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July 25, 2006 Agenda ORDERS OF THEDA Y FOR TUESDA Y: JUL Y 25~ 2006 - "10:00 A.M." AT ELGIN MANOR I CASUAL BUSINESS DRESS PAGE # ORDER 1 st Meeting Called to Order 2nd Adoption of Minutes - meeting July 11, 2006 3rd Disclosure of Pecuniary Interest and the General Nature Thereof 4th Presenting Petitions, Presentations and Delegations PRESENTATIONS 10:00 A.M. Retirement Recoanition Ruth Van Bree - 30 years - Bobier Villa Linda McCann - 21 years - Bobier Villa Jill Hindley - 18 years - Elgin Manor 10:05 A.M. Presentation to Flechette Slade "Senior of the Year for Elgin County" 2-9 10:15 A.M. Sandra Datars Bere and Elizabeth Sebestyn, Ontario Works, Housing Program and Ontario Works Quarterly Report (see attachments) 12:30 P.M. Reverend Anna Berwick, St. Peter's Church, Tyrconnell, and Members of the Elgin County Branch of the Ontario Genealogical Society, for the monument dedication to mark the site of the Elgin County House of Industry Burial Grounds. 5th Motion to Move Into "Committee Of The Whole Council" 10-41 6th Reports of Council, Outside Boards and Staff 7th Council Correspondence - see attached 42-48 1) Items for Consideration 49-62 2) Items for Information (Consent Agenda) 8th OTHER BUSINESS 1 ) Statementsllnquiries by Members 2) Notice of Motion 3) Matters of Urgency 9th In-Camera Items (see separate agenda) 10th Recess 11 th Motion to Rise and Report 12th Motion to Adopt Recommendations from the Committee Of The Whole 13th Consideration of By-Laws 14th ADJOURNMENT LUNCH WILL BE PROVIDED BY ELGIN MANOR August 13-16 2006 AMO Annual Conference, Ottawa Congress Centre and the Westin Ottawa Hotel COUNTY COUNCil PRESENTATIONS JULY 25, 2006 RUTH VAN BREE Ruth has been a dedicated and reliable employee at Bobier Villa for the past 30 years. She began working as a part-time housekeeping aide at the Bobier Home in 1975 and became full-time in 1978. Her wealth of experience and knowledge has been a great asset to the Bobier Villa's housekeeping/laundry department. Ruth has also been a long-standing member of the Joint Health and Safety Committee. We have appreciated Ruth's valuable contributions during her years of service. Congratulations, Ruth, on your retirement from the County of Elgin and best wishes for your future endeavours. LINDA MCCANN Linda has been a dedicated and valuable employee at Bobier Villa for the past 21 years. She began employment on June 18, 1985 as a part-time Dietary/Housekeeping Aide. In April 1987, Linda switched to a part-time Registered Practical Nurse and then to the full-time position in June 1998. Linda also served as a long-time representative for the Union at Bobier Villa and worked tirelessly on behalf of her fellow employees. Linda's experience and hard work over the years has made an important contribution to Bobier Villa's Nursing Department. Congratulations, Linda, on your retirement from the County of Elgin and we wish you every success for the future. Jill HINDLEY Jill began her career with the County of Elgin on January 25, 1988. For the past 18 years, Jill has worked as a Health Care Aide at Elgin Manor. Jill has always been a dedicated employee and kind and considerate with the Residents. All staff enjoyed working with her. Jill is easygoing, always smiling and called everybody "love". Being a real family person, Jill rarely worked her weekend off, as she wanted to spend time with her family. Jill could never work on Wednesdays and staff wondered if she was a member of a Secret Wednesday Bowling League! Congratulations, Jill, on your retirement from the County of Elgin and we trust your future endeavours will be very successful. ~~ S1~ THOMAS Corporation of the City of St. Tbomas Report No. CR-06-11 File No. OW-06-11 Date July 10, 2006 Attachment(s) (1) Directed to: Warden Paul Baldwin and the Members of Elgin County Council Department: Prepared By: Subject: Ontario Works Sandra Datars Bere, Director Ontario Works Report for the months of April, May and June, 2006 Recommendation: That the report CR-06-011 of the Director of Ontario Works for the months of April, May and June 2006 be received and filed. Analvsis: The second quarter of 2006 continued to be an active one within the Ontario Works and Housing Department. The following is an overview of the activities in each of the department's program areas. Income Maintenance: During this quarter, caseload levels have remained generally constant and similar to monthly levels attained during the first quarter of 2006. In comparison to the second quarter of 2005, the average monthly caseload (average over the 3 months) is 805 cases, down slightly from 822 cases during the second quarter of 2005. The Ministry of Community and Social Services has made a number of revisions to the Ontario Works program during this quarter which has resulted in revised legislation, some procedural changes as well as changes in the Social Delivery Model Technology (SDMT). There were, concurrently, a number of staff changes, and three new hires (1 permanent, 2 contract temporary), to address backfill issues created by maternity leaves and two staff transferring to our Employment division. New Income Maintenance staff will receive comprehensive training in quarter three (July 2006). While this has been a period of some transition with changes in staff and some core operational procedures, staff have adjusted extremely well and have been both supportive of and instrumental in making the transition successful. In addition to the provision of social assistance to eligible individuals, the Income Maintenance division continues to deliver the Homelessness Initiative, the Energy Emergency Fund and Rent Bank. These programs are designed to assist the working poor and avoid homeless situation and have been well utilized by the citizens in our community. The Income Maintenance staff participated in a day's training session regarding "Non Violent l2risis Intervention" this past April. Staff training is always well received; the staff is always interested in improving their skills and improved skills adds value to the organization. Emplovment: The Ministry of Community and Social Services (MCSS) is in the process of changing the focus of the Employment Program. The Employment program that once was funded on a performance based model is now funded on an outcome based model. The challenge for our employment team will be to find innovative ways to increase participant earnings and eventually see participants successfully exit assistance. The employment team has a number of new and creative ideas and is eager to be participating in this new program. St. Thomas-Elgin Ontario Works partnered with the local Ontario Disability Support Program (ODSP) office to develop a Joint Implementation Plan to provide employment service for non - disabled employable adult members on ODSP. It is anticipated that this will increase the number of clients requiring employment assistance by approximately 148 clients over a two-year period. In the attempt to increase the earnings potential through training, we have recently entered into a partnership agreement with the Adult Learning Centre to refer and fund clients who participate in two cooperative education programs; the Personal Support Worker Program and the Hairdressing Program. Both programs provide on-the-job training with local agencies that employ Personal Support Workers and Hairdressers. The Ontario Works office and staff at the Adult Learning Centre will work together to ensure that mutual clients will be fully supported and successful in their programs. Employment, like Income Maintenance continues to experience changes in programming and shifting staff. The division is currently in the process of backfilling and expects to be up to full complement by the end of July. Two of the current Employment Resource Workers recently attended "Coaching for Employment" training and it is our intent to enroll all of the new Employment Resource Workers in the same course, based on availability. 2006/2007 will be a challenging time for staff in the Employment Division. On a sadder note, Ontario Works staff still continues to struggle with the loss of a co-worker and friend who pasted away suddenly in May 2006. The untimely passing of one of our staff has had a significant impact on our office but staff have demonstrated commitment to both his memory as well as our on-going work responsibilities. The department intends to create a formal memorial for this staff member later this year. Child Care: The Best Start Budget for 2006-2007 has been submitted to the Ministry of Children and Youth Services (MCYS) for 16 Best Start spaces. Of the 16 new Best Start spaces, funding for six new infant spaces was allocated to the Dutton Cooperative Child Care and ten spaces to Next to Mom in Belmont. In March 2006, the Ministry made significant revisions to the reporting requirements for Child Care, including Best Start. Many of the revisions are not compatible with the current data base system (OCCMS) and require manual tracking. In the new child care system 60 statistical elements require monitoring. The Ministry is working to resolve the inability of the current data base system (OCCMS) to collect all the data elements that Consolidated Municipal Service Managers (CMSM's) are required to report however, to meet funding requirements staff are inventing new and creative ways to track statistics manually. The current database system, the Ontario Child Care Management System, (OCCMS) is switching from the Windows version to a Web-based format. This means child care providers report attendance/billing directly through the computer, instead of manually. Staff continues to assist child care providers throughout this process In May of 2006, the Ministry revised the Wage Subsidy Guidelines. The Wage Subsidy program was introduced in 1987, the wage subsidy program provides funding to service providers to improve the salaries and benefits of child care workers to enhance staff stability and to make licensed child care more affordable for all parents. Under Best Start, program funding has been extended to provide wage improvements to staff positions in both new and expanded programs. It is our intent to complete wage subsidy recalculation in the fall of 2006. Recalculations may result in redistribution of wage subsidy funding which is based on changes in full time staffing requirements in the child care centres. Further clarification regarding the new Wage Subsidy Guidelines training will be provided by the Ministry of Children and Youth Services (MCYS) July 2006. Summer is a busy time for staff. Recreation and camp programs are busy,. as school-aged children switch from full time school programs to full time summer care. Currently, there is no waiting list for fee-subsidized spaces, however infant care and non-traditional hours of care are in demand and difficult to find. There have been situations where clients could not be matched with available care but our department continues to work with child care organizations to reduce these situations. Regular meetings and involvement with Child Care Centre Directors, provides timely feedback on issues and concerns within the child care community. Staff continues to support the "Quality Child Care Project". Four of the Child Care Centres participated in the 2005 first annual Raising the Bar on Quality program. This was an excellent response from the child care community and a significant step towards having all of the child care providers participate. This program assists child care centres in identifying quality measures in their centre. It is the intention of this department to reactivate the Best Start Implementation Committee as of September 2006. The purpose of the committee is to bring community partners together to engage in Best Start planning in accordance with the terms of reference. ~2~ Social Housina: EXDression of Interest call Twelve project proposals were received by the March 3, 2006 deadline for Expressions of Interest (EO!) in new affordable housing developments in St. Thomas and Elgin County. The twelve proposals represent a total of 276 units of new housing. Staff used this strong show of interest to lobby the Province for additional unit and funding under the Canada-Ontario Affordable Housing Program. As a result, the allocation for the St. Thomas - Elgin area has been doubled to 50 units or $3.5-million in funding. Canada-Ontario Affordable Housing Proaram uDdate Guidelines for the capital component (the Rental & Supportive Program) were released by the Ministry of Municipal Affairs and Housing on May 1, 2006. Staff attended a Ministry information session in London on May 26, 2006. All Service Managers across the Province are required to submit Council-approved Housing Delivery Plans (HDP) by June 30, 2006. The Plan for the St. Thomas - Elgin Area was submitted to the Province as a staff report in June, and is included on the agenda of this Council meeting for Council's endorsement. After the Province has approved the HDP, the City and the Province will enter into an Administration Agreement outlining the roles and responsibilities of each party in the delivery of the Canada-Ontario Affordable Housing Program. Once the Agreement is in place, staff will move forward with a formal Request for Proposals (RFP) call for the Rental & Supportive component. The EO! proponents with the most well developed project plans will be invited to submit proposals under the RFP, possibly in September. The projects recommended for funding as the result of the RFP will be brought to Council, possibly in December 2006, for Council's approval. Transitional and Housina SUDDOrt Proaram A Referral Protocol was signed among local support agencies for victims of family violence and Ontario Works in March, effective April 1, 2006. Social housing providers and the Co-ordinated Access Centre (for applicants) are participants to the Protocol. The Protocol deals with the process for referrals by social housing providers and the Access Centre to services offered by two Transitional and Housing Support (THSP) workers serving residents in St. Thomas and Elgin County. One THSP worker is employed at Violence Against Women Services Elgin, and the second works at St. Thomas Elgin Second Stage Housing. The THSP workers help abused women connect with community supports and find and maintain housing. Condominium conversion study Due to concerns about the potential loss of rental housing stock in the City, staff will work with consultant Linda Lapointe to review the current Official Plan policy on condominium conversions and recommend revisions for Council's consideration. This study will dovetail with Ms. Lapointe's work with the Planning Department on the Official Plan Review. The cost of the study, estimated at about $9,000, will be paid out of the balance (about $15,000) of Social Housing Restructuring Funds received in 2002 to cover costs of taking on the new social housing business. Housing and Planning Dept. Staff are collaborating on this study. It is felt that a wider range of criteria should be established to consider applications for the conversion of rental buildings to condominium tenure, in order to permit staff to assess the effect any conversion might have on an overall balanced supply of housing for the community. Respectfully, Iss Reviewed By: Treasury Env. 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CCO :JO -, I >-co ~O CD . ....co 0 .:r0 0 N I 10 ....co 0 ~O 0 N I "C .0 CO C (f0 f l- I "D cco CO lIlO :E -, 0 C CD 0 I ~ In o It) CO ~O 0 ~ > It) ... ~O 0 3: 0 I ';: o It) J!l 00 c 0 . Colt) ~o 0, It) ~o ..1. It) ~o I CIt) :JO -, I >-It) ~o I ....It) .:ro . ....It) ~o I .0 It) (fo I CIt) lIlO -, 0 0 0 0 0 0 0 0 0 0 Cl 0 0 Cl 0 Cl 0 0 0 0 0 0 0"> CO I"- CO It) <<;t C<) N ~ ~ peOl8SeJ REPORTS OF COUNCIL AND STAFF Julv 25. 2006 Staff Reports - (ATTACHED) 11 Manager, Road Infrastructure, Purchasing Co-Ordinator - Tender Award Pre-approvals Graham Road and Hacienda Road Culvert Replacement 13 Manager of Archives, Director of Library Services - Municipal Participation in Laserfiche 15 Director of Library Services, Museum Curator - Elgin County Museum Signage and Access 17 Financial Analyst, Director of Financial Services - Elgin Manor Rebuild 20 Financial Analyst, Director of Financial Services - MFOA-POA Collections Committee 22 Financial Analyst, Director of Financial Services, Director of Engineering Services - Capital Projects Budget as at June 30,2006 27 Director of Senior Services - ElM - Southwest LHIN Integrated Health Services Plan Development 37 Director of Senior Services - BN, Meals on Wheels Agreement Manager, Administrative Services, Amendment to July 26, 2005 Council Minutes 10 REPORT TO COUNTY COUNCIL FROM: Peter Dutchak, Manager, Road Infrastructure Sonia Beavers, Purchasing Co-Ordinator DATE: July 13, 2006 SUBJECT: Tender Award Pre-approvals Graham Road and Hacienda Road Culvert Replacements CORPORATE GOALS: To build and maintain an efficient, affordable, effective and safe transportation network that accommodates the diverse needs of our communities and is able to support economic development and sustainable growth. INTRODUCTION: As part of the approved 2006 Capital Budget, tenders have been advertised as per the County's Procurement Policy and will be received until Monday, July 31, 2006 for the replacement of the Gracey Drain culvert on Hacienda Road and the slip lining of a culvert on Graham Road. DISCUSSION I CONCLUSION: Within the approved 2006 Capital Budget, a total sum of $300,000 has been allocated for two culvert projects as follows: 1. Gracey Drain Culvert Replacement on Hacienda Road (County Road #32) in the Township of Malahide. 2. Graham Road Culvert Slip Lining on Graham Road (County Road #76) in the Municipality of West Elgin. Tenders have been advertised and will be received until July 31, 2006. In order to proceed with these projects in a timely fashion, staff is requesting that Council provide pre-approval for the awards of these projects so long as the lowest tender is accepted and the accepted value does not exceed the capital allocations. Staff will report the tender results to Council at the next regular meeting. RECOMMENDATION: THAT, staff be directed to award the tenders for the Gracey Drain Culvert Replacement (6290-06-02) and the Graham Road Culvert Lining (6290-06-03) so long as the lowest tender submitted is accepted and is within the capital budget allocations; and also, THAT the Warden and CAO be authorized and directed to enter into construction agreements with respect to these projects. Approved for Submission Pete Dutchak Manager, Road Infrastructure t- Clayton Watters Director, Engin ~ 0 ~o~I.fl.)(.A_/) Sonia Beavers Purchasing Co-Ordinator REPORT TO COUNTY COUNCIL FROM: DATE: Brian Masschaele, Manager of Archives Cathy Bishop, Director of Library Services July 6th, 2006 SUBJECT: Municipal Participation in Laserfiche CORPORATE GOAL(S) REFERENCED: To ensure fiscal responsibility and accountability; To forge community partnerships. INTRODUCTION: ElginConnects has offered the services of a student to input documents from local municipalities into the County's electronic document management system called Laserfiche. This report informs Council about this project. DISCUSSION: ElginConnects has offered the services of a student under the federal government's Community Access Program to facilitate participation of the County's lower-tier municipalities in Laserfiche. In 2004, ElginConnects purchased a web-accessible version of Laserfiche on behalf of the County to, among other things, enable lower-tier municipalities to use this software. The student is inputting minutes and by-laws of lower-tier municipalities that are already available in electronic format. This will enable these documents to be posted on to the system without further scanning, thereby making them globally searchable to staff and the general public. A survey of municipalities has indicated that each possesses between two and seven year's worth of minutes and bylaws in electronic format. The student is working to obtain these files and input them into the system. The work is being performed at ElginConnects and through the Elgin County Archives. The project is proceeding over the course of summer 2006. The County's Director of Information Technology has been informed of this project and is supportive given that the software is already in place and the County has sufficient room on its servers to store these documents. Longer-term, ElginConnects is hoping to obtain funding for a project to scan a wide-array of lower-tier municipal documents into the system at which time a further report will be brought forward to County Council. In the short-term, the current project is at least paying immediate benefits in terms of accessibility to key documents and is establishing the framework for further municipal cooperation in the long-term. CONCLUSION: ElginConnects has provided the services of a student to input minutes and by- laws from lower-tier municipalities into the County's electronic document management system called Laserfiche. This report informs Council about the nature of this project and the emerging partnership between the County and lower-tier municipalities in terms of electronic document management. RECOMMENDATION: THAT this report be received as information. Respectfully Submitted Ma Chief Administrative Officer ,,~~ Cathy Bishop Director of Library Services ~~ . MasschaelS"-- Manager of Archives REPORT TO COUNTY COUNCIL FROM: Cathy Bishop, Director of Library Services Ninette Gyorody, Curator DATE: 14 July 2006 SUBJECT: Elgin County Museum Signage and Access CORPORATE GOAL(S) REFERENCED: To promote cultural services; To promote Elgin as "The Place to Live". INTRODUCTION The Elgin County Museum has moved to its new facility in the Elgin County Administration Building and preparations are now underway for a grand opening in fall 2006. This report recommends that promotional signage be installed on the building's exterior and that the main entry point into the building for museum visits be through the main entrance facing Sunset Drive. DISCUSSION: Staff are proposing that signage be installed in front of the Elgin County Administration Building to promote the Elgin County Museum. This includes the installation of banners on the front fayade of the building. Orders for these items must be placed well in advance of the museum's grand opening in order to ensure their installation. Engineering Services are furthermore making separate arrangements to include the museum in signage for the building as a whole adjacent to Sunset Drive. Staff are also proposing that the front entrance to the County building serve as the main entry point for the museum. Necessary arrangements will therefore be required to ensure access to these doors during extended hours of operation, a draft proposal for which includes Thursday evenings and Saturdays. A further report will be forthcoming early this fall regarding new hours of operation for approval by Council. The County's Corporate Facilities Manager has been briefed about these proposals and has raised no objections towards proceeding pending Council approval. Costs for the proposed signage will be modest and can be drawn from the museum's 2006 operating budget. Finally, staff wish to inform Council that the kitchen and lunch room facility in the Elgin County Administration Building will be used by the museum for occasional programming purposes, but this will always be left clean and ready for use as needed. CONCLUSION: With the Elgin County Museum now in its new location at the County building, staff recommend that signage be installed on the front fa<;ade of the building and that visitors access the museum through the main entrance facing Sunset Drive. RECOMMENDATION: THAT signage and banners promoting the Elgin County Museum be installed at the main entrance of the Elgin County Administratiion Building with funds to be drawn from the Museum's 2006 operating budget; AND THAT appropriate measures be taken to ensure public access to the Elgin County Museum during hours of operation through the main entrance of the Elgin County Administration Building. Respectfully Submitted &~,~~ Cathy Bishop Director of Library Services Approved for Mark Mc Chief Administrative Officer REPORT TO COUNTY COUNCIL FROM: Jennifer Ford, Financial Analyst Linda Veger, Director of Financial Services DATE: July 17, 2006 SUBJECT: Elgin Manor Rebuild CORPORATE GOAL(S) REFERENCED: To ensure fiscal responsibility and accountability. To nurture and support dignified long-term care. INTRODUCTION: In 2001, the County of Elgin began the process of rebuilding its facility known as Elgin Manor. Since that time, expenses for the new facility have been tracked using the capital project number 2740-01-01 - Elgin Manor Rebuild. This project has been reported separately to Council from the regular Capital projects budget. Final expenses have been incurred on this project and it is necessary to close the project to further expenditures. Future capital expenses for Elgin Manor will be brought forward in the regular Capital budget. DISCUSSION: Included for Council's information is a summary of the expenses and approved Budget on Appendix A. The outstanding pledges for the Elgin Manor Capital Campaign stands at $266,678. Response from donors has been positive with reminder letters continuing to be sent out quarterly. It should be noted that the outstanding pledges are expected to be received and will cover the outstanding budget overrun. The financing that remains on this project currently stands at $5,434,375. Increases to this balance will include interest charged on the borrowed funds only. CONCLUSION: The project known as Elgin Manor Rebuild is effectively complete. Future capital expenses on this facility will be determined on an as needed basis and will become part of the regular Capital Projects Budget. RECOMMENDATION: THAT the Capital project known as 2740-01-01 - Elgin Manor Rebuild be closed; and, THAT the report entitled Elgin Manor Rebuild dated July 17, 2006 be received and filed. 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Y7 REPORT TO COUNTY COUNCIL FROM: Jennifer Ford, Financial Analyst Linda Veger, Director of Financial Services DATE: July 14, 2006 SUBJECT: MFOA-POA Collections Committee CORPORATE GOAL(S) REFERENCED: To provide innovative and collaborative quality service To recognize and seize opportunities for improvement INTRODUCTION: The MFOA-POA Collections Committee was created in 2001 to assist municipalities in the collection of POA defaulted fines. The acting Board of Directors has sat on the committee since its inception. Recently, there was a call for volunteers to sit on the Board to provide continued operation of the work of this committee. The Board meets via teleconference on most occasions except for the yearly general meeting of the membership. DISCUSSION: The main goal of the committee is to assist in the sharing of information between municipal collections departments. Below is an outline of the committee's mandate: Mandate: To review and discuss methods to make the job of collecting the POA receivables effective and efficient by: . Education and training of members on collections issues; . Sharing Best Practices with one another; . Communicating (via a news letter on MFOA web site) of new information and processes; . Identifying issues to be lobbied politically and to forward on to Parent Committee (MFOA's POA Finance Managers' Committee) for action; . Establishing, when necessary, ad hoc committees such as Legislative, Dedicated fines, Software and Technological; . Developing and maintaining best practices library and reference texts. (such as on a web site) Note: Library will require structure, control and ownership by someone. With the help of a subcommittee organized through the main committee, the County of Elgin was successful in procuring new software which will assist our Collections Officer. Therefore, when the call came for volunteers to sit on the Board, one of the County's staff, Jennifer Ford, was selected. CONCLUSION: The County has benefited greatly from the work of the MFOA-POA Collections Committee and with the approval of Management a County of Elgin staff now participates on this Board. RECOMMENDATION: THAT the report entitled MFOA-POA Collections Committee dated July 14, 2006 be received and filed. Respectf lIy Submitted d Jen Ifer Ford Financial Analyst ,?(~ Linda Veger ~ Director of Financial Services z c:5 ..J W u.. o ~ z :::> o () ~ .... Q) Cl III e:. III tl Q) -e 0. s CO 's. 0 III 0 () N <( >< :c s::: Q) 0. 0. <( III Q) '0 z Cl s::: '2 'iij E Q) 0:: Q) - III iij"'C .a .s U III <( U; o () co o o Q) N Q) a. E o () t5 Q) 'e- 0.. ~ .S: Q) Q) a. 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Q) .~re (/)0.. ro ..... .0.. co () ro ..... o I- REPORT TO COUNTY COUNCIL FROM: Jennifer Ford, Financial Analyst Linda Veger, Director of Financial Services Clayton Watters, Director of Engineering Services DATE: July 17, 2006 SUBJECT: Capital Projects Budget as at June 30, 2006 CORPORATE GOAL(S) REFERENCED: To ensure fiscal responsibility and accountability INTRODUCTION: In 2006 Council approved a capital projects carryforward budget from 2005, a 2006 capital projects budget, and various additions/changes to engineering projects. As a result, our current approved capital projects budget now stands at $16,120,472. The remaining projected budget currently is estimated at $8,727,487. The purpose of this report is to update Council on the status of these various capital projects as at June 30, 2006. Appendix A has been provided for Council's information. Appendix A is a summary of the capital projects as they appeared on June 30,2006. The projects are broken down into three categories determined by their anticipated completion dates with notes outlining the status of each project. DISCUSSION: Budget Update: Project Budget Remaining Project Budget 2005 Carryforward Budget 2006 approved Capital Budget Less Surplus on 2006 Budget Less Financing Additions Approved April 18 & May 16/06 (& Funding Received) 7,660,057 5,850,635 (7,703) (1,011,932) 2,327,152 Current Budget for 2006 3,629,415 $16,120,472 $8,727,487 Projects Scheduled for Completion in 2007 or later: Additional Information: In this category, the two COMRIF projects and the Talbot Line project show a current project budget of funding that has been received from the Provincial and Federal Governments. Also included are the maximum project budgets as approved by Council. These projects will be updated to their approved maximums as the funds are received by the County. CONCLUSION: Projects listed are proceeding as outlined in the note section of Appendix A. RECOMMENDATION: THAT the report titled Capital Projects Budget as at June 30,2006 and dated July 17,2006 be received and filed. Respectfully Submitted ail ~CI Jen~ Financial Analyst ~~AJr Director of Financial Services Mark . Chief Administrative Officer 00wV\~ Clayton Watters Director of Engineering Services REPORT TO COUNTY COUNCIL FROM: Melissa Lewis, Elgin Manor Director of Senior Services DATE: July 13,2006 SUBJECT: Southwest LHIN Integrated Health Services Plan Development CORPORATE GOALS REFERENCED: · To forge community partnerships INTRODUCTION: It has now been more than one year since the first founding board members of Local Health Integration Networks (LHINs) were appointed. Since that time, the Southwest LHIN has held a number of sessions to introduce, promote and seek input into the integration planning of local health care services. Most recently meetings have included: . May 12, 2006 -- Spring Forum "Laying the Foundation for Change" . June 27,2006 - Southwest LHIN representatives attended the Elgin Health Systems Planning Group hosted at STEGH . July 11, 2006 - Introduction to the Integrated Health Services Plan Each of the fourteen LHINs in Ontario have been working toward an Integrated Health Services Plan (IHSP) that is due to the Ministry of Health and Long-Term Care this fall. A summary of the major components and priorities that are shaping the draft IHSP for our Southwest LHIN was presented for review and discussion at the July 11th session. DISCUSSION/CONCLUSION: At the present time, the Southwest LHIN is undertaking a consultation process to polish the draft IHSP through a series of forums from July to October. There are two distinct phases in this consultation, comprising both the consumer through local public forums, as well as health services providers through sessions with health care leaders, union and human resources leaders, physicians, other health care professionals and workers. July 24, 2006 Aylmer Public Forum 7 to 9 PM Town Hall September 6,2006 West Lome Public Forum 7 to 9 PM St Mary's Church September 11,2006 St. Thomas Public Forum 7 to 9 PM St. Thomas Elgin Memorial Providers Forum & Mental Community Centre Health Forum TBA These engagement events will be utilzed to further develop the first Integrated Health Services Plan for our Southwest LHIN. Components of the draft document are built within a planning framework that includes: a vision, local opportunities and challenges (environmental scan), decision-making principles, strategic goals, implementation imperatives, and finally the priorities identified for the next three years. There are six priorities contained in the draft IHSP for the Southwest LHIN: Enabling Priorities eHealth Health Human Resources Integration Priorities Equitable Access to Services Continuum of Care - Seniors and Adults with Complex Needs Strengthening & Improving Access to Primary Care Chronic Disease Prevention & Management In addition to presenting and discussing the draft integration plan, LHIN representatives confirmed that the Southwest will continue to consult and communicate with health care providers through the formation of area tables. Three area provider tables will be formed geographically in the north, central and southern portions of our LHIN, and will be comprised of members representing all sectors of health care. Additional detailed resources, including the draft integrated health services plan, proposed terms of reference for the south providers table and the complete listing of engagement events is available on file and will be accessible in the future from the website www.southwestlhin.ca. RECOMMENDATION: THAT the report titled Southwest LHIN Integrated Health Services Plan Development be received and filed. Respectfully Submitted Mark G. c Chief Administrative Officer ~~...~ Melissa Lewis, Elgin Manor Director of Senior Services 8) Putting Con.sumers Firstl local health cafe serviCes fQrlocaJ people 1/:JlH i or; The South West Local Health Integration Network (LHIN) is one of 14 organizations that have been established across the province to meet the increasing demands on the health care system and improve access tO,and the quality of, health services in Ontario. We will bring decision-making about health care services closer to home and make sure that input from local citizens, consumers and providers helps to shape the priorities and directions for change. By building partnerships among providers, we will encourage local solutions and innovations to address the community's needs and make the most of available resources. The Integrated Health Services Plan (IHSP) is a 3-year loc<:ll strategic plan that will I<.lY the foundation for LHIN activities and decision-making. With a focus on integration, the LHIN will build on the tremendous work already being done in our communities to enable a local system that provides appropriate, coordinated, effective and efficient health services. We wHl also support the implementation of existing provincial strategies such as reducing Wait Times, improving access to doctors and nurses, and enabling the flow of information to better serve the needs of consumers. The Aging Population: The proportion of seniors in the South West is higher than the provincial average and it is estimated that the population of people over the age of 65 will increase by approximately 43% by 2018. Evidence suggests that this population utilizes significantly more services - over 50%, even though it represents only 14A% of the total population. Many rural communities have become retirement destinations resulting in significant growth in the population of seniors. Primary Care: Provincial analysis of physiCian supply indicates that the South West LHIN was consistently lower than the Ontario average, and a number of areas within the network have been designated as 'under- serviced' for family physicians. Within the South West LHIN there are 15 new Family Health Teams and plans for 3 new Community Health Centres, as well as numerous existing models of inter-disCiplinary organizations and teams. These new organizations offer the opportunity to create a strong service base for primary care in the South West, however many are just getting underway and will need continued support from the LHIN and its partners. Our Vision for Integration in the South West No single organization can or does provide the entire spectrum of services required by an individual or population. Health services integration is about connecting parts of the health care system to work better together and changing the ways in which providers work - as teams and individually. In an effort to ensure fair and transparent decision-making, we developed a set of decision-making principles that supports our vision for integration. These principles were applied in the selection of the integration priorities and in the development of the DRAFT IHSP. Local Opportunities and Challenges Review of the environmental scan and the input from community engagement to date has highlighted severi31 consistent themes that set the context for our priorities, objectives and deliverables. Factors Affecting Access,' Health services planning needs to consider a full range of issues that influence access including: distances traveled, demographics, culture, economics, and the challenges of marginalized populations. Rural and remote communities have unique health service needs and residents often have to travel long distanc~s for specialized care. Centres prOViding tertiary and. quaternary services play a critical role in delivering specialized care and need to bal<.lnce the interests of both their local residents With that of the broader network. DECISION. MAKING PRINCIPLES Patient-focused- users of the system and their families will be able to access quality services when needed and they wilf experience respectful and caring interactions with the system Population health - opportunities to improve population health through an emphasis on health promotion and disease prevention are optimized Data driven - support is provided through both qualitative and quantitative data. Sources of data include relevant research, the use of clinical pathways/maps, standards of care or other best practice research, $xpert opinion and consensus-based input Outcome-oriented and measurable - short and long term goals as well as process and outcome indicators can be identified to measure impacts in the short, medium and long term System $ustaii1ability - focuses on contributing to the future sustainability of our health system Builds system capacity - through creativity and innovation and the leveraging of current capability, greater system capacity will be built Leverages partnership activities or initiatives- the establishment or strengthening of cross-sectoral netwotks and partnerships is fostered in a way that enables the success of the initlative Achievable strategies can be implemented to ensure achievement of the intended goals VV~V(A), sauCitt LA./~ IhiYldf'- PutJingCQnsumers First! local health care servic~$forl(JCClJ people OVERVIEW OF INTEGRATION PRIORITIES IMPLEMENT A TJON JMPERA T1VES Mobilizing Partnerships . Evaluation. Research, Education & Knowledge Dissemination . Standardization & Best Practice . Promotion and Prevention . Geography ... .. Transportation Equitable Access I to Services I I ( . .- .., ! 1.0efine & strengthen the delivery I , of equitable, timely & I appropriate services & improve service coordination with a specific focus on implementing innovative approaches to support rural community providers with links to specialized resources. ! 2.QUICK START: Promote the ! Hips & Knees Quality, Utilization i & Access Steering Committee to ! ensure an integrated approach . to hip & knee total joint i repiacementsacross the LHIN. I 3.QUICK START: Leverage the . work of the provincial Critical Care Strategy Group to build critical care capacity & improve I accessibility, quality & efficiency i of services. 1.Develop & implement an integrated continuum of care for seniors & adults with complex needs which will build a foundation for continuum design for other populations. 2.Focus on rehabilitation across the continuum. 3. Develop a strategy & plan of action to ensure access to Long Term Care to meet the needs of the South West LHIN. 1.1mprove communication 8. linkages among other health care sector providers & primary care physiciqns not currently participating in a primary care renewal modeL 2.QUICK START: Support the development & evolution of primary health care renewal models. 3.Focus on improving access to comprehensive primary care with an emphasis on early intervention & wellness for people with mental health & addictions conditions. '1 1. Develop & implement a comprehensive chronic disease prevention & management program across the South West LHIN. 2;QUICK START: Implement a chronic disease prevention & manag.ement program for individuals with diabetes, including those with mental health co- conditions, through a selected number of "pilot initiatives" across the South West LHIN. Purf:lingCol1sumers First! local health care services tor. local people . ,...... ,. .....n_...'._._.__......__....' .... ...._.,....,.'" ...,,~_....mm_._.' .......'._..,._.'....,_......_._.'..w .._...._._._._.....u _..... ........,. W'_", ,', ,', ',','_,',". ...., ".. .... '''''', "'"c_'" ,','"n' ......." '.. ... ,. ., '._ ",,," "..., "", 'N A'O' ,.~ ""., i Ensuring that there are appropriate services to meet the health needs of our communities is a central role of the South West LHIN and critical to the Success of integration. But delivering services "in the right place, at the right time, and by the right provider" at all stages i of the lifecycle needs to consider many issues including distances traveled, language and culture, age, availability of transportation and . social support services within the community. Planning for the appropriate mix of services that should be available locally also requires that a range Of clinical factors be considered to ensure that quality Care can be delivered safely and effectively. Access to Services Across Different Communities: A 'number of factors may influence the consumers' ability to . navigate the health system. A significant factor in the South . West is the level of availability of local services in remote and 'rural communities. Moreover, many cbmmunitiessuch as I newcomers, Aboriginal peoples, francophones, the marginalized . population, and seniors may experience unique challenges ! accessing he~lth care regardless of the location in which they live. Strong partnerships will be necessary to link rural and urban : communities. and support rural community providers with access to specialized resources. · Access to Services Across. the Continuum of Care: There is often a narrower range of services available in rural areas and community agencies and hospitals face distinct cost pressures. LHIN-level providers playa dual role, balancing the need to deliver , services to their local communities as well as providing tertiary care to the entire network and beyond. i Health services planning needs to consider both local characteristics and provincial services and priorities (e.g., wait time and critical I care. strategies. It is important for providers to understand where to locate specific services to optimize access and ensure quality and L~~!~~J!:L!!le ~~JiY~!Y.9t!b,eJ^,~,~~t~~. For consumers it is im ortant to know what services a vailable and how to access them. . The majority of health service providers tend to be concentrated in the South and Central areas, particularly in the London area. . Several rural communities are "under-serviced" and many face an aging population of health professiOhals · Rural communities have a higher percentage of seniors, and a higher percentage offamiliesliving pelow the poverty line. . While the city of London rates better on many indicators, individual neighbourhoodsshow disparities in socio-economic and health status. Opportunities and challenges described by participants in community events included: · Need for better transition planning (short stay care, discharge planning, and transportation); . Value of networks for expertise and sharing; · Need to focus on special populations (seniors and those living with mental illness); · Capacity issues (beds and human resources); and · Rf,Jral service delive issues. Define and strengthen the delivery of equitable, timely and appropriate servii::es and improve service coordination with a focus on implementing innovative approaches to support rural providers with links to specialized resources. Year 1 Deliverab/es - Establish a cross-sectoral Priority Action Team to provide leadership for: 1) A detailed environmental scan including a system-wide inventory of services (availability and usage) and analysis of movement of people across care settings (from hospitals to long term care); 2) Further engagement of providers. consumers and the. public to better understand health service delivery and barriers to accessing services; 3) Analysis and recommendations on gaps (unmet needs), strategies to improve coordination of secondary and tertiary care, effective bed management strategies, and opportunities for service improvement through enabling techn~::lIogies. 2. QUICK START: Promote the Hips and Knees Quality, Utilization & Access Steering Committee to ensure an integrated approach to hip and knee total joint replacements across the lHIN. Year 1 Deliverab/es- Work with the Steering Committee to conduct analysis and define a detailed implementation plan including: 1) Organizational structure and processes to support implementation; 2) Strategy for a common care pathway that spans precoperative to post~operativestages of care; 3) Performance management for wait times; 4) Process for collecting and utillzing data. Support successful implementation of the plan and establishment of the common care pathway. 3. QUICK START: Leverage the work of the provincial Critical Care Strategy Group to build critical care capacity and improve accessibility, quality and efficiency of services. Year 1 DeJiverables - Support the work of the local Critical Care Group to complete the assessment of current capacity and develop multi-hospital service delivery plans for critical care and support the creation ofa lHIN-Wide "surge plan" baSed on coordinated hospital fevel plans. Pu,ttingConsumers First! local health caresetvices for local people The ContinlJum of Care: The "continuum of care" approach allows us to focus on the health of a population - seniors and adults with complex needs - rather than on the individual service providers. Working in concert, community, primary health care, secondary and ~ 11_~!llljJ tertiary service providers can support consumers to make informed .' :;'lI!lHlIIIJ . , and responsible choices regarding decisions involving their health. with an emphasis on health promotion. I Integrated Service Delivery Model: An integrated continuum of carafor the target population -seniors and adults with complex , needs - will need to . address the building blocks of an integrated service delivery model that, for example, include: vision and _.i!eproach, Ee>ints of aC~~~w~E!5L~DJ!)L~~E~,gL~rviC:~.~.!...?!:!9.,,!!lf2!:rf).~!!9rL~2~.<:!c:r()~~,!~.SEJl![!l~!:tl!!.:,..w........... Seniors and adults with complex needs represent a growing population in the South West. To ensure that consumers can move through the system easily, service providers across the continuum must work cOllaboratively, with a sense of shared responsibility to achieve the optimal health outcomes for that population. There must be a sense of shared responsibility for population outcomes and if certain targets are not achieved, then providers must col1ectfvely determine appropriate responses to obtain improvement. To build effective linkages across the continuum, it is recognized that there are past achievements that can be leveraged and applied broadly - for example, through the work of the South Western Ontario Geriatric Assessment, Stroke and End-of-Life Networks. ~1L ..~!q'lo!<DmM,,,:,:,';lii'li;llo!-~ . . The proportion of seniors in the South West is higher then the provincial average, ranging from 13.7% in the South to as high as 17.9% in the North; it is estimated that the population of people over' the age of 65 will increase by approximately 43% by 2018 Evidence suggests that this population utilizes significantly more services, over 50%, even though it represents only 14.4% of the total population. The South West currently has 74 long term care homes; facilities are operating at or near capacity and wait times vary significantly. . . Opportunities and challenges described by participants in community events included: . f · . . . Commitment to a system that supports people to live securely and independent/yat home.: Navigation across the continuum for consumers and their families (includintJ caregivers); Development of patienMocused health care pathways; A foundation of shared if1formation and knowledge; A quality framework with common indicators and evaluation; Rehabilitation services across the continuum. from children to seniors and across disease processes; Proactively focus on the frail elderly to divert from erner en room visits. . . Develop and implement an integrated continuum of care for seniors and adults with complex needs which will build a foundation for continuum design for other populations. Year 1 Deliverables - Establish a cross-sectoral Priority Action Team to provide leadership for: 1) A detailed environmental scan to identify needs. existing programs, duplications, opportunities for efficiencies; 2) Further engagement of providers, consumers and public to understand issues facing this population; 3) Recommendations for the integrated continuum of care. 2, Focus on rehabilitation across the continuum. Year 1 DeliverabJes - Establish a cross-sectoral Priority Action Team to provide leadership for: 1) A detailed environmental scan and analysis to identify utilization of services in public and private settings; system costs related to reduced function, extended length of stay, alternate level of care days, premature admission; and an understanding of the impact of the Convalescent Careprogram; 2) Further engagement of the community and providers to better understand opportunities and barriers to improve rehabilitation; 3) Recommendations on standards and costs for rehab services. 3. Develop a strategy and plan of action to ensure access to long Term Care to meet the needs of the South West LHIN. Year 1 Deliverables- Establish a cross-sectoral Priority Action Team to provide leadership for: 1) A detailed environmental scan and analysis to identify utilization of LTC facilities (public and private). understanding of residents served, programs offered, wait list, links to hospitals and CCAC; 2) Further engagement ofthe community Clnd providers to better understand LTC programming; 3) Understand the LTC bed to home care service provision ratio; 4) Develop recommendations on LTC needs and opportunities. Pgttifl9CQflsgmers First! local health cateservii;es fQrlQ~al people ."...,...................'..'..'._......._...'.'.._...'.....'.'..................W...'.h.. M....._.__....._".._,u...__."_..__._.,....._.__~"...,,_,,_.___,,..........."..__.__.____..._ ....... ...... ,...._, i A successful primary care health system would endeavor to provide equitabl.e care as close to home as possible and would employ a i i variety of strategies including: 1) Strengthening innovative and flexible primary care service delivery models; 2) Integrating and i i coordinating services across sectors to assist physicians and other primary care providers to effectively support consumers; 3) Making I : use of clinical. care pathways that maximize existing evidence-based practice and establish standardized processes; 4) Developing i : transition strategies to address the needs of aging or retiring physicians; 5) Expl.oit tools for knowledge sharing such as telemedicine, e-I . health, community health information networks, and video"conferencing. . Several Family Health Teams (FHTs) and Community Health Centres (CHCs) have been launched in the South West, offering a new I model for interdisciplinary cooperation and a hub for innOVo:ition in local servi~e delivery. The South West LHIN and its partners will need i to support primary care professionals across the spectrum, incl.uding family doctors in traditional prqctices as well as nurses> I ~p~_~Si>~!~J>.,9!c::!J~!?:Df~.t~~25?ial.~e~:L?~lJ~""2,lli~r~"~2L~9j!l!h1:~~2lJ}11.1l!Di.!'i:.,',....... . PhysiciclO supply in all parts of the South West is lower than the provincial average (except for Grey and Middlesex counties); Ontario Under-serviced Area designations demonstrate a need for additional family physich:lnS in each geographic area; Provincial measures to di:ltermine access to primary care include emergency room visits for non-urgent care and. the number of practitioners per 1000 residents. In the South West this analysis shows: · Hospitals in the South West ranked 3rd highest in the proportion of emergency room visits> 65% of which were classified as less-urgent or non-urgent; . As of 2004 there were 743 family physicians in the South West, which is slightly below the provincial average; People suffering from mental illness and addictions have been identified as "at risk" and their level of acute care utilization within the South West is high compared to the provincial average. Participants in engagement activities ranked access to primary care and linkages between family physicians and the community as one of the top issues currently facing the SOl!th West. Opportunities and challenges described by participants in CommlJnity events included: . A primary care strategy that integrates across health care sectors as well as geographically, and takes into account specific communities or populations; . Involvement of physicians in LHIN partnerships; · A focus on the development of FHTs and 3 emerging CHCs to ensure that outcomes are maximized; · Ensuring access in rural settings, including outreach to remote communities; . Development of electronic sfrotegies to improve coordination and knowledge sharing; and . Development of strategies to support individuals who do not . Improve communication and linkages among other health care sector providers and primary care physicians not currently participating in a primary care renewal model. Year 1 DeliverabJes. Establish a Priority Action T earn to provide leadership for: 1) A detailed environmental scan to inventory primary care services & utilization patterns> 2) Further engagement of consumers, public, physicians, and allied health professionals to determine the current state ofintera~tion and needs, 3) Analysis and recommendations on gaps, st(ate9iesto improve linkages, communication and education strategies. 2. QUICK STA.RT: Support the development and evolution of primary health care renewal models. Year 1 DeliverabJes - Establish a Priority Action Team to provide leadership for: 1) A detailed environmental scan to identify integration opportunities in group practices and other health services; 2) Further engagement with physicians and allied health professionals to understand team effectiveness in multi-disciplinary groups, and with the public to promote understanding of grOup practices and rostering; 3) Analysis and recommendations on gaps in standardized pathways for primary care; strategies to develop and disseminate these pathways; and communication strategies to promote group practices to the public; 4) Enable physician "champions" to educate other physicians and medical students on the benefits of group practice. 3. Focus on improving access to comprehensive primary care with an emphasis on early intervention and wellness for people with mental health and addictions conditions. Year 1 DeJiverabJes. Establish a Priority Action Team to provide leadership for: 1) Conducting an environmental scan to inventory primary care services in mental health and addictions; 2) Further engagement with primary care mental health providers and consumers; 3} Analysis and recommendations to address gaps in service, improve linkages and enhance communications materials; 4) 'Early Win' - Engage in cross-jurisdictional discussions with mental health alliances to share best practices for supporting at risk populations. Putling.Cq,.,$ymers First! local health care services fQrlQf:aJ people Chronic Disease Prevention and Management is a proactive treatment approach that seeks to treat patients sooner, closer to home and earlier in the course ofthe disease. Effective chronic disease management requires a shift in thinking toward health promotion. and will need the commitment of the South West LHIN and all of its health partners, particularly primary and community care and publicheaJth. Key components of disease management include an emphasis on health promotion and illness prevention, and use of clinical guidelines based on evidenCl;l-based practice. Mental illness is associated with many chronic diseases. and evidence indicates that the more serious the medical condition, the more likely it is that a patient will experience a mental illness. Furthermore mental illness left untreated results in decreased functional abilities, increased morbidity and mortality and increased health care costs. Chronic Disease Framework: The South West LHIN will adopt Ontario's framework for chronic disease, which puts an emphasis on productive relationships across providers and reflects the intention for individuals and their families to receive seamless coordinated care. Central to the framework are two concepts: Integration: integration of af! the traditional health care silos with the broader community results in shared responsibility and accountability for patient outcomes; Case management: collaborative, client-drive:n strategies for the provision of quality health and support services which can span the spectrum from self care support, to assisted care, to. intensive case management. Evidence has shown that case .._"".,,_.._man~geme_l}tS~!11!!!P!2Y2~ltle g!:!~!!!Y.-2L~L~~n~E!ltCQ!T'es fO!jh~..~9n~!;l1l!~L..@@.""=@.."".""",@""" Asthma Health care partners participating in engagE;lments agreed that there is the needto wOrk together to: . Optimize the health care team, improving partnerships and communication; · Acflieve greater community sector involvement to manage care closer to home; . Create seamless transitions so that consumers are well and consistently managed; and . Reach more consumers sooner so that fewer acute, reactive interventions are required in the management of patients with chronic disease. Nearly 80% of Ontarians over the age of 45 have a chronic condition; summary of South West data: Heart disease (30+) Chronic bronchitis ChronIc Condition Diabetes HIgh blood pressure Arthritis/rheu matism o Develop and implement a comprehensive chronic disease prevention and management program across the South West LHIN. Year 1 De/iverabJ~s - Establish across-sectoral Priority Action Team to provide leadership for: 1) A detailed environmental scan to identify needs; existing programs, duplications, opportunities; 2) Engagement of providers, consumers and the public to understand issues facing those with chronic disease and their care givers; 3) Conduct further research to ensure appropriate service delivery model recommendations; 4) Develop recommendations for the CDPM model; 5) Develop recommendations for the first two chronic diseases to be addressed by the recommended model. 2. QUICK START: Implement a chronic disease prevention and management progra.m for individuals with diabetes including those with men~1 health co-conditions, through .a selected number ofltpilot initiatives" across the South West LHIN. Year 1 Deliverables- Establish a 'Quick Start' Priority Action Team to fo<:us on: 1) Educational support to clinical teams regarding diabetes, team building and chronic disease management; 2} Commitment for home and community care to support patients with chronic conditions; 3) Development of partnerShips between family physicians and CCAC case managers; 4) Clarification of the roles of the broader health care team and commitment to participate; 5) ComprehenSion of practice guidelines for diabetes care and establishment of care algorithm for initiative; 6) Functioning partnerships between family physicians and CCAC case managers; 7) Increased use of clinical practice guidelines; 8) Adoption of care algorithms, workflow processes and forms across all teams; 9) Agreement t9 standardized forms; 10) Objective evidence of improved compliance to care guidelines and patient outcomes; 11) Focus on the 'whole' consumer and deal with co-morbid conditions- diabetes and its association with mental health; 12) Evaluation indicators and plan. PutfingConsumers First! local health care services forlocaJ people A critical enabler to health care integration is the ability for information to be exchanged between and among providers and consumers across the health care continuum. Within the South West LHIN there has been considerable success with numerous initiatives ranging from labcratory information systems, to video-care, to thehealthline.ca. To further this work; the South West LHIN has established an e- Health Steering Committee, with a mandate to establish a LHIN-wide strategic plan for e-Health. SOUTH WEST LHIN E-HEAL TH STRATEGY What we know: · A 2005 Electronic Health Record Readiness Survey found significant variation between hospitals; · The South West LHIN ranked above the provincial averCjge on all indicators; though most hospitals report EHR capability gaps, and data on the readiness of community organizations is limited, the South West ranked highest among the LHINs on interoperability between organizations; · Provider participants in community engagement activities highlighted better information technology as a critical success factor for integration. Areas to focus on included: 1 Patient, 1 Record, in order to share information across the continuum of care; development of a comprehensive e-health strategy across the LHIN; and cross-sector linkages to enable community providers to connect to existing hospital initiatives Business Strategy Information Strategy TechnOlogy Strategy 'lriformatiorifor health management .Iriwrmationfor system management '~Health information qualitY . allon . Provincial p. regionill e- health technology . . lriter-provider ';health technology. . Intra-Provider e-health. teChnolOgy' . e,.health technology standards Actions going forward: The Steering Committee is working toward enabling integration across the South West LHIN by supporting the development ofthe strategic plan, including, but not limited to: · Perform an environmental scan to identify current e-Health initiatives at area, provincial and national levels; . Facilllate brOad community engafiement; · Carry but an assessment of present and future e-Health services and initiatives within the province and determine how these will likely affect Strategic Priorities of the South West LHIN; · Document the principles that will be used to make decisions and measure the effective development and delivery of e- Health in the South West LHIN; · Define a detailed implementation plan to achieve the objectives; and Su art I tation and monitor ro ress a ainst ob:ectives;;._," Communities in the South West LHIN continue to face challenges in the recruitment and retention of health care professionals. Several areas have been identified as .under s.erviced" for family practice physicians. Communities must compete with each other to attract health care workers. To realize intE;!grated health service delivery, adequate health human resources will need to be available at the local level. Therefore, the South West LHIN must take an active role in creating an environment that will attract and retain new primary care and specialized physicians, nurses and allied health professionals. The South West LHIN has a rich academic tradition within health care which provides a unique opportunity to work collaboratively with the academic leaders. Focus is needed to prepare students in health professions on what it is like to work in rural settings and within interdisciplinary team environments. What we know: · Evidence suggests that there is a shortage of family physicians, particularly in more rural areas. However, further analysis is needed to fully understand the nature of the human resources supply challenges, both in primary care and across specialized services. · Provider participants identified human resources as a top priority in the South West, referencing challenges in recruitment and retention of health care professionals. They posed the questions "How do we continue to attract health care professionals to the South West, particularly to fUra! communities?" · Inter-professional training will be a key success factor for a team approach within primary care to be more broadly adopted. Actions going forward: · Create a Health Human Resource Advisory Group, with representatives from the Academic Health Centres and cross-sectoral leaders in Human Resources. · Develop the mandate and structure to support Priority Action Teams with health human resource issues and proactively impact on academic program development1o meet educational needs within the SouthWest LHIN. · Determine the unique needs of the South West LHIN with respect to professional education and training. Pu,<<ilJlgCQlJlsumers Firstl local health careservice$ . for local.people Community Engagement July - October 2006 DATE July 10, 2006 July 11, 2006 July 13, 2006 July 17, 2006 July 18, 2006 July 18, 2006 July 19, 2006 July 19,2006 July 20, 2006 JUly21,2006 July 24, 2006 July 25, 2006 July 26, 2006 August21,2006 August 22, 2006 August 23, 2006 August23,2006 August 24, 2006 August 28, 2006 August 29, 2006 August30,2006 August 31,2006 September 0, 2006 September 6, 2006 September 7,2006 September 11, 2006 September 1.2,2006 September 13, 2006 September 14,2006 September 18, 2006 September 19, 2006 September 19,2006 September 20, 2006 September 21, 2006 September 25, 2006 September 25, 2006 September 26. 2006 September 27,2006 Septernber 28, 2006 October 2,2006 October 3, 2006 October 4, 2006 October 5, 2006 LOCA nONS Mitchell London Owen Sound Mitchell Saugesn (TBD) Lion's Head Owen Sound, Elmwood London London Aylmer Stratford! Milverton Mitchell lIderton Seaforth ! Clinton Hanover Kincardine Exeter Elmwood Mitchell! SI. Mary's Woodstock I Tilsonburg Strathroy London (TBD) West Lome Wingham SI. Thomas Owen Sound Elrnwood London Mitchell I Stratford Wiarton (TBD) North Area (TBD) Goderich London Woodstock Woodstock Southampton Owen Sound London Listowel North Area (TSD) Port Rowan Dorchester TYPE Area Provider Table Area Provider Table Area Provider Table Physician Expert Panel FirstNations Leaders Public Forum Physician Expert Panel Union Leaders I Public Forum Union Leaders I Public Forum Physician ExpertPanel Public Forum Union Leaders I Public Forum Public FOnJm Public Forum Public Forum Mental Health Consumers Public Forum Public Forum Providers Forum I Public Forum Providers Forum I Public Forum Mental Health Consumers I Public Forum Providers Forum I Public Forum I Mental Health First Nations Forums Public Forum Providers Forum I Public Forum Providers Forum I Public Forum I Mental Health Public Forum lMental Health Public Forum Mental Health Consumers / Public Forum Mental HeaIthConsumers I Public Forum Public Forum I First Nations Forum First Nations Providers Forum I Public Forum Providers Forum Providers Forum I Public Forum Public Forum Providers Forum / Public Forum Providers Forum / Public Forum Public Forum Public Forum First Nations Public Forum Public Forum For more information on time and locations of public engagements, please go to www.southwestlhin.ca or contact the South West LHIN at (519)672~0445 or toll free at 1-866-294-544.6. REPORT TO SENIOR MANAGEMENT FROM: Pat Vandevenne, Bobier Villa Director of Senior Services DATE: July 13, 2006 SUBJECT: Meals on Wheels Agreements CORPORATE GOALS REFERENCED: · Ensure fiscal responsibility and accountability · Forge community partnerships · Provide innovative and collaborative quality service INTRODUCTION: Bobier Villa, Elgin Manor and Terrace Lodge provide hot meals for the community Meals on Wheels programs through the VaN Middlesex/Elgin and West Elgin Community Health Centre. DISCUSSION: In January of 2006, a report was presented to County Council regarding increases to the cost of producing meals, including raw food, labour and supplies. The County of Elgin Homes were absorbing additional costs within the limited dietary budgets, and staff suggested we should move toward a cost-recovery model for our Meals on Wheels program. Council endorsed the Homes to enter discussions with the VaN and WECHC regarding cost recovery and progressive fee changes for Meals on Wheels. . At that time it was estimated that the Homes' cost of producing a hot meal for the Meals on Wheels Program was approximately $7.00. The VaN and WECHC collected $5.00 from the consumer and provided the Home with $4.45 recovery. The Homes Directors have since met with our Meals on Wheels partners, the VaN and WECHC. As not-for-profit service partners, all parties have a common understanding of the importance of this program and the need to keep it accessible and affordable for seniors in the community. CONCLUSION: Meals on Wheels is an important program for seniors within our community, promoting independence for individuals and linkages with the VaN and West Elgin Community Health Centre. Through discussion, we were able to obtain consensus with Meals on Wheels partners to increase the purchase price and recovery of meals through a gradual and progressive approach. Interim Meals on Wheels contracts have been prepared, which will align the content of the agreements and timeframes for the three Elgin County Homes. This will also enable us to make an incremental increase for 2006, and re-evaluate costing for 2007. Beginning in April of 2006, the consumer will pay $6.00 and the Home will receive $5.50. This increase has reduced the loss per meal by over one dollar, placing the difference in production cost versus recovery at approximately $1.50 per meal (down from $2.55 per meal). RECOMMENDATION: THAT the Warden and Chief Administrative Officer be directed and authorized to sign the Meals on Wheels agreement with VON Middlesex/Elgin and the West Elgin Community Health Centre for the 2006 year; AND THAT the Homes continue to evaluate the associated costs of the program and meet with our Meals on Wheels partners on an annual basis. Respectfully Submitted Approved for Submission ~U~ol~ Pat Vandevenne, Bobier Villa Director of Senior Services JhllliD t}tl!J1 Rhonda Roberts, Terrace Lodge Director of Senior Services ~Manor Director of Senior Services ~ -" v" 0' "c' sa MEALS ON WHEELS This is an agreement between: VON Middlesex-Elgin Community Support 175 South Edgeware Road St. Thomas, ON N5P 4C4 519-637-6408 (Meal Purchaser) AND County of Elgin 450 Sunset Drive St. Thomas Ontario N5P 5Vl For Meal Suppliers: Elgin Manor RR1, St. Thomas ON N5P 3S5 Terrace Lodge 475 Talbot St. E., Aylmer ON N5H 4A5 Nine Month Interim Contract - April L 2006 - December 3L 2006 1. Ag;reement: Meal Suppliers agree to supply VON Community Support - Elgin County, with meals Monday through Friday. Meals are to be ready for pick-up at 11 :30 a.m. Meals will be supplied on the following Statutory holidays: New Years Day, Heritage Day, Good Friday, Easter Monday, Victoria Day, Canada Day, Civic Holiday, Labour Day, Thanksgiving, Christmas Day and Boxing Day. 2. Content: Soup or Salad Main Entree Dessert All meals will meet guidelines as set out in Canada'8 Food Guide to Healthy Eating and Health Canada'8 Recommended Nutrient Intake. 3. Specialty Meals: Diabetic, restricted fat, ground, consideration for food allergies, pureed, and other meals as required will be accommodated. Specialty meals are to be clearly identified. 4. Menu Varietv: Meals On Wheels menu must be rotated at a minimum of three weeks and be reviewed by a registered dietician. A copy of the current menu is to be made available to the Meals On Wheels coordinating staff on an ongoing basis. Meals are to be date stamped and identified with the Meals on Wheels stamp. Page 1 5. Orderin2: Meals from the Supplier: Meals from Elgin Manor will be ordered on a bi-weekly basis. Meals from Terrace Lodge will be ordered on a weekly basis. Meals will be ordered as above by Meals On Wheels staff and updated daily as required. 6. Costs and Payment: The charge for the food service is $5.50 per meal. Meal suppliers will submit a monthly invoice to the VaN Community Support office and in turn will receive a monthly payment with a 30-day term. 7. Eauipment: VaN Community Support will be responsible for the supply of delivery equipment (coolers, hot packs, etc.). Meal suppliers will sanitize all equipment before its next use. 8. Cancellations/Additions: Due to inclement weather or an emergency, it may be necessary to cancel the service for one day. VaN Community Support staffwill determine the delivery of meals under these conditions. Meals On Wheels program staff will notify the meal supplier regarding any changes in the schedule preferably the day before delivery. The Meal Provider shall not charge VaN Community Support for meals when notice of cancellation is provided by 10:00 a.m. the day of delivery. 9. Volunteers: Volunteers who are registered with VaN Community Support deliver all meals. They will arrive to pick-up meals at 11 :30 a.m. and return delivery equipment to the meal supplier after meals have been delivered. Speciality diet meals are to be clearly identified for the volunteers. 10. Problems/Questions/Comments: To be discussed by the Administration ofthe meal supplier and the Coordinator ofthe VaN Community Support. 11. Evaluation: Will be initiated by VaN Community Support staff a minimum of once each year and results will be shared with meal suppliers. Page 2 12. Health and Safety: The meal supplier is expected to comply with the Food Premises Regulation under the Health Protection and Promotion Act, 1990. Meal suppliers must share a copy of their annual documentation showing that the regulation has been met with VON Community Support. This documentation is that provided by the health inspector. Copies have been provided by: Elgin Manor: Terrace Lodge: _ 13. Termination of A2reement: Sixty (60) days by both parties. Signed: Signed: Chiet AdmmlstratJve Othcer- Elgm County Warden - Elgm County Date: Date: Signed: Manager, Commumty Support VON Middlesex-Elgin Date: Page 3 REPORT TO COUNTY COUNCIL FROM: Sandra Heffren DATE: July 20, 2006 SUBJECT: Amendment to July 26, 2005 Council Minutes Introduction: A typographical error was noticed in the July 26, 2005 Council Minutes that requires amendment. Discussion: A report was presented to the July 26,2005 Council meeting regarding Approval of the Museum Contribution Agreement. The recommendation from the Report was adopted by Council and when recorded in the Minutes contained a typographical error. The amount of the contribution level from the Federal Government was typed in error as $40,000 and should have read $80,000. Conclusion: The Council Minutes of July 25, 2005 requires amendment by Council to correct the contribution amount from the Federal Government to the Museum Contribution Agreement. Recommendation: THAT page 4 of the Council Minutes dated July 26, 2005 be and is hereby amended by correcting the contribution level from the Federal Government to the Museum Contribution Agreement from $40,000 to the correct amount of $80,000. Respectfully Submitted Approved for Submission 'f#~ Sa He n, Deputy Clerk. g CORRESPONDENCE - JULY 25. 2006 Items for Consideration 1) Ontario Property and Environmental Rights Alliance, with information concerning the proposed revision of the Ontario Species at Risk Legislation. (ATTACHED) 2) J.D. Leach, City Clerk, City of Vaughan, with a resolution requesting the Province of Ontario to immediately commence a consultative process with the municipal and development sectors to revise the Development Charges Act. (ATTACHED) 3) Christine Enns, Manager, Health Protection, Elgin St. Thomas Health Unit, Advocacy Letter for Antivirals for Prophylaxis. (ATTACHED) Matters of Uraencv Lynda Millard, Clerk, Municipality of Bayham, with a resolution to prevent the closure of the Port Burwell Public School. (ATTACHED) 07/15/2005 19:13 519-323-0289 OPERA PAGE 01/02 ONTARIO PROPERTY AND ENVIRONMENTAL RIGHTS ALLIANCE Unit A - US Chw:cl1 Street, North, MoUJ)t Forest, OI)tario, NOG 2U Phone: 519-323-2308 I Fax; 519-323..0289 I .~~MaiI: ()J)era@bmt~.com Iw.,b p.: wWw.bmts coml--opCmL FAX :,.r\ " To: Members oHhe Provincial Legislature Member8 of Municipal Councils From: R.A. (Bob) Fowler, OPERA Secretary Fax: Various Pages: 2 (including this cover sheet) Date: July 15, 2006 Re: EBR Number AB06E600 I - Proposed. Revision of Ontario Species at Risk Legislation On May 9th, the Ontario Ministry of Natural Resources proposed ;Jignificant changes for species at risk (SAR) provincial legislation in the above Registry documen.t_ This was enhanced; on J one 16th, by EBR Registry Number RH06EOOOl proposing a Regulatory Modernization Act (Bill 69) '~t would change the way regulatory ministries collecf:, use and share infonnation". These two separate but clearly related MNR initiatives allowed only 59 and 60 days respectively for public response. The follo-wing conunents address issues in AB06E600 1 - revision of species at risk legislation. Like many orgarnzations and individuals unaware until almost too late of these Internet publieations~ the Ontario Property and Environmental Rights Alliance provided a written submission in which the intent of Registry AB06E6001 proposals is fully supported but the process by which they are to be implemented is, in many instances, vehemently opposed. A copy of the 6 page OPERA response is available on request and several of its defining concerns are briefly summarized below: 1. Unlike Non~Govemment Organizations that MNR identifies as "stakeholders" and accepts as partners, many rural landowners directly affected by SAR legislation don't have a computer and/or an futemet connection and are therefore unlikely to know about" much less respond to, Registry Number EBR Number AB06E6001. 2. Specified aboriginal and "stakeholder~ presence on a Committee that "adjusts" the endangered species list doesn't include equal representation for private landowners and Committee effectiveness is subject to "discretion of the Minister" (read senior:MNR staff) on conditions imprecisely described and thus open to MNR interpretation years later. 3. Enforcement proposals would remove 'Willful" from the particulars of species at risk comt charges thus relieving prosecutors of the need to prove intent and, in effect, declaring . the alleged offender guilty lUltil proven innocent while MNR alone appoints "authorities" and "officers" with search, seizure and arrest capability_ (continued) ""to prol<<1~ and en.tretJcfl i1IlIJw~ /lmdowlter Tighl$ IJltd re,sponslbilities" 07/15/2006 19:13 519-323-0289 OPERA PAGE 02/02 Page 2 Since circulation of AB06E600 1 proposals relies on Internet postings unsupported by print medi.a advertising, an enthusiastic response from environmental N GOs already in the :M.NR electronic ~~loopn can be expected. But comments from affected but uninfonned rural landowners without a computer might range from sparse to non~existent., a result perhaps intended rather than incidental. This inherent imbalance is seldom, if ever, acknowledged in government reports c1aimin:g that widespread approval of its "proposals'! result from allegedly extensive "public consultation". Such claims should be closely examined in the current instance. Moreover, the whole premise of species protection with no regard for the common law rights of private landowners should be reviewed in light of an audio visual presentation on that very subject from the American perspective. That 20 minute overview is currently posted on the following Internet site: :www.e~o.freedom,onVepiJendangered! Recent MNR-inspired "adjustrnentsU of the Conservation Act empower Ontario's 36 Conservation Authorities (CA) to police both hazard and natural heritage wetlands at the expense ofIocal municipalities (read local taxpayers). Inspection of private water wells under the fearsome Source Water Protection Act is also now mandated to CA "officers'! at municipal expense (read local taxpayers). And all development permits and real estate transactions! regardless of location or mitigating circumstances. may soon require CA <icomment" with a related fee at proponent COst. According to the Planning Act, each such 'iadjustment" of contractual arrangements between CAs and their host municipalities requires prior ratification by means of advertised public meetings and a duly recorded municipal by-law. Mast IItJUticipal councilors aTe aware thai this requ;"ement~ in addition to already-expanding costs of C4 involvement in locallahd use planlling, will impact tIUlnicipal hUdgeting and mill rates I1S weU lIS the soci4Veconomic prospects of local ratepayers. SOME QUESTION~ Will enforcementof an "adjusted" provincial Species at Risk Act at local municipal and taxpayers expense soon be entrusted .to district CAs? Will CA "inspectors" on private property to enforce a specific land use decree be reporting alleged violations of numerous other statutes as pro\7ided in Bill 69? Will ConOnt (coalition of Ontario Conservation Authorities) initiate a written agreement with locallalldowne.- groups clearly specifying eolo.-cement policies? Given the thrust and direction ofEBR Numbers AB06E6001 and RH06EOOOlas well as many other MNR land use proscriptions of similar intent, provincial MPPs and municipal councilors are urged to seek and publicly circulate an.swers for these questions. "to protl!t1; IIIUl eJmmdt In law, I4ndowlIO" rlghtSllIId 7(!4fpoll$lbl/ltiQ" Va~ Clerk's Department 2141 Major Mackenzie Drive Vaughan, Ontario Canada L6A 1T1 TIie Cif!J Above Toronto - Tel (905) 832-8504 Fax (905) 832-8535 FOR INQUIRIES: PLEASE QUOTE ITEM & REPORT NO. June 30, 2006 County Clerk The County of Elgin 450 Sunset Drive St. Thomas, ON N5R 5V1 RE: DEVELOPMENT CHARGES ACT REFORM I am writing to advise you that Vaughan Council, at its meeting held on June 26, 2006, adopted the following resolution: Whereas the last update of the Development Charges Act 1997 was nine (9) years ago; Whereas the current Development Charges Act does not permit the collection of development charges to fund growth related capital costs for the following services which were previously eligible under the old Act; * Hospitals; Headquarters for municipal administration; Computer equipment; Cultural facilities such as museums, theatres and art galleries; and Waste management services. * * * * Whereas the current Development Charges Act requires a mandatory 10% reduction in the charge for growth related "soft services" such as community centres, libraries and parks; Whereas the requirement in the current Development Charges Act to collect based on the average service level over the previous 10 years is too restrictive and creates practical calculation and implementation issues; Whereas the current Development Charges Act doesn't adequately provide for solutions to meet the challenges of growth that evolve over time (i.e. Transportation through subways and forms of higher order transit); Whereas the Province indicated to the Municipal Finance Officers' Association of Ontario (MFOA) in August 2005 that a review of the Development Charges Act would begin in the near future; and Whereas the growth related capital costs are significant, growth continues to occur and growth should pay for growth; .. ./2 County Clerk The County of Elgin Page 2 June 30, 2006 NOW THEREFORE BE IT RESOL VED that the Council of the City of Vaughan requests the Province of Ontario to immediately commence a consultative process with the municipal and development sectors to revise the Development Charges Act to address the issues noted above and other concerns that may be raised by the municipal sector; AND THA T this resolution be forwarded to the Honourable Dalton McGuinty, the Premier of Ontario, the Honourable Greg Sorbara, Minister of Finance, the Honourable John Gerretsen, Minister of Municipal Affairs and Housing, Mario G. Racco, MPP, Mr. Dan Cowin, Executive Director of the MFOA and to all municipalities within Ontario with a population greater than 50,000. Attached for your information is Item 1, Report No. 37, of the Committee of the Whole regarding this matter. Sincerely, Attachment: Extract JDL/pa CITY OF VAUGHAN EXTRACT FROM COUNCIL MEETING MINUTES OF JUNE 26. 2006 Nltem 1, Report No. 37, of the Committee of the Whole, which was adopted without amendment by the Council of the City of Vaughan on June 26, 2006. DEVELOPMENT CHARGES ACT REFORM 1 The Committee of the Whole recommends approval of the recommendation contained in the following report of Mayor Oi Biase, dated June 19, 2006: Recommendation Mayor Michael Di Biase recommends: That the following resolution with respect to reforms to the Development Charges Act be approved; Whereas the last update of the Development Charges Act 1997 was nine (9) years ago; Whereas the current Development Charges Act does not permit the collection of development charges to fund growth related capital costs for the following services which were previously eligible under the old Act; * * Hospitals; Headquarters for municipal administration; Computer equipment; Cultural facilities such as museums, theatres and art galleries; and Waste management services. * * * Whereas the current Development Charges Act requires a mandatory 10% reduction in the charge for growth related "soft services" such as community centres, libraries and parks; Whereas the requirement in the current Development Charges Act to collect based on the average service level over the previous 10 years is too restrictive and creates practical calculation and implementation issues; Whereas the current Development Charges Act doesn't adequately provide for solutions to meet the challenges of growth that evolve over time (Le. Transportation through subways and forms of higher order transit); Whereas the Province indicated to the Municipal Finance Officers' Association of Ontario (MFOA) in August 2005 that a review of the Development Charges Act would begin in the near future; and Whereas the growth related capital costs are significant, growth continues to occur and growth should pay for growth; NOW THEREFORE BE IT RESOLVED that the Council of the City of Vaughan requests the Province of Ontario to immediately commence a consultative process with the municipal and development sectors to revise the Development Charges Act to address the issues noted above and other concerns that may be raised by the municipal sector; AND THAT this resolution be forwarded to the Honourable Dalton McGuinty, the Premier of Ontario, the Honourable Greg Sorbara, Minister of Finance, the Honourable John Gerretsen, Minister of Municipal Affairs and Housing, Mario G. Racco, MPP, Mr. Dan Cowin, Executive Director of the MFOA and to all municipalities within Ontario with a population greater than 50,000. .. ./2 CITY OF VAUGHAN EXTRACT FROM COUNCIL MEETING MINUTES OF JUNE 26. 2006 Item 1. CW Report No. 37 - Paqe 2 Economic Impact There is no economic impact as a result of this report, however there continues to be a significant impact to existing taxpayers under the current legislation. Purpose To raise awareness regarding municipal concerns with the current Development Charge Legislation. Backaround - Analvsis and Options The Development Charges Act (DCA) was last updated in 1997. There were a number of changes to the legislation at that time. The result of many of the changes was to reduce the amount of the growth related capital costs that could be included in the development charge. The exclusion of these costs did not diminish the need for the service. Consequently more pressure has been placed on property taxes to raise the required funding and growth is not paying for growth. There is a significant amount of growth occurring now, significant tax dollars are required for the repair and replacement of existing infrastructure and property tax payers are increasingly concerned with property tax increases. It is time for a review of the DCA with the objective that growth should pay for growth. Conclusion Staff recommend that the Province commence a review of the Development Charges Act as soon as possible. Attachments None 07/20/06 THU 12:11 FAX 519 633 0468 ELGIN ST. THOMAS HU ->...H COUNTY OF ELGIN 141 001 elgin st. thomas health unit 99 Edward Street S1. Thomas, Ontario N5P 1 Y8 Telephone: (519) 631...9900 Toll Free Telephone: 1...800...922...0096 Fax: (519) 633...0468 www.elginhealth.on.ca To: St. Thomas and Elgin County Community Pandemic Stakeholders From: Christine Enns, Manager Health Protection Programs Date: July 19, 2006 Re: Advocacy Letter for Antivirals for Prophylaxis In the upcoming release of the new national and provincial pandemic plans, it is believed that both the federal and provincial governments will be shifting their support from the use of antivirals to protect health care providers, emergency service providers, and other pandemic responders, to the use of antiviral stockpiles for treatment of those most ill. The Elgin St. Thomas Health Unit is concerned about this shift and wrote a letter to the local Member of Parliament (MP) and Member of Provincial Parliament (MPP) to express this concern. Attached you will find a copy of the letter sent to MP, Joe Preston, and MPP, Steve Peters, on behalf of the Health Unit's Acting Medical Officer of Health, Dr. Sharon Baker. This letter outlines the Health Unit's position on antiviral use during a pandemic. The Health Unit believes that choosing to use stockpiles for treatment only will leave our health care providers, emergency service providers, and other key pandemic responders unprotected. We feel that this is not in the best interest to those we serve and leaves the community at greater risk. The Health Unit advocates for antiviral use for treatment and prophylaxis according to the priority groups set out in the 2004 Canadian Pandemic Influenza Plan. Please think about howthis decision will affect yourself and your organization. The Health Unit would like you to consider advocating to government officials to ensure that government antiviral stockpiles will be available for treatment and prophylaxis. If you would like more information, contact the Elgin St. Thomas Health Unit's pandemic planner, Scott Davis, at 519-631-9900. ~incer.ely, /,-~"4 '\ - { ...<:::.._._-~ ^ \.... ..,,/ ----~ _/ -...---.---------.'. .................-. . ~...- Christine Enns, RN, BScN Manager, Health Protection @ 07/20/06 THU 12:11 FAX 519 633 0468 ELGIN ST. THOMAS HU -->->-7 COUNTY OF ELGIN I4l 002 elgin st.thomas health unit 99 Edward Street St. Thomas, Ontario N5P 1 Y8 Telephone: (519) 631-9900 Toll Free Telephone: 1-800-922-0096 Fax: (519) 633-0468 www.elginhealth.on.ca Revised versions of the Canadian Pandemic Influenza Plan and Ontario Health Pandemic Influenza Plan are due to be released in the coming months. It is speculated that significant statements will be made about the recommended priority groups for antiviral distribution in a pandemic situation. It is believed that both the federal and provincial governments will be shifting their support from the use of antivirals to protect health and emergency service workers to the use of antiviral stockpiles for treatment of those most ill. This will leave health care providers, emergency service providers, and other key pandemic responders unprotected, leaving the community at greater risk overall. Government officials suggest it is more effective to treat individuals with influenza, rather than protect those responsible for taking care of the ill or those who ensure essential services continue to operate. The Elgin 81. Thomas Health Unit believes this to be short sighted. If healthcare workers are not protected and become ill, the capacity of hospitals and other healthcare centres will be even more compromised than need be. Key pandemic responders will not be available to protect the public by offering vaccination clinics, operating assessment centres, handling excess mortality, etc. The cost of choosing antiviral stockpile use for treatment only is significant, both economically and as it relates to our responsibility to the residents of 81. Thomas and Elgin County. The time to act is now. There is still an opportunity to advocate to federal and provincial governments to support the use of antivirals for treatment and prophylaxis. Please encourage the government to reconsider their forthcoming decision to put Ontario's healthcare workers and pandemic responders at risk. Yours truly, (original signed by Dr. Sharon Baker) Sharon Baker, MD Acting Medical Officer of Health Copy: St. Thomas and Elgin County Community Pandemic Stakeholders @ Municipality of Bayham copy Op ",-" Portqnity Is "io""- P.O. Box 160,9344 Plank Road, Straffordville, Ontario NO] 1 YO Tel: (519) 866-5521 · Fax: (519) 866-3884 email: bayham@bayham.on.ca ! H L "JI?, "T'!l6 J y' g" 'i "",~ij July 21,2006 Mr. Graham Hart, Chair Thames Valley District School Board 1250 Dundas Street London, ON N6A 5Ll Dear Chairman Hart and Board Members Re: Resolution to Prevent the Closure of the Port BUlWell Public School At the regular meeting of Bayham Council held July 13th correspondence requesting assistance to prevent the closure of the Port BUlWell Public School was considered and the following resolution passed: "WHEREAS the Thames Valley District School Board is considering the possible closure of elementary schools in the Thames Valley District as a means to reduce budgetary requirements; and~ WHEREAS the Port Burwell Public School is included on the list of potential school closures; and, WHEREAS the school council and citizens, including parents and others are concerned about the impact a potential closure would have on the local community; and WHEREAS schools, particularly in the rural setting, are the lifeblood of communities; and, WHEREAS offering educational programs in established communities is a fundamental right of Ontario's citizenry; and WHEREAS the provision of educational programs and facilities goes far beyond economics and fiscal budget cuts; and WHEREAS establishing an "arbitrary" school size as a means of closing schools ignores the very principles of universal access to education and has the potential of destroying the social fabric of rural communities; and C2006-067 - 2- WHEREAS the Port Burwell Public School, being serviced by both municipal water and sewer systems specifically allows the Port Burwell facility to expand its housing capacity in anticipation that the need for the school will increase; AND WHEREAS the Council of the Municipality of Bayham strongly objects to the closing of the Port Burwell Public School and any other school within the Municipality of Bayham, and the negative impact associated with such school closure; NOW THEREFORE BE IT RESOLVED THAT the Municipality of Bayham petition the Minister of Education for Ontario and the members of the Thames Valley District School Board to abandon the option of closing schools in small and rural communities as a means of cost containments; and, THAT the Minister of Education and the Thames Valley District School Board consider the social, economic and other community impacts when establishing criteria justifying school closures; and, THAT the principle of providing universal access to education override budget reductions and the desire to drastically alter Ontario's Education System; and FURTHER THAT copies of this resolution be forwarded to the County of Elgin, Trustees of the Thames Valley District School Board, Port Burwell Public School, Steve Peters MPP, Premier of Ontario, and the Minister of Education. The Port BUlWell school has great potential to accommodate students well into the future and the Council of the Municipality of Bayham strongly urges the Thames Valley District School Board to take the necessary steps to resolve this issue and provide acceptable solutions. The closure of the Port BUlWell Public School would have serious implications on the local economy and the surrounding communities. Yours truly >;f:-,k~,LL;J Mrs. Lynda Millard Clerk Cc: Premier Dalton McGuinty Sandra Pupatello, Minister of Education S. Peters, M.P.P. Elgin-London-Middlesex Paul Baldwin, Warden, County of Elgin Port BUlWell Public School File: A16 C2006-067 CORRESPONDENCE - JULY 25. 2006 Items for Information (Consent Aaenda) 1) AMO Member Communication - For Your Information, Woodstock Issues Blackout Challenge (ATTACHED) 2) Julian Fantino, Commissioner of Emergency Management, Ministry of Community Safety and Correctional Services, with an update on the Emergency Management Statute Law Amendment Act, 2006, an Act to enhance the government's ability to respond to provincial declared emergencies. (ATTACHED) 3) Association of Municipalities of Ontario, Counties, Regions and Single Tier Municipalities and District Social Service Administration Boards, 2006 Annual Conference October 1 - 4, 2006, Registration Form, Special Golf Event Registration Form and Companion Registration Form. (ATTACHED) 4) Premier Dalton McGuinty, acknowledging Council's resolution concerning the Canada-Ontario Municipal Rural Infrastructure Fund (COMRIF). 5) St. Thomas-Elgin General Hospital- Media Release July 17,2006, Replacement Beds Roll in at STEGH. (ATTACHED) 6) Dr. Sheela V. Basrur, Chief Medical Officer of Health and Assist. Deputy Minister, Ministry of Health and Long-Term Care, with copy of correspondence concerning the "Revitalizing Ontario's Public Health Capacity: The Final Report of the Capacity Review Committee. (ATTACHED) 7) Tillsonburg & District Multi-Service Centre, with a Certificate of Appreciation for the financial support the County has provided. (ATTACHED) For Your Onformation bt Association of Municipalities of Ontario 393 University Avenue, Suite 1701 Toronto, ON M5G 1E6 Tel: (416) 971-9856 . fax: (416) 971-6191 amail: amo@amo.on.ca To the attention of the Clerk and Council. For Immediate Attention July 11, 2006 - FYI 06/009 Woodstock Issues Blackout Challenge ISSUE: Woodstock City Council extends a friendly challenge to all Ontario municipalities to meet or exceed a 4% reduction in electricity consumption on Sunday, August 13th, 2006. Background: Last year, the Woodstock Environmental Advisory Committee (WEAC) and Woodstock Hydro challenged the City to participate in a Voluntary Blackout Day on the anniversary of the 2003 Blackout. Residents and businesses were asked to reduce their power consumption to raise awareness of how integral our power supply is to daily life as well as the benefits of energy conservation. The result was a 4% reduction in energy usage and almost a 5% reduction in the peak demand for the day. Woodstock challenges all Ontario municipalities to join in this year's event on Sunday, August 13, 2006, to help us all exceed a 4% reduction in province-wide energy consumption. This action would collectively reduce the provincial demand by 845 MWs and 17,000 MW hours, or the equivalent of powering 680,000 homes. The Independent Electricity System Operator (IESO) will assist participating municipalities in monitoring electrical usage and determining energy savings. Interested municipalities should also contact their local electrical utility. Those interested in more information are advised to contact: Mayor Michael Harding City of Woodstock Tel: (510) 539-2382, x 811 E-mail mavor@city.woodstock.on.ca Jay Heaman Manager of Regulatory & Customer Affairs Woodstock Hydro Services Inc Tel: (519) 537-7172, x 255 Email: iheaman@woodstockhydro.com This information is available in the Policy Issues section of the AMO website at www.amo.on.ca Ministry of Community Safety Ministere de la Securite communautaire and Correctional Services et des Services correctionnels ~ Ontario Commissioner of Emergency Management Commissaire a la Gestion des situations d'urgenee 25 Grosvenor Street 11th Floor Toronto ON M7 A 1Y6 Tel: (416) 327-9734 Fax: (416) 327-9739 25, rue Grosvenor 11" etage Toronto ON M7A 1Y6 Tel. : (416) 327-9734 Telee. : (416) 327-9739 JUl 'b 1 MEMORANDUM TO: All Heads of Municipal Councils and Deputy Ministers FROM: Julian Fantino Commissioner of Emergency Management DATE: July 6, 2006 SUBJECT: Emergency Management Statute Law Amendment Act, 2006 I am pleased to inform you that the Emergency Management Statute Law Amendment Act, 2006 (Bill 56) received Royal Assent on June 20 and was proclaimed in force on June 30. I am writing to provide you with information about how this Act enhances the government's ability to respond to provincial declared emergencies. The Act addresses gaps in Ontario's legislation related to emergency management. Following the 2003 SARS and power outage emergencies, a review of Ontario's emergency powers legislation was initiated. This review demonstrated that Ontario's legislation was less comprehensive when compared to that of other Canadian jurisdictions. The Act amends the existing Emergency Management Act (EMA) by renaming it the Emergency Management and Civil Protection Act (EMCPA) to better reflect the nature and purpose of Ontario's emergency legislation. As you may know, the former EMA provided for the declaration of a provincial emergency but it did not give the government broad powers to issue orders or take action to deal with situations that might arise during a provincially declared emergency. The EMCPA provides effective emergency powers for the government to act quickly to protect Ontarians in case of an emergency in a manner that is subject to the Canadian Charter of Rights and Freedoms. It also achieves a balance between the new extraordinary emergency powers granted and the need to safeguard the rights of Ontarians while ensuring that the government is accountable for its actions. The EMCPA includes a strict test for determining whether a provincial emergency should be declared. The central concept of the test whether or not the emergency cannot be effectively addressed using the resources normally available to government (for example, specific tools and powers contained in other existing legislation that may be used to deal with an emergency). If it is found that the resources normally available will not be sufficient to address the situation, then an emergency may be declared. .. ./2 - 2- Once a provincial emergency is declared, the government gains the ability to make emergency orders subject to strict tests relating to the exercise of the emergency powers. While not an exhaustive list, orders may be made for: - Evacuating people and animals from an area, controlling travel into an area or out of an area and appropriating property Fixing prices to prevent price increases owing to the emergency Authorizing persons who would not otherwise be eligible to do so, to perform certain duties. For example, allowing doctors from other jurisdictions to work in Ontario for the duration of the declared provincial emergency Closing certain private or public places, including any business, office, school, or other establishment or institution, to address the need to limit access to places typically accessed by groups of people Disposing of waste, including animal and environmental waste during an emergency. The EMCPA does not authorize conscription of individuals and is primarily aimed at regulating the use of necessary goods and services by the public. The Act authorizes persons to perform services, but does not require them do so. You may wish to note that the EMCPA retains the Premier's existing powers vis-a-vis municipalities. The Act also does not change the mandatory requirements for municipalities as set out in the former EMA and regulations. The EMCPA expressly provides that Cabinet may authorize compensation for persons who provide assistance in dealing with the emergency, and for loss as a result of an order. The EMCPA also provides that Cabinet may authorize the payment of costs incurred by municipalities as a result of an emergency order. New enforcement provisions have been included, along with job protection provisions that are addressed by amendments to the Employment Standards Act, 2000. Finally, the EMCPA provides that emergency orders prevail over any statute, regulation, rule, bylaw or order with the exception of the Occupational Health and Safety Act. Staff in the Ministry of Community Safety and Correctional Services will be available to answer questions you may have on the Act. Please do not hesitate to contact my office at 416-327-9734 if you require further clarification. Sincerely, Julian Fantino Commissioner of Emergency Management -3- c: Honourable Monte Kwinter Minister of Community Safety and Correctional Services Mr. Tony Dean Secretary of the Cabinet Ms. Deborah Newman Deputy Minister of Community Safety and Correctional Services Mr. Wayne Cotgreave A1Chief of Emergency Management Ontario Ministry of Community Safety and Correctional Services Association of Municipalities of Ontario A~:;od.Hlnr\ o( ~\'lJ(lldp,llitjl'''' oi 00("00 June 28. 2006 Dear Delegates: I would like to welcome you to the Counties, Regions, Single Tier Municiralities and District Social Services Administration Boards Annual Conference, October 1 sl to 41 , 2006 at the Delta Pinestone, Haliburton, Ontario. The conference package promises to provide delegates with information on items of current interest while allowing everyone to sample the hospitality of Haliburton County. County staff and volunteers will be found throughout the conference to answer questions and provide assistance where required. It is my goal to see that you have an enjoyable and memorable stay in Haliburton County. I encourage you to participate in the various sessions and take the opportunity to explore Haliburton County during and after the conference. Our pristine lakes, rolling hills, scenic valleys and characteristic rock cuts exemplify the Canadian Shield at its finest. We offer a broad variety of attractions through many venues throughout the year. Take a course at... Sir Sandford Fleming College or a week-long course at Haliburton School of the Fine Arts summer school.... Haliburton Forest and Wildlife where you can take a "Walk in the Clouds", visit the Wolf Centre or take a submarine ride. Stop in at the Fish Hatchery that raises our very own "Haliburton Gold" trout. During our winter season, visit Sir Sam's Ski Hill for downhill skiing; enjoy the many miles of groomed cross-country ski trails, snowmobile, or dogsled on miles of maintained trails. Throughout the year and especially during our Annual Fall Studio Tour, visit the local artisans, art galleries, and museums. Finally, for the golf enthusiast, we have seven Golf courses to challenge your game. Further information about these and other attractions can be found at: www.haliburtonholidays.ca No matter which part of the County you may visit, we have a variety of accommodations and dining establishments. Our villages offer a mixture of appealing retail shopping. Whatever part of Haliburton County the road may take you, you will find activities you always wanted to do and activities you never thought of doing. Welcome to Haliburton County and enjoy your stay with us! 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(/) 0.00 '0 Q) e- .c E ::l Eg~ ~'" Q)<(~ ;5o.E o~o (/)-:2 w~<( ~t5>' ~<;(~ ._ UJ Q) <1> "E UJ ..r::.Q).2 -Eu 2 :J'~ ou'O EO'O 00 c: . l-uCVQ) ~.2~ ~ -+-'eUJo 2~ :J_~ UJ-"C.- Q)w2"'C :J-cU"C C"cQ)C ~co~co 5.~ ~ ~ +:;t5..cc E2 ~,g .ErtE~ .~ c: E'iS ~2~~ -+-'COQ)U '" E..c::l Q)I--+-'(I'J .2'E5B .?& ~ 5 ~ "C C >'-ro "C 0 >,- c~..c ~ "'Q)'Oc: ",0...Q)0 (1)-"C+:; UJ ra.- co ::l ~ ~ E !f~ 5. <5 U~c'E ~ Q) 0 .- o;5~C6 U .... E c: oQ)~g "",'Oo~ ..::::: c...... Q) <(::::l.~a. Association of Municipalities of Ontario Presents Counties, Regions & Single Tier Municipalities, and District Social Service Administration Boards Annual Conference Hosted by the County of Haliburton Optional - SPECIAL EVENT-Sunday, October 1, 2006 Delta Pinestone Golf Club No visit is complete without testing your patience on the Delta Pinestone's Golf Course, a notorious and challenging 18-hole, par 71 golf course. With truly majestic surroundings, you'll witness stately white pines and strategically placed Precambrian boulders (some the size of a small car). At only 6,024 yards, the low handicapper is kept honest by the tight fairways, thick forests and numerous water hazards. The slope rating is a whopping 129, amongst the toughest in Ontario Cottage Country so bring lots of balls! For your convenience, the fully stocked pro shop offers all the very latest in equipment, apparel, supplies and of course, balls Shotgun Start: 2:00 p.m. - BEST BALL Don't miss the BBQ lunch, which is being served at 1 :00 pm Cost: $95.00 ($89.62 plus 6% GST $5.38). This includes cart and lunch. GOLFERS NAMES- 1. ister as a sin Ie, air, or foursome. 3. 2. 4. REGISTRATION Name Email: Municipality D Cheque Payable to: Association of Munici alities of Ontario Credit Cards Accepted - Check One VISA D MasterCard D AMEX D Card #: Expiry: m / y Title Address City(fown Signature: Phone: Fax: Cardholders Name: (Please Print) INQUIRIES: Contact Brenda Harvey at 416-971-9856 ext. 330 or Toll Free 1-877-426-6527 Email: bharvey@amo.on.ca or FAX 416-971-9372 Association of Municipalities of Ontario Presents Counties, Regions & Single Tier Municipalities, And District Social Services Administration Boards Annual Conference Hosted by the County of Haliburton Companion's Program - October 2 & 3, 2006 .'\<;;',.od..'l1iM uf Munkip."Ilirh:_~ df Onti'U'ilJ Monday, October 2 10:00 AM - Agnes Jamieson Gallery and Minden Hills Museum Agnes Jamieson was a doctor in Minden & Haliburton who was also an artist. The gallery was named for her. Includes Group of 7 contemporary, Andre Levine. The Museum consists of 7 heritage buildings showing Minden's heritage of logging, mining and some agriculture. 11 :00 AM - Panorama Outlook Minden's Panoramic Outlook provides a beautiful view over the Town of Minden and beyond. 11 :30 LUNCH - Our Lady of Fatima Church Hall 1 :00 Moon Shadows Estate Winery & Gift Shop The store offers a variety of maple products and unique gifts for all. The concept of maple wines began 10 years ago in the kitchen of the Thompson's Family home. Several attempts, some successful, some otherwise, were developed over a number of years. Working with the Ontario Alcohol and Gaming Commission, a new category of winery was developed. 2:45 Haliburton Sculpture Forest and Ethel Curry Gallery The Haliburton Sculpture Forest is a unique outdoor collection of sculptures by Canadian artists and provides changing perspectives of the forest and the sculptures in each of the seasons. The Ethel Curry Gallery celebrates a decade of supporting Canadian Artists inspired by the natural beauty of the Haliburton Highlands 5:00 PM - Return to Pinestone Tuesday, October 3 10:15 AM - Log Chute The Hawk Lake Log Chute is the last of its kind in Ontario, originally built in 1861 on this exact site. A Canadian invention, the man made troughs carry logs over rough river spillways to the sawmill. This historic site is a testament to the tenacity and perseverance of tens of thousands of men who made their living in the logging industry and whose courage, by necessity, helped forge the rural communities of Ontario. 11 :00 AM - Fire Tower This former fire tower is over 100' tall and stands 365' above the Lake of Bays and the village of Dorset. Walking trails, picnic grounds, washrooms and a gift shop, this historic icon is a terrific day out. Breathtaking in autumn. Robinson's Country Store Voted, "Canada's best County Store". Located in Dorset, this famous general store has been owned and operated by the same family since 1921. Over 14,000 sq',ft of browsing paradise, 12:00 - LUNCH - Dorset Community Centre 2:00 PM - Haliburton Forest Wolf Preserve In July 1996 the centre opened its doors to the general public. The centre contains numerous exhibits as well as a large indoor observatory. 4:00 PM - Return to Pinestone Assudation of Munkipalitj('~ oi Ont.ario Association of Municipalities of Ontario Presents Counties, Regions & Single Tier Municipalities, and District Social Service Administration Boards Annual Conference Hosted by the County of Haliburton Companions Program - October 2 & 3, 2006 How to Register 1. Use Conference Registration Form to register and fill in this Companion's Program Selection Form. 2. Participants must accompany a registered delegate to the Conference to be eligible for the Companion's Program. 3. Companions must be 16 years of age or older 4. Registration Fee for the Companion's program are: AMO Members - $200.00 plus 6% GST Total $212.00 Non-Members - $225.00 plus 6% GST - Total $238.50 Companion's Program Form Delegates Name: Municipality: Companions Name: Dietary Requirements if any: Phone: Fax: Email: Mailing Address: City/Town/Twp: Postal Code: INQUIRIES: Brenda Harvey at 416-971-9856 Ext. 330 or Toll Free: 1-877-426-6527 Ext. 330 Email: bharvey@amo.on.ca or FAX: 416-971-9372 The Premier of Ontario Le Premier ministre de l'Ontario Mi "'Il_" Ontario Legislative Building Queen's Park Toronto, Ontario M7 A 1 A 1 Edifice de l'Assemblee legislative Queen's Park Toronto (Ontario) M7A 1A1 June 26, 2006 In n n r::> U t" C.: 0,_,,___J Mrs. SJ. Heffren Manager of Administrative Services County of Elgin 450 Sunset Drive St. Thomas, Ontario N5R 5Vl _.J Dear Mrs. Heffren: Thank you for your letter providing me with a copy of council's resolution regarding the Canada-Ontario Municipal Rural Infrastructure Fund (COMRIF). I appreciate your keeping me informed of council's activities. As this issue falls under the jurisdiction of the Honourable Leona Dombrowsky, Minister of Agriculture, Food and Rural Affairs, I have sent her a copy of council's resolution. I trust that the minister will also take council's views into consideration. Thank you again for the information. Yours truly, ((2qff~ Dalton McGuinty Premier c: The Honourable Leona Dombrowsky @ ~ St. Thomas-Elgin ~ ~~::~I~~~:~i~~ Media Release July 17,2006 Replacement Beds Roll in at STEGH St. Thomas, ON - St. Thomas Elgin General Hospital (STEGH) is celebrating the success of the STEGH Foundation's ongoing campaign to raise funds to purchase essential replacement beds and bedside furnishings. Twenty new patient beds are due to arrive at STEGH on July 20th, the half way mark in the 18-month long effort to raise $1 Million by March 2007. The 'Supporting Our Best to Be the Best - Our Nurses are Worth a Million' fundraising campaign was launched on September 22,2005 with a goal of raising $1 Million. This money will buy beds to replace broken and worn out ones for Two-North, Fourth, and Fifth Floor Medical-Surgical Units. The Foundation has received such an overwhelming response to date, that rather than wait for the final goal to be reached, 71 replacement beds have been purchased with donations already received. "We felt it was important to get these replacement beds into the Hospital as soon as possible," reflects Allan Weatherall, the Foundation's Director of Development. "Patients will benefit from the generosity of our community right away." Many of the beds at STEGH are well over 20 years old and often broken. Nursing staff risk injury when they must manually adjust a bed or shift a patient. Replacing beds was noted as a top priority when nursing staff were surveyed last fall. New beds, over bed tables, and comfortable sitting chairs are all part of the improvement initiative. Replacing outdated and worn-out furniture in patient rooms will also create a comfortable healing environment, one in which the nurses can truly provide the best possible care. Some of the replacement beds will have special mattresses for patients with complex health problems that put them at risk of skin breakdown. Other features include an alarm that alerts nurses if a patient is getting out of bed. However, primarily they will allow nursing staff to give the best care possible while permitting maximum patient independence, quality therapy and care. - The Campaign continues as the STEGH Foundation aims to go over the $1 M mark by March 2007. With community support shown to date, that goal is very achievable. When that fundraising goal is reached, additional furnishings will be ordered. To make a donation, or for more information about this Campaign, please contact the STEGH Foundation office at 631-2030 Ext 2246 or visit the Hospital's web site at www.steqh.on.ca. -30- Photo Opportunity - beds arriving and being unwrapped Date: July 20th Time: 9:30AM Location: Shipping/Receiving Loading Dock For more information contact: Cathy Fox, Communications and Public Relations Specialist St. Thomas Elgin General Hospital (519) 631-2030 # 2191, cfox@steqh.on.ca Allan Weatherall STEGH Foundation - Director of Development St. Thomas Elgin General Hospital (519) 631-2030 #2247, aweather@steqh.on.ca Ministry of Health 'and Long-Term Care Ministere de la Sante et des Soins de longue duree @ Ontario Chief Medical Officer of Health and Assistant Deputy Minister Medecin hygieniste en chef et Sous-ministre adjoint Public Health Division 11'. Floor, Hepburn Block Queen's Park Toronto ON M7 Po. 1 R3 Division de fa sante publique Edifice Hepburn, 11 etage Queen's Park Toronto (ON) M7A 1R3 Telephone: (416) 212-3831 Telecopieur: (416) 325-8412 Telephone: (416) 212-3831 Facsimile: (416) 325-8412 ''J JUL 0 6 2006 Ms. Marie Turvey, Chair Board of Health Dr. Sharon Baker, Medical Officer of Health (A) Ms. Cynthia St. John, Chief Administrative Officer Elgin St. Thomas Health Unit 99 Edward Street St. Thomas ON M5P I Y8 Dear Colleagues: Thank you for your letter dated June 5, 2006, expressing your support for moving forward on most of the recommendations contained in the "Revitalizing Ontario's Public Health Capacity: The Final Report o/the Capacity Review Committee" (CRC) as well as raising concerns regarding three of the recommendations. This government remains committed to rebuilding and revitalizing Ontario's public health system, consistent with the government's 3-year Action Plan entitled Operation Health Protection, We received the Final Report of the CRC on May 4th and are currently reviewing the CRC's recommendations. You express serious concern about recommendation #29 which outlines the amalgamation of a number of health units, including your own with Middlesex-London Health Unit and Oxford County Board of Health. The merger recommendations made by the CRC were based on concerns about the critical mass of some local health units across the province and their capacity to deliver regular public health programs and services as well as to respond to emergent public health events such as outbreaks. Your belief that critical mass can be achieved by the adoption of mutual aid agreements with neighbouring health units will be carefully considered as we proceed with our review of this recommendation. You also believe that there is a contradiction between recommendations # I 9 and #22 in that an autonomous board of health should have responsibility for the approval of its budget. These recommendations are also being reviewed. 1- .../1. '::'2':..[,1. !O.:!J2) Ms. Marie Turvey, Chair Board of Health Dr. Sharon Baker, Medical Officer of Health (A) Ms. Cynthia St. John, Chief Administrative Officer \Ve understand your concern about the ability to recruit and retain staff during this uncertain time and will make every effort to respond to the recommendations within the coming months. Thank you again for your support. Yours truly, (AJ ~ ~c--/~ I /t~ / h~ Dr. Sheela V. Basrur Chief Medical Officer of Health and Assistant Deputy Minister C. Members, Board of Health, Elgin St. Thomas Health Unit Honourable Steve Peters, MPP, Elgin Middlesex London Members of Council, City of St. Thomas Members of Council, County of Elgin P06-0076I iL~075 J QJ .. ....... = QJ U QJ U .- ~ .. 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