October 19, 2004 Agenda
ORDERS OF THE DA Y
FOR TUESDA Yo OCTOBER 19. 2004 - 9:00 A.M.
PAGE # ORDER
1 st Meeting Called to Order
2nd Adoption of Minutes - meeting of September 28, 2004
3rd Disclosure of Pecuniary Interest and the General Nature Thereof
4th Presenting Petitions, Presentations and Delegations
DELEGATIONS AND PETITION:
2 9:00 A.M. Linda Stevenson, Trustee, Thames Valley District School
Board re: Rural School Issues (ATTACHED)
9:15 A.M. Peter Hentz, Chair, and Duncan McPhail, Vice-Chair, Land
Division Committee re: Representation to OMS Hearings (see page 127)
Motion to Move Into "Committee Of The Whole Council"
Reports of Council, Outside Boards and Staff
Council Correspondence - see attached
1) Items for Consideration
2) Items for Information (Consent Agenda)
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
5th
3-125 6th
7th
126-127
128-145
8th
PLEASE NOTE: THE 2004 COUNCIL PHOTO WILL BE TAKEN AT 12:00 NOON
NOVEMBER 6TH, 2004 - WARDEN'S BANQUET - SOCIAL HOUR - 5:30 P.M.
DINNER - 6:30 P.M.
!Sandl:;3H¡;fireD~£YV: Rural SchÕÕlFunding
~
Page 11
From:
To:
Date:
Subject:
"Linda Stevenson" <I.stevenson@rogers.com>
<sheffren@elgin-county.on.ca>
10/12/04 9:44AM
Fw: Rural School Funding
---- Original Message --
From: Linda Stevenson
To: sheffren@elgin-county.on.ca
Sent: Friday, October 01 , 2004 2:49 PM
Subject: Rural School Funding
I would like to provide an update to County Council on what is happening with Rural Schools and any new
funding announcements from the Ministry of Education.
I would also like the opportunity to discuss possible next steps that the Mayors could be involve in, to
continue pressuring a response from Queens Park.
Any and all questions are welcome on this matter
Thank-you
Linda Stevenson
Trustee
Elgin County
519-631-0934
REPORTS OF COUNCIL AND STAFF
October 19. 2004
Staff Reports - (ATTACHED)
5 Tree Commissionerl Weed Inspector - Application for Minor Exception Lot
19 & 20 Concession 11 ,
Municipality of Bayham
9 Manager Elgin County Pioneer Museum - Annual Museum Report
11 Director of Information Technology - Computer Network Infrastructure Plan
Update
14 Director of Information Technology - Conversion to Microsoft Exchange
Emai System
17 Director of Information Technology - 5 Year Broadband Service Agreement
with Amtelecom
19 Director of Information Technology - Policy 13.10 - Acceptable Use Policy
for Computer Equipment, Software Internet Access and Internet E-mail
25 Director of Information Technology - Policy 13.20 - Technology Entitlement
33 Director of Financial Services - Collections - Revenue Split
36 Director of Financial Services - Funding of Homes
45 Director of Financial Services - Budget Comparison - August 31, 2004
49 Deputy Clerk - Council Remuneration - One-Third Tax Free Allowance
50 Chief Administrative Officer - Emergency Purchases and the County
Purchasing By-Law
52 Purchasing Co-Ordinator - Disposal of County of Elgin Surplus Items
55 Human Resources Officer - Non-Union Position Titles
60 Human Resources Officer - Proposed New Performance Appraisal System
119 Technical Services Officer - Beecroft Culvert Repairs
3
121 Technical Services Officer - Request to fund Traffic Signals - John Street at
Progress Drive
124 Construction Technician and Purchasing Co-Ordinator - Painting Exterior of
Administration Building
Technical Services Officer -Installation of Traffic Signals - Wellington Road at
Ron McNeil Line
Director of Engineering Services - Edward Street Ambulance Station
Agreement Between the City of St. Thomas
and the County of Elgin
Manager of Museum Operations - Remembrance Day Display
REPORT TO COUNTY COUNCIL
FROM:
Rob Lindsay, Tree Commissioner
DATE:
08 October 2004
SUBJECT: Application for Minor Exception, Lot 19 & 20 Concession 11, Municipality of
Bayham
INTRODUCTION:
The Tree Commissioner has received an application for Minor Exception from Brian R.
Graydon to clear 1.0 hectares of woodlands from Lot 19 & 20, Conc. 11, Municipality of
Bayham. '
DISCUSSION:
The proposed clearing involves 1.0 hectares of woodland to create an industrial building lot.
Tree species located within the woodland area are hardwoods consisting of white ash,
bitternut hickory, hard maple, basswood and black cherry. A field inventory on September 30,
2004 did not reveal the presence of any rare or significant tree species.
All abutting landowners have been contacted regarding this clearing and have no objections to
the proposal. LPRCA and MNR have responded with no environmentally significant concerns.
The applicant is aware of the required replanting of trees and is proposing to replant a 1.0 ha
area within a woodlot on another farm in the County of Elgin and with the assistance of the
LPRCA.
CONCLUSION:
This application meets the goals of the Elgin County's forest management.
RECOMMENDATION:
THAT, the Application for Minor Exception to the Trees Act from Mr Graydon, Part Lot 19 & 20,
Conc. 11, Municipality of Bayham, to clear 1.0 hectares of woodlands to create an industrial
build lot be approved subject to 1700 trees being replanted or an equivalent donation being
made to a local conservation/heritage association.
Approved fo SIO
Mark Mc
Chief Administrative Officer.
J
,.:'!-..
~t? .
MARX G.IotcÐONALO
(:OU>I".._~...a.V<Il
{!.In.) $AHORA J. HEFFREN
OUIItT~"CUM
4Si) SUNSET DRIVe
ST. THOMAS. ONTARIO
N$RSV'I
PHONE {Sill 6:S1oI460
f.u:(5IS1~7661
THE TREES ACT
APPLICATION FOR MINOR EXCEPTION
II We wish to apply for a minor exception from the provisions of the County of Elgin By-Law No.
which restricts and regulates that destruction of trees. In order to be allowed to remove trees as
outlined in this application.
1.
NAME(S} OF OWNER(S}: J.?(;"..-,
Æ C~ v£"-'
-
MAILING ADDRESS: )'" ') s?f 7 ¡;'!,& 'T ,.¿ -"7 ('
I(/'? #;J 1/<L...[,!)-?6cv>-_'7
Postal Code /j/t.({~ tfr;:¿:> Phone No, .P't bfcf ?I'f 7
2.
LOCATION OF LAND: D /
Municip¡¡lity (Town, Village, Township) 04: {/ /1<tn-.
Lot No. PI. /9. -< t?
./
Concession No.
7<-£'</J ,
//
Lot No.
Registered Plan No.
3.
Reason for wishing to Remove trees.
/;; þr'-ovù"Í> cle«v-/p/j
/
a.-z.J ,pc",..*, r-?"J C'/oY'rc,
~r- /1€'¿¿/ 6'ukt",..-
/
4. Describe species of trees and size of trees to be ·removeiJ.
fI <) h / {-/ [r L"v-¡v / f?/6/ Ie é"t,evvV H a..-vI 11«'p/e.
a»cÁ f3l15SWbO&~ c.tí/ t;;zc- /' (CÞ<;>c-L
5. Area to be cleared (in metric)
Length
Meters
Width
Meters
Area
fhCl
(in square meters or hectares)
6. Has the owner previously applied for and been granted permission to remove trees?
Yes ('XJ. No (V(
f?)....
If yes, please indicate the purpose to which they were removed approximate size of area
cleared and date.
I?t. (J,61.« fð'Ìccr~<"¿.>", aqrìu¿JllIV",.£/{Jìed,
."
7. Names, mailing addresses and phone numbers of all owners of property which abutts the
land of the owner of the trees in respect to which this application is made as per section
9.2 of the act. (If insufficient space below please attach another sheet of paper)
NAME
S"'rv C
j) I dlc
/Je
8. Other information deemed pertinenl to this application.
Î~€. 1<<.,,-,) IS' ¿&--Z,,} /'1Á.J.'-t,.qL (¡?¿-2)
?(/)j q -,?Pc¿./ !':'f- /J bN"lC> u~=~£ ~........
/
q l'1e~ ''1£.r-tf'-'4'L J,7P . f~<¿h ú...//// -19"-''''' C?
,
Mæ---z.,<-"f"-r:c14"_(~f ¿\4....-f &.,/1 M 1"7:-
(
9. Each application must be accompanied by a sketch, no smaller than 20 centimetres by
35 centimetres, showing:
(a) The parcel of land that is the subject of this application, clearly indicating the
area proposed to be cleared and the area or trees which will remain.
(b) buildings on the owner's property and also on the abutting property.
(c) use of abutting lands (e.g. residential agricultural, cottage, commercial, etc.)
10. As an on site inspection will be made. Use perimeter of trees which will remain if this
application is granted, must be marked by spraying or some other means, to clearly
indicate during this visit what is proposed to be removed.
.~
/ Signature of plicant or
Authorized Agent
Note: If this application is signed by other than the owner, written authorization of the owner(s)
must accompany the application. If the applicant is a corporation, the application must be signed
by an officer (and that position must be indicated) and the corporate seal shall be affixed.
,4r/"è.", (-f«....<:
.s" >' &..~
~u/¿{.
/
C o/{/V
£¡,ûJ
. 337.3/Y1·
-y y 7/ "Y
7/ -]/ -y 7/ 7'
..-
.-..... . MD
.. -y'
-:¡.:
,...
....
t:;)
t¡
.'<
~
A
~
C-I/
1.0 fI{
1
N
171
-
y
,f/ ..., Y
y
OD.J>1..
P/M T
C/<t.<t;.vit:I.V IJ;..;v,
Town t;>-J-
T¡ /.../...,St>ílßUf";
VClC,.¿H.T
Ir>A.t.Ufl"{'a L....
L.. -?~ .
f' _"..
, I .-.......l.- _L---J
J' I '-., / 7-"""" It /'//" ~-
. Sor-i."",'1
J-lc!¡J.
y )(Vv 'V
y Y Y y y
'y )/Y:Y '7 Y "þ
/' Y'Y ;y r
1'7 )/ .ìt" 'þ '7 #
//' r t/' V" V' r r
VVVt/'Y'
- --
Soyb<!Ct.-1
~,~{.e.
I "'~2 /04
REPORT TO COUNTY COUNCIL
FROM:
Elgin County Pioneer Museum
Linda Louwagie-Neyens, Manager
DATE:
October 5, 2004
SUBJECT: Annual Museum Report
INTRODUCTIONIDISCUSSION:
2004 has been a year of many challenges for the Elgin County Pioneer Museum.
Nonetheless, the Museum has continued to offer appealing public programming and
exhibits regardless of its location.
Our downtown location has provided increased visibility for the Museum, but because it is
a temporary location, there are no permanent galleries. Staff has responded by increasing
the number of changing displays in an effort to keep things fresh for the public. Instead of
the standard four exhibits per year, the Museum has seven changing displays scheduled
for 2004, including a special exhibit on Remembrance Day, featuring the Victoria Cross
awarded to Ellis Sitton, V. C., Elgin County's only recipient of this decoration for valour.
In 2004 has also been a year of increased involvement in the community, as we continue
to expand our programs outside of the Museum. Our On the Road outreach programs for
adults have continued to be popular, and starting in February, we joined forces with Elgin
Manor, and began a program of displays in beautiful cases in each wing at the Manor,
which are changed every three months. These displays have been very .well received by
the residents, their families, and staff. Both have been a way to "bring the Museum to
those who cannot go to the Museum." 2004 also marked the seventh consecutive year
that the Museum offered its very popular rug hooking classes. We have more classes
scheduled for 2005, and our rug-hooking club meets regularly and enjoys an instructional
program throughout the year.
Children and youth programming is key to education while also building positive
relationships throughout the community, and leaving a lasting impression on kids who will
grow with us. This year, we partnered with the grade 10 history class at Central Elgin
Collegiate Institute in a project that culminated in an exhibit that was displayed at the
Museum for the summer. It focussed on the history of local buildings and people, and
opened with the students presenting the history of the building, while dressing the part of
the person. Also, for the second year, we offered a March Break programme, "March
Merriment" made possible by volunteer staff.
History has shown us that media attention is invaluable to a community Museum. We are
very fortunate to have an excellent rapport with the local media. The St. Thomas Times-
Journal and Rogers Cable have provided us with media coverage throughout the year,
including specific displays and our status since the move to downtown St. Thomas. We
appear in the Times-Journal on a weekly basis in our WAZZIT column. This fun,
interactive column runs a photo of a mysterious artefact, and asks people to submit their
guesses. As well, we also reached out into the community by promoting four off-site
displays, all manned by volunteers, and reaching thousands.
Seven years ago, the Museum began a project to inventory all of its holdings, done almost
completely by volunteers. Last year, the inventory project ground to a halt because the
Access database was full. Thanks to Council's approval, our database has been
converted to Inmagic, a very user-friendly database. Staff is currently receiving training,
and is looking forward to using this state of the art technology in its records management.
We are very proud of our volunteer force, and how it has grown over the past several
years, showing their dedication to the Museum and their community. Since January, they
have contributed over 750 hours to the Museum. This is lower than previous years, in part
because of the inventory project.
2004 has been a year filled with unique challenges and accomplishments for the Elgin
County Pioneer Museum, as we meet the challenges of serving the public with the
flexibility that our current situation requires. We look forward to 2005 and the changes it
will bring to the Museum, as we strive to preserve the heritage of Elgin County.
RECOMMENDATION:
THAT the report titled Annual Museum Report and dated October 5,2004 be received and
filed.
~
Linda Louwag e-Ne ns
Manager, Elgin County Pioneer Museum
Approved for Submission
M~,")
Chief Administrative Officer
..t
Respectfully Submitted
d~~
Linda B. Veger
Director of Financial Seryices
REPORT TO COUNCIL
FROM: Allan Reitsma, Director of Information Technology
DATE: October 19, 2004
SUBJECT: Computer Network Infrastructure Plan Update
INTRODUCTION
On November 25, 2003 the report titied "Computer Network Infrastructure Plan" was
presented to and approved by council. The report recommended infrastructure changes
to address:
· Insufficient bandwidth
· Aging workstations and servers
· High cost of maintaining workstations
· Supporting two mail systems
· A9in9 Net Integrators
The plans for I.T. infrastructure included changes that would:
· Upgrade slow and aging workstations,
· Improve staff productivity through increased bandwidth,
· Reduce yearly maintenance costs,
· Provide a standardized mail system.
All within the approved 2003 budget.
DISCUSSION:
The report recommended:
· the impiementation of Citrix servers
· replacing aging data switches with HP Procurve 2626 switches
· implementing Novell's Zenworks for Desktops on each workstation
· uP9rading from Netware 6.0 to 6.5 and purchasing an additional 195 licenses
· converting all users to Novell's Netmail
· replacing all Netlntegrators with Cisco PIX firewalls
The cost for these recommendations was estimated and budgeted as follows:
· hardware: $52,152.19 Cincl. tax)
· software: $96,202.30 Cincl. tax)
To date all of the recommendations made in the November 25,2003 report have
been implemented. IT has installed two Citrix servers that have addressed the
issues of insufficient bandwidth, aging workstations and the cost of maintaining
workstations. Of significant benefit to both IT staff and users is that installing
applications on workstations, which used to take hours, now takes only minutes.
All of the Netlntegrators through the county's network have been replaced as
have all of the outdated switches. These upgrades have greatly improved the
reliability of the network and the ease of maintaining the network by IT staff.
These changes combined with the use of Citrix have reduced the frustration of
users accessing the county's file server. It is important to note that further
improvements will be seen once the planned fibre network is in place.
All county staff are now using GroupWise as their email system. This has
simplified communication between staff and allowed IT to decommission an
aging server. Users now have the ability to access their mail from any
computer with internet access anywhere in the world. The other significant
change that county computer users have seen is the upgrading of all
workstations from Windows 98/NT to Windows XP. This change has provided a
platform that is more reliable and easier to manage by IT.
In the process of upgrading our network and implementing new servers IT has
decommissioned six (6) aging servers and implemented five (5) new servers that
are faster and have much more capacity than the older servers. These servers
have the redundancy (dual power supplies, processor, fans, etc.) that will insure
that users have access to a reliable and available computer network,
The following tables summarize the estimated and actual costs of implementing
the recommended changes
Hardware Costs
Citrix Servers
PIX Firewalls
HP Procurve Switches
$ 20,036.45
$ 16,820.68
$ 15,295.06
Total $ 52,152.19
$ 19,645.36
$ 15,775.31
$ 15,295.06
$ 50,715.73
Software Licensing Costs
Citrix
Novell ZenWorks for Desktops
Novell NetWare 6.5
Novell NetMail
$ 36,500.05
$ 18,233.25
$ 36,639.00
$ 4,830.00
Total $ 96,202.30
$ 36,368.03
$14,945.40
$ 29,152.50
$ 7,245.00
$ 87,710,93
CONCLUSION:
By implementing the changes recommended in the report titled "Computer Network
Infrastructure Plan" the County of Elgin now has a centralized infrastructure that has
addressed network issues including:
· Insufficient bandwidth
· Aging workstations and servers
· High cost of maintaining workstations
· Supporting two mail systems
· Aging Net Integrators
These changes were impiemented within the approved capital budget.
RECOMMENDATION:
THAT the report titled Computer Network Infrastructure Plan Update and dated October
19, 2004 be received and filed.
Respectfully Submitted .
Approved for Submission
â~
Allan Reitsma
Manager of Information Technology
Mark Gc McDon
Chief Administrative Officer
REPORT TO COUNCIL
FROM: Allan Reitsma, Director of Information Technology
DATE: October 19, 2004
SUBJECT: Conversion to Microsoft Exchange Email System
INTRODUCTION:
The County of Elgin currently uses Novell GroupWise for its mail system.
Because GroupWise is being used, IT is required to maintain a server
environment with two operating systems, Netware and Windows. Maintaining a
heterogeneous environment is both costly and time consuming.
DISCUSSION:
Migrating to a homogeneous server environment using Windows 2003 would
greatly reduce the time and effort required to maintain the environment. Over the
long run there would also be a cost savings. In order to create an environment
with one operating system GroupWi$e would need to be migrated to
Exchange/Outlook.
The cost of maintaining the Novell environment is $12,900 per year (before
taxes). The cost of implementing an Exchange server is:
MS Exchange Server 2003 Enterprise license
300 MS Exchange Server 2003 user CAL$
MS Windows Server 2003 Standard Edition license
Veritas Backup A ent for Exchange Server
Vertias Open File Agent for Exchange Server
Veritas SQL Agent for Exchange Server
$ 3,848.78
$ 17,436.00
$ 626.02
$ 394.00
$ 2,265.00
$ 837.00
$ 25,042.80
Total
Unlike Novell, Microsoft does not charge yearly maintenance fees. Patches or
software bug fixes are free. Typically, Microsoft releases a new version of
software every three years at which time the new version can be purchased. In
the table above, the software that would need upgrading every three years, if the
County chooses to upgrade, would be the Exchange Server license and the
Windows Server license ($ 4,110.80).
Comparing the three year cost of ownership of GroupWise versus Exchange:
Start-up costs
Yearly maintenance
Total three ear cost
$ 0
$ 12,900,00
$ 38,700.00
$ 25,042.80
$0
$ 25,042.80
Therefore, after 3 years the county would realize a savings of $13,657.20
One of the biggest complaints that IT receives about the GroupWise WebAccess
is that is does not have many of the features that the full desktop version of
GroupWise has. The benefit of switching to Exchange is that the web version of
Outlook has many of those features.
A large part of a Microsoft Exchange implementation will be training. The above
costs do not include the time required to train staff to use Outlook. Fortunately,
Outlook and Outlook Express are very similar. Outlook Express is the most
widely used email software used by home PC users. If this holds true for county
staff, the training curve may not be that steep. The implementation plan for
''£xchange will include training for all staff that will be using Outlook.
From the hardware perspective another server would need to be purchased at an
estimated cost of $10,425.00 (before taxes). The decommissioned GroupWise
and Netware file server would be used in the IT testing and training environment.
Supporting our current heterogeneous environment requires that IT staff have
knowledge of both Novell and Windows. Eliminating one operating system would
reduce training requirements as well as simplifying the recruitment process.
The total one-time cost, including hardware and software is $ 35,467.80 (before
taxes - $ 40,787.97 after taxes) and would be budgeted from funds remaining in
the IT - Special Projects capital budget. This account currently has a remaining
balance of $40,989.09. The following table summarize the funds originally
allocated for each project in the fund, the actual spent and the status of the
projects.
Assessment of $ 5,000.00 $0 Not required
Communications
PDA's $ 2,500.00 $ 2,500.00 Completed
Conversion from $ 36,400.00 $ 30,410.91 Completed
Multilis to Unicorn
Fibre from $ 30,000.00 $0 Not required
Fanshaw
CONCLUSION:
The County of Elgin currently maintains a server environment that consists of
both Netware and Windows servers. Such an environment is difficult and costly
to maintain. Converting the county's mail system from GroupWise to Outlook
eliminate the need to maintain a Netware environment and provide a cost
savings over the long term.
The cost of implementing a Microsoft Exchange Server and rolling-out Outlook is
$31,971.80 (before taxes) and could be funded from the IT - Special Projects
capital budget.
RECOMMENDATION:
THAT the County of Elgin em ail system be migrated to Microsoft
Exchange/Outlook,
AND THAT this project be funded from the IT - Special Projects capital budget.
"Respectfully Submitted
Approved for Submission
q//J#' .
0/~
Allan Reitsma
Director of Information Technology
M~ ----
Chief Administrative Officer
REPORT TO COUNTY COUNCIL
FROM:
Allan Reitsma
Director of Information Technology
DATE:
October 19, 2005
SUBJECT: 5 Year Broadband Service Agreement with Amtelecom
INTRODUCTION:
The COBRA initiative will be providing broadband internet access to all County of
Elgin homes, libraries and the County Administration Building. The broadband
service is being provided by Amtelecom. Although the COBRA initiative is
funding the construction of the broadband network it does not cover the on-going
monthly service fees.
DISCUSSION:
The County of Elgin currently spend $2,032.68 monthly for internet access. The
current service does not provide the bandwidth required to support the County's
communication needs.
Amtelecom has provided the following quote for service on their fibre optic and
wireless network.
$ 35,300 - one-time One-time installation cost including: wireless installation
at 6 locations, DSL installation at 6 locations, fibre optic
installation at 4 locations and network setup.
$ 6,162.45 - monthly This includes:
· 1 - 100 Mbs TLS connection: $1,200
· 3 - 10 Mbs TLS connection $2,100
· 6 -1 Mbs wireless connections $317.70
· 5 - 5 Mbs DSL connections $2,324.75
Amtelecom has included an option to enter into a 5 year agreement which
reduces costs substantially as follows:
. one-time cost are reduced to $4,500
. monthly fees are reduced to $5,050
Currently there is no other service provider capable of providing the type of
service proposed by Amtelecom. Considering start-up and.sustainability costs it
unlikely that a competitor will enter the market in the next 5 years.
CONCLUSION:
Entering into a 5 year agreement with Amtelecom will provide a one-time savings
of $30,800 and a monthly savings of $1,112.45 or $66,747 over the term of the
agreement or $97,547 in total. Before entering into this agreement the County
would want to negotiate a service level agreement such that if these levels were
not maintained the County could terminate the agreement.
RECOMMENDATION:
THAT the County of Elgin Warden and CAO be authorized to enter into a 5 year
agreement with Amtelecom for broadband service to the County's homes,
libraries and administration building.
Respectfully Submitted
Approved for Submission
${[".)
-
'~
AII~eii$ma
Director of Information Technology
Chief Administrative Officer
REPORT TO COUNTY COUNCIL
FROM: Allan Reitsma
Director of Information Technology
DATE: October 19, 2005
SUBJECT: Policy 13.10 - Acceptable Use Policy for Computer Equipment,
Software Internet Access and Internet E-mail
INTRODUCTION:
The current Acceptable Use Policy for Computer Equipment, Software Internet
Access and Internet E-mail outlines the County's expectations regarding
computer usage.
DISCUSSION:
The current Acceptable Use Policy for Computer Equipment, Software Internet
Access and Internet E-mail has been in place since July, 2001. A review of the
policy was undertaken with a view to reflecting updated technology and to
clarifying the policy.
The changes include:
· Broadening the policy to include elected officials and other orgànizations
and individuals with access to the County's computer and network
services.
· Expanding and clarify the restrictions for computer and network use.
· Including a list of acceptable and appropriate Internet and email uses.
· Including a list of unacceptable and inappropriate Internet and email uses.
· Including a list of relevant legislation.
A copy of the rewritten policy is attached.
CONCLUSION:
The Acceptable Use Policy for Computer Equipment, Software Internet Access
and Internet E-mail has been in place since July, 2001. The policy was rewritten
in order to reflect updated technology and to clarifying the policy.
RECOMMENDATION:
THAT policy 13.10 be approved as rewritten.
Respectfully Submitted
2~
All ¿R 't '
an el sma
Director of Information Technology
Approved for Submission
~O")
Chief Administrative Officer
Policy 13.10
Acceptable Use Policy for Computer Equipment, Software,
Internet Access and Internet E-mail
POLICY STATEMENT AND PURPOSE
The County of Elgin provides employees, elected officials, and other organizations and
individuals with access to computer and network services includin9 internet use and
email for business purposes.
Access to the Internet enables authorized users to research and obtain information
relevant to County business; and to provide information to residents, potential residents,
businesses and business prospects of the County of Elgin.
This Policy outlines the County's expectations regarding computer usage and sets clear
parameters for authorized users to ensure clarity surrounding the use of this corporate
resource.
Authorized users are expected to practice good judgment and to demonstrate a sense of
responsibility and consideration of others, when using the County's network and
services. All work undertaken shall be performed in an ethical and lawful manner,
demonstrating integrity and professionalism by all users,
SCOPE
This policy applies to all authorized users of the County's computer and network
services, including but not limited to: County employees and elected officials, (including
temporary and contract employees, volunteers, students and interns) and other
authorized organizations or individuals.
ACCESS
All authorized users have access to the County's network, including internet access and
email.
Privacy
The County of Elgin respects the privacy of employees. However, any electronic record
created on a County computer or sent through the County network is considered to be
the property of the County of Elgin.
USAGE
The primary use of the County's computer and network services is for business
purposes. Limited, occasional or incidental use of the County's network for personal
activities are acceptable, provided the privilege is not abused.
Authorized users shall conduct em ail messaging in the same manner as they would
other business correspondence, being mindful of the fact that email transmissions over
the Internet are not secure and may be intercepted, and that email is subject to the
provisions of The Municipal Freedom of Information and Privacy Act. Authorized users
are responsible for all email sent from their individual user name, and should take
appropriate precautions to ensure that their password is changed regularly and is not
shared with anyone, except within the terms of this policy.
The following restrictions appiy:
· No information should be distributed on the Internet which would not be
distributed under the County's letterhead or logo. Material which is viewed,
copied, downloaded or saved should be primarily related to County business.
(Refer to auditing section of this policy)
· Authorized users shall not install or run security programs or utilities which reveal
weaknesses in the security of a system, whether internal or external to the
County's network. Users shall not, in any way, attempt to access unauthorized/
confidential information to which they have not been previously granted access.
· Information which would not be distributed to members of the public such as draft
reports, confidential information or information which is restricted under the
Municipal Freedom of Information and Personal Privacy Act, etc., may not be
entered on the Internet or sent by em ail unless it is properly protected, and its
distribution has been properly authorized.
· Employees must comply with copyright and licensing restrictions on any
information which has been downloaded. Any files which have been downloaded
must be scanned for viruses.
· Any acquisition of goods or services must be in accordance with the County's
Purchasin9 By-law. Authorized users mày not offer goods or services over the
Internet on the County's network for personal use, nor may they send "for sale or
wanted to buy" messages on the Internet or by email.
· Authorized users must abide by vendor license agreements. Use of applications
and/or data is subject to the license agreement and may not be reproduced in
any form without permission from the Vendor.
· Data originating on the County network is owned by the County and may not be
distributed outside the County without proper authorization from the owner or
custodian of the data.
· Authorized users are obliged to ensure that their computers' virus scanning
software is current. Users are obliged to scan and clean viruses contained in all
downloaded files and disks introduced to their computer. This applies to
computers connected to the network in all County facilities and to computers
used for authorized dialup or other external network access to the County
network.
Acceptable and appropriate Internet and email use includes but is not limited to:
1. Participating in professional, job-related research
2. Distributing work-related correspondence, minutes, agendas, reports, etc.
3. Cornmunicating with staff, official bodies and vendors.
4. Responding to public inquiries.
5. Accessing job-related distance learning opportunities.
6. Creating job-related information resources.
7. Participating in job-related list serves or mailing lists.
.
8. Communicating with staff, elected officials, and appropriate outside bodies such
as other levels of government, businesses, County partners, citizen groups and
residents.
Unacceptable and inappropriate Internet and emai/ use includes, but is not limited
to the following list. The only exception is in performance of work related matters
as approved by Directors or their designates.
1. Participatin9 in Internet Chat groups, or list serves that are not work reiated.
2. Accessing sites or transmitting material which violates any Canadian federal or
provincial law or County by-law or directive, such as defamatory, discriminatory
or obscene material, and sites or tools dedicated to computer/network hacking,
or sites which in the opinion of management are inappropriate.
3. Accessing, displaying or storing (on the County's network) fraudulent, harassing
or obscene email messages; or email messages, graphics or images which are
offensive and conducive to a poisoned work environment. *
4. Storing games, game-related data, or personal web site material on any network
5. Installation and use of software and applications banned by Information
Technology, including but not limited to: Kaza, Morpheus LimeWire, Donkey
2000, Bear Share, Gnutella, Nutella, iMesh, Blubster. Instant Messaging
applications -AIM (AOL Instant Messenger), ICQ, NET, MSN or Windows
Messenger, Yahoo Messenger Services.
6. Downloading or storing MP3 files.
7. Sending chain letters and sending junk mail (spamming) or broadcast
transmissions (i.e.) sending a single message to a large number or individual
email addresses.
8. Using Internet web-based email systems such as Hotmail, Yahoo, etc. from
within the County's network.
9. Sending anonymous messages or accessing the Internet under another person's
network identification without such person's permission.
10. Allowing others who are not authorized users to access and utilize County
equipment or software.
11. Sharin9 County account or passwords with any other person (including family
members), except as authorized in writing by Directors.
12. Making unauthorized copies of copyrighted software. It is the responsibility of
individual departments to ensure they obtain the appropriate software licensing
and the responsibility of authorized users to obtain appropriate licensing for
home units.
13. Changing the confi9uration of County computers throu9hthe use of unauthorized
boot disks, circumventing County computer security measures, attempting to
gain access to a County system for which proper authorization has not been
9iven or probing the security at any computer site, internal or external to the
County.
14. Authorized users not logging off their computers at the end of each day or when
leaving the workplace for any extended period.
* I nadvertently accessing an inappropriate site or receiving an email with an
unacceptable attachment, will not be considered a violation of this policy. Printing,
saving or forwarding inappropriate material (except as properly authorized) shall be
considered a violation of this policy.
DEFINITIONS
Access: 9aining entry to a network provided by the County to its employees and other
authorized users, on or outside County premises, including telework situations and
where employees or authorized users are using the network for business purposes or for
personal use in accordance with the provisions of this policy on their own time.
Authorized Users: Persons using a computer or computer account in order to perform
work in support of County business.
Boot disks: Diskettes used to load a computer's operating system, or "boot up" the
computer.
Data: Any formalized representation of facts, concepts or instructions suitable for
communication, interpretation or processing by a person or by automatic means.
Instant Messaging: an internet communications service used to send and deliver
messages and content immediateiy. To use the service, users must be logged on to the
server that hosts the instant messaging service, e.g. private chat room
Internet: The internet is a world-wide collection of networks which is linked through a
common communications protocol and which collection of networks is used as a
common basis for communications for all types of applications. Use of the
Internet specifically includes access to the World Wide Web (yVWW).
List serves: An automated mailing list distribution system that allows users to add or
delete themselves from mailing lists without human intervention.
Network: computers and computer systems which can communicate with each other
and without restricting the generality of the foregoing, including the internet, networks
internal to an institution, as well as closed networks external to an institution.
Telework: Work involving paid staff, undertaken away from the normal place of work,
often known as working from home ortelecommutin9·
Vendor License Agreement: Contract or other document delineating the terms of the
software or data use arrangements with the seller/manufacturer.
RELEVANT LEGISLATION:
The Municipal Freedom of Information and Protection of Privacy Act:
The Purchasing By-law of the County of Elgin
The Ontario Human Rights Code
The Copyright Act
The Criminal Code of Canada
ADMINISTRATION:
This policy is administered by the Information Technology Department
AUDITING: All Authorized Users should be aware that the County's network creates
records of every Internet site visited and every message sent by email. If abuse of the
County's system, or contravention of this policy is suspected, Directors or their
designates may request an audit of the Authorized user's operation of the system.
COMPLIANCE: Failure to comply with this policy may result in appropriate discipline
measures up to and including dismissal.
CONTACT: For more information or procedures, contact Information Technoiogy
Department.
REPORT TO COUNTY COUNCIL
FROM: Allan Reitsma
Director of Information Technology
DATE: October 19, 2005
SUBJECT: Policy 13.20 - Technology Entitlement
INTRODUCTION:
The County of Elgin acquires technology on an ongoing basis for use by
employees in conducting County services and activities. A Technology
Entitlement Policy needs to be developed in order to provide the best possible
technology equipment for County staff while minimizing the total cost of
ownership.
DISCUSSION:
The Technology Entitlement Policy will define who is entitled to acquire and use
standard technology equipment. The policy will define the IT tools which County
staff will be permitted to use in the conduct of County services and activities. A
copy of the proposed policy: Policy 13.20 Technology Entitlement Policy is
attached.
CONCLUSION:
Policy 13.20 - Technology Entitlement Policy has been developed to define who
is entitled to acquire and use standard technology equipment. The policy defines
the IT tools which County staff will be permitted to use in the conduct of County
services and activities.
RECOMMENDATION:
THAT policy 13.20 - Technology Entitlement be approved as presented.
Respectfully Submitted
Approved for Sub . sion
Ag~
Director of Library Services
Mark G.
Chief Administrative Officer
Policy 13.20
Technology Entitlement Policy
POLICY STATEMENT
The County of Elgin acquires technology on an ongoing basis for use by employees in
conductin9 County services and activities. This Technology Entitlement Policy has been
developed in an effort to provide the best possible technol09Y equipment for County staff
while minimizing the total cost of ownership. The County's practice of regularly renewing
technol09Y components ensures that hardware is capable of supporting staff needs in a
reliable and cost-effective manner.
PURPOSE
This policy defines who is entitled to acquire and use standard technology equipment.
This policy defines the IT tools which County staff is permitted to use in the conduct of
County services and activities. Corporate Standards for the technol09Y equipment are
defined elsewhere and are set by The Information Technology Department.
SCOPE
This policy applies to all County employees, including all permanent, temporary and
contract employees exclusive of associated boards and agencies. This policy shall
apply to all purchased and leased County of EI9in electronic devices.
DEFINITIONS
Entitlement ~ use of a specific device as necessitated by position or job function within
the Corporation.
Access - a shared or short-term requirement to meet a defined need.
Corporate Standards - the recommended type of IT units and the associated software.
Standards ensure consistency and commonality, which result in lower support and
trainin9 costs.
Highly-specialized printing needs for the purposes of this policy include the
continuous need for:
· Multi-part pre-printed forms
· Special paper
· Card stock
· Printing of private or confidential documents which cannot be directed to a
shared printer
PDA or Personal Digital Assistant - a hand-held device intended mainly for mobile
access to email, calendar and contact information. These devices may operate in a
disconnected mode (where the PDA receives updates only when attached via a cradle to
a PC) or in a connected mode (where the PDA receives its updates over a wireless
network connection in real time).
ADMINISTRATION
This technology entitlement policy is administered by The Information Technology
Department. The policy will be reviewed on an annual basis to ensure that it is clear,
appropriately implemented, meets the objective of the policy and addresses current
technol09Y trends.
Standards and Support
All devices must meet Corporate Standards for hardware and software unless there is a
legislated requirement or justified use for other equipment. Justification for any
exceptions to Corporate Standards must be based on specific requirements involving a
process defined in the procedures associated with this policy.
Technical support from County staff is available for only those devices included by the
above statement. Support for older hardware may be withdrawn if it becomes more
expensive to support than newer models.
Corporate Standards for hardware and software are defined by the Information
Technology Department. These standards will be reviewed on a regular basis. Requests
for changes to Corporate Standards can be made to the Information Technology
Department.
Support
Technical support from County IT staff is available for only those items that meet
Corporate Standards or are approved exceptions to Corporate Standards as defined
above. Support for older hardware may be withdrawn if it becomes more expensive to
support than newer models,
Equipment Usage
The policy defines who is entitled to acquire and use technology equipment, not whether
they must use it. For cost or work function reasons, departments may choose not to
equip employees with the equipment to which they might otherwise be entitled. Similarly,
employees may elect not to use equipment to which they are entitled, subject to their
supervisor's concurrence.
Employees may currently be using equipment to which they are not entitled under this
policy. The process for resolving this situation is defined in the procedures associated
with this policy. Empioyees are expected to adhere to the County's Computer
Acceptable Use Policy in the use of this technology equipment. Failure to follow these
requirements may result in entitlement or access status being reduced or revoked and
disciplinary action as described in the Computer Acceptable Use Policy.
All employees are expected to protect the technology equipment in their possession, and
the data stored on it, as far as reasonably possible
Equipment Acquisition
The policy defines equipment entitlement. Acquisition of the equipment depends on an
approved budget. All equipment acquisition must conform to the requirements of the
Purchasing by-laws.
Equipment Authorization
Policy Criteria Met
Acquisition of all technology equipment that meets the criteria of the entitlement policy
requires the approval of the Information Technology Director.
Exceptions to the Policy
Acquisition of any technology equipment that does not meet the criteria of the
entitlement policy requires the approval of the department's Director and the Director of
Information Technology. Any request sent for this type of exception must include a
statement of justification provided by the department, a statement about why it does not
meet the entitlement policy and the implications of proceeding. Comments from the IT
department shall accompany the "exception" report. If the exception is approved, the
reason for the approval should be documented and forwarded to the IT department for
consideration during the regular policy review process.
Exception Reporting
The IT department will provide a quarterly report to the senior management team listing
all approved exceptions to this policy and all approved exceptions to Corporate
Standards.
Technology Entitlement
The following sections describe the entitlement policy for each item of technology
equipment where operating budget funds are available. Where they exist, individual
employment contracts may override this policy.
Desktop Computers
Sharing of desktop computers is encouraged in situations where space or funding is
limited or where justified by the nature of work (e.g. part-time hours). Employees are
entitled to a desktop computer when, in the written opinion of their Director and with the
approval of the Director of Information Technology:
. their job function requires access to the corporate network, creation of electronic
documents or data entry on a daily basis.
Desktop Computer Monitors
Monitors can significantly increase the cost of desktop computers. Wherever possible,
the standard monitor should be used for all desktop computers.
Employees are entitled to a flat panel monitor when, in the written opinion of their
Director and with the approval of the Director of Information Technology anyone of the
following applies:
· there is a space restriction which prevents the use of a standard-sized monitor
· they provide over-the-counter customer service to the public and the monitor
must be placed on the counter
· there is a specific disability which prevents the employee from being able to use
a standard-sized monitor.
Permitted Exceptions:
Employees are entitled to a monitor which exceeds the size of the standard monitor,
when, in the written opinion of their Director and with the approval of the Director of
Information Technology anyone of the following applies:
· their job function requires the display of graphical or mapping data which cannot
be properly displayed on a standard-sized monitor
· there is a specific disability which prevents the employee from being able to use
a standard-sized monitor.
Employees are entitled to two monitors on one desktop computer, when, in the written
opinion of their Director and with the approval of the Director of Information Technology:
· otheir job function requires the use of a specialized application that requires this
(e.g. a GIS or CADD application)
Notebook Computers
Notebook computers are a resource that should be shared within departments for short
term needs (such as meetings and presentations) whenever possible. If the need is for
access to e-mail and calendars only, then alternative solutions (e.g. PDA or Internet
access to County e-mail) should be explored.
Employees are entitled to a notebook computer on a long-term basis when, in the written
opinion of their Director and with the approval of the Director of Information Technology:
· their job function requires access to the corporate network, creation of electronic
documents or data entry on a regular basis.
AND anyone of the following applies:
· their job function requires regular access to the corporate network during normal
work hours from a location which does not enable them to use a standard
desktop PC
· their job function requires work from several different locations during normal
work hours
· their work outside of normal work hours exceeds 10 hours per week
Printers
Printers are a resource that should be shared. All printers shall be networked. This will
ensure that networked employees have access to a wide variety of printing resources
and that printers will be used in the most cost effective manner.
All printer acquisitions require prior consultation with the Information Technology
Department to evaluate needs and determine the best fit for the requirements.
Networked employees are entitled to:
· access a shared networked printer within a reasonable waiking distance for all
their printing needs.
Employees are entitled to a networked printer located on or adjacent to their desktop
when, in the written opinion of their Director and with the approval of the Director of
Information Technology, anyone of the following applies:
· their job function includes highly specialized printing needs on a daily basis and
these cannot be accommodated on a general shared printer
· they have special needs with regards to mobility or location
Employees are entitled to a local, non-networked printer when, in the written opinion of
their Director and with the approval of the Director of Information Technology, anyone of
the following applies:
· they have no network access at their location
· their job function includes highly specialized printing needs which cannot be
accommodated on a shared printer.
· they have special needs with regards to mobility or location
Colour Printers
The need for colour printers must be clearly justified in any area or section, given the
high cost of printing in colour. Where possible, "proofs" should be sent to externai
printers in digital format to avoid the need for producing high quality colour images
internally. High quality/high volume colour printing jobs should always be printed by
external printers. Images can be transferred to external printers digitally without the need
for printing colour "proofs" internally.
All printer acquisitions require prior consultation with the Information Technology
Department to evaluate needs and determine the best fit for the requirements. Choosing
the appropriate technology can significantly reduce the total cost of ownership for these
devices.
All colour printers must be networked and available for access by a large group of
networked users. No desktop-style colour printers (e.g. HP DeskJet) are permitted.
Colour printers must be shared by a minimum of 30 users.
When colour printers are available, employees should be careful about sending print
jobs to these printers. Only printing which requires colour should be sent to these colour
printers.
Employees are entitled to a networked colour printer located in their section when, in the
written opinion of their Director and with the approval ofthe Director of Information
Technology, all of the following apply:
· their job function includes the need for printing colour documents which should
not be printed externally
· a minimum of 30 users share the printer Permitted Exceptions:
· where a group with less than 30 users is physically isolated from other staff, but
has a legitimate need for printing colour documents which should not be printed
externally.
Scanners
Scanners are a resource that should be shared within the department. However, since
most scanners require a direct connection to a PC, this sharing can be probiematic for
users.
Depending on their intended use, scanners can require a significant investment in data
storage to accommodate the scanned images.
All scanner acquisitions require prior consultation with the Information Technology
Department to evaluate needs, and determine the best fit for the requirements and
ensure compliance with Corporate Standards. In the event of a disagreement between
the employee and IT with respect to the scanner required, the employee's Director is
authorized to make the final decision. .
Employees are entitled to a scanner when, in the written opinion of their Director and
with the approval of the Director of Information Technology, all of the following appiy:
· their job function requires frequent scanning of documents received from external
sources
· there has been a prior needs analysis conducted in conjunction with Information
Technology.
Cellular Phones
Cellular phones are a resource that should be shared within departments for short term
needs whenever possible. Cellular phone models and features will be defined in
Corporate Standards.
Cellular plans will be selected based on usage patterns in order to minimize cost. These
plans will be reviewed quarterly and changed as required.
Employees are entitled to a cellular phone when, in the written opinion of their Director
and with the approval of the Director oflnformation Technology, anyone of the following
applies:
· their job function invoives working away from a land phone on a daily basis.
· their job function includes being on-call. The shared use of cell-phones should be
considered first (e.g. where employees in a group share on-call responsibilities)
· their job function includes being available for emergencies either during normal
working hours or outside of normal working hours.
· they must have access to phones for health and safety purposes.
· their job function involves working from multiple locations during normal business
hours.
Exceptions
· Employees who fit the criteria, but have a temporary project-driven need should
use units from a shared pool for the duration of the project.
Cellular phone models and features will be defined in corporate standards. Cellular plans
will be selected based on usage patterns in order to minimize cost. These plans will be
reviewed quarterly and changed as required.
PDAs
Personal Digital Assistants (PDAs) may be used in a disconnected mode and in a
continuously connected wireless mode. Different Corporate IT standards apply to
devices used in the two modes.
Employees are entitled to a PDA when, in the written opinion of their Director and with
the approval of the Director of Information Technology, any of the following apply:
· their job function involves reguiar attendance at meetings and their calendars are
managed by an Administrative Assistant. The use of a PDA ensures that
calendars are synchronized.
· their job function requires mobiie computing and the PDA is a notebook
replacement.
· their job function involves working from multiple locations and the PDA is a
notebook replacement.
· their need is for remote access to emaii only and the PDA is a notebook
replacement.
REPORT TO COUNTY COUNCIL
FROM: Linda B. Veger, Director of Financial Services
DATE: May 28, 2004
SUBJECT: Collections - Revenue Split
INTRODUCTION:
The POA Collections position was developed in 2003 with the incumbent
dedicating full time to collections in July 2003. The position has proven to be
successful with $234,758 in outstanding fines being collected between October
2003 and April 2004.
DISCUSSION:
The Province handed the County outstanding fines of approximately $2.7 million.
These grew to $3.7 million prior to the development of the collections position.
Approximately 32% ($75,000) of the defaulted fines collected are pre-transfer
accounts. This percentage will decrease as the outstanding accounts become
older and harder to trace. Approximately 10% of defaulted fines are paid prior to
a notice being issued leaving 90% that require a notice to be sent. The County
budgeted to collect a total of $300,000 in 2004.
The County will be forwarding information on fines that have already been sent
unsuccessful first and second notices to a collection agency. This should start in
July and staff will keep Council apprised of the progress on these fines. The
collection agency will also process our certificates of default (C of D's). The C of
D's allows the County more latitude in its collection efforts such as small claims
court and garnishment of wages.
As indicated above, 90% of defaulted fines require a notice before they are paid.
The POA Collections position is drawing these funds into the County. Council
has not yet made a decision on how to share these collection revenues. If
shared, what dollars will remain with the County? Senior staff makes the
following suggestions for your consideration:
For 2004:
. All net revenues over the budgeted collections revenues ($235,495) be
disbursed to the Municipalities based on the same percentage split as
determined by identifiable fines.
In 2003 staff approached Council for authorization to hire, on a contract basis, a
collections person to work towards settling both the old defaulted fines plus new
defaults as they occurred. Although the County had no experience in this area,
Council was willing to assume the risk and gave approval. The position proved
successful and is now full time. The 2004 budget included net revenues of
$235,495 (an arbitrary calculation based on revenues and cost to run
collections). Therefore staff suggest that any revenue over this amount be
disbursed back to the Municipalities.
It is anticipated that Collections revenues will exceed the budget by
approximately $40,000. Municipalities will share in this as estimate, based on the
2003 split as follows.
Municipality % Share Additional
Revenue
Bayham 4.98% 1,992
Malahide 7.46% 2,984
Aylmer 13.32% 5,328
St. Thomas 37.77% 15,108
Southwold 6.88% 2,752
Central Elqin 18.27% 7,308
Dutton/Dunwich 5.35% 2,140
West Elqin 5.97% 2,388
Total 40,000
For 2005 and thereafter:
· All pre-transfer fines collected by the County be maintained as County and
City of St. Thomas revenues. This is in keeping with the original revenue
sharing agreement that stated "POA revenues from January 1998 to the date
of transfer, January 1, 2001, will be retained by the County of Elgin and the
City of St. Thomas...". The sharing agreement referred to collected fines.
Now that previously uncollected fines, prior to transfer, are being collected,
sharing the revenues between the County and the City would appear to be in
accordance with the agreement.
· For post transfer collections revenues to cover all costs related to the
collections area plus 10% of expenses remain with the County. This matches
the POA cost recovery.
· All post transfer net revenues (as determined above) be disbursed to the
Municipalities based on the same percentage split as determined by
identifiable fines.
For 2005 this will result in an increase to the overall County budget compared to
2004. A calculation of that amount will be possible once there is more history on
the collection of pre-transfer fines.
CONCLUSION:
Staff presents a method of sharing POA Collections revenues for Council's
consideration.
RECOMMENDATION:
THAT for 2004, any collections revenues over and above the budgeted revenues
of $235,495 for the collections area be disbursed to the Municipalities as set out
in the report titled Collections - Revenue split and dated May 28, 2004; and,
THAT for 2005 and thereafter, collections revenues be disbursed to the
Municipalities as set out in the report titled Collections - Revenue Split dated
October 4, 2004.
Respectfully Submitted
/~~~
Linda B. Veger
Director of Financial Services
Mark
Chief Administrative Officer
REPORT TO COUNTY COUNCIL
FROM: Lisa M. Williamson, Financial Analyst
DATE: October 1, 2004
SUBJECT: Funding for Homes
INTRODUCTION:
There have been a number of questions from Council regarding how the Homes are
funded. This report is presented for your information. Data from Elgin Manor has been
used as an example. Please refer to the attached schedule for the sections A, B, C and
D.
The following calculations are based on the current funding formula. Additional
revenues were announced starting October 1, however the Province has tied this new
funding to additional expenditures. The new funding will be reported to Council later in
the year once all particulars are known.
DISCUSSION:
Section A
The Case Mix Index represents the Levels-of-Care requirements for each home. The
Ministry of Health calculates the CMI each year by assessing the Levels-of-Care
required by the residents. The CMI affects only the Nursing & Personal Care envelope.
The Funding Envelopes are comprised of the following four components:
1. Nursing & Personal Care
the Per Diem is calculated by multiplying the Base Per Diem by the home's Case Mix
Index
this is the only funding envelope that is affected by the CMI
this funding envelope is for costs incurred for the direct care of residents
the base amount of this funding envelope is currently $63.84
2. Program & Support Services
the calculation is a flat rate determined by the province
this funding envelope is currently $6.00
if all funds in this envelope are not expended, the Province will claw back the excess
dollars
3. Raw Food
the calculation is a flat rate determined by the province
this funding envelope is currently $5.24
4. Other Accommodation
the calculation is a flat rate determined by the province
this funding envelope includes housekeeping, building & property, dietary services,
laundry & linen services, general & administration, and facility costs
this funding enveiope is currently $42.93
Section B
Elgin Manor's financial results to August 31,2004 have been provided to illustrate where
our funding comes from.
The Ministry of Health calculates our funding by:
1. Multiplying the total Per Diem by the maximum number of resident days to date
(2,565,006).
2. Subtract the basic revenue collected by the home (874,161). The County retains
revenues for preferred accommodation.
3. Add any additional funding the home qualifies for (4,200).
4. Add total resident revenues back to the Ministry subsidy to determine total revenues.
It should be noted that a Home might be funded on the actual number of resident
days. If a Home is able to achieve 97% occupancy, it is funded on 100% of the
number of resident days. For Elgin Manor in 2004 100% occupancy is 366 days x gO
residents = 32,940. Therefore maintaining a minimum of 97% occupancy is very
important to the Homes funding formula.
The bottom portion of this section highlights the net year to date cost to the County.
Section C
The net cost to the County of Elgin for each resident has been steadily increasing over
the years.
Section D
The current maximum rates are listed.
RECOMMENDATION:
That the report titled Funding for Homes and dated October 1, 2004 be received and
filed.
Respectfully Submitted
Approved for Submission
tlfiÚJ@¡~
Lisa M. Williamson
Financial Analyst
-~~.-
. '- ~-- - - -
~ j
Mark G. McDonald ,..---/
. --- -.-
Chief Administrative Officer
~ß
~
Linda B. Veger
Director of Financial Services
FundinCl For Homes - EIClin Manor 2004
Section A
Case Mix Index (CMI) - Elgin Manor
Funding Envelopes:
Nursing & Personal Care ($63.84 x CMJ)
Program & Support Services
Raw Food
Other Accommodation
Total Funding Per Diem for Elgin Manor
Section B
Elgin Manor Funding
For The 8 Periods Ending August 31, 2004
Resident Revenues:
(2) Basic
Preferred - Semi-Private
Preferred - Private
(4) Total Resident Revenues
(1) Ministry of Health Subsidy (21,960 days x per diem)
Less:
(2) Basic Revenue
Add:
(3) Pay Equity
Total Subsidy From the Ministry of Health
(4) Total Resident Revenues
Total Revenues
Elgin Manor YTD Expenditures
Net YTD Expense to the County
Net YTD Cost Per Resident
YTD Ministry Funding Per Resident
Section C
Estimated Net Cost to the County Per Resident in 2004
Estimated Ministry Funding Per Resident in 2004
Net Cost to the County Per Resident in 2003
Ministry Funding Per Resident in 2003
Net Cost to the County Per Resident in 2000
Ministry Funding Per Resident in 2000
Section D
Current rates at August 31 , 2004:
Basic
Preferred - Semi-Private
Preferred - Private
0.9948
63.51
6.00
5.24
42.93
117.68
YTD Actual
874,161
29,024
32,760
935,945
2,565,006
(874,161)
4,200
1,695,045
935,945
2,630,990
3,512,295
(881,305)
$9,792 34%
$18,834 66%
14,688 34%
28,251 66%
$13,243 33%
$27,192 67%
$5,858 22%
$20,253 78%
$1,480.99
$1,724.32
$2,028.49
County of Elgin
Homes Funding 2004
Homes Funding 2004
Section A
· Case Mix Index (CMI) 0.9948
· Funding Envelopes:
- Nursing & Personal Care 63.51
- Program & Support Services 6.00
- Raw Food 5.24
- Other Accommodation 42.93
· Total Funding Per Diem 117.68
Homes Funding 2004
Section B
· Resident Revenues: YTD Aug 31
- (2) Basic $874,161
- Preferred - Semi-Private $ 29,024
- Preferred - Private $ 32,760
· (4) Total Resident Revenues $935,945
Homes Funding 2004
Section B
YTD Aug 31
$2,565,006
($ 874,161)
$ 4.200
,695,045
935.945
881,305)
Funding Calculation:
(1) Ministry of Health Subsidy
(2) Less: Basic Revenue
(3) Add: Pay Equity
· Total Subsidy From the
Ministry of Health
· (4) Total Resident Revenues
Total Revenues
Elgin Manor YTD Expenditures
Net YTD Expense to the County ($
.
·
·
·
Homes Funding 2004
Section C
34%
66%
$14,688
$28,251
2004 Estimated Net
Per Resident
2004 Estimated Ministry Funding
Per Resident
County Cost
·
·
$13,243 33%
$27,192 67%
2003 Net County Cost Per Resident
2003 Ministry Funding Per Resident
·
·
$ 5,858 22%
$20,253 78%
2000 Net County Cost Per Resident
2000 Ministry Funding Per Resident
·
·
Homes Funding 2004
Section D
· Current Rates at August 31, 2004:
- Basic $1,480.99
- Preferred Semi-Private $1,724.32
- Preferred Private $2,028.49
REPORT TO COUNTY COUNCIL
FROM:
Linda B. Veger, Director of Financial Services
DATE:
October 1, 2004
SUBJECT:
Budget Comparison - August 31, 2004
Introduction:
Attached is the budget comparison to August 31, 2004 for the County operating
departments.
Discussion:
The average budget expended to August 31 is approximately 66.7%. The operating
departments are within this parameter.
Financial Services - operations (3,188) - have done some upgrades to Accpac that were
not anticipated at budget time.
Corporate Expenditures - insurance (54,913) - insurance paid early in the year. Legal and
professional (13,823) - many personnel issues that required input.
Engineering - operations (15,676) - revenues such as Green Lane received later in the
year.
Overall the three Homes are in a positive position and should be until the end of the year.
With the large budgets within our Homes there are several problem areas that staff are
addressing. Those are:
Elgin Manor - operations (51,318) - purchased services - laundry as reported earlier this
year will be over budget. The sewage treatment plant, continued hydro service to the old
Elgin Manor and hydro usage are much higher than budgeted.
Terrace Lodge - operations (11,304) - building and operations - many repairs and regular
testing of equipment required.
Bobier Villa - operations (45,561) - First year of the lift maintenance agreement and utility
costs higher than expected. Raw food costs continue to be over budget.
Pioneer Museum - operations (3,625) - utility costs higher than anticipated.
All other departments are reasonable.
Recommendation:
THAT the report titled Budget Comparison - August 31, 2004 and dated October 1, 2004
be received and filed.
Respectfully Submitted
Approved for Submission
~~
Mark G. dJ
Chief Administrative Officer
.A
~
Lin~
Director of Financial Services
COUNTY OF ELGIN
Departmental Budget
Comparisons
For The 8 Periods Ending August 31, 2004
Total YTD YTD Variance %OF
Budget Budget Actual 0 Budget
Warden & Council
Wages 163,372 108,915 95,310 13,605
Benefils 10,619 7,079 3,855 3,224
Operations 65,675 43,783 36,086 7,697
Total 239,666 159,77/ 13b,252 24,526 b6.43%
Administrative Services
Wages 240,953 160,635 151,006 9,629
Benefils 62,298 41,532 33,045 8,487
Operations 13,600 9,067 7,987 1,079
Total 316,851 211,234 192,039 19,195 60.61%
Financial Services
Wages 270,627 180,418 168,558 11,860
Benefils 70,363 46,909 41,351 5,558
Operations 17,083 11,389 14,577 (3,188J
Total 3b8,073 238,715 224,486 14,22 62.69%
Human Resources
Wages 303,500 202,333 190,023 12,310
Benefils 77,550 51,700 45,061 6,639
Operations 19,550 13,033 10,441 2,593
Total 400,600 267,067 245,52b 21,542 61.29%
Administration Building
Wages 107,711 71,807 67,530 4,277
Benefils 28,005 18,670 16,672 1,998
Operations 76,454 50,969 29,236 21,734
Total 212,1/0 141,447 113,438 28,009 b3.47%
Corporate Expenditures
Insurance 197,000 131,333 186,246 (54,913)
Telephone 34,573 23,049 18,530 4,519
Legal & Professional 60,000 40,000 53,823 (13,823)
Retiree Benefits 43,000 28,667 26,848 1,818
Other Expenditures 69,815 46,543 41,488 5,055
Total 404,388 269,592 326,936 (57,344) 80.85%
Engineering
Wages 231,000 154,000 145,008 8,992
Benefils 57,000 38,000 33,573 4,427
Operations 86,500 57,667 73,343 (15,676)
Maintenance 2,223,958 1,482,639 840,061 642,578
Total 2,598,4b8 1,732,305 1,091,984 640,321 42.02%
Agriculture
Operations 31,876 21,251 16,875 4,375
Total 31,8/6 21,2b1 16,875 4,375 52.94%
Elgin Manor
Revenues (3,957,937) (2,638.625) (2,630,990) (7,635)
Wages 3,715,539 2,477,026 2,348,113 128,913
Benefils 1,035,748 690,499 617,348 73,151
Operations 747,185 498,123 549,442 (51,318)
Total 1,540,535 1,027,023 883,912 143,111 57.38%
Terrace Lodge
Revenues (4,297,458) (2,864,972) (2,850,123) (14,849)
Wages 3,867,818 2,578,545 2,459,839 118,707
Benefits 1,076,851 717,901 617,561 100,340
Operations 817,006 544,671 555,975 (11,304)
Tatai 1,464,217 976,145 783,251 192,893 53.49%
Bobier Villa
Revenues (2,425,111 ) (1,616,741) (1,658,509) 41,768
Wages 2,540,585 1,693,723 1,645,835 47,889
Benefits 708,220 472,147 383,183 88,964
Operations 510,435 340,290 385,851 (45,561)
Total 1,334,129 889,419 756,360 133,060 56.69%
Pioneer Museum
Wages 72,546 48,364 47,106 1,258
Benefits 17,952 11,968 11,041 927
Operations 34,975 23,317 26,942 ?,625¡
Total 125,473 83,649 85,089 1,441 67.81%
Library
Wages 995,000 663,333 624,130 39,203
Benefils 245,000 163,333 146,853 16,481
Collections 234,750 156,500 121,496 35,004
Operations 102,093 68,062 20,594 47,468
Total 1,576,843 1,051,229 913,073 138,156 b7,91%
Archives
Wages 99,852 66,568 64,535 2,033
Benefits 25,047 16,698 14,539 2,159
Operations 46,350 30,900 21,376 9,525
Total 171,249 114,166 100,449 13,717 58.66%
Land Division
Wages 53,415 35,610 29,121 6,489
Benefits 9,945 6,630 5,423 1,207
Operations (63,360¿ (42,240¿ ¡64,811¡ 22,571
Total 30,267 30,26 f 0.00%
Emergency Measures
Wages 5,000 3,333 3,000 333
Benefits 1,300 867 780 87
Operations 9,800 6,533 2,974 3,560
Total 16,100 10,733 6,154 3,980 41.95%
Information Technologies
Wages 173,300 115,533 104,180 11,353
Benefits 36,393 24,262 24,068 194
Operations 341 ,556 227,704 227,321 383
Total 551,249 367,499 355,570 11,930 64.50%
Provincial Offences
Grant 0 0 (18,342) 18,342
Fines Revenues (700,000) (466,667) (406,047) (60,620)
Shared Revenues - Municipal 350,727 233,818 179,644 54,174
Wages 136,088 90,725 90,045 681
Benefits 35,383 23,589 20,265 3,324
Operations 146,050 97,367 81,046 16,321
Total (31,752) (21,168) (53,390) 32,222 168.15%
Ambulance Services
Province of Onlario (1.635,907) (1,090,605) (1,090,400) (205)
City of St. Thomas (1,253,970) (835,980) (847.972) 11,992
Intermunicipal Transfers 0 0 0 0
Contractor Payments 4,596,185 3,064,123 3,068,405 (4,282)
Wages 60,000 40,000 39,185 815
Benefits 15,600 10,400 9,223 1,177
Operations 44,500 29,667 10,604 19,063
Total 1,826,408 1,217,606 1,189,045 28,561 65.10%
Collections
Fines Revenues (300,000) (200,000) (260,751) 60,751
Wages 45,401 30,267 28,108 2,160
Benefits 11,804 7,869 7,302 567
Operations 7,300 4,867 2,349 2,518
Total (235,495) (156,997) (222,992) 65,996 94.69%
REPORT TO MANAGEMENT TEAM
FROM:
Sandra Heffren, Deputy Clerk
DATE:
29 September 2004
SUBJECT: Council Remuneration - One-Third Tax Free AlloWance
INTRODUCTION
The Municipal Act made it mandatory that Council pass a resolution by January 1, 2003, and
review the resolution at least once during the three-year period of its term of office after a regular
election, in order to continue or discontinue the one-third tax-free allowance on remuneration paid
to Councillors. The previous Council passed such a resolution and the practice requires review.
DISCUSSION:
Council has two options to consider in regard to the tax-free allowance as follows:
1. Continue with the practice of the one-third tax free allowance on remuneration paid to
Councillors and pass a resolution to this effect.
2. Discontinue with the practice of the one-third tax-free allowance on remuneration paid to
Councillors and pass a by-law to this effect which would become effective on January 1 of
the next year. It is important to note that once the tax-free allowance has been allowed to
lapse. or the bv-Iaw continuina it has been repealed. there is no Drovision for a subseauent
Council to reinstate it.
CONCLUSION:
Council has utilized this tax-free allowance for many years in consideration of expenses
Councillors may have in the discharge of their duties and there would seem to be no reason to
discontinue this practice. To preserve this allowance, a resolution must be passed stating
Council's intention that the one-third tax-free allowance on remuneration paid to its elected
members of Council and its local boards shall continue.
RECOMMENDATION:
THAT the Council of the Corporation of the County of Elgin, in accordance with Section 283(7) of
the Municipal Act, shall continue to apply a one-third tax free allowance on remuneration paid to
its Warden and Councillors deemed to be for expenses incidental to the discharge of duties as a
member of the Council or its local boards.
Respectfully Submitted
Approved for Submission
vi~f:&---
Sa a He n,
Deputy Clerk.
M~')
Chief Administrative Officer.
-
REPORT TO COUNTY COUNCIL
FROM: Mark G. McDonald,
Chief Administrative Officer
DATE: October 4, 2004
SUBJECT: Emergency Purchases and the County Purchasing By-Law
INTRODUCTION:
Council, at its previous meeting, requested a review of the "Emergency Purchases"
section of the procurement by-law. An excerpt from that by-law is attached.
DISCUSSION:
As indicated in the current policy, a department head has the authority to make an
emergency purchase when "circumstances warrant immediate action or when health
and safety or the public interest are in jeopardy.... ..." The department head, having
made an emergency purchase, is then obligated to report the purchase at the next
scheduled Council meeting.
Council will recall that this procedure was used regarding the decommissioning of the
well at Whites Station.
While this by-law has been in effect for many years, it may be prudent to improve this
section by introducing some checks and balances. For example, it is not uncommon for
the department head to contact the Warden or his designate during exceptional
circumstances. This option provides the department head with a "sounding board" and
a second opinion of the approach to the emergency purchase. It also informs Council,
through the Warden or his designate, of the situation as a matter of courtesy.
CONCLUSION:
The emergency purchases section of the County's purchasing by-law has not been
examined for several years. As with all by-laws, improvement should be made from
time to time. It is being suggested that the Warden or his designate be informed of the
impending emergency purchase before that purchase is made.
-2-
RECOMMENDATION:
THAT section 5 (a) "Emergency Purchases" of the County's purchasing by-law
be amended as follows:
THAT the Department Head must consult with the Warden or his designate prior
to making an emergency purchase.
ALL of which is respectfully submitted,
Mark G.
Chief Administrative Officer.
REPORT TO COUNTY COUNCIL
FROM: Sonia Beavers, Purchasing Co-Ordinator
DATE: September 8, 2004
SUBJECT: Disposal of County of Elgin Surplus Items
INTRODUCTION
This report is to advise Council that all County of Elgin Surplus Items have been properly
disposed of as per the County of Elgin Asset Disposal Policy and the recommendations made
by Council on Feb. 10, 2004. The Asset Disposal Policy dated April 16, 2003 ( item 4.9) states,
"An information report prepared by the Purchasing Co-Ordinator will be provided to Council
semi- annually detailing assets disposed, method of disposal and proceeds generated.
DISCUSSION:
On February 10, 2004, Council directed that any surplus beds that are fairly new should be
tendered for sealed bids, with a time limit and if a suitable bid was not received, then the beds
could be donated to Dubois Charitable Foundation. The sale of 59 single manual crank beds
was advertised in three local newspapers and sealed bids were received until March 29, 2004.
No bids were received for the 59 beds therefore the beds were donated to Dubois Charitable
Foundation. All other medical equipment was also donated to Dubois Charitable Foundation. A
report from Dubois Charitable Foundation was received on July 28, 2004 stating that some
items had already been shipped to three nursing homes in Havana. The balance of the
equipment is to be shipped in the next three months with a major portion of the items going to
the "Mella" area in the province of Santiago in Eastern Cuba. The Dubois Charitable
Foundation and Cuba are very appreciative for the generosity displayed by the County of Elgin.
They shared," it is reasons like this that Canada and Canadians are so liked and respected in
many struggling and underdeveloped countries".
There were 70 metal frame beds that were refused by the Dubois Charitable Foundation. These
beds were difficult to disassemble which resulted in being too bulky and costly to ship.
Therefore these metal bed frames were disposed as scrap metal at John Zubick Limited. The
proceeds generated from the scrap metal totalled $27.39.
The food services equipment, hydrovane air compressor, office and homes furniture was sent to
McKenzie Auctioneers and the proceeds generated from the auction totalled $15,363.91.
The County incurred costs for clean up, sorting, relocating surplus items from other departments
to the old Elgin Manor and finally relocating surplus items to McKenzie Auctioneers. The costs
incurred totalled $8,209.89.
A report outlining the proceeds generated from the disposal of surplus items is attached. The
total amount generated from the disposal of surplus items was $7,181.41.
CONCLUSION:
Due to the rebuild of the Elgin Manor, there were vast amounts of surplus items. The goal is to
ensure in the future that surplus items; a) do not accumulate b) are relocated as needed to
other departments, c) disposed of as quickly as possible.
RECOMMENDATION:
THAT, due to the cost of continuing to maintain the old Elgin Manor, Council considers applying
the total proceeds generated from the Disposal of Assets in the amount of $ 7,181.41 to the
2004 Elgin Manor Operating Budget;
THAT, the report entitled County of Elgin Surplus Items be received and filed.
Respectfully Submitted
~1 c... R-tU............
Sonia Beavers
Purchasing Co-Ordinator
Ma
Chief Administrative Officer
~+
Director, Financial Services
Proceeds Generated from Surplus Items
July 28, 2004
Item Method of Disposal Proceeds Generated
Hydrovane Air Compressor McKenzie Auctioneers $ 3,680.00
Food Services Equip McKenzie Auctioneers $10,136.56
June 7/04
Office and Homes Furniture McKenzie Auctioneers $ 1,100.32
June 19/04
Office and Homes Furniture McKenzie Auctioneers $ 447.03
June 28/04
Scrap Metal Zubicks $ 27.39
SUB TOTAL $ 15,391.30
Green Lane Environmental ($ 442.36)
Truck Rental Hertz ($ 514.55)
Labour G&G ($ 7,252.98)
SUB TOTAL ( $ 8,209.89)
TOTAL AMOUNT GENERATED FROM $ 7,181.41
DISPOSAL OF SURPLUS ITEMS
REPORT TO COUNTY COUNCIL
FROM:
Paul Vandenberg, Human Resources Officer
DATE:
October 1 , 2004
SUBJECT: Non-Union Position Titles
INTRODUCTION
The titles of the non-union group have, in some cases, fallen behind the times with the
standard terminology reflected in today's workplace. This project involved all departments and
included a survey of other municipalities' practices.
DISCUSSION
Titles in an organization serve several key purposes. Titles indicate the hierarchy of the firm
as well as denote the responsibility that the position entails. In reviewing the titles, the
Management Team was mindful that many employees equate a certain amount of self-worth
reflected in their title. Therefore, it was important that we made changes to only those
positions that have changed significantly or to provide internal consistency.
Human Resources has completed a preliminary review of titles currently used in our
organization and compared these titles with those in both the private and public sectors.
Several key areas needed to be addressed:
1. Coordinators - currently there are coordinators who have supervisory responsibilities and
other that do not. Coordinators by definition do not usually supervise
2. Officers - currently there are Officer positions at the Second-in-command level, while also
at the non-supervisory level
3. Managers - currently some departments have managers, other departments have
specialists titles.
At the end of the process, there were various options for the Management Team to consider.
Attachment "P\' is a chart with the current and proposed titles that met the criteria for internal
consistency and providing the least disruption as possible. All non-union positions have been
included in the chart to allow direct comparison of positions.
CONCLUSION:
The consistency of titles is important to the hierarchy and the culture of any organization. The
proposed titles are appropriate for the County of Elgin.
J:\HR\Mgmt-Council Reports\2004 Reports\Non-Union Position Titles.doc
RECOMMENDATION:
THAT council adopts the proposed titles in Attachment "A".
Respectfully Submitted
Approved for Submission
Iú¿L
Paul Vandenberg
Human Resources Officer
Ma Donald
Chief Administrative Officer
J:\HR\Mgmt-Council Reports\2004 Reports\Non-Union Position Titles.doc
1) Director of Senior Services
Bobier Villa
2) Director of Senior Services
Terrace Lodge
3) Director of Senior Services
EI in Manor
No Change
Manager of Resident Care
No Change
Manager of Support Services
No Change
Manager of Program and Therapy
Services
No Change
ClerklTypist 3 (Homes)
Administrative Assistant
Director of Library Services
No Change
Library Co-ordinator
Manager of Library Services
Branch Supervisor
No Change
ClerklTypist 3 (Library)
Administrative Assistant
Director of Information Technology
No Change
Network Support Person
Network Analyst
Archivist
Manager of Archives
IINW_ADMINIDATAIDEPARTMENTSIHRIMgmt-Council Reports\2004 ReportslNon-Unlon Titles Chart - Final Copy
#2.doc - 2 -
Chief Administrative Officer
No Change
Deputy Clerk
Manager of Administrative
Services
Ambulance and Emergency
Mana ement Co-ordinator
No Change
Land Division Secretary-Treasurer
No Change
Clerkffypist 3 (Administrative
Services
Administrative Assistant
Clerkffypist 2 (Administrative
Services
Administrative Assistant
Court Services Co-ordinator
Court Services Supervisor
Provincial Offences Administrative
Clerks
No Change
Director of Engineering Services
No Change
Technical Services Officer
Manager of Road
Infrastructure
Corporate Facilities Officer
Manager of Corporate Facilities
Construction Technician
Construction Technologist
Construction Technician
Construction Technician
Clerkffypist 3
Administrative Assistant
IINW_ADMINIDATAIDEPARTMENTS\HRIMgmt-Council Reports\2004 ReportslNon-Union TItles Chart- Rnal Copy
#2.doc - 1 -
Director of Human Resources
No Change
Human Resources Officer
Manager of Human Resources
Human Resources Co-ordinator
No Change
Payroll Co-ordinator
No Change
ClerklTypist 3 (HR)
Administrative Assistant
ClerklTypist 2
Administrative Assistant
Director of Financial Services
No Change
Financial Analyst
No Change
Purchasing Officer
Purchasing Co-ordinator
Provincial Offences Collection
No Change
Accounting Clerk 3
Accounts Clerk
Manager of Elgin County Museum
No Change
Museum Assistant
No Change
\\NW-ADMIN\DATAIDEPARTMENTS\HR\Mgmt-Council Reports\2004 Reports\Non-Union Titles Chart - Final Copy
#2,doc _ 3 _
REPORT TO COUNTY COUNCIL
FROM: Paul Vandenberg, HR Officer
DATE: October 5, 2004
SUBJECT: Proposed New Performance Appraisal System
INTRODUCTION
The Human Resources department has received feedback over the years on the
current Performance Appraisal System. It is appropriate to review and update
our systems over time.
DISCUSSION:
Policy 4.80, with the acceptance of the recommendations, requires updating.
The reference to the pervious evaluation system has been deleted. The appeal
process has also been expanded to the level of the CAO, allowing staff to have
their concerns addressed at higher levels in the organization.
We are proposing a new Performance Appraisal system, Attachment 2. Below is
a summary of the main improvements:
1. The appraisals are shorter and easier to use for the supervisors. This will
be a significant benefit for the departments with large numbers of
employees.
2. Separate Staff Appraisals, from the Supervisor/Manager Appraisals
3. Progressive evaluation terms
4. Improved guidelines with specific objective criteria for the supervisor to
determine the appropriate ratings
5. Allows for a direct link to Pay for Performance, should the County decide
to implement a PFP system.
Upon approval, the supervisors will be trained through a full day seminar that will
review the new appraisal systems, as well as teach them how to conduct an
effective performance appraisal.
CONCLUSION:
The proposed Performance Evaluation system will update the County to current
practices in performance reviews. This system was chosen for the improved
features, and the fact that it has many similarities to the previous system. The
supervisors will find it very easy to make the change to this new system.
J:\HR\Mgmt-Councì! Reports\2004 Reports\Compensation Project\Proposed Performance Rev[evv System (Revised).do.c
RECOMMENDATION:
THAT Council approves the new Employee Appraisal Systems as presented in
the two attachments.
~"Y S,bmmed
paUI~~/
Human Resources Officer
r Submission
Mark
Chief Administrative Officer
J:\HR\Mgmt-Counc!! Reports\2004 Reports\Compensation ProJect\Proposed Performance Review System (Revised).doc
Attachment 1
County of Elgin
Section: 4
Human Resources Policy Manual
Subject: Performance Appraisal
For All Staff '
Policy Number: 4.80
Code - A
Date Approved: March 26/96
Page 1 of 14
Date Last Revision: Mar 11/03
PROCEDURES
1. GENERAL
1.1 (a) Department Heads - shall be evaluated by Chief Administrative Officer.
(b) All other Positions - shall be evaluated by the immediate supervisor of the employee.
1.2 All employees shall be provided with a copy of the appraisal plan and made aware of the
procedures and objectives of the plan as it relates to work performance.
1.3 All managers and supervisors shall be provided with orientation sessions to explain the
system to develop objective and consistent application throughout all departments.
2. PROBATIONARY PERIOD
2.1 Prior to the completion of the probationary period, the employee and the supervisor shall
complete the Probationary Performance Evaluation Form.
2.2 Evaluations during the probationary period shall not result in any compensation changes.
2.3 The employee shall be provided with a copy of hislher Probationary Performance
Evaluation Form.
3. ANNUAL EVALUATION
3.1 Date of Annual ADPraisal
The manager/supervisor shall review the employee's current job description annually.
Approximately one month prior to the employee's anniversary date in his/her current
position, the employee shall be notified of the upcoming performance appraisal interview
and asked to review the goals and objectives previously determined.
Attachment 1
County of Elgin
Section: 4
Human Resources Policy Manual
Subject: Performance Appraisal
For All Staff
Policy Number: 4.80
Code - A
Date Approved: March 26/96
Page 2 of 14
Date Last Revision: Mar 11/03
3.1 Continued ...
Dates for annual performance appraisals may vary due to employees who were promoted or
changed positions; all employees will receive an annual performance appraisal on their
anniversary date.
3.2 Tips for Conductinq the ApDraisallnteNiew
Use an up-to-date job description;
Evaluate yourself before your employee;
Prepare and plan for the appraisal inteNiew;
Put the employee at ease in the inteNiew;
Evaluate performance, not personality;
Be candid and specific;
. Set goals and objectives;
. Put mutually-decided objectives in writing.
3.3 InteNiew (SupeNisorlEmplovee)
The appraisal inteNiew shall be conducted between the employee and the supeNisor to
discuss the performance of the employee in detail including:
(a) duties, responsibilities and requirements of the position; reflect all changes in the Job
Description;
(b) expected performance levels to carry out the duties of the position and performance in
relation to these;
(c) identification of positive aspects of the employee's performance;
(d) methods and means of improving identified areas of performance;
(e) establishment of short-term (one year) goals and objectives;
(f) identification of long-term goals (career goals) of the employee.
Attachment 1
County of Elgin
Section: 4
Human Resources Policy Manual
Subject: Performance Appraisal
For All Staff
Policy Number: 4.80
Code - A
Date Approved: March 26/96
Page 3 of 14
Date Last Revision: Mar 11/03
3.4 Appraisal Siqnatures
The completed form shall be signed by both the employee and the supervisor, and no
modifications to the forms shall be made without knowledge and discussion by both parties.
3.5 Copies of Reports
i) The employee shall be provided With a copy of her/his signed Annual Performance Appraisal
Form.
ii)The appraiser shall receive a copy of the signed Annual Performance Appraisal Form and
shall give the original copy to the Human Resources Department after review of the form
by the employee's Department Head.
iii) The appraiser shall retain a copy of the suggested training outline and submit a copy to the
Human Resources Department. All Performance Appraisal Forms shall remain
confidential.
3.6 Appeal
Any employee who feels that their overall rating does not represent a fair or objective
performance appraisal may refer the matter, in writing, to the superyisor performing the
appraisal. The supervisor will attach the dissenting comments to the appraisal and may
make adjustments to the appraisal if deemed necessary.
If the employee is not satisfied with the results from the discussions with their superyisor, the
employee may appeal, in writing, to the Department Head to review the issue. The
Department Head will attach the comments to the appraisal and may make adjustments to
the appraisal if deemed necessary'.
If the employee is not satisfied with the results from the discussions with the Department Head,
the employee may appeal, in writing, to the CAO. The CAO will attach the comments to the
County of Elgin
Attachment 1
Section: 4
, '
Human Resources Policy Manual
Subject: Performance Appraisal
For All Staff
Policy Number: 4.80
Code - A
Date Approved: March 26/96
Page 4 of 14
Date Last Revision: Mar 11/03
appraisal and may make adjustments to the appraisal if deemed necessary. The CAO is the
final step in the appeal process.
3.7 Recordino and Filino of Performance Appraisal Forms
The original appraisal forms are to be received by the Human Resources Department from
all departments and placed in the employees file.
4. EVALUATING PERFORMANCE
4.1 The manager/supervisor shall evaluate the employee's performance within each factor and
provide comments with examples that support the rating for each factor.
4.2 Review each factor definition and relate it back to the employee. If the employee is not
responsible for an area identified as a factor or the factor does not apply to his/her job
duties, then the factor is not evaluated and becomes not applicable. The evaluation is
based on past performance only.
4.3 The health and safety factor applies not only to the manager/supervisor, but also to any
employee.
4.4 The attendance factor is not rated and all information can be obtained from the attendance
record that can be requested from the Human Resources Department.
Attachment 1
r.nll 'l1;\J nf Floin
.c::",c-tinn· .01
I--Illm~n Røc:.nlll"'røc:. Pnli('y I\A~nll~1
'<::"hjpd' Pprfnrm"nrp Appr"i..,,
Fnr All ~t"ff
Pnlic-y N"mh",r' .01 Rn
r.nrlp _ A
n"tp Arrm\lprl' M"rrh ?I;IQI;
P<,op" nf 1.01
n"tp I ",>t Rp\li,,¡nn' M"r 111m!
r.nNFJnFNTIIH
PFRFnRMiJNr.F iJPPRiJl<::1JI
Inc:trllr:tinnc:. tn Appr~ic:ørc:·
1 ~øt rI:dø fnr ~ppr::.ic:.~1 n~tø c::hnlllrl hø c:r.hønlllørl with ømplnyøø nnø mnnth in
~rlv::.1nrø
? ~ønti p::¡¡,...Ic~gø tn ømplnyøø fnr rnmpløtinn nf P::trt I I=mplnyøø tn røtllrn tn
::.1ppr:lic::ør hMn wøøkc:: rrinr tn :.ppnintmønt
~ F=mr1nyøø :::Inri M:lngpr/~llpø.rvic:.nr ,..nmrløtø. Artinn PI::an c:.ør.:tinn tngøthør
.d. Ilrnn rnmpløtinn nf ::.1rrr:lic:.::.11 c::ignørl hy ynll, ømplnyøø. :Inri nøp::.1rtmønt J-Iø:ln.
C::llnmit ""ith nnt::dinn :::Ie:: tn c::tø.p ::trljllc::tmønt~ if ::.1pprnpri:dø. tn thø I-IlIm:ln Røc:.nllrrøc::
npp"rtmpnt Prn\lirlp" rnp¥ nf thp p"rk"gp fnr pmplnypp
~ Røt:lin rnp¥ nfTr:=.ining Olltlinø. (P:lgØo 1n) fnrynllY rørnrnc:: ::Inri C::llhmit rnpy tn tht:'
J-Illm::ln Røc:.nlly,...øc:: nøp~rtmønt
APPRAI~FR Tn r.nMPI FTF' (plp"..p print nrtypp)
Fmrlnypp.
Fmr'nypp it·
P09Wnn'
npr"rt 'Y!pnt·
M"n"oprj'<::"rp,,,¡,,nr'
n"tp nf' ""t Arrr,,¡..,,'·
n"tp nf r.'lrrpnt Arpr"¡,,,,"
ct->",c-l< ¡f "rrlil"''?hlp·
Thi<;; ¡" " Prnh<,t¡nn"ry Arrr"¡"<,1
Thi9 ic::: ~n Annll~1 J=\/~h I~tion
i
Attachment 1
rr\llnty nf I='ain
~p"tirm' <1
rh Im~n Røc:nllrre-c::: Pnliry f\J1~nll!:l1
~lIhjE'('t· P"rfnrm,,"rp App",,¡..,,1
Fnr All J::t"ff
Pnli('y Nl1rnbpr <1 Rn
Çnrlp _ A
n"tp Arrm"pd' M"rrh ?¡;/!:I¡;
P<'oP 7 of 14
n",tp 1 <,»t Rp"i»ion' M"r 11tn~
TVPF OF RFVIFW
PRORATIOfl.lARY ANNIIAI
~P¡::r.IAI (nic:rirlin,,'Y, rlE'mntinn. rmmntirm)
nFFINITION~'
F)((~FPTIONAI
Thp 1E'"pl of rprfnrm"mre fnr thOC:P inrli\lirlll<,lc: whO»P nlltc:t"mrlino rprform"nre i» ('Ip"rly
nh\liOI'<:: tn ~II, ,..her~("tE"ri7Prl hy ~ hiah P\lt::I nf ~O:::¡1 ~C'hi~\Iøment
r.OMMFNnARI F
Tnt=.' 1~\Ip.1 f("lF" pmr1ny'?pc;: ,^,hnc::~ rprform~n('~ ic: notirp~hly bøtter th~n c::?ti<:f~,....tnry,
c:::ianifir.::Intly ~hn\lP thø ::I",,,,ppteth1p c:t~nrl:.:1rri ~c: ("h~r~rt~ri7prl by CJrp~tør moti\l~tinn. pffprti\le
effnrt "nrl joh intprpc:t
~ATI~FAr.TORY
Thic::: ic::: thø (pup) nf rprfnrm~nrp rlpC::f":rihina ~n pmr1nypp \Mhnc:p rprform~n,...p ic:: c:::ttic::f:::¡rtnry
ern 'Mill mE-Pot nnrmôl jnh rpf")llÎr"pmøntc::: c::"ffi('iøntly
EAlR
Thø Ip\/øl ,^,hi"'r meet<=: thE" minimllm rprfnf111::tnrp rp'1llirømentc: Thø inni"i,. ¡ I~I ic:: ~~tic:f~('tnry
tn thE' pnint nf rpm~inino nn ::t jnh. b11t n~E'n fnr fllrthør nE'"ølnrmønt i9 n::u....noni78hlø Thø lø\løl
aJ9n innir~tøc::: ~n øc:::t~blic:::høn ømr1nyøø ,^,hnc:::e- rprfnrm~n,...ø ic::: høoinnina tn rløtørinr~tø høln,^,
U'p c::¡¡tic:f"rtnry Ip"pl
MARr.INAI
Thp Ip"pl fnr thnc:p ,^,hnc:p rprform"n"p ic: "I'i'''rly he1n,^, thp """'i'rt"hlp Ip"pl, rh"r"rlpri7~rl hy
ev"pc:c:h,'i' mic:t"kp,>, I""k nf int'i'rpc:t. f"ih Ire tn ,,"ç"'pt rpc:ponc:ihilitipc:. etr Inrllmb",ntc:
c:::hOlllrl ~ithør imprn\lø nr mn\lø n11t nf thic; pnc:::ition in ~ røl~tÎ\/E' c:::hnrt timø
3
r.Olln!)' nf Flo'n
Attachment 1
~p,...tinn· .4
Hllm~n Røc::.nllr,-.p<:: Pnlir~/I\A~nll~1
~J ,hjPf""'t- Pørfnrm::1nl'øAppr~iC::l1
Fnr All ~t:.ff
Pnliry t\h ¡mhør" .4 Rn
r.nrl", _ A
n",¡", Arrrm,,,,rl' M"'rrh ?¡:¡/Q¡:¡
P"'OE'R nf 14
n::ltø I ::Ic::t Rø\li<::inn" M:ar 11/n~
RATINr.: ~r.AII"·
M:argin;:¡1
PART II'
PI"RFnRMANr.1" APPRAI~AI
~Y,...øptinn::ll ~nmmøntf::lhlø
~::IItic:f::l~tnry
I=:air
Tn hø ("'nmrløtørl hy immørli;:tf¡:::J. I\A::In~!Jør/~llrøn(ic:::nr rrinr tn intøn/ip\AI, ::¡nn rp\tiø\A/prl 'Mith
Fmr1nYE'e
wnRKINr.: PI"RFnRMANr.1" FAr.TnR~ RATINr.:.
QIIAIITV'
Thnrr\l'ohn,::u::c:::: nf '^""'Irk": øvprric::::p nf onnr! jllnOAmAnt:
:::¡(",...IIr:::¡ry nf'Mnrk
r.nMMI"NT~ It I")(AMPII"~
QIIANTITV'
I\A~int::!inc:: \Mnrklnarl: t:::lkAC:;; nn np'A/ ::!c::c::ic¡nmpntc:::::
rlølø!]::!tpc:: Aff~rti\løly
nR II"r.TIVF~·
I\APA~C:: irll?ntifj~rl nhjArti\lPc::.: c::t?t<:: rø::!lic::ti,.. ~n::llc:::
m::!int::!inc:: rnmmitmønt tn nhjprti\løc::.
TIMI"I INI"~~·
PI::mc::: t::!c::.kc::. ::Inri ::!Mi\liti¡::¡.c::; m:::l1dna øffprti\l¡:::J. IIc::.P nf timø:
("{)nc:::ic:::tøntly møøtc::. nø:::lrllintOc::.: nra::¡ni7PC:: ::Inri "'0nr.,~in:.::lt~c::
rl~r:.::lrtmønt'c:: :.::Irti\liti~c:: in orrl~r tn r()mrløb:~ rrnJørtc:: nn
time
~FRVIr.1" PRnVlnl"n·
Prn\lirløc:: ~ffiri~ntc::~n/irpc:: (intørn:.::llly :.::Inn pyførn:.::llly):
irløntifipc:: :.::Irp:.::lC:: flìr imrrn\lømønt; rpc::rnnnc:: tn nøprlc::
nf nthørc::
InR KNnWI I"nr.:l"·
Ilnnprc::t:.::lnnc:: thø fllnrl:.::lmpnt:.::ll c::Jdllc:::, møthnrlc:: ~nn
prn{"ønllrøc:: rørJ' lirøn tn fl "fill nlltipc:: ()f thø jnh
.4...--
Gnllntjf nf Flain
Attachment 1
Sørtion" do
Hllm~n R~C:::f"IIIIï'ØC::: Pnliry I\A~nll:=f1
.c::'lhjp"t· P"rfnrn",""p Appr;oi..;ol
I=nr All ~t;off
Pnl¡f'Y 1\" Imhp,' <I. Rn
r.nrip _ A
n"tp Apprmfpri' M"r"h ?MQR
P.-o'" Q Of 1<1.
n"t", I Q..t Re,,¡..ion· M"r 111O~
pI=Rl=nRMANr.1= APPRAI~AI
RATINr. ~r.AI 1=.
F=vrøptinn:::al
~nmmønl"l::lhlø .!=;;~tic::f~,....tnry
r:::::Iir
M;:n:gin~1
pI=R~nNAI wnRK I=Ar.TnR~ RATINr.·
r.nMMFNT~ R. FYAMPI F~
INTFRPFR~nNAI RFI ATlnN~I-tIP~'
IntAr~,....tc::: ~nrl r~"rnnrlc::: :::\rrropri:=ftøly tn
c:::ihl:=ftinnC:::::it h:=fnrl; Amph:=fc::i7AC:: ('nmplømAntino,
rpinfnr('inc¡ pnf'QI rRoina thp f'nntrihlltinn.. fi.
pffnrt.. nf ntf-¡pr.., a.-in.. perconn.-I r"'''pE'C't fi.
cnnfirl~nr,::lo nf othAr<:::
r.nMMIINIr.ATlnN ~KIII ~.
Tr!)nc:::m1tc:: iriøeC? :=fnrl infnrmatinn \AIith rl::\rity !:1nd
hre\fify; ("nmrnl mi(":=ftinnc:: c:::kill" intørn:=fl :=fnrl
AYi'øm::\l; lic::tønc::: tn nthArc::: :=fnn rA<;pnnrlc: 'AIith
rnnc::tn l,...ti",::a rnnrlllc::innc:: :::inn r :l.("nmmønrletinnC)
INITIATIVF'
Initi:=ftøc::. :::mrl prnmnfpc::: irlø:::¡c:: ~nrl pl:::¡nc:: nf
Rdinn tn "llppnrt thp çnrpnr"tp plRnc;; "p",k-..
'^'::tyc:: tn impm\l,:J¡ ri?<;llltc::: rfA\løIOPC:: innO\l:::¡ti\l~
:::¡nrl imqoin:::1th/~ :::¡rrro:::¡,..h~9 (inrlApAnnøn('A)
AnAPTARIIITV'
nE'mnn')traf"''' I^,illinone')c; "nd Rhility to
R"f'E'pt npI^, con"ppt.. "Inri tpf'hni'l' II""
PRnRI FM ~nl VINr.·
F()rmlll~tøc:: ~Itørn~thfø, c::ølp,r.tc; ~ c::()1t rtinn from
~mnna thp. nptinnc:: ~nri c::h~rp.c:: rli?'ric::innc:: '^âth
nthp,') ".. RpprnpriRtp; propn..p.. ..nil Itinn.. tn
prohl"'m') th:>t indiC'RtE' <;:pn»iti\fity tn primitiE'''
.5...
rnllnty nf ~Iain
Attachment 1
~E'rti(">n' 4
Hllm~n Røc;:nllrf"AC;: Pnlif"Y I\A~nll~1
~llhjA(+ Pørfnrm~nr.:ø Arpr;lic:.~1
I=nr All !=:t",ff
Pnli"y r..h Imb",r' .Ii Rn
r.nrl", _ A
n",t", Arrrm,,,,rI' M"'rrh ?I'!IQI'!
P"'o'" 1n nf 1.1
n~tø I ~C;:t RA\lic;:inn" M::1Ir 11 In"
RATINr. !=:r.AII=·
M::u:gin::.1
I=vrøptinn:::.1
PFRI=ORMANr.1= APPRAI!=:AI
r..nmmønrl~hlø ~:::.tic:.f:::.r.:tnry
¡::~ir
MANAr.FRIAI I=Ar.TOR!=: RATINr.·
!=:FTTINr. OR II=r.TIVF!=:·
r.OMMFNT!=: R. FYAMPI F!=:
()bJAf"'ti\f ::~C;: ~rø c:::pArifi,... ~nd 'lll~ntit~thu:~ ~nrf
rpl~t~ rfirE'f"'tly tn rlør~rtrY1Ant'9 mi9c:::inn:
rø~lic:::tif'" ~nrl ~tt~in::.hlø ~nri ~rø rA::Iriily
Ilnriørc:t::.nrl::.hlø
I FAnFR!=:J.lIP·
Ac:::c:::ianc::: rAc:::rnnc:::ihility ~nrl rlAc:::ion::¡tøc:::
~llthnrity ::Irrrorri::.tply to nthørc: \Mhilø
meint~inin!J ~f"''''O'lnt::.bility: riAIE'O!:lt~c:::
~rrropri!:ltAly: tr~in9 !:Inri C:::llrøn/ic:::øc:::
c:::t~ff 'MhAn nPArleri
MANAr.INr. Rllnr.FT·
PrAr~rAC::: ~ rp~lic:::ti,.. hllrfOAt nn timø:
npør~tE'C::: Affif"iøntly ,^,ithin thA ,..nnfinAC:::
nfth", "'rprm,,,,rI hllrlO",t
!=:TAI=I= nFVFI OPMFNT R. MOTIVATION'
AC:::C:::ØC:::C:::AC::: Amrlnypø'c::: c:.killc:. ~nrl ~hilitiøc::::
::'C:::9ic:::tc::: ~mr'OYAøc::: in thA rE'c:::nh Itinn nf jnb
rp ;::¡tørl rmhlømc::: ~nrl t;::¡h::¡,c::: ('nrrø('ti\lø ~f"tinn
~c::: rAr¡llirArl
PI ANNINr. ANn ORr.ANI7ATION'
PI~nc::: t~c:::kc::: ::Inri ;::¡f"'t¡,,¡tiAC::: m~kino AffAr.ti"t::!
~nrl 9)/c:::tAm;::¡ti(' IIC:::E' of thø timø ::.nri rpc:::nllr('øc:::
::'\/::Iil;::¡hIA
MONITORINr.IFVAIIIATINr.·
n"Arc:::ØAc:. rløp::.rtmAnt nrør~tinnc:., røalll~tAC:::
inrfi\lirill~1 ::tnrf/nr rløp::lrl;m O.nt prnjAr.t9 ::Inri
:::Ic:::c:::ianmAntc::: ÇhArkc::: ømpln)(AA'C::: 'Afnrk
pørfnrm::lnr.ø, ::Irrr~ic:::øc::: AmplnYAA ::Inri ::'C:::C:::AC:::C:::AC:::
th¡:l. nøp:=.rtm O.nt tn ønC:::llrA ~" :::m::3.:='C::: nf
rpc:::pnnc:;ihility ::Ir¡:::¡, m:=.int:=.inE'rl
.6
r.o"nf¡t "f Floin
Attachment 1
Spdion' <1
Hllm:::¡n Rpc:nllrrpc: Pnliry f\A:?nll:=l1
.C::llhjprt" Pørfnrm~nrø. Arrr~ic::::a1
~nr All ~t",ff
Pnliry Nr Imhpr" .4 Rn
r.mip _ A
n",tp App"'\fpn' M"'r"h ?ñ¡Qñ
p"op 11 nf 14
n:;¡tp , :;¡<;:t Rp\fi,,¡on" M"'r 11 In'!
PFR~nRMANr:F APPRAI~AI
RATIN~ ~r:AI F'
M;u~gin~1
¡::Yl'øptinn::a1
~nmmønrl~hlø. ~::atic:f::ar.:tnry
F=::air
I-IFAI TI-I It ~A~FTY RATIN~'
Cnmplip" with thp Or-("'p:otinn:;¡1 Hp:oltf-¡ It
.~:;¡fpty Ad :onn r.mf'or:otp S:Ofpty Pnli"';p"
:::inn Prnrprh Ir¡::lC: (nntø any in('jrfpnrE? nf
nnn-('nmpli"nr-p); R"'p"rt" "n,,:ofp ('"nditinn".
rra,....tir~c:, rrn('~rflln:u::: nr pf" l,ipmp'1t nn ?
tim'2'ly h:::i9ic::: rnrrl?-f"'tc: knn\Mn ,,:::¡fpty h:::i7:::irdc:
in :::¡rp:::ie;:: nf ('nntrnl :::inrl prO\lirløc::: :::¡ onnrl
py:::¡mplø nf c::::::¡fpty :::¡'^,:::¡rpnø~c::: tn nthA~
r:nMMFNT~ It FYAMPI F~
ATTFNnANr:F'
~t8t" to hp "ht:oinpn h~t ~"ppnti"nr
fnr tf-¡p ,,,"t 1? mnnth ppriod
Amnllnt f'lf timø 8hc::pnt nllø tn (c:pprify in rl:::!)/C:::)'
~irkl P:=¡"E"
z
~()llnty {)f ¡:::1!Jin
Attachment 1
~p,..tilÎn° .d.
Hllm~n R¡::Joç:nllrrø~ Pnlir)1 I\A~m I~I
~llhjp,..to Pørfnnn:lnr-ø Appr:liC::l1
Fnr All ~t",ff
Pnliry t\h Imh",r' d Rn
r.nr!", _ A
n~t¡::Jo Arrr()\lpr{o M:lrrh ?h/Qh
P"'o'" 1? nf 1 d
n~t~ I ~c:t Rp\li9inno M::ar 11/n~
Ar.TION PI AN
(Fnr t\1",vt 1? Mnnth,,)
Thic: c:ørtinn tn hø rnmpløtørl in ,...nnjllnrtinn \Alith ømplnvøø
OR IFr.TIV¡:~ FOR TI-IF p¡:RIOn
(Rø c:pø....ifi.... in...... Irling timø fr::amøc: ~nn røc:,tltc: øY:rlO.t"tøn)
TO,
MANAr.FR/~IIP¡:RVI~OR·~ r.¡:N¡:RAI r.OMM¡:NT~
ß
r.() ,nty Of I=loin
Attachment 1
~ø,....finn- .4
Hllm::an R¡:::lc::n11r,....øc:: Pnliry r..A::anll::a1
~llhjArt· Pørfnrm::ln~ø. Aprr::.ic::::.1
¡:-nr All !=;t;,ff
Pnli"y t\llImh",r' <I. RO
r.nrl", _ A
n",t", Arprml"'rl' M"r"h ?ñ/Qñ
p",o'" 1,. nf 14
nç¡t", , ""'t R",,,¡,,,inn' M"r 11/0~
OVFRAJ J A~~F!=;~MFNT O¡:- PFR¡:-ORMANr.F'
I=YI"''''rtinr",1 - Ollt"'tanrlino r",rfnrm",nl"'''' with hiOh 1",,,,,,1 Of on'" "'Chi",,,,,,ment
rommønn::abJA - PArfnrm:=¡nf"ø hE'ttør th::an c::::atic::f::artnry, Affe-rti\lA øffnrt ::ann jnh inh:::¡,re9t
~::atic::f~rfnry - Pørfnrm::an('A ic:: <:::::Itic:::f::artnry ::ann mAAtc:: nnrm::al jnh rørp,irøm O.ntc:: <:::1 "ffi~iAntly
~::air - PArfnrm::anrA mPAt<::: minimllmrA'lllirAmAntc::,. nøArl for fllrthør rlø\lAlnrmønt ic:: rø("'nani7::able
M"'roin,, - P",rform",'11"'''' C'1"''''rly h",IO'^' t.,,,, "'C'I"''''pt",hle ''''''el
¡:-OR INr.RFMFNT PI JRPO!=;F~ ONI y.
In("rAmønt R~f'nmmøndE:'d
Inl"'r",m",nt n",nied
FMPI OYFF'~ r.OMMFNT!=;'
Thic:: røviøw W:::t<::: l"Iic:.~IIc::.c::ørl ,with mø-
I=mrloy"'''''", Sion?t,..",
n",t,E'
M",nao"'dS"r",nli"'nr'''' !'=:ion"tJ Ir",
nate
Røviø\MØrl hy·
n"'r"rìm",nt H",,,rl',,, ~ion"t'..'"
9
n"te
Cnlln!)' nf F10in
Attachment 1
~",rtinn' 4
Hllm~n R¡:::¡c;;::nllrrøc;;:: Pnlir.y r\11::mll::::l1
~llhj,,('t· P"rfnrm"nr.. Appr"ic:'"
I'nr All !=:bff
P()liry Nllmhpr" .d Rn
r.nrl" _ A
n"t" Arrrmf"rl' M"rrh ?ntQñ
p"o" 1 Ll nf 1 Ll
n~tø I ::¡c;;::t Rp\/ic;;::inn° M::ar 11 fn~
~I !~~F~TFn TRAIf\llf\I~ or IT! If\lF _ PFRl'nRMAf\lr.F APPRAI~AI
Fmrln'J'pp f\.lllmhpro
nør::lrl'mpnt-
n,,¡,,·
Plp::::I9A lic::t C::11!JOA<::.tØrl tr::linina nppnc::: fnr ømrln~.'PA PIA::::IC:::P C:::llhmit nlltlinø tn thø I-I! Im::ln Rpc:::n'lrr'?9
nAp::.rtmønt
F=c:c:ø.nti:d ~lcillc: Tr::lining"
(m"nrl"tnry, l"Oic:l"t"rl. r"'1,lir"rl "kill" for jnh rlllti"c:)
nøvø.lnpmønt::al !::;;lcillc:/Prngrøc:c:ivø. Tr::llining"
(1lPor::lrlinCJ c:::kill<::., inf'r¡O.::I9ina knn\^,I~rfap, pnrnl'r::::l!Jino !)rO'Mth)
~nntinlling ¡::rhlr::atinn _ ~ørtifir::lltø. Prngr::amc:./~pø,...i::llli'7ø.n Prngr::amc:-
I=mplnypp'c: ~i!Jn::::lh Irø
I\A::In::::l!Jpr/~llrAn¡jC:::I"\r'<:: ~ion::lf¡ Ir~
10
Attachment 2
County of Elgin
Performance Development
&
Review Program
A Guide to Performance Appraisals
1:\flR\MGm;:~CmEc¡1 R<;;r\"t<::;G()~ R,:;r<~n.:.:'CUnf¡;n<;U¡'¡¡~ ¡:>'-';j(T('P5i~;nii31)'ct- Dc"'-, R~''éie,,/ P;-',g'i1n' ({~:¡Úd\'.'¡{k,,'
TABLE OF CONTENTS
FOREWORD ........................................................................................... ............. 1
INTRODUCTION AND BASIC PRINCIPLES ....................................................... 1
SUCCESSFUL APPRAISAL ................................................................................ 2
SUCCESSFUL PERFORMANCE REVIEW MEETINGS...................................... 3
KEY COMPETENCIES TO CONSiDER............................................................... 4
GENERAL PRINCIPLES TO FOLLOW................................................................ 5
THE PERFORMANCE EVALUATION PROCESS ............................................... 5
PERFORMANCE RATING DEFINITIONS ........................................................... 7
Exemplary Performer......................................................................................... 7
High Achiever .................................................................................................... 8
Successful......................................................................................................... 8
Progressing .................................................................................................... 8
Unacceptable.............................. ...................................................................... 8
PART I: PERFORMANCE RESULTS ................................................................. g
A. Achievements............................................................................................... g
B. Job Knowledge ........................................................................................... 10
C. Productivity ................................................................................................. 12
D. Effectiveness of Relationships.................................................................... 14
E. Input to Change .......................................................................................... 16
F. Work Habits.................................................................................................17
FOR SUPERVISORY AND MANAGEMENT APPRAISALS: ............................. 1,7
G. Leadership Effectiveness ........................................................................... 17
(a) Staff Supervision ..................................................................................... 18
(b) Financial Management................................................................... ......... 20
(c) Resource Management (Facilities and Materials) ................................... 20
(d) People Skills/Communication.................................................................. 21
(e) Judgement.............................................................................................. 21
(f) Integrity.................................. .................................................................. 22
PART II: OVERALL RATINGS .......................................................................... 23
PART III: FUTURE GOALS AND OBJECTIVES ............................................... 23
PART IV: TRAINING AND DEVELOPMENT PLANS ........................................ 25
};\HR''¡Vhn:ni-C0ill'"cH Ri':,¡:,rt.<2<.1Ü4- R.:<X¡rt.""\C()m¡}>~m:,,é.:m P;--f)¡¢r..t\Perf::rm.anç:; I'-?C\', Review Pr-,)f'rihT; ¡G¡Ü.]¡;).dnc
. " . 1/ '" .
PART V: EMPLOYEE'S CAREER ASPIRATIONS AND POTENTIAL .............. 26
PART VI: SUPERVISOR'S SUMMARy............................................................. 26
PART VII: EMPLOYEE ACKNOWLEDGEMENT AND COMMENTS ................26
THE PERFORMANCE REVIEW MEETING .......................................................27
REGULAR FOLLOW-UP ON PERFORMANCE................................................. 29
HANDLING A NEGATIVE PERFORMANCE REViEW...................................... 29
APPENDICES
J;\I{R\f,'lgm,-(\y¡:¡~;::H R'.""f<;it~;\.~OÜ4 R';;¡XWL"
::nmp,;n<;~tL>g PT¡,;.;;~+'''',t\-\n,}';jK~' De"'_ Kéyjev; Pt05'W.W ¡G,ÙldA,?C
' ,. III v '
THE CORPORATION OF THE COUNTY OF ELGIN
PERFORMANCE DEVELOPMENT AND REVIEW PROGRAM
FOREWORD
This Performance Development and Review Program has been designed as
a shared process of performance management and employee development for
supervisors, managers and staff of the County of Elgin. The following instruction
manual will assist those responsible for appraising and managing staff
performance.
INTRODUCTION AND BASIC PRINCIPLES
Performance management is:
..r A year-round process
..r Having a clear understanding of expectations
..r Giving/getting feedback in relation to those expectations
..r Making an employee a legitimate player in the process
..r A shared two-way process
..r Based on a contractual concept, rather than managerial power.
The County of Elgin's Performance Development and Review Program is based
on competencies. Competency-based performance works like this:
· People have and get competencies. (knowledge, skills, attitudes)
· They apply these in the form of behaviours. (actions, thoughts,
feelings)
· Their behaviours produce output. (products and services)
· Their output can be measured as results. (performance)
This program provides employees with a formal opportunity to discuss their jobs,
work-related problems, personal and corporate developmental needs, as well as
individual career aspirations. It is intended to be objective and serye as an
effective motivational and problem-solving tool.
Performance appraisal is a process of identifying, observing, measuring and
developing human performance in organizations. It is a necessary tool for
providing feedback and improving individual and organizational performance.
Performance appraisals can be done formally and informally for a variety of
reasons: i.e. upon completion of a probationary period; to discuss developmental
opportunities or disciplinary issues; and annually to determine performance
results and establish new goals, objectives and plans for future employee
development.
j;\RR\M.gmt-C:rH.1f'Ó¡ R('f~..,¡'t,,'-2OC4 R~lx'rts'-.Co-mp'.::r;:;''lti:0n Pr0jçï.\peTt~~'nmJ'¡r:';> De-v. RE',.'iew Pfo<¿n~m (G..Üd¡;-¡.Œ£
This instruction manual outlines a formal method of performance planning,
development and review. Effective participation in this program requires an
individual to:
· invest a considerable amount of time, effort and commitment to
maintain its relevancy;
· objectively evaluate and stimulate individual performance to maximise
potential;
· commit to establishing realistic goals and objectives, emphasising
continuous improvement of all people, processes, products and
services;
· consider the link between pay and performance by combining
employee development and annual salary discussions.
Please refer to this instruction manual each time a performance review is
conducted, regardless of why the performance appraisal process has been
initiated.
SUCCESSFUL APPRAISAL
The success of any performance appraisal program depends upon the
knowledge, effort, objectivity and integrity of the appraisers. A review form can
only be a guide to your thinking. It should facilitate reporting the employee's
performance, but it cannot do the job for you. A number of common appraisal
errors can be anticipated since each appraiser is subjective to some degree and
has human failings. Among the common errors usually made in performance
appraisal are the following:
.:. Halo effect - Some appraisers tend to let one outstanding quality of the
person unduly influence the rating of all factors.
.:. Subjectivity - An appraiser should not permit feelings or personal likes and
dislikes to enter into the appraisal. All ratings should be objectively based
upon facts and events during the past reporting period.
.:. Leniency tendency - Some supervisors are overly generous and reluctant
to rate a person unfavourably.
i:\HR\\lgrm-C'mn:::¡¡ Rc'T','fL",2GD0 R'~f_'1Tr.:-:\C"mIJ:T-;;2[¡'A~ F"!~b2"Y5f'f,n"'K: Dc,.-. Re'/j,e,,,,- Pr,x;ræp (Gi.Ú,k~,d(K
.:. Severity tendency - A few supervisors have the tendency to rate all
individuals too strictly.
.:. General tendency - Some supervisors rate all their associates in the
average or above average range, trying to play it safe. People differ from
one another in the various performance dimensions. Unless these
differences are apparent in the performance dimensions, general ratings
serve no useful purpose.
.:. Dramatic incident effect - Some supervisors permit a single incident to
make such a vivid impact that they lose sight of the total picture.
SUCCESSFUL PERFORMANCE REVIEW MEETINGS
Consider the following rules when preparing for any performance review meeting
to ensure successful two-way communication with the incumbent:
1. Be aware of any feelings, attitudes, or problems of your own that may be
influencing your reaction to your employee.
2. Be sure you and your employee have the same understanding of the job and
how it is to be done. Ensure your employee understands the competencies
and performance dimensions criteria being used to evaluate performance.
3. Try to know your employee's needs and values and what will challenge them
to do their best.
4. Listen intelligently, understandingly, and skilfully to the employee's point of
view throughout your talk.
5. Criticise the behaviour constructively. Do not criticise the individual.
You should point out weaknesses as developmental opportunities, not to
condemn but to help improve. Be specific and relate your comments as
progressive development within the job. Avoid trying to lighten a blow with
humour; the chances are it will go flat. Do not sandwich criticism between
compliments, or the point will be missed. Concentrate on one or two
major developmental issues in any performance review meeting.
6. Emphasise growth on the present job. Not everybody is interested in
promotion, and the present job is where day-by-day development will take
place.
l:\...BR\š".:fgmt-Ü-.n.lf';:¡¡ R\':T";'rt.:;'2OC~ R\':¡X'rts'-_C0mfk¡¡~tbR Pff'Jdj\Pt'rtOrmanct' Dr.:\'_ Review P,o<,;nLT; {GlliJ~\f.b·:
7. Discuss corporate goals and objectives and explain how they relate to
departmental goals and objectives. Ensure the employee understands the
goals and objectives as communicated. Then, establish an action plan with
the employee setting personal goals and objectives. Come to some
agreement on development opportunities and projects to achieve while
performing regular duties on the job. As part of the action plan, create a
timetable specifying target dates for interim progress reports and final
completion.
KEY COMPETENCIES TO CONSIDER
Incumbents in any position should display some strength in most of these
competencies to be considered successful in achieving expectations:
.:. Customer Focus - appreciates the County of Elgin's mission to maintain a
high level of customer focus; is sensitive to achieving customer satisfaction
while meeting expectations of the job.
.:. People Skills - demonstrates strong interpersonal skills and communicates
effectively, both verbally and in writing; handles both staff and the general
public with tact, diplomacy and professionalism.
.:. Team Approach - demonstrates the ability to work effectively with others to
meet deadlines and achieve departmental goals and objectives;
communicates and shares information appropriately.
.:. Self-Motivation - demonstrates the ability to go above and beyond the "call
of duty"; is hardworking, energetic, enthusiastic and passionate about his/her
work
.:. High Productivity - demonstrates strong organizational skills and ability to
meet required departmental standards re work output; capable of producing
quality, accurate work product consistently; proven multi-tasking ability.
r :\HR,\t"",<
CmFîii Rt'f-\_,n'<2DD4 R('v;rts'-O~:t:1¡-""T:<,}bn ?n:.k~4\r\::;r;\;
;mT(~2 De,,_ K,:,vie'i ProtFlEfi iC~,;:i-\k'u±,c
GENERAL PRINCIPLES TO FOLLOW
1. Consider each section of the performance development and review form
carefully and evaluate each performance dimension separately. Use the
principle, "What gets measured, gets managed". Emphasis should be on
customer focus and continuous improvement when evaluating all
performance results. Do not allow the evaluation of one performance
dimension to unduly influence the evaluation of another performance
dimension. Some performance dimensions may be considered to have
higher priority or be of greater importance than others.
2. Consider individual competencies, not just the work actually performed.
Competencies are sets of skills, knowledge, abilities, behavioural
characteristics, traits and motives.
3. Evaluate on the basis of typical day-to-day performance. Be careful not to
let isolated incidents of good or poor work performance excessively
influence your assessment.
4. Do not overrate the employee. This can be detrimental to both the
employee and the corporation. Do not underrate either. This can destroy
morale, decrease the incentive to perform well and destroy employee
confidence in the fairness of the individual appraising the incumbent and the
entire performance appraisal system.
5. Be objective! Your judgements on the appraisal will identify employee
strengths and opportunities for development. This information will be used
to determine whether or not steps should be taken to correct a major
weakness, or whether action should be taken to prepare an individual for a
more responsible position. Your assessment will also determine eligibility in
the County of Elgin's proposed Pay for Performance Plan.
THE PERFORMANCE EVALUATION PROCESS
The performance development and review form has been developed to include
essential competencies and a series of performance dimensions to establish
measures of performance. These factors can be uniformly applied to all
positions. While not an exact science, performance evaluations can be an
accurate indication of how well the employee is performing. If the program is to
fulfill its intended purpose, it must be treated as an important tool to maximize
employee potential, reinforce two-way communication between the supervisor
and the employee and provide positive feedback on an employee's
competencies and developmental needs.
J:\.."YR\f,,1gmt~-lñw£H R~f"-'n.s'\2004 Rep0rt<::\Ü;rnp¡:n'0.tiùn pn)jG5',pen~';rma!KE De\'. R;;",'¡ew Program ~Gilld~¡,Q0t
1. Job Description and Performance Objectives/Action Plans
To begin, the appraiser and the employee must refer to the Job Description and
the pre-established performance objectives, and come to an understanding
about the employee's responsibilities. Without this common agreement, it is
difficult to conclude with certainty whether the employee has met or exceeded
the job requirements. The Job Description is usually the best document to refer
to in coming to some agreement.
If the Job Description is inaccurate, the supervisor and employee should work
together to update it and forward a revised copy of it to the Human Resources
Department for review.
Next, the appraiser and the employee must refer to statements of work
objectives that were set at the start of the appraisal period. Goals and objectives
should appear at least in summary form on Part III of the performance
development and review form.
2. Performance Level Definitions and Performance Dimensions
Review the performance level definitions and the performance dimensions
carefully to ensure you fully understand each rating and each competency before
you begin the evaluation. The performance levels and performance dimensions
are clarified in detail on pages 7 to 23 of this manual.
Within each performance dimension, describe the employee's performance
relative to the five performance levels. Consider critical incidents and provide
examples, as well as comments, which support the performance rating in the
space available under each performance dimension. An extra sheet(s) may be
attached to the form to provide more space to describe reasons for the
evaluations, if necessary.
3. Department Head Review of All Performance Evaluations in Advance
of Employee Performance Review Meetings
All performance evaluations must be reviewed and approved by the appropriate
Department Head prior to meeting with the individual employees. This practice
will ensure consistent ratings for all department performance reviews. The
Department Head will discuss any concerns or request clarification of comments
from the appropriate supervisor. The Department Head will meet with all
department supervisors collectively to discuss their overall ratings and determine
if their performance ratings are accurate and fair when measured against other
department staff. When a consensus has been reached in regard to all
departmental performance evaluations, the Department Head must sign each
review form in the appropriate space on page 1 to indicate he/she is in
agreement with the supervisor's evaluation. Once this process has been
completed, the supervisor is free to arrange performance review meetings with
each employee.
J:\f:G¿\t\¡1gmr'(\:'lH,;::jj R ,x\ns\2QC~1 RC'{_\_"'t,,;C )11Tpcn<;:itÍ<;¡¡ P,,,-kf3\P;:,,¡;_jt:;)a¡¡çc Dc".' IZE,'j¡;;w' FrogE!.!;:' iG¡-Üd\:-j.;bc
4. Retention of Employee Performance Development and Review Forms
Employees should be given copies of their performance appraisals to keep as a
record of progress over the years. Supervisors will retain copies of the
established action plans describing the goals, objectives and training plans for
each employee. These must be kept confidential and current. Destroy all
outdated plans when superseded.
Copies of all employee appraisals are kept along with other personnel records in
the Human Resources Department. Personnel records are confidential and are
available only to the employee, the employee's supervisor, and Department
Heads. When an employee applies for a transfer or promotion, the Department
Head responsible for filling the position may request performance appraisals
from the Human Resources Department for review.
PERFORMANCE RATING DEFINITIONS
Exemplary Performer
To rate an employee's performance as "Exemplary Performer" the incumbent
must meet ALL of the following criteria:
IiI Has handled additional workload under special circumstances such as
completing special projects or covering another position due to absence or
vacancy for a period of four months or longer (state specific example
including details) AND/OR
IiI Consistently exceeds all departmental expectations regarding the quantity
and quality of work output AND
IiI Has demonstrated success as a change leader (state specific example
including details) AND
IiI Consistently demonstrates his/her corporate commitment and dedication
through positive leadership, strong interpersonal skills and effective
communication skills AND
IiI Successfully and consistently demonstrates excellence in ALL key
competencies - customer focus; people skills; team approach; self-motivation
and high productivity.
J:\HR\\-1.gmt-Cf!1.md! R:p':,rts';:OC>4· R>::i}¡'n~\O~mpEn'ia.?iun prf'j7\Pt'TiDrm2nr;:; D~\;. Review Program ~GlìiJ\'.'¡A¡}C
High Achiever
To rate an employee's performance as a "high achiever" the incumbent must
meet ALL of the following criteria:
o Has handled additional workload under special circumstances such as
completing special projects or covering another position due to absence or
vacancy for a period of two to three months or longer (state specific example
including details) AND/OR
o Consistently meets established goals and objectives; exceeds some
departmental expectations regarding the quantity and quality of work output
AND
o Displays developing leadership abilities and acts as a role model to other
staff (state specific example including details) AND
o Demonstrates strength in most but not necessarily all key competencies -
customer focus; people skills; team approach; self-motivation and high
productivity.
Successful
To rate an employee's performance as "successful" the incumbent must meet
ALL of the following criteria:
o Meets major job requirements and may exceed them in some areas.
o Demonstrates consistency in meeting established goals and objectives.
o Meets performance expectations regarding quality and quantity work output.
o Is punctual and maintains good attendance record.
o Demonstrates positive attitude and satisfactory work effort.
o Has a thorough knowledge of all job functions, demonstrating efficiency and
effectiveness.
o Strives to display continuing growth in key competencies - customer focus;
people skills; team approach; self-motivation and high productivity.
Progressing
A "progressing" performance rating indicates:
o Results are generally acceptable but further improvement and development
are required to achieve job requirements and meet established goals and
objectives.
o Shows potential for achieving results expected by management.
o Displays some competencies and is developing several others. Further
training and development is necessary to achieve future success.
\}-{R-,,,,1:gmt<>ii;:;:ci¡ Rf_'l-"- L<2004 R':l-":WL"'{)-,mrh~¡¡<,}bn ¡f;-;;.k~8,f\'r!\:F¡;,aEc(,' D;:,,,',_ R~',:i.;,s Prv;n.m ¡ChÜÔ,:o'¡,doc
Unacceptable
An "unacceptable" performance rating indicates:
o Does not meet job requirements given length of time in the position.
o Unacceptable performance; has limited competencies which appear unlikely
to improve on a sustained basis.
o Unable to achieve results necessary to èontinue in this position.
o Seldom achieves established major goals and objectives.
o Does not demonstrate any potential for developing competencies required for
success.
PART I: PERFORMANCE RESULTS
Before assessing an employee's performance, read the following guidelines.
Answer the applicable questions asked under each performance dimension.
They are designed to elicit concrete examples to support your evaluation of each
performance dimension.
Summarize a critical incident or example on the performance development and
review form under each performance dimension. Ensure the comments support
your evaluation of each performance dimension.
The following is a brief explanation of each performance dimension:
A. Achievements
Consider:
o Did the employee effectively organize his/her workload to accomplish the job
responsibilities and set goals and objectives?
o Was customer satisfaction considered while the employee was carrying out
his/her duties? Did the employee achieve positive results for the customer?
o How much input did the employee contribute to the design and methodology
of the action plans for achieving the job responsibilities and set goals and
objectives? Was he/she passive or active?
DHow sound/viable/realistic was the incumbent's research and analysis of
available facts and options in his/her decision-making process(es)?
l:\HR~j\igm!.~Ümf1dj Ri>jX'rt.,,>':':iX}4 R-=r·crt~\CDmp:;n~¡¡;jn Ptoj1j'J'erÂ;orma'!:"¡.2e Dc__". Re'iiew Pngrn.ffi {GIÜJeì.d,:¡::
o Did the individual seek the input/involvement of all the stakeholders in the
action planning and decision-making process? Was there adequate follow-
up/feedback to the stakeholders re: implementation and impact/benefits?
o Once the job responsibilities and set goals and objectives were assigned,
did the employee demonstrate acceptance of responsibility and account-
ability for the results?
o To what degree did the incumbent achieve the:
(a) assigned job responsibilities;
(b) set goals and objectives?
o Did the employee initiate any tasks/projects beyond the job responsibilities
and set goals and objectives? If so, how effectively were they performed
and did they contribute to the Corporation's operational improvement and/or
enhance customer service?
o Did the employee display an innovative thought process to seek continual
methods of improvement on the job?
o Was the supervisor kept apprised of action plan progress in a timely
manner?
o Did the employee use resources economically in achieving the job
responsibilities and set goals and objectives?
B. Job Knowledge
Consider:
o Does the employee fully understand the job functions and responsibilities?
Does he/she appreciate his/her role in the overall success of the
Corporation?
o Has the employee proven hislher technical or vocational knowledge to
competently perform the job duties?
o Is the employee continually making a conscious effort to improve his/her job
related knowledge, skills and/or capabilities?
o Has the employee exercised sound judgement and problem-solving
analysis?
i:\HR\\]:gm,~('{m1:c¡¡ R,ëf1-Tt«\2OfH Rf;I
>rL<;ò_C:\~mI\'.';:r;%t¡im ?r0k"lô~Tk'H""2'K: Ik\". R:;-\. {''?( FF)f:nm
'zJ1.Ü¿~:Ai":c
o When faced with a problem situation was the employee able to identify the
root cause or the important issues at stake?
o Were problem situations analyzed quickly and accurately?
o Did the employee willingly make sound decisions when faced with the need
to do so?
o Is the employee's knowledge of legislative and/or regulatory requirements
current?
o Does the incumbent demonstrate thorough knowledge of Town policies and
procedures in the applicationlimplementation of job duties?
o Does the employee maintain an up-to-date knowledge of job-related
equipment/tools to enhance his/her productivity?
o Was problem solving creative yet practical, promoting smooth running of the
department during difficult periods?
o Did the employee take courses and/or seminars? If so, was the new
knowledge/skill appropriately applied for work improvements?
o Does this person read trade journals, professional vocational-related
material, community-oriented needs/development issues, articles or surveys,
etc. regularly to keep informed of changes in the industry and/or community?
o Did the employee actively acquire and apply current knowledge regarding
regulatory environment and Corporation-wide activities, goals and financial
performance?
o Did the employee actively participate in personal or professional
development activities, both within and outside the Corporation?
o Is awareness of procedures, changes and trends shown?
o Is use of knowledge of other jobs within or outside the department shown?
o Does the employee use knowledge of other position responsibilities which
affect the work group?
o Does the employee gather the necessary knowledge (in preparation) prior to
dealing with situations?
o Are new techniques understood and incorporated?
o To what extent is technical guidance needed?
J :\HR\-,\-i.gml~Cru:m.:il Rèp(lrt_<:\2ûü4 R¡,;pc>rt-,,'_CDm~nSá[km P¡-f).í~~ff¡:rtDrm8f£e De\'" Review Progm.-,'11 (GuiJe),doc
o Is thorough knowledge applied to accurately/properly identify needs and
action planning?
c. Productivity
Consider:
o Can you measure whether the employee produces an acceptable amount of
work consistently?
o What volume or amount of work was accomplished?
o Has experience in the position improved productivity?
o As productivity increases, does the quality of work suffer?
o Did the employee successfully complete all projects and assignments for
which he/she was responsible?
o Did he/she achieve or exceed seryice targets or other set department
targets?
o Can you measure the accuracy, thoroughness, and standard of work
performed?
o What was the frequency of errors and the employee's attitude towards
them?
o Are some assignments done well while others suffer from lack of interest?
o Is respect and economy shown for property, equipment and materials?
o Are knowledge and skills effectively applied?
o Did the employee make effective use of resources to achieve results?
o Are compilations, estimates and other detailed tasks usually accurate and
reliable?
o Were actions or reactions logical and practical in the circumstances?
o Do reports and recommendations contain reliable information?
j;\}{R\\-:tgmt-C\qiî¡~ R~;p\-' i/.2(};}4- R
n:;i.C')IT\i\;n<;uiü" p"
è12tT¡;.>Pi31';':~' De,-, R(;'vj{è'?"! pj"Y0r£~\ (G;.-Ü,k;_d0~
o How much monitoring was required to achieve satisfactory results? Were
progress reports provided independently or only on request?
o Were priorities set effectively? Was the work completed in a timely manner?
o Did the incumbent review his/her work to ensure accuracy before
releasinglsubmitting for the use of others?
o Did the employee provide appropriate and timely reports, complete
documentation, feedback of progress and/or deviations to actions, plans,
etc.?
o Was his/her work thorough and succinct? Could sound decisions be derived
from it?
o Did the employee recognize and handle the immediate and most important
needs of the job first or were the enjoyable parts given priority and the more
boring or difficult tasks left unattended?
o Can you measure prompt accomplishment of work with minimum
supervision?
o Could you depend on the employee to achieve results and accomplish the
tasks at hand promptly or without considerable supervision?
o Is integrity and sense of responsibility shown?
o Is persistence shown in getting things done?
o What is the incumbent's response to pressure?
o Did the employee set good work priorities? Did he/she set priorities in a
logical way?
o Did the employee meet set deadlines?
o How well did the employee manage the outcome of a crisis situation?
o Can you measure the degree and frequency of supervision received or
imposed to achieve job requirements?
o How often did the employee seek supervisory guidance/direction?
o Did the employee approach the supervisor with a thorough analysis of the
problem or addressed only the symptoms of the problem?
.L\.KR:\~l.gmt~Cf!;:;:fi::::jì RÇp0¡~L,,\1OC>4. Repy"t..<;\Comp¡;nSiii0n prf'.!çr.{3;;;rf,:wmance De,-'. Rt.'vjew PfV¿ræn ~Gci-de¡,do-:
o Did the employee propose alternatives for action plans or stop the thinking
process at the stage of problem identification? Did the employee expect the
supervisor to identify and solve the problem?
o Did the employee attend to the needs and action plans of the job as defined
by the supervisor or did he/she attempt to work around his/her perceptions
of what is important first?
o Did the incumbent keep the supervisor apprised of work progress? Does
he/she alert the supervisor with sufficient notice of problems in meeting set
deadlines/action plans?
o When there was a conflict of priorities/needs, did the employee discuss them
directly with the supervisor or try to resolve the situation independently?
D. Effectiveness of Relationships
Consider public/community relations, staff rapport, team effectiveness and
contributions, and committee work effectiveness:
o Is a customer focus evident in the employee's behaviour and approach to
his/her duties?
o Does the employee demonstrate a seryice orientation in performing his/her
duties?
o Does the employee demonstrate consideration and respect for the different
disciplines, cultures and values of the public, clients, other staff and Council
members?
o Did the incumbent maintain emotional control and objectivity when dealing
with the service requests and public inquiries?
o How well did the employee manage/handle stress for self and others in a
crisis situation?
o Is the employee respected by clients, staff and stakeholders?
o Does the employee participate fully and effectively in Corporation and/or
community committee work?
!:\.HR\.;v1gmr.-Co,:mci; R,,,¡XTt'-O\2X4 R~,'r)¡'tt",C'0mf;-¿-"~tLn ?i!:je14\:r1~'n',;;¡¡ìCC )C':. R",-'jev! Ftùg'ù_.\(
", i>:Jd,d!)(.'
o Does the employee make demonstrated efforts to maintain or improve
interdepartmental communication and cooperation?
o Does the employee cooperate fully with other employees? Does this person
coordinate his/her work effectively with that of others when necessary?
o Does the employee willingly accept direction and constructive criticism from
supervisors or peers?
o Does the employee maintain satisfactory work relationships with clients,
other stakeholders, suppliers, regulatory officials, community workers, etc.?
o Does the employee promote a positive image of the County of Elgin in the
community? Did he/she demonstrate effective interaction with clients,
community officials, visitors, the public, etc.?
o Does the employee express him/herself well both verbally and in writing? Is
she/he articulate? Does she/he listen well?
o How promptly are phone messages returned?
o Does the employee exercise appropriate tact and discretion when dealing
with sensitive and/or confidential information?
o Does the employee use the most efficient and appropriate medium to
communicate without risking mutual understanding (e.g. E-mail, fax, memos,
telephone, advertising, meetings, etc.)
o Does the employee respond more immediately to those in power? Is the
follow through better with those people who may give the individual
something in return?
o Does the employee demonstrate effective negotiation skills (formal and/or
informal)?
o Does the employee foster the principle of customer service and an
atmosphere of confidence in other people?
o How well does the employee confront issues and resolve conflicts?
o How well does the employee follow-up on commitments to others? Does
he/she provide appropriate turnaround on commitments? If a commitment
will be delayed or cannot be fulfilled, does the employee notify the
stakeholder of both the inaction and the reason?
J:'J:LQ:\Mgrm-CrH.fficH R:PÜtL<;\2OC~-f Rer<';¡'t-.:\Cqr¡p'':n~tk;n prqjx'¡_SenÓl:J2);£e Dey. Review Program {Guidç-),doc
o Does the employee work effectively as a team player? Does he/she
demonstrate team building skills (e.g. supportive vs. competitive, sharing vs.
possessive)?
E. Input to Change
Consider:
o Did the person initiate new ideas/processes/projects? Did the employee
identify problem areas or opportunities and then suggest or take action to
address the situation within the scope of his/her responsibility?
o Did the employee contribute constructive ideas and work towards the
implementation of appropriate activities?
o Did the employee develop new work methods or techniques to carry out
assigned tasks in a more efficient or productive manner?
o Did the person recognize the need to take action that was within the scope
of his/her responsibility and carry out the work without being asked to do so?
o Did the employee participate in planning and/or presenting any vocational,
management, staff or community improvement or education programs?
o Did the person readily adjust to new concepts and/or procedures?
o Are changes willingly made in responsibilities and routines to meet the
needs of the situation, and to provide the best possible service?
o How well did the person adapt to changes within the work unit? Did the
employee show leadership in implementing the changes and provide
guidance to peers as a change agent (versus passive resistant)?
o How well did the employee anticipate or cope with unexpected situations?
o When problems or deviations to action plans occurred, was the employee
flexible in adjusting his/her activities and service deliverables?
i:\HR~fv1gm!.,Ci'lIf!Ci¡ R\;I,"-"-L<Zi."K.H R,;['{\n5:'CDrrrrtn~%.C,r1 p'·-<~Íê'16t'rf~mT~?¡)U' Tk:\' , R,:;,·-i?'7i PrognE:i ¡(hÜds)dJii::
F. Work Habits
Consider:
o Does he/she exhibit a conscious effort towards safety and orderliness at the
work site for clients, other employees and the public?
o Does the employee report for work on time (Le. scheduled starts, breaks and
finishing of the day) and is attendance good?
o Are personal hygiene, grooming and appearance clean, safe and convey a
professional image?
o Can the employee readily access and retrieve required information filed at
hislher work site or office?
o Does the environment at the work site convey the Town's commitment to
workplace health and safety?
o Did the employee initiate or recommend any safety precautions to avoid
potential recurrence of an accident/incident?
o Did the employee effectively apply time management to his/her activities?
FOR SUPERVISORY AND MANAGEMENT APPRAISALS:
G. Leadership Effectiveness
Use for supervisory and management staff only. Focus on the 4 key elements of
management - PLAN, ORGANIZE, DIRECT and CONTROL. Supervisors and
managers are responsible for the quality and quantity of results in their area as
well as contributing to the overall achievement of corporate goals and objectives.
Describe the effectiveness of the employee's effort in:
· identification and presentation of a problem and recommending
appropriate solutions;
· use of decision-making process, Le., obtain appropriate input and
arrive at a suitable decision;
· committee participation/contribution to corporate effectiveness;
J;\HR~r,,1g!:m<><m;::H Rep,_,rt"'i"2ú04 Rcpün...'i"CfjmptnSiÆtbnPr(~¡(';tf7;;r1\.3rmanœ Dev.R;:;-.,.'iew PX-gfülfi ~GE¡d't;.d0.:::;
· budget preparation, adherence and control as well as initiation of
economy improvement whenever possible;
· staff development (identification of needs and appropriate use of
resources);
· delegation of work and monitoring of progress to appropriate staff with
adequate direction and information;
· planning and reviewing staff performance as well as motivating staff
and team building;
· technical/professional guidance and counseling to staff;
· effective leadership amongst the management group.
(a) Staff Supervision
Consider:
o Does the employee provide technical/vocational expertise and role modeling
for staff?
o How well did the employee work with direct subordinates and how capable is
he/she in getting "the most" out of staff?
o Did the employee motivate others to willingly work to accomplish an
objective? Were objectives for subordinates realistic and attainable?
o Did the employee adequately train and orient new staff? Did she/he provide
and promote continuing education for staff?
o Does this person endear respect from his/her subordinates?
o Did the employee regularly and promptly complete fair and comprehensive
performance evaluations on subordinates? Did this person provide ongoing
feedback to subordinates on their performance (e.g. acknowledge
accomplishments, provide timely cautions or written warnings, develop
improved performance plans, etc.)?
o Is staff well informed about the organization, its policies, systems and
procedures?
Y:\HR\Mj:,mr-{-::':'\.8tiI Rf,,-:-,,:;n'i'.:X.JC>4 K;;"_'i't,,'-.Cnm,PE.n<,tbn p- ., ,¡ ,.L,>._ - > - , n' __ "'T > ><'" ;;.¡_, !, (,,', ,y_,
. __ ;';(~ì'8~'<:"'~_~T::::: :;-:C:". D:;>;<;~" :?:"_~~_;-;' f:;¡ni';,;-',6,:'
a Are activities and ideas effectively communicated through meetings,
conferences and written reports?
a Are regular meetings for staff held to ensure two-way communications? Is
there follow up to ensure mutual understanding?
a Is staff encouraged to approach with problems and suggestions?
a Is staff effectively motivated, stimulated, and guided towards goals?
a Are harmonious work relationships established and maintained within other
departments and other jurisdictions?
a Is authority judiciously used and problem/conflict resolution appropriate?
a Are new ideas accepted and is ingenuity shown in improving current
methods and economical use of resources?
a Is good judgement exercised in selection of suitable personnel?
a Are all factors impartially considered before judgement and decisions are
made about staff activities?
a Is an objective view taken of individual staff performance?
a Are supervisory responsibilities given a high priority?
a Are clear instructions given?
a How is follow-up done to ensure that training has been absorbed?
a Is the training undertaken broad in scope and sufficiently flexible to develop
the potential of staff to their fullest capabilities?
o Are performance appraisals used effectively in the development of staff?
a Does staff development receive high priority?
o Is time spent on routines that could be delegated?
a Is the work ofthe unit organized, delegated and evenly rotated?
o Is responsibility and not just tasks delegated?
a Is team building actively promoted and reinforced?
l:\HRd\lgm,-~C;f;¡:¡:ncÜ RèV¡¡ts"2OC>4- RçP('·rl,;\Comp-:'IbáHol' P¡-~j"1·gert\:)f:na1'£(, Ikv. R~'\-"'¡-ew Pr-ogfi.lffi ~Gnidà,dv-:
(b) Financial Management
Consider:
o Did the person develop a realistic budget, supported by historical and
projected data?
o Did the employee achieve his/her budget? Were productivity indicators
within budget? If not, were variances justifiable?
o Did the employee monitor the budget throughout the year, maintaining
control of expenditures?
o Did the employee provide accurate, timely and meaningful financial reports?
o Did the employee improve the Corporation's financial position either through
cost savings or revenue generation? (Consider both within the area of
responsibility as well as in other areas of the Corporation where feasible.)
o Was the employee creative in service and activity planning (both short and
long range)? Did shelhe make allowance for unpredictable or uncontrollable
variables?
(c) Resource Management (Facilities and Materials)
Consider:
o To what extent were priorities set and work completed efficiently, with
respect to time and resources - Le. economic sense
o Were resources arranged for and used effectively to meet objectives?
o Were work activities planned in advance in a logical manner to minimize
waste and maximum resource utilization?
o Are records complete so tasks are not duplicated and work can be
coordinated?
o Could output be increased if planning were improved?
1;\fIR-'A:I.g¡v<::'0U;:¡:i1 R~:Ix'n,,'20{}4 Rercn.é;\O?mI\;thi,¡iun F,-'--¿k20tT¡~-'nn~F~e lky. Review {'TogO:T IG
i,}~1,du;:
o Are job objectives visualized, defined and clearly spelled out at the start?
Are effective service patterns created to put these into practice?
o Are maximum results obtained through organization of personal time, staff
time, machines, equipment, facilities, space, etc.?
o Are problems in implementing objectives anticipated and solved with a
sense of economy?
(d) People Skills/Communication
Consider:
o Did the employee prepare/provide appropriate written reports to
stakeholders that were thorough but succinct?
o Was the employee required to deliver oral presentations either within or
outside the Corporation? If so, did the employee anticipate the audience's
level of understanding and information needs? How well received was the
presentation(s)? Did the employee seek feedback/constructive criticism?
o Can the employee problem-solve during an interaction or does he/she
absorb information and respond later? Is the employee's method/style
suitable to the situation?
o Does the employee exercise flexibility and empathy in approaching
stakeholders to ensure mutual understanding?
o Does the employee synthesize complex information into a concise format on
which decisions can readily be determined?
(e) Judgment
Consider:
o In researching and analyzing a problem or opportunity, did the employee
thoroughly explore the available facts and option alternatives?
l:\HR~~~lgmt-Crfimd¡ R-¡;;p-0rt.,\'-.:zOC4 R~f.~>rt,,\C0mfÞ.:n~¡i;,:;n p¡-Q¡~1ert0rm21K::; œ\'. Rc_view Prog'ilo.'11 (Glli,j~ì,œ-;::
o Is the employee's management/decision-making style appropriate to
achieving the best results and adhering to the County's goals and policies?
o How viable are the employee's recommendations and/or decisions? Do they
meet organization objectives, enhance client development andlor improve
operational services/efficiencies?
o Was the impact of the decisions made by the employee accurately
anticipated?
o Did the employee exercise the appropriate level of involvement of the
stakeholders and staff in the decision making process?
o Did the employee accept responsibilitylaccountability for his/her actions?
o Did the employee take unnecessary risks in his/her action plans and
decisions?
(f) Integrity
Consider:
o Does the employee demonstrate consistent ethical, professional practices?
o Does the employee represent the Corporation as an ambassador of goodwill
in all situations and circumstances?
o Does the employee treat everyone with dignity, trust and respect or is he/she
selective in whom he/she treats this way?
o Does the employee attempt to eliminate bureaucracy at all costs, striving for
brevity, simplicity and clarity?
o Does the employee stand behind his/her own decisions and support the
decisions of others, accepting the consequences regardless of the outcome?
';\pg"\-;gm7-Ccmci1 R<:F'n-.,;\2Cú4 R'''P{T1,:'~\~ "C¡j"C'<;<;<'o.¡¡'A! p'-{~ic.2,2crf:'rF?<i¡}cc Dc','. Re,,';F',- Prognn ::.G,Üdt1,d.!y
PART II: OVERALL RATINGS
This part of the review form requires your utmost objectivity.
1. Review your comments and ratings for each performance dimension in
Part I.
2. Consider the competencies that are prevalent in each performance
dimension.
3. Read over the performance level definitions once again and determine an
objective rating based on the employee's performance successes and
prevalent competencies as well as management's expectations. Mark this
rating with an "X" in the appropriate box. Be careful when assigning this
rating that your overall written comments match the overall rating
selected.
If the employee has requested independent assessments on her performance,
from peers and business colleagues, refer to the summary findings of these
assessments as provided by the Human Resources Department. Enter an
abbreviated version of this information in the appropriate section of Part II.
PART III: FUTURE GOALS AND OBJECTIVES
Setting goals and objectives for a future period can be difficult. Consider the
goals and objectives of the Corporation along with the goals and objectives set
out for your department. Be prepared to communicate your thoughts during the
performance review meeting.
1. Use one-year time period as a parameter
Together, the superyisor and employee should identify, discuss and set
objectives to be achieved within a one-year period. As the supervisor, be
prepared with some thoughts on possible objectives and offer them as
suggestions during the performance review meeting. This will prompt discussion
with the employee and will usually result in agreement on goals and objectives to
be set. If there is disagreement regarding what objectives should be, the
supervisor and employee may seek guidance from the Department Head. The
Department Head may set the employee's specific objectives if the supervisor
and employee cannot come to a satisfactory agreement on their own.
J:\HR\M,gmI-CoilllcH R,:;f·(1n""'2OC>4-REpürt,,\Cnmr;.:n~tiùfi Pn;}:.'ò'2~e-rfüm121Ke I::~\'. Review Progm.m ~GillJd_Œ.}<::
2. Set specific targets. Use measurable terms
Employee's objectives for the coming period should be specific and expressed in
measurable terms. Set firm targets using measurement indicators like quantity,
quality, time and cost in quantifiable units. This will help make it easier to judge
whether the employee eventually achieves his/her objectives.
Avoid non-specific phrases.
describing objectives:
Use the following examples as guidelines in
Don'ts
Do's
"To work faster."
"Complete SXY tasks by June 1."
"Proof read all letters and statistics
ensuring 100% accuracy before mail-
ing.
"Increase the client census by 10%."
"Reduce photocopying costs by 20%.
"To be more thorough."
"To improve revenue figures."
"To reduce costs."
3. Ensure objectives relate to corporate goals
The employee and the supervisor must attempt to identify at least four specific
objectives to be met in the upcoming period. These objectives should be related
to both the Corporation's and the department's goals, in conjunction with the
employee's skills and development needs.
Define goals and objectives in detail on a separate sheet of paper. When the
employee and the supervisor are in agreement on the goals and objectives to
set, summarize them in the space provided in Part III.
4. Develop an action plan
Once objectives have been set, the supervisor and the employee must develop
an action plan which is realistic and achievable. This plan should include the
following information:
(1) goals and objectives set
(2) results expected
(3) steps needed to achieve each goal and objective
(4) resources required to accomplish each goal and objective
(5) status review dates to assess progress
(6) target completion dates to determine successes and accomplish-
ments
I:\HR\Vlgm,Cn¡;:¡c¡¡ 1('''JX'n.:;\2üü4- Rf:j,-"n:;'£'YS;:;":;¡;C,,:<i'>;i P'-'~it:24En~'rmi;)"1U- D~T R:~\';{'W P'i.igfil'x
(iIlW;.Ò,-,
PART IV: TRAINING AND DEVELOPMENT PLANS
1. Identify training needs
Training is a shared responsibility between the supervisor and the employee.
The supervisor may wish to discuss training needs with the Department Head to
seek guidance on what the Corporation can accommodate from a financial
standpoint.
In determining training needs, consider the availability of formal job-related
courses that will assist the employee. Specify on-the-job training where
necessary and agreeable to the employee. Consider personal instruction from
fhe supervisor as a form of training as well.
2. Focus on developmental opportunities
During the entire performance evaluation process, developmental needs and
opportunities should be continually considered. When establishing specific
developmental steps, refer to Part I of the review form and read the written
comments under each performance dimension. Identify the employee's
developmental needs and consider whether or not training courses or instruction
will be required to achieve the necessary result. Each employee's needs differ.
It may be appropriate to indicate that no formal training will enhance current job
performance. Consider a job rotation program as a developmental opportunity.
There may be certain personal competencies which the employee is expected to
improve that cannot be addressed through formal training sessions. Be creative
and solicit input from the employee to establish realistic training plans.
l:\HR'¥igmi~Cmlf'l:H Rer00i1..<;\.20û4 REr"Yrt-,,\Cf:m~ns¿1.Í,m pn:jòi25e¡1'i.:.mnaw..:e- D~v_ Re'ij-es: Prvgræn ¡Grû.Je),¿1)C
PART V: EMPLOYEE'S CAREER ASPIRATIONS AND POTENTIAL
As the supervisor, discuss the employee's career aspirations together as well as
his/her ability to assume new or more challenging responsibilities. The
aspirations may be to remain in the current job or may be to change jobs within
the Corporation.
If a change is desired, identify a logical career progression specifying job titles,
etc. if possible. Consider the employee's current competencies and skill sets.
Identify developmental and training plans the employee may need to obtain the
required new competencies and skill sets. With the employee's agreement,
record the training and development plans under Part IV of the review form.
As the supervisor, if you believe it is not feasible for the employee to achieve
his/her career aspirations, provide appropriate career counseling to the
employee or solicit guidance and assistance from an experienced manager or
human resources representative. They can discuss career options with the
employee at the employee's request.
PART VI: SUPERVISOR'S SUMMARY
This section can be used to summarize your general feelings about the
employee's accomplishments and demonstrated competencies during the
appraisal period. Some supervisors will provide a personal note of thanks or
appreciation for the additional effort, commitment or work ethic displayed by the
employee. You may choose to make a simple comment like "Good job!" or "Well
done!" or "Keep up the good work!"
PART VII: EMPLOYEE ACKNOWLEDGEMENT AND COMMENTS
1. Signatures
Once the performance review meeting is completed, the employee and the
supervisor must sign the review form to acknowledge they have participated
in a review meeting and discussed the performance evaluation in detail. Ensure
the employee understands that hislher signature in Part VII indicates that the
document was reviewed and discussed, but does not imply that the employee
agrees with the evaluation. Encourage the employee to mark one of the relevant
statements below the signature section and complete the Comments section of
Part VII.
'}{R"c\1g¡mA:'nUfl::i¡ R\;l ''-,'>':'0;)4- K~f':;tt,,'-C{;mr-':"n~rk;n ?,.-'jf~.26crj;:6"!Z¡¡ìC~ Dc . R~'vj{';\,/ Pr0trim¡ -GEid",')_,Ô;:¡C
2. Comments
Encourage the employee to make comments regarding the performance
evaluation and his/her level of satisfaction with the overall review. This section is
to be used by the employee to summarize any particular areas of difficulty or
concern, or to identify any accomplishments not noted previously on the
performance development and review form. Some employees use this section to
make a general statement about their supervisor like "Michael is a fair and
supportive manager. I appreciate his interest in my continual career
development." The employee has the option of attaching as many additional
sheets of paper as necessary to accommodate his/her comments pertaining to
the relevant appraisal period.
THE PERFORMANCE REVIEW MEETING
An effective performance review meeting requires careful planning and
reinforces the necessity of two-way communication. After completing your
written evaluation using the review form, follow these simple steps for success:
1. Provide the employee with the opportunity to seek independent assessments
from peers and other business associates prior to the scheduled date of the
performance review meeting.
2. Invite the employee to conduct a self-assessment of his/her performance
during the appraisal period. Encourage the employee to consider
achievements, competencies, strengths and weaknesses, developmental
opportunities and areas for improvement.
3. If the employee has requested independent assessments, review the results
of these assessments and record the summarized evaluation points under
Part II of the performance development and review form.
4. Give the employee a draft copy of his/her performance evaluation 24 hours
before the scheduled time of the review meeting. This will provide the
employee with the time and opportunity to review your comments, consider
their meaning and prepare constructive comments of his/her own for
discussion during the review meeting.
5. Arrange the meeting in a private setting, free from distractions and
interruptions. Forward telephone calls to voice mail. Leave instructions, if
feasible, that you do not wish to be disturbed.
6. Be prompt for the review meeting. Begin the discussion with a question to
the employee seeking his/her comments or impressions on the performance
evaluation you presented for his/her review.
J;\HR\'''lgmt~Üm:f1c¡¡ R.::po;-t<:\2OC4- R~P(¡¡'t<;'J.>mp;Tj~tbn P'f'1&27;?ITonnzm::e De\'. Revie,,¡ Pn<;.fJ..:.'n ¡GciJ¡;-Ldû'':
7. Listen attentively to the employee as he/she speaks. Ask for clarification
when necessary.
8. Provide the employee with a general overview of your written evaluation. Be
specific when giving praise and identifying areas where further development
is needed. Highlight competencies employee demonstrates successfully.
g. Seek advice from the employee on how departmental procedures or
organizational procedures may be improved.
10. Discuss the department's goals and objectives for the upcoming period and
explain how they relate to the Corporation's goals and objectives.
11. In consultation with the employee, develop an action plan identifying
personal goals and objectives for the next appraisal period. Discuss how
results may be achieved. Focus on developmental needs and opportunities.
Identify training and development activities. Discuss future career
aspirations. Comment on the employee's potential for career advancement,
if applicable. Seek advice from the employee on how you, as his/her
immediate supervisor, may assist to ensure positive results in all areas of the
employee's career development. Complete Parts III, IV and V of the review
form.
12. Recap highlights of the entire performance review meeting and reinforce
your commitment to helping the employee achieve success. Express your
appreciation of the employee's participation in the performance evaluation
process, and ask the employee if he/she has any additional comments.
13. Close meeting by requesting the employee's signature in Part VII (A) of the
review form. Reiterate what the employee's signature indicates on the
review form and encourage him/her to complete Part VII (B) of the review
form.
It would be unrealistic to assume all performance review meetings will flow as
smoothly as is implied through the above steps to success. If you find an
employee is uncooperative, defensive or unwilling to participate in a two-way
conversation about his/her performance, do not attempt to force the issue.
Follow steps (3) through (12) providing feedback and clarifying comments as
appropriate. Periodically, give the employee a chance to talk. Listen and try to
understand the other's viewpoint. Do not go into the performance review
meeting with a closed mind. Continue to provide opportunities for the employee
to speak. Avoid being dogmatic or defensive if the employee disagrees with
what is said. Provide positive reinforcement in all situations, regardless of the
circumstances. Reinforce the importance of the employee's role as part of the
team. For further information on handling a negative review meeting, refer to
page 30 in this manual.
Be prepared to have a third party present at a performance review meeting.
1:\HR\k1gm,-Crmi;:ciJ R'2p,_'rL"'20N R¡;f-"- 1<;'-C0mp¡;thi;t¡¿Æ Fi-,;i;;2-åcr¡;YTi)i;'¡J}{\" De;,. Review Frogmen ;Gr;j,J;;;,-k.>i:'
Employees may have the Department Head or a union representative (if
applicable) present during the performance review meeting, provided this desire
is communicated in advance to the supervisor conducting the review meeting.
REGULAR FOLLOW-UP ON PERFORMANCE
Review an employee's progress regularly and revise action plans when
necessary to reinforce the employee's interest and the supervisor's commitment
to assisting the employee in achieving results. The conscientious supervisor who
takes the time and trouble to work with employees is probably much more
effective than his/her colleague who seldom says anything to people.
The formal performance review, without day-to-day communication, has little
chance of accomplishing its purpose. Daily interaction about job specifics is an
important part of supervising. Informal meetings to discuss performance have the
benefit of spontaneity. Discussion can take place while details and facts are
fresh in both people's minds. The formal performance review is a teaching
device and the follow-up is the training program. When learning, the average
person absorbs a little at a time, and will require coaching occasionally. The
informal daily contact usually results in better supervisor-employee relations, and
the formal performance development and review is based on the inventory of
these daily coaching and progress feedback interactions.
HANDLING A NEGATIVE PERFORMANCE REVIEW
The performance development and review process is structured to open up
discussion between the employee and the supervisor. When the employee
cannot accept the supervisor's evaluation of performance, every effort should be
made to reach an understanding ofthe problem area(s).
When the interview ends with an irreconcilable difference of opinion between the
immediate supervisor and the employee, encourage the employee to state the
perceived problem in writing in PART VII (B)-Comments section. Under these
circumstances, it is your responsibility as the immediate supervisor to arrange a
meeting with the Department Head to discuss problem areas and seek a
possible resolution. Whenever feasible, complete this part of the process within
ten (10) business days and report any resolution or decision to the employee
involved.
LHR\1vigmt-Cmli'1cH Rt>f-(;:rts'--2ûC4 Rq1orL~\Comf'CnS2..ti:ù;:¡ rro.íç2g<:rfàma-",::t' Ik\'" Rt'>;¡~w Progmm iG¡Iidc!"rux
Staff Performance Development and Review
Incumbent's Name:
Position Title:
Department:
Job Description Current? 0 Yes 0 No
o Attached
Appraiser's Name:
Review Period:
to
Appraiser's Signature:
Current Review Date:
Date Assigned to Present Position:
Date Hired:
Last Review Date:
Sr. Management's Approval:
Length of Time Working for Immediate Supervisor:
Type of Appraisal: 0 Probation 0 Annual 0 Other (specify)
PART I
- PERFORMANCE RESULTS
Performance Dimensions
A. ACHIEVEMENTS = . Job Responsibilities. Goals & Objectives Met. Additional
Assignments or Initiatives Taken. Innovation Shown. Customer Satisfaction
Consider Demonstrated Competencies = . Customer Focus. People Skills.
Team Approach
· Self- Motivation. High Productivity
o Unacceptable 0 Progressing 0 Successful 0 High Achiever 0 Exemplary
Performer
Comments (including specific examples):
B. JOB KNOWLEDGE = . Multi-skilled. Capable of Multi-tasking. Technical Skills
· Problem Solving & Decision Making Abilities. Self-Development Progress
. Productive Computer Skills
Consider Demonstrated Competencies = . People Skills. Self- Motivation
o Unacceptable 0 Progressing 0 Successful 0 High Achiever 0
Exemplary Performer
Comments (including specific examples):
3:\:.::JE".Mgm:.(,';"1;:¡i;j! X",)("~~'2Uq R"'P,-"-¡:.,c(\,r;r¡;e:¡S2d, ")'\1ç~¡'··,P.¡;,f,'¡:,!::,?_:ú.:~- r:k-~-, R,,<'¡,"\\- 0cúg;"<iiJl iG:;i\·k;.~ht-
C. PRODUCTIVITY = . Quantity of Work Produced. Quality of Work Produced
· Reliability Shown. Dependability. Level of Supervision Required
Consider Demonstrated Competency = . High Productivity
D Unacceptable D Progressing D Successful D High Achiever D
Exemplary Performer
Comments (including specific examples):
D. EFFECTIVENESS OF RELATIONSHIPS =. Customer Focus. People Skills
· Leadership Abilities. Public Relations. Cooperation. Staff Rapport. Team
Spirit and Team Work
Consider Demonstrated Competencies = . Customer Focus. People Skills.
Team Approach. Self- Motivation
o Unacceptable D Progressing D Successful D High Achiever D Exemplary
Performer
Comments (including specific examples):
E. INPUT TO CHANGE = . Improvement Initiatives. Creativity and Viability
· Quality Improvement Activities. Versatility and Flexibility. Change Agent
Leadership Consider Demonstrated Competencies = . Customer Focus.
People Skills . Team Approach. Self- Motivation
D Unacceptable D Progressing D Successful D High Achiever D Exemplary
Performer
Comments (including specific examples):
F. WORK HABITS = . Health & Safety. Attendance and Punctuality. Operate
Equipment with Care. Professional Image
Consider Demonstrated Competencies = . Customer Focus . People Skills .
Team Approach. Self- Motivation
D Unacceptable D Progressing D Successful D High Achiever D Exemplary
Performer
Comments (including specific examples):
,L\BtFMþ..r":GGKiJ RBP,K;$\20('-4 R"v"·~~'·C:m,¡)%'>.'\Ü,'" Pnj~~<'-_h:tfxW;S(Æ: *'" R<.'dç\,! PfVgi<iN ¡Gàl-;;),;}>';';:: I
PART II
- OVERALL RATINGS
Supervisor's Rating
o Unacceptable
o Progressing
o Successful
o High
Achiever
o Exemplary
Performer
Note: Refer to the Performance Development and Review Program handbook for
detailed descriptions of the above performance ratings.
PART III
- FUTURE GOALS AND OBJECTIVES
To be completed by supervisor and employee together:
Progress
Report
Dates
Target
Completion
Dates
1.
2.
3.
4.
PART IV
- TRAINING & DEVELOPMENT PLANS
j;"f-\f(',h-i;;ii»C"'i:ii.ci! Ré.->puJ--1t;(k R"P'O'1.:".(.\W:P""'o2.Ü,-'i ?,,,jç~~2çrf. "'i\:",~ 'J{ _ R~',:L\'_ 0"i?;'-"';Ü iCL:<k}..,>c'
Continuous Job Development
Target Completion
Date
Personal Development
Target Completion
Date
PART V
- EMPLOYEE'S CAREER ASPIRATIONS AND POTENTIAL
PART VI
- SUMMARY
FOR INCREMENT PURPOSES ONLY:
Increment Recommended
Increment Denied
J:\}jR-'-'."dg:::i-C1'iHd Rqx'<'.$'1(¡i)4 R,>pWl-.'-C.)¡}1f'~<:;:i<>" ?f'.'jç-:~'-.P~rk'Ii¡;.¡:¡t'" £k,,_ R;;<:iç\" pwgC;¡¡Ü ;Guidç>\~æ I
PART VII (A) - EMPLOYEE ACKNOWLEDGEMENT
I have reviewed this document and discussed the contents with my supervisor.
Incumbent's Signature
Supervisor's Signature
I have attached my own written comments.
I have chosen not to provide my own written comments.
I plan to appeal this performance appraisal.
PART VII (8)- EMPLOYEE'S COMMENTS
J;\HR\t,,¡gm¡-(>';;;(-jj R\~pc,::'\lU}~ R"T";'b<\)'~;:p;'¡¡"l..¿'" 2x..k<"1":"L::~~,,!l0;' :k~-__ R"'~-~~-\è F,;);,,,!); iC.L~d(>,~k-£C I
Management and Supervisory Staff Performance Development and Review
Incumbent's Name:
Department:
Appraiser's Name:
Appraiser's Signature:
Date Assigned to Present Position:
Last Review Date:
Position Title:
Job Description Current? _ 0 Yes 0 No
o Attached
Review Period:
to
Current Review Date:
Date Hired:
Sr. Management's Approval:
Length of Time Working for Immediate Supervisor:
Type of Appraisal: 0 Probation 0 Annual 0 Other (specify)
PART 1
- PERFORMANCE RESULTS
Performance Dimensions
A. ACHIEVEMENTS = . Job Responsibilities. Goals & Objectives Met. Additional
Assignments or Initiatives Taken. Innovation Shown. Customer Satisfaction
Consider Demonstrated Competencies = . Customer Focus . People Skills.
Team Approach
. Self- Motivation . High Productivity
o Unacceptable DProgressing DSuccessful 0 High Achiever DExemplary
Performer
Comments (including specific examples):
B. JOB KNOWLEDGE = . Multi-skilled. Technical Skills. Problem Solving &
Decision Making Abilities. Self-Development Progress. Productive Computer
Skills Consider Demonstrated Competencies = . People Skills. Self-
Motivation
o Unacceptable 0 Progressing 0 Successful . DHigh Achiever 0 Exemplary
Performer
Comments (including specific examples):
J;\HR-",\1þ-Cc'iliÖl R~~}r(.$'2('0i Rq~'ib'-<:ù¡;r¡,;;;Ü"".\i;,,'" ?r,}jç..:;\f';,:,krili{¡¡::-V¿ D<;\"_ R,,~-içw h:,~sæ..! iGi_ij:,:kj>J~;(: I
C. PRODUCTIVITY = Quantity of Work Produced. Quality of Work Produced
· Dependability & Initiatives Demonstrated. Level of Supervision Required
Consider Demonstrated Competency = . High Productivity
o Unacceptable DProgressing 0 Successful DHigh Achiever 0 Exemplary
Performer
Comments (including specific examples):
D. EFFECTIVENESS OF RELATIONSHIPS =. Customer Satisfaction. Public
Relations. Cooperation. Staff Rapport. Team Spirit and Team Work
Consider Demonstrated Competencies =. Customer Focus. People Skills .
Team Approach . Self- Motivation
o Unacceptable 0 Progressing 0 Successful DHigh Achiever 0 Exemplary
Performer
Comments (including specific examples):
E. INPUT TO CHANGE = . Improvement Initiatives. Creativity and Viability
· Quality Improvement Activities .Versatility and Flexibility. Change Agent
Leadership Consider Demonstrated Competencies = . Customer Focus.
People Skills . Team Approach . Self- Motivation
DUnacceptable 0 Progressing 0 Successful 0 High Achiever 0
Exemplary Performer
Comments (including specific examples):
F. WORK HABITS = . Health & Safety. Attendance and Punctuality. Operate
Equipment with Care. Professional Image
Consider Demonstrated Competencies = . Customer Focus. People Skills .
Team Approach. Self- Motivation
o Unacceptable 0 Progressing 0 Successful 0 High Achiever 0 Exemplary
Performer
Comments (including specific examples):
J:"-i:R'-Lfp:::,:-CYJ",-í, RC¡XT,<ZL~14 Ro'V":,<\Y;'¡>0S:>.Ü;"'l:>'·d';~l',[\:::i.'i::::~~2¿:ç D<:'c. ¡{,;,,,-k,,, f'¡:('!t'~,h iGj'k}.,L< I
G. LEADERSHIP EFFECTIVENESS Consider Demonstrated Competencies =
. Customer Focus. People Skills. Team Approach. Se/f- Motivation. High
Productivity
a) Staff Supervision = . Recruitment and Staffing. Workforce Planning. Training and
Development. Delegation and Follow Up . Performance Management. Team
Building D Unacceptable D Progressing D Successful D High Achiever
D Exemplary
Performer
Comments (including specific examples):
b) Financial Management =. Budget Preparation. Timely Reporting. Cost
Consciousness. Control. Economy Improvements
D Unacceptable D Progressing D Successful D High Achiever D Exemplary
Performer
Comments (including specific examples):
c) Resource Management (Facilities and Materials) = . Planning. Control. Economy
Improvements
D Unacceptable D Progressing D Successful D High Achiever D
Exemplary Performer
Comments (including specific examples):
d) People Skills/Communication = . Oral Presentations. Written Reports. Problem
Solving. Empathy and Diplomacy
D Unacceptable D Progressing D Successful D High Achiever D
Exémplary Performer
Comments (including specific examples):
e) Judgement = . Needs Analysis. Viability of Solutions. Adaptability. Staff
Involvement
D Unacceptable D Progressing D Successful D High Achiever D
Exemplary Performer
Comments (including specific éxamples):
J;\1.1f('---·åp'...(:'~'¡>K'jj Rii7,-",'$'-1L<';'" R~1!",t.~'.C,m¡>:;:ü",'\.Ü,\n ?:\'jç--:d:'¡;rf0;r;:Li",.n.;.ç(k-,,_ R~"¡n" P¡:'0",äU ;(Li<.k),J~T~ I
f) Integrity = . Business Ethics
o Unacceptable 0 Progressing 0 Successful 0 High Achiever 0 Exemplary
Performer
Comments (including specific examples):
PART II
- OVERALL RATINGS
Supervisor's Rating
o Unacceptable
o Progressing
o Successful
o High
Achiever
o Exemplary
Performer
Note: Refer to the Performance Development and Review Program handbook for
detailed descriptions of the above performance ratings.
PART III
- FUTURE GOALS AND OBJECTIVES
To be completed by supervisor and employee together:
Progress
Report
Dates
Target
Completion
Dates
1.
2.
3.
4.
;~R'·Mg;;;;·CC!i<!iR¢>;><s\2¡{i-"; rL>"b<>Y~'i;'--':¡b.1t'." - "ç ~'-_!\"rL,,'''',,;¿Z;i;' R~;'.+;,\V ?:\lç"~;;i ;(L:(k}_,\~, I
PART IV
- TRAINING & DEVELOPMENT PLANS
Continuous Job Development Personal Development
Target Completion Target Completion
Date Date
PART V
- EMPLOYEE'S CAREER ASPIRATIONS AND POTENTIAL
PART VI
- SUMMARY
FOR INCREMENT PURPOSES ONLY:
Increment Recommended
Increment Denied
.L'HE\M-gm:--Ç~'¡iH'v'i! R~,x,u'210i R"1~';t,>'·C(}n~Ba¡i;..1" ?,,'1<;cA'çrfGŒ0'..r:-r;.ç T:ko, Rç'-,-!,c'\'i h~}';"i.1~i.\ '¡GiL4.~'.:')_Ùx I
PART VII (A) - EMPLOYEE ACKNOWLEDGEMENT
I have reviewed this document and discussed the contents with my supervisor.
Incumbent's Signature
Supervisor's Signature
o I have attached my own written comments.
o I have chosen not to provide my own written comments.
o I plan to appeal this performance appraisal.
PART VII (8)- EMPLOYEE'S COMMENTS
j;'.Et~-;_h·tg':Ji<>'_",,¡¡ R'~:;c_;~-,;;¡¡:r,," [Ü;;)<.<:,'.(\':(¡iP"",;:s:"i,', ;-'C(:j.¡;,;~'+'¢,[,.':::u;n(;;' Dç'.- R~'~-¡';'~' h:cgt,,;ú ¡Zb¡d~; '''A'
REPORT TO COUNTY COUNCIL
FROM: Peter Dutchak, Technical Services Officer
DATE: 08 October 2004
SUBJECT: Beecroft Culvert Repairs
INTRODUCTION
As part of the approved Capital Budget, $30,000 was allocated to repair the Beecroft
Culvert located south of Springfield on Springfield Road (County Road #40).
Quotations were solicited following the County's purchasing policy and the lowest price
received was more than double the allocated budget.
DISCUSSION I CONCLUSION:
Part of the 2004 Capital Budget allocated $30,000 towards the repair of the Beecroft
Culvert on County Road #40. The existing culvert was installed in 1970 and is a 5.1m
span x 3.1m rise corrugated metal plate arch. Its current condition exhibits typical rust
through in the bottom plates for approximately 5% of the floor area. The intention of the
repair was to line the bottom with steel reinforced concrete to prolong the culvert's life.
The following table lists the bid results received for the culvert repair.
Companv Quotation Bid (including taxes)
Theo Vandenberk Construction Inc. $ 68,030.60
Streib Trucking Limited $ 72,011.00
Reymer Construction Limited $ 77,040.00
Strat -Con Construction Limited $ 83,076.94
The lowest bid submitted for this project is more than double the project estimate. Since
receiving the bid prices, staff has reviewed the business case to proceed with the original
proposed work and it does not appear to be a responsible allocation of resources.
A new concrete culvert could be installed at this location for approximately $100,000 and
have a life expectancy of more than 100 years. Therefore, a better allocation of resources
would be to cancel the proposed repair project, continue monitoring and plan to replace
the culvert at some time in the future before safety is compromised.
RECOMMENDATION:
THAT the Beecroft Culvert Repair Capital Project be cancelled.
Respectfully Submitted
~
Peter utchak
Technical Services Officer
dnwO\{w
Approved for Submission
~-
Clayton Watters
ManagEjr of Engineering Services
Chief Administrative Officer
REPORT TO COUNTY COUNCIL
FROM: Peter Dutchak, Technical Services Officer
DATE: October 4, 2004
SUBJECT: Request to fund Traffic Signals - John Street at Progress Drive
Introduction
The County of Elgin, Town of Aylmer and Loblaw Properties have been working together
as part of the development of a new store fronting onto John Street in Aylmer.
Discussion / Conclusion
As part of the No Frills store development, a traffic study was completed and it was
determined that traffic signals were warranted at the intersection of John Street and
Progress Drive in the Town of Aylmer in order to facilitate transportation movements at
this location.
As part of the Town's negotiations, Loblaw Properties have agreed to pay half of the
approximate $70,000 cost to upgrade this intersection.
By way of resolution (attached) the Town of Aylmer has requested that the County of
Elgin reimburse the Town for their share of the project cost of approximately $35,000.00.
Staff has considered this request and find that it is reasonable that the County of Elgin pay
for these improvements that are warranted on a County Road to facilitate safe traffic
movements. Approximately $111,000.00 resides within the Town of Aylmer reserve and
this is where staff would recommend these funds be allocated from.
Recommendation
THAT the County of Elgin reimburse the Town of Aylmer for their share (estimated at
$35,000) for the intersection improvements completed at John Street and Progress Drive,
and;
THAT these funds be allocated from the Town of Aylmer reserve.
Respectfully Submitted,
.
Approved for Submission,
~
Peter Dutchak
Technical Services Officer
orw~ 1tw
Clayton Watters,
Manager, Engineering Services
Mark G. Id
Chief Administrative Officer.
Oct. 5, 2004 11: 26AM ïOWN OF AYLMER
No,8709 p, 3~-,
TOWN OF AYLMER
COUNCIL RESOLUTION
Moved by
SðConded by
SEP 2 7 2004
"That Aylmer Town Councii accept the quotation from Stu Cor
Construction Limited, in the amount of $66,158.30, plus applicable taxes, to
provIde Traffic Control Signals and Illumination at John and Progress
Drive; further
that the Town's share in an amount equalto 50% of the project cost, be
charged to the 2004 Capital Budget; further
That admInistration be directed to contact the County of Elgin and request
reimbursement of the Town's share În the approximate amount of
$33,000.00 plus applicable taxes."
~;
of Council
No. f2ð;¿
REPORT TO. COUNTY COUNCIL
FROM: Meredith Goodwin, Construction Technician
Sonia Beavers, Purchasing Co-Ordinator
DATE: September 17, 2004
SUBJECT: Painting Exterior of Administration Building
Introduction
As part of the approved Capital Budget, exterior features of the Administration
Building/Railings/Lampposts will be painted. Solicitation of quotes were completed per the
County's Purchasing Policy. The successful bidder is required to remove rust, repaint and
caulk the following features of the exterior of the building: the lintels over windows,
railings, brackets on smoke stack, light poles, doors and frames.
Discussion
The successful' bidder for the painting of the exterior windows, doors, railings and
lampposts was Annen Painting at a cost of $ 8,774.00 (including taxes). A summary of
the companies solicited and the quotations received are listed below.
Company Quotation Amount
Annen Paintin
HD Decoratin
Lambeth Paintin Inc.
Earle's Paintin
$ 8,774.00
$ 9,095.00
No Bid
No Bid
As part of the approved capital budget $20,000 was allocated for this project, therefore
the lowest bid received is within budget estimates.
Conclusion
The lowest bidder for the quotations should be approved to complete the works stated in
the Painting Quotation.
Recommendation
THAT Annen Painting be awarded the project to paint the exterior of the Administration
Building at the quoted price of $8,774.00 (including taxes).
,
RESPECTFULL Y SUBMITTED
Me,:!£/
Construction Technician
,
APPROVED FOR SUBMISSION
(ij¡J&\~~
Clayton Watters,
Director, Engineerin Services
yj9v-.j.,Q) ~ 'I-l '.4
SÓnia Beavers,
Purchasing Co-Ordinator
Mark . ,
Chief Administrative Officer
CORRESPONDENCE - OCTOBER 19. 2004
Items for Consideration
1. Susan D. Galloway, Secretary-Treasurer, County of Elgin Land Division Committee,
with a resolution recommending that all Consent Appeals to the Ontario Municipal
Board be referred to the County Solicitor. (ATTACHED)
2) Raymond Ormerod, Community Emergency Management Coordinator, City of St.
Thomas, requesting the use of the Council Chambers on November 26, 2004 for
the City's annual emergency exercise.
3) Dianne Wilson, Secretary, Joint Accessibility Advisory Committee (JAAC),
requesting consideration of the appointment of Ms. Linda Vank to JAAC.
COUNTY OF ELGIN
LAND DIVISION COMMITTEE
450 SUNSET DRIVE
ST. THOMAS, ONTARIO
N5R 5V1
PHONE (519) 631-1460
FAX (519) 633-7661
WoNW.elgin-county.on.ca
October 7,2004
Mr. Mark G. McDonald
Chief Administrative Officer
County of Elgin
450 Sunset Drive
St. Thomas, Ontario
N5R 5V1
Dear Mr. McDonald:
The Land Division Committee passed the following resolution September 23, 2004:
"THAT the Land Division Committee recommend to County Council that all Consent
Appeals to the Ontario Municipal Board be referred to the County Solicitor in order
that the Decision of the Land Division Committee be defended at the Board
hearing."
- Carried Unanimously
The Chair and Vice Chair have requested to appear as a delegation to the County Council
meeting on the October 19, 2004 to explain the rationale that resulted in this
recommendation.
Yours truly,
~lJXlY
Susan D. Galloway
Secretary-Treasurer
THE CORPORATION OF THE OTY OF
ST. THOMAS
Warden Dave Rock
County of Elgin
450 Sunset Dr.
St. Thomas, ON
N5R 5VI
Dear Warden Rock and Members of County Council
The City of St. Thomas has scheduled their annual emergency exercise to take place on
November 26,2004. This exercise is anticipated to run from the hours of9:30 am until
12:00 pm.
Within the City's emergency plan (as with your own) a primary Emergency Operations
Centre (EOC) must be designated by each Municipality. In the past, as is the current case,
the County Building located at 450 Sunset Dr. is the City's primary EOC. With this being
the case I am requesting the use of the County Council Chambers on the above noted
morning to enable the City of St. Thomas to perform their mandated exercise. The use of
this room will assist in familiarizing the attending members in the unlikely event of ever
requiring it due to an actual emergency.
Your consideration of this matter is greatly appreciated.
Sincerely Yours,
~~
CityofSt. Thomas
Community Emergency Management Coordinator
The Municipality of
Central Elgin
DATE: October 14'1\ 2004
REPORT: CAO 67-04
TO: His Worship the Mayor and Council
PREPARED BY: Dianne Wilson, Secretary, Joint Accessibility Advisory Committee
SUBJECT: Vacancy- Joint Accessibility Advisory Committee
TO COUNCIL: October 18th, 2004 APPROVED Y N OTHER
RESOLUTION NO.
RECOMMENDATION:
THAT: Council of the Corporation of the Municipality of Central Elgin approve the application
of Ms. Linda Yank to serve on the County ofElginlCentral Elgin Joint Accessibility Advisory
Committee as recommended by the JAAC members;
AND FURTHER THAT: The above recommendation be approved subject to concurrence with
the County of Elgin Council.
REPORT:
The JAAC recently met on Thursday, October 14th, 2004. At that meeting, an application was
received by the members from Ms. Linda Vank, Dutton, ON (copy attached) indicating her
interest in serving on the Joint Accessibility Advisory Committee. The JAAC members
discussed the application and the need to fill the present vacancy. The Committee noted their
continuous struggle to obtain representation from the easterly portion of the County.
Due to the present vacancy the JAAC members would respectfully request that Council accept
and approve the application from Ms. Linda Yank.
Respectfully submitted:
Dianne Wilson
Secretary, JAAC
On behalf of the JAAC members
Donald N. Leitch
CAO/Clerk
CORRESPONDENCE - OCTOBER 19. 2004
Items for Information - (Consent Aaenda)
1. Ontario News Release Communique, "Ontario Government Improves Access to Civil
Marriage - Municipal Clerks Have Authority to Solemnize Marriage" (ATTACHED)
2. Hon. John Gerretsen, Minister of Municipal Affairs and Housing, announcing the
Ontario Regional Municipal Portal Northwest, or OnRAMP - NW, an online
information and advisory service for Municipal Services Office clients in the
Northwestern region of Ontario. (ATTACHED)
3. Catherine Axford, Executive Assistant to The Honourable Lincoln M. Alexander,
Chairman, Ontario Heritage Foundation inviting council to participate in Ontario
Heritage Foundation's Young Heritage Leaders Program 2004. (ATTACHED)
4. Hon. Dalton McGuinty, Premier, responding to Emergency Management Act
resolutions. (ATTACHED)
5. Hon. Jim Bradley, Minister of Tourism and the Hon. John Gerretsen, Minister of
Affairs and Housing, announcing $20 million Community Use of Schools Program.
(ATTACHED)
6. Hon. George Smitherman, Minister of Health and Long-Term Care announcing
Development of Local Health Integration Networks. (ATTACHED)
7. Hon. John Gerretsen, Minister of Municipal Affairs and Housing, with Open Letter to
Stakeholders re: McGuinty government accomplishments. (ATTACHED)
8. Hon. Steve Peters, Minister of Agriculture and Food, acknowledging Council's
resolution of support for the Canadian red meat producers and advising of programs
for financial assistance available to the farmers suffering financial loss. (ATTACHED)
g. Prime Minister Paul Martin, with a copy of the October 5, 2004 Speech from the
Throne. (available for viewing in Administrative Services)
10) Thames Valley District Health Council and St. Thomas Elgin General Hospital, with
registration information for the public session on October 19, 2004 re: Impact and
Implications for Elgin County of the Transformational Health Care Agenda.
11) Norma I. Bryant, Clerk, Municipality of West Elgin, re: OPP - Police Services
Contract.
In Case of Transmission Difficulties, please call 416-863-2101 or
1-866-309-3811
please Deliver To: County of Elgin
News Release
Communiqué
® Ontario
Ministry of
Consumer and
Business Services
Ministère des Services
aux consommateurs
et aux entreprises
For Immediate Release
September 24, 2004
ONTARIO GOVERNMENT IMPROVES ACCESS TO CIVIL MARRIAGE
Municipal Clerks Have Authority To Solemnize Marriages
QUEEN'S PARK - The Ontario government is giving people greater choice by allowing
municipal clerks to perfonn civil marriages, Consumer and Business Services Minister Jim
Watson announced today.
"Couples seek civil marriages for a variety of personal reasons," said Watson. "People who want
a civil marriage in Ontario will soon have improved access to this service."
Changes to the regulations under the Marriage Act give municipal clerks the authority to
solemnize civil marriages in Ontario. These changes to the act are also aimed at reducing the
demand on judges and justices of the peace, who increasingly have to focus their attention on
court-related duties. Municipalities now have the option to offer civil marriages ifthey choose
and set fees to recover the cost of providing civil marriage services. Local service is expected to
be available in late fall 2004.
"Allowing municipal clerks to perfonn civil marriages complements their current role as marriage
licence issuers," said Municipal Affairs and Housing Minister John Gerretsen. "We will continue
to work with municipalities to improve the quality of life in our communities."
This initiative is supported by municipalities and municipal clerks.
"Municipalities see this as a positive step in providing another level of service for people in our
communities," said Roger Anderson, president of the Association of Municipalities of Ontario.
"Municipal clerks welcome this opportunity to expand their role in the marriage process and
provide a more complete service to those seeking a civil marriage," said R. Jack Watson,
president of the Association of Municipal Managers, Clerks and Treasurers of Ontario.
Approximately 66,000 marriages are perfonned every year in Ontario, five per cent of which are
civil marriages.
.../2
2
Backgrounder
Document d'information
® Ontario
Ministry of
Consumer and
Business Services
Ministère des Services
aux consommateurs
et aux entreprises
September 24, 2004
CIVIL MARRIAGES IN ONTARIO
The Ontario government has taken a step to allow municipal clerks to perform civil marriages in Ontario.
Providing municipal clerks with the authority to perform civil marriages will improve access in a timely
and fiscally responsible manner.
Changes to the regulations under the Marriage Act provide municipalities with the option to offer civil
marriage services if they choose and set fees to recover the cost of performing civil marriages.
Getting Married in Ontario
There are two ways to get married in Ontario: a civil marriage or religious marriage service. A civil
marriage can be performed by a judge, justice of the peace or municipal clerk under the authority of a
marriage licence.
In recent years, judges and justices of the peace have increasingly focused their attention on court-related
duties. As a result, Ontarians have seen reduced access to civil marriage services.
Municipal Clerks
Allowing municipal clerks to solemnize civil marriages builds on their CUlTent municipal role as marriage
licence issuers and increases the number of people providing civil marriage services for all Ontarians. In
addition, some municipalities already have wedding chapels in their municipal facilities.
Municipal clerks are also recognized public servants who are familiar with the legal and administrative
environments of municipal government and the delivery of municipal services. Municipal clerks also have
the authority to collect funds on behalf of the municipality.
An optional training program for municipal clerks has been designed and the Association of Municipal
Managers, Clerks and Treasurers of Ontario (AMCTO) will deliver the program.
Married in Ontario
Approximately five per cent of the 66,000 marriages solemnized in Ontario every year are civil marriages.
- 30 -
Contact:
Derek Nighbor
Minister's Office
(416) 326-3015
Disponible en français
Julie Rosenberg
Ministry of Consumer and Business Services
(416) 326-8558
www.cbs.gov.on.ca
In Case of Transmission Difficulties, please Call 416-863-2101 or
1-866-309-3811
please Deliver To: County of Elgin
Minister Responsible for Stoniors
Mlnlstre des Aflaires municipales
et du Logemenl
Ministre délégué au>< Affalres des perso,m"" âgécs
lei
Minister of Municipal Affairs
and Housing
7T7 Bay Street
Toronto ON M5G 2E5
Tel. (415) óa5-7000
Fax (416) 585-6470
\Y\MW.mah.gov.on.ca.
777. rue Bay
Toronto ON M5G 2E5
To!' (416) óa5-7000
Téléc. (416) 585-6470
www.mah.gov.on.ca
Ontorlo
September 24, 2004
Dear Head of Council:
I am pleased to inform you that the Ministry of Municipal Affairs and Housin£ hM launched the
Ontario Regional Area Municipal Portal Northwest, or OnR4MP . NW, an online
information and advisory service for our Municipal Services Office (MSO) clients in the
Northwestern region of Ontario.
OnRAMP W3$ piloted by the ministIy's Southwest MSO, and results so far have indicated that
municipalities are finding it to be a valuable resource. Regional web portals are planned for the
three remaining provincial MSOs located across the province.
OnRAMP provides immediate access to minisu-y and regionally relevant municipal information
24 hours a day, 7 days a week. You a.nd your municipal staff will now be able to access;
- up-to-date regional, ministry, provincial and federal news and bulletins;
- vital, regionally relevant information, services ItIId reports to support good
governance, municipal finance, housing, rural development, emergency management
and land use plamring;
- MMAH forms and applications;
- E-consultation channels for ministry proposals;
- an e-learning centre with education and training materials online on a variety of
matters of municipal interest;
a municipal events calendar and
- links to related sites.
0nRAMP enhances the ministry's abHity to respond to your need for timely, regionally tailored
municipal information and support services. MSO staff will also continue tQ provide direct
advisory services through training, conferences, meetings, and front COlJDter, telephone and fax
contacts.
/2
-2-
Please visit the Northwestern OuRAMP site at www.mah.srov.on.ca/onramp-nw_ Feel free to
contact us and let us know what you think of the site, or how we can make it more useful to you.
I hope you will find 0nRAMP to be a valuable tool.
Clerk's Office
ONTARIO
HERITAGE
FOUNDATION
FONDAT ION DU
PATRIMOINE
ONTARIEN
Anot-for-prnfitagenc:y
of the Govemment ofOnt3rio
Uf>or,ganismeãbutnonJu=tif
reJevam:dugo""",",ementderOntario
September 20, 2004
OCT 6 2DDI
Warden Dave Rock
County of Elgin
450 Sunset Drive
St. Thomas, ON N5R 5Vl
Dear Warden Rock:
I am pleased to invite your council to participate in the Ontario Heritage Foundation's Young
Heritage Leaders Program 2004.
Now in its fifth year, this important program provides you with the opportuuity to recognize young
people, 18 years old and under, who have made significant contributions to community heritage
preservation.
Looking around Ontario, it's easy to see the difference young people have made to heritage in their
communities. This program is an excellent way to promote awareness of heritage preservation
projects and encourage young people to contiuue their interest in the heritage field.
Councils may submit up to three nominations - one in each of the heritage areas - built, cultural and
natural. Small project groups may also be considered for nomination where there has been a shared
accomplishment. Nominations must be endorsed by a Chair, Mayor, Reeve, Warden, Chief or
Council Presideut of a municipal council, regional council; First Nations council or Métis community
council. Starting this year, Principals of schools can also endorse nominations.
The enclosed promotional brochure is being distributed to local heritage organizations, school boards
and youth groups to help promote the program. I encourage your council to work with these groups to
identify worthy young people.
A Guidelines and Nomination Form brochure explaining the program in detail is enclosed.
The nomination deadline is Fridav. December 17. 2004.
I encourage your council to participate in this program to recognize the significant work being done
to preserve and promote heritage in your community.
Yours truly,
~~4k
Catherine Axford ~/(yL
Executive Assistant to
The Honourable Lincoln M. Alexander, Chainnan
10 Adelaide Street East, Toronto, Ontario M5C Ij'¡ Telephone: (416) 325-5000 Facsimile: (416) 325-5071
10, rneAdelaide est, Toronto (Ontario) M5C IJ3 Téléphone: (416) 325-5000 Télécopienr: (416) 325-5071
Website: www.heritagefdn.on.ca
NOMINATION FORM NAME OF NOM1NEE/GROUP
FOR GROUPS- NAME OF SCHOOL OR ORGANlZATION
'NO~ATING COUNCIL/SCHOOL (M~N/tipa! Cotmd~
r'"'' e".,\ Flm NmI,,, e".,\ Ml#< em.,""'. Co'''''' S"m!) NAME OF PARENT, GUARDIAN OR GROUP lEADER
MAILING ADDRESS OFN01>1lNEE(S)
TOWN/CITY POSTAL CODE
ADDRESS lEL E-MAIL
I -
o INDMDUAL NOM1NEE Age
I;) SMAIL PROJECT GROUP Age Range Number of group nteInbers
TOWNICITY If nominating a small project group. please attach a list of names of all members.
I
POSTAL CODE CA1EGORY OF SUBWSSION (maximum of one nominee pc:rcacego¡y)
I o BUILT I;) CULTURAL o NATURAL
COUNTY/REGION/DlSIRICT OF COUNCILOR SCHOOL THE ACTIVlTIES OFTHE NOMfi'o,lEE/GROUP OCCURRED FROM _1_ TO _I_
I Mollth Ytar Month Year
NAME OF ADMINISTRATIVE CONTACT DESCRIPTION OF ACTIVITIES/ AærEVEMENTS: (250 words or less-please print or attach asepacate typed page)
I Addirional materia1(pubIications, media stories, photogtaphs}suppotting the nomination should be submitted.
TITLE
I
lEL
I
E-MAIL
I
Ienàorselbeattathtàl1l) lnation.
I
NAME (Prioofl1//UrPIRmtlwarJmICbifIPm/MJtør Jtk¡¡.ttt) .
I
TITLE
I
SIGNATURE
L
DAlE Per$Qn~ infonnatton on this form Is co~ected underthe Q¡!wrlo HeriwgeAct. RSQ 1990. c.18 and will be u~d to detennine e1igib1li1y of the nominees and ootify f\Ominòtors.
This Infonnation v.ôll not be used for promotionai purposes wfthout the pennissionofthe redp1ent5.
€:9 @OntarioHeritageFourKlation OSlO< E&OE
HOW ARE NOMINATIONS SUBMITTED!
Nominations must be endorsed by the Chair, Mayor, Reeve, Warden, Chief or Council President (or delegate) of a
municipal COUIJcil, regional council, First Nations council or Mécis community council Principals of schools can also
endorse nominations.
Councils and Principals can each submit ~ nom1nacion for each of the three categories.
Staff and volunteers of community. youth and heritage organizations are ide.ùJ.y suited to identifÿ young people who
are making exceptional conttibutions to heritage preservation in their local area. The Foundation encourages these
organizAtions to contact their local Council with proposed nominations. Teachers are encouraged to propose candidates
for nomination to their school Principal
Endorsed nominations must be submitted on the form provided. A detailed description of the nominee and his/her
adllevements must be included. Additional material (publications, media stories, photographs) supporting the nomination
should be provided. Please limit the additional material to items that will provide new infonnation and insight into the nature
of the nominee's contributions. Please do not send originals of important or official documents, as they will not be returned.
WHAT IS HERITAGE!
Heritage is everything we have inherited. that we value and wish to preserve for future generations.
helps us to understand our past, provides context for the present and in£luences the future.
It is a living legacy that
WHAT IS THE YOUNG HERITAGE LEADERS PROGRAMf
The Ontario Heritage Foundatio¿s Young Heritage Leaders program is designed to recognize the outstanding contributions
that young people are making to local heritage preservation. It is the only recognition program in Ontario that specifically
focuses on heritage.
Whether serving as volunteers for local heritage organizations or initiating their own projects, these young people
are demonstrating a commitment to preserving and promoting the heritage of their communities. ~y honouring their
achievements now, we can encourage them to continue th~ interests in heritage.
The Young Heritage Leaders Program enables municipal and regional councils, First Nations and Mécis communities,
and schools to recognize young people who have made significant contributions to heritage preservation in their communities.
HOW ARE THE RECIPIENTS SELECTED!
Ontario Heritage Foundation staff will review all nominations to ensure cotnplianœ with the program guidelines.
WHO MAKES THE PRESENTATIONS TO RECIPIENTS!
The Foundation will notify the Council/Principal of the nominations by mail and will provide certificates and
achievement pins for the recipients. It is the responsibility of the Council/School to frame the certificates. The
Foundation will send out letters of congratulations to the recipients after the Councils/Principals have been notified.
CoWlcils/ Principals must notifÿ the FoWldation when and where their presentations will take place - for example,
at a cOWlcil meeting, volWlteet recognition event, school ceremony or annual celebration.
WHO IS ELIGIBLE FOR NOMINATION!
Arty resident of Ontario, 18 years old and lU1der, who has made outstanding contributions to their local community in the
3J:ea of built, cultural or natural heritage preservation is eligtöle for nomination.
For schools, a specific class or small project group may also be considered for nomination where the effort is shared.
An entire student body of a scho~l is not eligible. Project groups from youth organizations, such as Girt Guides, Brownies,
Field Naturalists, 4-H Clubs, Boy ScOlm, Cadets and Cubs also quallif for nomination.
ION!
If you are submitting
WHAT IS THE DEADLINE FOR NOMINATIONSf
Completed nomination packages must be submitted no later. than
more than one nomination, please photocopy the original blank form.
material to:
Please send completed forms and supporl
Young Haitage L<adm Progr.un
Ontario Heritage Foundation
Marketing and Conu:nunications Unit
IO Ade1aide Street: East,. Suite 302
Toronto, Ontario
MSC IJ3
Additional information may be obtained by contacting the Ontario Heritage Foundation at:
T"¡' 416-325-5015
Fax: 416-314-0744
E-mail: "", œliDg@haitagcliln.on.<a
Website: www.heritagefdn.on.ca
Aussi disponible en frança.is.
Built:
· bands--on voluntary work to restore or mamtain a heritage structure (buildings, bridges, ere.)
· significanr fimdraising to support restoration of a historical building
· research or writing (books, walking tours, exhibits, websites) on heritage buildings
Cnltnnl,
· significant volunteer service to a musewn or historic site
· researcl:t or writing (books, walking tours, exhibitS, websites) related to local history
· sustained participation in historical re-enactments at local events
· significant voluntary participation on an archaeological dig
· collection of local artifacts, heritage photographs or memorabilia that are shared with the conununity
· volunteer work in pteserving, restoring or re-creating a heritage garden based on historical research
· volunteer participation in activities or· events that protect, preserve or promote First Nations, Méti.s or
Franco~Ontatian heritage
Natural:
· significant volunteer work at a conservation authority/ area or other parkland
· demonstrated leadership in the protection of natural heritage - for example, endangered species habitats,
rare Carolinian forests, wetlands and tall grass prairies
· hands-on efforts to improve a natural heritage site
· research or writing (books, wa1king toutS, wöits, web.sites) related to local natural heritage resources
The Premier
of Ontario
Le Premier ministre
de l'Ontario
Édifice de I' Assemblée législative
Queen's Park
Toronto (Ontario)
M7A 1A1
ltÆ
~.....,.
Ontario
Legislative Building
Queen's Park
Toronto, Ontario
M7A1A1
September 29, 2004
Mrs. Sandra J. Heffren
Deputy Clerk
County of Elgin
450 Sunset Drive
St. Thomas, Ontario
N5R 5Vl
OCT 4 2QO~
Dear Mrs. Heffren:
Thank you for your letter providing me with copies of council's resolutions regarding
firefighters and the Emergency Management Act I appreciate your keeping me
informed of council's activities.
As these issues fall under the jurisdiction of the Honourable Monte Kwinter, Minister of
Community Safety and Correctional Services, I have sent him a copy of council's
resolutions. I trust that the minister will also take council's views into consideration.
Thank you again for the information.
Yours truly,
ºJf~
Dalton McGuinty
Premier
c: The Honourable Monte Kwinter
@
In Case of Transmission Difficulties, please Call 416-863-2101 or
1-866-309-3811
please Deliver To:
County of Elgin
Dave Rock
Warden
.MJn/$try 0' Tourism
Minister
9th Floor, Haarstt3100k
000 Bay Street
TOfDll!a. ON M7A2El
Tel: (416) 32S--æ26
Fax; (416) 326-9336
MinisIry 01 Municipal AttaltS and Housing
Mitlister
171h FI"",
777 Bey Sir",,!
Toronto, ON MsG 2ES
Tel: (416) S8S-7000
Fax: (416) 585-6470
lei
ontario
October 4, 2004
Dear Head of Council:
Our government anncunced, on July 9, a new $20 million Community Use of Schools
Program to help put community groups back into schools and onto playing fields. The
Government of Ontario is committed to building healthier communities by helping District
School Boards open schools to not-for-profit community groups for after-hours recreation
and community activities year-round. This voluntary program, which is a joint initiative of the
Ministries of Education and Tourism and Recreation, will provide funds to school boards that
enter into a Community Recreation and Use Agreement With the Ministry of Tourism and
Recreation.
Education policies of the previous govemment have forced many boards to charge for space
and facilities at rates that not-for-profit community groups cannot afford. This program's
intent is to assist school boards in reducing permit costs and increasing affordable access to
not-far-profit community groups. Our government wants to encourage more On!alians to
become phySically active. The Community Use of Schools Program will help people to do
that, while buifding strong and healthy communities.
Many municipalities across Ontario have already helped to bUild stronger communities and
healthier residents by promoting health and physical activity. We see municipalities as key
partners in this program. Developing joint-use agreements between municipalitiEoJs and
school boards, where they do not currently exist, Will benefit local communities by alloWing
for the prOVision of more recreational. cultural, athletic and educational Opportunities.
Through the Community Recreation and Use Agreements, school boards are being
encouraged to enter into discussions regarding the development of joint-use agreements
with municipalities. If you have not yet done so, we hope that you will take advantage of this
partnership opportunity.
The Ministry of Tourism and Recreation is èurrently gathering sample joint-use agreements
and best practices information, which will be made available to municipalities through the
AMO to facilitate discussions with local District School Boards in developing joint-use
agreements. 11 you have any questions about this program, please contact Cindy Bint, at
the Ministry of Tourism and Recreation, at (416) 314-7682, or bye-mail at
Cindy.Bint@mtr.gov.on.ca.
We would like to thank you for your support of this important iniliawe to promote active,
healthy lifestyies for Ontarians.
John Gerretsen
Minister
Yours sincerely,
~~~
Jim Bradley
Minister
To /County of Elgin
From Hinistry of Health
10/06/04 6,42pm p. 1 of 1
Ministry of Heatth
and Long·Tenn Cara
Ministêre de Ja Santé
et des Soh\$ de longue durãa
~
Ontario
Office of the Minister
10111 Floor. Hepbum Block
80 Grosvenor Street
Toronto ON M7A 2C4
Tet 416-327-4300
Fax 416-3.6-1571
WWw_flealth.gov.on.ca
Bureau du ministre
10' étag., édifice Hepburn
SO. rue Grosvenor
Toronto ON M7A2C4
Tél 416-327-4300
Téléo 416-326-1671
.WWW.heafth.gov.on.ca
Dear Health Care Partner:
As I outlined in my September 9th speech on Ontario's Health Transformation
Agenda, the Government of Ontario is underway with a plan to create an integrated
health care system that is patient-centred and responsive to local health care r¡eeds.
Local Health Integration Networks (LHINs) are a key element of our plan.
I know you are eager to know more details about LHINs, and tomorrow, October 6,
we will release emerging details of our LHIN initiative and will seek your
involvement and input.
Instead of a formal event and presentation, we are making use of technology to begin
an ongoing exchange with the healthcare community and citizens on how we can
implement these networks. Thís is consistent with the evolutionary development of
LHINs in Ontario.
I encourage you to visit the Transforming Health Care section of the Ministry's Web site at
www.health.l!ov.on.ca/transformation. There, you will find the first in a series of regular
LHIN Bulletins, whích is focused on the LHINs geographic boundaries, the methodology
for their selection, and governance. Maps and other relevant information are also available
on the site. The Bulletin also poses some important questions to you, our health care
partners. I encourage you to share your views and suggestions on these topics with us and
help us with the planning work on LHINs that is currently underway.
I thank you in advance for your participation in Ws important initiative. We look
forward to working with you to build the best possible healthcare system for the
millions of Ontarians we all serve.
Yours truly,
&~
~
George Smitherman
Minister
1671-01 (OY04)
753D.-4e5S
In Case of Transmission Difficulties, please call 416-863-2101 or
1-866-309-3811
please Deliver To: County of Elgin
Dave Rock
warden
Minister of Municipal Affairs
and Housing
Ministre dèS Affail"èS municîpales
et du Loogement
~
MinIster Rø"ponsïble for Senio....
777 Bay $!têl>l
Toronto ON MSQ:?:E5
Tet. (416) 585-7COO
Fa>< (415) 585-6470
www.mah.gov.on.ca
Mlnistre délégué aux Affaï...... des personne.. ãghs
777. rue Bay
Toronto ON MSG 21;5
Tél. (416) 585-7000
Té/ec. (416) 585-6470
www.mah.gov.on.ca
Ontarfo
Open Letter to Stakeholders
October 7, 2004
Our first year in government bas been one of progress and accomplisbment. Ontarians are better
off than !bey were a year ago - Ontario's eçonomy is growing; more of us are working; incomes
are rising; inflation is low and more growth is forecast.
The people of Ontario know what their priorities are and have told us in a series of historic
consultations. The McOuinty government is delivering the results thaI Ontarians expect and
deserve. Our government has respOIlded in crucial areas such as health care, where there are
2,400 additional nur$es on the job and new MRIs on track to shorten wait times for medical and
diagnostic services, and in education, where class sizes in the early grades a:re down in more than
1,300 schools.
At the same:: time, we::'rc achieving real, positive change in other key areas such a.5 housing and
municipal affairs.
Municipal Governadce
Our government believes in local democracy, local decis:ion-making and local government. And
we want to provide Ontario's municipalleade::rs with the autonomy, power and flexibility they
need to best serve the needs of their communities. That's why we stepped up the review of
Ontario's MW1Îcipal Açt - three years ahead of schedule - to give local governments more of
the tools they need sooner.
To help us dJ-aft legislation for a planned $pring introduction, we've been seeking Ùle opinions of
municipalities, the business community, ratepayers and other stakeholders on such key elements
as broadening the spheres of jurisdiction, ethics and accountability, and licensing and User fees.
We've aba introduc.ed the Municipal Amendment Act, 2004. This proposed new law would
recognize in legislation the Memorandum of UnderstaDding between the province and the
Association of Municipalities of Ontario. The Memorandum of Understanding sets out the
province's commitment to consult the Association on proposed statutory and regulatory changes
tha.t have a significant effect on municipal budgets and it also provides for consultation with
municipalities on federal-provincial negotiations on matters with direct municipal impacts.
/2
-2-
Ontario was the first province to sign an agreement with its municipal association on federal-
provincial negotiations, and in August, our government extended the tenn of the existing
Memorandum of Understanding by three years to 2007.
This new relationship is already seeing results. For the first time, municipalities have a place at
the table discussing immigration issues and are part of negotiations towards a Canada-OI1tario
Municipal Rural Infrastructure Fund agreement. This is also an important step toward a tripartite
framework agreement that would see municipal government as a full partner with thl'> federal and
provincial governments on a range of manicipal fiscal suslainability, autonomy and
accountability initiatives.
And to make sure Ontario's biggest cityremaiDs strong and prosperous, we are working with the
City of Toronto on a review of City of Toronto legislation to make the city more ÍISCaJly
sustainable, autonomous and accountable, and to give it the tools to thrive in a global economy.
Financial Support for Municipal Services
While working toward improved relationships and new approaches, we continue to make
strategic investments in selVices on which Ontarians rely.
We're delivering on our commitment to transfer two cents per litre of the existing provincial
gasoline tax to municipalities for public transit, 5tarting this month with one cent per Htre.
The McGuinty government has also joined with the federal government and the City of Toronto
to commit $1 billion in multi-year funding for the Toronto Transit Commission.
For those in the Peterborough area hit by floods last July, we provided an immediate $5 JIlillion
in disaster relief. Just eight days after the disaster area was declared, local residents and business
people began receiving cheques. In September, we added a further $3.5 million and we are
matching up to $2 for every local dollar raiscd by the peterborough Area Flood Relief Committee
to settle an eligible claims.
Planning Reform
Our commitment to local decision-making and new tools for communities is also reflected in the
actions we've taken to reform Ontario's planning system.
If passed by the Legislature, our Stroog Communíties (Planning Amendment) Act, introduced
last December, would give communities mofL" tools and more coulrol over local growth.
It would allow municipalities to prevent unwanted urban bOUIldary expansion, give them more
time to review planning applications, especially Official Plan changes, require planning decisions
to "be éonsistent with" the J.>rovincial Policy Statement, and allow the Minister to declare certain
matters before the OMB to be of provincial interest.
/3
-3-
Our government recognizes that more needs to be done. Over the summer we received input
from stakeholders and the public on various aspects of planning reform, including the need for
reforms to the Ontano Municipal Board. Thal input will give us options for moving forward
with further reforms to ensure an effective and more efficient land use planning system.
Greenbelt Protection
Addœssing the urgent need to plan for well-managed growth in the Greater OoldM Horseshoe
area, we're moving forward on pennanent greenbelt protection to contain urban sprawl and
protect important agricultural and environmentally sensitive lands.
We're using the recommendations of our Greenbelt Task Force to develQp a draft plan for
perrnanênt greenbelt protection. We intend to pnblicly consult on this in the fall and introduce
legislation as soon as possible.
Rural Plan
Our commitment to building strong communities must consider the needs of all of Oritario's
communiti¡;s -large and small.
That's why we sought input from a broad cross-section of stakeholders from rural Ontario. OUf
plan will articulate our vision for the province's rurnl communities and will provide us with a
coordinated approach to shaping the polícies and delivering the programs and services that reflect
the diversity and uniqueness of rural communities.
Our plan will contribute to the development of strong ror;ù communities in four ways. It will call
for sustainable municipal fiscal capacity and infrastructure. It will have strong local r\lr;ù
economies as one of its requisite features. It will call for a healthy social c1imate and demand a
clcan and healthy environment.
We expect to announce the details of our rural plan within the next several weeks.
Affordable Housing
In March, we established our new Provincial Rent Bank program, which provides funding to
municipalities to help low-income tenants avoid eviction if they can't pay their rent because of an
unforeseen crisis. The province committed $10 million in provincial grants to municipalities that
currently operate or wish to establish rent banks, increasing overall rent bank funding ten-fold.
In addition, our government has improved rent supplements under the Strong Communities Rent
Supplement Program. The revised program guidelines and a new memorandum of understanding
between the ministry and municipal service managers offer municipalities greater flexibility and
a long-term funding commitment for the program.
/4
-4 -
Ontario also needs rent controllegislatioI! that is fair to both tenants and landlords. Unlimi ted
rent increases can hardly be considered fair to tenants. A1Jd yet that's what the Tenant Protection
Act allows, Between 1997 and 2003, average rents across the province soared by 23 per cent.
Despite the current high vacancy rates, average rents have only dropped slightly, after years of
double-digit increases. Right now, too many Ontario renters - more than 30 per cent _ can't
afford adequate housing. They are living in apartments that are too small for their families and
require too much of their income.
We plan to introduce legislation LO provide real and balanced protection for both tenants and
landlords, and to encourage the growth and proper maintenance of rental housing across the
province. This legislation foHows extensive consultation with the people of Ontario on the
Tenant Protection Act. A total of 1,500 people attended 10 LOwn hall sessions across the
province. Hundreds of submissions were received, and 4,800 questionnaires were completed,
In June 2004, the government amended the Tenant Protection Act to provide a ''time out" while
we consulted with tenants and landlords on Dew residential tenancy legislation. The amendment
means that rent increases for 2005 will be based solely on the Rent Control Index _ a formula
that takes into aCCOunt increases in operating costs faced by landlords. The amount of the 2005
guideline will be 1.5 per cent - the lowest 3:tnount in Ontario's history of rent controls.
Building On the achìevements of our Ï1I'St year, the McGuinty government will continue to deliver
real, positive change.
For our part, the Ministry of Municipal Affairs and Housing will c.ontinue to advance the
government's priorities of developing strong communities that have effective, accountable and
responsive loç¡¡J governments.
We will ensure a land-use planning system that facilitates good growth management and well.
planned communities, now and in the future.
And we'l! encourage a housing and rental market that responds to the full range of
accommodation needs of Ontarians.
Over the past year, I have enjoyed the opportunity to meet and work with many of you on these
initiatives. I look fOlWard to continuing this productive relatÎonship in the year ahead.
Office of the Minister
Bureau du ministre
® Ontario
Ministry of Agriculture
and Food
Ministère de I' Agriculture el
de I' Alimentation
77 Grenville Street, 11th Floor
Toronto, Ontario M5S 183
Tel: (416) 326,3074
Fax: (416) 326·3083
77, rue Grenville, 11 e étage
Toronto (Ontario) M5S 183
Tél.: (416) 326,3074
Téléc.: (416) 326·3083
f'J> .":: n C~ ?Q;F}
\, \; 1 "" "'" __~"
OG';
Mrs. Sandra J. Heffren
Deputy Clerk
County of Elgin
450 Sunset Drive
St. Thomas, Ontario
N5R 5Vl
DearMrs~r~
Thank you for your letter of September 15, 2004 expressing council's support for red meat
producers who have suffered financial losses as a result of the closure of international markets
to imports of live Canadian ruminants and some meat products. I appreciate how difficult this
situation is for Ontario's ruminant producers, and would like to tell you about the assistance
that is available to Ontario farmers.
Since a case of bovine spongiform encephalopathy (BSE) was discovered in Canada in
May 2003, the Ontario government has been working with the federal government and industry
representatives to determine the best way to assist Ontario's ruminant producers. Over
$260 million has already been distributed to Ontario producers through provincial and federal
BSE recovery programs.
On September 27, 2004, the Honourable Dalton McGuinty, Premier of Ontario, announced
that this government will provide an additional $30 million to help the cattle industry recover
from the fallout of BSE. This is part of a long-term strategy developed in consultation with the
provinces, territories and industry groups, and is designed to ensure the long-term viability of
Canada's beef industry.
Farmers who meet the eligibility requirements also qualify for [mancial assistance under the
Canadian Agricultural Income Stabilization (CAIS) program. This program is helping Ontario
farmers protect their operations from large and small income declines. CAIS is directing
government funds to producers by combining stabilization assistance (formerly the Net Income
Stabilization Account program) and disaster assistance (formerly the Ontario Farm Income
Disaster Program) into one program. For more information on CAIS, visit the ministry's web
site at wwW.omaf.gov.on.ca or speak to a client service representative at 1-877-838-5144.
.../2
Ministry Headquarters: 1 Stone Road West, Guelph, Ontario N1G 4Y2
Bureau principal du ministère: 1, rue Stone ouest, Guelph (Ontario) N1G 4Y2
Invite Ontario Home
Invitez 'Ontario chez veus
~.~
- 2-
Under the Mature Animal Abattoir Fund (MAAF), the Ontario government is making
$7 million available to operators of licensed abattoirs to expand the province's capacity to
slaughter mature animals. This initiative will help cattle producers by reducing the oversupply
of mature animals in the province. Under the first phase of the program, the government has
signed agreements valued at just under $5 million with four abattoirs in the province. An
aunouncement concerning the remaining funds of the Mature Animal Abattoir Fund will be
made shortly.
Other assistance is also available to farmers. Those in need of financial or program
information assistance can call the BSE Help Line at 1-888-292-5856, or the federal
government's Farm Consultation Service at 1-888-292-5856.
The Farm Line is a confidential, anonymous service that offers emotional support and referral
services for Ontario farmers and their families. I urge anyone in need of assistance to access
The Farm Line at 1-888-451-2903.
Clearly, the best solution for everyone on both sides of the Canada-US border is the early
re-establishment of trade in Canadian livestock. This is critical in a continental context, to
facilitate the re-opening of key international markets to North American beef. Harmonized
BSE responses, including protocols for continued trade within North America, are integral to
resurrecting both the Canadian and US beef and cattle trade internationally. I have personally
delivered this message to American officials at every available opportunity, including during
my trip to Washington, DC earlier this year. I will continue to work with our federal
government and our American neighbours to convince them of the need to resume trade in all
Canadian livestock as soon as possible.
Thank you, once again, for sharing council's concerns with me.
Sincerely,
~
Steve Peters
Minister
III!
OCT ! f! 2ifO,i
PRIME MINISTER· PREMIER MINISTRE
C!j;~~
October 5, 2004
Dear Mayor:
It is my pleasure to provide you with a copy of the Speech
from the Throne which sets out the Government's priorities to move
Canada forward.
In this Speech from the Throne, the Government has
committed to set aside, for the benefit of municipalities, a share of the
federal gas tax to enable them to invest in new sustainable infrastructure.
The New Deal for Cities and Communities is not just about
stable and predictable funding. It is also about building relationships that
will enable us to address priority issues. The Honourable John Godfrey,
Minister of State, Infrastructure and Communities, will continue to work
with you and with his counterparts in the provinces and territories to move
forward on the New Deal.
Yours sincerely,
" '. " '>:"'::,'\-~\,\'i:'::;'''';';:~, <.-' '\:':<,,, ,:.':,'\'" " :. ,::.:~' ,:.':':~"-,;'.:c'_--;~' ',;,',:
. Impact and ImplkCltionsfor .
Transformafi()naIHeån· .'
. ,"",,'-
'.-: :.' ,', "'" ',":,',- '. '-
,:":,",':''-'.': "',::..',,,'..,....':.': ::.--"'.':',.,.-.";", ,',.""..
. . .. Mark Your ..
'....., Calendar!
, ' Tuesday,
. October 19th
... . .2004
\ . " , ". .
.. 7:00-9:00pm.
. "", '--,,'
.,,-"',:.
'. ,,' '" ,-,--'.,,--,
. - " '
..... . St.Thomas .
. Seniors' Centre
. 225 Chestnut . St.
. St. Thomas
·
.rormore information.
, ',", .",'," .. ',' ,"" "
or to. register . contact:
Trida PÒller,· . .
· Senior Health Planner,
tham~.s Vc:tlley Dish·iet
· aeolth Council at . .
(519)858-5015 X 222 or
byemailat ... ..
·tpOtteretVdhc:òn.ca
,,' ;' '::<,'.'--:: ',;__ ~c:',',,' - . ,:-,- ",-,~ '::,' --".' '.' ", " --:, ,'~" ,
¡~..:..:,~,_'_,j;<.____"_'__-":.;.~__'__:.:c.:,__,'_<_.__'::..~..cC:O".:.__ "~'__'" ~~_~-
;~~~~(i~f,
The Elgin Health System Planning
Committee of the Thames Valley
District Health Council in collaboration
with St. Thomas Elgin General Hospital
invites you to participate in this
dialogue with the community and
community health leaders in
Elgin County.
The session is designed to provide a local
context to provincial changes concerning the
way health care will be delivered. A panel of
local health care leaders from the health care
spectrum will share their perspectives and
invite dialogue on how to develop strategies
to meet the challenges of the new health care
agenda in Ontario.
..~~""'\)is11Ìc/I(".~
$f .V"" '€i
;;>~~~
<> ~
o ...
â ;¡:
'$:: ~
~ ~
~.?, ~'6
Wdesa1\lÓ"'
"Success will depend on all providers, government and
everyone with a stake in the health care system working
tst. Thomas-Elgin
General Hospital
Woôingro¡!l/Je!f.-YowGoOOHof ¡
"~/10/~~~4 1~:16
519785~644
WEST ELGIN MUNICIPAL
PAGE 01
W4~ c#lffutricipaIit~ nf )lfikro: It!Igitt
October 15, 2004
County of Elgjn
450 Sunset Drive
St. Thomas, ON
N5R 5V1
BY FACSIMILE 519-633-7661
Attn: Mark McDonald
Dear Sir:
RE: OPP - POLICE SERVICES CONTRACT
Please be advised that the Council of the Municipality of West Elgin, passed the
following resolution at their meeting held on October 14,2004:
Properly Moved and Seconded;
RESOLVED that the County of Elgin continues its role as coordinator/negotiator of
the Police Services Contract with the Ontario Provincial Police on behalf of the
municipalities, with the final contract to be adopted by the participating local
municipalities.
THAT the County continue to organize and administer the Elgin Group Police
Services Board on behalf of the participants.
THAT no RFP for Police Seryices be issued or called.
THAT a contract renewal with the OPP for the policing be negotiated for a
minimum of Five (5) years if available.
THAT cost sharing and payments continue on the same basis as the previously
established contract.
DISPOSITION: Carried.
Yours truly,
~'<L J Â;r~ -t:
Norma I. Bryant. HOI1BA, AMCT
Clerk
ce. Elgin County municipalities
Elgin County OPP
224 3 Hoskins Line, Box 490, ROdney, Ontario NOl 2CO Tel: (519) 785.0560 Fax; (5 ¡ 9) 785-0644