for attracting a range of world-leading technologies. Currently, the overall level of R&D spending in Canada puts us at 15th place in the deveioped world. In the pastfewyears both governments,a;ldtheprivate sector in Canada have stepped up the pace, but so have other nations was just testing, Howard. ong list of Toronto projects _/ He alSO has a good sense of humour. Howard said to me n you all know Howard Moscoe introspective, but I want you to know he said, "Even if. it project done in the City of Toronto, Minister, you have to bu think he had a He is a shy guy, quiet, means that I don't get my Id up broadband". The Internet is basic infrastructure and I saytothosewho question thecostoverfour or five years of $1.5 or $2 billion, that we spend tens of billions over that same period of time providing unemployment insurance and other support mechanisms to those same communities that are on the wrong side of the digital divide. We have to be visionary in this country. It was bands of steel that pulled this great land mass in the northern halfofthis continent together and I tell you it's broad band that will help it push forward in this decade and I hope we will have the support, the understanding and the strong articulate voice of all of the leaders in this room, whether they come from rural Ontario or urban Ontario-- and Howard, I am looking at you -- to make sure that we say it's time for Canada to invest in this area as well as we move forward in developing the new economy Now, I have heard some critics say that this program may cost as much as $1.5 or $2 billion over four or five years to roll out. "That's a lot of money and why should the Government of Canada be involved in infrastructure? If the private sector isn't prepared to do it, why would we do it?" To me it's like saying if there isn't a private sector case for water or roads or hospitals or schools because they happen to be n rural communities, you don't provide them ) '-/ es around the iti communitiesto be outselling themselves and selling thelropportun world. That's the new economy that we are living in When I was here in Toronto on May the 11 th, I.had the pleasure of announcing an investment by the Social Sciences and Humanities Research Council. The resources provided will fund a major national study that will investigate how local networks of firms, institutions and people reach a critical mass that will generate new economic growth. These research and business clusters will playa vital role in Canada's future economic success . ('" In every region of every province, we are strongly increasing the federal commitment to research at universities and at colleges and national research councils are supporting local excellence. We are creating 2,000 Canadian Research Chairs to guarantee we supporfthe finest minds all across this country. To put that in perspective, those 2,000 Chairs compare with 167 we had in place prior to the announcement of that program Through the Canadian Foundation for Innovation, the federal government is investing over $3 billion in infrastructure to allow universities, colleges and hospitals to engage in leading-edge research that will lead to cutting-edge innovation. The money will be spent in visible improvements to buildings and equipment. The money will be spenton real and substantive developments in your communities. And once again, this means more jobs and more growth. The Prime Minister of Canada has said that he wants our country to have the most skilled and most talented labour force anywhere. To do that, we need to give our communities the infrastructure of the information era. We connected all of our schools and libraries to the I nternet over t'IVO ye,ars ago. We also provided public access points everywhere in this country. In fact, we have about 8,800 CAP sites already in place all across this country ,r'" All of that is great, but none of that is enough. We need to do more than provide Internet access to Canadians. We need to provide high-speed I nternet access and the federal government is committed to reaching that goal overthe nextthree years This means giving every community access to full-motion two-way video applications and without this national effort, three quarters of Canada's communities, containing albeit one quarter of our population, will be left behind. We believe that Canada's future will be built on the inclusion and universal access to essential programs and essential services Now, municipalities a across this country, in particular municipalities in the Province of Ontario, are building creative solutions to the high-speed Internet challenge, often through local fibre optic networks with the development of our telephone system, ourcable system and oursatellite networks local initiative today is key. -7- (-" -8- J Thank you very much Let me end where I began by saying -- and I know I speak on behalf of Andy and Judyand all ofthe members of our team in Ottawa --thatwe know we can do better. We believe we can work with the Province of Ontario to do better, to roll out infrastructure and to be more responsive to the kind of priorities that you establish where you live in the municipalities of the Province of Ontario. More importantly I want to make sure that the federal government to foster a productive dialogue that will help turn your practica1 action. does what it can pragmatic advice into Madam President, welcome AMO's views I encourage your feedback Indeed I am eager to continue the dialogue which we began today with your Board As we proceed toward the difficult, but obtainable goals of making Canada one of the most innovative countries in the world and the most connected nation in the world, the federal government understands the critical role of municipalities in meeting that challenge. The Federation of Canadian municipalities has called for high-speed Internet access forall Canadian communities, regardless of size or location, with emphasis on northern and remote communities. There is also a call for a real sense of federal-municipal partnership and I acceptthewisdom ofthose recommendations. , ~. In my letter of congratulations to the township, I called the projet bold, innovative and forward thinking and it's just the kind of success story I want to see repeated everywhere in Canada. And I want to hear from you about your success stories in your communities Moreover, Canadian Tire which had opened a $4 million regional store in nearby Morrisburg chose South Dundas in part because of the fibre optic project. Now, there are many other examples across the Province of Ontario, but there is local initiative, there is local leadership, there is a municipality driving job creation. It can't always happen from Queen's Park or Parliament Hill. It has to happen from the community as well. Let me share with you a success story I think worth repeating. The Eastern Ontario Township of South Dundas decided to go alone with its own project to build a municipally owned single-mode fibre optic communication system. Whoever paid commercial taxes in the region affected got their öwn dedicated fibre. The local council made an investment in the communitythatpaid offon a $6.45 million return, a mere 900 per cent. The economic spin-off in terms of job creation and a broader tax base has been a tremendous boost. , , ,~. , (,,---,,- Monday, August 20, 2001 2:15 p.m. to 3:05 p.m. Remarks by: (- The Honourable Chris Hodgson Minister of Municipal Affairs and Housing (' Minister of Municipal Affairs and Remarks for the Honourable Chris Hodgson Housing The Association of Municipalities of Ontario Fairmont Royal York Hotel, Toronto, Ontario August 20, 2001 Check aQainst delive Thank you for that kind introduction I would also like to thank all of you for being here this afternoon -I know you've already had a pretty full day - and there's lots more to come later this afternoon and this evening. I also want to thank the organizers for pulling together another outstanding conference. Perhaps the excellence of this conference should come as no surprise -I understand that AMO have been doing this for 102 years! I want to begin by saying how impressed I am with the work that you - the municipal leaders of Ontario - are doing in very challenging times. The world is changing quickly - and the demands placed on you and your councils are growing constantly. know that municipalities playa vital role in the day-to-day lives of everyone in Ontario. And, as municipalities have grown larger and the list of services you provide has grown longer, the task you face has grown only more challenging í--' , In the 1950s, there were more than 1,100 municipalities in Ontario. They provided a few hard services alld almost no soft services. of the list By the 1980s, the number of municipalities had shrunk to less than 850, and municipal services expected - both hard and soft - had begun to grow. Today, there are 447 municipalities in Ontario, and each ofthose municipalities must provide a complex web of hard and soft services in a fast changing and challenging world. also know that many of the changes made by our government have placed additional challenges before you. I want you to know that I understand how difficult the past few years have been, and that I appreciate all ofthe hard work you have done to deliver better services in your communities. This week, it's a real pleasure for me to attend AMO for the first time as the Minister of Municipal Affairs and Housing. I must say, however, that it's not my first time at the annual AMO Conference. I attended my first AMO conference back in the early 90s as Reeve of Dysart et al and Warden of Haliburton County. -1- (\ -2- Too often, all the pu blic hears about are squabbles between the federal government and the provinces - or between the province and municipalities. And while these stories make for interesting reading, I believe they reflect the exception rather than the rule. '. ) '.-./ You know - for years - whenever I'm asked what I think the word "politics" means, I say that define politics as "the art ofthe possible." I believe the challenge in public life is finding a way to make our communities better places. To President Ann Mulvale and the AMO Board of Directors, I appreciate the work that your board and many committees do - your efforts do much to improve the municipal world. Your constituents at home may not always understand or appreciate that important work - but I do want you to know that to you value the work thatAMO does, and the advice AMO gives to me and Six months ago, the Premier gave me the honour of playing a similar for municipal leaders from across Ontario - to be your advocate for your interests at Queen's Park. That's my goal in this ministry, and I am confident that if we work together, we will be able to achieve success As Ministerof Northern Development and Mines, it was clearto me that my job was to act as an advocate for northern interests down here at Queen's Park. Northern mayors and councillors knew that I would respond to their calls - and follow-up on their concerns and suggestions. J As you probably know, since my days in municipal politics, I have also enjoyed a few AMO conferences as Minister of Northern Development and Mines. I learned a lot from northern municipal politicians, and spent a lot oftime in the North - the region that makes up more than 80 per cent of Ontario's land mass. was also happy to hear Minister Tobin's comments regarding a federal role in rebuilding some of Ontario's infrastructure. That's very encouraging. We look forward to working with the federal government and you to address these important issues. In the similar way to Minister Tobin, I hope that my experience in municipal government wil help me as a provincial cabinet minister - to .better understand your concerns Experience at others. two levels of government helps us to better appreciate the challenges facing Speaking of other cabinet ministers, I enjoyed listening to Brian Tobin - the federal Minister of Industry and Trade - at lunch today. As both a federal Cabinet Minister, and the former Premier of Newfoundland and Labrador, MinisterTobin obviously has a good understanding of both sides of the federal-provincial relationship. I appreciated the opportunity to learn from my more experienced colleagues - and to watch them hold a few cabinet ministers' feet to the fire during the bear-pit session ) .~../ Unfortunately, what the public rarely hears about are the many day-to-day stories of cooperation between different levels of government. Because, at the end of the day, we all want the same things (-'\ a stronger economy that creates more jobs and more opportunities; safe communities where we can live comfortably and raise our families and, a healthy environment that we can enjoy today, and pass along to our children and grandchildren tomorrow. Not coincidentally, those are the ingredients in our Smart Growth strategy - and I believe that these are the reasons that most of us took up tne challenge of public life. Because when all is said and done, we do work together. We do accomplish what we set out to do. We do deliver what our constituents want us to We do serve the constituents and communities we share. That's why I define politics as "the art of the possible." As you can imagine, was intrigued when I heard about the theme for this year's AMO conference - "the art of the impossible." It made me think that Ontario politics is fast becoming old TV. At the province, we are talking about our "Get Smart (Growth)" plan. At the municipal level, you guys are referring to your jobs as: "Mission: Impossible." And atthe federal level- well- they remind me a little bit of "Bonanza." (' think yourtheme "the art of the impossible" is thought-provoking, and helps us focus on the many seemingly impossible challenges in public life. It makes me wonder if a better description might be "the art of what seems impossible, but we need to get done anyway. " n fact, we have already I, for one, believe that there is much we can accomplish together. accomplished much together. One good example of success was the announcement made yesterday by the Minister of Finance and myself regarding improvements to the Community Reinvestment Fund. This includes a commitmentto celebrate and build upon municipal innovation and excellence in service delivery. We all can learn from others who have found new and unique ways of delivering services efficiently and cost effectively. The government wants to join with you in celebrating these successes. We will be working with AMO and others in the coming months to set up this new initiative. Stay tuned for more details from us on this. During the recent consultations, you - our municipal partners - asked for several specific enhancements and commitments regarding the CRF. And we have delivered. -3- -4- For example, we have agreed that in Year One, municipalities will report to their taxpayers on 16 of the 35 measures initially identified. The committee felt these 16 were the easiest to collect and provided most reliable information. , , .~ The advisory committee also met with success in other areas of concern I like this idea, and today I am announcing that up funding am prepared to support it financially with start- One of AMO's recommendations is the creation of a Centre for Ontario Municipal Best Practices. This Centre would identify and showcase best practices in Ontario municipalities, based on information gathered under the Municipal Performance Measurement Program n orderto reach a solution, I struck an advisory committee that included representation from many municipal organizations - including AMO. I believe that this committee's recommendations will help produce a better program When this program was first introduced, many municipal leaders had and still have concerns. Since then, we have listened to, and are acting on your suggestions Another accomplishment resulting from our working together is our "new and improved" Municipal Performance Measurement Program. I am very pleased that after a somewhat rocky start, we have been able to achieve some real success here -and for this, AMO deserves much of the credit. 'J I believe that this announcement is further proof of the Harris government's desire to work closely with our municipal partners, so thattogetherwe deliverthe best services atthe lowest cost to taxpayers. I am proud of the renewed CRF program, and I know you must look forward to the funding certainty and stability it will bring. And finally, you asked for more help understanding and administering the grant - once again, we agree. The province will be offering additional hands-on training for your staff, and we will be increasing the capacity of the province's field office staff to provide such assistance. . You asked for more timely announcements of allocations - agreed. This October, we will announce your2002 CRF amount, subjectto yearend adjustments to actual costs. You asked for increased transparency of the numbers - once more, we agree. Amounts used to calculate CRF allocations will match municipal bills for those services. You asked us to use reconciled actual costs for 2001 -we agree. This will be done in 2002 for 2001 actual costs. The vast majority of you asked that the CRF stay In it's current form - we agree. .--./ -- June to taxpayers from Another suggestion was moving the deadline for reporting to September ~ that sounds reasonabla to mê. ,~' We also agreed to create a standard reporting template and make it available to any municipality that chooses to use it - or you may use your own if you prefer. I would also like to remind everyone that these are only the first steps, in the first year, of an ongoing program that should evolve and improve every year. I've also heard from many of you that inclusion of some of the 35 proposed measures should be revisited. That's a big task, and I'd like to thank the committee in advance for undertaking it. I'm not here today to brush over problems. I know there is a lot of angst over Bill 46 - the Public Sector Accountability Act. As you probably know, this bi has still not received second reading - and since its introduction, my staff have been working with the Ministry of Finance to ensure that concerns raised by many of you are considered and addressed before this Bill goes any further. know that municipal politicians are elected and are accountable to voters every three years also know that already by law, you cannot run budget deficits I want to assure you that I will continue to work to ensure that red tape will not be increased and - most importantly - that the significant list of accountability measures you already have in place are recognized. /~......... Beyond the successes that we have already achieved together, there remains much to do Perhaps the area most in need of our attention across Ontario is our transportation infrastructure. As someone who comes from a small town, I (as well as the Premier) know that in rural and northern Ontario there are major investments urgently needed to maintain and improve our municipal roads and bridges. I want you to know I am committed to working with you to address this most important issue. Overthe next few months, we mustwork together to identify needs, and we must make sure we get a commitment for those funds in next year's fiscal plan. The Premier knows this, and our caucus knows this. And as I am often reminded by my Parliamentary Assistant Morley Kells, urban areas across Ontario are in equally urgent need of capital assistance with their public transit infrastructure. I also want to assure representatives from urban areas that I will work with you to address this concern, and to get you what you need know this You need more money. -5- /--" -6- Stakeholders letthe government knowthattheydisagreed with some ofthe directions in the proposed bill. Since that time, the government has been working with these key stakeholders- including both municipal and business groups - to find common ground and achieve a consensus. '...-) Since we were first elected in 1995, our government has made it clear that we would not proceed until we were assured that such a consensus on change had been reached, and that this balance was sustainable. Draft legislation was released in 1998 and generated much heated discussion. know that my recent predecessors in this portfolio AI Leach, Steve Gilchrist and Tony Clement - were all committed to amend or replace the current Municipal Act, but only if they were assured that this balance could be maintained. I (believe that major reform ofthe Municipal Act has nottaken place because this legislation has, over the years, created a delicate yet workable balance between several competing interests - a balance that simply must be maintained suspectthat everyone in this room has their own theory. Some pointto the old adage about "letting sleeping dogs lie" - maybe there's a reason why something hasn't been disturbed in a long time. .~) So why is itthatthe Municipal Act - first passed in 1849 - has not had a major overhaul in more than 150 years? Just like the coach of the Leafs, the Minister promises "this year for sure." And, just coach of the Leafs, the Minister is sincere - he's committed to making it happen. ike the You know, one of the greatthings aboutthe AMO conference is that it becomes part of your annual routine - something you look forward to. Every year at the end of August you come down to Toronto... find out what's new... renew old acquaintances and hearthe Ministerof Municipal Affairs promise you a new Municipal Act. As you heard from Minister Tobin at lunch today, the federal government is also willing to work with both the province and municipalities to improve Ontario's infrastructure. By working together, we can address, and resolve, our most serious infrastructure needs And finally, I want to reassure you that this is only the beginning of our government's plan to meet Ontario's infrastructure needs. I also understand that Brian Coburn - Minister of Agriculture, Food and Rural Affairs - will be making an announcement tomorrow dealing with infrastructure. I think you will be pleased with the Minister's announcement. .J Since becoming Minister in February, I have guided this process through the final stages of consultative and negotiation. Today, J .am ple¡¡¡¡secjto announce that for the most part an understanding has been reached among key stakeholders on most of the fundamental issues. t' Today, As such am prepared to go further than 150 years of predecessors who said "soon I am committing to introduce legislation this fall to overhaul the Municipal Act. You have asked for a new Municipal Act to give you the tools to tackle the challenges of goveming in the 21 st century - and you will get it. In it, your provincial govemmentwill recognize that municipalities are responsible and accountable govemments - that important principle will be established in the introduction to the proposed legislation. in The Actwould also give municipalities what are known in law as "natural person powers" - the same powers that a person has to conduct day-to-day business without the need for specific legislative authority. Municipalities would be able to use these natural person powers in the areas in which they have legislative authority to act including establishing corporations - a substantial change you requested to the 1998 draft. 10 areas of jurisdiction The proposed Act would give municipalities broad. flexible authority I think you' be pleased to see that we heard your concerns, and have removed the four limitations on municipal powers that you told us were unacceptable in the 1998 draft. As you might expect - with any new expansion of power, comes some new accountability measures. As you heard in the last Speech from the Throne, this is an importanttheme forthe Harris government. Our citizens and business community must be reassured that it will be part of any new Municipal Act. ~" ! ' I caution you, however, thatthis process can only work if the delicate balance I spoke ofear/jer carr'be maintained. Key stakeholders" including AMO - must remain committed to the principles of the agreement we have achieved through much hard work over the past few months. And since the devil is in the detail, I'm pleased that AMO - along with several other municipal organizations and the business community - have agreed to work closely with the ministry to work out the most important regulatory details. You can see these and further details in the New Directions paper that's available at the MMAH booth in the Ontario Room assure thatthis is not another consultation paper - you've told me we've consulted enough. And while the New Directions paper is not exhaustive - after all, we're talking about a 500 page piece of legislation here - it does set out the framework and key principles for new legislation -7- ,~ -8- In the long term, MinisterGagliano recognizes that tax and mortgage insurance policies must be addressed to make the market sustainable. He also recognized that our provincial government, and many of you at the municipal level, are planning initiatives that he wants to get involved with. 'J n order to kick-start the supply of affordable housing, the federal government has put some money on the table for the first time since 1993 - $630 million over four years Last week, I co-chaired the federal-provincial-territorial meeting in London on housing with federal Minister Gagliano. At that meeting, we agreed that we need to work togetherto create both a short-term "interim plan" and a long-term strategy. We are already working together to remove barriers at all levels of governmentto encourage the housing industry to build more rental housing. The challenge is to get the market to work. Clearly d'3mand for affordable housing exists - with a growing population, and the demographic trend ofthe echo generation moving out oftheir parents' homes and needing a place to rent. Another area of shared interest and coopération is housing. All levels of government recognize that we need more housing - and particularly more affordable housing. I also want to let you know about a briefing session on the Oak Ridges process that will be held this afternoon from 5:30 until 6 p.m. in the Saskatchewan room. This isn't in your conference program, but it is an opportunityforthose of you interested in this process to get a more detailed update. , .J The Panel is interested in hearing from eVéryone interested in the Moraine Last week, the advisory panel released its first publication - Share Your Vision for the Oak Ridges Moraine - a document that contains initial recommendations from the panel to the public and the government. We created an advisory panel- made up of a variety of the many stakeholders interested in this area - to try to develop a consensus on the future of the Moraine before any new development proceeds. As most of you know, on May 17th of this year, the Legislature unanimously passed the Oak Ridges Moraine Protection Act that places a six month moratorium on new development on the moraine. The purpose of this Act was to stop the clock for a few months - a time out. nitiative currently underway is the Oak Ridges Moraine Review. Another Let me be perfectly clear here - I am committing that a new Municipal Act will be introduced this fall. As forthe Leafs I'm tremendously hopeful, but I'm not prepared to make any such commitment. J yearto meet An indication ofthe seriousness of our intentions is that, rather than waiting a fu again, our next meeting will in Quebec City this November. Beyond the issue of affordability, we must also work togetherto ensure that families in Ontario have safe housing. That's why we recently amended to Ontario Building Code to make carbon monoxide (CO) detectors mandatory in all new residential buildings that contain fuel-burning appliances or a garage believe that this is an important public safety issue - we know that CO detectors can help save lives. I want to thank Mayor Hazel McCallion and her council for bringing this issue to my attention, and to let her (and you) know that this amendment is a direct result of Mayor McCallion's actions And last - but not least - there is the Smart Growth initiative As many of you know, when I was first appointed as Minister of Municipal Affairs and Housing, I was asked by Premier Harris to lead a multi-ministerial effort to develop a made-in-Ontario Smart Growth plan. Before I started, the Premier laid out the challenge before us. Smart Growth must be Ontario's vision for fostering and managing growth, and this vision must be based on three principles: a strong economy; strong communities; and, a clean and healthy environment. Smart Growth must be an approach that brings together government priorities by linking decisions on transportation, infrastructure, planning and public investment in a way that protects the environment. It must focus on managing growth and development -and must ensure that any new infrastructure maximizes the efficient use of existing infrastructure, and is well coordinated locally and regionally. (-, improve our standard-of-living and protect our quality-of-life This week atAMO, I am pleased to release one ofthe first products of our Smart Growth effort - a document called "Listening to Ontario: A Summary of Consultations." This summary reflects a wide-ranging set of consultations we carried out across Ontario in the spring. Smart Growth must This consultation Involved three specific efforts. First of all, we created a Smart Growth web-site and launched a limited public information campaign to invite members ofthe public, municipal councillors and interested organizations to send us their submissions as to what they think Smart Growth should mean in Ontario. Secondly, we held a series of 17 day-long sessions across Ontario to hear from a diverse cross-section of key stakeholders as to what they thought Smart Growth should mean -9- .~, -10- Listening to Ontario marks an important milestone in this consultation process. We will send copies directly to all your municipalities. Immediately following my speech, it will also be available at our Smart Growth booth in the Ontario room. I encourage you to drop by the booth, talk to our staff, and pick up a copy for yourself. / .---" Once completed, Smart Growth will be a way of looking at problems and coordinating decisions - both at a provincial and a municipal level. With Smart Growth - we have already taken some action on matters such as development permits and brownfields development. Forthe most part - however - it is still a time to consult, a time to encourage input, and a time to consider the full range of opinions and options that have been brought forward. You know, when I spoke about a new Municipal Act a few moments ago for consultation is complete, and the time for action is now. said that the time An example of this is regional transit - especially in the GTA. We heard that the province should take a le~dersh,ip role - and that we should look at both existing organizations (like the GTSB) and consider new structures - if that's what it will take to improve service. Participants also told us that we must identify some new ways ofthinking about -and develop some new ways of dealing with - issues that do not fit neatly into existing political structures. .j One theme that emerged is that Smart Growth must deal with different growth challenges facing different parts of our province. It identifies much of what we are already doing well- and it identifies areas that still need more attention and more action from all of us This document - the Summary of Consultations - is our attempt to reflect common themes and specific ideas that we heard from across the province. It's not a statement of government policy or intent. It's what we heard from citizens, interest groups and community leaders across Ontario. Since June, we've been busy trying to boil down - into a single, readable document - more than 400 submissions from the public and organizations, almost 90 hours of taped discussions with stakeholders, and hundreds of pages of notes from your municipal sessions. During these consultations As these meetings were pulled together on short notice, I appreciate that many of you had to juggle your schedules in order to attend - thank you for your participation. we heard lots of good ideas. And thirdly, my ministry field staff reached out specifically to municipalities by sponsoring 33 sessions across the province to hear directly from people in local government as to what a made-in-Ontario Smart Growth plan should involve. .-/ I look forward to taking the next steps together - to clearly articulate our made-in-Ontario Smart Growth plan, and to bring this plan into reality. (.---., the Smart Growth vision is into our to inject places Perhaps one of the most important Provincial Policy Statement. Recently, we announced the launch of our review of the Provincial Policy Statement, and released a booklet to help facilitate this process. As most of you know, this review is mandated by legislation to take place every five years, and looks at how well the provincial land-use planning policies are working, and whetherthey need to be revised. The Provincial Policy Statement is a guide to decision-making on how ourtowns and cities should grow, and how provincial resources should be protected. We want to hearwhatthe people of Ontario - and particularly our municipal partners - think about our policies and how we can be more effective in meeting the needs of our communities and our economy. The ministry is already receiving letters, comments through our Web site and written submissions on the Provincial Policy Statement. As well, we are working with our municipal partners to set up a series of regional workshops with stakeholders and public open-houses on the policy statement in six locations - Thunder Bay, Orillia, Brampton, London, Sudbury and Kingston. These consultations will be held in September and early October - and the exact dates and locations will be posted on our ministry Web site shortly. The inputwe getfrom municipalities, stakeholders and the public will be an integral partofthis review. This process is very important, and provides an opportunity to revisit manyofthe most basic assumptions and beliefs we have about growth and land-use planning in Ontario. /'.. '. As I said at the beginning of my speech, I see my role as Minister of Municipal Affairs as an opportunity for me to represent municipal interests - and the municipal point of view - in the provincial decision-making process. I am your advocate at Queen's Park. As a former Reeve and Warden, I think I can relate to why you got involved in public life in the first place - and to why you continue to stay involved. One of the things I remember about municipal government is that it was not partisan. At the local or regional level, everybody must work togetherto balance a host of competing interests to do what is best forthe community. That's what I referred to earlier as the "art of the possible". Whetherwe are active atthe municipal, provincial orfederallevel of government, we are all responsible for delivering high quality and efficient services to our constituents, and to be accountable to them for the decisions we make. As might be expected, you often look to your senior partners - the provincial and federa governments - to help you meet these challenges. And the province is prepared to work together to help resolve the issues that face all of us. -11- /,.,--, Thank you -12- " .,---/' ........-// I thank you for being here today, and on behalf ofthe provincial government, I wantto thank each of you for becoming involved, and staying involved, in the day-to-day affairs of your community. If we Work together, I am confident that we can take what appears to be impossible - and then make it happen As municipal government leaders in your communities, you have a key role to play. I appreciate the work you do, and I appreciate all the work that AMO does on your behalf. As all of you know, one ofthe great challenges of governing is to manage an almost unlimited number of issues - with a limited number of dollars. We know that we must establish priorities, and we must manage efficiently. But as you know, the provincial govemment's ability to financially assist our municipal partners is limited by the very significant challenges we face atthe provincial level on the services that we must deliver - such as health care and education. .'..J ~ r' to 12:00 Noon Monday, August 20, 2001 - 10:30 a.m. ( Inside MPAC - The Municipal Property Assessment Corporation . . Workshop Title Speakers (--. Relations Customer Vice President, . . Isenburg, Carl c OPERTY ORATION ,-, ( , d 1 (~ 2 .-./ Realty Total: Market Total: Property 10: Status: Name; SPOELSTRA t J CAROL VN Code: 301 - SINGLE FAM OET NOT 0... Load Date: 8/16/01 OASYS Eff-Date: 5/28fOI Last Sale Date: 10/1/83 Building Pennih YES Homo-Nbbd: "104 1.1 () 3579 \..J I ) ._~ 74.58 Effective Frl Depth: 145. Effective Depth: Site Area: 0 Unit of Measure: Effective Lot Size: 200.00 Effective UnitOfMe.': F Variance: Driveway: U Services Wðter:M 5<lnitary: 5 Hydro: H Access: V 145.87 (-. Seq." 1 Structure Code: 301 Quai1ìer: Quaity: 7.5 Est. C/Q: -= Built Year: 1991 Code: N Reno Year: 0 Reno Type: ,'Ö Addition A,ea: 0 /.--, 3 /~. \ isted sat . SSIOI1 onstration 'alue ftial properties ues for the Town of inute 4 .--..J , , '-../ '-) Number, Address ildingArea, Year Built :and Site Influences ("' /~, ( , - BlA1Idt<þifo.n ~ihIJl&'1.I.··'''-1i1.''''. ~~ 2:s199bl~~,_,:D_c_ ,~ ij¡mWX';J~Dn/- rolJjllllm m__d_u nbhd hnbhd rtIyIDt'':'\: ~ ~ ;,';::j1, 13 180901003711200 UR923 ,,, SSG 371000 328000 A 1I1iî 13180901003723100 UR923 111 SSG ~ 215000 A ¡)(:3 13180901000.15800 UR023 112 570 ~ 250CUIA :¡mi. 13 1110901003628U00 UR023 111 S50 350000 mooo A :;;¡;~,- 13' 1B0902000124000 UR023 110 802 -š33õõõ mODO A m¡¡;~ 13 1B0901D03611S1OO URD23 111 $SO ---;m- 358000 A ~;f:!~ 13 18090tOO4t29200 UR023 109 S50 ~ Z33Im A ¡ARY. 1318090tOO3701000 UR923 111 S50 ~ 2491D1A f¡¡Jj~ 13 18090100(120200 URØ23 109 S50 """"""'336õOO 26ÐOOJ A ~¡ijjjtj 13 180901003810700 UR023 109 S«I 15ØiiOO 121001 R3 0g;'Í~ 13 18090Z00011mOO URD2J 110 TOt ~ 438000 A Ti;ft: 13 1809111003626900 UR023 111 S50 3151m 31900D A ;;k~ 13180901003626901 UR023 111 S50 ~ 298000 A ,;¡:fA 1J 180901004121100 UIm3 109 S50 ~ 293000 A J;\i~ 13 180901003735900 URD23 111 S50 324000 2satœ A j;),¡~ 13180901003735700 UR023 111 S50 334IDI 281lIOII A J,1l 13180901004309000 URD23 112 S70 367000 29SOOO A 01 '!!!~', 13180901003620100 URD23 111 S50 ~ 276000 A 330.õ1 - - li;;~J- 13 18090100400920O UR923 109 S40 353IDI 21600) R1 .~ ;;:;~ 13 180901003738800 UfŒ) 111 U25 2II4tm 180000 A g;¡:¡; ~- ~ );;ci<"'i';;i!;:¡;,,,·;;,- ::;:::;;:j;;:;';_:;;h¡,,:d:;:;'+<-:;<JKS1ëiiw~f'I ìiiMiIi-:·"~- ~-¡--~'-;-··-i ~_suìtla.E~·C:WóI'J"IIIIJ\IIhidIr99·sPŠ.':" Þ.,~S'jo-ÀIo1'$P.;sfor..lr.:iOI.CUI'SPSSfor~I()!~.M.....1 i'fV4~.~NiI~~~:';-(j 11;SSAM' 5 fnmtI~ . 442.9' 66 IQIII~ :æ~lIm 10.00 A ,.50 A ,.., A 4.046 A '20 A 10.31 A 10J.f A 13.91 A 10JJ2 A æ ZO.o47 A 5.D1 A 5"" A 10.09 A 10.15 A 5", A 10.10 A 10..41 A 2.91 A æ (~----....\ I n I ""MASS APPRAISAL MODEL~ COMPUTE CVA1999" ((82186.86423 . 3J,1a.43O"QC_AREA1 .21.31163"QCAREA2U "'19.50156"lOTA_U2+n531.6392O"LOTBCß2+5393.98945"GARATTSP. 5393~"GAR8SMSP.2696.99412"GAACPTSP. 61.37533"RAV_LlH+13.31569"Cl1T_fBA +(.1D891.2IU52"'PC309}+(.16820.09943"Pt311)+10.11U7D"8SMNETAR .19.83OO6"ÐTHAREAQ.19.83OO6"GAADETAQ +(19.83OOG" .6InVORKARAQ).(9.83006"1.s"GARDERAQ}.(19~.s"8lHRSAQ).(19.83OO6""1.s· .&rwRK1ZÐAO) .(.14102.23362"COH_F _PI."B_AOJ+R~LOTOT +(.75"32.451'4'"TOTEMCPL+3514£,(8024'11ES_HER.'5"OOl_IVA+15"POOLJCA+15"OOL_ OVA+15"POOLJCA .24943.81307"DES_lOG..1m.24058"PC3I»"'350~QEF _WFF+(.J.28055"HEATlNSF)+3473.8833O"1ptslde+(...251J5"'adjilags))rA1809b62"A1809b63- A1809t20 "A1809t'1S" ,e,1809u25+ A1111)9W(" A181J9w$S" PERCAlND"PERCACOM"PERClNST" .PERCGOLF"PEROfYDR"PERCMTRA"PERCAMUL "PERCRAll" PERŒKTF"PEROITAA"PERCPIND"PERCPOOM*PERCPMUL "PERQ.AK~ERCRFRT. COMPUTE CVA1999" TRUNC(CVA1999I1OOO)"1DOO. FORMATS CVA1999 (1)OLLAR3.11, VM lABELS CVA1999'999 CurrentV"llIe ADe.m1nu'. EXECUTE. ""O'fHfRIHFlUEHCES CONDmoN BASEMENT AREA FINISHED BASEMENT AREA GARAGES SPACES .ATTAæED.8ASEMENT & CARPORTS OETAatED GARAGES WORKSHOPS 80ATHOUSES POOLS & POOL EHa.OSURES WA'ÆR FRONTAGE SIDE SPLIT INFERIOR HEAT SOURCE: (INFERIOR" NOT FORCfO AIR} LOG HOME DESIGN HERITAGE HOME DESIGNATION SEMI-OETAOtED LlNKHOME TOWNHOME PREMIUM INFLUENCE:S . GOLF COURSE, RAVINES, LAKE VIEW, RIVER VIEW NUlSANCfS . INDUSTRIAL, COMMERCIAL. MULTI-RESIDEIfTIAL, RAILWAY, INSnnmONAL, HYDRO CORRIDOR. TRAFFIC. ""VAlUE COIIPONENTS. "'PRIMARY INFLUENCE:S FIRST FLOOR AREA (tIC_AREA1) SECOND AND UPPER FLOOR AREA (QCAREA2U) LOCATION EFFECTM AGE (ACTUAl AGE ADJUSTED FOR RENOVATIONS AND ADDmONS) lOT SIZE. ::13URØ23,SP... 131999UR023. TOWN OF WHITeY. ..,MPORT TOWN OF WHITeY DATABASE. GET FILE.. 'C:\MOF _P\WlfITßV99.SAV. '"'1999 VAlUATION MODEL. TOWN OF WHITBY. .J .~) . ) '--, 6 iL.ol24Co124~r-ì commercial lays property types such as 'ai, educational to collect property data. (- 7 8 .J i _J ~. ~ ;t.::; -t,.... ,'~. .ty I " . j '".....-/' I /-'~" r'·, r . 9 ~, r '. 10 i .J Basic Sean:: Quick Search ,~ i .,,./ (- ~ i I. 11 (~'\ , 12 ,-.J i , '-./ \,.---) 13 (""--" (~ ~:~~~.:.~~~~"=~~~ <Isdo:An,*lIi¡lII'Idomer~""'~,*the_AØ:($.53)endtl1e 14 ) .~ ',-,/ ¡ ..--/ ,~-- "-' ( 15 ,~. ( 'aler Vrs Bender 16 "J ) .J , , , , . ) '.-.,/ ( Monday, August 20,2001 -10:30 a.m. to 12:00 Noon Workshop Title: Meeting the Needs of Persons with Disabilities Chair: Sandra Hames, Councillor, City of Brampton Speakers Sharon Bonello, Coordinator of Special Needs, (-, City of Brampton The Honourable Cam Jackson, Minister of Citizenship Joyce Zuk, Councillor, City of Windsor (-, · In Design Universal :{ Playspaces Meeting the Challenges .. Association of Municipalities of Ontario Conference Handout August 2001 Contacts: Sharon Bonello, Coordinator - Special Needs email: sharon.bonello@city.bramplon.on.ca Linda Constable, Coordinator - Outdoor AssetslLdsc.Arch. email: linda.constable@city.brampton.on.ca Walter Fischer, Landscape Architect email: walter·fischer@dry.brampton.on.ca CITY OF' .RAMPTQN ASSET MANAGEMENT SECTION ~- ( (~" August 2001 1 of4 The project was the development of a policy on Universal Design for Plays paces. Our objective was to enhance universal accessibility for all types of physically or mentally challenged persons within all City of Brampton playgrounds through the application of universal design principles. The implementation of this policy will ensure quality play value for every child focusing on the development of social, physical and cooperative skills, including opportunities for integration, interaction and inclusion with other children. ',-/ PROJECT DESCRIPTION We believe that every person has a right to have baIrier-free access to public spaces regardless of ability or physical and mental challenges. The City has made great strides to improve universal accessibility and integration. In keeping with our philosophy for continuing quality improvements, we have developed a new policy to the enhance outdoor recreational opportunities for the physically and developmentally challenged individuals. · · · · We provide both integrated and segregated recreational opportunities year round 110 part-time staff, and 165 volunteers are recruited annually to provide support Partnerships have been developed with various agencies/organizations to reduce costs and share resources efficiently We have a very active group of physically disabled individuals called the Brampton Action Group, who consult with City staff regularly on improvements to City facilities as well as on the design of any new recreation center or park. ( , \..J 1 2. 3 Integration Inclusion Accessibility The City of Brampton is committed to meeting the needs of individuals with special needs. It is evident by the fact a Recreation Coordinator of Special Needs is hired full time. The Recreation Coordinator's role is to advocate on behalf of the individual, their parents, or caregiver. Over the years our major goals has been and continue to be: MEETING THE NEEDS The City of Brampton is the 13th largest City in Canada and is the 3rd fastest growing in the country. Currently there are 27 recreation facilities, 320 parks and almost 200 playgrounds. The City's goal is to be a vibrant, safe, and attractive city of opportunity where efficient services make it possible for families, individuals and the business community to grow, prosper and enjoy a high quaiity of life. ORGANIZATION u The policy presents a "scaled" approach to the introduction of universal accessibility or barrier-free playground design and implementation (- % Barrier Free 15%-30% 25%-50% 50%-100% Components Larger proportion of structure accessibility with a potent rubberized of wood Fiber surface in play area in addition to some of the ground based elements as noted above. The entire structure is accessible with a min. of 2 accessible swing sets, ,ubberized surface to ground level activity panels on structure. In addition, ground based elements contained within the play area and along the walkways. The entire structure is accessible with a min. of 2 accessible swing seats, rubberized surface to ground level activity panels on structure. In addition, ground based elements contained within the plav area. Population Base served by play~round 1 per 2000 to 5000 population, 0.8 Ian service radius 1 per 15,000 to 20,000 population, 2.4 to 3.0 Ian service radius I per 80,000+ population, whole City or multiple communities Park Type Neighbourhood Community Park Citywide ,~', ! . Brampton City C,-,unci! approved policy for universal accessibility for playgrounds in April 2001. This policy will apply to both new development and replacement play equipment. City Council also adopted a list of standards regarding ramping, surfacing, landings, wheelchair accessible platforms, and entranceways and exits. BACKGROUND In January 2000, Brampton Saturn Saab Izuzu approached the Brampton Parks and Recreation Division regarding sponsoring some accessible playground equipment at a city park. They felt that children with physical disabilities should have the opportunity to enjoy and be able to utilize their local playground together with able-bodied friends. Saab donated $7,000 towards this project. In July 2000, we unveiled our first partially accessible playground. Great Lakes Park was selected. Saab's donation provided a rubberized pathway for wheelchairs, a large backhoe-style sand scoop, a large swing specifically designed for physically challenged individuals, as well as a gear panel. Saab was invited to City Council to be recognized for their contribution. The media covered the event well. 20f4 August 200 1 (,.,.~' August 200 1 30f4 The increased cost of making a new park universally accessible could potentially be offset by collection of development charges. They will become fully recoverable as banier-free structures become the standard. Replacement structures in existing parks are ..~' Financial Implications Some of the important issues that were addressed were: · All sensory elements - touch, smell, sight and sound should be considered and addressed through sensitive and creative planning and design of each playground · Accessible play spaces, provided at a variety of accessibility levels, would be seen as a significant enrichment to the lives of all these users. · To better accommodate a wider range of potential challenged users, park play spaces could include other banier-free components such as access ramps, panel games, resilient surfacing · Citywide parks should also include other comfort amenities such as shade structures, accessible tables, and washrooms. Such amenities would improve the enjoyment of what is likely to be a longer visit of playtime. · · Brampton Caledon Community Living - challenged Erin Oaks - serves physically challenged Canadian National Institute for the Blind Three of the major special needs groups currently utilizing our recreational programs were consulted for input. The following groups embraced the project goal and principals with enthusiasm: · serves individuals who are developmentally , ',--/ The team first contacted ten other municipalities. Edmonton was the only municipality which had some standards in place. No other municipality had a policy in place, although several municipalities have a few partially accessible playgrounds (10% to 40% accessible). The research definitely motivated us to develop standards which would serve the varying levels of disabilities in the community. With the overwhelming success of Saab's donation, the Bramalea Merchants, and the letter of intent fonn the Brampton South Rotary Club, it was evident to our Commissioner that we needed a future plan within the Parks and Recreation Department on accessible playgrounds. He directed staff to develop a policy paper. The project team included the Coordinator of Special Needs, Coordinator of Outdoor Assets and one of our Landscape Architects. In August 2000, a member of the Brampton South Rotary Club approached the Commissioner of Community Services regarding the sponsorship of a universally accessible playground at Chinguacousy Park in Brampton. Their goal is to raise $100,000 by 2002 to reconstruct a banier free playground, in ajoint partnership with other service clubs in the City of Brampton. The Bramalea City Centre Merchants have also initiated a fund raising effort for this project. i .~ ¡ funded via tax-based reserves. In addition, as universally accessible playspace design becomes the standard, the construction costs will decrease. City Challenges organizing the community to attract citywide/community park locations Note: staff has been approached by members of local Service Clubs who have expressed an interest in raising funds for a large, fully accessible play structure for Chinguacousy Park Apply for provincial and federal grants (such as SuperBuild) to take advantage of "innovative approaches" and barrier-free criteria promote and actively solicit sponsorship fröm product suppliers for material contributions toward playground installations With the adoption of this policy by Council in April 2001, the Çity of Brampton has demonstrated a commitment, which will be challenged in the years to corne. Conclusion The City of Brampton continues to strive to improve the quality of life for the physically and mentally challenged individuals within our municipality. Our past accomplishments are indicators of our commitment to quality services for the entire population. Universal Design for Playspaces is the next step in our continuum of quality services. Our goal remains that children with special needs will soon share the same playspaces with all children alike. August larger major sponsor/donor funding for the · · · 4of4 2001 (~ ( (-" , Windsor Advisory Committee on Disability Issues (Wl.A, C. ~I' . ',d,ti ...",r '~ municipal model for .. promoting inclusion" Presented to the Association of Municipalities of Ontario Annual Conference Royal York Hotel-Toronto, Ontario August 20, 2001 Joyce Zuk, City Councillor, Windsor Presented by History of W.A.C.D.{"*,,,,, . ,-~ 1981, United Nations declares Year of the Disabied Mayor of Windsor estabiishes a "Coordinating Committee" to commemorate the year Committee's mandate is to increase the awareness in the community of the needs of persons with disabiiities · · · ~"-" ~·¡:;¡'¡;ja0' .0"'(¡ .it~!'tiW' At end of year, the Committee recommends that the Committee become a standing Committee of City Council 2001 marks the 20'h the Committee anniversary of . . 1 r-"'" ( Membership d,S"Zf,;; """"" .,;':' · 1 member of City Council ;,_"_~n- · 14 members from the community · representation from individuals with disabilities and human service agencies representing persons with disabilities . ,<";>0>-, .....~. d1t'0".'... · Committee selects a Chair and a' Vice Chair from its membership · Various staff of the Corporation act as resources to the Committee , Structure ,'0' ej¿;;ð .......,ç.OJ ._- , Bo,..,.F_Onit"., CwllCI.ftI .- Hu...s...._"T...._n -~ I....,c.__ " ~ j \.-,/ ~ .J '_.-" Mandate- What do we do? ''''~,., ·i~'·" · Advise the Corporation · Needs Assessment · Community Awareness · Coordination of Services · Policy Advocates r-. ( .:: Employ a part-time coordinator Coordinator has an office within the Corporation Resources required to provide accommodation for Committee Members Budget for 2001 is $36, 500.00 Budget · , · (-- . Projects · ".'<',," .~ Casino Windsor (' · · " Requests to address areas of private ownership Participation on Ontarians with Disabilities Act Committee (O.DA) Network with other organizations in the community Projects Outdoor cafes and public walk ways · Projects ~,~. , i;'j~ · Bert Weeks Memorial Gardens · Sheila French Memorial Award · City Hall Access Fund · Volunteer Snow Removai Program , Toward a Barrier-Free Community · WAR.M. Map " " "~""; . .. . ,,,....J.. 'J ..J \_J 4 The Future .~,"" /----.. ( \ Contact Information "I Paula Giffin-Thomas ;-'''1:1';.//.¡ Coordinator (519) 255-6110 paiffin!â)citv .windsor. on. ca Joyce Zuk (519) 967-0676 :z_uk!â)ciJv. winds_or.on.ca " ,....--~" ~, , . to 12:00 Noon Monday, August 20,2001 -10:30 a.m. (-- Benefitting from Benchmarking and Best Practices Workshop Title Wardenm Grey County Howard Greig, Chair: OMBI Gord Adams, Chair, District of Muskoka Michael Boggs, OMBI, Project Manager Ken Boshcoff, Mayor, City of Thunder Bay Bob Wade, Mayor, City of Hamilton Alan Wells, CAO, York Region & Chair, Steering Committee Speakers (- (--, ONTARIO MUNICIPAL CAO's BENCHMARKING INITIATIVE (OMBI) ( AUGUST 20, 2001 to 12 noon OUTLINE OF AMO WORKSHOP CQNCERT HALL - 10:30 a.m. QMBI - How you can benefit from Benchmarking & Best Practices. Municipalities perform. Every day they provide a huge array of essential services and programs that shape our quality oflife. But, in a world where revenue pressures, global competition and citizens demands are ever increasing, better and better performance is the name of the game. How do we keep the razor sharp? This session will provide selected highlights of the 2000 MPMP results and how to manage your response to the public. tion: Descri Municipal elected and staff officials involved in the Ontario Municipal CAO's Benchmarking Initiative (OMBI) will share their experiences in managing performance in a performance measurement world. Introduction - Gord Adams, Chair, District of Muskoka Situation Analysis - Ken Boshcoff, Mayor, City of Thunder Bay OMBI Workplan - Alan Wells, CAO, York Region & Chair of the OMBI Steering Committee , Michael Boggs, OMBI Project Manager - Bob Wade, Mayor, City of Hamilton - Gord Adams Session Chair: Howard Greig, Warden, Grey County Speakers: MPMP Lessons Wrap-up r""""'- I issues to be addressed and the speakers. Agenda: Introduction - explanation of the topic, estimated 4 minutes Situation Analysis - why are municipalities considering performance measurement/management systems and what benefits have been realized elsewhere that may be applicable in Ontario? estimated 12 minutes OMB! Charter & Workplan - What does OMBI bring to the table and what are the results of its work to date? Explanation of the Goals and Objectives of the CAO's initiative including the results of the Pilot Projects, Environmental Scan and Expert Panel reports. estimated 18 minutes (". 12:00 noon - speakers to be available to meet August 15 - final draft presentation to be sent to all speakers (electronic copy) .... M Boggs August 16.... Special AMO Workshop Newsletter for circulation to all AMO attendees and OMBI Summary (slimjim) report for handing out to all attendees at conclusion of Workshop _ Interkom & M Boggs. August 17.... final power-point presentation to be sent to all speakers, CAOs and OMBI Co-ordination and Communication Team members _ M Boggs August 17 .... media kit fOlwarded to all participating CAOs and Communication Team members for circulation to local media.... Interkom & M Boggs August 20 - 9:00 a.m.- technical support to meet in Concert Hall at Royal York to test presentation, layout, speakers podium etc. Boggs, Gibson, Doust & Adema - speakers to meet in Concert Hall at Royal York to confinn arrangements - Adams, Boshcoff, Wells, Wade & Boggs - presentation commences - ppt operated by Gibson & Adema question period OMBI Summary (slimjim) to be handed out to all attendees as they leave Concert Hall - Adema & Doust 11 10:30 a.m. 0:00 a.m. :30 a.m. with media .-/' Schedule: Questions and Answers.... estimated 30 minutes _ Wrap-up.... Next Steps for OMBI and AMO initiative to create a Centre for Municipal Best Practices - estimated 5 minutes managed by Session Chair Lessons.... What lessons have been leamed by the municipalities participating in the OMBI as they apply to the MPMP had how can municipal councils manage the release of infonnation to the public and the media? What may the province do with the data they have received? estimated 12 minutes MPMP .... How has the OMBI aligned its initiative with the mandatory provincial program? What are the results of the first year of this program? Selected results of 5 of the 16 perfonnance indicators that must be reported to the public by September 30, 2001 for the participating municipalities. Individual results will not be part of this presentation, as that is the responsibility of each municipality. Results ofMPMP Advisory Committee working with MMAH estimated 10 minutes "....j /-'" ! j\\¡-r~J'o;'11 r'-rJ r 't\J J'j ;i, [1.",,", 10J· Gord Adams, Chair District of Muskoka OMBI .n..I....lcttnu....tu....lt.III.lTIltll1 pÛÍIÖIIIII1ìiíãSIIIICE 111_ -,--.." ( 1 IMI.I'! "''"'j''Jr'' jl¡\Îj../1 ")"') J:JrJ !:JI:: ;.II' url1:.t).:. Ken Boshcoff, Mayor City of Thunder Bay ¡'Municipalities Need to measure Their Peñormance in O,de, to Continuously Improve The;, Ope,ations" Ken Boshcoff will summarize the benefits of developing performance measurement and management systems Alan Wells will explain how a group of CADs and their staff have initiated a benchmarking partnership that has shown promising results in a short period of time Michael Boggs will explain how the CAD's Benchmarking Initiative is aligned with the Province's MuniCipalPenormance Measurement Program Bob Wade will share the experiences of the OMBI municipalities in dealing with the MPMP and the lessons learned by the group in implementing year one of MPMP r-~ I \ I Council requests 10 show lIaluefor money Look to comparative performance measurement Prollides a common language for communication DiffICUlt to make "apples to apples' comparisons Value is in focusing on besl Practices emu!ation Thunder Bay's best practices examples Key to success: find oul what works locallll OMSI can take this search to a new lelle! Knowledge is Power: OMB/ is sharing collective wisdom Bound by common legislation Common global and local pressures and restraints Can and need to learn from each other Learning needs to be based on sound data, analysis MPMP is about program performance, accountability OMS! is about functional and operating peñormance, continuousQland identifying best practices 2 / .----. The Thunde, Bay Expe'ience... Canadians' satisfaction with govemmentservices Completed by Institute of Public Administration Major findings; -Manygollemmenlservicesrated"ashighorhigher' thanselVices in the privateseaor -MunicipalselVicesratedhigherthanprovinciaJorfederal - More difflCullto balance efficiency and effectiveness in govemment aUT, -PeoplestillexpectthequalityofgcwemmenlselVices to be as high or higher than in the private sector -ºM!!J Partners for Performance.... Sets climate for performance measurement initiatives Combine with ongoing severe revenue pressures Stir in new responsibilities from LSR Season with global competition with other cities -To attract financial investment -To retain and maintain ourqLlalityoflife -Competing nationally and in1emationally -ºl4!!L Ür" , ) '-.-.-../ Implications of 'Citizens First 2000' For Performance Management Citizen's First 2000..... -ºl4!!L -ºl4!!L '\._-,/ ~. ( ..QMBl Fast Forward...... Performance Management Tools Today "QMBl Municipal Performance Management - A New Phenomenon? SeIViceactivitymapandunitcos1 Full cost = direct service cost + support service costs Fun costs can be compared to other private and pub\ic sector providers,SUT, Requires consistency in operating and financial reporting Municipal peñormance measures took shape inlhe80's Early measures of service value evolved over time Measures of efficiency, effectiveness and communilyimpact Allowed judgements about relative costs of increases in effectiveness,orcommunily impact Ledtoincreasedaccountabl1ily,improvements ( _QMJU _QM!U OMB! Benchma'king Resea,ch. Examined best practices in benchmarking 55 Initiatives selected across North America Results suggest that OMBI's approach is as good as orbetterthanotherinitiatives OMBI's Role. Municipalperfonnanceisgettingbetter MPMP provides high level measures... OMB! will drill down 10 provide more detailed data Municipa1iüescanusethisinfotoimprovetheirsyslems services, and programs 3 OMSI has used this ¡nfonnation to refine -itsbenchmarkillQprocess -itsslructureandreportingrelationships - coordination, communication and training (' Alan Wells, CAO York Chair, OMBI Steering Committee 4 OMBI .nll.. ...ICI,.I ca,'. II.n...ll"I'III.TlII PÁÏiÎÍÌÎÍÎ íiíì'iCii¥ICIIIcai!NcI i _QMBj m~Ji8J: Gj\ff )'\~lD ]~JI.!lj\ntJfijÍ."L GJ.\©'S i8E¡\I G}JfJJA~{:Y~JU\JikJ JI\iffjJ.mvt: Confirmation of the OMSI Seven Step Process Efficiency, effectiveness aoo community impact indicators Common profiles of municipal selVice programs , Detailed service and activity maps Establishing best practice zones of performance Developmental work on shared databases Cooperative partnersh¡p approach "Everything should be as simple as possible, but no more simple than necessary' . Albert 8nsrein Peñormance is not simple Peñonnance is complex We need 10 find away to make it less complex One way, the OMSI way, is: "Partnering for Service Exce/Jence" '-/ Results .QMIU 'Summing up..... -º~ \~/ r?>-'....· ..QMBJ ..QMBJ Purpose of OMB! Identify &deve!op appropriate service specffic performance measures Analyze and benchmark results Identify besl practices of service efficiency andQualityinOntariomunicipalilies Provide a useful management decision making 1001 that integrates financial and pertormancedata Peel Sudbury Thunder Bay Toronto Waterloo York OMBI is a partne'ship of Durham Halton Hamilton London Muskoka Niagara Ottawa ,- I . _QM!\J .ill-IJlJ 5 What Is Benchma'king? The continuous process of measuring services, and practices against the induSbyJeaders The search for industry best practices thaI Jead to superior performance Process for comparison and emulation Goals of OMBI Improve serviœ performance Adoptcostlqualitylvaluebestpracticesexhibiled by participating municipalities Continuous improvement within and across participating municipalities Embed benchmarking in standard municipal businessplanningcycte ~', ( , 6 Expert Panels: - Roads, long Term Care. Water and Waste Water, Solid Waste. and Emergency Medical Services Chief Administrative QffJeers (CAOs) & City Managers CAOlCily Manager Steering Committee Coordination Team Project Manager and Assistant Project Manager Municipal Champions Treasurer's Group Communications Group Activity based costing model Including treatment of support service and infrastructure costs Internal and external communications strategies to communicate findings Benchmarking methodology, processes and templates Relationship with Province's Municipal PerfonTIance Measurement Program Training opportunities and best practices forums Data and web page management ''-/ Staff Resources Anything that is meaningful to stralegicdirection and vision of organization Measure is central to the service chosen forevaluation Financial implications -Efficier\C)' -Effectiveness -Community or stakeholder impact -Customer satisfaction -ºMIU Majo' WO'kplan Elements _=:.... ~_'¡R{,¡;;¡¡~_ ! . , , ¡.. 1 !!E!!! ... . !!E!!! !!E!!! !!E!!! !!E!!! -Q~ ,~) What to Measure _QM!\l P,oject Management Model -ºM!!L , .'-.j _QM!ll OMBI Seven Step Benchm.,king Methodology I ;U ; ~ ; ~ ;zonel - - -":-"->"00' ~7J'I'~ _QMBl 2. Select and Profile Services !dentify What to Benchmark Describe Key Dimensions Ust Perfonnance Measures 7 ,---" ( .QMJ!! Results Confirmation of seven step methodology Profi\ing of municipal programs More delailed servk:e and activity mapping Development of pertonnanœ indicators Zones of best practice Development of databases Enthusiasm of momentum t' .QM!ll Select P,ograms 10' Benchm.'king Clear goals and objectives Setprioritieslassess resources available leadershIp commitment EstablIshprojectchartel 1. ,~, /' Monitortheprogress Trackchangesin pelfonnanœ r;stjutionalizebenchmarkingthmu9~ regularmeetingslreports 8 ,I .,,~/ Select practices from performers within the perfonnancezones Ensure an "applésio apples" approach Dri!ldownlo identify policies, practices and prolOCOIs responsible for the best practices Interprelresultsincontext:e.g.differenœsinurtlanization, wage differentials. standards of performance Set SMART Goals Deve!op an action plan -De1enninetasks,timelinesandresponsibililies -Oevelopcontingencyplans 5. Assess the Practices of Best Performers 't>fY' Level of detail Performanceindicalordala Data Controls and infonnation quality -º~ 6. Develop Emulation Strategies , -ºM!!L Convergence of Data on Efficiency and Effectiveness Efficiency measures by Activity Based Costing Quality measures derived from - MinistrylMunicipalStandards - Customer Requirements - Community Impact Emphasis on perlormance within a band or zone, not simply an overall ranking ~) 3. Collect and Analyze Data -ºM!lJ 4. Establish a Best P,actice Zone of Performance OM!!!.. I , J "'-.,,/ rr---,\ -ºM!!l -ºM!!! Action EMS activity map EMSperfonnanceindicalors EMS results in OMBI 7. Evaluate the P,ocess Each cycle of benchmarking needs evaluation Key questions need 10 be asked: -OutcomØl · Wna!werelhekeyclltpul$? . Did we achieve our targets? · Whataretl1eimplicaticms? - Process · WMtdcweneedtcchange1 · Whatdcwenoodtcchangetc? · Hcwv.illwemake\heSIJchanges? ~. ( " ~ -ºM!!1 -ºM!!1 9 Mapping Services and Activities - --- -Th;...;,:,;;, ffl· . . . . .;.. I ....1 "';""'1 ~.~ ~-...... _I ~,I looOl);oI.l ,- .~ c-.oo,;;¡;"¡:';':1 =1 Wo,kplan Elements , -~~ ...,.~... Majo' /_.,... Performance Indicators· EMS ..QMBJ - - - """"h\íJ1jfÞ1fìithimIEh01if!!t ~1"~'¡'~ 1998 Best Practice UHU Y5. 90th% ..QM!!J 1..OW000000000~Tw.~u_n-IoUoIoipoIII~ ,.. .. ". I :¡~'" i :: f/!) Æ .,. ""-_.. '---'--- j :: """-- ...-..".'-.'..,.--.,.- ---.-- --'-'.'---.'" : ":""~..:,,:,,," ..:. ';;"":,,,~,.::"~,,,~;-:"':';::..:,~,_:-- :_;..;...~.;..;..;.;.-~" f ,",co .. i '"'' § "'" · · " - - - · ,.ro ,~ .~ 0.35 .~ " ,. W_Iod.......ttb.orUl._Roio \",.--) 1998 Best Practice UHU V5. 90th % _QM!lJ .."'ho.n.llyftM........_I>¡II,I_TlW...........""Y '""'" ~ ~ ,''';¡ I ~ ¡Ii ! ~ · ;: ] - · ;;:;.. ;) --., W__UnNH.....Utlll..._RalIo> - , "'../ .'''' ;'ti'¡'11f" ~ Cost pe' Unit Hou, YS. ALS Captu,e ..QMBJ 1998 by Region 1 ~ ..' ! ,< , " :>- , '" .. · " ~ . · " 8 Æ ,,,.. "0.00 ". Cost per Unit Hour i , '.---/ 10 ,"~" OMBI IUII..I..ICI.IIUI·.,IU.I.U&..I'IT&lTIII pUriØIi!IîíiiStìiiiiiliì:ìúiJlCt _QMIIJ Fundamentals of Benchma,king Focus on key serviceslproœsses Leamfromolhers A means....nolan end .-', r '. 11 ..QMBJ Types of Benchma,ks ..QMBI rri\}. ,"'II "·1 Jj">':cr,.,O[). .\ 11111'1''' .J 0'¡¡¡¡¡J: jt.\~'J\':Jj\ll¡;:i. ·~~'n·T: 'rBE fa~tJVjÌ'J(;lAIL j~jiP)~JiP Project Manager Michael Boggs, '~~', ( " _QM!11 MPMP - Cost of Solid Waste Collection per Tonne .. .. . .. · 0 0 ~ ... . & .. -.. '" .. . ~ '-'11£ .oM!!!.. MPMP - % of Residential Solid Waste Diverted fo, Recycling .. ]"' · ~.... ,¡¡ s.. · . ~20% ~ 15% : 10% œ ~ " " There can be limitations to compa,n'ng the results of this high-level measure because each municipality's results are influenced differently by: SelViœ!evel-frequencyofpick.-up Materialtypes included in recycling, composting and otherdiversîon programs Degree of promotion of the diversion programs Degree of enforcement of the diversion programs Incentives: partial or full user pay programs forwasle collection UrbanfolTl1: the urbanlruraJ popillation, seasonal population, as well as Ihe mix of single-family residences and multi-unitresidenlial buildings ThenumoorofdailynewspapeiS pubHshed in a given municipality 12 , , '-' MPMP - % of Residential Solid Waste Diverted fo' Recycling _QM!!! There can be limitations to comparing the results of this high-level measure because each municipality's results are influenced differently by: Service Levels (frequency of pick up) Densityalongroutes-urbanvs,ruralareas,apartmentsversushomes, average number 01 persons per household Commercia! collection in some municipalities Single stream wasle collectìon versusco-collection programs Distance to disposa!andlransfers~es The extent of recycling efforts Precipitationwhichincreasestheweightofwastecollected '\ ) '-/ MPMP - Cost of Solid Waste Collection pe' Tonne _QM!IJ -.-/ rOO _QMJIl OMBI- Solid Waste P'ocessing Service Map ..QM!Jl OMBI- Solid Waste Collection Service Map (-"\ ..QMBl _QMBl 13 MPMP - Cost of Winte, Control Maintenance of Roads per Lane Kilometer There can be limitations to comparing the results of this high-level measure because each munidpality's results are influenced differenUy by: 'Thef!equencyandseverilyofwinterslormevents , The extent of the rnad networt located in urban areas Degree of nanow streets and on-street parking that may require removalofsnow The degree of congestion on roads during storm events The municipality's service threshold for responding to a wiRterstorm event The municipality's service standard for road conditions aftera storm event MPMP - Cost of Winle' Cont,ol Maintenance of Roads per Lane Kilometer ~ c ~ ! ~ r, , ' ~;i t- oi.tBllsiiiMfMig¡;~!) tJ6nCIrnaiks-811d~!i- pIðCtictJs/orlh6sellfM i ~ i ~ . . ~ MPMP - Ope,ating Costs of Municipal Administration as a % ofTotal Ope,ating Costs 14 .~/ mitL '7 OMSI- Winte, Control Service & Activity Map "' " 1ii100% § E "" ~ ~ Im\ !:! 70% ! ."' ___.;,¡,._;,~./j. e,.. __ ~~~'1,;!~t"m~'-"'·_--^'·-'·-"----C·-""","" , . . . . .. -ºM1!L ,~ .-ºM!!J MPMP - % of Winter Maintenance Responses Meeting - or Exceeding Municipal Road Maintenance Standards 0M1!L There can be limitations to comparing the results of this high-level measure because each municipality's results are influenced differently by: The standatdsel by each municipalitywhictLdiffers from one municipality to another The f!eqllency and severity of winter storm events The municipality's seNicethresholdforresponding to a winler storm event ) / '-~ ,', .-ºM!!J MPMP - % of Winte, Maintenance Responses Meeting - or Exceeding Municipal Road Maintenance Standards ''--./ r- -ºMIU -ºMßl " I (Draft) OMB/'s Intemal Supporl SeMœcJassifiea/io1l system will identify the trtKJcostsof goII8ffl811C8and municipiiladministrotion MPMP - Dpe,ating Costs of Municipal Administration as a % of Total Operating Costs There can be ¡imitaUons to comparing the results of this high-level measure because each municipality's results are influenced differently by: The municipality's organizalional form for delivering support selVices such as HR and IT-(centralized where costs includedvs. decentralizel where the costs would not be illCluded) ABCs witt! their own administration Comparabilityofuppertiervs,lowertiervs.singletier _laxbillingandc;(l~atlowerandsingla~eronly _largeIJanslerpaymenlsatupperandsingleUeronly Ful¡.timevs.part·timeCouncils r" ! _QMBl {)~JJ~il tii, !'1J!Pí~j!P: I '''''''''Ac;'\\M'' ·1 .'" '\ c"""'I"'°"D _t:ð>::iIWlI~b ~J:::I'-Ü'lÒri¡!!:f 15 Bob Wade, Mayor City of Hamilton OMBI IU..I....ICI''''u...u.n.''UI....I1IITlIf .¡¡¡íí¡';';¡íi1SIBVICE IIcBUIœI ~~, ( ! Example Definitions: Waste Collection Complaints per 1,000 Households -definiOOnspecífiesrecoltledcomplaints -notaUmunicipalilieshaverigorousrecotdingsystems -inlerpretationrequiredtodistinguishbetoNeencomplatnls andinfonnationrequests Example Data Collection: Operating cost perlanekiJometre -methodofallocationofstaff,·Ænts, etc. tothis fundion is not common across municipalities 16 I , "_/ paved roads Data Reliability Dala reliabilily is critical 10 accurate comparisons betweenmunicipaJities Spirit of cooperatlon High level results don't address why perfonnanceis differenl -ºM!!L Data Reliability Definitions need 10 be clear and concise -specifywhal is and isnol inc!uded Consistentdatacollectionstandarús - requires common costing framework -accountingpractiœsarenotstandardized -ºM!!L \_-,/ Learned -ºM!!L Data Reliability -ºM!!L , " ) '~~"" .QM!ll Cooperation Communication beJ:oNeen Province and Municipalities key to future development and improvement of MPMP Establishment of the Advisory Group is recognition by the Minisby oflhe necessity of a collaborative effort - ~ i0Hillif¡¡j¡fJ1mz'WJì16i ~ ." ~.." , .QM!1l 'hy is Performance Different? Effectivenessmeasuresassumeaserviceslandard MunicipalseTVicestandardsvarywldely Servìœstandards is only one examp!e of why pelformance may be different 17 .QMBl Cooperative sharing of information facilitates bestpractiœîdentif¡cation -focusonserviceimprovement Ranking based on raw data leads to environ men' of mistrust _focusbecomasoneofdatamanipulation .QM!ll Why is Performance Dille,en!? Year 1 Measures focus on Etficiency and to a lesser extent EffectiveneSs Municipal Councils establish service standards based on the demands and needs of residents Efficiency measures consider cost regardless of service level Cooperation I!, (' I~ ! ~'. r . Accountability F,amewD,k MPMP designed to improve accountability Municipalities are unique from most Public Sector organizations "" ~"';"'''Ht;A\;ø¡J'V$'t Scope of Municipal Services Municipalities are involved in many varied and complex businesses Unlike Hospital and Education sectors there are no universal performance standards Best Practices are identified at the process and activity level Performance Data needs to have more scope and depth than currently exists in MPMP to have real value for comparisons OMSI frame'NOri< will provide this scope and depth 18 i .J -º~ Scope of Municipal Services Ii OMSI Partners committed to accountability through bestpractiœ identification and implementation MPMP should be viewed as another tool within overall framework Year 1 of the program is just an Initial step in a long lelTTleffort -º~ . I ',,_/ -ºM]!l Accountability FramewD,k .. _QM!!J , I \--./ o (~ ..QM!!J WW~\IP·:[)Jiþ Gord Adams, Chair District of Muskoka t)UìlJ!!t!J: OMBI IUIIII IIIICI.IL CU',lllu."II" 'l,tIUIU PlIJIIIÌIÍÌîü~~: (' , ..QM!lJ 19 OMBI ,,,",,.IIICI..IUI'.III...UIIIlIIIfIITlU Pïiíïìjïíïiji~IiJlCíiliilct OMBI....What'. next? Expanding municipal membelShip Creating new expert panels for additional municipal services Identifying and sharing best practices, and emulation strategies, with aU membelS Continuing support for MMAH MPMP Advisory Committee Continuing support of AMO's proposed Centre for Municipal Best Practices Seeking municipal exemption from Public Sector Accountability Act (' Howard Greig, Grey County Q -& ,\ ~"-"~""JO'" r .b)~t>t) a~~ Warden Project Tel: 905·685·4225 ext. ':~- <~,;; 3453 20 " I .~~ .,,~-) -ºM!!l _QMBl .-/ to 12:00 Noon Monday, August 20, 2001 - 10:30 a.m. Building for the Future Workshop Title City of Greater Sudbury Councillor, Mike Petryna, Chair: Ann Borooah, Director, Development and Buildings Branch, Ministry of Municipal Affairs and Housing Leo Grellette, Vice President, Ontario Building Officials' Association Ron Kolbe, President, Ontario Building Officials' Association and Director of Building and Planning, Township of Oro-Medonte . . Speakers (" V) el H < LL LL < ....J~ <z a..H HV) ~=> Zo =>I ~ð LLZ 0< ~ l- V) H Z H ~ f- elZ OW I-~ '-.)Cl. wO el....J HW 0> ...W IO <0 Oz 0< Cl<J) ~Z ZH z9 <H :) œ UJ el :) I- :) LL UJ I I- el o LL <J) Z H o ....J H :) œ ~.~ (ì. 1-' '. (\ (' improve public safety streamline delivery of building inspection improve the cons.trUction liabmty regime BRRAG Background · BRRAG met over a four-month pe,iod · Seven ,egional consultation sessions were heid across the Province with mo'e than 200 attendees .. Final report with recommended directions delive,ed to the Minister in AuglOO · In Feb/Ol, Govemment announced its intent to proceed with BRRAG legislation BRRAG Background In 1997, the Red Tape Commission identified need for building reguiatory ,eform to speed up approvals process and improve construction quality In April 2000, Buiiding Regulatory Refo,m Advisory Group (BRRAG) established to develop a plan to: Streamlining Reforms would include: ( Common building permit application form o New service level standards for the review of code compliance for building permit applications and inspections Certification agreements for "stock" plans, using municipal redprodty agreements Clarification of "applicable law," including site plan control conditions Building permit fees to ,efleet the cost of delivering service Theme #1 Building Regulatory Reform . Association of Municipalities of Ontario Ann Borooah Ministry of Municipal Affairs and Housing August 2001 BRRAG Background ;. BRRAG included rep,esentatives of: o MunicioaHties · building officials (OBOA, LMCBO, TACBOC), administrative officials, legal counsel, AMO representatives o Buildina Industrv · builders. conb-actors, designers, architects and engineers o Buìldina OWners and Consumers · commercial owners/managers and homeowner representatives o Government Ministries! Aaencies · MCSS, MEDT, delegated authorities (TSSNESA) ,) Insurers and Warranty Providers , munidpal insurers, ONHWP Objectives of BRRAG Reforms . Reforms P'Oposed reiate to: ,) Streamlining ~ Accountability ,) Knowledge BRRAG p,oposels generally supported as an integrated package, recognizing competing objectives of practitioners and overall benefits to the system Munidpalities would benefit from: More equitable dístribution of liability expenses due to new insurance requirements for other practitioners New tools for municipaiities to manage service provision, costs and liability exposure Clearer understanding of what is expected in Code enforcement Improved knowledge of all practitioners " /"""'. ! ( I 1 ~, ( .. Municipal buiiding officials would require testing to demonstrate knowledge of the Building Code Qualification levels established by class or areas of Building Code specialization (e.g., houses, complex buildings, plumbing) Decentralized course delivery and assessment across the Province, using sector organizations and community colleges Mandatory qualifications expected to be similar to eXisting voluntary Code assessments and certification for building-offida!s Maintenance of qualifications to be required for at! practitioners Municipalities not requi,ed to 'egister Theme #3 Theme #2: Accountability . New cap on period dU'ing which building practitioners, including municipalities, can be sued for const,uction defects '1 lS-year limitation period introduced by proposed LimitationsActreform (Bill 10) . Clarification of the gene,al roles and responsibilities of each practitione' in the p,ocess ~ Clearer definition of roles and responsibilities outlining roles in ensuring Code compliance I I Theme #1: Streamlining Reforms would include (cont'd): Expanded choices for municipalities in how to deliver services: . outsourcing of plan review and inspection . services , codified JiabiJity exemptions for municipalities for work done by outside agencies More authority for building offidals to accept "equivalents" or alternative solutions Avoid duplication in municipal licensing where provincial registration Is required Knowledge · Furthe, consultation on implementation details anticipated fQr late summerfea,ly fall · Mlniste, met with stakeholder g'oups in June to solicit views on BRRAG Ongoing meetings with stekeholders, including the municipal sector, to develop legisiative proposals · Consultation Theme #3: Knowledge · F;,msfcompanies in the building Industry wouid be ,equlred to be registered: leI general contractors, home builders, architects, engineers, other designers, Registered COde Agendes · Registration would require: Demonstration of adequate insurance¡ and Qualified staff with demonstrated knowledge of the Building Code " Registration for fi,ms/companies would be renewed annually , No mandatory insurance requirements for municipalities Would reduce· impact on municipalities as the "deep pockets" in claims for building defects Building practitioners (designers, builders, registered code agencies) would require lO-year run-off insurance for structural defects ~ Theme #2 Accountability .J \.~/ ,-) 2 ,.Further Issues · Registration of renovato,s: ~ BRRAG's recommendation for mandatory registration included renovators (, Because of size and variability of renovation sector, stakeholders have expressed concem about difficulty in mandatory registration of renovators Voluntary registration for renovators being considered at this stage " Limited intersection betWeen municipal licensing and provincia! registration, if renovators voluntarily register Further Issues . , Pe,mit fees to refiect service delivery costs: . " Courts have already established necessity for connection between fees and cost of services o Intent is to use existing precedents, e.g., Planning Act ~ Need to dedde whether legislation would be based on principie established by Courts (e.g., Eurig) or provide for fuller accountabiJity/ t,anspa,ency (e.g., Oakville approach) /L-.. i Further Issues ..-". · Effect on smalier municipalities: o New flexibility in designing service delivery I) Many small and rural munidpalities are already able to meet service level standards because of mo,. modest activity leveis o Improved Code knowledge of all practitioners could benefit small municipalities Q Management of more complex projects made easier by specialized RCAs Further Issues Scope of municipal outsourcing: To manage costs and meet service level standards, new tools are being provided to municipalities to deliver plans review and inspections Municipalities would be able manage work loads, costs and liability exposure by choosing how to deliver sel"lfiœs: · Deliver all services in·house; · Contract out some or all work to Registered Code Agencies with the agencies having Jiability for the work that they do; · Allow permit applicants to have projects reviewed and inspected by Registered Code Agencies (with liabi1ity for work retained by the Rû\), with the municipality verifying applicable law; or · Joint service delivery with anothel municipality. ,~. Further Issues · Recognition of already completed building offiCial training: Q Consideration being given to recognition of current training levels in design of proposed qualification system o Courses and testing would be delivered by sector organizations and community colleges and would be accessible throughout the Province Further Issues Site plan approvals and applicable iaw: Consideration being given to: Clarifying which site plan conditions permitted in the Planning Ad constitute applicable law and which can be settled after construction has started An expedited hearing at the OMS on a notice of motion to detel1Tline authority for specific site plan condition requests . 3 -- / Anticipate no,mallegislative process fo, reforms Further meetings will be held with stakeholders, including AMO and other municipal representatives/on implementation details, as necessary Follow up to August 16'"/17th stakeholder consultations on insurance and roles/responsibilities Next Steps 4 . .~~ "---...) LEO GRELLETTE VICE PRESIDENT ONTARIO BUILDING ASSOCIATION OF ONTARIO AND DIRECTOR OF BUILDING, TOWN OF AURORA BUILDING FOR THE FUTURE ) -)-) ê' ~.. .. _- August 20, 2001 Presentation - AMO Conference ,,,'" ,i;~ ...." - t,_', " . - ~~~j , ,..~~~ J~ w' ¡." ."·'i' --~ ~"r 1IIIIIjJÞ. ~~ ....... 1Ji'·· ."~ ...~ 'J -..:~ -- OBOI )' / ", ) I··~' "'. ) " .. .,~;L ./ ", _"'..t..~., þÞ ,~ .t_:~! ,~. .... ~ - tjt~ t:,~ ~.."".'.-. ~ f' ,i· ot...:, ".'." Fees For Service ¡I ¡I ¡I IW·· 1,:: ..;-~ h.'.'.: I!,t.:'¡ . ~'t.' ~~ ".-'II1II I,: . ~. ,-~ ~~ .... ..-:.-" ~;~ .~. ,..-, --- ~~ :':,. ,/' ( ""-. ~:!} What does this reallll mean iI {~} "fees for Service" or " Service for fees" ~:!:~ What is Service iI ~:!:: Are fees the Concern iI ~:!:~ level of Service ~:!:~ Timelines ~:!:~ What Next iI í \~. ( < '_.- :!: BRRAG - Recommended that "... permit fees be linked to the deliverv of Building Code- enforcement services"... :!: OBOA - sllPports this principle but raised concerns with respect to the impact on municipalities and the effect of fiscal restriction on budgets therebv impacting . service deliverv levels in large urban areas IÎf¡. ! ....]: ,. ~. ".' ...IIIIII!J/" ,.,-- ,1 , _"'f'.,.lIIIIjiI> i~'__ r.~; ~_Wi> 11D- ....;. "~~ ;~ ..,.....;. !".:. ot:. _JiP ~~.'-µ'" I! ., What does this reallv Mean íI ~ ~~ J . -"." ~ -.;, . , . ....~:~'ù. ~. ~,.~ b.~ .~ ' ij~! " h~...r! .r~ ~þ; ~!} Proposed changes will require ... . municipalilies 10 delermine Ihe I.evel 01 .... ..._. servïc~ lobe p!Ovided . The lee willlhan be II rellectlve olthls. ,m , ... ~.~ m__/-- , \ , (- ',--- / , \ "-- <- {!~ BRRAG has identified - administration,legal,overhead and sllpport lor edtlcation and training. ~!~ Plans examination and inspections are also covered ~!~ There are a broad range 01 services such as propertv standards and support to other departments. We trust that these will be inclusive services. -ft!,· 1.11';';..1 .......:! ...~. ~.:_~ ',,··.;.:...I~ r,. ?:'; _.," I·· , IiÞ -~" "t,", ....\1 ~ -p. _il' ~., ~-~ What is Service iI " , ! ..~) .--, d.. ) ~hl'/ 'It!-!f!~"; . _...,'....~ }III ,j,' ,.. '. , .. '~I õ, I. ~ ii~' 'Ii' ~~l1:'1o. -. . ¡, -. . 'i.'.' .__ ~i> - - . ~ ~ ~f.: Servicell IIFIIIIIII¡¡¡" ¡..,Servl-ce II .:. '... .. .-" i~}SERUICEI! ,'-'-.. .~ -.' ,~. . ~.; " . ~w '1.<. . )1111 II> ~-- mfr", .:~t. , .... "'jjiI> ~..IIII . , -,,:r·o .-- C. ( '--- c_ ~!:: Council appoint a Chief Building Official and and sllch inspectors as are necessa",. ~i! BRRAG recommended that the province establish minimum numbers and tJPes of inspections ~!} BRRAG further recommended the use of qualified inspectors and plans reviewers IQ,. ~ !< ) "ir.'-". Iii. .11" fID"~ ~,¡ . 'f~PI -.~ ~¡!III 'J: .-~ , '. .iII'- ,,~ 1" ....,. "!. ,. 1It.."'.- ..IIiIIJ¡i> .'" :ß~'-' "'. m'····._~ ." t Ü,j. level Of Service ..~"\ -" } ,./ , ì ! 'nî' ' ", b. " '...~..~~..'. . .. ~h '. . ~áI~.... 'y 1IlI~~ '. ~tJÞ ".'~,-- . ~IJ . . ~. ~':. -':'.'.'..'..~ ~ till , .'.;1. .oo ,.. ,".a.¡,. Jilt ~. oJ'" "~Þ. I~ \ '-." ~i: BRRAO recommended that the following timelines for permit issuance be considered ~i: Pari 0 Houses -10 Business days ~i: Olher pari 0 SlrUClures -15 Business days ~!} Pari 3 buildings -20 Business days ~i: Complex Bllildings - 30 Business davs ',--- / \ \''-..--. ~,.-~) . ~"" -" -~ ,. What Next ¡I ~~~ .... ~.·.'.'..tí .~ ~;-~ ,,'.~ -,~ 'j - ':!. .",.'-~ -. , . ':'''1; ·l,~.. ;--- ,'-~ ~~. :."\.ÎiI> m~ ~!: MMAH,OBOA,lMCBO,TACBOC, PEO, OM, DACETT, MTD continue to lDeet ~!: Strategies Urban - Rural ~!} Pllblic Deliverv and Consultation ~!} Implementation --"" '.-' , ! ", ) Registered Code Agencies (RCA) r- . Why? . Issues I . Municipal Authority · Provincial Authority · Self-Regulation · Solutions - í \, / i \",- ( ---' . Risk Managelllent . HUlllan Resources .. . Alternative Service . Timely Service Delivery - WHY ~) - ~) / ) ISSUES - . Objections? .. . Control . Service Assurances . Options - ( "-.-- (' \ '-.-.- ( \~~_. -' . Local Level Control - suspensIon - accountability . . Building Code Act Amendments -, Municipal Authority )< j ", ) / "~ -~-..... ) Provincial Control - . Expanded Administration . . R~vised Regulations - timely - unbiased '- ( \," / I \ ( "-.~ -I . Current Practise -¡ . Establish Self-Regulatory Bodies - OBOA - PEO - OAA Self- Regulation ~) ..~ ) / ) Solutions r . RCA == Municipalities . Staffing Levels . . Resource Al1ocation . Deferral- Reserve - i \ "'-"-- (~-- ( "'-- - - · Educational Initiatives · Future Code Changes · Increased Complexity -, Where are we Headed .j'- -,/ '\ ) -,-~ , ) Presentation by Ronald M. Kolbe,CBCO,AScT,MAATO President '. \ , it~ /,-, " PROFESSIONALISM' ACCOUNTABILITY EDUCATION & TRAINING PUBLIC HEALTH & SAFETY .,r*'-......, Building Regulatory Reform Advisory Group (BRRAG) Comments/Concerns A Joint Report to the Association of Municipalities of Ontario from the Ontario Building Officials Association, the Large Municipalities Chief Building Officials and the Toronto Area Chief Building Officials Committee August 20, 2001 ( .r' interests of (OBOA) the In Ontario; there is on~ASSOCiatiOn that represents Building Officials in 0 tario; · The Ontario Bui ding. Officials Association www.oboa.on.ca ted with the following Associations; is also affili OBOA (LMCBO) Large MuniciPalIties Chief Building Officials www.tacboc.on.ca Toronto Area Ch efBuilding Officials Association (TACBOC) .tacboc.on.ca Group . . The organizations throur:h OBOA have been striving for uniformity of application, enhanced e ucation, and a high level of professionalism locally, nationally and i temationally. The employers OfBUilig OffiC.. ials in Ontario are represented by the Association of Municip ities of Ontario (AMO) and recognize OBOA's Certification P ogram,Certified Building Code Official (CBCO). .r-" , Collectively the three 0æ anizations support the Building Regulatory Reform Ad 'sory Group (BRRAG) recommendations as presented to the Mi ister of Municipal Affairs & Housing in August 2000. 1995 catalogued the Building Industry's ilding regulatory refonn (see web site). The LMCBO Blue Book position and supported b Munici al Pers ective f Buildin Re ulato Requirements The Municipality and i employees act as an unbiased third party in Building Regulation ith regard to matters of Public Health & Safety to ensure that ev nts like "Walkerton" do not occur within the Building Industry. I so doing the Municipality must ensure ,,-, Municipalities wish clear concise rules; . To ensure that the creation and utilization of RCA's does not adversely affect their ability to govern locally in the most efficient and effective marmer. \,,"-----, j · · · 2. Certification, Maintenance Requirements for Building Officials a) Experience criteria b) Multi-level Certification c) MMAH Training Course recognition and timelines d) Self-Regulation Revision to the OBOA Act (Bill Pr40) e) Union contract classifications Development Approval Process a) Applicable law - Planning Act b) Site Plan c) Impact of inter-departmental approvals and governance d) Outside agencies Permit Fees based on Service Delivery a) Impact on Municipalities b) Effect of fiscal restriction on overall budget process c) Effect of Service Delivery to the Public in all municipalities d) Is it time forMMAH to set Service Delivery Levels? Accredited Code-Enforcement Agencies ill: Registered Code Agencies (RCA's) 1. The creation of Registered Code Agencies (RCA's) are being influenced by four primary forces, the need to .provide plans examinations and building inspection services in a timely fashion, the desire to create competitive alternative services models, the management of possible volatile effects which may be experienced by many municipalities as well as the possible erosion of public health and safety standards. i '-' There are however several discussion: · Issues that we feel require further that the Public and the Builder/Developer are treated equally in ~he Building Regulatory Process. '--"// To prevent the erosion oflocal responsibility without a corresponding decrease in liabilities and/or public accountability. . , /~, Insurance & Liability 1. OBOA supports the Province mandate that designers, residential & ICI builders and private inspection agencies (RCA's) carry insurance for a 10 year-year period following the construction of a building. 2. OBOA supports thaf minimum insurance requirements also are prescribed for the above-mentioned groups including errors and emissions insurance covering major structural defects. 3. OBOA supports that an ultimate limitation period of 10 years be introduced for claims for damages other than bodily injury resulting from construction defects. 4. OBOA recommends that insurance coverage be equivalent to Municipal coverage, . OBOA has initiated meetings with various stakeholders in order to ascertain whether there is sufficient consensus on BRRAG Recommendations. There is general agreement on particular Issues Contact each organization through the OBOA Web Site: www;oboa.on.ca. r OBOA proposed the following with respect to education of Building Officials across Canada. The Association sees a natural "marrying" ofBRRAG with the requirements of Objective Based Codes due in 2003-2004. The OBOA recently partnered in an exercise with the Alliance of Canadian Building Officials Association (ACBOA) and Human Resources Development Canada (HRDC) to develop an Occupational Standard for a Professional Building Official (PBO). /-. ( , Current Benefits olthe Occupational Standard (among others): ~ Ability to define the position and its responsibilities to employers and the public ~ Ability to define training needs and opportunities ~ Ability to define and increase professional status Vision: 1. Creation of dee:ree/dioloma oroe:ram in Ree:ulatorv Administràtion Using the occupational standard as a generic platfonn providing minors in the area of expertise such as building, fire, health, safety and/or electrical disciplines. ~ Would require a university/college, HRDC, ACBOA partnership 0 create a national syllabus. ~ Would assist in identifying and responding to current needs within the regulatory system (from a building industry perspective, provincial registration requirements, objective based codes, use of equivalents and definition of fire protection engineering principals). ~ Could utilize and augment current academic/educational base (90% of all Building Officials have a technology based education). ~ Would enhance the Provincial Associations educational status (degree/diploma associated course). ~ Would support the enhancement of Professional Status at a national level. 2. Enhancement of Professional Status at a natiomillevel. ~ Would require the recognition of the unique expertise of Building Officials as "equal to but different from" engineers and/or architects in the interpretation and administration of statutes, codes and regulations. ~ Would require a national or provincial self-regulatory body, which could facilitate various disciplines. ~ Would support the creation of degree/diploma program in Regulatory Administration. .~ j .....J . J , . >-_./ The Final BRRAG Report to the Minister authored by the Chair Brian Coburn and Co-Chairs Rocky Cerminara and Richard Lyall contained the following summations: r-- I "Building Officials Association's voluntary Code certification for inspectors or through community college curriculum, the infrastructure exists to deliver high quality and highly relevant technical knowledge." (Key Proposal- Knowledge) "The certification scheme proposed should facilitate multi-skilling by minimizing barriers for individuals who have the capacity and skills to take on more than one discipline." (Key Proposal- Knowledge) ,r--- "A Mandatory Certification Program for Building Officials is a logical extension of the voluntary certification program of the Ontario Building Officials Association which results in the CBCO and BCQ designations... )" (Key Proposal ~ Knowledge) r--. to 12:00 Noon Monday, August 20, 2001 - 10:30 a.m. ~-, Releasing Captive Value in Municipal Operations Workshop Title Town of Owen Sound or, Councill II, Deborah Haswe Chair: Municipal Value Centre for Mohsen Mortada, Director, Program, EMA Consulting Reink de Vries, Managing Director, Municipal Value, EMA Consulting Speakers (-, (-.'-"" to 3:45 p.m 3:15 p.m. Monday, August 20, 2001 (-~ Moving Forward Waste Diversion Ontario Workshop: - Terry Cassidy, Councillor, Town of Quinte West and an AMO representative to the interim Waste Diversion Organization Chair: (- Todd Pepper, General Manager, Essex-Windsor Solid Waste Authority and President, Municipal Waste Integration Network, (MWIN) Keith West, Director, Waste Management Policy Branch, Ministry of the Environment Speakers: (--, , ~, ( 1 (r_. , c, , \J J \---./ 2 , .) r'-' /~. ··~I ; r 4 ) "~ , ,,---j ; -'-_/ MINISTRY OF THE ENVIRONMENT KEITH WEST DIRECTOR, WASTE MANAGEMENT POLICY BRANCH WASTE DIVERSION ONTARIO MOVING FORWARD \ ) ) --_.~\ -) 1 Ministry of the Environment Ministry of Agriculture, Food and Rural Affairs Nutrient Managel11ent Act ----.., \ ) ~ ð -~ . , ~J Nutrient Management Act I Next step in Operation Clean Water I Goals of Act I set out a comprehensive and integrated approach to all land- applied nutrient rich materials I ensure all land applied nutrient rich materials are managed in a sustainable, beneficial manner which results in environmental protection I Builds on current best management practices and approval requirements I Introduced June 13, 2001 I Referred to Social and Justice Committee - Hearings - September 5 and 21 st throughout the province 2 , c ~.. (- "'--- 3 I Act - Highlights I Will set minimum standards in regulation for application and quality I Nutrient Management Plan (NMP) - cornerstone of strategy I mandatory for each site where nutrients are applied I Nutrient Management Strategy (NMS) - required for each generator to identify volumes generated and application sites I Certificate of operation - combines NMP and NMS and is required by large agricultural operators I Current EPA approval requirements remain in place Nutrient Managel11ent Act '---" ) --) .' Possible Standards I Nutrient Management Plan I mandatory requirement I apply to site where material applied I Construction & On Farm Improvements I Construction requirements for new or expanding livestock facilities I Setbacks from sensitive features I Size of required manure storage I Restricting livestock access to watercourses I Land Application I Require certification of commercial land applicators of materials containing nutrients I Standards for application timing, i.e. not on frozen or saturated ground I Setbacks from sensitive features I Banning application of untreated septage over 5 years 4 (, ( \---.-- c 5 I Part I: Definitions, administration I Agricultural operation I Nutrient - manure, biosolids, pulp & paper sludge, septage I Nutrient management plan I Nutrient management strategy I Part II: Regulation Making Authority I Collection, storage, handling, transportation & application I Minimum quality standards I Construction requirements for farm buildings I Nutrient management plan/strategy requirements I Minimum distance separation requirements I Establishing local committees & defining responsibilities relative to mediating disputes (not enforcement) Nutrient Management Act -~ ì / .~ ) , ) / Nutrient Managen1ent Act I Part III: Appeal I Decisions related to certificates, licenses, approvals I Appeal to Environmental Review Tribunal I Part IV: Inspections &. Orders I Provides property entry & inspection powers I Compliance orders, review of orders by Director I Appeal of orders to tribunal I Prevention orders to prevent adverse effect I Part V: Remedial Work I Authority for province to take corrective action if order is not being complied with or assistance required I Notice requirements I Warrants for entry to carry out work I Recovery of costs for remedial work including through liens 6 " c ( \ ( -'-----, 7 I Pa rt VI: Enforcement I Two types of penalties: I Administrative penalties imposed by government official · Administrative penalties up to $10,000 per day can be imposed by a Director Penalties imposed by the courts upon conviction · Penalties for individuals up to $5,000 per day 1st conviction, $10,000 additional conviction · Penalties for corporations up to $10,000 per day 1st conviction, $25,000 additional conviction I Notice and appeal of administrative penalties I Offences are defined to include I contravention of Act or Regulations, I failure to comply with certificate, licence, approval or order Nutrient Management Act , «' ,.n ~lY ~:)' --',~ .7=---S~'''Î~;0~;;~i~í~~1!~~~~lfu[filll!ttI1j~[tI~¡~:~~?]lJÆ;~-lj\j~U~b~~.n~,;,:>;--- -, i ./ ~~, ) / ~, ) Nutrient Management Act Part VII: General Application of EPA and OWRA not affected by, & take precedence over Nutrient Management Act Authority to delegate powers to individual, partnership or corporation except enforcement (allows alternate delivery) Authority to set fees Ability to set classes of activities, matters, persons or things (e.g. categories of agricultural operations) Codes, formulae, standards & guidelines can be given legal status through reference in regulations Authority for regulation to supersede a municipal by-law which addresses the same subject matter 8 ( ( c 9 I Categories of agricultural operations could include: I > 450 livestock units I 150-450 livestock units I Other livestock operations I Other types of agricultural operations I Municipal sewage treatment plants generating biosolids I Other industry generators of land-applied materials I Municipal and Industrial Approvals under EPA Proposed Implementation Strategy: ~) / -.-, \ } ) --~'. Proposed Implementation Strategy: Apprq.Yill>/;·§! R!¥t I Livestock operations > 450 LU: I Provincial approval of NMP and other requirements I Alternate service delivery for approval within 3 years I Apply to all new operations after passage of regulations I Apply to existing operations within 3 years I Livestock operations 150-450 LU: . I Provincial review for new and expanding operations I Alternate service delivery for review within 3 years I Apply to all new operations after passage of regulations I Apply to existing operations within 3-5 years I Other agricultural operations I NMPs required on-site I Apply within 5 years c / "-- c~ 11 I Compliance &. Enforcement I Provincial officers - specially trained in agricultural practices I Livestock operations> 450 LU~ defined inspection schedule I Other agricultural operations - Regular audit of a percentage of operations I Local municipal advisory committees - Raise awareness & mediate non-enforcement issues I Training &. Certification I Education, training & certification - strategy for implementation I Commercial applicators & haulers could require training, testing I Farmers applying to own land - requirements vary with category I NMP preparers & approvers could require training & certification Proposed Implementation Strategy: ~) ) -\ ) Next S~eps -Summer 2001 I Legislature referred Bill to Standing Committee - Justice and Social Policy I Toby Barrett, Chair I Tom Prins, Clerk Room 1405 Whitney Block, Queen's Park Toronto, Ontario M7A 1A2 Phone: 416-325-3509 Fax: 416-325-3505 tom_pri ns@ontla .ola .org 12 l c /- L 13 I Note: ~ August 27, 2001 is the deadline to register for a presentation ~ September 14, 2001 is deadline for written submissions Toronto Caledonia St. Thomas Chatham Clinton Owen Sound Kemptville Peterborough North Bay I September 5, 2001 I September 10, 2001 I September 11, 2001 I September 12, 2001 I September 13, 2001 I September 14, 2001 I September 17, 2001 I September 20, 2001 I September 21, 2001 ') -'j ..", , ! ) --' ./ Justice & Social Policy Standing Committee's Consultation Schedule to 9:00 a.m 8:30 a.m. 2001 Tuesday, August 21, (~ Awards II Marsha - Peter J. Workshop Title Canadian Room Room Location licy and Government Director of Po lities of Ontario Pat Vanini, Relations Association of Municipa Chair: Recipients: Plaque Award . . City of Windsor, "Build Own Operate Transfer (BOOT) Biosolids Treatment Project Township of Michipicoten, "Strategy for Refundable Debenture Issues" Town of Orangeville, "Orangeville-Brampton Railway Public Private Partnership Project" Certificate of Merit Region of Halton, "Wastewater Treatment Facility Optimization Project" City of Brampton, "FireFlir System - helmet mounted therma imaging camera on first response apparatus Project" (- to 12:00 Noon 2001 -10:30 a.m Tuesday, August 21, ity? is Your Commun How Well Workshop Title Quebec Room . . Room Location City of Hamilton Councillor, Marvin Caplan, Chair: Scott Henderson, Social Planner, Community Development Council of Quinte W. Morris Hudasek, Community Coordinator, Parry Sound/Muskoka Carolynn loannini, Alderman, City of Niagara Falls Ginny Kernohan, Executive Director, Muskoka Victim Services Phyllis Winnington-Ingram, Community Planning Consultant Roni Summers-Wickens, Executive Director, Community Development Council of Quinte Leila Sherriff, Community Animator, Ontario Healthy Communities Coalition Speakers r-', ( /~ ( PRESENTATION - August 21st, 2001 Draft Presentation - W. Morris Hudasek (-.\ Your Community" Workshop "How Well is The Art of the Impossible First of all I want to say what a pleasure it is to have an opportunity to speak to you today. While I have not been directly involved in municipal politics, and as such I don't want to pretend to present as an expert on how things should be done. However, I have over the past 30 years been involved on the periphery of municipal and provincial politics in the practice as a child welfare worker in a Children's Aid Society. I have been involved in many different activities and projects that required involvement of OUf local government tb$t being the District Municipality of Muskoka and hope that I can offer some observations and opinions that might be of interest to you in the tough tasks that confront you at the present time. I think the theme of your conference "The Art of the Impossible" is timely right now because of the changing structures you are dealing with both from within and from outside your municipalities and I want to discuss some of this within the context ofthe foeus of this workshop "How Well is Your Community? AMO Conference 2001 - You have heard and will hear more about what has been happening in the Muskoka community from some of my colleagues. My major focus will relate to children and how one can assess their wellness in your community. By wellness I am speaking of the total picture ofweUness which includes not only health but all of the basic amenities that foster childhood wellness in the environment (community that they grow up in). The Muskoka community has always tried to keep a handle on how it's children are doing, and I relate a lot of this back to the formation of a District Municipality some 30 years ago. I moved to Muskoka about two years after the formation of the District structure and I am certain that it was a very positive step, particularly in the delivery of human services. I have in my job as child welfare worker reviewed family files under the old township structure and welfare and related services were a very poor cousin to the types of services that were delivered under the revised district system. The municipality under human seniceshas continued to partner with many different initiatives and I want to emphasize the concept of partnership. With all the down loading of responsibilities that has occurred, the last thing municipalities have to want is assuming more tasks. By partnering with other entities the major task sometimes only needs to be is to act as a facilitator catalyst and I want to share an example. Last year after a preliminary workshop sponsored by the local child welfare agency, the District reactivated a catalyst group and held a public meeting that was widely publicized to all sectors of the community, a forum facilitator was hired and the whole day workshop focused on how to mobilize our community on issues related to children. /'-"'" Many ideas were raised and discussions continued with a child serving catalyst committee being formed. These initiatives would have continued, however, a new development has occurred that I think you will be interested in. This follows the theme of solving the impossible. The Provincial Government has recently initiated a new program called "Early Years". There are many different parts to it but one that will be extremely helpful to municipallties is the mandate of Early Years to formnlate action plans for all the communities in Ontario. These active plans will be comprised of a community inventory of various services available to children Ð-6. These inventory assessment I believe, will be invaluable to local municipalities in assessing their needs and possible gaps in services. Further more based on what these gaps are there will be monies available to implement plans and services. Having said there will be monies available there is a catch. As with most current initiatives, there needs to be partnerships for shared funding. In the case of Early Years - 50% of the funding comes from the Province and 50% from local community. The local contribution can be in the form of cash or in kind services. The in kind can be either 50 or 75% of the local contribution depending on whether your municipality is deemed urban or rural. Now when your municipality looks at where to get this money, how about looking at your National Child Benefit Allotment If these funds are allocated in a thoughtful manner, you shonld be able to leverage your contribution to almost 8 times. For example, 100,000 initiative'" 50,000. Province, 75% local, 37,500 in kind, $12,500. actual cash. So for a $12,500. cash investment you can get $100,000. program. That sounds like a good way of making the possible out of the impossible. I wonld encourage everyone involved in municipal affairs to look at this program and to become involved right from the beginning because it is in partnerships with the various services and their providers that is going to enable you to gain better insight into how healthy your community is. ,. (-'. Thank you. Each municipality needs to decide what form that 'vinage' will take and work in partnership with the community to ensure that a healthy, nurtnring environment is available for every child who resides in it. Indeed this is not an easy task but certainly not an impossible task. While it may be an onerous responsibility, it is indeed not an impossible situation. 1 urge you to share that responsibility with as many partners as possible. The task does not always have to be yours nor does the funding. 1 know that you are continually being asked to fund new initiatives with less money but the solution can be partnenhip. Partner with local service providen, or local community entities, encourage your smaller communities to work with your local government, be a catalyst. This can sometimes be difficult, particularly when some municipalities are getting larger through amalgations. However, making efforts to sustain smaner commUllities will help to provide more accessibility and partnership at the front line level. It has been said that "it takes a vinage to raise a child" and 1 firmly believe that. 1 win dose with a specific example of why it is important to keep assessing how healthy community is in the broadest sense. 1 had an opportunity to overhear a couple of bright, young, university grads, talking about what they were going to do with their futures. Both were considering med school and after the usual discussion of how hard it would be, and how long it would take ete., they were talking about where they would like to practice. One talked about the urban area, the other thought a sman town might be better, but one thing they both conduded was that they were going to look at an area that had a non-medical, healthy community. One in particular said, "I want to see how they (being a perspective community) look after their kids and their elderly people, because if I'm going to do my part, 1 want to know the rest are doing their part. This might be of interest to those communities that are presently looking for more Doctors to move to their area. Some might argue whether the people side of the community is something municipalities need to involved themselves in and 1 don't want to date my knowledge of mUllicipal representatives as being primarily roads, water and sewers kind of people who focused on the hard services. 1 hope that viewpoint is antiquated in this day aud age. It is my belief that human services wiWshould become one of the most important aspect of local services and 1 will ten you why 1 believe this. The recent downloading of responsibilities has been for human services. Indeed municipalities have assumed a significant role in social assistance through Ontario Works, and disability program, they have assumed all of community assisted housing, and a major share of the child care system. As stewards of these programs it is imperative that your municipality be in tune with the whole human service delivery system. For myself 1 will emphasize the children's programs because that is the system 1 know best and when you look at just the three programs mentioned - social assistance, public housing and child care and throw in for good measure recreation - your municipality is a major player in an services related to children and that is a responsibility that should you ignore you will do so at your own peril. The children that grow up in your community, if not well tended to, will become your future clients on assistance and in your public housing. The better we eqnip our children, the better they will be able to obtain education, find employment, purchase housing, and in turn contribute thru the tax base that you reqnire to be a self- sustaining municipality. \._/ ¡ \~ .. )' "~ )V_ CITY OF NIAGARA FALLS ALDERMAN CAROLYNN IANNONI HOW WELL IS YOUR COMMUNITY -j / .y ./ Tbe Practice of Prevention Cit~ of Niaøara Falls Initiatives I. CPTED - Crime Prevention Throuøb Environmental Desiøn (Overview) 2.. safe Cit;!) Campaiøn- Initiateð Grime Prevention proørams 3· Crime Prevention anð Tourism safe~;!) conference 2.000/2.001 4· communit~ policinø - partnership Benefits 5· p[anninø Crime Prevention Programmes police anð politicians cannot create safe communities if·sbareð responsibi{jt~ is not imp[ementeð. /~'''''' ,,,.,.--....., ,.r--",. ! «Ug i¡nU 4310 ""...t ß>ft.cl ........-'/ œ..!lut UII'II". iiTI¡umsu" NtiI!Jatn 1JI'aUli, Qi~ ;Q¡¡¡ ü;(¡; (90i» 3S1H'S21 !Exi. 4202 .111",,: (90S) 3N-3SS1 IUtI¡altlsall@rifu·niagatafalls.o".ta August 13, 2001 Niagara raffs Ci1:}' Councif lias supporte4 aM enrouragd t/æ efforts spearf¡~II¡{!,cf 6y Afáerman. Caroo/nn Ioan.noni. The Niagara faCfs Safe Cities Campaign a.1UÍ t/æ Crime Prevention conferences we fiave Iiostd fiave alreato/ seen positive results. A number ofiTÚtia.tives fiave Geen impfemen.td in t/æ business a.ruí tourist sectors and, most importanto/, t/æ various progra.ms liave aCfoweá focaL [aw enforcement and area businesses to work toget/ær to com6at crime. .. ........,... Partnerships between. municipafitiesJ t/æ polke. aM t/æbusiness community aTe vitac to maJæ for an effective crime pre.venticn cmn.paign. In Ningara Faffs, the SMring of some. simpfe information. between. tfie aforementicnd parties lias liefpd catch perpetrators, aftrt businesses of poten.tiaf. iIkgaL activities aM áec.rease crime. I urge ot/ær munidpafities to adopt a simifar crime preve.n.tion. program. The. resufts in NiagaraFaCfs futve been. enrouraging.a.1UÍ we continue. to work to mak.e. this community a safe pface. for our BOJOOO resùÍe.nts and over 14 mifCion. annuaL visitors. Sincere.fy, ~-~ WAYNE THOMSON WT/d'i M'o/0r ¡ .J ;,,¡i~i~tL::':':;;:i{I:~,:{ ;;:'i';;¡';:,'::: ':.:"(';;'¡ ~:1~;.;;:~:.:· ; .:¡p.~~ ~~~~:;;, :'::'~ ~.~(.'.:. :¡;;:.¡tJ~~¡~Ii:fi':fl~·:~·;:'ji{,*W~fui~;.1¡~- ,,,.~~,'f!..,, ,.,,':' ..,~~~.., ../. ',' . ....,;.<:1. i'.....~), . .~'.'" ""£ìt" "'," ........ ",~,,,,:,",,,¡...'<I;...)........,, .,-:t,~~;$,......,.,:::~... ·..···~s?~<:~",:··(:..·..+>·· 'c· .,'.or· ':~"""ntI~"" '.).,' . '.. "',> ......".,.:}...·_'....··r··............ ..,..;~.,;y.'.f."'...~,... Xi;:;,.;t;':y,~~.'::·:F r me"Pa'èVe oniTl'irough':' vlronmentØl'·Döïlgoj:¡.· :·:j:~,;:;,i~.j::'·:.',~;' ··\;'¡¡ij;~:;;.A¿:i¡L.;··:·"·' .~::, . :i/·.: ~:!j ~ ····:··,':·:i :··..~ii:- ;..';: :;\:\.:·e;·~;·h'i·:·;~;"A;~i·i::f~;;;;;¡(.'.::i:\;iL~ . ~ ./ ., -.- 1. What Is CPTED? U'lW (pronounced sep-te<f) is a short fmm for the proaœve crime fighting leChniq,ue mown as Crime Prevention Through EnviromnemaJ. Design. CPl'ED is ba.scd upon the theory that: "the proper design and effective use of tilt built environment can lead to a reduction in the incidence and fear of crime, and an improvement in the qlUÚiry of life". U'!W'S underlying objective is 10 help various endeavours do a bcner job of achieving their primary objeœvcs, with the added by-product of improved security and loss prevention. This objective is based upon the belief that crime and loss is a. by-product of human functions that are !!.Q1 worlång. How d08$ CPTED differ from traditional crime fighting techniques? U'!J:.I)·s emphasis is based on design m:id use. In this way, it deviaœs from the 1rIIditi0nal target hardening approach to crime prevention. The target-hardening approach traditionally focused on denying =ss to a crimo target through physical or artificial batticrs (such as locks, alarms, fences and ga.tcs). This approach often overlooked the opponunities for natural access control and s\UVeil1ance while p1acln~ a constraint on the use. acccssaml enjoyment of the hardenedenviro1unent. Ct'1.bU cm:pbasizcs and exploits Ihesc lost opportunities Ihrough the development of three overlapping CP i'W sttaœgies, These strategies II%C: 2. ,...---..., I Natural SurveillanCe Natural Access Control Tcøitorial Reinforcement · · · keeping intmdeIs 1 design stra.tcgy that is di%ccted primarily at Natural Surveillance is a under observation. ,--', ( C.P.T.E-D. Natural Access Control is a design strategy that is diIected at decreasing crime opponunity. Temtorial Reinforcement is a design strategy that realizes that physical design can create or extend a sphere of influence so that users of an area develop a sense ofproprictorship over it. The tmn "natural" refers to deriving surveillance and access control as a by-product of Ihe nomml and routine use of the environment. Natural surveillance and access control can be subdivided into three categories. These are na.tUrlll..mcchanical, and orgmúzed means. Mechanical forms of natma.l surveillance and access conlIPI commonly USe traditional target hardening techniques. The use of rhesetechniqucs, for CPTED purposes, are limited 10 situations where Ihe effective use of the environment is not unduly impaired. 3. How can we assess which strategies are needed? To assess which strategies are needed, we must first assess the space we are evaluating. To do this we use what has been referred 10 as the three D approach, This approach is based upon the following functions: · All human space has some DESIGNATED pùrpose. · All human space has social, cultural, legal or physical DEFINITIONS that prescribe the desiIcd and acceptable behaviours. · All human space is DESIGNED to suppcm and control the desired behaviour. The 3 D's of DESIGNATION, DEFINITION and DESIGN may be used as a guid.c to the cvall18.ÛOn of space, by asking the following types of questions: 3.1 Designation · Wha.t is the designated pmpose of this space? · What was it originally intended to be used for? · How well does the space support ilS current use? Its intended use? · Is there conflict? - 2 ""--,,';' '-/ , . ) ,,-....".' C.P.T.E.D. , 3.2 Definition · How is the space defined? · Is it clear who owns it? · Where are its borders? · Are there social or cultural definitions that affect how that space is used'] · Axe the legal or administrative rules clearly set out and reinforced in policy? · Axe there signs? · Is there conflict or confusion between the designated purpose and definition? 3.3 Design · How well docs the physical design suppon the intended function? f' · How well does the physical design support the definition of the desired or accepted behaviours? · Does the physical design conflict with or impede the productive use of the space Or the proper functioning of the Intended haman activity? · Is there confusion Dr conflict in the manner in which the physical design is intended to contrOl behaviour? These questions arc ICflcctive . of the CPTED priorities of questioning everything while looking at tlúngs from a different perspective and never the same way again. Once we have COInpleted our assessment we can begin to match the discipline's functions with a. space that can support them. It is III this stage where we will begin 10 apply the CPTED slI'atCgies that wen: noted above. 4. Where can CPTED be applied? CPT.ED is so versatile it can literally be applied anywhere, However, some of the areas that have already benefitted from CPTED are: ./'''-''''\ - 3 C.P.T.E.o. · Shopping malls and parking areas; · IndustrWlCommcrcial parks; , Schools and institutions: · Parks and play grounds: · Housing developments: and. · Screet sYSlems and Marinas. 5. Are thère common CPTED design strategies? Yes, there a:re nine major CP J.t\.U srrategies. These strategies all: listed below: · Provide clear border definition of controlled space. .' · Provide clearly marked transitional zones which indicated movement from semi- 'public to private space. · Relocaœ gathering areas to locations wim nawral surveillance and access control or to loca.tions away from the view of would be offenders. · Place safe activities in unsafe locations to increase the natura!. surveillance of these locations. This will increase me pCICeption óf wety within these m:as wlúlc ÍllCreaSing the perception of risk in offenders. · Place unsafe activities in safe spots to overcome the vulnerability of these activities with the natural surveillance and access contrOl of the safe area. · Re-designate the use of space to provide natural barriers to conflicting activities. · Improve scheduling of space to allow for effective use and appropriate critical intensity. · Re'design space to increase the perception or reality of natural surveillance. · ~eu.ume distanCe and isolation through improved communications and design efficiencies. - 4 . , ,-.,.-.J" i "'~' i .,~. C.P.T.E-D. 6. The CPTED philosophy is perhaps best 5ummèd up by the OPTED motto: "What ø~ you trying to do here, "fld how ctm we help you do it betle,.?" If Ú1iS mom is followed we can e>tpect to meet the objeclives of U' uw and the objectives of community policing. . 5 ,,-, r ,,---, ! \ property safer, crime opportunity. around your property. By getting your property ~'right", a criminal may avoid giving it a second and closer look. This keeps your by decreasing If you answered "yes" to any of these questions, your property's natural surveillance potential needs to be improved. Consider adding motion activated líghts You may also want to examine our Internet site at: www.peelpollce.gov Peel Regional Police Crime Prevention Services 7750 Hurontario Street Srampton, Ontario, L6V 3W6 Phone: 1905) 458-3811 ext. 4021 Fax: (905) 458·4428 ) '--.-.,,-' CPTED works by eliminating criminal opportunities in and Are there areas of contrast and shadow around my building where intruders can linger undetected? For more Information on subject please contact: improvement life". reduction n the incidence of crime as well as an in the quality of · Are there any adult-sized hiding spots around my doors or windows? this In order taking a property's natural potential. Ask yourself: design and effective built environment can lead fear (pronounced sep-t«±¡. as it IS more commonly known, is a pro- active crime-fighting technique that believes that "the proper use of the to a and · · Are views from neighbouring properties or streets obscured by landscaping or fencing? · Do' any existing access routes lack natural surveillance? Do people access my property in ways other than I intended? Crime Prevention Through Environmental Design or CPTED to proceed, start by fresh Jook at your surveillance · Can this be done in an inconspicuous manner? providing a common sense way to improve the safety of your en- vironment. A Natural Surveillance Review · Do people routinely violate my property and/or fence lines? j "-.J. Through Environmental Design holds some of these answers by potential. makes one property more suscep- tible to criminal attack than an- other? Crime Prevention CPTED need not be expensive or difficult to apply and simply involves taking advantage of your property's natural surveillance, access control and territorial AccessContro/ Review Next, take a fresh look at your property's access control poten- tiaL Ask yourself: · Have you ever wondered why some properties are victimized and others are not and what How can I make my property safer? reducing landscaping, or altering fencing so that intruders can be kept under observation. Homes Businesses Public Spaces Crime Prevention Through Environmental Design .. "-/ please Fact Hardening advice, see the Home Securit)· Sheet se,ies. Target Are there underutilized sections of my. propeny where the public is invited and people feel comfortable loitering? . As a result of the placement or existence of outdoor furnitu,e, equipment and/o, utilities, is there potential to access an otherwise inaccessible window, door 0' opening? . ,..,---. { CPTED's proven track record are directed of opportunity. techniques CPTED against Where have settings, have 90%. crimes these techniques been applied to problem crimes of If you answered "yes" to any of these questions, your property's territori- ality needs to be improved. Take steps to rectify this by creating or extending a sphere of influence around your property. Did you answer yes? If you answered "yes" to any of these questions, your property's access control needs to be improved. Con- sider bette, control of undesired opportunity much as decreased by as CPTED's universahty re- sults from its ability to help vari- ous disciplines do a bette, job of achieving their primary objective. Designers and mercbandisers have discovered that the applica- tion of CPTED techniques have reportedly increased sales by as much as 33% and d.ecreased se- What about interior applications? is equally effective when to building 0' store inte- CPTED applied riors. For businesses and residences, this can be done through strategically placed markers, flowerbeds, low fences, walls, hedges, signage; bet- ter and/or more timely maintenance, and where the public is invited, as- signing purposes to "leftover spaces" movements onto and within your property. InstaU landscaping, fencing or barriers to increase the conspicu- ousness of anyone breaching a boundary or reinforce an existing boundary that's already been subject to trespass. For residences, an "iJlusion of occupancy" This is extremely important in deterring thieves. Accomplish this by making sure your lawn is maintained, your don't forget to create When selecting fencing or landscape materials, tak e into account mainte~ nance requirements and the impact of mature landscaping on naturat surveil- lance. For maximum landscaping ef- fectiveness, consider a species with thorns /- shove Led and your "~ ';p. Use time,s - and have \ r property. . and "'atch :rime driveway is circulars are pick...... J ght" Finally, keep furniture, equipment and/ 0' utilities, wherever possible, away from otherwise inaccessible win- dows, doors or openings. Remem- ber, access control decreases crime to control your someone check curity problems by 50%. Maximizing CPTED benefits joL. And don't participate in Neighbourhood and for businesses, Business Watch, forget Review opportunity . A Territorial CPTED provides the opportunity to design in crime prevention and design out crime. For maximum benefits, CPTED should be applied Don'tforgetabout Target Hardening Finally, take a fresh look at your property's territoriality. Ask yourself: . trespass Do strangers regularly on my property? at the design or planning stage when these benefits can be achieved at little or no cost "---,---_. crime preventIon hardening should be For For maKimum benefits, target I applied with CPTED principles. being used as a Does my property ever have an un lived-in or unkept look? Is my property short-cut? . + r-- I , Tbese proørammes ba.ve alf been acbieveò throuøb a positive partnersbip with tbe focal comnumit~ policinø committee anò supportinø agencies CPTED Certification Traininø, October ~ 9, 2001 Crime prevention for inòustria[ parks Planneð Proørammes ..,--....~/ o STEP for Seniors o 9II Da~ o Business Crime watcb o Niaøara Alert S~stem o MttN°r's y outh Aðvisor~ I [ementeð Initjative SAFE CITY CAMPAIGN .~. (-' MAYORIS YOUTH ADVISORY Tbe committee's objective is to proviòe proactive recreational activities for the cit;~ts ~outb, To iðentif~ this objective tbeCommitteebosteð a ~outb forum anò partnereò with the followil1Ø organizations: Ci~ Council Parks anð Recreation Niagara Regional Police commun~ policinø BO~S anò Girls dub Optimist Youth dub Tim HortOHS Minist~ of CitizeHSbip anð culture Local higb scbools ~ ~ ~ ~ ~ ~ ~ ~ ~ -. attenðeð the forum where the foUowi11fJ prevai[eð: 180 ðelegates brainstorming communicating co-operatil1Ø respecting eacb otber ~ ~ ~ ~ iðentifieð at this forum were ve~ typica[l~ ~outh neeòs Tbe top 3 recreational generateð: Communit~ Centre -Cit~ initiative alreaò~ unðer wa~ L ~ / . 3. skateboarð park - Tbis was tbe final recommenòation of tbe Y outb Aðvisory anð a report through tbe parks anð Recreation Department cominø to Council for approval is \ ; '...../ 2. Coffee House (:Frjenðs-st~{e' -Entrepreneurial iðea- but a gooð iðea -To be createò b~ Bo~s anò Girls dub .-..-'. A series of bad choices can launch youth down bad pathways, Hall explained. For many kids:' says Hall, "sports and recreation can be an 'exit' from a bad pathway. Like McCarville, Hall challenged the audience: first, reach the Idds who are most at risk; and secondly, contin- ue efforts to find adequate facilities. equipment and resources. '1t's time for governments to ensure reçreation facilities are there for those who need them, when they need them," she says. A third challenge is to respond to changing recreational interests and needs. "If recreation activities are not planned to keep pace with changes, an entire group of kids could fall between the cracks; says Hall. Making a bad choice Is rarely fatal - but a series of bad choioes can launch pec¡JIe down bad )all.ays. For many kidS, ........ to. and recreaIIon can be one of those 'exits' from a bad pe1hway." - Barbara Hall ~~_;;i' ~...... ~_~_ Hall then tall<ed about a number of innovative and successful programs funded by the National Strategy over the past three years. "We don't have the resources to re-invent the wheel, 50 we're encouraging creative and effective programs to flourish in their own communities, and helping others to learn from them." Hall explained that although they cannot fund every youth program across the country, the ideas are free and she invited delegates to take advantage of this by visiting the National web site at IT . McCarville shared some statistics that show a trend to inactivity: 2% of the population accounts for 8096 of the activity; 7096 of us are inactive; 50% of us aban- don an activity within the first six months; and 5096 of teenagers expect to be sedentary by the age of 20. And forget teievision as a positive leisure activity. McCarville caUs it "directionless leisure", with studies finding that the more televi- sion you watch. the less attentive you become and the lower your energy level. "It's one of the few leisure activities where you feel worse when you're done:' says McCarville. The challenge for delegates is to become advocates for leisure as a solution, rather than simply a series of programs. "COllect social statistics and get them to the media:' says MCCarville. He also encouraged the audience to become more directed in their approach to leisure services. AS an example, McCarville shared the fmdings of a resea,ch study that showed a personal telephone call was 55 times more effective than less directed approaches to getting people to quit smoking. "DeVelop a membership club of people to help you do what do," said McCarville, "to help you create solutions. not programs." Effective crime prevention "Whether you know it or not, you and your colleagues are one of the most effective crime-fighting, crime-reducing and crime- preventing groups in the country. The work which you do has a profound influence on the safety of communities throughout this province. II These statements by leéynote spealeer Ba,bara Hall certainly gained the attention of delegates at the Tuesday luncheon. AS the chair of the· National Strategy on :Community Safety and Crime Prevention, Hall exp,essed he' view that reactive measures (e.g. incarceration) to crime are not a complete solution. Hall says her experiences as lawýer. probation officer. City of Toronto mayor, and victim of crime have taught her that reaCtive measures don't guarantee any of Keynote _leer _18 Hall accepts us protection from victimization. "Far too High Five shirt from Chris Dunlop, often we put a young offender into jail only Manager of High FIve, the sponso, of to have a hardened criminal come out." HaO's presentation. h b· f h . naI S T e 0 ¡ective 0 t e NatIo trategy on Community Safety and Crime Prevention is to prevent crimes before they ceeu,. "Much of our work focuses on equipping young people with the skills and tools they need to deal with the risks they will inevitably encounter. This is whe,e recreation comes into the picture.' -' í""\ ~t! ill" ffi f;1 '" n¡ ¡¡¡ ffi ¡¡¡ Jjì ~ ~ m ¡¡¡ ¡¡¡ ~ ;¡.j is! ~ i;j¡ i?,! "' i "" ¡g¡ ¡!j1 !~~ ~ -,. 1i!r, ¡¡m ~~'~ Í!~: ~ :;¡¡ ~~~ ~~ /~ www.prontario.org Sept.Oct 2000 I PROFIle 2 Resulting from the 2.000 anð 2.oor Crime Prevention tl.nð Tourism safet~ Conference numerous initiatives bave been put into place one in particular is tbe creation of the Casino Police Securit~ Alliance wbich brought together the ðifferent sectors of tourism) securit~ anð policing anð the~ are known as CPSA Member organizations incluðe: Canaða Customs Canaða Immiøration Canaðian Niagara Hotels Securit~ Department Casi110 Niagara Securit~ Department Casino Niagara Risk Management Casino O.P.P. Intelligence Unit Cit~ of Niagara falls b~law Enforcement Unit HOCO Ltð. Securit~ Department Niagara clifton Group Secu.ri~ Department Niagara parks Police Niagara RegioJUll Police Service skyLon Tower Securit~ Department sheraton Fallsview Hotel Securit~ Department ,~. / , . , . ,,--/ with 12.)000 botel rooms anð approximatel~ IS million visitor annua{{~ the safest tourism cornôor possible is essential. In December 1996 with the aðvent of the tempora~ casino) the Niagara Regional Police in co-operation witb the OLGC createò tbe Casino Patrol Unit [CPU) wbicb is responsible for a ðesigJUlteð ~oøraphical area encompassing the casino anð tourism corriðor. Twent~-five full time police officers on four platoons police the tourism cOITÍòor b~ foot) bic~clel motorc~cle anð cruiser. This comprehensive st~le of polici11fJ epitomizes the concept of communit;g-baseò policing as officers interact with tbe communit~/aYe visibleanð bring back the genre of the "beat cop". TO :VEN'IlON >..~. Highlighteð in ~our material will be the 2.000 anò 2.oor crime Prevention conference Agenðas. ",-. ( The importance of Communit~ partnerships to insure success cannot be stresseð ei1Ougb. partnersbips we bave encourageò to ðeliver pro-active crime prevention programmes incluõe: Municipal Government Niagara RegiOJ1t!.Í Police Niagara Fails communit~ policing District scbool Boarð of Niagara Niagara catholic DistrictScbool Boarò Local BIAs Ma~or's Youth Aõvisory chamber of Commerce Niagara Falls Tourism Niagara parks Commission casino Niagara BO~S anð Girls club Local service clw,s ~, , ~. THE GOOSE STORY Next fall when you see geese heading south for the winter flying along in a "V" formation, you might be interested in knowing what science has discovered about why they fly that way. It has been learned that as each bird flaps its wings, it creates uplift for the bird ùnmediately following. By flying in a "V' formation, the whole flock adds at least 71 % greater flying range than if each bird flew on it's own. People who share common direction and sense of community can get where they are going quicker and easier because they are traveling on the thrust of one another. Whenever a goose falls out offormation, it suddenly feels the drag and resistance of trying to go it alone, and quickly gets into formation to take advantage of the lifting power of the bird immediately in ftont. Ifwe have as much sense as a goose we will stay in formation with those who are headed the same way we are going. When the lead goose gets tired, he rotates back in the wing and another goose flies point. It pays to take turns doing hard jobs. The geese honk. ftom behind to encourage those up ftont to keep up their speed. An encouraging word goes a long way. Finally, when a goose gets sick, or is wounded by a gun shot and falls out, two geese fallout of formation and follow him to the ground to help and protect him. They stay with him until he is either able to fly or he dies and then they launch out on their own or with another formation to catch up with the group. Ifwe have the sense of a goose, we will stand by each other like that. , , ¡ " I '---' ',-__,,/ I ',--,/ Conference Concludes Terrorism & Tourism Ray Wood, Crime Prevention Specialist Orlando Florida Lunch (On your own.) Crime Overview continued Automobile Burglary, Violent Crimes In the Workplace, Violence at Work Ray Wood, Crime Prevention Specialist Orlando Ftorida B,eak Crime Overview, I.e., Guestroom Theft, etc. Ray Wood, Crime Prevention Specialist Orlando Florida 2:30 p.m. 1 :30 p.m. - 2:30 p.m. 12:00 noon - 1 :30 p.m. 10:15 a.m. - 12:00 noon 10:00 a.m. - 10:15 a.m. 8:30 a.m. - 10:00 a.m. Frldav. Aoril28. 2000 - Sessions to be held in the Ballroom Sessions conclude for the Day: Closing Remarks Tourism and CPTED Ray Wood, Crime Prevention Specialist Orlando Florida Break Crime Prevention through Environmental Design (CPTED) Tom McKay Peel Regional Police Conference Luncheon-Ba"room Honourable David Tsubouchi Solicitor General -ì . Dealing with Prostitution & BlhvJ¡ Burt O'Mara Melro Toronto Police 4:15p.m. 4:45 p.m. 2:30 p.m. - 2:45 p.m. 2:45 p.m. - 4:15 p.m. 11 :30 a.m. - 1 :00 p.m. 1:00 p.m. - 2:30 p.m. 11 :00 a.m. - 11 :30 a.m. (Dorchester Room) 10:00 a.m. - 11 :00 a.m. / 'j Illursdav. Aorl127, 2000 conlinued 9:45 a.m. - 10:00 a.m. Break Computer Crimes and Fraud Ami Stinnlssen Anti-Rackets - OPP 6:30 a.m. - 9:45 a.m. Thursdav. April 27. 2000 - Sessions to be held in the Dorchester Room Sessions conclude for the Day. 4:45 p.m. Fraud and Counterfeiting Sg!. John Adams Niagara Regional Police 3:00 p.m. - 3:15 p.m. 3:15 p.m. - 4:45 p.m. Break Training of Police and Private Security Ray Wood, Crime Prevention Specialist Orlando Florida 12:00 noon - 1:30 p.m. 1 :30 p.m. - 3:00 p.m. Lunch (On your own.) Developing Needs Analysis and Partnership and Personnel Ray Wood, Crime Prevention Specialist Orlando Florida 10:45 a.m. -12:00 noon B,eak 10:30 a.m. - 10:45 a.m. Basic Concepts of Tourism Policing RayWood, Crime Prevention Specialist Orlando Florida 9:00 a.m. - 10:30 a.m. Introductions and Opening Comments 8:30 a.m. - 9:00 a.m. Registration - Lobby 8:00 a.m. - 8:30 a.m. Wednesdav. Aoril 26, 2000 - Se....lons 10 be held in the Ballroom NfayarlJ Faffs Crime Prevention & Tourism Safety Conference Schedule '\ ¡ .I Crime Prevention & Tourism Safety Conference at a Glance Tuesday, May 1,2001 Oakes Ballroom (unless noted) 7:30 a.m. - 8:30 a.m. 8:30 a.m. - 9:00 a.m. 9:00 a.m. - 10:45 a.m. 10:45 a.m. - 11 :00 a.m. 11 :00 a.m. - 12:00 noon 12:00 p.m. -1:30 p.m. 1:45 p.m. - 4:30 p.m. Break: 3:00 p.m. 1 :45 p.m. - 3:00 p.m. Hennepin North Wednesday, May 2, 2001 Oakes Ballroom 9:00 a.m. - 10:00 a.m. 10:00 a.m. - 10:15 a.m. 10:15 a.m. -11:45 a.m. 11 :~!i a.m. - 1 :00 p.m. ( '.. Registration Opening Remarks Ray Wood. Senior Detective Public & Private Partnerships Break Doug Brooks, Staff Sergeant Niagara Regional Police Service Casino Unit Proactive InitIatives & Tourism Policing Luncheon: Keynote Speaker Chief Julian Fantlno Toronto Police Service John Adams, Sergeant Niagara Regional Police Service Fraud & Counterfeiting Ray Wood, Senior Detective Question & Answer - Open Discussion Barbara Hall, Chair National Strategy on Community Safety and Crime Prevention Benefits of Local Strategies on Community Safety and Crime Prevention Break Ray Wood, Senior Detective Crime Prevention through Environmental Design (CPTED) Lunch - on your own Wednesday, May 2, 2001 (contInued) Oakes Ballroom 1 :00 p.m. - 2:00 p.m. Ray Wood, Senior Detective CPTED - continued 2:00 p.m. - 3:15 p.m. Arnie SUnnison Detective Staff Sergeant Ontario Provincial Police Computer Crime Fraud 3:15 p.m. - 3: 30 p.m. 3:30 p.m. - 4:30 p.m. Break Reg Smith, Sergeant Niagara Regional Police Service Casino Unit Outlaw Motorcycle Clubs and the Community Thursday, May 3, 2001 Oakes Ballroom (unless noted) 9:00 a.m. - 10:30 a.m. Henri Berube Crime Prevention Coordinator Ministry of the Solicitor General . Physir;al Security 10:30 a.m. - 10:45 a.m. Break 10:45 a.m. -11:45 a.m. Henri Berube Physical Security - continued 11 :45 a.m. - 1 :00 p.m. Lunch - on your own 1 :00 p.m. - 2:30 p.m. Tom Trojan, Sergeant Larry Shwedyk, Detective Constable Niagara Regional Police Service ShopliftIng & Plckpocketing 1 :00 p.m. - 2:30 p.m. Hennepin North Anton Kloc Documentation Verification Consulting lD Fraud 2:15 p.m. - 2:30 p.m. 2:30p.m. - 3:45 p.m. Break Ray Wood, Senior Detective "Gypsies, Tramps and Thieves: Distraction Theft" , \. 3:45 p.m. - 4:00 p.m. ( .. \.'-<- Closing Remarks Employee of the Month , c~. Help tn~e your co safer - Detect a crime: before Have any Crime Preventift your work lQ~:ati(}n. Members of the Niagara Regional Police Service, Casino Patrol t.:'nit have formed a partnership along with many of the businesses in the tourist district of the city of Nìagara Falls. This partnership is known as the Casino Police and Security Alliance. II! Tan¿ to your SupenisorlManager for more information. ~ ..' F.u..out the .'P.A.C.T.', 'eoiptqyee pf the ~th fonn and Submit it by tI;e~d of tbe:month to be considered. . Yo~ cat\" even recommend someone else for their role in crime prevention. 0." Say ì"E S to any of the p.·ee(:'ding~ th.cn you can be 3. candidate £01' the croue prcvcutio1lcmp1oyce oCtl1<: n:llonth progl-aJ11. How do I apply? . Help th(' Police and/or ~ecurity p(-rsonncl with an in'\'cs:tig:rtior crÌJ11in.:tlactivity. ~ This alliance is extending an mvitationto all membets of the hospitality industry in the Casino Patrol Unit's area co become actively involved in crime prevention. The 'crime prevention employee of. the montb' program is designed to activcly solicit the workers in the area to work closely with POOce and security petSormeL This program is designed in a 'IN'aythat it wiU take minimal amount of time fcoma person's schedule and yet still be of benefit in curbing crime. All employees of the hosp't3Üty industry are efigible to participate in this program. The only requirement for employees to participate in this program is to be vigilant about their surroundings. Sj1ecia! points oj interest: Do you have a crime prevention IDEA? Just fill in the form and submit it to win. Nominate a friend Need more info, contact your friendly supervisor. Remember submissions must be handed in no later than the end of the month. SIOO Cash Reward for the Employee of the month. ~, f make a difference the employee of reward for . Why should you be a part of this program.? Reductinn in crime makes our community YOU can acrnaUy help safer and encourages a better quality ofJife. for Others. and provides job SIOO.OO cash the monch. Bc aware and heip make a DIFFERENCE, we arc counting on YOu. --..'-- ----_..._--- It brings back. business security fOt YOu. It will provide you with the recogtUtlon among your colleagues and peers. POt further information Please contact Cst. Habib Rangi NRP Casino Unit 688-4111,ext.2273 /~"--.'''-, Contact Numbers Welcome to Niagara Faits NIAGARA REGIONAL POLICE SERVICE Emergency- 911 Police, Fire and Ambulance General Inquiries The Niagara Regional Police Service in association with many community partners would like to take this opportunity in welcoming you to Niagara Falls, Ontario. A V1SŽt<m Guide to Safity AWirene5S. · Niagara Regional Police (905) 688-4111 · Niagara Parks Police (905) 356-1338 Whether you are on a day trip or an over night stay, it is the intent of the Niagara Regional Police Service to ensure your time in Niagara Falls is a safe and happy experience. (905) 356-1179 · CAA/ AAA This brochure is a reference guide with safety tips and contact telephone numbersfor your convenience. · Ontario Provincial Police Cell *677 or 1888310-1122 Niagara Falls offers many sights and sounds that will provoke and stimulate your senses. · Greater Niagara General Hospital (905) 358-0171 Safety and Awareness are crucial ingredients to a fun and memorable vacation. · Niagara Transit (905) 684-4396 · Better Business Bureau/ Chamber of Commerce (905) 374-3666 THANKYOU FOR VISITING! THINK SAFEI Casino Patrol Unit · Niagara Falls Tourism Niagara Falls, Ontario Canada ( (905) 356-6061 " ~- ¡ \, ,. , \ ~.. Queenston-Lewiston Bridge · 'When you leave your room ensure you have your valuables with you · When making a purchase ensure your credit card is only swiped once · St. Catharines · Secure your valuables in the hotel safe · While at the automated banking machine protect your Personal Identification Number Whirlpool Bridge Rainbow Bridge · Refer to your AAA or CAA guide to motels · Niagara Falls · Compare motels and room rates before deciding where to stay · While at the automated banking machine, be aware of people in your vicinity Peace Bridge · Inquire if your motel is a member of the Better Business Bureau · Be aware of the rate of exchange (compare the rates) · Fort Erie · Inspect your room before paying · Exchange currency at a reputable institution ( Bank) Bridges to USA · 50 km/hr is equal to 30 miles/hr · 60 kmlhr is equal to 35 miles/hr · 80 km /hr is equal to 50 miles/hr · 100 km/hr is equal to 60 miles/hr Motel Rooms Counterfeit Currency · Check on your vehicle periodically · Do not leave purses/valuables unattended · Don't display cash openly · Know your licence plate number · Don't sign your travelers cheques until you are ready to use them · Radar Warning Devices are strictly prohibited in Ontario · Seatbelts must be worn in Ontario · Lock all valuables in the trunk of your vehicle. (Purses, gifts, luggage) · Avoid carrying large amounts of cash · Parking meters' on city streets are enforced 24 hours per day · Ensure your vehicles doors are locked · Keep wallets in your front pocket · Any non- residents of Canada should retain all receipts for GST rebate · Avoid parking in secluded areas · Keep all purses/bags closed and secure · Park in a well lit area · Be aware in crowded conditions PickQockets Nice to Know Vehicles , \ ) 'j ) .--, , ...../ PL iVENTION P You w¡[{ neeð a planneð approach to anJ] successful el1Òeavour. Approacb J]our contmUnit:g's prob[emslogica[[:g anð s:gstematica[[J]_ Develop programmes that meet :gour communit:g's l1eeðs Evaluate these programmes to make sure'theJ] are effective. Direct limiteò resources towarð the most serious problem. Step One Iòent~mø an.ð ðescribing communit:g's problems Step Two Deve op an action plan Step Tbree CaYTJJ out :gour action plan. Step Four Monitor anð evaluate :gaur programmes ........ ............,....' /,---, National Crime~PrEtVentiolLcentre - -- --- - - (6.2.7.2.) For information anð ðocuments - 1-877-30.2.-NCPC Telephone: Fax: email: 613-941-9306 613-952.-3515 nta1c@web.11et Feðeration of Canaòia.n Municipalities website: www·fcm.ca Telephone: 613-2.41-52.2.I FCM CPTEfilttlD:rmatiQtI, Peel CPTED Aðviso1I' committee c/o Const. Tom McKa~ Crime Prevention services 7750 Hurontario Street Brampton ON L6V 3W6 Tel: 9OS-453-33IIJ Ext·40.2.5 website: www.l'Ieell1oLiceJ2n.CIa Ottawa carlton Police service c/o Søt Bill Van R~s~k Tel: 613-2.36- I.2.2..2.J Ext. 2.351 Brampton safe Cit~ campaign Tel: 905-793-5484 Fax: 905-458-7402. (~ COMMUNITY PLANNING CONSULTANT PHYLLIS WINNINGTON-INGRAM HOW WELL IS YOUR COMMUNITY? -\ ;.' -. ." / "J ./ ) Community Co-operatives .~ " ... Wa~itY CP~""_" Challenges faced by Municipalities Amatgamations . Decreased funding to Downloading agencieslorganizations Taxes . Lack of organization in Continuum of Issues rural communities (.1W""';.,¡¡__I_............... ~o:o; ,.~'!õ. " miiSkHa eammlloity ¡;;o.o¡.-.uwn.. Community Co-ops . "People helping People" (' «)Winolq_I_III"'''__'' ~ON '11 " m.ukaøJW co_ ............ Thinking outside the Box .1 l Community Co-ops (.¡Wimirc.....IIIIpI'!I&A_.... . ~ON ," '~klbiIY co_a -- Issues Identified by Rural Communities · Not feeling heard · Taxes collected - services not returned · Apathy and anger (.)W....._I_...._..... , -~ r~'\ , '~,: " -J&q co.. -- What make a CC model different'? · Broad Unlbrella StructurelMandate · Independent Nature · Unity Election Process · Consultation (.)WiMinl..".r........&A.-ioo<. . IIrIabridcc.OS ,~ hl~~itI ~ II A. What is a Community Co-op I ! . Mulli-purpose.. umbrella design Inclusive. democratic structure that can: II'ht'rl!lIl!f!ilell im;ørparared strlll:ture Call conllmmil)' met.'linl::; ldt·nliJ.'Vlot;t1lllet'ds (d)'OClJtl.' for ,Jli!nI~'('/l'e,~ Creule Jocul solur;om.' Gild Pro\'ìde an . . , (.)W~¡op","'_io.., ~os ,r~~ 1 Winnington-Ingram & Associates Bracebridge, ON 705-645-4491 Winnington-Ingram & Associates Bracebridge, ON 705-645-4491 2 :.)W....._IacmMAA>ooc..... ~ON Partnership, Partnership, Partnership ,~ ¿l~U CllIIlDttØtcy - Why Should You Care (')W~oø.._A_". ~ON " Plant seeds Water .' Joj , "-¡y¡J/i0i!n1;. v<' .. !<:l~ r ", '~"'ftBttr - What Can You Do? J j Nurture J . ')W~I......AAaooc;t.... ~ON VillageiTown District/County Assodation ,~ hlFka Clß1IDUllttv .............. Three Tiers - {.¡Wiœinc_I......."_..... ØroooIri4..0N District . . . . ,~.~~- -ml...-......... - _._-~ Y ---'II III "-M, .' ... ,.~"t , niiŒtau C:1l1UJ1UnJrv ="IIIImIuvœ. Co-op Structure MUldpolRcp. I J; Community Co-operatives 2001 Attachment to Community Co-op notes - AMO - August 21 Community Co-operative Model What is a Community Model and how many years has this Co-operative been active? A community co-operative model is a multi-purpose, co-operative umbrella designed to meet the diverse social and economic needs of rural communities. The community co-op model provides an inclusive, democratic structure that can call community meetings, identify locai needs, advocate for themselves, create local solutions, and where needed; provide an incorporated structure that can partner with agencies, organizations and political bodies, as well as apply for funding, where appropriate. In Muskoka, like many areas of the province, past and current government restructuring have left many small rural hamlets, villages and towns without local councils. Rural communities, especially those in municipalities with .larger towns, found that their tax dollars were collected by the larger body and very few services returned. Also during the past number of years, service agencies have been required to find cost reductions, often at the expense of services to smaller communities. Many communities have struggled to find appropriate structures to bring the community together ¡md to present a united voice. In our area, many communities have tried to present their concerns or needs through cottage or ratepayer associations, only to be told that these are special interest groups that do not represent the broader community. Committees have been formed, with the same outcome. The community co- operatives have developed relationships with their local political councils and in one particular community, the mayor has promoted the model to villages in his township, stating that this is the only way the these communities will truly have control over their destiny. The community co-operative model and its association have been active for over 4 Y> years. Briefly explain how this Co-operative was formed. What factors led to the creation of this Co- operative? The conception of the community co-operative model was developed based on a needs assessment completed for Health Canada's Community Action Program for Children (1995). Through the research, it was identified that many small, rural communities were: · struggling for a sense of identity · not encouraged to take proactive, holistic approach to identifying community needs · ineffective in advocating for themselves, · unsure as to how to develop locai solutions, individually or with other iocal, regional or provincial partners In 1996, Cathy Lang, past Manager of the Canadian Co-operative Association-Ontario Region provided Phyllis Winnington-Ingram an opportunity to present the concept of this model at their AGM. The Trillium Foundation was in the audience that day and suggested that they would like to support the development of the Community Co-operative model. In partnership with Triilium and the Co-operator's Fund, this initiative was able to develop. How does this Co-operative Operate? The Community Co-op model currently has three tiers; the local community co-ops, which have developed a wide range of community projects to meet their own specific needs, a District/County multi- stakeholder model and the broader Association. The District/County Co-operatives i.s made up of two groups; member community co-ops and community representatives; and social service, economic development and municipal representatives, whose only role is to support the first group. Due to the lack of financial means, many organizations do not have the staff required to visit these small communities. These meetings provide a positive bi-directional exchange of information and support, assisting agencieslorganizations to have a better insight into the needs of our rural communities. Through the partnerships developed at these meetings, organizations are better able to target their resources and to work hand in hand with the various communities. Hoes does this Co-operative serve the interests of rural Ontario? This community co-operative model is designed specificaliy for rural Ontarians, recognizing the unique value of small rural hamlets, villages and towns and the importance of promoting unity and self-reliance in this stressful period of government restructuring. It is a model that provides andlor promotes: . Member participation A true sign of a successfui co-op is member participation. Community co-operatives have a board of directors, but its members are seen as facilitators, equal to all the other members of the co-op. 1 2. 3. 4. "-~" " , r, r· ©Winnington-Ingram & Associates Bracebridge, ON 705-645-4491 ©Winnington-Ingram & Associates B,acebridge, ON 705-645-4491 5. Inclusiveness The co-op is open to all residents of a community and promotes partnership with other groups such as local cottage associations, women's institutes, ratepayers associations, churches, etc. · Unique organizational structure The community co-operative provides a versatile structure, providing limitless opportunities for project development. This is especially usefui in small, rural communities as the model allows for shifting demographics and community needs. · Incorporated Structure One of the most important aspects of the community co-op model is that it provides an incorporated structure. It is this incorporated structure that both provides the co-op with the abiiity to move ahead independently, when appropriate, as well as provides a structure that can live past the founding members. A wonderful example of this is co-op nursery schools in many rural communities. Many ad hoc child nursery groups collapse after the children of the founding members enter school. · Promotes self-determination By using all of its members' strengths and resources, and its abiiity to initiate, partner and follow through on solutions to identified needs, a community co-operative is proactive, rather than reactive. A community co-operative is action-oriented. The members' time is spent on accomplishing identified goals. · Provides a systematic visioning process Community co-ops hOld annual local community meetings, bringing members together to consider the future, identify current gaps andlor needs and to suggest possible solutions. The annual meeting is also an opportunity for the co-op to educate people on the role of the co-op and encourage further participation. · Promotes partnership The community co-operative model promotes the development of partnership with various groups in a community. In small hamlets, that may include churches, community policing, volunteer fire departments, women's institutes, etc. The goai of the co-op is not to duplicate, but rather support a broad range of projects. · No nominations or electioneering Under the community co-operative model, there are no nominations or elections. Each year, all the members of the co-op names are written on a list. Members select a number of appropriate board members, based on availability, skills, etc. Those individuals are then asked whether they will sit on the board. It is rare to see anyone tum down the position, as people are elected out of respect, rather than because people. had limited choices. To date, no board position on any of the co-ops has ever been declined. · Promotes unity Community co-operatives operate using a consultative process. The goal of the co-op is to promote unity within the community, creating an atmosphere of tolerance, thoughtfulness and consideration. As well, the open and all-inclusive membership of the co-operative reduces the risk of divisions which may develop between groups: those with moneylthose without; seniorslyoung members; and long-time residentslnew residents, as co-ops provide for one member, one vote. · Encourages learning Community co-operatives encourage members to expand their skills and take on new challenges. They support young members and nurture them into future community leaders. · Promotes enthusiasm Community co-operatives promote fun. Members often volunteer a large number of hours and the co-op provides venues andlor events where people can kick back and relax. How successful has this Co-operative been in applying a co-op model to reach its goals? What are the measurable outcomes of this Co-operative? The community co-operative is extremely successful in applying the co-operative structure, principles and values in meeting their identified goals. As for measurable outcomes, our current funding proposal provided for the development of 4 community co-operatives and the Association has currently developed 5. The Association has also heard from 3 other communities interested in possibly developing this model. Other measurable outcomes of this co-operatives model included developing a strong Association, which was supported by social and economic organizations and municipal bodies. ,~ / ........... .~. Attachment to Community Co-op notes - AMO - August 21 2001 2001 As well, the community co-ops have been extremely successful at identifying and utilizing mentors, such as thoe support that has been received by CCA-Ontario, OMAFRA, and several individuals, experts in a variety of areas necessary In developing this model. How has this Co-operative exhibited service delively and sustainability over time? The Community Co-operative model is member owned and drtven. Its mandate is provide supports and services that promote the well being of its members and the community at-large. At the locallevei, the co-op works in partnership with other agencies and organizations that actually deliver many of the services to their members and the broader comm.unity. For example: · the Gravenhurst Community Co-operative partnered with the local health unit to receive funding and develop a piiot pre-natal nutrition project named Great Beginnings. The Health Unit delivered the program and the co-op provided volunteer support. This project was so successful it has now be replicated in 5 other communities in Muskoka Parry Sound. As well, the co-op partnered with the Town of Gravenhurst and the YWCA to develop a youth centre. The co-op applied for start-up funding and contracted the YWCA to provide staff. The project now has its own management team who is in the process of incorporation. Part of the strength of the cómmunity co-op model is that it is flexible enough to meet individual community needs. · in Honey Harbour and other smaller communities, the members provide the organization and delivery of projects and services. When the co-op was first formed, the members of the co-op identified that a local business and service's directory was needed as they are not included in the Muskoka phone Directory (even though they are in the District of Muskoka) and many small businesses do not have a business line. These brochures are now updated each year and given out to 7 marinas, which ensure that a copy is piaced on ever boat that leaves the harbor. Recently, the co-op in Honey Harbour called two community meetings and invited the Mayor and the Township Council. In both cases, the community wanted to discuss controversial issues and in both cases, through consultation, consensus was reach. The Honey Harbour Community Co-op has been very active in supporting teen dances, organizing a iarge Winterfest and has partnered with other local groups, for the past 3 years, to provide an exciting Canada Day Festival. · Haliburton County Community Co-operative has been very active support local initiatives that members have brought forward to them. They are currently partnering with Trent University on a project that supports local research and are working with another member who developing micro- environmental businesses in the County. They are also investigating supporting a group who would like to rejuvenate one of the last log shoots in Haliburton County. · Ryde and Oakley both formed community co-operatives because their members wanted to address the recent (Ryde) and potential (Oakley) loss of their 2 room schools. The members wanted to find a way to own this community asset and convert it into a community centre. Both communities have about 200 to 250 people and are about 20 minutes from the nearest town centre. Both communities currently do not have a community faciiity. Each of these co-ops is self-sustaining. Gravenhurst raises revenue business, the food co-op and Haliburton County raises revenue through an administrative/mentortng model that collects a small amount of revenue from projects that it supports. The smaller communities tend to raise revenue through fundraising projects. What examples/lessons can others learn from this Co-operative? As this project was being developed, the co-ops gained several valuable insights: a) Start with a small group and complete the administration potion of the development process before initiating any large projects. b) The board is not meant to do all the work. Board members often struggle with asking members to assist with tasks. The reality is that members often enjoy being asked and like being a contributing member of the co-op. c) When charging for events or items, have a non-member cost, a member cost and a participating member cost. Although people are encouraged to participate without additional incentives, you wi find that members are phoning you asking for some sort of work for the extra reduction. This method also reduces the tension often felt by members 'doing all the work'. d) Have fun. Without fun, enthusiasm is lost very quickly. Attachment to Community Co-op notes - AMO - August 21 6. 7. r (\ o~ ,. ©Winnington-Ingram & Associates Bracebridge, ON 705-645-4491 oP' .~~ " QII' mB!lslkolka_ commUDDllY cO-QJjIeratDvIðSinc. Board Members Affiliations Organization Name pany SoundlMuskoka C,edit Union Alan Obe~and Honey Harbou, Community Co-operative Inc. Cass Bell Muskoka Business Development Corporation Christophe' Thorpe Town of Huntsville Colleen Hannigan Bracebridge Community Representative (Chair) Diana MacDonald Ryde Community Co-operative Inc. F'ed G,ant Women's Resource Centre Jen Hocken Caregivers' Network Ka,en Boye, RISE: Resou,ce fo, Independent Uving Kathie Home Honey Haroou, Community Co-operative Inc. Marianne SolJe Gravenhurst Community Co-operative Inc. Ma~ene Robson Bracebridge Community Representative Morris Hudasek Gravenhurst Community Co-operative Inc. Nancy O'Carrol Oakley Community Co-operative Inc. Penny Britnell Dwight Community Representative Rege, Nixon Algonquin Child & Family Centre Rosamond Abbott Business Self Help Tèri Guthrie Ryde Community Co-operative Inc. Teny Pilge, '. "-.....,'- Member Group: Economic Dev. Community Co-op - Rural Economic Dev Municipal Rep Community Rep - U,ban Community Co-op - Rural Social Services· Women's Sector Social Services - Senior's Sector Social Services - Disabled Sector Community Co-op - Rural Community Co-op - Urban Community Rep - Urban Community Co-op - Urban Community Co-op - Rural Community Rep - Rural Social Services - Child'en's Secto, Economic Dev. Community Co-op - Rural , '---~" COMMUNITY DEVELOPMENT COUNCIL OF QUINTE RONI SUMMERS WICKENS EXECUTIVE DIRECTOR HOW WELL IS YOUR COMMUNITY .),~ ---, ~ ~) j ) ~ÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅÅA ~ ~ ~ ~ ~ ~ ~ ~ 3 HOW HEALTHY IS YOUR COMMUNITY? E ~ ~ ~ ~ ~ ~ ~ ~ 3 The Community Development Council of Quinte E 3 can, through data collection and trends analysis, E ~ measure your Community Well Being. ~ ~ ~ ~ ~ ~ ~ ~ U sing a variety of indicators, your social planning exercise can ~ ~ include: basic demographics, economic development activity, ~ 3 employment & participation rates, social assistance trends, E ~ environmental trends, voter participation, municipal expenditures ~ ~ (pre-amalgamation and post-amalgamation in key areas), and more. ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ 3 . To discuss yow: Community Well Being E ~ Please contact: ~ ~ ~ ~ ~ ~ ~ ~ The Community Development ~ 3 Council of Quinte E ~ 49 Albion Street ~ ~ Belleville, ON ~ 3 K8N 3R 7 E ~ 613-968-2466 ~ ~ ~ ~ cdc@lks.net ~ ~ ~ ~ ~ On the web: www.lks.net/~cdc ~ ~ ~ ~ ~ A ~ ~TTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTT~ . ( (-' .r--- 1 Established in 1989, The Community Development Council of Quinte is a grass-roots community development and social planning organization which strives to imp,ove the quality of life of individuals and"families in communities. Identify urgent and emerging social Issues Collect statistics Monitor Trends Affecting Community Quality of Life Heighten Community Awareness Rat'fOQ' .ti- IRg 0 n no communi es. Posturing & Headlines Affected Collective Community Learning. Indicators in rural communities unduly affected final score. Provided very limited snapshot of contributors to quality of life. ., V. (Roni) Summers Wickens r-, Community Development Council of Quinte . Social Planning & Research Community Development Community Building . Stems from the Quality of Life Index Project Monitors the progress and setbacks of twelve indicators affecting the social, economic, health, and environmental well being of specific communities across the Province r'-· , Community Well Being Index Rural Culture Economic Development Community Participation Voter Participation Community Investment Strong Voluntary 0' Thl,d Secto, Innovation Community Well Being Index Seniors ~=NumborOf . o NurnÞe;rs Ðq)eCUICI to '''''''''' . -ToLal, Females,arodMales . Access Transportation Fewer Resources Technology Education Urbanism - Privilege Population Sustainabillty Identified Trends Between Census Years Population !.and Mass Ethnicity Immigration Marital Status Indicators Reflect the true story - the good. the ugly. Healthy Community Planning Data Collection Focus groups Increased Number of ..J 2 the bad, and Region Primarily Rural in Nature Economics Sustalnabillty & Rural Renewal to Care & Support SelVices Not "authorized" to release infonnation Suspicious of its potential use Costly Power Imbalances Data collection is resource dependent Information is not collected uniformly Hesitant to Share Information AMALGAMATION V. (Roni) Summers Wickens 3 .. .. .. .. .. .. .. . .. I· 1 .- .s-oo-ç-.,.c-...__ Physicians accepting new patients is a serious issue for residents in Stirling, Frankford, Bancroft, and Prince Edward County. New Cancer Cases in both Hastings & Prince Edward Counties exceeds Ontario as a rate per 1000 people in the years spanning 1990·1998. Hastings and Prince Edward Counties has a shorter life expectancy than the Ontario average. On average, women líve six years Jonger. No Air Quality Tracking Station in ttlis region, particulate maUer, ozone and volatile organic compounds measured through a federal tracking station in Prince EdWard County. The number of environmental spills reportecfon the decline. no reported releases of toxic byproducts yet, 10 area businesses are listed as major polluters according to Pollution Watch. Pollution Watch gets their Infonnation from the National Pollutant Inventory. E.coU_d~tected 10.45% ofweUs tested V. (Roni) Summers Wickens .r-' ( \, · · · · · · .¡ ., 1 1_...- - Code 4, 90th percentile response times exceeded in 6 of the 9 service sites studied. Ambulance driving distances as much as 35 minutes in P'ince Edward (at optimal driving, weather conditions) and as much as 53 minutes in Bancroft. . While more women are giving birth In their. 30's and 40's, so too are the number of women under aged 20, especially in Prince Edwa,d County. Sexually transmitted disease peaked In 1998, but on the decline now. Asthma Deaths (rate per 1000 highe,) in males than Ontario. .r~" ! ' Community Well Being Index Community Well Being Index 4 , } ..~.J . Income necessary to meet shelter costs $29,829.16 .. .. ., · · · · · · ~. ¡ 1" . ¡ ,í ,,~j L 1___".. ____ Housing prices on the decline Gross rents on the rise, especially in Hastings County Electricity costs higher in rural areas than in urban. Environmental Clean up and Incidence of Poor Environmental Practice impacting community. . ) '.,-..^/ Seven water advisories issue 2000. Waste diverted from landfill on the ,jse. Consumer waste on the increase, especially toxic waste. / '-~" V. (Roni) Summers Wickens Summers Wickens V. (Roni) ,~ (" Admissions to Care of Child Protective Services on the rise. Participation in Municipal Elections Lower Than Participation in Federal or Provincial Elections by Community. Participation Rates in Bancroft were the highest of all communities in the region for last two municipal and provincial With 61.56 0/1), 82,79%. but federally, Bancroft was among the lowest participation rates át 58.8 and 48.1% Tyendinaga, Deseronto, and Quinte West among the lowest participation rates in the region. The number of adults charged in both Counties on the decline overall but specific communities saw dramatic increases. /-" ! " Community Development Council of Quinte (, 5 Being Index Community Well to 12:00 Noon 2001 - 10:30 a.m Tuesday, August 21, Emergency Planning Workshop City of Toronto Councillor, Brian Ashton, Chair: Rudy Fries, London Middlesex Emergency Planning Officer Neil McKerrell, Executive Director, Emergency Measures, Ontario Jessie Mutter, Emergency Planning Officer, Town of Port Hope Randy Reid, Manager, Community Programs, Emergency Measures Ontario Speakers (-- -~~" I LONDON FIRE DEPARTMENT RUDY FRIES LONDON MIDDLESEX EMERGENY PLANNING OFFICER EMERGENCY PLANNING --, ) .~ -.~ III >- Gradual emer!!'encies: develop slowly, (floods, severe weather warnings) eto, provide advanced warning, allows time to bring the emergency organization to a higher state of readiness. Sudden emer¡¡:encies: happen instantly, (tornado, crash, explosions, enrthquake, building collapse) ete, ~~~""""'Iy.(Iiood.I:.JC>'m:WCII!!Ior""""'8»CIC,""""~~WOftIÍftS.a!_""'LaIlrinøIhc THE CITY OF LONDON PEACETIME EMERGENCY PLAN A BRIEF OVERVIEW OF: >- WHAT IS AN EMERGENCY >-TYPES OF EMERGENCIES >-CLASSIFICATION OF EMERGENCIES >- PHASES OF AN EMERGENCY >-WHO CAN DECLARE AN EMERGENCY >-THE CITY OF LONDON PEACETIME EMERGENCY PLAN "----." , ! Tm; CITY OF LONDON \'EAŒ'JTMI; EMF:R.GlmCYP!J<t.I Phases of an Emergency >- Pre- emergency Dbase: This is the time lor pabliceclueatlcm. Oti%eDs who reeogntu: that an emergency Is poufbJe, and that thereisln emer-gmey plaa in place. and who bave beta lIveD baste Information DIll wbat to do, ue Þettc:rcquippcd 10 f.lccan CQ~cy than tbose who are not. >- Wamin2' IÙ!!ß : Applies mainly tograduaJ cmugeødes, ttlosewbldl can be: rorecasted. Weadtcr Infor=atioll, flood predietioas, rOlUt fires miles away. may allow time lor prcparatioD. Otber cmcrgcnc:ics (spUis, enshcs, explosiol1S oc:cur'Witbnowanaing. >-~in~>!JII:Din¡»hmmuÎlW!!.!!.Ç¡ )...Bticfillgkcyomcials >Piaclng rcspondcrs& eontrol groapoa standbyl EOC attivation >Stockplling orstrategicplaccrllClltofresouccs >-Liaison wltb othu goYtnImel1ts (ødghboll.ringCOllDties. pl'O\'ÛIda!,.federal) >Wl.I1ÛDg tbepablic. alhisiDg uaemwhl1tto.do WHAT IS AN EMERGENCY ~ It may be dermed as an impending situation that by its naturei'or magnitude, affects the health,safety, welfare and property of a community, and requires a controlled and co-ordinated response. /...-. , :fb.Rw At emerøenö>.(!on't >- Imnact ~,;, May last for moments (tomado, crash), or several days flood, industrial fires, forest fires) ~ ResDonse Dbase.:. Tbe beginning oftbe respoose phase may overlap with the impact phase in a gradual emergency sueh as flood, or may begin after the impact of a sudden emergency. . ~ Restoration nbase.:. This phase includes the activities to bring the community back to oormal. It may be brief (evacuees may return home as soon as tbe spiß is contained), or prolonged (victims who bave lost their homes may be in temporary shelters for days or weeks while the clea.u-up goes on. (The City of London Recovery Plan) I'N>IcI;Gr~,,'1 . ,.........r...~ WH^TIS^,~a.ÆJ\G!!NCV TYPES OF EMERGENCIES NATURAL emergencies include: floods, tornadoes, blizzards, ice storms, mudlsnows1ides, forest fires, earthqUakes, epidemics etc. HUMAN caused emergencies include: construction failures, ( bridges, buildings, water system) utility outages ( electric, natural gas) transportation accidents ( road, mil, air) large explosions, Fires, chemical fires, spi11s of hazardous materials, large scale industria! accidents, mine accidents, nuclear reactor accidents, acts of terrorism, etc. ~-.. .( o ~London Aug 14, 1980 Tornado severe damage "Woodstock May 02, 1983 Tornado severe damage >-London Sep 02, 198430 iDjured5 mil damage >-Barric 1985 12 deaths ZOO mil d2.magc >-H:aUbunon 1986 Tornado several Dill damage >-Bclgr:avc Huron Cty,1988 Tornado minor damage >O-London Jun~, 1990 severe storm damage )0- Komoka .Fingal, Aug 1990 Tornado S 20 mil damage )o-LamptOÐ Cty Jan 20,1992 Blizzard 5 foot drifIs >- Aylmer Quebec Tornado Ang, 1994 homes'damaged >Godericb CycloneJa1y 1995 severe damage >Owcn Sound Apr 21,1996 Tornado some injuries . Tn.nmnrt:ltinn aecidenb:: ~ NeWbury On Feb 17.1994 21 ears ChJorosufonic add, 100 home evacuated >- Hyde Park Feb 1995·Freight train smasbeci into statÎODary freight traiD. sb:cars were derailed, diesel fuel leak, 3 cars coataiaingliquid propane were a danger >- Kerwood 1991.1996, 1997, 37 cars deraUed., 4.100 itrsuJphuric acid spmed TOWI! ofZOOevac. >- LoadoD RaUyard JuI 02, 1998 60 Itn of ButaDoIleaked £rom pressure valve. 30 homcsc:vac. 0 >- London May '27, 1999 Rail car struck tanker containing 75 1GDS of methanol, no rupture >- Chatham Dee 06, 1999 two box cars deraUed >- Tbarold Dee: 11,1999 ud Dee 13, 1999 three freight cu''s deraÐed )0. Tb&mf$VJ1JeApr 23,1999 \J )00 Guelpb MonJulIO,I999 Via Rail derailed, 180 passengers, minor iDjuries )0. Malty Vclûcle aœidCDt BY 401 Scp 04,1999 " TII'E~e£DFOREMÐI.C'tNI:'fPIU!,,^REDN$SS >-.QnIaI:i¡, Iwlwn ÍMJ.WIt!lfI!lBllXhi&lllxmihk .m.......;., .mœ!:~ma~.in deaths 'm Severe damal!e. >-Windsor 1947 Tornado 9 deaths, severe damage >- Sarnia 1953 Tornado 5 deaths )o-Toronto 1954 Hurricane Hazel killed 81 >- London 1968 Blizzard 10 inches of SDOW >-Sudbury 1970 Tom.do 5 deatbs heavy damage >-LondoD 1971 Blizzard 24 inehesofsnow, temp~ISF >-Windsor 1974 Tornado 8 deaths >-Woodstoek ]979 Tornado 2 deaths 100 million damage . THE NEED FOR EMERGENCY PREPAREDNESS Tbe need for Emergency Planniug COQ't »-London Jan 15. 1999 Severe mow storm 17C11'1 SO winds :ÞAug 01, 1999storm 100kmlh WÙlds buDding damaged :ÞLondon Sep, 25; 1999 Eatbquake 5.2 DO damage but tremors felt in London ~Aylmer Fire Aug 07, 1999 Plastic recycling plant ~London Amonia leaks JuJ, 23, 24. 25, and 31, 1999 >-London Mar 08, 2001 workers pour indosÞial drain cleaner into a bulk ( ./ and combined with other substauces created sulpbaric acid fumes. Two "- worker were hospitalized. 141 resideDts of the home many of whom are frail and orderly were threatened with IUI evacuation. " ~inOnllf'iolWil:liesrðl''lOOO >-36 Floods >-630 FaIreSt fires were reported > IS - 20 Tornadoes have been reported >66 Communities have declared emergencies in 2000 >-131 Emer!!'encies ill Ontario Road and Rail accidents acount for 65% of the Canadian statistif.\S for 2000 total The need for Emergency Planning con't >- Goderieb CycloDe July 1995 sev.re damage >- Owen Souod Apr 21,1996 Tornado some injuries ~ London lee storm Feb 27,1997 power disruption >- Owen Sound Aug 1997 Tom ado some injuries >- Norwidl Oxford County 3, JUB, 1998 damage to \.---// buildings >- Loodon Jul25, 1999 stonn 90 lanIh winds, damage to hDndings >-TorontoJan 1471999 snowstorm ,70 em of snow Emergency declared by Mayor Lastman ,. Gradual emerllencies: develop slowly, (lIo.ds , severe weather warnings) etc, provide advanced warning ,allows time to bring the emergency organization to a higher state of readiness. m ¡:Ii! la: >- THE CITY OF LONDON PEACETIME EMERGENCY PLAN Sudden emer!!encies: happen instantly, (tornado, crash, explosions, earthqnake, building coUapse) etc, A BRIEF OVERVIEW OF: >-WHA T IS AN EMERGENCY >-TYPES OF EMERGENCIES >-CLASSIFICATION OF EMERGENCIES >- PHASES OF AN EMERGENCY >- WHO CAN DECLARE AN EMERGENCY >-THE CITY OF LONDON PEACETIME EMERGENCY PLAN r GndooI~=: ~.IowI)t.(IkIo<!I.-=WCIIthot~)=1'f""/<Ic""¡"-C4........m:s..II""",tir=I/,IIIriftø~ , TfŒ: ",-ry OF tON'DClN I'EIIClmMr.J¡MF.RGÐ;CV PL.AN Phases of an Emergency ~ Pre- emer2encv phase: 'Ibis Ì$1 the time forpabiiccducaticm. Citi:teøs wbO' recognizeth&.t aD emergencykposslble, and tbattbereis aD emereeac:y plan In pace. uuI wllo have beea.giveft basle information 011 "'bat to do, arc better equipped to fate aa eø:lCJ'ICDt)' than tbose whO' 8re not. >- Warnine Dbase: Applies l'IUIiDly to gndual emergencies, those which an be rorceasted. Wadlcr infol"ll:l2tioD, flood predietions, forest fires miles away, may allow time fDr preparation. Giber emergencies (spUts. erashes, a:plosiolU occurwitilnOWfU'DiDg. >-~in!!!<~l!hai<nmi!ls!!l!l<; >-Briefing key officials >-PlIu:in¡: rcspoodcrs & COZItrol group 0'11 staadbyl EOC activation >- StockpUiug or strategic plAœment of rcsoÞI"Ce$ )Þ- Liaiwø with other gGVernmeø.ts (lIeigbbouriJl¡ coundes, proviDåa1. federal) )Þ-WanûDg til.e public:. advisiøg them whit to do WHAT IS AN EMERGENCY ~ It may be defmed as an impending situation that by its nature"or magnitude, affects the health,safety, welfare and property of a community, and requires a controlled and co-ordinated response. (~ , ~memerPenr.v I!nn't )Þ- ImDact Dbase ¡ May last for moments (tornado, crash), or several days flood, industrial fires, forest fires) )Þ- ResDonse Dhase.;. The beginning of the respoDse phase may overlap with the impact phase in a gradual emergency such as flood, or may begin after the impact of a sudden emergency. ~ Restoration nbase .;. This phase :includes the activities to bringtbe community back to Dormal. It may be brief (evacuees may return bomeas soon as the spill is contained), or prolonged ( victims who have lost their bomes may be in temporary shelters for days or weeks while the clean-up goes ob. (The City of London Recovery Plan) PhtJc<ot'~_'f . , Phø::oDfllflEmlqcDoy WHATIS^'N'IME!tCiENCV TYPESOFEMERGENCmS NATURAL emergencies include: floods, tomadoes, blizzards. ice storms, mudlsnowslides, forest fires, çarthquakes,· epidemics etc. HUMAN caused emergencies include: construction failures, ( bridges, buildings, water system) utility outages ( electric, natw'al gas) transportation accidents ( road, rail, air) large explosions, Fires, chemical fire~ spills of hazardous materiais, large scale industriai accidents, mine accidents, nuclear reactor accidents, acts of terrorism, etc. 'lYPESOF~CI!!S /~---., ~London Aug ]4, 1980 Tornado severe dam. >-Woodstock May 02., 1983 Tornado severe damage >- London Sep 02, 1984 30 injured 5 mil damage "Barrie 1985 12 dcatbs20Ð mn damage "Haliburton 1986Toruado several mn damage "Belgrave Haron Cty.1988 Tornado minor damage "London Jun 3D, 1990 severe stonn damage "Koinoka ,Fingal,Aug 1990 Tornado S 20 mil damage ~Lampton Cty Jan 20, 1m B1i::z::zard 5 foot drifts ~ Ay1merQuebec: Tornado Aug 1994 homes damaged >-Coderich Cyclone July 1995 severe damage ~Owen Sound Apr 21.1996 Toruado some injuries . TntnmnrtatioJl~ )ÞNewboryOn Feb 17,1994 21 ears Chlorosuronie add, 100 bome eYaCIIatecl )Þ Hyde Park Feb 1995 Freight train smashed into statioDary freight train sixtan weredera¡led, diesel rue1Ieak,3 ears CQntabûng liquid propaoc were a ......' )Þ Kerwood 1991.1996,1997.37 aarsderailed, 4.100 Itr sulpburic acid spmed TOWD or200evac:. )Þ LoRden Railyant Jul 02, 1998 60 hrs of ButaDolleaked from pressnre va(yc, 3Ð hOme5evae. )Þ Loralon May 27. 1999 Rail carstruek taø.lcer œDtaiÐiIIg 75 tons of methanol, DO rup~ )0. Cbatiwn Dee 06, 1m two box ears derailed. )0. Tharold Dee 11.1999 and Dee 13, 1999 three freight C8J'S derailed )0. TbamesVillc Apr23.J999 -.---/ ')0. Guetph MOD JullO,1m Via RaIl derailed, 180 passeugers. minor injuries )0. Malty VchideaecldCDt BY 481 Sep 04.1999 " 1HE t.'E£Di'OIt I'MEROENCY PlU!PARI!DNESS ~.Qn!miqb.u~ thtJStl1t.2Í.Dl!I!XhiEbl! m.ïIW:: emerøencies gE[ ~ years ~in death~ and severe damaø'e. . ~Windsor 1947 Tornado 9 deaths, severe damage ~Samia 1953 Tornado 5 deaths ~Toronto 1954 Hurricane Hazel killed 81 ~LondoD 1968 Blizzard 10 jnches of snow >-Sudbury 1970 Tornado 5 deaths beavy damage >- London 1971 Blizzard 24 inches ofsnow, temp R15 F ~Windsor 1974 Tornado 8 deaths >-Woodstock 1979 Tornado 2 deaths 100 million damage , THE NEED FOR EMERGENCY PREPAREDNESS ~inOrl,o:no<Wisl....r....2000 Road and Rail accidents acount for 65% of the Canadian total ~36 Floods ~630 FolIOS! fires wore reported ~66 Communities have declared >- 15 R 20 Tornadoes have been reported ~J3 Emerªencies m Ontario emergencies in 2000 statistics Í!!!: 2000 The Deed for Emei'geDey PlanniDg COD't >London Jan 15, 1m Severe snow stono 17cm 50 winds )o..Aag 01, 1999 storm lOÐkmlbwinds building damaged. >LondoD Sep,25, 199.9 Es.tbquake.5.2 DO damage bat tremors felt in London )o.Aylmer Fire Aug 07, 1999 Plasti~ recyding plant )o..Loadon Amonia leaks Jut, 23, ~ 2~ and 31, 1999 >London Mar 08. 2001 workers pour iDdnsÞial drain cleaner into a balk bit... ) and combÎned with other substances created sulphuric add fumes. Two ~ worker were hospitalized. 141 residents oftbe home mmiy ofwbom are frail and orderly were threatened with 811 evacuation. " The need for Emergency Planning con't >- Goderieb Cyclone July 1995 severe damage >- Owen Sound Apr 21,1996 Tornado some injuries >- London Ice storm Feb 27, 1997 power disruption ~ Owen Sound Aug 1997 Toruado some injuries , j ~ Norwich Oxford Connly 3, Jun, 1998 damage to "-/ buildings >- London JuJ 25, 1999 storm 90 kmIh winds, damage to buüdings ~ Toronto Jan J4, 1999 snow storm ,10 em of snow Emergency declared by Mayor Lutman " Assemblin~ the Emer!!enc' ODcranons Cnnkol GrouD In any emergency the emergency services will be at the seene responding to the situation as it exists. When the senior Police, Fire or Emergency Supervisor at the site considers the situation, or the potential situation, is of a serioDs nature beyond the capability of the emergency services to manage or support without outside assistance, helshe will so advise the Chief of Police, the Fire Chief or the Commissioner of EnviroRl1:1entaI services and City Engineer respectively. ii' .. The Chief of Police, the Fire Chief or the Environmental Services and City Engineer will decide whether or not the situation calls for the assembly of the E.O.C.G. and if so, will request the Police Duty Officer to contact the E.O.C.G. and request them to assemble. Similarly ,the Mayor or the City Manager may decide on the basis of information available that the Gronp should be assembled, and reqnest the Police Duty Officer to call the E.O.C.G. members to the Emergency Operations Centre. When a majority of the members "ave assembled the Mayor or acting Mayor may, decide that this plan will be activated and overall control of the municipal response will be assumed by the E.O.C.G. _b!in¡lhct:nICf8'C'ICYOpttosionICooIO'OIG1'011p Assemblv arthe EOCG: " THE EMERGENCY OPERATIONS CONTROL GROUP The emergency Operations Control Group (E.O.e.G.) Is designed to provide for the immediate and continuing face to face inten:baoge of information, assessment and planning among the officials responsible for emergency operations. The E.O.C.G. will consist of three groups of officials: Permanent members: Tr1Insno1'tation~ 10 passengers sbakea as foar ears and one >-ToroJltoTueFeb6,2001 engine jumped traek ~LondoD Sac: Oct 18. 2000 four freigb u.nd.eralled witbin the Citr)'liUlits, DO injuries were reported. and AO hzaf'l1ous material were on board >-Lonàon Wed Mil)' 03, 2001. Two rail can.can-ying automobiles derailed at the Egerton. Crossillg iD dOWDtow~ Loodon . 00 injuries "-. , AIM : The aim of this plan is to make provisions for the extraordinary arrangements and measures that may hav. to be taken to safeguard property, the health, safety and welfare ofthe residents of the City of London when faced with an emergency. Tr.IIISIDrIOIicm~: CITY OF LONDON PEACETIME EM_ERGENCY PLAN r' Responsibility for response: Responsibility for the response to any emergency situation occurring in the City ofLondoD rests with Municipal authorities. When an emergency situation can be baudled successfully by the emergency services responding in the normal course 'Of their duties~ that is the Fire Department, City police, tbe EnvironmentaJ Services Department and London Hydro Utilities Services Ine, they will, and are authorized to carry out their respective responsibilities in so doing without delay. When an emergency situation, in the judgement of one or more beads oftbe emergeucY services, requires resources beyond those immediately available, or occur major expenses, the City ofLÐndon Emergency Operaöons Control Group (E.O.C.G.) _..........·_.....·-~-I , .. Cm" OF LOIo."DON I'EACtTIM£ £MIÕItGENCVt'lJ,W " Mayor City Manager Deputy City Manager Chief or Police Fire Cbief Commisioner ofEDVironmental Services & City Engineer Commissioner of Community Services Medical Officer ofHea1th Emergency PlaDDing Officer nm~c:voPI!RA"ONSco¡.."mOt.:GROU!' .~"" Chief of Police Will have the following responsibilities in addiditioD to his normal duties: >- Having plans in place fnr alerting the pnblic of impending dangers. >- Initiating traffic control to facilitate emergeney vehicle movement. >- The provision of facilities for the City's Emergency Operations . Centre and alternate location and its security. >- Providing commumications support and information to the E.O.C.G. >- Evacuation of areas as authorized by the Mayor, or the immediate evacuation of residents for urgent safety reasoDs on the decision of the senior Police Officer on tbe scene in consultation with the E.O.C.G. Chierol'l'ø!>c. " ~ >- Will maintain a record of action taken by the E.O.C.G. in deaJing with the emergency: >- Arrange for the dissemination of information and direction to the pnblic through the media: >- Record emergency expenditures and arrange for assistance if the telephone system becomes overloaded. C<>InmiøioIIctør~So:r\Iic:cs"Cil)'~ >Procurement from other sources of special purpose engineering equipment not held oil City inventory. >-Provide advice on structural safety of buildiDgs and arranging with London Police for building evacuation if appropriate. >- Arrange for the d.emOlitiOD of unsafe structures and to arrange with Utilities to discontinue services (water, gas, electricity) in the interest ofpubUc safety. ----"'/ " >-Arranging for snow and building debris clearance to maintain vehicle movement. Will have the foDoWÎDg major respoDsibilities in,the emergeDcy: The Deoutv City Mana~er Will act as chair of the Emergency Operations Control Group and ascbief advisor to th~ Mayor, and in time of emergency will coordinate emergency operations at the Emergency .Operations Centre. In the absence of the City Manger the Depnty City Manager will assume that responsibility. The City Mana~er Fire chief The fire chief will bave tbe following responsibility in addition to his normal duties: )-- Providing information on the emergency to the E.O.C.G. >- Maintaining plans and procedures for dealing with spills of hazardous materials from the vieW point of prevention of explosions, or of the spread of noxious fumes. )-- Evacuation, in consultation with Police on the scene,·of areas involved with fire or explosion, or for urgent safety reasons. )-- Arrange for additional Firefighting assistance when \.,J necessary, and provide advice to other City Services to bring , into play other equipment as required. Fircd<ior z CQmmissbmeJ' of Environmental Servic_~s!£ Citv En!!ineer Rc:;pom:~"rlhc£.O.C.C¡.~lm::cn/Ic:rI " >-The Mayor with the assistance of the CityAdministrator, will represent the City to SeJlÎor Government and the Media. ~The Mayor may designate specific responsibßities to members .f the E.O.C.G. as deemed appropriate and reqnest them t. report on a continuing basis· for such special areas of concerD. >-Only the Mayor or the acting Mayor may declare an emergen~ to exist. MAYO~ >-Responsible for the direction and control of emergency operations. In exercising this responsibility the Mayor wilt be guided by the advice of the the members of the E.O.C.G. Responsibilities of the E.O.C.G. permanent members . Chief of Police continued: >- Arranging foradditiooal Police assistaDce. >- Arranging for the maintenance of order in any emergency " reception facility established by the E.O.C.G. >- Protection against looting within the emergency area. \J >-Guarding oftbe wreckage scene so that subseqnent investigation by other agencies is Dot hindered, e.g. an aircraft crash site. >- Liaison with the provincial/federal police. n The Emergency Planning Officer The London--Middlesex Emergency Planning Officer win be responsible for; )0- Acting as advisor to the E.O.C.G. and performing such coordinating and/or liaison functions as are required. >- Establishing contact with volunteers groups as required so that personnel areavailabie sbould their skills, resources and equipment be needed in the emergency~ »: Aclvising on the preparation of the Qty of London peacetime emergency plan. >- Preparing and conducting aonual Emergency Preparedness Exercises. >-Reporting to the E.O.C. and ensuring the activating oftbe centre aœording to the attacbed checklist. ~ lboEmclJ=o:yPtøMaorr_ Commissioner !If Environmental ~ I!!. City E!œr: S!!!!;. ¡ > Coordinating action for post-disaster clean-up and for the restoration of services, inspection of homes for re-occupation where required. >- Maintaining flood plans including river watch liaison with Conservation authorities and the weather services. >- Maintaining, with the assistance of the Emergency Planning Officer, a fuel supply contingency plan for implementa~on by the City in the event a shortage develops in the supply of refined petroleum fuels. >- Maintaining plans for response to spills of hazardous materials including containment, neutralizing/cleanup. > Maintaining plaus in place, for the alternate E.O.C.G. repair of water distributiou systems for fire fighting, support evacuations, forestry crews. , --" .' \ " Emergency Planning Officer, coot, >- Report to the E.O.C and ensure the activating of the centre according to the attacbed cbechlist. >- Ensure that members of the members of the EOCG induding ARES and the Chair ofEMMAC have been >- Along with EOCG members, recommending to the at)' Manager and Mayor if and when there is a nee d to are a State of Emergency. >-Cooperatewith other municipal departments, adjacent municipalities, and other emergency services. >- Determine if municipal resources are adequate to cope with the emergency. >-Taking such aetion as is necessary to minimize the effects of the emergency persons, property. or the environment. Commissionex of Communitv Servic~ Will be responsible in an emergency for: ~ Implementing plans in place, when 50 directed by the E.O.C.G. during a temporary evacuation to: :>--Open suitable facilities for the ~eptioD of residents unable to return to their homes, to manage facilities opened initially by Police !Fire authorities, the feeding and welfare of the evacuees with the help of volunteer agencies in the community, and using the resonrces of the local commercial concerns where necessary. >- Arrange with the Red Cross to operate a registration and inquiry service for residents temporally away from homes. >- Arrange for victim assistance centers, assist any person in need of food, shelter, clothing as a result of the emergency situation when so directed by the E.O.CC. /~-" ( .. ~ £mcrse1:yP!anaiølOffitcr,CDIII, " Emergency Planning OØicer, cant, >-- Reqoestiog a full report of aD emergency operatioDs from each emergency sernc:es and ensuren that the City Manager is informed. >--Maintain a log ofall actins taken. ~PillDnlnfOff=r,-. " The Medical Officer of Health Medical OfficerofHealtb will bave the foUowing responsibilities: CommiDiOllel'orConlnllmiI)'Servicco ~ Tbe ~ Provide advice to the Mayor and the E.O.C.G. oIi health matters. >- When adviscd by emergency service supervisors of an emergency situation involving hazardous substances or any threat to public health, provide advice on immediate precaution necessary for the safety of emergency workers and for the reduction of the potential for adverse effe$ts on public health and safety to the lowest possible level. >-- Arranging for the dissemination of special instruction to the public on health matters in the emergency as required. >- Directing precautions in regard to food and water supplies and arranging for mass immunization where required. )00 Notifying other agencies and senior levels of government about hea1th~related matters in the emergency. ThoM~om=oflblllo /~ I , SummaI:Y !If the main tODics ~WHAT IS AN EMERGENCY ~TYPES OF EMERGENCIES ~CLASSIFICA TlON OF EMERGENCIES . ~PHASES OF AN EMERGENCY ~WHO CAN DECLARE AN EMERGENCY ~THE CITY OF LONDON PEACETIME EMERGENCY PLAN » Advisoryaroup~ .~. Advisory group continned: ~ Emergency Measures Ontario ~ Upper Thames River Conservation Authority ~ The London Middlesex Disaster and Emergency Co- ordinating Committee ~ The London Medical Disaster Planning Committe ~ Ontario Provincial Police ~ The Incident Industrial Representative ~ The Ministry of the Environment and Energy >- School Boards The SUDDOrt "rOUD members mav consist !!fthe followin!! officials: ~General manager, London Hydro Utilities Services >-General Manager, London Transit Commission The advisor/Jiaison 2!:!!!m mav iDclude the foJlowim~': >- Regional Manager, Thames EMS >- Regional Coroner >- Thames VaUey District School Boards ~ London District Catholic School Board >-The Chair of Emergency Management Mutual Aid Council >- The Incident Indnstrial Representative " " ) .--- .~) TI\ere Is proU!ctton from a tomado. Most d~alhs and h\lury occur whcn bul1dlngs (ollapse or whl!ß people are stw(k by lIying debris, espeda.tty glass. So Ihe best move Is to get F-5 419 -512 Incredible .., \.' . ~ I~, \;¡\;. d' tornadoes according to .-. ~ IFol 10 116 117 0 lBO [!ht Moderate qukkly Inlo a well-surpoTte" . n- strong walls, such as a bôl1 malerlal. 11 you arc Qul5lde because 01 Improper anchIJ Environment Canada warns the public about lornadoes. But because they are hard to predict -- ... - _m. mU_. and (an move so quickly IIhey (an move up 10 70 kllometres per hour, so don't try 10 oulmn one!), tornadoes may strike wllholtt warning. Typically, a tornado Is preceded by a severe thunderstorm -the tornado's (unnel-shaped fmlll descends (rom the base of a thunderstorm cloud _ and Is associated wilh black skIes, strong winds, IIghtning.lhllnder and heavy rain or hall. SomeUmes Ihe sky will turn an IInusual (alum, SIl(11 as green, and the wind willso1fnd as if It's wroarlng like a freight lroin: The worst Canadliln tornado by death toll occurred al Regina on June 3D, 1912. When an F-4 cut a five-block.wide swalh Ihrollgillhe cllY, 28 people died, 200 were Injured and 2,500 leU homeless. About 500 buildings were destroyed. Oilier dcvastatlng Canadian tornadoes include the Edmonton torßi!do of July 31, 1987, which killed 27 people,lnjured 300 and caused $300 milll:m In damage. ,U ua:>cllu~m <Ilea. IIlhlS Is not posslhle, go Inlo a ronm whicli has' lroom or under stairs. (over yourself wilh pillnws or olher heavy . JOllch or lie down in a dild!. Houses collapse most oftell ring of walls to foundations and roofs 10 walls. Mobile homes ami couages are 1111: IIIU)l )U)~"Itihle to damûge, be(illISe Ihey are mosllikely to he unanchored or weakly constructed. ,.. Most tornadoes occur In June and July, Ihough (heir season extends fnml April to . September and Ihere Is no monlh when a tornado has not occurred. They are mosl (01 mon from mid-afternoon 10 early evcnlng. Tornadoes are graded for intensity on the "Fujita scale" (named after a noled lornado research scientist), from 0 10 5. (anada has never had an F-S tornado. Most tornadoes In Canada are weak: fully 4S percent are F-O, 29 percent are F-1. 21 percent are F-2, fnur percent are F-3. ilnd Just one per(ent are F·4. An average F-O tornado track Is estimated 10 be about 40 metres wide and 1.7 kilomelres long. An avefilge f-4 track may be 400 metres wide and 36 kllomelreslong. \~;w IIIUCIl \(:~l1age theY\~:U5e 1Bl ·253 254 - 331 332 - 41B ...."...uD.. I _ ~ Considerable Severe Devastallng 00 0 300 600km 1--0----'-==:::.1 r, Nlllnher of tornadoes IJer year er 10,000 kml ] less limn O~5 ] 0.5 10 0.9 ] 1.0102.49 2.5 10 4.9 5.0 to 7.49 _ .,···.~····,~.....····I 1.510 10 ,- . , I grcuter Ihan 10 -110 - 50 years retllrn period wi~d spl!ed lkm/hr) f .. . '" , o 300 GOOkm ~ I ! Because mos.t Inrßilllnes sllin «(lul1(¡~Nlud{wlse. IIInvin~ alt1l1~ an east In l1orlhei\stmlh, the willi!.!. un till.! SOlllh shl!! IIf the tunmdn are SII1lUI:1!f. Vortices inside a main tilnmdo can follow illllo1in~ Ira\1i rather than a straight !ine. They do not always slay on the gI'CHlJIII, bnl skip illrJlI~ cll!slroylng one house amt leaving nuighhullrs IIIllnudH!d. '\. .\ l..!:>~:;~,~. ,~,. - - . '::"~:: .",'/ 'tin;'o. .!Jjj r , ) - - . -- --- - - -.-- - ..-- --- ---~ "~ . ~:- } EMERGENCY MEASURES ONTARIO NEIL McKERRELL EXECUTIVE DIRECTOR COMMUNITY PROGRAMS EMERGENCY PLANNING ) 'c .. .~~ ,-~'"\, ) \ .I æ » ADVANCING THE MANAGEMENT OF PUBUC EMERGENCIES IN A FIElD OF COMPEßNG PRIORmES )- EMERGENCY PLANNING IS A LONG.ßECOGNIZED KEY TO WEU.oßElNG ;,;. RISKS TO PUBUC SAFElY ABOUND , PRESENTATION TO THE AS_SOCIATlDN OF MUNICIPALITIES OF QØTARIO ANNUAL CONFERENCE}~ØJ)_1_ æ » HUMAN NATURE INHERANTLV OPnMISTlC )- CAN LEAD TO UNDER-ESDMADON OF RISK COMPLEXIlY )- THE DEMON OF COMPlACENCY . æ RISKS 10 UfE AND PROPfRTV!tIE INCREASING WORlD WIDE WITH THE ESCIIAßNG SEVERITY 4\10 HlI ~ClES };> INCft~ING EXTREME NA1 » INCREMlNG RELUNCE ON » INCftfÆlNG URIL¥IIZATiOI ). INCREASING PRODIJCI1CIII, ,TA1lON OF HAlARDOtJS MAJEIW » INCREAÇNG AGING OF INf » lr«;RœlNG 1HRfATS Of" , 1 æ };> PUBUC EXPECTS GOVERNMENTS TO ANßClPATE EMERGENCIES , PUBUC EXPECTS GOVERNMENTS TO MINIMIZE NEGAnVE IMPACT ON UFE AND PROPERTY »ptBUC EXPEcrS GOVERNIIENT HIGH PRIORITY ON PUBUC SAFEtY . æ ,INDMDUAL SElF.pROTECßON INSURANCE » INOMOUAL INVEStMENT TO PROTECT RmJRE ):-RISKS BEYOND INDMDUALCAPABIUTY , c ,""--""- (",---,.. í~" ! 2 æ SCANNING ONTARID'S RISKS: )0 40 % OF CANADA'S POPULATION - >11.5 MIWON }> 1 MIWON SQUAREKlLOMElERS » URBANlZA110N . 71% OF ONTARIO POPULATION IN SEVEN lARGEST CITIES - 40% IN GTA " æ ......SOME OF THE INDUSTRIAL RISKS: ~ 50% OF CANADIAN CHEMICAl. MANUFACTURING ~ IN 1000, 40 % OF RAIL ACCIDENTS WITH DANGEROUS GOODS &: 68% OF MIL ACClDENlS Wlm CHEMICAl. SP.US :> IN 2000: A 25% INCREASE IN ROAD" RAIL ACCIDENTS INVOLVING HAZARDOUS PRODUCTS ,.. 21 LARGE NUClEAR REACTORS " J æ ENVIRONMENT CANADA'S CANADIAN NATURAL HAZARDS ASSESSMENT PROJECT SAYS: .. VlJtNERABIUTlES TO NATURAl EVENTS EXIST IN CANADA THAT COtJLO ONE DAY lEAD TO A DISASTER OF PROPORTIONS mAT WILL MAKE l8E ONES EXPERIENCED DlUS FAR SEEM MINOR IN COMPARISON' . æ > DUE DlUGENCE OBUGA nON ON PUBUC SECTOR TO DEUVER A PUBUC SAFElY CULTURE SUPPORTING SUSTAlNABlU1Y AND RESIUENCE OF ONTARIO coMMuNmes , æ _.tHEY CON11NtJE:: "COSTS FROM NATURAL DISASTERS TO mE PUBUC PURSE. PRIVATE SECTOR. AND INDlVlDlIALS ARE VERY LARGE AND ARE UKRY TO GROW lARGER," "IT MAKES GOOD SENSE FOR CANADIANS TO O£\lELOP A CUL RJRE "fHAT WIll. MINIMIZE THESE COSTS AND THE HUMA,~ _MISERV THAT GOES ALONG WITH EVERY DISASTER." " æ LOOK AT WHAT'S HAPPENING AROUND. US: )0 1998 WE.CI1IER RE1AŒD DISASTERS AROUND THE WORLD COST MCIIE TIf.M AUBUCH DISAUERS CO_NED IN THE 1980S )0 19908 SAW THREE fOLD MORE NATVRALDISASTERS TIIMI THE 19608 BUT THE COST ESfAATED MORE 111*'1 NINE FOLD )0 THREE CWADWl NA'J1JRAL DISASIÐIS COST 1.4 BlUJQN IN R.DERAI.. ASSISTANCE:· SAGUENAY ROOD (1996) -RED 8MR ROOD (1997) - THE ICE STORM (1998) . .,--.-/ --./ 3 æ THE KEY TO PRUDENT EMERGENCY MANAGEMENT PRACTICES TO PROMOTE PUBUC SAFETY IN ONTARIO IS EFFECTIVE PARTNERING AMONG THE PRINCIPAL STAKEHOLDERS .. " æ ......SOME NATURAL ENVIRONMENT RISKS: > 15 - 20 TORNADOS ANNUALLY )0 IN 1999 > 1,000 FOREST FIRES WITH SIX COMMUNITY EVACUTAlONS ). flOODING; SNOW & ICE STORMS; WIND DAMA.GE ). 51 NATURAL DISASTERS IN THIRTY-FIVE YEARS REQUIRING FINANCIAL ASSISTANCE (~.., //-, ~, i . TOWN OF PORT HOPE AND HOPE JESSIE MUTTER EMERGENCY PLANNING OFFICER EMERGENCY PLANNING )' ' ,- ') ') ßA'~ Ø/S7'R~ / HØ/A'ßt?ß~4..e t?&..e..e4.ß&R4~&A' III CMCn.qCNØI¡ P..eIlNN!JNq ~cIIC PØR~ cIIØPC CXPCR!JClVeC Presented to: AMO Conference August 21, 2001 fu: Jessie Mutter, Coordinator, Port Hope CAER Group ;~. ,~.--, " IndustryfMunicipal Collaboration ---The Port Hope Experience AMO Conference August 21, ~ Helps to ensure the safety of workers, emergency responders the public. ~ Potential to reduce property and environmental damage ~ Knowledgeable personnel, both industry and municipal, can respond appropriately more quickly. ~ Incident costs are reduced and recovery time minimized. ~ Increases public confidence in industry, first responders and the municipality. ~ Increases the confidence of responders in both industry and the municipality. 2001 2 .j Why a Joint Committee? and ,) '- A partnership between the municipality and local industries. Port CN/CP rail lines Highway # 40 I Trans-Canada Pipeline Ganaraska River Ganaraska Forest Health Threatening Events Darlington Nuclear Generating Station Environmental (Weather) Events Industrial Incidents Hope CAER Group- Planning Considerations I \_-.../J &2) 1 lists Who Is A Member of the CAER Group Materials (MIAC ~ All Industries Using Hazardous ~ Municipal Administration ~ Municip¡1l Elected Representative ~ Fire Chief(s) ~ Police Service Representative(s) ,. ;,...--.. Informed and welcomed at any meeting ~ Emergency Measures Ontario ~ CN/CP rail representatives ~ Public WorkslWaterworks ~ Hydro/Natural Gas providers ~ Public HealthlHospital/ Ambulance Personnel Area Officer Resources Emergency Measures Ontario Emergency Preparedness Canada Major Industrial Accidents Council of Canada Hazardous Substances Canadian Chemical Producer's Association 'Responsible CARE' Other Similar (CAER) Groups Emergency Plans of Associated organizations Internet Vision Within an informed community, to be leaders and partners in community awareness and in an effective emergency response system. Helpful ( ./-' IndustryfMunicipal Collaboration ---The Port Hope Experience 3 2001 AMO Conference August 21 IndustryfMunicipal Collaboration --The Port Hope Experience AMO Conference August 21 2001 4 ¡ '",J Liaisons government Provide security, safety equipment, training, and infonnation on workplace hazards (including chemical) · with provincial Plan and participate in training and exercises with conununity and area agencies. · Internal emergency plan · Mutual aid assistance Conunon problem solving group · Conununity emergency plans · Emergency coordination of plant personnel · Joint education and training · Emergency coordination of emergency response teams. ..J' · On-site protection oflife and property · Interact with other emergency response agencIes · Protection of persons and property · Safety programs · Coordinate emergency plans · Establish public safety programs · · · · Employee safety · Infonnation sharing Open lines of conununication · Resident and transient safety · Industry Responsibilities Responsibility Sharing Safe work practices · CAER Actions · Municipal Responsibilities Provide a safe conununity ) '-....,..-" Fostering inter-industry sharing and collaboration for the benefit of the Municipality of Port Hope's emergency preparedness, Port Hope CAER will enhance the public's confidence in local industry's corporate citizenship and their awareness of Emergency Planning within the town. Openness Preparedness Public Confidence, Responsibility Safety Sharing Systemic Correction Mission: Values /'-', I . To identify risks to the community associated with town industries, transportation corridors and natural occurrences. Goals .('-"~'" To develop a system for the sharing of information, expertise and equipment which could be made available in the event of an industrial, natural or transportation emergency. To integrate industrial and municipal emergency response plans. To provide information to area residents on municipal emergency plans, the role of industry, potential risks and appropriate emergency response. IndustryfMunicipal Collaboration ---The Port Hope Experience Personnel, Supplies and Equipment. 5 Inventory ofIndustry Resources: 2001 AMO Conference August 21 IndustryfMunicipal Collaboration --The Port Hope Experience AMO Conference August 2 I In the case of a transportation incident or other emergency involving hazardous responders, and the MECG, will use the NAERG 2000 handbook as a guide. 2001 6 j "-~ materials Emergency Responders, and the MECG, will use guidelines in detennining appropriate protection distances. The Port Hope CAER Group keeps these guidelines current through annual revision. In any industrial emergency Police, Fire nonnal roles under their Emergency Plan. and Ambulance persormel will assume their ¡;¡ ¡;¡ Providing an advisor to an MECG constituted during the Taking follow-up action to analyze incidents and avoid recunences. incident; and Participating in the formulating of regarding the incident; ¡;¡ Community Awareness Providing an advisor to the site command officer for the duration of the incident; bulletins ¡;¡ ¡;¡ Together with the initial emergency call, providing advice as to the nature, quantity and properties of any hazards present in the emergency area; .~ ¡;¡ Collaborating in event mitigation, under the direction of the Fire Chief of the Town of Port Hope, through the use of industry personnel qualified to deal with specific situations; Turning over responders responsibilities for upon their arrival on scene; ¡;¡ Notification discovered; site command/control to town ¡;¡ In anyon-site emergency Port Hope following actions: of town responders as soon as an emergency event is industries are committed to the Industry's Responsibility Based on a Hazard Analysis and Risk Assessment (North American Emergency Response Guidebook used as reference) The Industrial Annex ".~ Emergency Exercises The exercises were of a variety of formats; each designed to test specific aspects of the Emergency Plan. Some sample exercise goals follow. (~. ~ To assess operational readiness of both the community and industry to deal with a major industrial hazard. ~ To reveal planning wealmesses and resource gaps. ~ To clarify roles and responsibilities and reveal coordination level ~ To exercise communication between an incident site and the (MECG) Municipal Emergency Control Group ~ To exercise the hand-off from industry to town responders and from town responders to the (MECG) ~ To exercise the notification procedures. ~ To exercise a transportation emergency involving hazardous materials on a route. ~ To exercise the responsibilities of town emergency responders, including perimeter establishment, responder safety, traffic control, resident safety and cleanup procedures. ~ To exercise the integration of all levels of community response. ~, ( Community Awareness Media releases Council presentations Pamphlet distribution Fact Sheets Plant family information distribution Focus Group discussions Public Displays Joint Training Opportunities Chemical Hazard Specific Industry Specific Rail Tank Car Truck Tank Car Critical Incident Stress -, IndustryfMunicipal Collaboration --The Port Hope Experience 7 2001 AMO Conference August 21 Industryl!v!unicipal Collaboration --1',c Port Hope Experience AMO Conference August 21, ~ Maintenance of standards involved in Provincial Partnership Program 2001 8 '--./' ~ Restructuring of CAER Group to encourage increased membership ~ Ongoing community awareness program ~ Training programs ~ Liaisons with at-risk and interest groups '-...-./ ~ Review oflessons learned from situations in other communities and evaluation of application to Port Hope with community partners ~ Liaisons Implementation of exercise recommendations ~ ~ Evaluation of exercises ~ Conducting of regular exercises ~ Regular review of completed annexes ~ Regular revision of risk assessment ~ Regular revision of hazard analysis Future Activities of CAER .~ EXERCISE SCHEDULE , r/'~\ Exercise Goals Type of Exercise To exercise the community alert system To exercise the initiation of calls by the local communications center To assess citizen receipt of warning and their understanding Communications Exercise Year 200 I -- Spring To exercise Police, Fire, Ambulance, Works, Communication and MECG (including alternates) To assess municipal readiness to manage a longer tenn environmental occurrence Environmental Paper Exercise -Fall 2001 To exercise the industrial emergency plan To exercise community alert systems To exercise a hazardous 1ransportation emergency involving thè release of a hazardous material on a road route To exercise the complete emergency response system Industry/Transportation Field Exercise 2002 To exercise notification procedures To exercise the assembly ofMECG and control staff To exercise the emergency plan of a town service To exercise community alert systems To build public awareness of the emergency plan Municipal Service Paper Exercise 2003 To exercise the industrial emergency plan To exercise the community alert system To exercise the availability of personnel during off-hours To exercise the coordination of industry with town responders To increase public confidence in the emergency plan and emergency responders Industry Table Top 2004 To exercise an industrial emergency To exercise the availability of key personnel during worlång hours To exercise the complete emergency response system To involve simulated casualties Industry Field Exercise 2005 material To exercise a situation involving the release of a hazardous on a rail route To exercise community alert and response systems Table-Top Transportation Exercise 2006 Industry/Municipal Collaboration ---The Port Hope Experience 9 2001 AMO Conference August 21 ---"'J" "0' EMERGENCY MEASURES ONTARIO RANDY REID, MANAGER COMMUNITY PROGRAMS EMERGENCY PLANNING ) ) V...,oo. æ COMMUNITY EMERGENCV MANAGEMENT M QUESTlONNArRE ".. ,- 0_ ... .-- 'h a,....,...,.m ac.r,·e .-- 1:If_.1IO ~ ....~.e eonm...ttJe,""".._""ncyl'lln '~'21 IIVJIoOO·11 a"¡x.___.._,",,,",pIoOO7 0111__.' 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ACCIDÐmI, DltOl.lØH'l1 ........ ~SINpt.AHFORSPEelF1CWoZMOS IDENIIFII!OwmtAHlGHPRøaABlUTYlfI1IK ~- PRfPAR!OIŒS$I'ItOOItAM(fIWNI'IO.!X!RClStS, P\IIWCEJXIÇf,TICIff)MUSTl'ROVIIEfORALL CCNTII"'ElKII'AÐDRI!SRDIHTHEHAZNlD IDEHTlFICATIOH,RISI<ASIESIM!NTAHDPUoH ~MERGENCY MEASURESONTAR,œ THE BASIC CONCEPT EVERY COMMUNITY SHOULD HAVE AN EMERGENCY MEASURES/MANAGEMENT PROGRAM ~ERGENCYMEASURESONTARlæ THEBLUEPRINf "GOAI.SICRlteAIAI .œw:LO!'EDBYttlEIitAJORINOUIITIUAL ACCIDENTSCOUHCILOFCANAOAIMW:C) .ADOP1'!DIIYTJtI!CANADlAHASSOCIATIONOF FIRI!QllEFS "THIŒElJ'I'EPPROGRI!SSIONTOexcELLfNCZ .,,,,,,,,,, .- ._- :MERGENCY MEASURES ONT...œ ~MERGENCY MEASU.ESONTAR'O~ H,uoARDOUS !'ACIU1'V "A FACLITYWlTH HAZARDOUS PRoDUcTS WHERE THE CONSEQUENCE OF A SYSTEM FM.URE OR AcaDENT IMPACTS ON PU8LIC :sAFETY" ,..,,,,,... PREPAREONElII ...."'... ""0''''' ~ERGENCYMEASURESONTAR,æ PARTNERSHIPS TOWARD SAFER COMMUNITIES (PTSC) PROGRAM , ~MERGENCYMEASURESONTAR,œ THE PT5C PRnGRAM .......... 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COMMUNITY AM) INDUSTRY 'll:ECOGIITIONAWARDS,8ROHZ!!,SlLVER,GOl.D .. ~MERGENCV MEASURESONTAR,N THE PARTNERS ~ 'THE PROVINCE. -£MeROeNCYME1IIIURUCH1AA1O(atOI · OHTARIOFlREMMSIW.(OFM) · OTMPII'ROYINCH.MlraTRE8(M01!,MOt.,MTC ·OHTNIIOMSOCIAnDNOFFIltECHIEFS 'NATIONAL ·C_ASIIOQIATIONOI'FIA!!CHIEFI 'ENVIßONMEHI'CAHAtM. · ~PREPNII!DHEQCNW)A ~MERGENCVMEASURESONTAR,œ RISk MANAGEMENT KEYELEMEHTII · ElllEROENCYPLANS · HAZAROOUSMATE1'IIAUAHNEXU · EYALUATINO . """.... · DAHOEROUS 000 DS CORRIDORS ·ZONIttO&8Y.v.,WS · MOCEIItlllAmVMANAOEMEN'TIElJ'- AllSaSM ENT QUESTIONNAIRE · SGTUI'ROORESIJIOHTOEXCEU.ÐICI! ~MERGENCV MEASURESONTARI{~ """""'" 'EMO·I'A:OORAM 10HØ DATABASE SUPl'ORT "AReAAIMSOAYCOUNQUJ "PROYINCW.ADWIDRYCOUNCIL "AUOCIo\1'ICIIa(INDlm'RTNIlJOTMI!RS) "OT1fEfIJOINTCOORDlNAT1NGCOIIIMITTE£S . " QUESTIONS ~MERGENCVMEASURESONTARlœ -~MERGENCY MEASURES ONTAR'....~ INI'ORMATIONNEEDt';D ~ .IHCIDEHl'REflPONSEHFlXEDIiMOVINO- . VULNERA8LEPOPUt.ATIOttREIIPONSE .PU8UCEOUCATION . RUIKCOMMIINCI,TION .CRlfllSCOf,IMUNlCAnONS I!JW ,..,,, TERMINATE TRAN3FER TO..ERAT£ ~MERGENCV MEASURES ONTARIO~~ EMO oATMAse "NUMBER Of' COMIItIIHIIlES wmt IlAZARDOUS FAClU'I1ES '_BEROFCOMMU~PARTIC\PATlNaINTHI! '"~ 'NUMBER OF JOINT c:aofIDlAATlNO COMtoIITÆES "AWARItSTATVSFORv.cuCOMMUNITY " ~MERGENCVMEASURESONTAR,œ THE PAR'mERS . THECOYMUNlT'f' ·MllHlClPAUTI!S · !tOUSTRY~~FAClum!S · TRANSI'OII.TAnDNSECTOR · FIRSTHþ,lØIS '. --' i '---J , ! Emcrgcl1l)' MC3SUn.OS Ontolriu 03/01 -" Steve Beatty (519) 679-7055 0~oronto L__""q ~~~-, I:> Randy Reid -- Manager, Community Programs (416) 314-8608 ! Philippe Geaff,ian (613) 270-8033 Ç;?-_.,' -È' r--' ,_Yl. ~ \--,r . ~ Ottawa /v \.- .5 lI~sa¡enutlosc;Ù" irtjonnatiorLellw@jUS·IJIW.orLca aperatiollS.elrw@jUS·lJov.onca traillirrg.elrw@jUS·IJIW.OILca , 'For rnore irifomratiorr p[ease COli tact: 1£1/I£rlJelU:Y :Measures OlltarW (416)314-3723 25 çrosvelwr St, 19tft 'Flñor 'IórOllto, IY}V :M7}! 1'16 Southern Ontario Area Officers __~____ _____uo__________ __u _._ w*. s N .______~_... _ ____ __u_.___ EMO Areas ) ì J -~~" ..----------- ---_.-- Suzanne Bernier (705) 564-4474 Gary Kartan . (807) 473-3191 -------_._,,---- Northern Ontario Area Officers Community Programs Ministry of the Solicitor General Emergency Measures On tario " .--......". , I to 12:00 Noon 2001 - 10:30 a.m. Tuesday, August 21 , (r , Labouring Through Change Workshop Town of Caledon Mayor, Carol Seglins, Hicks Morley, ilton, Jason Mandlowitz, Counsel, Hamilton, Stewart, Storie Craig Rix, Counsel, Hicks Morley, Ham Stewart, Storie Chair: Speakers (- (- ASSOCIATION OF MUNICIPALITIES OF ONTARIO LABOURING THROUGH CHANGE AUGUST 21,2001 Craig S. Rix & Jason E. Mandlowitz mCKS MORLEY HAMILTON STEW ART STORIE LLP BARRISTERS & SOLICITORS THIRTIETH FLOOR, TORONTO.IJOMINION TOWER, BOX 371, T.IJ CENTRE, TORONTO, ONTARIO M5K 1K8 TELEPHONE: (416) 362-1011; FACSIMILE: (416) 362-9680 WATERLOO CITY CENTRE, 100 REGINA STREET SOUTH, SUITE 200, WATERLOO, ONTARIO N2J 4P9 TELEPHONE: (519) 746-11411; FACSIMILE: (519) 746-4037 TALBOT CENTRE, 148 FULLARTON STREET, SUITE 1608, LONDON, ONTARIO N6A 5P3 TELEPHONE: (519) 433-7515; FACSIMILE: (519) 433-9827 366 KING STREET EAST, SUITE 310, KINGSTON, ONTARIO K7K 6Y3 TELEPHONE: (613) 549-6353; FACSIMILE: (613) 549-4068 150 ,ue METCALFE STREET, SUITE 2000, OTTAWA, ONTARIO K2P 1P1 TELEPHONE: (613) 234-11386; FACSIMILE: (613) 234-11418 - Website: www.hicks.com ('-..\ - ( " ( , · Hot topics in the Case law Employers Need to Know Q and A Opening Remarks and Overview I....·-_s_-..UÞ Opening Remarks and Overview , The Municipal Labour and Employment Environment · The new Ambulance Services Collective Bargaining Act · The new ESA · WSIB Mental Stress Policy , 1....·----.·W' .. .../ , / ......... '. j ,~- 1 Craig 5, Rix and lasonE.Mandlowitz Tuesday,August21.2001 AMO Conference "Labouring Through Change" l-·----u.o .....--..-.-...... The Municipal Labour and Employment Environment ( .....--,--1.1.' Wage increases by Public & Private Sectors. 1991-200 ., "r -- :t .... :~." .~ _.c.'-"" ..........-. I "r" ~. ,~ :¡--=. .. -- II ..;...,'- -'. ..~' ."..:. . ; , ¡ .. ... i ¡ (~' ___I__~ I I i I ... ,," ~ "1"----.;" :...,,:..-:-: ....:,.j'.--....:,., ~.-.-..--"--- Wage Trends LastTh ree Years 2 ?~. ( 3 ) , '-/' ___SI__I.U' Consumer Price Index "-re_.uICn."Ioelnlhleo,.....",Prlulndn lraml"..IIII.momnolllMlI'....IðuI'... . _ ..r 1.. _ _ "_" I-·--·-_w Unemployment Rate U~rlll' .........,.-.. , , " 1..., \.. ,_ __I 1---1--111' Distribution of Increases ..-- L .- -I 0___ I'· M !:t ~ '_L . ,- :r ......n 1\" -.. :" õ..U i.. "" /,./ ~., ~., ,:' ,.># ,i' ,,.' /,.," /,./ ~., #' ,i' ,,' /' -1''' ,¡,.:.,' ---,~, ,-~ '---"") ..~' ......--.--.... ESA, 2000 and Regulations in Force on September 4,2001 I---'--~ What's New? , Agreements in writing · Posting of Prescribed Information · No Permits " ~, r ' (-" 4 !-..----.... What's New? · 11 hours free from work · 24/ 48 consecutive hours off every two weeks · Overtime Averaging Agreements , Time off in lieu , Public Holiday Pay · Parental Leave " /,--......., 5 /_.____u.o Hours of Work , New daily and weekly maximums . Agreements for excess hours , Establishing the extended day in a union/non-union environment " .,.,.........,. employment cont,.ct p,ovides . g,e.te, 'ight 0' benefit to the employee " Exception Cannot contract out of an employment standard , The Greater Right or Benefit l-----u.o 1.....__,__""" What's New , Emergency Leave . Compliance Orders . Notice of Contravention , Penalties up to $500,000 for repeat offenders " j ...,/ 1....·-----.... Agreements for Excess Hours · Specified number of hours · Employee must agree (get agreement in writing) . · No more than 60 hours in a week. or as prescribed " r-' i 1.....-----.... Agreements Revocable · 2 weeks written notice from employee · Reasonable notice from employer ''1 "I r'" , . 6 F----~ Overtime Pay · Time and one half "regular rate" for all hoUrs over 44 in a week or other prescribed threshold. " (' i ,-.-.,j 7 J -----.~ Overtime Pay Averaging Agreements . Hours of work may be averaged over a period of not more than four weeks . Agreement must provide for expiry date . Non·union 2 year maximum " I-----~ Time Off in Lieu , One and one half hours for each hour of overtime may be taken as time off instead of overtime pay if the employer and employee agree to do so. '" 1-----: Posting Requirements . Ministry of Labour documents " , I ., / .,-.......... 1....·_.._$0__"" To Do , Put hours of work on the bargaining table · Draw up written hours of work agreements for non-union employees · Check and revise schedules , Revise employment offer letters .. /'~ ! . .....____u.o I Time Off 11 hours "free from performing work" in each day , (' 8 , 1-----"" Days Off , At least 24 consecutive hours in every work week. or , At least 48 consecutive hours in every 2 consecutive work weeks " On ca 8 hours between shifts unless total time in successive shifts does not exc~trl13 hours or parties agree otherwise employees excepted , · r--- ! 9 . -____u.. Leaves of Absences . Pregnancy and Parental leave , Extension of leave . pregnancy leave up to 17 weeks . parental teave of up to 35 weeks, if pregnancy leave taken · parental (eave of up to 37 weeks otherwise " ; .~_.. I..··-~-_..... The ESA and Civil Litigation · Act bars simultaneous ESA comptaints and wrongful dismissal claims for notice and severance · If wrongful action is commenced, an employee may not file a complaint or have a matter investigated · Class proceedings " ) .~. ___s-.-..w Public Holidays , Elimination of three month employment requirement . All employees are eligible for holiday pay, regardless of length of service, unless exempted by regulations , New formula to calculate " ..-..-'" ......_-,--~ Emergency Leave Entitlement 50 or more employees up to 10 unpaid days per year Personal illness, injury or medical emergency Death. illness. injury or medical emergency of listed family member , "Urgent matter" involving listed member not defined in act (case by case) ~, / · I-----~ Listed Family Members , Spouses, common law and same-sex partners · Step-relatives and in-laws , Any dependent relative " --- ( _____u.o Entitlement to Emergency Leave Employee to advise prior to taking of leave If prior notification not possible employee to advise as soon as possible after beginning leave "Evidence reasonable.in the circumstances" · , , 10 " .--, ( , I, _____LII' Who is Covered? · All but CECBA employees, HILDA employees and Air.Ambulance paramedics · 23 direct municipal operators and 33 services contracted by municipalities " , · , , , History Royal Assent: 02/29/01 " .I-----~ Ambulance Services Collective Bargaining Ad Contravention ofthe Act Monetary Penalties - maximum fines from $100,000 - $500,000 for conviction Proactive Inspections " Role and Powers of Employment Standards Officers · Enforcement and Compliance 1-----~ -....." ---) 11 , 1-·--·--·..... " EASA (a) the number of ambulance workers who are required to provide essential ambulance services; Terms of (-'\ T -----..... " EASA (b) required number ambulance workers shall continue working during any strike or lock-out of employees in the bargaining unit of which they are members Terms of ( T ____-.oW' EASA identify the additional ambulance workers who will be subject to being called into work; and 12 . Terms of (c) /"'-""'" 13 J ---__w Terms EASA (d) set out the order in which the ambulance workers referred to in clause (c) shall be called in to work. " I-·----w Terms of EASA . If, as a result of unanticipated emergencies, the numbe, of ambulance wo,kers who a'e ,equi,ed to wo,k unde, an EASA is not adequate to enable an employe, to p,ovide the essential ambulance services, the employe, may inc,ease that numbe, fo, a pe,iod not to exceed 72 hou,s to ensu,e that essential ambulance services continue to be p,ovided. " 1-----: Use of Other Employees , Managers and other staff may be used during strike / lock-out " ,~. '-.-" .J -l·-....·-..-·-_w (-. If ESA not Negotiated - Board Processes .' I....----w If No EASA and Legal Strike/Lock-out , Non-ambulance workers · can strike/lock-out , Ambulance workers · o¡d terms and conditions continue · no strike/lock·out " ______wo to the OLRB The Board may make any interim or final order it considers appropriate Application . . /-'~, EASA and Legal Strike/Lock-out EASA can't If . Ambulance workers under strike/lock-out Applies to identified workers and additional workers Old terms and conditions apply while working . , 14 " ,~, í 15 .¡ -____u.o Key Restrictions . The Board shall not issue a declaration if a least 75 percent of the employees in the bargaining unit may continue to strike or be locked out despite the essential ambulance services agreement " Board considers only whether: . . because of the number of persons identified in the ESA. the employees are deprived of a meaningful right to strike " , '---_../ . ¡ \,--...-../ . Meaningful Right to Strike Deprived I ....-___u.o A party may apply to the OLRB if: . EASA deprives employees in bargaining unit that contains ambulance workers of a meaningful right to strike . "Meaningful Right to Strike"· brand new term " . Meaningful Right to Strike Deprived The Trigger to Interest Arbitration I . -___.....u.o ..J ....._.._,__.W' Remedies Amend EASA Direct the parties to continue negotiations .. !.....____W' Direct the parties to confer with a mediator · . , ¡r-"-\ I · · Remedies Order that all matters be referred to binding interest arbitration " Any other direction the Board considers appropriate (-.,'. , 16 1_____111' .. nterest Arbitration . If no meaningful right to strike seven days to appoint single arbitrator apply to Minister if can't agree in appointing an arbitrator. the Minister may appoint a person who. has no previous experience as an arbitrator, has not previously been or is not recognized as a person mutually acceptable to both trade unions and employers ".-.-.,." r . 17 .~. A comparison, as between the employees in the bargaining unit and other comparable employees in the public and private sectors, of the terms and conditions of employment and the nature of the work performed , Pay nterest Arbitrator the economic situation in Ontario and municipality where employees in the bargaining unit provide services J -____wo Beyond Ability to .. · · the extent to which serviceswould have to be reduced in light of the decision, ¡fcurrent funding and taxation (evels are not increased in the ¡ .~ · the employe,'. ability fiscal situation consider: to pay. in ightof Is . Pay The arbitrator shall nterest Arbitrator . selects method of arbitration mediation·arbitration Cannot be f¡"atoffer selection without mediation Minister Default: Beyond Ability to 1---1--.... nterest Arbitration -..----..... .~.. , J -.-.---..... Workplace Safety & Insurance ason E. Mandlowitz I-·----~ Classification · Schedule 1 - Collective Liability . Annual Premium . Experience Rating , Schedule 1 = Individual Liability Direct Costs " ~- ( /""",~', ! 18 1-----... Schedule 1 - Premiums 2002 · LoealGove,nment (845) 1.56 + 7.6% · Lib,ary·Serviees (817) 0.34 nle · Nursing Homes (851) 2.49 + 1.6% · Wate, Systems (835) 1.66 --- · Gas Dist,ibution (838) 0.32 8.6% · Child Welfa,e (875) 0.63 + 8.6% " r-' 1_......___1.11' Major WSIB Policy Issues · Accident/Claim Reporting · Re-employment Compliance Penalties · What is a Policy? · Mental Stress " M · Administrative charge (31.5%) Claim costs (all direct costs for LOE, Healthcare, re-employment, LMR, etc.) · · · , Schedule 2 NEER MAP CAD-7 Schedule 1 Experience Rating I....·----W' - Costs 1-·----W' , , , , -~ .~/ ) 19 20 ___S__.UI' - Mental Stress , Pre-1998 · work~retated · work as significant contributing factor · merits and justice · posHraumatic disability entitlement " 1-----..., Mental Stress , January 1, 1998 · section 13 of the WSIA · general prohibition · no daims for human resources reasons · sudden and unexpected traumatic event · wo,k-related " 1-----: Mental Stress . Revised WSIB Policy effective January 1, 1998 adds entitlement for cumutative stress recognizing delayed onset, muttiple events adds entitlement for harassment as a sudden and unexpected traumatic event " f', /"', , ' r 21 1-----..... Mental Stress: Other Considerations · Relationship to SID / LID · Relationship to OHRC, OLRB, etc., · Program of care " ....,/' , _.__.__W' Mental Stress: Implementation , Determining work-relatedness vs. personal factors , Medical diagnosis · Medical information' access, confidentiality · Adjudication of harassment " J _._w___: Mental Stress mplementation · Date of injury · Effective date · Financial considerations i: , -~ i ....,/' ¡.....____u.o Employer Responsibilities / Actions · Manage WSIB Stress Claim · Return to Work · Duty to Accommodate · Re-integratlon .. (' \....____u.o Employer Responsibilities / Actions , Training / Re·training . Access to Wellness Program , Program of Care " ---. ( 22 :I _____u.o, Labour Relations Act . 2000 Amendments . Bill 139 . Amendments affecting employers .. /''-'''''' J_.....----wo Dishonesty . Can an employee be dismissed for lying? . Recent Supreme Court of Canada Decision· McKinley v. BC Tel .. 23 ~I""-_'__W' Hot Labour & Employment Topics 1.....----: Fire Prevention and Protection Act . Designations . Working group review , Municipal survey .. "-.-./ .~) 24 1.....----...... BBQ and Picnic Season , What are the responsibilities of the Employer? . Employer supplying alcohol to empioyees . social host liability . Employer liability to third parties· john V. Flynn '" r'· ,~', ! ' (~- ! '--- Tuesday, August 21,2001 -10:30 a.m. to 12:00 Noon Workshop: How to Make your Municipal Hardware Work Harder for You Chair: Peter Hume, Councillor, City of Ottawa Speakers Randy Cooper, President, Trolining North America Bill Daley, Vice President, Corporate Development, Canadian Niagara Power Company Jim Gorden, Mayor, City of Greater Sudbury Lynne Woolstencroft, Mayor, City of Waterloo 7 "~. ; I /""~-.'." "~" i Positioning for the new model Magazine Subse,jptions ..ro.OQO~________ ~..oo.ooo~___. ~ t::M393Zin"", Ë:3S0."OO-~ ;:<::1'00,000- (.JZ50,OOO ::CDS.1Iles 0 f.;lOO,OOO ~lSO,OOO 3100,000 . w.ooo· . Voice 0 Assumption: 20% of (;)OJ CQ 0"" O'\- O"'J O~ subscribers to the top 10 ...,OJ ,,-,0 ,,0 ....0 ,,0 ".0 mag¡¡zjneswill receive ¡¡ndreadthecolllent Soun:o:F,¡II" online by 2004 '-.-) ~I ._~"J " Positioning for the new model , Interactive Entertainment CIntcr2tctlVe . NaHOwc'IstTV t:Bro;dcastTV t::VidcoRentaJo.; .BusÍl;1css$oftware . Magazines C;CDSak:s .V"''''o: Assumptiol1::20"I,,(> video game pUlc;hases w¡H beof1lÎne by 2004 - -~~~~~77 ~/ .--=---- e¡C) <::JO 0"" 0.'V Ç:¡'" <::J~ ...CO¡ ,,<::J .,..C) ",,0 ,...C ",,0. In!~r~cti'eOl~aISo"w.v~A.SOc'''tio:¡, 70.000_000 ';;i"6o..00o.000 ;;50.000.000 < g,40,OOo.OOO Œ3o.000.000 o ~ 20.000.000 c"o.ooo.ooo So'",OO; ! ~. , ' ,~, 'î .;., Positioning for the new model Bandwidth Supply 70000,000 -- r:Int<:rilctM: ~60.000,OOÒ '--~.__.........c..... ___ 0:; N..rrow....st TV ê.: / r:ßro'SdC3stTV ~SO,OOO,OOO~--7 ' . - . eVid"oRent¡¡1s g,40000,OOO-;--____._/ ~ 3O.000,OOO__~ ".J _6usÌl1essSoftw¡¡rc o .-/ ~ :¡;o.ooo,ooo.:.............___ _Magazines , . t:l.l0,OOO.OOO.:...._~ CCDSales o~ . Voice 0¡0¡ 00 0'" 0"" 0'" O~ ~on,;crvan\llòsu~ptt ...O¡ ",0 ",0 ",0 .,.0 ",0 Aggrc$$I\lcSupply 'Sou'~ø: R,,,,oI..anoe ,. -+ .,...........' .~) J .~ ·";~"':,,"';·:~::""1%;1 ¡;ÕP'TICCABLE 000 X faster than the best regular modem UGHT SPEED! OPTION 1 ,J;"'" , "-:IfJ' '. '~ ;~." ^" . ...\;:..,~::.Y~i~,:'>í." ':,~ .: ".....~\ .I}'."." 01 i: ... .,.;·..9i~¿;W;·fi'>~:'·';l."":(-,,, .. .'~' FrtwT~JF Òæ,ÇJ'r :::'rÉ 6bBP OPTION 3 " ~~ j~~¡\~:M}1? r ;1:(Fif" -Requires construction of nlily/',networks -F~~~e proof information technology .. OPTIQN2 r-lXEDWIRSlESS ~USJI'.Ì'G"MIC~OWA VE.,'>,N D .,~P~O::~NÄL5'JP!~.~' Ii ,.. :lfilfÖR!vJ&~i~N..,.:,. '.",.......,.., ,.. . :·...ROS5'1'¡,\'it WAVES· ....,,,.,... :t~~:~~:::.·"7::~:' ~, i,~..~£~~~~)j';:/;¿;:';";' ...f:.·,_' vi '"''T''''''' ·1"":%","'··'" t¡·~: L,.,w, L;t:~"~!;~~~~¡: "'.~: ",..,~ "".:, ;.-_.~,., ;f.rtii)fi!ìiJ!:lfHf4}.. t . belt!. :egj,¡l.. . ~jjIr~:tii\)i' """'1':'I"""'~"~,,'''''''''''''~~~;;::;¡:~~i::!!;<':~"-'~~~~~~'],;v:~:~;,!/,:!;;':!: ~'it ~~~'~-""}¡'I¡~" , ~~~~t4i¡E,';~;;~:~~~~;':- .1 ""r.íi!!f~.\'1i:!.f!$:rç:~Jí!!~~~~?:e:.·.:, (-, (... '. ·...!.~.>. ..;..., ~.""I'!.\~::'.' .... ., . - MCS-Uner ..... S.l.loM. ~ ..romtlng _ MCS.,Ro;.( Cia'0V4:1tengnt _M~ OSlmsC!'lbcr . M.=nhole (, p:~ :~\. ".'. FIBER OPTIC CABLE TECHNOLOGY FIBER OPTIC NETWORK J .....J 7 THE LAST MILE CHALLENGE · HIGHEST OVERALL COSTS · HIGH RISKS FOR INSTALLATION · LEGAL HURDLES · TECHNOLOGY HURDLES · SALES PRESSURES ta-ctory In Chicago VVestem Electric's ;J ~; ti' ! ~~ _, ~i,., I'J, låhl I.),., 1:\; !tc-IJ ,. .JiJ"," 1..1t:, .11... REMAINING CHALLENGE BRINGING FIBER TO BUSINESSES _........ ",;,¡,*,,""[)RE~PE:NCES- :,.,-.. -' ;'.¡;i~l~;~fJ~::·.':· ' ";.". ~ù." .. :J~,ri" ',' r:1 r.11t : '::ri(k~ld ~- ,,--. I ~'" ! . We .' .~'...I..,.,..,..._. ',., ft~.,~, ,,~:,' I. ''',,' ,. ,""'- .'...",.... . ..,~ " ~ I~' , ~, , :'I ;;~, ".';;;';':,.; .~~ '~I . I "---../' ,~/ 8 ') (--" ( ihe Monitor System .;!t'Own here with cobie dunt o J \J , .~I ~..J..- i~'~· ..' ~\JlI. :·U··~U'·~~I·<~: '~"··lt~'~:~~"~&~ ~~·~~¡,g·.'18·t' ",. ~ ... .. '!j,!" t(,,.. .... . ,. . . M·· .. . ..,,~,... ';>"V ~;". .~ , ..., "~~..'~ ~se~" >n!mw prdiner sYñent ~'~;¡t~ - i ,r-"'-, i (' ...--' { ' ! I r.un:wilh ~:~=Ðffin<t\O; ~"'... '"'-.- >.:;;':"~ ¡ h.~war<t~U(MI"'COlumnJ .L. Ground___Io",,1 , ·r- --~ ,.'"~If!;~.,2"C ···7~'hZ'Y;:;~i~'~l'·~:i;~ w_ ì I Void....ce I> , , .~"'n:1029: ¡ I - ',---) ~ , "....---../' . j '~-/ 3 ..... 4.-"""· .'''/'' , ···Òo:'" :, ··IJ~'···· . . . '0." ,,__,~:,,:-i-<i:, \t.....:. ~/.fÆ'/'~;rr? - , ", ~ -,'.' ,....: .4Y"W é~ I . .j _J , \...J' I ! .~ 5 Alternative Right-of-Way ,I~~~_~ Sewer ROW Solutions Alternative Right-of-Way RoadlSidewalk ROW Solll1ions ~, I ;. I ;~ ! / J. II \ ".. '1 _I. " . I I Alternative ROW Beneiits ^ ( /~ , ;, Sewer RO'" Solutions Cable installation under tension in sewer systems ~Il Sewer Local Installation Module (SLIM) installation in sewer systems by ",.,.,t Cable installation cturing sewer renovation and/or re-lining ·'~."I". ! , r-" '. Ie· ",' ~~~,;.?? i ,I Contact Information I I I I I !I IJ !~ ""'0,.: ,.;[.>.,;. .'~·.;I .i"_'''O....~_i;· "::.\i.;:.:·_,;.'.;" (-·"'.~t.<'.",.<:.'"""""· ,"to: l CORNING ~).""",,"n~ ~øf\d ;"'.,~,c.,·,,~ Chad 1.. Swt'ilZë:r \!:Irk~tS¡x'(~ <''KQÎf1o~Ao;n-!'~ SoIU'lÎoI11< &Bm<if~l~""'~t ",!J;¡¡¡:¡,\;\",:.':o..',!$"H;Jl;<;"" ;(·:::¡-r.';Suv,·!.'.ïf ,;·',:;n,......\(· :".ë./I.:: .._....1 ~i - _ -;>.,,;";iff, ," .'."""'" RoadlSidewaj)¡ RO'¥ Solutions Cable instailation in sidewalks Cable ÎnstaUation in roadways & highways T¡:l\!IileRating Oper3tingtcrn¡x..'f3turcrangc: StoragctemperalW'Crang:¡:; Installation lemp<:ralure rang:e: ,30°C to "70~C ,35~Cto ..8()"(, 5'('10-70"(' 6 , , '../ ~íinimum. bend Weight radius 7.0mm(60fi~) 9.5 nun (144 tlb=¡ lJOkg::krn(60F) 175 kg'krn(l44 F 70 mm (60 F) 1110 mm (144 F) IOOON Cable Data Sheet Out"''I'diameter Alte..native RO\" Program 11<~"¡.~KS",~WM" t~~ Beroefits of Alternative ROWs call be ¡'e','eraged in many Deployment scenarto.s: I. .~;J sEanG-alone. pOltlH{'I.<-pOlnt net\york solution "'';;S ,,) ~'ing¡'c :\-1( 'S.Sl..f}.·j ?"I)âll~'! d: .¡µ,~'i:'::"¡irm ..~, ptm·~J.' 'r)W·::;::;;;1 ::;'01¡¡:i.:(;(1I"~)· ..~.s pan of a cosl-ct1ècm'e Ahcr-natn:e ROW depll1yment ;..""""':;~'("~' ~~I'Ç/',1 1{Wl'!.' ("n,-,(.1,:,~,,·!·,,'ti'" /\$ i3 compliment IÐal d<:pioyment prod .~!i ,?W~""ç.! . ·¡tr;>!ú;;.;(¡..:m.,'!' 'JifCI,'~ J , , .~' 16.~mm 260kgikm 600lb 20:-.-QDfinsullaûon) I S:-:QD (long trnn) ·-:!5°Cto~700(' ":'O°Cto-SO"r: to.,. 70' ! 1'7 , Cable Data Sheet Outer diameter Wcì~t: Tcmsilerating: :-'1inimwn bend radius: OpcrntÙlgtc:mper.uurcrnngc: Storage tt."!ttpcratur<: r:mgc:: ¡n~tallationtemp<;r3tureTung<=: IO.2mm(60fibers) 11.4 mm (J<W fibm;) 230kg/kmi60F~ 250 kØm (l44F l00mm _300('to_700(' _35"(' to - 80"t~ 5°('to-70"(' Cable Data Sheet Outer diameter \\:eight ~!inimwn b<:nd I'3dius (}peratingt<:rnpel'3turer.mg;<=: Storagct<:rnp<:raturcrange: lnstalbtiontemperalurerang<:: r /'--", ( , ,1""-......' , I; ,í'--', Restructuring Utilities, Progress and Challenges · Intl'oduction · . OEB Mandate and Short-term Impact of em 35 · The First Wave cfCcinsoUdation The Next 12 Months · Shareholder OIollenges/Options PubliclPriwteUtilifyPartnerships · 10 VearForecost · Conclusion ."~". ,;,:,,<:::-.~' ~~;~:~P?",~,¡¡ CNP Ownership' Str\.lCtUre FortisIIIC. I N;ogIlN1Mohawklt-btionaIGrid 507. 50r. I CanaclICIII Ni~ P_ Company Umikd ø"~w' ..,~.".:.,"'. "~""-"f'~'!w" AMO Conference 2001 Private compo.ny located in Fort Erie, Ontario Always operated Q$ a commercial, for-profiT comXU1Y Owner/operator 75 MW Rankine Hydro-Electric Gener<r.ting Station in Niogaro Polls Owner of ~ Il1c., operating in fort Erie since 1907 -.. ;rMsmi55;onooddistribution International electricity inter"tie between Ontario and New York (FERC licensed transmitter) Owner/Partner in Westorlo Power Holdings Inc., Rideau St. Lo.wrenœ Holdings Inc., & Port Colborne Hydro Inc. C4n<1dian Niagara Energy division providing energy brokering & conS\Jlting services toend-users t.everaging Municipal Assets "How to Make Your Municipal Hardware Work Harder For You" Bill Daley - VP Corporate Development Power Company Limited ~~,...,..,~~ ~,!,,~R:\"9""" Canadian Niagara . ." ~~. ' ",..~(.~", "..~' ~,'_~: ~,~~.'\~~ P('¡WI r', , ' 1 ~, ¡ Novemw 2000 HydroOrwo,,"'Iui....d87MEU~ tofClin;, 234,000 cu$1'o"",,,, "'Yd"" 0"" now 0-.. l,Z ",¡lIiOl'l cUS'to.....b<tsc 1œ......;"9167MEU~....duœ<!to 88 c,"."""ic:stotolingZ.76milliOl'l ""$f<I,",,"" ¡..C"""olida1i""inoI1>Ckd26mt'"9"rs in....lvingIO!lfor.....MEU. (J).... ~,,"." , ':'_~'. ." ~I,'(.~P.~;>OWU ~h'_ . "'. ,- ...... Corpol"Clte Structure Soard.fOi"""tors . CallGdian Niagoro PowEr Company Umft£d ·ûeno;....tion(R.Wc¡....Ô<CI'III:....tiogSto.ríon) .~9rokcro"9(C4rood.....N..9"<"'er..1"9Y) RidoouSt,LnretICCI Hok!ÕI9'1n. (6.000eus1'o....rs) 107. fIo..Cbbom<O¡>ucmono ~ingoeB 8·"'~·-) Ap,...""¡ ~t . ~."""'O!.... ,..,:::,_' "-:. ~!,:Iõ'IMP'~""'E~ Utility Consolidation: The Shof't- Term Impact of Bill 35 II MEV. Novembel'1999 ;..254MEVsrcp_'Hngo...... 3.000.000custo....... ;..O"fGn,,~.........-cdjustl,rlCkr I.OOO,OO...stoIllCl":l(""'.tiy...."'I Hydro One gained 5.8% of loDC market share ... Conside!'ings1Tt:ngthoftneirbalanct:snut , Tax odwntage t j Na-.emw 7th " HistoricalpresenceinthePrClvince (26) mergers took p!QC.C. involving 105 MEUs -,. Prior to mergers· 105 MEUs o~ 8,947 curtomet' ;.. IIftermergers-26MEUso.veroged36,132customet'$ ". Re/J'lClining56MEUs-350,719customers(6.2641119·) :5) Public/Private partnershiþs were created , First inthehistory of?rovir\ce ;.. TrendthlltwiUcontinue G·i" .'".....; .. '-~......D'..~ N~~~.,,!, ~~W<ER Qess than expected) Key Findings from the "First Wave" of Consolidation ø PBR mechanism is designed 1'0 forœefficiencies within the utilities Distribution rates are meant to be going down in rea.l terms ~ 1.5% peryeo.r Ree1ity is tha.t some of the MEUs wiU not ochieve the nece.ssa.ry efficiencies required by the regulator 9.88'¥o aUowed rate of return is not a guarantee MEUs not achieving PBR gools wilt have a percentc.ge of their operating costs disallowed and not recoverable in rates Inefficient utilities have higher rates Mandate OEB's C.....~D'''-.. "i~~~A ~I"U 2 .---./ , .....-,/ , , 3 r- Realities" Challenges of the Next · "Ch4l1glng of the Guard" ~ ne.w councils will req.¡ire time to be educated on the issues · Remaining MEUs burrowed in addressing "Market Readiness' iSS\Je5 ¡. Stcndordsuppiy/prudentía1re.:;uir-elMll1'S .. ITSy$tems.Retoilsettitment/biWrg/E9T/meterirg ¡'~uIotQryreporting/comþlíonce ..Finon<:;olm0t\09e.ment/rq¡or1'ing :,.. Operotions/integl"Otion · OES is currently evaluating a!! loDCs ~iness for market opening · OEB has authority to enforce certification process and levy financialpeno.ltiesfornon-compliontLDCs Regulators fe(U' that LDC readiness represents greatest threat to establishingsuc:ces:>ful retail market in Ontario 12 Months Breakdown Othu!56MEV" InJ....st(6)I.\~U. 9"1>. Toronfl>Hydl'o-6501< ~!:C¡JPi Hyd"'Q11a....Z5Øk (j';'.:"". ~.,~"" '''"'','; .' -""<1 . tee! York.! ',': Anool9".... . -141 Hyd",MI$Sls.I<!. ..,...,." " """",,,d~-"" "" Z6N,aoge<iMEU'- "" Current Ownel"$hip ,. ~- , I (AN.O....N ~.~~~~.~ "?\,',ER_ Utility Consolidation: The "Second. WaveH ShQreho!dus must evaluate their options , MC!intain current stotU5 - forf9o interestl dividr;ndpcymm1'$ ¡.. Enter into "shared services' ogruments ;.. Merge wit+. other utilities ¡..Bringinoutsidepo.rtner(s) . Invifeoutsidemincwityinw:stor(i.e.l0'l.: . Ente.r into on operoting lease ,100'l.divest¡ture ~ W r"'''~D'''''' "!o':,,!,.,,!,~"'E~ ~ W ~.~""O'~N ~~""~:' P?"'f.1 Realities & Challenges . Based on the July 31 OeB Self-Certification Filings Results, 95% of the MeUs are behind in their market readiness preparations (IIId must decide whether to: ...Incursignifícont¡;ostsrelariveto1"l1eirsíze .. Gowi'th'bond-oic/'solutions ..Buy/sharecriticalservices "EstoblishstTCltf9icpcrtllerships ...Focetneconsequencesofnotbeingready . Some MeU Boo.rcIs & municipal shareholders wil! be faced with difficult decisions due to the lack of financial and operating performanœ of certain utilities or face ... $pirolingcosts ... Reducedprofitability .. Serviceondreliabilityconcerns ..Erosionof$hareholdervo.!ue e· . '~' '. '''N~nl»; . i""~:'''' "~::9"!',~ ~WE!t 12 Months (can't, Next o.f thi ~ ~ r- (-- ~, r . Municipality retcil'tS ownership during the term of the lease Gt)arcurteed sMody streQlT\ of new cash flows (revenue) to the Municipality in the form of lease þl1yments Transfer risk of operation from Municipality to the Lessee during term of lel1Se Private pertnu brings access to cClpitaJ for economic development and expa.nsion Tax e:ff¡cie.nt - Municipality makes PIL payments which areopplied to the Finance Corpo,rotion s Stranded Debt vs. One·time 33% Transfer To.x on EquIty Synergies/efficiencies working with another partner ,Opergtiøn$ :,.. InformationTechnology :.-M.orketRl\Idine$$ 8··>"""'1'''' ":". . ''''''''1>''''''' '~~' ,", ~~:~,.~. "?\"¡~ Pub1ic/Privø.te Partnerships - ~ ~ Malll1'l1in Current StaM I.imited.urto....rba.sc Hi9~·""'''9;...¡·cst ....1,.1..¡ted=..flow ¡"I,.OfI9"'.m~j....t S~hðdo,.....¡.... SharcdScl'Yices LimitcdcUS'to"",rÞo# ;.. s._~.t14yi"9' ""'hfl...stilt..prob~.. L¡mltcdobHity""'i~.t...."". :.Suy'.......ti..../prcl""9~ inc.>1Ob1a (~....t>;~N ~!-I,?~:' ,,?W~~ Lease Options E:stcIbIIsIl Operoting Leœc :.-t.own$kto$høreholder 5uo.rcnf'ud=hflo. ;. A.uehl,~""""'of""'ing$OUl'OC to"""'.'pOli;Y PO"'nticllforbc~r"'te. ;.m·$pOòdby·......i.ipcliticsevcr 1""!1."'rm'....refa>rcffi.ietlt) ;'Bc:ttercp1i.spo!i1ically Merge with Othc~ IJtilities ;'$c,yings/Synorg'" ;.r................ortc""'r......anc:I=h fie,"" ;.I"'!I""""'¡p",fjtGbil;;Y Rcdu.cdred....&o:ncy J>c"'nticllforbctter","" T.....:rfer1u>ciswc Examining the Shareholder's Options · 10 Year Lease Agreement between the City and CNP · City receives monthly lease payments ($1.5 million/year) · City remits PI!.. payments effective October 1 (%) · a.p is committed to specific performance: standards ;.. Continue loi:ol customer $Uvice prcsence .. Instoll mcrkct·rc.cldy billing system" (N)'s SAP Customu Core Syrtem .. SyS'temreliobility · CNP wiU firu:lI1ce and owncopitcJ odditions · CNP holds option to purchase utility ot end of Ie4se term for $6.9 million · Job Security for Port Colborne Hydro employees · City receives annuol contribution towards Economic De.velopment øo~::;:.::' ~,n",t;,";, $15.7 m;U;on Port Colborne Hydro In<:. Operating Lease ~... W Enersourœ (Hydro Mississouga) .. 10,.. Equity In\estment by BcreollsCðpitQI Westario Power Holdings Inc:. :,;. Mugu of 8 formu MEUs in Bruce, Grey & Huron Counties ;.. 10%EquityIn\ertlTlentbyCN" R.ideou St,L.ewrenœ Holdings Inc. ;. Mcrger of 4 former MEUs southwcst of Ottawc ;"¡O".EquityInvestmem-byCl'.J> PortColborneHydroInc. ;.. 10 Ycor Opcroting L.eose Agrument with eN> Blue Water Power Distribution Corp. BlJ$irleSsSo1utions(IT) 'I\NA(I'I\1< ".!.~~/I, ,,?w~~ 4 ~"--"') Public/Private Electric: Utility Partnerships ,~) \ ) '-." is on the woll" Municipal shC1l'eholdersfacing increased Provincia"downloo.ding" (OPP, Q/TIbulanœ, roods de..) will necessitate the utility to be: used QS a funding sourœ Shareholders who partner or consolidate earlier rather than latter will mwcimize value. and minimize risk Shareholders who delay may suffer Stlbs'l'antioJ loss of market V<1lue and higher cost struct:ure:s over the longte:rm Competitive retail market will be: delayed and less efficient due to multiple LDC issue:s Quolity/re!iobility of service: will incre:ose in importance: in the growing "digital oge" 'The DEB's ability to mo.ndate efficiency and periannance: will play a key role writing '"The Conclusion: 5 e·,'· '^'~"' ", ,'.¥ "'IACM"'I'OW(I '., .'-..- ~ .,..',.... .. 10 YeaI" Forecast · Experts predict similar consolidation as sun in US and UK · lO_lZutilitiesremainingintheProvinœ · Technology, regulatoryeomplexi1'y and the need for MEUs 'to gain access to copitol will be major drivers to further consolidation MOE may elect to create legislative incentive for further rationalization Next Provincial election win be: (1 key to whether more mandated municipal restructuring will occur Big Question? Will Hydro One: do ¡PO or win Province divest the aSsets PubliclPrivote partne:rshiþ$ will increo.se due to municipoHties need to limit risk exposure and create. new funding sources '.~N.o\I>:"''' ",~?,":"P?WlR e ( ~. ~, i 1 :¡ II , ,. f ;--- . ' ! . AMO CONFERENCE 2001 WORKSHOP ADDRESS "How to Make Your Municipal Hardware Work Harder for You" by Mayor Jim Gordon City of Greater l:)Sudbürÿ Sudbury Tuesday, August 21, 2001 Panel- 10:30 a.m. -12:00 Noon Concert Hall, Fairmont Royal York Hotel, Toronto [Check Against Delivery] .'-~-'" ,r-' , AMO CONFERENCE 2001 /-~' Workshop Hardware "How To Make Your Municipal Work Harder for You" Speaking Notes Mayor Jim Gordon City of Greater Sudbury Toronto Tuesday, August 21,2001 10:30 a.m. Concert Hall Fairmont Royal York Hotel, :,-. Good morning, everyone ¡ .,-) In order to leverage municipal assets to the maximum, I believe that municipalities must fIrst determine their vision for the future. It's crucial to know where you want to go, if you want to fully explore the value in assets such as a utility. In Sudbury, we have been working for a couple of decades now with a vision of reducing our dependency on the resource sector and diversifying our economy. In the eighties, we became a regional centre for government services and health care. Our health care sector now has an economic impact in excess of $500,000,000 .annually on our economy. In the nineties, we expanded our education, retail and industrial sectors. We became a telecommunications industry hub, with a call centre industry worth in excess of $50,000,000 annually to our economy. Now we're looking to develop a fIlm industry, a software development industry and eco-tourism, as well as environmental industries based on our 23-year regreening ,-j 2 efforts How does a council determine how a municipal asset like a utility fits into its vision? In Sudbury, we took the direct approach and used the deregulation of the electricity industry as an opportunity to see what our utility could do. We started exploring the value of our utility several years ago. In 1996, the Commission and staff at Sudbury Hydro saw the restructuring of the electricity industry as a question of "When it will happen" rather than "If it will happen." At that time, it was determined that in order to best evaluate what the future will hold, the full value of the utility had to be explored. W eknew that deregulation would turn municipal utilities into multi-faceted enterprises that could enter into new kinds of businesses and make a profit. Telecommunications, district energy, natural gas sales and service - all these initiatives became possible. 3 /~,--,\ So we went to the market to look at the potential impact of deregulation in the U.S. and in Ontario. And in Sudbury, we chose to take the plunge in all three areas. As a result, Sudbury Hydro became involved in three ventures: · State-of-the-art fibre optic telecommunications, · District energy; and, · Resale of gas as a commodity and gas water heaters. All of these ventures had risk. You can't avoid risk when entering into a commercial venture. If it were easy - risk free - everyone would do it. Entrance into the competitive market . , '..../ place always entails risk. What you want to do as a municipal councillor is to define the risks and rewards as best as possible. We all know that municipalities are having to be very creative these days in seeking new revenue streams. That situation requires us to take some risks. But without any vision of what the future may hold, you may not fully understand the value of your utility or other municipal asset. .J 4 r--'. Sudbury Hydro entered the telecommunications market space in '. 1997 with a small contract to provide a dark fibre connection between two buildings. Dark fibre connections are simple, point-to-point connections. There was a business case for a scaled-down version of our fibre optiC" network. The concept was to connect out sub-stations and to gather metering data in real time. And we are doing all of this today. But we went further. We saw how a telecommunication r', network could move the community forward. We saw this as an opportunity to help level the economic playing field in Ontario. With a fibre optic network in our community, distance was no longer a factor. Business could locate in Sudbury and be connected to the world. We all know that municipalities outside the GTA, if we're to have strong economies and job opportunities, have to have this technology, And it may be difficult to get support from local (' business organizations, because their membership includes the 5 large telecom companies. But based on our vision and exploration of the assets hidden in our municipal utility, we felt that we could move our community forward by taking the lead. I firmly believe that municipally-owned telecom utilities are the way of the future. These are the new roads of the future. By providing this new infrastructure, you facilitate connectivity for local business, levelling the playing field for them to compete worldwide. You also provide infrastructure you must have to attract new business and industry to your community. Many , .---~,./ start.,up companies need this infrastructure. In providing it, you remove barriers to their ability to locate in your community. Today, since these new roads are so important, there's a cash crunch on, and the maj or telecoms may not be able to help you. Yau may have to help yourselves by providing telecom infrastructure. As a result of our visioning and review of assets, Sudbury Hydro ',.J 6 laid down some 400 kilometres of fibre throughout Sudbury We created a user network, a consortium called SureN et, linking our hospital, post-secondary institutions, City government, and police service. Over $1 million in funding was attracted and matched by the partners, to provide electronics and bandwidth, and to subsidize installation costs for the partnèr institutions. Over the past four years we have been able to leverage this telecommunication network to attract several major call centres. Today, Sudbury has a call centre industry with 3,000 new jobs, and that number is growing. Today, the Sudbury Neutrino Laboratory has a worldwide network of scientists who collaborate through the high-speed broadband network created by Sudbury Hydro. This summer they announced their first results, which confirm. the existence ofthe tiny particles called neutrinos. Today, businesses, schools and other organizations in our new City of Greater Sudbury have reduced the cost of their internet 7 ¡, ,/~-"',,\ r\ ,r~·-~" , . services to big-city levels, because Greater Sudbury ) Telecommunications Inc., a division of our municipal utility, '-- wholesales these services through our local internet service providers. GSTI brought competition to the wholesale internet market in Sudbury, reducing wholesale costsby 50 percent. And today, thanks to a 15-million-dollar investment from the Northern Ontario Heritage Fund and additional funding from FedNor, five community-based telecommunications networks are being created across Northern Ontario. Sudbury's investment in telecommunications convinced the Ontario , ',----,./ government to create public-private partnerships to fill in the gaps in high-speed broadband in the North through community- based networks. These networks - NetCentral based in Sudbury, NIPNet out of North Bay, NEONet out of Timmins, and ADNet based in Sault Ste Marie, as well as 807 North West Network, c~ntred in Thunder Bay - are brought together through a Northern Ontario- wide Community-Based Network. They include public and '- ) '-- 8 , ,t: ! private-sector fibre-optic providers, and will ultimately create a single-provider system to meet the telecommunication needs of business, medical, educational and hospital users. NetCentral's objective is to connect residents and businesses in Northern Ontario to the world through high-speed fibre optics. NetCentral will extend high-speed connectivity to communities in and around Greater Sudbury, from Elliot Lake to Parry Sound. Partner communities include the City of Greater Sudbury, the City of Elliot Lake, the Town of Northeastern Manitoulin, the Township of Chapleau and the Town of Parry Sound. Benefits of membership in Net Central include affordability, high-speed services not available otherwise, lowered cost of service, subsidy for customer equipment, installation of equipment, local loop services, and one price for Wide Area Network connection anywhere within NetCentral. ~" NetCentral's broadband will provide participating communities 9 with new opportunities in remote leaming, web-enabled call , , .'-.--./ centres, tele-health and telecommunication. The use of telecom technology is a natural for regional economic and social development. Our regions are already linked for economic development, and the "new roads" of telecommunications technology allow these links to develop in new ways that benefit our communities. Telecom links enable our far-flung communities in Northern Ontario to acquire new educational, business and medical services, further levelling the playing field. But I believe other areas of the province will also benefit from these kinds of links. These high-speed broadband networks will be critical to our new medical school, allowing students to be placed with doctors in towns and villages across the North and still exchange and receive the best medical information available anywhere in the world. By developing partnerships with our Northern hospitals and \--..-_/ 10 , /~,. medical software developers, we will be able to provide a platform through which electronic medical patient records can be made available. Now Sudbury Hydro did not do all this alone. To address some of the risk factors, it was necessary to partner with private- sector telecommunications industry players ,.. people who also believed in Sudbury's vision. In developing our broadband network, we have had successful partnerships with both AT&T Canada and Cisco Systems Canada. Through these partnerships /-~ we have been able to gain a reputation in Ontario and Canada, which further supports our vision of becoming an ideal location for technology-oriented companies to do business. Shortly after moving into telecommunications, the City of Sudbury and Sudbury Hydro also entered into a district energy project with a private sector partner. This project followed directly from the prospect of electricity deregulation and from our efforts to develop a call-centre industry. (....~--...\ \, ' 11 The call-centre industry needed not only the high speed and built-in redundancy of our broadband network. As 24-hour a -j day operations, call centres also need secure heating, cooling and electricity supplies in order to minimize down time. That's in part what led us to partner with Toromont Energy Inc., a Canadian industry leader in energy co-generation and district energy. With Toromont, we built a district energy and co- generation plant in our downtown. Through a network of piping beneath downtown streets and lanes, Sudbury District Energy Corporation generates cooling and heating for its base of ) ".../ customers. A second plant will be built and operated by the Sudbury District Energy Corporation to supply our new Sudbury Regional Hospital with cooling, heating and electricity. Though this project is not as "sexy" as telecommunications, it has its own set of risks and rewards. Forming a partnership with a private sector partner is a means to mitigate risk. As well, shortly after entering into district energy, Sudbury .~ 12 Hydro ventured into the natural gas commodity business. The risk of reselling gas was reduced through a partnership with a well-known industry player. We may not be able to win at this one, but this is precisely my point. When you're taking risks, you won't win them all, and each venture is an important business experience. And we must think of ourselves as being in business in these ventures. The City of Greater Sudbury certainly takes the necessary steps to ensure due diligence by evaluating all of the various options for each of these ventures. This evaluation is being conducted with a lot more information because of our ongoing efforts to move forward towards our Vision of economic diversity. Today, our new City has a much better understanding of what Sudbury Hydro means to the community and its overall potentialto advance the community's vision. Yes, the City will continue to "run the numbers" and assess the risk. However, the future of the utility will be determined from one of the overall value to the community and NOT simply the least risk. 13 (~. '-". ,...--, I can share with you a few points from our experience in '-,- j Sudbury: First~ be a visionary. As a Council, you must have a vision of where your community is going. Without this vision it is difficult to determine how your electric utility fits into the whole picture. As a councillor and an organization, you must be entrepreneurial. It is only through the recognition that to succeed you must undertake a degree of risk, that you can hope to maximize the overall potential of your municipal. As a municipal councillor you must get a full grasp of the real value of your utility. Is it a simple accounting exercise, or is there some hidden value in your utility that has potential to maximize the return to the shareholder? Second~ understand both sides of the equation: Do not underestimate or overestimate the risks or rewards. The option of selling your utility outright might be a no-risk .~j 14 scenario However, municipal politicians must ask themselves, "What is the impact" of rate increases on my community. If rates do go up, by how much and to whom does the money from the rate increase flow? And finally, look upon this situation as an opportunity, not as a problem. It is an opportunity to move your community forward. Once you've seen that, it is a matter of determining the best option. The very nature of business implies risk. Successful businesses start with a vision and then move forward. Thank you. 15 /--\... /""- (- HOW TO MAKE YOUR MUNICIPAL HARDWARE WORK HARDER FOR YOU "WATERLOO LANDFILL GAS POWER PROJECT' Presented by: Mayor Lynne Woolstencroft \ :r-~'_. , Backaround The Waterloo Landfill has been owned and operated by the Regional Municipality of Waterloo since it first opened in 1972. This Landfill serves approximately 450,000 people with capacity for the next 30 years. n the early 1990s methane emissions from the landfill caused odour problems for miles around the site. The Region developed a 2-phase approach to deal with local concerns and global environmental concerns related to the greenhouse gas emi~~ions ehase One Eliminate Odour and reduce greenhouse gas emissions The Region constructed a gas collection and flaring system in 1995. This system initially collected approximately 1200 cubic feet per minute of landfil ~as, containing roughly 50% methane and 50% carbon dioxide gases with trace quantities of sulfur dioxide and nitrous oxides. Goal: Action: ~. ( Phase One was successful in its goal, preventing the discharge of landfill gas into the atmosphere and eliminating the local nuisance Benefits: Phase TWQ Effectively use the gas to provide a reliable source of fuel to produce electricity Goal: After a public RFP, Toromont Energy was selected to construct, own and operate an electrical generating station fueled by landfill gas. Toromont Energy was responsible for the entire $7 million capital cost of the generating station. Toromont sells the power and emission credits to Ontario Hydro and Ontario Hydro in turn offers its customers a "green energy" alternative. Action: Approximately 4 engines drive generators that produce 3.5 megawatts of electricity, enough to power almost 3,000 homes. Project B~nefits Resource Benefits: Page One of Two ( Contact: Page Two of Two Mayor Lynne Woolstencroft City of Waterloo 100 Regina Street South Waterloo, Ontario N2J 4A8 Tel: (519) 747-8700 Lwoolstencroft@city.waterloo.on.ca ,,../ How does this work, what This approach could be used by other Municipal Landfills .Iower gas flows. is Carbon Trading and what can we expect even those with much in the future? .~~ The Cambridge Landfill currently pipes methane gas directly to a neighbouring industry to supplement its fuel needs for which the Region receives $35,000 annually. The future projection for this site will result in annual royalties of approximately $70,000. Economic Benefits: Environmental Benefits: Future Benefits: Approximately 4 engines are operating at the Waterloo Landfil with a capacity of 10. As the landfill grows, so will the production of energy. Local nuisance and global environmental were addressed resulting in reduced greenhouse gas emissions, methane odours and provides a "green energy" alternative. Local construction jobs were created to build the $7 million facility. The Region receives an annual royalty of $200,000 from Toromont. This reduces the need to raise tax dollars from local property owners. An additional flare would have been required had this project not gone forward with Toromont, resulting in savings of approximately $200,000 . i " , >,-......./ , What is Carbon Trading? In simple terms .... it is a scheme to allow ! countries to buy and sell their quotas for ì car.bon dioxide (C02) emissions. ì - Types of Carbon Trading Schemes , 1 Countries What are other : Planning? , , ., , United States Canada Internationally · · · Lynne Woolstencroft/Colleen McMullen In the highly developed arena of global capitalism, everything has its price - even the Earth's future. CARBON TRADING i i i I þ" (' /-, ( Emissions Reductions Credits , (ERCs) , i · What are ERCs? , I · Criteriél'for vaiid ERCs i I I · Credit for Early Action I , · What are the risks? ! Carbon Trading ~. Carbon Trading Opportunities for Change ....: , · What can individuals & organizations do? · What is.needed from the Federal Gov't? · What shoÙld we be saying at the future World Economic Forum's? Carbon Sinks · What are Carbon Sinks? ¡ · For~ plantations - are they the r answer? · Farming practices - reduced tiliage practices? · Methane Coliection Systems Lynne Woolstencroft/Colleen McMullen Alternatives - , · Shouid we adopt a fossil fuei efficiency standard? · Should we ,consider another revenue source to fund global energy conversion? Carbon Trading - Is. it the right choice? , Be informed - know the benefits & risks · Lobby for sustainable change ,I , A \J J ...-J 2 to 12:00 Noon 2001 - 10:30 a.m. Tuesday, August 21, Economic Development n Rural i What's New Town of Bancroft Mayor, ill, Lloyd Church . . Workshop Brian Costello, Mayor, Town of Carleton Place Professor David Douglas, School of Rural Planning and Development, University of Guelph Dr. Doug Galt, M.P.P., Parliamentary Assistant to the Minister of Agriculture, Food and Rural Affairs Steven Silver, Chief Administrative Officer, County of Lanark Chair: Speakers (" , (-'I Speaking Notes AMO Conference Brian Costello ,r-, ( (~... (~,. l \ ¡ Theme of this year's conference "The Art of the t" . ' ,--.J Impossible". To change this to be positive "The Art of the Possible". The only change we have to make is our mind set. Our paradigm, how our mind works, how we view the world, how it filters information, retaining the values and principles that form our character. This sets the standards for our actions. This can not easily be changed and for most Canadians "that's a good thing". Our paradigm should not be confused with changing our mind set. Mind set has to do with one's ability to recognize and react to change, to challenge every concern, to set a destination and with dogged , \~) · determination arrive at our hopes and dreams through knowledge and education. As we become more educated we must never become less civilized in our efforts to manage change. We, in Ontario's elected municipal office at the turn of the new millennium, face great responsibility in managing change. We are most fortunate, living in the Ontario of Canada, the only shortage we have is, lack of imagination. What exciting times these are to be in elected office. There has been more change in the last three years than in all the previous years of local government going back to the Baldwin Act of 1849 which set it all up. Getting over the hump of r-. ( '. change is very difficult though. ,-....J Why the Change? Who does what --- Devolution ___ Downloading. It's a new deal between the Province and the Upper Tier of Municipal Government. Lanark County 1997 - Tax share 5 million dollars, 2001 - Tax share 15 million dollars --- tripled. , J \, To meet demands for shrinking tax $, we must redefine as well, who does what at the local tier, the relationship between the two levels of local government to remove all duplication, to maximize efficiency in trying to keep the effectivity of the two tier system. If weare to keep a two tier system, we , , \---/ 6 must find ways to achieve the efficiencies of a one tier ,~. ( \ system. We must do this because if we don't we'll get a one tier system . . frankly I am concerned about that only because when power is concentrated I have found the people lose. It's a juggling act and as I say, managing all the changes is a challenge, mostly because some simply believe if it ain't broke don't fix ~" it. It was broke but what was devolution at the Upper (! Tier could become revolution at the Lower Tier. (~.- \. Rural Strate ies that Work!!!!!!! Working together . ¡ "-/ works, form linkages. 1) Define the words that best describes the principles that form your character. For me the first word iSÇLU;> T~e first test of an action is "What If". Will this make anything better? Will the impact make anything worse? 2) Before anything can be viewed as good by the , ) '--- people who come here, it must first be viewed good by the people who live here. Must have a good communication strategy, must celebrate your success. 3) The second work is courage. Courage to make a difference, to be there and be positive. \J Managing change is not without hardship. Harry Truman described the difficulty well. 4) The important thing, today more than ever, is always to do the right thing. It must though, be done in the right way. You cannot lead if no one is following. People are very educated. They are knowledgeable and they must be taken into account. 5) My five part plan: a) an objective assessment which is the foundation of your strategy- who are you and what are you trying to achieve; b) knowing the difference between strategy and tactic; c) a budget; ð (' '~', ( (~. J d) a performance measurement time activity "0.../ , chart; and e) justification, a cost benefit analysis often described as the Business Plan. What I would like to do is assure you we are well positioned for the future. · Ontario's Gateway into Canada's National Capital Region; . i ."-.J · Major Hi-Tech cluster, connectivity; '-- · Solid municipal management; and · Wondeñul people, strong minded, dedicated. But, all of you have things too, You are here today because your people trust you. The only thing they care about is knowing you care about them. People don't just count for something actually, they count for . . \_~ everything. Our CAO, Steve Silver is now going to talk about our County's Lanark Linkages. Good luck and thank you. ! "-', ( \ ,,r---...., t. ' (~' WHAT'S NEW IN RURAL ECONOMIC DEVELOPMENT? TIIE MUNICIP ALI1Y AND TIIE PRACTICE OF LOCALECONONITCDEVELOPMENT:CIDTICAL ISSUES AND DAUNTING CHALLENGES. A PRESENTATION TO THE ANNUAL CONFERENCE OF THE ASSOCIATION OF MUNICIPAUTIES OF ONTARIO AUGUST 21. 2001 David J. A. DOUgÚlS School of Rural Planning and Development University of Guelph Tel: 519-1244120 (ext. 6785) Fax: 519.767·1692 e-mail: dd' ."_D_I ';' r-" I, ...~. \ ~. I \ TOWARD MORE EFFECTIVE RURAL ECONOMIC DEVELOPMENT IN ONTARIO AN APPLIED RESEARCH PROJECT SUMMARY FINDINGS TECHNICAL ~PORT #2 (EDITION 1) AN INTEGRATED ANALYSIS OF CHANGING MUNICIPAL AND COMMUNITY ROLES AND PRACTICES David J.A. Douglas Sandra J. Chadwick School of Rural Planning and Development, University of Guelph o (--' r'" ! r \ 2 SUMMARY FINDINGS LOCAL ECONOMIC DEVELOPMENT IN RURAL ONTARIO: AN ANALYSIS OF PROCESS AND PRACTICE FROM THE RURAL MUNICIPAL PERSPECTIVE INTRODUCTION The health and viability of rural communities is directly related to the health of their local economies, and the health of the surrounding regional economies. The health of these economies is directly related to the initiative and agency of several players - the private sector, community residents themselves, community and inter-community organizations, the Federal and Provincial governments, and the rural Municipality itself. In Ontario, municipalities have for long been players in various aspects of local economic development (LED); some very proactive, some reactive, others relatively inactive. In rural Ontario, municipalities face a nwnber of important challenges and opportunities in the fluid and uncertain context of globalization and the so-called New Rural Economy. As local govemment, particularly municipalities, undergo extensive and intensive restructuring, and as the infonnation and technology-driven economy transforms so much of rural society, the health of the local and regional economy is becoming more and more important for the sustainability of rural communities. The survival of communities and their quality of life (e.g. cultural amenities, social services, public health infrastructure) are increasingly dependent upon a vibrant and sustainable local economy. While always important, and so acknowledged, the local economy is becoming increasingly central to the viability of the rural conununity. The interrelatedness of economy, conununity survival and quality of rural life is the pivotal issue before rural Ontario. As the Province withdraws as a resource partner for rural municipalities, the local economy is increasingly becoming the sole source of taxes and other public revenues for the conununity's local government (municipality). In turn the community's economy is increasingly dependent upon the quality oflife in the conununity, its environment and public health, teleconununications infrastructure, labour force skills, amenities and other local factors. And the municipality is an important player in ensuring the provision of infrastructure and services that underpin the economy. This two-way interrelationship of interdependencies between the municipality and the local economy means that an infonned and strategic approach to policy development here is particularly relevant. It also means that the design of programmes that contribute to rural local economic development should be couched within this understanding. No less important, the practice of local economic development in rural communities must respond to this strategic interrelationship. 'oJ \ " i '-.-' '~J 3 Given the centrality of economy to community survival and quality of life, and the fact that the municipality is one of the important playefs in. the local economy, the effectiveness and efficiency of the municipality's wle here is important. That is what this applied research pwject is addressing. And the fifst task is to find out what rural municipalities actually do today in local economic development - who they do it with, how they do it, what reSOUfces they have at theif disposal, what has wOfked and what has not worked, what are the majof challenges and opportunities they face, and othef ælated mattefS. That is what tIlls æport -Technical Report # 2 (Edition 1), is about. (' OVERVIEW Using the definition of rural communities as those places with up to'25,000 æsidents (1999), local economic development is not univefsally pfacticed throughout rural Ontario's municipalities. Wheæ it is, it is usually characterized by a ruclimentary level of pfactice marked by a dearth of know-how, meagre fmancialand human resources and a general lack of fonnal plans. While it may occasionally be espoused as a priority, planning for and implementing local economic development is a minor undertaking in the ruml municipality, far removed from the priority and æSOUfces accorded to othef functions (e.g. public works, parks and recreation). GENERAL Notwithstanding the buoyancy of the provincial economy, the majority ofruml municipalities in Ontario experienced eithef stagnating conditions or varying degrees of population decline in the æcent 1996-99 period. While there was significant ægional variation, appwximately two-thifds to three-quartefs of surveyed TUfal municipalities in all ægions exhibited eithef stagnation Of some degree of decline in tIlls period. · (' !. municipalities is genefally active rural A large, but unknown, proportion of Ontario's in local economic development. · Very few if any of Ontario's rural municipalities are engaged in community or community-based economic development. · il , less than 3,000 It is estimated that the majority of the smallest municipalities (i.e. population) are not engaged in local economic development. · Many of the smallest and othef smallef municipalities (i.e. 3-5,999) have eithef delegated theif local economic development function to an uppef-tief municipality (i.e. the District, Region or County), or are not engaged in local economic development practice at all. · ~ ( . Public participation in the plan making process is largely confined to representative processes, usually involving the business community and other local organizations, and conventional infonnation dissemination and notification processes. A minimum of proactive outreach and resident participation takes place. "-) · Local business interests are the dominant public participants in the plan making process. · Plan Preparation - Participation In Ontario rural municipalities playa variety of roles in the plan preparation process. Facilitative roles and a role as promoter and advocate of the plan preparation process appear to be common. Less evident roles include those as director or co-director of the process, usually with a community-based group. Rural municipalities are rarely found as directors or sole managers in this field. · Plan Preparation - Role of the Municipality The dominant mode of local economic development plan preparation is through the Municipality itself, with its consultant. A significant number of those municipalities that do prepare a plan, prepare it entirely in-house. A minority of rural municipalities prepare their plans through a variety of partnerships (e.g. with the Federal or Provincial governments, with upper-tier municipalities). , i '-....-/ · Plan Preparation - Responsibility For the minority of rural municipalities that have an Economic Development Plan, the rural municipality is the principal funder. · Plan Funding Only a little over one-third (38%) of Ontario's Economic Development Plan in place. · rural municipalities have a fonnal Who Has a Plan THE LOCAL ECONOMIC DEVELOPMENT PLAN In tenns oflocal economic development process and practice there is significant regional variation across rural Ontario. · · Rural municipalities appear to have very little connection or ongoing relationships with another major agent in rural economic development in Ontario, the Community Futures Development Corporations (CFDC). 4 "-) 5 d r-'. i. Plan Approval For the majority of those municipalities that have an Economic Development Plan the rural municipality is the plan approvals agency. . Plan - Use and Success The majority of those municipalities that have prepared an Economic Development Plan report that the plan is used, that it is a success and report satisfaction with the plan preparation process. . THE LOCAL ECONOMIC DEVELOPMENT PROCESS AND PRACTICE Roles For those municipalities engaged in local economic development, the most common role for the Municipal Council is one of facilitator and advocate of the process. Some undertake the position of co-director (e.g. with the Chamber of Commerce), or a more general participant. A minority of rural municipalities assumes the role of director of the development process. Economic Development Process - Municipal The Local . /'-., I Organization Besides the minority that have an EDO, or those that have an equivalent, rural municipalities generally organize to undertake local economic development through a Standing Committee of Council, a joint Municipal-Chamber committee or similar collaborative organization. Very few cite a local economic development corporation, or an affiliation with an area-wide CFDC or equivalent. LED Process - Municipal . on the Agenda Local economic development gets on the agenda in rural Ontario through local community activism, political activism, the personal initiatives of local businesspeople, and leadership provided by some Municipal employees. it LED - Getting · LED Resources - Budget The vast majority of rural municipalities actively engaged in local economic development operate with very modest, or no budgets whatsoever. Less than two out of three municipalities active in this field actually have a budget in place. · The municipality is the principal agent and funder of the ongoing local economic development process. · ,/~. ( The profile of local economic development practice throughout rural Ontario is characterized by varying combinations of emphasis of external investment recruitment, the facilitation of new internal or local investment, and the "--) · LED Practice - Orientation The presence of an Economic Development Officer, or equivalent, is associated with several distinguishing characteristics of the local economic development practice in that rural municipality. These include having an Economic Development Plan, having larger budgets, more emphasis on facilitating new local investment and business expansions, having the requisite capacity to undertake local economic development, and more vigorous shifts in the recent direction of the practice. · The Economic Development Officer - Associated LED Characteristics Other local economic development resources outside of the rural municipality local organizations (e.g. the BIA, Chamber of Commerce), the Provincial government, and multi-municipal collaboration. · include LED Resources - Other Resources The Clerk-Treasurer, CAO or a similar officer is the typical EDO equivalent employed by rural municipalities, involving a re-allocation of part of their administrative and management time to the local economic development function. \---./ · LED Resources - THE EDO Equivalent Approximately 57% of Ontario's rural municipalities do not have any full-time local economic development staff in place. Approximately 47% do not even have part-time staff in place. Less than a quarter have one person full-time in this function. It is estimated that only 8% of rural municipalities have an economic development department, or equivalent, within the municipal organization. · LED Resources - Staff Only 5% of Ontario's rural municipalities have a full-time, designated Economic Development Officer (EDO). An additional 28% of rural municipalities in Ontario have Economic Development Officers or equivalents, who may be full-time, part- time or retained. In most rural municipalities the budgetary resources are generally insufficient to retain a professional Economic Development Officer (EDO), even on a part-time basis, or to secure a portion of the services of another Municipal employee, to undertake basic marketing and promotion, or to facilitate other basic local economic development initiatives. · LED Resources - The Economic Development Officer, or Equivalent 6 'oJ 7 encouragement of expansions to locally established businesses. Likewise, development practice profiles display varying foci on the primary sector (e.g. agriculture, forestry), the secoI1datysect6r (e.g. manufacturing), and the tertiary sector (e.g. tourism, business services, retail trade, health services. ,..-.... 1, LED Practice - Variations Significant variation in local economic development practice is associated with regional location, the size of the municipality, its recent growth record, the local economic development budget, the presence of an Economic Development Officer, the presence of a Local Economic Development Plan, and other factors. . LED Practice - External Investment Recruitment External investment recruitment is still a pervasive mode of local economic development, with a continuing emphasis on competitive marketing and promotion, luring businesses to locate or relocate, supply-side inducements and associated enhancements (e.g. physical infrastructure) and a continuing search for competitive incentives. . in Orientation There is some evidence to suggest that the practice of local economic development in rural Ontario is changing. Substantial shifts in emphasis in practice profiles are evident in several communities over the 1996-2000 period. LED Practice - Shifts . Î' LED Process - Collaborations Rural municipalities not only collaborate with a variety oflocal organizations and individuals, but over half collaborate with other municipalities, often with several others in the pursuit oflocal and area economic development. . :1 LED Process - Single/Multi-Municipal Notwithstanding the practice of extensive collaboration (with neighbouring municipalities, business, Federal or Provincial governments), the vast majority of rural municipalities engaged in LED are responsible for a single municipal local economic development process (i.e. their own). . LED Process - Public Participation Public participation in the local economic development process, as conducted through rural municipalities, is very modest, conventional and limited. The process usually involves making opportunities available at regular Council Meetings, working with representatives from recognized and fonnally organized groups in the community (e.g. service clubs), public notices and other media releases, and occasionally, public . (""'. i With reference to future problems local unemployment, shortfalls in occupational skills, inadequate and uncompetitive physical infrastructure, local business closures, vulnerability due to a lack of diversification, inadequate vision and leadersJúp by Municipal Council, and other factors have been mentioned. .,j · The Future - Problems In tenns of future opportunities it appears that.most rural municipalities are looking to the general economy, markets and particular sectoral developments to provide openings for local development initiatives. Other opportunity areas include physical infrastructure developments (e.g. Júghway connections, telecommunications), Provincial facilities locations, private-public sector ventures and multi-municipal collaboration. · The Future - Opportunities The major deficiencies are associated with human resources, skills, knowledge of local economic development process, appropriate time to devote to the process, and finances. J · Municipal According to responding rural municipalities, less than one-third of Ontario's municipalities have the capacity to undertake local economic development. Capacity Needs · rural Municipal Knowledge of the economic development process, skills, community commitment, local political interest and support, and finances are the major requirements identified to address community capacity deficiencies. Capacity · Community Capacity Needs From the perspective of rural municipalities less than one-third of all rural communities in Ontario have the capacity to undertake local economic development. · Community Capacity workshops. There is little evidence of proactive outreach, community animation and broad-based engagement of the public 8 , .,..,../ 9 ,-~. I, Cases It appears that there is either very little knowledge of so-called "best practice" cases among rural municipalities, or beyond some knowledge of and admiration for neighbouring municipalities' practices, rural municipalities in Ontario are not convinced of any significant concentrations of exemplary practice. "Best Practice" . Characteristics Where some "best practices" were identified the presence of innovative process, development strategies and marketing were generally highlighted. In addition, the systematic approach to the development process, effective investment facilitation, public/private partnerships, commitment to a long term strategy through community and municipal input, ongoing and active investment, the presence of a dedicated development agency (e.g. corporation), competent staff, the quality of community leadership, and investment in key physical infrastructure items, were consistently mentioned in this regard. "Best Practice' . ,-. , /-----''. i . RURAL ECONOMIC ANALYSIS SELECTED FINDINGS - GENERAL - o THE ONTARIO RURAL ECONOMY IS A LARGE, COMPLEX AND DYNAMIC OPEN SYSTEM o IN TERMS OF EMPLOYMENT, THE ONTARIO RURAL ECONOMY ACCOUNTS FOR APPROXIMATELY 30% OF THE PROVINCE'S ECONOMY o AFTER THE EARLY 1990s RECESSION THE ONTARIO RURAL ECONOMY WAS BY FAR THE MAJOR SOURCE OF JOB CREATION, UNTIL AT LEAST THE MID-90s o ONTARIO'S RURAL ECONOMY IS LARGELY INTEGRATED WITH THE AMERICAN ECONOMY , (' '. ~. ¡ (,.--. ,..) - STRUCTURE - o THE LARGER SERVICES SECTOR IS THE PRINCIPAL SOURCE OF EMPLOYMENT, INVESTMENT AND NEW JOBS IN THE SO-CALLED "NEW ECONOMY" IN RURAL ONTARIO o THE BUSINESS SERVICES SECTOR HAS SEEN SIGNIFICANT GROWTH, IS NOW A MAJOR SECTOR AND CAN BE A STRATEGIC FOCUS FOR ECONOMIC DEVELOPMENT INITIATIVES o NON-MARKET SERVICES ARE A MAJOR COMPONENT OF REGIONAL AND LOCAL ECONOMIES IN RURAL ONTARIO o THE MANUFACTURING SECTOR IN RURAL ONTARIO APPROXIMATES THE MANUFACTURING SECTOR IN URBAN ONTARIO, IN TERMS OF JOB CREATION AND OPPORTUNITIES " J ',-) - REGIONAL DIMENSION - o ONTARIO'S RURAL ECONOMY IS CHARACTERIZED BY VERY CONSIDERABLE CONTRASTS IN ITS REGIONAL ECONOMIES o REGIONAL CONTRASTS INCLUDE SIZE, SECTORAL STRUCTURE, GROWTH CHARACTERISTICS, SPECIALIZATION, VULNERABILITY, AND OTHERS o THERE IS ALSO SIGNIFICANT VARIATION IN LOCAL ECONOMIC STRUCTURE AND PERFORMANCE WITHIN ALL RURAL REGIONS o PERSISTENCE IN ECONOMIC ADV ANTAGES/DISADV ANTAGES IS EVIDENT ACROSS THE SIX RURAL REGIONS o THE MASSIVE DECLINE IN THE PUBLIC SECTOR HAS BEEN FELT ACROSS ALL REGIONS, AND THEIR COMPONENT MUNICIPALITIES ,< /", ( .! "~, ( (' - THE "LOCAL" FACTOR IN LED- o LOCAL FACTORS HAVE HAD A VERY SIGNIFICANT ROLE IN THE FORTUNES OF ONTARIO'S RURAL REGIONS, AND THEIR CONSTITUENT MUNICIPALITIES o WITH FEW EXCEPTIONS THE MACROECONOMIC DIRECTION OF THE PROVINCIAL ECONOMY HAS NOT BEEN A MAJOR FACTOR IN REGIONAL AND LOCAL ECONOMIC DEVELOPMENT, IN THE RECENT PAST o THE INITIAL MIX OR INTERNAL MAKE-UP OF A REGION'S, OR AN AREA'S ECONOMIC SECTORS CAN BE A VERY IMPORTANT ADVANTAGE, OR DISADVANTAGE o IDENTIFYING THE LOCAL FACTORS, AT THE REGIONAL AND THE LOCAL LEVELS, WILL CONSTITUTE AN IMPORTANT ELEMENT IN CAPITALIZING ON LOCAL ECONOMIC DEVELOPMENT ASSETS, AND AMELIORATING LIABILITIES David J. A Douglas School of Rural Planning and Development University of Guelph August 21, 2001 '--) ì '",,/ f '-) > ~ J NOTES FOR REMARKS BY DR. DOUG GALT (-' PARLIAMENTARY ASSISTANT, \ AGRICULTURE, FOOD AND RURAL AFFAIRS AT AMO CONFERENCE TORONTO AUGUST 21, 2001 10:30 am Good morning ladies and gentlemen ... it's a pleasure to be here and to have this opportunity to outline the government's plan of action for rural Ontario ... (..--\ First, let me say that this government recognizes that Ontario's rural communities and the northern and eastern regions of the province still do not share equally in the benefits of our strong economy. We are committed to restoring a balance - so that no matter where you live in this great province, opportunity is accessible .., (\ U/.r Cl( .4tfd/,1If ;-~ O£2/v£/f// That's why we went out and consulted with members of the rural communities across the province, We wanted to hear first hand what you saw as barriers to growth ... where you thought there might be opportunities. There are a number of common concerns right across Ontario .,. but it was very clear to me that each municipality ... each region... is unique. So while we intend to follow a plan of action for rural Ontario we know that it must be flexible enough to accommodate your individuality. We know that the development of an economy requires an active partnership .between the private, the public and the non-profit sectors, The Ministry of Agriculture, Food and Rural Affairs values the close working relationship it has with Ontario's municipalities and other agencies involved in economic development. 2 .~) ) -~" \ J '-' , While the addition. of "rural affairs" to the ministry's mandate is relatively recent, OMAFRA has been an active participant in growing the rural economy since 1888 .., through our research, marketing and extension support of the agriculture sector. Because let's face it, the agricultural and rural economies are inextricably tied together... and so, since 1995, when this government was first eJected we have introduced a number of initiatives designed to stimulate the rural economy through the creation of partnerships ... across sector, across communities, across regions. And these partnerships encourage individuals, businesses, organizations, associations and communities to invest with us in their future 3 f" ! (' .,.....-". i would like to take a moment to highlight a number of those nitiatives - by way of underscoring our commitment to the development of the rural economy ... . We have established eight regional economic development centres - staffed with rural business consultants, client account officers and economic development consultants. . We continue to provide leadership for the expansion of the Business Retention and Expansion program. When we piloted the BR and E program we had no idea just how successful it would be ... but two of the participating communities won awards at the recent Business Retention and Expansion International conference ... 4 \ \'0,"",..--) .-..-/ .--,-) . We have partnered with Industry Canada in the delivery of the Community Access program ... and the provincial government entered a second partnership to ensure even more communities now enjoy improved access to telecommunications ... . And OMAFRA continues to provide funding for economic development in rural Ontario. Since 1995, we have committed $755 million to programs such as the Rural Job Strategy Fund, the Rural Youth Jobs Strategy, Healthy Futures for Ontario Agriculture, and the Ontario Small Town and Rural development initiative - OSTAR as it is known. Through these programs, OMAFRA shares the costs of projects designed to support business development and foster job creation 5 , .....--' ( (~' {. \ We over 20,000 new jobs and learning opportunities have been created - outside our cities and urban centres. \~_.J As much as we have done, we know there is more to do. , , And so we have a plan to promote economic growth among all regions and all industries... it is, in fact, one of the 21 steps that the Government of Ontario proposes to take to meet the challenges and make the most of the opportunities that await us in the 21 st century... :.._.J We will build on our regional economic strengths, and help communities reach their economic potential. We will study the Quinte Development Centre as a province- wide model for regional centres that can improve access to business and economic advisory services in rural Ontario. ) "~ 6 And we' continue to work with Ontario's farmers and agri- businesses to develop a made-in-Ontario solution to the challenge of maintaining our agricultural competitiveness in the giobal marketplace. At the same time, we will work with communities to enhance their infrastructure ... because we know that a solid infrastructure is a necessary foundation for building an economy. As I'm sure you are aware, just last week Ministers Coburn announced that OST AR funding for water and sewage infrastructure improvement projects was on its way to 13 municipalities. And I know there is a great deal more to come ... The government made a commitment - to ensure that every person in Ontario has clean drinking water. 7 o ~, l ' ~. { ~. ! , And we are acting on that commitment, working with other levels of government to help municipalities meet the tough standards of the Drinking Water Protection Regulation. Because our goal is to the health and well-being of the people of Ontario. And just this morning, Minister Coburn announced Rural Economic Development or (RED) for short, part of the OST AR program. '-"-) As Minster Coburn indicated this morning, we introduced CST AR last year... to make sure that small towns and rural communities remain healthy places in which to live, vibrant places in which to work, and viable places in which to invest. The rural economic development portion of CST AR wi address barriers to economic development - barriers identified by the very people who face them. .~) 8 This government wi invest some $200 million over the next five years in cost~shared projects designed to create new and enhance existing opportunities in rural Ontario. Our goal - and let me assure you that we fully intend to meet it - is a diversified business climate,.. long-term jobs... increased investment... strong partner-ships and alliances... new products and new markets ... And we'll do that by working with our partners in rural Ontario - making sure they have the tools and resources needed to identify new opportunities for economic development, and then, by helping act on those opportunities. 9 '. ". r' /'---' i. ~, ( Working together, to enhance the infrastructure in communities across the province... working together, to overcome barriers to economic development ... working together, to identify and act on opportunities for growth ... that's how we wi take Ontario into the 21st century. Thank you. 30 ) ....../ \,,-) \_..,-,) Steven G. Silver, Chief Administrative ODicer ssilver@countv.lanark.on.ca RURAL ECONOMIC DEVELOPMENT COD -) -~) ) ------ ì "-.. BACKGROUND · lanark Countv has provided economic development services lor 10 vears · Won several marketing awards lor publications and taglines · Greatest asset is our qualitv ollile · Greatest opportunities are tourism and Tele-working ( , . '--" í , ,,-. ... . ~ LANARK COUNTY ~. 10 BllBlJI1dB to To~ ~ .. . 10 tnIlIIJIes 10 lIle aollage.. . _.~.'..'."'." ........,~.... ,("fl~.. ... I - . - .. ~.. , . . .. _... r _ ......... _ -._--'- )~ . ') --..----------- ------~-- ---------- --------------- -------- ._\ } l/ BUSINESS PLAN · Support & maintain existing businesses · Attract & promote new businesses · Marketing - sector specific · Communications program · Focussed leadership l l.. ~ ~ · Eastern Ontario Dovletech Studv · lanark Countv Dovletech Studv · Agricultural Opportunities Studv · Renlrew Countv Forest Industrv Studv PLUS 2001 STUDIES: ---........ "'0 } I /") ( '-..." PLUS ADDITIONAL PROJECTS: · Tourism - promotion & product development · County agreementlorests . · 2003 International plowing match · Export development initiatives · lanark Countv trails · All 01 this on a limited budget í , ~_.. í \. " '-...-" -< ----------------- --- -- - · Part 01 the Corporate "bigger" picture - anordabilitv & mandatorv v.s. discretionarv services CREATED THREE PARTNERSHIPS: · Lanark Communications Network · Lanark Countv Tourism association · Vallev Hearlland Communitv Futures Development Corporation (September 1Sl1 PARTNERSHIPS . ') Cc <C --~ \ ) / --\ ) ( ----------- . VALLEY HEARTLAND SERVICES · Coordinated approach in the promotion , and support, attraction, retention and expansion 01 new and existing businesses · Support a coordinated network of local ED Os · Facilitate the development 01, and implement a prospect protocol · Profile the County as business friendlv ( '-.._",- / (~- . ------1 · Supply coordinated access to capitalization lor business prospects · Provide business analvsis and consulting supporlto EOOs · Provide leadership in regional activities - external promotions · Position the CounlV as the natural choice lor the expansion 01 Ottawa industries VALLEY HEARTLAND SERVICES ~)~ / .--~'" ) _.-~"\ ) (- ~. ACCOUNTABILITY IOOVERNANCE · Countv Council will appoint one member to the Hoard 01 Directors 01 Vallev Heartland · Annual audited statements, quarterlv reports and mo nth Iv Executive Director reports · 30 dav written notice cancellation clause ( ""-----" ( "'-..' · October local event planned to celebrate lanark's opportunities, advantages & successes · Introduce the new partnership · Review the Ottawa technolouy cluster opportunities · Moderated session lor local industry to tell us what they require "LANARI LINUGES" ...-') -< ". ____..1 -'} J -'') c WIN I WINI WIN SCENARIO ' · Local and prospective businesses will be provided with streamlined services -there is the opportunitv lor other _inistries to be co-located · Provides lor a stronger Vallev Heartland · Provides lor signilicantlinancial and service deliverv savings for the Countv of Lanark ,. I "'-- . ( è _ '-~... - to 3:00 p.m 30 p.m. - 1 2001 Tuesday, August 21, Social Marketing Ideas on Municipal New Workshop County of Lambton Councillor, Pat Davidson, Chair: Joyce Savoline, Chair, Region of Halton Grace Sudden, Coordinator, Opporunities 2000 Alan Day, Coordinator, Opporunities 2000 Speakers (~-, REGION OF HALTON JOYCE SA VaLINE, CHAIR NEW IDEAS ON MUNICIPAL SOCIAL MARKETING ,.---" <k.. ~"":\><_""'" ) . -\ jl --. --..., ) al Context Presentation at Association of Municipalities of Ontario By Joyce Savoline, Halton Regional Chairman August 21, 2001 in the Munici Marketin Social ,r-'.. ¡ , Thank you for this opportunity to speak to you today about the importance of effective Social Marketing in the municipal context. The success of municipal policies, as well of those of other levels of governments, often depend on our abilio/ to sell the policy idea to our constituents, and to have them modify their behaviour. When Halton Region was looking for ways to reduce water consumption, we developed a multi- faceted community-based social marketing strategy to encourage a behavioural shift in the area of water conservation. It started in 1993, when the Water Conservation Advisory Committee of Halton Region, which is a volunteer group supported by staff and politicians, developed a Water Conservation Strategic Plan to establish the direction of water conservation in the Region. The initiatives included: _ Hiring a water conservation coordinator Conducting an extensive Water Meter Study Producing an information brochure to provide residents with a better understanding of what they can do. Using standard advertising methods to increase awareness ofthe region's odd/even bylaw, restricting the watering oflawns Establishing a xeriscape, or low water use garden r-"' ( Halton Region staff have worked diligently to achieve these goals and we are pleased to announce thatin the last year we managed to achieve all of the initiatives laid out in the Water Conservation Strategic Plan. 1'd now like to take a moment to elaborate on a couple of the key accomplishments of the Water Conservation Advisory Committee The Household Guide to Water Efficiency information brochure was developed last year in partnership with the Canada Mortgage and Housing Corporation. r-"' ( Some ofllie CUITent pilot projects that are being completed are: - Evaluation of Dual Flush Toilet Technology EvalUation of the e1kctiv.nes, of the Howehold Guide '0 Ware, Efficiency and An Outdoor Water Use Program ,--.J Now thet the O,"ecd_ of the Wate< C_on S"tegic Plan have b<en C_lered, the Water Con-'tion Ad';,,,,,, CO_ttee has taken a new direction and has been un"",go..,, pilot studies 10 estabU,h the has, programs to implement in the region of Halton in years to come. Peel ftee 10 drop by the regional fucUiti", 10 take a tow- of th"'e b<entifu1, water efficient, gardens. And "'reo _ens (s...", S C R E E) do not require anyaddW_ watering. 1':", Plan" w'" tend 10 be alpine 'Pee;", that """ li",;" fin, ""''''', malring this - PanicuJa,.ly low maintenance as ;, doesn" require water and weeds tend not to grow very well in the gravel. . Xeri,Dape _s (spe/]", X E R IS CAP E) _ the m1nhna¡ addlnon of on"lde Wate< sources 10 what moth.". natere Supplies once the plants are established. ) '-....' For thwe of you who ore no, farn;liar wlth tho,e 'enn" the bas;c Principle to _en wlth Ware, efficient plants, the'l, low Ware, requiring plan~. 1S fu aneth.". hUnan"", the Ware, Conservation Adv1s<ny CO_'ree """"ered wlth the Hal,on Region Environmen"" Counn;ttee 10 »n)dnee both a x.eriscape and Scree garden at the regional facility. The Priend, of the Envhonmen, P_tion has _gllized the Value of thi, PUblication and has provided funding to aid in its production and distribution. The CMHC PD>duced the gU;de 10 help C~an home oWn"" conserve Ware,. I'm»n)"" 10 ..y tha, Hal10n Region Was the ñ,.., nnm1cipality 1n Canada 10 take the 1nlnan", 10 ]>rotno", this _ important guJde 10 residents. '- Evaluation of Dual Flush Toilet Technology involves comparing the dual flush toIlet to other 6 litre toilets. Now you're probably wondering what dual flush toilet technology is... Dual Flush technology is exactly what it sounds like- two flush volumes, a 3L flush and a 6L flush. To give you a clear understanding of what that means, these new toilets have two buttons on the top as opposed to a handle. One button is for lighter waste and the second button is for... well, you getthe picture. Now they just need to label them "1" and "2". In both Australia and Singapore, the dual flush technology has been mandated by their governments for years and now one of the manufacturers of this innovative product, Caroma International, is trying to bring the technology to North America. There is an enormous potential for additional water savings with this type of invention. The Canada Mortgage and Housing Corporation is currently running a Canada wide evaluation pilot program with 11 municipalities across the country to determine the feasibility of moving over to this new type of system. Halton Region is thrilled to have been invited to participate in this pilot program and have test toilets installed in two of the regional facilities. The report outlining the results should be completed later this year. Evaluation ofthe Household Guide to Water Efficiency is a pilot program that is currently being implemented in Halton. The Canada Mortgage and Housing Corporation has initiated an evaluation of the Household Guide to Water Efficiency in an attempt to determine the effectiveness of the guide for saving water. Educational material has always been considered a wonderful tool and good public relations, but at some point the education should be able to translate into savings. The CMHC is generously funding the pilot project that is currently being implemented in Halton Region to evaluate the guide. , (~' \ (\ \ . (-' \ Water treatment plants are generally designed to meet maximum daily demands, typically these are the days of the year with the greatest amount of irrigation. .~) As I mentioned Halton was able to decrease max day demands by 45%. Now let me define max day demands so that we're all on the same page. The answer is behaviour modification through the use of Community Based Social Marketing techniques. This initiative is part of Halton Region's larger social marketing strategy and is an example of Halton's innovation in the implementation of public policy. Now I'm sure you're wondering how we were able to achieve such significant savings. Preliminary results show that the savings achieved last year have been sustained through the summer of 200 1. During the summer of 2000, Halton Region was able to reduce the maximum daily demands on water treatment facilities by 45%. ì .J The outcome of the Outdoor Water Use Program is of great importance in most years when dealing with normal sunnner water demands, however, this year when Halton has a water ban in place this type of program doesn't apply. Three different levels of delivery of the guide are also being tested, ranging from simple door-to-door delivery to face-to-face interaction with the residents. This will determine the level of savings that can be achieved, and the most effective way to promote water efficiency in the' home. This initiative is part of a larger social marketing strategy and is an example of Halton's leadership in public policy in the entire corporation. The findings of the pilot should demonstrate whether or not water savings can be achieved by providing educational info11llation to the public. This information will be of great value to other municipalities for many programs such as waste management. Simply understanding what kind of reductions to expect from educational material will help in planning and implementing programs .J They usually occur after an extended dry period and can have demands that exceed average day demands by 50% or more. There are commonly only a small number of'max-type' days per year (less than 20 in fact). This makes the water demand on those days the most expensive water for the municipality to provide since the water treatment and storage facilities must have sufficient capacity to accommodate the demands. , ,..-", , . \ Reducing the maximum daily demands could defer infrastructure expansion projects and potentially save municipalities millions of dollars. . For this reason most municipalities recognize the importance of implementing at least some form of irrigation reduction measure. Examples are Odd/Even bylaw watering restrictions, bill-stuffers, educational programs, off-peak watering by-laws, etc. However, there is no quantifiable evidence supporting the effectiveness of these commonly used measures In order to obtain quantifiable data to detennine the effectiveness of irrigation reduction measures or outdoor watering programs, partnerships were formed. The Canada Mortgage and Housing Corporation, the Canadian Water and ,wastewater Association, and the Regions of Durham, Halton and York have worked together and hired Veritec Consulting to gather proof, either for, or against different irrigation reduction measures. ~.. , ( Each municipality implemented their own outdoor water use pilot program. Veritec Consulting monitored the water consumption to detennine what level, if any water savings were achieved. If Halton Region is going to implement a region wide program to decrease maximum daily demands, we want to be sure that it works. Maximum daily demands are caused by summer outdoor water use, specifically lawn watering, car washing, pool filling and maintenance and of course teenagers. The difficulty that municipalities are confronted with when trying to reduce maximum daily demand is that summer outdoor water use is entirely behavioural. ,-., ( If you're interested in this type of program you can get this book or check out Doug McKenzie-Mohr's web site at www.cbsm.com .~ These ideas come from the book Fostering Sustainable Behaviour, An Introduction to Community-Based Social Marketing written by Doug McKenzie-Mohr and William Smith. The authors outline the principles involved in running programs community. based in the Research demonstrates that the major influence upon our attitudes and behaviour is not the media, but rather our contact with other people. Community-Based Social contact with people. Marketing changes behaviour through direct Community-Based Social Marketing is similar to conventional social marketing in its effectiveness to create public awareness, but it also aims to foster behavioural change. .J We have been able to modifY outdoor water use behaviour through the use of community-based social marketing and the new behaviour has been sustained into this summer season. Furthennore, if you are able to modifY behaviour there is no guarantee that the savings will be sustainable over time. Behaviour modification is difficult to monitor because people tend to change their behaviour to achieve the desired effect, but they may go back to the original behaviour once the monitoring is completed. There are also ways they can save water that require modifying their behaviour, such as turning off the faucet while they brush their teeth or sweeping their driveway instead of washing it. These behaviours need to be ongoing in order to be effective. There are things residents can do to initiate pennanent water savings in their homes, such as installing water efficient toilets, these are one-time actions. ,...) Doug McKenzie-Mohr makes presentations throughout the country as well and is an excellent speaker. " (-' He makes a very convincing argument for community based programs and creating effective messages. He uses the example of households which received daily feedback on the amount of electricity they consumed, lowered their energy use by 11 % relative to physically identical households who did not receive feedback. Another example illustrates the use of prompts. A prompt is a visual or auditory aid which reminds us to carry out an activity that we might otherwise forget i.e. a rain gauge. The example outlines a study that demonstrated the effectiveness of prompts in discouraging people from walking across lawns. At four separate locations 79% of pedestrians were found to cut across a lawn rather than taking a slightly longer pathway. However, when a sign with the message, "Do not cut across the grass," was placed at these four sites, lawn-walking decreased by 46%. Lawn-walking was reduced even further when a second sign was added that said "Cutting across the grass will save 10 seconds." Indeed, when these two signs were present, lawn-walking was reduced to only 8%. There are many more examples in his book that demonstrate successful behaviour modification programs. ,~......... ( Halton's Water Conservation Advisory Committee decided to try to achieve water savings by implementing an outdoor water use program using community based social marketing techniques. Halton's Outdoor Water Use Program for 2000 was presented to the members of the British Columbia Water and Wastewater Association at their conference in April by Halton Region staff and is going to be presented to the members of the Atlantic Canada Water Works Association at their conference in September by Halton staff demonstrating that there is interest in the success of this type of innovative program. to face The pilot program implemented last year in Halton involved multiple contacts with a sample community, which were made through both print material and direct person to person contact. As Doug McKenzie-Mohr suggests, repetition is important and face contact with the resident is key. (-"\ \ While these savings have eroded slightly, results have been sustainable over time. it is encouraging to see that the .J Monitoring has continued into this season and so far we've seen savings of 177L per household per high irrigation. day and this year irrigation is substantially higher than last year. In terms of water demand management, these savings are significant at reducing max day demands if they are sustainable. We witnessed a savings of2l2L per household per high irrigation day in the study area this volume of water is the equivalent of 25 cases of pop. .. or beer. We're happy to announce that the pilot program was very well received by the residents we targeted. The sequence of contacts involved: - A Letter of Introduction was delivered to the home outlining the program and the need for water efficiency in their area. A Water Efficiency Survey was completed by students with the homeowner and they were then given washers to fix leaky connections in hoses Rain gauges were delivered to the home accompanied by an instruction flyer to encourage the one inch of a week watering principle. That being 'a healthy lawn only requires one inch water per week'. A rain gauge is a device that you put on the lawn to measure rainfall and sprinkler water. You can see on the gauge if your lawn has received I" of water. Thiswas followed by a final survey completed by students with the homeowner to gauge the reaction to the program and its effectiveness as well as answer any questions. And finally a letter of appreciation was mailed to each participating household thanking them for their efforts. J Several times we contacted the resident and provided them with prompts to remind them to participate in water efficiency efforts. I want to elaborate on the details of this pilot program for yo\,!. The program involved 5 contacts with the homeowners, 2 of which were face to face. \~ Simply put, these results show that residents are able to change their watering behaviour and not return to the previous behaviour the following year after the pilot program is completed and perhaps forgotten. (' While this season continues, we are going to try to regain some of the previous water savings by reminding the residents through a simple letter to continue their water saving efforts. Later this year a more thorough analysis of this years watering behaviour and the savings that have been maintained will be completed. IS As I said earlier most communities use common measures to attempt to reduce max day demands such as odd/even, and bill stuffers. These programs are cheaper to implement than programs based on community based social marketing, but with questionable success. The community- based social marketing program though more expensive likely provides ''better bang for the buck" as demonstrated by the fact that the behaviour in fact modified and more importantly is sustainable. Additional Monitoring was carried out last year, following the outdoor water use pilot program and the lawn watering season, the Household Guide to Water Efficiency )vas delivered to the households in the study area. r' The monitoring continued in order for the Canada Mortgage and Housing Corporation to get some preliminary insight into savings that could be achieved with the guide. It is likely that the savings achieved were due to the community based social marketing pilot that this community had already experienced rather than simply the guide. However, savings were significant, amounting to approximately 5.9% of average annual daily demands. Monitoring continued throughout the winter and were more or less maintained into the spring at a level of approximately 4.5%. This additional monitoring to test the guide is the reason that the Canada Mortgage and Housing Corporation has initiated this year's pilot program as I mentioned earlier. r"', ( . What we've seen here today is quite simple possible and Education is the key. Change ...J in behaviour The fact is that, the typical method of delivery of materials, which doesn't involve any contact with the residents, was used and savings were not achieved. IS But... the one municipality whose program hasn't been mentioned here today, York Region, did not use community-based social marketing techniques and they did not achieve anv water savings in the first year, let alone sustain savings into the second year. You may be thinking that there is still no guarantee that Social Marketing programs sustain savings over the long be true, however continued monitoring will tell the tale. Community-Based tenn, and this may They have also demonstrated that the majority of the savings, slightly reduced, are sustainable into the second summer. .. , "---/ though These pilot programs have demonstrated that water savings are achievable through the use of community-based social marketing techniques. Now to put Community Based Social Marketing in the Municipal Context. The outdoor water use pilot program implemented in Halton was not the only successful communjty-based social marketing program in the greater Toronto area. Durham Region was able to achieve similar success and has observed similar sustainability of savings this year. Two of the three different levels of delivery of the guide that were also mentioned earlier are based on Community Based Social Marketing techniques. The CMHC is very interested in the results of this study and will publish them on their web site once completed. Because of Halton Region's success last year with the outdoor water use pilot program, the Canada Mortgage and Housing Corporation has selected Halton Region to carry out the evaluation pilot program. . i \,J " ~~~.- It's like breaking a bad habit. People don't need to water their lawn every day, and they shouldn't be watering it in the middle ofthe day when the sun is hottèst. But they don't necessarily know that. /~ { . We need to educate our residents to the benefits of water efficiency and other programs, like smog reduction. Publications like the Household Guide to Water Efficiency are enormously valuable in providing people with information on how they can save water, and in turn, save money. But let's be clear: Print material on it's own is not enough. It's a wonderfully helpful tool, but the key is direct interaction with people. We have seen how community-based social marketing techniques not only assist in providing information, but also help to sustain changes in behaviour for prolonged periods. We've seen clear indications that one on one contact with people is the most effective way of promoting water efficiency in the home. r'. I \. l COORDINA TOR, OPPORTUNITIES 2000 GRACE SUDDEN NEW IDEAS ON MUNICIPAL SOCIAL MARKETING ..'~")~' "'~ . ~_. -) ~) ---.-" -_.~ 8/14/01 /'~""'\ \ ! lortunities 2000 The Project's Expe,lence In Social Ma'ketlng · who we are · our social marketing strategy · results --- !¡1Im~~~!!I\: About Waterloo Region The Poverty Problem · The level of poverty Is Increasing. · The percentage of poo' has Increased 28% In the last 5 yrs. · 14.6% of the population liveS below the poverty line. One of the strongest economies In Canada The average family Income Is $60,000 Entrepreneurial SpI,n A Caring Community · · · · Iì .,.......:,..:.:.:.;.:.:.:.:.:.:.:.:.:.:.:.;.:.:.:.:.:.:.;. ..".......,......, .......................... . . . . . . . . . . . , . . . . . . . . . . . . . . ...................,...... ~~ìi~; (--\ . ......................... ......................... ......................... ~~~!~~~\ ;~' ~:::::: :;: 1 \ ~- , ( 2 \...J iii :!~~:)~~:::: ::~::::~¡/:i~¡~:;¡:1~:~:~ :~:~:i::: ...... . ..... ::n¡n:j:::::::::::;:L:;::: l~l~~~'iil¡1 . . Lutherwood CODA bt¡h Companies, Individuals and foundations Including: · The RCI'/III BaIfIIt Flnencill GIœp · RICICWId~&'oCk___ · eonelt.ROIMfS ____ · Th.J.W.MeC«lneIIFemllyfouncW;lon · c.n..TnItC /".;,..,.... · .....eo""" ·..·'\,W~" ·MlcVolson ~ ~ ð~¡~roiciì~: ::::<~&¥1f.~.Nï'~;~; :¡:~:;;::0:·::·::::: Sponsored by · · Large nOrli)roflt human service agency History of Innovative community approaches to employment development. Determined It could not have a real Impact on poverty alone - adopted a community development approach ~..J · Organizer· Lutherwood CODA Il:Ir~*¡lb Ii ..... ,.... .;.;.w.' ':';';';';':':';':':';';';', is; ::: :::::::::::::~ ::::::::::;:::::\:;:::::.;. -:;}:~:;:;:;::: :;:;:;:;:,:;:;:;::~:;.;:;:;.;:::::: ...... .................. ... .................. .......................... ....... .................. ..00.................. ...................... ................... ................ ~~~~~~i!: <X> An InnovaOve approach to poverty reduction Involving: · The Public · Community Groups · Government · Business Opportunities 2000 is ) .~r 8/14/01 ---- 8/14/01 '~I' The OP 2000 Strategy Get people to change the behaviours, policies and procedures of their organlzaUons In a way that creates opportunities for low Income residents by.... · "unfreezing" peoples' perceptions of poverty by getting them Involved In poverty reduction work, help them "gel" their new understanding with a commitment to poverty reduction for the long term. <» · ~ , The OP2000 Marketing Strategy A. Consistent Message &. Target s.gn.nts C. 6 Ke:y Components · aim high · COfØNInicat. peertopHr · appeal to "citizen- - not professional · emphasize 'action'· not discussion · provide options for action ... · but encourage audience to eranthelr own ..-spa"". <» The Opportunities Message · people Ire poor In our region largely becaUM the community Is failing to produce enough, good quality opportunities. · You can make a difference by finding a way to create an opportunity for low Income resJdents. :W:~~~~~ '" ................".... ........,.........., ........................... ........................... . . , . . . . . . . . . . . . . . . . . . . . . . . . :~i;"r'i ¡i~~~~~~!~ ............................ '~l 3 <» (l 4 ) ,~,..... ,,~.,....,......<=, ;~~Q;~~~J~,) 1iiiÄ~~~d~' m~.\'H ~~~~~~ . . . . . . . . . . . . . . . . . , . . . . . . . ~ - 1. Aim High Th. OP 2000 -I I Reduce the ',... ~;\ region's -.... ,é to 1I1e lowest . in Canada. 'þ iiiIIII .22 - 2. Communicate Peer to Peer ·~__~N I ~""""fo(;fttÔ.ItI,... . --qfllþþ...,-....... ..., ø/~"'dU~ IF.."..".,'-Iwz wtJJltøNjaU¡Þdbt.-tNr_~1ø . c-b-'«YV""doItDtWpC-.út1t.lp wt6\".,..""..JustlÞOdøtalroøtzrødlJU. " T___Ac.o,. ---. ~...-.....- ~ The OP 2000 'Target Segments" Change makers In the following sectors: · NoJH:Þroflt · Low Income · Business · Government I . 1./ u 8/14/01 8/14/01 #3 Ap.peal to the 'citizen' · not the 'professional'. "'-'1 "" 'Systems change' requires the 'courage' & 'conviction' of citizens to look hard at their 'professlonal' roles and to Identify (and change) the very practices. policies and behaviours that their organizations Inadvertently employ and create poverty In the first placel #4. Emphasize Action Not Discussion . w' ....:..... :~:::~{:t!:::::!t;!:::¡;:: Ii,:::,!:::::::: ........................... ...................... . . . . . . . . . . . . . . . . . .........................,.. ii~!~!~: #5 Provide "options" for action The Issue of poverty Is very complex and ... aftertrylng unsuccessfully to get agreement on a refined definition of poverty ...., · :~. " , ~ ......................... ......................... ~~íl~~: , ~ 8,: ~ (-. Certain target segments - particularly businesa- respond better to a well defined list of things they might do to help solve the problem. · ~ ......................... ~i~¿i\~ 5 (~) .J:2. :0~~' W¡P", :m¡1W.::». a :;:;::,i,,:;::,:: ::::;::::::;:::::::::::~::::::.;., · · ~:~~~ ItJI(ftt~< ::::::::M~~,.::~%~~:;--::. " Ö&,o~·r;fuiiiï!ii$ '''W <'-~."" ...... To_ .... ::: . . .....;.".~::: ......................... #6 ... but, encouraRe audience to craft t eir own approach. ¢:> Case study 3L Filters ¢:> Results :~ .~ · · 6 86 p,oject partners 47 p,ojects affecting ove, 1600 families from 1997- 2000. the majority of partners report a change In their perspective on poverty. The community Is supporüng OP 2000's poverty reduction mandate In the next term. i .1 ",-. 8/14/01 8/14/01 ,...,.......,. r I Lessons Learned - What Worked . Appealing to the Citizen . Communicating Peer to Peer Lessons Learned Challenges for Future , ~~~~fu¥...ü-fu$ ;~~j()!Ø"*:': ¡¡1:::¡:::¡::;::m1iF , Ensuring a longer term commitment to poverty reduction Focusing energy on all target segments . l~-' Lessons Learned - Trade-offs in Strategy Almlna Hlah gets peopfe Inspired - may frustnlte Mme H ...ults don't m..t expectltlonL The "No Blame" rule encourIIged manyta participate ~ but. mild. It molW dlffley.for peopltto'ullyexplorthowthel' organIZations cau.. poverty. Emplulllzln; Action Over DiscussIon. encouraged results - but som. coUectlve plannlng.m.!a!!! haveltd to gr..t.r rHultt. . tj,~~¡;;¡¡¡+' :..:~~$'M:U~~~: ·::~::-:':":·:~:rm~~ hi :·:·:·:ti!::¡:~:::::~:: """":':':':::~i~i:::::;: , fl~~~~: 7 ~. i I . j 8 L' j~~~~l~t to Identify and pursue priority areas where collective action will reduce poverty <Or:> :':"':':"':':':::::::::::::;;:~~:::::::: ?,::,;:::;::: ::::;:~~:¡;~::::::::::.:,..:, · A year of regeneration Goals: · create a plan fo, next 3-5 years Including "keeping the best"of our activities This year at OP2000 ~¡~~~~:~ · · · · · appea emphasize action provide options encourage audience to craft their own response communicate peer to peer to 'citizen' L) Summary and conclusions (cont'd) <Or:> ~~~~J.~ · Key components of OP2000's marketing st,ategy: Summary & Conclusion · · · credibility consistent message target segment populations aim high u 8/14/01 8/14/01 (1') Lutherwood CODA ~ Companies, govemment, Individuals and Iou.ndatlons: · RogIGnllMun~oIwaterloo · RickMdNcmllBrock /....." · DupontCanada ~A.wwn · The J.W. McCGnnell Family Foundation ·awa · TheKltchener·Wal:llrlOOCOl'rmJnlty FoundIllon -_._~-- ..-..........-...-- Sponsored by . . ......... ." .................. ...............:.; ""I . ........... ". ........ ..... ~~~~WP .. .................. ortunities 2000 Creating Opportunities for People In Poverty 9 -- For more Information: or..luddIn 571-15111117 _o.,5lt-15IIx101 _.- ~)fllii~~Jl~ ....:~~~,~.._. (Tt ,'r' {I I to 3:00 p.m. 1 :30 p.m. 2001 Tuesday, August 21, ,/"'"-':"\ Smart Financing for Smart Growth Workshop Town of Markham Mayor, Don Cousens, Chair: ilton nds Douglas A. Lychak, CAO, City of Ham Michael J. Nobrega, CEO, Borealis Fu Management Ltd., Bob Onyschuk, Q.C., Smith Lyons Speakers (-' CITY OFHAMIL TON CHIEF ADMINISTRATIVE OFFICER DOUGLAS A. LYCHAK SMART FINANCING FOR SMART GROWTH --.-" \ ) _" ,0 _> -~) -) .j ~(E¥b.' City Manager's Office ILT N -----... Hamilton Community Energy Fibrewired Hamilton International Airport Design Build Agreements Brownfield Redevelopment Staff Development -.--...--- --_.-._-,_._-,----~.__. ~/E¥b.' City Manager's Office HiLT N -..--. What is District Energy? -.--...--. --- "~(E¥b.' City Managers Office HILT N The Connection , (' Office Smart Financing for City Manager's TII~t.t)(·;JCITVOF HÄMILTON Smart Growth Hamilton Community Energy 'a H:Jmilum tlr;:ltIcs cr.mp:J:¡Y ~~'¥b~ Office City Manager's August 19 . 22, 2001 -.--...--. ~ """--"", ( 1 The Source 2 ) ,~ /, _ C.~CFIiA.1(~TC~ . "'. " - 1998 _.......""- )....¡.¡, í'lj;:=-. . ---- ~ ~/¡;:¡j""T"7J··¡..·;:·.p·~ --- /,/ "",~.f.,¡~ ,,,,~.1t . ....... ,,"'<." .Ii I f~ ,..-',' ,-vV.·-;""<L < ~;'"'' '>/. ".)0" /. ....:.,<"'"Si':.. , fI .-: ,'-:'/ ;ç >':- ~ ':!(~ -.-- ·7,~",X'~<·\,~y._~v.· '-:j; ...' .~::.~~~'); . :,\.\rr¡.·~ ' "'''' ,X "....~~. /. . '" ")<\- ",~(" :;"~'"/0·..,(::··~.\~:t::~-P: : '" /...<, ''''''''.- ·1i¡·--"'t.~·- ., .._' \,,'<. .X~:;:;"^,, ',.. ...-;...-I.-ro- , , _~....- ~.....' 'v';' ".~ (Ç,x ,,\ ,; ...~.'t~~, ,.- ···~b- ~ -~. ..:' ~'!.. -:- ~ ~-;;,;:~""" .....--...--. ....JIJN/c;m,., HAMiLTON Conserves & efficiently uses energy resources Reduces emissions of CO, and NO, Provides energy while protecting the environment ~/c;m,., HAMiLTON No emissions from bUildings HV AC capital can be diverted to other areas ---..--. , · · · Customers/Building Owners THn-...~!CnvOF HÄMILTON City Manager's Office ....--...-- Society City Manager's Office Focus on prime business Recover building space No on-site combustion of fuels City Manager's Office "'~!~O, City Manager's Office HÄMILT N ......"."'..---. Municipal Shareholder · Construction & new infrastructure · Enhanced viability of downtown core · Improves local air quail · Captures cash flows .....--...-- _._-- ... ·~e FIB R E W IRE D- i'ì HamillOn Utilities c,Jmp,~ny ~/~O, City Manager's Office HiLT N CmOfIlAMI~TO.~ ,;,...l/ ?,!', ,-:= 1999 I__~~'" "I.......L¡ ¡'f-j f....}.. '- _ ..¿;~~i~;~~~~j~!ji . '. ,\^~/>:~.......J'I"~'I:¡". :7'~~~&¥~,t.).:·(;~ . .._ '.. , \ \'~. ~,~>~,. :-\~.}.'''':'~- .t·~t '. .\....._,.. ! ...~~,~ »~~~:;5t~t>S?'~~~~~~:-~·.~ . "",..,,-<>:^;X ^~, ,,"\ ,', .....~..,..,.-:E:.......~-r"""-t::. , ,:i '''',.~.ê.:k~;:~{:'' ~ s..'~~·,"-8rc :~,,\~~:.s,:'''\. - n_ """'----_. ¡ .j ""-../ 3 '~(E¥b0' City Manager's Office HILT N 1:n'~~~W;L'O!I 5. -. ....,~".,..,~......... !/~ -.-. -. - ~~ .,... ~ ' . ,,\.... , ,,'" , '{"\' ;, t. -{/)C "uf. ~::. ..-; r., <' ..',' ,.-,"-. ~<i<.. ~.::".~,' ¿j \...\~...,~< > ~f~\1 'v,/>' ; 'Ø- ': .. '\,".' \, ...,~..... < (~ - .'-- ---...--. " M¡ï17:/Cfõo, Cìty Manager's Office HILT N '"..-.- "A Marriage Made in Heaven" ---...--. " "'~/E¥b0' City Manager's OffIce HILT N "The Sky's The Limit" ....--...--. ~~(CrrvOF City Manager's OffIce HILTON Ç;TY~~I~:UO'l ~( 2000 ....,~"..~:~ """"'.:-" '- - -., ¡' .~'<;,.... .,,:>~,x \/",,.-,, ~~~~;~ \.:t>< y... ," " " .. ~...:..,""" , '::'-y" ..- ---...--. " - -"-.-...-.. --. '~/E¥b0' City Manager's Office HILT N ".-- Airport Hamilton International Airport Is Arguably One of the Most Important Economic Engines in the City of Hamilton IMO.___"'__ ~/E¥b0' City Manager's Office iLT N Investments · Tradeport: $18.700,000 · Airports Cap~al Assistance Program (ACAP): $10,300,000 , Tenant: $39,400,000 · TOTAL: $68,400,000 .",. --"'--' ,. .~\ /'--', .r-. ~/cVò·' City Manager's Office ILT N The Brownfield Problem · Vacant, abandoned and under..utilized industrial sites · Environmental and safety hazards · Fully serviced but generate less than optimal tax revenues · Negati·.,· :sh~vaue properties vs greenfield sites · Hami!~:~' ';der industrial area contains approx""'''"ly 150-200 brownfield sites ..... ---...--. . ..... --....._- Ontario Municipal Act prohibits bonusing Section 28 Planning Act - provides vehicie for comp,ehensive planning and financial tools to encourage brownfield ,edevelopment . . . .."""'/""".. HAMiLTON City's capital budget envelope remains unencumbered by large growth-related projects Developers do not have to compete for scarce capital dollars with existing City capital requirements . ..... --...._- """""'I""".. City Manager's OffIce HAMILTON -.." --'-'-"""~'-'""-" "-',.__ M Public/Private Finance/ Design/Build Agreements ADYMlI~GES: The developers front-end the funding and recover costs through special-a,ea development cha'ges ..... --.....--. The City of Hamilton used to front-end simila, projects and if deveiopment in the area didn't achieve targeted levels, the City absorbed un'ecove,ed costs na~/CTIYðF City Manager's Office HAMILTON PÜbÎiciPrTvate- Finance/-- Design/Build Agreements ADVAlI/IAGES Ic_ont'd Glanbrook Landfill Leachate Removal and Binbrook Urban Settlement Water and Wastewater Servicing Total Cost $12.5 million - City's sha,e S 4.4 million - Developers share S 8.1 million Public/Private Finance/ Design/Build Agreements Public/Private Finance/ Design/Build Agreements 'IH!\"..¡g.J/cnvOF HAMILTON City Manager's Office ~f""".. HAMiLTON City Manager's Office ~ ""'-''''/ .~... 4 Currently no FederallProvincial funds for brownfields Municipal Action/Inaction City M;:mager's Office . .....---...-- Dundas/Flamborough Wastewater Treatment Capacity Expansion Total Cost $12.4 million - City's sha,e S 4.2 million - Develope,s share $ 8.2 million " Office ....I.f¡(oJ!=., HÄMILTON --..-.----.----...--..-----.--- Developing a Brownfield Program/Plan 1997 Brownfields Task Force established June 1999 ~ Council directs that a CIP be prepared elP to act as framework for programs designed to stimulate redevelopment of brownñelds Plan adopted by Council in April of 2001 and approved by Province in July of 2001 Plan: City Manager's covers a large geographical area (approximately 3,400 acres) Is unique in that it is the ñrst time tax-increment financing (TIF) used in Canada to promote brownñeld redevelopment ....--...--. " ._~._. .- ·¡~tffi>·' City Manager's Office HILT N ..- ....... .... ..-.-.- ._- ." -"_." Nursing Home Site Parking lot purchased before environmental testing was the norm Site found to be contaminated from fill and former industrial facility Clean-up = $1.2M. Clean value of site = $600.000 $600,000 liability on the City's books City sold site for $1 to developer and 50150 partnership on the clean~up cast to a max of $1.2M . Result = remediated site = a 95 bed nursing home = future tax revenues ---...--. " (' Office City Manager's Tax Increment Financing (TIF) Uses future tax increase to pay for development costs Current municipal taxes paid = base rate Post~project re-.assessment used to calculate new taxes Increase in property taxes from base rate is "tax ¡ncrement" Part or all of "tax increment" returned to owner as a grant Total value of grant not to exceed value of work done to rehabilitate the site ~Lump sum up-front~ or ~pay~as~you-goø grant ..... --...--. " ,...¡tJtI!cm.' HÄMILTON · · City Manager's Office Environmental Remediation and Site Enhancement (ERASE) CIP Redevelopment (TlF) Grant Program Environmental Study Funding Program Planning and Development Application Fees Program Redevelopment Opportunities Marketing and Data Base Program Municipal Property Acquisition, Investment and Partnership Program ·Devetopment Cha~ Exemption Program -Tax Remedies for Abandoned Industrial Properties Note - ·Requires separate council approval -.--...-- ....J.ÐrI!<:.m., IŒMILTON 1---" Office Smart Financing For Smart Growth City Manager's ..tJfJ('J!cm.. HÄMILTON There is a need for new and innovative financial tools to promote brownfield development To overcome barriers, we need to be innovative in financing, planning & environmental urban design Governments need to become more PRO.. ACTIVE -lead the way by example - get thei' hands dirty! · ~(ffi>.' City Manager's OffIce ILT N ERASE Redevelopment Grant· Example 2 acre vacant industrial property - contaminated Pre.Projeå Assessed Value = $250,000 Pre-Project Taxes Collected = $18,000 Construction of 30,000 sq.ft. industrial building@$40 per sq.ft. Post..projectAssessed Value = approx. $1,400,000 post.project Taxes Collected = approx. $158,000 Tax Increment = $140,000. Over 10 years = $1,400,000 City provides annual grant of $70,000 or $700,000 over 10 years In year 11 and thereafter, City collects and retains fun amount .....--...--. " 5 . ----...--. ,r--', , ' ~!~/crrvOF City Manager's Office HILTON ..,.-."'. -- .. ___........u....".__.., /.-....... Staff Development v--¡, :::!) '\.""_. · 9 highly interactive and chaJlenging one- RcurI_... day sessions IIIkIWI"''''. C~,j.._ · Participants from different departments and functional areas · Expert subject. matter facilitators · Latest leadership research Team projects · Corporate Management Team participation ---...--. 1IIEN/Jt"'l/Q!YOF HAMILTON G:~\ "é;.} Ra"'"II_.. ~WI"'''. C/ty,j..- · · · Foster cross-functional relationships and interaction Develop innovative, cutting edge best practices Position the Corporation to meet the demands of the future ---...--. Staff Development The Results Develop and increase skill . sets 6 \~ " j '---' - . City Manager's Office OJ ') SMITH LYONS LLP BOB ONYSCHUK, Q.C., SMART FINANCING FOR SMART GROWTH ---') "----_.~ .-.--- -. --, \ / -j ~j SMART FINAN~ING TOOLS FOR SMARlf GROWTH Learning frqm Others , ,"'"-''''''' B.S. Onyschuk, Q.C. , AMO ANNUAL ÇONFERENCE 2001 August 21 L")~SIU S~ml I The Smart Gro)Nth Concept stopping urban sprawl, ! stopping traffic gridlOC~ redevelopment of inner¡city cores I repositioning city/regions for the 21st century transit (no more freewa~s) more open space I communities of "'...--.... __'ft&.L_..~'--__"'_ smart financing !s ....._...e .._.!."........_. ...._.._ . "-. , , Smart Financing Tech'1iques Used in the U.S. Some of the smart financing techniques are: 1. Tax Exempt Municipal Blonds 2. Future Revenue ObligatIon Bonds 3. Tax Abatements , 4. Tax Incremental Financi,ng 5. Local Sales Tax. Perso~al and Corporate Tax Exemptions and Credits 6. Loan Guarantee prograinmes for Private Sector Projects ! 7. Federal and Local Historic Building Tax Credits I SMrrnLYO:'isUJ' . $Mml L\l)~'" UJ' ~. ( , '-.~/ ShoPJlingc.nweualMu.0c:t0bIr1998 S)lmILw,:\'!iu.I' ì " j '-..~ SmmL~'Osslu 8. Affordable Housing Credits and Grants 9. Social Housing Grants 10.8rownfield Redevelopment Incentive Programmes 11. Pollution Clean-up Tax Credits 12. Community Regeneration Grants - Block Grants - Empowerment Zones 13. Better America Bonds 14. Locational Mortgages Smart Financing Techniques Used in the U.S. I j .-./ - .... ..'j }:;..'¡:'¡ il,. ., ;j-'~~'.~.; ._ - .'LJ¡;; 11 ,. ::&1 "L' . '" . -~ ....JI - . .'~ ,. .~~ ~;;;¡.:_::~;~ ;i ~~..-;.A The /'---", , ' S:YIml Lvo.'lis UJ> SMmIL\"()Ns (- /~. ! \ <J San Diego Circle Center - Indianapolis S~lml L\ll~SU" \,J ""., ·,c- .Ä...%·.~ . --:: I, _ ""i ;W,.!~ ""?,/,.,. . ":::. C'7-i~'~:·~~\.~~4~-~..:rf i~.~ ~~_..J:"J""~..,~.. .:. i :~RtT" Ii /,·í .. . I \,____J , '. (- TAX INCREMENTAL FINANCING S~lm L"oSS U~ Tax Increment Financing Schedule '" - . ·1 I, " ,¡¡~ H -, 0 , , , , . . , . , '0 " '2 13 ,. ,$ 1& 1T U " ~ OP.Og.........v..... ..,.------ ...-----_.. PROJECTED REVENUE STREAM aJ TQtIIIT.-.(yr.1 ~20)R.Jo,~.lopITMnlO:S20mlllion(COI1âantdollus) b).~,~_~ortIonrtr..~:20).$9.5~IIÎOII(~~!!"-}- (~' ~, (, ;...-) - -- .c.,.;¡E"- ....m --.... ~_..u....._ of....,. ...- PubllcI...,.A~._._.b. T~:¡,.....___._~ -- ::];i.H:=,"i '?·~;:~2~·~: $nDm ,::;_.¡~;~~::~;; I --- ....m S7~m $17.5m .....m S55.5m --_./ Central Central Loop TIF Area .. - . -~./ r-¡ . -' -- , ~ . -' .~ ~o,.".=_..._..,,,;. ~ ~_.: ,,-~. '__ , . - 2 ~ . - -.' - . . . - J.b..c: +;¿Q;" ..~. ~~ ~~·~··;::~;7fi;';~· , ,". ... . ~."" ,.-'. .-. , "'_'_' . ".·.·r. ::.~ w:~:~ .!:~.:.:r~;,,:;:~'¡' ;;;;;;~;\::;:~~t!~Y:~.;~; ...-- -.......-. --- Loop TlF Redevelopment Project & Plan '~'.' ";(~;'Y.¡-!:'7":' \ J -. Results · $2 B of redevelopment · State Street has been totally reinvigorated ¡. . · Sears has returned to State Street with a 5-1evel store · Lord and Taylor will anchor a 5-storey retail mall. across the street from Marshall Field's · Italian Village Square (Mariano's Market Hall) a 4..storey 30,000 sq.ft. gourmet food market · $270 M of incremental property taxes/year guaranteed ---. .. -.. .-"....-... ~ "" .. CtJicago" OrtentaI1'heatre ':~TIF FinanCing'· $17.5 M 'o1be-:ChicIgO·Theatre . oTheCadBJacPalace1'heatre ~l1FFinanctøg=$5411 .,... .~-,~ j". ~. ....._.._..R"'"...h..-. ~Çt~~~~Tf~~~~~ ... .,,~~".. .,..~."..,,~.~.".- .'..·.·,,1,·.. '~lf I..,~'=':r<;' ".',,'1'1'-·" <........,'.".....'. .,',;. !".~ ,.-',",~" ""~,,",,,.. .' ..,....~"...,.~-~, r-, ( . Chicago Millenium Park (' S:YIml L,'o...~ IU' HISTORIC TAX CREDITS -.-.-.. ~--=- -- '.....-," .'. "-.'. ~;r ~ 1~.~~" ':::;: I I \.~¡,., ....... ... ~ J I " ,~ .. :... ./.."" ~~..." '-~ ": . ....,~;:.::'...-._.-,.(¡~ I ~ '! m·ma...................._ . .~ .. , ._. .. . . '.. " . , ";'........................,~...":":-~. I- ·-t~ra:-~ ._.:'E1~~:~: v ff ' . 11'. " ...."..~,.""'}f¡ ~"~'_~:'" ",A -# .......f;¡~~!tì, ..- '!Ii:'. .,.,jb ft ~., ~ .J _"'-':'~_tlt:~ >'!'~ø .. - ~~ "--8ttdg. I ~_-¡-_ It ._' 0..-'_ I ':'. ~ ~ .C, "Q ... ¡r' ':--, , ...,.,"',. t ......¡ GNMI -....::. U- I .. i _p_~':n' { M J'" .~~ I· -- - , I ... .,"" . = -....-. -- a; ,. -;;:............', ID- !. ....1~" I .:j' "- ~,_ '_h~.· ri .~ I~~) ~¡' .::, , ,__. ,It' ," I·~~. ·2; :IN .-.' ...." , ¡¡. ,.. - , ~ _.. F--.' . L". ...&:, 01:.' . .. ,_.-t;"~ " ~'- '~:¡:~_ Ii .~......~..:!t : ." i=¡"'...~~·ii . Pend I' · 'J ) .~ , . 1\,_.....) '~~"fno, :""0',"",,::':" '·-'--1:::'·'.'- . :-1._, ?;!¡,~ ~~~! S:\Iml (-~ , . (" ( ---'\ 'I OJ '----'/' \,J ,.,-,,, , . I Historic Tax Credits . administered by the Internal Revenue Service and National Historic Landmarks Programme. National Park Service _ IRS establishes rules re costs that count towards the credit _ NPS determines whether a project confonns to programme architectural standards, and issues certificates of compliance S:-Iml Lvo'l;s IJP ,.r--""", " Historic Tax Credits has generated more than $20 billion in historic preservation activity in 28,000 projects . _ June 1998 - June 1999. completed projects incurred more than $2.3 billion in renovation costs tax credit given for 20% of the eligible costs of renovation in approved historic districts or historic designations tax credit accrues to the owner of the property (usually limited or structured partnerships. or l.l.Cs) S'imlLm:'o"!lllP /---~\ BROWNFIELD INCENTIVE PROGRAMMES :'ltmll.\X"SIJ.P ~!'\I ;;·\¡L..~·,!'.^,wrvr Brownfield Restoration Trades Trash for Cash Glimcf7er Rea/tv Trust oamstakm,£W reäevelops à tormcrlal1dtlll ;ar the site 0; New j~..sev's I.~ff!est outlet mal(. ¡";I"'l,"'$i' ....mIL\l....'SIJ.P Elizabeth, New Jersey -.. ~ .- ...~.,..:~,.~~::;'.~ :.~: p - ."., .". ,,~ :, ··,..r· V- ; - ~·,~~0 , ..:!~....,. .~..~.....:: ~.. ' SMrnIL\'O.\SIJ.P '. j .~/ \.J :\.0 ,'---'. New Jersey Brownfield Incentive Programmes EPA's Brownfield Economic Redevelopment Initiative _ funds brownfield pilot projects throughout the U.S., particularly in city cores _ 190 NPL sites redeveloped _ 13,000 acres restored to ecological & recreational use _ 14,500 jobs (S450 M annual revenue) located on tonner NPL sites _ $162 M in grants tevered $2.9 B of invesbnent redevelopment State incentives for brownfield _ grant and loan programmes _ insurance for lenders _ tax credits for preliminary investigation and remediation _ New Jersey, MassachuSetts and Pennsylvania liability and incentive programmes _ Massachusetts state tax credit of 25% of cleilfHlp costs, with a bump up to a 50% tax credit for enhanced clean-up . l~""< S:wmIL\"()~5I.L1' Brownfield Incentive Programmes . Municipal incentives, such as: _ tax incremental financing -designation of "redevelopment areas" _ "special economic development districts" _ provision of financial incentives for developers . low interest loans and grants for site assessments and clean-up in economically distressed areas by state and municipal governments S:wml ...\'()~" I~P Empowerment/Enterprise Zones · The Enterprise Zone and Enterprise Community Initiative, launched in 1999 - business capital investment with targeted social investment to trigger community revitaUzation - competitive rounds for municipalities to submit revitalization plans · 20 new empowerment zones to share $3.8 billion in federal grants and tax exempt bonding authority · Tax incentives andflexible block grants fOf housing SMml L\'O~"!\ U.P .J SMmILul:'>SIU 1; .;~- . s,:",,- -_.,-~'<~"';_.:' - CIIIoo.__ _...... -- EMPOWERMENT! ENTERPRISE ZONES Atlantic Steel S't """'" ,e -Atl ~......:.... '0' anta :;:.==.._ f;I :..--.... --=-...::.- ,.~~.:., ~ . "h/~"'\"'" ,..¡¡~d":"-;'· '" "'=:Ii.","'"'' '.' ¡ ..... == ~,~..'~' .~. .,,"~,..~~!,=~\,::~'..-l"''' - .~., -- .... -=-" .~, ....p-i"". .!00 ..... .....~ ' -....'''''-. ".v_ ,,,, "'"' - - -,,' ~..A1:~'-';"W~";;;-" + . . ~.., ,.~. .... . ~.' ~ ,r;:;.s, $. _....iilii:~c'Ít ~ _- 52 0"" .Total11F I Ion Revenue Bond = S300 million ',...j i ."./' Empowerment/Enterprise Zones . Empowerment z.one/wage tax credits _ gives employers a $3.000 tax credit for every employee who lives within an EZ boundary . Work opportunity tax credits _ $2,400 tax credit to hire 18 - 24 year old zone residents SMmIL\'O:o.."öIJ.l' , ~, ( DOWNTOWN DEVELOPMENT AUTHORITIES AND PARTNERSHIPS SMml L'"():o.~ UJ' ,.--" ( Smart Growth in America much has been done through collaborative consensus building involving all the major stakeholders redevelopment, and particularly redevelopment of new infrastructure, has been done through publiC private partnerships and through redevelopment agencies S:\Un1L'r'()~U.l' S~lml L\"()....~!AI , City Redevelopment Partnerships/Agencies The San Francisco Partnership (SFP) St. Louis Downtown Nowl Task Force (SLDN) Downtown Denver Partnership Inc. (OOP) The Alliance for Downtown New York (ADNY) Central Atlanta Progress (CAP) Cleveland Development Partnership (CDP) S)tmIL\"(:o;.~U.l' Urban Development Corporations/Authorities Atlanta Development Authority (ADA) Boston Redevelopment Authority (BRA) Denver Urban Renewal Authority (DURA) Detroit Downtown Development Authority (DDDA) Indianapolis Downtown Inc. (101) Miami Downtown Development Authority (MDDA) Minneapolis Community Development Agency (MCDA) San Francisco Redevelopment Agency (SFRA) S\lmIL\"():o;~u.r t)f)It~"'m'll$/~""mn_~!- r/',If; r/:,· ,t~",oJ n,'U'$ ,f¡/m~ "! :cnc P",;/Jfnl (','¡", i/JII. '"AI/ rl'c (lm!/"I<'TI,,'/ ,'Ii.:.,,,, 13 'If¡' I~mp<'""n\ J" """(, ,/r-"'''WT 1',,,,r ';1("1'11<' ¡tllII.I.~( ""I1I~ ,/IIJ ('1:/""'/('11,'( rb.' /rJ!l>t'IfJII.III'O// If'ul; San Diego ;':"':"'~""':",,"....;.-,: \~ ^ (...-.....\ \ SECTION 28 PLANNING ACT SMmIL\'O:o¡sU.P Planning Act Section 28 is being used it1 a creative way to provide tax credits (TIEG's) and grants by some Ontario municipalities . Section 28 . -to provide impetus for redevelopment -to clean up brownfields -to give financial assistance, where required -"\ ... Hamilton, Kitchener, London have used TlEG's on a pilot project basis to stimulate redevelopment of - older buildings - heritage buildings -contaminated sites . SMml Lyo.~s IJ.P ss.(2) ss.(4) ss.(8) ss.(7) 55.(12: Section 28 - Planning Act Mechanism: _ create a CIP area: _ create a CIP redevelopment plan: _ obtain approval of the Minister: _ municipalities may make grants or loans: _ municipalities may issue debentures: . The Province is monitoring these pilot projects _ see Brownfields Showcase publication . L\'()~~U.l' SMml - municipal housing project facilities S~lml Lm'"S UJ' -all forms of public - public libraries - social and health service facilities, homes for the aged - municipal community facilities -cultural recreation on tourism facilities · · including Property tax exemptions (including the school portion) can be granted for all or a portion of the facilities Development charge exemptions can be given for all part of the facilities "Municipal capital facilities" include: utilities or · Municipal Capital Facilities S~mIL\'Os.~uJ' to any person who has entered into- an agreement to provide a "municipal capital facility" - lend money or give grants/property - guarantee bo"owing - provide services of municipal employees a municipality to: - provide financial assistance at less than FMV, or at no cost \0 · This is another exception to the Section 111 against bonusing Section 210.1 (4) allows S~mIL\'O"islJ.P SECTION 210.1 MUNICIPAL ACT prohibition Municipal Capital Facilities Municipal Capital Facilities The signfficance of the recent amendment adding "municipal housing project facilities" is a significant tool that can provide affordable housing and a housing strategy at the municipal and provincial level S.\tmIL\1));SIU SMART FINANCING TOOLS FOR SMART GROWTH Learning from Others '~' ¡ r i :.. . . I :.__~.-.J B.S. Onyschuk, Q.C. AMO ANNUAL CONFERENCE August 21. 2001 S:YImIL\'()!\isu'p /'-- ( " ."--"'" r-. ( , I to 3:00 p.m. 30 p.m. 2001 - 1 Tuesday, August 21, (~' Treating Our Land Workshop Township of O'Connor Mayor, Ron Nelson, Chair: Erik Apedaile, Independent Environmental Management Consultant Wayne Caldwell, Senior Planner, County of Huron Keith West, Director of Waste Management Policy Branch, Ministry of the Environment Speakers (---, (~ ~'t --'>, ,/ INDEPENDENT ENVIRONMENTAL MANAGEMENTCONSULANT ERIK APEDAILE TREA TING OUR LAND ') " ) / Management Act 2001 and Ontario Municipalities The Nutrient Erik Apedaile P.Ag. Environmental Management Services, ¡~ \ Ottawa, Ontario Servicing the cities and towns of Ontario ate over 250 mechanical sewage treatment plants. Smaller villages and rural ateas ate serviced by a combination of small facultative lagoon systems and communal and individual septic systems. Nutrient management planning will result in a reduction in the available land base for land application of anaerobically stabilized biosolids and a narrowing of the land application window. Municipalities that rely on land application of biosolids will have to re-evaluate how they manage biosolids by looking for alternative end uses. While incineration and landfill will remain as viable means of disposal, biosolids should be first looked upon as a resource, rather than stricdy as a waste. face Nutrient management in the agricultural context means balancing nutrient inputs with the nutrients already available in the soil and the needs of the crop. The value to agriculture of municipal biosolids is that they axe very rich in nitrogen and phosphorous, both of which axe very important to crop production. However, like any other agricultural input, these nutrients must be properly managed. Excess nitrogen will move easily to ground water, potentially impacting drinking water aquifers. Similarly, phosphorous can move with sur runoff, impacting surface waters. Nutrient management planning has long been promoted and encouraged by the Ministry of Agriculture Food and Rural Affairs as well as by provincial agricultural organizations. The Ontario Farm Environmental Coalition, which is lead by the Christian Farmers Federation of Agriculture, the Ontario Federation of Agriculture, AGCate and the Ontario Farm Animal Council developed "Our Farm Environmental Agenda' in 1992. A key recommendation was that farmers develop individual Environmental Farm Plans, which would encompass nutrient management, proper chemical and fuel storage, prevention of soil erosion, and well and septic system maintenance. The Council later established a Nutrient Management Working Group, which focused on nutrient management planning. Their goal was to "address the concerns that many Ontario citizens have expressed regarding the production, storage, and utilization of agricultural nutrients". Subsequendy, in July 2000, the Province announced their proposal for "cleat, enforceable province-wide legislation regulating agricultural operations". Finally in July of 2001, the Government announced details of the new proposed legislation. /~. l '·'1 that animal operations there ate two elements While the initial focus will be on large-scale will direcdy affect municipalities: Enhanced regulations for the use and application of land applied nutrients Banning the land application of untreated septage. . . Properly implemented, the elements of nutrient management planning will have a positive impact on municipal land application programs in t=s of public acceptability and environmental impact. However, it will result in increased costs. While banning the spreading of untreated septage is a welcomed initiative, it will require investment in existing ---, The management plan recommended the short-term continuation of the existing progxam in Ottawa, which consists of land application during the May to November period and use as a component of landfill cover during the non-spreading periods. The study recommended the ',~ , j As an example, the City of Ottawa has recently released an updated biosolids management plan. Following the Schedule B Class Environmental Assessment process, the study reviewed alternative biosolids management practices, assessed alternative biosolids management strategies and established a long term biosolids management plan for the generation, processing, quality, use and disposal of the City's biosolids. The solutions lie in planning for a shift away from a reliance on land application towards a more diversified approach. While clirect land application should remain an important component of biosolids management in Ontario, the inevitable narrowing of the land application window accompanied by reductions in application rates and increased pressure from opponents, means that municipalities must prepare for the changing environment. Land application of biosolids in Ontario is regulated by the Environmental Protection Act, Regulation 347 and the Guidelines for the Utilization ofBiosolids and Other Wastes on Agricultural Land. There are two windows for spreading, the spring prior to crop seeding and the fall, post harvest. There is also a limited amount of spreading through the summer on sod fields, hay fields and fallow fields. The spring window is quite small, nonnally between two to five weeks. The fall window depending upon the weather is more generous, stretching from late August when grain crops are harvested through to freeze up in November / December. Once nutrient management plans have been implemented, fanners will be unable to justify fall, especially late fall application of nutrient laden biosolids. There may also be restrictions on spreading biosolids on fields with limited crop residues and high residual nitrogen, such as harvested legume fields. This narrowing of the spreading window, coupled with the disqualification of a significant number of fields will present a big challenge to Ontario's municipalities. ) ,j A dichotomy exists between the densely populated metro areas, which produce most of the biosolids, and the more sparsely populated metro adjacent areas where most of the biosolids are land applied. There are cases where rural municipalities have attempted to either prohibit or severly restrict the land application of biosolids in their jurisdictions. This is indicative of the gxowing majority of rural urbanites who are moving to the metro adjacent rural areas. It is hoped that the implementation of regulated nutrient management planning will foster better acceptance by the gxowing majority of rural non-fanners of land application not only of biosolids but also of the quantities of animal wastes generated by the agricultural industry. In Ontario, approximately 75% of municipalities engage in some variant ofbiosolids land application. Most biosolids result from some type of conventional activated sludge system with anaerobic digestion. In some cases, the biosolids are land applied as a liquid while in other cases the biosolids are dewatered resulting in biosolids cake. Some treatment facilities further process biosolids through processes such as alkaline stabilization or pelletization. local wastewater treatment facilities as well as septage. the development of dedicated facilities to treat " j ,~ long-term development of multiple end-uses for biosolids because of the current regulatory and technical uncertainty. It further recommended the development and implementation of an environmental management system as a means of ensuring and demonstrating quality control in the production and management of biosolicÍs. ^-. ,/ Municipalities and the Province must work co-operatively to ensure the success of biosolids management in Ontario. Standards must be applied and enforced uniformly across the Province and net-producing municipalities must include net receiving municipalities in their planning processes. Land application of biosolids, properly managed, helps close a very large recycling loop, where foodstuffs are produced in rural areas to feed urban populations and a portion of the residues from that food are returned to nourish the soil. ~~. ~. ! Ontario's Draft Nutrient Management Act (2001), Agriculture and Implications for Municipalities by , )---. ;' - I RPP Ph.D., MCIP, Caldwell, Wayne J. Caldwell is an Associate Professor at the University of Guelph School of Rural Planning and Development and a Senior Planner with the County of Huron. He may be reached at the University of Guelph, Guelph, Ont., Canada, N1G 2W1 (519-824-4120 ext. 6420). Tills paper was presented at the Association of Municipalities of Ontario Annual Conference, Toronto, Ontario Workshop Title: Treating the Land August, 2001 ~-- ! . J. Caldwell The opinions expressed within this paper are those of the author and do not necessarily represent tlwse of the University of Guelph or the County of Huron. ©W. ¡~. Introduction The intensification of agriculture has lead to conflict within the rural community. Recent developments in the livestock sector have been a particular catalyst for debate and action within many rural communities. As livestock facilities have gotten larger, become more geographically concentrated, and more reliant upon technology (for example liquid manure systems) many people living in proximity to these facilities have expressed concerns related to odour and water quality. In response to this conflict provincial and municipal governments are thrust into the midst of the issue and are often pressured to develop criteria to assist with the establishment of new facilities and to regulate existing situations. It is this conflict and related environmental concerns that has lead the Ontario Government to release the Nutrient Management Act, June, 2001 as the framework for regulating the Management of Nutrients. 9ntario's Dra Nutrient Management Act A . culture and the Imulications for Munici /1"---.., This paper attempts to identify the municipal implications of this legislation as it relates to the siting, establishment and regulation of farming operations and agricultural practices. While the legislation also addresses the important issue of bio-solids and related Nutrient Management Strategies this paper, given recent municipal involvement with agricultural practices (for example Nutrient Management By-laws) focuses on implications for the regulation of livestock production. /--...., I The paper is organized into three main sections. First, an overview of the issue is presented; two, an overview of the legislation is provided and three comments are provided concerning the implications for municipalities as they plan for agriculture. Section 1: The Issue: A General Overview Figure 1 identifies a number of trends that have had a profound impact on agriculture and the way it is perceived within society. Since the end of the Second World War there has been increasing industrialization in the nature and scale of agricultural production. Over this time agriculture has moved in the direction of larger, specialized, more efficient and more intensive operations. In an attempt to find increasing efficiencies and in response to the cost price squeeze, farmers find that net returns per unit of production are decreasing - dictating larger and larger operations. Between 1951 and 1991, for example, the total number of dairy farmers in Ontario dropped from 40,000 to 9,757. During the same time the number of pork producers dropped from 93,564 to (' 2 Nutrient Management Act, Agriculture and Municipalities - © WJ. Caldwell s Ontario' Figure 1: The Rural Communi and Ke Agriculture and Land Use Related Trends i .J - Efficiency of Production Environmental Liability Change in the Family Farm Role of Technology Increasing Size and Scale of Production Tenure Specialization International Vertical Integration Market Place An Evolving Agricultural Sector: Perceived Trends at the Community Level Rural / Urban Composition Decreasing Farm Population ,'-..../. Environmental Rural Non-Farm Awareness Development Environmnetal Countryside as a Regulations Public Resource Environmental Liability Agriculture vs. Other Development Normal Fanning Practices 8,940 (Surgeoner and Grieve, 1995). Specialization has also affected the way in which the farm unit is perceived witlùn the community. Larger "single industry" production units (with geographic concentrations) has meant that it is easier to focus on those sectors and practices in agriculture that are potentially damaging to the environment. This move to larger, more intensive operations is accompanied by a trend towards a vertically integrated approach to agricultural production. Increasingly, the elements of. \ production, marketing, financing, and processing are linked together. In the livestock V Ontario's Nutrient Management Act, Agriculture and Municipalities - © w.J. Caldwell -;; ~ industry for example, there are strong linkages between each of these components. The result, at the community level, is that there is less willingness to accept the individual management decisions that are made for these corporate farms. The perception is that decisions at this level will not reflect the same stewardship or community based ethic of individual family farmers. Whether this perspective is correct or not is a point for debate- but the perception is held by many farm and non-farm individuals. The resulting perception is that there is a disconnectedness between agriculture, the farm, and the rural community (Toombs, 1996). /-~--., I For both corporate and family farms there is a reality to production. Farming is a business competing in an international market place. In order to remain competitive in this market farmers are required to evolve, change and adapt their approach to production as in any other business. The results, in some instance, are decisions that others within the community find difficult to support. Related issues include the continued adoption and reliance upon technology and issues related to tenure. Some within society believe that those systems which rely on technological control are more at risk than traditional systems which rely solely on human involvement. For example, the traditional stack of manure sitting behind the barn is often viewed as less environmentally offensive than a large liquid system contained within a concrete facility and applied using modem technology. The approach to the ownership and management of land has also changed within the rural community. Today much less of the land base is controlled by individual resident farmers. There is a much higher proportion of non-farm ownership, absentee owners and a tendency for corporations to own large land holdings. Some believe that this tenure system is much less concerned with an environmentally responsible approach to land stewardship. /~~'" In general there are three community concerns associated with large livestock operations. _ environmental, economic and socio -political. While some will debate the significance of these issues they do represent the concerns that local and provincial governments need to consider. Environmental concerns include issues related to odour, stewardship, and water quality. While odour is an expected by-product of livestock farming- the concentrations of livestock odour and the ability to single out individual farms or livestock types (example hogs) in combination with community trends such as non-farm growth contribute to this issue. Concerns over water quality relate to both surface and ground water. While the magnitude of the problem is often debated issues related to manure spills and the occurrence of non-point source contamination is clear evidence of the negative impact agriculture can have in these areas. In the U.S. earthen manure lagoons and a number of recorded "catastrophic spills" have brought much bad press (Henderson, 1998). In Ontario, attention has been more focused on issues of manure handling and application and the corresponding impact on surface and ground water (Livestock Manure pollution Prevention Project, 1998). /". 4 Nutrient Management Act, Agriculture and Municipalities - © w.J. Caldwell s Ontario' Ontario' s Nutrient Management Act, Agriculture and Municipalities - © w.J. Caldwell 5 The legislation, if passed, sets out a framework, which will allow the government to develop province-wide standards for the collection, storage, handling, transportation and application of nutrients on agricultural land. Although many details remain unanswered, pending the release of regulations (following the adoption of the legislation) it is clear that the province has opted for decisive action. --/ In June of 2001, the Government of Ontario gave first reading to the Nutrient Management Act (Bill 81). This legislation is significant in that it represents a radical departure from the historical approach to siting livestock operation in Ontario. First it proposes to transfer much of the approval and enforcement authority to the province (leaving municipalities reasonably uninvolved with this issue) and second it proposes to establish a relatively rigorous regulatory framework. Section 2: Ontario's Nuhient Management Act, 2001 (Bill 81 The development of a response to "Intensive Livestock Operations" reflects the respective powers and responsibilities held by the province and municipalities. Both, to a certain degree, are constrained in the types of actions that may be taken. Not oIÙY are there legal impediments to action, but there are also philosophical differences on how the issue should be approached. In Ontario, following considerable debate, public consultation and the tragedy associated with e-coli contamination of the Town of Walkerton's water supply there was a decision to develop legislation aimed at clarifying responsibilities and providing a framework that would establish a higher level of environmental accountability, while at the same time providing regulations intended to be acceptable to the farm community. j '--..,./ Soda-political issues, like economic issues can be very difficult to deal with. Opposition to large livestock barns often sounds like "NIMBYism" (not in my back yard) and can lead to intense emotional debate and conflict between neighbours. The debate can pit one sector of the community against another, raises fundamental questions about how we want our communities to evolve and can lead to questions concerning the role of agriculture. This emotion can complicate the best intentions of involving the community in policy development, implementation and on-going monitoring. Economic issues are largely related to environmental concerns. Odour in particular can have an impact on real estate values. While the issue can be exacerbated by significant non-farm development it is not exclusively a farm vs. non-farm issue. The debate can include farmers, non-farmers, cottagers and urbanites. Property value issues, while notoriously difficult to prove can be exceedingly emotional and challenging. Municipalities have often responded with strong agricultural policies to prevent the establishment of non-farm uses, separation distance criteria to separate farm and non- farm uses, but in many instances municipalities have been pressured to attempt to restrict the size, and type of livestock operation. ) "--' As part of the governments initial release of the legislation they provided the following background information which provides a broad overview of the Nutrient Management Act. These details are repeated here to establish the context for the paper. /"-'" Proposed Nutrient Management Act 2001 Context As part of the Ontario government's Operation Oean Water strategy, the proposed Nutrient Management Act, 2001 would provide for province-wide standards to address the effects of agricultural pra.ctices on the environment, especially as they relate to land-applied materials containing nutrients. The proposed legislation would provide authority to establish province-wide standards for the management of materials containing nutrients and set out requirements and responsibilities for farmers, municipalities and others in the business of managing nutrients. The sources of these nutrients include manure and other materials generated through agricultural operations, commercial fertilizers, bio-solids generated by municipal sewage treatment, septage and pulp and paper sludge. Currently, the land application of these materials is governed by an array of legislative and regulatory provisions, guidelines, voluntary best management practices and a patchwork of municipal by-laws. There remains, however, a need for a comprehensive, clear, province-wide approach that protects the water, environment and well-being of communities in rural Ontario, while ensuring farmers can invest in and operate their farms with confidence. This need was confirmed by farmers themselves, municipalities, environmental groups and others during consultations held by the Task Force on Intensive Agricultural Operations in Rural Ontario during early 2000. The proposed legislation responds to the results of these consultations, and its development was guided by the "Managing the Environment" report released in January 2001, which strongly recommended an integrated approach to environmental management. The bill also addresses the issues and risks identified in the Environmental Commissioner's special report of July 2000, "The Protection of Ontario's Groundwater and Intensive Farming." It also builds on the government's Smart Growth Strategy which calls for well-planned and environmentally sensitive development. i' , '~"\ 6 Nutrient Management Act, Agriculture and Municipalities - © W:J. Caldwell s Ontario' Ontario s Nutrient Management Act, Agriculture and Municipalities - © w.J. Caldwell 7 Municipal responsibilities would be clarified under the bill. New standards would replace the patchwork of mUlúcipal bylaws regarding nutrient management. Municipalities would have this as support for their continued responsibility for land use planning and building code approvals. It would also allow for the creation of local advisory committees to promote awareness of the new rules, and mediate local nutrient management noncompliance related issues. .J The legislation would also provide enforcement authority. In line with other environmental legislation, provincial government officers who are knowledgeable in agriculture and the environment would have the authority to inspect and issue compliance and preventive orders. The legislation would also establish the right to appeal to the Environmental Review Tribunal. Many guidelines and other reference documents have already been developed which could provide a good basis for these standards. Examples include the Ontario Farm Environmental Coalition's Nutrient Management Strategy, Environmental Farm Plan and many Best Management Practices. The key to this proposed framework would be the Nutrient Management Plan (NMP), which is a science-based tool identifying how manure, commercial fertilizers, other nutrients and existing soil fertility are effectively managed in an environmentally responsible manner. Different types of operations would have different requirements and eventually all land-applied materials containing nutrients would be managed according to a NMP. \.J What would the legislation do? The proposed Nutrient Management Act was developed by the Ministry of Agriculture, Food and Rural Affairs (OMAFRA) and the Ministry of the Environment (MOE) using the recommendations of many private and public sector sources. It would: * set out a comprehensive and integrated approach to all land-applied materials and the safe disposal of deadstock; * ensure that all land-applied materials will be managed in a sustainable, beneficial manner which results in environmental protection; * provide for clear, province-wide standards so that farmers can invest with confidence in their businesses; and * increase public confidence in a sustainable future for agricultural and rural development. What's in the legislation? The bill is enabling legislation that would support the implementation of a comprehensive regulatory framework regarding nutrient management and other related farm practices in Ontario. '..,-.-/' Administratively, the legislation would provide for alternate delivery of the review and approval of NMPs and for the establishment of a registry for NMPs. It would provide the authority to establish fees for any activity undertaken. In the first two years MOE will coordinate the review and approvals of nutrient management plans and other requirements for large operations, while OMAFRA will review and approve NMPs for mid-sized livestock operations. The proposed legislation prohibits the delivery of enforcement through an alternative delivery mechanism. r-" , I The proposed Act would re-affirm the ultimate authority of the Environmental Protection Act, the Ontario Water Resources Act and the Pestiddes Act. It would also effect complementary amendments to these Acts, and the Farming and Food Production Protection Act. How would it work? The proposed Nutrient Management Act, 2001 would provide the authority to develop and implement new, enforceable standards, supported by new inspection and compliance measures and new authority fôr remedial action and provincial enforcement By recognizing the roles of both the Ministry of Agriculture, Food and Rural Affairs and the Ministry of the Envirorurtent, the bill would provide a framework for these ministries to work with a broad range of stakeholders to develop the specific standards. It would provide authority for regulations governing several areas, including: (' containing materials and transporting Collecting, storing, handling, using nutrients; Establishing qualifications, education, training and certification and others applying materials containing nutrients to land; Establishing requirements for NMPs, including record keeping and filing; Providing for the use, establishment and access to a registry in which NMPs would be recorded; Enhancing regulations for the use and application of land applied nutrients; Establishing minimum distance separation requirements fôr land application and buildings to protect land and water; Using innovative technologies (e.g. composting) to manage materials containing nutrients; Mediating issues locally, including establishing local advisory committees: MOE will deal with any issues related to noncompliance; Establishing categories of agricultural operations and standards relating to farm practices for these categories. Banning the land application of untreated septage over a five year period. for farmers * * * * * * * * * * (' 8 Agriculture and Municipalities - © W:J. Caldwell Ontario's Nutrient Management Act, Ontario's Nutrient Management Act, Agriculture and Municipalities - © w.J. Caldwefl 9 Education and training requirements would be an integral part of the new legislation, so that farmers and others with new responsibilities would be well- eguipped to adhere to its standards and regulations. ; <./ The bill would provide authority for several functions including the review and approval of NMPs, education and training and certification to eventually be managed independently outside government. Mid-size livestock operations wanting to build or expand would be subject to provincial review. These and other agricultural and smaller livestock operations would be responsible for having up-to-date NMPs available for inspection and review. The bill would establish authority for a range of new approval and review requirements designed to minimize environmental risks. These would be most stringent for large livestock operations, which would need provincial certification, including approval for their NMPs. These operations would be inspected by a team of provincial government staff who are knowledgeable in agriculture and the environment. All farms would eventually be governed by new regulated farm practice standards. New standards would be established immediately for the new construction or expansion of large livestock operations. They would apply to existing larger animal operations within three years. Appropriate standards will be established for all other farms within five years. ; .'--./' Any number of sub-categories could also be defined to ensure that different types of operations would be regulated in the most effective way. At a minimum the following categories would be defined: * Large livestock operations (e.g. 450 livestock units) * Smaller livestock operations * Other agricultural operations (e.g. greenhouses, mushroom facilities, cash crops) * Non-farm operations generating materials containing nutrients such as municipal sewage treabnent facilities. Non-farm nutrient generators would be categorized separately from the agricultural operations. How would it be implemented? The bill would provide the authority to implement a risk-based approach called for in the Managing the Environment report. Different categories of operations would be regulated in different ways, focusing a greater level of attention and resources where the risk to the environment is greatest. The bill would provide for a framework to phase in standards over time, depending on the size of the operations and the kinds of practices that are carried out. J While the above reflects the governments perspective on the legislation it does represent a relatively objective presentation of the content of this detailed Act. From this information and from the legislation itself it is possible to identify a number of key changes which are discussed in the following section. /-, in the Re5lulations the mandatory the framework for · Mandatory NMP's: The legislation establishes completion of nutrient management plans. Directions Established b lOKe · Definitions (Nutrients & Agricultural Operations): The legislation establishes a broad-based definition of nutrients and agricultural operations. Nutrients are defined as including essentially any crop input including fertilizer, manure and bio-solids. The definition of agricultural operations includes many aspects of farming, but also includes a variety of commercial services for agriculture (for example ground and aerial spraying). · Broad Powers to Make Regulations (very open-ended and including location and operation of feedlots, restrict access to water, minimum distances, etc.): Perhaps, most significantly, the legislation establishes broad-based powers to establish a variety of regulations related to the management of materials containing nutrients and regulations respecting farm animals (Sections 5 and 6). This includes items such as the location and operation of feed lots, restricted access to watercourses and the potential establishment of minimum distances from a variety of geographic (undefined) features. ",,-~ , \ · Licensing and Certificates (in relation to application of manure): The legislation also provides for the licensing and certification of individuals and farmers involved in with the application of nutrients. and Land base: Moreover the legislation directs the establishment management plans and the land-base onto which nutrients are · Registry of NMP's of a registry of nutrient to be applied. · Appropriate geophysical studies reo soils and groundwater: The regulations may also direct the completion of appropriate geophysical studies related to soils and groundwater. This has the potential to establish a significantly higher level of information than has traditionally been received as part of the nutrient management planning process. . Gear authority for enforcement, fines, etc. (appeal to tribunal): Enforcement is a key component of the legislation. While the procedure itself is complex, the authority for enforcement clearly rests with provincial staff with the opportunity to appeal decisions related to enforcement to a tribunal. The legislation identifies potential fines and grounds for noncompliance with the legislation. /---', ( , 10 Ontario's Nutrient Management Act, Agriculture and Municipalities - © w.J. Caldwell Ontario's Nutrient Management Act, Agriculture and Municipalities - © w.J. Caldwell 11 3: Ontario's Nubient Management Act, Ke 1S) for Municipalities islation attempts to address a number of outstanding concerns that have .ded a municipal response to agricultural intensification. By-laws that were ed and implemented under the provisions of the Municipal Act were at risk of hallenged both from a legal perspective and from a fairness and equity tive. Secondly, the whole issue of enforcement was a potential quagmire for lalities. Without clear legislative authority and procedures there was a ion that the enforcement of certain aspects of local bylaws would likely be very .t Finally, from a provincial and agricultural perspective there were (May, 2001) as many as 54 local by-laws - often with different provisions and degrees of severity. While there are arguments that from a local community perspective that this is appropriate, from an agricultural perspective the resulting discrepancies between municipalities was problematic. As a result, Bill 81 - An Act to provide standards with respect to the management of materials containing the nutrients used on lands, to provide for the making of regulations with respect farm animals and lands to which nutrients are applied, and to make related amendments to other Acts - was introduced to the Legislature in June of 2001. While the legislation offers a framework to respond to many of the community issues which were so dominant in many local municipalities there remains many unanswered questions. The following discussion identifies some of the strengths and weaknesses of the legislation. '. ) ,..J ) ~/ and unanswered · Section 60(1) II A regulation supersedes a by-law of a municipality or a provision in that by-law if the by-law or provision addresses the same subject -matter as the regulation" From a municipal perspective, section 60 (1) of the legislation is perhaps the most important Clearly this section has the intent to minimize the involvement of municipalities in the approval, assessment and enforcement of issues related to nutrient management. These items and their related implications for municipalities will be pursued in the following section. · Local committees to assist with mediation: Recognizing the conflict and issues of communication that frequently lead to difficulties in the local community the legislation provides the framework for the establishment of local committees which would help to mediate conflict. · OMAFRA vs. MOE - different sized operations treated differently: The background documents to the legislation provide information that at the outset at least, different sized operations will be treated differently (for example, there will be a phase in period and the Ministry of Environment will be in involved with the approvals of large operations whereas the Ministry Agriculture, Food and Rural Affairs will be involved with smaller operations). ,~/ . Section 60(1): Figure 2, based on the direction established by Section 60(1) identifies the probable change in provincial vs. municipal involvement with nutrient management and agriculture that will occur over time. It is anticipated that the involvement of the province will increase significantly while the involvement of the municipality will decrease substantially. While the actual relationship between the role of the province and municipality as identified in Figure 2 will not be as simple as implied in this schematic (for example what will the eventual regulations look like, how will the regulations be phased in, what caveats exist for municipalities, etc.) it is clear that this is the direction established by the legislation. The Imvlications of the Nutrient Management Act on Provincial vs. Municival Involvementin Nutrient Mana~ement Issues e2: Fi Provincial Involvement Municipal Involvement ? . ? . Level of Involvement: Nutrient Management / Agriculture ;' 1 Time . Numerous unanswered questions and implications that will only be known when the Regulations are released: Despite the encompassing nature of the legislation there are many unanswered questions and implications that will only be known when the regulations are eventually released. While the legislation provides general direction concerning the regulations it should be noted that the word "may" is prominent in the legislation ("the Lieutenant Governor in Council may make regulations"). Consequently, while a framework is provided for a potentially rigorous set of regulations the position of the province in terms of the details related to these regulations will be of critical importance. . Relatively Oear Authority: Despite many questions related to the legislation and regulations the legislation does establish relatively clear authority - the province will take the lead and municipalities will have minimal involvement. Although there are questions that relate to the implementation and phasing in of the legislation and related r----· 12 Ontario's Nutrient Management Act, Agriculture and Municipalities - © w.J. Caldwell Ontario' s Nutrient Management Act, Agriculture and Municipalities - «:;) w.J. Caldwell 13 · Municipalities are out of enforcement - but will there be random audits (ex. Section 12)? Will municipalities be able to request inspections or participate at Tribunal Hearings? Will the province allocate sufficient resources for implementation and enforcement (the eventual regulations will significantly impact required resources). While the legislation clearly establishes provincial leadership in ) .~ · How will the legislation effect local authority to regulate land use and issue permits (and address "appropriate" local circumstances - groundwater studies, ESA's, "geographic features,' etc.): While the legislation has the goal of creating uniformity across the province - from a municipal perspective there are often circumstances which require locally sensitive approaches. For example, wellhead protection areas and environmentally sensitive areas are important local features that may require special attention. (It is recognized that the legislation attempts to establish a clear set of directions and regulations thereby reducing the NIMBYism that often accompanies agricultural expansions). It is acknowledged that the legislation may require minimum distant separation's in proximity to "geographic features" that may be specified in the regulations (the term geographic features remains undefined). · How does the legislation relate to existing municipal by-laws over the phase in period (for example large vs. small operations and the application of appropriate standards)? It is anticipated that the legislation will be implemented over a number of years and that municipalities will continue to be involved in a variety of ways over this time period. How will the legislation relate to existing municipal bylaws? (For example will municipalities be allowed to regulate small operations small operations and must they use the same standards being applied to large operations?) ) In the short- term, despite the direction of 60 (1) clear answers there will likely be confusion related to the applicability of local standards and provincial standards. This raises the important and fundamental question: How do we dedde if regulations supersede a local bylaw? v_.) · Will funding be available to facilitate compliance? If regulations threaten agricultural viability there could be a significant local economic impact (there is a need for corresponding education and incentive programs): The legislation and associated regulations have the potential to place a significant burden on existing agricultural operations requiring significant investment in time and money to achieve compliance. There is a risk in this process of placing individual farm operations in jeopardy with the potential for significant local economic impact. Clearly there needs to be consideration given to the cost associated with regulations and appropriate funding should be available to assist individual farmers. Moreover, education should be a key component of the province's program. regulations there is a clear goal under provincial authority. of establishing uniform standards across the province \.,......,../ the area of enforcement there are a number of questions. Random audits have been used in other provinces to ensure a higher level of compliance with regulations. Section 12 indicates that certain information will be req1iired but does not specify whether or not audits will occur. Secondly the issue of enforcement is important and municipalities may wish to have the right to participate at Tribunal Hearings and may wish in certain circumstances to request inspections of farm properties. Finally, there needs to be sufficient resources allocated by the province for implementation and enforcement. ,r-_" ( . . Section 55 indicates that lithe minister may enter into an agreement...delegating" certain powers. This potentially includes municipalities and raises a number of questions (funding, etc.): There are outstanding questions related to the future role of municipalities. Section 55, for example, indicates that the minister may enter into an agreement delegating certain powers. It is likely that this may involve municipalities, thereby raising a number of questions related to the eventual application of the section and the potential involvement of municipalities . The Regulations may establish a municipal role in the establishment and operation of local mediation committees: The legislation appropriately recognizes the importance of local mediation committees in responding to what are often issues of perception that lead to conflict. These issues may not be technically or scientifically based and may be best dealt with locally. These local mediation committees are likely to be created under the auspices of municipalities and additional clarification around roles in this area would be beneficial. ¡/-, General and Concluding Statements In conclusion, the legislation is a response to what has been a 'burning' issue in rural Ontario for a number of years. It establishes a framework that provides direction and while a number of questions remain outstanding and the legislation will not solve all the concerns of various interest groups it does represent a significant change from the current situation. It attempts to establish more equitable standards across the province. These standards will hopefully and probably be an overall benefit - for the environment there will be more rigorous ru1es and for agriculture there will be more predictable rules. The legislation and the coming regulations have the potential to be much more restrictive and responsive to the ongoing issues associated with agricultural intensification relative to the existing legal framework that murùcipalities have been attempting to use. While existing legislation (primarily the Municipal Act and to a lesser extent the Planning Act) has been helpful to municipalities decisions by the Farm Practices Protection Board the Ontario Municipal Board and the courts suggest that a clear legislative framework is required. While providing this framework the new legislation is likely to receive support from some sections and criticism from others. (-~, 14 and Municipalities - © w.J. Caldwell Ontario's Nutrient Management Act, Agriculture Ontario's Nutrient Management Act, Agriculture and Municipalities - © WJ. Caldwell 15 From an agricultural perspective the legislation sets in place a framework for a clear set of rules but at the same time these rules are likely to be significantly more stringent than agriculture currently faces. Conversely, there are those in society who have significant opposition to large operations and the legislation while promising environmental accountability will continue to allow for the establishment of agricultural facilities and practices that are offensive to some. The legislation will also transfer much of the authority for this issue from municipalities to the province and in this process many of the debates that have preoccupied local council meetings will also be transferred to the province. Finally, a review of the regulations which are anticipated following the adoption of the legislation will be critical to a final evaluation of the impacts of the legislation on municipalities and the communities that they represent. If the regulations are fair and equitable from both an agricultural and environmental perspective they will have addressed many of the outstanding concerns and will contribute to an improved situation. Conversely, there is the potential of simply transferring the ongoing debate from the municipal sector where it has been so prevalent in recent years to the province. I ,J .J J Tuesday, August 21, 2001 . 1 :30 p.m. to 3:00 p.m Workshop Partnering with the Private Sector Chair: Brian Sylvester, Mayor, City of Cornwall /'_. Speakers Chuck Wills, CAO, City of Windsor John Frittenburg, President, JF Group Jacques Huot, Ontario Superbuild Corporation Doug Layton, Reeve, Township of North Huron Jim Wickens, Wescast Industries PRESENTATION TO ASSOCIATION OF MUNICIPALITIES OF ONTARIO (AMO) CONFERENCE AUGUST 21,2001 - TORONTO, ONTARIO "PUBLIC-PRIVATE PARTNERSHIPS - WINDSOR BIOSOLIDS FACILITY" C.W. (Chuck) WILLS, CGA CHIEF ADMINISTRATIVE OFFICER CITY OF WINDSOR " i f! I~ "~" (' , ",-. "PUBLIC-PRIVATE PARTNERSHIPS í - WINDSORBIOSOLIDS FACILITY" INTRODUCTION THE CITY OF WINDSOR'S BIOSOLIDS MANAGEMENT FACILITY PROJECT TAKES FOUL SMELLING SEW AGE SLUDGE FROM OUR SEWAGE TREATMENT PLANTS (AN UNPLEASANT WASTE INDEED) AND CONVERTS IT INTO ODOURLESS AND MARKETABLE FERTILIZER PELLETS. ( IT IS ACCOMPLISHED THROUGH A BIOSOLIDS MANAGEMENT F ACILlTY/HEA T DRYING PLANT DEVELOPED BY MEANS OF A PUBLlC-PRIV A TE PARTNERSHIP WITH AZURIX NORTH AMERICA. THE END PRODUCT IS SMALL PELLETS SUITABLE FOR STORAGE OVER LONG PERIODS AND WITH IDEAL PROPERTIES FOR USE AS . ORGANIC FERTILIZER IN AGRICULTURE, ~\ r . 1 · SO¡L CONDITIONER FOR LANDSCAPING, GOLF COURSES, "-../ ETC. · SOIL CONDITIONER IN FORESTRY, AND · AS SUPPLEMENTARY MATERIAL TO THE COMPOSTING INDUSTRY. FURTHER, · THE PROCESS REDUCES THE VOLUME TO BE HANDLED BY REDUCING ITS WATER CONTENT FROM 70% TO 5%. · THERE IS A SUBSTANTIAL REDUCTION IN MATERIAL HANDLING AND STORAGE, · IT RESULTS IN A SUBSTANTIAL REDUCTION IN ODOUR SINCE THE PROCESS IS TOTALLY ENCLOSED AND NOT SUSCEPTIBLE TO ADVERSE WEATHER CONDITIONS. BACKGROUND FROM THE MID-1980'S UNTIL JUNE 1999, WINDSOR DISPOSED OF ITS SEWAGE SLUDGE BY STABILIZING IT WITH LIME, WHICH i \ , \~----/ 2 KILLED BACTERIA SO THAT THE SLUDGE COULD BE APPLIED TO ('" FARMLAND IN THE AREA. ALTHOUGH THE PRACTICE WORKED, IT WAS RIDDLED WITH PROBLEMS: CONTRACTS FOR LAND APPLICATION WERE SHORT TERM WITH FLUCTUATING COSTS, ODOUR PROBLEMS PLAGUED THE LIME STABI~IZATION PROCESS, P ARTICULARL Y DURING ADVERSE WEATHER CONDITIONS, AND ENVIRONMENTALISTS WERE CONCERNED ABOUT THE LARGE VOLUME OF MATERIAL THAT HAD TO BE TRUCKED BOTH BEFORE AND AFTER PROCESSING. (THE (\ PROCESS OF MOVING THE MATERIAL INTO TRUCKS EXACERBATED THE ODOUR PROBLEM.) PROJECT DEVELOPMENT AND IMPLEMENTATION IN SEPTEMBER 1996, WINDSOR ISSUED A CALL FOR PROPOSALS FOR A COMPANY TO BUILD, OWN AND OPERATE A COMPLETELY ENCLOSED BIO-SOLIDS TREATMENT FACILITY THAT COULD PRODUCE A MARKETABLE FERTILIZER FROM THE CITY'S ("' BIOSOLIDS 3 THE CITY INCLUDED THE COMMUNITY LIVING CLOSE TO THE ~ PROJECT SITE IN ALL STAGES OF PLANNING. IN ADDITION, LOCAL ENVIRONMENTAL GROUPS AND OTHER RESPECTED CITIZEN REPRESENTATIVES WERE CONTINUALLY INVOLVED WITH THE PROCESS. THIS COMMUNITY GROUP EV ALUA TED ALL PROPOSALS, VISITED SITES WHERE PROPONENTS HAD FACILITIES, AND WERE INSTRUMENTAL IN ANALYZING THE PROPOSALS, USING A MATRIX THAT WAS JOINTLY PREPARED FOR THAT EVALUATION. THE LOCAL RESIDENTS TRUSTED THE i ',--./ PROCESS, IN LARGE PART BECAUSE OF THIS COMMUNITY INVOLVEMENT. IN MARCH 1997, THE CITY SELECTED PRlSM-BERLIE LTD. (NOW CALLED AZURIX NORTH AMERlCA LTD.) AS ITS PRIVATE PARTNER. ALTHOUGH THE COMPANY DID NOT OFFER THE CHEAPEST PROPOSAL, IT DID OFFER THE CITY A SOPHISTICATED TECHNOLOGY THAT WOULD REDUCE THE VOLUME OF THE ,-) 4 /"'\. BIOSOLIDS BY 65%, MAKING THE PRODUCT MUCH LESS CUMBERSOME TO TRANSPORT TO FARMS AS A SOIL ENHANCER. IN A CLASSIC BUILD, OWN, OPERATE, TRANSFER PROJECT (BOOT), AZURIX PROPOSED BUILDING A FACILITY ON CITY PROPERTY NEXT TO WINDSOR'S SEWAGE TREATMENT PLANT WITH THE CITY OF WINDSOR TAKES OWNERSHIP OF THE FACILITY AFTER 20 YEARS. IN THE MEANTIME, AZURIX BRINGS THEIR SOPHISTICATED TECHNOLOGY AND MARKETING EXPERTISE TO THE PROJECT. ~, ; '. I \ THE PROCESS INVOLVES DRYING THE BIOSOLIDS WITH HOT AIR, WHILE SENDING THEM THROUGH A ROTATING DRUM. THE PROCESS, THEREFORE, ACTS AS A "GIANT TUMBLE DRYER". BY FEEDING THE DRYER AT THE CORRECT RATE, SMALL PELLETS OR GRANULES ARE PRODUCED. THUS, THE MOISTURE IS REMOVED BUT THE NUTRIENTS REMAIN IN THE FORM OF DRY FERTILIZER PELLETS WHICH THE COMPANY HOPES TO (' 5 EVENTUALLY MARKET NOT ONLY TO FARMERS BUT ALSO TO .--../ BACKYARD GARDENERS. ONCE DRIED, AFTER LEAVING THE DRUM THE PELLETS ARE COOLED AND PNEUMATICALLY CONVEYED TO SILOS FOR STORAGE. THE MOISTURE IS CONDENSED, AND DRAINED INTO THE SEWERS. THE SYSTEM IS UNDER NEGATIVE PRESSURE. AIR FROM ALL EQUIPMENT IS RETURNED TO THE BURNER THAT HEATS THE AIR. THE BURNER, THEREFORE, BURNS OFF ANY SMELLS THAT COME FROM THE PROCESS. .. ) ''-_.-' THE CITY ENTERED INTO A 20-YEAR, $60 MILLION CONTRACT WITH AZURIX UNDER WHICH THE CITY, IN OUR VIEW, HAD A GREAT DEAL TO GAIN AND LITTLE TO LOSE. THE PARTNERS AGREED THAT AZURIX WOULD BE RESPONSIBLE FOR: . BUILDING, INSTALLING AND OPERATING A BIO-SOLIDS TREATMENT FACILITY AT ITS OWN EXPENSE, WITH NO CAPITAL INVESTMENT WHATSOEVER FROM THE CITY. 6 ~, · MARKETING THE FINAL PRODUCT, FERTILIZER PELLETS i · ENSURING THAT ITS FACILITY HAD THE CAPACITY TO PROCESS SUFFICIENT QUANTITIES TO ALLOW FOR THE PROPOSED EXPANSION OF ONE OF WINDSOR'S TWO SEW AGE TREATMENT FACILITIES. · RETURNING 500 TONNES PER YEAR AT NO CHARGE, PLUS ADDITIONAL QUANTITIES AT "FACTORY DIRECT" PRICE OF THE PELLETS TO THE CITY FOR USE IN CITY PARKS. · PROVIDING ADEQUATE MAINTENANCE OF THE FACILITY (, OVER THE LIFE OF THE CONTRACT. · TRANSFERRING THE FACILITY IN GOOD CONDITION TO THE CITY AFTER 20 YEARS. WINDSOR AND AZURlX AGREED TO SHARE RESPONSIBILITY FOR MAKING SURE THE PRODUCT QUALITY REMAINED HIGH. THE CITY WAS TO CONTINUE TO ANALYZE ITS BIOSOLIDS ON AN ONGOING BASIS AND ENSURE THAT ITS PRODUCT QUALITY MET (---,.,\ THE MINISTRY OF ENVIRONMENT OF ONTARIO GUIDELINES FOR 7 THE UTILIZATION OF BIOSOLIDS AND OTHER WASTES ON \.._"J AGRICULTURAL LAND. AZURIX WOULD DO THE SAME FOR ITS FERTILIZER PELLETS ENSURING THAT THEY MET THE FERTILIZERS ACT AND REGULATIONS OF THE CANADIAN FOOD INSPECTION AGENCY. THE CITY ESTIMATED THE PROJECT WOULD COST WATER USERS, THROUGH THE SEW AGE SURCHARGE, ABOUT $2.6 MILLION A YEAR. '-) WINDSOR PAYS AZURIX $84 PER TONNE OF BIOSOLIDS THAT THE COMPANY THEN TURNS INTO PELLETS. ONCE THE CITY HAS SUPPLIED AZURIX WITH 30,000 TONNES, THE PRICE DROPS TO $75 PER TONNE FOR TREATMENT. AFTER 34,000 TONNES, THE PRICE DROPS TO $55 PER TONNE. THE PRICE DROPS BECAUSE 30,000 TONNES PER YEAR IS THE AMOUNT OF BIOSOLIDS AZURIX REQUIRES TO PRODUCE SUFFICIENT FERTILIZER PELLETS TO RECOVER ITS FIXED OR CAPITAL COSTS TONNAGES OVER . / '~/ 8 THAT AMOUNT ARE ONLY SUBJECT TO VARIABLE COSTS (' PROVIDED THAT THE CaMP ANY HAS SUFFICIENT CAPACITY TO PROCESS ALL OF WINDSOR'S BIOSOLIDS, AZURlX IS FREE, SUBJECT TO WINDSOR'S APPROVAL, TO TREAT BIOSOLIDS FROM OTHER COMMUNITIES (AS LONG AS THOSE COMMUNITIES CAN PRODUCE BIOSOLIDS THAT MEET THE QUALITY OF WINDSOR'S BIOSOLIDS). THE CITY RECEIVES A CREDIT OF $29 PER TONNE FOR EACH TONNE OF OUTSIDE BIOSOLIDS TREATED. (-\ AZURlX IS IN THE PROCESS OF GETTING A LETTER OF NON- OBJECTION FROM THE MINISTRY OF AGRICULTURE AND FOODS SO THAT ITS PELLETS CAN BE SOLD AS FERTILIZER IN RETAIL STORES. (THE PELLETS ARE CURRENTLY BEING USED ON LOCAL FARMING FIELDS BUT PROVIDES A GREATER FINANCIAL RETURN IF SOLD IN RETAIL STORES.) ~. ( 9 CQNCLUSION \, j ~~ · THE PROCESS RESULTS IN AN ENORMOUS REDUCTION IN VOLUME OF THE BIOSOLIDS - FROM 70% WATER DOWN TO 5% - WHICH MAKES THE PRODUCT MUCH EASIER TO TRANSPORT AND RESULTS IN FEWER GREENHOUSE GAS EMISSIONS FROM TRUCKING. · A SUBSTANTIAL REDUCTION IN ODOURS THAT, UNDER THE OLD TREATMENT SYSTEM, HAD PLAGUED THE LIME STABILIZATION PROCESS · NO STOCKPILES OF MATERIAL AT TREATMENT PLANTS. WHEN THE LIME-STABILIZED BIOSOLIDS WERE BEING APPLIED TO AREA FARMS, APPLICATION COULD ONLY BE CARRIED BETWEEN GROWING SEASONS (WHEN THERE ARE NO CROPS ON THE LAND). THIS IS STILL TRUE OF THE FERTILIZER PELLETS BUT STORAGE IS CONSIDERABLY REDUCED AND IS CARRIED OUT BY THE PRIVATE PARTNER, THEREBY FREEING UP A SUBSTANTIAL PORTION OF CITY ) .-.-/ 10 LAND FOR THE FUTURE DEVELOPMENT OF WINDSOR'S WATER RECLAMATION PLANT. · THE LIME STABILIZATION PROCESS DESTROYED MUCH OF THE NITROGEN CONTENT OF THE CITY'S BIOSOLIDS. NITROGEN CONTENT, WHICH IS A KEY COMPONENT OF ORGANIC FERTILIZERS, IS PROTECTED UNDER THE NEW PROCESS. THIS HAS MADE THE NEW PRODUCT MORE MARKETABLE THAN THE OLD ONE. · A SUBSTANTIAL REDUCTION IN MATERIALS HANDLING. THE FERTILIZER PLANT IS LOCATED CLOSE TO THE SEWAGE TREATMENT PLANT, WHICH MAKES IT UNNECESSARY TO TRUCK BIOSOLIDS OVER LONG DISTANCES. THIS, IN TURN, RESULTS IN FEWER GREENHOUSE GAS EMISSIONS. · THE PROJECT HAS CREATED TWELVE MAINTENANCE JOBS IN WINDSOR AND FOR THE MOST PART, THE CONTRACTOR HIRED UNEMPLOYED OR UNDEREMPLOYED PEOPLE. 11 '/".--'- ~, , , ! ' (^' · WINDSOR HAS A VOIDED THE FLUCTUATION IN PRICING ) STRUCTURES INHERENT IN THE OLD SYSTEM. IT NOW HAS -~-' A 20- YEAR CONTRACT WITH SECURE RATES SUBJECT ONLY TO CPI ADJUSTMENTS. BUT IN THE END, THE REAL WINNERS ARE OUR ENVIRONMENT AND COMMUNITY THANK YOU '- J -.-,-,/ 12 Biosolids Facility End Product · Small pellets suitable for long-term storage · Organic fertilizer in agriculture . · Soil conditioner for landscaping, golf courses, etc. · Soil conditioner in forestry, and · As supplementary material to the composting industry WINDSOR BIOSOLIDS MANAGEMENT FACILITY ---\ I ) / ') -- ------------- WINDSOR BIOSOLIDS MANAGEMENT FACILITY Biosolids Facility Process · Reduces the volutne to be handled by reducing its water content from 70% to 5% · Substantial reduction in material handling and storage · Substantial reduction in odour (process is totally enclosed) ( /" ( '--- ( WINDSOR BIOSOLIDS MANAGEMENT FACILITY , Azurix Responsible For · Building, installing, operating, and financing biosolids treatment facility · Marketing the fertilizer pellets · Ensuring capacity for the proposed expansion · Returning 500 tonnes per year at no charge plus additional quantities at "factory direct" price of the pellets to the City for use in City parks · Provide adequate maintenance of the facility over the life of the contract · Transferring the facility in good condition to the City after 20 years '\ / ..." ) '\ ! WINDSOR BIOSOLIDS MANAGEMENT FACILITY Biosolids Facility Product Quality Control · Shared Responsibility · City ensures biosolids meet Ontario MOE Guidelines for the utilization ofbiosolids and other wastes on agricultural land · Azurix ensures fertilizer pellets meet Fertilizers Act and Regulations of the Canadian Food Inspection Agency ( ( ',-.- ,/-.- í , "-~ City receives $29 per tonne credit for each OUTSIDE tonne of biosolid treated $75 $55 30,001 - 33,999 34,000 + Biosolids Facility End Product Number of Tonnes Price ner Tonne 30,000 $S4 WINDSOR BIOSOLIDS MANAGEMENT FACILITY '\ .' --, ! ") WINDSOR BIOSOLIDS MANAGEMENT FACILITY Conclusion · Enormous reduction in volume · Substantial reduction in odours · Reduction in material handling and stock piling · Nitrogen content maintained · 12 ongoing maintenance jobs · Price stability Real winner Environment and Community /- I \ , ( .~. (c_ . ccc-,c'-, Partnering with the Private Sector THE ART OF THE IMPOSSIBLE Tuesday, August 21, 2001 The JF Group - . ~, ( I 1 ,-~"" , , ! The JF Group Pote¡¡tial Benefits · Enhanced financial perforInance · Enhance / sustain services · Access to capital · Risk sharing · Access new skills / technologies I Interesting Perspectives · PPP impetus from the top e Need for consistent evaluation methods · Process often too long and costly · Partnership management is time consuming · Reluctance / resistance to change Choosing a Partner · Straight forward / fair / transparent process · Multi-disciplined project team(s) · Planning principles and scope · 2 or 3 stage process · Predetermined evaluation criteria · Negotiations · Management Objectives /"--"'"" · General opinions and perspectives · Successes and failures · Experiences and ad vice Important Partnership Considerations · Common misconceptions · Public service / profit 1110tives · Complementary assets / attributes · Control/risk balance · Risk I reward balance · Roles I responsibility allocation · Publicacœptanœ Choosing a PPP Project /.--......' · Standardized PPP guidelines · Business case analysis · Time issues · Operational inter-dependency · Definable / clear specifications · Political/public acceptability ,""", jfgroup@istar.ca 905.271.2247 DEFINITION AND SPECTRUM OF PUBLIC-PRIVATE PARTNERSHIPS Document As presented in The Canadian Council of Public-Private Partnerships Public-Private Partnerships, Canadian Inventory - 1998 /"''''''', Build Lease Operate Transfer (BLOT): The private sector designs, finances, and constructs a new facility on public land under a long term lease and operates the facility during the term of the lease. The private owner transfers the new facility to the public sector at the end of the lease term Build Own Operate (BOO): The private sector finances, builds, owns, and operates a facility in perpetuity. The public constraints are stated in the original transfer document and in ongoing regulatory authority. Build Own Operate Transfer (BOOT): Same as the BOT model except an agreement is made to transfer the facility to the public sector at some future date to finance, a specified period Build Own Transfer (BOT): a private developer receives a franchise design, build, and operate a facility (and to charge user fees). for after which ownership is transferred back to the public sector. Build Transfer Operate (BTO): A private developer designs, finances, and constructs a facility, which, upon completion, is transferred to public ownership. The public sector then leased the facility back to the private sector that operates it in order to get a reasonable return for construction and operation while avoiding liability/complexity of private ownership. .'~ , ! Buy Build Operate (BBO): Same as Transfer to Quasi-Public Authority except existing public facility is transferred to the private sector, which usually upgrades and owns and operates in perpetuity. Some public control is exercised through the franchise contract at the time of transfer. Contribution Contract: The private sector agrees to contribute to the construction of a public facility in exchange for acceleration of the project. Design Build (DB): The private sector designs and builds a facility to meet public sector performance specifications-often for a fixed price so risk of cost overruns is transferred to the private sector which has the ability to employ the techniques it wishes proved it meets the performance specifications. Design Build Major Maintenance (DBMM) The proposed DB facility wi be the operating responsibility of the public sector, with certain maintenance responsibilities given to the private sector under contract. 1 ~. THE CANADIAN COUNCIL FOR PUBLIC-PRIVATE PARTNERSHIPS 2 LE CONSEIL CANADIEN , , DES SOClETES PUBLIQUES-PRIVÉES --..J Should you be interested in The Canadian Council of Public-Private Partnerships, please ca1l4l6.777.489l or em ail at:partners@pppcOlmci1.ca. Transfer to Quasi-Public Authority: Transfer of a public sector asset to a quasi- public authority under contract that the authority will perform public services utilizing private procedures and financing ..'~...,./- Operation and Maintenance Contract (O&M): A private operator, under contract, operates a publicly owned facility for a specified term. Municipal garbage collection is often done this way. Lease Develop Operate (LDO): A private operator, under long-term lease, expands and operates an existing public facility. The expanded facility remains publicly owned and is transferred back to the public sector at the end of the lease term. Design Build Operate (DBO) (Super-Turnkey): Design Build contract for construction followed up with an operating and maintenance contract. The facility remains publicly owned throughout. . i ..J Municipalities of Ontario The Association of Annual Conference mpossible I The Art Of The PARTNERING WITH THE PRIVATE SECTOR the John Frittenburg's Speaking Notes I am very pleased to be part of the AMO conference and welcome opportunity to discuss the evolving concept of public-private partnerships. I will present information pertaining to commonly held opinions and perspectives of PPP's based upon approximately 10 years of experience in developing relationships between municipalities and the public sector in the leisure, recreation, and community service fields. I will comment on misconceptions related to the concept, highlight characteristics of successful partnerships, and describe potential pitfalls that have caused some failures. Finally, I will discuss my experiences as a process consultant and provide some advice regarding what works and what does not. PPP SPECTRUM Partnering with the private sector is not new for most municipalities. For years, the public sector has contracted-out selected services and developed longstanding relationships with preferred suppliers. For a variety of reasons however, public sector relationships with private enterprise have recently become more visible and are now seen by many as attractive solutions to the financial and service delivery challenges currently facing municipalities. Public-private partnerships vary in nature depending upon the needs of the potential partners, the assets each brings to the relationship, and the respective willingness to participate in a joint venture. The Spectrum of PPP opportunities ranges from a traditional municipal development and operating approach - where the municipality absorbs all risks associated with the project or service - to transferring 100% of the risk to the private sector through full privatization. In the middle rest a number of different relationship types with their own characteristics and with varying degrees of involvement by the private Sector. 1 ( -. (-~- ~~ , , 2 Differing Motives - Although quite manageable, there are issues associated with the philosophical differences between the traditional public service mandate and the profit motive of private enterprise. Municipal personnel deliver public .J IMPORTANT PARTNERSHIP CONSIDERATIONS Another benefit of pPP's a more rapid access to technology s that they can often result in the public sector gaining trained specialists, new systems or state of the art Risk sharing can also be achieved through a well-structured public-private partnership. I should mention though that in my experience, municipalities rarely absolve themselves of complete project or development responsibilities through relationships with private enterprise. Access to new sources of capital may be of depending upon their size, funding capacities projects, etc. interest to number certain municipalities of competing capital Certain municipalities are using P3's to enhance the quality or quantity of services they are able to provide. Also, given the budgetary issues discussed earlier, pPP's are useful methods to sustain service levels for equal or less cost. Enhanced financial performance is frequently the single most important driver behind public sector interest in P3's. Pressures on operating budgets have caused municipalities to search for new and creative approaches to the delivery of services. Although improved financial results can be achieved through a successful partnership, a number of other factors and considerations should be analyzed and/or evaluated before the relationship is struck. ) '--.../ POTENTIAL BENEFITS Later, I will discuss a process and criteria that may be useful in selecting valid PPP projects and that should help to narrow the type of relationship that might apply. On the other end of the spectrum is one of the most complicated types of relationships - design/build/finance/operating agreements - where the private sector becomes fully involved with conceiving a concept, developing a facility, finding appropriate financing, and operating it in the long term. It should be recognized that these arrangements tend to be complex and require a significant amount of time for planning and negotiation. Licensing represents one of the simplest forms of PPP's, municipality acquires the rights to deliver a well-known service or product. whereby the sell a branded , \._J services. While financial accountability has recently become more important to their job duties, generating profits are usually not top of mind. On the other hand, profit will undoubtedly be one of the most important partnership factors for private interests. (-" , Risk/Control - Private sector proponents generally would only absorb risk if they have some level of control over the elements associated with the risk. For example, a private operator of a municipal arena would likely be reluctant to absorb all revenue risk in the absence of some say in pricing decisions. Furthermore, the private sector will expect to be rewarded commensurate with the risk it absorbs. Therefore, expectations regarding revenue sharing and other project benefits should always take into account relative levels of risks accruing to each partner. Public Acceptance - The public is not always amenable to private involvement in the provision of services that have been the traditional purview of municipalities. Concerns related to affordability, accessibility, and control are often cited as unfavorable byproducts of PPP's. While these issues must be front-and-centre during the negotiation process, they are certainly manageable within a well conceived and appropriately structured arrangement. Involving stakeholders, user group representatives, etc. in the process - such as on committees and task forces - and implementing a comprehensive communications strategy often helps to mitigate public concern. "-~-'" [' PERSPECTIVES In the mid 90's The Canadian Council of Public-Private Partnerships conducted national opinion research regarding PPP's. At the time, 80% of responding municipalities understood partnerships with private enterprise to be important considerations in the years to come. A number of perspectives that emerged from the CCPPP study continue to influence the concept today. In large part, it seems the impetus behind public-private partnerships begins at the top. Whether it is by unsolicited proposals directed to elected officials, or directives by senior management to reduce costs through private involvement, the notion of an arrangement with private enterprise usually does not begin at the grassroots level. Interestingly, operating staff and middle management frequently end up dealing with day-to-day issues connected to a partnered project - even though they may have had little to do with establishing the parameters of the arrangement. On occasion, this situation impedes operating level buy-in to the concept. Furthermore, it could set up an unfortunate situation in terms of responsibility andlor accountability in successful ventures. Both public and private sectors are in constant search of consistent and fair evaluation methods of PPP's. A reoccurring theme is the need for mechanisms to compare the financial and service merits of private proposals compared to 3 ,~, ! 4 Crafting effective PPP's is time-consuming. There may be constraints that would restrict a municipality's ability to establish appropriate specifications, implement ) .~' The financial aspects of projects considered as PPP candidates should be thoroughly analyzed through a business case analysis. The analysis should evaluate the financial viability of the project based on market conditions, demands, risks, and exposures to the potential partners. The analysis will help to identify projects that may be attractive to the private sector and also provide a basis on which the municipality can establish its financial expectations. Certain communities have adopted policies or guiding principles, which pre- establish the municipality's position on issues regarding partnering with private interests. It is very useful to have well-articulated, standardized guidelines that contemplate appropriate responses to unsolicited proposals or that set parameters for risk sharing andlor return on investment thresholds. The pre- planning activities necessary to create these principles will not only help to reduce the time in implementing an appropriate process, but also demonstrate the municipality's commitment to dealing with private interests in a fair, thoughtful, and reasonable fashion. CHOOSING A PPP PROJECT Partnered projects, especially large ones, often require a significant amount of municipal staff time. Municipalities may not have the resources or the willingness to appoint dedicated staff specifically to the project and therefore certain individuals may end up with partnership process and management responsibilities in addition to their normal duties. This can become difficult especially during the time-consuming search/selection and negotiation stages of the process. It is also noteworthy that there would undoubtedly be municipal costs associated with administering the contract - staff time, direct expenses, consultants, etc. The time, energy, and costs of conceiving and managing a relationship with private interests should not be underestimated. '-\....._/i In my discussions with private proponents in the leisure industry, many are becoming concerned with the amount of time, cost and energy associated with response to Requests For Proposal. While viewed as a necessary evil by some, a few have elected to only become involved with projects that are sole sourced or that have very clear, defined time frames and process guidelines that will guide their response decisions. traditional municipal management approaches. As more P3's are established, new, and more effective evaluation systems are emerging. It is also important to recognize that a single private supplier may be dealing with several municipalities concerning a similar project - arenas being a good example. Therefore, the proponent may have as good, if not a better handle on appropriate process and evaluation methodologies then the municipal staff team. j .~J an effective search and selection process, negotiate an acceptable arrangement, and initiate the project on a time frame acceptable to Council. Timing and project schedule issues should be determined early in the process. r~ Sometimes, partnerships are contemplated for facilities or services that are part of a larger system - such as the management of a single arena that is one of several in the municipal inventory. This situation brings with it many chaUenges such as pricing, allocation, operating standards, and staffing consistency issues. If the partner is subjected to operational restrictions resulting from consistency requirements, the situation may prevent the project from reaching its full potential or could cause the municipal partner to absorb more risk than may otherwise be the case. have seen several valid PPP projects scuttled by the public's un-willingness to accept private involvement in the development andlor delivery of a traditional municipal facility or service. As importantly, potential partners - especiaUy those with PPP experience - expect that elected officials will have weighed the merits and drawbacks of the concept before the bidding or search/selection process is initiated. To reverse course in midstream could do irreparable harm to the project and to the municipality's prospect for pursuing a future partnerships. CHOOSING A PARTNER It is essential that the process of searching for and selecting a private partner is straightforward, fair, transparent, and well communicated. Proponents should have equal access to information, understand the evaluation methods, and in certain cases be offered the opportunity to provide input into the process itself. Confidentiality of proponent information must be maintained at aU times. ~- Depending upon the size of the project there may be the need to develop several project teams. InitiaUy, a project committee - normaUy involving staff, stakeholders, and elected officials - establishes the project's scope, identifying its parameters and fundamental elements. A selection team - frequently involving several members of the project committee - would be responsible for the implementation of the search and selection process. The selection team is often assisted by staff or outside consultants responsible for providing technical or operational advice. Financial and legal advisers as well as staff or consultants responsible for carrying out due diligence activities are usually required in large, complex partnerships. The size and complexity the project will determine the number of stages involved in the selection process. A three-stage process involves Expressions Of Interest, detailed responses to Request For Proposal (RFP) and a negotiation stage. This process is normaUy employed for significant projects. A two-stage process combines the Expression Of Interest and detailed response stages. 5 .r---- 6 The concept of public-private partnerships is rapidly evolving and as a result, the techniques of creating successful partnerships are becoming more sophisticated. As more examples come on-line we will gain more experience in building both public and private perspectives into the final arrangement and hopefully, create successful models that will be sustainable for the foreseeable future. . ) "--./ In the recreation field, there have been a few ill-fated yet well-publicized projects that have in some ways "muddied the waters" in terms of the perceived benefits associated with these types of relationships. This is truly unfortunate given the potential upside that pPP's represent to the municipalities, leisure user groups, stakeholders, and communities at large. SUMMARY Partnerships between the public and private sectors must be aggressively managed. Frequent and scheduled communication between the partners is a must. From time to time adjustments to business plans, staffing models, sales initiatives or other operating elements may be required. There could also be a need to periodically revisit performance standards and other issues in response to market conditions. Through aggressive management, the partnership should remain healthy and productive. , ) ...-'. Negotiating with the successful proponent is usually an interesting exercise. Generally members of teams involved in the selection process are part of the negotiating committee. The Committee should be empowered to make decisions _ within preset guidelines - and should be given authority to customize the elements of the agreement to reach the municipality's objectives for the project. Finally, the committee should not be afraid to "say no" or potentially walk away from negotiations in the event an acceptable arrangement is out of reach. Evaluation criteria should be tied directly to the planning principles and scope developed by the project committee in advance of the preparation of the RFP. It is advisable to notify potential bidders of the evaluation criteria by including them in the RFP. Utilizing well-conceived evaluation criteria will greatly assist the selection team in choosing the most appropriate, and best·qualified partner. As importantly, the criteria provide defensible rationale for selection decisions. ....../ JIM WICKENS, WESCAST INDUSTRIES AND DOUG LAYTON, REEVE, TOWNSHIP OF NORTH HURON PARTNERING WITH THE PRIVATE SECTOR - -, í / ~ ) -j North Huron Wescast Comp " r-~'" lex Community Presented by Doug Layton, Reeve, Township of North Huron Jim Wickens, W escast Industries The Partners: In January 1998, the Town ofWingham received information from Wescast Industries noting that they were looking for the most appropriate site for their next facility. At the time Wescast was already the largest industry in the North Huron area. Wescast produces manifolds for many of the large automotive companies around the world. They were looking for a site for another automotive supply foundry casting metal products. There were two key factors being stressed by Wescast. First the area needed to show teamwork and how the various municipal councils and key players could all work together. Secondly, Wescast wanted to see how the area was strategic in their thinking with a detailed plan for future development of the municipality. Team North Huron made up of representatives from the Town of Wing ham, the Township of East Wawanosh, the Township of Morris and the Township of Turnberry was established.· The Team not only had to show the communities' strengths and how we were going to build on them, but we had to show Wescast that we appreciated their business and past community support. ~. There was stiff competition from a number of local municipalities who were also competing for the new facility - including Walkerton, Goderich, Stratford, Strathroy, Forest and Listowel. The construction of a Community Centre Complex was a key part of the local commitment to Wescast. This Centre has a Nlll., size ice surface with spectator seating for 700, an Aquatic Centre with a 3 lane leisure pool, a fitness centre with an area of3,500 square feet and state of the art fitness equipment, two international size squash courts, a community hall with a full service kitchen and licenced under the LLBO for a capacity of 450, a meeting room for meetings and small functions and a centrally located concession booth. We promised to complete the Complex and acknowledged the importance of such a facility to the future of the area. 1 r~' 2 A pledge of$550,000. was committed by the Knights of Columbus on condition that an operating agreement could be put in place to pennit the Knights to operate the Community Hall portion of the facility. \ ) ',-/, An application was submitted to the Ontario Ministry of Agriculture, Food & Rural Affairs for the Rural Job Strategy Fund and $386,649. was forthcoming in four payment instalments. Fund-Raising: A fund-raising £inn was contracted to raise funds. Wescast Industries came forward early in the project and presented the Fund-Raising Committee with a cheque in the amount of $2,000,000. The Company owner also made a sizeable personal donation and most Wescast employees contributed through a payroll payment plan. Estimated Cost of the Project: The original estimate of the cost of the facility was $6,400,000. and our goal to raise this amount of money prior to the commencement of the project. However, upon the completion of the architect's drawings and estimates by the engineer it was detennined that the completed facility would cost approximately $7,500,000. acquired was I .--.J Objectives: This project was part of an overall strategy for job creation by using the community complex as an investment attraction tool. Brief Description of Project: An alliance of community groups which were committed to the development and implementation of an economic development and investment strategy which use a proposed community multi-purpose sports and leisure complex as an investment attraction tool. The development of the project was intended to improve the quality of life in the area and support and create over 200 long tenn jobs in the private sector and create 50 to 60 short tenn construction related jobs in the various counties surrounding Wingham. Economic spin-offs due to the improved local business climate is expected to raise local investment business activity. The application focused on supporting the creation and implementation of an overall marketing strategy for the complex and region and part of the up-front development cost of the complex. _--./i A total of $5,700,000. was raised from Wescast, other industries, community groups and organizations and interested individuals. Fund-raising efforts continue. (---' It was decided that construction on the new facility would commence in May 2000 even though all the funding was not yet in place. . The Council of the Town of Wingham assumed the responsibility for the shortfall in funding and has taken out short and long tenn loans to pay for the completed facility. Construction: The Town ofWingham donated 12 acres of property within' the Town's limits, constructed a street and provided water, sewer and hydro services. Construction commenced in May 2000 on the authority of the Building Committee, a group made up of Council representatives and interested residents. A Project Manager guided the day to day activities and the municipality was extremely fortunate to have the expertise of a local retired Engineer who volunteered his services and who attended the site on a daily basis. Local contractors were employed wherever possible. The facility was completed in April 200 1. Other Results of the Project: A "Tim Horton" franchise has since been constructed next to the complex and has a successful clientele. Since the inception of this project, a $90 million casting plant has been built by Wescast Industries which employs approximately 200 people and Bi-Ax, a plastic rolling operation has begun operation along with several other smaller businesses ,,--, ( Benefits of the Project: Project partners/applicant: The benefits to the project partners are significant. The municipalities have the satisfaction of a state of the art facility being located in their area. The benefits to the Knights of Columbus centres mainly around the Community Hall which fonns part of the building. Previously there was no facility large enough to accommodate large weddings/banquets. The·hall will serve as a source of revenue for the Knights in the years to come and will provide the community and the general public with access to a much needed auditorium while keeping this source of revenue within the community. 1) -3 ,~ ! . 4 Innovative Marketing In order to proceed with a project of this magnitude, it waS necessary to undertake innovation marketing techniques to promote the facility and to enlist the support of the community. Navion, an aggressive marketing and fund-raising firm was hired to undertake this task which was a key part of this fund. Fund-raising was one of the largest issues in the decision to proceed with the project and realize its completion. A total of 5.7 million dollars in donations was raised locally to support the capital cost of the project. , '-,,-..--/ lifestyle. Quality Enhancement The employees ofWescast industries and other local industries have the benefit of exercise/sports facility that one would normally have to drive a distance to enjoy. This fast paced futurist industry promotes wellness and physical activity. The facility provides a service to the executives and members of upper management as well as the other employees of the company which have relocated to the area. The existing arena site was outdated and undersized to host various hockey tournaments and to meet the needs of the Junior Hockey team. The new facility has a compete fitness centre including squash courts which are essential to today's Ontario in general has an indirect benefit from this project as it is an excellent example of what can be accomplished in rural Ontario when the entire community and surrounding area gets involved to realize a common goal. '-.J 4) 3) 2) The agri-food sector and rural communities have a distinct long term benefit in that a facility of this magnitude would have not been possible in a rural community. Wingham and the surrounding area is largely an agricultural area and now have access to a facility that would normally be located in more urbanized setting. The complex has opened the opportunity for clubs/organizations and local businesses to host a variety of seminars and meetings. Other identified Stakeholders: The members of the cominunity and surrounding area will benefit for many years to come with the construction of a such a modem facility. The promotion of fitness and wellness is important to the young people who attend the three elementary schools and the secondary school located in the area. The residents and service clubs who contributed to the facility will have access to a facility which will improve and enhance the quality oflife ._J 1) The construction ofthis facility has contributed to the business climate in rural Ontario by providing an innovation starting point to attract industry to the area. The existence of the comþlex will serve às the prime marketing tool to attract and entice other businesses to the North Huron area. The complex will serve as a tool to redirect shoppers from other areas to the retail sector in Wingham. ,-. ( 2) To support the Retention or creation of long term jobs The project resulted in the creation of 50 - 60 short term construction jobs. An average of 20 construction workers were on site daily during the major phase of construction. Wescast Industries played an integral role in the realization of this project. Wescast has constructed a plant with approximately 85,000 square feet approx. halfkm east of the complex site which employs a work force of200. This public/private partnership was a successful example of commitment to a project to satisfy the needs of the community and enhance the quality of life for the employees and their families In 3) Encourage permanent investment Wescast Industries contributed a significant investment to this facility which will be a permanent asset to the community. Not only did this progressive company play an active role in this project, their new plant shows a permanent investment the community. Wescast contributed 2 million dollars of the amount raised towards the capital cost of the facility. ,"'-, , 4) Invest in economic sectors which contribute to economic development in rural Ontario The construction phase provided a significant boost to the local economic climate in the Township of North Huron and surrounding area. Wherever possible, local trades people and suppliers were involved in the project. The result is a local pride in taking part of a permanent land mark of the community. 5) Create alliances or partnership between rural shareholders In order to realize the goal of completion of such an impressive and up to date facility, a number of partnerships were formed. The project helped to facilitate the need oflocal municipalities to work together and as earlier stated, the original municipalities have since formally amalgamated. The entire community was an integral part of the project, since without the donations raised from the public sector, the project would not have gone ahead. Local Service Organizations, such as the Knights of Columbus were also a catalyst in seeing the projectto its completion. 5 (-~' , -6- The North Huron Wescast Community Complex is a state of the art facility. The Council and residents from our community and neighbouring municipalities can be proud of their accomplishment. However, Council, as well as the residents of our community, are well aware that this project could not have been completed or even commenced without the financial commitment and the resources provided by Wescast Industries. This project demonstrated what can be accomplished when government and private partners work together. \,-_./ ) ..,./ The North Huron Wescast Community Complex is now open for business. Some work, such as, landscaping, sidewalks, exterior lighting and paving stilI needs to be completed and Council is presently working with representatives from Wescast to develop a plan to complete these items. Job Creation: As earlier stated, approximately 50 -. 60 short term construction jobs were a direct result of this project. In the long term, seven full time positions and approximately 25 part time positions have been created to operate the facility. The opening of the facility has provided part time employment for local youth. There were a number of jobs directly relating to the Rural Job Strategy Fund which include a full time site supervisor for the period of construction and a number of professionals from various companies to provide expertise in the engineering/architectural fields. Also, as part of the Marketing campaign, one full-time position was created for a one year contract. .J to 3:00 p.m. 30 p.m 1 2001 Tuesday, August 21, /",-- , Privacy and Liability A Look at When in Doubt - Workshop: Township of Atikokan Councillor, Garry McKinnon, Chair: Dr. Ann Cavoukian, Information and Privacy Commissioner/Ontario George Hastings Rust D' WeirFoulds, LLP Eye, Lawyer, Speakers I~--'- GEORGE H. RUST D'EYE WEIR FOULDS LLP WHEN IN DOUBT A LOOK AT PRIVACY AND LIABILITY )'''' -'~"\ ) J ") THE POTENTIAL FOR PERSONAL LIABILITY OFMUNITCŒALCOUNCILLORS HEADS UP " /~^'''' Prepared by George H. Rust-D'Eye, WeirFoulds LLP, for the 2001 Association of Municipalities ofOnrario (AMO) Annual Conference, held August 19-22, 2001, at the Royal York Hotel, Toronto INTRODUCTION The following is a summary of my discussion; in which I conclude that, in most cases, a municipal councillor who acts in good faith in carrying out his or her duties in his or her capacity as councillor, is unlikely to be held personally liable, even when damages may result to tlúrd parties. The principal exception to tlús conclusion arises from the requirements of theMunicipal Conflict of Interest Act. Even though 3: member acts in perfect good faith, and in the belief that he or she has no direct or indirect fmancial interest in a particular matter, the courts, in an application by an elector, may fmd a breach of the Act, even though penalty may be relieved against on the basis of error in judgment. Dangers may also arise where a councillor becomes involved in the operational decision-making of the municipal corporation, uses his or her office for ulterior and improper motives, or makes damaging statements outside council debate, or with malice. .~. , r On the other hand, there are a number of protective provisions, legislative and at common law, which in almoSt all cases will protect the councillor from liability for voting at council, or otherwise acting in good faith in the performance of his or her duties. POTENTIAL SOURCES OF LIABILITY (copy attached) A member who has any direct or indirect pecuniary interest in any matter before the council or local board must declare the interest, abstain from participating or VOtÜ1g, and not take any steps to influence the vote at council. al CQnt1kt oUntere£t Act Munici One must be especially careful of the deeming provisions, through which the interests of a family member, corporation or other body may be attributed to the member. ,.,,...-. conspiracy; abuse of public office; From time to time, municipal councillors are personally sued., individually or with others, often in addition to the municipal corporation, in claims alleging one or more of the following: COMMON LAW LIABILITY Environmental Assessment Act Environmental Protection Act Municipal Affairs Act Health Protection and Promotion Act Employment Standards Act Occupational Health and Safety Act I .-j OTHERSTATUTORYRESPONSmILITIES WITH POTENTIAL FOR LIABILITY The Act imposes specific duties on municipal councillors, providing for liability for breach, such as the duty to apply money raised for a special purpose or collected for a sinking fund., to pay current and other expenditures and other financial responsibilities. Munici Part IV of the Code contains provisions dealing with, among other things, municipal corruption, bribery of public officials and accepting bribes, fraud on the Government, and influencing municipal officials. .üAct Criminal Cºde Be very careful, since this statute is usually enforced through litigation brought by political enemies, not public authorities pursuing the public interest. Every issue with potential for conflict should be examined carefully, and in the case of doubt, it should be'resolved in favour of complying with the requirements of section 5 of the Act. 2 <-/ - - 3 malice/bad faith; breach of stamtory dury; negligence; wrongful interference with contractual relations; intentional infliction of harm; defamation; wrongful expenditure of municipal funds; wrongful dismissal; contempt. PROTECTIONFORCOUNC~LORS STATUTORY Municipal Act Section 102: act done under invalid by-law - sue the corporation, not the officials Section 298(1) same reo action for non-repair of road; Section 331.2 protection from liability for nuisance reo water and sewage; Section 331.3 protection from liability for policy decisions; Section 243: power of the council to compensate for expenses; Sections 251 &252: Insurance; Section 252 indemnity for damages or costs, except for breach of theMunicipal Conflict (~. of Interest Act. At the same time, it is my belief that councillors are entitled to pursue their responsibilities fearlessly and on the basis of what they think is right, and should not be intimidated or diverted by the threat or fact of litigation. ,-,,' Needless to say, every case depends upon its own facts, and upon the constrUction of statutes, and oflegal terms such as "malice~'. It is my advice to councillors that if they act in good faith, and without malice, in the performance of their duties, while they may be sued from time to time, they may expect not to be held liable. GENERAL COMMENTS In an action for defamation, the defence of qualified privilege may apply where the defendant was acting in accordance with a public duty and in good faith. The courts have also from time to time upheld the defence of statutory authority, where the municipality had the responsibility to do the act complained of. Such a defence is also available to an individual councillor, j .-/' Municipal governments, like other legislatures, are not generally liable for acts done in their legislative or quasi-judicial capacities. Although municipalities may be liable for negligence, generally there is no liability against a councillor for simply voting on an act alleged to be negligent, except where the act is done maliciously and constitutes a misfeasance in public office. Generally, no action lies against individual members of a municipal council with respect to a corporate act done by the corporation in its corporate capacity, unless the act be maliciously done by the individual charged and the corporate name is used as a mere colour for the malicious act, or unless the act is beyond the powers of the municipal council, and cannot be in contemplation of law a corporate act at all. COMMON LAW DEFENCES Munici a1 Freedom of Information. and PrQtection-ºEPriva Act Interpretªrion Act Public Authorities ProtectioQAct protection from liability 6-month limitation period 4- ...J 5 Whether or not there may be a proper action against the municipality, there are a number of protective legislative provisions, as well as common law principles, upon which most actions against individual municipal councillors may be summarily dismissed. " /-, ( Most municipalities provide insurance for members of Council, and many have by-laws providing for the payment of court costs, expenses and damages arising out of litigation, or are in a position to deal with individual requests for same which may arise. The major cause for concern is theMunicipal Conflict of Interest Act, a statute vague in language and potentially disastrous in result. In every cas~ where there is any reason to think that any fInancial interest, or any interest capable of being expressed in monetary terms, might be affected by a vote at councilor a local board, regard must be had to the provisions of the Act. Generally, an in-house municipal lawyer for the municipality is not in a position to give personal legal advice to individual members of Council. It is strongly urged that in such circumstances, independent legal advice should be sought, panicularly if the member is aware of individuals who might like to see him or her thrown out of office. The main thing is to familiar with the Act and be aware of the duties which it imposes on every councillor and member of a local board. . '-^""'" (--~ ( 02/09 P. NO. FAX 13 PM 04 FRI AUG-IO-2001 page Conflict of Intcrost Act Municipal Current to Ontario Gezctte August 4. 200 M.SO 1990, c. R.S.O, Conflict of Interest Act Amended by: S.O. 1996, c. 32, s. 76; S.O. 1997, c. 31, s. 156; 8.0.1997, c. 25, Schoo. E, s. 7; S.D. 1999, c. 6, s. 41 Municipal /~ Dt!finiJi017"¡ I. In this Act, "child" means a child born within or outside marriage and includes an adoptcd child and a person whom a parent has dcmonstrated a settled intention to Ireat as a chÎld of his or her family; ("enfant") "controlling iôtercst" mc¡\Os the interest that a person has in a corporation when the person bencficially owns, directly or indirectly, or c"crcises control or direction over, equity shares of thc corporation carrying marc than 10 per cent of thc vOling right. attached to all equity shares of Ihe corporation for thc time being out.';tanding; ("intérêts majoritaircs") "council" means the c01l1\cil of a municipality olher than an improvcment district and means the board of trustees of a municipality that is an improvement district; ("conseil") tlelector" means, in respect of a nUlnicipality, or a local board then!of, other than a school board, a pcrson entitled to vote at a municipal elcction in the municipality. t.nd (a) ill respect of a schoo! board, a person entitled to votc at the election of members of the scbool board; ("élccteur") (b) "intercst in common with eleetors generally" means a pecuniary interest in commOn with the elcctors within the area of jurisdiction and. where tho matter under considcration affects only part of tho area ofjudsdiction, mcans a pccuniary interest in common with the elcotors witllin that part; ("intérêt commun à tous ios électeurs") /~~' ("jugo") "local board" means a school board. board of directors of a children's aid society. committee of adjustment, commiUee of managcmcnt of a commU1úty reo,eation centre, conservation authority, court of revision, land division committee. public utilities commission, public library board, bcard of management of an improvement area, board of park management, board of health, police scrvices board, planning board. district social serviccs adminislration board. trustees of a police village. board of trustces of a police villago, board or committee of managcment of a homc for tbe aged. suburban roads commission or any olber board, commission. committee, body or local aUlhority establishcd or exercising any power or authority undcr any general or spccial Act in respect of any of the arrairs or purposcs, including school purpoSßs, of a municipality or of two or more municipalities or parts thereof, but docs not include a committee of management of a community recreation centre appointed by a school board, a local roads board, a local services bo3rd or a negotiating committee appointed under the Municipal Boundary Negotiations Act; ("conseil local") means a judge of tbe Ontario Court (Gcneral Division) '~udgc" local board, as Ihe committee or other meeting of a council "meeting" includes any reglllar. special, bc; ("réunion") "member" menns a member of a connci. case may or board; ("membre") town. lownship or or ofa local of a county, city, improvement district or of a village. "municipality" means thc corporation QUICKLAW ,r-' ) '~ QUICKLA W (iii) 'lember of a body, interest III the matter; Or the member is a partner of a person or is in the employment of a person or body that has a pecuniary interest in the matter. S.O. 1983, c. 8, s. 2. Inl.,...,t IIf eel'/oi" l"f!/ativC$ deemed thai of member , , , [ (b) that has a pecuniary (ii) has a controlling interest in or is a director or senior officer of, a cOrporation that oITers its securities to the public, or is a is a shareholder in, or a director or senior officer of, a corporation that docs not offer its securities to the public, 2. For tl1e purposes of this Act, a member has an indirect council Or local board, as the case may bc, is concerned, if, <a) Ihe member or his or her nominee, (i) pecuniary interest in any Inatter in which the S.o. S.O. Indirect J?lXUlliar)l illl/Jrert 1983, e. 8, s. I; 1999, c. 6, s. 41. 997, c. 25, Sclled. E, s. 7; S.o. 1986, c. 64, s. 38, revised; S.o. 997, e. 3J s. 156; S,O. ***** "same-sex partner" 1997 c25 Sch Bs7 1999 c6 s4 2000 Mar Act, 568(3) ° Ga~ 1998 pI 149 J "100II1 board" "school board" Changed by 997 c31 5156 19981uJ In force 1998 Ian Authority OOaz 1997 p2842 Changes pdor 10 Quick/aw Tables: S.O. 1986, e. 64, s. 38, reviscd. sources for in force dates. Provision S.D. 1983, c. 8, s. Please sec Othcr IISpoU.~C" conjugal "senior officer" mcans (he chair or any vice·chair of !Jle board of directors, thc president, any vice-president, the secretary, the trea.~urer or the general manazer of a corporation or any otber person who pCrforms functions for the corporation similar to those normallypcrrormed by II person occupying allY such office; ("dirigeant") mC:Jns a porson oftheoppositc sox to whom tbe person is m8JTlcd or with whom the person is living in a relationship outside marriage. ("conjoint") .. QuickIaw Table .. 'schoo! board" means a board as defined in subsection 1(1) of the Education Act, and, where the context requires, IIcludes an old board within the meaning ofsubseotion !(l) oftho Education Act; ("eonsci! scolaire") "same-sox partner" means II person of the same sex with ouiside marriage; ("partenaire de même sexc") in a conjugal relationship means II person who Ilns delnonstrated a settled intention 10 tr~at a child as a membcr of his Or her family or not that person is the natural plU'Cnt of ti,e ebild; ("père au D1ère") whom the person s living "pArent" whether metropolitan, regional or district lIIunicipality and a board, commission or od1er 100111 authority exercising any power in respcct of municipal affairs or pUrposes, including school purposcs, in territory without municipal organization, but does not ineludc a commitiee of management of a C(lmmunity recreation ccntre appointed by a school board, a local rOáds board or a local services board; ("municipa1ité") j -.../ pago 2 Municipal Conflict of lntorest Act AUG-IO-2001 FRI 04 13 PM FAX NO. p, 03/09 04/09 p, FAX NO. 14PM 04 FRI AUG-10-2001 page 3 3. For Ihe purposes of this Act, the pecuniary inlerest. direct Or i".direet, of a parent or the spouse. same-sex partner or any child of the member shall; ifknown to the member, be deemed to be also !lIe pecuniary interest of the member. Municipnl Conllicl of Interest Act r 1"'--"'" Quicldaw Table .. 1983, 8, 3. .. S.O. Changes prior to Quick1aw Tables: dales. for in force Pleas: see other sources Authority Act, 868(3) s. c. In force 2000 Mar ..... Changed by 999 c6 s4 Provision 3 41 s. 1999, c. 6. 1983. c. 8. s. 3; S.O. 8.0, EXCEPTIONS W¡..re.~ 5 doc., lIot apply 4. Section 5 does not apply 10 a pecuniary interest that a member may have, (a) .." n"L ". utilily service supplied to the member by the municipality or local md subject to the like conditions as are applicable in the case of Imbers; in any matter a.~ a user of 1 ..", rMVUW board in like persons who receive on tenns common 10 other persons any loan or other such benefit offered by Ihe by re:J.Son of the member being entitled to service or commodity or any subsidy, municipality or loea] board; member purchasing or owning a debenlure of the municipality or (b) (c) local by TOason of the member having made a deposit with the municipality or local board, the wbole or part of which is or may be returnable to the member in like manner as such a deposit is or may be re1urnable to all otber electors; by rellSon of the board; (d) ,,,,,,---..,, by reason ofhnving an interest in any property affecled by II work under the Drainage Ac( or under the Local] mprovcment Act; (e) (I) by reason of having an hlteresl in fann expendilures under the Assessment Act; taxation for certain (g) by reason of ¡he member being eligible for election or uppol ntment to till a vacancy, office or position in the council or local board when tbe council or local board is empowered or required by any general or special Act to fill such vacancy, office or position; that are excmpled from lands by reason only of the member being a director or senior officer of a corporation incorporated for !he purpose of carrying on business for and on behalf of !he municipality or local board or by reason only of the mcmber being a member of a board, commission. or 01her body as an appointee of a council or local board; (II) in respect of an al!ownnee for attendance at meetings, or any other allowance. honorarium, remunemtion, saltIlY or benefit to which the member may be entitled by reason of being a member or under II by-law passed pursuant to section 256 of tbe Municipal Act, or as a member of n volunteer fire brigade, as the case may be; inlerest which (i) in common with interest an is by ,eason of the member having a pecuniary electors gcnel1llly; or (j) QUICKLAW ".~ i QlJICKI,AW Applicu(/on loftldRe (2) Where in the circumstances mentioned in subsection (I), the remaining !lUmber of members who arenot disabled from particip~ting in the meeting is less than two, the OOUIICn or local board may apply to a judge wilhout notice for an order authorizing the council or local boa,d, as 1I1e case may be, to give consideration to, '. 'f ) .~ Quoru", deemed cOnstllll/ed 7.-(1) Where Ihe number of members who, by reason. of tlie provisions of this Act, are disabled from participating in II meeting is such that at that meeting Ibe remaining members arc not of sufficient number to coostitu!c II qnorum, then, despite any other general or special Act, tho remaining number of member.¡ shall bc deemed to con~1itute a quorum, provided such number is not c:ss than t.vo. REMEDY FOR LACK OF QUORUM Idem (2) Every declaration of intcresl made under section 5, but not1\1e general nature of that interest, shaJ!, where the meeting is not open to the public, bo recorded in the minutes of the next meeling that is open to the public. 5.0. 1983, c. 8, s. 6. Dil'closure 10 be /'ecordet.l ill millllles 6.·-(1) Every declaration of interest and the general nature thereof made under section 5 s/lall. wbcre tbe meeting is opcn to Ihe public, be reeorded in the minutes of the meeting by the clerk of the mWlicipaJity or sceretary of the committee or local board, as the case may be. When ab.rt'll/from mCclllIg a/ which moiler con.ridercd (3) Where the interest of II member hll$ not been disclosed as required by subsection (1) by reasen of1he membcr's absence "om the meeting referred to therein, the member 8111111 disclose the interest and ctJlerwise comply with subsection (I) at the first meeting oflbe council or local board, as the case may be, attended by the memberaßcrthe meeting referred to in subsection (1). 5.0.1983, c. 8. s. 5. RECORD OF DISCLOSURE .-.../ Wherc member /0 /cove closed mt#!ling (2) Where tbe meeting referred to in subsection (I) is not Open to the public, in addition to complying with tbe requirements of that subscction, Ibe member shal! forthWith Jea~e the meeting or the part of the meeting during which the malter is under consideration. (h) shall not take part inlbe discussion of, or vote on any quesHon in respect of the matter; and (c) shaU not attempt in any way whether before, during or aft~r the meeting to influence the voting on any such question. DUTY OF MEMBER When present 0/ meeling a/ which mallcr considered 5.-(1) Where a member, either on his or her own behalf or while acting for, by, with or through another, bas any pecuniary il1terc.~t, direct or indirect, in any malter and is present at a meeting of the council or local board at which the malter is the subject of consideI1l1l0n, dIe member, (n) the meeting, disclose tile shall, prior to any consideration of the matter at general nature thereof; interest and the by rca.~on on Iy of all interest of the member which is so felT.ote orinsígnificaJlt in its nature that it cannot reasonably be regarded as likely to influence tllC membcr. 5.0. 983, c. 8, s.4. --,' (k) MlInicipa] AUG- 0-2001 Conflict ofInterest Act FRI 04 4 PM FAX NO. page 4 P; 05/09 08/09 p, FAX NO. 15 PM 04 FRI AUG-10-2001 page 5 Municipal COII!Jiet ufInterest Act ) Iterest arises. discuss and vote on the matter out of which thc j'lOt to Pomr of judge 10 dec/aI·e.. apply ..-..... (3) The judgo may. on an application brought under subsection (2), by order, declare that section 5 does not apply to the council or Jocal board, as the case may be, in respect of the matter in relation to which the application is brought, and the cOUllcil or local board thereupon may givc consideration to, discuss and vote on the matter in thc same manner as though nOlle of tho members had any interest therein, subject only to slleh conditions and directions as the judge may consider appropriate and so order. S.D. 1983, e. 8, s. 7. ACTION WHERE CONTRAVENTION ALLEGED Who may Ir)I alleged cOII/ravon/ion ufs. (/-3) may be tried nnd (2) or (3) ), 5( j 8. The question of whether or not a mcmber has contravened subsection detennincd by a judge. S.O. J 983, c. 8, s. 8. WI", may apply to judge 9.-.(1) Subject to subsection (3), all elcctor tnay, within six weeks after the fact comes to !tis or her knowledge that a member may have contravened subsection 5 (I), (2) or (3), apply to the judge for a determinatinn oftbe qnostion of whether the member has contravened subsection 5 (I), (2) or (3). Con/enl:.' ofnotke of oppllcœ/on state the grounds for finding a contravention by the 9 (1,2), revised. (2) The elector in his or her notice of application shal member of subsection S (1), (2) or (3). S.O. t 983, c. 8, s. [imiled from the time at 7ïmef()l' bringing <lpp/ien/ion (3) No appliention shall be brought under subsection (1) after tl:e expiration of six years whieb the contravention is alleged to have occurred. S.D. 1983, c. 8, s. 9 (3), Power of judge to declare scal vacant, '¡¡"[ItC/[ffy member and reql/ire reS/itl/tion r·· ! 10.-(1) Subjcct to subsection (2), where the judge determines that a member or a fnmler member while be or she was a member bas contravened subsection 5 (I), (2) or (3), the judge, shall, in tile caSe of a member, declare tho seat of the merub:r vacant; and may disqualify the member or fonner member from beúlg a member during a period (hereaCler of n~ more than seven years; and (a) (b) (c) may, where the contravention 113s resulted in personal finalloial gain, require the member or fonner menlber to make restitution to the party suffering the loss, or, whero such party is not readily a.~ccrtainablc, to the municipality or local board of which he or she is a member or fonner member, Saving by """'0" of Inadver/ence or error (2) Where the judge determines that a member or a former member while he or she was a member has eontmven~d subsection 5 (1), (2) or (3), if the judge finds that the contravention was committed through inadvertence or by reason of an error in judgment, the member is not subject to having his or her seat declared vacant and the 1nember or former member is not subject to being disqualified a.~ a Inembcr, as provided by subseotion (I), M~mb(!r not to be sl/.)pend&l ill subsectioß (I) docs not include the right to suspend a member. (3) 111e authority to disqualify a member QUICK LAW ~ QUICKLA W Ol""r procedures prohibiled 13. Proceedings (0 declare a seat vacant or to disqualify a membe¡' or fonner ¡ncmber for conllict of interest, or to require a memb~ror former member 10 make restitution where a contravention has resulted ill personal financial sain, shall be hlld and taken only under this Act. S.O. 1983, c. 8, s. 13. ....J Proceeding a 1/01 invalida/cd but voidable 12. The (ajhm: of any person to comply with subsection 5 (I), (2) or (3) docs nOl of itself invalidate any proceedings in respect of any such matter bllt the Procecdinj¡s in respect of such matter are voidable at the instance of the municIpality Or of the local bOard, as the case may be, before the expiration of two years from the date of the pII.'Sing Oflhe by-law or resolution authorizing such matter unless to make void the proceedings would adverscly aITec! the rigllts of any person acquired under or by virtue of the procecdings who acted in good faith and without ac!ual notice of the failure to comply with subsection 5 (I), (2) or (3). S.O. 1983, c. 8, s. 12. Ilppeal from ùNler or new trial (3) Where the case is remiUed to a judge under subsection (1), an appeal lies from the order of the judge to the Divisional Court in accordancc WíUl Ihe provisions of this section. S.O. 1983, c. 8, s. II. Judgmelll Or new Irla/ (2) TIle Divisional Court may give any judgment that ought to have been pronounced, in which case its decision is final, or the Divisional Court may grant a new trial for the pUrpose of taking eviåence or additional evidcnce and may remit the case to tile trial jUdge or another Judge and, subjectto any directions of the Divisional Court, the casc shall be proceeded with as if there had been no appeal. 11.-(1) An appeal rules of court. ies frum any order made under seclion 10 to the Divisional Court n aecordance wit/! the j .---/ S.O. 1983. c. 8, s. 0; S.O. Appea/lo lJ/vtvional Courl [Quicklaw nOle: subseolions 10(4) and (5), enacted by S.O. (0. GDZ, 1991 p. 2842), do IIOt have margin notes.] 1997, c. 31, s. 156. 1997, e. 3 , s. 56, in force Janullly I 1998 Provision 0(5) CJmngcd by 997 c31 sl56 ofthc flducation Act as the Part read on January .. QuickJaw Table -. In force Authority 998 Jail I 0 Gaz **.*. 1997 p2842 1 1997. (5) In subsection (4), "electoral group" has the same meaning as in Part VIII Provision 0(4) Changed by 997031 sl56 In force 998 Jail 1 ..... Authority OGaz 997 p2842 .. Quicklaw Table .. S.O. 1983, c. 8, s. 10. (4) A disquaJification of a member of a school board under this section that would have continued after December 3 I, 1997 but for the dissolution of the school board continues for its duration wjth respect to mcmbership on any board wbose members arc elected by member.; of the electoral group who elected the member. , i ......./ page 6 Municipal Conflict of Interest Act -- AUG-IO-2001 FRI 04 5 PM FAX NO. p, 07/09 08/09 p, NO. FAX 16 PM 04 FRI AUG-10-2001 pagc 7 Municipal Conllict of Interest Act GENERAL Insurance 14.-(1) by-laws, (~. council of every municipality may at any time pass Despite section 252 of the Municipal Act, the insurance; (b) despite the Insurance Act, to enable the municipality to act !IS an insurer; and (c) for exchanging with other municipalities in Ontario reciprocal con1racts of indemnity or inter.insurance in accordance with Part XU! of the Insurance Act, for contracting for (a) to protect II member of the council or of any local board thereof who has been found not to have contravened section 5, against nllY costs or expenses incurred by the member as a result of II proceedillg brought under this Act, and for paying ()n behalf of or reimbursing the member for any such cosls or' expenses. In,fU,ance Aci dOt!.r n(t apply (2) 1'110 Insurance Act docs not apply to a municipality acting as all S.O. 1988, c. 31, s. 17. insurer for the purposes of subsection Surplus lu//Cis (3) Despite subsections 387 (I) and (2) of the Insurance Act, any surplus funds and the reselve fund of II municipal reciprocal exchangc may be invested only in such securjti~ as a municipality may invest in under section 167 ofthe Municipal Act. (I). .. Quicklaw Table .. S.O. for in I'lease see other sources 7. s. 31 e. 1988, Changes prior to Quicklaw Tablcs: force dates. Provision Authority o G-.IZ In forcc 1997 Mar 6 I&++.'¡' Cbanged by 1996032 s76 14(3) ,r·~-~ 1997 p482 and (4) provide: 76(2), (3) 1996, c. 32, ss. s.o. [Quicklaw note: ¡'ran.dlÎon Duríngthe year that begins on the effective datc and ends on the first anniversary of the effective date, continues subsection 14(3) of the Act, as it read before the effective date, investments made bcfore the effectivc date; and (2) (a) to (b) surplus funus and the reserve fund of a municipal reciprocal exchange may also be invosted in securities in which the municipality is permitted to invest undcr section 167 of the Municipal Act. to apply of the investmcnt referred to in clause (2)(a) shaH not be continued after the first anniversary IInlcss it is a pcnnittcu investment under section 167 of the Municipal Act. Same (3) An cffective date the doy subsection (1) comes into is the effective date (3) the purposes of subsections (2) and dale For Effective (4) force.] Rf!.'rt!rve funds QUICKLA W (~ , QUICKLAW Act, Conjlict,"i/h Other AÇL, IS. In the event of conflict between any provision of !his Act anù any provision of any general the provision of this Act prevails. S.O. 1983, c. 8, s. IS. 01' special --," j .-./ Former memhers (6) A by-law pa.~scd under this section may provide that it applies to a person who was a membcr at the time the oircumstances giving fisc to Ihe proceeding occurred but who, prior to the judgment in !he proceeding, bas coased to be a member. S.O. 1983, c. 8, s. 14 (2, 3). . S.O. 1983, c. 8, s. 4; 8.0. ¡ 988, c. 31, s. 17; S.O. 1996, o. 32, s. 76. !",caf hoard, (5) A local board Ims the samo powers to provide insurance for or 10 maJ(e paymcnts to or on bchalf of its membcrs as arc conferred u/lon the council of a municipality under this section in respect ofils members. (4) The money raised for a reserve fund of a municipal reciprocal exchange may be expended or pledged for, or appJied to, a purpose other than that for which the fund was cs(r,blished if two-thirds of the municipalities that are menlbcrs Oftllc exchange togcther with two-thirds of ale municipalities tllat previously were members of a,e e>¡ehange and that may be subject to claÍlns arising while they wcre members of the e>¡cbange agree in writing and ¡fsection 386 of the Insurance Act is complied with. S.O. \988. c. 31, s. 17. . ) .....J Municipal AUG-l 0-200 1 COIl!1ìCt of Interest FRI 04 17 PM Act FAX NO. page 8 p, 09/09 ') ,~---~ GEORGE H. RUST D'EYE WEIR FOULDS LLP WHEN IN DOUBT A LOOK AT PRIVACY AND LIABILITY -~ ) , ) THE POTENTIAL FOR PERSONAL LIABILITY OF MUNICIPAL COUNCILLORS HEADS UP (~. Prepared by George H. Rust-D'Eye, WeirFoulds LLP, for the 2001 Association of Municipalities ofOnrario (AMO) Annual Conference, held August 19-22, 2001, at the Royal York Hotel, Toronto INTRODUCTION The following is a summary of my discussion; in which I conclude that, in most cases, a mUIÙcipal councillor who acts in good faith in carrying out his or her duties in his or her capacity as councillor, is unlikely to be held personally liable, even when damages may result to third parties. The principal exception to this conclusion arises from the requirements of theMunicipal Conflict of Interest Act. Even though ~ member acts in perfect good faith, and in the belief that he or she has no direct or indirect fInancial interest in a particular matter, the courts, in an application by an elector, may fInd a breach of the Act, even though penalty may be relieved against on the basis of error in judgment. Dangers may also arise where a councillor becomes involved in the operational decision-making of the mUIÙcipal corporation, uses his or her office for ulterior and improper motives, or makes damaging statements outside council debate, or with malice. (...~' On the other hand, there are a number of protective provisions, legislative and at common law, which in almost all cases will protect the councillor from liability for voting at council, or otherwise acting in good faith in the performance ofhis or her duties. POTENTIAL SOURCES OF LIABILITY (copy attached) A member who has any direct or indirect pecuniary interest in any matter before the council or local board must declare the interest, abstain from panicipating or voting, and not take any steps to influence the vote at council. al Confliçt of Interest Act Munici One must be especially careful of the deeming provisions, through which the interests of a family member, corporation or other body may be attributed to the member. (", conspiracy; .~) abuse of public office; From time to time, municipal councillors are personally sued, individually or with others, often in addition to the municipal corporation, in claims alleging one or more of the following: COMMON LAW LIABILITY Environmental Assessment Act Environmental Protection Act Municipal Affairs Act Health Protection and Promotion Act Employment Standards Act Occupational Health and Safety Act ,...../ OTHERSTATUTORYRESPONSffiILIT1ES WITII POTENTIAL FOR LIABILITY The Act imposes specific duties on municipal councillors, providing for liability for breach, such as the duty to apply money raised for a special purpose or collected for a sinking fund, to pay current and other expenditures and other fmancial responsibilities. MW1ici Pan IV of the Code contains provisions dealing with, among other things, municipal corruption, bribety of public officials and accepting bribes, fraud 'On the Government, and influencing municipal officials. al Act Criminal Code Be very careful, since this stamte is usually enforced through litigation brought by political enemies, not public authorities pursuing the public interest. Every issue with potential for conflict should be examined carefully, and in the case of doubt, it should be'resolved in favour of complying with the requirements of section 5 of the Act. 2 ) ....J -3 malice/bad faith; breach of statutory dury; negligence; wrongful interference with contractual relations; intentional infliction of harm; defamation; wrongful expenditure of municipal funds; wrongful dismissal; contempt. PROTECTION FOR COUNCILLORS STATUTORY Mwùcipal Act Section 102: act done under invalid by-law - sue the corporation, not the officials; Section 298(1) same reo action for non-repair of road; Section 331.2: protection from liability for nuisance reo water and sewage; Section 331.3 protection from liability for policy decisions; Section 243: power of the council to compensate for expenses; Sections 251 &252: msurance; Section 252 indemnity for damages or costs, except for breach of meMunicipal Conflict of Interest Act. r""-:-- r· i'--· At the same time, it is my belief that councillors are entitled to pursue their responsibilities fearlessly and on the basis of what they think is right, and should not be intimidated or diverted by the threat or fact of litigation. I \1_-") Needless to say, every case depends and of legal terms such as "malice' upon its own facts, and upon the constnlction of statutes, It is my advice to councillors that if they act in good faith, and without malice, in the performance of their duties, while they may be sued from time to time, they may expect not to be held liable. GENERAL COMMENTS In an action for defamation, the defence of qualified privilege may apply where the defendant was acting in accordance with a public duty and in good faith. The courts have also from time to time upheld the defence of statutory authority, where the municipaliry had the responsibiliry to do the act complained of. Such a defence is also available to an individual councillor. u Municipal governments, like other legislatures, are not generally liable for acts done in their legislative or quasi-judicial capacities. Although municipalities may be liable for negligence, generally there is no liability against a councillor for simply voting on an act alleged to be negligent, except where the act is done maliciously and constitutes a misfeasance in public office. Generally, no action lies against individual members of a municipal council with respect to a corporate act done by the corporation in its corporate capacity, unless the act be maliciously done by the individual charged and the corporate name is used as a mere colour for the malicious act, or U!Ùess the act is beyond the powers of the municipal council, and cannot be in contemplation of law a corporate act at all. COMMON LAW DEFENCES MlIIlici a1 Freedom_of Information and ProtecriQI;Lof Privacy Act Interpretation Act Public Aumorities protection from liability Protection_Act 6-month limitation period 4 ···.L) 5 Whether or not there may be a proper action against the mUIÚcipality, there are a number of protective legislative provisions, as well as common law principles, upon which most actions against individual municipal councillors may be summarily dismissed. '-'- f '\ Most mUIÚcipalities provide insurance for members of Council, and many have by-laws providing for the payment of court costs, expenses and damages arising out of litigation, or are in a position to deal with individual requests for same which may arise. The major cause for concern is theMunicipal ConflictoflnterestAct, a statute vague in language and potentially disastrous in result. In every cas~ where there is any reason to think that any fmancial interest, or any interest capable of being expressed in monetary terms, might be affected by a vote at council or a local board, regard must be had to the provisions of the Act. Generally, an in-house municipal lawyer for the mUIÚcipality is not in a position to give personal legal advice to individual members of Council. It is strongly urged that in such circumstances, independent legal advice should be sought, particlÙarly if the member is aware of individuals who might like to see him or her thrown out of office. and be aware of the duties which it imposes on every The main thing is to familiar with the Act councillor and member of a local board. ~, ( I (-I I 02/09 p, NO, FAX 3 PM 04 FRI AUG-IO-2001 page J to Ontario Gazette August 4, 200 I M.SO Current R.8.0. Municipal Conflict of intcrest Act , ,r-, ! I ' I 1990, c. Conflict of Interest Act Amended by: 8.0. 1996, c. 32, s. 76; 8.0.1997, c. 31, s.156; 8.0.1997, c. 25, 8chcd. E, s. 7; 8,0. 1999, c. 6, s. 41. Municipal [)efinilion.f 1..... "child" I ans a child born within Or outside marriage and includes an adoptcd child and a person whom II parent has dcmstrntcd a settled intention to treat as a child ofhís or her family; ("enfant") ... this Act, "controlling interest" !11el\n5 the interest that a person has in a corporation when the person bencficially owns, directly or indirectly, or excrcises'control or direction over, equity shares of the corporation carrying more than 10 per cent of thc voting right. attached to all equity shares of the corporation for the time being oUt.<ttanding; ("intérêts rnajoritaircs") "co\lOcil" means the conncil of a municipality olher than an improvcment district and means the board of trustees of a municipality that is an ilnprovement district; ("conseil") "eJector" means, in respect (If a municipality, or a local board thereof, othcr than a school entitled to vote at a municipal clection in the municipality, t.nd to vote at the election of members of the boa,d, a pcrson (a) ill respect of a school board, school board; ("élcctcur") "intercst in common with elcctors generally" means a pecuniary interest in common with the electors within the area of jurisdiction and, where the matter under considcration affects only part of the area of jurisdiction, mcans a pecuniary interest in common with the electors within that part; ("intéret commun à tous Ics électeurs") a pcrson entitled (b) (I ("juge") "Jooal board" means a school board, board of directors of a children's aid society. committee of adjustment, commiUee of managcmcnt of a commulúty recreation centre, conservation authority, conrt of revision, land divi.ion committee, public utilities commission, public library board, board of management of an improvement area. board of park management, board of health, police services board, planning board, district social serviccs admiuistration board, trustees of a polieo village, board of trustees of a police villagc, board or committee of managcmcnt of a home for the aged, suburban roads commission or any other board, commission, committee, body or local authority established or exercising any power or authority under any general or spccial Act in respect of any of the affairs or purposes, including school purposes, of a municipality or of two or more municipalities or paris tbereof, but doC.! not include a commiuee of management of a community recreation centre appointed by II school board, n local roads board, a local services bo1rd or a negotiating committee appointed under the Municipal Boundary Negoti:ttions Act; ("conseil.local") 'Judgc" means a judgo of the Onl.,rio Court (Gcneral Division); local board, as the committee or oilier meeting of a council "meeting" includes any regular, special, be; ("réunion") "member" mcans a member ofa counci case may or board; ("membre") town, township or or of a local of a county, city, improvement district or of a vil!age. "municipality" moans tho corporation QUICKLA W /l' ,LJ QUICKI,A W (iii) lember ofa body, interest III the matter; Or (b) the member is a partner of a person or is in the employment of a person or body that has a pecuniary interest in (he matter. S.O. 1983, o. 8, s. 2. !ntemlof eel'lai" rclalivf!S deemed Ihm of memher i ! thllt has a pecuniary (ii) has a controlling interest in or is a director Or senior offioer of, a corporation that offers its securitics to tho public. or is a is a shareholder in, or a director or senior officer of, a corporation that docs not offer its socuri!ias to Ihtl public, the member or his or hor nominee, (i) JndirccI ptXUJliar)l WlJrerl 2. For tlle purposes of this Aot, a member has an indirect pecuniary council or local board, as the case may be, is concerned, if, (a) interest in any matter in which tlte 1983, o. 8, s. I; 1999, c. 6, s. 41. 997, o. 25, ~chcd. E, s.7; S.O. S.D. S.O. 986, o. 64, s.38, revised: s.o. 1997, c. 3 , s. 156; S.O. "saMe-sex partner" ***** "local board" 1997 025 Soh Es7 1999 c6 s4 2000 Mar Act, 868(3) Provision "school board" Changed by 997031 sl56 1998 Iul In force 1998Jan o Ga. 19981'1149 Authority OGaz 19971'2842 I I : 'L",./ Cbangos prior 10 Quieklaw Tables: S.O. 1986. c. 64, s. 38, revised, sources for ill force dates. S.O. 1983, c. 8, s. Pleasc see other "senior officer" mcans the chair or any vice-chair of the board of directors, the president, any vice-president, the sccretary, the treasurer or the gcneral manager of a corporation or any otller person who pcrfonns functions for the corporation similar to those normally performed by a person occupying allY such offioe: ("dirlgcant") "spouse" mCllns a person of the opposite sex to whom tile person Is l1!8Irled or with wbom the person is living in a conjugal relationship outside marriage. ("oonjoint") .. Quicklaw Table .. 'school board" means a board lIS defined in subsection 1(1) of the Education Act, and, where the context requires, nclndes an old boaa'd within the meaning ofsub.ection !(l) of the Education Act; ("conseil scolaire") "same-sex partner" means a person of the same sex with out.~ide marriage: ("partellaire de même sexe") "pafent" means a person who has delnonstrated a settled Intention to lnIat a cltiJd as a membcr of his Or her famiJy whethcr or not that person is the natural parent of tile child; ("père ou mèrc") whom the person s iving in a conjugal relationship metropolitan, regional or district municipality and a board, commission or oilIer local authority exercising any power in respect of rnunicipaJ affairs or purposes, including school purposes, in territory without municipal ol'ganizatioll. but does 110t includc a committee of managemcnt of a Ç(.mmunity recreation ecntre appointed by a school board, a local roads board or a local services board; ("munieipalitê") I U Munioipal Conflict of Interest AmFl0~20'01 FRI 04 13 PM Act FAX NO. page 2 P. 03/09 ~ P. 04/09 NO. FAX 4 PM 04 FR AUG-10-2001 page 3 3. For the purposes of this Act, thc pecuniary interest. direct Or indirect, of a parent or the spouse. same.seK partner or any child of the member shall. ífknown to the member. be deemed to be also the pecuniary interastof the member. Conßjcl of lnle,est Act Municipn r (---. Quicldaw Table .. 1983, 8, 3. .. Pleas: see other sources for in force Authority Act, s68(3) s. c. In force 2000 Mar ...... S.D. to Quieklaw Tables: Changed by 999 c6 s4 Changes prior dates. Provision 3 4 s. 1999, c. 6. 1983. c. 8. s. 3; S.D. s.o. EXCEPTIONS /101 apply ,1 5 does not apply to a pecuniary interest in any matter dtat a mcmber may have, as a user of :my public utility service supplied to the member by the municipality or local bOI rei in likc manner and subject to the like conditions as are applicable in the case of pcr Ions wbo are lIot members; Wile", .'. S doe., 4. Seetiol (a) (b) by roasOI1 of the member being entitled te receive on tenns eommon to other persons any service or commodity or any subsidy, loan or omer such benefit offered by tbe municipality or local board; (0) by reason oftha member purchasing or owning a debenture of the municipality or board; local (d) by reason of the member having made a deposit with the municipality or local board, the whole or part of which is or may be returnable to tbe member in like manner as such 1\ deposit is or may be ret.umable to all other electors: (I by reason ofb:lVing an interest in any property or under the ...neall mprovcment Act; (e) affected by a work under the Drainage Aet for certain taxation (I) by reason of having an interest in farm lands that arc exempted from expenditures undertbe Assessment Act; (g) by reason of the member being eligible for election or appointment to fill a vacancy, office or position in the eouneit Or local board when tbe council or local board is empowered or required by any general or speciá! Act to fill such vacancy, office or position; by reason only of the member being a director or senior officer of a corporation incorpomœd for the purpose of carrying On business for and on behalf of \he munieipnllty or local board or by reason only of the member being a member of a board, commission. or other body as an appointee of a council or loca.l board; (h) (I) in respect of an allowunee for attendance at meetings, or any other allowance. honorarium, remunemtion, saltIlY or benefit to which the member may be entitled by reason of being a member or under a by-law passed pursuant to section 256 of the Municipal Act, or as a member of u volunteer fire brigade, as the case may be; interest which n common with interest is an by reason of tho mL'111b.... having a pecuniary electors gcncnll1y; or (j) QUICKLA W ,--.,. ( ! j, "'L/ QtJICKLAW Applicali()~ to jlldge (2) Where in the circumstances mentioned in subscction (I), the remaining number of members who are not disabled from particip~ting in the meeting is less than two, the COUI1Ci! or local board may apply to a judge without notice for an order authorizing the council or local board, as ilie case may be, to give consideratien to, QuO,.u", deemed consrituted 7.-{I) Where the number of membcrs who, by reason of the provisions of this Act, are disabled from participating in a mee1il1g is such that at that mecting the remaining members arc not of sufficient number to coostitutc a quorum, then, despite any other general or special Act, tl10 remaining number of members shall bc deemed to con~1itute a quo,um, provided such number is not less than t....o. REMEDY FOR LACK OF QUORUM (2) Every declaration of intcrest made under section 5, but not the general nature of that interest, shaJl, where the meeting is not open 10 the public, be recorded in the minu1es of thc ncxt meeting that is open to the public. S.O. 1983. c. 8, s. 6. D¡"elosrrre 10 be recorded if! minu/os 6.--(1) Every declaration of interest and the general nature tbereof made under section 5 shall, whcre the meeting is open to the public, be recorded in the minutes of the mecting by the clerk of the mW1ioipality or secretary of the committee or local board, as the case may be. Idem (3) Where tho intcrest of a member ba.~ not bccn disclosed as required by subsection (1) by reason of the membcr's absence trom the meeting referred to therein, the member shall disclose the interest and otherwise comply with subsection (I) at the first meeting of the council or local board, as the case may be, attended by the membcr aß¢r the meeting referred to in subsection (I). 5.0.1983, c. ß, s. S. RECORD OFDlSCLOSURF: , I I ' I ' "~~....".' Wht:rC! 'nlemher to leave cltJSed mueting (2) Where the meeting referred to in subsection (I) is not open to the public, in addition to complying wi!h the requirements of that subscction, the member shall forthwith lea\e the meeting or the part of the meeting during which tbe matter is under consideration. When ab.tqnljrnm meellng al which mallcr ciJn.titkred (Il) (0) shall not attempt in any way whether voting on any such question. the discussion of, or vote on any question in respect of the matter; and before, the meeting to influence the during or aft~r shall, prior to any consideration of the matter at the general natnre thereof; shall not take part in DUTY OF MEMBER pruenl al meeling '" which matler con.sidered 5.-(1) Where a member, either on his or her own behalf or while acting for, by, with or through another, Itas any pecuniary iterc.~t, direct or indirect, in any matter and is present at a meeting of the council or local board at which the matter is tlte subject of consideration, tlte mem ber, (n) When meeting, disclose thc interest and the (k) by rea..on only Ofa11 interest oftbe membérwbich is so relT.ote orinsignificont in its nature that it cannot reasonably be regarded as likely to influence the member. S,O. 983, c. 8, s.4. . i .. ., ) " "- Municipal COllmc! oflnterest Act AUG-I0-2001 FRI 04 14 PM FAX NO. page 4 P. 05/09 06/09 P. FAX NO. 15 PM 04 FRI AUG-IO-2001 page 5 ConlJict unnteres! Act Municipal discuss and vote on the matter out of which the interest arises. Power of judge 10 decla,.. s. J /WI 10 apply r-¡. ¡ . , (3) Thcjudgc may, on an application brought under subsection (2), by order, declare that section 5 does not apply to the council or local board, ns the easc may be, in respect of the matter in relation to which the application is brought, and the council or local board thereupon may give consideration to, discuss and vote on the matter in the same manner as though none of the members had any interest therein, subject only to such conditions and diroctions ns lhejudge may consider appropriatc and so order. S.D. 1983, c. 8, s. 7. ACTION WHERE CONTRAVENTION ALLEGED Who may Iry alleged COnlraýMlioo of s. J (1-3) may be tried and (2) or (3) ). 5 ( 8. Thc queslion of whether or not a mcmber has contravened subsection detennined byajudgc. S.D. 1983, c. 8, s. 8. Who 9.--(1) Subject lo subsection (3), an elector may, within six weeks after the fact comes to his or her knowledge that a mcmber may have contravened subsection 5 (I), (2) or (3), apply to thc judgc for a determination ofthc question of whether the member has contravened subsection 5 (1), (2) or (3). may apply 10 judge state the grounds for finding a contravention by the 9 (I, 2), revised. COn/en/:.' of nOlice of application (2) The elector in his or he, notice of application shal mcmberofsubsection 5 (I), (2) or (3). S.O. 1983, c. 8, s. limilad from the time at under subsection (1) after tJ-.e expiration of six years occurred. S.D. 1983. c. 8, s. 9 (3~. 7ïmefur bringing applicalion (3) No application shall be brought which the contravention is allcged to have Pc"we' a[judge to declare seat vacanl, ,¡¿'t¡Ilølify member and require reslilution "', ( I 0.--(1) Subject to subsection (2), where the judgc determines th.~t a member or a fomler membcr while he or she was a melnbe, has contravened S\,bscction 5 (I), (2) or (3), the judge, shall, in the case ofa member, declare thc seat ofthe memb~r vacant; and may disqualifÿ thc member or former member from being a member during a period thereafter of not more than seven years; and (a) (b) (c) may, where the contravention lias resulted in personal fin3llcial gain. require the member or former men.ber to make restitution to the party suffering the loss, or. where such party is not readily a.~ccrta¡nable, to the municipality or local board of which he or she is a member or fonner member. , Erwin¡: by ~'on ofinlldvCl"lcnce or f:rrar (2) Where the judge determincs that a member or a former member while he or she was a member has eontmvened subsection 5 (1), (2) or (3), if the judge finds that the contravention was committed through inadvertenee or by reason of an error in jUdgment, the member is not subjcct to having his or her seat declared vacant and the member or former member is not subject to being disqualified a.~ a Inembcr, as provided by subsection (I). Member nol to be s/lspe",k'<l in subscction (I) docs not include the right to suspend a membe,. (3) '1,e authority to disqualify a member QUICK LAW n . I · 'I } '.',L/ QUlCKI,A W Ol""r procedures prohibiled 13. Proceedings \0 declare a seat vacant or to disqualify a membel' or fanner ¡nember for conflict of interest, or to require a member or former member to make restitution where a contrnvention has resulted in personal financial gain, shall be had and taken only onder this Act. 8.0.1983, c. 8, s. 13. 12. 111e faill1rc of any per.¡on to comply with subsection 5 (1), (2) or (3) docs nol of itself invalidate any proceedings Ìll respect of any such malter but the proceedings in respect of sucn matter are voidable at the instance of the municIpality or of the local board, as the case may be, before the expiration of two years frnm the date of the pa.~sing oflhe by-law or rcsolutionauthorizing such mattertlnless to make void the proceedings would adversely alfeet the rights of any person acquired under Or by virtue of the proceedings who acted in good faith and without actual notice of the failure to comply with sobseetion 5 (I), (2) or (3). 8.0. 1983, e. 8, s. 12. Ilppea/from order or new Irlal (3) Where the case is rcmil!ed to njodge under subSeclion (2), an appeal lies from the order of the judge to the Divisional Court iu accordancc wilh Ihe provisions of this section. 5.0. 1983, e. 8, s. 11. Proceedings /101 jovo/idolcd hut voidable Judgment or new trial (2) TIle Divisional Court may give any judgment that ought to have been pronounced, in which case its decision is final, or Ihe Divisional Court may grant a new trial for the purposc of taking eviãenee or additional evidence and may remit the case to the trial judge or anotller judge and, subject to any directions of the Divisional Court, the case shall be proceeded with as iflhere had been no appeal. 11.-(1) An appeal roles of court. I I '~_/i ies from any order made under seclion 8.0. 1983. c. 8, s. ] 0; S.O. Appeal to Diviflol/a/ Court [Quioklaw nole: (0. Gaz. 1997 p. 2842), 10 to the Divisional subsections 10(4) and (5), enacted by 5.0. do not have margin notes.] 1997,c.3I,s.156. Court in aecordance with the 1997, c. 31 s. 156, in force January I 1998 Provision 10(5) Changed by 1997 c31 sl56 In force 1998 Jan *.... Authority OGaz 1997 p2842 in Part VIII of the fidueatioll .. Quicklaw Table .. (5) In subsection (4), nelectora I group" has the same meaning as Act as the Part read 011 January ¡ 1997. ¡'rovision 10(4) Changed by 997 e31 sl56 I n force 998 Jail I ..... Authority OGaz 997 p2842 .. Qllicklaw Table .. S.O. 1983, e, 8, s. 10. (4) A disqualification of a menlber of a school board under this section that would have continued after Decembcr 31, 1997 but for the dissolution of the school board continues for its duration witll respect to mcmbership on any board whose members are elected by members of the electoral group who ejected the member. I . L) Municipal Conflict of Interest Act AUG-IO-2001 FR 04 15 PM FAX NO. page 6 P. 07/09 P. 08/09 NO. FAX 16 PM 04 FRI AUG-I0-2001 page 7 Mw1Ïeipal Conmct of Interest Act GENERAL Insurance 14.-(1) by-laws, ('"'1 bespite scction 252 of the Municipal Act, the council of every municipality may at any time pass fOI' contracting for insurance; despitc the Insurance Act, to enable the municipality to act tIS an insurer; \d for exchanging with other municipalities in Ontario reciprocat contracts of Îndemnity or intcr.insunmce in accordance wilh Part XIII of the Insurance Act, (a) (b) (0) to protect n member of tile council or of any local board thereof who has been found not to have contravened section 5, against any costs or expenses incurred by the member as a result of a proceeding brought under this Act, and for paying on hehalf of or reimbursing the member for any such costs or expenses. In.wranc. ACI doe.. not apply (2) TIle Insurance Act docs not apply to a municipality acting as S.O. 1988, c. 31, s. 17. insurer for the purposcs of subsection Surplus ¡ullds (3) Despite subsections 387 (1) and (2) of the Insurance Act, any surplus funds and thc reserve fund of 8 municipal reciprocal exchange may be invested only in such seeurjti~ as a municipality may invest in under section 167 of the Municipal Act. an (I). .. Quicklaw Table .. S.O. "lease see other sources for in Authority OGaz 11. s. I 3 In force 1997 Mar 6 Iu~+"ul c. 988, to Quicklaw Tables: Changed by 1996 c32 s76 Changes prior force dates. I'rovision 14(3) (~I' 1997 p482 and (4) provide: 1996, c. 32, ss. 76(2), (3) s.o. (Quieklnw note: ¡"ron..itlon During thc year that begins on tile effective date and ends on the firsl anniversalY of the effective date, subsection 14(3) of the Act, as it read before the effective date, continues to apply to illvcstmenLç made before the effective date; and (2) (4) reserve fund of II municipal reciprocal exchange may also be which the municipality is permitted to invest under section 167 of surplus funus and the invested in securities in the Municipal Act. (b) of the .<¡l1me (3) An investment referred to in clause (2)(8) shall not be continued after the first anniversary effective date unless it is a I'ennilteu investment under section 167 ofthe Municipal Act. (1) comes into the uay subsection is the effective date the purposes of subsections (2) and (3), Effeclivti date For (4) force.] Re...rve Ji"'c(s QU1CKLAW ~- (' AUG-IO-2001 FRI 04:17 PM FAX NO. P, 09/09 Municipal Cou!1ìct ofJntorest Act page 8 I . (4) The Inolley raised for a reserve fund of II municipal reciprocai cxchange may be expended or pledged LJ for, or appJied to, a purpose other than that for which the fund was est"bJished jftwo-thiJ'ds of1he rnllnieipalities that are members oflhc exchange togclher with two-lhirds of ale municipalities that prcviouslywerc members of the exchange and that may be subject to claims arising while they were members of tile exchange agree in writing and if section 386 oftbe Insurance Act is complied with. S.D. 1988, c. 31, s. 17. '.coal board. (5) A local board has the same powers to provide insurance for or to malee payments to or on behalf of its members as are couferred upon the council of a municipality under this sectioll in respect of its members. Former memhers (6) A by. law passed under this section may provide that it applies to a person who was a membor at the time the eÎ'ÇI,mstanccs giving rise to the proceeding occurred but who, prior to tile judgment in lhe proceeding, has ceased to bc a member. S.D. 1983, c. 8, s. 14 (2, 3). . S.D. 1983, c. 8, s. 14; S.D. 1988, c. 31, s. 17; S.D. 1996, c. 32, s. 76. Canflicl Wilh other Ac¿, IS. In the event of conflict between any provision of this Act anù any provision of any general 01' special Act, the provision of this Act prevails. S.D. 1983, e. 8, s. 15. t) QU/CKLAW , I '-1.__./1 to 10:30 a.m. 9:00 a.m Wednesday, August 22nd . . New Drinking Water Rules and Roles What they mean for your Community Plenary Title Ann Mulvale, Mayor, Town of Oakville and President of AMO Chair: Nicola Crawhall, Senior Policy Advisor, AMO Doug Hamilton, Counsel, Hicks Morley Hamilton Stewart Storie Stephen Martin, PriceWaterhouseCoopers CA, Speakers r MGM Management I, Mark McKenney. Principa LL.P. ( New Drinking Water Rates, Rules and Roles Presentation By Nicola Crawhall, AMO Water Plenary Session AMO Conference 2001 August 22, 20001 9:00am Slide #1 : Good morning everybody. Slide #2: We've been hearing an awful lot about water over the last year. The Walkerton Inquiry has kept the focus on the importance of safe drinking water and Justice O'Connor's recommendations will be all about how to improve the delivery of safe drinking water in Ontario. Meanwhile, the Province has also been tightening up its rules - with the introduction of the Drinking Water Protection Regulation '~ r I (--. /......_" r-. ! '- -providing funding for water projects under the OSTAR program, -and requiring new certificates of approval for water systems The end goal is to ensure that all Ontarians have the safest drinking water possible. We all want that- Justice O'Connor, the Province, and municipalities. But as municipal councillors and staff who are implementing these changes in your communities, you are finding out that the new water rules, rates and roles that are being introduced and continue to evolve, don't just affect water delivery- They're affecting who municipalities are delivering services to They're affecting how much basic services cost each household, especially in rural areas; They may affect where families can afford to live They may affect whether businesses locate in your community And they are already affecting who is making planning decisions in your municipality- your local counci the 2 ,,_.i .....~/ ) .~ , Provincial government, or the Environmental Review Tribunal. We are all dedicated to providing the safest drinking water. The regulations that have been introduced are absolutely vital and are long overdue, but we must make sure that they are workable for the residents in your communities. That's why AMO is encouraging the Government, and the Walkerton Inquiry to think about how safe drinking water rules rates and roles fit into our lives. Let me explain. Slide #3 Much of what I am talking about relates to how the cost of water is changing. Mosìof you will know what I am talking about, because you're on the councils making decisions about this year's water rates. And they're going higher aren't they? There are a couple of reasons for this 3 , ("--\ I ('"" ('" First, it used to be that municipalities and the senior orders of government shared the cost of drinking water infrastructure, with the federal and provincial government reaching 30% of total drinking water capital work investments in the mid 1990s. Federal and Provincial investment dropped to as low as 5% in the late 1990s. With municipalities paying 90-95% of the bill, there has been a huge change in the way water infrastructure is paid for. It . isn't so much a burden on municipal budgets, because water infrastructure by and large is paid through water rates, not property taxes. So the burden of this shift in who pays falls squarely on the shoulder of water rate payers. This shift is forcing municipalities to raise water rates to pay for all water capital and operational costs. We saw in the Pricewaterhouse Coopers study what effect that is going to have on water rates. In the absence of cost sharing amongst the three orders of government, AMO is advocating a full cost recovery system. But we know as well as you that the transition from cost sharing between municipalities and the senior orders of 4 / , ) '------' '~/ .~ government in the past and relying only on water rates in the future is not going to be easy for some water systems. For systems with only a couple of hundred, or a couple of dozen water users, paying the full cost can mean annual water rates in the thousands of dollars. Slide #4 While moving to full cost recovery has its challenges, things got a whole lot more challenging with the introduction last summer of the Ontario Drinking Water Protection Regulation, or reg. 459. The regulation of drinking water standards was long overdue, and put Ontario ahead of every other jurisidiction in the country. But the Government didn't have time to consult with us, and as a result, the reg has had what we diplomatically call 'unintended impacts'. Maybe the most important things to understand about reg. 459 is that it applies equally to municipal water systems and to private systems that serve 5 or more households 5 (' r (~\ That includes a the private communal water systems serving cottage country, trailer parks, clusters of five or six houses in areas not served by a municipality. So it has a really far reach. Despite the really different local circumstances in different parts of the province, all of .these public and private systems have to test for the same range of contaminants in the water, including pesticides, PCBs and radiological standards that just aren't in some municipal water systems. And that can get pretty pricey when you are testing 4 times a year. Especially if you have to conduct these tests on each of your 30 water systems. And the fewer people on each system, the greater the cost burden on each household. The costs have gone so high on some municipal systems, that residents are demanding the right to leave the municipal system and dri their own wells 6 ,~) ) ,~' \ .'--..-/ One resident in Perth East whose water rates had gone up from $75 a year four years ago, to $1,700 a year now, said that it's so bad that she might have to move. In Billings township, the cost of the new regulation is estimated to be $1 ,000 per household per year for 150 users of the system. Increases in costs per household are obviously highest on systems with the fewest water users on the system. We have heard of one private system in Grey County where operational costs have increased from $420 to $4,000 per household per year, forcing some households on the system to drill their own wells to avoid the costs of the regulation. Slide #5 The reg hasn't just increased costs, but it has also increased water system owner liability. And that is hitting the private systems the hardest. Municipalities are hearing from an alarming number of private water system owners that are walking away from their systems because they don't want to 7 (~ (- ,~, ( . carry the ability and cost associated with Reg. 459 eaving the homes on the systems without water. In the Elgin-Saint Thomas area, members of a volunteer cooperative of a communal well water system serving 100 residents resigned, because they felt they could not meet the new water reg requirements. And the Township of Ashfield-Colborne-Wawanosh had to assum ownership of a private system supplying over 100 residents with water which was going tocost eighty thousands dollars to· upgrade to come into compliance with the water reg. And we are now starting to feel the effects of the provincial enforcement of Reg. 459. As the provincial government enforces the regulation, it is finding that a whole bunch of private systems are not yet meeting the regulation, and are finding it hard to make these private water systems come into compliance 8 -,'......../' ..---..J But why should municipalities care about private systems- they're not our responsibility right? Wrong. MOE officers are issuing orders to municipalities to take these private systems over. The MOE doesn't have the authority to transfer ownership, so the municipality has to serve like a mini OCWA and take over the operations of the system, and try to recover the costs. Ask QuÎnte West what it's like to recover costs from a trailer park. It's not always that easy. At least ten municipalities have been issued these orders. Most of them have been appealed but at least one municipality has already lost its appeal, because the Environmental Review Tribunal felt that the Province is acting in the public interest. So municipalities have become the default operators of non-complying private water systems. The net effect, and you can guess, is that Reg 459 is making it really hard for people to continue living on private communal water systems. The reg has made it cheaper in many instances for households to drill their own private wells rather than share a system with 4 of their neighbours. And that just doesn't make sense if the goal is safe drinking 9 o (' r--, , ' , ' ¡---" , " I . water, because the more holes you dri the greater the chance of contaminating that water source. We don't want a situation where communal systems are no longer viable, and the only choices are extending the municipal system, or drilling your very own well. Why has what was once a more economical option is now the most expensive one? Slide #6 On top of costs, on top of liability, there is now the question of who calls the shots on municipal planning priorities as they relate to drinking water. In at least one upper tier municipality, the Ministry of Municipal Affairs is holding up their official plan in part because the Ministry wants a change in the plan that indicates that full municipal seNice is the only acceptable source of water and sewage seNices, not private wells with communal sanitary seNice 10 I '''----,/ \'--.,.../ ~/ And the ministry IS Insisting on which community should have public service extended to them first. Never mind that this is not consistent with the planning priorities of the municipality. The MOE and the Environmental Review Tribunal, a provincial adjudicating body on 'environmental matters, is also making decisions about which private water systems must be taken over by municipalities, regardless of its financial viability. Slide #7 And it's not over yet. Even with the strictest water regulation in Canada, parties to the Inquiry want the government to go further. ~ Some are calling for privatisation of the water system. ~ Others are advocating that smaller water systems across the province be merged into a few big water systems. ~ And others are calling for a much greater emphasis on watershed protection in planning decisions, to the point 11 (\ , ,.-~, ( \ (~\ that watershed protection would take primacy over all other planning considerations. But as I've outlined this morning, when we're making decisions to guarantee that everyone in the Province enjoys safe drinking water, we've also got to respect where people choose to live and respect municipal authority in local planning decisions. Slide #8 But I don't want to end this conference on the Art of the Impossible on a sour note. The idea is to make the impossible possible, right? We all want the same thing- safe drinking water. So let's put our head together and give the Province some solutions to these problems of cost, liability, settlement choices. and planning authority 12 \",--j i '~' I '.,,----/ Yesterday, Environment Minister Elizabeth Witmer invited us to have our say in the MOE's review of Reg 459. Well let's help her out. Let's figure out how we are going to manage moving to full cost recovery. Let's start by making sure our own operations are in order- by developing long term water infrastructure investment strategies. And let's figure out whether some municipalities may need transition funding, or for the smallest systems, perhaps ongoing subsidization from the province or cross subsidization by other communities. Let's figure out what testing is needed to reflect local water conditions, adopting a risk-based approach instead of having a once-size fits all approach to testing. Let's agree on what type of water systems should be promoted for households and businesses in rural areas 13 "--'.'. ( , ; /........-... '. I~' , There must be a way to make communal water systems affordable and safe. The Government wants to promote living and settlement choices for Ontarians, through its Smart Growth initiative and it's Rural Economic Development program. Let's make sure our water rules support thòse choices. AMO, the Provincial Government, and Commissioner O'Connor need your help in figuring out these issues. It's doable, but it will take some creative thinking, so please, we need your ideas. As a final comment, I want to thank all the municipal councillors and staff who have helped us in understanding the effects of the new water rules, rates and roles on their communities. Without your help, we wouldn't be able to speak with authority and confidence at the Walkerton 14 .~. .~ ¡ '. , '-' 15 nquiry, and we would not be able to alert the Government about your concerns. Thanks very much for your attention this morning. hope you've enjoyed the conference Safe travels home ~, I ' , ,r--.. i /~ ( " ...-, ( \ 1 (~, .._~ \--/' I \J 2 " Z' ("-~\ 1 · Ontario Water Resources · Environmental Protection Act e· Environmental Assessment Act · Regulation 435/93 - Operators Certification rules · Reg. 459100 - August 2000 · Proposed - Private Communal Water Regulation · Located in Simcoe County, Oi Household · Population: 9,114 · Seasonal population: > 10,000 add.. · Water system: 18 systems, 42 well 26 pump houses · Many private systems in the Twsp. · Large geographical area to service - 175 km round trip to service wells . Tiny is "typical" of minor iSSl found and will need to be addre - Sec. 5 - Reg 459 - "must ensure" onl disinfected water delivered to the distrl system . Automated chlorine analyzers/·monitor' and reporting system SCADA recommended - Cost for 18 syste wells - $800,000 The Impact ofN Rules on Ontario's Municipalities Mark McKenney Vice- President Lives Presented by · Extent · Inquiry - >100 witnesses, >600,000 pl documentation examined, Dec. 00 rep anticipated. · Citizens expect municipal excellence · Liabilities of municipality at issue l~' · Regulation 459/00 a consequence · Made "Ontario Drinking Water Objectives" the LAW - A Case Study · Regulation 459 required Enginee: eEnviroChex performed this service 26 pump houses e Many of these systems have been assume· Municipality over several years · Construction information varies - from to limited · 18 systems - 42 wells, 2 - What about Apartment Buildings? If more than 5 residences - are these under Reg 459? _Another vehicle required . Testing budget: $35,000 in 2000 to $235,000 in 2001 , , , <J - Examining economic to the municipality Range of costs (approx) $ 8,000 HH. - Water operations .- $500,000 2001 . Twsp of Tiny _ Study fo Systems - may be a templatf - Examining municipal supply to r - Examining drilling private wells at e' household (2) . Other Impacts of Reg. - 5 day water operations - n operations - 3 water staff (3) · Examine Permits to Take Water and' renegotiate terms with MOE - Internal Costs . Install - Cost automated water $ 50,000 level :1J.onitors · Twsp "ordered" systems - Costs to be · Potential for problems requires actiø · Costly - oVer $ 2 million will be requ bring all systems into full compliance · Water rates from $200 to $ 575 in 2001 to assume two private Determined by Stud · Renegotiate Certificates 0 'provals for several wells/ systems to conCa regulation 459/00 - Internal Costs · The Township of Tiny. 'pical of many smaller municipalities - alt) :h somewhat more complex with 42 wells · Deficiencies "minor" '~ IARY · Operations manuals required - all - Cost $ 30,000 - Cost..... $ 250,000 (6 system tf)grades req'd) · Well improvements at a few wells to . - casing issues and safeguard wellhead - Cost - $ 400,000 · Stand-by power recomme - Cost - $ 400,000 · 15..minute contact time · Total · Securing well · Security of sites - fencing recommended · Abandonment & production and - $ 100,000 - A Case Study J 3 n0 Envlr , (~ Associates . President Mike Thorne, P.Eng. Mgthome@istar.ca . Vice President Mark McKenney (416) 483-5438 MGMmanagement@home.com TRUST BUT VERIFY /"~ ( , /~ ( \, 2002 ncoming AMO Board for 2001 of List ( (~ (--, 2001-2002 AMO Board of Directors r EXECUTIVE President: Ann Mulvale, Mayor, Town of Oakville (two year-term) Secretary-Treasurer: Nigel Be/lchamber, Commissioner of Finance and Administration and City Treasurer, City of London (two year-term) ) Vice·Presidents Richard Adams, Councillor, Town of Parry Sound (Chair, Northern Caucus, N.E. Roger Anderson, Regional Chair, Region of Durham (Chair, Regional Caucus) Lloyd Churchill, Mayor, Town of Bancroft, (Chair, Rural Caucus) Howard Greig, Warden, Grey County, (Chair, County Caucus) Sandra Hames, Councillor, City of Brampton, (Chair, Large Urban Caucus) Howard Moscoe, Councillor, City of Toronto (Chair, Toronto Caucus) Ron Nelson, Mayor, Township of O'Connor (Chair, Northern Caucus, Carol Seglins, Mayor, Town of Caledon (Chair, Small Urban Caucus) N.W.) ~ ( , vacant Immediate Past President: Secretary-Treasurer: Jim Pine, CAO, City of Quinte West mmediate Past BOARD OF DIRECTORS - CAUCUS REPRESENTATIVES County Caucus Howard Greig, Councillor, Grey County, (Chair, County Caucus) Carolyn Jamieson, Councillor, County of Lambton Alan Marr, Councillor, County of Middlesex Barry Moran, County Warden, County of Renfrew Scott Wilson, CAO, Wellington County Large Urban Caucus Sandra Hames, Councillor, City of Brampton, (Chair, Large Urban Caucus) Peter Atcheson, Director of Planning, City of Brantford Ken Boshcoff, Mayor, City of Thunder Bay Mike Ga/loway, Councillor, City of Kitchener Vito Spatafora, Councillor, Town of Richmond Hill Brian Sylvester, Mayor, City of Cornwa/l Ben Tucci, Councillor, City of Cambridge (' I Northern Caucus Richard Adams, Councillor, Town of Parry Sound (Chair, Northern Caucus, N.E.) Ron Nelson, Mayor, Township of O'Connor (Chair, Northern Caucus, N. w.) Phyllis Floyd, Executive Director, FONOM & Employeee, City of Greater Sudbury Austin Hunt, Reeve, Township of Billings Ingrid Parkes, Councillor, City of Kenora Regional Caucus: Roger Anderson, Regional Chair, Region of Durham (Chair, Regional Caucus) Marvin Caplan, Councillor, City of Hamilton Michael Coflins, Councillor, Region of Niagara Peter Hume, Councillor, City of Ottawa Mike Petryna, Councillor, City of Greater Sudbury Rural Caucus: Lloyd Churchill, Mayor, Town of Bancroft, (Chair, Rural Caucus) Gary O'Connor, Mayor, Municipality of West Nipissing Eleanor Renaud, Councillor, Township of Elizabethtown-Kitley Bill Semeniuk, Mayor, Township of Zorra Julian Tofts, CAO, Township of Springwater Small Urban Caucus: Carol Seglins, Mayor, Town of Caledon (Chair, Small Urban Caucus) Fran Coleman, Deputy Mayor, Town of Huntsville Deb Haswell, Councillor, City of Owen Sound Kay Manderville, Councillor, City of Belleville Larry McCabe, Clerk-Administrator, Town of Goderich Toronto Caucus: Howard Moscoe, Councillor, City of Toronto (Chair, Toronto Caucus) Brian Ashton, Councillor, City of Toronto Bas Balkissoon, Councillor, City of Toronto Sandra Bussin, Councillor, City of Toronto Olivia Chow, Councillor, City of Toronto Betty Disero, Councillor, City of Toronto Suzan Hall, Councillor, City of Toronto updated August 23, 2001 . j '-~./ ,-.J \....----- / c Elgin's History Through a Photographer's Lens - Volume 1: The Scott-Sefton Collection For further information contact Frank Clarke at (519) 631-1460, ext. 127 or Ken Verrell, President E.P.B.S. at (519) 631-0335 Elgin Photographic Heritage Society cj 0 Elgin County Public Library 450 Sunset Drive, St. Thomas, ON N5R 5V1 '~"'pi;f¡1~r~ "n~.{~... ^ · o "'0 ~ ~ c:: t:I: r:-< .... (") ~ Õ ^ z o ~ ~ a ~ · · · · o o o ^ >-¡j ~ z g ~ ~ ...... .... t:\ Q) ==:' ~ >-' ::; I\) n Qq o ~ P- P- I\) p- ..... I\) <1J <1J o-ì o o-ì ~ ~ o ~ ~::g»>-¡j .,.., roP-t:\O f'o.J G')1»p..;:><1J ..... þoooot co (t) I""t" L....¡ Z ro ~ ~. ~ > "¡soQro Z ::tl»o::!g o-ì o 1r"ó Q P- ~:r: ~ ...q} g go::>" :+' ~ >< Oro¡;r....P'nP- G')..oQQ "'~ 0 n s::ro"ót::::<O '"0 :;a I\) S» roEï ~ ~ ro~O::!I»OQ""'''''' S» -"'..... p.. <1J "" "'" () ::tt:\::;,roS»-\ß"" tD ....5S»,"op..(.¡J-\ß p.. n::;::s~ p..9~ o ...rop.......-\ßO· .. ...~ tr...·~OO ... tr......;:>O::!. 0 o _Ooq n8--;:-:..-. .... ,..... ::! Eï ~ ~go8'§¡¡¡ &p.. ::I >......... I» ..... .... s:: c.. G1 '"0 > p.. cr' go P- n tr.~ 3 ¡¡;. 0 '" ro S» S» /I> ::! 0 ,..... '" ;. (fJ cr'.... .....?\"" J G') ° O_ñ"s::.....~CIJ '"0 nl\) p>::; Q-"" S» ....8"::s p..n - Š ~ -I; '" I» () «ffio 5 ::I '0<r P- C""t- (þ..... a t6 g s:: /I) P' ." 1»" .... fI)"- S» I» a- n p.. ro n p.. '" g .... '" ::> /I> ro '"0 fI) '" S» ¡ß ~ fI) o ...... ft '!"'! You Must Add This Book To Your Collection! This will be a 200 page book, the majority of which will be photographs with captions. This is only a small fraction of what is available in the Scott-Sefton Collection. Sports Pictures of adult baseball, hockey, curling and lacrosse teams, both men and women, and more. Military Pictures The 25th Battalion around 1905, the 91st Battalion marching off to war in 1916, the return of the Elgin Battalion in 1945, the 1st Hussars training on horses near Port Stanley, and classes at the Technical Training School. Railway Pictures Both Thomas and Murray Scott took a large number of railway pictures. Scenes The Port Stanley Harbour in the 1890's, the laying of the cornerstone for the YWCA, a baby elephant in the back of a car, the Aylmer Fair. Groups and Clubs Men's groups, women's groups, boy scouts, people dressed up to put on plays, and minstrels. However people got together to share their experiences. Wedding Pictures Dating from the 1920's to the 1980's. People Including Edna Bennett, the first woman to be clerk of a city; K.W. McKay, long-time clerk of Elgin County; and Hendershott and Welter, the Middlemarch murderers. We have created a book which will have numerous chapters, each representing a category of pictures found in the Scott-Sefton Collection. Some examples are: The Scott-Sefton Collection can be seen as a picture history of Elgin County and its people. Accordingly, the Elgin Photographic Heritage Society is beginning the process of making this material available to the people. In late 1992 a group of concerned citizens met to form the Elgin Photographic Heritage Society. Their purpose was to preserve and catalog this important part of our heritage. To date, the Society has processed about 90% of the Collection. T.H. Scott ran his own business until 1911 when he sold it to his son, W. Murray Scott. Murray operated the Scott Studio until 1955. He then sold the business to the Sefton family. As the Sefton family prepared to retjre in 1989, they donated the approximately 100,000 negatives and physical- equipment found in the studio to the Elgin County Public Library. Thomas Hunter Scott came to St. Thomas in 1879 and founded a photography studio. Until 1882 he was in partnership with W.E. Lindop, and with James H. Hopkins until 1890 when they split. The Scott-Sefton Collection of Negatives Memo TO Warden McPhail and Members of Counci Mark G. McDonald, Chief Administrative Officer. FROM September 18th 2001 SUBJECT: St.Thomas-Elgln General Hospital Fundralslng Campaign As you know, our local hospital has embarked on a fundraising campaign to modernize the Emergency Department, to relocate scheduled out-patient visits and services to a new Ambulatory Care Centre and to create an Emerging Technologies Endowment Fund. DATE We have been contacted by the Foundation with a request to meet with Members of Council at 2:30 p.m. on September 25th, 2001, immediately after our County Council meeting. The Foundation wants to gather input on building a campaign team. nformation This is for your