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March 24, 2015 County Council Agenda PackageElgin uF,ar n 1 t ,yy ORDER 1st 2nd 3rd 4th ORDERS OF THE DAY FOR TUESDAY, MARCH 24, 2015 - 9 :00 A.M. Meeting Called to Order Adoption of Minutes — March 10, 2015 Disclosure of Pecuniary Interest and the General Nature Thereof Presenting Petitions, Presentations and Delegations DELEGATIONS: 9:00 a.m. 9:15 a.m. Lauren Millier, Millier Dickinson Blais with a PowerPoint presentation titled "Elgin County Economic Development Plan ". (attached) (also view staff report titled "Economic Development Plan Update 2015- 2018" on page 40) Nancy Reid, Meridian Planning with a PowerPoint presentation titled "Presentation of the Elgincentives Community Improvement Plan Framework" (attached) (also view staff report titled "Elgincentives: County -Wide Community Improvement Plan" on page 80) 10:00 a.m. Execute new OPP Contract — Note: Local Clerk's to attend. 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 (none) 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 Items (see separate agenda) 10th Recess 11th Motion to Rise and Report 12th Motion to Adopt Recommendations from the Committee Of The Whole 13th Consideration of By -Laws 14th ADJOURNMENT LUNCH WILL BE PROVIDED NOTICE: Deputy Warden for March Deputy Warden for April April 1, 2015 April 9, 2015 April 14, 2015 November 27, 2015 1 Councillor McWilliam Councillor Marr Municipal Association 25th Annual Meeting & Banquet — St. Thomas -Elgin Memorial Centre — 5:30 p.m. MP & MPP Luncheon — St. Anne's Centre - 11:30 a.m. County Council Meeting — 9:00 a.m. 2015 Warden's Banquet — Vienna Community Centre DRAFT COUNTY COUNCIL MINUTES Tuesday, March 10, 2015 The Elgin County Council met this day at the Administration Building at 9:00 a.m. with all members present except Councillor Jones (regrets). Warden Ens in the Chair. ADOPTION OF MINUTES Moved by Councillor Mennill Seconded by Councillor Currie THAT the minutes of the meeting held on February 10, 2015 be adopted. - Carried. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF — None. DELEGATIONS The Elgin Natural Heritage Inventory Mr. Jarmo Jalava, Director of Ecosystem Recovery at the Carolinian Canada Coalition presented a PowerPoint presentation outlining the activities of the Carolinian Canada Coalition including the conservation planning work that the organization has undertaken, the Elgin Greenway Conservation Action Plan and the Elgin Natural Heritage Inventory Project. It was noted that this work will compliment Elgin's Natural Heritage study which is required during its Official Plan update. Moved by Councillor Wiehle Seconded by Councillor Wolfe THAT the presentation titled "The Elgin Natural Heritage Inventory" from the Director of Ecosystem Recovery, Carolinian Canada be received and filed. - Carried. What Does It Cost to Live in St. Thomas & Elgin County Ms. Melanie Rowley, Youth Engagement Project Coordinator and Ms. Kellie Coelho, Manager of Health and Wellness, YWCA St. Thomas -Elgin presented a report to Council to increase awareness about the living wage in St. Thomas -Elgin County which is one of 10 communities in Ontario that has calculated what it actually costs to live in the area. Moved by Councillor Marr Seconded by Councillor Currie THAT the presentation titled "What Does It Cost to Live in St. Thomas & Elgin County" from the YWCA St. Thomas -Elgin be received and filed. - Carried. United Way Special Campaign Mr. Todd, President of United Way Elgin -St. Thomas with a presentation informing Council that the organization had fallen short of its 2014 fundraising goal. The organization plans to address this short fall by launching a special two month campaign designed to raise $100,000, by examining collaboration with the London - Middlesex United Way and through a community consultation process. The United Way will solicit feedback from the public at a community stakeholders meeting on March 25, 2015 from 1:00 - 4:00 p.m. at the St. Thomas Public Library. Mr. Todd invited Councillors to attend this meeting. 2 County Council 2 March 10, 2015 Moved by Councillor Currie Seconded by Councillor Mennill THAT the presentation titled "United Way Special Campaign" from the President of United Way Elgin -St. Thomas be received and filed. - Carried. Moved by Councillor Marr Seconded by Councillor Mennill THAT we do now move into Committee Of The Whole Council. - Carried. REPORTS Accessibility Training for Volunteers — Accessibility Coordinator The coordinator presented the report informing Council that provincial legislation requires the County to provide accessibility training to its volunteers and the steps that will be taken to provide this training. Moved by Councillor Martyn Seconded by Councillor Wolfe THAT the report titled "Accessibility Training for Volunteers" from the Accessibility Coordinator, dated February 19, 2015 be approved and the training plan be implemented. - Carried. HR Policy 4.80 — Staff Performance Appraisal Policy Update — Accessibility Coordinator The coordinator presented the report outlining the update made to the Staff Performance Appraisal Policy in order to accommodate the accessibility needs of employees with disabilities including individual accommodations plans. Moved by Councillor Currie Seconded by Councillor Marr THAT the report titled "HR Policy 4.80 — Staff Performance Appraisal Policy Update" from the Accessibility Coordinator, dated February 19, 2015 be approved and HR Policy 4.80 be so amended. - Carried. 2015 Non -Union Compensation — Director of Human Resources The director presented the report seeking Council's approval to implement a 1.9% wage increase for non -union staff. Moved by Councillor Marr Seconded by Councillor Mennill THAT Council approve a non -union economic adjustment of 1.9% effective on the first full pay period of 2015; and, THAT the necessary by -law be prepared. - Carried. 3 County Council 3 March 10, 2015 Makerspace Agreement for Library Branches — Director of Community and Cultural Services The Library Coordinator presented the report seeking Council's approval on policies, procedures and fees for use of the Makerspace equipment at the Aylmer Library and similar equipment that will be launched at other branches of the library as opportunities arise. Moved by Councillor Mennill Seconded by Councillor McWilliam THAT the Makerspace procedures and agreements of Elgin County Library be hereby approved. - Carried. 2015 Tour of Roads, Libraries and Homes — Director of Community and Cultural Services The director presented the report asking Council if they are interested in proceeding with a tour of Elgin County roads, library branches and long -term care homes and when this tour should be scheduled. Moved by Councillor Wolfe Seconded by Councillor Currie THAT staff organize a 2015 tour of County roads, library branches and long -term care facilities; and, THAT this tour be scheduled tentatively for June 3, 2015 and June 17, 2015. - Carried. Southwest Economic Alliance: Membership Renewal — General Manager of Economic Development The general manager presented the report recommending that Council renew its membership in the Southwest Economic Alliance (SWEA) for 2015. This will give Elgin County the opportunity to provide input into the development of an effective organization that will have a collective voice for the region. Moved by Councillor Marr Seconded by Councillor Mennill THAT Elgin County renew its SWEA membership for 2015 to be reviewed after one year to determine continued involvement in SWEA as described in the February 23, 2015 report; and, THAT the Warden and the General Manager of Economic Development be actively involved in the redevelopment of SWEA. - Carried. 2015 EDCO Awards — Marketing and Communications Coordinator The coordinator presented the report informing Council that Elgin County has been presented with an Economic Developers Council of Ontario Marketing Award of Excellence for the 2014 Savour Elgin /Elgin Arts Trail Discovery Guide. Moved by Councillor Currie Seconded by Councillor Wiehle THAT the report titled "2015 EDCO Awards" from the Marketing and Communications Coordinator dated February 23, 2015 be received and filed. - Carried. Council recessed at 10:19 a.m. and reconvened at 10:32 a.m. 4 County Council 4 March 10, 2015 Ontario Community Infrastructure Fund - Application Based Component Partnership Agreement (OCIF) — Director of Engineering Services The director presented the report seeking approval from Council to enter into an agreement with the Province of Ontario for $2 million in funding to install a new waterline on Dexter Line. Moved by Councillor Mennill Seconded by Councillor Marr THAT the Warden and Chief Administrative Officer be authorized and directed to enter into an Ontario Community Infrastructure Fund (OCIF) — Application Based Component Partnership Agreement with the Township of Malahide; and, THAT the Warden on behalf of Council issue a letter of appreciation to the Minister of Agriculture, Food and Rural Affairs. - Carried. Award of Tenders — Cold In -Place Recycling with Expanded Asphalt Material, Hot Mix Asphalt Paving, Microsurfacing, Asphalt Crack Sealing, Fibreglass Reinforced Chip Seal — Deputy Director of Engineering Services The deputy director presented the report seeking Council's approval to award six construction tenders. Moved by Councillor McWilliam Seconded by Councillor Mennill THAT Roto -Mill Inc. be selected for the Cold In -Place Recycling with Expanded Asphalt Material (CIREAM) Tender, Contract No. 6200 -15 at a total price of $1,247,702.50, inclusive of a $50,000 contingency allowance and exclusive of H.S.T.; and, THAT Walmsley Bros. Ltd. be selected for the Hot Mix Asphalt Tender (Part A), Contract No. 6220 -15A at a total price of $1,467,918.00, inclusive of a $25,000 contingency allowance and exclusive of H.S.T.; and, THAT Walmsley Bros. Ltd. be selected for the Hot Mix Asphalt Tender (Part B), Contract No. 6220 -15B at a total price of $1,814,344.00, inclusive of a $25,000 contingency allowance and exclusive of H.S.T.; and, THAT Duncor Enterprises Inc. be selected for the Microsurfacing (Type 3) Tender, Contract No. 6250 -15 at a total price of $458,505.50, inclusive of a $25,000 contingency allowance and exclusive of H.S.T.; and, THAT Niagara Crack Sealing be selected for the Asphalt Crack Sealing Tender, Contract No. 6090 -15 -09 at a total price of $166,000.00, exclusive of H.S.T.; and, THAT Norjohn Contracting be selected for the Fiberglass Reinforced Chip Seal Tender, Contract No. 6250 -15C at a total price of $126,651.00, exclusive of H.S.T.; and, THAT the Warden and Chief Administrative Officer be authorized to sign the contracts. - Carried. No Parking By -Law Amendment — Deputy Director of Engineering Services The deputy director presented the report recommending that Council approve an amendment to the No Parking By -Law in order to ensure sightlines are not blocked by cars parking at the Imperial Road and Lyons Line. Moved by Councillor Wolfe Seconded by Councillor Martyn THAT the No Parking By -Law be amended to include a section of Imperial Road from the south west property limits of Lyons Line, southerly for 53 metres; and, 5 County Council 5 March 10, 2015 THAT the OPP be notified of the establishment of this no parking zone. - Carried. Homes — West Elgin Community Health Centre (WECHC) Meals on Wheels (MOW) Contract 2015 -2016 — Director of Homes and Seniors Services The director presented the report recommending that Council sign a two -year contract with the West Elgin Community Health Centre (WECHC) to provide meals on wheels (MOW) to seniors in West Elgin communities. Moved by Councillor Marr Seconded by Councillor Currie THAT the current price of Meals on Wheels remain $6.50 for a 2 -year term, 2015 through 2016; and, THAT Council authorize the Chief Administrative Officer to sign the 2015 -2016 Meals on Wheels agreement with the WECHC. - Carried. Homes — Long -Term Care (LTC) Case Mix Index (CMI) Results for 2015 -2016 Funding — Director of Homes and Seniors Services The director presented the report informing Council of the results of the Ministry of Health and Long -Term Care's 2015 -2016 Nursing and Personal Care (NPC) funding, referred to as the CMI. Moved by Councillor Martyn Seconded by Councillor Currie THAT the report titled "Long -Term Care (LTC) Case Mix Index (CMI) Results for 2015 -2016 Funding" from the Director of Homes and Seniors Services, dated February 23, 2015 be received and filed. - Carried. Homes — Long -Term Care Service Accountability (L -SAA)- 2013 -2016 — Schedule D — Director of Homes and Seniors Services The director presented the report seeking Council's approval to sign the sign the Long -Term Care Service Accountability Agreement (L -SAA)- 2013 -2016 — Schedule D. Moved by Councillor Mennill Seconded by Councillor Wolfe THAT Council authorize staff to sign the Long -Term Care Service Accountability Agreement (L -SAA)- 2013 -2016 — Schedule D as requested by the Southwest Local Health Integration Network. - Carried. Homes — Long -Term Care Service Accountability Agreement (L -SAA) — Schedule E — Director of Homes and Seniors Services The director presented the report seeking Council's approval to sign the sign the Long -Term Care Service Accountability Agreement (L -SAA) — Schedule E. Moved by Councillor Marr Seconded by Councillor Currie THAT Council authorize staff to sign the Long -Term Care Home Service Accountability Agreement — Schedule E" for the Homes for January 1, 2014 — December 31, 2014. - Carried. 6 County Council 6 March 10, 2015 2015 Elgin St. Thomas Public Health Budget — Director of Financial Services The director presented the report outlining the budget provided by Elgin St. Thomas Public Health as approved by their Board on February 11, 2015. Moved by Councillor Marr Seconded by Councillor Currie THAT the report titled "2015 Elgin St. Thomas Public Health Budget" from the Director of Financial Services, dated February 24, 2015 be received and filed. - Carried. Elgin Federation of Agriculture (EFA) Tax Ratio Letter — Director of Financial Services The director presented the report recommending that Council receive and file the EFA's letter requesting the tax ratio on agricultural properties be reduced. Moved by Councillor Mennill Seconded by Councillor Wiehle THAT the report titled "Elgin Federation of Agriculture (EFA) Tax Ratio Letter" from the Director of Financial Services, dated February 24, 2015 be received and filed. - Carried. January Budget Performance — Director of Financial Services The director presented the budget comparison for the County for January 2015 with performance of $63,000 favourable. Moved by Councillor Marr Seconded by Councillor Wolfe THAT the report titled "January Budget Performance" from the Director of Financial Services, dated February 25, 2015 be received and filed. - Carried. Expense and Convention Reports HR Policy — Director of Financial Services The director presented the report recommending that Council approve the removal of reporting forms from HR Policies 10.40 and 10.60 as these forms are purely administrative and are subject to periodic change. Moved by Councillor Martyn Seconded by Councillor Currie THAT HR Policies 10.40 and 10.60 be modified to remove the reporting forms from the policy. - Carried. Council and Outside Boards Remuneration and Expenses — Senior Financial Analyst (Addendum Item) The senior financial analyst presented the report summarizing the remuneration, mileage and expenses for Council and Outside Boards for 2014. Moved by Councillor Marr Seconded by Councillor Wiehle THAT the Treasurer's Statement of Remuneration and Expenses for County Council for 2014 be received and filed by Council; and, 7 County Council 7 March 10, 2015 THAT the Treasurer's Statement for Remuneration and Expenses for Outside Boards for 2014 be received and filed by Council; and, THAT the report titled "Council and Outside Boards Remuneration and Expenses" from the Senior Financial Analyst, dated February 20, 2015 be received and filed. - Carried. CORRESPONDENCE Items for Consideration 1. E. Anne Hiscock, Manager — Green Lane Landfill, Solid Waste Management Services Toronto requesting Elgin County representation on the Green Lane Landfill Public Liaison Committee (PLC). 2. Charlotte Gravlev, WOWC Administrative Coordinator requesting Elgin County representation on the SWIFT Steering Committee. 3. Stephen M. A. Huycke, Town Clerk, The Corporation of the Town of Aurora requesting endorsement of resolution regarding Bill 52, the Protection of Public Participation Act. The following recommendation was adopted in regard to Correspondence Item #1: Moved by Councillor Marr Seconded by Councillor McWilliam THAT the Corporation of the County of Elgin appoint Elsie Hutchings to represent Elgin County on the Green Lane Landfill Public Liaison Committee. - Carried. The following recommendation was adopted in regard to Correspondence Item #2: Moved by Councillor Marr Seconded by Councillor Wiehle THAT the Corporation of the County of Elgin appoint Councillor McWilliam to represent Elgin County on the SWIFT Political Steering Committee. - Carried. The following recommendation was adopted in regard to Correspondence Item #3 Moved by Councillor Marr Seconded by Councillor Mennill THAT correspondence Item #3 be received and filed. - Carried. Items for Information (Consent Agenda) 1. Roberta Gillard, Administrator, Elgin Federation of Agriculture with invitation to Warden Ens & Council to the Agricultural Awards Open House on March 28, 2015, 2:00 -5:00 p.m. at the CASO Building. 2. Ministry of Agriculture, Food and Rural Affairs with information on Workshops for Municipal Councillors & Volunteers. 3. Stacey Griffin, Executive Office Coordinator, South West LHIN with the Board Meeting Highlights from February 17, 2015. 4. Ontario Farmland Trust with poster regarding the 2015 Farmland Forum. 8 County Council 8 March 10, 2015 Moved by Councillor Martyn Seconded by Councillor Mennill THAT Correspondence Items #1 — 4 be received and filed. - Carried. OTHER BUSINESS Statements /Inquiries by Members The Director of Homes and Seniors Services informed Council that an agreement has been reached for a Medical Director for Elgin Manor and Bobier Villa. Councillor Marr thanked the Director and Deputy Director of Engineering Services for responding to resident concerns regarding crosswalk and stop light times in Port Stanley. He noted that further dialogue on this matter will be forthcoming. The Chief Administrative Officer informed Council that a liaison meeting between City and County Councils was proposed for April 9, 2015 from 5:30 p.m. - 7:00 p.m. at Fanshawe College. However, this was a tentative date and subject to change. Notice of Motion — None. Matters of Urgency — None. Closed Meeting Items Moved by Councillor Mennill Seconded by Councillor Marr THAT we do now proceed into closed meeting session in accordance with the Municipal Act to discuss matters under Section Municipal Act Section 240.2 (c); two items: a proposed or pending acquisition or disposition of land by the municipality or local board — Dexter Line Land Purchases; & Courthouse Proposal. Moved by Councillor Mennill Seconded by Councillor Wolfe THAT we do now rise and report. - Carried. - Carried. The Chief Administrative Officer provided a verbal update on the status of negotiations with Dexter Line landowners. The Director of Financial Services brought forward a proposition for land and property for a potential courthouse site from a private owner. Moved by Councillor Wolfe Seconded by Councillor Currie THAT the confidential proposal for a potential courthouse site dated February 10, 2015 be received and filed. - Carried. Motion to Adopt Recommendations of the Committee of the Whole Moved by Councillor Martyn Seconded by Councillor Wiehle THAT we do now adopt recommendations of the Committee Of The Whole. - Carried. 9 County Council 9 March 10, 2015 BY -LAWS Moved by Councillor Mennill Seconded by Councillor Currie THAT By -Law No. 15 -07 "Being a By -Law to Authorize Staff to Enter Into a Three Year Contract with LifeLabs for the Provision of Laboratory Services in Elgin County Long Term Care Facilities" be read a first, second and third time and finally passed. - Carried. Moved by Councillor Wiehle Seconded by Councillor Martyn THAT By -Law No. 15 -08 "Being a By -Law to Authorize the Execution of a Collective Agreement Between the Corporation of the County of Elgin and Canadian Union of Public Employees with Respect to the Corporation's County Library Employees" be read a first, second and third time and finally passed. - Carried. Moved by Councillor Marr Seconded by Councillor Mennill THAT By -Law No. 15 -09 "Being a By -Law to Provide a Schedule of Services and Activities Subject to Fees and Charges by the County of Elgin and to Repeal By -Law No. 14 -15" be read a first, second and third time and finally passed. - Carried. Moved by Councillor Wolfe Seconded by Councillor McWilliam THAT By -Law No. 15 -10 "Being a By -Law to Confirm Proceedings of the Municipal Council of the Corporation of the County of Elgin at the March 10, 2015 Meeting" be read a first, second and third time and finally passed. - Carried. ADJOURNMENT Moved by Councillor McWilliam Seconded by Councillor Currie THAT we do now adjourn at 11:37 a.m. and meet again on March 24, 2015 at the County Administration Building Council Chambers at 9:00 a.m. Mark McDonald, Chief Administrative Officer. 10 - Carried. Paul Ens, Warden. millierdicki Igin County conomic De Final Report Presentatio County Council ■ 1111 III EG 1 II Strategy Development Process VISION FORMULATION Elgin Economic Development Advisory Group • Diverse advisory team of municipal representatives, business and community leaders. Elected Officials • In -depth Interviews Elgin County Staff • In -depth Interviews Business /Community ONE on ONE Interviews Over 30 target interviews • Tourism representatives • Cultural representatives • Business representatives • Real estate developers • Agricultural representatives • Regional representatives • Local municipal es Working Sessions Strategic Priorities Workshop Jaw Economic Analysis • Current Economic Performance Growth and Investment Opportunities Creative Econo Assessment • Asset Mapping • Local and Regional Tren Analysis Literature Review • Scans of both local and regional documents 12 Updating the County of Elgin Economic Development Plan 2011 Economic Development Plan was a deliberate effort to be more innovative in the approach to economic development The plan recognizes that as a predominantly rural community, quality of place and attractive local amenities can draw talented people This in turn can attract business investment, whether manufacturing, agri- business, retailers or tourism operations Given the time that has lapsed since the last plan and marketing strategy coupled with changes in marketplace a refresh of the county's economic development efforts is warranted 13 Updating the County of Elgin Economic Development Plan In updating the 2011 plan, the County is focused on efforts that will assist with: Building a stronger tourism sector Supporting the revitalization of the region's downtowns Enhancing the marketing and promotion of the County Growing and retaining local businesses and attracting new investment in Elgin's key sectors Supporting local communities to become more `investment ready Building new partnership and collaboration opportunities with local and regional organizations. 14 Updating the County of Elgin Economic Development Plan The four goals of the plan are focused on building on the County's agricultural and manufacturing roots: Build Social Capital Enhance the Built Environment Develop Talent and Entrepreneurs Tell our Story The approach and framework remains relevant in the context of the local economy and input from key stakeholders 15 Updating the County of Elgin Economic Development Plan Our Current State Elgin's population continues to increase Need to consider how best to foster and support this growth Implications for housing, industrial and commercial land and buildings, quality of public spaces and downtowns Manufacturing is still a predominant sector in Elgin Despite employment losses, businesses are increasing Lack of serviced employment remains a challenge 16 tg- Updating the County of Elgin Economic Development Plan Our Current State Major shifts underway in agricultural sector Employment declining and number of farms on decline Interest in diversification, value added activities The County attracts entrepreneurs and small business 89 percent of all businesses employ less than 10 people Need a more effective response to BR +E findings 17 tg- Updating the County of Elgin Economic Development Plan Our Current State Creative businesses and enterprises provide economic stability 23 percent of employment in creative occupations Agri- business, tourism, commerce, industry and knowledge based industries Emergence of community based economic development Farmers markets, waterfront plans, downtown revitalization Growth of social enterprises and not for profit sector 18 lc- Updating the County of Elgin Economic Development Plan 2015 Strategic Priorities Improved support for local business Succession planning, e- marketing and financial planning Involvement of local municipalities in BR +E narrative Standardize approach to investment opportunities Revitalization of downtowns Focused attention on enhancing quality of place, and aesthetic appeal of downtowns Promotion of key commercial areas Introduction of revitalization toolkit 19 tg- Updating the County of Elgin Economic Development Plan 2015 Strategic Priorities Investment in local /regional infrastructure County and municipalities need to be responsive to the needs of business Inventory of serviced employment land is inadequate Broadband infrastructure is inadequate Lack of tourism infrastructure and investment including roofed accommodation Housing supply and choice dominated by older inventory 20 Updating the County of Elgin Economic Development Plan 2015 Strategic Priorities Improved marketing and promotion of regional assets Shifting marketing from print based to digital at the county and local level Need to mirror the work/investment of Southwest Ontario RTO Need to focus resources on attracting the visitor and investment that supports the local market Better engagement with senior levels of government, tourism providers, regional partners 21 lc- Updating the County of Elgin Economic Development Plan 2015 Economic Development Plan Update incorporates a Vision Statement that reflects desired outcomes for economic growth Places an emphasis on municipal involvement and collaboration in achieving these outcomes Relies on developing stronger partnerships with community and external stakeholders Assumes that Elgin County personnel will take a leadership role in the implementation of plan with ongoing input from the local municipalities 22 millierdicki Elg Presentation of the Elaincen wes Community rovement Play Fr • Project Initiation (October 2014) • Consultation (November 2014) — Municipal and Stakeholder Workshops — Community Survey • Background and Options Memo (December 2014) • Consultation with Ministry (January 2015) • Draft CIP - Statutory Document (January 2015) • Draft Vision and Implementation Guidelines - Non-Statutory (February 2015) 25 • A planning document that sets out tools and strategies for improving the built, economic, and social environment in defined areas. • Upper -tier municipalities in Ontario have the ability to participate in (i.e., contribute financially) to CIP programs adopted by local municipalities. • The County has prepared a County-wide Framework for community improvement planning that meets the requirements of the Planning Act. 26 Elgincentives Vision and Implementation Guidelines (Non - Statutory "Statement of Intent" endorsed by County Council) West Elgin Elgincentives CIP Dutton /Dunwich Elgincentives CIP Southwold Central Elgin Elgincentives CIP Elgincentives CIP Malahide Elgincentives CIP Aylmer Elgincentives CIP Bayham Elgincentives CIP Statutory documents prepared under the Planning Act and adopted by local Councils 27 • Purpose of the Elgincentives County Vision and Implementation Guidelines: — Convey the County's Vision for the Elgincentives CIP — Set out the County's intentions for: • administering the CIP, in partnership with the local municipalities; and • Providing funding for the financial incentive programs. • No Planning Act requirements 28 3 Key Messages about Funding the CIP: 1. A suite of eligible financial incentives will be determined and put into effect annually. 2. Elgin County will provide all funding for grants that are put into place annually. 3. The Elgincentives CIP includes provisions for the local municipalities to provide a portion of the funding for grants, should it be determined that there are resources available. 4. As part of the annual budgeting exercise, County Council will identify a budget for the County- funded portion of financial Incentives. 29 a. Key Messages about Administering the CIP: 1. An Elgincentives Implementation Committee will be delegated the role of reviewing and approving Financial Incentive Programs. 2. The committee will consist of senior staff from Elgin County who will primarily responsible for all administrative tasks. 3. Staff from the local municipalities will have representation on the Committee and will be responsible for reviewing financial incentive applications from their respective municipality. 4. Funding from Elgin County will be provided to the local municipality and not directly to an approved applicant. 5. The Elgincentives Implementation Committee' will also be responsible for: — Marketing the Elgincentives; and — Monitoring the results of the Elgincentives CIP. 30 Elg Application Submitted to Committee Application Reviewed by Committee Approved Applicant County provides Committee undertakes grant payment Makes Decision work /notifies to local Municipality 31 Committee upon completion Grant is Paid by local Municipality to Applicant Elgincentives CIP "Template ": 1. Meets statutory requirements of the Planning Act; 2. Establishes goals and objectives for community improvement; 3. Identifies a Community Improvement Project Area for each of the local municipalities; 4. Provides a set of financial incentive programs that may be put into place; 5. Describes a marketing plan and monitoring plan. 32 mcc Goals of the Community Improvement Plan cARCAR. CARARAC,A, To stii uiate econo Jc groih and iversification. A prove quality --rolacle: fGr RAZ" CAR 'Ica RA.,.-RABARRRA.R.R., 33 schedule 'C' Elg ncentives Community nprovement Flan County -wide Framework WAN* taws aim' Map IMemerft - • - 0 10 15 34 Elements of the Community Improvement Project Areas: • Agricultural Sub -Area • Settlements Sub -Area • Priority Areas — Lakeshore — Tourism Corridor 35 Schedule 'A. Municipality of Bayham Elgincentives CIP - Community Improvement Project Area and Sub -Areas Legend SuL -greas n a tida�raleap ua Other Map Elements - County Road �o \ \ \\ J. y as duo r xa1 i ' _-- ` �� \�... Schedule '13' Municipality of Bayham Com nunity Im- Community prov Project Area ails' Priority Areas Legend s Community .provement = Project Area P Areas Tuurism Curd, s rn ene hroe Nr Other Map Elements maiel ..n,nsls,ds oslna9nwsy Cal ss \ \ \ \ \� \ \ \ \� p Any Tax Increase Equivalent Grant for Major Projects Y C,M,T,O Y A,O C 50% of the municipal and /or 100% of the municipal and /or County portion of the tax increase _ County portion of the tax increase decreasing by 10% for a period of _ decreasing by 20% for a period of 5 years. 5 years. N Facade, Signage and Property Improvement Grant Y C,M,T,O Y A,O Facade: 50% of eligible costs to a max. of $5,000 (may increase to $7,500 if criteria are met) Signage: 50% of eligible costs to a max. of $2,500 (may increase to $5,000 if criteria are met) Property: 50% of eligible costs to a max. of $2,500 Facade: 50% of eligible costs to a max. of $10,000 Signage: 50% of eligible costs to a max. of $ $7,500 Property: 50% of eligible costs to a max. of $5,000 Y Building Improvement/ Restoration Grant Building Conversion/ Expansion Grant Energy Efficiency Retrofit Grant Y C,M,T,O Y A,O 50% of eligible costs to a max. of _ 50% of eligible costs to a max. of $8,000 $10,000 Y Y C,M,T,O Y $15 per square foot of converted A,O or expanded floor space, to a maximum of $8,000 Maximum value of the grant may increase to $10,000 Y C,M,T,O Y A,O 25% of the retrofit costs to a maximum of $7,500 Maximum value of the grant may increase to $10,000 Y Y Outdoor Art Grant Y — Must also be in Priority Area C,M,T,O Y A,O N/A 50% of the eligible cost of the improvements to a maximum of $3,000 Y Feasibility /Design Study Grant Y C,M,T,O Y 50% of the eligible cost of the A,O improvements to a maximum of $2,000 Application and Permit Fee Rebate Y C,M,T,O Y 50% of the municipal and /or A,O County portion of the eligible cost to a maximum of $2,000 Same Y Same Y Multiple Property Owner Bonus Grant Y C,M,T,O Y A,O Savour Elgin /Elgin Arts Trails Bonus Grant Y C,M,T,O Y A,O Y — Yes N — May not be combined with any other incentive C — Commercial Uses M — Mixed Uses T — Tourism - oriented commercial /service uses 0 — Outdoor recreation uses as designated in local municipal official plan Provided in addition to grants identified above, if criteria are met. 15% of the total value of the grant provided to each owner or tenant, to a maximum of $1,000 per owner or tenant. Provided in addition to grants identified above, if criteria are met. 15% of the total value of the grant provided to each owner or tenant, to a maximum of $2,000 per owner or tenant. 36 A — Secondary and agriculture - related uses accessory to existing farm operations N/A — Not available - Total value of all grants may not equal more than $15,000 ** - Total value of all grants may not equal more than $17,000 1. The Elgincentives CIP `template' will be modified/ developed into seven individual CIPs — one for each local municipality. 2. Local official plan amendments will be required (in most cases) in order to allow for the identification of community improvement project areas. 3. Local adoption in accordance with Section 17 of the Planning Act: • CIP is to be made available for public review and comment • Circulation to the Ministry of Municipal Affairs and Housing • Statutory Public Meeting under the Planning Act • Council Adoption 37 Thank you REPORTS OF COUNCIL AND STAFF March 24, 2015 Staff Reports — (ATTACHED) General Manager of Economic Development — Economic Development Plan Update 2015 - 2018 General Manager of Economic Development — Elgincentives: County -Wide Community Improvement Plan Senior Financial Analyst and ECUWSEC Chair — 2014 - 2015 Events Calendar Update Deputy Director of Engineering Services — Engineering Services for the Replacement of Brooks Bridge Deputy Director of Engineering Services — Reduced Speed Zone Request — Green Lane Landfill Director of Homes and Seniors Services — Medical Director Agreement — Bobier Villa and Elgin Manor Director of Homes and Seniors Services — Homes - Terrace Lodge Redevelopment Update Director of Homes and Seniors Services — Homes - Resident Quality Inspection Report Follow -Up — Terrace Lodge Director of Homes and Seniors Services — Homes - Policy Manual Review and Revisions — Administration, Nursing Sections A -G and Program and Therapy Services Director of Homes and Seniors Services — Homes - Long -Term Care Homes Quality Improvement Plan (QIP) 39 REPORT TO COUNTY COUNCIL FROM: Alan Smith, General Manager of Economic Development DATE: March 6, 2015 SUBJECT: Economic Development Plan Update 2015 - 2018 INTRODUCTION: In the County's approach to its economic development programming, the 2011- 2014 Economic Development Strategy emphasized using the value of place and of place- making in a community — from historic towns and villages to accessible waterfronts, culinary trails and farmers markets. The County's Economic Development department continues to build upon this approach through the updating of the 2011 document while recognizing the need to directly link the County's economic development planning and implementation efforts to the needs of its municipal partners. This report presents the updated economic development plan for Council's consideration which lays the framework for continued success through 2018 for economic development and tourism initiatives. DISCUSSION: The County of Elgin, as evidenced through its economic development and tourism programming has a unique quality of place, offering residents and visitors idyllic rural landscapes, historic towns and villages, agri- tourism and waterfront living, as well as a wide variety of recreational and cultural pursuits. This in turn has provided the County with a strong competitive advantage on which to attract investment, talent, future residents and visitors and supports the premise of Elgin as a creative rural economy. The 2015 economic development plan continues the approach of the 2011 strategy centred on driving economic development programs and actions through a creative economy lens. Like the 2011 document, the 2015 plan is supported by three pillars; Place -based development (place), Economic Gardening (enterprise), and cultivating creativity and talent (people). However, the 2015 plan, places more emphasis on community based economic development involving building local capacity, collaboration, and cooperation, particularly with the County's stakeholders and municipal partners. With input from the Elgin Economic Development Advisory Group (EEDAG) and municipal partners, four strategic directions were determined that would form the priorities for the updating of the County's 2015 plan: improve support for local business; revitalization of downtowns; investment in local /regional infrastructure (employment land, broadband, tourism); and improve marketing and promotion of local and regional assets. Taking these four strategic areas into consideration, the economic development strategy was updated containing recommendations incorporating short, medium, and long term priorities and articulates the partners required to move forward with the strategy's implementation. 40 The completed plan can be found in Appendix 1. The supporting background research and analysis is available upon request. It should be noted that a detailed marketing plan is currently being drafted that will support the actions contained in the economic development strategy. CONCLUSION: A review and refresh of the strategies and actions intended to guide economic growth in the County was undertaken with the completion of the County of Elgin Economic Development Plan Update 2015 — 2018. The County has developed a strong competitive advantage based on its brand and marketing of the County's quality of place. The 2015 strategy continues to build on this advantage. Recognizing that as a predominantly rural community, by developing quality of place and attractive local amenities, Elgin County can draw talented people, which in turn can attract business investment, whether manufacturing, agri- business, retailers or tourism operations. Having the department taking a more active role in community -based economic development will assist moving forward the strategic priorities that will enhance economic growth for the County and its municipal partners. RECOMMENDATIONS: THAT County Council adopt the County of Elgin Economic Development Plan Update 2015 -2018 as described in the March 6, 2015, report from the General Manager of Economic Development; and, THAT those recommendations from the County of Elgin Economic Development Plan Update 2015 -2018 that have financial and /or resource implications for the County of Elgin be considered through County Council's budgetary process. All of which is Respectfully Submitted Approved for Submission Alan Smith Mark G. McDonald General Manager of Economic Development Chief Administrative Officer 41 county of Elgin Economic Develo Update 2015 2018 Action Plan and Recommendations p February 2015 ment Plan gi� Contents 1. RE- FOCUSING OUR ECONOMIC DEVELOPMENT EFFORTS 1 1.1 CURRENT ECONOMIC DEVELOPMENT PLAN 2 1.2 TRACKING OUR PROGRESS 3 1.3 NOTES ON DATA 3 2. RATIONAL FOR UPDATING THE ECONOMIC DEVELOPMENT PLAN 4 2.1 OUR RECENT ECONOMIC PERFORMANCE 5 2.2 EMERGENCE OF COMMUNITY BASED ECONOMIC DEVELOPMENT 8 2.3 INTEGRATION OF TOURISM PLANNING AND DEVELOPMENT WITH ECONOMIC GOALS 13 2.4 SECURING A GREATER RETURN ON INVESTMENT 15 2.5 DEFINING INVESTMENT READINESS 16 3 SWOT ASSESSMENT 18 3.1 STRENGTHS 18 3.2 WEAKNESSES 19 3.3 OPPORTUNITIES 20 3.4 THREATS 20 4 STRATEGIC PRIORITIES 22 4.1 IMPROVE SUPPORT FOR LOCAL BUSINESS 23 4.2 REVITALIZATION OF DOWNTOWNS 23 4.3 INVESTMENT IN LOCAL /REGIONAL INFRASTRUCTURE 24 4.4 IMPROVED MARKETING AND PROMOTION OF LOCAL AND REGIONAL ASSETS 26 5.1 VISION, GOALS AND OBJECTIVES 28 5.2 ACTIONS AND RECOMMENDATIONS 29 GOAL 1: BUILD COMMUNITY CAPITAL 29 GOAL 2: ENHANCE THE BUILT ENVIRONMENT 30 GOAL 3: DEVELOP TALENT AND ENTERPRISE 32 GOAL 4: TELL THE COUNTY STORY 34 5.3 IMPLEMENTATION 36 APPENDICES Appendix A - Monitoring Report Appendix B - Background Review + Economic Analysis Appendix C - Marketing Plan Appendix D - Investment Readiness Tool -kit Compendium 43 gi� 1. Re- Deve Focu Iopme s ng Our Eco Efforts nt no c July 2006 saw the creation of the Economic Development and Tourism Services department in the County of Elgin. Along with a mandate to deliver economic development programming and services for the County, the new department also assumed the role of the former St. Thomas and Elgin Tourist Association (STETA) effectively taking the lead role for tourism development and marketing in the County. Since the creation of the Economic Development and Tourism Services Department in 2006, the County of Elgin has overseen the development of an Economic Development Strategy (2007- 2011), subsequently updated in 2011, a Tourism Development and Marketing Plan (2009), an Agri- Business Investment Attraction Strategy (2013), as well as the ongoing implementation of a business retention and attraction program. The department has also been actively engaged in promoting economic development and tourism opportunities in the County through its online presence, print material and attendance at relevant trade shows and conferences. Savour Elgin, the County's marketing initiative for culinary and agricultural tourism in Elgin, is the most noted of Elgin's marketing campaigns. The department is also participating in the implementation of the Elgin and St. Thomas Labour Force Development Strategic Plan and continues to provide significant ongoing financial support for the Elgin Business Resource Centre satellite offices located in Aylmer and Dutton. While the underlying economic conditions in the County and southwestern Ontario remain positive, changing global economic conditions and the 2008 global recession have had an impact on the area's economy in the form of lost investment and tax assessment and a decline in local employment levels. Manufacturing employment in particular, was dealt a significant blow with the closure of the St. Thomas Ford Assembly Plant in 2011. This decline followed a larger trend across the province due in part to the historic underinvestment in manufacturing operations, together with the high value of the Canadian dollar. While the Canadian dollar is now below par compared to U.S. currency, manufacturing in Ontario continues to underperform relative to North American peer states in terms of both output and employment. Despite these recent challenges, Elgin County as a whole has seen an increase in population growth with much of that growth occurring in Bayham, Central Elgin and Dutton - Dunwich. However, the loss of population in communities like West Elgin and Aylmer coupled with the overall decline in employment levels across the County must be viewed as a warning flag for the community and addressed to the extent possible by the County's economic development efforts. Given the time that has lapsed since the last economic development plan and marketing strategy coupled with the changes evident in the marketplace, a review and refresh of the strategies and actions intended to guide economic growth in the County is required. 1.1 Current Economic Development Plan Elgin County's current economic development plan (2011) was a deliberate effort to be more innovative in the approach to economic development. To this end, the plan recognizes the fact, that as a predominantly rural community, quality of place and attractive local amenities can draw talented people, which in turn can attract business investment, whether manufacturing, agri- business, retailers or tourism operations. This notion of `culture -led' economic development emphasizes the value of place and i�uf place- aking in a community — from historic towns and villages to accessible waterfronts, culinary trails and farmers markets. The County of Elgin, as evidenced through its economic development and tourism programming has a unique quality of place, offering residents and visitors idyllic rural landscapes, historic towns and villages, agri- tourism and waterfront living, as well as a wide variety of recreational and cultural pursuits. This in turn has provided the region with a strong competitive advantage on which to attract investment, talent, future residents and visitors and supports the premise of Elgin as a creative rural economy. The 2011 plan's intent of building on Elgin's agricultural and manufacturing roots continues to be the basis for economic growth in the County. FIGURE s — ELGIN CC'Ut ±'7 ;' ECONOMIC GF_VLF_C'PIL rt ±t7'PLr",f ±N f"20 BUILD SOCIAL CAPITAL • Develop civic pride • Enhanced networking 1 ENHANCE THE BUILT ENVIRONMEN • Fully utilize employment lands • Protect our heritage •Create engaging public spaces 1 DEVELOP TALENT AND ENTREPRENEURS • Strengthen linkages to research institutions •Support enterprise development • Engage in and reinforce life -long learning • Focus and target the message • Engage local leaders 45 gi� 1.2 Tracking our Progress As anyone who is familiar with economic development will appreciate, sustainable economic development is a complex undertaking and an ongoing process. Building a successful plan requires an understanding of how different aspects of a larger regional economy can interact to create local economic development opportunity, having the tools to leverage these opportunities and the sustained commitment to make it happen. This includes first and foremost, building and leveraging local capacity — a major theme in the 2011 plan, as well as the necessary resources including labour, location, capital, entrepreneurs and business composition. While there have been many successes associated with the 2011 Plan, several of the actions in the implementation plan are still ongoing and will require additional efforts or resources to be fully realized including the need for greater collaboration and input from local municipalities. The importance of tourism related activities to regional economic growth means it is also essential that the economic development plan better reflect the current tourism opportunities for the County and the ongoing efforts of both local and regional partners. Updating the County's current marketing activities and programming to more effectively leverage strategies and tactics that reflect best practices including the use of digital technology and social media is also a major consideration for updating the County's economic development plan. As part of the County's commitment to keeping local partners and external stakeholders informed of the progress and status of the economic development plan moving forward, a monitoring report will be prepared and shared. A similar report has been compiled for the 2011 economic development plan and 2009 tourism strategy, as part of the review of the implementation effort of these two plans. The results of this review are included in Appendix A. Ongoing efforts considered relevant to the 2015 economic development plan have been carried forward to ensure continuity. 1.3 Notes on Data This report has used a wide variety of data to support of the County's most recent economic performance. Every effort has been made to ensure consistent time series, and that the most recent data has been used where available. To this end the report has relied on available 2006 and 2011 population Census and National Household Survey data available for the County of Elgin, its member municipalities and the Province of Ontario. Business patterns data for 2008, 2012 and 2013 was obtained from Statistics Canada. Data obtained from the 2011 Census of Agriculture, Elgin- Middlesex- Oxford Workforce Planning and Development Board, OMAFRA EMS! Analyst Tool and Ontario Marketing Partnership Corporation's Consumer Insights Research Database has also been incorporated. 2. Rational For U Economic Deve pdating t pmen�t P lo he lan As noted previously, a critical consideration to the updating of the County of Elgin economic development plan is an understanding of the community's recent performance against a range of local and regional socio- economic indicators. Combined with an analysis of current and emerging business investment trends, input from the County's ongoing business retention and expansion (BR +E) program and an evaluation of the County's current marketing program, this information is used to inform a discussion of the County's economic performance and quality of place experience and the degree to which this can be further leveraged or supported for future economic growth. This analysis, together with input from select stakeholders, elected officials and senior staff from the local municipalities and an updated SWOT assessment (strengths, weaknesses, opportunities and threats) were then reviewed to determine the county's ongoing value proposition for the attraction of business, investment, tourists and residents to the community. The narrative that follows summarizes some of the key findings that emerged during this process. The appendices to the report provide a more detailed understanding of the range of issues and factors impacting economic growth in the County. Figure 2 illustrates the process for updating the County of Elgin economic development plan. F .113,t.gyRE' R "RATP1 (113,1(1,'m 113 t„ A NNING PRO (1,1111111111S S i p E worm Development Plan 1 gi� 2.1 Our Recent Economic Performance Since the adoption of the 2011 Economic Development Plan, Elgin County's economic development department has focused their efforts on activities and programming that support the four goals of building social capital; enhancing the built environment; developing talent and entrepreneurs; and telling the County's story. While it is always challenging to directly attribute improvements in a local economy to the implementation of an economic development plan, the County's recent economic performance efforts suggest that the County's economic performance, as a whole has improved since 2006. Elgin's population continues to increase Elgin experienced a moderate rate of population growth between 2001 and 2011. This was lead in part by the appeal of communities like Bayham, Dutton Dunwich and Malahide, which in turn has resulted in a median age of the population that is on par with the province. While the rate of growth in recent years has been tempered somewhat, this can be attributed in part to the impact of a global recession and the general decline of manufacturing across southwest Ontario. In particular, the closure of the St. Thomas Ford Assembly Plant in Southwold has had a dramatic impact on the growth of that community, but the impact can be felt across the region. The County's 2011 Official Plan projects that the County and St. Thomas will jointly experience an increase of more than 19% in their total population over the next 20 years (2031). This is a strong rate of growth for a predominantly rural area of the province and consideration should be given to how best to accommodate this opportunity including the need for additional housing, the demand for industrial and commercial land and buildings, and the quality of public spaces (e.g. waterfronts) and downtowns that support this growth. Manufacturing is still a predominant sector in Elgin Despite the general decline of manufacturing in Ontario, the manufacturing sector continues to dominate the local and regional economy with more than 17% of the local workforce employed in this sector. While a significant loss in manufacturing employment between 2006 and 2011 contributed to a drop in Elgin's total employed workforce, the number of manufacturing operations in the County is again on the increase, as evidenced by 2013 business patterns data from Statistics Canada. The result of the recent Manufacturing BR +E Survey also reinforces the strength of the County to attract and retain small to medium sized manufacturing operations. The majority of those businesses consulted suggested that they have plans to expand in the short term due to increase demand for their product which will require the hiring of additional staff. The current economic development plan (and other reports before it) highlights the lack of serviced employment land and suitable leasable industrial space, as a serious deterrent to the growth of the County's manufacturing base. However, an important consideration in the servicing of additional land (a municipal cost) is the need to provide the asset where demand is likely the greatest in order to see a timely return on investment. Currently, the majority of vacant employment land in the County is privately held which means the County and the local municipalities are not able to influence the pricing or the timing of development. In addition the County is restricted in its ability to purchase and service employment land. gi� It is also important to note, that future demand for employment land and buildings is likely to take the form of small, niche based manufacturing operations. This is likely to drive demand for vacant existing buildings rather than purpose -built greenfield development. Major shifts underway in agricultural sector The province's agriculture sector has a significant impact on the economic growth and stability of rural communities across Ontario. It has the potential to create employment, build the economy in rural communities and grow Ontario's Gross Domestic Product'. The impact in Elgin County is evident both in the number of people employed in agriculture and the number of businesses and diversity of the sector and the related supply chain. Currently, Elgin's agricultural operations include producers, processing and related food manufacturing. The sector is also seen a primary contributor to the growth of the region's tourism sector. As with other sectors of the economy, the integration of technology and need for economies of scale has contributed to the decline in the number of farms across Ontario and Canada. The 2011 Elgin County Agriculture and Labour Force Analysis Study completed by the Elgin - Middlesex- Oxford Workforce Planning and Development Board reported that the number of farms in Elgin County declined from 1,764 in 1991 to 1,489 in 2006, a decline of 15.6 percent. The 2011 Census of Agriculture suggests that this trend is continuing with a further loss of 143 farms since 2006. Also trending across Canada and Elgin County is the consolidation of small and medium farms into large farm corporations. The Agriculture and Labour Force Study consultation process revealed that most farmers have indicated the need to `go big' in order to profit from their farming operations. One of the reasons contributing to this is the low price received for their commodities. The Study showed average prices of major commodities received by Ontario farmers from 1981 to 2009 have not increased much from their 1980s levels. With little fluctuations in the price of many commodities, smaller farms have seen decreases in their total gross farm receipts while larger farms have been more profitable. Figure 3 illustrates the trend towards larger farms in the agricultural community. F QItl,.FRE ,3. TO pall M„ FARM fp AC"V,E':':A CM..ASSdF7CA nom E':'�'M„GI N COUNTY ,,Y 2001 no6 20'11 413 349 177 114 192 417 376 262 134 98 269 116 106 4 -41 1.0% -87 7 -43 -16 -18 -24.9% -24.3% -14.0% 152 157 -40 5 -20.8% 1 "(Rural Economic Development"' Ontario (Federation of Agriculture, http: / /www.ofa.on.ca/ issues / overview / rural- econormic- developrment.aspx 49 gi� 31 39 24 51 64 41 57 20 13 64.5% 2 16 5.1% 35 45 10 Source: 2011 Census of Agricullture 11 10 3 2 11 10 2 45.8% 10.0% 200.0% The County's 2012 Agri- business Business Retention and Expansion Report highlights the local interest in diversifying existing business operations and the move towards value added activities which may help to offset the trend towards larger farming operations. Emerging investment opportunities suggest the need for strategies that will attract people to farming careers and encourage supporting research and development opportunities around agricultural issues, processes and product development. In this regard, the County has acknowledged the need to continue strengthening linkages with nearby research institutions around key agricultural sector research opportunities. The county continues to attract entrepreneurs and small business While the local economy shows evidence of diversification, it is overwhelmingly characterized by small companies and enterprises that employ less than 10 people — a trend playing out through much of rural Ontario. In 2013, excluding the businesses consisting of the self - employed — themselves small enterprises — there were over 1,320 businesses in the County that employ 1 -4 people and a further 818 businesses that employ less than 10 people - almost 89 percent of all businesses. Recent data also indicates that the number of small businesses has continued to increase since the completion of the 2011 plan. Between 2008 and 2013 the total number of business establishments across the County grew from 4,987 to 5,680 (13.9 percent) with much of that growth occurring in Malahide, Bayham and Dutton Dunwich. It is important to note that both Alymer and Southwold lost businesses over this period, but likely for very different reasons. In Aylmer's case this is more likely to be attributed to the lack of available space to accommodate business expansion (and its proximity /boundary with Malahide), while Southwold was most directly impacted by the loss of the St. Thomas Ford Assembly Plant. To support future growth and investment in the County, it is essential to understand and support the needs of established small and medium sized businesses across all sectors of the economy. The 2011 economic development plan recognized the need to support local entrepreneurial growth and the County has subsequently provided financial support to the Elgin Business Resource Centre for the operation of satellite offices in both Dutton and Aylmer. The County's ongoing BR +E program is also providing insight and understanding into the needs of this element 50 gi� of the local economy which needs to be shared with the area municipalities and business community. It should be noted however, that the County is home to a number of larger scale business operations that could be more effectively supported through enhanced marketing and promotion activities. Creative businesses and enterprises provide economic stability The County's current economic development plan has been built around the emergence of a more integrated rural economy that supports a broad range of small -scale businesses, with notable strengths in agri- business, tourism, commerce and industry, knowledge based industries, and arts and culture enterprises — a so called `creative rural economy'. While much of the business and entrepreneurial activity takes place in the more urban areas of the region, business growth is increasing in homes and on farms; a trend consistent with the experience of many small urban and rural communities across the province. The 2011 National Household Survey data suggests that 23 percent of the total employed labour force in Elgin County are working at creative -based occupations. This is a slight increase over the 22.7 percent reported in the 2006 and the 21.3 reported in the 2011 economic development plan. This is particularly relevant given the impact of the 2008 global recession, as it implies a level of stability in the local economy despite the major economic upheaval that resulted from the recession. OMAFRA's EMS! Analyst Tool also suggests that Elgin County had 883 creative - based businesses operating as of December 2013, an increase of 18 businesses since 2008. Business support for these creative economy businesses and entrepreneurs is also strong. The Elgin Business Resource Centre supports a mixed -use business incubator (ICE Elgin Incubator) that has attracted trades, bio -tech industries, agricultural businesses, culinary arts and electronics businesses. A privately operated facility (Elgin Innovation Centre) is also providing flexible space options for business tenants and promoting the co- location of small business operations. The Elgin and St. Thomas Labour Force Development Strategic Plan has also identified business support to entrepreneurs and small business operations as a priority. One of the tactics in this regard will be to showcase local creative and emerging industry entrepreneurial success stories through job fairs and municipal websites. This is critical to building awareness and supporting small creative businesses. 2.2 Emergence of Community Based Economic Development The County has established a strong platform for regional economic development and building on the success of the 2011 economic development plan will be integral to moving forward. Elgin has a strong competitive advantage based on its brand and marketing of the County's quality of place characteristics but the economic and fiscal realities emerging at the local level highlight the need to more directly link the County's economic development planning and implementation efforts to the needs of area municipalities (e.g. downtown revitalization, waterfront development, business retention and attraction etc.). gi� The 2011 economic development plan was premised on a `Grow Elgin' model — an approach centered on driving economic development programs and actions through a creative rural economy lens. The plan is supported by three pillars; Place -based development (place), Economic Gardening (enterprise), cultivating creativity and talent (people). These pillars are intended to capitalize on the development of the characteristics of the new economy' that has emerged in Elgin County. 1""11G 1„J R E Chi A RA 4��mu. „� S. Tics ar, at„�I��IR VS TAIEF A /tSO/ tali :'C°N "; NCS /11 1)" Inexpensive place to do business was the key Attracting companies was key A high - quality physical environment was a luxury, in the way of attracting cost - conscious businesses Success = fixed competitive advantage in some resource or skill; the labor force was skills - dependent Economic development was government -led Industrial sector (manufacturing) focus Fossil fuel - dependent manufacturing People followed jobs Location mattered, especially relative transportation and raw materials Dirty, ugly and poor quality environment were common outcomes that did not prevent growth Connection to global opportunities was not essential Economy / / � iii p /i j Being rich in talent and ideas is the key Attracting educated people is key Physical and cultural amenities are key in attracting knowledge workers Success = organizations and individuals with the ability to learn and adapt Partnerships with business, government and non- profit sector lead change Sector diversity is desired and clustering of relation sectors is targeted Communication- dependent but energy smart Talented, well - educated people choose locations first, then look for a job Quality places with a high quality of life matter more Clean, green environment and proximity to open space and quality recreational opportunities are critical Connection to emerging global opportunities is critical Community based economic development has similar aims, but places more of an emphasis on building local capacity, collaboration and co- operation. The following concepts of community based economic development are important considerations for the 2015 economic development plan and represent opportunities to support the growth of a sustainable and creative rural economy at the local level. Placemaking in Economic Development gi� Placemaking is a community and economic development tool that attempts to capitalize on local assets to create appealing and unique places where people want to live, work and play. Unlike other economic development tools, Placemaking requires the support and participation of planning and economic development departments, and a re- thinking of land -use planning. Historically, being a low cost community was the key to attracting business investment. Many municipalities have waived development fees, frozen property tax rates and levied tax incentives such as tax increment financing, as a means to attract businesses and investment to their community. The challenge in today's economy however, is that businesses that want to locate in a community, want to do so in a timely manner, often require an increasingly skilled workforce, rely on the adoption and deployment of technology for their business operations including broadband infrastructure and need to know that local municipal services (water and sewer) can accommodate their business needs. They are also more likely to consider vacant buildings than vacant land. Consider the rapid growth of small businesses and entrepreneurs in the County and the types of demands they are likely to have in the selection of a business location. The attributes of a community however, is an important consideration in the attraction and retention of both businesses and workforce. The quality of a downtown, the quality and availability of housing stock, access to recreation and cultural amenities and community and retail services all factor into the decision making. Communities that ignore this, do so at their peril. For this reason, placemaking has taken on increasing importance for communities big or small, as a means to foster a stronger bond between people and the places they live and visit. This can be characterised as support for arts and cultural amenities, community gathering places, development of waterfront parks and trails, architectural design standards and historic preservation, or walkable streets. While there are a wide variety of elements and community assets in Elgin County that can contribute to the concept of placemaking, they are largely local in nature. Building local buy -in to a regional placemaking approach to support the growth of cultural tourism, inspire local business development and attraction and encourage residential development will be important to the County in its efforts to build a strong sense of place and ultimately a sustainable economy. The Growth of Social Enterprises The non - profit sector is being widely recognized as an important contributor to not only the health and wellbeing of communities, but also the local and provincial economies. Non - profits or often named `social enterprises' are businesses whose primary purpose is the common good. They use the methods and disciplines of business and the power of the marketplace to advance their social, environmental and human justice agendas. Social enterprises also represent an important opportunity for rural communities. They mobilize considerable assets in creative ways to serve community needs and contribute to overall quality of life. It is a way of meeting the needs within a community and generating added value that blends social, environmental and economic benefits. It is also an important element for creating vibrant communities with good jobs and strong community support. The Foundation for Rural Living recently completed a Rural Social Enterprise Project (RSEP) which highlights the predominant needs and issues inhibiting social enterprise investment and gi� growth. What they found were similar needs and issues to that of any entrepreneurial business (i.e. business models and idea development, support and funding, and lastly partnership development). The research also suggested that those organizations best positioned to support social enterprises were local community economic development departments and /or Community Future Corporations. There is considerable interest in the social enterprise model in rural Ontario and in particular, opportunities for Elgin County. As of March 2014, a total of 94 Ontario registered non - profit enterprises were operating in Elgin County2. In total 59,605 social enterprises are registered with the Province of Ontario3. The Arts and Cookery Bank, the farmers' market initiative along with other aspects of the region's local food movement are examples of the importance of social enterprise operations to the region's economy. Many local food initiatives are social collaborations that combine the interests of farmers, food security and anti - poverty activists, municipal economic development and tourism staff, food businesses, and health - related organizations. Given this diversity of interests building local capacity and networks is often essential for effective collaboration. Social enterprise development is also a form of employment within rural communities. The growth and expansion of social enterprises can turn significant volunteer hours at a non - profit organization into paid employment. Renewed Attention to Downtown Revitalization Downtowns play a significant role in supporting a community. They are a representation of the heritage and character of a community. The downtown is a reflection of a community's prosperity, image and pride. For a downtown to be successful and thrive, it needs to convey a positive image of the community, establish itself as a destination for residents and tourists, provide opportunities for a wide range of employment, foster a strong tax base, act as an incubator for business growth, create community meeting places, enhance the surrounding areas, and provide a feeling of community pride. An active and attractive downtown will leave residents and tourists with a positive feeling about the municipality. The concept of Downtown Revitalization emerged in the United States around a program known as The Main Street Initiative4. This program was developed in the late 1970's, by the National Trust for Historic Preservation, to help preserve the historic built environment by engaging in the preservation of historically significant areas and buildings5 at a time when many downtown cores were experiencing a trend of declining traffic and economic growth. Towns and communities have turned to the revitalization program to help position their downtowns as a thriving area for business while providing a safe and pleasant place to visit. 2 https: / /www. services. gov. on. ca / locations /serviceDetails.do ?locale =EN &id =11590 3 Lisp Of Ontario Non - Profit Corporations, Blumberg Segal LLP, March 20, 2014 4 The National Trust for (Historic Preservation. 2013. A Brief history of the National Trust. The Natural Trust for IHisporic Preservation. http://www.preservationnation.org/who-we-are/history.html 5 ibid x:i0P I /11f0P I /11 irrrp rriR triI program art.:,ttatE3c1 by vvith Its (40,631 tr) 1::6:1ttitivE3 changb3 to �:;;or /rr /uu.r/liti b >. 54 gi� The Ontario Ministry of Agriculture and Food and Ministry of Rural Affairs (OMAFRA) have adapted this model to create a product for Ontario communities. The program is based on the four point approach in the Main Street Initiative that includes targeted strategies for Economic Development, Marketing and Promotions, Management and Leadership, and Physical Improvements. Given the importance of the County's village cores and downtowns to both tourism development and business and resident attraction, a standardized regional approach /toolkit for downtown revitalization would be of great benefit to the county as a whole. In this regard, the economic development department can play a significant role in supporting local improvement and revitalization efforts. o a. policy Plat'? Ci(31/(91C)PrrIE317t, A Shared Approach to Services Shared service arrangements create opportunities for local governments to provide improved services and reduce costs. Such arrangements also may enable local governments to better identify and act on regional challenges and opportunities through shared decision making and service delivery structures (e.g. serviced employment land, water /waste water capacity and systems, recreational facilities, libraries etc.). This in turn can benefit local landowners and foster additional private sector investment. Local governments also benefit, as it allows continued independence and self- determination on the local matters combined with cost and co- ordination advantages on the issues that transcend municipal boundaries. Service sharing is a common practice among local public sector organizations and municipalities in Ontario and indeed Canada (e.g. Alberta, British Columbia and Newfoundland and Labrador). Out of 400 municipalities surveyed by the Ministry of Municipal Affairs and Housing in 2012, 369 municipalities share some form of services. Shared service agreements can be organized informally or formally and they can operate through different governance vehicles. Available best practices can help municipalities take stock of their needs, identify opportunities, plan, implement and evaluate new shared service arrangements6. Advice on overcoming concerns and sustaining agreements over the long term can also help to streamline the implementation process and ensure the future success of cost savings initiatives. Given the fiscal realities facing many rural communities, shared service agreements can be an important element to sustaining local services and ensuring long term financial stability. This is particularly true in Elgin County where there is opportunity to facilitate the servicing of much needed employment land thus providing options for the attraction of new business investment. While the County's role in this effort is limited, it can advocate for and support this local need by identifying and understanding the existing barriers to a shared service approach, as many municipalities may have little or no experience in this regard. The results of this investigation could be compiled in a tool -kit that includes: sample by -laws, dispute resolution, best practice inventory etc. 6 The Municipal Finance Officers' Association of Ontario (IVIIFOA) has produced a local guide to Shared Services for Ontario's Local Public Sector. The guide contains best practices and toolkits on the necessities and formalities around Shared Service Agreements between Ontario municipalities. The guide can be accessed through the following Zink - http: / /www.rmfoa.on.ca /crmis /views /encoded- d29ya3nwywnloi 8vu3bhy2vzu3rvcrmuvnzg4od hi rmtctrmgzhrmseen2 rjlwe3otutntvinznrmnzzjztrrmozeurma %3d %3d 55 gi� 2.3 Integration of Tourism Planning and Development with Economic Goals The 2009 Tourism Development and Marketing Plan was comprehensive and well supported by relevant research and consumer and industry data of the day, much of which was derived from the 2006 Travel Survey Residents of Canada. However, with the passage of time and the exit of the City of St. Thomas from the County's regional tourism marketing activities, it is essential that the County's economic development plan be updated to reflect the importance of tourism to the local economy, the changes in the Provincial tourism infrastructure (i.e. regional tourism organizations), current consumer and travel trends, as well as media consumption habits. Implications of regional tourism organization A primary outcome of the Province's 2009 report, Discovering Ontario was the creation of 13 regional tourism organizations (RTOs) representing all regions of Ontario. These RTOs now play an important role in supporting a competitive and sustainable tourism sector. RTOs are mandated to provide regional leadership and coordination and to work with industry partners to grow tourism through activities including strategic planning, research, product development, training, investment attraction and marketing. The existence and activities of the RTO do not preclude local tourism initiatives, or those of Destination Marketing Organizations (DMOs) which typically represent a smaller sub - region within an RTO. The RTOs are designed to be industry led with its own unique programming and marketing strategies to attract its share of Ontario's tourism dollars. Programming at the RTO level cannot be accomplished without the support of local tourism partners including Elgin County and its network of tourism operators. The Ontario government supports the RTOs annually through a $40 million budget in addition to a Partnership Fund which is provided to each RTO in recognition of the coordinated approach to tourism service delivery. RTO 1 (Southwest Ontario Tourism Corporation) is third highest in Ontario in its level of funding from this annual budget, excluding the major cities of Toronto, Ottawa and Niagara and the large Northern Ontario RTO, which services an extensive population and geography. Southwest Ontario has an annual budget of $2,014,000 which is used to fund initiatives in the areas of marketing, product development, investment attraction and workforce development. The regional tourism organizations are now in their 5th year and have established priorities, strategies and partners to help develop and sustain Ontario's tourism sector. Given the alignment with the Southwest Ontario's marketing and product development goals, Elgin County together with local tourism providers need to build a stronger alliance with the RTO and partner more effectively with their marketing, product development, and industry training and support activities. Tourism development and marketing plan must reflect consumer needs Consumer Insights Research has provided data to all of Ontario's regional tourism organizations (RTOs) that characterizes the demographics of their visitors. This allows for the development of tourism marketing strategies that are more responsive to the consumer. Based on available data, Elgin County's visitors are primarily from the London Area and Greater Toronto Area and gi� Hamilton. This is considered a strong market of consumers seeking experiences in shopping, culinary, sightseeing, beaches, scenic landmarks and small towns /villages on their travels. The research has identified two types of visitors likely to be interested in the offerings of Southwest Ontario - Connected Explorers and Up & Coming Explorers. The research defines these groups as follows: Connected Explorers are young couples under 40, both with and without children. They are a confident, youthful, optimistic group with a deep- seated need to travel and expose themselves to many new experiences. Travel for them is about expanding their horizons, and they are looking for a fully packed schedule of activities. Technology is a key part of their travel and they use it at all phases of a trip including researching bookings, planning and especially in sharing their travel experiences once back home. Up & Coming Explorers consist of young families aged 18 — 34 with children, originating primarily from the U.S. Many have a diverse background with 40 -45% being a visible minority or immigrant. This group is recently affluent and emerging into a new life phase that includes fresh experiences such as travel. As they define a new life for themselves travel is an opportunity to learn and explore as a nuclear family. Visiting friends and family is not a primary travel driver for them. While this group often wants to be adventurous and energetic, their travel experiences often start with what is nearby and typically considered a `core' tourist attraction. While Elgin County's visitors are not exclusively just these categories, this type of visitor is becoming more typical to the area as they are able to find the experiences they are seeking within the price range and distance from home they desire. With this research in mind, the area's regional tourism organization has focussed its marketing strategy on these groups and is employing new and innovative technologies to reach this target audience. Elgin County together with the area municipalities will need to mirror this marketing effort if the county is to maximize its reach and increase the level of visitation and economic impact associated with tourism. In 2015, the RTO will be promoting waterfront and culinary activities and experiences, as well as a range of major events. This provides Elgin County with excellent partnership opportunities, as well as the ability to leverage its natural strengths, as part of a larger and sophisticated marketing initiative. Product development must be a priority for Elgin County. However, it is equally importance that the product lives up to the marketing efforts and does not disappoint the consumer /traveller. In this regard, the County will need to continue to work with its tourism industry representatives and experience providers to ensure a good quality and relevant tourism product. Adoption of new technologies In consideration of Elgin County's targeted segmentation research, Elgin County must position itself on the leading edge of technology when planning its marketing and communications activities. Digital marketing, social media and internet based tourism planning is now the norm and expected by travellers. New technologies have created a new language of services for travellers including travel technology (e.g. virtual tourism), tourism technology, hospitality, e- travel and e- tourism. While the gi� Internet and its role in tourism marketing continue to evolve, it is now well - established as a primary planning tool for most travellers. In RTO 1's Strategic Plan it has placed the commitment to match and ideally exceed the technology expectations of visitors, meeting planners, media and travel trade. Effective use of web -based tools is a primary means for RTO 1 to increase the collective reach and influence of the regional tourism industry through targeted use of such tools and technology as social media (Facebook, Twitter; Trip Advisor), opt -in e- newsletters (segmented by interest), audio /video clips, group buying initiatives (Groupon, Wag Jag etc.) and presence on specialized portals to support areas of strategic priority. As Elgin County's visitors rely on the use of technologies to plan and share their travel experiences, the County and its tourism providers need to adopt the use of digital tactics. A detailed approach to the adoption of digital tactics has been described in the 2015 County of Elgin Marketing Plan (Appendix C). This includes digital platforms such as Google Display Network, YouTube, Google Paid Search, The Weather Network and Social Media Sites. Note that digital marketing requires more maintenance, often with weekly or monthly insight reporting and allocation adjustments. Additional resources may be required to provide planning, implementation and optimization of digital tactics. It may also be possible to use technology to overcome the lack of roofed accommodation in Elgin County. This is a region wide issue that can be addressed through an innovative accommodations strategy. The economic development plan recommends Elgin County undertake an Accommodation Strategy to assess alternative /innovative options for visitor experiences and overnight accommodations. This would include looking at the inventory, market readiness and potential of farmhouse, rural home and cottage rental properties. As part of its Strategic Plan, the RTO 1 is also pursuing this type of accommodation promotion - providing another partnership opportunity for the County, the RTO and local tourism providers. 2.4 Securing a Greater Return on Investment In principle, a municipality should not pursue an economic development program or service without an understanding or appreciation for the effects that such a project will have on the community or region. For this reason, local officials engaged in economic development need to consider the direct effects on the public treasury, local employment and the general quality of life effects of economic development. To effectively measure this `return on investment' however, requires the use of metrics or performance measures that illustrate the relationship between an economic development program or service and the jobs, assessment or economic impact that may result. A best practice review undertaken for the Economic Development Association of Canada (EDAC) provides the following guidelines for the development of metrics to be used by economic development departments or related organizations. Measures should reflect activities, but also outputs and most importantly outcomes. Some aspect of quality and customer satisfaction should be part of the outcome measures as well. Measures should be identified for major activities as opposed to all activities. gi� Targets should be specified separately from measures. Some measures may make sense to track on a monthly basis, whereas others will only be meaningful on a quarterly, semi - annual or even annual basis. This then will drive the computing platform for data maintenance. All measures must be explicitly defined. All measures must have a specified data source. All measures should be revisited following a period of data collection (for at least 6 months) to determine their usefulness and value. Measures that require client input /feedback will involve the development of data collection instruments. "7 The County of Elgin's updated economic development plan proposes programs and services aimed at growing the area economy. As with previous implementation efforts there is a need for understanding and transparency around the return on investment for these activities given the County's financial commitment to economic development. This is particularly important given the need to involve the area municipalities in the implementation effort. It should be noted that while programs will be relatively easy to quantify in terms of effectiveness and by establishing performance targets, services are less tangible and often more difficult to measure because they are demand based and subject to uncontrollable variables. Regardless, services like business attraction, retention and expansion, business facilitation and marketing are critical to creating a positive business environment for the County and the area municipalities. For this reason, there is value in assigning and reporting on performance measures that demonstrate effectiveness of the County's economic development activities and investment. This will be a key consideration in the development of regular monitoring reports on the implementation of the economic development plan. 2.5 Defining Investment Readiness With economies undergoing fundamental changes and increased competition to attract desired investment, it is essential that economic development departments focus its core programming around business retention and expansion opportunities. However, with expectations that economic development practitioners will be able to do the required work to retain, grow and attract business and investment, what does it mean to be investment ready, particularly in a rural context like Elgin County. Investment attraction is a complex and challenging component of economic development. Understanding the businesses that you are competitively positioned to attract, the needs of those investors whether they be small business, retailers, agri- business operators or larger industrial operations is essential. Important too, is the capacity of local communities to receive these investment opportunities (e.g. availability of serviced employment land and vacant building, land 'Performance IVleasurerment in Spate Economic Development Agencies' °Andrew Young School of Policy Studies at Georgia Spate University, 2004 gi� use planning framework, housing options and pricing, workforce considerations, concentration of support activities, availability of local amenities etc.). While the County can support investment attraction through marketing and promotion, intelligence gathering and research, many of the opportunities for investment attraction require action and understanding on the part of the area municipalities. A variety of investment readiness tool -kits have already been developed for downtown revitalization, agri- business, workforce attraction, industrial site selection, tourism development and creative economy support and retail attraction etc. (see Appendix D). These can assist the County and its area municipalities in identifying investment readiness gaps, determine the effectiveness of the County's existing planning and economic development efforts moving forward and the further determine the programming and services required to support economic development at the local level. The County should undertake to share and adapt these toolkits to reflect the realities and opportunities associated with Elgin County's economy. gi� 3 SWOT Assessme nt The SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis that follows reflects on the information and insight that has been gathered through the preparation of the economic development plan. It provides further indication of Elgin County's ability and capacity to support the attraction, retention and expansion of business investment. Defining the SWOT For the purposes of this report a SWOT is characterized in the following terms: Strengths (Positive, Internal): Positive attributes or assets currently present in Elgin County Weaknesses (Negative, Internal): Local issues or characteristics that limit the current or future growth opportunities for the County Opportunities (Positive, Internal and External): Areas where the County can remedy its weaknesses (e.g. learning from others, provincial / regional assistance, strategic initiatives, aggressive marketing or promotion, targeted investment, etc.) Threats or Challenges (Negative, Internal and External): trends that threaten the County's future and attractiveness to new residents and investment, from local weaknesses, global changes or shifts in consumer demand. The SWOT analysis also provides insight into the challenges and opportunities for Elgin County with an emphasis on those factors impacting the economic development of the County. The following highlights the elements considered most relevant in the context of an economic development strategy: 3.1 Strengths Access to economic development partners and resources • A network of post- secondary partners • Collaboration opportunities with Southwest Ontario RTO • Strong relationship with Elgin Business Resource Centre • Strong relationship with Workforce Planning and Development Board • Range of support activities being undertaken by larger regional economic development organizations Private sector support for entrepreneurs and small business development A concentration of attraction based activities that support growth of tourism sector Waterfront recreation gi� • Culinary trail and farmers markets • Cultural assets and events including and arts trail • Historic downtowns and villages Proximity to markets and consumers benefits visitors and export development Able to draw visitors and investors from the Greater Toronto Area and Hamilton market • Accessibility to U.S. market facilitates visitor travel and export development • London market is a primary source of day trippers and future residents An agricultural economy interested in value -added agricultural opportunities • Growth in value -added agricultural business operations • Investor interest in value -added agricultural activities including food processing, food warehousing and distribution An established base of manufacturing and warehousing operations • Growth in small manufacturing businesses • Majority of out of town manufacturing based workers still live in Elgin Skill development opportunities available for advance manufacturing operations A growing small business economy Increasing number of business service requests through Elgin Business Resource Centre Satellite Offices Small businesses have increased across several sectors including manufacturing and construction Availability of incubator space and co- location space for entrepreneurs and small business Local municipal taxes are competitive with surrounding markets (London, St. Thomas) Highly focused marketing efforts targeting tourists, new residents and businesses • Consistent and attentive social media management • Development of several tourism and sector based guides 3.2 Weaknesses A negative stigma connected to Elgin's economic growth • Perceived dependence on auto - sector despite evidence of diversification • Labour force challenges both regionally and provincially are impacting economic growth. Businesses are not hiring and continue to reduce staff requirements Underperforming tourism products and tired infrastructure has led to lower visits annually Vacant storefronts and deteriorating downtowns signal an economy in decline gi� Infrastructure issues are impeding growth Insufficient inventory of available land and buildings for business enquiries and expansion opportunities • Lack of broadband infrastructure • Quality and availability of housing inventory • Lack of roofed accommodation, campgrounds minimizes impact of tourism sector Economic development message is disparate leading to mixed information for potential investors and residents • Call to actions are not always clear • Database marketing is underdeveloped and requires continuous updating • Lack of success stories that profile the direction of the local economy 3.3 Opportunities Improve the County's tourism product • Leverage the RTO and its product development and marketing initiatives • Provide unique community narratives and improve the visibility of the County's tourism products Leverage the social enterprise model as a means to support tourism development Expand understanding of county's agricultural sector and demand for value -added and agri- business operations • Leverage local thought leadership • Support research development and partnerships with post- secondary institutions • Promote the use of the Southwest Ontario RTO agri- tourism toolkit Leverage external partners to advance economic development agenda • Develop an FDI strategy in partnership with St. Thomas • Support the efforts of the WOWC to expand broadband infrastructure 3.4 Threats Lack of investment readiness is hindering economic development • Lack of progress on the sale /redevelopment of Ford plant • Vacant storefronts and deteriorating downtowns deters investment • Lack of serviced employment lands in high demand areas limit the economic growth of regional economy Development approvals and permitting at the local level is deterring investment gi� Farming becoming more commodity based • Consolidation of farming operations is putting pressure on small farm operations • Large scale cash crop (corn and beans) operations reducing the amount of land associated with fruit /vegetable growers and smaller niche farming opportunities Lack of farm /agricultural succession planning and a high cost of entry for new farmers may impact growth of agricultural sector Inter - municipal competition is undermining economic development across the county • Lack of a shared vision for economic development • Heightened level of competition among neighbouring municipalities rather than a desire for collaboration gi� 4 Strategic Priorities Without question, the County of Elgin's small business economy has benefited from the economic development programs and services that are operating in the County. The County and the Elgin Business Resource Centre's support for small business and the continued research and initiatives around business development (all types) provide positive benefits for residents of Elgin in the form of employment and business growth. The strength of the County's tourism development and marketing has created awarded tourism programs and product development initiatives such as culinary, arts and waterfront promotion that have raised the profile of the region's tourism sector. The County's efforts to advance economic sustainability through regular updates of its Economic Development Plan, also sends a positive message to area businesses and investors. A more deliberate effort to integrate the investment opportunities associated with the County's tourism sector, coupled with a more progressive marketing plan will further enable the County of Elgin and the area municipalities to capitalize on the momentum in the local economy and draw people and investment to the region. Elgin's future success however, is contingent on having the needed resources and local leadership to move its economic development agenda forward. Presently, the County administrative structure does not provide the tools to support large investments surrounding infrastructure inefficiencies (water and sewer), nor is it able to purchase land for the purposes of development (e.g. industrial parks), these remain a municipal or private sector responsibility. The County is also not able to act unilaterally on official plan and zoning matters (unlike Prince Edward County) that would foster /support development and investment in the region. This too must be done by, or in conjunction with the area municipalities. However, as part of the effort to launch an updated economic development plan, the County has created a leadership group consisting of elected officials, senior staff from the area municipalities and area business (Elgin Economic Development Advisory Group - EEDAG) that could be leveraged in a way that draws attention to these issues. EEDAG's mandate is to provide advice from a municipal and business perspective to the County's Economic Development department's programs and strategies and provide the County with a better conduit to discuss local economic development needs and initiatives within the context of a broader regional environment. While there was a strong implementation effort associated with the 2011 economic development plan, there is recognition that greater collaboration and input from local municipalities going forward will be essential to having a strong local economy and a successful economic development plan. With the formation of EEDAG, the County has the opportunity to foster the necessary leadership and support at the local level. The discussion that follows summarizes the consensus that has emerged from the strategic planning process and consultation, as to the priorities for updating the County of Elgin's 2015 economic development plan. gi� 4.1 Improve Support for Local Business Significant changes in the business community have been observed in recent years, including a growing number of sole proprietor and entrepreneurial businesses. The consultation process revealed a need to improve support for the businesses already present in the County, to address issues such as succession planning, e- marketing and financial planning. Supporting future growth and investment in Elgin begins with understanding the needs of the business community across all sectors of the economy. While the County has been diligent in the completion of business retention and expansion programming combined with targeted investment attraction activities, the results of this information has not been effectively shared with the area municipalities or the business community. The lack of local economic development personnel or an economic development advisory committee to receive this information compounds this problem, particularly as issues raised may be more local in nature (e.g. delays in development approvals, permitting process etc.). Having the municipalities (through the BIA, Chambers of Commerce etc.) and EEDAG more directly involved in the outcomes of the BR +E programming will help to address local business issues as they emerge. Elgin businesses currently have access to a range of services and resources through the Elgin Business Resource Centre, Elgin Innovation Centre and the County of Elgin Economic Development department. However, there is no standardized approach to lead generation /business support activities currently in place. Nor is there a single repository /inventory of available vacant employment land and buildings (or underutilized buildings), that could be purposed for industrial or industrial /commercial activity. Given the nature of investment enquiries and the need to support the growth and expansion of local businesses, there needs to be a better balance between attracting /supporting larger scale investment opportunities and the needs of small and medium sized businesses already present in the region. 4.2 Revitalization of Downtowns The need for focused attention on enhancing the quality of place, vibrancy and aesthetic appeal of the various commercial areas or `downtowns' across the County was a common theme in the consultation process. There was general consensus that more needs to be done to foster and promote investment and development in commercial areas that combines commercial (including upper storey office), residential, and improvements to public spaces — parks, waterfront etc. Business attraction activities are also required to address the growing number of vacant storefronts, as this detracts from the overall vibrancy of the downtowns. A vibrant downtown should be the centerpiece of any community's residential, cultural, commercial and recreational growth agenda. Downtown residential development can support local retail activity and contribute to a `sense of place' in a community. Community services (e.g. libraries, recreation facilities, and parks); special events and farmers markets can also create a destination for both residents and visitors. Given the importance of place to the County's tourism development and marketing efforts, having a network of healthy downtowns or commercial core area (and plans to support this) can create vibrant tourism destinations and stimulate additional investment interest. gi� Promoting development in the County's key commercial areas (e.g. Alymer, Port Stanley, Port Burwell, Dutton and West Lorne) using a variety of economic development and planning tools and incentives can strengthen these communities' quality of place. There are tools to assist with animating public and private spaces (e.g. public art, festivals and events programming, community gardens and local food initiatives such as farmers markets), rejuvenating structures and streetscapes (e.g. facade improvements, streetscaping and beautification), improving local business viability (e.g. business recruitment, upper storey offices and housing, pop -up retailers) and public safety (e.g. increased pedestrian activity). In turn this will ensure that these `downtowns' provide a space that is vibrant, walkable, and create a `buzz' that encourages street - level interaction year round. This can also have the effect of attracting more people to live in these communities. The forthcoming County of Elgin Community Improvement Plan anticipates this level of support for the urban centres, hamlets and villages in the County. However, the local municipalities will need to be supportive partners to ensure the effective implementation at the community level. The development of a community toolkit that helps to standardize the approach to downtown revitalization would be well received by area municipalities. This will also help to develop local leadership and creativity around the uniqueness of a community and provide guidance on how to move forward in a coordinated way. It is worth noting that in 2014, Bruce County received $345,000 through partnerships between the County, the province (RED Funding) and local municipalities to support downtown revitalization efforts in 7 of its communities8. More than half of these monies have been directed towards a community branding efforts that incorporate into larger regional scale tourism initiatives and targeted business recruitment and marketing. It should be noted that Port Stanley and Bayham have both completed waterfront plans for their community. The implementation of these plans however, will be impacted by the availability of local resources to funded the recommended improvements /investments and the capacity of local staff to manage the implementation. 4.3 Investment in Local /Regional Infrastructure When businesses are deciding where to locate their operations, or what location would be ideal for expansion, available `infrastructure' is often a key factor in their decision making. Community Infrastructure however, can take many forms — available land or buildings, access to water and sewer, as well as the quality of the housing stock, broadband accessibility, or access to community amenities such as hospitals, schools or recreation facilities. The County of Elgin together with the area municipalities need to be more responsive to the demands of the businesses they are looking to attract as well as the business community already present in their community or region, if they are to remain competitive. Employment Land The recent Employment Land Strategy gave consideration to the demand for and availability of local employment land and the competitive position of the region relative to the surrounding 8 http: / /www.brucecounty.on.ca/ business /spruce- the - bruce /media.php gi� markets. The County's current inventory of serviced employment land is considered inadequate to attract small and larger scale business and industrial operations. Future development potential is limited by the lack of designated land and servicing capacity in areas closest to Highway 401. While the availability of serviced employment land is an important consideration for the economic development of the County, there are other challenges. The majority of employment land is in private ownership which means the County and area municipalities cannot control the pricing or timing of development, unless they are prepared to become the developer. While the County and area municipalities can expedite the development of employment lands through the approvals and permitting process, it is the area municipalities that bear the burden of front ending the cost of development. Many of the area municipalities have suggested that this is cost prohibitive at present. The County is committed to maintaining a dialogue with the area municipalities and private land owners in strategic employment areas and offering assistance and support where possible; however this is largely limited to the marketing and promotion of these lands. The County of Elgin Community Improvement Plan is a step towards providing an incentivized environment for the attraction of new business investment but more needs to done to facilitate the development of serviced employment land in priority areas of the County. Broadband Infrastructure While land and utility services and costs will be scrutinized as part of the broader site selection process, advances in technology have also elevated the importance of the Internet in economic development and business site selection regardless of the size of business or sector of the economy. As with other utilities, the availability, quality and competitiveness of broadband service is a concern for the attraction and retention of business investment. It has been suggested that the rural areas surrounding the towns in the County are underserviced and that the internet solutions offered to businesses by internet service providers are inadequate for the needs of these businesses. The availability of broadband infrastructure is an issue being explored by the Western Ontario Wardens' Caucus (WOWC) and a study is underway to determine the feasibility of a Regional Area Network in South Western Ontario. This work is intended to address options and costs, as well as funding partners and market interest in the project. The County should be an active partner in this effort and support the WOWC to determine an appropriate response for delivering these services that is efficient, cost effective and timely. Tourism Infrastructure A further concern is the lack of infrastructure and investment in the County's waterfront (e.g. docking, related services, boat ramps, picnic areas, public washrooms etc.). This acts a deterrent to increasing visitors and tourism expenditures and the attraction of investors to the region. It should be noted while many visitors to and residents of Elgin County participate in water based recreational activities the predominant means to experience the county is by road. The lack of roofed accommodation and campgrounds is a further challenge to the development of the tourism sector. Given the importance and economic impact associated with the tourism sector, consideration must be given on how the County can best address this issue including support for the development /re- development efforts in Port Stanley, Port Burwell and Port Glasgow. gi� Housing Supply and Choice The county's housing inventory is dominated by older single family homes, many of which could be described as character or heritage homes. If it is the county's and area municipalities intent to attract younger families and young professionals to the region, then more must be done to provide an adequate choice of housing options at various price points in proximity to community services and amenities. It is worth noting that the younger age cohorts (18 -35), most commonly referred to as Gen Y are more likely to consider rental accommodation instead of single family homes. It should also be pointed out that an aging population — both naturally, and as a result of the migration of retirees to the region, creates a challenge for the provision of health care, access to affordable housing and ability to age in place. Even with no growth, or the moderate growth projection for Elgin County, ongoing reductions in household size will drive a demand for smaller residential units, and likely more seniors style housing. This does not take into consideration the perceived popularity of the region for recreational properties. There is some interest in the development opportunities associated with a number of the area municipalities and the County should be proactively engaging the local /regional development community and area municipalities in an assessment of future housing needs to determine the appropriate housing mix that will be required. 4.4 Improved Marketing and Promotion of Local and Regional Assets A key consideration in updating the economic development strategy is a comprehensive assessment of the County's current marketing and promotional activities to attract investment, visitors and new residents the County. This will include a shift from a predominantly print based plan to one that is more digitally focused. In general, five years in the context of today's marketing environment is too long a period for strategic review. For example, there have been significant shifts in Ontario tourism marketing with the introduction of the Regional Tourism Organizations; a continued shift in the demographics of Ontario residents and travelers, and the proliferation of digital online media consumption and planning tools that enhance the consumer experience and assist with business marketing and promotion. Moving forward, the County will need to complete a marketing review process at three year intervals. In particular, the County marketing efforts should mirror the Southwest Ontario RTO's core attractors' strategy and identify specific opportunities for product and marketing development. This will require better engagement with local tourism operators and experience providers around the need for standards for experience clusters, partnerships coordination, packaging and experiential development. The County also needs to work with experience providers across the region to help build new product, enhance or reframe existing experiences, make new connections, source funding opportunities and provide marketing support. Without tourism operators we have little to sell and little economic impact to derive from local tourism assets. gi� Consultation feedback suggests that the County of Elgin needs to more effectively engage and inform existing and prospective businesses, investors and senior levels of government of its local and regional economic development activities and programming. This includes a stronger online presence (website content) on the part of the County and area municipalities, but also involves a more active and substantive role in regional economic development organizations, as appropriate. gi� 5A fo r E Eco 9 IN 0 Cou is Deve qty to 5.1 Vision, Goals and Objectives Vision Statement p me tP a Vision statements present an image of future success, based on what is attainable in reality — it should be built on the strengths, opportunities and capacity of a community. With the completion of the County's first Official Plan in 2013, it is appropriate to reflect a vision of what is to be achieved through the effective implementation of the 2015 economic development plan. Vision To provide opportunities for econornic development that fosters competitiveness and a positive and attractive business environment To cultivate creativity and talent in our rural communities to ensure continued econornic growth To capitalize on our distinctive local characteristics including local cultural heritage and historical traditions to create appealing and unique places where people want to live, work and play Goals and Strategic Objectives The current Economic Development Plan is underpinned by four high level goals, intended to anchor and qualify all strategic initiatives or ensuing actions on the part of the County. These goals support the County's overarching vision as stated in the County Official Plan and remain relevant in the context of the local economy and input from key stakeholders. They have been adapted slightly to reflect the outcomes of the strategy review process. For the purposes of the 2015 Elgin Economic Development Plan the goals, objectives and actions are defined as follows: GOALS: the desired outcomes that emerged from the strategic planning process and a view of the aspirations of the County's citizens and stakeholders OBJECTIVES: how these goals are to be achieved and what must be accomplished in the next five years gi� ACTIONS: direct the County and its stakeholders to those essential issues or opportunities that must be addressed over the length of the plan. The plan's four goal statements will support the growth of Elgin County's creative rural economy. These are: 11, Build Corru.uinliity Calpliitalll 2... Enhance the Built Einviiiiroinreint 3... Develllolp Tallleint and Enterprise; and 4. Tellllll the County's Story The implementation plan that follows prioritizes actions as high, medium and low. High priority actions should be initiated in 2015 -2016, medium priority actions in 2017 and low priority actions are intended to run out beyond 2018. 5.2 Actions and recommendations Goal 11,° Build Community Capital Ac Wit so end mon Continue to leverage web marketing resources to promote the quality of life in Elgin to present and future residents Priori High County Rote Lead 'ter Area municipalities, business cornrnunity, community organizations Invest in imagery and video development to better illustrate the unique quality of life and visitor experience in Elgin County High Lead Area municipalities Continue to develop the Experience Elgin bldg, include more local success stories and experiences High Lead As required Create a comprehensive cultural asset inventory guided by the new definition of cultural resources that illustrates the assets and experiences unique to Elgin County and supports broader economic and cornrnunity development goals High Lead and Partner Area residents, community organizations, tourism providers Continue to host the Elgin County Conference Series where cornrnunity members come together to talk about ideas that support the economic growth of Elgin. Topics should focus on the outcomes of the County's BR +E initiatives High Lead Chambers of Commerce, SWOTC Work in conjunction with the Rural Ontario Institute to host a workshop on the opportunities associated with social enterprise development (not- for - profit sector). Develop and implement recommendations in partnership with the workshop participants and ROI to effectively support and recognize this segment of the local economy High Lead Ontario Rural Institute, Volunteer Elgin, Ontario Nonprofit Network, EBRC, post- secondary institutions 72 gi Action/Recommendation Priority County Rote Host a Cultural Tourisrn workshop to showcase the value in a place based approach to tourisrn marketing and product developrnent High Lead Area municipalities, business and community organizations Continue to seek opportunities to co-sponsor events and learning sessions with existing clubs and associations High Lead As required Continue to support and actively participate in the investrnent attraction efforts of the Ontario Food Cluster initiative Give consideration to participating in one trade rnission a year. High Partner As required Investigate opportunities to Iiaise with City of Londons Agricultural Advisory Committee Medium Partner Workforce Planning and Development Board Work effectively with representatives of EEDAG to identify and respond to ernerging opportunities for economic development High Partner Area municipalities, business community Give consideration to cornpleting an Elgin County Corporate Strategic Plan as a way to foster a stronger a strong relationship between the County's economic developrnent efforts and the priorities of the Area municipalities High Lead Area municipalities Goal 2: Enhance the Built Environment Maintain an inventory of available commercial and industrial properties, including underutilized and surplus pmpertien(e.g. former churches, community haUn, provincial pmpertienetojthatoan be re-used or re-purposed for commercial and industrial enterprises High County Rote Lead Area municipalities Continue to investigate opportunities for the re-use of the former Regional Mental Health Care facility Partner Ontario Ministry of Health Maintain a dialogue with land owners of industrial land in strategic ernployrnent areas High Lead Area municipalities, property owners Discuss the feasibility of publically owned ernployrnent lands or joint venture opportunities with Iocal rnunicipalities and private land owners in the strategic employment areas Medium Lead Area municipalities, property owners Support the developrnent of rnarketing initiatives for priority employment lands in Aylmer, Central E|gin, High/Medium Partner Area municipalities, property owners gi Action/Recommendation Priori Frornote and attract appropriate investrnent opportunities for creative econorny enterprises including winerien, craft distilieries and breweries and food processing Give consideration to the need for additional research to support the business case for investrnent in wineries in the region Give consideration to the developrnent of an online tools to attract interest and investrnent in craft distilleries and brewehen(e.g. http://www.xta/tabrewery.oa) High/Medium County Rote Lead Area municipalities, EBRC, Niagara College Support the tirnely developrnent of a business park in Dutton Dunwich High Partner Dutton Dunwich, property owners Identify barriers to a shared service approach for the servicing of additional ernployrnent land and cornpile a community tool-kit that includes: sarnple by-laws, dispute resolution, best practice inventory etc. High Lead Area municipalities Maintain regular contact with the listing agents/owners of the forrner St. Thornas Ford Assernbly FIan and regularly report on the status of the sale/redeveloprnent of these lands to EEDAG Initiate discussions with provincial and federal governrnent representatives to deterrnine opportunities to expedite the sale and developrnent of these lands to secure the greatest econornic benefit to the region High/Medium Lead Area municipalities, MPRMP Fursue the opportunity to develop a FDI strategy in conjunction with St. Thomas economic development High/Medium Partner St. Thornas, Area municipalities Cultivate relationships with federal and provincial foreign investment interrnediaries that support the investrnent attraction goals of the County High/Medium Lead OMAFRA, OMEDEI, OMTCS, Agriculture and Agri-Food Canada Focus rnarketing and prornotional efforts on advanced manuhacturing, agho/|ture/agri-buninenn and tourism investrnent opportunities to gain better visibility with prospects and increase the nurnber of investrnent leads High/Medium Lead SOMA, OMAFRA, OMEDEI, DFATD, OMTCS Revisit support for and participation in SOMA once serviced ernployrnent lands are available Low Lead Area municipalities Engage the residential developrnent cornrnunity in a discussion of housing needs and investrnent opportunities in Elgin County as a way to support investrnent attraction efforts Medium Lead Area municipalities, home builders association Engage local municipalities in a discussion of the use of rnunicipal CIFs as a way to provide for the sustainability of their downtowns and cornrnercial areas High Lead Area municipalities, Planning Department Encourage the re-use of undesignated heritage buildings for retail /oommencia| uses particularly those properties Iocated in the Countys cornrnercial cores High/Medium Partner Area municipalities, Planning Department gi Action/Recommendation Priori Promote retail and fa9ade irnprovernents of heritage buildings as part of the irnplernentation of the county's community improvement plan Medium County Rote Partner Area municipalities, B|An Develop and promote a community tookit that helps to standardize the approach to downtown revitalization across the county and develop distinctive local brands (e.g. http:/4www'bmmscnon/ynn.ca/bosin000*pmms' tho'bmco/tnmmonity+k/n/k/tx.php) Develop criteria for the selection of pilot project cornrnunities that will receive financial support from the county High Lead Area municipalities, chambers of nommerce.B|An. business community Encourage and promote member municipality's participation in Communities in Bloom High Partner Area municipalities Encourage and promote member municipality's participation in Doors Open Elgin High Partner Area municipalities Support opportunities to create historic conservation districts Medium Partner Area municipalities Identify opportunities to support the irnplernentation of the Fort Stanley Econornic Developrnent FIan and the BayhamVYekerfmnt Plan including incentives to encourage new business developrnent Lead and Partner Central Elgin, Bayham Continue to engage Fort Glasgow developers to ensure tirnely progress on their waterfront developrnent Support Develop a four season Festival and Events strategy that prioritizes funding support and rnarketing efforts to a select nurnber of festivais and events that contribute to the growth of|ooa|/regiona| tourism Medium Lead Area municipalities, tourism providers, B|An. Chambers of Commerce Goall 3: Develop Talent and Enterprise Continue to connect regional research institutions and post-secondary institutions with businesses and organizations to develop opportunities for cross pollination and sharing of resources Priori y County Rolle High/Medium Partner P n rs� University of Guelph RidgetownCampun. University of Western Ontario, EBRC Continue to pursue opportunities for partnerships with Ridgetown Carnpus — University of Guelph as it relates to on-farm apprenticeship and menk/hngprograms High/Medium Partner University of Guelph Ridgetown Campus Fursue funding to support the developrnent of value added agribusiness sector i.e. organic food, wineries, craft distilieries and brewerien, food processing and aquaculture e.g. http://www.startabrewery.ca/ High/Medium Partner EFA, Niagara College, EBRC, OMAFRA Develop an Agriculture/Agribusi ness sector strategy that provides clear direction on matters related to the growth and sustainability of the agricultural econorny in the County High Lead EFA, OMAFRA gi Action/Recommendation Priori Pursue the creation of an Agricultural Advisory Board to advise on agricultural and rural issues related to the growth and sustainability of agriculture/agribusiness sector in the County Medium County Rote Lead P n rs� Area municipalities, agricultural pmouoern, agribusiness operators Encourage the creation of econornic developrnent advisory committees at the local level Support Area municipalities Continue the irnplernentation of Business Retention and Expansion prograrn. Refresh older BR+E surveys (Tourisrn and Agri-Business) High/Medium Lead Area municipalities Strengthen reporting relationship between EBRC and County to better support EBRC satellite offices and align economic development initiatives High Partner EBRC Frornote the existing resources available to support small business and start-ups as it relates to training, employee recruitment, business counselling, market nanearch, business planning, marketing. event planning and legal and financial resources. High/Medium Partner EBRC, Workforce Planning and Development Board Work with EBRC. local chambers of commerce to prornote and deliver srnall business serninars geared to e-rnarketing and sales, succession planning, website development etc. recognizing the uniqueness of the County's business community High/Medium Partner EBRC. Chambers of Commerce, Area municipalities Identify opportunities to participate in Londons Digital Creative Cluster initiative as a rneans to attract technology based enterprises and entrepreneurs to Elgin County Partner St. Thornas, Area municipalities Engage JuniorAchievernent of London and District in discussions on how to improve support for and foster youth entrepreneurship in Elgin County Medium Lead EBRC, Elgin Innovation Centre Review the need for a lead generation protocol for the managernent of business attraction/support opportunities. Manage investrnent leads to the extent possible and be the central point of contact for DFAIT, MEDT and OMAF/UMRA. Lead EBRC, Area municipalities Continue to support both the Summer Company and Starter Company Programs High/Medium Partner Elgin-St. Thomas Small Business Enterprise Centre Continue to participate on the Workforce Developrnent Cornrnittee to access research and contribute to conversations regarding workforce planning development High Partner Workforce Planning and Development Board Work with Workforce Planning and Development Board and partners to update the region's workforce strategy Medium Partner Workforce Planning and Development Board. EBRC, educational institutions gi Goal 4: 7[O the County Story Establish an overall creative rnessaging strategy that reflects the region's prirnary strengths of nature, agriculture and cornrnunity and incorporates the emotional appeal of living, visiting and investing in the County High County Rote Lead Area municipalities, tourism organizations Shift a significant portion of the County's paid media efforts to digital marketing (e.g. Google Display Network, YouTube, Goog|e Paid Search, TVVN. Social Media Channels etoj High Lead As required Develop an annual editorial calendar in conjunction with Iocal writers, journalisrn students etc. High Lead As required Continue to work with SWOTC to identify leaders and blogs/social media world and recruit them for a trip to Elgin Medium Lead SWOTC Update the Countys 'progressive by nature' website in accordance with the recornrnendations in the 2015 Marketing Plan High Lead As required Continue to liaise with representatives of the Ministry of Tourism, Culture and Sports Investment Development Office to identify third party tourism investment opportunities Lead OMTCS Aggressively promote SWUTC Partnership Program to local industry partners and leverage industry partnerships to access funding. Assist in the application process as required High Lead SWOTC, Area municipalities, tourism operators Investigate available program funding (RED, SWOTC Fartnership Fund, etc.) that will support the County's tourism development and programming efforts High Lead SWOTC, Area municipalities, tourism operators Consider leveraging proven events and experiences of other operators in Southwest Ontario to include Elgin County pre or post event— use mobile and search to reach people looking for those experiences online Partner As required Facilitate partnership opportunities by supporting and enabling the packaging of tourisrn experiences (e.g. market readiness toolkit for Savour Elgin, Arts Trail membership) High/Medium Support SVVUTC.k/uhnm operators Offer workshops/sessions with speakers that will inspire product developrnent and quality irnprovernents — utilize TIAO for speakers and assistance in planning for product development initiatives Medium Partner SWOTC, TIAO, OMTCS.touhnm operators, investors Continue to explore opportunities to partner with cornrnunities and/or operators outside of Elgin that offer cornplernentary product Medium Lead SWOTC, other municipalities as identified gi Action/Recommendation Priori Allocate funding (e.g. County of Elgin Municipal Economic Development Program) to assist with product development to ensure that the rnarket delivers the quality and quantity of product and experiences expected by visitors to the County Medium Comity Rote Lead As required Given consideration to the use of incentives (e.g. tax reduction based on assessrnent value, tax deferral, free advertining, marketing etc.) to encourage product developrnent or experience enhancernent for existing touhnmopenations/activitien Medium Lead As required Introduce an ongoing process to provide standards to thomawinhingk/be involved inagh-tourinm (parking, wanhmomn, eduoation, phoing, nignageetojand coordinate packaging of experiences and prornotion High Partner SVVUTC.k/uhnm operators Develop an innovative Accornrnodation Strategy to assess a|temekive/innovativeo[tionn for visitor experiences and overnight accornrnodation. This should include an inventory, market readiness and potential farmhouse, rural horne and cottage rental properties High Lead Area municipalities, tourism operators Seek greater alignrnent with the RTOs goals of prornotion of its wine and beer assets in their provincial promotions High Lead As required Promote Blue Flag Status ana benchmark for all beaches in the County Partner Area municipalities Conduct a visitor tracking survey in the surnrner rnonths to deterrnine visitor needs and preferences in terrns of services and arnenities Medium Lead As required Develop a visitor data base for future newsletters and tourism lure information Medium Lead As required Leverage the success of the Cruise the Coast initiative to encourage repeat visits through needs research with this demographic Medium Partner SWOTC, Area municipalities Develop cycling tours infrastructure such as rnapping, signage, trail developrnent and services including roofed accommodations and camping High/Medium Lead SWOTC Consult with rnernbers of the Mennonite cornrnunity to deterrnine how to engage thern in an authentic and realistic tourisrn experience High/ Medium Partner SWOTC, Area municipalities, community leaders Create an inventory of all funding opportunities that can assist with product development, infrastructure and capital investrnent. Frovide this inforrnation to industry and continue to update and promote High/Medium Lead SWOTC gi� 5.3 Implementation The foregoing action plan assumes that Elgin County will continue to take an active leadership role in the delivery of economic development programming and services in the region, albeit with greater collaboration and input from the Area municipalities. A review of the goals and objectives of the 2011 economic development plan confirms the continued relevance of approach to programming and services. However, modifications have been made to reflect the level of accomplishments to date and input derived during the strategy development process. As with the previous economic development plan the recommendations incorporates short, medium and long term priorities and articulates the partners required to move forward with the strategy's implementation. The findings from the supporting background research and analysis presented in Appendices to this report have informed the update of the goals, objectives and actions contained in the plan. Taking into consideration the County's operating and administrative structure, it is essential that area municipalities understand how their communities can contribute to the economic growth and development of the region. One of the key considerations in the implementation of the proposed economic development program will be an understanding and communication of how the strategy is to be resourced. While this includes the financial resources required to move forward, there is a growing sense of need to provide clarity around the vision for economic development in the County of Elgin and the roles and responsibilities of both economic development staff and external community organizations and agencies. This is relevant from the perspective of potential investors and their desire for a one stop approach to gathering information and assistance, but also in terms of how to leverage partnership opportunities and business development particularly as it relates to the development of the county's tourism sector. With a high level of community interest and engagement in economic development, consideration will need to be given to a delivery model that will achieve the greatest results for the County over the long term. prp ,,,,,. t,1' 4fu ,, N,p ?0,2V.,,KO; REPORT TO COUNTY COUNCIL FROM: DATE: SUBJECT: Alan Smith, General Manager of Economic Development Steve Evans, Manager of Planning Kate Burns Gallagher, Business Development Coordinator March 10, 2015 Elgincentives: County -Wide Community Improvement Plan INTRODUCTION: Utilizing the policies contained within the Elgin County Official Plan which allows the County to make grants or loans to the Council of a local municipality for the purposes of carrying out a Community Improvement Plan (CIP), Economic Development and Planning staff, with assistance from Meridian Planning, have developed the Elgincentives CIP — a planning document legislated under the Ontario Planning Act. The Elgincentives CIP is part of a County -wide framework for community improvement planning which sets out tools and strategies for improving the economic, built, and social environment in a uniform manner across all of the County's seven municipal partners. In order for each local municipality to adopt the Elgincentives CIP, County Council is required to first endorse the County- wide framework which includes the Elgincentives Vision and Implementation Guidelines, and the Elgincentives CIP. DISCUSSION: A CIP is a planning document that sets out tools and strategies for improving the built, economic, and social environment in defined areas of a municipality. Having a CIP in place allows a municipality to assist financially with improvements to private properties. Many municipalities across Ontario have prepared CIPs in order to achieve important community goals by offering financial grants and loans. Upper -tier municipalities in Ontario, like Elgin, have the ability under the Planning Act to contribute financially, to CIP programs adopted by local municipalities. Elgin County has developed an innovative approach using its Official Plan policies within the statutory requirements of the Ontario Planning Act to develop a County -wide framework for community improvement planning to achieve the following economic development goals in a coordinated manner across all of the municipal partners: 1. Stimulate economic growth and diversification 2. Enhance the quality of place for residents and visitors. 3. Improve the stability and sustainability of the tax base. The County -wide framework consists of two parts, the non statutory component, the Elgincentives Vision and Guidelines; and the statutory component under the Ontario Planning Act, the Elgincentives Community Improvement Plan. Both documents can be found in Appendix 1. 80 The Elgincentives CIP is to be adopted by the Council's of Elgin's seven local municipalities. A template for Elgincentives is provided in Appendix 1 which establishes: • A uniform set of goals and objectives for community improvement throughout the County • A Community Improvement Project Area (downtowns, agricultural areas, ports/ Lakeshore, sub areas) for each of the local municipalities • 10 financial incentive programs • Marketing and monitoring plans It should be stressed that each municipal partner will receive a variation of the template - an Elgincentives CIP specific to the individual needs of a municipality. There are many innovative aspects to the Elgincentives framework that make it a unique approach to community improvement planning for an upper tier government in Ontario. The County is combining a non - statutory and statutory approach to deliver a uniform and consistent community improvement program and vision over seven distinct and unique municipalities that will enhance key economic sectors including agriculture. The development of investment priority areas such as tourism corridors and the Lakeshore is an innovative feature as is the approach taken to implement, fund, and administer the CIP as outlined in the Elgincentives Vision and Implementation Guidelines. Although many of the financial incentives outlined in Appendix 1 are common in CIPs in other Ontario communities, incentives specifically involving those businesses in culinary and arts tourism are new. Elgin County will be providing all funding for the financial incentives that are to be put into effect in any given year. At the local level, it will be up to each municipality to determine participation in grant programs involving building permit rebates or tax incremental financing. County Council has approved the allocation of $100,000 per year over a ten year period to fund the financial incentives. The Elgincentives CIP includes provisions for the local municipalities to supplement the grants should resources become available to them. The Elgincentives CIP will be administered by the Elgincentives Implementation Committee. This Committee will be responsible for administrating the CIP, including all financial incentive programs. Applications will be reviewed and approved based on criteria to be determined by the Committee that will include but not limited to: a regard for first come, first served submissions; geographical distribution across the County; and economic development goals. It is recommended that the Elgincentives Implementation Committee consist of the following County staff: Manager of Planning, Director of Financial Services, Business Development Coordinator, Director of Engineering, and the General Manager of Economic Development. Participation from each municipal partner will be dependant upon the jurisdiction of a particular application. It should be stressed that in order to meet the requirements of the legislation, the County's funds to support a particular application will first be provided to that local municipality who in turn will forward those funds to the successful applicant. In order to begin offering incentives to eligible owners and tenants of lands and buildings throughout Elgin, County Council is required to endorse the Elgincentives Vision and Implementation Guidelines and the Elgincentives Community Improvement Plan. Once endorsement is obtained, then County staff will work with each municipal partner to assist 81 them with adopting the County -wide framework or in other words, adopting the statutory component, the Elgincentives CIP. To accomplish this, there are a number of steps that must be completed at the local level: 1 County staff will modify the Elgincentives CIP template into seven individual CIPs, one for each municipality. 2 A review of the community improvement policies from each municipal partner have determined that local official plan amendments will be required in order to allow for the identification of community improvement project areas as identified in the Elgincentives CIP. Recommendations for local official plan amendments have been identified for each municipal partner — please see Appendix 1. 3 Each municipal partner will have to adopt the Elgincentives CIP in accordance to Section 17 of the Planning Act (please note that adopting the Elgincentives CIP does not interfere with a CIP that a municipality may have currently in place i.e. in Bayham, Aylmer, and West Elgin). CONCLUSION: By endorsing the Elgincentives CIP, County Council is providing leadership in community improvement planning by offering incentives to eligible owners and tenants of lands and buildings in key areas of the County: downtowns, agricultural areas, ports, and tourism corridors. This innovative 10 year program will advance the County's economic development goals and priorities; assist with improvements to the built and social environment of municipal partners; and support diversification of the local economic base for Elgin's seven distinctive and unique municipalities. RECOMMENDATIONS: THAT County Council endorse the Elgincentives Vision and Implementation Guidelines, and the Elgincentives Community Improvement Plan; and, THAT County Council create the Elgincentives Implementation Committee as described in the March 10, 2015 report; and, THAT County staff provide the appropriate assistance to each municipal partner in order to start the process of adopting the Elgincentives Community Improvement Plan at the local level. All of which is Respectfully Submitted Alan Smith General Manager of Economic Development Steve Evans Manager of Planning Kate Burns Gallagher Business Development Coordinator 82 Approved for Submission Mark G. McDonald Chief Administrative Officer Elg ovement County -wide Vision and Implementation Docu mer't Elgin \NN;NG mg 83 -11r1CeritiV = - March 2015 Oi 1.0 Introduction and Vision 1 2.0 Background 4 3.0 The Framework 6 4.0 Incentive Programs 10 5.0 Administration 14 6.0 Next Steps/Implementation 17 Appendix A - Elgincentives CIP Template Appendix B - Background and Options Memo Appendix C - Preliminary Recommendations for Local Policy Changes 84 ANN,NG ki 85 1CO1_VOS 0 =W_O '_S_O _ _O March 2015 As part of its progressive approach to economic development, Elgin County has developed a leading -edge and strategic County -wide framework for community improvement planning, with the keystone of this framework being the `Elgincentives Community Improvement Plan (CIP)'. The Elgincentives CIP is a planning document, legislated under the Ontario Planning Act, which sets out tools and strategies for improving the County's economic, built, and social environment. It will serve as a long -term instrument for diversifying the economic base of Elgin's seven distinctive and unique municipalities, which consist of: • Town of Aylmer; • Municipality of Bayham; • Municipality of Central Elgin; • Municipality of Dutton /Dunwich; • Municipality of West Elgin; • Township of Malahide; and • Township of Southwold. 86 es 1 In developing the Elgincentives CIP, the intent has been to align community improvement tools with the County's economic goals and priorities. The CIP recognizes the importance of the creative rural economy and aims to support private sector investment in the following key areas: • Agriculture; • Tourism; and • Downtown /Mainstreet Areas. Since the County is an upper -tier municipality with a coordinating role over the local municipalities, it has the ability to participate in CIP programs that are adopted locally. To ensure that community improvement efforts across Elgin are undertaken in a coordinated manner, the County has taken a leading role in the preparation of the Elgincentives CIP (with input from local municipal representatives as well as community stakeholders). In accordance with the Planning Act, each local Council would adopt the Elgincentives CIP and local municipal staff would assist the County with administration over the 10 -year life of the plan. In addition to preparing the Elgincentives CIP, Elgin County has also prepared this document (the `Elgincentives Vision and Implementation Guidelines'), which establishes guidelines for administration of the CIP. This document is not a statutory component of the County -wide framework; however it is an important companion document that conveys the County's overall Vision and intention for how the CIP will be implemented. COn - :arch 2015 O_ es 2 On the basis of the above, the County's overall Vision for the With respect to the County's guidelines for implementation, this Elgincentives community improvement framework is as follows: document sets out the following: nT PG-if 011 k acu 87 1) The County's intentions for administering the Elgincentives CIP, in partnership with the local municipalities; and 2) The County's intentions for providing funding for the financial incentive programs outlined in the Elgincentives CIP. A template for the Elgincentives CIP (i.e., the statutory document), which is to be adopted by each local municipality, is provided in Appendix A. f �J ANN,NG Ni 88 O 0 n en - :arch 2015 O_ In October 2014, Elgin County initiated the process to develop the County -wide framework for community improvement planning. The goal of the project was to prepare a CIP that would be: a) Strongly aligned with the County's economic development goals; b) Endorsed by Regional Council and supported by Elgin's seven local municipalities; and c) Administered by senior staff at the County, in partnership with the local municipalities. During Phase One of the work program, background research and additional analysis was completed in order to determine the needs, goals, and opportunities for a County -wide framework for community improvement planning. Specifically, the following tasks were undertaken: 89 es 4 1) A review of County and local municipal planning and economic development background materials; 2) Additional independent research with respect to the legislative framework for upper and lower -tier municipal community improvement planning and relevant best practices; 3) Consultation with the local municipalities and community stakeholders, including multiple needs assessment workshops, and a community survey; 4) On -going meetings with the Elgin Economic Development Advisory Group; and 5) Consultation with the Ministry of Municipal Affairs and Housing in order to obtain input on the County's overall approach to the CIP. A full discussion of the findings of the background research and analysis was documented in a `Community Improvement Background and Options Memo' dated December 2014 and revised in January 2015, which was circulated to each of the seven local municipalities for review and comment. This memo is an important basis for the Elgincentives CIP and is provided as Appendix B to this document, for reference. ANN,NG NI 90 cen - :arch 2015 O_ The Elgincentives County -wide framework for community improvement planning consists of the following key documents: (i.e., this document), which is a non - statutory component of the CIP that conveys the County's overall Vision and intention for how the CIP will be implemented; and , which is the statutory planning document (legislated under the Ontario Planning Act) that enables municipalities to implement financial incentive programs in order to improving the economic, built, and social environment. As shown in Figure 1 (below), the `Elgincentives Vision and Implementation Guidelines' represents an overarching guidance document that will relate to the Elgincentives CIP, as adopted locally. This document has been prepared by Elgin County and establishes the County's intentions for: 91 SOS 6 1) Administering the Elgincentives CIP, in partnership with the local municipalities; and 2) Providing funding for the financial incentive programs outlined in the Elgincentives CIP. Figure 1 also shows that the `Elgincentives Community Improvement Plan' is to be adopted by the Councils of Elgin's seven local municipalities, in accordance with the Planning Act. A template for the Elgincentives CIP has also been prepared by Elgin County (in consultation with local municipalities and community stakeholders). This template meets the statutory requirements for a CIP and is provided in Appendix A, for reference. Specifically, the Elgincentives CIP establishes: • Goals and objectives for community improvement; • A Community Improvement Project Area for each of the local municipalities; • A set of financial incentives that may be made available within each of the local Community Improvement Project Areas during the term; and • A marketing plan and monitoring plan. To demonstrate how the Elgincentives CIP applies throughout the County, a map showing the overall County -wide framework is also provided, in Figure 2 (below). In accordance with the Planning Act, this map is implemented through the designation of Community Improvement Project Areas by each locally adopted CIP. The Elgincentives CIP provides a discussion of Sub -Areas and Priority Areas, as identified on Figure 2. -11r1CeritiV = - March 2015 01 ----------- Figure 1: Components of the Elgincentives County-wide Framework for Community Improvement Planning Elgincentives Vision and Implementation Guidelines (Non-Statutory "Statement of Intent" endorsed by County Council) West Elgin DuttonlDunwich Elgincentives CIP Elgincentives CIP Southwold Central Elgin Malahide Elgincentives CIP Elgincentives CIP Egincentives CIP Statutory documents prepared under the Planning Act and adopted by local Councils 92 Aylmer Elgincentives CIP Bayham Elgincentives CIP Figure 2: Lands Subject to the Elgincentives County -wide Framework for Community Improvement Planning WEST ELGIN COUNTY OF MIDDLESEX DUTTON /DUNWICH CITY OF LONDON SOUTHWOLD Southwold Station CENTRAL ELGIN COUNTY OF MIDDLESEX MALAHIDE r- Avon Belmont awrence Station 3 Paynes Mills VORKE LYONS' NE Lyons R Frome Lynhurst '°Shedden Middlemarch Ferndale CITY OF ST. THOMAS 11 Kingsmill Corners Springfield COUNTY OF OXFORD BAYHAM Dutton lona`Station Eastwood Orwell Fingal Norm eLyndale AYLMER Summers Corners North Hall Union =South Gore Richm nd` lachan Luton$ Rodney Port Staid Mount Sal Straffordville nhagen Calton TT, PortBruce Vienna New Glasgow PorGles Schedule 'C' Elgincentives Community Improvement Plan County -wide Framework _Local Community Improvement Project Areas Priority Areas Sub -Areas Settlements Sub -Area Agricultural Sub -Area Tourism Corridor Priority Area Lakeshore Priority Area Other Map Elements Provincially Significant Wetlands - Provincial Highway - County Road Proposed Transportation Corridor ti 0 5 10 15 20 km Data Source: Data provided by the County of Elgin and the Ministry of Natural Resources Land Information Ontario. Copyright Queen's Printer of Ontario, 2015. IO March 3, 2015 93 ANN,NG Ni 94 March 2015 Normally, under Section 106 of the Municipal Act, municipalities are prohibited from directly or indirectly assisting local businesses by giving or lending money. However, having a CIP in place allows the municipality to assist financially with improvements to private properties. Specifically, grants or loans may be provided to eligible owners and tenants of land and buildings within the community improvement project area. Therefore, Elgin has developed the following set of financial incentives programs that may be provided by the County, through the Elgincentives CIP, in order to stimulate private sector investment in land and buildings: 1. A Tax Increase Equivalent Grant (for Major Projects), which is intended to stimulate major investment by deferring part of the increase in property taxation as a result of a redevelopment or rehabilitation project. 2. A Facade, Signage, and Property Improvement Grant, which is intended to assist with improvements to a building's facade or signage, or other improvements to private property (i.e., parking and landscaping). 95 OS 10 3. A Building Improvement/Restoration Grant, which is intended to assist with maintenance and physical improvement of existing buildings. 4. A Building Conversion /Expansion Grant, which is intended to assist in the small -scale conversion of existing vacant space into new commercial, mixed -use and other eligible uses. 5. An Energy Efficiency Retrofit Grant, which is intended to assist with retrofits that improve the overall energy efficiency of a building. 6. An Outdoor Art Grant, which is intended to assist with the permanent installation of outdoor artwork /sculptures. 7. A Feasibility /Design Study Grant, which is intended to assist with the completion of studies and plans that will investigate the potential of or support a new business or development project. 8. An Application and Permit Fees Rebate, which is intended to reduce costs for planning applications or building permits in relation to an improvement project. 9. A Multiple Property Owners Bonus Grant, which provides a bonus grant where multiple owners or tenants implement a coordinated approach to projects. 10. A Savour Elgin /Elgin Arts Trail Bonus Grant, provides a bonus grant where the establishment of a new eligible use that will also meet the criteria of the `Savour Elgin' and `Elgin Arts Trail' programs. n =W_ '__ -arch 2015 The Elgincentives CIP provides detailed information about each of the financial incentive programs listed above, including: a) Where and when the programs may be made available; b) General eligibility criteria that must be met in order for owners and tenants of land and buildings to be eligible for any financial programs; c) A description of the types of properties and uses that may be eligible eligible for incentive programs; d) A detailed description of the financial programs, including the value of grants; e) A set of program- specific eligibility criteria that must also be met (in addition to the general criteria noted above); and f) Financial incentive application requirements. With respect to the financial management of incentive programs, Elgin County has determined that the following guidelines will apply: 96 es 11 Annually, an implementation committee that is responsible for the administration of the CIP will make recommendations to local and County Councils with respect to financial Incentives that will be in effect and offered to owners and tenants within the Community Improvement Project Area for that year. liver The only exception to this is in regard to the Tax Increase Equivalent Grant (for Major Projects) and the Application and Permit Fees Rebate, both of which specifically identify a `municipal portion' of the grant value, which will not be funded by the County. Cn - :arch 2015 on anal _mole. Where it has been determined by local Council that these programs will be put into effect in any given year, the local municipality will provide funding for the `municipal portion'. O-o o IIVOr ou In this case, a local Council will identify the extent to which it will participate in financial Incentive programs that have been put into effect during the annual budgeting exercise. 97 es 12 �- 11 OT upp that an L The provision of funding for any incentives shall be to the limit of the available funding for that year. The annual budget for Financial Incentives will not fund the County portion of tax assistance programs, since these are not "out of pocket" expenses. Funding for these incentives will be provided as reimbursements in the year following payment to Elgin County and therefore do not require funding. Additional information about the administration of incentive programs is provided in Section 5.0 of this document and in Section 6.0 of the Elgincentives CIP. ANN,NG NI 98 • • cen - :arch 2015 Oi The Elgincentives CIP will be administered by Elgin County in partnership with the local municipalities in accordance with the following guidelines (as shown in Figure 3): a) An `Elgincentives Implementation Committee' will be appointed by County Council and will be delegated the responsibility of administering the CIP, including financial incentive programs. b) Specifically, the Committee will: i) Receive /review all applications for incentives; and ii) Make a decision on whether an application should be approved or refused. c) The `Elgincentives Implementation Committee' will consist of senior staff from Elgin County who will have primary responsibility for all administrative tasks. d) In addition, staff from the local municipalities will have representation on the Committee and will be responsible for reviewing incentive applications from owners /tenants of land /buildings from their respective municipality. Local representatives will be required to 99 es 14 sit on the committee on a case -by -case basis, only in response to applications from their respective municipalities. e) Applications must be submitted to Elgin County (i.e., the `Elgincentives Implementation Committee') in accordance with the requirements outlined in the CIP. f) Applications will be regarded on a first come, first served basis, and evaluated based on criteria set out by the `Elgincentives Implementation Committee'. g) Actual payment of tax assistance and grants (both the local and County funded portions) to an approved applicant will be the responsibility of the local municipality. Funding from Elgin County will be provided to the local municipality and not directly to an approved applicant. h) The `Elgincentives Implementation Committee' will also be responsible for: i) Marketing the Elgincentives CIP in accordance with the Marketing Strategy outlined in the CIP (with the County's Economic Development Department playing a leading role); and ii) Monitoring the results of the Elgincentives CIP, and specifically the financial incentive programs, in accordance with the Monitoring Strategy outlined in the CIP. eneitation les 15 Figure 3: Process Summary for the Review, Approval, and Payment of Incentives offered through the Elgincentives CIP .=.. = Appli cation _Appli ti --„ComMit-tee ---, -, Submftted to Reviewed by Makes Decision ' , , Committee Committee V vollioniom County es Grant is Paid grant payment by Iocal to local 10001t10011t8 Municipality to Applicant = 100 ANN,NG ki 101 cen - :arch 2015 O_ In order to implement the Elgincentives County -wide framework for community improvement planning, Elgin County has identified the following key undertakings as `next steps': 1) Council Endorsement: The `Elgincentives Vision and Implementation Guidelines' (i.e., this document) and the `Elgincentives Community Improvement Plan' (i.e., the template provided in Appendix A) will be brought forward to County Council for endorsement. 2) Local Implementation: Following endorsement by County Council the County -wide framework would be adopted at the local level. With respect to the specific tasks required as part of the local implementation phase, the following will be required: A. The Elgincentives CIP template, which is provided as Appendix A to this document, will be modified/ developed into seven individual CIPs — one for each local municipality. 102 SOS 17 B. Local official plan amendments will be required (in most cases) in order to allow for the identification of community improvement project areas, as identified in the Elgincentives CIP template. This is because, as discussed in the background memo provided in Appendix B to this document, while most municipal local official plans include criteria for designating a community improvement project area within a downtown or commercial area, most do not have criteria that would allow for designating one within an agricultural area. Also, in most case, the local municipal official plan policies do not have goals and objectives relating to community improvement activities that would broadly address local economic development issues. In order to assist the local municipalities with this task, some preliminary recommendations with respect to local official plan amendments have been identified for each local municipality and are provided as Appendix C to this document. C. Once the local municipal CIP and proposed official plan amendments (where required) are finalized, each local municipality will have to initiate the local adoption process in accordance with Section 17 of the Planning Act, which will specifically involve: i) Providing notice of a statutory public meeting; Cn - :arch 2015 on anal _mole. ii) Making background material as well as the proposed official plan amendment and Elgincentives Community Improvement Plan available for public review and comment 20 days prior to the public meeting; iii) Circulating background material and the proposed Elgincentives Community Improvement Plan to the Ministry of Municipal Affairs and Housing for consultation; iv) Holding a statutory public meeting for the proposed official plan amendment and proposed community improvement plan; v) Bringing forward the following to local Council: • A by -law to adopt the proposed official plan amendment'; • A by -law to adopt the community improvement project area; and • A by -law to adopt the community improvement plan. 1 Official plan amendments will require approval from Elgin County. 103 es 18 vi) Providing written notice of adoption to the Ministry of Municipal Affairs and Housing. A flow -chart illustrating these key implementation requirements /next steps is provided by Figure 4 on the following page. 01 eneitatIon :Ines Figure 4: Notice Process for the Adoption of CIPs (Source: 2008 MMAH Community Improvement Handbook) r 1m. 1 111131K*- 04 pdsW nweskty I ( s, 17(12))) irtzWdng statamen = I cWrffyirl who may apt eat = (s_ 12(241) = I _ C-wsKtk" (s, 17(1)) = 1 s incluchN tAnowy or Stsma ' 1 Affts atd Hossisys' irskternan and matwiA Wirm a copy c4 0*m.y-we proppsed plan (mat 0* waits* 20 days pries t poWic meetiva i 1 (1. 17(191)1 17(19)1 Pati0 owtesitq dratt (, 17(15)(d)) 19 d n c4 17= tt(t) Mtten its 17'=) irmatang Minims c4 99-0W43a1 009-Wrs _ tbastng ts_ 17120» County approval of Officiall !Plan Amendment is required OM r It 2 PROCESS (s. 17144)) gg g g g I 2 2 - 2 klgI Wore the -_( Diana l (s_ 171451) 104 20 days to s 17(24) IS days t *w rd rward s_ 17(n) (t* a 19 PLANNING = ji 105 PLANNING L1 106 107 e nu O r T -' OS -o. `ovO ------__fit ei March 2015 .ir CPI eve u - [INSERT ADOPTING MUNICIPALITY] has adopted this Community Improvement Plan (CIP) as a component of a progressive and strategic County -wide framework for 108 1 -1 community improvement planning that is to be administered and funded in partnership with Elgin County. Since Elgin County is an upper -tier municipality with a coordinating role over its seven distinctive and unique lower - tier municipalities, the intent of a County -wide framework for community improvement is to advance local economic goals and priorities in a coordinated manner. Once adopted, this CIP will serve as a long -term instrument for diversifying the economic base and improving the built environment of the 7 local municipalities of Elgin, including [INSERT ADOPTING MUNICIPALITY]. Accordingly, this CIP has a specific focus on supporting growth in key areas of economic activity; where the County and its local municipalities have determined the need is the greatest, and where there will be significant County -wide benefits. Specifically, as discussed further in Section 2.0 of this CIP, this includes the following key areas throughout Elgin, including [INSERT ADOPTING MUNICIPALITY]: a) Downtowns /main street areas; b) The agricultural areas; c) The ports /lakeshore areas; and, d) Other key tourist and outdoor recreational areas. 1 O n t- OS -o. r ovO ------__fit -arch 2015 A CIP is a municipal planning tool established by the Ontario Planning Act. Many municipalities across Ontario have prepared CIPs in order to achieve important community goals, such as: • Facilitating and coordinating the transition of neighbourhoods and areas; • Stimulating economic growth and development; • Assisting businesses/ property owners with repair, rehabilitation, and redevelopment projects; and, • Raising awareness of local needs and priorities. Simply put, a CIP is a planning document that sets out tools and strategies for improving the built, economic, and social environment in designated areas of a municipality. Normally, under Section 106 of the Municipal Act, municipalities are prohibited from directly or indirectly assisting local businesses by giving or lending money. However, having a CIP in place allows the municipality to assist financially with improvements to private properties. 109 1 -2 v The Planning Act is the primary piece of legislation that provides for the preparation of CIPs. Specifically, Section 28 of the Planning Act sets out the following: 1. Types of projects /activities /works that are considered `community improvement', which can include the redevelopment, rehabilitation, or other improvements to residential, commercial, industrial, and public buildings, structures, or facilities. 2. A community improvement planning process whereby a municipality must first identify and adopt by by -law a designated `community improvement project area', after which a `community improvement plan' may be prepared and adopted by by -law. However, this may only be done where there are community improvement policies in the municipality's Official Plan (which is the case in [INSERT ADOPTING MUNICIPALITY], as discussed in Section 2.0 of this CIP). 3. Tools that can be implemented once a `community improvement plan' is prepared, which include grants or loans to owners and tenants of land and buildings within the community improvement project area. 1 O r T -' OS -o. r ovO ------__fit March 2015 4. Eligible costs for which a municipality can provide such grants or loans, which may include costs related to development/ redevelopment or construction/ reconstruction projects for rehabilitation purposes or for the provision of energy efficient improvements. In addition to the above, the Planning Act states that upper -tier municipalities in Ontario (including Elgin County) have the ability to participate in (i.e., contribute financially) CIP programs adopted by local municipalities. This is permitted only where there are Official Plan policies in place relating to the making of grants or loans. Since there are such policies in place in the upper -tier Official Plan, Elgin County may participate in the programs established by this CIP. 110 1 -3 1.1 Contents The contents of this CIP are as follows: • A brief overview of the background and basis for this CIP is provided in Section 2.0; • Goals and Objectives for County -wide Community Improvement are provided in Section 3.0; • The Community Improvement Project Area is identified in Section 4.0; • Information about financial incentive programs (or `Elgincentives) is provided in Section 5.0; • Administrative details about how this CIP will be implemented, marketed, and monitored are set out in Sections 6.0, 7.0, and 8.0; and • A Glossary that is intended to assist in the interpretation of this CIP is provided in Section 9.0. 111 1 1 O r T -' OS -o. r ovO ------__fit March 2015 As stated in the introduction to this CIP, the intent of a County- wide framework for community improvement is to implement Planning Act tools consistently in each of Elgin's seven local municipalities as a part of a coordinated strategy to advance local economic goals and priorities. Prior to the development of this CIP, a review of the County's Economic Development 112 2 -1 Strategy and Official Plan was completed to identify key goals and priorities that can be supported in order to provide an overall public benefit to [INSERT ADOPTING MUNICIPALITY] and Elgin County as a whole. The following is a summary of the findings. Elgin County Economic Development Strategy In 2011, the County implemented an Economic Development Strategy (EDS), with the primary objective being to foster or create an environment that supports the growth of the economy and prosperity for local residents. The EDS emphasizes the importance of the creative rural economy in order to create an enabling environment for the following key sectors: • Agriculture; • Tourism; and • Downtowns /Mainstreets. In reviewing the goals of the County's Economic Development Strategy, it has been determined that this CIP has the potential to: • Assist businesses and property owners with repair, rehabilitation, and redevelopment projects, in order to help enhance civic pride and ownership throughout the County. nu r T -' OS -o. r ovO ------__fit ei March 2015 • Promote secondary uses on agricultural land, which are now permitted through the County's Official Plan. • Support enterprise development through the use of financial incentive programs. • Send a clear message to the business and development community on behalf of [INSERT ADOPTING MUNICIPALITY] and Elgin County that there is a commitment by both levels of government to stimulating economic growth and attracting /retaining businesses. • Create positive stories about revitalization and business development within the community. Elgin County Official Plan The 2012 County Official Plan has a clearly articulated set of long -term goals for Elgin, which emphasize the importance of agriculture, downtown areas, and the `ports'. For example, the following Official Plan goals are set out for Elgin's economic prosperity, which will be supported by this CIP: • To reinforce the function of the downtown areas in settlement areas as cultural, administrative, entertainment, retail and social focal points of the community. • To support the role of the 'ports' in the County as the primary locations for tourism and related economic activity. 113 2 -2 • To provide opportunities for a wide range of appropriately scaled agriculture- related and secondary uses in the Agricultural Area. In addition, the County's Official Plan establishes policies that will support the goals, actions and strategies of the Economic Development Strategy. For example, the Official Plan states that it is a policy of the County to: • Support the efforts of existing Business Improvement Areas and Chambers of Commerce to promote retail and facade improvements of buildings. • Support the creation of interesting and accessible public places to generate activity and vitality and attract people and business to Elgin County communities. • Promote the growth of tourism throughout the County with particular emphasis in areas where there is an existing tourism base including the ports /waterfront areas, downtown /main street areas, recreational areas and agricultural /rural areas. • Enhance the profile of the County, its communities, ports and tourism attractions and destinations. • Maintain agriculture as the principal economic activity in the rural areas of the County. • Support opportunities for farmers to protect, diversify and expand their operations. This CIP is in support of these County -wide policies. 1OrT_'OS Oi March 2015 ro efO_ As required by the Planning Act, [Section X] of the Official Plan of [INSERT ADOPTING MUNICIPALITY] contains provisions for the development of a CIP. Specifically, community improvement goals, objectives, and the local criteria for the designation of community improvement project areas are in support of this CIP. These policies therefore serve as a basis for this CIP. In addition, there are number of general goals, objectives, and policies in the [INSERT ADOPTING MUNICIPALITY] Official Plan, which broadly aim to foster economic growth and are therefore in support of and consistent with the goals and objectives of this CIP. Prior to the development of this CIP, a number of public consultation activities were completed in order to obtain community input on the range of local needs and opportunities for community improvement. These are summarized below: Community and Business Survey A Community Survey was conducted as part of the consultation events for Phase One of the Elgin County CIP project. The purpose of the survey was to collect information 114 2 -3 from community members, downtown business owners /tenants, and local farmers /agri- business owners. The survey was made available on the County's website and in the local libraries from Wednesday November 12, 2014 to Friday November 21st, 2014. The survey was designed to determine: • Local needs and opportunities for community improvement within key areas of the County; • Information about local businesses /agri- businesses in terms of needs and opportunities for improvement, expansion, and business development; • Familiarity and level of interest in community improvement plans; and • Types of programs that may be of assistance to the business and agricultural community. A total of 50 respondents completed the CIP survey. Municipal and Community Workshops In addition to the Community and Business Survey, three Stakeholder Workshop were held on Tuesday November 18, 2014 as part of the Phase One consultation efforts for the CIP project. The workshops were held as follows: • A Municipal Workshop was held with 14 representatives from each of the lower -tier municipalities within the County; and O r T -' OS O ------__m r �t _ `Ov O i March 2015 • Two Business Community Workshops were held with interested business owners /other stakeholders from across the County. The first was held in West Lorne and was attended by approximately 24 local business owners /stakeholders. The second was held in New Sarum and was attended by approximately 25 local business owners /stakeholders. The purpose of the workshops was to: • Introduce the project, process, and goals; • Provide an overview of community improvement planning and some of the tools that can be implemented through a CIP; • Discuss local issues and needs regarding the downtown /mainstreet area, ports, and agricultural areas of the County as well as opportunities for improvement in these areas; and, • Explore opportunities to apply community improvement tools locally. 115 2 -4 A full discussion of the findings of the background work described above (i.e., the review of County economic development priorities /policies, a local policy review, and consultation events) was documented in a `Community Improvement Background and Options Memo' dated December 2014 (and revised in January 2015), which was circulated to each of the seven local municipalities for review and comment. This memo is an important basis for the [INSERT ADOPTING MUNICIPALITY] Elgincentives CIP and can be reviewed for additional background information. 116 wLc 0 O r T_'7OS -o. `ovO ------__fit March 2015 Oi 1 � -RJR-- A series of goals have been developed based on the findings of the background work and consultation activities described in Section 2.0 of this Plan. The goals are established for the purpose of articulating how the Elgincentives CIP is intended to provide an overall public benefit to [INSERT ADOPTING 117 3 -2 MUNICIPALITY] and Elgin County. They represent the overall intended result of this Plan. Objectives have also been identified, which represent the tangible actions and outcomes that the [INSERT ADOPTING MUNICIPALITY] and Elgin County aim to achieve through the implementation of this Plan. Importantly, as set out in Section 5.2, in order to be eligible for any of the financial incentives programs offered through this CIP, a proposed project must contribute to the goals and objectives set out below. For each of the goals and objectives, a set of targets has also been established for the purpose of monitoring the effectiveness of this CIP. The targets are presented as part of a monitoring strategy in Section 8.0 of this Plan. The goals of the [INSERT ADOPTING MUNICIPALITY] Elgincentives CIP are shown in Figure 1 below, which also demonstrates how each of the goals will support and reinforce each other. Ligincentie March 2015 rovemei To stimulate economic growth and diversificatiom ;A: • imorove quality c-4 Mare tor residents, and visitors, Figure G a i of file Elf.) incentives C 118 3 - 3 For each of the goals identified above, a number of specific and measurable objectives have been identified, which are identified in the tables below. Goal 013' ectives Elgincemw LOI march 2015 rovemei Goal Objectives --- MM. ------ -Mm'------- --.°°-°-MM---- 0M--- --0-MteM.100.-. 0000000_0--0,0_0-0--00,4„.7.----_,,,,---,m-m--------------------mm ------MMM-M-Mm_mm_0-M-M00°0-:°,0000m00.000M -'...M0-00-iliMm0m.,0 00000mEM.000m0m0M= M00000,00 Mmmmmm-mmmmm-_mm-MmMm-,MM- °-----m-mam00000QM___ 119 Goal Objectives 3 - 4 120 O r T -' OS -o. `ovO ------__fit March 2015 - - -rte- _- r. as T In order to achieve the broad, economic development- focused goals and objectives of this CIP, all lands located within the Municipal boundary of [INSERT ADOPTING MUNICIPALITY] are included within the Elgincentives Community Improvement 121 4 -1 Project Area (CIPA). These lands have been designated (by by -law) as such by Council, and are shown on Schedule A of this CIP. To demonstrate how this CIP will work with other local Elgincentives CIPs adopted throughout Elgin County, a map showing the overall County -wide Framework is also provided as Schedule 0.1 Financial Incentive Programs may be available to registered owners, assessed owners, and tenants of lands and buildings located within the CIPA, subject to a number of eligibility criteria, as described in Section 5.0 of this CIP. In addition, the type of improvement projects that may be funded by incentive programs is subject to the Community Improvement `Sub -Area' in which lands /buildings are located. These `Sub- Areas" are introduced in Section 4.2. n Prior to the development of this CIP, it was determined that there are a number of key areas of local economic activity in [INSERT ADOPTING MUNICIPALITY] where the need for improvement is the greatest and where investment will result in significant economic development benefits. These include: 1 Schedule C is provided for context only and does not form a part of this CIP. Schedule A should be consulted to determine whether a property is located with the CIPA, 1 O r T -' OS -o. r ovO ------__fit March 2015 a) Downtowns /main street areas; b) The agricultural areas; c) The ports /lakeshore areas; and, d) Other key tourist and private outdoor recreational areas. [DELETE THOSE THAT DO NOT APPLY] Therefore, in addition to designating the entire municipality as a CIPA, the following `Sub- Areas' have also been identified for [INSERT ADOPTING MUNICIPALITY], which are shown on Schedule A of this CIP: 1. The Settlements Sub -Area (which incudes the downtowns /main street areas and ports of [INSERT ADOPTING MUNICIPALITY] as identified in the local Official Plan); and 2. The Agricultural Sub -Area (which generally include lands that are designated Agriculture by the County Official Plan). However, not all properties located in these `Sub- Areas' will be eligible for the financial incentive programs that are offered in this CIP. A general description of the types of properties and uses within each of the `Sub -Area' that are the focus of this CIP (and therefore eligible for incentive programs) is provided in Section 5.2. 122 4 -2 In addition to designating a CIPA and `Sub- Areas' for the purpose of this CIP, it has also been determined that there are certain key areas of [INSERT ADOPTING MUNICIPALITY] where local investment will have the greatest economic benefit /impact. Therefore, these areas have been identified as `Priority Areas' recognizing that they should be prioritized with respect to improvement projects and the provision of financial incentives. `Priority Areas' in [INSERT ADOPTING MUNICIPALITY] are shown on Schedule B of this CIP, and include the following: 1. Tourism Corridors (which include corridors as identified on Schedule B of the County's Official Plan, in addition to other locally identified corridors); and 2. The Lakeshore Area. As discussed in Section 5.0 of this CIP, for some of the incentive programs in this CIP, the value of financial incentives will be greater for registered owners, assessed owners, and tenants of lands and buildings that are located in `Priority Areas'. 123 e 1 O n t- OS O ------__ r o e ------__i O March 2015 aw Dro 4 ut The [INSERT ADOPTING MUNICIPALITY] may, in partnership with Elgin County, put any of the following programs into effect during the term of this CIP, subject to the availability of Municipal resources: 124 5 -1 1. A Tax Increase Equivalent Grant (for Major Projects); 2. A Facade, Signage, and Property Improvement Grant; 3. A Building Improvement/Restoration Grant; 4. A Building Conversion/Expansion Grant; 5. An Energy Efficiency Retrofit Grant; 6. An Outdoor Art Grant; 7. A Feasibility /Design Study Grant; 8. An Application and Permit Fees Rebate; 9. A Multiple Property Owners Bonus Grant; and 10. A Savour Elgin /Elgin Arts Trail Bonus Grant. Section 5.2 of this CIP identifies a set of eligibility criteria that must be met in order to be eligible for any of these programs. Detailed information about how each of the incentive programs works is provided in Section 5.3 to 5.12. ry General Eligibility Criteria In order to be eligible for any of the financial incentive programs that may be offered under this CIP, the following general eligibility criteria must be met: 1 O r T -' OS -o. r ovO ------__fit March 2015 1. The lands and buildings subject to an application must be located in a Sub -Area of the CIPA designated by by -law for the purpose of this CIP. 2. All proposed projects must result in some level of improvement or rehabilitation over the existing conditions and will not simply represent a life cycle replacement. 3. All projects must contribute to achieving one or more community improvement goals (as identified Section 3.0 of this CIP). 4. Unless otherwise specified, registered owners, assessed owners, and tenants of private land or buildings may be eligible for financial incentives. 5. The total value of grants shall not exceed the total value of eligible costs for a project. 6. A property is eligible for the Tax Increase Equivalent Grant for Major Projects once during the term of this CIP. 7. For all other incentive programs, a property may be eligible for multiple grants per application and may submit multiple applications during the during the term of this CIP; however, the total combined value of grants approved in any given year shall not exceed $15,000 per property. 8. Financial Incentives will not be applied retroactively to works started prior to approval of applications. 9. Incentives under this CIP will not be issued for eligible works that have received grants under any other incentive program for the same works, including those offered by any 125 5 -2 other level of government, or through another CIP that may be in effect in [INSERT ADOPTING MUNICIPALITY]. 10. The property owner must have no outstanding property tax arrears, or any other Municipal /County accounts receivable on the subject property at the time of application. 11. Proposed projects must be in accordance with all applicable policies, by -laws, provisions, standards, requirements, and guidelines (including any applicable Urban Design Guidelines) from all levels of government, including the applicable Conservation Authority. In addition to the general eligibility criteria, a set of program - specific eligibility criteria must also be met, which are outlined in the description of financial incentives, in Sections 5.3 to 5.12 below. A summary table that provides an overview of the details for each of the financial incentive programs is also provided in Section 5.13. Eligible Properties and Uses Not all properties and uses located in the `Sub- Areas' will be eligible for financial incentive programs offered in this CIP. The table on the following page generally describes the types of privately -owned properties and uses within each of the `Sub - Areas' that are the focus of this CIP and therefore eligible for incentive programs. gincenue march 2015 rovemei Summary Table of Eligible Properties and Uses 5 -3 Settlements Sub-Area • Properties designated Commercial by the local Offfoial Plan, which are located within or Vi proximity to an established downtown or mairistrt area. • Commercial and mixed-uses. • Industrial uses are not eligible. • Properties designated by the local Ofc:aI lan to Porirlit tounsm-odonted arid outdoor • Tourism oriented cOrnmercial/ service establishments and recreational outdoor recreation uses. uses. Agricultural 0 Properties designated Agricultural Area by the Sub-Area County Official Plan. • Secondary and agriculture-related uses related to existing farm operations. • Tourism oriented commercial/ service establishments and outdoor recreation uses (where permitted by the local Official Plan), • On-fami residential uses are not eligible. 126 1 nt_7 Oi -arch 2015 Purpose and Anticipated Benefits mean_ The Tax Increase Equivalent Grant for Major Projects is intended to stimulate investment by effectively deferring part of the increase in property taxation as a result of the major development, redevelopment, reconstruction, or rehabilitation of a lands or building. Grants that are equivalent to a percentage of the resulting municipal and /or County portion of the property tax increase are provided to a property owner following the reassessment of the property. Note: In order to determine the suitability of the Tax Increase Equivalent Grant for Major Projects, eligible applicants should attempt to estimate the total potential value of the grant prior to submitting an application for the program. The estimate should consider current assessment values, total anticipated investment, and the potential reassessment based on completing the approved community improvement works. Upon reassessment of the property, should the total value of the grant be significantly less than the applicant's estimated value, the applicant may then have the opportunity to withdraw their application for the Tax Increase Equivalent Grant for Major Projects, and apply for one or more of the additional programs offered through this Plan — which may result in a more significant grant value. 127 5 -4 Value of Grant Where a proposed project satisfies the eligibility requirements, a Tax Increase Equivalent Grant for Major Projects may be provided on approved applications as follows: The tax increase will be calculated following the reassessment of a property. The increase will represent the difference between the former tax assessment (prior to improvements) and the new tax assessment (after improvements). • In the first year following reassessment, a grant that is equivalent to 50% of the municipal and /or County portion of the tax increase will be provided to a property owner. Grants will be provided for a period of 5 years. Following year one, and for or each year thereafter, the value of the grant will decrease as follows: - In year two, the grant will be equivalent to 40% of the municipal and /or County portion of the tax increase; - In year three, the grant will be equivalent to 30% of the municipal and /or County portion of the tax increase; - In year four, the grant will be equivalent to 20% of the municipal and /or County portion of the tax increase; and - In year five, the grant will be equivalent to 10% of the municipal and /or County portion of the tax increase. • The maximum value of an annual grant may increase where the property is located within a Priority Area' (as 1 rT -' S o----. r ove------__fit March 2015 discussed in Section 4.3 of this CIP). In this case, a grant that is to equivalent to 100% of the municipal and /or County portion of the tax increase will be provided to a property owner in year one. Following year one, and for or each year thereafter, the value of the grant will decrease as follows: - In year two, the grant will be equivalent to 80% of the municipal and /or County portion of the tax increase; - In year three, the grant will be equivalent to 60% of the municipal and /or County portion of the tax increase; - In year four, the grant will be equivalent to 40% of the municipal and /or County portion of the tax increase; and - In year five, the grant will be equivalent to 20% of the municipal and /or County portion of the tax increase. Program- specific Eligibility Criteria To be eligible for the Tax Increase Equivalent Grant for Major Projects, the following criteria must be met (in addition to the general eligibility criteria set out in Section 5.2 of this CIP): a. The applicant must be a registered owner /assessed owner of private property located within a `Sub- Area'. Tenants are not eligible for this program. b. A property is eligible for the Tax Increase Equivalent Grant for Major Projects once during the term of this CIP. c. The proposed project must be `major', meaning that 25% or more of the existing gross floor area is affected. Small 128 5 -5 Scale projects (defined as those that involving less that 25% of the existing gross floor area) will not be considered eligible under this program, but may be eligible for other programs in this Plan. d. The property owner is responsible for the entire cost of the major project. Eligible Projects and Costs The Tax Increase Equivalent Grant for Major Projects may be provided for the following types of major projects on eligible properties: a. The development of new eligible uses on a vacant property; b. The redevelopment of a property for the purpose of a new eligible uses; c. The restoration or improvement of an existing building to accommodate an eligible use; d. The conversion of an existing building to accommodate an eligible use; e. The expansion of a building that results in an increase to the gross floor area of an eligible use; f. Infrastructure work including the improvement or reconstruction of existing on -site public infrastructure (water services, sanitary and storm sewer); and The services of a professional engineer, architect or planner to design and implement the project. g. 0rT_' 0 omm r�t _n rovene_ March 2015 Other types of projects may also be considered eligible, at the Payment discretion of Council. 129 5 -6 The total value of grants shall not exceed the total eligible costs of an approved project as invested by the applicant, or shall not be paid to the applicant for a period more than ten years, whichever is the lesser amount. Grants may require a financial pro -forma (at the expense of the applicant), an independent third party financial review (at the expense of the applicant), and a signed agreement (specifying terms, conditions, performance expectation and duration of the grant). If a property is sold, in whole or in part, before the original grant period lapses, the original owner is not entitled to receive the remaining rebate payments (for the municipal and /or County portion) under the original agreement. The original owner may also be required to repay any grant payments made to the original owner prior to sale of the property. Applicants receiving the Tax Increase Equivalent Grant for Major Projects will not be eligible for any additional incentive programs offered through this Plan in any given year during the term of the CIP. The Tax Increase Equivalent Grant for Major Projects may not be combined with any other financial incentive programs offered by this CIP. 1 rT_'5 Oi March 2015 rovei Purpose and Anticipated Benefits The purpose of the program is to assist with the financing of improvements to a building's facade or signage, or to assist with other eligible improvements to private property (i.e., parking and landscaping), which may otherwise be considered cost prohibitive by a property owner or tenant. Value of Grant Where a proposed project satisfies the eligibility requirements, a Facade, Signage, and Property Improvement Grant may be provided on approved applications as follows: • For a facade Improvement project, a grant may cover 50% of the eligible cost of the facade improvement to a maximum of $5,000. - The maximum value of the grant may increase to $7,500 if the building has more than one street address and /or storefront, or if the building has more than one wall that is visible from a public street, or fronts onto a laneway or parking lot. - The maximum value of the grant may increase to $10,000 where the property is located within a `Priority Area' (as discussed in Section 4.3 of this CIP). 130 5 -7 For a signage improvement project, a grant may cover 50% of the eligible cost of the signage improvement to a maximum of $2,500. - The maximum value of the grant may increase to $5,000 if the building has more than one street address and /or storefront, or if the building has more than one wall that is visible from a public street, or fronts onto a laneway or parking lot. - The maximum value of the grant may increase to $7,500 where the property is located within a Priority Area' (as discussed in Section 4.3 of this CIP). For a property Improvement project, a grant may cover 50% of the eligible cost of the property improvement to a maximum of $2,500. - The maximum value of the grant may increase to $5,000 where the property is located within a Priority Area' (as discussed in Section 4.3 of this CIP). Eligibility Criteria To be eligible, the general eligibility criteria set out in Section 5.2 of this CIP apply. Eligible Projects and Costs The Facade, Signage, and Property Improvement Grant may be provided for the following costs related to projects on eligible properties and uses: C rT -' S o----. `ove------__fit March 2015 For a facade Improvement project, improvements to the main facade of buildings are eligible. Where a side and /or rear wall is visible from a public street or public space, or fronts onto a laneway or parking lot, improvements to these walls may also be eligible. Eligible costs include the following: • 1- a) Restoration or replacement of exterior building treatments, such as brickwork /cladding /siding; b) Restoration or replacement of cornices, eaves, and parapets; 131 5 -8 c) Restoration or replacement of windows, doors and awnings; d) Restoration or replacement of exterior lighting; e) Exterior painting; f) Chemical or other facade cleaning; g) Redesign of storefront or entrance modifications, including provisions to improve accessibility for the disabled; and h) Such other similar improvements and repairs that may be necessary to improve the appearance of a building facade exterior. For a signage Improvement project, improvements to the main storefront sign of buildings are eligible. Where a side and /or rear wall sign is visible from a public street or public space, or fronts onto a laneway or parking lot, improvements to these signs may also be eligible. For a property Improvement project, improvements to the front yard of properties are eligible. Eligible costs include the following: a) Addition of landscaping features (plants /green space, including sod, trees, vegetation, etc.); b) Addition of permanent landscaping elements such as fencing, benches, planters, and lighting; c) Addition of new parking /existing parking area upgrades for cars, motorcycles, and bicycles; 1 rT -' S o----. r ove------__fit March 2015 d) Improvements to rear building entrances and rear parking areas; e) Addition of walkways; and f) Such other similar improvements and repairs that may be necessary to improve a property. For all types of improvement projects, the services of a professional engineer, architect or planner to design and implement the project will also be considered eligible costs. Payment The grant will be provided upon successful completion of the approved project. Subject to the availability of resources, up to 100% of the grant values identified above may be funded by Elgin County. Applicants receiving the Facade, Signage, and Property Improvement Grant may be eligible for additional incentive programs offered through this Plan (with the exception of the Tax Increase Equivalent Grant for Major Projects); however, the total combined value of grants in any given year shall not exceed $15,000 per property. 132 5 -9 Purpose and Anticipated Benefits This program will assist with maintenance and physical improvement of existing buildings that may otherwise be considered cost prohibitive by a property owner or tenant. Projects may be undertaken in order to meet the current Building Code, improve aesthetic quality, and to provide for safe and usable eligible uses. Value of Grant Where a proposed project satisfies the eligibility requirements, a Building Improvement /Maintenance Grant may be provided on approved applications that covers 50% of the eligible cost of the improvements to a maximum of $8,000. - The maximum value of the grant may increase to $10,000 where the property is located within a Priority Area' (as discussed in Section 4.3 of this CIP). Eligibility Criteria To be eligible, the general eligibility criteria set out in Section 5.2 of this CIP apply. 1 rT_V S o----. rove------__fit March 2015 Eligible Projects and Costs The Building Improvement /Maintenance Grant may be provided for the following costs related to projects on eligible properties and uses: a) Structural repairs to walls, ceilings, floors, and foundations; b) Interior restoration and design; c) Repair /replacement /installation of building infrastructure, such as roofing, windows, and doors; d) Repair /replacement /installation of plumbing, electrical, HVAC, and fire protection systems; e) Weatherproofing; f) Improvements to accessibility for people with disabilities; g) Any other improvements that may bring a building up to code, or address health, safety, or risk management issues; and h) The services of a professional engineer, architect or planner to design and implement the project. Payment The grant will be provided upon successful completion of the approved project. Subject to the availability of resources, up to 100% of the grant values identified above may be funded by Elgin County. 133 5 -10 Applicants receiving the Building Improvement /Maintenance Grant may be eligible for additional incentive programs offered through this Plan (with the exception of the Tax Increase Equivalent Grant for Major Projects); however, the total combined value of grants in any given year shall not exceed $15,000 per property. 1 rT_'5 Oi March 2015 rovei Purpose and Anticipated Benefits The purpose of the program is to assist in the small -scale conversion of existing vacant space into new commercial, mixed -use and other eligible uses. Additionally, this program will assist with the minor expansion of existing eligible uses to support growing businesses thereby increasing non - residential assessments. Value of Grant Where a proposed project satisfies the eligibility requirements, a Building Conversion /Expansion Grant may be provided on approved applications that on the basis of $15 per square foot of converted or expanded floor space, to a maximum of $8,000. - The maximum value of the grant may increase to $10,000 where the property is located within a `Priority Area' (as discussed in Section 4.3 of this CIP). Eligibility Criteria To be eligible, the general eligibility criteria set out in Section 5.2 of this CIP apply. 134 5 -11 Eligible Projects and Costs The Building Conversion /Expansion Grant may be provided for the construction and renovation costs related to the following types of projects on eligible properties and uses: a) Conversion of non - commercial or vacant space into new commercial, mixed -use, secondary uses, and agriculture - related uses, and other eligible uses; b) Conversion of upper storey space (whether vacant, office, commercial or other non - residential use) into new residential units; 1 nt- S o----. r ove------__fit -arch 2015 c) Conversion of a building or a unit in a building into a hotel, inn or bed and breakfast; d) Conversion of existing ground floor commercial space to better suit a new commercial use (e.g., retail to restaurant); and e) Expansion of existing eligible uses to increase the gross floor area. For all types of improvement projects, the services of a professional engineer, architect or planner to design and implement the project will also be considered eligible costs. Payment The grant will be provided upon successful completion of the approved project. Subject to the availability of resources, up to 100% of the grant values identified above may be funded by Elgin County. Applicants receiving the Building Conversion /Expansion Grant may be eligible for additional incentive programs offered through this Plan (with the exception of the Tax Increase Equivalent Grant for Major Projects); however, the total combined value of grants in any given year shall not exceed $15,000 per property. 135 5 -12 Purpose and Anticipated Benefits The Energy Efficiency Retrofit Grant Program offers grants to eligible property owners for retrofits that improve the overall energy efficiency of their buildings. The program will improve the energy efficiency of buildings on eligible properties and uses as well as support the community's overall environmental sustainability. Value of Grant For an Energy Efficiency Retrofit project, a grant may cover up to 25% of the retrofit costs to a maximum of $7,500. The maximum amount of a grant for renovations that result in third -party certification or compliance with third party energy efficiency standards shall be $10,000. The maximum amount of a grant for the services of a professional architect or engineer shall not exceed 15% of the grant that is calculated for eligible costs. Eligibility Criteria To be eligible, the general eligibility criteria set out in Section 5.2 of this CIP apply. In addition, the applicant may be required to have a professional energy audient completed in order to determine and demonstrate the need for energy efficiency upgrades. 1 O n _VOS -o. rove ------__fit March 2015 Eligible Projects and Costs For an Energy Efficiency Retrofit project, eligible costs include the following: a) Interior or exterior renovations that result in a third party certification or meet a third party energy efficiency standard which exceeds the requirements of the Ontario Building Code and demonstrably increases energy efficiency including: i. A Interior or exterior renovations that result in any level of LEED certification as determined by the Canada Green Building Council inclusive of certification through LEED for Commercial Interiors LEED for New Construction as it related to major renovations LEED for Core and Shell Renovations and LEED for Existing Buildings. ii. Interior or exterior renovations that result in compliance with ASHRAE SNAE Standard 90.1.1999 or newer ie energy performance standards for buildings except low rise residential buildings as certified by a professional engineer or professional architect. b) Addition of a green roof to an existing building; c) Installation of appropriate on site thermal renewable energy projects such as solar hot water geothermal air source heat pumps or solar wall; d) Installation of energy STAR certified heating cooling ventilation products and features including: i. Central Air Conditioner 5 -13 ii. Heat pumps iii. Gas furnaces and gas boilers iv. Ventilation fans and v. Doors and Windows But not including home appliances and small appliances such as refrigerators clothes washers dryers televisions ceiling fans etc; e) Installation of energy efficient lighting controls such as automatic timers, photocells or motion sensors; f) Fees of a professional architect or engineer for the design of services related to the above noted eligible projects; and Any combination of the above. g) L 136 1 O n t_ 7OS -o. r ovO ------__fit -arch 2015 Payment The grant will be provided upon successful completion of the approved project. Subject to the availability of resources, up to 100% of the grant values identified above may be funded by Elgin County. Applicants receiving the Energy Efficiency Retrofit Grant may be eligible for additional incentive programs offered through this Plan (with the exception of the Tax Increase Equivalent Grant for Major Projects); however, the total combined value of grants in any given year shall not exceed $15,000 per property. 137 5 -14 Purpose and Anticipated Benefits The Outdoor Artwork Grant program offers grants to property owners for the permanent installation of outdoor artwork /sculptures on eligible properties within the CIP `sub- areas'. The program will help to promote local art and improve the visual aesthetics of the Lakeshore and tourist corridors. Value of Grant Where a proposed project satisfies the eligibility requirements, An Outdoor Art Grant may be provided on approved applications for 50% of the eligible cost of the improvements to a maximum of $3,000. Program- specific Eligibility Criteria To be eligible, the following criteria must be met (in addition to the general eligibility criteria set out in Section 5.2 of this CIP): a. The eligible property must be located within a `Priority Area' (as discussed in Section 4.3 of this CIP); and b. Eligible projects must be visible from a public street or sidewalk. Eligible Projects and Costs For an Outdoor Art Work Grant, the following types of permanent art are considered eligible: 1 O r T -' OS -o. r ovO ------__fit arch 2015 a. Murals; b. Sculptures; c. Paintings; d. Local heritage based art pieces and displays; e. Interactive art pieces and displays; and, f. Any other art piece or display as approved Council. The following types of costs are considered eligible: a. b. c. Materials; Installation; and, Lighting and landscaping that highlights the public art. Payment The grant will be provided upon successful completion of the approved project. Subject to the availability of resources, up to 100% of the grant values identified above may be funded by Elgin County. Applicants receiving the Outdoor Art Grant may be eligible for additional incentive programs offered through this Plan (with the exception of the Tax Increase Equivalent Grant for Major Projects); however, the total value of all grants will not exceed the total eligible costs of an approved project as invested by the applicant, or $15,000, whichever is the lesser amount. 138 5 -15 Purpose and Anticipated Benefits The Feasibility, Design and Study Grant may be available to property owners and tenants for the completion of a range of studies and plans that will investigate the potential of or support a new business or development project. This program may help with the establishment of new and innovative development projects and businesses ventures on eligible properties. Value of Grant Where a proposed project satisfies the eligibility requirements, a Feasibility, Design and Study Grant may be provided on approved applications for 50% of the eligible cost of the improvements to a maximum of $2,000. Eligibility Criteria To be eligible, the general eligibility criteria set out in Section 5.2 of this CIP apply. Eligible Projects and Costs The following types of plans or studies will be eligible for the feasibility, design and study grant: • Concept plans 1 rT -' S o----. r ove------__fit March 2015 Site plan drawings; Feasibility studies; Environmental studies; Structural analyses; Evaluation of existing and proposed mechanical, electrical and other building systems; Traffic Impact Assessments; Market analyses; Business plans; and Any other study or plan as approved. The plan or study must provide new information about the feasibility and costing of an eligible use, or provide details in support of a new business or development. Payment The grant will be provided upon successful completion of the approved project. Subject to the availability of resources, up to 100% of the grant values identified above may be funded by Elgin County. Applicants receiving the Feasibility, Design and Study Grant may be eligible for additional incentive programs offered through this Plan (with the exception of the Tax Increase Equivalent Grant for Major Projects); however, the total combined value of grants in any given year shall not exceed $15,000 per property. 139 5 -16 Purpose and Anticipated Benefits The purpose of this program is to provide a rebate for a portion of the fees required for planning applications or building permits in relation to an improvement project. This program is intended to reduce the costs of making improvements to properties by assisting with the planning and building permit fees that may be incurred in association with an improvement. Value of Rebate Where a proposed project satisfies the eligibility requirements, a Planning Application and Building Permit Fee Rebate may be provided on approved applications that covers 50% of the municipal and /or County portion of the eligible cost to a maximum of $2,000. Program- specific Eligibility Criteria To be eligible for the Planning Application and Building Permit Fee Grant, the following criteria must be met (in addition to the general eligibility criteria set out in Section 5.2 of this CIP): A property owner or tenant of an eligible property or a property owner or tenant of a residential property that is proposed to be rezoned for eligible uses. 1 nt- S o----. r ove------__fit -arch 2015 Eligible Projects and Costs Eligible costs include the following: Municipal and County planning application fees, including minor variances, site plans, zoning by -law amendments or official plan amendments; and /or Municipal building permit fees or change of use permits. Payment The rebate will be provided upon successful completion of the approved project. Applicants receiving the Planning Application and Building Permit Fee Rebate may be eligible for additional incentive programs offered through this Plan (with the exception of the Tax Increase Equivalent Grant for Major Projects); however, the total combined value of grants in any given year shall not exceed $15,000 per property. 140 Purpose and Anticipated Benefits 5 -17 riT The Multiple Properties Bonus Grant is designed to encourage a `community' approach to improvement projects. Where multiple owners or tenants of eligible properties and uses implement a co- ordinated approach to improvement projects and capital investments that are eligible under the financial incentive programs of this CIP, each owner or tenant will be eligible for a `Bonus Grant'. The `Bonus Grant' is offered in addition to the grant(s) that have been approved for a project. Value of Grant Where a proposed project satisfies the eligibility requirements, a Multiple Properties Bonus Grant may be provided on approved applications to each owner or tenant involved in an eligible improvement project, in addition to the sum of the grant applied for. The value of the Bonus Grant will be equal to 15% of the total value of the grant provided to each owner or tenant, to a maximum of $1,000 per owner or tenant. Eligibility Criteria To be eligible, the general eligibility criteria set out in Section 5.2 of this CIP apply, as well as any Program- specific Eligibility Criteria that apply to the incentives programs for which the applicant is applying. 1 O r T -' OS -o. r ovO ------__fit March 2015 Program- specific Eligibility Criteria To be eligible, the following criteria must be met: • Owners or tenants of properties that are located in proximity to each other must prepare and submit applications for financial incentives at the same time, indicating that the proposed projects are being coordinated. • Applications must be submitted and approved for the following financial incentives programs only: - Facade, Signage, and Property Improvement Grant; - Building Improvement /Restoration Grant; - Building Conversion /Expansion Grant; - Energy Efficiency Retrofit Grant; - Outdoor Art Grant. Eligible Projects and Costs Eligible costs include those costs identified under the specific incentive program for which owners and tenants are applying. Payment The grant will be provided upon successful completion of the approved project. Subject to the availability of resources, up to 100% of the grant values identified above may be funded by Elgin County. This `Bonus Grant' may not be combined with the Tax Increase Equivalent Grant for Major Projects. 141 5-18 Purpose and Anticipated Benefits The Savour Elgin /Elgin Arts Trail Bonus Grant is designed to support the growth of the `Savour Elgin' and `Elgin Arts Trail' programs, which promote and enhance culinary tourism and visual arts attractions in Elgin County. Where owners or tenants of eligible properties undertake an improvement project that involves an eligible use that will also meet the criteria of the `Savour Elgin' and `Elgin Arts Trail' programs, the owner or tenant will be eligible for a `Bonus Grant'. The `Bonus Grant' is offered in addition to the grant(s) that have been approved for a project. Value of Grant Where a proposed project satisfies the eligibility requirements, a Savour Elgin /Elgin Arts Trail Bonus Grant may be provided in addition to the sum of the grant applied for. The value of the Bonus Grant will be equal to 15% of the total value of the grant provided, to a maximum of $2,000. Eligibility Criteria To be eligible, the general eligibility criteria set out in Section 5.2 of this CIP apply, as well as any Program- specific Eligibility Criteria that apply to the incentives programs for which the applicant is applying. 1Ont_OS Oi -arch 2015 Program- specific Eligibility Criteria rovei e i 5 -19 To be eligible for the Savour Elgin /Elgin Arts Trail Bonus Grant, the following criteria must be met: Owners or tenants must prepare and submit an applications, indicating that the proposed improvement projects involves the establishment of a new eligible use that will also meet the criteria of the `Savour Elgin' and `Elgin Arts Trail' programs. Owners or tenants must also meet the criteria of the `Savour Elgin' and `Elgin Arts Trail' programs and be confirmed as a member to these programs. Eligible Projects and Costs Eligible costs include those costs identified under the specific incentive program for which owners and tenants are applying. Payment The grant will be provided upon successful completion of the approved project and upon successfully becoming `Savour Elgin' and `Elgin Arts Trail' programs partners /members. Subject to the availability of resources, up to 100% of the grant values identified above may be funded by Elgin County. This `Bonus Grant' may not be combined with the Tax Increase Equivalent Grant for Major Projects. 142 nurT_' O1 March 2015 rovei ei -Ir A summary table that provides an overview of the details for each of the financial incentive programs is provided on the following page. 143 Tax Increase Equivalent Grant for Major Projects Facade, Signage and Property Improvement Grant Building Improvement/ Restoration Grant Building Conversion/ Expansion Grant Energy Efficiency Retrofit Grant Y C,M,T,O Y A,O C,M,T,O A,O 50% of the municipal and /or County portion of the tax increase 1 decreasing by 10% for a period of 1 5 years. Facade: 50% of eligible costs to a max. of $5,000 (may increase to $7,500 if criteria are met) Signage: 50% of eligible costs to a max. of $2,500 (may increase to $5,000 if criteria are met) Property: 50% of eligible costs to a max. of $2,500 Y C,M,T,O Y A,O Y Y maximum of $7,500 increase to $10,000 Y* Y* Outdoor Art Grant C,M,T,O C,M,T,O Y Y 50% of eligible costs to a max. of $8,000 $15 per square foot of converted A,O or expanded floor space, to a maximum of $8,000 A,O 100% of the municipal and /or County portion of the tax increase decreasing by 20% for a period of 5 years. N Facade: 50% of eligible costs to a max. of $10,000 Signage: 50% of eligible costs to a max. of $ $7,500 Property: 50% of eligible costs to a max. of $5,000 Y* 50% of eligible costs to a max. of $10,000 Y* Maximum value of the grant may increase to $10,000 25% of the retrofit costs to a I Maximum value of the grant may Y — Must also be in Priority Area C,M,T,O Y A,O N/A 50% of the eligible cost of the improvements to a maximum of $3,000 Y Feasibility /Design Study Grant Application and Permit Fee Rebate Y Y C,M,T,O C,M,T,O Y Y 50% of the eligible cost of the A,O improvements to a maximum of $2,000 50% of the municipal and /or A,O County portion of the eligible cost to a maximum of $2,000 Multiple Property I Owner Bonus Grant l Savour Elgin /Elgin Arts Trails Bonus Grant Y C,M,T,O Y Same Same Y* Y* Provided in addition to grants identified above, if criteria are met. 15% A,O of the total value of the grant provided to each owner or tenant, to a maximum of $1,000 per owner or tenant. Y* C,M,T,O Y Provided in addition to grants identified above, if criteria are met. 15% A,O of the total value of the grant provided to each owner or tenant, to a maximum of $2,000 per owner or tenant. Y — Yes N — No C — Commercial Uses M — Mixed Uses T — Tourism - oriented commercial /service O — Outdoor recreation A — Secondary and agriculture - related uses related to existing farm operations N/A — Not available * - Total value of all grants may not equal more than $15,000 144 Y* 145 1 C r T -' S -o. r ove ------__fit March 2015 e' - �-1 It is anticipated that the Egincentives CIP will be implemented over a 10 -year period ending December 31, 2025. Should it be determined that the term is to be extended or reduced, an amendment to this CIP will be required. 146 6 -1 An `Elgincentives Implementation Committee' will be appointed by local and County Councils and will be delegated the responsibility of administering the CIP, including financial incentive programs. Specifically, the `Elgincentives Implementation Committee' will: a) Receive and review all applications for financial incentives; and b) Make a decision on whether an application should be approved or refused, based on the criteria outlined in this Plan. The `Elgincentives Implementation Committee' will consist of senior staff from all seven of the lower tier municipalities (when required) in addition to staff from Elgin County. Applications will be regarded on a first come, first served basis, and evaluated based on criteria set out by the `Elgincentives Implementation Committee'. Actual payment of tax assistance and grants (both the local and County funded portions) to an approved applicant will be the responsibility of the local municipality. Funding from Elgin County will be provided to the local municipality and not directly to an approved applicant. O r T_'7OS -o. `ovO ------__fit March 2015 The `Elgincentives Implementation Committee' will also be responsible for: c) Marketing the Elgincentives CIP in accordance with the Marketing Strategy outlined in Section 7.0 of this CIP; and d) Monitoring the results of the Elgincentives CIP, and specifically the financial incentive programs, in accordance with the Monitoring Strategy outlined in Section 8.0 of this CIP. ina Any number of the Financial Incentives identified in this Plan may be put into effect during the term of the CIP, subject to the availability of funds and other resources. Annually, the `Elgincentives Implementation Committee' will make recommendations to local and County Councils with respect to financial Incentives that will be in effect within the Community Improvement Project Area for that year. The incentive programs will be funded by [INSERT ADOPTING MUNICIPALITY] in partnership with Elgin County. As part of the annual budgeting exercise, local and County Councils will identify a community improvement budget for financial Incentives that have been put into effect for that year, if any. During the annual budgeting exercise, local and County Councils will also identify the extent to which they will 147 6 -2 participate in the various financial Incentives that have been put into effect for that year, if any. Subject to the availability of resources, up to 100% of the grant programs may be funded by Elgin County, with the exception of the A Tax Increase Equivalent Grant (for Major Projects) and Application and Permit Fees Rebate. For these programs, local and County Councils will only have the option of funding their portion of the property tax increase or planning application /building permit fees. Since applications will be regarded on a first come first served basis and evaluated on the criteria set out by the `Elgincentives Implementation Committee', the provision of any incentive shall be to the limit of the available funding for that year. To the extent possible the Committee shall endeavour to distribute grants throughout the County for eligible projects. Once the annual budgets have been expanded, grants will no longer be provided until the following year. The annual budget for Financial Incentives will not fund tax assistance programs offered by this Plan, since these are not "out of pocket" expenses. Funding for these incentives will be provided as reimbursements in the year following payment to the [INSERT ADOPTING MUNICIPALITY] or Elgin County, or as cancellations, and therefore do not require funding. Actual payment of tax assistance and grants (both the local and County funded portions) to an approved applicant will be the responsibility [INSERT ADOPTING MUNICIPALITY]. O r T -' OS -o. `ovO ------__fit March 2015 Funding from Elgin County will be provided to [INSERT ADOPTING MUNICIPALITY] and not directly to an approved applicant. r. The following is a summary of the process for the submission, evaluation, and approval of Financial Incentive Program applications: a) Applications must be submitted in accordance with the requirements outlined in Section 6.4; b) The `Elgincentives Implementation Committee' will evaluate all applications and supporting materials in a timely manner. Applicants will be notified if their submission is incomplete; c) Based on the evaluation of complete applications, a recommendation will be made by the `Elgincentives Implementation Committee' to local and County Councils with respect to the approval or refusal of an application; d) For applications that are approved, a Financial Assistance Agreement will be prepared and executed by the `Elgincentives Implementation Committee'; e) Any program commitments may be cancelled if work does not commence within six months of approval of an application, or if a project is not undertaken or completed in accordance with the Financial Assistance Agreement; f) When projects are completed, a statement with supporting invoices shall be submitted to the `Elgincentives 148 g) 6 -3 Implementation Committee'. Following this, the work will be inspected by the `Elgincentives Implementation Committee' and, if approved, notice of completion will be issued and the financial assistance will be initiated; Upon completion of a community improvement project, the `Elgincentives Implementation Committee' reserves the right to inspect any properties /buildings, or to audit final costs at the owner's expense; h) Funding approval will lapse if a notice of completion is not issued within twelve months of the date of execution of the Financial Assistance Agreement; i) The `Elgincentives Implementation Committee' may grant an extension for community improvement works following receipt of a written request by the owner setting out the reasons for the extension and providing a new date of completion; and Should the applicant fall into default of any of the requirements of the incentive program or other requirements established by the `Elgincentives Implementation Committee', incentives may be delayed, reduced, or cancelled. Applicants may be required to repay benefits. j) The figure provided on the following page summarizes the key steps of the application and review process. Ligrcermves uon rnunty inprovenei March 2015 Key steps of the Elgincentives CIP Application and Review Process: 1 APP11 cation Application Submi to Reviewed Committee Comm . ,,•••••••••••••••••••-•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••,•••••••••••••••••••••••••••' • ..,411i111......1i111111111.1111111111111111111111111111110:- \ mrnfttee a es unodrk 149 \ County Municipality provides Grant is Paid rant pa nt by local to locat Municipality to Applicant 6 - 4 nt_5 Ol -arch 2015 rover ei 6 - 5 Applications for Financial Incentives offered through this Plan must include: a) Three (3) copies of the completed application form; b) Three (3) copies of all supporting documentation, as determined by the `Elgincentives Implementation Committee', which may include (but is not limited to): i) Specifications of the proposed project, including good quality plans, drawing, and studies; ii) Good quality photographs of the existing building condition; iii) Past /historical photographs and /or drawings; iv) Two (2) cost estimates for eligible work provided by licensed contractors; v) All sources of additional funding /incentives; vi) A statement with respect to how the proposed project meets the goals and objectives of the CIP; and vii) Any additional requirements as determined by the Committee. 150 151 O r T -' OS -o. r ovO ------__fit March 2015 a 1 T Marketing efforts for the Elgincentives CIP will be undertaken by [the ` Elgincentives Implementation Committee'. Efforts should focus on the potential target markets listed below. 152 7 -1 a) Primary target markets: i. Property owners and operating businesses located within the various geographic specific Sub -Areas of the Community Improvement Project Area to ensure that there is awareness of the programs and opportunities of the CIP; and ii. Commercial and industrial realtors, to ensure that part of the `marketing pitch' for any properties offered for sale in the Community Improvement Project Area includes the availability of incentives. b) Secondary target markets: i. The broader business community and potential investors (located both within and outside of Elgin County) to which economic development marketing materials are generally directed, to promote the pro- active economic development stance of this CIP. ii. The general public. Another key communication initiative should be to the Councils of [INSERT ADOPTING MUNICIPALITY] and Elgin County, in the form of annual reports on the take -up of CIP programs, and any changes or revisions that are recommended. This is discussed further in Section 9.0. 1 n -arch 2015 ;omm rui _n roverr _ The specific communications messages to be conveyed to each of these market segments are outlined below: Property • Provide direction on how to obtain owners and information on available incentive business programs, including program guides managers in and application forms. the various CIP • Provide information about the Sub -Areas application process. • Emphasize the significant benefits that may be available to them from participating in the program, including financial assistance. • Highlight the significant leverage effect of the financial incentive programs (i.e., potential to leverage /multiply the value investments. • Emphasize the potential for [INSERT ADOPTING MUNICIPALITY] and Elgin County to help achieve strategic business development goals. • Share success stories as a result of the CIP (i.e., successful projects and before /after pictures). Realtors • Demonstrate that the CIP enhances the attractiveness of properties in Community Improvement Project Area. Farm Operators and Agribusiness Tourism Businesses 153 7 -2 • Emphasize that they are being `recruited' to help spread the word about CIP possibilities. • Share success stories as a result of the CIP (i.e., successful projects and before /after pictures). Business • Emphasize that they are being associations `recruited' to help spread the word about CIP possibilities. • Highlight that the CIP will benefit their members. • Share success stories as a result of the CIP (i.e., successful projects and before /after pictures). Potential • Highlight that the CIP reinforces the investors in pro- active and pro - development community stance of [INSERT ADOPTING MUNICIPALITY] and Elgin County. General public • Share success stories as a result of the CIP (i.e., successful projects and before /after pictures). County Council • Report on implementation, progress on achieving the CIP's objectives and any changes / revisions proposed for the program. • Share success stories as a result of the CIP (i.e., successful projects and before /after pictures). 0nt_VOS Ol -arch 2015 rove------__n Marketing and communications materials should be developed to promote the CIP and the related opportunities. Examples are listed below. a) A section on the [INSERT ADOPTING MUNICIPALITY] and County's web site should be devoted to the Elgincentives CIP to provide information on the CIP, such as: i. Goals and Objectives; ii. Financial Incentive Programs; iii. Community Improvement Project Area /Sub - Areas; iv. Application process and requirements; v. How to obtain additional information. b) Newsletters /information packages should be sent directly to both property- owners and tenant businesses in the CIPA sub -areas to advertise the CIP and provide additional information. 154 7 -3 c) Presentations should be made to property- owners, tenant businesses, business associations, and members of the public to communicate the opportunities available through the CIP. d) Notification ads should be published in the St. Thomas Times - Journal; St. Thomas /Elgin Weekly News; Aylmer Express; Aylmer News to announce the CIP programs and direct interested parties to the website containing information. e) An information sheet should be created and sent to agricultural organizations active in the County, to send in turn to their members (e.g. Elgin Federation of Agriculture, Environmental Farm Plan local rep; Farm Safety Council; Fruit and Vegetable Growers' Association, Elgin; NFU Elgin Local; agricultural and horticultural societies; etc.); f) A public service radio ad and /or YouTube video could be developed to introduce the Elgincentives CIP to a wider, more general audience and to create excitement /buzz about the CIP. en - :arch 2015 -O ro efO_ The following table shows the interrelationship between these target markets and communications materials. Web site information Letter / information ............................... brochure / email ................................................................................................ ............................... Tailored presentations to business community ................................................................................................ ............................... Newspaper ad General information meeting ........................................................................................ ............................... Public service radio ads ........................................................................................ ............................... Council presentations/ report 155 7 -4 The activities above should be undertaken as part of the initial launch of the Elgincentives CIP. In addition, over the 10 -year implementation period, activities should be undertaken on an on -going basis to regenerate excitement and awareness. `Reminder' letters or email notifications of the program and its operation can be provided to target markets. Finally, in addition to the above marketing and communications efforts, specific target businesses and properties where improvements would be most desirable within [INSERT ADOPTING MUNICIPALITY] should be identified on an annual basis. Short visits should be arranged with business owners /manager and /or landowners, in order to ensure awareness of CIP and encourage take -up of incentives. 156 O r T_'7OS -o. `ovO ------__fit March 2015 The purpose of the following monitoring strategy is to: a) Track funds provided by the CIP to owners and tenants of land located within the community improvement project area; 157 8 -1 b) Track local municipal and County contributions toward incentive program funding; c) Evaluate whether the programs are achieving the overall goals and objectives of the CIP; d) Determine whether program adjustments are required; and e) Provide the basis for reporting the results of the [INSERT ADOPTING MUNICIPALITY] Elgincentives CIP, and specifically the uptake and success of financial incentive programs, to local municipal and County Councils. Collection of data related to financial incentive applications and proposed /completed projects should be on -going during the implementation of this Plan. An evaluation of the measures outlined in Section 9.3 should be completed on an annual basis. Aggregate targets for accomplishments should be set out over a 5 -year period, recognizing that awareness and momentum of the CIP will need to build over time and that any individual year may be up or down relative to the average because of general economic circumstances or specific individual business situations. At the end of the 5 -year period, targets should be evaluated and revised for the next 5 -year target period (i.e. 2021 — 2025). en -arch 2015 eO rovene_ 8 -2 Suggested monitoring and evaluation measures for the [INSERT ADOPTING MUNICIPALITY] Elgincentives CIP are set out in the following table. For each of the objectives of this CIP (as set out in Section 3.3), specific measurable (and where possible, quantified) measures are suggested. Al To stir- • ecorio arowth and Eversific t 1) To encourage the expansion of the agribusiness sector through new and expanded value - added /agricultural related i enterprses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2) To encourage the expansion of business activity for existing commercial businesses in the downtown areas /mainstreets of l settement areas : . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3) To increase the number of business start -ups 4) To increase the number of tourist accommodation establishments throughout the County 5) To increase the number of creative economy businesses in the County 6) To increase tourism in the 1 see: 'l tp :11 e_ o0„_ 0 number of agribusiness operations applying for assistance, and being approved - number of existing businesses supported in expansion activity - number of business start -ups - sustainability of business after 2nd year of operation - number of establishments; number of rooms - number of establishments defined as being in the creative economy (as per the County's definition)' - this will be contextual data only, as there is nothing the County can - aim for 2 -3 new establishments per year on average - target 5 business expansions per year = 25 over the period that have been partially assisted through the CIP program - aim for 1 -2 new establishments per year on average - aim for the expansion of 1 accommodation establishment per year on average - aim for 1 -2 new establishments per year on average 158 0nt_0 Ol -arch 2015 `Ov O n 8 -1 County 7) To increase employment opportunities for local residents E the 8) To improve the appearance of major entry points and tourism corridors through [INSERT ADOPTING MUNICIPALITY]. airee place ants ana naaanat 9) To improve the appearance and utilization of the Lakeshore 10) To improve the appearance of [INSERT ADOPTING MUNICIPALITY] and foster civic pride through improvements to private properties --- anneneet et do through the CIP programs to directly affect this measure - trends in tourism can be measured partially through the RTO data2 - increases in tourism can be inferred to have some associated benefit from increased attractiveness in terms of new attractions (e.g. agri- tourism) new support facilities (more accommodation) and beautification of downtowns, Lakeshore areas, key travelled corridors, etc.) - annual survey of all businesses assisted throughout the year through the CIP program, to determine how many new job positions have been created - define the key entry points and corridors - demonstrate improvements visually through `before' and `after' documentation - as above - costs of the CIP program relative to the new jobs created should demonstrate a positive ROI relative to the wages and salaries associated with the new jobs3 - target at least one area for improvement each year - at least 5 areas will have been improved at the end of the 5 -year period - as above - as above - as above 2 Regional Tourism Organization (RTO) 1, which covers Southwestern Ontario (Elgin; Windsor- Essex; Chatham -Kent; Haldimand /Norfolk; Sarnia /Lambton; London /Middlesex; and Oxford). 3 In other words, the total wages and salaries generated by new job positions should be considerably greater than the total amount of money spent by the County and the lower tier municipality in assisting the business — likely on the order of a 3 times multiple or more. 159 Cn -arch 2015 eo rover_ 8 -2 ct stars. the SLIStaE E =ty of the tax base. 12) To reduce the number of vacant commercial properties in the downtown areas /mainstreets of settlement areas. 13) To increase the assessment base of properties in the downtown areas /mainstreets of settlement areas, and the agricultural area. - calculate the current vacancy rate in each commercial CIP area (in terms of floorspace) - determine change in vacancy rate on a year -to -year basis - calculate the current assessment base for each CIP area - determine change in assessment base each year4 - target a significant improvement in vacancy rate in each CIP area - change in the `normal' taxes generated from the CIP area assessment base should be equal to or greater than the amount of the CIP incentive (for both the local municipality as well as the County) — note as well that this increased value to the local municipality and County is annualized relative to the shorter -term timeframe for the CIP incentive 4 Note that this will be separate from the tax revenue gained from the property — especially if there is a tax increment financing component to the incentive. The assessed value will measure the true long -term increase in value. 160 O r T -' OS -o. `ovO ------__fit March 2015 An annual report should be prepared to highlight the successes and achievements of this CIP. The report will be presented to local and County Councils for consideration. The report may recommend adjustments /amendments to the Plan, as discussed below. ff Based on the results of monitoring and evaluation efforts, adjustments to this CIP may be required. The following summarizes when Plan amendments will and will not be required: a) An amendment to the [INSERT ADOPTING MUNICIPALITY] Elgincentives CIP will not be required in order to: i. Reduce /increase funding levels for the financial incentive programs (i.e., the local municipal portion and /or the County portion); or ii. Discontinue or cancel any of the programs identified. 161 8 -3 b) An amendment to the [INSERT ADOPTING MUNICIPALITY] Elgincentives CIP will be required in order to: i. Extend the implementation period of the CIP; ii. Add any new financial incentive programs; iii. Modify the eligibility criteria related to financial incentive programs offered by this Plan; and iv. Modify or expand the geographic area (i.e., the Community Improvement Project Area) to which financial incentive programs apply. 162 1 CO r T -' OS O ------__m �t _ r ovO i March 2015 To assist in interpretation, the following definitions shall apply. Defined terms are used throughout this Plan. Agricultural Sub -Area means lands that are designated Agriculture by the County Official Plan as identified on Schedule A of this CIP. A set of financial incentive programs applies to this Sub -Area. County means the Corporation of Elgin County. Elgincentives Implementation Committee means the designated committee appointed to review applications for financial incentives and make decisions on financial incentives in accordance with the policies of this Plan. Mixed -use means any combination of commercial uses (retail, personal services, restaurants, etc.), offices, institutional uses and /or residential uses, provided that there are commercial uses at grade. 163 glossary - 1 Priority Area means key areas where local investment will have the greatest economic benefit /impact and should therefore be prioritized with respect to improvement projects and the provision of financial incentives. Priority Areas are shown on Schedule A of this CIP. Settlements Sub -Area means the downtowns /main street areas and ports as identified on Schedule A of this CIP. A set of financial incentive programs applies to this Sub -Area. Sub -Area means key areas of local economic activity where the need for improvement is the greatest and where investment will result in significant economic development benefits. Sub -Areas are shown on Schedule A of this CIP. PLANNING L 1 164 Schedule 'A' Town of Aylmer Elgincentives CIP - Community Improvement Project Area and Sub -Areas Legend Community Improvement Project Area Sub -Areas - Settlements Sub -Area Agricultural Sub -Area Other Map Elements Provincially Significant Wetlands - Provincial Highway - County Road — Proposed Transportation Corridor w 0 0.5 1 km Data Source: Data provided by the County of Elgin and the Ministry of Natural Resources Land Information Ontario. Copyright Queen's Printer of Ontario, 2015. PLANNING March 3, 2015 Schedule 'B' Town of Aylmer Elgincentives CIP - Community Improvement Project Area and Priority Areas Legend Community Improvement Project Area Priority Areas Tourism Corridor Priority Area Lakeshore Priority Area Other Map Elements Provincially Significant Wetlands - Provincial Highway - County Road — Proposed Transportation Corridor W+E S 0 0.5 1 km Data Source: Data provided by the County of Elgin and the Ministry of Natural Resources Land Information Ontario. Copyright Queen's Printer of Ontario, 2015. PLANNING March 3, 2015 Schedule'A' Municipality of Bayham Elgincentives CIP - Community Improvement Project Area and Sub -Areas Legend Community Improvement Project Area Sub -Areas ,i, ESS k a 1 `, Corinth`, ----- ti t, — North Hall ice - -_ ff�i - Richmond Calton o o f ' Eden DER Straffordville zi Vienna gv --� -- Settlements Sub -Area Agricultural Sub -Area Other Map Elements Provincially Significant Wetlands Provincial Highway County Road s 0 1 2 3 4 / _ `, t ` 4LEN SRI LINE% km Data Source: Data provided by the County of Elgin and the Ministry of Natural Resources Land Information Ontario. Copyright Queen's Printer of Ontario, 2015. March 3, 2015 Port Burwell Port Burwell Schedule 'B' Municipality of Bayham Elgincentives CIP - Community Improvement Project Area and Priority Areas Legend Community Improvement Project Area Priority Areas Tourism Corridor Priority Area Lakeshore Priority Area Other Map Elements Provincially Significant Wetlands - Provincial Highway - County Road s 0 1 2 3 4 km Data Source: Data provided by the County of Elgin and the Ministry of Natural Resources Land Information Ontario. Copyright Queen's Printer of Ontario, 2015. PLANNING March 3, 2015 Schedule 'A' Municipality of Central Elgin Elgincentives CIP - Community Improvement Project Area and Sub -Areas Legend Community Improvement Project Area Sub -Areas - Settlements Sub -Area Agricultural Sub -Area Other Map Elements Provincially Significant Wetlands - Provincial Highway - County Road — Proposed Transportation Corridor W 0 1 2 3 4 km Data Source: Data provided by the County of Elgin and the Ministry of Natural Resources Land Information Ontario. Copyright Queen's Printer of Ontario, 2015. PLANNING March 3, 2015 Belmont FRGUONLINE w_ Lynhurst NewSarum CITY OF ST. THOMAS ELM LINE` ri Eastwoo Norman Lyndale Sparta Union Port Stanley Schedule 'B' Municipality of Central Elgin Elgincentives CIP - Community Improvement Project Area and Priority Areas Legend Community Improvement Project Area Priority Areas Tourism Corridor Priority Area Lakeshore Priority Area Other Map Elements Provincially Significant Wetlands - Provincial Highway - County Road — Proposed Transportation Corridor W+E S 0 1 2 3 4 km Data Source: Data provided by the County of Elgin and the Ministry of Natural Resources Land Information Ontario. Copyright Queen's Printer of Ontario, 2015. PLANNING March 3, 2015 Schedule 'A' Municipality of Dutton/ Dunwich Elgincentives CIP - Community Improvement Project Area and Sub -Areas Legend Community Improvement Project Area Sub -Areas - Settlements Sub -Area Agricultural Sub -Area Other Map Elements Provincially Significant Wetlands - Provincial Highway - County Road 0 1 2 3 4 km Data Source: Data provided by the County of Elgin and the Ministry of Natural Resources Land Information Ontario. Copyright Queen's Printer of Ontario, 2015. PLANNING March 3, 2015 Schedule 'B' Municipality of Dutton/ Dunwich Elgincentives CIP - Community Improvement Project Area and Priority Areas Legend Community Improvement Project Area Priority Areas Tourism Corridor Priority Area Lakeshore Priority Area Other Map Elements Provincially Significant Wetlands - Provincial Highway - County Road 0 1 2 3 4 km Data Source: Data provided by the County of Elgin and the Ministry of Natural Resources Land Information Ontario. Copyright Queen's Printer of Ontario, 2015. PLANNING March 3, 2015 Mount Salem Schedule 'A' Township of Malahide Elgincentives CIP - Community Improvement Project Area and Sub -Areas Legend Community Improvement Project Area Sub -Areas - Settlements Sub -Area Agricultural Sub -Area Other Map Elements Provincially Significant Wetlands - Provincial Highway - County Road — Proposed Transportation Corridor W+E S 0 2 4 6 km Data Source: Data provided by the County of Elgin and the Ministry of Natural Resources Land Information Ontario. Copyright Queen's Printer of Ontario, 2015. PLANNING March 3, 2015 p'JQ 0 Avon Schedule 'B' Township of Malahide Elgincentives CIP - Community Improvement Project Area and Priority Areas Legend Community Improvement Project Area Priority Areas Tourism Corridor Priority Area Lakeshore Priority Area Other Map Elements Provincially Significant Wetlands - Provincial Highway - County Road — Proposed Transportation Corridor Kingsmill Corners z Orwell South Gore L Calton (-) 0 0 m Cop nhagen P _ ' Port Bruce\ S 0 2 4 6 km Data Source: Data provided by the County of Elgin and the Ministry of Natural Resources Land Information Ontario. Copyright Queen's Printer of Ontario, 2015. PLANNING March 3, 2015 Schedule 'A' Township of Southwold Elgincentives CIP - Community Improvement Project Area and Sub -Areas Legend Community Improvement Project Area Sub -Areas - Settlements Sub -Area Agricultural Sub -Area Other Map Elements Provincially Significant Wetlands - Provincial Highway - County Road — Proposed Transportation Corridor W S 0 1 2 3 4 km Data Source: Data provided by the County of Elgin and the Ministry of Natural Resources Land Information Ontario. Copyright Queen's Printer of Ontario, 2015. PLANNING March 3, 2015 Southwold Station Iona Station Schedule 'B' Township of Southwold Elgincentives CIP - Community Improvement Project Area and Priority Areas Legend Community Improvement Project Area Priority Areas Tourism Corridor Priority Area Lakeshore Priority Area Other Map Elements Provincially Significant Wetlands - Provincial Highway - County Road — Proposed Transportation Corridor S 0 1 2 3 4 km Data Source: Data provided by the County of Elgin and the Ministry of Natural Resources Land Information Ontario. Copyright Queen's Printer of Ontario, 2015. March 3, 2015 1Clachan 1 L -� c Z c c STALKER LIN x rH u I `. PoICDOUGRLLLINE • New Glasgow; Schedule 'A' Municipality of West Elgin Elgincentives CIP - Community Improvement Project Area and Sub -Areas Legend Community Improvement Project Area Sub -Areas - Settlements Sub -Area Agricultural Sub -Area Other Map Elements Provincially Significant Wetlands - Provincial Highway - County Road 0 1 2 3 4 km Data Source: Data provided by the County of Elgin and the Ministry of Natural Resources Land Information Ontario. Copyright Queen's Printer of Ontario, 2015. PLANNING March 3, 2015 Port lasgow; Schedule 'B' Municipality of West Elgin Elgincentives CIP - Community Improvement Project Area and Priority Areas Legend Community Improvement Project Area Priority Areas Tourism Corridor Priority Area Lakeshore Priority Area Other Map Elements Provincially Significant Wetlands - Provincial Highway - County Road 0 1 2 3 4 km Data Source: Data provided by the County of Elgin and the Ministry of Natural Resources Land Information Ontario. Copyright Queen's Printer of Ontario, 2015. PLANNING March 3, 2015 This County -wide Community Improvement Framework Schedule C does not form part of the Elgincentives CIP. It is provided as context to show how the seven Community Improvement Plans as locally adopted by local municipalities will work together. To determine whether a property is located within a Community Improvement Sub -Area, reference must be made to Schedule A of this CIP. WEST ELGIN COUNTY OF MIDDLESEX DUTTON /DUNWICH CITY OF LONDON SOUTHWOLD Southwold Station CENTRAL ELGIN COUNTY OF MIDDLESEX MALAHIDE sr Avon Paynes Mills e.Y LVONS NE NE COUNTY OF OXFORD BAYHAM AYLMER Summers Corners Clachan Norti.POrt- Stanle 'South Gore Richm no' Wallacetown Rodney Straffordville 'O1-1\B a New Glasgo pcindGlasgow Schedule 'C' Elgincentives Community Improvement Plan County -wide Framework _Local Community Improvement Project Areas Priority Areas Sub -Areas Settlements Sub -Area Agricultural Sub -Area Tourism Corridor Priority Area Lakeshore Priority Area Other Map Elements Provincially Significant Wetlands - Provincial Highway - County Road Proposed Transportation Corridor 0 5 10 15 20 km Data Source: Data provided by the County of Elgin and the Ministry of Natural Resources Land Information Ontario. Copyright Queen's Printer of Ontario, 2015. -.`. t-LANN:[NIdz March 3, 2015 179 PLANNING = ji 180 MEMORANDUM 9100 Jane Street, Suite 208 Vaughan, Ontario L4K 0A4 Telephone: 905 - 532 -9651 www.meridian- vaughan.ca To: Alan Smith, General Manager, Economic Development, Elgin County Copy: Steve Evans, Manager of Planning, Elgin County Kate Burns, Business Development Coordinator, Elgin County From: Nancy Reid, Meridian Planning and Jon Linton, TCI Management Consultants Date: December 8, 2014 (revised January 8, 2015) Re: ELGIN COUNTY -WIDE COMMUNITY IMPROVEMENT PLAN PROJECT: PHASE ONE BACKGROUND AND OPTIONS MEMO ®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®® ®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®® 1.0 PURPOSE OF THIS MEMO In October 2014, Elgin County retained Meridian Planning Consultants and TCI Management Consultants to assist with the preparation of a Community Improvement Plan (CIP) framework, which would be strongly aligned with the County's economic development goals. The purpose of the project is to establish a County -led program for community improvement that is be supported by Elgin's 7 local municipalities and administered by senior staff at the County. To -date, County staff and the project consulting team have completed Phase One of the CIP project. The purpose of Phase One has been to undertake the necessary review of background materials, additional independent research, and consultation with the local municipalities and community stakeholders, in order to determine the opportunities and needs for a County -wide CIP framework. The purpose of this Memo is document the results of Phase One of the CIP project by: 1. Providing an overview of the approach, process, and legislative /policy context for preparing a County -wide CIP framework framework in Elgin; 2. Presenting the findings of tasks completed as part of Phase One of the project, including an opportunities and needs assessment, public consultation, and case study investigations; 3. Determining where community improvement tools could apply in order to broadly promote and support County -wide economic development; and, 4. Introducing options for consideration in terms of the key elements of a County- wide CIP framework in Elgin. 181 2.0 STUDY OVERVIEW 2.1 What is a Community Improvement Plan (CIP)? A Community Improvement Plan is a municipal planning tool permitted by the Ontario Planning Act. Many municipalities across Ontario have prepared CIPs in order to achieve important community goals, such as: • Facilitating and coordinating the transition of neighbourhoods and areas; • Stimulating economic growth and development; • Assisting businesses/ property owners with repair, rehabilitation, and redevelopment projects; and, • Raising awareness of local needs and priorities. Simply put, a Community Improvement Plan is a planning document that sets out tools and strategies for improving the built, economic, and social environment in defined areas of a municipality. Normally, under Section 106 of the Municipal Act, municipalities are prohibited from directly or indirectly assisting local businesses by giving or lending money. However, having a Community Improvement Plan in place allows the municipality to assist financially with improvements to private properties. Financial assistance may be available through incentive -based programs, such as grants and loans; reductions (or the cancellation of) certain fees required by the municipality; and tax assistance. Typically, a CIP includes the following key elements: • Goals and Objectives, which set out specifically what the CIP will aim to achieve; • A Community Improvement Project Area, which designates the area to which the CIP will apply; • County -led Programs and Initiatives, which the County may undertake to demonstrate leadership and an overall commitment to improving Elgin; • Financial Incentive Programs, which may be provided to local business and land owners to assist with improvements to public property; • A Marketing Plan, which helps the County "get the word out" about the CIP; • A Monitoring Plan, which helps measure the extent to which the CIP is a success; and • An Implementation Plan, which will set out a process for receiving and reviewing applications for financial incentives from private landowners. 182 '� »J,a 1JJJJ11 X11''4 �i/ 1Illl��) tlllllllllll lllllllillll�llti������ »>��«s1��w« (' ��« �l'\ 11�lll�l��l�l�l���������������� m\{ u° mr X111 m� ��ulti IIIII UIpIII11g11�111�1�����r ➢Il��llllll��rrlu�lr�rr �4SS�S�II�II����I��I���II��II�IIV���I���� y1��� ll � i I i i i� I i i I I� � � � � i �� i � �� I I I I I I I I I� I I I I� I I I III I� II� �� �� � ��i I I I I�� ��\\ \ \\��0�0� 2 2.2 Elgin's Approach to a County -wide CIP Framework Although there is a required process for preparing Community Improvement Plans (outlined in Section 3.0 of this memo), Municipalities have a great deal of flexibility when it comes to identifying where a CIP will apply. Municipalities also have flexibility in terms identifying the specific issues to be addressed through a CIP with respect to the local built, economic, and social environment. Given this flexibility, the County has determined the following with respect to its overall approach to community improvement planning in Elgin: 1. Since the County is an upper -tier municipality with a coordinating role over seven distinctive and unique lower -tier municipalities, there is an opportunity to look comprehensively at implementing Planning Act tools throughout Elgin as a whole, rather than focusing in the needs of one or two specific geographic areas; and, 2. Over the past several years, Elgin County has invested a significant amount of energy into developing plans, strategies, and initiatives that promote Elgin's economic strengths and overall Quality of Place, and there is now an opportunity to align a CIP framework with these broader economic development goals. On this basis, Elgin's Community Improvement Plan framework is intended to be strategic and flexible, and primarily focused on improving and diversifying the economic base and assisting broadly with County -wide economic development. Further, the County has determined that the CIP framework should have a specific focus on supporting economic activity in the following areas: a) Downtowns /main street areas; b) Agri- businesses /the agricultural sector; and, c) The ports /waterfront areas. 2.3 Work Program The County is undertaking the Community Improvement Plan project, with assistance from the consulting team, in accordance with the following work plan: IoV ffl lhi iitlei �iit'i /i 1 /i��i)ii"I* • III r.r.kftyroLlnd and II Ve510.ubv • II Je,.;ud arl,i r�rlig \��Pf�irh ��rI�M:r • fl.1 anti f c at 1on tin h )I4dllftill.�4w °°°° �����������uuuuuuuu����IIIIII�IIIIIIIIV ,,,, X11111111111111111 11��������������������������������r� iirter 2014 183 ;IrcLII ,r:; I e) naft Crorluinrri y 0mprovernenl: 'Plan r "I1'1aI1 o 1111115.r"rlrr IIPrrit 'Ian 3 3.0 LEGISLATIVE SUMMARY 3.1 The Planning Act The Planning Act is the primary piece of legislation that provides for the preparation of community improvement plans. As described in greater detail below, the Planning Act sets out: 1. Types of projects /activities /works that are considered `community improvement '; 2. A process by which a municipality can identify a `community improvement project area' and prepare a `community improvement plan'; 3. Tools that can be implemented once a `community improvement plan' is prepared; and, 4. Eligible costs for which a municipality can provide incentives. Community Improvement Section 28(1) of the Planning Act defines `community improvement' as "the planning or replanning, design or redesign, resubdivision, clearance, development or redevelopment, construction, reconstruction and rehabilitation, improvement of energy efficiency, or any of them, of a Community Improvement Project Area, and the provision of such residential, commercial, industrial, public, recreational, institutional, religious, charitable or other uses, buildings, structures, works, improvements or facilities, or spaces therefore, as may be appropriate or necessary" Section 28(2) states that where there is an official plan in effect in a local Municipality or in a prescribed upper -tier Municipality that contains provisions relating to `community improvement' in the Municipality, the Council may, by By -law, designate the whole or any part of an area covered by such an official plan as a `community improvement project area'. Community Improvement Project Areas Section 28(1) of the Planning Act defines the term `community improvement project area' as "a Municipality or an area within a Municipality, the Community Improvement of which in the opinion of the Council is desirable because of age, dilapidation, overcrowding, faulty arrangement, unsuitability of buildings or for any other environmental, social or community economic development reason" Community Improvement Plan Section 28(4) of the Planning Act states that once a `community improvement project area' has been designated by By -law, "the Council may provide for the preparation of a plan suitable for adoption as a Community Improvement Plan for the Community Improvement Project Area ". 4 184 Tools The Municipality may then prepare and use a `community improvement plan' to: • Acquire, hold, clear, grade or otherwise prepare land (Section 28(3)); • Construct, repair, rehabilitate or improve buildings on land acquired or held by the Municipality (Section 28(6)); • Sell, lease or dispose of any land and buildings acquired or held by the Municipality (Section 28(6)); and, • Make grants or loans to owners and tenants of land and buildings within the community improvement project area to pay for the whole or any part of `eligible costs' related to community improvement (Section 28(7)). Eligible Costs `Eligible costs' are specified in Section 28 (7.1) of the Planning Act, and include costs related to "environmental site assessment, environmental remediation, development, redevelopment, construction and reconstruction of lands and buildings for rehabilitation purposes or for the provision of energy efficient uses, buildings, structures, works, improvements or facilities." Finally, Section 28 (7.3) states that the total of the grants and loans that is provided in respect of the lands and buildings shall not exceed the eligible cost of the community improvement project with respect to those lands and buildings. Upper -tier Participation As mentioned, Section 28(2) of the Planning Act states that only a prescribed upper -tier Municipality' may designate a `community improvement project area' for the purpose of preparing and implementing a `community improvement plan'. Further, Section 28 (4.0.1) of the Planning Act states "the community improvement plan of an upper -tier municipality may deal only with prescribed matters." The prescribed matters are outlined in Ontario Regulation 550/06, as follows: Infrastructure within the upper -tier jurisdiction; Land and buildings with and adjacent to existing or planned transit corridors with potential for higher density mixed -use development and redevelopment; and Affordable housing. That said, an upper -tier municipality has the ability to contribute financially to CIP programs adopted by the local municipalities. Section 28 (7.2) of the Planning Act states that "The council of an upper -tier municipality may make grants or loans to the council of a lower -tier municipality and the council of a lower -tier municipality may make grants or loans to the council of the upper -tier municipality, for the purpose of carrying out a community improvement plan that has come into effect, on such terms as to security and otherwise as the council considers appropriate, but only if the official plan of the 1 Elgin County is not a prescribed upper -tier municipality in accordance with this Section of the Planning Act. 5 185 municipality making the grant or loan contains provisions relating to the making of such grants or loans." This means that Elgin County can participate financially in a CIP adopted by one or more of its local municipalities, subject to having required Official Plan policies in place (which is the case, as discussed in Section 4.3 of this memo). On this basis, community improvement planning has evolved in recent years and has become much more innovative and comprehensive than in the past. Some upper -tier municipalities in Ontario have relied on Section 28 (7.2) of the Planning Act in order to develop and implement County or Regionally -led CIPs. In these cases, the following approach has been undertaken: 1) An upper -tier Community Improvement Plan is developed and endorsed by County or Regional Council; 2) The CIP is enacted through adoption by a lower -tier municipality's Council; and 3) An upper -tier municipality participates by making grants and loans in accordance with the CIP programs. In summary, an upper tier municipality has the authority to create and implement CIPs in three areas: (1) infrastructure for which it is responsible; (2) property improvements for higher densities in mixed -use developments and redevelopments in areas abutting transportation corridors; and (3) affordable housing. A CIP addressing any other community improvement needs or issues may only be prepared and implemented by lower -tier municipalities. This is discussed further as a CIP best practice (in Section 5.0 of this memo) and as a possible approach for Elgin's County -wide CIP framework (in Section 7.0). 3.2 Additional Legislative Tools Outside of Section 28, municipalities also use provisions from Section 69 of the Planning Act (related to establishing tariffs of fees in respect to planning and building) as part of community improvement plans2. Under Section 69(2), Municipalities are permitted to reduce the amount of, or waive entirely, the requirement for the payment of a fee in respect of an application where the Council, planning board or committee is satisfied that it would be unreasonable to require payment. In addition to the range of community improvement tools established by the Planning Act, Section 5 of the Development Charges Act allows a Municipality (through its development charge by -law) to provide for full or partial development charge exemptions for certain types of development. This tool is often incorporated into municipal CIPs3. 2 However, it is noted that a Community Improvement Plan is not required as a basis for implementing this tool. 3 Again, a Community Improvement Plan is not required as a basis for implementing this tool. 6 186 4.0 PLANNING AND ECONOMIC DEVELOPMENT CONTEXT 4.1 2014 Provincial Policy Statement As a key part of Ontario's policy -led planning system, the 2014 Provincial Policy Statement (PPS) provides direction on matters of provincial interest related to land use planning and development and sets the foundation for regulating the development and use of land. There are a number of PPS policies that support the County's goals and approach for community improvement, and present specific opportunities for a County -wide CIP framework that is aimed at improving local economic development. These policies are summarized in Table 1 below. Table 1: PPS Policies and their Support /Implications for a CIP Framework in Elgin PPS Policy Comments 1.7.1 Long -term economic prosperity should be supported by: a) promoting opportunities for economic development and community investment - readiness; c) maintaining and, where possible, enhancing the vitality and viability of downtowns and mainstreets; g) providing opportunities for sustainable tourism development; h) providing opportunities to support local food, and promoting the sustainability of agri -food and agri - product businesses by protecting agricultural resources, and minimizing land use conflicts; i) promoting energy conservation and providing opportunities for development of renewable energy systems and alternative energy systems, including district energy; 1.1.3.1 Settlement areas shall be the focus of growth and development, and their vitality and regeneration shall be promoted. 1.1.4.1 Healthy, integrated and viable rural areas should be supported by: a) building upon rural character, and leveraging rural amenities and assets; f) promoting diversification of the economic base and employment opportunities through goods and services, including value -added products and the sustainable management or use of resources; g) providing opportunities for sustainable and diversified tourism, including leveraging historical, cultural, and natural assets; i) providing opportunities for economic activities in prime agricultural areas, in accordance with policy 2.3. 1.2.1 A coordinated, integrated and comprehensive approach should be used when dealing with planning 187 • Egin's County -wide approach to community improvement focuses broadly on facilitating economic growth and diversification, enhancing downtowns/ mainstreet areas/ the ports/ waterfront areas, and supporting agri- businesses/ the agricultural sector. These overall goals are supported to a great extent by Policy 1.7.1 of the PPS. • The PPS supports initiatives that promote the economic health and regeneration of settlement areas, such as a Community Improvement Plan. • There are multiple settlement areas throughout the County with a large number of downtowns, mainstreets, and ports, which will be the focus of the CIP framework. • There is an opportunity for the County's CIP framework to promote and encourage regeneration and redevelopment within agricultural areas. • The PPS supports initiatives that promote diversification of the rural economic base, provide opportunities for tourism, and encourage value - added economic activities in prime agricultural areas. • There is support for a comprehensive approach to community improvement 7 matters within municipalities, across lower, single and /or upper -tier municipal boundaries, and with other orders of government, agencies and boards including: b) economic development strategies; 1.3.1 Planning authorities shall promote economic development and competitiveness by: b) providing opportunities for a diversified economic base, including maintaining a range and choice of suitable sites for employment uses which support a wide range of economic activities and ancillary uses, and take into account the needs of existing and future businesses; planning, including the development of a County -wide CIP framework that looks at addressing economic development broadly throughout Elgin. • There is an opportunity for the CIP framework to promote economic development and competitiveness by encouraging new investment and the development of new, diverse employment uses on lands that are serviced. 4.2 2011 -2014 Economic Development Strategy In 2011, the County implemented an Economic Development Strategy (EDS), with the primary objective to foster or create an environment that supports the growth of the economy and prosperity for local residents. The EDS puts forward a `Grow Elgin model', which emphasized the importance of the creative rural economy in order to create an enabling environment for the County's key sectors to grow, including: • Agriculture; • Tourism; and • Culture. The EDS also identified the following four goals in order to continually enable growth and prosperity in Elgin County's creative rural economy: 1. Building Social Capital; 2. Developing Talent and Innovation; 3. Enhancing the Built Environment; and 4. Telling Your Story. Table 2 below provides a description of each of these goals, as well as an indication of how they are to be achieved through strategic actions that are also set out in the EDS, each of which present specific opportunities for a County -wide CIP framework that is aimed at improving local economic development. Table 2: Opportunities for a CIP Framework in Elgin Coming out of the County's EDS EDS Goal Co mments 1. Build Social Capital: Social capital includes social networks of friends, family and business associates that strengthen a community and leave it in a stronger position to resist economic challenges and take advantage of economic opportunities. Social capital in Elgin will assist the County to mobilize and leverage resources and is comprised of 2 objectives. Elgin County will Build Social Capital through enhancing: o Civic pride and ownership —with special attention being 188 • Through assisting businesses and property owners with repair, rehabilitation, and redevelopment projects, there is an opportunity for the CIP framework to help enhance civic pride and ownership throughout the County. 8 EDP Goal paid to the agricultural and artistic aspects of the community; and, o Networking —with a focus on business and creative leaders in the community. 2. Enhance the Built Environment: The built environment shapes how residents and community members interact with each other and impacts networks, enterprise development and industry attraction. Investigations into the built environment will include gathering places, built and natural heritage and live /work spaces desired by creative cultural businesses. The goal of the built environment for Elgin County has 3 strategic objectives: o Fully utilize employment lands — including conducting an employment land strategy as well as standardized secondary uses on agricultural land to be inserted in the Official Plan; o Protecting our Heritage —to make full use of undesignated heritage buildings and create tours and activities centred on heritage places; and, o Creating engaging public places —to generate activity and vitality to public spaces and attract people and business to the places. 3. Develop Talent and our Entrepreneurs: The attraction and retention of talent and creative people and enterprises is becoming a new economic reality for rural regions. This goal builds from the findings and recommendations set forth in the Elgin -St. Thomas Labour Force Development Strategic Plan and has 3 objectives: o Strengthen linkages to research institutions — focusing on those local institutions with research activities related to Elgin "s agricultural and resource base; o Support enterprise development — through a business retention and expansion program and continued support to the business incubator (ICE) and innovation centre in Elgin while developing value added activities in Elgin; and, o Engage and reinforce life -long learning —by building connections with youth and skills resources and a needs portal on the economic development website. 4. Tell our Story: Storytelling is as much about who is telling the story as it is about the story itself. Leaders spread ideas and make a difference. Stories need to be about challenging the status quo and connecting to people who can make a difference. There are 2 objectives related to storytelling for Elgin County: o Focusing and targeting the message — clearly stating the value proposition and creating videos to attract investment and talent; and, o Engage leaders —to carry the message to a broader audience and have Elgin top of mind as a place for creative leaders and businesses to settle. • There is an opportunity for the CIP framework to help promote secondary uses on agricultural land, which are now permitted through the County's Official Plan. • Municipal leadership initiatives could be identified in the CIP framework that would help create engaging public places and attract people to businesses. • There is an opportunity for the CIP framework to help support enterprise development through the use of financial incentive programs. • By developing a CIP framework the County will send a clear message to the business and development community that it is committed to stimulating economic growth and attract /retaining businesses, and that it has thought strategically and proactively about doing so. • There is an opportunity for the CIP framework to help create positive stories about revitalization and business development within the community. 9 189 4.3 2012 Elgin County Official Plan In 2012, Elgin County adopted its first Official Plan (which was prepared by Meridian Planning Consultants), which provides direction and a policy framework for managing growth and land use decisions over the planning period to 2031. The County's Official Plan also provides a framework for coordination and cooperation amongst the local municipalities and the County. The following goals from Section A3 of the County Official Plan provide general support for Elgin's CIP framework initiative: 1. To provide opportunities for economic development in a manner that fosters competitiveness and a positive and attractive business environment; 3. To protect and enhance the character of existing settlement areas, and to maintain them as diverse, liveable, safe, thriving and attractive communities; 4. To protect as much of the County's prime agricultural area as possible and to encourage the development of a broad range of agricultural uses, agriculture related uses and secondary uses to ensure that the agricultural industry can continue to thrive and innovate; and 6. To ensure the protection and enhancement of tourism and recreation opportunities (both active and passive) in the many downtown /main street areas and ports throughout the County. There are also a number of Official Plan policies that support the County's goals and approach for community improvement, and present opportunities for a County -wide economic development CIP framework. These policies are summarized in Table 3 below. Table 3: OP Policies and their Support /Implications for a CIP Framework in Elgin C u ' Official Plan Poll ° is A5 ECONOMIC STRATEGY A5.2 DIRECTIONS It is a policy of this Plan that the County and local municipalities endeavour to: a) enhance the profile of the County, its communities, ports and tourism attractions and destinations; b) maintain agriculture as the principal economic activity in the rural areas of the County; c) support opportunities for farmers to protect, diversify and expand their operations through initiatives such as: crop diversification; conservation farming practices; promotion and encouragement of associated food processing and value added technology facilities and encouraging bed and breakfast operations, farm vacation facilities, roadside markets and related activities, provided that they are located in a land use designation that permits the activity and that they do not conflict with agricultural operations; d) promote the County as a destination for tourists in accordance with Section A5.3; 190 • Egin's County -wide approach to community improvement focuses broadly on facilitating economic growth and diversification, enhancing downtowns/ mainstreet areas/ the ports/ waterfront areas, and supporting agri- businesses/ the agricultural sector. These overall goals are supported to a great extent by the economic directions in Section A5.2. 10 County Official Plan Policy C1.5 DOWNTOWN AREAS It is a policy of this Plan that the scale and location of new development in the downtown or main street areas identified in local Official Plans maintain and /or enhance the existing character of these areas. This will be accomplished by encouraging: a) the development of diverse, compatible land uses in close proximity to each other; b) the maximum use of existing buildings to accommodate a wide range of uses, with an emphasis on using upper level space for offices, residential uses and other uses; c) the establishment and maintenance of a streetscape that is pedestrian oriented; d) the preservation and enhancement of the cultural and historic features that exist in these areas; e) partnerships and collaboration between local municipalities and service delivery groups such as Business Improvement Areas, Business Associations, Chambers of Commerce and /or Local Heritage Committees; and, f) the physical and aesthetic improvement of these areas through their designation as community improvement plan areas. C2 AGRICULTURAL AREA C2.1 OBJECTIVES It is the objective of this land use designation to: a) recognize agriculture as the primary activity and land use; e) promote a diverse, innovative and economically strong agricultural industry and associated activities by enhancing their capacity to contribute to the economy of the County; and, f) preserve and promote the agricultural character of the County and its local communities. C2.11 SUPPORTING AGRICULTURE IN ELGIN COUNTY It is a policy of this Plan to encourage all levels of government to develop and implement programs and plans to support and sustain agriculture in Elgin, which may include, among others, the following: g) the use of Community Improvement Plans under the Planning Act to promote agriculture. E5.7 THE PORTS OF ELGIN COUNTY The County will continue to promote and support the viability of the many ports along Lake Erie as important economic resources and locations for tourism and recreation. The County recognizes the potential of the various ports as gateways to the County and components of a broader transportation system. The County encourages the pursuit of appropriate opportunities for the expansion of port facilities and the establishment of commercial uses and marine transportation infrastructure, subject to the policies of this Plan. • There is an opportunity for the CIP framework to include programs that will assist in attracting new development/ redevelopment/ revitalization that will maintain the existing character of these areas. • The CIP framework can help encourage the goals /activities identified in policy C1.5. • Policy C1.5 identifies the potential for a CIP framework to assist with physical and aesthetic improvement of the downtown areas. • There is an opportunity for the CIP framework to include programs that will assist in achieving the objectives of the County's Agricultural Area designation. • Policy C2.11 identifies the potential for a CIP framework to assist with the promotion of agriculture. • There is an opportunity for the CIP framework to include programs that will assist in supporting the viability of the County's Ports, expansion of port facilities, and the establishment of commercial uses. 11 191 Finally, Section F6 of Elgin County's 2012 Official Plan sets out policies related to community improvement planning, as required by the Planning Act. These policies are summarized in Table 3 below, with comments on whether or not they are consistent with the County's goals for a County -wide CIP framework. Table 4: Current Communit Improvement Policies in the Count Official Plan CommonitY ImProvement Policy F6 COMMUNITY IMPROVEMENT PLANS The goal of any Community Improvement Area shall be to foster and co- ordinate the physical improvements and maintenance of older or dilapidated areas of a community for environmental, social or community economic reasons. F6.1 Objectives Community Improvement Areas are intended to achieve one or many objectives, including to: a) encourage the efficient provision and maintenance of physical infrastructure, public services and utilities to serve present and future needs on a local and regional scale; b) address issues which may be particular to one neighbourhood; c) ensure the maintenance and renewal of older housing stock; d) foster redevelopment, reuse and /or maintenance of existing brownfield sites and /or current industrial sites; e) enhance retail and downtown commercial areas within the municipalities; f) encourage the preservation and adaptive re -use of built heritage; g) promote energy efficiency and sound environmental design; h) foster economic growth within designated areas; i) promote intensification in targeted areas; j) enhance the visual characteristics of neighbourhoods; and, k) encourage local participation in funding programs. F6.2 IMPLEMENTATION Local municipal councils, under the Planning Act may choose to designate Community Improvement Areas. Identifying a Community Improvement Area shall be carried out through a by -law designating the whole, or any part of the local municipality as a Community Improvement Area. Background studies shall first be completed and made available to the public outlining the need for the Community Improvement Area. Community Improvement Plans at the local municipal level shall be submitted to the Ministry of Municipal Affairs and Housing for review and comment. County Council may make grants or loans to the council of a lower tier municipality for the purpose of carrying out a community improvement plan that has come into effect, on such terms as to security and otherwise as the council considers appropriate. • An overall goal of the County -wide CIP framework should be to foster and coordinate physical improvements within the Community Improvement Project Area. • These policies are interpreted as criteria for the identification of a Community Improvement Project Area by the County. • The County's overall objectives for identifying Community Improvement Project Areas are very broad and address a wide range of issues such as maintenance of infrastructure, housing stock, brownfields, downtown areas, heritage buildings, energy efficiency, economic growth, and intensification. • The County's policy framework for community improvement activities is quite broad and flexible in relation to the range of opportunities /tools set out in the Planning Act. • This policy is in accordance with Section 28 (7.2) of the Planning Act and enables Elgin County to participate in a CIP adopted by its local municipalities. 12 192 4.4 Local Community Improvement Policies and Plans As noted earlier, in accordance with Section 28 of the Planning Act, and based on best practices explored in Section 5.0 of this memo, the following approach may be used in order for an upper -tier municipality to develop and enact a County or Regional CIP program: 1) An upper -tier Community Improvement Plan is developed and endorsed by County or Regional Council; 2) The CIP is enacted through adoption by a lower -tier Council; and 3) An upper -tier municipality participates by making grants and loans in accordance with the CIP programs. As discussed in Section 3.1, a municipality's Official Plan must contain provisions relating to `community improvement' in the municipality in order to implement Planning Act tools. A brief review of the community improvement policies from each of the County's lower -tier municipalities has been completed to confirm that there are appropriate policies in place (which is the case in all 7 local municipalities) and determine if the local policy frameworks would generally support the County's overall goal to prepare a strategic and flexible CIP framework, which is primarily focused on improving and diversifying the economic base and assisting broadly with County -wide economic development, with a specific focus on the following areas: a) Downtowns /main street areas; b) Agri- businesses /the agricultural sector; c) The ports /waterfront areas. A brief summary of the findings of the local policy framework review is provided in Table 5 below. Table 5: Summary of Local CIP Policy Frameworks L 1i r ' Ti Municipality Comments Aylmer • A CIP is currently in place (see below). • Goals and objectives for community improvement are fairly flexible in relation to Elgin's goals for a County -wide CIP framework. • Criteria for selecting community improvement project areas may not currently permit the municipality to include agricultural lands. Bayham • Goals and objectives for community improvement are primarily focused on commercial and residential lands. • Criteria for selecting community improvement project areas may not currently permit the municipality to include agricultural lands Central Elgin • Goals and objectives for community improvement are very flexible in relation to Elgin's goals for a County -wide CIP framework. • Criteria for selecting community improvement project areas would be adequate to include the County's areas of focus (i.e., downtowns, agricultural area, ports). Dutton /Dunwich • Goals and objectives for community improvement are focused primarily on the hamlets and villages. 13 193 L o w e r Ti% �,r,,,,,, Manic it/,, Malahide Southwold West Elgin • Criteria for selecting community improvement project areas may not currently permit the municipality to include agricultural lands. • Goals and objectives for community improvement are primarily focused on commercial and residential lands. • Criteria for selecting community improvement project areas may not currently permit the municipality to include agricultural lands. • Goals and objectives for community improvement are primarily focused on commercial and residential lands. • There are general criteria for identifying community improvement project areas as well as residential criteria, which may not currently permit the municipality to include agricultural lands. • A CIP is currently in place (see below). • Goals and objectives for community improvement are focuses mainly on infrastructure, streetscape, building, and residential improvements, as well as land use compatibility. • As presently worded, it would appear as though a community improvement project area may only be designated in the built -up areas of Rodney and West Lorne. As shown in Table 5, while most municipal local official plans include criteria for designating a community improvement project area within a downtown or commercial area, most do not have criteria that would allow for designating one within an agricultural area. Also, in most case, the local municipal official plan policies do not have goals and objectives relating to community improvement activities that would broadly address local economic development issues. As a result, local official plan amendments will likely be required in order to identify a County -wide community improvement project area and implement a County -wide CIP framework. In addition to a local policy review, additional research was completed to determine which of the County's lower -tier municipalities currently has a CIP in place and the range of programs currently implemented. The findings are as follows: a) The Town of Aylmer currently has a CIP in place, which was prepared in 2012. The entire municipality is designated a Community Improvement Project Area, and there are a set of programs which are made available to the following areas: i. Downtown Aylmer; ii. The former Carnation site; and iii. The Fairgrounds. 14 194 Table 6: Overview of the Town of Aylmer CIP Hoar par Leadership Programs • Improvements to the streetscape or public realm • Infrastructure improvements Financial Incentive Programs • Planning Application and Building Permit Fees Grant Program (up to 50% of fees paid to Town) • Development Charges Grant Program (up to 50% of development charges paid to Town) • Cash in lieu of Parkland Grant Program (up to 50% of the amount of cash in lieu required by the Town) • Property Tax Increment Equivalent Grant Program (up to 50% of the tax increase for municipal portion of taxes for up to five years) • Fagade Improvement Grant Program (50% of construction costs to a maximum of $5,000 per application) b) West Elgin currently has a CIP in place, which was prepared in 2009 and applies to the Town Centres of Rodney and West Lorne. Table 7: Overview of the West Elgin CIP unicipal Leadership Progra • Improvements to the streetscape or public realm • Establishment of a farmers' market • Creation of a heritage conservation / arts and culture district • Business expansion and recruitment Financial Incentive Forograms • Fagade improvement program (maximum 50% of the total cost of the work with a ceiling on the grant portion. The remainder constitutes an interest free loan) • Property Tax Increment Equivalent Program (grant equal 10% to 40% of the increase in the municipal portion of property taxes for 5 years) • Heritage Design Grant (maximum of $2000 but not more than 50% of the cost of the design study plan /restoration plan) • Heritage Improvement Grant (up to 50% of the total cost of the work) • Heritage tax relief (grants equaling between a 10% to 40% of municipal portion of property taxes for 5 years) following successful completion • Brownfield financial tax incentive program (Province cancels all or a proportion of the education taxes of a property for up to three years) 15 195 c) In 2008 the Municipality of Bayham implemented a Facade Improvement Loan Program, which offers loans of up to $5,000 per property, based on 50/50 matching contributions. As part of the development and implementation of a CIP framework for Elgin County, consideration will be required with respect to if /how existing programs for these local CIPs are made available and if /how they are to be associated /integrated with the programs of the new County -wide CIP framework. Some options in this regard are identified in Section 7.0 below. 5.0 CASE STUIDES AND BENCHMARKING 5.1 A Case Study for Upper -tier CIP Development and Implementation In 2012, the Regional Municipality of Niagara prepared the Niagara Gateway Economic Zone and Centre CIP (Gateway CIP) in order to revitalize, diversify and strengthen the economy in Niagara by making employment lands more attractive and to accelerate the process of bringing these employment lands to market. This CIP has been reviewed as a best practice for the Elgin County -wide CIP framework project not because of the overall CIP goals and programs of the CIP (which focus on leveraging investment to employment lands in the Region's `gateway zone'); rather, it provides details of the approach taken by an upper -tier municipality to develop a Regional CIP that is adopted and implemented by one or more lower -tier municipalities. The following is a brief summary of how the Region's approach was identified and implemented. • Based on a review of the legislative and regulatory framework, it was determined that a CIP offering grants and loans for the development of the employment lands in the Niagara Gateway Economic Zone and Centre could not be adopted by the upper -tier (Niagara Region) because this is not a prescribed matter under Ontario Regulation 550/06. • Niagara Region and the five Local Municipalities in the Gateway Economic Zone and Centre (Fort Erie, Niagara Falls, Port Colborne, Thorold and Welland) identified the following two options for approaching the preparation of a CIP: 1) expand the myriad of existing CIPs in the five Local Municipalities to cover the employment lands in the Gateway Economic Zone and Centre; or, 2) prepare a new Gateway CIP that applies only to employment lands in the Gateway Economic Zone and Centre with this Gateway CIP being endorsed by Niagara Region and adopted by the five Local Municipalities. • Approach 1 above was seen as a very complex and time - consuming process because the five Local Municipalities in the Gateway currently have no less than a dozen adopted and approved CIPs in place. Several of these CIPs would have to be amended to modify the incentives contained in the CIPs and then expand the financial incentives contained within each CIP to cover the employment lands in the Gateway Economic Zone and Centre. 16 196 • Furthermore, the amendments to the incentive programs contained in existing CIPs could compromise the intent of the original CIPs which were designed primarily to promote downtown /commercial area and brownfield redevelopment, and thereby possibly expose these existing CIPs to an appeal to the Ontario Municipal Board. • Consequently, it was determined that the preferred approach to the preparation and adoption of a Gateway CIP was Option 2) above. Therefore, on the basis of the approach described above, Niagara Region led and coordinated the preparation of a "Master Gateway CIP" in consultation with the five Local Municipalities and other key stakeholders. Following that, the Master Gateway CIP was endorsed by the Region and then adopted by the lower -tier municipalities of Fort Erie, Niagara Falls, Port Colborne, Thorold and Welland (with some modifications that were also approved by the Region). Currently, all five CIPs are in- effect. This approach ensured consistency in the incentive programs offered across the five local municipalities, and each are now offering grants that are partially funded by Niagara Region. In addition to the Region of Niagara, the following upper -tier municipalities in Ontario have taken /are in the process of implementing the same approach to developing and implementing upper -tier CIPs: • `Spruce the Bruce' is a downtown improvement program created by the County of Bruce and implemented by 12 individual downtown CIPs across 8 local municipalities; and • The County of Frontenac and the Township of North Frontenac are currently working together to develop a community improvement plan for North Frontenac. 5.2 Other County -wide CIP Case Studies Prince Edward County The Prince Edward County Creative Rural Economy CIP is an example of an innovative County -wide CIP that attempts to align community improvement strongly with local economic development goals. Work done in 2004 indicated that Prince Edward County (a single -tier municipality) had little competitive advantage with respect to attracting traditional industry or manufacturing; however, the County has a strong competitive advantage with its emerging and growing creative economy. Therefore, the following specific goals of the Creative Rural Economy CIP were established: • To attract and retain Creative Economy business, and help existing Creative Economy business expand; • To attract creative entrepreneurs; • To create jobs; • To train creative workers; • To encourage small business start -up, business expansion, or new product development in the creative business clusters identified by the County; • To encourage the development /redevelopment of creative or live /work space; and; 17 197 • To encourage the adaptive reuse of heritage property as creative work or live /work space. Designated CIPA `Sub Areas' Identified Municipal Leadership Programs Financial Incentive Programs Table 8: Overview of the Prince Edward Count SPrince a � atifn� County -wide (single -tier municipality) None • Development Review Awareness Program and Streamlining • Official Plan and Zoning By -law Amendments • Cycling Route Project • Recreational Trails Signage Project • Shoulder Season Partnership Project • Gateways Project • Public Art and Policy Program • Small Business Incubator Project • Planning and Building Fees Rebate Program (rebates all or a portion of fees or charge equivalent of 50% of the fee and charge) • Development Charges Rebate Program (rebates all or a portion of fees or charge equivalent of 50% of the fee and charge) • Property Tax Increment Equivalent Grant Program (100% of the increase in the municipal portion of the property taxes resulting from the reassessment) • Design Studies Program (matching 50 -50 basis and up to a max of $5,000) • Project Feasibility Studies Program (matching 50 -50 up to a max of $5,000) • Facade Improvement Program (matching 50 -50 up to a max of $5,000) Haldimand County Haldimand County currently has 2 CIPs in place. Its Downtown Areas CIP is a traditional CIP program that applies to the County's 6 downtown areas and its Rural Business and Tourism Community Improvement Plan is a more innovative CIP that looks at supporting the local economy by focusing on Value -added Agriculture and Tourism related businesses. The Rural Business and Tourism Community Improvement Plan is one of the only CIPs to offer incentives to agricultural and rural properties to promote value -added agricultural activities in Ontario. Designated CIPA Financial Incentive Programs for the Downtown Areas CIP Table 9: Haldimand County CIPs 4m�j44 iVth CIP° Stimina Table • Downtown CIP: 6 Downtown Areas of Caledonia, Cayuga, Dunnville, Hagersville, Selkirk, Jarvis. • Rural Business and Tourism CIP: Entire municipality, excluding all properties within the existing Downtown Areas CIP project area. 1. Tax -based Redevelopment Grant (TIG) Program for Large Scale Capital Projects (Grants back 50% of the increase in taxation resulting from re- development (May be increased up to 90% subject to additional criteria) 2. Downtown Housing Grant (15% of construction costs up to a maximum of $15,000) 198 18 Financial Incentive Program for the Rural Business and Tourism CIP Downtown Areas [[[[ Rural [[[Business and -- Tourism CIP !4 m Table 3. Facade Improvement Grant (50% of construction costs up to a maximum of$10,000) 4. Development Charge, Planning Fees & Building Permit Grant (100% of Development Charges, Planning and Building Permit Fees) 5. Building Restoration, Renovation, and Improvement Grant 6. Heritage Improvement Grant (50% of construction costs up to a maximum of $10,000 • Where a heritage building has significant public /street presence and /or is clearly visible along and located adjacent the Grand River, the maximum grant amount may be increased. 1. Facade, Landscape, and Signage Grant Program (Matching grant of up to 50% of eligible costs up to a maximum grant of $10,000 per property. Landscaping improvements will be funded to a maximum 15% of the total grant) 2. Development Charge, Planning Fees & Building Permit Grant (100% of Development Charges, Planning and Building Permit Fees) 3. Building Restoration, Renovation, and Improvement Grant (Grant valued at 50% of eligible costs to a maximum of $25,000) 4. Tax -based Redevelopment Grant (TIG) Program for Large Scale Capital Projects (Maximum grant of 50% of the annual County tax increase resulting from redevelopment for a maximum of 10 years) 5. Heritage Commercial Use Grant Program (Grant valued at 50% of construction costs to a maximum of $10,000) • Where a heritage building has significant public /street presence and /or is clearly visible along and located adjacent the Grand River, the maximum grant amount may be increased. • Eligibility is restricted to these types of businesses and uses: o Value -added Agriculture: grants for value -added agriculture related activities such as the creation of: on -farm retailing, small scale processing, and agri- tourism activities. o Businesses Operating in Hamlets: facade, landscape, and signage improvement grants are available to commercial properties in all designated hamlets. o Building Restoration, Renovation and Improvement grants are available for the conversion of vacant space for use as a restaurant, market, or place of assembly related to arts, culture, or recreation. o Commercial Roofed Accommodations: defined as a year- round, permanent fixed roof accommodations including hotels /motels /B &B. o Heritage Designated Properties with a Commercial Use: grant for preservation of heritage elements 5.3 Benchmarking Neighbouring CIP Programs Finally, in addition to the relevant Upper -tier and County CIPs discussed above, a review of existing CIPs in place in municipalities surrounding Elgin County was completed in order to benchmark the range and value of financial incentive programs currently made available in neighbouring municipalities. The findings are provided in Appendix A to this memo. 19 199 6.0 CONSULTATION AND SUMMARY OF INPUT 6.1 Community and Business Survey A Community Survey was conducted as part of the consultation events for Phase One of the Elgin County CIP framework project. The purpose of the survey was to collect information from community members, downtown business owners /tenants, and local farmers /agri- business owners. The survey was made available on the County's website and in the local libraries from Wednesday November 12, 2014 to Friday November 21, 2014. The survey was designed to determine: • Local needs and opportunities for community improvement within key areas of the County; • Information about local businesses /agri- businesses in terms of needs and opportunities for improvement, expansion, and business development; • Familiarity and level of interest in community improvement plans; and • Types of programs that may be of assistance to the business and agricultural community. 50 respondents completed the CIP framework survey.4 The following points highlight some general information about the respondents /their businesses: • Just less than half (47 %) of the respondents indicated they currently own a business in Elgin County; • 85% of these business owners also own the property on which their business is operated; • The following is a sample of the range of businesses types that respondents operate: o Consulting o Real Estate o Hospitality o Publishing o Cash Crop Farm o Hospitality o Retail o Artist 36% of those respondents indicating they owned a business have been operating for 5 years of less, while 19% have been operating for more than 26 years; and In terms of the size of the businesses, 38% of the respondents report having 2 or less employees. 4 Note that while the survey results should not be construed as depicting a representative sample of Elgin County residents, or land or property owners (due to the small sample size and the survey's method of distribution), it nevertheless is indicative of the needs and desires of at least some property and business owners who could be assisted through a CIP. 20 200 Respondents were asked to comment on the types of improvements or changes to their businesses they would make in the near future. The following provides a breakdown: Type of Improvernent/Change Im•rove ever. efficienc Make structural im.rovements to a buildin. Im.rove si.na.e or access Produce different .roducts Provide different services Undertake business, marketin., financial or succession •tannin• Make fa ade im•rovements Ex•and existin• •remises Expand elsewhere Restore herita.e features Response 68% 63% 58% 42% 32% 32% 32% 21% 21% 5% Respondents were then asked to identify the main barriers with respect to moving forward with changes or improvements. Over 88% of respondents owning businesses stated that it was too costly to make the changes they envisioned, as shown in the table below: Barriers ,o Improvement/Change Response Too costly 88% Not high enough priority at the moment 29% Municipal regulations /red tape 24% Lack of information about the procedures /process involved 12% In order to understand some of the most successful areas in Elgin, respondents were asked to identify some of their favourite places to visit within the County. The following is a list of the places that were most frequently identified: • Sparta • Port Stanley • Port Bruce • Dutton • Aylmer • Port Burwell • West Lorne • New Sarum When asked why these places were identified, the following responses were provided: Reas0lis for visiting Variety of restaurants /cafes Variety of stores and shops Unique, attractive shopping environment Arts, culture or recreational events and activities I live there Special events I work there Entertainment Responses 68% 68% 57% 46% 43% 43% 39% 25% Respondents were also asked to identify some of the places within the County that were in most need of improvement. The following is a list of places that were most frequently identified: • West Lorne /Rodney • Sparta 201 • Port Burwell • Vienna 21 • Dutton • Shedden • Straffordville • Springfield When asked about how these areas were in need of improvement, the following responses were provided: T e! Improvement Needed Streetsca•e im•rovements are re•uired LU'_ L •Y�1111�1c•��[aura.i�yc•7•l��ir mt•6�r:�.r�•t:2e�;u�•lyr y .[:ricacx• 1 - • Too man vacancies Lack of variet of stores, shoes and restaurants Im•rovements to infrastructure are re•uired Not pedestrian friendly Nothing to do No parking Responses 75% 68% 64% 54% 46% 25% 25% 14% Respondents were also asked to comment on the ways in which they participate and support local agri- businesses within the County. Responses are summarized as follows: --.anion/support for Local Agricultural Businesses I buy local as much as possible from farms /markets /local stands I visit farm related tourist attractions I participate in local food events I occasionally buy local food from farms /markets /local stands when it is in season and readily available I visit farm /agri- business for other arts, cultural or recreational events and activities I visit farms /agri- business for other retail /shopping needs I visit farm vacation homes /bed and breakfasts Response 83% 47% 40% 33% 23% 20% 3% With respect to the familiarity /interest in CIPs, the following is a summary of findings: 67% of respondents indicated that had heard of a CIP before; 94% of respondents indicated that they would be interested in finding out more about an incentive program in Elgin County; and Most people would like to receive the information about a CIP framework via email or on -line. Finally, respondents were asked to comment on the types of financial incentive and municipal leadership programs that they would like to see included in an Elgin County- wide CIP framework. The following tables summarize the response: Financial Incentive P g f Building improvement grants /loans Facade and signage improvement grants /loans Rebates /cancellations of municipal fees Tax assistance Space conversion for commercial and agri- business Business planning Responses 83% 73% 40% 40% 30% 30% 22 202 1 Programs Streetsca • e im • rovements Tourism marketin• Infrastructure im•rovements Community Branding Urban Desi•n Guidelines Special Planning Studies (describe) Responses 88% 82% 53% 35% 23% 12% 6.2 Municipal and Community Workshops In addition to the Community and Business Survey, three Stakeholder Workshop were held on Tuesday November 18, 2014 as part of the Phase One consultation efforts for the CIP framework project. The workshops were held as follows: • A Municipal Workshop was held with 14 representatives from each of the lower -tier municipalities within the County; and • Two Business Community Workshops were held with interested business owners /other stakeholders from across the County. The first was held in West Lorne and was attended by approximately 24 local business owners /stakeholders. The second was held in New Sarum and was attended by approximately 25 local business owners /stakeholders. The purpose of the workshop and open house was to: • Introduce the project, process, and goals; • Provide an overview of community improvement planning and some of the tools that can be implemented through a CIP framework; • Discuss local issues and needs regarding the downtown /mainstreet area, ports, and agricultural areas of the County as well as opportunities for improvement in these areas; and, • Explore opportunities to apply community improvement tools locally. The following is a brief summary of the ideas and input obtained during the three CIP Workshops. Identifying a Community Improvement Project Area Participants were asked to discuss and record their thoughts with respect to identifying a Community Improvement Project Area for the Elgin County -wide CIP framework. The following key themes /ideas emerged from the workshops: • The County's Settlement Areas are important because they serve as focal points and attract people and visitors. • The Villages located along the water are key `nodes' for improvement. • Major commercial centres should be prioritized. • Any `crossroad' within the County should be included in the CIP framework. • Ports are extremely important to the County from a tourist perspective and there is a need to improve connections between them. 23 203 • There is generally a need to improve connections between all focal points in the County. • The Waterfront generally is a priority for improvement. There is a need to focus on getting the waterfront `right' because visitors travel through the County in order to visit the Ports and waterfront areas. • The entire agricultural area needs to be included as part of the CIP framework because it is not feasible to select only certain agricultural areas. • Corridors (running north /south and east /west), such as Highway 3, are a priority for improvement. • With respect to priority areas, it would be beneficial to provide more incentives or higher valued incentives to properties that are located in certain priority areas of the County, such as the waterfront, ports, and corridors. • Including too many financial incentive programs could not water down the CIP framework. • The CIP framework should focus on areas where improvements will result in the most benefit to the local economy. • With respect to implementation, the County should identify a broad Community Improvement Project Area and the local municipalities should be able to refine it. Identifying Needs and Opportunities for Improvement Participants were asked to discuss and record specific needs and opportunities for community improvement in each of the areas discussed. The following key themes /ideas emerged from the workshops: • Attract more visitors and tourists to the County as a whole. • More festivals and events could assist in attracting visitors. • Increased /better marketing and promotion is required to attract more visitors. • There is a need to improve signage and wayfinding throughout the County. • Improved gateway features are required. • There are not enough roofed accommodations in Elgin for visitors /tourists. • Buildings are in need of facade improvements in the downtowns /mainstreets. • Downtown areas need public washrooms. • Rental buildings in the downtowns /mainstreets need to be fixed -up. There is an issue with absentee landowners. • Some buildings need to be brought up to building code or fire code standards. • Buildings will need to implement improvements to accessibility /barrier free design. • Buildings throughout the County require energy efficiency improvements. • Each downtown /mainstreet area has its own specific set of issues. • Streetscape and infrastructure improvements are required in most, if not all, of the downtown /mainstreet areas. A similar look or feel could be promoted through streetscape improvements, to help brand the County. Southwold is an example of a community that did this successfully. • There are a lot of vacancies and empty storefronts. • There is a need for more opportunities to sell produce out of the County. • There is a need for more farmers markets. 24 204 • Agri- businesses are burdened by significant tax increases once their assessment goes from agricultural to commercial. • There is a need for a municipal heritage committee to ensure that built heritage features are protected. A County -wide heritage plan is needed. • There is a need to improve water quality throughout the County and specifically Lake Erie. • There is a need for improved trails, linkages, and connections throughout the County. Identifying Potential CIP Framework Programs Finally, participants were asked to discuss and record their ideas about the types of municipal and financial incentive programs that should be included in the CIP framework. The following comments /potential municipal programs were identified: • Establish a Municipal Heritage Committee (County or local). • Property standard by -laws could be better enforced by local municipalities. • Participate in shared -cost advertising. • Infrastructure improvements to downtown areas. • Streetscape improvements to downtown areas. The following comments /potential financial incentive programs were identified: • Tax Assistance Programs. • Fagade and Signage Improvement Programs. • Incentives for designated heritage buildings. • Energy efficiency retrofit programs. • Building improvement programs (i.e. to assist with building /fire code and accessibility upgrades). • There is an opportunity for the County to participate in the grant programs offered by the local Conservation Authority related to groundwater and stewardship programs. • Incentives should be dollar matched — for every $X dollars that the business owners invests, it should be matched by the local municipality /County. • The County should explore creative ways to offer incentives. • The County should offer forgivable loans, • The County should explore ways to piggy -back with other financial incentive programs offered elsewhere. • The County should offer increased incentives to `priority areas' that are identified in the CIP framework. • The County should offer increased incentives to applications that are submitted by multiple property owners that have coordinated on planning improvements to their properties. 25 205 7.0 OPTIONS FOR A COUNTY -WIDE CIP Framework 7.1 Community Improvement Goals As discussed in Section 2.0 of this memo, most CIPs establish a set of community improvement goals, which summarize specifically what the CIP framework will aim to achieve. On the basis of the County's strategic directions for economic development as well as the existing goals and policies in the 2012 Official Plan, the following goals could be included in a County -wide Community Improvement Plan for Elgin: 1. To align community improvement with the County's broader economic development goals and invest in projects that strengthen Elgin's overall Quality of Place. 2. To stimulate economic growth and development through the attraction /expansion of commercial and agri- businesses. 3. To foster civic pride through the coordination of physical improvements/ enhancements to the built environment. 4. To promote diversification of the agricultural industry and contribute to the development of agriculture related and on -farm diversified uses. 5. To enable growth and prosperity in Elgin's creative rural economy by attracting creative people and enterprises. 6. To support opportunities for sustainable tourism development and enhance the County as a destination for tourists. These goals would be supported by a series of objectives in the CIP framework (which will be developed at a later date during the development of a County -wide CIP framework and based on feedback with respect to the goals above) and would be used as the basis for reviewing and approving applications for financial incentives. 7.2 Community Improvement Project Area As required by the Planning Act, in order to establish a CIP, a municipality must first identify and designate a Community Improvement Project Area, by by -law. Based on review of background material and input from local municipal representative, local business owners, and stakeholders, the following areas could be included in a County- wide CIP framework for Elgin: • All lands designated Agricultural Area as shown on Schedule A of the County's Official Plan. 26 206 • All lands that are located within a Tier 1, 2, or 3 Settlement Area as designated by the County's Official Plan and designated `Downtown Core', `Central Business District', `General Commercial', etc. by the local municipal Official Plans5. Each of these areas has its own character, set of opportunities and needs, strategic role in the community, and potential to contribute to the community improvement goals identified in Section 7.1, all of which can be recognized and reinforced by the CIP mechanisms. These areas collectively make up the majority of lands located in Elgin County. It is therefore recommended, for maximum flexibility, that all lands included within the County be designated a Community Improvement Project Area for the purpose of broadly promoting local economic development. Within the designated CIPA, it is also recommended that the following be further identified as "Project Sub - Areas ", to which a set of Area - Specific Programs apply: • Agricultural Sub Area; and • Downtown /Mainstreet /Port Sub - Areas. While the CIP framework would provide clear policies with respect to eligibility criteria, this would be the most flexible approach to offering incentives to landowners and business owners. This approach may also avoid the need for any future amendments to the CIP framework. 7.3 Prioritizing Areas and Uses In addition to designating a CIPA and Sub - Areas, the County could also structure the CIP framework in order to prioritize certain areas of the County /certain types of proposed uses with respect to eligibility for financial incentive programs. Certain areas /proposed uses would be prioritized in the following ways: • The County could increase the value of incentives for properties or projects that meet a set of `Priority Criteria'. • The County could offer multiple incentives for properties or projects that meet a set of `Priority Criteria'. Potential `Priority Criteria' could include the following: • The property is located within the County's Waterfront Area (the boundaries of which would be defined and potentially identified as an overlay on the CIPA mapping); • The property is located along /visible from key transportation corridors within the County, such as Highway 3 and other Tourism Corridors identified on Schedule B of the County's Official Plan; and 5 Exact designations to be determined in consultation with the local municipalities prior to drafting the County- wide CIP. 27 207 • The proposal is consistent with the goals and objectives of the Elgin Arts Trail Program and the Savour Elgin Program, and the business owner can demonstrate that the program criteria will be met. 7.4 Potential Options for Financial Incentive Programs Financial incentive programs are the most significant element of a CIP framework and may be provided by a municipality to a private landowner under Section 28 of the Planning Act only. The following presents a number of financial incentive options that could possibly be offered by the County -wide CIP framework in association with the options described above. The programs are identified for discussion purposes. Potential Incentives for ALL Sub -Areas • Feasibility /Design /Planning Study Loan /Grant o to assist with the completion of professional feasibility, design, planning and other related studies in support of a potential business or development proposal o there is potential for both the County and the local municipality to participate in this program • Development Charges /Planning Application/Building Permit Fee Rebate o to rebate all or a portion of the costs associated with a local application or permit fee or development charge o there is potential for both the County and the local municipality to participate in this program • Energy Efficiency Retrofit Grant o to assist with retrofits to commercial, mixed -use or agricultural buildings, which improve the overall energy efficiency of buildings o there is potential for both the County and the local municipality to participate in this program • Tourist Accommodation Grant/Loan o to assist with the development /improvement of year- round, permanent fixed roof accommodations including farm vacation homes /hotels /motels /bed and breakfasts; o there is potential for both the County and the local municipality to participate in this program • Outdoor Art/Sculpture /Mural Grant/Loan o to assist with the establishment of outdoor art project, where a property is located /visible along a tourist corridor o there is potential for both the County and the local municipality to participate in this program Potential Financial Incentives for the Agricultural Sub -Area • Agricultural Building Conversion /Construction /Expansion Grant/Loan o to assist with the conversion of an agricultural building to another agricultural /agri- business use, or the construction of a new building, or the expansion of an existing building 28 208 o there is potential for both the County and the local municipality to participate in this program • Agri- Business Fagade, Building, and Property Improvement Grant/Loan o to assist with facade, signage, property, or building improvements to agri- business operations o there is potential for both the County and the local municipality to participate in this program o could include improvements to bring a building up to code, accessibility improvements, improvements to on -site infrastructure, parking, landscaping, etc. • Tax Increase Equivalent Grant (TIEG) for Large -scale Agricultural /Agri- Business Projects o would apply to large scale projects where more than a certain dollar amount is invested by the land owner, or where the proposal involves a certain percentage of the gross floor area of the building o a wide range of projects would be eligible o there is potential for both the County and the local municipality to participate in this program Potential Financial Incentives for the Downtown /Mainstreet/Port Sub -Area • Rental Housing Grant/Loan o to assist with improvements to the upper floors of downtown buildings to either bring existing residential units up to code, or to convert existing space to residential units o there is potential for both the County and the local municipality to participate in this program • Commercial Facade, Building, and Property Improvement Grant/Loan o Same as agricultural program above • Building Conversion, Construction or Expansion Grant/Loan o Same as agricultural program above • Commercial Tax Increase Equivalent Grant (TIEG) for Large -scale Projects o Same as agricultural program above • Rent Abatement Program o monthly grants provided to tenants of commercial buildings that are equivalent to the building rent provided the tenant undertakes one or more improvements to the facade, signage, or building o eligible costs would include costs related to the improvement implemented by the tenant o there is potential for both the County and the local municipality to participate in this program • Multiple Property Owners Improvement Increase o the value of grants would be subject to an increase where multiple landowners propose improvements /works that are coordinated o there is potential for both the County and the local municipality to participate in this program 29 209 7.5 Options for County Leadership Programs Municipally -led programs are often included in CIPs, and represent projects or programs that may be implemented by the municipality to demonstrate leadership and an overall commitment to community improvement. The following have been identified as options for County Leadership Initiatives that could be included in the CIP framework: • Gateway /Signage Improvements; • Financial Assistance with Local Streetscape Improvements; • Implementation of County -wide Marketing and Promotion Programs; • County /Local Strategy for a Heritage Committee; • Implementation of the Provincial Heritage Property Tax Relief Program; • Participation in a Festival /Events Partnership Program; • Participation in the an Empty Storefront Program; and • The County could also identify innovative and exciting ways to make the Financial Incentive available, such as creating and implementing contests. 7.6 Implementation As mentioned, it is anticipated that the County will undertake the following process with respect to the development and enactment of a County -wide CIP framework: 1) An Elgin Community Improvement Plan template will be developed and endorsed by County Council; 2) In each lower -tier municipality, a locally modified CIP is enacted through adoption by the lower -tier Council6; and 3) The County will be able to participate in the lower -tier CIP by making grants and loans in accordance with the parameters established by the CIP. In terms of the administration of the County -wide Community Improvement Plan, it is the County's intent that senior staff at the County level will be responsible for administering all 7 of the locally adopted CIPs (which will make up an overall framework for County -wide community improvement), including the administration of financial incentive programs. Therefore, each of the Councils of the local municipalities will be required to delegate the administration of the local CIPs to County staff upon adoption of the CIPs. It is anticipated that County staff will be responsible for: • Reviewing applications for financial incentive programs; and • Making a decision with respect to the approval or refusal of an application. County staff may also wish to consult with staff at the appropriate local municipality when making decisions on applications. 6 Provided the appropriate Official Plan policies are in place to do so. As already mentioned, Official Plan Amendments may be required by some local municipalities in order to identify a Community Improvement Project Area that deals with agricultural lands. 30 210 With respect to participation in the financial incentive programs, it is not anticipated that the local municipalities will contribute financially to programs established in the locally adopted CIP. Rather, it is anticipated that the County will establish an annual budget for financial incentives and will participate financially as the primary source of funding. That said, should a local municipality determine that there are resources available in any given year that could be dedicated to the funding of one or more incentive programs established by the locally adopted CIP, they may identify a CIP budget during the local Council's annual budgeting process. Therefore, for maximum flexibility, each of the financial incentive programs could be structured in the County -wide CIP framework in a way that identifies parameters for the extent to which each level of government could participate (i.e., a maximum percentage /dollar amount per eligible project); however, neither municipality would be committed to providing funds. By setting up the programs in this way, the need for an amendment to the plan would be avoided should a local municipality decide to participate financially in an incentive program. Prior to the adoption of the local CIPs by lower -tier municipalities, consideration will be required with respect to how they are implemented in association with existing CIPs (as summarized in Section 4.4). The following preliminary options have been identified for discussion in this regard: 1. The existing local CIP could be dissolved and replaced by the new locally adopted CIP. In this case, a further, more detailed review of the content and details of each existing CIP may be undertaken to ensure that certain programs and details of the existing CIPs are carried over /addressed by the new CIP. 2. The existing local CIP may continue to be administered by the local municipality. Programs in each of the CIPs could be made available on a mutually exclusive basis. In this regard, the new CIP could explicitly state that an applicant may be approved for only one program - either offered through the existing local municipal CIP or the new CIP. In this case, it is possible that the County may still participate in the programs of a local CIP. 8.0 NEXT STEPS Feedback /comments will be considered during the development of a Draft County -wide CIP template in early January 2015. Once complete (in mid - January), the Draft CIP template will also be made available to the local municipalities for review and comment. It is anticipated that a County -wide CIP template will be completed and endorsed by County Council in February 2015. 31 211 Appendix A: Community Improvement Financial Incentive Benchmarking Table Tax Increase - based Equivalent Rebate (TIER) Grant London Downtown Commuruty Improvement,.... Grant for the total value of the work done, plus the amount of municipal portion of the taxes paid prior to and after the redevelopment. The grant will not exceed to total value of the work being done. ntown Revitalizatiorl City Grant equivalent to the eligible incremental increase in the municipal portion of property taxes resulting from the improvements to the property. Tom of 1lso brg, Downtown Community Rehabilitation, Renovation or Redevelopment - Grant equivalent to 80% of the increase in the municipal portion of the taxes and BIA levy in year one, decreasing to 60% in year two, 50% in year three, 40% in year four and 30% in year five following reassessment. New Residential Dwelling Unit(s) - Grant equivalent to 90% of the increase in the municipal portion of the taxes, decreasing to 80% in year two, 70% in year three, 60% in year four and 50% in year five, 40% in year six, 30% in year seven, 20% in year eight, 10% in year nine and 0% in year 10 following reassessment. Ceram Kent Downtowri & Mairi Street Grant equivalent to 100% of the increase in the municipal portion of the property taxes resulting from reassessment of the property following rehabilitation for 5 years following successful completion of the approved work. Heritage Improvement Grant Grant equivalent to 80% of tax increase for the first 2 years then decreases 10% each year for a max of 10 years. Total value of the grant shall not exceed value of the work being done. Hertiage Tax Relief - Grant equivalent to a 40% reduction in the City portion of the post - restoration taxes and applies for a consecutive 4 -year period. Heritage Design: Grant up to $1,500 towards the preparation of the design study costs. Grants to a maximum of $5,000.00 per building. Grants for 50% of the cost of a heritage design study, to a maximum of $1,500 for designated heritage buildings or buildings listed by the Municipal Heritage Committee. 212 Appendix A: Community Improvement Financial Incentive Benchmarking Table Facade Improvement Grant/Loan London Downtown Community Improvement,.... Loans will cover 50% of the cost of the eligible works per buildings and to a maximum of $25,000 per building. ntown Revitalizatiorl City Facade Grant - a maximum value of $7,500 to improve the exterior appearance or structural quality of buildings. Design Grant - a maximum value of $2,000 to assist applicants who require the services of an architect, engineer, or designer. Applicants can apply for the Design Grant in advance of the Facade Grant to help develop the project concept. Grant up to $10,000 per application. An interest -free loan up to $20,000 per application with up to 5 years to repay the loan. Tom of 1lso brg, Downtown Community Loans for a matching 50/50 contribution basis, to a maximum of $40,000 per building. Ceram Kent Downtowri & Mairi Street Grants for 50% of the construction costs to a maximum of $7,500. Where improvements are also being made to side or waterfront facades with a significant public view, the grant amount increases to $15,000. Interest -free loans, for 50% of the construction cost to a maximum loan of $20,000, are repayable over a 5 -year period. Application and Permit Fees Rebate The City will rebate Planning fees after successfully completion of the improvement project. The Town will rebate Planning fees after successfully completion of the improvement project. The City will rebate 100% of the planning application fees. Building Restoration, Renovation and Improvement Grant Grant equivalent to 70% of tax increase for the first 2 years then decreases 10% each year for a max of 10 years. Grant shall not exceed the total value of the work being done. Grant of a maximum of $5,000.00 per building for concept design costs. Upgrade to Building code Loan Loan will cover the less of 50% of the cost of the eligible works per buildings or a maximum of $50,000 per building. Interest free loan amortized over a 10 -year period. Loans for a matching 50/50 contribution basis, up to a maximum of $40,000 per building. Municipal Development Charge Incentive Rebate of 50% or 100% of the DC charges that are payable in the Downtown Area or Old East Village Area. The City will rebate the Development Charges for a property owner adding new residential units and to property owners who are redeveloping lands in the defined project area. The City will rebate 100% of the development charges. 213 Appendix A: Community Improvement Financial Incentive Benchmarking Table Residential Conversion, Rehabilitation and Intensification Program London Downtown Community Improvement,.... of Braritfcsrcl ritown Revitalizatiorl City A grant up to $5,000 per residential unit. A grant up to $40,000 per application. An interest -free loan up to $10,000 per residential unit and 5 years to repay. An interest -free loan up to $80,000 per application and 5 years to repay. Tom of 1lso brg, wn Co y Ceram Kett Downtowri & Mairi Street Grants for 50% of the construction cost, to a maximum of $5,000 per unit or $40,000 per application. Loans for 50% of construction cost, to a maximum of $10,000 per unit or $80,000 per application repayable over 5 years Cafes, Patios, Display Areas and Court Yard Grant equivalent to 50% of construction cost to a maximum grant of $10,000 per application. Maximum interest -free loan amount is 50% of construction cost to a maximum loan of $20,000 per application repayable over 5 years. Only one application can be made for a property. Parking Standards Exemption Rebate on parking standards or cash -in -lieu for 100% of the cash equivalent paid by the owner following successful completion of the approved work. Project Feasibility Grants equivalent to 50% of the cost of the study to a maximum of $5,000. 214 PLANNING 215 MEMORANDUM 9100 Jane Street, Suite 208 Vaughan, Ontario L4K 0A4 Telephone: 905 - 532 -9651 www.meridian- vaughan.ca To: Alan Smith, General Manager, Economic Development, Elgin County Copy: Steve Evans, Manager of Planning, Elgin County Kate Burns, Business Development Coordinator, Elgin County Nancy Reid, Meridian Planning March 3, 2015 From: Date: Re: ELGINCENTIVE COUNTY -WIDE COMMUNITY IMPROVEMENT PLANNING FRAMEWORK - PRELIMINARY RECOMMENDATIONS WITH RESPECT TO CHANGES TO THE LOCAL POLICY FRAMEWORK ®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®® ®®®®®®®®®®®®®®®®®®®®®®®®®®®®®®® PURPOSE OF THIS MEMO As part of the development of our Phase One Background and Options Memo for the Elgincentives CIP project (dated December 2014 and revised January 2015), a review of the community improvement policies from each of the County's lower -tier municipalities was completed to confirm that there are appropriate policies in place to implement community improvement tools under the Planning Act. The intent of the review was also to determine if the local policy frameworks will support the adoption of a strategic and flexible CIP, which: a) Focuses generally on diversifying the economic base; and, b) Includes the following areas as part of a community improvement project area: i. Downtowns /main street areas; ii. Agri- businesses /the agricultural sector; iii. The ports /waterfront areas. The results of the review (presented in Section 4.4 of the memo) indicated that local official plan amendments would be required (in most cases) in order to adopt the Elgincentives CIP template, which addresses the goals identified above. This is because, while most existing local official plans include criteria for designating a community improvement project area within a downtown or commercial area, most do not have criteria that would allow for designating one within the agricultural area. Also, in most cases, the local municipal official plan policies do not have goals and objectives relating to community improvement activities that would broadly address local economic development. Therefore, in order to assist with the task of amending the local municipal official plans, some preliminary recommendations have been identified with respect to potential policy changes. The purpose of this memo is to present those preliminary recommendations. 216 PRELIMINARY RECOMMENDATIONS On the basis of the review of existing community improvement policies in each of the local municipal official Plans, the following is a summary of a) The existing policies; and b) Recommended policy changes that should be made in order to update local community improvement policies and adopt the County's Elgincentives CIP template. The Town of Aylmer Official Plan As summarized in the Phase One Background and Options Memo, the review of existing local CIP policies in Aylmer indicated that: a) Goals and objectives for community improvement are fairly flexible in relation to Elgin's goals for a County -wide CIP framework. b) Criteria for selecting community improvement project areas may not currently permit the municipality to include tourism activities- Therefore, the following policy changes are recommended in order to facilitate the adoption of the Elgincentives CIP template: 1. The following goal could be added to Section 5.3.3 (Goals and Objectives): • To generally foster local economic growth. 2. The following objectives could be added to Section 5.3.3 (Goals and Objectives): • To promote the establishment, expansion, and rehabilitation of existing tourism and tourist destination - oriented uses. • To facilitate and stimulate local economic development. 3. The following criterion for the designation of community improvement project areas could be added to Section 5.3.4 (Criteria for Selecting Community Improvement Areas): • For any other environmental, social, or community economic development reasons. The Municipality of Bayham The review of existing local CIP policies in Bayham indicated that: a) Goals and objectives for community improvement are primarily focused on commercial and residential lands. b) Criteria for selecting community improvement project areas may not currently permit the municipality to include agricultural lands. Therefore, the following policy changes are recommended in order to facilitate the adoption of the Elgincentives CIP template: 2 217 1. The following sentence could be added to the introductory paragraph in Section 7 (Community Improvement): • Municipal Council may determine that additional community improvement project areas within the Municipality of Bayham may be identified subject to the criteria set out in this section. 2. The following objectives could be added to Section 7.1.4.1 (Other Objectives): • Generally foster local economic growth. • To promote the establishment, expansion, and rehabilitation of existing tourism and tourist destination - oriented uses. • To encourage the establishment, expansion, and rehabilitation of existing agriculture- related and secondary uses in the agricultural area. 3. The following criteria could be added into a new Section 7.2.3 (Other Criteria): • Any other environmental, social or community economic development reasons. 4. The following paragraph could replace the wording in Section 7.3 (Delineation of Community Improvement Areas) and replace with the following: • In addition, Municipal Council may also designate other "Community Improvement Project Areas" within the overall Municipality of Bayham. These areas will also be eligible for "Community Improvement" as defined in the Planning Act. Central Elgin The review of existing local CIP policies in Central Elgin indicated that: a) Goals and objectives for community improvement are very flexible. b) Criteria for selecting community improvement project areas are adequate to include agricultural lands. The following policy changes could also be considerd in order to facilitate the adoption of the Elgincentives CIP template: 1. The following sentence could be added to Section 2.10.2 (Community Improvement): • Additional Community Improvement Areas may be designated provided the area meets the conditions set out in Section 2.10.2.1 e) of this Plan. 2. The following item could also be added to Section 2.10.2.1 subsection f): • To promote the establishment, expansion, and rehabilitation of existing tourism and tourist destination - oriented uses. • To encourage the establishment, expansion, and rehabilitation of existing agriculture- related and secondary uses in the agricultural area. 3 218 Dutton /Dunwich The review of existing local CIP policies in Dutton /Dunwich indicated that: a) Goals and objectives for community improvement are focused primarily on the hamlets and villages. b) Criteria for selecting community improvement project areas may not currently permit the municipality to include agricultural lands. Therefore, the following policy changes are recommended in order to facilitate the adoption of the Elgincentives CIP template: 1. The following specific objectives could be added to Section 6.1.1 (Policies): • To facilitate and stimulate local economic development. • To promote the establishment, expansion, and rehabilitation of existing tourism and tourist destination - oriented uses. • To encourage the establishment, expansion, and rehabilitation of existing agriculture- related and secondary uses in the agricultural area. 2. The following could be added to Section 6.1.2: • For any other environmental, social, or community economic development reasons. 3. The following could be added to Section 6.1.3: • Additional `Community Improvement Areas' may be designated the criteria described in Section 6.1.2 of this Plan. Malahide The review of existing local CIP policies in Malahide indicated that: a) Goals and objectives for community improvement are focused primarily on commercial and residential lands. b) Criteria for selecting community improvement project areas may not currently permit the municipality to include agricultural lands. Therefore, the following policy changes are recommended in order to facilitate the adoption of the Elgincentives CIP template: 1. The following sentence could be added to the first paragraph of Section 7.0 (Community Improvement Goals): • Township Council, from time to time, may designate additional Community Improvement Areas provided the proposed area meets one or more of the criteria set out in Section 7.3 of this Plan. 2. The following goal could be added to Section 7.1 (Community Improvement Goals): • To generally foster local economic growth throughout the Township. 4 219 3. The following new Section (General Objectives) could be added to Section 7.2: • To promote the establishment, expansion, and rehabilitation of existing tourism and tourist destination - oriented uses; • To encourage the establishment, expansion, and rehabilitation of existing agriculture- related and secondary uses in the agricultural area. • To encourage appropriate development and redevelopment to facilitate economic activity; and • To provide funding in the form of grants and /or loans and /or waiving of fees for appropriate projects that meet the objectives of the Community Improvement Plan. 4. The following new Section (General Criteria) could be added could be added to Section 7.3: • For any other environmental, social and /or community economic development reason. 5. The following paragraph could replace the existing introductory paragraph in Section 7.4 (Delineation of Community Improvement Areas): • Township Council may designate by By -law, "Community Improvement Project Areas" within the Municipality of Malahide. These areas are eligible for "Community Improvement" as defined in the Planning Act. Township of Southwold The review of existing local CIP policies in Southwold indicated that: a) Goals and objectives for community improvement are focused primarily on commercial and residential lands. b) Criteria for selecting community improvement project areas may not currently permit the municipality to include agricultural lands. Therefore the following policy changes are recommended in order to facilitate the adoption of the Elgincentives CIP template: 1. The following objective could be added to Section 3.6 (General Objectives):: • To promote the establishment, expansion, and rehabilitation of existing tourism and tourist destination - oriented uses. • To encourage the establishment, expansion, and rehabilitation of existing agriculture- related and secondary uses in the agricultural area. 2. The following criteria could be added to Section 3.6 (General Criteria): • For any other environmental, social or community economic development reasons. 5 220 West Elgin As summarized in the Phase One Background and Options Memo, the review of existing local CIP policies in West Elgin indicated that: a) Goals and objectives for community improvement are focused primarily on commercial and residential lands. b) Criteria for selecting community improvement project areas may not currently permit the municipality to include agricultural lands. Therefore the following policy changes are recommended in order to facilitate the adoption of the Elgincentives CIP template: 1. The following objective could be added to Section 4.3.1: • To generally foster local economic growth. 2. The following sentence could be added to Section 4.3.2: • Additional `Community Improvement Areas' may be designated within the Municipality provided they meet the guidelines outlined below. 3. The following guidelines be added to Section 4.3: • To promote the establishment, expansion, and rehabilitation of existing tourism and tourist destination - oriented uses. • To encourage the establishment, expansion, and rehabilitation of existing agriculture- related and secondary uses in the agricultural area. • For any other environmental, social, or community economic development reasons. 6 221 REPORT TO COUNTY COUNCIL FROM: Elgin County United Way Special Events Committee Jennifer Ford, Senior Financial Analyst and ECUWSEC Chair DATE: March 11, 2015 SUBJECT: 2014 -2015 Events Calendar Update INTRODUCTION: The mandate of the Elgin County United Way and Special Events Committee(ECUWSEC) is to spearhead fundraising activities to raise money for the Elgin St. Thomas United Way on behalf of the County and Council and to provide social events to enable networking opportunities for staff across the County. The Committee of ten is comprised of interested and dedicated employees from each of the County's departments, who organize and manage all the activities in addition to their regular work duties both during and outside of the regular work day. Continued evaluation ensures that the events contain fresh ideas each year so that what the Committee provides is value added and remains fun for both the Committee and participants. The Committee presented an update to Council in September and gained Council support for fundraising and social events planned for the period beginning in September 2014 and running through to August of 2015. This report serves to update Council further on our current activities. DISCUSSION: Fundraising Activities: Council support of these fundraising activities includes a budget of $500 and support of dress down Fridays and the days off with pay draws. Payroll Deduction Campaign: Each September earmarks the beginning of the fundraising period for the United Way calendar. To coincide with this timing, the County begins its fundraising activities to encourage staff to participate via payroll deduction. For a minimum payroll donation of $2.00 per pay, all enrolled donors are able to dress down on Fridays for the 2015 year. For a minimum payroll donation of $3.00, or more, staff are also eligible for chances to win one day off with pay. For a minimum donation of $5.00 or more per pay, eligible donors are entered into the draw of one day off with pay plus a subsequent draw of two days off with pay. The draw for the days off takes place in November each year. 222 Additionally, we created a new incentive by placing all staff regardless of their donation into monthly draws for 2015. The draw enables eligible staff a chance to win a prize or gift certificate worth at least $25 as long as they remain an active participant in the payroll deductions program. Staff that participate in payroll deductions remain perpetual donors and generously provide to the Elgin St. Thomas United Way a combined donation of approximately $12,000 per year. Council has been provided with pledge forms today in order to enable you to participate via payroll deduction if you have not already done so. Please return the signed form to Joanna Debackere, Human Resources Assistant. Warden's Annual Charity Golf Tournament: Each year, the County Warden hosts the Annual Charity Golf Tournament. The 2015 tournament will take place at the St. Thomas Golf and Country Club. The date set for the tournament is Thursday, June 25, 2015. Plans are well underway with brochures and letters of invite having been sent out already. The Committee works diligently to ensure this event runs smooth and guarantees a whole day of fun for the participants. This event holds a great deal of significance to the donation category and its impact to the community cannot be overlooked. Since the inception of the Golf Tournament 6 years ago, the County, along with the help of its many generous supporters, has been able to raise $156,000 for the Elgin St. Thomas United Way. We hope to continue to evolve this event and keep it fresh so it remains successful. Other Fundraising Activities: This year, we reserved some group seats at four London Knights games this. The games are designed to encompass both a social and fundraising aspect for the participants. The event encourages family fun at all age levels and $1 from the sale of each ticket is donated to the United Way. Please visit the website under County Council and Fundraising activities for updates on this year and past year's fundraising events. Social Activities: Council provides $2,500 annually towards social activities for all employees of the County and their families. The Christmas party has been the main event in this category for the past several years and is designed as an opportunity for Council and staff to gather together and enjoy the holiday season. The 13th Annual Christmas Party was held at the Elgin St. Thomas Public Arts Gallery on December 12, 2014. Attendees dropped by, between the hours of 5pm and 10pm, to enjoy hors d'oevres, munchies, beverages, door prizes, and some festive music. Ticket costs were lowered this year to $10 per person from a previous $30 per person to reflect the new format and enable the event to be more affordable for staff. 223 We were pleased to receive positive feedback on the changes to the party structure as we begin the planning stages of the 2015 Christmas Party which you will hear about later in the year. CONCLUSION: It is the mandate of the County's ECUWSEC to organize social and fundraising events throughout the year. Many County resources are used including staff time to organize and run fundraising opportunities to help raise money for the Elgin St. Thomas United Way. Last year, $44,000 was able to be donated to the Elgin St. Thomas campaign. With Council's continued support of the Committee's efforts, we are able to ensure that these events are provided to give back to both community and employees. As always, we extend an invitation to the councils and employees of our member municipalities to join us at any of our planned events throughout the year. RECOMMENDATION: THAT the report titled "2014 -2105 Events Calendar Update" from the Senior Financial Analyst and ECUWSEC Chair dated March 11, 2015 be received and filed. All of which is Respectfully Submitted Approved for Submission Jennifer Ford Senior Financial Analyst and ECUWSEC Chair 224 Mark G. McDonald Chief Administrative Officer REPORT TO COUNTY COUNCIL FROM: Peter Dutchak, Deputy Director of Engineering Services Mike Hoogstra, Purchasing Coordinator DATE: March 10, 2015 SUBJECT: Engineering Services for the Replacement of Brooks Bridge INTRODUCTION: This report provides details on the Request for Proposal (RFP) process and seeks Council's approval to award the Engineering Services contract for the Replacement of Brooks Bridge on Lyons Line (County Road 48) in the Township of Malahide. The Brooks Bridge replacement is included in the approved 10 year capital plan and is scheduled for 2016 construction. DISCUSSION: The Request for Proposal for Engineering Services was issued on February 13, 2015 and closed on March 5, 2015. Twenty nine (29) firms downloaded the RFP document from Biddingo. The seven (7) firms noted below submitted a proposal for this project. - AJW Engineering - AMEC Foster Wheeler - GM BluePlan Engineering - IBI Group - MIG Consulting Engineers - Spriet Associates - Strik Baldinelli Moniz Civil Structural Engineers A two envelope system was used for this RFP; the Engineering firms were required to submit their price for the project in a separate sealed envelope. The firms were first scored on the following criteria: i) Demonstrated understanding of Work Program / Approach and Methodology ii) Responsiveness to the RFP, completeness of submission iii) Completeness of proposed team iv) Knowledge of similar projects v) Time / availability to work on our project and meet proposed schedule vi) References The Evaluation Committee met on March 10 to evaluate the proposals. Firms achieving a minimum score of 55 out of 70 had their pricing envelopes opened. Four of the seven firms did not achieve the minimum score of 55. The Purchasing Coordinator opened the three price envelopes and factored the cost into the overall score. 225 The firm that achieved the highest overall score is Spriet Associates. Spriet has extensive experience in bridge engineering and has worked on a number of bridge replacement projects for the County, most recently the Largie Bridge in Dutton - Dunwich. The total cost for Engineering Services is $53,665 plus applicable taxes. This amount includes costs ($21,940) that will be incurred in 2016 for inspection services when the bridge is being constructed. The amount for 2015 ($31,725) can be accommodated in the approved 2015 capital budget. CONCLUSION: Staff are pleased at the outcome of the RFP process. Work on the engineering services will commence in April so that construction documents and drawings can be finalized for tendering the bridge construction in January 2016. A report will be brought to County Council in 2016 for approval of the construction contract. RECOMMENDATIONS: THAT Spriet Associates London Limited be selected to provide Engineering Services for the Replacement of Brooks Bridge at a total price of $53,665, plus applicable taxes; and, THAT the Warden and Chief Administrative Officer be authorized to sign the contract. All of which is Respectfully Submitted Approved for Submission Peter Dutchak Mark G. McDonald Deputy Director of Engineering Services Chief Administrative Officer Mike Hoogstra Purchasing Coordinator Clayton Watters Director of Engineering Services 226 6p �La�l.gN .. , L.Ln. r r d .,,,,da` r,,,,,, 0, Xfl „f X,,,, REPORT TO COUNTY COUNCIL FROM: Peter Dutchak, Deputy Director of Engineering Services DATE: March 3, 2015 SUBJECT: Reduced Speed Zone Request — Green Lane Landfill INTRODUCTION: The County of Elgin received a request from the City of Toronto to install a reduced speed zone on Third Line (County Road #18) at the entrance of the Green Lane Landfill to improve safety for all road users at this busy truck entrance. DISCUSSION / CONCLUSION: Staff received a request (attached) from the City of Toronto to install a reduced speed zone on Third Line beginning 400 meters from either direction of the entrance of the Green Lane Landfill. Landfill staff has witnessed potentially dangerous situations involving faster moving through traffic and slower turning truck traffic. No collisions have occurred to date. County staff met with the City of Toronto and their consultants to review exiting conditions and concur that a 60km /h speed zone would reduce the speed differential between through traffic and truck turning traffic, thus improving safety for all road users. The City of Toronto has agreed to refund the County's costs to install the required signage estimated to be $2,000. A drawing depicting the existing and proposed signage is attached for Council's information. RECOMMENDATIONS: THAT the Reduced Speed Zone By -Law be amended to include a 60km /h zone on Third Line (County Road #18) extending 400 west of the centre of the entrance to the Green Lane Landfill to 400m east of the entrance, being a total distance of 800m; and, THAT the OPP be notified of the establishment of this reduced speed zone. All of which is Respectfully Submitted, Approved for Submission, Peter Dutchak Mark G. McDonald Deputy Director of Engineering Services Chief Administrative Officer 227 March 2, 2015 Mr. Clayton Waiters, P.Eng., MBA Director Enghteering Services County of Elgin Administration Building 450 Sunset Drive St. Thomas, ON N51& 5V Dear: Whiter's:. Green Lane Landfill Solid Waste Management Services 38593 Third Line, 11,F1 7 St, Thomas, ON Ng' 312 Euliuiij Re: Green .Lanet...autill Site Request for Reduced Speed Zone on Southminster Bourne/ Third 11,,iine E. Anne Hiscock Manager Tel: 519-652-0909 Fax: 519-652-9286 ahiSCOC@t0r0110„ ci Fw Iher to our meetings and iliscussions with your deparimeni, I am writing it> requesi than the County of Elgin api ow as reduced traffic speed zone in the vicinhy, of the recently inodilicd enirancevvay tor die Green Lane 1,../indrill Site. Attached to ihis leUcr is dn.: February 24, 2015 correspondence from WSI) (]analit Inc. as the (lily's consulthig engineers, with a pror)useiHiiyoui for the speed reduclion one and signage. 11 WSJ.) pn)posal i ccepiable, then we respectfully request that Comity Council he asked to iimenil the aryl icable hylay lo include this zone change. Should County Clouncil itree 10 our request and amend the 1)y-law, h is acknowledged that cost oldie addiainial signs and their installation will he the City or l'oronto's resp()nsil)ility. 1 ant authorized to request that the ()Aunty supply and install the necessary signage once yvarnler weather penniis. understand dun die ,County's tee fi.n this work will he $2,000. I can confirm ill an invoice semi 10 rny attention alter this ‘vork is colinpleted i1I bC paid in lull by the (lily of Toronto. We look forward to County Council's decision. Should anything further Ix required at this Mlle, :please lel: rne 9 Youts ver, truly, --4,77- El'Anne Hkcock Manager — Fire en Lane Landfill Solid Waste Manageniel.it Se.rvices City Tiorantlai (see aitichrocros) 228 cc: Peter f)utcha.k.„ County of Elgin Kevin Englehart„ County of Elgin Derek Angove, City of Toronto IZ.ichard Todd., City of Toronto Joe Ovc,jak, WY' Canada 222 Sou I + \m ' 9 a THIRD LINE m m _ +00 9 +sob 42 1b + + p* o N F Li O= \ o,, _ o= SO _____J? N STR 250m 300m 100m �C4) '30355 � rat Ob a s e ° f09Le 11010 '... 0 100 200 500 400m '.. - :.=ii,r,.� ,�E. E._�: ELECT. RAE TORONII) CITY LANE TORONTO LA N LANDFILL (� p PROPOSAL TO ELGIN COUNTY _ GREEN LANE LANDFILL GREEN LANE LANDFILL SITE ����+• � ,T.. � SPEED LIMIT REDUCTION SIGNAGE L v uE .< .,If :fI nrrx Green Lane EL .s � swt,v v u o.ECO. ,.., +MEL .L.' ENVIRONMENTAL .'' «;,.., LANDFILL E',.EF. .a,� 4s 'L.'" „k zo„ rAII�AS i o 0 February 24, 2015 Clayton Watters, P.Eng., MBA Director of Engineering Services Elgin County 450 Sunset Drive St. Thomas, ON N5R 5V1 Subject: Green Lane Landfill Site Proposed Speed Limit Reduction Signage WSP Project 121 - 25411 -00 Dear Mr. Watters, Further to our meeting of February 2, 2015 concerning traffic and speed limits on Southminster Bourne /Third Line Road that leads to the Green Lane Landfill Site, WSP has reviewed the matter with Anne Hiscock, Manager of the City of Toronto Green Lane Landfill and proposes speed limit reductions as presented on attached Figure 1. As shown, for traffic arriving from the west (east bound), additional signage is proposed to warn motorists of an upcoming reduction in speed limit to 60 km /hour at a distance of 650 m before the Green Lane Landfill site entrance, with the speed limit reduced to 60 km /hour at a distance of about 400 m from the site entrance. Similarly for traffic arriving from the east (west bound), additional signage is proposed to warn motorists of an upcoming reduction in speed limit to 60 km /hour at a distance of about 650 m before the Green Lane Landfill site entrance with actual speed limit reduced to 60 km /hour at a distance of 400 m from the site entrance as shown on Figure 1. We trust the proposed adjustment to speed limits will be acceptable to the County of Elgin. Sincerely WSP Canada Inc. oe cjak, P.Eng. Director —Waste Management Ontario Designated Consulting Engineer cc: Anne Hiscock, City of Toronto Richard Todd, City of Toronto WSP Canada Inc. 1425 Cormorant Road, Suite 300 Hamilton, ON L9G 4V5 Phone: 289 - 239 -0100 Fax: 289 - 239 -0109 www.wspgroup.com C: \Users \Joe.Ovcjak \Desktop \Green Lane Traffic letter and drawings \rev Elgin County Speed Reduct23 A 2.docx 1 w1lt.�r "_�.rle.tr '�diyjdY °:7Sfurd" & g 61i N`.0 FC REPORT TO COUNTY COUNCIL FROM: Rhonda L. Duffy, Director of Homes and Seniors Services DATE: March 5, 2015 SUBJECT: Homes - Medical Director Agreement — Bobier Villa and Elgin Manor INTRODUCTION: The Medical Director contract for Elgin Manor and Bobier Villa expires in March 2015. This report outlines the status of contract negotiations. DISCUSSION /CONCLUSION: On January 12, 2015 council directed staff to engage in contract negotiations with the current Medical Directors for a 3 year term, with an option for 2 year renewal, for the provision of Medical Services. After some negotiation around contract wording, the terms of the agreement have been accepted by Dr. Derek Vaughan. The status of contract negotiations with the Medical Director for Terrace Lodge will be reported at a later date. RECOMMENDATION: THAT Council authorize staff to sign the 3 -year agreement from April 1, 2015 to March 31, 2018 with Dr. Derek Vaughan for the provision of Medical Director Services to Bobier Villa and Elgin Manor. All of which is Respectfully Submitted Approved for Submission Rhonda L. Duffy Mark G. McDonald Director of Homes and Seniors Services Chief Administrative Officer 232 MEDICAL DIRECTOR AGREEMENT THIS AGREEMENT made this 1st day of April 2015. BETWEEN: THE CORPORATION OF THE COUNTY OF ELGIN (hereinafter referred to as the "County ") AND Derek Vaughan (hereinafter referred to as the "Medical Director ") WHEREAS the County desires to appoint a Medical Director for its long -term care home known as Elgin Manor and situated in the Township of Southwold , Ontario (hereinafter the "Home "); WHEREAS the Long -Term Care Homes Act, 2007 requires that there be a contract between the County and its Medical Director; AND WHEREAS the Medical Director wishes to enter into an Agreement with the County to perform the services described herein; NOW THEREFORE in consideration of the covenants and agreements hereinafter contained, the sufficiency of which is hereby acknowledged, the parties agree as follows: 1.0 The County shall: 1.1 Pay a fee to the Medical Director for the provision of professional services provided by the Medical Director; provided such fee is in accordance with the fee for such services as established by the Ministry of Health and Long -Term Care (MOHLTC) and provided further that any adjustments to this fee, as approved by the Ministry of Health and Long -Term Care, will be paid to the Medical Director immediately and /or retroactively to the effective date of such annual adjustments as approved by the Ministry of Health and Long -Term Care. 1.2 Provide the Medical Director with cellular telephone to provide on -call service to the Home and as agreed to by the Director of Homes and Seniors Services for the County. 1.3 As currently available to non -union employees of the County of Elgin and revised from time to time, provide Extended Health Benefits, including dental, semi - private hospital, deluxe travel, prescription drug, vision, hearing aid, and paramedical practitioner coverage, to the Medical Director and his eligible dependents; provided that the availability and specific extent of such coverage and benefits shall be subject to the terms and conditions and limitations 236 2 applicable to same for non -union employees of the County. 1.4 Following the expiry of the term of this agreement or any renewal thereof, the Medical Director may, at his own cost, convert any forementioned health benefits available at the time of expiry of the term of this agreement or any renewal thereof to an individual plan available to non - unionized employees of the County of Elgin but subject to any criteria then in effect at the instance of the carrier of such health benefits and options, noting that the general provisions for such health benefits currently in place provide, in part, as follows: "If your employment with the Employer terminates, you have the right to convert your coverage to an individual plan without providing Proof of Good Health. In addition, if one of your Dependents ceases to qualify as a Dependent under the Policy, he or she also has the right to convert coverage to an individual plan with out providing Proof of Good Health. In order to apply for an individual plan of coverage, the person must submit a written application and the required premium to the insurer within 60 days of the date the group coverage is terminated. The individual plan will be exchanged for all benefits on the person under this group benefit plan. The coverage under the individual plan will not duplicate the coverage under this group benefit plan and is subject to the terms and conditions of the individual plan being offered at that time." The Medical Director acknowledges both that the general provisions in respect of health benefits and options may change from time to time and the recommendation that he refer to any available plan booklet from time to time for detail as to conversion availability and options. 1.5 Ensure that the County's liability insurance coverage for Directors of the Corporation shall be extended to the Medical Director as provided by the Insurance Carrier and adjusted from time to time. 1.6 Pay the Medical Director's fees (registration fees, accommodations costs, travel expenses, etc.) for continuing medical education /medical conferences to a yearly allocation of $2,000 in accordance with the County's convention attendance policy. 2.0 The County agrees to indemnify and save harmless the Medical Director from any claims, demands, damages or actions brought against the Medical Director in relation to the provision of service by employees of the Home who are not acting under the instructions of or under the direction of the Medical Director. 3.0 The Medical Director shall: 3.1 At all times be a medical doctor licensed by the College of Physicians and 234 3 Surgeons of Ontario. 3.2 Obtain and maintain in full force and effect during the term of this Agreement, current, valid, and adequate medical malpractice protection and insurance, and, upon request, provide proof of such protection and insurance to the County. 3.3 Be accountable to the Director of Homes and Seniors Services / Designate for the County and, furthermore, be responsible for providing advice to the said Director on matters relating to medical care in the Home, including but not limited to the development, implementation, and evaluation of medical services in the Home and further including but not necessarily limited to the following: • Ethical dilemmas; • Safety / risk management; • Resident care programs, with special consideration of the resident population language, culture, and care needs; • Diagnostic services; • Pharmacy and therapeutic; • Drug profiles and emergency and on -call provision of care. 3.4 Provide advice, when requested, to the Director of Homes and Seniors Services / Designate for the County on matters pertaining to medical care and services, including but not limited to the following: organizing of medical services; credentialing of physicians; physician membership in appropriate associations; continuing medical education; annual review; and arranging for medical care for residents without attending physicians. 3.5 Have the responsibility and authority to monitor and evaluate the medical care and services provided by physicians in the Home and to take action when expected to do so when standards are not met. 3.6 Be available to visit the Home at a minimum of once per week in order to carry out his or her responsibilities under this Medical Director Agreement. 3.7 Assist the Home with emergency medical services for residents in the event of disaster /evacuation. 3.8 Pa tic pate in quarterly Professional Advisory Committee (PAC). 3.9 Provide recommendations as requested on the Long -Term Care Home Quality Improvement Plan (LQIP) relative to the Home to the Continuous Quality Improvement Team. 3.10 Follow and adhere to all County policies and procedures including but not limited to the following: confidentiality; code of conduct; conflict of interest and all relative polices according to the legislative requirements for the Home. 238 4 3.11 Participate as requested in investigations, inquiries or hearings as may be required by the Administrator of the Home /Director of Homes and Seniors Services related to allegations of abuse, violations of the residents' bill of rights or professional misconduct. 4.0 The Medical Director shall, when requested: 4.1 Pa tic pate in the review of Community Care Access Centre applications; 4.2 Participate in special care conferences related to resident issues that may put other residents, staff or visitors at risk; 4.3 Conduct an annual review of medical policies and make recommendations for improvement of same; 4.4 Provide medical liaison with local hospital(s) and other appropriate health care organizations or any long -term care home; 4.5 Participate in Infection Control meetings and Continuous Quality Improvement (CQI) meetings as requested, within the Home; 4.6 Co- operate with and /or be available during compliance reviews pertaining to medical issues, including inquiries made by the Ministry of Health and Long - Term Care Inspector, advocates, family members, and persons conducting coroner's investigations, and; 4.7 Sign an Attending Physician's Agreement, if the Medical Director is also an Attending Physician at the Home. 5.0 In the event that the Medical Director is temporarily unable to attend the Home at any time, the Medical Director shall so notify the Director of Homes and Seniors Services / Designate for the County of the name of his or her designate, if one is available, in advance of such unavailability. 6.0 The parties hereto acknowledge and agree that any research projects conducted at the Home will be permitted provided that such project meets approval of the Director of Homes and Seniors Services / Designate and is permitted by legislation. Publication or discussion of any research data collected from the Home must receive prior approval of the said Director. Any and all research projects undertaken at the Home must meet current ethical research and scientific standards. Furthermore, any research project must comply with the requirements of current privacy legislation. The Medical Director agrees to cooperate with and in any such research project as approved by the Director of Homes and Senior Services / Designate for conducting within the Home. 236 5 7.0 Except as provided for herein, this Agreement shall remain in force for a period of three (3) years from the date first written above with an option of renewal for one (1) subsequent two (2) year period. 8.0 This Agreement may be terminated by either party on at least one hundred and twenty (120) days written notice to the other; provided that, in the event of default in respect of any obligation hereunder, this agreement may be terminated on sixty (60) days written notice by the party not in default to the party in such default, within which sixty (60) day period the party in default shall have seven (7) days to end and /or remediate such default. 9.0 Notwithstanding that set forth in section 8.0 above, in the event that the Medical Director becomes unable to perform his duties for a period of one hundred twenty (120) consecutive days due to physical, psychological, or mental illness or condition, the County may terminate this Agreement on thirty (30) days' written notice to the Medical Director. 10.0 With the participation of the Medical Director, the Director of Homes and Seniors Services / Designate shall conduct an annual review to determine if the Medical Director is satisfying and complying with the terms and conditions of this Agreement and, if it is determined that the Medical Director is failing to satisfy and /or comply with such terms and conditions, the County shall be at liberty to terminate this Agreement pursuant to section 9.0 above. 11.0 In the event of death of the Medical Director, the within agreement shall be deemed to be terminated as of date of such death. 12.0 In the event of termination of this Agreement as provided for above and in addition to any other entitlements provided for herein, the County shall pay to the Medical Director or his Estate, as the case may be, any and all amounts owing to and accruing to the benefit of the Medical Director up to and including the date of such termination. 13.0 This Agreement may be amended by written agreement signed by the parties and attached hereto, and such amendments shall be adhered to and have the same force as if they had originally formed part of this Agreement. 14.0 Any notice required by or contemplated under this Agreement shall be given in writing and shall be delivered personally as follows: (a) To the County at: 450 Sunset Drive St. Thomas, Ontario N5R 5V1 (b) To the Medical Director at: 230 6 Each party may change its address for delivery under this Agreement by notice to the other party. 15.0 The Medical Director shall not assign his or her interest in this Agreement without first receiving the written consent of the County. 16.0 The parties hereto shall execute such further assurances as the other party shall reasonably require to give effect to this Agreement. 17.0 This Agreement shall be binding upon and ensure to the benefit of the parties hereto and their respective permitted successors. IN WITNESS WHEREOF the parties hereto have executed this Agreement under hand and seal at , Ontario this day of , 20_. SIGNED, SEALED & DELIVERED ) ) In the presence of ) ) The Corporation of the County of Elgin ) ) ) Per: ) ) Name: ) Position: ) ) ) Per: ) ) Name: ) Position: ) ) We have authority to bind the Corporation ) of the County of Elgin. ) ) ) ) Name: 233 DATED this 7 day of BETWEEN: THE CORPORATION OF THE COUNTY OF ELGIN -and- , 2015 AGREEMENT McKenzie Lake Lawyers LLP 140 Fullarton St., Suite 1800 London, Ontario N6A 5P2 SHG /bd 242 MEDICAL DIRECTOR AGREEMENT THIS AGREEMENT made this 1st day of April 2015. BETWEEN: THE CORPORATION OF THE COUNTY OF ELGIN (hereinafter referred to as the "County ") AND Derek Vaughan (hereinafter referred to as the "Medical Director ") WHEREAS the County desires to appoint a Medical Director for its long -term care home known as Bobier Villa and situated in the Town of Dutton /Dunwich , Ontario (hereinafter the "Home "); WHEREAS the Long -Term Care Homes Act, 2007 requires that there be a contract between the County and its Medical Director; AND WHEREAS the Medical Director wishes to enter into an Agreement with the County to perform the services described herein; NOW THEREFORE in consideration of the covenants and agreements hereinafter contained, the sufficiency of which is hereby acknowledged, the parties agree as follows: 1.0 The County shall: 1.1 Pay a fee to the Medical Director for the provision of professional services provided by the Medical Director; provided such fee is in accordance with the fee for such services as established by the Ministry of Health and Long -Term Care (MOHLTC) and provided further that any adjustments to this fee, as approved by the Ministry of Health and Long -Term Care, will be paid to the Medical Director immediately and /or retroactively to the effective date of such annual adjustments as approved by the Ministry of Health and Long -Term Care. 1.2 Provide the Medical Director with cellular telephone to provide on -call service to the Home and as agreed to by the Director of Homes and Seniors Services for the County. 1.3 Calculable in accordance with County policy in existence from time to time, pay mileage incurred for return travel from St. Thomas to Bobier Villa for the provision of services of Medical Director. 1.4 As currently available to non -union employees of the County of Elgin and revised from time to time, provide Extended Health Benefits, including dental, 240 2 semi - private hospital, deluxe travel, prescription drug, vision, hearing aid, and paramedical practitioner coverage, to the Medical Director and his eligible dependents; provided that the availability and specific extent of such coverage and benefits shall be subject to the terms and conditions and limitations applicable to same for non -union employees of the County. 1.5 Following the expiry of the term of this agreement or any renewal thereof, the Medical Director may, at his own cost, convert any forementioned health benefits available at the time of expiry of the term of this agreement or any renewal thereof to an individual plan available to non - unionized employees of the County of Elgin but subject to any criteria then in effect at the instance of the carrier of such health benefits and options, noting that the general provisions for such health benefits currently in place provide, in part, as follows: "If your employment with the Employer terminates, you have the right to convert your coverage to an individual plan without providing Proof of Good Health. In addition, if one of your Dependents ceases to qualify as a Dependent under the Policy, he or she also has the right to convert coverage to an individual plan with out providing Proof of Good Health. In order to apply for an individual plan of coverage, the person must submit a written application and the required premium to the insurer within 60 days of the date the group coverage is terminated. The individual plan will be exchanged for all benefits on the person under this group benefit plan. The coverage under the individual plan will not duplicate the coverage under this group benefit plan and is subject to the terms and conditions of the individual plan being offered at that time." The Medical Director acknowledges both that the general provisions in respect of health benefits and options may change from time to time and the recommendation that he refer to any available plan booklet from time to time for detail as to conversion availability and options. 1.6 Ensure that the County's liability insurance coverage for Directors of the Corporation shall be extended to the Medical Director as provided by the Insurance Carrier and adjusted from time to time. 1.7 Pay the Medical Director's fees (registration fees, accommodations costs, travel expenses, etc.) for continuing medical education /medical conferences to a yearly allocation of $2,000 in accordance with the County's convention attendance policy. 2.0 The County agrees to indemnify and save harmless the Medical Director from any claims, demands, damages or actions brought against the Medical Director in relation to the provision of service by employees of the Home who are not acting under the instructions of or under the direction of the Medical Director. 244 3 3.0 The Medical Director shall: 3.1 At all times be a medical doctor licensed by the College of Physicians and Surgeons of Ontario. 3.2 Obtain and maintain in full force and effect during the term of this Agreement, current, valid, and adequate medical malpractice protection and insurance, and, upon request, provide proof of such protection and insurance to the County. 3.3 Be accountable to the Director of Homes and Seniors Services / Designate for the County and, furthermore, be responsible for providing advice to the said Director on matters relating to medical care in the Home, including but not limited to the development, implementation, and evaluation of medical services in the Home and further including but not necessarily limited to the following: • Ethical dilemmas; • Safety / risk management; • Resident care programs, with special consideration of the resident population language, culture, and care needs; • Diagnostic services; • Pharmacy and therapeutic; • Drug profiles and emergency and on -call provision of care. 3.4 Provide advice, when requested, to the Director of Homes and Seniors Services / Designate for the County on matters pertaining to medical care and services, including but not limited to the following: organizing of medical services; credentialing of physicians; physician membership in appropriate associations; continuing medical education; annual review; and arranging for medical care for residents without attending physicians. 3.5 Have the responsibility and authority to monitor and evaluate the medical care and services provided by physicians in the Home and to take action when expected to do so when standards are not met. 3.6 Be available to visit the Home at a minimum of once per week in order to carry out his or her responsibilities under this Medical Director Agreement. 3.7 Assist the Home with emergency medical services for residents in the event of disaster /evacuation. 3.8 Participate in quarterly Professional Advisory Committee (PAC). 3.9 Provide recommendations as requested on the Long -Term Care Home Quality Improvement Plan (LQIP) relative to the Home to the Continuous Quality Improvement Team. 249 4 3.10 Follow and adhere to all County policies and procedures including but not limited to the following: confidentiality; code of conduct; conflict of interest and all relative polices according to the legislative requirements for the Home. 3.11 Participate as requested in investigations, inquiries or hearings as may be required by the Administrator of the Home /Director of Homes and Seniors Services related to allegations of abuse, violations of the residents' bill of rights or professional misconduct. 4.0 The Medical Director shall, when requested: 4.1 Participate in the review of Community Care Access Centre applications; 4.2 Participate in special care conferences related to resident issues that may put other residents, staff or visitors at risk; 4.3 Conduct an annual review of medical policies and make recommendations for improvement of same; 4.4 Provide medical liaison with local hospital(s) and other appropriate health care organizations or any long -term care home; 4.5 Participate in Infection Control meetings and Continuous Quality Improvement (CQI) meetings as requested, within the Home; 4.6 Co- operate with and /or be available during compliance reviews pertaining to medical issues, including inquiries made by the Ministry of Health and Long - Term Care Inspector, advocates, family members, and persons conducting coroner's investigations, and; 4.7 Sign an Attending Physician's Agreement, if the Medical Director is also an Attending Physician at the Home. 5.0 In the event that the Medical Director is temporarily unable to attend the Home at any time, the Medical Director shall so notify the Director of Homes and Seniors Services / Designate for the County of the name of his or her designate, if one is available, in advance of such unavailability. 6.0 The parties hereto acknowledge and agree that any research projects conducted at the Home will be permitted provided that such project meets approval of the Director of Homes and Seniors Services / Designate and is permitted by legislation. Publication or discussion of any research data collected from the Home must receive prior approval of the said Director. Any and all research projects undertaken at the Home must meet current ethical research and scientific standards. Furthermore, any research project must comply with the requirements of current privacy legislation. The 246 5 Medical Director agrees to cooperate with and in any such research project as approved by the Director of Homes and Senior Services / Designate for conducting within the Home. 7.0 Except as provided for herein, this Agreement shall remain in force for a period of three (3) years from the date first written above with an option of renewal for one (1) subsequent two (2) year period. 8.0 This Agreement may be terminated by either party on at least one hundred and twenty (120) days written notice to the other; provided that, in the event of default in respect of any obligation hereunder, this agreement may be terminated on sixty (60) days written notice by the party not in default to the party in such default, within which sixty (60) day period the party in default shall have seven (7) days to end and /or remediate such default. 9.0 Notwithstanding that set forth in section 8.0 above, in the event that the Medical Director becomes unable to perform his duties for a period of one hundred twenty (120) consecutive days due to physical, psychological, or mental illness or condition, the County may terminate this Agreement on thirty (30) days' written notice to the Medical Director. 10.0 With the participation of the Medical Director, the Director of Homes and Seniors Services / Designate shall conduct an annual review to determine if the Medical Director is satisfying and complying with the terms and conditions of this Agreement and, if it is determined that the Medical Director is failing to satisfy and /or comply with such terms and conditions, the County shall be at liberty to terminate this Agreement pursuant to section 9.0 above. 11.0 In the event of death of the Medical Director, the within agreement shall be deemed to be terminated as of date of such death. 12.0 In the event of termination of this Agreement as provided for above and in addition to any other entitlements provided for herein, the County shall pay to the Medical Director or his Estate, as the case may be, any and all amounts owing to and accruing to the benefit of the Medical Director up to and including the date of such termination. 13.0 This Agreement may be amended by written agreement signed by the parties and attached hereto, and such amendments shall be adhered to and have the same force as if they had originally formed part of this Agreement. 14.0 Any notice required by or contemplated under this Agreement shall be given in writing and shall be delivered personally as follows: 244 6 (a) To the County at: (b) To the Medical Director at: 450 Sunset Drive St. Thomas, Ontario N5R 5V1 Each party may change its address for delivery under this Agreement by notice to the other party. 15.0 The Medical Director shall not assign his or her interest in this Agreement without first receiving the written consent of the County. 16.0 The parties hereto shall execute such further assurances as the other party shall reasonably require to give effect to this Agreement. 17.0 This Agreement shall be binding upon and ensure to the benefit of the parties hereto and their respective permitted successors. IN WITNESS WHEREOF the parties hereto have executed this Agreement under hand and seal at , Ontario this day of , 20_. SIGNED, SEALED & DELIVERED ) ) In the presence of ) ) The Corporation of the County of Elgin ) ) ) Per: ) ) Name: ) Position: ) ) ) Per: ) ) Name: ) Position: ) ) We have authority to bind the Corporation ) of the County of Elgin. ) ) ) ) Name: 248 DATED this 7 day of BETWEEN: THE CORPORATION OF THE COUNTY OF ELGIN -and- , 2015 AGREEMENT McKenzie Lake Lawyers LLP 140 Fullarton St., Suite 1800 London, Ontario N6A 5P2 SHG /bd 240 REPORT TO COUNTY COUNCIL FROM: Rhonda L. Duffy, Director of Homes and Seniors Services Jim Bundschuh, Director of Financial Services DATE: March 10, 2015 SUBJECT: Homes - Terrace Lodge Redevelopment Update INTRODUCTION: The Ministry of Health and Long -Term Care (MOHLTC), in collaboration with the Southwest Local Health Integrated Network, (LHIN) has announced the next steps required in the long -term care home (LTCH) redevelopment /renewal strategy. DISCUSSION: On March 4, 2015 staff attended an information session provided by the MOHLTC and LHIN which provided information on the next steps in the LTCH redevelopment process. The steps to complete by May 1, 2015 are: - LHIN meeting /consultation - Completion of Enhanced Long Term Care Renewal Strategy Survey The consultation process with the SWLHIN will enable Council to present its current position as to redevelopment stage and ensure redevelopment is meeting the SWLHIN priorities. The Survey information provided to the MOHLTC will provide a general concept of redevelopment readiness including where the organization is at in the planning /approval process stage. In general discussions with the LHIN redevelopment project lead, priorities may be given to C homes who have engaged the services of an architect, secured financing, meet the LTCH New Construction guidelines and are not requesting additional beds. Construction Subsidy: The MOHLTC has officially announced the base construction funding subsidy (CSF) for Long -Term Care Homes. 250 According to the CSF Policy for Long -Term Care Homes, 2015 policy, the County will receive the following subsidy: Funding Description Funding Explanation Basic CSF per diem $16.65/bed Home Size (Med) $.75 /bed LEED Minimum Requirements No reduction Minimum requirement met, no additional funding provided. LEEDS Silver Not Beneficial to pursue Addition of $ 1.00 per diem Increase Basic Rate Ratio //0 No Increase Increase in base rate does not benefit the long term operational plan. Total Construction Subsidy per diem $17.40/bed Planning Assistance $250,000 One time funding Resident Relocation Assistance $300 /bed $30,000 One -time funding The County of Elgin ten -year plan financial plan included funding from the province of $18.03 per bed per diem comprised of the historical construction subsidy of $13.30 plus a $4.73 increase. Now that the details of the new policy are known, it is now clear that Terrace Lodge is not eligible for the full $4.73 increase. The province is directing part of the increase toward the Basic Rate Ratio envelope for which Terrace does not qualify. This shortfall in funding translates into $575,000 over 25 years and will require a minor adjustment in the 2016 tax increase of 0.1% in order to offset the loss. This report outlines the provincial commitment staff can anticipate from the Ministry of Health and Long -Term Care for the capital portion of the redevelopment project. Staff are reviewing the operational needs of the proposed building and will provide council with further information in a later report. RECOMMENDATIONS: THAT the Chief Administrative Officer, Director of Homes and Seniors Services and the Director of Financial Services meet with the SWLHIN representative to discuss redevelopment plans for Terrace Lodge; and, THAT staff be directed to complete and submit the Enhanced Long Term Care Renewal Strategy Survey following the LHIN meeting. All of which is Respectfully Submitted Rhonda L. Duffy Director of Homes and Seniors Services Jim Bundschuh Director of Financial Services 253 Approved for Submission Mark G. McDonald Chief Administrative Officer o '�diyjdY °:7Sfurd" & g 61,, N`.0 FC REPORT TO COUNTY COUNCIL FROM: Rhonda L. Duffy, Director of Homes and Seniors Services DATE: March 12, 2015 SUBJECT: Homes - Resident Quality Inspection Report Follow -Up — Terrace Lodge INTRODUCTION: The Ministry of Health and Long Term Care (MOHLTC) Resident Quality Inspection (RQI) report was completed on March 6, 2014 at which time a Compliance Order for Terrace Lodge was issued by the RQI Inspection Lead. DISCUSSION: In March 2014 Terrace Lodge received a Compliance Order related to Resident Safety. One component of the order related to accessibility of the resident room balcony /patio doors to the exterior. According to the Long -Term Care Home Act, 2007: "Exterior doors other than those leading to secure outside areas must be kept closed, locked, equipped with a door access control system, audible alarm and connected to the nurse call system or connected to audio visual enunciator system." In response to the initial order, all patio and balcony door locks were rekeyed and changed to an automatic locking style knob. The follow -up inspection order states that the 8 doors leading to an open space from resident rooms on the south wing still do not meet requirements under the Long -Term Care Act, 2007 because they currently do not have an audible alarm and are not connected to the nurse call or audio visual enunciator system. There are three possible options for the remaining 8 doors: 1. Connect the 8 doors to the nurse call system and /or audio visual enunciator system, add fobs and new locks at an approximate cost of $20,000; 2. Erect a fence around the exterior yard perimeter (outside the south wing- west side) to provide for a secure courtyard at an approximate cost of $15,000; or; 3. Request an extension to comply with the order every 6 months until such time as Terrace Lodge is redeveloped. Option 1 is a high cost given the future redevelopment plans for Terrace Lodge. Option 2 is a high cost as well and there is no guarantee that this solution would be accepted by the MOHLTC. Option 3 is at no cost and given the redevelopment plans for Terrace Lodge may make the most sense at this time. 252 Beyond the broader issue of the balcony and patio doors, two items noted in the order included resident access to storage cupboard keys, (which were immediately removed) and observation of cleaning products which were accessible on the housekeeping cart. The Staff have received reinstruction as to appropriate storage guidelines. CONCLUSION: The MOHLTC, per the LTCHA, 2007 has reissued an order related to Resident Safety which includes securing 8 doors on the south wing. The most feasible solution at this time, pending Terrace Lodge redevelopment, may be to request on -going extensions for compliance with the Order. RECOMMENDATION: THAT Council direct staff to request an extension to comply with the Compliance Order every 6 months until such time as Terrace Lodge is redeveloped. All of which is Respectfully Submitted Approved for Submission Rhonda L. Duffy Mark G. McDonald Director of Homes and Seniors Services Chief Administrative Officer 250 '�diyjdY °:7Sfurd" & g 61,, N`.0 FC REPORT TO COUNTY COUNCIL FROM: Rhonda L. Duffy, Director of Homes and Seniors Services DATE: March 10, 2015 SUBJECT: Homes - Policy Manual Review and Revisions - Administration, Nursing Sections A -G and Program and Therapy Services INTRODUCTION: Departmental policy and procedure manuals ensure consistency and quality in the services provided by Elgin County Homes and Seniors Services, ensure inclusion of Best Practice Guidelines and align with the Long Term Care Homes Act, 2007. DISCUSSION /CONCLUSION: The Homes Policy Manuals for Administration, Nursing Sections A -G and Program and Therapy Services have been reviewed and revised as required. The above noted policy manuals, which are voluminous in size, may be reviewed upon request through the Clerks' office. In future, policy manuals will be made available for viewing through the County website. RECOMMENDATION: THAT Council approve the County of Elgin Homes and Seniors Services Policy Manual review and revisions for Administration, Nursing Sections A -G and Program and Therapy Services. All of which is Respectfully Submitted Approved for Submission Rhonda L. Duffy Mark G. McDonald Director of Homes and Seniors Services Chief Administrative Officer 254 '�diyjdY °:7Sfurd" & g 61,, N`.0 FC REPORT TO COUNTY COUNCIL FROM: Rhonda Duffy, Director of Homes and Seniors Services DATE: March 10, 2015 SUBJECT: Homes - Long -Term Care Homes Quality Improvement Plan (QIP) INTRODUCTION: Effective 2015, the Southwest Local Health Integrated Network (SWLHIN) requires all long term care homes to submit an annual Quality Improvement Plan, (QIP). DISCUSSION: The primary focus of the QIP is to ensure that Long -Term Care Home priorities are aligned with those across the SWLHIN and Provincially. The QIP aligns with the quality and resident safety indicators as outlined in schedule D of the Long -Term Care Home Service Accountability Agreement (L -SAA). These indicators include; falls, worsening pressure ulcers, physical restraints, and antipsychotic medication usage. With a continuous quality improvement focus, each Home has developed individualized QIP's which must include a quantitative and qualitative planned improvement approach. Quantitative data is obtained through Health Quality Ontario, Canadian Institute for Health Information and Continuing Care Reporting System which have provided resources to long term care homes for quality improvement planning purposes since the introduction of the Residents' First Quality Initiative. Homes access data which compare prior year indicator statistics to that of provincial averages for indicators identified as pertinent in support the health care transformation, i.e., potentially avoidable emergency room visits. The LHIN or QIP focused priorities are pre- determined for LTCH's. Each home measures the effectiveness of its current programs through indicator comparisons and identifies opportunities (change ideas) for improvement. Change ideas are aligned with Best Practice Guidelines, i.e., fall prevention which are evidence based. The Homes Continuous Quality Improvement Team then sets Goals to meet or exceed to either provincial averages or to bench marking targets. The mandatory LHIN QIP initiatives include: • Reduce Falls • Reduce Worsening of Pressure Ulcers • Reduce the Use of Restraints • Reduce Worsening Bladder Control • Reduce the Inappropriate Use of Antipsychotics in LTC • Receiving and utilizing feedback regarding resident experience and quality of life. 259 An organization that has met or currently exceeds an established bench mark does not need to develop a QIP for that particular indicator for the year. However, best practice suggests that a continuous quality improvement program is proactive and developing goals to maintain current performance levels may be a considered a standard operating practice. CONCLUSION: The QIP's that are being submitted by each home supports the broader health care system priorities as outlined in the Excellent Care for All Act. The individual QIP incorporates Best Practice Guideline, aligns with the L -SAA, the SWLHIN and Provincial priority indicators. RECOMMENDATION: THAT Council authorize staff to submit the 2015 -2016 Quality Improvement Plan to the Southwest Local Health Integrated Network by March 31, 2015. All of which is Respectfully Submitted Approved for Submission Rhonda L. Duffy Mark G. McDonald Director of Homes and Seniors Services Chief Administrative Officer 256 i f ffffffffffffffffffffl fffffffffffffffffffffffffffff fffffffffffffffffffffl�l % /%� i/ iNaiim r,d ii rW21 3/17/2015 uuu pHroe 111111 /S�dI uu DAIVP This document is intended to provide health care organizations in Ontario with guidance as to how they can develop a Quality Improvement Plan. While much effort and care has gone into preparing this document, this document should not be relied on as legal advice and organizations should consult with their legal, governance and other relevant advisors as appropriate in preparing their quality improvement plans. Furthermore, organizations are free to design their own public quality improvement plans using alternative formats and contents, provided that they submit a version of their quality improvement plan to Health Quality Ontario (if required) in the format described herein. cntarb ca /excelllentcare 254 Ontario OVerviilew When developing the quality improvement plan "QIP" for the year of 2015 -2016 the Team wanted to ensure that the plan aligned with the County of Elgin Homes and Seniors Services Mission, Vision and Values. The plan aligns with the Mission of being "committed to creating a caring environment where residents and staff feel safe, respected and valued "; incorporating the Homes' vision of accomplishing this by "implementing Continuous Quality Improvement while using best practice initiatives ". With Continuous Quality Improvement and Best Practice Application the Home will continue to take a proactive approach while striving to be influential leaders in the provision of person- centered care within the long -term care sector ". The organization and staff will continue to value and place "Residents' First" by incorporating and enforcing the acronym of Residents' First in the care that is delivered: R - Resident E - Education S - Staff I - Individualized Care D - Diversity E - Excellence N - Nurturing T - Teams S - Safety and Security F - Family I - Innovation R - Restorative Care S - Satisfaction T - Technology At Bobier Villa,this means meeting or exceeding provincial averages and working towards the benchmark targets. Bobier Villa's objectives are: - To reduce falls - To reduce worsening of pressure ulcers - To reduce the of use of physical restraints - To reduce worsening bladder control - To reduce the use of anti - psychotics without a supporting diagnosis - To reduce unnecessary Emergency Department (ED) visits - Receive and utilize feedback regarding resident experience and their quality of life Through regular interdisciplinary team meetings the Team is working to ensure that the QIP aligns with the Long Term Care Homes Act, (2007) and the Southwest Local Health Integration Network (LHIN), Long -Term Care Service Accountability Agreement (L -SAA). The Team also integrates the philosophy of restorative and resident centered care into operational planning. The QIP aligns with RNAO best practice guidelines and the Teams work with the RNAO Long Term Care Best Practice Guideline (BPG) coordinator to implement BPG's which support the QIP. Ontegratiiioiii and Contiiiiiiuiirty of Care Bobier Villa is working with system partners in the community to execute quality improvement initiatives and to support continuity_of care for residents. The Home 2 258 partners with St. Thomas Elgin General Hospital ( STEGH), the Southwest Local Health Integration Network (LHIN), Victorian Order of Nurses (VON), Regional Mental Health Care, Community Care Access Centre (CCAC), and College of Nurses, contract services such as physiotherapy, pharmacy, continence product, and dietitian service providers to assist in achieving goals related to the identified quality indicators. Bobier Villa has participated on the Geriatric Cooperative which supports the Mobile BSO Team. A successful program has been implemented in the home in order to proactively identify and minimize responsive behaviors. Residents are assessed through a holistic process which is completed through engaging in a non - pharmacological process that supports the goal of reducing antipsychotic medication usage and physical restraints. Working closely with STEGH, this initiative utilizes the outreach services of the mobile BSO team. Bobier Villa staff participates on the Elgin Hospice Palliative Care Collaborative which provides the home with support re: best practices for palliative and end of life care. By providing palliative and end of life care according to best practices, this assists the home in its goal of reducing avoidable emergency room visits during end of life. A sister home within the organization has been, until April 1, 2015, the host site for the Registered Nurses Association of Ontario (RNAO) Long Term Care (LTC) Best Practice Guideline (BPG) coordinator. This relationship has enabled the organization to obtain recommendations on the development of the QIP to ensure it aligns with the Homes' quality improvement plan and which has provided support in the implementation of best practices related to falls, continence, restraints, and pressure ulcers. Service providers for physiotherapy, pharmacy, dietitian and continence products also work closely with the Homes' Teams regarding falls, restraints, continence and pressure ulcers. One example of this partnership with a service provider is the work being conducted with the continence product supplier - i.e. current review of the products used by residents and identifying opportunities to provide residents with products that optimize his /her independence as well as safety. Through on- going staff and resident education improvements are expected in relation to the reduction of worsening bladder control. C lleiiiges, Rusks and II' iitiiigatiiioiii Strategiiies Challenges include completing goals identified in the Quality Improvement Plan (QIP) by December 31, 2015, however, staff are committed to the process and will endeavor to meet performance targets. Situations that may make the goals a challenge to achieve include the demographics of resident admissions over the coming year; and the willingness /support of residents and families regarding the recommended changes. For instance, admission of a resident with a higher acuity level may alter the statistics and make it difficult to achieve established goals; some residents /families may not wish to make changes in medications and /or may be resistive to removal of a physical restraint, i.e., wheelchair seatbelt. Education for staff, residents and families will be a key component to the successful implementation of the QIP. The Home recognized that while there may be challenges associated with implementation of the QIP, the absence of a QIP would not be proactive and could negatively impact the quality of resident care thus not meeting the Homes' Mission, Vision and Values. The staff is committed to implementation of 3 250 the QIP, documentation of the progress and will initiate the PDSA cycle where necessary. IIIIIf'oII'matiiioIn Management Bobier Villa's health records are documented electronically using the Point Click Care (PCC) software system. Monthly data is collected and added to the PCC quality improvement section which is used to track resident indicators such as falls, restraints, pressure ulcers and the use of antipsychotic medications. Through ongoing resident assessments, which are completed at a minimum of a quarterly basis, staff is able to track any changes in resident status or abilities, such as their level of continence. Staff are able to complete on the spot documentation through the use of Point of Care (POC) tablets which help to ensure the most accurate and timely information is recorded. Bobier Villa also utilizes the Continuing Care Reporting System (CCRS), pharmacy drug utilization reports and the Canadian Institute of Health Care Information (CIHI) system to analyze statistics and data. This information is then shared at interdisciplinary team meetings, including the Continuous Quality Improvement (CQI) team meetings on either a monthly or quarterly basis. Engage limneInt oft lII">IiilciilaII">Is and LaradarIIshmiiiIII Bobier Villa engages clinical staff and leadership in establishing shared continuous quality improvement plans and goals for the organization. The interdisciplinary team committees meet regularly to review and analyze statistics and develop action plans. The CQI committee meets regularly to review the statistics, the quality improvement plan (QIP) and its progress. The QIP is reviewed and approved by County Council who strongly supports the Home's commitment to quality improvement and providing the best possible care for residents. Progress on the Homes ability to achieve the QIP goals are reported annual or more often as necessary. The Professional Advisory Committee (PAC) which is an inter - professional team of clinical and non - clinical membership who review and provide recommendations on a quarterly basis. PAC include the Medical Director, Pharmacy Consultant, Public Health, Registered Dietician, Manager of Resident Care and Department Managers. IIPa IIIaInt/IR.esIIIdeIntrC IIIaInt Engagement Bobier Villa involves residents, families, staff and community partners in the quality improvement process. The QIP is shared with Resident and Family Councils. Information is displayed for resident, staff and public view. Resident and Family Councils have an opportunity to participate in the development and approval of the plan. Recommendations received from satisfaction surveys, concern /request /complaint forms, critical incident reporting and team meetings will be considered through the development of the QIP. Updates regarding progress and the work being done related to the QIP will be taken to resident and family council meetings several times throughout the year. ►ccouIntabiil iity IIIaInageiiiialnt Bobier Villas' leadership will be accountable for achieving the goals and targets as set out in the QIP. The leadership team will facilitate the implementation of the QIP by engaging and involving residents, family, staff and community partners. Various methods will be used to communicate the QIP goals and the plans progress in meeting established targets. The leadership team is held accountable to the LHIN as evidenced by it's commitment to fulfill the Long -Term Care Service Accountability Agreement (L -SAA) in addition to compliance with the Long -Term Care Act, 2QQ7, ,J.11 4Q.1 will be a standing agenda_ item fc all meet 4 260 ongoing monitoring and appropriate updates to the plan are effectively communicated. Routine report will be provided to County Council on the Homes' progress in meeting its goals. �)111 1'1- f� It is recommended that the following individuals review and sign-off on your organization's Quality Improvement Plan (where | have reviewed and approved nurnrgenizednn's Quality Improvement Plan Board Chair Quality Committee Chair Chief Executive Officer CEO/Executive Director/Admin. Lead Other leadership as appropriate (signature) (signature) 5 268 2015/16 Quality Improvement Plan for Ontario Long Term Care Homes "Improvement Targets and Initiatives" BOBIER VILLA 1 BOBIER LANE Measure Measure /Indicator Current Unit / Population Source / Period Organization Id performance Target Target justification Safety To Reduce Falls Percentage of residents who had a recent fall (in the last 30 days) % / Residents CCRS, CIHI (eReports) / Q2 FY 2014/15 51052* 10.89 9 Our home is currently below the provincial average of 13.8 but we aim to reach the provincial benchmark of 9 % in year 1. To Reduce Worsening of Pressure Ulcers Percentage of residents who had a pressure ulcer that recently got worse % / Residents CCRS, CIHI (eReports) / Q2 FY 2014/15 262 51052* X 1 Provincial average is 3.3 %; benchmark is 1% • our home will aim to maintain 260 current performance or benchmark of 1% To Reduce the Use of Restraints Percentage of residents who were physically restrained (daily) % / Residents CCRS, CIHI (eReports) / Q2 FY 2014/15 51052* 22.77 14 Benchmark is 3 % but provincial average is 8.1 % - our home feels that 14 % is achievable for year 1; with a provincial average as the goal for year 2. Some families and /or residents may choose to continue with restraint usage despite recommendation and /or education. Effectiveness To Reduce Worsening Bladder Control Percentage of residents with worsening bladder control during a 90- day period % / Residents CCRS, CIHI (eReports) / Q2 FY 2014/15 51052* 27.14 19.2 Benchmark is 12% and provincial average is 19.2 %. Our home will 260 264 aim to achieve the provincial average of 19.2% for 2015; and the benchmark for year 2 of our QIP. To Reduce the Inappropriate Use of Anti psychotics in LTC Percentage of residents on antipsychotics without a diagnosis of psychosis % / Residents CCRS, CIHI (eReports) / Q2 FY 2014/15 51052* 26.32 20 Our home is below the provincial average of 29 % - the team feels that 20 % is an achievable goal for year 1. Resident - Centred Receiving and utilizing feedback regarding resident experience and quality of life. Percentage of residents responding positively to: "What number would you use to rate how well % / Residents In -house survey / Apr 2014 - Mar 2015 (or most recent 12mos). 51052* 98.75 90 We did not have this exact question on our 2014 survey. Our current 264 262 "Having a voice ". the staff listen to you ?" (NHCAHPS) performance is based on 10 questions from 2014 survey that could be applied. Our current performance may be higher than if we had exact question so we are aiming for 90 % for 2015 survey with exact question. Receiving and utilizing feedback regarding resident experience and quality of life. "Overall Satisfaction" Percentage of residents responding positively to: "Would you recommend this nursing home to others ?" (NHCAHPS) % / Residents In -house survey / Apr 2014 - Mar 2015 (or most recent 12mos) 51052* 92.27 90 We did not have this exact question on our 2014 survey. Our current performance is based on 5 questions from 2014 survey that could be applied - we are aiming for 90 % for 2015 survey with exact question. Integrated To Reduce Potentially Avoidable Emergency Department Visits Number of emergency department (ED) visits for modified list of ambulatory care % / Residents Ministry of Health Portal / Q3 FY 2013/14 - Q2 FY 2014/15 51052* 20 18 Our current performance is better than provincial average of 262 sensitive conditions* (ACSC) per 100 long- term care residents 23.82% but we will aim for a 10 % improvement for 2015. Planned improvement Goal for change initiatives (Change Ideas) Methods Process measures ideas Comments 1)Medication review will be completed quarterly and will include fall risk factors such as medication side effects, poly pharmacy, Dietitian, registered staff, pharmacy and physician will complete quarterly medication review within their scope of practice for above factors. Referrals to pharmacy, physician, dietitian for medication review post fall as required. Review of statistics at falls committee meeting - ie # of referrals, drug utilization stats. Review at PAC meetings quarterly - pharmacy drug utilization stats. 25 % reduction in falls related to medication factors by March 31, 2016. Resident /family may choose not to make the recommended medication 2)Falls prevention and management policy and procedure assessments /tools - Post fall screening for Refresher education on the falls policy and procedure and related tools - i.e. appendix A and D. Add Appendix A and D to Point click care assessments if possible. Audit of residents who have had appendix A and D completed within required timelines; Education stats 100 % of residents that have a fall will have Appendix A and D completed within 24 hours of 3)Increase involvement in exercise and physiotherapy programs for residents that have a moderate to high fall risk; and /or have fallen. Monthly analysis of residents that have had a fall that participate in programs. Ensure that any resident that falls is referred to physiotherapy and /or exercise programs. Education at resident and family council by Physiotherapy and Exercise program staff. If resident Monthly referral stats Monthly exercise and physiotherapy stats Monthly fall stats 100 % of residents that fall will be referred to programs as applicable; and 60 Cognitively impaired and /or residents that may choose not to participate in 4)Education for residents, family, and staff regarding fall prevention and management including safety measures for out Fall committee to review stats. Education sessions and information for residents, staff, and family (including telephone calls to substitute decision maker; and, at care conference. Reinforcement of fall prevention interventions - heightened awareness of staff re: # of staff, residents, family that attend education sessions (including care conferences, resident and family council, etc.) Fall statistics Education stats for staff, resident, family 100% of staff, 50 % of family members and 60% of cognitive residents at a moderate to Some cognitive residents may decline participation in education 1)Minimize use of physical restraints to reduce pressure and shearing forces for residents. See methods outlined in QIP for physical restraint reduction physical restraint and worsening pressure ulcer stats No worsening of pressure ulcers related to use of physical restraints by December 31, 264 2)Reduce risk of shearing during resident care to prevent worsening pressure ulcer. Refresher education for staff re: sling placement and removal. Proper positioning of residents in bed to relieve pressure. Implementation and proper usage (education for resident, staff and family) of pressure relief aids such as roho cushions, proper seating, etc. Review of worsening pressure ulcer data at quarterly skin /wound committee meetings. education stats # of referrals to OT for resident with or at risk for pressure ulcer. # of education sessions completed To maintain current or benchmark performance results re: Some residents /family may not consent to seating recommendation 3)Heightened awareness and communication to all front line staff re: residents with wound /skin issues - starting at stage 1. Incorporate skin integrity issues into daily shift reports. Add skin integrity issues and /or interventions to "white board" in nursing station. Ensure care plan updated. Refresher education re: skin and wound management policy for all nursing staff. Assign POC tasks as # of staff completing required education Audits of care plan, white board, POC 100 % of staff will complete education by December 31, 2015; and 100% of 4)Ensure skin and wound assessments (weekly wound assessment, Braden scale, and skin assessments)completed as Refresher education for staff. Monthly audits of assessments - completed within required timelines. Review of pressure ulcer stats at quarterly skin /wound meeting # of required assessments completed on time education stats 100 % of required assessments are completed on time by December 31, 2015; and 100 % of 1)Education for residents, families and staff on the definition, purpose and alternative measures related to physical restraints and Provide information for residents and families with education about physical restraints. online education for staff Take information to resident and family council Review information at care conferences Include information in resident admission handbook # of staff, residents and families that participate in education monthly stats - physical restraints and PASDs 100 % of staff and 50 % of residents /family members with a physical restraint 2)Ensure restraint assessments and tools are utilized as per policy (decision tree, initial and 1/4 alternatives to physical Education for staff Audits of completed restraint assessments /tools within required timelines POC, physician order, and consent audits care plan updates # of assessments completed, consents and orders received within required timelines # of physical restraints and PASDs review stats at PAC and restraint committee meetings 100 % of assessments will be completed and consents and orders received 3)Review physical restraint process prior to admission with the goal of being a least restraint home. Identify purpose of physical restraints prior to admission as identified on the RAI MDS from the CCAC - reassessing the need with the goal of eliminating physical restraint prior to admission whenever possible. Develop and send out information re: physical restraints Review stats of new admissions with physical restraints. 40 % reduction in residents with physical restraints upon admission by March 31, 2016. 4)Whenever a physical restraint is removed, automatic referral to physiotherapy and /or exercise programs and Policy and procedure review - interventions post removal of restraint care plan update Education for staff Communication to team at report, PCC dashboard, white board when a physical restraint is removed. Audits - referrals to PT /exercise post restraint Care plan audits Staff education stats 100 % of residents whose restraint is removed will be referred to PT /exercise 1)Review medications at the quarterly medication review to identify medications that may have an impact on continence to determine if Pharmacist to participate in continence care team meeting and /or provide input regarding medications that have an impact on continence prior to 3 month medication review. Consult with physician re: any medication recommendations from team. Medication stats - i.e. medications that may impact continence for residents with worsening bladder control. # of residents with worsening bladder control. 10 % reduction of medications causing worsening bladder control by March 31, 2016. Resident diagnosis and disease progression may impact the ability 268 2)Education for residents and family re: impact of caffeine utilization related to continence issues. The home currently has Monthly written education re: caffeine side effects posted throughout the home and on resident pharmacy television. Resident and family council education /information. Taste tests for willing residents - can they tell the difference between caffeinated and Audits - e.g. number of residents with worsening bladder control that change from caffeinated to decaffeinated beverage and /or reduce caffeine consumption Review of 1/4 stats of residents with worsening bladder control education stats 25 % reduction of # of residents with worsening bladder control related to changes in caffeine Previous discussions at resident council re: change to decaffeinated 3)Implement an individualized toileting routine for residents with worsening bladder control. Education for staff and residents /family re: the importance of accurate voiding records, definition of incontinence, appropriate product usage and selection. Partner with supplier to implement a product change request form process. Update care plan and POC kardex Quarterly stats - product usage, worsening bladder control. Review of stats at continence team meetings. Audits of voiding records and individualized care plans. 75 % of residents with worsening bladder control will have an individualized Residents may decline participation in recommended toileting routine; 4)Increase participation in physiotherapy and exercise programs to maintain /improve mobility for those residents that Education to staff and residents re: importance of maintaining strength, balance and mobility to support continence /toileting. Review stats for physiotherapy and exercise programs to identify residents at risk. Review transfer status to ensure at optimal functioning # of referrals to PT and exercise for residents with worsening bladder control. audits of resident transfer status for residents with worsening bladder control. # of staff and residents completing education. PT and exercise stats 50 % of residents with worsening bladder control will participate in PT /exercise Some residents may decline participation in program despite education and /or 1)Policy and procedure review to support reduction of antipsychotic use without a diagnosis of psychosis. Review and revise policy and procedures to support reduction of antipsychotic use without a diagnosis of psychosis to align with best practices. Education of staff and resident /families re: policy revisions. Review of stats for residents without a diagnosis of psychosis prescribed antipsychotic medications. Policy and procedure review and education by October 31, 2015; 20 % of residents Resident /family may choose not to make recommended medication 2)Education to team re: antipsychotic usage including current and past statistics and appropriate usage - i.e. with appropriate Stats from pharmacy for scheduled 1/4 medication reviews - drug utilization review - review stats at registered staff meetings, PAC, and responsive behavior team meetings. Audits of new admission medication list versus diagnosis. Antipsychotic drug utilization reports - focus on those without a supporting diagnosis. 20 % reduction in antipsychotic medications for residents without a supporting Staff, resident and family education will be key to success; some 3)Education re: alternatives to antipsychotics for residents, families and staff. BSO team (internal and external) to provide education sessions regarding the use of antipsychotic medication without supporting diagnosis and alternatives. Admission care conference to include dialogue re: medications (including antipsychotic medications). education statistics referrals to BSO internal and external teams 100 % completion of education for staff; and 50 % of residents /families by December 31, Some residents /family members may choose not to participate in 4)Automatic referral to BSO team (internal and external as required) for all new admissions with antipsychotic medication Review of stats at responsive behavior team meeting and PAC - drug utilization reports. Complete Appendix F "5 of my favorite things" and Appendix D "Family history" for all residents with antipsychotic medications. # of BSO team referrals for residents on antipsychotic medications without a diagnosis of psychosis. Audits of appendix D and F completed for residents on antipsychotic medications without a diagnosis of psychosis. 100 % of new admissions with antipsychotic medication without a diagnosis of Some residents /family members may choose not to follow 1)Review and update the resident and family satisfaction survey to reflect this specific question with resident council approval. Survey will be reviewed and revised by management team. Survey will be taken to resident and family council for input re; the QIP resident - centered specific questions. Survey distributed to residents and family in 2015. Updated survey contains the resident - centered specific question. # of residents /families that complete the survey. 50 % of residents /families complete the revised survey by October 31, 2015. We do not have this exact question but we have the following 268 2)Increase staff awareness re: resident - centered care, residents rights and "having a voice ". Education for staff - RNAO BPG coordinator presentation. Management to add one resident right to the agenda of departmental meetings in 2015. Review of 2015 resident /family survey results at staff meetings. stats re: education and meeting agendas 100 % completion of education; and 50 % of departmental staff meetings will 3)Education - disease specific - e.g. Parkinson's and Dementia to support staff to better understand the disease specific changes, Engage community partners for education (Alzheimers Society, BSO mobile team, RNAO LTC BPG coordinator, etc.). Better utilization of communication tools for education - i.e. staff room television, PCC communication, etc. Survey results 2015 stats for staff education 70 % of staff will complete education as needs are identified by Dec. 31, 2015 This is not a mandatory education topic so we will aim for 70 % 4)Communication of resident concerns from resident council, family council and food committee meetings to front line staff Posting of minutes in an accessible location for staff (e.g. staff area, staff room television, PCC communication). Review of identified concerns at departmental and general staff meetings as applicable. # of concerns communicated to front line staff 100 % of resident concerns will be communicated to front line staff as appropriate /applic 1)Plan to establish processes to ensure person- centered care is provided according to resident needs, desires, preferences, and that staff Staff education re: resident - centered care as per RNAO BPG's. # of resident /family concerns 2015 survey results education stats 100 % of staff will be educated on resident - centered care; Resident /family We do not have this exact question but we have the following 2)Review and update the resident and family satisfaction survey to reflect this specific question. Survey will be reviewed and revised by management team. Survey will be taken to resident and family council for input re: the QIP resident - centered specific questions. Survey distributed to residents and families in 2015. Survey contains resident - centered specific question. # of residents /families that complete survey. 90 % overall satisfaction rating in 2015 survey by December 31, 2015. 3)Recruit volunteer(s) to assist residents with completion of the survey. Manager of Program and Therapy Services will take suggestion to resident council re: volunteer(s) to assist with completion of survey. Manager will recruit volunteer(s) and provide education re: how to provide assistance for residents with survey. # of residents that complete survey 50 % of residents will complete 2015 survey by December 31, 2015 Residents may choose not to participate in the survey and /or may decline 4)Review of our request /concern and handling complaints policy and procedure including how information is Review of policy and procedure communication of information as applicable to front line staff CQI committee to review stats at a minimum of quarterly to identify trends, etc. survey results for 2015 resident, family council minutes # of request /concerns received Concerns will be communicated to front line staff as appropriate /applic able; and 90 % of 1)Early recognition of "at- risk" residents for emergency department visits. Educate residents and families about interventions to reduce necessity for emergency department visits (e.g. promoting safe mobility, risk assessment, risk management, sensory impairment, alternatives to restraints, continence, pain management, palliative care # staff /family /residents that have completed education # weeks that high risk rounds completed audits of plan of treatment for CPR and visible identifiers 75% of staff will complete education and 50 % of high risk residents /family 200 2)Provide early treatment for common conditions - specifically falls to reduce the # of transfers to hospital related to falls. Increase involvement in exercise and physiotherapy programs for residents that have a moderate to high fall risk. Implement fall prevention interventions such as bed /chair alarms, mats, etc. Education for residents, family, staff Medication review - side effects, poly Review of statistics at falls committee - # of referrals to PT and exercise programs, drug utilization stats at PAC # of staff /residents /visitors that attend education sessions - care conferences, resident and family council 25 % reduction in transfers to hospital related to falls by March 31, 2016 3)Education to staff, residents and family members re: palliative and end of life care services available at the home. Palliative and end of life resource information will be provided to residents and families at a PPS of 30 %. Staff education re: palliative and end of life care policies. Education to resident and family council annually and at care conferences. PPS and ESAS assessments will be Audits of PPS and ESAS assessment - completed as per required timelines Review of stats at palliative care team meetings Education stats 75 % of PPS and ESAS assessments completed within timelines; all residents /family Education should result in reduction of ER visits related to palliative and end 4)Review of ER visit stats at CQI and PAC meetings to better understand reasons for residents being sent to hospital emergency room. Monthly tracking of ER visits stats - to include who made decision to go to hospital ( family /resident /staff /physician); reason for transfer; result (diagnosis, treatment, admission /return to home). Analysis of data to determine if ER visit was potentially # of ER visits #of ER visits that were potentially avoidable Reduce potentially avoidable ER visits by 10 % by March 31, 2016 208 i f ffffffffffffffffffffl fffffffffffffffffffffffffffff fffffffffffffffffffffl�l % /%� i/ iaaim r, dii raai. ��I�Imum 3/17/2015 uuu pHroe 111111 /S�dI uu DAIVP This document is intended to provide health care organizations in Ontario with guidance as to how they can develop a Quality Improvement Plan. While much effort and care has gone into preparing this document, this document should not be relied on as legal advice and organizations should consult with their legal, governance and other relevant advisors as appropriate in preparing their quality improvement plans. Furthermore, organizations are free to design their own public quality improvement plans using alternative formats and contents, provided that they submit a version of their quality improvement plan to Health Quality Ontario (if required) in the format described herein. cntarb ca /excelllentcare 269 Ontario Overviilew When developing the quality improvement plan "QIP" for the year of 2015 -2016 the Team wanted to ensure that the plan aligned with the County of Elgin Homes and Seniors Services Mission, Vision and Values. The plan aligns with the Mission of being "committed to creating a caring environment where residents and staff feel safe, respected and valued "; incorporating the Homes' vision of accomplishing this by "implementing Continuous Quality Improvement while using best practice initiatives ". With Continuous Quality Improvement and Best Practice Application the Home will continue to take a proactive approach while striving to be influential leaders in the provision of person- centered care within the long -term care sector ". The organization and staff will continue to value and place "Residents' First" by incorporating and enforcing the acronym of Residents' First in the care that is delivered: R - Resident E - Education S - Staff I - Individualized Care D - Diversity E - Excellence N - Nurturing T - Teams S - Safety and Security F - Family I - Innovation R - Restorative Care S - Satisfaction T - Technology At Elgin Manor, this means meeting or exceeding provincial averages and working towards the benchmark targets. Elgin Manor's objectives are: - To reduce falls - To reduce worsening of pressure ulcers - To reduce the of use of physical restraints - To reduce worsening bladder control - To reduce the use of anti - psychotics without a supporting diagnosis - To reduce unnecessary Emergency Department (ED) visits - Receive and utilize feedback regarding resident experience and their quality of life Through regular interdisciplinary team meetings the Team is working to ensure that the QIP aligns with the Long Term Care Homes Act, (2007) and the Southwest Local Health Integration Network (LHIN), Long -Term Care Service Accountability Agreement (L -SAA). The Team also integrates the philosophy of restorative and resident - centered care into operational planning. The QIP aligns with RNAO best practice guidelines and the Teams work with the RNAO Long Term Care Best Practice Guideline (BPG) coordinator to implement BPG's which support the QIP. Ontegratiiioiii and Contiiiiiiuiirty of Care Elgin Manor is working with system partners in the community to execute quality improvement initiatives and to support continuity_of care for residents. The Home 2 270 partners with St. Thomas Elgin General Hospital ( STEGH), the Southwest Local Health Integration Network (LHIN), Victorian Order of Nurses (VON), Regional Mental Health Care, Community Care Access Centre (CCAC), and College of Nurses, contract services such as physiotherapy, pharmacy, continence product, and dietitian service providers to assist in achieving goals related to the identified quality indicators. Elgin Manor has participated on the Geriatric Cooperative which supports the Mobile BSO Team. A successful program has been implemented in the home in order to proactively identify and minimize responsive behaviors. Residents are assessed through a holistic process which is completed through engaging in a non - pharmacological process that supports the goal of reducing antipsychotic medication usage and physical restraints. Working closely with STEGH, this initiative utilizes the outreach services of the mobile BSO team. Elgin Manor staff participates on the Elgin Hospice Palliative Care Collaborative which provides the home with support re: best practices for palliative and end of life care. By providing palliative and end of life care according to best practices, this assists the home in its goal of reducing avoidable emergency room visits during end of life. Until April 1, 2015, Elgin Manor has served as the host site for the Registered Nurses Association of Ontario (RNAO) Long Term Care (LTC) Best Practice Guideline (BPG) coordinator for the past several years. This relationship has enabled the organization to obtain recommendations on the development of the QIP to ensure it aligns with the Homes' quality improvement plan and which has provided support in the implementation of best practices related to falls, continence, restraints, and pressure ulcers. Service providers for physiotherapy, pharmacy, dietitian and continence products also work closely with the Homes' Teams regarding falls, restraints, continence and pressure ulcers. One example of this partnership with a service provider is the work being conducted with the continence product supplier - i.e. current review of the products used by residents and identifying opportunities to provide residents with products that optimize his /her independence as well as safety. Through on- going staff and resident education improvements are expected in relation to the reduction of worsening bladder control. C lleiiiges, Rusks and II' iitiiigatiiioiii Strategiiies Challenges include completing goals identified in the Quality Improvement Plan (QIP) by December 31, 2015, however, staff are committed to the process and will endeavor to meet performance targets. Situations that may make the goals a challenge to achieve include the demographics of resident admissions over the coming year; and the willingness /support of residents and families regarding the recommended changes. For instance, admission of a resident with a higher acuity level may alter the statistics and make it difficult to achieve established goals; some residents /families may not wish to make changes in medications and /or may be resistive to removal of a physical restraint, i.e., wheelchair seatbelt. Education for staff, residents and families will be a key component to the successful implementation of the QIP. The Home recognized that while there may be challenges associated with implementation of the QIP, the absence of a QIP would not be proactive and could negatively impact the quality of resident care thus not meeting the Homes' Mission, Vision and Values. The staff is committed to implementation of the QIP, documentation of the progress and will initiate the PDSA cycle where necessary. 3 274 II IIIf'oII'ma tiiioIn Management geiiiialnt Elgin Manor's health records are documented electronically using the Point Click Care (PCC) software system. Monthly data is collected and added to the PCC quality improvement section which is used to track resident indicators such as falls, restraints, pressure ulcers and the use of antipsychotic medications. Through ongoing resident assessments, which are completed at a minimum of a quarterly basis, staff is able to track any changes in resident status or abilities, such as their level of continence. Staff are able to complete on the spot documentation through the use of Point of Care (POC) tablets which help to ensure the most accurate and timely information is recorded. Elgin Manor also utilizes the Continuing Care Reporting System (CCRS), pharmacy drug utilization reports and the Canadian Institute of Health Care Information (CIHI) system to analyze statistics and data. This information is then shared at interdisciplinary team meetings, including the Continuous Quality Improvement (CQI) team meetings on either a monthly or quarterly basis. IE :IInga geii nneInt of C iInIIIv;iia Ins and II.,e'a de'rs Ism III III Elgin Manor engages clinical staff and leadership in establishing shared continuous quality improvement plans and goals for the organization. The interdisciplinary team committees meet regularly to review and analyze statistics and develop action plans. The CQI committee meets regularly to review the statistics, the quality improvement plan (QIP) and its progress. The QIP is reviewed and approved by County Council who strongly supports the Home's commitment to quality improvement and providing the best possible care for residents. Progress on the Homes ability to achieve the QIP goals are reported annual or more often as necessary. The Professional Advisory Committee (PAC) which is an inter - professional team of clinical and non - clinical membership who review and provide recommendations on a quarterly basis. PAC include the Medical Director, Pharmacy Consultant, Public Health, Registered Dietician, Manager of Resident Care and Department Managers. IPa tiiant /IResiideInt/C iii 4;ri IIn t ......III a e: III e: II i Elgin Manor involves residents, families, staff and community partners in the quality improvement process. The QIP is shared with Resident and Family Councils. Information is displayed for resident, staff and public view. Resident and Family Councils have an opportunity to participate in the development and approval of the plan. Recommendations received from satisfaction surveys, concern /request /complaint forms, critical incident reporting and team meetings will be considered through the development of the QIP. Updates regarding progress and the work being done related to the QIP will be taken to resident and family council meetings several times throughout the year. Accou1nta I� iil iir�.y III a IIn a g e Ilnnn ent Elgin Manors' leadership will be accountable for achieving the goals and targets as set out in the QIP. The leadership team will facilitate the implementation of the QIP by engaging and involving residents, family, staff and community partners. Various methods will be used to communicate the QIP goals and the plans progress in meeting established targets. The leadership team is held accountable to the LHIN as evidenced by it's commitment to fulfill the Long -Term Care Service Accountability Agreement (L -SAA) in addition to compliance with the Long -Term Care Act, 2007. The QIP will be a standing agenda item for all team meetings to ensure ongoing monitoring and appropriate updates to the plan are effectively communicated. Routine report will be provided to County Council on the Homes' progress in meeting its goals. 4 272 Sign- ff It is recommended that the following individuals review and sign-off on your organization's Quality Improvement Plan (where | have reviewed and approved nurnrgenizednn's Quality Improvement Plan Board Chair Quality Committee Chair Chief Executive Officer CEO/Executive Director/Adm in. Lead (signature) Other leadership as appropriate (oignetuvy) 5 276 2015/16 Quality Improvement Plan for Ontario Long Term Care Homes "Improvement Targets and Initiatives" ELGIN MANOR 39262 FINGAL LINE Measure Measure /Indicator Current Unit / Population Source / Period Organization Id performance Target Target justification Safety To Reduce Falls Percentage of residents who had a recent fall (in the last 30 days) % / Residents CCRS, CIHI (eReports) / Q2 FY 2014/15 51056* 13.11 10.5 Elgin Manor is currently below the provincial average of 13.8 %. Benchmark is 9% - our home is setting a target of 10.5 for year one and will work towards the benchmark for year two. To Reduce Worsening of Pressure Ulcers Percentage of residents who had a pressure ulcer that recently got worse % / Residents CCRS, CIHI (eReports) / Q2 FY 2014/15 274 51056* 3.8 2.8 Elgin Manor is above the provincial average of 3.3 %. Benchmark is 1% 278 - our target is 2.8% for year one. To Reduce the Use of Restraints Percentage of residents who were physically restrained (daily) % / Residents CCRS, CIHI (eReports) / Q2 FY 2014/15 51056* 14.07 11 Elgin Manor is currently above the provincial average of 8.1 %. Benchmark is 3 %. Family /resident and staff education /suppo rt is key to obtaining 21.82 % improvement in year one. Effectiveness To Reduce Worsening Bladder Control Percentage of residents with worsening bladder control during a 90- day period % / Residents CCRS, CIHI (eReports) / Q2 FY 2014/15 51056* 12.17 12 Elgin Manor is below the provincial average of 19.2 %. The 278 278 benchmark is 12% which Elgin Manor is close to achieving - the goal for year one will be to maintain the current performance and /or attain the benchmark. To Reduce the Inappropriate Use of Anti psychotics in LTC Percentage of residents on antipsychotics without a diagnosis of psychosis % / Residents CCRS, CIHI (eReports) / Q2 FY 2014/15 51056* 28.67 23 The provincial average is 29% which is in line with our current performance. We will aim for 20 % improvement in year one. Resident - Centred Receiving and utilizing feedback regarding resident experience and quality of life. Percentage of residents responding positively to: "What number would you use to rate how well % / Residents In -house survey / Apr 2014 - Mar 2015 (or most recent 12mos). 51056* 88.5 90 Our 2014 survey questions did not exactly match this indicator question. 278 2go "Having a voice ". the staff listen to you ?" (NHCAHPS) Somewhat challenging to analyze 2014 performance and develop 2015 target. Receiving and utilizing feedback regarding resident experience and quality of life. "Overall Satisfaction" Percentage of residents responding positively to: "Would you recommend this nursing home to others ?" (NHCAHPS) % / Residents In -house survey / Apr 2014 - Mar 2015 (or most recent 12mos) 51056* 86.01 90 We do not have this exact question on our 2014 survey. Our current performance is based on 5 questions from 2014 that could be applied. Our current performance may be higher than if we had exact question so we are aiming for 90 % for 2015 survey with exact question. Integrated To Reduce Potentially Avoidable Emergency Department Visits Number of emergency department (ED) visits for modified list of ambulatory care % / Residents Ministry of Health Portal / Q3 FY 2013/14 - Q2 FY 2014/15 51056* 18.75 16 Our current performance is better than provincial average of 2go sensitive conditions* (ACSC) per 100 long- term care residents 23.82% but we will aim for a 14 % improvement in year one. 2g9 Planned improvement Goal for change initiatives (Change Ideas) Methods Process measures ideas Comments 1)Increase involvement in strength, balance, endurance and flexibility physiotherapy and exercise programs for high to Statistics for strength, balance, endurance and flexibility programs will be reviewed at falls committee meetings. Review process (including referral forms and implementation statistical software for program and therapy) to ensure that high to moderate risk residents Monthly tracking of falls in Point Click Care (QIA tab), review # of falls in comparison to our target. # of referrals to PT, exercise and restorative care programs for moderate to high risk residents. 100 % of residents that fall will be referred to programs; purchase and Rational for 60% includes residents who may choose to decline participation in 2)Prevent and treat osteoporosis by providing calcium, bisphosphonate, and vitamin D supplementation as Ensure process for referrals /recommendations to Registered Dietitian for supplementation is completed on admission and quarterly as required. Collection of stats re:supplements by pharmacy. Stats reviewed by Falls Committee. Add supplementation data collection # of referrals to dietitian % of residents with osteoporosis who were offered and accepted medication therapy drug utilization stats review 100% of residents will be referred /assessed by dietitian; and 60 % of residents who Rationale for 60 % of residents with osteoporosis accepting treatment is that 3)Ensure individualized toileting routines implemented according to continence assessments and voiding patterns to promote Education for staff re: continence assessment and voiding patterns. All care plans of residents at moderate to high risk of falling will be reviewed and updated to include individualized toileting routines. Number of residents with an individualized toileting routine - audits of Point of Care kardex and PCC care plans. Review stats at falls and continence committee meetings. 25% reduction of falls related to toileting by March 31, 2016; and 100% of staff will Rationale for 25% reduction is related to number of cognitively 4)Modify and optimize environmental factors (chair & bed alarms, lighting, footwear, call bell within reach, furniture, mobility Fall risk management statistics in Point Click Care and physiotherapy fall stats will be reviewed /analyzed at falls committee meeting and PAC - focus on falls related to environmental factors. Education for staff, residents and family members re: fall prevention and Number of falls related to environmental factors # of staff, residents and family members completing and /or attending education sessions (including care conference, resident and family council, etc.) Care plan and Point of Care audits re: environmental factors 100% of staff and 50 % of family members and cognitive residents will complete Rationale for 25% reduction in falls related to environmental factors includes 1)Trial weekly skin assessments by personal support workers (PSW) on the first bath of each week to promote early Education for PSW staff re: weekly skin assessment. Implementation and analysis of trial PSW skin assessment tool on one unit with spread to other units if successful. Review of wound statistics in Point Click Care with a focus on the # of residents with a worsening pressure ulcer. Audits of trial PSW weekly skin assessments Staff education stats 100% of staff education completed by December 31, 2015; 100 % Rationale for 75 % identification is that the trial will begin on one unit /home area, 2g9 2)Regularly scheduled bed mattress audits with a focus on pressure relief and wound prevention and /or worsening. Bed mattress audits Review of pressure ulcer (# of new and /or worsening pressure ulcers) stats at wound and skin committee meetings and PAC meetings. Number of mattresses identified as requiring replacement; and # of those mattresses replaced. # of worsening pressure ulcers 25 % mattress replacement in 2015 resulting in 10% reduction in new and /or This indicator will be based on bed mattress audit results. 3)Ensure referral for nutritional interventions to Registered Dietitian at stage 1; and continued monitoring by dietitian for all residents Review of skin and wound policy re: registered dietitian referral process. Staff education re: skin and wound policies. Manager of Resident Care to provide report re: pressure ulcer stats to Registered Dietitian, skin and wound committee and PAC. MDS -RAI assessments - if Number of new or worsening skin and wound issues (with focus on pressure ulcers). Number of referrals to dietitian. 90% of skin and wound issues are identified and referred to dietitian for 4)Minimize use of physical restraints to reduce pressure and shearing forces for residents with pressure ulcers See QIP for physical restraint reduction re: methods Reduction in # of physical restraints for those residents with, or at risk of, pressure ulcer 10 % reduction in worsening of pressure ulcers related to use of physical restraints See additional change ideas for QIP physical restraint reduction which 1)Review physical restraint process prior to admission with the goal of being a least restraint home. Identify purpose of physical restraints prior to admission as identified on the RAI MDS from the CCAC, re- assessing the need with the goal of eliminating physical restraint prior to admission whenever possible. Develop and send out information re: physical restraints with all Review stats in Point Click Care and review at Fall /Restraint Committee with a focus on new admissions with physical restraints. 40% reduction in residents with physical restraints on admission by March 31, 2016. 2)Education for residents, families and staff on the definition and purpose of physical restraints and alternative measures to Track progress post education for restraint reduction. Provide information for residents and family members regarding physical restraints. Take information to resident and family council; and review at care conferences for any resident with physical restraints. # of staff completing education; and # of cognitive residents and families that participate in education sessions Review stats (physical restraints) at falls and restraints committee meetings and PAC 100% participation in education by staff by December 31, 2015 50% participation in 3)Ensure restraint assessments and tools are utilized as per policy (e.g. decision tree,initial and 1/4 alternatives to physical Monthly audits of required assessments including timelines, Point of Care monitoring, physician order, consent, etc. Care plan audits Refresher education for front line staff Review physical restraints stats at falls and restraints committee, CQI and PAC Stats re: # of required assessments completed, consents and orders received and alternatives trialed prior to implementation of restraints within required timelines; # of physical restraints 100% of assessments will be completed, consents and orders received 4)Each resident with a physical restraint will be reassessed monthly and will include an analysis of the reason for ongoing use of Audits Review stats at falls /restraint committee with the goal of eliminating /reducing physical restraints Ensure immediate communication of discontinued physical restraints to team (shift report, PCC dashboard, white board) and appropriate care plan update. # of physical restraints continued # of physical restraints discontinued # of residents with a physical restraint assessed monthly 20 % reduction in the number of physical restraints by March 31, 2016 Family /resident may not be in agreement with discontinuation of physical 1)Implement individualized toileting routines according to continence assessment and voiding patterns. All care plans will be reviewed to ensure individualized toileting routines in place for residents with worsening bladder control. Education for staff, residents /family re: the importance of accurate voiding records, definition of incontinence, appropriate product usage and Audit of the number of residents with worsening bladder control that have an individualized toileting routine -POC kardex and PCC care plan. Audits of voiding records. Review of stats at continence team meetings. Achieve benchmark of 12 % by March 31, 2016; and 75% of residents with worsening bladder Resident inability and /or choice to decline participation in recommended 280 2)Medication review (quarterly) to identify medications that have a negative effect on bladder control and determine if Pharmacy to complete and review findings with Manager of Resident Care and continence care team quarterly regarding medications that may have a negative effect on the bladder continence. Medication recommendations will be reviewed with physician to Monthly stats - i.e. medications that may impact continence with residents with worsening bladder control # of residents with worsening bladder control 10% reduction of medications causing worsening bladder control by March 31, 2016. Resident diagnosis and disease progression may impact the ability 3)To improve data accuracy and staff /resident participation, trial /change to a reduction in 7 -day voiding record to 3 -day voiding Education for staff on continence - including new voiding record from 7 to 3 days. Implement a trial of 3 day voiding record on one unit /home area and; if successful, implement in other home areas. Monthly review of statistics of worsening incontinence at continence committee meeting. Audit of number of voiding records accurately completed. 100% completion of staff education; and, 3 -day voiding record (accurately completed) by Shortening the duration of the voiding record from 7 days to 3 days will be in an 4)For new admissions, introduction of a new incontinence product on a trial basis that accurately tracks bladder incontinence Meet with continence supplier to discuss and consider new incontinence product. Staff education and trial on one unit /home area. Quarterly evaluation through the analysis of data by the skin, wound, and continence committees - # of incontinent residents on admission; the # of new admissions that successfully trialed the new product; # of individualized toileting routines implemented for new 100% of new admissions (which are assessed as incontinent on admission) will trial The introduction of the new product is a trial - if data found to be inaccurate or 1)Education to team re: antipsychotic usage including current and past statistics - i.e. with appropriate diagnosis Review of stats - drug utilization review at registered staff meetings, PAC, responsive behavior team meetings, and individual resident stats at admission and annual care conferences. Audits of new admission medication list versus diagnosis. Review of stats for antipsychotic use without a supporting diagnosis from pharmacy, CIHI data, QIA tab # of residents on antipsychotics without a diagnosis of psychosis Reduce the % of residents on antipsychotics without a diagnosis of psychosis from Education will be key to success; resident /family /st aff understanding and willingness to 2)Audits of all residents medication list and diagnosis to identify residents on antipsychotics without a diagnosis of Quarterly audits (including Drug utilization stats) by pharmacy and /or nursing Analysis of stats by falls and restraint committee and PAC Follow up as required with physician re: diagnosis review # of residents without a diagnosis of psychosis taking antipsychotic meds Reduction of 20 % in the number of residents without a diagnosis of psychosis taking 3)Policy and procedure review (Restraints) to support reduction of antipsychotic use without a diagnosis of psychosis Policy revisions to align with best practices for reduction of antipsychotic use without a diagnosis of psychosis Education of staff, resident /family and physician re: policy revisions. # of residents without a diagnosis of psychosis prescribed antipsychotic medications pre and post policy revisions /implementation Policy and procedure review and implementation /ed ucation completed Family /resident may decline participation in recommended medication 4)Automatic referral to BSO team (internal and external as required) for all new admissions with antipsychotic medication Review of stats at responsive behavior team meeting and PAC -Drug utilization reports. Complete Appendix F "5 of my favorite things" and Appendix D "Family history" for all residents on antipsychotic medications without a supporting diagnosis. # of BSO team referrals for residents on antipsychotic medications without a diagnosis of psychosis. Audits of appendix D and F completed for residents on antipsychotic medications without a supporting diagnosis. 100 % of new admissions with antipsychotic medications without a diagnosis Resident /family may decline participation in recommended medication 1)Review and update the resident & family satisfaction survey to reflect this specific question. Survey will be reviewed and revised by management team Survey will be taken to resident and family council for input re: the QIP resident - centered specific questions Survey distributed to residents and family in 2015 Updated survey contains the resident - centered specific question # of residents /families that complete the survey 50 % of residents /families complete revised survey by October 31, 2015 We do not have this exact question but we have the following 284 2)Increase staff awareness re: resident - centred care, residents rights and "having a voice" Education for staff Management to add one resident right to the agenda of departmental meetings in 2015 Review of 2015 resident /family survey results at staff meetings Stats re: education and meeting agendas Survey results 2015 # of resident council request concern forms received r/t "having a voice" 100 % completion of staff education; and, 50 % of departmental staff meetings will 3)Education - disease specific -e.g. Parkinson's and Dementia to support staff to better understand the disease specific changes, Engage community partners for education (Alzheimer Society, BSO mobile team, RNAO LTC BPG coordinator, etc.). Better utilization of communication tools for education - i.e. staff room television, Point Click Care communication tab, etc. Survey results for 2015 Staff education stats 70 % of staff will complete education as needs are identified by March 31, 2016 This is not a mandatory education therefore we will endeavor to 4)Communication of resident concerns from resident council, family council and food committee meetings to front line staff Posting of resident and family council minutes in an accessible location for staff (e.g. staff area, staff room television, Point Click care communication). Review of identified concerns at departmental and general staff meetings. # of applicable concerns communicated to front line staff 100 % of applicable resident concerns will be communicated to front line staff as 1)Plan to establish processes to ensure person- centered care is provided according to residents needs, desires, preferences, and that staff Education will be provided to staff on person- centered care by RNAO LTC BPG coordinator. Results of 2015 survey to be shared with Residents Council, CQI committee and staff. Number of resident /family concerns received related to overall satisfaction. 2015 survey results. 60% of staff will be educated on person- centered care by December 31, 2015; and We do not have this exact question in our survey - our question was 2)In 2015, the resident and family satisfaction survey will be taken to resident council for review and determination of resident- Review survey with goal to develop new questions with input from Resident Council. Revised survey will be distributed to residents and families in 2015. # of survey responses received - family and /or residents. Survey will contain resident - centered specific questions. 90% overall satisfaction rating on the 2015 satisfaction survey by December 31, Revisions of survey for 2015 is subject to resident input /approval. 3)Recruit volunteer(s) to assist residents with the completion of the survey. Manager of Program and Therapy Services will take suggestion to resident council re: volunteer(s) to assist with completion of survey. Manger will recruit volunteer(s) and educate volunteer(s)regarding how to provide assistance with survey. # of residents that complete the survey 50 % of cognitive residents will complete 2015 survey by October 31, 2015. Obtaining goal is dependent on the ability to recruit volunteer(s) and willingness of 4)Review of request /concern and handling complaints policy and procedure including how information is Review of policy and procedure. Communication of information as appropriate and applicable to front line staff. CQI committee to review stats at a minimum of quarterly for trends and to identify areas of improvement. Survey results for 2015 Resident and family council minutes # of request /concern forms received 90 % of residents will positively respond to the "would you recommend this Changes to survey questions is subject to resident council approval. 1)Early recognition of at risk residents" for emergency department visits Educate staff, residents and families re: interventions to reduce necessity for emergency department visits - e.g. promoting safe mobility, risk assessment, risk management, sensory impairment, alternatives to restraints, continence, pain management, palliative care # of staff, family, residents that have completed education # of weeks that high risk rounds completed audits of plan of treatment for CPR and visible identifiers 75 % of staff complete education; 50 % of high risk residents /families 282 2)Provide early treatment Increase involvement in physiotherapy and exercise Review of stats at fall committee - # of referrals to PT 25 % reduction in Assessment by for common conditions; programs for residents that have a moderate to high fall and exercise programs; drug utilization stats at PAC; # of transfers to registered staff specifically falls- to reduce risk. Implement fall prevention and management staff /residents /visitors that attend education sessions - hospital related to post fall; and the # of transfers to hospital related to falls where interventions as appropriate (bed /chair alarms, fall mats, etc.) Education for residents, family, staff visitors care conference, resident and family council falls by March 31, 2016 follow up discussions with 3)Education to staff, residents and family Palliative and end of life resource information will be provided to residents and families at a PPS of 30 %. Staff Audits of PPS and ESAS assessments completed within required timelines. Review of stats at palliative care 75 % of PPS and ESAS assessments Education should result in members re: palliative and education re: palliative and end of life care policies. team meetings. Education stats. completed within reduction of ER end of life care services Education to resident and family council annually, at timelines by visits related to available at the home. care conferences. PPS and ESAS assessments will be December 31, palliative and end 4)Review of ER visit stats at Monthly tracking of ER visit stats to include who made # of ER visits # of ER visits that were potentially Reduce potentially CQI and PAC meetings to decision to go to hospital avoidable avoidable ER visits better understand reasons for residents being sent to hospital Emergency Room. ( family /staff /resident /physician), reason for transfer, result (diagnosis, treatment, admission, return to home). Analysis of data to determine if ER visit was by 14 % by March 31, 2016. 286 i f ffffffffffffffffffffl ffffffffffffffffffffffffffffff fffffffffffffffffffffl�l % /%� pHroe 111111 /S�dI lri Iff % % /O / /il ?fin, 01 1 3/17/2015 uuu uu DAIVP This document is intended to provide health care organizations in Ontario with guidance as to how they can develop a Quality Improvement Plan. While much effort and care has gone into preparing this document, this document should not be relied on as legal advice and organizations should consult with their legal, governance and other relevant advisors as appropriate in preparing their quality improvement plans. Furthermore, organizations are free to design their own public quality improvement plans using alternative formats and contents, provided that they submit a version of their quality improvement plan to Health Quality Ontario (if required) in the format described herein. cntarb ca /excelllentcare 284 Ontario O V G;r'ry iii ew When developing the quality improvement plan "QIP" for the year of 2015 -2016 the Team wanted to ensure that the plan aligned with the County of Elgin Homes and Seniors Services Mission, Vision and Values. The plan aligns with the Mission of being "committed to creating a caring environment where residents and staff feel safe, respected and valued "; incorporating the Homes' vision of accomplishing this by "implementing Continuous Quality Improvement while using best practice initiatives ". With Continuous Quality Improvement and Best Practice application, the Home will continue to take a proactive approach while striving to be influential leaders in the provision of person- centered care within the long -term care sector ". The organization and staff will continue to value and place "Residents' First" by incorporating and enforcing the acronym of Residents' First in the care that is delivered: R - Resident E - Education S - Staff I - Individualized Care D - Diversity E - Excellence N - Nurturing T - Teams S - Safety and Security F - Family I - Innovation R - Restorative Care S - Satisfaction T - Technology At Terrace Lodge,this means meeting or exceeding provincial averages and working towards the benchmark targets. Terrace Lodge's objectives are: - To reduce falls - To reduce worsening of pressure ulcers - To reduce the of use of physical restraints - To reduce worsening bladder control - To reduce the use of anti - psychotics without a supporting diagnosis - To reduce unnecessary Emergency Department (ED) visits - Receive and utilize feedback regarding resident experience and their quality of life Through regular interdisciplinary team meetings the Team is working to ensure that the QIP aligns with the Long Term Care Homes Act, (2007) and the Southwest Local Health Integration Network (LHIN) Long -Term Care Service Accountability Agreement (L -SAA). The Team also integrates the philosophy of restorative and resident centered care into operational planning. The QIP aligns with RNAO best practice guidelines and the Teams work with the RNAO Long Term Care Best Practice Guideline (BPG) coordinator to implement BPG's which support the QIP. Ontegratiiioiii and Contiiiiiiuiity of Care Terrace Lodge is working with system partners in the community to execute quality improvement initiatives and to support continuity_of care for residents. The Home 2 288 partners with St. Thomas Elgin General Hospital (STEGH), the Southwest Local Health Integration Network (LHIN), Victorian Order of Nurses (VON), Regional Mental Health Care, Community Care Access Centre (CCAC), College of Nurses of Ontario, contract services such as physiotherapy, pharmacy, continence product, and dietitian service providers to assist in achieving goals related to the identified quality indicators. Terrace Lodge has participated on the Geriatric Cooperative which supports the Mobile BSO Team. A successful program has been implemented in the home in order to proactively identify and minimize responsive behaviors. Residents are assessed through a holistic process which is completed through engaging in a non - pharmacological process that supports the goal of reducing antipsychotic medication usage and physical restraints. Working closely with STEGH,this initiative utilizes the outreach services of the mobile BSO team. Terrace Lodge staff participates on the Elgin Hospice Palliative Care Collaborative which provides the home with support re: best practices for palliative and end of life care. By providing palliative and end of life care according to best practices, this assists the home in it's goal of reducing potentially avoidable emergency room visits during end of life. A sister home within the organization has been the host site for the Registered Nurses Association of Ontario (RNAO)Long Term Care (LTC) Best Practice Guideline (BPG) coordinator for several years and will continue to partner with RNAO for the implementation of the QIP. This partnership aligns with our quality improvement plan and provides support in the implementation of best practices related to falls, continence, restraints, and pressure ulcers. Service providers for physiotherapy, pharmacy, dietitian and continence products also work closely with the Homes' Teams regarding falls, restraints, continence and pressure ulcers. One example of this partnership with a service provider is the work being conducted with the continence product supplier - i.e. current review of the products used by residents and identifying opportunities to provide residents with products that optimize his /her independence as well as safety. Through on -going staff and resident education, improvements are expected in relation to the reduction of worsening bladder control. CIHa enge`, Rues (s and III g at: III oiii St rate giiies Identified challenges include completing goals identified in the Quality Improvement Plan (QIP) by March 31, 2016, however, staff are committed to the process and will endeavor to meet performance targets. Situations that may make the goals a challenge to achieve include the demographics of resident admissions over the coming year; and the willingness /support of residents and families regarding the recommended changes. For instance, admission of a resident with a higher acuity level may alter the statistics and make it difficult to achieve established goals; some residents /families may not wish to make changes in medications and /or may not consent to the removal of a physical restraint, i.e., wheelchair seatbelt. Education for staff, residents and families will be a key component to the successful implementation of the QIP. The Home recognizes that while there may be challenges associated with implementation of the QIP, the absence of a QIP would not be proactive and could negatively impact the quality of resident care thus not meeting the Homes' Mission, Vision and Values. The staff are committed to the implementation of the QIP, documentation of the progress and will initiate the "Plan, Do, Study, Act" (PDSA) cycle to support the process. 3 280 IInf'orii atiiioiii Management Terrace Lodge's health records are documented electronically using the Point Click Care (PCC)software system. Monthly data is collected and added to the PCC quality improvement section which is used to track resident indicators such as falls, restraints, pressure ulcers and the use of antipsychotic medications. Through ongoing resident assessments, which are completed at a minimum of a quarterly basis, staff are able to track any changes in resident status or abilities, such as their level of continence. Staff are able to complete on the spot documentation through the use of Point of Care (POC)tablets which help to ensure the most accurate and timely information is recorded. Terrace Lodge also utilizes the Continuing Care Reporting System (CCRS), pharmacy drug utilization reports and the Canadian Institute of Health Care Information (CIHI)system to analyze statistics and data. This information is then shared at interdisciplinary team meetings, including the Continuous Quality Improvement (CQI) team meetings on either a monthly or quarterly basis. Engage limneint of C iiiiiiiii :iiiaiiis and LeadeiishmiiiIII Terrace Lodge engages clinical staff and leadership in establishing shared continuous quality improvement plans and goals for the organization. The interdisciplinary team committees meet regularly to review and analyze statistics and develop action plans. The CQI committee meets regularly to review the statistics, the quality improvement plan (QIP) and its progress. The QIP is reviewed and approved by County Council who strongly supports the Home's commitment to quality improvement and providing the best possible care for residents. Progress on the Homes ability to achieve the QIP goals are reported annual or more often as necessary. The Professional Advisory Committee (PAC) which is an interprofessional team of clinical and non - clinical membership review and provide recommendations on a quarterly basis. PAC members include the Medical Director, Pharmacy Consultant, Public Health, Registered Dietician, Manager of Resident Care and Department Managers. IPatuie nit/ 14 ar ui ent /C iii ,ri in t Engage:ale:nit Terrace Lodge involves residents, families, staff and community partners in the quality improvement process. For example, the Home will host a Resident /Family information night where information about the homes services including the QIP and the activities of the Continuous Quality Improvement Team are communicated. The QIP is shared with Resident and Family Councils. Information is displayed for resident, staff and public view. Resident and Family Councils have an opportunity to participate in the development and approval of the plan. Recommendations received from satisfaction surveys, concern /request /complaint forms, critical incident reporting and team meetings will be considered through the development of the QIP. Updates regarding progress and the work being done related to the QIP will be taken to resident and family council meetings several times throughout the year ►ccountabiii iirty Management Terrace Lodges' leadership will be accountable for achieving the goals and targets as set out in the QIP. The leadership team will facilitate the implementation of the QIP by engaging and involving residents, family, staff and community partners. Various methods will be used to communicate the QIP goals and the QIP progress in meeting established targets. The leadership team is held accountable to the LHIN as evidenced by it's commitment to fulfill the Long -Term Care Service Accountability Agreement (L -SAA) in addition to compliance with the Long -Term Care 4 280 team meetings to ensure ongoing monitoring and appropriate updates to the plan are effectively communicated. Routine reports will be provided to County Council on the Homes' progress in meeting it's goals. �)111 1'1- ff It is recommended that the following individuals review and sign-off on your organization's Quality Improvement Plan (where | have reviewed and approved nurnrgenizednn's Quality Improvement Plan Board Chair Quality Committee Chair Chief Executive Officer CEO/Executive Director/Adm in. Lead (signature) Other leadership as appropriate (oignetuvy) 5 288 2015/16 Quality Improvement Plan for Ontario Long Term Care Homes "Improvement Targets and Initiatives" TERRACE LODGE 475 TALBOT STREET EAST Measure Safety Measure /Indicator Unit, Population Source Period Organization Id Current performance Target Target justification To Reduce Falls Percentage of residents who had a recent fall (in the last 30 days) % / Residents CCRS, CIHI (eReports) / Q2 FY 2014/15 53117* 7.49 7.49 The facility is below the Provincial average of 13.8 %, Benchmark is 9 %. The goal is to maintain or improve current status of being below the provincial average. 282 290 To Reduce Worsening of Pressure Ulcers Percentage of residents who had a pressure ulcer that recently got worse % / Residents CCRS, CIHI (eReports) / Q2 FY 2014/15 53117* 1.83 1.4 Our facility's current performance is below the provincial average of 3.3 %. Benchmark is 1 %. Our goal is to continue to be below the provincial average of 3.3% and improve by and additional 23 %. To Reduce the Use of Restraints Percentage of residents who were physically restrained (daily) % / Residents CCRS, CIHI (eReports) / Q2 FY 2014/15 53117* 32.63 16 Benchmark is 3 % but provincial average is 8.1 % - our home feels that 16 % is achievable for year 1; with a provincial average as the goal for year 2. Some families and /or residents may choose to continue with restraint usage despite recommendation and /or education. 290 Effectiveness To Reduce Worsening Bladder Control Percentage of residents with worsening bladder control during a 90- day period % / Residents CCRS, CIHI (eReports) / Q2 FY 2014/15 53117* 20.62 19 The provincial average is 19.2 and the benchmark is 12 %. Our facility will aim to be below provincial average and target in 2016 to be at the benchmark. To Reduce the Inappropriate Use of Anti psychotics in LTC Percentage of residents on antipsychotics without a diagnosis of psychosis % / Residents CCRS, CIHI (eReports) / Q2 FY 2014/15 53117* 32.19 20 Our facility currently has 32.19% of the resident population using antipsychotic medications without a supporting diagnosis. The provincial score is 29 %. Our goal is to reduce by 38% in year one. 294 Resident - Centred Receiving and utilizing feedback regarding resident experience and quality of life. "Having a voice ". Percentage of residents responding positively to: "What number would you use to rate how well the staff listen to you ?" (NHCAHPS) % / Residents In -house survey / Apr 2014 - Mar 2015 (or most recent 12mos). 53117* 95 Our facility strives to be influential leaders in the provision of person- centred care in the long term care sector, and desires to have all of residents living here to feel safe, respected and valued. Receiving and utilizing feedback regarding resident experience and quality of life. "Overall Satisfaction" Percentage of residents responding positively to: "Would you recommend this nursing home to others ?" (NHCAHPS) % / Residents In -house survey / Apr 2014 - Mar 2015 (or most recent 12mos) 53117* 85 100 Our facility strives to be influential leaders in the provision of person centred care in the long term care sector, and desires to have all of residents living here to feel safe, respected and valued. 292 Integrated To Reduce Potentially Avoidable Emergency Department Visits Number of emergency department (ED) visits for modified list of ambulatory care sensitive conditions* (ACSC) per 100 long- term care residents % / Residents Ministry of Health Portal / Q3 FY 2013/14 - Q2 FY 2014/15 53117* 20.15 18 Our current performance is below the provincial average of 23.82 %. The goal is to continue to be below the provincial average and reduce by an additional 10 %. 296 294 Planned improvement Goal for change initiatives (Change Ideas) Methods Process measures ideas Comments 1)Medication review will be completed quarterly and will include fall risk factors such as medication side effects, poly pharmacy, Collaborate with the Home's multidisciplinary team (physician, pharmacist, dietitian, physiotherapy, nursing, recreation) to identify and refer residents who are at high risk for falls. Dietitian, registered staff, pharmacy and physician will complete quarterly medication review Monthly tracking of falls compared to medication reviews and changes. Quarterly review of residents with psychotropic medications compared to the provincial average Monthly review of statistics at falls committee meeting - i.e. # of referrals, drug utilization stats Review 25 % reduction in falls related to medication factors by December 31, 2015. Resident /family may choose not to make the recommended medication 2)Policy and procedure assessments /tools - Post fall screening for resident /environmental factors (appendix D) will be Refresher education on the falls policy and procedure and related tools - i.e. appendix A and D. Add Appendix A and D to Point click care assessments if possible Audit of residents who have had appendix A and D completed within required timelines. Number of falls related to environmental factors are analyzed at the falls committee meeting monthly and change ideas are implemented 100 % of residents that have a fall will have Appendix A and D completed within 24 hours of 3)Policy and procedure assessment tool - continence assessment (to identify individualized voiding patterns) is A voiding record is completed for each resident on admission and with a significant change in status. Refresher staff education on continence assessment and individualized toileting routines. Audits of continence assessment and individualized toileting routine. Review stats at falls and continence committee meetings. Audits of point of care kardex and care plans. 100% of the residents will have a current continence assessment and 4)To ensure that referrals are made to the BSO team, as appropriate, for falls that may be related to responsive behaviours. Refresher education on the falls policy and procedure and related tools including referral to the BSO team. Audit of the number of referrals to the BSO team related to falls. 100 % of residents that have a fall related to responsive behaviours will be A baseline will be established by July 1, 2015 and implemented by December 31, 5)Increase involvement in exercise and physiotherapy programs for residents that have a moderate to high fall risk; and /or have fallen Monthly analysis of residents that have had a fall that participate in programs Ensure that any resident that falls is referred to physiotherapy and /or exercise programs Education at resident and family council by Physiotherapy and Exercise program staff If resident Monthly referral stats Monthly exercise and physiotherapy stats Monthly fall stats 100 % of residents that fall will be referred to programs as applicable; and 60 Cognitively impaired and /or residents that may choose not to participate in 294 1)Ensure skin and wound assessments (weekly wound assessment, Braden scale, and skin assessments)are completed as per skin and Audit current monitoring system to ensure prevention measures are implemented effectively. Refresher education on skin and wound for all nursing staff including skin and wound assessments. Review audit results monthly and identify if there is inconsistencies between treatment plans and assessments through the audit process. Staff education statistics. To ensure 100% of treatment plans are completed and documented as per wound policies by 2)Provide registered staff opportunities for education and training (at orientation and regular intervals on best practices related to pressure Access RNAO Best Practice Coordinator to provide on- site education to Registered Staff. Identify wound care product providers who will complete on -site education 100% of Registered Staff will attend wound care education sessions offered 100% of Registered Staff will be competent and able to manage all aspects of wound Recent staff retirements and resignations have resulted in a loss of individuals 3)Improve the fluid intake for all residents identified as having poor fluid intake. Educate staff, residents, and families of the importance of maintaining adequate hydration as it relates to optimum skin integrity. Audit fluid intake records Education stats for staff Attendance stats from Family Council, Residents Council /Food Committee, and Family and Friends open house Fluid intake audit results. 95% of residents will achieve a minimum of 1500 mL (or less if so assessed) of fluid Hydration improvement program initiated January,2015 Not all residents will 4)To ensure residents with impaired skin integrity or who are at high risk for impaired skin integrity have the appropriate pressure Audit on admission, daily and quarterly skin assessments to identify residents who are at high risk for skin breakdown, and that these residents that are identified have the appropriate interventions in place. Referrals to OT are made as appropriate. Review of statistics for new or worsening pressure ulcers at the quarterly Wound Care and PAC committee meetings. Review of statistics for referrals made to OT. To have 95% of residents with impaired skin integrity, or at risk for impaired skin 1)To evaluate all residents using restraining devices to determine if such devices are used as a PASD versus a restraint Monthly audit of residents using devices which may be considered a restraint. The number of residents with restraints and PASDs reviewed monthly by the Fall /Restraint team To have the number of residents who are physically restrained reduced Will evaluate the accuracy of current baseline data - i.e. PASD vs. restraint. 2)Policy and procedure assessment tool - continence assessment (to identify individualized voiding patterns) is A voiding record is completed for each resident on admission and with a significant change in status. Refresher staff education on continence assessment and individualized toileting routines. Audit of continence assessments and individualized toileting routines completed within required timelines. Audit of POC kardex and PCC care plans. 100% of the residents will have a current continence assessment and 3)Ensure restraint assessments and tools are utilized as per policy (decision tree, initial and 1/4 alternatives to physical Education for staff Audits of compliance to restraint assessment required timelines,POC and physician order and consent audits. Care plan updates. # of assessments completed, consents and orders received within required timelines # of physical restraints review stats at monthly and PAC committee meetings 100 % of assessments will be completed and consents and orders received 4)Educate residents and families on the definition and purpose of physical restraints Create a flyer and brochure for family members and residents with education about physical restraints. Provide information for residents and families with education about physical restraints (resident care conference, resident's council, family council, family and # of staff, residents and families that participate in education. Monthly stats of physical restraints and PASDs. 100 % of staff and 50 % of residents /family members with a physical restraint 298 1)Implement an individualized toileting routine for each resident upon admission and significant change in status. Prompted voiding — residents initiate their own toileting routine through requests for help and positive reinforcement. Care plan and POC kardex updated to reflect individualized toileting routine. Continence product /supply usage. Audits of care plans and POC kardex. Reduction in number of residents with worsening bladder control through RNAO Best Practice methodologies will be tested for best results. 2)Reduction in use of caffeine and alcohol to improve continence and ensure adequate fluid intake targeting those residents Ensure adequate level of fluid intake based on individualized assessed needs.Obtain detailed diet history including the residents fluid preferences, past fluid intakes etc. Education for residents, staff and family re: impact of caffeine and alcohol re: bladder Fluid intake audits to identify residents with below optimum fluid intake. Caffeine /alcohol consumption for those residents identified with worsening bladder control. 95% of residents with worsening bladder control will have reduced caffeine and Hydration improvement program initiated January 2015. Not all residents 3)Review medications at the quarterly medication review to identify medications that may have an impact on continence to determine if Pharmacist to participate in continence care team meeting and /or provide medication info re: medications that have an impact on continence prior to 3 month medication review Consult with physician re: any recommendations from team Monthly stats - i.e. medications that may impact continence for residents with worsening bladder control. # of residents with worsening bladder control. 10 % reduction of medication causing worsening bladder control by December 31, 2015 Resident diagnosis and disease progression may impact the ability 4)Increase participation in physiotherapy and exercise programs to maintain /improve mobility for those residents that Education to staff and residents re: importance of maintaining strength, balance and mobility for continence. Review stats for physiotherapy and exercise programs to identify residents at risk. Review transfer status to ensure at optimal functioning level. Automatic # of referrals to PT and exercise for residents with worsening bladder control. audits of resident transfer status for residents with worsening bladder control. # of staff and residents completing education. Monthly PT and exercise stats. 50 % of residents with worsening bladder control will participate in PT /exercise Some residents may decline participation in program despite education and /or 1)Policy and procedure review to support reduction of antipsychotic use without a diagnosis of psychosis Review and revise policy and procedures to support reduction of antipsychotic use without a diagnosis of psychosis to align with best practices. Education of staff and resident /families re: policy revisions. Review of stats for residents without a diagnosis of psychosis prescribed or administered antipsychotic medications. Education stats Policy and procedure review and education by October 31, 2015. 38 % reduction in Resident /family may choose not to make recommended medication 2)Collaborative interdisciplinary approach to identifying residents without a supporting diagnosis for antipsychotic use. Meet with medical director, MDS -RAI and pharmacy consultant to review alternatives to currently prescribed antipsychotics. Determine if an alternative medication could be used to treat a condition to which the antipsychotic medication was originally prescribed. The number of residents using antipsychotic medications without a supporting diagnosis. To have 38% reduction in the # of residents using antipsychotics without a Resident /family may choose not to make recommended medication 3)Automatic referral to BSO team (internal and external as required) for all new admissions with antipsychotic medication Review of monthly stats at responsive behavior team meeting and PAC - drug utilization reports. Complete Appendix F "5 of my favorite things" and Appendix D "Family history" for all residents with antipsychotic medications. # of BSO team referrals for residents on antipsychotic medications without a diagnosis of psychosis. Audits of appendix D and F completed for residents on antipsychotic medications without a diagnosis of psychosis. 100 % of new admissions with antipsychotic medication without a diagnosis of Some residents /family members may choose not to follow 4)Education re: alternatives to antipsychotics for residents, families and staff. BSO team (internal and external) provide education sessions regarding the use of antipsychotic medication without supporting diagnosis. Admission care conference to include dialogue re: medications. PIECES, GPA and Montessori education. education statistics. referrals to BSO internal and external teams. 100 % completion of education for staff; and 50 % of residents /families by December 31, Some residents /family members may choose not to participate in 298 1)Survey to reflect the question "How would you rate how well the staff listen to you ?" Review at Resident /Family council and alter survey accordingly Number of responses received. To have 95% of the residents /families who participate answer positively to the question We do not have this exact question but we have the following 2)To increase the number of resident /family satisfaction surveys completed. Availability of survey at the family information night March 31,2015. To make hard copies of the survey available. Will make (pads available for use. To continue to offer assistance to residents who may not be able to complete the survey independently. The number of surveys completed for 2015 To see an increase in surveys completed from 15% to 25% by December 31,2015 To have applicable data available to measure performance. 3)Increase staff awareness re: resident - centered care, residents rights and "having a voice ". Education for staff - online surge education. Management to add one resident right to the agenda of departmental meetings in 2015. Review of 2015 resident /family survey results at staff meetings. stats re: education and meeting agendas. 100 % completion of education; and 50 % of departmental staff meetings will 4)Communication of resident concerns from resident council, family council and food committee meetings to front line staff Posting of minutes in an accessible location for staff (e.g. staff area, staff room, communication log, , PCC communication) Review of identified concerns at staff huddles, departmental and general staff meetings # of concerns communicated to front line staff 100 % of resident concerns will be communicated to front line staff as applicable by 1)Review the resident /family survey and adjust questions asked to accurately capture the resident experience. Survey will be taken to the resident and family council for review and will also be reviewed by the CQI Team Survey results for 2015 Survey will reflect the question "Would you recommend this nursing home to 2)To increase the number of resident /family satisfaction surveys completed. Availability of survey at the family information night March 31,2015. To make hard copies of the survey available. Will make (pads available for use. To continue to offer assistance to residents who may not be able to complete the survey independently. The number of surveys completed for 2015 To see an increase in surveys completed from 15% to 25% by December 31,2015 3)Implementation of the QIP within the facility Through regular CQI and team meetings review status and progress of QIP implementation. Regular communication /education to residents, staff, families, and community partners about the QIP. To have as a standing agenda item for all team meetings. Review of targets set for each section of the QIP To have 100% of residents who complete the resident /family survey state that 4)Review of our request /concern and handling complaints policy and procedure including how information is Review of policy and procedure. communication of information as applicable to front line staff and resident council. CQI committee to review stats at a minimum of quarterly. survey results for 2015 resident, family council minutes # of request /concerns received 100% of residents will positively respond to the question "would you recommend 290 1)Early recognition of "at- risk" residents for emergency department visits Educate residents and families about interventions to reduce necessity for emergency department visits (e.g., promoting safe mobility, risk assessment, risk management, sensory impairment, alternatives to restraints, continence, pain management, palliative care # staff and family /residents that have completed education. # weeks that high risk rounds completed. audits of plan of treatment for CPR and visible identifiers. 75% of staff will complete education and 50 % of high risk residents /family 2)Provide early treatment for common conditions - specifically falls to reduce the # of transfers to hospital related to falls Increase involvement in exercise and physiotherapy programs for residents that have a moderate to high fall risk. implement fall prevention interventions such as bed /chair alarms, mats, etc. Education for residents, family, staff, visitors Medication review - side effects, Monthly review of statistics at falls committee - # of referrals to PT and exercise programs, drug utilization stats at PAC. # of staff /residents /visitors that attend education sessions monthly - care conferences, resident and family council. 25 % reduction in transfers to hospital related to falls by March 31, 2016 3)Education to staff, residents and family members re: palliative and end of life care services available at the home. Palliative and end of life resources will be provided to residents and families at a PPS of 30 %. Staff education re: palliative and end of life care policies. Education to resident and family council annually and at care conferences. PPS and ESAS assessments will be Audits of PPS and ESAS assessment - completed as per required timelines. Review of stats at palliative care team meetings quarterly. Education stats. 75 % of PPS and ESAS assessments completed within timelines; all residents /family 4)Review of ER visit stats at CQI and PAC meetings to better understand reasons for residents being sent to hospital /emergency room. Monthly tracking of ER visits stats - to include who made decision to go to hospital ( family /resident /staff /physician); reason for transfer; result (diagnosis, treatment, admission /return to home). Analysis of data to determine if ER visit was potentially # of ER visits. #of ER visits that were potentially avoidable. Reduce potentially avoidable ER visits by 10 % by March 31, 2016. 29 CORRESPONDENCE March 24 2 terns _for information Consent Asenda (Attached) Linda Long, Executive Director, Quad County Support Services thanking Council for 2015 grant. 2. Responses to Elgin County's concerns regarding Phragmites australis: a) David Ayotte, Director, Communications Services ranch, Ministry of Natural Resources and Forestry. b) Hon. Jeff Leal, Minister of Agriculture, Food and Rural Grant Osborn, Director, Capitol Policy and Programs Branch, Ministry of Education responding to the County of Elgin's resolution expressing concerns with the revised Pupil Accommodation Review Guidelines (PARG). 299 Quad County Support Services NIMA14g. Mailing Address: P. 0. Box 65, 'Wordsvitte, Ontario', NOL 2N0 Telephone 519-693-4812 lax 519 -693-1052 February 26, 2015 Warden Paul Ens County of Elgin 450 Sunset Drive Si. Thomas, Ontario N5R 5V1 [)car 'Warden Ens and Council Members: On behalf of the consumers, Board of Directors and myseif, 1 would like to thank you for your most generous grant of $2,000.00. Each year this grant assists our Association with delivery of services in the West Elgin area. This allows our agency to continue to operate the West Elgin Outreach Program as well as. maintain our partnership with West Elgin Support Services. Each year becomes more challenging to meet the needs of individuals with developmental disabilities who live within our conununity and we are very grateful and truly appreciate your donation. Sincerely, Linda Long Executive Director RESOURCE (671(1.19, 205 11 1bot Street Wordsvele, Ontorio ICI) 270 (519) 693-42/8 300 COINUNIlY l• 71 OPTIONS 191 Queen Stree1 On1orio 9101. 21 () 12 RE.5191»1111111Ati. 91111111VICES 203 Itildin St, Glencoe,. (11rttoriin 1100 019) 287-2306 (11'9) 287-5995 (tax) From: "MIN Feedback (MNRF)" <minister.mnif@ontario.ca> Date: March 5, 2015 at 3:25:44 PM EST To: "pens©&cOnca" <pens@elqin.ca> Subject: Message from the Ministry of Natural Resources and Forestry March 5, 2015 Mr, Paul Ens Warden County of Elgin penseldin.ca Dear Warden Ens: Thank you for your letter to the Honourable Bill Mauro, Minister of Natural Resources and Forestry, regarding Phragmites australis. Hearing from Ontarians and being kept updated about their concerns are important to the ongoing work to improve thelministry's services and move the province forward. Your letter has been brought to Minister Mauro's attenfion, and he wiH be responding to you in greater detail. In the meantime, we wanted you to know that your correspondence was received and appreciated. Thank you again for writing. Sincerely, David Ayotte Director Communications Services Branch 304 Ministry of Agriculture, Food and Rural Affairs Office of the Minister 77 Grenville Street, 111h Floor roromo, Ontario M7A 1 B3 Tel: (416) 326-3074 Fax: {416) 326-3083 AR 11 0 2015 Mr. Paul Ens Warden Elgin County 450 Sunset Drive St. Thomas, Ontario N5R 5V1 Ministere de ['Agriculture, de l'Alimentation et des Affaires rurales Bureau du ministre 77, rue Grenville, 110 etage Toronto (Ontario) IM7A 1B3 Tel. (416) 326-3074 Tkc, : (416) 326-3083 „o# 011'1111111,1 ,,111111111111111 1111111 ,,,11,111111 011111111h Ontario AR 3 2015 COUNTY Of: TAT SERVICRi TT Dear Warden Ens: Thank you tOr your letter regarding Phragmites australis. I ani pleased to respond. Owant to assure you that the Ontario government shares your concerns regarding the threat that this Phragmites species poses to our naturali resources, biodiversity and economy. Our government is taking action to prevent the introduction and spread of invasive species such as Phragmites. I am pleased to report that, on November 5, 2014, our government introduced BH 37, An Act respecting Invasive Species. If passed, this bill would help protect the province's natural environment from invasive species and the significant social, environmental and economic costs they pose to Ontarians. If passed, Ontario would be the first and only jurisdiction in Canada to enact stand-alone invasive species iegislation. I acknowledge your specific concern that and managers in the province are limited in their ability to effectively control Phragmites in areas with standing water due to the lack of registered pesticides for use over water. As you are aware, the registration of new pesticide products in Canada is the Pest Management Regulatory Agency's (PMRA's) responsibiiity, and I encourage you to contact the agency about this issue. Similarly, any questions that you have regarding the use of scientific data from the United States' Environmental Protection Agency should also be communicated directly to the PMRA. I note your Vetter is addressed to my Cabinet colleagues at the ministries of Natural Resources and Forestry; Tourism, Culture and Sport; Transportation; and the Environment and Climate Change. I have shared a copy of my letter with them for their information. .../2 Ministry Headquarters: 1 Stone Road West, Guelph, Ontario N1G 4Y2 Good Things Grow in Ontario Bureau principal du ministere: 1 Stone Road West, Guelph (Ontario) N1G 4Y2 A bonne terre, bons produ)ts 305 Foodland 001LARICS - 2 Again, thank you for your letter, and please accept my best wishes. Since culture, Food and Rural Affairs e nnourabje Bill Mauro fnis:er of Natural Resources and Forestry The Honourable Michael Coteau Minister of Tourism, Culture and Sport The Honourable Steven Del Duca Minister of Transportation The Honourable Glen R. Murray Minister of the Environment and Climate Change Ministry of Education Ministere de l'Education Capital Policy and Programs Branch 900 Bay Street 2e Roar, Mowat Btock Queen's Park Toronto ON M7A 1L2 March 12, 20 5 Paul Ens Wardell County of Elgin 450 Sunset Drive St. Thomas ON N5R 5V1 Dear Mr. Ens, Direction dos politiques et des programmes d'immobilisations 900, rue Bay 20e eine, Edifice Mowat Queen's Bark Toronto ON M7A 1L2. LI:- Ontario Thank you for sharing your feedback about the Pupil Acconmiodation Review Cimideline on beha ofthe County of Elgin. 1 appreciate the opportunity to respond on behalf of the Minister of Educat ion. School boards are expected to regularly undertake capital planning exercises as they review their facilities. Before undertaking a review, boards are advised to first look at the viability of partnership opportunities in underutilized schools. 1f a partnership is feasible, the board should seek out opportunities with their municipality or a third party as a \vay to make better use of empty space alongside viable school programs. If a board is unable to maintain a viable school program through a partnership, it may need to undertake an accommodation review. The ministry's Pupil Accommodation Review Guideline provides a consultation framework for school boards to work with their communities to explore the best options for sustainable places to learn, and is currently being reviewed. A key objective of revising the guideline is to create a more flexible and efficient accommodation review process while ensuring communities have the opportunity to provide meaningful feedback. Another objective is to establish a more formal role for municipal input. Decisions on land-use planning are best made when municipalities and school boards work together. The revised guideline is expected to be rc Vcased in the coming weeks and will be posted on the ministry's website. Since the guideline was last revised in 2009, the ministry has received valuable feedback on the ministry's Pupil Accommodation Review Guideline and the accommodation review process from various stakeholders„ including the ministry's education partners, school board associations, trustee associations, parent groups, and municipal associations on the best way to move forward. 304 It is important to note that the ministry's guideline oml' sets the minimum provincial and each school board may choose to amend their own board policy to reflect the revised standards School boards will have the flexibility to establish and amend their own accommodation review policies at a local level 1u reflect the needs of their schools and communities At that point, school boards will have the opportunity to consult with their local cornimmities on changes to their local policies and procedures within the framework of the ministry's revised guideline. The ministry recognizes .the unique dpuunlstmncea faced byschools in isoiaicd arcas that may need to remain open despite being underutilized. The ministry will continue tmprovidefunding enhancements to school boards to help them adjust to declining enrolment and to support underutilized and rural schools to prmride an equ.al opportunity .:for ex,ceillent education. Once again thank you for taki the tirne 10 write. l trust this information is helpful. Sincerely, Osbar. Director COUNTY OF ELGIN By -Law No. 15 -11 "BEING A BY -LAW TO ESTABLISH A PAY SCHEDULE FOR EMPLOYEES COVERED BY THE JOB EVALUATION SCALE" WHEREAS pursuant to Section 5(3) of the Municipal Act, 2001, S.O. 2001, c.25, a municipal power, including a municipality's capacity, rights, powers and privileges under Section 8, shall be exercised by by -law unless the municipality is specifically authorized to do otherwise; and WHEREAS pursuant to Section 8 of the Municipal Act, 2001, S.O. 2001, c.25, a municipality has the capacity, rights, powers and privileges of a natural person for the purpose of exercising its authority under this or any other Act; and WHEREAS pursuant to Section 9(1) of the Municipal Act, 2001, S.O. 2001, c.25, broad authority is conferred on municipalities to enable them to govern their affairs as they consider appropriate; and WHEREAS By -Law No. 14 -06 presently establishes pay schedules for positions not covered by agreements or otherwise; and WHEREAS it is necessary to establish or to make changes to the remuneration to be paid to the persons holding these positions. NOW THEREFORE the Municipal Council of the Corporation of the County of Elgin enacts as follows: 1. That the attached Schedule "A" and Schedule "B" be and the same are hereby adopted. 2. That By -Law No. 14 -06 be and the same is hereby repealed. 3. That this By -Law become effective on the first pay period of 2015. READ A FIRST, SECOND AND THIRD TIME AND FINALLY PASSED THIS 24TH DAY OF MARCH 2015. Mark G. McDonald, Chief Administrative Officer. Paul Ens, Warden. SCHEDULE "A" By -Law No. 15 -11 POSITIONS 1. ADMINISTRATIVE SERVICES Chief Administrative Officer Administrative Services Coordinator Tree/Weed Inspector /By -Law Enforcement Officer Administrative Assistant 2. COMMUNITY & CULTURAL SERVICES Director of Community & Cultural Services Library Coordinator Manager of Archives Branch Supervisor Library Manager; Programming & Community Development Curator of Elgin County Museum Archivist Assistant Administrative Assistant Museum Assistant 3. ECONOMIC DEVELOPMENT & TOURISM General Manager of Economic Development Business Development Coordinator Marketing & Communications Coordinator Tourism Services Coordinator Marketing Assistant Economic Development Assistant 4. ENGINEERING SERVICES Director of Engineering Services Deputy Director of Engineering Services Manager of Corporate Facilities Quality Assurance Supervisor /Emergency Management Coordinator Building Sciences Technologist Land Division Secretary- Treasurer Administrative Assistant 5. FINANCIAL SERVICES Director of Financial Services Manager of Information Technologies Senior Financial Analyst POA Supervisor Purchasing Coordinator Payroll and Benefits Coordinator Senior Network Analyst Financial Analyst Provincial Offences Administrative Clerk Network Analyst 6. HUMAN RESOURCES Director of Human Resources Manager of Human Resources Human Resources Assistant Accessibility Coordinator Administrative Assistant 7. LONG -TERM CARE HOMES Director of Homes & Seniors Services Administrator, Elgin Manor & Bobier Villa Administrator /Manager of Resident Care Manager of Resident Care Manager of Resident Care /Nurse Educator Manager of Support Services Manager of Program and Therapy Services Resident Care Coordinator Administrative Assistant Ward Clerk Level 18 Level 6 Level 5 Level 3 Level 14 Level 8 Level 6 Level 6 Level 6 Level 6 Level 4 Level 3 Level 3 Level 12 Level 7 Level 6 Level 5 Level 3 Level 3 Level 14 Level 12 Level 9 Level 7 Level 6 Level 5 Level 3 Level 15 Level 12 Level 8 Level 7 Level 7 Level 7 Level 6 Level 5 Level 5 Level 4 Level 14 Level 10 Level 6 Level 6 Level 3 Level 14 Level 14 Level 12 Level 12 Level 12 Level 8 Level 8 Level 7 Level 3 Level 3 SCHEDULE B Year 2015 Non -Union Salary Grid Estimated Salary Annual Salary Level at base rate (Base) (Job Rate) Step 1 Step 2 Step 3 Step 4 Step 5 Estimated Special Purpose Levels Annual Salary at Job rate Step 6 Step 7 18 150,350.20 82.61 85.92 89.35 92.93 96.65 175,903.00 100.51 104.53 17 137,937.80 75.79 78.82 81.98 85.26 88.67 161,379.40 92.21 95.90 16 126,544.60 69.53 72.32 75.21 78.22 81.34 148,038.80 84.60 87.98 15 116,097.80 63.79 66.34 69.00 71.76 74.63 135,826.60 77.61 80.72 14 106,524.60 58.53 60.87 63.30 65.83 68.47 124,615.40 71.20 74.05 13 97,715.80 53.69 55.84 58.07 60.40 62.81 114,314.20 65.33 67.94 12 89,653.20 49.26 51.23 53.28 55.41 57.63 104,886.60 59.93 62.33 11 82,245.80 45.19 47.00 48.88 50.84 52.87 96,223.40 54.98 57.18 10 75,457.20 41.46 43.12 44.84 46.64 48.50 88,270.00 50.44 52.46 9 69,869.80 38.39 39.93 41.52 43.18 44.91 81,736.20 46.71 48.58 8 64,701.00 35.55 36.97 38.45 39.98 41.58 75,675.60 43.25 44.98 7 59,896.20 32.91 34.23 35.60 37.02 38.50 70,070.00 40.04 41.65 6 55,455.40 30.47 31.69 32.96 34.28 35.65 64,883.00 37.08 38.56 5 51,833.60 28.48 29.62 30.81 32.04 33.32 60,642.40 34.65 36.04 4 48,448.40 26.62 27.68 28.79 29.94 31.14 56,674.80 32.38 33.68 3 45,281.60 24.88 25.87 26.91 27.98 29.10 52,962.00 30.27 31.48 2 42,315.00 23.25 24.18 25.15 26.15 27.20 49,504.00 28.29 29.42 1 39,548.60 21.73 22.60 23.50 24.44 25.42 46,264.40 26.44 27.49 COUNTY OF ELGIN By -Law No. 15 -12 [formerly By -Law No. EG1 (01 -40)] "BEING A BY -LAW FOR THE REGULATION OF TRAFFIC" WHEREAS, pursuant to Section 210 of the Municipal Act, being Chapter M.45, R.S.O. 1990, as amended, a council of a municipality may pass By -Laws for the regulation of traffic; and WHEREAS now pursuant to Section 11(2) of the Municipal Act, 2001, S.O. 2001, C.25, as amended, an upper -tier municipality may pass By -Laws respecting matters within the spheres of jurisdiction described in the table to this section; and WHEREAS By -Law No. EG1 (01 -40) has been previously amended through By -Laws 03 -05, 03 -40, 05 -19, 09 -34, and 12 -22; and WHEREAS it was deemed necessary and appropriate to further amend Schedule "A" Part B to By -Law No. EG1 (01 -40) to restrict parking for safety reasons on Imperial Road near the intersection of Lyons Line; and WHEREAS for ease of reference it is further deemed necessary to consolidate all amendments to said By -Law under one comprehensive By -Law; NOW THEREFORE the Municipal Council of the Corporation of the County of Elgin enacts as follows: 1) THAT By -Law No. EG1 (01 -40) and subsequent amendments thereto be and are hereby repealed. 2) THAT By -Law No. 15 -12, being a consolidating By -Law for the regulation of traffic, be approved. 3) THAT this By -Law shall come into force and take effect upon the erection of appropriate signage indicating said No Parking Zones. NOW THEREFORE BE IT RESOLVED THAT the Municipal Council of the Corporation of the County of Elgin hereby enacts as follows: PART "A" DEFINITIONS 1. DEFINITIONS in this By -Law: "ANY PROVISION OF THIS BY -LAW" means any provision of this By -Law for the contravention of which the Municipal Act permits a procedure for the voluntary payment of penalties out of court. "AUTHORIZED SIGN" means any sign or device placed or erected on a highway under the authority of this By -Law by the Roads Superintendent for the purpose of regulating, warning or guiding traffic. "BICYCLE" is a vehicle as defined under the Highway Traffic Act. "BOULEVARD" shall be construed to mean that portion of every highway within the limits of the County of Elgin, which is not used as a sidewalk or a travelled roadway. "BUS STOP" means a part of a highway designated as a point at which buses stop to take on or let off passengers. 309 Corporation of the County of Elgin - 2 - By -Law 15 -12 "COMMERCIAL MOTOR VEHICLE" means a motor vehicle having permanently attached thereto a truck or delivery body and includes ambulances, hearses, casket wagons, fire apparatus, buses and tractors used for hauling purposes on highways. "CORNER" with reference to a highway intersection means the point of intersection of the prolongation of the lateral curb lines or in the absence of curbs the prolongation of the edges of the roadways. "CORPORATION" means the Corporation of the County of Elgin.. "COUNCIL" means the current Council of the Corporation of the County of Elgin. "CROSSWALK" means, (i) that part of a highway at an intersection that is included within the connections of the lateral lines of the sidewalks on opposite sides of the highway measured from the curbs, or, in the absence of curbs, from the edges of the roadway, or (ii) any portion of a roadway at an intersection or elsewhere distinctly indicated for pedestrian crossing by signs or by lines or other markings on the surface. "CURBLINE" means, where the curb is constructed "curbline" shall be construed as meaning the edge of the travelled portion of the highway. "DESIGNATED PARKING SPACE" or "DESIGNATED DISABLED PERSON PARKING SPACE" means a parking space located on any public highway under the jurisdiction of the Corporation of the County of Elgin or on any property owned or occupied by the Corporation of the County of Elgin or any local board thereof and designated for parking of vehicles and marked by an official sign indicating such space to be for the sole use of vehicles displaying a disabled person parking permit. "DISABLED PERSON PARKING PERMIT" means a disabled person parking permit issued under the Highway Traffic Act or a permit, numbered plate or other marker or device issued by another jurisdiction and recognized under the Highway Traffic Act. "DRIVEWAY" means improved land on a highway that provides vehicular access from the roadway to a laneway or a parking area on adjacent land. "GROSS WEIGHT" means the combined weight of vehicle and load. "HANDICAPPED PERSON" means an individual who has been issued a disabled person parking permit by the Province of Ontario and who has met the requirements of the Highway Traffic Act. "HEAVY TRUCK" means any commercial motor vehicle which has a rated gross vehicle weight exceeding 4,535.92 kilograms (10,000 pounds) according to the current permit or vehicle registration which has been issued under the Highway Traffic Act, or its foreign equivalent for such vehicle, regardless of actual weight of such vehicles, but does not include a vehicle operated by or on behalf of the Corporation or a school bus that is in the course of transferring children or handicapped adults to and from schools. "HIGHWAY" includes a common and public Highway, Street, Avenue, Parkway, Driveway, Square, Place, Bridge, Viaduct or Trestle, any part of which is intended for or used by the general public for passage of vehicles and includes the area between the lateral property lines thereof. "HOLIDAY" includes Sunday, New Year's Day, Good Friday, Easter Monday, Victoria Day, Dominion day, the day proclaimed as a Civic Holiday, Labour Day, Thanksgiving Day, Remembrance Day, Christmas Day, Boxing Day, the day proclaimed as birthday of the reigning sovereign, and any day appointed by proclamation of the Governor General or the Lieutenant - Governor -In- Council as a public holiday or for a general fast or thanksgiving and the next following day when any such holiday falls on a Saturday or a Sunday, and any day appointed by proclamation of the Municipal Council. "INTERSECTION" means the area embraced within the prolongation or connection of the lateral curblines or, if none, then of the lateral boundary lines of two or more 310 Corporation of the County of Elgin - 3 - By -Law 15 -12 highways that join one another at an angle, whether or not one highway crosses the other. "LANEWAY" means improved land adjacent to the highway, which provides access from the highway to a parking area on adjacent land. "LOADING ZONE" means the part of a highway set apart for the exclusive purpose of parking a vehicle to load or unload same. "METRED PARKING SPACE" means a parking space for which a metre or other mechanical device is provided or any space adjacent to which a parking metre or other mechanical device is located. "MOTOR VEHICLE" includes an automobile, motorcycle, motor - assisted bicycle and any other vehicle propelled or driven otherwise than by muscular power, but does not include the cars of electric or steam railways, or other motor vehicles running only upon rails, or a motorized snow vehicle, traction engine, farm tractor, self - propelled implement of husbandry or road - building or winter control machine. "M.T.O." means the Ministry of Transportation of Ontario. "OFFICER" means the By -Law Enforcement Officer of the Municipality or any other person authorized by Council and charged with the enforcement of this By -Law. "OFFICIAL SIGN" means a sign approved by the Ministry of Transportation of Ontario. "PARK" or "PARKING ", when prohibited, means the standing of a vehicle, whether occupied or not, except when standing temporarily for the purpose of and while actually engaged in loading or unloading merchandise or passengers. "PARKING INFRACTION" means any unlawful parking, standing or stopping of a vehicle that constitutes an offence. "PARKING METRE" means a device that shall indicate thereon the length of time during which a vehicle may be parked which shall have as a part thereof a receptacle for receiving and storing coins, a slot or place in which such coins may be deposited, a timing mechanism to indicate the passage of the interval of time during which the parking is permissible and which shall also display a signal when said interval of time shall have elapsed. "PARKING METRE COVER" means a hood, bag or other covering for a parking metre that is placed over a parking metre by an authorized official to indicate that a parking metre is not to be used. "POLICE OFFICER" means a member of the Police Force having jurisdiction in the area. "ROADWAY" means the part of the highway that is improved, designed or ordinarily used for vehicular traffic, but does not include the shoulder, and, where a highway includes two or more separate roadways, the term "roadway" refers to any one roadway separately and not to all of the roadway collectively. "SIDEWALK" includes all such parts of a highway as are set aside by the Municipality for use of pedestrians or use by the general public for the passage of pedestrians. "STAND" or "STANDING ", when prohibited, means the halting of a vehicle, even momentarily, whether occupied or not, except when necessary to avoid conflict with other traffic or in compliance with the directions of a constable or other police officer or of a traffic control sign or signal. "STOP" or "STOPPING ", when prohibited, means the halting of a vehicle, even momentarily, whether occupied or not, except when necessary to avoid conflict with other traffic or in compliance with the directions of a constable or other police officer or of a traffic control sign or signal. 311 Corporation of the County of Elgin - 4 - By -Law 15 -12 "TIME" means that where an expression of time occurs or where any hour or other period of time is stated, the time referred to shall be standard time except in periods when daylight saving time is in effect, in which periods, it shall be daylight saving time. "TRAFFIC CONTROL SIGNAL" means any device, manually, electrically or mechanically operated for the regulation or control of traffic. "U- TURN" means the turning of a vehicle within a roadway so as to proceed in the opposite direction. "VEHICLE" includes a motor vehicle, trailer, traction engine, farm tractor, road - building machine and any vehicle drawn, propelled or driven by any kind of power, including muscular power, but does not include a motorized snow vehicle, the cars of electric or steam railways running only upon rails. 2. ABBREVIATIONS: In this Schedule to this By -Law the following abbreviations and symbols stand for the words respectively set forth opposite thereto as follows: (a) Ave. - Avenue Blvd. - Boulevard PI. - Place St. - Street Cres. - Crescent Ct. - Court Dr. - Drive Rd. - Road (b) mm - Millimetre cm - Centimetre m - Metre km /h Kilometres Per Hour kg Kilograms (c) A.M. Ante Meridian P.M. Post Meridian 3. DISTANCES: Where a distance is used in this By -Law as part of a prohibition of parking or stopping within a specified distance of an object, structure, land or a part of a highway, such distance shall be measured: (a) from the limit of the road allowance; or (b) from a point referenced to a lot line or limit; and (c) all distances /dimensions are measured in the metric measurement of metres. 4. INTERPRETATION — GENERAL: In this By -Law (a) words purporting the singular number or the masculine gender only include more persons, parties or things of the same kind that one and females as well as males and converse. (b) a word interpreted in the singular number has a corresponding meaning when used in the plural. (c) "May" shall be construed as imperative. (d) definitions and interpretations not otherwise included herein but otherwise provided for in the Highway Traffic Act, R.S.O. 1990, Chapter H. 8, or any successor legislation thereto, shall extend and apply to this By -Law. 5. SCHEDULES ADOPTED: All schedules referred to in this By -Law shall form part of this By -Law and each entry in a column of such a schedule shall be read in conjunction with the entry or entries across therefrom, and not otherwise. 312 Corporation of the County of Elgin - 5 - By -Law 15 -12 PART "B" GENERAL TRAFFIC 6. APPLICATION OF BY -LAW: This By -Law applies to all highways under the jurisdiction of the Corporation of the County of Elgin.. 7. AUTHORITY TO IMPLEMENT TEMPORARY PROVISIONS: The By -Law Enforcement Officer is hereby given authority as the occasion arises and when required in order to assist in the care of moving traffic, to set apart and indicate or designate on highways in the Municipality space or spaces for the parking of a vehicle or vehicles by causing lines to be painted, signs to be erected or otherwise upon the pavement, curbs or surface of the roadway or immediately adjacent thereto, or on the highway or highways or portions of highways, as a temporary provision for the restriction of parking on highways or portions of highways and to make such other temporary provision for directing the traffic as may be necessary. Such temporary changes shall not be effective after the next subsequent Council meeting unless confirmed by resolution of the Council at such meeting, which resolution shall stipulate the length of time such change(s) shall be in effect. 8. BY -LAW SUBJECT TO THE HIGHWAY TRAFFIC ACT: The provisions of this By -Law are subject to the provisions of the Highway Traffic Act R.S.O. 1990, Chapter H. 8, as amended and any successor legislation thereto. 9. DISPLAYING FOR SALE: No person shall park any vehicle on any highway for the purpose of displaying the same for sale. 10. EMERGENCY FIRE REGULATIONS: No driver of any vehicle shall drive his vehicle within 150m of any building which is on fire; nor shall he drive his vehicle over or across any line of a hose laid by the Fire Department, and at the direction of the Fire Chief for the area, the Police authority shall place signs on the highway on which the building on fire is situated, and any adjoining highways which may be deemed necessary for the purpose, closing such parts of highways to traffic until the fire is out, and no driver shall pass such sign or approach nearer to the fire than such sign. 11. FUNERALS AND PARADES: No person shall drive any vehicle, except emergency vehicles, between the vehicles in any duly authorized parade or funeral procession on any highway, provided the vehicles in such parade or procession are properly designated. 12. INTERFERENCE WITH AUTHORIZED /OFFICIAL SIGNS AND PARKING METRES: No person shall alter, deface, remove or destroy any sign erected by the Municipality or any pavement lines or other marks for guiding the parking of vehicles or the regulations of traffic, or deface, injure, tamper with, open, wilfully break, destroy or impair the usefulness of any parking metre, and no person shall alter, interfere with, or change the position of any such sign, line or other mark or parking metre, unless he has been duly authorized so to do. 13. OBEDIENCE TO ALL PARKING METRES, SIGNS, AND SIGNALS: It shall be the duty of all persons using the highways to observe the directions indicated by any permanent or temporary metres, signs, or signals erected or placed for the purpose of regulating or directing traffic. 14. PLAYING ON PAVEMENTS: No person shall engage in any game or sports activity upon a roadway and no person upon roller skates or skateboards, or sleigh, express wagon or riding in or by means of any coaster, toy vehicle or similar device go upon any roadway. 15. PROHIBITION OF THE REPAIRING, WASHING, WAXING OR GREASING OF VEHICLES: No person shall make use of the roadway for the purpose of washing, waxing, greasing or repairing any vehicle, except such emergency repairs as are necessary to enable the 313 Corporation of the County of Elgin - 6 - By -Law 15 -12 vehicle to be removed from the highway and disabled vehicles shall be removed or caused to be removed from the highway by the driver or owner without delay. 16. NO DRIVING ON SIDEWALK, PATH, OR BOULEVARD: No driver of any motor vehicle shall drive within, upon, across or along any sidewalk, path or boulevard except at a driveway. 17. ABANDON VEHICLES: No person shall abandon any vehicle, including any vehicle that is incapable of being propelled or driven by any kind of power, on or near a highway or roadway. 18. UNAUTHORIZED SIGNS: No person shall place, maintain or display on any highway any unauthorized device which is an imitation of, or purports to be, or resembles any official sign or signal, or which purports to direct parking or the movement of traffic or the actions of operators of vehicles. Any such device shall be deemed a public nuisance and any Police or other Officer authorized to enforce this By -Law may remove the same without notice. 19. BUS STOPS: (i) Buses operated over a highway in the Municipality shall take on or discharge passengers only on the right -hand side of the bus. When stopping all buses shall stop in such a manner as not to obstruct traffic. (ii) When an authorized bus stop sign is on display, no vehicle shall stand any closer than 15m before the said sign. PART C REGULATED PARKING 20. GENERAL PARKING REGULATIONS: Subject to or in conjunction with the provisions of Sections 21, no person shall stop or park a vehicle or permit a vehicle to be stopped or parked: (1) On or within any sidewalk, crosswalk, crossover or boulevard; (2) In front of or within 1 m of any lane, driveway or alley entrance; (3) Except at points where parking is otherwise designated, with the right -hand wheels of the vehicle at a greater distance from the curbline than 0.15m or in Winter, subject to Subsection (5), as nearly within such distance as the conditions of the highway permit; (4) On the roadway side of a vehicle stopped or parked at the edge or curb of a highway; (5) At the edge or curb on the left side of the roadway having regard to the direction such vehicle was proceeding except where parking is permitted on the left -hand side of the roadway of a highway designated for one -way traffic; (6) In such position as to obstruct traffic; (7) Within 8m of any Fire Hall on the side of the highway on which the Fire Hall is located or within the 30m of such Fire Hall on the opposite side of the roadway; (8) On any street within 9m of the projection of the curbline of any intersecting street except where such intersection is visibly and lawfully designated as a "Bus Stop" at which intersection all vehicles shall be parked in accordance with the instructions set out on the designating sign or signs; (9) On any bridge, subway and/or any approach thereto; (10) Within 3m of the point of the curbline which is nearest any fire hydrant; (11) Within 2m of the space on the same side of the highway directly in front of the entrance to church, hospital, hotel, theatre, hall or other public building where large numbers of people assemble, except while actually taking on or discharging passengers, other than a bus in a bus stop, or other than a taxi -cab in a taxi -cab stand, when any such stop or stand has been officially designated and appropriately signed; (12) Within 15m of an intersection with Signal Light Traffic Control System installed; (13) Within 15m of the nearest rail of a level Railway Crossing; (14) In a position or place that prevents or is likely to prevent the removal of any vehicle already parked on the highway; (15) On any highway where the travelled portion of the roadway is less than 6m wide; (16) Within 15m of a pedestrian crossover; 314 Corporation of the County of Elgin -7- By- Law15 -12 (17) Alongside or adjacent to the tracks of any railway; (18) Within a loading zone; (19) On any lands owned by the Municipality where signs prohibiting stopping or parking have been erected; (20) Where appropriate signs are erected and on display at any place or location for emergency vehicles only; (21) Where appropriate signs are erected and on display on highways and between the limits set out respectively in Schedule "A" hereto. 21. SPECIFIC PARKING REGULATIONS: (1) Church Services Where appropriate signs are displayed and authorized by a By -Law of the Municipality, persons in attendance during church services and church functions are exempt from general parking regulations set out above. (2) Restricted Parking Subject to Subsection 21 (3) through Subsection 23(8) inclusive below, and where appropriate signs are erected and on display, no person shall park a vehicle on any highway at the side and between the limits set out respectively in Columns 1, 2, and 3 of Schedule "B" to this By -Law during the times or days set out in Column 4 of the said Schedule for a longer period of time than that set out in Column 5 of the Schedule. (3) Maximum Parking Time Limits No person shall permit a vehicle to remain parked or standing upon any part of any street in the Municipality for a period longer than five (5) hours. (4) Overnight Parking on Municipal Roads Notwithstanding any provisions of this Section, no vehicle shall remain parked or standing upon any part of any street in the Municipality between the hours of 3:00 A.M. and 5:00 A.M. (5) Parking on One -Way Streets Notwithstanding Section 20 (3) hereof, where Council, under this By -Law, has designated certain streets as one -way streets, vehicles parking on the left -hand side of the street shall park with the left -hand wheels of the vehicle at not more than 0.3m from the curbline or, in winter, as nearly as possible within such distance as the conditions of the highway permit. (6) Parking in Space Controlled by Parking Metre (i) Parking Times No driver of a vehicle shall park such vehicle in a parking metre zone between the hours of 9:00 a.m. and 6:00 p.m., Mondays to Fridays inclusive, and except where such days are legally and lawfully proclaimed holidays, unless the driver of such vehicle deposits in the parking metre provided for the parking space the sums as indicated in Columns 1 and 2 of Schedule "D" hereto and thereafter activates the metre. (ii) Maximum Parking Limit on Metre (a) No driver of a vehicle shall allow such vehicle to remain parked for a longer period than that for which payment has been made in the form of coins deposited in the parking metre or metres, provided, however, that this shall not prevent the driver of the vehicle from using the unexpired time remaining in the metre from its previous use without depositing a coin therein. (b) No driver of a vehicle shall allow such vehicle to remain in a parking space for a longer period than the maximum time permitted on the parking metre. (c) No driver of a vehicle shall park such vehicle in such a manner that it is not wholly within the area designated as a parking space, and if the vehicle is of such length as to prevent it from being parked within one parking space, then the person parking same shall make the necessary 315 Corporation of the County of Elgin - 8 - By -Law 15 -12 deposit of coins in the parking metre or metres for adjoining parking space(s). (iii) Parking Procedures at Metre No driver of a vehicle shall park such vehicle in a parking space unless the front and rear of such vehicle is alongside or as close as practical to the parking metre provided for such space. (iv) Parking Metre Locations The highways or parts of highways set out in Column 1 of Schedule "E" of this By -Law are designated as parking metre zones between the limits set out in Column 2 of the said Schedule. (v) Parking Metre Rates The parking metre rates, as set out in Column 2 of Schedule "D" of this By- Law for the type of parking metre set out in Column 1 shall be the parking rates for on- street parking as approved by Council. (7) Parking of Heavy Trucks and Buses (i) No person shall park a heavy truck, or a bus, or a school bus, or allow a heavy truck, or a bus, or a school bus to stand on any highway in any residential zone within the territorial limits of the Municipality. (ii) The provisions of subsection (i) of this section do not apply to prohibit the parking or standing of any heavy truck upon a highway in any residential zone while the operator thereof is actually engaged in the delivery of goods or services to any premises within such zone or to prohibit the parking or standing of any bus or school bus upon a highway in such zone while the operator thereof is actually engaged in the embarking or disembarking of passengers within that zone. (8) Parking in Designated Disabled Person Parking Space (i) Subject to that set forth in subsection (ii) to this section, no person or organization shall park a vehicle in a designated disabled person parking space unless a currently valid disabled person parking permit has been issued to that person, organization or to a passenger being picked up or transported in the vehicle and such permit is displayed on or in the vehicle in accordance with the requirements of the Highway Traffic Act. (ii) Vehicles displaying currently valid permits, numbered plates, or other markers and devices bearing the international symbol of access for the disabled and issued by other jurisdictions are entitled to the same privileges as vehicles displaying disabled person parking permits issued by the Province of Ontario. PART "D" STREET DESIGNATIONS AND TRAFFIC SIGNS 22. ONE -WAY STREETS: The highway set out in Column 1 of Schedule "C" to this By -Law, within the limit set out in Column 2 of the said Schedule, are hereby designated for one -way traffic only in the direction set out in Column 3 of the said Schedule. 23. EXEMPTION — MUNICIPAL VEHICLES PERFORMING WORK ON HIGHWA YS: The provisions of Part "C" of this By -Law do not apply to vehicles of the Municipality where such vehicles are actually engaged in the performance of cleaning, maintenance, duty, repair, construction, snow or ice removal or other work on any highway or any vehicle under contract to the Municipality and engaged in any of the aforesaid activities. 316 Corporation of the County of Elgin - 9 - By -Law 15 -12 PART "E" PAYMENT OF PENALTIES OUT OF COURT 24. PROVISIONS FOR PENALTIES: A specified penalty payable out of court within seven days time may be imposed for the contravention of any provision of the By -Law that constitutes a parking infraction, by the inclusion in a parking infraction notice under Part II of the Provincial Offences Act of the words and penalties set out in Schedule "F" of this By -Law. 25. 26. METHOD OF PAYING VOLUNTARY PENALTY: An early penalty payment out of court may be made on or before the date specified on the parking infraction notice by cheque or money order payable to the Corporation of the County of Elgin sent by prepaid mail to an address or post office indicated on the parking infraction notice and on such payment being made, no further proceedings will be taken. 27. DEFAULT IN PAYING VOLUNTARY PAYMENT: If default is made in paying a penalty out of court in accordance with this part, any fine imposed under this By -Law for the contravention thereof shall be recoverable under the provision of the Provincial Offences Act, all the provisions of which shall apply. PART "F" GENERAL PROVISIONS 28. GENERAL PENALTY: Except where otherwise expressly provided by this By -Law or the Highway Traffic Act, every person who: (a) Contravenes any provision of the By -Law; or, (b) Is the owner of a vehicle that is parked or stopped in contravention of any provision of this By -Law; is guilty of an offence and on conviction is liable to a fine as provided for in the Provincial Offences Act. 29. ILLEGALLY PARKED VEHICLES: Where a vehicle has been parked, stopped or left standing in contravention of this By- Law, the owner of the vehicle, notwithstanding that he was not the driver of the vehicle at the time of contravention of the By -Law, is guilty of an offence and is liable to the fine prescribed for the offence unless, at the time of the offence, the vehicle was in the possession of some person other that the owner without the owner's consent. 30. REMOVAL OF VEHICLES: Any officer duly appointed or otherwise holding jurisdiction for enforcement of the provisions of the By -Law and/or Highway Traffic Act, upon discovery of any vehicle parked in contravention of this By -Law may cause it to be moved or taken to a placed or stored in a suitable place and all costs and charges for removing, care, and storage thereof, in any, are a lien upon the vehicle, which may be enforced in the matter provided by Section 52 of the Mechanics' Lien Act or any successor legislation. 31. AUTHORITY TO ENFORCE THIS BY -LAW: Any By -Law enforcement officer duly appointed by the Municipality and any police officer holding jurisdiction within the territory limits of the Municipality is authorized to enforce the provisions of this By -Law. In addition, any other officer appointed by the Municipality for purposes of enforcement of the non - moving violations of this By -Law is authorized to enforce such non - moving violations. For the purposes as so set forth, the said officers shall be considered Provincial Offences Officers for the purposes of enforcement of this By -Law. 32. ENFORCEMENT— PROVINCIAL OFFENCES ACT (ONTARIO): Subject to any provisions set forth above, enforcement herein shall be pursuant to the provisions of the Provincial Offences Act (Ontario), and any conflict between the provisions of the By -Law and the said Provincial Offences Act (Ontario), save and 317 Corporation of the County of Elgin - 10 - By -Law 15 -12 except that relating to payment of penalties out of court, shall be resolved in favour of the said Provincial Offences Act (Ontario). 33. EXCESS COINS AND PARKING METRES: Where a person deposits one or more coins in a parking metre in excess of that required for the parking time allowed by the metre, no change shall be remitted and no increase in parking time shall be allowed. 34. EXECUTIVE ACTS AUTHORIZED: The Warden and the Chief Administrative Officer are hereby authorized to do all things and the Warden and the Chief Administrative Officer are hereby authorized to execute on behalf and under seal of the Municipality any document necessary to give effect to this By -Law. 35. HEADINGS NOT PART OF THE BY -LAW: The headings in the body of this By -Law form no part of the By -Law but are inserted for convenience of reference only. 36. DEVIATION FROM FORMS: Where a form of words or expressions are prescribed in any schedule to this By -Law, deviations therefrom not affecting the substance or calculated to mislead do not vitiate them. 37. CONFLICT WITH HIGHWAY TRAFFIC ACT: In the event of conflict between the provisions of this By -Law and the Highway Traffic Act, the provisions of the Act prevail. 38. DATE EFFECTIVE — FORMER BY -LAWS REPEALED: This By -Law shall come into effect on a date to be specified by Council, upon which effective date all other By -Laws pertaining to the regulation of traffic and parking on highways in the County that are inconsistent upon the terms thereof, including but not limited to By -Laws No. 90 -48, 91 -10, 91 -47, 91 -57, 92 -01, 93 -63, 94 -07, 96 -05, 96 -34, 97 -13, 97 -23, 99 -30, EG1 (01 -40), as amended by, 03 -05, 03 -40, 05 -19, 09 -34 and 12- 22 shall be repealed. READ A FIRST, SECOND AND THIRD TIME AND FINALLY PASSED THIS 24TH DAY OF MARCH 2015. M.G. McDonald, Chief Administrative Officer 318 Paul Ens, Warden Corporation of the County of Elgin - 11 - SCHEDULE "A" By -Law No. 15 -12 PART "A" DEFINITION OF ROAD ALLOWANCES By -Law 15 -12 Road Section Description 2 A From the east side of Road #103 to the west side of Road #8. 3 A From the west side of McPherson Road the road allowance between the Municipality of Chatham -Kent and the Municipality of West Elgin and the west side of the intersection of Highway #3 and Highway #4. 4 A From the north limit of the former geographic Village of Port Stanley, now the Municipality of Central Elgin, to the north side of Glenwood Avenue in the Municipality of Central Elgin. 4 B From the south side of Talbot Road, the north limits of the City of St. Thomas, to the south side of the intersection of Highway #3 and Highway #4. 5 A From the north side of County Road #2 to the County of Elgin boundary which is the centre of the Thames River. 6 A From the east side of County Road #7 to the west side of County Road #103. 7 A From the south side of Turn Line, the road allowance between Concessions X and XI, the former Township of Orford, now the Municipality of Chatham -Kent, to the County of Elgin boundary which is the centre of the Thames River. 8 A From the east side of the Pearce Provincial Park to the west side in Lot 12, Concession X, Municipality of Dutton /Dunwich, to the west side of County Road #8 in Lot 10, Concession X. 8 B From the north side of County Road #8, Lot 10, Concession X, Municipality of Dutton /Dunwich to the south side of County Road #3. 8 C From the north side of County Road #3 to the County of Elgin boundary which is the centre of the Thames River. 9 A From the east side of County Road #103 to the west side of Colley Road. 9 B From the south side of McDougall Line to the north side of Stalker Line. 9 C From the east side of Colley Road to the west side of County Road #76. 9 D From the east side of County Road #76 to west side of County Road #5. 9 E From the east side of County Road #5 to west side of County Road #8. 9 F From the east side of County Road #8 to west side of County Road #14. 11 A From the east side of Highway #4 to west side of Wonderland Road. 13 A From the east side of County Road #8 to west side of County Road #14. 14 A From the north side of County Road #16 to the south side of County Road #3. 14 B From the north side of County Road #3 to the County of Elgin boundary which is the centre of the Thames River. 15 A From the north side of County Road #8 to the south side of County Road #2. 16 A From the east side of County Road #8 to the County of Elgin boundary which is the limits of the City of St. Thomas which is the west side of Lot 43. 17 A From the east side of County Road #119 to the east side of Carriage Road. 18 A From the east side of County Road #14 to the west side of County Road #119. 18 B From the west side of County Road #119 to west side of Highway #4. 19 A From the north side of the former Village of Port Burwell, now the Municipality of Bayham, to the County of Elgin boundary with the County of Norfolk. 20 A From the north side of George Street in the former Village of Port Stanley, now the Municipality of Central Elgin, to the south side of County Road #21. 20 B From the north side of County Road #21 to the south side of County Road #16. 20 C From the north side of County Road #16 to the south side of County Road #18. 20 D From the north side of County Road #18 to the south side of Southdale Drive. 21 A From the east side of County Road #20 to the west side of Colborne Street in the former Village of Port Stanley, now the Municipality of Central Elgin. 22 A From the north side of County Road #24 to the south side of County Road #27. 22 B From the north side of County Road #27 to the north side of Southdale Line, the County of Elgin boundary which is the limits of the City of St. Thomas. 23 A From the east of Colborne Street in the former Village of Port Stanley, now the Municipality of Central Elgin, to the east side of East Street in the former Village of Port Stanley, now the Municipality of Central Elgin. 23 B From the east side of County Road #4 to the north side of East Street in the former Village of Port Stanley, now the Municipality of Central Elgin. 24 A From the east side of County Road #23 to west side of County Road #73. 319 Corporation of the County of Elgin - 12 - By -Law 15 -12 Road Section Description 25 A From the County of Elgin boundary, which is the limit of the City of St. Thomas, to the south side of Highway #3. 25 B From the north side of Highway #3 to the north side of Regan Bourne, which is the County of Elgin boundary, which is the limit of the City of London. 26 A From the County of Elgin boundary, which is the centre of the Kettle Creek, which is the limit of the City of St. Thomas, to the east side of County Road #25. 27 A From the north side of County Road #20 to west side of County Road #4. 27 B From the east side of County Road #4 to west side of County Road #36. 28 A From the north side of County Road #45 to the south side of County Road #56. 28 B From the north side of County Road #56 to south side of Highway #3. 30 A From the south side of County Road #52, which is the limits of the City of St. Thomas, the County of Elgin boundary, to the north side of Thomson Line which is the limit of the City of London, the County of Elgin boundary. 31 A From the south side of Water Tower Line, the County of Elgin boundary, which is the limit of the City of St. Thomas, to the south side of County Road #52. 32 A From the east side of County Road #73 to the west side of Hacienda Road. 32 B From the south side of Glencolin Line to the south side of County Road #52. 34 A From the County of Elgin boundary, which is the limits of the City of London, to the west side of Belmont Road, in the former Village of Belmont, now the Municipality of Central Elgin. 35 A From the north side of County Road #45 to south side of Highway #3. 35 B From the north side of Highway #3 to south side of County Road #52. 36 A From the north side of County Road #24 to south side of County Road #27. 36 B From the north side of County Road #27 to south side of County Road #45. 36 C From the north side of County Road #45 to south side of Highway #3. 37 A From the east side of Belmont Road in the former Village of Belmont now the Municipality of Central Elgin, to west side of County Road #73. 37 B From the east side of County Road #73 to west side of County Road #47. 37 C From the east side of County Road #47 to the east side of Pigram Road in the former Township of South Dorchester, now the Township of Malahide, which is the Elgin County boundary. 38 A From the east side of Highway #3 to west side of County Road #19. 38 B From the east side of County Road #19 to the east side of Baynor Drive, County Road #55, which is the boundary to Elgin County. 39 A From a point 485 metres south of the south limit of Pitt Street in the former Village of Port Burwell, now the Municipality of Bayham, to the south side of County Road #42. 40 A From the north side of County Road #42 to south side of Highway #3. 40 B From the north side of Highway #3 to the south side of Glencolin Line. 40 C From the north side of Glencolin Line to the south side of County Road #52. 41 A On Fulton Street in the former Village of Vienna, now the Municipality of Bayham, from the west side of Union Street to the west side of Main Street. 41 B On Main Street in the former Village of Vienna, now the Municipality of Bayham, from the north side of County Road #19 to the north side of Fulton Street, in the former Village of Vienna, now the Municipality of Bayham. 42 A From the east side of County Road #73 to the west side of Robinson Street in the former Village of Port Burwell, now the Municipality of Bayham. 42 B From the east side of Robinson Street, in the former Village of Port Burwell, now the Municipality of Bayham, to the east side of Baynor Road, County Road #55, being the Elgin County boundary. 43 A From the north side of County Road #42 to the south side of County Road #45. 43 B From the north side of County Road #45 to the south side of County Road #38. 44 A From the east side of County Road #46 to the west side of Highway #3. 44 B From the east side of Highway #3 to the east side of County Road #19. 45 A From the south side of County Road #3 to the north side of County Road #16. 45 B From the south side of County Road #16 to the west side of County Road #4. 45 C From the east side of County Road #4 to the west side of County Road #73. 45 D From the east side of County Road #73 to the west side of County Road #40. 45 E From the east side of County Road #40 to the west side of County Road #19. 45 F From the east side of County Road #19 to the east side of Baynor Road, County Road #55, which is the County of Elgin boundary. 46 A From the north side of County Road #38 to the south side of Highway #3. 320 Corporation of the County of Elgin - 13 - By -Law 15 -12 Road Section Description 46 B From the north side of Highway #3 to the north side of Pressey Road, which is the County of Elgin boundary. 47 A From the north side of County Road #48 to the north side of Avon Drive, County Road #73, which is the County of Elgin boundary. 48 A From the north side of Southminster Bourne to the south side of Ferguson Line. 48 B From the east side of Wonderland Road to the west side of County Road #25. 48 C From the east side of County Road #25 to the west side of County Road #30. 48 D From the east side of County Road #30 to the west side of County Road #74. 48 E From the east side of County Road #74 to the west side of County Road #73. 48 F From the east side of County Road #73 to the west side of Pigram Road, County Road #54. 49 A From the north side of County Road #52 to the south side of County Road #48. 50 A From the north side of County Road #42 to the north limits of the former Village of Port Burwell, now the Municipality of Bayham. 51 A From the east side of Mellor Road to the west side of County Road #4. 52 A From the north side of Highway #3 to the west side of County Road #25. 52 B From the east side of County Road #25 to the west side of County Road #30. 52 C From the east side of County Road #30 to the west side of County Road #74. 52 D From the east side of County Road #74 to the west side of County Road #73. 52 E From the east side of County Road #73 to the west side of Putnam Road, the former Township of South Dorchester, now the Township of Malahide. 52 F From the north side of Ron McNeil Line, Lot B, Concession XII in the former Township of South Dorchester, now the Township of Malahide, to the west side of Pigram Road. 53 A From the north side of Highway #3 to the north side of Beech Street. 53 B From the east side of Elm Street to the west side of John Street. 54 A From the south side of Brownsville Road, Oxford County Road #27 to the north side of County Road #48. 55 A From the north side of County Road #42 to the south side of County Road #45. 55 B From the north side of County Road #45 to the south side of County Road #38. 56 A From the west side of Elmwood Avenue, the County of Elgin boundary with the City of St. Thomas, to the west side of County Road #36. 57 A From the east side of County Road #4 to the County of Elgin boundary with the City of St. Thomas. 73 A From the north side of Hale Street to the west side of Dexter Line. 73 B From the north side of Colen Street to the south side of the Catfish Creek. 73 C From the west side of Levi Street to the south limit of the Town of Aylmer. 73 D From the north limit of the Town of Aylmer to the north side of Avon Drive, County Road #37, the County of Elgin boundary. 74 A From the north side of Highway #3 to the south limit of the former Village of Belmont, now the Municipality of Central Elgin. 76 A From the north side of County Road #3 to the south limit of the former Village of West Lorne, now the Municipality of West Elgin. 76 B From the north limit of the former Village of West Lorne, now the Municipality of West Elgin to the County of Elgin boundary which is the middle of the Thames River. 103 A From a point 390 metres south of the south side of Gray Line to the south side of County Road #3. 103 B From the north side of County Road #3 to the County of Elgin boundary which is the middle of the Thames River. 104 A From the north side of Muirkirk Line to the south side of McMillan Line. 104 B From the east side of McPherson Road to the west side of Blacks Road. 104 C From the south side of McMillan Line to the north side of Queens Line. 104 D From the east side of Blacks Road to the west side of County Road #103. 119 A From the north side of County Road #3 to the north side of Southdel Drive which is the County of Elgin boundary. 321 Corporation of the County of Elgin - 14 - By -Law 15 -12 SCHEDULE "A" By -Law No. 15 -12 PART "B" When properly worded signs have been erected and are on display no person shall park a vehicle on the highway or part of the highway known as: County Road #2 (Pioneer Line) east of Graham Road on the north side of Road #2 for a distance of 35 metres. 1.1 County Road #2 (Pioneer Line) east of Graham Road on the south side of Road #2 for a distance of 30 metres. 1.2 County Road #2 (Pioneer Line) west of Graham Road on the north side of Road #2 for a distance of 25 metres. 1.3 County Road #2 (Pioneer Line) west of Graham Road on the south side of Road #2 for a distance 46 metres. 2. County Road #3 (Talbot Line) east of Currie Road on the north side of Road #3 for a distance of 51 metres. 2.1 County Road #3 (Talbot Line) east of Currie Road on the south side of Road #3 for a distance of 41 metres. 2.2 County Road #3 (Talbot Line) east of Union Road on the north side of Road #3 for a distance of 56 metres. 2.3 County Road #3 (Talbot Line) east of Union Road on the south side of Road #3 for a distance of 46 metres. 2.4 County Road #3 (Talbot Line) west of Currie Road on the north side of Road #3 for a distance of 79 metres. 2.5 County Road #3 (Talbot Line) west of Currie Road on the south side of Road #3 for a distance of 79 metres. 2.6 County Road #3 (Talbot Line) west of Union Road on the north side of Road #3 for a distance of 32 metres. 2.7 County Road #3 (Talbot Line) west of Union Road on the south side of Road #3 for a distance of 54 metres. 3. County Road #4 (Bridge Street) north and south from the east end of King George VI Lift Bridge for a distance of 30 metres east. 3.1 County Road #4 (Bridge Street) north and south from the west end of King George VI Lift Bridge for a distance of 30 metres west. 3.2 County Road #4 (Bridge Street) north and south from the stop block for a distance of 25 metres west. 3.3 County Road #4 (Colborne Street) east and west from the stop block for a distance of 30 metres north. 3.4 County Road #4 (Colborne Street) west from the south side of Warren Street to a point in line with the centre of Lot 10. 3.5 County Road #4 (Colborne Street) west from a point in line with the centre of Lot 10 to the south limit of Lot 12. 3.6 County Road #4 (Colborne Street) east from the north side of Matilda Street to the south limit of Lot 59. 3.7 County Road #4 (Sunset Drive) east and west, 200 metres from the south property line of Glenwood Avenue for a distance of 90 metres south. 322 Corporation of the County of Elgin - 15 - By -Law 15 -12 3.8 County Road #4 (Sunset Drive) 50 metres north of the north property limit northerly 850 metres on the east side of the road. 3.9 County Road #4 (Sunset Drive) 50 metres north of the north property limit northerly 850 metres on the west side of the road. 4. County Road #8 (Main Street) north of Mary Street on the east side of Road #8 for a distance of 17 metres. 4.1 County Road #8 (Main Street) 105 metres north of Mary Street on the east side of Road #8 for a distance of 87 metres. 4.2 County Road #8 (Main Street) north of Mary Street on the west side of Road #8 for a distance 15 metres. 4.3 County Road #8 (Main Street) 79 metres north of Mary Street on the west side of Road #8 for a distance of 54 metres. 5. County Road #15 (Miller Road) 211 metres west of John Street on the north and south sides of Road #15. 6. County Road #16 (Fingal Line) east of Union Road on the north side of Road #16 for a distance of 50 metres. 6.1 County Road #16 (Fingal Line) east of Union Road on the south side of Road #16 for a distance of 54 metres. 6.2 County Road #16 (Fingal Line) 223 metres east of Lyle Road on the north side of Road #16 for a distance of 260 metres. 6.3 County Road #16 (Fingal Line) 223 metres east of Lyle Road on the south side of Road #16 for a distance of 260 metres. 7 County Road #19 (Plank Road) north of Heritage Line on the east side of Road #19 for a distance of 80 metres. 7.1 County Road #19 (Plank Road) north of Heritage Line on the west side of Road #19 for a distance of 80 metres. 7.2 County Road #19 (Plank Road) south of Heritage Line on the east side of Road #19 for a distance of 70 metres. 7.3 County Road #19 (Plank Road) south of Heritage Line on the west side of Road #19 for a distance of 65 metres. 7.4 County Road #19 (Robinson Street) east and west from the west side of County Road #50 (Victoria Road) south to the north property line of County Road #42 (Wellington Road). 8. County Road #21 (Warren Street) from the westerly limit of Colborne Street westerly for a distance of 81 metres. 9. County Road #25 (Wellington Road) east and west, 190 metres from the north property line of Ron McNeil Line for a distance of 80 metres north. 10 County Road #27 (Sparta Line) 1501 metres west of Quaker Road on the north side of Road #27 for a distance of 359 metres. 10.2 County Road #27 (Sparta Line) 1501 metres west of Quaker Road on the south side of Road #27 for a distance of 359 metres. 10.3 County Road #27 (Sparta Line) 1250 metres west of Quaker Road on the north side of Road #27 for a distance of 250 metres. 10.4 County Road #27 (Sparta Line) 1267 metres west of Quaker Road on the south side of Road #27 for a distance of 250 metres. 10.5 County Road #27 (Sparta Line) west of Quaker Road on the south side of Road #27 for a distance of 73 metres. 323 Corporation of the County of Elgin - 16 - By -Law 15 -12 10.6 County Road #27 (Sparta Line) from the southwest corner of Sparta Line and Fairview Road 40 metres long that begins 58 metres west of the northwest property limit and proceed easterly 70 metres. 11 County Road #31 (Radio Road) 900 metres south of Ron McNeil Line on the east side of Road #31 for a distance to the city limits. 11.1 County Road #31 (Radio Road) 900 metres south of Ron McNeil Line on the west side of Road #31 for a distance to the city limits. 12 County Road #35 (Springwater Road) south of Conservation Line on the east side of Road #35 for a distance of 722 metres. 12.1 County Road #35 (Springwater Road) south of Conservation Line on the west side of Road #35 for a distance of 722 metres. 13 County Road #39 (Chatham Street) 482 metres south of Libbye Street on the east side of Road #39 for a distance of 482 metres. 13.1 County Road #39 (Chatham Street) 482 metres south of Libbye Street on the west side of Road #39 for a distance of 482 metres. 14 County Road #47 (Putnam Road) north of Lyons Line on the west side of Road #47 for a distance of 100 metres. 14.1 County Road #47 (Putnam Road) north of Lyons Line on the east side of Road #47 for a distance of 100 metres. 14.2 County Road #47 (Putnam Road) south of Lyons Line on the west side of Road #47 for a distance of 50 metres. 14.3 County Road #47 (Putnam Road) south of Lyons Line on the east side of Road #47 for a distance of 50 metres. 15.1 County Road #48 (Lyons Line) east of Putnam Road on the north side of Road #48 for a distance of 50 metres. 15.2 County Road #48 (Lyons Line) east of Putnam Road on the south side of Road #48 for a distance of 50 metres. 15.3 County Road #48 (Lyons Line) west of Putnam Road on the north side of Road #48 for a distance of 100 metres. 15.4 County Road #48 (Lyons Line) west of Putnam Road on the south side of Road #48 for a distance of 100 metres. 15.5 County Road #48 (Ferguson Line) 1126 metres west of Belmont Road on the north side of Road #48 for a distance of 625 metres. 15.6 County Road #48 (Ferguson Line) 1126 metres west of Belmont Road on the south side of Road #48 for a distance of 626 metres. 16 County Road #73 (Imperial Road) 400 metres north of Lyons Line on the east side of Road #73 for a distance of 350 metres. 16.1 County Road #73 (Imperial Road) 400 metres north of Lyons Line on the west side of Road #73 for a distance of 350 metres. 16.2 County Road #73 (Imperial Road) north of Van Patter Line on the east side of Road #73 for a distance of 225 metres. 16.3 County Road #73 (Imperial Road) north of Van Patter Line on the west side of Road #73 for a distance of 225 metres. 16.4 County Road #73 (Imperial Road) south of Van Patter Line on the east side of Road #73 for a distance of 50 metres. 16.5 County Road #73 (Imperial Road) south of Van Patter Line on the west side of Road #73 for a distance of 50 metres. 324 Corporation of the County of Elgin - 17 - By -Law 15 -12 16.6 County Road #73 (Imperial Road) 115 metres south of Bradley Creek on the east side of Road #73 for a distance of 110 metres. 16.7 County Road #73 (Imperial Road) 115 metres south of Bradley Creek on the west side of Road #73 for a distance of 110 metres. 16.8 County Road #73 (Imperial Road) 570 metres north of Glencolin Line on the east side of Road #73 northerly for a distance of 236 metres. 16.9 County Road #73 (Imperial Road) 570 metres north of Glencolin Line on the west side of Road #73 northerly for a distance of 236 metres. 16.10 County Road #73 (Imperial Road) from the south west property limits of Lyons Line, southerly for 53 metres. 17. County Road #73 (John Street) east side from Chestnut Street to County Road #53 (Beech Street). 17.1 County Road #73 (John Street) east side from Talbot Street to Sydenham Street. 17.2 County Road #73 (John Street) east side from Talbot Street for a distance of 18 metres north. 17.3 County Road #73 (John Street) east side from Pine Street for a distance of 13 metres north. 17.4 County Road #73 (John Street) east side from 25 metres south of Chestnut Street to 87 metres south of Chestnut Street. 17.5 County Road #73 (John Street) west side from Sydenham Street for a distance of 21 metres south. 17.6 County Road #73 (John Street) west side from County Road #53 (Beech Street) north to the town limit. 17.7 County Road #73 (John Street) west side from Pine Street for a distance of 15 metres south. 17.8 County Road #73 (John Street) west side from South Street for a distance of 18 metres north. 17.9 County Road #73 (John Street) west side from Pine Street for a distance of 15 metres north. 17.10 County Road #73 (John Street) west side from Talbot Street for a distance of 15 metres south. 17.11 County Road #73 (John Street) west side from Maple Street to Spruce Street. 17.12 County Road #73 (John Street) west side from Chestnut Street for a distance of 50 metres south. 17.13 County Road #73 (John Street) west side from Talbot Street northerly for a distance of 84 metres. 18. County Road #74 (Belmont Road) north of New Sarum Line on the east side of Road #74 for a distance of 250 metres. 18.1 County Road #74 (Belmont Road) north of New Sarum Line on the west side of Road #74 for a distance of 250 metres. 19. County Road #74 (Main Street) east from the north -west corner of Lot 33, Plan 231 to the north -west corner of Lot 26, Plan 231. 19.1 County Road #74 (Main Street) east from the south side of Caesar Road for a distance 21 metres south. 19.2 County Road #74 (Main Street) east from the north side of Caesar Road for a distance 16 metres north. 19.3 County Road #74 (Main Street) east from the south side of Union Street for a distance 23 metres south. 325 Corporation of the County of Elgin - 18 - By -Law 15 -12 19.4 County Road #74 (Main Street) east from the north side of Union Street for a distance 20 metres north. 19.5 County Road #74 (Main Street) east from the south side of Church Street for a distance 21 metres south. 19.6 County Road #74 (Main Street) east from the north side of Church Street for a distance 19 metres north. 19.7 County Road #74 (Main Street) east from the south side of Washburn Street for a distance 20 metres south. 19.8 County Road #74 (Main Street) east from the north side of Washburn Street for a distance 20 metres north. 19.9 County Road #74 (Main Street) west from the north side of 7th Avenue for a distance 15 metres north. 19.10 County Road #74 (Main Street) west from the south side of 7th Avenue for a distance 19 metres south. 19.11 County Road #74 (Main Street) west from the north side of North Street for a distance 17 metres north. 19.12 County Road #74 (Main Street) west from the south side of North Street for a distance 40 metres south. 19.13 County Road #74 (Main Street) west from the north side of Odell Street for a distance 22 metres north. 19.14 County Road #74 (Main Street) west from the south side of Odell Street for a distance 26 metres south. 19.15 County Road #74 (Main Street) west from the north side of Copeland Street for a distance 57 metres north. 19.16 County Road #74 (Main Street) west from the south side of Copeland Street for a distance 21 metres south. 19.17 County Road #74 (Main Street) west from the north side of the north entrance of the plaza to a point 24 metres north of plaza. 19.18 County Road #74 (Main Street) west from the south side of the south entrance of the plaza for a distance of 8 metres south. 19.19 County Road #74 (Main Street) west from the north side of Rouen Street for a distance of 20 metres north. 19.20 County Road #74 (Main Street) west from the south side of Rouen Street fora distance of 12 metres south. 19.21 County Road #74 (Main Street) west from the south side of Dyer Street for a distance of 20 metres south. 19.22 County Road #74 (Main Street) west from the north side of Borden Avenue for a distance of 36 metres north. 20. County Road #76 (Graham Road) east from 119 metres from the centre line of Marsh Line for a distance of 364 metres north, from 8:00 a.m. to 4:00 p.m., Monday to Friday. 20.1 County Road #76 (Graham Road) west from 244 metres south from the centre line of Mehring Street for a distance of 348 metres south, from 8:00 a.m. to 4:00 p.m., Monday to Friday. 20.2 County Road #76 (Graham Road) east, 109 metres south of Jessie Street for a distance of 43 metres south. 21. County Road #103 (Furnival Road) south of Queens Line on the west side of Road #103 for a distance of 34 metres. 326 Corporation of the County of Elgin - 19 - By -Law 15 -12 SCHEDULE "A" By -Law No. 15 -12 PART "C" The following locations are hereby designated as Crosswalk Zones of 2.0m in width: 327 Corporation of the County of Elgin - 20 - By -Law 15 -12 SCHEDULE "B" By -Law No. 15 -12 RESTRICTED PARKING Column 1 Column 2 Column 3 Column 4 Column 5 Highway Side To /From Time of Day Time Length 328 Corporation of the County of Elgin - 21 - By -Law 15 -12 SCHEDULE "C" By -Law No. 15 -12 DESIGNATED ONE -WAY STREETS Column 1 Column 2 Column 3 Highway To /From Direction 329 Corporation of the County of Elgin - 22 - By -Law 15 -12 SCHEDULE "D" By -Law No. 15 -12 PARKING METRE RATES Column 1 Column 2 Maximum Time Period Parking Metre Rates 330 Corporation of the County of Elgin - 23 - By -Law 15 -12 SCHEDULE "E" By -Law No. 15 -12 PARKING METRE LOCATIONS Column 1 Column 2 Column 3 Highway Side From To 331 Corporation of the County of Elgin - 24 - By -Law 15 -12 SCHEDULE "F" By -Law No. 15 -12 PENALTIES - PARKING INFRACTIONS Item Short Form Wording 1. Park on Highway - Display for Sale 2. Park on or within Sidewalk /Crosswalk/ Crossover /Boulevard Provision Early Creating or Voluntary Defining Payment Set Offence (within 7 days) Fine 9 $20.00 $25.00 20(1) $20.00 $25.00 3. Park Blocking Lane /Driveway /Alley 20(2) $20.00 $25.00 4. Parking within 1 m of Lane /Driveway /Alley 20(2) $20.00 $25.00 5. Park More than 0.15m from Curb 20(3) $20.00 $25.00 6 Park in Winter -Right Hand Wheels of Vehicle 20(3) $20.00 $25.00 Not as Close as Conditions Permit 7. Park on Roadway Side of Vehicle 20(4) $20.00 $25.00 8. Park on Left Side of Roadway Where Prohibited 20(5) $20.00 $25.00 9. Parked - Obstructing Traffic 20(6) $20.00 $25.00 10. Park within 8m of Fire Hall 20(7) $20.00 $25.00 11. Park within 30m of Fire Hall 20(7) $20.00 $25.00 12. Park within 9m of Intersection 20(8) $20.00 $25.00 13. Park on Bridge /Subway 20(9) $20.00 $25.00 14. Park on Approach to Bridge /Subway 20(9) $20.00 $25.00 15. Park within 3m of Fire Hydrant 20(10) $20.00 $25.00 16. Park within 2m of Entrance to Public Building 20(11) $20.00 $25.00 17. Park within 15m of Intersection with Signal Lights 20(12) $20.00 $25.00 18. Park within 15m of Railway Crossing 20(13) $20.00 $25.00 19. Park Preventing Removal of Other Vehicle 20(14) $20.00 $25.00 20. Park on Highway - Travelled Portion Less than 20(15) $20.00 $25.00 6m wide 21. Park within 15m of Pedestrian Crossover 20(16) $20.00 $25.00 22. Park Alongside Railway Tracks 20(17) $20.00 $25.00 23. Park Adjacent to Railway Tracks 20(17) $20.00 $25.00 24. Park within Loading Zone 20(18) $20.00 $25.00 25. Park in Signed Area where Prohibited - 20(19) $20.00 $25.00 Municipal Lands 26. Park in Signed Area - Emergency Vehicles Only 20(20) $20.00 $25.00 332 Corporation of the County of Elgin - 25 - By -Law 15 -12 SCHEDULE "F" (Continued) By -Law No. 15 -12 PENALTIES - PARKING INFRACTIONS Provision Early Creating or Voluntary Defining Payment Set Item Short Form Wording Offence (within 7 days) Fine 27. Park in Signed Area 20(21) $20.00 $25.00 28. Park in a Signed Area - Contrary to Restrictions 21(2) $20.00 $25.00 29. Park in Excess of Five Hours 21(3) $20.00 $25.00 30. Park Between 3:00 a.m. and 5:00 a.m. 21(4) $20.00 $25.00 31. Park Left Hand Wheels of Vehicle More than 21(5) $20.00 $25.00 0.3m from Curblane 32. Park in Winter -Left Hand Wheels of Vehicle Not 21(5) $20.00 $25.00 as Close as Practical 33. Park at Metre -Fail to Deposit Sums 21(6)(i) $12.50 $15.00 34. Park at Expired Metre - Longer than Payment 21(6)(ii)(a) $12.50 $15.00 Made 35. Parking at Expired Metre - Longer than Maximum 21(6)(ii)(b) $12.50 $15.00 Time 36. Parking at Metre - Outside Metre Zone 21(6)(ii)(c) $20.00 $25.00 37. Fail to Park as Close as Practical to Metre 21(6)(iii) $20.00 $25.00 38. Park Heavy Truck /Bus /School Bus) on Highway 21(7)(i) $20.00 $25.00 in Residential Zone 39. Park in Designated Disabled Person Parking 21(8)(i) N/A $300.00 Space NOTE: Penalty provision for the offences indicated above is Part F, Paragraph 27, of By -Law 15 -12 [formerly By -Law No. EG1 (01- 40)], a certified copy of which has been filed. 333 Corporation of the County of Elgin Agreement made in triplicate this BETWEEN: - 26 - By -Law 15 -12 SCHEDULE "G" By -Law No. 15 -12 AGREEMENT day of THE CORPORATION OF THE COUNTY OF ELGIN HEREINAFTER CALLED "THE COUNTY" OF THE FIRST PART - AND - THE CORPORATION OF THE HEREINAFTER CALLED "THE MUNICIPALITY" OF THE SECOND PART AD, 20 WHEREAS the Council for the Corporation of the County of Elgin did pass By -Law No. 94 -42 on September 27, 1994, thereby authorizing the Warden and the Clerk to enter into certain agreements setting out certain terms and conditions, with various lower tier constituent municipalities under which they may provide County by -law enforcement and; WHEREAS it is appropriate to outline said terms and conditions in an agreement; NOW THEREFORE, the following agreement comes into force and takes effect when all parties have signed said agreement. TERMS AND CONDITIONS 1. Any employee of the Municipality who is responsible for enforcement of the County By -Laws shall be a duly appointed Provincial Offences Officer. 2. The Municipality shall be responsible for enforcing the County of Elgin's EG1 (now 15- 12) Parking by -Law on lands within the Municipality at no cost to the County. 3. Any litigation costs associated with said enforcement shall be the sole responsibility of the Municipality. 4. The Municipality will use EG1 parking tickets when issuing tickets for parking infractions. 5. THIS AGREEMENT shall inure to the benefit of and be binding upon the Parties hereto, their successors and assigns and may be altered by agreement of both Parties in writing. IN WITNESS THEREOF the Parties have hereunto affixed their respective corporate seals duly attested by the hands of their proper signing officers in that behalf. THE CORPORATION OF THE THE CORPORATION OF THE COUNTY OF ELGIN Mayor Warden Administrator /Clerk Chief Administrative Officer Witness Witness Date Date 334 CLOSED MEETING AGENDA March 24, 2015 Staff Report: 1) Chief Administrative Officer - Municipal Act Section 240.2 (c) a proposed or pending acquisition or disposition of land by the municipality or local board — Update #2 Dexter Line Land Purchases (verbal) Correspondence Item: 1) Memo from Steve Pancino, General Manager, Medavie EMS - Municipal Act Section 240.2 (d) labour relations — Community Paramedic Pilot Project 335