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11 - September 9, 2014 County Council Agenda Pkg. 1 2 3 4 5 6 7 8 REPORTS OF COUNCIL AND STAFF September 9, 2014 Council Reports (ATTACHED) Warden David Marr, Councillors Couckuyt and Mennill Report of the Terrace Lodge Building Committee Staff Reports (ATTACHED) Director of Homes and Seniors Services Long- Term Care Best Practices Initiative 2014/2015 Director of Homes and Seniors Services Homes Oral Hygiene Policy Revisions Director of Homes and Seniors Services Homes Admin. 2.10 Missing Resident Draft Revisions Director of Homes and Seniors Services Tuberculosis Screening, Skin Testing and Guidelines for Management of Tuberculosis Director of Homes and Seniors Services Documentation, Care Plans and Conference Director of Homes and Seniors Services Responsive Behaviours Policy New Manager of Human Resources Changes to Policy 8.200 Smoking in the Workplace Manager of Human Resources Changes to Policy 2.110 Violence in the Workplace Elgin County United Way Special Events Committee Chair 2014-2015 Events Calendar Business Development Coordinator FedDev Funding Application General Manager of Economic Development Restructuring: Economic Development Staffing Purchasing Coordinator Quarterly Information Report Contract Awards April 1, 2014 to June 30, 2014 Director of Financial Services Development Charge RFP Award Director of Financial Services July Budget Performance Director of Engineering Services Ontario Community Infrastructure Fund and New Building Canada Fund/Small Community Fund Director of Engineering Services Approval to Award a Request for Proposal Supply of 13 Defibrillators Director of Engineering Services Ambulance Vehicle Replacements in 2014, 2015 and 2016 Deputy Director of Engineering Services Speed Zone Amendment: Dexter Line and Culloden Road Deputy Director of Engineering Services Cycling Master Plan Adoption Director of Community and Cultural Services Elgin County Council Student Day Manager of Planning Approval for Official Plan Amendment No. 10 J.G. Walker Land and Cattle Co. Inc. Manager of Planning Final Approval for a Plan of Subdivision West Lorne Holdings Ltd. 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 Oral Hygiene Nursing 28 29 2.10 AdministrationMissing Resident 30 2.10 AdministrationMissing Resident 31 2.10 AdministrationMissing Resident 32 2.10 AdministrationMissing Resident 33 2.10 AdministrationMissing Resident 34 2.10 AdministrationMissing Resident 35 2.10 AdministrationMissing Resident 36 2.10 AdministrationMissing Resident 37 2.10 AdministrationMissing Resident 38 2.10 AdministrationMissing Resident 39 2.10 AdministrationMissing Resident 40 2.10 AdministrationMissing Resident 41 42 DRAFT HOMES AND SENIORS SERVICES POLICY & PROCEDURE NUMBER: DEPARTMENTNursing SUBJECT: Tuberculosis Screening : APPROVAL DATE: REVISION DATE: July 2014 Page 1of 2 PURPOSE: To screen residents for evidence of tuberculosis within fourteen (14) days of admission. To identify any potential risk of disease transmission within the Home. To identify any active disease in newly admitted residents and initiate treatment. PROCEDURE: 1. Each resident admitted to the home must be screened for tuberculosis within fourteen (14) days of admission unless the resident has already been screened at some time in the ninety (90) days prior to admission and the documented results of this screening are available to the home. Medical Assessment 2. On the day of admission, registered nursing staff is to complete section A of the Appendix A. Section B is to be completed in collaboration with the physician within 14 days. 3.Tuberculin Skin Testing (TST) under the age of 65 For residents , a 2-step tuberculin skin test (TST) is to be completed either ninety (90) days prior to admission or within fourteen (14) days procedure. If the TST is positive, a CXR should be ordered and treatment of latent TB infection (LTBI) should be considered. 65 years A tuberculin skin test (TST) is not recommended for residents who are of age or older, or those who have had a previously positive TST. If a TST was previously done, record the date and result of the most recent TST. Chest x-ray 4. All admissions require a chest x-ray (posterior-anterior and lateral) either 90 days prior to admission or within 14 days of admission. The x-ray may be portable if the resident is unable to obtain at off-site x-ray department providing the quality of the portable x-ray does not interfere with interpretation of the results. The x- 43 DRAFT HOMES AND SENIORS SERVICES POLICY & PROCEDURE NUMBER: DEPARTMENTNursing SUBJECT: Tuberculosis Screening : APPROVAL DATE: REVISION DATE: July 2014 Page 2of 2 ray report must be reviewed by the physician in order to determine if any further action in required. If there are concerning findings on either the review of symptoms or the chest x- ray, three (3) sputum samples for acid-fast bacilli (AFB) and culture should be ordered for collection at least one (1) hour apart. For respite/short stay admission 5.: Complete Appendix A on the day of the admission. If symptom review indicates potential disease, a chest x-ray (PA & lateral) must be obtained and active TB ruled out. Refer to physician for further assessment including sputum collection, isolation/transfer to another facility, etc. See policy and procedure 6.Ifactive TB is suspected : The resident must be isolated immediately under airborne precautions in a negative pressure room or well ventilated room away from high risk residents until transfer to an appropriate facility is arranged. Immediate steps should be taken to ensure appropriate medical care, investigation and follow-up according to policy and procedure. The public health unit should be notified and consulted regarding next steps. 7. Under the Health Protection and Promotion Act, R.S.O. 1990, c.H. 7, diagnosis of TB infection and cases of suspect and confirmed TB disease are reportable to Public Health. 44 45 Documentation Nursing 46 Documentation Nursing 47 Care Plans & Conference Nursing 48 Care Plans & Conference Nursing 49 Care Plans & Conference Nursing 50 Care Plans & Conference Nursing 51 52 53 DRAFT HOMES AND SENIOR SERVICES POLICY & PROCEDURE NUMBER: DEPARTMENTSUBJECT: Responsive Behaviours :Nursing APPROVAL DATE: September 2014 REVISION DATE:___________ Page 1 of 23 Philosophy The fundamental principle of the Long-Term Care Homes Act (LTCHA), 2007, is that a long- term care home is primarily the home of its residents and is to be operated so that it is a place where residents may live with dignity and in security, safety and comfort and have their physical, psychological, social, spiritual and cultural needs adequately met. LTCHA, 2007, c. 8, s. 1. Policy The home is committed to ensuring the needs of residents with responsive behaviours are met. Preamble or other conditions may communicate their discomfort with something related to, for example, the physical body (e.g., urinary tract or other infection), social environment (e.g., boredom, invasion of space) or the physical environment (e.g., lighting, noise, busyness). Responsive have often been labels residents. Understanding the sources/underlying causes of responsive behaviours is key to providing the optimal care for a resident. Responsive behaviours often indicate an unmet need a person may have (cognitive, physical, emotional, social, environmental or other need). Or, sometimes behaviours are a response to circumstances within the social or physical environment that may be frustrating, frightening or confusing to a person. residents or staff and may be harmful or abusive. Therefore, a key aspect of resident care is to prevent or minimize the situations in which a resident exhibits responsive behaviours. The staff of the home can achieve this preventative approach by integrating the most effective strategies for individual residents into their plan of care, and implement these strategies through a coordinated, interdisciplinary approach. 54 DRAFT HOMES AND SENIOR SERVICES POLICY & PROCEDURE NUMBER: DEPARTMENTSUBJECT: Responsive Behaviours :Nursing APPROVAL DATE: September 2014 REVISION DATE:___________ Page 2 of 23 Prior to Admission Where there is reference made to responsive behaviour, applications submitted by ECCAC will be reviewed by the Manager of Resident Care/delegate. The Manager of Resident Care/delegate will request if further information is required, suggest further assessment prior to admission and subsequently determine if appropriate to offer admission. A decision will also be made regarding appropriate placement of the resident within a resident home area to reduce risk of injury to self, residents and staff. On Admission An assessment of resident for potential responsive behaviour will be completed on admission to the facility. If responsive behaviours are identified, a PIECES assessment will be completed by a PIECES trained registered staff. The potential for responsive behaviour will be noted in the nursing care plan and flow sheets, and procedures for management will be planned and implemented. Documentation of incidents of responsive behaviour will be done to enable monitoring of such incidents and to evaluate appropriate interventions. Assessment and Care Planning On-going assessment and treatment plans will be implemented and evaluated for effectiveness. A referral to the internal Behaviour Supports Ontario (BSO) team will be initiated when responsive behaviours are identified. Referrals to specialized programs, e.g. mobile BSO team, Regional Geriatric Program or Psychogeriatric programs will be initiated if behaviours are unmanageable. Multidisciplinary conferences will be used to provide a consistent approach to the care of residents. Family members of the resident will be invited to conferences and planning of care for the resident. Support mechanisms for staff include case conferencing, dementia care education, incident reporting and other facility education plans to enable staff to discuss concerns relating to responsive behaviour. Definitions Responsive Behaviours: actions that may include a resident exhibiting one or more of: physically non-aggressiveor protectivebehaviours such as pacing, undressing, handling objects physically aggressive or protective behaviours such as spitting, hitting, throwing objects, physical sexual advances physically hurting self or others 55 DRAFT HOMES AND SENIOR SERVICES POLICY & PROCEDURE NUMBER: DEPARTMENTSUBJECT: Responsive Behaviours :Nursing APPROVAL DATE: September 2014 REVISION DATE:___________ Page 3 of 23 verbally non-aggressive or protective behaviour such asverbal complaints, constant requests for attentions verbally aggressive or protective behaviour such as cursing, sexual comments verbal abuse resisting care socially inappropriate or disruptive actions difficulty with psychosocial adjustments or symptoms of depression (e.g.isolation, refusing to eat, withdrawal from usual activity pattern) delirium Prevention 1. Identify the causes and triggers (e.g. environmental such as lighting, social, food, medications, and specific activities) for responsive behaviours, altercations and harmful interactions. This assessment will include clinical assessments to ensure identification of causes of responsive behaviours such as, medication related, or chemically or physiologically based. 2. Develop Strategies for Prevention which may include: Environmental Adaptation Strategies such as noise reduction e.g. voice levels, radio, TV, scraping chairs, room temperatures, arrangements and design, lighting that accommodates vision changes, eliminate unpleasant odours Orientation and Training programs for staff, families and volunteers especially on prevention, how to recognize the triggers and strategies to prevent escalation, how to communicate and how to manage a situation which has escalated (e.g. training to avoid particular places, events or circumstances) Awareness, skills and knowledge related to responsive behavioursfor staff and contractors Awareness orientation and training for volunteers regarding how to recognize responsive behaviours, how to communicate with residents who exhibit responsive behaviours when involved directly with residents Information for families, people of importance to residents and substitute decision makers related to the home practices regarding residents with responsive behaviours In practice, staff and volunteers proactively communicating with residents to prevent and respond to responsive behaviours and potentially harmful interactions Developing interventions to minimize triggers or respond effectively for specific residents and to prevent the escalation of potentially harmful or abusive situations 56 DRAFT HOMES AND SENIOR SERVICES POLICY & PROCEDURE NUMBER: DEPARTMENTSUBJECT: Responsive Behaviours :Nursing APPROVAL DATE: September 2014 REVISION DATE:___________ Page 4 of 23 Use of internal and external tools, experts and resources for screening, assessing and developing strategies for managing responsive behaviours. 3. Screening Protocols and Tools: Utilise screening tools and protocols to assist caregivers to (s) and to track the patterns of these behaviours. MDS RAI is an example of a screening tool that flags a problem or altercations between/among residents or staff that may be harmful. Purpose of Screening Screening identifies level of risk associated with the behaviour (potential or imminent) low, moderate, high; (see Appendix E Acute Responsive Behaviour Management Screening Decision Tree) and may identify behavioural triggers, patterns, contributing factors, environmental factors, type of behaviour, frequency of behaviour, potential for adverse drug reaction causing responsive behaviour, potential for altercations between residents. Risks identified may include: e.g. elopement, or leaving the home without staff knowledge, roaming, imminent physical harm, (fire, falls, knives/sharp objects, firearms), suicidal ideation, our, smoking, and substance misuse. High risk situations may require one to one staffing or transferring the resident to the hospital emergency department. Refer to Appendix E - ACUTE RESPONSIVE BEHAVIOUR MANAGEMENT - SCREENING DECISION TREE Screening Tools may include: Putting it All Together P.I.E.-Appendix A Dementia Observation System Appendix I Cornell Scale for depression Cohen Mansfield Agitation Inventory - Appendix B -see Appendix C Pain Assessment 57 DRAFT HOMES AND SENIOR SERVICES POLICY & PROCEDURE NUMBER: DEPARTMENTSUBJECT: Responsive Behaviours :Nursing APPROVAL DATE: September 2014 REVISION DATE:___________ Page 5 of 23 pieces See www.canada.com/pdf/Resources,for all user guidelines. All of these tools aid the interdisciplinary team to assess, communicate and co- ordinate the support for the resident in the most effective manner possible. New Responsive Behaviours Responsive Behaviour/Aggression which may result in injury to others: Resident : In the event of Resident to Resident interaction resulting in injury the following will be completed by the Registered Staff immediately: Resident Assessments (neurological, vital signs, head to toe, skin, etc). Implement strategies for resident safety Contact Manager of Resident Care (MRC)/Designate MRC/Designate to contact Personal Representative/POA MRC/Designate initiates Ministry of Health and Long Term Care Critical Incident Reporting System as per reporting guidelines Immediately report as per Resident Abuse Policy Admin. 2.11 Contact Physician Contact Social Worker (as required) Documentation in Point Click Care in progress notes und Update Care Plan and Point of Care with interventions Complete Risk Management Incident in Point Click Care Initiate Behaviour Mapping Referral to internal BSO Team/Mobile Team as required Multi-disciplinary conference as required Staff : In the event of Resident to Staff interaction which may result in injury 1 or more of the following will be implanted: Immediately suspend care and re-approach resident later unless there is a safety risk to the resident or it is inappropriate to stop. Immediately report to registered staff Register staff assess staff for injury/first aide-complete Injury/Accident Report Provide staff time away from incident site Change of resident home area assignment 58 DRAFT HOMES AND SENIOR SERVICES POLICY & PROCEDURE NUMBER: DEPARTMENTSUBJECT: Responsive Behaviours :Nursing APPROVAL DATE: September 2014 REVISION DATE:___________ Page 6 of 23 Support from co-workers/management Employee Assistance Program Refer to Resident Abuse Policy Admin. 2.11 Assessment: interdisciplinary More in depth assessments are carried out to integrate assessment findings and collaboratively problem solve for possible solutions. MDS RAI historical perspective Appendix K CCAC (MDS HC) Family/SDM (See Appendix D -Family History and Appendix F -5 Favourite things) Possible causes of behaviour to be investigated further e.g. medications, urinary tract infection Is the resident hallucinating and acting on beliefs, tormented by beliefs? Is the behaviour disturbing to others? Is the responsive behaviour manageable in the present setting? Referral to BSO (Appendix G) with follow-up to be completed by BSO team in Point Click Care (PCC) Note: The home will establish a Responsive Behaviour Team which may include internal resource staff,Personal Support Workers, Registered Nurses, Registered Practical Nurses, senior management, Pharmacist, Life Enrichment/Recreation/Therapies, Dietary, Housekeeping, RAI Coordinator, internal BSO team. This team may also include other external specialty resources such as Psychogeriatric Resource Consultant and/or Specialized Outreach Teams. Plan of Care Establish resident focused, interdisciplinary goals and strategies to ensure resident well being and quality of life and resident/interdisciplinary team safety based on assessment findings. Adapt strategies for the individual that respond to triggers and responsive behaviour. Consider the following strategies: meaningful, purposeful, activity participation (e.g., photo albums, physical activity such as a walk, baking, sanding wood, dusting, delivering mail, activities that bring familiarity and enjoyment e.g. singing, dancing, attending church, etc.) 59 DRAFT HOMES AND SENIOR SERVICES POLICY & PROCEDURE NUMBER: DEPARTMENTSUBJECT: Responsive Behaviours :Nursing APPROVAL DATE: September 2014 REVISION DATE:___________ Page 7 of 23 social interaction (e.g., sitting and talking with a person including active listening to the persons needs or struggles) environmental intervention (e.g., remove noise/distraction, change lighting, prevent unpleasant odours, use suitable seating, etc.) varying strategies for different times of day or night (e.g., late afternoon or evening) Integrate evidencebased strategies such as approaches, Gentle Persuasive Approach techniques, to address specific behaviour as well as observing for triggers, method of communication, removing from certain situations, rest period, activity periods Procedures to minimize the risk of altercations (between residents or staff) or responsive behaviours for staff or residents who are at risk of harm or who may have been harmed Medications to prevent and manage responsive behaviours may be considered, after all other treatment alternatives have been tried and eliminated as a solution Strategies to address in depth assessment findings e.g. pain, infection, anxiety Observe for escalation of responsive behaviour from anxious ->verbal-> physical Include techniques such as calming activity, redirection, diversion, reassurance, do nothing, do not argue with the person, etc. Utilize multidisciplinary behavioural care plan priming, timing, miming (Appendix H) Monitoring and Communication this can include: observation and documenting observations in charts and progress notes regular re-assessment using MDS-RAI 2.0 medications dose, effectiveness and any negative reactions All staff should be informed at the beginning of each shift when residents require heightened monitoring. Any new responsive behaviour and any behaviour that may cause risk to the resident or others should also be communicated to staff. Staff will use the responsive behaviours debriefing tool (Appendix J) to assist in identifying causative factors/triggers that lead to an incident and interventions that were used to deescalate the incident. 60 DRAFT HOMES AND SENIOR SERVICES POLICY & PROCEDURE NUMBER: DEPARTMENTSUBJECT: Responsive Behaviours :Nursing APPROVAL DATE: September 2014 REVISION DATE:___________ Page 8 of 23 Referral Protocols Methods of referral will vary according ofspecializedexperts. when there is an imminent risk of harm, or when a psychiatric condition is suspected. Specialized service referrals can be directed to: services such as a Psychogeriatric Resource Consultant who can provide support, advice, staff or family education related to residents. services any time for assistance with care planning, difficulty finding solutions particularly when resident is at imminent risk of harm a Clinical Pharmacist regarding medications the Physician in an emergency situation for Form 1 (i.e. an application for a psychiatric assessment) Geriatricians or to Geriatric Psychiatrist BSO Mobile Unit other sources as required Program Evaluation: Quality Improvement: evaluate and update at least annually in keeping with evidence based practices or if there are none, prevailing practices. Awritten record of the annual evaluation, who participated in this evaluation, and a summary of the types of changes made (and when) as a result of the evaluation. Possible Indicators Trends in the types, numbers and frequency of occurrences of responsive behaviours Use of tools/compare scores such as Putting it all Together or Cohen Mansfied, Inventory, behaviour monitoring charts Trends in MDS RAI 2.0 data and outcome scores Quality Reporting Indicators e.g. Incident reports, Critical incident reports, use of chemical restraints, number of staff, contractors and volunteers receiving training. Individual Resident:follow up according to assessed needs and the care plan; reassess every 3 months at a minimum. MDS RAI outcome scales 61 DRAFT HOMES AND SENIOR SERVICES POLICY & PROCEDURE NUMBER: DEPARTMENTSUBJECT: Responsive Behaviours :Nursing APPROVAL DATE: September 2014 REVISION DATE:___________ Page 9 of 23 ns making changes if required Orientation and Training All staff, contractors providing direct care and volunteers must be oriented prior to assuming their job responsibilities and retrained annually in caring for persons with responsive behaviours and behaviour management. Training shall include but not be limited to: Identification, prevention and management of responsive behaviours, Mental health issues, including caring for persons with dementia Behaviour management 1.Education Planning: suggested tool - The Dementia Education Needs Assessment (DENA) found at http://akeontario.editme.com/DENAwith the following structure: 1.e? a.Critical issues? b.Staff development? 2.What are the gaps that you would like to fill? a.Who have you consulted internally? (trained staff, front-line staff, Health and Safety committee) b.Who have you consulted externally? (Psychogeriatric Resource Consultant, Best Practice resources, etc.) 3.Education Readiness of Staff 4.Selecting the most appropriate educational program for the organization. 2.Responsive Behaviours Orientation and Training by target audiences All staff:Basic knowledge of dementia, common symptoms Front line staff:Enhanced knowledge of dementia-examples: U-www.u-first.ca Gentle Persuasive Approach (GPA) www.rgpc.ca Registered staff: Enhanced knowledge of dementia, leading the team-example -First or Gentle Persuasive Approach 62 DRAFT HOMES AND SENIOR SERVICES POLICY & PROCEDURE NUMBER: DEPARTMENTSUBJECT: Responsive Behaviours :Nursing APPROVAL DATE: September 2014 REVISION DATE:___________ Page 10 of 23 Management Staff: Enhanced knowledge of dementia- example Enabler, other coaching programs. 3.My Guide for Living with Dementia -www.dementianetworksc.org/myguide 4.Resource for educational materials Website: www.marep.uwaterloo.ca 5.Website: www.gentlecare.com References: OANHSS LTCH Act Implementation Member Support Project 63 Appendix D Page 15 of 23 Family History We ask that you kindly return this Family History form. The more information we learn about your loved one, the better picture we have of their life. This information will enable us to provide the best care possible for your family member. We appreciate you taking the time to complete the form and mail it back or drop it off at the office when you are in for you next visit. Name: _________________________ 1.Date and Place of Birth: 2.Spousal Information: 3. 4.Education and Occupations: 5.Significant Traumatic/Emotional Event: 6.Special Dates: (Anniversary, Retirement, Migration Date, Favourite Holiday/Season, etc.) 68 Appendix D Page 16 of 23 Family History 7.Where They Grew Up: 8.Last 3 Towns Lived In: 9.Travel Destinations: 10.Favourite Meals: 11.Pet Information: 12.Loved Activities: (Sports, Gardening, Reading, etc.) 13.Favourite Genre of TV/Movies/Music: 14.Any additional, helpful information: 69 Appendix G Page 19 of 23 County of Elgin BSO Team Referral Date: ______________________ Resident Name: ___________________________ Reason for Referral: (Please check all that apply) o Verbal aggression o Physical aggression o Resistive to Care o Wandering o Agitation o Other, Explain Please give a brief description of issue. How long has it been a problem? Any interventions used? Staff Member Submitting Referral: _____________________________ **Please remember to chart incident under behaviour in progress notes!** 72 Appendix H Page 20 of 23 73 Appendix H Page 21 of 23 74 APPENDIX I/J Page 22 of 23 75 APPENDIX I/J Page 23 of 23 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 REPORT TO COUNTY COUNCIL FROM: Alan Smith, General Manager of Economic Development DATE: August 26, 2014 SUBJECT: Restructuring: Economic Development Staffing INTRODUCTION: The County of Elgin is currently updating its economic development strategy. This will be development program. Up until now there has been a separate strategy for tourism as the County also delivered tourism services for the City of St. Thomas. In 2013 this tourism partnership ended with the City forming its own tourism department within the St. Thomas Economic Development Corporation. The County has developed a strong tourism sector with the creation of award winning tourism programs and product development initiatives such as culinary, arts, and waterfront promotion. Tourism has become a key driver of the success that the department has achieved over the past several years. The opportunity now exists to build upon this success integrating tourism with investment attraction initiatives and business development programs. Tourism, which is part of the People and Places marketing pillar, would therefore have a prominent role within the Economic Gardening and Land and Space pillars, which collectively form the strategic direction of the department. This integration of tourism within the other areas of economic development will also lead to efficiencies in staffing, particularly now that the position of Tourism Development Coordinator is vacant. DISCUSSION: Quality of Ps community, who in turn create and attract business investment. Tourism, a quality that attracts people, is an investment in ones community. The or one development strategy that is currently being developed. Ttourism assets and culture will be integrated within the current economic development marketing longer be used rather Progressive by or a variation of, will be promoted. This shift will move the marketing responsibility from the Tourism Development Coordinator position to the work currently being undertaken by the Marketing Development Coordinator - making for a central approach to Quality of Place attract visitors and investors alike. There are many aspects to developing a strong tourism sector which in turn assists in building a strong economy and quality of place for the County. Tourism is beginning to transcend to other areas or pillars of the economic development program since the City of St. Thomas decided to develop their own tourism program. Elgin is starting to build upon 97 the strengths of the tourism sector by undertaking the attraction of tourism investment initiatives and working with local tourism operators to retain and expand their businesses. The new economic development strategy will build upon this direction by identifying the attraction of tourism investment and the retention of tourism business as part of economic gardening initiatives and business attraction strategies. Both of these areas are currently Having tourism become part of the departments Quality of Place marketing, and business investment and retention initiatives, will lead to a change in the job description and job title for the Tourism Development Coordinator. Even with the removal of the functions as described above, there is a definite need for a position pertaining to the development of tourism in Elgin. However, some of this work resides within the Marketing Assistants position whose main responsibility is to assist with tourism related initiatives. Therefore, in order to create this one position, the Tourism Development be reclassified to reflect the overall responsibility for tourism services programming which would also entail eliminating the position of Marketing Assistant. The tasks that were once the responsibility of the Marketing Assistant that did not pertain to tourism would then become the responsibility of the Economic Development Assistant. This process would eliminate one position from the economic development department resulting in a cost saving of approximately $50,000 per year. Given that the current Tourism Development e no staff reductions as the current Marketing Assistant would be responsible for the job duties of the Tourism Development Coordinator. Please see Appendix 1 for an over view of the departments organization chart. CONCLUSION: Tourism is being integrated within other functions of the economic development department mainly marketing and business development. This will be reflected in the new economic development strategy that will be completed by the end of this year. With this realignment, the Tourism Development Coordinators position will be reclassified and referred to as Tourism Services Coordinator. This position will be geared towards developing a strong tourism program that will continue to create new tourism products, provide excellent service to tourism members, collaborate with regional partners, and undertake promotional activities. This realignment will result in one position being eliminated; however, given the recent resignation of the Tourism Development Coordinator, further reductions in staff will not be necessary. Cost savings to the department will be realized. RECOMMENDATION: THAT the staffing realignment within the Economic Development department proceed, as described in the August 26, 2014 report, with the allocation of the approximate efficiency of $50,000.00 being determined during the 2015 budget deliberations. All of which is Respectfully Submitted Approved for Submission Alan Smith Mark G. McDonald General Manager of Economic Development Chief Administrative Officer 98 Appendix 1: Economic Development Departmental Organization Chart General Manager Advises CAO, County Council Strategy Development Meet Departmental Goals Budget Economic Development Assistant Administrative Support Event/Tradeshow Support Website Business Marketing and Tourism Services Tourism Students Development Communications Coordinator CoordinatorCoordinator Program Tourist Business Media Liaison Marketing Information Retention and Advertising Product Statistics Expansion Development Social Media/Web Project Investment Tourism Assistance Content Creation attraction membership Quality of Place Sector Programs Marketing Partnerships 99 100 101 102 103 104 106 107 108 109 110 111 112 113 114 115 116 117 118 119 ALREDNOW DAOR DN LREDNOW DAOR DNA 203 REPORT TO COUNTY COUNCIL FROM: Steve Evans, Manager of Planning DATE: August 22, 2014 SUBJECT: Approval for Official Plan Amendment No. 10 General Official Plan Amendment Township of Malahide File No.: MA-OPA10-14 Applicant: J. G. Walker Land and Cattle Co. Inc. INTRODUCTION: This report will provide County Council with information required in order to consider granting approval to the above noted Official Plan Amendment. DISCUSSION: The purpose of Official Plan Amendment No. 10 is to revise the policies of the Township of Malahide Official Plan as they relate to lot creation for a residence surplus to a farming operation. While this amendment is general in nature and will affect all lands that are designated applicant who was attempting to facilitate the severance of a surplus dwelling which did not meet the policies of the Township of Malahide Official Plan. consultant provided an overview of the proposal in which he indicated that an official plan amendment was needed to remedy Statement. As a result an application for an official plan amendment was submitted to the municipality on November 12, 2012. Following the submission of a report from the a public meeting was scheduled on May 1, 2014. Township Council received no objections from the public or from any ministry or agency. As a result Council adopted the Official Plan Amendment by By-Law 14-37 and forwarded the document along with supporting materials to the County of Elgin for approval. Elgin County circulated the adopted amendment to the Ministries of Municipal Affairs and Housing and Agriculture, Food and Rural Affairs. These Ministries replied indicating that they had no comments. CONCLUSION: The Council of the Township of Malahide supported this Amendment and adopted it by By-law 14-37 on May 1, 2014. 204 s planning consultant provided a planning overview report in which he urged Council to support an application for an official plan amendment. Following this the Township requested a planning report from its Planning Consultant which recommended that an Official Plan Amendment be authorized. The Manager of Planning has reviewed File No.MA-OPA10-14, along with the background material that was submitted by the Township of Malahide. Based on the above the Manager of Planning is satisfied that this Official Plan Amendment is consistent with the Provincial Policy Statement and conforms to both the County of Elgin and Township of Malahide Official Plans. RECOMMENDATIONS: THAT the Council of the Corporation of the County of Elgin gives approval to Official Plan Amendment No. 10 to the Township of Malahide Official Plan, File No. MA-OPA10-14 for J.G. Walker Land and Cattle Co. Inc.; and, THAT staff is directed to provide notice as required by the Planning Act. All of which is Respectfully Submitted Approved for Submission Steve Evans Mark G. McDonald Manager of Planning Chief Administrative Officer 205 206 207 208 209 210 211 212 213 SHACKLETON LINE 216 217 218 219 220 221 222 223 224 CLOSED MEETING AGENDA September 9, 2014 Staff Reports: 1) Chief Administrative Officer Municipal Act, Section 240.2 (d) labour relations or employee negotiations Contract Considerations 2) Chief Administrative Officer Municipal Act, Section 240.2 (e) litigation or potential litigation, including matters before administrative tribunals, affecting the municipality or local board Service Agreement (verbal) 3) Director of Engineering Services Municipal Act, Section 240.2 (e) litigation or potential litigation, including matters before administrative tribunals, affecting the municipality or local board Technical Standards Evaluation 225