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05 - March 22, 2016 County Council Agenda Package1/000F�. I E (y lgin( �Co ORDERS OF THE DAY FOR TUESDAY, MARCH 22, 2016 - 9:00 A.M. ORDER 1 st Meeting Called to Order 2nd Adoption of Minutes — March 8, 2016 3rd Disclosure of Pecuniary Interest and the General Nature Thereof 4th Presenting Petitions, Presentations and Delegations DELEGATION: 9:00 a.m. Mayor Heather Jackson, City of St. Thomas, Healthy Kids Community Challenge - Community Leaders Cabinet (CLC) Terms of Reference and Call to Action (attached) 5th Motion to Move Into "Committee Of The Whole Council" 6th Reports of Council, Outside Boards and Staff 7th Council Correspondence 1) Items for Consideration 2) Items for Information (Consent Agenda) 8th OTHER BUSINESS 1) Statements/Inquiries by Members 2) Notice of Motion 3) Matters of Urgency 9th Closed Meeting 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 NOT BE PROVIDED NOTICE: Deputy Warden for March Councillor McWilliam Deputy Warden for April Councillor Currie April 12, 2016 County Council Meeting — 9:00 a.m. June 15, 2016 2016 Warden's Charity Golf Tournament 1 DRAFT COUNTY COUNCIL MINUTES Tuesday, March 8, 2016 The Elgin County Council met this day at the Administration Building at 9:00 a.m. with all members present. Warden Wiehle in the Chair. ADOPTION OF MINUTES Moved by Councillor Wolfe Seconded by Councillor Jones THAT the minutes of the meeting held on February 9, 2016 be adopted. - Carried. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF — At the appropriate time, Councillor McWilliam declared a conflict of interest on a specific in - camera item; regarding the Hennessey & Hogan LLP Lease Extention. The Councillor refrained from discussing and voting on this item as he does business with this firm. PRESENTATION Retirement Recognition: Dianne McFadden The Warden presented a certificate of retirement to Dianne McFadden for 41.7 years of service at Bobier Villa. He thanked her for years of quality patient care, high standards, and active contributions. DELEGATION Source Water Protection Ms. Jennifer Cole, Watershed Resource Technician, Kettle Creek Conservation Authority with a PowerPoint presentation about the Source Water Protection Plan. Moved by Councillor Marr Seconded by Councillor Currie THAT the PowerPoint presentation titled "Source Water Protection" dated March 8, 2016 from the Watershed Resource Technician, Kettle Creek Conservation Authority be received and filed. - Carried. Moved by Councillor Mennill Seconded by Councillor Currie THAT we do now move into Committee Of The Whole Council. - Carried. REPORTS Accessibility Directorate of Ontario - File Review Notice — Accessibility Coordinator The coordinator presented a report informing Council of a file review notice Elgin County received from the Accessibility Directorate of Ontario. Documentation was provided and the file was closed. County Council Moved by Councillor Martyn Seconded by Councillor Jones March 8, 2016 THAT the report titled "Accessibility Directorate of Ontario — File Review Notice" from the Accessibility Coordinator, dated February 10, 2016 be received and filed. - Carried. Homes - Infection Control Policy and Procedure Manual — Director of Homes and Seniors Services The director presented the report recommending that Council approve revisions made to the County of Elgin Homes and Seniors Services Infection Control Policy and Procedure Manual. Moved by Councillor Wolfe Seconded by Councillor Ens THAT Council approve the County of Elgin Homes and Seniors Services Infection Control Policy and Procedure Manual review and revisions effective March 8, 2016. - Carried. Homes - Long -Term Care (LTC) Case Mix Index (CMI) Results for 2016-17 Funding — Director of Homes and Seniors Services The director presented the report outlining results for the 2016-17 Nursing and Personal Care (NPC) envelope funding, referred to as the CMI. Moved by Councillor Marr Seconded by Councillor Mennill THAT the report titled "Homes - Long -Term Care (LTC) Case Mix Index (CMI) Results for 2016-17 Funding" from the Director of Homes and Seniors Services, dated February 23, 2016 be received and filed. - Carried. Homes - Long -Term Care Home Service Accountability Agreement (L -SAA) 2016-19 - Bobier Villa, Elgin Manor and Terrace Lodge — Director of Homes and Seniors Services The director presented the report recommending that Council approve the Long -Term Care Home Service Accountability Agreement 2016-19 with the Local Health Integration Network (LHIN) for Bobier Villa, Elgin Manor and Terrace Lodge. Moved by Councillor Jones Seconded by Councillor McWilliam THAT Council approve and direct staff to sign the 2016-2019 Long -Term Care Service Accountability Agreements for Bobier Villa, Elgin Manor and Terrace Lodge. - Carried. 2015 Library Usage and Statistics Report — Library Coordinator The coordinator presented the report outlining the 2015 library statistics and usage trends within the context of a five year analysis from 2011 to 2015, both for the system as a whole and for each of the ten branches. Topics of discussion included active library users, circulation statistics (both physical and online usage), internet usage, and program statistics. Moved by Councillor Martyn Seconded by Councillor Mennill THAT the report titled "2015 Library Usage and Statistics Report' from the Library Coordinator, dated February 22, 2016 be received and filed; and, County Council March 8, 2016 THAT a copy of this report be submitted to all municipalities in the County of Elgin. - Carried. Elgin County Museum Advisory Committee 2016 Membership — Director of Community and Cultural Services The director presented the report recommending that Council appoint Mr. Charles Jenkins of the Township of Malahide to serve on the Elgin County Museum Advisory Committee in the capacity of agricultural representative for a four-year term. Moved by Councillor Mennill Seconded by Councillor Marr THAT Mr. Charles Jenkins of the Township of Malahide be appointed to the Elgin County Museum Advisory Committee on behalf of the agricultural community in Elgin County according to the terms of By -Law No. 16-03; and, THAT the report titled "Elgin County Museum Advisory Committee 2016 Membership" dated February 19, 2016 be received and filed. - Carried. Reaional Rideshare Initiative Update — Director of Enaineerina Services The director presented the report updating Council on the status of the Regional Rideshare Initiative as originally proposed by the City of London in April, 2015. Moved by Councillor Marr Seconded by Councillor Currie THAT the invitation for Elgin County to participate in the Regional Rideshare Program from the City of London be received and filed. - Carried. Transfer of Creek Road to the Municipality of Bavham — Director of Enaineerina Services The director presented the report recommending that Council, at the request of the Municipality of Bayham, approve the transfer of Creek Road to the aforementioned municipality. Moved by Councillor Ens Seconded by Councillor Jones THAT the County of Elgin remove a parcel of Creek Road (parcel F-5 Section 54, being part of Block F, Plan 54 in the Township of Bayham, P.I.N. 35332-0255, known as Creek Road, set out as Part 1 on reference plan 11 R-9986) from the County's highway system; and, THAT the ownership of Creek Road be transferred to the Municipality of Bayham; and, THAT the Oil & Gas lease registered with The Medina Natural Gas Company Limited be terminated prior to the transfer of Creek Road to the Municipality of Bayham. - Carried. No Parking By -Law Amendment - Sunset Road at Warren Street — Director of Engineering Services The director presented the report seeking Council's approval of an amendment to the No Parking By -Law that would see no parking signs installed near the intersection of Sunset Road (County Road 4) and Warren Street (County Road 21) in Port Stanley in order to eliminate hazards posed by sightline restrictions. County Council Moved by Councillor Marr Seconded by Councillor Currie March 8, 2016 THAT the No Parking By -Law (By -Law No. 15-12) be amended to include a section of Sunset Road from the north property limits of Warren Street, northerly for 105 metres; and, THAT the Municipality of Central Elgin be requested to install the signs supplied by the County; and, THAT the OPP be notified of the establishment of this no parking zone. - Carried. OCIF Intake #2 — Miller Road Reconstruction — Deputy Director of Engineering Services The deputy director presented the report informing Council that the County of Elgin and the Municipality of Dutton Dunwich will receive funding to reconstruct Miller Road under the OCIF Intake #2 Program. Moved by Councillor McWilliam Seconded by Councillor Currie THAT the Warden and Chief Administrative Officer be authorized and directed to enter into a Contribution Agreement with the Province of Ontario to receive funding through the Ontario Community Infrastructure Fund (OCIF) Application Based Component, Intake Two for the Reconstruction of Miller Road; and, THAT the Warden and Chief Administrative Officer be authorized and directed to enter into the Ontario Community Infrastructure Fund (OCIF) —Application Based Component Intake Two, Partnership Agreement with the Municipality of Dutton Dunwich; and, THAT the Warden on behalf of Council issue a letter of appreciation to the Minister of the Ministry of Agriculture Food and Rural Affairs. - Carried. Award of Tender for Bradley Creek Culvert Replacement on John Street South in Aylmer (Contract No. 6290-14-02B) — Deputy Director of Engineering Services The deputy director presented the report recommending that Council approve the selection of Gary D. Robinson Contracting Ltd. for the Bradley Creek Culvert Replacement on John Street South in Aylmer. Moved by Councillor Martyn Seconded by Councillor Currie THAT Gary D. Robinson Contracting Ltd. be selected for the Bradley Creek Culvert Replacement on John Street South in Aylmer (Contract No. 6290-14-02B) at a total price of $464,950.00 exclusive of H.S.T; and, THAT the Warden and Chief Administrative Officer be authorized to sign the contract - Carried. Council recessed at 10:01 a.m. and reconvened at 10:15 a.m. Alternate Deputy Clerk and Deputy Treasurer — Chief Administrative Officer The Chief Administrative Officer presented the report recommending that Council appoint an Alternate Deputy Clerk and an Alternate Deputy Treasurer. County Council Moved by Councillor Martyn Seconded by Councillor Currie March 8, 2016 THAT Mr. Stephen Gibson, County Solicitor, be also appointed as Deputy Clerk (alternate) and Mrs. Jennifer Ford, Senior Financial Analyst be appointed as Deputy Treasurer (alternate); and, THAT the necessary by-law be prepared. - Carried. Draft Approval for a Vacant Land Condominium, Prespa Construction Ltd. Jacklin Farm Phase 3 Condominium File No. 34D - CE1401 — Manager of Planninq The manager presented Council with information required in order to consider granting draft plan approval to the above noted plan of condominium. Moved by Councillor Marr Seconded by Councillor Currie THAT the Council of the Corporation of the County of Elgin grants draft plan approval to Prespa Construction Ltd. Draft Plan of Vacant Land Condominium (Jacklin Farm Phase 3) in the Municipality of Central Elgin (Lynhurst) File No. 34CD-CE1401; and, THAT staff be directed to provide notice of this decision subject to the conditions for final approval in accordance with the Planning Act. - Carried. Review of Environmental Impact Studies (EIS) — Manager of Planning The manager presented the report requesting that Council approve a roster listing of firms that are qualified to undertake Environmental Impact Studies (EIS). Moved by Councillor Martyn Seconded by Councillor Jones THAT Elgin County Council authorize and direct staff to advise the three firms of their selection to the roster through the RFP process; and, THAT staff use its best efforts to present EIS peer review assignments on a rotational basis. - Carried. On a related topic, Council discussed the frustration on waiting for certain approvals from the Ministry of the Environment and Climate Change. Moved by Councillor Marr Seconded by Councillor Mennill THAT the Warden be authorized and directed to write AMO, the Minister of the Environment and Climate Change, the M.P.P, and local municipalities respectfully requesting that these Environmental Compliance Application Approvals be processed more expeditiously. - Carried. Council and Outside Boards Remuneration and Expenses — Director of Financial Services The director presented the report summarizing remuneration, mileage, and expenses for Council and Outside Boards. Moved by Councillor Marr Seconded by Councillor Currie THAT the Treasurer's Statement of Remuneration and Expenses for County Council for 2015 be received and filed by Council. County Council 6 March 8, 2016 THAT the Treasurer's Statement for Remuneration and Expenses for Outside Boards for 2015 be received and filed by Council. - Carried. 2015 Full Year Financial Performance — Director of Financial Services The director presented the report outlining the financials for 2015. Revenue for the year was $64.1 million and expenses were $60.6 million for a net income of $3.5 million and a favourable performance of $1.2 million. Moved by Councillor McWilliam Seconded by Councillor Currie THAT the $1.2 million of preliminary 2015 operating year-end budget performance be applied to the 2016 budget to offset tax increases by 0.4%. - Carried. CORRESPONDENCE Items for Consideration 1. The Town of Northeastern Manitoulin and the Islands with a resolution seeking support for the Province of Ontario to increase funding to Long -Term Care Facilities. 2. Stephen M. A. Huycke, Town Clerk, Town of Aurora with a resolution seeking support for the Government of Ontario to limit the jurisdiction of the Ontario Municipal Board. 3. Louis Antonakos, Mayor, The Corporation of the Town of Carleton Place with a resolution seeking support for the Province of Ontario to discontinue the use of the current infrastructure funding evaluation criteria and instead distribute all future infrastructure grants to all municipalities utilizing a fair and equitable formula. 4. Elana Arthurs, Clerk, Township of Cavan Monaghan requesting Municipal Councils send the AMO Senior Advisor any input or concerns re: The Ministry of Health's Ontario's Consultation on Primary, Home, and Community Health Care document. 5. Tammy Fowkes, Deputy Clerk, The Corporation of the Town of Amherstburg requesting support of the Township of Wainfleet's resolution requesting the Ontario Government to cancel RFP for added wind power generation. 6. Brian Weaver, President of The Royal Canadian Legion Ontario Command inviting Elgin County to support the Royal Canadian Legion with a Veterans Support/Remembrance Advertisement in the "Military Service Recognition Book". The following recommendation was adopted in regard to Correspondence Item #1: Moved by Councillor Ens Seconded by Councillor Marr THAT the Corporation of the County of Elgin support The Town of Northeastern Manitoulin and the Islands' resolution seeking support for the Province of Ontario to increase funding to Long -Term Care Facilities. - Carried. The following recommendation was adopted in regard to Correspondence Item #2: Moved by Councillor Martyn Seconded by Councillor Jones THAT Correspondence Item #2 be received and filed. - Carried. County Council March 8, 2016 The following recommendation was adopted in regard to Correspondence Item #3: Moved by Councillor Ens Seconded by Councillor Marr THAT The Corporation of the County of Elgin support the resolution from The Town of Carleton Place requesting that the Province of Ontario discontinue the use of the current infrastructure funding evaluation criteria and instead distribute all future infrastructure grants to all municipalities utilizing a fair and equitable formula. - Carried. The following recommendation was adopted in regard to Correspondence Item #4: Moved by Councillor Marr Seconded by Councillor Ens THAT Correspondence Item #4 be received and filed. - Carried. The following recommendation was adopted in regard to Correspondence Item #5: Moved by Councillor Mennill Seconded by Councillor Currie THAT Correspondence Item #5 be received and filed. - Carried. The following recommendation was adopted in regard to Correspondence Item #6: Moved by Councillor Jones Seconded by Councillor Currie THAT a quarter page, full colour ad be taken out in the Royal Canadian Legion Military Service Recognition Book at the cost of $545.00. - Carried. Items for Information (Consent Agenda) 1. Hon. Jeff Leal, Minister of Agriculture, Food and Rural Affairs with information on the Premier's Award for Agri -Food Innovation Excellence Application Process. Deadline is April 15, 2016. 2. Cynthia St. John, Executive Director, Elgin St. Thomas Public Health with resolution approving the return of the County's 3% 2015 budget payment. 3. St. Thomas Times Journal article titled "Emergency Workers Overcome 'Huge Challenge' In Line of Duty" dated February 18, 2016. 4. Ryan DeSutter, Senior Engineering Technologist & Drainage Superintendent, Municipality of Central Elgin re: Appointment of Engineer — Dexter Line Municipal Drain Outlets. 5. Ken Loveland, CAO/Clerk, Township of Southwold, with Notice of Study Completion Talbotville WWTP Class EA. 6. Maureen Vandenberghe, MSC Communications & Development Coordinator announcing Multi -Service Centre Community Champions Week 2016. 7. Email from OPP News Portal announcing (Elgin County) Ontario Provincial Police Varsity Athlete Symposium. County Council Moved by Councillor Martyn Seconded by Councillor Ens THAT Correspondence Items #1 — 7 be received and filed. - Carried. OTHER BUSINESS Statements/Inquiries by Members — None. Notice of Motion — None. Matters of Urgency — None March 8, 2016 Councillor McWilliam declared a conflict regarding Item #2 of the closed meeting agenda, 1342961 Ontario Inc. (Hennessy & Hogan LLP) — Lease Extension as he does business with this firm. The Councillor left the meeting when this issue was discussed and abstained from voting and participating in the discussion of this item. Closed Meeting Items Moved by Councillor Currie Seconded by Councillor Marr THAT we do now proceed into closed meeting session in accordance with the Municipal Act to discuss matters under Municipal Act Section 239.2; (a) three items: the security of the property of the municipality or local board — ARC Financial Planning Group Ltd. - Lease Extension; 1342961 Ontario Inc. (Hennessy & Hogan LLP) - Lease Extension; Mervin Riddell - Lease Extension; (c) a proposed or pending acquisition or disposition of land by the municipality or local board — Edison Drive Bridge Replacement EA - Creek Road Temporary Access Lane. - Carried. Moved by Councillor Martyn Seconded by Councillor Jones THAT we do now rise and report. - Carried. Moved by Councillor Marr Seconded by Councillor Mennill THAT the Warden and Chief Administrative Officer be authorized and directed to sign a lease agreement with ARC Financial Planning Group Ltd. for Rooms #237, 238, 239; and, THAT the lease commence on May 1, 2016 for a lease rate of $16.05 per square foot for one year, ($8,025.00 annual payment), plus the HST. - Carried. Councillor McWilliam left the Council Chambers. Moved by Councillor Jones Seconded by Councillor Ens THAT the Warden and Chief Administrative Officer be authorized and directed to sign a lease agreement with 1342961 Ontario Inc. (Hennessey & Hogan LLP) for Room #313, and Room #34; and, County Council March 8, 2016 THAT the lease for Room #313 start on May 1, 2016, for a lease rate of $16.45 per square foot for year one ($38,822.00 annual payment), plus the HST, and $16.80 per square foot for year two ($39,648.00 annual payment), plus the HST; and that the lease for Room #34 remain constant at $7.50 per square foot ($750.00 annual payment) for year one and year two. - Carried. Councillor McWilliam returned to the Council Chambers Moved by Councillor Martyn Seconded by Councillor McWilliam THAT the Warden and Chief Administrative Officer be authorized and directed to sign a lease agreement with Mervin Riddell for Rooms #225 and #227; and, THAT the lease start on May 1, 2016 for a lease rate of $15.80 per square foot ($8,516.20 annual payment), plus the HST; and that the lease rate for Room #19 remain constant at $4.00 per square foot ($1,080 annual payment) plus the HST. - Carried. Moved by Councillor Ens Seconded by Councillor Currie THAT the Warden and Chief Administrative Officer be authorized and directed to sign an agreement with the owners of property 6475 Creek Road for the construction of a temporary access lane during the Edison Drive Bridge Replacement project. - Carried. REPORTS (continued) 2016 Grant Requests — Director of Financial Services The director presented the report recommending that Council approve the 2016 grant requests. Moved by Councillor McWilliam Seconded by Councillor Mennill THAT Council approve the 2016 grant requests as presented. - Carried. Moved by Councillor Marr Seconded by Councillor Martyn THAT staff be directed to research municipal grant policies and report back to Council with recommendations for consideration. - Carried. 2016 Budget — Director of Financial Services The director presented the proposed 2016 composite budget. Moved by Councillor Mennill Seconded by Councillor McWilliam THAT the 2016 proposed budget, which includes the operating budget, the capital budget and grants, be approved with a tax increase on the average household of 2.9%; and, THAT the necessary by-law be prepared. - Carried Unanimously. County Council 10 March 8, 2016 Motion to Adopt Recommendations of the Committee of the Whole Moved by Councillor Ens Seconded by Councillor Currie THAT we do now adopt recommendations of the Committee Of The Whole. - Carried. BY-LAWS Moved by Councillor Currie Seconded by Councillor Ens THAT By -Law No. 16-06 "Being a By -Law to Appoint a Deputy Clerk (Alternate) and Deputy Treasurer (Alternate) for the County of Elgin and to Amend By -Laws 09-09 and 09-10" be read a first, second and third time and finally passed. - Carried. Moved by Councillor Mennill Seconded by Councillor Jones THAT By -Law No. 16-07 "Being a By -Law to Provide for the Adoption of the 2016 Budget of the Corporation of the County of Elgin and to Establish the 2016 Tax Ratios and to Establish the 2016 Tax Rates for the County Constituent Municipalities " be read a first, second and third time and finally passed. - Carried. Moved by Councillor Currie Seconded by Councillor Marr THAT By -Law No. 16-08 "Being a By -Law to Confirm Proceedings of the Municipal Council of the Corporation of the County of Elgin at the March 8, 2016 Meeting" be read a first, second and third time and finally passed. - Carried. ADJOURNMENT Moved by Councillor McWilliam Seconded by Councillor Wolfe THAT we do now adjourn at 11:40 a.m. and meet again on March 22, 2016 at the County Administration Building Council Chambers at 9:00 a.m. - Carried. Mark McDonald, Bernie Wiehle, Chief Administrative Officer. Warden. Community Leaders Cabinet (CLC) Terms of Reference Background The Elgin St Thomas Community has been selected to receive up to $525,000 over the next three years as part of the Healthy Kids Community Challenge. This new program is a key part of Ontario's Healthy Kids Strategy. The purpose of the funding is to develop a cross -sectoral strategy to promote children's health focusing on: a healthy start, healthy food, and healthy active communities. This is an opportunity to leverage this funding and other community assets to build healthy communities, not only for children and youth but for everyone, by community champions working collaboratively for change. Similar models are being used in other communities like Chatham -Kent where a Community Leaders Cabinet was established in 2012. Vision A better quality of life for everyone in Elgin St Thomas. Mission Working together to build a community where improved quality of life is planned, developed and championed. Guiding Principles • Individuals are only as healthy as the community they live in (social determinants of health) • All residents have the right to the healthiest life possible (health equity) • Quality of life is dependent on strong leadership in the government, business and social/voluntary sectors of the community (cross sector collaboration) • No person or group working in isolation can solve complex problems (collective impact) • Involving individuals, groups and communities as part of the solution is critical (community engagement) • Elgin St Thomas is an amazing community with many wonderful assets (asset —based) The Cabinet provides a forum where Community Leaders work collectively to improve the quality of life in Elgin St Thomas through strong cross -sectoral leadership that includes recognition of mutual interests, strong alliances, shared objectives and community engagement. The Cabinet members agree to embrace the guiding principles within the activities of the Cabinet and within their own spheres of influence. Pillars or directions • Health and well-being • Economic vitality • Learning and education • Sustainability and growth Chair The Chair is the Mayor of the City of St. Thomas. The Vice -Chair will be selected through a nomination process involving members of the CLC. The term of Vice -Chair will be for one year with the opportunity for renewal up to a maximum of 2 terms. 12 Proposed expectations for Members of the Cabinet Guidance, Vision, and Oversight • Develop and nourish partnerships to fulfill the Vision, Mission and strategies of the Cabinet. • Identify priorities for promoting and influencing healthy public policies. • Provides stewardship to working groups and staff supports to ensure coordination and efficiency. • Track progress of work using agreed-upon indicators at CLC and working group levels. Leadership • Consider how your individual organization or those in your network can align with the priorities of the Cabinet. • Serve as a vocal champion of the collective impact effort in the community. • Communicate common messages by representing the Cabinet and speaking on behalf of the collective. • Raise the profile of the importance of resident's quality of life by engaging the community to understand that the health of the community is everyone's responsibility. Process • Participate in-person in regularly scheduled meetings at least quarterly. Initially meetings will be more frequent. • Review pre -read materials prior to meetings and come prepared for engaged discussion, active listening, and respectful dialogue • Commit to 2 year-long membership in the Cabinet Support System for the Community Leaders Cabinet No group working in isolation can solve complex problems. We achieve more together. The Community Leaders Cabinet wil be supported by the Manager of Strategic Initiatives from Elgin St Thomas Public Health. In addition there are several multi- sectoral community groups that will be asked to work with the Cabinet. For example, Community Leaders Cabinet Manager of Strategic Initiatives Physical Activity Healthy Communities Partnership and Active Elgin would be work groups. Expected Strategies Healthy Eating Workgroup to be established. Social Determinants of Health As priorities are determined by the cabinet they will be assessed to find workgoups that act as a natural fit. • The Community Leaders Cabinet includes voices from all relevant sectors. • The community is engaged and helping to shape the common agenda • Partners are using quality data on a set of meaningful common indicators to measure and direct action • The work of the Community Leaders Cabinet is positioning the community to access additional funding • The Community Leaders Cabinet will establish a common goal and support that goal through mutually reinforcing activities. 13 Decision Making Decisions are reached by a consensus decision-making model and are made in the best interest of the community, the project and community partners. Voting will only be necessary when a consensus cannot be reached. Each person on the Cabinet will have one vote. The majority plus one of those in attendance constitutes a decision. The Chair is responsible for deciding when the discussion needs to move to a vote because consensus is not possible. 14 Community Leader's Call to Action Quality of Life for Elgin St Thomas Resolution: To work together to improve the quality of life for everyone in Elgin St Thomas Sponsor: Elgin St Thomas Community Leaders' Cabinet We believe: Individuals are only as healthy as the community they live in (social determinants of health). We believe: All residents have the right to the healthiest life possible (health equity) We believe: Quality of life is dependent on strong leadership in the government, business and social/voluntary sectors of the community (cross sector collaboration) We believe: No person or group working in isolation can solve complex problems (collective impact) We believe: Involving individuals, groups and communities as part of the solution is critical (community engagement) We believe: Elgin St Thomas is an amazing community with many wonderful assets (asset —based) THEREFORE BE IT RESOLVED that the following organizations commit to working collectively to improve the quality of life in Elgin St Thomas. WE BELIEVE that through strong cross -sectoral collaboration that includes recognition of mutual interests, strong alliances, shared objectives, and mutually reinforcing activities, the Cabinet will engage the community in a long-term process to improve and sustain the quality of life in Elgin St Thomas. Mayor Heather Jackson Dan McNeil Cynthia St. John Dr. Joyce Lock Linda Staudt Chief Darryl Pinnell Bob Hammersley Marla Champion Elizabeth Sebestyen Wendell Graves Abe Harms Brian Massachele Chief Andre Reymer Laura Woermke Dr. Derek Vaughan Michael Barrett Melissa Schneider Dr. Kellie Scott Ron White Paul Collins Don Macpherson Elizabeth VanHooren Heather DeBruyn Chief Sheri Doxtator 15 REPORTS OF COUNCIL AND STAFF March 22, 2016 Staff Reports —(ATTACHED) Economic Development Coordinator— Business Retention and Expansion: 2015 Review Survey General Manager of Economic Development — Elgincentives CIP: Current Status General Manager of Economic Development — Port Stanley Tourism Kiosk Director of Community and Cultural Services — Elgin County Council Student Day Director of Human Resources — Human Resources Policy 8.70 Amendments Director of Human Resources — 2016 Non -Union Compensation Director of Homes and Seniors Services — Homes - 2015/2016 Late Career Nurse Initiative Director of Homes and Seniors Services — Homes - Long -Term Care Homes Quality Improvement Plan (QIP) Deputy Director of Engineering Services — 2015 County Road Maintenance Expenditures 16 �iw��rrmJJlJ)G� ._ gii REPORT TO COUNTY COUNCIL FROM: Justin Dias, Economic Development Coordinator DATE: March 1, 2016 SUBJECT: Business Retention and Expansion: 2015 Review Survey INTRODUCTION: The County of Elgin Economic Development Plan 2015-2018 identified a number of initiatives and actions surrounding the theme of Developing Talent and Enterprise including the continued implementation of the Business Retention & Expansion program (BR&E). The 2015 BR&E Review continues on the work and outreach of the previous Manufacturing, Energy, Agribusiness and Tourism BR&E's. DISCUSSION: Between June and December 2015, Economic Development staff conducted in person interviews with businesses across the sectors of Manufacturing, Energy, Agribusiness and Tourism. The interviews were conducted with businesses that had indicated that they were expecting a change in a previous BR&E survey. Businesses that were expecting to expand, relocate, downsize or close in previous surveys were contacted when possible. The BR&E Report, see Appendix 1, which was developed from the results of the 58 interviews, contained many important findings. The interview results showed clear themes among business expectations and what actually occurred including; - When asked what had changed since their last visit, the most common response after `no change' was `new products being offered' followed by `new services being offered'. - 56% of businesses have either a succession, marketing or business plan. 44% of businesses indicated that they did not have any of the above listed plans. This was cited as a potential cause for concern for future success - Of the 52 businesses that planned to expand from previous years, 34 had been able to follow through with their plans. - Most business expansions lead to an additional investment in equipment or technology followed by an increase in workforce, increase in floor space and additional product. - 5 participants indicated that they would be adding more than 10 employees over the next three years. 17 - 4 participants indicated that they had expanded their floor space by between 20,000 and 50,000 sq ft. - The general impression of Elgin County as a place to do business garnered a positive response from over 80% of businesses. The survey report will be shared with the participants at the Ambassadors Meeting in March. For 2016, Economic Development will be working on addressing the red flag issues that emerged from the BR&E interviews. Businesses that had indicated a particular challenge will be engaged by staff. CONCLUSION: Businesses that had anticipated changes have largely been able to follow through with their plans. Continued improvements in the local business environment can lead to increased local employment, a more satisfied business community, better government - business relations and a more diversified economy. RECOMMENDATION: THAT the report titled "Business Retention and Expansion: 2015 Review Survey" dated March 1, 2016 be received and filed. All of which is Respectfully Submitted Justin Dias Economic Development Coordinator Approved for Submission Mark G. McDonald Chief Administrative Officer Alan Smith General Manager of Economic Development im MDB County of Elgin Business Retention and Expansion Survey Report December, 2015 19 Cantents 1 INTRODUCTION.................................................................................................................................................1 1.1 SUMMARY OF KEY FINDINGS 1 2 PROJECT ORGANIZATION, METHODOLOGY AND DATA ANALYSIS...........................................................3 3 SURVEY FINDINGS............................................................................................................................................4 3.1 PARTICIPANT PROFILES 4 3.2 PLANNING TOOLS 5 3.3 EXPANSION AND DOWNSIZING 6 3.4 BUSINESS CLIMATE IN ELGIN COUNTY 9 3.5 BUSINESS GROWTH 10 3.6 WORKFORCE 12 3.7 ORGANIZATIONAL NEEDS 15 4 NEXT STEPS.....................................................................................................................................................18 i County of Elgin: Business Retention and Expansion Survey Rort Introduction iii In February of 2015, County of Elgin released County of Elgin Economic Development Plan Update 2015-2018, the most recent in a series of strategic planning tools associated with the economy and tourism in County of Elgin. The County's economic development office has been conducting business visitation surveys since 2011, in response to strategic recommendations outlined in its 2011 Economic Development Strategy. The County has conducted four different visitations and published their results online; each focussing on a different strategic segment of the local economy: Energy & environment sector Agrifood Tourism Manufacturing Following the release of the Economic Development Plan Update 2015-2018, another business visitation survey was designed to capture perspectives of businesses who had been previously surveyed, across all four strategic sectors. This report presents findings of the visitation survey. They represent not only a barometer of current and expected business development expectations and needs, but also a touch -stone to previous expectations and outcomes. The survey employed a mixed -methodology that integrated nominal, ordinal or interval quantitative data with the nuanced benefit of qualitative, open-ended questions. 1.1 Summary of Key Findings Surveys were conducted with 58 businesses in County of Elgin from across all four target sectors. Some key findings are summarized below: Survey participation was strongest among tourism businesses, which had contributors from all seven regions of the county, whereas all other industries were absent in at least one area of the county. Nonetheless, all municipalities had at least three participants, with Central Elgin having the highest participation levels (17 respondents) While some survey participants indicated having last participated in visitation surveys in 2011, the majority of participants (over 70%) had been involved in visitations since 2013 While the majority of businesses indicated that they expected their business to have expanded since the last visitation (70%), only 65% of them actually had, of which 47% noted expansion was still ongoing. The results indicate that what constitutes expansion can to some extent be interpreted as an ongoing effort, as opposed to a conclusive process. Expansion most commonly resulted in additional investment in equipment or technology, increases in workforce, and increases in floorspace Although many businesses identified increases in floor space as a key outcome of expansion (19 respondents), some participants nonetheless expressed ongoing ---------------------------------------------------------------------------------------------------- County of Elgin: Business Retention and Expansion Survey Refort frustration with finding the space they require within County of Elgin. This finding suggests the need for stronger site selection tools and resources, or awareness building of existing tools designed to help businesses find locations While 64% of respondents expect business to increase over the coming three years, another 32% expect business to remain the same. All participants that expect business to remain the same are from the tourism or agrifood sectors; suggesting that these sectors may require more immediate attention to prevent unexpected declines in business. Changes in the value of the Canadian Dollar may help to shift some of these predictions particularly as it relates to export demand or tourist attraction from the United States. While 32% expect business to remain the same and no businesses anticipated a decline, it is worth noting that 47% of businesses indicated they are not likely to approach the county for services or help, making it challenging for staff to provide a level of assistance for the business community, regardless of the need The business climate in County of Elgin was primarily viewed as favourable (either excellent or good), totalling an 81 % satisfaction rate, compared to only 18% that viewed it unfavourably. Most participant feedback however was context specific, make it difficult to generalize. In addition to overall satisfaction with the business climate, only two businesses expressed frustration with their location of business, one from Aylmer and one from West Elgin More than half of businesses surveyed indicated that they do not have a one of either a succession, business, or marketing plan, while nearly half (44%) indicate they are missing all three strategic planning tools. Meanwhile, participants in a skills development -related question pointed toward the need for capacity building in sales and marketing, showing less interest in financial management. The results suggest some businesses may not be aware of the benefit of these different strategic planning tools While nine businesses identified that they had experienced declines in labour force since the last visitation, 29 indicated they had grown their employee base, mainly due to increased sales. Projecting forward over the next three years, 67% of businesses expect their labour force to increase compared to 4% that anticipate decreases in labour force. Moreover, 21 people expect to hire between one and 10 new employees, while two participants anticipate requiring more than 50 new employees. In contrast, only two participants anticipate reductions, totalling an estimated loss of two jobs. Moreover, in a question that probed issues that businesses were concerned about, labour was the most frequently listed item (16 participants). Therefore, labour -force demand is expected to climb in subsequent years, which illustrates opportunities to ensure labour force needs are met Different themes identified as pressing issues include the cost of doing business, location challenges (i.e. access to markets), municipal and/or government challenges, and external threats (i.e. economy and markets, dollar value, weather, etc.) County of Elgin: Business Retention and Expansion Survey Rwort 2 Project Organization, j Methodology and Data Analysis This report summarizes the results of a business visitation survey conducted with 58 businesses from across the County of Elgin. The businesses were selected based on various sub -sectors that have been the subject of focus and engagement in previous visitation surveys. This survey, serves as both a follow-up to previous visitations conducted with businesses from across the county as well as an assessment of current perceptions, expectations and needs. The survey employed a mixed method approach, gathering information from businesses in the County of Elgin with the intention of discerning the critical issues relevant to business retention and expansion. It is a mixed -method survey because both quantitative and qualitative questions were employed in the survey. The survey was undertaken by the County between July 23 d and December 15th of 2015. Respondents were asked questions falling under various themes, including ""l Participant Profiles: details such as location, primary business activities, period of time since last visitation Expansion and Downsizing: a section that followed-up on previous anticipations of businesses to either expand or downsize, including outcomes, needs, and challenges Planning tools: a brief section that identifies the level of strategic planning undertaken by survey participants in regard to succession, business and marketing planning Business Climate: general questions about County of Elgin as a place to do business, satisfaction with current business locations, and the sourcing of local products or services ""l Business Growth: a section that probes business development progress and expectations in terms of revenue growth and markets ""l Workforce: a section that investigates the current and expected workforce footprint of enterprises surveyed Organizational Needs: a section that assesses the training needs, emergent issues being grappled with, and likelihood of businesses engaging County of Elgin's business office In total, participants had opportunities to answer up 43 questions, depending on whether responses triggered follow-up questions. The tool used for analysis was Microsoft Excel. The survey tool was designed by the County's consulting team to be an easy-to-use template that would facilitate data entry, as well as data analysis. Some questions required discrete answers from pre- determined lists (with options to identify additional or other answers), while others were open-ended questions that elicited qualitative responses. County of Elgin: Business Retention and Expansion Survey Rsport Survey Findings This section provides the detailed findings of the survey analysis. As demonstrated in Figure 1, respondents participated from all municipalities of the Elgin County, with the highest number of participants from Central Elgin (17 people, or 29%), followed by Aylmer (12 people, or 21 %). By contrast, all other areas had less than 10 participants contribute to the survey, with Southwold (3 people, or 5%) and Malahide (4 people, or 7%) having the lowest numbers of participants. Three key sectors were investigated, as shown in Figure 2, with 44% of respondents being from the tourism sector followed by manufacturing. The lowest number of participants was from the energy & environment sector. Another way to look at the data concerning geographic region and primary business activity is to compare the two directly together, as provided below in Figure 3. 5°/ Source: MDB Insight, 2016. N=58. 2'iUMA � AC I INI"''Y” (:) ;U i:dII"^I1 Source: MDB Insight, 2016. N=58. ------------------------------------------------------------------ IG: 1:.:Us11II .,sAC'"IVIFF" ...................................................................................................................................................................................................................................................................................................................................................... West Elgin Southwold Malahide � w � a IN Manufacturing Dutton Dunwich .. � ��tV��.��.r.�u��,,, iiiii Tourism Central ElginQitd%�� uAgri-food Bayham Energy & Environment Aylmer g 0% 20% 40% 60% 80% 100% Source: MDB Insight, 2016. N=57. 4 County of Elgin: Business Retention and Expansion Survey RT ort 11111111 Aylmer Bayham 111111 Central Elgin 000l Dutton Dunwich IIIIII Malahide is Southwold iiiiiii West Elgin u Manufacturing iiiii Tourism u Agri -food Energy & Environment Tourism is the dominant proportion of participants in each region. Each of the other sectors is absent in at least one of the regions. Participants were also asked what role they play for their organization. Most commonly they were owners or co-owner: IN CEO/President 7% Coordinator 4% Director 2% Manager 15% Owner/co-owner 69% Vice-president 4% As noted, in previous surveys a different sector was targeted for participation in order to understand the needs of the sector in question. Because this year's survey targeted multiple sectors, participants were asked to indicate when the last time they had participated in the survey. The following distribution represents when different participants were engaged: 2011 8% 2012 17% 2013 40% 2014 32% Participants were asked to note any �.ai�.i.! d �;�--�AI,Ir,I11 I� aha: �n� �.a S vir:�i -I changes that had occurred since the last visitation. Because the question was open ended, results were categorized into themes, which are summarized in Figure 4. (The figure only includes themes that emerged from two organizations or more). The most common response was that there Source: MDB Insight, 2016. N=58. was no significant change for the organization, which 22 participants had noted. The next most common response was that they had developed new products followed by people developing new services. Some themes identified by participants also indicated negative changes, such as scaling back services, reducing operations, offering products or services in fewer locations, and downsizing property or space. 11111111 • • • The survey sought to understand what kinds of planning tools participants had developed since the last survey. Broadly speaking, 6 County of Elgin: Business Retention and Expansion Survey Rort 27% of participants had a succession plan 40% of participants had a business plan 40% of businesses had a marketing plan 44% of businesses did not have any of the above listed marketing tools Figure 5 provides further detail about the kinds of planning tools used by different sectors. The bottom row of the table indicates the total number of participants to the survey from each sector. Broadly speaking, the data shows that across all four sectors there was never more than half of survey participants indicating they had developed such a tool. That is to say, even tourism, which had 11 out of 22 participants indicate they had marketing plans, this is only half of participants. It is worth noting that only two agrifood participants indicated that they had such tools in place. In sum, all sectors have low numbers of participants making use of planning tools, which may have consequences for future success. Source: MDB Insight, 2016. A series of questions in the survey assessed previous indications by participants that they had anticipated expansion or downsizing of their businesses, followed by questions that probed whether or not these anticipated changes had occurred. The results are summarized in Figure 6. r, h (D1.1. (D\/V1I IG, UI' (:71 I I'I�1:,A/J(:)�j 1'1.Al,1S. () L,;N;.I'layl I1:) r.:}I' L.:(DWI'',I 1 '.1:! Expand 50 Yes 34 No 18 Downsize 8 Yes 4 No 4 The results demonstrate that 52 participants had Source: MDB Insight, 2016. previously anticipated their business would expand, while 8 anticipated they would downsize since the last visitation. Of those that had anticipated expansion, more than half (34 people) did ultimately expand their business, while 18 indicated they had not expanded. Most commonly, participants explained that their expansion was still in progress or ongoing (16 people), while the second most frequent expansion period was in 2014. In other words, while 65% of businesses that had expected to expand since their previous visitation expressed that they had done so, upon further elaboration 47% indicated they were still in the process of doing so. County of Elgin: Business Retention and Expansion Survey R9 ort For those that had expanded, participants were asked what kinds of outcomes had occurred since the expansion, as summarized in Figure 7. Most commonly, expansions resulted in Additional Investment in equipment or technology An increase in workforce An increase in floor space Probing deeper into the increase in workforce, the following list summarizes the numbers of employees added to the workforce as a result of expansion: 1 employee 6 participants 2 to 5 8 participants 6 to 10 4 participants More than 10 5 participants I IS I()I'I()�I")."(:)IVlI'..°? Source: MDB Insight, 2016. The expansion of floor space resulted in the following increases: IN Less than 2 500 sq ft 7 participants 2 500 - 5 000 sq ft 4 participants 5 000 - 10 000 sq ft 3 participants 10 0000 - 20 000 sq ft 2 participants 20 000 - 50 000 sq ft 4 participants The survey asked participants to indicate any issues or challenges they encountered while attempting to expand. Most commonly, participants indicated they did not have any complications worth noting. Two participants indicated they had problems with additional costs associated with expansion, such as increased capital expenses, while another two participants indicated access to finance or funding was a challenge. The survey also followed up with participants that had indicated they had not expanded as originally anticipated. Of 19 businesses, 79% (15 people) still planned to expand but had not yet done so. Different needs identified by participants that would help them expand include: Construction manager/architect services Clustering/marketing assistance of multiple sites as tourism cluster EBRC Involvement (Community Futures office) Funding or access to grants The need for a leaser Need for more demand for product 7 County of Elgin: Business Retention and Expansion Survey Rort 27 The reasons cited most commonly for why expansions had not occurred include the following: No particular reason 12 participants Additional capital costs 2 participants Finances/funding 2 participants n/a 2 participants Participants were asked to select any barriers to expansion that applied to their particular business. The results are summarized as: Approval processes (6 participants) Availability of financing (5 participants) Availability of skilled labour (4 participants) Water/sewage capacity (3 participants) Information technology capacity (3 participants) Lack of proactive new business development (2 participants) Availability of space for rent or lease (2 participants) Availability of unskilled labour (2 participants) Approval process problems are typically associated with navigating bureaucracy and government regulations. The labour force is a challenge to several organizations requiring specific skills. Given that many organizations still intend to expand when the opportunity arises, finding qualified labour may be a complicating factor in the future. Businesses that Anticipated Downsizing Because the survey had also captured the responses of businesses that anticipated they would be downsizing, a discussion of these results is also required. Recall from Figure 6 that six participants had anticipated their businesses would result in downsizing. Of concern is the response to the follow-up question regarding whether or not the company had ultimately downsized. Four companies indicated they had downsized, while another four indicated they had not suggesting that more companies responded to the second question than had to the original question. Participants were asked to identify the main reasons for downsizing, of which the following response were provided: Age and lack of successors Eliminating overhead costs and unprofitable services Loss of contracts Changes in provincial policies and regulations Competition from First Nations reserve Although four businesses indicated they had downsized, a total of six businesses participated in a question which probed outcomes of downsizing, again demonstrating a disconformity in responses. Notwithstanding, the following list outlines the outcomes indicated by participants: 8 County of Elgin: Business Retention and Expansion Survey Ryaort A decrease in workforce (5 participants) A decrease in services for customers (3 participants) A decrease in product line(s) (2 participants) Adecrease in production space (building or land) (1 participant) A decrease in the export of goods or services (1 participant) Based on participant feedback, as much as 30 jobs were affected locally, as well as several offshore workers for one company. In terms of local layoffs, the amount per company ranged between one and 17 people. All downsizes were identified as being permanent by the participants. Of those two firms that had expected to downsize but did not, one indicated that property was sold and new products added which helped to avoid downsizing and the other said the business could not get any smaller (i.e. there were no employees). The next section of the survey sought to understand the business climate in Elgin County. First, participants were asked what their impressions were of the county as a place to do business. The results are summarized in Figure 8. Taking responses that indicated `excellent' and `good' together, over 80% of businesses indicate a positive sentiment, compared to only 18% that indicated `fair' or `poor'. In total, 19 participants elaborated on their responses. Most negative comments were context specific, resulting in a challenge for generalization. Negative comments reflected the following ideas: Having to move elsewhere to meet expansion needs Municipal barriers (unspecified) Problems with utilities Lack of cooperation between different `players' A slow acting municipality resulting in infrastructure issues Zoning and taxation issues ""l General malcontent with the Province Positive comments included: Family friendly Good economic development and tourism efforts Good customers 9 County of Elgin: Business Retention and Expansion Survey Rort ”"l Noticeable improvement over previous years As shown in Figure 9, the majority of respondents are content with their location of business. Only two respondents indicated a negative sentiment toward their location; one in Aylmer and the other in West Elgin. The results indicate that most businesses are satisfied with their locations, regardless of where they are in Elgin County. The challenge of having to look outside of the county for a new location highlights the potential need for greater site selection tools. IG�O ATIS laC.TI(DI'IWI H 1.(DCA IOII(DI 1:.:USllI .:�Ss IN II I.IIIC(DUII'IFY Source: MDB Insight, 2016. N=57. Participants were then asked if they had been able to source more local products since their last contact with the County for a survey. Results are summarized in Figure 10. Of 54 participants that provided responses, 24 indicated they had not, 17 indicated they had, 6 indicated the amount remained the same. As a follow up, participants were asked if there were still products or services they would like to source locally but are having difficulty finding. Of the 53 responses, 14 indicated `yes' and 33 indicated `no,' with another four indicating yes but not likely and two more indicating n/a. Most respondents that did want more local products did not I 'I O IVI D I � I.. I.O CA l..1..`Y Source: MDB Insight, 2016. N=54 indicate specifically what they wanted to source. Those that did clarify what products they wanted noted the advertising, food and crafts (local pottery). The survey then shifted to the topic of business growth. Participants were asked if over the past year their business had increased, decreased or remained the same. Of the 27 responses, 70% (19 participants) indicated it had increased, 15% (4 participants) indicated it had decreased, and another 15% also indicated it had remained the same. Looked at another way, 70% had experienced growth compared to 30% which had either experienced stagnant growth or declines in business. While a 70% success rate is a positive sign, the fact that stagnation and decline are not isolated incidents suggests there is a need to remain familiar with business challenges to mitigate flat growth or a decline. Businesses experiencing declines were in the tourism and agrifood sectors, as was the case for those whose business had stagnated. 10 County of Elgin: Business Retention and Expansion Survey Ryaort A follow-up question asked if businesses expected growth over the coming three years, with 28 people providing responses. 64% of participants (18 people) indicated it would likely increase, 32% (9 participants) projected it would remain stable, and 4% (1 participant) indicated he or she was unsure. No participants anticipated a decline. In comparison to responses to the previous question which reflected on the previous year, where four participants noted a decrease, it is interesting that none expected declines to continue. Those businesses that anticipated "I'l (�)J:: i,�j lI 111 i�:s growth were asked by what percentage they expected the growth to occur. The results are summarized in Figure 11, where the largest proportion of participants anticipated growth of 6 to 10%, followed closely by those expecting between 26% and 50%. Participants were asked to indicate what proportion of business they conducted at different geographic scales. The distribution of responses is summarized in Figure 12. Source: MD6 Insight, 2016. N=39. The data indicate that 17% of respondents have no business occurring in Elgin County itself, meaning they export all their goods or services outside of the county. Most commonly however for Elgin County, participants conduct between 1 and 25% of business within the area, followed closely by those that conduct 26 to 50% of business locally. For business occurring within Ontario but outside of the Elgin County, most commonly businesses conduct between 26 and 50% of their business at that scale, followed by 24% that conduct between 51 and 75%. Most businesses do not have activities occurring at a scale greater than within Ontario; however, those that do have broader markets are more likely to have dealings with the United States than with other parts of Canada. The proximity to the United States relative to traveling outside the province is likely a key explanatory factor. 11 County of Elgin: Business Retention and Expansion Survey Ref ort % m6-10% 0% 1111111115l-100% IN More than 100% Source: MD6 Insight, 2016. N=39. The data indicate that 17% of respondents have no business occurring in Elgin County itself, meaning they export all their goods or services outside of the county. Most commonly however for Elgin County, participants conduct between 1 and 25% of business within the area, followed closely by those that conduct 26 to 50% of business locally. For business occurring within Ontario but outside of the Elgin County, most commonly businesses conduct between 26 and 50% of their business at that scale, followed by 24% that conduct between 51 and 75%. Most businesses do not have activities occurring at a scale greater than within Ontario; however, those that do have broader markets are more likely to have dealings with the United States than with other parts of Canada. The proximity to the United States relative to traveling outside the province is likely a key explanatory factor. 11 County of Elgin: Business Retention and Expansion Survey Ref ort ll'�.L:"I;,IVIa�I�.IVI°1�L.11 IIS, ...................................................................................................................................................................................................................................................................................................................................................................................................... 0% 20% 40% 60% 80% 100% Within Elgin County �� N11 ��°)dt° ul(J9VR t�� WW �I p ° iin None Within Ontario � ° ° q�� _ �1�9��a�dti(6�� i116��8 111111 % to 25% within Canada a26%to50% 51 % to 75% Within the USS 76% to 100% Other (Europe etc) Source: MDB Insight, 2016. N=57. Survey participants were asked to indicate in what ways they have changed their marketing and communications. The results are summarized in Figure 13, where the internet is the most commonly cited approach, selected by 30 participants. By contrast, 21 businesses indicated they did not change their marketing. I3; I'^I1..A/VIVl1:,' HKDIDSI:i,IVFIL(}"" :1 1.,11 (Dl'-:IV1laF-0"'I::"III IG, h"I"�OI..11.lCTS OI�.,I::I�VICIl:.s, Internet Business Cards Sponsorship of events Trade show attendance Flyers/brochures Newspaper/Print advertising General publications Distributor Agent/Wholesaler No change 0 5 10 15 20 25 30 35 Source: MDB Insight, 2016. N=54. Note: respondents were permitted to select all that applied. 04119MOTIR=62 The next section of the survey dealt in workforce expansion and development needs. As shown in Figure 14, the number of employees in different businesses varies considerably, from small scale operations requiring fewer than five employees to those employing more than 50 people. The table also shows the breakdown of full time, part time and seasonal employees across different company sizes. Interestingly, over half the respondents (34 people) indicated they do not have any employees. In studying the results, it is clear that although some participants indicated they were only owners (i.e. did not have any employees), some of them clearly must have also indicated that 12 County of Elgin: Business Retention and Expansion Survey 3Yort they had some full time employees, because when responses across all full time employees categories (from between 1 and more than 50) are added they equal a total of 76, when in fact the number of people that participated in answering the question totalled 57. This suggests that either people indicated multiple selections or there were errors in the original data entered into the online survey. d,I'',IUlmI.;Ii�(�)h °:IVIinI...I.:islayI”I.I.('111t."(DUIII",I.(;r>,IK)N Source: MDB Insight, 2016. N=57. Participants were asked to indicate if they had experienced increases or decreases in employee size since the last visitation. Out of 55 responses, 29 (53%) indicated they had increased their employee base, while only nine (31 %) indicated they had decreased. The remainder, 17 participants (16%), noted it had remained the same. The survey also sought to understand the change in numbers of employees, the results of which are summarized in Figure 15. Most increases resulted in between one and five new employees, while most decreases affected between one and five. Source: MD6 Insight, 2016. N=55. Because of the way some participants wrote their responses, the conversion from the online survey to spreadsheet format resulted in errors, including three participants whose number of employees were indecipherable and one participant whose specified decrease was indecipherable. These results have been coded as "Unclear" In an effort to understand which factors have the strongest impact on labour force numbers for companies, the survey asked participants to select any factors they believed had an effect on whether their employee base grew or shrank. The results are shown in Figure 16. Changes in sales were the most common reason, followed distantly by renovation or expansion, corporate decisions or policies, and new products or services introduced. Looking a little deeper at the factors that have lead specifically to increases; the most common response remains increases in sales followed by renovation or expansion. Decreases in sales were also the most common factor affecting declines in employment, followed by corporate decisions or policies. These top causes of employee declines illustrate where potential mitigative measures can be developed to ensure business do not have to downsize, and highlight the importance of continued business visitation results. 13 County of Elgin: Business Retention and Expansion Survey Rort 16irAt. ( )I6 'I"I 1/a'IF A 1�1.. I�1..; ln, )I I Il:l:iiI. I: h r�ih�, r. 111a,I IG:;aI III Ii, IVlI'L (DY IM 1.a',1..1,_ Increase/decrease in sales Renovation or expansion Corporate decision or policies New products or services introduced Management effectiveness Increase/decrease in market share Entered new market Technological changes Increase/decrease in market competition Operation is new Source: MDB Insight, 2016. N=38. 0% 10% 20% 30% 40% 50% 60% 70% 80% Participants were next asked to indicate how much they projected their employee base to change within the next three years. A summary of results is provided in Figure 17. Most businesses expect to have increases (33 participants), indicating between one and five more employees and even one expecting increases of more than 50 employees. Decreases in employment are expected from one business in manufacturing and one in agri-food. Business is expected to remain the same for six tourism businesses and four agrifood ones. The results collectively suggest that agrifood expects ------------------------------------------------------------------------------- IG",U1G.1.. 17 L::;N.I'L.r. I- I::1.) r.:11/,I'IG,L: II,1 1.A13r U1�F: 0 1. II I I I1.,N.1 11 11 I /a 1�.'i.'), is Increase ti� 111111 Decrease Ire Remain the 4% same Don't know Source: MDB Insight, 2016. N=49. ------------------------------------------------------------------------------- tougher times ahead than other sectors. Agrifood should potentially be the next targeted visitation group. Of those businesses expecting decreases in employment only one provided an estimate of how many employees would be affected, that being two jobs. By contrast, of the 33 people expecting increases, 23 provided estimates: 1 to 5 employees (18 participants) 6 to 10 employees (3 participants) More than 50 employees (2 participants) The results suggest that employment growth in the region will outpace declines; especially given that two firms expect to hire more than fifty new employees each. 14 County of Elgin: Business Retention and Expansion Survey RT ort Next, respondents indicated what factors would most likely be responsible for the expected changes in employment. Results are summarized in Figure 18. Increase/decrease in sales New products or services introduced Renovation or expansion Corporate decision or policies Entered new market Increase/decrease in market share Technological changes Management effectiveness Increase/decrease in market competition Contracts/outsourcing Source: MDB Insight, 2016. N=34. 0 5 10 15 20 25 30 For the two businesses expecting decreases, reasons include decreases in sales and expected changes in minimum wage pay. The final section of the survey focused on organizational and business needs. First participants were asked to indicate any training needs they required. Figure 19 provides a summary of the results. Sales and marketing was most commonly requested, followed by computer software/hardware training and health and safety. I L11'�1:. 1q, f_I�All Ill IG IS 01�: DAI'Ol"IC14DAI F"s Sales and marketing Computer software/hardware Health and safety/WHMIS/WSIB Customer service Quality assurance Oral communications Supervisory Financial managment Written communications Source: MDB Insight, 2016. N=40. 0 5 10 15 20 25 Looking at the training needs according to industry, most have similar configurations for their top needs, but in varying orders. That is to say, with the exception of manufacturing all other sectors have sales and marketing, computers, and health and safety as their top three priorities. Manufactures above all wanted more training in quality assurance, something that did not enter into any of the other sectors' top three. 16 County of Elgin: Business Retention and Expansion Survey Re ort 11 Next, in an open question, the survey asked participants to list their top three pressing issues. Of 55 participants that answered the question, 141 items were listed. The results were analyzed according to emerging themes and aggregated into a list, summarized in Figure 20. Issues are ranked according to frequency of occurrence. Although the list itself provides insight, further refinement according to broader themes allows different notions to be tracked together. The following themes emerge: Cost of business: participants discussed various accrued costs that businesses encounter and are forced to grapple with such as labour, advertising/exposure, utilities, access to finances or capital, machinery and equipment, overhead costs, employee wage increases Locational challenges: participants identify issues associated with location, such as access supply chains, location itself, and transportation infrastructures to support logistics Municipality / Governments: participants listed items such as the bureaucracy or regulations, taxes, government support, and funding or grants Threats: participants listed a number of external factors that can have negative consequences for local businesses including the economy and markets, competition and black market competition, dollar value, seasonality, and weather h I II'�L. 2(), I1,:1I�IL:S sI 11(1 IS . UI.., lay ., (; )t. Ilan I.:[) \NI'I"LI I1:.: US I I II... sl::L ., IN I°i. I. (,I I 1 C(::)UI 1..I,-,,, Labour 16 Time (not elaborated) 4 Bureaucracy / regulations 11 Succession options 3 Advertising / exposure 10 Overhead costs 3 Utilities 10 Weather 3 Finances / Capital 9 Machinery /Equipment 2 Economy / markets 8 Supply chain access 2 Space / land 6 Transportation infrastructure 2 More revenue 6 Location 2 Competition 5 Employee wage increases 2 Seasonality 5 Government support 2 Funding /grants 4 Illicit / black market competition 2 Dollar Value / Exchange rate 4 Logistics 2 Taxes 4 Source: MDB Insight, 2016. N=55. 16 County of Elgin: Business Retention and Expansion Survey Ryaort The final question of the survey asked respondents, "if you needed to connect with government services or funding, how likely would you be to contact our office?" The distribution of responses is summarized in Figure 21. Just over half (53%) of responses indicated they were somewhat likely or very likely to contact the office, with 47% not being likely to do so. The result suggests the participant population is split rather evenly on whether they would have a higher chance of using economic development resources from the county in the future or not. Importantly, the results do not imply that businesses are particularly upset with the office and there is no indication in stakeholder feedback on why people would not be likely to engage the organization, other than to generally state that they make use of other networks or resources, such as representatives of other organizations or government workers. 17 county of Elgin: Business Retention and Expansion Survey R ort 4 Next Steps The results discussed above illustrate a diversity of organizational needs, expectations and challenges for businesses operating in the County of Elgin. The findings by themselves may reveal key opportunities to address critical problems and reflection on the results is encouraged; however, equally important are revelations gained by considering the grouped responses to different survey questions. This section identifies specific themes that have emerged as a result of an examination of the cumulative responses discussed above. These themes are addressed below, along with considerations for moving forward. Strategic Planning Tools Of the three strategic planning tools (succession, business, and marketing), none had more than 40% of participants indicating they had such a tool. Moreover, 40% of respondents did not have any of these tools. The absence of these documents may be connected to low expectations for business growth. These issues reflect strategic advice advocated in previous visitation surveys, suggesting that problems are persistent and the need for strategic planning tools is both widespread and underserved. Moreover, there is concern that some businesses may not be aware of the benefit these different tools can hold for a business. Next Steps: ""l Work with identified stakeholders from current survey as targets for directing strategic planning workshops ""l Identify training providers that would be able to provide workshops or webinars centred on planning tool development Track correspondence with and attendance of survey participants at planning workshops Leverage success stories and the networks of workshop attendees to attract attention to planning resources among other businesses Identify businesses in the community that have recently completed succession, business or marketing plans to serve as mentors/advocates for this form of strategic planning (e.g. success stories) Space Needed In some qualitative responses, participants shared frustration with limited options for business space, while in other, some participants would like to expand but cannot find a suitable space or land within the county. The two sets of results point to either perceived or accurate assessments of land availability. While most participants are satisfied with their current locations in County of Elgin, responses to other questions highlighting space as a challenge, indicate possible barriers to future expansion efforts, even if expansion is not currently being sought. Solutions in the form of site selection tools/land and building inventories may address some concerns; however, if the issue is more rooted in perceptions, awareness campaigns may be more fitting solutions. 18 County of Elgin: Business Retention and Expansion Survey Rort Next Steps: Use the visitation survey to gather intelligence on the type of space that business owners are looking for. Continue to track and share commercial/industrial land and building inventories that detail servicing levels, flexibility of zoning, site improvements etc. leverage this information in the county's marketing effort. Promote the availability of industrial land in West Elgin, Central Elgin and Alymer. Work with area municipalities to advance the marketing plans for local industrial/business parks Develop and promote an online site selection tool. The tool should be able to track both developable land and existing facilities that are currently vacant • Work with partners to ensure the tool is kept up to date • Ensure the tool is compatible with GIS software and online map viewing tools Rose Tinted Glasses Some participants anticipate their businesses to grow, even though they have encountered either flat growth or a decline in business since previous visitations. The broader result indicates a rosier impression of future opportunities than may be realistically expected. 64% of businesses expect growth, while none expect declines. This optimism, though encouraging, may suggest potential blind spot. Given the history of previous declines, there is a concern that participants may prefer to indicate that business would remain the same instead of indicating it may decline. Furthermore, most survey participants anticipate growth of between 6 and 10%, but there is no clarity as to how confident they are in their estimates. In addition, 30% of businesses, concentrated specifically in tourism and agrifood, had experienced flat growth or a decline in business since the last visitation, suggesting these two sectors are likely to contain businesses that will struggle over the near term. There is a need for tools designed to both better assess confidence in growth, and coax better business planning. Next Steps: Re-evaluate visitation surveys to ensure questions that measure future expectations are followed by a means of assessing respondents' levels of confidence. These two variables can then be cross -tabulated to understand confidence levels in growth estimates ""l Work with tourism and agrifood sectors to identify potential businesses facing challenges and develop specific outreach methods to engage them. Anticipate Labour -Force Needs With over 20 business anticipating they will be hiring more employees in the next three years and with participants indicating labour as the top pressing issue they are facing, it is evident that some businesses will encounter problems in trying to fill needed labour force roles. There is no clear understanding of what kinds of skill levels will be 19 County of Elgin: Business Retention and Expansion Survey R9 ort required to fill these roles and whether the existing labour force is well positioned to meet those needs. In addition, some business owners are grappling with succession problems, which may be alleviated if the right employees begin to grow within companies. Next Steps: Keep an open dialogue with businesses engaged for the current survey on the subject of labour needs Undertake a workforce readiness review to assess different industries, occupations, existing and projected areas of growth, and anticipated labour supply and demand Work collectively with workforce planning boards, education institutions and industry representatives to identify challenges or gaps in skills requirements Explore partnership opportunities with Fanshawe College and Magnet (a not-for- profit initiative co-founded by Ryerson University and Ontario Chamber of Commerce to connect people with jobs their interested in using job -matching technology). Market Expansion It is clear that those participants that do business outside of Ontario more commonly engage with the United States than other Canadian provinces or other global markets. In addition, a strong segment of businesses that expect to grow by as much as 50% are also businesses that have markets in the United States. With the Canadian Dollar at its current value of approximately $0.70 per US Dollar, County of Elgin businesses dependent on the United States market may be positioned to see increased demands for their goods and services. Next Steps: Identify sub -sectors that anticipate business growth and may benefit from a stronger US Dollar (largely tourism and agrifood; however, with a low Canadian Dollar one would suspect an opportunity for manufacturing as well) Ensure expansion needs are understood in terms of market access Identify match -making opportunities for targeted sectors with U.S. market channels Work with Destination Marketing Organizations and RTO1 to continue to draw interest from United States tourists Advertising and Marketing Some participants expressed an interest in sourcing more advertising or marketing services locally. The fact that marketing plans are not common tools for participants from most industries, with the exception of tourism related sectors, and the expressed need for more training in marketing and advertising, suggests there is an appetite for marketing and planning tools. While this connects to a previous theme associated with strategic planning tools, it speaks to a broader need for help in marketing and advertising. 20 County of Elgin: Business Retention and Expansion Survey RF ort Next Steps: Identify area partners such as the Elgin Small Business Enterprise Centre, to ensure marketing training opportunities can be developed collaboratively • Begin with broader seminars about marketing, which ultimately provide the framework for developing a marketing plan • Follow up on specific marketing needs by offering seminars in specific areas, if possible after businesses have already attended an introductory seminar Identify free webinars designed for small businesses that feature marketing plan development or capacity building. Organizations such as Paro (.'.fr Lre offer subject -specific webinar presentations, including marketing. The Centre issues a monthly newsletter outlining upcoming webinars, of which business marketing is a common topic. Other webinar series may also help enhance specific marketing tools, such as social media, webpage development, and trade -show participation 21 County of Elgin: Business Retention and Expansion Survey Ref e ort Business i Expansion Review, 42 - - -s des-gned to _MD-jove commun-cat-ons and foster better -je-at-onsn-DS w-th the -- - ---------- - - December '1015, the manufact - -- - , agr--food, energy and tour--sm sectors n s yeav s focus was on -ev s t ng -- - t _ - they - t- f- - - a cnange 'm 43 � , - -- - _.=.fQ�\= _-_ & - ;; __�_- _ __ ,. ; +,tee}. + y .!; _s . x� , : , , ! . --_„ : :, { :§ -o .§ ! * . 2§ .)z)§ \ - D-ann-ng too -S � , em . . � . & !e e !,_ - * m u. - . --__ & -� B u�;.!;_ Growth r ae Workforce __, . \ \ r_ r c _ \ \ \ \ \ N _ » \ Flu, NO . : & » /0000 s � » § ` Elgin {}\} w t —Aylmer Bayham Central Elgin Dutton Dunwich Ma chide Southwo d West Elgin Source: MDB Insight, 2016. N=58 45 Manufacturing ufacturin Tourism Energy & Environment Source: MDB Insight, 2016. N=58 Source: MDB Insight, 2016. N=58 47 None 22 New products 12 New services 9 Got new space/ building 4 Had to scale down services 2 Reduced operations (time/seasons) 2 Offered in fewer locations 2 Same as before 2 Downsized property/space 2 Source: MDB Insight, 2016. N=58 47 $ Yes 4 No 4 Source: MDB Insight, 2016 48� Importing goods or service to Canada "Ll Sou49rce: MDB Insight, 2016. Additional Investment in equipment or technology 23 An increase in workforce 20 An increase in floors ace 19 Additional product 19 Additional services for customers 18 Process improvements 17 An increase in demand for skills training 13 An increase in export Of oods or services 9 4 Importing goods or service to Canada "Ll Sou49rce: MDB Insight, 2016. 6 Approval Process Availability of Financing 5 Availability of Skilled Labour 4 Water/Sewa a Capac ty 3 Information Technolo& Capacity 3 Lack of Proactive New Business Development 2 Availability of Space for Rent or Lease 2 Availability of Unskilled Labour 2 50 Eli_ Excellent Goad Fair Poor No comment Source: MDB Insight, 2016. N=57 51 --0-5% 6-10% –11-25% --- 26-50% 1100% More than 100% Source: MDB Insight, 2016. N=39 52 Increase Decrease Remain the same Don't know Source: MDB Insight, 2016. N=49 53 Contra cs/Out au\_(n Increase inMarket C -fie a. Management Effectiveness Ana l ff4 _ r .. - / 4 °e a ^�� ■ `. » a New- ro----= - - : .a. . lz-3 Offered Source: MDBInsigh,2016.N=34 54 � & » s � » § ` Elgin {}\} w t \m MEOW Source: MDB Insight, 2016. N=36 55 'Red Flag' Issues New SDace neeaea Wor-force neeas Rec--u-tment for County Drograms 56 /0000 Eli_ . Providing Tools for Businesses — Strategic Planning — Advertising — Marketing Tools 57 /0000 Eli Market Development and Expansion Survey of -t- - erarfo0'(0JJyJ6 ;r� REPORT TO COUNTY COUNCIL FROM: Alan Smith, General Manager of Economic Development DATE: March 7, 2016 SUBJECT: Elgincentives CIP: Current Status INTRODUCTION: In October 2015, after an extensive planning phase, the Elgincentives Community Improvement Plan (CIP) opened for applications. In just a few short weeks the majority of the 2015 funds were allocated among 10 projects. This momentum has continued and it is projected that all funds budgeted for in 2016 ($100,000), including the carry over amount ($19,866) from 2015, will be allocated by early to mid-April. The program is proving to be successful in helping local businesses enhance their operations while improving the County's built and social environments and diversifying the local economic base. The positive economic impacts the program is achieving will be stalled, if more funds are not brought forward. DISCUSSION: The total budget for the Elgincentives program is $1 million over 10 years, or $100,000 per year. In 2015, 10 projects were approved to receive Elgincentives grants for a total of $80,134 for projects valuing $246,367. The remaining funds were carried over making $119,866 available for distribution in 2016. At the time of writing, $70,407 has been allocated over 8 projects valuing $186,711. Given the number of recent pre - consultation meetings and the department's continued marketing efforts, it is expected that the remaining funds will be exhausted by mid-April. At this time, the County will not be in a position to support projects that meet the goals of the Elgincentives CIP until 2017: (1) To stimulate economic growth and diversification, (2) To improve quality of place for residents and visitors; and, (3) To improve the stability and sustainability of the tax base. There is however an option for Council to consider if they wish to continue the success of the Elgincentives program through till the end of the year: advance up to $100,000 that would meet the demand for the remainder of the applications to be received for 2016. This would be a reallocation of funds that would have been available in future years, and not an increase to the overall Elgincentives project budget. This is a new program and the current demand is high. This demand has proven that a program like Elgincentives was needed. Overtime, this demand may lessen which may result in the yearly allotment of $100,000 not being fully realized on occasion. There may be a point where demand is stabilized and funds are distributed accordingly over the original 10 year project time line. However, the demand from the business community is strong, now. M Going forward for the remainder of 2016, there are two options for Council to consider: (1) Maintain the 2016 funding amount at $100,000 and refrain from accepting further applications until 2017. (2) Bring forward up to $100,000 to meet the current demand for Elgincentives. By not making more funds available, significant opportunities to assist businesses will not be realized resulting in lost economic growth and improvements to the built environment. Reallocating funds to 2016 may reduce the overall project timeline of 10 years; however, this movement of funds will not result in an increase to the program's overall budget. Currently there is high demand from the business community for Elgincentives. Meeting this demand now will generate the desired outcomes in realizing the objectives of the program. In later years, this demand may not be as strong thus benefits not as great. CONCLUSION: Since the program's launch in mid-October 2015, 18 projects have been approved to receive Elgincentives grants for a total of $150,541 for projects valuing $433,078. County Council has an opportunity to build on that amount and the associated economic and community benefits by reallocating funds to the Elgincentives 2016 budget. RECOMMENDATIONS: THAT County Council provide direction to staff on how to proceed with the 2016 Elgincentives budget as described in the March 7t", 2016 report; and, THAT option " " be implemented by Economic Development staff as described in the March 7t", 2016 report. All of which is Respectfully Submitted Alan Smith General Manager of Economic Development 61 Approved for Submission Mark G. McDonald Chief Administrative Officer erarfo0'(0JJyJ6 ;r� REPORT TO COUNTY COUNCIL FROM: Alan Smith, General Manager of Economic Development DATE: March 7, 2016 SUBJECT: Port Stanley Tourism Kiosk INTRODUCTION: For several years, the County has operated a tourism kiosk in Port Stanley at various locations. For the past four years, the tourism kiosk has been located in the rear portion of the Port Stanley Festival Theatre building, sharing space with Connections, a non- profit organization. This arrangement is no longer possible. A lease arrangement is available in the Theatre building for office space that would suit the short-term tourism needs of the department. The Economic Development department is currently investigating a permanent location in another area of Port Stanley that would provide more exposure to visitors. This permanent location should be available in 2018. DISCUSSION: The Economic Development department operates two tourism kiosks - one located in Port Burwell and the other in Port Stanley. There is also a mobile tourism cruiser that attends events in West Elgin and throughout the County. Finding an ideal location for a tourism kiosk in Port Stanley has been a challenge over the years. Although not an ideal location, sharing office space next to the non-profit group Connections in the Port Stanley Festival Theatre has sufficed while a more suitable and permanent location is investigated. The department is currently in talks with the Municipality of Central Elgin to have a tourism kiosk be part of the municipality's development plans for Port Stanley. Staff is currently working to secure such a location for the 2018 tourism season. Until then, Unit 8 in the Port Stanley Festival Theatre building is available for lease, on a year round basis. Although a student will not be working on the premises throughout the year, the space will be utilized for storage and will be available to support/promote events that may occur during the tourism off - season. As outlined in Appendix 1, the lease agreement would begin on May 1, 2016, and end on April 30, 2018, at a cost of $250 per month plus HST. The lessor may implement a COLA adjustment to the lease amount. The funds for the lease are contained within the approved 2016 operating budget of the Economic Development department. The County can terminate the lease given the delivery of 60 days written notice to the Theatre. W CONCLUSION: Leasing office space for two years at the Port Stanley Festival Theatre would enable the department to continue to provide tourism information in one of the County's key tourism destinations. By 2018, a permanent home for the County's tourism kiosk will be secured. This will encompass a location that provides greater access to tourism services and highlights the history of Port Stanley. RECOMMENDATION: THAT the Chief Administrative Officer be directed to sign the lease agreement for the purposes of a Tourism Kiosk, between the County of Elgin and the Port Stanley Festival Theatre from May 1, 2016 to April 30, 2018, at a cost of $250 per month plus HST as described in the March 7, 2016 report. All of which is Respectfully Submitted Alan Smith General Manager of Economic Development 63 Approved for Submission Mark G. McDonald Chief Administrative Officer Appendix 1 Lease May 1, 2016 to April 30, 2018 Between Port Stanley Festival Theatre And The Corporation of the County of Elgin Unit 8 THIS LEASE made in triplicate this day of April, 2016 BETWEEN Port Stanley Festival Theatre (herinafter "Landlord") AND Corporation of the County of Elgin (hereinafter "Tenant") Of the First Part Of the Second Part Subject to the covenants and powers implied in the applicable provincial laws and in consideration of the rents, covenants and agreements hereinafter reserved and contained on the part of the Tenant, the Landlord does demise and Lease unto the Tenant, its successors and assigns the following Leased Premises: Unit 8 — (See "Schedule A" herewith) 302 Bridge Street Port Stanley, ON, N5L 1C3 Comprised of approximately 155 square feet, as agreed, hereinafter referred to as the Leased Premises. 1. DEFINITIONS 1.1 "Leased Premises" shall mean: the area as set out in Schedule A as Unit 8, with the boundaries of same to be as follows: (a) To the center line of any interior walls separating the Leased Premises from adjoining Leased Premises, or enclosed common areas, within the building, all as illustrated in Schedule "A". (b) To the center line of any exterior walls separating the Leased Premises from the outdoors. 2. TERM AND POSSESSION 2.1 The Tenant shall have possession of the Leased Premises for and during a period of 24 months commencing at 00.01 am on May 1, 2016 and ending at 11.59 pm on April 30, 2018 (the "Term"). 65 2.2 Subject to the Landlord's right under this Lease, and as long as the Lease is in good standing, the Landlord covenants that the Tenant shall have quiet enjoyment of the Leased Premises during the Term of this Lease without any interruption or disturbance from the Landlord or any other person or persons lawfully claiming through the Landlord. 3. RENT 3.1 During the Term of this Lease, the Tenant covenants to pay to the Landlord, rent in equal monthly installments on the first day of each month in advance as follows: (a) Effective May 1, 2016, and for the term of this lease, until April 30, 2018, the Tenant shall pay to the Landlord annualized rent in the amount of $3000 plus HST ($250 per month plus HST of $32.50) (b) In the second year of the term, at the lessor's sole discretion, the lessor may implement a COLA adjustment to the lease amount. Such COLA will be calculated using the official cost of living index of the province of Ontario. 4. PAYMENT 4.1 Rental amount for May 2016 shall be due the day the Lease Agreement is signed. 4.2 The lessee will provide posted dated cheques for the monthly rental amount, or, as an option, may make payment by monthly automatic bank deposit; provided that in either such case, the rental payment shall be due and paid on the 1 st day of each calendar month. 5 CLEANING OF LEASED PREMISES: 5.1 The Tenant shall be responsible for cleaning the Leased Premises and shall make its own arrangements and bear all costs in this regard. 6. USE 6.1 During the Term of this Lease, the Leased Premises shall not be used for any purpose other than a Tourism Promotion Kiosk without the express consent of the Landlord given in writing. 6.2 The Tenant shall not do or permit to be done at the Leased Premises anything, which may: (a) constitute a nuisance; (b) cause damage to the Leased Premises; (c) cause injury or annoyance to occupants of neighbouring Leased Premises; (d) make void any insurance upon the Leased Premises; (e) constitute a breach of any by-law, statute, order or regulation of any Municipal, Provincial, Federal or other authority relating to the Leased Premises. 7. UTILITIES The landlord covenants with the tenant to provide and/or pay the following without additional cost to the tenant: 7.1 Adequate heating and air conditioning for the Leased Premises in a manner appropriate to the season of the year, to meet the tenants comfort level. 7.2 Property taxes (but excluding any retail taxes resulting from the operation of Tenant's business) 7.3 Electricity for lighting and minor electrical appliances 7.3 To provide garbage/waste removal from the building. 7.4 To clean the windows outside not less than twice each year. 7.5 To clean and maintain the common areas. 7.6 To provide lawn and garden maintenance in summer and snow and ice removal from walk -ways during winter months. 7.7 To provide clean and maintained Male and Female washrooms facilities, including fixtures and all supplies in common with other tenants, in the main foyer including Handicap accessibility. 7.8 To provide security on all exterior doors and motion detectors in the hallway 8. ALTERATIONS AND ADDITIONS 8.1 Before undertaking any alteration or addition to the Leased Premises, the Tenant shall submit to the Landlord a plan showing the proposed alteration or addition and the Tenant shall not proceed to make the alteration or addition unless the Landlord approves the plan. The Landlord shall not unreasonably or arbitrarily withhold his approval. 8.2 Any and all alterations or additions to the Leased Premises made by the Tenant must comply with all applicable building code standards and Municipal by-laws in which the Leased Premises are located. 8.3 The Tenant shall not bring onto the Leased Premises any machinery, equipment or any other thing that might in the opinion of the Landlord, by reason of its weight, size or use, damage the Leased Premises or overload the floors of the Leased Premises. 9. SIGNS 9.1 With the written approval of the Landlord, the Landlord agrees the Tenant may have additional, suitable signage at the front of the building, which additional 67 signage shall include, but not be limited to, one sandwich board, one railing mounted sign, window signage within the front -facing and side -facing windows, and signage at interior entranceway. The production, creation, maintenance and cost for such additional signage shall be the responsibility of the Tenant. There shall be no attachments to the facade of the building. 10. SUBLET 10.1 With written approval of the Landlord, the Tenant shall be permitted to sublet the Leased Premises to any business which does not conflict with the present tenants. Said written approval to sub -let shall not be unreasonably withheld. 11. COVENANTS The landlord and tenant covenant and agree each with the other as follows 11.1 The Tenant and Landlord will indemnify and save harmless each other from all liabilities, suits, claims, demands and actions of any kind or nature, including the full cost of resisting or defending the same, to which the Tenant or Landlord shall or may become liable for or suffer by reason of any breach, violation or non- performance by the Tenant or Landlord of any covenant, term or provision hereof or by reason of any occurrence resulting, from, occasioned to, or suffered by any person or property by reason of any act, neglect or default on the part of the Tenant or Landlord or any of their officers, agents, employees, visitors, customers or licensees: and the covenants of the Tenant and Landlord in regard to such indemnification occurring during the Term of the Lease or renewal in respect thereof shall survive anything in this Lease to the contrary. 11.2 If the Leased Premises are at any time during the Term of the Lease wholly or partially destroyed by fire or otherwise so as to become unusable, the rent shall forthwith become payable to the time of such destruction and the Term hereby created shall terminate. If the Leased Premises are only partially destroyed then the Landlord may, with the written consent of the Tenant, repair and make the Leased Premises fit for the purposes of the Tenant. In this case the Term shall not be Terminate but the rent reserved up to the time of the said destruction shall forthwith be payable by the Tenant and the proportionate part of the rent reserved shall abate until the Leased Premises have been made fit for the purposes of the Tenant. 11.3 The Landlord will be wholly responsible for the cost to repair any damages to the Leased Premises. 11.4 The Tenant is responsible for repair or replacement of its assets damaged wholly or partially by fire or otherwise. 11.5 The Tenant shall procure and maintain throughout the Term of this Lease a commercial general liability insurance protecting the Landlord and Tenant against liability for bodily injury and death for damage to, or destruction of, property by reason of any occurrence or accident in, or on, or about the Leased Premises, including Tenant's legal liability coverage in an amount of not less than ONE MILLION DOLLARS ($1,000,000.00). The Tenant shall provide the Landlord evidence of such insurance in a form of Certificate of Insurance. Such insurance shall not be subject to cancellation except after at least ninety (90) days' written notice to the Landlord. 12. ENVIRONMENTAL CONTAMINANTS 12.1 The Landlord shall notify the Tenant immediately on receipt of any violation of any environmental law, or order, or administrative tribunal or any Authority made or proposed to be made against the Landlord in respect of any Environmental Contaminants in, on or near the Leased Premises, and furthermore, the Landlord shall notify the Tenant immediately of any discharge, release or discovery of any Environmental Contaminants in, near or on any part of the building or Lands on which the Leased Premises forms a part and/or is situated. 12.2 The Tenant shall not permit the presence of any Environmental Contaminant in the Leased Premises 13. TENANT COVENANTS WITH THE LANDLORD 13.1 The Leased Premises now being in a good state of repair and tenantable condition, the Tenant will keep the said Leased Premises in good repair and condition at all times during the Term of this Lease and any renewal thereof. 13.2 The Tenant will observe and fulfill the lawful provisions, requirements of all Statutes, By-laws, Rules and Regulations, municipal, provincial or federal, relating to the Leased Premises and, in particular, and without limiting the generality of the foregoing, the electrical equipment and apparatus and fire protection devices now installed or required to be installed from time to time by the above mentioned authorities in and for the Leased Premises. 14. LANDLORD COVENANTS WITH THE TENANT 14.1 The Landlord will pay all taxes, rates, charges and assessments whatsoever, whether municipal, provincial or federal, that may be levied during the Term upon the demised Leased Premises, including public school property taxes, local improvements or works assessed upon the property benefited thereby, and all rates or charges for public utilities including water, sewage, gas, electrical power or energy, steam or hot water used upon or in respect to the Leased Premises. 14.2 The Landlord will keep the building insured against loss or damage by fire or otherwise and to rebuild and reinstate them whenever damaged by fire or otherwise. 14.3 Upon notice given by the Tenant, the Landlord agrees to promptly make all needed repairs as would a prudent owner. 14.4 The Landlord will permit the Tenant, its employees and all persons lawfully requiring communication with them to have unrestricted access, in common with others, of the main entrance, elevator and corridors of the building leading to the Leased Premises. 14.5 The Landlord grants to the Tenant the rights to an option to renew this Lease no less than sixty (60) days prior to the expiry of the Term of the Leased Premises on terms acceptable to both parties. 15. TERMINATION OF LEASE 15.1 The Tenant will, at the expiration or sooner determination of the Term, peaceably surrender and yield up unto the Landlord the Leased Premises, in good repair and condition. 15.2 The Tenant will, at the expiration or sooner determination of the Term or any renewal thereof, remove its furniture, fixtures, signs and equipment and at its own expenses repair any damage caused to the Leased Premises by such removal. 15.3 The Landlord shall have the right, by prior appointment with the Tenant, to enter and show the Leased Premises to prospective tenants or purchasers and also to place on the Leased Premises one sign of reasonable dimensions, reasonably placed so as not to interfere with the Tenant's business or signs, stating the Leased Premises are for sale or Lease. 15.4 This lease may be terminated by either party upon delivery of written 60 days notice. 16. ENTRY TO LEASED PREMISES 16.1 If the Tenant fails to meet any of its covenants, the Landlord, its officers, agents or any experts appointed by it, at all reasonable times may enter the Leased Premises to inspect the condition thereof and to carry out any repairs necessary. 16.2 Any condoning, overlooking, or excusing by the Landlord of any default, breach or non- observance by the Tenant at any time in respect of any covenant or condition herein shall not operate as a waiver of the Landlord's rights hereunder, in respect of any subsequent default, breach or non -observance. 17. NOTICES 17.1 Any return of information or notice required shall be in writing given to the Tenant at the office of the Tenant at: The Corporation of the County of Elgin 450 Sunset Drive St Thomas, ON N5R 5V1 17.2 Any payment of rent or return of information required shall be in writing given to the Landlord at the office of the Landlord, 6-302 Bridge St., Port Stanley, Ontario, N5L 1 C3 or by registered mail to the Landlord at the aforesaid address. 17.3 Notice shall be sufficiently given if delivered or if sent by prepaid registered mail from any place in Canada to such addresses: any notice delivered shall be deemed to have been given when delivered and any notice so mailed shall be deemed to have been given on the third day after mailing, provided, however, that in the event of an interruption of mail services at the time of such mailing or 70 within three (3) days thereafter by reason of strike or other cause, the notice shall not be deemed to have been received until actually delivered, whether by mail or otherwise. 18. REGISTRATION 18.1 Neither party shall register this Agreement or register or deposit any evidence of its interest in the Leased Premises pursuant to this Agreement or otherwise, without the written consent of both parties 19. LANGUAGE 19.1 The Landlord and Tenant acknowledge they have requested and consented to this Lease and all documents, notices, correspondence and legal proceeding consequence upon, ancillary to, relating directly, and indirectly hereto, forming part of or resulting from, be drawn up in English. 20. GENERAL 20.1 No representations, agreements, warranties, conditions or guarantees of any nature whatsoever, whether oral or written, expressed or implied by law or by statute, exist between the Landlord and the Tenant with respect to the Leased Premises except as contained in this Lease. 20.2 This Lease is made in pursuance of the provincial laws of the Province of Ontario. 20.3 It is hereby declared and agreed the Terms "Landlord" and "Tenant" shall include and be binding on the personal representative and assigns and, if the parties or the context so require, shall be construed to mean the plural, masculine, feminine or neuter. 71 IN WITNESS WHEREOF the parties hereto have executed this Lease this day of April, 2016. SIGNED, SEALED & DELIVERED ) In the presence of ) PORT STANLEY FESTIVAL THEATRE Per- Name- Position er:Name:Position Per- Name- Position er:Name:Position Brian Welsh President Robert Halle Treasurer We have authority to bind the Corporation THE CORPORATION OF THE COUNTY OF ELGIN Per: Name: Mark McDonald Position: Chief Administrative Officer Per: Name: Bernie Wiehle Position: Warden We have authority to bind the Corporation 72 SCHEDULE "A" 73 Schedule `A' Retail rental space (not to scale) E r KIIVL Lr tm it Unit 4 Unit 5 131 sq.ft. N 11 205 sq.ft. Unit 3 156 sq.ft. Unit 2 191 sq.ft. Unit 1 288 sq.ft. i t All diinu Unit 8 155 sq.ft. Bridge Street Entrance 74 w� rar�our�nn�U1�j��Q REPORT TO COUNTY COUNCIL FROM: Brian Masschaele, Director of Community and Cultural Services DATE: March 10, 2016 SUBJECT: Elgin County Council Student Day INTRODUCTION: This report seeks direction concerning Council's interest in hosting a special "Student Day" session at a Council meeting in April 2016. DISCUSSION: Elgin County Council has on occasion hosted a special "Student Day" session for students of Elgin County high schools for the purpose of enhancing student understanding of, and appreciation for, the operations of County government. Members of Council will recall that it was decided to postpone this opportunity in late 2015 to another date in spring 2016. One such possible date for consideration is Council's meeting on April 26th 2016. A "Student Day" session may involve some of the following activities: student attendance at and observation of Council proceedings; student participation in out -of - council -session educational activities organized by staff, possibly including analysis and debate of a sample council report; and student attendance at the Council luncheon. Councillors may, at their option, invite student participants to accompany them as they conduct constituency business in their municipalities following the Council session. Individual Councillors and Directors will be responsible for recruiting/sponsoring student participants and for arranging the necessary permissions to allow their attendance and participation. CONCLUSION: Council may wish to host a special "Student Day" session in April 2016. If Council wishes to proceed, staff will make the necessary arrangement to accommodate those students recruited and sponsored by Councillors and staff. RECOMMENDATION: THAT staff direction be provided for hosting "Elgin County Council Student Day" in 2016. All of which is Respectfully Submitted Brian Masschaele Director of Community and Cultural Services 75 Approved for Submission Mark G. McDonald Chief Administrative Officer �iw��rrmJJlJ)G� ._ gii REPORT TO COUNTY COUNCIL FROM: Rob Bryce, Director of Human Resources DATE: March 9, 2016 SUBJECT: Human Resources Policy 8.70 Amendments INTRODUCTION: Human Resources (H.R.) update policies from time to time to reflect current administrative or legislative requirements. This report provides proposed updates to a health and safety policy applicable to contractors and subcontractors. DISCUSSION: Human Resources (HR) Policy 8.70 deals with health and safety compliance for contractors and subcontractors. Since that time, there have been changes in the administration of the policy as a result of purchasing department amendments. Legislative changes also necessitate changes to the policy to ensure contractors and subcontractors are compliant. CONCLUSION: The recommended changes to HR Policy 8.70 will ensure that the policy reflects current administrative procedures and contractors and subcontractors are compliant with corporate policies and legislative requirements. RECOMMENDATIONS: THAT County Council approve the report titled "Human Resources Policy 8.70 Amendments" dated March 9, 2016; and, THAT County Council approve and adopt the attached corresponding policy changes (Human Resources Policy Number 8.70), as soon as practicable. All of which is Respectfully Submitted Approved for Submission Rob Bryce Mark G. McDonald Director of Human Resources Chief Administrative Officer 76 County of Elgin Human Resources Policy Manual Code - A Page 1 of 1 Section: 8 Subject: Contractors/ Sub -Contractors Policy Number: 8.70 Date Approved: Dec. 12/91 Date Last Revision: ♦ All outside Contractors/Sub-Contractors are responsible for the health, safety and well-being of their workers when working on County property or road projects and are required to adhere to the Occupational Health and Safety Act and Regulations at all times. ♦ All Contractors/Sub-Contractors must obtain and review the County's Health and Safety Policies with their workers prior to commencement of work on County property or road projects to ensure, at a minimum, that all workers conform with the same safe operating procedures as County Employees. ♦ The County Department Head or designate who arranges the Contractor/Sub- Contractor will be responsible for ensuring all pertinent County policies, and a Contractor's Acknowledgement Letter are provided to the Contractor, and completed response documentation is received prior to the commencement of work. (see attachment 1 & 2). ♦ If Contractors/Sub-Contractors or their workers are not working in compliance with the required County policies and/or the pertinent provincial legislation, the Department Head will take appropriate action, in the circumstances. 77 ♦ All Contractors/Sub-Contractors must provide to the County verification of their Workplace Safety and Insurance Board status by providing a current copy of their "Letter of Good Standing." If a Contractor/Sub-Contractor is not insured through the Workplace Safety and Insurance Board, the County Department Head who arranges the contract will determine whether or not to require the Contractor/Sub- Contractor to obtain this insurance prior to awarding the contract. M Attachment 1 g] n Date Company Name Address City, Province, Postal Code Dear Sir/Madam, The County of Elgin is dedicated to operating at a standard which will establish our County as a leader in promoting and protecting the health, safety, and well-being of all employees. In fulfilling this commitment, our goal is to promote attitudes amongst our employees that will ultimately lead to reduction and elimination of workplace hazards. We wish to emphasize to all prospective bidders, that we expect the same standards to be upheld by them and their employees while on County property or roads projects. We require that Contractors/Sub-Contractors review all County Health and Safety Policies and Rules, relevant to the work to be performed, as determined by the Department Head, with their employees prior to commencement of work and that procedures, worker training and enforcement conforms with legislated requirements. Violations of County Policies, Rules or Legislation by any Contractor, Sub -Contractor or their employees may be considered a breach of contract. Please complete the attached form and return it to the County of Elgin with the requested Workplace Safety and Insurance Board information. Yours truly, The Corporation of the County of Elgin 79 Attachment 2 ACKNOWLEDGEMENT OF COUNTY POLICIES COMPLIANCE LETTER COMPANY NAME: NAME OF AUTHORIZED COMPANY REPRESENTATIVE: SIGNATURE: TITLE: DATE: I have reviewed and received the following policies from the County of Elgin: • Commitment to a Civil, Workplace Environment and Workplace Interactions; • Violence in the Workplace Policy; • Workplace Harassment and Discrimination Policy; • County Safety Policy; • Contractors/Subcontractors Policy; • County Accessibility Policy; • County Code of Conduct. With my signature above, I acknowledge and agree to abide by the aforementioned documents and understand that any violation of the policies may result in sanctions against me and or my company up to and including ineligibility for County of Elgin contract work. Further, the letter of Safety Compliance was received and I agree to abide by the requirements set out in the Letter of Safety Compliance. Please return this completed form to the Purchasing Coordinator prior to commencement of any contract work. M ee rar�our�nn�Ul�j��f Agni REPORT TO COUNTY COUNCIL FROM: Rob Bryce, Director of Human Resources DATE: March 1, 2016 SUBJECT: 2016 Non -Union Compensation INTRODUCTION: Human Resources staff is seeking County Council's approval to implement a 1.9% wage increase for non-union staff in 2016. Each year, Human Resources staff recommends to County Council a non-union salary increase. The purpose of this annual action is to ensure the County of Elgin remains a desired employer; that the County is attracting and retaining skills and talent in the organization by remaining competitive in its compensation practises; and that the County avoid any spikes or gaps in its compensation practises from one year to the next. Increases for non-union staff are applied to Council as well. DISCUSSION: Non-union salaries are reviewed annually to ensure that the County is paying competitively to the market. Recommended adjustments to wages are made on the basis of both benchmark data and comparative market trends. In reviewing such data, the County considers a number of factors including, but not limited to, negotiations mandates and outcomes, inflationary trends, attrition data, market factors, and union avoidance. The most recent Ministry of Labour data (released at the end of November 2015) shows the Broader Public Service (BPS) Municipal Sector average annual base wage increase was 1.9% from January to July 2015. For the period of January 2015 to January 2016, the average for the Consumer Price Index (CPI) in Ontario was 2.0%. In January 2016, two of the County's unionized partners received a 1.9% (Homes employees) and a 1.75% wage increase (Libraries employees), respectively. On April 1, 2015, Ontario Nurses' Association (ONA) — represented employees received a 1.4% increase, in keeping with the long standing practise off awarding the same amount as the hospital sector. That collective agreement expires March 31, 2016. Area municipalities have announced and/or planned the following 2016 salary adjustments for non-union staff: Tillsonburg 1.5%' County of Wellington 2.0% Woodstock 1.75%2 County of Norfolk 2.0% Waterloo 1.7% County of Dufferin 1.5% Orangeville 2.0%3 County of Middlesex 1.5%3 Stratford 1.5% County of Oxford 1.5% m St. Thomas 2.0%4 County of Brant 1.75%3 West Elgin 1.4% Bayham 0.8% Dutton Dunwich 2.0% Southwold 2.0% Malahide 1.75% Aylmer 1.5% Central Elgin 1.5%3 1 Eff. April 1 2 1% eff. Jan. 1 and .75% eff. July 1 3 Included in budget but not yet approved by Council 4 1%eff. Jan. 1 and 1%eff. July 1 From those surveyed above, area municipalities are providing an average adjustment of 1.7%. Although what is being recommended for County staff is slightly higher than the average of the comparators shown above, it is not inconsistent with the County's pay practise to pay at the 55th percentile and matches the increase negotiated with the County's largest union partner. In 2015, the County of Elgin paid approximately $4,985,000 in wages to non-union staff. The cost of a 1.9% increase for non-union employees is approximately $94,700 and represents 0.3% on the levy. This is containable in the 2016 budget in which staff had set aside 1.9% for planning purposes. CONCLUSION: In view of recent economic trends, comparative data, and other factors, Human Resources staff believes a 1.9% economic adjustment in 2016 for non-union staff is appropriate. It matches wage increases provided to the County's largest union partner (SEIU) and approximates the expected rate of inflation in Ontario for 2016. In accordance with municipal bylaw, the 2016 economic adjustment would be applied to Members of Council. RECOMMENDATIONS: THAT the Council approve a non-union economic adjustment of 1.9% effective on the first full pay period of 2016; and, THAT the necessary by-law be prepared. All of which is Respectfully Submitted Approved for Submission Rob Bryce Mark G. McDonald Director of Human Resources Chief Administrative Officer W �iw��rrmJJlJ)G� ._ gii REPORT TO COUNTY COUNCIL FROM: Rhonda L. Duffy, Director Homes and Seniors Services DATE: March 8, 2016 SUBJECT: Homes - 2015/2016 Late Career Nurse Initiative INTRODUCTION: The Ministry of Health and Long -Term Care (MOHLTC) has awarded funding for the Late Career Nurse Initiative (LCNI) to each County home. This Initiative provides additional funding for the specific purpose of enabling late career RN's and RPN's to perform alternative duties in the homes which will focus on Continuous Quality Improvement initiatives. DISCUSSION: The MOHLTC has again awarded additional funding support to the County homes with the intent to focus on the retention of late career nurses ages 55 and older, through the LCNI. The MOHLTC has awarded the Elgin County Homes the following one time funding for 2015-2016: Bobier Villa - $ 3,100 Elgin Manor - $ 9,566 Terrace Lodge - $ 7,883 Funding amounts are based upon accepted project submissions and the numbers of late career nurses the homes are able to schedule for the special projects. In previous years, the funding announcements came earlier thereby allowing sufficient time to schedule the late career nurses and implement the planned projects. This year however, the Homes are being given approximately a month to utilise the funding. The funds must be spent by March 31, 2016 or are clawed back by the Ministry of Health and Long -Term Care. CONCLUSION: The LCNI continues to be a positive retention strategy within the County homes. The LCNI will provide additional assistance through the implementation and monitoring of Quality Improvement Initiatives which are tied to the funding requirements within the Long -Term Care Service Accountability Agreements with the Southwest Local Health Integration Network. RECOMMENDATION: THAT Council accept the 2015-2016 Late Career Nursing Initiative funding from the Ministry of Health and Long -Term Care. All of which is Respectfully Submitted Approved for Submission Rhonda L. Duffy Mark G. McDonald Director of Homes and Seniors Services Chief Administrative Officer 83 �iw��rrmJJlJ)G� ._ gii REPORT TO COUNTY COUNCIL FROM: Rhonda Duffy, Director of Homes and Seniors Services DATE: March 22, 2016 SUBJECT: Homes - Long -Term Care Homes Quality Improvement Plan (QIP) INTRODUCTION: Beginning in 2015, the Southwest Local Health Integrated Network (SWLHIN) requires all Long -Term Care homes to submit an annual Quality Improvement Plan, (QIP). The prior year plan's performance and the proposed upcoming year's plan must be submitted by April 1 of each year. 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 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. Each Home's Continuous Quality Improvement Team then sets goals to meet or exceed the 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. 01 The QIP initiatives have not changed from the initial 2015-2016 requirements. 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. The QIP submissions are available for review on the County website under the Long - Term Care Homes section - htt.//www.el incount�.ca/seniors®services - Homes Quality Improvement Plan (QIP) - 2016/2017. CONCLUSION: The QIP's which are being submitted by each home support 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. RECOMMENDATIONS: THAT Council authorize staff to submit the 2015-2016 Quality Improvement Plan progress report to the Southwest Local Health Integrated Network by April 1, 2016; and; THAT Council authorize staff to submit the 2016-2017 Quality Improvement Plan to the Southwest Local Health Integrated Network by April 1, 2016. All of which is Respectfully Submitted Approved for Submission Rhonda L. Duffy Mark G. McDonald Director of Homes and Seniors Services Chief Administrative Officer 99 y� iu�wnnUJ11�� Agin! REPORT TO COUNTY COUNCIL FROM: Peter Dutchak, Deputy Director of Engineering Services DATE: March 7, 2016 SUBJECT: 2015 County Road Maintenance Expenditures INTRODUCTION: This report summarizes County Road maintenance expenditures as reported by the municipalities for the 2015 calendar year. DISCUSSION: The County of Elgin has outsourced road maintenance activities to the local municipalities since 1997. In 2012, a Council appointed committee developed a new agreement that was executed by all of Elgin's municipal partners in April 2013. The new agreement clearly defines responsibilities, provides a mechanism for work outside the basic scope of activities, includes new compensation rates and includes simple reporting requirements. One of the required reports is an annual maintenance expenditure summary, delivered before February 15th by each municipality and is unaudited. The compensation model of the new agreement remains consistent with the previous model. In essence, each municipality is responsible for a defined scope of maintenance activities and is provided a lump sum annual allocation (paid monthly) calculated from the number of kilometres and type (Highway Classification) of County roads maintained. In 2015, most municipalities generated a surplus of up to 10% of their allocation. The following table summarizes total allocations and expenditures as reported by each municipality and is unaudited. Municipality 2015 Allocation Total Expenditure (as reported) Difference ($) Difference % of Allocation Aylmer $ 20,098.06 $ 20,729.19 $ (631.13) 103% Bayham $ 434,077.56 $ 388,899.47 $ 45,178.09 90% Central Elgin $ 635,341.07 $ 622,940.51 $ 12,400.56 98% Dutton/Dunwich $ 425,021.72 $ 419,285.14 $ 5,736.58 99% Malahide $ 663,578.32 $ 685,678.99 $ (22,100.67) 103% Southwold $ 484,934.46 $ 462,421.31 $ 22,513.15 95% West Elgin $ 440,939.26 $ 396,769.00 $ 44,170.26 90% Road maintenance expenditures are managed by each municipality in a manner they decide to be most effective. With this full autonomy, municipalities are able to retain any surpluses they create and must also manage deficits. After many years of experience, allocation amounts have been tested and found to be adequate to fund maintenance activities over a longer term. In other words, in any given year, a municipality may experience a surplus or deficit, however, over time the account will balance (mainly due to fluctuating winter weather). Therefore, it is important for municipalities to reserve surpluses to offset years with higher expenditures. It is also important for municipalities to seek and implement efficiencies to reduce costs for their benefit. Winter maintenance activities account for the greatest annual expenditure and can fluctuate drastically from year to year. Winter control costs typically consume 60% of the total maintenance allocation. The following table summarizes winter control costs for the 2015 calendar year. Municipality Winter Control Costs as Reported % Total Allocation Aylmer $ 12,538.00 62% Bayham $ 198,586.00 46% Central Elgin $ 370,619.00 58% Dutton/Dunwich $ 194,399.00 46% Malahide $ 385,070.00 58% Southwold $ 226,753.00 47% West Elgin $ 113,121.00 26% CONCLUSION: Municipalities report their total maintenance expenditures to the County annually. In 2015, the municipalities had a collective surplus of $107,267. The maintenance agreement's funding model provides municipalities the flexibility to manage their own activities and costs. It is recommended that surpluses be reserved to offset years with maintenance spending deficits. Over the long term, annual maintenance allocations and expenditures have proven to balance. RECOMMENDATION: THAT this report titled "2015 County Road Maintenance Expenditures" be received and filed. All of which is Respectfully Submitted, Peter Dutchak Deputy Director of Engineering Services Clayton Watters Director of Engineering Services AN Approved for Submission, Mark G. McDonald Chief Administrative Officer Nancie Irving, Clerk, Town of Aylmer with a resolution requesting the County of Elgin provide Weed Inspector services for the Town of Aylmer. 2. Laura Elliott, Director of Education, Thames Valley District School Board informing Council that municipalities will be invited to their school board annual meetings and proposing an additional joint meeting be held this spring with the London District Catholic School Board and Thames Valley District School Board to focus on strategic priorities. M Report T�fle: Subrn�tted -for: Report Author" &1Z 10h, Appointment of Weed Inspector Council — March 7, 2016 Nancie J. Irving, Clerk That Council requests the County of Elgin to provide the services of Weed Inspector for the Town • Aylmer. Mr. Danial Dale is the Town's Weed Inspector but with his upcoming retirement it is necessary to appoint a new Weed Inspector. The County of Elgin has appointed Jeff Lawrence from the Kettle Creek Conservation Authority as its Weed Inspector. In accordance with the Weed Control Act, the Town may request the upper tier, Elgin County, to provide these services for the Town. The Clerk has discussed this with Mr. Lawrence, and the requirement is that the Town pass a resolution requesting the County to provide such services. This has been done with other Elgin municipalities. Respectfully submitted, Nancie J. Irving, CMO Clerk Reviewed by, Jennifer Reynaert Administrator 0,0 "m 7/77 DUSTRICT SCHOOL BOARD 2016 March 08 Mr. Mark McDonald Chief Administrative Officer County of Elgin 450 Sunset Drive St. Thomas, ON N5R 5V1 Dear Mr. McDonald: Laura Elkoft, Director of Education and Secretary WiMR, I 1 2016 V CO3 TV OFELGIN 4 MINIMA IVC' As you may be aware, the recent changes to Ministry of Education policies regarding school accommodation require school boards to meet annually with cities and municipalities on such matters. Therefore, each Board will be inviting municipalities to these annual meetings. In discussion with the Chair and Director of Education from the London District Catholic School Board, we would also like to propose an additional annual joint meeting which would focus on strategic priorities of each of the three organizations. This meeting would involve both staff and our elected officials of both boards. We value our relationship with the County of Elgin and sincerely hope that we can find a date this spring to meet. I would be pleased to discuss this new meeting proposal with you. My assistant, Theresa Levschuk will contact you to set up a phone call. We look forward to engaging in positive discussions which will be mutually beneficial for our respective organizations. Yours sincerely, V Laura Elliott Director of Education LE/tI c: L. Staudt, Director, London District Catholic School Board Thames Valley District School Board - Office of the Director of Education 1250 ,I' i' Street, PO. Box 5888, London, Ontario H6A 50 Tel: (519) 452-2000 Ext. 20222 Fax. (519) 452-2396 website: wwwtvdsb.on. ca We buffd each studen6c, totnorrow, every day, 0 a-- 1 ''I'll I il Oil iii 11 1 1 Hicks Morley, Human Resources Law and Advocacy with article titled "Ontario Introduces Legislation Creating Statutory Presumption of Work -Relatedness for First Responders Diagnosed with PTSD". 2. Lloyd Perrin, Director of Physical Services, Municipality of Central Elgin with Notice of Study Completion, Port Stanley Area Sanitary Servicing, Municipal Class Environment Assessment. 3. AMO Communications with AMO Policy Update titled "Province Announces Updated Long -Term Affordable Housing Strategy". 4. Alzheimer Society Elgin -St. Thomas with information on the Walk for Alzheimer's to be held on Saturday, May 28, 2016 at Pinafore Park, St. Thomas. 91 f m �,r frf HUMAN RESOURCES LAW AND ADVOCACY FEBRUARY 23, 2016 BY: JOSEPH COHEN-LYONS AND SAMANTHA C. SEABROOK On February 18, 2016, the Ontario government introduced Bill 163, Supporting Ontario's First Responders Act (Posttraumatic Stress Disorder) 2016, amending the Workplace Safety and Insurance Act, 1997 ("WSIA") and the Ministry of Labour Act. If passed, Bill 163 would create a statutory presumption in favour of granting workers' compensation benefits to first responders diagnosed with posttraumatic stress disorder ("PTSD"). The creation of this presumption will likely have costs consequences for employers of first responders and will impact Workplace Safety and Insurance Board ("WSIB") appeal strategy. This FTR Now outlines Bill 163 and its implications for employers of first responders. If passed, Bill 163 would create a rebuttable statutory presumption of work - relatedness if a first responder is diagnosed with PTSD by a psychiatrist or psychologist, as follows: The posttraumatic stress disorder is presumed to have arisen out of and in the course of the worker's employment, unless the contrary is shown. A rebuttable presumption shifts the burden of proof to the employer to show that the worker's PTSD is not work-related. Statutory presumptions already exist in the WSIA for certain prescribed cancers and heart disease suffered by firefighters. 'F, Upassed, Bill 1G3will apply tothe following "first reapmndero^: ° Police officers (including First Nations constables) = Firefighters Uu||-timo, part-time, and volunteer firefighters, and fire m Paramedics, emergency medical attendants and communications officers ° First Nations emergency response teams m Workers incorrectional institutions, places ofsecure custody orplaces ofsecure temporary detention m Dispatchers ofthe above workers For the statutory presumption toapply, first responders must receive a diagnosis ofPTSD from either 8psychiatrist n/psychologist that inconsistent with the description ofPTSD inthe DGK8-V(Diagnostic and Statistical Manual of Mental Disorders, Fifth Edition). The presumption will apply Loboth new and pending VVS|Bclaims, but not those that have been exhausted through anappeal process. Former first responder workers who develop PTSD within aspecified time period ufBill 163 coming into force will be entitled to the benefit of the presumption. Under the proposed legislation, the Ministry of LabVurActwould also be amended bzgive the Minister of Labour authority toask employers of workers covered bythe PTSD presumption inprovide their plans toprevent PTSID and topublish those plans. Bill 1G3was introduced further tothe PTSD initiatives introduced bvthe Ontario government on February 1, 2016. Those initiatives were discussed in our FTR Now of February 6, 2016, "PTSD Strategy Announced by Ontario." Bill 1G3presents two key challenges for employers offirst responders: first, the potential cost consequences ofexpanded entitlement; and second, the practical difficulties of rebutting the statutory presumption of work - relatedness. VV5|B claims for mental i||nenn. including PTSD' are often costly for employers. They may result inanextended period cfloss nfearnings benefits, and return tnwork attempts may b8prolonged and challenging. This can occur inpart because ofthe nature ofthe condition itself. Characteristic symptoms of PTSD include ''|olensia1ent avoidance of stimuli 93 associated with the traumatic event(s)^(DSM-V). Work-related PTSID may likely include an avoidance of the workplace or areas associated with work. This symptom, coupled with the time and techniques needed 10treat PFSID, means workers who suffer from compensable PTSD may be entitled to lengthy periods of loss of earnings benefits. Presumptive entitlement for PTSID therefore creates potential for increased absences and associated loss ofearnings awards. Employers should also consider that, amdrafted, Bill 163will apply not only 10 claims established after the Bill comes into force, but will also provide 8 window for claims currently inthe objection orappeals process (both atthe VVS|Band the Workplace Safety and Insurance Appeals Tribunal) iobn adjudicated with the benefit of Bill 1G3'o statutory presumption. In addition, Bill 1S3allows those who ceased tobefirst responders nnmore than two years prior tothe Bill coming into force tomake claims upiotwo years after the Bill comes into force. These aspects of the Bill broaden the potential scope of application for the statutory presumption and increase the potential financial burden on employers offirst responders. First responders are typically employed bv municipal governments, which are largely Schedule 2 employers under the VVS|A. Schedule municipal employers pay their claims costs dollar -for - dollar, plus aoigni[ioant administration fee, to the VVO|B. Accordingly, higher loss ofearnings benefit payments may result insignificant VV5|Bcost increases for municipal employers. Employers of first responders should evaluate their preparedness for returning workers with PTSID to the workplace onmodified work. Having suitable modified work available for those with PTSD will assist in containing claims costs, and help return first responders to the workplace. An important question raised bvBill 163ishow employers, practically speaking, will be able to rebut the presumption of work -relatedness when first responders are diagnosed with PTSD.Todoso, the onus will beonthe employer to prove that: a) PTSO is an incorrect diagnosis; or b\ work-related trauma was not asignificant contributing cause ofthe worker's PTSD. Importantly, Bill 162 excludes from entitlement PTSD caused by an employer's decisions oractions, such aschanges tothe work tobe performed, working conditions, discipline ortermination. However, establishing that either non -work-related event/s\ or an employment decision isthe cause ofaworker's PT8IDmay require independent medical evaluations and/or retaining experts. This shifts asignificant evidentiary Page oow burden (and cost) to employers of first responders who wish to challenge entitlement. If passed, Bill 163 will likely have a significant impact on employers of first responders. To address the implications of Bill 163, employers of first responders should review their policies and procedures with the goal of reducing incidents of PTSD, assisting workers with PTSD and determining if suitable modified work can be made available to workers diagnosed with PTSD. By doing so, employers of first responders may be able to help first responders minimize, cope with and recover from PTSD. If you have any questions about Bill 163, please contact Joseph Cohen - Lyons at 416.864.7213, Samantha C. Seabrook at 416.864.7024, Jodi Gallagher Healy at 519-931-5605 or your regular Hicks Morley lawyer. TI" ,; ri,bc -,.I i"In I -"I by 1-17r, I, ki H ';I i '.,loo,, LLP :1 ol Ne, phol'-C'o r 2.,ly L, r-, in o ),,r1. ji I N)i, I I he e I I: --;:On Of I Mn I luny Vcl UP -, Hicks Morley Hamilton Stewart Starie LLP www.hicksmodey.com TORONTO WATERLOO LONDON 77 King SL W. 100 Regina St. S. 148 Futianon St. 39th Floor, Box 371 Suite 200 Suite 1608 TO Centre Wate N N2) 4P9 London, ON N6A 5P3 Toronto, ON M5K 1K8 Tell- 5=16.0411 Tel. 519.433.7515 Tel: 416362.1011 Fax: 519,746.4037 Fax: 519.433.8827 Fax: 416.362.9680 KINGSTON 366 ring St. E. Suite 310 Kingston, ON K7K6Y3 Tel; 613.549.635'3 Fax: 613,549,4068 Page 4 of 4 OTTAWA ISO rue Metcalfe SL Suite 2000 Ottawa, ON K21? IPI Tet/V: 613.234.0386 FaxjTd[&c-. 613.234.0418 CEI Vl-,-', Thorporation of the Munkipalfty of MAR 0 NOTICE OF STUDY COMPLETION e C C er'`4* Port Stanley Area Sanitary Servicing Alral Elgin Jp *unip al Class Environment Assessment The Municipality of Central Elgin (Municipality) owns the Port Stanley Wastewater Treatment Plant (WWTP) which consists of an aerated lagoon, four waste stabilization ponds (cells), sand filter beds, and a control building. The current rated treatment capacity of the facility is 2,100 ml/day, however operational issues have been noted at current flows nearing 1,000 m3/day. In order to address the current issues and to provide an environmentally sound and sustainable framework a Municipal Class Environmental Assessment (Class EA) is required. The Class EA examined the provision of municipal wastewater services for both existing and future development within the community of Port Stanley and included a 20 -year growth and occupancy projection. The Class EA also examined the existing pumping stations within the community to determine whether upgrades or replacement was necessary to servicing existing and future development. The Municipality retained Stantec Consulting Ltd. to conduct the Class EA as a Schedule C project under the Municipal Class Environmental Assessment process (Municipal Engineer's Association, as amended in 2007 and 2011), The Port Stanley WWTP Class EA included three public information centres (PICS) where stakeholders could provide comments on project details and various impacts. Public, Agency and First Nation comments have been received and considered in the finalization of the Class EA. The preferred wastewater treatment alternative involves the upgrade/construction of treatment works on the existing WWTP site. For Pumping Station 51 and Pumping Station 52, the preferred wastewater conveyance alternatives involve the construction of new pumping stations to address lifecycle issues and/or future servicing needs. The Environmental Study Report for the Port Stanley WWTP Class EA has been completed and is available for review at the following location during regular business hours from March 3, 2016 until April 4, 2016: Municipality of Central Elgin — Physical Services Department 450 Sunset Drive St. Thomas ON N5R 5V1 The Environmental Study Report is available online of: www.centralelgin.org Interested persons may provide written comment to the undersigned within the public review period from March 3, 2016 to April 4, 2016: Lloyd J. Perrin Director of Physical Services Municipality of Central Elgin 450 Sunset Drive St. Thomas ON N5R 5V 1 Email: 1perrin@cenfralelgin.org Cameron Gorrie, P.Eng. Project Manager, Water Stanfec Consulting Ltd. 171 Queens Avenue, Suite 600 London ON N6A 5-17 Email: cameron.gorrie@stantec.com KM If concerns arise regarding this projec"twhich cannot be" resolved in discussion with the Municipality of Central Elgin, a person or party may request that the Minister of the Environment and Climate Change make an order for the project to comply with Part if of th'e.Ehvironmental Assessment Act (referred to as a Part 11 Order). Requests must be received by the Minister at the address below by April 4, 2016. V Minister of the Environment and Climate Change 77 Wellesley Street West, 11 fh Floor, Ferguson Block Toronto ON M7A 2T5 A copy of the request must also be sent to the project team listed above. Subject to comments received as a result of this Notice and the receipt of necessary approvals, design and construction of the Port Stanley WWTP and related pumping station works may proceed. Personal information submitted in writing on this subject is collected under the authority of the Municipal Freedom of Information and Protection of Privacy Act and will be used by members of Council and Municipal staff in their review of this study. Any written submission, including names and contact information will be mode available to the public through the publication of the Port Stanley WWTP Class EA. 97 From: AMO Communications <communicateCa)_amo.on.ca> D. March 14, 2016 at 12:34:23 PM EDT To: "mmcdonald(• elqin.ca" Subject: AIVIO Policy Update - Province Announces Updated Long -Term Affordable Housing Strategy March 14, 2016 Announces Updated Long -Term Affordable Housing Strategy Today the government announced their highly anticipated update to the provincial Long - Term Affordable Housing Strategy, Ontario Transforming Housing and Homelessness System. The renewal of the strategy provides an opportunity to provide more safe, secure, suitable, and adequate affordable housing options ranging from social housing to rental to home ownership. This is vital as affordable housing contributes to the economic, social, and healthy well-being of Ontario's communities and the Province as a whole. AMO has long advocated for the Province to renew its strategy in a manner that will both sustain the existing housing system and expand it further to meet the needs of Ontarians. This requires a mix of legislative and regulatory change, but also new resources. As announced in the 2016 Budget, the Province is investing much welcomed and appreciated resources for the strategy's implementation as follows: $100 million over three years to provide housing allowances and benefits to additional households, including up to 1500 supportive housing units over the long- term 0 $45 million over three years for the Community Homelessness Prevention Initiative (CHPI) 0 $2.5 million to pilot a portable housing benefit for those fleeing domestic violence in 2016/17 $92 million for social housing green energy retrofits was announced prior to the 2016 Budget. Today's announcement proposed legislation for inclusionary zoning that will, if passed, provide municipal governments with additional authority to require private developers to build a certain percentage of new affordable housing units in new residential developments in a manner that could withstand an appeal at the OMB. This discretionary tool would be an additional option to municipal governments to employ in their communities if they so choose. Other highlights of the updated Long Term Affordable Housing Strategy (LTAHS) include: 0 ending chronic homelessness in ten years • creating a framework for a portable housing benefit that would give people who receive housing assistance the flexibility to choose where they want to live • conducting a portable housing subsidy pilot of over $17 million over 3 years for up to 3,000 domestic violence survivors Wl developing a Supportive Housing Policy Framework to improve access to services like counselling, medication support, and life skills consultations on how to make rent -geared -to -income calculations simpler and fairer developing an Indigenous Housing Strategy in partnership with Indigenous communities. However, missing is any funding to help address the capital repair backlog in the social housing portfolio. The municipal property tax base cannot cover the cumulative costs of necessary capital repairs, operations, administration, and the development of much- needed new housing. When the costs of social housing were downloaded by the Province to municipal governments in the late 1990s, this was done without the transfer of adequate financial reserves to address capital needs. It is not manageable for municipal governments to address this situation on their own off the property tax base. Simply put, more provincial and federal help is required. AMO is also anticipating positive announcements in the 2016 federal Budget, expected March 22nd, including new investments for housing and other social infrastructure. Solving the affordable housing crisis in Ontario is beyond the magnitude of both the municipal and provincial governments to address on their own. It will require a concerted effort of all three orders of government working together with the non-profit and private sectors. The LTAHS is headed in the right direction to further transform the housing system in Ontario. There is much to be done to ensure the successful implementation of the strategy. AMO looks forward to working collaboratively with the Province to advise on the necessary legislative and regulatory changes to ensure the sustainability of social housing as it is a top of mind consideration for municipal members. AMO Contact: Monika Turner, Director of Policy, mturner(@_amo.on.ca, 416.971.9856 ext. 318 (week of March 14th) Michael Jacek, Senior Advisor, miacekCa)_amo.on.ca, 416.971.9856 ext. 329 (as of March 21 st) M RIN 111111111111 M 01 Walk alone or with a team! Costumes welcomell, Saturday, May 28, 2016 Pinafore Park St. Thomasq Ontario 9,-.30 a.m. registration Walk from 10,o.-00 a.m. until noon It's easy to register and start fundraising. Visit walkforalzhelmers.ca Or call 519-633-4396 A1zheimer--,1Y() E! G I N - 5 T - T H 0 N-1 A 5 100 RECIEAliw*o `3 An ma 4 EIMER 111111111111 M 01 Walk alone or with a team! Costumes welcomell, Saturday, May 28, 2016 Pinafore Park St. Thomasq Ontario 9,-.30 a.m. registration Walk from 10,o.-00 a.m. until noon It's easy to register and start fundraising. Visit walkforalzhelmers.ca Or call 519-633-4396 A1zheimer--,1Y() E! G I N - 5 T - T H 0 N-1 A 5 100 RECIEAliw*o CLOSED MEETING AGENDA March 22, 2016 Staff Reports: 1) Director of Engineering Services — Municipal Act, Section 239.2 (a) the security of the property of the municipality or local board — Clinical Associates — Lease Extension 2) Director of Engineering Services — Municipal Act, Section 239.2 (a) the security of the property of the municipality or local board — Scott D. Avery Ltd. — Lease Extension 101