11 - September 9, 2014 County Council Agenda Pkg.
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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.
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Oral Hygiene
Nursing
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2.10
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2.10
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2.10
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2.10
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2.10
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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-
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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.
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Documentation
Nursing
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Documentation
Nursing
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Care Plans & Conference
Nursing
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Care Plans & Conference
Nursing
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Care Plans & Conference
Nursing
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Care Plans & Conference
Nursing
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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.
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DRAFT
HOMES AND SENIOR SERVICES
POLICY & PROCEDURE NUMBER:
DEPARTMENTSUBJECT: Responsive Behaviours
:Nursing
APPROVAL DATE: September 2014 REVISION DATE:___________
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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
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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
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HOMES AND SENIOR SERVICES
POLICY & PROCEDURE NUMBER:
DEPARTMENTSUBJECT: Responsive Behaviours
:Nursing
APPROVAL DATE: September 2014 REVISION DATE:___________
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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
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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
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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.)
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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.
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POLICY & PROCEDURE NUMBER:
DEPARTMENTSUBJECT: Responsive Behaviours
:Nursing
APPROVAL DATE: September 2014 REVISION DATE:___________
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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
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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
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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
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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.)
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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:
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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!**
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Appendix H Page 20 of 23
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Appendix H Page 21 of 23
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APPENDIX I/J Page 22 of 23
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APPENDIX I/J Page 23 of 23
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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
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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
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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
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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
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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.
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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
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SHACKLETON LINE
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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
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