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12 - June 12, 2018 County Council Agenda Pkg.rlll9l �', I... a ({,,P Id.,,l�..,„,�,, ORDERS OF THE DAY FOR TUESDAY, JUNE 12, 2018 - 9:00 A.M. ORDER 1st Meeting Called to Order 2nd Adoption of Minutes — May 22, 2018 and June 4, 2018 3rd Disclosure of Pecuniary Interest and the General Nature Thereof 4th Presenting Petitions, Presentations and Delegations DELEGATIONS: 9:00 a.m. The Rev. Canon Nick Wells, Chaplain, Old St. Thomas Anglican Church with an invitation for the annual "Founders Day" Civic Service at the Old St. Thomas Church. (attached) 9:05 a.m. Kim Verkuil, Ontario Works Program Manager with report titled "Ontario Works 2017 Year in Review" and Irma Pedersen, Supervisor of Children's Services with report titled "Children's Services 2017 Year in Review". (attached) 9:25 a.m. Geoff Hogan, Chief Executive Officer, SWIFT (SouthWestern Integrated Fibre Technology) and Adriana Dekker, Stakeholder Relations Manager with PowerPoint. (attached) 9:40 a.m. Amanda Macdougall, Regional Manager, Municipal and Stakeholder Relations with a PowerPoint titled "Assessment Base Management Part 2: Implementing ABM in Your Community". (attached) 9:55 a.m. Michelle McKay, Manager, Fund Development VON Middlesex -Elgin and Shirley Biro, VON Volunteer with PowerPoint. (attached) 5th Motion to Move Into "Committee Of The Whole Council" 6th Reports of Council, Outside Boards and Staff 7th Council Correspondence 1) Items for Consideration (none) 2) Items for Information (Consent Agenda) 8th OTHER BUSINESS 1) Statements/Inquiries by Members 2) Notice of Motion 3) Matters of Urgency 9th Closed Meeting Items — (see separate agenda) 10th Motion to Rise and Report 11 th Recess 12th Motion to Adopt Recommendations from the Committee Of The Whole 13th Consideration of By -Laws 14th ADJOURNMENT LUNCH WILL BE PROVIDED NOTICE: June 20, 2018 10th Annual Elgin County Warden's Charity Golf Tournament — Kettle Creek Golf and Country Club June 26, 2018 July 10, 2018 AMO Annual Conference County Council Meeting County Council Meeting August 19 — 22, 2018 Ottawa November 23, 2018 Warden's Dinner — Masonic Centre of Elgin Accessible formats available upin request. DRAFT COUNTY COUNCIL MINUTES Tuesday, May 22, 2018 Accessible formats available upon request. The Elgin County Council met this day at the Administration Building at 9:00 a.m. with all members present except Councillor McWilliam (regrets). Warden Marr in the Chair. ADOPTION OF MINUTES Moved by Councillor Jones Seconded by Councillor Jenkins THAT the minutes of the meeting held on May 8, 2018 be adopted. - Carried. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF — None. DELEGATION Assessment Base Management Bob Heil, VP, Paralegal, MTAG Paralegal Professional Corporation and Greg Webb, Senior Consultant, Municipal Tax Advisory Group with a PowerPoint explaining how to understand and work with MPAC to manage assessment and summarizing the services offered by MTAG. Moved by Councillor Mennill Seconded by Councillor Wiehle THAT the PowerPoint presentation titled "Assessment Base Management" from the Municipal Tax Advisory Group, be received and filed. - Carried. Moved by Councillor Martyn Seconded by Councillor Ens THAT we do now move into Committee of the Whole Council. - Carried. REPORTS Assessment Base Management — Director of Financial Services The director presented the report recommending that Council engage the services of MTAG to provide sourcing for new assessment and assessment appeal services. Moved by Councillor Jones Seconded by Councillor Mennill THAT the services of the Municipal Tax Advisory Group (MTAG) be procured for an upset limit of $30,000 to provide Sourcing New Assessment service to enhance the County's tax base; and, THAT the services of the Municipal Tax Advisory Group (MTAG) be procured for an upset limit of $25,000 to provide Appeals Management service to protect the County's tax base. - Carried. County Council May 22, 2018 Homes — Multi -Sector Service Accountability Agreement - Schedule G — Form of Compliance Declaration — Director of Homes and Seniors Services The director presented the report informing Council that the St. Thomas -Elgin Adult Day Program has satisfied the requirements of Schedule G — Form of Compliance Declaration and recommended that this form be signed. Moved by Councillor Jenkins Seconded by Councillor Martyn THAT Council authorize staff to sign the "Multi -Sector Service Accountability Agreement Declaration of Compliance — Schedule G" for April 1, 2017 — March 31, 2018. - Carried. Port Stanley Visitors Centre — General Manager of Economic Development The general manager presented the report recommending that Council enter into a new lease agreement with the Municipality of Central Elgin for use of space for a new visitor's centre in Port Stanley. Moved by Councillor Wiehle Seconded by Councillor Mennill THAT the County Warden and Chief Administrative Officer be directed to sign the lease agreement for the purposes of operating a Tourism Information Centre, between the County of Elgin and the Municipality of Central Elgin for the period of June 1, 2018 to May 23, 2023, at a cost of $3,852.00 plus HST annually, according to the terms and conditions described in the May 15, 2018 report. - Carried. Final Approval, Plan of Subdivision, Craigholme Estates Ltd., Part of Lot 1, Concession 7, Parts of Lots 1,2,3,4 West of West Street, Plan No. 292 and Block 169, Registered Plan 33M-292, Municipality of Central Elgin, former Village of Belmont County of Elgin, File No. 34T-06003 — Manager of Planning The manager presented the report to advise County Council that final approval was given to the above noted plan of subdivision in the Village of Belmont on March 22, 2018. Moved by Councillor Jenkins Seconded by Councillor Jones THAT the report titled "Final Approval for a Plan of Subdivision (Craigholme Estates Ltd.)" from the Manager of Planning, dated May 2, 2018, be received and filed. - Carried. Councillors' Remuneration - One -Third Tax Allowance — Financial Analyst The analyst presented the report explaining that the one-third tax exemption for non -accountable allowance paid to municipal officers will be eliminated effective January 2019. The report also outlined the potential impact on councillor remuneration, and sought direction from Council on this matter. Moved by Councillor Mennill Seconded by Councillor Jenkins THAT the decision to consider Council remuneration be deferred; and, THAT the next Council consider this matter in November 2018. - Defeated. County Council Moved by Councillor Jones Seconded by Councillor Martyn May 22, 2018 THAT staff prepare a report summarizing decisions made by other municipal councils in regards to Council remuneration. - Carried. Quarterly Information Report - Contract Awards, January 1, 2018 to March 31, 2018 — Purchasing Coordinator The coordinator presented the report outlining all contracts awarded between January 1, 2018 and March 31, 2018 that exceeded $15,000. Moved by Councillor Jones Seconded by Councillor Ens THAT the report titled "Quarterly Information Report - Contract Awards, January 1, 2018 to March 31, 2018" from the Purchasing Coordinator, dated May 1, 2018, be received and filed. - Carried. Council recessed at 10:02 a.m. and reconvened at 10:17 a.m. Port Bruce Bridge Update — Director of Engineering Services The director presented the report updating Council on activities related to the Port Bruce Bridge including a public information session for the residents of Port Bruce to be held on June 11, 2018. Moved by Councillor Ens Seconded by Councillor Mennill THAT staff be directed to continue to provide updates related to the installation of the temporary modular bridge installation and Port Bruce bridge installation as information is available; and, THAT the report titled "Port Bruce Bridge Update" from the Director of Engineering Services, dated May 16, 2018, be received and filed. - Carried. Terrace Lodae Redevelopment Update — Chief Administrative Officer The Chief Administrative Officer requested that this report be deferred until feedback from all Terrace Lodge Building Committee members could be included. Moved by Councillor Wiehle Seconded by Councillor Ens THAT the report be deferred until all members of the Terrace Lodge Building Committee can be brought up to speed on the events of the last building committee meeting. - Carried. CORRESPONDENCE Items for Consideration 1. Neil Zohorsky, P.Eng., Regional Director, Ministry of Transportation offering to cost share 50% of a planning and environmental assessment study regarding the Highway 3/Ron McNeil Line intersection and connection to Wonderland Road if the County leads this study. 2. Kim Jewell with a petition concerning the installation of LED street lights as part of the 2016 Miller Road Reconstruction Project in the Municipality of Dutton Dunwich. County Council May 22, 2018 3. John Groenewegen, President, Fieldstone Investments Inc. with a Request for Re - Consideration — Council Exemption for Woodlands Clearing Application S. Pt. Lot 9, Concession 2, Municipality of Dutton Dunwich. 4. Barb and Gary Scrivens, Sandcastle Restaurant, Port Bruce with concerns regarding Catfish Creek Bridge failure in Port Bruce. The following recommendation was adopted in regard to Correspondence Item #1: Moved by Councillor Jones Seconded by Councillor Ens THAT Staff be directed to negotiate the terms of reference and the cost sharing agreement with the Ministry of Transportation in regard to the EA of Highway 3/Ron McNeil Line and Wonderland Road with the Minister of Transportation; and, THAT the agreement be provided to County Council for approval prior to initiating the EA process. - Carried. The following recommendation was adopted in regard to Correspondence Item #2 Moved by Councillor Ens Seconded by Councillor Martyn WHEREAS it is acknowledged that Miller Road is a County Road and reconstruction of the road was an upper -tier project; and, WHEREAS street lights are the responsibility of the lower -tier municipalities in the County of Elgin, as set out under the Municipal Act; NOW, THEREFORE, BE IT RESOLVED BY COUNTY COUNCIL THAT County Council forward the petition received from Kim Jewell concerning the installation of the LED street lights on Miller Road to the Municipality of Dutton Dunwich for their consideration; and, THAT the Chief Administrative Officer be directed to send a letter to Kim Jewell providing notification of County Council's resolution regarding the petition considered on May 22, 2018. - Carried. The following recommendation was adopted in regard to Correspondence Item #3: Moved by Councillor Mennill Seconded by Councillor Jones WHEREAS County Council considered the request for tree clearance from Mr. Groenewegan at their meeting on April 17, 2018; and, WHERAS section 4(j) By -Law No. 05-03 states that reasons for denial of tree clearance requests be provided to the applicant; and, WHEREAS no such reasons were provided to the applicant in correspondence sent to the applicant on April 18, 2018; and, WHEREAS the Ontario Municipal Board is undergoing change to name and jurisdiction; and, WHEREAS the appeal process for tree clearance has been deleted from the Municipal Act. NOW, THEREFORE, BE IT RESOLVED BY COUNTY COUNCIL: THAT the Chief Administrative Officer be directed to have the request for reconsideration be forwarded to the County Solicitor for a review process; and, County Council May 22, 2018 THAT the Chief Administrative Officer be directed to inform the applicant, Mr. Groenewegan of County Council's direction. - Carried. The following recommendation was adopted in regard to Correspondence Item #4 Moved by Councillor Jenkins Seconded by Councillor Ens THAT staff consider feedback from Barb and Gary Scrivens when evaluating existing detour signage in Port Bruce; and, THAT the Chief Administrative Officer be directed to send a letter on behalf of County Council acknowledging receipt of the correspondence received from Barb and Gary Scrivens dated May 11, 2018 and to inform them that their feedback in regard to signage will be considered. - Carried. Items for Information (Consent Agenda) 1. John Roberts, Chief Privacy Officer and Archivist of Ontario, Ministry of Government and Consumer Services informing Council of important updates to the Freedom of Information (FOI) and Protection Manual. 2. Dr. Helena Jaczek, Minister of Health and Long -Term Care: a) Responding to Council's concerns surrounding the changing nature of long-term care and Council's request for increased funding to deal with these challenges. b) Advising of additional base funding up to $141,127 with respect to the Land Ambulance Services Grant for the cost sharing partnership and provision of land ambulance services for 2018. c) Advising of one-time funding up to $43,943 with respect to Bill 163: Posttraumatic Stress Disorder expenditures for 2017. 3. Kathleen Vukovics, Environmental Coordinator, Hatch Ltd. with Notice of Proposal and Notice of Posting to Environmental Registry by MNO Solar FIT LP to Engage in: a) Ten Renewable Energy Projects located within an abandoned railway corridor within the Township of Southwold. b) Centennial Road Solar Project located within an abandoned railway corridor between Centennial Avenue and Yarmouth Centre Road in the Municipality of Central Elgin. 4. Vinay Sharda, Executive Director, Transit Policy and Programs Group, Ministry of Transportation informing Council that our application for the Community Transportation Grant Program funding was not selected. 5. Western Ontario Wardens' Caucus (WOWC) Update. 6. Four Counties Health Services (FCHS) Spring/Summer Newsletter. Moved by Councillor Jenkins Seconded by Councillor Martyn THAT Correspondence Items #1 — 6 be received and filed. - Carried. OTHER BUSINESS Statements/Inquiries by Members The Warden congratulated the Municipality of Bayham and the Municipality of West Elgin for recently being awarded Blue Flag status for the beaches in Port Burwell and Port Glasgow. These beaches join Port Stanley Main Beach in this honour and there are now three of these prestigious beaches in Elgin County. County Council May 22, 2018 The Warden presented the Chief Administrative Officer Julie Gonyou with a 15 year pin for municipal service from the Canadian Association of Municipal Administrators. The Warden congratulated Ms. Gonyou on this significant milestone. Notice of Motion — None. Matters of Urgency — None. Closed Meeting Items Moved by Councillor Wiehle Seconded by Councillor Jones 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; (k) a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board — Port Bruce Bridge (f) advice that is subject to solicitor -client privilege, including communications necessary for that purpose (b) personal matters about an identifiable individual, including municipal or local board employees — Organizational Review (b) personal matters about an identifiable individual, including municipal or local board employees — Organizational Update Moved by Councillor Jenkins Seconded by Councillor Jones THAT we do now rise and report. - Carried. Moved by Councillor Mennill Seconded by Councillor Jenkins THAT staff proceed as directed by Council. - Carried. Moved by Councillor Jones Seconded by Councillor Martyn THAT the report from Chief Administrative Officer and County Solicitor be received and filed. - Carried. Moved by Councillor Jones Seconded by Councillor Mennill THAT the Chief Administrative Officer proceed as directed. - Carried. Moved by Councillor Jenkins Seconded by Councillor Ens THAT the Chief Administrative Officer proceed as directed. - Carried. County Council Motion to Adopt Recommendations of the Committee of the Whole Moved by Councillor Jones Seconded by Councillor Mennill THAT we do now adopt recommendations of the Committee Of The Whole. - Carried. BY-LAW Moved by Councillor Mennill Seconded by Councillor Wiehle May 22, 2018 THAT By -Law No. 18-17 "Being a By -Law to Confirm Proceedings of the Municipal Council of the Corporation of the County of Elgin at the May 22, 2018 Meeting" be read a first, second and third time and finally passed. - Carried. /e1111L0111NLIILVA IALI III I Moved by Councillor Jones Seconded by Councillor Jenkins THAT we do now adjourn at 12:02 p.m. and meet again on June 12, 2018 at the County Administration Building Council Chambers at 9:00 a.m. - Carried. Julie Gonyou, David Marr, Chief Administrative Officer. Warden. DRAFT COUNTY COUNCIL MINUTES Special Meeting Monday, June 4, 2018 Accessible formats available upon request. The Elgin County Council met this day at the Administration Building at 9:30 a.m. with all members present. Warden Marr in the Chair. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF — Moved by Councillor Martyn Seconded by Councillor Jones THAT we do now move into Committee of the Whole Council. - Carried. Closed Meeting Item Moved by Councillor Jenkins Seconded by Councillor Ens 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; (f) advice that is subject to solicitor -client privilege, including communications necessary for that purpose; (k) a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board. 2001, c. 25, s. 239 (2); 2017, c. 10, Sched. 1, s. 26. - Carried. Moved by Councillor Mennill Seconded by Councillor Jenkins THAT we do now rise and report. - Carried. Moved by Councillor Mennill Seconded by Councillor Jenkins THAT staff proceed as directed. - Carried. BY-LAW Moved by Councillor Mennill Seconded by Councillor Jenkins THAT By -Law No. 18-18 "Being a By -Law to Confirm Proceedings of the Municipal Council of the Corporation of the County of Elgin at the June 4, 2018 Meeting" be read a first, second and third time and finally passed. - Carried. County Council 2 June 4, 2018 ADJOURNMENT Moved by Councillor Wiehle Seconded by Councillor McWilliam THAT we do now adjourn at 10.38 a.m. and meet again on June 12, 2018 at the County Administration Building Council Chambers at 9:00 a.m. - Carried. Julie Gonyou, David Marr, Chief Administrative Officer. Warden. 10 May 4, 2018 Elgin County Council St. Thomas, Ontario Dear Members: The presence of your company is requested at the Old St. Thomas Church, on Sunday July 8t" 2018 beginning at 3 p.m. for the annual "Founders Day" Civic Service. This invitation is not limited to the Mayor and members of Council, but is to include, your volunteer fire and rescue, as well as your emergency services departments. I would also like the names of all those who have died in office during the past year to incorporate them into our prayers during the service. This Civic Service will be an opportunity for the public to see its civic members at their best. I therefore request that "chains of office" gowns or other distinct attire be worn on this occasion. It is my sincere hope that your schedule and interest will permit you to attend as part of our annual observance of your work on behalf of the citizens of Elgin County and the city of St. Thomas. I would appreciate confirmation of your attendance. There will be a small reception following the service. Sincerely, The Rev. Canon Nick Wells Chaplain, Old St. Thomas Anglican Church The Rev, 10, Nicky; Welts, Cha,;)1a0i Q 40 h4ftchell Street, tj Thomas, Orgaho 145k"I 2T (5,19) 615 622-6 1 gweft'I savvy ;4�va ST. THOMAS - ELGIN SOCIAL SERVICES 423 Talbot Street St. Thomas, Ontario NSP 1C1 �V n �° i�(v�r fru t a d wihllu vd, Report No. SESS-01-18 COUN REPORT TO ELGIN COUNTY COUNCIL FROM: Elizabeth Sebestyen, Director St. Thomas -Elgin Social Services MEETING DATE: June 12, 2018 SUBJECT: Ontario Works 2017 Year in Review Recommendation: THAT: Council receives Report SESS-01-18 of the Director of St. Thomas -Elgin Social Services related to the 2017 Ontario Works Year in Review. Report: This report was prepared by Kim Verkuil, Ontario Works Program Manager. The St. Thomas Consolidated Municipal Service Manager is the Service Delivery Agent for the Ontario Works program in the City of St. Thomas and the County of Elgin. The St. Thomas — Elgin Social Services (STESS) office is responsible for the provision of basic financial and employment support assistance to individuals and families. The Ontario Works division is one of three program divisions in the Ontario Works Department along with the Children's Services division and the Social Housing Services division. This report will provide a current synopsis of the Ontario Works division and an update on Social Assistance Modernization. Of a total Department budget of $37,222,060 in 2017, the Ontario Works division's actual gross costs were $17,254,586. The largest portion of the budget was spent on basic financial assistance, providing assistance for food and shelter to St. Thomas and Elgin residents. Municipal costs for social services are shared between the City and the County in accordance with a cost-sharing agreement dated January 1, 2014. The bulk of funding revenue in the Ontario Works division comes from the Province. Of the municipal portion of total costs, the County/City apportionment is determined by the addresses of recipients receiving Ontario Works assistance. In 2017, 28% of Ontario Works recipients resided in the County, and 72% lived in the City. In 2017, the County's total municipal cost-sharing portion, including administrative costs, was $576,297. The graph below illustrates the allocation of $17,254,586 in gross program costs. 12 1 In addition to basic financial funds, recipients of Ontario Works can qualify for mandatory and discretionary benefits as well as employment support funds. Mandatory benefits can include travel and transportation for medical appointments, diabetic supplies, health related benefits such as vision care for children, and full time employment benefits. The mandatory benefits amount increased in 2017 due to an MCSS mandated increase to the per kilometre rate for medical travel and transportation benefits. M II edicalTravel and Transpertatlen IM Employment Beinefit Ike Diabetic Supples Id Health Related Mandatory Benefits $273,252 I% 13 2 Discretionary benefits include adult dental (including dentures) and adult vision care, funerals for persons in receipt of social assistance, and other health/non-health related items for recipients in receipt of Ontario Works or the Ontario Disability Support Plan, as determined by the OW Administrator. The STESS office recognizes in particular the necessity of dental health for the individuals supported. Nlon Hleal#h 9, r Discretionary Oenefits $552,93O Supports to employment benefits provide assistance to recipients while they are participating in OW program activities. All adult members of an OW benefit unit must participate in employment activities such as work placements, skills training, or educational activities if they are mentally and physically capable to do so. Employment benefits support them in their movement toward self-sufficiency. Caseload 2017 14 3 The graph above illustrates changes in the Ontario Works caseload in 2017. The caseload has decreased over the year. This can be attributed to a healthier economy and the continued business recovery from the implementation of SAMS. The case load has been constant in 2018; it is unknown at this time what the impact of the implementation of the Social Assistance Modernization Strategy will have. The Ministry of Community and Social services (MCSS) Modernization Strategy will be discussed later in the report. Caseload County vs. City In 2017 the allocation of caseload averaged approximately 72% City residents and 28% County residents. 1,400 1,200 1,000 g00 600 400 2.00 a Jan Fo,L Mar Apr May Jun J,J] Aoig Sep Oct Nov DPc The map below illustrates the average caseload distribution across municipalities in 2017. IIIIIIII city uuuu Cnunty 15 4 As can be seen in the graph below, the average monthly caseload has declined steadily since reaching a peak in 2014. 1800 1 fa2VR) 1i70.7t) MPO 1 LSw;V✓O RN) 600 *7tiV41 P.O Caseload by Year ME 0 .r¢xv TOUS Mw) 2 0 AlII kill? `(313 /0111 701.11 A)9.G 2017 Understanding Benefit Unit Composition A benefit unit in receipt of Ontario Works can be a single person, a single person with children, a couple or a couple with children. In December 2017 the STESS Ontario Works program had 1532 benefit units in receipt of assistance. Of the 1532, 924 benefit units were single persons, 491 were single persons with children (sole support), 38 were couples, and 79 were couples with children. Single persons continue to be the largest group requiring assistance. This poses significant challenges finding affordable housing options for single -income clients, and stable housing is paramount to establishing self- sufficiency. Benefit Unit Composition IIIA(((( Single Persons IIIA(((( Single (parent faimily III[ Couples IIIA(((( Couples with children 16 5 MCSS Social Assistance Modernization Strategy Social Assistance Modernization is part of the Ontario government's commitment to make services more modern, client -focused, digitally available and efficient. The vision for this project is to develop a "modern, responsive, efficient, cost — effective and sustainable service delivery system that is client centered and supports integration across programs." In June 2017 MCSS introduced a five year roadmap for the modernization of the Ontario Works program; this roadmap details the Social Assistance Modernization Strategy. (Roadmap is attached to the report) The Strategy identifies five key areas for change that will have an impact on the future delivery of Ontario Works: • Intake • Client Communications • Digital Tools and Processes • Payment Administration • Benefits Delivery MCSS considers the modernization of social assistance to be foundational for its other priorities and initiatives such as Human Services Integration, the Poverty Reduction Strategy and Income Security Reform. The plan also aligns with other key government initiatives and concerns such as Benefits Transformation, the Government Digital Strategy and enhanced Service Ontario service. The Strategy will move income support away from a complex, rules—based system with an enforcement focus that sometimes seems punitive to a more holistic, supportive approach with a risk-based paradigm to ensure program integrity. This represents a major shift in approach. Intake Intake is the application process for accessing social assistance. The first change for Intake was implemented in July 2017 with an extended re-application period from 30 days to 6 months. The change was based on a pilot undertaken at the Toronto Ontario Works offices which saw that 90% of all re - applications had no change in eligibility criteria. The change is expected to make it easier and faster for someone to obtain the income support they need while also providing more consistent case management. The next phase for Intake modernization is risk-based intake where eligibility will be verified based on individual risk (2018-2019), followed by risk-based digitally verified granting (2019- 2020), where digital verification (i.e. using sign -in partner financial institutions to access MyAccount through the Canada Revenue Agency) will enable timely and more convenient income support to the financially vulnerable in St. Thomas — Elgin. Client Communications A key principle of the modernization strategy is to improve client communications by providing self- service options that will be more accessible and convenient. As clients are better able to access information, general inquiries and unscheduled visits to local offices should decline and therefore ease administrative burdens. The first phase of modernization for communication is a Social Assistance Contact Centre operated by Service Ontario where implementation will begin with ODSP followed by Ontario Works in 2019-2020. The expectation is this will provide more hours of service to clients outside normal work hours as well as provide online chat communication options. Ministry staff have emphasized that the strategy will introduce new channels and improve existing ones, but they will not be removing previous communication options so that services remain accessible for clients without reliable internet (i.e. in rural communities) and for clients who are not comfortable with mobile and digital services. 17 6 Digital Tools and Processes A mobile self -serve option for clients to access their file information and report changes is currently being tested with both OW and ODSP clients. The mobile solution will be called "MyBenefits" and will initially support social assistance programs, but is expected to be extended to include other benefit programs. MCSS is currently working on an electronic document management system with initial prototypes being trialled through ODSP offices. There are three pilots running in Kingston, Toronto and Barrie ODSP offices. Electronic document management is expected to be implemented for Ontario Works in 2019- 2020. Payment Administration The first phase of modernization for payments has already been implemented with cheques being replaced by Reloadable Payment Cards for ODSP clients. ODSP clients who do not have access to direct deposit are now able to have their monthly entitlement automatically loaded on a payment card so they no longer have to pay cheque cashing fees. There will be phased implementation of the Reloadable Payment Cards across Ontario Works offices in 2018 — 2019. Third party Direct Bank Deposit (DBD) is currently being tested by 5 vendors in the province with a roll out to other vendors later this year. This will produce cost savings by reducing the need for paper cheques and statements. The vendors will receive and electronic statement with the payment details. Benefits Delivery The Ministry of Finance is currently conducting a Benefits Transformation project and benefits issued by MCSS account for 75% of all Ontario benefits issued; therefore, benefits delivery is a major part of the modernization plan. The first two phases for benefits modernization were implemented in 2016-2017. Paper drug cards were phased out and all social assistance recipients are now able to access needed prescriptions by presenting their Ontario health card. This reduced the administrative workload at local offices, as well as improved service for clients. As paperless drug cards were implemented, MCSS also established the Social Assistance Verification (SAV) Helpline. The SAV Helpline is operated by Service Ontario agents and enables pharmacists and optometrists to verify clients' social assistance eligibility. In the next few months an online portal will be available for service providers including pharmacists, optometrists and community physiotherapy clinics who will have access to real time information, reducing wait times for services. Conclusion: It is important to note that many of the basic tenets of the modernization strategy are already foundationally present within the Social Services office. These include a focus on customer service, increasing digital access, continual process improvements to realize administrative efficiencies, more high -impact client activities through effective case management and greater integration of services. STESS has and continues to strive to provide effective and efficient supports and assistance to members of our community and is working in partnership with other agencies and support services, in and across the St. Thomas and Elgin County community, to address the challenges faced by the population serviced. Respectfully submitted by Eliz th S estyen Director, St. Thomas -Elgin Social Services 18 ST. THOMAS - ELGIN SOCIAL SERVICES 423 Talbot Street St. Thomas, Ontario NSP 1C1 �V n �° i�(v�r fru t a d wihllu vd, Report No. SESS-02-18 COUN REPORT TO ELGIN COUNTY COUNCIL FROM: Elizabeth Sebestyen, Director St. Thomas -Elgin Social Services MEETING DATE: June 12, 2018 SUBJECT: Children's Services 2017 Year in Review Recommendation: THAT: Council receives Report SESS-02-18 of the Director of St. Thomas -Elgin Social Services related to the 2017 Children's Services Year in Review. Report: This report was prepared by Irma Pedersen, Supervisor of Children's Services. St. Thomas -Elgin Social Services, Children's Services division, is responsible for planning and managing processes associated with provincial initiatives and funding for an integrated and coordinated early learning and child care system in St. Thomas and Elgin County. Of a total Department budget of $37,222,060 in 2017, the Children's Services division's actual gross costs were $8,310,134. The largest portion of the budget (61%) was spent on fee subsidies for child care services and General Operating Grants for children's services providers. Municipal costs for social services are shared between the City and the County in accordance with a cost-sharing agreement dated January 1, 2014. The bulk of funding revenue in the Children's Services division comes from the Province. Of the municipal portion of total costs, the County/City apportionment is determined in two ways — for fee subsidies, cost-sharing is based on the address of families, and for service provider operating grants, cost-sharing is based on the physical location of the child care centre/service. In 2017, the net County cost share was 22% of total municipal costs. In 2017, the County's total municipal cost-sharing portion for Children's Services, including administrative costs, was $238,026. Program review: The transitioning of Children's Services to meet new legislation and guidelines continued in 2017, including the collaborative transformation of the Ontario Early Years programs. Following a community needs assessment that involved the engagement of a wide range of stakeholders, including parents/caregivers, children, service providers, school boards, current child and family program providers, and other community partners, the initial plan for Ontario Early Years Child and Family Centres (EarlyON) was submitted to the Ministry of Education in August 2017. 19 1 The Initial Plan proposed that EarlyON be delivered by a lead provider and service the community through multiple mechanisms including main sites in St. Thomas (5 sites), Rodney, Aylmer and Belmont, and Satellite and Mobile/Outreach Sites throughout St. Thomas and the county. Community Living Elgin was funded to continue service delivery during the transition period of January 1 — June 30, 2018. Through a request for proposal process, Community Living Elgin was selected to deliver the EarlyON program. Phase 2 of the Child Care and Early Years Act came into effect January 1, 2017 and supports the Ministry of Education's commitment to high quality child care that is affordable, accessible, and responsive to families and sets forth new initiatives and areas of responsibilities in Children's Services. These include increasing accessibility for all families and expansion of child care spaces in schools, home care, and center based programs, new regulations for authorized recreation programs serving younger children, funding thresholds for the for-profit child care programs. It is anticipated that there will be Ministry direction on enhanced accountability and quality measures in 2018. Children and families served in St. Thomas — Elgin The number of child care spaces throughout the county increased in 2017. There were 36 child care programs with 2,218 licensed child care spaces, an increase of 157 spaces from 2016. The additional spaces were created in home care, centre based, and before and after school programs. Licensed II it Care Spaces Ilby Age Group 964 509 464 94 187 VnPan1. Toddler Preschool 1K/SIK Schoolaged 1111111111 201.3 1111111111 201.4 11111 201.5 111111111111201.6 111111 201.7 Special needs resourcing supports the inclusion of children with special needs in licensed child care settings, including home care, non -school day programs, and authorized recreation programs at no additional cost to families. In 2017, 12,194 hours of support were provided to ensure inclusion in the child care program through the special needs service provider, All-Kids-Belong-Merrymount. There were 470 Resource Consultant visits and an average of 67 children were served each month. Child Care and Fee Subsidy Child care plays a key role in helping to promote healthy child development and helping children to reach their full potential. It is an essential support for many parents, helping them to balance the demands of career and family while participating in the workforce or pursuing education or training. Fee subsidy for eligible families is subject to the availability of subsidy funds within the budget and space availability within a child care program. In 2017, the Children's Services division supported 651 families and 898 children through fee subsidies. This represents a decrease in the number of children served through fee subsidy from the previous year. The greatest decrease was noted in the number of infants served, and an increase was noted in the number of children served in the before and after program. Quarterly meetings continued with child care operators to promote open and transparent communications between the Children's Division and child care operators. The meetings are 20 2 opportunities to share information, discuss growth and expansion issues, staff recruitment pressures, fees, increased cost of living expenses and the impact on the general operating grants, legislation, and policy updates. Through the community needs assessment, the Low -German speaking population of east Elgin was identified as a group for targeted outreach, as many from this community are not currently accessing available programs and services. Service providers in Oxford County and Norfolk County also identified this community as a target population, and a Tri -County initiative was launched with the goals of better understanding the gaps in programs and services that exist for Low -German Mennonite children and families, and the barriers and facilitators to program and service delivery and access of programs by this community. STESS has provided funding for this initiative, which is anticipated to conclude in late 2018. This initiative is anticipated to support better services for this community as well as inform applications for other funding opportunities. Support for professional learning opportunities for the child care and early learning community was provided through capacity funding received from the province in 2017. The Elgin Professional Learning Committee (EPLC) and the larger STRIVE Quality Initiatives Committee for jointly delivered learning opportunities and worked towards ongoing professional learning activities for educators, staff and others working with children and families in a variety settings in the early learning programs. Obiectives for 2018 Work on a five-year service system plan, mandated by the Child Care and Early Years Act, 2014, and to be approved by Council and submitted to the Ministry of Education on June 30, 2019, will be undertaken in 2018. The plan will assess community needs and provide a local plan and strategic direction for the child care and early years system for 2019-2023. Implementation of online fee subsidy application, integrated with the online child care registration process, will be completed in 2018. The planning and implementation of two capital expansion projects continues in 2018, with builds of new Child Care and Child and Family Centres at Aldborough Public School (TVDSB) in Rodney and at Assumption Catholic School (LCDSB) in Aylmer. Both sites are anticipated to open in 2019 and will expand the existing child care system to include an additional 89 licensed child care spaces. Staff continue to ensure families have access to high quality child care by participating in joint submissions with school boards. Staff intends to review the general operating grant allocation formula related to provincial funding that supports licensed child care programs. Operating grants are intended to provide stability for child care programs; operators are required to maintain a reasonable fee level and increase staff wages appropriately. General operating funding may be used to support expansion of licensed centers and home-based child care spaces. The 2018 Ministry of Education funding allocations were announced recently. St. Thomas -Elgin's 2018 allocation for children services is $ 9,549,457. Respectfully submitted by Elizab Seb tyen, Director, St. Thomas -Elgin Social Services 21 3 Agenda 1) Project Overview 2) Project Update 3) Broadband Development Fund ("BDF") 4) Membership '!!WChippewas of NawasUnceded Bea�so a NMI Firsh t Nation First Nati0j, 4—w— Coverage Area C)bI - Nati= f Saugeen * 3.5 million people * 350 communities * 14 First Nations * 45,000 km2 * 25% of Ontario's population * 10% of Canada's population ME First Nation Community 2� SWIFT Municipal Partners Chippewas of Kettle and Stony Point First Nation -a Aamjiwnaang First Nation Bkejwanong Walpole Island First Nation of r -T veil Nation W11 Public Oversight - SWIFT Board Gerry Marshall (Simcoe County Warden), Chair Mitch Twolan (Bruce County Councillor) Randy Hope (Chatham -Kent Mayor) George Bridge (Wellington County Councillor) Jim Maudsley (Middlesex County Councillor) Roger Watt (Huron County Councillor) Bev MacDougal (Lambton County Councillor), Vice Chair David Mayberry (Oxford County Warden) April Jeffs (Niagara Region Council member) Allan Thompson (Town of Caledon Mayor) Stephen Young - (TVDSB IT Manager, retired), Secretary MaryLynn West-Moynes (President Georgian College), Treasurer Bob Campbell (CEO Connecting Windsor Essex) Brent Royce (OFA board member) Chief Denise Stonefish (Delaware Nation - Moravian of the Thames) On leave for 2018 provincial election 10 Elected Officials 5 Other Members Even cows wear Fitbits now Current Situation • Underserved rural and remote communities • Unequal access to digital services • Different levels of government working in silos • Lack of broadband = barrier to innovation • No market choice and long term contracts • No incentives for service providers to change -hese fads -same as'n =3 - very -'---e has changed How is SWIFT Funded? Municipal contribution pledged to date as of May 10, 2018: $17,018,735 Capital Partners • 20 capital partners • 15 WOWC members, Caledon, Niagara, Waterloo, Orillia & Windsor have committed capital • Other cities being approached (Barrie, London, St. Marys, etc.) • Over $17M from partners to date • $18 - $20M target Phase 1 - 2016-2022 NetCo - Core and Aggregation Netm Optical Transport Network - Backbc Core Network Backbone Aggregation to Core Fibre Aggregation Points of Presence (PC @3 Core POPs OpCo - Access Networks Access to Aggregation Fibre 0 Access POPs Funding scalable fibre to enable better broadband M SWIFT SWIFT is... • Built, owned & operated by service proviaers •Supported &governed by Aggregated Demand Model • Over 2,300 member locations • Broad coalition of public sector organizations working together to achieve 1 goal SWIFT Members Consortiums (includes Municipalities, Counties, and School Boards) • CKLAG (Chatham -Kent Lambton Administrators Group) • Connecting Windsor Essex • LARG*net • Niagara CIO Consortium • SCAN (Simcoe County Access Network) • W REPnet Counties/Municipalities • Grey County • Wellington County (& Lower Tier Municipalities) • Dufferin County (& Lower Tier Municipalities) • County of Oxford (& Lower Tier Municipalities) • Bruce County (& Lower Tier Municipalities) • City of Barrie • City of Orillia * Subset of whole list First Nation Communities • Beausoleil First Nation • Chippewas of Kettle and Stony Point • Saugeen First Nation • Six Nations of the Grand River • Delaware Nation - Moravian of the Thames Private Sector / Other • Ag Reliant Genetics Inc./Prime Seeds • Ascent LLP • Beyond Air Networks • Bruce Power • FTC Data • Grey Bruce Health Services • Intermarket Real Estate Group • Lone Canoe • Ontario Federation of Agriculture Fact -based Decision Making Regional & Rural. R2BI::�'B • Partnership with University of Guelph's Regional & Rural Broadband Project (R2B2)- _ _ _ e _- _- _ _ _ • Mapping broadband coverage & baseline metrics • Analysing current & future services, usage & economic/ social implications • Overlaying GIS, StatsCan data, municipal datasets • Surveys used to inform, build & evaluate the SWIFT S W I F T Network - - - -.s -iftn t E r�€ s r 3 Main Data Sets Community Existing Fibre 0 Existing POPS SWIFT Network New Build SWIFT Funded POPS Points of Interconnect Private Sector Fibre Diffusion Phase 1 2016-2021 (SCF Funded) SWIFT is Future Proof - BDF • Broadband Development Fund (BDF) • SWIFT will collect a small residual from revenues of funded providers when network is operational • Residual will accumulate in the BDF •Accumulated residual will be used to continue to build infrastructure & leverage future funding programs Community Existing Fibre 0 Existing POPS SWIFT Network New Build SWIFT Funded POPS Points of Interconnect Private Sector Fibre Diffusion The SWIFT Effect Over Time Procurement Status • RFPQ Complete • 28 providers selected as VOR • Data collected from providers • Portal for select regional staff • Released NetCo RFP - Jan 3rd • NetCo bidders selected from VORs • Member consultations well underway • Currently 94 members with 2270 projected sites • OpCo RFP to be released after NetCo RFP �n W 28 Pre -Qualified Companies (N: , Qualified) North Frontenac Telephone Bell C nad Execulink Telecom Inc. Company, Elgin Corp. BH Telecom Corp. Fengate Capital Management, Rogers Cup 3� m a niC = ions Canada Ltd. Bluewater Regional Networks Inc. Frontline 360 Inc. Silo Wireless Inc. Brant Municipal Enterprises Inc. GB TEL Incorporated TeraGo Networks Inc. Brooke Telecom Co-operative Ltd. HCE Telecom The North Frontenac Telephone Company Corp. Bruce Telecom - o �_) e - e ec o m sic- Vianet Inc. CK Open Fibre Inc. Lakeland Energy Ltd. Cogeco Connexion Inc. Macquarie Capital Development Canada Limited Distributel Communications Limited Nexicom Inc. Eastlink c cpc Rea ona B-oadband - o— L— --ed Xplornet Communications Inc. Zayo Group LLC Ways to Help • Fill in the Survey • os _gin _WO-K.c a Is, %-e • Provide Site Data • Do you have broadband plans • Provide current monthly fees for broadband • What broadband services are in place today W I FT Next Steps • Complete NetCo procurement • Execute NetCo Agreement • Criteria for OpCo RFPs • Survey information • Partner data • Coverage areas defined • OpCo TSP feedback • Member feedback • Finalize areas �n W, ��N Y�aE 2018 1/3/2018 NetCo RFP 1/3/2018 Project Timing Kiatrn Rr-D rinco OpCo Planning & Consultations Today NetCo Construction 1/1/2019 �....wwow..-,111 7/25/2019 OpCo OpCo RFPs 3/10/2019 10/31/2019 OpCo Evaluation 2019 5/1/2019 12/31/2019 OpCo Construction WIFT Become a SWIFT Member Our current members include, municipalities, schools and school boards, colleges, universities, hospitals and health care organizations, First Nations and private businesses. 1 $250 2-10 $500 10-25 $1,000 25-50 $1,500 50-100 $2,000 100+ $2,500 Capital Partners and Membership • Fees support SWIFT operational costs • Capital partners are also members • Similar to AMO and MISA membership • Annual membership fee to belong to organization • Capital contribution is towards the "project" of building the network iiiiiiiiiiiiii 111111 11 lip-Rllllllllll lliiiiiiiiiii iiiiiii ll��� Assessment Base Management Par.. 2: Impementing ABM in Your Community MIUNICIPA. PRDF�-RTY ASSESS E C PORATIONI (iff-h'o �pa �c -C:T VALUATMIN FONCIERE MES MUNICIPAUTES 55 Management- pracLices 'IS L roll MIS complete, traceable, 56 • Guiding Principles have been developed to define the spirit and intent of the ABM model • All parties (municipality and MPAC) have a role to play in: 58 }PAC Municipalities may choose to participate in ABM at three different levels: • Monitoring only (non -participatory) • Moderate participation; desire to comply or contribute where possible/interested • Full participation; willing and able to engage in all aspects of the assessment and/or appeal processes 59 A comprehensive ABM program includes a range of assessment projects and initiatives that fall within three primary categories: Maintenance Two-way sharing of information to enhance overall fitness of the assessment roll (accurate, complete, current) Mitigation Targeted involvement and mitigation to preserve the assessment base and/or plan for assessment at risk Management Active management to understand assessment changes and develop positions on key taxation objectives Approaches will vary by jurisdiction in response to assessment base demographics and municipal culture passive ` 4 active 60 MPAC maximizes the use of information from municipalities and other information sources to ensure quality data and accurate assessments Municipal Finance, Economic Development, Planning and Administration staff have the opportunity to share information that informs the valuation/assessment of property, such as: 61 }PAC Mitigation activities are designed to protect the tax base, manage risk and preserve revenue, while ensuring that no taxpayer is denied the right to seek relief and that any reductions through appeals and tax rebates are fair and equitable • Assessment Appeal Review • Assessment Appeal Participation RfR Reviews • Tax Application Review Targeted Collaboration • Advanced Disclosure/Pre-roll Legislative Changes Consultations • Early Resolution Activities 62 }PAC Understanding Property Taxation • Property tax is a major revenue source for municipalities, and all parties need to understand that changes can influence the overall health of a community, whether tied to assessment or tax burden Understanding Tax Shifts • Keeping CVA current means that tax shifting is the norm, not the exception Understanding the Change • Municipalities need to understand change and develop positions on key tax objectives Understanding Tax Tools • There are many legislated tools available to help manage tax shifts and changes to the assessment base 63 }PAC Upper and Single -tier municipalities: Responsible for making budget, revenue and tax policy decisions that will shape the local property tax landscape. Municipal & Stakeholder Relations Raise awareness and assist municipalities in understanding potential assessment shifts r7 I ollection Assist municipalities and property owners and/or their representatives to shape property tax outcomes The new municipal experience, including MPAC's SLA and Connect 2.0, will strongly support ABM Finalize Policy Options Set Capping Rate and Parameters Levy Setting IN • Timely, electronic building permit submissions & status updates Supp/Omitted assessment within one year of occupancy • Encourages complete, consistent & compliant treatment of tax application process • Timely review and response Review Value & Tax Classification of municipally owned, exempt and PIL properties • Work together to define and address Council priority/development projects • Improves Council and media relations • Utilize available tools to review the relationship between assessed value & sale price Review Assessment Roll Quality Report provided by the QSC • Monitor appeals & RfRs to mitigate risk; set up contingencies; budget forecasting; identify properties of interest • Understand new ARB framework, and protect municipal interest 66 }PAC A growing number of municipalities are becoming involved in ABM practices and/or expressing interest in ABM • An ABM program must be tailored to each municipality's unique structure, priorities and needs: — upper/lower/single-tier — staff complement, experience and expertise — local industry drivers — desired level of participation, etc. • Adopting an ABM program ensures there are objective standards, fair and equitable treatment and protects both staff and Council from criticism • An ABM program should be endorsed by Council 67 • Enlisting the appropriate level of expertise is critical to a successful Assessment Base Management program. • Municipalities may undertake their activities using any combination of internal or external experts and resources. • Two-way information sharing between all participants leads to foresight, insight and informed decisions. • Municipalities must be committed to the process and execute their responsibilities within the program. • Define level of participation in the process, and criteria based on priority projects and initiatives. .R • Resources should be strategically allocated where the return on investment is greatest. Selection criteria may include: • Certain tax classes or property codes only • Properties with a Current Value Assessment above a set threshold • Properties where a tax agent or property management group is involved • Multiple years under appeal • Outcome has the potential to set precedent • Key elements of an ABM Program will be selected based on unique economic, political, demographic and administrative considerations of the community. .• MPAC offers municipalities a host of information to increase awareness about assessment changes, growth and high risk appeals, including: • Municipal Summary Reports • AboutMyPrope rty.ca — Market Trend Maps • Municipal Change Profile Reports and Dataset • Municipal Connect 2.0 • On-line Property Tax Analysis (OPTA) 72 you Ongoing Pevi,2v-j of Key Pmps--y Ssmorss- m -2-M RpAuesms IV Recopddei-atnr ard Appealls 75 8 U S N E S S Market London 76 }PAC s ivpicAl FMR aa.t Typical Noll ROCO'.- r ie 7 sit`% Typical CaPitaitzation Rate 7,00% a rt }PAC - -3 cB I a.,,s $7 T, ,. ... �..,.� ., m. .�'�' o<YwyR�� Mn�lr€r.wllf yl• �� -. - - 1--t—i MrM Ralr� rai wFi1C7`ir 1 B. -A.... W _' - 5675 Irma .•,r'. -'.i.11111 +r. s a r.,41 p.�l #' li=�#I. _,= ILfi� `. •.11 is .- 9��tNi n�9�r n•a.�r.FM1 r.9unr�i¢�liEy- 2 jc:L— i 5O d5 ii.g-afalirnfir-ll�€}a •,I1'{ 5�_ iHlSla,.z7 1 ?S,rlrr.±? -9 •-J'. :2L5educ,:--=s AILIO-sU15 77 m Conned,_ -i-i MUNICIPAL TMand f m gym m� UU Wo-mativon NNECT Home Page/Dashboard Analytics municipality's roll, presented for this assessment MProperty Monitoring Municipality's portfolio, sorted by weighted Property Search - Appeals for Request for Reconsideration Dashboard Reports C) Help 78 }PAC Methodmogy G--,.------aes and Property Profile Reports 2016 - August �\ \c ` _ MPAC's 2016 assessed value of your property is UM667,008 RQl I R..b- mss, N.,€ams 4 t-IWZ.,.1,arAJas-ti tem.. Les pd- i P14- 156Z'J-=N FF ,T L.s 27C:= --.8 _2=��'rZ FA,IA. 82: Z'=,"z �l=._85 P+P— - ion M.a=i�i�itftssal..ruin�AudMvi€v. ;`i.:£F.:� .071 lYy� S�ti� a•�IaW Su�'tay Scntice yr�sxati� �. kYate€ Sfarice L � .. Ixsesa Ye€ Rom -i c— rv>xs.. LaI sE Sale Paracent LatesE Sale ©,� EiL CIN ND pert -M:A� Prop-ert P =fes. ASSESSMENT ASSESSMENT METHODOLOGY GUIDE PL;NTISINONTARIO' 2016 BASE YEAR 79 (D PAC Q '1 ASSESSMENT METHODOLOGY GUIDE PL;NTISINONTARIO' 2016 BASE YEAR 79 (D PAC wwoo r Review SUM24317 Muse CVA PMdmg Rewtew 80 InductrW CIGSed Appeal Status Appeal Type Phase CVA Pending Appeal Open 40-(4940 Residential IndusL-W 400 Sorms Ologn AppQafis 2016 Appeals S 2 . i 1- 1, - 5 7 7 -0,17S.mo SS7. 92,23 Q2 ' -K& -146% 2014 a.-34 15 2.1 SE 47-1&7 'r2 Ell, 50 % 20-62.26941F S '1 2019- -.u4,_., _�-. �_7 95-81,UDO 044% 21.559,08,1 �'� 94_.::_ 44.,� 201 39 --P- 4K,.DDD 1,02 . % 3:52 174 3-19 !.7t:, :I-. I TOTAL 45.177 55 11.043,3011800 384524.000 035 % 101591.3004757, 36971.245 035 % 18 Appeal Status Appeal Type Phase CVA Pending Appeal Open 40-(4940 Residential IndusL-W 400 Sorms Ologn AppQafis 2016 Advanced Disclosure 2016 Assessment Update Assessment Roll predictability & slability a Engaged Stakeholders Satisfaction id confid r QMG -,Mow Consistent and No surprises accurate Values MPAC's COMMITMENT TO YOU MPAC's advanced disclosure activities include three levels of information that are being shared with taxpayers, municipalities and other stakeholders V- 2 E -IN Methodology Guides These comprehensive guides explain assessment methodology. Our assessors are trained experts in the field of valuation and apply appraisal industry standards and best practices. GOur Analytics Market Valuation Reports These comprehensive reports explain how assessment methodology is applied to value properties, at the sector level, for the 2016 Assessment Update. E .7 N,01'01, Your Property PA' Property Specific Valuation Information Detailed information is provided for over 5 million properties in Ontario, including 600,000+ farm and business properties. iiiii�,�rE:��e m V ®®® \� OR ,4 n 1 ous� \y pans ha ne in ho n ■ • Canadians living with dementia will rise 66% over the next 15 years Canadian Medical Association - 2016 • Canadians living with dementia will rise 66% over the next 15 years • By 2041, seniors will have the highest rate of mental illness in the country. Canadian Medical Association - 2016 • Canadians living with dementia will rise 66% over the next 15 years • By 2041, seniors will have the highest rate of mental illness in the country. • Nearly 3 in 10 Canadians are family caregivers. Canadian Medical Association - 2016 • Canadians living with dementia will rise 66% over the next 15 years • By 2041, seniors will have the highest rate of mental illness in the country. • Nearly 3 in 10 Canadians are family caregivers. • The number of seniors expected to need help or care will double in the next 30 years Canadian Medical Association - 2016 Shirley Biro My VON Story • Largest VON site • Founded in 1906 , lr-� =�- N'— (AN1 Lam —LONA • Serves the counties of Middlesex, Elgin and includes the City of London • Over 900 staff & 1,271 volunteers • Administers over 50 programs ✓ $100 will provide 13 nutritious Meals on Wheels deliveries to clients in need. ✓ $500 will provide 30 one hour Home Help visits to clients in need. (light housekeeping, laundry, shopping, cooking) ✓ $1,000 could provide 10 full days (Mon -Fri) of VON Adult Day programming for seniors or adults with disabilities. -o'A minimum of 1-1.5 hrs of your time per week; can ensure nutrition needs are met for 5-12 community members who rely on the delivery of hot Meals on Wheels to their doorstep. ✓ You can help improve the physical and mental well being of others by giving one hour of your time each week as a SMART Exercise and Falls Prevention Instructor. (Seniors Maintaining Active Roles Together includes exercise tailored to a client's abilities and mobility) Meals on Wheels • 289 Clients served • 24.585 Meals delivered • 133 Volunteers providing service Elgin Fiscal 2017-18 Transportation: • 364 Clients served • 10,770 rides provided • 49 Active Volunteers • 4.756 Volunteer hours Elgin Fiscal 2017-18 Vial of Life • 857 units Blood Pressure • 759 units SMART Exercise & Falls Prevention • 56.594 classes attended Great Community Run, Walk'n'Roll Sunday, June 24th - Lions Park Mt. Brydges wheelchair & stroller friendly routes -2 km & 5 km options or SMART exercise class accessible park trails Family friendly activities - Free Participant T -Shirt, BBQ Picnic & draw prizes! rjns-I III , ^\ \ oo, :. , ] [ REPORTS OF COUNCIL AND STAFF June 12, 2018 Staff Reports —(ATTACHED) General Manager of Economic Development — SWIFT Membership Manager of Planning — Elgin County Official Plan Five (5) Year Review— Natural Heritage Study Director of Engineering Services — Port Bruce Bridge Update Director of Engineering Services — Contract Award — Port Bruce Temporary Panel Bridge Installation Contract No. 6290-18-05 Chief Administrative Officer — Terrace Lodge Redevelopment Update (deferred from May 22, 2018 Council) Chief Administrative Officer— Municipal Election 2018 Delegation of Powers during "Lame Duck" Council 99 ',JREPORT TO COUNTY COUNCIL FROM: Alan Smith, General Manager of Economic Development DATE: May 31, 2018 SUBJECT: SWIFT Membership INTRODUCTION: At its meeting held on September 6, 2018, Elgin County Council approved the execution of the updated Capital Funding Agreement with the Southwestern Integrated Fibre Technology Inc. (SWIFT), noting Elgin's portion of the initial costs of Phase 1 of the Network project being $527,793.00. This amount however does not include Elgin County and its municipal partners committing their sites to the SWIFT network. In other words, to be part of the SWIFT procurement process requires payment of an annual SWIFT membership fee. DISCUSSION: By contributing $527,793.00, Elgin County, with 14 other Western Ontario Wardens Caucus (WOWC) members, along with Caledon, Niagara, Waterloo, Orillia and Windsor, became a capital partner in the SWIFT network. Other potential capital partners include the cities of Guelph, Barrie, and London. However, being a capital partner does not mean that those contributing substantial funds, like Elgin County, are members of the SWIFT network. According to SWIFT, it is integral to the success of the network to have as large a membership base as possible. SWIFT is intent on creating a membership base that is comprised of the broader public sector: Municipal, Utilities, Schools and Hospitals (MUSH); private enterprise; and First Nations. Given that Elgin County is a SWIFT municipal capital partner, Elgin's lower tier communities can join as members to receive the full benefits of SWIFT's approach to building "broadband for everyone". Becoming a member means committing one's municipal sites to SWIFT's procurement process. The greater the public sector influence there is, SWIFT maintains this will benefit members in securing better rates and services; increased connectivity for one's municipality, residents, farms and businesses; and will provide consumer advocacy and technical expertise for members (for more details on becoming a SWIFT member, and benefits of membership, please refer to Appendix 1). SWIFT intends to issue Access RFPs for the buildout of the SWIFT Network sometime in 2019. The RFPs will include naming all SWIFT members as participants and identifying each SWIFT member sites that need connectivity, including details of the member sites (locations, technical requirements etc.). By including SWIFT members in the RFP, the MUSH sector will aggregate the demand of all sites collectively. 100 Table 1 contains the number of sites Elgin's municipal partners would commit to SWIFT's procurement process. It must be noted that Elgin County sites and Central Elgin sites are shown as a combined number; as the County provides procurement services on behalf of Central Elgin. Table 1 Elgin County Membership # of Sites Individual Member Rate Group Rate Elgin County/Central Elgin 23 $1,000.00 $ 800.00 Municipality of Bayham 6 $ 500.00 $ 400.00 Township of Malahide 22 $1,000.00 $ 800.00 Town of Aylmer 1 $ 250.00 $ 200.00 Township of Southwold 4 $ 500.00 $ 400.00 Municipality of Dutton Dunwich 11 $1,000.00 $ 800.00 Township of West Elgin 14 $1,000.00 $ 800.00 Total 70 $5,250.00 $3,400.00 In order to obtain a 20% reduction in yearly membership costs, Elgin County and its municipal partners can purchase their memberships as a group. This rate results in an overall cost savings of $1,850.00. The annual $3,400.00 membership rate will increase over time; by how much is yet to be determined. To date the majority of those counties that are now SWIFT members did take advantage of the group rate. Elgin County like the other capital partners is already paying a substantial amount to help build the SWIFT network. Even though there are benefits to being a member of SWIFT as outlined in Appendix 1, given the current financial commitment Elgin County has already made to the SWIFT initiative, further negotiation of the membership fees seems warranted. Moreover, it needs to be acknowledged that reference to membership requirements was not included in the Capital Agreement that Elgin County signed. After discussions with SWIFT management, it is County staff's understanding that membership fees were an assumed consequence of being a capital member. CONCLUSION: If the group rate is selected, Elgin County with its municipal partners would initially pay $3,400.00 per year for SWIFT membership. The fees collected will be contributed towards the administrative costs of the organization. Although SWIFT highlights many benefits of becoming members, given Elgin's investment to date of $527,793.00 could provide Elgin County Council a possible opportunity to negotiate a further reduced rate. Given Elgin County's commitment to WOWC, not becoming members of SWIFT would preclude Elgin for taking advantage of discounted rates and may place the County in a precarious situation with other counties of the SWIFT network that are paid members. Having all SWIFT capital partners being SWIFT members shows a united front to the Telecom Service Providers which strengthens the SWIFT network. 101 RECOMMENDATION: THAT staff negotiate SWIFT membership fees with an upset limit of $3,400.00, as described in the report titled "SWIFT Membership" from the General Manager of Economic Development, dated May 31, 2018. All of which is Respectfully Submitted Alan Smith General Manager of Economic Development 102 Approved for Submission Julie Gonyou Chief Administrative Officer w, rmllllyij J flgin 1 wrae'h 4dWer 1M',r REPORT TO COUNTY COUNCIL bFCr FROM: Steve Evans, Manager of Planning DATE: June 7, 2018 SUBJECT: Elgin County Official Plan Five (5) Year Review — Natural Heritage Study INTRODUCTION: In a previous report to County Council in March of this year the Manager of Planning provided information about updating the County's Official Plan as required by the Planning Act. The Elgin County Official Plan was approved on October 9, 2013 and the document is now approaching the 5 year time frame in which it should be reviewed and updated. A major part of the updating the Official Plan is the establishment of a Natural Heritage System Study. (report attached) DISCUSSION: At the March 13, 2018 session of County Council, a motion was passed as follows: THAT the Council of the Corporation of the County of Elgin agrees to single source the necessary work to be carried out to complete a Natural Heritage System Study; and, THAT an agreement between the County of Elgin and the Upper Thames River Conservation Authority be drafted and brought back before County Council for consideration and approval; and, THAT the cost of the work to be completed will not exceed $60,000.00. The draft agreement with the Upper Thames River Conservation Authority is attached and meets the legal requirements of a "Service Provider" agreement. It is now being submitted for Council's consideration and approval. CONCLUSION: The County of Elgin Official Plan is approaching its five- year review at which time the County agreed to consider the establishment of a Natural Heritage System Study. This study will ensure that Elgin's Official Plan is consistent with the PPS. The Planning Budget includes the funds ($60,000.00) for a Natural Heritage Study and the UTRCA has confirmed that the costs will not exceed this amount. 103 RECOMMENDATION: THAT the Council of the Corporation of the County of Elgin authorizes the Warden and the Chief Administrative Officer to sign a "Service Provider" agreement with the Upper Thames River Conservation Authority to provide the work necessary to complete an Elgin Natural Heritage System Study. All of which is Respectfully Submitted Steve Evans Manager of Planning 104 Approved for Submission Julie Gonyou Chief Administrative Officer gi n REPORT TO COUNTY COUNCIL FROM: Steve Evans, Manager of Planning DATE: March 1, 2018 SUBJECT: Elgin County Official Plan Five (5) Year Review — Natural Heritage Study Single Sourcing Request INTRODUCTION: This report will provide County Council with information about updating the County's Official Plan as required in accordance with Section 26 of the Planning Act. The Elgin County Official Plan was approved on October 9, 2013 and the document is now approaching the 5 year time frame in which it should be reviewed and updated. DISCUSSION: There are a number of policies in the Elgin County Official Plan that need to be updated. One area in particular that needs to be updated is Part D — Natural Heritage, Water and Natural Hazards. Detailed natural heritage data and mapping was not available at the time the Official Plan was being prepared in 2011-2012. The collection of such data would have added significant time and costs to the development of Elgin's first Official Plan. As a result the County agreed to consider the establishment of a Natural Heritage System Study at the time of the next Official Plan Review. The Provincial Policy Statement 2014 (PPS) includes Natural Heritage in Policy 2.1 which states that Natural Heritage Systems shall be identified in Ecoregions 5E, 6E and 7E which includes all of Elgin County. Therefore in order for Elgin to be consistent with the PPS a Natural Heritage System shall be identified. Section D1.2.4 of the Elgin County Official Plan states: It is a policy of this Plan that the establishment of a natural heritage system be considered at the time of the next Official Plan Review. After a Natural Heritage Study is completed the County Official Plan will be amended to implement the recommendations of the study. Natural Heritage policies are found in Section D1.2 of the County's Official Plan where there are several references that indicate that more detailed policies and mapping will be added to the Official Plan on the completion of a Natural Heritage System Study. Such study is required by the PPS and should now be considered. A Natural Heritage Study will take approximately one (1) year to complete so it is important that County Council give consideration to initiating a study as soon as possible in order to meet the general time frame for the Official Plan review. The estimated cost of completing the Study is $60,000.00 which under the County's purchasing policy would require conducting a Request for Proposal (RFP) exercise. 105 Given the scope of the work and the time frame involved in completing the Study it is suggested that County Council give consideration to a policy in the County's purchasing policy that permits single sourcing. The Upper Thames River Conservation Authority has considerable experience in completing Natural Heritage Systems Studies which have been completetd for a number of neighbouring Counties including Oxford, Middlesex and Huron. Section 3.9(6) of the Elgin County Purchasing Policy states the following: Single source means that there is more than one source of supply in the open market, but only one source is recommended due to the predetermined and approved specifications. The procurement may be conducted using a Single Source process if the goods and/or services are available from more than one source, but there are valid and sufficient reasons for selecting one supplier in particular as follows: - It is advantageous to the County to acquire the goods and services directly from another public body or public service body -County Council must approve the award greater than $50,000. The report to County Council must contain detailed rationale supporting the decision. DETAILED RATIONALE 1. The Upper Thames River Conservation Authority (UTRCA) is a public body constituted under the Conservation Authorities Act and operated through an appointed Board of Directors. 2. UTRCA Staff has expertise in Planning, Botany, Biology, Forestry, Fish and Wildlife, Flooding and Erosion Control and will be able to carry out the Study in-house. 3. UTRCA has completed several Natural Heritage System Studies for other Counties including Oxford, Middlesex and Huron 4. UTRCA's studies meet the technical criteria and methods as recommended in the Natural Heritage Reference Manual of the Province of Ontario and are consistent with the Provincial Policy Statement 2014. 5. UTRCA's experience in completing Natural Heritage Studies will expedite the project and result in lower costs to the County of Elgin. CONCLUSION: The County of Elgin Official Plan is approaching its five- year review at which time the County agreed to consider the establishment of a Natural Heritage System Study. This study will ensure that Elgin's Official Plan is consistent with the PPS. Single- sourcing the work to the Upper Thames River Conservation Authority has a number of advantages. The Planning Budget includes the funds ($60,000.00) for a Natural Heritage Study and the UTRCA has confirmed that the costs will not exceed this amount. RECOMMENDATIONS: 106 THAT the Council of the Corporation of the County of Elgin agrees to single source the necessary work to be carried out to complete a Natural Heritage System Study; and THAT an agreement between the County of Elgin and the Upper Thames River Conservation Authority be drafted and brought back before County Council for consideration and approval. That the cost of the work to be completed will not exceed $60,000.00 All of which is Respectfully Submitted Steve Evans Manager of Planning 107 Approved for Submission Julie Gonyou Chief Administrative Officer AGREEMENT THIS AGREEMENT made in duplicate this day of Tup t'; 2018. - BETWEEN - CORPORATION OF THE COUNTY OF ELGIN 450 Sunset Drive, St. Thomas, Ontario N511 5V1 Hereinafter called the "County" (of the first part) -AND— UPPER AND— UPPER THAMES RIVER CONSERVATION AUTHORITY 1424 Clarke Road, London, Ontario N5V 5139 Hereinafter called the "Service Provider" (of the second part) WHEREAS on March 13, 2018, Council of the Corporation of the County of Elgin agreed to single source the necessary work to be carried out to complete a Natural Heritage Systems Study; AND WHEREAS an agreement between the Corporation of the County of Elgin and the Upper Thames River Conservation Authority is to be prepared and brought back before Council of the Corporation of the County of Elgin for consideration and final approval; AND WHEREAS the cost of the work as agreed to will be Sixty Thousand dollars ($60,000.00). AND WHEREAS the County wishes to enter into an agreement with the Service Provider for the services, as more particularly described and attached hereto as Schedule "A" and forming part of this Agreement (the "Services"); NOW THEREFORE THIS AGREEMENT WITNESSETH that, in consideration of the promises and other good and valuable consideration, the sufficiency whereof is acknowledged hereby by the parties, the parties hereto agree with each other as follows: 1. The Service Provider shall provide the Services pursuant to all the terms and specifications set out in Schedule "A". If there should be any conflict between the provisions of this Agreement and the provisions of Schedule "A", the provisions of this Agreement shall prevail. W 2. The term of this Agreement shall commence July 1, 2018 and shall expire on June 30, 2019. 3. If either party, acting reasonably, determines that the other party has failed to perform its obligations pursuant to this Agreement, then such party may terminate this Agreement upon giving at least thirty (30) days' written notice to the other party. 4. The Service Provider shall indemnify and save harmless the County, its elected officials, officers, employees and agents from and against any and all claims of any nature, actions, causes of action, losses, expenses, fines, costs (including legal costs), interest, or damages of every nature and kind whatsoever arising out of the negligence, errors, omissions, fraud or willful misconduct of the Service Provider its officers, employees, agents and sub -consultants, or any of them, attributable to or connected with the performance, non-performance or purported performance of the Service Provider obligations pursuant to this Agreement, except to the extent that same is attributable or caused by the negligence of the County, its officers, employees and agents, or any of them. Further, this indemnity shall survive the expiration or early termination of this Agreement and continue in full force and effect. 5. This Agreement together with its schedule constitutes the entire understanding between the parties. Any change, addition to, or waiver of the terms hereof must be specifically agreed upon, in writing, and signed by both parties. Failure on the part of either party to insist upon the strict observance of any of the terms and/or conditions herein shall not operate as a waiver of such party's right to require the future observance of any such terms or conditions. 6. This Agreement shall not be assigned, in whole or in part, by either party hereto without the prior written consent of the other party. This Agreement, all its covenants, promises and conditions shall enure to the benefit of and be binding upon the parties hereto and their respective permitted successors and assigns. 7. Either party may terminate this Agreement at any time, without notice, for just cause which shall include, without limitation, dishonesty, fraud, willful deceit or failure to properly fulfill the obligations hereunder where such failure is not remedied within ten (10) days after notice of same is given. S. This Agreement shall be construed and interpreted in accordance with the laws of the Province of Ontario, Canada. 109 IN WITNESS WHEREOF the parties hereto have duly executed this Agreement at the locations and on the dates set forth below. Location: City of London Date: QUI of Location: County of Elgin Date: 110 Upper Thames River Conservation Authority Per: Position: Manager, Watershed Planning, Research and Monitoring I have the authority to bind the Corporation Corporation of the County of Elgin Per: Per: Name: Julie Gonyou Position: Chief Administrative Officer Name: David Marr Position: Warden We have the authority to bind the Corporation Schedule "A" Services The Service Provider (UTRCA) will provide the following services to the County: • UTRCA will prepare a Natural Heritage Systems Study utilizing the science -based methodology that was developed for the Oxford Natural Heritage Systems Study (ONHSS, 2016). • UTRCA will prepare natural heritage feature mapping work within the watersheds or portions of watersheds within the County of Elgin and comprising the Lower Thames Valley Conservation Authority, Kettle Creek Conservation Authority, Catfish Creek Conservation Authority and Long Point Region Conservation Authority„ Where mapping is available from the above mentioned conservation authorities the UTRCA will coordinate the work with said CA's. • The project will follow the methods used for the Middlesex Natural Heritage Systems Study (2014), Oxford Natural Heritage Systems Study (2016) and Perth Natural Heritage Systems Study (2018) and shoreline components of the Huron 1:::"ounty Natural Heritage Plan (2014). • The methodology will involve a landscape analysis of the natural heritage systems rather than focusing only on wooded areas. The systems mapping that will be created will fulfil the requirement that natural heritage systems be identified as outlined in Section 2. 1.3 of the Provincial Policy Statement (2014). • MNRF will be consulted to obtain the most recent provincial mapping information including Life Science Areas of Natural and Scientific Interest and wetlands. • Vegetation layer mapping will be prepared based on the 2015 colour orthoimagery (SWOOP). • A one -day workshop will be organized by the UTRCA to review the landscape criteria and confirming or adjusting the criteria to be applied to the ENHSS. • A draft report will be prepared that follows the format of the ONHSS (2016) and PNHSS (2018) reports. The Elgin Natural Heritage Systems Study (ENHSS) report will be provided to the County of Elgin for review and edits will be made as per the feedback received. The final report (and associated GIS maps) will be provided to the County in digital form and in a format that is suitable for posting on the County website. • The peer review completed for the MNHSS (2014) will be relied upon. However, the Elgin partners will review the criteria and make any minor revisions prior to running the model (Brent Tegler Ph.D., North-South Environmental Inc., lune 2014). The County will provide the following: The County will assist the UTRCA with coordinating the involvement of the other Conservation Authorities, MNRF and local municipalities through a "Project Team". The County will assist in establishment of a Steering Committee which will oversee the project and provide recommendations to Elgin County Council prior to final approval. The County will provide background data and mapping that the UTRCA may require for this project. Study Area • The study area includes the County of Elgin including all municipalities within the geographic boundary (including the City of St. Thomas). A buffer (approximately 500 m) around the outside of the County boundary will be mapped in order to properly model natural heritage systems interactions that occur at the edge of the County with neighbouring municipalities (i.e., to avoid cutting off natural features that span both sides of the boundary). 111 Work Plan Pro'ect Com aonents� Staff' and Bud et rp— Terry omponent Completion Staff Budget Dates roject Initiation and Administration]uly 20,2018 Chris Harrington $3,000 Chapman Deliverables: Cathy Quinlan • Pre-project discussions between Elgin " Tracy Annett County and UTRCA Tara Tchir • Development of Agreement between the County and UTRCA • Project management and assembly of ENHSS Project Team • Kick off meeting. m_...... _ ....... Natural Heritage Feature Mapping 1 September 28, Terry Chapman, $15,000 Data Creation 2018 Tracey Haycock • Update the vegetation layers and other natural heritage features using 2015 orthoimagery following the mapping guidelines defined in the ONHSS 2016. • Natural heritage features will be reviewed on-screen to see if they are associated with a watercourse and if so assigned a watercourse value (an updated watercourse data layer will not be a deliverable of this project). Deliverables: I! • Natural heritage feature mapping based on 2015 photography for Elgin County study area. Review Ecologically Important Criteria September 28, Cathy Quinlan, $6,000 The ENHSS Project Team (UTRCA, 2018 Tara Tchir MNRF, County, Conservation Authorities, Terry Chapman etc.) will meet to review the criteria used in LTVCA Staff the Middlesex, Oxford, Perth and Huron studies to tailor to Elgin County (e.g., addition of shoreline criteria, review of size cut-offs, etc.). Deliverables: • Project team workshop to review and refine criteria • Final list of criteria for Ecological Importance ........ ... ...____.._... .__...._ ....... ........— — Run the Model / Data Analysis October 29, 2018 Terry Chapman $6,000 Configure and run the GIS landscape Cathy Quinlan model based on the final list of ecolo ical 112 criteria to produce first draft maps .and data. Deliverables: • Draft maps, data and technical appendix ...,..._.. ____... ..__....._.._ Present Draft Results for Review Draft Result: Terry Chapman $3,000 Present draft results to The ENHSS Project November 7, Cathy Quinlan Team. Provide review period for county to 2018 Tara Tchir review, results and provide feedback Tracy Annett County Review Chris Harrington Deliverables: Returned by: • ENHSS Project Team meeting to November 14, review draft results 2018. Edit ]Maps/data based on Feedback k .... December 12, ...... Terry Chapmann .... $6,000 6,000 Make any changes to the maps or data or 2018 Cathy Quinlan criteria based on feedback. Tara Tchir Run model final time. Tracy Annett Deliverables: • Revised data and maps to report authors for generation of final report. - _..... ENHSS Report _. .... Draft Report: .. Cathy Quinlan $21,000 Develop draft ENHSS report and provide January 9, 2019 Tara Tchir to Elgin County staff for review. Complete Tracy Annett revisions and develop final report. Final Report: February 28, Deliverables: 2019. • Draft report • Final Report �. e.,, .,, . , r -... �........ Note - Position titles of staff identirted: .�............... '-.... . .. . �,,,, ChnN Harraptun Manager. Watershed Planning. Research and Monitoring Terry Chapman GIS Specialist Cathy Quinlan -- Terrestrial Biologist Tracy Annett Manager, Environmental Planning and Regulation Tara Tchir - Ecologist Tracey Haycock Data Technician LTVCA Staff - TBD. Fee Schedule 50% or $30,000 - upon acceptance of Agreement 25% or $15,000 - after presentation of draft results to ENHSS Project Team 25% or $15,000 - upon receipt of final ENHSS report Total $60,000 113 w, rmllllyij J flgin 1 wrae'h 4dWer 1M',r REPORT TO COUNTY COUNCIL bFCr FROM: Michael Plant, Director of Engineering Services DATE: June 6, 2018 SUBJECT: Port Bruce Bridge Update INTRODUCTION: Following the collapse of the Port Bruce Bridge, and at the request of Malahide Township, County Council consented to the installation of a temporary bridge in Port Bruce at Bank Street/Dexter Line. County Council directed staff to provide regular updates on the progress of this project. The following report provides an update on the status of work to date. DISCUSSION: Contract Package/General Contractor The contract package for the delivery, assembly and installation of a temporary modular bridge on the Bank Street/Dexter Line crossing of Catfish Creek was completed by the County's engineering consultant Spriet Associates. The contract package was issued and distributed to three qualified bidders on May 28, 2018 and closed on June 5, 2018. The results of the contract package are included in a subsequent report. County Staff will be able to confirm the construction schedule and the anticipated date that the Bank Street/Dexter Line crossing of Catfish Creek will be open to traffic upon award of the contract by County Council. Public Information Session A public information session is scheduled for Monday June 11th, 2018 at the East Elgin Community Centre from 7:00 to 9:00 pm. A verbal update in regard to the public information session will be provided to County Council. Enhanced Detour Signing On May 22, 2018 County Council directed staff to evaluate existing detour signage and consider resident and business feedback when doing so. A comprehensive review of the existing detour signage was completed and confirmed the need to improve the detour signing for non-residents and tourists heading towards Port Bruce. Additional signs were installed on Friday June 1, 2018 in five locations on County roads approaching the greater Port Bruce area. These new signs confirm to the travelling public that even though the Port Bruce Bridge is out access to local business and the beach is accessible using the local detour. 114 A copy of the enhanced detour sign is attached to this report. CONCLUSION: Engineering Services secured the purchase of a temporary modular bridge. A contract package was advertised using a competitive process to secure a contractor to begin the site preparation work, receive delivery, assemble and install a modular bridge. The tendering process closed on Tuesday June 5th County staff and Spriet Associates are committed to this project and are putting forward their best efforts to ensure this project meets the needs of the residents of Port Bruce. County staff continues to work through various permits, approvals and agreements with the Township of Malahide, Ministry of the Environment and Climate Change, Ministry of Natural Resources and Forestry, Fisheries and Oceans Canada (DFO) to ensure this project moves forward. We remain confident that the temporary structure will be operational by August 2018 barring any unforeseen circumstances. RECOMMENDATION: THAT the report titled "Port Bruce Bridge Update" from the Director of Engineering Services, dated June 7, 2018, be received and filed. All of which is Respectfully Submitted Approved for Submission Michael Plant Julie Gonyou Director of Engineering Services Chief Administrative Officer 115 116 "J1w 1u REPORT TO COUNTY COUNCIL FROM: Michael Plant, Director of Engineering Services Mike Hoogstra, Purchasing Coordinator DATE: June 6, 2018 SUBJECT: Contract Award — Port Bruce Temporary Panel Bridge Installation Contract No. 6290-18-05 INTRODUCTION: At the May 8, 2018 Council Meeting, Council approved that staff be authorized to spend $1.52M on project requirements related to the temporary bridge to be installed at the south limits of Bank Street including road work, purchase of bridge and bridge installation. This report summarizes the invitational bidding process for the installation of the temporary bridge. DISCUSSION: Due to the tight timelines for this project, three experienced Bidders were invited to submit a bid for the installation of the temporary panel bridge in Port Bruce. The invitational tender was issued on May 28 and closed on June 5. Two bids were received for this project: Company Bid Price (exclusive of taxes) McLean Taylor Construction $972,000 Facca Incorporated $1,041,000 The third bidder responded just prior to the tender closing with a no -bid notice indicating they could not complete the project within the timeframe stated in the tender. McLean Taylor Construction submitted the lowest compliant bid for the project at a total price of $972,000.00 inclusive of a contingency allowance and exclusive of HST. The lowest submitted bid is over the budget estimate by approximately 40%. This tender contained a completion date of no later than August 15, 2018. In order to ensure that the contractor is fully aware of the strict timelines, the tender included an incentive and disincentive clause. Should the contractor complete the project prior to August 15, an incentive of $2,000 per calendar day, to a maximum of $30,000 will be paid. Alternately, should the contractor fail to complete the project by August 15, the County will deduct $2,000 per calendar day, to a maximum of $30,000. In addition, liquidated damages of $1,000 per calendar day will apply past August 15. 117 TENDER ANALYSIS: The bid prices received for this tender used a competitive process and reflect the fact we have asked that the work to be completed by a set date. The below table illustrates the cost of this contract as it relates to the Council approved total budget of $1.52M. The panel bridge has already been purchased and a 25% deposit ($149,387.50 not including HST) has been spent to secure its delivery. The price of the panel bridge reflects a 4% savings from the estimated cost. The contract award before you today represents a 41 % increase from the County's original estimate to take delivery, assembly, and launch a panel bridge across Catfish Creek and undertake various civil road works to put a local roads detour in-place in Port Bruce. Should the contractor be successful in opening the temporary bridge to traffic by August 1, 2018, they will receive the full incentive bonus of $30,000. A $40,000 contingency allowance resides within the tender price where the incentive funds could be drawn from. Please note that the items engineering and potential mitigating elements listed below are only forecasted at this point in time and are therefore illustrated in II SII: II::: font. Port Bruce Temporary Bridge - Total Project Estimate Item Description Estimated Value Anticipated Cost Percent (%) of Estimated Value 1 Acrow Panel Bridge $625,000 $597,500 96 2 Contract No. 6290-18-05 $690,854 $972,000 141 3 Engineering $126,468 $1 ':I''d' ��:;��::� 100 4 Potential Mitigating Elements $50,000 $50,000 100 5 Net HST $26,265 $30,713(1) l 17 TOTALS $1,518,587 $ 1,77( '117 CONCLUSION: Bids were invited from three experienced bridge installation contractors and two compliant bids were received. The lowest bid received from McLean Taylor Construction is over the Engineer's estimate for the project. RECOMMENDATIONS: THAT McLean Taylor Construction be selected for the Port Bruce Temporary Panel Bridge Installation Tender, Contract No. 6290-18-05 at a total price of $972,000.00, inclusive of a contingency allowance and exclusive of H.S.T.; and, 118 THAT the Warden and Chief Administrative Officer be authorized to sign the contracts. All of which is Respectfully Submitted Michael Plant Director of Engineering Services Mike Hoogstra Purchasing Coordinator 119 Approved for Submission Julie Gonyou Chief Administrative Officer w, rmllllyij J flgin 1 wrae'h 4dWer 1M',r REPORT TO COUNTY COUNCIL bFCr FROM: Julie Gonyou, Chief Administrative Officer Jim Bundschuh, Director of Financial Services DATE: May 16, 2018 SUBJECT: Terrace Lodge Redevelopment Update INTRODUCTION: Elgin County Council and the local community are enthusiastically anticipating the completion of the Terrace Lodge redevelopment. Providing an exceptional, "Class A" "home" for the residents of Terrace Lodge remains a top priority of the County and the Terrace Lodge Building Committee. This committee meets regularly after most council meetings to ensure that the project has effective oversight. BACKGROUND: As with most projects of this magnitude, the Terrace Lodge redevelopment has faced some challenges along the way. Of primary concern are issues surrounding domestic water services, wastewater capacity and storm water management. The Technical Team comprised of staff and the Building Committee representatives from County Council have been working toward finding viable solutions to these challenges. One alternative to incurring incremental site service costs involves demolishing the existing building once it is vacated; however, there is little to no appetite amongst members of the Committee to demolish such a valuable municipal asset. These site servicing issues in conjunction with Ministry approvals and space constraints have resulted in project delays. Elgin has been working with the Ministry and with architects to develop options for the project, considering the constraints of the available space adjacent to the current building for a new build, servicing issues and the reluctance to demolish the existing building. "NO -COMPROMISE" SOLUTION: The Building Committee is working diligently to find a "no -compromise" solution for Terrace Lodge. This strategy involves taking into consideration the value of the existing building in the context of all of the issues facing the project. As such, Elgin is exploring whether it is possible to achieve a successful design utilizing the existing building to achieve a "Class A" facility. Simultaneously, Elgin has been working on finalizing the design plans for a new build. Completing both of these tasks concurrently allows Elgin to prepare a comprehensive business case for County Council's consideration. 120 NEXT STEPS: The Building Committee has directed staff to prepare a Request for Proposal (RFP) to hire external expertise consisting of an Architect, Engineer and Operations Consultant to complete a comprehensive study / business case for the rebuild or redevelopment of Terrace Lodge. The proposed timeline is as follows: Issue Date: May 23 Closing Date: June 14 Council Approval: July 10 Consultant Start: Late July Completion: October 1 A decision will be made by County Council as to whether to rebuild using the existing facility or build a new facility once all relevant information is available after October 1, 2018. CONCLUSION: Council has set aside $35M for the Terrace Lodge redevelopment and is doing its due diligence to see if there are cost savings that can be found. A detailed plan completed by consultants will give Council the information (both capital and operational costs) needed to decide on a solution that resolves servicing issues, is fiscally responsible and achieves an aesthetically pleasing "Class A" result. RECOMMENDATIONS: THAT staff provide a report with the results and costs of the RFP process to County Council at the July 10th meeting. THAT the report titled "Terrace Lodge Redevelopment Update" from the Chief Administrative Officer and Director of Financial Services, dated May 16, 2018, be received and filed. All of which is respectfully submitted, Julie Gonyou Chief Administrative Officer Jim Bundschuh Director of Financial Services 121 w, rmllllyij J flgin 1 wrae'h 4dWer 1M',r REPORT TO COUNTY COUNCIL bFCr FROM: Julie Gonyou, Chief Administrative Officer DATE: June 7, 2018 SUBJECT: Municipal Election 2018 Delegation of Powers during "Lame Duck" Council INTRODUCTION: "Lame duck" is a concern during every election year and a by-law must be passed prior to Nomination Day under the section 275 provisions to delegate these authorities. Attached is draft by-law for Council's consideration that will allow the municipality to continue with business as usual should a "lame duck" situation occur. Changes to the Municipal Elections Act through Bill 181 - the Municipal Elections Modernization Act, 2016, impacts the County as it relates to Lame Duck Periods due to the change in the nomination start date for candidates for the 2018 municipal election from January 1St, 2018 to May 1St, 2018. The nomination day deadline is now July 27, 2018 rather than the former September deadline time period. Another amending piece of provincial legislation being Bill 68 (Modernizing Ontario's Municipal Legislation Act) implements a change to the term of office of Council. This amendment provides a new start date for a new term of Council from December 1 following the regular election, to a new date of November 15. This amendment was implemented to shorten the potential Lame Duck period between when the existing Council is still sitting and the new Council takes Office. For the 2018 Municipal Election the amendment includes a transitional rule under Section 1.1 of the Act which keeps the start date for the 2018 Council term to begin on December 1. Following the next Municipal Election in 2022, a new Council will start on November 15, thus shortening the Lame Duck period for the next Municipal Election. In summary of the above information, the 2018 Municipal Election could have a longer Lame Duck period than in the past, which provides the importance of preparing a by-law delegating certain powers to the Chief Administrative Officer pursuant to Section 275 of the Municipal Act, 2001. Section 275 of the Municipal Act, S.O. 2001, c.25 sets out the restricted acts that a Council shall not take after Nomination Day (July 27, 2018) and after Voting Day (October 22, 2018) if the Council is in a lame duck position. DISCUSSION: It should be noted that this Section of the Municipal Act is designed to "moderate" the behavior of outgoing councils by ensuring that certain acts are not permitted just prior to 122 leaving office. It also prevents an outgoing council from committing a new council to a major or significant project, presumably with a large price tag, and then vacating office and responsibility for such actions. Section 275 of the Municipal Act, does permit councils to delegate the authority for these acts to persons prior to nomination day. At present, there are races for county seats in many municipalities and perhaps retirements. Therefore, it is possible that County Council will be "Lame Duck" on the first day of the election period. It would be prudent to delegate these otherwise restricted acts for business continuity to the Chief Administrative Officer. Lame Duck Position The determination of whether Council is in a lame duck position occurs twice during the municipal election process. a) Between July 27, 2018 and October 22, 2018 — The determination shall be based on the nominations to the new council that have been certified by the lower -tier Clerk on July 27, 2018. If less than three-quarters of the existing members are not running for Council in the capacity of Mayor, the restrictions set out in the Act will apply. b) Between October 22, 2018 to November 30, 2018 — The election results are declared by the lower -tier Clerk shortly after the municipal election. If the election results in less than 75% of the incumbent County Councillors returning to County Council, the restrictions set out in the Act will apply. Restrictions If a Council is in a Lame Duck position, the Council shall not take any of the following actions: (a) The appointment or removal from office of any officer of the municipality; (b) The disposition of any real or personal property of the municipality which has a value exceeding $50,000 at the time of disposal; and, (c) Making any expenditure or incurring any other liability which exceeds $50,000. Exceptions Clauses (b) and (c) above do not apply if the disposition or liability was included in the most recent budget adopted by the Council before nomination day in the election. Land Matters Pursuant to Section 275(3)(c), a municipality can close a real estate transaction during the lame duck period only if the Council passed a by-law approving the execution of the agreement of purchase and sale in advance of the lame duck period. 123 Expenditures A contract could be awarded by a Lame Duck Council in excess of $50,000 so long as the amount was included in the annual budget. The Lame Duck Council would not be able to award the contract, however, if the amount of the tenders or bids exceeded the amount included in the budget. Emergencies The Act provides in Section 275(4)(4.1) that nothing in this section prevents a municipality taking any action in the event of an emergency. Delegation of Authority Section 275(6) provides that the authority of a municipality can be delegated to a person or body prior to Nomination Day for the election of the new Council. Delegating of Authority to the Chief Administrative Officer (CAO) It is recommended that a by-law be prepared prior to Nomination Day (July 27, 2018) delegating financial and staffing authority to the Chief Administrative Officer from July 27, 2018 to December 13, 2018 as follows: 1. That the CAO shall be the financial signing authority for expenditures, outside the current budget, exceeding $50,000 and/or for the disposition of any real or personal property of the municipality which has a value exceeding $50,000 at the time of disposal. 2. That the CAO shall be the authority to hire or remove any officer not under the purview of Council from/to employment with the County of Elgin. Determination of Lame Duck Provision The CAO/Clerk will advise County Council at the August 14, 2018 meeting results to determine if Council is now in a lame duck position. At the November 27, 2018 County Council Meeting, the CAO/Clerk will report on the Election results to determine if Council is in a Lame Duck position. At the December 13, 2018 Inaugural Meeting and Election of Warden, the by-law delegating the authority to the CAO will expire. The Chief Administrative Officer, or designate, will report to Council on any actions taken under the restrictions listed in Section 275 (3) of the Municipal Act, 2001 between Nomination Day and the commencement of the new council term. RECOMMENDATIONS: THAT the report titled Municipal Election 2018, Delegation of Powers during "Lame Duck" Council as prepared by the Chief Administrative Officer be received and filed; and, 124 THAT the Chief Administrative Officer be directed to prepare the necessary by-law prior to Nomination Day (July 27, 2018) delegating authority to the Chief Administrative Officer from July 27, 2018 to December 13, 2018 to: a) Be the financial signing authority for expenditures, outside the current budget, exceeding $50,000 and/or for the disposition of any real or personal property of the municipality which has a value exceeding $50,000 at the time of disposal; and, b) That the by-law shall come into force and effect only in the event that less than 75% of the current Members of Council will be returning to sit on the new Council after Nomination Day of the 2018 Municipal Elections, as determined by the CAO/Clerk. All of which is Respectfully Submitted Julie Gonyou Chief Administrative Officer 125 CORRESPONDENCE —June 12, 2018 Item for Information (Consent Agenda) — (Attached) Invitation to World Elder Abuse Awareness Day at John Kenneth Galbraith Reference Library — Dutton on Friday, June 15, 2018 at 1:00 p.m. 2. Invitation to Grand Opening of the New Elgin County Heritage Centre on Tuesday, June 26, 2018 at 12:00 p.m. 126 Elder bs Abuse l' Stop AbUSe - Restore Respect Maltra'~ Ontario // ii 1 lily � r June World a �i' 1 1deAbuse Awareness rriomnrf��c,ll ��U�l//i John Kenneth Galbraith Reference Library 236 Shackleton Street I P.O. Box 69 . lgi r Dutton, Ontario NOL UO 1519-762-2780 .'off .el incounty.ca/librar� 1 127 Current Exhibit May 12- September 1 Celebrate the 200th anniversary of the arrival in Elgin County of emigrants from the Scottish Highlands, mainly Argyllshire. Descendants of these settlers can still be found in parts of the County and have loaned artifacts brought by their forbearers to Canada including trunks, books, portraits and original letters. Tuesday to Thursday 11:00 to 7:00 Friday and Saturday 10:00 to 4:00 The Elgin County Heritage Centre 460 Sunset Drive St.Thomas, Ontario N5R 5V1 Phone: 519-631-1460 Ext. 193 For more information visit: www.elgincounty.ca/museum This project has been made possible 4M art by the Government of Canada CLOSED MEETING AGENDA June 12, 2018 Staff Reports: 1) Director of Engineering Services —Municipal Act Section 239.2 (a) the security of the property of the municipality or local boards — Lease 2) Chief Administrative Officer— Municipal Act Section 239.2 (e) litigation or potential litigation, including matters before administrative tribunals, affecting the municipality or local board. (0 advice that is subject to solicitor -client privilege, including communications necessary for that purpose; (k) a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board. 2001, c. 25, s. 239 (2); 2017, c. 10, Sched. 1, s. 26. (VERBAL)