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15 - December 11, 2014 County Council Agenda Pkg.E V I �cy ORDERS OF THE DAY FOR DECEMBER 11, 2014 - 9:00 A.M. ORDER 1st Meeting Called to Order 2nd Adoption of Minutes — November 25, 2014 3rd Disclosure of Pecuniary Interest and the General Nature Thereof 4th Presenting Petitions, Presentations and Delegations PRESENTATIONS: 12:00 noon Years of Service Employee Recognition — employees will join Council for lunch at which time the presentations will be made. DELEGATIONS: 9:00 a.m. Jim Oliver, Vice Chair and Art Lawson, General Manager of South Central Ontario Region Economic Development Corporation (SCOR EDC) with Presentation to Elgin 2014 PowerPoint, Business Plan for 2014 to 2018, and SCOR EDC Budget. (attached) 9:15 a.m. John Maddox, Municipal Closed Meeting Investigator & Integrity Commissioner — Code of Conduct Review (index attached) 9:45 a.m. Introduction of Steve Pancino, EMS Operations Manager for Elgin St. Thomas (bio attached) 5th Motion to Move Into "Committee Of The Whole Council" 6th Reports of Council, Outside Boards and Staff 7th Council Correspondence 1) Items for Consideration 2) Items for Information (Consent Agenda) 8th OTHER BUSINESS 1) Statements/Inquiries by Members 2) Notice of Motion 3) Matters of Urgency 9th Closed Meeting Item (none) 10th Recess 11th Motion to Rise and Report 12th Accessibility Training for Council — Jennifer Cowan, Accessibility Coordinator 13th Motion to Adopt Recommendations from the Committee Of The Whole 14th Consideration of By -Laws 15th ADJOURNMENT NOTE: Time permitting, a tour of Archives, Museum and POA Offices will be offered before lunch. LUNCH WILL BE PROVIDED NOTICE: December 12, 2014 Elgin County Christmas Party St. Thomas Elgin Public Art Centre Christmas Schedule — All County Departments in the Administration Building will be closed from 12:00 noon on December 24, 2014 to January 2, 2015 at 8:30 a.m. (Branch Libraries located throughout the County will close on December 23, 2014 at 1:00 p.m. and reopen on January 2, 2015 — contact your local Branch for hours) January 13, 2015 Special County Council - 2:00 p.m. 1 DRAFT COUNTY COUNCIL MINUTES Tuesday, November 25, 2014 The Elgin County Council met this day at the Administration Building at 9:05 a.m. with all members present including Jim McIntyre. Warden Marr in the Chair. ADOPTION OF MINUTES Moved by Councillor Walters Seconded by Councillor Couckuyt THAT the minutes of the meeting held on October 21, 2014 be adopted. - Carried. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF — None. The Warden made an announcement recognizing the attendance of Jim Mclnytre former Mayor of Southwold and County Councillor. PRESENTATIONS Retirement Recognition: Deb DeNuke The Warden presented Deb DeNuke with a retirement certificate for her years of exemplary service as an RPN at Bobier Villa. Retirement Recognition: Harvey Granger The Warden presented Harvey Granger with a retirement certificate for his years of exemplary service as a Nurse at Elgin Manor. DELEGATIONS Town Crier Annual Report 2014 Mr. Phillips outlined his activities as Elgin County Town Crier in 2014. He informed Council that he was presented with an Ambassador Award for best representation of a community at the Town Crier Championships in Port Perry. Moved by Councillor Jenkins Seconded by Councillor Mennill THAT the report titled "Town Crier Annual Report 2014" from Dave Phillips be received and filed. - Carried. Fire Safety House Information Mr. Crichton, Public Fire Safety Educator gave a presentation on upgrades that need to be made to the Elgin County Fire Safety House and asked Council for funding to make these upgrades. Moved by Councillor Mennill Seconded by Councillor McWilliam THAT the presentation titled "Fire Safety House Information" from the Public Fire Safety Educator be referred to the grant portion of the 2015 budget deliberations. - Carried. County Council 2 November 25, 2014 St. Thomas-Elain Public Art Centre — Annual Report 2014 Councillor Mennill presented a report outlining the activities of the St. Thomas -Elgin Public Art Centre in 2014. These activities included events, exhibitions and fundraising efforts. Moved by Councillor Jones Seconded by Councillor Walters THAT the presentation titled "St. Thomas -Elgin Public Art Centre" from the Executive Director of the St. Thomas -Elgin Public Art Centre be received and filed. - Carried. St. Thomas-Elain Health Recruitment Partnership PowerPoint Ms. Fish presented a PowerPoint with information about the activities of the St. Thomas -Elgin Health Recruitment Partnership. Moved by Councillor McWilliam Seconded by Councillor Ens THAT the PowerPoint presentation titled "St. Thomas -Elgin Health Recruitment Partnership PowerPoint" from the St. Thomas -Elgin Health Recruiter be received and filed. - Carried. Moved by Councillor Jenkins Seconded by Councillor Mennill THAT we do now move into Committee of The Whole Council. - Carried. N:11191:4 &1 Elgin County Museum 2014 Annual Report — Councillor Jenkins The Elgin County Museum Curator presented the report outlining the activities of the Elgin County Museum in 2014. These activities included exhibits, travelling exhibits, educational presentations and outreach to museum partners. Council's appointee, Councillor Jenkins, provided additional comments in support of the Museum and its activities. Moved by Councillor Jenkins Seconded by Councillor Jones THAT the report titled "Elgin County Museum 2014 Annual Report" from the Elgin County Museum Curator dated November 25, 2014 be received and filed. - Carried. Library Consortium Membership Options — Library Coordinator The coordinator presented the report updating Council on the status of Elgin's membership in the Ontario Library Consortium and outlined possibilities for new regional partnerships in the future. Moved by Councillor Couckuyt Seconded by Councillor Ens THAT the report titled "Library Consortium Membership Options" from the Library Coordinator dated November 7, 2014 be received and filed. - Carried. County Council November 25, 2014 West Elgin "Books to Go" Proposal — Manager of Programs and Community Development The manager presented the report seeking Council's support for the implementation of a "Books to Go" program through the Dutton/West Lorne/Rodney Library branches in partnership with West Elgin Community Health Centre. Moved by Councillor McWilliam Seconded by Councillor Wiehle THAT a "Books to Go" program be implemented in partnership with West Elgin Community Health Centre and the Rodney, West Lorne and Dutton Library branches beginning in January 2015 subject to on-going funding provided through the Health Centre; and, THAT the "Books to Go" program be reviewed annually to ensure that the program is meeting its objectives under the terms outlined in this report. - Carried. Council recessed at 9:55 a.m. and reconvened at 10:13 a.m. Final Approval for a Plan of Condominium, Robin Ridge Estates Ltd. — Manager of Planning The manager presented the report advising County Council that final approval was given for a plan of vacant land condominium in the Municipality of Central Elgin on October 9, 2014. Moved by Councillor Jones Seconded by Councillor Walters THAT the report titled "Final Approval for a Plan of Condominium, Robin Ridge Estates Ltd." from the Manager of Planning dated November 10, 2014 be received and filed. - Carried. Approval for Official Plan Amendment No. 12, Municipality of Bayham — Manager of Planning The manager presented the report providing County Council with information required in order to consider granting approval to Official Plan Amendment No. 12 (Market Square), Municipality of Bayham. The report considered new information regarding Title that was brought forward at the October 21, 2014 meeting. Moved by Councillor Jones Seconded by Councillor Mennill THAT the Council of the Corporation of the County of Elgin gives approval to Official Plan Amendment No.12 to the Municipality of Bayham Official Plan, File No. BA-OPA12-14 and that staff be directed to provide notice of this decision in accordance with the Planning Act. - Carried. Southwestern Ontario Orthophotography Project 2015 (SWOOP) — Deputy Director of Engineering Services The deputy director presented the report recommending that Council approve the purchase of 2015 SWOOP aerial photography data. Moved by Councillor Mennill Seconded by Councillor Couckuyt THAT County Council approves the purchase of SWOOP 2015 data on behalf of all local municipalities in Elgin County and authorizes the Chief Administrative Officer to sign a letter of intent to commit funding with the understanding that such letter does not impose any legal obligation on the part of Elgin County to provide funding and that such funding shall not exceed $20,000 and shall be subject to approval of 2015 Elgin County budget. - Carried. County Council November 25, 2014 Motor Vehicle Collision Review on County of Elgin Roads — 2013 — Director of Engineering Services The director presented the annual motor vehicle collision statistics for County of Elgin roads. Moved by Councillor Walters Seconded by Councillor Jenkins THAT the report titled "Motor Vehicle Collision Review on County of Elgin Roads — 2013" from the Director of Engineering Services dated October 31, 2014 be forwarded to the Elgin County OPP and Aylmer Police Services Boards for their information; and also, THAT letters from the Warden be forwarded to the Elgin Group Police Services and the Aylmer Police Services Board thanking them for their support in providing motor vehicle collision information to the County of Elgin. - Carried. Registered Practical Nurse (RPN) to Bachelor of Science in Nursing (BScN) - Nippissing Blended Program — Director of Homes and Seniors Services The director presented the report recommending that Council approve a partnership with the Nippissing School of Nursing to allow current Registered Practical Nurses (RPN) the opportunity to study part-time towards a Bachelor of Science in Nursing (BScN) degree. Moved by Councillor Mennill Seconded by Councillor Ens THAT staff be directed to sign the agreement with Nippissing University, School of Nursing - Carried. Homes — Ministry of Health and Long Term Care — Compliance Order and Written Notification Requirements for Terrace Lodge and Bobier Villa — Director of Homes and Seniors Services The director presented the report asking Council to approve the reallocation of funds from the capital reserve in order to implement corrective measures that will assist in ensuring the continued well-being of residents who reside at Elgin County Homes. Moved by Councillor Jenkins Seconded by Councillor Couckuyt THAT Council approve the reallocation of funds from the capital reserve of $43,000 in order to meet the Long -Term Care Act, 2007 requirements for Terrace Lodge and Bobier Villa; and, THAT the revised policy titled "Admin 1.5 Safety and Security for Residents, Staff and Visitors" be approved. - Carried. Ontario Municipal Partnership Fund — Director of Financial Services The director presented the report informing Council that Elgin County's 2015 allocation notice from the Ontario Municipal Partnership Fund will see a 20% reduction in funding for the County from the prior year level. Moved by Councillor Couckuyt Seconded by Councillor Mennill THAT the report titled "Ontario Municipal Partnership Fund (OMPF)" from the Director of Financial Services dated November 14, 2014 be received and filed. - Carried. County Council CORRESPONDENCE Item for Consideration November 25, 2014 1. Sara Almas, Clerk, Town of Collingwood, with a resolution seeking support urging Canada Post to Reconsider Decision to Eliminate Home to Home Postal Delivery. The following recommendation was adopted in regard to Correspondence Item #1: Moved by Councillor Jones Seconded by Councillor Ens THAT the Corporation of the County of Elgin support the resolution from the Town of Collingwood requesting that Canada Post reconsider its decision to end home to home postal delivery. - Carried. Items for Information (Consent Agenda) 1. Elizabeth VanHooren, General Manager, Kettle Creek Conservation Authority, with an update on the Elgin County Joint Shoreline Management Plan. 2. J. W. Tiernay, Executive Director, Ontario Goods Roads Association (OGRA), seeking nominations for candidates to be considered for a position on the OGRA Board of Directors. 3. AMO Communications Emails re: a) Bill 8, Sector and MPP Accountability and Transparency Act, 2014. b) The Municipal Council Education Program, course information. c) Information on the 2014 Ontario West Municipal Conference on December 12, 2014, London, Ontario. 4. Maureen Beatty, Municipal Advisor, Ministry of Municipal Affairs and Housing Municipal Services, with information on the 2014 Ontario West Municipal Conference on December 12, 2014. 5. 2015 OGRA/ROMA Combined Conference information package. 6. Hon. Charles Sousa, Minister, Ministry of Finance, announcing the release of the Ontario Municipal Partnership Fund (OMPF) program allocations for 2015. 7. Judy Berkin, Business Services Officer, Thames Valley District School Board, with information regarding the disposition of Scott Street Public School property. 8. Hon. Michael Coteau, Minister, Ministry of Tourism, Culture and Sport, with approval of 2014-15 Public Library operating, Pay Equity, and First Nation Salary Supplement Grants. Moved by Councillor Jenkins Seconded by Councillor Walters THAT Correspondence Items #1 — 8 be received and filed. - Carried. OTHER BUSINESS Statements/Inquiries by Members Councillor Ens put his name forward for 2015 Warden. Councillor Couckuyt expressed how pleased he was to have served on County Council during the past for 4 years. He is proud of Elgin County's focus on culture and quality of life. He is pleased that Council has not supported a monument to mediocrity. Councillor Jenkins congratulated Warden Marr and the Wardens who have served over the past 4 years. He is honoured to have served on County Council and thanked his colleagues and staff for their dedication and expertise. I e sent his best wishes to the new Council. County Council 6 November 25, 2014 Councillor Walters thanked his colleagues around the table, stating that this has been one of the best councils that he has sat on. Council has always made decisions for the best of the County and he has truly enjoyed his time on Council. He stated that his colleagues are incredible people and he congratulated staff for their professionalism and the efficiencies they have been able to achieve. He also mentioned that he was very happy to see Jim McIntyre at the meeting and concluded with a thank you for the opportunity to serve. Jim McIntyre enjoyed his experience on County Council and found it to be very rewarding. He thanked the high calibre staff under the direction of Chief Administrative Officer Mark McDonald and thanked his colleagues on County Council for the opportunity to work together. He noted that he is particularly proud that planning was brought to the County level under this Council's watch and gave best wishes to the future Council. Warden Marr enjoyed being Warden immensely and thanked fellow Councillors for their support over the past year. He noted that he was also very pleased that Jim McIntyre could join Council for their last meeting of the term. Notice of Motion — None. Matters of Uraencv — None Closed Meeting Items Moved by Councillor Walters Seconded by Councillor Jenkins THAT we do now proceed into closed meeting session in accordance with the Municipal Act to discuss matters under Section 240.2 (d); three items: labour relations or employee negotiations — Arbitrated Renewal Collective Agreement with ONA, Seeking Wage Mandate for Collective Bargaining with the Canadian Union of Public Employees, & Seeking Mandate for Collective Bargaining with ONA; and Section 240.2 (c) a proposed or pending acquisition or disposition of land by the municipality or local board - Dexter Line Property Acquisition; and Section 240.2 (b) personal matters about an identifiable individual, including municipal or local board employees - Medical Officer of Health. Moved by Councillor Jenkins Seconded by Councillor Couckuyt THAT we do now rise and report. - Carried. - Carried. Moved by Councillor Ens Seconded by Councillor Mennill THAT the confidential report titled "Arbitrated Renewal Collective Agreement with Ontario Nurses' Association" from the Director of Human Resources dated October 17, 2014 be received and filed. - Carried. Moved by Councillor Jones Seconded by Councillor Couckuyt A confidential staff direction providing a wage mandate for collective bargaining with CUPE for Libraries as contained within the confidential report titled "Labour Relations Matters — Seeking Wage Mandate for Collective Bargaining with the Canadian Union of Public Employees (Library Employees)" be approved. - Carried. County Council Moved by Councillor Jenkins Seconded by Councillor Wiehle November 25, 2014 A confidential staff direction providing a mandate for collective bargaining with ONA as contained within the confidential report titled "Labour Relations Matters — Seeking Mandate for Collective Bargaining with Ontario Nurses' Association" be approved. - Carried. Moved by Councillor Mennill Seconded by Councillor Walters A confidential staff direction on the nature and content of formal offers to purchase lands required to relocate a part of Dexter Line be approved as contained within the confidential report titled "Dexter Line Property Acquisition" be approved. - Carried. The following recommendation was adopted in regard to confidential Correspondence Item #1: Moved by Councillor Couckuyt Seconded by Councillor Walters THAT the confidential letter from Elgin -St. Thomas Public Health regarding the full-time Medical Officer of Health position be received and filed. - Carried. DELEGATIONS (continued) 2014 Land Division Committee PowerPoint Mr. Lidster presented a PowerPoint providing Council with information about the Elgin County Land Division Committee's history, members and activities in 2014. Moved by Councillor Ens Seconded by Councillor Mennill THAT the PowerPoint presentation titled "2014 Land Division Committee PowerPoint" from the Chairman, Land Division Committee be received and filed. - Carried. Year End Report for 2014 The commissioner presented the report summarizing the activity related to the Elgin Woodlands Conservation By -Law for the period of November 1, 2013 and October 31, 2014 and weed inspection activity for the 2014 season. Moved by Councillor Jones Seconded by Councillor Mennill THAT the presentation titled "Year End Report for 2014" from the Tree Commissioner/Weed Inspector be received and filed. - Carried. Clearing Exemption Application Report The commissioner presented a report seeking Council's approval of a Council exemption for a Woodlands Clearing application requesting permission to clear 2.49 hectares of woodland for the purpose of providing more efficient farming practices on Lot 19, Concession 11 in the Municipality of Dutton/Dunwich. County Council Moved by Councillor Jones Seconded by Councillor Jenkins November 25, 2014 THAT the Council exemption for the woodlot clearing on Lot 19, Concession 11 in the Municipality of Dutton/Dunwich be granted. - Carried. Motion to Adopt Recommendations of the Committee of the Whole Moved by Councillor Jenkins Seconded by Councillor Wiehle THAT we do now adopt recommendations of the Committee Of The Whole. - Carried. BY-LAWS Moved by Councillor Walters Seconded by Councillor Mennill THAT By -Law No. 14-25 "To Amend By -Law No. 12-27 Being a By -Law to Authorize Speed Limits" be read a first, second and third time and finally passed. - Carried. Moved by Councillor Jenkins Seconded by Councillor Couckuyt THAT By -Law No. 14-26 "Being a By -Law to Authorize The Warden and The Chief Administrative Officer to Enter into a Funding Agreement with The Ontario Ministry of Health and Long -Term Care to Implement a Two -Year Community Paramedicine Pilot Project in the Municipality of Bayham" be read a first, second and third time and finally passed. - Carried. Moved by Councillor Jones Seconded by Councillor Ens THAT By -Law No. 14-27 "Being a By -Law to Confirm Proceedings of the Municipal Council of the Corporation of the County of Elgin at the November 25, 2014 Meeting" be read a first, second and third time and finally passed. ADJOURNMENT Moved by Councillor Walters Seconded by Councillor Couckuyt THAT we do now adjourn at 12:03 p.m. sine die. - Carried. - Carried. Mark McDonald, Warden Chief Administrative Officer. 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U) E a) U) O L E 0 O m cn U � L O O O �- N — L CU O O U) a) L a) Cu a) CU C: a) >1L 0 4) :O U � � U m to 0 ti L0J rm 0 (M) L (1) rm L a. a) C� L a) a) a) a) .0 4-0 U) m CL a) Jc:L a) 0 cn C� U cn L O U L o C- O o E O •— O a--+ 0 C� O LO U M L a Jc: CU CU r C) N _. cti• O N cr � a rn �iiiiiiii/ii%/ll� if k iat> > > > > > > ttti > > > > > > > ttt> > > > > > > > ttt> > > > > > ttt��iwiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuu South Central Ontario Region Economic Development Corporation Business Plan for 2014 to 2018 Background: The partner communities in SCOR EDC began their collaboration in 2006 as it was becoming evident that the tobacco industry was facing radical change. Government programs until that time had focused on tobacco growers. The predecessor of SCOR EDC was the Mayors' Roundtable and they maintained that there was a need to focus on community impacts as well as impacts on growers. By 2008 the large tobacco companies, research facilities and the marketing infrastructure for tobacco had restructured. The impact on the region was estimated at $750 million of lost investment and 15,000 jobs lost. Coincidentally this was the beginning of the largest recession in modern times; the economic downturn and loss of manufacturing jobs compounded the losses attributed to the tobacco industry. The provincial and federal government provided financial support for the region to undertake a strategic plan to help guide their future recovery. "The Path Forward" was published in 2009 and SCOR EDC was created in 2010 with their inaugural AGM in August of 2010. The mandate of the corporation was to guide implementation of "The Path Forward" and monitor the regional economy. Care was taken to avoid overlap and duplication of effort with existing organizations that had regional mandates. A study was undertaken by GGA consultants and the results can be found in Appendix A. The Path Forward was a large, comprehensive, and complex strategy with 15 priorities. By late 2011 it was becoming clear that a more focused strategy was required to recognize both changes in the regional economy and the limited resources of the corporation. An update of the strategic plan was completed in late 2012 and published in 2013. The former 15 priorities were pared down to three. Strategic Focus (as of 2012 /13): 1. Infrastructure that fosters economic development. 2. The development of human capital in support of economic development with an emphasis on opportunities for youth. 3. Sector development with a focus on agriculture and agri-food value-added processing. The following pages outline a high level breakdown of the corporation's resources and areas of focus. South Central Ontario Region Economic Development Corporation (SCOR EDC) 4 Elm Street, Tillsonburg, ON N4G OC4, P: 519-842-6333 F: 519-842-7123 E:gm scorregion.com www.scorregion.com www.scorbusiness�orialecom 20 a—, iat> > > > > > > ttti > > > > > > > ttt> > > > > > > > ttt> > > > > > ttt��iwiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuu South Central Ontario Region Economic Development Corporation Business Plan for 2014 to 2018 Background: The partner communities in SCOR EDC began their collaboration in 2006 as it was becoming evident that the tobacco industry was facing radical change. Government programs until that time had focused on tobacco growers. The predecessor of SCOR EDC was the Mayors' Roundtable and they maintained that there was a need to focus on community impacts as well as impacts on growers. By 2008 the large tobacco companies, research facilities and the marketing infrastructure for tobacco had restructured. The impact on the region was estimated at $750 million of lost investment and 15,000 jobs lost. Coincidentally this was the beginning of the largest recession in modern times; the economic downturn and loss of manufacturing jobs compounded the losses attributed to the tobacco industry. The provincial and federal government provided financial support for the region to undertake a strategic plan to help guide their future recovery. "The Path Forward" was published in 2009 and SCOR EDC was created in 2010 with their inaugural AGM in August of 2010. The mandate of the corporation was to guide implementation of "The Path Forward" and monitor the regional economy. Care was taken to avoid overlap and duplication of effort with existing organizations that had regional mandates. A study was undertaken by GGA consultants and the results can be found in Appendix A. The Path Forward was a large, comprehensive, and complex strategy with 15 priorities. By late 2011 it was becoming clear that a more focused strategy was required to recognize both changes in the regional economy and the limited resources of the corporation. An update of the strategic plan was completed in late 2012 and published in 2013. The former 15 priorities were pared down to three. Strategic Focus (as of 2012 /13): 1. Infrastructure that fosters economic development. 2. The development of human capital in support of economic development with an emphasis on opportunities for youth. 3. Sector development with a focus on agriculture and agri-food value-added processing. The following pages outline a high level breakdown of the corporation's resources and areas of focus. South Central Ontario Region Economic Development Corporation (SCOR EDC) 4 Elm Street, Tillsonburg, ON N4G OC4, P: 519-842-6333 F: 519-842-7123 E:gm scorregion.com www.scorregion.com www.scorbusiness�orialecom 20 Planned Initiatives: �iiiiiiii/ii%/ll� if k iat> > > > > > > ttti > > > > > > > ttt> > > > > > > > ttt> > > > > > ttt��iwiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuu Planned initiatives consume about 70% of the time and effort of SCOR EDC staff and a higher proportion of financial resources. Pro -active work is funded through a combination of member contributions and government programs. Government programs normally require matching funding from organizations such as SCOR EDC; typically the required matching funds rate is 50% (that is $1 of partner contribution for $1 of program funding; in-kind assistance from staff of partner communities does not count towards the matching funding but does demonstrate partner support and strengthens proposals). 1. Economic Infrastructure Related Activities: a) Short line Rail redevelopment along former CN and CP routes. b) Support SWEA and other efforts for expansion of broadband services across the region. c) Encourage asset management and long term capital planning in the region. d) Support partner communities and business -lead projects in the region. 2. Activities related to Human Capital and Youth Opportunities: a) Support the implementation of EmployerOne for tracking trends in employment and hiring needs / patterns. b) Collaborative project with Grand Erie and Elgin, Middlesex, Oxford Workforce Boards on Obstacles to Youth Employment and Apprenticeship participation. c) Work with Rural Ontario Institute and other partners on youth forums and youth initiatives that create opportunities. d) Work with partners on newcomer attraction initiatives and overcoming barriers in small -urban and rural areas (such as transportation, settlement support, attraction initiatives). e) Support skill development / productivity initiatives of partners in the region. f) Use relationship with Rural Ontario Institute to develop forums and factsheets on specific topics and issues related to human capital 3. Activities Related to Sector Development with a focus on Agriculture & Food Processing: a) Food Hub Implementation: Start-up and business model development in 2013-2014; expansion and establishment of the business and new business entity 2015-2018. Build on distribution relationship developed with Gordon Foods. b) Explore value added product opportunities identified through Food Hub initiative — using purchasing data and requests for specialty products and requests for ingredients for further processing (data to be accumulated beginning in 2014 / 2015). c) Competitiveness analysis in 2013-14; working with partners to promote opportunities & support new / expansion of existing businesses 2015-18. d) Supportive lobbying efforts (AMO, ROMA, MP's, MPP's, relevant Ministries) to address obstacles for businesses and business development projects in the region. South Central Ontario Region Economic Development Corporation (SCOR EDC) 4 Elm Street, Tillsonburg, ON N4G OC4, P: 519-842-6333 F: 519-842-7123 E:gm scorregion.com www.scorregion.com www.scorbusiness�orialecom 21 a—, iat> > > > > > > ttti > > > > > > > ttt> > > > > > > > ttt> > > > > > ttt��iwiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuu Planned initiatives consume about 70% of the time and effort of SCOR EDC staff and a higher proportion of financial resources. Pro -active work is funded through a combination of member contributions and government programs. Government programs normally require matching funding from organizations such as SCOR EDC; typically the required matching funds rate is 50% (that is $1 of partner contribution for $1 of program funding; in-kind assistance from staff of partner communities does not count towards the matching funding but does demonstrate partner support and strengthens proposals). 1. Economic Infrastructure Related Activities: a) Short line Rail redevelopment along former CN and CP routes. b) Support SWEA and other efforts for expansion of broadband services across the region. c) Encourage asset management and long term capital planning in the region. d) Support partner communities and business -lead projects in the region. 2. Activities related to Human Capital and Youth Opportunities: a) Support the implementation of EmployerOne for tracking trends in employment and hiring needs / patterns. b) Collaborative project with Grand Erie and Elgin, Middlesex, Oxford Workforce Boards on Obstacles to Youth Employment and Apprenticeship participation. c) Work with Rural Ontario Institute and other partners on youth forums and youth initiatives that create opportunities. d) Work with partners on newcomer attraction initiatives and overcoming barriers in small -urban and rural areas (such as transportation, settlement support, attraction initiatives). e) Support skill development / productivity initiatives of partners in the region. f) Use relationship with Rural Ontario Institute to develop forums and factsheets on specific topics and issues related to human capital 3. Activities Related to Sector Development with a focus on Agriculture & Food Processing: a) Food Hub Implementation: Start-up and business model development in 2013-2014; expansion and establishment of the business and new business entity 2015-2018. Build on distribution relationship developed with Gordon Foods. b) Explore value added product opportunities identified through Food Hub initiative — using purchasing data and requests for specialty products and requests for ingredients for further processing (data to be accumulated beginning in 2014 / 2015). c) Competitiveness analysis in 2013-14; working with partners to promote opportunities & support new / expansion of existing businesses 2015-18. d) Supportive lobbying efforts (AMO, ROMA, MP's, MPP's, relevant Ministries) to address obstacles for businesses and business development projects in the region. South Central Ontario Region Economic Development Corporation (SCOR EDC) 4 Elm Street, Tillsonburg, ON N4G OC4, P: 519-842-6333 F: 519-842-7123 E:gm scorregion.com www.scorregion.com www.scorbusiness�orialecom 21 �iiiiiiii/ii%/ll� if k iat> > > > > > > ttti > > > > > > > ttt> > > > > > > > ttt> > > > > > ttt��iwiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuu e) Work with CFDC partners to attract additional program funding through FedDev to the region for business loans and associated community development projects; help CFDC's achieve equal footing with CFDC's in Eastern Ontario. SCOR EDC partners to have a steering / advisory role in expanded Access to Capital projects and economic diversification (additional FedDev Funding anticipated in late 2014). f) Support CFDC request for advisory / steering role in new FedDev access to capital initiative (beginning in late 2014). Lobbying Initiatives: Lobbying will focus on the 3 SCOR EDC priorities; some may require more than one Ministry delegation (for example, infrastructure is led by Ministry of Infrastructure and Transportation but administered by Ministry of Rural Affairs and funded through Ministry of Finance). Issues that fall outside the SCOR EDC mandate are referred to other organizations. a) Primary events for lobbying are Rural Ontario Municipal Association (ROMA) Conference and Association of Municipalities in Ontario (AMO) Conference. b) Regular updates are scheduled with Ministers and senior staff at Ministry of Rural Affairs, Economic Development Trade and Employment and FedDev Ontario. c) Periodic meetings are scheduled around issues (for example, Ministry of Transportation and MP Joe Preston on the short line Rail issue). d) Annual invitations are extended to regional MP's and MPP's for the purpose of updating and discussion of current issues. Responsive Work The SCOR EDC office routinely receives calls and referrals from regional CFDC offices, municipal councillors, economic development offices, education institutions, businesses, and the general public. Calls are frequently about funding sources, guidance on proposals and requests for letters of support. To the extent possible, we focus on issues within our mandate and refer others to appropriate sources of in- formation and funding. SCOR EDC maintains a Business Portal to assist in business transactions with government agencies (hiring staff, funding expansions, referrals for permits, etc.). Appropriate reference material is posted on the portal and there are periodic calls for clarification or assistance with applications (typically about 12 per month). Government agencies and Ministries will frequently use SCOR EDC as a conduit to reach regional municipalities and staff with announcements and program deadline information. We attempt to avoid duplication but such information frequently comes to clients from several sources. Focused pro -active work tends to help focus the reactive calls that are received. South Central Ontario Region Economic Development Corporation (SCOR EDC) 4 Elm Street, Tillsonburg, ON N4G OC4, P: 519-842-6333 F: 519-842-7123 E:gm scorregion.com www.scorregion.com www.scorbusiness�orialecom 22 a—, iat> > > > > > > ttti > > > > > > > ttt> > > > > > > > ttt> > > > > > ttt��iwiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuu e) Work with CFDC partners to attract additional program funding through FedDev to the region for business loans and associated community development projects; help CFDC's achieve equal footing with CFDC's in Eastern Ontario. SCOR EDC partners to have a steering / advisory role in expanded Access to Capital projects and economic diversification (additional FedDev Funding anticipated in late 2014). f) Support CFDC request for advisory / steering role in new FedDev access to capital initiative (beginning in late 2014). Lobbying Initiatives: Lobbying will focus on the 3 SCOR EDC priorities; some may require more than one Ministry delegation (for example, infrastructure is led by Ministry of Infrastructure and Transportation but administered by Ministry of Rural Affairs and funded through Ministry of Finance). Issues that fall outside the SCOR EDC mandate are referred to other organizations. a) Primary events for lobbying are Rural Ontario Municipal Association (ROMA) Conference and Association of Municipalities in Ontario (AMO) Conference. b) Regular updates are scheduled with Ministers and senior staff at Ministry of Rural Affairs, Economic Development Trade and Employment and FedDev Ontario. c) Periodic meetings are scheduled around issues (for example, Ministry of Transportation and MP Joe Preston on the short line Rail issue). d) Annual invitations are extended to regional MP's and MPP's for the purpose of updating and discussion of current issues. Responsive Work The SCOR EDC office routinely receives calls and referrals from regional CFDC offices, municipal councillors, economic development offices, education institutions, businesses, and the general public. Calls are frequently about funding sources, guidance on proposals and requests for letters of support. To the extent possible, we focus on issues within our mandate and refer others to appropriate sources of in- formation and funding. SCOR EDC maintains a Business Portal to assist in business transactions with government agencies (hiring staff, funding expansions, referrals for permits, etc.). Appropriate reference material is posted on the portal and there are periodic calls for clarification or assistance with applications (typically about 12 per month). Government agencies and Ministries will frequently use SCOR EDC as a conduit to reach regional municipalities and staff with announcements and program deadline information. We attempt to avoid duplication but such information frequently comes to clients from several sources. Focused pro -active work tends to help focus the reactive calls that are received. South Central Ontario Region Economic Development Corporation (SCOR EDC) 4 Elm Street, Tillsonburg, ON N4G OC4, P: 519-842-6333 F: 519-842-7123 E:gm scorregion.com www.scorregion.com www.scorbusiness�orialecom 22 Administrative Work: �iiiiiiii/ii%/ll� if k iat> > > > > > > ttti > > > > > > > ttt> > > > > > > > ttt> > > > > > ttt��iwiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuu The SCOR EDC board of Directors (two directors from each County partner) meets monthly. The Board provides policy direction and a link to the political leadership of member Counties. A Resource Advisory Group of Economic Development staff and representatives from the 2 Workforce Development Boards that serve the region meet about every 6 weeks to co-ordinate efforts, provide linkages at the economic development staff level, and align efforts on projects. The Corporation provides regular reports to partner Councils and deputations on a periodic basis to maintain communications and accountability for funding provided. Financial Plan: SCOR EDC's total operational budget is from partner contributions only. The initial consultation through GGA Consultants estimated that the partner contribution would likely need to be in the amount of $50,000 each annually; after 4 years however the corporation has identified that it is able to operation on $35,000 annually from each partner. This covers salary of two professional economic development staff, physical office presence and associated costs, web and online presence, workshops and seminars as well as funds for project work which falls under the three identified areas of focus. The corporation has been able to leverage additional funding through smaller granting authorities: these funds are typically in the range of $5,000-$20,000 amounts. During the past four year period SCOR EDC has also been able to access further support through the regional CFDC's Community Economic Development discretionary funds in amounts ranging from $25,000 to $9,000, however this pool of funds is not intended to provide on-going support Funder Projects Supported Matching Require- ments a—, FoodHub Project 1:1 Growing Forward 2 FoodHub Project 1:1 Rural Economic Development Fund iat> > > > > > > ttti > > > > > > > ttt> > > > > > > > ttt> > > > > > ttt��iwiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuu The SCOR EDC board of Directors (two directors from each County partner) meets monthly. The Board provides policy direction and a link to the political leadership of member Counties. A Resource Advisory Group of Economic Development staff and representatives from the 2 Workforce Development Boards that serve the region meet about every 6 weeks to co-ordinate efforts, provide linkages at the economic development staff level, and align efforts on projects. The Corporation provides regular reports to partner Councils and deputations on a periodic basis to maintain communications and accountability for funding provided. Financial Plan: SCOR EDC's total operational budget is from partner contributions only. The initial consultation through GGA Consultants estimated that the partner contribution would likely need to be in the amount of $50,000 each annually; after 4 years however the corporation has identified that it is able to operation on $35,000 annually from each partner. This covers salary of two professional economic development staff, physical office presence and associated costs, web and online presence, workshops and seminars as well as funds for project work which falls under the three identified areas of focus. The corporation has been able to leverage additional funding through smaller granting authorities: these funds are typically in the range of $5,000-$20,000 amounts. During the past four year period SCOR EDC has also been able to access further support through the regional CFDC's Community Economic Development discretionary funds in amounts ranging from $25,000 to $9,000, however this pool of funds is not intended to provide on-going support Funder Projects Supported Matching Require- ments Greenbelt Fund FoodHub Project 1:1 Growing Forward 2 FoodHub Project 1:1 Rural Economic Development Fund Industry Specific BR & E 1:1 Agricultural Management Institute AgriSpirit Trillium Student Nutrition / Food - Banks South Central Ontario Region Economic Development Corporation (SCOR EDC) 4 Elm Street, Tillsonburg, ON N4G OC4, P: 519-842-6333 F: 519-842-7123 E:gm scorregion.com www.scorregion.com www.scorbusiness�orialecom 23 �iiiiiiii/ii%/ll� if k iat> > > > > > > ttti > > > > > > > ttt> > > > > > > > ttt> > > > > > ttt��iwiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuu Appendix A: Evaluation of Regional Organizations by GGA Consulting (Note that this study was done in 2009. The Tourism and CFDC organizations have restructured and reconfigured since then but the overall focus remains the same. SCOR EDC does not in- clude tourism in our focus with the possible exception of economic infrastructure and only then if our support is requested.) SCOR & OTHER REGIONAL AGENCIES There are a number of organizations with economic mandates working in Southwestern Ontario. SCOR Partners are members of a number of these agencies and believe that the SCOR area can benefit from their complementary mandates. In this section, brief descriptions are provided of: Southwestern Ontario Marketing Alliance; South West Economic Alliance; Ontario's South Coast Tourism Alliance; Grand River Country (GRC) Tourism Alli- ance; and, the newly incorporated Western Ontario Community Futures Development Corporation. The complementary role of each agency with SCOR is discussed. 1. Southwestern Ontario Marketing Alliance (SOMA) The Southwestern Ontario Marketing Alliance (SOMA) is a partnership of seven Southwest- ern Ontario communities that is based on a foundation of natural economic ties. SOMA's members include Aylmer, Ingersoll, Stratford, St. Marys, St. Thomas, Tillsonburg and Wood- stock and stretches across Elgin, Middlesex, Oxford and Perth counties. SOMA works with local municipalities, provincial and federal governments, and industry to ensure that a positive business climate and a supportive infrastructure are in place. SOMA and its partners offer many support services to new and existing businesses and industries located in the region. These services include: • Confidential site selection assistance • Economic development services • Development and sale of industrial land • Market diversification seminars and events to assist manufacturers in exploring new markets SOMA's main objective is foreign direct investment attraction and to this end it has developed an exten- sive program of trade show participation, two in -market consultants (Japan & Germany), and various mar- keting programs. South Central Ontario Region Economic Development Corporation (SCOR EDC) 4 Elm Street, Tillsonburg, ON N4G OC4, P: 519-842-6333 F: 519-842-7123 E:gm scorregion.com www.scorregion.com www.scorbusiness�orialecom 24 a—, iat> > > > > > > ttti > > > > > > > ttt> > > > > > > > ttt> > > > > > ttt��iwiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuu Appendix A: Evaluation of Regional Organizations by GGA Consulting (Note that this study was done in 2009. The Tourism and CFDC organizations have restructured and reconfigured since then but the overall focus remains the same. SCOR EDC does not in- clude tourism in our focus with the possible exception of economic infrastructure and only then if our support is requested.) SCOR & OTHER REGIONAL AGENCIES There are a number of organizations with economic mandates working in Southwestern Ontario. SCOR Partners are members of a number of these agencies and believe that the SCOR area can benefit from their complementary mandates. In this section, brief descriptions are provided of: Southwestern Ontario Marketing Alliance; South West Economic Alliance; Ontario's South Coast Tourism Alliance; Grand River Country (GRC) Tourism Alli- ance; and, the newly incorporated Western Ontario Community Futures Development Corporation. The complementary role of each agency with SCOR is discussed. 1. Southwestern Ontario Marketing Alliance (SOMA) The Southwestern Ontario Marketing Alliance (SOMA) is a partnership of seven Southwest- ern Ontario communities that is based on a foundation of natural economic ties. SOMA's members include Aylmer, Ingersoll, Stratford, St. Marys, St. Thomas, Tillsonburg and Wood- stock and stretches across Elgin, Middlesex, Oxford and Perth counties. SOMA works with local municipalities, provincial and federal governments, and industry to ensure that a positive business climate and a supportive infrastructure are in place. SOMA and its partners offer many support services to new and existing businesses and industries located in the region. These services include: • Confidential site selection assistance • Economic development services • Development and sale of industrial land • Market diversification seminars and events to assist manufacturers in exploring new markets SOMA's main objective is foreign direct investment attraction and to this end it has developed an exten- sive program of trade show participation, two in -market consultants (Japan & Germany), and various mar- keting programs. South Central Ontario Region Economic Development Corporation (SCOR EDC) 4 Elm Street, Tillsonburg, ON N4G OC4, P: 519-842-6333 F: 519-842-7123 E:gm scorregion.com www.scorregion.com www.scorbusiness�orialecom 24 �iiiiiiii/ii%/ll� if k iat> > > > > > > ttti > > > > > > > ttt> > > > > > > > ttt> > > > > > ttt��iwiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuu SOMA has been effective in leveraging membership contributions to obtain funding from Industry Canada and its various programs. These include the former Program for Export Market Development Investment, the former Community Investment Support Program (CISP) and the current Invest Cana- da Community Initiative (ICCI - need to check this). The impetus behind the formation of SOMA was the ability to pool funds to leverage additional exter- nal monies and create synergies and economies of scale for its members, who are mainly smaller communities. To this end, it has been successful in creating an image that is much larger and more coherent than any individual municipality could accomplish on its own. SOMA was formed in 2000 and was incorporated shortly thereafter. Each member receives a director position in the corporation. In terms of how SOMA and SCOR can work together, the most obvious opportunity would appear to be in developing a relationship where SOMA assists SCOR with its investment attraction objec- tives. For example, SCOR's Strategic Management Plan identifies the need to achieve a balanced manufacturing sector that is not reliant upon one particular industry as a key goal. SOMA could work with SCOR to jointly identify the target sectors and develop a marketing strategy to attract this invest- ment. In addition to this, SCOR identifies the need to attract investment in the Agri -business and Food industry as well as in Energy and the Environment. The importance of these sectors to SOMA has increased and SOMA is currently developing new strategies to attract investment in these sectors. SCOR may be able to benefit from this work through a relationship with SOMA. Lastly, much of the work SCOR identifies in terms of ensuring the appropriate infrastructure and labour force are in place are foundational for SOMA and SOMA could derive significant benefit from SCOR's work in this regard. 2. South West Economic Alliance (SWEA) The mission of the Southwest Economic Assembly (SWEA) is to build Ontario's economy in the Southwest through strong regional leadership and cooperation. They believe that the region's businesses, communities, municipalities, and public sector institutions can achieve more by working together than they could ever achieve individually. By developing a highly motivated, highly organized economic area, they believe that the region will be in a better posi- tion to seize opportunities, attract private and public investment, improve public policy and strengthen the conditions that generate economic growth and prosperity. Their objectives include • Promote regional economic cooperation South Central Ontario Region Economic Development Corporation (SCOR EDC) 4 Elm Street, Tillsonburg, ON N4G OC4, P: 519-842-6333 F: 519-842-7123 E:gm scorregion.com www.scorregion.com www.scorbusiness�orialecom 25 a—, iat> > > > > > > ttti > > > > > > > ttt> > > > > > > > ttt> > > > > > ttt��iwiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuu SOMA has been effective in leveraging membership contributions to obtain funding from Industry Canada and its various programs. These include the former Program for Export Market Development Investment, the former Community Investment Support Program (CISP) and the current Invest Cana- da Community Initiative (ICCI - need to check this). The impetus behind the formation of SOMA was the ability to pool funds to leverage additional exter- nal monies and create synergies and economies of scale for its members, who are mainly smaller communities. To this end, it has been successful in creating an image that is much larger and more coherent than any individual municipality could accomplish on its own. SOMA was formed in 2000 and was incorporated shortly thereafter. Each member receives a director position in the corporation. In terms of how SOMA and SCOR can work together, the most obvious opportunity would appear to be in developing a relationship where SOMA assists SCOR with its investment attraction objec- tives. For example, SCOR's Strategic Management Plan identifies the need to achieve a balanced manufacturing sector that is not reliant upon one particular industry as a key goal. SOMA could work with SCOR to jointly identify the target sectors and develop a marketing strategy to attract this invest- ment. In addition to this, SCOR identifies the need to attract investment in the Agri -business and Food industry as well as in Energy and the Environment. The importance of these sectors to SOMA has increased and SOMA is currently developing new strategies to attract investment in these sectors. SCOR may be able to benefit from this work through a relationship with SOMA. Lastly, much of the work SCOR identifies in terms of ensuring the appropriate infrastructure and labour force are in place are foundational for SOMA and SOMA could derive significant benefit from SCOR's work in this regard. 2. South West Economic Alliance (SWEA) The mission of the Southwest Economic Assembly (SWEA) is to build Ontario's economy in the Southwest through strong regional leadership and cooperation. They believe that the region's businesses, communities, municipalities, and public sector institutions can achieve more by working together than they could ever achieve individually. By developing a highly motivated, highly organized economic area, they believe that the region will be in a better posi- tion to seize opportunities, attract private and public investment, improve public policy and strengthen the conditions that generate economic growth and prosperity. Their objectives include • Promote regional economic cooperation South Central Ontario Region Economic Development Corporation (SCOR EDC) 4 Elm Street, Tillsonburg, ON N4G OC4, P: 519-842-6333 F: 519-842-7123 E:gm scorregion.com www.scorregion.com www.scorbusiness�orialecom 25 �iiiiiiii/ii%/ll� if k iat> > > > > > > ttti > > > > > > > ttt> > > > > > > > ttt> > > > > > ttt��iwiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuu • Celebrate regional economic successes • Identify where economic cooperation will pay dividends • Signal the benefits for improved cooperation among key sectors of the economy • Outline the challenges to enhanced productivity • Recognize the political challenges • Produce a regional economic information base The benefit of having a strong business association/ organization within a community is well recog- nized. The Southwest Economic Alliance will promote similar benefit on a larger scale. Specifically, would provide: • A forum to promote economic cooperation throughout the region and across key sectors of the economy; • A means to identify where regional investment will pay dividends; • A better understanding of challenges that impact productivity; • Access to in-depth economic information about the region; and, • Improved policy development and better cooperation between jurisdictions of government. It appears that SWEA is restructuring; the governance model and board composition is being altered to reflect more municipal involvement. SWEA is currently in the process of developing a strategy for the region based on the extensive regional database it has developed. SWEA's main objectives appear to relate to issues regarding the maintenance of the Highway 401 trade corridor; including the improvement of border crossings, increasing the value added of goods movement through an intermodal facility, lobbying of senior levels of government, etc. Although these activities are indeed valuable and will support SCOR's long term goals at least indi- rectly, there does not appear to be direct linkages to SCOR's objectives with the exception of SCOR's plans for infrastructure investment. Many of the infrastructure investments identified in the Strategic Management Plan include linkages to Highway 401 and secondary highways in the region, which is one of areas that SWEA is focusing on as well. For example, SWEA has identified Highway 3 along the north shore of Lake Erie as needing improvements and SCOR has identified many of the north/south routes between Highway 3 and Highway 401/403 as needing improvements. Working to- gether with SWEA on transportation infrastructure could benefit both organizations and result in more focus on infrastructure from senior levels of government. As both SWEA and SCOR continue to develop, there will likely be increased opportunities for cooper- ation as SCOR's grassroots focused foundation efforts could complement SWEA's top down ap- proach and result in increased synergies and mutual benefit. In summary, the three organizations' function can be explained, at least partially, as follows: South Central Ontario Region Economic Development Corporation (SCOR EDC) 4 Elm Street, Tillsonburg, ON N4G OC4, P: 519-842-6333 F: 519-842-7123 E:gm scorregion.com www.scorregion.com www.scorbusiness�orialecom 26 a—, iat> > > > > > > ttti > > > > > > > ttt> > > > > > > > ttt> > > > > > ttt��iwiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuu • Celebrate regional economic successes • Identify where economic cooperation will pay dividends • Signal the benefits for improved cooperation among key sectors of the economy • Outline the challenges to enhanced productivity • Recognize the political challenges • Produce a regional economic information base The benefit of having a strong business association/ organization within a community is well recog- nized. The Southwest Economic Alliance will promote similar benefit on a larger scale. Specifically, would provide: • A forum to promote economic cooperation throughout the region and across key sectors of the economy; • A means to identify where regional investment will pay dividends; • A better understanding of challenges that impact productivity; • Access to in-depth economic information about the region; and, • Improved policy development and better cooperation between jurisdictions of government. It appears that SWEA is restructuring; the governance model and board composition is being altered to reflect more municipal involvement. SWEA is currently in the process of developing a strategy for the region based on the extensive regional database it has developed. SWEA's main objectives appear to relate to issues regarding the maintenance of the Highway 401 trade corridor; including the improvement of border crossings, increasing the value added of goods movement through an intermodal facility, lobbying of senior levels of government, etc. Although these activities are indeed valuable and will support SCOR's long term goals at least indi- rectly, there does not appear to be direct linkages to SCOR's objectives with the exception of SCOR's plans for infrastructure investment. Many of the infrastructure investments identified in the Strategic Management Plan include linkages to Highway 401 and secondary highways in the region, which is one of areas that SWEA is focusing on as well. For example, SWEA has identified Highway 3 along the north shore of Lake Erie as needing improvements and SCOR has identified many of the north/south routes between Highway 3 and Highway 401/403 as needing improvements. Working to- gether with SWEA on transportation infrastructure could benefit both organizations and result in more focus on infrastructure from senior levels of government. As both SWEA and SCOR continue to develop, there will likely be increased opportunities for cooper- ation as SCOR's grassroots focused foundation efforts could complement SWEA's top down ap- proach and result in increased synergies and mutual benefit. In summary, the three organizations' function can be explained, at least partially, as follows: South Central Ontario Region Economic Development Corporation (SCOR EDC) 4 Elm Street, Tillsonburg, ON N4G OC4, P: 519-842-6333 F: 519-842-7123 E:gm scorregion.com www.scorregion.com www.scorbusiness�orialecom 26 �iiiiiiii/ii%/ll� if k iat> > > > > > > ttti > > > > > > > ttt> > > > > > > > ttt> > > > > > ttt��iwiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuu SCOR - Grassroots community development efforts focused on creating a rural economic power- house and whose efforts are foundational for true economic development and growth. SOMA - Local government foreign direct investment attraction, corporation focused largely on explor- ing new markets and opportunities for attracting foreign investment and whose efforts are key to win- ning that investment. SWEA - Regional government initiative focused on inter -regional issues relating to the transportation of goods and services and identifying opportunities to leverage Southern Ontario's position on a major trade corridor into major investments in infrastructure, which would be accompanied by increased pri- vate sector investment. In general, these functions are complementary although more work needs to be done in terms of cre- ating a relationship between these organizations and determining the most efficient and effective manner to work together. 3. Ontario's South Coast Tourism Alliance (OSCTA) The Ontario's South Coast Tourism Alliance (OSCTA) currently is an informal alliance of Destination Marketing Organizations (DMOs) including Norfolk County, Elgin County and Haldimand County, with assistance from the Ontario Ministry of Tourism. The tourism region of "Ontario's South Coast" was established in 2000, when the Haldimand-Norfolk Tourism Association (HNTA) undertook a branding exercise with extensive consumer and industry feedback. The HNTA ceased operations in 2003. Haldimand County and Norfolk County jointly retained stew- ardship of the "Ontario's South Coast' brand. In 2004, representatives of Windsor -Essex, Chatham - Kent, Elgin, Norfolk and Haldimand explored working together, but there was no support from the On- tario Ministry of Tourism. For a period of time, the communities of Brantford, Brant County, Six Nations, New Credit and Oxford County participated with Haldimand and Norfolk as part of an informal alliance called "Ontario's South Coast & Beyond". In 2005, Elgin County agreed to participate in the OSCTA. Between 2006 and 2008, Norfolk, Hal- dimand and Elgin worked together to apply for funding and undertake the Premier Ranked Tourist Destination Framework (PRTDF) initiative, with assistance from the Ministry of Tourism and the feder- al government. At this time, the focus of the new partnership was intended to be coastal communities, so the communities of Brantford, Brant County, Six Nations, New Credit and Oxford County pursued other opportunities and no longer participated in "Ontario's South Coast & Beyond". The Ontario Tourism Competitiveness Study found that better coordination of tourism marketing and management was needed and recommended that each region should work toward creating a unique South Central Ontario Region Economic Development Corporation (SCOR EDC)s 4 Elm Street, Tillsonburg, ON N4G OC4, P: 519-842-6333 F: 519-842-7123 E: am corregion.com www.scorregion.com www.scorbusiness�orialecom 27 a—, iat> > > > > > > ttti > > > > > > > ttt> > > > > > > > ttt> > > > > > ttt��iwiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuu SCOR - Grassroots community development efforts focused on creating a rural economic power- house and whose efforts are foundational for true economic development and growth. SOMA - Local government foreign direct investment attraction, corporation focused largely on explor- ing new markets and opportunities for attracting foreign investment and whose efforts are key to win- ning that investment. SWEA - Regional government initiative focused on inter -regional issues relating to the transportation of goods and services and identifying opportunities to leverage Southern Ontario's position on a major trade corridor into major investments in infrastructure, which would be accompanied by increased pri- vate sector investment. In general, these functions are complementary although more work needs to be done in terms of cre- ating a relationship between these organizations and determining the most efficient and effective manner to work together. 3. Ontario's South Coast Tourism Alliance (OSCTA) The Ontario's South Coast Tourism Alliance (OSCTA) currently is an informal alliance of Destination Marketing Organizations (DMOs) including Norfolk County, Elgin County and Haldimand County, with assistance from the Ontario Ministry of Tourism. The tourism region of "Ontario's South Coast" was established in 2000, when the Haldimand-Norfolk Tourism Association (HNTA) undertook a branding exercise with extensive consumer and industry feedback. The HNTA ceased operations in 2003. Haldimand County and Norfolk County jointly retained stew- ardship of the "Ontario's South Coast' brand. In 2004, representatives of Windsor -Essex, Chatham - Kent, Elgin, Norfolk and Haldimand explored working together, but there was no support from the On- tario Ministry of Tourism. For a period of time, the communities of Brantford, Brant County, Six Nations, New Credit and Oxford County participated with Haldimand and Norfolk as part of an informal alliance called "Ontario's South Coast & Beyond". In 2005, Elgin County agreed to participate in the OSCTA. Between 2006 and 2008, Norfolk, Hal- dimand and Elgin worked together to apply for funding and undertake the Premier Ranked Tourist Destination Framework (PRTDF) initiative, with assistance from the Ministry of Tourism and the feder- al government. At this time, the focus of the new partnership was intended to be coastal communities, so the communities of Brantford, Brant County, Six Nations, New Credit and Oxford County pursued other opportunities and no longer participated in "Ontario's South Coast & Beyond". The Ontario Tourism Competitiveness Study found that better coordination of tourism marketing and management was needed and recommended that each region should work toward creating a unique South Central Ontario Region Economic Development Corporation (SCOR EDC)s 4 Elm Street, Tillsonburg, ON N4G OC4, P: 519-842-6333 F: 519-842-7123 E: am corregion.com www.scorregion.com www.scorbusiness�orialecom 27 �iiiiiiii/ii%/ll� if k iat> > > > > > > ttti > > > > > > > ttt> > > > > > > > ttt> > > > > > ttt��iwiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuu brand and a stellar experience within a provincial brand. There should be one Destination Marketing and Management Organization (DMMO) for each region. A DMMO is typically involved in a core group of business activities, including but not limited to the following: • Community Awareness • Develop and Enhance Products • Government Relations • Industry Training, Development and Communications • Investment Attraction & Infrastructure • Market Development • Marketing • Meeting, Convention and Incentive Travel • Membership Management • Motor -coach Programs • Partnership Development • Publicity and Media Relations • Research • Signage • Sport Tourism • Strategic Planning • Visitor Information Centre Management The OSCTA is seeking to become a DMMO and is developing its organizational plan based on a re- view of these functions, and plans to release this plan in late 2009. The relationship between OSCTA and SCOR could take many forms, depending on the nature of the final organizational plan for the OSCTA and the decision from the Ministry of Tourism regarding DMMOs. However, tourism functions that may be of joint interest between OSCTA (and/or a DMMO) and SCOR include the following: • Industry Training, Development and Communications — regional business workshops, cus- tomer service training, hospitality training, skills development • Investment Attraction and Infrastructure — determining needs for new development, infra- structure required, transportation needs • Tourism Product Development — identifying and building new tourism product experiences that will attract new and/or maintain existing visitation • Partnership Development — Create collaborations amongst regional stakeholders and com- munities • Government Relations and Advocacy — Dialogue with all levels of government in terms of priorities, directions, policies, regulations, funding, including raising awareness of the im- portance and economic impact of the tourism industry South Central Ontario Region Economic Development Corporation (SCOR EDC) 4 Elm Street, Tillsonburg, ON N4G OC4, P: 519-842-6333 F: 519-842-7123 E:gm scorregion.com www.scorregion.com www.scorbusiness�orialecom W a—, iat> > > > > > > ttti > > > > > > > ttt> > > > > > > > ttt> > > > > > ttt��iwiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuu brand and a stellar experience within a provincial brand. There should be one Destination Marketing and Management Organization (DMMO) for each region. A DMMO is typically involved in a core group of business activities, including but not limited to the following: • Community Awareness • Develop and Enhance Products • Government Relations • Industry Training, Development and Communications • Investment Attraction & Infrastructure • Market Development • Marketing • Meeting, Convention and Incentive Travel • Membership Management • Motor -coach Programs • Partnership Development • Publicity and Media Relations • Research • Signage • Sport Tourism • Strategic Planning • Visitor Information Centre Management The OSCTA is seeking to become a DMMO and is developing its organizational plan based on a re- view of these functions, and plans to release this plan in late 2009. The relationship between OSCTA and SCOR could take many forms, depending on the nature of the final organizational plan for the OSCTA and the decision from the Ministry of Tourism regarding DMMOs. However, tourism functions that may be of joint interest between OSCTA (and/or a DMMO) and SCOR include the following: • Industry Training, Development and Communications — regional business workshops, cus- tomer service training, hospitality training, skills development • Investment Attraction and Infrastructure — determining needs for new development, infra- structure required, transportation needs • Tourism Product Development — identifying and building new tourism product experiences that will attract new and/or maintain existing visitation • Partnership Development — Create collaborations amongst regional stakeholders and com- munities • Government Relations and Advocacy — Dialogue with all levels of government in terms of priorities, directions, policies, regulations, funding, including raising awareness of the im- portance and economic impact of the tourism industry South Central Ontario Region Economic Development Corporation (SCOR EDC) 4 Elm Street, Tillsonburg, ON N4G OC4, P: 519-842-6333 F: 519-842-7123 E:gm scorregion.com www.scorregion.com www.scorbusiness�orialecom W �iiiiiiii/ii%/ll� if k iat> > > > > > > ttti > > > > > > > ttt> > > > > > > > ttt> > > > > > ttt��iwiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuu • Market Development — Identify the needs of new and existing tourism markets and develop programs to address those needs, specifically identifying commonalities between SCOR com- munities that are not located in OSCTA, and those who are • Research and Strategic Planning — Assist in the development of relevant research tools and sources to aid the development of tourism strategic planning for the OSCTA and SCOR Assistance from SCOR, specifically with government relations and advocacy, as well as invest- ment attraction and infrastructure, will benefit the OSCTA and other tourism organizations within SCOR that are not located in OSCTA. OSCTA can encourage partnerships and provide leadership among tourism operators and organi- zations in the region, coordinating regional efforts; partner in development and delivery of the tour- ism -related priorities for action identified by SCOR; assist in monitoring performance of tourism ini- tiatives, and act as the tourism authority in cooperation with the Province of Ontario. In particular, OSCTA and SCOR may clarify some of the overlapping roles held by various provincial Ministries and Departments, in order to streamline productivity and effectiveness. 4. Grand River Country (GRC) Tourism Alliance For more than ten years, the tourism marketing alliance known as "Grand River Country" has been operating. The purpose of the alliance is to jointly promote the cultural, historic and outdoor tourism products of communities within the Grand River watershed. In 2009, alliance partners are: Brant Tourism Elora & Fergus Tourism Guelph Wellington County Brantford Tourism Haldimand Tourism Wellington North St.Jacobs Country/Woolwich Guelph Tourism Initiatives for 2009 include: hosting reception for travel writers, branding, publication of brochures, website, area TODS signage, co-operative advertising. SCOR has established several strategic priorities for action, some of which specifically related to tour- ism development and promotion: leverage and market existing natural assets, cultural assets and events; marketing themed regional touring routes; and, developing an agri-tourism showcase. SCOR and GRC are separate organizations with separate identified goals and objectives. There ex- ists potential opportunities as SCOR further develops its program. When SCOR begins to further ex- amine/develop these items it is recommended that Grand River Country be consulted as to potential South Central Ontario Region Economic Development Corporation (SCOR EDC) 4 Elm Street, Tillsonburg, ON N4G OC4, P: 519-842-6333 F: 519-842-7123 E:gm scorregion.com www.scorregion.com www.scorbusiness�orialecom 29 a—, iat> > > > > > > ttti > > > > > > > ttt> > > > > > > > ttt> > > > > > ttt��iwiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuu • Market Development — Identify the needs of new and existing tourism markets and develop programs to address those needs, specifically identifying commonalities between SCOR com- munities that are not located in OSCTA, and those who are • Research and Strategic Planning — Assist in the development of relevant research tools and sources to aid the development of tourism strategic planning for the OSCTA and SCOR Assistance from SCOR, specifically with government relations and advocacy, as well as invest- ment attraction and infrastructure, will benefit the OSCTA and other tourism organizations within SCOR that are not located in OSCTA. OSCTA can encourage partnerships and provide leadership among tourism operators and organi- zations in the region, coordinating regional efforts; partner in development and delivery of the tour- ism -related priorities for action identified by SCOR; assist in monitoring performance of tourism ini- tiatives, and act as the tourism authority in cooperation with the Province of Ontario. In particular, OSCTA and SCOR may clarify some of the overlapping roles held by various provincial Ministries and Departments, in order to streamline productivity and effectiveness. 4. Grand River Country (GRC) Tourism Alliance For more than ten years, the tourism marketing alliance known as "Grand River Country" has been operating. The purpose of the alliance is to jointly promote the cultural, historic and outdoor tourism products of communities within the Grand River watershed. In 2009, alliance partners are: Brant Tourism Elora & Fergus Tourism Guelph Wellington County Brantford Tourism Haldimand Tourism Wellington North St.Jacobs Country/Woolwich Guelph Tourism Initiatives for 2009 include: hosting reception for travel writers, branding, publication of brochures, website, area TODS signage, co-operative advertising. SCOR has established several strategic priorities for action, some of which specifically related to tour- ism development and promotion: leverage and market existing natural assets, cultural assets and events; marketing themed regional touring routes; and, developing an agri-tourism showcase. SCOR and GRC are separate organizations with separate identified goals and objectives. There ex- ists potential opportunities as SCOR further develops its program. When SCOR begins to further ex- amine/develop these items it is recommended that Grand River Country be consulted as to potential South Central Ontario Region Economic Development Corporation (SCOR EDC) 4 Elm Street, Tillsonburg, ON N4G OC4, P: 519-842-6333 F: 519-842-7123 E:gm scorregion.com www.scorregion.com www.scorbusiness�orialecom 29 �iiiiiiii/ii%/ll� if k iat> > > > > > > ttti > > > > > > > ttt> > > > > > > > ttt> > > > > > ttt��iwiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuu projects to ensure there is no duplication and/or that potential joint projects may be considered where appropriate. 5. Western Ontario Community Futures Development Corporation The purpose and mandate of the Western Ontario Community Futures Development Corporation is to: • Help strengthen and diversify the economic sustainability of communities located within the Western Region of Ontario by facilitating and supporting economic development pro- jects and initiatives • Promote the identity of Community Futures Development Corporations (CFDC) individ- ually and collectively on a regional basis • Coordinate professional development and share Best Practices relevant to CFDC staff and volunteer Board of Directors • Provide access to capital and business services to enterprises located within the Western Re- gion of Ontario • And such other complementary purposes not inconsistent with these objects. Members of Western Ontario CFDC include: Elgin CFDC CFDC of Middlesex County CFDC of Perth County Essex CFDC Huron Business Development Corp. Sarnia Lambton Business Development Corp. Tecumseh Business Development Corp. CFDC of Chatham -Kent Given the geographic membership — I don't see any directly intended relationship between the West- ern Ontario CFDC and SCOR. The relationship that will fall out will be between Middlesex and Elgin CFDCs and SCOR — as it already exists in the support of business and community economic devel- opment in those areas contained within the Sand Plains. South Central Ontario Region Economic Development Corporation (SCOR EDC) 4 Elm Street, Tillsonburg, ON N4G OC4, P: 519-842-6333 F: 519-842-7123 E:gm scorregion.com www.scorregion.com www.scorbusiness�orialecom 30 a—, iat> > > > > > > ttti > > > > > > > ttt> > > > > > > > ttt> > > > > > ttt��iwiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuiuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuu projects to ensure there is no duplication and/or that potential joint projects may be considered where appropriate. 5. Western Ontario Community Futures Development Corporation The purpose and mandate of the Western Ontario Community Futures Development Corporation is to: • Help strengthen and diversify the economic sustainability of communities located within the Western Region of Ontario by facilitating and supporting economic development pro- jects and initiatives • Promote the identity of Community Futures Development Corporations (CFDC) individ- ually and collectively on a regional basis • Coordinate professional development and share Best Practices relevant to CFDC staff and volunteer Board of Directors • Provide access to capital and business services to enterprises located within the Western Re- gion of Ontario • And such other complementary purposes not inconsistent with these objects. Members of Western Ontario CFDC include: Elgin CFDC CFDC of Middlesex County CFDC of Perth County Essex CFDC Huron Business Development Corp. Sarnia Lambton Business Development Corp. Tecumseh Business Development Corp. CFDC of Chatham -Kent Given the geographic membership — I don't see any directly intended relationship between the West- ern Ontario CFDC and SCOR. The relationship that will fall out will be between Middlesex and Elgin CFDCs and SCOR — as it already exists in the support of business and community economic devel- opment in those areas contained within the Sand Plains. South Central Ontario Region Economic Development Corporation (SCOR EDC) 4 Elm Street, Tillsonburg, ON N4G OC4, P: 519-842-6333 F: 519-842-7123 E:gm scorregion.com www.scorregion.com www.scorbusiness�orialecom 30 co N co O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O UIIII;, �I111111, O O O O O O O O O O O O O O O O O _ 0 0 0 0 0 0 0 0 0 0 0 ER O- O O- w�wl lf) _ Lr _ - (O _ V LO lC) _- l(i _ l(i _ Lr V (O 6c3 LO 6c3 O "i O N N (R 00 - O (h C,4 V - O III O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O 0 0 0 0 6 6 6 6 6 6 0 64 O Lo O O Lo �wu; lf) Lr (O V lC) l(i l(i Lr 0 LO O O N 00 O N LU Ef3 ER ER 62 ER ER &D3 &D3 ER ER 6c3 6c3 6ct lilll� O O O O O O O O O O O O O O O O O �� JJ O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O UIIIII, � ! �IDuil, l 0 0 0 0 0 0 0 0 0 0 0 &D3 O LO O O X) _ _ (O_ V LO lC) _ l(i l(i Lr V (O Eft LO 6ct O M O N N 63 00 O M C,4 V 0 ER ER ER ER ER ER ER ER ER ER ER ER ER 11111��I Cc: Cc: 0 IlJra� E �I� m m o Tii o E o E (U 0 Jmluu 8 8 ff I7JJJIJ U (6 U (6 O O (`� jp N > N > Q Q 7 S w O L C p C pp O Q O O 00 E C ,,,,jj CD CD CD O O C Y'� W O O 0 0 0 l »mi ircm E 0 I QN LU c Q o O a_N m111 �IUrII! U) E u) . �- a) .6 N J O 'ifY(f III O Q W LL O U lluw� • Q 0 U a w Q xs O O '� C (0 O p 0 c Q N ,Illu P III (I)mllll 0 of N C .O- L+06 III l+i�i Q N l�J�ll of N fnN O 7 N O O • 11�� 5 O 0a- lof I U)C/) H U m m � m L, m l0 m I� m 00 m 0l m� ON 41.������� m U, l0 I� 00 m O N In n n m n N co INDEX Code of Conduct for Members of Municipal Council and Council's Local Board and Committee Members (hereinafter referred to as "Members") A. GENERAL STANDARDS OF CONDUCT B. ETHICAL BEHAVIOUR: CONDUCT REQUIREMENTS 1. Foster Respect for Decision-making Process 2. Strict Adherence to Obligations Regarding Avoiding Conflict of Interest 3. Release of Confidential Information Prohibited 4. Release of Information to Public and Media 5. Acceptance of Gifts Prohibited 6. Engaging in Incompatible Activity Prohibited 7. Avoidance of Waste C. INTERPERSONAL CONDUCT AND COMMUNICATIONS: REQUIREMENTS 1) Human Rights Guarantees: The Obligation to Treat Every Person with Dignity, Understanding and Respect and Avoid Harassment and Discrimination i) Not to Discriminate ii) Not to Engage in Harassment 11) Personal and Psychological Harassment: OHSA i) Avoid Personal and Psychological Harassment III) Prohibition of Violence i) Avoid Violence or Conduct Constituting a Threat of Violence D. COMPLIANCE / ACCOUNTABILITY / ENFORCEMENT E. OTHER COM PLAINCE/ENFORCEMENT RIGHTS BEYOND THE REFERRAL TO THE INTEGRITY COMMISSIONER 1. Complaints of Harassment (Code or Personal), Discrimination, Violence by Employees, Members of Council 2. Complaints Regarding Allegations of Conduct Regulated by the Criminal Code 3. Complainant's Direct Dealings with Members in Connection with Concerns of Non -Compliance with the Code of Conduct F. JUDICIAL INVESTIGATION APPENDIX 1 — INFORMAL COMPLAINT PROCEDURE APPENDIX 2 — DUTIES OF A MUNICIPAL INTEGRITY COMMISIONER APPENDIX 3 — COMPLAINT PROTOCOL 33 Clayton As you are aware we will be filling the position on a permanent footing that Jim Malik vacated when he retired. Donald McLellan has done a wonderful job in the interim and we now have a permanent solution. Steve Pancino will begin filling the position on November 15th c.226.377.4300 7�1 Steve began his EMS career in Elgin County, first as a paramedic student and then a primary care paramedic for 7 years. During that time he also worked in London as an advanced care paramedic before moving to the Air Ambulance program where he spent the next 8 years as a practicing critical care paramedic. During that time he held several management positions in both operations and education. After Steve left Ornge he spent a number of years in the private sector, eventually returning to EMS with the Hamilton Paramedic Service before joining Medavie EMS, most recently overseeing their operations in Chatham -Kent. Steve has been a member of EMAT since 2011. In addition to his clinical background, Steve holds a Bachelor's degree in Health Science and is a graduate of the Executive Management Program at the Queen's School of Business in Kingston. Steve lives in London with his wife and 2 young daughters. Randy Denning - Managing Director Elgin St. Thomas EMS Operated by Medavie EMS Elgin Ontario Inc. 125 Edward Street, St.Thomas, Ontario, Canada N5P 4L9 519.637.3098 (30) F.519.637-3484 C. 519.521.3159 34 REPORTS OF COUNCIL AND STAFF December 11, 2014 Staff Reports —(ATTACHED) General Manager of Economic Development — Regional Economic Development Organizations: Review and Analysis Purchasing Coordinator — Quarterly Information Report — Contract Awards July 1, 2014 to September 30, 2014 Purchasing Coordinator — General Insurance and Risk Management Services Program for 2015 Manager of Information Technology — Server Room Overheating Director of Financial Services — Council Remuneration — One -Third Tax Free Allowance Director of Financial Services —October Budget Performance Director of Financial Services - Borrowing By -Law Director of Financial Services —Ontario Community Infrastructure Fund (OCIF) Deputy Director of Engineering Services — Proposed Edison Drive Access Road — Environmental Assessment Director of Community and Cultural Services — Newcomer and Youth Community Indicators Tool Analysis Chief Administrative Officer — Council's Mission Statement, Corporate Goals and Strategic Vision Manager of Planning — Final Approval for a Plan of Subdivision (John & Mary Harms) Marketing and Communications Coordinator — Schedule of Council Meetings for 2015 35 REPORT TO COUNTY COUNCIL FROM: Alan Smith, General Manager of Economic Development DATE: November 28, 2014 SUBJECT: Regional Economic Development Organizations: Review and Analysis INTRODUCTION: At its February 11, 2014 meeting, County Council directed Economic Development staff to "... prepare an assessment and analysis of the various platforms and projects being undertaken by SCOR, SWEA, and WOWC and any other relevant organization and compare those mandates to Elgin's for consideration by Council..." This report addresses that resolution and acts as a resource for future County Council decisions to enter into or maintain memberships in regional economic development organizations. DISCUSSION: The County of Elgin is currently a member of four organizations that are involved in regional economic development and tourism initiatives: Southwest Economic Alliance (SWEA), Western Ontario Wardens Caucus (WOWC), Ontario Food Cluster (OFC), and Southwest Ontario Tourism Corporation (SWOTC). Elgin County is not currently a member of the Southern Ontario Marketing Alliance (SOMA) or the South Central Ontario Region Economic Development Corporation (SCOR). A detailed review of each of the previously mentioned organizations is presented below. The Southwest Economic Alliance (SWEA) Membership fee: $4400 The Southwest Economic Alliance was established during an inaugural conference in Stratford, Ontario, on May 23, 2006. The role of this not-for-profit organization is to link governments, business and industry, as well as the academic sector to create a common vision for the region. The motivation for Elgin County joining SWEA in 2011 was sharing in the members' belief that the region's businesses, communities, municipalities and public sector institutions can achieve more by working together than they could achieve individually. By developing a highly motivated, highly organized economic area, the region would be in a better position to seize opportunities, attract private and public investment, improve public policy and strengthen the conditions that generate economic growth and prosperity. Members of SWEA that are government organizations include: the counties of Bruce, Dufferin, Grey, Huron, Lambton, Middlesex, Oxford, and Perth; the cities of London and Stratford; and the Town of St. 36 Marys. There are also five educational institutions, three private sector businesses, and three not-for-profit organizations that comprise SWEA's membership base. SWEA is currently focusing on three initiatives: Intelligent Region Through this initiative SWEA is dedicated to bringing fast and reliable information communication technology (ICT) to the region as a way of promoting sustainable economic development. In order to accomplish this, SWEA is partnering with the Western Ontario Wardens' Caucus on delivering the Southwestern Integrated Fibre Technology (SWIFT) project. The intent of this initiative is to build an ultra high-speed fibre optic regional broadband network for everyone in Western Ontario. SWEA is currently undertaking a Benchmarking and Community Engagement process that will assist in providing background materials to support the WOWC funding submissions to implement the SWIFT initiative. Sustainable Food SWEA is working with regional partners to build a sustainable food system in Southwestern Ontario. The Sustainable Food Cluster initiative supports the growth, processing, harvesting and distribution of many different types of food for consumption within a local food shed. Transportation SWEA is a strong advocate for investment in transportation and transit in southwestern Ontario. In early 2014, SWEA launched a campaign focusing on two critical issues: the decrease in VIA Rail Services, and the lack of provincial passenger transport planning outside of the Greater Toronto and Hamilton regions. Elgin County is directly involved in two of SWEA's main initiatives which complement the County's economic development program. The County along with several other municipalities is participating in the Benchmarking and Community Engagement Phase of SWEA's Intelligent Region project. Participation in this initiative is providing the County of Elgin with a better understanding of local businesses' current levels and demands for connectivity in the area. By contributing to this phase, Elgin County is assisting the greater region in securing investment for the build -out of an ultra high speed network available to all parts of the southwest region regardless of population density. Having Elgin County being part of such a network will also assist the Economic Development department with its business retention and attraction efforts, which are a key component of the economic development program. Furthermore, because of the Economic Development department's strong focus on local food and agriculture, Elgin County was selected as the pilot community for the Sustainable Food System project. The goal of this project is to identify the means of increasing the local market for agricultural products grown and raised in Elgin County. One such initiative that is currently being developed is a business case for a food processing facility to operate in Elgin County, should local stakeholders wish to pursue the opportunity. 37 For 2015, SWEA will continue to focus on intelligent region initiatives, transportation issues, specifically rail including the issue of diminishing rail infrastructure for freight. There is also a possibility that SWEA will investigate funding opportunities for an Immigrant Entrepreneurship project across the region. In 2014 SWEA began a Binational Collaboration project with the 1-69 Trade Corridor in Michigan. This will continue in 2015 with the organization of a cross border business -to -business buying event in Port Huron. Western Ontario Wardens' Caucus (WOWC) Membership fee: $3500 The Western Ontario Wardens' Caucus (WOWC) is a not-for-profit organization representing 15 counties in western Ontario; the purpose of which is to enhance the prosperity and overall well-being of rural and small urban communities across the region. The members of the WOWC work collectively to influence federal, provincial and municipal legislative, regulatory and program initiatives through advocacy, research, analysis and education. WOWC three priorities for 2014: Economic Development Seeking funding and partnership opportunities to expand the prosperity base of the region. This includes funding the build of the SWIFT network, a ubiquitous, affordable and accessible regional ultra-high speed broadband network regardless of population density Social Services Reform Monitoring and providing input to government on changes to the delivery of social assistance being recommended by the Commission on the Review of Social Assistance in Ontario Stable Municipal Funding Funding Seeking sustainable and more predictable funding from upper levels of government. Of the three priorities listed above, the first has implications for economic development, particularly through the SWIFT project. As previously mentioned this project involves building an affordable and accessible regional ultra-high speed broadband network regardless of population density. Along with other members, Elgin County has contributed $35,000 towards the SWIFT project; however, development of such a network is imperative if Elgin, and the region, want to be competitive in the attraction and retention of investment and people. By all accounts, the WOWC will continue its focus on economic development in 2015 to strengthen, diversify and broaden the economic base which will include a focus on: W promotion of local agriculture, value-added agriculture industry and `buy local' food initiatives; strategies to retain and support existing businesses; and strengthen community access and internet connectivity. All of which, complement the work currently being undertaken by County Economic Development staff. Ontario Food Cluster (OFC) Membership fee: $5000 The Ontario Food Cluster is a partnership between government and economic development organizations in southern Ontario that is dedicated to attracting agri-food company investment to its member communities. The OFC is among the three largest food and beverage processing jurisdictions in North America and the largest in Canada. The organization comprises eleven regional, city and community members and three provincial and federal government partners. Government and economic development associations include: City of Brantford, City of Hamilton, London Economic Development Corporation, County of Middlesex, Greater Toronto Marketing Alliance, City of Guelph, Niagara Region, Ontario East Economic Development, SOMA, Waterloo Region, and Windsor -Essex. Elgin County has been a member for two years. Proposed activities for the OFC in 2015 include attending tradeshows in Brazil, Europe, and the United States. Elgin County is considering assisting/attending one of the agri-food tradeshows in United States. Although not attending all tradeshows, all information generated, including investment leads are given to all OFC members. Elgin County's involvement with the OFC is part of the Economic Development department's foreign direct investment efforts, including lead generation. South Central Ontario Economic Development Corporation (SCOR) Membership fee: $35,000 (Elgin is not a member) The South Central Ontario Region (SCOR) Economic Development Corporation is a regional partnership comprised of Brant County, Middlesex County, Norfolk County, Oxford County and the Municipality of Bayham. SCOR's mandate is to become a rural economic powerhouse in Ontario and Canada, and to establish SCOR as a strategic, integrated and globally competitive economic region. It was incorporated in 2010 as a means to provide planning and coordination for regional issues, implement regional economic development priorities, identify funding sources and to partner with other levels of government, and act as a regional catalyst for investment. Leading up to its incorporation, Elgin County played an integral role in the development of SCOR. In 2013, Elgin County did not renew its SCOR membership given budget considerations and other concerns regarding the SCOR program. Membership funds were diverted to support the operations of the Elgin Business Resource Centre (EBRC) satellite offices in Aylmer and Dutton. This investment resulted in expansion of existing businesses, new business development and new jobs in Elgin County. 39 SCOR has since updated their strategic plan and developed a four-year business plan. This business plan will be presented at the December 11, 2014 meeting so that County Council can consider re joining the organization. SCOR's updated strategic plan reflects three areas of concentration: 1. Infrastructure that fosters economic development. 2. The development of human capital in support of economic development with an emphasis on opportunities for youth. 3. Sector development with a focus on agriculture and agri-food value-added processing. The plan also recommended that SCOR EDC concentrate its efforts and energy on the following roles to leverage the partner counties ability to attract new investment as well as support from senior levels of government: 1. Champion and Advocate 2. Communicator: sharing of information 3. Facilitator: coordinating and connecting SCOR and its partners. The strategy also stressed that SCOR EDC is not a project or program manager. The strategy states that SCOR EDC is not sufficiently resourced to be a manager of projects, even for projects for which it succeeds in obtaining funding. SCOR Partners and stakeholders should implement projects initiated (in terms of funding) by SCOR on their behalf. It is worthwhile noting a few points regarding SCOR's three areas of focus in relation to the County's economic development program. With respect to infrastructure, SCOR highlights short line rail redevelopment along former CN and CP routes as one of their areas of focus. Elgin County has also been part of discussions regarding the decommissioning of rail lines and continues to communicate with provincial and federal representatives regarding this issue — SCOR is not involved in those discussions. Furthermore, it is SCOR's intention to support SWEA and other efforts for expansion of broadband services across the region. As mentioned earlier in this report, Elgin County is a direct participant in SWEA's intelligent region project and the WOWC SWIFT initiative. It is unclear what the role of SCOR would be given these two organizations are moving forward with initiatives that if successful will address the broad band/fibre issue in southwestern Ontario. There is no doubt that the second area of focus involving the development of human capital is an important undertaking. There are organizations, however, that already are working to address this issue. SCOR highlights their work with the Elgin, Middlesex, Oxford Workforce Board. Economic Development staff has been a part of the local workforce board for several years and will continue to support the work of skills and trades development. .N Like Elgin County, SCOR recognizes the importance of developing a strong agriculture and food processing sector. SCOR's food hub project may complement the work the County is undertaking with SWEA; however, it is too early to determine the extent of any synergies. Southwest Ontario Tourism Corporation (SWOTC) Membership fee: $0.00 The Southwest Ontario Tourism Corporation (SWOTC) is the provincially mandated Regional Tourism Organization for Ontario's Southwest (also known as Region 1). Its mission is to collaboratively work with all tourism stakeholders to champion tourism as a vital economic driver. Members include: the counties of Haldimand, Norfolk, Oxford, Middlesex; City of London, Sarina-Lampton, and Windsor -Essex. SWOTC initial program priorities include: 1. Market development 2. Agri -tourism 3. Birding 4. Culinary 5. Motorcycle 6. Port coastal development 7. Recreation Presently, the County of Elgin partners with SWOTC on a variety of initiatives such as the "Cruise the Coast" motorcycle campaign, culinary tourism, port development, and a variety of successful advertising campaigns. This partnership has proven to be beneficial for Elgin County. Southwestern Ontario Marketing Alliance (SOMA) Membership fee: $40,000 to $45,000 (estimate for Elgin County) The Southwestern Ontario Marketing Alliance (SOMA) is a partnership of seven southwestern Ontario communities that is based on a foundation of natural economic ties. SOMA's members include Aylmer, Ingersoll, Stratford, St. Marys, St. Thomas, Tillsonburg and Woodstock and stretches across Elgin, Middlesex, Oxford and Perth Counties. SOMA works with local municipalities, provincial and federal governments, and industry to ensure that a positive business climate and a supportive infrastructure are in place. SOMA and its partners offer many support services to new and existing businesses and industries located in the region. These services include: • Confidential site selection assistance • Economic development services 41 • Development and sale of industrial land • Market diversification seminars and events to assist manufacturers in exploring new markets SOMA's main objective is attraction of foreign direct investment through tradeshow participation, two in -market consultants (Japan & Germany), and various marketing programs. Given the County's limited supply of employment lands and vacant buildings, in relation to the estimated membership fee, Elgin's participation in SOMA at this time is not warranted. If Elgin's available inventory of land and buildings change, serious consideration to joining SOMA should then be considered. Of the regional organizations mentioned in this report, SWEA, WOWC, and SCOR, are involved in advocacy in some form or another. SWEA seems to be focusing their current advocacy efforts on transportation and transit in southwestern Ontario. However, they are looking to expand their advocacy role in 2015 to other areas of importance identified by their members. The WOWC is far more reaching as their mission is to advance the common interests of Southwestern Ontario through strategic partnerships and advocacy. Their involvement is at both the federal and provincial levels of government. SCOR advocacy efforts are for policy change, and for securing project funding for its members. It is difficult to determine what organization is or will have more success advocating for its members. It should be stressed that the WOWC and SWEA are advocating for "southwestern Ontario" while SCOR has a much smaller base given its membership only comprises of four counties and the Municipality of Bayham. CONCLUSION: The work undertaken by the organizations mentioned in this report, some more than others, complement the County's economic development program. The County is directly involved in projects lead by SWEA and the WOWC that will benefit the retention and attraction of business and residents to Elgin County. The OFC assists the County with its lead attraction and foreign direct investment in agri-business, which is a key sector. The Economic Development department partners with SWOTC on many initiatives that strengthen tourism in Elgin County. Elgin County is no longer a member of SCOR as funds were utilized in initiatives that lead to new jobs and businesses in Elgin County. RECOMMENDATION: THAT County Council refer to the information contained in the November 28, 2014, report when considering entering into or maintaining memberships in regional organizations involvement in economic development. All of which is Respectfully Submitted Alan Smith General Manager of Economic Development :, Approved for Submission Mark G. McDonald Chief Administrative Officer E�, REPORT TO COUNTY COUNCIL FROM: Mike Hoogstra, Purchasing Coordinator DATE: November 20, 2014 SUBJECT: Quarterly Information Report - Contract Awards July 1, 2014 to September 30, 2014 INTRODUCTION: As per the County of Elgin's Procurement Policy section 10. 1, an information report containing the details relevant to the exercise of delegated authority for all contracts awarded that exceed $15,000 including amendments and renewals is to be prepared and reported to Council. This report covers the period from July to September 2014. DISCUSSION/CONCLUSION: The Council of the Corporation of the County of Elgin delegated authority to the Directors to award contracts as follows: Value Report Status Greater than $15,000 No report to Council required if within 10% of the but less than $50,000 approved budget allocation Greater than $50,000 No report to Council required if within approved but less than $100,000 budget Council also approved that an information report would be brought forward containing details of the award of contracts including amendments and renewals. The detailed report of the award of contracts is attached as Appendix A. RECOMMENDATION: THAT the report titled "Quarterly Information Report - Contract Awards, July 1, 2014 to September 30, 2014" dated November 20, 2014 be received and filed. All of which is Respectfully Submitted Mike Hoogstra Purchasing Coordinator Jim Bundschuh Director of Financial Services 43 Approved for Submission Mark G. McDonald Chief Administrative Officer APPENDIX A Purchases/Projects greater than $15,000 July 1, 2014 to September 30, 2014 Department Budget Project Supplier / Amount Allocation Contractor (HST excluded) Engineering Operating Plumbing Services Prouse $39,900.00 Mechanical Engineering Capital Engineering Services for Old Mill Spriet $43,900.00 Line Reconstruction Associates Engineering Capital Real Estate Appraisal Services Valco $22,150.00 Consultants IT Operating Support Services for Workforce Kronos $22,861.81 Manager V7 Engineering Operating Elevator Maintenance Services Thyssen Krupp $19,824.00 (EMOP Cooperative Contract — 2 Elevator Contract year extension) Renewal E�, REPORT TO COUNTY COUNCIL FROM: Mike Hoogstra, Purchasing Coordinator DATE: November 24, 2014 SUBJECT: General Insurance and Risk Management Services Program for 2015 INTRODUCTION: This report provides details on the County's discussions regarding General Insurance and Risk Management Services for 2015. DISCUSSION: As per Council's resolution on December 12, 2013, Frank Cowan Insurance Company Limited was selected to provide a General Insurance and Risk Management Services Program for 2014, for the premium of $334,553 with options to renew for up to four, one year terms provided that the premium increase does not exceed 10% of the previous years' insurance program, exclusive of any program changes. Staff recently entered into discussions with Frank Cowan Company regarding the extension of the contract for our insurance program for 2015. Frank Cowan Company provided the following premium information: 2015 Annual Premium (Proposed) $355,119 2014 Annual Premium $340,458 Difference $14,661 (4.3% increase) The 2015 premium increase is approximately 4.3%. The majority of the increased costs are related to the General Liability and Property coverages. Last year the County increased the principal Liability Insurance limits (including Automobile Liability) to $25 million from $20 million and also changed the deductible to $25,000 from $10,000. No changes relating to liability insurance limits or deductibles are being recommended for 2015. One program option is recommended for inclusion in the 2015 policy. The program is Volunteers' Accident Death and Dismemberment Coverage and is intended to provide coverage to all County volunteers primarily working in the County's Long -Term Care Homes and Library branches. The total premium cost for this new program is $750 for 2015. 45 CONCLUSION: Frank Cowan Company has been the County's General Insurance and Risk Management Services Program provider for many years. In 2013 Council approved renewals for the subsequent four years provided increases do not exceed 10%. The 2015 premium cost is $355,119 which represents an approximate 4.3% increase from the 2014 premium, well below the 10% limit. Per Council's 2013 resolution, the contract with Frank Cowan should be renewed for a further year. RECOMMENDATION: THAT Frank Cowan Company be selected to provide General Insurance and Risk Management Services at the proposed annual premium cost of $355,119 plus taxes commencing December 15, 2014 until December 15, 2015; and, THAT Volunteers' Accident Death and Dismemberment Coverage be added for an additional cost of $750; and, THAT the Warden and Chief Administrative Officer be authorized to sign the contract. All of which is Respectfully Submitted Mike Hoogstra Purchasing Coordinator Jim Bundschuh Director of Financial Services EN Approved for Submission Mark G. McDonald Chief Administrative Officer E�, REPORT TO COUNTY COUNCIL FROM: Al Reitsma, Manager of Information Technology DATE: December 3, 2014 SUBJECT: Server Room Overheating INTRODUCTION: The County of Elgin's computer systems are critical to the operation of virtually all departments. A system failure has a significant impact to operations, most notably at our long term care homes, corresponding with our clients (residents and businesses) and the operation of the Emergency Operations Centre. An extended outage can lead to out of date patient information and the potential for med errors. Therefore, it is important that steps be taken to reduce the occurrences of system outages. A failure of the server rooms cooling system occurred recently that resulted in a service outage of approximately 11 hours. This report reviews the causes of the outage and makes recommendations that will mitigate future cooling failures. DISCUSSION: The County's server room is cooled by a 5 tonne Liebert HVAC system. Part of the system resides in the server room and part on the roof of the administration building. At approximately 7 p.m on Monday, November 24, 2014 unusually high winds caused the unit on the roof to be blown over and become inoperable. After that time the temperature in the server room went from 64 degrees (fahrenheit) to 140 degrees by 7:30 a.m. the next morning when the condition was discovered. The servers are configured to shut down at 110 degrees and did so at about midnight. A temperature monitoring system exists in the server room that should have triggered a high temperature alarm that should have resulted in the monitoring company calling Engineering and Information Technology staff, however, the alarm was not triggered. A review of the monitoring system was conducted in order to determine why it did not perform as expected but a cause was not determined. In order to provide better monitoring service, the monitoring company has installed a backup mechanical temperature monitoring system to the electronic system. As well, the Engineering department will regularly test the system. The Engineering Department can also monitor temperature via the Johnson Control systems that are used to regulate many of the environmental systems in the building. That system will be setup to send an email to Engineering, Information Technology and the monitoring company staff. The monitoring staff will be asked to call Engineering and Information Technology when they receive such an email. This added step is being put in place to deal with the situation where staff may not be monitoring their email in off hours and the monitor service is a 24 hour operation. 47 Similar failures of the server room cooling system have happened twice. Once due to snow build up around the unit on the roof and once due to mechanical failure of the unit in the server room. The snow issue resulted in the unit on the roof being relocated to prevent snow build up. Since the events of November 24th Engineering has taken some steps to prevent wind from affecting the operation of the unit and plan to take steps to further reduce the risk of other weather events. The server room Liebert unit is now 10 years old and has an expected life span of 20 years. The risk of mechanical failure increases as the unit ages. Therefore, steps must be taken to mitigate these risks. The Engineering Department has recommended that a second Liebert unit be added to the server room. Adding a second unit will extend the life of the units by an estimated 25% because they will be operated during alternate periods. For example, one week on, one week off. Two units will provide the fault tolerance necessary to insure that computing services are not disrupted. It is estimated that a second Liebert unit can be installed for approximately $60,000. A high level review Elgin Manor server room was done as well. The Elgin Manor server room provides off-site data backup as well as disaster recover infrastructure. It is also the main communication hub for Elgin Manor with the phone system, routers and switches located in the room. Although a more detailed review of the room is required, initial concerns included lack of space, non-existent temperature monitor and an inadequate fire suppression system. The cost for creating a proper server room at Elgin Manor is estimated to be from $100,000 to $200,000. CONCLUSION: Following a failure of the Administration Building cooling system a review of potential future risks was completed. In order to mitigate the risk of future cooling system failures the Engineering Department is recommending that a second cooling unit be installed at an estimated cost of $60,000. A high-level review the Elgin Manor server room has also identified issues that will require upgrades to the server room in order to safeguard equipment and data. RECOMMENDATION: THAT a second Liebert HVAC unit be installed in the County of Elgin administration building server room and be funded out of 2014 capital surplus; and, THAT a detailed review of the Elgin Manor server room be completed and that funding for any required server room upgrades be funded out of 2014 capital surplus. All of which is Respectfully Submitted Al Reitsma Manager of Information Technology Jim Bundschuh Director of Financial Services Approved for Submission Mark G. McDonald Chief Administrative Officer r�y m urrn lef, I"I REPORT TO COUNTY COUNCIL FROM: Jim Bundschuh, Director of Financial Services DATE: November 27, 2014 SUBJECT: Council Remuneration — One -Third Tax -Free Allowance INTRODUCTION: The Municipal Act made it mandatory that Council review its current practice, at least once during its four-year term of office after a regular election, in order to continue or discontinue the one-third tax-free allowance on remuneration paid to Councillors. The previous Council passed such a resolution and the practice requires review. DISCUSSION: Council has two options to consider regarding the tax-free allowance as follows: 1. Continue with the practice of the one-third tax free allowance on remuneration paid to Councillors and pass a resolution to this effect. 2. Discontinue with the practice of the one-third tax-free allowance on remuneration paid to Councillors and pass a by-law to this effect, which would become effective on January 1 of the next year. CONCLUSION: Council has utilized this tax-free allowance for many years in consideration of expenses Councillors may have in the discharge of their duties and there would seem to be no reason to discontinue this practice. To preserve this allowance, a resolution must be passed stating Council's intention that the one-third tax-free allowance on remuneration paid to its elected members of Council and its local boards shall continue. RECOMMENDATION: THAT the Council of the Corporation of the County of Elgin, in accordance with Section 283(5) and (7) of the Municipal Act, shall continue to apply a one-third tax free allowance on remuneration paid to its Warden and Councillors deemed to be for expenses incidental to the discharge of duties as a member of the Council or its local boards. All of which is Respectfully Submitted Approved for Submission Jim Bundschuh Mark G. McDonald Director of Financial Services Chief Administrative Officer m urrn lef, ,Ir ,, r?` i P1 ,1, *M.,0 �Y, xy;,tiR REPORT TO COUNTY COUNCIL FROM: Jim Bundschuh, Director of Financial Services DATE: November 27, 2014 SUBJECT: October Budget Performance INTRODUCTION: Attached is the budget comparison for the County for October 2014 year-to-date (YTD) with performance of $1.1 million favourable. DISCUSSION: Highlights of the YTD budget performance as shown on the attachment are as follows: Line 9 — Corporate Projects: favourable YTD performance to budget of $146,000 predominately in Worker's Compensation performance. Line 17 — Engineering Services: moving permits favourable performance has resulted in of YTD performance of $336,000. Line 18 — Homes for Seniors: favourable YTD performance to budget of $319,000 predominately in wages and benefits. The $1.1 million favourable performance, when applied to the 2015 tax rate, would result in a 0.4% reduction in the levy. RECOMMENDATION: THAT the report titled "October Budget Performance" dated November 27, 2014 be received and filed. All of which is Respectfully Submitted Approved for Submission Jim Bundschuh Mark G. 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REPORT TO COUNTY COUNCIL FROM: Jim Bundschuh Director of Financial Services DATE: November 27, 2014 SUBJECT: Borrowing By -Law INTRODUCTION: Every year Council passes a by-law to allow the Warden and Treasurer to borrow up to $15 million for cash flow and emergency purposes. DISCUSSION: The County currently collects $7 million in taxes every quarter. In order to manage cash flow between receipts of levy payments, the County may from time to time draw on its line of credit in order to continue to meet its obligations on a timely basis. The County currently has access to a $2 million line of credit with the Bank of Montreal for this purpose. Furthermore, any unforeseen emergency may require the use of the existing line of credit, or may even require that line of credit be extended to a higher amount. For that purpose, the attached by-law is passed each year by Council authorizing the Warden and Treasurer, on behalf of the County, to borrow up to $15 million. RECOMMENDATION: THAT up to $15 million of borrowing in 2015 be authorized through the necessary by-law. All of which is Respectfully Submitted Approved for Submission Jim Bundschuh Mark G. McDonald Director of Financial Services Chief Administrative Officer 52 r�y m urrn lef, I"I REPORT TO COUNTY COUNCIL FROM: Jim Bundschuh, Director of Financial Services Clayton Watters, Director of Engineering DATE: November 27, 2014 SUBJECT: Ontario Community Infrastructure Fund (OCIF) INTRODUCTION: An August 28, 2014 report to Council on OCIF discussed the provinces announcement of this new program for critical road, bridge, water and waste water projects. The $100 million annual program was divided equally into predictable formula -based and application -based components. On November 17, 2014 the province announced the County's share of the $50 million predictable formula -based program to be $343,763 annually from 2015 — 2017 for total one-time funding $1,031,289. DISCUSSION: Previously Council had approved $400,000 increase to the engineering capital budget annually through 2020 in order to address the roads and bridges infrastructure deficit. Prior to this announcement the entire costs of this was borne by the rate payers of Elgin County through planned property tax rate increases through 2020. With this new funding, a portion of costs for addressing the infrastructure deficit will now be funded from the province. The benefit of this added funding will offset the incremental loss of OMPF funding that was discussed in the report titled "Ontario Municipal Partnership Fund (OMPF)" dated November 14, 2014. To receive this funding the County must enter into a contribution agreement with the province authorized by resolution. Additionally, reporting on project spending must be completed annually. The County is hopeful that it will be successful on the application -based submission for the relocation of Dexter Line, however timing for the announcement of that component of the program is unknown at this time. RECOMMENDATION: THAT the CAO be authorized to enter into an Ontario Community Infrastructure Fund (OCIF) — Formula Contribution Agreement with Ministry of Agriculture, Food and Rural Affairs. All of which is Respectfully Submitted Jim Bundschuh Director of Financial Services Clayton Watters Director of Engineering Services 53 Approved for Submission Mark G. McDonald Chief Administrative Officer m/1 N REPORT TO COUNTY COUNCIL FROM: Peter Dutchak, Deputy Director of Engineering Services DATE: November 27, 2014 SUBJECT: Proposed Edison Drive Access Road — Environmental Assessment INTRODUCTION: The County of Elgin has initiated an Environmental Assessment (EA) to construct a new road along the Old Mill Line road allowance. The road will provide access to properties currently serviced by the 107 year old Vienna Bridge (locally known as the Edison Drive Bridge). Preliminary review of the corridor by a biologist has identified significant natural heritage and further study is warranted. A completed legal survey has determined that the road allowance is narrower and closer to the Big Otter Creek than anticipated. This new information warrants that the EA scope and study area should be expanded in order to consider all proposed solutions. This report recommends adopting a Problem Statement for the EA that fully captures the scope of the study. DISCUSSION: County Council has supported the Municipality of Bayham's request to construct a road along the Old Mill Line road property to service properties who now have restricted access using the Vienna Bridge. The County of Elgin is solely funding the construction of the new road access as a less expensive and long term solution to provide unrestricted access. The new road will remain under the jurisdiction of the Municipality of Bayham and Vienna Bridge will continue to be owned by the County until it is removed in the future under a separate EA. Staff has initiated a Class `B' Environmental Assessment planning process to reconstruct the existing Old Mill Line road property that has been untraveled for approximately 60 years. A detailed "Status Report 2" has been completed by the County's consultant and is attached to this report for Council's information. A legal survey has been completed for the road property and a preliminary review has been conducted by a biologist. The biologists have indicated that the area is at least locally significant and could even be Provincially significant. These preliminary findings suggest a full three -season natural heritage study (in 2015) would likely be required to satisfy Ministry of Natural Resources requirements. A legal survey has been completed on the existing Old Mill Line property and has found that the road allowance is only 12 metres wide in one section. The survey also determined that the Big Otter Creek alignment has moved over the years and is closer to the road allowance than anticipated. It is therefore suggested that alternate road alignments be reviewed to determine the best solution. With this new information, staff suggests revising the EA problem statement to permit an increased study area to encompass all alternative routes. This revised project scope will permit the required studies to be completec�jlong alternate routes so that a preferred route can be selected. The attached "Status Report 2" details these preliminary alternative routes and Figure 4A depicts them on a map. It is recommended that the following Problem Statement be adopted by the Municipality of Bayham as the proponents of the EA: "The existing Vienna bridge over Big Otter Creek in Vienna, Municipality of Bayham, is owned and maintained by the County of Elgin. The narrow, through -truss steel bridge was originally constructed in 1907 and relocated to the current Edison Drive location in 1944, with the addition of a new substructure and deck. The bridge provides access to a small number of properties located on the north side of the Big Otter Creek, along Edison Drive. Properties requiring access include two residences, a farm operation and some agricultural lots. Following a recent engineering review, the bridge now has a restricted load capacity rating that does not permit large trucks, including some emergency vehicles, to cross the bridge. Larger farm vehicles are restricted from using the bridge by both the reduced load rating and size limitations imposed by the steel bridge structure. Upgrading the existing bridge is not a viable alternative, given the access constraints imposed by the structure. The future use of disposition of the existing bridge will be the subject of a separate study, in accordance with the Municipal Class EA on heritage bridge assessment requirements. Construction of a new replacement bridge is also not a viable alternative, given the limitations on County funding and the estimated bridge construction cost of more than $2 million dollars. The problem to be addressed is to provide a municipal access road to the section of Edison Drive north of Big Otter Creek that can be used throughout the year and can be accessed by road, farm and emergency vehicles. The project solution should be cost- effective, give consideration to Municipal, County and Provincial planning policies, and minimize ongoing road maintenance requirements. Existing road allowances that connect to Edison Drive should be evaluated to determine if at least part of a road allowance could be utilized to construct a new access road." It should be noted that the Municipality of Bayham is the proponent of the EA with road allowances under their ownership, and will select the preferred route based upon the study's findings. The required studies can be completed throughout 2015 and the EA is anticipated to be completed by early 2016. Engineering, tendering and construction of the new road can follow after the completion of the EA and will occur during 2016 at the earliest. The revised EA scope and additional studies will increase project costs by approximately $26,000, however, at this time, staff believe the total budget allocation ($540,000) remains sufficient to complete the EA and implement the project. Once the preferred route is selected a detailed engineering construction estimate can be completed and presented to Council. CONCLUSION: The aging Edison Drive Bridge in Vienna restricts access to properties on the north side of the Big Otter Creek. As the least expensive and long term solution, the County of Elgin is constructing a road access to service these properties on behalf of the Municipality of Bayham and at the County of Elgin's cost. 55 A preliminary natural heritage review has determined that a three -season study of the proposed corridor is required to satisfy Ministry of Natural Resources requirements. A legal survey completed on the Old Mill Line road allowance has found the road to be narrower and closer to the Big Otter Creek than anticipated. Staff is recommending that a Notice of Commencement and Problem Statement for the EA be presented to the Municipality of Bayham for adoption. This action will formally begin the planning process and identify a project study area that encompasses alternate road alignments so that a preferred route can be selected, designed and constructed. RECOMMENDATION: THAT the Municipality of Bayham be requested to approve a "Class EA Notice of Commencement" as prepared by the County's consultant to formally initiate the Class EA planning process; and, THAT the Municipality of Bayham be requested to adopt the EA Problem Statement stated in this report as the proponents of the project; and, THAT in concurrence with Bayham Council, staff be authorized and directed to proceed with the revised project scope to determine the preferred access road to connect to Edison Drive, north of Big Otter Creek, and on behalf of the Municipality of Bayham; and, THAT Spriet Associates be authorized to increase their project budget by $26,000 plus H.S.T. to expand the project area and complete the necessary studies; and, THAT staff report to County Council with a project budget update once the preferred access route has been determined. All of which is Respectfully Submitted, Approved for Submission, Peter Dutchak Mark G. McDonald Deputy Director of Engineering Services Chief Administrative Officer 56 STATUS REPORT 2 (DRAFT) Old Mill Line Extension, Vienna Municipality of Bayham Municipal Class EA County of Elgin NOVEMBER 12, 2014 SPRIET ASSOCIATES ENGINEERS J ARCHITECTS 57 Spriet Associates © 155 York Street London, Ontario, Canada N6A 1A8 To Clayton Watters, Director of Engineering Services Peter Dutchak, Deputy Director of Engineering Services County of Elgin Engineering Services Department Copy John R. Spriet, Project Manager and Engineer From David Mihlik, Project Planner Subject STATUS REPORT 2 Old Mill Line Extension, Vienna, Municipality of Bayham Municipal Class Environmental Assessment, County of Elgin Date November 12, 2014 File 214202 Contents 1. Existing Road Allowance - Location and Photos 2. Survey Plan Comparison 3. Alternative Road Alignments 4. Preliminary Assessment of Alternatives 5. Items for Review and Comment Phone: 519-672-4100 Fax: 519-433-9351 E-mail: mail@spriet.on.ca Note This Status Report is a preliminary draft document, intended for review and discussion. The first Status Report, dated October 11, 2014, briefly outlined: DRAFT • The Biologic Site Review Memo - a preliminary review of natural heritage features within the proposed road alignment for the Old Mill Line extension. • An October 10 site review. • Preliminary comments on the BioLogic Memo and the site review. Items to be completed for Status Report 2: • Prepare figures with site photos showing existing conditions along the Old Mill road allowance • Prepare a plan overlaying the Kim Husted Surveying Ltd. plan of the existing road allowance and the municipal air photo to confirm the location of site features. • Preliminary plan outlining alternative road alignments • Brief descriptions, photos and initial review of potential road alignments Information on some of these items has been circulated by e-mail. Status Report 2 is intended to update and summarize work on the above items, and concludes with some project items for review and comment. SPRIET ASSOCIATES - 12.11.2014 - 214202F02_Draft.wpd 1 58 1. EXISTING ROAD ALLOWANCE - LOCATION AND PHOTOS Figure 1 outlines the location of three key project features: 1. Existing Edison Drive Bridge that is to be closed 2. Location of Edison Drive area that requires a new access road 3. Approximate location of existing road allowance between Old Mill Line and Edison Drive Figures 2A and 2B provide recent photos (October 10/14) of this existing road allowance. • Figure 2A, Photo A, shows the narrow trail that extends east from Edison Drive. This narrow trail appears to be used primarily by all -terrain vehicles (ATVs). There is a section of red tape visible near the centre of the photo, which indicates the position of a survey bar. • Photo B shows the Big Otter Creek bank, at a location near the subject road allowance. The bank appears vegetated to the waterline, and does not appear to be eroding, at least at the observed location. • Photo C is taken further east along one of the ATV trails, showing a surface drainage channel that originates in the sloped area further east. • The Figure 2B photos are taken in the sloped part of the road allowance that extends east to meet Old Mill Line. Photo A is a view east up the former road cut towards Old Mill Line, showing the trees and vegetation that now occupy the former road. A storage trailer can be seen in the upper right corner of the photo. The position of this trailer is indicated on Figure 3C. • Photo B is a view looking west, down the sloping former road. The small surface watercourse can be seen flowing under the ground vegetation. A section of marker tape is visible in the upper left, indicating the south side boundary of the existing road allowance. • Photo C illustrates some of the log debris and soil that occupies parts of the sloping road allowance. In some locations, the mix of loosely deposited organic debris and soil is a metre or more deep, with flowing water visible below the material - likely along the original surface. 2. SURVEY PLAN COMPARISON Figure 3A is a copy of Registered Plan 54 - Part 1, which outlines the original street layout for the north part of Vienna, and the north boundary for the former Village of Vienna. Note that the alignment of Big Otter Creek has changed since the preparation of Plan 54. The current Old Mill Line is part of the original Mill Street. Light Line is assumed to be the unmarked road allowance across the north part of the Plan. Figure 3B shows the survey sketch prepared by Kim Husted Surveying Ltd., dated September 11, 2014. This survey sketch originates from Plan 54, and shows the Mill Street road allowance, based on the location of property bars that were identified on site. Figure 3C is an overlay of the survey sketch on air photo mapping, with the survey sketch boundaries and text shown in yellow. Lot boundaries and site features have been used to position the sketch on the air photo. Figure 3D illustrates the actual position of the Mill Street road allowance (yellow shading), based on the survey sketch, relative to the boundaries shown on the air photo. Key differences: • The Mill Street road allowance is narrow - just over 12 metres wide in the sloped section. • There is an additional jog in the road allowance within the sloped section. • The road allowance is closer to Big Otter Creek than anticipated. SPRIET ASSOCIATES - 12.11.2014 - 214202F02_Draft.wpd 59 3. ALTERNATIVE ROAD ALIGNMENTS In a Municipal Class EA planning process, project alternatives are intended as alternative solutions to the problem that is to be resolved by the proposed project. This projectwas initiated with Request for Proposal (RFP) No. 2014-27 "Municipal Class EA and Engineering Design Services, Old Mill Line Extension", dated June 13, 2014. Section 1 of the RFP included the following information: The County of Elgin is inviting proposals from Consulting Engineering firms to undertake a Municipal Class EA, Schedule B Study in accordance with the Municipal Engineers Association "Municipal Class Environmental Assessment (October 2000, as amended 2007)" for the extension of Old Mill Line in the Municipality of Bayham and to provide engineering design services for the construction of the new roadway. 1.1.2 Elgin County Council approved the following recommendations at their June 10th meeting: • THAT the County of Elgin supports the attached resolution from the Municipality of Bayham to extent Old Mill Line as a solution to address access restrictions caused by the Edison Drive Bridge; and, • THAT Staff be directed and authorized to construct the Old Mill Line extension on behalf of, and as requested by, the Municipality of Bayham." RFP Section 2 outlined the project Terms of Reference. The following is an excerpt from 2.1.1: "2.1.1 The scope of work is to provide complete project management services to construct a new road along an existing road allowance. The successful consultant will receive a legal survey of the road property limits contemplated. This new road shall extend from the existing west limits of Old Mill Line (located just north of the Village of Vienna, in the Municipality of Bayham), approximately 500 metres westerly to a location near the north end of an existing bridge that crosses the Big Otter Creek. This Old Mill Line road extension project will serve as the new access for properties currently being served by the bridge. The County's intention is to remove the bridge under a separate project in the future, after the construction of this new road extension. The existing road allowance has not been travelled for at least 50 years and is fully covered in mature vegetation with large trees that must be removed as part of the project...." The following is a first draft of the Problem Statement. PROBLEM STATEMENT (DRAFT) The existing Edison Drive bridge over Big Otter Creek in Vienna, Municipality of Bayham, is owned and maintained by the County of Elgin. The narrow, through -truss steel bridge structure was originally constructed in 1907 and relocated to the current Edison Drive location in 1944, with the addition of a new substructure and deck. The bridge provides access to a small number of properties located on the north side of Big Otter Creek, along Edison Drive. Properties requiring access include two residences, a farm operation and some agricultural lots. Following a recent engineering review, the bridge now has a restricted load capacity rating that does not permit large trucks, including some emergency vehicles, to cross the bridge. Larger farm vehicles are restricted from using the bridge by both the reduced load rating and size limitations imposed by the steel bridge structure. Upgrading the existing bridge is not a viable alternative, given the access constraints imposed by the structure. The future use or disposition of the existing bridge will be the subject of a separate study, in accordance with Municipal Class EA and heritage bridge assessment requirements. Construction of a new replacement bridge is also not a viable alternative, given limitations on County funding and the estimated bridge construction cost of more than $2 million dollars. The problem to be addressed is to provide a municipal access road to the section of Edison Drive north of Big Otter Creek that can be used throughout the year and can be accessed by road, farm and emergency vehicles. The projectsolution should be cost-effective, give consideration to Municipal, County and Provincial planning policies, and minimize ongoing road maintenance requirements. Existing road allowances that connect to Edison Drive should be evaluated to determine if at least part of a road allowance could be utilized to construct a new access road. SPRIET ASSOCIATES - 12.11.2014 - 214202F02_Draft.wpd 60 Proposed Alternative Solutions (Preliminary) The following alternatives are proposed for review and discussion. See Figure 4A for alternative locations. Figure 4B shows these alternatives on Bayham Official Plan Schedule C, the plan for the Vienna area. Note that the Mill Street road allowance (Alternatives A/B) and the Light Line access road (Alternative B) are both shown as existing road allowances, and are within the Vienna urban area. A. Old Mill Line Extension Road Construct a new road from Edison Drive, at the north end of the existing bridge, along the existing Mill Street road allowance and connect to the travelled portion of Old Mill Line. It is expected that additional land will be need to be acquired to widen and straighten the existing road allowance. B. Light Line Access Road Construct a new road from Edison Drive, at the north end of the bridge, along the existing Mill Street road allowance and then north; along the existing road allowance between Blocks B and C, Plan 54, connecting to Light Line. Additional land will likely be needed in some locations to widen the existing road allowance. C. Upgrade Creek Road Creek Road connects to the west end of Edison Drive, but is generally an unimproved farm lane that is not suitable as a public road. The road is currently gated at Edison Drive and only used by local farm vehicles. A section of Creek Road immediately south of the travelled road extends through a low-lying natural area and is no longer in regular use. The proposed alternative would consist of upgrading the existing Creek Road to a municipal road, starting at the west end of Edison Drive, and then establishing a new road allowance around the closed portion to connect to the travelled part of Creek Road. The existing road allowance will likely have to be widened in areas near Big Otter Creek, as sections of Creek Road are very close to Big Otter Creek and may have to be relocated away from the watercourse to avoid flooding or erosion concerns. D. Do Nothing Consideration of the 'Do Nothing' alternative is part of the Municipal Class EA planning process. In this project, the Do Nothing alternative would result in the continued use of the existing bridge, with no provision of a municipal access road to the Edison Drive area north of Big Otter Creek. Other Alternatives If there are significant constraints to constructing an access road based on one of the existing road allowances (Alternatives A, B or C), then other access road alignments are available for consideration within the undeveloped urban Vienna area between Edison Drive and Light Line. Establishing a new road allowance, in consultation with property owners, could result in an access road alignment that is not constrained by existing road allowance boundaries. The new road could be aligned to suit existing lot lines and avoid natural areas and steep slopes. SPRIET ASSOCIATES - 12.11.2014 - 214202F02_Draft.wpd 61 4. PRELIMINARY ASSESSMENT OF ALTERNATIVES Figure 5A provides site photos of the Alternative B area. Photo A is a view north, in the general vicinity of the existing road allowance that extends to Light Line. Photo B is taken from Light Line, looking south in the area of the road allowance. Figure 513 provides some Creek Road photos (Alternative C). Photo A is a view west from Edison Drive, showing the gate blocking access to the existing farm lane along Creek Road. Photo B is a view of the existing farm lane, past the gate. Photo C is taken looking south towards the section of Creek Road extends through a natural area that is now blocked. Table 4-1 is a preliminary review of some advantages and disadvantages for each of the alternatives. TABLE 4-1 PRELIMINARY ASSESSMENT OF ALTERNATIVES PROPOSED ALTERNATIVE SOLUTION ADVANTAGES A. Old Mill Line Minimum length of new road required Extension Road Established road allowance on Bayham Official Plan; part of Vienna urban area • Connects Edison Drive to Old Mill Line, which is an established part of Vienna B. Light Line Access Road X1 0 Upgrade Creek Road Do Nothing • Utilizes an existing road allowance shown on the Bayham Official Plan • Connection to Light Line • Reduced impact on natural areas compared to Alt. A • Extends through a designated residential area; could also provide an access road for future development • Creek Road connects to the west end of Edison Drive • Unlike Alt. A or B, Creek Road can be used now by farm and all -terrain vehicles • No near-term capital cost SPRIET ASSOCIATES - 12.11.2014 - 214202F02_Draft.wpd 62 DISADVANTAGES • Steep slope at east end connection to Old Mill Line presents significant design and construction challenges, with drainage concerns, subsurface water flows and potential erosion issues • Road will be close to existing residences and will likely require additional land to construct stable road slopes • Additional studies likely needed for approvals; natural heritage, drainage, hydrogeological, geotechical • Need to confirm exact location of existing road allowance • Road construction and environmental concerns appear to be less than Alt. A, however a topographic survey and engineering / natural heritage reviews are needed to confirm local conditions and feasibility • longest length of road to be constructed, with numerous grade changes, curves • Creek Road is outside Vienna urban area • the new road required is in a designated agricultural area • significant land acquisition required • Creek Road is close to Big Otter Creek, with potential erosion / flooding concerns • Not a solution: the need for access to north Edison Drive is not resolved • Continued maint. costs for existing bridge • Access problems continue for large trucks, some emergency vehicles and larger farm vehicles and equipment 5. ITEMS FOR REVIEW AND COMMENT The following suggested project items are provided for review and comment. 1. Class EA Notice of Commencement Now that some preliminary information is available on the project, the first Class EA Notice should be issued (Notice of Project Commencement). This Notice would be placed on the County web site, circulated to local residents in the Vienna project area, sent to regulatory agencies, and advertised in the local newspaper. The Notice would advise that a Schedule B Municipal Class EA is being undertaken to determine the preferred alignment for a new access road to serve the Edison Drive area north of Big Otter Creek, as a replacement to the existing Edison Drive Bridge that now has a reduced load capacity and can no longer provide full vehicle access to the area. The Notice would also indicate that studies are ongoing and that arrangements for a public meeting to discuss the project would be made once more information is available. A map showing the study area and alternatives being considered would also be provided. Based on past Class EA projects, the advantage of circulating a separate Notice of Commencement (prior to the public meeting) is that the Notice may generate some preliminary agency or property owner comments that should be considered. The Notice will also serve to advise the Ministry of Environment and Climate Change that the Class EA process has been initiated, and that a two-part EA is planned, with the disposition of the existing bridge to be undertaken as a separate Class EA. In addition, the Ministry of Natural Resources and Conservation Authority will likely want some input into the natural heritage study. 2. Project Name Based on the initially preferred road alignment, the project has been called the "Old Mill Line Extension, Vienna". However, now that additional access road alternatives are being considered, it is suggested that a more general project name would be appropriate, such as "Proposed Edison Drive Access Road, Vienna". 3. Access Road Alternatives It is premature to select a preferred access road alternative until additional project work is completed. • Preliminary work indicates that there are more problems and costs associated with Alternative A, Old Mill Line Extension Road, than initially expected. • Alternative B, Light Line Access Road, appears promising but the existing road allowance needs to be confirmed and surveyed. • Alternative C, Upgrade Creek Road, is NOT recommended because of the extensive upgrades and length of new road that would be required. • Alternative D, Do Nothing, is not a solution and would only delay addressing the problem, and the ongoing vehicle access concerns to the Edison Drive north area. 4. Traffic Count at Bridge It is estimated that the Annual Average Daily Traffic (AADT) count at the Edison Drive bridge is less than 50 vehicles per day, which represents a minimal level of traffic that is generally below the threshold for justifying a major capital expenditure (such as a replacement bridge). It would be useful if the County could provide some current traffic counts at the Edison Drive bridge to confirm the minimal traffic flow. SPRIET ASSOCIATES - 12.11.2014 - 214202F02_Draft.wpd 63 5. Work to be Completed - Fall 2014 The existing road allowance that is the basis for Alternative B needs to be confirmed as a municipal road allowance, with existing survey bars to be located by Kim Husted Surveying Ltd. as soon as possible. Now that the vegetation cover is reduced, Spriet Associates need to complete a topographic survey of the Mill Street road allowance. The topographic survey, combined with the survey sketch prepared by Kim Husted Surveying Ltd., will permit the preparation of a preliminary engineering plan for the Alternative A access road between Edison Drive and Old Mill Line. This plan should indicate additional land requirements, and the extent of disruption to the surrounding natural area. • A similar topographic survey needs to be prepared for the Alternative B road alignment, so that a preliminary engineering plan can also be prepared for this Alternative. Once preliminary road plans have been prepared for Alternatives A and B, then initial cost estimates for the access road alternatives can be calculated for review. 6. Project Budget and Additional Studies The project budget, based on the Spriet Associates Proposal, is $43,900. (plus HST). This budget was based on Alternative A (Old Mill Line Extension Road) being the preferred alternative, and having a relatively concise Natural Heritage Report prepared to address any environmental concerns within the project area. Based on the initial natural heritage review completed by BioLogic (see Status Report 1), a considerably more detailed technical assessment of Alternative A, in terms of natural heritage, hydrogeology, etc., will likely be needed, which could substantially increase the consulting budget to perhaps double the original amount. In addition, a preliminary site review suggests that an archaeological assessment will be required for areas of the the preferred road alignment that have not been disturbed. Early settlement heritage resources may also exist in the study area and require study documentation. Our initial review of Alternative B appears to indicate fewer environmental and engineering concerns. However, we do not yet have enough information on the Alternative B alignment to estimate added costs. It is suggested that any decision on expanding the technical studies should wait until the engineering survey work on Alternatives A and B has been completed and preliminary road alignment plans are prepared. Depending on the results, it may be possible to select a preferred alternative and narrow the range (and cost) of additional technical studies that are required. In addition, comments from M N R and the Conservation Authority should be available for consideration before proceeding with a more extensive natural heritage study. Given that a natural heritage study cannot be undertaken until spring 2015, preparing road plans should not delay the overall project. In summary, the existing budget is sufficient to complete the work outlined above regarding Alternatives A and B. Once preliminary road plans are prepared, then the need for additional technical studies can be confirmed and site-specific cost estimates provided. If one of the alternatives is clearly preferred after the plans and engineering analysis are completed, it may be worthwhile holding the public meeting in early 2015 so that any property owner concerns can be addressed as early as possible. SPRIET ASSOCIATES - 12.11.2014 - 214202F02_Draft.wpd 64 z O N z LU F- X LU LU z_ J J J_ D J O J Q H z W F- 0 O a 0 z Q Q LU Q LU 0 z O N LU LL O z O F- U U O J I FIGURE 2A SITE PHOTOS - EXISTING ROAD ALLOWANCE (WEST AREA) A. VIEW EASTALONG EXISTING TRAIL; RED MARKER NEAR CENTRE INDICATES PROPERTY BAR (PHOTOS: OCTOBER 10, 2014) B. BIG OTTER CREEK BANK, NEAR ROAD ALLOWANCE C. (BELOW) SURFACE WATER FLOWING ACROSS EXISTING TRAIL TOWARDS CREEK SPRIET ASSOCIATES - 2014-11-06 - 214202F02F02A OLD MILL LINE EXTENSION, VIENNA, CLASS EA- COUNTY OF ELGIN 66 FIGURE 213 SITE PHOTOS - EXISTING ROAD ALLOWANCE (EAST SLOPED AREA) A. VIEW EAST (UP SLOPE) ALONG EXIST. ROAD ALLOWANCE (NOTE STORAGE TRAILER IN UPPER RIGHT) (PHOTOS: OCTOBER 10, 2014) B. VIEW WEST DOWN SLOPE, SHOWING WATERCOURSE (PROP. BARON LEFT) C. (BELOW) LOG DEBRIS ON GROUND IN SLOPED AREA SPRIET ASSOCIATES - 2014-11-06 - 214202F02F02B OLD MILL LINE EXTENSION, VIENNA, CLASS EA- COUNTY OF ELGIN 67 LU Q� D a LL 00 (D 2 O s� - az �s - aauee:fflaaa,.e.-.,� 00 o0 £ �o a'Oc a Y m� 00000 00000etlootl ee Iz S H 80N- GL 'cIV (fi H91H ,[V S91ffN �Ht 133b1, 3at1331 y9 d p I F 1CI>d y//JtF.�d I � 1 N LF -olf IfV7d Q31i 31S193ii �+/� 9`"f rQ� mks w v a 4 / � VV"id 432f3iRF]3}1 � 0 1332f1S 7"iM j0 N1f1(JS J 4 �q 11 n ez� u s3suc r a� ict a _ 500 e � � k 4 x to 11 o N o'�W c x c \ b 11JVd � m� II � ¢a av�sr�sr esi -•• I rR w O O a z J W a 0 Q z_ J W w a F - z LU z J Q D Q O w W H Q z w W H J Q z Q J a F- a. LU C) z O C) Q LU c� d z z w z O z w X w 9 Q z z LU V W J D W 2 N m Iq W f� V ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- ....1 m 4—W '" uu Ci J Iw 0 4y iz vp z > � ° w la _ w_ � v L) �E c w :C 1 b.�'YINVV ktl r„ 20,1.,, � � tI y //i/iiG..i...--' 1, //I � � _ f:h r° ,✓✓ / IW /. -'------ -a:. i���. r �j J/ ..,_ . / Lu Is iggiNy y `^ Wct L Lu � -' w F i 111 PV Yh Q Q°a ctv �} awcDa W FZ Wct oz ao�a y.,Q �a �mw LL ' pO�N zz W N Q j N~aLU L wW Q I wZVQ ~� LL YZQ) LU -< Q) Ir I a� U 1 w .''�♦ -d•----- U w Q)U o^ U uj uj Uw FIGURE 5A SITE PHOTOS -ALTERNATIVE B, LIGHT LINE ACCESS ROAD A. VIEW NORTH NEAR START OF ALT. B. ROAD ALLOWANCE B. (BELOW) VIEW SOUTH FROM LIGHT LINE, ALONG POTENTIAL ROAD ALIGNMENT SPRIET ASSOCIATES - 2014-11-07 - 214202F02F05A OLD MILL LINE EXTENSION, VIENNA, CLASS EA- COUNTY OF ELGIN 74 FIGURE 513 SITE PHOTOS -ALTERNATIVE C, CREEK ROAD ACCESS A. VIEW WEST FROM EDISON DRIVE TOWARDS CREEK ROAD ACCESS (BLOCKED BY GATE) (PHOTOSA,B: OCTOBER 10, 2014) B. VIEW WEST - CREEK ROAD ACCESS LANE C. (BELOW) VIEW SOUTH TOWARDS END OF CREEK ROAD (AUG. 16. 2014) SPRIET ASSOCIATES - 2014-11-07 - 214202F02F05B OLD MILL LINE EXTENSION, VIENNA, CLASS EA- COUNTY OF ELGIN 75 mu eff I " I,,j,'i REPORT TO COUNTY COUNCIL FROM: Brian Masschaele, Director of Community and Cultural Services DATE: December 1, 2014 SUBJECT: Newcomer and Youth Community Indicators Tool Analysis INTRODUCTION: The Regional Economic Development Branch of the Ontario Ministry of Agriculture, Food and Rural Affairs has released the Newcomer and Youth Community Indicators (NYCI) Tool as part of its Community Immigrant Retention in Rural Ontario program. This tool provides a variety of indicators for assessing how successful communities are in attracting immigrants and retaining youth relative to other communities. This report informs Council about this tool, how it can be used and engages in a high-level analysis of its results for County municipalities. DISCUSSION: Sustainability and growth of rural communities is a major challenge in Ontario and across Canada. According to the 2011 census, rural Ontario's population grew only one per cent compared to six per cent for Ontario as a whole since the previous census (2006). Elgin County experienced only a modest growth rate of 0.1 per cent during this period, with a few municipalities actually experiencing a decline in population. This trend, if it were to continue, brings into question the sustainability of many community services such as schools, libraries and recreational facilities, and will have a major impact on traditional sources of municipal revenue to maintain infrastructure. For rural communities such as Elgin County to thrive into the future, they must succeed in attracting new immigrants and retaining young people. It is estimated that by 2026, Canada's population will only grow through immigration given declining birth rates. This lack of growth will only be exacerbated in rural areas if patterns of youth retention continue. Fortunately, County Council has been very pro -active in these areas. The County has launched several programs to create the environment for future growth through youth retention and immigration. This includes support of youth business opportunities through economic development, participation in workforce development initiatives, representation on the local immigration partnership and youth employment counselling services through libraries. The NYCI tool provides a means to assess the County's track record in these areas based on data from the 2011 census. NYCI is a spreadsheet containing eight basic indicators for measuring community attractiveness for youth and immigrants. These indicators are economy, amenities, education, health, housing, innovation, society and youth. Each of these categories is then divided further to measure specific attributes in that category. For instance, health is a combination of the following factors: 76 • Number of Specialist Physicians per 100,000 population • Number of General Practitioners per 100,000 Population • Number of Dentists per 100,000 Population • Proportion of Population Employed in Health Care Services Occupations • Average Distance to Hospital Results under each of these factors then generates an overall outcome for a selected municipality. That result is then compared to a peer group and to the provincial average to determine how a municipality is faring in that indicator. The tool contains an immense amount of data that will prove quite useful in a number of strategic planning initiatives. For instance, factors comprising the health category may prove useful in measuring the success of the County's physician recruiting efforts; factors under housing may prove useful in determining communities with an acute need for subsidized housing. Attached to this report are tables for each of the County municipalities drawing just a few of the many key statistics from the NYCI Tool which demonstrate that the County is at least having modest success in retaining youth and attracting immigrants in comparison to peers, this despite the fact that per capita incomes and levels of education are generally lower. The proportion of Elgin's population that is foreign born is particularly high at nearly double the peer group average. This bodes well for future sustainability should this trend continue. Success in this area can largely be attributed to the recent influx of low -German speaking Mennonites in the eastern portion of Elgin County. One matter that is very apparent when examining this tool is the immense importance of the National Household Survey (NHS and formally called the "long -form census") that forms part of the overall census process. Members of Council will recall that the Government of Canada made the decision prior to the 2011 census to make completion of this form voluntary which is having dramatic results in terms of being able to compile essential statistics such as NYCI. NYCI is not able to be applied to many municipalities in Ontario given that the non -response rate for the 2011 NHS was over 50 per cent, making the data unreliable for those municipalities. The provincial non -response rate average was 27 per cent in 2011 compared to only 6.5 per cent in 2006 when completion was mandatory. This is an alarming trend. CONCLUSION The main purpose of this report is to make Council and local municipalities aware of the NYCI tool and how it can be used to support economic development and planning efforts at the County and local municipal level. Staff also request that Council take a stand in requesting the Government of Canada through the Minister of Industry reinstate the mandatory National Household Survey as part of future census returns given the immense strategic importance to local, provincial and national planning efforts as a result of the data obtained. 77 RECOMMENDATION: THAT the report "Newcomer and Youth Community Indicators Tool Analysis" dated December 1, 2014 be circulated to local municipalities in the County of Elgin; and, THAT the Warden on behalf of Council appeal to the Federal Minister of Industry to reinstate the mandatory long -form census as part of the federal census in light of its strategic importance to federal, provincial and municipal planning efforts. All of which is Respectfully Submitted Brian Masschaele Director of Community and Cultural Services W Approved for Submission Mark G. McDonald Chief Administrative Officer Aylmer (2011 population 7,151) Category Indicator Aylmer Average Peer Group Average Average* Economy Employment Income Per $46,261 $52,227 Capita Education Proportion of Population With 23.34% 34.35% College Education or More Society Proportion of Population Aged 17.13% 14.83% 25-39 Society Proportion of Population 21.36% 8.78% Foreign Born * Peer group includes 42 municipalities, including local municipalities Bayham, Malahide, Norwich, Petrolia and Southwest Middlesex. Bayham (2011 population 6,989) Category Indicator Bayham Average Peer Group Average Average* Economy Employment Income Per $44,104 $52,227 Capita Education Proportion of Population With 19.89% 34.35% College Education or More Society Proportion of Population Aged 16.17% 14.83% 25-39 Society Proportion of Population 21.04% 8.78% Foreign Born * Peer group includes 42 municipalities, including local municipalities Aylmer, Malahide, Norwich, Petrolia and Southwest Middlesex. Central Elgin (2011 population 12,743) Category Indicator Central Elgin Peer Group Average Average* Economy Employment Income Per $57,334 $63,012 Capita Education Proportion of Population With 36.26% 40.26% College Education or More Society Proportion of Population Aged 14.24% 13.35% 25-39 Society Proportion of Population 8.64% 10.42% Foreign Born * Peer group includes 11 municipalities, including Thames Centre. 79 Dutton / Dunwich (2011 population 3,876) Category Indicator Dutton/Dunwich Peer Group Average Average* Economy Employment Income Per $47,069 $51,304 Capita Education Proportion of Population With 32.25% 33.29% College Education or More Society Proportion of Population Aged 14.71% 14.11% 25-39 Society Proportion of Population 4.82% 5.32% Foreign Born * Peer group includes 41 municipalities, including local municipalities Lucan-Biddulph, Dawn-Euphemia and Perth -South. Malahide (2011 population 9,146) Category Indicator Malahide Average Peer Group Average Average* Economy Employment Income Per $42,005 $52,227 Capita Education Proportion of Population With 25.88% 34.35% College Education or More Society Proportion of Population Aged 16.5% 14.83% 25-39 Society Proportion of Population 24.9% 8.78% Foreign Born * Peer group includes 42 municipalities, including local municipalities Aylmer, Bayham, Norwich, Petrolia and Southwest Middlesex. Southwold (2011 population 4,494) Category Indicator Southwold Peer Group Average Average* Economy Employment Income Per $58,097 $52,470 Capita Education Proportion of Population With 41.22% 36.97% College Education or More Society Proportion of Population Aged 15.59% 14.48% 25-39 Society Proportion of Population 6.38% 6.87% Foreign Born * Peer group includes 8 municipalities, including Adelaide -Metcalfe. :N West Elgin (2011 population 5,157) Category Indicator West Elgin Peer Group Average Average* Economy Employment Income Per $43,285 $48,752 Capita Education Proportion of Population With 30.09% 33.67% College Education or More Society Proportion of Population Aged 13.77% 14.13% 25-39 Society Proportion of Population 12.02% 6.83% Foreign Born * Peer group includes 38 municipalities, including local municipalities Bluewater, Huron East, Lambton Shores, South Huron and St. Marys. County of Elgin (2011 population 49,556) Category Indicator Elgin County Peer Group Average Averages Economy Employment Income Per $48,308 $53,174 Capita Education Proportion of Population With 29.85% 35.32% College Education or More Society Proportion of Population Aged 15.44% 14.37% 25-39 Society Proportion of Population 14.17% 7.97% Foreign Born m E�, REPORT TO COUNTY COUNCIL FROM: Mark G. McDonald, Chief Administrative Officer DATE: December 2, 2014 SUBJECT: Council's Mission Statement, Corporate Goals and Strategic Vision INTRODUCTION: Attached for your consideration are Council's Mission Statement, Corporate Goals and Strategic Vision documents from the previous term. The purpose of this report is to provide options relative to renewing or revising these guiding reference markers going forward. DISCUSSION: The above-mentioned items are important reference documents that inform budgets and guide decisions throughout the term of council. It is customary at the beginning of each council term to review guiding principles and to determine how best to move forward. In that regard council has several options, as follows: 1) Set aside sometime at an upcoming council meeting to review the documents to determine if any updates or changes are required. 2) Complete a new set of goals and a strategic vision using in-house resources much like that which was done in 2010 - that is, a set of probing questions will be sent to council to be answered confidentially and then collated into a comprehensive reference document to be finally determined by council as a whole. 3) Retain a professional consultant to lead a comprehensive strategic plan with council at a cost yet to be determined. CONCLUSION: As indicated, Council has several options regarding reviewing, updating or completing new guiding documents for the term of council. The first two do not involve any costs and the third option (hiring a consultant) will require funds depending on the extent of the strategic planning exercise determined by council. RECOMMENDATION: As directed by Council. All of which is Respectfully Submitted, Mark G. McDonald, Chief Administrative Officer W Mamb 20,06 Reviewed,humian; 8, 2,911 MISSION STATEMENI.. TheCOLInty Of Elgin strives to Provide a safi, p,leasa,iit C01-111,11LIJAity 1,61, all CifiZMIS thR)Llgll a, variety ofservices designed, to promote quality oflit'e an(I our. Heli historical. w'id ElgriCUItGna=rl I'leriLatt"'e. CORPORATE GOALS,,, `ro, CIISLITC, fiscal responsibility and accountcibility d 2) '170 PrOYTI,Ote CUItIMIF1 Sel-ViCeS 3) TO tIU1`tUI`C ,suid support d-igniiiied long-term care 4) r Fo be recognized as a desired etuployer 5) 'To proniole Elgin as "I'lie Placto Live" 6) TO fiorge coniniunity parttaerships, 7) To provide innovative and collaborative quality servicc 8) "Fo recogrive and seize opporturirfies for, improvemer)'t 9) To build and niaititain an efficient, affi)rdable, effective and sal. e transportation network that accommodates the diverse neecis Of ALLY communities and is able to suppart economic deVCl0PITIcnt and sustainable growdi m 'awo&aa,aaaahee by Nature ELGIN COUNTY'S STRATEGIC VISION 2011-2014 (Revised January 8, 2013) as indicated in bold type TOP 5 PRIORITIES FOR THE TERM: 1) Increasing and promoting economic development and tourism 2) Increasing level of cooperation and joint services with the City of St. Thomas 3) Implementing the County Official Plan 4) Investing in the county road infrastructure 5) Continuing to streamline county operations using best practices TOP 4 GOALS FOR 2013-14- 1) Realizing an affordable tax rate increase by maximizing funding sources and improving efficiency and savings 2) Maintaining services 3) Increasing economic development opportunities 4) Increasing level of cooperation with the City of St. Thomas USE OF RESERVES TO REDUCE COUNTY LEVY: • Council demonstrated a low to moderate propensity to use reserves to lower the county levy WILLINGNESS TO CUT SERVICES TO ACHIEVE A BUDGET TARGET: • Low to moderate inclination to cut services ONE THING YOU WOULD LIKE TO CHANGE ABOUT COUNTY OPERATIONS: • Better communication and interaction with local municipal partners including City of St. Thomas SWOT ANALYSIS RESULTS Primary Strength: Departments/leadership/service and people Primary Weakness: Distance separation, east to west (geography) Primary Opportunity: Increasing economic and tourism opportunities/building the agricultural base and skilled labour force Primary Threat: Not creating economic opportunity/not investing in it and a slow economic recovery 84 ,,urrr m/1 N REPORT TO COUNTY COUNCIL FROM: Steve Evans, Manager of Planning DATE: December 2, 2014 SUBJECT: Final Approval for a Plan of Subdivision Part Lot 93, Concession South of Talbot Road Township of Malahide File No.: 34T-09003 Owner: John & Mary Harms INTRODUCTION: This report is to advise County Council that final approval was given for a plan of subdivision in the Township of Malahide on November 20, 2014. (see attached maps) DISCUSSION: This plan of subdivision is for four (4) single detached building lots and a block for "hamlet commercial use". The Ministry of Municipal Affairs and Housing granted draft plan approval on November 21, 2011 with conditions. The subject lands are located in the Hamlet of Summers Corners which is designated in the Elgin County Official Plan as a Tier 3 Settlement Area which does not have municipal services. Limited development is permitted in this settlement area given the absence of full municipal services. The County of Elgin received a clearance letter from the Township of Malahide which indicates that all conditions of draft plan approval have been satisfied. In accordance with By -Law No. 13-28, the Manager of Planning has been given the authority to approve final plans of subdivision once all of the conditions of draft plan approval have been met and after clearance letters have been received. CONCLUSION: This report is to advise that final approval of this plan of subdivision was granted and the plans were signed by the Manager of Planning on November 20, 2014 and forwarded to the Elgin County Land Registry Office for registration. The Township of Malahide and the developer's agent have been notified. RECOMMENDATION: THAT the report titled "Final Approval for a Plan of Subdivision (John & Mary Harms)" from the Manager of Planning dated December 2, 2014 be received and filed. All of which is Respectfully Submitted Approved for Submission Steve Evans Mark G. McDonald Manager of Planning Chief Administrative Officer 85 \ a £ \ t / r \ 3 // @ « %v �_,.{2 ;� � 1 � » \ ;. � � . .. . . ■ ° / erarfo0'(0JJyJ6 ;r� REPORT TO COUNTY COUNCIL FROM: Katherine Thompson, Marketing and Communications Coordinator DATE: December 5, 2014 SUBJECT: Schedule of Council Meetings for 2015 INTRODUCTION: Every December a meeting schedule for Elgin County Council is prepared for the following year. DISCUSSION: Traditionally, Council meets the second and fourth Tuesday of each month at 9:00 a.m. in the Council Chambers at the Elgin County Administrative Building (450 Sunset Drive, St. Thomas). Attached for Council's consideration are suggested meeting dates of Elgin County Council for 2015. Please note: Council has the ability to change meeting dates at any time with advance notice. CONCLUSION: An Elgin County Council meeting schedule is required for 2015. RECOMMENDATION: THAT the report titled "Schedule of Council Meetings for 2015" from the Marketing and Communications Coordinator dated December 5, 2014 be adopted. All of which is Respectfully Submitted Katherine Thompson Marketing and Communications Coordinator AN Approved for Submission Mark G. McDonald Chief Administrative Officer SCHEDULE OF COUNTY COUNCIL MEETINGS FOR 2015 MEETING DATE TIME January 13 2:00 p.m. - Special Budget Meeting January 27 9:00 a.m. February 10 9:00 a.m. - One meeting due to OGRA/ROMA July 14 (February 22-25 in Toronto) March 10 9:00 a.m. March 24 9:00 a.m. April 14 9:00 a.m. April 28 9:00 a.m. May 12 9:00 a.m. May 26 9:00 a.m. June 9 9:00 a.m. June 23 9:00 a.m. July 14 9:00 a.m. July 28 9:00 a.m. August 11 9:00 a.m. - Meetings may not be required in August August 25 9:00 a.m. (AMO Conference Aug. 16-19 in Niagara Falls) September 8 9:00 a.m. September 22 9:00 a.m. October 20 9:00 a.m. AMO Counties Regions and Single Tiers Conference. Actual date will be announced in February 2015. November 10 9:00 a.m. November 24 9:00 a.m. December 8 7:00 p.m. - Warden's Election December 10 9:00 a.m. - Regular Council Meeting Council Meetings are normally held every 2nd and 4t" Tuesday of the month and are subject to change. i 11; �! i� liljil Betsy McClure, Program Coordinator, Elgin Clean Water Program, requesting! that Gouncif recommit to the program by appointing a representative frm County Council to the Review Committee. 0 E [",A V ER November 19, 2014 County of Elgin 4,50 Sunset Drive St, Thomas, ON NSR 5'V1 Dear Warden Marr and Members of CounciL Re., Ellin Clean,Later Prograrn It is MY PleaSUre to advse the County of Elgin that your support of the Elgin Clean Water Program has, resufted in rnore than $600,000 of stewardsh 1 p work that is improving water quality a nd quantity across the COUnty and Lake Erie. Mince its establishment in 2012, the Elgin Clean Water IPrograrTi has provided funding to over, 60 projects involving erosion control, dean waiter diversion, wetiand/ripariain restoraltion, weIl deconnrnissioning, t0gra,5,5 prairie restoration etc. Vie prograrn has been well received [n the community wfth one individoall stating, 1 have, wanted, to IbUiid this project for as long as I have owned this farm (20+ year) but could never afford it until ECWP carne., Wongi" The fMir Elgin Conservation Authorities (Catfish Creek, Kettle Creek, Long Point Region and Lower ThalTWS Vaik!V) strongly believe in the benefits, of this incentive pro rare al,r)d the 100g -4051141,g IMPOU it is h0ViF1F,011,0Ur IDCall environment, The conservation authority collaborative is cornr0ted to continue this program. Iln 2012, the County of El& Flarned a representative to sit on the, Review Committee, which is chairged Mth, reve,Mngappllicatluns for funding from landowners. With the recent Municipal Elections, I would respectfully ask Cotmcfl, to recarnii-nit to the program by appointing a representative from Council to the Committee, Membership on the Cornmittee wo,Wd not be onerous, vAth, a maximum of three meetings expected per year. Fh,ially, at the invitaflon of Council I woulid be pleased to providle a formal presentation 50or netirne in the New Year to showcase this program's success on our land5CdPe. Should VOU have any questions on tWs irflUative please do not hesitate to contact me directiy at betc,_yZ or, i51,9) 631,42,70 ext, 229, keti�ecr�eel(coriife,rVatiDt 02= Betsy McClure Program Coordinator A, pwrtntmvship of: POO lUpk", Kettle Creek I CarservationAuthorlty Amlhm� ly qlo'KettlI.e C�,eek�CofiserationAuLl,ioii,"�ty, 44015 FerpuWr I ine, �t, Th,orras, 01� N5P 3T3 � 519-63142M §0 jii] 2. Hon, CandIice Bergen, Minister of State (Social Development), with, response to County of Elgin's resolufion reg the Federation of Cand adIian Municipalities Fixing Canada's I lous,ing Crunch campaign. 3. Nancie, Irving, Clerk, Town of Aylmer, with a resolution re': Appointees to the County Land Divisioln Committee. 4, SWIFT Newsletter titled, ""New Canada Building Fund Update and Thank You to Outgoing VVardens", 91 President's Message By, Henry Helder Here is the last issue for 2014 already. How the year has flown by. Congrattdations to all of yrxi that have, finished your 4-4-1 projects already. I also wish the ones that are still finiishing 4-1.1 the best and that together we may have increased your knowledge. In this newsletter, you will see some results of Achievement Days. Congraftilatlions to the 8 mernbers, that showed at the Western Ontario 4 H Ch arnppon Shower in Stratford, YoLri represented, your county well. Emilep, Schipper, who is in her last year in 4-11, finished 3rd in senior showmanship and 211,11 in the Jiunior yearling class, Some classes had over 40, entries. For livestock members the Royal MTitpr Fait, is the last 'out of county show' Of the 50.11-5on. We wish the members that are representing us, the best, This year ElIgIn County won the 'Go for the Gold' in the zone. Four mernbers and one spare will be, going to the Royal for the Cintado finals, Congratulation for v0nning the zone competition and we wish you all the best at the Royal. chis year Chin County will be getting jackets or windbreakers for all 4.....H mernbers that completed their prnject& and also for the leaders in this, 2014 year. ")"hese will he handed out at the annual Awards Night on March 3, 2015 at the Shedden Complex, We will be celebrating 100 years, of 4-H in Ontario in 201 5. "To be able to get these jackets we need sizes. Send them to your- club leaders please . . ............ . What's Inside This Issue Aybncr, IFair Dairy Show Rcsu I L5 2, Asso<,Iaflon Contact Inforniation 3 Go for the GoW Rk-port 4 Ckib Ncw5 5 scholarships Awarded 6 February 7, 2015, gill be our Annual Meeting and Workshop at Union United Church. Cince ay-ain 441 clubs w'di nominate 4-H ,members for different awarcls to be presented Mar 3, 2015If you are nomiinated complete what is required to be elligNe for the awards. "This is a great learning experlilence,. Thanks to the leaders for the wurl( you, have done in, leadiT;i�q the various clubs In 2014. Have an enjoyable fall, I would like to finish with this little saying I read on how to avoid cdticisrn: "'Do nothing" "'say tiothing" "Be nothing" v, L % E a VICE; Tuesday, ~October 28, 2014 Alli rneetings, are held at the Elgin Fvderafion Office: in St. 'Thomas at 7`00 pni. Elgin, CounLy 441 No�vslet,,tet-October"27(,)"17—"- Page 1 or. Qg!a Cot!Afy-LH air �Calf SbLw Re -suits AAmer� Fai Novice Dairy Showman junior Dairy Sh,man Intermediate Dairy Showman I it pliace - Steven Hartle I't' place - Erick Rempkens P' place - Jaden Nesbitt ,2nd place Julie Nagdhout 2i,d place - Brooklyn Smith 211,,'," place - Annie Watson 31rd place Lindsay Reymer 316 place - Karen Reyrrier 3"1" place - Emily Unger Senior Dairy Showman I sit plane -,'I roy KHlough 2r,d place Emilee Sclilipper 31'« piece Beni Caddey Conformation Classes joliior 1-1,pifer CT,)1f, "Ist place - Steven -Tarda 211 place - Brooklyn Smith 3rd place - Daniell Abell Grand Champion Showmani, Troy Kfill oajgh Reserve Grand Champion Showman Emillee Schipper h')tef,177ecliate HeAw, caff, 1 �t place Eii-IcIt Rempkens 2-1 place jessicajenikiris 3101 Oace - Ali5fia, Caddey, samine,y' vvadMg Class juniol, �Oarflqc / Ck2ss place Mkfiael jenkin,s I o place - EmIlly Unger 2wphare ben Caddey 21A place En,iHpe Schipper 3rcj place Erin Unger 311 place - Dennis Catt Hoiww"able Meery on, floss Horne ,vert CIff ira 5h'OW Erick Remipl(ens, Michael Jenkins Honourable Mention Erick Rerniak,ens Senio,r Hei&i, Calf: 11'a place - Sebastian Noorland 241,3 place - Troy Ki'llough 311 place -Chirlis-topher, Abefl Eniiily Unger Reser -ver, Grand CY,?amoiwi,, Fmflee Schiipper ThankS to Vat7d(-I,rfirh)k and Kijbotd F-71'fr) 1---gilipment far theii'donate olls Towards the Aylinei,,Fairhow, .... ..... .... ; . .... .... .................. .. . . F-Igin County 441Newsletter-Octobe�r 20'.77 Page 2 Tl')e5e 4.. H n-nernbers showed at the Western Ontario 4-1-1-Chatinplon Show in Stratford", Your Elgin County 4-H Association President: Henry Helder 519-765-2623 Vice President: Nicole Walgon nWdtSOn8@l!Ve'CoVn Se�retary� Denise Bancroft Trea,surer:, Roberto Dillard Membershp Coordlriatore None & bon Caff Screening Coordinotor� Gayle Bogart Livestock Coordinal-or� Puy Oym,ock As,:sodatlon Representative. TBI) Region 6, Board members: TDC) Nrector: Maureen Jenkins Nrector� Ccsse TayAor- 5,19-773-5,4951 n 1-76-1154 519-764-2219 519-762-3627 cw,.s1e[eetaylIor@yahoo,,ca Go For The Gold: C?oyle Bogart, Maureen.Jenks ns, Ccssne Taylor, bye McKillop Annual Meeting & WorkshopPam Silva, Awards, Reay OyMaCk, MoAreen, Jenkins, Erica, Onger, Diane Catt Fun Ni ht. Pamn Sillva, Ken & Ruth Anne McCallum, 5Iles Hurw Newsletf er: Karen Kei th( a) Website: Arthur Bancroft Regionol Spedalist� Andrew McTaggert, re A Lion,6 4-,wLian i a, co., Please feel free to contact any of the above with your questions, concerns or ideas, ­ ..21� — d. . . ............ tflgill ("OUnry 4-11 Newsletter -October 2011, 1:1 Page 3 60 f�or, jim Gold Re rl By: Gayle BogarL Ulgl'ri County's wlinriling team Is going to the Royal Winter rah- to compete at Go For The olid! Go! ng to th e royal gill be Amy, jesska, I", )evin and Dennis Catt (Dennis was in Our second team), and Lindsay is the alternate. ConwatuJadon5 to both of our tewrvs who couipeted at the Re�jional event in Wyorning, We -Are all so proud Of. OLN'teaM members, Wc are all cl"wering an ot,ur team! Good LACk gVt the Royall chaperones, and Co au for the te�zrns were Camie & Dave McKillup, Man & Gayle. 1309WI and Anne Marie IReyrraer, Rnmmi� =� Please send all newsletter submissbn&- events, irneetiirng reports, photo, announcements, etc. to: ttll�ttWni� "Kfun Or mail to. Karen Kefth, P.0. Bux 120 ' 'al lacetown. ON N'01- 2 V10 Z'# (cull men"ib W$ '21 I'e: S Wnd, i riq Ain V R r ym r, J "si ca 'Onkirv.", frrint row ir, Hriftay Rr""'Yinvi, ;,nci n(nAii ca" yq,Lj iirij-iqr,esi-ed fin differ�erit kirilds of5"' "Is" .11- 1.1111-111— Try your hand at bowbng, SW . R"MrAng, 7ip finijug, bWnp, skaling, fkhing, canneinCJ Mopflngswill behold oncea month star linig the end of January 2015. Need one more ieadertc heipwlththus club. Hgiri Courvt4-1-1 Newsletter -October 201V5 Page 4. BV. Jue Rastapke0c[us Thi.5 year in our Farm Toy fl Club we learned a lot of things. We, learned how to plan and properly put together a farms display, how to Set LIP Qatar farni displays so that they are not too busy and Ihow to bUild the landscape of the clisplay. We also had two visitorcome to speak to us. The first one showed us how to build hills and different things, tike a paved road and how to make different landscape desuqn,5. The second vlsitor showed us the steps required to take apart, re-varnp and Put back together. - a 11 j 16 scale t r a u r, We also made a, trip to, a very cool shop called: FUroCan Die. Cast in Woodstock, Ontario. The owno er was a very nice man., He imports farim toys from Europe, He hath many different thing -5 that we have not seen before, rnostly because they were either a 1;"31 or 1/94 scale. Oura(hievernent days were the Shedden l=air and the Woocistock Toy Show, ThN is where we had the chance to showcase our displays and have people ask us questions about them, these were both furu days. Many people said they didn't realize that a Farm Toy Club existed. thinl::( these two events were (i00di fair US to create more irwterest in our club. This is, what the ll'arfrrl Toy 4-1-1 Club did this year,. Thank. you, Gayle and, All -an for IleadAng this clt,diand making this possible for all of us. Members at the VVoodstock Toy Show with their dispiay. Balt row left, to right Joe RastapkeviCiLIS, Mike Stoma, Riley 7en-lply Front rrojg:� Xavier Lunri, Nichola s Goodall Elgin County, 4-41 Nevvs;1eftet-October 2014 �)b Page 5 gtqhIMlemiLgiL��-reegive Sch Lq!mghjp9 Eil in C,ountv Wommi's Institute Scholax,sh iR Jeffrey KerkvHet is the recipient of this year's Ugin, County Wom,en's Institute ScWarshijo. In the photo, he isjoin ed by Luella Pvlonteithifb and jean Gooding (R) of the Elgininty Women's Irrstittile SchoWship Coi#ittee,. Jeff is curre.ritly enrolled in, his second Year at the University p` Guelph iri the Honours A91"kOtUre Degree Program 100 sc hi o I a r� �hio S �fo 0 0, ye �a,rsr of 4-H [ni Canada St, Thotinas, August 20,14 - Eigin Chry'sW is, pleased to announce a local 4-41 met-nber, Dennis Catt, is a recipient of the Ram Canada "WO, schviarshl,n)'s for 100 yedr.5 of 4-H ii Cwmda" Dennis Mfl be starting his second year at the University of Guelph, pwsubs g a Bacheior of , Science in Agricult.11rel 11e IUS jUSt completed his 25th 4-4-11 club, 'Tony Blois, Sales Manager presented the $1000 cheque to Denns Catt. Mth the support of the Chrysler Foundation and Chrysler Canada, 100 deserving 4-1-1 mernbers fron'-� across Canada received a S1 000, schOarsfilp to fUl'thel" PLU'5ue their post -secondary education in 2014. 11,i i s g, e n e ro u s $ 100, 00 0 fu n d i n g c o m m 1 t, m e n t 'was made p o s s ii b i e: by ):ie Chrys/v r Fowi datloo, Page 6 I Mr, David Marr Wz'u,den Cowity ofElgin 4,50 Sunset Drive St,'Fhoinas (',)N N'5R 5VI Dear Mr. Marl-: .�AWVA I arn, rosponding to your letter addressed to the I lon.ourable Jaso�n, Kenney, Minister of Ern ploy'llical and Social Developi-rient and Mjjjj8jU f(,)r MUItiCUItLIralisrn,You wrote concernh.ig as resolution passed by the Council. of the County of Elgin that supports the ]", "ed erafion of Canadian. Municipalities' housink; curnpaign, "Fixing Canada's Housing Crunch!' I apprmiate that youhave taken the time to share the Coutwil's con,cerns ars they relate to affordable housing hi Canada. 'I Can a."Ure You that we are continuing to make significant investnretit's in, hoLlsing, Thl's year, through Canada Mortgage and I-I'mising Corporalion. (CMM C), view fll invest apro xiniately $,2 billion in li.oushig,This itICIUdes support for close to 6,00,000 individuals, and I'arnilies living h"I existing social housing, which is provided Linder fon.g-tertr agrecinents CONTrittg, a 25 to 50 year period, At the end, of these agreements, the federal government will, haveftfl.filled,its cormniftent and flu riding will und. At thesattie firm, the tnoo'fgagos on the, propeaies, wHI gencrafly be paid olf, allowing, ji-iany housing groups to uontinue to provide affordable housing and to be frecto operate their prt�jcets as they see Fit. I Would also I ike to add that our Governnient is providing signifluint funding under the Invesinient, i.r.1 Affin-dable Housing (1AII). Under the IAH, provinces and territories cost 111atch thefederal investmen,t and areresponsibic Cor program design and, delivety, Provjnu'es' and territories have the flexibility to, invest in a range of aftbrdable [-]()using programs in, order to meet their local needs and priorities. ]"Unding near y be used to create new or to, renovate afl'ordable rental housing; to jjjjPr()VC affOTCIrabilitysuch arIS throug,'hrent supplements, and, to foster saf,e itidependent living through acxQssibi,lity modifioations. Frona April 2011, to June 2014, more than 18-3,600 householtiN have benefifted, fro.tn this irt,,Ivestil�lerat ,r)arti(�),Ilail,l,y. More recently, a.,., part of Econon,'dc Action. Platt 2013, the Governinent of Canada announced its continued corniflitment to, working with provinces and terntories to, develop and implement solutions, to housing by investing more (han $1 25 billion over rive years to extend the I[All, to 2019. .J2 Minister of'Stag g", Ministre Atat (Social Development) (Nveloppernient social) Ottawa, Canada KIA OJ9 Mr, David Marr Wz'u,den Cowity ofElgin 4,50 Sunset Drive St,'Fhoinas (',)N N'5R 5VI Dear Mr. Marl-: .�AWVA I arn, rosponding to your letter addressed to the I lon.ourable Jaso�n, Kenney, Minister of Ern ploy'llical and Social Developi-rient and Mjjjj8jU f(,)r MUItiCUItLIralisrn,You wrote concernh.ig as resolution passed by the Council. of the County of Elgin that supports the ]", "ed erafion of Canadian. Municipalities' housink; curnpaign, "Fixing Canada's Housing Crunch!' I apprmiate that youhave taken the time to share the Coutwil's con,cerns ars they relate to affordable housing hi Canada. 'I Can a."Ure You that we are continuing to make significant investnretit's in, hoLlsing, Thl's year, through Canada Mortgage and I-I'mising Corporalion. (CMM C), view fll invest apro xiniately $,2 billion in li.oushig,This itICIUdes support for close to 6,00,000 individuals, and I'arnilies living h"I existing social housing, which is provided Linder fon.g-tertr agrecinents CONTrittg, a 25 to 50 year period, At the end, of these agreements, the federal government will, haveftfl.filled,its cormniftent and flu riding will und. At thesattie firm, the tnoo'fgagos on the, propeaies, wHI gencrafly be paid olf, allowing, ji-iany housing groups to uontinue to provide affordable housing and to be frecto operate their prt�jcets as they see Fit. I Would also I ike to add that our Governnient is providing signifluint funding under the Invesinient, i.r.1 Affin-dable Housing (1AII). Under the IAH, provinces and territories cost 111atch thefederal investmen,t and areresponsibic Cor program design and, delivety, Provjnu'es' and territories have the flexibility to, invest in a range of aftbrdable [-]()using programs in, order to meet their local needs and priorities. ]"Unding near y be used to create new or to, renovate afl'ordable rental housing; to jjjjPr()VC affOTCIrabilitysuch arIS throug,'hrent supplements, and, to foster saf,e itidependent living through acxQssibi,lity modifioations. Frona April 2011, to June 2014, more than 18-3,600 householtiN have benefifted, fro.tn this irt,,Ivestil�lerat ,r)arti(�),Ilail,l,y. More recently, a.,., part of Econon,'dc Action. Platt 2013, the Governinent of Canada announced its continued corniflitment to, working with provinces and terntories to, develop and implement solutions, to housing by investing more (han $1 25 billion over rive years to extend the I[All, to 2019. .J2 m For the province of Ontario, this rept,esonts a combined inveslinent oCrnore than $80" 1 i-nillion over five years and was annoutiecd inn ,August2,014, Underthe 1AH, Ontadolias the f1exibility to design, and deliver a range of affordable housing prog)-itrns to address local housing needs and priorifies. The Province of Ontario is Supporting the building and renavation of affordable housing, as, Nvel,l as the provision of renta], and homer w;nn er.s3iip assistance, to low mid moderatre income ho. useholds, A l-)orlion. of form dinggill, be dedicated to Aboriginal harischolds living afT reserve. Other priority groups will include seniors, persons with disabilities and victims (if domestic violence, lwould also like to draw Comicil's attention to CMIK"'s Affordable Housing Centre, w[lich helps create new affi)rdable housing, inc]ujrlijjrental lwusiqg, for projects that do riot rely on Weral subsidies, by oTfuing assistance such as Seed Funding,, and Proposal Development 117unding. (7,N11 IC conlribules to dw stability ofthe housing finance systasnnn by providing moillgqkre loan insurance, across t1le Country, including in those markets that are less smed by the private sector. CmHC offers mortg-age hall insurmice with greater financing flexibilities, includingjoan-to value rutics 017UP, (0 95% and mduced prellaimns, The'sefin xibilities are avai ab e fo�rL 110'W �01_d I I , aff 'Orble tnuld-unit residen-fial prolxrties, includingthow, funded. under the IAFI, for rental, rdire'nientand Iong-term care fiacilifies. The federal goverarnent also provides 11inding for hon aelessnoss through thin Hornelossnts,.', Partnering Strategy (1111)'i, administered by Employthe nt an(] Social Development Canada. 11.111S is a, coninrunity-based pragram a,imed at preventing and reducinghornelessness by providing direct support and fOnding to 61 designated, communities an ross Canada. I-'cononiieAction [)Ian 2013 aii,nounced $600 niilfion in funding to extend the HP S 1-br five years until, 2019, pith a 17ocus on the I.I0USi,n,g First upprouch. Taken t0gether, this bt,oad range of housing activities siipl,.)orts vulnenible Canadians, hom,cowners, renters, and thehoming sector, 1, hope this information helps aSSLITC Council that OUr (3yoveimment is, conimitted to affordable housing solutions and to assisting those in housing need. Thank YOU for writirig. yr,,,,,, The I lonourab I e C and ce Bergen,, 11.C., M. I L%C. Mr. Joe Preston, M.P. Elgin -Nfiddlesex—Lonclon 99 Frornand Irving Sent: Tuesday, December 02, 2014 10:28 AM To, Mark McDonald cc� 'Susan Gdoway' SubjecL County LandDivision Committee - Ay1rinerAppointee At the ,Aylm;er Town Council meeting held on December 1, 2014, Town Goltun cil considered the rt. frm the Cllerlk about various appointment$ to Boards and Committees,, Town Coundli took, the following action related to the, County Land Division Gommittee: 1=10=1 Moved by Depluty Mayor French and seconded by Councillor Oslach: That the followling actions, be taken with respect to the Report from the Clerk about appointments to Boards and Committeesas it relates to the County Land Division Cornmittee: Thatthe Clerk be requested to advertise to seek interested individuals who may, wish to sierve on the County, Land Division Committee. The mot[on is Carried. Town Council will consider submissions received at the me,e,ting to, be held on Ja,nul@ry 19, 2015, after which time I will advise you of the Town's appointee. Sincerely, Nanciie Irving Nancie J. Irving, CMO Clerk/Lottery Licensing Officer Town t' Aylmer 46 Talbot Street West Ayllrner ON N5H 1V Ph, 519-773-3164 Fax 519-765-11446 Ernafl p y!Ln c — , Uhis comm unicaliort is, confidenfial and may wrVain h1ormation that is privikeged, confider7fial and exwnpb t' 'r7 disclasure un'ol Privaq, Legislation, UnnulhorizM toe issftioly prof4biled If you hove ropeive,4 thl� lrr error, please notify the sender ireirnediulely by 100pho,00, Onel OpWe the mossage YA11houl rnaking a copy, 100 Begin fb�-warded message: From. SWIFT Date.- December 3, 2014 at 8:00:16 AM ES,r To.- Mark < " pui)cdon"'d " [gill "-CO , L , I , III - V.01 - I -.- CH> Sukiect: SWIFT Newsletter - New Canada Building Fund Update and Thank You to Outgoing Wardens Reply-T'o: Western Ontario Warden's Caucus lnic Vie v this �inaur SWIFT Network Newsletter browser, W I F SouthWestem b Integrated - Fibre . Technology lighted for the next stage in the funding application Ntil M 101 Canada Fund! The New Canada Building Fund has accepted SWIFT's project proposal and selected the project to move forward to the application phase for the Small Communities Fund Linder the New Building Canada Fund. SWIFT wino submit its final application to the Smafl Communities Fund on December 19th, 2014. We need your support! yt 777717 age, education, or where you work, you deserve access to nd. SWIFT is at a critical point where public support means more than ever for the future Success of the project, Please contact your local Councillor, Warden, Member of Proviinciai Parliament and/or Member of PariJament and let them know that you support affordable, open -access broadband for everyone - and that you support SVVIFTI Find out more about SWIFT and how you can support the SWIFT prpject from our partners frorn the aracl Join the digital convorsation or? and We look forward to meeting you! SWIFT Gains Momentum With the greenlight to proceed to the next stage in the funding process and the recent $10,000 supporting contribution from Grey Bruce Health Services, support for the SWIFT Initiative continues to grow. SWIFT's virtual presence -through and -continues to garner attention and support from interested citizens, businesses and organizations. 102 One of the important ways SWIFT is reaching out to people across Southwestern Ontario is through an online survey, that asks for feedback on connectivity and internet service across the region. Complete the survey and share it with your networks by following the link below: Thank you to outgoing Wardens for leadership, As new Councils are sworn in across the province, the SWIFT initiative would like to thank Our outgoing Wardens for their leadership and service and welcome Our new Wardens to their positions as local and regional leaders in Southwestern Ontario. In partiCUIar, the SWIFT initiative owes a great deal to outgoing Chair Duncan McKinlay (Town of the Blue Mountains/Grey County) for his tremendous contribution to the project. "The SWIFT initiative would not have progressed this far without Duncan's leadership," said SWIFT Staff Lead Geoff Hogan. "We are grateful for his service to SWIFT inrtiative and for all of his work in building support for a regional ultra high-speed fibre-optic network for Southwestern Ontario." In the interim, as new Wardens are elected to their positions and appointed to the SWIFT steering committee, please visit or contact Geoff Hogan or Sonya Pritchard, SWIFT Initiative 10 103 • Geoff Hogan - or 519- 376-2277 • Sonya Pritchard - or 619-941- 2616 19-941-2816 x2502 0 Share Tweet Forward The SWIFT biog is about sharing Your stories. Learn more about smart farming and how agricultural producers are using technology in their operations. Read more C Nt a Twitter Website SWIFT is'a project iNbatedl by the � Mastern Onta q Uprda �'Cauous ffl!2 , in pailrership with The Southwest E orom q Al to build an ultra high-speed fibre optic regional broadband network for everyone in Western Ontano. n e2xorn'" ci irn n Li w L u,"A' _mw swiftnetwqrL2a wgsubscrtap from this list 4 104 COUNTY OF ELGIN By -Law No. 14-28 "BEING A BY-LAW TO AUTHORIZE THE WARDEN AND THE TREASURER TO IYi1N:Z0PiTAIIatell 9;I:11111Y11LVA to] MaIa11:11:11LlI LVA I144[0]LlIBiel 4IfilZRM WHEREAS pursuant to Section 407 of the Municipal Act, 2001, S.O. 2001, c.25, as amended, the Council of the Corporation of the County of Elgin deems it necessary to borrow up to the sum of Fifteen Million Dollars ($15,000,000.00) to meet, until the taxes are collected, the current expenditures of the Corporation for the year; and WHEREAS the total of amounts previously borrowed under Section 407, that have not been repaid are nil; and WHEREAS the amount of the estimated revenues of the Corporation as set out in the estimates adopted for the current year and not yet collected (or, if the same have not yet been adopted, the amount of the estimated revenues of the Corporation as set forth in the estimates adopted for the next preceding year) is Fifty -Nine Million, Nine Hundred and Eighty - Eight Thousand, and Four Hundred and Seventeen Dollars. BE IT THEREFORE ENACTED by the Municipal Council of the Corporation of the County of Elgin: 1. THAT the Warden and the Treasurer or the Deputy Treasurer of the Corporation are hereby authorized on behalf of the Corporation to borrow from time to time, by way of promissory note, from the Bank of Montreal, a sum or sums not exceeding in the aggregate Fifteen Million Dollars ($15,000,000.00) to meet, until the taxes are collected, the current expenditures of the Corporation for the year, including the amounts required for the purposes mentioned in subsection (1) of the said Section 407, and to give, on behalf of the Corporation, to the Bank a promissory note or notes, sealed with the corporate seal and signed by them for the moneys so borrowed with interest at a rate not exceeding Prime per centum per annum, which may be paid in advance or otherwise. 2. THAT all sums borrowed from the said Bank, for any or all of the purposes mentioned in the said Section 407, shall, with interest thereon, be a charge upon the whole of the revenues of the Corporation for the current year and for all subsequent years, as and when such revenues are received. 3. THAT the Treasurer or the Deputy Treasurer is hereby authorized and directed to apply in payment of all sums borrowed pursuant to the authority of this By -Law, as well as all the other sums borrowed in this year and any previous years, from the said Bank for any or all of the purposes mentioned in the said Section 407, together with interest thereon, all of the moneys hereafter collected or received on account or realized in respect of the taxes levied for the current year and preceding years and all of the moneys collected or received from any other source, which may lawfully be applied for such purpose. 4. THAT this by-law takes effect and comes into force on January 1, 2015. READ A FIRST, SECOND AND THIRD TIME AND FINALLY PASSED THIS 11TH DAY OF DECEMBER 2014. Mark G. McDonald, Chief Administrative Officer. Warden. 105 lllllll1r /V0001 � ADDENDUM FOR THURSDAY, DECEMBER 11, 2014 - 9:00 A.M. Additional correspondence (see Orders Item #7(2) Items for Information): a) AMO Communications re: Ministry of Education Proposing New Process for School Closures (also attached PowerPoint titled "Pupil Accommodation Review Guideline (PARG) Consultations). b) Melanie Knapp, Corporate Administrative Clerk, City of St. Thomas re: 2015 Appointments — Dispute Resolution Committee. (attached) 2. PowerPoint titled "Accessibility Overview, Elgin County Council, December 11, 2014". (see Orders Item #12) (attached) 106 From: AMO Communications <cominunicite(d)aiiio.on.ci> Date: December 9, 2014 at 3:18:54 PM EST To: "niiTicdon�ild(G�elgili-CoLitlty,,gn.ca" —_ Subject: AMO Breaking News - Ministry of Education Proposing New Process for School Closures Ministry of Education Proposing New Process for School Clos!,!res • a new role for municipal governments in the Accommodation Review Committee (ARC) process; • a shift away from consideration of the impact of school closures to community well-being and the local economy toward a more exclusivc focus on student achi- -• • eduction in the duration and number of public meetings required for the Accommodation Review Committee (ARC) process; and, • provisions to consider school closings without an ARC. Please see the Ministry of Education overview of the proposed changes at:, Accorna-iodation Review GUidelirte PA- _RG "'onsultations. The Ministry will accept feedback up until December 18th, 2014. The new guidelines will be released in January 2015. AMO is analyzing the proposed changes and will submit feedback on behalf of the municipal sector to the Minister of Education, the Honourable Liz Sandals, about the revised guidelines. To provide your input, please e-mail Michael Jacek at AMO by Tuesday, December 16, 2014. 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V a O cn cn cn 0 c� E cn a) 0 `- = 0-0 0 .-: cn o 0 �� �-0 �� a) 0 >00 L O P O O > O � a)O _0 _ U OE cn a) cn +p i E O 0 N E +� p Q O U ^ O 0-0.E � a) c 0 a)U cn ca Q ca cn i 0 a) CO 'T� N N/� NV�/ L ry < O i--� a) O L E E U O a)cn U cn O O ON _0 U 0) N ry > O Q N cn a L O }' (� > O E XE 0 0 cn Q E }' O cn i O O O cn cn O U 0) N N O cn (� L a) (� m O Q 147"Mmaw404 LWAA9010 December 11 th, 2014 •VA02 St. Thomas, ON k3Z 5VI Office of the CAO/Cle�( P.O.Box 520, City Hall St. Thomas, ON N5P 3V7 Telephone:(519) 631-1680 Ext. 4122 Fax: (519) 633-9019 oy , ��' M= : 14111?131=1110'mmi �'� Dear Mr. McDonald: Please be advised that at the December 8th, 2014 meeting, Council of the Corporation of the City of St. Thomas appointed Alderman Jeff Kohler, Alderman Joan Rymal and Alderman Mark Tinlin to the Dispute Resolution Committee. • "I'll,•a I R I I 9 Paddon Street, N5R 5S8 631-6401 e-mail: jkohler@stthomas.ca 174 Lake Margaret Trail, N5R 0137 614-8897 e-mail: jrymal@stthomas.ca 14 Windermere Place, N5R 61-13 671-4554 e-mail: mtinlin@stthomas.ca If you have any questions, please feel free to contact me at the number above. Sincerely, LA C/c Alderman Kohler Alderman Rymal Alderman Tinlin 127 0 w El co N N O 4-) V •> V O Q Lr) L 4-J r -I Q ca N E+ -i>, . _0 � C:cn �' • — cn cn ca - • — � ca Ul) (.0 u ro 0 u 0 D Q J Q U N 1 0 6-4 El 0 1 sk v 0 un W cn V v) CL CL C� v) i 4-; 0 �V V Co 0 (Y) AW iLn 31 V 13 110 eallo011 ot AA ,i //"" 'S i 0 (Y) 0 4-) Lli O O N 0 4- O L� El E O 0- E E LU i n N 0 4—) Im co 4—J 4—) 4� V) L O O E w cr w oC E .0 Ca .0 E E O U C: .0 a--+ m E O I a� 0 a--+ L Q Q O a--+ fa U .C: E E O m ca E 0 a, U a A . . . . LO m N �U 0 C o a) +-j to E _ C: .2 t]A O cn ca U -E N U U fa o a .0 Ca .0 E E O U C: .0 a--+ m E O I a� 0 a--+ L Q Q O a--+ fa U .C: E E O m ca E 0 a, U a A . . . . 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