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13 - November 14, 2017 County Council Agenda Pkg.Q //1010 ElginC ORDERS OF THE DAY FOR TUESDAY, NOVEMBER 14, 2017— 9:00 A.M. ORDER 1 st Meeting Called to Order 2nd Adoption of Minutes — October 17, 2017 3rd Disclosure of Pecuniary Interest and the General Nature Thereof 4th Presenting Petitions, Presentations and Delegations DELEGATIONS: 5th 6th 7th 8th 9th 10th 11th 12th 13th 14th NOTICE: 9:00 a.m. Deb Ballak, Shercon Associates Inc. and Dr. Joyce Lock, Medical Officer of Health, Elgin St. Thomas Public Heath with a PowerPoint titled "Elgin St. Thomas Age Friendly Community Plan" and Elgin St. Thomas Age Friendly Community Plan". (Attached) 9:15 a.m. Kevin Jackson, General Manager of the Elgin Business Resource Centre with a PowerPoint titled "EBRC & County of Elgin, A Perfect Partnership". (Attached) 9:30 a.m. Dave Rock with a Request to Designate/Name the Elgin/St. Thomas Ambulance Headquarters on Edward Street, St. Thomas in memory of Charles (Chuck) Leverne Brubaker (1937 — 2017). (Attached) Motion to Move Into "Committee Of The Whole Council" Reports of Council, Outside Boards and Staff Council Correspondence 1) Items for Consideration (none) 2) Items for Information (Consent Agenda) OTHER BUSINESS 1) Statements/Inquiries by Members 2) Notice of Motion 3) Matters of Urgency Closed Meeting Items Recess Motion to Rise and Report Motion to Adopt Recommendations from the Committee Of The Whole Consideration of By -Law ADJOURNMENT LUNCH WILL BE PROVIDED Deputy Warden for November Deputy Warden for December November 24, 2017 November 28, 2017 December 8, 2017 December 12, 2017 December 14, 2017 Councillor Currie Councillor McWilliam Warden's Dinner — Shedden Keystone Complex County Council Meeting County of Elgin Christmas Party — St. Thomas Elgin Public Arts Centre 5:00 P.M.- 10:00 P.M. Warden's Election 7:00 P.M. (Official Attire) RECEPTION TO FOLLOW County Council Meeting (THURSDAY) Accessible formats available upon request. DRAFT COUNTY COUNCIL MINUTES Tuesday, October 17, 2017 Accessible formats available upon request. The Elgin County Council met this day at the Administration Building at 10:00 a.m. with all members present except Councillor McWilliam (regrets). Warden Jones in the Chair. ADOPTION OF MINUTES Moved by Councillor Martyn Seconded by Councillor Ens THAT the minutes of the meeting held on September 26, 2017 be adopted. - Carried. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF — None. DELEGATION Transitioning to Ontario Early Years Child and Family Centres: Summary of Needs Assessment and Initial Plan for St. Thomas -Elgin Elizabeth Gough, Data Analysis Coordinator and Jeff Wilson, Children's Services Program Operations Coordinator, St. Thomas -Elgin Social Services with a PowerPoint presentation summarizing the transition of several programs to the Ontario Early Years Child and Family Centres (OEYCFC). The summary included results of the completed needs assessment, initial plan of action, proposed model of service delivery and key dates involved in the transition. Moved by Councillor Marr Seconded by Councillor Jenkins THAT the PowerPoint titled "Transitioning to Ontario Early Years Child and Family Centres: Summary of Needs Assessment and Initial Plan for St. Thomas -Elgin", from the St. Thomas - Elgin Social Services be received and filed. - Carried. Moved by Councillor Mennill Seconded by Councillor Ens THAT we do now move into Committee Of The Whole Council. - Carried. REPORTS Museum Assistance Program Grant — Manager of Museum and Archives The manager presented the report informing Council that the Elgin County Museum has received a federal grant in the amount of $9,700 from the Department of Canadian Heritage's Museum Assistance Program. These funds will be used to assist with costs associated with the production of the first exhibit in the new Elgin County Heritage Centre. Moved by Councillor Mennill Seconded by Councillor Jenkins THAT the Warden and Chief Administrative Officer be authorized to enter into a funding agreement in the amount of $9,700 with the Department of Canadian Heritage under the Museum Assistance Program; and, 2 County Council 2 October 17, 2017 THAT a project be established in the 2017 and/or 2018 budgets of the Elgin County Museum according to the terms of the contribution agreement; and, THAT the Warden on behalf of Council issue a letter of appreciation to the Minister of Canadian Heritage and the Member of Parliament for Elgin -Middlesex -London. - Carried. Upgrades to Museums of Elgin County Database and Policy Approval — Director of Community and Cultural Services The director presented the report informing Council that major upgrades to the "Museums of Elgin County Database" had recently been completed, and seeking Council's approval of a policy governing future participation in the database. Moved by Councillor Marr Seconded by Councillor Ens THAT the Policy titled "Museums of Elgin County Database - Eligibility Criteria for Partner Participation" be hereby approved; and, THAT the report titled "Upgrades to Museums of Elgin County Database and Policy Approval" from the Director of Community and Cultural Services, dated September 29, 2017, be received and filed. - Carried. August 2017 Budget Performance — Director of Financial Services The director presented the budget comparison for the County of Elgin for August 2017 with a favourable performance of $102,000 for the month. Moved by Councillor Mennill Seconded by Councillor Jenkins THAT the report titled "August 2017 Budget Performance" from the Director of Financial Services, dated September 29, 2017, be received and filed. - Carried. Homes — 2017- 2018 Adult Day Program (ADP) System Capacity Review — Director of Homes and Seniors Services The director presented the report informing Council of changes to the funding formula for the Elgin — St. Thomas Adult Day Program and seeking approval to sign the Adult Day Program Review funding notification letter as requested by the Southwest Local Health Integration Network. Moved by Councillor Marr Seconded by Councillor Mennill THAT staff be directed to sign the 2017/2018 Adult Day Program Capacity Review funding notification letter as requested by the Southwest Local Health Integration Network. - Carried. Final Approval Plan of Subdivision, Dixie Estates Subdivision Phase 2 & 3, Township of Malahide, File No. 34T-89003 — Manager of Planning The manager presented the report advising Council that final approval was given to the above mentioned plan of subdivision in the Township of Malahide on August 31, 2017. 3 County Council 3 October 17, 2017 Moved by Councillor Jenkins Seconded by Councillor Mennill THAT the report titled "Final Approval for a Plan of Subdivision, Dixie Estates Phases 2 & 3" from the Manager of Planning, dated August 29, 2017, be received and filed. - Carried. Elgincentives Tax Increment Equivalent Grant Approval: 5005 Holdings Incorporated — Economic Development Coordinator The coordinator presented the report seeking Council's approval to provide a Tax Increment Equivalent Grant to 5005 Holdings Incorporated as part of the Elgincentives Community Improvement Plan. Moved by Councillor Marr Seconded by Councillor Wiehle THAT Elgin County Council approves the Tax Increment Equivalent Grant for 5005 Holdings Incorporated for 100% of the County's portion of incremental taxes for a five year period commencing on completion of construction; and, THAT the Chief Administrative Officer be directed to sign the financial agreement between the County of Elgin, Municipality of West Elgin and 5005 Holdings Incorporated. - Carried. Integrity Commissioner, Closed Meeting Investigator and Municipal Ombudsman — Chief Administrative Officer The Chief Administrative Officer presented the report seeking Council's approval and endorsement of a joint Request for Proposal with the County of Middlesex for the services of Integrity Commissioner, Closed Meeting Investigator, and Municipal Ombudsman. Moved by Councillor Mennill Seconded by Councillor Wiehle THAT Elgin County Council support and endorse the joint Request for Proposal with the County of Middlesex for the services of Integrity Commissioner, Closed Meeting Investigator and Municipal Ombudsman; and, THAT the Chief Administrative Officer be authorized and directed to participate in the shortlisting and selection process and to sign the necessary Memorandum of Understanding, once reviewed by the County Solicitor, with Middlesex County to affect the RFP process; and, THAT the results of the RFP be reported back to Elgin County Council once complete. - Carried. CORRESPONDENCE Items for Consideration Bill Vrebosch, Mayor, Municipality of East Ferris, seeking support for their concerns regarding the announcement by Minister of Finance, Bill Morneau on July 18, 2017 to improve fairness in the tax system by closing loopholes and addressing tax planning strategies. 2. Randy Hope, Mayor/CEO, Municipality of Chatham -Kent, with resolution seeking support for the provincial government to install barriers along the Highway 401 corridor through Chatham - Kent from Tilbury through to Elgin County. Barriers on Highway 401 Letters of Support from: a) Jennifer Turk, Clerk, Township of Adelaide Metcalfe;. b) Dianne Wilson, Deputy Clerk, Municipality of Central Elgin. 12 County Council 4 October 17, 2017 The following recommendation was adopted in regard to Correspondence Item #1: Moved by Councillor Martyn Seconded by Councillor Marr THAT the Corporation of the County of Elgin support the request from the Municipality of East Ferris urging the Finance Minister to extend the consultation period for proposed changes to tax rules in order to study how these changes will negatively impact Small and Medium Enterprises (SME) and family businesses. - Carried. The following recommendation was adopted in regard to Correspondence Item #2 a) & b): Moved by Councillor Marr Seconded by Councillor Wiehle THAT the Corporation of the County of Elgin support the resolution from the Municipality of Chatham -Kent requesting that the Province of Ontario install barriers on the Highway 401 corridor from Windsor to London . - Carried. Items for Information (Consent Agenda) Cindy Widawski, Manager (A) Inspections and Certifications, Ministry of Health and Long - Term Care advising that Medavie EMS Elgin Ontario Inc. (MEMSEO) met the legislated requirement for land ambulance operation certification in Ontario. 2. Premier Kathleen Wynne, with response to Elgin County's resolution regarding the Changing Workplaces Review. 3. Mark Brintnell, Vice President, Quality, Performance and Accountability, South West LHIN giving notice that a Community Accountability Planning Submission (CAPS) be submitted to the LHIN before November 17, 2017. 4. Dr. Joyce Lock, Medical Officer of Health, inviting elected officials, municipal staff and emergency service administrators to a municipal knowledge exchange event at the Health Unit on Friday, November 3, 2017 from 8:00 a.m. - 12:00 p.m. 5. Nancie Irving CMO, Town of Aylmer, with resolution re: Special Aylmer Council Meeting on October 20, 2017, commencing at 7:00 p.m., at the East Elgin Community Complex to discuss Aylmer Library location options. 6. City of St. Thomas - County of Elgin Health Recruitment Partnership Medical Student Scholarship information package. 7. Report of the Minister's Expert Panel on Public Health titled "Public Health within an Health System". Moved by Councillor Martyn Seconded by Councillor Jenkins THAT Correspondence Items #1 - 7 be received and filed. OTHER BUSINESS Statements/Inquiries by Members - None. Notice of Motion - None. Matters of Urgency - None. 5 - Carried. County Council 5 October 17, 2017 Closed Meeting Items Moved by Councillor Marr Seconded by Councillor Jenkins THAT we do now proceed into closed meeting session in accordance with the Municipal Act to discuss matters under Municipal Act Section 239.2; (e) litigation or potential litigation, including matters before administrative tribunals, affecting the municipality or local board — Road Allowance Agreement. (d) labour relations — Impact of Bill 148 (b) personal matters about an identifiable individual, including municipal or local board employees — Organizational Review. - Carried. Moved by Councillor Marr Seconded by Councillor Mennill THAT we do now rise and report. - Carried. Moved by Councillor Mennill Seconded by Councillor Martyn THAT the confidential report prepared by the County Solicitor dated October 10, 2017 be received and filed and that the County Solicitor proceed as directed. - Carried. Moved by Councillor Marr Seconded by Councillor Ens THAT the confidential report prepared by the Director of Human Resources regarding Bill 148, dated October 17, 2017, be received and filed. - Carried. Moved by Councillor Jenkins Seconded by Councillor Wiehle THAT the confidential report from the Chief Administrative Officer regarding Organizational Review, dated October 17, 2017, be received and filed. - Carried. Motion to Adopt Recommendations of the Committee of the Whole Moved by Councillor Wiehle Seconded by Councillor Martyn THAT we do now adopt recommendations of the Committee Of The Whole. - Carried. :YAW_ TA Moved by Councillor Mennill Seconded by Councillor Marr THAT By -Law No. 17-37 "Being a By -Law to Confirm Proceedings of the Municipal Council of the Corporation of the County of Elgin at the October 17, 2017 Meeting" be read a first, second and third time and finally passed. - Carried. 9 County Council 6 October 17, 2017 ADJOURNMENT Moved by Councillor Marr Seconded by Councillor Jenkins THAT we do now adjourn at 12:02 p.m. and meet again on November 14, 2017 at the County Administration Building Council Chambers at 9:00 a.m. Julie Gonyou, Chief Administrative Officer. 7 - Carried. Grant Jones, Warden. 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I141r' Mh' AU,mm�O�N" IAF!IAF! ,'! 4'�� Ih'1"a,'n±im!�� IAF!IAF! 1pfnoIIOIN"�N" noIIOIN"'VMpwrmm'",y�m!�� la 1IAF! �'Nmaar p'ry p'ry "Mpw4,,m'Im �'� !rti7 !rti7 !rti', Umr !rti', 1 !rti', Vpllul4111�� lVyl III u u tlW u;M lVyllmlll p a1dW4tlW W IIV MNt' ,� ,NhWWa W d� WN� hWmd W C W 7�� 1"xdt"). . les, ELGIN 5T. THOMAS PUBLIC HEALTH 6"teering Committee Members A I KENN IRWIN Community Health Centre PSI I 111111111IIHL.' - Auu 111I Alzheimer ELG IN ST. THOMAS PUBLIC HEALTH A -S o]Wue 11I Stakeholder Engagement Metrics Key Informant 1 nterviews 13 Community Survey 200 Provider Survey 35 Focus Groups 244 Community Forum 55 Discussion Paper Implementation Workshop Total Stakeholder Interfaces: ELGIN ST. THOMAS PUBLIC HEALTH 25 `4eeds Assessment Findings 0 Definition of senior was based on abilitv not 1g e: Well & Fit Seniors Seniors requiring some assistanc,,. Seniors o iq, , hour support Seniors, families, & providers were asked what services & supports work for them & what doesn't work They ! told opportunities Thomas ELGIN ST. THOMAS PUBLIC HEALTH �s about the strengths, weaknesses threats s o seniors living in Elgin . Goa s a��nd O:o,jeclll1:ves Age Friendly µµ,„ Housing LGI!N 5T. THOMAS PUBLIC HEALTH 0 I I a as HUB arrangements, cooperatives etc. 5. Increase # of long term care spaces in Elgin St. Thomas. 6. Establish I new a', subsidy for � I ZON ri �ffl M z a We"N I MM ELGIN 5T. THOMAS PUBLIC HEALTH _ _ s 11111�sAk 2. Minimize dependence on transportation through outreach, technology & telemedicine. Improve existing public transit to provide flexible �UL!fl'N ST. THOMAS PUBLIC HEALTH Transportation iff, 1AM about5. Ensure that City and County residents know " options ♦ how to use them. '61UL61'N ST. THOMAS PUBLIC HEALTH R 4 9 Expand access to existing recreational facilities for families & seniors. More educational options, volunteer & employment opportunities for seniors. Develop a County -wide trails strategy to walkability & bikability. 0" N .�Jew - T__ ELGIN ST. THOMAS PUBLIC HEALTH IN ;10 1. Increase access to primary care & 2. Improve coordination `` I 0 llplllllq� 111111111 Enhance to -7educelon �UL!fl'N ST. THOMAS PUBLIC HEALTH mommows, ,Oementia," 5. Expand hm 6. Expand �UL!fl'N ST. THOMAS PUBLIC HEALTH Community Life 1. Design ♦ build seni! it 2. Improve accessibility of buildings & outdoor spacesi LGVN ST. THOMAS PUBLIC HEALTH Community Life ( 5. Address safet7j��[Vl M supports �UL!fl'N ST. THOMAS PUBLIC HEALTH "*,4ext Steps: collaborative0 Share the AFC Plan with all Municipal Councils to ,Oevelop a effort * Apply for Seniors Community Grant, r nd 0 Establish a Seniors sub-committees to implement goalsi ELGIN 5T. THOMAS PUBLIC HEALTH "*,4ext Steps: 71gin St. Thomas"Age Friendly Community Plan is a fivinq document serving as a %.R blueprint for ongoing community relationship building & collaborative planning Public Health Unit and its partners, other levels of government, service agencies, 4A businesses & the community at lar �UL!fl'N ST. THOMAS PUBLIC HEALTH r�] Seniors Active Living Centres Applications now open Municipalities can apply online through * Next deadline is December 21, 2017 Elgin St. Thomas Age Friendly Community Plan 000 P1t:IIKI qT TWnAAAq, 27 EXECUTIVE SUMMARY Background Elgin St. Thomas Public Health, the City of St. Thomas and the County of Elgin have developed an Age Friendly Community Plan funded by a grant from the Government of Ontario. With the leadership of the Elgin St. Thomas Age Friendly Steering Committee, a needs assessment was implemented to identify the current strengths, weaknesses, opportunities and threats that exist in Elgin St. Thomas. An Age -Friendly Community (AFC) is one where policies, services and structures, related to the physical and social environments, support and enable older people to live in a secure environment, enjoy good health, and continue to participate fully in their communities. Implementation will be closely linked to and compliment existing plans such as the City of St. Thomas' Strategic Plan and Official Plan, the County of Elgin's Official Plan, as well as documents developed by the St. Thomas Elgin Community Leaders Cabinet. Implementation should also build on the plans of other key Elgin and St. Thomas groups and organizations. Vision A vision statement describes the "preferred future state" of a community and its stakeholders. The Steering Committee and community forum participants engaged in several visioning exercises to develop elements of a future vision for seniors in Elgin St. Thomas. Elgin St Thomas is a community that.- Provides hat. Provides affordable and accessible services that meet the needs of all its seniors, and values their leadership and engagement in community life. This alliance ensures our seniors' health and well being to allow them to age in place. Achievement of the vision will position Elgin St Thomas as a leading age -friendly community in the Province. Approach Following the receipt of the funding, a start-up meeting was held in late 2016 and members of the steering committee were identified. Work commenced in February 2017 and was completed in October 2017. Steps in carrying out the project were as follows: 1. Recruitment of an external consultant and establishment of a community-based Steering Committee to oversee the project, 2. A review of relevant background information, 3. A needs assessment questionnaire completed by 35 service providers from a broad cross-section of local organizations, 4. A community survey completed by 200 respondents, 5. Seven focus group sessions directly engaging 244 seniors, 6. Phone interviews with 13 key informants including political officials, senior service providers and other community leaders, 7. A half-day facilitated community stakeholder forum that was well attended by a dynamic mix of over 55 seniors and service providers, and 8. An implementation planning session to identify specific actions, time frames and potential partners for moving the plan forward. W Stakeholder Engagement High levels of stakeholder engagement were achieved. The needs assessment and consultation process generated more than 600 interfaces with seniors, family members, service providers and community members accomplished through the various meetings, interviews, surveys, community forum and implementation planning session. The table below identifies the stakeholder interfaces (seniors, officials, and providers) achieved through the needs assessment and planning process. Identified needs were highly consistent across the groups. Steering Committee 10 Key Informant Interviews 13 Community Survey 200 Provider Survey 35 Focus Groups 244 Community Forum 55 Discussion Paper 25 Implementation Planning Workshop 21 Total Stakeholder Interfaces: 603 ELGIN ST. THOMAS PUBLIC HEALTH 10001100'dolt ��i;' El gni 29 West Elgin Community Health Centre Overall, there was great consistency in the views expressed across the various groups leading to a high level of confidence in the data. Best practices in planning for the needs of older adults suggest that services should be targeted to seniors based on their functional ability rather than on arbitrary age groupings. The project methodology involved identifying community needs and mapping them on a matrix crossing World Health Organization dimensions against groupings of seniors with different needs and capabilities including: • Well and fit seniors. • Seniors requiring some assistance. • Seniors requiring 24 hour support. Needs identified through the consultation/data gathering initiatives were as follows: Transportation Needs Intercommunity transit Volunteer, shuttle and pooled driving Reduced costs Shorter booking times L Expanded transit routes and hours of service Sidewalk and "walkability" improvements Bike and scooter lanes Housing Needs Home maintenance supports Appropriate seniors housing options RGI (rent geared to income) units 1f Cost relief for taxes and utilities -� Affordable retirement homes Aging in place supports More long-term care spaces Consistent home care through adequate staff Recreation Needs Transportation to venues More seniors groups and clubs in rural areas More recreation facilities Cost relief/subsidies for events and facilities More trails and paths Health Care Needs Shorter wait times for appointments Cost relief for hearing, dental and vision care Expanded clinic hours of operation Mental health and dementia supports Coordination between service providers ; Transportation to specialists Caregiver supports Palliative and hospice care System navigation 30 Goals and Objectives Thirty goals emerged from the process addressing priorities related to housing, transportation, recreation, health care services and supports, and community life. Housing • Establish and pursue affordable housing targets based on identified need within each municipality. • Development of new affordable housing following universal design standards. • Identify strategies to assist seniors to remain in their homes and age in place. • Explore innovative housing options such as HUB arrangements, cooperatives and progressive care models. • Increase the number of long-term care spaces in Elgin St. Thomas. • Pursue a new bed subsidy for retirement homes. • Advocate for mandated provincial regulations for retirement homes. Transportation • Develop a multi -modal transportation system across Elgin County including buses, rail/train passenger connections, ride share arrangements and coordinated scheduling. • Minimize dependence on transportation through outreach, use of technology and telemedicine opportunities. • Improve existing public transit to provide flexible and accessible service with more availability. • Provide subsidies and cost relief to seniors using transportation services. • Ensure that City and County residents know about the transportation options available and how to use them. • Advocate for active transportation with political representatives, advocacy groups and seniors. Recreation • Expand access to existing recreational facilities for families and seniors tailored to ability and age. • Increase recreational activities and social outlets in rural areas. • Increase educational options, volunteer and employment opportunities for seniors. • Develop a county -wide trail strategy with the leadership of the Healthy Communities Partnership to increase walkability and bikeability. 31 Health Care • Increase access to primary care through clinics, mobile units, increased use of nurse practitioners and expanded use of technology. • Increase access to specialists. • Improve coordination of care and service navigation across providers. • Expand and enhance community supports to reduce long-term care admissions. • Expand mental health programs and dementia supports. • Expand hospice and palliative care. • Expand Services in long term care facilities. Community Life • Design and build seniors HUBs with access to shopping, recreation, entertainment, services and information. • Improve accessibility to buildings and outdoor space throughout the County. • Increase the engagement of seniors in all aspects of community life. • Pursue intergenerational programming. • Address safety, security and elder abuse issues. • Increase overall awareness of services and supports. Next Steps Experience from other jurisdictions has shown that age friendly community plans require some form of a permanent entity in order to ensure successful ongoing implementation, monitoring, revision and evaluation of goals and strategies. Upon reviewing the various options for a sustainable model, it is recommended that responsibility for ongoing coordination, monitoring and updating of the AFC plan be overseen by a newly formed "Seniors Advisory Committee". The Elgin St. Thomas' Age Friendly Community Plan will be a living document to serve as a blueprint for ongoing community relationship building and collaborative planning. 1-IMMOMMO/ ,W,yl 32 EBRC &County of Elgin A Perfect Partnership AIM "AffA, Am"'% AFWIL AW !ML mlr BUSINESS RESOURCE CENTRE A Community Futures Development Corporation 33 000`////dtw 0010 gi, n Number of Businesses Assisted 2011 22 48 2012 29 44 "µ a l 11-1 51 92 2013 87 69 2014 105 111 2015 116 97 2016 136 126 2017 136 123 2018* 79 61 " ° ! 1 ° - 1 659 587 34 18 16 14 12 10 8 6 4 2 0 New Loans Advanced 2012 2013 2014 2015 2016 2017 2018* 35 IIIIIIIIIIIIIIIIIIIIII County IIIIIIIIIIIIIIIIIIIIII St. Thomas Total Active Loans 2009 $730,490 16 $1,055,851 34 2010 $1,495,563 24 $1,397,786 40 2011 $1,875,167 31 $1,889,805 42 2012 $1,987,840 29 $2,591,879 43 "µ a l 1 r 2 , 100 r u ' 15 2013 $2,440,048 37 $2,558,611 37 2014 $2,882,434 38 $3,136,100 39 2015 $2,222,917 32 $3,080,614 34 2016 $2,550,979 32 $2,302,398 28 2017 $1,913,112 28 $2,337,219 29 2018* $2,580,216 31 $2,576,592 32 36 Shebaz's Shawarma & Falafel Short Term Impact —1yr+ Mel's Accounting &Tax Service Medium Term Impact — 3yrs+ Enns Textile Packaging Solutions Long Term Impact — 5yrs+ Request to Designate/Name the Elgin/St. Thomas Ambulance Headquarters on Edward Street, St. Thomas in memory of Charles (Chuck) Leverne Brubaker 1937-2017 Through Chuck Brubaker's efforts we must marvel at what an exemplary, innovative and resourceful man he was. His works helped to transform the Ontario Ambulance Services from a mere transportation of ambulance services into professional health care. Chuck began his ambulance career/service in St. Thomas Ontario, while working as an Orderly in a Kitchener/Waterloo hospital. It was while working in this hospital environment that he discovered the need for appropriate training and regulating of ambulance services in Ontario. Without any formal training Chuck made this need his calling and started a private ambulance service under the name "Golden Acres Ambulance Services" around 1961, building his own ambulances. He travelled the Province visiting Ambulance Services to see what each offered. Chuck was an original founding member of the Ontario Ambulance Operators Association which is a lineage of the Ontario Association of Paramedic Chiefs prior to 2001. He had a hand at designing and building ambulances in St. Thomas, forming Gold Line Conversions Company. He had a direct hand in the design and the manufacturing process of ambulances. This occurred both prior to and after the Ministry of Health took over these services in Ontario. Chuck wrote to the Ontario Hospital Services Commission to inquire if there were any standards in the industry and found out there were none. When the Ontario Hospital Services Commission took over the governing of Ambulance Services in Ontario Chuck was always vocal and persistent in pursuing a professional system. Dr. McNally, the Director of the Emergency Health Services Division of the Ontario Hospital Services Commission, brought Chuck on board to assist in creating an Ambulance System for Ontario. .N At the early stages of what would become the Ambulance Services Branch, he was assigned the task of gathering information and stats on calls that were being serviced. That assignment led to Chuck setting up the OASIS System for Ontario's Ambulances. When Dr. McNally stepped down, Chuck succeeded him becoming the second Director of the Ambulance Services Branch. Chuck had many more achievements in his career, one being the start of the Paramedic Air Ambulance System along with many others. Chuck remained director until 1977. His contributions to the development of paramedicine today touched every service within Ontario. His collection of pictures, stories, and memorabilia tell the story of a man who never truly gave up on the development of today's Ambulance Services. Chuck Brubaker was a very outstanding individual. His efforts have not been recognized by many, and because he began his lifelong quest in our community to better Ambulance Services, I would like to have County Council consider officially recognizing this outstanding person who, in his lifetime, helped save uncountable lives in our Province by dedicating and naming the Edward Street Elgin/St. Thomas Ambulance Headquarters in his memory. Remembering and Celebrating CHARLES (CHUCK LEVE RNE BRUBACHER March 5, 1937 —April 24, 2017 Prologue "I started in the medical field working at the Kitchener -Waterloo hospital as an orderly in the late 1950's. We had three weeks training. One evening, I was asked to attend a call with the ambulance, since they did not have a second person to attend. The teenage patient we responded to had suffered severe head trauma; it was the first time I had seen that type of injury. We carried him across the threshold of the hospital doors with no treatment. The doctor gave me a bandage to place on his bleeding head and asked me to pray. While I was standing there watching over this young man, I could not comprehend this system. How is it that we needed three weeks training to be an orderly inside the hospital, but no training to attend to horrific scenes where patients desperately needed treatments and care outside the hospital, when it could be so easy to do so?" - Chuck Brubacher Owner/operator, Golden Acres Ambulance Service, 41 Management Operations Unit for the Ontario Hospital Commission REPORTS OF COUNCIL AND STAFF November 14, 2017 Council Reports —(ATTACHED) Warden Grant Jones — Term of Office of Warden Staff Reports —(ATTACHED) Director of Community and Cultural Services — ARUPLO Library Guidelines, 3rd Edition Acting Director of Engineering Services — Graham Road Paved Shoulders — Reallocation of Capital Funds Director of Financial Services — September 2017 Budget Performance Director of Financial Services — Updated Grant Policy Manager of Planning — Draft approval for a Plan of Subdivision, Little Creek Subdivision Phase 3, Central Elgin, File No.: 34T-CE1701, Platinum Developments (Elgin) Inc. Manager of Planning — Final Approval for a Plan of Subdivision, Florence Court, Southwold Township, File No.: 34T-11001 Chief Administrative Officer— Revised Code of Conduct Director of Human Resources — Non -Union Vacation Scheduling :, n! afvfejj;�' flgin REPORT TO COUNTY COUNCIL 1 w rae'h 4d Wer 1M',r bFCr FROM: Grant Jones, Warden DATE: October 31, 2017 SUBJECT: Term of Office of Warden INTRODUCTION: It is the role of the Warden as Head of Council: a) To act as Chief Executive Officer of the municipality; b) To preside over Council meetings so that its business can be carried out efficiently and effectively; c) To provide leadership to the Council; d) To represent the County at official functions; e) To carry out the duties of the Head of Council under any other Act; and, To provide information or recommendations to Council to ensure that administrative policies, practices and procedures are in place to implement the decisions of Council. This report serves to explore the length of term of Office of Warden. PRIMARY QUESTION: Does the one-year term of Warden continue to serve the best interests of the county corporation or would a longer term of two years be more appropriate? DISCUSSION: After serving 2017 as Warden of the Corporation of the County of Elgin, I am of the opinion that electing a Warden annually has certain shortfalls that hinder the effective governance of Elgin County. The suggested shortfalls include: • Insufficient time to develop relationships with other government and/or business interests; • Insufficient time to champion any corporate vision and sustain longer term initiatives; • The frequency of change in the position does not promote governance stability; and, As a result of the above factors, the position of Warden may be considered more ceremonial in nature, at the expense of the actual leadership component. 43 I believe that a longer term of office may enable the incumbent to address the shortfalls noted above; however, a longer term may also have its downsides, including: A longer time commitment may dissuade some county councillors from seeking the position due to competing work, family or local municipal commitments. CONCLUSION: The issue of changing the term of Office of Warden is governed by the provisions of the Ontario Municipal Act, 2001. It would be helpful for the Chief Administrative Officer to review the legislative considerations associated with changing the term of the Office of Warden, to complete a review of other counties and the term of their Wardens, and to explore the pros and cons of reconsidering the term of Office of Warden. RECOMMENDATION: THAT the Chief Administrative Officer be directed to complete a report considering options related to the Warden's term of office. All of which is Respectfully Submitted Approved for Submission Grant Jones Julie Gonyou Warden, Elgin County Council Chief Administrative Officer w, rmllllyij J flgin 1 wrae'h 4dWer 1M',r REPORT TO COUNTY COUNCIL bFCr FROM: Brian Masschaele, Director of Community and Cultural Services DATE: October 24, 2017 SUBJECT: ARUPLO Library Guidelines, 3rd Edition INTRODUCTION: The Administrators of Rural and Urban Public Libraries of Ontario (ARUPLO), the organization representing most County library systems in Ontario, recently adopted the attached Guidelines for Rural/Urban Public Library Systems (3rd Edition). This report provides an overview of changes made to the guidelines since Council received the 2nd edition in 2012 and recommends that they be used as a reference document for future library planning. DISCUSSION: Staff are pleased to report that ARU PLO's Guidelines for Rural/Urban Public Libraries has recently been revised and approved by the group in a 3rd edition. The guidelines were first adopted by the group in 2005 and revised in a 2nd edition in 2012. This 3rd edition reflects constantly changing service needs for public libraries in Ontario and incorporates more recent legislative considerations such as the Accessibility for Ontarians with Disabilities Act (AODA). The 3rd edition, like its predecessors, is the product of extensive consultations with ARUPLO member libraries. Elgin County Library staff were actively involved in this process. For Council's information, the Library Coordinator is the current Chair of ARUPLO. The 3rd edition of the guidelines marks a major change in how the guidelines can be utilized by member systems for planning purposes. For the first time, the catchment area for each branch (i.e. population served) is no longer the main determinant behind whether a branch is considered small, medium, large or urban by the system. According to the guidelines, it is now "up to each system to determine which branches wishes to classify as small, medium, large or urban based on the strategic role that each plays in the system as a whole. Inability to meet one or more of the guidelines does not preclude it from being considered in a certain category if it meets most other guidelines." Nevertheless, catchment area remains an important consideration in providing planning advice on matters such as facility size under this new edition, with one square foot per resident served in the catchment area still serving as the recommended guideline. Other revisions incorporated into the 3rd edition include the following: Guidelines for hours of operation have been increased by ten hours per week in both the medium and large categories. Minimum collection size in the small category has been decreased from 7,500 items to 6,000 items to further accommodate AODA considerations and to 45 provide more space for technology such as makerspaces and for community programming. CONCLUSION: The ARUPLO Guidelines are simply that, guidelines, as opposed to a formal standard that must be rigidly followed and tied to some form of enforcement. It is for this reason that staff is recommending that the latest edition be received and filed. It may not be possible to fully meet the terms of the guidelines for every branch or when future library projects are considered. Therefore, flexibility in how the guidelines are used is very important. Nevertheless, ARUPLO libraries have made the following commitments with respect to these revised guidelines: The guidelines and best practices describe an appropriate level of service for ARUPLO Libraries; The guidelines and best practices will be used on a regular basis by ARUPLO libraries to evaluate current and plan future library services; While the guidelines and best practices will be used in conjunction with other similar products, including the Ontario Public Library Guidelines, they are considered most applicable to the multi -branch rural/urban nature of the ARUPLO library systems. The guidelines remain the best tool to measure appropriate levels of service in multi - branch rural/urban systems (i.e. county systems) and to benchmark performance relative to other county systems in Ontario. It is within this context that Elgin County Library staff will utilize these most recent guidelines. In the coming months, staff will bring forward to Council an analysis of the performance of the library's ten branches relative to these guidelines should Council receive this most recent edition. RECOMMENDATION: THAT Guidelines for Rural/Urban Public Library Systems (3rd Edition, 2017) be received and filed as a reference document for Elgin County Library planning purposes. All of which is Respectfully Submitted Brian Masschaele Director of Community and Cultural Services Approved for Submission Julie Gonyou Chief Administrative Officer Guidelines It I� Rural/Urban „ Public �„ Systems ARUPLO Administrators of Rural and Urban Public Libraries of Ontario 2017 Revised °n4"'pt'N"1111Ntl;)r,',:::'0—I w, 47 Table of Contents 1. Introduction.............................................................. 2. Trends and Changes in Rural/Urban Ontario ........... Rural Sustainability.................................................. Libraries and Rural Sustainability ............................ 3. Guidelines................................................................ 3.1 Branch Definitions ................................................. 3.2 Catchment Area / Population Served .................... 3.3 Guidelines.............................................................. 3.3.1 Facilities.......................................................... 3.3.2 Hours of Operation ......................................... 3.3.3 Staff................................................................. 3.3.4 Collections...................................................... 3.3.5 User Seating ................................................... 3.3.6 Technology..................................................... 3.4 Summary of Guidelines by Branch Type ............... 4. Best Practices............................................................ 4.1 Facilities................................................................. 4.1.1 Space Allocations by Use and Function ......... 4.1.2 Branch Location .............................................. 4.2 Staff Continuing Education and Training ............... 4.3 Collections............................................................. 4.4 User Training in Library Resources ....................... 4.5 Resource Sharing .................................................. 4.5.1 Inter -Branch Loans ......................................... 4.5.2 Branch Exchanges .......................................... 4.6 Links with other Organizations and Individuals ..... 4.7 Rural Development ................................................ Appendix A — Component Worksheet for Branch Space Appendix B — Sample Worksheet ................................... Appendix C - Additional Resources ................................ ARUPLO Guidelines for Rural/Urban Public Library Systems 3rd edition — Revised Sept 29, 2017 ..3 ..4 ..4 ..5 ..6 ..6 ..7 ..7 ..7 ..8 ..8 ..9 ..9 10 11 12 12 12 12 12 12 13 13 13 13 13 13 14 15 16 2 1. Introduction The Guidelines for Rural/Urban Public Library Systems are a developmental tool for rural/urban and county libraries. The Guidelines are expressed as targets for a library to provide an appropriate level of service for its community; they have been developed by the Library Administrators of ARUPLO public libraries based on: • their considerable collective expertise; • comparative data and research regarding other jurisdictions; • trends and changes in rural/urban Ontario. Guidelines are generally regarded as quantifiable and can be benchmarked. They are recommendations as to how things should be done. Best practices represent what is well done by peers. Libraries must conform to provisions of the Municipal Act, the Public Libraries Act, Accessibility for Ontarians with Disabilities Act, and other relevant legislation and are accountable to the communities they serve. Reports on general efficiency and effectiveness of service delivery are annual requirements for all libraries. However, there is also a need for more specific guidelines and best practices relevant to rural/urban public libraries in Ontario. These guidelines build on and are supplementary to the Ontario Public Library Guidelines. The Intended Use of the Guidelines ARUPLO Libraries have made the following commitments with respect to the guidelines: • The guidelines and best practices describe an appropriate level of service for ARUPLO Libraries; • The guidelines and best practices will be used on a regular basis by ARUPLO Libraries to evaluate current and plan future library services; • While the guidelines and best practices will be used in conjunction with other similar products, including the Ontario Public Library Guidelines, they are considered most applicable to the multi - branch rural/urban nature of the ARUPLO library systems. ARUPLO Guidelines for Rural/Urban Public Library Systems 3rd edition — Revised Sept 29, 2017 3 M 2. Trends and Changes in Rural/Urban Ontario The Guidelines for Rural/Urban Public Library Systems identify appropriate service levels that reflect the changing nature of municipalities and public libraries serving rural and rural/urban Ontario. Rural/Urban Ontario refers to those communities that are close to large urban centres and that have integral service, schooling and shopping relationships with urban areas. Rural Sustainability Changing demographics are placing increasing pressures on the sustainability of rural communities including the ability to provide an array of services, such as public libraries. The face of rural communities is changing rapidly as a result of increased urbanization across Ontario, an aging population, and the impact of technology on rural lifestyles. Rural communities need to find creative ways to sustain themselves and attract new residents. Factors affecting rural sustainability include: • Rural life is based on much more than agriculture; only a small percentage of rural residents work in agriculture. Much of modern agriculture is industrialized, intensified and automated. • Dominant rural employment is small- to medium-sized manufacturing and services. • New technologies support the growth of rural employment in knowledge-based, cultural, and creative occupations. Technology now supports more telecommuting and working from home. Therefore high-speed connectivity and information and communications infrastructure is very important. • Out -migration as young people leave rural areas in search of education and tend not to return for employment. • Aging population. • Many rural residents commute to a city for work or are self-employed. • Steadily increasing populations through attraction of more diverse, urban, educated and retired people to rural areas for a different quality of life. • Cottages and seasonal residences are being renovated to become permanent and retirement homes. • Part-time and seasonal residents. • Growing rural populations of ex -urbanites looking for low density settlements. • Lack of public transit options creates car dependency and mobility problems for lower income, retired and student populations. • Increase in outdoor and tourism -based economic and social activities (eco -tourism, agritourism, skiing, ATVs, snowmobiling, fishing, hunting and trail development). • New rural residents specifically choose a rural residence because it is a good place to raise children. • New rural residents tend to be affluent and more cosmopolitan and want urban -type services. • New rural residents bring with them broader service level expectations. • Shortage of recreational opportunities for children and teens. • Rural society is based on social gatherings, community involvement and relationships. ARUPLO Guidelines for Rural/Urban Public Library Systems 3rd edition — Revised Sept 29, 2017 4 50 Libraries and Rural Sustainability The key to rural development and rural sustainability is a more informed and innovative community. • Public libraries must have a high level of Internet connectivity in order to provide access to web - based information, electronic databases and connectivity for those who may not have access at work or home. • Public libraries already act as community hubs and can play a key role in provincial strategies to further develop these hubs. • Public libraries must have an advanced Internet presence and active social networking that provides access to a wide range of virtual library services. • Public libraries must provide access to information resources from beyond the community. • Public libraries are taking on a greater municipal, provincial and federal services delivery role, whether through their physical presence in the community or as an access point for electronic information. • Some rural/urban residents, especially those who commute to urban areas for their jobs or services, will use city library services; therefore public libraries should arrange for borrowing privileges in neighbouring cities and towns. • Public libraries should be built in existing village and town clusters or rural service centres. • Public libraries are vital to the sustainability of rural schools, in many cases serving to augment library service in these schools. Rural libraries also serve as the school library for those learning through home schooling, distance education and on-line learning. • Access to post -secondary education is important to rural sustainability. Public libraries should form partnerships with post -secondary institutions to support student success and facilitate the delivery of e -learning and post -secondary services, including library services to the rural community. • Illiteracy is a barrier to a community's success. Public libraries should work with community agencies in the delivery of programs and resources that encourage literacy. • Public libraries should assist in the collection, organization and dissemination of information and should form part of the communities' innovation capacity. • Rural governance is sometimes `traditional' in its thinking and not always accepting of the new rural realities brought about by demographic and technological change. Rural leaders should be made aware of efforts being made to sustain rural communities. Based on the strategic importance of public libraries in sustaining rural communities, the following guidelines and best practices are required. ARUPLO Guidelines for Rural/Urban Public Library Systems 3rd edition — Revised Sept 29, 2017 51 I Guidelines Guidelines define a level of service or a preferred manner of delivering a service that can be measured and is adopted as a minimum target appropriate for all ARUPLO libraries. Guidelines are expressed as targets for a library to provide an appropriate level of service for its community. Examples of guidelines include size of library space, open hours per week, or collection items. While guidelines might be further defined as mandatory (implying failure to meet the guidelines carries some penalty), this was considered but rejected by ARUPLO librarians. Application of these guidelines is important for internal planning purposes and also to serve as a benchmarking tool relative to other systems. 3.1 Branch Definitions Many multi -branch systems serving rural areas seek creative ways to provide service to a variety of different communities. Service delivery options may be known locally as deposit stations, outposts, bookmobiles, book/media lockers, dispensers or depositories, or may still be called "public libraries" or "library branches" as there had historically been one there. However, it is neither feasible nor desirable to try to create guidelines for solutions that attempt to address unique and local circumstances. Every library system will have to address its own rationale for the existence, creation, or "grandfathering" of such local solutions. As a best practice, it is highly recommended that any such options be dealt with in the context of the system's strategic planning process and addressed by a service delivery plan. For purposes of this document, four types of branches have been identified: • Small Branches; • Medium Branches; • Large Branches; • Urban Branches. Each type can be determined by attributes including population size, local economic activity, and seasonal demand. It is up to each system to determine which branches it wishes to classify as small, medium, large or urban based on the strategic role that each plays in the system as a whole. Inability to meet one or more of the guidelines does not preclude it from being considered in a certain category if it meets most other guidelines. ARUPLO Guidelines for Rural/Urban Public Library Systems 3rd edition — Revised Sept 29, 2017 6 52 3.2 Catchment Area / Population Served The catchment area is the area from which users are drawn to a particular library service point. Catchment areas and the population contained therein can be determined by branch library surveys, census data, information from county or municipal offices, Canada Post postal code areas, and the information collected by school boards. Determining catchment area / population served can be problematic given available data and factors such as municipal boundaries. As a result, this is not the only consideration as to whether a branch is considered small, medium, large or urban. For instance, a branch may serve an immediate population of less than 10,000 people, thereby putting it in the medium category, but be considered a large branch by the system because it serves a strategic role such as having a larger collection, providing enhanced reference services, hosting system -wide functions such as inter -library loan or providing space for enhanced programming opportunities. Small branches - Generally serve catchment areas of up to 5,000 population as determined by each system. Medium branches - Generally serve catchment areas of 5,000-10,000 population as determined by each system. Large branches - Generally serve catchment areas of 10,000-35,000 population as determined by each system. Urban branches - Generally serve catchment area of 35,000 or more population as determined by each system. 3.3 Guidelines 3.3.1 Facilities Library facilities should be developed to meet local community needs, library service strategies, projected populations and compliance with the Accessibility for Ontarians with Disabilities Act, building standards, other regulations and municipal policies. The following is a general guideline for the range of size for each library type. Branch size is also affected by components such as programs, special collections, and other add-on functions attributed to the branch by the library system. See Appendices A and B for a process and worksheets to determine the size of a particular library. ARUPLO Guidelines for Rural/Urban Public Library Systems 3rd edition — Revised Sept 29, 2017 7 53 Small Medium Large Urban Net library space (s.f.) 2,500 – 5,000 5,000 – 10,000 10,000 – 35,000 35,000— Branch size is also affected by components such as programs, special collections, and other add-on functions attributed to the branch by the library system. See Appendices A and B for a process and worksheets to determine the size of a particular library. ARUPLO Guidelines for Rural/Urban Public Library Systems 3rd edition — Revised Sept 29, 2017 7 53 3.3.2 Hours of Operation Public libraries operate in an increasingly 24/7 environment. The single greatest barrier to library use as reported in community needs assessments is time. The hours of operation for a system, including virtual hours, have to begin to approximate a 24/7 model to meet public expectations. Full 24/7 service can be accomplished through virtual library services, online resources, and wifi at library locations. Library hours of operation must be available in order for a library to provide an enhanced mandate of government services outlet, public access to the Internet, and community gathering place. Library hours should be allocated to meet community needs. Minimum hours of operation by library type are noted for a "bricks and mortar" library with staff are as follows. 3.3.3 Staff With increasing public expectations, technology-based services and operations, and the fundamental change in library services, all library employees require formal library education and training. The guidelines indicate both the minimum number of staff and their professional qualifications. These guidelines are based on the organizational, communication and operational challenges of staffing a multi -branch system and ensuring a professional team is in place to deliver and manage all functional requirements of a full library system. In addition to meeting public service needs, consideration must be given to staff safety concerns such as working alone. Definitions: • Professional librarians are defined as having a Master's degree in library or information science from an accredited university. • Library technicians are defined as having a diploma in library techniques from a community college. • The EXCEL Certificate Program in Small Library Management is a distance education program for library workers without formal library training and is administered by the Southern Ontario Library Service. • FTE = Full-time equivalent. (35 hours per week) Each library system has professional librarians that are used on a system -wide basis. The Library Administrator for each system is a professional librarian. One third of all system -wide staff are professional librarians; For every 10,000 people or part thereof, one of the full-time equivalent staff is a qualified librarian. Small Medium Large Urban Hours of operation per week 20-25 25-45 45-65 65+ 3.3.3 Staff With increasing public expectations, technology-based services and operations, and the fundamental change in library services, all library employees require formal library education and training. The guidelines indicate both the minimum number of staff and their professional qualifications. These guidelines are based on the organizational, communication and operational challenges of staffing a multi -branch system and ensuring a professional team is in place to deliver and manage all functional requirements of a full library system. In addition to meeting public service needs, consideration must be given to staff safety concerns such as working alone. Definitions: • Professional librarians are defined as having a Master's degree in library or information science from an accredited university. • Library technicians are defined as having a diploma in library techniques from a community college. • The EXCEL Certificate Program in Small Library Management is a distance education program for library workers without formal library training and is administered by the Southern Ontario Library Service. • FTE = Full-time equivalent. (35 hours per week) Each library system has professional librarians that are used on a system -wide basis. The Library Administrator for each system is a professional librarian. One third of all system -wide staff are professional librarians; For every 10,000 people or part thereof, one of the full-time equivalent staff is a qualified librarian. ARUPLO Guidelines for Rural/Urban Public Library Systems 3rd edition — Revised Sept 29, 2017 g 54 Small Medium Large Urban Staff complement (FTE) 1-2.5 2.5-5 5-17.5 17.5+ Qualifications of Library competency, Professional Librarian or Branch Supervisor e.g. post -secondary Library competency, e.g. Professional Professional librarian plus Excel or Library post -secondary plus librarian Tech. Excel or Library Tech. Qualifications of Library competency, e.g. 2 additional 2 additional other staff post -secondary plus professional professional Excel or Library Tech. librarians librarians ARUPLO Guidelines for Rural/Urban Public Library Systems 3rd edition — Revised Sept 29, 2017 g 54 3.3.4 Collections The following guidelines were adopted for collections; an appropriate collection is a variety of materials responsive to specific community needs. These guidelines have been developed at a time when the publishing industry for physical/print publications is in considerable flux and transition. Within this context there is a recognition that: a) Collection materials include a variety of physical, print and digital formats, and system -wide electronic resources; b) Physical or print publications will continue to be an important component for ARUPLO communities; c) Resources are shared among branches; d) Collections are responsive to each community's needs. The guidelines refer to the number of physical items of any format located at each branch. 3.3.5 User Seating User seating should be flexible and interchangeable to meet community needs. This includes seating for independent work as well as collaboration with other people, and computers provided by the library for use by the public. Small Medium Large Urban Number of items in physical 6,000 — 12,000 12,000 — 24,000 24,000 — 50,000 50,000+ collection 3.3.5 User Seating User seating should be flexible and interchangeable to meet community needs. This includes seating for independent work as well as collaboration with other people, and computers provided by the library for use by the public. ARUPLO Guidelines for Rural/Urban Public Library Systems 3rd edition — Revised Sept 29, 2017 9 55 Small Medium Large Urban Number of seats, including 15-30 30-60 60-200 200+ computer seating ARUPLO Guidelines for Rural/Urban Public Library Systems 3rd edition — Revised Sept 29, 2017 9 55 3.3.6 Technology Every library system should have: • Access to an Integrated Library System which includes a public access catalogue of library holdings; • An Internet presence that provides access to Web -based information sources (e.g., information about the library, library catalogue, virtual reference services, government and municipal information, community information, links to other library collections, on-line databases, etc.), and provide trained staff to assist the public in the effective use of these information sources; • An active social media presence. Each library branch should have: • High-speed, effective, reliable, Internet access and public access workstations with high-speed access to the Internet and the online catalogue; • The ability for the user to duplicate (copy, print, etc.) from the Internet or online catalogue content or images; • A minimum of three public access workstations. Branches that serve populations over 2,500 should have one additional workstation per 1,300 population; • A variety of ways of accessing the internet, such as laptops and workstations for public use; • Wifi for public use; • Access to reliable telephone service (e.g. cellular or landline). ARUPLO Guidelines for Rural/Urban Public Library Systems 3rd edition — Revised Sept 29, 2017 10 56 3.4 Summary of Guidelines by Branch Type The following are the minimums for each category. Depending on the roles assigned to each branch, other criteria may also apply. ARUPLO Guidelines for Rural/Urban Public Library Systems 3rd edition — Revised Sept 29, 2017 11 57 Small Medium Large Urban Net library space 2,500 — 5,000 5,000 — 10,000 10,000 — 35,000 35,000+ (s.f.) Hours of operation 20-25 25-45 45-65 65+ per week Staff complement 1 —2.5 2.5-5 5-17.5 17.5 + (FTE) Professional Qualifications of Library competency, Librarian or Library Branch Supervisor e.g. post -secondary competency, e.g. Professional librarian Professional librarian plus Excel or Library post -secondary plus Tech. Excel or Library Tech. Qualifications of Library competency, 2 additional 2 additional other staff e.g. post -secondary professional professional plus Excel or Library librarians librarians Tech. Number of items in 6,000 — 12,000 12,000 — 24,000 24,000 — 50,000 50,000+ physical collection Number of user seats, including 15-30 30-60 60-200 200+ computer seating Number of Public 3 - 5 5 - 6 6-25 25 + Access Computers ARUPLO Guidelines for Rural/Urban Public Library Systems 3rd edition — Revised Sept 29, 2017 11 57 4. Best Practices Best practices describe an optimal level of service or manner of providing services that may or may not be measurable. In addition, it is acknowledged that unique local circumstances may affect the validity or importance of a best practice and they may not apply to all library systems in every circumstance. Examples of best practices include space and staff allocations for services to special groups. 4.1 Facilities 4.1.1 Space Allocations by Use and Function Seating (Users) 5 user spaces per 1,000 capita @ 35 sq. ft. per user space Children's Area A children's self-contained area of 20 to 40% of a library's total assignable area Teen Area 5% of total sq. ft. allocation Staff Work Room 15% of total library space 4.1.2 Branch Location Members of the public travel no more than 30 minutes in a motorized vehicle under normal driving conditions to access basic library services offered by their municipal library system or by another municipal library system. 4.2 Staff Continuing Education and Training The library encourages and provides opportunities for continuing education and training for its staff and makes provision for this in its policy, its long-range plan, and in its budget to an amount not less than 1 % of the total staff budget (e.g. by providing in-house training programs, financial support for staff to enroll in the EXCEL Certificate in Small Library Management program, or to attend library conferences and other training programs and events). Cross functional, system wide training is recommended for all staff. 4.3 Collections Adult/Children Mix of Volumes In general, two-thirds of a branch library collection consists of adult material with one-third consisting of children's and young adult material. New or Emerging Formats 25% of the acquisitions budget is spent on non -print formats including online databases and multi -media. Acquisitions Each branch has an up-to-date collection, with a minimum of 50% of the materials purchased or published within the last five years. ARUPLO Guidelines for Rural/Urban Public Library Systems 3rd edition — Revised Sept 29, 2017 12 W 4.4 User Training in Library Resources Each library offers training on a regular basis to ensure that the public can use the information resources offered by the library, including electronic resources. All library staff are knowledgeable in resources offered by the library. 4.5 Resource Sharing 4.5.1 Inter -Branch Loans • Every library system has a delivery system in place to move items from one location to another. • Library users receive requested items identified as available within another branch in the library system within 3 — 5 working days. 4.5.2 Branch Exchanges The library system has a procedure to refresh branch collections for browsing. This may consist of regular exchanges, or floating or rotating collections. 4.6 Links with other Organizations and Individuals The Ontario Public Library Guidelines state "The library has established partnerships with other organizations in the community, in order to coordinate the resources and efforts of each partner and thereby jointly improve service to the community (e.g. with schools, literacy programs, chambers of commerce, heritage groups, government offices, public Internet access organizations and advocate groups.)" For rural/urban library systems this also includes: • Partnerships with appropriate post -secondary institutions in order to ensure support for postsecondary education opportunities within the rural/urban community; • Co-operative activities or events with community agencies; • Encouraging staff to participate in community organizations; • Reciprocal borrowing agreements with neighbouring public library systems and with local post- secondary institutions. 4.7 Rural Development The library system contributes to municipal strategic initiatives through a strategic plan which: • Reflects the vision in the municipalities' planning documents; • Contains strategies that are complementary to those contained in the municipalities' strategic plans. • Has library performance and service indicators which are integrated into municipal planning and quality of life indicators. ARUPLO Guidelines for Rural/Urban Public Library Systems 3rd edition — Revised Sept 29, 2017 13 59 Appendix A - Component Worksheet for Branch Space Branch Spaice Guiid�ellines (in square feet) Smaill Medium Component! Minimum Maximum Minimum Maximum collections Colillections @ 8 voll/s.f. Colillections @ 5.5 voll/s.f Local history Public Service Areas User seating @ 35 s, f, ea., PiublHc computers @ 35 s.f., Program Rooms) Study Roomds) MakerSpace�s) Staff Service Areas, Ser-Ocelaircullabon desk Work room Staff Iliunclhroomn and lockers Staff washroom 6190 1,200 1,50 - 300 100 100 18,695 191,185 on-Assiignablie Space 25% 464 525 1,050 1,05 1.7.5 - 450 - 165 1,50 300 91,591 91,769, 23,356 23,991 175 250 200 300 loo 100 25 25 1,200 2,400 300 600 100 2130 18,695 191,185 on-Assiignablie Space 25% 464 1,050 2,100 175 210 4513 750 165 330 1,50 300 91,591 91,769, 23,356 23,991 250 350 3000 500 loo 200 25 S Large Urban Miinimum Maximum Minimum 2,430 5,000 600 1,250 200 400 18,695 191,185 on-Assiignablie Space 25% 464 2'I00 7,000 210 875 750 1,500 330 660 1,50 300 91,591 91,769, 23,356 23,991 350 500 500 goo 2010F 3513 25 513 5,000 1,250 4,00 7,000 875 2, GOO 660 3100 500 8,am 3513 513 UBTOTAL 1,855 4,115 4,115 7,665 7,815 18,695 191,185 on-Assiignablie Space 25% 464 1,0213, 1,0213, 1,9116 1,954 4,671 4,7,916 orn pon e nts tGta 1 2,319, 5,144 5,144 91,591 91,769, 23,356 23,991 er-capiita approach, Dr comparison �net� 2,SW 5,000 5,000 1010010 10,030 39,000 35,000 ARUPLO Guidelines for Rural/Urban Public Library Systems 3rd edition - Revised Sept 29, 2017 14 60 Appendix B — Sample Worksheet This example is for a medium-sized branch library for approximately 5,000 to 10,000 population served. Some add-on components are shown for comparison. The space requirements (unit sizes) used were taken from the book, Making the Case for Your Library Building Project, published by the Southern Ontario Library Service in 2010, specifically the unit sizes of the components approach. These were then blended into general categories. Non -assignable space includes: • Corridors, foyer, waiting areas, public washrooms, including universal; • Loading areas, garbage, recycling, custodian, storage, closets; • Wall thicknesses, building services, chases, mechanical. Assumes single storey building, FADS standards. ARUPLO Guidelines for Rural/Urban Public Library Systems 3rd edition — Revised Sept 29, 2017 15 61 Range (square feet) Component Minimum Maximum 80 % of collections @ 8 vol/s.f. 9,600 — 19,200 1,200 2,400 20 % of collections @ 6.5 vol.s.f. 2,400 — 4,800 370 740 Local history 100 200 User seating 30-60 @ 35 s.f. each, including computers 1,050 2,100 Program room 30 @ 15 s.f. per user 450 750 Study room 165 330 Makerspace 300 Service/circulation desk 250 350 Work room 300 600 Staff lunchroom and lockers 100 200 Staff washroom 25 25 Subtotal 4,010 7,995 Non -assignable space @ 25% 1,003 1,999 Total Space required (s.f.) 5,013 9,994 The space requirements (unit sizes) used were taken from the book, Making the Case for Your Library Building Project, published by the Southern Ontario Library Service in 2010, specifically the unit sizes of the components approach. These were then blended into general categories. Non -assignable space includes: • Corridors, foyer, waiting areas, public washrooms, including universal; • Loading areas, garbage, recycling, custodian, storage, closets; • Wall thicknesses, building services, chases, mechanical. Assumes single storey building, FADS standards. ARUPLO Guidelines for Rural/Urban Public Library Systems 3rd edition — Revised Sept 29, 2017 15 61 Appendix C - Additional Resources Planning documents are available to assist with ensuring public libraries meet their local needs. Some examples of these documents are: Dahlgren, Anders C. Public Library Space Needs: A Planning Outline. 2009. https:Hdpi.wi.gov/pId/boards-directors/space-needs Southern Ontario Library Service. Making the Case for Your Library Building Project. 2010. ations/1 67-develop®dour®library- staff/sols-p blications/libr City of London, 2007 Facility Accessibility Design Standards. https://ww Iondon.ca/city-hall/accessibility/Docume ts/FADS 2007 finalegdf Australian Public Library Alliance. Guidelines, Standards and Outcome Measures for Australian Public Libraries, July 2016. https://www.alia.o[g.au/si es/default/files/20160714%2OGuidelines%2OStandards%20and%200utcome%20 Measures%20for%20Australian%20Public%20Libraries%20-%20MANUSCRIPT%20VE Province of Manitoba. Muncipal and Regional Public Library Standards and Guidelines. LlIpL://www.gov.mb.ca/chc/Fis/�df/ribrarystandardsquideIines e webegdf Government of Alberta. Municipal Affairs. Standards and Best Practices for Public Libraries in Alberta, 2010. httD://www.municiDalaffairs.alberta.ca/documents/libraries/standardsbestDractic97652.r)df ARUPLO Guidelines for Rural/Urban Public Library Systems 3rd edition — Revised Sept 29, 2017 16 W, n! afvfejj;�' flgin REPORT TO COUNTY COUNCIL 1 w rae'h 4d Wer 1M',r bFCr FROM: Peter Dutchak, Acting Director of Engineering Services DATE: October 31, 2017 SUBJECT: Graham Road Paved Shoulders - Reallocation of Capital Funds INTRODUCTION: Graham Road, between West Lorne and Eagle has been identified as a cycling route in the adopted Elgin -St. Thomas Cycling Master Plan. This section of road is scheduled to be resurfaced in 2018 and an opportunity exists to install paved shoulders during the same project. This report recommends reallocating available capital funds towards paving shoulders along Graham Road in order to take advantage of the project timing. DISCUSSION: The Elgin -St. Thomas Cycling Master Plan (CMP) was adopted by County Council in 2014. The Council directed implementation plan is now complete with the installation paved shoulders on Imperial Road (2015) and East Road (2016). A four kilometer section of Dexter Line, west of Port Bruce to Quaker Road now also has paved shoulders installed as part of the Dexter Line Relocation project. The implementation of additional facilities was postponed until 2019 so these new assets could be planned in conjunction with a comprehensive asset management plan review scheduled for 2019. Graham Road (Elgin County Road #76), between Talbot Line and Marsh Line (4.14 km), is scheduled as a Short Term (0-10 years) implementation phasing within the CMP to receive paved shoulders. This section of Graham Road is scheduled to be resurfaced with asphalt in 2018 as part of the Capital Plan and an opportunity exists to install paved shoulders during the same operation to eliminate construction joints, improve the project quality and be less expensive as opposed to installing paved shoulders as a separate project. The total additional cost to install paved shoulders on this section of Graham Road is $170,000 and can be allocated from a projected surplus in the Philmore Bridge Deck Replacement (62901601) and Road 9 Slope Repair (60901703) projects . CONCLUSION: The Cycling Master Plan (CMP) has identified Graham Road, between West Lorne and Eagle as a Short Term implementation priority (0-10 years) to receive paved shoulders as cycling lanes. This section of road is scheduled to be resurfaced in 2018 and staff recommends installing the paved shoulders at the same time to improve the project quality and reduce costs as compared to installing the paved shoulders independently. 63 RECOMMENDATIONS: THAT Graham Road, between Talbot Line and Marsh Line (4.14km) receive paved shoulders as designated cycling lanes during resurfacing operations proposed in 2018; and, THAT $170,000 of additional funding be allocated to the Graham Road Resurfacing Project (2018) from the Philmore Bridge Deck Replacement (62901601) and Road 9 Slope Repair (60901703) projects. All of which is Respectfully Submitted Approved for Submission Peter Dutchak Julie Gonyou Acting Director of Engineering Services Chief Administrative Officer 0 2.5 5 10 15 20 M BELMONT TOLONDON TOLONDON I ...... AVON DRIVE < BRADISH ROAD 111111119 mml mmmvp� 1117pmwol I 401 ':� - \-BEUM04 CA tllll Q Y " b R.K.EqNE z viM \N �'4 111111111101111111111111 of EWfOD C.A. 11 B66E 01 _..WILSON LIN� TT R K SO NT R Uj j C, LINE ClRO 'NE TO BOTH L�LAA IN D TIl /142/v�, 'NE (D LYON� "ION"', SHE Q& RK P4, __ ..... I _ CONNECTIVITY TO OXFORD D4 TECUMSEH OC CENTORY LINE )01, COUNTY & TILLSONBURG RF SP IINGI�1 ING ROUTES ILLUSTRATED '0 SG �vNk- RO qr IN THE OXFORD COUNTY )k': 0 TRAILS MASTER PLAN (2014) mu vNEti o ....... .. . . 'b 0 It I" I— //v -�4 Ak N� C\A 3 TO TILLSONBURG �AN STE✓ O 44/ � 0 \ of114 �II """' X , III, /I '% ,, GLp�,, 0\4 QjV VIM, I4P P. INGALWILDLI�,E /V,� U MANAGEMENT 'PRING E T LM ER., C S U 41, old 0 TIL U 61 1 d., O. AU S /V, ANL S I Ap. 401 y,00,10- 10 F t<`"LORN !NE aJ" FO �C" 0 PFfNGW) GR RIDWROA916, A4 ... ..... . 'LINE . .. .... EST Kt S "s 0 , 0%,ft,o Ro FF�T CHALEf, '5\ w-, oeooi�WI� SPA .... .... le C Ow ww 0,//p/ P �O yg�� VON, PER 0\1ri 7�L WAL IUS PROPERTY,;% Ata WO H T TO CHATHAM 0 �IE LiAN6 PORT STANLE Y4 MWO , 11 — % 11 _,� I � �I - I I �", V/,, \...,wmm.LlN yr Suggested realignment of the Lake Erie /A OOYDONKPROPikTY _"M/0, JOHN E. PEARCE Waterfront Trail route. Use Lake Line and ?LER PkOPERT ,riWARWICK PROVINCIAL PARK Iona Road (south of Talbot Road) between R 00 No* CONSERVATION AREA Scotch Line and Iona Road instead of Scotch Line and Fingal Line. CEDAR BEND PROPERTY On 10, N11111 I /119111 - 'Fma'W TO BLENHEIM ASGOW L A K E E R E & CHATHAM PORT BRUCE �J PROVINCIAL PARK PORT BRUC m° maim11�k , I I/ riiiN". BOSSUYT PROPERTY wu 4s, P PORT BURWEL PROVINCIAL PAI A, PORT BUMMLL' DRAFT JUNE 2014 TO PORT ROWAN ELGIN—ST. THOMAS Legend 1AM, 10 M M G R IU IP CYCLING MASTER Existing Routes Proposed Routes Proposed Phasing Other Trans Canada Trail Route Railway Park PLANExisting Off -Road Route Proposed Off -Road Route Short Term (0-10 Years) Catfish Creek Conservation Local Road Connection Lakes and Watercourses Authority Trail ................. MAP 10 Existing On-Road Route Proposed On-Road Route Medium Term (11-20 Years) Kettle Creek Conservation Collector Road Catfish Creek Conservation :Municipal Boundary PROPOSED Long Term (20+ Years) Authority Trail Arterial Road Authority Property 4� Lake Erie Waterfront Trail Route E(j) Highway Kettle Creek Conservation PHASING ------- I Authority Property Idgm P-LIC HE—H S T f I 1 0 N I A S ELGIN COUNTY 65 w, rmllllyij J flgin 1 wrae'h 4dWer 1M',r REPORT TO COUNTY COUNCIL bFCr FROM: Jim Bundschuh, Director of Financial Services DATE: October 31, 2017 SUBJECT: September 2017 Budget Performance INTRODUCTION: Attached is the September budget comparison for the County with performance for the month of $33,000 and year-to-date (YTD) performance of $447,000. DISCUSSION: The YTD performance of $447,000 represents less 1 % of costs. RECOMMENDATION: THAT the report titled "September 2017 Budget Performance" dated October 31, 2017 be received and filed. All of which is Respectfully Submitted Approved for Submission Jim Bundschuh Julie Gonyou Director of Financial Services Chief Administrative Officer 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 County of Elgin YTD Current Month Actual Perform. Actual Perform. Income Statement As of September 30, 2017 Revenue Expenses Net Net Revenue Expenses Net Net Total Total TAXES 5,594 (237) 5,356 (1) - - - - INTEREST CHARGES & INCOME (80,259) - (80,259) 2,160 (7,677) - (7,677) 577 SOCIAL SERVICES - ST. THOMAS - 1,711,208 1,711,208 (52,160) - 641,703 641,703 - HEALTH UNIT - 603,389 603,389 66,709 - 74,455 74,455 - GRANTS - 319,921 319,921 - - - - - RENTAL INCOME (187,437) 137,899 (49,538) (0) (20,826) - (20,826) - PROPERTY ASSESSMENT - 560,838 560,838 0 - - - - ONTARIO MUNICIPAL PARTNERSHIP FU (652,650) - (652,650) 450 - - - - PROJECTS (646) 454,357 453,711 647 - 131,256 131,256 0 Total Corporate (915,398) 3,787,375 2,871,977 17,805 (28,503) 847,414 818,911 577 WARDEN AND COUNCIL (3,080) 241,036 237,956 37,179 - 28,271 28,271 3,911 ADMINISTRATIVE SERVICES (114,890) 502,707 387,817 (1,339) (11,509) 53,971 42,463 (7,437) FINANCIAL SERVICES - 450,383 450,383 3,775 - 45,725 45,725 (144) HUMAN RESOURCES (21,210) 414,172 392,962 8,427 (424) 45,479 45,055 (177) ADMINISTRATION BUILDING (317,372) 719,957 402,585 15,455 (32,289) 80,191 47,902 2,931 CORPORATE SERVICES (8,652) 522,359 513,708 36,556 (0) 15,563 15,563 13,968 ENGINEERING SERVICES (1,546,805) 10,883,555 9,336,750 65,594 (117,845) 162,011 44,166 13,515 HOMES FOR SENIORS SERVICES (13,582,340) 16,690,930 3,108,590 176,738 (1,531,289) 1,678,733 147,444 5,559 MUSEUM/ARCHIVES (481,365) 342,753 (138,612) 8,541 (799) 35,428 34,630 598 LIBRARY SERVICES (66,132) 2,120,336 2,054,204 23,502 (10,640) 233,848 223,208 4,487 INFORMATION TECHNOLOGIES (41,346) 733,269 691,924 29,831 (3,705) 52,966 49,261 10,963 PROVINCIAL OFFENSES (986,100) 931,706 (54,394) (6,448) (42,496) 219,830 177,334 (17,110) COLLECTIONS - POA (341,986) 330,363 (11,623) (1,128) (107,757) 94,862 (12,894) (334) AMBULANCE & EMERGENCY SERVICES (4,963,002) 7,463,313 2,500,311 9,918 (568,075) 788,472 220,397 1,186 ECONOMIC DEVELOPMENT & TOURISM (146,163) 984,528 838,365 22,609 (500) 67,643 67,143 677 Total Departmental (22,620,442) 43,331,367 20,710,924 429,208 (2,427,326) 3,602,994 1,175,668 32,592 Total (23,535,841) 47,118,742 23,582,901 447,013(2,455,829) 4,450,408 1,994,579 33,169 H:\17ManagementReports\Summary Report September :A/ 10/30/17 4:21 PM COUNTY OF ELGIN GRANTS Original Grant Categorization 1) Shedden Agricultural Society 2) Wallacetown Agricultural Society 3) Rodney-Aldborough Agricultural Society 4) Aylmer & East Elgin Agricultural Society 5) Elgin 4-H Association 6) Tillsonburg & District Multi -Service Centre 7) Quad County Support Services 8) Seniors Picnic 9) Non-specific 10) Town Crier 11) Second Stage Housing 12) Eat 2 Learn 13) Elgin County Plowmen's Association 14) Ontario 911 Advisory Board 15) Tourism Signage Grants 16) The Arts & Cookery Bank 17) St. Thomas Elgin Public Arts Centre 18) Total Regular Grants 19) IPM Legacy Scholarship 20) St. Thomas Elgin General Hospital 21) War Memorial Site Committee 22) Total Grants Proposed Grant Categorization 1) Shedden Agricultural Society 2) Wallacetown Agricultural Society 3) Rodney-Aldborough Agricultural Society 4) Aylmer & East Elgin Agricultural Society 5) Elgin 4-H Association 6) Tillsonburg & District Multi -Service Centre 7) Quad County Support Services 8) Seniors Picnic 9) Town Crier 10) Second Stage Housing 11) Eat 2 Learn 12) Elgin County Plowmen's Association 13) The Arts & Cookery Bank 14) War Memorial Site Committee 15) Total Regular Grants Grant Budget (19,499 households @ $3.00) Unallocated 16) IPM Legacy Scholarship Grant 17) St. Thomas Elgin General Hospital Grant 18) Tourism Signage Grants 19) St. Thomas Elgin Public Arts Centre Grant 20) Non-specific Grants 21) Ontario 911 Advisory Board Membership 22) Total Grants/Memberships Attachment III 2016 2017 4,500 4,500 4,500 4,500 4,500 4,500 7,500 7,500 2,000 2,000 4,062 4,672 2,000 2,000 2,500 2,500 5,000 2,500 2,000 2,000 8,182 8,182 5,000 5,000 200 200 100 100 7,967 8,267 5,000 5,000 2,517 2,517 67,528 65,938 5,000 5,000 250,000 250,000 5,000 2,500 322,528 323,438 4,500 4,500 4,500 4,500 4,500 4,500 7,500 7,500 2,000 2,000 4,062 4,672 2,000 2,000 2,500 2,500 2,000 2,000 8,182 8,182 5,000 5,000 200 200 5,000 5,000 2,500 51,944 55,054 58,497 3,443 5,000 5,000 250,000 250,000 7,967 8,267 2,517 2,517 5,000 2,500 100 100 322,528 1 323,438 w, rmllllyij J flgin 1 wrae'h 4dWer 1M',r REPORT TO COUNTY COUNCIL bFCr FROM: Jim Bundschuh, Director of Financial Services DATE: October 30, 2017 SUBJECT: Updated Grant Policy INTRODUCTION: The County's current grant policy (Attachment 1) is the basis for the County's annual distribution of grant funding to the community's not-for-profit organizations. In practice, the grant recipients are predominately the same year -over -year. The current policy is not conducive to new recipients as an ever expanding grant budget would place the burden of higher taxes on County residents. The proposed new policy (Attachment 11) is based on the premise that community organizations should ultimately become self- sustaining through broad community support and as a result, funding should always be available for worthy new community initiatives containable within budget guidelines. DISCUSSION: Council recognizes the role philanthropy plays in strengthening our community and that the benefits of such acts ultimately improves the quality of life for all residents. The County plays a key role as a grantor in helping not -for -profits in establishing new initiatives that improve the social and economic fabric of the community. Existing initiatives are also potential recipients of County grant funding provided they have been able to demonstrate broad community support. The existing grant policy does not include an evaluation and scoring mechanism to effectively allocate scare tax dollars to those philanthropic initiatives that deliver the greatest social and economic benefits to the residents of Elgin County. As a result, prior applicants generally receive preference in receiving funding, making it difficult for new applicants to receive funding for what could potentially be worthwhile innovative initiatives for the community. The new policy defines that a committee of Council be responsible for allocating the grant funding available based on an objective evaluation matrix. At the discretion of Council this committee could be a single purpose Grant Review Committee (comprised of the Warden and two councilors), or the grant review responsibility could be given to an existing committee (such as the Rural Initiatives Committee). Available grant funding would be calculated annually based on $3.00 per household adjusted for inflation (equivalent to current funding levels, however allowing for inflationary and population related growth). The recommendation of the grant review committee would return to Council for final approval. The use of an objective evaluation matrix will shift the funding allocation process from favouring prior recipients to favouring initiatives that provide the greatest social and economic returns for County residents. The best of current grant recipients will likely be successful in receiving future funding, but weaker proposals may lose funding as innovative new initiatives are brought forward. Regular grants (Attachment III) previously did not include the hospital grant or the IPM scholarship, and these will be maintained under special grants into the future. Council has set aside $5,000 each year for non-specific grants as part of the regular grant category that can be used during the year for special relief, such as with flooding. This line item will become part of special grants in the future. The Tourism Sign grant and the St. Thomas Elgin Public Art Centre grant are provided to not -for -profits to offset for the annual fee associated with tourism, and these grants will be moved from regular grants to special grants. In the past regular grants included $100 for Ontario 911 Advisory Board. This line item will be moved to Council memberships moving forward. In 2017 the War Memorial Site Committee was included under special grants, but in the future, such a request would be included with regular grants and subject to funding allocation based on its evaluation matrix scoring. The Town Crier has not previously submitted a written request for grant funding. With the new policy, the expectation would be that a written grant request submission will be required, and funding will be based on scoring as with all other regular grants. Not-for-profit organizations will need time to absorb the changes to the Grant Policy and effectively prepare for their next submission. At this time, community organizations will already be underway with their 2018 grant submission preparations, therefore it would be prudent to have the new policy take effect with the 2019 Grant requests. Council will likely be informing potential recipients of the 2018 grants during the first quarter of 2018. At that time, it would be ideal that the notification letters inform these organizations of the recent changes taking effect with the 2019 Grants. This will ensure that the community organizations can adequately prepare for the new process, enabling them to submit quality proposals. Equally important, it will allow them to prepare for the potential that grants that were previously relied upon may be less certain in future years, dependant on the calibre of other submissions. RECOMMENDATIONS: THAT the 2018 Grant Notification letters inform the potential grant recipients of the revised Grant Policy; and, THAT Council approve the revised Grant Policy as outlined in the report titled "Updated Grant Policy" dated October 30, 2017 to take effect with the 2019 Grant submissions. All of which is Respectfully Submitted Approved for Submission Jim Bundschuh Julie Gonyou Director of Financial Services Chief Administrative Officer 70 Attachment I CURRENT GRANT POLICY a) Grants to local Agricultural Societies will be paid out in the amount of $1,500 for each day of the fair/exhibition, as adjusted from time to time. b) Hospital Capital Grants as determined by Council. c) January 2nd of each year will be the cut-off date for receiving grant requests. d) If required, County Council will hear grant delegations at its regular meeting in February. e) Each grant request must include a brief description of the organization; must clearly state the amount requested; and must indicate the planned use of the grant, if approved by Council. f) The Warden in consultation with the Director of Financial Services, will decide which delegations to invite to the February meeting. g) Grants shall be paid following Council approval. The guidelines will be reviewed periodically. 71 Attachment II PROPOSED GRANT POLICY Purpose In accordance with Section 107 of the Municipal Act, Elgin County Council may provide grants to non-profit organizations and groups who operate within, and/or provide services to, Elgin County for any purpose that Council considers in the interest of the municipality. These services include but are not limited to the areas of recreation, arts and culture, environmental and other activities that support purposes beneficial to the community. Overview Elgin County recognizes the need to assist non-profit organizations in taking on new initiatives and assisting organizations in carrying out their responsibilities. The County believes that organizations should become sustainable as soon as possible after they begin operations and should remain sustainable if the community provides the level of funding required for their operation. In other words, the County will not be supporting on an ongoing basis, any organization that does not have a sufficient amount of support, financial or otherwise, from the community. Annual Grant Funding Council shall establish annually, a monetary guideline of $3.00 (2017 dollars indexed for inflation) per household per year for all annual regular grant requests. uielines: Qualification of Applicants 1. Cannot be a commercial or industrial organization. (Municipal Act, Section 106) 2. Must be a not-for-profit organization 3. Must benefit the community. 4. Cannot be agencies whose mandate is the responsibility of other levels of government where funding has been withdrawn. 5. Are not eligible if in arrears to the County. 6. Are not eligible if they provide grants to others. 7. Cannot be currently receiving any additional funding from Elgin County. Evaluation of Applications Each grant review Committee member will complete an evaluation and give each application a score. In the likely event that request for grants exceed funds available, this score will be used to determine the amount of dollars for each applicant. This means applicants may not receive their full request but rather a portion of their request. The following evaluation criteria will be usec4o evaluate the various applications: Preference to organizations that provide programs events or services to a large number of children, youth, seniors, or volunteers. 2. Applicants must prove they have established diversified sources of revenue 3. Applicants may need to provide a comprehensive business plan to justify their application. 4. Applicants will be required to provide evidence of financial need. 5. Applicants shall demonstrate any and all economic spin-off benefits to the community. Process 1. All applicants must submit their grant request no later than December 31St of the prior year of the funding request. 2. All applications will be initially reviewed by the committee responsible for grant review. If a pecuniary interest should exist in regards to an Application, that member of the Committee must declare a conflict and withdraw participation in the discussion. 3. The grant review Committee will review each application and make recommendations to Council the evaluation criteria established in this Policy. 4. 90% of grant entitlements will be paid out as soon as possible after Council budget approval, where applicable. 5. Grant recipients must provide written confirmation to the County, no later than December 31 st of each calendar year, regarding how and where the grant funds were expended. This written confirmation may be included with the organization's following year grant request if appropriate. Failure to do so may eliminate the organization from future grant funding consideration. Final 10% of Grant entitlement will be paid upon receipt of final report. Applications A grant application letter addressed to the grant review Committee, along with attachments, must clearly and concisely include the following: • Legal name of organization, along with address and contact information • Revenue Canada Charity status and provincial non-profit incorporation status • Mandate of the organization • Planned use for the grant • Amount of grant request • Other sources of funding 73 • Forecasted economic and social impact of the initiative (project or event for which the grant request is being made) • Future plans to become self-sustaining • Latest available financial statements Evaluation Matrix * commensurate with the amount of grant being requested ** minimum of 50 points required to be eligible for grant funding 74 Y plpoffffff YOM . d [9° REPORT TO COUNTY COUNCIL FROM: Steve Evans, Manager of Planning DATE: November 2, 2017 SUBJECT: Draft Approval for a Plan of Subdivision Little Creek Subdivision Phase 3 Part of Blocks 2, 3, 4, 5, 6, 7, 9&11, all of Block 10 Plan 11 M-123 and all of Block 39 Plan 11 M-176 Geographic Township of Yarmouth Municipality of Central Elgin File No.: 34T-CE1701 Owner: Platinum Developments (Elgin) Inc. INTRODUCTION: This report will provide County Council with information required in order to consider granting draft plan approval to the above noted plan of subdivision. In accordance with Section 51 of the Planning Act, the Council of the County of Elgin, the "Approval Authority," is required to make a decision which gives or refuses to give approval to a draft plan of subdivision. DISCUSSION: The lands that are the subject of this application for draft plan approval are located in Port Stanley (see attached plan). The owner is requesting approval of a "Plan of Subdivision" on which is proposed forty-two (42) single detached residential building lots. Adjacent land uses include existing residential dwellings to the north and south, open space to the east and East Road and vacant lands to the west. This application was accepted as "complete" on July 6, 2017 by the County of Elgin. The developer submitted documents to support the proposed subdivision including a Servicing Report, Environmental Impact Study letter, Traffic Impact letter and previous reports from earlier phases of development.. A statutory public meeting was held by the Municipality on August 28, 2017. There was an inquiry by a neighbouring property owner about the grading of the lands. He was advised that a grading plan as part of the subdivision agreement process which includes an agreement with the Municipality. Comments were received from various agencies including Kettle Creek Conservation Authority and Union Gas. However, no objections were raised. The proposed plan of subdivision is located in a fully serviced area of Central Elgin and the land is designated "Residential' in the Central Elgin Official Plan. The plan is consistent with the Provincial Policy Statement, complies with the County and Central Elgin Official Plans and the lands are zoned appropriately in the Township of Yarmouth Zoning By-law 1998. 75 CONCLUSION: The Manager of Planning has reviewed File No. 34T-CE1701 and has prepared conditions for draft approval which are attached for Council's review. These conditions have been reviewed by the Municipality of Central Elgin and by the owner and no changes have been requested. Based on the above information the Manager of Planning is satisfied that this plan of subdivision has had regard to the subdivision criteria as set out in Section 51 (24) of the Planning Act and that the conditions, as attached, are reasonable. If County Council approves this draft plan of subdivision, the owner will be responsible for fulfilling the conditions before final approval can be given. RECOMMENDATIONS: THAT the Council of the Corporation of the County of Elgin grants draft plan approval to Platinum Developments (Elgin) Inc. Draft Plan of Subdivision (Little Creek Subdivision Phase 3) in the Municipality of Central Elgin (Port Stanley) File No. 34T-CE1701; and, THAT staff be directed to provide notice of this decision subject to the conditions for final approval in accordance with the Planning Act. All of which is Respectfully Submitted Approved for Submission Steve Evans Julie Gonyou Manager of Planning Chief Administrative Officer 76 Applicant: Platinum Developments (Elgin) Inc. Date of Decision: 2017 to the conditions of approval of draft plan of Little Creek Phase 3 Date of Notice: 2017 File No.: 34T-CE1701 Last Date of Appeal: 2017 Municipality: Central Elgin Lapsing Date: 2020 Subject Lands: Part of Blocks 2,3,4,5,6,7,9&11, to the subdivision. all of Block 10 Plan 11M-123 and all of Block 39 Plan 11 M-176 Geographic Township of Yarmouth, Municipality of Central Elgin NOTICE OF DECISION On Application for Approval of Draft Plan of Subdivision Subsection 51(37) of the Planning Act Approval of a Draft Plan of Subdivision in respect of the subject lands noted above was given bythe County of Elgin on 12017. A copy of the conditions for final approval is attached. Council considered all written and oral submissions received on this application, the effect of which helped Council to make an informed decision. When and How to File an Appeal How to receive Notice of Changed Conditions Notice to appeal the decision to the Ontario The conditions of an approval of draft plan of Municipal Board must be filed with the County of subdivision may be changed at any time before the Elgin no later than 20 days from the date of this final approval is given. notice as shown above as the last date of appeal. The notice of appeal should be sent t of the Manager of Planning, at the ad below and it must, (1) set out the reasons for the appeal (2) be accompanied by the fee presc Ontario Municipal Board Actin the $300.00, payable by certified the Minister of Finance. Province of Who Can File an Appeal Only individuals, corporations or pul appeal the decision in respect of a K subdivision to the Ontario Municipal appeal may not be filed by an uninc association or group. However, an may be filed in the name of an indiv member of the association or group o dress ribed que Ontario. You will be entitled to receive notice of any changes the attention to the conditions of approval of draft plan of shown subdivision if you have either, 3oard. An (1) made a written request to be notified of the and decision, or. under the (2) made a written request to be notified of changes amount of to the conditions of approval of the draft plan of to the subdivision. Other Related Applications: Right of Applicant or Public Body to Appeal Conditions The applicant or any public body may, at any time before the final plan of subdivision is approved, appeal any of the conditions imposed by the County of Elgin by filing with the Manager of Planning a notice of appeal. W Mailing address for Filing a Notice of Appeal County of Elgin 450 Sunset Drive, 3�d Floor St. Thomas, ON N5R 5V1 Attention: Manager of Planning Telephone: (519) 631-1460 Fax: (519) 633-7661 Email: sevens melgineca N/A is bodies may,, o,posed plan of Getting Additional Information 3oard. An Additional Information about the application is 'porated available for public inspection during regular office Lice of appeal hours at the County of Elgin at the address noted ual who is a below. Right of Applicant or Public Body to Appeal Conditions The applicant or any public body may, at any time before the final plan of subdivision is approved, appeal any of the conditions imposed by the County of Elgin by filing with the Manager of Planning a notice of appeal. W Mailing address for Filing a Notice of Appeal County of Elgin 450 Sunset Drive, 3�d Floor St. Thomas, ON N5R 5V1 Attention: Manager of Planning Telephone: (519) 631-1460 Fax: (519) 633-7661 Email: sevens melgineca Applicant: Platinum Developments (Elgin) Inc. Date of Decision: 2017 Little Creek Phase 3 Date of Notice: 2017 File No.: 34T-CE1701 Last Date of Appeal: 2017 Municipality: Central Elgin Lapsing Date: 2020 Subject Lands: Part of Blocks 2,3,4,5,6,7,9&11, all of Block 10 Plan 11M-123 and all of Block 39 Plan 11 M-176 Geographic Township of Yarmouth, Municipality of Central Elgin NOTICE OF DECISION On Application for Approval of Draft Plan of Subdivision Subsection 51(37) of the Planning Act Approval of a Draft Plan of Subdivision in respect of the subject lands noted above was given by the County of Elgin on 12017. A copy of the conditions for final approval is attached. Council considered all written and oral submissions received on this application, the effect of which helped Council to make an informed decision. When and How to File an Appeal How to receive Notice of Changed Conditions Notice to appeal the decision to the Ontario The conditions of an approval of draft plan of Municipal Board must be filed with the County of subdivision may be changed at any time before the Elgin no later than 20 days from the date of this final approval is given. notice as shown above as the last date of appeal. The notice of appeal should be sent to the attention of the Manager of Planning, at the address shown below and it must, (1) set out the reasons for the appeal, and (2) be accompanied by the fee prescribed under the Ontario Municipal Board Act in the amount of $300.00, payable by certified cheque to the Minister of Finance, Province of Ontario. Who Can File an Appeal Only individuals, corporations or public b appeal the decision in respect of a propc subdivision to the Ontario Municipal Boa appeal may not be filed by an unincorpor association'' or group. However, a notice may be filed in the name of an individual member of the association or group. You will be entitled to receive notice of any changes to the conditions of approval of draft plan of subdivision if you have either, (1) made a written request to be notified of the tten request to be notified of changes itions of approval of the draft plan of su Other Related Applications: N/A plan of Getting Additional Information An Additional Information about the application is d available for public inspection during regular office appeal hours at the County of Elgin at the address noted is a below. Right of Applicant or Public Body to Appeal Conditions The applicant or any public body may, at any time before the final plan of subdivision is approved, appeal any of the conditions imposed by the County of Elgin by filing with the Manager of Planning a notice of appeal. W Mailing address for Filing a Notice of Appeal County of Elgin 450 Sunset Drive, 3�d Floor St. Thomas, ON N5R 5V1 Attention: Manager of Planning Telephone: (519) 631-1460 Fax: (519) 633-7661 Email: sevansO)elgin.ca Applicant: Platinum Developments (Elgin) Inc. Date of Notice: Little Creek Phase 3 File No.: 34T-CE1701 Municipality: Central Elgin Subject Lands: Part of Blocks 2,3,4,5,6,7,9 11, all of Block 10 Plan 11M-123, and all of Block 39 Plan 11 M-176 Geographic Township of Yarmouth, Municipality of Central Elgin Date of Decision: 2017 Date of Notice: 2017 Last Date of Appeal: 2017 Lapsing Date: 2020 The conditions and amendments to final plan of approval for registration of this Subdivision as provided by the County of Elgin are as follows: No. CONDITIONS 1. That this approval applies to the draft plan of subdivision, prepared by Kim Husted, Ontario Land Surveyor, dated June 12, 2017, which shows: • 42 single detached residential building lots (Lots 1-42 inclusive) • Block 43 — (servicing block) • Block 44 — (Erosion access block) • Blocks 45 & 46 — (reserves) 2. That the road allowances included on the draft plan shall meet the standards of the Municipality of Central Elgin and be shown and dedicated as public highways on the final plan submitted for approval and registration. 3. The streets within the draft plan of subdivision shall be named to the satisfaction of the Municipality of Central Elgin. 4. That the owner enters into a subdivision agreement, pursuant to the authority of section 51(26) of the Planning Act, as amended, with the Municipality of Central Elgin wherein the owner agrees to satisfy all the requirements, financial and otherwise, of the Municipality of Central Elgin concerning the installation of services including roads, sanitary sewerage collection system, water distribution system, utilities and stormwater management facilities for the development of the lands within the plan. 5. That the subdivision agreement, where required, contain a provision, prepared to the satisfaction of the Municipality, regarding phasing or timing of the development. 6. That the subdivision agreement between the owner and the Municipality of Central Elgin be registered against the lands to which it applies once the plan of subdivision has been registered. 79 Applicant: Platinum Developments (Elgin) Inc. Date of Decision: 2017 Little Creek Phase 3 Date of Notice: 2017 File No.: 34T-CE1701 Last Date of Appeal: 2017 Municipality: Central Elgin Lapsing Date: 2020 Subject Lands: Part of Blocks 2,3,4,5,6,7,9 11, all of Block 10 Plan 11M-123 and all of Block 39 Plan 11 M-176 Geographic Township of Yarmouth, Municipality of Central Elgin 7. That the owner convey up to five percent (5%) of the land included in this plan to the Municipality for park or other recreational purposes or alternatively the Municipality may require cash -in -lieu of all or a portion of the conveyance. 8. That prior to final approval the Municipality shall advise that appropriate zoning is in effect for the plan of subdivision. 9. That the owner shall provide easements as may be required for services, utility or drainage purposes in a form satisfactory to the Municipality or utility and where required by the Municipality, daylight corners and street reserves shall be shown on the final plan and conveyed in a form satisfactory to the Municipality. 10. That the subdivision agreement between the owner and the Municipality contain a provision requiring the owner to install geodetic monuments within the subdivision. The number, specifications and location of the monuments are to be approved by the Director of Physical Services for the Municipality of Central Elgin prior to final plan approval and registration. 11. That the Subdivision Agreement between the Owner and Municipality shall contain provisions requiring: a) The owner to include a statement informing the persons who first purchase a unit following final approval of all the approved development charges, including development charges for school purposes, relating to any such unit within the draft plan of subdivision pursuant to Section 59(4) of the Development Charges Act, 1997 b) All services, which in the opinion of the municipality are necessary for the development of the lands within the Plan, such services being hereinafter called the "necessary services" shall be in place before development begins. c) Notwithstanding b), development may begin before all necessary services are in place if the Municipality is satisfied that adequate arrangements have been made to ensure that the necessary services shall be provided in a timely manner as development proceeds. Adequate arrangements shall include the passing of an area -specific development charge by-law pursuant to Section 2 of the Development Charges Act, 1997, and the entering into of a front -ending :N Applicant: Platinum Developments (Elgin) Inc. Date of Notice: Little Creek Phase 3 File No.: 34T-CE1701 Municipality: Central Elgin Subject Lands: Part of Blocks 2,3,4,5,6,7,9 11, all of Block 10 Plan 11M-123 and all of Block 39 Plan 11 M-176 Geographic Township of Yarmouth, Municipality of Central Elgin Date of Decision: 2017 Date of Notice: 2017 Last Date of Appeal: 2017 Lapsing Date: 2020 agreement under section 44 of the Development Charges Act, 1997, which by- law and agreement relate to the necessary services. 12. That prior to final approval, the Municipality shall confirm that there is uncommitted reserve sewage and water treatment capacity to service the development and that the proposed arrangements for stormwater management are acceptable and can be assumed by the Municipality. 13. That the subdivision agreement between the Owner and the Municipality contain provisions regarding the development, implementation, installation, dedication and maintenance of the storm water management facilities requiring the owner to: (a) implement the recommendations contained within the report "Little Creek Subdivision -Phase 1, Port Stanley, Municipality of Central Elgin, Stormwater Management Report" prepared by Cyril J. Demeyere Limited and dated August 29, 2003 subject to the review and final approval of the Municipality of Central Elgin and the Kettle Creek Conservation Authority; (b) guarantee that the report identified in a) above implements the recommendations of the "Little Creek Subwatershed Study (Dillon Consulting Ltd. 2000)" and the "Environmental Impact Study, Amended Report for Little Creek at Port Stanley Phase 2" prepared by Biologic and dated January 2008 and the report "Little Creek Phase 3" prepared by BioLogic and dated May 10, 2017; (c) guarantee the implementation of the recommendations for the completion of the works identified within the final approved storm water management plan/report identified in a) above, in a manner satisfactory to the Municipality of Central Elgin; (d) conduct regular inspections every two weeks and after each sizeable storm event of all sediment and erosion control recommendations in the approved storm water management plan/report and maintain an inspection log which shall state the name of the inspector, date of inspections and the rectification or replacement measures which were undertaken to maintain the sediment and erosion control measures. The inspections shall continue until the assumption of services by the Municipality or until site construction warrants cessation of the visits; (e) identify the Municipality of Central Elgin and the Kettle Creek Conservation Authority as the site contacts responsible for monitoring schedule to be m Applicant: Platinum Developments (Elgin) Inc. Date of Notice: Little Creek Phase 3 File No.: 34T-CE1701 Municipality: Central Elgin Subject Lands: Part of Blocks 2,3,4,5,6,7,9 11, all of Block 10 Plan 11M-123 and all of Block 39 Plan 11 M-176 Geographic Township of Yarmouth, Municipality of Central Elgin implemented in d) above; and Date of Decision: 2017 Date of Notice: 2017 Last Date of Appeal: 2017 Lapsing Date: 2020 (f) provide the Municipality of Central Elgin and the Kettle Creek Conservation Authority a written update of sediment and erosion control inspections and maintenance activities following all storm events. 14. That the subdivision agreement between the owner and the Municipality shall include provisions requiring the owner to implement the recommendations contained in the geotechnical report entitled "Report on Geotechnical Investigation for revised Setback requirements, Phase II, Little Creek Place Subdivision, Port Stanley, Ontario, Municipality of Central Elgin", prepared by Atkinson, Davies Inc., dated August 31, 2007. 15. That the subdivision agreement between the owner and the municipality shall include provisions requiring the owner to: (a) implement the recommendations and mitigation measures contained in the report "Environmental Impact Study: Amended Report for Little Creek at Port Stanley Phase 2 prepared by Biologic and dated January 2008 and the report "Little Creek Phase 3" prepared by BioLogic and dated May 10, 2017 insofar as the recommendations and mitigation measures relate to the development of this plan, File 34T-CE1701: and (b) to document in a report prepared to the satisfaction of the Municipality of Central Elgin and the Kettle Creek Conservation Authority the work to be completed at the detailed site planning and design stage to implement each of the recommendations and mitigation measures contained in the aforementioned EIS Reportwith respect to the development of this Plan, File 34T- CE1701. (c) install adequate exclusion fencing (with no gates) along the rear of lots 23 to 35 to prevent negative impacts to species at risk by reducing residential encroachment and access. The fencing specifications shall be those approved by the Municipality of Central Elgin; and (d) provide an information package for homeowners that educate them on how to minimize the impacts of residential uses on the natural heritage features and functions. W Applicant: Platinum Developments (Elgin) Inc. Date of Decision: 2017 Little Creek Phase 3 Date of Notice: 2017 File No.: 34T-CE1701 Last Date of Appeal: 2017 Municipality: Central Elgin Lapsing Date: 2020 Subject Lands: Part of Blocks 2,3,4,5,6,7,9 11, all of Block 10 Plan 11M-123 and all of Block 39 Plan 11 M-176 Geographic Township of Yarmouth, Municipality of Central Elgin 16. Prior to final approval, the owner shall contact the licensed communication / telecommunication service providers within the Municipality prior to commencing any work within the plan, and confirm that sufficient wire line communication / telecommunication infrastructure is currently available to provide communication / telecommunication service to the proposed development. In the event that such infrastructure is not available, the owner is hereby advised that the owner may be required to pay for the connection to and/or extension of the existing communication/ telecommunication infrastructure. If the owner elects not to pay for such connection to and/or extension of the existing communication / telecommunication infrastructure, the owner shall be required to demonstrate to the Municipality that sufficient alternative communication/telecommunication facilities are available within the proposed development to enable, at a minimum, the effective delivery of communication/telecommunication services for emergency management services (i.e. 911 Emergency Services). The owner shall provide the Municipality with written confirmation from the licensed service providers that communication / telecommunication infrastructure will be available to the plan. 17. That prior to final approval, arrangements shall be made to the satisfaction of the Municipality for the relocation of any utilities that may be required as a result of the development of the subject lands, such relocation shall be undertaken at the expense of the Owner. 18. That prior to final approval the Owner shall ensure that the requirements of Canada Post as set out below are satisfied. a) The owner shall: i) include in all offers of purchase and sale, a statement that advises the prospective purchaserthat mail will be delivered via a community mail box; ii) note the locations of the community mailbox within the development; and, iii) notify affected homeowners of any established easements granted to Canada Post to permit access to the community mail box. b) The owner further agrees to- m Applicant: Platinum Developments (Elgin) Inc. Date of Notice: Little Creek Phase 3 File No.: 34T-CE1701 Municipality: Central Elgin Subject Lands: Part of Blocks 2,3,4,5,6,7,9 11, all of Block 10 Plan 11M-123 and all of Block 39 Plan 11 M-176 Geographic Township of Yarmouth, Municipality of Central Elgin Date of Decision: 2017 Date of Notice: 2017 Last Date of Appeal: 2017 Lapsing Date: 2020 i) consult with Canada Post to determine suitable permanent locations for the community mailbox, which locations shall be indicated by the developer on the appropriate servicing plans; ii) prior to offering any units for sale, display a map on a wall of the sales office in a place readily accessible to potential homeowners that indicates the location of the community mail box within the development, as approved by Canada Post; iii) provide a suitable and safe temporary site for a community mail box until curbs, sidewalks and final grading are completed at the permanent community mail box location; iv) provide Canada post with the excavation date for the first foundation/first phase as well as the date development work is scheduled to begin; v) provide the expected installation date for the community mailbox pad; and vi) provide the following for the community mail box and to include these requirements on the appropriate servicing plans: • Any required walkway across the boulevard, per municipal standards; • Any required curb depressions for wheelchair access, with an opening of at least two metres (consult with Canada Post for detailed specifications). 19. That the Subdivision Agreement between the Owner and the Municipality shall include a clause that the Owner agrees to inform all Purchasers of residential lots by including a condition in all Purchase Agreements stating that the construction of additional public school accommodation is dependent upon funding approval from the Ontario Ministry of Education, therefore the subject community may be designated as a "Holding Zone" by the Thames Valley District School Board and pupils may be assigned to existing schools as deemed necessary by the Board. 20. That prior to final approval, the owner shall carry out an archaeological assessment of the subject property and mitigate, through preservation or resource removal and documentation, adverse impacts to any significant archaeological resource found. 01 Applicant: Platinum Developments (Elgin) Inc. Date of Notice: Little Creek Phase 3 File No.: 34T-CE1701 Municipality: Central Elgin Subject Lands: Part of Blocks 2,3,4,5,6,7,9 11, all of Block 10 Plan 11M-123 and all of Block 39 Plan 11 M-176 Geographic Township of Yarmouth, Municipality of Central Elgin Date of Decision: 2017 Date of Notice: 2017 Last Date of Appeal: 2017 Lapsing Date: 2020 No grading or other soil disturbances shall take place on the subject property prior to the Owner's Licensed Archaeologist providing a letter to the Municipality and the County indicating that there are no further concerns for impacts to archaeological sites on the subject lands. This is to be accompanied by a Ministry of Tourism, Culture and Sport letter indicating that the licensee has met the terms and conditions for Archaeological Licensing and that the report has been entered into the Ontario Public register of archaeological reports. 21. That prior to final approval of the plan of subdivision, the Clerk of the Municipality of Central Elgin shall advise in writing how conditions 1 to 17, 19 and 20 have been satisfied. 22. That prior to final approval of the plan of subdivision, Canada Post shall advise in writing how condition 18 has been satisfied. 23. That prior to final approval of the plan of subdivision, Kettle Creek Conservation Authority shall advise in writing how conditions 13 and 15 have been satisfied. NOTES TO DRAFT APPROVAL: 1. It is the applicant's responsibility to fulfill the conditions of draft approval. 2. It is suggested that the applicant be aware of section 144 of the Land Titles Act and subsection 78(10) of the Registry Act. Subsection 144 (1) of the Land Titles Act requires that a plan of subdivision of land that is located in a land titles division be registered under the Land Titles Act. Exceptions to this provision are set out in subsection 144(2). Subsection 78(10) of the Registry Act requires that a plan of subdivision of land that is located only in a registry division cannot be registered under the Registry Act unless that title of the owner of the land has been certified under the Certification of Titles Act. Exceptions to this provision are set out in clauses (b) and (c) of subsection 78(10). W Applicant: Platinum Developments (Elgin) Inc. Date of Notice: Little Creek Phase 3 File No.: 34T-CE1701 Municipality: Central Elgin Subject Lands: Part of Blocks 2,3,4,5,6,7,9 11, all of Block 10 Plan 11M-123 and all of Block 39 Plan 11 M-176 Geographic Township of Yarmouth, Municipality of Central Elgin Date of Decision: 2017 Date of Notice: 2017 Last Date of Appeal: 2017 Lapsing Date: 2020 3. The owner is advised that a permit shall be obtained from Kettle Creek Conservation Authority prior to any development and/or site alterations upon Lots 24 through 35 and Block 44 of this draft plan of subdivision. 4. The owner is advised that in the event that deeply buried archaeological remains should be discovered during construction, it is recommended that archaeological staff of the Ontario Ministry of Tourism, Culture and Sport be notified immediately. Similarly, in the event that human remains should be encountered during construction, it is recommended that the proponent immediately notify the Ontario Ministry of Tourism, Culture and Sport and the Registrar of the Cemeteries Regulation Unit of the Cemeteries Branch. 5. The Ontario Land Surveyor responsible for preparing the final plan for registration should contact the Director of Physical Services for the Municipality of Central Elgin regarding the preparation of the final plan to ensure the requirements of draft approval are properly addressed in the preparation of the final plan and that the final plan prepared contains sufficient geodetic information to locate the plan within the UTM Coordinate System, North American Datum 1983, prior to submitting the plan for final approval. A digital copy of the final plan, in a form satisfactory to the Municipality, is required as part of the final plan submission. 6. Inauguration, or extension of a piped water supply, a sewage system or a storm drainage system, is subject to the approval of the Ministry of the Environment under Sections 52 and Section 53 of the Ontario Water Resources Act. 7. The owner is hereby advised that the review of this plan of subdivision did not include groundwater, soil or atmosphere testing to fully discount the possibility that waste materials and/or other contaminants are present within or in close proximity to this subdivision. If either the owner or the Municipality requires such assurance before proceeding with this plan of subdivision, a team of consultants should be retained to conduct any necessary investigations. 8. The Ministry of the Environment and Climate Change must be advised immediately should waste materials or other contaminants be discovered during the development of this plan of subdivision. If waste materials or contaminants are discovered, a further approval under Section 46 of the Environmental Protection Act may be required from Applicant: Platinum Developments (Elgin) Inc. Date of Notice: Little Creek Phase 3 File No.: 34T-CE1701 Municipality: Central Elgin Subject Lands: Part of Blocks 2,3,4,5,6,7,9 11, all of Block 10 Plan 11M-123 and all of Block 39 Plan 11 M-176 Geographic Township of Yarmouth, Municipality of Central Elgin that Minister. Date of Decision: 2017 Date of Notice: 2017 Last Date of Appeal: 2017 Lapsing Date: 2020 9. The owner is advised that if any unplugged petroleum wells or associated works are identified during the development of the site, the owner shall notify the Petroleum Resources Centre of the Ministry of Natural Resources and Forestry. The owner shall plug the wells and rehabilitate the surface according to the Provincial Standards of the Oil, Gas and Salt Resources Act. The Ministry of Natural Resources and Forestry recommends that no structures be built immediately over a plugged petroleum well. 10. Should the owner or the Municipality require underground Bell Canada facilities to serve this subdivision, the owner must confirm with the Municipality that satisfactory arrangements have been made with Bell Canada for underground services. The owner is also advised that, should any conflicts with the existing Bell Canada facilities or easements arise, the owner shall be responsible for realignments or relocation. Further, the owner is to provide easements as required to service this subdivision. 11. It is suggested that the Municipality register the subdivision agreement as provided by subsection 51(26) of the Planning Act, against the land to which it applies, as notice to prospective purchasers. 12. Clearances are required from the following agencies: Mr. Donald Leitch, CAO/Clerk Municipality of Central Elgin 450 Sunset Drive St. Thomas, ON N5R 5V1 Delivery Services Officer Delivery Planning Canada Post Corporation 955 Highbury Ave London, ON N5Y 1A3 Mr. Joe Gordon, Director of Operations Kettle Creek Conservation Authority 44015 Ferguson Line St. Thomas, ON N5P 3T3 AN Applicant: Platinum Developments (Elgin) Inc. Date of Notice: Little Creek Phase 3 File No.: 34T-CE1701 Municipality: Central Elgin Subject Lands: Part of Blocks 2,3,4,5,6,7,9 11, all of Block 10 Plan 11M-123 and all of Block 39 Plan 11 M-176 Geographic Township of Yarmouth, Municipality of Central Elgin Date of Decision: 2017 Date of Notice: 2017 Last Date of Appeal: 2017 Lapsing Date: 2020 If the agency's condition concerns a clause in the subdivision agreement, a copy of the agreement should be sent to them. This will expedite clearance of the final plan. A copy of the agreement is also required by the County of Elgin. 13. All measurements on subdivision and condominium final plans must be presented in metric units. The final plan must be submitted digitally in AutoCAD (DWG) and Portable Document Format (PDF) with the appropriate citation from the Planning Act used. The AutoCAD (DWG) file must be consistent with the following standards: • Georeferenced to the NAD83 UTM Zone 17M coordinate system. • All classes of features must be separated into different layers. Each layer should be given a descriptive name so that the class of feature it contains is recognizable. The final plan approved by the County of Elgin must include the following paragraph on all copies (3 mylars and 4 paper) for signature purposes: Approval Authority Certificate This final plan of subdivision is approved by the County of Elgin under Section 51 (58) of the Planning Act, R. S. O. 1990, on this day of 20 Manager of Planning 14. The approval of this draft plan of subdivision File No. 34T-CE1701 will lapse on , 2020, pursuant to subsection 51(32) of the Planning Act, as amended. It is the responsibility of the owner to request an extension of the draft approval if one is needed. A request for extension should be made at least 60 days before the approval lapses since no extension can be given after the lapsing date. The request should include the reasons why an extension is needed and a resolution in support of the extension from Council of the Municipality of Central Elgin. Applicant: Platinum Developments (Elgin) Inc. Date of Notice: Little Creek Phase 3 File No.: 34T-CE1701 Municipality: Central Elgin Subject Lands: Part of Blocks 2,3,4,5,6,7,9 11, all of Block 10 Plan 11M-123 and all of Block 39 Plan 11 M-176 Geographic Township of Yarmouth, Municipality of Central Elgin Date of Decision: 2017 Date of Notice: 2017 Last Date of Appeal: 2017 Lapsing Date: 2020 15. The final plan approved by the County of Elgin must be registered within 30 days or the County may withdraw its approval under subsection 51(59) of the Planning Act. Applicant: Platinum Developments (Elgin) Inc. Date of Notice: Little Creek Phase 3 File No.: 34T-CE1701 Municipality: Central Elgin Subject Lands: Part of Blocks 2,3,4,5,6,7,9 11, all of Block 10 Plan 11 M-123, and all of Block 39 Plan 11 M-176 Geographic Township of Yarmouth, Municipality of Central Elgin Date of Decision: 2017 Date of Notice: 2017 Last Date of Appeal: 2017 Lapsing Date: 2020 The conditions and amendments to final plan of approval for registration of this Subdivision as provided by the County of Elgin are as follows: No. CONDITIONS 1. That this approval applies to the draft plan of subdivision, prepared by Kim Husted, Ontario Land Surveyor, dated June 12, 2017, which shows: • 42 single detached residential building lots (Lots 1-42 inclusive) • Block 43 — (servicing block) • Block 44 — (Erosion access block) • Blocks 45 & 46 — (reserves) 2. That the road allowances included on the draft plan shall meet the standards of the Municipality of Central Elgin and be shown and dedicated as public highways on the final plan submitted for approval and registration. 3. The streets within the draft plan of subdivision shall be named to the satisfaction of the Municipality of Central Elgin. 4. That the owner enters into a subdivision agreement, pursuant to the authority of section 51(26) of the Planning Act, as amended, with the Municipality of Central Elgin wherein the owner agrees to satisfy all the requirements, financial and otherwise, of the Municipality of Central Elgin concerning the installation of services including roads, sanitary sewerage collection system, water distribution system, utilities and stormwater management facilities for the development of the lands within the plan. 5. That the subdivision agreement, where required, contain a provision, prepared to the satisfaction of the Municipality, regarding phasing or timing of the development. 6. That the subdivision agreement between the owner and the Municipality of Central Elgin be registered against the lands to which it applies once the plan of subdivision has been registered. •E Applicant: Platinum Developments (Elgin) Inc. Date of Decision: 2017 Little Creek Phase 3 Date of Notice: 2017 File No.: 34T-CE1701 Last Date of Appeal: 2017 Municipality: Central Elgin Lapsing Date: 2020 Subject Lands: Part of Blocks 2,3,4,5,6,7,9 11, all of Block 10 Plan 11 M-123 and all of Block 39 Plan 11 M-176 Geographic Township of Yarmouth, Municipality of Central Elgin 7. That the owner convey up to five percent (5%) of the land included in this plan to the Municipality for park or other recreational purposes or alternatively the Municipality may require cash -in -lieu of all or a portion of the conveyance. 8. That prior to final approval the Municipality shall advise that appropriate zoning is in effect for the plan of subdivision. 9. That the owner shall provide easements as may be required for services, utility or drainage purposes in a form satisfactory to the Municipality or utility and where required by the Municipality, daylight corners and street reserves shall be shown on the final plan and conveyed in a form satisfactory to the Municipality. 10. That the subdivision agreement between the owner and the Municipality contain a provision requiring the owner to install geodetic monuments within the subdivision. The number, specifications and location of the monuments are to be approved by the Director of Physical Services for the Municipality of Central Elgin prior to final plan approval and registration. 11. That the Subdivision Agreement between the Owner and Municipality shall contain provisions requiring: a) The owner to include a statement informing the persons who first purchase a unit following final approval of all the approved development charges, including development charges for school purposes, relating to any such unit within the draft plan of subdivision pursuant to Section 59(4) of the Development Charges Act, 1997 b) All services, which in the opinion of the municipality are necessary for the development of the lands within the Plan, such services being hereinafter called the "necessary services" shall be in place before development begins. c) Notwithstanding b), development may begin before all necessary services are in place if the Municipality is satisfied that adequate arrangements have been made to ensure that the necessary services shall be provided in a timely manner as development proceeds. Adequate arrangements shall include the passing of an area -specific development charge by-law pursuant to Section 2 of the Development Charges Act, 1997, and the entering into of a front -ending 91 Applicant: Platinum Developments (Elgin) Inc. Date of Notice: Little Creek Phase 3 File No.: 34T-CE1701 Municipality: Central Elgin Subject Lands: Part of Blocks 2,3,4,5,6,7,9 11, all of Block 10 Plan 11 M-123 and all of Block 39 Plan 11 M-176 Geographic Township of Yarmouth, Municipality of Central Elgin Date of Decision: 2017 Date of Notice: 2017 Last Date of Appeal: 2017 Lapsing Date: 2020 agreement under section 44 of the Development Charges Act, 1997, which by- law and agreement relate to the necessary services. 12. That prior to final approval, the Municipality shall confirm that there is uncommitted reserve sewage and water treatment capacity to service the development and that the proposed arrangements for stormwater management are acceptable and can be assumed by the Municipality. 13. That the subdivision agreement between the Owner and the Municipality contain provisions regarding the development, implementation, installation, dedication and maintenance of the storm water management facilities requiring the owner to: (a) implement the recommendations contained within the report "Little Creek Subdivision -Phase 1, Port Stanley, Municipality of Central Elgin, Stormwater Management Report" prepared by Cyril J. Demeyere Limited and dated August 29, 2003 subject to the review and final approval of the Municipality of Central Elgin and the Kettle Creek Conservation Authority; (b) guarantee that the report identified in a) above implements the recommendations of the "Little Creek Subwatershed Study (Dillon Consulting Ltd. 2000)" and the "Environmental Impact Study, Amended Report for Little Creek at Port Stanley Phase 2" prepared by BioLogic and dated January 2008 and the report "Little Creek Phase 3" prepared by BioLogic and dated May 10, 2017; (c) guarantee the implementation of the recommendations for the completion of the works identified within the final approved storm water management plan/report identified in a) above, in a manner satisfactory to the Municipality of Central Elgin; (d) conduct regular inspections every two weeks and after each sizeable storm event of all sediment and erosion control recommendations in the approved storm water management plan/report and maintain an inspection log which shall state the name of the inspector, date of inspections and the rectification or replacement measures which were undertaken to maintain the sediment and erosion control measures. The inspections shall continue until the assumption of services by the Municipality or until site construction warrants cessation of the visits; (e) identify the Municipality of Central Elgin and the Kettle Creek Conservation Authority as the site contacts responsible for monitoring schedule to be M Applicant: Platinum Developments (Elgin) Inc. Date of Notice: Little Creek Phase 3 File No.: 34T-CE1701 Municipality: Central Elgin Subject Lands: Part of Blocks 2,3,4,5,6,7,9 11, all of Block 10 Plan 11 M-123 and all of Block 39 Plan 11 M-176 Geographic Township of Yarmouth, Municipality of Central Elgin implemented in d) above; and Date of Decision: 2017 Date of Notice: 2017 Last Date of Appeal: 2017 Lapsing Date: 2020 (f) provide the Municipality of Central Elgin and the Kettle Creek Conservation Authority a written update of sediment and erosion control inspections and maintenance activities following all storm events. 14. That the subdivision agreement between the owner and the Municipality shall include provisions requiring the owner to implement the recommendations contained in the geotechnical report entitled "Report on Geotechnical Investigation for revised Setback requirements, Phase II, Little Creek Place Subdivision, Port Stanley, Ontario, Municipality of Central Elgin", prepared by Atkinson, Davies Inc., dated August 31, 2007. 15. That the subdivision agreement between the owner and the municipality shall include provisions requiring the owner to: (a) implement the recommendations and mitigation measures contained in the report "Environmental Impact Study: Amended Report for Little Creek at Port Stanley Phase 2 prepared by BioLogic and dated January 2008 and the report "Little Creek Phase 3" prepared by BioLogic and dated May 10, 2017 insofar as the recommendations and mitigation measures relate to the development of this plan, File 34T-CE1701: and (b) to document in a report prepared to the satisfaction of the Municipality of Central Elgin and the Kettle Creek Conservation Authority the work to be completed at the detailed site planning and design stage to implement each of the recommendations and mitigation measures contained in the aforementioned EIS Report with respect to the development of this Plan, File 34T- CE 1701. (c) install adequate exclusion fencing (with no gates) along the rear of lots 23 to 35 to prevent negative impacts to species at risk by reducing residential encroachment and access. The fencing specifications shall be those approved by the Municipality of Central Elgin; and (d) provide an information package for homeowners that educate them on how to minimize the impacts of residential uses on the natural heritage features and functions. 93 Applicant: Platinum Developments (Elgin) Inc. Date of Decision: 2017 Little Creek Phase 3 Date of Notice: 2017 File No.: 34T-CE1701 Last Date of Appeal: 2017 Municipality: Central Elgin Lapsing Date: 2020 Subject Lands: Part of Blocks 2,3,4,5,6,7,9 11, all of Block 10 Plan 11 M-123 and all of Block 39 Plan 11 M-176 Geographic Township of Yarmouth, Municipality of Central Elgin 16. Prior to final approval, the owner shall contact the licensed communication / telecommunication service providers within the Municipality prior to commencing any work within the plan, and confirm that sufficient wire line communication / telecommunication infrastructure is currently available to provide communication / telecommunication service to the proposed development. In the event that such infrastructure is not available, the owner is hereby advised that the owner may be required to pay for the connection to and/or extension of the existing communication / telecommunication infrastructure. If the owner elects not to pay for such connection to and/or extension of the existing communication / telecommunication infrastructure, the owner shall be required to demonstrate to the Municipality that sufficient alternative communication/telecommunication facilities are available within the proposed development to enable, at a minimum, the effective delivery of communication/telecommunication services for emergency management services (i.e. 911 Emergency Services). The owner shall provide the Municipality with written confirmation from the licensed service providers that communication / telecommunication infrastructure will be available to the plan. 17. That prior to final approval, arrangements shall be made to the satisfaction of the Municipality for the relocation of any utilities that may be required as a result of the development of the subject lands, such relocation shall be undertaken at the expense of the Owner. 18. That prior to final approval the Owner shall ensure that the requirements of Canada Post as set out below are satisfied. a) The owner shall: i) include in all offers of purchase and sale, a statement that advises the prospective purchaser that mail will be delivered via a community mail box; ii) note the locations of the community mailbox within the development; and, iii) notify affected homeowners of any established easements granted to Canada Post to permit access to the community mail box. b) The owner further agrees to: Applicant: Platinum Developments (Elgin) Inc. Date of Notice: Little Creek Phase 3 File No.: 34T-CE1701 Municipality: Central Elgin Subject Lands: Part of Blocks 2,3,4,5,6,7,9 11, all of Block 10 Plan 11 M-123 and all of Block 39 Plan 11 M-176 Geographic Township of Yarmouth, Municipality of Central Elgin Date of Decision: 2017 Date of Notice: 2017 Last Date of Appeal: 2017 Lapsing Date: 2020 i) consult with Canada Post to determine suitable permanent locations for the community mail box, which locations shall be indicated by the developer on the appropriate servicing plans; ii) prior to offering any units for sale, display a map on a wall of the sales office in a place readily accessible to potential homeowners that indicates the location of the community mail box within the development, as approved by Canada Post; iii) provide a suitable and safe temporary site for a community mail box until curbs, sidewalks and final grading are completed at the permanent community mail box location; iv) provide Canada post with the excavation date for the first foundation/first phase as well as the date development work is scheduled to begin; v) provide the expected installation date for the community mailbox pad; and vi) provide the following for the community mail box and to include these requirements on the appropriate servicing plans: • Any required walkway across the boulevard, per municipal standards; • Any required curb depressions for wheelchair access, with an opening of at least two metres (consult with Canada Post for detailed specifications). 19. That the Subdivision Agreement between the Owner and the Municipality shall include a clause that the Owner agrees to inform all Purchasers of residential lots by including a condition in all Purchase Agreements stating that the construction of additional public school accommodation is dependent upon funding approval from the Ontario Ministry of Education, therefore the subject community may be designated as a "Holding Zone" by the Thames Valley District School Board and pupils may be assigned to existing schools as deemed necessary by the Board. 20. That prior to final approval, the owner shall carry out an archaeological assessment of the subject property and mitigate, through preservation or resource removal and documentation, adverse impacts to any significant archaeological resource found. 95 Applicant: Platinum Developments (Elgin) Inc. Date of Notice: Little Creek Phase 3 File No.: 34T-CE1701 Municipality: Central Elgin Subject Lands: Part of Blocks 2,3,4,5,6,7,9 11, all of Block 10 Plan 11 M-123 and all of Block 39 Plan 11 M-176 Geographic Township of Yarmouth, Municipality of Central Elgin Date of Decision: 2017 Date of Notice: 2017 Last Date of Appeal: 2017 Lapsing Date: 2020 No grading or other soil disturbances shall take place on the subject property prior to the Owner's Licensed Archaeologist providing a letter to the Municipality and the County indicating that there are no further concerns for impacts to archaeological sites on the subject lands. This is to be accompanied by a Ministry of Tourism, Culture and Sport letter indicating that the licensee has met the terms and conditions for Archaeological Licensing and that the report has been entered into the Ontario Public register of archaeological reports. 21. That prior to final approval of the plan of subdivision, the Clerk of the Municipality of Central Elgin shall advise in writing how conditions 1 to 17, 19 and 20 have been satisfied. 22. That prior to final approval of the plan of subdivision, Canada Post shall advise in writing how condition 18 has been satisfied. 23. That prior to final approval of the plan of subdivision, Kettle Creek Conservation Authority shall advise in writing how conditions 13 and 15 have been satisfied. NOTES TO DRAFT APPROVAL: 1. It is the applicant's responsibility to fulfill the conditions of draft approval. 2. It is suggested that the applicant be aware of section 144 of the Land Titles Act and subsection 78(10) of the Registry Act. Subsection 144 (1) of the Land Titles Act requires that a plan of subdivision of land that is located in a land titles division be registered under the Land Titles Act. Exceptions to this provision are set out in subsection 144(2). Subsection 78(10) of the Registry Act requires that a plan of subdivision of land that is located only in a registry division cannot be registered under the Registry Act unless that title of the owner of the land has been certified under the Certification of Titles Act. Exceptions to this provision are set out in clauses (b) and (c) of subsection 78(10). Applicant: Platinum Developments (Elgin) Inc. Date of Notice: Little Creek Phase 3 File No.: 34T-CE1701 Municipality: Central Elgin Subject Lands: Part of Blocks 2,3,4,5,6,7,9 11, all of Block 10 Plan 11 M-123 and all of Block 39 Plan 11 M-176 Geographic Township of Yarmouth, Municipality of Central Elgin Date of Decision: 2017 Date of Notice: 2017 Last Date of Appeal: 2017 Lapsing Date: 2020 3. The owner is advised that a permit shall be obtained from Kettle Creek Conservation Authority prior to any development and/or site alterations upon Lots 24 through 35 and Block 44 of this draft plan of subdivision. 4. The owner is advised that in the event that deeply buried archaeological remains should be discovered during construction, it is recommended that archaeological staff of the Ontario Ministry of Tourism, Culture and Sport be notified immediately. Similarly, in the event that human remains should be encountered during construction, it is recommended that the proponent immediately notify the Ontario Ministry of Tourism, Culture and Sport and the Registrar of the Cemeteries Regulation Unit of the Cemeteries Branch. 5. The Ontario Land Surveyor responsible for preparing the final plan for registration should contact the Director of Physical Services for the Municipality of Central Elgin regarding the preparation of the final plan to ensure the requirements of draft approval are properly addressed in the preparation of the final plan and that the final plan prepared contains sufficient geodetic information to locate the plan within the UTM Coordinate System, North American Datum 1983, prior to submitting the plan for final approval. A digital copy of the final plan, in a form satisfactory to the Municipality, is required as part of the final plan submission. 6. Inauguration, or extension of a piped water supply, a sewage system or a storm drainage system, is subject to the approval of the Ministry of the Environment under Sections 52 and Section 53 of the Ontario Water Resources Act. 7. The owner is hereby advised that the review of this plan of subdivision did not include groundwater, soil or atmosphere testing to fully discount the possibility that waste materials and/or other contaminants are present within or in close proximity to this subdivision. If either the owner or the Municipality requires such assurance before proceeding with this plan of subdivision, a team of consultants should be retained to conduct any necessary investigations. 8. The Ministry of the Environment and Climate Change must be advised immediately should waste materials or other contaminants be discovered during the development of this plan of subdivision. If waste materials or contaminants are discovered, a further approval under Section 46 of the Environmental Protection Act may be required from 97 Applicant: Platinum Developments (Elgin) Inc. Date of Notice: Little Creek Phase 3 File No.: 34T-CE1701 Municipality: Central Elgin Subject Lands: Part of Blocks 2,3,4,5,6,7,9 11, all of Block 10 Plan 11 M-123 and all of Block 39 Plan 11 M-176 Geographic Township of Yarmouth, Municipality of Central Elgin that Minister. Date of Decision: 2017 Date of Notice: 2017 Last Date of Appeal: 2017 Lapsing Date: 2020 9. The owner is advised that if any unplugged petroleum wells or associated works are identified during the development of the site, the owner shall notify the Petroleum Resources Centre of the Ministry of Natural Resources and Forestry. The owner shall plug the wells and rehabilitate the surface according to the Provincial Standards of the Oil, Gas and Salt Resources Act. The Ministry of Natural Resources and Forestry recommends that no structures be built immediately over a plugged petroleum well. 10. Should the owner or the Municipality require underground Bell Canada facilities to serve this subdivision, the owner must confirm with the Municipality that satisfactory arrangements have been made with Bell Canada for underground services. The owner is also advised that, should any conflicts with the existing Bell Canada facilities or easements arise, the owner shall be responsible for realignments or relocation. Further, the owner is to provide easements as required to service this subdivision. 11. It is suggested that the Municipality register the subdivision agreement as provided by subsection 51(26) of the Planning Act, against the land to which it applies, as notice to prospective purchasers. 12. Clearances are required from the following agencies: Mr. Donald Leitch, CAO/Clerk Municipality of Central Elgin 450 Sunset Drive St. Thomas, ON N5R 5V1 Delivery Services Officer Delivery Planning Canada Post Corporation 955 Highbury Ave London, ON N5Y 1A3 Mr. Joe Gordon, Director of Operations Kettle Creek Conservation Authority 44015 Ferguson Line St. Thomas, ON N5P 3T3 Applicant: Platinum Developments (Elgin) Inc. Date of Notice: Little Creek Phase 3 File No.: 34T-CE1701 Municipality: Central Elgin Subject Lands: Part of Blocks 2,3,4,5,6,7,9 11, all of Block 10 Plan 11 M-123 and all of Block 39 Plan 11 M-176 Geographic Township of Yarmouth, Municipality of Central Elgin Date of Decision: 2017 Date of Notice: 2017 Last Date of Appeal: 2017 Lapsing Date: 2020 If the agency's condition concerns a clause in the subdivision agreement, a copy of the agreement should be sent to them. This will expedite clearance of the final plan. A copy of the agreement is also required by the County of Elgin. 13. All measurements on subdivision and condominium final plans must be presented in metric units. The final plan must be submitted digitally in AutoCAD (DWG) and Portable Document Format (PDF) with the appropriate citation from the Planning Act used. The AutoCAD (DWG) file must be consistent with the following standards: • Georeferenced to the NAD83 UTM Zone 17M coordinate system. • All classes of features must be separated into different layers. Each layer should be given a descriptive name so that the class of feature it contains is recognizable. The final plan approved by the County of Elgin must include the following paragraph on all copies (3 mylars and 4 paper) for signature purposes: Approval Authority Certificate This final plan of subdivision is approved by the County of Elgin under Section 51 (58) of the Planning Act, R. S. O. 1990, on this day of 20 Manager of Planning 14. The approval of this draft plan of subdivision File No. 34T-CE1701 will lapse on 2020, pursuant to subsection 51(32) of the Planning Act, as amended. It is the responsibility of the owner to request an extension of the draft approval if one is needed. A request for extension should be made at least 60 days before the approval lapses since no extension can be given after the lapsing date. The request should include the reasons why an extension is needed and a resolution in support of the extension from Council of the Municipality of Central Elgin. 99 Applicant: Platinum Developments (Elgin) Inc. Date of Notice: Little Creek Phase 3 File No.: 34T-CE1701 Municipality: Central Elgin Subject Lands: Part of Blocks 2,3,4,5,6,7,9 11, all of Block 10 Plan 11 M-123 and all of Block 39 Plan 11 M-176 Geographic Township of Yarmouth, Municipality of Central Elgin Date of Decision: 2017 Date of Notice: 2017 Last Date of Appeal: 2017 Lapsing Date: 2020 15. The final plan approved by the County of Elgin must be registered within 30 days or the County may withdraw its approval under subsection 51(59) of the Planning Act. 100 EU -V� A 4Z4, 4 CE V 1> Xv 3 0 \-BILZCK -16 13 s, uj 'Poll, !w t BECCK! 43 a, CC RE'SDSIMAL r=NSLr=YPL-ACE KEY PLAN SCALE 1:10,0. , DRAFT PLAN OF SUBDIVISION PART OF BLOCKS 7 3, 4, 5, 6, 7, 9 AND 11 ALL OF BLOCK 10 ilM-123 ALL OF BLOCK 39 11 M-176 GEOGRAPHIC TOWNSHIP OF YARMOUTH MUNICIPALITY OF CENTRAL ELGIN COUNTY OF ELGIN NU 41 Ml- -1- CJDL 1, 7' w, rmllllyij J flgin 1 wrae'h 4dWer 1M',r REPORT TO COUNTY COUNCIL bFCr FROM: Steve Evans, Manager of Planning DATE: November 2, 2017 SUBJECT: Final Approval Plan of Subdivision Florence Court Blocks 11, 12 and 13 Registered Plan 11M-115 Township of Southwold County of Elgin File No.: 34T-11001 INTRODUCTION: This report is to advise County Council that final approval was given for a plan of subdivision in the Township of Southwold on October 30, 2017. DISCUSSION: This plan of subdivision comprises 10 lots for single detached dwellings in a single phase of development. Draft plan approval for this subdivision was given by the Ministry of Municipal Affairs and Housing on November 18, 2011 The subject lands are located in the settlement area of Ferndale and they will be developed on full municipal services. The County has received clearance letters from the Township of Southwold, Union Gas, Bell Canada and Canada Post indicating that all conditions of draft plan approval have been satisfied. In accordance with By -Law No. 13-28 the Manager of Planning has been given the authority to approve final plans of subdivision once all of the conditions of draft plan approval have been met and after clearance letters have been received. CONCLUSION: This report is to advise County Council that final approval of this plan of subdivision was granted and the plans were signed by the Manager of Planning on October 30, 2017 and forwarded to the Land Registry Office for registration. The Township of Southwold and the developer have been notified. RECOMMENDATION: THAT the report titled "Final Approval for a Plan of Subdivision, Florence Court" submitted by the Manager of Planning dated November 2, 2017 be received and filed. All of which is Respectfully Submitted Steve Evans Manager of Planning 102 Approved for Submission Julie Gonyou Chief Administrative Officer 0 35 70 140 210 280 4 .4 cnn Legend Plan Overlay 11M - 115 Plan Overlay Township 6VSouthwold Projection: NAD 83 UTM Zone 17. Date: October 30, 2017 DISCLAIMER: This drawing is neither a legally recorded map nor a survey and is not intended to be used as one. w, rmllllyij J flgin 1 wrae'h 4dWer 1M',r REPORT TO COUNTY COUNCIL bFCr FROM: Julie Gonyou, Chief Administrative Officer DATE: October 21, 2017 SUBJECT: Revised Code of Conduct INTRODUCTION: The County of Elgin adopted a Code of Conduct for Members of Council in 2004 and revised it in 2012. The Code of Conduct ensures that elected officials share a common basis and understanding for acceptable conduct extending beyond the legislative provisions governing the conduct of Members of Council as set out in the Municipal Act, 2001; Municipal Conflict of Interest Act; Municipal Elections Act, 1996; and the Municipal Freedom of Information and Protection of Privacy Act. The key statements of principle that underline the Code of Conduct are: (i) To establish guidelines for ethical conduct required of Members; (ii) To establish guidelines to encourage and ensure interpersonal conduct, communications and interactions consistent with legal requirements; and (iii) To provide mechanisms to ensure accountability and compliance with the required ethical and interpersonal conduct standards of this Code of Conduct. The members of Elgin County Council have and continue to recognize their obligation to serve their constituents in a conscientious and diligent manner recognizing that as leaders of the community, they are individually and collectively held to a higher standard of behaviour and conduct. The Code of Conduct sets out and identifies expectations for members of council and establishes rules for appropriate conduct. The Code of Conduct addresses council member conduct relative to access to information and confidentiality, staff relations, gifts, political activity, and participation in community groups and organizations among others. Adherence to these standards will protect and maintain the County of Elgin's reputation and integrity. BACKGROUND: Bill 68 received Royal Assent on May 30, 2017. The Bill makes many changes to local accountability and transparency frameworks. In our ongoing and collective effort to achieve the requirements of Bill 68, "Modernizing Ontario's Municipal Legislation Act, 2017", we have revised Elgin County's Code of Conduct for your review and approval. As I mentioned in a previous report in regard to establishing the Integrity Commissioner/ Ombudsman position, to meet the goals of Bill 68, there are a number of administrative tasks that must be completed before March 2019. Considering the number of administrative actions that we need to complete in 2017/2018 to comply with Bill 68, 1 advanced the work for the revisions to Elgin's Code of Conduct to November of this year. 104 This early adoption date will provide us with the opportunity to set the course for the next Council term and to make any alterations that may be required during the initial implementation of the Code of Conduct with the establishment of the Integrity Commissioner/Ombudsman position. Additionally, early adoption of the Code of Conduct will allow for the required education sessions for the Code of Conduct to take place early in the new year, aligning with the new Integrity Commissioner/Ombudsman position. The Code of Conduct required significant revisions including: - Majority of clauses are included but with different formatting and numbering; - Addition of definitions; - Additional detail in the release of confidential information; - Inclusion of table of contents; - Addition of forms; and - Softened wording — including words like "the Councillor shall ensure compliance" instead of "the Councillor shall not". ANALYSIS: In completing our review of other municipal Code of Conduct documents, we deliberately worked toward finding the best clauses from available reference documents that would meet our intended goals of consistency, clarity and understanding. While it was important to make sure that the Code of Conduct contained all of the prescribed elements established by the Province of Ontario, where there was opportunity, we utilized plain language for greater clarity and understanding for both the affected parties and members of the public. We deliberately made every effort to soften the language associated with the clauses to ensure that all interested parties could obtain a strong understanding of the intent of each clause. To aid in this understanding we included a definitions section that will provide further guidance. In addition to keeping the Code of Conduct as concise as possible, we also achieved consistency between the Elgin County Code of Conduct and Middlesex County Code of Conduct documents. This is an important component that despite expected minor revisions over the course of time will be critical to the success of the education component of this initiative. It is my desire that this consistency and standardization will be maintained to the greatest extent possible through our collective lower -tier municipalities as well. To make sure that the Code of Conduct was easily adapted to both local and inter -county nuances, references to specific policies that are impacted or guided by the Code of Conduct were removed. As a result, the task of modifying this Code of Conduct for individual Municipalities will be simplified. CONCLUSION: In May of 2012, Council adopted a revised and comprehensive Code of Conduct, built on the then latest policies and legal information available. Based on the requirements set forth in Bill 68 and the establishment of the Integrity Commissioner/Ombudsman position set for January 2018, Elgin County's Code of Conduct was revised. 105 RECOMMENDATIONS: THAT Elgin County Council approve the Code of Conduct for Members of County Council and Council's Local Board and Committee Members; and, THAT the appropriate By -Laws be prepared. All of which is Respectfully Submitted Julie Gonyou Chief Administrative Officer 106 CODE OF CONDUCT FOR MEMBERS OF COUNCIL AND FOR THE CORPORATION OF THE COUNTY OF ELGIN 107 CODE OF CONDUCT FOR MEMBERS OF COUNCIL FOR THE CORPORATION OF THE COUNTY OF ELGIN PART1: PREAMBLE: ....................................................................................................................................... 3 PART 2: DEFINITIONS..................................................................................................................................... 3 PART 3: APPLICATION.................................................................................................................................... 4 PART4: PURPOSE...........................................................................................................................................5 PART 5: GENERAL DUTIES.............................................................................................................................. 5 PART 6: CONFLICT OF INTEREST..................................................................................................................... 6 PART 7: GIFTS AND PARTICIPATION AT EVENTS............................................................................................6 PART 8: INTERACTION WITH THE PUBLIC, OTHER MEMBERS and COUNTY STAFF ....................................... 8 PART 9: IMPROPER USE OF INFLUENCE......................................................................................................... 9 PART 10: CONFIDENTIAL INFORMATION....................................................................................................... 9 PART 11: COMMUNICATIONS AND MEDIA RELATIONS............................................................................... 10 PART 12: MUNICIPAL ELECTION CAMPAIGNS.............................................................................................. 10 PART 13: CONDUCT OF FORMER MEMBERS................................................................................................ 11 PART 14: USE OF COUNTY PROPERTY.......................................................................................................... 11 PART 15: NEPOTISM..................................................................................................................................... 11 PART 16: OBSTRUCTION OF INTEGRITY COMMISSIONER............................................................................ 12 PART 17: REPRISALS..................................................................................................................................... 12 PART 18: INTERPERSONAL CONDUCT AND COMMUNICATIONS: ................................................................ 12 18.1 REQUIREMENTS....................................................................................................................12 18.2 MUNICIPAL POLICIES..................................................................................................................... 12 PART 19: COMPLIANCE / ACCOUNTABILITY/ ENFORCEMENT.................................................................... 13 PART 20: OTHER COMPLAINCE/ENFORCEMENT RIGHTS BEYOND THE REFERRAL TO THE INTEGRITY COMMISSIONER............................................................................................................................ 16 PART 21: JUDICIAL INVESTIGATION............................................................................................................. 17 PART 22: SUMMARY..................................................................................................................................... 17 COUNCILLOR ACKNOWLEDGEMENT......................................................................................................... 22 AppendixA................................................................................................................................................ 23 Appendix8................................................................................................................................................ 24 AppendixC................................................................................................................................................. 27 AppendixD................................................................................................................................................ 28 Page 1 2 CODE OF CONDUCT FOR MEMBERS OF COUNCIL FOR THE CORPORATION OF THE COUNTY OF ELGIN PART 1: PREAMBLE Members have important obligations and responsibilities to those they represent service and interact with in connection with carrying out the roles and duties attending a Member's office. The purpose and intent of this Code of Conduct is as follows: (i) To establish guidelines for ethical conduct required of Members; (ii) To establish guidelines to encourage and ensure interpersonal conduct, communications and interactions consistent with legal requirements (i.e. Occupational Health and Safety Act, Ontario Human Rights Code); and (iii) To provide mechanisms to ensure accountability and compliance with the required ethical and interpersonal conduct standards of this Code of Conduct. PART 2: DEFINITIONS 2.1 "Censure" means an official expression of disapproval or condemnation. 2.2 "Clerk" shall mean an Employee authorized to act as the Clerk of the County. 2.3 "Closed Meeting" shall mean a meeting or part of a meeting of Council not open to the public in accordance with the Municipal Act, 2001, S.O. 2001, Chapter 25, as amended. 2.4 "Committee" shall mean a Committee established by Council. 2.5 "Complaint" shall mean an alleged violation of this Code. 2.6 "Confidential Information" includes information in the possession of the County that the County is prohibited from disclosing under the Municipal Freedom of Information and Protection of Privacy Act, the Personal Health Information Protection Act, 2004 and other applicable legislation. Confidential Information also means any information that is of a personal nature to County employees or clients or information that is not available to the public and that, if disclosed, could result in loss or damage to the County or could give the person to whom it is disclosed an advantage. Confidential Information includes items disclosed or discussed at closed sessions of Council and Committee meetings. 2.7 "Council" shall mean the elected officials who constitute municipal council for the Corporation of the County of Elgin. Page 13 109 CODE OF CONDUCT FOR MEMBERS OF COUNCIL FOR THE CORPORATION OF THE COUNTY OF ELGIN 2.8 "Employee" shall mean a person employed by the County, including those employed on personal service contracts and volunteers, but does not include members of Council. 2.9 "Gift" includes any cash or monetary equivalent fee, object of value, service, forbearance, preferential treatment or personal benefit received from a third party. 2.10 "Good Faith" shall mean accordance with standards of honesty, trust and sincerity as practiced and understood within the Elgin County community. 2.11 "Integrity Commissioner" shall mean a person appointed by Council to provide independent and consistent complaint investigation and resolution respecting the application of the Code of Conduct, and as defined by County of Elgin By -Law No. 21 of 2015 ("Integrity Commissioner By -Law"). 2.12 "Immediate Relative" shall mean a parent, child, sister, brother, sister-in-law, brother-in-law, father-in-law, mother-in-law, as well as step -relationships. 2.13 "Lobby" or "lobby" shall mean to communicate with a member outside of a public process about matters of interest or benefit to the lobbyist and their client business organization. Communication may be about a bylaw or resolution on any matter that requires a decision by Council, a local board, or delegated decision -maker and includes matters regarding policies or programs, the purchase of goods and services and the awarding of contracts, applications for a service grant, planning approval, or other licence. 2.14 "Media" includes any entity such as radio, television, newspaper, magazine, websites, blogs, social media, twitter feeds or other vehicles for the public dissemination of information. 2.15 "Member" means any member of Council, and includes the Warden and any member of the public appointed to a committee or advisory board. 2.16 "Meeting" shall mean any regular, special or other meeting of Council. 2.17 "Pecuniary Interest" shall mean an interest that has a direct or indirect financial impact or as defined under the Municipal Conflict of Interest Act, as amended. 2.18 "Spouse" shall mean the person to whom a Member is married or with whom the Member is living in a conjugal relationship. PART 3: APPLICATION 3.1 This Code of Conduct applies to the Warden, the Deputy Warden and all Members of Council and members of the public appointed to committees and advisory boards. Page 14 110 CODE OF CONDUCT FOR MEMBERS OF COUNCIL FOR THE CORPORATION OF THE COUNTY OF ELGIN PART 4: PURPOSE 4.1 A Member's conduct and behavior in terms of ethics and interpersonal conduct and communications are regulated by legislative acts including but not limited to: a) Criminal Code of Canada; b) Human Rights Code; c) Municipal Act, 2001; d) Municipal Conflict of Interest Act; e) Municipal Freedom of Information and Protection of Privacy Act; f) Municipal Elections Act, 1996; g) Personal Health Information Protection Act, 2004; h) The Public Inquiry Act; and, i) The Occupational Health and Safety Act. PART 5: GENERAL DUTIES 5.1 It shall be the duty of all Members to abide by all applicable legislation, policies and procedures pertaining to their position as a Member. 5.2 Members shall at all times serve and be seen to serve their constituents in a conscientious and diligent manner. 5.3 Members will conduct their dealings with each other in ways that maintain public confidence in the position to which they have been elected or appointed. Members will be open and honest, focus on issues rather than personalities, and avoid aggressive, offensive or abusive conduct. 5.4 Members shall accurately and adequately communicate the attitudes and decisions of the Council even if they disagree with Council's decision, such that respect for the decision making processes of Council is fostered. 5.5 Members shall conduct themselves at all Council and Committee Meetings with decorum, in accordance with the County of Elgin's Procedural By -Law. 5.6 In accordance with the Municipal Act, 2001 and the Municipal Conflict of Interest Act, every Member shall exercise his or her power and discharge his or her official duties in accordance with the following guiding principles: a) Seek to advance the common good of Elgin County; b) Exercise care, diligence and skill that a reasonably prudent person would exercise in similar circumstances; Page 15 111 CODE OF CONDUCT FOR MEMBERS OF COUNCIL FOR THE CORPORATION OF THE COUNTY OF ELGIN c) Exercise his or her powers only for the purposes for which they were intended; and, d) Truly, faithfully and impartially exercise his or her office to the best of his or her knowledge and ability. PART 6: CONFLICT OF INTEREST 6.1 Members have strict obligations to avoid conflicts of interest by taking the following steps whenever a member has a direct or indirect pecuniary interest in any matter that is before Council in a meeting where the member is present: (i) disclose the general nature of the member's interest prior to any consideration of the matter in the meeting; (ii) refrain from participating in the discussion of the matter or in any vote on the matter; and, (iii) refrain from attempting to influence the voting on the matter or question, before, during or after the meeting. 6.2 All members have important ethical and statutory obligations to adhere to the steps outlined above to ensure avoidance of any conflict of interest in connection with carrying out the obligations of the Member's office. Each Member must declare the conflict of interest and general nature thereof verbally at the beginning of each meeting and provide the Clerk with the signed declaration in accordance with Appendix D attached. 6.3 While the Integrity Commissioner may provide general interpretation of the Municipal Conflict of Interest Act (MCIA), it is expected that members seek independent legal advice on a specific question of individual compliance with the Act. 6.4 Members shall be responsible for ensuring that they are familiar with the Municipal Conflict of Interest Act. If, upon review by the Integrity Commissioner, a complaint is deemed to be a matter covered by the Municipal Conflict of Interest Act, the Integrity Commissioner shall advise the complainant, with an explanation, in writing, and an investigation may be conducted in accordance with powers and duties of integrity commissioner. PART 7: GIFTS AND PARTICIPATION AT EVENTS 7.1 No Member shall solicit or accept any gift or accept or receive a fee, advance, cash or personal benefit that is directly or indirectly connected with the performance of his or her duties of office. For the purposes of this provision any gift provided to a Member's child, parent or spouse with the Member's knowledge shall be deemed to be a gift accepted by that Member; Page 16 112 CODE OF CONDUCT FOR MEMBERS OF COUNCIL FOR THE CORPORATION OF THE COUNTY OF ELGIN 7.2 The County recognizes that moderate hospitality and participation in charitable non-profit fundraising and business events is an accepted facet of community participation and business relationships. Accordingly, the following types of gifts are recognized as exceptions to the prohibition in Section 7.1: a) gifts that are received as an incident of protocol or social obligation that normally and reasonably accompany the responsibilities of office; b) token gifts such as souvenirs, mementoes and commemorative gifts that are given in recognition of service on a committee for speaking at an event or representing the County at an event; c) food and beverages consumed at lunches dinners charity fundraisers banquets receptions ceremonies or similar events if the Member's attendance serves a legitimate municipal purpose; d) communications to the offices of a Member including subscriptions to newspapers and periodicals; e) compensation authorized by law; f) political contributions that are offered accepted and reported in accordance with applicable law; g) services provided without compensation by persons volunteering their time; h) gifts of admission to dinner, charity fundraisers, banquets, receptions, ceremonies, cultural events, sporting events, business galas, political events and similar events if the Member's attendance serves a legitimate municipal purpose; i) reasonable payment for participation in or organizing any reception, dinner, gala, golf tournament, or similar event to support charitable causes or a political fundraising event and food, lodging, transportation or entertainment from a not for profit non-government organization; 7.3 Within 30 days of receipt of any gift described in Section 7.2, Members shall file a disclosure statement in accordance with the format set forth in Appendix A attached with the Integrity Commissioner for any gift that exceeds $200 in value. If the value of any gift described in Section 7.2 exceeds $500 or if the total value of such gifts received from any one source during one calendar year exceeds $1,000 the Member shall file a disclosure statement with the Integrity Commissioner within 30 days of the receipt of the gift. Every disclosure statement shall indicate: Appendix A. (i) the nature of the gift; (ii) its source and date of receipt; (iii) the circumstances under which it was received; and (iv) its estimated value. 7.4 Every disclosure statement to the Integrity Commissioner and as anticipated in 7.3 above shall be a matter of public record. Page 17 113 CODE OF CONDUCT FOR MEMBERS OF COUNCIL FOR THE CORPORATION OF THE COUNTY OF ELGIN 7.5 The Integrity Commissioner shall report to Council annually on all gifts received by Members that are disclosed in accordance with Section 7.2(j). 7.6 The Integrity Commissioner shall examine every disclosure statement filed with him or her to ascertain whether the receipt of the gift might in her or his opinion create a conflict between a private interest and the public duties of the Member. 7.7 If the Integrity Commissioner makes a preliminary determination of a conflict the Member shall be asked to justify receipt of the gift. 7.8 If the Integrity Commissioner determines that receipt of the gift was prohibited he or she shall report the findings to Council. PART 8: INTERACTION WITH THE PUBLIC, OTHER MEMBERS and COUNTY STAFF 8.1 Members have a duty to treat members of the public, each other and staff with respect and dignity and without abuse, bullying or intimidation; 8.2 Members have a duty to ensure that the County's work environment is safe and free from discrimination and harassment; 8.3 Members are to recognize that Employees serve Council and work for the municipal corporation under the direction of the Chief Administrative Officer. Council directs Employees through its decisions as recorded in the minutes and resolutions of Council. The role of Employees is to provide advice and services that are based on political neutrality, objectivity and professional judgment which may not necessarily reflect the opinion or position of any single Member. Members have no individual capacity to direct Employees to perform specific functions. 8.4 Inquiries of Employees from Members should be directed to the Chief Administrative Officer or the appropriate Department Head. 8.5 No Member shall compel Employees to engage in partisan political activities or be subjected to threats, discipline or discrimination for refusing to engage in any such activity. 8.6 Members shall show respect for the professional capacities of County Employees. Some Employees have professional credentials (examples: professional engineer, registered nurse) which create separate legal and ethical obligations for those Employees. Members shall refrain from any conduct which may deter, interfere or unduly influence Employees in such a manner as to result in them violating their professional legal or ethical obligations. Page 18 114 CODE OF CONDUCT FOR MEMBERS OF COUNCIL FOR THE CORPORATION OF THE COUNTY OF ELGIN 8.7 Certain Employees hold positions within the administration of justice. Members shall refrain from making requests or statements or otherwise taking action which may be construed as an attempt to influence the independence of staff working within the administration of justice. PART 9: IMPROPER USE OF INFLUENCE 9.1 No Member shall use his or her office to seek to influence any decision made or to be made by Council to the Member's private advantage or to the advantage of another person. 9.2 No Member shall use his or her office to seek to influence or interfere with the administration or enforcement of the County's regulatory By -Laws or other laws enforced by the County. Notwithstanding the foregoing, it is recognized that Members of Council may in good faith raise the concerns of residents with County Employees for the purpose of determining if those concerns can be resolved having due regard for the public interest in fair and impartial By -Law enforcement. 9.3 All applicants for County positions shall have an equal opportunity to obtain such employment. No Member shall use his or her office to seek to inappropriately influence the hiring of specific individuals for any position within the County. 9.4 Nothing in this Section prohibits a Member from providing a reference for an applicant for any position within the County, or offering his or her opinions and voting on any decision to hire a Chief Administrative Officer. 9.5 No Member shall support any cause or third party using the County's corporate logo or the County letterhead in any communication intended to solicit funds without a vote or resolution of County Council. PART 10: CONFIDENTIAL INFORMATION 10.1 Members shall hold in strict confidence all Confidential Information concerning matters dealt with in -camera. No Member shall release, make public or in any way divulge any such Confidential Information or any aspect of the in -camera deliberations unless expressly authorized by Council or required By-law. 10.2 No Member shall release, make public or in any way divulge any such Confidential Information acquired by virtue of his or her office unless expressly authorized by Council or required By -Law. The capacity to release Confidential Information can only be made by a majority of Council, and no individual member of Council has authority to waive this privilege. Page 19 115 CODE OF CONDUCT FOR MEMBERS OF COUNCIL FOR THE CORPORATION OF THE COUNTY OF ELGIN 10.3 No Member shall use information gained in the execution of his or her office that is not available to the general public for any purpose other than his or her official duties. 10.4 No Member shall access or attempt to gain access to Confidential Information in the custody of the County except to the extent necessary for the performance of his or her duties as a Member and not prohibited by this Code or any other statute, By -Law or policy. 10.5 Members are only entitled to Confidential Information in the possession of the County that is relevant to matters before the Council or Committee. Beyond this entitlement, Members have the same level of access to information as does any other citizen. PART 11: COMMUNICATIONS AND MEDIA RELATIONS 11.1 In order to foster respect for the decision making process of Council, Members shall fairly and accurately communicate the decisions of Council, even if they disagree with a majority decision of Council, and/or voted in the minority. Members may publicly express disagreement with a decision, but are to do so in a respectful manner. 11.2 In communications with the media, Members shall not indicate, implicitly or explicitly, that they speak on behalf of Council, unless they have been authorized to do so by Council. 11.3 Members shall refrain from making disparaging remarks about other Members, members of the public, Employees or Council's process and decisions. PART 12: MUNICIPAL ELECTION CAMPAIGNS 12.1 Members of Council are required to comply with the Municipal Elections Act, 1996. 12.2 No Member shall use County property, including the County's logo, for any election campaign or campaign related activities. 12.3 No Member shall undertake campaign related activities on County owned lands, with the exception of the permissible use of campaign signs along road allowances, and in compliance with any local sign By -Laws, as applicable. 12.4 No Member shall use the services of Employees in work for his or her (re)election during hours in which those Employees are being paid by the County. The participation of County staff with respect to municipal elections is generally discouraged. Page 1 10 116 CODE OF CONDUCT FOR MEMBERS OF COUNCIL FOR THE CORPORATION OF THE COUNTY OF ELGIN PART 13: CONDUCT OF FORMER MEMBERS 13.1 The County shall not hire or award any contract to any former Member for a period of 12 months from the date the former Member ceased to hold office except where the former Member is the successful bidder through a quote or tender consistent with appropriate County policies. 13.2 A former Member may not Lobby the County or any Member for a period of 12 months from the date the former Member ceased to hold office. PART 14: USE OF COUNTY PROPERTY 14.1 Members may only use County property, including land, facilities, equipment, supplies, services, staff or other resources (for example, County owned materials, computers, networks, websites) for activities directly connected with the discharge of their official County duties or, as appropriate, local municipal duties. 14.2 Occasional or incidental personal use of County computers, phones or similar devices and communication systems is acceptable, subject to the provisions of the Municipal Elections Act. Such use may also be subject to the Municipal Freedom of Information and Protection of Privacy Act. 14.3 No Member shall obtain financial gain from the use or sale of County -developed intellectual property including inventions, cultural materials, computer programs, technical innovations, or other items capable of being patented, or copyrighted, as all such property remains exclusively that of the County. PART 15: NEPOTISM 15.1 No Member shall attempt to influence the hiring or promotion of a Spouse or Immediate Relative. 15.2 No Member shall make any decision or participate in the process to hire, transfer, promote, demote, discipline or terminate a Spouse or Immediate Relative. 15.3 If a Spouse or Immediate Relative of a Member is an applicant for employment with the County or candidate for promotion or transfer, the Spouse or Immediate Relative will proceed through the usual selection process with no special consideration. 15.4 No Member shall place himself or herself in a position where he or she could have influence over their Spouse or Immediate Relative's employment. 15.5 No Member shall attempt to use a Spouse or Immediate Relative relationship for financial or other gain. Page 1 11 117 CODE OF CONDUCT FOR MEMBERS OF COUNCIL FOR THE CORPORATION OF THE COUNTY OF ELGIN PART 16: OBSTRUCTION OF INTEGRITY COMMISSIONER 16.1 No Member shall obstruct the Integrity Commissioner in the carrying out of their responsibilities. 16.2 It is a violation of this Code to obstruct any staff member acting under the instruction of the Integrity Commissioner in applying or furthering the objectives or requirements of this Code, in attempting to gather information or data, or in the general conduct of duties with respect to a Code of Conduct investigation. 16.3 Examples of obstruction under sections 16.1 or 16.2 include the destruction of documents, the erasure of electronic documents, withholding or concealing the existence of documents and refusal to respond to inquiries from the Integrity Commissioner within 15 days of receipt of same. PART 17: REPRISALS 17.1 No Member shall seek any reprisal or threaten any reprisal against a complainant or any other person for providing relevant information to the Integrity Commissioner in the course of inquiry pursuant to a complaint. PART 18: INTERPERSONAL CONDUCT AND COMMUNICATIONS: 18.1 REQUIREMENTS Members have important legal responsibilities and accountabilities in connection with the tone and substance of interpersonal interactions, conduct or communications pursued in the context of carrying out the activity of a municipal Councillor. 18.2 MUNICIPAL POLICIES The purpose of this section of the Code of Conduct and the appendiced policies is to ensure that Members governed by this Code of Conduct understand and comply with standards of conduct required at law in terms of their interpersonal interactions, communications and conduct. (Policies appendiced. Appendix A — HR 3.01 — Respectful Workplace, HR. 3.02 — Adherence to the Ontario Human Rights Code, HR 3.03 — Workplace Harassment; and HR 3.04 — Workplace Violence The Municipal Corporation and Members, as agents of the Municipal Corporation share important obligations for ensuring compliance with required standards of interpersonal conduct and interactions. A failure to adhere to the required Standards of Conduct can expose both the Municipality, the County, and individual Members to potential liabilities. Page 1 12 118 CODE OF CONDUCT FOR MEMBERS OF COUNCIL FOR THE CORPORATION OF THE COUNTY OF ELGIN Human Rights Guarantees: The Obligation to Treat Every Person with Dignity, Understanding and Respect and Avoid Harassment and Discrimination The Ontario Human Rights Code extends equality rights guarantees in the context of employment and the delivery of services. A Municipal Government is both an employer and service provider. As a result the interactions and conduct of Members governed by this Code of Conduct generally occur in the context of providing services or interacting with employees. In connection with such interactions, Members have a legal obligation to ensure adherence to equality rights guarantees. Members have an obligation to ensure that all individuals dealt with are treated with dignity and respect, and not exposed to harassment or discrimination as prohibited by the Human Rights Code. As a Member your obligations in this regard extend to anyone you deal with in the context of employment or delivery of services; including but not necessarily limited to the following: other Members of Council, Committee Members, Local Board Members, Corporate Employees, individuals providing services, contractors, students, the public. PART 19: COMPLIANCE /ACCOUNTABILITY/ ENFORCEMENT The County has important obligations and interests in ensuring compliance with the ethical and interpersonal conduct standards required of Members by this Code of Conduct. The County has an interest and obligation to respond to all allegations, complaints or incidents of alleged conduct inconsistent with the standards outlined in this Code of Conduct (and appendiced policies) in a manner consistent with the interests and legal obligations of the County. The County recognizes that the County and the Members have a mutual interest in providing and encouraging access to compliance/enforcement mechanisms in connection with the conduct required by this Code that deliver objective, independent, skilled and efficient determinations in connection with alleged misconduct by any Member. The County shall appoint an Integrity Commissioner pursuant to Section 223.3(1) of the Municipal Act and, when proclaimed, Bill 68 "Modernizing Ontario's Municipal Legislation Act, 2017" to inquire into and determine any alleged non-compliance with the standards of conduct defined in the Code of Conduct and to investigate and advise on the (MICA) in March 2019 and thereafter by a Member. In all circumstances where the County becomes aware of an allegation that a Member has engaged in any prohibited activity or breached any standard of conduct outlined in Page 1 13 119 CODE OF CONDUCT FOR MEMBERS OF COUNCIL FOR THE CORPORATION OF THE COUNTY OF ELGIN this Code of Conduct, whether by informal communications or formal complaints, the matter will be addressed as follows: (i) The "informal" complaint procedure attached as Appendix 1 may be followed but is not mandatory; (ii) Any issue of non-compliance with the Code of Conduct shall be referred to the Integrity Commissioner through the Complaint Protocol attached as Appendix 3,- (iii) , (iii) The Integrity Commissioner shall conduct an Inquiry to determine whether the Member has engaged in conduct in contravention of the Code of Conduct; (except as in Complaints Prior to an Election) (iv) In planning and pursuing the relevant inquiry the Integrity Commissioner may proceed consistent with the procedural aspects of any policies addressing the subject of the alleged infringement and exercise his/her powers under Section 33 and Section 34 of the Public Inquiries Act; (v) The inquiry pursued by the Integrity Commissioner shall bean independent inquiry; independent of the County or any of its agents, employees or members; (vi) Where the Integrity Commissioner determines that he/she has reasonable grounds to believe that there has been a contravention of any other act or the Criminal Code, the Integrity Commissioner shall refer the matter to the appropriate authority; suspend his/her inquiry and report the suspension to Council. In these circumstances Council will pursue the necessary steps to ensure that the matter is addressed consistent with the County's obligations at law and any relevant County policies; (vii) Where the Integrity Commissioner completes an inquiry and determination of the matter, he/she shall prepare a written report of his/her findings as to whether a Member has contravened the Code of Conduct. In preparing the report, the Integrity Commissioner may disclose such matters as are necessary for the reporting to Council. The Report shall be delivered to Council. Where a contravention of the Code is substantiated, Council will impose the Penalty.; (viii) The municipality shall consider written reports/findings of the Integrity Commissioner in open session unless otherwise prohibited by another Act eg. (MFIPPA) or regulation (ix) Where the Integrity Commissioner determines that a Member has contravened the Code of Conduct, the Integrity Commissioner shall recommend the penalty; such penalty shall be within the remedial parameters defined in the Municipal Act; Page 1 14 120 CODE OF CONDUCT FOR MEMBERS OF COUNCIL FOR THE CORPORATION OF THE COUNTY OF ELGIN (x) Penalties: Where a Member is found to have breached any standard of conduct required by the Code of Conduct, the penalty will be determined by the Council on the advice of the Integrity Commissioner. In determining the penalty the Council shall take into consideration the nature and degree of the current breach of the Code and any prior non-compliance with the Code of Conduct by the Member. (xi) Exception: (Upon proclamation of Bill 68) Where a Code of Conduct breach is alleged, i) the member may take part in the discussion of the matter, including making submissions to council or the local board, as the case may be, and may attempt to influence the voting on any question in respect of the matter, whether before, during or after the meeting. However, the member is not permitted to vote on any question in respect of the matter. ii) In the case of a meeting that is not open to the public, the member may attend the meeting or part of the meeting during which the matter is under consideration. Penalties imposed in connection with breaches of the Code of Conduct pursuant to the Code may include: A written reprimand; and or; 2. Suspension of remuneration paid to a Member with respect to services up to 90 -days; and or; Refusal to Conduct Investigation If the Integrity Commissioner is of the opinion that the referral of a matter to him or her is frivolous, vexatious or not made in good faith, or that there are no grounds or insufficient grounds for an investigation, the Integrity Commissioner shall not conduct an investigation, or, where that becomes apparent in the course of an investigation, terminate the investigation. 2. Complaints referred that are repetitious in nature, not germane to the Code of Conduct in the opinion of the Integrity Commissioner, deemed frivolous and without substance in the opinion of the Integrity Officer, OR, where the complaint is deemed vexatious in the opinion of the Integrity Commissioner, complaints shall not be advanced to an investigation stage. 3. Other than in exceptional circumstances, the Integrity Commissioner will not report to Council or a local board (restricted definition) on any complaint described in subsections (1) and (2) except as part of an annual or other periodic report. Page 1 15 121 CODE OF CONDUCT FOR MEMBERS OF COUNCIL FOR THE CORPORATION OF THE COUNTY OF ELGIN 4. An application may only be made within six weeks after the applicant became aware of the alleged contravention. Complaints or Reports Prior to Election No complaint regarding a Member who is a candidate in an election may be accepted by the Integrity Commissioner for review and/or investigation between Nomination Day for a regular election and ending of voting day in any year in which a regular municipal election will be held. The Integrity Commissioner shall hold such complaint in abeyance until after voting day in a regular election year and advise the complainant of the process. PART 20: OTHER COM PLAINCE/ENFORCEMENT RIGHTS BEYOND THE REFERRAL TO THE INTEGRITY COMMISSIONER While the County encourages complainants, Members and all parties to access and support the use of the Integrity Commissioner as the means of addressing any issues of non-compliance with the Code of Conduct by Members, the County has an obligation and commitment to support complainants or potential complainants access to the following processes in connection with allegations of prohibited activity, conduct or communications. 1. Complaints of Harassment (Code or Personan, Discrimination, Violence by Employees, Members of Council • Access to the procedures committed to in the County's relevant Policies (i.e. informal resolution, mediation, complaint procedures); • Complainants also have a right to file complaints with the Ontario Human Rights Tribunal (in connection with human rights allegations) and complaints with the Ministry of Labour (in connection with allegations of violence, threats of violence or personal harassment). 2. Complaints Regarding Allegations of Conduct Regulated by the Criminal Code • Complaints can be directed to the Elgin County Detachment of the Ontario Provincial Police to pursue an investigation under Section 122 of the Criminal Code of Canada where allegations of fraud or breach of trust are made in connection with a Member carrying out the duties of the office; • Complaints can be directed to the Elgin County Detachment of the Ontario Provincial Police to pursue an investigation under Section 122 of the Criminal Code of Canada regarding allegations of a Member's involvement in demands for, acceptance of, offering or agreement to accept a loan, reward, benefit or their advantage from any person, in connection with the performance of the duties of the Member in the office; Page 1 16 122 CODE OF CONDUCT FOR MEMBERS OF COUNCIL FOR THE CORPORATION OF THE COUNTY OF ELGIN 3. Complainant's Direct Dealings with Members in Connection with Concerns of Non -Compliance with the Code of Conduct • Any person who believes that a Member has infringed any standard under this Code of Conduct can advise the Member of the concern directly (verbally or in writing) that their activity infringes the Code of Conduct; • Such person (complainant) may directly encourage the Member to stop the offending activity; • Such person (complainant) should keep a record of the incident, including date, time, location, persons present and any other relevant information. PART 21: JUDICIAL INVESTIGATION In circumstances where liability is denied and the alleged misconduct is serious in nature, Council may pass a resolution, pursuant to s. 274(1) of the Municipal Act, requesting a judicial investigation into the Member of Council, or Council's Local Board or Committee Member's conduct. PART 22: SUMMARY The County and all Members of Council share an important interest and responsibility in ensuring that the standards of conduct required under this Code of Conduct are understood, maintained and where necessary enforced by holding Members accountable. The standards reflect the ethical and legal context in which the County and Members must deliver services to the community served by the Council and Members. Deviations from the standards of conduct outlined in this Code of Conduct leave the County, Council and individual Members exposed to the following: Reputational risk; Loss of credibility in the community; Risks of significant liabilities. All Members of Council are expected to be knowledgeable of the contents of this Code of Conduct and of the appendiced County Policies, and to adhere to the standards of conduct defined in the Code of Conduct and Policies. Page 1 17 123 CODE OF CONDUCT FOR MEMBERS OF COUNCIL FOR THE CORPORATION OF THE COUNTY OF ELGIN Appendix 1 INFORMAL COMPLAINT PROCEDURE Individuals (for example, Municipal employees, members of the public, members of Council or local boards (restricted definition), or organizations (including local boards (restricted definition) who have identified or witnessed behaviour or an activity by a member of Council or a local board (restricted definition) that they believe is in contravention of the Code of Conduct for Members of Council and Local Boards (Restricted Definition) the "Code of Conduct" would address the prohibited behaviour or activity themselves as follows: (1) advise the member that the behaviour or activity contravenes the Code of Conduct; (2) encourage the member to stop the prohibited behaviour or activity; (3) keep a written record of the incidents including dates, times, locations, other persons present, and any other relevant information; (4) tell someone else (for example, a senior staff member or an officer of the organization) about your concerns, your comments to the member and the response of the member; (5) if applicable, confirm to the member's satisfaction with the response of the member; or, if applicable, advise the member of your dissatisfaction with the response; and, (6) consider the need to pursue the matter in accordance with the formal complaint procedure outlined in Appendix B, or in accordance with another applicable judicial or quasi-judicial process or complaint procedure. Individuals and organizations are encouraged to initially pursue this informal complaint procedure as a means of stopping and remedying a behaviour or activity that is prohibited by the Code of Conduct. With the consent of the complaining individual or organization and the member, the Integrity Commissioner may be part of any informal process. However, it is not a precondition or a prerequisite that those complaining pursue the informal complaint procedure prior to pursing the formal complaint procedure. Page 1 18 124 CODE OF CONDUCT FOR MEMBERS OF COUNCIL FOR THE CORPORATION OF THE COUNTY OF ELGIN Appendix 2 DUTIES OF A MUNICIPAL INTEGRITY COMMISSIONER The Integrity Commissioner shall perform the duties and have the powers provided for in the Act, including but not limited to the following: (1) Advisory. upon proper request, provide written and/or verbal advice to individual members of Council respecting the application of the Code of Conduct and/or any other procedures, rules, and policies relating to and reflecting upon their ethical behavior, including but not limited to general interpretation of the Municipal Conflict of Interest Act (Ontario); and furthermore and when appropriate, providing the full Council with specific and general opinions and advice respecting compliance by elected officials in respect of the provisions of governing statues the Code of Conduct and any other applicable procedures, rules, and policies. (2) Compliance Investigation/Determinations: upon proper request from a member of Council or local board, municipal administration or one or more members of the public, to conduct an inquiry and make a determination as to any alleged contravention of the Code of Conduct or applicable procedures, rules, and policies by a member of Council or local board and, thereafter, to report the details and results of such inquiry to municipal Council. (3) Educational: provide the Chief Administrative Officer or as directed with an annual report of activities during the previous calendar year as Integrity Commissioner, including but not necessarily limited to advice given to Council or individual members of Council and a summary of inquiry results and determinations; furthermore, provide outreach programs to members of Council and local boards and relevant staff on legislation, protocols, and office procedures emphasizing the importance of compliance with a Code of Conduct for public confidence in Municipal Government; and, furthermore, dissemination of information available to the public on the website operated by Elgin. Notwithstanding that set forth above, the parties acknowledge and agree that the function of the Integrity Commissioner is to provide advice and opinion to Council and members thereof, to provide independent complaint prevention, investigation, adjudication, and resolution to members of Council and the public, and education respecting adherence with the Code of Conduct for members of Council and other procedures, rules, and policies governing ethical behavior. Page 1 19 125 CODE OF CONDUCT FOR MEMBERS OF COUNCIL FOR THE CORPORATION OF THE COUNTY OF ELGIN Appendix 2 (continued) The parties hereto also acknowledge and agree the Integrity Commissioner, will perform services, and in particular those services relating to advisory and educational duties, in a manner so as to avoid duplicated advice, opinion, and cost in respect of identical requests and inquiries — for example, the Integrity Commissioner shall decline to provide individualized advice and opinion to more than one member of Council or a local board on identical issues but should choose to provide general advice to Council or such local board as a whole to answer all such inquiries. In addition, it is recognized that the Integrity Commissioner, will likely receive requests for advice on matters involving compliance with the Municipal Conflict of Interest Act (the "MCIA") — while the Integrity Commissioner may provide general interpretation of the MCIA, it is expected that individual members of Council or local boards will seek independent legal advice on a specific question of individual compliance with such legislation. (until such time as Bill 68 is proclaimed) Appendix C (4) The application of sections 5, 5.1, and 5.2 of the Municipal Conflict of Interest Act to members of Council and of local boards will become the responsibility of the Integrity Commissioner on March 1, 2019. Page 1 20 126 CODE OF CONDUCT FOR MEMBERS OF COUNCIL FOR THE CORPORATION OF THE COUNTY OF ELGIN Appendix 3 COMPLAINT PROTOCOL (1) Any member of Council, staff or the public that believes they have experienced or witnessed conduct in contravention with the Code of Conduct may file a complaint and request an investigation. (2) All complaints shall be in writing and signed by an identifiable individual. (3) A complaint shall set out reasonable and probable grounds for the allegation that the member as contravened the Code of Conduct and include a support affidavit that sets out the evidence in support of the complaint. (4) The complaint protocol information package shall be available at the County Clerk's office. Appendix B Page 1 21 127 CODE OF CONDUCT FOR MEMBERS OF COUNCIL FOR THE CORPORATION OF THE COUNTY OF ELGIN ol1Vll11uo,011100 E ;. Subject: Code of Conduct for Members of Municipal Council and Council's Local Board and Committee Members (hereinafter referred to as "Members") COUNCILLOR ACKNOWLEDGEMENT The preceding Code of Conduct has been explained to me and I have received, read, and understood the Code of Conduct for the Corporation of the County of Elgin. Councillor Name (Please Print) Councillor Signature Page 1 22 128 Date CODE OF CONDUCT FOR MEMBERS OF COUNCIL FOR THE CORPORATION OF THE COUNTY OF ELGIN ol1Vll11uo,011100 E ;. Appendix A Council Code of Conduct Disclosure Statement COUNTY OF ELGIN Council Code of Conduct Part 7 of the Council Code of Conduct regarding the acceptance of gifts and benefits, requires members to disclose the receipt of certain gifts and benefits if the dollar value of a single gift or benefit exceeds $200.00 or if the total value of gifts and benefits received from one source in a calendar year exceeds $1,000.00. This Disclosure Statement is to be used to report on such gifts and benefits and shall be filed with the clerk within 30 days of receipt of such gift or benefit, or upon reaching the annual limit. Disclosure Statements are a matter of public record. Nature of Gift or Benefit Received: Source of Gift or Benefit: Circumstances under Which Gift or Benefit Received: Estimated Value of Gift or Benefit: $ Date Gift or Benefit Received: Signature of Member: Date Statement Received by Clerk: Page 1 23 129 Date: CODE OF CONDUCT FOR MEMBERS OF COUNCIL FOR THE CORPORATION OF THE COUNTY OF ELGIN ol1Vll11uo,011100 E ;. Appendix B Council Code of Conduct — Formal Complaint FomUAffidavit COUNTY OF ELGIN Council Code of Conduct AFFIDAVIT OF I, Town etc.) of Province of Ontario. MAKE OATH AND SAY (or AFFIRM): (full name), of the (full name) (City, (municipality of residence) in the 1. 1 have personal knowledge of the facts as set out in this affidavit, because (insert reasons e.g. I work for... I attended a meeting at which... etc.) 2. 1 have reasonable and probable grounds to believe that a member of the County of Elgin Council has contravened section(s) (specify name of member) specify section(s) of the Council Code of Conduct of the County of Elgin. The particulars of which are as follows: (Set out the statements of fact in consecutively numbered paragraphs in the space below, with each paragraph being confined as far as possible to a particular statement of fact. If you require more space please use the attached Schedule A form and check the appropriate box below. If you wish to include exhibits to support this complaint, please refer to the exhibits as Exhibit A, B etc. and attach them to this affidavit.) Page 1 24 130 CODE OF CONDUCT FOR MEMBERS OF COUNCIL FOR THE CORPORATION OF THE COUNTY OF ELGIN Please see the attached Schedule A 1. This affidavit is made for the purpose of requesting that this matter be reviewed by the County of Elgin appointed Integrity Commissioner and for no other purpose. SWORN (or AFFIRMED) before me at the (City, Town etc. of ) in the Province of Ontario on (date) ) ) Signature (Signature of Commissioner) (Signature) A Commissioner for taking affidavits etc. Please note that signing a false affidavit may expose you to prosecution under Sections 131 and 132 or 134 of the Criminal Code, R.S.C. 1985, c. C-46 and also to civil liability for defamation. Page 1 25 131 CODE OF CONDUCT FOR MEMBERS OF COUNCIL FOR THE CORPORATION OF THE COUNTY OF ELGIN ASG p�p �IOIIIm�IIIU. �w'� div Schedule A (Additional Information) COUNTY OF ELGIN Council Code of Conduct To the affidavit required under Part 18 Procedure— Formal Complaint of the Council Code of Conduct. (If more than one page is required, please copy this blank page and mark each additional page as 2 of 2, 2 of 3, etc. at the top right corner.) This Schedule A referred to in the affidavit of (full name) Sworn (or Affirmed) before me on this day of A Commissioner for taking affidavits, etc. Page 1 26 132 CODE OF CONDUCT FOR MEMBERS OF COUNCIL FOR THE CORPORATION OF THE COUNTY OF ELGIN Appendix C Council Code of Conduct—Request for Advice Form COUNTY OF ELGIN Council Code of Conduct Name of Member: Telephone No.: WITIS11I_3•"I RM Advice Requested: (Please provide as much detail as possible. Attach additional pages if required.) Signature of Requestor Date Received by Integrity Commissioner Date Date Reply Issued Page 1 27 133 CODE OF CONDUCT FOR MEMBERS OF COUNCIL FOR THE CORPORATION OF THE COUNTY OF ELGIN Appendix D Conflict of Interest Form COUNTY OF ELGIN Council Code of Conduct 17, -me aLTAC ,i RM Telephone No.: Email Address: Date of Council meeting: Agenda item number and name: General Nature of the Conflict of Interest: Signature of Council Member Date Received by County Clerk Page 1 28 134 ',JREPORT TO COUNTY COUNCIL FROM: Rob Bryce, Director of Human Resources DATE: November 7, 2017 SUBJECT: Non -Union Vacation Scheduling INTRODUCTION: Human Resources Policy 7.10 currently requires that non-union employee requests for carryover of vacation credits are presented to the Management Team for approval. The purpose of this report is to ensure proper alignment of approvals to each Director having authority within their respective department. Exceptional circumstances for carry-over exceeding three (3) days will be directed to the Chief Administrative Officer, rather than County Council for approval. DISCUSSION: Approval authority for carryover of vacation has rested with the Management Team for a number of years. Presumably, the purpose of this was to ensure that any approval granted did not create issues with service delivery to the County and to ensure consistent application of the policy. A realignment and clarity of policy that gives sufficient authority to the responsible decision maker will assist to improve the productivity and efficiency of management team meetings and provide clear accountability for decisions made. Similarly, the current policy was written before County Council created the position of Chief Administrative Officer. It is no longer appropriate that exceptional cases are referred to County Council as such matters are properly referred to the CAO since this administrative function exists within their job description. CONCLUSION: For purposes of increased productivity, efficiency, and accountability, the non-union vacation scheduling provisions of HR policy 7.10 are being amended to provide appropriate decision-making authority to the responsible department head and/or Chief Administrative Officer, as circumstances require. RECOMMENDATION: THAT the report titled "Non -Union Vacation Scheduling" from the Director of Human Resources, dated November 7, 2017 be approved; and, THAT County Council approve and adopt the attached corresponding policy changes (Human Resources Policy Number 7.10), as soon as practicable. All of which is Respectfully Submitted Rob Bryce Director of Human Resources Approved for Submission Julie Gonyou 135 Chief Administrative Officer i ,f IViloimomw„ � County of Elgin Human Resources Policy Manual Subject: Vacation Year/ Scheduling and Pay Policy Number: 7.10 Date Approved: October 1, 1987 Date Last Revision: November 14, 2017 Code: NU/FT/PT/CT Section: 7 Vacation Year For the purpose of computing vacation entitlement, the vacation year shall begin on January 1st and end on the following December 31st. Vacation Scheduling (a) Employees must take their vacation during the year to which it refers and no carry- over of credits to the following year will be allowed unless approved in writing by t#e MaRagemept Team an employee's Director. The MaRagemept Team Director, at +-s their discretion, may refer exceptional requests for carry-over exceeding three (3) days to CeuRty C96,r, ;' the Chief Administrative Officer for 4s approval. (b) Directors must take their vacation during the year to which it refers and no carry-over of credits to the following year will be allowed unless approved in writing by the Chief Administrative Officer. {b}jccj No cash payment in lieu of vacation time off will be made and all credits not used up by the end of the twelve (12) month period, will be lost, subject to conditions in the Employment Standards Act, except where approval for carryover has been granted under (a) orb above. Approval shall not be granted under any circumstances if such carry-over results in diminished service to the public. 136 County of Elgin Human Resources Policy Manual {c}Ldj i) All vacation leave must be approved by the Department Head/Manager/Director/Chief Administrative Officer, as appropriate in the circumstances, before it is taken. ii) Department Heads/Managers must obtain approval from the Chief Administrative Officer for vacation leaves in excess of three weeks. iii) The Chief Administrative Officer must obtain approval from County Council for vacation leaves in excess of three weeks. Vacation Pay (a) i) Full-time employees shall receive vacation pay based upon their regular straight time rate of pay. ii) Part-time employees shall receive vacation pay based upon the following percentages and paid as it is earned: Up to 3 years continuous service, 6% of the regular straight time rate of pay. From 3 years to 14 years continuous service, 8% of the straight time rate of pay. From 14 years to 21 years of continuous service, 10% of the straight time rate of pay. From 21 years of continuous service, 12% of the straight time rate of pay. (b) All vacation pay will be pro -rated according to the vacation schedule if an employee is dismissed or resigns from their employment. (c) When an employee is transferred from one department to another on a permanent basis, the vacation pay entitlement accrued at that time will be charged to the original department. 137 ��MIOSE= a �� . Jeff Matthews, Project Manager, Ion Constilting with Project Update on Highway 401 and Highway 4 (Colonel Talbot Road) InterGhange, laiprovernenit s including the Glanworth Drive Underpass, 2. Briefing Note re: AMO' s Response to the Expert Panel on Public Heath,, 3. Patricia Li, Assistant Deputy Minister, Ministry of Heafth, and Long -Term Care providing the County, of Elgin with its 2.017 LASE calculation. 4. AMO's Federal Gas Tax Fund Annual Report for the year ending December 31, 201 , 138 REGENED October 10, 2,017 D! ,1, A, Co,unty of Elgin 450 umet Drive St. Thomas, 0 N 101 J NTY N1 5VI ADMING"'FRATIVI' 'S)�[ "M Attention: Mr. Mark McDonald NON 5R,2 CAO rell ai 1: [ici x 4 26 Loodon, OiA�idu Highway 401 and Highway 4 (Colanef Talbot Road) Interchange Improve ment� O"lon4fil Including the, Glanworth Orive Underpas's Nl(,��A 4VO Project Update Letter 'I'del"111(mc Dear Mr, McDunall(t 519.438.6192 Fax, ThN letter provides an update and outlines the next steps for the above referenced project. As you may recall, the Ministry of Transportation, Ontario (MTO) retained Dillon Consulting Lirrifted (Dillon) to complete the preliminary design, initial detailed design and Class Frivironryi,ental Assessment for proposed irriprovPrylents at I-AighwAy 4,01 and the underpasses at Co4orel'Talbot Road and Glanworth Drive, As a result of feedback received folloWinlg PICs in Junie, and November 21013, the project team leas completed severall,additional meetings and studies, including more in-depth traffic analysis. The project team continues to work on gathering iPforrnation and; completing analysis regarding the, alternatives, Additional field investigations including natural environment assessments, geotechnical boreholes, and survey work will be completed in fall 201T Another PIC is planned for early Wnter 2011.8 to presertadditional findings, an updated rairnparative evMuntinn of the project alternatives, and the' technically preferred alternative for the project, A separate invitation, to this MIC w0l be mia ih?d 'to You in adlvance, if additional field iuvestigotions are required Qn yolur property, we will nutify you if] advance and request permissionto enter your land., 139 Cormty of Elgin Page 2' (ktaber 10, 2017 Additional project detalils can be found on the project websfte� www Aiwy4O1loAdan brldges,c@. It you have any addiflonali questions ar would like to speak with ai project team womber ploise contact the undersigned! at 519-438-1.288, ext. 1 07 or vla email at hwy4olhond,oiibrid'ges@dillon-co, We appreciate your, continued interest irl th!6' Project, Sincerely, e�' wl�lw Brandon Fox, BES for Jeff Matthevus, P.Prig., Project Manager HJF:rrk cc. Mr. Frac k Huchstk,!ob,ach, MTO Mr, Michael Swim, MTO, Ms, Heather Mitcheli, MI 0 111=111ravolvaURN 140 AM*AssociAmuf Mixr,licipjahlies oiilairicp BRIEFING NOTE To: AMO Mernbersfilip D,ate: October 12, 201:7 Subject: AM D's Response to the Expert Panel on Pu blic Health ISSUE AMO does not support the recommendations of the Expert: Panel on PuNic I-lealth as outlined in the report ' Rmh.,lk, - H—�,-atth-wj ,. �&rated Health , r6lea5ed on July Ihj.nmao..!A . ...... . ........ . .... . 20, 2017. In the AMO Presidents correspondence, AMO dernands that the government riot change the pulblic health sys,tern as recommended, I'he President's letter dated October 12, 2017 is included in this note in ApperAix A, SUMMARY Or AMO's RrspoNsi-,: AMO does not support,the recommendations of the Expert Panel on PLiNic Health. We urge the KnIster of Health and Long -Terni Care and the provincial government not to ado,pt the recomm-nendations given theire is tic clear evidence to jUSIFY such changes to the public health system, Integr-ating public healtl-t within the health care system wotild completely change and diliute over time the rriandate of the local public (heallth `system. ANALYRS'. Ifthe 't pert Panel recommendations are iMplerrrernted it will COMPletely Changethe public health systeiTi and place it within the health care systei,yi, Neither the Expert Panel nor the Ministry have provided analysis on the, implications of integrating from, either patient, program service, or cost benefit analysis perspective. There is no solid ernpirical foundation provided to, support the proposed change, Manywith1in the municipal sector are very opposed to integration of public health within the broader health care system for, rii,any reasons; Public i1ealth, will lose its localfociLIS - even if there are local public health service dell areas. The Public Health Units in Regional andl Single -Tier municipal governments are, fullyintegrated into the, rnunicipal system - regardinggcvernance, as ern,ployees arid iinked to other parts of rnunicipal services (11,e, pianining, transit, housing, socia] servk-.es), There is a, ri5k that imegration will dilute the Public Health n,iandate and shift away from local population -based services toward clinical services to tirle, SUPIJOrt prh-nary care system given those Linder resourced needis. Creating coverage in larger geographic areas may heip create critical mass, however, integration w0l be challenging in northern,, rural and rernote areas given smaller, spread out populiations. The recommendations concernilng governance will weaken the local eiected official voice by seeking to increase conimun[ty tiiernbers (LHINs, schoolboards) appolinited to Boards of (Hearith, The local elected official Vollce is important to reflect overall cornmunity neeci. The new n,iodel will] only serve 141 to diltite municipal governi'lient 4rvolvernerA in Public Health. Being an elected official is a core, competency. Elected officials bring a lens of valLie for' money, and the needs, of time broade�r CORIMUnitY, It 1S Suggested that the further that Public Health gets frUM the municipal core, the jrjrj1ore the Province shoulld be responsible for funding. Municipal governments niay be less inclined to top UP funding or contrit)ute other in-kind fflunicipal resources especially in the case of single -tier and regional governments where full integration of Public Health into the mun idpa I system Is the case, It May also be challenging to maintain close connedions between, local councils and Boards the larger and more regionM they become. FVLjnicJpal governments should have as SLrai ig role. It cannot be aSSUrned that th i's 'M 11 continue in a new, model. This is a sign! ficant risk, AN10's Heal'(1i[ Task Force and the AMO Board carefully considered the matter of the Expert Panel's recommendations. ANIO, is opposed to the new proposed model) for (lie reasons listed! above, R is simply no[ clear that the benefits are worth the significant proposed chsrUptiOtl to the system. As Well, it is also not clear the exact problem that the government is trying to address and, more broadly, what is the vision for the health care system. Until this is known and agreed to, as funding partners, it lis challenging to respond to the need for change In Public Health. In making its decision, the Board' was guided by the following iprinciples, I.Preserve the mandate, of Public Health - To rnalke 51 -ire Public Health and its, staff is not overwheli-ned by the needs of health care services. Maintaining the distinctive role of Public Health to provide preventative and population-baseld health services that rneet local needs, , as 0 corripfirnentary and eqlual partner to primary care's provision of clinical treatment services. 2, Maintain the full range of current functions of Public Health - To fulfill the mandate and, desired public health outcomes ranging frorn disease prevention and health promotion to research and knowledge transfer, Those are essential cornponents to, a, well-functioning public health, systern. 3, Enhance the capacity of Public Health - To achieve better prevenflon and population health outcomes for local comrr Lin lties,, 4, Increase access to high quality health care informed by population health planning -'ro guide, prImary care delivery that: rneets local needs. 5 achieve equity in health outcomes - To benefit a]l individuals and regions of the Province in ,an equitable manner. 6. Maintain local flexibillity - TO enSL11'e a One Size Doesn't Fit All model of standardization acknowledges the diversity of OnWrio Indolding areas of the Province (north -south, east -west, and rural -urban), and the diverse, health need in different regions, 7. Good public and fiscal policy - To ensure- change is driven by a clear public policy purpose and backed by evidence that any new orrangemerits will better suit that purpose. Change must be cost re u tra i f o r rn u n i cl pa.1 govern rn ents, 142 8. Facilitate greater partinershipsand collaboration -To rnahlLain and strengthen linkages with the broader heallth care systema but also with rnuinicipal and COMMUnilly SerViCeS, 9. Achieve good governance relationships - To, ensure that proper oversight models are in place that are appropriate for a public health: organization, and for services, which are municipally funded. 10" SUPPUrt fUncling relationships - To, prornote ong-term sustainabihtywithadequate resouircing and an appropriate direct relationship between Public Health and the Ministry' ref Health and Long -Term Care, rather than a new funding arid oversight relationship vvi Ih Local Health Integration Networks (LHlINs). 11, Accountable - To estabHsh clearaccountability to both the public at the local level and to the Province, 12, Transparent - To build public confidence that models and structures achieve good outcomes at a reasonable cost, BACKGRoum,r), LAWK H_ealtb. Public health services, including hath disease prevention and health promotion, are an esserltW part of Ontarlo's health services continuum . Municipal governments play a major role, often, as the ernployer, and have significant. responslbliliVes in deHvering public health services. Ontarians are served by 36 IoM boards of health llnn<,jt are responsible for populations within therm geographic borders. Most boards are 19(rjOnornotas erilities, while some have the local municipal CoUnCil Serving as the board of liealth_ Ani,ong otherrequirements mandated by O -ie Province, iocal boards of ll are responsible for irnplementingthe provincially mandated 2008 Ontario Public Health Starndards®. Currently, puiblic health services are cost shared as di 75% provincial arid % niunicipall responsibility, In 1998, under the Serviee.5.[mpt-ove177e)7t Act, municipalities ecarne resp onsi ble for 100% fUrldinf, of all public health Units and services. This was quickly amended hi 1999, when the 5C,150 const sharing arrangennent between the municipal and the provinbial governments was reintroduced, It stayed atthiS level 'throughout the 2000 Walkerton tragedy and the 200SARS, oothreak. In 2004, the provincial government launched Operational Health Protectilori: to address, lorig- standing public health system capacity, issues that included Phased -in increases to the provincial share o f p u b I i c health f U ri d i n g to 75% by 2011x. U nder t h e Health Protec66 n an,a PromoObn A rt 19,90, the ProvInce may provide grants to nNinicipalides, to assist with 1JUMC health costs whereas municipal governments are legi'slatively, responsiblefor public health funding', In 2006, the Capacity Revievi Committee's (CRQ report was released. R.C's recommendations on charges to governance and arnalgarnations: of specffic health units were not irr[p[erneinted by the Province. In 2015, the last year data is available, municipa[ govern ments funded 381A, on average, of the public health costs for mandatory, progirarns/Oritario Public Health Standards (source: 2015 FIR of condltioria[ grants). So,, municipal governments are payinig above the reqUircd cost sharing amounts. 143 Exp,ert P, lR To review and envision a new role for Public flealtl°i with the context of the, Patlentst'it'StActand the revised standards, the government convened on Expert Advisory Panel, wary McNamara, Mayor of Tecuiri,seh, was appointed to the panel by the lvlinister, as an individual, not as a rnunicipal representative selected bly AMO - The work ofthe Expert Panel is important, as it has, came up W11 -1h re, fi0 tyre m! t government intended to redefine the role of Public Health for years to come, The Wnister gave the pariell a mandate to look at how, public health, could operate within an integrated lilealth systern. The panel tabled the report to the Minister in june, 2017. The key recornmendation proposes an end state for Public Health within an Integrated Health Systen,i that would have Ontarlo estabfish 14 regional public health endtles—d'lat are consistent with the LH IN boundaries. Other Expert Panel Report recommendations irclude: P roj2o�LesUeadkq nsh I. t r.mtm r r nmsmq81jIng—of, Regional public health entity with a CEO thai reports to the Board and a Regional Medical Officer of (Health (MOH) who reports to, the Board on matters of public health and safety. Under each regional entity WOUld 'be a Local PuUc Health Service (Delivery Area with a Local Medlical Officer of Health Creporting to the Regional MOH), local public health programs and services, Appointees ljvould be miunicipal members (Ath formula defined by regulabon), provinclall appointees, citizen rnernhers (municipal appointees), and other represenl:at4es (e.g. education, L. AI socia] sector, etc.). varied merober numbers of 12 - 15 ufiverrSity and in(JUSiDn - hoard Should reflect the cornIrflUnifles they serve quallfications - skills-bas,ed and experience Board to have the right mix of skills, cornpetencies, and diverse po,pulaflons® "WArldpalft[eS shOLIN also be encouraged to appoint a rnix of elected officials a nd ryieryiberrs of the conil'IlUnityto ensure diversity and continuity and to reduce challenges elected officials m,ay experience balancling their rnunicipal responsibilifies w,ith their resporislibilities for public health," The Expert Panel wasnot asked to make speclifirr recommendations an implementation; however, they did identify e[ernents that should be carrAered in developing an irnplernentation plan. These elements include: tnli S I —at 110 U1 Funding,- It,was noted that ",as pa rt of 1 rn pl e ni e nta flo r) pl a n n 1 ng th e M in istry will need to revisit, funding; constructs in order to impalement the recommendations", 144 with warffing that says: "The transidon from the curreril 36 local boards of health to a smalIer n umber of regional boards of health will have particular implications for municlipaFfles and municipall members, it is imp artaritthat the new board stmaL.ire recognizes ond protects rminicipal interests, whfle recognizing the 1p,oteOal for COITIpledtion for municipal seats." "To ensure gr,eater consilstency across the, province, it may be helpful to work with the Association of Mk.,urfldpall !ties of Ontario to develop the criteria for municipal rep resentaton oil tll-)e new ireghoreal f)oards." Effective (Inkage5 witl ILh IN5 and the Health System, 145 230MIMIM October 12,, 2017 The 11-donourable Dr. Eric Hoskins MInIster of Health and Long -Term Care Hepburn Block, 10th Floor 80 Grosvenor Street Toronto, Ontarin M7A 2C4 Dearr Minister Hoskins, Office af the Pres"Ident Sent via e-mail; After careful consideration by our Board of Directors and our Health Task Force, AMC, does not support the recommendations of the Expert Panel on Public Health and Ld-geS YOU and the provinciali government not to adopt tl°ierfl. If the Expert Panel reconrniendations are implemented, it will col"ripleLely change and dilute over time the mandate of the local public health system, by integrating, it 1,Mth Che health care systern, There VUS no analysis provided by either the Expert Panel or the Ministry on the [Mplications of this proposed integration from either a patient, prograrn/service, or cost benefit, analysis perspective. There was no, clear clemonstration of any benefits of such a change in the public health systern. Our rnany coriceirns, on the Expert Panel recommendations include: Public health Will lose lts local and comrnunfty'FOCLIS. It hS CUrrently integrated within its corrimunlitles with multiple local Onkages with bod'i public and private bodies and,' organizations. A large number of the current public health uWts, are fully integrated within, a municipal systern that enables coordinated planning, policy and prograry),work with and between municipal services such as land use planning,transit, p'r arks, housing and social services, he health unit staff are also rnunicipal ernpioyeesll For the autonomous PLIbhc heal fn units, there are also svoing and vibrant local linkages Frith their municipal governments and serviices that woWd be severed or at least darnaged- by nilov[ng, 'to a re anal I)LJh,iic health structure,, The proposed governance model will reduce the local leadership voice in decision-making. Ensuring cridc&l mass far emergencies does not need to be, addressed only structurally. Serving the populations in rural and northern Ontario is &eady challenging. Experience has shown tfiat making an entity regional does, net generally help such situatinns. Arnalgamadons are not for the Writ of heart and they do not generally produce the expected outcornes or efficiencies. 146 Municipal governments are your funOig partneirs irn, public health - not merely stakeholders. In 2015, the ix5tyeardrata is available, municipa I govern ments funded ' 38%, on average, of the pubillic health costs for mandator° Ipsograrns, To act Upon the Expert Panel's recornmendations, would create significant fiscall churn and libel niunicipa I reduction in our cost-sh a ring world, Given tliie grave concerns of what would be host by lmplementatl'onof these recommendations without any evlidence of benefit lead is to our cledslon not to support them,. The sign[ficant munlicipal interest and stake in this matter cannot be Understated, We are askingforyour connrnr tment not to aclopt aUl or any of these recommendations. We woold appreciate an opportunity to discuss this with ym j soon. Sincerely, Lynn idol lin AMO President cc: The Honourable Kathleen Wynne, Premer The Honourable BM Mauro, Minister of Mundpal NI"fairs Dr, Robert Bell, Deputy Minister, Health and Long -Term Care Sharon Lee Srnith,,Assocwate Deputy Minister, Health and lung -Tern? Care Roselle Mardno, Assistant Deputy Minister, Health and Long -Term Care 147 iApprove 2017-00798 Mr. Mark McDonald Wet Administrative Officer The County of Elgin 450 Sunset Drive St.'Thomas ON N5R 5VI Dear Mr. McDonald: Re: Ministry Agree rent wilth The Courity of Elgin effective the Gtai day of February 2014 (,the "Agreernent") 1-1.)j$ f(Jr'hel'to' the recent letter from the HOIICITrable Dr, Eric, Hoskins, W*'ster of Health and Long-"Frrn Gare, in which he informed your organization that the Ministry of Health and Lon q --re rm are (tlr)e "ministry") will provide Fhe County of Elgin up, to $44,646 in additional base fundilrIg With respect to the LandAmbulance, Services Grant (LASG) for the 50W50 partnership and for the, provision of land ambUlarice services to First Nations communities for the, 2017,calerndaryour„ This willi bring the total maxmum funding avail ble under the Agreement for the 2,017 funding year up to $4,8,86:,7G& I arn, Vier afar e, pleased to provide you Mh your 2017 ILASG calculation, attachad, that pursuant to section 4.ot the Agreorrielint, OmP replace tha calml2fion in Schedule M", All ter"'is arid colridifions contained in the AgIrleement remain in Hill tome arid effect. Your grant will be adjusted inyouir electronic transfer payrnerits. Weappreciate your cooperation with the ministry in manciging your funding as effectively a,q possible. You are ex'pected to adhere to our reportirig reqUirements, partICUlady for financW reporfinq, wl,fth is expected to be timely and accurate,. The goverru-nent retnains COrrllnittedto ole flriafingthe deficit by 2017-18 arid therefore it is critical that you continUe to manage costs within your approved budget. -/2 Um Ministry of Health Minist6re de la SanW Ontario and Long-Terat Care et des Soins de Imigme dur6e, Assrstari 1110 fRity Mn sler Zrious+niinWra adldflta _.n._ .............. . ... Direct Sep*jes Di0slon Diviskin des meivibeq dkeels 50 Oielibslay Strook We"t 66, run Wallmhy Oun.,A 2nd Floor 2' CAap To ran [a ON M41 S, 2S3 Tonanto ON MHS 2S3 Teloptiow 416 327-4845 TMOI,soro , 4116'327,4845 Fm-ilrnllbIS 212.9710 T616,mupic u r, 4 1 S 212-W1 0 iApprove 2017-00798 Mr. Mark McDonald Wet Administrative Officer The County of Elgin 450 Sunset Drive St.'Thomas ON N5R 5VI Dear Mr. McDonald: Re: Ministry Agree rent wilth The Courity of Elgin effective the Gtai day of February 2014 (,the "Agreernent") 1-1.)j$ f(Jr'hel'to' the recent letter from the HOIICITrable Dr, Eric, Hoskins, W*'ster of Health and Long-"Frrn Gare, in which he informed your organization that the Ministry of Health and Lon q --re rm are (tlr)e "ministry") will provide Fhe County of Elgin up, to $44,646 in additional base fundilrIg With respect to the LandAmbulance, Services Grant (LASG) for the 50W50 partnership and for the, provision of land ambUlarice services to First Nations communities for the, 2017,calerndaryour„ This willi bring the total maxmum funding avail ble under the Agreement for the 2,017 funding year up to $4,8,86:,7G& I arn, Vier afar e, pleased to provide you Mh your 2017 ILASG calculation, attachad, that pursuant to section 4.ot the Agreorrielint, OmP replace tha calml2fion in Schedule M", All ter"'is arid colridifions contained in the AgIrleement remain in Hill tome arid effect. Your grant will be adjusted inyouir electronic transfer payrnerits. Weappreciate your cooperation with the ministry in manciging your funding as effectively a,q possible. You are ex'pected to adhere to our reportirig reqUirements, partICUlady for financW reporfinq, wl,fth is expected to be timely and accurate,. The goverru-nent retnains COrrllnittedto ole flriafingthe deficit by 2017-18 arid therefore it is critical that you continUe to manage costs within your approved budget. -/2 Um W1111111111 Mr. Ulc'Donaid: --- . .. ..... ............ —111.11111111111111111- Please review the now LA SG 061CUlation carefully, Shotild you require any further information or clarification, please contact Teresa Bernaudo, Senior Rnandal'Analyst, at (41 6) 212-0506 or by ernail at Teresa, Be vrnaudo( �Pontario.ca, Patricia U Assistant Deputy Minister Enclosure C:: Mr. PaUl Ens, Warden, 7"Irr, County of Elgin W, Donna Piaserrtini, D[rector, BT-rergency Health Flrogram Managet7-ient & Delivery Branich, IVIOlel LTC Mr. Jim YuN, Director, Financial Managem.ent ranoh, MOHLTC Mr. Phil Cooke, Dlrctor, Fiscal' Oversight & Performance Branch, MOHlA'C 149 The County of Elgin 20116 Apprevel Land Arnbulance,, Operating Cosir poo POAB Le,,s any ono-ilmp Go',;N (1) $9,ug,o17o I PWI! A11h 11A.%0 1-13"ll OV�j I(IIIII'A su ............................................................ Vol (Ii, Sharahh, t nperll (�osls 14,629,0(jo Addr ?Q1'7 Inaomentil Ill $144,436P K11 7 Approve(I Shall Land AlITINI'MWO Operating C'll (3) (4) $9,773,526 60A% 2017 Land Ambu'anc o �Gi a nt 50.% 0(5) x Low 2:11)'10 Land Arrbukan ca ServRms GVent 50:50 x7) 54.,1,4fJI 7 ,2,017 Land Ambularico Sorvices Gran! 50:$O lite rom o I (Doell (6) $44,640 Yc,)l ( Ill (ler Capila lmjrsj rqgr j(,)fm l"wrlding Ill (Uorroitso) Cr 2017 kiverso Effect Of Per Crjr)t,a Firl, NiWonl f-Unding Dn 54J PU Kinding 2017 Not Arin uallized Elas R Flu n 0 lng t licroaso Do crualso) (0) p) + (10) $44,646 MIT' �,Ulb 1-311)(1 dNrnrtumnw aall Limit WW) V) $4.842, I17 MIN, lljlflaltl� W 'I UU'Vo, (2)yry 11 7 Land Ar obullaalce Servictm, Gram (se'040, alid othu I oc%� +(fid + 421 .......... $4,886,763 150 ISO �llllln %1114 151 I ................ . IMIDEArli'm loll m E iffliffliffliffli im, — No oil No ��Mll Results Include: BUS INVESTMENT/ TRANSIT: 20 new vehicles purchased and 166 vehicles rehabilitated or replaced, contributing to a 7.3% increase in the size of the accessible fleet, 7.5 % increase 1EINIERGY EFFICIENCY: Installation of 15,601 energy-efficient LED street lights along with energy retrofits in more than 20 municipal buildings, contributed to a reduction of 7.76 GWh in annual energy consumption. LOCAL ROADS. 126 municipalities constructed, replaced or repaired 1,522 lane km of paved road servicing RECREATION: 12 municipalities invested in 17 community centres, parks, scenic areas, and other recreation facilities to help attract an estimated 72,100 more visitors to their communities and accommodate an additional 19209 registered facility users. "T111:.iillPZII I IN S:: Repair or replacement of over 10 km of watermains, bringing clean water to more than 29000 residents. See Appendix for more project results reported in 2016. 158 Letter' fiil , 7s AIIII10 September 29, 2017 Local infrastructure is essential for economic prosperity and quality of life in all Ontario communities. People rely on it for their everyday needs, including getting to and from work, turning on the taps, taking a walk around the local park, and much, much more. As AMO continues to call for long-term, sustainable funding for this critical infrastructure, the federal Gas Tax Fund provides just that. Between 2014 and 2018, the federal Gas Tax Fund will provide Ontario municipalities with $3.8 billion for local infrastructure. This is a significant investment that is helping to close a province -wide infrastructure gap and improve quality of life in our communities. In 2016 alone, 443 Ontario municipalities invested $647 million from the Fund into infrastructure projects across 16 different categories. For every dollar invested from the federal Gas Tax Fund since 2005, municipal governments invested additional revenue, helping to grow overall investment in Ontario's municipal infrastructure. AMO administers the federal Gas Tax Fund to Ontario municipalities, except the City of Toronto, on a per capita basis. This model respects municipalities as mature, accountable governments that are best able to determine local priorities. It also removes the uncertainty of application -based funding. With the federal Gas Tax Fund, municipalities know how much funding they will receive ahead of time and they can plan accordingly. In 2016, municipal governments were required to report outcomes achieved by investing federal Gas Tax funds. They were also required to demonstrate progress in the use of asset management plans to guide infrastructure planning and investment decisions. AMO facilitated this through several education initiatives. A report demonstrating how investing in local infrastructure is helping to achieve the national objectives of economic growth, a clean environment and strong cities and communities will be provided in 2018. Sincerely, Lynn Dollin AMO President Association of Municipalities of Ontario 12016 Gas Tax Annual Report (Part 1) 3 159 IIII ,�„u IIII IIII f ciiii°wn't iiii ivt VAN Letterfrom AMO President........................................................................................................3 Introductionto Reports................................................................................................................5 About the Federal Gas Tax Fund..............................................................................................5 The Federal Gas Tax Fund Agreement in Ontario.............................................................6 2016 Oversight Committee.........................................................................................................7 Compliance.......................................................................................................................................7 2016 Investment..............................................................................................................................8 ProjectOutcomes.........................................................................................................................14 AuditRequirements.....................................................................................................................15 AssetManagement......................................................................................................................16 Communications............................................................................................................................17 Sharingour Story.....................................................................................................................18 GasTax Awards............................................................................................................................ 23 The Municipality of Kincardine's Leachate Treatment Facility .............................24 The City of St. Thomas' Community Recycling Centre ............................................ 25 The City of Waterloo's Asset Management System..................................................26 ProjectProfiles...............................................................................................................................27 Appendix: Project Results Reported on in 2016..............................................................30 2016 Financial Statements.......................................................................................................34 PART II Available at www.amo.on.ca Contains funding allocation information, project summaries, and detailed compliance and financial audit statements. 4 2016 Gas Tax Annual Report (Part 1) 1 Association of Municipalities of Ontario 150 This Annual Report constitutes part of AMO's required reporting commitment for 2016 under the Administrative Agreement on the federal Gas Tax Fund' Part I of this report provides a snapshot of how the federal Gas Tax Fund is being spent and the ways in which it benefits Ontario's communities. It also includes information about AMO's success in administering the program. Part 11 provides detailed compliance and financial audit statements and a summary of every 2016 federal Gas Tax project. AMO will print a limited number of copies of Part I. Given its size and the limited demand for distribution, Part II is not printed. Both are available electronically at www.amo.on.ca and www.gastaxatwork.ca. Allll.,) o u It 'tII i e IIII I e d eIIIP'Ia IIII G a s IIII �` wII"'ii d The federal Gas Tax Fund transfers $2.1 billion per year in federal funding to Canadian municipalities. It is a permanent, predictable and stable source of funding for local infrastructure. Funds can be invested into 16 project categories where economic, environmental or community benefits can be demonstrated: • Local roads and bridges • Public transit • Water • Wastewater • Solid waste • Community energy systems • Broadband connectivity • Sport • Tourism • Culture • Recreation • Brownfield redevelopment • Regional and local airports • Disaster mitigation • Short -sea shipping • Short -line rail Gas Tax funds can also be invested into capacity building projects to support municipal asset management. Consistent with the terms of the Agreement, AMO does not provide comment on the compliance of the City of Toronto. The City of Toronto completes its own reporting requirements. Association of Municipalities of Ontario 1 2016 Gas Tax Annual Report (Part 1) 5 155 "i''11'ie IIII edeiiiPallll Gas IIII Agee lm°'wn t ll ,'ii O iii aP l The flexibility of the Gas Tax Fund allows each province and territory to have its own agreement with the federal government. Under the Ontario Agreement (the Agreement), the entire provincial allocation flows directly to municipalities on a per capita basis, without the need to fill out an application form. Allocations are distributed in two annual installments in July and November. Predictable, up -front funding from the federal Gas Tax Fund allows local councils to identify and fund local priority projects, and plan for the long term. The Ontario model recognizes that municipalities are a duly elected, accountable and transparent order of government. In total, Ontario's municipalities will receive $3.8 billion from the Fund for 2014-18. AMO facilitates the distribution of approximately $3.1 billion. AMO administered almost $620 million from the Fund in 2016 alone. The annual allocation that each municipality receives is contained in Part II of this Report which is available at www.amo.on.ca. Municipalities may use the funds: • Towards the full cost of an eligible project; • To support an eligible project that benefits from other funding sources; • To save and/or invest for future eligible projects; • To finance long-term debt for eligible projects; • To accrue interest which can be applied towards eligible projects; • To develop and implement asset management plans, and; • To collaborate with other municipalities or non -municipal entities to fund an eligible project. City of Brantford's Transit Fleet. Town ofAylmer's Reconstruction of Caverly Road 6 2016 Gas Tax Annual Report (Part 1) I Association of Municipalities of Ontario 158 Pat Vanini Josie La Vita Executive Director Executive Director Association of Municipalities of Ontario Financial Planning, (Co-chair) City of Toronto Monika Turner Peter Notaro (January - June 2016) Executive Director Director of Policy Strategic & Corporate Policy, Association of Municipalities of Ontario City of Toronto (Co-chair) Chris VanDooren (July - December 2016) Eric Landry Program Manager Director General Association of Municipalities of Ontario North/Atlantic/Ontario Program Operations Branch, Kate Manson -Smith Infrastructure Canada Assistant Deputy Minister Local Government and Planning Policy Division, Chad Westmacott Ontario Ministry of Municipal Affairs & Housing Director Programs Operations Branch, Diane McArthur -Rodgers Infrastructure Canada Director (Co-chair) Intergovernmental Relations and Partnerships, Ontario Ministry of Municipal Affairs & Housing C ORI J�J3 III I a irime A compliance audit for the year ending December 31, 2016, completed by Grant Thornton LLP, confirms that AMO has fulfilled the terms set out in the Administrative Agreement on the federal Gas Tax Fund. City of Mississauga's Cooksville Storm Trunk Sewer Replacement. Township of Chapleau's Elm Street Reconstruction. Association of Municipalities of Ontario 1 2016 Gas Tax Annual Report (Part 1) 7 153 Since 2005, Ontario municipalities have invested $4.9 billion into about 7,400 projects across 17 different types of infrastructure: 159 Local Roads and Bridges 57.5% - $2,856.2 million Public Transit 40 21.7% - $1,079.2 million A Solid Waste 6.3% - $311.5 million Wastewater 5.6% - 278.5 million Community Energy Systems <<t 4.0% -197.2 million �m Water 3.4% - $167.6 million Capacity Building ®®. 0.9% - $46.0 million - Recreation 0.3% - $15.9 million Brownfield Redevelopment 0.2% - 7.7 million Other 0.1% - $7.2 million Investing in Canada by Investing in Communities For more than a decade, the federal Gas Tax Fund has helped Ontario municipalities build, repair and replace the local infrastructure that all Canadians rely on for their day-to-day needs. Roads and public transit systems connect communities and economies. Water systems ensure that drinking water is safe and clean, and community recreation centres help improve quality of life. On the next few pages you will find details about how Ontario's municipal governments invested the federal Gas Tax Fund in 2016 and how this investment is helping to achieve the national objectives of economic growth, a clean environment and strong cities and communities. A Greater Local Share for our Communities Municipal governments own about two-thirds of all public infrastructure. Much of it was first built 60-70 years ago and is in need of modern upgrades or replacement. Some communities are struggling to maintain and rehabilitate existing infrastructure with a shrinking tax base to pay for it. Other communities are experiencing fast -paced growth and need to invest in new services, such as public transit, to meet growing demand. Other pressures such as the need to ensure that local infrastructure can withstand more extreme weather, and an aging population, are felt in all communities. There is a gap between what municipalities need to spend on local infrastructure and how much revenue they are able to collect each year. To help close this gap, AMO has launched the Local Share Campaign with the goal of increasing the municipal share of tax dollars through a new 1% sales tax devoted to local infrastructure services. The Local Share is the result of two years of research, study and discussion. More information is available at www.thelocalshare.ca. Association of Municipalities of Ontario 1 2016 Gas Tax Annual Report (Part 1) 159 10 Federal Funding is Meeting Local Priorities In the midst of this pressure on local infrastructure and the need for more sources of revenue, the federal Gas Tax Fund provides permanent, stable funding on a per capita basis. In Ontario, municipal governments know how much Gas Tax funding they will receive ahead of time and do not have to rely on an application process to access it. Municipalities can use Gas Tax funding strategically by investing in priority projects that are identified in long-term asset management plans, which helps build sustainable communities. Figure 1.1: Figure 1.2: Federal Gas Tax Investment in Major Eligible Federal Gas Tax Investment in Major Eligible Project Categories (Cumulative) 2005 - 2016 Project Categories 2005 - 2016 22 Public Transit 58% Local Roads and Bridges $700 $600 6% Solid Waste $500 6% Wasterwater $400 4% Community $300 Energy Systems 3% Water $200 1% Capacity $100 Building $0 (in millions) '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 Local Roads Public Transit Wastewater Water and Bridges Solid Waste Capacity Building Community Energy The Fund is also indexed so that it will grow over time and keep pace as construction and other costs increase year over year. Since its launch in 2005, 443 Ontario municipal governments have invested $4.9 billion from the federal Gas Tax Fund into 7,398 projects worth almost $14 billion. Much of this investment was made in the major eligible project categories: local roads and bridges, public transit, solid waste, wastewater, community energy, drinking water, and capacity building. Figure 1 details this investment from 2005- 2016. In 2014,10 new eligible project categories were added to the Gas Tax Fund. Investment in these project categories is detailed in Figure 2.1. Almost 60% of the total Gas Tax Fund investment since 2005 has been on local roads and bridges. For many municipalities, the local road network is the key means of transportation in the community. 22% ($1.1 billion) of the total amount was invested in public transit. This is being driven by major investment by the City of Ottawa, the City of Mississauga and York Region (Figure 3). 2016 Gas Tax Annual Report (Part 1) I Association of Municipalities of Ontario 166 Figure 2.1: Figure 2.2: Federal Gas Tax Investment in New Eligible Federal Gas Tax Investment in New Eligible Project Categories (Cumulative) 2014 - 2016 Project Categories 2014 - 2016 7% Culture 25% Brownfield Redevelopment 52 Recreation $18 $16 6% Local and $14 Regional Airports $12 4% Disaster Mitigation $10 3% Sport $8 2% Tourism 1% Broadband $6 Connectivity $4 $2 $0 (in millions) Figure 3: Over $1 Billion Invested in Public Transit Since 2005 17% York Region 18% Mississauga 44% Ottawa 8% Brampton 7% Central Ontario 4% Southwestern Ontario 2% Eastern Ontario 2014 2015 2016 Culture Brownfield Disaster Tourism Redevelopment Mitigation Recreation Sport Local and Regional Airports Municipality of Centre Wellington's Colborne Street Reconstruction Project. Association of Municipalities of Ontario 1 2016 Gas Tax Annual Report (Part 1) 11 167 In 2016, 443 municipalities invested $647 million from the federal Gas Tax Fund into more than 1,200 infrastructure and capacity building projects worth almost $4.75 billion. Detailed project information is available in Part II of this Report. The flexible nature of the Fund means that it can meet the diverse needs of each community - creating or expanding capacity to accommodate growth and new demand for services, or renewing existing infrastructure to maintain a state of good repair. With an estimated 32% of roads and bridges in poor to very poor condition, it is unsurprising that 91% of investments in local roads and bridges in 2016 were used to resurface, repair or reconstruct existing infrastructure 2. In contrast, 91% of investments in public transit were used to expand transit fleets, construct transit corridors, and improve transit services (Figure 6). These investments in new and expanded public transit infrastructure were particularly common in larger municipalities experiencing regular population growth. Figure 4: 2016 Gas Tax Investment in Major Eligible Project Categories 25% Public Transit 59 Local Roads and Bridges 5% Wasterwater 4% Solid Waste 3% Water 3% Community Energy Systems 1% Capacity Building Figure 5: 2016 Gas Tax Investment in New Eligible Project Categories 10% Local and RegionalAirports 16% Brownfield Redevelopment 57 Recreation Figure 6: Investment in Transportation: Expansion, Renewal and New Infrastructure 12 $% 5 3J3% 11 Infrastructure Renewal New Infrastructure Public Infrastructure Expansion Transit Infrastructure Renewal New Infrastructure Local Roads Infrastructure Expansion and Bridges 7% Culture 6% Disaster Mitigation 3% Tourism 1% Sport 2 The State of Ontario's Roads and Bridges, An Analysis of 93 Municipalities, 2015. 2016 Gas Tax Annual Report (Part 1) I Association of Municipalities of Ontario 168 �% 100 00 60 40 20 40/0 ,� 0/0 pfd rl 0 12 $% 5 3J3% 11 Infrastructure Renewal New Infrastructure Public Infrastructure Expansion Transit Infrastructure Renewal New Infrastructure Local Roads Infrastructure Expansion and Bridges 7% Culture 6% Disaster Mitigation 3% Tourism 1% Sport 2 The State of Ontario's Roads and Bridges, An Analysis of 93 Municipalities, 2015. 2016 Gas Tax Annual Report (Part 1) I Association of Municipalities of Ontario 168 As part of the annual reporting process, municipalities provide the total cost of each Gas Tax funded project. This information allows AMO to calculate the funding leveraged in each project category since the beginning of the program. For every $100 of Gas Tax funds invested in the major eligible project categories since 2005, municipalities have invested, on average, an additional $198 from other funding sources (Figure 7). For every $100 of Gas Tax funds invested in the new project categories since 2014, municipalities have invested, on average, an additional $488 from other funding sources (Figure 8). Figure 7: Figure 8: Spending Leveraged for Every $100 of Gas Tax Spending Leveraged for every $100 of Gas Tax Funds Invested in Major Categories Since 2005 Funds Invested in New Categories Since 2014 150 0Z 240 218 212 168 10 r/ Capacity 5� 1$ $2�0 Building Local Roads and Bridges $000 5y00 104 60 Disaster Mitigation Recreation $200 Solid Waste 9.22 5 Tourism 5 510 Water �q00 0 1 Culture 100 ,lam Wastewater $30 Brownfield Redevelopment Public Transit 00 52 Broadband Connectivity $50 Community Energy Systems $100 Sport 50 50 The City of Guelph's Civic Museum Exterior Enhancement. City of Brampton's Transit Fleet. Association of Municipalities of Ontario 1 2016 Gas Tax Annual Report (Part 1) 13 169 Outcomes reporting is a key part of AMO's Agreement with the Government of Canada. Tracking project outcomes helps to measure our progress and demonstrate that local investments are achieving the national objectives of increased productivity and economic growth, cleaner environment, and stronger cities and communities. Local Roads and Bridges Community Energy Systems Capacity Building Public Transit Drinking Water Disaster Mitigation Local and Regional Airports Wastewater Recreation Broadband Connectivity Solid Waste Culture Short -Sea Shipping Brownfield Redevelopment Tourism Short -Line Rail Sport In 2017, municipalities were required to report on core outcome indicators for each eligible project that was completed with Gas Tax funding in 2014, 2015 and 2016. To facilitate this work and help ensure that reporting information is accurate and up-to-date, AMO made significant updates to its reporting module user guide and produced an on -demand webinar to guide municipal staff through the reporting process. AMO continues to work directly with municipal staff to share best practices and assist with outcomes reporting. To highlight the significance of outcomes reporting data, AMO produced a video to profile measurable outcomes from Gas Tax projects in the City of Kitchener, the Township of North Frontenac and the City of Thunder Bay. 14 2016 Gas Tax Annual Report (Part 1) I Association of Municipalities of Ontario 160 Audit Illlu l d i �iN �� IIII IIIIPo i IIII �� i IIII IIII � ��a AMO's Risk Management Framework AMO has established a risk management framework that recognizes municipalities as a mature and accountable order of government. The framework is specifically designed for administration of the federal Gas Tax Fund with a focus on AMO's ability to assure the federal government that municipalities are in compliance with the key objectives of the Agreement. The fundamental piece of the framework is the federal Gas Tax risk management policy which outlines the goals of AMO in managing risk as well as the key objectives within the federal Gas Tax Agreement that are crucial to the success of the program. This, combined with AMO's existing financial policies, has created a robust financial management policy framework within which AMO staff operate in the day to day administration of the Agreement. To manage the risks associated with municipal compliance, AMO's existing processes are augmented by plans and processes that will continue to evolve over time as the framework matures. Risk Management Questionnaire Municipalities are required to complete a risk management questionnaire. The questionnaire consists of 12 questions on financial policies and standard operating procedures. Responses are used to determine level of risk, develop capacity building programs and draft sample policies and operating procedures. AMO's auditor, Grant Thornton LLP, attests to the accuracy of municipal responses as part of the Municipal Compliance Audit as outlined in Part II of this report. AMO Compliance Audit AMO's Compliance Audit reflects the Association's own compliance with the terms and conditions of the Agreement as of December 31, 2016. As per the terms of the Agreement, this is submitted to the Government of Canada in Part II of this report. Municipal Compliance Audit AMO directs, through its approved business plan, an annual sampling of municipalities sufficient for Grant Thornton LLP to attest to municipal compliance with the Agreement. Grant Thornton LLP randomly selects ten per cent of municipalities for inclusion in the sample each year in accordance with selection criteria established by AMO. Selected municipalities are audited by Grant Thornton LLP. For the municipalities to which Grant Thornton LLP is the auditor, the Municipal Compliance Audit is performed by Collins Barrow LLP. The list of 44 selected municipalities as well as the summary report of the Municipal Compliance Audits is available in Part II of this report. Association of Municipalities of Ontario 1 2016 Gas Tax Annual Report (Part 1) 1s 165 Asset More than ever, municipalities must make informed infrastructure decisions based on sound asset management practices. The federal Gas Tax program in Ontario has been a driving force in advancing asset management practices. Under the Gas Tax Agreement, Ontario municipalities must have an asset management plan in place that: • Improves existing plans to include all tangible capital assets eligible for Gas Tax funding. • Follows the guidelines set out in Ontario's Building Together: Guide for Asset Management Plans. • Demonstrates that progress is being made by reporting annually on asset management outcome indicators. Municipalities can use federal Gas Tax funds to finance expenditures related to the development and implementation of municipal asset management plans. Since the beginning of the program, municipalities have invested almost $47 million from the federal Gas Tax Fund in capacity building projects. 16 Outcomes Reporting Municipalities must demonstrate that asset management plans are being used to identify and fund priority projects. AMO has developed an Asset Management Outcomes Questionnaire to measure progress on municipal asset management. Through consultation with the municipal sector, AMO has been working on developing a revised asset management reporting framework that takes into consideration provincial consultations on a potential asset management regulation. AMO will report on the municipal sector's progress in 2018. Education AMO is working on a `multi-year roadmap that will help municipalities plan their training needs to better understand key elements of the asset management process. Courses will help municipalities develop internal resources to make asset management more meaningful. In 2016, AMO released a video titled Asset Management. A Roadmap for the Future of our Communities, to highlight the important role that asset management plays in building safe, prosperous and thriving communities. The video has received almost 1,000 views on YouTube. AMO has also been working with York Region to conduct research on how municipalities manage local infrastructure. A presentation was delivered at the 2016 AMO Conference titled Safeguarding Your Municipality's Future: The Quest for Financial Stability. The research will be explored in AMO's report on sector progress in asset management, to be released in 2018. 2016 Gas Tax Annual Report (Part 1) I Association of Municipalities of Ontario 168 Throughout the year, AMO shares information about how the federal Gas Tax Fund is helping to repair, replace and build the local infrastructure that we all rely on. In 2016, AMO's communications activity resulted in: 10 0 new Twitter followers a 13% increase over 2015 1 IIIA more media cove rag a than in 2015 53634visits to www.9 astaxatwork.ca a 63% increase in traffic over 2015 10 media events news releases and/or social media posts celebrating municipal investment 180 1111111111111111111111111 attendees at AMO -led education events 163 our" Stalry Under the Gas Tax Agreement, communications is primarily a municipal responsibility. With millions of dollars from the Fund invested each year, it's up to individual municipal governments to share the details of local infrastructure projects with residents, local members of parliament, and the media. AMO works directly with municipal governments to facilitate this work and to ensure that Canadians have access to up-to-date information about federal Gas Tax Fund investment in their communities. Municipal governments share information about Gas Tax investment in three ways: reporting to AMO on how every Gas Tax dollar is invested and the outcomes each Gas Tax project has achieved; installing project signage when appropriate, and; working directly with AMO and Infrastructure Canada to complete communications activities such as social media posts, news releases, media events and more. Social Media Social media is a simple, effective way to engage with people in real time. More and more, people are turning to Facebook, Twitter and other social media platforms for news and information. AMO uses a dedicated Gas Tax Fund Twitter account, @GasTaxlnOntarlo, to share information about the Gas Tax Fund, including details about individual projects, broad program information, infographic content, project photos and videos. AMO has been active on Twitter since 2010 and the account consistently achieves key performance outcomes with more than 900 followers. In 2016, @GasTaxlnOntarlo earned: 100 new followers re -tweets, likes and replies 110 link clicks 18 2016 Gas Tax Annual Report (Part 1) 1 Association of Municipalities of Ontario 169 Home About Gas Tax In Ontario @GasTaxlnOntario The federal Gas Tax Fund is at work in your community, investing $3.8 billion in municipal infrastructure projects throughout Ontario from 2014 to 2018. Ontario, Canada gastaxatwork.ca Joined October 2010 95 Photos and videos TWEETS FOLLOWING FOLLOWERS Tweets from @GasTaxllnOntarllo @GasTaxinOntario: This will soon be a tennis court in St Thomas. As of 2014, #federalGTF can be invested into local recreation infrastructure. @GasTaxinOntario: @CityBrampton invests #federalGTF in #publictransit, including new low floor buses. Brampton will receive $15.9M from the Fund in `17! 169 @GasTaxinOntario: Warmer weather means the construction season is right around the corner! Use our map to find local Gas Tax funded projects: gastaxatwork.ca @GasTaxinOntario: We're building our asset management knowledge at #16AMS today. @GasTaxinOntario: New buses on the road in @CityPtbo! Thanks to @ MaryamMonsef & @MayorBennett for celebrating local GTF investment http:// bit.ly/2x28bVh @GasTaxinOntario: RT: @AMOPolicy The #Budget2016 commitment to municipal infrastructure and related jobs includes plans to direct unspent funding to the Fed. Gas Tax Fund. @GasTaxlnOntario: Joint municipal & federal investment will help keep @myRichmondHill valleylands and streams healthy http://bit.ly/216WgTe #federalGTF News Releases and Media Events AMO relies on a mix of social, digital and traditional communications activities to share the benefits of the federal Gas Tax Fund with Canadians. While social and digital communications are at the forefront, issuing news releases and hosting media events to celebrate project milestones are still an important part of AMO's communications strategy. News releases and media events are effective ways of earning local media coverage that highlights federal investment in communities across Ontario. In 2016, AMO worked with Infrastructure Canada and municipal staff to issue news releases or host media events in the City of Peterborough, Hastings County, the City of Vaughan, the United Counties of Leeds & Grenville, and the City of Niagara Falls. In addition, individual mayors worked directly with local members of parliament to make Gas Tax related announcements in several other municipalities. City 4f Peterborough celebrates - Kawarthallow I March 31, 2016 MP for PeterboroughKawartha Maryam Monsef at the celebratory announcement of the six new transit buses, half funded through the federal gas tax fund` (photo: Maryam Monsef / Facebook) The City of Peterborough is celebrating the addition of six new accessible buses to the Peterborough Transit fleet, thanks in part to federal gas tax funding. Peterbor- ough Mayor Daryl Sennett and the Honour- able Maryam Monsef, Minister of Democratic Institutions and Member of Parliament for PeterboroughKawartha, made the announce ment at a celebratory event earlier today. Guelph ., millions in gas tax funds - CTV Kitchener I July 25, 2016 GUELPH The City of Guelph is being given almost $7.4 million in Gas Tax Funds from the federal government The money is part of an allocation for municipal infrastructure. In total, communities around the province will be getting over $779 million dollars to improve transit and water systems, as well as build roads and other local infrastructure projects.Guelph will be receiving $340,000 more than in years past. Millions in gas tax dollahedi s + + 1 gr r Niagara is getting its financial share of federal gas tax dollars. Four municipalities in Niagara Centre will receive millions in Gas Tax funding. Port Colborne and Thorold will receive over 500thousand dollars, Welland gets 1.5 million, and St.Catharines will receive close to 4 million dollar. The total for all of Niagara Region for 201617 is $23 million. Municipalities use gas tax dollars to rebuild roads and bridges, support public transit systems, mprove access to clean drinking water, and manage wastewater or solid waste. Federal Gas Tax Fuels, - Sault Online I August 12, 2016 Perhaps in ten years when we're all driving electric cars the Federal government wIII have to revise their gas tax, but for now, it means over $4.5 million to Sault Ste. Marie. That's what MP Terry Sheehan announced today at City Hall. The muchneeded money has pretty much been a guarantee to the City's bottom Iine over the years. The money today is earmarked for road repairs and construction. Municipalities receive first payment of 2016 gas tax - North Renfrew Times I August 3, 2016 Videos You AMO produces videos to demonstrate the real impact of the Gas Tax Fund on .""' people and communities across Ontario. In late 2015, AMO released Connecting Kenora to showcase Gas Tax investment in the City's Winnipeg River West Branch Bridge. Located on Lake of the Woods, the City maintains 17 vehicular bridges and several other pedestrian bridges with a population of only 15,000. The federal Gas Tax Fund plays an important role in the City's work to maintain and rehabilitate this essential infrastructure. The video captured beautiful scenery in Northwestern Ontario and was shared and promoted throughout 2016. The video has been viewed almost 500 times on YouTube. In 2016, AMO released its in-depth video related to asset management. AMO's video crew travelled across Ontario on the TransCanada Highway, all the way from Manitoba to Quebec. Municipal elected officials and staff explained different aspects of the municipal asset management process and stressed its importance for long-term sustainability. The video serves as an educational tool for municipal governments and has been very well received with almost 1,000 views on YouTube. Association of Municipalities of Ontario 12016 Gas Tax Annual Report (Part 1) 21 157 Gas Tax at Work AMO operates www.gastaxatwork.ca to share information about the federal Gas Tax Fund in Ontario. The website includes general information about the Fund, links to videos, news releases and infographic content. Gas Tax at Work has a unique mapping tool that allows people to search for Gas Tax funded projects across Ontario using any search criteria such as project category, municipality, postal code, etc. It makes it easy to find out exactly where the Fund is at work in communities across the province. Project information is based on information reported by municipalities to AMO. wNl`�I:IINO:IkHIU�G✓A Municipal Education and Outreach AMO shares program information with municipal governments directly through email, at municipal education forums, through the WatchFiie (AMO's weekly e -newsletter), by producing informational videos and on -demand webinars, and through social media. Program information, such as asset management and annual reporting requirements, are available on www.amo.on.ca. In 2016, staff from AMO and Infrastructure Canada delivered an education session to delegates at the AMO Conference in Windsor. AMO staff also delivered a presentation at the 2016 Municipal Finance Forum in Toronto hosted by the Association of Municipal Clerks and Treasurers of Ontario and the Municipal Finance Officers' Association of Ontario. To prepare for new outcomes reporting requirements, AMO produced an on -demand webinar with a step-by-step tutorial of the online reporting module. The webinar was released in early 2017, in time to help municipalities meet the deadline for reporting on 2016 investment. 22 2016 Gas Tax Annual Report (Part 1) I Association of Municipalities of Ontario 158 o� /1 m J Municipal Education and Outreach AMO shares program information with municipal governments directly through email, at municipal education forums, through the WatchFiie (AMO's weekly e -newsletter), by producing informational videos and on -demand webinars, and through social media. Program information, such as asset management and annual reporting requirements, are available on www.amo.on.ca. In 2016, staff from AMO and Infrastructure Canada delivered an education session to delegates at the AMO Conference in Windsor. AMO staff also delivered a presentation at the 2016 Municipal Finance Forum in Toronto hosted by the Association of Municipal Clerks and Treasurers of Ontario and the Municipal Finance Officers' Association of Ontario. To prepare for new outcomes reporting requirements, AMO produced an on -demand webinar with a step-by-step tutorial of the online reporting module. The webinar was released in early 2017, in time to help municipalities meet the deadline for reporting on 2016 investment. 22 2016 Gas Tax Annual Report (Part 1) I Association of Municipalities of Ontario 158 Gas 1111111111��11111111ax Awa��rds AMO's Annual Gas Tax Awards honour municipalities that have demonstrated excellence in the use of the federal Gas Tax Fund. The Awards showcase infrastructure projects that make a difference in our communities, while achieving the Fund's objectives. Winners are selected by AMO's Awards Committee, based on these criteria: • The project makes a positive contribution to the local community by helping to achieve the national program objectives of economic growth, a clean environment, and a stronger community. • The Gas Tax Fund played a critical role in allowing the community to complete the project. • The project exemplifies excellence in leveraging the Gas Tax Fund to achieve positive outcomes. Three projects received an award in 2017 and three were recognized with an honourable mention. The awards were presented at the 2017 AMO Conference in Ottawa by the Honourable Amarjeet Sohi, Minister of Infrastructure and Communities. AMO issued separate news releases for each award winner and earned local media coverage. AMO also produced individual videos showcasing the three winning projects. The videos are available now on YouTube. Winner: - The Municipality of Kincardine's Leachate Treatment Facility - The City of St. Thomas' Community Recycling Centre - The City of Waterloo's Asset Management System Honourable Mention: - The Town of Perth's Legacy Dry Stone Bridge - The City of Welland's Wright Street Watermain Replacement Project - The City of Guelph's Lyon Park Redevelopment The Town of Perth's Legacy Dry Stone Bridge. The City of Guelph's Lyon Park Redevelopment Project. The City of Welland's Wright Street Watermain Project. The Ili' wrn ii[ dl pa Ili iii' of Ili(, Iii iin caiii iii iir° e 's ILeadhato 11 rea iin m nIII adii Ili I,ty The Municipality of Kincardine invested more than $1.5 million from the federal Gas Tax Fund into its leachate treatment facility. Leachate can be harmful to the environment and must be disposed of properly. Before building the new facility, the Municipality was transporting leachate 750 km each week to an off-site location. Eliminating the need to transport leachate will save the community $250,000 per year. Recognized for Leachate Plant Blackburn News The Municipality of Kincardine has been recognized at the Association of Municipalities Ontario for the leachate plant that was built. The $1.7 -million facility was opened in the fall of 2016 and draws leachate from the landfill site and converts contaminants into solids which are removed. �1D�1U'uumy L mmmuill J @GasTaxinOntario: Congratulations to #Kincardine on your Gas Tax Award for your leachate treatment facility! #AM0Conf17 "The federal Gas Tax Fund has enabled the Municipality of Kincardine to innovatively treat leachate in an environmentally responsible manner protecting our beautiful community." Anne Eadie, Mayor of the Municipality of Kincardine 24 2016 Gas Tax Annual Report (Part 1) 1 Association of Municipalities of Ontario 1o® The City of St. ,11 h aiar ms l C ainruinrm n iii t IRecybli Iii n g Centre The City of St. Thomas received the Award for investing $1,795,000 from the federal Gas Tax Fund into a new community recycling centre that gives residents a place to dispose of material that isn't accepted at curbside pick-up. The recycling centre has helped the City increase the amount of waste diverted from landfill with about 14,000 visits to the centre within the first 15 months of its opening. St. Thomas recipient of gas tax award for recycling facility St. Thomas Times Journal The City of St. Thomas has been recognized by the Association of Municipalities of Ontario for using its federal gas tax fund to help build the Community Recycling Centre. On Aug. 16 Mayor Heather Jackson accepted the award on behalf of the city from AMO president Lynn Dollin and Amarjeet Sohi, minister of infrastructure and communities. Association of Municipalities of Ontario 1 2016 Gas Tax Annual Report (Part 1) 135 L mmmuillllJ @GasTaxinOntario: Congratulations to @ cityofstthomas on your Gas Tax award for your new community recycling centre! #AMOConf17 "Thanks to our new community recycling centre, St. Thomas is diverting more waste from landfill." "Predictable funding from the federal Gas Tax Fund helped us complete this project that will benefit St. Thomas and neighbouring communities for years to come." Heather Jackson, Mayor of the City of St Thomas 25 The City of Wa �� IIS II[ o o l s Asset MaIIC"%agelii(mIIC"%t Systelir(i The City of Waterloo invested more than $700,000 from the federal Gas Tax Fund into an asset management system that will help guide infrastructure investment and maintenance over the next 25 years. Municipalities play a fundamental role in building safe, prosperous and thriving communities and effective asset management planning is an important part of that work. Waterloo wins pair of 2017 Ontario municipalities awards CBC News The City of Waterloo won awards in both categories recognized at this year's Association of Municipalities of Ontario Conference in Ottawa, where the province's 444 municipalities gathered to tackle issues and celebrate achievements. " I really think this is what shows we have a lot of smart -city technology here in the Waterloo Region;' Mayor Dave Jaworsky told CBC News. joll @GasTaxinOntario: Congratulations @citywaterloo on your Gas Tax Award for your asset management system! #AM0Conf17 "The predictable annual flow of Gas Tax money allows municipalities to invest in the best opportunities. This new system will help us prioritize our limited dollars to renew our infrastructure in a way that meets the public's expectations, and will pay dividends for years to come. My congratulations to staff on their entrepreneurial smart -city spirit!" Dave Jaworsky, Mayor of the City of Waterloo 26 2016 Gas Tax Annual Report (Part 1) 1 Association of Municipalities of Ontario 138 uumil� I uuu uumil� I ui uuu uuuuu The llr(:mn of 1)erthfils Legacy Dry Stone Bridge National Objective: Strong Cities and Communities " Perth's Dry Stone Bridge is a legacy project built by renowned dry stone masons through Algonquin College's Masonry Program. It played a major part in the Town's 200th anniversary celebrations. The bridge provides pedestrian access to a new terraced area that is well suited for outdoor community events and has resulted in a 28 per cent increase in the number of cultural events held in the Town each year. Building the bridge has strengthened the partnership between the Town, its citizens and Algonquin College. It has become a large draw to the community, attracting tourists to visit the Town and experience its heritage. Federal Gas Tax funds invested: $84,362 S orrri "Trunk,' nII Sewer Re mnt National Objective: Clean Environment The City identified major defects in the corrugated steel pipe (CSP) trunk sewer system, servicing the City Centre area of Mississauga. Inspection revealed that many sections of the sewer were in danger of immediate collapse. It was time to replace the sewer. The project involved replacing the failing, CSP sewer with a concrete storm sewer system. The new system is stronger and with better capacity than the CSP sewer. It will be used for the next 70 to 100 years and reduce sewer maintenance labour costs associated with performing spot repairs and aging infrastructure. Federal Gas Tax funds invested: $11,398,639 Association of Municipalities of Ontario 12016 Gas Tax Annual Report (Part 1) 27 133 The City of C aiar dli ,iii iii g e "'s Sanitary ,TranIIS Sewer Assess Inf"m �in't is National Objective: Strong Cities and Communities This project started as a specialized inspection of high-risk sewer infrastructure. During the inspection, the City realized that some sanitary siphons were blocked with sediment, debris and grease. Cambridge then explored "ice pigging," a new technology to clear the sanitary siphons. "Ice pigging" involves the use of ice to scrape away the material that is blocking the pipes. With ice, there is no equipment that can get stuck or break the pipe, which can be costly and pose an environmental risk. The ice simply melts. This project benefits the entire community of Cambridge. Regular sewer inspection gives the City the information needed to effectively maintain key infrastructure. Cambridge was the first city to use this process in Canada and gained a lot of interest from municipalities with similar challenges. Federal Gas Tax funds invested: $231,683 The City of G� � dI[ p Ih 's III-yan III )aii IIS IIR eev, II[ qpin * iii ' III )itoe ct National Objective: Strong Cities and Communities Federal Gas Tax funding helped the City of Guelph refurbish Lyon Park, improving some of its aging infrastructure and making it more accessible. Improvements include two new junior softball fields, new accessible parking, trails and site furniture, a new water service and a fully redesigned electrical system that allows for softball ghting, winter ice rink lighting and the activation of a solar program Park's memorial outdoor pool building. 131,794 Guelph residents will benefit from the redevelopment of Lyon Park. Federal Gas Tax funds invested: $2,210,927 28 2016 Gas Tax Annual Report (Part 1) 1 Association of Municipalities of Ontario log The City of W4II IIIan's IIS e p Ill celn miir° t of Wa' eriar mIii n and Service Connections an Wright Street National Objective: Clean Environment Wright Street is a busy north -south collector road and bus route in the southern part of Welland's urban area. Before the upgrades, the road and sidewalks were in very bad shape. Transit riders experienced discomfort and buses were damaged due to the poor pavement condition. / lble B sldewalkse sdentsrhave better acccess to transit anuct�ng the rod bse and d smoother esde. In addition, a 70 -year old watermain was replaced as part of the project. Before the replacement, the watermain would break about twice a year. The new watermain has given residents reliable access to safe, clean drinking water. Federal Gas Tax funds invested: $1,024,203 The , lr(:m n of Ill )e' aw aw a "'s Ci v i[ c Centre IRoad Reconstruction El National Objective: Productivity and Economic Growth Civic Centre Road runs through a vital commercial sector and community hub in Petawawa. The project was classified as high priority in the Town's Infrastructure Study and Update and Asset Management Plan. Predictable funding through the federal Gas Tax allowed the Town to complete the project in two phases, allowing for an extensive redesign of transportation management on the route. Work included asphalt paving and the installation of concrete curbs, sidewalks, storm sewers and an underground storm management facility. New raised intersections and dedicated active transportation lanes help ensure safe access and travel for more than 1,670 students attending local schools and for the general public. Work on Civic Centre Road has provided 10,000 residents with access to new, repaired and rehabilitated roads. Federal Gas Tax funds invested: $949,025 Association of Municipalities of Ontario 12016 Gas Tax Annual Report (Part 1) 29 139 ui,t wn WilZ.x tS lZ.euustemyl i y 2 µ (:,, Completed Projects Total Gas Tax Funds Total Project Costs Funding Leveraged (for each dollar In Gas Tax funds) vutput anu vutcome muicators Number of businesses positively affected by investment in broadband infrastructure $25,864.10 $66,865.19 $1.59 11 Projc 6 I 2 mold III .IIIW .w .1 mlm0mm mm mm i mW I� Completed Projects 1 Total Gas Tax Funds $1,160,000.00 Total Project Costs $2,577,972.00 Funding Leveraged (for each dollar in Gas Tax funds) $1.22 Output and Outcome Indicators Total Projects Number of different types of contaminants removed or reduced to safe exposure levels 19 1 Total area of brownfield sites within municipal boundaries that were remediated, 6 1 decontaminated or redeveloped (ha) ui ti» ui iu IIII »» ul I IIII» uu aill�i» IIII IIII uu uui uii uuluiouuuuuio «SII I»»ouuu uul uii uuuluull uuuuul ul ui uu IIII vi Illuu «SII I II «IIIIIIIIIII»Iluuulu uul aII I� li l 1 II I I I I I I ll 1 l I r l L L i I lluuuuuo�luuuuoo��iuulllU�ml�IluuIIIU�uu��luuumo�l�uu�lllum iuu uu��l��luu��uuuuuollumlllum�l�uuuuuull�umlllluuu1111uuuumllliuu��uuuuuo��umlllllluuuuuo��uu��uuuuum��uu�lll�uull�luuuuoo1111111111111�� uii uiii uii ilii u I u I u I u U I I 1nu IIIIIII�IIIIIII��II IIIIIIU�IIIIIIIIIIIIIIIIIIIIIIIII Completed Projects 85 Total Gas Tax Funds $17,649,171.99 Total Project Costs $56,231,182.84 Funding Leveraged (for each dollar in Gas Tax funds) $2.19 Output and Outcome Indicators Total Projects Number of new LED street lights installed 16,488 35 Number of new or upgraded high -efficiency equipment in municipal buildings 679 34 Total area of existing municipal buildings with energy retrofits (sq m) 81,576 20 Decrease in annual energy consumption (GWh) 9 61 Average percentage decrease in annual greenhouse gas emissions (%) 43 6 Decrease in annual volume of fossil fuels consumed (ML) 45 6 Completed Projects Total Gas Tax Funds Total Project Costs Funding Leveraged (for each dollar in Gas Tax funds) Output and Outcome Indicators Number of new, renovated or upgraded museums, heritage sites or buildings Increase in annual number of cultural events Number of businesses positively affected by the investment 3 $390,878.01 $772,439.74 $0.98 2 2 3 2 17 3 30 2016 Gas Tax Annual Report (Part 1) 1 Association of Municipalities of Ontario 166 Completed Projects Total Gas Tax Funds Total Project Costs Funding Leveraged (for each dollar in Gas Tax funds) Decrease in area of properties at risk of damage from natural catastrophes (ha) Completed Projects Total Gas Tax Funds Total Project Costs Funding Leveraged (for each dollar in Gas Tax funds) 2 $204,673.28 $241,027.78 $0.18 Total F�wc��2 14 2 III= 1,044 $413,036,601.21 $1,071,477,314.58 $1.59 Length of new or replaced paved roads (lane km) 785 253 Length of new unpaved roads (lane km) 41 6 Length of repaired or rehabilitated paved roads (lane km) 3,866 541 Length of repaired or rehabilitated unpaved roads (lane km) 1,281 100 Increase in length of paved roads rated as good and above (lane km) 3,929 629 Increase in length of unpaved roads rated as good and above (lane km) 873 104 Average percent increase in average vehicle traffic speed during peak hours (%) 23 110 Number of residents with access to new, repaired, rehabilitated or replaced roads 1,619,485 325 Number of residents with improved access to highways or neighbouring municipalities 673,628 187 Output and Outcome tnditators — Actl" TranSp©rtation total Projt Length of new bike lanes or multi -use trails (m) 36,856 13 Length of new or replaced sidewalks (m) 22,168 34 Number of residents with access to new, repaired, rehabilitated or replaced bike lanes, 682,425 48 sidewalks, hiking and walking trails, and/or pedestrian bridges Number of new or replaced bridges or culverts 92 64 Number of repaired or rehabilitated bridges or culverts 50 42 Surface area of new or replaced bridges or culverts (sq m) 9,669 64 Surface area of repaired or rehabilitated bridges or culverts (sq m) 6,712 43 Number of residents with access to new, repaired, rehabilitated or replaced bridges 245,723 50 Increase in the surface area of bridges or culverts where the condition of the primary 11,337 102 component is rated as good and above (sq m) Association of Municipalities of Ontario 1 2016 Gas Tax Annual Report (Part 1) 31 167 Completed Projects Total Gas Tax Funds Total Project Costs Funding Leveraged (for each dollar In Gas Tax funds) 17 $20,531,995.86 $1.04 Number of new or replaced transit vehicles 92 14 Number of rehabilitated or refurbished transit vehicles 94 2 Increase in regular service passenger trips (%) 10 6 Percent decrease in average age of fleet (%) 17 5 Increase in number of accessible transit vehicles 75 5 Number of transit vehicles with accessibility or service upgrades/enhancements 447 4 laiNhu,,Y,1,,,Nm2aAaaPaaaal,alff9haifmVIII,,Pn,�,,,��(flialllmdlllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllUUIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIVuuIPUuuIIlUllllulllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll Completed Projects 34 Total Gas Tax Funds $5,837,371.75 Total Project Costs $9,238,766.94 Funding Leveraged (for each dollar in Gas Tax funds) $0.58 Output and Outcome Indicators Total Projects Number of new, repaired, renovated, rehabilitated or upgraded arenas or community centres 15 11 Increase in annual number of visitors to the community 69,400 13 Number of businesses positively affected by the investment in recreational infrastructure 534 11 Increase in number of registered users in a year 1,359 7 Number of residents who will benefit from the investment in recreational infrastructure 324,333 23 IIIIIIIIIIIIIIYi,u��lou�a,��I�IU��Y�IICIh,�llh,flu�iii ��,�lRm�,(Illi,�iUmhYu�1U,��IIIIh,��Y�IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII��iiillll�i�Ill�lilUllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll Completed Projects 10 Total Gas Tax Funds $3,552,699.65 Total Project Costs $8,234,160.92 Funding Leveraged (for each dollar in Gas Tax funds) $1.32 Output and Outcome Lndicators Total Projects Number of new blue or green bins 8,564 4 Number of rehabilitated or expanded landfill facilities 5 5 Increase in tonnage of solid waste collected (t) 2,667 6 � JJJ! if J JJ J l l l. J, J J J J J J J J f i 1 1 i Completed Projects 1 Total Gas Tax Funds $931,592.90 Total Project Costs $6,487,402.00 Funding Leveraged (for each dollar in Gas Tax funds) $5.96 Output and Outcome Indicators Total Projects Increase in number of registered users in a year 2,706 1 Increase in sporting events held annually 3 1 32 2016 Gas Tax Annual Report (Part 1) 1 Association of Municipalities of Ontario 168 Completed Projects 3 Total Gas Tax Funds $23,948.81 Total Project Costs $41,788.46 Funding Leveraged (for each dollar in Gas Tax funds) $0.74 Output and Outcome Indicators Total Projects Increase in annual number of visitors to the community 4,000 2 Number of businesses positively affected by the investment 122 3 Length of new or replaced watermains (km) 12 14 Length of repaired or rehabilitated watermains (km) 3 1 Reduction in annual number of adverse water quality test results 4 3 Reduction in annual number of watermain breaks 21 10 Reduction in boil water advisories 4 1 Increase in number of residents with access to new, rehabilitated or replaced water distribution pipes 3,234 13 Volume of drinking water treated to a higher standard after the investment (ML) 2,503 4 Association of Municipalities of Ontario 1 2016 Gas Tax Annual Report (Part 1) 33 169 34 AII�� lk,10k%411 0 J rfUl';PYIII,I Federal Gas Tax Fund AMO Year End Balance December 31, 2016 2016 Cumulative Opening Balance $ 700,358 Received from Canada $ 620,398,154 $1,802,108,924 Transferred to Municipalities $ (617,296,163) $ (1,809,288,584) Administration Costs $ (3,101,991) $ (9,010,545) Interest Earned by AMO $188,654 $ 889,012 Closing Balance $ 889,012 3 Cumulative amounts are since the current Agreement, signed April 1, 2014. 2016 Gas Tax Annual Report (Part 1) 1 Association of Municipalities of Ontario 190 AII�� lk,10k%411 0 J rIUI';NYII I,I Federal Gas Tax Fund Municipal Aggregate Annual Expenditure Report December 31, 2016 Closing Balance $ 744,045,984 Association of Municipalities of Ontario 1 2016 Gas Tax Annual Report (Part 1) 35 195 2016 Cumulative Opening Balance $ 760,566,932 Received from AMO (including payables) $ 617,296,163 $ 1,808,790,422 Transferred to Eligible Recipient $ (38,221,005) $ (111,236,889) Received from Eligible Recipient $ 38,221,005 $ 111,236,889 Municipal Interest Earned $13,262,830 $ 40,698,619 Municipal Asset Disposal $ 3,974 $ 103,988 Expenditures on Eligible Projects Broadband Connectivity - $ (25,864) Brownfield Redevelopment $ (2,896,221) $ (4,631,790) Capacity Building $ (5,707,425) $ (24,709,493) Community Energy Systems $ (21,100,328) $ (58,382,161) Culture $ (1,265,466) $ (2,259,309) Disaster Mitigation $ (1,034,667) $ (1,239,340) Local Roads and Bridges $ (370,691,055) $ (1,089,834,606) Local and Regional Airports $ (1,802,477) $ (1,981,194) Public Transit $ (158,795,082) $ (356,343,448) Recreation $ (10,451,488) $ (15,949,792) Short -line Rail - - Short -sea Shipping - - Solid Waste $ (25,211,066) $ (70,796,384) Sport $ (121,441) $ (1,051,700) Tourism $ (590,258) $ (600,437) Wastewater $ (30,693,950) $ (116,907,957) Water $ (16,722,991) $ (50,520,962) Closing Balance $ 744,045,984 Association of Municipalities of Ontario 1 2016 Gas Tax Annual Report (Part 1) 35 195 Association of Municipalities of Ontario (AMO) 200 University Ave., Suite 801, Toronto, ON M5H 3C6 Telephone direct: 416-971-9856 Voicemail: 416-971-8099 Fax: 416-971-6191 Toll-free in Ontario: 1 -877 -4 -AMO -LAS (1-877-426-6527) E-mail: gastax@amo.on.ca Twitter: @GasTaxinOntario Websites: www.amo.on.ca www.GasTaxAtWork.ca www.infrastructure.gc.ca Mixed Sources .,.^ ® bullFrogpoweredT` 1ai[11[55 111111116 11t. �k FSC Panting ubullhagpawered .,rte Compared with other industry products made with 100% virgin fiber, printing this annual report saved: Photography: Thank you to all of the municipalities that contributed photos of their local infrastructure projects. Others taken by Rick Chard, www.rickchard.com Part I and 11 of this report can be downloaded at AMO's wine. Please consider the environment before printing copies. �u�w lrbrr ��, i Hr h 6 trees 23,112 L 350 kg 910 kg 10 GJ 3 kg NOX of water of waste CO2 47,58160W emissions of 66 days of water 7 waste 6,087 km driven light bulbs for one truck during consumption containers one hour 8 days Photography: Thank you to all of the municipalities that contributed photos of their local infrastructure projects. Others taken by Rick Chard, www.rickchard.com Part I and 11 of this report can be downloaded at AMO's wine. Please consider the environment before printing copies. CLOSED MEETING AGENDA November 14, 2017 Staff Reports: 1) Director of Financial Services —Municipal Act Section 239.2 (b) personal matters about an identifiable individual, including municipal or local board employees — Organizational Review 2) Director of Human Resources —Municipal Act Section 239.2 (d) labour relations or employee negotiations — Labour Relations Matter (circulated under separate cover) 3) Chief Administrative Officer — Municipal Act Section 239.2 (b) personal matters about an identifiable individual, including municipal or local board employees — Organizational Review (circulated under separate cover) 4) Chief Administrative Officer -Municipal Act Section 239.2 (d) labour relations or employee negotiations — Intergovernmental Partnership Agreement (VERBAL)