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October 19, 1999 Agenda ORDERS OF THE DAY FOR TUESDAY. OCTOBER 19. 1999 AT 9:00A.M. PAGE # ORDER 1 st Meeting Called to Order 2nd Adoption of Minutes - meeting held on September 28, 1999 3rd Disclosure of Pecuniary Interest and the General Nature Thereof 4th Presenting Petitions, Presentations and Delegations DELEGATIONS 1-2 9:00 A.M. Ken Verrell, re: Year 2000 Senior Picnic (ATTACHED) 3 9:30 A.M. Terry Carroll, Elgin-St. Thomas United Way, re: 1999 - 2000 Campaign (ATTACHED) 1 :00 P.M. Paula Neice, re: Update on Trans-Canada Trail Motion to Move Into "Committee Of The Whole Council" Reports of Council and Staff Council Correspondence - see attached i) Items for Consideration ii) Items for Information (Consent Agenda) OTHER BUS/NESS 1) Statements/Inquiries by Members 2) Notice of Motion 3) Matters of Urgency 9th In-Camera Items - see separate agenda 10th Motion to Rise and Report 11 th Motion to Adopt Recommendations from the Committee Of The Whole 84-86 12th Consideration of By-Laws 13th ADJOURNMENT 5th 4-38 6th 7th 39-45ß 46-83 8th LUNCH WILL BE PROVIDED Oct. 24-27, 1999 1999 AMO Counties and Regions Conference - Region of Ottawa-Carlton, Chateau Laurier Hotel Nov 13, 1999 Elgin County Warden's Banquet ¡' ¡~{.¡'~Zi~;'¡¡V!f¡í¡¡ ¡ ¡ fJ"Ø ~ì.h ,- f b> -..¿; . f AUG ~4 î9~9 1 f ¡;;¡;¡¡,1;íY íJi' a. I :-~;::"~-: ~::~~~ 4 MEMORANDUM DATE: August 18, 1999 TO: Mayor Joanne Brooks & City Council Members Warden Rien Van Brenk & County Council Members FROM: Carol Watson & Ken Verrell RE: Millennium Seniors Picnic The Intemational Year of Older Persons Elgin Committee had its final meeting August 17, 1999, as our mandate is complete. As a result of the positive feedback from those in attendance, the Picnic in the Park committee members have agreed to stay together another year to put on a similar event next summer, provided we have support and funding from both City and County Councils. We are considering calling next year's event 'The Millennium Seniors Picnic". The format would be much the same as this year's picnic, with free transportation and live entertainment two of the key features of the day. This event could be an opportunity to honour individuals from St. Thomas and Elgin County who have experienced the passing of a century, not once, but twice. The Ministry of Citizenship, Culture and Recreation has established the Three Century Club Awards. The committee estimates the cost of the event to be $4000 and we are respectively requesting $2000 from the City of St. Thomas and the County of Elgin. Attached is a breakdown of projected expenses. Thank you for your support and we look forward to hearing from you. Ûw~ íJ(l~ Ä~ / t õ"""'-\. r,::'-. -~..;.. ,.__~ . MILLENNIUM SENIORS PICNIC BUDGET REQUEST 2000 EXPENSES SPECIAL EVENT INSURANCE $350 PUBLICITY $500 PINAFORE PARK RENTAL $350 TRANSPORTATION: CITY $400 COUNTY $1 ,200 ENTERTAINMENT $700 PRINTING, POSTAGE, DECORATIONS, ETC $250 OTHER: St. John Ambulance $50 Port-o-Pots $200 TOTAL $4,000 ;( United way of Elgin-St. Thomas October 7, 1999 To: Warden and Members Elgin County Council From: Terry Carroll Thank you for the opportunity to speak October 19 at your meeting. As background, we are pleased to attach a copy of our 1999 brochure. May I briefly outline some of the programs funded through United Way that have particular importance for County residents? - West Elgin Community Health Centre (our newest member agency) - Mennonite Central Committee Resource Centre in Aylmer - Aylmer Community Services - West Elgin Support Services (a special grant) - Bereavement Resource Council, helping 3 people in East Elgin and 14 in West Elgin - Youth Tutors Elgin sponsored by YWCA - The foot care clinics at county homes through VON The list goes on, as you can see from the attached brochure. I look forward to answering any questions you may have on October 19. 400 Talbot St., St. Thomas ONN5P 1Bg, 519-631-3171, FAX 519-631-9253 Registered Charity No. 118897107 RROOOI 3 .......'-..1.., ""'''-''''''''-' ,'L-............, "...., ......"L- '......... ......oJ .............. ................. ,-. .... ~~~~~ ~ $.&.~ .~ -..L f- ~ Y.Ir'" i~ .-~~ ~ 1'ItANSCt-'$o I I Oftober 18, ] 999 I \ I i Pe;er Dutchak, CET En¥!neering Technologist Engineering Services Co~nty of Elgin 45ìsunset Drive St. homas, ON N5 5Vl Fax! (519) 63]-4297 I I i ¡ Deaf Peter: I am!writing in response to your letter to Marie Turvey, Chair of the Elgin County Trans Can4da Trail Committee dated September 29,1999 and to reiterate some of the questions that tou raised at out meeting on Thursday October 14. , The '¡official" opening for the Trans Canada Trai] will take place in the Nations Capital on St!ptember 9, 1999. This is the date that the Relay 2000 wi11 have crossed Canada and the 1$ters ITom the three oceans wiII be poured into a. fOunta.in. This is a symbolic act and tlle process of the Relay has been designed to heighten awareness of a national dream I to h..·,;" a trail cross this county with communities celebrating across Canada. The trail will niot be completed by that date. Some sections will be designed, built and opened. Many¡others will still be on the drawing board. Some communities are planning on using ¢e day that the Relay passes through their community to officially open a stretch oftheitrail. Other communities will be using the same period to raise awareness and funds to build the trail. The entire range may be available in Elgin County depending on the pticular circumstances of each segment. It is ntt presumed that the Elgin COUllty Trans Canada Trail segment will all be opened and available for use on September 9, 2000. In some communities, the road superí4tendents have been asked to review the route, determine ongoing maintenance costs and build this into their annual workplans. Others are looking at long term development/upgrading in parallel with road improvement schedules.i I , i ¡ ¡ I --.-_. i I ! I ¡ , , , TheiTrans ~anada Trail ~0.undation suppo.rts tÞe five core. u~es ?f - .hiking, cycling. c~oss couj¡try skl1ng, snowmobiling and equestnan. Each mUnIcipalIty, in the case of Elgm County, will decide which of the five uses they will be supporting. My hope is that the* will decide this based on issues of traffic volume, safety, development and mli.ÌflLenanCe cost and the enjoyment of future users. I would guess that in the case of mu.ucipalities choosing to route the trail along road shoulders. that cycling and depbnding on local circumstances, equestrian and snowmobiling will be the preferred uses. I Th~ Trans Canada Trail Foundation does not have a prescribed trail standard for trail de.lelopment. For example, in Northern Ontario, some registered sections of the trail are lite~ally foot paths cut in through the bush, while in downtown Burlington, the trail is paved with city lighting as it crosses the waterfront within the City. On~ option that should be considered for seclÌons of the route in Elgin County would be to ~evelop trail in parallel with the roadway, not along the shoulder but within the road allljlwance. This could be accomplished by scraping a four meter strip. laying down a bed of gravel, grading and packing. This could be a multi-year project where in-kind cotItributions, donations and the volunteer work of trail groups could produce a great trail , forllimited funds. The options in trail development are limitless and the ingenuity of coinmunities and trail users in finding ways" to beg, borrow and steal" to get their trails butlt is impressive. í I dffer the following as a more direct response to your questions. ! 1. Trails are closed during construction 2. [ Tne Roads Superintendents should be consulted in the design oftraìls on the . shoulders of roads and within road allowances. Trails users can assist in the review ì for other hazards. The Conservation Authorities in Ontario have a great deal of : experience in trail development and your local authorities are an excelJent source of I information. 3.[ This will need to be determined on a section by section basis._ There are as many I models to do this as there are trail groups. , 4.¡ See answer to #3 above. I ! 5' j 61 I 71 If we are speaking about trails within road rights of way, the Roads Superintendent can simply add this to his list. This is the practice across Ontario in these situations. See answer to # 5 above. The By-Law may need to be reviewed for specific route sections if conditions are known to develop pot holes. These sections may need to be graded more frequently. 2 .-..-.-..... N _.,.__ '-'........'-' "......-...... .", ........,..... ,......... .........-- '-''-'...... ......"-'-'.... ,. ~ You might want to set up a couple of "pilot study areas" before you amend the by-law in order to see if the situation warrants the change. , 8! A generic reply cannot be provided. Each community must review its liability I coverage. In general terms, trail development does not require an increase in ! coverage. ! 9.: See my note above on the choice of trail uses and the use of road allowances. Signage f and safety are very important. Drivers and trail users need to know what other uses ! they should be expecting. I i , ¡ Trails are a community asset and 1 want to make sure that Elgin County proceeds with acCurate information. The potential enjoyment of trails by residents and travelers is latgely dependent on the design and preplanrung that goes into them. The landscape and the heritage of Elgin County Ius a lot to offer and a well designed trail system can help to showcase this. I hope that in our meeting and with this note that I have adequately covered your concerns. Please call if you require any other intòrmation. YJ_.u~eIY, /\ A. ._ . Ci <.{ ~I ~ Pabla Neice Regional Trails Coordinator 47 :Combermere W~terloo, ONT N~ 5B2 Tel: (519) 885-0356 Fa:t: ( 519) 885-5263 Eniail: Dna@kw.igs.net i cc fhair, Marie Turvey, Elgin County Trans Canada Trails Committee I í i I r i , 3 REPORTS OF COUNCIL AND STAFF OCTOBER 19. 1999 Reports from Outside Boards 1. Councillor McPhail- Elgin-St. Thomas Health Unit (ATTACHED) 2. Councillor Clutterbuck - St. Thomas-Elgin Tourist Association (ATTACHED) Staff Report 1. C, Bishop, Manager of Library Services, Archives Activity Report (ATTACHED) 2. C. Bishop, Manager of Library Services, Records ManagemenUArchives (ATTACHED) 3. C. Bishop, Manager of Library Services, The Future of the County's Records Management Initiative (ATTACHED) 4. C. Bishop, Manager of Library Services, Circulation Report for the Month of August, 1999 (ATTACHED) 5. C. Bishop, Manager of Library Services, Elgin Photographic Heritage Society Members - County Council Luncheon (ATTACHED) 6. C. Bishop, Manager of Library Services, Vienna Library - Change in Library Hours (ATTACHED) 7. M. Fleck, Director of Homes and Senior Services - Proposed Workplan for the Elgin Manor Redevelopment (ATTACHED) 8. M. Fleck, Director of Homes and Senior Services - Elgin Manor Redevelopment Building Committee (ATTACHED) 9. M. Fleck, Director of Homes and Senior Services - Elgin Manor Redevelopment Fundraising (ATTACHED) 10. M. Fleck, Director of Homes and Senior Services - Elgin Manor Redevelopment - Site Survey (ATTACHED) 11. C. Watters, Manager of Engineering Services - County Road 54 Extension (Brownsville Road to Springfield Road) (ATTACHED) 12. C. Watters, Manager of Engineering Services - Township of Malahide Requests the Temporary Closure of County Road #52 (Ron McNeil Line) in Springfield (ATTACHED) 13. C. Watters, Manager of Engineering Services - Proposed Trans Canada Trail on Elgin County Roads (ATTACHED) 14. C. Watters, Manager of Engineering Services - Update on Installation of County Information Signs (ATTACHED) 15. L. Veger, Director of Financial Services - 1998/1999 Community Support Services B.ecoDc::iliatiQG RepQrt (ATTACHED) Ih f1¡ Sandra Heffren, Deputy Clerk, Request for Increase in Land Division Investigation Fees (ATTACHED) IÍ ~ Linda Veger, Director of Financial Services, re: Third Quarter Levy Payment (ATTACHED) --------- - --- Report to County Council October 1999 Elgin-St. Thomas Health Unit Mission Statement The aim of the Elgin-81. Thomas Health Unit is to maintain a healthy community and enable all people of Elgin County to achieve an optimal state of health. Programs remain diverse and address the health of individuals within the context of communities and society at large. A focus on health rather than illness permeates all public health programs. Even ifthey don't realize it, the people of Elgin County are touched by public health everyday. Dr. Sharon Hertwig, Acting Medical Officer of Health I have been the Acting Medical Officer of Health since October 1, 1998. During the past year I have had the pleasure and privilege of working with dedicated and informed managers and staff. I have learned a great deal and I hope I have brought my contribution to the Health Unit as well. In Elgin County I wear a number of hats. I am a Family Physician, the Chief of the Continuing Care Centre, the chronic hospital and the Medical Director of a Long- Term Care facility. I am also a volunteer trainer for the 81. Thomas Minor Hockey Association. While these positions are obviously time-consuming they have given me experience and perspective which I feel are valuable for my role as Medical Officer of Health. You will be hearing ITom other members of management staff so I would like to touch on areas of specific interest and highlights for me. ......- ~ Water Quality Water Quality is an important issue throughout Elgin County. The Elgin-St. Thomas Health Unit £Tequently addresses these issues. This has included high nitrates in well water in Straffordville, well problems in Frome, a contaminated well at a school for Mennonite children and contamination of the water pipeline between Fingal and Shedden. Outbreak Alerts The Elgin-St. Thomas Health Unit goes into action whenever there is an outbreak or threat of an outbreak of infectious disease. These have included Meningococcal Meningitis reported in Haldimand-Norfolk, a Norwalk-virus outbreak at St. Thomas Psychiatric Hospital, a gastrointestinal outbreak at Caressant Care on Bonnie Place, Influenza A outbreaks at the Continuing Care Centre of St. Thomas-Elgin General Hospital, Valleyview and Caressant Care, and concerns of meningitis in a patient at St. Thomas-Elgin General Hospital. Disaster Planning One can never be too prepared. In November, 1998 the County of Elgin Emergency Measures Dìsaster Plan addressed the possibility of a serious ice storm. The Health Unit was well represented. Laura McLachlin was one of the planners creating the problems while George Dawson and I were on the team trying to solve them. The Health Unit plan is also in the process of being revised. Immunization The immunization of School Pupils Act - 1982 legislates the immunization required for children in school. It is the duty of the Health Unit to record immunization and enforce the Act. A Vaccination Report Line was established for the purpose of making it easy and convenient for parents to update their child's immunization record at the Health Unit. The report line operates 24 hours a day, seven days a week. In spite of its 16 year history there are many questions £Tom schools, parents and family physicians. While compliance is generally very good, suspensions did occur but immunization was received fairly quickly by these children. /p Influenza Prevention While London and surrounding area made the news, Elgin County wasn't noticed for its success in influenza prevention and swift treatment. As Medical Officer of Health, I promoted a proactive approach to the Influenza outbreak. This includes immunization of all high risk people, particularly in Long- Term care facilities and readiness to use antiviral medication immediately when needed. An influenza alert was also issued in the St. Thomas Times-Journal early. When outbreaks occur the Health Unit responds. During the outbreak at the Continuing Care Centre I spoke daily to the infection control officer at St. Thomas- Elgin General Hospital. This year the hospital will be among those with a proactive approach to Influenza. Laura McLachlin and I also attended "Looking Back, Looking Forward: Influenza A Outbreak Strategies for Long-Term Care Facilities", put on by the Middlesex-London Health Unit in June, and "Influenza the Annual Epidemic" a lecture by Dr. Michael John at the St. Thomas-Elgin General Hospital on September 25,1999. We are now preparing for the next season. Rural Health Issues - Forums for Discussion A meeting with Dr. Wootten, Executive Director, Office of Rural Health, and Gar Knutson was held at the Elgin-St. Thomas Health Unit on December 16, 1998. This gave many of us a forum to address our concerns. Rural health issues are also being addressed by the Thames Valley District Health Council Elgin County Planning Committee. Carolyn Kuntz represents the Health Unit on the committee. I have recently joined the committee but not officially as Medical Officer of Health. Vaccine Storage In order for vaccines to remain effective, they must be stored in proper conditions and temperatures. Health Unit staff have been checking the fridges of family physicians to ensure proper storage. This has led to a number of questions among the medical community but most physicians are supportive. 1 Breast Cancer Screening The Elgin-St. Thomas Health Unit has promoted breast cancer screening and has supported the Ontario Breast Screening Program at St. Thomas-Elgin General Hospital. I attended a lecture by Paul Ferner at the hospital on Breast Cancer Screening. About 15 women in Elgin County die of breast cancer each year. Early detection and hence treatment of cancer can reduce these numbers. In an effort to promote breast screening, a variety of community partners and members of the public were invited to join a group. Twenty-three women formed a Women's Health Issues Group. Healthy Babies/Healthy Children The Healthy Babies/Healthy Children program initially introduced in 1996 has been expanded. The goal of the program is to promote optimal physical, cognitive, communicative and psychosocial development in children who are at risk. The program guarantees that a public health nurse will telephone a new mom within 48 hours after being discharged :trom hospital. As well, all new mothers are offered a home visit by a public health nurse. This has led to some challenges, including issues around communication with other health care professionals but hopefully will lead to opportunities for enhanced teamwork to benefit moms and their babies. Future Goals The Elgin-St. Thomas Health Unit is gearing up for another season of Influenza Prevention, Immunization, etc. This year brings the new challenge or potential challenge ofY2K. My personal goal is to help improve the role and profile of the Health Unit. This may include working with our excellent management team to fmd creative ways the Health Unit can help the community in the face of physician and nursing shortages. I also hope to enhance the relationship and improve communication with the St. Thomas-Elgin General Hospital, physicians and other health care professionals in the community. I look forward to meeting these challenges. f Other highlights are as follows: Health Promotion Pro~rams 1. Over the past year, health promotion staff continued to respond to about 5,400 telephone and drop-in requests for advice and infollllation from Elgin residents. 2. We were awarded an Ontario Ministry of Agriculture and Food grant to recruit and train volunteers for a Community Food Advisor program. The twenty-four volunteers we recruited will work in Elgin and St.Thomas to improve and promote safe and healthy food selection, preparation and storage practices. Volunteer activities could include for example presentations to school students and community groups, food demonstrations at community events and cooking classes. 3. Injuries are the leading cause of death for Elgin residents under the age of 44. One of the most common causes is motor vehicle crashes. In an effort to prevent such injuries, the Health Unit worked with a number of public and private sector partners to promote road safety as part of a provincial challenge. Activities included a truck safety day, a safe pedestrian program in schools, car seat check-ups, an alcohol-free beverage contest between high school students, a RIDE program and a bike for safety event. Om Elgin-St. Thomas committee, called R-SAFES, won one of the five provincial community awards. 4. Elgin County is the thirteenth hot spot for heart disease in Ontario. Om rate of death from heart disease is about 25% higher than the province. To help us address this problem, the Ministry of Health has given us $58,000 per year for five years to fund campaigns and programs. Healthy at Heart Elgin, a committee of community partners, has agreed to finance a variety of local initiatives; for example, disc golf at local schools, a hiking trail map, community gardens, Bike Historic Elgin and an Elgin Training Council Wellness Fair. 5. From om car seat inspections, we know that many car seats for babies and young children in Elgin are unsafe. We also know from home visiting that many parents cannot afford a safe car seat. That's why the Health Unit initiated a car seat coupon program with local retailers. Low income families who need a safe car seat are identified by public health nmses through home visiting. These families then receive a discount coupon. The program has c¡ been funded by donations from community groups, the Healthy Babies, Healthy Children program and the Child Tax Benefit program through Ontario Works. To date, about 60 families have been helped through this program. 6. A well baby drop-in clinic, called "Baby and Me", was initiated at the request of several new parents. It provides an opportunity for parents to get information, advice and support about taking care of babies and young children. Health Protection Programs 1. A comprehensive food safety education campaign aimed at consumers was promoted in Elgin County. Fight BAC is a nation-wide campaign that is a collaborative effort of industry, health, environmental, consumer and governmental organizations. Campaign materials were distributed to supermarkets, child care centers, Before and After School programs, long term care facilities, hospitals and colleges. The Fight BAC concepts have been integrated into other food safe program activities. 2. Arbitrary shut down of sewage system applications and installations during the winter months was discontinued. Weather conditions can become a major factor in installing effective sewage systems. Consequently, guidelines for installations during adverse weather conditions were developed and applied. 3. The Ministry of Health Infection Control Personal Services Settings Protocol was released late in 1998. The protocol applies to any facility or persons offering services where there is a risk of exposure to blood. A public health inspector worked collaboratively at a provincial level to develop the resource materials to be used in the program. The same public health inspector was actively involved in planning the provincial workshop related to implementation of the personal care settings protocols. 4. As a result of changes to the Ontario Ministry of Education, Health and Physical Education curriculum, opportunities for public health nurses to work with teachers to develop the needed resources in terms of sexual health teaching have increased. The three Health Units in the Thames Valley Region have worked collaboratively to ensure that resources and educational supports are equitable across the area. If:) 5. The position of program evaluator was filled on a part time basis in 1999. The role of the Health Unit's program evaluator is to monitor the health status of Elgin County residents, conduct epidemiological studies for the Health Unit and to assist in the planning and evaluation of Health Unit programs. 6. Three cases of raccoon rabies were confirmed in the Prescott-Brockville area of Ontario between July and September, 1999. The Ministry of Natural Resources led an aggressive control program in which raccoons and skunks were eliminated or vaccinated depending on how far away fÌom the cases they were found. In Elgin County, there have been no confirmed cases of rabies in many months. However the opportunity was taken to raise the community's level of awareness about the issue of rabies in general and raccoon strain rabies in specific. All stakeholders who were involved in the development of the Elgin County Raccoon Rabies Contingency Plan will be meeting in October to update the plan and share information learned fÌom the Prescott area situation. Administration On March 1,1999 the Provincial Government announced that, beginning in January 1999, they would once again cost share with Municipalities based on 50% of our approved 1997 budget. We recently leamed that the Province has now agreed to fund 50% of our 1999 approved budget. An eight month financial review August 31, 1999 shows us to be under budget and we would expect to end the year in a neutral position. /1 St. Thomas-Elgin Tourist Association 1999 1-877-00 ELGIN Publication · Visit & Tour St. Thomas & Elgin County · Elgin County Map · Numerous reports in local papers · Slide Show/Video Show Signage · Area Profile Signs on Hwy. 401 · Welcome Signs at the entrances of Elgin County · Directional Signs for public/non-profit attractions Web-site · Continuous upgrading · Trans Canada - special Membership We currently have 150 members Their membership fee is part of our budget Tourist Information We installed Tourist Information Centers in all Elgin County Libraries Meeting of the Board Meetings are held on the second Tuesday of every month Students We hired two students for the SUmmer. One student worked in the County Building Office and the second student worked in Pt. Burwell Lighthouse Tourist Information for two days and in the St. Thomas Tourist Booth the other three days of the week. Partnership We encourage members to start partnerships to increase the desire of tourists to come to the area. þ1 Annual General Membership Meeting The next meeting will be Tuesday, November 09,1999 at the St. Thomas- Elgin Art Gallery The Tourist Association has made various changes and improvements in the past 18 months and so far, we have got many acknowledgments for our successes in and outside Elgin County. We would like to thank County Council and City Council for the continuous support for the St. Thomas-Elgin Tourist Association. Carl-Wilhelm Bienefeld President www.elgintourist.com ß REPORT TO: MembITsofCountyCouncil FROM: Special Projects Officer - Archives DATE: August 16, 1999 SUBJECT: ARCHIVES ACTIVITY REPORT INTRODUCTIONIBACKGROUND Over the years the Elgin County Library collected more than 1300 boxes of paper records, and an uncounted number of assessment rolls, ledgers and other record books as they attempted to preserve the documentary heritage of the County. County Council has directed me to inventory this material and make recommendations for its use. DISCUSSION INVENTORY 1. Ontario Ministry of Agriculture and Food - Elgin County Office I have finished the inventory of this collection. There are 28 cubic feet of records, in other words 28 boxes. 2. Government Publications I have finished going through the Government Publications. There were 117 boxes. 81 can be weeded ITom the Elgin County Library collection, and 36 boxes kept. 3. Financial Post We have a collection of77 bound volumes of the Financial Post, dating ITom 1915 to 1979. 4. St. Thomas Newspapers We have a collection of paper copies of the St. Thomas Times, the St. Thomas Journal, and the St. Thomas Times-Journal, dating back to the 1890's. 5. Elgin County Clerk papers. Presently working on. ¡iJ Archives Page 2 CONCLUSION To date, August 30,1999, I have looked at 199 boxes out of approximately 1300. That is approximately 10% ofthe collection. Even this early into the project I have been able to correct some misfilings, make note ofthihgs that are missing or misplaced, and take notes as to the physical condition of the records. RECOMMENDATIONS 1) THAT the records created by the Ontario Ministry of Agriculture and Food-Elgin County Office be retained by the Elgin-St. Thomas Archives Association. 2) THAT the government publications and reports, which have been declared surplus by the Special Projects Officer - Archives be offered to the following institutions: the University of West em Ontario; London Public Library; the City of London; the London and Middlesex Historical Society. Anything not claimed by these institutions shall be destroyed. 3) THAT the bound volumes of the Financial Post which have been declared surplus by the Special Projects Officer - Archives be offered fIrst to the Financial Post organization; secondly to the Archives of Ontario; thirdly to the private sector. Should no one be interested, then destroy this material. 4) THAT the collection of hard copies ofS1. Thomas newspapers be compared to the microfIlm of the same papers owned by the S1. Thomas Public Library; and THAT the Special Projects Officer - Archives continue to search for an alternate off- site storage for these newspapers. 5) THAT the Special Projects Officer - Archives make every reasonable effort to find a good home for material that is not needed by the County of Elgin before it is to be purged; and THAT documentation is kept regarding the above. -- /6 Archives Page 3 *Engineering Services recently installed lights and electrical outlets on the 4th Floor of the County Building. Housekeeping has begun to regularly clean this area. Both are very much appreciated. Respectfully submitted: ~~ Frank Clarke Special Projects Officer - Archives ~ Manager of Library Services Approved for submission: f:;(V - Mark McDonald Chief Administrative Officer /10 REPORT TO: The Management Team FROM: Special Projects Officer - Archives DATE: September 30,1999 SUBJECT: RECORDSMANAGEMENT/ARCHnŒS INTRODUCTIONIBACKGROUND: Records management and archives are closely tied together. The archives stores the material which emerges from the records management program. Have you ever spent half an afternoon looking for a report or a letter, which you know you have but cannot remember where you filed it? This is one of the major advantages of a records management software program. It will significantly increase the efficiency of access to records. And make sure that everyone is working from the same report. DISCUSSION: The County has three things, which it wants a software program to do: 1) Everyday records management. By this I mean the standard records management functions: coordinating the use of documents, helping people to fmd documents, keeping track of records retention schedules, and so on. 2) Document storage and retrieval. This is particularly relevant to the Engineering Services Department. They have a large number of drawings and diagrams and maps, which are in paper format. It would increase their efficiency if they could scan this material and store it in a computer database. It would also save wear and tear on the original copies. 3) Archival storage and retrieval. If a set of records is judged to be worthy of preservation in an archives, or is legally required to be preserved, then these records should also be easily accessible to Elgin County staff and to the public. There are actually three steps in the records management process once you have identified and coded all your records: 1) Keeping active records in the department, which creates them for whatever length of time, is specified in the retention schedule. Once this time period expires, the records become inactive. /1 Records Management/Archives Page 2 2) Moving inactive records to an inactive record storage area for whatever length of time is specified in the retention schedule. Inactive records are those which are not needed on a day-to-day basis, but might still be needed for reference or guidance by the staff which created them. 3) Moving inactive records either to an archives or to an area for destruction. Large organizations and municipalities have established separate buildings where they store their inactive records. Elgin County is not large enough to justify such an expense. It would make sense to store inactive records at an archives until they have reached their retention limit and either been taken over by the archives or destroyed. By law, a municipality has to keep certain records forever, such as tax rolls and by-laws. Most of these records are oflimited use to staff in the everyday performance of their duties. At the same time, they are of interest to researchers of different types. So the logical place to put them is in an archives, with a letter of deposit specifying that they are the property of the County. Any records management software program adopted by the County would simply have the Archives as one of the locations for records. RECOMMENDATIONS: Refer to "The Future of the County's Records Management Initiative" report dated September 30, 1999. Respectfully submitted: c æ cathy~ '4 Manager of Library Services ~~ Frank Clarke Special Projects Officer - Archives ¡(Smi'~iœ~ Mark McDonald Chief Administrative Officer If' REPORT TO COUNTY COUNCIL FROM: Louise M. Eastbury, Human Resources Department Cathy M. Bishop, Library Services DATE: September 30, 1999 SUBJECT: The Future of the County's Records Management Initiative INTRODUCTIONIBACKGROUND The County Records Management Program was first initiated in the spring of 1997. Since then the County has taken significant steps in achieving proper control of its records and has accomplished the following: 1. Obtained two grants from HRDC valued at approximately $60,000.00. 2. Formed a Records Management Committee (one representative from each department). 3. Completed the initial inventory of all inactive record holdings for each department. 4. Purchased and modified a system of classification, retention and procedures. 5. Procured the service of a Records Management consultant. 6. Provided training to members of the Records Management Committee. 7. Established a Corporate Files Classification and Coding System complete with scope notes. 8. Adopted a Records Management Policy Statement. 9. Prepared a detailed index of all inactive records targeted for disposition and presented the lists to the Department Heads for sign off. 10. Drafted a Records Retention By-Law, utilizing a comprehensive Retention Schedule that summarizes 360 pieces of Legislated Federal and Provincial Citations with the corresponding Retention and Limitation periods. The office environment is changing quickly. Despite improved technology, and often because of it, most organizations are not managing their recorded information properly. The County of Elgin, as demonstrated, is judiciously on its way to meeting its requirements both legally and ethically (e.g., privacy, and confidentiality) in the collection and use of information. It is also well aware of the importance of its recorded information and the "Corporate Memory". (The Counties of Middlesex and Brant, amongst others, have patterned their initiative after ours). /9 2 DISCUSSION What Is Needed To Continue To integrate and systematically track our records throughout their entire life cycle is a critical undertaking that needs to be centrally co-ordinated and controlled. As the reliance on the electronic media increases, our retention program needs to extend to our electronic records and systematically track them in a manner similar to our traditional paper records. Most electronic records are not records or files as these terms are used in the conventional paper world. Instead they may be documents, tables, or databases that may be viewed in context to form units of information similar to the established concept of records. To pull it all together, we need the tools. The best solution appears to be automation. A software application designed to ease our records management tasks. The functional, relational retention methodology now used by some Records Management Systems (RMS) provides features needed for determining the code and retention requirements for both paper and electronic records. If we continue this worthwhile initiative, a current staff member could be in charge of the Records Management Program. One day per week, on average, should be sufficient to keep the program effective. The staff time saved in reducing duplication and the need to handle paper documents, in several departments, should be more than adequate to compensate for the time required to administer the new system. Where Should Records Manae:ement Reside? The Records Management Program should be the responsibility of the Clerk or designate. Records are the property of the Corporation of the County of Elgin. Section 73 of the Municipal Act directs the Clerk to keep the books, records and accounts of the Council and to keep in the Clerk's Office or in a place appointed for that purpose the originals of all by-laws and of all minutes of the proceedings of the Council. The Clerk is also responsible for the administration of the Freedom of Information and Protection of Privacy Act, as it applies to the Corporation. The Act establishes stringent requirements for the management of personal information: - How it is to be collected, used and disclosed. How it is maintained and disposed of, to ensure security, confidentiality and accuracy. If an archives is established in Elgin County, it would likewise make sense for the Archivist to be in charge of Records Management, under the direction of the Clerk. ;(0 3 The Correlation Between Records Manae:ement And Archives The Records Management Committee concurs with Mr. Clarke's suggestion (see attached Records Management/Archives Report to Management, dated September 30,1999), that it would also be economical to store our inactive records at an archives until they have reached their retention limit. The final stage of a record's life cycle concludes with either disposition or permanent storage. As cited by Mr. Clarke, if a set of records is judged to be worthy of preservation or is legally required to be preserved then the logical place is to store it in an archives. A letter of deposit specifies that the document is the property of the County. The record is then easily accessible to Elgin County staff and to the public. Whv Should We Continue This Proe:ram? Consider The Followine:: · First and foremost it makes good business sense and second it is required by the Municipal Freedom of Information and Protection of Privacy Act which stipulates the registry of records and strict rules for the handling of personal information. · It is important that management base their decisions on complete and comprehensive information that has been properly identified and is readily available. · It avoids duplication and eliminates the need to keep several paper copies of the same document. · How much of the "Corporate Memory" would be lost if a key member of the organization relocated? Without a central server to capture and track records, an employee could unwittingly or willfully destroy vital information. · Valuable staff time is saved by maintaining only one electronic record that is available to many. CONCLUSION This project is now at a crossroad. We have a number of outstanding issues: · The RM Committee's mandate was to initiate and implement the RM program, draft a Retention By-Law and make suitable recommendations along side. The initial purpose of the Committee has been achieved. Do we continue with the RM Committee correlation? · Where should the responsibility for Records Management appropriately reside? Administrative Services? Archives? · Considerable effort and endless hours have been put into the RM project. Are we going to approach the 21" Century with proficiency or go back to the old ways (every department working separately with no centrat co-ordination)? ;u 4 The world of information is growing faster than ever. Records management principles dictate the best practices and policies for records control- both paper and electronic. An effective Records Management Program protects the organization against productivity and knowledge loss, litigation and other consequences. The continuing support of Management and Council is critical to the ongoing success ofthe program. Without your support the program is doomed to failure. RECOMMENDATIONS THAT those involved in the process of resolving the above issues also investigate the purchase of software to deal with the physical, electronic, and archival documents and linking them to our record disposition rules. Library Services Mark G. McDonald, Chief Administrative Officer F:\USERS\EASTBULM\RM\Rmfutu54.DOC ;2;< Circulation Renon for the Month of AUguSt, 1999 YEAR.TO·DA TE 1998 1999 % Total 26.2% 6.7% 8.7% 17.9% 3.4% 13.5% 6.3% 5.8% 3.0% 1.5% 7.1% MONTHLY 1998 1999 7225 8424 1724 2101 2682 2469 5215 5322 753 669 3628 4103 1597 1554 1952 1758 993 935 553 470 2143 2073 28465 29878 60235 15430 19894 41034 7791 31035 14369 13308 6902 3376 16285 60016 17050 19751 41380 7958 31855 14165 14260 7202 3881 16539 Aylmer Bayham Belmont Dutton Port Bur Port Stan Rodney Shedden Springfie Vienna West Lor Aylmer Bayham Belmont Dutton Port Burwel Port Stanley Rodney Shedden Springfield Vienna West Lorne West Lorne Spring field 100% 229659 229387 Port Stanley TOTAL Port Burwell TOTAL TOTAL AduitNon-Fictlon 134 147 65 122 50 7 127 Adult Fiction 290 344 44 184 129 7 304 Juvenile Non-Ficllon 104 82 48 123 60 32 92 1482 Juvenile Fiction 293 330 174 311 141 148 243 4347 Large Print 145 34 73 8 63 6 4 113 671 Non-English 9 0 3 0 0 0 0 0 12 ILLO 37 20 24 32 24 19 16 5 8 5 5 195 Adult PaperBack 1673 430 419 815 139 743 365 200 207 56 377 5424 Juvenile PaperBack 1293 513 613 935 81 458 304 405 214 162 456 5434 Adult Magazines 283 82 119 288 24 251 39 78 25. 6 83 1278 Juvenile Magazines 16 28 22 2 3 83 17 0 0 0 11 182 ::;:~k~:{ræ'$j~~{~Jm~iílJ:'M:~J-::::::::::::::::::I'::::::;:::::::~:~%e::;%%8*~:§":~§{~::;*~gfm:~*:~~¡':Zn:@~::::::::::::~:$;'i~:Jì:~t-~D.··<:;&J~¡:::f\~-::::~~:~:t'::;§$:::~~~~'::~:::::::;::$~$:*:~1ðW~:::r::lli..~¿::::~~tl::::~:::e:¡Wì.f:::'0~~?:::~§*~~:¡-:"·:··:::::'::::::-:::':::::$::::'¡;;::l~;ç.$~:~;::::::::*:::~~:::n':::if::~:¡::?';::::*;:;~::~';'HW n~*œ.~~~' ; .:: ~9BM$%M~nnt:$::,~j:¡.~~· , ' , . ~::::~*$é>:·'· ::~;·~jiliM.m1tm.~Jj~ '?~~"f r:.' "'~~~jM~m~::::::'~' ':M_@f¡~l ~~~~~. ,.~ tt:::~f~Þ~; ^$lMtMif.fu~·· . ';'~~Nim~f ~~ ' :·~=t@Mi::_~tw.å~J Cassettes 261 28 41 80 12 34 17 45 18 6 52 fi94 CD's 145 0 0 102 0 51 0 0 0 0 0 298 Audlobooks 330 9 74 79 9 135 39 54 10 5 76 820 Videos 801 136 178 341 38 334 58 166 67 32 133 2286 'ID~~-:'}~~~:~~~::::::-tf~lJI""mÆ'X:}"::::::~r"_:'"·:::::~:w'IAY·.:w·:~···!·:-::¡t~;t:::;::;:¿~-::~:B~::¡:;:;:;:»'~~~j;~;t~,w~¡"¡¡"-::»'':'»~''i"wm''::;:::::;:;-'ó:,,:::::::,~""~"'''''Q''¡g;'~~''''Ó:@j''X:W''x~:::::::::~I1'''xÞl'':''''·::"::::<-:;:W··:;,.:::~'m}'$}~o}5·'OO;:··"·':·X-:ó~;.x:::x,:;::::j'_~·¥í::i:.:;:i-I:!·"~:'::::;:';41»}!~%.:,'~:;:::·}:;:ó",,}::::x1!"'='~W}·;·v..oÓ}"""'}W"':,x,x*x.'.:.:.;~.,,'.(*·.·,:,:,:.·,,:,·..o}:::~"'o}'¡g¡'''''Mw'»:N'~'*'~''''''':-;9'''''''Œ ;:¡.". i~:': .'. . Y ..... ··n, "..': .',' 'I:';. ft r·;,;,·:::;:"'''·,'':'·',",''~.·'ó·' .' . '@.·,:'.ó····:;:;::;:;o;.,..".;;::::::'..:;:.:¡::/·_"';; . ~":;:""'" - . ::;,Y,,":::.x '." - ·':Ó·'.·:":::·:;'·'.:;::.~. 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'AA" ;;.'.(~' .",w.,...;Q.,,_:;, ..... .., . :,.::;.,ó...ói'.x... ,;¡:",,,:,",=.ó,.x,_ Vertical File 0 0 0 3 0 3 0 0 0 0 1 . 7 2490 4358 Vienna Rodney Shedden 110 237 62 254 36 o 471 773 257 389 102 o Dutton 499 664 343 1052 87 o Belmont Bayham Aylmer 758 1382 279 1012 ~ .......... ~........,.,..'^', Patron Useage Statistics for the Month of August 1999 West Lorne Spring Rodney Shedden field Port Stanley Port Burwel TOTAL 53 1092 4 39 1 34 o o Vienna 4 74 o o 7 91 o o 7 147 o o 1 47 2 20 1 110 o o 4 6 o o Dulton 1 97 1 14 Bayham Belmont 8 208 o o 4 105 o o Aylmer 15 173 1 5 j:;':":::~.:::::\:. Nu, Programs Program Attendance Number of Tours Tour Attendance %"1rfli1i~i o 110 o 13 o 118 o 118 o 36 o 345 o 36 19 304 3 12 o 157 2 2 o 72 16 303 2 Microfilm Internet Resume Writing Wordprocessing Fax machine Scanner 12 2 o nadian siness ~ ~ TOTAL 490 10 West Main Lorne Office õT 278 4 o Vienna 87 1 o o Group Loans Provided outside Library System Port Spring Stanley Rodnay Shedden field m õl õ 1 o o Port Dutton Burwell ill Õ o 3 Aylmer Bayham Belmont 14T õT Õ o o 1 s REPORT TO COUNTY COUNCIL FROM: Cathy Bishop, Manager of Library Services DATE: September 30, 1999 SUBJECT: Elgin Photographic Heritage Society Members - County Council Luncheon Background: In 1992, volunteer citizens fì:om Elgin County and St. Thomas met to form the Elgin Photographic Heritage Society. At present, there are approximately forty volunteers who assist the library with the project by processing the negatives and placing them in acid fì:ee envelopes. The Society members meet once a month on the second floor of the County Administration Building to discuss the direction of the Scott Sefton negative collection. Conclusion: County Council at its March Council Session invited the Volunteers of the Elgin Photographic Heritage Society to a future luncheon with Council. It is understood by Ken Verrell who oversees the project that not all forty volunteers would be able to attend a luncheon for various reasons, but more realistically would be approximately twenty-five in attendance. The library staff could confirm the count if Council approves the request. Recommendation: That the members of the Elgin Photographic Heritage Society be invited to attend a special County Council luncheon on November 23, 1999 at Elgin Manor fì:om 12:30 p.m. to 2:00 p.m. and that the volunteers be presented with a County Council pen and lapel pin as recognition by County Council. Respectfully submitted: c:~~ Cathy Bisho Manager of Library Services Approved for submission: <Lyú~ Mark McDonald Chief Administrative Officer CB/cr ;;6 REPORT TO COUNTY COUNCIL FROM: Cathy Bishop, Manager of Library Services DATE: September 30, 1999 SUBJECT: Vienna Library - Change in Library Hours Background: The Supervisor at Port Burwell, Vienna and Bayham did retire in August and was replaced with a present Branch Assistant moving to the Supervisory position. The Supervisor of all three branches brings with her new motivation, ideas and suggestions to help assist with promoting the Vienna Library in a positive forefront. Discussion: The Vienna Library is currently open one day a week on Wednesday from 1 :00 p.m. to 8:00 p.m. Wednesday is the day that all other libraries in the library system are closed. We feel that with the change in Supervisory staff that this may be the opportune time to change the open hours from Wednesday to two days a week on Monday from 4:00 p.m. to 8:00 p.m. and Thursday from 12:00 p.m. to 3:00 p.m. in an effort to provide a more flexible service to the public. The change will be monitored for a three month time frame to determine if this best accommodates the public needs. Recommendation: That the current open hours of the Vienna Library be changed, effective October 1999, to Monday from 4:00 p.m. to 8:00 p.m. and Thursdays from 12:00 p.m. to 3:00 p.m. for a total of seven (7) hours with no cost or change to the current number of open hours for the branch library. Respectfully submitted: ~~ Manager of Library Services ~~ Mark McDonald Chief Administrative Officer Approved for submission: CB/cr ;;10 REPORT TO ELGIN COUNTY COUNCIL Homes Report #1 for October 19,1999 From: Marilyn Fleck, Director of Homes and Senior Citizens Subject: Proposed Workplan for the Elgin Manor Redevelopment Date: September 30,1999 Introduction/Backaround: The attached chart has been developed to provide a proposed plan of action for the various stages of the project Discussion/Conclusion: The attached information is intended as a guide to illustrate the time frames in the stages of development. Recommendation: For Council information. Respectfully submitted: Approved for submission: J?UtA;J/~) Ôlule- Marilyn D. F eck Director of Homes and Seniors Services ~0 Mark G. McDonald Chief Administrative Officer ;:;1 Jan..oO May..oO Jul..oO Aug..oO Sep-OO Sep-01 Jan-02 Mar-02 Apr-02 May-02 IUM~¡ '1J ~æ_fW: ~ gant 1 Activity land Acqulsion E Zoning, Planning for water/sewage L Soli TesUnr¡ and Land survey G I Staff to review, revise previous Functional Plan N Staff to meet with Architect to develop draft plan Architect to develop preliminary sketches M A Public Meetings to gain input from residents, N families, staff and community 0 Staff work with the Architect to revIew plans R Project summary and preliminary drawings are submitted to Mfnistry. Mlnlstrv responds to the proposal. ~ Staff will conUnueplanning exercises (finance, equipment needs and bui1dingplans) Preliminary construction budr¡et fir¡ures deve!op~ Working/detailed drawings as well as Operational Plan are submitted to the Mlnlstrv Tenders are called for the General Contractol Enr¡a¡¡ethe General Contractor Sod Turning for the Project on new site Construction Phase Pre-OccupancvReview Move tothe newbulldln! 05110/1999 REPORT TO ELGIN COUNTY COUNCIL Homes Report #2 for October 19,1999 From: Marilyn Fleck, Director of Homes and Senior Citizens Subject: Elgin Manor Redevelopment Building Committee Date: September 30,1999 Introduction/Backqround: As the redevelopment project progresses, it is extremely necessary for a Committee to be designated to provide input and keep Council apprised of events. Discussion/Conclusion: From experience of the construction of the Bobier Villa, the Warden and the representative from the municipality of the site selection and one other member of Council formed the Building Committee. The senior staff involved would be the Chief Administrative Officer and the Director of Homes and Seniors Services. Recommendation: That a Building Committee for the Elgin Manor Redevelopment be designated to be the following members of Council: Warden Mayor of Southwold And, one member of Council appointed. Respectfully submitted: Approved for submission: -;!J) Mark G. McDonald Chief Administrative Officer ~v1UUL- Marilyn D. FI ck Director of Homes and Seniors Services ;29 REPORT TO ELGIN COUNTY COUNCIL Homes Report #3 for October 19,1999 From: Marilyn Fleck, Director of Homes and Senior Citizens Subject: Elgin Manor Redevelopment Fundraising Date: September 30, 1999 Introduction/Backaround: The Bobier Villa project included a fundraising component and was very successful. The Committee membership were persons in the community that were recruited to work together to organize endeavours and develop strategies to realize the fundraising goal. Discussion/Conclusion: There are individuals that may be interested in participation of a fundraising committee for the Elgin Manor redevelopment. To anticipate a positive experience of the Fundraising group, there is some research and discussion that is required. Recommendation: That the Director of Homes and Seniors Services be authorized to enlist the assistance of volunteers to form a Fundraising Committee for the Elgin Manor redevelopment; and to report back to Council in a timely fashion. Respectfully submitted: Approved for submission: -1~ Mark. onald Chief Administrative Officer ~tfV tf~ Marilyn D. Fleck Director of Homes and Seniors Services .30 REPORT TO ELGIN COUNTY COUNCIL Homes Report #4 for October 19, 1999 From: Marilyn Fleck, Director of Homes and Senior Citizens Subject: Elgin Manor Redevelopment - Site Survey Date: September 30,1999 Introduction/Backaround: The Architect requires certain information to proceed with the drawings of the new building and does require a formal survey to be completed. Discussion/Conclusion: Although the property selected as the preferred site is not owned by the County, in order for the planning to proceed, the survey must be completed. Recommendation: That the Director of Homes and Seniors Services be authorized to engage the services of an Ontario Land Surveyor to complete a survey on the property that has been selected for option adjacent to the current site of Elgin Manor. Respectfully submitted: M~ fJittL Director of Homes and Seniors Services Approved for submission: ~D Mark G. McDonald Chief Administrative Officer --- J/ REPORT TO COUNTY COUNCIL FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES DATE: SEPTEMBER 27,1999 SUBJECT: COUNTY ROAD 54 EXTENSION (BROWNSVILLE ROAD TO SPRINGFIELD ROAD) Introduction Presently County Road #54 (Pig ram Line) extends from County Road #48 (Lyons Line) to Brownsville Road. The County of Elgin has been discussing with the County of Oxford the transfer of Road #54 extension from Brownsville Road to Springfield from the lower tiers since April 1996. Discussion/ Conclusion County Road #54 extension is 2.01 km long with an AADT of 700 (taken in 1994). In 1996 Oxford County discussed the issue further at their Public Works Committee, and later stated little likelihood of change to the system. In 1997 Elgin County was to discuss the issue with the Chairman of the Public Works Committee. Elgin County requested meetings with the previous County Engineer and because of "budget crunch" precludes adding this road to the system". On July 2, 1998 a meeting with the Oxford County Road Committee recommended the following options; 1. That the Township of Malahide brings this section of road up to tolerable standards (equal to or better condition than the South-West Oxford Township's portion). - Or- 2. That the road be assumed under the County road program with 2/3 funding from Elgin County and 1/3 funding from Oxford County for capital works. Oxford County indicated that this option would not proceed until all of their remaining construction projects have been completed. On September 17, 1999 a letter was received from the Township of Malahide: "Whereas the Township of Malahide and the Township of South-West Oxford have met the requirements of the County of Elgin and the County of Oxford with regard to re-building Pigram Line /Road." Option #1 has now been completed and therefore Malahide Township Council requests that the County of Elgin and the County of Oxford assume Pigram Line/ Road. .....2 .z;¿ REPORT TO COUNTY COUNCIL Page 2 FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES DATE: SEPTEMBER 27,1999 SUBJECT: COUNTY ROAD 54 EXTENSION (BROWNSVILLE ROAD TO SPRINGFIELD ROAD) The classification of a county road system has several pillars, of particular note for this stretch is the continuity of service. Presently Elgin County Road #52 ends on a township road, that's not continuity of a road system. Recommendation That the County of Elgin and the County of Oxford assume Pigram Line/ Road from the south property line of Springfield Road to the south property line of Brownsville Road . RESPECT FULL Y SUBMITTED CW~ifw CLAYTON D. WATTERS, MANAGER ENGINEERING SERVICES A~a SUBMISSION _ MARK M NALD CHIEF ADMINISTRATIVE OFFICER Y3 REPORT TO COUNTY COUNCIL FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES DATE: SEPTEMBER 17,1999 SUBJECT: TOWNSHIP OF MALAHIDE REQUESTS THE TEMPORARY CLOSURE OF COUNTY ROAD #52 (RON MCNEIL LINE) IN SPRINGFIELD Introduction TheTownship of Malahide requests the temporary closure of Ron McNeil Line in Springfield for the Annual Springfield Santa Claus Parade. Discussion/ Conclusion The Township of Malahide requests that Ron McNeil Line be closed from 1 :00 p.m., to 3:00 p.m. on Saturday, December 4, 1999 for the purposes of the Springfield Santa Claus Parade. The County of Elgin has a policy on temporary road closures, which requires the municipality to: · Provide general liability insurance of $5,000,000.00 and the County of Elgin is named as additional insured. · That the municipality is responsible for all materials, labour and equipment to maintain a safe detour. · The municipality agrees to hold the County harmless during the road Closure. Recommendation That a by-law be passed to temporarily close Ron McNeil Line (County Road #52) from Catherine Street to Omemee Street in the geographical location of the Village of Springfield in the Township of Malahide. The road closure shall be from 1 :00 p.m. to 3:00 p.m., Saturday, December 4,1999 for the purposes of the Springfield Santa Claus Parade. Provided that the above requirements are met to the satisfaction of the Manager of Engineering Services. RESPEC¡ULL Y SUBMITTED ¡Þ! ~*' CLA~ON D. WATTERS, MANAGER ENGINEERING SERVICES APPROVED FOR SUBMISSION -:b {fJ. MARK MCDONALD CHIEF ADMINISTRATIVE OFFICER --1'1 REPORT TO COUNTY COUNCIL FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES DATE: September 30,1999 SUBJECT: PROPOSED TRANS CANADA TRAIL ON ELGIN COUNTY ROADS Introduction On August 26, 1999, the Engineering Services Department attended our first Trans Canada Trail Committee Meeting at the City of St. Thomas. From information received at that meeting it was understood that all Municipalities in Elgin County were "on board" and Council's have supported a trail system throughout the County. It was also discovered that some Municipalities have proposed trail routes located on Elgin County Roads. The Engineering Services Department has many concerns with promoting the use of Elgin County Road Right-of-ways as a trail route for the proposes of: walking, cycling, cross-country skiing, horseback riding and snowmobiling. Discussion/ Conclusion Realistically, this trail will most likely not generate volumes of trail traffic and most of these designated trail uses already occur on the shoulders of Elgin County Roads, although, now the County is promoting the use of their road shoulders for these activities. By encouraging these activities on the Road shoulders the County has obligated itself to design and maintain a safe trail system and will be found liable if anything should occur. The purpose of this report is to raise some questions and to exercise due diligence toward public safety both on the roadway and the proposed trail routes. Some concerns the Engineering Services Department have are as follows: 1. How will the trail operate during road and bridge construction on those routes? 2. Who will be responsible for identifying a potential safety concern on the trail? 3. Who will be responsible to correct those conditions and in what time frame? 4. Who will be designated as the "Trail Manager"? 5. Who will develop a systematic program of inspection? 6. Who will be responsible for these routine inspections? 7. Will an increased level of service be required on the shoulders of those roads in which the routes will run and if so should the County incorporate that into their maintenance By-Law? 8. Currently the County does not own any property designated for the purposes of these activities (sidewalks, parks, etc.) so will additional liability coverage be required? 9. Is the County acting irresponsibly by promoting the use of its road's shoulders as horseback and walking trails with the knowledge that a "clear zone" is not present to the driving lanes of traffic? If the County installed a sidewalk or riding trail this separation distance offset would be present. 10. What are the costs associated with the trail system and who is responsible for paying them? ..1::' FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES DATE: September 30, 1999 SUBJECT: PROPOSED TRANS CANADA TRAIL ON ELGIN COUNTY ROADS Proposed trail routes located on Elgin County Roads must be registered by the County of Elgin and endorsed by County Council. We have asked all Municipalities to submit their Resolutions to the Engineering Services Department once trail routes have been finalized. As of September 30, 1999, only the Municipality of West Elgin has submitted their Council's Resolution and they have proposed two portions of County Road #3, Talbot Line, as portions of their trail route. All Elgin County Roads have been designed and are being maintained to accommodate vehicular traffic only. From the liability issues raised alone it is this department's recommendation that no portion of the proposed Trans Canada Trail be located on and Elgin County Road Allowance. Recommendation That no portion of the proposed Trans Canada Trail be located on an Elgin County Road allowance unless that portion is only to cross an Elgin County Road. R~SPECTFf.LL Y SUBMITTED LhW~ ~ CLAYTON D. WATTERS, MANAGER ENGINEERING SERVICES APPROVED FOR SUBMISSION -<b(e) MARK MCDONALD CHIEF ADMINISTRATIVE OFFICER J~ REPORT TO COUNTY COUNCIL FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES DATE: SEPTEMBER 10,1999 SUBJECT: Update on Installation of County Information Signs Introduction In a Report to County Council dated March 16, 1998, the Engineering Services Department recommended a replacement strategy for all County Information signs. The recommendations were accepted and passed on March 24, 1998. The replacement strategy included placing signs at all county-county intersections showing road name, road number, and a maximum of three destinations. A sign supply tender was advertised and subsequently awarded to Doug Bergman Enterprises on July 21,1998. Discussion/ Conclusion The signs were delivered to the municipalities from September 1998 to February 1999 proceeding from West to East. Lumber and sign hardware were delivered in September 1998. To date, the local municipalities have completed the installation of the Elgin County Information Signs to the following percentages. Municipality of Bayham 0% Municipality of Central Elgin 50% Municipality of Dutton/Dunwich 30% Township of Malahide 0% Township of Southwold 100% Municipality of West Elgin 100% Logical road names, a new map, and proper signage comprise the directional system for the County of Elgin. Without information signage complete, the road system becomes difficult to navigate for visitors to the area. Tourism, industrial, and corporate travel are disrupted. Recommendation The local road authorities should be given a required completion date for the sign installation project as the end of November 1999 to ensure prompt conclusion to this project. RE~PEqTLL Y SUBMITTED (:øW&fll\f!{f CLAYTON D. WATTERS, MANAGER ENGINEERING SERVICES APPROVED FOR SUBMISSION chc(J MARK MCDONALD CHIEF ADMINISTRATIVE OFFICER - 37 REPORT TO COUNTY COUNCIL FROM: Linda Veger, Director of Financial Services John David Huether, Acting Deputy Treasurer DATE: October 05, 1999 SUBJECT: 1998/1999 Community Support Services Reconciliation Report Discussion: The Ministry of Health requires an expenditure/revenue reconciliation of all funded Community Support Service programs operated in municipal homes for the aged on an annual basis. This report has been completed and audited for the Adult Day Program covering the period of April 01, 1998 to March 31, 1999. All annual reports are on file and available for review in the Financial Services Department. Recommendation: That the Warden and Director of Financial Services be authorized to sign the 98/99 Community Support Services Reconciliation Report for the Ministry of Health. ~tfUIlY Submitted Lin~ ~f Financial Services ~.~ John David Huether (Acting) Deputy Treasurer d, CAO 3f Reoort to Elain Countv Council From: Sandra Heffren, Deputy Clerk and Susan Galloway, Secretary-Treasurer Date: September 22, 1999 Subject: Request for Increase in Land Division Investigation Fees Introduction: At a recent meeting, the Land Division Committee passed a resolution requesting an increase in Consent Application investigation fees to $50.00 for each application investigated and $25.00 for all subsequent applications relating to the same parcel of land. Discussion: There has not been an increase in investigation fees since 1984, at which time it was raised from $10 to $20. Travel is not paid. Investigation for consent applications involves travel to the premises by the member, consultation with the property owner, viewing the property, ensuring notification signs are posted, and possible attendance at local council meetings to discuss applications. In addition to investigation fees, members receive meeting pay of $62 for a half-day or $95 for a full day, and $.30 per km for travel to Land Division Committee meetings. Budaet Considerations: We receive approximately 150 applications per year. An increase to $50.00 for investigations would affect the budget by approximately $4,500 yearly. After reviewing expenditures to date, it appears that we could accommodate this increase within the current budget. Staff would continue to monitor expenditures and, if necessary, would recommend to County Council that application fees rise, but this is not anticipated. Conclusion: The time involved in investigating the property has increased. There has not been an increase in these fees for 15 years. It would seem appropriate to increase payment to the members for investigating properties for consent purposes. Recommendation: THAT fees paid to Land Division Members for investigating properties for consent purposes be increased to $50.00 for each application and $25.00 for all subsequent applications relating to the same parcel of land. ~(fu(tD1~ . usan D. Galloway, Secr tary-Treasurer. \.d~ Sandr . He , Deputy Clerk. ~r:) Approved for Submission Mark G. McDonald, Chief Administrative Officer. """J. REPORT TO COUNTY COUNCIL FROM: Linda Veger DATE: October 13, 1999 SUBJECT: Third Quarter Levy Payment Introduction/Discussion: The Lower-Tier Municipalities within the County of Elgin have advised Council that delays in the issuance of 1999 interim and final tax bills for multi-residential, commercial, and industrial properties have adversely affected their cash flows. Consequently, the Municipalities are not in a position to make either the September 30, 1999 levy payment to the County or to the local School Boards. Recommendation: THAT the County Levy payment from the Lower-Tier Municipalities due September 30, 1999 be deferred until October 22, 1999. Respectfully submitted. ~'-I~rTj Linda B. Veger Director of Financial Services ~ Mark G. McDonald, CAO 18/10/99 Septlevy The Corporation of the :Municipa[ity of Centra( 'E[gin 450 Sunset Drive, 151 Floor, SI. Thomas, Ontario N5R 5V1 October 13, 1999 Ms. Sandra J. Heffren Deputy Clerk County ofElgin 450 Sunset Drive St. Thomas, Ontario N5R 5V1 Dear Ms. Heffren: SUBJECT: DISPLAYING OF CENTRAL ELGIN Coat of Arms in Council n...mbers Ph.519·631-4860 Fax 519.631.4036 1T~~i'~,,}JUJ~Œ® \ ¡ V' 1 I OGT1:í;;:B I :,' .j' £_~""' . _ rtt::;W~~ir f1r~~ The members of Central Elgin Council, at their meeting held on Tuesday, October 12, 1999, discussed the September 28, 1999 resolution adopted by County Council regarding the displaying of our Coat of AIms and Letters Patent. Council expressed their disappointment with the response from. County Council. _ Central Elgin's decision to locate our Municipal Office within the County Building was based to a large extent on a desire to co-opemte and share existing resources. Our ability to make use of the . Council Chambers and meeting rooms for our operations was a key component of this c0- operation. Central Elgin has no desire to monopolize the premises or to diminiRh the County's rich histOIy. We seek nothing more than an opportunity to display evidence of our presence and the opportunity for Cen1ral Elgin to build it's own identity. In the opinion of the members of our Council, the County's request that the Coat of AIms and Letters Patent be displayed only during actual meetings times appears to represent an inadequate recognition of our presence. Our Council requested that this matter be reconsidered by County Council and our representatives will be pleased to outline their views on this matter at that time. Hovi Co-ordinator of Administrative Services C.c. :Mayor Bill Walters Deputy jM'ayor Dave Rock COUNCIL CORRESPONDENCE - OCTOBER 19. 1999 Items for Consideration 1. Brian W. Knott, Director of Legal Services/Clerk, Municipality of Chatham-Kent, with a resolution concerning competitiveness of the agri-food sector. (ATTACHED) 2, P.L. Mailloux, CEO, Haldimand War Memorial Hospital, requesting an extension to November 30, 1999 of their offer to purchase the licence for the 57 Elgin Manor nursing home beds. (ATTACHED) 3. Honourable J.S. Gilchrist, Ministry of Municipal Affairs and Housing, with correspondence acknowledging that Ms. Eva Tippel is no longer able to serve on the Board of the Elgin and St. Thomas Housing Authority. (ATTACHED) 37 - ". MUNICIPALITY OF CHATHAM-KENT LEGAL SERVICES DEPARTMENT CIVIC CENTRE. P.O. Box 640. CHATHAM, ONTARIO. N7M 5K8 TELEPHONE: (519) 360-1998 FAX: (519) 436-3237 September 30, 1999 '{' lî,í?"it::f0 [r;Jf~pì~ -¡ \\.. ij~:T""· ,:, ' l!:J 1\ ~~rir! tf1 f.t~ .. \. ;\~;}i.I%r? ~v:~;i:0. The County of Elgin 450 Sunset Dr. St. Thomas, ON N5R 5V1 Dear Sir/Madam: RE: Competitiveness of Aari-Food Sector Chatham-Kent Municipal Council at a recent meeting considered the attached administrative report and the following resolution was passed: "WHEREAS the agri-food sector has been a cornerstone of the economy, locally, provincially, and nationally; AND WHEREAS the current returns to the farmer in many of the major commodities are at or near all time lows with expected gross returns to corn, soybean, wheat, pork and beef in Chatham-Kent at 75 million dollars below the five-year average; AND WHEREAS the impact of these low prices spreads throughout the whole economy; AND WHEREAS once again the Canadian farmer must sit help!essly as support from the national treasuries of many of our trading competitors is directed to meet this price crisis in other countries; AND WHEREAS the courts have recently identified at least two examples of marking fixing that added artificial costs to our farmers; AND WHEREAS there has been a rapidly increasing concentration of ownership of agricultural suppliers by transnational interests; J/O Internet: \Vww.cÍtv.charham-kent.on.ca Chatham-Kent Call Centre: (519) 360-1998 2 THEREFORE BE IT RESOLVED that The Municipality of Chatham-Kent go on record as recognizing the impact of this looming price disaster; AND FURTHER that the Municipality of Chatham-Kent urge the Provincial and Federal governments to ensure that the programs that are available to our farmers keep them competitive with our other primary trading partners/competitors; AND FURTHERMORE that we insist that both levels of government pursue aggressively any hint of market collusion that would create unfair costs or decrease market prices to our farmers." AND FURTHERMORE that this resolution be forwarded to the Provincial and Federal Agriculture Ministers, to the local MPs and MPPs, and to all municipalities in Ontario for their endorsement and support. The Agri-food sector is not only a cornerstone of the local Chatham-Kent economy, but it also represents a very significant and vital portion of our provincial and national economies. Government support, both Provincial and Federal is required at this time to ensure the continued competitiveness of our agricultural sector. We look forward to your positive response to this most important issue within our community, our Province and our Country. Yours very truly, Brian W. Knott Director of Legal Services/Clerk BWKldu Cc Hon. Jean Chretien, Prime Minister of Canada Hon. Paul Martin, Minister of Finance Hon. Lyle VanClief, Minister of Agriculture and Agri-Food Canada Rose Marie Ur, M.P. Lambton-Kent-Middlesex Jerry Pickard, M.P. Kent-Essex Hon. Michael D. Harris, Premier Hon. Ernie Eves, Minister of Finance Hon. Ernie Hardeman, Minister of Agriculture, Food & Rural Affairs Pat Hoy, M.P.P. Kent-Essex Marcel Beaubien, M.P.P. Lambton-Kent-Middlesex Michael Power, President, AMO Claude Guillemette, Chair, ROMA Irene Subocz, Economic Development 448.99 if/ MUNICIPALITY OF CHATHAM-KENT ADMINISTRATIVE REPORT TO: Joseph G. Pavelka, P.Eng. Chief Administrative Officer FROM: Irene Subocz, Director of Economic Development DATE: August 9,1999 SUBJECT: Government Funding for Agriculture AIM: To recommend that a resolution be forwarded to Provincial and Federal governments expressing Chatham-Kent's concern about the inadequacy of current farm aid programs. BACKGROUND: At its July 19. 1999, Council requested that the Economic Development Department prepare a report which would support a resolution from Council recognizing the concerns of the farming community with current government funding for agriculture, for example, with the Ontario Whole Farm Relief Program. COMMENTS: Chatham-Kent is a primary agricultural area and depends heavily on this sector. To date, the Chatham-Kent municipality has approximately 2,700 farms with gross annual sales of 305 million dollars. Farm cash receipts for both soybeans and hog producers are 30% less than previous three year averages. It is estimated that for 1999, the loss of cash receipts for all agricultural commodities in Chatham-Kent may well reach $75 million dollars. A disastrous situation not only for the agricultural sector but also all businesses in Chatham-Kent. Presently, Ontario's government spends 50% less in its agriculture and food sector. as compared to other provinces. 4~ -2- CONCLUSION: It is imperative that the Federal and Provincial govemments respond immediately to the inequities and undue hardships placed upon our farm community. Ag-industry opportunities which would ultimately create jobs, boost competitiveness, and strengthen Ontario's economy must be developed. ' We must strengthen our farm safety nets and marketing structures to allow our farmers to concentrate on competing on the global stage, rather than focussing on financial uncertainties. We recommend the Resolution provided on the following page. Q~~~ Ron Anderson, Agricultural Coordinator ----- ~~ ta-/7 ') G. Pavelka. P.Eng. ief Administrative Officer Irene Subocz. Director of Economic Development 15/1g g:\ron\farming concerns '13 RESOLUTION NUMBER OF THE MUNICIPALITY OF CHATHAM-KENT WHEREAS the agri-food sector has been a cornerstone of the economy, locally, provincially, and nationally; AND WHEREAS the current returns to the farmer irí many of the major comrnodities are at or near all time lows with expected gross returns to corn, soybean, wheat. pork and beef in Chatham-Kent at 75 million dollars below the five-year average; AND WHEREAS the impact of these low prices spreads throughout the whole economy; AND WHEREAS once again the Canadian farmer must sit helplessly as support from the national treasuries of many of our trading competitors is directed to meet this price crisis in other countries; AND WHEREAS the courts have recently identified at least two examples of market fixing that added artificial costs to our farmers; AND WHEREAS there has been a rapidly increasing concentration of ownership of agricultural suppliers by transnational interests; THEREFORE BE IT RESOLVED that The Municipality of Chatham-Kent go on record as recognizing the impact of this looming price disaster; AND FURTHER that the Municipality of Chatham-Kent urge the Provincial and Federal governments to ensure that the programs that are available to our farmers keep them competitive with our other primary trading partners/competitors; AND FURTHERMORE that we insist that both levels of government pursue aggressively any hint of market collusion that would create unfair costs or decrease market prices to our farmers. Ij'f 10/05/99 13:50 ~1 905 774 6776 IIWM!I DUNNVILLE I¡!] 001 HALDIMAND WAR MEMORIAL HOSPITAL 206 JOHN STREET - DUNNVILLE. ONTARIO N1A 2P7 PHONE (905) 774-7431 - FAX (905) 774-6776 October 5, 1999 Mr. Mark G. McDonald CAO County ofElgin Adnúnistrative Services 450 Sunset Drive St. Thomas, Ontario N5R 5Vl Dear Mr. McDonald: Further to my correspondence dated September 24, 1999 and our telephone conversation, I am requesting to extend the deadline regarding our offer to purchase the 57 beds to November 30, 1999. We are still pursuing this matter vigorously with the Ministry of Health and are anxious to resolve this matter in the very near future. I look forward to hearing fi:om you shortly. Thank you kindly. Yours sincerely, \~~ ,y P.L. Mailloux '\ CEO cc: Mrs. Marilyn Fleck, Acting Director of Homes, Elgin Manor 1f5 Ministry of Municipal Affairs and Housing Office of the Minister Ministère des Affaires municipales et du Logement Bureau du ministre i~,l ~'}) 'llll1I::Ii:II' Ontario 777 Bay Street Toronto ON M5G 2E5 Tel (416) 585-7000 777 rue Bay Toronto ON M5G 2E5 Tél (416) 585-7000 Ms. Eva Tippel 212-45 St. Anne's Place St. Thomas ON N5R 2W6 August 24, 1999 Dear Ms. Tippel: I have been advised that you are not able to continue as a member of the Board of the Elgin and St. Thomas Housing Authority. I would like to take this opportunity to express to you my sincere appreciation, and that of the Board of Directors of the Ontario Housing Corporation, for the very valuable service you have rendered to your community through your work with this authority. Please accept my best wishes for success in your future endeavours, and my gratitude for the many hours of dedicated work you have contributed to the Elgin and St. Thomas Housing Authority. tj-s-ft ELGIN AND ST. THOMAS HOUSING AUTHORITY STATUS REPORT AS AT September 1, 1999 YEARS SERVED ELIGIBLE FOR REAPPOINTMENT LEVEL OF GOVERNMENT COMMENTS VACANT REPRESENTING MEMBER 2 5 2000 31 December 2000 June 30 Municipa Municipal Thomas Thomas St St (chair) Joanne Brooks Yvonne Harris Please seek replacement nomination from the Aylmer area 1999 31 August 5 County Aylmer Eva Tippel 2 2 30 2001 ~iaµ~tÿ¡l$)j¡¡¡~!âºH September 2000 March 31 ~~ij(q~¡&¡:®~¡¡' County Harry Mezenberg Rodney County .- ¡¡¡'g¡I'ì~M¡®gßM~~HM¡Hl $r@¡¡6.Q!mª~¡l, iM¡:¡ [ij¡@i~¡~II'MHW1'ÌjI $ø~~W'ij¡¡;:J¡¡¡~rj~I8fð¡¡M !.M~¡¡¡Wìt~'~¡¡:::¡¡:¡¡M¡m ¡¡¡¡îíin~IIHn¡;:¡ŒW !.M¡H¡¡¡m¡'$1M¡r~1¡HH1H'Ø §i¡¡!TI¡¡§I\'\:~~Ø¡IW¡¡:¡W ffi~ª,~¡¡~i::::( ':fl¡¡¡¡¡ . .............-- ....... Thomas St Donald H. Page 8 members t . \ bJ COUNCIL CORRESPONDENCE - OCTOBER 19. 1999 Items for Information - (Consent Aaenda} 1. Steve Peters, M.P.P., Elgin-Middlesex-London: 1) with a copy of correspondence to the Minister of Finance concerning School Board Remittances; 2) with copy of correspondence regarding the resolution of the Western Ontario Wardens Association concerning the cost of the consolidation of services; and, 3) with copy of correspondence to the Minister of Transportation concerning the dredging of the harbour in Port Stanley. (ATTACHED) 2. Honourable James M. Flaherty, Attorney General and Minister Responsible for Native Affairs, with an update on the Provincial Offences Act (POA). (ATTACHED) 3. Robert A. Maginnis, offering his expertise in the area of community policing services. (ATTACHED) 4. Maureen Beatty, Co-ordinator of Planning/Deputy Clerk, Municipality of Bayham, announcing the appointment of Kyle Sean Kruger as Administrator for the Municipality and thanking staff for assistance in the selection of Mr. Kruger. (ATTACHED) 5. Municipal Electric Association, re: "Managing Your Utility Assets" with information and training seminars. (ATTACHED) 6. Roy Lee, Chairman, Port Bruce Ratepayers Association, thanking Council and the staff of Elgin County for the road and bridge work completed in Port Bruce. (ATTACHED) 7. Maria Konefal, Deputy Clerk, Township of Southwold, with a resolution agreeing to request a costing proposal for contract policing on a county-wide basis from the Ontario Provincial Police. (ATTACHED) 8. Claude Guillemette, Chair ROMA and P. Jeffrey Seaton, President, OGRA, ROMAlOGRA Combined Conferences, February 20-23,2000, Royal York Hotel, Toronto, with registration forms, reservation information and conference information. (ATTACHED) 9. Pat Moyle, Executive Director, Association of Municipalities of Ontario, with a copy of the 1999 Conference Proceedings from the AMO Conference held in Toronto in August 1999. (available in the C.A.O.'s Office) 10. Graham P. Brand, Ministry of Health and Long-Term Care, with a memorandum regarding "Access to Emergency Health Services Ambulance and Equipment Inventories and Supply Agreements". (ATTACHED) 11. AMCTO EXPRESS Newsletter, re: "Integrity Checks Which Municipalities Can Perform Before Signing Off and Ordering the 1999 Capping Reports". (ATTACHED) Lf(P 2 12. Ian Thomson, Director - Public Affairs, CN Rail, regarding train safety "Why Trains Whistle". (ATTACHED) 13. Courtney Pratt, Acting President & CEO and Lori Cranson, Vice President, Program, The Learning Partnership, with a copy of Newsbrief Fall 1999 outlining the organization's programs and accomplishments. (ATTACHED) t.f7 Room 331 Main Legislative Building Queen's Park Toronto, Ontario M7A1A4 lIÆ ~ Ontario Constituency Office: 542 T albo! Street St. Thomas, Ontario N5P 1C4 STEVE PETERS, M.P.P. ELGIN - MIDDLESEX - LONDON Tel: (519) 631-0666 Fax: (519) 631-9478 Toll Free: 1-800-265-7638 Hon. Ernie Eves Minister of Finance yth Floor, Frost Building South 7 Queen's Park Crescent Toronto, Ontario M7 A 1Y7 ~\ i'" ""-;:';- ,; ,,'" ;~-;,'; :;:;®' " ~ ~ ~ -; ;:""'"':, > ~ '';, y}J- \t"d ~. t 1 &::1-"'~,>.,;ß~""¿¡ '1r;! ~ \~1 ~ i ~<~ &J , \ \lJ\t> 5EP 2', W,>\J \. P1~;;J~\<¡-""'§ ~ ~ mI ~~J::::r,,~ ;¡"Y ¡;"'''"" \ r-:~,~""~ :- ~~'@- -; , t:..~: ,~,~ Wednesday, September 22,1999 Dear Minister Eves; Please find enclosed a copy of a resolution passed by the Council of the Corporation of the County of Elgin regarding postponing the commercial and industrial portions from the July 31st School Board remittances to help defray the revenue deficit of the municipalities. -I am certain you will provide a timely response on this matter. Yours truly, ~~~ Steve Peters, MPP Elgin-M idd lesex-London CC: County of Elgin iff 99-29-99 12:47 STEVE PET~R5 MYY J &,1-'1' J..... ...."'.... ''''....~ ~~.& \~I ~ WESTERN ONTARIO WARDENS' ASSOCIATION Warden Dave Shearer, Chair County of Perth Court House. 1 Huron Street Srtatford. Ontario N5A 5S4 Teì: Fax; AIID r . "] (519) 271.0531 (519) 271-6Z65 Ron Eddy C¡¡DOry oISrant Milt Mciver Counry oI8ru" Ed Crewson Ca"n~y of Dl1fferin Rien V;mBrenk Coun!)' ofEi¡,in Pat O'Neil Caunt:y ofE:is<x AI Bye County of Grey Carol Mitchell County of Huron Leonard McNeil County ofLlJ1IIbron Mel Veale CoO"!)' ofMiddlmx Mark Harrison C01.U1ty' of Oxfcrd Da... Shearer County o[Perrh Helen Coutts County ofS¡rnt;¡t 8arbara Tocher County o!WeUingtoTl On behalf of the Western Ontario Wardens, I would like to thank you for taking the time out of your ousy schedule to attend and participate in the va..rious discussions at the July 30, 1999 me~ting oflhe Western Onto.;o Wardens' Assoclation.! hope that you left the meeting with an appreciatior. of the various issues ~d concerns that counties.ar~ facing at tlu¡; particular point in time. For yout future referen(. . --'~~,¡ ac;oPy. of the mitlures from the July 30, 1999 meeting with :hIS letter. . Iì . d./tJ J) 0 -r !1í"Í/1C¡.f /7f1 S ,., " .' --- Aug;,¡st 4,1999 1"'·'1>· Mr. Steve Peters M.P.P. Elgin.Middlesex.London 54Z Talbot Street ST. THOMAS, ON :-<5P IC4 Dear Mr. Peters: Re. July 30,1999 Western Ontario Wardens' Meeting Yours very truly, ) û~)t.w Dave Shearer, Ch2ir Western Ontario Wardens' Association e9-Z9-99 12:47 STEVE PETERS MPP 11.1='+.1.0 ~..:;w r "V" - Western Waréens' Association - 5- July 30, 1999 ò) County of Elgin. Re: Request for support of Elgin Count>· Council resolution c3lliDg on the Minister of Finance to allow munioipalities to defer the çonunercial and indusniaJ ponion of f",u s nom :he July 3 . 1999 School Board remittances bèing paid to the Minis:er of:mance to help den-ay the revenue deticitto municipalities. On July 29, 1999, the Ontario Goverr.ment has agreed to·. one month extension to August 31,1999. It was: Moved by: Warden Ron Eddy Seconded by: Warden Rien Van Brenk , , Due to the fact that' many municipalities Dave not yet been able to bill the !JÍ'alculated 1998 Multi-Residential, Commercial and Industrial Property Taxes _~nd, 1999, FhJ¡¡l Proper1-¡ T:1:: bi!l~ d~~ t-:: t!!~ "t~':(r.,,,~, !~y tl:,~Prov!!!ce ill ~roviding the required regulations to upper tier muuicipalities and separated municipalities Be it resolved that the Western Ontario Wardens' Association endorses the Elgin County Council resolution calling on the Minister of Finance to allow municipalities to derer the commercial and industrial portion of funds from the July 31, 1999 School Board remittances being paid to the Minister of Fin aD"" to help defray the revenue defidt to municipalities until 30 days aner the date that the Ministry of Finance has completed all the necessary legislation and regulations to allow for the processing of 1998 and 1999 final ta.~ bms. Carried. c) County of Dufferin. Re: Copy of June 22, 1999-I.tter received from the Grand River Conse:-vation Authority concerning the applica1ion of sewage bio solids within the Grand River Watershed. Receiveé. d) Couoty of Bruce. Re: Copy ofa July 2, 1999-lener sent to the Minister of Health and the Premier concerning the level of training to rural paramedics. Received. ej Association of Municipalities of Ontario. Re: Copy of July 29, !999-letter sent ro the Miruster of Health tequesting a change (0 the September 30, 1999-notiücation deadline and the appointment of a Provincial Government co·chair to rhe AMO/MOH Land Am1,ulance Implementation Steering Committee. Received. .6áer B~'::1es5 :The n~t meeting ofrhe Western Wardens' Assooiation will be held on Monday, AugllSt 23, ¡ 999 a~:hi ¡ 999 A.\10 Conference at 4:30p.m. The :neeting location is Dockside I at the Westin Harbor C¡;S¡¡elnn. The Wardens expressed theit appreciation to the MPPs for :akíng time out of their work schedule to attend and paIticipate at tlús meeting. Warden Shearer thanked Minister Ernie Hardeman for his hospitality in hosting this meeting of the Western Wardens' Association. ~9-22-99 14:11 STEVE PETERS HPP lD=416 325 7262 P~l/~L MARK G. McDONALD CI-<IEF ADMINISrAATIVe OFFiceR (Mra.) sANDRA J. HEFFltEN DepUTY COUNTY CLERK 450 SUNSET DRIVE sT. THOMAS. ONTARIO N5R 6'11 PHONE (519) 631-¡@ FAX (519) =-7661 i; ~ Honourable Ernie Eves Minister of Finance 7th F!oor, Frost Building S. TORONTO, Ontario M7A 1Y7 ONThR¡O A PROVINCE FOR ALL AGES !«l .~ International Year of Older Persons July 27,1999 Dear Minister: Subiect: School Board Remittances The Council of the Corporation of the County of Elgin, at its July 27th. 1999 meeting. adopted the following resolution: 'WHEREAS the Province of Ontario, through Bill 79, imposed 10-5-5 Capping Legislation on the Municipalities of Ontario; and. WHEREAS Municipalities are required to compare 1998 assessments to adjusted 1997 assessments, referred to as the Frozen Assessment Roll, in order to determine capping percentages and to finalize the 1998 property tax billings; and, WHEREAS the Ontario Property Assessment Corporation has not yet updated the majority of changes to its assessment rolls; and, WtiEREAS Municipal staff will not request the final Frozen Assessment Roll listing until the majority of changes are recorded in order to minimize the chance of error; and. WHEREAS Municipalities require the final figures to calculate and issue local tax notices; and, WHEREAS the inability of Municipalities to issue final tax notices has already resulted in a significant revenue shortfall; and, ~2 '" ~ þ \ v--- '-ICj &9-22-99 14:12 STEVE PETERS MPP ID=415 325 7252 P&2/&2 ~ Minister of Finance -2- July 27, 1999 WHEREAS Municipalities have not collected the school portion of 1999 property taxeS on the capped classes; and, WHEREAS Municipalities have been legislated to repay the wo school tax remittances made on their behalf by the Province; NOW THEREFORE BE IT RESOLVED THAT the Minister of Finance be petitioned to allow Municipalities to defer the commercial and industrial portion from the July 31st, 1999 School Board remittances being paid to the Minister of Finance to help defray the revenue deficit to Municipalities; and, THAT copies of the resolution be forwarded to the 'vVestem Warden's Association, all local M.P.P.s, the premier of Ontario, the Minister of Municipal Affairs and Housing, AMO, and an lower-tier municipalities in Elgin County for endorsement. _ Carried Unanimously. (Signed) Warden Rien Van Brenk" We look forward to your timely response to this urgent matter Yours truly, yj(j.~ samQa J. Heffren, Deputy Clerk. SJH:mp c.c. _ Western Warden's Association _ Loca! M.P.P.s _ Premier of Ontario _ Minister of Municipal Affairs and Housing -AMO _ Elgin County Lower-Tier Municipalities SlJ c';'-' ~' ..~ ~.- --:~~.-.~ . . .. .- ,. ~ ... ? All" n C tt'lnn. '" ~ (\ E"'¡.-ft- Room 331 Main Legislative Building Queen's Park Toronto, Ontario M7A 1A4 ~ ~;- Ontario Constituency Office: 542 Talbot Street SI. Thomas, Ontario N5P 1C4 STEVE PETERS, M.P.P. ELGIN - MIDDLESEX - LONDON Tel: (519) 631-0666 Fax: (519) 631-9478 Toll Free: 1-800-265-7638 Steve Gilchrist, MPP Minister of Municipal Affairs and Housing 1 yth Floor, 777 Bay Street Toronto, Ontario M5G 2E5 ì \ \ - \ OCT 1 \_- g~;;~(~~ Wednesday, September 22, 1999 Dear Minister; I am writing to bring to your attention a resolution by the Western Ontario Wardens at their meeting on July 30,1999. The resolution requests you to provide written assurance to each Consolidated Municipal Service Delivery Manager and District Social Services Administration Board that extraordinary losses over $50,000 in building stock will not be treated as a cost to the CMSM/DSSAB. Please enclose a copy of your responses to the municipalities of Elgin, Middlesex, London and St. Thomas to me. Thank you, ~S~ Steve Peters, MPP Elgin-Midd lesex-London CC: County of Elgin County of Middlesex City of London City of St. Thomas SP/as -6-/ Room 331 Main Legislative Building Queen's Park Toronto, Ontario M7A 1A4 Yi ~ Ontario Constituency Office: 542 Talbot Street SI. Thomas, Ontario N5P 1 C4 STEVE PETERS, M.P.P. ELGIN - MIDDLESEX - LONDON Tel: (519) 631-0666 Fax: (519) 631-9478 Toll Free: 1-800-265-7638 Hon. David Collenette Minister of Transportation Place de Ville, Tower C, 29th Floor 330 Sparks Street Ottawa, Ontario K1A ON5 n-~\r¡;;;;'2::.{j:Ú1;/\'i§' C~'í¥\\ 1 i \ -.C¿' ~iJi ~t~ '(':~t~>;~ ~~~ '\1 't\ l! ,\ '\'¡,U'J\Þ" oc-¡ ~ \\' . E! ¡W'i œ: g~~m 1 {~¿~8T~; ~:/§--~:~~t . .......- ~.~ Friday, October 1, 1999 Dear Minister Collenette; I am writing to urge you to proceed with the dredging of the harbour in Port Stanley, Ontario immediately. It has been several years since the last dredging and the harbour has deteriorated to a state where ships can no longer dock due to low water levels. If the harbour is not dredged, crops cannot be shipped from this port, businesses will close and the municipality will lose revenue. I understand that the Ministry wishes to divest itself of the ownership of the harbour. As long as ownership rests with the federal government, you are obliged to undertake this dredging. The dollars to undertake this task have already been budgeted and only await your signature. Hopefully, this dredging can be undertaken soon enough to allow this years shipments to get out through Port Stanley, rather than having to be shipped via Hamilton. Iook forward to your response. Yours truly, ~~L Steve Peters, MPP Elgin-Middlesex-London CC: County of Elgin Municipality of Central Elgin Gar Knutson, MP Bryan Hall, General Manager, Kettle Creek Conservation Authority s:< SP/as Ray Beattie, JRI Fred Darlington, McAsphalt Industries Frank Prothero, Elgin Fishermen's Association Bob Shewan, Lakes Terminal 53 Ministry of the Attorney General Mlnlstère du Procureur général ,?~'~"-""~"-'-l ¡ 1 f \ ¡ ¡ ì ! ì SEP 8~·;9 ~~~ ~W~ '''''' Ontario Office of the Minister Cabinet du ministre 11th Floor 720 Bay Street Toronto ON M5G 2K1 Tel. (416) 326-4000 Fax. (416) 326-4016 119 étage 720 rue Bay Toronto ON M5G 2K1 T éJ. (416) 326-4000 Téléc. (416) 326-4016 i t ~~$!~fV œ: EL~ £"C,,{'.} :;"3 {f', jA~t"' Our Reference #: M99-05280 AUG 3 11999 Dear Heads of Council: I am pleased to provide you with an update on the Provincial Offences Act (POA) transfer. You may recall that last summer, my predecessor issued an invitation to municipalities interested in becoming demonstration sites. Last October, he announced seven demonstration sites and additional sites continue to be sequenced quarterly. The first transfer of PO A services took place in the North Bay court service area on March 15, 1999. This successful transfer involved an intermunicipal agreement among more than 20 municipalities. The second transfer, to the Town ofCaledon, representing 10 municipalities in the OrangeviIIelDufferin court service area, occurred on March 29. Tills summer, transfers were completed to the City ofBrampton for the Brampton court service area (June 28), York Region for the Newmarket court service area (July 12), City ofMississauga for the Mississauga court service area (July 26) and to the County of Prince Edward for the Picton court service area (August 9). We expect to complete transfers in the Barrie and Orillia court service areas by the end of September and to Bracebridge in October. Pre-implementation preparations are underway at an additional four sites based on their March 1999 submissions to the Ministry. These sites are: · Regional Municipality ofHaldimand-NorfoIk, representing the Simcoe and Cayuga court service areas; · Region of Hamilton- Wentworth, representing the Hamilton court service area; · County of Lamb ton, representing the Sarnia court service area; and · County of Lennox and Addington, representing the Napanee court service area. I am pleased to be able to announce that as a result of our call for new submissions on June 18, 1999, the Ministry of the Attorney General will work with six new sites, representing approximately 35 municipalities. These sites are: · City of Brant ford, representing the Brantford court service area; · Town of Espanola, representing the Espanola court service area; · City ofKingston/Frontenac Management Board, representing the Kingston court service area; · Regional Municipality of Waterloo, representing the Kitchener and Cambridge court service areas; · County of Perth, representing the Stratford court service area; and · County of Oxford, representing the Woodstock court service area. 51 þ r;:-,.'~'" r"^ n,,;, ;..".::¡;:¡:;;;:¡ U.!~©lU t~lLt® I SEP 29 1999 R.A. Maginnis 1657 Moffatt Ave. London, Ont. N5W-2Al 1-519-659-8350 Cell 878-6029 E-Mail: COMPOL(a)EXECULINK.COM m~N ¡;¡¡: flæl ~d~'j,'(i'a ~ 25 September, 1999 Mr. Mark McDonald Elgin County 450 Sunset Dr. St. 11Iomas, ()ntuio. N5V 5Vl Re: Up Corning Policing Issues Dear: Mr McDonald I would like to advise you that I will be retired from the ().P.P. very shortly. I have spent the last 30 years in policing and have accumulated considerable knowledge of all areas of the policing. It is my intention to continue in the field privately, and to consult on your policing issues. I will be away the first of October but will be organized and in a position to assist you by the first of November. Policing is a very important and costly issue. I'm sure that you want not only policing that will best serve your community, but the best value for your dollar. I hope that I will be able to assist you to meet these needs. I will be sending you more infonnation shortly. Please feel free to contact me with any questions you may have. #~ Robert A. Maginnis Sb erhe Corporation of the Municipa[ït!f of Centra[ 'E[gin 450 Sunset Drive, 1 st Floor, St. Thomas, Ontario N5R 5V1 Ph.519·631·4860 Fax 519·631·4036 ..,.,.-..---..-,~- '~"''---''~'-~ ----::=':-:::--¡ " ,: ~,-, '- '\ \jlt~j I ¡ ¡ \ , í OCí 15 ;''':i:: October 14, 1999. \ ~-.,\P~~" j'" , \ I L. C~2:~'~<: _"f:.,~;;!::;,.:~::~Ç.-A~ ~'-- ":. ,-: -- t~-:..::": .,.. ","'., ,,"c.', Sandra J. Heftren, Deputy Clerk, County of Elgin, 450 Sunset Drive, St. llhomas, O}J mR5Vl Dear Mrs. Heffren: Re: Costin!!: Proposal for Contract Policin!!: on a County-Wide Basis Your correspondence of September 29, 1999 regarding the above referenced matter was reviewed by Council at its meeting oflluesday, October 12, 1999 and the following resolution was passed: llHA ll: llhe Council of the Corporation of the Municipality of Central Elgin agrees to request a costing proposal for contract policing on a county-wide basis, excluding the llown of Aylmer, trom the Ontario Provincial Police. If anything further is required, kindly contact this office. v~ K. G. Sloan Administrator/Clerk KGS:gv MUNICIPALITY OF BAYHAM P.O. Box 160 Straffordville, Ontario NOJ 1YO telephone (519) 866-5521 . fax (519) 866-3884 ,___':"'-:-;" ~-::::-.., -:-,-::'C ,....:.:--:\ ~. f?'~ ': -.,._":., -',~-:'-': '"_-,--:- ,......,.-: I ¡ ~ ¡ci i <£,iL'J \l ¡~r¡®¡¡ ì !. ''')" ~ -¡ø ..., , j. 1,\ :¡# ..... I " . r 0::" 1 :, í~~~ _I tm~~~:;;",e~¡~:r. .. .} October 13, 1999 Sandral. HefîÌen Deputy Clerk County of Elgin 450 Sunset Drive St. 1110mas, ()ntario N5R 5V1 Dear Mrs. Heffren: Please be advised that at the regular meeting of the Council of the Municipàlity of Bayharn held ()ctober 7,1999, the following resolution was passed: . "THAT the correspondence dated September 29~ 1999 from the County of Elgin be received; AND THAT the Council ofthe Corporation ofthe Municipality of Bayham agrees to request a costing proposal for contract policing on a county-wide basis, excluding the Town of Aylmer, from the Ontario Provincial Police." If you have any questions, please feel free to contact me. (~~~~. Mrs. Lynda Millard Clerk File: CIO C99042 ,~;:~",:.,~,~..;=~,}~~~~itt!fåH~;:~~l~ós'ÒûTH~~?~~tŠ..:>_" . , ' AYLMER, ONTARIO N5H 2C3 . ,', - .' TELEPHONE: (519) 773-5344 FAX: (519) 773-5334 ._.._-_.,~.... -." .....- ,:;: '<i l~- ¡ ~ ~ ~¡"'1 '-.,¡j i' _T, -;) þ'''''' Ontario Provincial Police, P. O. Box 22045, St Thomas, Ontario N5R 6A1 r; \ l ",' . "'[ ,," "' ~"," -~1..::;:'~~: -'1 1.\7 ;:;'....-i:.¡~a October 12, 1999 OCi 11', ,-', ~"! , 7·,-'" . -- Attention: SJSgt. J. Stephens Dear Sir: RE: Contract Policing Malahide Township Council met on October 7, 1999, and passed the following Resolution: THAT the Council of the Township of Malahide agrees to request a costing proposal for contract policing on a county-wide basis, excluding the Town of Aylmer, from the Ontario Provincial Police. Please contact this office if you require any information. We look forward to receiving the above at your earliest convenience. Yours very truly, TOWNSHIP OF MALAHlDE ¿2~ R. MILLARD, C.AO/CLERK RM:dw Copy - County of Elgin C:\11yFilçs\diana's tilçs'Randy'ùpp .l'>\:l12,wpd RANDALL R. MILLARD C.A.OJCLERK SUSAN E. WILSON TREASURER MUNICIPALITY OFBAYHAlVI - .. .." .. .... " -- '- -,- ,,' .. ,.'-'", '- P.O. Box 160 , ,",' . , S,tr,aff,', or,ð.'vil"l,e; Ort, '.farioN, OpY"O telephone (519)866-5521· fax(519).866-3884 òcr 1 M~ p,,' '·'-v ~~ t.~"" w~t:ÞH~- ~J'f;}'~'I.i -~;:¡,\ftft1~~~-\~~_ S'epteillber 30, 19?9 , Mr. Mark McDonald Chief Administrative Officer County of Elgin 450 Sunset Drive St. Thomas, Ontario. N5R 5Vl Dear Mr/onald/t{LG~J/ . . RE: Appointment of Administrator __.._:...,......:.. .....: ._:, ....,.. _,c.,·:.··._.. '",' ';- -- . "'..',, ' -' - '-. - .. ,-' . ......-. , ',' . ',: ' " ,', , ,-,-,-- -, ,- ,- ..... -' ",.,-- '- -', . -'_: ...., , ",,:::,-': On behalf ofthe Council of the Corporation of the Municipality pfBayhàm, I am ¡¡leased . to advise that at a speciaì meeting held September 27fu, 1999, Council enacted a.by-Iaw to appoint Kylè Sean Krúger as Administrator for ihe·Mumcipality .of Bay ham to fill the vacancy created by the resignation ofLynn Buchner. Kyle is currently employed With. the Town of Lincoln. in the Region of Niagara as Director òf Corporate Services and will be joining us on Monday, October 25fu. . " . As I am preparing an informatio~ package for Kyle, any County material you wish to provide fQr him would be g¡:eatly apprèciated. " '. -: " ,',', .' ",' ,-, . I would also like toexteild om sincere appreciation for the assistance provided by Harley Ùndèrhill in the recruiting arid selection process. His expertise and advice were' . " outstanding and we appreciated Harley?s personai attention to our needs. .... " : .... - _" - ,',.. .. ", ',- ,'__ '_ .. .. - ,. ... . .'. _..- .-,-,_..".-.:' '''. _.. ._-'.-'. ..-' ...~c.- -c' :. :.- '. Yours truly, :/L",.,""~ 1~- / '[VL~ . Maureen Beatty, AMCT .Co-ordirÍator ofPlanninglDeputy Clerk C99034 File: Hll _ c.c. HarleyUnderhilt Director of Human Resour~és S7 .ø Municipal Electric Association t J ¡ ¡ ___I: _I.II__IIS. .. :,~~I-¡;:v/~\. -;¡"^~"w.;&~ \8 i ~ \ ~~ ¡:¡ 1: . """\;;:"H t { \ ~ J OCI l\';'i'i In co-operation with Association of . Municipal III Managers, Clerks and Treasurers of Ontario 'INANClNG OPTIONS fOR MUNICIPAL ELECTRIC UTILITIES N ov. 18-19, 1999 Incorporation of municipal utilities makes it possible to raise capital for improving and growing the business. What are prudent strategies for raising capital in Canada's investment marketplace? This seven-hour conference brings together knowledgeable speakers from such firms as McCarthy Tetrault. TD Evergreen, Deloitte ~ Touche, PricewaterhouseCoopers, Access Capital Corporation, Ontario Teachers' Pension Fund, Ontario Securities Commission, and many others. Topics will include: · the types and functions of different investment capital · the roles of the different professional advisers and players · critical business decisions and pitfalls to avoid for Boards and management · the Initial Public Offering process Who Should Attend: Mayors, Reeves. Wardens, City Managers, senior managers, Directors of Finance, Clerk-Treasurers; Utility General Managers and staff; and new LDC Board members In co·operation with .&It!t. -_..-...-.",- OBCA BOARDS OF DIRECTORS Dec. 1, 1999, Jan. 20,2000 or Feb. 17,2000 Municipalities that retain and incorporate their utilities must create a Bóard of Directors to guide the new business. This one-day seminar covers such important considerations as: · the difference between local boards, councils and Boards of Directors · the duties of Directors, delegation to Officers and operational matters · avoiding costly mistakes and limiting personal liability · critical business decisions and pitfalls to avoid for Boards, Councils and management Who Should Attend: Mayors, Reeves, Wardens, City Managers, senior managers; Utility General Managers and staff; and new LDC Board members over Sf' ":..~;:;); -} : ".~, ~~", In co-operation with ¿tfie _"*-'-"*0...;. THE BRA \r£ NEWWOR.LD . . Oct. 28-29, 1999 or Nov. 29-30, 1999 Councillors who have attended give this 1 %-day seminar high marks. Municipal and utility leaders receive a complete overview of the key decisions and steps they must col1'\ple:!E;¡ by November 7,2000 to comply with the Goveml1'\,E;¡I1t's Bill 35: .. strategic planning steps to ensure the community's short ánd 10ng-terÌT1 interests are '·;'considered . 'the process of incorporation . valuation processes and procedures to determine fair market value and for corporation taxation purposes . In addition, sample transfer by-laws and other incorporation documents are included in the handout materials. Who Should Attend: Mayors, Reeves, Wardens, City Managers, senior managers; tility General Managers and staff; new Board members Co-sponsored by . __APIN6 THE FUTURE Dec. 2-3, 1999 This two-day conference, in partnership with The Society of Management Accountants of Ontario, will provide municipal and utility accounting staff with a wealth of information about changes to general accounting and utility accounting practices. Who Should Attend: Municipal and utility accounting managers and staff In co-operation with Association of . Municipal . Managers, Clerks and Treasurers of Ontario fT~l ... UTUR£ READÝt Dec. 9-10,1999 BUSINESS SA VW SKILLS fOR SUCCESSFUL SUPPORT STAfF Tnis two-day conference will train public sector employees why and how they need to act in today's economy in a more business-like manner. Catherine Swift,.CEO and President, Canadian Federation of Independent Business, is the keynote presenter. Who Should Attend: Municipal and utility secretarial and adlTlÎl1istrative staff rlP________~":',h'___--4Y,~--;V---"':-N,I/~i1v."~_.'/AV-~;¡r-/'/'-iilT-/.r--~/P>_:"-ß-~-#Y~~------~_/A'---1Y--",---;u1 f -- I i To obtain a broch~re foF~lD)/oi the ab~V~;~~ t9 registe,r - i ~ ' .. - pleasè'can the' ~ - ~ I Municipal Electric Association I . (416) 483-7739 -- ~ J '- I ¡ ___..-AWA V_,bIJ'/A'/M'AIV__ߥ____ 'fH_,/'_AW/'____Ii'/__,/____/,/Ii'_A'~ S9 Mr Rien VanBrenk Warden, Elgin County 450 Sunset Drive Ontario N5R 5Vl September 21, 1999 Re: Road and bridge improvements in Port Bruce ! I ¡ .,~~~_.__ ._".~_.r'__~~_, ¡ I œ£~rY ~ WIll i .,í._ ~,~:k~ ~~ I _- --,' ."._~.-'>Ii<i.E.l._"±~ OCï 1 1999 Dear Mr VanBrenk I am writing on behalf of our association and the people of Port Bruce to thank you and the staff of Elgin County for the road and bridge work in Port Bruce completed by the County over the past two years. Everyone is very pleased with the work and the resulting improvements to the village. The appreciation is rarely passed on to those responsible however and I am pleased to take this opportunity to correct this 0lll1SS10n. Regards, æð(f~- Roy Lee Chairmen, Port Bruce Ratepayers Association to R OGRA M A 'fPi.¢',:;:~~·..~·'-'¡~:i\~~~\ \ ¡'f, iH' ';~ø'Ji ViI ~\ tJi ì '\\"",}.:ii> ""-II ''''~ . 'II" SEP 29 \999 \ ''''''''''~'f¥ ffi ad ~~J~ ~ ~'i.Ø,~, 'rer; . .'''"''."'' ¡¡j'!xL. t";.?!,X>_,,-,,,·, ,,~, Combined onferences February 20-23, 2000 Royal York Hotel, Toronto September 24, 1999 Dear Municipal Colleagues: We are pleased to send you information about the 2000 ROMAlOGRA Combined Con- ferences. The structure of the program has been determined by the ROMAlOGRA Planning Committee. Many of the details are as yet unconfirmed - not surprising since we are still six months away from the event. In the coming months we will confirm the remaining speakers and workshop topics. We knew, however, that many of you were wondering about the new format and are anxious to make accommodation arrangements. We hope the enclosed preliminary program gives you a flavour of what is to come. In addition to the delegate program, we offer · A public works and municipal services trade show with over 60 exhibitors. · A Provincial Government information room. · The opportunity to meet with Ministers and senior ministry officials to discuss your municipal issues, both in one-on-one meetings and in delegate sessions. · Twelve workshops on rural and/or roads and public works topics of the day. · An exciting Companions Program, details on which are enclosed. Detailed program information and information on resolutions, nominations, elections and voting will be mailed in November. We hope you will be able to join us for the first municipal conference of the new millen- nium. Cl4wd.t. ~v~»t. Claude Guillemette Chair, ROMA f. ~ttn.~ SutOl\ P. Jeffrey Seaton President, OGRA Rural Ontario Municipal Association .~;< Ontario Good Roads Association c/o 530 Otto Road, Unit #2, Mississauga, ON L5T 2L5 Tel: (905) 795-2555 Fax: (905) 795-2660 Email: info@ogra.org Delegate Registration Fees Enclosed _@$260= "3.@ $325 = Companion Registration Fees Enclosed @$ 75= -@$100 = Banquet Tickets _@$ 60- Awards Luncheon Tickets _@$ 40- Subtotal GST = 7% of Subtotal GRAND TOTAL 2000 ROMAlOGRA COMBINED CONFERENCES REGISTRATION FORM Royal York Hotel, Toronto, Ontario February 20 . 23, 2000 RETURN TO: ROIWOGRA COMBINED CONFERENCES COORDIIlATOR Unit #2, 530 DUo Road MIsslssauga, ON L5T 2L5 (905) 795·2555 NOTE: Member fees refer to ROMA and/or OGRA membership. GST Number 104000450RT CHEQUES PAYABLE TO: ROMAlOGRA COMBINED CONFERENCES FEES FUNCTIONS NOT INCLUDED IN THE PRE-REGISTRATIO $60 $40 Banquet Ticket Awards Luncheon $290 $365 $75 $100 ON-SITE REGISTRATION Delegate (member) Delegale (non-member) Companion (member) Companion (non-member) PRE·REGISTRATION FEEß $260 $325 $75 $100 Delegete (member) Delegate (non-member) Companion (member) Companion (non-member) REFUND POLICY Full refunds of pre-registration fees ONLY will be issued to January 28, 2000. Refunds of 75% will be issued from January 31'1 to February II". NO REFUNDS AFTER FEBRUARY 12TH. All requests must be in writing. - -- - - - -- - PLEASE MAKE A COPY FOR YOUR RECORDS. Name of Contact: - Mailing Address: Date Received: - - Banquet Tickets: Awards Tickets: - Telephone No. Fax No. Reference No. ~ ~ 2000 ROMAlOGRA COMBINED CONFERENCES ACCOMMODATION INSTRUCTIONS AND IMPORTANT INFORMATION 1. Reservations must be received before January 31, 2000. After this date, all conference room blocks will be released, and any requests for room reservations must be negotiated with hotels directly. 2. No telephone reservations will be accepted. Reservations will be processed only if received on the official Housing Bureau form, or a photocopy thereof. One form must be completed for each room requested. 3. Acknowledgements will be mailed or faxed by the Housing Bureau as indicated on the official housing form. Please allow at least 10 days for receipt of this acknowledgement. Hotel confirmations will follow the Housing Bureau acknowl- edgement. 4. A deposit of $100 per room, payable to ROMAlOGRA Housing Bureau. must accompany each written request. Payments acceptable include cheque. bank draft and money order. In lieu of deposit, credit card information is acceptable. Please note that a credit card number will act only as a room guarantee - there will be no charge to the card unless the delegate cancels within 72 hours of arrival. 5. Hotel reservations are made on a first come first served basis. Please mail early. 6. Send only one form if sharing with a colleague. Multiples cause duplication and possible double charging. 7. For your own records, please keep a photocopy of your original housing form. 8. Prior to January 31, 2000, all changes must be made in written form only. Phone calls will not be accepted. After this date, modifications can be made with the hotel directly. 9. If cancelling prior to January 31, 2000, you must notify the Housing Bureau by mail or fax at (416) 203-6735. Phone the hotel directly if you are cancelling after January 31,2000 to avoid billing. You must cancel 72 hours before expected date of arrival. 10. If requesting reservations after January 31, 2000. you should contactthe hotel(s) directly. You may wish to use the services of Accommodation Toronto at 1-800- 363-1990 or 416-203-2500, which has information on current room availability in Metro Toronto. Convention rates cannot be guaranteed after January 31st. " Rates over... ttf 2000 ROMA/OGRA COMBINED CONFERENCES FEBRUARY 20th to 23rd, 2000 SCHEDULE OF HOTEL RATES CROWNE PLAZA 225 Front Street West Single Bedroom - $159 416-597-1400 Double Bedroom - $169 1-800-227-6963 NOVOTEL 45 The Esplanade Single Bedroom - $125 416-367-8900 Double Bedroom - $125 ROYAL YORK HOTEL 100 Front Street West Single Bedroom - $130 Small Suite - $460 416-368-2511 Double Bedroom - $145 Medium Suite - $560 1-800-441-1414 Pacific Premier - $295 Large Suite - $720 & up SHERATON CENTRE 123 Queen Street West Single Bedroom - $129 416-361-1000 Double Bedroom - $129 1-800-325-3535 STRATHCONA HOTEL 60 York Street Single Bedroom -$ 99 416-363-3321 Double Bedroom -$ 99 1-800-268-8304+ (Note: All rates are subject to PST and GST, if applicable) PRIOR TO JANUARY 31, 2000, ALL RESERVATIONS MUST BE MADE USING THE OFFICIAL HOUSING FORM. AFTER THAT DATE, PLEASE CONTACT THE HOTELS DIRECTLY FOR CANCELLATIONS AND CHANGES. Information over. . . h6 2000 ROMAlOGRA COMBINED CONFERENCES February 20th to 23rd Royal York Hotel OFFICIAL HOUSING FORM Name of Person Requesting Room: Surname Given Name Name of Municipality/Company/Organization Street Address or P.O. Box Number Cityrrown, etc. Postal Code ( ) Teiephone (include Area Code) ( Fax Name of Contact Person ( ) Telephone Arrival Date Departure Date Room Type: Single (1 person, 1 bed) Double (2 people, 1 bed) Twin (2 people, 2 beds) Suite (size) 1 or 2 bedrooms Hotel Choice. Please number 3 choices Royal York Hotel Crowne Plaza Novotel Sheraton Hotel Stathcona Hotel Sharing Room With I am enclosing a dèposit cheque in the amount of $ Payable to ROMAlOGRA Housing Bureau ($100 per room minimum) OR I am enclosing credit card information Visa Master Card American Express # Expiry Date Signature mail ** .. I would like my housing bureau acknowledgement sent to me by fax t& 2000 ROMA/OGRA COMBINED CONFERENCES CONFERENCE HOTELS UEEN ST. w > < ~ ... g¡ w > ... z :;¡ CITY HALL. ¡¡; W o 1.1 :E ... I/) ~ Sheraton ~ Centre ~ KING ST. FRONT ST. . Crowne PJaza Hotel Station St. GARDIN£R £XPR£SSWAI' ~1 ¡.: I/) W c¡ Z o >- ¡¡; I/) ... ~ < ..., ¡¡; >- < Ie TN ONTARIO GOOD ROADS ASSOCIATION 530 OTTO ROAD. UNIT 2 MISSISSAUGA, ONTARIO L5T 2L5 TELEPHONE 905 795 - 2555 FAX 905 795 - 2660 ~¡xy-t4tótrþOhio September 24, 1999 To the OGRA Membership: As in the past, the Ontario Good Roads Association will recognize employees who have given long years of service in the cause of good roads by presenting to them Long Service Awards. It would be appreciated if you would complete and return the enclosed questionnaire advising us of any employee who is eligible under the conditions noted below to receive an award. The following are the eligibility requirements: 1. That recipients of long service awards will have served a minimum of 30 years in the road industry employed in the municipal and/or private sectors. 2. That recipients of long service awards will have retired from their employment or will be retiring within one year of the Annual Conference at which the award will be given. 3. That the immediately previous or current employer be a member in good standing of the Ontario Good Roads Association. The deadline for receipt of nominations is Januarv 28. 2000. Presentation of the awards will be made at a luncheon on Tuesday, February 22, 2000 during the OGRA Annual Conference, and all eligible recipients will be notified directly by OGRA. Yours truly, ð)'~ R~~ Sheila Richardson Executive Director tf ONTARIO GOOD ROADS ASSOCIATION 2000 LONG SERVICE AWARD QUESTIONNAIRE Please print clearlv or type all information. My nomination for an OGRA Long Service Award Certificate is: Name to appear on Plaque: Date of Retirement Position Immediately Prior to Retirement Municipality/Company: Business Address: Postal Code: Bus. Telephone: Home Address of Nominee: Postal Code: Res. Telephone: Total length of service in road industry: years Personal Background: Please fill out on the reverse side. Nominated by: name title Municipality/Company: Address: Postal Code: Telephone: DEADLINE FOR RECEIPT OF NOMINATIONS: January 28,2000 Return completed questionnaire to: Ontario Good Roads Association Unit 2, 530 Otto Road Mississauga, Ontario L5T 2L5 i9 ...over Page 2 OGRA LONG SERVICE AWARD EMPLOYMENT SUMMARY PLEASE COMPLETE THE FOLLOWING Name of Nominee: Please complete the following information covering total service in road industry: Years Position Municipalitv/Companv Personal Background Information: (Please highlight any significant accomplishments, activities and/or interests.) tconf\2000-LSA-2 Jð ROMAlOGRA COMBINED CONFERENCES February 20 to 23, 2000 ROYAL YORK HOTEL, TORONTO COMPANIONS' PROGRAM HIGHLIGHTS Sunday. February 20th OPENING RECEPTION Come and renew acquaintances and meet new faces. Monday. February 21st ~~'"i "2000 Years and Still No Flying Cars" Enjoy an eclectic selection of Second City scenes that give a different perspective to everyday situations. Some of the topics include: © A boss that becomes reminiscent of your father. © What do you do when an unusual person enters the elevator? © Father and son that go to a baseball game. © The Bosa Nova autopsy. © A psychic that involves the audience. © Improv! Give them a topic and they create a skit on the spot. Prior to the Second City Show, enjoy a served lunch at Leonies Italian Restaurant which is located in the same building. COMPANIONS' HOSPITALITY ROOM Meet old friends and new acquaintances in the companions' hospitality room! This room is reserved for card games, pin exchanges or a friendly chat. In addition, information will be available on local attractions and places to shop. Plan your own excursion! ... over 71 2000 ROMAlOGRA COMBINED CONFERENCES February 20th - 23rd . Royal York Hotel, Toronto Blazing New Trails Together Challenges, Opportunities, Partnerships Preliminary Program (Subject to Change) Sunday. February 20th 3:00 p.m. Keynote Speaker: Hon. Paul Martin, Federal Minister of Finance (invited) 5:00 p.m. Welcome Opening Reception Monday. February 21st 9:00 a.m. Keynote Speaker: Hon. Mike Harris, Premier of Ontario (invited) ROMA Annual General Meeting 10:00 a.m. Ministers' Open Forum (invited) Hon. John R. Baird. Minister of Community and Social Services Hon. Tony Clement, Minister of the Environment Hon. Ernie Eves, Deputy Premier and Minister of Finance Hon. Steven Gilchrist, Minister of Municipal Affairs and Housing Hon. Ernie Hardeman. Minister of Agriculture. Food and Rural Affairs Hon. Chris Hodgson, Chair of the Management Board of Cabinet Hon. Timothy Hudak, Minister of Northem Development and Mines Hon. John C. Snobelen, Minister of Natural Resources Hon. Chris Stockwell, Minister of Labour Hon. David Tsubouchi, Solicitor General Hon. Jim Wilson, Minister of Energy, Science and Technology Hon. Elizabeth Witmer, Minister of Health and Long-Term Care 1 :30 p.m. Four Concurrent Workshops 3:00 p.m. Report of the ROMA Nominating Committee Report of the OGRA Nominating Committee ROMA and OGRA Resolutions Debate _ . .lover 73 Tuesday. February 22nd Page 2 of 2000 ROMAlOGRA Combined Conferences Preliminary Program 8:00 a.m. Continental Breakfast 9:00 a.m. OGRA Annual General Meeting Keynote Speaker: Hon. David Turnbull, Minister of Transportation (invited) 10:30 a.m. Four Concurrent Workshops 12:00 noon OGRA Awards Luncheon Elections for ROMA Executive Committee, Rural Caucus of AMO, and OGRA Board of Directors (if required) 2:00 p.m. Speaker: Jan Rush, Deputy Minister of Transportation (invited) 2:30 p.m. Four Concurrent Workshops 7:00 p.m. Banquet - Entertainment to be announced. Wednesday. February 23rd 8:00 a.m. Continental Breakfast 9:00 a.m. Keynote Speaker: To be confirmed. 9:30 a.m. Question Box - Delegate Questions to the Experts Panel Chair: Michael J. Smither, Publisher and Editor, Municipal World, and Honorary Life Member of ROMA Expert Panel to be Confirmed 11 :00 a.m. Remarks by ROMA Chair-Elect Remarks by OGRA President-Elect Adjournment of the Combined Conferences Other Events: Monday, February 21st 9:00 a.m. to 5:00 p.m. Tuesday, February 22nd 8:00 a.m. to 10:00 a.m. Municipal Engineers Association Annual General Meeting Association of Ontario Road Supervisors Annual General Meeting Tuesday, February 22nd 1 :00 p.m. ROMA Insurance Program Annual General Meeting 11f tTh~~1~i¥ f}:F EU1~ I I' !c ~; if:_~)!tiJ:K::·t':'G 'I September 21, 1999 To Heads of Council As promised at the AMO Conference held in Toronto at the Westin Harbour Castle, I am pleased to enclose a copy of the 1999 Conference Proceedings. This is a service we hope to continue at future conferences and trust that you will share the output of the workshops with members of council and staff. I trust your municipality benefitted from the conference and we look forward to seeing you at the 101 $t Annual AMO Conference to be held in Ottawa, August 13th to 16th, 2000. Yours truly, ~. ACA¡; , YV\;VV\.- Ü'-' Pat Moyle Executive Director ~@ .eEl'>. 393 University Ave., Suite 1701 Toronto, ON M5G 1 E6 tel: (416) 971-9856 . toll free: 1-877-426-6527 . fax: (416) 971-6191 . email: amo@amo.muicom.com ( Conference Proceedings Annual Conference August 22 - 25, 1999 Westin Harbour Castle Toronto, Ontario Celebrating our Past, Charting our Future ~;'P ß~TI~G ð@ ... E A (- 393 University Ave., Suite 1701 Toronto, ON M5G 1E6 tel: (416) 971-9856 . toll free: 1-877-426-6527 . fax: (416) 971-6191 . emaíl: amo@amo.muicom.com r MONDA Y, AUGUST 23, 1999 Address by: The Honourable Herb Gray, Deputy Prime Minister of Canada Remarks by: Bob Richards, President and CAO of Ontario Property Assessment Corporation (OPAC) Presentation by: Da/e Richmond, President and CEO of Ontario Municipal Employees Retirement System (OMERS) WORKSHOPS Community Health Care Why Municipalities Care Dr. David Mathies, Chief of Staff, Huntsville District Hospital Dr. Colin D'Cuhna, Director Public Health Branch and Chief Medical Officer, MOH David MacKinnon, President, OHA Living with Environmental Risks Rick Coburn, Solicitor, Borden & Elliot Kevin Eby, Manager, Development Planning, Region of Waterloo Luciano Piccioni, Senior Policy Analyst, Region of Hamilton-Wentworth Deborah Tracogna, Risk & Insurance Manager, City of Brampton Municipalities and the OPSEU Agreement John Saunders, Partner, Hicks Morley Hamilton Stewart Storie, Y 2 Kare about Y2K -- Medicine for the Millennium Bug Douglas Harrison, Deputy Director/Manager Community Preparedness Program Heather Loughrey, Executive Vice President and Chief Operating Officer of Jardine OME Ltd. Mark Yakabuski, Vice-President of the Ontario Region and V.P.of Government Relations in the Ottawa Region, Insurance Bureau of Canada (Replaced Mary Lou O'Reilly) Ontario Works Goodbye Intake, Hello Employment and Training Alfred Spencer, Director of Employment and Income Support Branch, Region of Hamilton-Wentworth Lynda Crandall, Director. Michigan Family Independence Agency MONDA Y, AUGUST 23, 1999 - Continued /' ( WORKSHOPS - Continued Municipal Administrators' Session Moving Quality from the Mission Statement to the Municipal Workplace Barry Malmsten, Vice President, Marketing Communications Program Development and Training, National Quality Institute (Notes not available) TUESDA Y, AUGUST 24, 1999 WORKSHOPS New Money from Old Assets John Morand, Director of Aviation, Toronto City Centre Airport Janice R. Laking, Mayor, City of Barrie Municipal Rights of Way A Tangled Web ( Bob Foulds, HarVan Consulting Maureen McCauley, Commissioner of Engineering and Public Works, Town of Richmond Hill and President, Canadian/American Public Works Association, Ontario Chapter Howard Moscoe, Councillor, City of Toronto and Chair of FCM's Subcommittee on Municipal Rights-of-Way (Notes not available) Keeping in Touch· Public Relations in the Municipal Setting Peter Howard, Managing Director, Sussex Strategy Group Sally Barnes, President, Enterprise Canada Group Susan Fennell, Councillor, City of Brampton Tickets, please! An Update on the POA Transfer Project Mike Burke, City Solicitor and Managing Director, Corporate Services, City of North Bay Phyllis Carlyle Solicitor, Region of York John Craig, Clerk, City of Barrie Inez Diamond-Gleeson. Municipal Liaison, POA Transfer Project, Ministry of the Attorney General ~ TUESDA Y, AUGUST 24, 1999 - Continued WORKSHOPS - Continued Social Housing Ours to keep, whether we like it or not! Keith Ward, Commissioner of Housing, Region of Peel Janet Mason, ADM, Policy Division. Ministry of Municipal Affairs and Housing Patti Redmond, Director, Non-Profit and Market Housing Programs Branch, Ministry of Municipal Affairs and Housing Municipal Business Opportunities Carleton R. Meyers, President, Factory Outlet Consultants (Notes not available) Wendy Rowland, Manager, Fitness & Lifestyle Centre (Notes not available) Tickets, please! An Update on the POA Transfer Project (Repeat) , \, Mike Burke, City Solicitor and Managing Director, Corporate Services, City of North Bay Phyllis Carlyle, Solicitor, Region of York John Craig, Clerk, City of Barrie Inez Diamond-Gleeson. Municipal Liaison, POA Transfer Project, Ministry of the Attorney General Keeping in Touch - Public Relations in the Municipal Setting (Repeat) Peter Howard, Managing Director, Sussex Strategy Group Sally Barnes, President, Enterprise Canada Group Susan Fennell, Councillor, City of Brampton Creativity and Techn%gy in Municipal Practice Andrew Campbell, Director, Waste Management, Region of Waterloo (Replaced Jim Archibald) Craig Curtis, City Manager. City of Owen Sound John Lohuis, Director, Recreation & Parks, City of Mississauga Sue Cunningham, Supervisor, Customer Services, Recreation & Parks, City of Mississauga Human Rights in the Municipal Workplace Keith Norton, Chief Commissioner, Ontario Human Rights Commission (Notes not available) '" TUESDA Y, AUGUST 24, 1999 - Continued ( WORKSHOPS . Continued Land Ambulance· The Reluctant Municipa/ Bride Roger Anderson, Chair, Region of Durham and Co-chair of the AMO/MOH Land Ambulance Steering Committee Jim Green, Commissioner of Planning & Economic Development, District of Muskoka Alan Wells, CAO, Region of York Integrating Human Services Challenges, Successes and New Ideas David Court, Director of Social Services District of Algoma Carl Ross, Administrator of Social Services, County of Dufferin Celia Denov, ADM, Provincial/Municipal Services Realignment, MCSS Environmental Health A Critical Part of the Community Health Package Bruce Small, Executive Director, Technology and Health Foundation Brian Masse, Councillor, City of Windsor AI Seskus, Director of Energy Services, International Council for Local Environmental Issues ( Ontario's Youth Off the Street and Into the Community Carl Zehr. Mayor, City of Kitchener Karen Taylor-Harrison, Councillor, City of Kitchener Helen Victoros, Program Director, Ontario Young Peoples Alliance (Notes not available) Jim Rule, CAO, Region of Sudbury Creativity and Technology in Municipal Practice· (Repeat) Andrew Campbell, Director, Waste Management. Region of Waterloo (Replaced Jim Archibald) Craig Curtis, City Manager, City of Owen Sound John Lohuis, Director, Recreation & Parks, City of Mississauga Sue Cunningham, Supervisor, Customer Services, Recreation & Parks, City of Mississauga MINISTER'S FORUM Remarks by Steve Gilchrist, Minister of Municipal Affairs and Housing l WEDNESDA Y, AUGUST 25, 1999 Address by The Honourable Mike Harris, Premier of Ontario PLENARY Municipa/ Electricity Restructuring The Switch to Competition Bob Murphy, Vice President, Decima Research Inc. Brian McKerlie, Chatham-Kent Public Utilities Commission (Notes not available) Robert Warren, Solicitor, Weir and Foulds (Notes not available) David Collie, Director of Distribution Business Development, Ontario Hydro Services Company Excerpt from address by Councillor Peter Hume, Chair of the AMO 2000 Steering Committee. Monday, August 23 - 12:00 Noon to 1 :45 p.m. Delegate Lunch Sponsored by the Ontario Hydro Services Company Metropolitan Ballroom The Honourable Herb Grey Deputy Prime Minister of Canada ( THE tOOTH ANNIVERSARY OF AMO SPEAKING NOTES FOR THE HONOURABLE HERB GRAY, M.P. DEPUTY PRIME MINISTER ASSOCIATION OF MUNICIPALITIES OF ONTARIO (AMO) ANNUAL GENERAL MEETING LUNCHEON TORONTO, ONTARIO AUGUST 23,1999 THE 100TH ANNNERSARY OF AMO 1 J \, I'm honoured to speak to you today at this 1 OOthAnniversary conference. I feel especially honoured when I am told that, to the best of your staffs knowledge, no federal minister has ever before been a featured keynote speaker at one of your annual conferences. Well if I'm the first one, I hope that after hearing my speech, you won't decide that I will be the last --and you will invite other federal ministers again and again in future years! The 100th anniversary of AMO, combined with the imminent beginning of a new century and a new millennium, makes your theme for this conference: "Celebrating our Past, Charting our Future" especially relevant. These words are very similar to those of the federal government's own theme for its national millennium initiative, "Sharing the Memory, Shaping the Dream." There is something in the air these days: we are at a moment in history when Canadians are looking back with pride at all that we have done together, and looking forward to the future with both confidence and resolve! I note that the. mandate of AMO is and I quote: "to be the recognized authority on municipal matters in Ontario, earning trust and respect through, (among other things) building partnerships. " ( Today, I would like to focus on this aspect of your mandate: building partnerships. In particular, I want to discuss something that is not always evident. After all it isn't formally provided for in our constitution. I'm talking about some of the ways in which the federal government already is directly engaged in partnerships with municipalities here in Ontario and across Canada. Also I want to touch on whether it could or should be more engaged in the future-in the words of your mandate--in "building partnerships" with you! But first, I want to congratulate AMQ on its achievements over the past 100 years and wish it well for the future because your member municipalities, include over 95 per cent of the province's population - and your worthy objective is "to promote, support and enhance strong and effective municipal government in Ontario". I believe that municipalities and their mayors councillors and staff are vital parts of the basic - the essential-fabric of our country! I'm told that the first meeting in Ontario of what is now AMO was held in Hamilton one hundred years ago! c ( THE lOOTH ANNIVERSARY OF AMO 2 AMO has come a long way from its first conference, which had only 28 representatives from 14 municipalities. But assembled at the conference this week are one thousand five hundred representatives from five hundred municipalities -- quite a change! One could wonder -- if -- today, we were writing a completely new constitution for Canada from scratch, whether some things in it wouldn't be different? Would the division of powers between the federal and provincial governments be the same? Would there be formal recognition of municipalities -- at least the larger ones as a third order of government along with the federal and provincial? If so, what would this mean for matters like your jurisdiction --sources of funding-- and powers of taxation? Please relax -I'm not calling for a new round of constitutional discussions covering this or any other topic. I think this is the last thing on most Canadians' minds at this point in time, as we end the summer of 1999 and approach the year 2000! But even with our present constitution, which says that municipalities come under provincial jurisdiction, there are many important links -partnerships- -- even though they are not formally dealt with in it, between the federal government and municipalities. First, there is a financial link - the federal government and its crown corporations paid more than four hundred and thirty million dollars ($430 m) in 1998, up from three hundred and seventy one million dollars in 1997 ($371 m), to municipalities across Canada for grants in lieu of taxes for their lands and buildings. The 1998 figure for the Ontario portion was approximately one hundred and eighty-five million dollars ($185 m) paid to you by the Federal government, up from one hundred and fifty five million in 1997. During the summer of last year, Alfonso Gagliano, the Minister of Public Works and Government Services, toured the country to obtain the advice of Canadian municipal leaders on the reform of the federal municipal grants program. Since then, he has been working on proposals for the possible amendment of the Municipal Grants Act - amendments which may be brought forward by the Government to Parliament for debate later this year. As you well know, between 1993 and 1997, the federal government allocated over $two billion, four hundred million dollars ($2.4 billion) to a three way, (one-third, one-third, one-third,) partnership with municipalities and the provincial governments to create jobs and improve communities through its Canada Infrastructure Works Program. THE lOOTH ANNIVERSARY OF AMO 3 ( \, It put up one-third with the other two levels of government each putting up one third of the costs. In Ontario alone, a total of more than $875 million dollars in federal funds was invested through this programme, in about 6,290 projects, generating more than 41,000 jobs and, I believe, leaving lasting benefits for the quality of life of the residents of the municipalities of Ontario as it did for all of Canada. I want to pay tribute here to the Federation of Canadian Municipalities because the concept and structure of this national federal programme was based on the FCM's research and proposals. Weill know at this point you will be asking -- if this programme was so successful when is the federal government going to implement another one? Yes, this program has been a great success -a model in many ways for a cooperative partnership of the three levels of government. To answer your questions on this point, I want to underscore the words of my colleague, Paul Martin, in a letter he sent me last week: "I have noted the City of Windsor's supporl for the Federation of Canadian Municipalities (FCM) proposal for an infrastructure program with environmental benefits. As you know, the government is ( willing to consider another infrastructure program in the years ahead and, in that regard, - the FCM proposal will be carefully analyzed. We also made it .clear that any new program would have to provide a greater role for local authorities." And in another letter dated July 2. 1999 to your President, Michael Power. Paul wrote: ''Although the government is willing to consider another infrastructure program in the years ahead, there are many demands being made on federal resources and these demands greatly exceed the level of available resources. As such, difficult choices will need to be made, The federal government intends to maintain a balanced approach to sound economic management. This includes investing in key economic and social priorities, while at the same time providing tax relief and reducing the debt." So alii can add today at this point (about whether there will be another federal infrastructure programme) is - please stand by! But here is another example of a current federal partnership with municipalities; the federal Human Resources Development Department has been working with many municipalities in Ontario, and across Canada through its Job Creation Parlnership programme, to help municipalities give meaningful, on-the-job training and work experience to unemployed people. ( '. In addition, it has been working with municipalities through its Youth Employment Strategy to help you give unemployed youth in particular, training and experience through programmes like Youth Internship Canada and Youth Service Canada. · ( \. THE 100TH ANNIVERSARY OF AMO 4 There is also the Canadian Rural Partnership (CRP), - an initiative of the current federal government. It is a cooperative effort of 26 federal departments and agencies -- working together on issues affecting rural and remote communities in all parts of Canada. Here is another current federal partnership with the provincial and municipal levels of government. Two key elements of the CRP are the Pilot Projects Initiative and the Rural Dialogue. Some municipalities are working with us now to develop innovative pilot projects that promote sustainable community development. The Rural Dialogue programme involved the participation of almost 7,000 Canadians including representatives of local governments. Their work helped create the Federal Framework for Action in Rural Canada which Lyle Vanclief, Minister of Agriculture announced in May, when he was responsible for rural cooperation. In the recent cabinet shuffle, Prime Minister Jean Chrétien appointed Parry Sound's Andy Mitchell, former Secretary of State for Parks, as Secretary of State for Rural Development. I know Andy will want to build on relationships with AMO and your member organizations as well as the Ontario Rural Council. Of course, I can point to many other on-going federal links with municipalities, -- there is the Transitional Jobs Fund. There are the jurisdiction and programmes of the federal Departments of the Environment and Fisheries. There is the regulatory authority of the federal government over airports - many now owned by municipalities, local airport authorities and the new Canadian Port Authorities which have municipal representatives on them. There is the federal government jurisdiction over rail crossings and rail lines within your boundaries. There are other both ongoing and emerging issues to deal with. On going issues like: How do municipalities go about adding or updating sewage and water treatment facilities needed to clean up the Great Lakes and other waterways of importance to the people of Ontario and to all Canadians? There is the matter of roads and highways that are major arteries and the other urban mass transportation needs in many municipalities. Now this is another field where the federal government doesn't have direct jurisdiction and responsibility. THE lOOTH ANNIVERSARY OF AMO 5 And, as Paul Martin and the Prime Minister have pointed out, the federal surplus is much more limited than many think and the demands on it are very extensive! But speaking personally, I believe that proposals for innovative partnerships involving the federal government with the provinces and with municipalities, -- that don't require constitutional changes, -- and with the provinces accepting fully their own constitutional and financial responsibilities -- should be open to consideration and discussion. There is more to be done and to be discussed--when it comes to building partnerships between the federal government and municipalities as well as the provinces! Currently there is the emerging and existing issue of homelessness. Last March, the Prime Minister appointed the new federal Minister of Labour, Claudette Bradshaw to coordinate the Government of Canada's activities related to helping Canada's homeless. Mrs. Bradshaw is working on developing a strategy for the appropriate role for the federal government. But this issue can be addressed successfully only by partnerships with the provinces, municipalities and community organizations. It cannot be solved by the federal government alone! (= Still the federal government already is doing a number of things in this area. In December of 1998, Alfonso Gagliano, as Minister responsible for the Canada Mortgage and Housing Corporation announced an additional $50 million for housing renewal and rehabilitation aimed at low-income Canadians and the homeless. This new funding is in addition to the $250 million that we announced last year to support residential housing renewal programs over five years. This money is being spent now in partnerships on projects, like Dixon Hall and Eva's Place in Toronto-partnerships between the federal government and municipal governments and community groups to provide housing and other services for the homeless. Of course there is more that could be done! But this is something for all levels of government and community groups to work on together! Mrs. Bradshaw has been consulting with communities all across Canada. We do look forward to receiving and working on her recommendations before too long. There is another very important personal link between municipalities in general and this organization in particular with the federal government- one that is highly visible in this room, -- I am talking about the many MPs who served on municipal councils before they were elected to the House of Commons, - and especially those from Ontario who were active in provincial and national municipal organizations, like Bryon Wilfert - a former C'.. President of the FCM and Steve Mahoney, a former Mississauga City and Peel Region Councillor, and John McKay a former Councillor -- who are here today. ( THE 100TH ANNIVERSARY OF AMO 6 They bring an understanding to the House of Commons, -- but especially to our Liberal Caucus, about the importance of building partnerships between the federal government and municipalities. And I assure you, they don't hesitate to raise your suggestions and your concerns! The Windsor area has strong historical links with AMO - the late Controller Georgina Montrose and Reeve Fred Cad a were presidents, and late mayor Bert Weeks was a Vice-President. Your past executive director Mac Dunbar - who is here today and is originally from Windsor --told me that the late MP and Senator Dave Croll, when he was Mayor of Windsor in the 1930s, was also able to be the Minister of Municipal Affairs at the same time and attended your meetings in both capacities! Finally, as we approach the year 2000 I want to remind you that the federal government is carrying out a national millennium initiative - one which is essentially community based, through its Canada Millennium Partnership Program. Its purpose is to encourage Canadians to mark the beginning of the new century and the new millennium, by carrying out projects they themselves propose, which explore our heritage, celebrate our achievements and build for our future. As the Minister responsible for the Government of Canada's millennium initiative, I have been impressed by the range and diversity of projects Canadians themselves are proposing and undertaking to mark the millennium. We provide a contribution of up to 1/3 of total eligible project costs with the remainder to be raised by applicants, from other levels of government, and non-governmental and private sector organizations -thus building new partnerships. The limited funds we have available do not allow us to finance major bricks and mortar or new infrastructure projects. However we are assisting national, non-governmental and especially local community initiatives that support the environment, encourage our youth, our arts and culture, and a knowledge of our history, as well as the development of our communities. These projects -whether local or national have direct, positive impacts on municipalities both rural and urban. For example, we are a major sponsor of a national project, the completion of the Trans Canada Trail in the year 2000. It will be the longest recreation trail in the world. This 15,000 kilometre trail will wind its way across the country, from coast to coast, linking thousands of local communities along its route. THE lOOTH ANNIVERSARY OF AMO 7 ( There is also Natural Legacy 2000, - another national project -. a consortium of four major national nature organizations. We are helping them to preserve and protect many more endangered natural areas, as well as endangered species - in your communities by the end of the Year 2000. Also, the federal millennium initiative is providing one third (1/3) funding in direct partnership with many of our municipalities for their millennium projects. The range of millennium projects in Ontario reflects the diversity and vitality of its communities-- large and small. To conclude, I want to point out that the creation and progress of local communities -- of municipalities both urban and rural -- have been linked with the creation and progress of civilization from its earliest times. Now, human kind has always had mixed feelings about this over the centuries. You know what Scripture said about two municipalities called Sodom and Gomorrah! But Saint Augustine spoke of the City of God as a metaphor for eternity. And the Bible, in the Book of Deuteronomy (6:10) also speaks of other "great and goodly cities". You will likely breath a sigh of relief when I say I do not intend, even if this luncheon is C.··.· celebrating your 100th anniversary, even to try to discuss all the deep and philosophical _ questions about the significance of both the past and future development of municipal governments, urban and rural, for civilization now and in the future. However, I know you will agree that making sure this development continues to move in the direction of better lives for all, is important and vital for you and for the people of Ontario and all of Canada. And that's why your work-- summed up by your conference theme "celebrating our past - charting our future" -- is so important to ensuring that as we move into the new century, we will continue to be confirmed by the United Nations -- year after year, as the country with the best quality of life in the world--as the best country in the world. To do this, we must both continue to confirm and build partnerships -- Federal, Municipal and Provincial. . To paraphrase the words of the federal government's National Millennium theme, together we must build partnerships so that in sharing the memory, we will be shaping the dream" for ourselves, -- for our children and for future generations! Thank you. c ( Monday, August 23 - 1 :45 p.m. to 2:05 p.m. Ontario Property Assessment Corporation (OPAC) Metropolitan Boardroom Bob Richards, President and CAO of OPAC ",. ( Notes for Remarks by Robert A. Richards, Presìdent & Chief Adminictrative Officer of the Ontario Property Assessment Corporation to the 1999 Annual Conference of the Association of Municipalities of Ontario Westin Harbour Castle, A1WJSt 23, 1999 Good afternoon, ladies and gentlemen. On behalf of our chairman, Emil Kolb, and the members of the Board of Directors of the Ontario Property Assessment Corporation, I'd like to thank you for this opportUn.ity to bring you up-to-date on the Corporation's activities. A number of you were at OP AC's Annual General Meeting yesterday at which Chairman Kolb inttoduced the members of the Board and our senior management group. The Chairman also reviewed our first financial statements, covering the period January 1st to December 31st, 1998, and talked about our corporate vision. For the benefit of those who were not able to be at the meeting, we will be sending a copy of the financial statements to each municipality. The Chairman indicated that we will be holding the Corporation's Annual General Meeting every year at the AMO conference. This will offer you a convenient opponunity to find out what has happened in the Corporation during the previous year and, hopefully, how our services have improved during the year and how you are receiving excellent value each year from the Corporation. Our Annual General Meeting also gives you a chance to tell us how well we're doing in providing you with property assessment services. As your program indicates, I'm here today to bring you up-to-date on the Corporation, what we've been doing since we began operations in January of this year, and some of the things we're going to be doing. OPAC was established under the Ontario Property Assessment Corporation Act, and all Ontario municipalities are members of the Corporation. During 1998, property assessment operations were actually carried out by the Property Assessment Division of the Ministty of Finance, although our member municipalities began paying for assessment services from January 1, 1998, under a formula established in the Act. The Act provided for the appointment of the first Board of Directors. Twelve municipal members were selected by the Minister of Finance from a list provided" by this association and two members were appointed by the Minister. - 1 - The appointments took effect on Apri129, 1998. ( " The Board then established a transition team to negotiate the transfer of the staff and assets of the Property Assessment Division to OPAC. The difficulty of these discussions should not be underestimated - some aspects continue still. This transfer took place slightly less than eight months ago - on December 31, 1998 - which means that 1999 is OPAC's first full year of independent operation. I became OPAC's president on March 1st, and we had our seniòr management team in place shortly thereafter. This team, in close conjunction with the Board, has been working intensely to get OPAC off on the right foot. As you will appreciate, it is a significant change to go from being a creature of the Ontario Government to being a corporation which is completely outside the Government, has active competitors, and does not have access to the revenue base or resources of the Government. One main aspect of this cultural change is that we are becoming a very different orglln;7l1Tion to that which we have been in the 28 years since the province took over assessment from municipalities. To help us define this new orglln;7~tion, both for our members and our own staff, we have embarked on a process of change managemem. This process includes eståblishiDg our corporate mission, vision and values, and creating a visual identity for our Orvn;7J1tTOn. It also requires eXllm,nÏ11g every aspect of the way we do business so that we can develop an organizational structure which will enable us to serve our customers best. ( An ongoing process will be looking at how we can improve the delivery of our services, the quality of our products, and our communications. Our ultimate goal is to make OPAC a great place to do business, and to create an organization which not only can compete with the private sector, but exceed it in terms of customer services. We also want to be a great place to work, and to create the best working enviromnent and support system to help our employees serve you. We want to be the best assessment organization in North America, one which consistently exceeds our customers' expectations. To achieve this, all our decisions are aimed at preparing the Corporation for the inevitable advent of new teChnologies, new ideas and new providers in our field. As a guidepost for these challenges, working as a team and with the input of many of you, we have developed a corporate vision, mission and values. Our vision is that we will be the customers' choice for information and services telatiIig to property, !broughout Ontario and beyond. Our mission is that we will provide the highest quality service to our customers. And we have -2- c committed to live up to five key values - values which will underpin all our activities. We are about to roll out throughout OPAC our mission, vìsion ana values. I want to read to you the values, for we will live by them in serving you. As individuals and as an organization: We keep our promises. We meet deadlines and bucigets. Our customers can rely on us to deliver accurate information and sound advice. We are professional. The quality of our services ìs vital to our customers. We conduct ourselves and our business with uncompromising honesty and integrity. We are responsive and resourceful. We commit our time and talents to creating innovative solutions that meet or exceed our customers' needs. We respond quickly to change. We use the best technologies to reduce cost and improve services. We lead. We are competitive. We will remain the best in our field by finding and developing new markets and oppornmities for ourselves and our customers, and by embracing change enthusiastically. Nobody will do it better. We make OPAC a great place to work. We are committed to success. We thrive on hare! work and encourage a healthy perspective and balanced approach toward our personal and professional lives. We have fun. We demand integrity from ourselves and each other. We nurture inirlative and original thought. We recognize accomplìshment. We learn from our successes and mistakes. We are proud of what we do. This is quire a commitment that we have made to you, and to ourselves, as an organization. I am sure that we will be up to the challenge. I'd now like to touch on some of the things we've been doing in the last few months. We moved to a new head office in Pickering on June 7th. This gave us a chance to make a visible start for the Corporation in physically leaving the Ministry of Finance. We began the review of our service delivery structure to determine how best to change it to serve our customers. This includes reducing our 3t1m;n;stratîve areas from six to four. We have been investigating the consolidation of our four offices which -3- served the former Metro Toronto, and we have closed our satellite office in Kirkland Lake and consolidated services in Timmins. We will be e)ŒminiT1g further opportUnities to consolidate offices, and to streamlÎ11e business operations. We are consulting with our municipal partners in these consolidations. We have already improved delivery of supplementaries & omined assessments. In the first half of 1999, this has resulted in $100 million in annualized taxes being added to the tax rolL We are improving the quality of the assessment rolL We have already exceeded the standards set by the International Association of Assessing Officers. We are now implementing benchmarking and performance measurementS to further improve the roll quality. We know the importance of good relations with our employees, and the importance of good relationships with the union which represents many of our employees, OPSEU. We mutually agreed which staff should be in the union, and we will start negotiating our first contract shortly. We anticipate continuing good relations with OPSEU. We are actively seeking feedback from you, our members, and your associationS. We share many of your frustrations and are working together with you to remedy them, although this is likely to take some time. In seeking these remedies, we intend to be responsive, resourceful and conunitted to creating innovative solutions to meet your needs. c We have begun to work closely with your association, including my regular briefmgs of your board and association staff. We continue to work closely with the Association of Municipal Managers, Clerks and Treasurers, including partnering on projects such as the National Register of Electors. We are vigilant in promoting your interests in our discussions with the Ministry of Finance. We have been consulting with your economic development officers in regard to our future office space needs. We have initiated a number of meetings to improve interaction between us and the Assessment Review Board, and to urge the ARB to work with you and us in reducing the appeal backlog. We are developing ways to -communicate better with our members. These include our member newsletter, the first issue of which went out in June - a series of fact sheets, which will be available on our website - and our 1999 annual report, which wi!l be a comprehensive overview of our first year's activities. - 4- / \~ ( We will be developing new products and services, as well as improving those we have now. For example, we are providing a critical service to our members in regard to the frozen assessment listing. We already have our successes. Assessment appeals are down, and I've already mentioned supplementaries. We have embarked on the next reassessment, building on what we learned from the first one. We are developing standardízed valuation procedures and improving the accuracy of our valuation models. We are developing advanced valuation teclmìques, including expanded multiple regression analysis applications and automated COSt systems. And we are benchmarking product quality. We appreciate that quality improvement is a vital component of our business. We will be conducting annual data integrity audits and are adopting the quality standards embodied in the ISO 9000 family of standards. The standards win provide us with guidelines on what constitutes an effective quality management system, and models against which this system can be audited to give us and our customers assurance that we are operating efficiently. The area in which we are going to see our most significant improvements is technology. We are in the process oftaldng ourselves out of the last vestiges of the dark ages of paper-based records and references, and moving even further into the electronic, Internet-driven business environment. Our biggest project is creating direct Internet access for our members to the Ontario Assessment System - OASYS - the most comprehensive property database in Ontario. The access would not only allow us [0 answer enquiries, but customers to update files in a secure fashion. We are currently re-engineering the interfaces between municipalities and OPAC~_ The result will allow us to provide more consistent and accurate information to our customers, as well as enabling faster access to data, better control and superior analytical capabilities. We are also rationalizing the use of GIS technology with respect to servicing municipalities and our regional offices. We intend to provide and maintain GIS services in a cost -efficient manner . We will create and maintain a central utility which serves up maps over the Internet to municipalities who wish to avail themselves of this service, using our data and possibly data from the Ontario Government and Teranet. We are looking at creating partnerships and developing business relationships which V(Îll help us increase revenue and reduce costs for our members. We are also looking into changes in the future for the funding formula under which our members - 5 - pay for our services. ( '< And finally, we have developed a process for selecting nominees for future members of OPAC's Board of Directors. The process will ensure a geographical representation, including at least one member from Toromo, and representation from various categories of municipal government, such as large urban and rural. We will be consulting with the appropriate municipal, political and professional org Oni7"tions when we compile the list of potentia! Board members. Ladies and gentlemen, I look forward to continuing to update our member municipalities on our progress. Before I go, however, there is one thing which I would Ii1œ stress. OPAC is responsible for administering the delivery of property assessment services. We do not set either assessment or taXation policies. Responsibility for these policies continues to reside with the MiDistry of Finance. I suppose that what I'm saying here is the old adage - don't shoot the messenger. If you or we have problems with policy matters, we should and can work together to solve them, and to collectively urge those responsible to enact the necessary changes, or not to enact unnecessary changes. I would also like to say that because we are responsible for assessment in all of Ontario, we have to keep all of our customers in mind when we make decisions. This does not mean that we are umnindful of the needs of our individual members, whatever their size. It simply means that we will not compromise our independence or objectivity, no matter how small the particular issue at hand might seem. We serve all municipalities in Ontario. We deal with each the same way - as a valued, respected and important customer whom we want to serve well, now and in the future. '"- (ç- Ladies and gentlemen, that concludes my remarks. If you have any questions about anything which I have said today, or questions about the Corporation or property assessment in general, we have an exhibit next door. I'll be there, along with members of the Board and some of our senior people. We'd love to see you, so please drop by. Thank you. AMO-SPCH.RAR -6- ( ~-- (- Monday, August 23 - 2:05 p.m. to 2:30 p.m. Ontario Municipal Employees Retirement System (OMERS) Metropolitan Ballroom Dale Richmond, President and CEO of OMERS . " '~" DALE RICHMOND PRESIDENT AND CEO OF OMERS :r-'\ OMERS Keeping the Pension Promise ~ S .. OMERS - Keeping the Pension Promise AMO Conference Notes by Dale Richmond, CEO, OMERS ( '. Keeping th, Pension promise Keeping th, Pension Promise Keeping tM Pension Promise elping Ontario's Communities · Facilitated Local Options ,. Restructuring and Downsizing · Maximum Cost Reduction for Taxpayers >- $2 billion employer >- 51 billion early retirement · Money Retained in Local economies >- $2 billion in take-home pay 1998 Highlights I . Employer Profile i . School Boards 12% 1,089 Employers 1998 Highlights I . OMERS Board I I . f:::, . Jointly managed . 13 members .. 6 employer .. 6 employee (one pensioner) .. 1 Ontario Gov't August 23,19'"9 1. 1998 Highlights ~ Keeping the Pension Promise S Keeping th, Pension Promise Keeping tM Pension Promise 1998 Highlights I · Member Profile . Other 11% ~ Police Unaffiliated . 11 % 7% Management 6% Firefighters 4% 50 Unions & Associations 270,000 Members 1998 Highlights . . Net assets up 8% Net Assets $8 $2.38=8% 97 98 1 OMERS - Keeping the Pension Promise AMO Conference Notes by Dale Richmond, CEO, OMERS 1998 Highlights . · Net assets up 8% · Investment returns 10.1 % ^........".-.--._- :1998 Fund Returns Keeping the Pension Promise 70 i 8.44, 1.40% '7' -,:l.......::....~~~~:;· I I I I 01 Q2 03 Q4 Quarter 1998 Highlights . , I . Net assets up 8% ! i . Investment returns 10.1 % · Pension payroll up 9% )-. Pensioners up 4% · Y2K ready Keeping the Pension Promise """ / 2. Objectives & Achievements / '" ':1 Keeping the Pension Promise S Keeping the Pension Promise Keeping the Pension Promise Keeping the Pension Promise August 23, 1999 1998 Highlights . · Net assets up 8% · Investment returns 10.1 % , . Pension payroll up 9% I .~.,_~~.~_~_~~.~_~!~_~_~!?'._m_._____ I Pensioners tHfft"l~i 1998 Highlights . · Net assets up 8% · Investment returns 10.1 % ! . Pension payroll up 9% >- Pensioners up 4% (:- · Y2K ready · Surplus management proposais MERS Objectives · Secure benefits Competitive benefits Reasonabie cost · Stable contribution rates · Prudent management · Fiexibility 2 OMERS . Keeping the Pension Promise AMO Conference Notes by Dale Richmond, CEO, OMERS /,--- ( " Keeping 'h, Pension Promise OMERS Achievements · . OMERS has >- kept the pension promise >- managed to a surplus >- achieved long-term financia! stability >- achieved client service objectives >- achieved strong investment returns >- achieved results at Jow cost Investment Objectives I. Earn investment income to >- Pay pensions promised >- Keep contribution rates stable · .. Choose investments that grow at least as fast as benefits K"ping . Manage the investments we make 'h, Pension . Monitor & report on investments Promise Keeping 'h, Pension Promise OMERS Asset Mix · August 23,1999 " 7 I 3. Investment Performance & Pension Services / ':1 Keeping the Pension Promise 5 " Investment Approach . . Investment approach >- manage to a surplus . Investment philosophy >- long term >- prudent investments >- reliable and stable returns Keeping 'h, Pension Promise OMERS Asset Mix . Keeping 'h, Pension Promise 3 OMERS - Keeping the Pension Promise AMO Conference Notes by Dale Richmond, CEO, OMERS Keeping 'h, Pension Promise Investment DiversificatiOn. I lO.M. ERS diversifies by: +"'., un <¡t!-~' / ~'d4WØ I + Country I + Time to maturity I Investment Returns 1 979 - 1998 5 Rate of ~: Return jo % I 1: 5 . 80 85 90 95 98 OMERS Funded Status . _ Assets _ Liabilities $ B ~: I i: Ki?f!ping 1f ':::nswn f Promise 94 95 97 98 96 Keeping 'h' Pension Promise Keeping 'h, Pension Promise Keeping th, Pension Promise August 23, 1999 Investment Diversification. ! OMERS fund has: I ..:¿'_'.''''''>~;" l/ffr!' <..74 i~.f~E~_"_ ^",¿L.,. _ ,-_,__fª~þ::fj \~~~l~t~r:'~+~'i> :22iiOáÎ ~~~,^W' " Multiple &sophist¡è-ated instruments nvestment AChievements. · Managed to a surplus · Returns good & stable 1 year 10.1% 4 year 14.6% 10 year 11.2% · Costs ha.ve remained low · Applied discipline & diversification ( MERS Pension Benefits. Years of X Average & Integrated Service Salary with the CPP Extra plan features: V' Inflation protection V' Disability benefits V' Early retirement V' Portability options V' Bridge benefit V' Buy back options V' Survivor benefits V' Supplementary plans c -4 OMERS - Keeping the Pension Promise AMO Conference Notes by Dale Richmond, CEO, OMERS ( Pension Objectives . . Pay pensions on time . Administer the plan to >- provide high quality service )0. meet legal requirements OMERS~I Regulatio~ Keeping the Pension Promise ~- . Surplus History: Funded Ratio 1- 125 *$ I ~ê 12b 0:¡; t i::3 11 0_ "0 110 Keep inaof' the Pensior.;O Promise 81 85 90 95 98 Surplus Management: . The Law [. Income Tax Act maximum .. Upper limit is 10% for OMERS >- Employer contributions must stop Keeping the Pension Promise . OMERS Act I .. If employer stops, so does employee [' >- Board must do this OMERSA<:! RO$IUlatiOn I August 23,1999 4. Surplus Management Initiatives ~ Keeping the Pension Promise S Keeping the Pension Promise Keeping the Pem"ion Promise Why Surplus Growth? I . Actual experience differs from historical trends > Low inflation >- Continuing low wage growth )0-. High investment returns · Each variation affects surplus >- AI! working together 1998 Surplus Management Process · Extensive client consultation · Considered input received · Measured proposals vs plan objectives · Board approved fair, balanced, responsible package · Government adopted package . . 5 OMERS - Keeping the Pension Promise AMO Conference Notes by Daie Richmond, CEO, OMERS Keeping th, Pension Promise Keeping th, Pension Promise Managing the Surplus . 1_ Plan benefit changes + 100% guaranteed indexing + CPP offset · Spousal pension · Over 35 years, contribution refund 2_ Restructuring assistance · 3-year window to end of 2001: - 75/80 factor - retire 15 years before NRA 3_ Cost relief · Contribution holiday to end of 2001 MERS Future Directions. Keeping the Pension Promise. . . · Autonomy · Accountabilit · Client Service · Risk Management August 23,1999 -.., "'" / 5. , Future Direction 1/ '" ':1 Keeping the Pension Promise S ~ ~- 6 í , , Monday, August 23 -10:30 a.m. -12:00 noon Community Health Care: Why Municipalities Care Speakers: Dr. David Mathies, Chief of Staff, Huntsville District Hospital Dr. Colin D'Cuhna, Director Public Health Branch and Chief Medical Officer, MOH David MacKinnon, President, OHA t~ ~ . J\ßA¡'. h ) ",I ,. . -\ 1,-,__ ~1 '.-, __ M \, ç¡,,_P ., '. ...( \ . x Ladies and Gentlemen. Thank you very much for the opportunity to speak to you today. I have been asked to speak to you about physician recruitment and retention strategies in the context of our current health care environment. That now includes physician shortages. I come to you today representing the views of the Ontario Col1ege of Family Physicians, an organization representing 6000 members, dedicated to promoting the discipline of Family Medicine through education and advocacy. Through the universities and our parent body, the Col1ege of Family Physicians of Canada, we train and certify family physicians before they apply for licensure from the Col1ege of Physicians and Surgeons of Ontario. I appreciate very much the opportunity to explain our viewpoint on issues that concern us both, and hope that we can become a resource to one another in the future as we grapple with our common concerns and problems. Before I proceed, I should explain a little about myself. Like most of you I am sure, I wear several hats. I am a Family Physician in Huntsville, where I practice what I feel can be best described as comprehensive practice. This term. comprehensive practice, is an important one as ¡ shal1 explain a little later. Basically, what ¡ mean by this is that ¡ see people of al1 ages and of both sexes, work in the Emergency Room, assist at surgery, visit my patients in hospital. deliver babies. attend patients in nursing homes, and make housecal1s. ¡ am Chief of Staff at the Huntsville and District Memorial Hospital, part of a larger organization cal1ed Algonquin Health Services, one of only a few fledgling integrated health service delivery systems in the province. To begin, let me first address the issue of physician human resources. No doubt al1 of you are hearing from your constituents about their inability to access a family physician. see from a June 1999 press release from the AMO that it is a significant concern of which lengthened the training time before physicians could be licensed to practice, Now new physicians had to pass through either our College's 2 year residency program or the Royal College's 4 or 5 year programs. The one year internship, which had been traditionally a common path to general practice, and had been a source of temporary manpower supply as physicians either worked in general practice for a few years before committing to a specialty career, or moonlighted in small towns during their residency years, vanished. Furthermore, the number of residency slots allotted to family medicine was not increased proportionally. Doing so would have required certain specialties to give up some of their slots. This would have meant the loss of a very significant amount of clinical service. As you can imagine within the walls of academia it was quite a battle, the end result being that what had once been a 50/50 split in family physician/specialty production now looks more like 40/60, and this despite good evidence that a health care system with a 50/50 family physician/specialty ratio leads to an efficient, high quality system with a high level of user satisfaction. ( Coincident with reduced medical school enrollments, the licensing of international medical graduates has been severely curtailed, and this had been a significant source of physician resources in the past. This is in keeping with the current and ironic phenomena here in Canada that the most highly educated of our immigrants find it exceedingly difficult to obtain work in their chosen field due to stringent credentialing requirements in most of the professions. There are at least two thousand foreign medical graduates in Ontario currently unable to obtain a license to practice, despite many being perfectly competent, and despite the fact that there is a need for their services. The need to implement a way to determine who is competent and who is not is urgent. Apart from our needs in Ontario, this is rapidly becoming a cause of some cultural tension, as these physicians belong to rather large communities of recent immigrants who are well aware of their neighbour's plight and interpret these obstacles to practice as being racially ( linked, which I do not think they are. They are pure offshoots of tight fiscal policy. In fact, we will inevitably be forced. in the short tenn, to give these lucrative jobs to new immigrants while talented young Canadians will have been unable to obtain admission to medical school. Another cause of physician shortage has been the closing off, during the NDP government, of interprovincial physician migration. Admittedly we would be robbing from other jurisdictions in Canada to reopen our provincial borders as a short tenn solution, but it seems absurd to me that a person born and raised in Ontario who decides to go to school in British Columbia can not return home to practice. The credentials and training are the same across the country. - The number of Ontario physicians moving to the USA has increased in this decade, mainly as a result of better economic opportunity. There is generally a physician glut in the US, but with a 30170 family physician/specialist ratio, they have a shortage of family physicians and hence the attraction. In time, by the way, we may see a move of underemployed specialists north to Canada. One additional driving force in the move to the south has been an unintended consequence of the government trying to control where new graduates can work by discounting fees in large urban areas. This punitive policy has been cited as contributing to the "brain-drain" of highly skilled professionals and is a costly side effect of a policy which did not achieve its goals. Those were to encourage young physicians away from then over-serviced areas to underserved rural areas. ( Finally, demographics have conspired to exacerbate a problem mainly caused by what is already the lowest number of medical graduates in twenty years. Some of the trends include the aging of the profession. the growing number offemale physicians, currently more than half of medical school enrollment, two income families, and the increasingly obvious benefits of group practices which are unlikely to be found in most small communities. Research has indicated that on average and for a number ofreasons, women physicians work fewer hours and provide a fewer number of services compared to their male counterparts. When physicians are surveyed to see if they are taking new patients, we find that urban physicians are less likely than rural, younger less likely than older, female less likely than male. Keeping in mind that rural doc/pop ratios are higher it is interesting to see that the physician most likely to accept you as a new patient is an older, male, rural physician who already has a large practice and is probably getting close to retirement. Another issue which must be taken into consideration is that most physicians are married to working spouses (both medical and non-medical), whose employment and career needs L must be addressed. This has proven to be a considerable barrier to many physicians who would otherwise consider settling in smaller or rural communities. Finding a balanced lifestyle and providing spousal support. both socially and in employment terms. is vital in attracting and retaining physicians. Similarly, graduating physicians today are seeking to work in groups for a number of reasons: lower costs, job sharing, fewer administrative duties and infonnation sharing. Groups of seven to thirty physicians (the size range that seems most likely to work) do not exist for the most part in much of Ontario. let alone the province's small towns. In addition, existing physicians are not likely to build these kind of group settings because they have very little value as investments. Resale is to a very narrow market. So, in the face of such physician shortages what can communities do to attract new physicians to their "'USA"(underserved area)? In Huntsville, where I live and practice, we have had some success in avoiding serious difficulties and I will share with you some of what we do that I feel has made a difference. Firstly, I think that the problem needs to be broken down into short and long term before solutions can be seen. Let's start with the short term. Let us be candid with one another: the extent and pace of restructuring that has occurred in Ontario has created an environment which has contributed to a decline in physician morale. I think that physicians can be expected to respond favorably to a warm welcome. Many towns have community development officers who could take the lead here by making sure that physicians interested in the town were shown around in a coordinated fashion and made to feel special. In communities not large enough to have a development position, the region should certainly provide this. These CD Os should be in communication with their communities, local physician leaders, and physician training programs in order to stay abreast of the local needs. In Huntsville, a group of people coordinated by the CDO ( all non-physicians and including our MPP. the mayor and councilor Fran Coleman who is facilitating this session) have made it their business to personally connect with any physician showing a serious interest in our community. The physicians at the receiving end of this have been most impressed. Physician friendly hospitals: there is a concept. Is your local hospital physician friendly? Without going into too much detail. I can tell you that it involves everything from convenient parking to an operating room that runs on time. Many physicians distrust (rightly or wrongly) their local hospital (check out the donor lists of your hospital foundation), feel excluded from hospital policy-making, and generally feel that somehow they are out the loop. I would think the opposite environment would be quite inviting. It is important if some of you who are also hospital board members would be concerned about medical staff morale. The board should brainstorm with physicians what some of the small things are that could be done to raise morale. Some suggestions which we are looking at, but have not yet implemented, would include taking full responsibility for collecting from patients non-OHIP bills created within the hospital, and inviting local physicians to join the hospital's group benefits package. When your existing physicians are happy, they can sell the place for you. A poisonous atmosphere, by contrast, does not lend itself to attracting new physicians. Economic incentives are an obvious short term solution. Like it or not your community is in marketplace competition where the supply is far less than the demand. Physicians are asking for and getting payments over and above their usual fees wherever legally permitted, especially in the areas of emergency care and anesthesia where hourly rates can be paid by the hospital. Several years before The Graham Scott Report's c recommendation. our hospital was subsidizing the emergency room physicians and continues to do so now over and above the level prescribed by Scott. In addition it has provided an office to an obstetrician at low cost in the past. and now that he has retired we have successfully recruited his replacement. The last short term solution to our problem will have to be to find an acceptable way to license some of the international medical graduates currently living in Ontario but not able to practice. Properly evaluating their competence and passing certification exams would likely require, at a minimum. a year long process. but this is little time compared to the six years to eight years minimum to train a family physician or specialist. í " Once we have addressed the immediate crisis. it will be important to create an infrastructure that will assure a steady stream of physicians qualified to practice wherever they are needed. / , , \~. To begin, Ontario needs to decentralize medical training more than it currently does. The "place" of medical training has been shown to have a significant effect on the choice of practice location. The creation of the large teaching hospital earlier this century was necessary to raise the level of the teaching experienced by interns above that of virtual slave labour. Today, however. the quality of many physicians in underserviced areas is superb and with the help of infonnation and communication technology creating virtual universities, it is quite possible to train physicians away from the teaching hospital for a good part of their time as a resident. If the physicians in your community train residents, you are more likely to attract young physicians. In addition, there is evidence that physicians who are teachers are more likely to stay in the community. Residents are trained in Huntsville in family medicine regularly, but residents in other specialities also 'occasionally do electives in our community. Two of our four internists were initially residents in Huntsville, and we now have two family physicians. including a FP/anesthetist, that spent a part of their training in our town. In fact, the hospital foundation paid for the anesthetist's training and he is now back on a return of service. Up to date clinical and technical expertise needs to be available in your "physician friendly" hospital. Unfortunately the Ministry of Health does not provide full funding, if any, for new imaging equipment. but if you do not have it you will not attract that second general surgeon you so desperately need. Ongoing energetic fundraising by your community is a necessity today. \ "------ Rural communities have usually had their physicians working independently from their own private offices. either solo or in groups of two or three. This is now a barrier to both recruitment and retention. These practices have no resale value so no new physician would want buy into these businesses. It has been a long-standing joke that the only use for a building with a lot of small rooms, each one plumbed, is either a doctor's office or a bordello. Most new graduates want a group clinic facility with staffing, information system, and administrative support provided. In Huntsville, a large building housing 23 owner-practitioners (20 of whom are physicians) working in groups of 1 to 6, was erected in 1990 just before the last recession. The hospital has been, although not entirely willingly, paying a generous rent to house lab and xray facilities in the building which has made the project financially viable and very convenient for patients. Last year. the hospital willingly ran a fibre optic cable past our door and the plan is to connect the building with the hospital's IT system. Although we would never build this now, it has undoubtedly been the preferred location for new physicians to practice even if they do not want to own it, and this is instructive. It is clear that a building like this, although not valuable to the physicians as an investment, is valuable to them as a place to work and is, therefore. valuable to the community. Thus. it would seem that the community should build it. although with one important caveat. It is critical that it be designed and implemented in a manner which is sensitive to the need to respect and protect physician autonomy and independence. In small communities (with a catchment ofless than 50,000-75,000) I see no reason why one administration could not manage all health services in a vertically integrated structure. In a large urban environment it is likely too complex to gain any advantage from integrating the diverse elements of the system,although it goes without saying that they should have as part oftheir mission a goal to communicate with one another seamlessly. Bringing a number of different health care services together under one /-.- L ( administration has been very good for our organization in Huntsville and draws favourable comments from physicians passing through our community and who have had an opportunity to experience the improved administrative efficiency which integration creates. I believe it to be an attractive feature of our community to new physicians. I also believe a vertically integrated organization mitigates staffing weakness. I believe the best health care administrators (which are in short supply), as well as physicians, are attracted to such organizations, as they promise better job satisfaction. Algonquin Health Services operates the CCAC, a nursing home. the placement coordination service, ambulance, as well as a hospital on two sites, one in Huntsville and a small 6 bed unit in Burk's Falls. The latter includes a 3 physician group practice plus an urgent care clinic. I believe that the expansion of this type of vertically integrated organization is one very important way Ontario is going to meet current and future health care needs. \ Having a vertically integrated organization has allowed for a number of advantages, and the literature is full these days documenting them. The easiest one to measure, the bottom line, shows that the administrative overhead of the Huntsville Hospital is about 10%, much less than the nearly 15% commonly found elsewhere. But even in Huntsville we are far from where I think we could be and the recent decision by the provincial government to give the responsibility for ambulance services to municipalities has me puzzled. It moves us in the opposite direction from what makes for efficient organizational sense. In fact what would have been more sensible would be to fold ambulance along with Public Health, an organization that I interact with on a daily basis, into local health organizations. What I would like to hear from your organization is support for such a plan. In a restructuring exercise deciding who does what should be driven by first looking at what business we are talking about. Ambulance and Public Health are in the health care business. so that is where they should go. The overriding key step in both integrating the health care system and managing physician human resources I believe is a renewal of family medicine through Primary Care Reform. Family Medicine is the cornerstone of our Health Care system and it has been ignored during the last four years ofrestructuring. As a result of the changes, people are now discharged earlier and sicker into an organized primary health care environment. When I describe the vision of Family Medicine we at the Ontario College of Family Physicians would like to see, I think you will want it for your community. We want Primary Care Reform to result in a health care system which provides: o Service around the clock. 365 days a year. Access to 24-hour urgent care would be provided by an on-call roster within a group of7 to 30 family physicians working collaboratively with nurses and other allied health care professionals. Telephone triage systems, staffed by nurses, would provide support for this. o Comprehensive, multi disciplinary care, including obstetrics, through group practices. ( o Choice for patients of physician and other providers. o Registration by patients with a family physician (N.B. not with the IHS) who would be responsible for ensuring the delivery of a comprehensive set of services. Accountability for the smooth functioning of the groups through identified physician facilitators would be part of the changes. o Physicians. instead of being paid purely fee for service, will have a significant portion of their revenue determined by the size oftheir roster as the core of their income. Additional incentives would be paid for, activities defined as extra (obstetrics. emergency, anesthesia, rurality index) creating options for appropriate reimbursement that has been described as a blended formula. Reform of the compensation system is paramount to realign incentives to what our society needs. o An information system that communicates well with other family practice groups, other members of the same integrated health system. other such systems, and with the \.,' ( policy makers in the Ministry of Health. A Health Information Privacy Commission for Ontario is recommended to ensure maintenance of confidentiality. Financial support for electronic medical information systems. telephone triage and other support services would be an integral part of the change. D Case management of the one-stop shopping variety. The family practice group should take responsibility for walking people through the health service system so no patient sees it as complex. D Family physicians responsible for maintaining and managing the comprehensive electronic health record. Why should this be important to you? Patient registration could solve the distribution problem once and for all. If there were no patients to sign up in the city but many in your town then I think a rational physician would go to where the job is. This system would clarify the true physician resources needed. thereby avoiding another one of these crises. Primary Care Reform would strengthen our health care system at a time when our circumstances are most urgent. Talk about primary care reform has been going on now in Ontario for quite a while. and I think we can safely agree that the response from both the public and physicians has been underwhelming. It is time for forward looking people to push harder. I feel quite certain that this will be a priority item on the new govemment's agenda, and it will be important to have ready ideas that will result in an enhanced health care system. In conclusion, unless medical school enrollments are quickly increased. IMGs allowed to practice. and interprovincial barriers dropped. physician shortages will become even more problematic. Communities will be competing for these people and you will have to develop strategies to attract them. In the short term, it will mean rolling out the red carpet and putting up some money. In the long term, it will mean creating in your communìty well run. fully integrated. and well equipped facìlitìes and ìnstitutìons, where turf wars have ended in the formation of true organizations. And last, but not least, primary care reform. with the proper incentìves in place to encourage multi-disciplìnary. comprehensive care, will establìsh a proper foundatìon on which all of the above can securely rest. References Family Medicine in the 2] st CentUl:Y: A Prescrìption for Excellence in Health Care A dìscussìon document prepared by the Ontario College of Famìly Physicians. June/99 375 Bay Street Suìte 800 Toronto M5H 2T7 www.cfpc.ca/ocfp From Education to Sustainability' A blueprìnt for addressing physician recruitment and retentìon in rural and remote Ontario. Dec/98 Ajoìnt project of the Society of Rural Physìcians of Canada(Ontario Regìonal Commìttee) and the Professional Association ofIntems and Residents of Ontario " í \ ( ',== c \' Recruiting and Retaining Physicians Who am I? Family physician with a comprehensive practice (obstetrics, ER, office, hospital, nursing home, home visits) · · a Chief of Staff, Algonquin Health Services, vertically integrated organization · President-elect, Ontario College of Family Physicians, a chapter of College of Family Physicians of Canada - 6000 members - .. . ... ... ..... ,..,. · Physician Shortages in Ontario · Province wide · chronic problem in small and rural . . communities · varies according to specialîty · affected by population trends-peak in 2010 · in last decade, rural population up 10%, MD down 10% ; r' ~, ,] " Ontario Population vs. GP/FP Supply Growth (Average Annual Growth Rate, Per Cent) I Population on 65+ GP/FPs Overall Populati - ÇI.. ~ - 4.0 3.5 3.0 2.5 2.0 1.5 1.0 0.5 0.0 -0.5 1 () -- c: Q.J v ~ Q.J a... Ontario Population vs. GP/FP Supply Growth (Average Annual Growth Rate, Per Cent) Population on 65+ GP /FPs Overall Populat - rI.,...... ~ - '-, ( . l '--- 4.0 3.5 3.0 2.5 2.0 1.5 1.0 0.5 0.0 -0.5 ~- ¡ 1 () ..... c::: C1J v "- C1J 0... 6,000 5,500 5,000 "b~\"b"\b,\\<õî- <õ-v,<õ"? <õ,,?\<õb..<õb..\<õS "bS\"b~ "b~\i\ i\ \<õ"b <õ<õ\<õo, "bo,\o,~o,~\o,'\ o,,\\o,î- o,-v,o,"? o,,,?\o,b..o,b..\o,S o,S\o,~ o,~\o,\ C'~ \o,"b o,"b\o,o, YPrlr n Ontario . I 5/F Ps Number of C[ 000 10,500 10,000 9,500 a.. Ô 9,000 CT1 c: := 8 500 .- , ..0. V> 8: 8,000 - a.. 1..9 'õ 7,500 '- Q.J Ê 7,000 ::J z: 6500 11 Fiscal policy-physicians are expensive reduced medical school enrollment and family physician production & shortage Origins of the MD · · longer more stringent credentials incubation for physicians · medical restrictions on international physician graduates restricted interprovincial · · ('¡ migration .~...., Origins ofMD shortage-cont'd · Changing gender mix> 50% female · changing family structure - 2 career couples · changing lifestyle expectations · no group practices to join Strategies to Recruit and Retain (short term) · Coordinated warm welcome between town and medical staff · have members of community sell the town, medical staff sell the hospital · physician friendly hospital · incentives-moving expenses, office space, extra pay · license foreign grads (provincial /. responsibility) .-.------~"" Strategies to recruit and retain (long term) · Decentralize medìcal educatìon · physìcìans wìlllive where they are comfortable · teacher physìcìans less lìkely to move · fundraìsìng to pay for well-equìpped facìlìtìes · facìlìtate group practìces Long term strategies-cont'd . · Wherever possible, vertically integrate(may be too complex in large urban areas) · vertical integration in small communities is efficient & attractive · should include most major health services including ambulance &r public health · support renewal of family medicine(ignored in restructuring) ,/~-\ (- OCFP's vision of Primary Care Reform · All residents of Ontario formally choose their family physician · continuous service 24/7 by FP groups · comprehensive · increased accountability · move away from fee for service to a blended funding formula · integrated information system . r()mnr~h~n~1V~ ~1~rtrf)n1r m~c11r~ 1 r~r()rc1 \ '. important to you? is this Why ~- Patient registration is an equitable answer to mal distribution of family physicians \ "~ if - . ,,---~- 08/06/99 FRI 16:21 FAX 416 314 7078 PUBLIC HEALTH BRANCH ~003 ~ Notes for remarks by Dr. Colin D'Cunha Ontario Chief Medical Officer of Health and Director, Public Health Branch to the Annual Conference of the Association of Municipalities of Ontario Toronto, Ontario August 23, 1999 (Check against delivery) 08/06/99 FRI 16:21 FAX 416 314 7078 PUBLIC HEALTH BRANCH 1aI004 · Thank you for inviting me to be part of your annual convention. I welcome this opportunity to help build the dialogue betwèen the Ministry and AMO. · Municipalities have played an ongoing and significant role in the delivery of public health services, a program that by its" nature is close to the community. Municipalities are an important partner in the delivery of this community service and I would like to recognize the work of municipal representatives who serve on boards of health · As part of our ongoing dialogue, myself and ministry staff meet regularly with representatives of AMO to discuss issues of mutual interest and exchange viewpoints. This is part of our work in ensuring that every perspective in the system is heard and discussed. · The recent announcement regarding cost-shared funding of public health reflects responsiveness to your concerns and certainly signaled a more collaborative future, the forging of a new partnership, one in which communication is more of a two-way street (~ "..- · This type of communication is even more essential during a time of significant change which municipalities have undergone, both through municipal restructuring and local services realignment · I can fully empathize with the challenges you face. At the Ministry of Health, we too are in the throes of transition. As the government reforms the province's health system, the Ministry of Health is being restructured to best serve both the health system and the people who use it As partners in the system, we all need to be flexible, to be ready to address change, and the results of change, and to manage change responsibly. · Partnership is indeed crucial. And nowhere is that more clearly demonstrated than in the public health sector. · The work of public health in preventing disease is essential in meeting one of the prime objectives of health-system reform: namely the shifting of health-system emphasis from illness to wellness 08/06/99 FRI 16:22 FAX 416 314 7078 PUBLIC HEALTH BRANCH Ia¡005 · WOrking together to create a better balance between prevention and treatment will not only give the people of this province a better quality of life, but it will also give them a better return on their tax dollars with a health system that can put its resources to best use. · Public health is the foundation of an effective system of health services. And its importance has been recognized for-over 150 years in Ontario · As you may know, public funding for health protection services predated all other public funding for health care. Here in Ontario, our investments have significantly improved health status through the prevention of disease and injuries · The impact of those investments, on both health-system costs and the financial and economic well-being of the province and municipalities, is evident in a healthier and more productive workforce · Results that we have already seen are successes in controlling infectious diseases. This can be directly linked to the vigilant efforts of public-health professionals to ensure safe drinking water and food, reduce the incidence of sexually transmitted diseases and establish immunization programs, to name just a few. · Some of our recent accomplishments include the virtual elimination of measles with the introduction of a routine two-dose schedule. The number of cases of measles in Ontario has dropped from over 2,000 in 1995 to only 10 cases in 1998. That's a phenomenal achievement . Also outstanding is the success of the Hepatitis B immunization program for all grade 7 students, which included a "catch up" program for secondary-school students, with some 90 per cent of eligible school children having received the required doses · In the last five years Ontario medical officers have responded to 16 outbreaks of meningitis due to meningococcal bacteria. This always serious and sometimes fatal disease strikes suddenly with the highest rates of death among adolescents. Rapid intervention including mass immunization campaigns have been organized by local medical officers of health within 48 hours of confirmation of an outbreak, with up to 170,000 persons immunized in our largest campaign in Ottawa 08/06/99 FRl 16:22 FAX 416 314 7078 PUBLIC HEALTH BRANCH Jg¡006 · Chronic disease such as heart, stroke, cancer and lung diseases are a leading cause of illness and death in Ontario. Many of these conditions are preventable, especially with risk-reducing interventions begun at an early age and by modifications to our social and physical environment. Action by public health, through community Heart Health programs and vigorous enforcement of the Tobacco Control Act, exemplify initiatives of the kind that benefit the health of all Ontarians. · Public health recognizes that prenatal and childhood experiences have a profound effect on health and well-being in later years. The investment in the Healthy Babies/Healthy Children program is one example of our commitment in the area of family health for which we will reap the benefits in future years. · Some of us won't see the results of these investments in our lifetime - but getting them started may be among the most important and positive public health efforts at the closing of the millennium · For all of these reasons, Ontario has a longstanding commitment to mandatory public health programs and services and the ministry remains committed to the setting of standards for public health. This is part of our role in setting directions for the health system. L "-- · the scope of minimum public health programs in Ontario is outlined in the Mandatory Health Programs and Services Guidelines. The Guidelines focus on the following key areas: infectious disease control; chronic diseases and injury prevention; family health and health hazard investigation · Through these standards, boards of health seek to enable residents of the community to realize their fullest health potential by promoting improved health, preventing disease and injury, controlling threats to human life and function, and facilitating social conditions to ensure equal opportunity in attaining health for all. · The release of the most recent guidelines coincided with the devolution of funding responsibility for public health programs to municipalities · A working group whose membership includes representation from AMO, boards of health, and other stakeholders was established soon after to identify implementation issues arising from the Guidelines ( 08/06/99 FRI 16:23 FAX 416 314 7078 PUBLIC HEALTH BRANCH 1i!I007 and to provide advice regarding ongoing refinement of the standards · Of particular concern to municipalities has been the degree of prescriptiveness within some of the program standards and the cost associated with the specificity of the requirements. At the same time the Ministry has received suggestions regardiÌ1g- the inclusion of several additional mandatory programs. · We are seeking to address these concerns. In response to the advice of the working group, the ministry is in the process of embarking on a technical review of some of the Guidelines. This review will occur over eighteen months and technical review committees will recommend revisions to program standards that have been identified as needing review · These technical committees will draft revisions with reference to the four established criteria used to develop the 1997 Guidelines, i.e. Need: ·how big is the problem?, Impact: How much can we fix?, Appropriateness: Are we the best people to do ¡t?, Capacity: Are we able to do it? · The committees will also draw on current field experience with implementation of the existing program standards and current scientific evidence and expert opinion on the evidence of effective public health interventions. This will ensure that the recommendations are scientifically sound; as well as practical to implement · In addition to direction setting, another important element of the Ministry's role is ensuring accountability. I want to stress that if the government gives money for whatever reason - public health, emergency rooms, or long-term care - it does have a legitimate right to seek accountability for the funds. · Ultimately the government is accountable to the people of this province for the wise use of their døllars. And this is not just about money - accountability for legislation, implementing policy direction and provincial standards is equally important. I understand the potential for micro-management in accountability mechanisms - we need to be vigilant about that. But we also have to realize that accountability is a necessary discipline 08/06/99 FRI 16:23 FAX 416 314 7078 PUBLIC HEALTH BRANCH ¡¡¡¡008 · Accountability is fundamental to total quality improvement and is intrinsic to the process of setting standards. We need to know how we are doing, measure where we are in order to map out where we are going. · As part of the monitoring activities, the Minisby collects data from boards of health regarding the implementation of the seventeen standards within the Guidelines. The first collection of data was for the six month period January to June 1998. In most cases the feedback is encouraging. · We are now in the process of analyzing information which was recently collected for the full 1998 calendar year. We are pleased at the prompt reporting of the data · Currently, the information collected by the ministry reflects board of health progress in meeting the requirements or program activities outlined in the Guidelines. . A complementary initiative, which will soon be undelWay, is the development of public health outcome measures. This will allow us to measure the results of mandatory program activities which will allow us to determine the correlation between a program activity and the end result. This is a truer measure of the efficacy of a program, whether the resources we invest are yielding the desired improvements in the health status of communities C- · However, this is a very complex undertaking that will require the cooperation of all stakeholders · In the meantime, we will continue our efforts to enable boards of health to deliver public health programs. We will be hosting a second education day for program staff in boards of health this November 17-18 · The structure of these education days allows for investigation of a wide range of concerns from a program delivery perspective and also to give recognition to the success stories relating to public health programs. · This type of consultation and sharing provides a basis for developing innovative strategies for delivery of public health programs for Ontarians in the new millennium. [ " '-- 08/06/99 FRI 16:24 FAX 416 314 7078 PUBLIC HEALTH BRANCH 1aI009 · In closing, I would like to extend my appreciation for your patience and understanding during the delay of the flow of funding for public health programs. It is unfortunate that it took so long, but I believe it was received in time. · As you may know, the money flowed was an interim allocation only and reflected 1997 funding levels. I know that many of you have expressed the need for the province's 50% share of funding to match increased 1999 levels of funding for public health. We are actively working to confirm the final allocation, which will take into consideration information such as 1999 reported budgets and any outstanding reconciliation issues. · Once again, I would like to thank you for inviting me. Panels such as this provide a forum for the sharing of experiencE!$ and for a thoughtful and open exploration of the challenges and opportunities ahead of us. I look forward to our ongoing collaboration to ensure the best possible public health services in Ontario í,,: , ~~~ ( r, The Role of Public Institutions in Fostering Social and Economic Growth Notes for Remarks by David MacKinnon, President Ontario Hospital Association to the Association of Municipalities of Ontario August 23, 1999 Toronto CHECK AGAINST DELIVERY Introductory Remarks Good morning, ladies and gentlemen, and thank you for giving me the opportunity to be here today. Let me begin by saying that I sympathize with you as municipal leaders. for what you've been going through over the past few years as a result of province-wide restructuring of services. Given the major changes underway in the hospital system, we appreciate the magnitude of the tasks you face. I noted from your program that you want to hear about some specificinitianves where hospitals and municipalities can work closely together in addressing key issues, such as the critical shortage of physicians, downloading of land ambulance services and hospital capital funding. While I will touch upon these important issues, I think I can make a more meaningful contribution by corning at it a bit differently and placing the issues we all face in a broader context. I'd like to focus my remarks on the important role public and community institutions play in Ontario's social and economic development and the new approaches and techniques that our society needs to employ when embarking upon change respecting them. Need for "Effective" Change ( ~ In the grand scheme of things, change is both necessary and inevitable. After all, if the status quo were always the best option, the Iron Curtain would still be standing and common diseases would still be treated with techniques like "blood letting". That being said, the approach taken to the relationship between the province and public institutions in Ontario over the past decade or longer has been more akin to blood letting than anything resembling modem management. In fact, successive govemments have been slowly draining the resources of public institutions to curb rising deficits, debt and taxation. Change has been driven more by downsizing and retrenchment, as opposed to reinventing and creating new and more dynamic organizations. I don't think I would find much argument in saying that five years ago our province was conftonting a pretty difficult financial situation and some tough decisions had to be made. However, Canada's number one ranking in the United Nations' Human Development Index and Ontario's current economic growth and prosperity is largely due to the province's fundamental strengths, such as a well educated labour force and quality public services, including health care. I '-'; We therefore need a balance between tax cuts and investing in essential public services. Hospitals were happy to see that at the recent Premiers' Conference in Quebec City, the Premiers, including Mr. Harris, endorsed this balanced approach to tax cuts and social spending. Recognizing the True Value of Public Services Canadians take pride in the international studies published each year that consistently rank Canada at or near the top among the most desirable places to live and invest. How do we merit that ranking? To a large degree, it is our public infrastructure and quality of our community services. It is the education we have provided to our society and continue to provide to our children. It is the overall health and mobility of our labour force that is due, at least in part, to our tax-funded hospitals and medical care, along with our modem transportation and telecommunications systems. The TD bank was recently quoted as saying that "Canada's healthccare system is important to individuals and is an economic asset for Canadian businesses, who receive a competitive advantage over US businesses as a result." These are key components of economic growth and competitiveness. To let them become threadbare, as has happened in Ontario over the years, puts us at a real competitive disadvantage. Other economic arguments are pretty persuasive. Two-thirds of the net job creation over the past decade has taken place in knowledge-intensive, high technology businesses and the unemployment rate for university graduates is far lower than for those with a high school education or less. So if we are not spending the money to give people a good education and keeping them healthy and productive, we end up spending it on unemployment benefits, social assistance and crisis-oriented medical intervention down the road. On a related vein, we must not ignore the vital role that public institutions play in local economies. In most communities, the hospital, for example is one of the larger employers in the community. A 1997 study on the economic impact of hospitals on rural and northern communities noted that rural hospitals play an important role in attracting new residents, business enterprises and new investment. I've concentrated for the last few minutes on economic aspects, but the role of our public institutions goes much deeper than that. Hospitals are often the places where we enter this world and often ultimately depart ITom it. In the intervening years, they are the stage where many of the dramas of our lives are played out _ ITom the great elation at the birth of a child, to the worry surrounding the treatment of a serious illness, to the deep sorrow at the death of someone dear to us. 2 We've been very slow to recognize the necessity of viewing public institutions as central to our lives as individuals, basic sources of community coherence and as one of the most important determinants of our competitiveness as a province. They need nurturing, predictability and public support to play all these roles welL (~ \ Public Institutions as Engines of Social and Economic Development We also need to start viewing our public institutions in this light. We need to recognize them as engines of social and economic development, that add to our well being and not just as cost centres to be cut back to the minimum possible extent. For example, Ontario hospitals provide leading-edge health research, which is critical to improved health and long-tenn economic growth. According to Industry Canada, the world market for biotechnology will more than double over ten years fÌ'om $20 billion in 1995 to over $50 billion in 2005. We are also helping to create jobs. Just the other day, Toronto-based InterHealth Canada, which the ORA, Ontario hospitals and other organizations have supported, won a $1.1 billion contract to operate a 335-bed hospital in the United Arab Emirates. We also need to change how the province relates to community institutions and how community institutions relate to one another. It is no longer appropriate for the province to playa paternalistic role with hospitals and municipalities. We each have important roles to play and must work together, in partnership, if we are all going to succeed. ( c-- ',,-~-- This also applies to the private sector. We can learn fÌ'om the private sector. We will need a fundamental debate on ways the private sector can supplement Canada's public health care system. There are many public-private sector business opportunities that we can actively pursue while complying fully with the five key principles of The Canada Health Act- universality, accessibility, portability, comprehensiveness and public administration. The private sector can also learn fÌ'om us. We should not automatically assume that the private sector can always provide services more cost-effectively. According to a recent Harvard University study, non-profit health care organizations in the US provide better quality care than for-profit health care organizations. The study found that although the costs were about the same, non-profit health care organizations spend more on fÌ'ont-line patient care and generate better outcomes. Restoring the Financial Health of Public Institutions We need to restore the financial health of public institutions and make the necessary investments that are critical to both our social development and international competitiveness. After a number of years of hospital budget reductions, combined with recent restructuring costs, the financial portrait of many of our hospitals is hardly one you would hang on your wall and admire. We are, as I've mentioned, more than a little threadbare. ( 3 Last year, a Financial Review of Ontario Hospitals carried out by The Change Foundation and crnc found, that in 1997-98, 55% of the 185 hospitals studied recorded deficits totalling $177 million. It also noted that liquidity levels are at a point where there is no room for further deterioration. The Change Foundation and CIBC are currently up-dating these estimates, but from our preliminary examination we expect little change from last year. Many of the recent announcements on hospital funding convey a different perspective but thât is because the province consistently re-announces one-time funding expenditures that in any other area of activity would be built into base budgets. That, I suspect is a problem that is not unknown to municipalities. We have real cause to be concerned about the future financial viability and in turn, the service levels of more than half the hospitals in our province. And hospitals don't run deficits because they are inefficient. According to a December 1998 joint report by the Ministry of Health and the OHA, about half of the hospitals reporting deficits were consideredamong the most efficient in the province and we know that, in general, Ontario hospitals are efficient by North American standards. While Ontario hospitals face on-going pressures to maintain front-line patient care, they are undertaking the largest restructuring exercise in the province's history. A recent study by Enterprise Canada found that hospitals require $7.8 billion in capital funding over the next five years. TIris reinvestment is essential to restructure and modernize facilities and to acquire much needed medical equipment and new infonnation technology. I understand that many municipalities across Ontario are actively supporting hospitals in their fund-raising efforts and we greatly appreciate your support. In fact, the Mayors from the GTA will be meeting with the Minister of Health tomoITow to discuss the significant capital shortfall faced by hospitals. Of particular concern is the impact of the government eliminating the ability of municipalities to raise hospital capital funding through development charges. Universities are also facing similar difficulties. A report published in March of this year by the Council of Ontario Universities paints a troubling picture for universities. During a five year period in this decade, our universities saw their provincial operating grants reduced by approximately 35%, requiring them to raise tuition fees and defer renewal of their teaching facilities, instructional equipment and research laboratories. The ratio of students to faculty in Ontario is now 21 % higher than those of all other Canadian universities. Full tÏIneuniversity emohnent is projected to increase by as much as 40% by the end of the next decade, bringing the university population in Ontario to almost 320,000. Yet in central Ontario, where demand is greatest, universities are already operating at or very near capacity. 4 The fact that our ratio of students to faculty is much higher than in other provinces is important and raises the broader question of whether, through Federal fiscal policies and programs, Ontario is indirectly subsidizing other provinces which permits them to exceed our own spending on public institutions. As Canadians I think we need to think about that basic question more seriously. All this comes at a time when the general public and business leaders have very high expectations of our education system and when advanced skills are the major source of economic growth in all parts of the developed world. I don't need to remind anyone here that municipalities are experiencing pressures such as those experienced by universities and hospitals. Consequently, health care providers need to work closely with municipalities in several key areas, such as: · integration of health care services at the local level; · the recruitment and retention of physicians, nurses and other specialists; · illness prevention, health promotion and other public health initiatives; and · the vital task of emergency preparedness. Greater Need for On-Going Collaboration I don't want my comments today to be seen as partisan observations. They are not directed at any particular government. This situation has been developing for decades. Rather, these remarks are a clarion cry to recognize that we need to develop more effective ways of managing the relationships between the province and public institutions instead of lurching from crisis to crisis and hoping that spur of the moment decisions will lead to the best outcome and will be acceptable to partners. I ~ Managing change is not some mystical art. It is something our most successful private industries have been doing for years. Let me give two examples: · We believe that better research, more detailed planning and extensive consultations with staff and their unions, similar to the way Ford Motor Company, for example, introduces a new product, would have drastically reduced the disruption patients and their families are currently experiencing as a result of hospital restructuring. · Turning responsibility for ambulance services over to municipalities may turn out to be a sound decision in the end. But I think we would all feel a lot more comfortable if it had been preceded by a period of consultation and analysis that clearly demonstrated to all stakeholders that this was the best approach. Incidentally, in light of current events, we believe that ambulance services, like hospital services, are essential and must be maintained at all times. ( "-,", 5 Taking a New Approach to Provincial-Local Relations I understand that AMO has developed four principles that it believes should be adopted to improve provincial-local relations. You've asked for: · meaningful discussions of cost and service implications before policies are enacted; · transparency and accountability to policy options and decisions; · analyses of regional differences and solutions for fair and reasonable treatment; and · agreement among all levels of government that policy changes with a financial impact to another level of government wiH not be implemented without full understanding of the cost and service implications. I think those principles are eminently reasonable and I whole-heartedly endorse them. In fact, it's quite unreasonable to proceed in any other way. Taxpayers have a right to expect that their money will be spent with at least the same degree of diligence that corporations accord to shareholders' funds. We should try to emulate the best strategic decision-making practices of the leading corporations in the world and adapt them to the public sector in Ontario. Concluding Remarks To sum up, how we treat our public institutions transcends fiscal considerations, as important as they may be. It reflects how we value our children and feHow citizens in terms of their health, safety and ability to lead productive and rewarding lives. Public institutions and the services they provide need careful and diligent study at all times and under all circumstances - especially when major change is being made - if Ontario is to prosper in the early years of the new millennium. I look forward to working with you in the future as we champion effective change and actively coHaborate at the cornmunity level. There is no more natural partnership than the partnership between the communities and the hospitals which serve them. Let's build on it for the future. -30- 6 Monday, August 23 -10:30 a.m. -12:00 noon Living with Environmental Risks Speakers: Rick Coburn, Solicitor, Borden & Elliot Kevin Eby, Manager, Development Planning, Region of Waterloo Luciano Piccioni, Senior Policy Analyst, Region of Hamilton-Wentworth Deborah Tracogna, Risk & Insurance Manager, City of Brampton ( / f "LIVING WIlli ENVIRONMENTAL RISKS" Monday, August 23, 1999 Presented by: Rick F. Coburn, Borden & Elliot A. Legal Framework 1. Enviro=ental Protection (a) Federal and Provincial Legislative Regimes (b) Enviro=ental Protection Act, Ontario Water Resources Act, and Pesticides Act (c) Guideline for Use at Contaminated Sites in Ontario (d) Common Law 2. Municipal Law (a) Planning Act (b) Municipal Act (c) Municipal Tax Sales Act B. Sources of Liability C. Risk Management D. Appendices 1. EPA Orders 2. MOE Standard Municipal Agreement Concerning Enviro=ental Investigations and Tax Sales - 2- FEDERAL AND PROVINCIAL LEGISLATIVE REGIMES · Environmental law is enacted at both federal and provincial levels of gove=ent. · Federal law typically has a national focus, or addresses areas of exclusive federal jurisdiction, such as shipping, fisheries and oceans, interprovincial transport of dangerous goods. · Provincial law has a broader application in relation to the management of environmental risk and the treatment of contaminated sites within the province. c c c - 3 - ENVIRONMENTAL PROTECTION ACT R.S.O. 1990, c.E. 19 · Provincial statute of general application, acJm;n;<tered by MOE. · Creates offences in respect of contaminant discharges and spills, failure to comply with orders and regulations, failure to report. · Empowers MOE officials to issue control orders, stop orders, and clean-up orders against owners, occupants and persons having control of contaminants (see Appendix 1). -4- ( ONTARIO WATER RESOURCES ACT R.S.O. 1990, c. 0.40 · Arlmini<tered by MOE · Creates offences in relation to surface water and groundwater pollution. PESTICIDES ACT R.S.O. 1990, c. P11 · Modelled after the EP A · Regulates use, storage and disposal of pesticides, herbicides and fertilizers. (-=- GASOLINE HANDliNG ACT, ENERGY ACT, and FIRE PREVENfION AND PROTECTION ACT, 1997 · Collectively regulate the above-ground and underground storage of gasoline, fuels, and flammable or combustible liquids. · Gasoline Handling Act and Energy Act arlm¡ni<tered by the Ministry of Consumer & Co=ercial Relations and the Technical Standards and Safety Authority ("TSSA "). · Gasoline Handling Code contains provisions dealing with Environmental Remediation (s.12). l - 5- GUIDELINE FOR USE AT CONTAMINATED SITES IN ONTARIO · MOE Guideline issued June 1996, revised February 1997. · Supercedes MOE 1989 Guidelines for the Decommissioning and Clean-up of Sites in Ontario and 1991 Interim Guideline for the Assessment and Management of Petroleum Contaminated Sites in Ontario. · Neither a law nor a regulation. . Principle contents describes approaches to site investigation delineates methods of site remediation · background · genenc · site-specific risk assessment provides for Records of Site Condition provides generic soil and groundwater criteria for numerous contaminants. - 6- /".' ( COMMON LAW . Traditional causes of action for civil remedies (damages, injunction) nU1Sance negligence riparian rights Rylands v. Fletcher . Defences available to municipalities policy vs. operational decision-rnoking (negligence) statutory authority (nuisance) c " í ""'. -7- PLANNING ACT R.S.O. 1990 c. P.13 · 5.16(1)(a): Official plan shall contain goals, objectives and policies primarily to manage and direct physical change and the effects on the social, economic and natural environment of the municipality (emphasis added). MUNICIPAL ACT R.S.O. 1990, c. M.46 · 5.210(134),(135),(138) Prohibitory and regulatory powers re: nuisances, noise (also, EP A s.178, noise by-laws). . 5.210(150) Control of sewage. MUNICIPAL TAX SALES ACT R.S.O. 1990 c. M · 5.9(2) Offer for public sale by auction or tender. · 5.9(3) Tax deed/notice of vesting. . MOE Standard Municipal Agreement (see Appendix 2). ,", - 8- SOURCES OF liABILITY ( · Contaminated Municipal Propenies Landfills Public utilities (sewage works, hydro facilities) Works yards Vested lands · Municipal Activities/Operations · Erosion of Assessment Base c ( · Due diligence · Land use regulation · Insurance G,\FFC\SPEECRNr.; - 9 - RISK MANAGEMENT -., APPENDIX 1 '" TABLE B ADMINISTRATIVE ORDERS UNDER THE ONTARIO EPA ) PERSONS WHO MAY TRIGGERING EVENT TYPE OF ORDER BE LIABLE Control Order [EPA Past or present owner Report by a provincial s.7J of the source of officer reo actual contaminant discharge causing or Past or present occupier likely to cause harm to of the source of the natural contaminant environment Past or present person with charge, management or control of the source of contaminant Stop Order [EPA s. 81 Past or present owner MOE Director's belief. of the source of on reasonable and contaminant probable grounds, that Past or present occupier an actual discharge is of the source of occurring which contaminant constitutes an Past or present person immediate danger to with charge, human health. life, or management or control property of the source of contaminant Remedial Order [EP A Person who has caused Actual discharge which s.17J or pennitted a has caused or is likely discharge to cause damage to land. water. property. animal life, plant life, human health or safetv Preventative Order Past or present owner MOE Director's belief, [EPA s. 181 of an undertaking or or reasonable and property probable grounds. that Past or present person a contaminant is with management or present on a site that control of an could result in an undertaking or adverse effect and that property the measures specified in the order are necessary or advisable to reduce the risk of a """sible dischar"e ( -~ j APll-l April 1994 c . App. II Toxic Real Estate Manual PERSONS WHO MAY TRIGGERING EVENT TYPE OF ORDER BE LIABLE Waste Removal Order Past or present owner Deposition of waste on [EPA s. 431 of land or buildings land or in any building Past or present that has not been occupant or land of approved as a waste buildings disposal site Past or present person with charge and control of land or buildings Spill Remediation Owner of a spilled Minister's opinion that . Order IEP As. 97] pollutant there is a likely adverse Person having control effect hom a spill of a spilled pollutant Owner of property which is or may reasonably be expected to be affected by the spill Person having the charge, management or control of property which is or may reasonably be expected to be affected by the spill Virtually anyone else whose assistance is deemed to be necessary bv the Minister APII -2 -' . .~ ___J ~~R- :-~~ ;-"7. L .:.:4 : :'r:::?CG!¡. :::: ùi:r\'c: .__... ......11.,.1 ::"X \'0 "~^2^ . ~ d '. ~<~~ ~d¿d? P r{' ,. "'¿ <.., APPENDIX 2 ( This Agreement is made as of the day of ' 1996, between the Ministry of Environment and Energy for the Province of Ontario (the "Ministry") and (name of municipality] (the "Municipality"), further to the powers and authorities granted the Ministry for the administration of the Environmental laws (as defined below). MUNICIPAL AGREEMENT Concerning Environmental Investigations and Tax Sales In consideration of the parties' respective undertakings contained in this A~reement and for other good and valuable consideration, the receipt and sufficiency or which the parties hereby acknowledge, the Ministry and the Municipality agree that: 1. For purposes of this A~reement, (a) "Environmental Laws" means the Environmental Protection Act, R.S,O. 1990', c. E.19, and the Ontario Water Resources Act. R.S.O. 1990. c. 0.40, as these acts may be amended and in force from time to time, and any regulations, rules or guidelines issued under or in connection with such laws. ( (b) "Municipal Representative" means any officer, director. employee. agent, solicitor, consultant or other advisor or representative of the Municipality (induding a trustee, receiver, receiver-manager or other person acting in a similar capacity) when acting on behalf of, or appointed at the instance of, the Municipality. (c) "Property" means any real or personal property owned. leased. occupied. used or held at the lands described in Schedule "A" hereto. (d) "Responsible Person" means, for the Property, the owner. occupant. person in charge, person responsible. person in possession, person having charge, management or control, or the like, 2. Neither the Municipality nor any Municipal Representative shall be. or be deemed to be or to have been, a Responsible Person under the Environmental LawS with respect to the Property or any other real or personal property (induding any contaminan\ source of contaminant, pollutant or other hazardous or regulated substance). or be niade subject to any orders, directions, requirements. decisions. proceedings or the like under . Environmental laws, with respect to any environmental contamination or other cnvironmental problem. or any violation of Environmental Laws, that has C already occurred, or is already in existence. by reason of: Page 30 ~~R- ::-:0 :''J[ ,.-,.-- .1.. .........V ¡ ,\ 1:;,:J:: '\I---r~" --. .",--,V'/ _"'Q"'r~\'c: .. . _0''''' . ,;,_;"., ~ ~ I...¡!... FAX HO. 4: 63234442 pm , -~ (a) having (in its sole discretion and in its capacity as Municipality or Municipal Representative) entered upon, or taken any action in its capacity as Municipality or Municipal Representative with respect to, the Property in order to: (i) conduct, complete or confirm any investigation of any kind, whether or not intrusive or in one or more stages, into the . environmental or other condition of the Property. (ii) preserve or protect the value of the Procerty, including but not limited to any steps required (A) to maintain public utility services, heat. maintenance services or security for the Property or to keec the Property insured or (B) to deal with any immediate danger, or threat of)romediate danger. to public health and safety resulting from the-þresence on or at, or release from or to. the Property of any contaminant, pollutant or other hazardous or regulated substance. or (b) collecting of rents, seizure of chattels or commencing or conducting a public sale of the Property for the collection of realty tax arrears pursuant to the Municioal Tax Sales Act. (c) taking any other actions or steps with respect to the Property to which the Ministry may agree from time to time. which agreement will not be unreasonably withheld. 3. The Municipality will notify the Ministry in writing. (a) forthwith if it or the Municipal Representative becomes aware of any immediate danger. or any threat of immediate danger. to public health and safety resulting from the presence on or at, or release from or to. the Property of any contaminant, pollutant or other hazardous or regulated substance. or (b) if it or the Municipal Representative determines, by reason of any adverse environmental condition existing at or with respect to the Property. not to take any further actions or steps for the purposes described in Sectio¡1 2 of this Agreement with respect to the Property. Any notice, under this clause, with reseect to steps commenced under 2(a)(ii), will be given at least 14 days before termination of such steps. The Municipality will disclose, or wilt cause the Municipal Representative to disclose. to any per:;on acquiring an interest in the Property through the Municipality. or the Municipal Representative, the nature of any environmental problems on the Propertv. of which the Municipality has knowledge. Page 31 4. "'~Q- ..." -~ . --, , .... ,- -- ~:':::::: ; ~rr':':r.I"',\ I . . _.._v J, :=: ,.......r"vc: "___;-:\ :'.....11", :'" "0 l' ,--- ,",\ ", ~,~~,:4,,12 ;J (\,' , , ....~ :-::;~ 5 Failure to give notice under Section 3 or 4 will not result in the loss of any rights or protection which the Municipaiity or any Municipal Representative has acquired under this Agreement with respect to the Property or otherwise. 6. When requested by the Regional Director the MUnicipality will provide. or cause the Municipal Representative to provide. the Ministry with copies of any reports prepared as a result of any environmental investigation the Municipality conducts with respect to the Property. 7. Nothing in this Agreement exempts the Municipality or any Municipal Representative from any duty it may have under Environmental Laws to provide any notice or make any disclosure, or from any responsibility under Environmental Laws for any discharge or spiH of any contaminant, or the deposit of any waste, on the Property, which is caused or aggravated by the Municipality or any Municipal Representative. but any such responsibiiity is limited to the extent of tt1e cause or aggravation. , 8. Nothing in this Agreement constitutés a commitment by the Ministry not to prosecute a person in the event that person commits an offence under the Environmental Laws. g. Either party may terminate this Agreement for any reason upon prior written notice to the other party. If the Ministry gives the notice of termination, termination shall take effect upon the 60th day following the Municipality's actual receipt of such notice. If the Municipality gives the notice of termination. however, termination shall be effective immediately upon the Ministry's actual receipt of the notice. except where 14 days notice is required under 3(b). in which case termination shan be effective when notice has been so given. Termination wi11 not affect any rightS or protection acquired by the Municipality or any Municipal Representative under this Agreement with respect to (a) entrY upon the Property in reliance on this Agreement prior to the effective date of termination or (b) any actions or stepS taken or begun prior to the effective date of termination, for any of the purposes described in Section 2 of this Agreement. A fax confirmation sheet or mail or messenger service receipt will be ~ndusive\y deemed to be proof of actual receipt of notice of terminatic:1 under this Agreement. {consider whether It would be appropñate to restrict the MinistrY's ability to giving a notice Defore the sale has been advertised} /-- ( c 10. Notwithstmd;n£ >"Y othee ,,,,,",fort of th;s AQ,,,,menC toe ""ht and ,,,teetiOO af the Municipality and Municipal Representative acquired under this Agreement only apply with respect to the activities af the Municipality and Municipal Representative undertaken before the Î BOth day following a public sale or failed public sale of the property. This time period may be extended ( Page 32 ~~R- _ M :-:::;: -.' I . ~ . l5:5â í\;¡;::"'r"r:I/ .1'1. _:\.....u , ::-: ~Tl·(TC' ,.__... I....t!... :-ð'J \'0 l' M~" ,,,¿\ ¡{ . 4iO..:c:.:J!!!!? , . .- o 0, L.0"" from time to time but orlly by notice in writing signed by the Ministry. Far greater certainty, the Municipality acknowledges that"Íf it remains vested with the property after the 179th day following a failed public sale of the property (or after the period of time as extended by the Ministry), the Municipality will be regarded as 'a Responsible Person under the Environmental Laws with respect to the property and its environmental condition. 11. This Agreement constitutes the entire agreement between the parties' with respect to its subject matter. The invalidity of any particular part of this Agreement will not affect the validity of any other part of this Agreement, but this Agreem3nt will be interpreted as if the invalid part had been deleted. This Agreement may be modified or amended only in writing sigf1ed by both parties. 12. This Agreement will bf governed by the laws of the Province of Ontario and the laws of Canada applicable therein. --;'; MINISTRY OF ENVIRONMENT AND ENERGY [MUNICIPALITY] Psr: Per: Page 33 RUG Ø5 '99 16:27 FR RMW PC 519 S7S 4449 519 57S 4449 TO 814169716191 P.Ø2/Ø5 -~ , LIVING WITH ENVIRONMENTAL RISKS Contaminated Site Redevelopment . . ".._m..........__...."'."..."...._.,......__._ Presentation to the 1999 AMO Annual Conference -August 23, 1999 Kevin Eby Manager, Development Planning Regional Municipality of Waterloo RUG Ø5 '99 16:27 FR RMW PC 519 S7S 4449 519 57S 4449 TO 814169716191 CONTAMINATED SIlE REDEVELOPMENT - IN'IRODUCTION - WHOSERESPONSffiILITYIS IT IINYWAY? - INITIAL REACTION - RlSK OR OPPOR11JNITY? - RMOWEXPERIENCE - MUNICIPAL ROLE CONTAMINATED SIrE REDEVELOPMENT WHOSERESFONSffiD.IIY IS IT ANYWAY? -June 1996 - MOEE issues Guideline fur Use at Contaminated Sites in Ontario -July 1996 - ProvinœJRegional MOU requires RMOW to "detemûne the need for soil contlmination studies" -Nobody to determine the adequacy of soil contamination studies submitted P.Ø3/05 : I I CONTAMINA1ED SIlE REDEVElDPMENT II INIRODUCTICN I I ·~ti~ saw closure of many industrial II - ~egative impacts associated with these cIOSU1'eS 1IlC1ude: · A decre:Ise in municipal IISSCSSnIe><I1 · Çoncems about UIban büght and con1anination relllœd haz1IIds · Signific<mt dc:velopncnt cI1æge liabilities · 0Iphan siœs , ~.. CONTAMINATED SITE ¡ REDEVELOPMENT !! WHOSE RESroNSffilLllY IS IT ANYWAY? , i ; ,: -As ~vaJ Authority under the PJanning i. Act, iW respotJSp "iblesfor ensuring application ,: of the Provincial Policy taImlcnt. I I , , : I I -PPS Policy 322 - "Contaminated sites will be lestoIed as necessa¡y prior to any activity on the site associated wi1h the proposed use such 1hat 1here will be no adverse effict. " { \... AUG 05 '99 16:27 FR RMW PC 519 57S 4449 519 575 4449 TO 814169716191 CONTAMINATED STIE REDEVELOPMENT INITIAL RFACTION - PPS definition of adverse effect.- "Adverse effta as defined in the Environmental ProtectianAct.means ...... an advme effect on the health of any person ..." -Confusion initially resuIæd in adoption of RISK AVOIDANCE mentality CONfAMINATED SITE REDEVELOPMENT RISK OR OPPOR1UNITY -Municipalities have much to gain by facilitating redevelo¡:ment -Appropriall! response is RISKMANAGEMENT ra1!ier than risk avoidance - Brownfield sites often offennúque opportunities for ro-operation between public and privaœ sector I I II I I u I! P. Ø4/Ø5 CONfAMINATED srm REDEVELOPMENT RISK OR OPPORTUNTIY? -Not all impac1s associaæd wi1h the closures are negative -Opportunities include: - Stnm:¡îc rcdevelopn:nt of key prq¡erties wi1hin tbe down1i7.Yn coreareœ - CIean-<.lp oflcncMt and poœnliaJly cxnlllnioall:d siœs - Resolutia1 ofir¥:.anpetibility ÍSSJes -Increased· ."".t fu:m redeveloped p.~ CONTAMINATED SÌIE REDEVELOPMENT EXPERIENCE 1N1HE RM)W , ,I -Manysu= : I -FounerLabatt'ssæoow~cnt"'5idenccand : I SIIeet fialliIg toWnbouses ¡II· I-Fonner Scav.!n's si1c redeve~ as foftð¡)ooolua..ub ~~roffiœ, ......1..~~Wand add'rtiooaI I· ,I -=~~=.~~) I. Ii AUG øs '99 16:27 FR RMW PC 519 575 4449 519 575 4449 TO 814169716191 ......-.., ..-..,.-..- "'.,..- CONTAMINATED STIE REDEVELOPMENT EXPERIENCE IN THE RMOW · Successes mainly due to developer and local municipal initiatives · All required . considerations during the processing o~lopment applications · Sane risk borne by municipalities CONTAMINATED SITE REDEVELOPMENT MUNICIPALROŒ - Considerations · TI3IISÌtional issues -oontaminationani ~ity · Fmaœing issues - dc:vcIDp!ICIIt ~ credits / waiver oflaX aneæs / awlication fee redœtiom · Approvals usually re;¡ui¡e:I my in process · CI£an..up of si1e often best ~Iíshed as part of cmstnJCtion . · Approwls ob n=l1o be aperlited P.0S/05 \i 'ii CONTAMINATED sm REDEVELOPMENT EXPERIENCE IN1HERMOW · Numerous opportunities still exist · SŒIIC sites owned by municipaJitics · Ahnost all fàce unique problems in their futtIre mievclo¡mcnt · Many will requìre special consideœIion in approval process c , I Ii ¡ , , I ! I Ii ,I . Municipalities may need to take a leade1S1ip role ! inc1udií1g: , · Idcntifiœtion ofkey redevelo¡:ment sites · Mmicipal fmm:ing ofp¡elininary ESAs and nmediaticn worlcpfan developnait · EstabIistment of clear prcc:ess and ~ts for approwls and si1c c~ fàread1 Sl1I: · Financial Incentives (?) · Marlœting of SÍ1I:S CONTAMINATED SITE REDEVELOPMENT MUNICIPALROIE - Future? I! i I i i II ( \, ** TOTAL PRGE.øs ** !¡- A. SlilÎuiIud MlDIicipal Model for Development Â.pprovlÙs at ConÚllllÙulted Sites Regional Planning Commissioners of Ontario Luciano Piccioni, City of HamiltonIRegion of Hamilton- Wentworth AMO, Toronto, August 23, 1999 ---..- ". 1- Municipalities and the New Guideline · No problems with new criteria · No problems with new approaches · Butproblems with new approvals · IE problems with uncertain guidance Problems. with Uncertain Guidance I \. Guideline - Section 9 - Land Use Planning · MOE Effectively Downloads "Soil Approvals" · (For approvals of Clean-up I Assessment) · To Municípa/ities who "MAY DO" · Municipalities "may" include maps in OP · Municipalities "may" use mechanisms & tools · Effëctively Municipalities "may" take on Uncertain Risk · When Accepting or Approving any Assessment or Clean-up c Municipal Exposure by Approach Part 1 (Inverse Proportion to MOE Involvement ?) 1.SSRA high MOE involvement IoWmunic' I risk BUT post:1opnent agÆEment problEms 2. GENERIC STRATIFIED mediun MOE involvanent bNmunicipal risk ( 2 Municipal Exposure by Approach Part 2 (Inverse Proportion to MOE Involvement ?) 3. GENERIC FULL DEPTH low MOE irM:Ilvement high municipal risk 4. rBACKGROUND low MOE involvement high municipal risk 5. ASSESSMENT low MOE irM:Ilvement high municipal risk c --- --..---.. ..-- Municipalities (planners et al)-Part I · Lack ~ Expertise to assess background studies (whatever approach is used· but especially SSRA) ~ Confidence in simple letter'''say·so" from interested parties · Take on ~ Resource requirements when approving ~ Liability risks when approving incorrectly ~ Liability risks when identifying incorrectly · Don't share ~ MOE's interpretation of Planning Act ie mechanisms are not the toolsl i \ ~- 3 Jí r" (, l\tlunicipalities (planners et al)-Part IT . Not All the Sane ~ by Type (region, local etc) and MOOs · Must be Satisfied & Responsible ~ fer own Standards of Developnent Approval · Prefer to ~ Share a "Standanf Duty of Care" (For Carmunity Acceptance /legal Reasons) ~ Employ "Due Diligence" to Aå1ieve it c Municipal Responsibilities · Public health and safety · Envirormental protection · Econanic clevelopnent · Sound land use decisions · Identify kncwn/suspected sites · Adopt clear, fair, uniform & streanlined process · Unit corporate risklliability · Unit corporate costs (- 4 Municipal Mechanisms · Under Planning Act lSuilding Act .. OffIcial Plans, Secondary Plans, OP Amendments, .. Zoning (s.34), Community Improvement Areas (s. ), .. Interim,Control By-laws (s.38), Subdivisions (s.51), .. Site Plans (s.41), Increased Density Provisions (s.37), .. Conditions to Minor Variance & Consents, .. Building Permits, Occupancy Permits Municipal Tools · Full Internal Review .. of all expertdoamerns .. but to whoseíNhat sati:.f....1ion? · Full External Review .. of all expert cIoamenfs ..but to whoseíNhat Sêlti:.fCiGtion? · AcœptWtIh United Review .. of expert confinnationlaflidavit · Accept Without Review .. of expert confinnation/affidav .. wiIhout expert confinnationlaflidavit 5 é' RPCO's Municipal Preference · Standard Approach . Model ~ Certainty, Predictability, Clear Message ~ Flexibility Beyond Minimum · Use Municipal Mechanisms ~ To Secure Agreements I Guarantees · Use Provincial Tool (RSC) ~ To Ensure Site is Appropriate For Proposed Use /--.. ( \"," Municipal Use Of Record óf Site Condition (RSq · Using MQE's RSC Tool ~ SSRA & Generic Stratified Approach/Clean-up . Stretching MQE's RSCTool ~ (Ie "requiring" MOE permitted "voluntary" submission) · Background & Generic Full Depth Clean-up ~ Assessment (ie No Clean-up) ! \. 6 MpnicipaI Use OfRSC · RSC and Affidavit and Audit . ~ Has to be taken "seriously" ~ Provides legal recourse What is Standard Model? · "FLAG" ~ sub êIn!aS ~ changes 10 more sensitive use · "INFORM" ~ ~ f!aggedired ~ "'ICI~ IS requ · "SECURE" ~ agreemems 10 follow Guideline ~ agreemems 10 receive RSC · "RECEIVE" ~ canpleted RSC 7 L; ( Why-Shouldn't We Expect Consultants to .... affirm they folbYed the Guideline ? atIest to CNm ca 11pE!!ency ? stand squarely behind their opinion ? Owners to .... acœ~ sane standards for assessments as cfean.tJps ? provide sane seaJrity that site doesn't need ckIan-up, or has been cleaneckJp ( Are Improvements Needed? · Appeal Mechanism ? ~ Re Criteria ~ReMethodologies · Changes to RSC ? ... Only if endorsedlpublished by MOE · Changes to Provincial Statutes ? ~ Planning Act ~ Building Code Act ~ Liability Linits ( 8 '" r Next Steps · Seek Improvements With Partners - MOE - MMAH - UDI. - CPPI · Move Forward By Seeking Consensus/Agreement · Promote Awareness and Acceptance at the Municipal Level 9 ~ú\aÀ- T Nc~ ~ LIVING WITH ENVIRONMENTAL RISK 1999 AMO CONFERENCE AUGUST 22 - 26, 1999 '" <:> <:> & '" '" u ~ ~ '" ~ ~ u 0) .. .... '" .. .... 00 '" <:> 0) ~ '" .... .... .... ~ )O 0) 0) "- <Ø .... "- 00 <:> Living with Environmental Risks 13th largest city in Canada Population 300,000 320,000 by the year 2003 /--...'\ '" <:> '" ¡§iI '" '" u ~ ~ '" '" i:1 ¡::¡ o 0.. ê§ U '" .... ,..¡ '" ... .... oo It> <:> '" ~ '" ,..¡ ,..¡ ,..¡ 15 :0; '" '" "- '" ,..¡ "- oo '" Risks What is Risk Management Living with Environmental Risk Management is the process to identif and evaluate the risks we are exposed to and develop and administer programs to minimize those risks through risk control and risk financin . ... co co j¡¡I . '" '" '" .... ~ '" ~ o "" ~ o '" en ... .... '" ... .... "" on co en ~ '" .... .... .... ~ II; en en ..... '" .... ..... "" co Risks Living with Environmental Key Business Drivers: Increased awareness of Senior Team of environmental Need for consistent policies and procedures to address environmental issues throughout the corporation's (-..,\ activities. on Q <:> ¡'§jI 1. Management . Issues. 2. '" ~ u .... ~ ~ '" ; ~ o u ¡-----.,., I '" .... ... '" .... .... oo on Q '" ~ '" ... ... ... z o 0; '" '" "' '" ... "' oo <:> Risks Living with Environmental . . Key Business Drivers I col o· o 1'5!1 More formalìzed environmental management process within city operation. Reduced liabilìty through proper environmental management. 3. 4. '" '" u ,.., > g¡ '" ~ 0.. 0<: o u '" ... ... '" ... t- oo co o '" ~ '" ... ... ... ~ :E '" '" "- co ... "- 00 o Living with Environmental Risks Core Project Team - each department Extended Project Team specific target operations -"\ ,,--' I- o o '§jI "' '" <.> ~ ~ ¡:] ¡:¡ ~ <.> '" .. ... '" .. I- oO '" o '" ~ .. ... ... ... l§ :I!I '" '" '- to .... '- oO o , Risks Corporate Project Purpose Living with Environmental To assess corporate environmental issues and review the controls being used to mitigate these potential exposures. This will encompass all aspects of city operations and includes all de artments. 00 '" '" ¡'§iI . <J [:J ~ ~ ~ 8 C) .. .... '" .. .... 00 '" '" C) ~ .. .... .... .... ~ 0; C) C) "- '" .... "- 00 '" Living with Environmental Risks Phase 1 The identification of corporate ' environmental issues which may have internal and/or external impacts on our corporation's operations. -~\ '" C> C> I'§!I '" '" u .... ffi '" ~ 0.. @¡ U '" ... ... '" ... .... oo "' C> '" ~ ... ... ... ... z o :01 '" '" "- '" ... "- oo <> Risks Living with Environmental Phase 2 To review the current and proposed handling methods of the environmental issues identified in Phase 1. C> .... C> W '" tJ H ¡;¡ ~ ~ á: <>: o u '" ... .... '" ... .... 00 It> C> '" ~ It> .... .... .... ~ '" '" "- <0 .... "- 00 C> Living with Environmental Risks Phase 3 Co-ordination of present and future exposures. (~1 ... ... o l'§iI '" tJ .... ~ ~ æ @í <.> '" .., ... OJ .., t- oo '" o '" ~ '" ... ... ... ~ :01 '" '" "- '" ... "- 00 o Risks Living with Environmental Issues Definition Any issues that pose an environmental risk to the corporation. This will include physical products as well as processes that we influence through our business ctices. This is a "cradle-to- rave " . '" ..; o §I '" '" C) ..; ¡;¡ gj ~ 0.. ê C) '" ... ..; '" ... "" <0 '" o '" æ '" ..; ..; ..; z o "" '" '" "- '" ..; "- <0 o Living with Environmental Risks What Gets Audited ? · Liquid effluents or discharges · Atmospheric emissions · Noise · Transportation of dangerous goods · Solid waste · Chemicals · Processes ('. (-''', '" ... o I'!iI '" eJ ... ffi '" i o u '" ... ... .. ... t- oo '" o '" ~ '" ... ... ... ~ '" '" "' '" ... "' oo o Risks Response Emergency Legislative (by-law) Living with Environmental Processes · · · Operational Approval Purchasing Record Keeping Employer Responsibilities Employee Responsibilities · · · Handling Disposal Storage Transportation · · · · · · · ... .... <:> IS1I '" tJ "" ~ '" '" I o '" ... .... N ... .... '" "' <:> '" ~ "' .... .... .... Z o '"' '" '" "- "' .... "- '" <:> Risks with Living with Environmental What do you do or deal , "' ..; <:> ¡§iI that poses an environmental risk to yourself or something (Including the corporation or other entities) else? '" '" u >-< ~ gj I o u '" "" ..; '" "" .... ., "' <:> '" ~ co ..; ..; ..; ~ :>; '" '" " co ..; " ., <:> /'-. ~- , , (-, ~ ~~- I ~ ~ issœs Iht fXI'I9(T¡m.í1t1Jmtli risktotheQ:¡¡J.IèJiul TIis WU Irrfl.dii¡:i¢ai ¡;mú:!sas ~ asp" Iht ~írfllElœIlYa.if¡OO"I:x.Bmss -.: pa1Íœs. 7Iis isaaa-Je./ogale¡:tiiœq;ty." -1ssuII CUrIIty I Dsri¡fia1 (A1Xi_I.....·.........lncluclltI~, ~nt'a- Wvm)Wlliri<ltislsañsk? 90mge 8'd œ9B) I (lnUIIiæct sI8II!IlDIœt)? I'Rx1I:Is WU m)Wma-deIaI WthtIØ poIIeIIlI'Il!I1IIi.... ,..... rlskto}Ql'Sdf ex a.I_.I. . co .... '" ~ co tJ ..... ~ co ~ ~ '" o <..> '" ... .... '" ... .... oo '" '" '" ~ .... .... .... .... z o :a '" '" '- CO .... '- oo '" Lìvìng wìth Envìronmental Rìsks . Totals Total of 404 issues identified & segregated as follows: 34 as high risks 64 as medium risks 306 as low risks .~ !~.,\ /~ r- .... o ¡<¡jI '" '" u .... ~ '" '" ~ o ... @§ u '" .. .... '" .. r- oo '" o '" ~ r- .... .... .... z o :>!I '" '" ..... to .... ..... oo o Risks Living with Environmental 00 .... '" ~ Criteria of Issues weighted by potential risk, impact and cost. High, low medium, - - '" tj .... ~ ~ o ¡¡¡ o (,) '" ... .... '" ... .... 00 "' '" '" ~ .... .... .... .... z o :<1 '" '" "- '" .... "- 00 '" Living with Environmental Risks Legislative Considerations 1. Federal Legislation & Regulations - Fisheries Act, Transportation of Dangerous Goods 2. Provincial Legislation & Regulations - Environmental Protection Act, Pesticides Act, Municipal Act 3. Municipal Legislation & Corporate Policies - Storm Sewer Use By-law, Erosion & Sediment Control By-law "- ", '" ... o '§jI '" '" u .... ~ gj ~ æ f!§ u '" .. ... '" .. ... 00 In o '" ~ 00 ... ... ... ~ :o! '" '" " '" ... " 00 o Risks Living with Environmental Common Elements to Ensure Due Diligence Within an Organization & impact . .. . InItIatIves Knowledge of Government on organization Assessment/auditing programs & other means of hazard identification Written policies, practices & procedures Communication of environmental hazard information Systematic reporting o '" <:> ¡¡¡J · '" '" t.> ~ ffi '" ~ êJ <> · · · · '" .." .... '" .." .... 00 on <:> '" ~ 00 .... .... .... z !iJ '" '" "- '" .... "- 00 o Living with Environmental Risks Common Elements to Ensure Due Diligence within an Organization · Remedial & contingency planning · Training programs to ensure knowledgeable staff · Documenting due diligence steps · Monitoring & updating to ensure compliance & effecti veness .~', ,.; .. '" &JI '" ~ .... ~ '" ~ ~ ¡§ t) '" ... ,.; .. ... .... 00 '" '" '" ~ 00 ,.; ,.; ,.; 13 iI!I '" '" "- '" ,.; "- 00 '" ._~ Environmental Issue Analysis & Work Program Development , , City's By-Law(s) ~ +- Due Diligence Gap (RISK) (basis for work program recommendations) Legislation & t Current Level of Due Diligence ~ Regulations (compliance/defensibility) (..... ( :'.(:¿'. " ¡,~-J:"J." ,. '" '" '" I'§jI '" ô .... ~ '" ~ g;¡ o u '" .. .... '" .. ... '" '" '" '" ~ '" .... .... .... z §¡ '" '" '- '" .... '- '" '" Living with Environmental Risks Not Yet Commenced - Phase 3 be Due diligence action plans with recommendations, work plan, responsibilìty and associated dollars /,---, will . Issues High priority identified '" '" '" ~ /-" '" '" u .... ~ '" ~ æ <>: '" u '" ... .... '" ... .... 00 '" '" '" ~ '" .... .... .... ~ :<I '" '" "- co .... "- 00 '" Risks Living with Environmental will: Proj~ct Identify educational needs and training. 2. Protocol to deal with potential issues and exposures in a proactive manner. Clearly show that the City of Brampton is practicing due diligence in all areas of its operations. ... '" <:> ~ . 1 "' ¡,:j ... ¡;¡ ¡;j I t,) 3. '" ... .... '" ... .. 0() It> <:> '" ~ '" .... .... .... z o i>I '" '" " <Ø .... " '" <:> Monday, August 23 -10:30 a.m. -12:00 noon Municipalities and the OPSEU Agreement Speaker: John Saunders, Partner, Hicks Morley Hamilton Stewart Storie, ( , o o o Municipalities and the OPSEU Agreement John W. Saunders Hicks Morley Hamilton Stewart Storie Thirtieth Floor, T-D Tower Box 371, T-D Centre Toronto, Ontario M5K lK8 Tel: (416) 864-7247 Fax: (416) 362-9680 I I) I o o o o o () 'J o r Municipalities and the OPSEU Agreement Presented by John W. Satmders Hicks Morley Hanùlton Stewart Storie I Regulation 10/99 Transfer of Seniority IOntario Labour Relations Act . Sale of Business Provision - sale, lease, transfer, any other manner of disposition - successor employer bound by previous collective agreement - seniority rights flow with collective agreement I I Ontario Labour Relations Act . After Sale - bargaining unit continues as separate entity ~ intenningling with existing municipal bargaining unit I Ontario Labour Relations Act . Labour Board can decide · collective agreement no longer binding · one or more bargaining units should exist · that one Wlion will represent all employees · amend bargaining rights I ·..nv.... T . , v .'" "", . Ontario Government exempted itself rrom sale ofbusÎness provisions . After Sale - no collective agreement trnnsfer - no seniority rights transfer . but Regulation 10/99 , " 2 I Regulation 10/99 . Public Sector Labour Relations Transition Act, 1997 Seniority of Employees · Agreement by Government to make regulation · January 18, 1999 - Reg 10/99 Filed I Regulation 10/99 · Regulation governs seniority if: 1. Crown transferred all or part of the business to the municipality; and ~ o. ~ 0 ~ 3 I Regulation 10/99 2. Immediately before the transfer · individual was employed by Crown · employed in the transferred business Irrnnediately after the transfer · individual was employed by municipality · employed in the transferred business I Regulation 10/99 Each employee in a bargaining unit shall be accorded seniority on the same basis as other employees in the bargaining unit I Reaulation 10/99 If collective agreement provides that seniority includes: . all periods of employment with the Employer AND . all periods of employment with a previous Employer Then include all periods of employment with the previous employer or the Crown. 4 ! A lication of "Seniorit " · notice of tennination · severance payments · vacation entitlement · vacation scheduling lication of "Seniori · sick leave entitlement · probationary period · wage rates lication of "Seniorit " · Bumping Rights - order of layoff ~ order of recall - job postings - transfers - shift bidding " 5 I Application of "Seniority" . Job Security - contracting out restrictions . Grandfathered provisions lication of "Seniorit " Seniority is not necessarily service I Litiaation . OPSEU Warning - early July - employees to get full credit for OPSEU seniority ~ fun retroactivity - threatened action - OLRB 6 I Litigation · OPSEU Action - OPSEU Files at Labour Board - Niagara, York, Hamilton-Wentworth. Cochrane - Dates may be set for November 16, 1999 - Decision out by??? I CUPE Position · interferes with historic comparability · wants to preserve existing rights for CUPE members · probably neutral or against OPSEU I Government Position · Intention was to have municipality grant seniority · Want municipalities to grant seniority · Probably will not intervene 7 I Options 1. Status Quo 2. Wait outcome oflitigation 3. Grant seniority now I Ambulance Transfers I Old Ambulance Structures · Crown Employees · Hospital Employees · Private Sector Employees 8 I Possible New Structures · Municipal Employees - Separate Ambulance Department - Ambulance Intermingled with Other Department - Part of Fire Department I Possible New Structures · Private Sector Employees · Hospital Employees · Employees of another Municipality I Employment Structures Ontario Labour Relations Act - Unionized -sttike - lockout - no arbitration for renewal agreements 9 I Emplovment Structures Ontario Labour Relations Act - Unionized - sepamte municipal ambulance deparbnent - ambulance amalgamated with other City employees - contracted out to private sector - contracted out to other municipality Hospital Labour Dtsputes Arbitration Act - Unionized -'no strike - no lockout - arbitration Fire Protection and Prevention Act -no strike - no lockout - arbitration 10 I Employment Structures Fire Protection and Prevention Act "Firefighter" means "a person regularly employed...in a fire department and assigned to fire protection services.. .but does not include a volunteer firefighter" I Emplovment Structures Fire Protection and Prevention Act ''Fire Protection SetVices" includes "fire suppression, fire prevention, fire safety education.. .rescue and emergency services and the delivery ofal! of those services" Fire Protection and Prevention Act - "rescue and emergency services" - not qualified by "fire" - non-emergency transfer? 11 Fire Protection and Prevention Act - integration with fire - tiered response - $55,000 v. $42,000 - cultural differences I Emplovment Structures Non Union -no strike - no lockout - no arbitration I Employment Structures Non Union - Municipal Employees ~ Hospital employees - Private Sector Employees - Other Municipal Employees 12 Crown Employees Collective Bargaining Act -strike - lockout - no arbitration - essential services agreement Crown Employees Collective Bargaining Act "Essential services" are services necessary to enable the employer to prevent danger to life, health or safety Crown Employees Collective Bargaining Act - essential services agreement must be negotiated ~ go to Labour Board if no agreement - must be in place before strikellockout - use bargaining unit employees to do work 13 · notice · severance · seniority · W.S.I.B. · S.T.D./L.T.D. · outstanding vacation pay · outstanding lieu day · outstanding statutory holidays · benefits · injured worker accommodation · outstanding grievances · employment contracts · pay equity · probationary period · testing of applicants 14 ( ( \ Monday, August 23 -10:30 a.m. -12:00 noon Y 2 Kare about Y2K -- Medicine for the Millennium Bug Speakers: Douglas Harrison, Deputy Director/Manager Community Preparedness Program Heather Loughrey, Executive Vice President and Chief Operating Officer of Jardine OME Ltd. Mark Yakabuski, Vice-President of the Ontario Region and V.P.of Government Relations in the Ottawa Region, Insurance Bureau of Canada (Replaced Mary Lou O'Reilly) ,~ , . ~ ,- /"'----.., . . MEDICINE FOR THE MllLENIUM BUG KARE ABOUT Y2K Y2 ~ (L ro ¡e n ... ... n (1) ... ... tz: o (f) w ¡ >' I . t . . . . . . . ;fJt¡#-f~:::;i -n~H H~ ~1rAhi~~~--?;~;f~~-~~·Wf~·~~·1t::· r~;~¿1hif~~l~:¡~t~}~ N ... (S) ... (J\ (J\ (J\ ... I "" 'I' -' ::J " . tšJ 0.. 00 ~ " .... M \D .... " . 2 . . . . . . ~, , ' . ..., ...". \$~¡~ttij! ·\;tf!~i·j[~_n~~-'~l_Jÿ ..~; ..,>. ~¡.~ " ".~ ': ;L ~.~f! ~ '~:)~';';;, ·¡~)}:f ~,~j ; ~1 ~j±in@n~ tz o (f) H! ::J ~ E >- u iIí ~ w M .... IS) .... ( \ ( \ ( \ .... I r-- ')I ..J ::J ..., '-'-'" ( . · · · \D <S) Ii ro ~ " M I") \D ... " . 5 . LACK OF FORMALLY APPOINTED EMERGENCY MEASURES COORDINATOR NO FORMAL REPORTING, NOTIFICATION, ALERTING AND DISPATCH SYSTEMS OR DONE BY COUNTY OR REGION . . . . . . '~0~~1!/_;~~;-~~~:W¡ !,¡ë'dX'-'i :'!('," ::'~¡> "'i';I<.<·.",'+,hOO' '.''''·,,;'Z{:F:; ~t<iK.·"'1·~l·-}~'·l-..~:. ',......., ":. '-'4'¡¡". - ".:'~-""·"".:k:lS '~'''~4.":'_.'' ·~,!,:·~~w, ·f..:});~;.', ò/ :\:~~'" :<,'?'r-f::',...~·":.: ~~T/J.;~ ~'!.ff ., "~! .:~r¡::::~~:r~~ * * Iz o ill '" 5J ~ >- u m ~ " M <S) ... ( \ ( \ ( \ M I ~ ::J ..., · · · .,.. OS> a.. '" If) f;; " ... 1'1 \D ... " LACK OF EMERGENCY PREPAREDNESS AND RESPONSE FUNDING * . /---., 6 . LACK OF A GENERAL EMERGENCY PREPAREDNESS PROGRAM (HA,ZARD IDENTIFICATION AND ANALYSIS, RISK ASSESSMENT, PLANS, TRAINING, ¡;XERCISES, PUBLIC EDUCATION "1" """'" ,,', "'~' , "!f;!"i' .,' ~,,'"I''' ", "..,~,., ""!11""'" ',', :~·~..~J~}~f'.:;f(;;:·,:;~~:;~ 'mfi¡t~Þ~:)·4í~~~j~·~:\~[it'li~ij~-~¡~,j~;~i,,- p~,:~~. . . . ;.~.~....:; ,~....~ ::·~¡.~L~ffi.:iIE~···,.:>~.,::1:~' .;;:".. ",,;::t:-./:':í;..: . ,.' - ; ','" /'---.....,. . . * "",.,- ". >.~;~t:~~~,;'~:' f- Ô (f) w '" ::J (f) 8:i :E )- u ffi ~ w " ... OS> ... f]\ f]\ f]\ ... $ -' ::J '" -~ , I I ~-- ( · · · . ";: -';.~' -:~';;""'-"-"," '." '.- '-'-1'....' )y?~~~- .@D~(~(~·;r~.(gl1t:·'li:1~~~{f1~{~~t~¿j,~Ià-i~'~t,œ~~~~.~.~ ":'. ':,:, :':--::. 'J;:r::'~".': .,.: . . '. ,::,';':-". ;.:~:~:~_~;..; --.":¡-"'. ·>_:'::'::::·:':·¡"·:·~~:·i;~.¡:/-.<.·~{~,:;~-·· ·~__~:~~H:;>··;"..::. 00 <S) "- 00 ~ " ... I") '"' ... " PERCEIVED LACK OF DIRECT CONTROL OVER EMERGENCY RESPONSE ORGANIZATIONS USUALLY A VOLUNTEER FIRE SERVICE * * PERHAPS Y2K REMEDIATION AND MITIGATION NOT COMPLETED OR DONE AT ALL * . 7 . . . . . . . %~m~w~~~~¡~§tJ~:~1tf~.W*~:~:i~~:;rj1i.~n~,~~:g1ftm~¥}n- f- Z o W ~ W :E )- U Z W OJ '" ~ w Ii) ... <S) ... (J\ (J\ (J\ ... I f;¡ I -' :J ,., · · · I .' I * NO BUSINESS CONTINUITY PLANS * NO EMERGENCY PLAN * NO Y2KEMERGENCY PREPAREDNESS AND RESPONSE PROGRAM A GRIM PICTURE PERHAPS! I ~ ~, "o~ . . . . '. :.' ~ . .": .',"' ," ~ .,~.- . :<.;. ...··-~i·~;..-~;.¡;,-,..>·..~;~!>:~ ...,'_','._.";~'~;;-"< :.T:~". ..",. ' , I~-'t-;¿f i":(~:[~'>¡l 'r-; ~~'~ß:l:'4 ¡¡' yr-t~ i¡id ;'~~Ö}t ~c:;: ~l\.LGlL~L. -"~L Lt L\,._':',_I'.~___l~~~~,J\.~r;CJ!:"L ...... .(.., ," :.-''';:«·.,:::;:.~·;i-·:>.:·;;,:;<''·~ '~:;';/~ß:'·;;--·-·:'-:;~.·L~,~-¡.·:. .~; :",.. .'::.<:..". I (J\ (S) a. ~ " ... V) II) ... " . /,\ 8 . . . . . . ~, . ~:3~~~~~~~~~~f.~·~·~·.~~::tt~m~~~1H~~~f~~~~~i:t¡t~i$~}~,~;: r iz o JJ w '" ::¡ JJ ~ >- u ~ ~ w If) ... (S) ... (J\ (J\ (J\ ... I !\; ~ .., ,---- '. I ¡ ; ,/ ,,~ \.:~ ! c'('··~',·"¡:·>'~;Lr'. ~,:. '..' '. ,,:'::, ,., ",,'; ,\:"t;. "f ¡-~~~~~·l~·l [~f"~ r~" ~ ~~':It;~'~~: 'oPt-'::;I§' ~/~ r¡;¡'Î~ ~~:tö1', ,=: j:J j,~ 3UJ~¡I'.."~,tEL.~~\u" {;t.. L,.."Ìf,J..),!! ~_. \:"J'''''~~tr._~®." :~:~~_:;::\;;,;: < ::·X . .~_ .' .:....:~'" -')b;:,;.,;:· :;::;.; f." ~':"¡:-'¡'~~;~>' '::.~: ,~:, :.' :>: . '~::..:';..:'''. '_::+'~' .':." .,1. <..<,'~:+~~_,:.-:_ -,; , (S) ... 0- m ~ " ... M \D ... " . WHAT CAN WE DO AT THIS STAGE TO ALLEVIATE OUR CHALLENGE CONSIDERING THE LEVEL OF UNPREPAREDNESS? 9 . . . . . . . ~!!~;:::~~I~n~·~l)~~11~i~]~~:-;t*tt~~{~!~~tl~~ :,:~:~~:~4.HW~~~~1f~'~ tz o (J) w '" m ffi :E >- u ffi ~ \D ... (S) ... '" '" '" ... I 7 ::I 0-, · · · ... ... a:. Q) ~ " ... M oJ) ... " ENSURE HEAD OF COUNCIL UNDERSTANDS HIS.lHER POWERS UNDER THE EMERGENCY PLANS ACT * . /--........ \ ENSURE OFFICIALS UNDERSTAND THE EMERGENCY MEASURES CONCEPT FOR ONTARIO 10 . . . . . . ~, \ . }~t,t~f~r;.~. ;i)H:fi';,'~-;' "Ii ..... ,. ..:t~ ... 'I ' :;::.T':-;..i;1.:_;~i:t * """""ì~" ",...."".' ...'I,'"X·,·"'C- ,;'. ·'Aft{r.~{'..{'¡, '.' .-t;;l~~~!~"";:~;¡·~:¡;:úf¡T~iJ\ ¡-,;';;:;'1 :,:i ~~f;~~H'.·Þ.H : ..' _··.7'~b:~~.f~r~?':'~~1t~~h~1:d~t~~~~i (~', I- Ô (f) w '" ::J (f) ~ >- u aJ '" ffi E W oJ) ... IS) ... ( ) ( ) ( ) ... I l"- N I -' ::J >-, /---..... r~ , " · · · (\ M CL ro If) ['- M '<t M M <D M '<t ENSURE OFFICIALS KNOW THE ROLE OF EMERGENCY MEASURES ONTARIO (EMO) ENSURE OFFICIALS AVAILABLE OVER ROLL-OVER PERIOD IN CASE AN EMERGENCY DECLARED. KNOW WHO YOU WOULD CALL-IN TO HELP * * . 11 . . . . . . . (?1tgt~t:: ~:HWUg~tÜ~~: - _·,'F-f;';,;'~j,i::\:.1Þ:~;íi·' ~':';F:"¡ t~í.,-q:}·'nWtp.'; .~' .~, ~;~~:!i+! t{:l~ 'i~ 2'''''~''; ~; ~~~.;;: ~}~l;f~~~~~~:<~~::~'~~~Ht; f- Z o [J] Hi ::¡ [J] cr w E )- U Z W (!J Oé W E W <D M IS) M (J\ (J\ (J\ M I ['- (\ I ...J g I I ,,~ "o~ j ~q~'~~~{(~j~i!~~~§ilæ;~~~':~\Ø'L:"'~êrl~4;; ,;'7 ~L. [;;.}. 'CT:~·;r:(~;'::'L,.";~"::::;'~·' -";:<. ~::/".t~~f:&j.. :~X_,_ · · · II M ... 0. ro ~. ,. ... M \J) ... ,. MONITOR EVENTS IN THE COMMUNITY AND ELSEWHERE SET-UP BASIC EMERGENCY OPERATIONS CENTRE IDENTIFY ANY HAZARDOUS INST AllA JIONS * * * !z o (j) w œ ~ ~ )- ~ ffi ENSURE BASIC NOTIFICATION SYSTEM ESTABlIS'HED :m·~':"i.'.'· ,,0;.' "i";,,:,,;:,,,,·.'i'ih'''':~:¡;·:''¡:i'' ~,:"';". ~j."..t.,. :~'~".>'''' "'~ "".~ .. ... ~~.. ::1t d,." "1';"1' ~~I;~ .~7~;~ "."" ~~;;J:.:,::'SP~"'"1l ~~;:-~!·~L1.HJi~~t: "',::~~ ':.~ * . "'-'\ 12 . . . . . . . !~'\ :WXj~ :,;.;'" "::if.f ~'~£~~l ['- ... IS) ... '" '" '" ... I ~ => .. ~, :' ' · · · " ... Q. ~ " ... M \D ... " ENSURE CITIZENS UNDERSTAND NORMAL SYSTEM FOR REPORTING AN EMERGENCY * . 13 . . THINK ABOUT AND HAVE AT LEAST A MENTAL CONCEPT IN PLACE FOR HOW YOU MIGHT ALERT CITIZENS OF AN EMERGENCY IN CASE OFA Y2K FAilURE "~.-.tt'N':""~'<" ··";"'"";'V"''':('!,I;;<O·.:{'';:''''·"·''~~-:'C':''·'--I':r;;'''~'~'' ..::~.~- ..,,-.. ."-,;"'¡'¡;:",''''_'' ." ·~>¡~ï"'·"·· ,: '·~j1'W~~h1'"':ffliil'··'''·'''·''' ',' ..'...... ."..,. .... "¡.iI!<""'. ,i~;-;;~~~.;~11·~ ~ ~~~~fB~:ttm}~'*I~'niR'Jl~;:~~fr~t!O:'l;~~t¡rì1~E'-::;· : L:r.rli.\";j '. . . . . * ~ (f) w '" rn <I ~ >- u m '" '" W :E W '" ... '" ... '" '" '" ... ~ :5 ..., '. {; 'J'; I ,'.;:" ."','.,' '. . .. . r . . '.. . . .' . , . . ... . . . . .. '.. ... :~EI:"" "pœ"" '~~I~~:~-T~~'=I'i.~'.h~:~,~:r*~:~~ç:~-mm..;¡ ·'······~(è'~12f3 . .. . ,. I\-~.,.d~;;i ~r no' "'H-l1'r~~~\'.~,-., .;1·1,-,.1 " r: !:.U'._~, ,:á¡i~!·ü!{i·;:, ~j: ;.: ';<,>;~-~--, . ·";B(~·:::L... "," .,; .':._/~:, ",:_<~~.'.: . <.':. ¡~.{ ;~:'">~,,,: -~:.->~>:'.i 'i~'~;~>' . ,'.'.-: ~,.',\:'''..: . ".': · · · II If) .. "- 0) ~ " .. ,.., \D .. " IDENTIFY THE SYSTEMS THAT ARE CRITICAL TO PUBLIC SAFETY, MONITOR THEM, AND KNOW HOW YOU MIGHT IMPLEMENT AN ALTERNATE SYSTEM (EVEN IF PLANS ARE NOT IN PLACE) "LEAN" ON .YOUR FIRE CHIEF * * . .~ 14 . . . . . . . f'-\ ~;~~j{t:~¡~W~~'::~~\W~: ;·~:.~F~£;~·~:~;i·,'~~""·¡'i.:~\:, .,...,í~~·~¡r;)r·"f"""_''''_ ~',' ','. :"f'1·~,!¡~·.i··~~·~ !:'H~.,¿¡· . :.i.,,:;:;;~~;!~1..::' i·:'~'''~':':'I;~~.,.'':~, .:.,-;r....1....{",." åWH, ~ ~ ffi ~ >-- U § W E W 0) .. IS) .. (J\ (J\ (J\ .. I Ñ ~ >., ~, ~ *TELECOMMUNICA TIONS * NATURAL GAS * TRANSPORTATION * HAZARDOUS INSTALLATIONS * BROADER HEALTH /"'--'" · · · ELECTRICITY POLICE FIRE AMBULANCE WATER WASTEWATER EMERGENCY OPERATIONS * * * * * * * \D ... Ll. 00 If) ['- M " ... M \D ... " I- Z o If) to 0:: => If) a: to E )- U Z to (!J 0:: to E to . 15 . . . . SECTOR . . . '~-t1.9;;~f~~~ :iL~jJ.'(~·:;*,}l~"~'~ . .1,¡,~-""~'i"<\·....-1.·,_;-·,._~-:&'i I "'l~'~"; ;~'~:~~~'~\~..'··t~~t.:-,.~ CENTRES ~~,~L~ijf~Jt;~~~; :n:~·~j~~~:~¥*ç~.~~~¡~j:,~,~ 00 ... IS) ... (J'\ (J'\ (J'\ ... I ['- [\ I -I => >-, '":, ;", .,~;,,:,:;,:..,:,- -·/~':1;~?::(. .,...._~::;~.~,:_ >- _,.~.'.,...~-..'.;i;':~:'~ . -:. -.. ". _;~i2L,~):~_ ".' r '~r:f~lPÄ'~~ (;f,;~~C~ "{;;)";"r~';\J-~:I' IÙ'(~~(;;J~x'r.1;!:;;;¡ D::C8Y~Y~ lU~" ... ~.. '-' J\f: r",'L~ _~N...J._\~ ~.. tûw_~~tr. ~_ ,~~ ~<'::";:,"..<:';/.;;~>.~~ ::+>~~;;,~. ,~.,:~:·_·..~.c.~0;::.\~f~/:~~:,~·.:: )~~·:3~:.., . .' ·-.-~:;..:·,L~~~b/>~<··' . '. ~,: ';~ :' , II C'- ... 0- m II) h ~ ... V) oj) ... ~ LARE CE * COMMUNITIES * BROADER HEALTH SECTOR * INTERNATIONAL SUPPL Y * ABNORMAL HUMAN BEHAVIOUR 16 1~l~~~t~~~i1~~~~;~t:~!g;~~:-~lli~~;~~'~~,~~1~;' . . . . . . . . ('-- ,...--....,. I- Z o (j) w '" ;:;) (j) ~ >- u i'iJ ffi ¡¡¡ (J\ ... '" ... (J\ (J\ (J\ ... I Z ;:;) >-, \ ~, ( CD ... "- CD ~ " ... J") \IJ ... " . HAVE A COpy OF "BE PREPARED, NOT SCARED" EMO PROVINCIAL OPERATIONS CENTRE STAFFED 24/7 FROM 29DEC TO 4 JAN 17 . . . . . . . * * iz: o UJ Hi ~ )- u ¡¡¡ ~ IE '" ... ~ ... '" '" '" ... I f;j I -' => 0-, ~, ,,'~~~ (~.~(~ .. è~i, -,,;,:''''..';J:';'' 1I"'~:;"tp -:.... .""- -, .~- ;';f~;'1 . , œ"J;;.,;.; :-.,~t~tr~.:'~, ~\ ~"~·t~. . «"., , -. «'1_ ;';'':f;;~'·¡ o.LJ tr.1 ~ "- "..- , ;;;J;;;Y 1':;:, },'\ [:[;1 .. (J\ .-. <L OJ ~ '<t .-. I") UJ .-. '<t CONTACT THROUGHOPP DUTY OFFICER (705) 329-6950, YOUR CLOSEST POLICE DETACHMENT OR EMO AT (416) 314-3723 * ONTARIO PUBLIC SERVICE (OTHER MINISTRY) LINKAGES * . 18 . . . . . . (' . ~ (J) w '" => ~ >- u ffi ~ w (J\ .... <S> .... (J\ (J\ (J\ .-. $ -' => ~ IS) '" (L ..J a: I- o I- .~. æ (L ro ~ ". ... ,.., oj) ... ". f\ o o 1\ o ff\\fiTF\\ ~ ~ 'VV 1lfl I- Z o (f) w '" ::> (f) a: \1! ".. U m E W . 19 . . . . . . . IS) N IS) ... (J\ m m ... I F;¡ ~. " LPð''-t-~ ~V\ I 1':' "o~ ,_' _ '....~ ;.;- _.,' ., '.' . .," '. . :!~~r'~~' ,~h¡r~~'ê1::'-;' ~\ÿ.'·;'~~:':~ÎI,~"i~-;;;ø\~r-:;·:f;::'; f~¡', '~'f:J';:VÔ'\' ~' _';1tll~~I\~.·.~¡;J~,,1J;.1~...;1., (",1 LL" ~~_, ,....·,t 3.'..:1 ,>..J~h4.". /:';~::~r';';':_~_:':~~«'-:_:, ''':'>~~i~t;~,'::;:':_/t:¡:';'''-:: . -..' ',:. . ". ::.:i:{:.:\;~;-,:: "i\'::~:~'~:(~':'·.' ··..-.jå~:;:i : :;; KARE ABOUT Y2K Y2 II ~ 0. CD ~ " .... I") ill .... " . . MEDICINE FOR THE MILLENIUM BUG ~ (f) w i >- u ¡¡¡ ffi m . 1 . . . . . . . ."" .I \ ,:.J~:'~ _" J:' ,'" _.>-.,- . r",·,..,,·.,·H~V :;.'o\Q~:~~~~ ~t1~ f:~':f~l~ ~-~tt~·~~·~~; ~~Ðt'~¡}~%l~~!~~l~~}iH'; l-î:: ;1~Ð:~! (\ ..... IS) ..... '" '" '" ..... I r- (\ .1 ::J ., ,. .. - ~ -ft WHATIF??? Y2K & INSUMNCE Jardine OME Umited Heather Loughery - TODAY'SSESSION + Introduction "+Insurance Company , ":Positions '+What Municipalities Can Do +:CUums Handling~ + LegaLEnvironment ~ ~ .- - ~ INTRODUCTION .. -,:¡..". . Eventsß1åt give credence to the problem' ~'~{i -lEiS..Power Utility - total ..... .,,,.. operations ..,Galaxy 4 Satellite :pÌ1gers ';;"WS"Grocery Store ··credit cards- ~"Case $ettled -Y'it,:::C_>-c, INSURANCE COMPANY POSmgNS..····~·- "-.-----. ""',",'.'·C . Silence: .. or · Full Exclusions or ""Partial Exclusions or · Complete ApplicatiohFormto obtain Modified Exclusions or , · Complete Application Form to J obtaihi"9UCoverage '';¡'",''d. - INSURANCE COMPANY POSiTIONS:.... "';,;f;¡""""-"- ,,·,·'7;C-:;; . Fortuitous Events - Should ".. Insurers cover a. "burning . ,building."? · What is Availäble Capacity? · What Position tOday,tomorrow? ·What about Claims Handling? ·WhiçhAdjusters, Law Firms, Experts?? - ~,;':f~: _c;;:,~:' LIABILITY INSURJS;NCE 7<~:~.';'::::· · POTENTIAL PROBLEMS: '¡",~,;",,,, R.~ducts, Completed Operations . . V;.. Expr_r Implied Warranties - .:.~cluded norn'ially.·."·,,·,,,.·,.,.···· "i1)e.tïnltion of "Property~Damage" 'What aboutContractuâl Cover? -When..Dld .Occurrence Happen? ~::,,_:".r,":. ~. ( LIABILITY INSURANCE .... PROPERTYINsuRANte - . Coverages which might apply under a Designated Perils Form - Leakage from Fire Protection Equipment -"'Vandalism -Smoke -Fire"Ughtning, Explosion -Impact by ,Aircraft - .. . Duty to Defend? What if no ,ind,l!Tnity possible? . ,."L.ack of records - what would a. ''reasonablepersóri"'do Ihave ·done... ? PROPERTY INSURANCE WHAT MUNICIPALITIES CAN DO . IDENTIFY PRIORITIES -Ufe, - Health -Safety ';;Economic Viability - Continuity of Services . CONSIDER OPTIONS ( . Direct Damage vs. Resulting . DalTlage? vs.Consequential ""What about.Business interruption - shotildvalues be " increased? .'Increased costs involved?? , +What.cause? - i.e. Fire . . . . - - " - - PROPERTY INSURANCE .... ""-'-..--' WHAT MUNICIPALITIES CAN DO ... . ÇONTINGENCY PLANS -,-- "-,,.'" . . POSSiËI~e;¿~I~sions -Fau\wworkmanship, design _ ',:-i~rerent Vice, Latent Defect ... -:;"Mechanical"Breakdown :,":Warranty reportlng'¡:èêiù¡¡:ements '-"If,alarm doesn't work, does cover 'Change -Watet~amage, sewer back-up ..~,~,,.;; "- .'DISASTER PLANS - .ZIMI5. IIIt:T" "AF, F TRAINING 'l-¡'~-,,- - c / ( \... WHAT MUNICIPALlTIES.CAN DO.. .. + COMMUNICATION ~- Effective without being alarmist - Do it early -"Use as a Public Relations Tool + DOCUMENTATION "':Cócument.Document,Document - " . CLAIMS HANDLING + Therewlll be claims.... _cc+A.first Party - Direct Damage +-B.Third Party.- Bodily Injury & Property Damage . ..' +C;:Errors & Omissions .¡j/Fraud - " CLAIMS HAND1..:ING..... . + Esta ]lIsh a position on how to . handle ))>'+)nýêstigate,quickly + Have protocol prepared - who to report to, who to assist, what to say,".. -'-~-. " LEGAL ENVIRONMENT + Challenge of Policies - with I without exclusions + Legislation in the U.S. - its effect on Canada · Potential Costs · A1temate Dispute Resolution ....... " LEGAL ENVIRONMENT + Y2K cases or lawsuits so far.... -Cincinnati Insurance vs Source Data & Pineville $1.25 Million + How to Sue!""'~'" . ....... · Who did what? Did they do enough "1? · Class A.ction Suits - The real fear ....... " lEGAL ENVIRONMENT :::::ôJ';;:;~:? + Franœ;;"prosecution of criminal charges against retailers/mftrs. +Of75 major insurance Y2Ksuits so ~rT -~."-,~- ,""- :';'12 Dismissed "'1.2:Settled in'some fashion -01 Arbitration -..........-',:~. ....... " ·~Ó "GJ.U.. v \\ d f2wl y~ ~ V1Jt.- 6tJl"E!ðll ~;:.<-ø ~O"<'~ .)< ~ ¡,¡ ~o- .$ ~ . ø r1~ § <¡, ~ '\, (,~~ <y. Ó~ 4.s-SIJraoCe ßoreatt ~~~~~ Familiarity with $ ~ 1Iì~ $ø, .s ~ . m r1~ c ~ ~ potential Y2K problems \.. v~" ". ð~ 4S.$tlran(.e. . . . Business 50 '0;; EJ General , ° 40 Public 30 20 141 11 oj, 10 ';';;;¡;¡'i;::';;) ";"';~'" !"("1!iii(,:"'; l' ;~;<i'>:; ~i@1jn;\\:~' :»<Y'''II'" O~ y",,:,,"""; Very Somewhat Not too Not at all familiar familiar familiar familiar /~\ Computer/Computer-operated equipment .... 0UTl!ð( ~~<-- ~Q"<'<I> $ ~ ø <1>... .s. 0) . 1IIr1~c <¡, ~ '\. ,,/" ". ~oI> i)$$OraO,e I ~ - .... ~ r . .....' - . .- ....... ....... -- DYes .No 820/0 170/0 Expectations / Precautions ØUrl!iI(f ~..<-.. ~""~ .)< <)~ o 90- $ ~ . ~ .,...::... r ¡ ~I')(o ~~ vol:' q. ó-> i't$'St.rral1c.e 69% 310/0 32% ~~ \ No precautions taken Problems not likely (~\ Precautions taken Problems likely /,-, ,r--"", 0ureaO ~~ Business Expectations / $ ~ II¡ "0- oS . 1)1 . ø~~ø ~ ~ Precautions \. <.l q. ó-> 4)$Soranc.0 , , 82% 76% 240/0 Problems Precautions Problems No precautions likely taken not likely taken ßureitlf ~~ .$. ") iii 00- .s . Ql . \~~l How Canadians will prepare 0~ Q · stock up on supplies/food/water 19% · test computer equipment 19% · upgrade computer 13% · have cash 12% ¡~ /~\ "","" \ How business will prepare /'----, ! " A ßorl!ao <~.:-v~ ~l>"<,» .) <)>> ! 0- ~ ~ . "'~~m ~ :: \. <of'" q. ð.) it.s-.suraoc.ß. 41% 17% 10% 9% · upgrade computer · test computer/equipment · contact expert · buy new equipment Will insurers cover computer/ computer-related equipment? EJ Yes .No EJ Don't Know 70/0 ßol"eilt ~"'''''' ~""<'~ $ ':. q¡ ~Oo oS . 0) . 1JIr1~~ ~ 0 \\, <.l <t. ð':> oEtss.....a,oc.ø 77% /\ Understanding ,.,.----. ( . ß\Jreðl..f <"<'~:"'II ~~ l~~,:,,'>oor. . III~~Ð " 1:1 ~ . l 0" tv" q. ó~ i)$SlJraocß ttt tttttt 77% believe damage to computer ( or related) equipment will not be covered 43% would be upset if a computer claim were denied ttttt tttt Will insurers cover secondary problems? ßureÜfJ <1f~<" ~O1" <'<)~ II)" 7<) .s .' .~ II! .c <¡, 1f I'><)...~ ,,/" q. ó~ .:)$!i'lIral1(:e. 380/0 370/0 No .~.....'\ Yes /-~ "~', 60reUll <~~~~~~ ti' ,J: .- .$ ·t ~<t1·~i What's covered for business "'.. ó~ S"S"uranc.e. -- -- 710/0 520/0 J Computer equipment Secondary problems o . 17% No Yes ßo["eðl1 ~~ ,,< ~ Itj. \. .$ ~ \~11·tJ:l The Y2K Communications Plan q. ð-> ê)$$uraoc.e. Two-phase Plan Phase I · Mitigate consumers' Phase II · Alleviate anxiety expectations - reinforce understanding of insurance · Media/industry messages · Alleviate the fears of legislators · Maximize strategic alliances - ~. .-....\ , Plan The Y2K Communications r· A ßureèJ.... .~(><-~ ~""<'~<> ",.':i 700 .s ., t . 1II~~3 <:. " ~c)\(¡. . vf)t: ". ~~ <t$'Stlranc.e Accomplishments to date: · Global TVO April12th; Television shows on Y2K and insurance May 16th Educational/cab Ie networks/libraries Airline advertising · 470,000 IBC Y2K brochures to Canadians Columns to 800 Community Newspapers · · 150,000 consumers 1999 industry calendar to more than 11 million Industry Canada flyers · · "Suspense Theatre" radio spots Y2K elements included in Horne Insurance audio tape for the blind Communications with elected officials/riding-based forums · · · · The Y2K Communications Plan .... ß\JTl!ð.... ~<'''v ~Ol'('~ $ ~ o "0- .$ .. . 111~~~ <¡. " \\. v"<> ". ~" ê)$$Ul"anc.ß. Measurement of Success: o o o r----"~ /-. ! Monday, August 23 -10:30 a.m. -12:00 noon Ontario Works: Goodbye Intake, Hello Employment and Training Speakers: Alfred Spencer, Director of Employment and Income Support Branch, Region of Hamilton-Wentworth Lynda Crandall, Director, Michigan Family Independence Agency /"-- I, ALFSPENCER PRESENTATION TO AMO AUGUST 23, 1999 TOPIC - TRANSITION FROM INCOME SUPPORT TO EMPLOYMENT In 1995 the Ontario Government began major reform of Social Assistance Programs. The government was committed to returning welfare to a program of last resort, creating a separate income support program for persons with disabilities, ensuring integrity of the system by reducing fraud and streamlining business practices and technology in social assistance delivery. The government strategy was to introduce new legislation, and toughening eligibility rules, reduce expenditures by reducing client allowances (21.6%) and to make clients participate in work for welfare programs. So what has the government accomplished and what has been leamed. And more importantly, for the purposes of this AMO discussion, what has happened in municipalities and what must municipal governments be aware of as Ontario Works further develops. It is my intention during this presentation to review what I see as a Municipal Director of an OW Program, the provinces accomplishments, the municipality response to Ontario Works; a review of the ODSP legislation; the transition of the FBA caseload and the pending implementation of the new service delivery model. I will also comment on key messages outlined by the government in it's Blueprint, as well as speak to what's happening with the proposed Federal/Ontario Labour Market Agreement. My observations will I hope provoke thought for municipalities as to the local impact of what I c·.·. believe is current government thinking. My presentation will focus on five key components of '.' these changes. 1. Consolidated Municioal Service Manal!:ers The government has moved the responsibility of the delivery of social programs from 196 municipalities to 47 consolidated municipal service managers. The intention is to better link Social Assistance, Child Care and Social Housing benefiting those who need service. This initiative is key if there is to be any success moving people off benefits. To support this linkage Municipalities must contemplate what level of subsidized supports they are willing to provide especially in an economy which is attracting jobs in the $9-$11 per hour range. Studies such as the Canadian Council Urban Poverty Report have calculated that a sole support parent with two children would have to earn $22-24,000 per year to become totally independent of the system. 2. Lel!:islative Chanl!:es Ontario Works offices have also had to face extensive legislative changes. At last count 74 amendments were made law. This magnitude of legislative changes has directly influenced a municipalities moving to a more employment based delivery model. For example: some amendments have reduced caseloads by as making youth living in their parents home ineligible for assistance. Although this reduces social assistance costs it does not lead to the employment of these people. One would wonder whether at the very least the government should support .../2 2 employment counseling for this group. Some municipalities have allowed access to services at employment centres but only when available. Other legislation has caused administrative pressures and makes only sense depending on the areas of Ontario in which it is implemented. For example a Northern family who need to get a job, may require the ownership of two cars. This may not be the case in a city with transit. Further legislation such as the policy regarding liens on property owners with small mortgages may force people off of assistance but there is no need for a renter to pay back the system This complicates the argument of fairness and equality in the system. In any case the issue of liens does not promote an effective move to employment. 3. Ontario Works: An EmDlovment Pro!!ram? The above demonstrates the potential to defeat the philosophy of Ontario Works being an employment program. Municipalities throughout the Province are spending too much time detefITÚning eligibility and finding less time to spend on employment strategies. File reviews indicate some 40 to 50 pieces of income support documentation for each participation agreement. The stress of learning, interpreting. and implementing these 74 pieces of legislation has in my opinion impacted on the varying success of the employment components of Ontario Works. Long before Ontario Works, municipalities were involved in employment programs, Municipalities responded to local gaps in services by introducing work activity projects, life skill programs. job search workshops and job referral programs. These were in most jurisdictions the / only program marginalized people could access. Many evaluations reported a sense of a better "". quality of life but not necessarily resulting in a paid job. The focus on gainful employment has resulted in person with minimal barriers benefiting from employment supports and has left a growing segment of our population with few alternatives. The government will have to respond to such "hard to serve" cases as municipalities are experiencing less and less success assisting people to transfer to the higher benefit level - Ontario Disabilities Support Program. The quandary municipal governments will face is that a large number of people with very little income will need more and more subsidized supports such as housing, dental and medical services. There is a need for Municipal Councils to monitor closely the growth of this population and the impact it will have on the municipal tax base. The exception to this trend of focusing only on re-employment is the Learning. Earning and Parenting Program for new young moms. This initiative brings together the issues of education employment and parenting thus supporting family well being. Other such strategies must be encouraged. In the second component of employment placement Ontario Works provides the tools to get people off assistance. The government recently introduced training dollars for employers willing to train recipients on the job. This initiative mirrors the provinces Job Connect Program and the Federal Targeted Wage Subsidy Program. It is the local service manager who must develop the local plan responsive to local conditions. The most effective models in the province are built on the following principles: People on social assistance are not a burden to the local economy but an asset. They are an available workforce. Municipal Ontario Works offices and economic development departments must work together to analyse the skill sets, education levels and ( ~. .../3 3 work experiences of OW clients and then market their clients to existing and new potential employers, especially given the upturn and new job creation that is occurring in Ontario. The Region of Sudbury, for example has been successful using this philosophy to attract new business in the technology section.. In Hamilton-Wentworth Economic Development and Ontario Works promote the benefits of investing in the Region and offer potential employers, analysis of skill inventory ,pre-screening, matching of clients, training dollars. office space for interviews etc. The results have been most satisfying, in fact by further partnering with a local employment service for persons with disabilities Hamilton-Wentworth has implemented their philosophy of access to persons where approximately 10% of new jobs go to person with disabilities. In one job order for 400 clients, the combined efforts of OW Staff, Workable Services and Economic Development resulted in 194 persons leaving social assistance. Municipalities must also design programs to meet employer needs. Employers will tell you two things: they don't want to be involved in any program with a lot of paperwork - nor do they want delays in hiring. Employers expect and should have resumes forwarded to their offices within 2- 3 days. Failure to do this we will loose employers and ultimately interest in our clients no matter what subsidy or training allowance is provided. 4. The Workfare Debate Too much time and too much energy has been spent on the "workfare debate". The government was elected on a platform of people working for their welfare. The government delivered their message but municipalities dealt with the conflicting views. The struggle for municipal managers has been the reality of knowing clients want to work. Studies such as Metro's "Going to Work" 1997-1998 verified that 44% ofGW A clients either worked, went t() school or volunteered (that 13% of GW A clients and 16% of single morns volunteered). There was also community backlash as to mandatory participation. This has resulted in mixed acceptance of the program. In the north clients use community participation to gain experience, acceptance of the program is reported. While in the South there are more clients wanting to participate then there are placements. Much must be done to market this program and to message the success of participation and community involvement. We must move away from the concept and messaging of workfare. Believe me when I say people on social assistance want to work. "I didn't want to just do nothing, because I've worked all my life," he told the Spectator in March when he was still part of the program. "When I was just on social assistance. it was degrading. Now, I'm doing something for the community". "I'm getting skills, I'm meeting people who might be able to give me a job one day and I have a reference. There are a lot of opportunities for me here." Bob Flemming. Hamilton Spectator, September 14, 1998. Overall Ontario Works has had mixed success in Ontario, some municipalities have focused on some components while not working on others. The program looks fragmented. This has resulted in a more centralized control. I would suggest that as municipal governments there is a need to negotiate what is a local success. The targeted outcome should not be totally dictated by the province. This negotiation should be realistic as to the economic conditions, availability of resources, access to jobs and be specific to local input. Ontario Works is not an apple to apple comparison, just as health services, roads maintenance and transportation are not the same throughout Ontario. " ( '-~.'-' ( \,-- ( S. New Stratel!Íes in Welfare Reform: The government in it's Blue Print Document outlined key strategies for its current mandate as it continues welfare reform. I will briefly comment on each initiative and suggest questions that .../4 4 Municipal Social Services committees and councils should contemplate. Remedial Training The government is suggesting remedial training for all non-learning disabled clients who are unable pass a basic math or language test. On the surface the concept appears sound. Municipalities need to ask how to we determine who is learning disabled. Is a pre-test needed before the literacy/numeracy test? What will the level of proficiency be - grade 9? - Grade 12? We know already that the Ministry of Education and Training doesn't accept the Graduation Equivalent Diploma, so what is the point of this testing? Also where does the whole issue of english as a second language fit into the field of literacy? Once testing is completed, will waiting lists develop. Fifty percent of clients have less than grade 12. Who will pay for any necessary upgrading initiatives. Is this an additional download to Municipalities? Dru~ Testing The government purposes mandatory treatment for recipients who use drugs. Again the question arises as to what level the addiction interfers with employment. Municipalities have long encouraged participation in programs like Alcoholic anonymous which operates in most municipalities. Treatment programs and mandatory involvement could become a huge expenditure especially where no local treatment exists. The only effective way to use this program is to have clients agree to participate in treatment. Case Worker Certification Provincial standards for caseworkers in proposed with special focus on training on "how to get people back to work" Municipalities need to find out who will assess the qualification of their staff and, who will pay for any needed training. Specialized certification could impact on wage or contract negotiations. Any training should not interfere with the preferred local delivery model. Some municipalities have different workers for income support and employment. While others combine these functions into one. Any training should assess competency level as opposed to certification. Work for Welfare ( In the Blue Print the government reiterated its commitment to workfare participation and a need to double targets. Municipalities must be cautious of any target that is set without negotiation and an assessment for potential local success. Targets should be set within context of local labour market conditions. {: .../5 ( 5 Waste-Fraud Abuse The government proposes a zero tolerance policy for welfare fraud with a permanent ban from getting welfare in Ontario. Before this is instituted Municipalities should ask how the government proposes consistent treatment of fraud cases throughout the Province and ask whether the judicial system would actually find clients guilty of fraud knowing such a penalty exists. Municipalities are already having varying degrees of co-operation with police and the courts on issues of fraud. Municipalities need to ask themselves if they believe that any crime is not forgivable. In addition to the five previously mentioned proposed ideas there are 3 significant issues that Municipalities will need to deal with in the next 12-18 months - namely Call centres and the Labour Market Agreement and consolidated verification. The government through its Business Teams Formation Project is suggesting intake screening though a Call centre approach. The number of such centres is yet to be determined. The concept encourages a screening out of potential clients and making referrals to alternative services for those who would not get assistance. Municipalities need to consider the impact of such centralized pre-determination as well as how local services get reflected in any alternate service inventory. The key question is what level of government should determine eligibility? Welfare determination was historically a Municipal decision. ( , '-.., The Business Transformation Project will implement a consolidated verification program in all 47 delivery sites. This intense file review program was initiated in the provincial system and has been piloted in Brantford, London and Dufferin. Early indications are the municipalities will see a potential caseload downsize and savings. Redocumentation efforts anticipate as much as a 10- 15% savings varying on client type and time on assistance. In the next few months the Federal Government and Ontario will likely sign a labour market agreement. In Ontario MCSS and MET are the key negotiators. Municipalities have built information structures to provide employment initiatives. Many municipalities have co-located and some are working with HRDC to grant funds to service providers for workshops etc. Municipalities must voice there desire to continue to be responsive to local employment needs and to insure access for people on assistance. We must insist on our fair share of dollars to serve our clients. Finally I want to suggest to you, as Municipal elected official - a key message - LISTEN TO YOUR CLIENTS - Hear what they have to say. c \.. ;0 ( ( 1......-.... ~ ( '" I reference 2 reports from the Social Planning and Research Council of Hamilton-Wentworth - Understanding Youth Emplovment and Making Ontario Works Easier for Sole SuPport Parents. .../6 6 Single Parent Clients tell us they want to be able to make choices especially about education, they want good quality child care close to home, they want access to transportation, they want meaningful work that pay enough to support their families. They have a need to feel safe and free from violence. Youth want more information on job opportunities, more employment supports, more opportunities to gain work experience. and they want employers to give them a chance. As municipal governments we need to listen to our clients and advocate for programs which have meaning to them so that they can experience quality of life, and a sense of wellness at the local level. FIA - DFAP /ADMIN Fax:517-335-7771 .'-, " <. WELFARE REFORM IN MICHIGAN Slrmgthening Michizan Fcum1ié$ mGHLIGHTS (~ \. · 1992 To Strength£nMicbiganFamilies · 1994 Wotk Firm Imp1emtnlc:d · 1996 Nc-wMothersJ)et"ened 12 Wooks · 1996 Minor Grant"". Rç:¡lrieted · 1996 IniTio! Project Zero Pilots · 1999 Dru¡¡Icstin¡¡Pilots ADDmONAL DEFERRALS · State Di,.bility A$$ilrtancc RccipiC'Ilt · Caregivt:l' · VIST NJob COIpS Volunteer · Tzansitionol Housing Participant · Temporary Critical Event ( ~-- Rug 16 '99 10:59 P.02 k'l rJ Þ 0, C C",,,) ~ A I~l_. THEN and NOW · A Handout · A IIond Up · Uncm:ploymenr · AJob · A Stigma · A Scnse of Pride DEFERRAL CRITERIA · Ineligible Gran"'e · Parent of Child Under 3 Month. · Under 16, Over 65 · Full-time Student ¡ (; to I g · Minor Parent in School Full-time · 3-Month or Less Temporary Inc<>¡>ocity · S8! Applicant WORK FIRST ACTIVITIES · Job Search · Job Maccmcnt · Skill!; Ovcrvicw · R.esume Writing · Voca:donaj ~"kil1 .A.s~ì!lommt · Job COUnseling · Remedial Education -On-1h&-Job Tromm: · OCO\lpt111onaI Skills TTBinina · C]I55tOOm T1'aiJ1ing FIR - OFAP/RDMIN Fax:517-335-7771 CASELOAD DECliNE · OctoJier 1992 225,884 AFDC Ça¡;es · June ]999 ~.Jj)Q F1P Cases f\ Deèline of 139,784 Ca!res PERC¡¡:NTAGE OF CASES REPORTING EARNINGS . October 1992 15 Percent . JW1C 1999 54 Percent DRUG TESTING PRECDEDENTS · Testing is a condition of employment for.11 new staœ employees. · Current state cm.p]öyees af£ S\Jbj~t to TIIIIdom testing.. · 75 % of Fortune 200 corporations require drug loslin¡¡. Rug 16 '99 10:59 P.03 / EARNED INCOME CLOSURES OcI<'ber 199.2 - June 1999 217,484 Cose, Closed D\le to Earned Income BARRIERS TO SELF SUFFICIENCY Substanc<: Abu,", is " Significant Darrier to Gamin¡¡ und Maintaining Employment ( ',-..- DRUG TESTING PILOTS October 1999 ""'ruary 2000 3 SÌ'tc! :.zSitc.o¡ 2C FIA - aFAP /ADMIN Fax:517-335-7771 SITE SELECTION CRITERIA LocO! Support Employer TnvolvE:m("'Ilt Treatment Capacity Demographics Geographic Bulunce · CRITERIA FOR RED1!JCTION OF BENEFITS OR CASE CLOSURE · failiD2 or refusing to give. specimen ( · ftù.1irJg to complete an assessment interview · ftlilin¡ to comply wilh. required substance ob""" I>"e.tu>ent program . WALTER (NOW) . Off Assistonce . OffDru¡s . Employed Full· Time . Cbildren Returned Home o Purchasing. Hoose . Achi""... oflh. MOII1h ( "-" Aug 16 '99 10:59 P.04 URINE TESTING FOR ILLEGAL DRUGS INCLUDING: Mllrijua.nlf. Cocaine Opi."", Amphetamines Phencyclidino (PCP) W ALTE. (THEN) . 1 S Y urs on Assistance · Subs!M<;e Abuser . CbHdren Placed in Foster Care BEAlRICE (THEN) . 24 Years on AssW\tmce · Substance Abuser · No Work History :3 FIA - DFAP/ADMIN Fax:517-335-7771 ØEA TRICE (NOW) , Off Assistance . Off Drugs . Employed Full-Tim. . Achié.'Vèr of1he Mortth Aug 16 '99 10:59 P.05 Michigan Family Independence AgencyWebsite www.mfia¡state.mi.us '" ( 4C ( , Monday, August 23rd - 3:30 p.m. - 4:30 p.m. Municipal Administrators' Session Moving Quality from the Mission Statement to the Municipal Workplace Speaker: Barry Malmsten, Vice President, Marketing Communications Program Development and Training, National Quality Institute Notes not available ( Tuesday, August 24·8:30 a.m. . 10:00 a.m. New Money from Old Assets Speakers: \ John Morand, Director of Aviation, Toronto City Centre Airport Janice R. Laking, Mayor, City of Barrie 41iS-8!53-0495 TOR PORT AuTHORITY. 774 P<!2/03 AŒ¡ Ø9 . 99 15:51 HOW TO BETTER OSE A LOCAL. AIRPORT John Morand General Manager and CEO Toronto Port Authority IJ Local airports - like the Toronto City Centre Airport (TCCA) - can be a key economic development tool. IJ The TCCA has been around since 1939 - so it certainly conform.s to today's theme: "New Money from Old Assets: ¡;¡ Similar airports - in Europe and the U.S. - are proving to be gold mines for their respective municipalities/regions. o General aviation creates jobs: pilot training, aircraft maintenance. safety personnel (Including fire), navigation personnel/air controllers. construction, facilities maintenance. fuel requirements, etc. IJ The costs associated with flying in and out of major airports - including the co$tS airlines must P¡¡Y to maintain ·slots" - has become prohlþltlve. Regional airlines - such as AlrOnta.rlo - can fly passengers in and out of short håul destinations like Montreal, Ottawa, London, etc. cheaper and faster than Air Canada can from Pearson (eight minutes by cab from King & Bay streets; no line ups at the ticket col.lnter). 1:1 Commercial aviation will develop even more jobs.. In addition to the 600 direct }obsthat increased passenger usage at the TCCA will createasa result of building a fixed link to the airport, there will be ancillary jobs resulting from the forecast increase in traffic. L.ast year, during the brief Air Canada pilots' $IrIke. the TCCA handled the equivalent of 900.000 passengers annually. The only problems that occurred had to do With the inadequacy of the ferry to handlE!. both pedestrian and vehicular traffic. Local hotels, taxis. restaurants. shops and othli!r businesses Were the beneficiaries of this mini boom in passengers. D Charter aviation is an area that is of Increasing interest -- both to the TCCA and to adjacent municipalities and regions. Often, the decision as to where a multinational will locate a subsidiary hinges upon its accessibility by head office. A six seat charter aircraft can mean the difference between a municipality obtaining a new company or not. ...21 416-Ei63-ø495 TOR PORT AUTHORITY. 774 PØ3/03 ALG 09'99 15:51 " Page 2 o Often municipalities are well-sefl/eØ by rail snd road but overlooi< the connections that air service can offer. A key to \,mlocking the potential power of air service lies in researChing your respective market. If research indicates that an airline could $ustain a route to your municipality - with sufficient frequency to make it worthwhile to the business traveller (i.e.. at least twO flights a day) -then an approach could be made to a regional alrline(s). ËStablishlng relationships with these alrtlnes really means offering to become their business partner _ helping them to promote the service within your respective communities. This can be done through signage. public service announcements. civic boOster groupS. etc. ( " (, JuL-28-1999 14:31 FROM MAYOR-ADMINISTRATION TO 814169716191 P.02/12 New Money from Old Assets a strategic approach to reviewing economic development potential of abandoned railway lines in municipalities Presented by: Mayor Janice Laking City of Barrie AssociatioD ofMllIIicipaJities of Ontario August 24, 1999 In the Chinese language, the word Crisis is written with two symbols. The first symbol, in bold, distinct lines represents the word "danier." The second symbol, more detailed and ornate, represents the word "opportunity." That's why I'm here with YOIl today. We want to share with you the tremendous potential that exists when a crisis imposes itself on us. The City of Banie is 140 years old. For most ofits life it's been a peacefullittie town, hugging the shores ofKempenfeit Bay, the deepest ann of Lake Simcoe. Our road system is dictated by a series of ridge fonnations as land rises from the water. Its citizens have been historically employed by the railways, as factory workers, serving the agricultural community, or as shopkeepers. Barrie was built because of the railway, becoming a part of the national rail system that was connectin¡ Can"tii"n~ in the middle of the last century. From the first days of developmcnt, the railway track has ringed our waterfront, connecting us with the towns and cities immediately to our north, east, west and south. Banie, in short, has always been a nilway town. (illustration of old photos of rowboats in front of railway station, downtown station picture rallway picture) 1 JUL-28-1999 14:31 FROM MAYOR-ADMINISTRATION TO 814169716191 P.03/12 I've lived in Barrie all my life, born here when my father was a young lawyer who went on to become an active Member of the House of Commons. An active member of the Barrie community, I've watched it grow from 7,311 in the year of my birth to the last decade when it seems to be multiplying overnight. Injust one election season (1994-97) our population exploded by 27% from 72,000 to 90,000. We anticipate continued. substantial ¡¡rowth in the coming decade. I've been an active member of Barrie City Council sincc 1972, and its mayor since 1988. Since I was fIrst elected mayor in 1988. our population has doubled ftom 48,000. We turned the signs to 100,000 last month. Since 1959 we've been a separated city, capable offollowing through quickly with council decisions, and able to develop meaningful partnerships. We can move forward because we're able to deal directly with the province on many of our growth-related issues. One of the things that I've always treasured about Barrie is our ability to form progressive partnerships, to look to our past while we build our future, and to turn potential adversity into economic opportunity. /"^' \,»-,.. We've always been able to do this. (photo of Sunnidale Park today) See this? It could be a shoppin¡ mall or a townhouse development. But it's not. It was Barrie citizens who mobilized in 1968 to prevent the Barrie Country Club's 80 acres from being sold for development when the club moved farther north. That 80 acres is now this passive tree-filled park. nestled in the core of residential and commercial development in the north half of the city. a mecca for us all. (early photo of Centennial Park, then mid-sixties photo, then today photo) 2 JUL-28-1999 14:32 FROM MAYOR-ADMI NI STRATI ON TO 814169716191 P.04/12 ( It was Barrie citizens who responded to the cha]lenge to celebrate Canada's IOOth birthday by creating some public swimming area in our watemont, on land historically devoted to the railway track. We began by depositing loads of fill at the edge of the tracks to create a breakwater, which was sodded and landscaped to create a park-like setting. We then added a beach area, which is enjoyed by residents and visitors alike. Centennial Park celebrates the achievement of our vision, and its success became the incentive for a waterfi:ont development that continues to be one of our maj or drawin¡ cards. Since the late 60' s. when we coined the phrase, Ontario's Most Progressive City, Barrie has been using environmentally sensitive methods to infill the land between the CN tracks and the water, creating over three acres of Centennial Park and giving rise to development of a public marina which has experienced enhanced development and today houses 345 boats. (photo of General Electric in the 50's or General Tire in the 70's) When the early 90's and the North American Free Trade Agreement saw our major manufacturing industries move to developing countries or close their Barrie centred Canadian branch plants, literally thousands ofBame citizens found their employers' doors closed. The same resilience saw employees retrained, buildings rcconfigured to offer new kinds ofbusincss opportunity to a growin¡ community. While the Same of a ¡eneration ago was a manufacturing town, Barrie today is an information technology and service centre with support industries that continue to attract top-notch business and manufacturing. (photo oCBarrie by the Bay, or General Tire Fairview rd office se¡mented buildinE today) As I speak the cOnstruction crews are rcstorin¡ our Came¡:ie library building and adding a climate sensitive art gallery in a project that is enhancing our city core instead of tearing down a library that became too small for its citizens. 3 JUL-28-1999 14:32 FROM MRYOR-ADMINISTRRTION TO 814169716191 P.0S/12 Our City Hall is a retrofitted bankrupt office tower, with public space where a hotel used to stand, and our provincial offenses department is in an attached structure that used to be a garage, was once our clúldren's library, and in its early days housed a sports store. Joe Tascona, our provincial Member of Parliament is today working out of office space that was abandoned when our Fanners Market relocated to City Hall. Formerly the Armories in the late part of the last century, this building is being restored to a historically sensitive office building, across the street from the emerging art gallery and a stone's throw from City Hall. It's being achieved through a partnership between the Downtown Business Improvement Area, the City of BalTie, volunteers, and MPP Tascona. Two years ago we celebrated the official opening of our new Royal Victoria Hospital, a regional health centre offering state-of-the-art medical care, and also our biggest employer. Vision and volunteerism is in the process of transforming our old hospital building into a multi-use seniors building, with lifelease housing, retirement facilities, adult day care, nursing home accommodation, seniors services and child daycare and teen facilities to produce a multi- generational facility in the City core. ( ,,~,~ We are well experienced in looking at a crisis and seeing an opportunity. One of our strong municipal mandates has been land acquisition along our waterfront, giving Barrie citizens an unprecedented 94 acres of publicly owned space. It boasts jogging and biking trails, quiet space, playgrounds, beaches, rowing facilities, naval cadet activities, a sophisticated public marina, a transient docking facility, government wharf, public boat launch, picnic and pond areas, entertainment sites, and lots and lots of public space. If a Barrie resident laces up her roller blades at one end of our walkinglbiking/blading path and docs its circumference, she will have logged 3.2 kilometres. If she chooses to don shoes and continue the walk, she can add another 5 kilometres to her exercise regime. ( "-.. 4 JUL-28-1999 14:32 FROM MAYOR-ADMINISTRATION TO 814169716191 P.06/12 (" Our waterfÌ'Ont acts as a focal point for summer and winter festivals, attracting thousands of visitors with tourist dollars for our economy. We call it our jewel. And vision, tenacity, and a win-win attitude have earned it international recognition. I'm here today to talk about making new money from old resources, and our oldest resource next to Kempenfelt Bay, is our {)¡nadian National rail line. For all ofBan'Ïe's existence, the line has been our connection to all parts in all direcûons. And our story really began in 1988 when Canadian National Railways applied to the National Transportation Agency to abandon its rail line between Ban'Ïe and Collingwood. It was known as the Meaford subdivision, and included the Penetang and Beeton Spurs. (illustration, perhaps map picture, of rail line between Barrie & Collingwood) For the town of Collingwood this represented a potential tragedy. Some of its main industries, Canadian Mist, Nacan and LOF Glass would be threatened by not being able to receive raw materials and ship finished goods by rail. Collingwood mobilized to negotiate with CN to stop the abandomnent proceedings. When CN announced further abandomnent plans, Barrie joined the move and the two municipalities developed a joint business plan to purchase the line, and connect with CPR as the mainline hauler, preserving rail service to both communities. For the City of Barrie and our industries that receive their raw material by rail, having the rail line is critical to their welfare. It took the partnership of severallocaJ industries, politicians and municipal support staffs from two communities, legal minds, and money to purchase the rail line, to hire a private operator and to buy land from a Barrie area fanner to house rail equipment and reconstruct a new interchange at the C.P. mainline to the west of the existing City boundary. 5 JUL-28-1999 14:32 FROM MRYOR-ADMINISTRATION TO 814169716191 P.07/12 We bought not only the railbcd but also all the hardware, with an a¡reement with CN to buy back the hardware at a future date should we close the line as an operating rail line. Because of differing property values, Collingwood purchased a greater distance of line; we bought to Utopia and purchased farmland there to house equipment. We set up the Allandale Community Development Corporation. owned and funded by the City of Barrie, and acquired the line through that non profit corporation. It provides the city with a degree of protection in case of insurance and liability claims. We also benefited by a change in the Ontario Municipal Act, which allows us to own and operate railway lines as well as operate an independent corporation, the Allandale Community Development Corporation. The negotiating team that pulled us into successful rail hauling included our economic development director, (myself as mayor), our city council, our city clerk and our manager of planning and policy services. The Barrie area has a number of industries that rely on rail transport for their raw material supply and shipping of finished product. Albarrie, Molsons, Bemis, Comet Chemical, and Tarpin Lumber all rely heavily on rail transport and were eager to assist in negotiations to purchase the line. Barrie's contribution to the purchase was $875,000 and we built an interchange in Essa Township to interlink the line with the CP line there. ( \. The process took patience and vision. We had to first fonn the corporation, negotiate with the Canadian Transport Agency, with Collingwood, CN and CP, and with the farmer whose land we needed to do the CP link. Then we had to find an independent operator to run the line for us. We've been thrifty with the process and the paybacks are substantial... we've retained five industries which would have had to re-Iocate without the line... that's five industries with their employment and tax base. ( I , 6 JUL-28-1999 14:33 FROM MAYOR-ADMINISTRATION TO 814169716191 P.08/12 And we currently generate $30,000 a month nom the rail line. We estimate that by the end of Year 5, 2003, we'll be ahead financially. Plus, we are able to attract new industries that rely on rail. We've been able to accommodate along our railbed a water pipeline from Georgian Bay to the Alliston Honda Plant. That's an economic boost for New Tecumseth and South Simcoe. Rail service represents a million-dollar-a-year business, and more, to this area.. . not to mention the associated impacts on property tax and job-related matters. We are hoping to meet the needs of the Rails to Trails people with a hiking corridor adjacent to the rail corridor since we have a 66-foot wide ribbon running between our two communities. Owning the line has opened up all kinds of commercial, industrial, recreational and tourist potential. It's nothing but win, win, win, win! And it makes good business sense. When we went into this process we looked at the very worst thing that could happen which would be that we end up with a great hiking trail from Barrie to Collingwood. Now we're making money with the daily weekday use of the line. Other business opportunities can develop along this corridor. And we still have room to develop the hiking trail! We also now have the potential to supply the location for fibreoptics along this corridor as communities move in that direction. Our City Administrator Peter Lee is quick to point out that Barrie is at the crossroads of major fibreoptics lines, which means that high tech industries in Barrie have a supplier choice on the infonnation highway. We've always enjoyed being at the hub of transportation... the junction of CN and CP; the crossroads of highways 400, 26, 27, 90. And now we're at the junction of the infonnation highway. What Barrie and COllingwood have done has been touted as a model example of effective transfer of shortlines to communities for their use and their benefit. This Barrie to Collingwood line is just one of our successful negotiations with CN. 7 JUL-28-1999 14:33 FROM MAYOR-RDMI NISTRAT ION TO 814169716191 P.Ø9/12 it We wouldn't really have our remarkable public waterfront of94 acres without our relationship with CN. Our first project with CN occurred when we began to experience heavy industrial development in our south end. We needed to buy an easement of land to extend our trunk sewer to service our industrial land. We purchased 30 - 40 acres ofland and extended our lakesbore roadway, as well as installing our trunk sewer line. (photos of ori&inaJ mechanics building before reeonstruction Southshore Community Centre today) Our second CN partnerslúp occurred in the early 1990's when we acquired 16 acres on the south shore wlúch included a decrepit mechanics building in exchange for some residential lot levies and lúgh density zoning for a convention centre on remainingCN land. Architectural assistance transformed the mechanical building into the spectacular public use space you see here today. (pIcture) This project was again a valuable partncrslúp involving the City of Barrie, CN, the rowing and canoe clubs and the Barrie Rotary Club who all helped finance the project and resulted in an addition of 11 ac~ to our waterlÌ'Ont. Rotarians have continued to develop wetland waterfront protection to provide nesting grounds to enhance fish habitat. The Southsbore Community Centte today is the product of both the restoration ofa CN Master Mechanic's Building, along with an addition that resembles the bow of a ship. It is home to both Rotary Clubs, raises handsome rental income for meetings and weddings, houses our very active rowing and canoe clubs in its lower level and provides wonderful public space for waterfront concerts and other public events. / \. '"". 8 ¡ í ....,~. JUL-28-1999 14:33 FROM MAYOR-ADMINISTRATION TO 814169716191 P. 10/12 ( In each of our negotiations we've been prepared to give in order to get. That means we have to , stay true to our own development principles, wlùch we've created by extensive public input and with tremendous vision for the future, wlùle at the same time appreciating that CN had priorities in its portfolio. By keeping a win-win attitude, we've been able to aclùeve tremendous benefit for Barne residents. Following purchase of the Barne to Collingwood rail line, we went on during 1999 to purchase the tòrmer Allandale CN station and its associated land and the Newmarlœt line from Barne to Bradford. Late in the last century Allandale was a community separate from Barne, but its train station became the Barrie station when the village merged with the City of Barrie and our waterfront station was tom down in the 1960's. In this purchase we bought all the CN land from the Station in Allandale right to the Oro- Medonte Townslùp line to the east, 75% of it including waterfront. Our purchase, as with the Collingwood arrangement, includes all rail hardware. Owning the Barne-to-Bradford rail line allows retention of rail service for industries along this section, and positions us to attract new industries requiring rail transportation. It also lets us look at developing effective commuter links. One-third of our working population commutes from Barne to the GTA (Greater Toronto Area) every day. We negotiated what we consider to be a reasonable deal with CN by including both the Bradford line, as welI as the station and the City-owned land around the bay. This purchase has allowed us to consider sale of the Train Station building and retention of the wateriÌ'ont lands and former track land as a walking and biking path that gives our citizens a full 8.2 kilometres ofalong-the-bay hiking opportunity. 9 JUL-28-1999 14:33 FROM MAYOR-ADMINISTRATION TO 814169716191 P.11/12 (J The sale of the historic station buildings will require teamwork between the City and a major industry who will restore the building under architectural historical legislation. This requires a real partnership with a company in our city who's not going to flip the property but truly enhance and inhabit the seven acres and associated buildings. The North American Free Trade Agreement shifted us from a manufacturing based economy to a service and tourist and retail based economy, a regional centre with regional impact while we continue to enjoy a healthy manufacturing base. We've been bombarded with incredible challenges and we've partnered with our business, civic and political leaders to seek pro-active solutions. Why has all this been possible? We have maintained a strong inftastructure which included infilled land, well-developed artesian wells, pollution control facilities and now long-term planning that includes rail line retention. It's helped us retain our diversity. ,r~" ( '" What does all this mean? First, it means economic opportunity derived from perceived crisis. Second, it means that as a region, Barrie and Simcoe County can compete with any Canadian community and come out around the top as a terrific place to live, work and play. We feel we've got it all... superb lifestyle, clean air, great water, superlative transportation connections, excellent industry, diverse economic base, and a future that's well rooted in our past. Third, as important as the industrial age has been, we are now positioned to compete in the age of technology. Our high tech industries rely heavily on our tech service sector and the creativity associated with that. i \ ·L~. 10 JUL-28-1999 14:34 FROM MAYOR-ADMINISTRATION TO 814169716191 P. 12/12 (~-- Fourth, and maybe most important as we look at the economic challenges of the next quarter century, we have a city where our children can stay and find work. Any community's economic base needs to offer a series of layers... an older generation, a middle-aged producing generation, a young generation just beginning careers and families, and young children in our schools. With that mix, a community is promised a healthy economy with workers providing a tax base to support the needs ofits seniors. With the kinds ofleadership, partnership, and attitudinal dimension that promises benefit for all, Barrie is emerging as a community where people can grow up and stay. A lot of young people move to Barrie to study at our infamous Georgian College. Many remain here to work and live as contributing citizens. Some of our young people may leave to experience independence, urban nightlife, and education... but they can come home to begin their working careers and family lives. It's no accident that they are able to do that. So, what can we take from Barrie's experience - and how can we continue to promote ways to create new money nom old assets? I believe that the federal government needs to develop a national rail policy to address, in part, the inequities that exist in taxation between rail, road and air transportation systems. The competition that results from an uneven playing field is a bigger problem than individual municipalities can often address. The initiative must be at the national level in order to help get people and goods back on the rails.. . instead of on our highways. This is the challenge that lies ahead - one that holds the promise of vast opportunity and prosperity for our country. Thank you. 11 TOTAL P. 12 Tuesday, August 24 - 8:30 a.m. - 10:00 a.m. Municipal Rights of Way: A Tangled Web Speakers: Bob Foulds, HarVan Consulting Maureen McCauley, Commissioner of Engineering and Public Works, Town of Richmond Hill and President, Canadian/American Public Works Association, Ontario Chapter Howard Moscoe, Councillor, City of Toronto and Chair of FCM's Subcommittee on Municipc¡1 Rights-of-Way (Notes not available) ,. d~1 \ ~ù . . MODEL GAS \.NCHlSE . . . . '. '. ,..,. ". . 'A: ·O·····;·RE·'········ ';:"····E··'··· N':"'T:: . . . .., ,,', . . . HISTORICAL PERSPECTIVE BENEFITS OF MODEL AGREEMENT SHORTCOMINGS IDENTIFIED WHAT IS AMO DOING? STATUS OF DISCUSSIONS NEXT STEPS . . . . . . · · · · · · · · · ~ E "- I"- ..... ~ m m ..... ~ ~ ~ .., ~ m N OJ) OJ) m ..... If) ò z x ~ ~ E! LL '" ¡¡¡ z i ~ . · · · S O· ·ICA . .. S····· EC' I E· .. . . . . "'.. .:.... ':' . '.' ,. . . . HI ·T·· R ;............... LPER:;,P:·:· ';.. TpV? · Early 1980's - 3 G.as Companies · 2 llsed PSWHA (some exceptions) · Union paid all costs · Began with Union Gas and local hearings · Macaulay decides to hold Generic Hearing · Result- OEB 125 and formation ofMFAC · Committee recommends Model Agreement . . . . . . . ,/Po ./\ Ii ~ .... ~ ffi en .... ~ ~ .;: ~ N t8 (]"I .... If) å z ~ ~ '" ¡¡¡ i E ~ ---\ . · · · BENEFITS OF MODEL AGREEMENT · Clear definition of "Highway" · Approvals up to Engineer/Road Supt. · Clarification of Agreement with Upper Tier · Guidelines for Duration of New Agreements and Renewals · Drainage Supt. to be notified . . . . . . . rl ð: I'- ... ~ '" '" '" ... ~ ~ ~ ..., ~ N t8 '" ... l/) ~ ~ g êJ III ~ :E ~ · · · . - - ". ,. . . " . .' E· . ·E· ,. T S (CON TIN' U· ,.' 8) . . . . . . -' . ., . B ··N:· .FI··.·. '.' ':.. .'; ..' ....... '.. ···,···.,:13..'",,:··· Ir >: 0.. ID ... g ~ (J1 ... f1' ~ ..:1 Control over Location & Depth Special Agreement or Sa' No for Bridges moved at Gas Ability to restore and invoice Gas Lines on structures Companies' cost · · · · ~ ~ '"' (J1 ... I{) ~ ~ . .f~, . . . costs - noPSWHA Phase-in for Union Gas Area Production of Franchise Handbook . . . . (\ Pay 35% of all · · · (~ ~ u. @ i >: Œ . · · · SHORTCOMINGS OF MO,[)8L ... :..... _._ .,.. ." ';.." ".J.". . - .' '," ,- .. - ,.. ". - .. ~ .,' AGREEMENT ," ,,". ,". .¡.: ::": ". '", ", .:. .. . "." · Housekeeping changes to clarify wording · Duration of Renewal Franchise Agreements · Cost recovers (Permit Fees) for Plan Review & Site Inspection Services · Compensation for use of Municipal ROWs · Geodetic Information · Consistent Language for ROW users . . . . . . . ~ ~ ... &j m m m ... (S M ~ 0'1 ~ N <D <D m ... If) §!! ~ ~ 11. '" ¡¡¡ I E ~ /~. . · · · W· ·HA·T IS A· MO DOIN" G? . . . . . . . . .... . .' .. . , " . " ;. '.' , ,." ". .': . " '. ". . :' .!' '. ' / ....,... ........,. . ,.... . .,.. ..'" ..' . ".... ..' :'.... ,. ,. '.." ',". . ." · President wrote to Chair of OEB · AMO sent out an ALERT and UPDATES · AMO formed representative Committee · ßlMO has held five meetings with Gas Reps · AMO has been instrumental in developing a "status report" for presentation to OEB · AMO has obtained local input and legal advice . . . . . . . ~. .~ I 1, '" 0.. ã: m ... ~ m m m ... co M - ~ ~ m ¡)i <0 m ... If) à z ~ ~ ~ z ([ ::> ~ E ~ STATUS OF DISCUSSION$ · · · CD Il. E Il. '" .-< .N (S) '" '" '" .-< (S) t') ~ ~ DESIRE TO TAKE PACKAGE TO OEB. · - Parties have reached agreement on a number of "Housekeeping Issues" - Agreement on changes to the Franchise Handbook and the need for re ular review UJ ..,. [ì; ru UJ ( ) .-< If) Ò z X ([ LL . - Attempt to resolve wording proposed by municipalities who wish to have consistency in their ROW Access Agreements. . . . . . . . If) :J ËJ LL ¡Q ¡¡¡ ~ J: E o C< LL . · · · STATUS OF DISCUSSIONS . .. .. ," . . (CONTINUEb)' · PARTIES IN ACTIVE NEGOTIATIONS: - No "warranty" as to condition of ROW - Insurance requirements - Re-opener in the event of Legislative or Regulatory Decisions (OEB still involved) - Termination under certain circumstances - Abandonment & Third Party Use of Gas Plant .~ . . . . . . . , (-' . · · · STATUS OF DISCUSSIONS (CONT1NtJED) ...... · PARTIES IN ACTIVE NEGOTIATIONS - The need for Geodetic Information - Need to adhere to EBO-125 for Renewal Duration (ten to fifteen year term adequate) - Recover of Costs associated with Permit Fees - Compensation for use of Rights-of-Way · (Gas Companies "level playing field") . . . . . . . æ a: (S N @j If: m ... ~ ~ ~ ~ N W W m ... If) g ~ lL g <II @ i ~ . · · · NEXT STEPS .. · Continue Negotiations (OEB would like joint presentation by late September) · Can we achieve our goals by agreement with Gas Companies? · What is to be gained by separate submission to the OEB? · Need to do something - # of renewals . . . . . . . "~ ! \ IS) ..... n. æ ..... '" !Si ~ '" ..... ~ ~ ~ ., w ;'!. '" '" ~ '" ..... I/) ~ ~ ~ ~ i ~ , . · · · NEXT STEF~ ((;ONT'fJ) ". '. . . , , ..',. :-.. '. "'.' "" " '''. .... ." .'. ., ,.:. . ê . . ".:' .' . . .:' ....,~...~;.:.:. ~...... "'~> ", :::':"'-~":'.'.'~'::.:. ~...", '.: ~ ." '.;-..:.:.:~ : . :.' "", ,., · Communication to AMO member municipalitie~ . · I{I~~ere are concerns with our approach - we need to know NOW · If approached by the Gas Company for a renewal - contact AMO & find out status of negotiations for new Model Agreement - articularl fees and renewal term - - - - . . . . . . . ... ... "- ð: ... N ~ m ... ~ ~ ~ N \II \II m ... II) §! ~ g ¡¡:¡ o ¡¡:¡ ; :E ~ ,----...... . · · · NEXT STEPS (CONT\[)) · AMO A W ARE OF FCM PRINCIPLES - Control of Road Allowances (1) - No financial Burden (1) - Discretion on relocation & Costs (2) - No Municipal Liability if service disrupted (1) - Compensation for Use of Public Property (1) - No non-disclosure clauses (1) · (1) Achieved-(2) Partially achieved-(?) Negotiations . . . . . . . ( Î'¡ N ... a. >: a. ... N ~ ~ ... ~ ~ ~ .., ~ ( ) N UJ UJ ( ) ... If) à z Œ ~ ¡r ~ z i >: ~ ~- FROM HARUAN BOB FOULDS FAX NO. 519 662 9746 Jul. 30 1999 02:22PM P13 MODEL GAS FRANCHISE AGREEMENT · HISTORICAL PERSPECTIVE · BENEFITS OF MODEL AGREEMENT · SHORTCOMINGS IDENTIFIED · WHATlSAMODOING? · STA1ìJSOFDlSCUSSIONS · NEXT STEPS mSTORICAL PERSPECTIVE · Early 1980's - 3 Gas Companies · 2 used PSWIIA (some exceprlons) · Union paid 011 costs · 8e&3" with Union G2$ and local heorings · Macaulay de<:ides to hold Goneric HcariD; · Result. QEB 125 and formation ofMFAC · Commi~ rcóOmmends Modòl A¡reemenl .. BE~fITS QFMOPEL AGREEMENT · Clear definition of"Hlghway· · Approvals up 10 En¡i.._lRoad Sup\. · Cbuifioooon of Agn:emcnt wi'" UPPCT TiCT · GuidcIW:s for DuratIon of New Agrc""u:ot> IIIld Renewals · Drainage Sup<. to be notified FROM HARUAN BOB FOULDS FAX NO" E\EN;EFI1'S(CONTINOED) · Control OVet Locatìon &. D<-p!.b · Special Agreement or ~for Brid¡cs · Abi1~ to restore and invoioe · Gas Lines on structures moved at (ja.~ Companies' 00& · Pay 35% ohl! costs - no PSWIIA · Phase-in for Union Gas A..... · Produetk-'" ofFmncbise Handbook ·SHORTC9MIN._ GSOFMODEL -- AGREEMENT · Housclceeping changes to clorilÿ wOtdi1\g · Durarion of Renewal Franchise Agreements · Cost recovers (permit rees) for Plan Review &. Site: Inspection Sc:rviœs · Compensation for us<: of Municipal ROWs · Geodetic Infonnation · Consistent Lan¡:ua¡¡e for R()W users -.-WåAT<rsÂMO·:gò'ING? .... . ," .. · p¡esidentWl'QtetoCbairo[OEB · AMO sent out an ALERT and UPDA"IR" · AMO formed representative Committee · AMO has held five meeting.. with Cio> Rcp> · AMO has been i1lSU'Ulnellw in developing a "_ tep<>rt" for presentation to OEB · AMO has obtained oça Input and 1.1 edviee 519 662 9746 Jul. 30 1999 02:22PM P14 CO ',,---.- 2 ( FROM HARVAN BOB FOULDS FAX NO. ( STATUS OF DISCUSSIONS · DESIRE TO TAKE PACKAGB TO OEB. - Parties have~ agreement on .. num~Qf «Housekeepiøa Issues'· - "-ent OD chan&<:> to the Fr:mc:!Ij,. Handbook and the need for re~ Br rcv1cw - AtletDpI to resolve wor<llng proposed by unmiciJMZ1itics who wW1 to have consi.~ in their ROw Aco::!iS A¡recmcnts. STATUS OF pISCUSSIONS (CONTINUED) · PARTIES IN ACTIVE NEGOTIATIONS: - No "wammty" "" to condition of ROW -IDSutaBCe ~UiremeDts - Re-opt::a.cr in the èVeDt otLeti11atì~ or Regulatory Deoisions (OEB still involved) - Termination UDder certain citcU:mstances - Abmdomncnt4r. Third Pmy Use of Gas Plant .·STAT:tIS,0p"PJSœSSJONS, '-'-;(èÔNTINuÊD( .... . · PARTIES IN ACTIVE NEGOTIATIONS -!be need for GeodotJo Infonnll!iot1 - Nœdw IIdtu:re to BBQ-I2S tor Rcnr;waJ Du.naDon <œn to flfteen year term adeqw4c) - ~ofCoSlS associated with P=mit Fees ~ CCmpeD$Udœ for use of~f-Way . (GasCom(>loic$ - -_ pbyinc field") 519 662 9746 Jul. 30 1999 02:23PM PiS 3 FROM HARVAN BOB FOULDS FAX NO. NEXT STEPS · Continue Negotiations (OëB would like Joint presenœIion by late S<:pl.e!nber) · Can we achieve our ¡oaIs by agreement with Gas Companies? · What is 10 be gain.d by ""......t. submission to the O£B? · Need to do somolhing - # of renewal> 'NEXTSTEPS(CONT'D) · Communication to AM:O member municipmitics · (f!here are concerns with our opprollCh - we need '0 know ~ · If approached by the Gas Company lOr a renewaJ - COII1aCl AMO & find out _us of negotiations for new Model Agreemcot- nartic:ular1v f~ And renewal tBm ~t,ST.EPS{C0Nr'D)' · AMO A WARE OF FÇM PRlNClI'LES - ConI1'OI of Road AU","""""" (1) - No IiDælcWBurdon (1) - Discretion on ,eJooatio. & Costs (2) - No MIllliCipalLlability if....i""~ (1) .. CompalS3<lon fur U.. ofPub!ic Properly (1) - No non-di:dosure c1wscs (J) . (1)Adóevodo(2)_~NcgcOati... 519 662 9746 Jul. 30 1999 02: 23PM P16 c 4 C \ 'i) Municipal Rights of Way A Tangled Web...... "The Impacts on Municipalities due to a Deregulated Telecommunications and Broadcast Industry" Maureen McCauley, P.Eng Commissioner of Engineering and Public Works Town of Richmond Hill Presentation Overview I. Deregulation Background · Legislation · Utility Competition - Pro's and Con's II. Impacts on Municipalities III. Richmond Hill's Experience To Date .2 year History with Utility Deregulation · Recent CRTC Application · The Sequel IV. Where to Now? Utility Deregulation 1. Gas Industry ~deregulation in place since the 80's ... current interest in updating Franchise Agreements 2. Hydro Industry ... Bill 35 . still unfolding .. the fun's only starting 3. Broadcasting (Cable TV) Industry ...March 1997· Regulatory Framework 4. Telecommunications (Telephone) Industry ...May 1997- Local Service is opened up 1-3 Telecommunications and Broadcasting Deregulation II Telecommunications Act II Broadcasting Act II Both Acts are adjudicated by the Canadian Radio-television and Telecommunications Commission (CRTC) II One ofthe rare occasions where Federal law has such a direct impact on Municipalities Telecom Act - Section 43 II "A Canadian carrier or distribution undertaking may enter on and break up any highway or other public place for the purpose of constructing, maintaining, or operating its transmission lines and may remain there for as long as is n~cessary for that purpose, but shall not unduly interfere with the public use and enjoyment of the highway or other public place." II "No Canadian carrier or distribution undertaking shall construct a transmission line on, over, under or along a highway or other pUblic place without the consent of the municipality or other public authority having jurisdiction over the highway or other public place." Municipalities can and cant...... II Neither the Telecommunications Act nor the CRTC, provides guidelines as to terms or conditions that municipalities can Impose II If a utility is unable to obtain consent under terms and conditions that they consider reasonable then they may apply to the Commission II Provincial Municipal Act - prevents municipalities from charging for occupying rights of way but allows the recovery of reasonable costs f"· /-- \, ( "'. 4-6 Why Deregulation? .. Competition .. will lead to -more access to new technologies _ choice of providers _ improved service for customers _ potential cost savings and....................... _ confusion _ controversy Municipal Impacts .. Gas and Hydro ~ "franchise" arrangements - one company per municipality ~each will maintain a single infrastructure system ~ competitors/other suppliers will contract to use these infrastructure systems .. Telecommunications and Cable ... no limit to the number of new companies per municipality ~ "CONVERGENCE" ... will each have a choice i.e. install their own infrastructure or contract for the use of others infrastructure ~ "FACILITIES BASED COMPETITION" Facilities Based Competition .. a CRTC promoted policy that encourages all providers to install their own infrastructure ! .. "The development of alternative distribution systems to the home is the best way to achieve sustainable competition" .. "While resale competition can help promote the development of a competitive market, it is the Commission's view that the full benefits of competition can only be realized with Facilities Based Competition." 7-9 This means................ .. the municipal role shifts from merely "accommodating" utilities in the right of way to "coordinating" utilities " potential congestion on existing rights of way .. damage to municipal infrastructure due to multiple installations and................... .. increased costs for municipalities to maintain their infrastructure working in congested rights of way .. potential municipal role "piggy in the middle" .. potential selection of preferred service providers by Developers for new rights of way " potential variations in service availability from neighbourhood to neighbourhood éll1cJ ....................... II a need to understand the dynamics of the new competitive industry and elements of businesses " a need to enter into "Municipal Access Agreements" (MAA) with a number of new companies , II potential source of new revenues / ( ( ~. 10-12 Richmond Hill // .. "Canada's fastest growing Municipality" .. over the last three years po population has grown from 97,000 to 116,000 po units registered per year +1- 2200 po building permits issued per year +1- 2400 po annual road infrastructure expansion +1- 6% .. home to a number of the GT A's most sophisticated Development companies Existing Rights of Way .. Existing Rights of Way .. approached by Metronet Communications early 99 .. negotiated an Interim Municipal Access Agreement .. highlights of the agreement · 1 year term · $30,000 annual Administration Fee · conditions outlined for designs and installations New Rights of Way .. Metrus Developments _ Ontario's largest Development firm .. As a Developer, Metrus realized that the deregulated environment provided an opportunity to ! service new subdivisions with alternative tèlecommunications and cable infrastructure (i.e. not Bell and the local cable company, Shaw) .. Ultimately ended up as a matter dealt with by the CRTC 13-15 Typical Subdivision Obligations · "The Owner shall cause or permit to be installed those facilities hereinafter itemized _ Hydro services for the lands _ cable television services for the lands _ telephone services for the lands _ natural gas services for the lands · formerly there were no options as to how the Developer would "cause or permit" the installation of utilities i.e. contractual arrangements with Bell and Shaw, the sole service providers The Common Trench · a common trench was constructed by the Developer whereby ... Bell - supplied its cable for installation but did not share in the common trench cost ... Shaw- supplied its cable for installation and did contribute 1/3 cost of the trench ... Hydro - cable and share of the cost of the trench covered by the Developer Metrus' Proposal · Mid 1998 Metrus proposed to fulfill their subdivision obligations by contracting with Futureway Communications to install a single fibre optics cable all the way to the home · Both telecommunications service and cable service would be made available by Futureway via this infrastructure · Homeowners would have a choice regarding their service provider · Any other service provider such as Bell and Shaw could pay to use the fibre optics cable to deliver their service to customers ( ( '-" 16-18 Futureway Communications , . at the time were recognized by the CRTC · their intention was to seek full CLEC status (Competitive Local Exchange Carrier) · were in the process of completing their network installation · would require full scale testing of their facilities and in particular the interconnection with Bell Richmond Hill Response · Positives......................... ~ exciting proposal - most advanced technology available right to the home (first in North America) ~ therefore higher level of service for resident ~ reduced infrastructure in the right of way · Negatives..................... ~ Futureway was an untested commodity ~ Unfamiliar technology · Treated as a legitimate application Bell and Shaw Reactions · Stated preference for their own infrastructure (claimed the Futureway technology would not work) · Company policy to not rely on other systems · Demanded access to the common trench to allow them to install their individual systems 19-21 Reactions to the Reactions - Richmond Hill - Expressed concem regarding multiple infrastructure systems _ Metrus - Refused to allow access to the Common Trench A long story short........ -In February of 1999 Bell and Shaw launched a joint application to the CRTC against Metrus and Futureway _ They sought for an immediate decision by the CRTC to direct Metrus to allow access to the common trench under the terms of the Telecommunications Act _ "Full competitive benefits can only be realized with Facilities Based Competition" Richmond Hill Submission _ Richmond Hill felt it was important to bring to the attention of the CRTC, the municipal perspective - Highlights _ municipalities have a legitimate interest to control amount. type, timing, spacing etc. of utility installations _ municipalities have a role to protect existing and future residents _concern regarding Facilities Based Competition _listed 18 questions ----'-- , \- , \.. 22-24 Richmond Hill Requested CRTC to................ a. Establish policies that would allow municipalities to maintain their ability to manage rights of way b. Establish policies that allow municipalities to set standards regarding community aesthetics c. Establish policies that support FCM's 5 principles d. Make themselves available as a resource for municipalities e. Ensure that any future policies are mindful of and assist municipalities in their role to protect residents Metrus Submission .. Its private property (lands unregistered) II The Developer has the right to contract with any supplier to deliver its subdivision obligations .. The Developer, in an effort to attract potential purchasers, constructs communities that will give a competitive edge and therefore has the right to restrict those who do not comply with the community vision. CRTC Decision · 1 page letter issued early April 99 - Bell and Shaw application denied - reasoning to follow _its private property _sections of the Telecommunications Act do not apply · 8 page explanation letter issued June 1999 _ its pñvate property _ Bell and Shaw have alternate opportunities to access the subdivision once roads are registered i.e. no longer private property _Bell and Shaw can contractto use Futureway infrastructure · All municipal issues were ignored in both letters 25-27 Metrus Reaction to CRTC Decision Ii Proceeded to install fibre optics cable Ii Delayed registration of roads until cable installed Ii Buried all street furniture - splices, pedestals etc. Bell and Shaw Reaction to CRTC Decision .. Shock . Bell Quote - "Richmond Hili now realizes the implications for Its future residents and it Is Intervening more actively to try to make sure the other utilities come In. And, we're all going to gain some experience from that. But you can just Imagine how we're all going to have to do our numbers from here on In. We and other carriers will have to decide which kinds of developments we go into and which we don't. I don't think thafs what the commission envisioned In its local competition decision" ~ Bernard Courtois , .. Bell and Shaw contacted the municipality to ascertain the terms for accessing the rights of way once they were registered Richmond Hill Reaction to CRTC Decision .. Not surprised that municipal issues were not addressed .. Short term strategy - declared that decisions would be made on a project specific basis .. Long term strategy - declared that policies would be formatted " Focused on treating all utility companies in an equitable fashion - ,r'- \. ( \.. 28-30 Declared Terms for Accessing Rights of Way .. Must enter into a Municipal Access Agreement .. Timing for installation - before bou!evard sodding or 5 years after occupancy .. Construction techniques restricted .. Designs must be improved i.e. reduced street furniture The Sequel .. Bell and Shaw agreed to all terms for accessing the municipal rights of way .. Bell and Shaw prepared designs with a 40% i reduction in street furniture ' .. Acceptable to municipal staff, however future further improvements expected .. Unacceptable to Metrus and Futureway given their 0% installation Council Decision " Matter ultimately raised before Council I .. Bell and Shaw argued historical bad , experiences with buried equipment and service interruption concerns .. Metrus argued their desire for no street clutter and the added expense they incurred " .. Council Motion - ...that Bell and Shaw be allocated up to 3 months to prepare a redesign that will see all street furniture buried underground.._. 31-33 First in Canada · Therefore any new utility installations in Richmond Hill will require a complete buried system · Timing of broad application currently being determined · Bell and Shaw are on record as stating _ they will proceed as directed for this project _ their displeasure _ imply that they maintain the right to approach the CRTC Where to Now.............. · Discussions ongoing with all utilities (old and new) to enter into Interim MAA's · Internal discussions regarding long term policy setting · Joint effort with the York Municipalities to format common standards and final MAA terms and.................. · Bi annual Ontario municipal staff meetings · American Public Works Association "Rights of Way Management" sub committee · CRTC Educational Exercise regarding Rights of Way /"- ( ( ( \ '- 34-36 Tuesday, August 24 - 8:30 a.m. - 10:00 a.m. Keeping in Touch - Public Relations in the Municipal Setting Speakers: Peter Howard, Managing Director, Sussex Strategy Group Sally Barnes, President, Enterprise Canada Group Susan Fennell, Councillor, City of Brampton \, ~, Sussex Strategy Group -~:~ 1999 AMO Annual Conference · Managing Director Sussex Strategy Group · Professionals Dedicated to Communications and Public Affairs Management · Strategic Development & Communication Audits, Training, Implementation · Where we are: Distraction Communications · Where You Can Be · How Do You Get There Pet'''- IIowAI2b. · All Politics are Local Politics · Municipal Services Have Highest Impact · Public doesn·t understand/not interested/lacks perspective · We had more money 10 years ago than we do today · No Tax Increases · 3.000 marketing messages per day · Exponential Increase in Communications Mediums - Television: S to 50+ channels - PrintlRadio - Internet - Direct Mail - Telemarketing · Decreasing Time Available to Pay Attention - Twö Family Incomes - Increasing Work Demands · Decreasing Time Available to Get Involved · Decreasing Attention to any single Media: Too Much Sussex Strategy Group != ( \ · Prime Objective: Distract You · Steal Your Attention - It's All About "Attention Share" · 3,000 marketing messages per day · Relationships are valued · Relationships are trusted · Relationships require a valued, trusted Reputation · In Communications a Reputation is a Brand · A Brand is "word of mouth" · Bottom-line: You Have a Brand - Do n e.it? · Emphasis on spectacles ~ Jerry Springer · How do you stand out? · Political · Economic Development · Municipal Administration · Civic Pride · Issues Management/Crisis Management · Lobbying ( · 1) You can try to distract people · 2) You can try to develop relationships with people · Today's mediums allow both · Distraction requires more work · Distractions require ever more sensational events · The Look · The Content · The Medium / \. Sussex Strategy Group " ( · Manage the distractions - Enhance the Relationship · Communication Audit: What are You Telling People - What You Say - How You Say It - c.g.. Notice of Municipal By-Law Sign · Benchmarks · Get Help! · Ask people how they want to communicate with you · Tell people what you've heard · Enhance Your Communication · Communications Strategy: Where do You Want to Go · Set Annual Goals - Process/operations as Communications Opportunities - DeveloplLeverage Signature Events · Assess - Monitor/measure e-mails, deputations, letters., phone-calls, meetings · Your Reputation Speaks for You · Your Reputation is Your Brand · Fundamental Question: Can You Benefit By Building Your Brand? · Communication as an Investment · Internet is the Cheapest and most cost effective form of Direct Communication · Unplanned Communications are Expensive - Planned Communications are an Investment í "'-. , NOTES FOR REMARKS BY SALLY BARNES TO A WORKSHOP ON COMMUNICATIONS THE ANNUAL CONFERENCE OF THE ASSOCIATION OF MUNICIPALITIES OF ONTARIO WESTIN HARBOUR CASTLE TUESDAY, AUG. 23,1999 SALLY BARNES Sally has spent her entire working career in the field of communications and over that 30 years has experienced at first hand the inseparable relationship between the media, politics and public opinion. She is president and a founding partner of The Enterprise Canada Group, a group of companies specializing in media and government relations, strategic planning, public policy andresearch. Her diverse career includes the following: Media: Worked as a journalist with several newspapers, including The Toronto Star, where she specialized in politics at both the federal and provincial levels, and earned broadcast experience as a reporter with CITY TV, as a regular political panelist on TVOntario and as a ftequent contributor to CBC radio and TV. Government Served as press secretary and communications advisor to Premier Bill Davis for seven years. During this time she chaired the Communications Directors Council, made up of senior communications personnel £rom all ministries and agencies and mandated to coordinate government services and improve service to the public. She also served as Chair of the Ontario Advisory Council on Women's Issues, which consulted with the public and provided advice to government that resulted in improvements in public policy impacting women. ,Y-- I i '. Politics Remains active in the political process at the riding, provincial and federal levels; was a candidate in the 1995 provincial election, assisted and supported several candidates in the most recent Ontario election and now advises various provincial MPPs and cabinet ministers on policy and communications issues. Research Has particular responsibility for Enterprise Canada Research, the most recent addition to the Enterprise Canada Group of Companies, and has been involved in extensive research projects for clients that include politicians, political parties, governments, product manufacturers and both public and private agencies and organizations. Commnnity service Her community service includes membership on the Board of Governors of Women's College Hospital. Other Sally attended Queen's University and was awarded the Southam Fellowship for Journalists, which provides for a year of study at Massey College, University of Toronto. In private life, she and her husband, Fred Ross, live in Kingston and have three children and seven grandchildren. ( '..- MAYOR MUL V ALE, LADIES AND GENTLEMEN.. IT IS A PLEASURE FOR ME TO BE HERE WITH YOU THIS MORNING. I HAVE LONG HAD A GREAT RESPECT FOR THOSE WHO SERVE THE PUBLIC AT THE MUNICIPAL LEVEL UNLIKE YOUR PROVINCIAL AND FEDERAL COUNTERPARTS, YOU ARE WITHOUT HUGE PERSONAL STAFF AND BUREACURACY. IT IS INDEED YOU AGAINST THE WORLD AT THE MUNICIPAL LEVEL AND I NEED NOT REMIND YOU THAT AT TIMES--AND ESPECIALLY IN THESE TIMES OF RESTRUCTURING--- THAT CAN BE A PARTICULAR CHALLENGE! AT THE OUTSET I WANT TO ADD A BIT TO WHAT ANN MUL V ALE HAS ALREADY TOLD YOU ABOUT ME----SO YOU CAN PUT MY REMARKS IN THE PROPER CONTEXT. I CONFESS TO BEING A POLITICAL JUNKIE AND---AS LUCK WOULD HAVE IT---I HAVE BEEN ABLE TO MAKE MY LIVING IN AND AROUND THIS CONDITION FOR MORE YEARS THAN I CARE TO MENTION. I BEGAN AS A JOURNALIST AND EVENTUALLY SPECIALIZED IN POLITICAL REPORTING. I THEN WENT TO QUEEN'S PARK TO WORK FOR BILL DAVIS AS HIS PRESS SECRETARY FOR SEVEN YEARS AND DURING THREE PROVINCIAL ELECTION CAMPAIGNS. IN THAT POSITION---AND SINCE THEN AS A PUBLIC AFFAIRS CONSULTANT- --- I HAVE HAD A FRONT ROW SEAT IN OBSERVING AND HELPING TO INFLUENCE THE INSEPARABLE, SYMBIOTIC RELATIONSHIP BETWEEN THE MEDIA, PUBLIC OPINION, POLITICAL SUCCESS AND PUBLIC POLICY MAKING. I'D LIKE TO SHARE WITH YOU SOME OF THE CONCLUSIONS I HAVE REACHED OVER MANY YEARS AS AN OBSERVER AND PLAYER IN THE PROCESS. FIRST OF ALL, THE MOST SUCCESSFUL POLITICANS ARE THOSE WHO ARE SEEN TO STAND FOR SOMETHING, WHO ARE IDENTIFIED WITH CAUSES AND PRINCIPLES---EVEN IF THEIR CAUSE ISN'T AL WAYS POPULAR AT THE TIME. { \ CONDUCT A PUBLIC OPINION POLL TODAY AND CANADIANS WILL NAME PIERRE TRUDEAU AS THEIR ALL-TIME FA VOURlTE POLITICIAN. HE MADE MANY AS MAD AS HELL BUT PEOPLE REMEMBER HIM AS SAYING WHAT HE'D DO---AND DOING WHAT HE SAID. AND TO A SIGNIFICANT DEGREE, OF COURSE, THAT'S WHY THE HARRIS TORIES HAVE WON ANOTHER MAJORITY. OVER AND OVER AGAIN IN THE MOST RECENT PROVINCIAL ELECTION CAMPAIGN WE HEARD VOTERS SAY THAT THEY DIDN'T NECESSARll- Y AGREE WITH EVERYTHING HARRIS HAD DONE---OR ESPECIALLY HOW HE HAD DONE IT --BUT BY GOD HE WAS A POLITICIAN WHO KEPT HIS WORD. AND TO MANY MEMBERS OF AN INCREASINGLY CYNICAL PUBLIC, THAT WAS DOWNRIGHT REFRESHING. I WAS ASKED TODAY TO ADDRESS THE ISSUE OF COMMUNICATING EFFECTIVELY WITH THE PUBLIC. TO BEGIN WITH, I'D LIKE TO SUGGEST THAT AS POLITICIANS AND MUNICIPAL STAFF, MARKETING SHOULD BE PART OF YOUR JOB DESCRIPTION. IF YOU ARE GOING TO BUILD PUBLIC CONFIDENCE AND CONVINCE YOUR TAXPAYERS THAT THEY ARE GETTING THEIR MONEY'S WORTH FROM THEIR MUNICIPAL GOVERNMENT YOU'RE GOING TO HAVE TO FIND EFFECTIVE MEANS OF COMMUNICATING WITH THEM. ( '. AND THIS IS A CHALLENGING AND ONGOING JOB---NOT JUST APPOINTING A CITIZEN'S ADVISORY COJl..1MITTEE, HOLDING A PUBLIC FORUM OR PLACING A FEW ADS IN THE LOCAL PAPER. EFFECTIVE COMMUNICATIONS TODAY MEANS TRYING NEW TECHNIQUES AND EMPLOYING MODERN TECHNOLOGY LIKE PROVIDING A WEB SITE THAT MAKES INFORMATION READIL Y AVAILABLE TOYOUR TAXP AYERS. BUT MANY ARE IDEAS THAT WORK BEST HAVE BEEN AROUND FOREVER AND ARE SIMPLY BASED ON COMMON SENSE. IN THE MARKETING FIELD TODAY WE TALK ABOUT BRANDING--FINDING THE NICHE FOR A PRODUCT AND DEVELOPING A MESSAGE THAT CAN BE EFFECTIVELY DELIVERED THROUGH THE USE OF VARIOUS CREATIVE MARKETING TOOLS. IN POLITICS, IT'S IMPORTANT TO ESTABLISH YOUR CORE CHARACTERISTICS--WHAT MAKES YOU DIFFERENT FROM OTHER POLITICIANS ON COUNCIL OR IN YOUR COMMUNITY? WHAT PARTICULAR ( ',,-,- ISSUES ARE YOU IDENTIFIED WITH? WHAT'S YOUR CORE CONSTITUENCY... FOR EXAMPLE, THE BUSINESS COMMUNITY, HOME AND SCHOOL ASSOCIATION, ENVIRONMENTAL GROUPS, SPORTS ASSOCIATIONS? AS WITH ANY OTHER PRODUCT THAT YOU'RE TRYING TO MARKET, IT'S IMPORTANT THAT YOUR MESSAGE IS TARGETED AND CONSISTENT. YOU CAN'T BE A CRUSADER FOR THE ENVIRONMENT ONE WEEK AND THEN SWITCH HATS BY LEADING THE CHARGE AGAINST CLEANUP OF THE LOCAL DUMP THE NEXT WEEK. TO LOSE THE AGENDA BY GETTING' OFF MESSAGE' CAN BE DISASTROUS.. .ESPECIALL Y IN AN ELECTION CAMPAIGN. FOR EXAMPLE, SOUTH OF THE BORDER, GOVERNOR GEORGE W.BUSH'S CAMPAIGN FOR PRESIDENT IS IN A TAILSPIN AT THE MOMENT BECAUSE HE HAS ALLOWED HIMSELF TO GET MIRED IN THE CONTROVERSY OVER USE OF ILLEGAL DRUGS, RELEGATING IllS MORE SERIOUS CAMPAIGN MESSAGES TO THE BACK PAGES. MORE NOTABLY, HE REFUSES TO ADDRESS THE ISSUE HEAD-ON AND THE PUBLIC IS SICK OF THE POLITICAL DOUBLESPEAK FOR WInCH THE CURRENT RESIDENT OF THE WInTE HOUSE IS P ARTICULARL Y FAMOUS. DEVELOPING AND FOCUSING ON THE MESSAGE IS ONLY PART OF THE CHALLENGE. YOU ALSO HAVE TO BE ABLE TO DELIVER WHAT YOU PROMISE... .OR AT LEAST FIGHT LIKE HELL IN THE PROCESS, INCREASINGLY, THE PUBLIC EXPECTS GOVERNMENT AND ITS REPRESENTATIVES TO KEEP THEIR WORD.. GEORGE BUSH SR., FOR EXAMPLE, WAS NEVER FORGIVEN FOR RAISING TAXES AFTER IllS FAMOUS READ-MY -LIPS DECLARATION ON NO NEW TAXES. THE CHRETIEN GOVERNMENT HAS PAID A BIG PRICE IN CREDIBILITY ANI> PUBLIC CYNCISM FOR REVERSING ITS POSITION ON THE GST AND HELICOPTERS. ANOTHER RULE IN THE MARKETING BUSINESS IS ~THAT YOU HAVE TO UNDERSTAND YOUR CUSTOMERS OR CLIENTS IF YOU'RE GOING TO COMMUNICATE WITH THEM EFFECTIVELY. c. THAT'S WHY DIRECT MARKETING IS GETTING MORE AND MORE SOPIllSICATED. THE PEOPLE IN CHARGE fi"WORKING HARDER TO FIND aM... OUT WHO THE CUSTOMERS ARE, WHAT THEY WANT, AND HOW TO DELIVER IT TO THEM AHEAD OF THE COMPETITION. IN SO-CALLED 'RELATIONSHIP MARKETING' THE PRODUCER CREATES A SPECIAL RELATIONSHIP WITH THE CUSTOMER TO ESTABLISH AND MAINTAIN LOYALTY (UNFORTUNATELTY, THE FOLKS AT EATON'S DIDN'T HAVE THE WISDOM TO ADOPT SUCH TECHNIQUES.) WE'RE SEEING RELATIONSHIP MARKETING ALL OVER THE PLACE THESE DAYS: . VETERINARIANS SAVVY IN CUSTOMER SERVICE ARE SENDING SYMPATHY CARDS TO FAMILIES THAT HAVE SUFFERED THE DEATH OF A PET. . CLEVER FLORISTS KEEP TRACK OF ANNIVERSARIES AND BIRTHDAYS AND SEND REMINDERS TO THEIR CUSTOMERS. · CLOTHING STORES SEND THEIR BEST CUSTOMERS ADVANCE NOTICE OF SPECIAL SALES. · CHARITIES SWAMP THEIR DONORS WITH EVERYTIllNG FROM CUSTOMIZED ADDRESS LABELS TO GREETING CARDS.. THEY KNOW IT'S A JUNGLE OUT THERE AND JUST HAVING A GOOD CAUSE ISN'T GOOD ENOUGH. ALL OF THIS IS SIMPLY BUILDING LOYALTY TO A PRODUCT OR AN ' ORGANIZATION. ON THE POLITICAL FRONT, THERE ARE PROS WHO HAVE C BEEN PRACTISING 'RELATIONSHIP MARKETING' LONG BEFORE IT BCAME AN INDUSTRY BUZZWORD. NO ONE WAS BETTER AT IT THAN LORNE HENDERSON, FOR MANY YEARS THE MPP AND TORY CABINET MINISTER FROM LAMBTON COUNTY NEAR SARNIA. THE STORIES ABOUT LORNE AND IllS GRASSROOTS APPROACH TO POLITICS WOULD FILL A BOOK. LITERALLY HUNDREDS OF PEOPLE EACH YEAR GOT A PERSONALIZED CARD FROM LORNE ON THEIR BIRTHDAY AT THE FEDERAL LEVEL TODAY, OBSERVERS ARE IN AWE OF FINANCE MINISTERP AUL MARTIN'S SLICK POLITICAL MACIllNE THAT MAINTAINS ONGOING PERSONAL CONTACT WITH SUPPORTERS ALL ACROSS THE COUNTRY OF COURSE HE WAS TAUGHT BY A MASTER PAUL MARTIN SENIOR WAS UNEQUALLED IN THIS KIND OF THING. AS THE LONGTIME MP FOR WINDSOR AND SENIOR MINISTER IN THE PEARSON GOVERNMENT, MR, MARTIN WOULD TAKE A WINDSOR PHONE BOOK WITH HIM WHEREVER HE TRAVELLED AND WHENEVER HE GOT A FEW SPARE MINUTES CONSTITUENTS CHOSEN AT RANDOM WOULD BE CALLED BY MR. MARTIN FROM PLACES FAR AND NEAR JUST TO BE ASKED FOR THEIR OPINIONS. WORD QUICKLY SPREAD, OF COURSE, AND MR. MARTIN'S REPUTATION " ( /,- \ GREW AS A POLITICIAN WHO CARED FOR AND LISTENED TO THE PEOPLE WHO ELECTED lllM. NOT ROCKET SCIENCE MA YBE---JUST COMMON SENSE. IT WORKED THEN-AND IT WILL WORK NOW. PEOPLE WANT YOU TO ASK THEM FOR THEIR VOTE AND THEY LIKE TO BE ASKED FOR THEIR OPINIONS BECAUSE THAT MAKES THEM FEEL IMPORTANT AND INVOLVED. IN ONTARIO TODAY, THERE IS NO ONE MORE SKILLED AT COMMUNICATIONS THAN JANET ECKER, THE NEW MINISTER OF EDUCATION. SHE KNOWS HOW TO DEAL WITH THE MEDIA AND HOW TO HONE AND DELIVER A MESSAGE THAT THE PUBLIC WILL UNDERSTAND AND ACCEPT. THIS SKILL ENABLED HER TO ESCAPE THE SHARK INFESTED WATERS OF WELFARE REFORM UNSCATHED. NOW SHE'S USING THOSE SAME COMMUNICATIONS SKILLS TO TRY TO HEAL THE GAPING WOUNDS IN THE EDUCATION COMMUNITY. SHE'S REACHING OUT AND LISTENING TO SOME OF THE GOVERNMENT'S HARSHEST CRITICS AND I HAVE EVERY CONFIDENCE SHE WILL BE ABLE TO REPAIR MUCH OF THE DAMAGE THAT HAS BEEN DONE WHILE HER TORY PREDECESSORS OCCUPIED THE MINISTER'S OFFICE. THE MESSAGE HERE IS TO TALK TO YOUR OPPONENTS AS WELL AS YOUR SUPPORTERS. OTHERWISE YOU RUN THE RISK OF ONLY HEARING WHAT YOU WANT TO HEAR---AND YOU'LL MISS THE OPPORTUNITY TO B~D COALITIONS AND MEET YOUR GOALS. REACHING VOTERS IS BECOMING MORE AND MORE DIFFICULT AS PEOPLE TUNE OUT AND TURN OFF THOSE DISTURBING THEIR PRIVACY AT THE DOOR, ON THE PHONE, VIA THE FAX AND EVEN THROUGH THE MAILS. AS A RESULT OF RESTUCTURING, POLITICIANS AND STAFF ARE FINDING MUCH LARGER JURISIDICTIONS AND DIVERSE POPULATIONS TO REPRESENT. FOR EXAMPLE, RURAL VOTERS ARE NOW BEING LUMPED IN wIlL THEIR URBAN COUSINS WHOSE POLITICAL PRIORITIES CAN BE MUCH DIFFERENT. ¡' \,,--- A TOWN HALL FORUM THAT MAY BE AN EFFECTIVE COMMUNICATION TOOL IN A RURAL AREA MAY NOT WORK WELL AT ALL IN AN INNER CITY NEIGHBOURHOOD WITH A MORE TRANSIENT AND CULTURALLY DIVERSE POPULATION. THEREFORE, THE RIGHT TOOLS HAVE TO BE DEVELOPED TO REACH THE TARGET AUDIENCE. LIKE IT OR NOT, THE NEWS MEDIA WILL CONTINUE TO BE THE GREATEST SOURCE OF INFORMATION ABOUT GOVERNMENTS, PROGRAMS AND ELECTED OFFICIALS. FOR ALL THEIR SHORTCOMINGS AND EXCESSES, THE MASS MEDIA CONSTITUTES THE MOST EFFECTIVE AND COST EFFICIENT WAY TO COMMUNICATE WITH CONSTITUENTS. WEB SITES ARE A WONDERFUL NEW TOOL FOR DISPENSING INFORMATION. THERE ARE THOSE WHO BELIEVE IN FACT THAT THE INTERNET WILL REVOLUTIONIZE THE W AYTHE MEDIA NOW COVER POLITICS --THE ARGUMENT BEING THAT SO MUCH INFORMATION WILL BE ACCESSffiLE TO THE VOTERS IN ITS RAW FORM THAT WE WON'T HAVE TO RELY ON THE MEDIA FILTER THAT OFTEN INCLUDES AS MUCH OPINION AS NEWS. i , '. WITHOUT QUESTION, AN INFORMED AND INTERESTED PUBLIC IS INTEGRAL TO SELF GOVERNANCE. BUT WHILE THE INTERNET HAS TREMENDOUS POTENTIAL IN MAKING US BETTER INFORMED VOTERS, I BELIEVE THAT THE MASS MEDIA WILL CONTINUE TO HAVE A MAJOR IMPACT OM OUR POLITICAL INSTITUTIONS FOR A LONG TIME TO COME. UNFORTUNATELY, WE ARE LIVING IN AN ERA OF TRIVIALIZATION AND CONFRONT ATION. WATERGATE BEGAN THE WARPING OF THE U.S. PRESIDENCY AND THAT HAS HAD A RIPPLE EFFECT ON EVERY ASPECT OF POLITICAL LIFE ON THIS CONTINENT AND ELSEWHERE. SUSPICION AND COVER UPS ARE NOW THE UNDERLYING THEMES OF POLITICAL REPORTAGE---FROM THE OVAL OFFICE TO THE MUNICIPAL COUNCIL CHAMBER. THE NEW SIN IS NOT THE .MISTAKE YOU MAKE--BUT THE EFFORT TO TRY AND HIDE IT. ( \ ( POLITICAL CAMPAIGNS ARE FUELLED NOT BY POLICY ISSUES BUT CONTROVERSIES---THE GAFFE WATCH AND ULTIMATE 'GOTCHA' OVER AN INFLATED EXPENSE ACCOUNT OR CONFLICT OF INTEREST CHARGE. THOSE ARE THE NEW GROUND RULES. JUST BE PREPARED. IN THIS ERA OF CORPORATE DOWNSIZING, IT IS UNFORTUNATELY THE MEDIA IN THE SMALLER COMMUNITIES THAT ARE TAKING THE BIGGEST HIT. AND AT THE VERY TIME WHEN PEOPLE WANT TO KNOW WHAT'S HAPPENING IN THEIR OWN NEIGHBOURHOODS, AT THE HOCKEY ARENA AND WITH THEIR LOCAL POLITICIANS, NEWS STAFF TO TELL THAT LOCAL STORY ARE BEING REPLACED BY SYNDICATED COLUMNISTS WHO LIVE HUNDREDS OR TIIOUSANDS OF MILES AWAY PETER HOWARD WILL HAVE MORE TO SAY ABOUT THE MEDIA IN A MOMENT. SUFFICE IT FOR ME TO PASS ALONG THESE SUGGESTIONS; IN SMALLER COMMUNITIES, IT'S ESPECIALLY IMPORTANT FOR MUNICIPAL REPRESENTATIVES TO WORK AT GETTING THEIR JI¡1ESSAGE ACROSS. LET'S SAY THERE IS ONLY ONE DAILY NEWSPAPER IN TOWN AND THE REPORTER ASSIGNED TO THE CITY HALL BEAT SEEMS TO HAVE ONLY ONE GOAL---MAKING THE WHOLE COUNCIL AND ESPECIAL Y YOU OR YOUR DEPARTMENT LOOK BAD. WELL, YOU CAN ROLL OVER AND PLAY DEAD OR YOU CAN FIGHT BACK IT IS A BIG MISTAKE TO RELY ON A SINGLE SOURCE FOR INFORMING YOUR CONSTITUENTS. EVEN IF THAT PRIMARY SOURCE IS FRIENDLY TODAY, THAT COULD ALL CHANGE TOMORROW. YOU NEED OTHER OPTIONS AND YOU NEED TO BUILD COALITIONS TO HELP YOU TACKLE TIIOSE ISSUES YOU FEEL MOST STRONGLY ABOUT. THESE COALITIONS CAN RUN THE WHOLE GAMUT ---FROM THE BUSINESS COMMUNITY TO THE LOCAL LABOUR COUNCIL AND SENIOR CITIZENS. COMMUNITY-BASED NEWSLETTERS CAN BE EXPENSIVE IF THERE IS A LARGE TARGET AUDIENCE YOU NEED TO REACH BUT OFTEN ME:MBERS OF A COALITION WILL HELP YOU PRODUCE AND DISTRIBUTE SUCH A PUBLICATION. ON ISSUES THAT AFFECT A SMALLER AREA---SUCH AS NEIGHBOURHOOD PARKING OR TRAFFIC FLOW--- YOU MAY HAVE ONLY A FEW BLOCKS TO COVER AND, AGAIN, CITIZENS WHO ARE SUPPORTING YOUR POSITION WILL GENERALLY ASSIST YOU IN YOUR LOBBYING CAMPAIGN. THESE COALITIONS CAN ALSO BE HIGHLY EFFECTIVE IN WRITING LETTERS TO THE EDITOR, ARRANGING FOR YOU TO ADDRESS COMMUNITY GROUPS, BEING INTERVIEWED BY THE LOCAL MEDIA TO SUPPORT YOUR POSITION AND CIRCULATING MATERIAL TO THEIR MEMBERS AND THEIR NEIGHBOURS. IF A THORNY ISSUE IS COMING BEFORE COUNCIL, FOR EXAMPLE, IT'S IMPORTANT THAT YOUR SUPPORTERS ARE PRESENT SO THEY CAN BE INTERVIEWED BY THE MEDIA FOLLOWING THE MEETING AND ARE PART OF THE INITIAL NEWS REPORTS ON THE ISSUE. TRYING TO PLAY CATCH- UP ON AN ISSUE OR CORRECTING ERRORS IN FACT OR INTERPRETATION IS NOT WHERE YOU WANT TO BE. IN ADDITION TO THE NEWS MEDIA WHO COVER COUNCIL MEETINGS, THERE ARE OTHER OPPORTUNITIES FOR GETTING YOUR MESSAGE OUT CABLE TELEVISION AND LOCAL RADIO STATIONS ARE USUALLY WILLING TO PROVIDE AN OPPORTUNITY FOR A DISCUSSION OF LOCAL ISSUES. ,- ¡ \ IN ADDITION, MANY ORGANIZATIONS (SUCH AS THE CHAMBER OF COMMERCE) HAVE THEIR OWN NEWSLETTERS AND WILL WELCOME ANY ARTICLE OR LETTER FROM YOU EXPLAINING THE ISSUE AND THE NEED FOR THEIR MEMBERS' SUPPORT. I'M ALSO A BIG BELIEVER IN COMMUNITY OUTREACH----HA VING A CORE OF 15 TO 20 KEY INFLUENCERS OF OPINION WITH WHOM YOU KEEP IN PERSONAL, REGULAR TOUCH ON A RANGE OF ISSUES. BY HAVING COFFEE WITH THESE INDIVIDUALS, TELEPHONING THEM PERIODICALLY, OR ARRANGING A MORE FORMAL SESSION WITH SOME OF THEIR COLLEAGUES, YOU KEEP PLUGGED IN TO WHAT'S HAPPENING AND BEING SAID IN YOUR COMMUNITY. THESE PEOPLE WILL ALSO SPREAD THE WORD THAT YOU WANT TO KNOW WHAT PEOPLE ARE SAYING AND THAT YOU LISTEN TO WHAT YOU HEAR. AND WHEN YOU NEED EXPERTISE ON A CERTAIN ISSUE, YOU'VE ALREADY SET UP A NETWORK THAT CAN BE VERY HELPFUL TO YOu. IF YOU SENSE THAT MEDIA COVERAGE IS NOT GOING TO GIVE YOU AN EVEN BREAK, THIS IS ALL THE MORE REASON WHY YOU SHOULD INFORM YOUR CORE GROUP ABOUT YOUR SIDE OF THE STORY. (/ \ AND NEVER HESITATE TO BRING PEOPLE TOGETHER---WHETHER IT'S AROUND A KITCHEN TABLE OR IN A IN A CHURCH BASEMENT OR THE COUNCIL CHAMBER YOU'VE GOT NOTHING TO LOSE BUT A LITTLE TIME--- AND MAYBE YOUR TEMPER IF YOU DON'T THRIVE ON ABUSE. LISTENING TO PEOPLE---EVEN THOSE WITH WHOM YOU HAVE LITTLE IN COMMON-SHOWS YOU'RE ACCESSffiLE AND OPEN MINDED AND THE MEDIA AND PUBLIC WILL GIVE YOU CREDIT FOR THAT. AS FOR ABUSE, THAT'S WHAT MANY TAXPAYERS TIllNK YOU'RE GETTING PAID FOR! IN TODAY'S AGE OF CORPORATE DOWNSIZING, OUR COMMUNITIES ARE CHOCK FULL OF PEOPLE WITH TIME ON THEIR HANDS AND YEARS OF EXPERIENCE AND EXPERTISE IN VARIOUS FIELDS. OUR CASH-STRAPPED MUNICIPALITIES SHOULD BE CAPITALIZING ON THAT BY INVOLVING THESE PEOPLE ON ADVISORY COMMITTEES. THE DANGER, OF COURSE, IS THE TENDENCY TO ESTABLISH THEM AND THEN NOT LISTEN TO THEM---SOMETHING THAT WILL ONLY CREATE MORE CYNICAL, FRUSTRATED AND ANGRY TAXPAYERS. ( '-~-- I'D LIKE TO TURN NOW TO THE ISSUE OF SPECIAL INTEREST GROUPS. WITHOUT QUESTION THEY ARE GETTING MORE AND MORE SOPHISTICATED AND INFLUENTIAL ON PUBLIC POLICY AT ALL LEVELS. MANY ARE WELL FINANCED AS WELL. IT SEEMS INCREASINGLY DIFFICULT TO DETERMINE THE VIEW OF THE SO- CALLED SILENT MAJORITY---PROBABL Y BECAUSE PUBLIC OPINION IS FICKLE AND SHIFTING CONSTANTLY. I BELIEVE THAT A DANGER FOR POLITICIANS IS TO BECOME TOO CLOSELY ALIGNED WITH ANY SPECIAL INTEREST GROUPS---NO MATTER HOW WELL INTENTIONED THEY ARE. FOR WHILE THEY MAY SUPPORT YOU ON ONE ISSUE, THEY CAN QUICKLY ABANDON YOU ON THE NEXT AND IT CAN GET VERY LONELY OUT ON THAT POLITICAL LIMB. THERE IS NO BETTER EXAMPLE THAN THE ONTARIO SECONDARY SCHOOL TEACHERS FEDERATION. AS YOU KNOW, THIS IS A VERY POWERFUL AND WELL FINANCED LOBBY GROUP. AND WHILE IT ONCE SUPPORTED BOTH THE LffiERALS AND NDP WITH GREAT PASSION AND HELPED ELECT THEM HERE IN ONTARIO, THE OSSTF ( THEN TURNED ON THOSE GOVERNMENTS WITH EQUAL PASSION BY THE TIME THE NEXT ELECTION TURNED AROUND. IT WOULD SEEM TO ME THAT SPECIAL IN1EREST GROUPS ARE BY DEFINITION DEDICATED TO THE CAUSE OF A PARTICULAR SEGMENT OF SOCIETY----NOT THE POPULATION IN GENERAL---AND POLITICIANS SHOULD CERTAINLY LISTEN TO THEM BUT BEWARE. DESPITE THE POWER OF SOME SPECIAL INTEREST GROUPS, I AM ENCOURAGED BY THE INCREASING SKEPTICISM AMONG THE PUBLIC AND THE MEDIA ABOUT THEIR GOALS AND METHODS OF GETTING ATTENTION THE RECENT ENCAMPMENT OF SOCIAL POLICY ACTMSTS IN A DOWNTOWN TORONTO PARK TURNED INTO A PUBLIC RELATIONS DISASTER FOR THE ORGANIZERS. WHERAS A FEW YEARS AGO THE MEDIA WOULD HAVE SIMPLY REPORTED THE SPEECHES AND FILMED THE ARRIVAL OF POLICE, THIS TIME THE FOCUS WAS ON THE FACT THAT MANY OF THOSE ARRESTED WERE IN FACT NOT HOMELESS AND THE CIDEF SPOKESPERSON WAS HOME IN BED AT THE TIME OF THE ARRESTS.. IT IS F ARFROM TIME TO BREAK OUT THE CHAMPAGNE, HOWEVER. ( '. I WAIT FOR THE DAY WHEN MEDIA PEOPLE WILL REFUSE, FOR EXAMPLE, TO REPORT THE RESULTS OF A LATEST POLL SOME GROUP HAS DONE UNTIL THAT GROUP MAKES AVAILABLE ALL THE QUESTIONS AND RESPONSES INVOLVED IN THE SURVEY---NOT JUST THOSE THEY WANT TO MAKE PUBLIC IN ORDER TO MAKE THEIR CASE IN THE COURT OF PUBLIC OPINION. AND THIS BRINGS ME TO MY LAST POINT--- THAT OF PUBLIC OPINION POLLS. EARLIER, I MENTIONED INSTINCT AND HORSE SENSE. I BELIEVE IT'S ALSO IMPORTANT TO POINT OUT THE DANGER OF ANECDOTAL EVIDENCE THAT COULD BE TAKEN AS A BAROMETER OF THE PUBLIC MOOD. LET'S FACE IT-QUR FAMILIES AND CLOSEST ASSOCIATES DON'T NECESSARILY REPRESENT THE PUBLIC. I HAVE OFTEN BEEN SHOCKED BY THE INFLUENCE A FEW PEOPLE CAN HAVE ON A CABINET MINISTER OR SENIOR BUREAUCRAT. ( \,~- ( \ THEY'D GO HOME ON A FRIDAY HAVING MADE UP THEIR:MIND AFTER LENGTHY CONSULTATION AND ON MONDAY AFTER TALKING TO THEIR RELATIVES OR FRIENDS AT THE COUNTRY CLUB OR UNION HALL THEY'D RETURN TO QUEEN'S PARK AND WE'D HAVE TO START ALL OVER AGAIN. SO HOW DO YOU GAUGE PUBLIC OPINION? WELL LET'S AGREE THAT SOMETIMES PUBLIC OPINION ISN'T THE MOST IMPORTANT THING--- THAT SOME TIMES YOU HAVE TO BE OUT IN FRONT OF THAT AND BRING THE PUBLIC ALONG WITH YOu. BUT IF YOU TRULY WANT TO DIG BELOW THE SURFACE AND FIND OUT WHAT PEOPLE ARE REALLY THINKING---AND POSSIBLY WHAT INFLUENCED THOSE CONCLUSIONS--- YOU SHOULD BE CALLING IN THE PROFESSIONALS TO LOOK AT VARIOUS OPTIONS. I KNOW, FOR EXAMPLE, THAT MANY POLITICIANS LIKE MAIL SURVEYS. THEY HELP CONVINCE YOUR CONSISTUENTS THAT YOU VALUE THEIR OPINIONS. BUT TRUTH TO TELL, MAIL RESPONSE TO SURVEYS TYPICALLY COMES FROM OLDER, LOWER INCOME HOUSEHOLDS----NOT TRULY REPRESENTATIVE OF ALL THE PEOPLE WHO LIVE IN YOUR COMMUNITY ( "'---- OTHERS WILL BE ADDRESSING THIS ISSUE OF RESEARCH. SUFFICE IT FOR ME TO SAY THAT I BELIEVE IN RESEARCH. I SIMPLY CAUTION THAT IT IS BUT ONE TOOL IN A PACKAGE OF TECHNIQUES THAT CAN BE USED EFFECTIVELY IN THE DEVELOPMENT OF PUBLIC POLICY. RESEARCH IS COMING UNDER INCREASING SCRUTINY FROM MANY DIRECTIONS AS IT BECOMES INCREASINGLY CHALLENGING TO REACH THE TARGET AUDIENCES AND TO GET THE INFORMATION THAT IS REQUIRED. AS SOMEONE WHOSE COMPANY IS INVOLVED IN THE RESEARCH BUSINESS, I WELCOME AND ENCOURAGE THAT SCRUTINY. LADIES AND GENTLEMEN, I WOULD CLOSE WITH JUST ONE LAST THOUGHT. THE PUBLIC ELECTS POLITICIANS IN TillS COUNTRY TO PROVIDE US WITH GOOD, HONEST GOVERNMENT AND illGH STANDARDS OF SERVICES WE CAN AFFORD. ,- i \. AT ELECTION TIME THE PUBLIC GETS SOMEWHAT INVOLVED IN THE ISSUES. THE REST OF THE TIME PEOPLE JUST WANT TO GET ON WITH THE JOB OF RAISING THEIR FAMILIES, PAYING THEIR MORTAGES AND TAXES AND HOPEFULLY HAVING A LITTLE TIME AND MONEY LEFT OVER FOR A BIT OF FUN ONCE IN A WIllIE THEY DON'T WANT POLITICIANS AND GOVERNMENT IN THEIR FACE. BY ELECTING PEOPLE LIKE YOU, THEY HAND YOU THE RESPONSIBILITY AND PRIVILEGE OF MANAGING THE STORE. IN TIllS HIGH STRESS WORLD, CONFLICT FATIGUE IS A COMMON MALADY THE PUBLIC RESPECTS A POLITICIAN WHO IS A REAL SCRAPPER BUT AT SOJ'vŒ POINT PEOPLE EXPECT YOU TO JUST GET ON WITH THE JOB YOU WERE ELECTED TO DO. SO YOU FOUGHT THE GOOD FIGHT ON AMALGAMATION AND LOST. NOW GET ON WITH MAKING THE NEW STRUCTURE WORK. IN SUMMARY, MY RECOMMENDATIONS ARE: · DEFINE YOURSELF AS A POLITICIAN. · STAND UP FOR WHAT YOU BELIEVE IN. · DEVELOP A SOUND J'vŒTHOD OF SEEKING ADVICE AND OPINION · LISTEN TO WHAT YOU'RE HEARING · NEVER UNDERESTIMATE THE PUBLIC'S INTELLIGENCE OR EXPECTATIONS · BEWARE SPECIAL INTEREST GROUPS · FORM COALITIONS · KNOW WHEN IT'S TIME TO MOVE ON TO YOUR NEXT ISSUE ( \ 1HANK YOU---AND BEST OF LUCK TO YOU ALL. c to 'ty Plan ing Achieve Commun P · orities [.....-=..._-' .-..... r··· " ¡ íJí~m:~I', ! nUlIlI1I ! : CITY OF UAAMPT'ON n" 'g'"' ¡ I: ¡-J ¡ ".,) Brampton is Canada One of the fastes', _ -!«/,'>,:'(;" mil!Uon in comstr~ I I] Pí/U!·t:t· ! ."d' ',! '. 3 . ¡ __ \.,,^ ..I; _,oi; I , I ) !!Ii · · year A widely dive:r$.~, population · A mixture of oldta,t"I ighbourhoøds · f O,'j ¡it Ai. B;~ 1", ..."ä..·.. " ..i"·'·"""' ·.o._.!....) ,"- _.\ ..,,,,,,..d'Y ,rr-...· B"" ,'.", '') "'''ie:,:' S"t"r"a'" 't'~ g".,. ·I·'··C":·' , ')1. ¡Ii i~' f) if,; HI ¡-liS'·'· ",t;Q·' :r·:· '-liCr ·:·a;· ,:1. ,~ i '; "",rl,;' "j,,' ,f .."",,,' ¥,,,,,, ,,' ,;',J:":i First strategic pial year ordeal Decision to updat each new Counci A vision for the management,too The 'base" docum", .. ,'" . '," , ,. ..... .. ......+. initiatives · · · · Ìì Ii, n", A/\ N¡ ie·0·,w",\ ilP\/hi,;!, ,..- " ' ! .... !.! i . '1. ... i ! '¡"..? f i ,..:: \ ,j '. ,...!. ',. .,.",.,,;1 ,J ,? ,_,' J: ':·3 Reasonable turn m· ·ont·h·s··, maxi " ," ..: 'nO" " : ,."....: ,,' ,,_..Y .. "';.-,-, K.tS.S. - make readable · · "tt·· I an ac 101 I tool · Must reflect pril community · _ wanted stake "'¿;ii ~.'<":"'::;,::,:':::"'..".':.';:,:":':':,.';':: !:m:m' I It'" "'TV 0" I "0 "V' .' .. n:v ·,lemen·.. . Make us,efu · ~ ! r'8str"u' .. " .!'. ~:,>,,/ '¡, ,','0' , "d . '^">""~"'·."...d" '" unparallel,eda, + 4ß"~ strategy P"")Li U¡ ¡ ""","'" . :.) '........: '..:,' , '; .. ," ...... .)F ",'""",, '''' A H' · i \' ¡ 8'i r,rr;fl'''IS'i (' .'0' '",J ,J ,",:',,:, ._JJ "j>::":",,.) I . Issues Provincia Growth, . . · Strategic plannif1 essential to our sue [J f.I_ ..' ..! , . , ,. ~¡U!: ~poU'.. ,I'.d'n"'t b,'e< Ie:' elTY of ORI>!. ONV" ,- " .. .... ... .... .. .~~, R .~, .1..' . ) e.e .Vli. "I··iSi·"·".I·'. ni" ;g../"....'; ('" ",,,,,,,,,1 \ ;/ ¡.,,', í ¡ , 1 ',,_.,' 1 I I 'J' ¡ ",' I I ~ .' ¡ ,;'I ,r . I ", ,.,~ -,' "j. " ,'.,; " '.',,' -~", , .... ., -', " } ",.",,/ · Confirmed 0 strategic I · Recognizl municipal · We knew answers · We thought help.. . ~_." ~ /"'li!!I"'" -1:. ...11" Pi.....i'··.,...'I.!;·.' '.Gi' ,,¡¡ill., ',' ' ./ ' , " '; , ,;,'''j Ilutlllll I, ¡.",:,_'t:/'-,.- ,Y,,) ',~' "",'/ ciTY of DRA""PTON ,J ..........-...~~,.it........=....:, (---"., · Conducted a ful workshop/visioning Led by P.. rofessior:'¡ ],,> ,i,,/,; . un./,' 'U'/' , '/-: :,.J:;.I;¡m!:; . " ,"',';::']>" Over 200 invitees..fl community sectors - taxpayers, busin~ ..... seniors, labour, A commitmenttcl community I ceived insightflJ /'---------., s········· ·,tiSf kl /e..···h.··· 10" , j I ¡" ¡ r ''''J':' ¡ "." ... /- ,'¡ I _ ,,,,l r - i -', _ ,;'! ............. ....... . ..... .. ... ,- .. . Ad' .. ..// /' IV', llic··..e··.. t'"'' '>', ¡,;,j ~l .1 1,..",,)/ <:,::,:,:,:: . . .~\ S.. I, ¡i".j .' . J ,.."". 'I ,,' ,," . \~'rr VI /1~I("e"" ..n;;;,j' ~<.J . ,,/ ,j ~> >:,>l S·t' d" '....'" "'I !; ¡\}i .".··IIUI Ii 1/ . J >, \.j ¡" ".n,;) .,.,.... ·.mi'· "I '.,_,~' ...., .' ./ ,¡ Looking for indicators WasB What do we improve? Did we me6 objectives? ndle · · · · nr,....gi'...'...... ¡ .:; . i ,Ii' To use t into the budget ~ determine alloca; .. Ii J Pi)O'~ ~-' ..{.."..D : i ;.~ . 1 r~ To uset into the strategl process To formulate 2. 3. corporate _ß~_ï .-_..... ....lR\-'." ·m- ··u· ·n· 'I-··C' . a···· ·t···.·...··' 1111111111 : :.:,:.',. '-, : !: : .. : " _ -, " : ";.:: cl·~~~~I~I_BRA-~þT~-:N ' ,; ,:;') ,.,",,' j:: ,':-'/ ''.,:'';'.-.';', be ill poll -- 5,00 horn -- 10iO quat regional Telephone r'and'Qm :" '~ ; " ¡< : ;" ,; ." i ,¡ ~'"" ,;J ",¡ ,j,)",;',) T""hi I' )',.;, , .1' .' riº' ! ,J.."jQ E·, r'O,."... ., :' n' ¡V·· ¡Ii rr'Qf in' ' "I"""",,!.1 ,jJ J j, 'h"~/; J ,¡ This w . . · One person .,ffij~~åi· . , e' ···iY¡.'·· e., 1 IIUlIIIII '! , " .,," .\].1 , . / ",',' ....., ciTY OP BRAMPTON ' ,'~. Ci'" "'Q' 'n·/ :Ci' 'r'8,·,,··'t,· :8'" : ,,/ : ) ji 'j ¡ :)'ii~ Co m m unity inf1}l.tit revitalization . Heritage Theatrl revital ization Community input excellence . ,. Incorporated imt Corners tomes · · · · /~--'\ mina ptn . I ~~,nr~I" ,.inimize (eli mU1I1I1I III 'UUlIO ~ G'. OF rñT~nrnnr~tArl poli âJmm nnAMPTON B: Ie"" 'n" 'ìe' ,f';-I':t:'$" j' "."."J ¡ ¡ ',-,.m,..' [,: ¡, ",' "J,,,,,,,,,,) ",'",J ,j j ','ðl j' j', ,I,:', ;'_'" j Clear com esse nti a I Must of commu Community tictz:ation Commun direction · · · · /~, " ." (e' ~(v,", f- Y;:."·'" >'-'.';',¡. '>".: 0::., L ,..:j>:H';::- dh þ.-, ,.,.,.._,_Y." ,.".", , ..,.) r .': :~,,':,i'-_:-;::::_l;:i: ;""'''':::.-'''''';','.: Council & staffc, essential 'h t" ï ""',' ! ( i ,} "" I" , f I ) p"" ; f ¡ai, · Seek substantiv · encourage stak form.a.I: su benchmark fEiiJœ , Set mr ' il!\a,e.u,ra' ·b'...I.:~ .. ". ...,Q _____:~ .,.,: _.. ...-.___~._.Y':. Get pr'ofess,iO,R Do · · · i ft.' [ t plan ....111 . :HIIIIII.. UUIII G'. OF ~"^Möbk at it after /"---"'- T""f"'hi I rle; ßRAMPTON Tuesday, August 24 - 8:30 a.m. -10:00 a.m. Tickets, please!: An Update on the POA Transfer Project: Speakers: Mike Burke, City Solicitor and Managing Director, Corporate Services, City of North Bay Phyllis Carlyle Solicitor, Region of York John Craig, Clerk, City of Barrie Inez Diamond-Gleeson. Municipal Liaison, POA Transfer Project, Ministry of the Attorney General i ,- 08/15/1999 12:27 CITY OF NORTH BAY PAGE 02 f\\1~ ~ ASSOCIATION OF MUNICIPALITIES OF ONTARIO 705-4954353 j ( "IlCKETS PLEASE" PROVINCIAL OFFENCES ADMINISTRATION CENfRES IN MUNICIPAL HANDS 1. FINANCIAL RESULTS Lest there be any mistake as to our motivation for being the first municipality to coming involved in this program, the financial results will be reviewed first. It is worth noting first though, that while the POA Transfer Office recognizes that this revenue was a trade off for other costs received from the Province, other Attorney General staff view the revenue as found money for the City. This tends to create difficulties in reviewing transfers of equipment and furniture or in addressing administrative functions, since the City is regarded as having all of this extra money now. We have had an opportunity to review the first financial and operational for our first 3.5 months. This may not be a representative period and there are a few surprises, and, we hope, some explanation and review of methods of operation. 1. Revenues accounted for to date are matching the 1998 results so far. 1998 itself was higher than the previous several years. There have been several police traffic initiatives which can have a large impact on the revenue figures and on the workload 2. Expenses are more than was originally forecast by the Province, although they had warned us, and we had assumed, that their estimates were based on their own, very mature, operation and that our expenses would be higher. ... l Weare looking forward to an end of July audit and to identifying and implementing ways to solve the expense issues. In any case, we are always comforted by the availability of the exit strategy, of one year's notice to the Province, should that ever be necessary. 1 08/16/1999 12:27 705-4954353 CITY OF NORTH BAY PAGE 03 2. PROSECUTOR'S ROLE - Part III OFFENCES In our view this represents the only major jurisdictional difficulty in this matter. Originally, municipalities were to prosecute all Part III offences except certain limited exceptions. For some reason the Province decided that it had to retain control of all Part III offences. This has lead to serious duplication of effort, additional cost to the municipality, as seen by the Part III costs identified above and unnecessary confusion of the public as they are referred from one office to the next. We are also concerned that one day a victim will see a Part III offence dismissed due to the absence of a prosecutor, while a municipal prosecutor is sitting at the counsel table and we regard this as wrong. Provincial Part III prosecutions, should be treated as originally intended. The great majority of Part III offences do not involve any particular matter of provincial concern. They are treated in the same manner by the judiciary, no matter who is doing the prosecuting, and many municipal prosecutors are a1. least as qualified as the Provincial prosecutors. This should be a matter of Regional approval, so that the Regional or District Crown Attorney can satisfy themselves with the level of expertise and avoid this urmecessary ( expense, frustration, inconvenience and lost time for both provincial and . .. municipal staff in dealing with the hundreds of calls over it - and that is just for our small operation. 3. ADMINISTRATIVE CHARGES/OVERHEAD/COURT SECURITY Each Court Service Area will [md its own fonnula to make the program work. For us, the political quid pro quo for assuming the management and risk of the program was sharing the costs of courthouse security. This was downloaded to the host municipality by the Peterson government and has continued to be a thorn. The rural municipalities readily accepted the principle of sharing this cost, (rather than an administrative or management fee), given its inherent fairness of sharing a cost, the need for which the whole area contributes to through its share of those using the courthouse, 4. BASIS OF SHARING AND MUNICIPAL PARTNERS North Bay and its twenty-three municipal partners agree to share on a per capita basis after the out of pocket clerical and prosecution costs were paid and after courthouse security costs were paid. No charge was made i I " 2 08/16/1999 12:27 705-4954353 CITY OF NORTH BAY PAGE 04 ( for the PO A Manager or for the cost of the original implementation of the program. We had a potential competing proposal trom the second largest municipality in our court service area, so this issue was not without its sensitivities. Notwithstanding this scenario, we proceeded with full disclosure at all times of our plans and our intentions. In order to avoid the provincial concern over artificial revenue enhancement and my own awareness that the municipalities on the major highways would provide the most lucrative source of revenue, we changed from a geographic base of the source of the ticket to a strictly per capita sharing basis. To avoid even the perception of political involvement of the Councillors in the administration of justice, we bOITowed the idea trom York of a CAO Review committee of the 3 largest municipalities fÌ'om Nipissing and one CAO each fÌ'om the shoulder municipalities of Parry Sound and Sudbury. CAO's are very aware of both the fmancial demands of running a system such as this and the political realities which have to be addressed or which can be massaged as required to meet the sensitivities of each area. ( \ 5. C.R.F. FUND The Province has indicated that the POA revenue would be reduced from the C.RF. grant. It is important that this reduction be made based on the municipal accounting of the costs and not on the estimated provincial accounting of the costs if the North Bay experience is representative of elsewhere. There have been significant additional costs which were not represented by the C.R.F. calculations or the original exit audit and if preliminary figures are to be believed, some wild fluctuations !Tom the estimates. 6. JUSTICES OF THE PEACE ~... It is interesting that provinces across the country are struggling with what to do about this "entry" level of justice, where there is the need for everything trom the fair administrative processing of entry documents to the full-blown judicial role of hearing trials. Some provinces have abolished Justices of the Peace, others have kept them, while others are moving to a new position called Hearing Officers, as a necessary ingredient to the fair and efficient administration of justice. 3 08/16/1999 12:27 705-4954353 CITY OF NORTH BAY PAGE 05 Obtaining a JP is an issue with respect to scheduling time for trials insofar { as the trials are important to bring forward on a timely basis. So Justices of the Peace need to be available and to be made available by the Province. Another matter, of "walk in guilty" pleas, has been resolved in North Bay. We have considered various alternatives but have arranged for fax back confinnation of the original of the Certificate of Offence to and trom the courthouse. 7. USE OF COURrnOUSE SPACE North Bay was fortunate enough to be allowed to assume the operation of the Provincial Offences Act Administration Centre at its existing location in the Court House. This ensured some backup assistance at a supervisory level and has ensured that the public has, by and large, not been confused by the transfer of responsibility. There has been some confusion in that payments are now made by mail to City Hall. Accordingly, some people show up at City Hall to make the payments and are readily accommodated. However, if they have any questions about their ticket, or wish to deal with the Clerks on administrative issues, then they do have to go over to the Court House. We hope to bring them into the City Hall space in September. ( '. 8. EXIT AUDIT ACCURACY The Exit Audit was conducted in North Bay on an overly technical basis and came to the conclusion that only 1.25 clerical people were required. Notwithstanding their estimate, we continued to believe that it represented the time of at least two to three people. In fact, we have found that it represents the time of up to 3.2 people. The expectation level of our municipal partners and our inaugural budget was prepared based on our own estimates and not on the Exit Audit advice. This may have been more difficult in North Bay in that there was no assumption of existing employees but rather, new employees were put in place to do the work. Due to an inflexible provincial telephone system POA clerical staff have been obliged to act as a switchboard for the courthouse, fielding all calls without provincial staff assistance· a particular difficulty when the staff were new to the courthouse and learning the POA job itself. We are still suspicious that this was a fail-safe plot to ensure we would not stay long at the Court House. It has worked and we will be in City Hall by September. 4 08/16/1999 12:27 705-4954353 CITY OF NORTH BAY PAGE 06 9. PART "II" PARKING TICKETS & PART "IV" TRAFFIC EDUCATION INITIATIVES r \. A number of municipalities have raised questions about Part II Parking Tickets. In our view, these have already been with mWlicipal administration and should not be shared, but rather maintained within the administration of each municipality. For us it represents the revenue fÌ"om 30,000 parking tickets per year, or about 500,000. Some municipalities, including North Bay and West Nipissing have also undertaken traffic education initiatives where a Part I POA Ticket for a minor offence is cancelled before it enters the Court administration stream based on a voluntary payment from the defendant and the participation in an education exercise. This has been very favourably received by the populous in that it does not affect their insurance rates. We are monitoring its effect to detennine whether it will have an undue impact on the overall sharing of overall revenue. To date it appears to represent about 4-5% of the overall revenues and, hence, is not a serious issue. 1 O. INFORMATION TECHNOLOGY There is a need for clarity of communication in this area. As one of the last issues to be addressed, it can suffer from last minute miscommunication. In North Bay we installed an unnecessary Fire Wall at a cost of 8,000 over a concern of access through the provincial go-net system to our own IT system. We have chalked it up to experience and we now do have a more up to date fire wall technology in our overall system 11. ENFORCEMENT AGENCY LIAISON COMMIITEE This was a bit of an organizational exercise which served to introduce us to all the enforcement people who would be looking to us. The MTO has chosen to continue to prosecute its own offences, which has reduced the burden on us, but we still receive their revenue. Had this not been the case the provincial estimate of the time required for a prosecutor would have been low by about 33%. ( '-~..- 5 08/16/1999 12:27 705-4954353 CITY OF NORTH BAY PAGE 07 12. PROVINCIAL SUPPORT AND TRAINING There is an art and a science to managing the court and fine system. The co-ordinators whom we dealt with understood both aspects and have provided excellent service, advice, action as required and training. The training does tend to lean towards the academic side however. If you have new people involved, you should ask for lor 2 week's practical training at the counter, to go along with the classroom exercises. The Province has been very supportive, as we have asked for their assistance, to help with any gaps or sudden illnesses, which can throw a small operation such as ours for a loop. CONCLUSION We are still on the learning curve and we think the project can be made to work. However, to work properly, we think the issue of Part III prosecutions has to be revisited and the municipal cost sharing and administrative time and costs to be fairly recognized for CRF purposes. ( "'.... Michael Burke City Solicitor City Of North Bay W;\SOUCIT\SOLfO.\2'.\VPI) 6 ( ( PHYLLIS L. CARLYLE Regional Solicitor Commissioner of Corporate and Legal Services The Regional Municipality of York 17250 Yonge St....t New1114rket, Ontario L3Y 621 Tel: (905) 895-1231 X 1400 1-877-G04-YORK (1-877-464-9675) Fax: (905) 895-3768 Internet: WWUI.region.york.on.ca / , \--, YORK REGION COURTS rNTERMUNICIP AL AGREEMENT This Agreement made the _ day of . 1999 B ETW EEN: THE CORPORATION OF THE TOWN OF AURORA (hereinafter caUed "Aurora") - and- THE CORPORATION OF THE TOWN OF EAST CdILLIMBURY (hereinafter called "East Gwillimbury") -and- THE CORPORATION OF THE TOWN OF GEORGINA (hereinafter caJled uGeorgina") ~. -and - THE CORPORATION OF THE TOWNSHIP OF KlNG (hereinafter called "King") - and- THE CORPORATION OF THE TOWN OF MARKHAM (hereinafter caUed "Markham") -and - THE CORPORATION OF THE TOWN OF NEWMARKET (hereinafter called "Newmarket") - and- THE CORPORATION OF THE TOWN OF RICHMOND HILL (hereinafter called "Richmond HiU") - and- THE CORPORATION OF THE CITY OF VAUGHAN (hereinafter called "Vaughan") - and- THE CORPORATION OF THE TOWN OF WHITCHURCH-STOUFFVILLE (hereinafter caUed "Whitchurch-SrouffviIle") - and- THE REGIONAL MUNICIPALITY OF YORK (hereinatier caUed "the Region") OF THE FIRST PART OF THE SECOND PART OFTHE THIRD PART OF THE FOCRTH PA.RT OF THE FIFTH PART c OF THE SIXTH PART OF THE SEVENTH PART OFTHE EIGHTH PART OF THE NINTH PART OF THE TENTH PART 2 ( WHEREAS Section 176 under Part X of the Provincial Offences Act (R.S.O. 1990, c.P. 33, as amended) (the "POA ") authorizes a group of municipalities to enter into an agreement with the Attorney General to perfonn court administration and court support functions, and to conduct prosecutions under Parts I and II of the POA as well as certain proceedings under the Contraventions Act (Canada); AND WHEREAS the parties intend to enter into such an agreement; AND WHEREAS the parties wish to j oindy undertake the Provincial Offences Court administration, support and prosecution functions in York Region by means of a Joint Board of Management composed of the parties hereto and engaging the Region to administer the above functions under the direction of a Joint Board. AND WHEREAS Section 141 0 f the Regional Municipalities Act (R.S. O. 1990. c.R.8, as amended) authorizes a Regional Corporation and any area municipality to enter into agreements for the use within any part of the Regional Area of the services of their respective officers, employees and equipment on any such terms and conditions as the Councils deem necessary; -.. AND WHEREAS the Councils of the parties wish to establish terms and conditions for the use by the area municipalities of officers and employees of the Region for purposes of conducting prosecutions, as more particularly detailed herein; NOW THEREFORE in'consideration of the premises, mutual covenants and conditions herein contained. the parties hereto AGREE AS FOLLOWS: DeÍmirions In this Agreement, the following words shall have the meanings assigned herein: "Area Municipality" shall mean an Area Municipality who is a party to this Agreement. "Board" shall mean the Joint Board of Management of the York Region Courts as established by this Agreement. "Court" shall mean the facility located in the Tannery Mall. Newmarket or such other facility as approved pursuant to the tenns of this Agreement. "Local Prosecutions" means prosecutions and appeals that are conducted by a Municipality with regard to its own by- laws and includes prosecutions and appeals conducted in relation to the Building and Fire Codes and any other matters that a municipality is authorized by law to prosecute. "Municipality" shall mean all of the parties to this Agreement. "Program" shall mean the court administration, support and prosecution services to be provided by the Region pursuant to this Agreement. "Senior Prosecutor" shall mean the person designated by the Board to De responsible for prosecutions. "Transfer Agreement" shall mean the Memorandum of Understanding and the Local Side Agreement entered into between the Municipalities and the Attorney General under Part X of the POA, together with amendments thereto. c 3 Roles 1. 1 The role of the Board is to provide a forum for the Municipalities to coordinate the performance of their obligations in relation to the Transfer Agreement and to provide direction to the Region in relation to matters specifically provided for in this Agreement and in relation to policy and procedural matters generally regarding the provision of the Program. 1.2 The role of the Region is to undertake the Program to provide court administration. court support and prosecution of offences under the POA on behalf of the Municipalities pursuant to the provisions of this Agreement and to the standards set forth in the Transfer Agreement. . 2. Establislunent of Joint Board ~, 2.1 A joint board of management is hereby formed for the purposes set forth in this Agreement. 2.2 The board shall be called the "Joint Board of Management of the York Region Courts". ? ' _.~ The Board shall total.ten (10) members, composed of one (I) staff person appointed by the Council of each Municipality. 2.4 Any member may be removed or replaced at any time by the Municipality on whose behalf the member was appointed. 2.5 No person who conducts prosecutions for any Municipality shall be a member of the Board. This restriction does not apply if the conducting of prosecutions is not a normal or significant component of the person' sjob description or workplace responsibility. ( 2.6 Each member's appointment shall expire three (3) months after the general municipal elections are held. 2.7 The Board shall prepare a report outlining the Board's activities to the Municipalities' Councils a minimum of two (2) times per year. 2.8 The Board shall elect a Chair and Vice-Chair annually from its members. Each shall serve for a one (1) year term, unless a shorter term is determined by the Board. and may be re-elected to serve for subsequent terms. The person in each position, if not removed or replaced under paragraph 2.4, shall continue in the position until the meeting next following the end of the one (I) year term which shall be held not later than three (3) months after the term. 2.9 The Board shall meet at least four (4) times a year and otherwise at the call of the Chair or any two (2) members of the Board. 2.10 A majority of the Board members shall constitute a quorum and all matters (unless provided to the contrary elsewhere in this agreement) shall be decided by a majority vote of the members attending, each of whom shall have one (I) vote including the Chair. In the event of a tie vote. the matter shall be deemed to have been denied or refused. ( \ '- 4 2.11 The agenda shall be set by the Chair in consultation with the Director of the Program. Any member may add an item to the agenda by notice circulated with the agenda Or separately, or by majority vote of all members present. 2.12 Notice of meetings shall be provided by fa.,<ing the agenda to each member not less than two business days prior to the meeting. Special meetings may be called without notice by a majority vote of all members achieved through a telephone or FAX poll by the Chair, or by the Director at the request of the Chair. 3. General Responsibility of the Recion 3.1 The Region shall: i) Perfonn court administration and court support functions as more particularly described in the Transfer Agreement. ., ii) Conduct prosecutions, subject to Section 4. iii) Collect all fmes arising from the Program. iv) Distribute the net rev~nue from fmes and other income it may receive to the Municipalities as provided in this Agreement. v) Maintain adequate and appropriate records and accounts for purposes of audit. for purposes of reporting to and review by the Board and Municipalities, and to meet the requirements of the Transfer Agreement. vi) Provide .and maintain court facilities and equipment that are adequate and appropriate for the existing needs of the Program, including the operation and management of any existing court facilities transferted to the Municipalities by the Transfer Agreement. vii) Plan for expansion of the Program through the provision of court facilities and equipment and court support functions for the pro'gram within York Region, including making recommendations to the Board on provision of facilities and services in the more generally urbanized south part of the Region. viii) Should a plan for expansion of the Program be approved by the Board and Municipalities under the terms of this Agreement, the Region shall implement the plan. ix) Report to each Board member monthly on activities respecting that member's Municipality, including charges laid and disposed of, fine revenue collected, and the status of collections. x) Ensure adequate staff support for the Program in the manner provided for in this Agreement, 4. Municiual Prosecution 4.1 The Region is authorized to conduct prosecutions on behalf of each Municipality and for such purposes the Region and persons it employs or retains to conduct prosecutions are deemed to be agents of the respective Municipality. Suèh authorization does not include Local Prosecutions or as may be otherwise limited by this agreement. ( \ 5 4.2 Notwithstanding the obligation of the Region to conduct prosecutions, any Municipality may, at its expense. use its own staff, agent or counsel to conduct Local Prosecutions, provided that the Municipality adheres to the standards for prosecutions set out in the Transfer Agreement other than respecting the Conflict of Interest Guidelines as noted in paragraph 12.2 herein. There shall be no charge for use of cout! facilities, nor any other charge or fee levied against a Municipality arising out of such prosecution or appeal. 4.3 A Municipality that decides. after execution of this Agreement. to conduct all of its Local Prosecutions. shall inform the Board six (6) months before the effective date. 4.4 If a Municipality wishes to conduct a Local Prosecution in relation to a specific matter. it shall so inform the Senior Prosecutor prior to the first appearance held in relation to that matter. The Municipality will respond to any defendant's appeal(s) in such matters and will have the sole right to appeal decisions relating to such matters. 4.5 It shall be the responsibility of the Senior Prosecutor to advise each Municipality of the process respecting each Provincial Offences Act matter relating to that Municipality after each step in the process thereof. including the fIrst appearance. the trial and the notice..Ç>f appeal. if any. in accordance with the protocol established under paragraph 4.11. 4.6 If a Municipality detennines that it does not wish to conduct a Local Prosecution. it shall be the responsibility of the Municipality to forward a trial brief in a tòrm that is satisfactory to the Senior Prosecutor prior to the fIrst appearance in th~t regard. The decision thereafter as to whether there is sufficient evidence to proceed and as to the conduct, of the prosecution shall be at the discretion of the Senior Prosecutor and the Municipality shall provide such wimesses &om its staff as the Senior Prosecutor may reasonably require. 4.7 In the event that a prosecution other than a Local Prosecution is unsuccessful, either the Senior Prosecutor or the Municipality involved may file an appeal. The Municipality shall have the right to conduct an appeal on its own behalf or in place of the Senior Prosecutor if it so wishes, but shall not have the right (if the Senior Prosecutor determines not to appeal) to require the Senior Prosecutor to conduct an appeal. ( 4.8 Any complaints or concerns that may arise in relation to the Region' s prosecutors~viIl be forwarded to the Senior Prosecutor who will in turn repot! to the Regional Solicitor. The Regional Solicitor shall repot! any complaints to the Board at each regular Board Meeting. 4.9 Any complaints or concerns that may rise in relation to a Municipality's prosecutor will be forwarded to the person designated by the Municipality to .receive complamts. The Board shall be advised of all such- complaints. 4.10 Any repot! respecting a complaint shall indicate whether or not the complaint was substantiated. 4.11 The patties hereto acknowledge that sharing the prosecution function amongst the Region and the Municipalities may result in the need for communication between the Senior Prosecuror and the Municipal prosecutors for the purpose of ensuting compliance with the Transfer Agreement and that a uniform prosecution policy evolves in relation to the Program. The panies commit herein to engaging in such communication. The Board shall develop a protocol for such purposes. 5. Accessible Locations for Fine PaYment The parties agree to establish procedures to enable fme payment at various locations throughout York Region, including the respective municipal offices if practicable. 6 S. POA Pt. II - Parking 6.1 First Attendance Those parties who have not entered into an agreement respecting first attendance facilities with the Attorney General under Part II of the POA hereby undenake to use their best efforts to negotiate aild execute such agreements. 6.2 First Attendance Facilities First attendance facilities for POA Pt. II - parking matters - shall be supplied by the Area Municipalities at no cost to the Program. 6.3 Court Scheduling and Collections Those parties who have. not entered into an agreement œ,specting court scheduling and collections with the Attorney General under Part II of the POA agree to review and consider entering into such agreement. 7. Budget 7.1 The Region shall prepare an annual budget for the Program setting out the estimated operating and capital costs. and projected revenue from tÏI1es, fees, applicable grants, subsidies and other revenues. The budget shall be submitted to the Board for approval. Following Board approval, the budget shall be submitted to the Regional Council for approval 7.2 The operating budget shall be based on the budgeting parameters of the Region. This includes, but is not limited to. wages, salaries, benefits and purchasing and tendering policies and procedures. 7.3 Operational and capital expenditures greater than S lOO.OOO. and leasing ofreal property, must be approved by a majority vote of the Board that includes the Board member representing the Region and Board members representing Area Municipalities containing a majority of electors in York Region before being forwarded to Regional Council for approvaL 8. ADPortionment of Costs and Revenue 8.1 Each Municipality shall receive fine revenue it is entitled to by law including, but not limited to, S. 324 of the Municipal Act or S.136 of the Regional Municipalities Act. S. 67.1 of the Planning Act, S.360fthe Building Code Act. S. 178 of the Environmental Protection Act. and the Fire Protection and Prevention Act. or any successors thereto and including any such revenue that may by law be directed to municipalities in future. 8.2 The Region shall receive all gross revenue from charges laid by the York Regional Police under the Highway Traffic Act. 8.3 The Area Municipalities shall receive all other ,revenue of the Program, less those amounts required by law to be disttibuted to other public authorities. Such revenue shall be disttibuted quarterly to each Area Municipality in proportions based on their respective annual Regional levy. ( 8.4 Accounts receivable transferred from the Province shall be disttibuted, when collected, as outlined above. 7 8A The Region shall be responsible for a1l costs and expenses of the Program. ( , 8.5 An annual adjustment to the share of each Area Municipality shall occur in the month following the fmal determination of the annual Regional levy. 9. Administration 9.1 The Region shall provide the administrative home office of the Board and administrative support services to the Board. 9.2 The Region shall provide the following services for the Program pursuant to the direction of the Board, on behalf of all the Municipalities: i) Human Resources support including: -. recruitment training recommendation to the Board respecting appropriate job descriptions and compensation ii) Property office space. supplies and equipment. including such computer equipment and facilities as may be required in the Transfer Agreement ( lease· negotiation: property acquisition services propeny management support, including any existing court facilities transtèrred to the Municipalities by the Transfer Agreement iii) Treasury accounting and bookkeeping payroll distribution of revenues and provision of related reports iv) Computer and Technology Support v) Audit vii) Purchasing and Facilities Management services in accordance with the Region's purchasing and tendering policies and procedures. 9.3 The Region is hereby authorized to execute any documents and agreements on behalf of the Board which have been authorized by the Board, and the Council of the Region shall authorize the proper signing officers to execute all documents and agreements which have been authorized by the Board. , ~ 8 10. Pronerrv 10. I Title to any land. buildings. equipment. machinery or other chattels Or any interest therein to be acquired for purposes of the Program shall be in the name of the Region. 10.2 The Region shall not dispose of any equipment. machinery or other chattels with a book value greater than 530.000.00. nor of any real property, acquired for purposes of the Program, without consent or direction of the Board. 10.3 Proceeds of any such disposition. to the extent determined by the Board not to be required for purposes of the Program. shall be apportioned to the parties in the same proportions" as revenues are apportioned under paragraph 7 in the year preceding such disposition. I!. ll.! iI.2 11.3 11.'1 11.5 12. 12.1 12.2 13. /' ( ,-. StaffIng ~. The Region shall recruit a Director for the Board's approval and shall hire the person selected by the Board. Thereafter, the Director shall have his or her performance reviewed by and hold office at the pleasure of the Board and pursuant to the policies and practices of the Region. The Director shall be re,sponsible !òr overall administration of the functions ro be carried out by the Region pursuant to this agreement and shall serve as Secretary to the Board. The Senior Prosecutor shaIl report to the Director on administrative matters and to the Region Solicitor on other matters. The Director shall forthwith prepare a management plan including a proposed administrative structure for approval by the Board. A sample administrative structure is shown on Appendix "A", but the Director may make any recommendation he or she believes would be most appropriate and effIcient. Staffmg shall be completed pursuant to the administrative structure as finally approved by the Board and the Region shall hire or provide staff for such purposes. Conflict of Interest Guidelines The Municipalities agree to apply the Conflict of Interest Guidelines attached as Schedule "C" to this Agreement to those functions being transferred to them under the Transfer Agreement. For purposes of clarification, it is noted that Local Prosecutions, since they are not being transferred. are not subject to the Conflict of Interest Guidelines. A municipality may adopt the Conflict of Interest Guidelines for its Local Prosecutions. Treasurv The Region, on behalf of the Municipalities and the Board, shall keep fuIl and accurate books of account in which shall be recorded all receipts and disbursements of the Program and shall deposit all monies with respect to the operation of the Program in a special bank account or accounts designated for that purpose and shall render to the Board at meetings thereof, or whenever required, an account of all transactions and of the fmancial position of the Program. 9 14. Insurance The Region in consultation with the other parnes, will an-ange for the issue of policies of insurance to protect assets acquired for purposes of the Program that are in the care, custody and control of the Region £rom physical loss or damage and for protecting the Board, the parnes hereto and employees undertaking the functions of the Program against legal liability that may result £rom the activities and operations of the Program and the Board and to ensure that all policies of insurance are endorsed to provide that all parties to this Agreement are named as additional insureds. 15. Indemnity The Region agrees to indemnifY and save hamùess each Area ylunicipality and the members of the Board from and against all actions, causes of action, losses, liens, damages, suits. judgements. awards, orders, claims, fines, costs and <iemands whatsoever which ma)'oarise either directly or indirectly, by reason of or as a consequence of or in any way related to the Region' s obligations under this Agreement or any action or actions properly taken hereunder. 16. Resolution of DisDutes , 16.1 "Three Tiered Dispute Resolution The Municipalities agree that any dispute, controversies, claims or questions or other matters arising out of or relating to this Agreement which cannot be resolved in the fll'St instance by direct discussions between the members of the Board shall be referred for dispute resolution by High Level Negotiation. Mediation or . Binding Arbitration in the manner hereinafter described. For greater certainty, a matter in dispute may be referenced by a Municipality to dispute resolution under the provisions of this Pan 16 by the delivety of a Notice Requesting Dispute Resolution to the other Municipalities which notice shall set out in reasonably sufficient detail the matter or matters in dispute. c 16.2 High Level Negotiation In the event a Notice Requesting Dispute Resolution has been issued then the Regional Chair and Mayor of each of the Municipalities involved in the matter shall meet and make a good faith dIort to achieve the prompt resolution of such matter. All panies to the negotiation shall be provided by each of the Municipalities with full and timely disclosure of all relevant tàcts. infonnation and documents to facilitate such negotiation. Such negotiations shall be commenced within ten ( 10) Business Days of the delivety of a Notice Requesting Dispute Resolution by any Municipality and shall. unless the Municipalities agree to the contrary be concluded within ten (l0) Business Days of their commencement. In the event that a resolution satisfactory to the Municipality is achieved through such negotiations. the Municipalities shall issue a joint statement detailing the manner in which the matter in dispute has been resolved. Such joint statement shall be deemed to be a Determination under this Part 16. 16.3 Mediation If the matter identified in the Municipalities' Notice Requesting Dispute Resolution has not been resolved through High Level Negotiation as contemplated in Section 16.2, the matter will be referred to a mediator appointed by mutual agreement of the Municipalities (the "Mediator'Î within ten (10) business days of any Municipality issuing a Notice Requesting Mediation Resolution. The Mediator shall be an independent 10 person who by training and experience has the professional qualifications and the mediation skills to mediate any dispute that may arise between the Municipalities under this Agreement. Unless the Municipalities agree otherwise at the time, the Mediation shall proceed in accordance with the mediation procedures established by the Mediator. The resolution of the dispute in the manner set out by the Mediator in writing upon the completion of the Mediation shall be deemed to be a determination under this Part 16. 16.4 Binding Arbitration (a) Any Municipality may, within ten (10) business days of the delivery of the Determination of the Mediator under Section 16.3. issue a Notice Requesting Arbitration to the other in which event the Determination of the Mediator shall be deemed of.no further force and effect and the Municipalities shall proceed to Binding Arbitration in the manner described in Section 16.4(b) unless the Municipalities are no longer required by legislation to arbitrate only in a manner prescribed by such legislation. in which event the Municipalities shall proceed to Binding Arbitration on the basis described in Section 16.4( c). (b) For so long as the Municipalities are required by legisl"';'on to arbitrate only in a manner prescribed by such legislation, then any binding arbitration provided for under this Agreement shall be conducted in accordance with such legislation, provided the Municipalities agree that to the extent permitted thereunder, the provisions for proceeding with binding arbitration under Section 16.4( a) and under Schedule B shall be followed. (c) A dispute will be fu¡ally resolved by arbitration in accordance with the process for the appointment of arbitrators, and for the rules of arbitration as set out in Schedule B. The decision of the arbitration panel shall be deemed to be a Determination under this Part 16. 16.5 Determination Final and Binding Upon any Determination having been made under the terms of this Part 16. such Determination shall be firial and binding upon the Municipalities for all purposes save and except if such Determination is that this Agreement be temrinated. in which event such Detennìnarion may be reviewed by or appealed to a court of law. 16.6 Performance to Continue Notwithstanding that a matter has been referred to dispute resolution under the provisions of this Part 16. the Municipalities shall throughout the period of Dispute Resolution endeavour to perform their respective obligations under the terms of this Agreement to the best of their abilities. Ii. Term The term of this Agreement shall be concurrent with the Transfer Agreement. 18. Termination 18.1 No notice to terminate this Agreement or the Transfer Agreement shall be given unless requested by a majority of the Municipalities having a majority of the electors in York Region. and by like vote at Regional Council. . 18.2 Upon such request. the provisions of Section 17 of the MOU apply. II 18.3 Property disposal resulting from tennination shall occur pursuant to Section 9 of this Agreement. 19. Notice Any notice which is petrnitted or required pursuant to this Agreement shall be in writing and shall be served personally or by registered mail upon the Clerk of each of the pames at the following addresses: The Corporation of the Town of Aurora 100 John West Way, P.O. Box 1000 Aurora, Ontario L4G 6J 1 Attention: Clerk Fax No.: (905) 841-3483 The Corporation of the Town of East Gwillimbwy [9000 Leslie Street Sharon, Ontario LOG I VO Attention: Clerk Fax No.: (905) 478-2808 ~. The Corporation ofd)e Town of Georgina 26557 Civic Centre Keswick, Ontario L4P 3G [ Attention: Clerk Fax No.: (905)476-8100 The Corporation of the Township of King 3565 King Road King City, Ontario L7B IAI Attention: Cletk fæ, }[e.: (995) 833 P--3Q ( The Corporation of the Town 0 f Markham Anthony Roman Centre 101 Town Centre Boulevard Markham, Ontario L3R 9W3 Fax No.: (905) 479-7771 A ttention: Clerk The Corporation of the TO"'TI ofNewmarket 465 Davis Drive, P.O. Box 328 Newmarket, Ontario L3Y 4X7 Fax No.: (905) 853-3459 Attention: Clerk The Corporation of the Town of Richmond Hill 225 East Beaver Creek Road Richmond Hill, Ontario L4C 4Y5 Fax No.: (905) 771-2502 Attention: Clerk ( ''-~,- 12 The Corporation of the City of Vaughan 2141 Major Mackenzie Drive Vaughan, Ontario L6A ITI Fax No.: (905) 832-8535 Attention: Clerk The Corporation of the Town of Whitchurch-Stouffville P.O. Box 419, 19 Civic Avenue Stouffville, Ontario L4A 7Z6 Fax No.: (905) 640-7957 Attention: Clerk The Regional Municipality of York 17250 Yonge Street Newmarket. Ontario L3Y 6Z1 Fax No.: (905) 895-3031 Attention: Clerk ~, 20. Severabilitv In the event that any covenant, provision or tenn of this Agreement should at any time be held by any competent tribunal to be void or unenforceable, then the Agreement shall not fail, but the covenant. provision or tenn shall be deemed to be severable from the remainder of this Agreement. which shall otherwise remain in full force and effect. 21. Estoopel No party or parties shall call into question, directly or indirectly, in any proceedings whatsoever in law or in equity or before any administrative tribunal, the right of the parties or any of them to enter into this Agreement or the enforceability of any term. agreement, provision. covenant and/or cond~tìon contained in thÎs Agreement, and this clause may be pleaded as an estoppel as against any such party in any proceedings. 22. Successors and AssÌ!ms This Agreement shall enure to the benefit of and be binding upon the parties and their respective successors and assigns. ( \ '~-- Court Reporter (5) SCHEDULE A COURT ADMINISTRATION Organization Chart Commissioner of Corporate & Legal Services Regional Solicitor ., Director of Court Administration (1) Gaurt Administration Clerk (6) Intermediate Accountant (1) Legal Issues Only Sr. Prosecutor (1) SUPPOr1 Clerk (1) Prosecutor (7) /" ( \ '".--- ( Preamble SCHEDULE C CONFLICT OF INTEREST GUIDELINES .-\DOPTED IN RELATION TO ADMINISTRATION OF THE PROVINCIAL OFFE:"'CES COURT Whereas administration of the Provincial Offences Court by the Municipal Partners pursuant to agreement with the Attorney General must be conducted in accordance with the fundamental principles of justice. which include prosecutorial independence, fairness. impartiality, competence and integrity; Therefore. the Municipal Partners. on behalf of their elected representatives and staff. agree to implement and adhere to these Guidelines in all matters relating to the administration of the Provincial Offences Court (Central East Region). General Princioles ~. I. I These Guidelines apply to elected representatives, officials and members of the staff of the Municipal Partners. 1.2 No person shall attempt to improperly influence or interfere, tinancially, politically or otherwise. with the administration or prosecution functions of the Provincial Offences Court or with persons performing duties in relation to the Provincial Offences Court. 1.3 Every person involved with the administration and prosecution functions of the Provincial Offences Court shall endeavour to carry out such duties in a manner which upholds the integrity of the administration of justice. ObliO'ation to Reoort 7' _.1 2.1 7 . _.~ Every member of Region staff involved in administration of the Provincial Offences Court, including the prosecution function, shall immediately disclose to the Regional Solicitor any attempt at improper influence or interference in relation to matters before the Provincial Offences Court made by any elected representative, official or member of the staff of the Municipal Partners. If the matter is deemed to be improper influence or interference, the Regional Solicitor shall advise the Crown Attorney. Every member of staff of a Municipal Partner. other than the Region. performing'any duties with respect to the Provincial Offences Court. including prosecution, shall immediately disclose to the person designated by the Municipal Partner for such purposes any attempt at improper influence or interference in relation to matters before the Provincial Offences Court made by any elected representative, official or member of the staff of the Municipal Partner. If the matter is deemed to be improper influence or interference. the designated person shall advise the CrO\vn Attorney. When the Municipal Partner employs a member or members of the Law Society of Upper Canads in positions relevant to the administration of justice, the Municipal Partner shall endeavour to so designate one of such members. No action may be taken against a person making such disclosure in good faith. Administrative Structure 3.1 (. . 7 ~.- Members of staff of the Municipal Partners who are engaged in administration or prosecution functions shall not directly report to or be supervised by persons who are municipal fInance officers or who are employed by police agencies. Where a member of staff of a Municipal Partner who is engaged in administration or prosecution functions haS been charged with an offence created under a federal or provincial statute or regulation and where continuing to perfonn his or her duties may erode public confidence in the administration of justice. the charge shall be disclosed to the Municipal Partner. Upon notification, the Municipal Partner shall determine if any actual or perceived cont1ict of interest exists and. if so, shall take appropriate action to address the conflict. 3.3 Members of staff of the Municipal Partners who are engaged in the prosecution function shall adhere to the following: (a) a prosecutor shall nòt place him or herself in a position where the integrity of the administration of justice could be compromised; (b) a prosecutor shall disclose any actual or reasonably perceived cont1ict as soon as possible to the Municipal Partner. Upon notification. the Municipal Partner shall determine if any actual or perceived conflict of interest exists and, if so, shall take appropriate action to address the cont1ict. (c) a prosecutor may not also be engaged in the e~orcement function; (d) each prosecutor must be a member in good standing of the Law Society of Upper Canada or report to or be supervised by a member in good standing of the Law Society of Upper Canada; (eJ a prosecutor must not hold or have held office within the period of twelve months prior to engaging in any prosecution function; (f) each prosecutor shall take oath of office as may be required from time to time; (g) a prosecutor shall not. personally or through any partner in the practice of law, act or be directly or indirectly involved as counselor solicitor for any person in respect of any offence charged against the person under the laws in force in Ontario, unless it relates to his or her own case; and ( '''--- (h) a prosecutor. who is charged with an offence under the Criminal Code of Canada or any other federal statute or regulation that is dealt with under the Criminal Code. shall disclose such charge in the same manrrer as provided in paragraphs 2.1 and 2.2. Where a prosecutor is charged with an offence under other federal statutes or .regulations thereunder or a provmcialstatute or regulation thereunder and where continuing to perform his or her duties may erode public confidence in the adminístration of justice, the charge shall be disclosed to the appropriate Municipal Partner. Upon nGtification, the Municipal Partner shall determine if any actual or perceived cont1ict of interest exists and, if so, shall take appropriate action to address the cont1íct. Imolementation 4.1 Each elected representative of the Municipal Partners shall be provided with a copy of these Guidelines as part of the orientation process following each municipal election. 4.2 The Guidelines shall fonn part of the corporate policy of each Municipal Partner in relation to administrative reporting structures and in relation to the standards expected of municipal staff and, for this purpose, shall be drawn to the attention of municipal staff. 4.3 The attention of all persons affected by these Guidelines is drawn to the possibility of civil litigation by persons hanned by certain breaches of this Guideline and to the possibility of penal sanction under applicable federal and provincial legislation and regulations thereto, including applicable provisions of the Criminal Code. ( \.. ::b#N c.. (2 A \ ~ . PROVINCIAL OFFENCES ACT T SFER PROJECT 1 Approaching the Transfer OUf Cha__enge · 2 court catchment areas · 2 tier municipal government · 18 municipalities · 2 First Nations · 6 court locations - 3 of which require new facilities · all new administrative centers 2 ~" ~" Court Catchment Areas County of Simcoe BARRIE COURT ORILLIA COURT CATCHMENT AREA: CA TCHMENT AREA: 11 municipalities 7 municipalities includes 1 separated includes 1 separated city, 5 towns, 5 city, 2 towns, 4 townships townships and 2 First Nations communities 3 APPROACHING OUR OBJECTIVES County Representatives established a Task Force to review Bill 108 and make . recommendations - Considerations included: Single Service Delivery Agent - representing both Court Catchment areas within Simcoe County Two Service Delivery Agents _ ß' 11"'1_ ~'" their respective Court Catchmer · våvll -'- ...;presenting · Fee for Service Contract Board of Management Privatization Municipal Partner - · · · 4 .......-......" ~, / \. ,...-'"""" Prior to completion of study City of Barrie stepped forward to express interest in providing the service to both Court Catchment Areas outlining scope of the project and proposing a fee for service contract with Barrie as municipal partner areas ~', · ,,..---, for both catchment Draft Intermunicipal Agreement prepared and circulated by City of Barrie for discussion · City applied and was selected as a demo site 5 · ( ) 0 -B~ -B ~ ...... u ~ ~...... . ~~i::~ ( ) ~ ( )..¡j ;> ( ) rJl...... o S ~ Cd ~ ( ) 0 0... 0... ~ ~ ·u ~ bIJ ~ ·S ~ ~ ( ) S;3 ~ 1"1'\ ~ ;> ~ ...., ~ ~ ~-B ( ) ~ d .8 '"d ( ) 5 ~ .s B ¡a ~ ~ ( ) E ~ ~ ~·8 ( ) .9:-E 0 ~ § ~~~fV"I~ ~~( )~u ~ o...~ ~~ ~ . ..... 0... 0 ~ ~ u ...... ~ u ~·S g ~...d 8 s ·R ð ] ~ ~ ~ ;3 o U . 1.0 '"d § bIJ ~ . ..... ~ rJl ~í1 ~ . ..... ( ) u ~ '"d rJl § ~ ~ ~ 0 ~(/)~U ~~...d 0... '"d u ~ ~ ( ). ..... ~ ~~...d ~ .~.~ ~ ~ ~ .~ 0 ~ '"d ·u ~ bIJ~ ( ) ~ ;3 ( ) ( ) rJl ;3 S ~ S ~ 0 ~ ~ ~o...U ....-I~( );>~~~ ~...... ~ ~ ~ ~ ~ ~ 0 o ~ ~ ~ ...... '"d ~ ~ ( )~ §~( )&z ( ).~ ( ) ~ Þ~i::$~ . ..... ~ ( ) ;3 . ..... u ~ rJl rJl~ / \ . ( \'h'_ INTERMUNICIP AL SERVICE AGREEMENT with respect Adopts principles of transfer Legal obligations of all parties to IMSA, LSA, MOD · · 7 Roles and responsibilities of serviced municipality and service delivery agent · · Financial accountability including: - collection and enforcement of fines, fees, costs and surcharges. - disbursement of fees and surcharges to appropriate Provincial and Federal agencies - method and timing of disbursement of net proceeds 8 "-- ~\ '_.''''''''\ ! ...----'" Defines consultative process, accountability to Serviced Municipalities, communication protocol, dispute resolution,etc. ,r--". · Limits of Liability · Confidentiality · Right of Assignment · 9 Preservation of Principles of Justice · FEATURES OF BARRIE/P ARTNERS ISA partners level of service in dispute resolution POA panel - provides representation for all - approves annual budget on . reports 10 '\ consultation ,0 - participates service level /~. ( , Operational Independence ,~~ · - allows Barrie full corporate control in accordance with its own operating protocols Dispute Resolution process - graduates from informal discussion through to the POA panel to mediation to binding arbitration · Reports and Accounting · 11 records to be open reports available as requested - annual audit Defines responsibilities of parties to . agreement 10% holdback of 1999 pre-transfer revenues for start-up costs Outlines revenue-sharing formula based on the location of the offence Gross reduced by provincial charges, victims surcharge and Barrie's costs 12 /-...,\ /_......'\ ( (' ROLE OF SERVICE DELIVERY AGENT . . In as set out obligation to carry out duties MOD and LSA 13 obligation to provide, at a minimum, same services and level of service delivery as provided by MAG prior to agreement . continue to provide in-court and out-of- court services in the French language where such services were provided by the MAG before the transfer including bilingual prosecutor · establish and maintain complaints process · develop privacy, confidentiality and conflict of interest guidelines for elected officials and employees 14 f\ · (.r--._ r~ (' 15 . In Ensure the Standards for Prosecutions by Municipalities as set out in MOD Standards set out Ensure the Reporting, Compliance and Performance Measures set out in MOD Ensure the Operational MOD · · · ROLE OF SERVICED MUNICIPALITY To co-operate with the service delivery agent in the carrying out of it's duties and obligations as set out in the IMSA, MOD and LSA - i.e. Role of enforcement agencies scheduling court time, etc. 16 --" , MOD Ensure that the terms and conditions of the and LSA, as they apply to the serviced municipalities are adhered to i.e. integrity of justice system r~\ . . /~ r' POA ORGANIZATIONAL CHART MINISTRY OF ATTORNEY GENERAL (MOU)/(LSA) /-, Serviced Municipalities Intermunicipal Agreement CITY COUNCIL CITY CLERK MANAGER MUNICIPAL LAW AND COURT SERVICES ENFORCEMENT COURT SERVICES *Note: This slide demonstrates the corporate structure within the City of Barrie only for the purpose of displaying the distinct separation of justice and enforcement. 17 SUPERVISOR ADMIN SUPPORT ENFORCEMENT OFFICERS SUPERVISOR ADMIN. SUPPORT COURT SUPPORT PROSECUTORS LEGAL SERVICES (SOLICITOR) LOCAL SIDE AGREEMENT The Local Side Agreement (LSA) is a legal agreement between the MAG and the municipal partner. It will set out matters specific to a particular site, some of which may be negotiable. Each LSA is different in that it will be customized to the needs and circumstances specific to the area. 18 r¡" ,.r"-""'" consider and will f" The Local Side Agreement may include: (' Results of Exit Audit including - verification of financial information at point of transfer . transfer of accounts receivable 19 standards and - financial and operational procedures including if applicable Transfer of Staff, . - number of staff, number of employment offers, positions, tenus and conditions, effective dates including necessary Facility and Assets arrangements . negotiated etc. guidelines, with respect to facilities, lease provisions, - variations from facilities - agreement alterations, or existing cost - moveable assets, technology arrangements for both communications and IT 20 ,r-~ '. In ~, 21 r · Records Transfer including - list of files and records being transferred - equipment and furniture to be transferred - security plan for transfer of documents · Financial and Revenue Sharing including - IMA provisions regarding revenue and cost sharing arrangements - procedures for cash flow to MAG · French Language Services including - in-court and out of court services · Communication Plan including - communications between all stakeholders · Dispute Resolution Plan including - plan for local dispute resolution - and may include (optional) mediation and arbitration procedures · Prosecutions - to identify the types of Part 1 prosecutions not being transferred · Transitional Provisions (unique) 22 .,?-~.. r ( '\ (--\ r-~ MEMORANDUM OF UNDERSTANDING I The MOU is a legal agreement between the MAG and the municipal partner that will set , out the roles, responsibilities and provincial standards. Each municipal partner will sign the same standard MOU. 23 24 \ The MOD may address: · Principles of the transfer including - integrity of the administration of justice - judicial independence - fair hearing · Roles and responsibilìties of the parties · Revenues and Costs · Access and Ownership <~, r-' ( j ~'.... , · Financial obligations including - Accounting Requirements -Audit Requirements - Operational Reporting Requirements · Confidentiality · Dispute Resolution · Limitation of Liability and Indemnification · Communication · Human Resources obligations 25 26 · Right of Assignment · Termination, Breach, Survival · Prosecutorial and Operational Standards · Compliance and Performance Measures · Existing Contracts· · Court Service Area f~' 'f .-, CONSIDERATIONS FOR SERVICE DELIVERY AGENT · Current infrastructure, commitment and ability to assume responsibilities · Transition Management including -planning sessions with transition team - planning sessions with serviced municipalities - planning sessions with MAG - communications with other stakeholders 27 Identification of training requirements and commitment to training (current and · ongoing) Preservation of Principles of Justice / Integrity of Administration of Justice · Privacy and Confidentiality of Personal Information · " Functions 28 Independence - Judiciary, Court Administration and Prosecutorial !..--...\ · ~', ( , · Conflict of Interest Guidelines for employees and politicians · Linguistic Issues - in court and out of court . servIces · Inter-municipal Co-operation · Fee for Service - cost management · Binancial Systems, Revenue Sharing · Mentoring (for early sites) · Development of Operational Plan 29 on current human e~ I ,..^.....+-r~£"1 ~ i.e. unions Facilitit ~ i >ment - sufficient resourø ," i y and compatibility particu1: :' , and telephone equipm t ] ertise Impact resourcti~1 CVHL.L UV [~ . . ******************** COMMITMENT 30 /\. ~ , '\ ~'., CONSIDERATIONS FOR SERVICED MUNICIP ALITY when selecting a Service Delivery Agent ,./'--. of service delivery agent to - customer Commitment quality of service to public . servIce · commitment of service delivery agent to the serviced quality of service to municipality · 31 availability and accessibility/location financial - cost of service · · infrastructure/expertise of service delivery agent to meet objectives · commitment of Service Delivery Agent to cost and service efficiencies · . In senior administration experience prosecutions and court services · access to POA revenues to offset other WDW commitments · 32 \ , Start-up costs · '11 let you know if you email ecraig@city.barrie.on.ca I' WERE WE SUCCESSFUL? Stay tuned, our implementation date is August 30th for Barrie and September 27th for Ori11ia I meat (---..\ . . 33 . J POA Transfer Project Ontario Ministry of the Attorney General ( l Update on POA Transfer Presentation to: AMO Conference Tuesday. August 24, 1999 CELEBRATING·QUR PAST - CHARTING OUR FUTURE POA Transfer Project Steps in the Transfer Process learn about transfer and responsibilities reach an agreement among all municipalities in your court service area make the submission to the Ministry of the Attorney General discussions on site-specific issues both parties sign agreement POATransrerProject Help From POA Transfer Project municipal information planning session POA Implementation Coordinators and other resource persons - a sample Council Resolution - Memorandum of Understanding (MOU) - sample copy of a Local Side Agreement (LSA) Also: AMO will provide: - Conflict of Interest Guide!ines POA Transfer Project August 24, 1999 What's Happening? Transfer Update Map Status of POA Transfer AUgust24.1999 --- -- -- - =:::::."'- ....---.-..,..- POA TransferProject What is Required for a Submission council resolution from each municipality within the court service area approving the cost, revenue and responsibility- sharing arrangements a commitment to work in partnership with the Ministry of the Attorney General POA Transfer Projecl Municipal Implementation Plannin coordinate faciJity requirements determining staffing requirements and timing organize techno!ogy linkages plan communication strategy POA TransferProjecl 1 POA Transfer Project Ontario Ministry of the Attorney General POA Implementation Initiatives Local Liaison Committee building linkages with justice stakeholders municipal participation key enforcement agencies, local Po!ice Services, O"P.P., provincial ministries, ' Judiciary Court Managers POATransferProjeçt Submissions Received Submissions have been received from the following areas: Sarnia Court Service Area Napanee Court Service Area SimcoeJCayuga Court Service Area Hamilton Court Service Area POA Trans fer Project August 24, 1999 ( POA Implementation Initiatives Training dedicated trainers for court staff and managers comprehensive prosecutor training on-call access innovative training materials province-wide standards POA Transfer Project What is Happening Next? Continue implementing next transfer sites c Evaluation of demonstration site implementation "What do you need?" Survey POA Transfer Project " ( 2 Tuesday, August 24 - 8:30 a.m. - 10:00 a.m. Social Housing: Ours to keep, whether we like it or not! Speakers: ( Keith Ward, Commissioner of Housing, Region of Peel Janèt Mason, ADM, Policy Division, Ministry of Municipal Affairs and Housing Patti Redmond, Director, Non-Profit and Market Housing Programs Branch, Ministry of Municipal Affairs and Housing ~ SPEAKING NOTES ASSOCIATION OF MUNICIPALITIES OF ONTARIO ANNUAL CONFERENCE AUGUST 24, 1999 KEITH WARD COMMISSIONER OF HOUSING REGION OF PEEL AMO asked me to bring up the rear of this session so that I can adjust my comments, providing a municipal perspective on social housing devolution issues, according to whatever might have been said by my Provincial colleagues. That makes sense, since there are a few things happening, and we need to help everyone stay up-to-the-minute. But it does make it difficult to figure out what to put into writing ahead of time. I'll do my best to record any comments made today and make them available to AMO for distribution. Let me start with a couple of disclaimers. On a lesser note, some of my comments have been cribbed !Tom a speech at OMSSA last October. I can get away with the plagiarism because a lot in the social housing world unfortunately has not changed in many months, but my apologies if some of this is familiar to any of you. On a more significant note, I should clarify who I represent, or rather, who I do not represent. We're getting into a level of detail in this session that may go beyond any formal AMO positions and it may be beyond anyone to purport to represent municipalities across the board. I'll try to reflect anything official relevant to the discussion !Tom my experience with the Social Housing Task Force and prior experience on the AMO Board, acknowledging that AMO has long held positions on high level social housing reform, many years before devolution prompted Provincial action in this area. I can speak with some comfort as a representative of a recently formed group of municipal social housing administrators, chaired by Joyce Potter of the Region of Ottawa Carleton, and reporting to the CAO's. The composition of that group, which also includes some County folks, has grown and changed as upper tier municipalities are getting their act together in organizing for their new and pending social housing obligations. The vast majority of social housing in Ontario is covered by municipalities around that table. Even within that group, however, it must be said that the GTA municipalities are unique. The City of Toronto and the four GTA Regions - Halton, Peel, Durham and York - all have large municipal non-profit housing corporations and all have large stocks of other social housing. All these municipalities are drawing on expertise from their housing company staff who can provide insight into program administration. 1 And now a word rrom my sponsor - Peel, both to indicate where we're coming rrom on some of the hot topics of the day and to confirm that we have been chewing on some of these topics for a long time. The housing situation in Peel itself is unique. We have about 15,000 social housing units, of which about 12,500 are provincially administered, which is a relatively high proportion. Our municipal housing company was created before the local housing authority and is five times larger. Peel Regional Council objected to the creation of the Peel Regional Housing Authority and has several times over the last 20 years called for amalgamation. Our Council has also called for the Province to hand over program administrative responsibilities, while maintaining provincial funding, and that was long before the current downloading initiative. Somehow - maybe the word processor scrambled the recommendations - the Province seems to have got it all backwards. Peel has placed housing at an independent department level, headed up by a Commissioner. I also serve as the General Manager of Peel Living, the Region's housing company, which with 5,400 units under management, is the Region's largest landlord. I've been getting lots of calls from around the Province to ask about what we are doing. I suspect the Commissioner of Housing label makes for an easy target. But my combined roles do get at the organizational issues facing most municipalities. Where do you put the staff responsibilities and how do you handle political accountability? In Peel, the Housing Department has provided Council with research and policy support on the broad housing and residential real estate front. With a few staff wearing two hats, like myself, we have been able to draw on hands-on experience in development and management to enhance the credibility of our broader policy advice. Our housing company Board of Directors, like all municipal non-profit Boards, is appointed by Council. In our case, the Board consists of only members of Council, who are self-selected. We presently have 19 of22 members of Council on our Board and we have had similar numbers for many years, representing a far larger group than anything else Council members sign up for. As General Manager of Peel Living, I report to this Board. As Commissioner of Housing, I report to Council. The meetings of the two bodies have been back-to-back. Council, like staff, effectively has worn two hats, and is able to use its experience in each area to the benefit of the other. What all this boils down to is that, in Peel, a strong sense of connectedness has grown. 2 " , Even with our experience and commitment in Peel, or maybe because of it, we're proceeding very cautiously with resource planning for the brave new social housing world. As I said, most Regions have begun to plan and to recruit, but no one is prepared to waste a lot of time until we have a better picture of what the program rules will be, let alone if there even will be legislation to pass across authority. There is a bit of a common thread developing in resource planning to date. If I can generalize, we're seeing initial attention paid to finance and policy areas. It is important to have a good understanding of program structures and financial reporting, of municipal financial accountability expectations, and of the private corporate and volunteer environment within which the non-profit world operates, if we are to anticipate the looming changes, advocate effectively, and coordinate as smooth an integration as possible. Another area of increasing, albeit not complete consensus, is the handling of homelessness. It was predictable, indeed it was widely predicted, that more homelessness would result directly from the termination of new social housing development in the absence of any other meaningful assistance. Municipalities across the country, not just the province, have had to devote more attention and resources to this problem. Interestingly, coordination ofhomelessness initiatives is often being aligned with staff responsibilities for social housing oversight. This helps to keep the focus on prevention and permanent solutions. I'll come back to more detailed reform and devolution issues in a bit, including reaction to provincial remarks here today. But even without knowing the details of reform, there are certain minimum expectations, no matter how the program is shaped. We need to get out and meet all the non-profit Boards. I have tried to get larger meetings together in Peel to break the ice, but there has not been tremendous interest. This varies from municipality to municipality but it is safe to expect that a one-on-one pro-active approach is needed, We have to. get to know each other and we may have to sign new agreements with each agency. I intend to take the first cut at these meetings myself, because I think a high level rapport is needed. But I will be using our policy staff, who have facilitation and community development skills, as backup and support. The second inevitable part of the municipal role will be protection of the assets. We may have direct control or we may be looking to the buildings as the ultimate security for new loan agreements. Whatever, we will want the buildings to be kept up over the long term. As well intended as most non-profit groups are in this regard, their technical oversight could be lagging. I will draw initially ITom the technical expertise present in both Peel Living and in our Regional Property Services group. As the dust settles, we can determine how best to support capital needs, and I say support, because we're not going to do the work, but we need to ensure the work is done. As for financial controls, program compliance and so forth, we'll have to wait to see what reform dictates. With our program knowledge in Peel we can tap into Peel Living directly or educate other staff for a quick fix until we staff up properly. 3 The intake or access process now has coordinated access systems set up, but they haven't been running long, so their effectiveness and local acceptability, meaning acceptability to municipal Councils, remain a question mark. We intend to let ours run until we can assess it better. However, we have already had a political objection to the absence of any real control over actual placement from lists, which currently do show too much variation in Peel based programs. We think that people should be able to do one window shopping but we're not convinced that they must do one window shopping. Bearing in mind that seniors and people with jobs, who constitute a goodly share of all housing applicants, may not welcome the prospect of being integrated into a social assistance process, there may have to be options. There is also the matter of annual income re-documentation, which for many housing providers, is an important part of ongoing resident relations, and care should be taken not to undennine that critical relationship. Let's have a look at some specific reform and devolution matters. Let's start at the top, so to speak, with the Federal - Provincial deal. The Feds have already gotten out of the admin business in seven provinces and territories. That they have not done so in Ontario is widely acknowledged to boil down to politics and the process would have taken on a new life at the federal level after the Ontario election. The avowed federal objective will ultimately be defeated by the refusal of some provinces to play along and perhaps by the separation of the Co-ops in Ontario. The Feds can't very well inject fresh inducements for the recalcitrant provinces, even if that would work, because of "me too" clauses in those seven existing agreements. Ontario has not really asked for anything different from the other provinces already signed up, except in seeking more flexible reporting which would meet municipal needs on the presumption that municipalities will take over the program oversight. It's hard to argue with the logic that would place all admin functions at one level. Reporting considerations aside, even if project operating agreements in the federal programs are not opened up so that municipalities are forced to administer a different program than those handed off directly by the Province, the reality is that the federal programs are much more straightforward to begin with, sharing some important principles with the reform model sought by the previous Minister's Social Housing Committee. This will not be a big burden. It's fair to say, however, that no tremendous thought has gone into compensation for municipal administrative costs for these extra projects. The Province specifically omitted such costs in its earlier Who Does What calculations. This omission cannot be allowed in the case of the federal projects. 4 At the provincial level, it's encouraging to see a re-invigourated initiative to come to grips with both devolution and reform. It's somewhat discouraging that the two topics are not fully integrated in the approach being taken. The Social Housing Committee started with good intentions to tackle reform pure and simple. But it proved impossible to extricate the two issues and many of the Committee's recommendations deal with fundamental aspects of downloading and say for pay. Let's be clear here. Municipalities want social housing oversight responsibilities to be transferred expeditiously. It is unconscionable that close to 900 million dollars in municipal property taxes are going into programs over which municipalities have not a shred of control. At the same time, municipalities have championed the cause of social housing program reform for many years, in particular calling for administrative streamlining and local flexibility in many aspects of delivery. Municipalities want, and in the case of municipalities with large social housing stocks need reform, but patience is wearing thin, so that reform demands urgent and priority attention. In any event, as with the deliberations of the Social Housing Committee, it is inconceivable that a good job can be done on the devolution and reform fronts if those fronts are fought separately rather than together. The efforts of our two new Assistant Deputies, Janet Mason and Lynn McDonald, are to be commended. Information that municipalities need to plan has started to flow much more freely in much more detail. After a dead zone of many months duration, serious work with an aggressive timetable is underway to get devolution back on track. It's too bad that it has taken this long to get so serious. One of the unfortunate consequences of the delays has been the steady loss of Provincial staff, an entirely understandable situation. Let's be charitable and put it down to lack of resources why the Ministry would need to hire a consultant to recommend a strategy for transferring oversight responsibilities to municipalities. Otherwise, I wouldn't know whether to laugh or cry at the notion that a consultant now has two months to develop a final report on a firm strategy and another two months to produce supporting documents and training materials for the actual transfer. Just what has been happening since we started getting the bills on January 1st, 1998? Extending the benefit of a doubt about the need for a consultant now, municipalities have right to have direct input on the appropriate nature of future consultations, not filtered through a consultant. And municipalities should be able to decide whether or not a consultant, or at least this consultant, is the way to go with the stuff that will actually be handed off to municipalities. Hurry up and wait is something we've all had to become accustomed to. In this case a little more care and consultation up front may have yielded better results down the road. Again, though, it's great to see some action where there has been none. I'm sure we can slow down the train a bit now that it's going, to make sure we get to the right station. 5 I want to take a minute and talk about supportive housing, which is housing with support services attached for people who might otherwise not be able to live independently. This is a significant portion of existing social housing. It will become more and more important as the Province rightly seeks community alternatives to expensive and sometimes counterproductive institutional settings. The very first Who Does What announcements essentially handed everything delivered in a residential setting to municipalities. At least at a co-ordination level, this made sense. But after municipal complaints about costs and various provider complaints, a series of adjustments were made. Now we have Domiciliary Hostels run at one level with one funding formula and Homes for Special Care which may serve exactly the same clients at another level with another formula. If you're a schizophrenic in a group home owned and operated by a local branch of the Canadian Mental Health Association, you come entirely under the auspices of the Ministry of Health. If you're that same schizophrenic receiving the same services from the same CMHA, but the group home is owned by Peel Living or some other "mainstream" housing provider, your support is now spilt between the municipality and the Ministry. There are literally thousands of Ontario residents who may see some very different decisions made affecting their lives because of fragmentation in funding amongst municipalities and at least two ministries. I confess I don't know what the answer is to this mess, but it is a mess and it needs more attention. An interesting and potentially very important aside from the shift in supportive housing responsibilities is the sadly amusing efforts in the Ministries of Health and Community and Social Services to foster the creation of additional supportive housing. The Province may be out of the housing business but it definitely is not out of the supportive housing business, although the h word is played down wherever possible. If nothing else, as noted, it can't afford to frustrate its hospital and long term care objectives, which absolutely demand more community solutions. This shift is symbolized in the fact that the pre-election homeless announcements were made by the Minister of Community and Social Services, even though the single biggest funding announcement pertained to the use of federal funds arising from a social housing deal, and targeted to a rent supplement program which will likely be administered by municipalities subsequent to the completion of devolution. Both these Ministries have hired away staff from the Ministry of Housing to help through this, to them, new maze. They are engaging in various consultation processes. They are finding that the capital costs associated with housing are unlike anything in their experience and that their targets will require much more money than they have allocated. It remains to be seen whether the targets will be watered down or the funding increased. Much depends on this decision. There is the potential to really break the ice in a wider provincial understanding of the meaning of a real commitment to the long term housing needs of any sizable group of citizens. 6 ~. <', In closing, I want to look at bigger picture, where the more substantial challenges and opportunities He. Both the Federal and Provincial Governments have quite simply, unacceptably and completely abdicated responsibility for meeting in any meaningful way the housing needs of lower income people. This is unparalleled in any Western democracy. Increased homelessness, as said, was a predictable result and it will get worse. The costs to society of this abdication are incalculable, but have to exceed many times over the cost of caring. The attitude behind this abdication is particularly worrisome to municipalities. Governments that are so obviously short sighted and incapable of considering the interplay of human social needs and solutions are presumably quite capable of ignoring future risks as capital replacement needs may overwhelm municipalities or expiring agreements may jeopardize the security of tenure of social housing residents. Governments that, frankly, are callous to unmet and emerging needs will watch as the quality of life in municipalities deteriorates in a downward spiral that will at some point be impossible to reverse. On a more positive note, part of the Provincial rhetoric around downloading is right. There is a better understanding at the municipal level about needs and what solutions would be most appropriate. We must create a better awareness of what the impact is of not spending money in one area upon service requirements in another area. We need to have a better understanding of how an initiative taken in one area can reinforce or impede the effectiveness of initiatives in other areas. There are definite linkages in needs and responses across the whole Human Services area. In Peel, we started a couple of years ago with a formal "Human Services Collaboration". We began with Commissioners of our three Human Services Departments, Health, Social Services and Housing, getting together to compare notes and look for opportunities to work together more effectively. This quickly drilled down to the Director level and subsequently to the Manager level. We are now actively exploring more formal front line encouragement This gets at not just our back-room processes, but improved front line interventions. Our Regional government is fairly large as municipalities go, but we are convinced we can break down the fabled silos in our own house. That's something that I think we have all given up hope for at the federal and provincial levels. A more comprehensive, coordinated approach to Human Services, together with adequate funding support, offers the prospect of significant improvements in addressing quality of life issues. Thank you. 7 Proposed Federal/Provincial Social Housing Agreement ,~ , ' ··,1 Presentation by Janet Mason Ministry of Municipal Affairs & Housing " AMO Annual Conference August 24,1999 Context · Majority of social housing n Ontario cost-shared by the federa government. · Cost-shared programs are governed by numerous separate agreements:between CMHC and OHC or Ontario. · Agreements include program details and CMHC consent is required for significant changes. · CMHC wants to replace these with a single agreement for each province covering a existing federal funding. - . August 24, 1999 2 /~ ".~ ! \ ' \ ,~ ( Social housing units under administration in Ontario Provincially administered # Cost-shared with federal government 145,000 Not cost-shared 61,300 Federally administered Proposed transfer from CMHC 57,600 Continued CMHC administration: On Reserve programs 1,660 Federal co-operative programs 20.150 - August 24, 1999 3 History of negotiations · CMHC began negotiations with provinces and territories for new social housing agreements following 96/97 federal budget · Federal objectives are to: · re-focus CMHC mandate · consolidate social housing responsibilities · stabilize federal funding obligations · Eight provinces and territories have signed agreement to date. · CMHC withdrew from discussion with Ontario in 1997. · Discussions resumed n March 1999 following a meeting of the two Ministers - August 24. 1999 4 - /.~ .""""" 5 ~', Federal proposal · Transfer administrative responsibilities for federal portfolio. · Fix annual payments over life of project commitments · No further financial risks to federal government. · One-time payment to acknowledge additional risk. · Federal funds used to house low-income households · Programs may be changed or new ones added. · Federal funding based on 1995/96 costs August 24,1999 .~ " 6 Federal programs proposed for transfer # units Non-profit housing programs (pre-1986) dedicated supportive housing 8,500 other non-profit projects (private & municipal) 32,580 Limited-Dividend "Entrepreneur" program 8,200 Urban Native non-profit housing 2,170 Rural and Native Housing program 3,700 - August 24. 1999 /--', ,~ ( '. Status of negotiati ons Municipal Reference Group established to review federal proposals in confidence and provide advice to provincial staff. · reluctant to "Most favoured province clause makes CMHC change terms for Ontario. · terms nearing a close Staff level negotiations with CMHC on · Next steps Include final assessment of financial benefits and risks provincial and federal decisions · · · 7 of federally administered projects mplementation planning due d gence review 1999 · · 24 August Immediate implications · Province would be able to move ahead with program reform and devolution of administrative responsibilities. · Savings available to implement the rent supplements included in the homelessness announcement of March 1999. · Potential municipal administration of both federal and provincial social housing programs August 24,1999 8 ,..-"-. --'"' 9 Opportunities and challenges · Opportunities for program reform · Opportunities to rationalize administration · New savings and new risks August 24. 1999 es for reform Opportuniti ity to change programs and create new ones Ab · unreasonably withhold consent funds may be moved across programs CMHC may not federa · · Opportunity to change project operating agreements if the provider consents · standards with province RG ity for responsib Fu · eligibility · 10 ncome scale ncome rent-geared-to-i treatment of occupancy standards 1999 · · · August 24 -~ Opportunities to rationalize administration · Potential single point of administration for over 90% of portfolio · More options for public housing: . Ontario Housing Corporation not essential . more flexibility for redevelopment or sale · Opportunities to improve administrative practices - August 24. 1999 11 New savings and new risks · All savings remain in Ontario. · Significant immediate savings because federal funding based on 1995/96 level. · Contingent liability and economic risk for more projects. · One-time federal payment to help address additional risk. · Due diligence review of federally administered projects before finalizing agreement - . August 24. 1999 12 .~-<.." ¡---, /-'. ! 13 Changing roles · Federal · Provincia · Municipa August 24. 1999 Changing federal role · Federal role has narrowed over past two decades · non-profit delivery shifted to provinces · end to funding for new development · now devolving administration of federal projects · Agreement would confirm that federal funding commitments are limited to existing project agreements. · Clarifies scope of savings federal government is realizing as project agreements end. · Federal government being urged to use these egacy savings" for affordable housing. - - August 24. 1999 14 ..rr""-., ~\ -\ ( -~-~ \ Changing provincial role · Accountable to CMHC for meeting terms of F/P agreement · Establishing legislative framework for municipal administration. · Setting broad policies. · Allocating federal funding to municipalities. · Establishing service level and program standards . - August 24, 1999 15 Changing municipal role · Accountable to province for meeting service level and program standards. · Managing the local service system. · Establishing detailed policies and standards. · Administering agreements with non-profit and coo-operative housing providers. · Administering public housing programs and rent supplements. - . August 24. 1999 16 /,.--..,\ ,'~, --", \ ( ~Affl Q~QJ1:> Social Housing Reform and Devolution Presentation by Patti Redmond Ministry oT unid rs an ousing MMAH Worl<shop Presentation AMO Annual Conference August 24. 1999 ;¿~ONT~O What will we cover? · Staged approach to reform and devolution - status and issues by stage · Provincial Framework for Transfer of Administration · Municipal Involvement in Social Housing Reform and Devolution ;:~ONTAtUO -~ .....- 2 i \" 1 ,f ! Staged Approach to Reform and Devolution · Transfer of Financial Responsibilities · Program Refonn · Transfer Administrative Responsibilities - . to suppor1: service ministries - to municipalities :':~ONTlfRIO 3 I ( ''-...,...~-' Transfer of Financial Responsibilities - Current Status · Implemented January I, 1998 · First Bill to the Municipalities went out on June 15, 1998 · MMAH reduced the Municipal costs from $876M to $813M by the 1998 year-end · MMAH forecast a further reduction for 1999: to $808M by year-end ~ONTA'R.IO _':;J 4 2 Transfer of Financial Responsibilities ~ Interim Administration · State of administration · State of repair · Efficiencies already achieved ~~ONTlíRJ;O .J 5 ( \ Program Reform · Goal of reform initiative: streamline program administration, harmonize programs and policies · Advisory Council on Social Housing Reform · Social Housing Committee and Working Groups :i~ONTAtUO ~.?;' ""- ~ 6 ( \ 3 Program Reform - Decisions Ahead · How much program reform will be completed before devolution? · Are changes in the calculation of rent-geared-to-income assistance needed before devolution? . · How much scope will municipalities have to make further program changes? · How will a single local point of access to social services be implemented? :Eh."'01il"T~O ~ 7 (~. ~.. Program Reform - Decisions Ahead · Will risks be shared? Which risks? What role will the province take? · How will federal funding be distributed across municipalities? How will differences in need be addressed? · How much consistency will be needed across the province? What flexibility will municipalities have? · Who should own public housing? Who should manage the properties? .-...- ·~ONT.~O -'.3~ .= 8 4 ( Transfer of Administrative Responsibilities · Identify & transfer dedicated supportive housing to support service ministries · Transfer remaining social housing to municipalities ;i~ONTMUO -=.:- 9 Transfer of Administrative Responsibilities - to Support Service Ministries · Dedicated supportive housing projects transferred to MCSS & MOH allowing for better integration of housing and support services · Regulation to the Social Housing Funding Act approved June 1998. Municipal bills reduced by$3"8M (retroactive to January 1998) · Funding, administrative responsibilities and files transferred to MCSS and MOH on April I, 1999. · Transferred 25% ofthe private non profit housing progTdffi (20 I portfolios which includes 558 projects) -......, ~ONT.ÀllUO -:-6 -.or 10 5 Transfer of Administrative Responsibilities - to Municipalities · Subject to: - New Federnl Agreement - Cabinet Approval - New Legislation ':;10NTMUO II ( Provincial Framework for the Transfer of Administrative Responsibilities · Data Releases · MMAH Regional Office and CMSM/DSSAB Relationship Framework · Development of a Provincial Migration Strategy and Local Implementation Plans -~ . :?¿-r0NThR.¡O 12 6 Data Releases . Purpose: - To provide detail project level information on the programs/projects located in a CMSMIDSSAB area. MMAH has issued 3 Data Releases to date to the municipalities. - I st Release February 1998 - 2nd Release May 1998 - 3rd Release November 1998 - 4th Release early Fall 1999 f!."'ONTAtUO -"..", ~ 13 MMAH/CMSM Relationship Framework . Purpose: - To establish a formal Relationship Framework between MMAH Regional Office. LHA. and CMSMlDSSAB staff. - Meet at least quarterly - Determine present and future "roles and responsibifrties" - Share information - Get feedback - Coordinate presentations to Councils - Identify needs for trnining and education "~~~ONTA1RIO :-~ "'- ~ 14 7 " MMAH/CMSM Relationship Framework . Agenda items for quarterly meetings . Information topics .....hich have been identified include: - Condition of Stock - Budget Setting and Review for Ministry Programs - Social Housing Capita! Risks - Bench Marking/Manageable Cost Ranges - Projects in Difficulty - MunidpaJ Billing Process - Rent-Geared -to-Income Calculation - lHA Realignment - OpenttionaJ Reviews - Update on Program Reform and Devolution - Opportunities for Secondment, Job Trades '~O ~O "-,'~ NT -':.J IS Provincial Migration Strategy . Purpose: - Need tc have mechanisms ready so that devolution can take place quickly once a new federal agreement and legislation is in place. The mechanisms are: · Human resources plan · RnanciaI resources plan · Provindal migration strategy and locaJ implementation framework · Devolution monitoring system . Have started work: - RFP for consultant to develop migration strategy options - Operations Divis",-" human resoul'CE!S planning - . if'ONTMUO . .~ 16 8 ; ( , Provincial Migration Strategy · Many variables to take into account: - diversity of CMSMs. - provindaily and federally administered programs. - public and non-profit housing are different businesses. · Municipal involvement an integral part of developing the framework. · Strategy must ensure: - unintemJpted service to providers and clients, - decision-making in hands of CMSMs as early as possible, - program integrity and accountability maintained, - collective agreements and reasonable efforts honoured, iqONThRIO -"'0 17 Municipal Involvement in Social Housing Reform and Devolution · CMSM/DSSAB and MMAH Regional Offices, together with LHAs, will continue to hold regular meetings · Municipal reference group for F!P negotiations · Participation in non profit energy management initiatives · Participation in Non Profit Default Management T earn · Consultation on LHA realignment -,",-' ~o <~"'" NTÞ1RIO . = 18 ( \ " 9 Commitment for Further Municipal Involvement · Non-profit mortgage management strategy · Further LHA Realignments · Non-profit program administration/design · Identification of training and education needs · Individual CMSM/DSSAB Local Implementation Framework ,\~ONTÞiRJO ."J 19 ( - . 10 ( Tuesday, August 24 -10:30 a.m. -12:00 noon Municipal Business Opportunities ( Speakers: Carleton R. Meyers, President, Factory Outlet Consultants Wendy Rowland, Manager, Fitness & Lifestyle Centre Notes not available Tuesday, August 24 -10:30 a.m. -12:00 noon Tickets, please!: An Update on the POA Transfer Project (Repeat) Speakers: Mike Burke, City Solicitor and Managing Director, Corporate Services, City of North Bay Phyllis Carlyle, Solicitor, Region of York John Craig, Clerk, City of Barrie Inez Diamond-Gleeson. Municipal Liaison, POA Transfer Project, Ministry of the Attorney General ( " ( Tuesday, August 24 -10:30 a.m. -12:00 noon Keeping in Touch - Public Relations in the Municipal Setting (Repeat) Speakers: Peter Howard, Managing Director, Sussex Strategy Group Sally Barnes, President, Enterprise Canada Group Susan Fennell, Councillor, City of Brampton Tuesday, August 24 -10:30 a.m. -12:00 noon Creativity and Technology in Municipal Practice Speakers: Andrew Campbell, Director, Waste Management, Region of Waterloo (Replaced Jim Archibald) Craig Curtis, City Manager, City of Owen Sound John Lohuis, Director, Recreation & Parks, City of Mississauga Sue Cunningham, SupeNisor, Customer SeNices, Recreation & Parks, City of Mississauga ~. , ~- / \ , ( \. c -::S:-M OrcJi,.p~ Peter J. Marshall Municipal Innovative Awards Peter J. Marshall Municipal Innovative Awards WATERLOO LANDFILL GAS POWER PROJECT Waterloo Region 18 . WATERLOO LANDFILL GAS POWER PROJECT ( - '''~'':'/''~r~''t,~f%0W::;:-~~'~'~-~'~ IN PAR1NERSHIP WITH ~- Dllll!j: : 'c:4 ~ Ontario Hydro ~ :,f; ¡O.·T~: ';;l..t::.\" :' ~""T"~_~~~' . f: ( / ( " WATERLOO LANDFILL GAS POWER PROJECT TABLE OF CONTENTS PROJECT DESCRIPTION ...................................................... 1 PROJECT PARTNERS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 INNOVATIVE FEATURES........ ..... ....... .......... ............. ........ ..3 COMMUNITY BENEFITS. . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . .. . . . . . . . . . . . . . . .. . . . . . 3 CHALLENGES AND SOLUTIONS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 ATTACHMENTS ~ Single Page Project Brochure ~ Facility Photographs (4) ( WATERLOO LANDFILL GAS POWER PROJECT REGIONAL MUNICIPALITY OF WATERLOO ONTARIO, CANADA Project Description The Regional Municipality of Waterloo (Region) is located 70 km southwest of the City of Toronto and serves a population of over 400,000. The Region operates two active sanitary landfills with incoming waste totaling 200,000 tonnes per year. In-place tonnage at the two sites is 6 million tonnes at the Waterloo Landfill, and 2 million tonnes at the Cambridge Landfill. In 1993, increasing odours and methane gas migration resulted in the need to construct gas collection systems at both sites. Regional Council adopted a two-stage strategy to address the landfill gas problem. The top priority was to collect and flare the gas to minimize odours and subsurface gas migration. The collection and flare systems were financed by the Region and constructed in advance of any commitment to utilize the gas. This approach continned the Region's philosophy that we are responsible for the enviromnental impacts of the sites, and ( therefore must address enviromnental issues first. "-- The design of the gas collection and flare system for the Waterloo Landfill was completed in 1994 and constructed in 1995. Once the design of the system was substantially complete in 1994, the Region advertised a Request for Proposals (RFP) to utilize the gas to be collected. The RFP for gas utilization was targeted to private-sector developers but did not specifY how the gas was to be utilized. That decision was left to the developers as they were in the best position to determine the most cost-effective utilization option. A bid security of $50,000 was specified to discourage frivolous proposals. The Region specified the following requirements for preparation of proposals. · All capital and operating costs for the life of the utilization project are the responsibility of the Proponent. · The Region was willing to sign a 20-year contract with a possible IO-year extension. · The Proponent must demonstrate that the utilization technology is proven and reliable. · The Proponent must specifY the projected royalty to the Region for the use of the gas and also guarantee a minimum annual royalty. -1- , Given that the Waterloo Landfill is a significant distance ITom major industries and institutions, the only bona fide proposals were for using the landfill gas as a fuel source in engines to generate electricity. The four 1000 horsepower engine/generator sets are well-proven teclmology and each produce up to 1 megawatt of power. The Waterloo Landfill currently produces 1200 cubic feet per minute (cfin) of landfill gas with a methane concentration of 55%. TIlls is sufficient to produce almost 4 megawatts of power, With the site expansion over the next 30 years, gas production will exceed 2000 cfin resulting in 8 megawatts of power. The selected proponent (Toromont Energy /Caterpillar) is a well-respected company with an established track record in the industry. T oromont required over three years to sign a contract with Ontario Hydro to purchase the electricity generated at the Waterloo Landfill due to a surplus of power in Ontario. Ontario Hydro eventually agreed to purchase the power ITom the Waterloo project and promote it's sale as a "green" or environmental choice for its power purchasing customers. The agreement to purchase the power also includes emission reduction credits under Ontario's Pilot Emission Reduction Trading (PERT) program produced ITom this green energy source. Construction of the power plant began in November 1998 and is expected to be operational by July 1999. Total project costs are estimated to be $7 million and are financed solely by ToromontEnergy. The Region is expected to receive between $100,000 and $250,000 per year in royalties in exchange for granting the rights to the gas to T oromont Energy. ,/.. \,'" . Project Partners Successful completion of the Waterloo Landfill Gas Power Project required the cooperation of three independent interests: The Regional Municipality of Waterloo, Toromont Energy, and Ontario Hydro. THE REGION'S ROLE: As the owner and operator of the landfill site, the Region has entered into a long term landfill gas utilization agreement with Toromont Energy. The Region receives a royalty ITom Toromont Energy for the right to utilize the gas for the production of electricity. TOROMONT ENERGY'S ROLE: Toromont Energy will design, construct, own and operate the landfill gas power plant. To facilitate the development of this project, Toromont Energy and Ontario Hydro have entered into an agreement that will allow the production of electricity for use on the grid. ONTARIO HYDRO'S ROLE: Ontario Hydro is committed to reducing air emissions associated with its electricity production activities and to offering customers a choice of "green energy" alternatives. The agreement with T oromont Energy includes the purchase of power and emission reduction credits produced ITom this green energy source. / ( "'--~_. -2- Innovative Features ( , The following innovative features distinguish this project from most municipal capital works: · Greenhouse gases are efficiently converted into electricity thereby displacing the need for power from other sources such as nuclear and coal fuels. · Participation in Ontario's Pilot Emission Reduction Trading (PERT) program. · Private sector financing for 100% of the project cost while still providing the municipality with six-figure royalty revenue per year. · The three project partners each have clearly defined roles consistent with their core business specialization resulting in the most effective utilization of resources. Community Benefits Several short and long term community benefits will be realized as a result of this project. · The construction of the power plant was completed by a local general contractor with sub-trades, inspection and technical support provided locally. The nine month construction period provided thousands of hours of work for several skilled trades. · The operation of the power plant will create long-term jobs with parts and service originating from Toromont's Cambridge office. ( \. · The community is assuming no risk associated with the project and will receive hundreds of thousands of dollars of royalty revenue per year. · Several local and global environmental benefits will accrue as a result of this project proceeding. Locally, odours and gas migration from the landfill have been minimized as the landfill gas is now collected and utilized. Landfills also produce about one quarter of all methane-based greenhouse gas emissions in Canada which cause global warming. The effective utilization of methane avoids the release of greenhouse gases. · Generation of" green" power also displaces the need for power produced from coal or nuclear fuels. Challenges and Solutions The primary challenge in making the power project a reality was securing a power purchase agreement with Ontario Hydro. The generating capacity surplus in the mid 90's caused Ontario Hydro to be reluctant to purchase power from new sources. However, two factors pushed this project off the drawing board. The first involved the emerging market for emission reduction , i \ -3- ( credits through Ontario's Pilot Emission Reduction Trading (pERT) project. Ontario Hydro is purchasing both the power and the emission reduction credits from this project which in total provided sufficient revenue for the project to proceed. The second less tangible factor was the impending break up of Ontario Hydro and a new competitive marketplace for power sales. Ontario Hydro saw the advantages of partnerships with new cost-effective generators of power, and in particular, "green energy." Other issues such as financing and local political buy-in were less difficult to overcome. As the successful proponent through the RFP process, Toromont was both the owner/operator of the facility and the primary equipment supplier as the Caterpillar distributor in Ontario. The project was 100% fmanced by T oromont. Local political support was strong since Toromont was selected through a competitive bidding process, no municipal funding was required, and significant royalties will be realized from this project for the next 50 years. In conclusion, all three partners, the local community and the environment will all see significant short and long-term benefits as a result of this project proceeding. ( .... -4- , // i '. , \ "'.,.. ( . P. A" '^ P(A,.h.\ ~L- Peter J. Marshall Municipal Innovative Awards Peter J. Marshall Municipal Innovative Awards THE DEVELOPMENT OF AN EFFECTIVE STRATEGIC PLANNING PROCESS Owen Sound City 12 OWEN SOUND: THE DEVELOPMENT OF AN EFFECTIVE STRATEGIC PLANNING PROCESS ~ { INTRODUCTION: The 1990's is a decade of major change for municipal governments across Canada. The first and most important step is to recognize that the "status quo" is no longer an option. In this respect, Ted Gaebler's book "Reinventing Government" includes the following excellent quote: "Strangely enough in the midst of change, the present course may often be the most risky one. It may only serve to perpetuate irrelevancy." This article summarizes the manner in which the City of Owen Sound has responded to the challenge. The City has a population of21,000 persons and serves a region of 80,000 persons within the Counties of Grey and Bruce. THE CHALLENGE: PROVINCIAL DOWNLOADING At the end of 1995, the Provincial Government first announced major cuts in municipal grants and transfer payments for 1996. This was followed by further reductions in 1997. In 1998, the Province implemented the "Who Does What" Initiative, which was originally intended to be "revenue neutral". In the fmal C analysis, however, this program resulted in municipalities having to absorb' significant additional costs. In summary, Provincial funding reductions to the City over the last four years have totalled approximately $2,600,000 per annum or the equivalent of a 19.8% tax increase. THE PROCESS: STRATEGIC PLANNING PROCESS The City of Owen Sound developed a Strategic Planning Process in 1995, which was designed to respond to any fmancial scenario which the Province might deliver. This process has been used as a blueprint for the period 1995-1999. The Strategic Planning Process, which was revised and adopted at the beginning of each year, included the following major strategic initiatives: · Employee Initiative Program (OSCARS) · Service Analysis · Information Technology Strategic Plan (ITSP) · Organizational Restructuring / I \, ( EMPLOYEE INITIATIVE PROGRAM (O.S.C.A.R.S.) The Employee Initiative Program was approved by City Council in August 1995 and was entitled O.S.C.A.R.S - "Owen Sound Can Achieve Real Savings". The mission statement was as follows: "To stimulate, promote and recognize employee proposals to achieve real sav- ings and effectiveness in providing excellence in municipal service." The O.S.C.A.R.S. Program was launched at the end of 1995 with the objective of generating 400 ideas, which would deliver savings or increase revenues. The Program exceeded all expectations and over 740 suggestions were received. Of these suggestions approximately 300 were implemented through the 1996 and 1997 budgets and resulted in annual savings to the City of over $500,000. The O.S.C.A.R.S. Program had a positive effect on communication and staff morale. For the first time city union and non-union staff came together and pooled their ideas to develop joint solutions. SERVICE ANALYSIS The Service Analysis provided the opportunity for City Council and senior staff to work more closely together in analyzing and evaluating all services, which the City delivers. The Mission Statement for the program was established as follows: "To review and prioritize all City programs and services with the objective of identifying which should be enhanced, reduced or even eliminated." In any service analysis the critical element is balancing costs against the importance of a particular service to a community's quality of life. In this respect, one is reminded of Oscar Wilde's two famous quotes: A cynic is "one who knows the price of everything, but the value of nothing." A sentimentalist is "one who knows the value of everything, but the price of nothing." The task was clearly to balance the "cynics" and the "sentimentalists" on City Council and in the administration. ¡ \.. The format approved for the Service Analysis was a two-way workshop of council and senior administration led by an independent facilitator. Prior to ( the workshop all departments were involved in preparing a detailed inventory of programs and services within the broad divisions of the City administration. This hierarchy may be summarized as follows: Division: e.g. Protection to Persons and Property Department: e.g. Fire Department Services: e.g. Prevention, Suppression, etc. Each department prepared a summary sheet for each of its services including: . A service / program description . The cost of providing the service in terms of budget ($) and human resources (FTE - Full Time Equivalents) · Service indicators and benchmarks · Alternate levels of service ( -.. In the section outlining alternative levels of service, each department was required to identify methods by which savings could be achieved, equivalent to at least 10 per cent of the annual tax supported budget. In each of the last four years, two day Service Analysis workshops have been held between City Council and senior staff, under the guidance of Bob Wiele of the Centre for High Performance. The initial step each year was to identify the "criteria for decision making" and the target for savings or increased revenues. This was based on a preliminary assessment of the fmancial pressures facing the City in each year. The workshops established an excellent working relationship between City Council and the senior administration. Council was successful in identifying many service adjustments, which were later incorporated into detailed budget guidelines. ( Service Ad'ustments Year # Of Ad¡ustments Cost Adjustments 1996 112 ($1,038,9801 1997 99 1$ 711,1801 1998 64 1$ 729,4161 1999 96 +$ 249,960 TOTAL: 371 ($2,229,6161 In summary, City Council has over the last four years adopted 371 service adjustments resulting in annual savings to the City of $2,229,616. This is equivalent to a reduction of approximately 17% in the City's annual budget. Following each Service Analysis workshop, City Council convened a Public Open House and Meeting in January to discuss the proposed service adjustments, prior to consideration and adoption of the fmal budget. With one exception, the four meetings were very well attended and City Council and the administration were able to clearly identify the major issues. In addition, members of the public submitted an average of 35 written submissions, each year, which were carefully considered in putting together the fmal budget recommendations. INFORMATION TECHNOLOGY STRATEGIC PLAN (ITSP) Between June 1997 and May 1998 the City administration worked with a consultant to develop an Information Technology Strategic Plan (ITSP) for the Corporation. This plan was adopted by City Council in May 1998 and funding for implementation was approved over a three year period. The first phase of implementation was completed by June 1999 and included the installation of a new server and network, the purchase of 45 new PC's and related printers, the installation of 45 licenses for Microsoft Office, and the provision of training for 70 staff, including City Councillors. Staffing is an important element in the ITSP as the system can only be successful if it is adequately maintained and supported. The implementation of the plan was accompanied by the hiring of an IT Manager and a support technician. The implementation of the first phase of the ITSP was a major step forward for the municipality and supports one of the City's key themes of "working smarter not harder". It has significantly improved communication between staff at all levels and City Council. ( :,,' ORGANIZATIONAL RESTRUCTURING ",_. City Council established the principles for a new organizational structure at its Strategic Planning Meeting in June 1997. The City Manager and the Human Resources Manager worked with the new City Council, after the election, in a number of "in camera" sessions to develop a new organizational structure. The new structure was announced in April 1998 and is scheduled for full implementation by August 1999. The major objective of the restructuring was to break down departmental "silos" and reduce the duplication of services, within a relatively small administration. In the final analysis, a flatter organizational structure has been achieved with reduced levels of reporting within departments. The number of departments has been reduced to five (viz. Operations, Financial Services, Community Services, Fire and City Manager's). The new Operations Department amalgamates Engineering Services and all public works functions including the former Parks Division and the former Water Division of the Public Utilities Commission (PUC). The hydro services of the former PUC have been incorporated as a separate corporation under the Ontario Business Corporation Act (OBCA). The completion of a new organizational structure for the corporation was long ( overdue and will facilitate the necessary re-engineering of processes taking' advantage of the new information technology systems now available. THE PLAN: ANNUAL BUDGET AND BUSINESS The Strategic Planning Process has culminated in a concrete implementation plan - the annual operating and capital budget. This budget now includes three distinct components: · The Operating Budget · The Capital Budget - now separated from operations and based on a five year program · Two year Business Plan The Business Plan was a new item which provides the essential link between the Service Analysis, the Strategic Planning Initiatives, and the Budget. The Business Plans include departmental Mission Statements and outline goals, objectives and program initiatives for each individual service. é (' , As outlined in the introduction, Provincial funding reductions and downloading over the last four years have totalled approximately $2,600,000 per annum or the equivalent of a 19.8% tax increase. Inflation over the same period has totalled approximately 7.1%. Consequently, if the 1995 budget had been brought forward into 1999 without change it would have resulted in a tax increase of approximately 26.9%. The final result has been that taxes have increased at less than the rate of inflation and the total impact of provincial downloading has been absorbed by cost savings through efficiencies and reduced services and revenue through increased user fees. CONCLUSION This submission does not outline one single dramatic "change" initiative. Rather it is intended to demonstrate how the Owen Sound City Council and its administration have worked together to meet the challenge of change within the framework of a clear Strategic Planning Process. It is our submission that the "process" of involving council, staff and the community is the key to effective decision making. Change and reorganization is a way of life for municipalities in the 1990s. However, the following quote provides a timely reminder: "We trained hard. But it seemed that every time we were beginning to form up into teams, we would be reorganized. I was to learn later in life that we tend to meet any new situation by reorganizing; and a wonderful method it can be for creating the illusion of progress, while producing confusion, inefficiency and demoralization. " Petronius Arbiter, 210 B.C. The challenge before us is to ensure that change is meaningful and represents real progress. Change for the sake of change is an illusion and must be avoided. CRAIG CURTIS CITY MANAGER STEWART TAYLOR MAYOR í \ , '>~... Employee Initiative Program CITY OF OWEN SOUND ( CORPORATE STRATEGIC PLANNING PROCESS Review Strategic Plan APRIL/MAY Adopt Annual Strategic Planning Process Organizational Restructuring Information Technology Strategic Plan SERVICE ANALYSIS WORKSHOP DETAILED BUDGET GUIDELINES PUBLIC OPEN HOUSE & MEETING BUDGET AND BUSINESS PLANS Performance Measures NOVEMBER ( DECEMBER JANUARY MARCH (., -:I''DV\.I\ \..-0 h v \ ~ C\-- ~ &I¡?~ ~fr\.M.",-, l~.V\ ; "\. .. " '. . ~.-þ ':' Peter J. Marshall Municipal Innovative Awards Peter J. Marshall Munlclpallnnovatlvø Awa_ IIBRIDGES" PROJECT: BRIDGING THE GAP TO THE FUTURE c Mississauga City 09 ~ /::Jridges BRIDGES Project: Bridging the Gap to the Future Summary of the Project: The mandate of the City of Mississauga' s Recreation and Park's Division is to provide recreational and cultural programs to the public and to manage the City's recreation facilities including parks, community centres and arenas. Annually the Division: · processes 125,000 bookings for 15,000 organizations and individuals in 700 bookable areas at 23 indoor facilities (community centre, arenas, etc.) and 250 outdoor facilities (sports fields, parks, etc,); · processes 58,000 recreation program registrations that result in 29,000 customers being registered into one or more of the city's 3,700 non-aquatic classes; · processes 42,000 aquatic registrations for the City's 7,300 aquatics classes; · oversees 233,000 fitness classes, 163,000 gym and 67,000 court usages; · sells 15,000 fitness memberships (1 month, 3 months, annual); · generates $18,000,000 in revenue or about 11 % of the City's total revenues. The goal of the project is to integrate two separate computer platforms that were facing obsolescence and were not Y2K compliant. As a result the BRIDGES Team was established in February 1997 to advance City of Mississauga' s Recreation and Parks vision of providing "reliable, convenient, customer friendly, consistent, one-stop shopping experience, at his or her choice of venue and time." Description: Booking and Registration Integrated Database Guaranteeing Excellent Service ( \. ( I \. 2 ~ bridges The City saw the opportunity to use new multi-disciplinary team processes to streaniline the recreation program registration and facility bookings services. As a result, the following mandate was established: · identify improvements to customer service; · obtain staff buy-in and comnùtment; · streamline and integrate business processes with appropriate technology; · develop cost effective solutions; · maximize revenue opportunities. In doing this the team would bridge the gap between: · registration and booking systems by establishing an integrated database; · Recreation and Parks staff and our customers; · City-wide central and community based service provision; · corporate and community technology solutions; · present and the future; Specific targets for BRIDGES included: · eliminate mass (manual, on-site) aquatic registrations; · introduce Touch Tone Registration (ITR); · integrate registration, facility bookings and membership data bases; · develop new revenue opportunity; · establish a centralize Customer Service Centre with staff cross-trained to provide one stop shopping to all customers. 3 ~ bricJ{;¡es Organizations Involved: The team used public and private sector benchmarking and innovative new partnerships with ffiM and ESCOM Ltd. to redefine how services are provided to the customer. Twenty nine (29) public organizations were benchmarked including municipalities such as Indianapolis, Edmonton, Surrey, London, Kanata, Niagara Falls, as well as the University of Toronto, Dufferin-Peel Separate School Board, Seneca College, etc. An additional twenty-nine (29) private organizations included TicketMaster, CffiC, Best Western Hotels, Rogers Cable, Polish Cultural Centre, etc. Innovative Qualities: · review of potential automation methods to streamline processes, labour requirements and data accuracy and include use of batch credit card systemsn, TIR telephone registrations, point of sale connections with system, future Internet commerce readiness; · movement of aquatic registrations from a completely manual system to a computerized record involving a minimum of 50,000 transactions per year; · review opportunity to have staff directly enter program data with electronic downloading of such data to desktop publishing software to produce the brochure of recreation programs resulting in labour savings and increasing accuracy of data; ( , · precess documentation, error checking and methodology to correct non-conformance to established standards. Benefits to the Community: The Team already has produced a I SI in Canada, that is a direct program registration entry with downloading of this data directly into a desktop publishing program for the twice-annual city- wide activity guide provided to each Mississauga household. Over $50,000 has been saved by implementation of the direct downloading of data to desktop publishing through reduced red-line revisions and clerical re-writes. Accuracy of program data climbed from 95% to 99.5% in the latest edition of the activity guide. The BRIDGES Team was instrumental in implementation of a new organizational structure for the Customer Service Centre which reflects cross training of staff to match new technological advancements. The relocation of the Customer Service Centre in Canada's busiest library along with new service hours was accomplished. ( 4 ~ bridges Implementation and enhancement of point of sale debit card, VISA, MasterCard batch processing, telephone registration and built in Internet commerce capability are achievement of the BRIDGES Team to date. An equivalent savings through reduced need for augmenting part time staff hours (2,500 hours minimum per annum) will be achieved by a goal of a minimum of 30% of transactions through telephone clients and no aquatic registration lineups through adjustment to continuous online registration. Secondary savings will be available through facility staff booking capabilities to adjust dynamically for changes in ice-time allocations, room allocations or additional program offerings to relate to changes in consumer demand. How was the Project Initiated? The Team was established with a project charter that highlighted use of business process flow documentation. clear methods to chart new efficiencies and financial returns through implementing the new system. An innovative partnership was used with ffiM and ESCOM Ltd. to apply the latest software solutions in conjunction with city staff. Comnosition of Team The team was established through City of Mississauga capital budget approval which quickly then provided a Project Charter and Project Plan involving Information Technology, Business Planning, Finance and Recreation and Parks Divisions. The team was established with skill sets in all areas to properly capture existing processes. to recognize communication, software and hardware requirements. The Core BRIDGES Team consisted of the following staff: / I \ Sue Cunningham Sven Tretrop Dion Walsh Carol Murray Margaret Shortt Bev Litman Julie Mitchell Caroline McEathron Brad Melville Donna Armstrong John Trace Karen Waterrnan Linda Wong Paul Lee - Project Co-Leader and Supervisor, Customer Service Centre - Project Co- Leader. Information Technology - Manager of consulting services, ESCOM software Services - Registration, Customer Service Centre - Bookings, Customer Service Centre - Aquatics - Aquatics - Aquatics - Fitness - Training - Community Centres - Financial Processes - Information Technology - Information Technology 5 ~ bridges , ( \. Oualitv Tools Initial process mapping was used through external consultants to document all process flows for registration (Mainframe - Mapper) and booking (Client Server - FSS) systems. This set the basis for process review methodology and system enhancement. Customer service measurement was provided through several surveys including regular use of the City's Environics customers satisfaction with various city services. Leadership The project team was provided guidance by a Core Steering Committee which included the City's Director of Infonnation Technology, the Director of Recreation and Parks and the City's Financial Controller. Adjustments of scope and resources were able to be made through having the project team report through this steering committee. The City encourages celebration and communication of innovation and achievement and so the City's "Network" newsletter communicated the achievements of the project regularly. A 1997 guiding document provided by the Recreation and Parks Division helped provide focus for the Division's objectives around 7 critical business elements: Facilities & Technology; Research & Development; Human Resources, hnage, Finance, Products & Services; and Partnership. c Reproducibility of the Ouality Improvements The BRIDGES Team set an approach to this project that can be readily repeated by other municipalities. The benchmarking exercises revealed that most process and system enhancements under consideration were problems waiting to be resolved at other cities. Overcoming the Challen!!es The project has already spawned numerous benefits in better fmancial controls, customer satisfaction, data accuracy, employee efficiency and image. The Team has streamlined over 50 business processes affecting 450 staff. They developed over 150 recommendations of which more than 70 have been implemented to date. The Team has streamlined over 50 business processes affecting 450 staff. They developed over 150 recommendations of which more than 70 have been implemented to date. In doing this, the BRIDGES Team had to tackle numerous "they always did it this way" scenarios and challenge traditional systems and processes. These have been communicated and shared with staff on an on-going basis through BRIDGES newsletters, face to face meetings held at key points to demonstrate new processes and receive feedback, use of an internal web pages with up-to-date infonnation and through continuous training of staff at all levels. 6 ~ Successes Numerous successes have already been achieved by the Team: · 1st recreation program guide downloaded directly from CLASS data, saving typesetting costs and reducing errors and turnaround times for production; · implementation of Customer Service Centre with extended hours of operation; · New system implemented in a completely seamless manner March 1, 1999; · 200 staff trained on the new system in order to quickly retrieve up-to-date and on-the-spot infonnation for clients and staff; · documentation of process flows, including posting on the internal staff website; · recipient of Public Sector Quality Award from the Canadian Productivity Network, June 1999. Next Ste,ps The BRIDGES Project is expected to be completed in the winter of 2000 when the following components will be operational: Elinúnation of manual aquatic processes August 1, 1999 Touch Tone Registration for all recreation programs August 21,1999 On-site processing of fitness memberships into central database January 1,2000 Implementation of Internet program registration March 1, 2000 , ~/ 7 Bridging The Gap To The Future ( The BRIDGES Team Is Working To Keep You Informed BRIDGES : What Is It? What's in a name? The BRIDGES acronym packs a lot into its name: B-ooking and R-egistration I-ntegrated D-atabase G-uaranteeing E-xcellent S-ervÌCe but what does it mean to you. a City staff person? As a staff person the new BRIDGES computer system will provide you with the infonnation and tools necessary to provide a greater level of service to your customers. The new system will coordinate all memberships. facility bookings and eventually all program registrations into one main computer system. This will allow everyone direct access to participant information. BRIDGES wì1l cut out redundant and manual procedures currently perfonned by Recreation and Parks Staff. What Are The Goals? For Staff: · Through the use of one computer system Counter Staff will have access to facility. program. membership and account information which will allow them to better handle all their customers needs. Example: Staff will be able to register someone in an aquatic program and/or an arts program andlor renew their fitness membership all in one stop. Community centres will have access to all participant infonnation which will allow you to better service your customers' needs directly from your centre. Example: One week prior to class start date customers choosing to register at a centre will receive immediate confinnation that they are registered in the program rather than waiting for a mailed receipt í- When registering a customer you will only have to input their personal infonnation into the computer once. For each re~ visit simply enter their phone number and all their infonnation will appear on the screen. "-.. Having a system that can track. all programs and memberships a customer has purchased. will allow us to develop a "Customer Profùe". Based on this infonnation we will be able to provide them with higher quality programs better suited to their interests. Membership cards will be provided to customers. These "swipe" cards will be monitored. electronically which will assist in traCking membership statistics. · · · · For Our Customers: · Rental requests will be processed on the computer at a community centre for one-time bookings. High volume., complex bookings will continue to be processed. by the Customer Service Centre. · By Fall 1999' customers will have the additional option of registering by Telephone Touch Tone Registration. (TfR). · Once ITR. is in place customers will be provided with a security number which will allow them access to the system to . register for both general and aquatic programs. · Customers registering in~person at a centre or who use TrR will receive immediate confInnation. They will not have [0 wait for mailed confmnation receipts. · In future all aquatic programs will be processed on the computer so customers will no longer have to stand in line to register. Also. general registration customers will not have to go through the random selection process which will eliminate the 2-3 week class confirmation wait period. · In the future customers will be able to use the Internet and Kiosks for program registrations. This will offer customers more ways to register for a program. at their choice of time and location. · In the future fitness and aquatic memberships will be processed immediately on the computer at any community centre. Once a customer has purchased a membership they will be issued a 'swipe' canL These cards will help assist in tracking usage of our fitness and aquatic facilities. Where Are We Right Now? · The City is currently developing the beginning phases for the new BRIDGES computer system which will be rolled out 0C the course of a year. The BRIDGES team is coordinating training sessions, which will be taking place this summer and fat-o., _ to ensure all staff who will be using the new system have had appropriate training before its officíal phase one launch this Fall. If you have any questions, comments or concerns regarding the BRIDGES project please contact, The BRIDGES Team at 615-3704, . --- ( Tuesday, August 24 -10:30 a.m. -12:00 noon Human Rights in the Municipal Workplace Speaker: Keith Norton, Chief Commissioner, Ontario Human Rights Commission Notes not available , ( Tuesday, August 24 - 1 :30 p.m. - 3:00 p.m. Land Ambulance - The Reluctant Municipal Bride Speakers: Roger Anderson, Chair, Region of Durham and Co-chair of the AMO/MOH Land Ambulance Steering Committee Jim Green, Commissioner of Planning & Economic Development, District of Muskoka Alan Wells, CAO, Region of York ,. , ( Speaker: Roger Anderson, Chair of Durham Region Date: August 23,1999 Event: 1999 AMO Conference Land Ambulance Workshop LAND AMBULANCE - WORKING TOWARDS MUNICIPAL IMPLEMENTATION Introduction: In January of this year AMO agreed to create a joint Land Ambulance implementation Steering Committee with the Ministry of Health. The Steering Committee is an outgrowth of two approaches that AMO is using to manage this complex issue. At the political level, AMO has and will continue to push the provincial government to rethink the land ambulance download. On several occasions we have asked the province to take back the service, each time the province said no - that is until March 23'd, when province agreed to pay for 50% of the costs of land ambulance retroactive to January 1, 1999. This is a good start to hopefully removing the financial responsibility of this service entirely off of the property tax base. On the other side there was the practical issue of Bill152 - the Services Restructuring Act - the law that directs the transfer. Should the government not change its position, there was an onus to make the transition as smooth as possible. We have four members on the Land Ambulance Transition Taskforce. This group, made up of the stakeholders in the ambulance system such as the Ontario Hospitai Association, private operators, paramedics, the Ministry of Health, and Base hospitals, has been working diligently to advise the Minister of Health on various technical issues including a new set of regulations for operators. During 1998, it became apparent that there were too many issues that needed to be dealt with between the two orders of government. A bilateral forum was needed. The AMO/Ministry of Health Land Ambulance Implementation Steering Committee was established. It is made up of elected officials, senior administrators and land ambulance co-ordinators from the municipal sector. On the provincial side there are two MPPs (newly appointed Dan Newman and Bruce Coburn). There are also representatives from across the province, and from various types of municipalities. It is important to stress that the Steering Committee does not set provincial or AMO policy. It advises the Minister of Health and the AMO Board on land ambulance issues. Just as the Minister, Cabinet or the provincial legislature must pass policy initiatives and changes, so must our AMO Board. If there is a need for a new policy initiative, or a change in an AMO position, the recommendations of the municipal representatives of the Steering Committee must go before the Board for its approval. In the brief history of the Steering Committee we have had to address a plethora of complex issues that plague this transition. No one said it was going to be easy. You have probably heard of the David Letterman's 'Top Ten" list. I unfortunately do not have time to give you AMO's top 10 transition issues - let alone the other 990 we have. I will offer only the top 5. 1 -2- Issue number 1: Time lines The most urgent issue facing designated municipalities is the status of the extensions for municipal assumption - the change from January 1,2000 to January 1,2001 as the effective date of transfer. The March announcement unfortunately was silent on the issue of Bill 152's September 30, 1999 deadline to notify the province which organization(s) would deliver the service. Municipalities did not know what was expected of them, or what the implications were if they did (or did not) meet this deadline. L',der the current legislation, if a municipality notifies the Province by September 30th, they must ìnen assume the service on the first of January. If they do not, they will be in the default position. This means current operators will remain for a year. This was hard on Operators and Paramedics who did not know whether they would be delivering the service next year. We understand that some operators have been issuing pink slips already. After numerous requests from AMO, the province acted on Friday. The Deputy Minister of Health announced that the Ministry is intending to propose an amendment to the Ambulance Act to allow municipalities to select an operator during 2000 - as long as current providers receive "reasonable notice". So, it appears there will be some flexibility for our members - that's good. But, what we don't know is how that flexibility will play out. Why? Number one, we don't know what "reasonable notice" means: Is it 90 days or six months? Number two, we don't know when the legislation will be passed. It could be next year. Until we get these answers, its difficult to say when is the earliest ( or latest you can give notice.'H AMO will be requesting that all parties at Queen's Park allow swift passage of the government's intended amendments, to bring more certainty to the transition process as soon as possible. It is our understanding that the Ministry of Health will be responsible for the service until January 2001, or until a municipality assumes the service. So, provincial officials will negotiate with current operators to continue delivering the service. Issue 2: Provincial Funding When they originally announced the extensions, the government also committed that the provincial government would fund 50% of the approved costs of land ambulance. We are also seeking clarification on the definition of "approved costs". Does it include municipal directors of ambulance services hired to manage the transition and the service? Seems only fair. Municipalities have had to pay for some of the Province's managers while the Ministry of Heath has been running the service over the last one and a half years. The 50/50 announcement is important because costs may increase next year. An arbitration commission has ordered that the province fund private operators 5.5 times their management compensation. Many may not want to remain in the business because of this decision. Already there are rumors that some private operators will be retiring on December 31, 1999. Others may refuse to continue operations if they are not chosen by a municipality to run the service. Operators that are convinced to stay on, may charge exorbitant fees for next year. 2 -3- (c , In addition, many municipalities are finding that the ambulance service they have inherited is inadequate - or worse in violation of the Ambulance Act. Some rural municipalities are already demanding Advanced Life Support paramedic services in their communities. They feel the Province has subsidized the service in urban areas, and should do the same for the other municipalities in Ontario. it is our expectation that if communities want to improve their ambulance service, the province will consider that investment an "approved cosf'. And, we have costs that the Province doesn't pay. The province does not have to pay PST (they do put it goes from one provincial pocket to the other), GST or the gas tax. In addition, the province has been able to bulk purchase vehicles, equipment, insurance and medicine. Arrangements where we are exempt from some of these tax burdens and have access to some bulk purchasing opportunities is needed. We have set up a Joint MOH/AMO Sub-committee to review our options. They have already had their first success. Municipalities that wish to assume the service before January 1, 2001, will now be abie to use the Ministry of Health's Judson Street Store while it is in operation. The Steering Committee has also created a Sub-committee to review what costs should be "approved" by the province. AMO has already done a tremendous amount of work in this area. In July, senior municipal staff with backgrounds in budgeting met to discuss the framework for such discussions. Any provincial/municipal discussions must recognize that because of demographic trends, hospital restructuring, and local pressures to improve the service, the cost for delivering land ambulance services will be increasing over the next decade, and so should provincial support. Issue 3: Labour Concerns Another joint sub-committee that has recently been created is dealing with labour implementation issues. It was determined by the Steering Committee that the myriad of labour issues surrounding the ambulance transfer - successor rights, essential service agreements, the seniority regulation, the OPSEU/Management Board Memorandum of Understanding, WSIB obligations, and pay equity (to name a few) - were too complex and better dealt with by a group of labour specialists. Their report should be due out in early fall. As you know the urgency of these concerns has grown because of the possible strike of the City of Toronto's paramedics. Many feel that if the Province gave itself the ability to ensure essential services agreements were in place before their paramedics went on strike in the past, municipalities should be given the same option. The issue of severance, WSIB, reoccurring injuries and grievance obligations also has to be addressed. We feel that the province should assume these costs and responsibilities for the time that they manage the service. Issue 4: Inter-facility Transfers Inter-facility transfers for non-emergency patients is another issue. Not all patients need an ambulance to transfer them between facilities or between their home and facilities. Unfortunately there is little incentive for hospital staff to control the number of people being transported by ambulances. It is not coming out of their budgets. This is increasing municipai costs - especially in cities with numerous specialized facilities. 3 -4- It is also slowing down emergency response times. Ambulances are transferring patients instead of standing ready for emergencies. Rural municipalities are finding that their ambulances disappear when they drop patients off at Regional hospitals. They are used for transfers, and do not return until the end of the day. OffiCials fear their taxpayers are not going to appreciate the fact that the ambulance they pay for is in another community doing routine transfers when it is needed for an emergency in their own municipality. Local officials from larger centres also have concerns. They are being billed for residents that do not live in their communities. " ( , , Issue 5: Dispatch Finally there is the issue of dispatch. Many municipal officials feel the control of this function - obviously with 100% provincial compensation - is essential if they are to run land ambulance services effectively. Many want to integrate ambulance dispatch with their other emergency services. Many feel that municipal budgets will be paying for the staffing, vehicles, equipment and administrative costs for a service that will be run by the province through Ministry dispatch centres. So, who is accountable if something goes wrong in that system? What is the liability? How do you plan? How are costs going to be controlled? Many officials feel that they should not be held to the 1996 response time standard under the Ambulance Act, if they cannot manage the one component that controls the system - dispatch. Other municipal officials feel that they have already taken on too much with the ambulance download - and the numerous other transfers over the last few years. Their municipal plates are full, and they do not want another responsibility. They feel that they need more experience with delivering this complex service before they are comfortable expanding their role. They also fear the service may be downloaded without the needed funding. to'"~ \ These respective needs and fears are valid, and we need to find a solution that respects them. That is why the Implementation Committee is taking a good, hard look at possible options. One of the things that we need is more information. We need to know what the state of the present system is now. Everyone agrees that it is lacking in technology and does need upgrades. I am happy to say that we have made progress. One month ago the province started negotiating with a vendor. They will upgrade the entire dispatch system within three years - at no cost to municipalities. Conclusion: There are numerous other concerns that I should have addressed today - including the designation of municipalities; providing service to aboriginal communities and unorganized areas; the funding issues in the North; cross boundary billing; and purchasing issues. There is one over riding concern that needs to be addressed in this transfer and quite frankly all transfers - communications. As you all know up to this point, communications has not been a hallmark of this process. Municipalities are concerned that they are not receiving timely or consistent information from the Ministry. Municipalities finally received their 1998 information only three weeks ago - three months after they were promised it. Ministry officials have also contradicted each other on various issues. 4 ( \ ( \..~.- -5- I feel the Committee is turning this around. We are committed to providing our deliberations, Ministry documents and information from municipalities and other organizations to the staff and elected officials of designated municipalities. We have created a website (www.amo-ehs.com) to ensure that people have quick access to this information. We have had some successes. The CDs did get released - as well as the LA TT recommendations, and other critical information. Networks of contacts are being established. Officials from various regions across the province have started up formal and informal committees to look at the issue. Our Steering Committee members are part of these groups, and they are exchanging information and ideas. Not only do municipalities want more information from the province, they also want to be consulted on decisions which may impact their ambulance system. Any changes in one area of the health care system can impact municipal services and budgets. A classic example is hospital restructuring. The Province may achieve savings, but there will be increased costs to municipal ambulance services with fewer and more specialized hospitals. It is clear that the Land Ambulance Steering Committee is only the beginning of this new health care relationship between municipalities and the provincial government. I feel that it is the most challenging and important issue municipalities will face in the Year 2000. This process needs to be an information exchange - not a one way conversation, so if you have any questions or concerns that you feel should be raised at our Steering Committee, please contact Jeff Fisher at the AMO offices, or one of the Committee members. 5 1999 AMO Conference Land Ambulance: The Reluctant Municipal Bride Jim Green, District of Muskoka _ID", a_' .. lofMunlc:ipaUtiesofOntarto t. Annual COnterwnce LondAmbul_: Thft RelUCblnt MunlciDIII BrIde JIoI_ DI*k:t Munictpallty of Mut:kOU COmmintonw of Aannlng & Ecanomjc Devetøpment ( ',._" MUlkoka Situation: ·3Ambullnceservtcu.1 prtvate, 2hosp/tal ·'D.DOOt-caJlspwynr ·3AmbulancaStdDns olhillry Cost EstIrnn. for 1998: I3.3DIS mlUIon "'000 permanent populltlon °ID,OOOUHOnaI population (pius martsaad vlsttors) ....000 squa.. kIIomens , / ( '--~~ ~ - - FIRST STEPS: U 0I1enC:ati0n and EdUC8tlOn by: . ~ .s.. HospttaI MedlcalDJrwctor and Coordinator °edstlng Servtce Pnmders oMniltry of HelIth Regional OI'ftce -Ambulance AdvIsor retained by Munldpaftty oNetwor1dng WIth otIIer UTM's ~ - , lride - Delivery Option" Muskoka's Decision Form Municipal ServIce ---......... Request for Proposajs .¡z . . Municipal Service Option oDlstrtctaf MItSiIoU has along hlstolywtttr contraca.d -.so WaIte management RoC CCHISÞUCtIon and malntenlnca ThePlnlSlongt.-m ca..faclllty OntarIo Works JOb placement -capellle ambulance Pto¥lãrs In Muskølcl °ReJuct¡nceta ¡ncm.. munldøal workfon:e , Conb'act with Existing Suppliers Option "LIck of competltlw process to SKU.. contracts °2ot3 existing pmvlders haW large HrYiCe.... outstcte ........ ., of 3 extsang PfttVIden¡ not based In Muskoka: °Efftcfendes of one proWlerfor tile call YlHum. °MlxtuI'1l of pri¥atI! IInd hospital ptDVlders ·Could møtttte september 1999 deadline . 1999 AMO Conference Land Ambulance: The Reluctant Municipal Bride Jim Green, District of Muskoka Request for Proposals Option .c:ompeüttn. open process- purchasing poIcta .L..... p&aytng fleId for all mlting proW:Iars and oIhøS -opportunity for manaþfllent consOlidation. system datan and operaUonallmpravements 'Does not pNCIuda other options Summary of Process to Date: DecIde RFP Opaon April 1998 R....n Advt.or Apdl1998 Adoption of Process by CQamcllto m'-dates April 1998 TechnlcalAdv*MyT.m June 1998 InfomIaUon Gatbeñng June to December '98 PrepIre RFP Document octDbetto FebrUary "99 Appointed provkIV Jame1999 COntrw::tN~ c....... . Wherefrom here? ....... MunlclpaUtyCOnsultation -1998 ClII DIta and Flnandll DIt:I oEvalUlh AmÞutance System DesIgn 0ptf0M -RlÖDnatlZlt AnlnClallntonnatlOn oUnderst8nd D50 and "appraved costs" °MOHlnputand "'8ppmva " oNegotiD final contrac:twtth ProvicIw ($eptemÞertarget) .11erHIFIrSt ResponSe Agreements With Fire De~.nts ~ r (', - -- Points to Ponder: . I olmpadance of TIm. Fram. Plan I .Request for Pr'oposII Process.. quaJity and content of document.net prDCaS. Um.framefartaCb slap oNeldfor tecbnk:8levaluatlon of RFP 'ProressIonaI assiIIInce or staff required ·Network wtIh otfter UTM's benIficiaI oNwl for þUblic IICCOIIntllbHlty & reporting " Thank you Jim Green ( District Munidpality of Muskok8 7OW45.:z231 email: jgreen@muskoka.on.ca " Bride to Land Ambulances: From Reluctant Municipal York Region EMS ~ "............' " '~"~"~~';~~;L:~ii~~¡; \.; ;,~.,.;;;...I. ;"t.,','., A Presentation to AMO by: Alan Wells, CAO 1 Regional Municipality of York August 24, 1999 ·:~f..";: "'^."~ what we got . .......:..:..,.. ,",' :." .. ":,,-,,..'" "<!," "'\':"'~:''-'''~\I~'f?: "'i:-:?iiL~~~ ¡"!~... r-'~~ ~_~. O!] The Context - ambulance service providers volunteer, 1 hospital) .~ land ambulance services to (2 private, transferred LSR initiative municipalities Six different 1 I I 2 Ministry, all located outside Three different dispatch centres Region I million Need budget of $11.2 million to meet service delivery expectations of $9.8 Budget 1998 Ambulance Services 4 .~ :] I I c. ·..t'~-',...,~,::::~, ~~~ "~ we got ,~;.:Ä@1~0.,.::,,)i'~~~ij:~:'¡'~~.,> (, what The Context - ~!), '''',':'-~ ""'. Fleet requiring replacements and additions '-'i:.~t.~~ 100% of the Paramedics trained at Basic Life Saving while industry standard moving to Advanced Life Saving volumes between 1997 share) cost (later reduced to 50% 5 by 2004 45% projected growth in call 2004 $14.4 million projected budget I I I I I The Context - what we got '~~':~~ fiIM,'::::'::·~:~ I All providers routinely cross municipal boundaries I Other emergency (police, fire & 911) oriented to regional boundaries 6 ~---""'-. ,~ ( , . (~- . The Challenge ~gwn ;,;,,c.' 1;~4¡;'~'~;it:r.;"'~i.\""!.!'·'¡:·":~· :;¡~~:."~~~':;~;Zú:Ü~~ìi';~.~ ':'::;:'~I .it;~'.¡~ I Deliver a high performance EMS that includes: I clinical excellence I response time reliability I customer satisfaction I . economic efficiency I Deliver cost effective service in the face of high expectations I Reconfigure operational deployment to maximize efficiency and accountability to regional interests 7 The Process consolidation of distpatch with other emergency . serVIces !"";: \k~~~::¿!;1~':; li~".;':j~:~~:;~~~;,:;~,¡:.~~~~~~:~~jil ,¡ ~. :~~ .~:~ .Consulted with other GT A Regional municipalities and agreed to issue single RFP with Halton and Durham to review: I I I I ., and revenue structure existing and future sevice needs basic cost land ambulance service delivery options 8 consultation with key stake-holders (", I (r~." " The Process (continued) ..;_.._"_".".,...",~::,;.!...,..-_.,..r'__>;'~'~''?:'f'''!t~¡.i' ·".·--~w.·J.".:J.ìr~':PfrWf~.I>o<.""';'·""':-'·~·· . ill î:b.-··i1::..·;D..'~ ,¡._<t!". -.....", . . .". . .,. , 2. Steering Committee to oversee consultant work. I Regular status reports to respective Regional Council's I View to extend mandate to include Peel Regin and to address issues such as purchasing and inter- municipal costs. 9 The Process (cont'd) ;:' ,~;¿i.~~ '!~,;~J;~:;;;i~>.>,\. ::::~~L~~;~~ :¡"y'" ~:~ :',,'.:í:... , 3. The Product I Consultant delivered final report and 7 technical papers, including: Voptions for non-emergency medical transport V dispatch options V financial analysis 10 f->" -- . The Process (continued) ~gron ·.;;,.~.,:,.:f:ij~,,;~\;~:;,~~,'_,,};i~~:~~~·~;;,;, "~-;~~¡;¡~ ~ ~ _ 'Ä~, 4. Service Delivery Options: I Status Quo - negotiate with existing providers I Regionally delivered service I New private for profit contracted service I Consultant recommended Regionally delivered Service I Stakeholders concurred 1 1 12 Pro's and Con's ';~:_:~/~;i~";~'~~~~~;;\'ì¡_,¡~i:\;i;,~:;~~~.~~-;_~ ~ ~ Regìonally delìvered servìce I Pro's: I high degree of control and accountablitiy I long term stability I cost effective I improv~d effectiveness of emergency service I broad stakeholder support /----......, ! . c Pro's and Con's .!4."';~~~~~~;~~~ ~ _;;d:l.:J::;" Regionally delivered service I Con's: I increased size of Regional staff I direct involvement in day-to-day labour issues I removes competitive incentive 13 Pro's and Con's Mt!.:i;t ... ;;....'J;..... Service Contract I Pro's: I capacity for competitive procurement I public/private partnerships I components of service delivery can be divided I cost effective - 14 r ~ r ""^,.,.,,, .....~ú_"dii..~ :":'>f.'.) ¡(~~W;;;;;i{~~\:;;.:,r;;~;;t~~~e¡:!":I "~--"""- Pro's and Con's Service Contract I Con's: 15 effort and I additional GST cost (3%) I lack of specialization of management expertise I contract management vs. performance management The Outcome ..',", :';'.i4.:.&:I,~"';;I.'),.: æl:;-~1'"'::O¡,'.*" ~-:~'''':'''"'''il~' ~~_.;~." Regional Council unanimously approved recommendation to: "Establish, manage and directly operate a Regional Municipality of York, Emergency Medical Service" 16 /,.~'\ ,'~ . , ^ /-~'" ~, /~\ ( - The Current Status (J . .', ~:.,:,:~j~~~J~~~·;'!~~~;Z~:rÜc~~ii ~ - ~'ý.;,~.,:;:."-, I New Director of EMS assumed responsibilities in July 1999 I Labour agreement with CUPE 4900 is done I Recruitment of management staff and 170 paramedics in progress 17 Next Steps 1999- 2000 Full management and direct operation of accountable, high-performance York Region EMS by January 15 2000 'ó'''':;' . ,.......,¡.HI Start training paramedics to ALS in I I 18 EMS experts from across Canada to meet in York Region to validate/recommend models in staffing, deploymel}t structure, fleet training, equipment and stations ;]"' (~~' I ¡- \ Next Steps (con't) :~~;_~~~~~J~~~~:t;;;:¡~;~~'~Jii 'Wl11>,!.."¡l".~,,~.,;';¡; l;';::::'~' I Evaluation of present infrastructure underway with experts to determine gaps I Evaluation of fleet and models to operate and maintain I Evaluation underway for equipment procurement and delivery I Evaluation of ALS Training costs and method 19 Outstanding Issues ,,~_~,~":t:..~. ~:_"";~,:,,.<, " 1~¡.'~'·:~~~(~~ ....., I Dispatch lOne Region, One dispatch I Key to true accountable, high performance EMS I Intermunicipal Costs I find a new model with GT A partners I Discuss,ions underway for mutual aid agreement 20 (.-----.., '1'---" Tuesday, August 24 - 1 :30 p.m. - 3:00 p.m. Integrating Human Services: Challenges, Successes and New Ideas Speakers: David Court, Director of Social Services District of Algoma Carl Ross, Administrator of Social Services, County of Dufferin Celia Denov, ADM, Provincial/Municipal Services Realignment, MCSS I , .~ ('U I, ( "..", ( \.u David Court, C.A.O. Algoma District Social Services Board Integration in District Social Services Administration Boards Overview On January 14, 1997 the Minister of Community and Social Services, the Honourable Janet Ecker announced a provincial government plan which "integrates the delivery of important social, community health and housing programs at the municipal level." Since that time. the plan has been refined and the 47 Consolidated Municipal Service Managers (CMSMs) have been established to deliver these services. The delivery entities in Southern Ontario are generally Counties or Regions. In Northern Ontario, the 11 CMSMs are composed of 10 District Social Service Administration Boards (DSSAB)s and the Region of Sudbury. Websters defines Integrate as follows: to make into a whole by bringing all parts together: unify to join with something else :unite The word integration as it applies to municipal services means many things to many people. In the Algoma DSSAB, the integration issues occur between different programs, within program streams and within the technology which supports these programs. Integration is also an issue which impacts on Board governance and how we set our administrative structure. At the core of all these activities are efforts to bring the parts together into a unified coherent whole. My presentation will hopefully shed some light on how integration issues are different in DSSABs. Unlike Counties and Regions, the DSSABs are presently focussed on the integrated delivery of three mandatory programs. Specifically, these mandatory programs are Ontario Works, Child Care and Social Housing. DSSABs have the option of delivering Land Ambulance and Public Health. Because there is no upper tier government in Northern Ontario (excluding the Region of Sudbury) there is a different relationship between the DSSAB and the municipalities they serve. To some extent, the DSSAB focus is narrower, in that we are not dealing with issues such as how to integrate these mandatory core programs with other municipal programs such as recreation. transit etc. Nevertheless. integration issues are some of the most difficult issues confronting DSSABs as the transfer of programs proceed. This presentation is not meant to be a theoretical discussion of integration but rather an account of how integration issues have and are shaping the delivery of programs in Algoma. All the theoretical ideas behind integration become real as you actually attempt to integrate. Each DSSAB is different but many of the experiences and the approaches taken in Algoma are similar in the other DSSABs. Page 1 of 6 Board Governance " In Algoma. we have attempted to integrate the delivery of the three mandatory program streams from the outset. The Board governance structure is set up with empowered Program Committees which meet as needed to deal with individual program issues. This Program Committee structure is meant to develop greater individual program knowledge among the Committee members and to provide for in-depth focussed discussions. There are distinct Board Program Committees for Social Housing, Child Care and Ontario Works. These Program Committees meet based on the developments underway in that particular program area. Each Program Committee meeting has a written agenda and minutes. The minutes are shared with all Board members. The Program Committees are empowered but there are written restrictions in the form of Committee operating rules. During 1999, we are monitoring these rules to ensure the Program Committees have the power they need without infringing on the overall responsibility of the Board. Program Committee meeting minutes. program activity reports and overriding issues come to the full Board for information or issue resolution. The full Board meets five times each year. They deal with generic issues including any nonbudgeted expenditures. The full Board reviews all programs through a formal quarterly financial/ statistical reporting process. This Quarterly reporting system is being expanded and refined as the services come under full Board service management. The full Board as a whole keeps integration issues in mind as it deliberates. Administrative Structures ( Within the Administrative structure there is a Chief Administrative Officer (CAO) and individual Program Managers. At this point, there are Program Managers for Ontario Works and Child Care. The need for a Program Manager for Social Housing will be determined when we get a better understanding as to what service management in Social Housing really means. The Program Managers for each program attend and present at the Program Committee meetings. One of the key tasks for the CAO, is to ensure that as programs are transferred from the province and as existing programs evolve that every opportunity for integration is seized. Regular management meetings are scheduled and often focus on how to keep all programs working together in an efficient and productive manner. There is the recognition that integration is the key to wringing efficiencies out of the consolidation of program delivery. Each program needs to operate well within it's own parameters but it must also work in an integrated fashion with the other programs. Some practical examples of integration include common access points for programs, sharing of statistics between programs, referrals between programs and the movement toward generic rather than program specific workers. Program Managers are expected to foster program cooperation and coordination as a priority. ", , , , ", Page 2 of 6 ( \ Integration Within Pro~rams Some programs, such as Ontario Works, are very complex and multifaceted. Not only is there the challenge of coordinating with other programs there is the challenge of keeping this program integrated within itself. This is made more difficult by the Ministry retaining two distinct funding and policy streams for this single program. Our first priority in the implementation of Ontario Works, in the fall of 1996, was to ensure integration between the income support and the employment support components. In Algoma, our approach was to combine two distinct units: the Income Support Unit and the Opportunity Planning Unit (employment unit) into a single program group called the Case Management Unit under a single Program Manager. The separate positions of Opportunity Planning Counsellor and Income Maintenance Caseworker were combined into a single Case Manager position. Job descriptions were revised and cross training occurred to facilitate this integration of roles. Now clients deal with a single worker for both aspects of Ontario Works. This was very difficult to accomplish but has resulted in the client seeing these two program components as being interrelated and integrated. Using fully integrated workers is especially advantageous in the North due to small staff groupings and the high travel costs. (. In addition to integrating these two functional elements of the Ontario Works program we have also had to blend in the sole support parent case load previously on Family Benefits. In February 1999, we finally got the transfer of the sole support parent caseload. These cases are being individually reviewed for eligibility and will have Ontario Works participation agreements completed by the end of the summer ofthis year. These transferred cases are now fully integrated as part of the Ontario Works caseload. Simultaneous with that transfer, in Northern Ontario, several DSSABs also received the case load from the unincorporated area. These cases were similarly integrated into the local Ontario Works caseload. We are encountering similar internal integration issues within the Chid Care service envelop. We feel there is an opportunity for increased integration between the formal Child Care system. the informal Ontario Works Child Care and the Family Resource Centre services. We have just begun to deal with those issues but we are very optimistic. Integration with External Program Providers (Employment Services) In order to make Ontario Works a success, we have made attempts to integrate the delivery of the Ontario Works employment components with other entities who have responsibility for employment programming. These efforts include very practical measures such as co-locating services with Human Resource Development Canada (HRDC) and Job Connect (previously Futures). These arrangements to share physical space and networks have led to joint ventures, sharing of staff, cross training of staff and joint planning. You can move clients off social assistance much more efficiently by working in a co-operative integrated manner with your other community employment service partners. ( \ '",--.. Page 3 of 6 " The public has responded very favourably to the community orientation of our four Client Resource Centres. These Centres are run in co-operation / co-location with HRDC and Job Connect. The general public, not just social assistance clients, utilize these facilities to reconnect to the labour market. Getting people quickly reattached to the labour market decreases applications for social assistance. These Resource Centres have gone a long way toward enhancing the employment focus of Ontario Works delivery sites. We will continue to petition the Ministry to fund these facilities separate from the Ontario Works budgeting process in recognition of the open service to the unemployed public. ;'¡ Specialized services such as resume assistance. job finding clubs. small business development etc. are examples of other services provided by community groups. These specialized services are integrated into the clients Participation Agreement and funded under the Employment Support component of Ontario Works. The goal of each Participation Agreement with each client is to ensure that there is a range of services, delivered in an integrated manner to assist that client towards independence. As we proceed with the implementation of the Enhanced Employment Placement under Ontario Works we are encountering a new series of partners. These will include Ontario Training Adjustment Boards, Chambers of Commerce and the private sector. Implementing this training program with private sector employers will require cooperative approaches with HRDC and Job Connect which already have similar training programs. We hope to have an integrated approach developed with these other entities by the implementation date in early September. Integration with External Program Providers (Income Support) ( Although we have had great success in developing an integrated approach to employment supports. we have been less successful with integrating income support. Access to some income support programs such as Canada Pension Plan (CPP) and Workers Safety and Insurance Board (WSIB) is more difficult and less conducive to local integration. There is an effort made to ensure that information on other income support programs is available at each Client Resource Centre. We are beginning a process of identifying income support websites and bookmarking these sites on Internet connected computers. That project will make access to current income support information available through the Client Resource Centres and hopefully also through Community Access Program (CAP) sites in communities. We have been successful in having the Ontario Disability Support Program (ODSP) delivery sites co-located with our other services. Since ODSP clients must come back to the CMSM for specific services this co-location helps to integrate the ODSP and the Ontario Works delivery streams. Our ultimate goal is to have co-located facilities in each of our four area offices in which the broader public can access at one location a broad range of employment support and income support programs. These are meant to be community service locations with a wide range of services and without a "welfare office" stigma. Due to the remoteness of our communities this ',e of one stop shopping is essential. To some extent it is also easier C to achieve thararger centres due to the limited number of staff and a general willingness to ge ,mg and help each other. Page 4 of 6 Integration in Child Care I Children Services ( The integration of Child Care is a new challenge to all DSSABs, except Parry Sound. Parry Sound was the only District Welfare Administration Board delivering and managing Child Care across its District. In Algoma, we assumed Child Care service management responsibilities as of July 1. 1999. As part of the development of the Child Care Service Management Transfer Plan we had to consider many integration issues. The integration issues set out below are not resolved but are in the process of resolution now. As part of the planning process we had to set out how we will be integrating the Child Care provider system with the needs of our Ontario Works clients. As we got into the planning process, it became clear this would be a major hurdle. The Ontario Works client group was not regularly accessing the formal care system but were heavily reliant on informal care. It was also clear that poor quality informal care was a major reason that sole support parents were not participating or not following through on employment plans. It also became clear that this integration of Child Care and Ontario Works will require some redistribution of Child Care funding and seats. There was no link between the availability of Child Care and the need. Due to transfer restrictions this difficult issue can not be addressed until the 2000 budget negotiation process. ( Through the Child Care Transfer planning process the Ministry insisted that we ensure that our Child Care system link and be integrated with the Making Services Work for People (MSWP) initiative. This was difficult in Algoma as MSWP is still very much in the planning stage. Nevertheless. we understand the linkages and the need for an integrated approach. As MSWP unfolds we will be establishing communication protocols to ensure a consistent and integrated approach. Systems Integration In addition to having programs. agencies and staff working in an integrated fashion we must also contend with the integration of Information Technology (IT) systems which support these activities. Our final goal is to have a full range of functionality on each employee's desk top computer so they can efficiently provide a variety of services in an integrated fashion. We envision a worker being able to move from determining eligibility for social assistance, to doing a child care subsidy and/or a social housing subsidy. The worker will be connected to extensive external Internet based data bases for program information. Through secure access they will be able to access individual client financial and asset information. They will link to all their co-workers locally and provincially. There will be links managed by the province to other provincial databases and to other Ministries within this province. Some of the above is a reality now, while other components should be a reality within the next few years. The type of interconnectivity and multi-tasking set out above is a key component of integrated delivery of services in the immediate future. Page 5 of 6 Presently, the major technology systems such as Case Worker Technology (CWT) and Ontario Works Technology (OWT) software are being integrated into a new single system as part of the Business Transformation Project (BTP). We are presently working with the Ministry to develop protocols to allow these demanding programs to work without disrupting in-house e-mail, scheduling, word processing, document retrieval and finance programs. Finally, the Ministry is seeing IT integration as a key element for the province wide system and have allocated staff to deal exclusively with systems integration issues Summary In some areas such as Board structure. administration, Ontario Works and employment services we are well on the way to an integrated delivery system. We are just now dealing with what integration means in Child Care service management. Social Housing integration issues are still in the future. On the technology front the need for integrated compatible system is key to efficient integrated delivery has finally been recognized. We do believe that integrating services is the right approach and we fully support the basic concepts of the CMSM. There are many challenges ahead but the end result should be the efficient unified delivery of fundamental services to the public. However, behind fancy words like integration there is a lot of hard work. Integration requires changes in responsibilities, reporting relationships, job descriptions, financial systems and technology systems. Unified delivery of these essential programs means new ways of doing business and new partnerships in service delivery. The payoffs from integrated service delivery are significant and well worth the effort. (, ,'" i , \,~... Page 6 of 6 " t ( ( ( SENT BY: 'I'!~',; 7-23-89; 8:47; COUNTY Of DUffERIN.. LAQI- ~ç 416 871 6191:# 2/ 6 PROGRESS REPORT ONTARIO WORKS, CHILD CARE. AND SOCIAL HOUSING . STREAMLINING FINANCIAL TESTING AND ACCESS - HANDOUT PREPARED FOR 11Œ 1999 AMO CONFERBNCE 1 tJ~~t~~tCt~ nl >~ C7> qt~ 1....~1"n)¡,. mt1ft1 ),I"¡ QC"-bT .1:1:.. ~-,nr' SENT BY: 7-23-99: 6: 47: COUNTY Of DUFf'ERIN~ 416 971 6191:# 3/ 6 ORJ'ECTIVES OF TODA V'S imPORT · EXPLAIN MANDATE OF WORKING GROUP (DISCUSSION PAPER.) · INTRODUCTION TO SOME DELIVERY MODELS · THEMES FOR DRAFT RECOMMENDATIONS (TO GO OUT TO MUNICIPALITIES FOR CONSULTATION nus FALL) BACKGROUND · LOCAL SERVICES REALIONMENT DEEPLY AFFECT£D SOCIAL SERVICES DELIVERY; - 41 CMSM, (NEW I=UNDING AND DELIVERY ROLE) _ CHILD cARl! SERVICE SYSTEM MANAGER (8()OA, PROVINCIAL 120% MUNICIPAL) . SOCIAL HOUSING TO MUNICIPALITIES (1000.4 MUNICIPAL) _ ONTARIO WORKS (80% PROVINCIAL 120% MUNICIPAL FOR ALLOWANCES) · nmEE MAJOR FINANCIALLY TESTED PROGRAMS (SIMILAR KINDS OF (' WORK) ALL NOWt/NDER MUNICIPAL GOVERNMENT '. · OPPORTUNITIES TO BB EFFICIENT AND GIVE BETIER SERVICE, WHILE MAINTAINING MUNICIPAL FLEXIBILITY ON DELIVERY MODELS STAFFWnlltnNl: GROUP · PROGRAMS ARE EACH COMPLEX, LOCAL VARIATIONS · SOCIAL HOUSING IS NEW BUSINESS AREA FOR SOME · RATHER 1HAN HA VB EACH CMSM WORK IN ISOLATION TO FIND EFFICIENCIES. A STAFF GROUP FORMED · SIX MUNICIPAL REPS APPOINTED lHROUOH AMO; PROVINCIAL STAFF TOO (CO-CHAIRED MEETINOS) · STn.L WRITINOREPORT; DRAFT TO 00 OUT FOR FALL CONSULTATION 1 ~_~. I TJ~~~~~~?C nl ~?nc ~ QTø ,.,....."... MI1M ~~ qç',,,t «. " ,nr SENT BY: i \. 7-23-99; 8:48; COUNTY Of DUff'ERIN~ 416 971 6191;# 4/ 6 AIlC¡UMPTIONS . LEGISLATION WILL LET CMSMsDECIDE: · WHO SHOULD DO FINANCIAL TEST IN SOCIAL HOUSING - WHO SHOULD RUN THE HOUSING ACCESS CENTRES . PROVINCE STILL SETS ELIGIBn..ITY RULES SERVICE MODJr.fS FOR FINÅNCIAL TESTING A. SOCIAL HOUSING · MANY MODELS EXIST FOR WHO DOES THE JOB, E.G. omONS FOR: CUENT GROUP TYPE OF PROVIDER SIZE OF PR.OVIDER NEW CLIENTS VS. ONGOING · SIX MODELS LIKELY FOR CONSULTATION: 1. LEA VB TIm FUNCTION WITH PROVIDERS 2. LEA VB WITH PROVIDERS ALL WORK. EXCEPT THAT WHICH REQUIRES CMSM STAFF SUCH AS ELIGIBILITY REVIEW OffiCERS 3. LEA. VB THE FUNCTION wrrn LAROE PROVIDERS BUT TAIœ IT OVER FROM SMALL ONES 4. LEA VB THE FUNCTION WITH PROVIDERS SaVING PRIMARILY SENIORS BUT TAIœ IT OVER. ELSEWHERE S. TAKE OVER nœ FUNCTION FROM ALL PROVIDERS 6. CMSM DOES INITIAL FINANCIAL TEST FOR NEW CLIENTS; PROVIDER. DOES ONGOING TESTING 2 cr.:t/""""J TJ~nT~eT~Te nl ~~~ ~~ OT~ I_-....u..n" I Ml"l'fO/I ,.. n,.......... ~~ ...,...,........... SENT BY: 7-23-99; 8:49; COUNTY OF DUfFER(N~ 416971 6191;# 5/ 6 B. nm.nCARE · JOB ALREADY DONE BY CMSM (EXCEPTION: APPROVED CORPORATIONS) · DECISION IS HOW TO ORGANIZE THE WORK RELATIVE TO ONTARIO WORKS AND SOCIAL HOUSING · FOUR MODELS LIIŒL Y FOR CONSULTATION: 1. KEEP CHILD CARE FINANCIAL TESTING SEPARATE FROM OW 2.. SAME AS 1. ONLY US~ OW STAFF FOR. SPECIFIED WORK (E.G. SUSPECTED FRAUD, FAMILY SUPPORT ISSUES) 3. MERGE THE FUNCTION WITH OW (RGI FINANCIAL TESTING STIU.IX>NE BY PROVIDERS) 4. MERGE WITH OW INTO A GENERIC 'FINANCIAL ELIGIBILITY UNIT' WHICH ALSO DOES TES11NO FOR. R.ot HOUSING. SERVICE MODELS lOR. INTAKE AND WAITING I.T!õ!T MANAGEMENT- SOCIAL ROUSING ( ',,--.. · LIKELY FOUR. omONS FOR CONSULTATION: . KEEP FUNCTION TOTALLY SEPARATE FROM CMSM - PROVIDERS Stn.L OPERATE, BUT MOVE INTO MUNICIPAL BUIT.DING - SAME AS ABOVE. BUT SOME ADMINISTRATION IS POOLED WITH MUNIC1PAI.JTY (E.G. RECEPTION AREA, INTBRVIEW ROOMS) - CMSM TAKES OVER THE FUNCTION / ( -".-.- ~ ~~., "" __""~~"""'T" ,.., ......~-.-_ ___ .--...-... . ...- ,.. .- . - -- - --- ( " c / I \",.-- SENT BY: 7-23-99; 8:49; COUNTY Of DUFfERIN" 416 971 6191;# 6/ 6 ,.,. 90 '3œd "}: lO.J. ** TR1i'.M1i'.1i; FOR Q&FT RECOMMENDATIONS (FOR FAIL CONSULTATION) · COMMON C.UENT IDEJ'HÜ'U:.K. - 3 PROGRAMS · IMPROVW VElUFICATION PROCEDURES ~ RISK FACTORS · INFORMAUUN SHAlUNO ACROSS 3 PROGRAMS. CONSISrnNT WInl MPIPPA · ONE 1BCHNOLOOY PUTFORM (T ,ONG- TERM) · OVERPAYMENT TRACKING ACROSS 3 PROGRAMS · Bl:.llhKFRAUD INVESTIGATION ACRO:S:S 3 PKOGRAMS (OWEXPER.TISE) · COMMON FORMS WHERE POSSIBLE NATmlR OF CONSULTATI9NS ON~P.f.lOJT · EXPECTED TO BE THIS FALL · ALL 47 CMSMa WILL BE INVOLVED ON BROAD lWßIONAL BASIS · FINAL REPORT LIlŒLY A TOOL FORHACH CMSM IN CONSULTING LOCAT J.Y AND MAKINO DECISIONS 4 OIS~·...I T'~T~~T~T~ nJ r?bC ~ OT" I"'I:JN"U.I..J MfTM ')J.J Jt;"_'hT t:..r:. ~"'T1r ~ Ministry of Community and W Social Services Ontario SPEECH DELIVERED BY CELIA DENOV Social and Community Health Services Implementation Project AT THE 1999 ANNUAL CONFERENCE OF THE ASSOCIATION OF MUNICIPALITES OF ONTARIO WESTIN HARBOUR CASTLE HOTEL, TORONTO TUESDAY, AUGUST 24,1999 -1:30 P.M. INTEGRATING HUMAN SERVICES: CHALLENGES, SUCCESSES AND NEW IDEAS ( AMO - August] 999 Integration of Human Services Good afternoon, I'm very pleased to be here. Integration of human services is an extremely important subject, from the perspective of the Provincial government. As you well know, in April, 1999, through Local Services Realignment, the Province of Ontario designated the last of 47 CMSMs, Consolidated Municipal Service Managers, which now have responsibilities for the management of Ontario Works, child care, and social housing, and in some cases, public health and land ambulance. As a result of Local Services Realignment, organizations are now being asked to relate to each other in new ways, shaped by the new set of responsibilities conferred on CMSMs by the Province. Additionally, there have been some new programs added, including the National Child Benefit, LEAP and programs for the ( homeless. \,- , ( ,~ The 47 CMSMs, as managers of a set of services, are now examining this new set to see what features of a service system already exist, or can be created, to achieve more efficient delivery and better customer service. Integration is an aspect, a very important aspect, of service system management. I would like to tell you what I mean by 'integration' of human services. The term has sometimes been used to describe the process that CMSMs have undergone in absorbing the programs that the province has transferred to them, i.e. integration of provincial programs and staff into municipalities. But this is not what I mean by integration. When I use the phrase, "human services integration", I have in mind services that work together as a unified whole so that people can be served in the best way possible. 1 AMO - August 1999 The Province of Ontario has been working to develop integrated service systems for a number of years, as have some municipalities. We are doing this because we recognize the benefits of integration to the people and communities we serve. That is, the capacity to provide a complete, coordinated and accessible service to people, one that is effective and efficient, as well. ( In the course of working towards integration of services for people with developmental disabilities and at-risk children, the Province has learned a few lessons, among them, that designing integrated service systems is hard work and takes time. F or this reason, I want to share the thinking that we have gone through, hoping that it can be helpful to you as you go about creating new and better integrated systems of human services. To begin, I'd like to make clear what we mean by an integrated service system. Then I'd like to describe for you some preliminary findings of a survey that we at SCHSIP have been conducting in CMSMs on integration of human services. ( ''-.- Finally, I'd like to discuss some of the challenges that both sectors - provincial and municipal - face in achieving integration. What is an integrated service system? To talk about an integrated service system, it helps to start with its opposite - the absence of a service system. This is the 'no system' picture. As you can see, each program and service is unconnected to any other. The programs are located in different places, the management of the programs is unconnected, and the services are delivered in isolation of each other. / i " 2 ( c c AMO - August 1999 Imagine the experience of a client when faced with this scenario. The client might need to go to different places to fmd out about programs, would likely be asked to provide the same information many times, and would likely receive services in a disconnected and inefficient way. · Consider for example, a single mother who has need of social housing, child care, employment supports, and whose child has special needs. It is not in her best interests to have to go to three offices and deal with several workers who have no connection with each other on these interrelated issues. Very few of you operate this way. Rather, many of you have set up services which are co-located and coordinated with other levels of government and your community partners. This brings me to the point that integration of human services lies on a continuum. · At one end, are service systems that one could describe as 'loosely integrated'. For example, similar agencies may share space but maintain unconnected management processes and service delivery. For example, many municipalities have co-located with Federal HRDC sites and may offer a common resource centre or reception area, but the actual service provision is kept quite separate. · Or, there may be informal linkages among service-providing agencies. For example, a child care worker who notices that the family applying for fee subsidy would benefit trom an early intervention program may suggest to the parent that he or she contact public health. At other end are service systems that could be described as 'closely integrated'. These are sets of seamless services that are focused on meeting the needs of clients, rather than delivering services that are driven primarily by administrative requirements. 3 AMO - August 1999 These are examples of close integration. The first illustrates integration within a CMSM and the second illustrates the CMSM in close partnership with HRDC and community agencies. c There are three important features of closely integrated systems: · These services are complementary - _ the range of services that are needed are available to clients _ the services offered in one part of the system augment or support the services offered elsewhere · Services are coordinated - - there is likely to be a case manager _ protocols exist for referrals among partners in the system _ workers in all the partner services know about each other and know what each other do. · Services are accessible - ( _ there is a central place that people can contact to find out about the services; _ services are available when they are needed (timely) _ the services are easy to get to, for example, by public transit; _ the provider may go to the client if this is needed. . To achieve an integrated service system, it is important to have an organizational structure that supports integration - one that creates a foundation and bridges, and breaks down silos. . As a single governing body with responsibility for a range of human services, CMSMs are well placed to be the structure that supports integration. _ You have a unique opportunity to provide a unified base for integration. c 4 ( AMO - August 1999 What is best? · There is no single approach to integration of human services that is 'right'. The best fit takes into account a range of factors, such as: · the priorities of the community · what is already there --- who the players are, what services are being delivered, where the gaps are, · geography (rural urban, whether or not there is a transportation system) · what resources are available in the way of people and dollars · the willingness of community partners to share the vision, the risks, and the resources ( You might find that a 'loosely' integrated service system best meets your "- community's needs now. Or, you might find that your community supports having a more tightly integrated system. As a result, you might need to relocate, create linkages among providers, restructure internally, buy different technology, and so on. A first and crucial step in creating an integrated system that 'fits well' in your community is to develop a shared vision of what the ideal service system would be. This vision would need to be developed with consideration being given to the factors I've just mentioned. Developing a shared vision will be very challenging. Implementing your vision may be even more challenging - you will be called on to find new and creative ways of managing your organizations, delivering services, and working with your community partners. ( '- 5 AMO - August 1999 í- ( CMSM Survey · Turning now to the Province's interest in integration, I would now like to describe a survey on human services integration that the Social and Community Health Services Implementation Project has conducted in CMSMs. · The province recognized some time ago that provincial ministries and CMSMs would benefit from knowing what the other system mangers were putting in place in the way of integrated service systems. We all can learn from each other. · Therefore, SCHSIP undertook to send a questionnaire to each CMSM. The questionnaire asked for descriptions of the integration approaches being adopted by the CMSMs, as well as their plans for integrating programs and services in the future. The questionnaire also asked for information on the lessons CMSMs had learned about integration. We wanted to know about CMSMs views of the opportunities, challenges and barriers they experienced. · We are very pleased that 36 CMSMs responded to the questionnaire. c We found that CMSMs varied considerably in which service clusters they chose to be the focus of integration at this time. ¢ Some of the initiatives built onto the partnerships that municipalities had established with the federal government around employment services Others focus on: ¢ Children's services ¢ Incomè support - OW/ODSP ¢ Child care fee subsidy/resource centres ¢ Case management - OW employment, OW income support, Child Care ¢ Homelessness ,- ( '-- 6 AMO - August 1999 We are also in the process of carrying out about 8 detailed case studies. Once we have these done, and have completed analyzing the written questionnaires, we will share the findings with you through - a written report - and at regional meetings throughout the Province. We expect that the results will include ¢ detailed descriptions of these integration clusters and how they have been implemented ¢ some of the challenges and opportunities that were experienced as integration was implemented ¢ the solutions that worked ¢ a snapshot of CMSMs that have implemented these integration approaches We hope through this process that CMSMs can learn from others' experience and that we at the Province can understand what further supports you require. ( Conclusion Well, an integrated service system is an end goal. The challenges lie in getting to it - managing the service system and its players. As a manager of service systems for many years, the Province also has learned a number of lessons. Here are some of the tasks we have found difficult: · Developing a shared vision · Staying focused on outcomes and priorities in the midst of fighting fires · Reallocating resources so that you are moving to achieve the vision, while at the same time, ensuring quality of current programs · Forging partnerships rather than competing. 7 AMO - August 1999 · Influencing funding partners and stakeholders · Leading people and organizations to make difficult choices · Managing the tension involved in playing the dual role of service system manager and service deliverer We recognize that there is work that we need to do to make your job easier - the Province must work to coordinate policy, legislation and funding across ministries so that there is more coherence at the municipal leveL It is also clear that we are on the same road as you are, in some cases further along, in other cases, behind you. So, let us learn from and with each other. There is much to be gained from doing so. Thank you very much for giving me this opportunity to share my thoughts with you. ( c 8 Tuesday, August 24 - 1 :30 p.m. - 3:00 p.m. Environmental Health: A Critical Part of the Community Health Package Speakers: Bruce Small, Executive Director, Technology and Health Foundation Brian Masse, Councillor, City of Windsor AI Seskus, Director of Energy Services, International Council for Local Environmental Issues Bruce M. Small, P.Eng., M.Sc., Executive Director Foundation/or Independent Research on TechnoloKY and Health Becoming World Models for the Practice of Environmental Health Summary of a presentation bv Bruce M. Small, P.Eng., Executive Director of the Foundation for Independent Research on Technology and Health to the /999 Annual Conference of the Association of Municipalities of Ontario, August 24. /999, Toronto, at the Workshop on "Environmental Health: A Critical Part of the Community Health Package ". f ~ In Healthv Environments for Canadians. produced in 1987 for (then) Health and Welfare Canada. this author concluded that the physical. social. economic. educational and cultural environments affecting us all have an immense Impact on physical and mental well-being as well as on our sense of acceptance and belonging in the community. Not only have we in the intervening years failed to fully grasp the nature of environmental health. but we have yet to fully learn and apply the principles of environmental health in our community services and to lead our community in applying these principles within our home. work. school and public environments. The new approach to environmental health includes diet and nutrition. health promotion. the health effects of the physical environment both indoors and out. and all the parameters of the social environment affecting our people. Particularly in crowded surroundings and in marginal financial circumstances. adults and children alike are more subject to environmental conditions and exposures that may compromise their health. from urban smog to mould in deteriorated housing. pollution exposures from inadequate ventilation. indoor and outdoor chemical use. proximity to traffic. and unfamiliarity with potential pollutants and toxins in everyday household products. The science of health and environment has developed steadily over the la:;t fifty years. but the practice has not. Our society has yet to exercise the tr~mendous amount of leverage over healtll' care costs and complex long-term social problems that attention to creating healthier human environments can bring. Rather than be dragged kicking and screaming into the \ next century at the mercy of uncontrolled environmental factors and complex health consequences. Ontario Municipalities still have time to shift to a proactive stance and an orientation to community health service that will be more sustainable and cost effective over the long haul. It has become strikingly clear over the last ten years that the world is changing rapidly, and Ontario is at the forefrOI1! of those changes, both positive and negative. To a large degree Ontario has become the front doorway for people coming into Canada. with all the social, financial. educational. and health problems that come with an expanding and diverse population. As such. it is a prototype and a microcosm for problems found elsewhere in Canada and in other forms and degrees throughout the world. Ontario municipalities have the opportunity to become effective experts and leaders in community health care. health promotion and community development. with efficient use of resources but with proper facilities and budgets appropriate to the magnitude of the problems our communities are facing. We need to develop a sustainable model for providing community services and health care. The situation calls for collaborative design of new facilities and programs. with ample community involvement and feedback. As new facilities and programs are developed. they can represent state-of-the-art In terms of environmental health. with the maximum beneficial impact on people's health indoors and the minimum adverse impact on the external environment. They must accommodate flexible. creative community programming involving the best of the community's expertise and volunteer Technology and Health Foundation. Head Office. # 1661 Cone. 2. R.R.#3. Stouffville. Ontario Canada L4A 7X4 Tel: (905)-642-8866/ Fax: (905)-649-1314/ Email: bsmall@envirodesic.com Web: www.envirodesic.com/tch.html World Models of EnvIronmental Health Page 2 energy. They also must represent a model of sustainability, in tenns of initial capital investment as well as ongoing energy, service and maintenance costs. They must demonstrate that handling community' needs can be done efficiently and within means. so that the ongoing cost to the community at large is stable and the return to the overall community in value is increasing over time. It is fitting as we go into the next century to consider building or renovating to produce "maximum productivity" community facilities. designed to make the most of all the resources involved. including the capital costs. the operating costs. and the staff costs. Careful choice of design and materials. avoiding extravagance but not cutting comers. rational design of operation and maintenance procedures to spread and minimize ongoing maintenance costs, low-indoor-pollution design and healthy building management all yield payoffs in the long terni life and cost of a building, and the productivity of those working tn it and benefiting from it. Our society can no longer afford the long tenn consequences of waste and poor design and maintenance. Ontario has the opportunity to build well. operate well. and lead the local community tn rational municipality and community health centre design and management. Providing the prototype environment for high productivity and healthy employment and service will also be an important example for the rest of the community. In the long run. a health-oriented community will need fewer rather than greater community health services. Ontario Municipalities are looking ahead to the need for expanding an integrated collection of community services that will meet a complex mix of needs and challenges. Homelessness. refugees. the elderly population. communicable disease, . 'pbverty, hunger. malnourishment. unemployment. substandard housing, and environmentally-related illness are all part of a A.M.a. Annual Conference. August 24. 1999 community's task as we enter the next century. A great deal of support is required in diverse fonns, to meet these challenges and provide remedial services. social support. early childhood intervention, health promotion, community education, community health care and other programs matched to community need. A number of key concepts will characterize community health services in the future: I. expanded emphasis on environmental health, including the effects of both outdoor and indoor pollution on individual health and performance 2. maximum productivity facilities through healthy building deSign and management. including community health facilities that are themselves heaithy environments 3. flexibility in design for future services. to accommodate an era of unprecedented rates of change 4. leadership in healthy environments for the community, so that each advance made by a municipality can be multiplied through application elsewhere within the community 5. expanded alliances with community organizations. with particular emphasis on "committed networks" that ca'n communicate eiectronically and work co-operatively but less encumbered than traditional bureaucracies 6. efficient resource and technology use for maximum service. to give better yield for taxpayer dollars and multiply the effectiveness of both paid and volunteer workers. ( ..... About the Author: Bruce M. Small. P.Eng. is well known in the field of environmental health across North America and abroad. For the last twenty years. he has been instrumental in research and applicarions in the field of environmental health and in the design of buildings which offer safe and healthy interior environments (while meeting other modem design criteria such as energy conservation and susrainabilitv). Bruce is Director of the Envirodesic T." Certification Program and Executive Director of the Technology and Health Foundation. /' l Technology and Health Foundation: Head Office. # 1661 Cone. 2. R.R.#3. Stouffville. Ontario Canada L4A 7X4 Tel: (905)-642-8866/ Fax: (905)"649-1314/ E-mail: bsmall@envirodesic.com Web Page: http://www.envîrodesic.comltch.html .-'"~---.. , " Dfl<i^rrt\tí1~ E"r' , '" ,..,..,..;..............,... ....,..'..-. . ..."....;........-... .....; ....'...........".,....::.<:,...,.,.':....;...:.::,... ..,.,'....::...> E"N' ;.:.,.,'..'............;, ...0,.....'...; ,,":;:::::.., ... '''.,., .:."..,..""......"...'.. «'.. "'::, ,.:..,....,'><".. ,:.-....;--¡ '. " , e The City of Windsor Example N ~' ,.~. E'··'······ .... ... .' ..... E N N roltRiverCanadian Cleanup Pelletizing Biosolids Plant A PubJlìc-Private Partnership bJetween the City of Windsor and Prism..Berlie .-....--.'\ ,~ , \ ,-'"", in financial largest Private-Public partnership is one of the scope and duration in the Province. · Latest E;utopean,..iöa.sðø.teonnology converting Windsor's two Pollution CônttolJfìIahts' biosolids into a commercial fertilizer. · Process is totally enclosed and closed-looped process eliminating discharges to the atmosphere. · Facility cost was approximately $14 million. · incinerate their biosolid cake or much 1970 most major Ontario cities of the waste went tò 1ahdfilL · Windsor decided to be the first to compost using wood chips via heat & air which resulted in pasteurization. · 1976 . varIOUS The compost was tested by the Ridgetown Agricultural College and University of Guelph. It was used on grain, corn, soybean, wheat and grape farms. This farm land application was a supplemental application which provided benefits to the local clay mix. Other ap,plicatiòns included the Dept. of Parks and Recreation Rose Gardens wbiöh¡b.enefited from the natural fungicides and golf courses. essentially recycling with 1986 Windsor was able tò compost, modifications and little problems. · "~" · ....----, ~< /""...........\ · The result of the changes was the development of an offensive odout that overwhelmed the adjacent neighbourhood. · Council sought a solution which resulted in a new process in 1988 involving lime stabilization. This new process required a $1/4 million study to prove it was pathogen free. · 1990 to 1994 had reduced odour and the product went to local farm lands In 1985, Provincial changes to the structure of the landfill .. resulted in the mixtQre of Landfill Leach 8. This "juice" changed the composition of material used in the composting process. In particular, the product became 1 part sewage sludge cakes and 2 parts wood chips and 10 to 12 times more of the ''juice'' Problems began to compound when the air scrubbers were no longer sufficient. . 1994 the Ministry of the Environment claimed that the product could damage local streams and creeks with nutrients .(?) The local growing cycle made application only possible for 2 months a year with the 24 hour condition. · · The end result Was a pile of high odorous product that overwhelmed the neighbourhood during the summer. Council requested a solution to this had to be... that problem · · NEN E E -=-N E"'N"" , , . .... .. '~'.' . < E"" .:"w'.. C /~ N ~ /"" E ~'Blue Ribbon Committee" looked into several technologies COMPO STING, LIME STABILIZATION, and HEAT DRYING PELLITERlZA TION met all critetia and a request for proposals went out. The basis of the request was weighted 25% on final cost and the remaining 75% related to the technical and economic merit. · · Prism-Berlie was selected fröm 11 submissions and after successful 11egotiations, consttuêtion of a plant commenced in 1998 and was completed in 1999 · -\. The product is a pellet that will be sold in stores useful in almost an growth vegetation. Final approval is required from Agriculture Canada and is expected once the plant refines the processing. Smith Falls has a similar plant and product. '~\ · · /---,\ City of Windsor · Provide land · Will provide 30,000 wet tons of material with sliding scale for . any lllCreases · wm ensure standards of the raw product (by law enforcement) · wm have the plant 20 years with option to hire management Prism- Bertie Build Plant Operate Plant Provide Product · · · · (-' Meet the selection criteria standards based on vision Will produce approximately 9,000 tons of product per year · Provide 500 tons of product to the Parks &., Recreation Dept. Assume product liability r-", /~" ,~-----..., l---'\ ;'~. NEN iEEN ,~ \ , The City of Windsor Example N er:C8n8dian Cleanup (~, E···················.'···'·'····........ ····,····.·····.·····.·····E·····'·····.............. .... E . ),',,",""',"',/ "". ......"',, ,,<' ,'., E /r~, ./r--." Pelletizing Biosolids Plant A Public-Private Partnership between the City of Windsor and Prism-Berlie in financial largest Private-Public partnership is one of the scope and duration in the Province. · Latest European"'l1ased technology converting Windsor's two PollUtionCo11trol Plants' biosoHds into a commercial fertilizer. · Process is totally enclosed and closed-looped process eliminating discharges to the atmosphere. · was<approximately $14 million. r?-"',~, Facility cost · /----" l ' /---, 1970 most tll}tJor 011tarioç:ities incinerate theit biosolid cake or much of the waste wênt to landfill · Windsor deoidedto be thêÍ1rst to compost using wood chips via heat & air which resultedil1þasteutizatìon · 1976 . vanous The compost was tested by the Ridgetown Agricultural College and University of Guelph. It was used on grain, com, soybean, wheat and grape farms. This farm land application was a supplemental application which provided oenefits to the local clay mix. Other app~i~ªtio~sil1cll1d~dthe ~ept. of Parks and Recreation Rose Gardens wliicljio.enefìted from the naturalfttngicides and golf courses essentially recycling with able to compost, 1986 Windsor was modifications and · little problems. · · The result of the changes was the development of an offensive odour that overwhelmed the adj acent neighbourhood. · Council sought a solution which resulted in a new process in 1988 involving lime stabilization. This new process required a $1/4 million study to prove it was pathogen free. · 1990 to 1994 had reduced odour and the product went to local farm lands. "--"'., In 1985, Prøvincial øhanges to the structure of the landfill resulted ht the mixtur~ of Laltdf111 L.êâclt 8. 'J'ihis "juice" changed theè()h1po~ltion of material used in th~èoh1posti11g process. If1pattlculâr, the product became Ipfl,rt sewage sludge cakes and 2 parts wood chips and 10 to 12 times more of the "juice" . /..--....\ Problems began to compound whênfhe air scrubbers were no longer sufficient. . :.r---", 1994 the MiniØtry of the Environment claimed that the product could ð.aroågelocãlistì'ean:1B and creeks with nutrients .(7) ('-" · The local growing cycle made application only possible for 2 months a year with the 24 hour condition. · The end result wasaþíle of hIgh odorous product that overwhelmed the neighbourhood during the sutnriler. Council requøstedasölutiontothišproblem that had to be... · · N E(: E EN E'N" "'¡i'>", , E', . ....·w....·· C ~I.......·.·./.··... I"':~ .E /'~, ! "Blue R.ìbbou Committee" looked into several technologies COMPOS'PtNG, LTME STABILIZATION, and HEAT DR.YING PELLITERIZATI®Nmet all criteria and a request for proposals went out. The bâsis oftl1erequestwas weighted 25% on final cost and the remaining 75% related to tl1êtechrticâl and economic merit. · · Prism-Berlie was selected from 11 submissions and after successful negotiations, construction of a plaut commenced in 1998 and was completed in 1999. · The product is a pellet that will be sold in stores useful in almost all growth vegetation. Final approval is required from Agriculture Canada âtidlse~pectedonce the plaut refiues the processing. · Smith Falls has a similar plant and product. City of Windsor · Provide land · Will provide 30,000 wet tons of material with sliding scale for . any Increases · Will ensure standards of the raw product (by law enforcement) · Will have the plant 20 years with option to hire management f' Prism- Berlie Build Plant Operate Plant Provide Product Meet the selection criteria standards based on vision · · · ¡ Will produce approximately 9~000 tons of product per year ¡ Provide 500 tons of product to the Parks & Recreation Dept. ¡ AssU1neproduêt liability · /----.., /-_........,. AI- SËS~\JS ,1 / Partners for Climate Protection ( The Partners for Climate Protection Program (PCP) is a partnership between the Federation of Canadian Municipalities (FCM) and the International Council for Climate Protection (ICLEI) to help municipal governments meet their commitments to reduce greenhouse gas emissions. Benefits to your Municipality Community sustainability is the central focus of the PCP program. Reducing greenhouse gases saves money, cuts local. air pollution causing smog, acid rain and health problems, creates jobs and stimulates economic development. These community benefits are the real drivers behind municipal participation in the PCP program. Climate protection is the co-benefit! Municipal governments have a real contribution to make to climate protection. Up to half of Canada's greenhouse gas emissions (296 million tonnes) are under the direct or indirect control or influence of municipal governments. Municipal operations generate four million tonnes of green house gas emissions (GHG) per year through fuel and electricity consumption. Landfills emit 18 million tonnes of greenhouse gases a year. Community emissions are from transportation and residential and commercial buildings, and can be influenced trough land-use planning and transportation planning, building codes and permitting. In the near-to-medium term (from now to 2008), it's estimated that municipal governments could reduce greenhouse gas emissions between 20-50 MT. The first step towards effective municipal action is a local action plan. The municipal operation component generally includes building retrofits, fleet management, and water conversation and energy efficient pumping, each of which can save between 30-50 per cent of energy costs. Landfill gas capture solves odour and local air quality problems. If used to generate electricity, landfill gas utilization can also generate revenue. PCP Initiatives ,.--- f \---~~ · Build capacity: training workshops, inventory and projection software, case studies and toolkits; · Generate feedback: what works, what doesn't, what it costs, what it saves: · Support champions: information sharing, research support, presentations; · Provide up-to-date information: municipal experiences through the PCP News; · Ensure access: to international municipal experience through ICLEI's global Cities for Climate Protection campaign; · Create model plans: local action plans, ordinances, and bylaws: · Undertake quantification: surveys of progress, monitoring of the milestones achieved; · Build partnerships: networking and partnerships with supporting organizations such as Green communities, Institute for Catastrophic Loss Reduction, Natural Resources Canada's Renewable Energy Deployment Initiative, Fleet Smart and Energy Innovator Programs, ICLEI Energy Services and the Climate Action Fund. Climate Change: What's the Problem? Whether we heat homes, drive cars or operate businesses, our everyday activities affect the earth's climate and the quality of the air we breathe. Burning coal, oil and natural gas to move card, fire furnaces or run motors (as well as cutting trees) add greenhouse gases such as carbon dioxide, methane and nitrous oxide tot he air. These gases, along with clouds and water vapour, create a warming blanket around the earth. The earth's average temperature is maintained at about 15Q C by this phenomenon known as the "natural greenhouse effect." This allows our planet to sustain life without it , the earth's average temperature would be too cold for life. Globally, nearly 30 billion tonnes of carbon dioxide are added to the atmosphere each year through human activities. In 1996, Canada's greenhouse gas emissions were 671 million tonnes, a 12 per cent increase over 1990. Worldwide, greenhouse gases are expected to increase the mean temperature ( from 1 to 3.5Q C over the next century. Warming will be greater in northern latitudes, and countries like Canada could see average temperature increase 3 to 5Q C, with winter warming in the Arctic projected at 8Q C or more. The precise regional effects and timing of climate change are uncertain, but expert consensus projects: · Increased risk of drought; · Increased fire and insect outbreaks; · Lower summer soil moisture in Canada's Prairie provinces, and larger flood flows in the northern rivers; · Increased severity and frequency of extreme weather events, including storms and heat waves; · Adverse effects on human health; and · Acceleration of sea-level rise and modification of ocean temperatures and circulation. Avoiding these climate changes requires a global reduction of greenhouse gs emissions of at least 50 per cent from current levels. The principle of "thinking globally and acting locally" is as applicable to a country as it is to a municipality. The Framework Convention on Climate Change (UNFCCC) signed at the 1992 Earth Summit in Rio de Janeiro, Brazil, commits C. / signatory nations, including Canada, to limiting emissions of greenhouse gases and protecting carbon sinks and reservoirs. In December 1997, in Kyoto, the signatories to the Framework Convention agreed to reduce net greenhouse gas emissions by at least 5.2 per cent below 1990 levels no later than 2012. For its part, Canada agreed to a 6 per cent reduction in net greenhouse gas emissions. Carbon Sequestration Biological processes release carbon dioxide, methane and nitrous oxide through photosynthesis (carbon dioxide) and through the work of bacteria in decomposition (methane and nitrous oxide). Deforestation and land-use change contribute to the growing levels of carbon dioxide in the atmosphere. Of the approximately 30 billion tonnes of carbon dioxide released each year, three to five billion result from logging and the clearing of land for agriculture and urban development. Rural communities are particularly interested in opportunities to contribute to climate protection through soil sequestration and improved use of fertilizers and manure management. ( The PCP encourages communities to protect and expand urban forests and to minimize urban sprawl. Partners for Climate Protection communities are encouraged to: 1. Profile energy use and emissions for the base year 1990 for municipal operations (or for the year with the best available data), and the community; forecast energy use and emissions for the next 10 or 20 years for municipal operations and the community; 2. Establish a reduction target (preferred targets are 20 per cent reduction in greenhouse gas emissions from municipal operations within 10 years of joining the program, and a minimum six per cent reduction for the community within 10 years of joining the program); 3. Develop and finalize a local action plan that aims to reduce emissions and energy use in municipal operations and the community (this local action plan will incorporate public awareness and education programs); 4. Implement the local action plan; 5. Monitor, verify and report greenhouse gas reductions. . . C_ / I. Tuesday, August 24 - 1 :30 p.m. - 3:00 p.m. Ontario's Youth: Off the Street and Into the Community Speakers: Carl Zehr. Mayor, City of Kitchener Karen Taylor-Harrison, Councillor, City of Kitchener Helen Victoros, Program Director, Ontario Young Peoples Alliance (Notes not available) Jim Rule, CAO, Region of Sudbury , \ (í ( í, KITCHENER CITY-WIDE YOUTH ISSUES COMMITTEE Presentation by Mayor Carl Zehr and Councillor Karen Taylor-Harrison "Ontario's Youth: Offthe Street and Into the Community" August 24, 1999 Established · In April 1998 in direct response to emerging youth issues that surfaced early in the spring QQjectives · To review and formulate a co-ordinated appropriate City-wide response to Youth Issues in the community with input and consultation from all stakeholders · To understand the magnitude of the problems, the extent of youth issues across the City and the nature of present responses by various community-based groups Partnershi~ · The Committee is a Sub-Committee of the Safe City Committee with access to City resources · Links with the Mayor's Advisory Council on Youth (MACOY) · Representation from social agencies, police, neighbourhood associations, churches, parks department, schools, youth groups, et cetera Formulation and Prioritization of Youth Initiatives · The Committee, the City or indMdual community groups should not take a "knee- jerk" reaction to youth issues. The scope of action of the Committee and the City shQ.uJd be one that differentiates the community role from the Police role, while encouraging individual community response within City-wide guidelines and an understanding of the issues ( Page 1 of 3 Education of the Committee · Distribution of articles related to youth issues from the Safe City Committee Resource Library · Presentation by members and invited guests regarding a Regional Youth SurVey and local teen surveys · Presentation about Family Conferencing by a group which offers this service, free of charge, to the community Research · The Committee is developing a Community Safety and Crime Prevention Profile which involves the sharing of information using a common G.I.S. platform based on the City's 53 Planning Communities. This research will assess the level of crime and victimization, social, economic and physical risk factors and other types of community problems such as property standards infractions and school absenteeism. To do this, demographic information from Stats Canada, police crime statistics and calls for service, school and municipal data is being amalgamated using Map Info. This information will lead to a better understanding of present relationships and an appreciation of future problems which might be forthcoming. It will also allow for the more effective allocation of community resources to deal with the root causes of crime. ( \...." A PowerPoint presentation is available Community Awareness Councils . Community Awareness Councils were invented by people who are interested in participating in creating a safer community through neighbourhood-based education, support and activities. A City policy was based on guidelines developed by a community group, which has served as a model for other "Community Awareness Councils". One summer project involves a partnership between the local Optimist Club, MACOY and the Iccal Community Awareness Council hosting a "Battle of the Bands" in a neighbourhood park, featuring young, local talent. Youth services and organizations will have displays and information set up to educate youth about the resourC3S that are available to them. -- - . A document is available Page 2 of 3 Proqrams · The Committee, along with the Parks and Recreation Department recommended to City Council that additional funding be provided to extend the time line of summer Youth Programs in community centres · A list of existing youth opportunities and possible partners for future initiatives was created through information gathered from neighbourhood associations, community centres, schools and churches The Little Black Book · Based on a model from Vancouver that was created by youth in partnership with Parks and Recreation staff. The Little Black Book is a local resource guide for youth offering extensive information on diverse topics such as suicide, running away, sexuality, counselling and recreational opportunities A samole is available Funding of Youth Proarams · The Waterloo Regional Police Department and the Fire Department are fundraising to support youth programs. A grants program . will be established to distribute the funds to community groups and centres according to criteria developed by the Committee ..,-_.~ Page 3 of 3 <'.TCHENER C TY-WIDE YOUTH SSUES COMM lTEE Ptesent;:¡tion by: M;:¡yot c;:¡tl Zeht at !<4ten T;:¡ylot-H;:¡ttison (---\ Council! ( _. , EST ABLISHED April 1998 in direct response to emerging youth issues that surfaced in early spring ~ '.~~ ..... ¡ ~)f-;~ '\ø' ''-''- "....-. ~ ... '. -. i , OBJECTIVES , Review and formulate a coordinated appropriate City- wide response to Youth Issues Understand the magnitude of the problems, extent of ' youth issues across the City and the nature of present responses ,~- \, /'-. Committee is a sub-committee of the Safe City Committee with access to City Resources ~, I PARTNERSHIPS Links with the Mayor's Advisory Council on Youth (MACOY) Representation from social agencies, police, neighbourhood associations, churches, parks dept., schools, youth groups, etc. FORMULATION AND PRIORTIZATION OF YOUTH INITIATIVES Should not take knee-jerk reaction to youth issues J Scope of action of the City and Committee should be one that differentiates the community role from the Police role J Should encourage individual community response with City-wide guidelines and an understanding of the issues !~ J -, \ HE COMMITTEE Distribution of articles related to youth . Issues ,-- EDUCATION OF 1\ Presentation b 1 members and invited guests regardin~ a regional youth and local teen s '" Presentation aoout Family conferencing 1\ '> Development of Community Safety and Crime Prevention Profile which will assess the level of crime and victimization, social, economic and physical , risk factors, and other types of community problems ,~--,\ RESEARCH ,/..-----' COMMUNITY AWARENESS COUNCILS Invented by people who are interested in participating in creating safer community through neighbourhood- based education, support and activities City Policy was based on guidelines developed by a community group, which has served as a model for other "Community Awareness Councils" Recommend extended timeline for summer youth programs in community centres PROGRAMS -- List of existing youth opportunities and possible partners for future initiatives !~ ('-- '-\. THE LITTLE BLACK BOOK Based on model from Vancouver created by youth in partnership with Parks and Recreation Staff w Local resource and information guide for youth covering diverse topics affecting youth W,·,' II.: .."..\ .' '; , FUNDING OF YOUTH PROGRAMS ._'. /---...." r . Waterloo Regional Police Department and the Fire Department are fundraising to support youth programs. ( Organizational and Operational Principles of Community Awareness Councils TABLE OF CONTENTS 1.0 MANDATE _ ............................................................................................................................................1 1.1 Vision statement .............................................................................................................................1 1.2 Values _ ............................................................................................................................................1 1.3 Objectives _ .................................................................................................:....................................1 2.0 OPERATIONAL PRINCIPLES _...........................................................................................................1 2.1 Scope _.............................................................................................................................................1 2.2 Meeting Guidelines ......................................................................................................1 2.3 Activities... ......... . ..... ................ .............. ................... ......................... .................... ....2 2.4 Code of Conduct ....................................................................................................;.......................2 3.0 SERVICES PROVIDED ....................................................................................................3 3.1 Space...............................................................................................................................................3 32 Printing .............................................................................................................................................3 3.3 Insurance .........................................................................................................................................3 4.0 MEMORANDUM OF UNDERSTANDING ..........................................................................................3 5.0 ORGANIZATIONAL PRINCIPLES & PROCEDURES...............................................·....·...··..·····..··3 5.1 Council Structure ............................................................................................................................3 52 Rules for Decision Making ..............................................................................................................4 5.3 Tenure and Method of Election.....................................................................·......·...·.......................4 6.0 REVIEW & UPDATE ............................................................................................................................5 APPENDIX 1 - Memorandum of Understanding ..........................................................................................6 (, ORGANIZATIONAL AND OPERATIONAL PRINCIPLES OF COMMUNITY AWARENESS COUNCILS ( I. 1.0 Mandate 1.1 Vision Statement The vision of the Council is to allow people an opportunity to participate in creating a safer community through neighbourhood-based education, support and activities. Youth and adults will be encouraged to make positive choices which foster communication and supportive relationships resulting in healthier families and community pride. 1.2 Values The core values of the Council are entrenched in service. cooperation. and community togetherness. The Council believes that success will be achieved through the use of volunteers working collaboratively, and by maintaining a high level of integrity and credibility. c 1.3 Objectives The primary objective of the Council will be to establish itself as a catalyst for change to address problems and opportunities that it has identified in its community. 2.0 Operating Guidelines 2.1 Scope The scope of the Community Awareness Council's mandate is defined by the boundaries outlined by each group. New groups shall not overlap with the area covered by any existing group. 2.2 Meeting Guidelines - The Awareness Council will meet throughout the year and will hold an annual meeting with the general community once a year for the purpose of elections. The election will take place at an open, public meeting which has been publicly advertised through established community newsletters or some other means. 1 ( 2.3 Activities Activities undertaken by the Community Awareness Council may include, but are not limited to, all or some of the following. Activities outside of these guidelines must be endorsed by the Safe City Co-ordinator. 1. Networking: · Build relationships with existing organizations to create links between community members who can assist each other and to avoid duplication of efforts 2. To Educate and Inform the Community: · Organize seminars. workshops, public meetings, displays, handouts, etc. to reach as many members of our community as possible 3. Host Events: · Community - building through social/environmental/recreational events, such as, but not limited to, BBQ·s. dances, community clean up, youth events ( "-- 4. Increase Community Participation · Raise awareness of the existence of the Council in order to attract additional volunteers. · Become aware of the barriers to participation and work to reduce those. 5. Take Action · Set up Task Specific Committees to address issues that have been identified by the Council such as, but not limited to, family support and education, traffic, vandalism, loitering, break and enters, and/or youth boredom and alienation. 2.4 Code of Conduct - The Council will work within the confines of its organizational and operational principles. Decisions must serve the needs of the community, not solely the Elected Council or any special interest group. The Council will consult with Waterloo Regional Police with regard to any crime prevention activities or programs. The Council will adhere to the above operating guidelines in order to remain under the City of Kitchener insurance policy with regard to legal liability. ...... ' 2 3.0 Services Provided - The following services will be provided to the Community Awareness Council by the City of Kitchener: 3.1 Space Space and staffing (if required) in a municipal facility will be provided free of charge, subject to availability, to hold meetings and crime-prevention activities. This would include, for example, free information seminars and workshops, or events targeting youth but would not include fund-raising activities. Each request will be evaluated to determine eligibility. 3.2 Printing Printing services will be provided to all recognized Community Awareness Councils. Photocopying requests (up to 15 pages) may be completed at your local community centre. Printing requests for larger quantities should be submitted to the Safe City Co-ordinator. The content of the material being printed must not include any paid advertising from local business or organizations. All submissions must be non-partisan, non-denominational, non-political, non-profit, neighbourhood-based and be related to the Council's mandate. All material must include the reference "printed in co-operation with the City of Kitchener Safe City Committee" on it. Prior to submission of requests, check with City staff to find out how much lead-time is required to ensure that the service can be provided in the (/ time-frame available. - 3.3 Insurance The City of Kitchener will provide 3rd party public liability and property damage insurance coverage up to a two million dollar limit with exclusions for liquor liability and pollution, provided that the Community Awareness Council adheres to all of the operating guidelines in Section 2. Final approval for this coverage, by City of Kitchener Council, based on these guidelines is required. 4.0 Memorandum of Understanding 4.1 Agreement The Awareness Council agrees to enter into a Memorandum of Understanding with the City of Kitchener as attached as Appendix 1. 5.0 Organizational Principles & Procedures - Optional 5.1 Council Structure The stcucture of the Community Awareness Council may take the form outlined below, including all or some of the following components - an Awareness Council, Task Specific Committees, an Advisory Group and an Executive Council. , , " 3 The Awareness Council is not exclusive, and anyone can participate. In the broadest terms the council includes any participants who are a part of the identified community, and wish to become involved in. or provide input or feedback on matters relating to the Council's mandate. The community is the focus of the Council. All members of the committees and the council are volunteers. The Task Specific Committees will be comprised of volunteers from the community. one of whom will act as a Committee Liaison, who will serve on the Executive Committee. The role of the Committee Liaison will be to work with the committees on specific tasks related to the primary objective. Where required, they will be able to provide leadership, organization. facilitation, and a link to the Executive Council. The Advisory Group will be comprised of representatives from other community focused organizations and will provide linkages between the various groups and the Executive Council. The purpose of establishing these alliances is to build on existing synergy, and to ensure that the Community Awareness Council works as a complement to existing efforts by other groups. The Council wants to avoid working at cross-purposes with existing organizations as this will only lead to less than optimal solutions. Examples of the groups that may be invited to be represented on the Advisory Group may include, but are not limited to, School Parent Councils, Neighbourhood Associations, Waterloo Regional Police, Ward Councillors, City of Kitchener staff, Safe City Committee representative, local business, and youth of high school age. The Executive Council may be comprised of two Co-chairs, to share responsibility for organization. planning, and coordination of the Council's efforts; one SecretarylTreasurer responsible for record keeping, and bookkeeping; and Committee Liaisons who are working with the Task Specific Committees. 5.2 Rules for Decision Making Decisions made by the Council will be made on a consensus basis. Consensus will be deemed not to have been reached unless a quorum of 2I3's of the Executive Council is in attendance and the meeting is an officially sanctioned meeting. Officially sanctioned meetings are those that are regularly scheduled, and any ad hoc meetings for which all members on the Executive Council have received reasonable notice and an outline of the agenda. Executive Council members in attendance of the meeting retain the right to defer decision-making on an- issue' if necessary until such time as all members of the Executive are present. \ 4 5.3 Tenure and Method of Election Initially. the Executive Council positions will be filled by the volunteers who initiate the formation of the group. Following the first term. an Electoral process will be used to determine incumbents. The voting will be on a democratic basis, and will take place at annual meetings open to the community. Nominations for potential incumbents must be seconded to be accepted. The first such annual meeting is to be held no later than one year after the group is formed. At that time, all current positions, except one of the Co-chairs, will be subject to election. The following year the co-chair with the shorter tenure will remain for an additional year. The co-chairs will be elected for two-year terms and be up for re- election on alternate years. This or another method to ensure continuity may be used by all Councils. 6.0 Review & Update 6.1 Procedure From time to time, this document will be reviewed by the City of Kitchener and any changes will be undertaken in consultation with the Safe City Committee and the Awareness Council(s). ( '--- ;;.,.' ì ---~ 5 ( APPENDIX 1 MEMORANDUM OF UNDERSTANDING Date Name of Community Awareness Council Dear (Contact Person) By signing this letter, the Community Awareness Council agrees to abide by the principles and practices as outlined in Sections 1 & 2 of the preceding Organizational and Operational Principles document. These shall be relayed to the proposed and existing goveming elected members each year at the Annual Genera/ Meeting as well as anyone participating in activities wíth the Community Awareness Council. The Kitchener Safe City Co-ordinator will be kept informed about the proposed activities of the Council and will be provided with minutes of the meetings of the elected members. Two copies of this Memorandum of Understanding are enclosed. Please retain one copy for your files. Sign and retum the second copy to the City at the address below. Your City staff contact for this project is Julie Dean, Safe City Co-ordinator, 741- 2323. Please forward your signed copy of this letter, your minutes and any other correspondence to her at the Department of Business and Planning Services, City Hall. P.O.Box 1118. Kitchener. ON, N2G 4G7. Yours truly, I/we have read, understand and agree to comply with the terms and conditions contained in this Memorandum of Understanding. ¡/we have the authority to bind the organization. Name & Title Date I ,,- Name & Title Date 6 ~ 7 Ontario's Youth: Off the Street and into the Community Remarks by J. L. aim) Rule, Chief Administrative Officer Regional Municipality of Sudbury Presentation to the 1999 Annual Conference Association of Municipalities of Ontàiio Tuesday, August 24th, 1999 Please check against delivery. II II Screen # 1 I am pleased to be here to participate in this workshop and I commend AMO for including such a timely topic on the agenda. I think we can all agree that our young people are facing some incredible challenges - whether they live in the Region of Sudbury, the City of Kitchener or elsewhere in Ontario. It's something that we should all be very concerned about. By discussing the issue of youth unemployment from a municipal level and taking a look at youth issues and trends from a provincial perspective, as we are doing in this workshop today, we can gain a better understanding of the scope of the problem and work together to develop creative solutions. We should never underestimate the importance of youth to the social and economic well-being of a community. David Foot, author of Boom, Bust & Echo and Professor of Economics at the University of Toronto, states, and I quote: "If you don't create jobs for your young people, they will either leave or they will tear your society apart." Indeed, the future of our regions, our cities, our , 1 province and our country depends on our young people and their ability to flourish in the new knowledge-based ecoonomy. In order to ensure that this happens, we need to do two things: . we must create a vibrant economy with plenty of oppo~ties for young people to find meaningful employment; . we must develop specific strategies for youth to expose them to these opporrulllnes. In the Sudbury Region, we are doing both. This past spring, the Region of Sudbuty spearheaded a community youth initiative that was very well received by young people, employers, parents and the public at large. In my presentation today, I will provide an overview of this initiative. But first, I would like to tell you a bit about our Region and our effort ( '--- to diversify our economy and create jobs. II II Screen # 2 From a geographic perspective, The Regional Municipality of Sudbury is more than four times larger than the City of Toronto, making it the third largest Region in Ontario. We have a population of 164,000 residents in seven area municipalities. The Sudbury Region is the hub of Northeastern Ontario for tourism, health care, education, retail, mining research and technology and telecommunications. ( \...,--- 2 Earlier this year, the Region of Sudbury commissioned an independent survey of its residents. Respondents were asked to state the most important issues facing the Region. 44 per cent of residents cited unemployment ~. their number one concern. By way of comparison, 11 per cent of residents cited roads as their second concern. Not surprisingly, Regional Council adopted job creation as its number one priority. II II Screen # 3 The Sudbury Regional Development Corporation, the economic development arm of the Region of Sudbury, has set an ambitious target to create 2,000 jobs by the year 2000. In achieving this objective, the SRDC is focusing its activities on five key areas: · Stakeholder development · Special projects · Business development · Tourism · Information Technology and Telecommunications As you can see, we have a broader strategy in place to create jobs in our Region. One of the areas we are focusing on is information technology and telecommunications and we are very excited about our future in this sector. -.... ' We recently launched e-sudbury.com, a community effort to become "The Smart 3 Region. " We are pursuing new business ventures, from call centres to software development manufacturers, to create jobs and help us curb the our-migration o~, youth from our Region. - . We have come a long way since the recession of the early 1980's when our traditional source of employment - the mining industry - took a turn for the worse. II [I Screen # 4 For a Region that had gained an international repuration as a supplier of nickel and other base metals, this was a rude wake up call. We could no longer depend .,. on the mining industry to create the lion's share of jobs in our Region. ( We needed to diversify our economy in order to secure our future.... And we pulled together to do just that. As I mentioned previously, economic diversification has remained a top priority. 1\ IIScreen # 5 At one time, youth unemployment was seen as a temporary concern - one that -. . would be addressed, in time, when the economy improved. 4 At the end of 1984, our unemployment rate for youth between the ages of 15 and 24 was a staggering 38%. Today, it hovers around the 25 % mark - still very high, and no doubt, a symptom of what's happening across Northeastern Ontario. Youth employment remains a community concern that re.quires constant attentIOn. ij I¡screen # 6 In May of 1998, a Youth Employment Forum, made possible through funding from Human Resources Development Canada, brought together young people and community organizations to identify barriers to youth employment and to address ways to. overcome these barriers. Young people were. encouraged to speak openly and honestly about their experiences finding a job. They were encouraged to become part of the solution. ~ II Screen # 7 As a result of the forum, the Youth Employment Working Group - which is made up of young people and community partners who provide services to youth and acts in an advisory capacity to the Regional Chair - decided that the Region should initiate a three-part strategy to tackle the issue of youth unemployment. Young people suggested the following projects: 5 1. 2 3. Produce an inventory of youth employment services Develop a youth employment web site Host a Youth Employment Information Fair ( i, The purpose of this strategy was two-fold: . to help youth between the ages of 15 and 30 find employment; and . to increase the community's awareness of young people available for work. In making these recommendations, young people made one point very clear: youth should play an active role in implementing the strategy. In the fall of 1998, the Region of Sudbury elected a new Chair and the issue of youth employment was, once again, brought to the forefront. ( '.......- ~ ¡¡screen # 8 In response to feedback from youth, the Regional Chair, once elected, launched The New Way Youth Initiative - the first phase of a comprehensive economic development strategy to bring people together to work towards job creation. ~ II Screen # 9 ( The New Way Youth Initiative, presented in the spring of 1999, brought the threl'-~ 6 projects proposed by young people to fruition: the inventory, the web site, and the employment information fair. The New Way Youth Initiative was developed with input from youth at the grassroots level. Human Resources Development Canada participated as a partner in the project by providing funding to hire six individuals, five of whom were youth, to develop and deliver these projects. The Region provided administrative guidance, support services and the physical resources for the Project T earn to accomplish its task. ~ II Screen # 10 1 - Employment Connection - A Resource Guide for Youth Ages 15-30 One of the barriers to employment that youth identified was a lack of information. Screen # 11 The project tearn developed Employment Connection, a comprehensive guide listing the organizations and agencies in the Region that can help young people find jobs. \. The Guide is divided into seven components: education, employment preparation and job search, apprenticeship and on-the-job training, self- employm~~t, web sites, community organizations providing volunteer experience, and employment standards. 7 Thousands of copies were distributed through town halls, area libraries, youth (~ , centres, employment centres, local stores, and educational institutions, to name à few. The publication was very well received because it provided information to youth in one handy reference. II I¡screen # 12 2 - "The New Way" Youth Initiative Web Site The web site is an electronic version of the resource guide. It includes hot links to the Federal Youth Reserve Network, job banks and other web sites that have valuable employment-related information for young people. The web site Can be accessed at www.region.sudbury.on.ca under the banner "The New Way". The hot links make it easy to navigate. We are also able to ( update the web site on an ongoing basis, ensuring that the information is current. Again, that address is www.region.sudbury.on.ca. The next few screens give you a sample of what the web site looks like. We designed it so that retrieving information is as easy as 1, 2, 3! II ¡¡Screen # 13, 14, 15, and 16 ¡¡screen # 17, 18 and 19 II { '",--- 8 3 - "The New Way" Youth Employment Information Fair The fair, which attracted upwards to 1,500 people, featured 36 community agencies, such as Human Resources Development Canada, Career Edge, National Graduate Registry and Campus workLink, and the YMCA Employment and Career Services. Feedback from exhibitors was very positive. The Youth Employment Information Fair provided a one-stop shop for information on youth programs, education, services and training - with experts on site who were able to answer questions and provide guidance. ~ [¡Screen # 20 and 21 Access to the web site was provided to Fair participants in a room where 14 computers were set up. People surfed the net throughout the day, discovering . . . excltlng new SiteS. A total of fifteen 45-minute workshops were also held throughout the day on a broad variety of topics. Here are a few samples: -Job Search Strategies for Tough Times: The technological revolution and globalization have transformed our marketplace. This session gave youth the tools and information they need to be a successful job searcher in the new economy. - Facing your Fears: Participants were given a practical approach to overcoming roadblocks to job search and employment based on improving self-esteem and 9 self-confidence. Topics included networking, action plans and how to take that first step. Guest speakers in attendance provided motivation and guidance. The keynote presentation was "Positive Thinking: Attitude is Everything." Young people left the presentation feeling inspired and motivated. Brainstorming sessions hosted by the Project T earn as part of the Information Fair gave young people another opportUnity to tell us how we could help them find jobs. Five interactive discussions with youth were held, focussing on the following topics: · negative youth image when seeking employment, · lack of experience, · need for direction from community leaders, · the need for a youth voice to be part of the solution, and ( · lack. of young people's financial resources. The recommendations that emerged from these solution-based sessions were presented to the Regional Chair for follow up. A number of excellent ideas were generated by the discussion, proving once again that youth must be part of the solution. ij [I Screen # 22 An important component of "The New Way" Youth Employment Information Pair was an Employer Information Evening that was hosted by the Regional Business Centre and the Sudbury-Manitoulin Training and Adjustment Board 10 with funding from Human Resources Development Canada. The information and networking session attracted 120 participants. It provided small business owners with information about the incentive programs available to hire employees, including government programs, internships, apprenticeships and tax credits. II IIScreen # 23 Employers received a copy of a publication entided Grow Your Business Without the Growing Paim which provided detailed information about available services. Feedback from employers about the publication has been very positive. Plans are underway to update the information and have it posted on our web site. \1 II Screen # 24 An important component of The New Way Youth Initiative was the communications strategy that we implemented to build public awareness of the issue of youth unemployment. Comments from newspaper articles will give you an idea of the attention that this initiative garnered in the community: Screen # 25, 26, 27 and 28 -....... 11 " · "A youth employment initiative driven by youth for youth is an important ( component of a much larger economic development strategy that we are working \ on," said Regional Chair Frank Mazzuca. · Thumbs up to The New Way Youth Initiative for hosting a jobs fair. The fair helped area youth find out more about the job-search services available to them. It also gave area employers an idea of what's out there to help them hire youth. As Sudbury's youth unemployment rate hovers around the 22 per cent mark, initiatives like this are vital. · The Region and the federal government are allowing job-seekers to take the initiative. The job fair and the other effortS simply provide young people with more tools to find work. Now, it's up to them to put these tools to use. c The media coverage that we received before, during and after the event helped us achieve our goal of increasing the community's awareness of young people available for work. It also served to deliver a very important message to the public at large: we all have a vested interest in helping our young people find jobs so they can lead satisfying and productive lives in their home community. The New Way Youth Initiative was a success because there was a great amount of co-operation and involvement from a variety of community partners. ij ( ~ ¡¡screen # 2~. 12 The New Way Youthlnitiative will continue in the fall of 1999. Area ( municipalities in the Region will host Youth Employment Information Fairs in \ their respective communities. As mentioned previously, this Youth Initiative is one component of a much larger N ew Way strategy that is gathering momentum in our Region and helping us meet Regional Council's objective of creating jobs. ( '''-.-- The New Way Community Initiative will bring public and private sector partners together to develop a shared vision for the future. The New Way will challenge us to change the way we think as we work together towards a common goal of creating jobs in our Region. It will complement the economic development activities currently being undertaken by the Sudbury Regional Development Corporation. Young people will be invited to actively participate in this process. One of the things that we have learned through our work with youth and The New Way Youth Initiative is that young people need to be partners in economic development... They need to be part of the solution. Their fresh perspective and enthusiasm challenge us to think outside the box... to approach problems differently... to seek new ways of making our Region a better place to live. We are relyi'D:g on our young people to lead the way in our new knowledge-based economy. 13 ( Youth need to be considered as a top priority, not only in the Region of Sudbury, . but across Ontario. As I mentioned previously, it's an issue that requires constant attention... especially in our new global economy. If we do not keep youth in our community and keep them employed, we risk losing our young people - our future. II lIScreen.# 30 I thank you for giving me this opportunity to share The New Way Youth Initiative with you - the first component of our broader New Way strategy. ( We have many exciting initiatives planned for the fall and our oudook is positive. We are building a solid future... together! / (, 14 Ontario's Youth: Off the Street and into the Community A Presentation by J.L. (Jim) Rule CAO Region of Sudbury AMO Conference August 24. 1999 ~Way .~ ~ ~ ,- .~ - ;;,w Building. .mid tutwa _tDgetherl A Strategy to create 2,000 jobs by the year 2000: · Stakeholder Development · Special Projects · Business Development · Tourism · Information Technology and Telecommunications '--II-"'-"~' '.:-,; ,'i3~/;':_C:¡:;:/~ ~:_': - 12-_,:"~>:<_:; ~ .,-,._ V" _." :".- ,,_'-',-. __'c_->"''-, ~ ;cOni ¿' ~""--._~~ Srli31: SUDBURY REGIONAL DEVELOPMENT CORPORATION -- o~ \''/!:iL'ii? The Regional Municipality of Sudbury , , ".,~, Mining industry hard hit by economic recession . People directly employed by INCa and Falconbridge · Early 70s - 25,000 · Early 80s -17,000 · Early 90s - 11,000 · Currently - 8,300 1984 Youth unemployment Sudbury Region - 38% 1999 Sudbury Region - 25.8% Northeastern Ontario - 22.3% Northwestern Ontario -17.4% Province of Ontario - 15% Canada -15.4% I i I , I I [, II i I Youth Employment Forum . Barriers identified . Solutions proposed '2Ì'. -" Building. solid tutute _togethørl Youth Employment Working Group · Proposes three-part strategy · An inventory of youth employment services · A youth employment web site · A Youth Employment Information Fair · "Youth Helping Youth" c c_ /7 Regional Chair Launches . The1\ew Weiy ,:;¡ 'Cij · An inventory of youth employment services · A youth employment web site · A Youth Employment Information Fair -t! L~~.~ ....,..,...~. ~1;~1 ';zL~ , }=~ ~"-'''^.::- ......,Q_......~~ .~" ... BuJIdlng . aoJid tuture _togethet1 y.;;...~ ~ ~..,.t ~~ ~ ff-; .....t A wealth of information ~ .. ';y Resource Guide I ' I Web Site www.region.sudbury.on.ca ¡I I ! I ,~"" -,.,.... 11:''' ..r. n.c^,~~~,,~>'~--_ 00.-,",,<) éJ ::I '~@ 3' ':5. i3 ---~ ;----. ....'-"-~--,:-._~..- - ... _~.~~.."-__. #J>.....:.._.~ .:JtÕ'''¡ ~Wdy The New ~ Youth Initiative IJs¡n¡I/II.u........,..1-Z.] YC<l..._tII_"""ÐCPI9JC1"1W' 'GI~-~loItft' ~"'s--,__Imcuc"o.-mc._ .H'."'~ 1h.oœ Wh"'.".... .' . !ler a JOÖ HeIÐ to treœre <.ì Icranctirldalcb ____1·C ., :.- =. ~ Pt~.;,~"I-·~_ :~;':~1~~;~~=- ,~~. 'Pwo'" _.:!;~~J ~' ~.~ _~ __ >:.tI~_ ~Æ~ ~ ~ c;""""""'" ~_. ~"'I"""""'" ,- Help to prepare for and find a job w.ICOmetD~COMei:llon.tI1eR&9onol~III"(Sonllne R~Guld8tor"'cunAges151030.ThereeremBr?f -.... agenaes in 1118 SudtuVReglon IMt canl'leIPYCU 8CQI,IIrG 1ne &4IcSIan.SIois sñall'8llll'lgOl2lyaulllilØdtoent8l"t!I8wondotc1l YoUre8bcx.tta camectta a'fllflO\&newworldotOØl0n5 and CPPOIQntI8SH' · EduCatIon · EmpJC¥'ll8'tPreoereoonS1dJcaSeerd'i .~ces~øarll1On-1ne-Jct:lTrairJIn<;1 .--- .CoIm'II.nr(Ofg3l'l2ZDcns·PrCY!dlilgVCW'l!ger~ence · EmcIo,men!5mndacs ..- i.1 ~'" ~ .. I i' , I I ! , i I I i ! ~_-.u ...... '. -~" . .. ,,,,.--c¡_-.ø-~ .. _ ·!_:__~:':~I~~¡.~,i~~E:_~~Þ~~~~c .~ ----... ->:;~¿:~~\0':~~1 ~.~......_______. "d_."I_ awto use this site I -- þ-~ ,~ Jryw19~I)/ne.agesc 1 S ,langICV(J9/'1lOÐ)lCur t¡ edylO el!t8rtfle WO'IICI or~, hiS SlUtStoryoU! A;Þ:!lrtormaIIonycuneøc:lIO!1øtIycu comødWlll'lømploftn8tCisngl'll:nare atyosMg8n )$ For beEp to prepuefor ami ftncI aJob. cUçk on option *2- Her&...ou1I find Emp\QytMnt ConnedIon: A R..«m:e Gu/d.f«YouItI A;n'15to 30. a comtJI&te c)I9aOIyoflocelegenaestt18tØf'OVl08progransl!llCsenlC8SZO nelpyocmgpeoølrlprepanJtor~~nda)CC. TheR&SCUfC8Gu1dEtlScYidElddOSlXsec%lons: .EduClllion · Emplcr,.mentPreøaraoonandJOt Searcn · AøPr8/ItIC&SnlPandOM11Q..JOOTralfllng .S&l-E~ .~OrgMzer¡onsPro'o1d1ngvo¡~~ence · ~5œnðmdS ;.L .:..._~" ( \ .ó ( '''')<' - , :t}o- . 9"~-'~.~_'__'""'" . ';:-17t,t:~::J~:?~?2-o<,,~~!1~~¥¿'!:~~{: ,,-~..~,-- -"!.'"" ~~ ....')<1 ;~ ~~{;~j~~\~~~~~:~; ,: ;~j 2 =~ t"""", , -- - 4 - ~- Surfyo¡KYØ¡lOaOligmrtl.U8! CliCkonttleaireetMfÞ:S'Ntare- ØfO'W\09Ol1«ezoaecess0f10-ll'l&1n1ormarion-tcÞøosungs.1)US:nISS dl:l'edCml$fndmcnlt Where to get a Job · · .ó ':ijo-.. · T!leworlClis·atyasMgerDPS. Take 8CIVS1!I!Ig&ofit. ,-~----". /- I Youth Information Fair 0# BuiJding.$OIidiuture_togetIrerl I ..., II' ÿ' :c..è. - -_.< . 'I i I Web Site Access I Workshops ~,~f III ( '~;.J \~ ..;~ :~-~ ~~.;¥~= - . .- t-1I:J ~, , I.... I I ..;; 11'¡'if ( \ ...:¡ BulldJngllsoJltltutute_tQgøt/H!t1 - .þ~"- Grow Your Business Without The Growing Pains ~. Employer .lnc:entive Programs -~ ^~--:- ......- . ( , Employer Information Evening , I , I <;¡ .. ér I \.... [I I I I Media Coverage [I II // " / {, --.._.",."..~"'..."''''',..,...,.........'''"'''"''"'""''',~= ~-""''''''''~-''''''''-'--''''''''''-'''''''''''''''' ,-".._~""''='"''''''''-'''''~---.= .\1azlUc:J ¢\~ yo:lI.nh a EÚrcl1:1I!(~ ---- ...- -------,-- ----~- -=:E?"-~-- ~~ .. ---~-- ---- -_.~-- .----.----...-.-- ----- .-- -_.~--- - "---- - --- -- ---. -~-_..-. .~ .- -- . ---- _._---- -- --.-- ".-----.-.. ------- ------------ ------ ,---- ._--- ---..--- -- - --- ------ ----- .~---- '= BuUdlng.~fututw~J -' c Y-a~""~¡:"" Looking for answers ----- - - ~t~~c-1 Regian hosts youth job fair ~~«~":: _........to5p.....Ua/CII:Þ. TCIftIc-s.-.....s-. ~...~Þit30_.. ---- ____¥lIIrdIg* j:IO,u...Þe____ ,......-....-'" qia.~--';- ~~_TJ._ _oø--..~"'" - For-.......-.-' ,.1II i:ID....ww.....~ _.~_4385. , "çj'" , i I, i , , i II ¡I Mazzuca challenges employers Give jobs to yOUDg people. recicDal ch:ûnnan urges T.-__ =:;,";:"- '¡-::::---==- =-"='==1 :.~ ~'; . -. ~ ---- "'---1"- . .----- _~ --ow ~" ........:. __ :..-__".... ..._..._:~ :::...-=::.-:. ---, .... == ~:.':=r '##Ef-,ri'~la':~~;; ::.;....:;.....-::: f<~£liD71 ' 'æ"~~ ==-~=: ~;:i~ ,rliifli:in~n~f;;¡j~ ~~: :=.'.--- =:;;.---- -..--.-- :::.=.=.~.;;.:: ---.- ------.- -----..- --- =.-::-=-.: ------- ----.----.. ..:----=.~= ---..-.... -~.._- ------.. ----- ....--- ____ .J. __....... _ 7_____..... ..._..__ .._____ __ _____ ,..__.~___" ......D_____ __....__ ---- ---..- .,.."'---- ------ ----- ..-..-...-' "'"-~--- --.....- ------ ','-e::>. - '~.;- Thumbs up. lhumbs do","11 Regional initiative a smart move , y--- rvleincullinC_ r-':--:---::- ------- -----... _......_u._ ----- ---- ~ ':; :':':'" -' :-"=:a:..-..=:- --- ,_.,- ¡-=:~:-:=::. 'l_:_~ £::::..[.~~~.- , =:-d.""..:~=::=-="'- ----.-'''''''''"'''''' __-....!o:I:i.ltT____ -._-....T__"'''''' ...-..__..-.._...c¡..-.'" --_..~...,=~,&' -....~.._-~-..""..... _~.....__wa___.""~.. ___....,~_....~__.:r.... -......_""-'""... --- t .~.....<t.o___,_.... .- -::¿.~":~-:.;:-",.':;:.;~.;:':.:= ~~_...I!ioeJ:...--w~... .......---.----:>-. ...~~_..._--= -...-----..... ---.-- --- ----- --.- - .-- --- -- - I i I II :; -- Challenges and Future Plans . Youth Info Fairs in Area Municipalities . The New Way Community Initiative - "A Broader economic development strategy" "'" Building. ."Iid future _tQgetMr! -' - . ( .~~" ..-, ,,;$-~ ~------ .,...-. '''''',1 ,;:..-,. -- Building a solid future ...together! '.-p. c Tuesday, August 24 - 1 :30 p.m. - 3:00 p.m. Creativity and Technology in Municipal Practice (Repeat) Speakers: ---- --- ---------- --- -- -- ---- -------- -- - --- - --- - --- Andrew Campbell, Waste Management, Region of Waterloo (Replaced Jim Archibald) Craig Curtis, City Manager, City of Owen Sound John Lohuis, Director, Recreation & Parks, City of Mississauga Sue Cunningham, Supervisor, Customer Services, Recreation & Parks, City of Mississauga Tuesday, August 24,19993:15 p.m. to 4:45 p.m. Minister's Forum Metropolitan Ballroom Remarks by Steve Gilchrist Minister of Municipal Affairs and Housing ':, " REMARKS FOR THE HONOURABLE STEVE GILCHRIST MINISTER OF MUNICIPAL AFFAIRS AND HOUSING AT THE MINISTERS' FORUM ASSOCIATION OF MUNICIPALITIES OF ONTARIO ANNUAL CONFERENCE TORONTO TUESDAY, AUGUST 24,1999 CHECK AGAINST DELIVERY I would like take this opportunity on behalf of my Cabinet colleagues and myself to thank you for allowing us to share some of our thoughts - and those of the Mike Harris government - with you today on the important issues that are facing both the province and Ontario's municipalities. I would like to start by extending my congratulations .and those of my Cabinet colleagues to AMO on your 100th anniversary. President Power informs me that you have the highest attendance ever at an AMO Conference as you celebrate this occasion. AMO's Board of Directors is to be congratulated for putting together a conference program to attract such an impressive number of municipal representatives from across Ontario. This afternoon, we look forward to answering your questions about shared provincial- municipal matters and hearing your thoughts about how we can work together to better serve our common taxpayers. Joining me here today for the Ministers' Forum are: · Agriculture, Food and Rural Affairs Minister Ernie Hardeman; · Community and Social Services Minister John Baird; · Environment Minister Tony Clement; · Health and Long-Term Care Minister Elizabeth Witmer; · Labour Minister Chris Stockwell; · Northern Development and Mines Minister Tim-Hudak; · Solicitor .General David Tsubouchi; · Transportation Minister David Turnbull. Since becoming Minister of Municipal Affairs and Housing on June 17th, I have met with representatives of many municipal organizations inclùding AMO, AMCTO, Regional Chairs, Eastern and Western Warden Associations, to name a few. I have also had the pleasure of visiting municipalities across Ontario - from Windsor ...... to Gananoque ...... to Powassan. And, I've enjoyed hearing from many municipal representatives in delegations yesterday and today during this conference. I've been able to renew some old acquaintances and make a number of new ones, and I have heard many things from you which I will reflect upon over the coming weeks and months. I plan to keep my remarks brief this afternoon, so that we have more time to hear from you and respond to your questions. But there are a few issues I know you're interested in hearing about, so I'd like to focus on them for the next few minutes. The first item is municipal restructuring. As you know, yesterday I announced that the province's plan of action for local government reform in the regions of Haldimand-Norfolk, Hamilton-Wentworth, Ottawa- Carleton and Sudbury. We think that it is time for taxpayers in these areas to benefit from improvements to local government which many other municipalities have seen over the past few years. ( \,,- Now is the time for action so that solutions can be in place for the November 2000 elections. Our plan will give community leaders 90 days of local discussion and consultation. During this time a Special Advisor will be appointed for each region who will study options and consult broadly. The Special Advisors will submit recommendations to Cabinet and Cabinet will act. While we're taking action in these four regions, we also invite municipalities within other regions to look for ways to streamline, improve services and find efficiencies for the benefit of their taxpayers. We encourage them to bring their proposals forward. We do recognize, however, that the Greater Toronto Area has different circumstances as the GTSB progresses, but even there, a review must be completed by December 2000. Notwithstanding the extraordinary efforts madeto.date by local politicians province- wide, I continue to encourage municipalities within counties, separated municipalities, and northern Ontario, to carry on with their restructuring efforts. We intend to review the 2 process set out in the Municipal Act and will introduc!,? legislation if improvements are needed to continue this process. Thanks to the efforts of municipalities that have already moved forward, we know that municipal restructuring can -- and does - save taxpayers money. Municipalities have told us that Ontario taxpayers can expect to save $220 million annually as a result of restructuring efforts carried out to date. I am sure that your electorate will want to know more about these tax savings as you go door to door in the upcoming municipal elections. They certainly wanted to hear about lower taxes in the run-up to the recent provincial election - and their message was loud and clear. Municipal elected officials and staff - you people in this room - have shown that it can be done and done well. You are responsible for bringing forward anc;j implementing over 100 restructuring orders since 1996. I'd like to take justa moment to acknowledge a few examples of your efforts: · In Chatham-Kent, annual savings of $11.4 million are anticipated at maturity. ( · The new City of Toronto has held the line on taxes and has set a cumulative restructuring savings target of $150 million over three years (1998-2000). · The amalgamated single-tier County of Prince Edward anticipates annual savings at maturity of $1.36 million. · The Township of Sables-Spanish Rivers anticipates annual savings at maturity of $149,000. · The newly amalgamated City of Kenora, which will come into effect on January 1, 2000, anticipates annual savings of $800,000. I congratulate these municipalities and others who have made progress on local government reform, and I encourage all of you to learn from one another and continue to find ways to improve local government and acheive tax savings. A new Municipal Act is another key component of our new provincial-municipal relationship. We are continuing our work on the Municipal Act in an effort to bring forward recommendations which will further improve municipal govemment as we move into the next century. ""-- / \ , 3 I want to emphasize that we are committed to working with our key stakeholders including municipalities and the business sector to determine the best appoach to the to this important public policy issue. / (, On the topic of social housing, my Ministry is making every effort to complete negotiations with the Government of Canada this fall on a new social housing agreement. As you know, a new agreement is necessary to achieve the full benefits of transferring social housing to the municipal sector, and AMO has asked us to get this done as quickly as possible. I also commit to work with your officials - including AMO's Housing Task Force - to ensure a smooth transfer of this important community responsibility. Another area, which I believe is extremely important as we move into the coming year- and new century - is the issue of developing performance measures and benchmarks and establishing best practices for local government which would result in clearer lines of responsibility and greater accountability to your taxpayers. Governments at all levels need to ensure that taxpayers receive - and know they are receiving - value for money spent. Examples such as the integrated waste-management contracts in Peel and Halton and Hamilton-Wentworth's airport privatization are the kind of municipal "best practices" that (/ others may wish to study, We have supported a number of municipal and provincial-municipal working groups, which are making real progress in benchmarking, performance measurement and "best practices" . We will will continue to participate in these important efforts, and we expect that the findings will help you improve the performance and cost-effectiveness of your services, and ensure tax dollars are used both wisely and well. On these and other important issues, I and the staff of my Ministry look forward to hearing about your experiences, your insights and any suggestions you have about how we can improve service delivery, control and reduce costs, and provide better value for tax dollars spent. I would also encourage you to visit the government information room where ministries have information of interest to municipalities and staff ready and willing to answer your questions. Now I woulQ like to turn this forum over to Helen Cooper so that my Cabinet colleagues and I can hear from you and respond to your questions. Thank you again for this opportunity to speak with you. I I \ 4 Wednesday, August 25,19999:15 a.m. to 10:00 a.m. Address by the Pre,mier of Ontario The Honourable Mike Harris Metropolitan Ballroom ~ Notes for remarks by / The Honourable Mike Harris, MPP Premier of Ontario Association of Municipalities of Ontario conference August 25,1999 Toronto CHECK AGAINST DELIVERY Thank you for inviting me to speak to you at the centennial of municipal associations in our province. I would also like to offer my congratulations to this morning's recipients of the Peter J. Marshall Municipal Innovative Awards. This encouragement of creativity and excellence is what. I believe, this association is all about. I would like to congratulate officials newly elected to the 1999-2000 AMO Board of Directors. You will be taking Ontario's municipalities into the new millennium, and to what will be a very bright future. Your work is important. I value that work. So does our Minister of Municipal Affairs and Housing, Steve Gilchrist and all our colleagues and we look forward to building a stronger future together. Ladies and gentlemen, the theme of this conference "Celebrating Our Past: Charting Our Future" - is very appropriate... because it captures our shared history over the past 100 years. It has been a century in which we have made great strides and accomplishments by building on past strengths... by successfully adapting to change... and by keeping our eyes firmly fixed on the future and what it holds. One hundred years ago, Ontario looked very different than it does today. Municipalities were smaller. They were more widely spaced. Travel and communication between them was often difficult. Yet the role they played in our political process was as active ... and as vital... as it is today. i Not surprisingly some of the issues that municipal leaders had to contend with 100 years ago were a product of their times. We've come a long way since then. Today, it's not likely that Ottawa's by-law officers would be focused on ticketing citizens for eating ice cream on Bank Street on a Sunday. (- And it's not likely their counterparts in Toronto would be on the lookout for someone dragging a dead horse down Yonge Street. ... although at Queen's Park you may catch some people flogging a dead horse... And if there are any residents of Cobourg who still have a water trough in front of their homes they are no doubt less concerned today, than their ancestors were 100 years ago, about making sure the trough was filled with water by 5 o'clock in the morning. These priorities have changed in the last century. Yet many priorities remain the same: The need for investment and economic growth... reliable infrastructure... sound financial administration... and clear planning for the future. These are issues that you and your municipal council colleagues will be concerned with as you prepare for local elections in the fall of 2000. And, having just come through an election, I would urge you to think about a very clear message we received from the same voters that you will face next year. The people of this province are looking for representatives who will protect taxpayers' interests. At all levels of government, people want to see men and women who are committed to accountability ... good government... better service ... the elimination of waste ... a strong climate for economic growth ... and lower taxes. I think you know where I stand. The tax burden on Ontario families is still too high. High taxes erode our competitiveness and kill jobs. Protecting the interests of taxpayers is one reason why we continue to encourage and support reform of municipal government. Earlier this week, Steve Gilchrist announced that we're going to specifically help the taxpayers of Ottawa-Carleton, Hamilton-Wentworth, Sudbury and Haldimand-Norfolk ... by getting on with the process of making their local government more accountable, more efficient and less costly... while at the same time ensuring high quality services. There has long been a consensus a non-partisan consensus that government in these regions is too big, too cumbersome, too costly, and too inefficient. The time for reports, studies and foot-dragging is over. The time for action to help ( taxpayers is now. As elected officials and staff, we know the uncertainty this foot-dragging has created. We know that the actions Minister Gilchrist announced earlier this week will lead to reform, greater certainty and an end to the distractions that governance issues have caused for far too long. Part of Monday's announcement was the offer to help four particular regions. But we are also offering to help communities in the rest of our province - in the north, south, east and west - to work towards local solutions that benefit local taxpayers. Our government will review the current legislation that facilitates county and local government restructuring throughout the province. For those wanting to make changes that improve local government, we'll be there to help. I know that everyone in this room is deeply committed to the best interests of the people you represent. You all work hard to meet the challenge of delivering quality services at reasonable costs. ,~ ( Many you have already shown how the reform of local government can produce better co-ordination of services... fewer layers of bureaucracy... reduced waste... and lower taxes. I congratulate you on your hard work. Others are now considering how local government can be improved so that it works better for taxpayers. I encourage you to keep moving forward. Ladies and gentlemen, whether it's in Toronto, or Chatham-Kent, or Ottawa-Carleton - at the heart of local government reform is one simple truth: Government is only as good as the difference it makes to the lives of ordinary people. That's true not just of municipal restructuring. It's true of every challenge that leaders like you and I face. A major issue I'd say the major issue in the recent provincial election campaign was the economy. Not the current state of the economy, but it's future state. The main issue was how to keep Ontario's economy growing, competitive and strong. How to create new jobs and new opportunities, while at the same time protecting existing jobs. Because that's what matters to ordinary families. And ordinary families understand that it is only through a strong economy, and only with a competitive tax structure, that we will have the means to afford the accessible health care and high quality education that the people of Ontario deserve. ( But what also matters is that everyone must have a chance to share in the opportunities and prosperity that a strong economy offers. Every person should have the opportunity of a good job and a decent income. Every child should have the same chance in life. Every family should be able to dream the same dreams. That's why welfare dependency is so devastating to the fabric of our communities. And that's why - for the past four years - we've made it a priority to help those people who are able to work by giving them the dignity that comes with a job. When we came to office in 1995, over one million people were on our welfare rolls. That's a million able-bodied people, and their children, who could have been making an active contribution to our society, but who were not. We made a difference since we were elected in 1995 by introducing tax cuts and building a strong economy. But as we learned in the late 1980's when the economy was robust and the number of people on welfare continued to rise a whole new approach to welfare was obviously needed. We had a system out of control for both taxpayers and recipients. ( That's why we established Ontario Works, and introduced a new and different philosophy of what welfare was all about. As a result, people from across our province have benefitted. Men and women have left welfare, have escaped that trap, and have left that life behind. Men and women who found a job and are now contributing, self-reliant members of our society. Last month alone, almost 16,000 people left the welfare rolls... the eighteenth consecutive month of caseload declines. These are statistics that we should all take pride in. But to me they are not just statistics. There is a face... or a family... behind each number. They are parents for whom leaving the welfare system means new hopes for themselves and their children. And they are children with new dreams for their families. Ladies and gentlemen, I need not tell you how spectacular the results of our welfare reforms have been. c Opponents of workfare have been critical, of course. I would counter with the only number that counts - 412,000 people off the rolls... contributing to society... having the dignity that comes with getting a job... retùrning to school. The results of the workfare principle have been dramatic. Municipalities right across Ontario have seen twenty, thirty, even forty percent reductions of the number of people dependent on welfare. Last month. however, there were still about 600.000 men, women and children on welfare. To those people, the spectacular statistics just don't matter. It is for these people - these mothers and fathers, sons and daughters - that everyone in this room and across this province knows there is more work to be done. Because men, women and children who remain on welfare deserve nothing less than the determined efforts of both levels of government to help free them from the trap of welfare dependency. They deserve nothing less than their municipalities and their provincial government working together to introduce them to new skills and new opportunities. We cannot and will not give up on anyone who is on welfare. And that is why I am asking that we accept a renewed challenge together... because helping people leave ( welfare is everybody's business. Back in 1996, we introduced mandatory work-for-welfare. It was a program that we campaigned on and it was designed to prepare welfare recipients to return to the workforce. It asked all able-bodied recipients with the exception of single parents with young children either to return to work or to be retrained in return for their benefits. In the past three years, mandatory workfare has given people new expectations and hope. I want to congratulate those municipalities represented here today who showed creativity ... often in the face of determined opposition ... in implementing workfare. You have linked welfare recipients to a full range of services that lead to self-sufficiency. And you have helped to create many success stories. You know, there's an old saying, "No man is an island". When Ontario has a group of people on welfare equal to the population ofMississauga we are all dragged down. In the same way, though, we all have something to be proud of every time someone becomes self-reliant... every time that person's children learn, that there is a life other than welfare dependency. One by one, as each person rises to a new challenge in his or her life - our society is lifted, too... Lifted by stories like Jerry Weber's. ( Jerry is a 33-year-old man from the Kitchener area, who I visited with not long ago. In 1997, with a struggling new business and an ill son, he had been forced onto welfare. The next year, he entered a workfare self-employment program. He took training and learned to write a business plan. The business plan he prepared got him a seed loan, and Jerry is now the successful owner of a custom furniture business. Ladies and gentlemen, if you were to meet Jerry - as I did ~ you would see the pride in his eyes. And you would feel the passion he has for his business. I cannot tell you how rewarding it was when Jerry presented me with one of his custom-made chairs for my office, and said to me, "Thank you. Thank you for the chance at a better life." And we're lifted by the stories of other people. Like Stewart Weston who had to go on welfare after the company he had been working for went bankrupt, and his search for work failed. Stewart was very interested when his welfare caseworker told him about community placements and he got his first placement in August 1997. A year-and-a-half later Stewart had secured a job with a literacy agency and now teaches a computer course. c And people like Liane Niles who moved to Ottawa from Nova Scotia with 10 year-old twin girls and a baby. She had trouble finding a job and had to go on welfare. She too heard about community placements and wanted to apply. Even though she was told she didn't have to participate because she had a young child, Liane took a placement at a substance abuse program. She started off as a receptionist. And today, she has a full-time job, meeting with clients and taking care of administration and admissions. These are the people our reforms are helping. These are the people who are getting back on their feet. These are the people who are replacing a culture of dependency with a culture of responsibility. Yet there is more that we can all do to help welfare recipients gain experience. Just as there is more that social agencies and businesses can do. And that's why, on behalf of those who remain on welfare, I want to challenge you today. Challenge you to find more opportunities to let people work for their welfare cheques... Challenge you to work with community organizations, encouraging them to help welfare recipients learn new skills, and improve their self-esteem... ~. And challenge you to share ideas that have worked in your municipality with others here / at this convention, and with John Baird, our Minister of Community and Social Services. We want people to use workfare to get off welfare and into jobs. That's why it's so important to ensure that even more people have access to the opportunities provided by workfare participation. The results of our welfare reforms the results of our new approach which offers people a hand up, not a hand out have exceeded anyone's wildest expectations: Over 400,000 people off the welfare rolls. Going from being the province with the highest percentage of people on welfare, to having one of the lowest. These are our accomplishments, and they are exceptional. Yet 600,000 people remain stuck in the welfare trap including some very challenging individual cases. In order to provide hope and a helping hand to those 600,000 people still on welfare, our workfare programs need to be expanded. Because to me, even a single person who wants to work but is trapped in the welfare system is one person too many. ( That's why we will provide remedial training in math, reading and writing to make sure the inability to read and write doesn't prevent people from leading fulfilling lives and getting good jobs. It's why we will provide mandatory drug treatment for welfare recipients who use illegal drugs; Because people on welfare can't get off welfare and hold down jobs if they're on drugs. We want to help them break free from drug dependency and welfare dependency. And it's why we will continue to crack down on fraud... and to provide recipients with new life and work skills through workfare. I am convinced that these measures will help thousands more people reach better lives. Yet I don't have to tell anyone in this room that there are those whose circumstances are more complex, and require more creative solutions. They are the homeless. There are no easy solutions to homelessness. That's why we need to work together - community groups, municipalities, the province and the federal government - to find real solutions to this problem. , \ Recently, in response to the Golden Report, we committed $100 million to help get homeless people off our streets, including funding to develop housing spaces and supports for people with mental illnesses, and tax credits for materials used to build low-income housing. ( All the work that we have done so far - along with our recent $100 million plan - is a start. But we need your help, and your commitment, to work together with us on finding solutions that give hope to those who have lost hope. Solutions that address the requirements of those whose complex, multi-faceted problems only begin with needing a roof over their heads. Ladies and gentlemen, in conclusion, I want to congratulate all of you in this room. Much of the credit for the workfare policies I've talked about today goes to you - because the motivation behind this welfare revolution came in large part from grassroot municipal politicians and officials. It was you who were among the first to challenge the provincial government to reform welfare - out of compassion for those in the system, and out of common sense. Helping 412,000 people get off the dole remains one of my proudest accomplishments as Premier. But it is not my accomplishment alone. The achievement belongs to everyone in the province - including municipal leaders, social agency volunteers, employers, and the individuals themselves. ( " So, as we gather here today on the eve of a new millennium, we should indeed look back on our accomplishments and celebrate our past. But we must also continue to carefully chart our future and think about the kind of province we want to see five... ten... fifty... and one hundred years down the road. Today, I pledge to you that we will work with you on effective services and infrastructure.. . We will work together to expand workfare and to provide people with the hope that comes with opportunity. We will work together to help those who find themselves without shelter. We will work together to keep our province on the right track. Thank you for inviting me and so many of our caucus and cabinet to join you this week, and congratulations, once again, on this 100th anniversary. Thank you. - 30- Wednesday, August 25, 1999 10:00 a.m. to 11 :00 a.m. Plenary Municipal Electricity Restructuring: The Switch to Competition Speakers: ( Bob Murphy, Vice President, Decima Research Inc. Brian McKerlie, Chatham-Kent Public Utilities Commission (Notes not available) Robert Warren, Solicitor, Weir and Foulds (Notes not available) David Collie, Director of Distribution Business Development, Ontario Hydro Services Company ···___··__·__.·_L____.__.,.~___ _._'-_._~'-_._--_."-,-,,_..__...,,.,.. ...."...."...'..., dBcimB 'Cc.ß reseðrch inc. AMO Conference 1999 - ENERGY WARS - Ontario Consumers & Electricity Deregulation Decima Research Inc. .. i. he Winning Weapon in North Amer;ca 's Energy Wars ~ decima Today's Agenda t'Qseal'ch Inc. - A bit about Decima Research Ine. - Energy Wars: Ontario Consumers & Electricity Deregulation -Survey Says... . Questions. - /h'äma RC'\""(In.;!¡ Im:..- Tfw W!m,¡'/¡: IVerq!QII ill Nurt', AIII<'"h¡'.' Ellag)' IVlfrs decima Energy Experience at a Glance resel1rch In<:;· British Energy <p OTTAWA IlY[)[1O .. .~ ~ ~OnI""¡"l!r.k~ S"r"b."Com¡Y¡.>rl¡ ~ /~~J ~m!\i~~~f ~l~~~~~~¡~ - ."" ~ Inlongas '" / i \ . ~ ""'-'>' Sup,erior Consumers Gas Propane J)('äll1ll R".H'(lldIIIJc.· The lVillllillg IVfoJI(J/ ÙI NOr//¡ Alii (I','EuI'rRylVrI £lIl'Ig)' \VII Ontario Consumers e & Ekctri<ity Deregulation Ihâlll(l AMO Confercnce 19.99 ENERGY WARS decima reseðrch inc. NII/"I/¡AmericI( 1Vj¡J/JitJg1V<'lIpOlIill T/¡, Rr,l"eWÛllllc decima rai:eiJrch Ihc. Research Leaders in Changing Markets . The language of an industrial war includes: Market share eros ion, deregulation, pricing options, brand development, advertising blitz, niche markets, resale. This was precisely the language used when the battle for share of the long distance telephone market heated up . The parallels between competition in the LD market and in Energy Services are extensive. Decima is among the top companies in North America specializing in conducting primary market research on changing markets and emerging technologies. 1 Ellergy W(If.f Energy Wars: Decima Researh AMO Conference August 1999 /~, Americ(,'.\' N(lr, Wit1l1iugWe(lfllJ///I; Tile '¡lnc Det'I/1IlIR/'.\'l'lIll' í-" decima r I! S!! 11 r chi n c. decima I'I.!SE!/)I'ch inc. Energy Wars Survey Results he Issues of electricity deregulation; mpact that electricity deregulation Objectives Track consumers' familiarity with Track perceptions of the probable will have; Determine information sources and which sources consumers . Energy Wars Survey Results to provide electricity market stakeholders with knowledge base to understand where the { supply opportunities will be with residentia consumers in Ontario. · Purpose an initial com electricity rust most: Measure the appeal of choice and preparedness to make an informed choice Ind endent consumer research designed, executed and marketed by Deci ma Research Inc. · performance of their Obtain consumer evaluations of the averal electric utilfty; · Random and representative telephone survey of 653 adults in Ontario. Gauge consumer switching supplier; and Develop dynamic market simulation models of consumer switching behaviour given various supplier brand and pricing scenarios. electricity thei regarding ntentions 14, 1999 19 times In 20. · Data collected between March 4 and · Statistica is ± margin of error 3.8%, Wilr,!' Em'rgy AI/I('r/cl/',\" North WÙwmgIV('(')(! nil' Re.l'ellrchll1C. 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Familiarity + Results are consistent since What we're here to share with you today Consumers' familiarity with deregulation; Consumers' perceptions of the probable impact; Sources of Information about electrjc~y deregulation; Appeal of choosing an electricity provider and preparedness to make an informed choice; Consumer evaluations of electric utimy performance; . 1997 + Ontario consumers remain largely unfamiliar with the issue of electricity deregulation, Consumer switching intentions; and A glance at dynamic market simulation models of consumer sw~ching behaviour given supplier brand and pricing scenarios, the U.S, mirror our own. in + Results 2 \Var,. fllerg)' '" "" N/>N/¡ ¡, nll'lViU/lil/f[lVw/!lI, ugust 1999 Reulllt'''''' AMO Conference Oeâma E"ngY\V(If.~ }ecima Research Nord, All/eriC'll',' Energy Wars ÍJI \V."I'/> 17¡e\V¡'",iIlS f)CâwlI Re,.wrdJ fll~', '" Energy Wars Survey Results decima rese,H'ch inc. nVaypo.I(I", oSomow~!!,("I!I'" " , " Ellu¡:ylVw AlI/eriCl/',f North " TheWilllriug \Vel/pm Re,\"C'm"d,llIc. DeCIma Energy Wars Survey Results Don'kncm ,% 3 Elleygy IV" Ame,'lo'''' Nor/h \VÙIIIIIlIIIVelll"', AMc) Conference August 1999 lÈ--.-- '00 , ! . ioo i , " Ma',bo,if I hid rroreinformalion__. 4% N> 30% Tlw IlIc. R~"N /'I'}¡ /Jcd"u, A/IIl'rk(/',rEncrgY\V11 Decima ResearcH ------- " Familiarity drives positive perceptions Commumcate Communicate Commul1lcate decima reselll"ch inc. want decima rlHiellr'ch inc. Energy Wars Survey Results · Perceived Impact on consumers · Results are fairly consistent since tracking began in 1997. Most remain hesitant to anticipate positive benefits arising from the deregulation of electric utilities. · About three-in-ten (29%) respondents anticipate a neutral outcome. However the optimists (32%) are beginning to outnumber the pessimists (21%). The rest are unsure !Var.' Energy Wars Survey Results ElJerg) Allleril"t/','- Nor/II The lVillllilllllVl'{lfllllllll Re"'f!(//l'¡'¡'¡, decima reSIHll'ch inc. De£"illll, The majonty choice. BUT. 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Poor 3 Don't know 2 J)el'ill111 R".\"('llIl"" flll.'.· The lViII/ling W"(I/'Oll ill No!"//¡ AJ/1cric(l·.~ Energy IVtlr.f Dc¡O¡mu Re.\"l'ard,IIIC - The \Vil/nÙI", \Veil/lOll ill NOr/h AllIl'ric,,'s Energy Wars decima Energy Wars Survey Results decima Energy Wars Survey Results research inc. re!:l!arch inc. Switchin~ consideration suggest lots of opportunity for new 100 competitors. Service quality dri ves sw itching % consideration. 0 .. Definitely 6 Tota! jj u , '. (Hard & Soft) 050 Probably 16 8 Measure' m c , Might or might not 30 52% :¡¡ ,- ~ 2' ~ Improve' :,;tn7:<ili," Probably not 33 3. 32 2' ,. >2 Definitely not switch 11 Monitor! 0 -,-- "'r-- "''''''', Don't know 4 Poor Fair Good Very Good Excell3nl Uliltiy Perfonmnoo Evalu¡1lon - Dl'cim{/ Researcll lilt", Hw Wil1lJillg WI'(qwlJ ill North Amerit'(l'.\" Energy W{/r.f Dn'illKI Research file. . The Willlliug IVl'aJIOII ill N(!T/IJ America's Elle"gy !Va,.s - Energy Wars: Decima .·~.esearch - AMO Conference August; 999 4 ~ Other Considerations decima I" ê S e: a I' chi n c· decima r" e sea r chi n c. Energy Wars Energy Wars Survey Results + THOUGHTS ON PRICE POSITIONING be key drivers of . Brand & Price will choice i residential make detetmine what's acceptable and what be key /01 - Price stability and predictability wi consumers Marketplace wi "worthit" · three Our experience in other competitive energy markets (e.g. propane) indicates plice stability is a key determinant of choice. Many natural gas competitors have won customers with this type of offer. · Union Energy, TIle popularity of flat rate plans 10 the consumer long distance market also 811 pports our hypothesis about the importance of price stability. · Canadian Sprint, Rogers) (The Bay, Sears, Home Depot AT&T, Retailers Tire) · · EllerSY WtI Energy Wars Survey Results NOr/hAineric/(,r 11'1'i"¡¡Jolli/; Willl/illg Th /lIe Rf'H'(/K/¡ decima I' e sea r chi n c . Dn'llI!( ElIergyWlI AIIII'I'/c/F,I' ill NoJ'//J WÎlwingWr(lJw,j 111(' Ded/ll( RC.I·C/lfchlnc. decima res ear chi n c . Other Considerations Energy Wars InfOlmation sources and volumes will multiply. Source credibility will flow through to effect consumer awareness, attitudes and behaviours. Consumer familiarity will increase. In turn, this will flow through to produce a more favourable view of the overall impact on consumers. More consumers will develop an affinity for the opporhmity to choose their electricity supplier. Consumers' performance evaluations of their local electric utility will become more Clitical. Competition will make supplier choice more salient, in effect "raising the bar" for incwnbents. New competitors will capitalize on the power of their brands, distribution channel strengths and existing customer relationships. Electricity commodity supply will be bW1dled with a suite of other household services such as long distance telephone, cable, home security, and natural gas supp ly and services. R/,.I'l,lIIr:IllIl(.·.· Tile Winning Wr'IIJ!0' . What's to come? · . We tested competitive offers from competitor types: · Energy Companies (e.g. Consumersfirst) Telecoms (Bell "Green Energy" Offers "We believe research on "green energy" to date has tapped into socially acceptable attitudes and thus has very much overstated demand." . Thoughts on · · · whom price premiums for "niche" marke There will be a smal will be acceptable. · · · · Green Mountain Energy in the the u.s. has approximately 100,000 residential customers of 17,785,000 total households across 5 states that allow customer choice. liche market 0.0056% penetration = a . · 5 -~.~, Waf.l· Ellerg)' AmerrClI' North itl D/'(.·il1lll AMO Confe..ence August 1999 (" Wtlr.f Decima Research Ell erg)' " AIlJl'rIC :J ars Nor//¡ Energy WillI1ingW('( jJOlli/; TJw Inc. R{'.~/'Ilrdl DFc!IIUJ r-'\ OPTIONS FOR ICIPALITIES r---_ , /..--.~.., . .' Presentation to the 1999 Annual AMO Conference David J. Collie Director, Distribution Business Development Ontario Hydro Services Company August 25, 1999 . Ontario Hydro Services Company CHANGES TO ONTARIO HYDRO * Three other companies: IMO, Electrical Safety Authority and Ontario Electrical Financial Corporation Ontario Hydro Services Company DPiftER E ERATIO IRR .... /.r-.,\ . Ontario Hydro Services Company ~" ( . 7', WHY RETHINK THE BUSINESS? _W. /e(_ -lENS' STVINCENT \ SYDENHAM _ DERBY \ .__----- <A \ --' .'-- _____---- ~-- -~A~WORTH \ JTOWNOFTHEBLUEM b \ /\ EUPHRASIA: SClLIVAN " HDliCAND \ ~ IAN-ElD RS'E \ K ,\ - \ ,___--/' .¡MARKDALE ESLEY) ___ ~- "\ ,.~ _~.~--- - \ ARTEMESIA lMWDDD PV '\' GLENELG" ~:;;ESH OCKTON ~ BENTI~CK, \. RlC lE) ---0 j RHAM : " NOVER __--------~. f "._,-' ,'- \' PROTON !:Ð,--..----- \ EGREMONT NORMANBY '\ STADT ¡ OLSTEIN PV + , CLEAR\ . MUl teD, OSPREY /.1 -- ) ~ i ' · Continuous distribution system · Operational efficiency · Economies of Scale · Business Risk . Ontario Hydro Services Company ~ CHANGING FRAMEWORK Power Act, Public Utility Framework - Municipal Act, Public Utilities Corporation Act - Full . cost recovery thru rates Utility Framework" í:~~: liJt.~;;~ 11: ~'~ Commercial share ownership . ~, - OBCA - Competitive benchmarking - No assurance of profitability (' . Ontario Hydro Services Company r'-, ( , ¡-- OPTIONS FOR :UNICIP ALITIES · Contract for . servIces ,_Ic, · Form partnerships · Sell assets . Ontario Hydro Services Company ICIP ALITIES CONSIDER MEV SALE Or~ngeville Hyd.ro . . currently 'under consideration Sale of commissioner Keith Sutton manager Georgc Dick. The announcement, made via a pres release Tliursday. does not mClln Orange viii Hydro will be sold. The RFP process i Intended only to provide the town with infor matlon as to what price It 'mlght commanl for the utllity_ .. and genen The possible sale of Orangevillc Hydro is one of several 0etions the town Is eXl'loring in the wake of Bill 3S. the province's Energy Competition Act. . The nct requires municipalities to set up their hydro utilily as a corporadon III'Id oper- ale it as a business: it also allows II munlcl- Chalk River puts hydro utility up for bi~~ .... In'VANt1!.GIITZMAN 1:1.101 1Iø101 CbIIk 1I.i'~~;;¡ I.., _ok Wot be .---......r.. .hãll lie tbt: 'best rontb '10 1.0 ~t tk4I villase.."bð itiDt~Þ:b~ ~W"'cI""'"",,",on,,,,~....ig. nifi""""ly 811<1 ,rltl l'W"idc quaUIy . .crvic tl 'to' CUT ðUl.tomflf1!l.,'" 'ha 'lIti4, 1'1'... ...........,# </10._.......... ......~.. ..._____=t "FORSAI ,E - "c/O hydro .¡..Iri- uti.'t)'. eo.mrl~'Ie. with pqoll:':;'. JinC .1 and .& wilk: vlric1Y of BSSC'tS. Must ""II qo¡.kl)'_~ T1Ia w~r4in3 will p",,¡,.bly b. . ..~- ..,~ ,- .. ....-... ""'.. '. statement. "We're lookìng at all the options and what impact each The city of Missl$Sauga Is consld- could have In the shorl-Ierm and erlng bids for Hydro, M\s&I.. foreseeable future." sauga, one of the proVince s larG,e~1 Th. city's decision to seck bid- and mosl highly regarde.d I?umc1' ders is à response 10 recent Onlarlo pall.y. owned ~Ieclrlc t!isrnbullon legislation 'hat fore.. Ihe prov- utilmes. ., h 2()O .. I Misslssauga ha.n'l [ormally dc, Ince s more t. an I~U~'Clpa cided to keep or sell Ibe ulllity, bUI utilules, up unlll now rull latl,ety as wanls to find oul what Ibe opera- non-profit emities, to convert 10 lion might be worth to privale In- corporale Slructures, 1he province veslors before making a final Blso is ¡¡oinglo open Ibe s.ctor 10 decision on whelher to dispose of competition, beginning next year. it, according 10 municipal officials. Officials "t many municipal utili- "This is II fact-finding process lies are concemed that the changes with no comrnitmem to seUlng, n will undermine thelt values and are Mayor Hazel McCallion said in a considering selling the assets_ Mississauga considers bids for utility MAUTIN MITTELSTAEDT ¡¡..GILI"" ",Id Mall '\, . Ontario Hydro Services Company /--"""\ ('... NEW DISTRIBUTION COSTS Customer Issues (' ! ~ ~ transition ncorporation & I ECA >- ng & customer service billi -< PCA purchasing power J regulation I externa . Ontario Hydro Services Company "- ~. CHANGING ECONOMIES OF SCALE PBR Economies of Scale ,--~ /'-. . Ontario Hydro Services Company c - ~. ( OPERATIONAL EKCELLENCE ( ... focusing on operational excellence in Ontario Hydro Services Company: what it looks like, how we'll get there and what it means to the business and the people. May '99 . Ontario Hydro Services Company '----- c/"", WHAT AREM NICIP AL ISSUES · Service · Rates · A voided Costs · Employees · Investment Risk . Ontario Hydro Services Company , , ~ ( '; ( " ,~, ICIPAL ADVISORY COMMITTEES ,.-r--. Two way communication - municipalities & OHSC Complements new regulatory framework . Ontario Hydro Services Company . . CUSTOMIZED SOLUTIONS . Letters of Intent: '$11.5M deal - Forest, Arkona, Grand Bend, reached for, 6 Lambtcin Thedford and Wyoming utilities . - Carleton Place, Russell ' 'By John Hamilton " . , , ,Free Press Reportel' . , P .V.,Chalk River, Deep River Six, Låmbton' County munÚ:IPallties have agreed to sen their electrical utill· lies to Ontario Hydro Services rór - Moore Twp purchase about $1l.5'mlllloIL . . A'rkona;, Forest, Orand Bend.- Moore Township; Thedford 'and ,Wyoming have come to torms with the successor approved June 30 of Ontar~o Hydro. . If apIH·oven. lhe deals would add about 9.000 cuslomem to the more than 12.000 r,tllll customers Ihe agency' already has In Llllnbton. '. Interest across province . The tenns require agreements of pur- . chase and sale 'and ~proVal from the Ontado Energy BDal' Forest Mayor aord MlnieJly said yes- terday the munlclllalltles faced finan- ' clal uncertainty with the utilities because oFderegulat1on. ..,a,... !........1.ø.... ..... ...11 .."... n~'~"'''''' .......... . Ontario Hydro Services Company ~ ~\ ! . INFRASTRUCTURE COST SAVINGS r-, ! ' 0'" 5 ~_~~JyjçJLT~!!!to ry -- -- -- -- // -- / - // -- / - / " // ", / " / " / " / W " / y.ming HEC ", / (1000 Customers) '\ 1·\ I . D S D.S. \ I . . \ I \ \ \ , ' \ I \ I \ I \ I \ I \ / \ / \ / " / "" · D.S. ~/ - / -- // -- / -- // - // --- -- -------------------- . Ontario Hydro Services Company Cost Reduction Reliability LOCAL SERVICE CENTRES Proximity to customers - use existing OHSC centres - Wyoming - keep MEU centres - Deep River - maintain service vehicle - Artemesia · Improved response time · Avoided Costs · ~.---', ~. , . Ontario Hydro Services Company (' (~\, COMM J fITY DEVELOPMENT BENEFITS · Heritage funds · Local improvements · Community . Ontario Hydro Services Company development initiatives OHSC - A GOOD FIT · OHSC new company/new vision · Ontario-based · Efficiency Gains · Local Operations · Rate Stability · Community Involvement . Ontario Hydro Services Company VVednesday,August25,1999 Excerpt from address by Councillor Peter Hume Chair of the AMO 2000 Steering Committee. A taste of the exciting AMO 2000 Conference The following is an excerpt from the Chair of the AMO 2000 Steering Committee, Peter Hume, as he addressed the 1999 Conference delegates and gave them a glimpse into the exciting events being planned by the 2000 AMO Conference host, Ottawa! ************************** Good morning Ladies and Gentlemen. I have but a few minutes to entice you to come to AMO 2000 and take part in a top-notch program in one of the world's most beautiful locations - our very own Ottawa. When you arrive in Ottawa next August, the stage wi!! have long been set for a memorable time - whether you're taking part in a conference session or enjoying an August evening in the nation's capital. Ottawa has been in constant development since the Rideau Canal's completion in 1832. Today, the 202 Ian waterway is enjoyed by boaters, skaters, cyclists and joggers who enjoy outdoor activity along one of Ottawa's most renowned attractions. Ottawa is a world class area with a touch of the green countryside everywhere you look. Endless bicycle paths crisscross through the city, giving cyclists and walkers a taste of nature, downtown. Ottawa is also the home of the Central Experimental Farm - a touch of the country in the heart of the city. The farm plays a key role in Canada's agricultural research while at the same time offering botanical gardens, farm animals and historical displays for the public to enjoy. While in Ottawa, you will find that there is always a celebration of some kind. The many festivals that take place in the Nation's Capital serve as a cultural link between our various communities. With 30 embassies located in Ottawa, many housed in Heritage Buildings, visitors are always well-immersed into Canada's mosaic culture. Ottawa also houses a number of museums that open people up to the history of our city, our country and the world. It is no wonder, thanks in large part to the wealth of knowledge at the fingertips of our residents, that Ottawa's population is among the most educated and bilingual of Canada's major urban centres. Ottawa has become one of the leading hi-tech cities in Canada, in the last few years. Our city is an international centre for information technology, innovation in telecommunications, and other hi-tech research. As you wi!! see, Ottawa is a vivacious, vibrant city. A city where there is no shortage of family activities to undertake in a safe environment. Your visit to Ottawa next August wi!! surely be a memorable experience, and, we certainly look forward to sharing our city with you. , ~ Peter Hume, Chair AMO 2000 Steering Committee Ministry of Health and Long-Term Care Mlnistère de la Santé et des Soins de longue durée ® Ontario Emergency Health Services f¡-,: 5700 Yonge Street, 6th FloQr; North York ON M2M 4K5 ~ ! 327-7907/ 327-791.1 ; , 461-6431: , _....,-~ ; ~ V (', ~, ....:.J Tel: Fax: Toll Free: (416) (416) (800) OCi 8 ;~"_. ./ ., F\:~.;¡ ¡ ; .1 October 4th, 1999 ---_.~~-'~.- MEMORANDUM TO: Chief Administrative Officers Ontario Upper Tier Municipalities FROM: Graham P. Brand Director RE: Access to Emergency Health Services Ambulance and Equipment Inventories and Supply Agreements Following the implementation of the Services Improvement Act, I wrote to you on July 17,1998 concerning the access arrangements for replacement ambulances and equipment through the Emergency Health Services (EHS) Distribution Centre at 185 Judson Street with the implementation of the Services Jmprovement Act. Under the proposed arrangement Upper Tier Municipalities (UTM) would continue to have access to the Distribution Centre until the UTM assumed full responsibility for land ambulance services. The Land Ambulance Implementation Steering Committee has requested that EHS review the decision on access to vehicles and equipment after assumption of full responsibility, and have established a sub-committee to look at this and other procurement issues. On the advice of this committee, I am pleased to advise that all ambulance service authorities which choose to use the facilities of the EHS Distribution Centre will continue to have access after transfer of responsibilities. This access will extend at least until January 1, 2001 and remain in effect as long as the facility remains in operation. EHS will endeavour to provide users at least six months notice of any anticipated closing. . .2/ 15" /r;: iÞ/t~~ 5(\ \ ,)-\ \0,· 7198-93 [99/06)" 7530-4601 -2- In addition to providing ambulances and equipment, EHS staff will continue to provide expert advice and consultation to all municipalities and ambulance operators regarding product standards, supply sources and procurement/support issues as requested. Please contact Frank FitzGerald, Senior Manager of Technical Services (416) 327-7884 or your EHS Regional Manager if you have questions regarding continued access to ambulance and equipment inventories. 2 cc: M. Bates F. FitzGerald Regional Managers ~.~~~ D. Brown % Please Circulate To: Sandra Heffren; Linda B. Veger Mark G. McDonald ... !¡!AMCTO EXPRESS . . . . October 8, 1999 INTEGRITY CHECKS WIDCH MUNICIPALITIES CAN PERFORM BEFORE SIGNING OFF AND ORDERING THE 1999 CAPPING REPORTS 1998 and 1999 Tax Rate Input 1. Education tax rates and upper tier general tax rates should be the same for all municipalities within a county or regioIL a) In counties and regions, tax rates must be entered for all municipalities in the county or regioIL If the tax rates for one or more municipalities are not entered, the capping reports will be incorrect. 2. Tax rates should be entered for the occupied category of a capped class even though there may not be properties in that category in the municipality. This is particularly important for municipalities in counties and regions since the capping calculation is county/region wide. Failure to enter a tax rate can affect the determination of the municipal levy change and the education tax cuts. where applicable. C1999 Municipal Levy Change 3. The 1998 In-year Municipal Levy Change figures should be the same as the ones used in the 1998 capping reports. a) The 1999 In-Year Levy Change figures calculated in OPTA should be reviewed for reasonableness. Note that the municipal levy change figures shown in the exported version of the capping reports are expressed as decimals rather than percentage. 4. If special area rates have been levied in 1998 or 1999, ensure that they are either included or excluded on a consistent basis in the calculation of the municipal levy change. OPTA will include them if they apply to more than 50% of the assessment in the class. However, because OPTA does the inclusion test for each year independently of the other. it is important for the user to ensure that if a special area rate is included in one year it be included also in the other year. Pending Changes for Municipal Approval 5. Assessment changes listed should mirror those received by municipality from OP AC or approved by Council, in case of those changes processed under section 442 of the Municipal Act. 77 Page 1 of 2 1997 and 1999 Taxes by Property 6. The 1997 and 1999 taxes on each property should reconcile to the municipality's records unless assessment or status changes have occurred to the property. Where differences occur. identify the reasons for them. 7. Inordinately large variances between 1997 and 1999 taxes calculated by OPT A for specific properties, especially if taxes on the properties are substantial as a proportion of the total taxes raised from the .. property class, should be analyzed to confum their appropriateness. 1999 10-5-5 Summary Report with Capping 8. Any of commercial and industrial property classes should have an 1999 education tax cut amount calculated for them if the 1999 education tax rate for the class is greater than 0.033000000. 9. Generally. the 1999 education tax cut amount calculated by OPTA should be approximately the same as the 1998 amount. 10. The 1999 education tax rates used in the determination of the education tax cut must be either the same or lower than the 1998 education tax rates. 11. The School Tax Recovery amount for the commercial and industrial classes must be greater than zero. The School Tax Recovery amount for the Multi Residential Class is always zero. 12. If the Decrease % Share factor is 100%. review the municipal levy change figure used in the calculation for reasonableness. Investigate if it is caused by inordinately large 1999 Tax Decrease Phase-In Adjustments on one or more properties and determine their reasonableness.. 13. If the Decrease % Share factor is 0%. this generally means the class is in a shortfall position and the Net Class Impact amount will be less than zero. Review the municipal levy change figure used in the calculation for reasonableness. Investigate other possible explanations for the result. such as the inclusion of adjustments to the assessments on specific properties in OPT A to reflect assessment appeals or corrections by OP AC. 14. If the Decrease % Share factor in the 1999 capping report is significantly lower than the Decrease % Share factor that was used in the 1998 capping report. review the 1999 municipal levy change figure used in the calculation for reasonableness and investigate other possible explanations such as the inclusion of adjustments to the assessments on specific properties in OPTA to reflect assessment appeals or corrections by OPAC. 15. In the 1998 capping reports. if the Decrease % Share factor is greater than 100% or less than 0%, contact the Ministry of Municipal Affairs and Housing to have it reset to 100% or 0%. 7f' Page 2 of2 eN jil-;,: \:;"l'- , ~' OCI g "'"'-"- October 1, 1999 Harry Mezenberg Warden County of Elgin 450 Sunset Drive St. Thomas, ON N5R 5V1 Noise from train operations - including train whistling - is a fact of life for many Canadians who live near railway facilities. In fact, train whistling is often considered a nuisance that "someone" should remove. However most people don't fully understand that train whistles, together with crossing protection, are a key element in ensuring public safety at road/rail intersections. As such, any change in their use requires careful consideration by both the railway and its regulator, Transport Canada. The accompanying pamphlet explains - in clear terms - the regulatory and safety reasons behind train whistling, who regulates train whistling, and the process for implementing an anti-whistling bylaw should a community desire that option. We trust that this information will prove useful to you and to those of your constituents with questions about train whistling. Additional copies of this pamphlet are available by contacting our toll-free public enquiries line at 1-888-888-5909, where an operator is available to handle your request during core business hours. Thank you. ~- Ian Thomson Director - Public Affairs Enclosure 79 whistle? Train whistles are safety devices that alert motorists and pedestrians to the presence of an approaching train. They also warn trespassers away from the rail rlght-of- (~ î~ !Jj Why do trains . '"~ "I;~ :" ~- &'þ) ( t .~'t ~ I\k III If~! æ" ~ t'd ;;~ ~ ~;æ Urban and rural development across Canada brings many benefits, but it can ~ ~r!1·I.~.ø; ~~."'; ffiIIIJ?"~:. " .\ ..,,;J ~ 01 N. ~w t1 ~h;M f¿j ff: way. Locomotive engineers follow a detailed set of instructions in the Canadian Rail Operating Rules (CROR) that outline when a whistle must be sounded, and the whistling sequence to be used, The CROR was developed jointly by the railroads and their unions, and approved by Transport Canada. CROR rules specify that all traInS must sound their whistle one quarter of a mile before all public crossings, regardless of the type of crossing warning system in place. The whistle must be sounded while approaching the crossing, and until the train has fully occupied the crossing also bring people in closer contact with trains. When that happens, people living adjacent to railroad operations sometimes hear noise associated such as summer windows are open and people spend more time outside. This pamph let answers commonly asked questions about why trains whistle, and describes the process to follow when a it no longer wants trains to whistle in whistling. This is especially true during months when with trains, train regulates train whistling? The Canadian Rail Operating Rules come under Canada's Railway Safety Act. As a federally regulated railroad, CN complies with the Act and Transport Canada rules and regulations Who community decides its jurisdiction. ~ to the railroad exempting it from compl,- ance with whistling regulations at the par" ticular location. The railroad will then issue a bulletin to its train crews advising them not to sound their whistle at that location. These instructions are then incorporated into the railroad's official operating timetable. A detailed investigation and report on existing conditions at the site will then be prepared by a tônsultantat the munici- pality's expense. This report will include information on existing warning systems, traffic density, sight lines, adjacent public- use buildings, and evidence of trespassing problems. The report will also include an assessmentofthe potential public safety impact should trains cease whistling · Why do some trains whistle very loudly, and others not? How 10l1gdoes theprocesståke? Depending on the characteristics of the crossing unger r~view andwhether.aggitie:>n., al safety measures are required, the process can take between six months and a The railroad safety branch of Transport Canada can provide details of the regulations governing railroad safety, and the anti-whistling implementation process. You can reachth~m at (613) 998-2985. '. .... ............< When a municipality has conducted its review based on Transport Canada's whistling exemption guidelines and wishes· te:> proceed with a formal' review of crossing conditions and. exemption. possibilities they should contact CN. more information For The railroad will review the report and determinewhether safety wil.1 be compro- mised if trains do not whistle. The railroad may determine that additional warning systems are necessary before a whistling exemption can be allowed. In some loca- tions, chainlink fe~cing and a pedestrian over/underpass may also be required. The municipality is responsible for the cost of installing and maintaining any additional safety rneasúres including warn- ing systems required to eliminate whistling. The railroad is responsible for installing any additional warning systems. · Locomotive whistles' are manufactured to meet sound level and tone requirements specified in US Federal Railroad Administra- tion regulations and recommended by Transport Canada. The whistles on all loco- motives manufactured since 1982 are push- button controlled' to provide a consistent sound level. However, local weather condi- tions and wind direction can affect. the noise a whistle makes. Train whistles are tontinuàlly rnonitored by an on-board computer located in the locomotive cab. Should an incident occur, this "event recorder", similar to those on air- craft, is checked to ensure that the locomo- tive engineer used the whistle in accordance with federal regulation. (403) 421-6430 (416) 217-6627 (514) 399-7815 Western Ontario Quebec & Maritimes Canada Once a recommendation railroad it " 'ent .^ T_,^, their revie I Transport Canada m wn site meeting with the r the railroad to discuss thE ion When the municipality, the railroad and Transport Canada agree that whistling can be exempted at the crossing and the funding is in place for any additional safe" ty measures, the municipality must pass a bylaw prohibiting whistling at the location under review. made by the '. Canada for concurren =. is I........ lV II...........pOll and · What's the process for implementing an anti-whistling by-law? n certain circumstances, whistling at public crossings may be waived for a specific cross- ing or crossings. The steps for requesting whistling exemption at a CN crossing are as follows: ~ · The municipality should first undertake its own review to ensure that the location in question qualifies for a whistling exemp- tion under Transport Canada's guidelines. of these guidelines can be Transport Canada by calling A copy obtained from (613) 998-2985 . When this bylaw is passed and any add,- tional safety measures have been put into place, Transport Canada will issue a letter · The mUnicipality should ensure that the location meets the requirements of the guidelines. If all requirements are met, the municipality submits a detailed request to CN describing existing conditions in the vicinity of the crossing . ~'~-~.~. _:_{;::n~!_,:{:.<::;__'::~:\; t..':':.:__':.:''-'.':_'''''.:'.'.'''''''...''.''.''-. ,': ,~.,....~" -, _.'.7 ," __.' ~ . _,-.,;...:.:,,;,:-::':;,>(: :\_-.:-:"_:;/-:.:I::7.---t~-,-'-':<:);·:':/;-:::{::: ~~ .~,.~ ',:::' THE LEARNING NewsBrief Fall 1999 Greetings! The Learning Partnership is celebrating its sixth anniversary on October I, 1999. Over the past year, the following accomplishments have been realized: · Take Our Kids To Work™ the National project where workplaces and schools work together for the benefit of young people by providing a link between classroom learning and the community, has become an official part of Canada Career Week and is now institutionalized in schools and workplaces across the country, This year, Wednesday, November 3 on National Take Our Kids To Work Day, parents and volunteer hosts will be spending the day with grade 9 students. Who knows what they'll learn? Lead sponsors for 1999 are Hudson's Bay Company (The Bay and Zellers), Scotiabank Group of Companies, The Document Company XEROX, and Human Resources Development Canada. · The successful completion of Hands On IT taught us how to initiate, implement and sustain a change initiative within a school setting, how to use technology as a catalyst for changing the way we think about teaching and learning and some innovative approaches to teacher professional development. The Learning Partnership is now ready to share its findings to enable other communities to replicate this terrific learning opportunity for teachers. · Nortel Networks once again hosted the Annual Awards Dinner on May 13, 1999. Winning schools received awards for their outstanding partnerships with business and community organizations. Barry Goodwin, Principal, James S. Bell Junior Middle School was this year's recipient of the Charlie Pielsticker Award. This award is presented to an educator at the local school level who has made a significant difference in the development and implementation ofbusiness/education partnerships. OCT 8 "~" · Over 190 attendees participated in the fifth annual Building Collaborative Learning Cultures summer institute. BCLC - Exploring Organizational Culture and Change is a year- long program beginning with a four day summer institute that brings together professionals ITom business, education and the community to learn, develop and apply skills in: . Defining, initiating, managing and sustaining organizational change. . Exploring, understanding and enhancing organizational culture. Additions to the program this year included an orientation session for principals, a work style inventory and presentations ITom the field. Thirty- three schools were matched with business partners to engage in this mutual learning experience. Participating Partners in 1999 included Bank of Montreal, The Leader's Coach, The Reichl Group and Rose Technology Group. · Six youth workers have been hired to support racial minority students in schools across the GT A through the Change Your Future program. Due to its success in assisting students to achieve academic potential, this program has expanded to reach three times the number of students as in past years. CYF sponsors to date: George Weston Limited, TD Bank, Ontario Power Generation, Toronto Raptors Foundation, The Jackman Foundation, Human Resources Development Canada, Ontario Ministry of Citizenship, Culture & Recreation. · Entrepreneurial Adventure allows classrooms ITom Kindergarten to Grade 8 work with a business partner volunteer to develop a venture. Entrepreneurial education can be defined as the opportunity for students to develop a set of personal characteristics and skills including creativity, initiative, risk taking, leadership and self-communication. EA is one of three finalists in the Canadian Innovative Entrepreneurship Program Competition for 1999. Seventy-eight EA partnerships have been ;12- P.O. Box 79, 1 Dundas Street West, Suite S04, Toronto, Ontario M5G 1Z3 TEl: (416) 204-4478 FAX (416) 204-4378 E-mail: info@tlp.on.ca Internet: http://www.tlp.on.ca created. Volunteers ITom the Bank of Montreal will work with students and teachers across the GT A. The project was also successfully launched in Nova Scotia as part of a summer camp program. · Words on Work, a Women's Speakers Bureau will be launched October 14th This project encourages women speakers to share their experiences with students in grades 4-12 across the GT A. You can sign up to become a speaker at The Learning Partnership website. The Ontario Women's Directorate and Partners for Change are partners in this project. · Innovative teacher's resources have been developed to enable students to explore in a 3-D interactive on-line environment for the kidsmuse project. kidsmuse has received honourable mention in The Peter F. Drucker Award for Canadian Nonprofit Innovation. These resources will be available in January, 2000. Sponsors to date include, SOl Canada, Hewlett Packard, Ontario Ministry of Citizenship, Culture & Recreation, The Henry N.R. Jackman Foundation, The J.P. Bickell Foundation, The R. Samuel McLaughlin Foundation. · The Learning Partnership became a founding member of the Ontario LearningPartnership Group. Together we will develop and implement an Employer Recruitment Strategy designed to create awareness, develop interest and motivate action by Ontario employers to participate in programs such as Take Our Kids To Work, Change Your Future and Words on Work. Some Projects under development include: · Our Kids Can Vote - Canada - Students in kindergarten to grade 12 will learn about civics, citizenship and the democratic process by exercising their vote in the next municipal election. <;13 · Parents As Career Coaches - This three part video series will provide parents with the confidence and tools they need to support their children through the career readiness maze. · Early Years Project - A project focusing on the home to school transition of children. · Youth Community Partners - An initiative to facilitate the connection between our students and caring adults in positive ways that support academic success. The above is a sampling of work that is underway at The Learning Partnership for the benefit of students in our publicly funded schools. As in the past, the success of our programs is dependent on the active participation of schools and you, as members of the community, for support. Since 1993, TLP projects have enriched the education and lives of thousands of students and adults across the GT A and Canada. As we begin a new school year, requests to be part of our projects are definitely increasing. Clearly, the quality of the offerings is recognized as an important aspect ofthe children's learning experience. We are very pleased that the Ontario Teacher's Federation has joined us in our important work on the Our Kids CAN Vote Canada project, and members will be offering their expertise in developing the program. The support of our business and community members continues to be an integral step in developing and implementing these projects. Working collaboratively is paramount to achieving our goal of providing the best educational opportunities possible for our children. Cx~)~ IfU ~~ Courtney Pratt Acting President & CEO Lori Cranson Vice President Program COUNTY OF ELGIN By-Law No. 99-35 "BEING A BY-LAW TO AUTHORIZE THE TEMPORARY CLOSURE OF A PORTION OF COUNTY ROAD #52/RON MCNEIL LlNEIIN THE TOWNSHIP OF MALAHIDE" WHEREAS, pursuant to Section 207 (44) of the Municipal Act, being Chapter MAS, R.S.O. 1990, as amended, a by-law may be passed by a municipal council for closing to vehicular traffic on a temporary basis for such period as shall be specified in the by-law, any highway under the jurisdiction of the council for such social, recreational and other interests specified in said Act; and, WHEREAS, the Township of Malahide has, by letter, requested that a portion of County Road #52, known as Ron McNeil Line, in the geographical location of Springfield, in the Township of Malahide, be temporarily closed on December 4, 1999 from 1 :00 p.m. until December 4, 1999 at 3:00 p.m., for the purposes of the Springfield Santa Claus Parade. NOW THEREFORE the Municipal Council of the Corporation of the County of Elgin enacts as follows: 1. THAT authorization be granted to the Township of Malahide, in accordance with the relevant provisions outlined in the Municipal Act, to temporarily close a portion of County Road #52, known as Ron McNeil Line, in the geographical location of Springfield, in the Township of Malahide, on December 4, 1999 from 1 :00 p.m. until December 4, 1999 at 3:00 p.m., for the purposes of the Springfield Santa Claus Parade. 2. THAT the Township of Malahide be responsible for providing the appropriate level of liability insurance, naming the County as an additional insured, naming the County harmless during road closure, and for providing materials, labour and equipment required to maintain a safe detour route. READ a first and second time this 19'h day of October 1999. READ a third time and finally passed this 19'h day of October 1999. Rien VanBrenk, Warden. Mark G. McDonald, Chief Administrative Officer. g+ COUNTY OF ELGIN By-Law No. 99-36 "A BY-LAW TO AMEND BY-LAW NO. 99-17. ADOPTING A PLAN OF COUNTY ROAD IMPROVEMENT AND ESTABLISHING A COUNTY ROAD SYSTEM" WHEREAS pursuant to Section 44(1) of the Public Transportation and Highway Improvement Act, being Chapter P.50, R.S.O. 1990, as amended, a county may by by-law adopt a plan of county road construction and maintenance and establish a county road system by designating the roads in any municipality in the county that are to form the system as agreed upon by the municipalities interested; and WHEREAS the Corporation of the County of Elgin did pass By-Law No. 99-17 thereby establishing a County Road System; and WHEREAS pursuant to Section 44(5), of the Public Transportation and Highway Improvement Act, being Chapter P.50. R.S.O. 1990, as amended, a County may amend said by-law; and WHEREAS the Township of Malahide has, by resolution, requested the County of Elgin and the County of Oxford to assume Pigram Line/Road from the south property line of Springfield Road to the south property line of Brownsville Road. NOW THEREFORE the Municipal Council of the Corporation of the County of Elgin hereby enacts as follows: 1. THAT "Schedule A" to By-Law No. 99-17 be amended by adding: "Pigram Line/Road, in the Township of Malahide, from the south property line of Springfield Road to the south property line of Brownsville Road." 2. THAT this by-law shall not come into force and effect until the County of Oxford passes a similar by-law and written confirmation of the same is received. READ a first and second time this 19'" day of October 1999. READ a third time and finally passed this 19th day of October 1999. Rien VanBrenk, Warden. Mark G. McDonald, Chief Administrative Officer. ;5 COUNTY OF ELGIN By-Law No. 99-37 "A BY-LAW TO CONFIRM PROCEEDINGS OF THE MUNICIPAL COUNCIL OF THE CORPORATION OF THE COUNTY OF ELGIN AT THE SEPTEMBER 28TH. 1999 MEETING" WHEREAS by Section 9 of the Municipal Act, being Chapter MA5 of the Revised Statutes of Ontario, 1990, the powers of a municipal corporation shall be exercised by its council; and WHEREAS by Subsection 1 of Section 101 of the Municipal Act, being Chapter MA5 of the Revised Statutes of Ontario, 1990, the powers of every Council shall be exercised by by-law; and WHEREAS it is deemed expedient that the proceedings of the Municipal Council of the Corporation of the County of Elgin at this meeting be confirmed and adopted by by-law. NOW THEREFORE the Municipal Council of the Corporation of the County of Elgin enacts as follows: 1. That action of the Municipal Council of the Corporation of the County of Elgin in respect of each recommendation contained in the Reports and each motion and resolution passed and other action taken by the Municipal Council of the Corporation of the County of Elgin, at its meeting held October 19th, 1999 be hereby adopted and confirmed as if all such proceedings were expressly embodied in this By-Law. 2. The Warden and proper officials of the Corporation of the County of Elgin are hereby authorized and directed to do all things necessary to give effect to the action of the Municipal Council of the Corporation of the County of Elgin referred to in the preceding section hereof. 3. The Warden and the Chief Administrative Officer are authorized and directed to execute all documents necessary in that behalf and to affix thereto the Seal of the Corporation of the County of Elgin. READ a first and second time this 19th day of October 1999. READ a third time and finally passed 19th day of October 1999. Rien VanBrenk, Warden. Mark G. McDonald, Chief Administrative Officer. 'l~