December 13 & 15, 2005
ORDERS OF THE DA Y
FOR TUESDAY, DECEMBER 13TH, 2005
EVENING - 7:00 P.M.
1 st Call to Order - the Chief Administrative Officer shall preside (Procedural
By-Law Section VIII)
2nd Election of Warden
(1) Candidates for Warden to Stand
(2) Prospective Candidates to Speak (in alphabetical order)
(3) Proceed with Election (Ballot or Resolution)
3rd Signing of Declaration of Office and Administration of Oath
4th Gowning
5th Presentation - by Immediate Past Warden, James Mcintyre
Chain of Office
Lord Elgin Watch
Gavel of Office
6th Warden's Address
7th Resolution to Destroy the Ballots (if needed)
8th Committee Appointments - recommendations from incoming Warden
9th Other Business
10th Recess
WARDEN'S RECEPTION
LOWER LEVEL - COUNTY ADMINISTRA TION BUILDING
FOLLOWING ADJOURNMENT
ORDERS OF THE DA Y
FOR THURSDA v: DECEMBER 15. 2005 - 9:00 A.M.
PAGE # ORDER
1 st Meeting Called to Order
2nd Adoption of Minutes - for the meeting of November 22, 2005
3rd Disclosure of Pecuniary Interest and the General Nature Thereof
4th Presenting Petitions, Presentations and Delegations
DELEGATIONS:
2-4 9:00 a.m. Bob Habkirk & Dr. Tom Lacroix - MedQuest 2006, an initiative to
expose local high school students to the world of medicine. (see
attachment)
5-8 9:15 a.m. Sally Martyn, Chairman, Communities in Bloom and Brian Chatfield,
Co-President, London Cycling Club - inclusion of Bicycle Lane during
reconstruction of Highway #4. (see attachment)
9:30 a.m. Joanne Ferguson - regarding Council's Road Widening Policy (see
attachment)
9:45 a.m. Jenny Phillips - 2005-2006 Accessibility Plan (see attachment)
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
11 th Motion to Rise and Report
12th Motion to Adopt Recommendations from the Committee Of The Whole
153-157 13th Consideration of By-Laws
14th ADJOURNMENT
I LUNCH WILL BE PROVIDED
9
10-28
5th
29-108 6th
7th
109-129
130-152
8th
Dates to Remember:
January 13, 2006 Draft Budget mailed to Council
January 24,2006 9:00 A.M. - County Council Meeting
MedQUEST synopsis
MedQUEST is a week-long summer camp designed to expose selected Grade 10-11 students from
medically underserviced communities to health careers. There is evidence that kids from these
communities apply to medical school less than their urban counterparts1. Other programs have
shown that a week-long experience at this stage can increase these students' standardized
scores on entrance examinations like the MCAT and successfully increase the likelihood of their
participants getting into a health care career.
However, it is important to temper this enthusiasm. Simply putting students in a volunteer
position in a hospital may expose them to specialists rather than family physicians. Unless well
designed, these pre-medical school experiences may have the unintentional effect of driving
students away from a career in family medicine2.
Why Are Long-term Solutions Required?
Given the relative undersupply of family physicians graduating from Canadian
programs, there is intense pressure on communities looking to recruit family
physicians. These communities often look abroad to other provinces or foreign trained
physicians. They may become involved in bidding wars in efforts to lure recruits to their
community.
Unfortunately, this does not serve the best interests of the communities who lose these
individuals to headhunters. Some countries, like South Africa, have desperate needs for
physicians at home and are trying to convince the Canadian Government to stop the
mass exodus of their physicians. Those communities who do not have the ability to
fundraise massive amounts are also placed at a disadvantage.
Instead, attempting to rectify some of the causes of the maldistribution of physicians
seems warranted. Increasing the number of local kids applying for and successfully
matriculating into medical school will increase the chances that they will return home.
Helping them return to their home communities to continue their training will prevent
urbanization during their University life. Improving the prestige and rebalancing the
remuneration of family physicians will also help attract physicians-in-training into these
rewarding careers.
Diagram 1, taken from Benjamin Chan's ICES Report on Supply and Utilization of GP
and FP in Ontario (2005) shows the dismal state of affairs in Southwestern Ontario.
Kent, Lambton, Essex, Elgin and Oxford are 5 of the 10 counties with the fewest
number of family physicians, making it the shortest supplied area in the province. Kent
County holds the dubious distinction of being the most underserviced county in Ontario.
To successfully tackle this enormous problem, a combination of short, mid and
longterm programs is required.
1 References available on request
2 Sottosanti M, Lacroix T. The role of pre-medical school clinical placements on
career goals: Be careful what you ask for! AFMC-RCPSC-MCC-CFPC-CAME Medical
Education Conference, 2005:Saskatoon, Saskatchewan, oral presentation
Diagram 1:
supply anll Utlllzatlon Of G&lIlIfSI Prs,:t1t100&f anll fallllly Pl1yslclan S&f\Ile&8 In Ontsrlo
Flrnllr.g~E;(1IIb1'.s
Exhibit 15. Number of full-time equivalent (FTE) GPIFPs per 10,000 population, by county,
in Ontario, 2001i02 coot'd.
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MedQUEST Policies & Procedures Budget:
Over the last 12 months, the MedQUEST organizing team has been involved in
intense efforts to try and determine reasonable costs to run this type of program.
Through the Saria pilot camp during July 2005, we tried out a variety of teaching
aides and models to allow streamlining during the program rollout this year.
Furthermore, we surveyed some of the other MedQUEST programs from across the
continent to determine if any better models exist or if any lessons could be learned.
There will be contributions from both the central camp administration as well as the
communities at-large.
Start-up Costs: $5150
Mannequins:
Disaster kit:
Promotional videos:
Sports equipment:
$3700
$1200
$100 (10 @ $10 ea.)
$150
There are initial startup costs that may be incurred in acquiring the materials needed
to run a camp like MedQUEST. During the pilot project, some of our startup costs
may have been higher than would be expected in your first venture. We did try out
several mannequins that may be unnecessary in future camps. Some promotional
materials will be covered by the central administration of the program this year.
Ongoing Costs:
Central administration:
Counsellor stipends:
Director stipend:
Website maintenance:
$4000 (covered by the University) *
$7800 (covered by the University) *
$2400 (covered by the University) *
in kind
Food:
Transportation:
Scholarship program:
Conference facilities:
Stuffed animals:
Misc. bandages, etc.
$1000 (covered 2 days lunch x 40 students)
Variable (pilot camp obtained at no cost through
community)
$900
$450
$25
$100
*registration/administration fees will be used to defray central costs and provide
materials that will be common to all camps (ie: scrubs, lanyards, promotional
materials, conference bags, etc.). SWOMEN registration/administration fee to
campers is $100 per student.
We will be able to support a significant amount of the administrative costs through a
centralized application system. At this point, we have secured funding for a
MedQUEST Coordinator working at a 0.6 FTE, from a central budget.
Presentation to the County Council of Elgin, December 15, 2005
The Communities in Bloom committee of the Municipality of Central Elgin believe that
incorporating bicycle paths along the major roadways in Central Elgin is an important
recreational and environmental project. When we learned that Highway 4 from St. Thomas to
Port Stanley would be undergoing reconstruction in 2006 and 2007, we approached the Central
Elgin council at their October 11 th meeting and asked them for their support of incorporating a
designated bicycle lane for this highway. At that meeting a motion was passed to asked the
county to incorporate a designated bicycle lane on Highway 4 during its reconstruction. This was
sent on to Mr. Clayton Watters. Un November 16th, Sally Martyn, co-chair of Communities in
Bloom and Ron Richards, Recreation Co-ordinator for Central Elgin, met with Mr. Watters to
discuss the plans and how our objective could be met.
The following are the reasons we think setting out a designated bicycle lane at this time is
important.
1. Safety: Highway 4 is a busy road and bicycles need space to travel safely on this road
out of the main driving lanes. Sargent Brian Chatfield of the St. Thomas detachment of the OPP
is the current co-chair of the London Cycle Club with his wife. He believes that the safest
placement of a bicycle lane is directly beside the driving lane so that vehicular traffic has a clear
view of the bicycle traffic. The engineer, Chris Lierman of Spriet and Associates that Mr.
Watters consulted said that there would be 3 m of paved shoulder and that the bicycle lane would
take 1.8 m ofthis area and simple painting of this lane would add no cost. This lane could still be
used for emergency pull offs and bicycles would just have to go around them.
2. Timely and Cost Effective: As you are already reconstructing this road, it is the time
to do it and as noted above it would cost no more than the signage needed according to Chris
Lierman of Spriet and Associates. Weare not asking for a separated area for a bicycle lane which
would add to the costs.
3. Recreation: Bicycle clubs and individuals already bike this road in large numbers and
as fuel prices continue to climb, more and more people will be using bicycles. It is a great way to
see the county side and get excellent exercise. Getting more exercise especially for young people
is very important and needs encouragement.
4. Tourism: Port Stanley is a tourist destination and many come by bicycle including
many American biking clubs. This bicycle lane would encourage even more to tour by bicycle.
We would also work with the cities of St. Thomas and London to create a bicycle route from
London to Port Stanley.
5. Environment: Bicycles are good for the environment. They don't pollute.
6. Public Support: We believe that there is much public support for bicycle lanes and
that incorporating them into this reconstruction will bring excellent publicity for the County of
Elgin.
At the meeting with Mr. Watters, we agreed that the paving already being proposed
would be quite adequate to meet our needs. We do not wish to have a separated bicycle lane for
safety reasons. It was the form that the signage would take that we have not yet settled on.
Following that meeting, I visited the OPP office on John Wise Line and spoke with a Sargent
who directed me to Sargent Brian Chatfield who would be on duty the next day. On November
17th, I spoke with Sargent Chatfield and received his full support for the idea. He told me of
several areas that have these lanes on highways very similar to Highway 4. I am enclosing a
picture of a bicycle lane sent by Sargent Chatfield of a road similar to Highway 4. The picture is
of a road and bicycle path at Colbome, near Trenton. He shared his knowledge and experience
with me of different types of bicycle lanes and his support ofthe type we proposed as being the
safest in his opinion.
At a recent workshop in St. Thomas, Go For Green (a national non-profit organization
that encourages outdoor physical activity that benefits both the individual and the environment)
suggested that St. Thomas and Elgin County needed to work on walking and bicycling trails for
healthier living. lory Parent, physical activity promoter for the Elgin-St.Thomas Health Unit
agreed to work on a "culture of active transportation for all citizens and visitors" over the next
few years. Our proposed bicycle path would help implement this plan. We will also work with
London to plan a safe route for cyclists from London to Port Stanley.
Mr. Ron Richards has checked with Cowan Insurance and found that signage is the most
important aspect for safety especially at all intersections.
At our presentation, we will bring two letters of support from the London Cycling
Association and the Ontario Cycling Association as well as the Bike Master Plan for London.
Thank you for giving Brian Chatfield and myself time to speak to you and hope we can
convinced you to incorporate a designated bicycle lane into Highway 4. We will continue to work
with Mr. Watters to get the correct signage needed for this endeavour. In the future we are also
planning other bicycle paths in Central Elgin.
Sally Martyn
Co-chair of Communities in Bloom for
Central Elgin
3 December 2005
Elgin County Council
I was recently contacted by Sally Martyn, of Communities In Bloom - Central Elgin, she
advised me that she was interested in seeing the reconstruction of Sunset Rd. (#4
Highway) from St. Thomas to Port Stanley include a marked bicycle lane. Her proposal
was of great interest to me for two reasons. First: my wife Karen and I have recently
been elected as the co-presidents ofthe London Cycling Club. The London Cycling Club
is a bicycling touring club with a membership of 140 avid cyclists. The club cycles from
April until the end of October, meeting at the Saturn Playground in London and riding
routes with average distances of 60 to 120 kilometres. Our routes are pre-planned and
take us out of city traffic to the rural routes surrounding the City of London. We
frequently ride in Elgin County, enjoying the scenery and varied terrain.
The objectives of the London Cycling Club as set out in our By-Laws are:
1) To conduct, encourage and promote safe cycling and to promote general interest
in cycling.
2) To ascertain, defend and pursue the rights of cyclists.
3) To assist the community at large in the promotion, encouragement and
understanding of all aspects of cycling and related activities.
4) To carry out its objectives in concert with other organizations of cyclists
throughout the world.
We are always pleased to hear of plans that look to improve the safety of cyclists and
encourage cycling as a means to a healthier lifestyle and non-polluting means of
transportation.
On the 25th of April 2005, our past President Mr. Tom Jolliffe, sent a letter to Brian
Turcotte the Senior Planner for The City of London. In his letter Mr. Jolliffe was
offering his comments, as President of The London Cycling Club, on the City of
London's proposed Bicycle Master Plan. Mr. Jolliffe stated: "While cycling contributes
to a healthier lifestyle and positively promotes a sustained environment, I cannot over-
emphasize the cyclist's desire to arrive alive."m____ ....._m_ ...__.m__mm_mm______ m____
In order to afford cyclists the safest cycling environment, my wife and I, on behalf of
The London Cycling Club encourage the consideration of the establishment of, marked
and delineated on-road bicycle lanes during any reconstruction of roadways within the
Province.
The second reason for my interest in Sally Martyn's proposal is because I live in St.
Thomas and had the flames of my interest in cycling fanned while riding Sunset Road
from St. Thomas to Port Stanley. I am employed in a high stress profession and nine
years. ago I came to the realization that my sedentary life style and aging was causing
deterioration in my level of fitness. I will never be a runner and shift work made
attendance at gyms difficult. I wasn't a very experienced cyclist but I purchased a used
mountain bike and looked for a safe route for a novice cyclist. The route I picked was
Sunset Road from St. Thomas to Port Stanley. In the past nine years I have ridden
thousands of kilometres and have found few roads that provide a novice cyclist with the
safety, diversity and pleasurable riding experience of Sunset Road. The volume of
cyclists travelling on Sunset Road is evidence that many residents of Elgin County are
experiencing the pleasures of cycling this road. The inclusion of a marked and delineated
lane during the re-construction of Sunset Road will clearly indicate your support of
cycling in Elgin County and make one of Elgin County's most cycled roads safer and
even more cyclist friendly.
Brian Chatfield
Co-President
London Cycling Club
Jeff, John, Colin, Joanne and Joyce Ferguson
43850 Ferguson Line
St. ThOD1as~ Ontario
N5P 3Tl
Phone 631-3463
Fax 631-8843
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December 6, 2005
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Warden and Members of Elgin County Council
In Care of Sandra RefIren, Deputy Clerk
To Who It May Concern:
We would like to meet with County Council i.n regards to the road wideni.ng
policy on Highbury Avenue. In order to proceed with our severance applicatiollt we
would like to meet with Elgin County Council as soon as possible.
It has come to our attention recently. due to a severance application that the
County has a policy to purchase 10 feet of land along Highbury in order to have the
severance application go through. The property for the severance fronts on Truman Line
(91.1 # 43862). and the property to the west of this on Truman r;,ine.
We were not aware of this policy on Higbbury Avenue or the fact that the road
was going to be widened in the near future. In discussing this issue with various people
in the last week or so, it seems that Highbury will not be widened or changed for many
years. Weare concerned with the facts that the road widening will not take place soon
and that the value that the County is offering for the property is not near enough for
today's market value.
In conclusion we are not at all interested in selling this property (being 10 feet),
until there is a definitive plan in place for Highbury to be widened to 4 lanes. We are
asking County Council to review this policy.
Best Regards, .
fI19O/LNV-~~~
4e Fergusoo
Signing for Jeff. John, Colin and Joyce Ferguson
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JOINT ELGIN/CENTRAL ELGIN
2005-2006
ANNUAL MUNICIPAL
ACCESSIBILITY PLAN
November 16,2005
INDEX
JOINT ELGIN/CENTRAL ELGIN
MUNICIPAL ACCESSIBILITY PLAN (JAAC)
SECTION
PAGE NO.
Objectives
Municipal Highlights, Population and Organizational Structure
County of Elgin
Municipality of Central Elgin
Establishment of Accessibility Working Group
1
1
2
2
Executive Summary
Mission Statement
Aim
Co-Ordinators
2
2
3
3
3
Members ofJAAC
County of Elgin/Municipality of Central Elgin Commitment to Accessibility Planning 4
Achievements from 2004-2005 4
Response to a Complaint - County of Elgin Telephone System 5
Barrier Identification Methodologies 5
Barriers Identified and Status of Elimination 6
Focus for 2006 13
Review and Monitoring Process 13
Communication of the Plan 13
Recommendations 13
Signature Page 14
Appendix "A" - County of Elgin 2005 Summary of Barriers Addressed 15
Appendix "B" - Municipality of Central Elgin 2005 Summary of Barriers Addressed 17
JOINT ELGIN/CENTRAL ELGIN
ANNUAL MUNICIPAL ACCESSIBILITY PLAN
2005-2006
EXECUTIVE SUMMARY
The purpose of the Ontarians with Disabilities Act, 2001 (ODA) is to improve opportunities for
persons with disabilities and to provide for their involvement in the identification, removal and
prevention of barriers to their full participation in the life. of the province. To this end, the ODA
mandates that each municipality with a population over 10,000 forms a committee to identify
accessibility barriers with membership composed of a majority of persons with disabilities and to
prepare and publish accessibility plans annually.
A new Accessibility for Ontarians with Disabilities Act, 2005 (AODA) became effective June 13,
2005. In addition to requirements of the ODA, an Accessibility Standards Advisory Council will be
struck to advise the Province on the process for the development of accessibility standards
and the progress made by newly-formed Standards Development Committees in developing
proposed accessibility standards. Groups of standards will be developed for completion
within 1-5 year time frames. Legislation includes that Ontario is to be barrier-free within 20
years. Until standards are in place, the ODA remains in effect as well.
This is the third annual plan (2005-2006) prepared by the Elgin/Central Elgin Joint Accessibility
Advisory Committee (JAAC). The report describes: (1) the measures/achievements of the
County of Elgin and the Municipality of Central Elgin (Elgin/Central Elgin) over the past year, and
(2) the measures committed to be taken during the current year (2005-2006), to identify, remove
and prevent barriers to persons with disabilities who use the facilities and services of Elgin/
Central Elgin, including employees, volunteers, visitors, and other members of the community.
This year, Elgin/Central Elgin committed itself to the continual improvement of access to
municipally-owned or leased premises, facilities and services for employees, volunteers, and
visitors with disabilities; the participation of persons with disabilities in the development and
review of its annual accessibility plan; and the provision of quality services to all members with
disabilities within its jurisdictional community.
The accessibility working group, in its first annual plan, identified 70 barriers to persons with
disabilities. The most significant findings were that Elgin/Central Elgin facilities are not fully
wheelchair/mobility/vision/hearing accessible. Over the next several years, budgets need to
include funds to eliminate these barriers. For 2006, the JAAC recommends removing 8 barriers
in Central Elgin and 16 barriers in the County of Elgin, or as legislated by Provincial standards.
MISSION STATEMENT
The JAAC adopted the following as its Mission Statement:
liTo identify, remove and prevent barriers to persons with disabilities who use the facilities and
services of the County of Elgin and the Municipality of Central Elgin, including employees,
volunteers, visitors, and all members of our Community."
2
AIM
This report describes: (1) the measures that Elgin/Central Elgin have taken in the past, and (2)
the recommendations from the JAAC for measures to be undertaken by Elgin/Central Elgin during
the year (2005-2006), to identify, remove and prevent barriers to persons with disabilities who use
the facilities and services of Elgin/Central Elgin, including employees, volunteers, visitors, and
other members of the community.
OBJECTIVES
This report:
1. Recommends the process by which Elgin/Central Elgin can identify, remove and prevent
barriers to persons with disabilities.
2. Reviews earlier efforts to remove and prevent barriers to persons with disabilities.
3. Lists the facilities, policies, programs, practices, and services that JAAC recommends
Elgin/Central Elgin to review in the coming year to identify barriers to persons with
disabilities.
4. Describes the measures Elgin/Central Elgin should undertake in the coming year to
identify, remove and prevent barriers to persons with disabilities.
5. Describes how Elgin/Central Elgin would make this accessibility plan available to the
public.
MUNICIPAL HIGHLIGHTS. POPULATION AND ORGANIZATIONAL STRUCTURE
COUNTY OF ELGIN
The County of Elgin is situated along the north shore of Lake Erie and encompasses more than
187,966 Ha. with a population of 45,065 citizens (2003). The County is an "upper tier"
municipality, which includes seven constituent "lower-tier" municipalities within the County
structure, and one separated City. Each of these has their own separate system of governance.
Corporate headquarters is located at the County Administration Building, 450 Sunset Drive, St.
Thomas, partway between the City of St. Thomas and the Village of Port Stanley.
Areas of jurisdiction under the County corporate structure include responsibility for: County
Council directives, by-laws, policies and procedures; County Libraries (11 branches plus 1 main
office); design and construction of the County Road System; emergency services (emergency
response, policing for 6 municipalities, 9-1-1, land ambulance); protection of County assets and
expenditures; operation of 3 Homes for Seniors; Human Resources services to over 300
employees; Ontario Court of JusticelTraffic Ticket Payment Centre; Ontario Works/Social
Services (administered through the City of St. Thomas); protection of County forest cover; and
severing of land.
MUNICIPALITY OF CENTRAL ELGIN
The Municipality of Central Elgin is a progressive, dynamic urban and rural municipality, located
on the shores of Lake Erie in the heart of southwestern Ontario connected by 370 kms. of
municipal roads. The Municipality of Central Elgin encompasses 325 square kms. in area and
has a population of 12,360 citizens.
3
The Municipality of Central Elgin is a "lower tier" municipality with its own separate system of
governance within the County of Elgin structure. The Administration Office for the Municipality of
Central Elgin is located at 450 Sunset Drive, North Wing, S1. Thomas.
Areas of jurisdiction under the Municipality of Central Elgin structure include: Council by-laws,
policies and procedures; protection of Central Elgin assets and expenditures; Human
Resources; Strategic Planning; Building Inspection; By-law Enforcement; Zoning/ Committee of
Adjustment; Municipal Roads System; Sanitary Sewer; Storm Sewers and Municipal Drains;
Potable Water; Parks and Recreation; and Solid Waste.
THE ACCESSIBILITY WORKING GROUP
Establishment of the Joint Accessibilitv Advisory Committee
In accordance with the ODA legislation, the Councils for the County of Elgin and the Municipality
of Central Elgin formed an optional joint accessibility advisory committee in 2002, known as the
Elgin/Central Elgin Joint Accessibility Advisory Committee (JAAC). The Committee is comprised
of five persons representing all geographic areas of the County of Elgin with the majority of
membership being persons with disabilities.
The responsibilities of the JAAC are as follows:
. Identify barriers to persons with disabilities in all facilities, regulations, policies, programs,
practices and services offered by Elgin/Central Elgin.
. List facilities, regulations, policies, programs, practices and services that cause or may
cause barriers to persons with disabilities.
. Identify barriers that are to be removed or prevented in the coming year.
. Describe and recommend how these barriers should be removed or prevented in the
coming year.
. Prepare an annual report on these activities, for approval by the Councils of the County of
Elgin and the Municipality of Central Elgin, and make the plan available to the public.
. Review building plans and make recommendations on accessibility issues
Co-Ordinators
The Deputy Clerk positions for the County of Elgin and for the Municipality of Central Elgin were
appointed by the respective Councils as the Co-Ordinators of the JAAC to provide administrative
support and assistance.
Members of the JAAC
Elgin/Central Elgin appointed the following members to the JAAC
Working Group Municipality/Agency Department Telephone/E-Mail
Member
Ms. Jenny Phillips Chair JAAC 519 762-2862
tcrier((j)aolden. net
Ms. Sylvia Hofhuis Vice-Chair JAAC 519782-3541
representing Elgin and shofhuis13@yahoo.ca
Central EIQin Councils
4
Vacant Mem ber JAAC
Ms. Becky Marks Member JAAC 519 886-6330
bmarkski n({j)hotm ail. com
Ms. Donna Baldwin Member JAAC 519 866-3230
Ms. Dianne Wilson Municipality of Central Administration 519631-4860
Elain dwilson{Q)centralela in .ora
Ms. Sandra Heffren County of Elgin Administrative 519631-1460
Services sheffren{Q)elain-cou ntv .on. ca
ELGIN/CENTRAL ELGIN COMMITMENT TO ACCESSIBILITY PLANNING
The Councils for the County of Elgin and the Municipality of Central Elgin adopted its first
Accessibility Plan on September 23, 2003, and has adopted Annual Accessibility Plans each year
thereafter, to identify and eliminate accessibility barriers to disabled persons. Elgin/Central Elgin
is committed to:
. The continual improvement of access to Elgin/Central Elgin premises, facilities, and
services for employees, volunteers, visitors, and other members of the community with
disabilities.
. The participation of persons with disabilities in the development and review of its annual
accessibility plans.
. The provision of quality services to all employees, volunteers, visitors, and other members
of the community.
The Councils of Elgin/Central Elgin authorized the JAAC to prepare annual accessibility plans
that will enable Elgin/Central Elgin to meet these commitments.
ACHIEVEMENTS FROM 2004-2005
The JAAC prepared the second Annual Joint Elgin/Central Elgin Municipal Accessibility Plan,
which was adopted by both Councils.
Awareness and resolution of accessibility barriers has been promoted throughout the various
departmental staff with the importance of addressing these barriers emphasized. Departments
are budgeting towards elimination of barriers over the next several years.
A survey was conducted, through the branch libraries, to gain public input into accessibility
barriers located throughout the Elgin/Central Elgin area. The results are being discussed
with the County's Director of Library Services.
Signage for the main directory board in the County Administration building was investigated
for purchase during 2005. All signage purchases were then delayed pending possible criteria
recommendations from the newly formed Provincial Standards Development Committees.
The JAAC reviewed site plans for Elgin/Central Elgin and made recommendations to improve
accessibility to the new or renovated facilities. These recommendations were incorporated into
plans for renovations to GT's Restaurant in Port Stanley, the Elgin County Museum on the
Administration Building 4th floor, and the Terrace Lodge Secure Area Dining Room.
5
These recommendations included, but were not limited to:
. front and rear entrances widened to 3 feet (.91 m) or greater
. power assist doors at front and rear entrances or provision for power assist doors
. rotational light to activate in conjunction with any fire alarm system required to be installed
under applicable Codes
. Braille or routed signage at a height of no more than 4 feet (1.22 m)
. grab bars located in washrooms
. wheelchair ramp to be a least 3 feet (.91 m) unobstructed width between railings with a 5
feet (1.52 m) turning radius on wheelchair ramp
. provision of one disabled person parking space with appropriate signage which also notes
amount of fine for a parking infraction ($300)
. spacing of exhibits in the Elgin County Museum to have a 5 feet (1.52 m) clear turning
radius
. doors in the Elgin County Museum to remain open or power assist doors to be installed
RESPONSE TO A COMPLAINT - COUNTY OF ELGIN TELEPHONE SYSTEM
A complaint was received in 2004 regarding low volume/muffled voice on the automated
answering for the County of Elgin telephone system. Investigation showed that the hard drive on
the system is becoming fatigued and, due to the age of the technology, required upgrading or
replacement. Elgin County Council included funds in its 2005 Capital Projects Budget for
replacement of the telephone system. A Request for Proposals has been issued and a new
telephone system will be installed by the end of 2006.
BARRIER IDENTIFICATION METHODOLOGIES
The Working Group used three barrier identification methodologies:
Methodology Description Status
The JAAC working group wrote a letter to Letters were sent to 8
agencies. One responded with
various service agencies throughout the
County describing the JAAC mandate, no concerns. No agencies
Letter to accepted the offer to attend a
service requesting input on accessibility barriers in meeting. Letters would again
agencies Elgin/Central Elgin facilities and services and be sent with a response
ideas to remove them. The agencies were deadline of November 15,
also requested to attend a meeting to discuss 2004. No expressions of
any concerns. interest were received.
Brainstorming The Working Group used materials from the Exercises done at meetings on
September 28th and November
exercise Accessibility Directorate of Ontario. 2nd, 2005.
Staff inspected various premises and
Staff reviewed identified accessibility barriers. A letter was Surveys posted in local
accessibility forwarded to local libraries for posting on libraries were returned on
barriers in all bulletin boards requesting the public to voice February 28, 2005 and will be
facilities concerns about barriers in County and Central addressed shortly.
Elgin facilities, services, and policies, and
ways to remove them.
6
BARRIERS IDENTIFIED
The JAAC identified 70 barriers in 2003. The Councils of Elgin and Central Elgin adopted the
recommendations of the JAAC to begin eliminating these barriers. As well, when new or renewal
Leases are discussed, (e.g. Libraries and vehicles) consideration would be given to eliminate
accessibility barriers as previously identified.
The Barriers were prioritized into categories as follows:
#1 - High Importance - measures to be undertaken to address the barrier as soon as possible
#2 - Medium Importance - measures to be undertaken to address the barrier within the next five
years
#3 - Low Importance - measures to be undertaken to address the barrier when renovations
occur.
ATTITUDINAL BARRIERS
CATEGORY BARRIER AND RESOLUTION STATUS STATUS
ELGIN COUNTY CENTRAL ELGIN
1 Attitudes towards persons with Training was Training was
disabilities requires education and in conducted in May conducted in May
service sessions to train employees and June 2005 and June 2005
how to recognize disabilities and
appropriately deal with residents,
co-workers and the public
INFORMA TION/COMMUNICA TION BARRIERS
CATEGORY BARRIER AND RESOLUTION STATUS STATUS
ELGIN COUNTY CENTRAL ELGIN
1 Signage throughout all buildings to Planned but delayed Planned but
be in Braille or raised letters no - all of Admin. Bldg., delayed - Belmont
higher than 4 feet (1.22 m) from the Bobier Villa, County Arena new
floor, and placed in standardized Garage, Libraries. addition. Other
location Health Unit front areas/buildings -
door, emergency delayed
Note: Acquisition of signage was signage, and
delayed pending possible criteria for washrooms. Other
lettering etc. from the new Provincial areas/buildings -
standards committees delaved
1 Elevator floor buttons and selection Temporary Braille Temporary Braille
panel to include Braille and be signage installed in signage installed
positioned no higher than 4 feet Admin. Bldg. in Port Stanley
(1.22 m) from the floor. Emergency elevators; Health Arena. Other
telephone to be positioned no higher Unit ground floor areas/buildings
than 4 feet (1.22 m) from the floor. signage lowered. ongoing
Planned 2006 -
Terrace Lodge
elevators and panels
to be redesigned.
Other areas/
buildinQs onaoina
7
1 Voice or chime enunciators for floor Planned 2010 - Ongoing
positions to be installed in elevators Admin. Bldg. Other
areas/buildings
onQoinQ
1 Investigate acquiring TTY device at Cost is $400-$500 Cost is $400-$500
main reception front service counter
1 Create website version for persons Under discussion Under discussion
with visual loss
1 Re-mark suitably sized disabled Health Unit installed Ongoing
parking spaces and install signage redesigned ramp
from parking lot -
2006 - signage to be
installed, worded to
include fine amount.
Other areas/
buildinas onaoina
2 Fire pull station and extinguishers to Planned 2008 -Eng. Under discussion
be lowered to no higher than 4 feet Serv., Main Library,
(1.22 m) from floor IT. Other areas/
buildinQs onQoinQ
2 Investigate computers to 2006 - Libraries n/a
communicate with persons with investigating. Other
hearing/visual loss particularly at areas/buildings
Libraries onQoinQ
2 PC's for public use to be compatible Investigation in 2006 Investigation in
for Braille translation software. to determine 2006 to determine
Purchase screen readers (e.g. Job services/equipment services/equipment
Access With Screen Reading). available available
Purchase Braille software and
keyboard (e.g. Dragon Dictate) that
a person uses to dictate information
and it writes it down. Install Braille
embosser that is used like a printer.
Install soundtrack on narrative
2 Human Resources and Health & Ongoing - some Ongoing - is
Safety reading material to be in available in large available in large
multi-formats print font
POLICIES AND PRACTICES BARRIERS
CATEGORY BARRIER AND RESOLUTION STATUS STATUS
ELGIN COUNTY CENTRAL ELGIN
1 Hiring policies to include text that Com plete Complete
hiring is by equal opportunity based
on non-discrimination of the Human
RiQhts Code
1 Hiring and interviewing policies to Planned for 2006 Planned for 2006
include accommodation procedures
for persons with disabilities
8
2 All policies, warnings, notices, and Policy Manual is Ongoing
other reading material to be available in large
available in multi-formats print. Other formats
will be provided over
the next few years
PHYSICAL/ARCHITECTURAL BARRIERS
CATEGORY BARRIER AND RESOLUTION STATUS STATUS
ELGIN COUNTY CENTRAL ELGIN
General
1 When new or renewal Leases are Ongoing Ongoing
discussed, consideration to be given
to barriers identified throughout Plan
1 All interior exit doors require panic Planned 2006 - Belmont Arena
bars Health Unit. Other new addition
areas/buildings complete. Other
ongoing areas/buildings
onaoina
1 Library book trucks (dollies) require Ongoing n/a
wheels that soin freely
1 Investigate book drop off zones for Planned 2006 n/a
libraries
1 Lower shelves in libraries or ask for Ongoing n/a
staff assistance in interim
1 Portion of bars/rods in coat closets Planned 2006 - Belmont Arena
and hooks in lockers to be lowered Admin. Bldg., new addition under
County Garage. discussion. Other
Other areas/ areas/buildings
buildinas onaoina onaoina
1 Vertical difference in elevation not to Ongoing Ongoing
exceed 12mm (sidewalks)
1 Require extenders on fans and mini Ongoing Ongoing
blinds to allow for adjusting
1 Dining tables in Homes for Seniors Com plete n/a
to be wheelchair/aeri-chair height
1 Chairs in Homes for Seniors require Complete n/a
arms to assist Seniors in standing
1 Disabled parking space( s) to be Ongoing Ongoing
identified, signed and promoted for
buildinas, shoooina, beach areas
1 Provision of accessible viewing area n/a Viewing area is
at Port Stanley Arena available. 2006-
enquiry signage to
be installed at
entrance; a sign
on viewing area
glass to indicate
special needs
patrons have
viewing priority to
be investigated
9
2 Install power door operators on Planned 2008 - Exterior doors on
exterior main entrance doors Bobier Villa smoke Belmont Arena
room and server new addition
room doors, Terrace complete.
Lodge smoke room. Planned 2006 -
2010 - County Belmont Library.
Garage. Other Other areas/
areas/buildings buildings ongoing
ongoina
2 Power door operator control button Under discussion Under discussion
to be located 3-4 feet (.91-1.22 m)
from doorway to allow for openina
2 All access ramps and washrooms to Ongoing Belmont Arena
have minimum turnaround radius of new addition
5 feet (1.52 m) complete. Other
areas/buildings
onaoina
2 All access ramps to be minimum Planned 2020 - Ongoing
unobstructed width of 3 feet (.91 m) Admin. Bldg. Other
inside railings areas/buildings
onaoina
2 All door widths to be minimum of 3 Ambulance Belmont Arena
feet (.91 m) buildings; Admin. new addition
Bldg. computer lab complete. Other
door com plete. areas/buildings
Other areas/ ongoing
buildinas onaoina
2 All turn-type knobs to be replaced Admin. Bldg. IT lab Belmont Arena
with lever style door; 3 tenant areas new addition
replaced; Bobier complete. Other
Villa installed toggle areas/buildings
switch on front lobby ongoing
fireplace; Health
Unit replaced
several, more
planned for 2006.
Planned 2007 -
Prosecutor Office.
Other areas/
buildinas onaoina
2 Lower section of concession n/a Ongoing
counters
2 Paths to be constructed to provide n/a Research in 2006
access to plavarounds/sports fields
2 Playground equipment to be barrier n/a Research in 2006
free or add on barrier free section
2 Medication/treatment carts require Keypad locks n/a
keypad lock and be height complete. Unaware
adjustable of height-adjustable
carts
10
3 Mailroom in Administration Building Planned 2006 Ongoing
to be rebuilt. Mailroom in Central
Elgin to be redesiQned
3 Installation of non-glare/indirect Ongoing Ongoing
lighting in offices and work stations
3 Workstations to be adjustable BeinQ tested BeinQ tested
3 Curb cuts and sidewalk ramps to be Concrete ram p to 85% of existing
included in new construction and gazebo installed at curbs and
others to be retrofitted Bobier Villa with sidewalk ramps
accessible sidewalk. have been
Other areas are retrofitted: Other
done during new areas done during
construction new construction
3 Water coolers to be barrier free Health Unit water Ongoing
fountain replaced
with water cooler.
Other areas/
buildinQs onaoina
3 Lifts and/or elevators to other floors Ongoing Ongoing
or basements to be installed if
necessary
3 Provide accessible scooter/storage Ongoing Ongoing
locations in Senior Homes and non-
profit housing
3 All thresholds to be level with Planned 2007 - Ongoing
flooring or entrances Eng. Serv.; Bobier
Villa; 2010 - County
Garage. Other
areas/buildings
onQoing
3 All light switches to be lowered to no Ongoing Belmont Arena
higher than 4 feet (1.22 m) from the new addition has
floor motion sensors.
Other areas/
buildinas ongoing
3 Storage of parts and chem icals to Planned 2006/07 Ongoing
be moved to an accessible area
3 Should an employee with physical Ongoing Ongoing
limitations require the use of a
leased vehicle to perform duties, an
accessible vehicle will be leased
3 Hair salons in Homes for Seniors Wall-mounted hair n/a
require adjustable sinks and dryers dryer with flexible
arm installed at
Elgin Manor. Other
areas ongoina
3 Power control panels to be lowered Ongoing Ongoing
(access to fuses/breakers)
11
Kitchens
2 Lower section of counter, provide Planned 2012 - Planned 2006 -
accessible sink and cupboard area, Main Library. Other Belmont Arena
and sufficient space for wheelchair areas/buildings new addition.
access in kitchens available for ongoing Other areas/
public or emplovee use buildinqs ongoing
3 Microwaves to be at an accessible Main Library Planned 2006 -
height and placement complete. Other Belmont Arena
areas/buildings Other areas/
onqoinq buildinas onqoinq
Office
Ergonomics
1 Office furniture to be repositioned to Eng. Serv., IT area, Ongoing
allow clear access Library Services'
offices complete;
2010 - Archivist.
Other areas/
buildinqs onqoinq
2 Equipment stands (fax, printers, Planned 2006 - Ongoing
etc.) to be at accessible height or be Libraries. Other
adjustable areas/buildings by
2012.
2 Reception desks to have lower Installed at Bayham, Complete
section or be adjustable Belmont, Dutton/
Dunwich, Port
Burwell, Port
Stanley Libraries.
Planned 2007 -
Admin. Servo Other
areas/buildings
ongoing
2 Mailing machines to be at Complete for Admin. Ongoing
accessible height or be adjustable Bldg. Other areas/
buildinqs onqoinq
3 Replacement desks to be adjustable Elgin Manor - desk Ongoing
and with rounded corners in Residents'
Council office
installed to provide
for various seating
types - one set of
office furniture
planned for 2006.
Other areas onqoinq
3 Computer workstations - desks and Completed at Ongoing
chairs to be adjustable Belmont,
Dutton/Dunwich,
Port Burwell, Port
Stanley Libraries.
Other Libraries and
buildinqs ongoina
12
3 Photocopiers to have controls at Upon new purchase Upon new
accessible heiaht purchase
3 Filing cabinets to be no higher than Elgin Manor Ongoing
4 drawers or purchase revolving purchased one 3-
side file cabinets drawer cabinet.
Cabinets are 4-
drawer or lower in all
areas
3 Lower bookshelves and Com pleted at Port Ongoing
inform ational. material Burwell Library.
Planned 2006-2007
- Libraries, County
Garage. Other
areas/buildings
onQoinQ
3 Grates in floor to be level with Ongoing Ongoing
floorina material
3 Lower control buttons for garage Ongoing Ongoing
doors and wash bay
Washrooms
2 Provide barrier free washroom Planned 2007 - Belmont Arena
facilities as per the Ontario Building Warden's Office. new addition
Code Other buildings/ complete. Other
areas ongoing buildings/areas
onaoina
3 Showers require a bench, well- Ongoing Belmont Arena
anchored grab bars, and handheld new addition, Port
showerheads. All controls to be Stanley Beach
within easy reach complete. Other
areas/buildings
onQoinQ
TECHNOLOGICAL BARRIERS
CATEGORY BARRIER AND RESOLUTION STATUS STATUS
ELGIN COUNTY CENTRAL ELGIN
2 Purchase headsets for computer Planned 2006 - Ongoing
access for persons with visual loss Libraries. Other
areas/buildings
onQoinQ
3 Outfit telephones with volume Upon new purchase Upon new
control/rotational light and large purchase
keypad
3 Install rotational lighting on fire Ongoing Ongoing
alarm systems
3 Relocate or lower heat thermostats Ongoing Ongoing
no higher than 4 feet (1.22 m) from
the floor
13
FOCUS FOR 2006
By-Laws, Policies, Practices, Services to be Reviewed
The JAAC will review various by-laws, policies, practices, and services in 2006 to determine their
effect on persons with disabilities as follows:
. Planning, building practices, subdivision policies, and development of a criteria list.
. Disabled parking spaces in core business areas.
. Review of input from public consultation (buildings; policies and services).
. eNIS to be invited to a meeting to provide an overview of services/equipment available for
persons with visual loss.
. Promote public awareness.
REVIEW AND MONITORING PROCESS
The JAAC will meet monthly to review progress and staff would be reminded, through personal
contacts or bye-mail, about their roles in implementing the Plan. The ChairNice-Chair will
request to attend a meeting(s) with Senior Management Teams to review the progress of
accessibility barrier elimination.
COMMUNICATION OF THE PLAN
Copies of this plan are to be available at the County of Elgin Administrative Services front
counter, Municipality of Central Elgin front counter, County Libraries, local municipal offices, and
on the County of Elgin and on the Municipality of Central Elgin websites. On request, the report
can be made available on computer disk, or in large print.
RECOMMENDATIONS
THAT the Elgin/Central Elgin Joint Accessibility Advisory Committee recommends to the Council
for the County of Elgin and to the Council for the Municipality of Central Elgin that the following
barriers to persons with disabilities be addressed during 2006:
1. Designation of disabled parking spaces in core business areas to be investigated (as
recommended in the 2004-2005 Annual Plan).
2. All items identified by departmental staff for barrier elimination in 2006, which are detailed
on Pages 6-12, are to be scheduled for completion during 2006, within budgetary limitations, or
as legislated by Provincial Standards.
Res~:~'~'~!!7-..s. ted
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J~mlY
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.&<-.....<'! A.~<--/ /-f/ C/L/l. t---1
Becky Marks,Zommittee Member
d A~~'~~~
Donn'&-Ba dWln, Committee ember
14
15
APPENDIX "A"
COUNTY OF ELGIN
2005 SUMMARY OF ACCESSIBILITY BARRIER ELIMINATION
Department/Building Barrier Addressed
Joint Elgin/Central Elgin 2 hands-on training workshops were held to provide
ability awareness training to staff
Human Resources - Policies Hiring policies, job postings and advertisements
include "The County of Elgin is an equal opportunity
Employer and carries out hiring based on non-
discrimination of the Human Rights Code".
Human Resources Policy Manual is available in large-
print.
Buildings
Administration Building Braille/Routed directional signage was scheduled for
450 Sunset Drive 2005 but has been delayed pending possible criteria
from the newly-formed provincial standards
development committees
Main computer lab door in IT has been widened and a
lever-type opener installed
Furniture and desks in IT have been removed/
repositioned to allow for clear access
2 tenant doorways have been widened and lever-type
openers installed
New tenant area has lever type handles on doorways.
Section of reception desk is lower
Shelving in Director of Library Services' Office has
been lowered
Lower vertical file cabinets have been purchased for
Director of Library Services' Office
Elevators have temporary Braille labelling affixed
marking floor positions
Health Unit Signage to be in Braille/Routed - Delayed to 2006
Elevator signs indicating ground floor have been
lowered to no more than 48" from the floor
Several door openers have been replaced with lever
type handles
16
Health Unit (contd.) Water fountain replaced with water coolers July/05
Redesigned wheelchair ramp from parking lot to front
door was completed Sept/05
Homes:
Bobier Villa Concrete ramp to the gazebo has been installed and
the sidewalk is wheelchair accessible
Toggle-type on/off switch has been installed on the
side of the fireplace in theJront lobby for wheelchair
accessibility
Elgin Manor Wall-mounted hair dryer with adjustable/flexible arm
was installed to facilitate any type of seating/ adaptive
equipment.
Desk in the Residents' Council office was installed to
provide clearance (height and width) for different styles
of chairs/seating.
One 3-d rawer file cabinet was purchased.
Libraries:
- Bayham Reception counter has been replaced with one that has
a section lowered for accessibility.
- Belmont Reception counter has been replaced with one that has
a section lowered for accessibility. Public access
computer desks have been replaced with adjustable
workstations for accessibility.
- Dutton/Dunwich Public access computer desks have been replaced
with adjustable workstations for accessibility.
- Port Burwell Reception counter has been replaced with one that has
a section lowered for accessibility. Public access
computer desks have been replaced with adjustable
workstations for accessibility. Old shelving replaced
with new narrower shelving, arranged to allow room for
wheelchairs to manoeuvre.
- Port Stanley Reception counter has been replaced with one that has
a section lowered for accessibility. Public access
computer desks have been replaced with adjustable
workstations for accessibility.
Curb Cuts and Sidewalks
Avon Drive, Township of Malahide Curb cuts at intersections and sidewalks were
constructed for accessibility
Nav/OS
17
APPENDIX "B"
MUNICIPALITY OF CENTRAL ELGIN
2005 SUMMARY OF ACCESSIBILITY BARRIER ELIMINATION
Department/Building Barrier Addressed
Joint Elgin/Central Elgin 2 hands-on training workshops were held to provide
abilitv awareness trainina to staff
Buildings:
- Belmont Arena - new addition All door widths are a minimum of 36"
Lever style handles are installed throughout
Accessible washroom was built
Fire pull stations are lower than 48" from floor
Lighting is motion sensored
Power assist door was installed at entrance
2 disabled parking spaces are marked in parking lot
Entrance is flush with the parking lot
Barrier-free access was ensured from new addition to
older portion
- Port Stanley Arena Elevators have temporary Braille labelling affixed
marking floor positions
Signage installed at entrance door to indicate "Persons
reqUiring. assistance please enquire at the office"
Curb Cuts and Sidewalks 85% of existing curbs and sidewalk ramps have been
retrofitted
Nov/05
REPORTS OF COUNCIL AND STAFF
December 15. 2005
Staff Reports - (ATTACHED
30 Manager of Road Infrastructure - Request for Dedicated Bicycle Lane - Sunset Road
32 Director of Engineering Services - Land Purchase Practices for County Road Widening
34 Director of Engineering Services - King George IV Lift Bridge - Accounting and Explanation
Of Costs
50 Director of Engineering Services - One-Foot Reserve - MacMillan
52 Director of Engineering Services - Ontario Clean Water Agency Operations Agreement for
Elgin Manor Wastewater Treatment Plant
54 Director of Engineering Services - Elgin County Museum Construction Tender
Recommendation
56 Director of Human Resources - Human Resources Policy Amendments
75 Payroll & Benefits Coordinator - Request for Proposal (RFP) - Benefit Consulting Review
77 Payroll & Benefits Coordinator - Excess Indemnity Renewal 2006, Occupational Accident
Insurance
79 Payroll & Benefits Coordinator - 2006 OMERS Contribution Rates
80 Chief Administrative Officer - Corporate Goals
82 Manager of Administrative Services - Schedule of Council Meetings for 2006
84 Director of Financial Services - Budget Comparison - October 31,2005
88 Purchasing Co-Coordinator - Mat Rental Service Agreement for the Elgin County Homes
90 Director of Information Technology - County Phone System
94 Director of Senior Services - Elgin Manor - Influenza Vaccination Promotion in the Homes
96 Director of Senior Services - Terrace Lodge - Ministry of Health Annual Compliance Report-
Follow-up Report
97 Director of Senior Services/Manager of Resident Care - Bobier Villa - Ministry of Health Annual
Review
98 Director of Senior Services/Manager of Resident Care - Bobier Villa and Director of Senior
Services - Elgin Manor - 2005 Vacation Carry Forward Requests
99 Director of Library Services - Reporting to the Public on Service Improvements and
Barriers
105 Manager of Archives and Director of Library Services - Elgin County Museum By-Law
106 Manager of Library Services and Director of Library Services - Trillium Foundation and CAP
Grants Received in 2005
108 Ambulance & Emergency Management Co-ordinator - Memo re: London Central Ambulance
Communications Centre (CACC) Tour
Director of Financial Services - Mileage Reimbursement - 2006
Chief Administrative Officer - Annual Staff Appreciation Gift
REPORT TO COUNTY COUNCIL
FROM: Peter Dutchak, Manager of Road Infrastructure
DATE: . November 16, 2005
SUBJECT: Request for a Dedicated Bicycle Lane - Sunset Road
Introduction
The County of Elgin has received the following request by resolution from the Municipality
of Central Elgin:
"THAT: The Council of the Municipality of Central Elgin request the County of Elgin to
include a dedicated bicycle lane on Sunset Road during the road's reconstruction."
Discussion
As Council is aware, the reconstruction of Sunset Road from Glenwood Drive to Bridge
Street is scheduled for 2006 and 2007. Part of this project will include paving the
shoulders on this stretch of roadway.
Paved shoulders have been included within the project for three (3) main reasons and
they are as follows:
1. To eliminate edge of pavement "drop-offs" and reduce shoulder maintenance activities.
2. To allow for "sheet flow drainage" off the roadway and eliminate asphalt
swales/gutters and chutes and to reduce erosion.
3. To create a safer environment for other users of Sunset Road (pedestrians and
cyclists).
The main purpose of road shoulders is to allow for vehicles to pull off the roadway and
stop safely. Drivers do this regularly for a number of reasons including but not limited to
vehicle problems, to allow emergency vehicles to pass or to answer mobile phones.
The Highway Traffic Act defines bicycles as vehicles and they have the same privilege as
licensed motorised vehicles to use. Sunset Road. Therefore, no special considerations
must be made to allow bicycles to travel on the roadway or use the paved shoulders.
If the paved shoulders were referred to as dedicated bicycle lanes, motorised vehicles
would have to use these dedicated bicycle lanes when they are required to pull off the
roadway. This would cause safety issues as well as expose the County to liability. For this
reason, the paved shoulders cannot be formally referred to as dedicated bicycle lanes.
Instead of a formal designation, signage will be placed on the roadway to inform motorists
not to drive upon the paved shoulders and to warn them of the presence of bicycles that
may be also using the roadway.
Another option would be to construct a separate bicycle lane adjacent but offset from the
roadway a safe distance. This option would require the road platform to be expanded at
an estimated cost of approximately $1 Million dollars and therefore, this option is not
considered.
Conclusion
A request has been received from the Municipality of Central Elgin, requesting that the
County include a dedicated bicycle lane as part of the Sunset Road Reconstruction Project.
The road shoulders will be paved, as part of this project however cannot be formally
referred to as bicycle lanes because they serve other purposes as well.
Signage will be placed on the roadway to prohibit motorists from driving upon the paved
shoulders and warning them of the potential presence of cyclists.
Recommendation
THAT staff install signage on Sunset Road, once reconstructed, to prohibit motorists from
driving upon the paved shoulders and to warn them of the potential presence of cyclists.
RESPECTFULL Y SUBMITTED
PIT~
-MANAGER OF ROAD INFRASTRUCTURE
APPROVED FOR SUBMISSION
(JOl}1~
CLAYTON WATTERS
DIRECTOR OF ENG ING
MARK
CHIEF ADMINISTRATIVE OFFICER
REPORT TO COUNTY COUNCIL
FROM: Clayton Watters, Director, Engineering Services
DATE: December 7, 2005
SUBJECT: L,.and Purchase Practices for County Road Widening
Introduction:
The County purchases land adjacent to County roads to obtain sufficient right of way
widths to accommodate our transportation and infrastructure needs.
When lands are severed adjacent to County roads, staff utilises the opportunity to
request lands be purchased for road widening within the severance's conditions. The
County has been acquiring land in this fashion for over 30 years.
Staff has prepared this report in response to a letter received from a landowner and to
inform Council of current practices regarding land purchase for road widening.
Discussion I Conclusion:
Historically, roads were established at 66 feet wide (or the historical surveying unit of
one chain wide). A 66 foot wide right of way served its purpose 100 years ago,
however, it is not sufficient for today's 2 lane County road dimensions, therefore,
additional lands are purchased to create a 100 foot right of way (17 feet on either side).
Most County Roads are 100 feet wide.
If a roadway is identified as being required to be increased to 4 lanes, a 120 foot Right
of Way is obtained when the County has an opportunity to do so through the severance
process. At this time, 120 foot right of ways are being actively purchased on Wellington
Road (County Road #25) and Highbury Avenue (County Road #30). These two roads
are the County's busiest and will be the first County Roads to become 4 lane roadways
in the future. Many of the transferred Provincial Highways have a 120 foot Right of
Way.
In order to remain fair and consistent when purchasing lands for road widening, the
County uses appraisal values for different land types within each municipality. These
rates are updated periodically to remain current. The County also assumes all legal and
surveying costs, which are typically higher than the value of the land itself.
The County does retain the right to simply acquire the lands required for road widening
as part of the planning process at the developer's expense, however, that has not been
our practice.
In most cases, after road widening is purchased, these lands physically do not change
in appearance for many years until they are required. In recent years road right of
ways have become very valuable in providing corridors for utilities such as: natural gas,
telecommunications, municipal services and hydro pole lines as our rural communities
become developed.
Recommendation:
For Council's information.
Respectfully Submitted
(Jf}W~
Clayton Watters
Director, Engineering Services
:EJon
Chief Administrative Officer
REPORT TO COUNTY COUNCIL
FROM: Clayton Watters, Director Engineering Services
DATE: November 1, 2005
SUBJECT: King George IV Lift Bridge - Accounting and Explanation of Costs
INTRODUCTION
The King George Lift Bridge in Port Stanley has recently received a major electrical
upgrade with minor mechanical refurbishments. This project proactively addresses
operational risks and safety concerns.
A report was presented to the County Council on June 14, 2005 that outlined the project
schedule and costs. Representatives from Byrne Engineering Incorporated (BEl) discussed
the project and costs. BEl was directed to present a full accounting and explanation of
costs for County Council's consideration.
Included in this report is the executive summary from Byrne Engineering Incorporated that
describes the rationale for the over expenditures.
DISCUSSION:
The County assumed ownership of the King George Lift Bridge in Port Stanley in May 2001
from the Municipality of Central Elgin. Since then the County of Elgin has replaced the
sidewalk grating and recently completed a major overhaul of the electrical system and
controls.
In the fall of 2004 the project described above was estimated at $440,000 which included
the construction and engineering. In March 2005, staff received an update that the
original cost estimate should be increased by $50,000 to $490,000. This estimate included
$25,000 for contingencies.
At the June 14, 2005 County Council meeting staff estimated the project completion cost
at almost $710,000. This cost includes construction, engineering and the goods and
services taxes. As of October 31, 2005 the cost is $625,731 and BEl have estimated the
total cost at $690,000 once the contractor holdback and contract administration costs are
added. In 2006 staff is proposing to complete some additional minor repairs. These costs
will be identified in the 2006 Capital Budget for Council's consideration.
The executive summary outlines in greater detail the two main components that increased
the costs to the King George IV lift Bridge contract. The first component that added a
significant increase to the costs was the "programmable logic controller" and the
manufacturer's software. This added $82,000 in engineering costs along with a
corresponding increase in the contractor's costs. (Byrne has written the company that
supplied the controller to seek compensation).
The second component was the additional work items that were not included in the
original contract. The contract included only $55,000 for contingencies, which has now
increased to $100,000. The additional work items are: repairs to roadway lighting pole
concrete bases, hatch replacement, upgrading navigational lighting fixtures, machinery
brakes at both leaf drive systems, leaf lock nose repairs and sidewalk repairs.
CONCLUSION:
The King George Lift Bridge capital project has had an unexpected increase in costs and
the completion date was extended due to unforeseen delays. A review by the consulting
engineer has confirmed that the County of Elgin did receive value for the service provided.
The expenditures in excess of the approved allocation would be funded from the Bridge
Reserve.
RECOMMENDATION:
For County Council's information.
Respectfully Submitted
WNo- ~
". n
Clayton D. Watters
Director of Engineering Services
Mar cDonald
Chief Administrative Officer
REPORT TO COUNCIL
COSTS AND DELAYS DURING
ELECTRICAL AND MECHANICAL UPGRADES
TO THE
KING GEORGE LIFT BRIDGE,
PORT STANLEY
prepared for
The Corporation of the County of Elgin
450 Sunset Drive, 18t Floor
St. Thomas, Ontario
N5R 5V1
by
~
B%fne
Engineering Ine.
Structural. Mechanical. Electrkal
200- 3050 Harvester Road
Burlington, Ontario
L 7N 3J1
Byrne Ref. 204094
September 2005
TABLE OF CONTENTS
Page
EXECUTIVE SUMMARy................... .............................. ............................ ......... ...... ..... 1
OVERVIEW
System Com pi exity ............ .............. ........ .......................................... .......... ........... 2
Control System Design ............... ... ....... ........................................... ....................... 3
Other Commissioning Problems ........................................................................... 5
Reliability......... ........... ................ ............................................................................ 6
COST ITEMS ..................... ............................................................................ ..................... 7
CO MPLE TI 0 N DELAYS .............. ....... ... ...................... ...... ...................... ............ ...........10
SUMMARY AND CON CL USI 0 NS .................................................................................11
EXECUTIVE SUMMARY
During the winter period of 2004/2005 electrical controls and various mechanical components of the
King George Bridge (KGB) were upgraded. The work was carried out by Comstock International
based on designs prepared by Byrne Engineering Inc.
In order to control all of the bridge's functions in accordance with operating commands from the
bridge operator, a "programmable logic controller" (PLC) is used. The PLC requires custom
programming to suit the details of the control system design. It is necessary that the programming
was prepared at Byrne's offices, in isolation from the actual hardware that is intended to control the
bridge, so that it will be teady when construction is completed. The final stage in the process of a
controls upgrade, such as the one carried out at the KGB, is the commissioning of the custom
designed PLC control software. Therefore, the first time that the PLC actually controls the bridge
hardware is at end of the project, during the software commissioning period after all of the hardware
installations are complete.
As with all software, bugs are expected and inevitable. Their elimination is in fact, the focus of the
software commissioning function. In order to effectively debug the programming, all other sources
of problems, including wiring errors and incorrect installation must be eliminated as effectively as
possible. Normally the PLC itself and the manufacturer's software used to carry out the custom
programming are "tried-and-true" and are expected to be 100% correct and operational.
In this project, this proved not to be the case, and in retrospect, many of the problems encountered
during commissioning appear to have been a direct result of either a faulty PLC and/or the
manufacturer's programming software. The commissioning effort was therefore greatly complicated.
As a result of these problems and others discussed in the body of the report, the commissioning cost
increased by approximately $80,000 for engineering, along with a corresponding increase in cost of
approximately $50,000 for the contractor's personnel as they were a necessary part ofthe process of
identifying and eliminating the problems one by one as they were encountered. This work resulted in
an extraordinary completion delay of approximately two months.
In addition to the unexpected costs associated with problems during commissioning, Byrne also
carried out additional work as requested by Elgin. The additional work items were mainly as a result
of concerns and desired improvements in items and systems not associated with the original scope of
Byrne's work. These items added approximately $90,000 to the overall cost of the project for
construction and associated engineering costs of approximately $20,000. This additional work was
not associated- with commissioning problems but rather, addressed other concerns with the bridge.
Since the contractor was on site and mobilized, it appeared to be an opportune time to have the work
carried out.
It is Byrne's opinion that, despite the additional costs and completion delays, The County of Elgin
taxpayers have received value for money spent. However, the costs and difficulties to achieve the
end result were significantly greater than Byrne could have anticipated in advance despite our past
experience in carrying out similar projects.
1
OVERVIEW
System Complexity
Despite appearances, all movable bridges, especially one like the King George Bridge (KGB) in Port
Stanley, are complex and sophisticated systems. Partly due to their size, the need for reliable
operation and the necessity for safe operation, the control system of a bridge like KGB must be
designed to take into account many different operating conditions and failure modes. In our
experience, many movable bridge control system designs do not properly take into consideration
failures and their consequences. These bridges may operate properly in the absence of failures but
will fail to operate, or operate in an unsafe manner, when a failure occurs.
The design of the KGB provided by Byrne is such that the control system equipment located on each
side of the waterway operates as a stand-alone system, controlling all of the equipment on its side of
the waterway. This equipment consists of traffic lighting, traffic gates, leaf nose locks, leaf service
and motor brakes, the variable speed leaf motor drive, and all other associated monitoring and control
equipment.
An additional level of complexity arises from the fact that the independent control systems on the
two sides of the waterway need to coordinate all of their actions for the overall bridge to operate
effectively as a single system. All of the independent operational, monitoring and safety systems on
the two sides need to be integrated into a single "bridge control system" to permit safe and simple
operation of the overall bridge.
Byrne maintained the original design philosophy permitting an operator to control the entire bridge
from the west side, in addition to the normal control location on the east side. There is no question
that the present system is far more reliable in this respect than the original design. This feature
however, added significantly to the sophistication of the required controls.
As a final addition to the complexity of the system, Byrne added the functionality to allow both sides
to be operated completely independently of each other. It was felt that this would allow recovery
from failures that would have prevented roadway or marine traffic in the old design under failure
conditions. The new control system is designed to permit recovery from most foreseeable failure
conditions.
All of the above is in addition to Byrne's proprietary standard movable bridge design methodologies
that, while increasing complexity of software controls and adding some additional monitoring
hardware, significantly increases the overall reliability of bridge operation. Byrne's standard design
features permit continued operation in conditions where, with more conventional designs, bridge
operation would be prevented until repairs have been made. This methodology allows continued full
and normal operation of the bridge after the occurrence of most sensing failures, allowing the failed
item to be repaired before a second failure occurs. .
2
Control System Design
Control and automation of a bridge is a task similar to building a prototype industrial machine.
Generally the prototype machine built is an initial "best attempt" and is intended to be used for test &
debugging purposes only. During testing, whenever unexpected issues arise in the prototype
machine, the design of hardware and/or controlling software is modified to suit and testing continues
until other "design bugs" arise. Eventually after most of the bugs are worked out, the design is
finalized and other identical machines are built.
Since all movable bridge designs are different, and there is generally only one of each, the above
process cannot be followed with movable bridges. Much more care must be taken in the design to
account for possible problem areas. This makes the design of movable bridge mechanical and
electrical systems, particularly retrofits and upgrades, time intensive and expensive.
Byrne has extensive experience in the design of movable bridges and is well aware of the problems
associated with "one-off' designs. In most cases, this experience allows Byrne to anticipate and
accommodate most potential problem areas in the design. However, in every bridge project, some
situations arise that are unexpected and could not have been realistically anticipated. For the most
part, these issues simply need to be resolved when they occur during commissioning.
In general, a control system replacement design such as KGB, hardware issues can occur for various
reasons. With an existing bridge, much of the installation remains from the original and/or previous
modifications. This hardware will have undergone some deterioration since the installation. Despite
the fact that the bridge may have been operating "correctly" prior to modifications, some pre-existing
problems may be "masked" and become apparent only after the revisions.
With the Port Stanley Bridge, there were significantly more issues during the commissioning phase
than normal. In addition, the nature of some of the major problems was different than seen in the
past. Some of these issues resulted in significant expenditures of time and effort to resolve.
When an operating problem occurs during commissioning of a movable bridge, first the cause of the
problem needs to be determined. Then a method of eliminating the problem needs to be found.
Finally a change needs to be made, often involving both hardware and software modifications.
The direct cause of a problem involving a combination of existing and new hardware, and control
software, is seldom obvious. It could be a result of faulty programming logic (the most likely at the
start of testing of software that is controlling the actual hardware for the first time). Otherwise, it
could be caused by faulty existing hardware (the next most likely), incorrect installation of new
hardware, a faulty design assumption regarding existing or new hardware, or, least likely, it may be
caused by faulty new hardware.
When problems were encountered in the commissioning of the Port Stanley Bridge, the most likely
causes were considered first. In this project however, it was found that in many cases, the least likely
cause was frequently the actual cause of the problems. As a result, troubleshooting took much longer
than might be reasonably expected in many cases.
In hindsight, it appears the PLC hardware and/or the manufacturer's programming software was the
cause of many, seemingly unrelated, problems. In a significant number of cases, the problem ended
up being attributed by us to malfunctioning PLC hardware and/or software only after all other
3
possible causes were systematically eliminated. The exact cause of some of the problems was never
definitively determined despite approximately 10 hours spent on the telephone at site with the PLC
manufacturer's "paid for" expert field problem solving tech support personnel in dealing with the
various symptoms. These contacts with tech support occurred on a number of occasions for a
number of apparently unrelated issues.
After many attempts at solving the problems in various ways, we were eventually advised by the
manufacturer's tech support personnel that the PLC hardware must be defective and should be
replaced. This is apparently such a rare event that the PLC manufacturer, Rockwell, now denies that
it is possible. However, since the time that both PLCs were removed for examination, then swapped
between the east and west control systems, and finally replaced with new equipment, the majority of
the problems previously encountered then disappeared.
All software contains "bugs", particularly when it is first run. This is the case when PLC
programming is first installed in a bridge control PLC and controls the actual bridge hardware for the
first time. The process of software commissioning is a normal and necessary function aimed at
discovering and correcting these bugs.
The PLC programming prepared by Byrne was therefore originally suspected as the root cause of
many of the problems encountered during commissioning but, in retrospect, the programming was
proven to be largely correct. In addition, after very close examination by us, at the time that the
problems occurred and afterwards, there is simply no other explanation for many of the problems,
other than a combination of faulty hardware and/or faulty programming software (the manufacturer's
software that was used by Byrne to prepare the actual PLC programming that controls bridge
functions).
In short, PLC problems accounted for a very significant portion of the lost time and effort in
commissioning this bridge despite Byrne's best efforts, and preparation of correct and reliable PLC
programming.
4
Other Commissioning Problems
In addition to the PLC problems, a number of other problems occurred that had to be resolved 'one at
a time' as they were encountered. At the start of an automation project and based on previous
experience with other movable bridge control system refurbishment projects, Byrne always tries to
understand the existing equipment and issues that may affect operation, generally with significant
success.
In this project however, bridge age and equipment condition was much more of a factor than
expected. A number of unanticipated issues arose during commissioning. Several of these are
summarized below.
Both bridge leafs are supported on trunnion bearings located at the north and south sides of the leaf at
both the east and west concrete abutments. These bearings allow rotation of the leaf at the support
point to permit the leaf "nose" to be raised. When they are operating correctly, these bearings should
allow little or no axial (side to side) motion of the leaf. Despite lack of obvious physical symptoms,
the KGB trunnion bearings were found to allow significant axial motion of the leaf.
The unexpected motion of the leaf support trunnion bearings made redesign and relocation of leaf
position sensing switches necessary. This resulted in the loss of several days of commissioning time
and resulted in additional cost for the necessary rework.
The condition of the trunnion bearings that allows axial motion of the leaf is not of immediate
concern with the revised design but will require ongoing monitoring, and will likely eventually
require replacement of the bearings. This will be an expensive undertaking and should be budgeted
for in advance of its requirement.
Faulty limit switches in the traffic gates and an unusual design of gate actuating hardware caused a
number of problems and necessitated the replacement of the switches and additional lost time. Due
to the sluggish response of the gate arm position switches, the raised and lowered positions of the
gates were frequently not detected reliably by the PLC. A contributing and confounding factor in
this problem appears, in retrospect, to have been the aberrant operation of the PLC hardware and/or
software.
Given the problems with these switches, it is not clear how the gates could have operated reliably in
previous years. This may however have been an ongoing problem when operation first started after
the gates had sat inactive over the winter, and may have ceased being a problem after the switches
had again "worked in" after a period of use.
Leaf balance was also determined to be a contributing factor in some of the problems encountered. It
was found that the east leaf is significantly tail heavy and the west leaf is significantly nose heavy.
While bridge leafs normally require occasional rebalancing for optimal performance, we are advised
that the KGB leafs have not been rebalanced in recent memory,
In one case, after commissioning was felt to be partially complete, the east leaf imbalance caused it
to continue to move with the motor turned off resulting in a situation where the controls delayed
applying leaf brakes. This situation therefore allowed the leaf to drift by gravity to its fully open
position where it came to a gentle stop against the physical stop provided for this purpose in the tail
pit.
5
Since the brakes are designed primarily for the holding function, it is normal practice not to apply
leaf brakes when the leaf is moving above a threshold speed. Due to the imbalance, the leaf
continued to move above this speed and consequently the brakes did not automatically apply. In
order to resolve the problem, we modified the controls to detect the situation where the leaf drive
motor is no longer powering the drive, and in that case to apply the brakes regardless of leaf speed.
The above related situations are only a sampling of the unexpected issues that needed to be overcome
during the commissioning period.
Reliability
The KGB control system design provided by Byrne is extremely reliable when compared to other
movable bridges throughout North America. A number of design features provided by Byrne allow
bridge operation to continue despite the occurrence of certain common failures. The bridge therefore
can continue to operate while repairs are underway.
In addition tq these features built into the original design, software modifications and additions made
while trying the get to the root cause of problems during commissioning have resulted in an even
more sophisticated bridge control and monitoring system. Therefore, the final product is a system
that will be more reliable than originally intended and easier to troubleshoot in the future.
Among the programming additions made, monitoring and recording the average and maximum
differences b~tween the leaf-position encoders during every lift will assist in resolving future leaf
position encoder troubleshooting efforts. Recording the time differences of operation of paired
switches monitoring leaf position will assist in their accurate positioning when their replacement
becomes necessary. A more sophisticated system of "command handshaking" between the east and
west leaf control systems will ensure that commands from the operator control panel(s) are reliably
acted upon, both by the system on the side where the control panel is located, but also on the other
side of the waterway.
6
COST ITEMS
Engineering costs were increased by the significantly extended comrmsslOning time required,
carrying out modifications to PLC programming and otherwise resolving problems encountered on
site and the additional design and administration for the work added to Byrne's original scope.
It is estimated that the engineering cost for commissioning time on site was approximately $68,000.
This cost was as a result of the 20 days spent on site by Byrne's electrical project engineer and the
engineer carrying out PLC programming modifications while attempting to resolve the many
problems encountered. Please refer to the discussion above for details. In addition, PLC
programming modifications carried out in Byrne's offices in preparation for commissioning site
visits added approximately $14,000 to the cost of the work bringing the total to approximately
$82,000.
All of Byrne's time on site involved long working days and significant overtime hours. Despite the
fact that all of the site time was necessary and unavoidable, Byrne, as a "goodwill gesture", adjusted
the billing for commissioning work by eliminating charges for overtime engineering services in
excess of 44 hours/week. This resulted in a reduction of $13,000 bringing the net cost of on-site and
off-site commissioning engineering services to approximately $69,000.
During the progress of this project, additional work over and above Byrne's original scope was
carried out as requested. These items were generally new work that became apparent during the
course of the project as other work was carried out in and around the bridge. These cost items are
summarized below:
. Repairs were carried out to roadway lighting pole concrete bases. These repairs were
required by the undermined condition of the existing pole bases and the resulting safety
hazard. This work cost approximately $15,000.
. During the work, the roadway hatch providing access to west side drive equipment was noted
to be abnormally raised above the roadway. Byrne was requested to have the cause
determined and to take appropriate action, if required, once the cause was determined. When
the existing (original) hatch was lifted, it disintegrated therefore requiring its replacement. A
temporary hatch cover plate, at a cost of $5,200, was required to close the opening until a
permanent fix could be arranged. A new hatch was subsequently designed and temporarily
installed until the final surfacing material can be installed this fall. The cost of the new hatch
is approximately $14,000. At the present time it has been determined that the supporting
structure under the hatch is deficient and requires repairs to ensure its safety. The estimated
cost of this repair is estimated to be approximately $35,000 to $45,000 including an
allowance for engineering.
. Miscellaneous minor electrical upgrades were requested for west operator's tower at a cost of
$1,700
. Power for repair hand tools, and for decorative (Christmas and other) lighting at the bridge
leaf tip was provided at a cost of $1,600.
. Upgrades to navigation lighting fixtures were provided to allow standard signaling to marine
traffic and for the provision of extremely long LED type lamps at a cost of $8,500. Long life
lamps will reduce the hazard to operating personnel when re-Iamping these hard to access
lighting fixtures.
. At the request of operating staff, repairs were carried out to machinery brakes in both the east
and west leaf drive systems. The cost of this work was approximately $10,000.
7
. Leaf nose lock repairs were carried out at a cost of approximately $6,000.
. Sidewalk & miscellaneous concrete repairs were carried out due to the public hazard
presented by their deteriorated condition. The cost of this repair was approximately $25,000.
Further repairs will be required to other portions of the abutment concrete within the next
several years.
. During the work, it was noted that the west bridge leaf structure came into contact with the
concrete abutment at its north side during each lift. The contractor was asked to grind
concrete that was in contact at a cost of $2,000. This repair is temporary. A more permanent
fix will be required within the next year or so.
The total cost to have the contractor carry out the above additional work was approximately $85,000.
Byrne's costs to initiate, design, monitor and approve the work carried out by the contractor are
approximately $15,000 for a total cost of approximately $100,000. This cost does not include the
cost of the future recommended repairs to the hatch support structure and additional concrete repairs
to abutments.
Additional work required during and after commissioning:
o Updated software for programming DC motor drive $2,000
o Proximity switches $1,800
o Gate modifications $2,250 + replace limit switches
o West leaf drive readjustments: The adjustments of the east drive prior to
modifications masked an original design defect in the gearing. Adjustments carried
out by Comstock to industry standards revealed this underlying problem and required
a readjustment for proper operation of the west leaf. It appears that, with the current
non-standard adjustment, the gearing will operate properly without major rework.
The cost of the readjustment was approximately $8,250.
o Comstock "as requested" work after commissioning:
· Week ending May 14 $7,000
. Emergency stop circuit revisions
. Lock position switches modifications
. Leaf drive problems
· Week ending May 21 $3,000
. Lock position switch repairs
. Leaf position mounting changed due to trunnion bearing problems
caused by wear
· Week ending May 28 $3,000
. Emergency assistance due to leaf drive problems
. Watchdog timer relays
· Week ending June 04 $3,000
. Watchdog timer relays
. Traffic gate limit switches replaced
. Lock proximity switch replaced
. Add control relays
. Operator display memory card replaced
. Rework encoders
8
. Week ending June 11 $5,500
. Emergency call due to leaf closing failure
. Control relay additions
. Install new west PLC and I/O card rack
. Modify leaf brake controls
. Modify manual control of traffic control lights
. Ongoing commissioning
· Total $21,500
9
COMPLETION DELAYS
It was originally anticipated that after 3 to 5 days of commissioning of PLC programming, the bridge
would be fully operational. The scheduled commissioning date of April 25th was expected to result
in a complete and operational bridge by April 29th, well before the May 24th weekend. Even this date
was delayed due to circumstances beyond Byrne's control. In order to reduce cost and increase
reliability, Byrne contracted Rockwell, the manufacturer of the leaf motor drive equipment and the
PLC, to carry out programming relating to the motor drive. Delays were experienced in scheduling
the Rockwell person's availability along with conflicting work at the bridge including hatch
replacement, brake and drive rework and miscellaneous other items.
As outlined above, the commissioning took approximately 20 days on site and extended over a
period of approximately 8 weeks resulting in a fully operational bridge by approximately July 13th.
Minor problems have been handled as they occurred since that date. At the present time the bridge is
reportedly operating reliably.
A final concern is with the operation of the leaf motor drives. This equipment is manufactured by
Allen BradleylRockwell, one of the major manufacturers of this type of equipment in North America.
During latter stages of commissioning, these drives repeatedly presented operating problems. Due to
the fact that we had the fmal installation and configuration reviewed by Rockwell during their setup
of the equipment, they warrant correct operation as installed.
At this time, the DC motor drive problems have not been resolved, partly due to the fact that they
have not recurred recently. It is felt that the problems may have been caused by the high
temperatures at the time and therefore are likely to reoccur. The Contractor is responsible for
coordinating Rockwell's efforts to resolve this problem. Byrne will continue to track this work to
ensure its completion.
10
SUMMARY AND CONCLUSIONS
Due to our past experience, and knowing the complexity of the King George Bridge control system,
Byrne allowed 3 to 5 days for commissioning of the bridge control software. This scheduled time
was based on the assumption that existing and new equipment was installed and operating correctly.
It was expected that the existing equipment remaining and not replaced, would be operating correctly
as it had in previous seasons.
In our past experience, the major cause of difficulties during software commissioning is incorrect
equipment installation and wiring connections. Since PLC programming "bugs" are expected, and
are the very reason for the software commissioning process, it is necessary to eliminate as many or
all of the other sources of problems first. During software debugging, the first suspected cause of
problems encountered is the software. Only when software is ruled out do other causes get
considered.
The contractor was therefore made responsible for confirming correct wiring and installation prior to
software commissioning. While some instances of incorrect installation were uncovered, this proved
not to be the major source of problems in this project. The main source of problems encountered
appears, in retrospect, to have been PLC control hardware and/or the software provided by the PLC
manufacturer. This situation is unusual and resulted in a very significant increase in the time and
effort, and many delays during commissioning.
Some problems during software debugging are the norm during commissioning. For this reason, the
manufacturer provides field troubleshooting assistance as a pay for service that Byrne subscribes to.
As an indication of the number and complexity of the problems, Byrne spent approximately 10 hours
on line with the manufacturer's experts while attempting to resolve the problems on site. In the end,
after many failed attempts to resolve a number of apparently unrelated problems, we were advised
that the PLC was defective and should be replaced. This only happened after a great deal of time and
expense had been incurred.
During the entire commissioning period Byrne worked diligently and as efficiently as possible under
the circumstances. All of Byrne's efforts were directed at providing a reliable and properly operating
bridge for The County of Elgin. Because of attempts to isolate and solve problems, the control
system now has features not normally incorporated by Byrne. These features are expected to be of
benefit in future.
We believe that the control system for the King George Bridge is very safe and reliable and is one of
the best in North America from this perspective.
While the PLC and the manufacturer's programming appear to have been the cause of most
commissioning problems, they were not the only cause. Other problems such as excessively worn
leaf support bearings, faulty gate arm position switches, an unusual gate arm actuating mechanism,
the fact that the east and west leafs are both significantly out of balance, and a number of other
unexpected factors also confounded efforts to debug PLC control programming.
11
The engineering costs that resulted from the above commissioning problems amounted to a total of
approximately $68,000 for on site work and another $14,000 for off-site programming work. While
Byrne feels that all of this additional time, including significant overtime hours and seven-day weeks
during this period, was carried out as efficiently and diligently as possible; as a "goodwill gesture",
Byrne provided a credit to Elgin of $13,000 representing the overtime hours spent.
In addition to the costs associated with commissioning problems, additional engineering and
construction costs were incurred for work that was added to Byrne's scope during the progress of the
work. These extra items include ongoing work associated with a roadway machinery hatch in the
west approach span, concrete repairs including roadway lighting bases, miscellaneous electrical
upgrades not associated with bridge operation, various mechanical repairs and system adjustments,
concrete repairs and several other items. The cost of the construction work for these items was
approximately $85,000 along with a cost of approximately $15,000 for associated engineering work.
A number of additional items and work carried out by the contractor as problems were encountered
during commissioning added approximately another $21,500 in cost to the project.
As stated previously, the commissioning of the King George Bridge was a very difficult project for
Byrne. In retrospect, we believe that there is little that Byrne could have done in advance that would
have had a significant impact in reducing the costs or delays experienced. These situations do occur
from time to time and are for the most part unavoidable despite Byrne's best efforts to anticipate
them.
We feel that the end product is a well designed, safe and robust bridge control system, and that the
taxpayers of Elgin will reap the long term benefits despite the short term financial pain.
12
REPORT TO COUNTY COUNCIL
FROM: Clayton Watters, Director of Engineering Services
DATE: November 23, 2005
SUBJECT: One-Foot Reserve - MacMillan
Introduction
The County of Elgin has received a request to transfer a one-foot reserve in a portion of
Lot 12, Concession 8 formerly the Municipality of South Dorchester, now known as the
Township of Malahide. This one-foot reserve abuts Imperial Road, County Road 73.
Discussion
The County of Elgin has received a request to transfer a portion of the one-foot reserve,
Lot 12, Concession 8 in the former Township of South Dorchester, now the Township of
Malahide. This land abuts Imperial Road, County Road 73. The Province of Ontario
requested this reserve due to a previous severance application.
Staff for the County of Elgin have reviewed this request and conclude that is not required
for our road system. In order to transfer this property the County must: declare the
property surplus, complete an appraisal for the property and advertise in the local paper
that the property is surplus.
Conclusion
Staff for the County of Elgin concludes that the one-foot reserve is not required for the
road system. Therefore, a transfer to the abutting landowner is acceptable, but three
issues need to be completed: declare surplus, complete appraisal and advertise in the local
paper. All costs to be borne by the requesting landowner.
Recommendation
That the County of Elgin declare the one foot reserve in Lot 12, Concession 8, in the
former Township of South Dorchester now known as the Township of Malahide as surplus:
and also, .
That the County of Elgin complete an appraisal on the property; and also,
That the County of Elgin advertise in the local paper that the property is surplus; and also,
And all costs to transfer this one-foot reserve are borne by the landowner.
RESPECTFULL Y SUBMITTED
APPROVED FOR SUBMISSION
~3-
Mark MCDO~ ,---
Chief Administrative Officer
cnw,,-w,
Clayton D. Watters,
Director of Engineering Services
REPORT TO COUNTY COUNCIL
FROM: Clayton Watters, Director, Engineering Services
DATE: October 22, 2005
SUBJECT: Ontario Clean Water Agency Operations Agreement for Elgin Manor
Wastewater Treatment Plant
INTRODUCTION
The new wastewater treatment plant at Elgin Manor will be completed in early January
2006, which will be fully automated. We presently have an operating agreement with
Ontario Clean Water Agency to provide: management, operation, administration and
maintenance services.
DISCUSSION:
Ontario Clean Water Agency (OCWA) has provided a template contract for:
management, operation, administration and maintenance services for the new
wastewater treatment plant at Elgin Manor. The solicitor for the County of Elgin has
provided comments to staff and they state that OCWA contract provides little flexibility
in contract language to the County of Elgin.
Council should be aware of the following information:
. The term of the contract shall be from January 1 till December 31, 2006,
. The yearly compensation for OCWA services is $39,538,
. OCWA will provide certified operators and other trained staff as required by
regulations,
. The County of Elgin is responsible for arranging all aspects of sludge removal and
disposal as required by all laws, the County will be also be responsible for all
consumable products.
A copy of the agreement is available for County Council to review.
CONCLUSION:
The County of Elgin is requiring a contract for: management, operation, administration
and maintenance services for the new wastewater treatment plant at Elgin Manor from
the Ontario Clean Water Agency by agreement for servicing the new plant. The
agreement is for a one-year term at cost off $39,538.
RECOMMENDATION:
That the Warden and the Chief Administrative Officer be directed and authorized to sign
an agreement with Ontario Clean Water Agency to provide management, operation,
administration and maintenance services for the wastewater treatment plant at Elgin
Manor at the price of $39,538; and also,
That the term of the agreement is for the calendar year of 2006.
Respectfully Submitted
WAJ~-bh
Approved for Submission
:fiinald ~
Chief Administrative Officer
Clayton Watters
Director, Engineering Services
REPORT TO COUNTY COUNCIL
FROM: Clayton Watters, Director, Engineering Services
Brian Masschaele, Manager, Archives
Sonia Beavers, Purchasing Co-Ordinator
DATE: December 5, 2005
SUBJECT: Elgin County Museum Construction Tender Recommendation
Introduction
As part of the Capital Budget, Requests for Tenders were issued as per the County's
Purchasing Policy and sealed bids were received until Thursday, November 17, 2005 for
the renovations to the 4th floor at the County Administration Building.
Discussion / Conclusion
Formal Tenders were retained and bids were received as follows:
Company Tender Bid (including
taxes)
668950 Ontario Inc. o/a Mycon Construction $ 374,500.00
SDI Builders Limited $ 379,360.12
Allied Construction Corporation $ 406,493.00
Aveiro Constructors Limited $ 406,568.97
Verly Construction Group $ 410,222.01
Graceview Enterprises Inc. $ 412,485.00
Sierra Construction (Woodstock) Limited $ 422,115.00
Reid & DeLeye Contractors Limited $ 431,974.56
668950 Ontario Inc. o/a Mycon Construction submitted the lowest bid for the
renovations to the 4th Floor at the County Administration Building at a total price of
$ 374,500 (including taxes). The bid includes labour, material and equipment required
to complete the project as specified in the tender document. The architect fees from
Spriet Associates is $40,125 (taxes included).
A total of $400,000 has been allocated for this project. The total construction cost,
including engineering/design services, will be approximately $415,000 which includes a
$15,000 contingency allowance. This cost does not include fixtures such as furniture
and shelving which was part of the original estimate. The overall discrepancy can be
attributed to inflationary increases from the original estimate which was provided in
2004, tender results which were higher than the original estimate and higher design
fees.
Staff are recommending that funds donated to the Elgin County Pioneer Museum, which
currently stand at approximately $70,000, be used to cover additional costs associated
with this project, including items such as furniture and fixtures.
Recommendation
THAT 668950 Ontario Inc. o/a Mycon Construction be selected for the renovations to
the 4th Floor at the County Administration Building as the future home of the Elgin
County Museum at the quoted price of $374,500 (including taxes) and;
AND THAT funds donated to the Elgin County Pioneer Museum be used to cover
additional costs associated with the project;
THAT the Warden and Chief Administrative Officer be authorized to enter into an
agreement for the renovations of the 4th floor at the County Administration Building.
Respectfully Submitted,
~~
. n Masschaele
Manager, Archives
J~~
Sonia Beavers
p;Jn:J;~-ordinator
Clayton Watters
Director, Engineering Services
Approved By,
Cd;tc&N?~
Cathy Bi . op
Director, Library Services
~Don~
Chief Administrative Officer
REPORT TO COUNCIL
FROM: Harley Underhill, Director of Human Resources
DATE: December 1, 2005
SUBJECT: Human Resources Policy Amendments
INTRODUCTION
The Human Resources Policy Manual amendments proposed are for
housekeeping, clarification and accessibility barrier purposes.
DISCUSSION/CONCLUSION:
Attached are the following Human Resources policy amendment proposed:
Policy 9.20
Policy 9.80
Policy 9.90
Policy 10.50
Hours of Work/Alternative Work Arrangement
Hiring Policies
Policy 3.10 has only been attached as all nine (9) Hiring Policies
will reflect the same amendment.
Acts of Nature
Bereavement Leave
Pregnancy/Parental Leave
Mileage
Policy 2.10
Section 3
RECOMMENDATION:
THAT Management Team approves the amendments proposed for the policies
noted above.
Approved for Submission
M1€I~ ~
Chief Administrative Officer
J:\HR\Mgmt-Council Reports\2005 Reports\Reports to Council\Council Report - Policies (Dec 1.05).doc
County of Elgin
Section: 2
Human Resources Policy Manual
Subject: Hours of Work/Alternative
Work Arrangement
Policy Number: 2.10
Code - NUlFT
Date Approved: Feb. 13/01
Page 1 of 8
Date Last Revision: Feb 15/05
Purpose
In recognition of the growing need of many employees to balance work, family and
personal responsibilities, the County of Elgin endorses and supports the concept of
alternative work arrangements (AWA's). These flexible work options offer a variation on
the traditional five-day week of seven hours per day. AWA's are based on voluntary
employee participation.
The balance between employee needs and the needs of the organisation are often
difficult. Maintaining service delivery standards and ensuring operational feasibility
must always be considered and never compromised.
Application
This policy applies to all non-union employees for the County of Elgin. There are three
plans outlined below, one for the Directors/CAD, one for the 2nd In-Commands, and one
for the Regular Non-union group, which reflects the responsibility and expectatio~s for
these positions.
Benefits
The proper use of flexible hours should result in mutual benefits to the County,
employees and clients. Success of the arrangement will be measured by the extent to
which it results in better service to clients/members of the public, and a healthier work
climate. Managers and employees should take this goal into consideration before
entering into an AWA agreement.
County of Elgin
Section: 2
Human Resources Policy Manual
Subject: Hours of Work/Alternative
Work Arrangement
Policy Number: 2.10
Code - NU/FT
Date Approved: Feb. 13/01
Page 2 of 8
Date Last Revision: Feb 15/05
The three plans are outlined below:
1. Directors/CAO: True Flex-time
· Determine their start and finish times.
· Additional time worked each day can be used to take one full day off per week, or
part there of, as long as 70 hours are worked by the end of each pay-period.
· This plan is based on the honour system and the discretion of the Director/CAD to
ensure the needs of the corporation are met.
· The Warden has the right to adjust the CAD's flex-time.
· The CAD has the right to alter the Director's flex-time.
· Electronic timesheets will be used & the Director of Human Resources or designate
will have access to the same.
Overtime:
· Accumulated time off must be used in the current year that it was earned, with the
exception of time earned in December, which can be utili sed in January of the
following year.
· Accumulated time off will not be paid out under any circumstances.
2. 2nd In-Commands and others as designated by the Director/CAO*:
True Flex with Core Hours
· Determine their start and finish times from the work schedule indicated in the policy.
-. T-he-core hours-of9:-30--1-1~30-and-1 ;-30 --3,:30 must-be filled;
· Additional time worked each day can be used to take one full day off per pay-period,
in consultation with their Director/CAD, as long as 70 hours are worked by the end
of each pay-period.' -
· The Director/CAD has the right to change schedules, reduce the number of choices
below, and reduce time-off to ensure the needs of the department and County are
met.
· Electronic timesheets will be used & the Director of Human Resources or designate
will have access to the same.
County of Elgin
Section: 2
Human Resources Policy Manual
Subject: Hours of Work/Alternative
Work Arrangement
Policy Number: 2.10
Code -NUlFT
Date Approved: Feb. 13/01
Page 3 of 8
Date Last Revision: Feb 15/05
Overtime:
. Accumulated time off must be used in the current year that it was earned, with the
exception of time earned in December, which can be utili sed in January of the
following year.
. Accumulated time off will not be paid out under any circumstances.
8:30 am to 4:30 pm
7
9:00 am to 5:00 pm
7
*NOTE: At'the discretion of the department head, employees may be permitted to
utilise true flex with core hours, depending upon the requirements of the department
and the needs of the corporation.
3. Regular Non-Union Employees: Staggered Work Hours
. Choose a work schedule from the list below.
. Additional time worked each day is accumulated to allow one day off every other
pay-period. This time must be taken within the current two pay-period cycle.
. The Director/CAD has the right to change schedules, reduce the number of choices
- - -beTow,--an-a- reauce- ume=off fo- ensuretne needs- of fhe -depanfife-rif ana -CCfunlY- are
met.
. Electronic timesheets will be used & the Director of Human Resources or designate
will have access to the same.
. Road employees will be exempt during the construction season, which will be
clearly defined.
Overtime:
County of Elgin
Section: 2
Human Resources Policy Manual
Subject: Hours of Work/Alternative
Work Arrangement
Policy Number: 2.10
Code - NU/FT
Date Approved: Feb. 13/01
Page 4 of 8
Date Last Revision: Feb 15/05
To qualify under this section, all overtime hours worked must be properly documented
and authorized. Staff, other than those noted above, who normally work 35 hours per
week will receive compensation for overtime hours worked as follows:
Hours worked exceeding 35 hours per week, calculate at time for time
8:30 am to 4:30 pm
7
9:00 am to 5:00 pm
7
Note: Employees have the option to work an additional (1) one hour each day, to a
maximum of 7 hours accumulated during two pay-periods, to be eligible for
one day off with pay.
Procedure
1. Application - Employees must complete an AWA Participation Agreement form,
Schedule "A" (attached), including a proposed bi-weekly schedule.
2. Duration - All AWA agreements are for a defined period of time, subject to
-- - -- - - _n - _0 _n -- -renewal--no-Iater-than-- Gecember-31-st-of- each- -year,- after-evaltlation---by-the- -- _0- -- ____m_
employee, Manager and Director/CAD.
3. Scheduling - To facilitate department scheduling and maintain full coverage,
each employee's AWA schedule must be constant, including pre-determined
scheduled days off. The size of the department, vacation time, and the
employee's role within the department will be considered when creating the AWA
schedule.
County of Elgin
Section: 2
Human Resources Policy Manual
Subject: Hours of Work/Alternative
Work Arrangement
Policy Number: 2.10
Code - NU/FT
Date Approved: Feb. 13/01
Page 5 of 8
Date Last Revision: Feb 15/05
4. Approval Process - Prior to approval, Managers must review proposals
thoroughly, ensuring the efficiency of each work unit and considering operational
and service requirements. Participation will be approved based on whether
service requirements can be met, subject to modifications, where necessary.
When a scheduling conflict occurs, each department will be responsible for
developing a schedule that ensures fairness to all those participating and meets
operational requirements. Each AWA agreement must be modified to reflect these
changes prior to approval.
Prior to implementation, the AWA Participation Agreement must be signed by the
employee, Manager and Director/CAG and reviewed by Human Resources to
ensure compliance with this policy.
5. Renewal of Existing AWA Agreements - All existing AWA agreements in each
work unit will terminate on December 31st of each year and will be reviewed
collectively prior to renewal to ensure fairness for all those participating and to
maintain full service.
Employees wishing to continue their existing AWA agreements on January 1st,
must re-submit proposals no later than December 1 st of each year.
6. . AWA Changes - Employees have the opportunity to submit two schedules per
year that would change the hours worked on the:
15t day of summer
15t day of winter
7. Agreement ,Changes - Employees reverting back to their regular schedule
should give 60 days notice to their supervisor.
County of Elgin
Section: 2
Human Resources Policy Manual
Subject: Hours of Work/Alternative
Work Arrangement
Policy Number: 2.10
Code - NUlFT
Date Approved: Feb. 13/01
Page 6 of 8
Date Last Revision: Feb 15/05
8. Monitoring - Human Resources will be responsible for maintaining ongoing
monitoring of the program, as well as providing general information and
assistance to participating departments.
9. Failure to Comply - Failure to comply with specified conditions may result in
suspension or discontinuance of the employee's AWA.
10. Suspension of AWA - Any and/or all AWA's may be discontinued, altered or
temporarily suspended by management for the following reasons:
a) operational/productivity/performance concerns
b) vacation/statutory holiday periods
c) staff training/conferences
d) illnesses/bereavement leave or other absences
e) emergency circumstances
f) transfer/promotion to or from a new work unit/team
AWA Regulations
1. Disclaimer - The AWA Plan is a privilege for all non-union employees subject to
management's discretion for the staffing needs of their department. While every
effort will be taken to accommodate the AWA Policy for employees, the needs of the
corporation must be mpt
2. Attendance Records - Employees must complete the electronic timesheet daily,
accurately and adhere to the established work schedule. The electronic timesheet
should reflect actual hours worked and AWA time taken in accordance with the
agreement.
3. Breaks and Lunch Periods - Breaks are a safety and service requirement.
Participants shall not accumulate breaks towards hours worked. The lunch period
shall not be reduced to less than thirty minutes.
County of Elgin
Section: 2
Human Resources Policy Manual
Subject: Hours of Work/Alternative
Work Arrangement
Policy Number: 2.10
Code - NU/FT
Date Approved: Feb. 13/01
Page 7 of 8
Date Last Revision: Feb 15/05
4. Personal Appointments -These appointments should be scheduled for the
employee's regular time off. On occasions where this is not possible appointments
requiring less than ~ day, time can be made up throughout that pay-period. Where
more than ~ day is required, this time must be used as a vacation day or a LOA
day. Time for personal appointments are subject to department head/designate
approval.
...
5. Vacation - Vacation accrual for employees participating in staggered work hours
will be calculated based on the "normal" hours of 7 per day and 35 per week, in
accordance with the applicable vacation schedule.
6. Sick Leave - Sick leave accrual for employees participating in staggered work hours
will be calculated based on the "normal" hours of 7 per day and 35 per week.
7. Statutory Holidays - As statutory holidays are a non-earned credit, statutory
holidayswill be paid based on "normal" working hours of 7 per day.
For statutory holidays which fall on work days when an employee is scheduled to
work more than 7 hours, the employee may adjust the remaining hours in the week
or use accumulated vacation, overtime or floating holiday hours to make up the
difference, subject to supervisory approval. If this is not possible, the employee may
revert to his/her "regular" schedule for that cycle.
8. Bereavement Leave - As bereavement leave is a non-earned credit, all full-time
employees will be entitled to bereavement -leave provisions, as- per the applicable
policy, based on "normal" working hours of 7 per day.
When bereavement leave is taken on a work day for which an employee is
scheduled to work more than 7 hours, the employee may adjust the remaining hours
in the week or use accumulated vacation, overtime or floating holiday hours to make
up the difference, subject to supervisory approval. - If this is not possible, the
employee may revert to their "regular" schedule for that cycle.
County of Elgin
Section: 2
Human Resources Policy Manual
Subject: Hours of Work/Alternative
Work Arrangement
Policy Number: 2.10
Code - NU/FT
Date Approved: Feb. 13/01
Page 8 of 8
Date Last Revision: Feb 15/05
9. Jury Duty/Court Attendance - Days off for Jury Duty will be based on "normal"
working hours of 7 per day.
When Jury Duty/Court Attendance is taken on a work day for which an employee is
scheduled to work more than 7 hours, the employee may adjust the remaining hours
in the week or use accumulated vacation, overtime or floating holiday hours to make
up the difference, subject to supervisory approval. If this is not possible, the
employee may revert to thek "regular" schedule for that cycle.
10.0verlime - If an employee is required to work the AWA scheduled day off, due to
unforeseen circumstances, additional time off will be credited to the next pay-period.
11. Training/Conferences - Employees attending outside training courses and
conferences will be paid based on the "normal" work hours of 7 per day.
For outside training/conferences, which fall on a workday for which an employee is
scheduled to work more than 7 hours, the employee may adjust the remaining hours
in the week or use accumulated vacation, overtime or floating holiday hours to make
up the difference, subject to supervisory approval. If this is not possible, the
employee may revert to their "regular" schedule for that cycle.
If the outside training/conference falls on a scheduled day off, the employee may
take another day off in lieu within the same pay period, which is mutually convenient
to the employee and immediate supervisor.
When travel time to and from training and conferences is outside the regular
work day and the distance is greater tha~ fifty (50) kilometers a~ employee
may accumulate one (1) hour for each one hundred (100) kilometers traveled
in accordance with the convention mileage in Policy 10.60.
Schedule "A"
County of Elgin
Hours of Work/Alternative Work Arrangement
Participation Agreement
Department:
Manager Name:
Employee:
Employee Number: _ _ __
Position:
Plan:
1. Directors'CAO 0
2. 2nd In-Command 0
3. Regular Employee 0
Submission date: _'_'_
( DO MM VY)
In accordance with the AWA Policy, I am submitting the following proposal for review and approval.
The AWA arrangement will commence on _'_'_ and will continue until _'_'_'
(DO MM YY) (DO MM VY)
NOTE: All AWA Participation Agreements must terminate on or before December 31st of each year.
Note: Each employee can only choose 1 plan, either PLAN A, B, or C.
The following is my proposed plan:
PLAN Start Finish Total Hours
Day Day Worked
0 PLAN A 8:00 4:00 7.0
0 PLAN B 8:30 4:30 7.0
0 PLAN C 9:00 5:00 7.0
Day Off "Happy Friday" Plan:
The table below is for employees in Plan 2 & 3 of the policy that want to work additional time on
certain days to accumulate 7 hours in the pay period cycle indicated in their Plan. Please fill out
.below-the days-you would like to.workadditional.time on aregularly.scheduled basis
Actual Schedule:
Monday Tuesday Wednesday Thursday Friday Total Hours Worked
Per Week I total
Week 1 0 0 0 0 0 0 0 0 0 0
Y2 hour 1 hour Y2 hour 1 hour Y2 hour 1 hour Y2 hour 1 hour Y2 hour 1 hour
Week 2 0 0 0 0 0 0 0 0 0 0
Y2 hour 1 hour Y2 hour 1 hour Y2 hour 1 hour Y2 hour 1 hour Y2 hour 1 hour
Week 3 0 0 0 0 0 0 0 0 0 0
Y2 hour 1 hour Y2 hour 1 hour Y2 hour 1 hour Y2 hour 1 hour Y2 hour 1 hour
Week 4 0 0 0 0 0 0 0 0 0 0
Y2 hour 1 hour Y2 hour 1 hour Y2 hour 1 hour Y2 hour 1 hour Y2 hour 1 hour /140
NOTE: Employees in Plan 2 are only to complete Week 1 and 2
Employees in Plan 3 are to complete Week 1, 2, 3, & 4
APPROVAL PROCESS
I fully understand and agree to the terms and conditions of this agreement, and
understand that my Manager and/or Director/CAD has the authority to deny, modify,
continue, discontinue or temporarily suspend this AWA Participation Agreement at any
time.
Employee's Signature: Date: / /
(DD MM YY)
MANAGER:
Approved 0 Denied 0
Manager's Signature: Date: / /
(DD MM VY)
DIRECTOR/CAD:
Approved 0
Denied
o
Director/CAD's Signature:
Date:
(DO
/ I
MM VY)
County of Elgin
Section: 3
Human Resources Policy Manual
Subject: Hiring Procedure
Policy Number: 3.10
Code - A
Date Approved: Oct. 1/87
Page 1 of 3
Date Last Revision: March 23/04
FULL TIME EMPLOYEES
(a) Increases and decreases to the Full-time Complement
Authorization for the creation of all new Full-time positions and/or the increase or decrease
of the regular Full-time staff complements shall be completed as follows:
i) The Department Head will prepare a report with recommendations to the Senior
Management Team.
ii) The Senior Management Team will review the request, accept and recommend it to
County Council or deny and retum it to the Department Head.
iii) County council will approve or deny the request.
b) Replacing Full-time Positions
Authorization to fill vacancies for existing regular Full-time positions, which will not increase the
staff complement, or temporary positions which will not cause the department to go over
. bupg~t, shall be completep a~ follows:
. - -- - -- -- - . - - - - -
i) As required the affected Department Head shall meet with the Chief Administrative
Officer and Director of Human Resources to justify the need before recruitment begins.
ii) In the event of a disagreement at (b )(i), the authorization will be referred to County
Council for a decision before the vacancy may be filled.
Hi) Once approved the Department Head or designate shall complete the appropriate forms
and forward them to the Director of Human Resources and the CAG for signature and
posting in accordance with policy 3.20.
County of Elgin
Section: 3
Human Resources Policy Manual
Subject: Hiring Procedure
Policy Number: 3.10
Date Approved: Oct. 1/87
Date Last Revision: March 23/04
Code - A
Page 2 of 3
PART TIME EMPLOYEES
(a) Increases to the Part-time Hours:
i) The Department Head will prepare a report with recommendations to the Senior
Management Team.
ii) The Senior Management Team will review the request, accept and recommend it to
County Councilor deny and return it to the Department Head.
iii) County council will approve or deny the request.
(b) Increases to the Part-time Compliment:
Authorization for the creation of all new part-time positions and/or the increase or decrease of the
regular part-time staff complements shall be completed as follows:
i). The Department Head, Chief Administrative Officer and Director of Human Resources
will review and approve all new part-time positions and/or the increase or decrease of
the regular part-time staff compliments. It is the responsibility of the department head to
ensure that the approved hours for part-time are not exceeded.
c) The Director of Human Resources, Chief Administrative Officer and Council, shall advertise
for, interview and select staff to fill the position of Department Head.
(d) The Director of Human Resources, Chief Administrative Officer, Warden and/or designate
and affected Department Head with Council approval shall advertise for, interview and
select staff to fill the position of Deputy or Second in Command.
County of Elgin
Human Resources Policy Manual
Section: 3
Subject: Hiring Procedure
Policy Number: 3.10
Date Approved: Oct. 1/87
Date Last Revision: March 23/04
Code - A
Page 3 of 3
(e) The Department Head in conjunction with the Director of Human Resources shall have the
authority to hire all other staff with proper approval, and shall personally carry out necessary
recruiting/selection procedures, unless delegated to an appropriate individual within the
Department.
The County of Elgin is an equal opportunity employer and carries out hiring based on non-
discrimination of the Human Rights Code.
County of Elgin
Human Resources Policy Manual
Section: 9
Subject: Acts of Nature
Policy Number: 9.20
Date Approved: Oct. 1/87
Date Last Revision: Oct. 26/93
Code - [delete A] N/U
Page 1 of 1
An employee shall not lose any regular wages if sent home, or if there is an agreement that
it is impossible or unsafe to report for work as a result of a snow storm, ice storm, tornado,
flood, or other unforeseen act of nature. The Director of Human Resources will decide on
the appropriate action to take, with the approval of the Warden and/or the [delete
Chairman of the Executive Committee] Chief Administrative Officer. An employee who
is prevented from reporting to work as stated above shall notify the employer as soon as
possible. Failing to report may result in the loss of wages for that time off.
County of Elgin
Section: 9
Human Resources Policy Manual
Subject: Bereavement Leave
Page 1 of 1
Policy Number: 9.80
Date Approved: Oct. 1/87
Date Last Revision: Jan. 20/04
Code - NUlPT/FTlCT
(a) In the case of a death of an employee's immediate family, a leave of absence of up to
three (3) consecutive calendar days will be granted and shall include the day of the
funeral and/or memorial service. One (1) of said calendar days may be granted, as an
exception, upon receipt of a written request delivered to the Department Head when
the memorial service is scheduled at a later date. In all cases, the Human
Resources Department shall be notified of the leave of absence.
(b) Scheduled work days and hours, which fall within the period granted under (a), will be paid
at the employee's regular rate.
(c) "Immediate Family" is defined as:
spouse, common-law spouse, child, common-law spouse's child, mother, step-mother,
father, step-father, brother, sister, grandchild, son-in-law, daughter-in-law, brother-in-law,
sister-in-law, mother-in-law, common-law spouse's mother, father-in-law, common-law
spouse's father, grandparent, spouses grandparents, aunt, uncle, spouses aunt, spouse's
uncle.
(d) An employee will be granted up to one (1) day bereavement leave with pay for the purpose of
attending the funeral/or memorial service of great grandparents, great grandparents-in-Iaw,
niece or nephew.
County of Elgin
Section: 9
Human Resources Policy Manual
Subject: delete [Maternity]
Pregnancy/Parental Leave
Policy Number: 9.90
Code - NU
Date Approved: Oct. 1/87
Page 1 of2
Date Last Revision: Jan. 20/04
delete [Maternity, Parental, and Adoption] Pregnancy/Parental leave will be granted in
accordance with the provisions of the Employment Standards Act, except where
amended in this provision.
Employees should notify their immediate supervisor at least two (2) weeks before they
intend to begin their leave.
delete rMaternitvl Preanancv Leave
An employee qualifying for pregnancy leave under Human Resources Development
Canada shall be paid a maximum of eighty percent (80%) top up of the normal weekly
earnings from all sources. Such payment shall commence following the completion of
the Employment Insurance waiting period and receipt by the Employer of the
employee's Employment Insurance cheque stub and shall continue the payment
bi-weekly for delete [the period ~tatcd for pregnancy leave in the Employment
In~urancc Act] fifteen (15) weeks.
Parental Leave
An employee qualifying for parental leave under Human Resources Canada shall
be paid a maximum of eighty percent (80%) top up of the normal weekly earnings
from all sources. Such payment shall commence following the completion of the
Employment Insurance waiting period and receipt by the Employer of the
employee's Employment Insurance cheque stub and shall continue the payment
- - - - - -hi~weekl~dor fifteen (15)"weeks - -- - -- -- - - - - - - - - - -. . - - - - -- - - - - --- - - - - -
The employee's regular weekly earnings shall be determined by multiplying the regular
hourly rate on the last day worked, prior to the commencement of the leave, based on
the employee's normal weekly hours. The normal weekly hours for a part-time
employee shall be calculated by using the same time period used for calculation of the
Employment insurance benefit (currently 26 weeks).
The employee does not have any vested right except to receive payments for the
covered unemployment period. The plan provides that payments in respect of
guaranteed annual remuneration or in respect of deferred remuneration or severance
pay benefits are not reduced or increased by payments received under the plan.
County of Elgin
Section: 9
Human Resources Policy Manual
Subject: delete [Maternity]
Pregnancy/Parental Leave
Policy Number: 9.90
Code - NU
Date Approved: Oct. 1/87
Page 2 of2
Date Last Revision: Jan. 20/04
delete rParental Leave
An employee '"ho ha:J taken a pregnancy leave under /\rticle 11.05 i:J eligible to be
granted a parental leave, in accordance with the Employment Standard:J Act. In ca:Jes
of adoption, the employee :Jhall advise tho County as far in advance as pO:J:Jible 'vVith
respect to a prospective adoption and shall request the loave of absence, in writing,
upon receipt of confirmation of the pending adoption. If, becau:Je of late receipt of
confirmation of the pending adoption, the employee find::; it impossible to request the
leave of ab::;enee in 'Nriting, the reque:Jt may be made verbally and subsequently
verified in 'Nriting.
An employee qualifying for parental leave under Human Resources Canada ahall be
paid a maximum of eighty percent (80%) top up of the normal weekly earnings from all
source::;. Such payment ahall . commence following the completion of the Employment
Insurance 'Naiting period and receipt by the Employer of the employee's Employment
Insurance cheque ntub and shall continue the payment bi weekly for the period :Jtated
for parental leave in the Employment In:Jurance Act. The employee'::; regular V'/eekly
earnings shall be determined by multiplying the regular hourly rate on the last day
worked, prior to the commencement of the leave, based on the employee'c normal
weekly hours. The normal weekly hour:J for a part time employee shall be calculated by
using the same time period u:Jed for calculation of the Employment Innurance benefit
(currently 26 weeks).
The employee doe:J not have any vested right except to receivo payment:J for the
. covered u-ncmpio-ymcnt - period. - . Tho -- plan - provHes - that - payments - fn- rc6p6d - of
guaranteed annual remuneration or in respect of deferred remuneration or :Jeverance
pay benefits arc not reduced or increased by payments received under the plan.]
County of Elgin
Section: 10
Human Resources Policy Manual
Subject: Mileage
Policy Number: 10.50
Code - A
Date Approved: Oct. 1/87
Page 1 of 1
Date Last Revision: Oct. 25/05
Employees who do not have a County-supplied vehicle will be paid a mileage rate for use of their
own vehicle on County business. delete [thi3 rate will be reviev.'ed annually by Council.] Effective
January 1, 2006, the kilometric rate will be established by the Treasury Board of Canada
Secretariat and adjusted each December for implementation each January thereafter.
REPORT TO COUNTY COUNCIL
FROM: Dorothy Schaap, Payroll & Benefits Coordinator
DATE: November 28, 2005
SUBJECT: Request for Proposal (RFP) - Benefit Consultant Review
INTRODUCTION
The review of the County's benefit consultant was brought to council in May of this
year as this process had not been formally reviewed since 1997. The review is
based mostly on service provided to our umbrella plan and additional services that
are available from the firm with particular emphasis on cost and keeping us informed
of the changing trends in the industry.
DISCUSSION:
Seven companies were invited to submit proposals, six of which responded. Upon
review of the proposals and following the county purchasing policy, three were
selected for interviews. All three presentations were outstanding making the
decision a difficult one. We focused on service, client base, and experience with
umbrella plans, how innovative they were, and then a review of the fee structure,
paid to the agent of record from the various benefit carriers. On the surface there
was a difference in the quoted fees of approximately $3,700.00 from the lowest to
the highest. We then asked what was included in the fees and the two firms that
quoted the lowest fees had additional charges for services offered. Mosey and
Mosey, who had the highest fee quoted, in fact were offering an all inclusive fee for
all services which in turn would be the most cost effective option. This would avoid
us having to budget for direct benefit consulting dollars at the County level. Upon a
closer review of Mosey and Mosey's experience with umbrella plans and how
innovative they are, a clear leader came to the surface. Mosey and Mosey have
confirmed a rate guarantee of three years. Based upon our 1.5 million-dollar block
of business, they would receive approximately $22,500 per year.
CONCLUSION:
After careful consideration and discussion it was clear that Mosey and Mosey in
particular stood out among the rest. Mosey and Mosey Insurance Agency Ltd.
currently represent over 200 public sector groups in Ontario of which 11 are
Counties. As leading employee benefit specialists, they have the experience,
resources and innovative ideas to provide the highest calibre consulting advice to
the County of Elgin and all lower tier member municipalities who participate under
the umbrella plan. It is also to be noted that with such a large block of public sector
business, they have a solid relationship with the various carriers, who in turn can
pass on preferred rates. As the County of Elgin had a past relationship with Mosey
and Mosey, prior to 1997, they are familiar with our plans and the level of service
expected.
RECOMMENDATION:
THAT the firm of Mosey and Mosey Insurance Agency Ltd. be selected as the agent
of record for the County of Elgin, effective as soon as possible.
Respectfully Submitted
~b~
Chief Administrative Officer
~~4. #{1
orothy Schaap .
Payroll & Benefits Coordinator
REPORT TO COUNTY COUNCIL
FROM: Dorothy Schaap, Payroll & Benefits Coordinator
DATE: November 28, 2005
SUBJECT: Excess Indemnity Renewal 2006, Occupational Accident Insurance
INTRODUCTION:
The County's Excess Indemnity and Occupational Accident Insurance is due for
renewal at 12:01 a.m. on January 1, 2006.
DISCUSSION:
The Excess Indemnity Policy assists with liability for claims in excess of $350,000
and to date we have forwarded three claims that have a potential to reach this
amount. The Occupational Accident Policy covers for partial or permanent disability
on the job and to date we have forwarded five claims for adjudication.
The renewal premium rates for 2006 for both Excess Indemnity and Occupational
Accident Insurance will not be increased. The approximate premium for the Excess
Indemnity for 2005 is $56,000 including taxes and $8,300 including taxes for the
Occupational Accident Insurance premium.
CONCLUSION:
Excess Indemnity coverage as well as Occupational Accident coverage for the
County for 2006 must be secured. It is imperative that we have no lapse in
coverage, which would open us up to liability. That the renewal rates for 2006 be
approved.
RECOMMENDATION:
THAT County Council approves the Excess Indemnity coverage and Occupational
Accident coverage for 2006 in the amount of approximately $64,300. That the
premium be funded from the WSIB Reserve Account.
Respectfully Submitted
~SUbmiS
Mark lu
Chief Administrative Officer
{,u~
Dorothy Schaap
Payroll & Benefits Coordinator
r il
uman Resources
,-~
..
. ,
. .
REPORT TO COUNTY COUNCIL
FROM: Dorothy Schaap, Payroll & Benefits Coordinator
DATE: November 28, 2005
SUBJECT: 2006 OMERS Contribution Rates
INTRODUCTION:
November 28, 2005, OMERS confirmed that the contributions rates proposed in July of
2005 had received government approval.
DISCUSSION/CONCLUSION:
The Provincial Government recently approved the following rates for the first full pay period
in January 2006,6.5% on earnings up to $42,100 and 9.6% on earnings over $42,100. The
approximate increase to the County of Elgin budget for 2006 will be $71,000.
RECOMMENDATION:
THAT the report on 2006 OMERS contribution rates be received and filed.
Respectfully Submitted
Mark
Chief Administrative Officer
i~
Dorothy Schaap
Payroll & Benefits Coordinator
REPORT TO COUNTY COUNCIL
FROM: Mark G. McDonald,
Chief Administrative Officer.
DATE: November 29th, 2005
SUBJECT: CORPORATE GOALS
Introduction:
As part of the annual budget process, departments review their goals and objectives for
the coming year. Inevitably this leads to a discussion of key county-wide or corporate
goals and the values associated with those objectives. These goals, while understood,
have not been formally documented. The Management Team held a special meeting to
determine the main goals of the County and this report reflects the outcome of that
meeting. With Council's blessing, staff intend to use these goals as a reference document
to guide the County through current and future initiatives.
Discussion:
The Management Team, having considered a number of possibilities, recommends the
following eight corporate goals (they are listed randomly as they are all important):
1) To ensure fiscal responsibility and accountability - the County's shareholders
(taxpayers) must have confidence that their tax dollar is spent wisely and that it is
transparent.
2) To promote cultural services - Elgin County has always been a supporter of
Libraries, the Museum and now Archives. There is a proud tradition of cultural services.
3) To nurture and support dignified long-term care - Elgin County is known for its
care of residents in its three Homes. The development of the Bobier Villa and the
redevelopment of Elgin Manor are shining examples of Council's will to provide
dignified care.
4) To be recognized as a desired employer - policies to attract and retain employees
have been adopted, such as the Alternate Work Arrangement (AWA), and civil
respectful workplace initiatives.
5) To promote Elgin as "The Place to Live" - the County is proud of its rich agricultural
heritage, its rural/urban mix and its pace of life.
6) To forae community partnerships - the agreement with the Kettle Creek
Conservation Authority for tree by-law and weed inspection services and the Tourist
Association for marketing Elgin are two examples of community partnerships. The
more partnerships that can be developed the greater the opportunity to prosper.
7) To provide innovative and collaborative qualitv service - the County should
encourage "out of the box" thinking, new ways of doing business and collaboration. A
customer service focus should be enshrined in all that we do as a corporation.
8) To recoanize and seize opportunities for improvement - staff and Council should
be encouraged to be vigilant in the pursuit of opportunities for improvement. It is a
"mind set", a mentality that promotes new ideas and is action oriented.
Conclusion:
A review of the County's main values, goals and objectives has been undertaken. Eight
key goals have been identified for Council's consideration. Once adopted, staff
recommend that a communication strategy be implemented and that these corporate goals
be referenced often as a platform for all operations.
Recommendation:
THAT County Council adopt, as a matter of policy, eight corporate goals and objectives as
identified in the report dated November 29th, 2005; and,
THAT staff be directed to develop a communication plan to publicize the goals and to
implement them at every opportunity.
ALL of which is respectfully submitted,
1!!i; )----
Mark G. McDonald,
Chief Administrative Officer
on behalf of the Management Team.
REPORT TO MANAGEMENT TEAM
FROM:
Sandra Heffren, Deputy Clerk
DATE:
02 December 2005
SUBJECT: SCHEDULE OF COUNCIL MEETINGS FOR 2006
Attached for your consideration are suggested meeting dates for County Council for 2006.
Council can change meeting dates at any time with advanced notice.
RECOMMENDATION:
THAT the attached schedule of meeting dates for County Council be approved.
Respectfully Submitted
Approved for Submission
'*/
S.J effre
Deputy Clerk.
Mark G. ,
Chief Administrative Officer.
DRAFT - SCHEDULE OF COUNTY COUNCIL MEETINGS FOR 2006
DATE OF MEETING TIME
January 13 - Draft Budget mailed to Council
January 24 9:00 a.m. - 4th Tuesday - one meeting due to Christmas
shutdown - Capital budget discussion
February 14 9:00 a.m. - Operational budget discussion
- ROMAlOGRA Conference Feb 20-23
March 14 9:00 a.m.
March 28 9:00 a.m.
April 11 9:00 a.m. -Good Friday 14th/Easter Monday 1 yth
April 25 9:00 a.m
May 16 9:00 a.m. - 3rd Tuesday - due to Statutory Holiday on 22nd
June 13 9:00 a.m.
June 27 9:00 a.m.
July 11 9:00 a.m. -Canada Day July 3rd
July 25 9:00 a.m.
August 8 9:00 a.m. - meetings are not normally held in August
August 22 9:00 a.m. - Civic Holiday yth / 2006 AMO Annual Conf. 13th _16th
September 12 9:00 a.m. - Labour Day 4th
September 26 9:00 a.m.
October 24 9:00 a.m. - one meeting in October due to AMO Counties Regions
Conference 1 st_4th / Thanksgiving 9th
November 14 9:00 a.m. - Remembrance Day 13th
November 28 9:00 a.m.
December 12 7:00 p.m. - Warden's Election
December 14 9:00 a.m. - Regular Council Meeting
Council Meetings are normallv held every 2nd and 4th Tuesday of the month and are
subject to change.
REPORT TO COUNTY COUNCIL
FROM:
Linda B. Veger, Director of Financial Services
DATE:
November 28, 2005
SUBJECT:
Budget Comparison - October 31, 2005
Introduction:
Attached is the budget comparison to October 31, 2005 for the County operating
departments.
Discussion:
Warden and Council - positive variance - 33,044 - timing of payrolls. Convention
expenditures are under budget as well as the warden's recognition budget line
Administration Building - positive variance - 39,296 - purchased services, repairs and
maintenance, and utilities under budget.
Human Resources - positive variance - 34,289 - staffing changes.
Corporate Expenditures - positive variance - 40,959 - insurance and audit under budget.
Audit expenditures occur later in the year. Also, more recoveries than budgeted.
Overall the three Homes are in a positive position. Revenues are coming in line with the
increases as reported to Council earlier. As discussed with Council when the 2005 budget
was presented, all departments estimated minimum increases in the benefits line. Some
departments within the Homes and within other departments may have negative variances at
year end for benefit accounts.
Museum - positive variance 28,728 - wages are over budget by 8,529. A report was
presented and approved by Council that some of the wage line in Archives would be utilized
by the Museum. Overall, this does not affect the bottom line. Archives currently has a positive
variance in wages of 11,952.
Library - positive variance - 59,173 - the total provincial grant for 2005 has been received in
July-116,739.
Information Technologies - positive variance - 53,550 - licenses that were budgeted were
not required in 2005. Also, purchased services will see some additional expenditures prior to
year end.
Ambulance Services - positive variance 154,332 - Elgin County received a grant in the
amount of 41,822 to upgrade and enhance medical diagnostic and treatment equipment. This
shows in the budget comparison as a positive variance in the Province of Ontario line and a
negative variance in the operations line.
The WSIB reserve has been reviewed and should have a small positive variance at year end.
All other departments are reasonable.
Recommendation:
THAT the report titled Budget Comparison - October 31,2005 and dated November 28,2005
be received and filed.
Respectfully Submitted
~~~
Director of Financial Services
Approved for Submission
~~
Mark G. McDonald
Chief Administrative Officer
----
COUNTY OF ELGIN
Departmental Budget
Comparisons
For The 10 Periods Ending October 31, 2005
Total YTD YTD Variance %OF
Budget Budget Actual () Budget
Warden & Council
Wages 168,274 140,228 126,201 14,028
Benefits 7,573 6,311 5,408 903
Operations 70,175 59,921 41,808 18,113
Total 246,022 206,460 173,416 33,044 70.49%
Administrative Services
Wages 249,750 208,125 201,502 6,623
Benefits 52,448 43,707 43,133 574
Operations 14,700 12,250 11,675 575
Total 316,898 264,082 256,310 7,772 80.88%
Financial Services
Wages 281,000 234,167 228,518 5,649
Benefits 67,440 56,200 54,891 1,309
Operations 17,151 14,293 10,160 4,132
Total 365,591 304,659 293,569 11,090 80.30%
Human Resources
Wages 322,279 268,566 243,664 24,902
Benefits 68,000 56,667 55,002 1,665
Operations 19,550 16,292 8,569 7,722
Total 409,829 341 ,524 307,235 34,289 74.97%
Administration Building
Wages 116,600 97,167 94,489 2,678
Benefits 30,300 25,250 22,819 2,431
Operations 74,300 61,917 27,730 34,186
Total 221,200 184,334 145,038 39,296 65.57%
Corporate Expenditures
Insurance 206,500 204,669 196,502 8,167
Telephone 33,000 27,500 19,552 7,948
Legal & Professional 87,000 72,500 75,094 {2,594 }
Retiree Benefits 41,000 34,167 32,055 2,112
Other Expenditures 76,515 63,762 38,436 25,326
Total 444,015 402,598 361,639 40,959 81.45%
Engineering
Wages 245,000 204,167 201,772 2,394
Benefits 53,000 44,167 44,937 {770}
Operations 82,000 68,334 48,201 20,132
Maintenance 2,276,259 1,715,945 1,710,695 5,250
Total 2,656,259 2,032,612 2,005,606 27,006 75.50%
Agriculture
Operations 31,876 26,563 16,482 10,081
Total 31,876 26,563 16,482 10,081 51.71%
Elgin Manor
Revenues {4, 169,961} {3,474,968} {3,549,358} 74,391
Wages 3,823,594 3,186,328 3,081,580 104,748
Benefits 1,005,216 837,680 816,444 21,236
Operations 911,144 759,287 615,134 144,153
Total 1,569,993 1,308,328 963,800 344,528 61.39%
Terrace Lodge
Revenues {4,627,251 } {3,856,043} {3,930,356} 74,314
Wages 3,928,883 3,274,069 3,234,775 39,295
Benefits 993,613 828,011 855,170 {27,159}
Operations 917,741 764,785 637,802 126,983
Total 1,212,986 1,010,822 797,390 213,432 65.74%
Bobier Villa
Revenues (2,650,555) (2,208,796) (2,251,111 ) 42,315
Wages 2,611,848 2,176,540 2,200,890 (24,350)
Benefits 608,993 507,494 516,228 (8,734)
Operations 653,058 544,215 441,045 103,170
Total 1,223,344 1,019,453 907,052 112,401 74.15%
Pioneer Museum
Wages 56,553 47,128 55,656 (8,529)
Benefits 11,672 9,727 11 ,500 (1,773)
Operations 57,249 47,708 8,678 39,030
Total 125,474 104,562 75,834 28,728 60.44%
Library
Wages 1,028,272 856,893 832,771 24,122
Benefits 227,986 189,988 198,567 (8,579)
Collections 227,500 189,583 195,696 (6,113)
Operations 106,856 89,047 39,304 49,742
Total 1,590,614 1,325,512 1,266,339 59,173 79.61%
Archives
Wages 135,568 112,973 101,022 11,952
Benefits 27,606 23,005 20,086 2,919
Operations 45,900 38,250 37,699 551
Total 209,074 174,228 158,806 15,423 75.96%
land Division
Wages 54,345 45,288 43,012 2,275
Benefits 10,925 9,104 7,734 1,370
Operations (65,27OJ (54,3926 ~66,820~ 12,428
Total 16,074 16,074 0.00%
Emergency Measures
Wages 5,000 4,167 4,167 0
Benefits 1,300 1,083 1,083 0
Operations 11,800 9,833 3,419 6,415
Total 18,100 15,083 8,669 6,415 47.89%
Information Technologies
Wages 184,622 153,852 149,338 4,514
Benefits 48,002 40,002 33,695 6,307
Operations 318,862 265,718 222,989 42,729
Total 551 ,486 459,572 406,022 53,550 73.62%
Provincial Offences
Grant (75,900) (63,250) (41,303) (21,947)
Fines Revenues (650,000) (541,667) (626,750) 85,084
Shared Revenues - Municipal 323,355 161,677 127,093 34,584
Wages 159,000 132,500 119,938 12,562
Benefits 33,500 27,917 27,998 (81 )
Operations 180,350 150,292 89,151 61,141
Total (29,695) (132,531) (303,874) 171,343 1023.32%
Ambulance Services
Province of Ontario (1,658,846) (1,382,372) (1,448,039) 65,667
City of St. Thomas (1,752,254) (1,460,212) (1,382,159) (78,053)
Contractor Payments 5,828,740 4,857,283 4,659,979 197,304
Wages 63,650 53,042 52,074 968
Benefits 16,549 13,791 11,591 2,199
Operations 32,500 27,084 60,838 (33, 75~
Total 2,530,339 2,108,616 1,954,284 154,33 77.23%
Collections
Revenue (380,000) (316,667) (306,007) (10,659)
Shared Revenues - Municipal 214,069 178,391 126,844 51,547
Wages 42,259 35,216 34,179 1,037
Benefits 10,565 8,804 9,086 (282)
Operations 7,600 6,333 30,621 (24,288)
Total (105,507) (87,923) (105,277) 17,355 99.78%
REPORT TO COUNTY COUNCIL
FROM: Sonia Beavers, Purchasing Co-Ordinator
DATE: December 5, 2005
SUBJECT: Mat Rental Service Agreement for the Elgin County Homes
Introduction:
The County of Elgin currently has a mat rental service agreement with Cintas. A 36 month
agreement was signed in February 2002. There is a clause in the agreement that
permitted the contractor to renew the agreement following the initial term and that the
service would be automatically renewed for the same period of time.
Discussion:
Cintas was contacted to request current agreements, itemizing the current pricing for
Terrace Lodge, Bobier Villa and Elgin Manor. As well, the request included a termination
of service for all the agencies to conclude in 2010 at which time the service may be
tendered.
The current confirmed annual rates from Cintas for mat rental is as follows:
Annual Rate GST included
$ 1 063.40
1 026.74
$ 1 293.24
$ 3,383.38
In addition, there may be an annual escalating increase based on the Canadian Consumer
Price Index. The customer has the right to reject any price increases and/or can terminate
the agreement with a 90 day written notice.
Conclusion:
Cintas has been providing mat service rental to the Elgin County Homes since 2002 and
past performance has been favourable. Regular mat exchange and maintenance is a
component of risk management that minimizes the potential for injury. Mat service in the
Homes is a risk management tool that addresses both risk of staff incidents/accidents(staff
attempting to clean/move heavy mats), as well as the residents, visitors and staff due to
1
slip hazards of wet mats. The Administration Building has a custodial contractor that is
responsible for mat cleaning.
Recommendation:
THAT, the Warden and CAO be authorized and directed to sign the agreement for mat
rental service with Cintas for the County of Elgin Homes until November 30, 2010.
Respectfully Submitted
k (L &Cc<.....t {<')-
Sonia Beavers
Purchasing Co-Ordinator
Approved for Submission
*~
Director, Financ' 'ces
Mark. aid
Chief Administrative Officer
2
REPORT TO COUNCIL
FROM:
Allan Reitsma
Director of Information Technologies
DATE:
December 1 , 2005
SUBJECT:
County Phone System
INTRODUCTION:
The 2005 capital budget included $16,000 for replacement of the Administration
Building telephone system. The current system is failing and the decision was
made to replace the system.
DISCUSSION:
The current phone and voice mail system is no longer manufactured and new or
refurbished replacement parts mayor may not be available. How long
replacement parts could be found for the current phone system is unknown. In
late 2004 the decision was made to replace the existing system with a new digital
phone switch for an estimated cost of $16,000. The estimated replacement cost
assumed that existing desktop phone sets would not be replaced and that a
digital system would be used.
Considering the fact that the current system has functioned for about 12 years
before starting to fail it is safe to assume that a replacement system may last for
that period of time as well. With this in mind staff conducted research to
determine current telephony trends to ensure that the County was investing in
technology that would meet the needs of the County for a minimum of the next
12 years. An excerpt from the November/December 2005 of the Government
Purchasing Guide stated:
"Over half of all private branch exchange (PBX) lines currently shipping
are VolP [Voice over Internet Protocol] lines. By 2006, among new
installations, VolP lines are projected to exceed the number of traditional
telephone lines for both business and residential use. And by 2007,
industry analyst firm Gartner expects 97 per cent of new phone systems
installed in North America will be VolP or hybrid lines."
(Voice over Internet Protocol: The technology used to transmit voice
conversations over a data network using the Internet Protocol. Such data
network may be the Internet or a corporate Intranet.)
Further research and consultation with vendors support this trend. With this in
mind vendors were asked to submit a proposal that would support both digital
and VolP phone sets. As well, the Request for Proposal (RFP) asked
respondents to consider a phone system that would incorporate the three Long
Term Care (LTC) homes into the new phone system in the future. Although Elgin
Manor has a fairly new telephone system, the systems at Bobier Villa and
Terrace Lodge will reach their expected life span in five to sever years.
Six vendors responded to the RFP: RMB Communications, Amtelecom, Delphi
Solutions, Smiston Communications, J & D Communications and Branttel
Networks. Each of the RFPs were evaluated on the following criteria:
· Reusability of current equipment
· Functionality (the replacement system must have as much if not more
than the existing system)
· Service & Support
. Price
Reusabilitv of Current Equipment
All six vendors recommended a solution that included VoIP. The Nortel Business
Communication Manager (BCM) solution, proposed by RMB, Delphi, Smiston
and J & D and the Avaya solutions proposed by Branttel are capable of
supporting both digital and VolP phones. The Asterisk solution proposed by
Amtelecom supports only VolP phones and would require all desk sets to be
replaced.
Functionality
All proposed solutions satisfied or exceeded the functional requirements set out
in the RFP.
Service & Support
RMB Communications and Amtelecom are local, well-known vendors who have
provided reliable Service to the County in the past. The selection committee felt
that it was important to have a local provider that could provide a quick response
for this critical service.
Price
The cost of a combined VolP and digital solution for the County administration
offices is approximately $31,000 for a BCM solution. However, if and when it
comes time to replace the systems at the LTC homes the cost could be as high
as $195,000 for the BCM solution. The Asterisk solution proposed by Amtelecom
will cost $34,0778 (includes taxes) to implement at the County administration
building. However when and if the need comes to replace the LTC homes system
the total cost is approximately $65,000. This makes the Amtelecom solution the
system with the lower total cost.
Amtelecom is providing a trade-in allowance of $1,300 for our current phone
switch and desk sets. This will offset the cost of extending the phone cabling
from the current location in the basement to the computer room on the second
floor. The cost for this work is $1,027. Therefore the net cost for the phone
system is $33,805. In addition to this capital investment there is an annual
$1,400 licensing and maintenance fee.
A leasing option was provided by Amtelecom as follows:
1
3
5
12 x $2,932.41
36 x $1,060.85
60 x $689.40
$35,188.92
$38,190.60
$41,364.00
The Amtelecom solution best meets all of the selection criteria.
The Asterisk phone system proposed by Amtelecom is widely in use throughout
the world and is the phone system being implemented at Amtelecom's
headquarters.
Amtelecom, as well as several other vendors, recommended the replacement of
the network switch. The network switch is the device that routes network traffic
between network devices (Le. computers, printer and in the future phones). The
current HP 4801g1 network switch could support the VolP phones but does not
have many of the features recommended to properly support combined data and
voice networks. Some of the features include:
. High-speed back-plane (provides faster through-put)
. Layer 3 network routing capable of prioritizing network traffic
. Virus detection
· Power over Ethernet (PoE), this feature allows low voltage to be sent over
a pair of strands in the network cable to power IP phones. Without PoE a
power adapter would need to be purchased for each phone.
· Many additional security features
Three quotes were received for the HP 5308xl switch as follows:
$19,434.92
$20,144.16
$21,633.48
A survey of eBay shows that the current switch could be sold on eBay from
$2,400 to $4,000.
CONCLUSION:
Amtelecom is proposing a complete VolP solution and although the Amtelecom
solution represents a higher initial investment the long term cost of the system is
far less than the BCM solution proposed by other vendors. The Amtelecom
solution fits current telephony trends and provides a cost effective option for
replacing phone systems at the LTC homes in the future. As well, Amtelecom's
past service performance to the County has been very satisfactory.
The approved 2005 capital budget for the phone system is $16,000.00. The 2005
IT Special Projects are now completed and has approximately $60,000 remaining
which will more than adequately cover any shortfall.
RECOMMENDATION:
THAT Amtelecom be awarded the contract to replace the telephone system at
the County Administration Building at the bid price of $33,805. inclusive of taxes,
and
THAT the HP 4108g1 network switch be replaced with an HP 5308 xl network
switch to be purchased from Protek Systems at the quoted price of $19,434.92.
THAT the $16,000 for the new phone system be used from the phone system
capital budget and the $37,239.92 variance paid for from the IT Special Projects
capital budget.
Respectfully Submitted
:~n::i) ~
Chief Administrative Officer
A E-.7L--
Allan Reitsma
Director of Information Technologies
REPORT TO COUNCIL
FROM:
Melissa Lewis, Elgin Manor
Director of Senior Services
DATE:
December 6, 2005
SUBJECT:
Influenza Vaccination Promotion in the Homes
INTRODUCTION:
The Elgin County Homes work in close co-operation with the Elgin-St. Thomas Health
Unit in preparation for the influenza season and vaccination promotion. Each year, on-
site inservices, promotion and influenza vaccination is provided within the Homes.
DISCUSSION/CONCLUSION:
Long-term care facilities in Ontario are required to keep on record proof of influenza
vaccination for residents and staff. Elgin County Homes have collected and submitted to
public health our initial influenza vaccination data for residents and staff for 2005/06.
In order to show organizational support and provide an incentive for staff to receive their
annual flu vaccine, we are asking Council consider for the 2005/06 year to provide a day
away with pay for one staff member at each of the Homes. This would equate to a total
of three days of paid time. In order for a staff member to be deemed eligible for the
draw, the influenza vaccination must have been received and proof of vaccination
submitted to the Home by January 1, 2006.
RECOMMENDATION:
THAT a draw be held at each of the County homes to select a total of three (3) staff
members, who has provided proof of influenza vaccination by January 1, 2006 for the
2005/06 influenza season, to receive a day away from the workplace with pay.
Respectfully Submitted
Approved for Submission
e~~~
Pat Vandevenne, Bobier Villa
Director of Senior Services/
Manager of Resident Care
~J
Chief Administrative Officer
~AlkIJ~r~
Rhonda L. Roberts, Terrace Lodge
Director of Senior Services
~-;,
~~e issa Lewis, ~n M;n~~
Director of Senior Services
REPORT TO COUNTY COUNCIL
From:
Rhonda L. Roberts-Director of Senior Services - TL
Date:
November 29,2005
Subject:
Ministry of Health Annual Compliance Report-Follow-up Report
INTRODUCTION:
In April of 2005, the Ministry of Health Compliance Advisor identified unmet standards related to
the pharmacy. Contract renewal for Pharmacy services have remained pending the acceptable
correction of these unmet standards.
DISCUSSION:
Hills Pharmacy has been working diligently to ensure that the unmet standards were corrected, the
last area being corrected effective November 1, 2005.
On November 23, 2005, a follow-up review of these previously issued unmet standards was
conducted. The Ministry has indicated in writing that all standards and criteria are now in
compliance.
During the Compliance Advisor's visit, two unmet standards, related to nursing documentation
were issued. A Corrective Plan of Action has been forwarded to the Ministry.
CONCLUSION:
Terrace Lodge and the home's physicians continue to have a very positive relationship with Hills
Pharmacy.
As a result of the Ministry's follow-up visit, staff would like to contract with Hills Pharmacy to ensure
ongoing provision of pharmacy service for Terrace Lodge residents.
RECOMMENDATION:
THAT the County of Elgin contract with Hills Pharmacy to provide pharmacy services to
Terrace Lodge.
THAT this report be accepted and filed.
Respectfully Submitted
tJlMiJ~
Rhonda L. Roberts
Director of Senior Services, TL
Approved for
Mark Mc
Chief Administrative Officer
REPORT TO COUNTY COUNCIL
FROM:
Pat Vandevenne
Director of Senior Services/Manager of Resident Care
DATE:
December 6, 2005
SUBJECT:
Ministry of Health Annual Review
INTRODUCTION:
Each year all Long-Term Care Homes throughout the province participate in an
annual review process.
DISCUSSION:
During the week of October 24-28, Mrs. Lorell Jones, Compliance Advisor-South
West Region, reviewed the Bobier Villa as related to the Ministry of Health
Standards.
CONCLUSION:
The exit interview with Mrs. Jones revealed no unmet standards or
discussion/observations. All staff of Bobier Villa were informed of this positive
report.
RECOMMENDATION:
That the Warden write a Letter of Congratulations to the Bobier Home Staff. That
this report be received and filed.
Respectfully Submitted
-RrL1--..rl.O J.{'l.A( -
Pat Vandevenne
. Director of Senior Services/
Manager of Resident Care
Chief Administrative Officer
REPORT TO COUNTY COUNCIL
FROM:
Pat Vandevenne, Bobier Villa
Director of Senior Services/Manager of Resident Care
Melissa Lewis, Elgin Manor
Director of Senior Services
DATE:
December 6, ~005
SUBJECT: 2005 Vacation Carry Forward Requests
INTRODUCTION:
Article 13.06 of the DNA Collective Agreement provides for registered nurses to request up to
two (2) weeks of vacation to be carried forward into the first six (6) months of the following
year. This request is subject to Employer approval, which will not be unreasonably denied.
DISCUSSION/CONCLUSION:
Council Policy states that at least once annually, an information report shall be presented to
Council indicating the number of vacation carry-over requests submitted and granted by the
Management Team. As per the current Collective Agreement with the Ontario Nurses'
Association, three full-time DNA members, from Elgin Manor and Bobier Villa, have submitted
a written request to carry forward a portion of their 2005 vacation entitlement into 2006, to be
scheduled at a mutually agreeable time during the first six months of the 2006 calendar year.
These were the only vacation carry-over requests received by all County departments and
granted by the Management Team for 2005.
RECOMMENDATION:
THAT the report entitled "DNA 2005 Vacation Carry Forward" dated December 6, 2005 from
the Director of Senior Services, Elgin Manor, and the Director of Senior Services/Manager of
Resident Care, Bobier Villa, be received and filed.
Respectfully Submitted
APprove~~
/~
...//~,. .. -----
Melissa LewIs, Elgin Manor
Director of Senior Services
Ma . McDonald /
Chief Adrr)1nistFati.v.e"Offu;e~
/]~ L}::> ~ (,11-0-( -. h i
Pat Vandevenne, Bobier Villa
Director of Senior Services/
Manager of Resident Care
REPORT TO COUNTY COUNCIL
FROM: Cathy Bishop, Director of Library Services
DATE: November 28, 2005
SUBJECT: Reporting to the Public on Service Improvements and Barriers
INTRODUCTION:
Section 300 of the Municipal Act requires that municipalities provide notice to the
public, at least once a year, on improvements in the efficiency and effectiveness
of their service delivery.
DISCUSSION:
The report for 2005 to the Municipality Performance and Accountability Branch
will be provided by Library Services and Archives through Financial Services.
The Service Delivery reports are attached for Council's information.
CONCLUSION:
Section 300 of the Municipal Act requires that municipalities provide notice to the
public, at least once a year, on improvements in the efficiency and effectiveness
of their service delivery.
RECOMMENDATION:
For Council's Information.
Respectfully Submitted
~~~ --
Cathy Bi op ~
Director of Library Services
Mark .
Chief Administrative Officer
County of Elgin
Service Improvements
The County of Elgin continues to improve services for its residents. This report
details how we have improved services in the area of Archives.
What we have done differently:
In November 2002, the County of Elgin established the Elgin County Archives to
acquire, preserve and make publicly accessible records of the County, local
municipalities and numerous private organizations, businesses and individuals.
The Archives' plays a central role in promoting openness and accountability on
behalf of the County government. In 2005, the County placed a strong emphasis
on increasing public and staff accessibility to the Archives' collections through
measures such as convenient reference room hours, an expanded Internet
presence and electronic document management.
Improvement in efficiency:
Public usage of the Archives has increased each year since the Archives'
establishment. In 2003, approximately 240 patrons visited the reference room for
on-site research. In 2004, this number increased to 390 and in 2005 increased
again to 425. The number of telephone and electronic mail inquiries have also
shown similar increases, now ranging well over 2000 per year. Staff are also
becoming more efficient in the acquisition of municipal records through records
scheduling arid transfer agreements. In 2004, the records of one former
municipality were transferred to the Archives with work begun on three others; in
2005 the records of three former municipalities were transferred with work begun
on two others.
Improvement in effectiveness:
The Archives has been instrumental in the development of an electronic
document management system for the County. In 2005, the first full year of the
project, over 20,000 documents comprising nearly 120,000 pages were scanned,
indexed and is to be made available to staff and the public through a searchable
interface later in 2006. This will reduce the amount of staff time spent retrieving
documents and will be an important tool in promoting public access to records
such as Council minutes and by-laws. The Archives' website at www.eIQin.ca
has also been an important tool in promoting public access to archival
collections. Asearchable catalogue was launched late in 2004 with substantial
content added in 2005. Visitor sessions (Le. sessions in which the user engaged
a link) increased 142 per cent from 2004 to 2005, with total sessions now totaling
over 46,000 per year.
What barriers are there to further improvements?
· Additional storage space will be required to accommodate future
acquisitions.
· Lack of resources to promote on-site and virtual access to archival
collections to the disabled, particularly individuals who are visually impaired.
· Resources to link archival collections with similar heritage collections held by
the Elgin County Library and Elgin County Museum.
County of Elgin
Service Improvements
(Physical Appearance)
The County of Elgin continues to improve services for its residents. This report
details how we've improved services in the area of Library Services.
What we have done differently:
The Elgin County Library undertook in 2005 to improve the interior physical
appearance of the Port Stanley branch. The 3-fold purpose of the project was to
make the library setting a very warm and welcoming place for the large number
of retirees who dwell in the community; create a more open concept space to
make it easier for staff to observe activities throughout the library; develop a
more prominent space for the public access computers.
· Public access computers moved to alcove across from circulation desk.
New adjustable desks and chairs purchased.
· Walls painted; new carpet laid
· Comfortable seating area with electric fireplace created for reading.
· New reception desk with one lowered section installed.
Improvement in efficiency:
Staff monitoring of the public access computers can be more easily achieved
because of the new location. The furnishings were arranged with a more open
concept look which creates more efficiency for staff as they can more readily get
from one area to another. Staff have a better view of a larger area of the library
and therefore do not have as great a need to leave the reception desk to
supervise the library .
Improvement in effectiveness:
The new reading area has received rave reviews from people who have used it.
The location of the computers has made it much easier to monitor computer
activity.
What barriers are there to further improvements?
The space for the Library branch is rented and therefore further improvements
are limited.
County of Elgin
Service Improvements
(On-Line Services)
The County of Elgin continues to improve services for its residents. This report
details how we've improved services in the area of Library Services.
What we have done differently:
The goal of the Elgin County Library is to keep the library as an active and current
institution to serve the 21st century. In order to serve a society that now shops, banks
and communicates on-line, the Elgin County Library made a decision to gradually allow
library users to do more activities remotely. This has been accomplished by migrating to
library circulation software, which has an internet interface, which allows users to do the
following activities remotely:
. Check their account
. Renew materials
. Place materials on hold; check their place in the holds queue
. Request items for inter-library loan
. Request reference help for a certain topic
. Suggest that a certain item be ordered
Library users can access a collection of electronic books through a link on the library's
website. The Library website at www.librarv.eIQin-countV.on.ca has also been an
important tool in promoting public access to our collections. The library has also
acquired the remote access feature for several of its on-line reference resources such
as: World Book, Ebscohost, Novelist, and Search Portfolio.
Improvement in efficiency:
At this point there has not been any noticeable savings in staff time because
extra time has been needed to prepare information pamphlets and provide
instruction on the new features.
Many library users however have commented on how great the new services are
since they free up time that users previously would have spent in coming to the
library building.
Improvement in effectiveness:
There has been a steady increase in the number of users that have accessed the
on-line services. Comments from the public have been very positive.
What barriers are there to further improvements?
Providing these services on-line requires an annual outlay for software
maintenance or renewal of subscriptions. Without decreasing the budget in some
area, it is difficult to keep adding to the resources which are presently in place.
County of Elgin
Services Improvements
(Accessibility)
The County of Elgin continues to improve services for its residents. This report
details how we've improved services in the area of Library Services.
What we have done differently:
The Library Services Department of the County of Elgin has improved
accessibility in several areas in many of their branch libraries with the intention to
extend the project to encompass all the branches. The goal is to provide barrier-
free access to those with physical disabilities and make the library a more
welcoming place for them. The following areas have been addressed:
· Reception desks replaced with ones with lower end.
· Adjustable computer desks for public access workstations.
· Narrower shelving plus total rearrangement of shelving to allow for
wheelchairs to turn.
Improvement in efficiency:
The old reception desks have been or will be replaced with ones that have the
one end lowered to enable those in wheelchairs to place their materials directly
on the circulation desk. This enables the librarians to provide service to those in
wheelchairs at a level that is more user friendly for them. Providing service this
way is also more efficient for the librarians as they no longer have to move from
behind the reception desk to serve patrons in wheelchairs. Adjustable computer
desks have been purchased for the public access workstations. This frees up
staff time as the users are now able to use the computers without requiring help
from the staff.
Improvement in effectiveness:
Library users who have need for specialized furnishings have commented that
they appreciate the improvements. More than any tangible benefit, they appear
to appreciate the attitude of caring which has been shown by the implementation
of these changes.
What barriers are there to further improvements?
Because some of our branches are small, in order to accommodate the usually
bulkier furnishings, some shelving units and hence books and other library
materials must be sacrificed to make room.
REPORT TO COUNTY COUNCIL
FROM: Brian Masschaele, Manager of Archives
Cathy Bishop, Director of Library Services
DATE: 28 November 2005
SUBJECT: Elgin County Museum By-law
INTRODUCTION
Staff convened a successful information session for County museums on November 9th, 2005.
This report recommends that a draft by-law to govern the future operations of the Elgin County
Museum now be formally adopted. A nomination procedure for the new Advisory Committee is
also proposed.
DISCUSSION:
Approximately 20 delegates attended an information session to discuss the draft governing by-law
and facility plans for the Elgin County Museum. These documents were initially presented to
County Council on September 27th, 2005. The following museums were represented at this
meeting:
. Edison Museum of Vienna
. Port Burwell Marine Museum
. Aylmer & District Museum
. The Dairy & Heritage Museum, Malahide
. The Elgin County Railway Museum
. Forge and Anvil Museum, Sparta
. Backus-Page House, Tyrconnell
. The Rodney Jail
Delegates expressed strong support for the County's future plans for the museum. As a result, no
further amendments to the draft by-law are required and staff now recommend that it be formally
adopted.
Upon the adoption of the by-law, Council will need to establish a procedure for nominations to the
new Advisory Committee. Staff recommend that those organizations with standing representation
on the committee forward their nominations in writing by February 1st, 2005. Staff furthermore
recommend that Council publicly advertise for the at-large member and the member on behalf of
the museum community with the same deadline. Staff will then review all nominations and bring
forward a list of candidates for Council's approval. It is hoped that the Advisory Committee can be
formed by March 2006, well in advance of the Museum's grand opening.
CONCLUSION:
Staff recommend that the Elgin County Ml,.!~~um's new governing by-law be formally adopted and
th~t staff begin the process of recruiting members for the new Advisory Committee.
RECOMMENDATION:
THAT the by-law entitled "A By-law to provide for the operation of the Elgin County Museum" be
formally adopted;
AND THAT Council advertise for nominations to the Elgin County Museum Advisory Committee
for the at-large member and the member on behalf of the museum community with a deadline of
February 1S\ 2006.
Respectfully Submitted
G~ '&~-4
Cathy Bis
~:my:s
Bnan Masschaele
Manager of Archives
. sion
Ma
Chief Administrative Officer
/o~- - A
REPORT TO COUNTY COUNCIL
FROM:
Dianne Palmer, Manager of Library Services
Cathy Bishop, Director of Library Services
DATE:
November 28, 2005
SUBJECT: Trillium Foundation and CAP grants received in 2005
INTRODUCTION
The Elgin County Library has applied for and received grant money from both the
Trillium Foundation Organization and Industry Canada's Community Access
Program during 2005.
DISCUSSION
Staff decided to take advantage of the fact that the Trillium Foundation was now
permitting libraries to apply for grant funding. Applications were submitted for the
following branches:
Belmont and Springfield: Automatic door openers.
Dutton: Furnishings and fixtures for the children's area.
Shedden: Listening centre and items to enhance the children's programming.
In November, staff were pleased to hear that the library had received the
following amounts in funding from the Trillium Foundation:
Belmont: $4,100
Springfield: $2,400.
Shedden: $1,700.
Dutton: $4,700.
For several years now the Library has applied for and received funding from
Industry Canada for sustaining the computer equipment at the CAP sites and for
hiring youth workers to train and assist the public in using the internet and
software programs at our CAP sites.
For the 2005-2006 term, staff received notification that we had been approved for
$26,600 in sustainability funding to purchase computer equipment and supplies
to maintain the CAP workstations in the branches.
The Library also received $29,370 in funding from Industry Canada to hire 7
youth workers for a period of 420 hours each.
2
CONCLUSION
The Letter of Agreement with the Trillium Foundation has been signed by the
Warden for the four projects. Once the funding is received, staff will proceed with
the enjoyable task of spending the money as outlined in the agreement.
The Community Access Program Sustainability Agreement has been signed and
returned. Planned purchasing of the computer equipment will take place in
conjunction with the IT Director. Seven youth workers have already been hired
through the CAP Youth Employment grant and are busy training the public in
computer skills.
RECOMMENDATION
Ma 0
Chief Administrative Officer
~~
Cathy Bis p
Director of Library Services
MEMORANDUM
DATE: December 1, 2005
TO: COUNTY COUNCIL AND SENIOR MANAGEMENT TEAM
FROM: L. ANDRUSIAK, AMBULANCE & EMERGENCY MGT. COORDINATOR
SUBJECT: London Central Ambulance Communications Centre (CACC) Tour
At the November 22, 2005 Council Meeting, Council requested a tour of the London
CACC. The date of January 10, 2006 was provided to staff for this tour.
This Memo is to inform County Council and the Senior Management Team that a tour has
been organized. The particulars are below:
WHAT: Tour of London Central Ambulance Communications Centre (CACC)
WHEN: Tuesday, January 10, 2006
TIME: 1 :30 p.m.
WHERE: 1510 Woodcock St., Suite 20, London (519-661-1780)
Directions: CACC is located near the intersection of Hyde Park and Fanshawe
in London.
Driving North on Hyde Park, (before reaching Fanshawe)
Turn left onto Seagull (which is across from the Wal-Mart entrance)
Turn left onto Blue Heron,
Turn right onto Woodcock and go to the second driveway on your
left for parking
REPORT TO COUNTY COUNCIL
FROM:
Linda B. Veger, Director of Financial Services
DATE:
December 13, 2005
SUBJECT: Mileage Reimbursement - 2006
INTRODUCTION/DISCUSSION:
A change to Human Resources Policy 10.50 - Mileage is included in this Council Agenda.
If approved, the policy recommends that the annual kilometric rate will be the same as that
established each year by the Treasury Board of Canada. The rate will remain constant for
the entire 2006 year and will be adjusted each December thereafter for the following year.
The new rate established by the Treasury Board effective December 5, 2005 is
$.47/kilometre.
RECOMMENDATION:
THAT the report titled Mileage Reimbursement - 2006 and dated December 13, 2005 be
received and filed.
Respectfully Submitted
~(~
Linda B. Veger
Director of Financial Services
REPORT TO COUNTY COUNCIL
From: Mark G. McDonald,
Chief Administrative Officer.
Date: December 12, 2005
Subject: Annual Staff Appreciation Gift
INTRODUCTION:
The Management Team has discussed various ways of recognizing employees and their value to
the Corporation with a tangible keepsake. Traditionally, most corporations adopt the practice of
providing employees with an annual appreciation gift at the Holiday Season. This is an excellent
means of acknowledging staff for their efforts and positive contributions throughout the year.
DISCUSSION:
The Management staff has researched several companies who produce employee appreciation gifts.
A teamwork theme pocket calendar, with the County of Elgin logo, can be purchased at a cost of
$2.59 each, exclusive of tax.
The employees of the County of Elgin would very much appreciate this form of acknowledgement,
especially coming from the Warden and Council. A personalized thank you would send a positive
message of appreciation from you for their on-going efforts and dedication.
CONCLUSION/RECOMMENDA TION:
THAT, Council directs staff to purchase an annual appreciation gift for County employees
and said gifts be allocated from the Corporate Recognition Account.
ALL of which is respectfully submitted,
Mark G. Mc ,
Chief Administrative Officer on behalf of the Management Team.
CORRESPONDENCE - DECEMBER 15. 2005
Items for Consideration
1. G. Sosnoski, General Manager of Corporate Services and City Clerk, City of
Kitchener, with a resolution asking that the Ministry of Municipal Affairs and Housing
commission an objective review of the results of amalgamations in Ontario relative to
the principle of affordability, accountability and political accessibility. (ATTACHED)
2. Mayor George J. MacDonald, Town of Midland, with a. resolution requesting the.
Province end its downloading of provincial programs and begin the uploading of
provincial program costs back to the province. (ATTACHED)
3. Denise Labelle-Gelinas, City Clerk, City of Cornwall, with a resolution requesting
discussions with AMO and the Province on appropriate statutory amendments to
direct arbitrations that would take into account ability to pay and local economic
conditions in decisions pertaining to labour relations. (ATTACHED)
4. Paul Sutherland, Consultant, on behalf of the Ontario dairy, egg and poultry farmers
"FarmGate5", with an information pamphlet and resolution requesting support for the
preservation of supply management for Canada's dairy, poultry and egg farmers;
processors; and consumers. (ATTACHED)
5. Karen Landry, Clerk Town of Halton Hills, with a resolution requesting support for the
Office of the Ombudsman of Ontario's investigation into the fairness and
transparency of the valuation of properties by the Municipal Property Assessment
Corporation. (ATTACHED)
6. Township of South Algonquin, with a resolution requesting an extension to the 2005
moratorium on assessment increases to be extended throughout the 2006 taxation
year, in order to allow for the investigation to be completed by the Ontario
Ombudsman into the Current Value Assessment system and the Municipal Property
Assessment Corporation (ATTACHED)
7. AMO Member Communication "ALERT", re: "Bill 123 - The Transparency in Public
Matters Act Recommended for Third Reading". (ATTACHED)
)
Corporate Services Departtnent
I<:itchener City Hall, 2nd Floor
200 I<:ing Street West, P.O. Box 1118
I<:itchener, ON N2G 4G7
Phone: 519.741.2286 Fax: 519.741.2705
derks@city.kitchener.on.ca
K
November 10, 2005
To All Municipalities in Ontario:
This is to advise that Kitchener City Council, at its regular meeting held on November 7, 2005,
passed the following resolution:
"That the Ministry of Municipal Affairs and Housing, on behalf of Ontario municipalities,
commission an objective review of the results of amalgamations in Ontario relative to the
principles of affordability, accountability and political accessibility with a view to
determining the financial, service and other benefits and / or drawbacks of amalgamations;
and,
That the review include the impact, as outlined above, on services such as transit and
garbage collection which were merged or uploaded to the Regional Municipality of
Waterloo by the area Municipalities; and,
That it is intended the above review would address practical as well as theoretical issues and
with an emphasis on the perception and experience of the broader public as opposed to only
elected officials and administrators; and further,
That this resolution be circulated to the Association of Municipalities of Ontario (AMO)
and all municipalities in Ontario requesting their support."
Yours truly,
G. Sosnoski
General Manager of Corporate Services
& City Clerk
c: Association of Municipalities of Ontario
. .
(f)ffi.c.e uf th,e ~a:llnr
'mnfun uf ~ii:rIa:n.a
NoveJ;llber 17, 2005
The Hon. D. McGuinty
Premier of Ontario
Room 381, Legislative Building
Toronto, ON M7 A lA4
Dear Premier McGuinty:
Re: The Provincial Municipal Fiscal Gap
It is high time that the Province make gbOd on its promise of a better working relationship with the
municipalities. . .' .
,
Ontario Municipalities are left in the unenviable position of having the highest property taxes in' the
Comitry. . The reason for this cari directly be attributed to the downloading of what should remain in the
Provincial mandate, namely health and social service programs. As well, the downloading of thousands '
of kilometers of previously Provincial'highways has not helped; The imposition of court security costs
has not helped. For many m!lnicipalities, the conditional program of COMRIF has not helped with its
inconsistency of "eligibility" requirements. For many municjpalities, the incredibly inequitable
application of OMPF has not helped. For many municipalities, the lack of funding support for policing
has not helped noting again, an inconsistency of application. The plethora of increasing regulations and
Provincially ordered reporting requirements in almost all spheres of services has not helped as it leads to
mote significant costs in meeting those' regulations and requirements. Many charges and resulting fines
by the Ministry of the Environment on municipalities striving hard to meet the new regulatory regime
have not helped. When it comes to "partnerships" and an improved Municipal-Provincial relationship,
the MOE appears only as an enforcement agency with municipalities as their "whipping posts" in the
quest for safe drinking water.
We do applaud, finally, the provision of gas tax revenues although there are strings attached and we
cannot lower our tax rate using this revenue.
Municipalities need a "new deal" from the Province and the "uploading" of services in the health and
social service fields would be a good start. To this end we have enclosed Council's resolution being
distributed to all municipalities for support. It certainly reflects the position of AMO who have
repeatedly expressed concern over the Provincial~Municipal fiscal gap.
We look forward to your response and one that, hopefully, leads to closing that gap.
Yours truly,
THE CORPORATlO?JWN OF MIDLAND
/~~/ 7?/.' ~p
. George J. MacDonald
Mayor
c.c. Ontario Municipalities
Association of Mun icipal ities of nnPl~iP.ominio.n Avenue
~1lItlri~ Ontano L4R 1 R2
Mr. G. Dunlop, MPP, Simcoe Nrmre:526-4275 Fax:526-9971
mayor@town.midland.on.ca
www.town.midland.on.ca
The Corporation of the
Town of Midland
Resolution No. 2005~242
October 24. 2005
Moved by.. ...................................................
S_by..~~~
THAT the Province of Ontario be requested to end its continued downloading of provincial
programs and use of inunicipal property tax dollars for the subsidization of provincial
health and social services programs; and
THAT
the Provincial Government work with the Association of Municipalities of Ontario to
develop a plan to begin the uploading of provincial program costs back to where they
belong,
And further, that a copy of )his resolution be forwarded to AMO, all Ontario
Municipalities and local M.P.P.s for support.
For: ................ Against: ...............
~
... ................. ................. .................. Carried
................ .........;;;;;00
................ .............................................
OFFICE OF THE CITY CLERK
Bureau de la Secretaire Municipale
....
Corn\IVall
Ontario . Canada
www.city.comwall.on.ca
P.O. Box / C.P. 877
360 rue Pitt Street
Cornwall, Ontario K6H 5T9
Phone (613) 932-6252
Fax (613) 932-8145
Denise Labelle-Gelinas
City Clerk / Secretaire municipale
(613) 930-2787, ext.2537
E-Mail dqelinas@citv.comwall.on.ca
Manon Poirier
Acting Deputy Clerk / Secreta ire municipale adjointe par interim
Administrative Assistant / Assistante administrative
(613) 930-2787 ext 2316
E-Mail mpoirier@citv.comwall.on.ca
November 22,2005
Dear Sirs:
To all municipalities
; '. .
.. ,". .
The Council of The Co... rpora.....tio. n9f the City of CQmW.8.. II, at its regular meeting o.f Monday, November
14,2005, endorsed the enclpsed Resolution.... .....
. .
....." ,", . ....
We believe that past and current Interest Arbitration awards imposing new and additional costs,
such as retention pay for police, will cause undui3.finanCial hardship tosmaller municipalities.
"-', " . ..... .
We invite you to joil) us in.. petitioning the Province. of Ontario to make appropriate statutory
amendments to more specifjeallydirect interest arbitrators to takeint08ccount the ability to pay and
the local economic conditions in its decisions pertaining to labourrelations.
Thank you for your attention.
Respectfully,
THE CORPORATION OF THE CITY OF CORNWALL
~'7f~~
DENISE LABELLE-GELINAS, C.M.O.
CITY CLERK
DLG/mp
Enclosure
Growth ~ Prosperity ~ Quality of Life .. Progres ~ Prosperite ~ Qualite de vie
RESOLUTION
The Council of the Corporation of the City of Cornwall
Resolution number:
Date:
Moved by Councillor:
Seconded by Councillor:
NB-1
November 14, 2005
Naresh Bhargava
Glen Grant
Interest Arbitration
WHEREAS past and current Interest Arbitration awards imposing new and additional costs, such
as retention pay for police, will cause undue financial hardship to smaller municipalities; and
NOW THEREFORE BE IT RESOLVED THAT AMO initiate discussions with the Province of Ontario
to make appropriate statutory amendments to more specifically direct interest arbitrators to take
into account ability to pay and local economic conditions in their decisions pertaining to labour
relations; and
NOW THEREFORE BE IT FURTHER RESOLVED THAT this motion be forwarded to all
municipalities of Ontario seeking their support and our local MPP, Mr. Jim Brownell, to the Attorney
General, the Minister of Labour; and furthermore, that all municipalities be requested to
demonstrate their support by sending similar resolutions to the Attorney General and Minister of
Labour, with a copy returned to the City, urging that they review this matter.
I, Denise Labelle-Gelinas, City Clerk of The Corporation of the City of Cornwall, do hereby certify
that the above is a true copy of Resolution Number NB-1 enacted by Council on the 14th day of
November, 2005.
Eggs
( "'~.i\
~
Chicken Farmers of Ontario
BY FAX
November 18,2005
James Mcintyre
Warden
County of Elgin
450 Sunset Drive
St. Thomas, Ontario N5R 5V1
Fax: 519-633-7661
Dear Warden Mcintyre,
Please find enclosed a resolution supported by the dairy, egg and poultry farmers of
Ontario.
We would appreciate your Council adopting this resolution at the next council meeting
and forwarding the adopted resolution to The Honourable Andy Mitchell, Minister of
Agriculture and Agri-Food; The Honourable Jim Peterson, Minister of International
Trade and Prime Minister Paul Martin in advance of the Sixth WTO Ministerial
Conference to be held in Hong Kong, China, 13 - 18 December 2005.
Municipalities across Ontario are adopting this resolution in an effort to ensure that
Canada's supply-managed system for Ontario dairy, poultry and egg farms is preserved
at WTO. Supply management, a uniquely Canadian success story, avoids the 'boom
and bust' cycles that often wreak havoc in other agriculture sectors by ensuring a
steady supply of product to the consumer at affordable prices.
It is vital that Ontario's dairy, egg and poultry industries be preserved in order to ensure
that Ontarians continue to have stable access to high-quality and nutritious food.
Sincerely,
~b
Paul Sutherland
Consultant
Encl.
Resolution to stand up for Ontario's dairy, poultry and egg farmers
by supporting the preservation of supply management
"WHEREAS Ontario dairy, poultry and egg farmers are part of a supply-
managed system that matches production to Canadian demand; and
WHEREAS supply management is a 'uniquely Canadian success story' with a
solid 40-year track record of providing high-quality and nutritious food for
Canadians; and,
WHEREAS the dairy, poultry and egg industries are a major economic asset to
Ontario generating $2.6 billion in farm cash receipts; sustaining more than $14
billion in economic activity with over 70,000 Ontario jobs depending on supply
management; and
WHEREAS Canada's food supply and Canada's farms may be at risk of being
traded away during the World Trade Organization's Doha Round of negotiations
continuing with the Sixth WTO Ministerial Conference to be held in Hong Kong,
China, 13-18 December 2005; and
WHEREAS dairy, poultry and egg farmers and Federal and Provincial
governments have worked together to create a stable and equitable
economic environment that benefits every link in the food chain
including consumers and farmers; and
WHEREAS Canada's economic fabric, both rural AND urban, would unravel
without supply management; and
NOW THEREFORE BE IT RESOLVED THAT the city (region, county, town) of
(Municipality) supports the preservation of supply management for Canada's
dairy, poultry and egg farmers; processors; consumers and other Canadians who
depend on a vibrant farm economy;
AND BE IT FURTHER RESOLVED THAT this resolution be forwarded to The
Honourable Andy Mitchell, The Honourable Jim Peterson and Prime Minister
Paul Martin requesting that they preserve supply management at the WTO trade
table;
AND BE IT FURTHER RESOLVED THAT this resolution be forwarded to the
Association of Municipalities of Ontario and the Federation of Canadian
Municipalities to request that they similarly voice their support for supply
management by forwarding a resolution to The Honourable Andy Mitchell, The
Honourable Jim Peterson and Prime Minister Paul Martin requesting that they
preserve supply management at the WTO trade table."
Dec-02-2005 04:38pm From-
T-762 P.001/010 F-7l2
~ FarmGate5
. From our home to yours.
~~.
~ Clllrkt:n 1~l(fJl{;f.;ol()lllarl" ~
.
ON"rAJIIO
TU_KIlY
o;Q;-~
~.
BY FAX
December 2, 2005
Warden James Mcintyre and Members of Council
County of Elgin
450 Sunset Drive
St Thomas (Ontario) N5R 5V1
Fax: 519-633-766"'
Dear Warden James McIntyre and Members of Council,
Re: r'~solution for the preservation of Ontario's dairy, egg & poultry
farmers' supply management marketing system
Further to the lettE~r sent to you by Paul Sutherland, acting on behalf of Ontario dairy, egg and poultry
farmers also known as FarmGate5, dated November 18, 2005, and the accompanying resolution that
we've requested your council to adopt, I am enclosing two brochures - FarmGate5 "From our home to
yours" and "The BI:Jttom Line What's at Stake?" for your information.
In order to facilitate your decision-making, the brochures will provide you with additional background
information regarding the supply management marketing system that will be on the negotiating table at
the WTO conference in Hong Kong, China, referenced in the above-mentioned letter. The outcome of
these negotiations will not only directly impact the livelihood of Ontario farmers, but every link in the
food chain including processors and Consumers. For forty years, our uniquely Canadian farm marketing
system has been providing a reliable supply of the highest quality and safest food for all Canadians.
For your ease of reference, I am also re-attaching the resolution we would like your council to endorse_
Should you have allY questions please feel free to contact Paul Sutherland at (416) 413-4730.
I would appreciate it if you could forward any notice of deCision respecting the resolution to the attention
of Mr. Sutherland at:
FarmGate 5
cIa 160 Bloor Street East, Suite 700
Toronto (Ontario) M4W 3P7
Thank you once again for your assistance.
Sincerely,
'~JI~
Carolynne Griffith
FarmGate5 Spokesperson
cc Paul Sutherlancl
Mary Di Mambn:> - assistant
Ene!.
· 160 Bloor Street East, Suite 700 . Toronto (Ontario) M4W 3P7 .
Dec-02-2005 04:39pm
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of food?
A. Let's take a look at some typical menu items:
iIIt iml2~t~!~~
December 2,2005
Municipalities of Ontario
Dear Council:
Please be advised that Council for the Town of Halton Hills at its meeting of Monday,
November 28, 2005 adopted the following:
WHEREAS on October 17, 2005 the Ombudsman for Ontario announced an
investigation into whether the Municipal Property Assessment Corporation (MPAC)
valuing of properties is fair and transparent;
AND WHEREAS on October 18, 2005 the Municipal Property Assessment
Corporation stated it is willing to work with the Ombudsman for Ontario to identify
and deal with any issues or concerns regarding the assessment process;
AND WHEREAS the Council for the Town of Halton Hills is on record as having
concerns regarding the accuracy, fairness, and transparency of the assessment
process;
AND WHEREAS the Council for the Town of Halton Hills has received numerous
comments, complaints and concerns from residents including many seniors on fixed
incomes, within the municipality regarding the fairness of the assessment of their
properties and their ability to pay their property taxes due to dramatic increases in
the assessed values of their properties;
AND WHEREAS Halton Hills is recognized as a very diverse community of urban,
Industrial, rural residential (including hamlets ), agriculture. These same residents
may face restrictive measures such as Niagara Escarpment, three Conservation
Agency Guidelines and the new Green Belt policy;
AND WHEREAS the Council for the Town of Halton Hills and Regional Municipality
of Halton are on record as being willing to be part of a pilot project to test other
models / sources for the delivery of property assessment services;
NOW THEREFORE BE IT RESOLVED THAT THE COUNCIL FOR THE TOWN OF
HALTON HILLS fully supports the efforts of the Ombudsman of Ontario in the review
of the fairness and transparency of the property assessment system as administered
by the Municipal Property Assessment Corporation;
AND FURTHER THAT the Town forward a letter to the Office of the Ombudsman of
Ontario indicating its support for the investigation into the fairness and transparency
of the valuation of properties by the Municipal Property Assessment Corporation;
AND FURTHER THAT a copy of this resolution be forwarded to all other
municipalities in the Province of Ontario asking that they also indicate their support
for the investigation into the fairness and transparency of the valuation of properties
by the Municipal Property Assessment Corporation;
AND FURTHER THAT a copy of this resolution be forwarded to the Premier of
Ontario, the Minister of Municipal Affairs and Housing, local Members of the
Provincial Parliament (MPP), the Municipal Property Assessment Corporation
(MPAC), and the Association of the Municipalities of Ontario (AMO).
The Town of Halton Hills respectfully requests support for this resoluti~n from all Ontario
municipalities.
Karen Landry, Clerk
Town of Halton Hills
1 Halton Hills Drive
Halton Hills, ON L 7G 5G2
Phone: 905-873-2601 x2331
Fax: 905-873-1431
Email: leesae@haltonhills.ca
Township of South Algonquin
P.O. Box 240
MADA WASKA, Ontario KOJ 2CO
Telephone #1-613-637-2650 Fax #1-613-637-5368
Dated: November 3. 2005
Resolution No. 05-318
Moved by: Councillor G. Belisle
Seconded by: Councillor P. Bresnahan
WHEREAS municipalities in Ontario are strapped with a Current Value Assessment (CV A) system
that has created outrageous spikes in asse"ssment, some over 100% and these unprecedented hikes in
assessment will translate into corresponding increases in taxes for the portion of assessment that is in excess
of the average increase in any given municipality.
WHEREAS municipalities are at a loss to adequately analyze the full impact of the new property
assessments by only receiving the new Assessment Roll in mid-December while the majority of the 2006
assessments are in the hands of ratepayers by mid-October.
WHEREAS the criterion of realty sales for establishing new assessments each year is very volatile;
very frivolous; very unfair and very unpredictable and there is no correlation between the severe tax increases
generated by many of these assessments and the provision of municipal services which remain virtually
unchanged from year to year.
WHEREAS the Provincial Government froze the 2004 Assessment Roll for the 2005 taxation year in
response to cries of outrage stemming from a flawed Current Value Assessment system, yet the proposed
Assessment Roll for the 2006 taxation year will create even more hardship than that generated at the time of
the freeze.
WHEREAS Ontario's municipalities deserve immediate, as well as long term relief from a "broken"
assessment system that is failing all areas of this province.
THEREFORE BE IT RESOLVED that Provincial Ombudsman Andre Marin, who has launched a
full investigation into the Current Value Assessment system and the Municipal Property Assessment
Corporation, be urged to recommend to Premier Dalton McGuinty an immediate short term solution whereby
the 2005 moratorium on assessment increases would be extended through the 2006 taxation year. This
"freeze" would also allow more time for MP AC to replace their 30-year old computer system for a new
Integrated Property System that is scheduled for implementation before the end of 2006.
BE IT ALSO RESOLVED that both Ombudsman Andre Marin and Premier Dalton McGuinty
recognize that the Provincial Government should undertake a systemic review of CV A during the 2006
moratorium period in order to develop and implement a more equitable; a more stable, and a more transparent
assessment system.
BE IT FINALLY RESOLVED that all 445 municipalities as well as A.M.O. and R.O.M.A. receive
this resolution and be requested to endorse it as soon as possible and forward a copy of their endorsement to
Ombudsman Andre Marin (Fax: 1-866-863-2560) and Premier Dalton McGuinty (Fax: 416-325-3745)."
Carried by: Mavor J. Etmanski
T ownshipofSouthAlgonquin@bancom.net
Member Communication
L.'\.
.- "
.........1
~, Association of
, / Municip~lities
,.. '^.../ of Ontano
rt
393 University Avenue, Suite 1701
Toronto, ON M5G 1E6
Tel: (416) 971-9856 . fax: (416) 971-6191
email: amo@amo.on.ca
To the immediate attention of the Clerk and Council
December 7,2005 - Alert 05/090
Bill 123 - The Transparency in Public Matters Act
Recommended for Third Reading
Issue: Private Member's Bill 123 has been recommended for Third Reading without the amendments
requested by AMO and other municipal representatives.
AMO Position:
AMO supports the principles of open, transparent and accountable municipal governments, but does
not support this Bill. The content of this legislation counters AMO's work under the Municipal Act
review and its work to establish a mature provincial/municipal relationship. AMO believes that these
important matters should be discussed in the context of the current Municipal Act review and
considered by the Legislature when it debates a new Municipal Act. To consider these matters
outside of this process cannot be supported.
AMO sought to have municipal organizations exempted from this legislation if it proceeds.
Immediate Action - How You Can Be Involved:
It is important for the municipal sector to be heard on this issue. AMO recommends
that municipalities contact their local MPP requesting that they not support this
legislation when it comes to a vote. As a Private Member's bill, the vote is usually a
free vote where the political parties are not whipped.
Challenges with Bill 123:
If Bill 123 is passed in its current form and does not exempt municipalities, it will result in conflicts with
the Municipal Act. The following are a few examples of duplication and overlap that will challenge
implementation and create confusion for administration, councils and the public, as they need to deal
with two pieces of legislation if this Private Member's bill is passed:
· Definitions of meetings in Bill 123 differ from that of the Municipal Act
· Notice provisions in Bill 123 are much more prescriptive than what is being advocated for the
Municipal Act. AMO and others have sought more flexibility for municipalities to determine
when and how they give notice to best meet the needs of their residents. This could have
resource implications for municipalities.
· Bill 123 places additional restrictions on holding closed meetings. In the Municipal Act review,
AMO and others are looking for greater flexibility to hold strategic planning, briefing sessions,
professional development, outside "meeting" definition.
· Bill 123 and the Municipal Act differ on the aspect of minute taking. Under the Municipal Act,
the requirement for minute taking only requires recording decisions, resolutions and
proceedings of council. Bill 123 would require the recording of all comments made in council -
this would have resource implications for municipalities.
This information is available in the Policy Issues section ofthe AMO website at www.amo.on.ca
For more information, contact 416-971-9856: Sherri Hanley, Senior Policy Advisor, extension 315
CORRESPONDENCE - DECEMBER 15, 2005
Items for Information (Consent Aaenda)
1. J.E. Okrucky, Manager, Operations London/Sarnia District, Union Gas, with
information regarding natural gas prices and steps being taken to educate consumers
on how to protect themselves from higher energy prices. (ATTACHED)
2. Federation of Canadian Municipalities, Members' Advisory, "Impact of an Early
Election on Federal Transfers for Municipalities. (ATTACHED)
3. Hon. John Gerretsen, Minister of Municipal Affairs and Housing, acknowledging
Council's resolution concerning Private Members Bill 123 the Transparency in Public
Matters Act.
4. Hon. Mike Colle, Minister of Citizenship and Immigration, announcing the Canada-
Ontario Immigration Agreement to provide programs to meet the needs of immigrants
in regions across the province. (ATTACHED)
5. AMO Member Communication ALERT: 1) "Ontario Association of Non-Profit Homes
and Services for Seniors Calls on Government to Fulfill Election Promise"; 2)
"Government Introduces Source Protection Bill". (ATTACHED)
AMO Member Communication "FOR YOUR INFORMATION": 1) Environment
Canada Accepting Applications for Funding Under the Invasive Alien Species Program.
(ATTACHED)
6. Correspondence supporting County Council's resolution of non support for Bill 206
"An Act to Revise the Ontario Municipal Retirement System Act": (ATTACHED)
1) Dianne Wilson, Deputy Clerk, Municipality of Central Elgin
2) R. Millard, C.A.O./Clerk, Township of Malahide
3) Phyllis Ketchabaw, Clerk, Town of Aylmer
4) Tena Michiels, Deputy Clerk, Township of Southwold
7. Hon. John Gerretsen, Minister of Municipal Affairs and Housing, acknowledging
County Council's correspondence concerning Bill 206, An Act to Revise the Ontario
Municipal Employees Retirement System Act. (ATTACHED)
8. Donald Leitch, Chief Administrative Officer, Municipality of Central Elgin, with copy of
correspondence to the Ministry of Municipal Affairs and Housing regarding the
restructuring proposal involving the Municipality of Central Elgin, City of St. Thomas,
and County of Elgin. (ATTACHED)
9. Chuck Raven, Partner, Raven & Shaw, advising that the firm has been engaged by
the County of Elgin to audit the financial statements for the year ending December
31,2005 and that auditing standards (GAAS) have been met. (ATTACHED)
10. Michael S. Raymond, Warden, County of Essex and Chair, Western Wardens'
Caucus, thanking Warden Mcintyre for his support and service to the WOWC for
2005.
U1longas
A Duke Energy Company
November 15, 2005
Mr. Mark McDonald
County of Elgin
450 Sunset Drive,
St.. Thomas, Ontario N5R 5V1
Dear Mr~IJUl~"
_ \j & O! ?nns
NU:.s \IJ"'"
I would like to provide you with inforrnation regarding naturai gas prices and the
steps Union Gas has been taking to encourage customers to insulate themselves
from rising energy prices.
As you are no doubt aware, natural gas prices have increased this fall and are
expected to remain relatively high throughout this winter heating season. This is
largely a result of the significant supply disruptions caused by the combined
forces of Hurricanes Katrina and Rita that recently hit the U.S. Gulf Coast (which
is a significant source of North American natural gas supply).
Based upon the market place prices we could see a price increase for the typical
residential customer of about $25 per month on an annualized basis. As a
regulated utility, Union Gas does not profit from the sale of natural gas - the price
we pay is the price our consumers pay. Yet, we know that higher natural gas
prices are of concern to our customers and so we are engaged in educating our
customers on steps they can take to help insulate themselves from rising energy
prices.
With winter's chill on the horizon, Union Gas has been emphasizing to its
customers the value of energy efficiency in lowering their gas bills, through an
enhanced communication effort on our webslte, in customer newsletters, through
the media, at energy conservation clinics and energy forums, and by working
with large retailers to share energy conservation tips with the public.
In addition, we have distributed approximately 30,000 Energy Savings Kits free of
cost to our customers. These kits contain our Wise Energy Guide (also available
on our website), low-flow faucet aerators, and insulating pipe wrap. We are
emphasizing that small steps like turning down the thermostat, installing low-flow
shower heads and sealing up cracks and air leaks will reduce consumption and
help consumers to manage their gas bill (please find attached a tip sheet with
more information or visit our website at www.unionqas.com for more energy
saving ideas).
.../2
P.O. Box 5353 Station A, 109 Commissioners Rd. W., London, ON, N6A 4Pl www.uniongas.com
Union Gas Limited
Lnlongas
A Duke Energy Company
Finally, we have been promoting our Equal Billing Program to our customers, as
a helpful tool to manage energy costs by spreading the higher winter costs over
the year.
Even with these efforts we know that a small proportion of our customers may at
any time experience challenges in paying their monthly gas bills. In keeping with
our longstanding policy, we remain fully committed to working with any customer
who might be having a difficult time making a particular bill payment.
Finally I wish to emphasize that despite the higher price environment for natural
gas this winter heating season, natural gas remains a customer's best energy
choice as space and water heating with natural gas today is still significantly less
than using electricity or fuel oil. And, it is a safe, reliable and clean source of
energy.
Should you or your staff have any questions, or require any further information on
this or any other energy issue, please do not hesitate to contact me. I can be
reached at 519-667-4184 or through email atjokrucky@uniongas.com.
Sincerely
~ruCkY
Manager, Operations
London/Sarnia District
Attachments
P.O. Box 5353 Station A, 109 Commissioners Rd. W., London, ON, N6A 4Pl www.uniongas.com
Union Gas Limited
Union Gas - Energy Saving Tips
· Everyone should have an energy reduction plan. Start by using
the Union Gas Wise Energy Guide, available at
www.uniongas.com
· Turn down the thermostat! Turning it down a few degrees while
you are out at work and while sleeping can save over $100 a
year! Install a programmable thermostat and pre-program your
home's temperature.
· Reduce air leaks by applying weather stripping and caulking to
all your doors and windows, and add foam gaskets to all
electrical outlets.
· Wash your clothes in cold water.
· Insulate your hot water heater and hot water pipes with foam
insulation and foam wrap.
· Install a low-flow faucet aerators in your shower and on your
taps. They save water and the energy required to heat it.
· Install a high-efficiency natural gas furnace and enjoy thousands
of dollars in energy savings over the life of the furnace.
· Change the air filter on the furnace everyone to two months. A
dirty air filter reduces the airflow into your furnace forcing it to
work harder.
· Let the sun shine in! Open window coverings and let the sun in
during the day to help heat your home, then close the blinds and
drapes at night to help keep the heat in.
· Close doors and vents to unused rooms. Ensure that furniture
and draperies are not obstructing air flow from heating vents.
· And finally, if you are cold, use a sweater or a blanket
Important Energy Efficiency Information
What you can do
to insulate
~~YQ,u,rseJf,Jrom,-rjsi.l1g^...
.
energy prices
EnerTip 1 (in II .erie. of 6)
Did you know? By .etting your thermostat at 18" C for
16 hours (while at work and while sleeping), you'll save
abollt$10C n year. It'aeasy. InstaiLa programmable
thermostat and pre-program your home's temperature.
Now, that's something worth doing!
Union Gas customers who purchase any programmable
lhennostat before December 15, 2005 are eligible for a
$15 credit on their gas bill. Visit uniongas.com for details.
Winter's chllJ is on the horizon.
And, today is the time to put your
home on an energy reduction plan.
Now. that's something worth doing!
The best way to insulate yourself
from higher energy prices i. to use
le.s energy. Union Gas encourages
everyone to have an energy
reduction plan. The Union Gos Wise
F.nergy Guide is a great place to start.
The free 40-page guide, available at
uniongas.com, provides solutions to
improve a home's energy efficiency
and save money.
Simple step. have a big payback.
Install a programmable thennastat,
choose a low-flow showerhead and
reduce air leakage. These steps alone
can reduce your energy bllJ by more
than $175 annually.
IS E
o
By installing a high.efficiency
natural gas furnace and a variable-
speed blower motor, you can enjoy
thousands of dollars in energy
savings over the life of the furnace.
Insulate yourself from higher January
and February energy bills by taking
advantage ofthe Union Gas Equal
Billing Plan.
You pay a lower equalized amount
spread over the course of a year. To
learn more and sign up for the Equal
Billing Plan, visit unionga..com
Using energy more efficiently is the
best way to insulate yourself from
rising energy prices. Selecting the
right fuel is also key. Natural gas
remains your best energy "hoke.
At today's rates, space heating and
water heating with nalural gas I:osts
aboul 40.50 per I:ent less than using
eleclricity or fuel oil.
~
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Lnlongas
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.
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The Right Energy Choice"
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Helpful information at uniongas.com
Fax Server
11/17/2005 3:24
PAGE 001/001
Fax Server
FCM
Federation of Canadian Municipalities
November 17, 2005
Please Distribute to All Members of Council
MEMBERS' ADVISORY
IMPACT OF AN EARLY ELECTION
ON FEDERAL TRANSFERS FOR MUNICIPALITIES
The uncertainty created by a possible early federal election is causing headaches for
budget planners in municipalities across the country. At issue is the status of a two-
year, $800 million transit fund, as well as the transfer of the first installment of gas
tax money to municipalities in those jurisdictions where agreements have been
signed.
The answer to questions regarding transit funds seems to be clearer today following
an all-party agreement yesterday to adopt Bill C-66 quickly, before a non-confidence
vote (expected before the end of the month) triggers an early election. FCM had
urged action to ensure passage before an election.
The Bill, designed to flow the transit funds immediately, was introduced last month
as part of the Government's response to rising fuel prices. The original $800 million
program itself was introduced thanks to a Budget agreement last spring between
Prime Minister Martin and NDP leader Jack Layton. The agreement also provided an
additional $1.6 billion for affordable housing.
Once Bill C-66 is adopted (this is expected to happen next week), there will remain
no federal legislative hurdles. Treasury Board is expected to approve quickly the
program parameters, and then contribution agreements with each jurisdiction will
have to be negotiated. Although these negotiations may take some time, the
funding itself is assured.
FCM staff is currently seeking answers to the second set of questions, namely the
status of the gas tax transfer. Based on information we have been able to gather so
far, it would appear that gas tax payments will not be jeopardized by an early
election call. We will post an updated set of New Deal FAQ's on the FCM website
within the next few days. We encourage members to log on to
www.fcm.ca/enqlish/ndeal/faqs.htmlfor regular updates.
For more information, please contact Michael Buda (613) 241-5221 ext. 271
Minister of Municipal Affairs
and Housing
777 Bay Street, 1?'h Floor
Toronto ON M5G 2E5
Tel. (416) 585-7000
Fax (416) 585-6470
www.mah.Qov.on.ca
Ministre des Affaires municipales
et du Logement
~
.~
Ontario
777, rue Bay, 17"etage
Toronto ON M5G 2E5
Tel. (416) 585-7000
Telec (416) 585-6470
www.mah.Qov.on.ca
05-21783
November 8, 2005
NOV'7
Mrs. Sandra J. Heffren
Deputy Clerk
County of Elgin
450 Sunset Drive
St. Thomas ON N5R 5Vl
Dear Mrs. Heffren:
Thank you for your letter of October 26, 2005 advising me of council's views about Private
Member's Bi11123, the Transparency in Public Matters Act, 2005, introduced by Ms. Caroline
Di Cocco, MPP for Sarnia-Lambton. I appreciate receiving council's comments and
suggestions.
I support the principle of accountable decision-making through openness and transparency in
council meetings, and I will continue to monitor this matter.
Again, thank you for sharing council's views and concerns with me.
The Honourable Steve Peters, MPP, Elgin-Middlesex-London
Ms. Caroline Di Cocco, MPP, Sarnia-Lambton
1322(06/95)
In Case of Transmission Difficulties, please Call 416-863-2101 or
1-866-309-3811
please Deliver To: Chief Administrative Officer
County of Elgin
Ministry of Citizenship
and Immigration
Ministere des Affaires civiques
et de l'lmmigration
~
~~
Ontario
Minister
6th Floor
400 University Avenue
Toronto ON M7A 2R9
Ministre
6e etage
400, avenue University
Toronto ON M7 A 2R9
Tel.: (416) 325-6200
Fax: (416) 325-6195
Tel.: (416) 325-6200
Telec.: (416) 325-6195
Monday, November 21,2005
Dear Friend:
This is a proud day for Ontario, our government and the thousands of newcomers
who make Ontario their home each year.
I am pleased to inform you that Canada's Citizenship and Immigration Minister Joe
Volpe and I have signed the first-ever Canada-Ontario Immigration Agreement.
This agreement will quadruple federal funding for settlement and language training
for Ontario's newcomers. I am confident this increase in federal funding will go a
long way in helping immigrants get off to the best possible start in Ontario. I'd like
to thank Premier McGuinty. It was his hard work and effort that got us here today.
As a government, we are committed to ensuring Ontario's newcomers have every
opportunity to succeed. This increase in federal funding from about $800 per
immigrant to $3,400 per immigrant will make a big difference in the lives of our
newcomers. This represents a total of $920 million in new federal funding over the
next five years.
The Canada-Ontario Immigration Agreement is the first to involve municipalities in
planning immigration. For the first time, all three levels of government will work
together to make sure programs are in place to meet the needs of immigrants in
regions across the province.
The agreement provides $2 million annually to involve municipalities in Ontario's
first-ever immigration website. This website will serve as a gateway for newcomers
and potential newcomers by giving them up-to-date information about Ontario
communities, skills accreditation, schools and other services.
Ontario is competing with the rest of the world for the skills and talents of
immigrants. We can leverage our diversity into investment and jobs, but only if we
continue to attract the best and the brightest from around the world, and provide
them with the opportunity to contribute socially and economically to Ontario.
The Canada-Ontario Immigration Agreement will provide our newcomers with the
federal funding and services they need to successfully start their new lives in
Ontario.
I have attached a news release and backgrounder that provides further details.
Don't hesitate to use this information as you share this good news.
Sincerely,
~~
Mike Colle
Ontario Minister of Citizenship and Immigration
Attachments
1+1
Citizenship and
Immigration Canada
Citoyennete et
Immigration Canada
&JOntario
PRESS RELEASE
CANADA AND ONTARIO SIGN HISTORIC IMMIGRATION AGREEMENT
Toronto, N.ovember 21,2005 - The Honourable Joe Volpe, Minister of Citizenship and Immigration,
and the Honourable Mike Colle, Ontario Minister of Citizenship and Immigration, today signed the
Canada-Ontario Immigration Agreement.
Under the terms of the agreement, the Government of Canada will invest an additional $920 million
over the next five years in Ontario. This is the first comprehensive immigration agreement between
Ontario and Canada, and it is intended to help more newcomers reach their full potential in Ontario by
increasing the funding for services to help them settle, integrate and access language training.
By formalizing how the two levels of government will work together in the area of immigration, the
agreement signals a shared desire to optimize the economic benefits of immigration and ensure that
immigration policies and programs respond to Ontario's social, economic development and labour
market priorities.
"This is a significant milestone, laying a foundation for the governments of Canada and Ontario to
work together in collaboration with municipalities and official language minority communities to
improve the social and economic integration of immigrants in the province," said Minister Volpe.
"This is truly a landmark agreement for our province and a history-making investment in the successful
integration of the 125,000 new immigrants Ontario welcomes each year," added Minister Colle.
Ontario welcomes more than half of all new immigrants coming to Canada every year. Increased
settlement funding for immigrants in Ontario will help Ontario's newcomers successfully start their
new life here.
Visit the Citizenship and Immigration Canada Web site: www.cic.gc.ca
Visit the Ontario Ministry of Citizenship and Immigration Web site:
www.citizenship.gov.on.ca
- 30-
For more infonnation:
Government of Canada
Stephen Heckbert
Director of Communications
Office of the Minister
Citizenship and Immigration Canada
(613) 954-1064
Greg Scott
Media Relations
Communications Branch
Citizenship and Immigration Canada
(613) 941-7028
Government of Ontario
Danna 0 'Brien
Minister's Office
Ontario Ministry of Citizenship
and Immigration
(416) 325-3460
Mary Dowding-Pare
Communications Branch
Ontario Ministry of Citizenship
and Immigration
(416) 314-7230
BACKGROUNDER
HIGHLIGHTS OF CANADA-ONTARIO IMMIGRATION AGREEMENT
On November 21, 2005, the governments of Ontario and Canada signed the first Canada-Ontario
Immigration Agreement. Through the agreement, the federal government will provide $920 million in
new immigration funding over five years to help newcomers successfully integrate more quickly into
Ontario communities and achieve their full potential. The agreement outlines how the governments of
Canada and Ontario will work together to expand language training and settlement programs.
Settlement Services
Under the agreement, the existing federal (Immigrant Settlement and Adaptation Program) and
provincial (Newcomer Settlement Program) settlement services will be better coordinated. The goal is
to expand the range of services for newcomers. A joint strategy will be established so that organizations
providing settlement services can help newcomers more easily locate and access community services
such as orientation, information, referrals, assessment and job search assistance.
Language Training
Language is an important factor for the successful integration of newcomers. The federal and provincial
governments will work together to expand language training. For the first time, English as a second
language classes will include occupation-specific language training, helping immigrants reach the level
required to work in their fields or to enrol in post-secondary education.
Partnership with Municipalities
The Canada-Ontario Immigration Agreement is the first agreement to involve municipalities in
planning and discussions on immigration. For the first time all three levels of government will work
together to make sure programs are in place to meet the needs of immigrants in regions and
municipalities across Ontario.
Almost 30 percent of Canada's immigrants settle in the city of Toronto. This agreement recognizes the
unique challenge this creates for Toronto. The agreement establishes a mechanism within nine months
for all three levels of government to discuss immigration and settlement to meet their respective
objectives.
. . .
Provincial Nominee Program and Temporary Foreign Workers
Over the next twelve months, Ontario will develop a pilot Provincial Nominee Program. As well,
during this time, Canada and Ontario will develop the terms of a Temporary Foreign Worker
agreement. These programs will give Ontario the opportunity to identify newcomers who will help
meet its economic priorities and labour market objectives. A number of provinces already have
provincial nominee programs in place.
Immigration Portal
The Ontario government will launch the first Ontario Web site to provide potential newcomers with
timely information on Ontario's communities, labour markets, skills accreditation and other important
information to successfully start their new life in Ontario. It will help newcomers access the
information they need from all levels of government to settle, upgrade their language skills and get a
job. Beginning with approximately 300 links, the site will expand over the next two years to include
more information and features and become a virtual one-stop gateway for newcomers to Ontario. The
Web site will complement and link with the Government of Canada's Going to Canada portal.
Newcomer Statistics
Ontario welcomes more than half the newcomers to Canada and has the most diverse population in the
world. According to the Statistics Canada 2001 census, 27 percent of Ontario residents and 42 percent
of residents in the Greater Toronto Area are foreign-born. Statistics Canada also reports that
immigration is expected to account for all the net labour force growth in the province within the next
decade.
Member Communication
C1;J.. . .r.. ..... Association of
!~~'. · .. '. Municipalities
t" " :, ,:
!t'lJ", of Ontario
rt
393 University Avenue, Suite 1701
Toronto. ON M5G 1E6
Tel: (416) 971-9856. fax: (416) 971-6191
email: amo@amo.on.ca
To the immediate attention of the Clerk and Council
November 22, 2005 - Alert 05/085
Ontario Association of Non-Profit Homes and Services for Seniors
Calls on Government to Fulfill Election Promise
. ..
Issue: At a news conference today, representatives from the Ontario Association of Non-Profit
Homes and Services for Seniors (OANHSS), the Ontario Association of Residents' Council
(OARC), the Ontario Society of Senior Citizens' Organizations (OSSCO) and the United Senior
Citizens of Ontario Inc. (USCOI) outlined spending for nursing home care by the provincial
government to date demonstrating that the Provincial Government has not fulfilled its' commitment
to invest in better nursing home care.
Background:
During the 2003 Ontario election campaign, the Government promised to increase care funding
for residents of long term care homes by $6,000 per resident per year. The promise represented a
$450 million annual increase to base operating funding, or an increase of $16.44 per resident, per
day.
Although the Government has announced spending increases totaling $455 million ($191 million
in 2004/05 and $264 million in 2005/06), the majority of the funding, $311 million, has gone to
systems improvements with only $144 million committed to base operating budgets. This means
that the care funding for nursing home residents has only increased by approximately $2,000 per
resident per year.
Donna Rubin, Executive Director of OANHSS, acknowledged that while systems improvements
are necessary, our most frails citizens who reside in nursing homes are still not receiving the level
of care they require. Ms. Rubin and the other representatives called on the Government to
increase base operating funding by $306 million annually (or $4,084 per resident per year) to
eliminate the service gaps in long term care in Ontario.
In 2004, Monique Smith, the Parliamentary Assistant to the Minister of Health and Long Term
Care released "Commitment to Care: A Plan for Long- Term Care in Ontario" which clearly outlined
and recommended the need for increased and equitable funding as well as service improvements
in long term care homes in Ontario.
In May 2005, the AMO Long Term Care Working Group met with Monique Smith and encouraged
the Government to address the mounting funding shortfalls facing municipalities in the provision of
long term care by meeting its pledge to increase funding by $6,000 per resident per year.
For additional information visit the OAHNSS website.
Action: AMO continues to advocate that the Province address the funding shortfall and the
subsequent additional downloading costs to municipalities by meeting its campaign commitment
of increased, appropriate funding in long term care.
This information is available in the Policy Issues section ofthe AMO website at www.amo.on.ca
For more information, contact: Petra Wolfbeiss, AMO Senior Policy Advisor, at 416-971-9856 extension 329
~ell'lE)el0 ~01l'lll'llbJmieation
L" ~"" ,r, Association of
\\ i C".'<' . \ ' Municip':!lities
mm\lttl'm,/ of Ontano
Alert
393 University Avenue, Suite 1701
Toronto, ON M5G 1E6
Tel: (416) 971-9856' fax: (416) 971-6191
email: amo@amo.on.ca
To the immediate attention of the Clerk and Council
December 5, 2005 - Alert 05/088
Government Introduces Source Protection Bill .
Issue: The Province today tabled a proposed Clean Water Act to protect drinking water
resources at the source.
Background:
According to the Government's news release the proposed legislation would establish Ontario
as a leader in the delivery of safe drinking water by:
· Requiring municipalities and conservation authorities to map the sources of municipal
drinking water supply, and especially the vulnerable areas that need protection, to prevent
the supply from being depleted or contaminated.
· Directing local communities to monitor any activity that could potentially threaten water
quality or quantity and take action to reduce or remove that threat.
· Empowering local authorities to take preventative measures before a threat to water can
cause harm.
While AMO has been consulted on a variety of matters related to the government's source
water protection plans, it has not yet had an opportunity to review the draft legislation. The
proposed legislative framework is complicated and will require careful analysis and
consideration over the coming months.
The Ontario Government had committed to implementing all the recommendations of the
O'Connor Report, including the 22 recommendations relevant to source water protection.
The Government established an Advisory Committee in November of 2002 to develop a
provincial framework to guide the development, implementation and maintenance of source
water protection plans. The Committee submitted its report to the Minister in April 2003 with 55
recommendations. AMO commented on this report in June of 2003. Subsequently, the
Ministry of the Environment also established the Implementation and Technical Committees in
2004. The Implementation Committee provided advice on the tools and approaches that will be
needed to implement watershed-based source protection planning including how it will be
financed. The Committee reported back with 133 recommendations. AMO responded to the
recommendations in February 2005.
Next Steps: AMO will undertake an analysis of the proposed legislation to share with
members and will prepare a detailed response to the Bill. It is anticipated that there will be an
opportunity for committee hearings in early 2006.
For more information, contact: Milena Avramovic, AMO Senior Policy Advisor, at 416-971-9856 extension 342
For Your
nformation
Association of
Municipalities
of Ontario
393 University Avenue, Suite 1701
Toronto, ON M5G 1E6
Tel: (416) 971-9856' fax: (416) 971-6191
email: amo@amo.on.ca
To the attention of the Clerk and Council.
For Immediate Attention
December 2, 2005 - FYI 05/031
Environment Canada Accepting Applications for
Funding under the Invasive Alien Species Program
Issue: Environment Canada is accepting applications for funding under the Invasive Alien
Species Partnership Program (IASPP) until December 16, 2005.
Background:
Invasive Alien Species (IAS) are defined as species of plants, animals and micro-organisms
introduced outside their natural past or present distribution. Alien species become invasive when
they establish and spread in the new environment, and threaten the native species, the
environment, the economy, or some aspect of society. Alien species can be introduced from other
countries or continents, or even from another ecosystem within Canada. Examples of invaders
include purple loosestrife, which is choking Canadian wetlands; and the zebra mussel, which has
eliminated native species and clogged water lines and fouled engines in Ontario.
Invasive alien species threaten Canada's environment, economy and society, including human
health. They are the second greatest threat to Canada's biodiversity - second only to habitat loss.
They threaten the sustainability of our natural resources and the quality of life of Canadians. Public
awareness of this alien invasion is growing, with the media driving such files as West Nile Virus,
chronic wasting disease, emerald ash borer and ballast water management.
Environment Canada has assumed a national co-ordinating role on the issue of invasive alien
species. As such, the IASPP will engage Canadians in actions to prevent, detect, and manage IAS
to minimize their risk to the environment, economy, and society.
Focus:
The first round of funding will target education and outreach programs that are
expected to be completed before March 31,2006. Up to $50 000 per year will be
available to individual projects.
Action:
Interested municipalities are directed to download the backgrounder and application
form via the Environment Canada - Canadian Biodiversity Information Network
website.
This information is available in the Policy Issues section of the AMO website at www.amo.on.ca
For more information, contact: The IASPP Coordinator at 819-953-4387 or IASPP-PPEEE@ec.gc.ca
rrhe Corporation of the Municipality of Centra{ ~fgin
450 Sunset Drive, 1 st Floor, St. Thomas, Ontario N5R 5V1
Ph.519-631-4860 Fax 519-631-4036
November 15th, 2005
Tonia Grannum, Clerk
Room 1405, Whitney Block, Queen's Park
Toronto, ON
M7A 1A2
Dear Ms. Grannum:
Re: Bill 206
Please be advised that Council discussed correspondence with respect to the above noted matter
at their meeting dated Monday, November 14th, 2005 and the following resolution was passed:
WHEREAS the provincial Standing Committee on General Government is currently debating Bill
206, An Act to revise the Ontario Municipal Employees Retirement System Act; and
WHEREAS the OMERS pension fund is currently equal to approximately 8% of Ontario's annual
GDP; and
WHEREAS the OMERS pension fund serves approximately 900 employers and 355,000 diverse
employee groups including: current and former employees of municipal governments; school
boards; libraries; police and fire departments; children's aid societies; and electricity distribution
companies; and
WHEREAS Ontario's municipalities and their employees depend on the prudent management of .
the $36 Billion plan and to ensure that employees and employers are paying for benefits they can
afford; and
WHEREAS OMERS employer and employee members are facing an increase in OMERS
contributions in 2006, approximately 9% as a result of a significant deficit in the OMERS fund; and
WHEREAS the Bill includes significant, potentially costly and unnecessary changes to the
governance structure of OMERS including a Sponsors Corporation structured to be governed by
arbitration; and .
WHEREAS the Bill would permit the creation of expensive supplementary plans to provide optional
enhanced benefits that will impose new collective bargaining obligations on municipalities, the
operating costs of which cannot yet be fully assessed; and
WHEREAS the Province has a responsibility to study the potential impact of the changes it is
proposing and to share the results with employers and employee groups; and
WHEREAS AMO and others have urged the government to consider the potential implications of
Bill 206 and to ensure the proposed policy changes protect the interests of employers, employees
and taxpayers; and
WHEREAS the Government is moving in haste will a Bill, which in its current form raisers significant
technical, public policy and economic issues;
THEREFORE BE IT RESOLVED THAT The Municipality of Central Elgin does not support Bill 206,
and requests that the Government of Ontario reconsider the advisability of proceeding with Bill 206
in its current form; and
AND FURTHER IT BE RESOLVED THAT the Honourable Steve Peters, M.P.P., the Honourable
John Gerretsen, Minister of Municipal Affairs & Housing, the Honourable Dalton McGuinty, Premier
of Ontario, and the Association of Municipalities of Ontario be advised that this Council does not
support proposed changes to the OMERS pension fund contained in Bill 206. CARRIED.
If you have any questions or concerns respecting this information, please do not hesitate to contact
me at the municipal office.
Yours truly,
~y~
Dianne Wilson
Deputy Clerk
c.c.
The Honourable Dalton McGuinty, Premier of Ontario
The Honourable John Gerretsen, Minister of Municipal Affairs & Housing
The Honourable Steve Peters, M.P.P,
Association of Municipalities of Ontario
-~~V/t~~~,~rl~~f;rl~~;f\Ilq'[Ity~~;~OI;JFlty\qf'RIgitl]
Township of
MALAHIDE
1,2005
87 John Street South,
Aylmer, Ontario N5H 2C3
Telephone: (519) 773-5344
Fax: (519) 773-5334
Email: malahide@township.malahide.on.ca
www.township.malahide.on.ca
The Honourable Steve Peters, MPP
Elgin-Middlesex - London,
542 Talbot Street,
St. Thomas, Ontario.
N5P 1C4
ND\ 2 2, c3fiS
Dear Minister:
RE: OMERS - Bill 206.
Malahide Township Council met on November 17,2005, and passed the following
Resolution:
THAT the Township of Malahide strongly objects to Bill 206 "An Act to Revise the
Ontario Municipal Retirement System Act"; and
THAT a meeting with Mr. Steve Peters, MPP be scheduled as soon as possible to
present the concerns of the County of Elgin and municipalities of Elgin County with
the legislation; and
THAT Elgin County seek standing at the hearings on Bill 206 to formally express
it's objection to the Bill; and,
THAT copies of this resolution be sent to Steve Peters, MPP, Hon. John Gerretsen,
Minister of Municipal Affairs and Housing and the Association of Municipalities of
Ontario. ]
We look forward to hearing from you with respect to the above.
Yours very truly,
TOWNSHIP OF MALAHIDE
fl~
R. MILLARD, C.A.O./CLERK
Copy - Hon. John Gerretson, MMA&H.
Association of Municipalities of Ontario.
H:\diana's files\Randy 2005\peters - omers nov I8.doc
RANDALL R. MILLARD
C.A.O./Clerk
Emnil: clerk@township.mnlnhide.on.cn
SUSAN E. WILSON
Treasurer
Emnil: trensurer@township.mnlnhide.on.ca
Dec, 1.2005 11:08AM
TOWN OF AYLMER
No,8597 p. 1/4
TOWN OF
AYLMER
46 Talbot St~eet, West, Aylmer, Ontario NSH 1J7
Office: (519) 773-3164 Fax: (519) 765-1446
Adminstration: M. Heather Adams - Administrator · Phyllis Ketchabaw - Clerk
December 1, 2005.
Honourable John Gerretsen,
Minister of Municipal Affairs and Housing
Honourable Steven Peters, MPP
Elg in-Middlesex-London
SUBEJCT: BILL 206. OMERS Act
Dear Minister:
Please be advised of the following resolution passed by Aylmer Town Council on
Monday evening, November 28th, 2005:
"Th at Aylmer Town Council endorse the resolution of the County of Elgin
regarding their opposition to Bill 206, an Act to Revise the Ontario
Municipal Retirement System Act and supports their actions as outlined in
their Resolution dated November 8, 2005, and that a copy of this resolution
be forwarded to the Minister of Municipal Affairs and Housing; AMO; MPP
Steven Peters; and the County of Elgin."
Please give serious consideration to the County's direction in this regard. A copy
of the pertinent correspondence from the County is attached for easy reference.
Yours truly,
.itJJ.Ji 51f-"'-~
Cle~ Phyllis Ketchabaw
c.c. AMO
Council of the County of Elgin
TOWNSHIP OF SOUTHWOLD
35663 Fingal Line
Fingal, ON NOL 1 KO
Phone: (519) 769-2010
Fax: (519) 769-2837
Email: tmichiels@twp.southwold.on.ca
November 29, 2005
DELIVERED BY MAIL
DEe - 2 200S
The Honourable Steve Peters, M.P.P.
Elgin-Middlesex-London
542 Talbot Street
St. Thomas, ON N5P 1 C4
Re: Resolution for Support
Bill 206, Revision to the Ontario Municipal Retirement Act
Please be advised that Council at its regular meeting on November 28, 2005 passed the
following resolution:
"THAT Township of Southwold Council strongly object to Bill 206 "An
Act to Revise the Ontario Municipal Retirement System Act;
AND THAT a copy of this resolution be forwarded to M.P.P. Steve
Peters. "
Carried
If you require any further information, please do not hesitate to contact me.
jurs very truly, 4'
~~CMh
Tena Michiels
Deputy Clerk
Cc: County of Elgin
Minister of Municipal Affairs
and Housing
Ministre des Affaires municipales
et du Logement
fM
.~
Ontario
777 Bay Street, 1?'h Floor
Toronto ON M5G 2E5
Tel. (416) 585-7000
Fax (416) 585-6470
www.mah.Qov.on.ca
777, rue Bay, 17eetage
Toronto ON M5G 2E5
Tel. (416) 585-7000
Telec (416) 585-6470
www.mah.Qov.on.ca
3, 0
05-22232
November 22, 2005
Mrs. Sandra J. Heffren
Manager of Administrative Services
County of Elgin
450 Sunset Drive
St. Thomas ON N5R 5V1
Dear Mrs. Heffren:
Thank you for your recent correspondence and for sharing your views on Bill 206, An Act to
revise the Ontario Municipal Employees Retirement System Act.
Weare taking into consideration all comments received while work on Bill 206 continues.
As you may know, Bill 206 has been referred to the Standing Committee on General Government
on November 14,16,21 and 23, to further discuss the Bill. For further information on these
proceedings you may visit the web site of the Legislative Assembly of Ontario at
http://www.ont1a.on.ca/committees/general~overnment.htm
The government hopes to hear from all stakeholders and to have an opportunity for broad
discussion of this important matter. We welcome any suggestions for amendments to Bill 206.
I look forward to receiving further recommendations or comments on this important matter.
1322(06/95)
.'
The Corporation of the Municipaat!f of Centra[ T-fgin
450 Sunset Drive, 1st Floor, St. Thomas, Ontario N5R 5V1
Ph.519-631-4860 Fax 519-631-4036
NOV 3 0 2005
VIA COURIER
November 25, 2005
Jill Bellchamber-Glazier
Municipal Advisor
Ministry of Municipal Affairs & Housing
Municipal Services Office - Southwestern
659 Exeter Road, 2nd Floor
London, Ontario N6E 1L3
Dear Ms Eellchamber-Glazier:
Re:. Proposed Restructuring Proposal
I am pleased to submit for the approval of the Minister, the required reports on the
restructuring proposal involving the Municipality of Central Elgin, the City of St. Thomas and
the County of Elgin. .
Enclosed with this letter, please find two copies of each of the following documents:
· Clerk's Statutory Declaration, Municipality of Central Elgin;
· Clerk's Statutory Declaration, City of St. Thomas;
· Clerk's Statutory Declaration, County of Elgin;
· Certified True Copy of the By-law in Support of the Proposal, Municipality of Central
Elgin;
· Certified True Copy of the By-law in Support of the Proposal, City of St. Thomas;
· Certified True Copy of the By-law in Support of the Proposal, County of Elgin (one copy
only); and
· Minutes of the Joint Public Meeting held on November 17, 2005.
If the Ministry has any questions or requires any additional documentation, kindly advise.
..../2
,',.
,
2
C: Wendell Graves, City Clerk, City of St. Thomas
Mark G. McDonald, Chief Administrative Officer, County of Elgin
RAVEN&SHAWLLP
Chartered Accountants
204-460 Wellington Street
St. Thomas, ON N5R 6H9
Telephone: (519) 631-8250
Telephone: (519) 637-3500
Facsimile: (519)631-8919
December 1, 2005
Warden James McIntyre and Members of Council
County of Elgin
450 Sunset Drive
St. Thomas, Ontario
N5R 3Vl
Attention:
Mr. Mark McDonald
Chief Administrative Officer
Dear Warden McIntyre and Members of Council:
We have been engaged to audit the financial statements of the County of Elgin for the year
ending December 31,2005.
Canadian generally accepted auditing standards (GAAS) require that we communicate at least
annually with you regarding all relationships between the County and ourselves that, in our
professional judgment, may reasonably be thought to bear on our independence.
In determining which relationships to report, the standards require us to consider relevant rules
and related interpretations prescribed by the Institute of Chartered Accountants of Ontario and
applicable legislation, covering such matter as:
· Holding a financial interest, either directly or indirectly, in a client;
· Holding a position, either directly or indirectly, that gives the right or
responsibility to exert significant influence over the financial or accounting
policies of a client;
· Personal or business relationships of immediate family, close relatives, partners or
retired partners, either directly or indirectly, with a client;
· Economic dependence on a client; and
· Provision of services in addition to the audit engagement.
We are not aware of any relationships between the County of Elgin and ourselves that, in our
professional judgment, may reasonably be thought to bear on our independence for the year
ended December 31,2005.
Canadian generally accepted standards now require that we confirm our independence to
management or persons having oversight responsibility for the financial reporting process.
However, since the Rules of Professional Conduct of the Institute of Chartered Accountants of
Ontario deal with the concept of independence in terms of objectivity, our confirmation is to be
made in that context. Accordingly, we hereby confirm that we are objective with respect to the
County within the meaning of the Rules of Professional Conduct of the Institute of Chartered
Accountants of Ontario as of December 1, 2005.
This report is intended solely for the use of Members of Council, management and other within
the County and should not be used for any other purposes.
Don Lemon from our office or I look forward to discussing with you the matters addressed in this
letter at your convenience.
Yours truly,
~
Chuck Raven, Partner
Raven & Shaw
Corporation of the County of Essex
tVfIUx3 0/ tke ~unlJf if/WJIden
'~\ ,
~~!j
lli1 'l~'
November 28,2005
DEe - 1 2005
Warden James McIntyre
County of Elgin
450 Sunset Drive
St. Thomas, Ontario
N5R 5Vl
Dear Warden McIntyre:
As your term as Warden draws to completion, I would like to extend congratulations and thanks
to you for the service you have provided to the Western Ontario Wardens' Caucus during 2005.
It has been a pleasure working with you as a member of the Caucus.
I believe that 2005 has been a watershed year for WOWC. Momentum began with our visioning
session in February and followed throughout the year. You are to be congratulated for shaping
the direction ofWOWC and the raising the profile of issues of importance faced by communities
in Southwestern Ontario with both AMO and the government. Going forward, I foresee WOWC
building upon the energy generated in 2005, as we continue to advocate on behalf of our
constituent municipalities.
I would also like to thank you for your support throughout the year, by allowing me the privilege
of serving as WOWC Chair and by championing positions advocated by WOWC. By virtue of a
strong collective voice, WOWC has evolved into a significant force in Ontario municipal affairs.
I trust that, together, we will continue to work diligently to have our voices heard.
Best wishes for a joyous holiday season.
Warmest regards,
Michael S. Raymond
Warden, County of Essex and
Chair, Western Ontario Wardens' Caucus
360 Fairview Avenue West, Essex, Ontario N8M 1Y6 - 776-6441 FAX # (519) 776-4455