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March 28, 2006 Agenda ORDERS OF THE DA Y FOR TUESDA Y. MARCH 28. 2006 - 9:00 A.M. PAGE # ORDER Meeting Called to Order Adoption of Minutes - for the meeting of March 14, 2006 Disclosure of Pecuniary Interest and the General Nature Thereof Presenting Petitions, Presentations and Delegations 1st 2nd 3rd 4th 5th 2-18 6th Motion to Move Into "Committee Of The Whole Council" Reports of Council, Outside Boards and Staff 1) 2006 Proposed Capital Budget - (please see report at back of binder) 2) 2006 Proposed Budget - Highlights - (please see report at front of binder) 7th Council Correspondence - see attached 19-27 1 ) Items for Consideration 28-40 2) Items for Information (Consent Agenda) 8th OTHER BUSINESS 1 ) Statementsllnquiries by Members 2) Notice of Motion 3) Matters of Urgency 9th In-Camera Items (see separate agenda) 10th Recess 11 th Motion to Rise and Report 12th Motion to Adopt Recommendations from the Committee Of The Whole 41 13th Consideration of By-Laws 14th ADJOURNMENT I LUNCH WILL BE PROVIDED I April 5, 2006 - Elgin St. Thomas Municipal Association 16th Annual Dinner Meeting St. Thomas CommunitY0~entre - 6:00 p.m. Cocktails - 7:00 p.m. Dinner REPORTS OF COUNCIL AND STAFF March 28, 2006 Staff Reports - (ATTACHED) 3 Ambulance and Emergency Services Co-Ordinator - Media Points and Fire Chief Grant's Flood Presentation Main Points Memo's 7 Manager of Road Infrastructure - 2005 Lower Tier Operations Cost Summary 13 Director of Engineering Services - Magdala Road - Chevron Warning Signs Director of Human Resources - Early Retiree Benefits (to be faxed out Friday) 15 Financial Analyst - 2006/2007 Community Support Services Proposed Budget Director of Engineering Services - Mammoet Machinery Transport for Presstran Industries Director of Financial Services - Ontario Budget - Roads & Bridges One Time Grant Director of Financial Services - 2006 Proposed Budget - Hightlights 2 REPORT TO COUNTY COUNCIL FROM: Larysa Andrusiak, Ambulance & Emergency Management Coordinator DATE: March 20, 2006 SUBJECT: Media Points and Fire Chief Grant's Flood Presentation Main Points Memo's CORPORATE GOALlSl REFERENCED: To Recognize and Seize Opportunities for Improvement INTRODUCTION: Attached are two Memo's regarding the subjects highlighted above for Council's information. DISCUSSION: Shortly after the February 2nd presentation by Fire Chief Grant of Peterborough regarding their recent flood emergency I staff was requested to put together some primary points from the presentation for Councillors quick reference. In follow up to the Media Session offered in late November at the OPP Headquarters, staff has prepared a Memo highlighting main media communication points for Council's reference and information. CONCLUSION: In keeping with the recently adopted Corporate goals, in particular the one referenced above, the attached Memo's are provided for Council's information and reference. RECOMMENDATION: That this report and attached Memo's be accepted and filed as information only. Respectfully Submitted ~ c- (1~~ La~ndrusiakl Ambulance & Emergency Management Coordinator Approved for Mark cDonald Chief Administrative Officer MEMORANDUM DATE: March 10,2006 TO: COUNCILLORS FROM: L. ANDRUSIAK, AMBULANCE & EMERGENCY MGT. COORDINATOR SUBJECT: Media Points from Emergency Mgt. Perspective In addition to the Media Session that was offered in late November at the OPP Headquarters, the following are some helpful media communication points obtained as part of the Canadian Emergency Preparedness College EOC Course for your use and information. Communication Obiectives: Provide relevant information to the public Present positive images of the response Questions to ask vourself: Who are the target audience groups? What are their concerns? What is my position/core statement considering the situation? How can I assist the emergency response team? Developina Kev Messaaes Target audiences: Target Audiences' concerns: Communication objectives: Position/Core Statement:(can be taken from mission statement) Positive responses to concerns: Deliverina Kev Messaaes Consider words (power words, simple language), tone of voice and body language. Listen to the question. Acknowledge/address question Refute/correct as necessary Remain gracious, calm and courteous Use bridging phrases to get out your message. 15 - 30 second "sound bites". BRIDGING PHRASES: "I can't address that issue; what I can tell you is ..." "The real issue is ..." "That's a good question. Let me put things into context... " "That may be your view. As far as we are concerned... " "I don't want to speculate; what we know is ..." "I don't have the answer. What I do know is ..." Preparina for interviews: Understand communications objectives Validate available information Identify target audiences Develop key messages Identify predictable questions: who and what; where and when; Why? How and how much? Remember: Conversation is recorded Reporters have the last word Reporters can only use what you say There is no such thing as "off the record' Usina the Media Be message driven rather than question driven. Provide the information you can Avoid being defensive Be sincere Remember when dealing with the media "Perception is Reality". MEMORANDUM DATE: TO: FROM: February 14, 2006 COUNCILLORS L. ANDRUSIAK, AMBULANCE & EMERGENCY MGT. COORDINATOR SUBJECT: Seminal Points of Fire Chief Grant's Presentation - Peterborough Flood 1.Declare "State of Emergency" sooner rather than later. - Financial coverage through ODRAP begins upon declaration of emergency, not before. Municipal volunteers are also covered by insurance in declared emergency. 2. Brief local politicians throughout event. Have local politicians, with staff, deal with visiting politicians. - Must understand risk management; corporate policy; what message to get out; what not to say. 3. Set up Financial Services for emergency right away. - Keep records of expenditures; set up separate cost centres/ account numbers. 4. Ask Province Early for what you may need later on. Be as Specific as possible. Anticipate that you may need More than you think. - Use high profile individuals to get provincial organizations to adjust normal policies/procedures to facilitate efficient recovery. 5. Media is a huge job. - Plan to roll out information related to emergency operations quickly -stats, stories, pictures, what went right! what went wrong, long term plans. - Limit cell phone access and number distribution - buy 2 cell phones, give those numbers to media, keep those cell phones with those on duty. 6. Business Continuity for day to day operations must be early priority. 7. Plan for more than two Alternates for EOC members. Engage staffing assistance from neighbouring regions also for Evacuation centres, public inquiry, intake screening and core social service programs. 8. Staff Issues - they will need to know policies regarding time off, salary, overtime. - Overtime for staff covered by ODRAP; suggestion to put clause into HR policy now regarding non-union staff to be paid overtime in declared emergency, rather than dealing with the issue during emergency. 9. Set up Volunteer Office - to deal with volunteers; house separately from evacuees. REPORT TO COUNTY COUNCIL FROM: Peter Dutchak, Manager of Road Infrastructure DATE: March 15, 2006 SUBJECT: 2005 Lower Tier Operations Cost Summary Corporate Goal(s) Referenced: #6-To forge community partnerships, #7 - to provide innovative and collaborative quality service and #9 - To build and maintain an efficient, affordable, effective and safe transportation network that accommodates the diverse needs of our communities and is able to support economic development and sustainable growth. Introduction As directed by Council this annual report summarizes the local maintenance activities and cost expended in 2005 as provided by our lower tier municipalities. In 2001 Council amended the maintenance payment allocations for the lower tiers and payments are now based on the number of kilometers maintained and roads with higher traffic volumes receive more compensation. In 2002 the compensation formula was once again adjusted to reflect additional urban maintenance responsibilities. The compensation is also increased annually by the Consumer Price Index. The County inspects the road system quarterly and identifies any deviations from the County's Minimum Maintenance Standards and reports these to the municipality. The municipality is then requested to rectify the specific condition and sign and date when the work was completed and return the notice back to the County of Elgin. Discussion The following table examines expenditures per municipality and their surplus or deficit for maintenance activities during 2005 as they have reported to the County and are unaudited. Municipality 2005 Allocation 2005 Variance % of Number of Expenditure Allocation Kilometres (as reported) Spent Aylmer $ 14,320.09 $ 15,845.36 -$1,525.27 110.65 4.07 Bayham $ 314,850.88 $ 358,282.64 -$43,431.76 113.79 97.421 Central Elgin $ 449,277.57 $570,350.00 -$121,072.43 126.95 136.089 Dutton I Dunwich $ 311,193.61 $ 337,146.26 -$25,952.65 108.34 96.787 Malahide $ 481,031.54 $ 644,675.00 -$163,643.46 134.02 146.135 Southwold $ 348,640.70 $ 357,518.53 -$8,877.83 102.55 106.593 West Elgin $ 321,944.21 $ 325,277.00 -$3,332.79 1 01 .04 99.453 Totals $2,241,258.59 $2,494,749.79 ($367,836.19) 686.548 Road maintenance funding is allocated for the repair and maintenance of road infrastructure in order that it functions as it was designed and it is maintained at its current state. The County as part of its capital program, completes all improvements to the infrastructure. Municipalities can request capital improvements to reduce maintenance activities in identified areas. These projects are funded by the Capital Budget and in the Preventative Maintenance Projects Account in which $100,000 is allocated annually. The following table summarizes the total expenditures by each municipality for the last 8 years and the cumulative differences. Summary of 8 year (1998 - 2005) Maintenance Expenditures Municipality Total Amount Total Amount Total Total Spent OVER Spent UNDER Allocation to Number of Maintenance Maintenance Municipality Kilometers Allocation over Allocation over over last 8 the last 8 years the last 8 years years (as reported) (as reported) Aylmer $5,807 $80,054.91 4.07 Bayham $35,392 $2,380,981.62 97.42 Central Elgin $335,524 $3,316,295.40 136.09 Dutton / Dunwich $6,344 $2,475,305.61 96.79 Malahide $185,884 $3,490,523.62 146.14 Southwold $90,001 $2,696,256.02 106.59 West Elgin $137,223 $2,395,860.10 99.45 Total $617,216.00 $178,959.00 $16,835,285.28 686.55 Collectively, the municipalities overspent their allocations by $438,257 (or by 2.6%) since 1998. Over this period, the municipalities have been paid approximately $16.8 Million to maintain the County Road system. It is apparent from the table above that the allocations provided are reasonable since collectively the amount spent is within 2.6% of the total allocations. Some municipalities have been able to control their maintenance expenditures within their allocations and some municipalities have not. Staff is not aware of any extraordinary circumstances that would cause a municipality to have expenses above their allocation other than the level of service they provide or the efficiency in which they provide that service. As the level of service increases, so do costs. The municipalities who have spent below their allocations over the past 8 years have been able to provide a level of service above the Minimum Maintenance Standards and still remain on budget. The municipalities who have overspent during this time must be providing a level of service above and beyond the Minimum Maintenance Standards or are not as efficient in providing that service as their neighbours. Maintenance Activities The following is a list of maintenance activities, paid for by the County through agreement, that are required to be completed by the lower tiers: Descriptions of Activities Bridges and Culverts Bridge Washing Removal of obstructions / Brushing Minor repairs to structures Roadside Maintenance Grass Cutting (one pass in Summer, two passes in Fall), Weed Cutting (per Weed Orders) Weed Spraying (2/3's of roads each year plus 1/5 of roads for Wild Carrot) Tree Cutting and Brushing Ditching / Berming (up to 30 metres) Drainage system repairs and cleaning (curbs, catchbasins, pipes up to 600mm diameter) Debris/Litter pickup, Removal and Burial of Dead Animals Surface Maintenance Cold Mix Patching Sweeping Shoulder Grading Spot Shoulder Gravel (30m length maximum) Washouts Winter Control Salting/Sanding, Plowing, Ice Blading, Patrolling, Standby Safety Devices Edge, Centreline Painting, Stop Blocks and Arrows Sign Repair/Replacement (if existing) Routine Inspections Guide Rail Repair/Replacement (if existing) Overhead/Supervision 5% Level of Service As stated, the County of Elgin has spent almost $17 Million in maintenance activities during the past 8 years. In addition, some municipalities have overspent their allocations thus adding to the total cost of County road maintenance for our taxpayers. Some municipalities have been able to work within their allocations and some have overspent. During the past 8 years, the cost for winter operations have nearly doubled as compared to the County's experience pre-amalgamation. Today, approximately two-thirds of the total maintenance allocation or $1.5 Million is spent annually for winter control on County Roads. The level of service provided for winter control is well above the Minimum Maintenance Standards required and reflected in the increased costs. The increase in winter control costs have negatively impacted other road maintenance activities. Although the lower tiers consistently meet and exceed the Minimum Maintenance Standards on County roads, other maintenance activities such as culvert replacements, ditching, berming, brushing and culvert flushing are being completed infrequently or not at all. These neglected activities are beginning to necessitate capital repair projects in these areas. In other words, maintenance activities that the County used to complete to preserve road infrastructure are no longer being completed, partly due to the increased cost of winter control activities. These neglected activities are causing existing road infrastructure to fail prematurely and necessitating more expensive capital projects. The County of Elgin does not direct the operations of any municipality and therefore has difficulty commenting on efficiency or value for maintenance dollar spent. The County only visually inspects maintenance needs quarterly and reports deficiencies on that given day to the municipality. If staff recognises a maintenance requirement that could pose a safety risk, the local road supervisor is notified and the issue is usually rectified quickly. Staff has however noticed that the level of service provided consistently exceeds the Minimum Maintenance Standards. As the level of service increases, so do costs. Annual Inflation Increases The County of Elgin increases the annual maintenance allocation by the October Consumer Price Index to reflect the increased costs due to inflation. For 2006 the increase is 2.6%. Staff reviewed various Bank of Canada price indicators (such as Energy and Transportation) and believe the overall CPI to be the best factor to use to adjust the annual payments. An Option- Equipment Rates As part of the reorganisation model, County road equipment was given to the lower tiers to offset some maintenance costs. Equipment rates within the allocation formulas were discounted to 50% to account for this equipment. This equipment is now 8 years older and either at or near the end of its service life. Consideration could be given to adjust this rate to a higher funding level. Equipment rates currently account for 20% of the maintenance allocations. As stated above, 50% of the MTO MRA-135 rates are currently being used. Council may wish to consider increasing this calculation to 75% of the MRA-135 rates, a figure more commonly used in similar jurisdictions. However, that would add nearly $230,000 to the County budget or roughly 1.5% to the levy calculation. To determine a new rate staff began with the last published MRA-135 rate for a common piece of equipment, a 6-ton tandem axle dump truck. The last published rate (1996) was $33.70 per hour and therefore at 50% equals $16.85. The allocations along with the equipment rate have been increased annually by inflation or by approximately 24% (assuming 2.2% annually) since 1997. Therefore, today, a rate of approximately $20.95 per hour is being used. If the current rate is increased by 50% to represent 75% of the MRA-135 rates, the new rate would be $31.43 per hour. In a 2004 survey conducted by OGRA the average hourly rate for this piece of equipment was found to be $31.54, therefore staff is confident that 75% of the MRA-135 rates is fair and reasonable. Staff believes that the present allocation, adjusted for inflation, should be adequate to cover costs. Certainly the eight year period of review supports that statement. Moreover, the County has experienced a mild winter in 2006 and that should translate into significant surpluses for municipalities who are able to reserve those surpluses for future years. In addition, municipalities do have options to control costs such as adjusting the level of service they are providing. A Principle for Funding This system has operated under the assumption that the lower-tier municipalities control costs and may retain any surpluses for purposes deemed fit by their councils. The understanding is that a fixed allocation is granted by the County and the service is designed around the funds available. Council should consider enshrining this principle in writing so that there is no confusion or misunderstanding of expectations. Conclusion Last year the municipalities collectively over spent their Maintenance Allocations by $367,836. Since 1998, the municipalities have collectively overspent their allocations by $617,216.00 (or by 2.6%). Winter control costs exhaust approximately two-thirds of the maintenance allocations, and therefore, maintenance budgets are typically exceeded when an above average number of winter storm events occur. Conversely, the 2005/06 winter season should reflect favourable winter control costs due to mild weather. The County has adopted a salt management plan in an attempt to reduce salt usage and thus winter control costs. Some municipalities are being more proactive than others using new technologies and techniques such as anti-icing and pre-wetting to increase efficiencies and reduce costs. The Elgin Maintenance Model has been operational for 8 years and almost $17 Million have been spent for road maintenance activities. Winter control activities cost approximately $1.5 Million annually. This is nearly double the cost as compared to the County's experience prior to reorganisation. The level of service provided has a direct correlation to the cost of this activity. Every municipality exceeds the Minimum Maintenance Standards and a decrease in the level of service provided can be accomplished while remaining above the minimum maintenance standards. Nevertheless, there seems to be an undercurrent of dissatisfaction with the current funding model. One option is to increase the MRA-135 rates to 75% to account for the ageing equipment transferred from the County. The rate adjustment will translate into a 10% increase to the maintenance allocations or $229,764.00 for 2006 representing an approximate levy increase of 1.5% to the proposed budget. Staff also recommends that the level of service provided by the lower tiers is closely observed to ensure expenditures do not exceed maintenance allocations. Some municipalities have been successful in ensuring their expenditures have not exceeded their allocations over the past 8 years and others have not. It is expected that a decrease in the winter control level of service will make funds available to complete any previously neglected maintenance activities in an attempt to prolong the service life of County roads and defer expensive capital projects. Recommendation THAT the lower tiers closely monitor the level of service they are providing to limit maintenance expenditures and to work within the approved yearly allocation, and, THAT, as a general funding principle, the yearly maintenance allocation not be exceeded given the latitude available for each participant to control costs and the level of service provided. RESRECTFULL Y SUBMITTED \Pf~~ Peter Dutchak Manager of Road Infrastructure APPROVED FOR SUBMISSION ~ Clayton Watters Directo nglneerlng Mark Mc Chief Administrative Officer REPORT TO COUNTY COUNCIL FROM: Clayton Watters, Director of Engineering Services DATE: March 15, 2006 SUBJECT: Magdala Road - Chevron Warning Signs INTRODUCTION The County of Elgin received a letter from a resident on Magdala Road, County Road 20, requesting the removal of Chevron signs at the posted curve in front of his residence. The County of Elgin responded to the resident outlining the logic for the installation of the chevron signs. Staff also forwarded information from the Ontario Traffic Manual that is used for the installation of chevron signs. , A report was presented to County Council on October 25, 2005 with the following conclusion, " That the report Magdala Road - Chevron warning Signs be deferred until a further Council meeting". DISCUSSION: County engineering staff reviewed the curves on Magdala Road and determined that the curve warranted a reduced speed advisory of 50 km/h. Staff placed reduced speed advisory tabs on all warranted curves on County roads with the exception of the two curves on Sparta Line, which now have street lighting. Since Sparta Line was deemed to be an urban area street lighting was an acceptable alternative to chevron signs. During the 2004 County Council road tour Magdala Road was reviewed for further review at County Council. The purpose of the Ontario Traffic Manual (OTM) is to maintain uniformity in the design, application and operation of traffic control devices and systems across Ontario that are consistent with the intent of the Highway Traffic Act (HTA). The OTM states that Chevron Alignment signs must be utilized if a location is rural in nature, or, the location is urban in nature and non-illuminated. Chevron warning signs are not required in urban, illuminated areas, since roadside features such as buildings and streetlights offer drivers ample indication of changes in horizontal road alignment. There are at least three options. Option one would be to reconstruct the curve, which would eliminate the need for the Chevron warning signs. The cost for the reconstruction is estimated at $125,000. The County would also require the purchase of land for the reconstruction of the road. Option two would be removing of the chevron signs and accept the liability. Finally, option three is status quo. CONCLUSION: The OTM suggests that Chevron warning signs are not required in illuminated, urban areas as surrounding features offer drivers ample indication of changes in horizontal road alignment. It should be noted that existing advance curve warning signs are still required at this location. Upon review of other available options, staff believes the best option is status quo or leave the present condition as prescribed by the OTM to remain consistent and to minimize the County's exposure to liability. RECOMMENDATION That the existing standard signage on Magdala Road, County Road 20, remain as is; and also, That a letter be forwarded to the to the residence on Magdala Road informing him of County Council's decision. Respectfully Submitted ~ r.:>f-' Clayton D. Watters Director of Engineering Services Approved for Submission ~oald0 Chief Administrative Officer 2006 FUNDING REQUEST @ Ontario BUDGET SUMMARY Ministry of Health and Long-Term Care Ministere de la Sante et des Soins de longue duree Recipient Number Service Provider Name 100931 Corporation of the County of Elgin Type of Budget: [t3] Base IDI Expansion [j] Enhancement EXPENDITURES/REVENUES 1. EMPLOYEE SALARIES AND WAGES (FORM 4) 2. EMPLOYEE BENEFITS (FORM 5) 3. STAFF TRAINING 4. BOARDNOLUNTEER TRAINING & RECOGNITION 5. TRAVEL 6. BUILDING OCCUPANCY 7. OFFICE EXPENSES 8. PURCHASED CLIENT SERVICES (FORM 9) 9. MEALS (Food Costs) 10. CLIENT SERVICE SUPPLIES/MEDICAL SUPPLIES & EQUIPMENT (FORM 7) 11. PURCHASED ADMINISTRATION SERVICES (FORM 8) 12. CENTRAL AGENCY CHARGES (FORM 10) 13. OTHER OPERATING 14. OTHER 15. EXPENDITURE RECOVERIES 16. TOTAL EXPENDITURES (Sum of Lines 1 through 15) 19. CLIENT FEES 20. REVENUES - OTHER (FORM 11) 21. MINISTRY BASE SUBSIDY REQUESTED (Sum of all 2(a) line 21) 22. ONE-TIME/NON-RECURRING SUBSIDY (FORM 12) 23. TOTAL SUBSIDY REQUESTED (Total lines 21 and 22) FORM 2 TOTAL BUDGET REQUEST (Includes All Services to be Funded) MINISTRY PROJECTED FISCAL ANNUALIZED APPROVED BUDGET ACTUAL 2006 2006 2005 2005 ~ ~ ~ ~ $ $ 91,880 $ 94,895 91,880 25,817 26,570 25,817 500 500 400 400 2,476 2,400 2,476 11,000 11,000 11,000 2,800 2,800 2,800 121,160 133,225 121,160 12,600 12,600 12,500 11,000 11,000 11,000 1,000 1,000 1,000 750 750 $ $ $ 297,340 281,383 281,383 17,600 17,600 17,600 $ $ $ 279,740 263,783 263,783 69,000 69,000 15,000 $ $ $ 294,740 332,783 332,783 ANNUALIZED - An annualized budget is one that relates to a level of approved services and related recurring operating costs for a full twelve month period of operation. FISCAL - A fiscal budget is one that relates to a level of approved services and related operating costs, including one-time costs, incurred during the twelve month period under review. The fiscal budget will be different from the annualized budget only when an agency expands or reduces approved services, introduces new services, is approved for a one-time project, or incurs one-time costs such as retro wage settlement, equipment replacement, office relocation, etc. $ 94,895 26,570 600 600 600 600 2,400 11,000 2,800 133,225 12,500 11,000 1,000 750 750 $ 297,340 17,600 $ 279,740 2006 FUNDING REQUEST CERTIFICATION OF APPROVAL BY ~ Ontario GOVERNING BODY Ministry of Health and Long-Term Care Ministere de la Sante et des Soins de longue duree Recipient Number Service Provider Name 100931 Corporation of the County of Elgin FORM 1 We certify that to the best of our knowledge, the information provided in this application is accurate and complete and is endorsed/approved by the Band Council/Municipal Council/Board of Directors. (Signature of Chief/Mayor/Reeve/Chairperson, Treasurer, and the Executive Director/Program Coordinator) Ch ief/Mavor/Reeve/Chai rperson Paul Baldwin, Warden (Name) (Signature) (Date) Treasurer Linda Veger, Director of Financial Serv (Name) (Signature) (Date) Executive Director/ProQram Coordinator Mark G. McDonald, Chief Admin. Officer (Name) (Signature) (Date) REPORT TO COUNTY COUNCIL FROM: Lisa Williamson, Financial Services DATE: 08 March 2006 SUBJECT: 2006/2007 Community Support Services Proposed Budget INTRODUCTION The County of Elgin receives funding from the Ministry of Health and Long Term Care, through a program known as Community Support Services, more commonly known as the Adult Day Program, for elderly clients in East and West Elgin. These funds are dispersed to the programs at Terrace Lodge and Bobier Villa. As well, the City of St. Thomas, who heads up the program at the Valleyview Home for the Aged, receives funding from the County program to provide services for the residents of St. Thomas and the Central Area of the County. Since the two programs share similar goals and a Program Co-ordinator, the delivery of this much needed service to the community is enhanced by our joint arrangement. With the help of the Program Co-ordinator, information is obtained for the completion of quarterly forms and the County's annual funding request. The ability to cut costs and to ensure that services are not duplicated remains a primary goal of the partnership that meets on a regular basis throughout the year. DISCUSSION: In consultation with the Program Co-ordinator and the Directors of Senior Services for Terrace Lodge and Bobier Villa, the budget for the 2006/2007 Adult Day program has now been formulated. This program is funded 100% through provincial funding and client revenues with no additional cost to the County. A request for additional funding for Terrace Lodge and Bobier Villa has been included in the budget package. If additional funds are found, and this request is granted by the Ministry, enhancements to existing programs could be established. Transportation for clients to and from our Terrace Lodge facility constitutes a large part of our budget for that end of the County. Bobier Villa continues to rely on the services of volunteers who offer transportation to our clients and are paid based on mileage only for their services. CONCLUSION: The proposed budget must now be forwarded to the Province for their approval with the appropriate official signatures attached. RECOMMENDATION: THAT the 2006/2007 Community Support Services Budget be approved; and THAT the Warden, the Chief Administrative Officer and, the Director of Financial Services be authorized to sign the Service Agreement and forward same to the Ministry of Health and Long-Term Care. i a Williamson Financial Services Respectfully Submitted ~~'~ Linda Veger ? Director of Financial Services c&d~)~khds Rhonda ooerts Director of Senior Services Terrace Lodge 2., )r:v,r,dLl W ~ Pat VanDevenne Director of Senior Services Bobier Villa REPORT TO COUNTY COUNCIL FROM: Clayton Watters, Director of Engineering Services DATE: March 23, 2006 SUBJECT: Mammoet Machinery Transport for Presstran Industries CORPORATE GOALS REFERENCED #6 to forge community partnerships, #7 to provide innovative and collaborative quality services #9 to build and maintain an efficient, affordable, effective and safe transportation network that accommodates the diverse needs of our communities and is able to support economic development and sustainable growth. INTRODUCTION Mammoet Canada Eastern Limited has been awarded the project to move three press components from Port Stanley to St. Thomas. The move is expected to occur during the first week of April 2006. DISCUSSION Mammoet Canada Eastern Limited will be moving three press components from the dock on the east side of the harbour in Port Stanley to Presstran Industries in St. Thomas on Burwell Road. The route has been approved by all four jurisdictions which is as follows: Main Street (Port Stanley, Central Elgin road system), Colborne Street (County road system), Sunset Road (County road system), John Wise Line (County road system), Centennial Road (County road system and Provincial road system) and Edward Street (St. Thomas road system). The proposed shipping dates for the move are April 3, 5 and 7. The inter-combo transporter (truck and doublewide 12-axle trailer) will be making return trips empty to Port Stanley on April 4 and 6. The County of Elgin solicitor has completed an agreement between Mammoet and The County of Elgin, Central Elgin and St. Thomas. Golder Associates has been retained to undertake the pavement assessment for the route for this agreement and a $300,000 damage deposit has been provided for any and all documented damages. Irrespective of the $300,000 deposit Mammoet is liable for any and all damages caused by the transporting of the heavy machinery. 1- Highlights of the agreement are: . Permit application fee of $2,000 per municipality. . Expense deposit of $20,000 to cover costs of pre moving, moving and post moving costs such as: staff time and outside engineering review. . Insurance of $10,000,000 and save harmless and indemnification . Notification to all other parties involved such as: emergency services, telecommunication companies, utilities companies. CONCLUSION Mammoet Canada Eastern Limited is moving three large press components for Presstran Industries in St. Thomas. The solicitor for the County of Elgin has drafted an agreement. Golder Associates has been retained to review the pavement assessment and to provide inspection services during the moving of the press components and after for an assessment of any damages. There are no costs to the County of Elgin in regards to this movement of machinery. RECOMMENDATION That the appropriate signing authority be authorized and directed to sign the agreement with Mammoet Canada Eastern Limited to move three large press components between Port Stanley and St. Thomas. Respectfully Submitted an~~ Approved for Submission Clayton D. Watters Director of Engineering Services 5 REPORT TO COUNTY COUNCIL FROM: Linda B. Veger Director of Financial Services DATE: March 24, 2006 SUBJECT: Ontario Budget - Roads & Bridges One Time Grant CORPORATE GOAL(S) REFERENCED: To ensure fiscal responsibility and accountability. To build and maintain an efficient, affordable, effective and safe transportation network that accommodates the diverse needs of our communities and is able to support economic development and sustainable growth. INTRODUCTION/DISCUSSION: The Provincial Government, in its 2006 budget released on March 23, 2006, announced funding directed to roads and bridges. The funding is in the form of an unconditional grant, however the intent is that the funds be spent on roads and bridges. The County will receive $2,053,333 and the lower tier municipalities will receive a total of $1,911,689 bringing almost $4 million into the County for improvements. The cheques are to be released by March 31st. With the short time frame since the announcement, staff requires more time to make a recommendation to Council on the use of those funds. Staff therefore recommends that the funds be set aside in capital and a report be presented to Council later. RECOMMENDATION: THAT the roads and bridges grant in the amount of $2,053,333, as included in the 2006/07 Provincial budget, be set aside in capital; and, THAT staff make a recommendation to Council on the use of those funds later this year. Respectfully Submitted ~~ Linda B. Veger Director of Financial Services /:; REPORT TO COUNTY COUNCIL FROM: Linda B. Veger Director of Financial Services DATE: March 17,2006 SUBJECT: 2006 Proposed Budget - Highlights CORPORATE GOAL REFERENCED: To ensure fiscal responsibility and accountability. INTRODUCTION/DISCUSSION: A number of changes to budget lines were accomplished within the 2006 proposed budget. Highlights of the budget are as follows: Lines 1 - 2: Supplementary taxes and taxes written off come directly from the municipalities. The amounts depend on such variables as changes to assessment. Interest income has been increased by $20,000 to more closely reflect the 2005 actual. The Health Unit is according to their approved budget. Lines 3 - 18 plus 20 - Operating departments: The operating departments have worked very hard at keeping their proposed budgets at a minimum increase. Overall, there is a small decrease in the total of the operating departments' 2006 budgets. Line 19 - Ambulance Services: The Province has announced increased funding for ambulance services with the total grant moving towards 50% funding. For 2006, staff have taken a conservative approach and added $350,000 to the provincial grant. These monies are shared between the City and County. This has reduced the ambulance budget increase to $50,658. If the Province increases the funding by more than the estimated $350,000, staff will report back to Council with a recommendation for the use of those additional funds. Lines 21 - City of St. Thomas: The City has been able to reduce its budget request for social service lines as compared to 2005. Lines 22 & 23 - Grants: As previously approved by Council. Lines 24 & 25: As budgeted in previous years. Line 26 - Rental Income: Shows the full year for both the ambulance stations. Line 27 - Property Assessment: As invoiced by MPAC. Line 28 - Capping: The County, being the banker, experienced a shortfall of $13,000 in 2005. Estimates for 2006 are approximately $15,000. For Council's information, these shortfalls will more than likely continue and may in fact increase each year. This is the imbalance in the capping regime. Line 29 - Tax Relief: This is the estimated County share. Lines 30 - Reserves: A number are unchanged from previous years. The $200,000 increase to WSIB is the amount deferred from 2005. In 2005 $200,000 was taken from the 2004 surplus to make up to the $500,000 required annually for WSIB. The pay equity reserve request has been reduced to zero. The balance in that reserve is sufficient for now. A new reserve for Terrace Lodge has been set up as requested by Council. Staff suggests $250,000 for 2006. A new reserve to smooth out the loss of OMPF monies has been set up in the amount of $100,000. Line 31 - Police Services: No cost to the County. Line 32 - Ontario Municipal Partnership Fund (OMPF): Grant as advised by the Province. Line 33 - Transfer to Capital: As recommended to Council, the budget request has been increased by 3%. Line 34 - Economic Officer: As approved by Council. Line 35 - Rural Initiatives Committee: As approved by Council - staff suggest $10,000. Line 36 - Other Income: No budget for this line. From time to time the County receives income that cannot be allocated to a specific department. The overall increase is proposed at $707,664 or 3.76%. The tax rate based on this proposed budget actually decreases by 7% due to the increase in assessment. Assessment overall has increased by 10.9%. Weighted assessment, the figure used to calculate the residential tax rate, has increased by 11.7%. Based on these numbers and taking a residential property assessed in 2005 at $150,000 the taxes will increase by: 2005 $150,000 X .577627 = $866.44 2006 $150,000 plus 11.7% = $167,550 2006 $167,550 X .537350 = Annual increase: $900.33 $ 33.89 or $2.82/ month. The 2005 surplus, Column 5, is $1,192,282. The amount of $370,186 moves into the 2006 budget request (Line 1 of the 2006 budget request) leaving an amount of $822,096. Staff suggests that, as in other years, a small staff committee discuss the surplus and bring forward a recommendation to Council later in 2006. CONCLUSION: This budget reflects restraint on the part of operating departments. This budget also reflects: . Increased ambulance funding from the Province . A new reserve in preparation of the future redevelopment of Terrace Lodge . A new reserve to soften the effect of the loss of OMPF grant monies . A new position - Economic Development Officer . Monies for the Rural Initiatives Committee to allow the committee some flexibility in their commitment to explore new possibilities for the County RECOMMENDATION: THAT the report titled 2006 Proposed Budget - Highlights and dated March 17,2006 be received and filed. Respectfully Submitted L~-::~ Director of Financial Services Approved for 'on CORRESPONDENCE - MARCH 28, 2006 Items for Consideration 1. Government of Ontario - with information concerning the Regulation 535/05 and the storage of ethanol-blended gasoline. (ATTACHED) 2. P.M. Madill, Regional Clerk, Durham Region, with a resolution requesting the Government of Ontario take action to remove unreasonable barriers in order to allow doctors to relocate practices in Ontario from other provinces. (ATTACHED) 3. Brenda J. Tabor, Deputy Clerk, Oxford County, with a resolution recommending that the TVDSB establish Advisory Councils composed of stakeholders from each County within the Board's jurisdiction to seek input regarding the content of the Board's draft five-year Capital Plan. (ATTACHED) 4. Deborah Bourque, National President, Canadian Union of Postal Workers, requesting support for public post offices and opposition to closures. (ATTACHED) @On rio On October 7th, 2005, the Government of Ontario filed Regulation 535/05, which requires that gasoline sold in Ontario contain an average of five per cent ethanol, on an annual basis, beginning January 2007. The regulation will provide air quality benefits, for example reduced emissions of carbon monoxide and benzene, a known human carcinogen. It will also reduce greenhouse gas (GHG) emissions by approximately 800,000 tonnes on an annual basis, which is equivalent to taking 200,000 cars off the road. Municipalities (and other owners/operators of fuel dispensing facilities) that do not already store ethanol-blended gasoline and plan on doing so should follow a few simple steps prior to their first delivery, to ensure fuel quality and safety. For more information about the regulation, best practices for storing/handling ethanol-blended gasoline, and other issues relevant to the regulation of ethanol in gasoline, go to www.ene.gov.on.ca/envision/ethanol/index.htm For more information about the compatibility of ethanol with fibre-reinforced plastic tanks and existing owner/operator obligations under the Liquid Fuels Handling Code, refer to the information provided by the Technical Standards and Safety Authority at http://www.tssa.org/regulated/fuels/default.asp Clerk.s Department 605 ROSSLAND RD. E. PO BOX 623 WHITBY ON L 1 N 6A3 CANADA 905-668-7711 1-800-372-1102 Fax: 905-668-9963 E-mail: c1erks@reoion.durham.on.ca '" March 3, 2006 Association of Municipalities of Ontario 393 University Avenue Suite 1701 Toronto, ON M5G 1 E6 RE: REMOVAL OF BARRIERS TO FAMILY PHYSICIANS, OUR FILE: POO-OO At their meeting held on February 15, 2006, the Council of the Regional Municipality of Durham adopted the following resolution: 'WHEREAS presently, there are thousands of family physicians treating patients in provinces outside of Ontario. These physicians have the ability to move between provinces, and open practices to see Canadians immediately in other provinces, except Ontario. AND WHEREAS Canadian family physicians, currently practicing in other parts of Canada, and seeing Canadian patients, wishing to move their practice to Ontario, cannot do so immediately. They must first receive medical licensure through one of the following criteria: 1) receive certification by examination of the College of Family Physicians of Canada (CFPC); 2) apply for a restricted license to practice with the understanding that certification by examination of the CFPC will be achieved within 3 years; or 3) apply for registration through practice assessment. Pat M. Madill, A.M.C.T., CMM I . . .. . Regional Clerk AND WHEREAS each of these cntena can take UP to one vear before the physIcian IS able to open a medical practice in Ontario. www.reoion.durham.on.ca AND WHEREAS in this time of a critical shortage of family physicians in Ontario, the Council of the Region of Durham, believes that Ontarians, including the half million living in Durham Region, are being prejudiced by these regulations. Family physicians, currently practicing in other provinces in Canada, are meeting unreasonable barriers to practice medicine in Ontario. THEREFORE BE IT RESOLVED THAT the Council of the Region of Durham requests the Government of the Province of Ontario to take immediate action to remove these barriers to family physicians who wish to relocate their medical practices to Ontario from other provinces; and THAT a copy of this resolution be forwarded to all municipalities in Ontario, the Opposition Parties of the Province of Ontario, the Federal Ministry of Health and the Ontario College of Physicians." Would you kindly forward this correspondence to all Ontario Municipalities, as per Council's recommendation. Thank you. ~ P.M. Madill, A.M.C.T., CMM I Regional Clerk PMM/dt c: Ontario College of Physicians Mr. Howard Hampton - Leader, New Democratic Party Mr. John Tory -Leader, Ontario Progressive Conservative Party The Honourable Tony Clement - Minister of Health and Minister for Federal Economic Development Initiative for Northern Ontario ~ ~.iilP"""'"' ., if, ('i1 Ai iff ..iI") "",i';~ ~ ~ fllI,/jLVf;;S,P t./ (X Or. l~'~/I ii/iy[j dJ ~ g'V'.owz'ng str.on~er. / t/l.O P fly '7'r II l~ oO.\YV' '.l.-/~.iiY{...,i C"" ., '[); " ".'~.... !" .,.-;'''''' Office of the C.A.O./Clerk p.o. Box 397, 415 Hunter Street, Woodstock, Ontario N4S 7Y3 Phone:519-539-9800 'Fax:519-537-3024 Website: www.county.oxford.on.ca MAR 1 3 2006 ~~lGiN ~:tERVICEa; March 10, 2006 Mr. Graham Hart, Chair Thames Valley District School Board 1250 Dundas Street, P.O. Box 5888 London, Ontario N6A 5L 1 Dear Sir: Please be advised that Oxford County Council, at its meeting held on March 8, 2006, adopted the following resolution: "Whereas, the Thames Valley District School Board recently approved a draft five-year Capital Plan prepared by the Board's administration, and Whereas, the Capital Plan has been submitted to the Ministry of Education for approval as the Board's submission to the Ministry's "Good Places to Learn - Renewing Ontario's Schools" program, and Whereas, the School Board is currently discussing options for consulting with their stakeholders regarding the content of the Capital Plan, Now Therefore, be it resolved that the Council of the County of Oxford recommends to the School Board that Advisory Councils composed of stakeholders, including elected municipal representatives, be established for each County within the Board's jurisdiction as well as the City of London as a key means of seeking the input of all residents of the District." ...2 Mr. Graham Hart Page 2 March 10, 2006 The Council of the County of Oxford would appreciate the School Board's consideration of its recommendation regarding the establishment of Advisory Councils with respect to Capital Plan consultations and will await a response on this matter. Yours very truly, _"t1 ---' qa~iL- ;;'u/J/L/'. Brenda J. Tabor Deputy Clerk Copy - Bill Bryce, Director of Education and Secretary, TVDSB - Warden Paul Baldwin and Members of Council County of Elgin - Warden Joanne Vanderheyden and Members of Council County of Middlesex - Mayor Anne Marie DeCicco and Members of Council City of London - Area Municipalities - County of Oxford - Ernie Hardeman, M.P.P, Oxford March 8, 2006 !At- ('- 4 ':) '.;;....."06 Ivi,l\~:{ ~ ~,.u To the Mayor and Council I am writing, on behalf of the 54,000 members of the Canadian Union of Postal Workers (CUPW), to update you on our campaign to stop plant and post office closures and thank you for your interest in the future of public postal service. Municipalities in all parts of the country have discussed and debated the subject of public postal service in council, written to us for further information and contacted members of Parliament. Over 800 municipalities have also passed resolutions calling on the minister responsible for Canada Post and the federal government to instruct Canada Post Corporation: 1. to stop the closure of the mail sorting plant in Quebec City and proposed closures elsewhere 2. to maintain, expand and improve our public postal network 3. to consult with the public, postal unions and other major stakeholders to develop a uniform and democratic process for making changes to Canada Post's network. I am pleased to tell you that Arbitrator Guy Dulude recently rendered a landmark decision in which he ruled that Canada Post must notify the union "as far as possible in advance" of technological changes such as closures. Unfortunately, this only applies to post offices and plants where CUPW members work. In such cases, the union undertakes to notify the elected officials of the area, including municipal councils, that Canada Post is seeking a closure. The Canadian Union of Postal Workers regards this as a victory and we would like everyone to know that their joint and singular efforts are helping build the momentum we need to stop closures. In addition to the resolutions passed, over 130,000 signatures on petitions were presented in the House of Commons to maintain the Quebec City sorting plant. Thousands of additional signatures on petitions will soon be presented in the House asking the government to maintain, expand and improve its network of public post offices. But we still have a lot of work to do to secure the future of post offices and the plant in Quebec City. An important step in this work is to let the new government know what the post office means to your community, the businesses that operate there and the people who live there. We therefore encourage you to write to the new minister responsible, Lawrence Cannon, stating your support for public post offices and your opposition to closures. You might wish to remind the minister that his colleague, JoseeVemer, member of Parliament for Louis-St-Laurent, took a strong stand against the Quebec City plant closure before and during the election, promising to review the decision if her party assumed power. Her promise was backed in the House of Commons by then Conservative postal critic, Brian Pallister. Mr. Pallister went so far as to say that the Conservative Party "opposes the decision." =CUP&SCFP~:22S We believe major decisions like the Quebec City plant closure and other changes to parts of the public postal network need to be transparent and democratic. That is why we must continue our efforts to obtain from the Government of Canada and Canada Post their plans for our public post office. That is why we must continue to press for a decision-making process that is open, accountable and inclusive of communities, their elected representatives and postal workers. Simply put, we all have a right to know what is being proposed and a right to be part of a fair, consultative process. We therefore request that your municipality once again make its voice heard on this important subject. Enclosed please find a sample letter to Lawrence Cannon, Minister Responsible for Transport, Infrastructure and Communities (Place de Ville, Tower C, 29th Floor, 330 Sparks, Ottawa, Ontario, KIA ON5) calling for a stop to plans to close postal facilities and outlining the necessity of transparent and democratic procedures, including the release of all strategic planning documents relating to the corporation's national network review and its overall plans for Canada Post. We would ask that you copy this letter to Moya Greene, President of Canada Post (Canada Post Corporation, 2701 Riverside Drive, Ottawa, Ontario KIA OBI) and the office of the Canadian Union of Postal Workers (377 Bank Street, Ottawa, Ontario, K2P 1 Y3). Please contact bklassen@cupw-sttp.org if you would like an electronic version of the letter to Minister Cannon. CUPW will do its part to ensure that we get the information we need to defend public postal service before it is too late. If our requests for information and input from Canada Post go unanswered, we will be taking additional measures to protect the integrity of our public postal system. Please contact our national office for any further information you require. Yours truly, W~ DI7LU.J''''-Z Deborah Bourque National President Canadian Union of Postal Workers Enc!. c.c.: National Executive Board Regional Executive Committees National Union Representatives Regional Union Representatives Specialists DB/bk cope 225 ..cUP&SCFP9!!Jl!'J?1\ Lawrence Cannon Minister of Transport, Infrastructure and Communities Place de Ville, Tower C, 29th Floor 330 Sparks Ottawa, Ontario KIA ON5 Dear Mr. Cannon: The municipal council of writes to express concern at the lack of clarity surrounding the future of our public postal service. As a Crown corporation, Canada Post is owned and operated for the benefit of the public, providing an equitable service, regardless of where people live. This municipality is aware of the vital role played by our public postal service in the economic and social well-being of communities, large and small. We therefore believe that businesses, individuals and municipalities have a right to know what plans Canada Post has for its national network. We also think that a full and inclusive consultation process should occur before plans are finalized or any restructuring changes made. We note that Canada Post did not apply such an approach to the decision to close the Quebec City sorting plant. Over 800 municipalities have passed resolutions calling for a stop to this closure and others. We wish to remind you that the Conservative Party promised in the autumn of 2005 to review the Quebec City plant decision if it formed the next government. We trust this promise will be kept. .../2 - 2 - In order to avoid further situations such as has occurred at the Quebec City plant and to open up the process in a democratic way, we request that, as the Minister responsible for Canada Post, you instruct Canada Post President Moya Greene to make public: · all strategic planning documents relating to the corporation's long term vision and plans for our public post office; · all documents relating to the review of the national postal network (as announced by Canada Post on July 14, 2005); · any other strategic planning documents that consider changes to our public postal service, including post offices, postal facilities and jobs. We further request that, as Minister responsible for Canada Post, you instruct the Crown corporation to continue the moratorium on rural post office closures (approximately 50 post offices have been closed since 2001), and extend this moratorium to urban post offices and plants. We would also like you to put an immediate halt to plans to close the plant in Quebec City. As well, we would like the corporation to consult with elected officials, including municipalities, the public, postal unions and other major stakeholders to develop a uniform and democratic process for making changes to our public postal network. We look forward to receiving information on Canada Post's plans and participating in a consultative process. This kind of information and input is vital if our public postal service is to meet the needs of communities in the twenty-first century. Yours truly, c.c. Moya Greene, President, Canada Post Corporation Deborah Bourque, National President, Canadian Union of Postal Workers Ibk cope 225 CORRESPONDENCE - MARCH 28. 2006 Items for Information (Consent AQenda) 1. Dave McAdams, President, St. Thomas-Elgin Tourist Association, with a notice of the Annual General Meeting on Tuesday, April 18, 2006 at 7:00 p.m. at the St. Thomas- Elgin Public Art Centre. (ATTACHED) 2. Community Transition Program Brant - Elgin - Norfolk - Oxford, News Release, re: Community Transition Program Sparks Over $350 Million in Potential Investments. (ATTACHED) 3. Paul Haggis, OMERS President and CEO, with an update on the new OMERS Act. (ATTACHED) 4. Hon. George Smitherman, Minister of Health and Long-Term Care, thanking Warden Baldwin and Council for their continuing effort and co-operation in working with the Ministry to improve Ontario's health care system. (ATTACHED) 5. Hon. Leona Dombrowsky, Minister of Agriculture, Food and Rural Affairs, thanking Councillors Wilson, Mcintyre and Warwick and Chief Administrative Officer, Mark McDonald, for the presentation of the County of Elgin's Rural Initiatives Committee brief at the ROMAlOGRA Conference in February. St. Thomas - Elgin Tourist Association ~ '~~,-' .'., "': " i'/"C) ~:E' ~ '~~y i':~~:: Nt':} March, 2005 MA:< 1 0 2006 Dear St. Thomas - Elgin Tourist Association Member, liVE SERVICES Re: Notice of Annual General Meetinf! - St. Thomas - Elf!in Tourist Association I am writing on behalf of the St. Thomas - Elgin Tourist Association Board of Directors to advise you of the following items of interest: 1. to invite you to attend the upcoming Annual General Meeting of the St. Thomas - Elgin Tourist Association. The meeting will be held on Tuesday, April 18, 2006 at 7:00 p.m. at the St. Thomas- Elgin Public Art Centre located at 301 Talbot Street in St. Thomas. 2. to advise you of agenda items, which will include: Year in Review, Marketing Plan, By-law Changes, Election of Officers and Financial Report. Any paid up 2006 member will be eligible to vote and stand for nomination. 3. to advise you of a suggested change to the bylaws as follows: ARTICLE I - NOTICE OF MEETINGS (I) The Annual General Meeting of the Association will be held within three (four) months of year-end, shortly after the Association's fiscal year end, the exact date to be determined by the Board. (please note, a full copy of the by-laws may be picked up at the STETA office at 545 Talbot Street, Lower Level, St. Thomas, should you require one prior to the meeting). The Board is eager to update our members on the activities of the St. Thomas-Elgin Tourist Association during the past year as well as share with you the proposed projects for the upcoming year. The business meeting will be followed by a light lunch so we would ask that you RS.V.P. to the office at 631- 8188 or toll :free at I 877 GO ELGIN on or before April II, 2006. We look forward to seeing you then and should you have questions regarding the above, feel free to contact the office. Sincerely, 1L~;n~ Dave McAdams, President St. Thomas-Elgin Tourist Association Copies to: Elgin County Council Members and County Staff City of St. Thomas Council Members and City Staff Elgin County Municipalities and Staff P.O. Box 22042,545 Talbot Street, St. Thomas, Ontario N5R 6AITelephone: 519 6318188 Fax: 519631-3836 Web site: www.elf!intourist.com Email: sightsee@elgintourist.com communityt.. ra siti PROGRAM BRANT... ELGIN... NORFOLK... OXFORD News Release For immediate release - March 10,2006 COMMUNITY TRANSITION PROGRAM SPARKS OVER $350 MILLION IN POTENTIAL INVESTMENT (In the tobacco growing communities of Brant, Elgin, Norfolk and Oxford Counties) The Community Transition Program (CTP) is a $15 million fund established by the Province of Ontario to assist the tobacco-growing communities ofthe Counties of Brant, Elgin, Norfolk and Oxford to move to a sustainable economic base. The CTP is contracted by the Ontario Association of Community Futures Development Corporations (OACFDC) and administered by the four Community Futures Development Corporations (CFDCs) located in the tobacco- growing region to encourage long-term, sustainable economic development. The following provides a snapshot ofthe CTP program activity as of March 1, 2006: . Applicants have submitted a total of 121 Pre-proposals to date. . These Pre-proposals represent CTP Grant requests in excess of $42 Million. . The projects propose business investment in the region in excess of$350 Million. . 7 projects have been approved for a total of just over $1.2 million. Page 1 of 2 The 7 projects approved by the Project Approval Committee of the Community Transition Program as of March 1,2006 are categorized as follows: Crop Diversification 3 $ 269,464 Large Scale Food Processing 1 $ 765,046 Manufacturing 1 $ 95,070 Tourism 1 $ 45,000 Alternative Crop/ Agri-tourism 1 $ 57,512 Total Approved Funding 7 $ 1.232.092 Related to the 7 projects awarded CTP grants are these Funding Principles: 1) They clearly demonstrated that their project would not negatively affect other businesses within the tobacco growing region. 2) They clearly demonstrated tangible, sustainable economic benefits such as job creation. 3) They clearly demonstrated that the projects will assist the communities in the tobacco- growing region to diversify. "The good news is that there are literally hundreds of people within the tobacco growing communities who are working on projects for a possible grant from the Community Transition Program (CTP)" says Regional Coordinator John Klunder. "The bad news is that the demand for CTP funding far exceeds the monies available". Asked if the CTP Program would be a success, John Klunder replied "Yes. The CTP has been a catalyst in getting projects started. Local entrepreneurs supported by the program are willing to undertake an investment risk to improve our economic base. Applicants are meeting with their accountants, discussing business plans with their families and taking positive steps towards diversification". Media Contact: John Klunder - Regional Coordinator (519) 426-6147 www.communitvtransition.com @ Ontario Page 2 of 2 MERS One University Ave. Suite 700 Toronto ON MSj 2P1 Tel: 416-369-2400 Fax: 416-360-0217 Toll-free: 1-800-387-0813 E-mail: c1ient@omers.com Internet: www.omers.com o March 1, 2006 MA.R - 6 2006 Mark G. McDonald Chief Administrative Officer County of Elgin 450 Sunset Drive St. Thomas, ON N5R 5Vl Ji\D~g~!~jt~l'RA11~r,~ ~~i:':iJ\,f'b.. .~~ ~ . . -1, W ttx.;, 41l"i,J;;;; ,,) j::.'d'~~ Dear Mr. McDonald, On February 23, 2006, Bill 206 (An Act to revise the Ontario Municipal Employees Retirement System Act) received Royal Assent. The new OMERS Act is expected to come into force in 2006. The new OMERS Act replaces the government as sponsor with a new OMERS Sponsors Corporation, whose Board of Directors will represent current and former employees who are members of OMERS and the municipalities and other organizations that employ them. The OMERS plan remains subject to the legal and regulatory framework applicable to registered pension plans. Our focus at OMERS on managing the Fund's investments and administering the plan will not change with the coming into force of the new Act. We will also continue with our investment strategy, which earned a return of 16 per cent in 2005. This is important because, over the long term, investment earnings account for approximately 70 per cent of the funding for OMERS pensions. In short, we remain committed to achieving superior returns to fulfill our pension promise and providing industry leading pension services to employers, members and retirees. Nothing in this legislation changes our mandate or obligation to administer the plan in the best interests of the members. OMERS is ready to work with the Sponsors Corporation to implement the new governance model and we are confident that we will all work together in the best interests of OMERS members. Weare preparing for the transition and while we do not yet know when Proclamation will occur, we expect that there will be no disruption to our pension service levels and investment business. Pensions are, and will continue to remain, secure. ...over - 2- I have enclosed a copy of a special notice that was recently distributed to all OMERS employers, outlining the key provisions of the legislation and what they mean in practical terms. Weare also sending similar information to active, retired and deferred plan members so they may be informed on the matter. As always, more information may also be found at our website www.omers.com. If you have any questions concerning the new OMERS Act and how it will affect you, please contact my office at (416) 369-2691. Alternatively, you may also contact Debbie Oakley, Senior Vice President, Corporate Affairs at (416) 350-6737. Sincerely, .~~ .l~.~~""'l . Paul Haggis OMERS President and CEO i<t-tiii~""""='~"~'-.'.".'-'-' date Employer U The new OMERS Act - What you should know Bill 206 (An Act to Revise the Ontario Municipal Employees Retirement System Act) was passed by the Ontario legislature on February 23, 2006. The Act will take effect upon proclamation, which is expected later this year. This legislation establishes a new and independent governance model for OMERS, gives employers and employees more control over the OMERS pension plan and introduces supplemental plans. The government also announced that the new governance model will be reviewed in 2012 to assess its fairness, accountability and efficiency. "The new OMERS Act adds independent governance to the solid foundation we have built over more than 40 years," said David Kingston, OMERS Board Chair. "We're ready to work with the Sponsors Corporation in the best interests of OMERS members." Here are the key provisions of the new Act, highlighting what doesn't change, what does and when. See page 4. OMERS pensions are strong and secure The current OMERS pension plan continues as a defined benefit pension plan, equally funded by employers and contributing plan members. With the new OMERS Act, current pension benefits and contribution rates do not change. The plan continues to provide guaranteed retirement income for life, including inflation protection and excellent survivor and disability benefits. OMERS focus will not change We continue to focus on managing the fund's investments and administering the plan. Our investment strategy, which earned a return of 16% in ZOOS, will not change as a result of the new Act. This is important because, over the long term, investment earnings account for approximately 700Al of the funding for OMERS pensions. Safeguards in place like all registered pension plans, OMERS is subject to laws that protect the rights of members and set investment limits to minimize risk to the pension fund. The new OMERS Act does not affect these provisions. Our pension services will not change In 2OOS, OMERS met or exceeded everyone of our pension industry service standards, and we work constantly to improve our performance in meeting the needs and expectations of members, employers and retirees. Those who pay for the plan make the key plan design decisions Essentially, the new OMERS Act changes the plan's sponsor. The Province of Ontario makes no direct contributions to the plan but, until now, made all final decisions on such things as plan design, benefit changes and appointments to the OMERS Board. The new OMERS Act replaces the government as sponsor with the .",'," ..'.........-.... '".. . . ...... :;, 'Independent governance builds on the solid foundation we have developed over more than 40 years. " We're ready to wor,kwith the', Sponsors Corporation in the best' interests of OMERS members. Davici Kingston Chaii-, OMERS Board new OMERS Sponsors Corporation, whose Board of Directors will represent the current and former employees who are members of OMERS, and the municipalities and other organizations that employ them. In addition to the Sponsors Corporation, the new OMERS Act continues the OMERS Board as the OMERS Administration Corporation, responsible for pension administration and investments. (See below.) Decision-making protocols The Sponsors Corporation will have the final say on important issues, including plan design and contribution rate changes. These types of dedsions will require a two-thirds majority of the Sponsors Corporation. If the Sponsors Corporation cannot agree on a proposed change, the new Act establishes transitional rules for the use of mediation and arbitration. During the transition period (that is, until the Sponsors Corporation passes a by-law or December 31,2009, whichever is earlier) the Act specifies additional dedsion-making rules for changes related to plan design, contribution rates, and funding reserves. The Sponsors Corporation has 30 days to either accept or reject, by a two-thirds majority, changes proposed in writing by a Sponsors Corporation member. Otherwise, the Sponsors Corporation can, by a 50%-plus-one majority vote, send the issue to mediation. The mediator then has up to 44 days after being appointed to report on the results of the mediation and make a recommendation on the proposed change. The Sponsors Corporation then has a further 30 days (from its first meeting Governance structure: Current 2 after receiving the report) to either accept or reject the recommendation, again by a two-thirds majority. Otherwise, a 50%-plus-one majority can refer the issue to arbitration and the arbitrator's decision is binding. The new Act also sets out rules that will apply to the Sponsors Corporation's use of mediation and arbitration after the transition period. Equal representation for members and employers Initially, both Boards will have equal numbers of member and employer representatives. In the future, the Sponsors Corporation will determine the composition of both Boards. For details, see page 4. New OMERS Act removes caps on pension formula The new OMERS Act removes the limits on the OMERS pension formula which used to be in the Municipal Act, 2001. Like other registered pension plans, any improvements in the formula continue to be subject to maximums under the Income Tax Act. Future changes to the pension formula will require Sponsors Corporation approval. Funding reserve required to stabilize rates The new OMERS Act includes a new requirement that contribution rates cannot be reduced, nor plan changes made, unless the plan is in a 105% funded position (assets are at least 5% more tl)an liabilities). This requirement does not apply to supplemental plans. Also, it does not apply to plan changes that do not increase liabilities by more than 1%, or those required for legal compliance. Supplemental plans for police, firefighters and paramedics Under the new OMERS Act, a supplemental plan must be established within two years for police offices, firefighters and paramedics. Supplemental pension plans are separately funded, stand-alone pension plans that will offer benefits not available in the current plan. (See page 3.) Who gets supplemental plans? An initial supplemental plan must be established within two years for police officers, firefighters and paramedics. ,.' '. . .'..... Governance structure: New ,OMERS Act ' Supplemental plan benefits must be negotiated Eligible employers and members would locally bargain their participation and the benefits offered. Only one benefit may be bargained initially. Subsequently, additional benefits can be bargained one at a time, at three-year intervals. Do paramedics get the same benefits? The new OMERS Act treats paramedics the same as police and firefighters. Because it does not change the terms of the current plan, however, the new Act does not automatically make paramedics eligible for a normal retirement age of 60. Under the current plan, a normal retirement age of 60 is available only to police officers and firefighters. A Sponsors Corporation decision would be required to amend the plan to extend this benefit to paramedics. Paramedics are still eligible for the other benefits provided in the police and fire sector supplemental plan, with the exception of the ability to retire early without a penalty when age plus credited service equals 80. The new Act clearly states that this benefit is contingent upon a member having a normal retirement age of 60. Will supplemental plans be offered to other members? The legislation also permits the Sponsors Corporation to establish supplemental plans for other OMERS members. Only those in supplemental plans pay for them Each supplemental plan will be funded by the contributions of the employers and employees who participate in that particular plan, as well as the investment earnings on those contributions. No assets of the current plan may be used to fund any benefits or other liabilities of a supplemental plan. Additional costs as a result of the new OMERS Act There will be start-up costs related to implememing the new governance model (for example, costs associated with establishing the Sponsors Corporation). At this point, it is not certain how these costs will be funded. We are assessing possible funding sources. There will be ongoing operating costs for the neW Sponsors Corporation. The new Act requires the Administration Corporation to reimburse the Sponsors Corporation for lawful expenses. The Sponsors Corporation may charge fees to active members and employers to cover its remaining expenses. These fees would be collected by the Administration Corporation. There will also be costs associated with the benefits of supplemental plans. In 200S, OMERS developed generic estimated costs for supplemental plan benefits and distributed them to stakeholders. Benefit costs for a specific employer are difficult to predict since the supplemental plans do not yet exist. The Ontario government intends to seek legislative approval to exempt supplemental plans from the solvency funding requirement in the Pension Benefits Act. This would have the effect of reducing the costs of these plans. What happens next? The new governance model will be implemented when the legislation comes into effect and the government appoints the members of both boards. More information Visit www.omers.com and click on Bill 206jOMERS Act (in the Quick Links section). You'll find an overview of the legislation, FAQs, a link to the complete text of the new OMERS Act, and other information. 3 New structure under the OMERS Ace Sponsors Corporation · Responsible for plan design, benefits and contribution rates (two-thirds majority required) · 14 voting members, initially appointed by the Ontario government for up to 1 year · From the first anniversary until the Sponsors Corporation passes a by-law dealing with its composition, CUPE (Ontario) representative has 3 votes; AMO's 2 representatives have 2 votes each; all other members have 1 vote each · Two Advisory Committees appointed by the Sponsors Corporation: an 8-member committee for police/fire/paramedics and a 12-member committee for other members and employers. · Association of Municipalities of Ontario · City of Toronto · School Boards (rotates between public and Catholic Boards) · Ontario Association of Police Service Boards 2 · Canadian Union of Public Employees (Ontario) · CUPE Local 79 and 416 (rotates between locais) . Police Association of Ontario · Other employers (rotates among representatives of other employers) 2 · Ontario Professional Fire Fighters Association · Ontario Secondary School Teachers' Federation · Other contributing members (rotates among other unions and associations) · Members receiving .Or entitled to a pension (rotates among organizations representing these members) Administration Corporation · Responsible for investment of funds, plan administration and services to plan participants · 14 voting members, initially appointed by the Ontario government, for up to 3 years. 'Transitional composition, subject to Sponsors Corporation by-laws. (Changes to Board composition can be made by Sponsors Corporation by-law and require a simple majority for changes to the Sponsors Corporation and a two-thirds majority for changes to the Administration Corporation.) \ Phone 416-369-2444 1-800-387-0813 ~ Fax 416-369-9704 1-877-369-9704 ~ Mail One University Ave. Suite 700 Toronto ON MSJ 2P1 ~ E-mail employer@omers.com (en fran~ais ou anglais) ~ Web www.omers.com e-access.omerS.com Disponible en fran~s Print ISSN 1499-3007 (Onfi".ISSN 1499-3015) Publications Mail Agreement No.: 40010368 4 Ministry of Health and Long-Term Care Office of the Minister Bureau du ministre ~ ~...,. Ontario Ministere de la Sante et des Soins de longue duree 10th Floor, Hepburn Block 80 Grosvenor Street Toronto ON M7A 2C4 Tel 416-327-4300 Fax 416-326-1571 www.health.gov.on.ca 10. etage, edifice Hepburn 80, rue Grosvenor Toronto ON M7A 2C4 Tel 416-327-4300 Telec 416-326-1571 www.health.gov.on.ca pwe' ~)--"1 ~:. EllfE< MAR 0 3 2006 MAR - a 21106 ~~l.,GtN ,~m~iN~STHffiW~~ SERVICES Warden Paul Baldwin The County of Elgin 450 Sunset Drive St. Thomas ON N5R 5Vl Dear Warden Baldwin: The McGuinty government has unveiled an ambitious health reform plan. I would like to thank you for your continuing effort and co-operation in working with my Ministry to improve Ontario's health care system. The success of our reform plan is dependent on our enhancement of resources to strengthen care in the community to relieve pressure on hospitals and improve health outcomes. To this end, I am pleased to approve a one-time funding of $38,073.00 for 2005/06 to assist Municipalities/District Social Services Administration Boards with the implementation of Mobile Computers in Emergency Medical Service's vehicles to provide digital mapping technology. Your one-time funding will be processed shortly. .../2 -2- Warden Paul Baldwin I would like to take this opportunity to again convey my sincere appreciation for the considerable contributions all members of your organization make in the provision of health services in your communities. Yours truly, ~ George Smitfierman Minister c. Honourable Steve Peters, MPP Elgin-Middlesex-London Norm Gamble, Chair, South West LHIN hc. Mr. Mark McDonald, Chief Administrative Officer Mary Kardos Burton, ADM, Acute Services Division Malcolm Bates, Director, Emergency Health Services Branch Dennis Brown, Senior Manager, Operations and Quality Management, EHS Jill Migliardi, Senior Field Manager, SW FO Angeline Selvadurai, Manager, Financial Planning, Reporting and Monitoring Ministry of Agriculture, Food and Rural Affairs Ministere de I' Agriculture, de l'Alimentation et des Affaires rurales Office of the Minister 77 Grenville Street, 11 th Floor Toronto, Ontario M5S 183 Tel: (416) 326-3074 Fax: (416) 326-3083 Bureau de la ministre 77, rue Grenville, 11" etage Toronto (Ontario) M5S 183 Tel.: (416) 326-3074 Telec.: (416) 326-3083 MAf? :2 7 ,;:006 t~ -~- ""-' Ontario 2 '2 Mr. Paul Baldwin Warden County of Elgin 450 Sunset Drive St. Thomas, Ontario N5R 5Vl Dear Mr. Baldwin: I would like to thank you and your delegation- Councillors, John Wilson, James McIntyre, and Graham Warwick; and County Chief Administrative Officer, Mark McDonald - for taking the time to meet with me. during the joint conference of the Ontario Good Roads Association and the Rural Ontario Municipal Association. I sincerely appreciate the opportunity to meet with delegations so I can gain a better understanding of the wide array of issues facing Ontario's rural and northern municipalities. I was pleased to learn about the Rural Initiatives Committee formed by the Elgin County Council to promote the viability of agriculture and rural affairs. I appreciate your concern for Ontario's farmers. The Ontario government remains committed to a multi-year strategy that will stabilize and strengthen the province's agricultural industry for the future. As you may know, our government is providing $125 million in immediate financial assistance to the farmers of this province. Through this investment in the future of the agricultural industry, we will provide $80 million for grain and oilseed producers to offset their losses on the 2005 crop; $35 million for producers of all edible horticultural crops to offset their past losses; and $10 million for an Ontario livestock and poultry traceability system to help our agri-food industry strengthen emergency management and capitalize on market opportunities. .../2 Ministry Headquarters: 1 Stone Road West, Guelph, Ontario N1G 4Y2 8ureau principal du ministere: 1 Stone Road West, Guelph (Ontario) N1 G 4Y2 Invite Ontario Home Invitez l'Ontario chez vous \~ ML Baldwin Page 2 The agricultural industry has stressed the need for both the federal and provincial governments to address the issues facing our fanners. While Ontario is willing to move forward with this strategy now, we require the federal government's participation as a full partner in years two and three to support our agriculture industry in the way it needs and deserves. I have contacted and personally met with the Honourable Chuck Strahl, Minister of Agriculture and Agri-Food and Minister for the Canadian Wheat Board, with regard to the most effective means of restoring stability and profitability to the fanns of Ontario and Canada. At our meeting on February 14, 2006, I outlined the Ontario government's proposal for stable, multi-year funding to carry Ontario's agri-food sector to the next federal-provincial-territorial agreement in 2008. I was encouraged by Minister Strahl's awareness of the challenges facing Ontario fanners, and look forward to working with him to address those challenges. Again, thank you for meeting with me. I commend you for taking the initiative to explore options to promote a healthier and stronger future for your municipality. Sincerely, ~{J~ Leona Dombrowsky Minister of Agriculture, Food and Rural Affairs c: The Honourable Steve Peters, MPP Elgin-Middlesex-London