September 12, 2006 Agenda
ORDERS OF THE DA Y
FOR TUESDA Y. SEPTEMBER 129 2006 AT 9:00 A..M.
PAGE # ORDER
Meeting Called to Order
Adoption of Minutes - meeting July 25, 2006
Disclosure of Pecuniary Interest and the General Nature Thereof
Presenting Petitions, Presentations and Delegations
DELEGATIONS:
9:00 A.M. Terry Carroll and Sharon Lechner, United Way of Elgin-St. Thomas,
"Community Matters" Report from 2005 Community Consultations (attachment)
9:20 A.M. Anne Kenny, Public Service Chair, Elgin-St. Thomas United Way,
asking Councillors for support of the 2006 Campaign (attachment)
Motion to Move Into "Committee Of The Whole Council"
Reports of Council, Outside Boards and Staff
Council Correspondence - see attached
1) Items for Consideration
2) Items for Information (Consent Agenda)
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
1st
2nd
3rd:
4th
2
3-5
5th
6-54 6th
7th
55-62
63-83
8th
LUNCH WILL BE PROVIDED
September 28, 2006 County/City Joint Council Meeting (time to be announced)
October 1-4, 2006 AMO 2006 Counties, Regions and Single Tier Municipalities, and
District Social Service Administration Boards Annual Conference
.
United way
of Elgin-St. Thomas
Co tn tn U n;i~~';'~
Maffe.t!:
BACKGROUND INFORMATION, RE: PRESENTATION TO
ELGIN COUNTY COUNCIL SEPTEMBER 12
1. In 2007, United Way will celebrate 50 years in Elgin/St. Thomas.
2. While the local United Way has assumed a stronger community-building role over
the last ten years, its primary focus over its first half century has been the raising of
funds and the allocation of these funds to charitable organizations, generally Member
Agencies.
3. This primary role will continue, but as in any organization with this much history,
some questions arise over time: Is United Way serving the population of Elgin equally
well across the county? And over time, have people's priorities changed?
4. Similar questions were asked by other United Ways across Ontario. A province-
wide Ontario Trillium Foundation grant has allowed 17 smaller and more rural United
Ways to engage in a process to examine such concerns.
5. Over 30 months, these United Ways, including Elgin, are engaging communities in
consultation, surveys and town hall meetings.
6. Reports from the 2005 consultations and 2006 Town Hall meetings are available
and have been discussed with mayors and senior staff of most lower-tier
municipalities across the county.
7. In Elgin, the three areas that people have identified to United Way as priorities are:
(a) Youth (b) Poverty and Employment and (c) Medical and Mental Health Issues.
8. United Way is becoming more aware of the needs, the concerns and the potential
across Elgin. Just one example: Transportation is one issue that keeps arising as a
priority for many people and United Way is beginning to address this, starting with an
inventory of existing volunteer transportation programs.
9. There are many areas of possible change for United Way and the communities we
serve and the agencies with which we partner. We look forward to answering any
questions you may have and listening to your ideas at your next meeting.
300 South Edgeware Rd., St. Thomas, ON N5P 411 Tel: 519-631-3171 · Fax: 519-631-9253 · www.sthomasuhitedway.ca
St. Thomas. Aylmer. Central Elgin · East Elgin · West Elgin
otntnu
(!t~
Elgin-St. Thomas United Way
Report From 2005 Community Consultations
An initiative of:
With funding from:
THI: ONTARIO
TRILLIUM
FOUNDATION
*
L.A FONDATION
TRILLIUM
Dlt L'ONTARIO
United Way
of Elgin-St. Thomas
"Community Matters" - Summary Report
United Ways of Ontario and The Ontario Trillium Foundation
Along with 16 other smaller United Ways across Ontario, United Way of Elgin-St. Thomas
received funding through a three-year province-wide Ontario Trillium Foundation grant that
started in 2005. The objective was to "enhance the outreach and impact of 17 of the smallest
United Ways in Ontario by helping them undertake community consultation and priority-
setting processes that include the rural and isolated parts of their districts".
Results will benefit:
United Ways in determining directions for future resource allocation
Ontario Trillium Foundation's funding priorities as it moves forward
municipal governments
citizens or organizations requesting reports developed during the process.
In March of2005, Elgin-St. Thomas United Way began its "Community Matters" process.
There have been two main components to date: Community Consultations and Community
Surveys. These are examined in order below.
Community Consultations
United Way undertook community consultations across Elgin, with 8 localized meetings and
115 participants. These sessions were professionally facilitated by representatives from Elgin
Community Futures Development Corporation and hosted by United Way. Participants were
asked to prioritize responses by voting with dots in a 'dotocratic' process. From these
sessions, the following processes emerged as priorities:
Issue # 1
Youth
This was expressed in various ways: programs for young moms and at-risk youth;
youth recreational activities; youth activities; youth involvement/facilities; 'youth
centre is thriving'; schools closer to the community; accessible local school.
Issue # 2
Jobs and the Economy
People highlighted this in several different ways in different communities: economic
growth; increase in businesses; thriving tourism base; vibrant, focused downtown;
preserve agricultural economy.
Community Matters - Page 1
IICommunity Matters"- Summary Report _
Issue # 3
Hospitals, Medical. Doctors
Participants express this as: more doctors / family health teams; family health team;
access to health care, hospitals.
Community Surveys:
United .Way categorized all the issues raised by the 115 participants during the Community
Consultations and developed a survey for people who were not able to attend the
consultations. In order to be apples-to-app!es~with the cons~ltation process, the survey asked
people to comment on the issues raised in the consultations by ranking these issues.
In addition, survey participants were asked in open-ended questions to supply what they
viewed as the Top 3 issues. This question was asked in the context of what they would do if
they were part of the decision-making process for a local charitable funding agency with
limited resources.
People were also invited to state what role they would play in addressing these issues and
what role they would like United Way to play. They were then asked to list where they lived
in Elgin, their age grouping, their gender and whether they considered themselves part of a
visible minority.
United Way distributed surveys in hard copy to one major Protestant church and one major
Catholic church, a social service agency, a grocery store and made them available on request.
The survey was available on-line at www.surveymonkev.com. accessed through the Elgin-St.
Thomas United Way website. The address of the survey was advertised for 4 weeks across
Elgin through a classified advertisement in Elgin County Market. United Way received 128
responses to this survey.
Community Matters - Page 2
"Community Matters" - Summary Report
Over 70% of respondents said the following Top 10 Issues were either Major or Moderate
Problems in their view:
Issue
1. Income levels of the working poor
2. Less government dollars coming to the community
3. Growing population of at-risk youth
4. Families in poverty
5. Schools threatened by budget restraints
6. Unemployment
7. Activities for teens
8. Run-down buildings
9. Concentration of psychiatric clients in Elgin
10. Lack of medical services
% Calling This A Major
Or Moderate Problem
86.4%
86.4%
77.2%
76.4%
74.8%
74.2%
72.4%
72.0%
71.5%
71.0%
Numbers 1, 2, 4, 6 and 8 fall under the heading: Poverty and Employment
Numbers 3, 5 and 7 all concern themselves with: Youth
Numbers 9 and 10 are part of: Medical and Mental Health
Top 3 Issues
By merging the results from the Consultations and the Surveys, the following emerge as the
Top 3 Issues:
Youth
Poverty, Employment and the Economy
Hospitals, Doctors, Medical Care and Mental Health
A few observations about these issues. On the Medical and Mental Health front, people
attending Community Consultations outside St. Thomas were most concerned with the
availability of local doctors or medical teams to service the smaller towns, villages and rural
areas. And the issue of the "concentration of psychiatric clients in Elgin" was raised at one
Community Consultation in West Elgin and at no other consultations. However on the
Community Matters - Page 3
"Community Matters" - Summary Report
surveys, it ranked above 70% as an issue that people viewed as a Moderate or a Major
Problem. Do people view this as a community safety issue, a tourism issue, an employment
or business issue? More work may have to be done to assess what lies behind this perception.
In terms of Youth, people raised concerns about the growing population of at-risk youth,
activities for teens and possible threats to schools (particularly in the most rural parts of the
county).
On the Poverty and Employment front, it's not hard to imagine that people see links among
"income levels of the working poor", "unemployment" and "families in poverty". But are
survey respondents connecting "less government dollars coming to the community" with
"families in poverty"? Would "more government dollars coming to the community" solve the
problem of "families in poverty"? Or is solving "unemployment" viewed as the answer?
If it has the resources, United Way may choose to further investigate some of these areas. Or
it may decide, based on its own experience and the available data from agencies and
programs it funds, to address some of these issues in a particular way.
What People Say They Can Do About These Issues
A broad range of responses was received to the question, "What role can YOU play in
addressing these issues"?
About half of survey respondents replied to this open-ended question and half did not. Of
those responding, the largest number of people (42.6%) said they would volunteer or are
already volunteering. This was the only consistent response received and is good news for
United Way and other community or faith-based organizations. People appear willing to
volunteer, see it as something they can do to help and more people may volunteer, if asked to
do so.
What People Say United Way Can Do About These Issues
While suggestions here were quite varied, many people showed support for United Way's
traditional role offundraising and allocating to agencies as well as (in some cases) what
United Way would call its community-building role. One comment was, "1 think United Way
Community Matters - Page 4
"Community Matters"- Summary Report
is probably the most effective programme we are lucky to have in St. Thomas. . . Please
know you are all appreciated. I wish I could do more for you". Another survey respondent
said, "You are doing your best with what is available".
On the other hand, some people expressed concerns that United Way is St. Thomas-centred
and could do more across Elgin. Here are some sample comments: "United Way helps urban
before rural" and "Fund community programs across Elgin, not just St. Thomas and not just
existing agencies".
Accountability is an issue for some people, expressed as "Not just help, but see to it that the
help is truly beneficial" and "Target funding to responsive agencies; monitor appropriateness
of expenditures".
Conclusions:
The simple, straightforward conclusion is that, going forward, Elgin-St. Thomas United Way
and communities across Elgin will want to direct more of their resources to agencies in Elgin
County that are targeting or serving three areas:
- Youth
- Poverty and Employment
- Medical and Mental Health Issues
Since United Way is already funding certain programs in all three areas, this may not be a
radical or dramatic shift. But it should inform United Way policies around the allocation of
future campaign surpluses or new dollars. The above results could suggest that, over time,
agencies aligning themselves with these priorities may receive increased funding.
Based on comments and open-ended questions in the surveys and community consultations,
Elgin-St. Thomas United Way will also want to:
- Increase its presence and the funding of agencies across Elgin County
- Remain transparent and accountable and increase its public relations and awareness efforts
around these areas.
Community Matters - Page 5
300 South Edgeware Rd.
St. Thomas, ON
N5P 4L 1
Phone:
Fax:
(519) 631..3171
(519) 631-9253
United Way
of Efgin-St. Thomas.
Email: office@stthomasunitedw8Y_Ca
WebsJte: www.stthom~synitedwav.ca
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REPORTS OF COUNCIL AND STAFF
September 12,2006
Councillor Reports - (ATTACHED)
7 Councillor Acre - Tillsonburg District Memorial Hospital Annual Report
Social/Entertainment Committee - Warden's Banquet
Staff Reports - (ATTACHED)
10 Manager, Road Infrastructure - Maintenance Best Practices (MBP's)
13 Manager, Road Infrastructure - Tender Award Pre-Approvals Graham Road and
Hacienda Road Culvert Replacements
15 Manager, Road Infrastructure - John Wise Line Slope Restoration
17 United Way Committee - United Way Campaign 2006-2007 and Future Campaigns
20 Human Resources Administrative Assistants - Employee Recognition Lapel Pins
24 Payroll and Benefits Coordinator, Director of Human Resources - De-listing of
Benefits by OHIP
26 Director of Information Technology - ElginConnects Portal Technical Support
28 Manager of Economic Development - Economic Development: An Update
33 Ambulance & Emergency Management Coordinator - Contingency Agreement with
Middlesex for Ambulance Rental
35 Ambulance & Emergency Management Coordinator - Ambulance Contract Review
37 Ambulance & Emergency Management Coordinator - 911 Advisory Board Funding Request
39 Collections Officer, Financial Analyst - Collections Protocol - Update
43 Director of Financial Services - Performance Measures - Year Ended December 31/05
45 Director of Financial Services - Budget Comparison - July 31,2006
48 Director of Financial Services - Health Unit - Refund of Surplus
49 Director of Senior Services T/L - Ministry of Health Annual Compliance Review
50 Director of Senior Services BN - Sixteenth Annual Coroners Report
51 Director of Senior Services T/L, Manager of Program & Therapy Services, Director of
Senior Services BN - Board of Directors - Alzheimer Society of Elgin-St. Thomas
53 Director of Senior Services E/M, Manager of Support Services - Cook Apprenticeship
Course
Human Resources Coordinator - Violence in the Workplace Policy
"Draft" letter to the Federal Minister of Agriculture and Agri-Food re: The Decline of
the Tobacco Industry
Director of Engineering Services - Public Meeting - Asbestos Flooring Removal for
Terrace Lodge
Construction Technologist, Purchasing Co-ordinator - Tender Award - Replacement of
Flooring - Terrace Lodge Contract # 5920-06-01
6
2006 Annual Report
Tillsonburg District Memorial Hospital
Lynn Acre, Director TDMH
Manpower
Our successful recruitment of two GP Anesthetists, Dr. Blom and Dr. Polsinelli complement
our existing anesthetist, Dr. VanHooydonk. 3 doctors are providing internal medicine
coverage. Our surgical program remains strong with two full-time general surgeons, one
ophthalmologist doing cataract surgeries and one gynecologist. Emergency room coverage
remains stable at a time when some Thames Valley hospitals are experiencing or predicting
ER closures due to manpower shortages.
Recruitment
Recruitment remains a priority in Internal Medicine and Family Practice. This past year we
hosted a third year Internal Medicine resident for a one-month elective. To participate in this
program, the supervising doctor was appointed as an Adjunct Professor at UWO. We remain
optimistic that this involvement will lead to recruitment of an internist in the near future.
Recently a recruitment committee involving the Town ofTillsonburg, hospital
administration and local medical groups, has met to combine efforts, which includes the
possibility of a future medical clinic. The hospital recently participated in UWO's Discovery
Week, hosting four first-year medical students and we continue to attend the Professional
Association of Interns and Residents of Ontario recruitment tour held at the five Ontario
medical schools.
Electronic Patient Records (EPR)
Over the past year a large portion of our efforts have been devoted to the implementation of
electronic patient records. In collaboration with the Thames Valley Hospital Planning
Partnership, TDMH has gone live with the Cerner System. This program will ultimately lead
to a paperless system and allow access to lab results, patient X-rays, pharmacy and medical
reports across the entire Thames Valley region. We continue to advocate for the operating
dollars associated with our implementation of EPR and P ACS. The Ministry has been very
generous in their support of the initial investment in this technology and we continue to
work with them on our ongoing needs.
Year End Budget
With the support of the MOHL TC and the careful stewardship of all of our team members,
we achieved a small surplus for the fiscal year that has just finished. We did not have to
make budget cuts this year and were able to make small improvements in the staffing to
several nursing areas and pharmacy.
Computerized Tomography Scanner (CT Scan)
TDMH continues to actively advocate for a computerized tomography scanner and will
continue to press this issue in the future.
Accreditation
Accreditation is a process that never stops. We have ensured that all of the suggestions from
our 2004 accreditation are being followed up and by next year at this time we will have
mailed in our self-assessment for our 2007 accreditation.
Overcrowding Issues
Both in-patient and ER overcrowding continues to be an issue on the local and provincial
levels. This past year we have developed a strategy to access four unfunded beds in the
hospital when necessary. We continue to lobby the MOHLTC for additional long-term care
beds, the need for which, our statistics support. Additional beds will ensure that our acute
care and emergency patients will have the room when the need arises.
Satellite Dialysis Unit
An exciting milestone arrived last December when we opened the Ed DeSutter Satellite
Dialysis Unit. This means that local residents can now receive life-sustaining dialysis
treatment here, instead of driving to London or Woodstock. Currently there are 24 patients
being served, with capacity for 6 more. A very successful fundraising campaign raised
$350,000 for future expansions to this unit. We could not have introduced this program
without a strong partnership with MOHLTC, which funds the entire program and also
London Health Sciences Centre, whose nephrology team monitors the treatment of our
patients. We acknowledge, with thanks, a budget increase from the Ministry of 6.9% for the
last fiscal year to cover the cost of operating the dialysis unit and to address other cost
pressures. We have been given a further increase this year of7.8%.
Board of Directors' Strategic Planning Session
In January the board met for its annual Strategic Planning Session focusing on our important
role in the Tri-County area. Our guest speaker was Janet Ecker, a minister in the former
Provincial government, who currently sits as Vice Chair of the Rouge Valley Hospital's
Board of Directors. Many representatives from other health boards, social service agencies
and our LHIN joined us to hear Ms. Ecker. Day two of our Strategic Planning session found
us reviewing our successes and identifying new opportunities with our hospital Team
Leaders. Our Mission, Vision and Values Statement was re-worded to emphasize our
responsibility for careful stewardship of assets. The Board of Directors affirmed that our
role is only to provide leadership. It is the president and his team leaders who make things
happen.
President: Tom McHugh
Outgoing Chairman: John Moylan
Incoming Chairman: Tom Graham
. Chief of Staff: Dr. Barry Roth
Local Health Integration Network (LHIN)
This new organization will take over the role of the District Health Council for planning the
health care system and the ministry's role in funding these plans. We have been closely
involved in the activities of the LHIN. In addition to the important contacts we've made
with the new LHIN board members, we have assisted by becoming part of the Strategic
Advisory Committee, which is helping the LHIN produce it's first annual plan for this vast
region, which stretches from Lake Erie to Tobermory. The important role of small
community hospitals and the equality of access to care for rural Ontarians are two main
issues of our discussions with our LHIN representatives. The LHIN has stressed that local
governances, who are able to closely co-operate with each other to improve patient care, will
remain the backbone of our health care system.
More Partnerships
We have rejuvenated meetings of the hospital CEOs in Oxford County. Recognizing our
interdependence on each other and on community agencies, this new group includes leaders
from the Community Care Assess Centre, Mental Health, Public Health and Long Term
Care Facilities.
Up-Coming Renovations/Plans
Outpatient Access Improvements: The 46,000 outpatients who come to the hospital for x-
rays and lab work will find a large, inviting waiting room with more team members ready to
register them.
Emergencv Room ImDrovements: The 25,000 patients who come to the Emergency Room
will have a private place to give nurses their personal history and discuss their concerns.
Gift ShOD Improvements: Our dedicated volunteers will soon have a brand new location for
the gift shop and coffee shop for the convenience of our patients and their visitors.
Parking: Parking for our patients has been an issue since W oodingford Lodge opened in the
south parking lot. Last fall we were able to purchase a house across from the hospital on
Rolph Street and we have worked with our partners at the Town of Tillsonburg to get the
necessary approvals to convert the property into a 30-car parking lot.
Volunteer Recognition
Our volunteer Association, formerly called the "Auxiliary" deserves our thanks for their
contributions. Through their fundraising efforts this past year, we purchased a new operating
table. They also helped to direct patients during our renovation and assisted with visitor
restrictions during our recent Norwalk outbreak.
REPORT TO COUNTY COUNCIL
FROM:
Councillor Lynn Acre
Councillor Paul Faulds
Councillor Dave Rock
DATE:
August 18, 2006
SUBJECT: WARDEN'S BANQUET
Introduction:
Council policy is that appropriate recognition for the Elgin County Warden be arranged
annually and that the Social/Entertainment Committee plans the programme.
Discussion:
The Warden has requested that the banquet be held at the East Elgin Community
Complex on Friday, November 17,2006. We have received prices on other aspects of the
Banquet, which are shown on the attached spreadsheet.
Recommendation:
THAT the annual Warden's Banquet be held at the East Elgin Community Complex on
Friday, November 17,2005, with the social hourfrom 5:30-6:15 p.m. and the Banquet
beginning at 6:30 p.m.; and,
THAT all other costs and items be approved as detailed on the attached spreadsheet;
and,
THAT the charge for each purchased ticket be set at $20.00, to cover the cost of the meal,
taxes and gratuities; and further,
THAT County Councillors and Officials dress in standard Council attire.
ALL of which is respectfully submitted.
Councillor Lvnn Acre
Councillor Paul Faulds
Councillor Dave Rock
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REPORT TO COUNTY COUNCIL
FROM: Peter Dutchak, Manager, Road Infrastructure
DATE: August 8, 2006
SUBJECT: Maintenance Best Practices (MBP's)
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:
The County of Elgin invests more than $2.5 Million annually on County Road
maintenance activities. Our lower tier municipalities provide road maintenance services
to the County of Elgin through formal agreements.
Although our formal agreements include minimum maintenance criteria (Minimum
Maintenance Standards) they do not acknowledge many maintenance activities being
completed.
Staff is proposing to amend the existing maintenance agreements to include
Maintenance Best Practices (MBP's) as a reference appendix to formally acknowledge
and provide guidance for the various maintenance activities being completed on County
Roads daily.
DISCUSSION:
In 2004 the Province of Ontario revised their Maintenance Manual. This manual is the
governing document for addressing inspection, maintenance and repair activities for
roadway maintenance operations. The manual also includes best practices.
Maintenance Best Practices (MBP's) have been developed to assist operations staff in
the delivery of their maintenance program. MBP's are guidelines that represent the
Ministry's experience and expertise in the effective delivery of roadway maintenance.
DISCUSSION (CONTINUED):
It is staff's intention to incorporate applicable MBP's into our formal maintenance
agreements to formally acknowledge these activities and to provide guidance for these
operations. It will remain the responsibility of each individual municipality to complete
road maintenance activities in an efficient and cost-effective manner to remain within
their annual maintenance allocations.
Staff has selected pertinent MBP's and modified them to suit Elgin County's current
maintenance practices. These MBP's have also been reviewed, modified and accepted
by the Road Supervisor's at our regular monthly meetings. A copy of Elgin County
Maintenance Best Practices has been provided for Council's review.
Also included within the MBP's are Environmental Protection (EP's) practices that
protect the environment and comply with the requirements of environmental legislation
during maintenance work.
The MBP's and EP's will be reviewed periodically to incorporate new methods and
technologies.
CONCLUSION:
The existing formal maintenance agreements do not identify many common
maintenance activities being performed daily on County Roads. Also, no guidance is
provided to define and suggest how an activity should ideally be completed. Once
incorporated, the MBP's will provide a reference tool for municipalities who likely
already follow many of these "common sense" guidelines. The MBP's will also
encourage consistent maintenance practices and standards across Elgin County.
RECOMMENDATION:
THAT the Elgin County Maintenance Best Practices be circulated to the lower tiers for
their comments with the intent of incorporating these guidelines into the formal
maintenance agreements.
Respectfully Submitted
Pe~
Manager, Road Infrastructure
Approved for Submission
fiblb
Clayton Watters
Director, Engineering Services
~DOO~- ·
Chief Administrative Officer
REPORT TO COUNTY COUNCIL
FROM: Peter Dutchak, Manager, Road Infrastructure
DATE: August 11, 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 arid were 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.
At the last regular Council meeting, staff was directed to award the tenders to the
lowest bidders so long as the values remained within budget allocations.
The lowest tenders received were in excess of the budget allocations, therefore, staff is
suggesting to utilize funds from a previously cancelled project to offset these
shortfalls.
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.
The tender results are summarised below:
Project Budget Engineering Lowest Bidder Price Total Cost
Allocation Costs to date Tendered of Project
(not incl.
Taxes)
Gracey Drain $150,000 $5,000 Van Bree $153,695 $158,695
Culvert Drainage and
Replacement Buldozinq Ltd.
Graham Road $150,000 $12,600 A-Xcavating Ltd. $144,835 $157,435
Culvert Lininq
The total project costs will exceed the budget allocations for these projects by $8,695
and $7,435 respectively, therefore, staff suggests utilizing funds in the previously
cancelled St. George Street Resurfacing project.
RECOMMENDATION:
THAT, the Gracey Drain Culvert Replacement (6290-06-02) project be awarded to Van
Bree Drainage and Buldozing Ltd. for their submitted price of $153,695 exclusive of
taxes, and also;
THAT, the Graham Road Culvert Lining (6290-06-03) project be awarded to A-Xcavating
for their submitted price of $144,835 exclusive of taxes, and also;
THAT the Warden and CAO be authorized and directed to enter into construction
agreements with respect to these projects, and also;
THAT project costs in excess of the budget allocations be funded by the previously
cancelled St. George Street Resurfacing project.
R~
Peter Dutchak
Manager, Road Infrastructure
Approved for Submission
(i;1~ n ~
Clayton Watters
Director, Engineering Services
:1&Znal:J -
Chief Administrative Officer
REPORT TO COUNTY COUNCIL
FROM: Peter Dutchak, Manager, Road Infrastructure
DATE: August 10, 2006
SUBJECT: John Wise Line Slope Restoration
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:
A section John Wise Line is experiencing some slope erosion. This work must be
completed in 2006 so that the road remains safe.
Staff is proposing to utilize funds from the proposed Furnival Road Slope Restoration
project to fund the John Wise Line Slope repair.
DISCUSSION:
Early in 2006 staff identified an erosion issue on John Wise Line, west of Player's Bridge
in the Municipality of Central Elgin. The roadside slope is experiencing movement and
has begun eroding. If nothing is done, the road will be jeopardised.
Staff has co-ordinated an engineering survey, geotechnical investigations and design
drawings for a contractor to remedy this location. The project scope includes piping 75
metres of road ditch, installing 900 square metres of rock, 2000 tonnes of granulars,
catchbasins and restoration. The project estimate is $250,000.
Within the approved 2006 Capital Budget, $250,000 is allocated towards the Furnival
Road Slope Repair. Engineering, geotechnical investigations and drawings have been
prepared for this project. Staff is proposing that this project be deferred until 2007 so
that existing funds can be utilized for the John Wise Slope Repair which has more
urgency.
Furnival Road will be monitored by road maintenance staff to ensure the safety of the
travelling public.
CONCLUSION:
A section of road side slope on John Wise Line has shifted and is eroding. Work should
be completed in 2006 to ensure the road's integrity is maintained.
The Furnival Road Slope Repair Project is within the approved 2006 Capital Budget.
Staff proposes to use these funds for the John Wise Slope Repair and to defer the
Furnival Road Project until 2007.
RECOMMENDATION:
THAT the John Wise Slope Restoration Project be completed in 2006 and be funded by
the Furnival Road Slope Repair account and;
THAT the Furnival Road Slope Repair Project be deferred until 2007.
Respectfully Submitted
pe~
Manager, Road Infrastructure
Approved for Submission
(hJ 1\-bK
Clayton Watters
Director, Engineering Services
Mark G. Mc ona
Chief Administrative Officer
REPORT TO COUNTY COUNCIL
FROM:
United Way Committee
Tanya Tilton-Reid, Human Resources Coordinator
Jennifer Ford, Financial Analyst
Meredith Goodwin, Construction Technologist
Carol Smetherman, Children's Program Person
Becky Higgs, Administrative Assistance - Elgin Manor
DATE:
August 31,2006
SUBJECT:
United Way Campaign 2006-2007 and Future Campaigns
CORPORATE GOAL(S) REFERENCED:
2) To promote cultural services
4) To be recognized as a desired employer
5) To promote Elgin as "The Place to Live"
6) To forge community partnerships
8) To recognize and seize opportunities for improvement
INTRODUCTION:
Over the past several years, the County of Elgin has been an active supporter of
the Elgin-St. Thomas United Way Campaign. It is the Committee's intent to
continue to increase employee participation through this years' campaign.
The 2005-2006 campaign year was quite successful. Our main events included
a Payroll Deduction campaign with a draw for one or two days off depending on
the generosity of bi-weekly payroll contributions and Casual Fridays for a
minimum donation of $2.00 per pay. Other events included a 50/50 draw, a
basket raffle, donut break events, a pizza day, Blue Jay ticket program and a
ticket purchase program through the John Labatt Centre. The County Libraries
were once again a strong contributor to the campaign through events such as the
"spare change buckets".
Special mention must be made of the contributions to our campaign by
departments and staff within the County. Many donations of items that could be
included in our raffles helped to keep our costs to a minimum. The committee is
very appreciative of these contributions given on behalf of the United Way.
Payroll deductions for the 2005 - 2006 campaign year raised $7911.00 for the
United Way. Our events during the 2005 - 2006 campaign year, raised $1196.29
for the Elgin-St. Thomas United Way.
DISCUSSION:
This year's committee members include Jennifer Ford - Financial Services,
Meredith Goodwin - Engineering Services, Carol Smetheram - Library Services,
Becky Higgs - Elgin Manor and Tanya Tilton-Reid - Human Resources.
Our kick off week for this year's campaign will begin October 10, 2006 with the
focus on bi-weekly employee Payroll Deductions. We will be sponsoring a Donut
Coffee Break for the Administration building on October 13, 2006. Please accept
this as the Committee's invitation to join us. A kick-off "break" will be held at
each of the County Homes and at the Library Fall Workshop to thank employees
and raise awareness of the County's United Way campaign.
After the initial kick off week, the campaign will expand to the various facilities of
the County allowing staff the opportunity to have fun with special events that they
wish to hold with the help of the United Way committee. We will continue to
organize fundraising events throughout the year including the continuance of our
fundraising partnership with the JLC,. raffles and 50/50 draws.
CONCLUSION:
The United Way is blessed to have very enthusiastic members with a strong
interest in increasing staff participation through the payroll deduction portion of
our yearly campaign.
The committee would like to ask that Council support the United Way efforts by
allowing us to continue to offer to the staff our casual Friday for a minimum
payroll deduction of $2.00 per pay as well as the draws for the days off work with
pay. Last year our "Win a Day Off with Pay" draws proved very popular. The
payroll deduction incentive draws will be as follows:
. Entered into a draw for one paid day off for all employees that sign up for
a payroll deduction of $3.00 or more for 26 weeks.
. Entered into a separate draw for two days off for all employees that sign
up for a payroll deduction of $5.00 or more for 26 weeks.
Last year the committee was also approved for a working budget of $500. In
total, we spent approximately $200.00 of that budget for items such as our
sponsorship of coffee breaks and small purchases to create baskets for our
raffles. The committee again respectfully requests a working budget of $500 for
this year's campaign. We will be utilizing funds from Administration's "special
projects" budget enabling us to ensure that all proceeds raised will go the United
Way rather than to expenses for the operation of the fund raiser.
RECOMMENDATION:
THAT, the United Way committee members be afforded reasonable time away
from their regular work schedules, (all time to be pre-authorized by the
employee's Director), to attend United Way functions throughout the various
facilities during future campaigns.
THAT, as in previous campaign years, County Council approve a draw for one
paid day off for payroll deduction amounts of $3.00 per pay for 26 pays and a
second draw for two paid days off for payroll deduction amounts of $5.00 per pay
for 26 pays.
THAT, as in previous years, County Council approve a working budget of
$500.00 from the Administration's special projects budget.
THAT, County C;;ouncil approve the above recommendations on an, on-going
basis pending major recommendation changes. Should changes be requested in
the future the Committee would present an updated report for Council's approval
at that time.
Respectfully Submitted
-r~7-~~
Tanya Tilton-Reier
Human Resources C rdinat
~ve or Submission
Mark G.
Chief Administrative Officer
REPORT TO COUNTY COUNCIL
FROM:
Kelly Carr, Human Resources Administrative Assistant
Heather Rosevear, Human Resources Administrative Assistant
DATE:
September 12, 2006
SUBJECT: Employee Recognition Lapel Pins
CORPORATE GOALS
4) To be recognized as a desired employer
5) To promote Elgin as "The Place to Live"
6) To forge community partnerships
7) To provide innovative and collaborative quality service
8) To recognize and seize opportunities for improvement
INTRODUCTION
This year the format of Employee Recognition has been changed from a semi-
annual event to an annual recognition. On December 14th, 2006 Forty-Nine
County of Elgin employees will be recognized for various years of service. It is
our recommendation to present each employee being recognized with a lapel pin
that states their years of service.
DISCUSSION:
This is a new recommendation to enhance the recognition procedure currently in
place. Consider that the Homes employees wear their identification badges and
currently decorate them with the County of Elgin pin that is presented to them
upon recruitment. The lapel pin of 5, 10, 15, 20, 25, 30, 35 & 40 years would
clearly but discreetly identify those of seniority.
The following quote and description of the lapel pins is from International Coat of
Arms of whom the county currently purchases the 20 year pins.
The amount of pins outlined in the proposal is to ensure that there is enough
lapel pins to last a minimum of 5 years. Due to the volume discount in some
cases the number of pins per years of service will last more than 5 years.
Currently the cost of the proposed order would be $2752.16 taxes included.
CONCLUSION:
This proposal for the years of service lapel pins is a positive step toward
employee relations and is an opportunity to proclaim our employees with long
years of service to the County of Elgin.
RECOMMENDATION:
THAT this proposal be considered as an enhancement to the existing
recognition. It is our recommendation that the pins be ordered and available for
the approaching Annual Employee Recognition on Thursday December 14th.
Respectfully Submitted
Approved for
Recognition Lapel Pin
Copper is of very good quality with a highly polished gold finish, usually with a
recessed matte finish. This type of pin combines highly polished raised areas
with a matte recessed background. Copper is a soft metal and allows for sharper
images. This type of pin is used for the County of Elgin 20 years of service pin.
Pro Dosed Order for 2006-2010 County of Elain Recoanition:
Years Number of Employees to be Recognized in the corresponding year Number Cost of
Of of Copper
Recognition 2006 2007 2008 2009 2010 Total Pins stamped pins
5 years 19 47 48 48 33 195 250 $524.00
10 years 6 12 20 18 17 73 100 $335.26
15 years 8 9 5 5 7 34 100 $335.26
20 years 9 6 16 13 9 53 100 $335.26
25 years 5 5 8 6 4 28 100 $335.26
30 years 2 6 2 3 6 19 50 $274.57
35 years 0 0 1 1 0 2 50 $274.57
40 years 0 0 0 0 0 0 0 $0.00
49 85 100 94 76 404 750 $2,414.18
plus tax
This is only a forecast for the next 5 years. It does not take into account retirees,
resignations, and CAP or summer students. Therefore there could be less than stated in
table, but never more.
14%
$2,752.16
Features:
Fastener: Butterfly Clutch
Plating: Gold (18kt)
Colours: 6 colours
Packaging: individually polybagged
Artwork: No Charge
Warranty: 100% Satisfaction Guaranteed
Experience: over 30 years experience, BBB Online Reliability
Member
FN: elgin
PMS 290 C
. PMS 485 C
. PMS 464 C
. PMS 1385 C
D White
. Black
. Raised Gold Plating
( Highly Polished )
a
o
..<
B
Size - 1 " ( A - B )
.international Cats 0/ c:J{rms
lAPEL PINS 8< PROMOTIONAL ITEMS
Nicole Allen
888-790-6742 fax (613) 384-0606
830 Development Orive
~~s~, Ontario, Canada
nicole.allen@swyrich.com
Approved By:
Date:
REPORT TO COUNTY COUNCIL
FROM:
Dorothy Schaap - Payroll & Benefits Coordinator
Harley J. Underhill - Director of Human Resources
DATE:
September 12,2006
SUBJECT: De-listing of Benefits by OHIP
CORPORATE GOAL(ID REFERENCED:
To be recognized as a desired employer.
To recognize and seize opportunities for improvement.
INTRODUCTION:
Since November 1, 2004, eye care examination provided by the
Ontario Health Insurance Plan (OHIP) is no longer covered by the
Ontario Health Insurance Plan.
DISCUSSION:
Eye Care Examination is not included in the vision section of the
extended health portion of coverage. Depending on the area, these
examinations can vary in cost. The average cost of this examination
is approximately $100.00. Recent bargaining with CUPE has
resulted in attaining similar coverage and is also an issue with
forthcoming bargaining.
CONCLUSION:
After careful review, it is strongly recommended that the benefit
package for the non-union group be adjusted to include eye care
examination. The fee for this additional coverage is $1.00 for single
coverage and $3.00 for family coverage, resulting in an approximate
annual cost of approximately $1,762.00.
RECOMMENDATION:
That effective October 1, 2006, one eye care examination every 24
months to a maximum of $100.00 for non-union employees is
included in the vision care section of extended health.
Respectfully Submitted
~:5
Chief Administrative Officer
LU--4. ~ ~ LJ
Dorothy Schaap /.
Payroll & Benefits Coordinator
........
REPORT TO COUNCIL
FROM:
AI Reitsma
Director of Information Technology
DATE:
September 12, 2006
SUBJECT:
ElginConnects Portal Technical Support
CORPORATE GOAL{S) REFERENCED:
1) To forge community partnerships
INTRODUCTION:
The ElginConnects portal provides residents, visitors and businesses with a source for
information, contacts and services within the Elgin and 8t Thomas area. The Elgin
Community Futures Development Corporation (ECFDC) currently promotes and
manages the portal. Until recently, this included the technical support of the portal. The
sudden and unexpected departure of the only trained technical support person has left
the portal without technical support.
DISCUSSION:
On August 30, 2006 the County's Information Technology department received a formal
request from ECFDC to provide interim technical support for the portal. The sole portal
technical support person left the position in mid -August. The support would be restricted
to making page navigation changes only. The support would be provided at no charge
to ECFDC. The support will only be provided as County of Elgin Information Technology
resources are available, insuring that support to County systems and staff will remain the
Information Technology department's first priority.
It is in the County's interest to provide short term assistance with the operation of the
portal because of the significant investment the County has made in the portal. The
portal provides a benefit to the entire community including many non -profit
organizations.
The portal's pages can been divided into two logical groups: municipal web sites and
community pages. Each site requires navigation management and content
management. For most portal sites the navigation administration has been performed
by the ECFDC technical staff while the content administration has been completed by
the "owner" of the page. ECFDC technical staff has estimated that this activity requires
no more than Y:2 day effort per week. County Information Technology staff has been
trained to perform basic site administration and feels confident that they can provide the
necessary support. The County's Information Technology staff is currently dealing with
service requests from County staff on a timely bases. The added responsibility of
managing site navigation administration will undoubtedly have an impact on response
times. However, requests for portal changes will be dealt with using the current
Information Technology processes and procedures used to prioritize service request.
ECFDC is assessing its options for providing technical support and have indicated that
they will be hiring a replacement. It is reasonable to expect a technical resource to be
hired by the end of October 2006. Therefore! the County should commit to providing
technical support until October 31,2006.
CONCLUSION:
ECFDC has requested that the County's Information Technology department provide
site navigation management support for all sites because of the recent depart of
ElginConnects' only technical support person. County Information Technology staff has
the training necessary to provide this support. It i~ expected that this activity will impact
service response times minimally and County staff and systems will remain the first
priority.
RECOMMENDATION:
That the Information Technology department provide site navigation management
support for the ElginConnects portal until October 31, 2006 according to the terms and
conditions set by the Director of Information Technology.
Respectfully Submitted
(11l~
AI ReItsma
Director of Information Technology
Approved for
Mark
Chief Administrative Officer
REPORT TO COUNTY COUNCIL
FROM:
Alan Smith, Manager, Economic Development
DATE:
September 1 ih, 2006
SUBJECT: Economic Development: An Update
Corporate Goals:
. To promote Elgin as "The Place to Live"
. To forge community partnerships
. To provide innovative and collaborative quality service
Introduction:
At the March 14th, 2006, Council meeting the following resolutions was passed that created
an economic development function at the County level:
1. "That the County of Elgin establish an economic development initiative in 2006 based on
the report entitled "Economic Development and Elgin County" dated February 2ih, 2006
from the Chief Administrative Officer; and
2. That staff be directed to develop proposals for funding assistance through the
Community Transition Program and the Rural Economic Development (RED) Program to
help establish said initiative."
On May 25, 2006, the Community Transition Program approved the County of Elgin's
economic development initiative. An important part of the approval was the County's
creation of a Manager of Economic Development position (3-year term). This report
highlights the economic development activities of the Manager since commencing
activities in early July. The key strategic projects/initiatives that will be undertaken over the
next two years that will form the foundation of a successful economic development
program are also outlined.
Discussion:
A key component of an economic development program is establishing relationships with
stakeholders and potential partners. Given that economic development is a new function
for the County there is a great deal of initial ground work to be accomplished in order to
establish a presence or awareness within and beyond the County's service area.
Therefore, a great deal of time has been dedicated to informing the following notable
groups of the new function:
2
. Lower Tier Governments: Meetings were held with political and staff representatives
to discuss local issues and opportunities. Please note that the Economic Development
office is available to provide advice/facilitation for local economic development projects
initiated by lower tier committees/groups.
. Associations/Organizations: To date, meetings have been held with the St. Thomas-
Elgin Tourism Association, St. Thomas Economic Development Corporation, Aylmer
Chamber of Commerce, and Federation of Agriculture. Meetings with other key
organizations and committees are currently being arranged.
. Business Community: Discussions with realtors informing them of site selection
services to be offered by the Economic Development Office continues as does meeting
with local business owners.
. Federal and Provincial Organizations: Staff of the Economic Development office
have met with representatives of the Elgin Community Futures Development
Corporation, Ontario Ministry of Agriculture Food and Rural Affairs, and Ministry of
Economic Development and Trade.
. Other: Staff has consulted with economic development practitioners from other
Counties and Towns regarding regional economic development issues. Prospect
generators like Bell Canada Site Selection Services have also been notified of Elgin
County's new office of economic development.
As a result of these discussions, a local awareness of regional economic development is
beginning to unfold. Partnerships and collaboration on current initiatives within the
County's service area are starting to develop. The Economic Development office has
expressed interest in being fully involved with the:
. Premier Ranked Tourism project;
. Employment Lands Study initiated by the St. Thomas Economic Development
Corporation, Central Elgin, and Southwold; and
. "Fam" Tour initiated by the Elgin Community Futures Development Corporation for
West Elgin, Dutton/Dunwich, and Southwold.
However, there is also a need to raise the profile of the County on a much larger scale.
Involvement with the following organizations is currently being investigated:
The Southwestern Ontario Marketing Alliance (SOMA): This is a partnership of
Southwestern Ontario communities, grown out of natural economic ties. SOMA actively
supports local manufacturers and their investments in the region by promoting their
interests in the community.
The Southwest Economic Assembly (SWEA): This is a new organization initiated by the
Cities of London and Windsor. The premise of SWEA is to promote regional economic
development partnerships to position the southwest to build economic growth and
prosperity. The initial focus is on trade and manufacturing, agriculture and agri-food,
tourism and culture, and the knowledge economy.
3
The Regional Opportunities Coalition (ROC): This is a loosely knit group covering the
counties of Essex, Sarina-Lambton, Chatham Kent, and Middlesex. This initiative is lead
by staff from OMAFRA.
There is a current community-based development tool that has the potential to inform the
local, regional, and global market place of economic development activities within the
County of Elgin - the Elginconnects community portal. The office of Economic
Development is currently working with the County's Information and Technology
Department and elginconnect's technical staff to enhance the portal to reflect the presence
of an economic development function. This involves changing the navigation of the site,
enhancing information (for example community and regional profiles), and adding new
components. A real estate feature will also be included. This involves developing a
searchable database for all-available industrial and commercial lands and buildings within
the County. This new marketing feature will assist potential investors interesting in locating
to the County of Elgin. Most of the enhancements to the portal are to be completed by
November 2006.
The previous discussion evolved around the immediate actions that are being undertaken
that are necessary to begin the functioning of an office of economic development. There
are, however, key strategic initiatives to be undertaken that will form the foundation and
provide future direction for the delivery of the County's economic development services.
1. County Economic Development Advisory Committee: In order for County Council
and the Economic Development office to have access to expertise and influence in key
economic sectors throughout the County, an advisory committee will be formed.
Although a detailed terms of reference will be presented to Council at a future date, for
consideration, a key function of the Committee will be advising on the development,
implementation, and monitoring of a economic development plan for the County. The
advisory committee is expected to be established by winter 2006. It should be stressed
that in order to have an influential and effective Committee, recruitment of the
appropriate individuals is required. Therefore, if suitable applications for membership
are lacking, the specified timeframe for Committee formation will be extended.
2. Strategic Economic Development Plan: The intent of the Plan is to provide specific
recommendations and actions on how to best grow the overall economy of the County
in order to benefit residents living in each of its lower tier communities. Staff of the
Economic Development office with assistance from an informal group consisting of
local economic development practitioners and staff will develop a draft terms of
reference for an economic development plan. It is the intention of the Economic
Development office to bring this draft document to the newly formed advisory
committee for review. The RFP is expected to be issued by winter 2006. Plan
development will commence by February of 2007. The upset limit for this initiative is
$60,000 (not including taxes). The Community Transition Program is contributing 50%
of the funds.
3. Marketing Plan: In order to complement the strategies contained in the County's
Economic Development Plan, a marketing program will be developed to target specific
4
industry sectors. A "branding" message will be created along with new promotional and
marketing strategies. The Community Transition Program is contributing $20,000 or
50% of the funds. This project will commence in the summer of 2007.
Conclusion:
Economic Development is a new function for the County. Staff is introducing this
service to stakeholders. Developing partnerships and alliances to move initiatives
forward will be a continuing activity of the Office. Enhancement of County and lower-tier
economic data and additional components to the elginconnnects portal is also identified
as important undertakings. Over the next several months, key projects will be
developed and implemented that will provide future strategic directions for the delivery
of the County's economic development services. It should be stressed that the strategic
plan will help focus the roles/responsibilities of the County and those of the lower tier
governments and stakeholders. At this juncture in time, clearly articulating and placing
a defining boundary on the specific services that the County's economic development
program will be offering is considered premature. However, there is a general
recognition that a regional organization, like a County, should assume responsibility for
macro issues, including, but not limited to:
. regional strategy development;
. regional branding;
. regional product development;
· regional business retention, expansion, and attraction;
· cultivating linkages with post-secondary education institutions and higher orders of
government; and
. regional information/data source
On the other hand, lower tier governments would focus on economic development
readiness, local business retention and expansion, locally stimulated investment
opportunities and quality of life issues. Staff of the Economic Development office is
fully supportive of lower tier governments pursuing local priorities and initiatives and will
assist them in achieving their economic development goals. However, it would be
prudent if these goals complement an overall County strategy. The success of the
County of Elgin in developing and implementing an effective economic development
strategy and program will be dependant upon the synergy that is created among the
regional Economic Development office, the local municipalities, and other key
stakeholders/partners.
5
Recommendation:
"That the September 12th, 2006, report entitled "Economic Development: An Update" be
received and filed for information."
Respectfully Submitted
I1Jr
Alan Smith
Manager of Economic Development
Approved for Submission
Mark G. c ,
Chief Administrative Officer.
REPORT TO COUNTY COUNCIL
FROM: Larysa Andrusiak, Ambulance & Emergency Management Coordinator
DATE: August31,2006
SUBJECT: Contingency Agreement with Middlesex for Ambulance Rental
CORPORATE GOAL'S) REFERENCED:
To forge community partnerships.
To provide innovative and collaborative quality service.
To recognize and seize opportunities for improvement.
INTRODUCTION:
Elgin-St. Thomas EMS has been provided with gO-day notification of a service
review to be conducted by the MOH Emergency Health Services Branch,
Investigation, Certification and Regulatory Compliance Group.
A contingency plan to deal with the possibility of multiple vehicle failures/
breakdowns is a requirement of the review. The above Agreement will meet that
requirement.
DISCUSSION:
In preparation for the service review, it was noted that a contingency plan to deal
with the possibility of multiple vehicle failures/ breakdowns is required.
To date, the one time that Elgin-St. Thomas EMS was short of vehicles due to
repair/maintenance issues, vehicles were informally used in Elgin County from
Middlesex County. Since that time, Elgin-St. Thomas EMS has retained
additional surplus vehicles in its fleet to minimize such occurrence in future.
In view of the service review requirement, the Manager of Emergency Services of
Middlesex County and the Ambulance and Emergency Management Coordinator
of Elgin County agreed that it was prudent to draft a more formal agreement to
satisfy the service review requirements.
An Agreement has been drafted which provides for the rental of ambulance(s) in
circumstances where the requesting county has exhausted it's own supply of
ambulances for reasons beyond its control. It also stipulates that the counties
would only rent ambulance(s) when such rental would not compromise
emergency coverage in their respective county. Authorizations for such rental
must be obtained from both the Manager of Emergency Services of Middlesex
and the Ambulance and Emergency Management Coordinator of Elgin or their
designates. The rental rate is stipulated at $10 per hour.
It is the intent of the staff of Elgin and Middlesex Counties to obtain approval for
the signing of these agreements by November in preparation for the service
reviews, which take place November th to 9th.
CONCLUSION:
A service review of Elgin-St. Thomas EMS is scheduled for this November to be
conducted by the Ministry of Health. A contingency plan to deal with the
possibility of multiple vehicle failures/ breakdowns is a requirement of the review.
An Agreement has been drafted between Middlesex and Elgin Counties and
Thames EMS which satisfies the above requirement and formalizes the process
of sharing ambulances in critical circumstances.
RECOMMENDATION:
THAT the Warden and CAO be directed and authorized to sign the Agreement
respecting the rental of ambulances between Elgin and Middlesex Counties in
circumstances of possible multiple vehicle failures/breakdowns.
Respectfully Submitted
Mark .
Chief Administrative Officer
ofOMp~ ~~
Larysa Andrusiak, Ambulance &
Emergency Management Coordinator
REPORT TO COUNTY COUNCIL
FROM: Larysa Andrusiak, Ambulance & Emergency Management Coordinator
DATE: August31,2006
SUBJECT: Ambulance Contract Review
CORPORATE GOAL(S) REFERENCED:
To ensure fiscal responsibility and accountability.
To recognize and seize opportunities for improvement
To provide innovative and collaborative quality service
INTRODUCTION:
In accordance with the Ambulance Services Contract, Section 33, Clause 3, the
contract and contract prices were reviewed with the Operator, Director of
Financial Services and Ambulance & Emergency Management Coordinator on
May 19, 2006.
DISCUSSION:
The following changes to the Land Ambulance Services Contract were proposed
by the Operator:
· that the required service reaction times (chute times -the time interval
between crew notification by dispatch and the time the crew goes mobile) for
Code 3 and 4 calls currently at 2 minutes 90% of the time be reduced to 1.5
minutes 90% of the time.
· that the required service reaction times for Code 1 and 2 calls currently at 3
minutes 90% of the time be changed to 10 minutes 90% of the time. This is
in response to the compliance rate for these calls which ranges from 61 % to
78% primarily due to dispatching practices out of control of the crew or
Operator. (For example, contacting a crew and instructing them to finish their
lunch or finish at the hospital before proceeding to a code 1 or 2 call, but
designating the time dispatch notified the crew on the record, starting the
clock on chute time).
In reviewing the ambulance contract budgets to 2008, the net operating costs for
2007 are projected to be reduced by approximately $4,000 and by $99,500 in
2008, primarily due to estimates exceeding actuals.
CONCLUSION:
In accordance with the Ambulance Service Contract, the contract prices were
reviewed with the Operator. Two changes to service reaction times in the
Ambulance Services Contract were requested. Net budgeted operating costs for
2007 and 2008 were revised reflecting a decrease in costs of approximately
$4,000 and $99,500 respectively.
RECOMMENDATION:
That Council approve the requested contract amendments respecting the
reduction of required service reaction times for Code 3 and 4 ambulance calls to
1.5 minutes 90% of the time from the current 2 minutes and the required service
reaction times for Code 1 and 2 calls to 10 minutes 90% of the time as
highlighted in the Report entitled Ambulance Contract Review dated August 31,
2006, and direct staff to proceed with the agreed upon amendments, as per the
process stipulated in the Contract.
Respectfully Submitted
Approved for Submission
~a~
Larysa ndrusiak, Ambulance &
Emergency Management Coordinator
Mark G.
Chief Administrative Officer
REPORT TO COUNTY COUNCIL
FROM: Larysa Andrusiak, Ambulance & Emergency Management Coordinator
DATE: August 31,2006
SUBJECT: 911 Advisory Board Requests Funding
CORPORATE GOALfS) REFERENCED:
To provide innovative and collaborative services.
To recognize and seize opportunities for improvement.
INTRODUCTION:
The Ontario 911 Advisory Board (OAB) was established in 1994 as a result of a
recommendation from AMO to serve as a source of technical expertise to Ontario
Municipalties regarding the implementation and operation of 911 emergency
number systems. This mandate has also focused more recently on technological
evolution and regulatory changes.
The OAB is requesting funding from municipalities to continue to exist and serve
its mandate.
DISCUSSION:
The OAB is requesting a donation of $100 from all Ontario municipalites to
establish a sustainable budget for its operation.
The attached brief outlines the mission, accomplishments and proposed activities
of the 911 OAB.
Emergency services in Elgin County and throughout most of Ontario rely on 911
services as the first link to activate response. The public has come to rely on 911
as key in accessing help in responding to emergencies.
It appears prudent to support a body whose perspective is to represent the
consumer and tax payer in this critical and ever increasing technically complex
service.
An argument may be made that this board was previously funded by government
ministries, Health, Northern Affairs and Municipal Affairs and is another download
to municipalities.
CONCLUSION:
The 911 Ontario Advisory Board is a volunteer organization with no committed
funds to cover its operations. The Board is requesting $100 donations from
Ontario Municipalities to establish an operational budget to continue its mandate.
RECOMMENDATION:
That Council approve the donation of $100 to the Ontario 911 Advisory Board, in
order that it may continue to represent ratepayers with the advent of
technological advancements, at CRTC hearings and steering committee to
ensure the safe, efficient delivery of 911 service in our municipality; and
That the Province of Ontario be encouraged to reinstate funding for the Ontario
911 Advisory Board.
Respectfully Submitted
M . McDonald
Chief Adml . Officer
~~~
Larysa ndrusiak, Ambulance &
Emergency Management Coordinator
.":i
911 ONTARIO ADVISORY BOARD
25 May 2006
. Accomplishments of 911 OAB:
o Wireless Enhanced 911Trial- tested technology to trace cellular 911 calls
o Resolution of duplicate addressing due to municipal restructuring
o Common addressing and mapping
o Response to issues raised by municipalities
o Working relationship with Canadian Wireless Telecommunications Commission
o Resolution of landline deregulation, wireless 911 and wireless 911 cost recovery issues
o Telecommunicator training and materials
o Special needs for challenged Ontarians with respect to 911 service
o Leadership role in national 911 scene, coordinating with BC, Alta, Man, PO, and NS .These include
regulatory decisions for the various forms of local telephone services
o Active participation in CRTC hearings and decisions affecting 911 service
o Monitors Coroner's Inquest recommendations related to 911 service
. Proposed Activities of 911 OAB:
o Liaison with Provincial and Local governments
o Develop public awareness and public education programs
o Revise and maintain 911 user guide
o Liaise with Canadian Wireless Telecommunications Association
o Continue to present to CRTC
o Present I distribute technical reports I bulletins regarding 911 systems
. Financing of 911 OAB:
o Very little taxpayer help over past decade
o Previous government contributed funds from three ministries
o Board members' parent organizations allow the volunteers time and cover some expenses
o Request small donation from each municipality to continue to represent their interests
o (400 Municipalities @ $100 per municipality creates a sustainable budget if everyone participates)
· Mission of 911 OAB:
o Be a source of technological expertise regarding implementation and operation of 911 services
o Advocate to represent Ontario ratepayers at CRTC hearings and provide public education
'"' To de\1€'lop ()perational tr~inin9 and petiorm3ne.estandards {or q11 s'fste~s
/5
REPORT TO COUNTY COUNCIL
FROM:
Carol-Noele Butler, Collections Officer
Jennifer Ford, Financial Analyst
DATE:
August 03, 2006
SUBJECT:
Collections Protocol - Update
CORPORATE GOAL(S) REFERENCED:
To ensure fiscal responsibility and accountability.
To provide innovative and collaborative quality service.
To recognize and seize opportunities for improvement.
INTRODUCTION:
In April 2005, Council reviewed collections protocol in place for the collection of
defaulted fines. It was recommended that this protocol be reviewed after one
year to ensure effectiveness.
DISCUSSION:
Overdue Provincial Offences fines were categorized into four areas:
. Fines over $10,000 and within two years of their default date:
Previous: "The filing of Certificates of Default and a Writ of Seizure and Sale
on these matters must be done in Superior Court. This process has begun
and is necessary to secure our interest. As per Superior Court protocol,
these matters may not be handled by County Staff."
Presently: Examinations in Aid of Execution have been conducted by the
County Solicitor. Some matters in this category have been successfully
collected by the Collections Officer without the need for such Examinations.
Solicitor representation in Superior Court is necessary though preliminary
work has been handled in-house. Staff have met with the County Solicitor to
discuss court applications and administrative protocols.
Proposed: Staff will continue to meet regularly with the County Solicitor to
ascertain his involvement on case by case basis. The preferred course of
action will be determined and carried out accordingly. Progress in this area
will be monitored and revisited when necessary.
· Fines owing between $500 and $9,999 and within two years of their
default date:
Previous: "Again, Certificates of Default and a Writ of Seizure and Sale are
necessary to be filed in Small Claims Court to protect our interest, and this
process has also begun. These matters may be worked by County staff and
there are particular procedures necessary in achieving successful collection
on these matters. Fines over $2,500 may be reviewed by the County
Solicitor. Staff have not pursued any files through Small Claims other than
anchoring our position."
Presently: The collections officer is working these fines with much success.
In-house payment plans have become quite popular with defendants.
Certificates of Default are being filed. Successful enforcement has been
achieved through Garnishments and/or Writs of Seizure and Sale. This
process requires extensive investigative research and/or the ability to act
quickly when opportunity presents itself.
Proposed: The collections officer will further pursue these fines by acting on
the Certificates of Default that have already been filed but not yet enforced.
. Fines less than $500 and within two years of their default date:
Previous: "Staff have begun to assess these fines to determine if further
attempts to collect are warranted. It may be necessary to write off some of
this debt. It had been determined in a prior report to Council that staff would
not file a Certificate of Default on these fines."
Presently: Attempts to write off these fines have not been pursued as a
possible combination of two or more fines per defendant in this category may
permit us to proceed with the filing of a Certificate of Default.
Proposed: Payment history suggests that these fines are most likely to be
paid given time and patience. It is suggested that these fines continue to be
actively pursued as there is no statute of limitations.
. Fines that are past their two year default date:
Previous: "These fines are forwarded to the outside Collection Agency. The
County Solicitor has indicated that a Judgment Summons can be issued for
the defendant to appear before a Justice of the Peace. Should the defendant
appear, a Justice of the Peace can order the defendant to pay; may grant an
extension of time to pay; create an alternate payment schedule; or commit
the defendant to jail. Should the defendant fail to appear, the Justice of the
Peace may issue an arrest warrant. "
. Presently: The collection agency continues to be utilized. Warrants for these
fines could not materialize due to additional legislation.
Proposed: Numerous cases may become eligible for Certificates of Default
due to a recent change in legislation. County staff are actively pursuing this
avenue as a less expensive way to collect on these cases.
CONCLUSION:
The County's in-house collections officer effectively maintains successful
results using current practices. Recent changes to legislation should allow
for continued aggressive enforcement. Through experience and after
discussions with the County Solicitor, his involvement will be on a case by
case basis with the emphasis on cost vs benefit. A revised collections
protocol is attached to this report.
RECOMMENDATION:
THAT the County Solicitor be engaged by the POA Collections Officer on a
case by case basis; and,
THAT the attached revised collections protocol be approved.
Ra=~
Carol-Noele Butler
Collections Officer
Mar Id
Chief Administrative Officer
~
. ?;'rd
Jennl . r ord
Financial Analyst
~~~
Director of Financial Services
Collections Protocol (Revised),
All Fines
Offenders contacted via First Notice
No response - Final Notice Sent
Return Mail - Skip trace, resend notice(s)/and or contact via telephone
Person to Person contact, payment options discussed/chosen/implemented
Follow Up (NSF's, overdue scheduled payments, deviation to plan, appeals,
extensions of time to pay, reopenings, deceased, bankruptcy,)
Still outstanding - Fines divided into 4 categories
1st: Fines over $10,000 & within 2 years of default
Certificate of Default (C of D) filed Superior Court
After discussions with County Solicitor, preferred course of action chosen
and carried out - Garnishments, Writs, Examinations in Aid of Execution.
Progress monitored/revisited as necessary.
Advisory Notice sent to offender, outlining enforcement actions taken so far -
Certificate filed in higher court, Writ, Garnishment, Licence Suspension, Plate
Denial, and or assignment to Collection Agency, notification to Credit Bureau.
2nd: Fines owina between $500 - $9,999 and within 2 years default date
Certificate of Default filed Small Claims Court
Determine choice of further enforcement - Garnishments, Writs, Judgment
Debtor Examinations.
Advisory Notice sent to offender, outlining enforcement actions taken so far -
Certificate filed in higher court, Writ, Garnishment, Licence Suspension, Plate
Denial, and or assignment to Collection Agency, notification to Credit Bureau.
3rd: Fines less than $500 and within 2 year default date
Pursue these fines as time permits.
Advisory Notice sent to offender, outlining enforcement actions taken so far -
Certificate filed in higher court, Writ, Garnishment, Licence Suspension, Plate
Denial, and or assignment to Collection Agency, notification to Credit Bureau.
4th: Fines past two year default date
Assigned to Collection Agency, notification to Credit Bureau.
New Legislation allowing enforcement through Small Claims, as applicable.
Advisory Notice sent to offender, outlining enforcement actions taken so far -
Licence Suspension, Plate Denial, and or assigned to Collection Agency.
Certificate of Default filed in higher court - Writ, Garnishment.
REPORT TO COUNTY COUNCIL
FROM:
Linda B. Veger, Director of Financial Services
DATE:
August 3, 2006
SUBJECT: Performance Measures - Year Ended December 31,2005
INTRODUCTION/DISCUSSION:
This is the sixth year that the County is required to report Performance Measures (MPMP)
to the Province. Following is a comparison of 2003,2004, and 2005.
2003 2004 2005
Adequacy of % of paved lane 66% 66% 71%
Roads kilometres rated
adequate
An adequate road is a road where surface distress is minimal and no maintenance or
rehabilitation action is required.
2003 2004 2005
Maintenance Per paved lane $1,883.09 $2,056.36 $2,038.60
Costs kilometre
Paved roads are defined as roads with asphalt surface, concrete surface, composite
pavement, portland cement or surface treatment. Maintenance includes frost
heave/base/utility cut repair, cold mix patching, hot mix patching, shoulder maintenance,
surface maintenance, surface sweeping, and surface flushing. Surface maintenance
activities include crack sealing, spray patching, and slurry seal.
The County of Elgin contracts with its seven member municipalities to provide roads
maintenance based on a set per kilometre dollar amount.
General 2003 2004 2005
Government
General Government - % of total 4.1% 4.0% 4.8%
operating costs for governance
and corporate manaaement.
General government administration includes departments primarily involved in general
administration, financial management, and human resources.
2004
$40.03
$2.05
18.182
2005
$43.30
$2.38
18.198
Electronic library uses as a percentage of total 15% 27.8%
library uses
Non-electronic library uses as a percentage of 85% 72.2%
totallibrarv uses
Library measures were introduced in the 2004 Financial Information Return (FIR).
RECOMMENDATION:
THAT the 2005 Municipal Performance Measures as outlined in the August 3, 2006 report
titled Performance Measures - Year Ended December 31, 2005 be reported to the public
on the County web site with the 2005 Audited Financial Statements.
Respectfully Submitted
Approved for Submission
L~~
Director of Financial Services
M G. McDonald
Chief Admlnls ra Ive Officer
REPORT TO COUNTY COUNCIL
FROM:
Linda B. Veger, Director of Financial Services
DATE:
August 21, 2006
SUBJECT:
Budget Comparison - July 31,2006
Corporate Goal Referenced:
To ensure fiscal responsibility and accountability.
Introduction:
Attached is the budget comparison to July 31,2006 for the County operating departments.
Discussion:
The departmental totals are reasonable for the seventh month of the year.
Administration Building - positive variance - 18,227 - new employee started in July.
Rental revenues higher than budgeted. Also, purchased services is over budget -
expenditures higher than anticipated at budget time.
Engineering Services - positive variance - 73,862 - Timing of maintenance payments and
operations below budget for July.
Overall the three Homes are in a positive position. The increases in revenues have started
flowing in April. The revenues will show less of a variance as the year progresses.
Vacation season will decrease the positive variances within the wage lines.
Library - positive variance - 69,143 - Literacy grant received. Expenditures will be
recorded later as they occur.
Information Technologies - positive variance - 87,377 - Consulting fees and support and
maintenance lower than anticipated.
Ambulance Services - positive variance - 205,425 - lump sum payment for increased
grant received in April.
Recommendation:
THAT the report titled Budget Comparison - July 31, 2006 and dated August 21,2006 be
received and filed.
Respectfully Submitted
~~~
Linda B. Veger
Director of Financial Services
cDonald
Chief Administrative Officer
COUNTY OF ELGIN
Departmental Budget
Comparisons
For The 7 Periods Ending July 31, 2006
Total YTD YTD Variance %OF
Budget Budget Actual 0 Budget
Warden & Council
Wages 173,320 101,103 86,678 14,425
Benefits 6,692 3,904 3,580 324
Operations 66,560 38,827 45,200 (6,37 ~
Total 246,572 143,834 135,458 8,37 54.94%
Administrative Services
Wages 251,848 146,911 139,073 7,838
Benefits 51,866 30,255 33,629 (3,374)
Operations 13,914 8,117 8,573 J456J
Total 317,628 185,283 181,274 ,00 57.07%
Financial Services
Wages 292,905 170,861 159,838 11,023
Benefits 70,004 40,836 41 ,480 (644)
Operations 14,490 8,453 10,650 (2,198)
Total 377 ,399 220,150 211,968 8,181 56.17%
Human Resources
Wages 293,000 170,917 157,922 12,995
Benefits 64,500 37,625 42,695 (5,070)
Operations 13,900 8,108 7,463 646
Total 371,400 216,650 208,080 8,570 56.03%
Administration Building
Wages 155,100 90,475 68,381 22,094
Benefits 40,300 23,508 18,061 5,447
Operations 64,800 37,800 47,115 (9,315)
Total 260,200 151,783 133,557 18,227 51.33%
Corporate Expenditures
Insurance 253,750 251 ,408 247,426 3,982
Telephone 24,000 14,000 16,655 (2,655)
Legal & Professional 87,000 50,750 51,003 (253)
Retiree Benefits 38,000 22,167 15,663 6,504
Other Expenditures 73,315 42,767 31,870 10,898
Total 476,065 381,092 362,616 18,475 76.17%
Engineering
Wages 255,000 148,750 137,925 10,825
Benefits 58,000 33,833 34,252 (419)
Operations 79,300 46,258 2,918 43,341
Maintenance 2,564,295 1,303,505 1 ,283,389 20,116
Total 2,956,595 1,532,347 1,458,485 73,862 49.33%
Agriculture
Fees Revenue 0 0 (420) 420
Operations 29,423 17,163 0 17,163
Total 29,423 17, 163 (420) 17,583 (1.43%)
Elgin Manor
Revenues (4,440,167) (2,590,097) (2,578,893) (11,204)
Wages 3,876,131 2,261,076 2,042,510 218,567
Benefits 1,037,703 605,327 564,268 41 ,059
Operations 897,979 523,821 495,613 28,209
Total 1,371,646 800,127 523,497 276,630 38.17%
Terrace Lodge
Revenues (4,970,489) (2,899,452) (2,894,511 ) (4,941)
Wages 4,009,168 2,338,681 2,218,160 120,522
Benefits 1,059,288 617,918 614,393 3,525
Operations 919,634 536,453 499,470 36,983
Total 1,017,601 593,601 437,512 156,089 42.99%
Bobier Villa
Revenues (2,829,670) (1,650,641) (1,643,739) (6,902)
Wages 2,588,097 1,509,723 1,469,246 40,477
Benefits 617,894 360,438 357,794 2,644
Operations 730,880 426,347 312,652 113,695
Total 1,107,201 645,867 495,954 149,913 44.79%
Pioneer Museum
Wages 81,275 47,410 32,551 14,860
Benefits 20,725 12,090 6,300 5,790
Operations 19,400 11,317 13,976 (2,6606
Total 121,400 70,817 52,827 17,99 43.52%
Library
Wages 1,065,258 621,401 583,522 37,879
Benefits 261,048 152,278 143,259 9,019
Collections 233,000 135,916 148,198 (12,281 )
Operations 112,019 65,344 30,818 34,527
Total 1,671,325 974,939 905,796 69,143 54.20%
Archives
Wages 139,514 81,383 79,683 1,700
Benefits 36,273 21,159 17,017 4,142
Operations 48,800 28,467 21,775 6,692
Total 224,587 131,009 118,475 12,534 52.75%
Land Division
Wages 58,015 33,842 30,660 3,182
Benefits 9,035 5,270 5,775 (505)
Operations (67,0506 (39,112J (38, 132~ i980j
Total (1,697 ,69 0.00%
Emergency Measures
Wages 5,150 3,004 3,004 0
Benefits 1,340 782 782 0
Operations 9,000 5,250 4,537 713
Total 15,490 9,036 8,323 713 53.73%
Information Technologies
Wages 183,255 106,899 105,637 1,262
Benefits 38,900 22,692 27,014 (4,322)
Operations 324,500 189,292 98,854 90,438
Total 546,655 318,882 231,505 87,377 42.35%
Provincial Offences
Grant (73,000) (42,583) (58,705) 16,121
Fines Revenues (650,000) (379,167) (321,886) (57,281 )
Shared Revenues - Municipal 343,842 200,575 189,257 11 ,318
Wages 142,100 82,892 75,992 6,900
Benefits 31,250 18,229 19,367 (1,138)
Operations 177,975 103,819 67,492 36,327
Total (27,833) (16,236) (28,484 ) 12,248 102.34%
Ambulance Services
Province of Ontario (2,013,030) (1,174,268) (1,652,141) 477,874
City of St. Thomas (1,789,703) (1,043,993) (700,513) (343,481 )
Contractor Payments 6,270,996 3,658,081 3,551,205 106,876
Wages 65,560 38,243 35,472 2,772
Benefits 17,373 10,134 9,284 850
Operations 29,800 17,383 56,849 ~9,465)
Total 2,580,996 1,505,581 1,300,156 05,425 50.37%
Collections
Revenue (305,000) (177,917) (172,669) (5,247)
Shared Revenues - Municipal 144,291 84,170 104,175 (20,005)
Wages 45,255 26,399 24,339 2,060
Benefits 11,947 6,969 6,727 243
Operations 51,600 30,100 12,629 17,472
Total (51,907) (30,279) (24,800) (5,479) 47.78%
REPORT TO COUNTY COUNCIL
FROM:
Linda B. Veger, Director of Financial Services
DATE:
June 30,2006
SUBJECT: Health Unit - Refund of Surplus
INTRODUCTION/DISCUSSION:
The Elgin St. Thomas Health Unit refunded to the County $91,065.82 as a result of a
surplus in their financial statements. Staff suggest that the refund be recorded as revenue
and the use of the revenue be determined later in the year.
RECOMMENDATION:
THAT the Elgin St. Thomas Health Unit surplus funds be recorded as miscellaneous
revenue.
Respectfully Submitted
Approved for
Lc{~e-:!r
Director of Financial Services
Mark
Chief Administrative Officer
REPORT TO COUNTY COUNCIL
From: Rhonda L. Roberts-Director of Senior Services - TL
Date: August 29,2006
Subject: Ministry of Health Annual Compliance Review
CORPORATE GOALS: To nurture and support dignified long-term care
To provide innovative and collaborative quality service
To recognize and seize opportunities for improvement
INTRODUCTION:
The Ministry of Health and Long Term Care conducts their unannounced annual review for
Terrace Lodge on June 12, 2006.
The. Observation Summary was very complimentary toward staff's delivery of quality care
and service as evidenced by family and resident interviews and direct observations
DISCUSSION:
The compliance advisor identified two unmet standards, both related to consistency and
accuracy of documentation by medical professionals and staff.
A compliance plan of correction was submitted on July 4, 2006 and found to be
satisfactory.
CONCLUSION:
Overall, the review was very positive and supportive of staff's efforts in relation to
implementation of new standards. The compliance advisor also commented that the home
was clean and well maintained.
RECOMMENDATION:
THAT this report be accepted and filed.
Respectfully Submitted
Approved for Sub . .
Icer
rJJl~1!fhJ$
Rhonda L. oberts
Director of Senior Services, TL
REPORT FOR COUNTY COUNCIL
FROM:
Pat Vandevenne
DATE:
August 29, 2005
SUBJECT:
Sixteenth Annual Coroners Report
CORPORATE GOALS:
1. To nurture and support dignified Long Term Care.
2. To forge community partnerships.
3. To provide innovative and collaborative quality service.
4. To recognize and seize opportunities for improvement.
INTRODUCTION:
Each year we receive an annual report from the Regional Coroners office.
DISCUSSION:
This year the 16th annual report was distributed to all health sectors and others. This
report was created by a committee consisting of Family Physicians, Emergency Room
Physicians, Geriatricians, Registered Nurse, Registered Dietician, and Regional
Supervising Coroner. The committee conducts an independent review of the available
records relevant to specific cases, and then prepares a final report including
recommendations where indicated to be sent back to the local community for discussion
and implementation with the aim being to prevent future deaths in similar circumstances.
CONCLUSION:
The 92-page document has valuable information and recommendations to share with
individuals, Government Ministries, Health Care Facilities and Associations, Advocacy
Groups, Chief Coroners and Examiners and others.
These recommendations are intended to promote discussion and should not be interpreted
as Policy Directives.
RECOMMENDATION:
That council members receive and file this information. That a copy of this report be
available for viewing in Administration upon request.
Respectfully Submitted
2(~
Pat Vandevenne
Director of Senior Services
Approved for S
Mar nald
Chief Administrative Officer
REPORT FOR COUNTY COUNCIL
FROM:
Rhonda Roberts, Christine Fry, Pat Vandevenne
DATE:
August 29,2005
SUBJECT:
Board of Directors- Alzheimers Society of Elgin-St. Thomas
CORPORATE GOALS:
1. To nurture and support dignified Long Term Care.
2. To forge community partnerships.
3. To provide innovative and collaborative quality service.
4. To recognize and seize opportunites for improvement.
INTRODUCTION:
Each year at the Annual General Meeting of the Alzheimers Society, a new
Board of Directors is elected. All positions are volunteer positions. These
include President, Past-President, Vice-President, Secretary-Treasurer and 7
General Directors.
DISCUSSION:
Currently Pat Vandevenne, Rhonda Roberts, and Christine Fry have agreed to
become part of this new Board.
2006-2007 Board Members:
Pat Vandevenne, President
Harvey Tribe, Past- President
Nancy Balsdon- Vice-President
Michael Carroll- Secretary-Treasurer
General Directors:
Rebecca Carey
Christine Fry
Mike Fryer
Jack Phillips
Darren Reith
Rhonda Roberts
Norm Wilson
CONCLUSION:
The County Homes have always taken an active and supportive interest in the
Alzheimers Society of Elgin-St. Thomas. Through our involvement and
understanding of dementia care we are able to stay current and provide a voice
to the care of Seniors in Elgin County.
RECOMMENDATION:
Receive and file.
Respectfully Submitted
~1fi1iJ~
Rhonda Roberts
Director of Senior Services
M G. McDonald
Chief A
C;\Nl~ ~/\^Q
Christine Fry
Manager of Program Therapy Services
8 Ua-71cVA>v1A.L'
Pat Vandevenne
Director of Senior Services
REPORT TO COUNTY COUNCIL
FROM: Liz Fairbairn, Janith McMillan, Sue Krueger: Managers of Support Services
DATE: July 13,2006
SUBJECT: Cook Apprenticeship Course
CORPORATE GOALS:
1. To nurture and support dignified long-term care
2. To be recognized as a desired employer
3. To provide innovative and collaborative quality service
4. To forge community partnerships
5. To recognize and seize opportunities for improvement
INTRODUCTION
The Ministry of Health and Long Term Care highly recommends cooking staff to be
certified cooks. Elgin County job descriptions support this level of preparation for
development as a cook in our Homes.
The certification of cooks provides an additional measure of risk management and
quality assurance that benefit the residents of our Homes, and the County as an employer.
Unfortunately, opportunity for our staff to enrol in this course does not co-ordinate
with their employment schedules. To resolve this issue, we have again pursued a
partnership with Fanshawe and the Ministry.
DISCUSSION:
In 2003, the Elgin County Homes for Seniors in partnership with Fanshawe College
and The Ministry of Training, Colleges and Universities provided an Assistant Cooks
Course on site at the Elgin Manor. We are pleased to have received approval to offer this
course again in September 2006.
The apprenticeship program for assistant cook is a 360 hour instructional course,
including theory and techniques. Tracy Jones, a Red Seal Chef with Fanshawe College,
has donated much of her time assisting in the development of a course specific to our
staffs needs and the LTC environment. (She was also the instructor in 2003).
The course will be held at Elgin Manor, as it is a central location, on Tuesday and
Thursday evenings and every other Saturday. This allows our staff to continue working
their scheduled shifts as they further their knowledge and cooking techniques.
At the completion of the course, and sufficient apprentice cook hours, competence
must be demonstrated prior to writing a final exam. A seventy-five percent is required on
the exam to receive an Assistant Cook Certification.
CONCLUSION:
The Elgin County Homes for Seniors in partnership with the Ministry of Health and
LTC and Fanshawe College will be providing an Assistance Cooks Certification course at
Elgin Manor beginning in September 2006 for 10 - 12 apprentices.
RECOMMENDATION:
THAT a letter of recognition from the Warden be forwarded to Tracy Jones for her
dedication in developing a program to meet our residents' and staffs' needs.
AND that the report entitled Cooks Apprenticeship Course be received and filed.
ALL of which is respectfully submitted,
Respectfully Submitted
Approved for Submission
t~
Liz Fairbairn
Manager of Support Services
Terrace Lodge
~ 2:ac'h1~
J Ith McMillan
Manager of Support Services
Bobier Home
.1A
Sue Kruege
Manager of pport Services
Elgin Manor
'~~J~_
Melissa [ewis
Director of Senior Services
Elgin Manor
REPORT TO COUNTY COUNCIL
FROM:
Tanya Tilton-Reid Human Resources Coordinator
DATE: September 6, 2006
SUBJECT: Violence in the Workplace Policy
CORPORATE GOAL(S) REFERENCED:
3) To nurture and support dignified long-term care
4) To be recognized as a desired employer
8) To recognize and seize opportunities for improvement
INTRODUCTION:
In the ongoing efforts to ensure a safe and healthy workplace for all County of
Elgin staff, the Human Resources Department has determined the need for a
county policy regarding violence in the workplace.
DISCUSSION:
A written policy addressing violence in the workplace and providing guidelines for
the handling of situations of workplace violence will allow all staff to operate in
the safest and most appropriate manner in potentially volatile situations. A
written policy also enforces the County's commitment to providing a safe and
healthy workplace for all staff.
CONCLUSION:
Enacting and enforcing a zero tolerance to any form of violence in the workplace
will assist in ensuring the recruitment and retention of staff, a safe and healthy
workplace as well as a work environment that is both civil and respectful for all
County of Elgin staff.
RECOMMENDATION:
That County Council approve the inclusion of the Violence in the Workplace
policy into the Human Resources Manual.
~
S
Respectfully Submitted
'~~~-~
Tanya Tilton-Reid
Human Resources Coordinator
Mark G.
Chief Administrative Officer
~
County of Elgin
Section: 2
Human Resources Policy Manual
Subject: Violence in the Workplace
Policy
Policy Number:
Code - A
Date Approved:
Page 1 of 8
Date Last Revision:
Violence in the Workplace Policy
Purpose:
The County of Elgin is dedicated to operating at a standard which will establish our County as a
leader in promoting and protecting the health and safety of all employees. The County of Elgin
is committed to providing a violence-free environment and recognizes that workplace violence is
a health and safety and human resource issue. The County of Elgin is committed to taking
immediate action in the event of any act of violence occurring against any employee while the
employee is carrying out his or her duties on behalf of the County. In support of the County of
Elgin's policies to provide a safe and healthy working environment, the County will provide a
framework for handling any incidence of workplace violence that may arise.
Policy:
The County of Elgin will not tolerate any threat, direct or implied (including bullying) or physical
conduct by any person which results in, or potentially could result in, harm to people, property,
the workplace environment or which creates an intimidating, harassing or hostile workplace.
Definitions:
Violence: (for the purpose of this policy) any actual, attempted or threatened conduct of a
person that causes or is likely to cause physical and/or psychological harm/injury/illness or that
gives a person reason to believe that s/he or another person is at risk of physical or
psychological harm/injury/illness, including, but not limited to, any actual or attempted assault
(including sexual assault and physical attacks), threat, verbal, psychological or sexual abuse
and harassment.
Assault: an intentional application of force to another person, or an attempt or threat by an act
or gesture to apply physical force to another person, without that person's consent. An assault
may be committed without actually doing bodily harm to another person.
Threat: a demonstrated intention to cause harm or injury, whether presently or in the future.
Bullying: interpersonal hostility or aggression that is deliberate, repeated and sufficiently
severe as to place at risk the targeted persons' health or economic well-being.
1
County of Elgin
Section: 2
Human Resources Policy Manual
Subject: Violence in the Workplace
Policy
Policy Number:
Code - A
Date Approved:
Page 2 of 8
Date Last Revision:
Weapon: anything used, designed to be used or intended for use in causing injury; anything
used, designed to be used or intended for use for the purpose of threatening or intimidating any
person.
Workplace: any location where County of Elgin employees are located during work or for work
related reasons, including employer sponsored social activities.
Workplace Violence: any incident in which an employee is abused, threatened or assaulted in
a workplace. This includes the application of force with or without weapons and includes acts of
physical or psychological violence, including, but not limited to, bullying, mobbing, teasing,
ridicule, hostile conduct and any other acts or use of words that can be reasonably interpreted
as designed to hurt or isolate a person in the workplace. The violence may come from any
source (e.g. resident, co-worker, contractor, etc.).
Harassment: (for the purposes of this policy) any coercive or fear inducing behaviour with the
potential for violence. (Harassment based on prohibited grounds as per the Ontario Human
Rights Code is dealt with under the Human Resources Policy 2.80 - Workplace Harassment
and Discrimination).
Roles and Responsibilities of Workplace Parties:
Supervisors and Managers:
All Supervisors and Managers are responsible for ensuring a work environment free from
violence or threatened violence. This responsibility includes actively promoting a positive work
environment and intervening when problems occur. Supervisors' and Managers' responsibilities
include the following:
· Understanding and upholding the principles of this policy by following this policy in their
dealings with employees and by setting a good example.
· Communicating to employees that you take the issues of workplace conduct and a violence-
free environment seriously.
· Do not participate in or ignore violence or potential violence.
· Ensure employees are informed of the County's policy and procedures for dealing with
issues that arise under this policy.
· Respond promptly to any issues of violence, potential violence that come to your attention.
· Keep personal records of discussions with employees who raise concerns under this policy,
as well as responses to situations.
· Report any incidents as per the Human Resource Policy 8.30 Incident and Accident
Reporting.
· Investigate and implement corrective actions to minimize potential recurrences.
f?
County of Elgin
Section: 2
Human Resources Policy Manual
Subject: Violence in the Workplace
Policy
Policy Number:
Code - A
Date Approved:
Page 3 of 8
Date Last Revision:
· Ensure employees who are experiencing difficulties and/or are exhibiting behaviours that
may contribute or lead to conduct inconsistent with this policy are aware of and support them
to attend the County of Elgin's Employee Assistance Program (EAP) or other community
services.
· Ensure employees who are exposed to a violent or traumatic situation in the workplace are
aware of and support them to attend the County of Elgin's Employee Assistance Program
(EAP) or other community services.
· Comply with all specific procedures, response plans or other controls that are defined by the
County. Such measures shall be reviewed by the applicable joint health and safety
committee.
· Participate in the delivery of any relevant training or educational programs to employees that
the County develops or identifies as assisting in managing and de-escalating crisis situations
that may lead to violence and to establish personal safety measures.
Employees:
All employees of the County share an important role and responsibility in terms of the
maintenance of a work environment free from violence or threatened violence. Employee
responsibilities include the following:
· Each employee is responsible for ensuring adherence to the spirit and intent of this policy.
· Employees are responsible for understanding the definitions of conduct prohibited by this
policy and for avoiding any conduct that falls within the scope of the behaviour prohibited by
this policy.
· Do not engage in any behaviours that would constitute workplace violence, including
coercion, bullying, harassment, threatening, intimidation, abuse either physically or verbally
that results in emotional or physical harm to other employees, residents or members of the
public.
· Participate and provide input, through the Joint Health & Safety Committee, in regards to the
development of workplace violence procedures, response plans and other controls that are
proposed or implemented to minimize or eliminate the risk.
· Attend education and training sessions offered by the employer regarding workplace
violence.
· Report all workplace violence incidents as per the Human Resources policy 8.30 - Incident
and Accident Reporting.
· Cooperate and assist with investigations regarding workplace violence incidents.
· Seek support and assistance from the County of Elgin's Employee Assistance Program
(EAP _ or other community services when experiencing stress or other personal difficulties
that may contribute to workplace violence.
· Seek support and assistance from the County's EAP or other community service if exposed
to a violent or traumatic situation, if appropriate.
q
County of Elgin
Section: 2
Human Resources Policy Manual
Subject: Violence in the Workplace
Policy
Policy Number:
Code - A
Date Approved:
Page 4 of 8
Date Last Revision:
Guidelines for Dealing with Conflict and Aggression
The following are preventative tips for dealing with conflict and aggression. Departmental
policies and procedures may provide additional specific information.
· Be alert to situations and early warning signs (crying, pacing, avoidance or excessive eye
contact, challenging behaviours, yelling, etc.).
· Try to provide an early resolution before a situation escalates and an incident occurs (e.g.
deal with issues/complaints right away).
· Listen to the other person's entire issue/complaint.
· Gather information and determine the reason for the issue/complaint.
· Do not downplay or minimize the person's concern.
· Remain calm, speak in a clear, calm and consistent voice.
· Maintain normal eye contact - avoid staring.
· Do not infringe on the person's personal space (e.g. do not point in his/her face).
· Keep the discussion focused on the issue, not the individual parties.
· Identify shared goals and ways to achieve them.
· Do not set unrealistic goals or make promises that you may not be able to keep.
· Set limits and inform the person that the meeting will only continue if they remain calm -
inappropriate behaviour is not acceptable (refer to the Human Resources policy 2.80.1 -
Commitment to a Civil Workplace Environment and Workplace Interactions).
· Take the dispute to a third party if the matter cannot be resolved.
· Always remain alert to unsafe situations and react - leave the location if necessary, have
another person accompany you or remain close-by, telephone for assistance, etc.
Procedures:
General
All members of the workplace community benefit from prompt, efficient and effective resolution of
concerns regarding the quality of the work environment and any concern which may jeopardize a
safe work environment. The County is committed to providing specific resources to support early
reporting and resolution of concerns of workplace violence. Any employee who experiences any
concern in their work environment regarding violence or potential violence at or in the workplace is
encouraged to report their concern immediately, either to management or through a formal
complaint.
/D
County of Elgin
Section: 2
Human Resources Policy Manual
Subject: Violence in the Workplace
Policy
Policy Number:
Code - A
Date Approved:
Page 5 of 8
Date Last Revision:
Management Support and Intervention
Any concern about violence or potential violence may be effectively resolved by informal
assistance, support and intervention by management. We encourage you to raise any concern
respecting violence or potential violence at or in your workplace with your supervisor or manager at
any time. In the event that you are not comfortable with raising the concern or issue with your
direct Manager or Supervisor, you are encouraged to seek assistance of any member of
management or Human Resources.
Complaint Process
In the event that informal attempts to resolve concems of violence or potential violence are
unsuccessful or you identify the concerns as more appropriately dealt with through a formal
complaint, an investigation shall be initiated in response to the receipt of a written formal complaint.
Guidelines for Dealina with Specific Types of Incidents
Guidelines for Dealing with a Verbally Abusive Telephone Call
The following are guidelines for dealing with verbally abusive telephone calls. Departmental
policies and procedures may provide additional specific information.
· Inform the caller that abusive language is not acceptable.
· Advise the caller that the conversation will be terminated if the abusive language
continues.
· Establish written documentation about the incident.
· Advise the Supervisor/Manager of the occurrence after the phone call has ended.
· If the same caller has made repeated similar calls, advise them that if it continues that the
Police may be notified.
Guidelines for Dealing with Telephone Threats
The following are guidelines for dealing with telephone threats. Departmental policies and
procedures may provide additional specific information.
· Obtain as much information from the caller as possible.
· Immediately document the conversation as accurately as possible.
· Immediately notify a Supervisor/Manager.
· Do not discuss the conversation with anyone other than Management
1/
County of Elgin
Section: 2
Human Resources Policy Manual
Subject: Violence in the Workplace
Policy
Policy Number:
Code - A
Date Approved:
Page 6 of 8
Date Last Revision:
Guidelines for Dealing with a Written Threat
The following are guidelines for dealing with a written threat. Departmental policies and
procedures may provide additional specific information.
· Do not throwaway any part of the written letters or envelopes.
· Handle the document(s) as little as possible.
· Place the document(s) in a folder or clear protective sleeve to help protect them.
· Advise the Supervisor/Manager of the occurrence.
· Do not discuss the contents of the written threat with anyone other than Management.
Supervisors/Managers on receiving reports of activities as listed above:
· Record the details of the incident.
· Assess the immediate danger and take the appropriate measures to safeguard
employees and facilities.
· Notify the Director of Human Resources immediately who will initiate the appropriate
investigations.
· The Director of Human Resources will notify the appropriate Police services where
necessary.
Guidelines for a Potential Volatile Situation:
A potentially volatile situation is defined as any verbal threat or gesture to do harm to people,
property, process or the environment. The verbal threat or gesture creates an intimidating,
offensive or hostile environment, and can include the display of uncontrolled behaviours as a
result of emotional upset, anger or mental confusion. In such cases, responsibilities are as
follows:
Employees:
· Establish a safe location and notify your Supervisor/Manager immediately.
· Do not aggravate or allow anyone else to aggravate the situation.
· If the person leaves the area, do not detain them. Follow the person safely while on the
County of Elgin's worksite. Inform your Supervisor/Manager or other department official
of the location of the person.
· Follow the direction of your Supervisor/Manager or his/her designate.
Supervisors/Managers:
· Appropriately and safely intervene when you become aware of a potentially volatile
situation.
· Assess the immediate danger and take the appropriate measures to safeguard persons
and the facility.
/-2.
County of Elgin
Section: 2
Human Resources Policy Manual
Subject: Violence in the Workplace
Policy
Policy Number:
Code - A
Date Approved:
Page 7 of 8
Date Last Revision:
· Document the threat.
· Notify the next higher level of authority as well as the Director of Human Resources. The
appropriate police services may be notified where necessary.
· If the offender is an employee, consider suspending the offender pending the outcome of
the investigation.
· In conjunction with the Director of Human Resources conduct an investigation. All parties
are to be interviewed and asked to provide written, signed statements.
· Hold a post incident review to ensure procedures were followed and to make
recommendations for improvements; recommend and/or provide appropriate medical
care and or assistance sought through the County's Employee Assistance Program
(EAP).
· Record all details of the incident and submit a thorough report to the Director of Human
Resources and the Chief Administrative Officer in a timely fashion.
Guidelines for a Violent Situation with Immediate Danger:
A violent situation with immediate danger is defined as a highly agitated individual displaying
loud and/or abusive verbal or aggressive physical behaviours; where harm or violent action to
people, property or the environment has already taken place; the presence of any type of
weapon or use of an object as aweapon or; where there is a threat by an individual to do
immediate harm to people, property or the environment.
Employees:
· Establish a safe location.
· Notify your Supervisor/Manager or other County of Elgin official immediately.
· Follow the direction of your Supervisor/Manager or other County of Elgin official.
Supervisors/Managers:
· Assess the immediate danger and appropriately and safely intervene when you become
aware of the violent situation with immediate danger.
· Notify the appropriate Police services of the situation where necessary.
· Coordinate efforts to stabilize the situation - take the appropriate measures to safeguard
persons and the facility.
· Document the occurrence details.
· Notify the next higher level of authority and the Director of Human Resources.
· Once the situation is under control, and if the offender is an employee, consider
suspending the offending employee pending the outcome of an investigation.
· In conjunction with the Director of Human Resources conduct an investigation. All parties
are to be interviewed and asked to provide written, signed statements.
/3
County of Elgin
Section: 2
Human Resources Policy Manual
Subject: Violence in the Workplace
Policy
Policy Number:
Code - A
Date Approved:
Page 8 of 8
Date Last Revision:
· Record all details of the incident and submit a thorough report to the Director of Human
Resources and the Chief Administrative Officer in a timely fashion.
Corrective Action:
Where violent or potentially violent conduct is substantiated, contrary to this policy, corrective
action will be taken. Such corrective action will include addressing any relevant issues in the work
environment, addressing the employee who has engaged in the violent behaviour or conduct
contrary to this policy. Corrective action may range from educating individuals on the
inappropriateness of their behaviour, to transfer, demotions, suspensions or termination.
Corrective action may necessitate the need for police services and/or intervention. Criminal
charges may be laid where the policy services deem it appropriate.
1'/
September 12,2006
DRAFT
Honourable Charles Strahl
Minister of Agriculture and Agri-Food and
Minister of the Canadian Wheat Board
Sir John Carling Building
930 Carling Avenue, 9th Floor
OTTAWA, Ontario
K1A OC5
Dear Minister:
Subject: The Decline of the Tobacco Industry
As you may be aware, the County of Elgin's economy has relied on the tobacco industry
for many years. The decline and eventual demise of our local tobacco industry will have a
dramatic negative effect on business and commerce in our area.
In a study released in October of 2002, KPMG estimated the Total Value Added (economic
impact), including indirect and induced, on the County's economy was $74 million. It was
also noted in the study that Elgin County is also the second largest grower of tobacco in
Ontario. This impact appreciates further when one considers that the County's population
approximates a mere 50,000 people.
Compounding this dilemma is the threat on agriculture which you are well aware of from
previous submissions. A time for action is upon us.
Mr. Minister, the Ontario Flue-Cured Tobacco Growers' Marketing Board has presented an
exit strategy, designed to help those directly impacted, to transition out of the business.
The strategy represents a comprehensive plan to minimize the impact of government plans
to eliminate the consumption of tobacco.
Swift and immediate attention to the crisis in tobacco is needed now and we urge you to take
action by reviewing the proposed strategy and implementing a solution. Our economy will
benefit greatly from alternative sources of production that would accompany such a solution.
../2
/h
Honourable Charles Strahl
Minister of Agriculture and Agri-Food and
Minister of the Canadian Wheat Board
-2-
September 12, 2006
To that end, our Committee is willing to meet with you at your convenience in Ottawa to
discuss this important issue further. By copy of this letter, we are requesting our Member
of Parliament, Mr. Joe Preston, to arrange said meeting with you as well as with the
Ontario Rural Caucus.
Thank you for your time and consideration of our urgent request.
Yours truly,
Paul Baldwin,
Warden.
cc Mr. Joe Preston, M.P., Elgin-Middlesex-London
Ontario Flue-Cured Marketing Board
Municipalities in the Tobacco Growing Catchment Area (15)
/1
REPORT TO COUNTY COUNCIL
From: Rhonda L. Roberts-Director of Senior Services - TL
Date: August 29,2006
Subject: Public Meeting - Asbestos Flooring Removal for Terrace Lodge
CORPORATE GOALS: To recognize and seize opportunities for improvement
INTRODUCTION:
The asbestos flooring in Terrace Lodge is scheduled to be removed beginning September
18, 2006.
DISCUSSION:
On Saturday September 16, 2006, a Public Meeting will be held at Terrace Lodge to review
the process used in the removal of the asbestos flooring.
Golders Associates Ltd., experts in the field of environmental testing, who will be
overseeing the flooring removal process, will be present to any questions.
A list of questions and answers has been prepared in advance of the meeting and has
been sent to resident/legal representatives of Terrace Lodge.
The meeting is open to all residents, family/legal representative and staff.
CONCLUSION:
The removal of the asbestos flooring will be carried out be an accredited asbestos removal
company. Golders Associates Ltd., are highly qualified to oversee the removal process to
further ensure that compliance and safety is maintained at all times. at all times.
RECOMMENDATION:
THAT this report be accepted and filed.
U;~h
Rhonda L. Roberts
Director of Senior Services, TL
. sion
Mark Mc
Chief Administrative Officer
/1
REPORT TO COUNTY COUNCIL
FROM: Meredith Goodwin, Construction Technologist
Sonia Beavers, Purchasing Co-Ordinator
DATE: September 8, 2006
SUBJECT: Tender Award - Replacement of Flooring - Terrace Lodge
Contract # 5920-06-01
CORPORATE GOALS:
To recognize and seize opportunities for improvement.
To nurture and support dignified long-term care.
To promote Elgin as "The Place to Live."
/
INTRODUCTION:
As part of the approved 2006 Capital Budget, and the County's Procurement Policy,
Tenders were issued for the Replacement of Flooring at Terrace Lodge. Three separate
Tenders were issued as follows: a) Asbestos Sheet Flooring Abatement, b) Supply &
Installation of Amtico Luxury 500 Flooring and Altro Safety Flooring, c) Supply and
Installation of Ceramic Tile Flooring. Sealed bids were received until Thursday,
September 7, 2006.
DISCUSSION I CONCLUSION:
a) Asbestos Sheet Flooring Abatement
Four companies submitted sealed bids for Asbestos Sheet Flooring Abatement for
Terrace Lodge and the results were as follows:
COMPANY
TENDER BID
exclusive of taxes
$ 69,300.00
$ 120,000.00
$ 158,975.00
$ 189,175.20
Asbestos Insulation Mtce AIM Gardiner Insulation
Amla Cor oration Inc.
Canadian Industrial S ecialist Ltd.
Restoration Environmental Contractors
Asbestos Insulation Mtce (AIM) Gardiner Insulation submitted the lowest bid for the
Asbestos Sheet Flooring Abatement at a total price of $69,300.00 (exclusive of taxes).
20
The scope of work includes the supply of all labour, equipment and materials required
for Asbestos Sheet Flooring Abatement at Terrace Lodge. This Tender forms one part
of the entire project. The project will also include a) Engineering Services, b) Supply
and Installation of Amtico Luxury 500 Flooring and Altro Safety Flooring, c) Supply and
Installation of Ceramic Tile Flooring.
b) Supply & Installation of Amtico Luxury 500 Flooring and Altro Safety Flooring
Two companies submitted sealed bids for the Supply & Installation of Amtico Luxury
500 Flooring and Altro Safety Flooring for Terrace Lodge and the results were as
follows:
COMPANY
Bernardo Grou
Don Manicom Floor Coverin
TENDER BID exclusive of taxes
$ 13,097.52
$ 17,883.04
Bernardo Group submitted the lowest bid for the Supply & Installation of Amtico Luxury
500 Flooring and Altro Safety Flooring for Terrace Lodge at a total price of $13,097.52
( excl usive of taxes).
The scope of work includes the supply of all labour, equipment and materials required
to supply and install Amtico Luxury 500 Flooring and Altro Safety Flooring at Terrace
Lodge. This Quotation forms one part of the entire project.
c) Suppy and Installation of Ceramic Tile Flooring
Two companies submitted sealed bids for the Supply & Installation of Ceramic Tile
Flooring for Terrace Lodge and the results were as follows:
COMPANY
Don Manicom Floor Coverin
Bernardo Grou
TENDER BID exclusive of taxes
$ 75,876.40
$ 97,974.84
Don Manicom Floor Covering submitted the lowest bid for the Supply & Installation of
Ceramic Tile Flooring for Terrace Lodge at a total price of $75,876.40 (exclusive of
taxes) .
The scope of work includes the supply of all labour, equipment and materials required
to supply and install Ceramic Tile Flooring at Terrace Lodge. This Quotation forms one
part of the entire project.
A total of $160,000 has been allocated to this project. The total project cost, including
Consulting Services, Asbestos Sheet Flooring Abatement, Supply and Installation of
Amtico Luxury 500 Flooring and Altro Safety Flooring, and the Supply and Installation of
;</
Ceramic Tile Flooring will be approximately $168,300 exclusive of taxes therefore a
shortfall of approximately * $8,300 exists.
Staff recommend that the additional funds required to complete the project be made
available from the Front Lobby 2006 Capital Budget. The total allocated budget for
Front Lobby at Terrace Lodge is $75,000. With Council's approval staff will therefore
allocate approximately * $8,300 from the Front Lobby budget to complete the
Replacement of Flooring at Terrace Lodge.
RECOMMENDATION:
THAT, Asbestos Insulation Mtce (AIM) Gardiner Insulation be selected to supply labour,
equipment and materials for the Asbestos Sheet Flooring Abatement at Terrace Lodge
at their submitted price of $69,300.00 exclusive of all taxes, and
THAT, Bernardo Group be selected to Supply and Install Amtico Luxury 500 Flooring
and Altro Safety Flooring at Terrace Lodge at their submitted price of $13,097.52
exclusive of all taxes, and
THAT, Don Manicom Floor Covering be selected to Supply and Install Ceramic Tile
Flooring at Terrace Lodge at their submitted price of $75,876.40 exclusive of all taxes,
and
THAT, the Warden and Chief Administrative Officer be authorized to enter into an
agreement with a) Asbestos Insulation Mtc (AIM) Gardiner Insulation for the Asbestos
Sheet Flooring Abatement b) Bernardo Group for Supplying and Installing Amtico
Luxury 500 Flooring and Altro Safety Flooring c) Don Manicom Floor Covering for
Supplying & Installing Ceramic Tile Flooring, and also
THAT, Council authorizes staff to allocate * $8,300( to be confirmed at Council) from
the 2006 Front Lobby Capital Budget to complete the Replacement of Flooring at
Terrace Lodge.
~tted......
Meredith Goodwin "
Construction Technologist
,.LJ~~t'AM1;
(Sonia Beavers
Purchasing Co-Ordinator
..:1:<
CORRESPONDENCE - SEPTEMBER 12. 2006
Items for Consideration
1) Kerry Costello, Acting Clerk, Town of Smiths Falls, with a resolution concerning the
Province's announcement of the cancellation of property re-assessment for the years
2006 and 2007. (ATTACHED)
2) Mayor Ralph Kreutzwiser, Municipality of South Bruce, with a resolution concerning
the "Fair Funding for Small Communities of Ontario" group, and he impact the current
Federal/Provincial infrastructure programs have on small communities. (ATTACHED)
3) Carolyn Downs, City Clerk, City of Kingston, requesting support of their resolution:
1) concerning the sale of large quantities of alcoholic beverages to persons other
than those licensed to dispense alcohol; 2) to permit changes to the Municipal Act to
permit licensing of multi-tenant housing. (ATTACHED)
4) Brenda J. Hamilton, Township Clerk, Loyalist Township, with a resolution requesting
the province to pass a regulation placing a moratorium on the burning of waste
derived fuel in all cement kilns until an environmental assessment has been
completed. (ATTACHED)
5) AMO Member Communication, "Province Commits to Bill 43 Implementation
Funding"; 2) AMO Member Communication ALERT, AMO's Submission to Standing
Committee on Bill 43.
S~umal!
Mr. Pat Vanini, Executive Director
Association of Municipalities of Ontario
393 University Avenue, Suite 1701
Toronto, Ontario M5G 1 E6
July 18, 2006
Dear Mr. Vanini:
At their meeting of July 1 th. 2006 Council of the Corporation of the Town of Smiths Falls passed
the following resolution that we would like circulated to all municipalities requesting their support
on this important issue:
WHEREAS the Province previously cancelled the re-assessment of properties that affected
the 2005 municipal taxes;
AND WHEREAS this resulted in a doubling up of the inflationary factor as it applied to the
. assessments that determined the 2006 municipal taxes;
AND WHEREAS the Province has recently announced the cancellation of properly re-
assessments for the years 2006 and 2007 which affects the taxation years 2007 and 2008;
AND WHEREAS the stated reason for the cancellation is to give the Municipal Properly
Assessment COrporation time to implement the Provincial Ombudsman's report;
AND WHEREAS neither the Ombudsman's report nor Provincial announcements on the
subject have indicated that there will be any changes to the Market Value System as a
who/e;
AND WHEREAS if no changes are made to the basic Market Value System then the
assessments that affect the 2009 Municipal Taxes will reflect a tripling of the inflationary
factor.
THEREFORE BE IT RESOL VED that the Council of the Town of Smiths Falls requests that
the Association of Municipalities of Ontario take the position that the Province either commit
to a thorough review of the whole Market Value Assessment system during this
cancellation period or that in the best long-term interests of the taxpayers of Ontario the re-
assessments for 2006 and 2007 take place as originally planned so ratepayers will not
have to contend with three years worth of inflation all at once in 2009;
AND FURTHER THAT this Resolution be forwarded to the. Premier of the Province of
Ontario, the Minister of Finance, the Minister of Municipal Affairs and Housing, MPP Norm
Sterling, and the Association of Municipalities of Ontario. (Resolution # 2006-07-179)
Council would also like to know why municipalities have not been consulted by AMO, MPAC or
the Province on the Ombudsman's Report and more importantly why municipalities were not
consulted on the cancellation of the re-assessments for 2006 and 2007. If you require further
infonnation please do not hesitate to contact me.
cc: Premier of the Province of Ontario
Minister of Finance
Minister of Municipal Affairs and Housing
MPP Nann Sterling
Box 695, 77 Beckwith St. N., Smiths Falls, Ontario K7 A 4T6
Phone: 613-283-4124 Fax: 613-283-4764 Website at www.smithsfalls.ca
!!I rtf~ @fR/B3
MUNICIPAL OFFICE
P.O. Box 540, 21 Gordon Street East NOG 2S0
Phone (519)392-6623 Fax (519) 392-6266
Email: msture@town.southbruce.on.ca
July 10, 2006
To Mayor and Council:
Re: "Fair Fundin!! for Small Communities of Ontario"
On June 9, 2005 Mayors, Councillors and senior staff from several municipalities met to discuss funding shortfalls
and deficiencies in the current Federal and Provincial infrastructure funding programs. The group met again on June
23,2006 to further the discussion and to start the development of priorities and action plans.
To reflect the emphasis on funding needs for small communities within larger municipal boundaries, the group
adopted the name "Fair Funding for Small Communities of Ontario". The purpose of this group is to make the upper
tier level of government aware that their current programs do not address the infrastructure needs of small centres
particularly when they use dollars per household as a criterion for handing out money. A small sub-committee of
"Fair Funding for Small Communities of Ontario" was established to lead the communication and contact with other
parties. The chair of the sub-committee is Ralph Kreutzwiser, Mayor of the Municipality of South Bruce. A list of
the sub-committee members with their contact information is attached.
From the June 23rd meeting a set of priorities was established. The Municipality of South Bruce will pass a
resolution in support of the actions of the Fair Funding for Small Communities of Ontario. It is hoped that all
municipal governments will support Fair Funding for Small Communities through adoption of the attached
resolution.
Please contact the sub-committee members for further information.
Yours truly,
Ralph Kreutzwiser
Mayor
Fair Funding for Small Communities of Ontario
Four Priorities
1. Long Term Sustainable Infrastructure Funding
a. Convince all levels of government that small communities need long term
sustainable funding for infrastructure, particularly items affecting the health
and safety of communities.
b. COMRIF Funding - Currently one fund available for three different areas;
o Water & Sewer Infrastructure
o Transportation Infrastructure (Roads & Bridges)
o Recreational Facilities (proposed)
Recommend that funding for each of these areas be separated.
c. Long term sustainable funding is required. COMRIF program is limited to 3
years and failed to address the long term needs for infrastructure capital.
Request annual funding program from Province.
2. Eliminate competition for funds
a. Request that water and sewer projects be a top priority due to stringent and
ever-changing regulations.
3. Recognize RURAL Ontario Communities - not 250,000 population jurisdictional
centres
a. Request that Province provide funding on the basis of need, rather than
population based funding formulas. Suggested alternative funding formulas
for small rural communities;
b. Special funding for communities with less than 10,000 residents, such
communities may be within larger municipalities.
c. Special funding for communities with less than 150 persons per square km.
d. Special funding for non-routine installation of linear services. i.e., where
installation involves blasting through rock, etc.
4. Differentiate between new systems and existing projects (upgrades)
a. Convince senior levels of government that water and sewer systems should be
self-financing for operations only. Funding is required for capital installations
and upgrades, especially where mandated by other levels of Government and
agencies.
b. Special funding for new systems
WHEREAS the infrastructure funding available through the COMRIF program has been
insufficient to meet the needs in Ontario; and,
WHEREAS the population cap within COMRIF of250,000 persons includes three of the
largest twenty-two municipalities in Canada and does not reflect rural communities in
Ontario, and;
WHEREAS rural communities should reflect rural values and contain less than 10,000
population or 150 persons per square kilometre; and,
WHEREAS rural communities cannot afford one-third contribution let alone the entire cost
of large scale water and waste water infrastructure projects; and,
WHEREAS funding of infrastructure projects used to be based on a municipality's ability to
pay and their population; and
WHEREAS the advocacy group "Fair Funding for Small Communities of Ontario" is
comprised of concerned municipalities representing small communities in Ontario; and,
WHEREAS the aim of this group is to secure sustainable long term funding for water and
waste-water infrastructure projects in small communities across Ontario; and
WHEREAS this group recognizes that a rural municipality may have several communities
within its corporate boundaries; and,
WHEREAS Provincially mandated amalgamations consolidated smaller communities into
municipalities with a substantial population;
THEREFORE, the Corporation of the Municipality of South Bruce supports the efforts ofthe
advocacy group "Fair Funding for Small Communities in Ontario" in their work to secure
sustainable long term infrastructure funding for water and waste water projects in small
communities, and humbly petitions both the Provincial and Federal governments to create
special funding in perpetuity to recognize this shortfall.
www.cityofkingstcin.ca
City of Kingston
216 Ontario Street
Kingston, Ontario
Canada K7L 2Z3
where history and innovation thrive
2007-07-19
TO: All Ontario municipalities with populations greater than 50,000
[H~ '"
"" lJ: ::,'" i:,
Dear Sirs:
RE: Liquor Licence Act Regulations
At the regular meeting of Kingston City Council held on Tuesday, July 18, 2006, the following
resolution, being Clause 3, Report No. 87, was approved:
3. THA T Council take the appropriate steps to petition the Provincial Government for changes to the regulations under the
Liquor License Act to curb the sale of large quantities of alcoholic beverages ego beer kegs, to persons other than those
licensed to dispense alcohol;
and-further -
THAT staff be directed to distribute this resolution to municipalities in Ontario with a population of more than 50,000 with
a request that they pass a similar motion.
CARRIED
Yours truly,
/~O~~~
. Carolyn Downs
City Clerk
/dkm
cc Councillor F. Patterson
S. Rideout, Committee Clerk
Clerk's Department
Corporate Services
Phone: (613) 546-4291 ext. 1247 Fax: (613) 546-5232 cdowns@cityofkingston.ca
www.cityofkingston.ca
City of Kingston
216 Ontario Street.
Kingston, Ontario
Can<}da K7L2Z3
where history and innovation thrive
2007-07-19
TO: All Ontario municipalities with populations greater than 50,000
Dear Sirs:
@It;'it))~U~rf(::~
~16n. ~v~~
RE: Licensing of Multi-Tenant Housing
At the regular meeting of Kingston City Council held on Tuesday, July 18, 2006, the following
resolution, being Clause'2, Report No. 87, was approved:
2. THA T Council take the appropriate steps to petition the Provincial Government for changes to the Municipal Act to permit
licensing of multi-tenant housing; .
and further-
THA T staff be directed to distribute this resolution to municipalities in Ontario with a population of more than 50,000 with
a request that they pass a similar motion.
CARRIED
Yours truly,
~a)l_--<!.A_~ O~~..
/ Carolyn Downs
City Clerk
/dkm
cc Councillor F. Patterson
S. Rideout, Committee Clerk
Clerk's Department
Corporate Services
Phone: (613) 546-4291 ext. 1247 Fax: (613) 546-5232 cdowns@cityofkingston.ca
~
I ~1__1I
P.O. Box 70, 263 Main Street
Odessa, Ontario
KOH 2HO
Tel: 613-386-7351
Fax: 613-386-3833
e-mail: bhamilton@loyalist-township.on.ca
www.loyalist-township.on.ca
August 16, 2006
To All Municipalities in the Province of Ontario:
Please be advised that the Council for The Corporation of Loyalist Township, at its meeting of
August 8, 2006, adopted the following resolution:
WHEREAS Loyalist Township considers environmental protection paramount;
AND WHEREAS there is great public concern over the use of waste derived fuel in cement
kilns;
AND WHEREAS Loyalist Township supports a level playing field across the Province in
assessing applications for using waste derived fuel in cement kilns;
NOW THEREFORE BE IT RESOLVED that the Council of The Corporation of Loyalist
Township requests the Province of Ontario to pass a regulation placing a moratorium on the
burning of waste derived fuel in all cement kilns until such time that a full environmental
assessment as to suitability of using waste derived fuel in cement kilns has been completed; and,
if the Province rejects the moratorium on burning of waste derived fuel in cement kilns, then the
application of Lafarge North America, Cement Division, Bath plant shall be assessed under the
provisions of the Environmental Protection Act, with a public hearing;
AND FURTHER that a copy of this resolution be forwarded to all municipalities in the Province
of Ontario, Premier Dalton McGuinty, Leona Dombrowsky, MPP Hastings, Frontenac Lennox &
Addington and Laurel C. Broten, Minister of Environment
Loyalist Township respectfully requests that all Ontario municipalities support this resolution.
IF YOUR MUNICIPALITY ENDORSES THIS RESOLUTION PLEASE FORWARD
YOUR LETTERS DIRECTLY TO THE HONOURABLE DALTON MCGUINTY,
PREMIER OF ONTARIO, THE HONOURABLE LAUREL C. BROTEN, MINISTER OF
ENVIRONMENT AND YOUR LOCAL MPP.
Sincerely,
Brenda J. Hamilton, CMO
Township Clerk
393 University Ave, Suite 1701
Toronto, ON M5G 1E6
Tel.: (416) 971-98561 Fax: (416) 971-6191
E-mail: amo@amo.on.ca
Association of Municipalities of Ontario
MEMBER COMMUNICATION
ALERT NO: 06-049
To the attention of the Clerk and Council
September 7, 2006
FOR MORE INFORMATION CONTACT:
Milena Avramovic, AMO Senior Policy Advisor
(416) 971-9856 ext 342
Province Commits to Bill 43 Implementation Funding
Issue:
In an announcement yesterday, Environment Minister Laurel Broten committed to
establishing a $7 million Bill 43 implementation fund for 2007/08 and to further sustainable
funding once implementation costs are better understood.
Background:
Bill 43, the Clean Water Act, is the Government's proposed source water protection
legislation. The legislation is currently being considered by the Legislature's Standing
Committee on Social Policy. Yesterday's announcement included a variety of proposed
Government amendments to the Bill.
AMO has been advocating for extensive amendments to Bill 43, including an amendment to
provide a stable source of implementation funding for source water protection.
The announcement provides $5 million to support early action to protect land and water
surrounding water wells and close to municipal water intakes, and $2 million to support local
education and outreach related to source protection planning.
More importantly, the announcement included the following statement by the Minister: "This
initial funding is only the first stage of our commitment to rural Ontario. As communities
complete their source protection plans, we'll know better what the costs of implementation
are and how to effectively direct sustainable future funding to address that."
AMO President Doug Reycraft met with Minister Broten last week to discuss Bill 43
implementation issues and other.matters, including AMO's advocacy for Extended Producer
Responsibility and AMO's proposal that the LCBO implement a deposit return system.
Please see the Ministry of the Environment announcement for further information on the
funding and for other amendments to Bill 43 proposed by the Government.
Action:
AMO will review the proposed amendments in detail and will work with the Government of
Ontario in an effort to ensure that Bill 43 implementation funding is provided in a way that
meets the needs of Ontario's municipalities.
This information is available in the Policy Issues section of the AMO website at www.amo.on.ca.
1-1
Association of
Municipalities of Ontario
.
/9
393 University Ave, Suite 1701
Toronto, ON M5G 1 E6
Tel.: (416) 971-98561 Fax: (416) 971-6191
E-mail: amo@amo.on.ca
Association of Municipalities of Ontario
MEMBER COMMUNICATION
ALERT NO: 06-046
To the attention of the Clerk and Council
August 21, 2006
FOR MORE INFORMATION CONTACT:
Brian Rosborough, Director of Policy
(416) 971-9856 ex! 318
AMO's Submission to Standing Committee on Bill 43
Issue: AMO President Doug Reycraft presented AMO's submission on Bill 43 today to the
Standing Committee on Social Policy. AMO expressed concern about the proposed
Clean Water Act, noting that municipalities have not been heard on three issues
fundamental to municipal government: municipal role, extensive new liabilities and
lack of stable funding.
Background:
The Government gave first reading to Bill 43, the Clean Water Act on December 5, 2005.
AMO has participated in the government convened Advisory and Implementation
Committees, and has responded to the two reports produced by these committees. This
legislation responds to recommendations in Part Two of the Walkerton Inquiry Report,
which directed that sources of drinking water be protected.
The proposed legislation establishes conservation authorities and source water
committees to prepare source water plans. Municipalities will be given extensive new
responsibilities to implement the plans once approved by the Minister of the Environment.
AMO's submission to the Standing Committee focused on the following three areas:
lack of Stable Funding
According to the proposed legislation, municipalities will bear the burden of updating
and defending Municipal Official Plans, addressing impacts to existing municipal
services and programs such as waste treatment plants, and providing for the costs
of the permit official and inspectors including all associated responsibilities and
liability issues. To date, the Province has not addressed the issue of a funding
source for these new responsibilities.
II Liability
The new role of enforcing provisions of the Source Water Plans carries an
inordinate amount of liability. The majority of municipalities do not have the capacity
in either expertise or funding to take this role.
No municipality should be burdened by the liability.
1-2
Association of
Municipalities of Ontario
Member Communication
III Roles and Responsibilities
Municipalities have had ongoing concerns with our limited role of a commenting
body during the preparation, submission and approval of all aspects leading up to
and including the Source Water Plan. This limited commenting role is a serious
disconnect, which needs to be corrected in the legislation.
AMO understood that municipalities will be the lead in the preparation and decision
making around wellhead protection and intake zones. The legislation does not
currently reflect this.
Action:
For your Information.
The presentation can be viewed on the AMO website.
This information is available in the Policy Issues section of the AMO website at www.amo.on.ca.
2-2
Association of
Municipalities of Ontario
CORRESPONDENCE - SEPTEMBER 12, 2006
Items for Information (Consent Aaenda)
1) Marie Hubbard, Chair, Ontario Municipal Board, Board of Negotiation, advising that
the 2004-2005 Annual Report has been released and is available on the Board's
website. (ATTACHED)
2) South West CCAC Area Newsletter "Partnering for Success" (ATTACHED)
3) Premier Dalton McGuinty, acknowledging Council's resolution concerning: 1) the
physician shortage; 2) the proposed Clean Water Act.
4) Hon. Steve Peters, M.P.P., Elgin-Middlesex-London, with copy of correspondence to
the: 1) Hon. George Smitherman, Minister of Health and Long-Term Care,
concerning Council's support of the Elgin St. Thomas Health Unit's position on the
final report of the Capacity Review Committee (ATTACHED); 2) Hon. Sandra
Pupatello, Minister of Education, acknowledging Council's position concerning the
consultant's recommendation in the C.N. Watson report to close Port Burwell Public
School.
5) Hon. Diane Finley, Minister of Human Resources and Social Development,
acknowledging Council's resolution concerning the federal and provincial
governments commitment to preserve the national child care program. (ATTACHED)
6) Virginia M. West, Deputy Minister of Labour, Ontario Ministry of Labour,
acknowledging Council's correspondence concerning paramedics and the
Employment Standards Act, 2000. (ATTACHED)
7) Hon. John Gerretsen, Minister of Municipal Affairs and Housing, with a memo
regarding the "A Strong Ontario for a Strong Canada" summit held on June 21,2006
and dialogue on Ontario's position on the fiscal imbalance. (ATTACHED)
8) Thank you note from Linda McCann. (ATTACHED)
9) P. Monteith, Executive Correspondence Officer, Office of the Prime Minister,
acknowledging Council's support of the Town of Caledon's resolution concerning
long-term funding for Ontario farmers. (ATTACHED)
10) B.A. Archibald, Deputy Minister, Ministry of Agriculture, Food and Rural Affairs, with a
copy of the 2006 Ontario's Rural Plan Update, "Strong Rural Communities: Working
Together for Success... and Achieving It" . (Available Upon Request)
11) Lynn Graham, Manager of Community Support, Elgin County, VON Middlesex-Elgin
Branch, thanking the County for supplying food for the VON Great Community Walk
in August. (ATTACHED)
12) Dr. Sheela V. Basrur, Chief Medical Officer of Health and Assistant Deputy Minister,
Ministry of Health and Long-Term Care, acknowledging County Council's
recommendation concerning the Final Report of the Capacity Review Committee.
13) Cindy Bezaire, Administrative Clerk, City of S1. Thomas, advising that City Council
adopted the report "2006 Visioning Exercise - Moving Forward".
14) Hon. Steve Peters, Minister of Labour, acknowledging Council's support of the
Regional Municipality of York's resolution concerning removal of barriers to
assessment of experienced internationally trained physicians. (ATTACHED)
15) Allison J. Stuart, Director, Emergency Management Unit, Ministry of Health and Long-
Term Care, acknowledging County Council's recommendation of support for the use
of antiviral stockpiles for treatment and prophylaxis during a pandemic. (ATTACHED)
16) Joe Preston, M.P., Elgin-Middlesex-London, with a letter supporting the County of
Elgin's COMRIF Round Three application. (ATTACHED)
Ontario
Municipal
Board
655 Bay St Suite 1500
Toronto, ON M5G 1 E5
Tel (416) 326-6800
Fax (416) 326-5370
www.omb.Qov.on.ca
Commission des
affaires municipales
de l'Ontario
655 rue Bay Bureau 1500
Toronto, ON M5G 1 E5
Tel (416) 326-6800
Fax (416) 326-5370
www.omb.Qov.on.ca
Ontario
Monday, July 10, 2006
( .:~ r,rt1!1lC
j U L c.-. ~ wuu
Dear Municipal Clerk,
Please be advised that the Ontario Municipal Board and Board of Negotiation's
2004-2005 Annual Report has been released.
I encourage you to visit the Board's website www.omb.qov.on.ca to review the
report. The report is available on the website in two different formats and
electronic copies can be downloaded.
Hard copies can be ordered through Publications Ontario by calling (416)
326-5300 or online at www.publications.qov.on.ca.
Sincerely,
Marie Hubbard
Chair
Ontario Municipal Board
Board of Negotiation
The Countdown has Begun
A Message from the South West ED Council.
It is less than six months until New Year's
Day 2007 - the date by which all staff,
assets and facilities will be transferred
from the 42 existing CCACs to the 14 new
organizations. That's not long to accomplish
all that must be done. As our partners in
care, you're very important to making this
transition smooth and seamless for our
clients. As always, we're counting on you
to help us achieve our goals!
At the recent OACCAC conference, George
Smitherman, Ontario's Minister of Health,
brought a positive message about changes
occurring in Ontario's health care system
and how they will affect CCACs. "CCACs
are at the centre of a huge opportunity," he
said. "As LHINs do their jobs well and put
patients at the centre of care, they will not
have to look very far to find key partners,
.
l1> 1(... one of the things that
l1>
: must sing out is harnessing
l1>
" the capacity and knowledge
"
: of all of you involved in
: delivering care... 11
.
ready and waiting, already aligned and job-
ready." The minister paid tribute to the
CCACs' achievements in helping to reduce
hospital stays, assist with the management
of illness, and provide end of life care at
home, calling these advances "fantastic,
discernible progress - milestones that we
all can celebrate." He indicated that the
Ministry is working on a strategic plan that
will reflect the needs and wants of Ontarians
and give CCACs an enhanced role in health
care. "When that strategic plan comes to
life, one of the things that must sing out is
harnessing the capacity and knowledge of
all of you involved in delivering care in home
environments. If we fail to do that, we will
have failed to address one of the biggest
opportunities before us."
Other speakers at the same conference
picked up on the Minister's comments,
noting that the changes to CCACs are not
simply designed to reshape boundaries to fit
within LHIN geographical regions, but also
to create a platform for further system
change. "We know," said one speaker, "the
great ability CCACs have as system naviga-
tors, connecting patients and clients from
primary to acute to long-term care. They
help people navigate through the whole sys-
tem from one end to the other, through the
whole life cycle. No other organizations link
to every aspect of the health care system."
As we go through the next few months, there
will naturally be many concerns for care
providers. At this point, no-one can predict
exactly what the future will bring, but it's
worth remembering that alignment will
enhance the CCACs' role in the health care
continuum, giving us a greater breadth of
responsibility and new opportunities to
contribute to the wellbeing of our clients.
We're grateful for the support we've received
from you, our partners in care, for many
years, and look forward to working closely
with you through the transition and beyond.
WELCOME
to the second edition
of Partnering for
Success, created for
care providers and
other health care
partners of the six
Community Care
Access Centres with-
in the boundaries of
the South West
LHIN. In ourfirst edi-
tion, we talked about
what will change and
what will stay the
same as we come
together to form the
South West CCAC,
and brought you up
to date on recent
happenings. In this
issue, we provide
further updates and
introduce you to the
South West CCAC's
hardworking Local
Steering Committee.
If you'd like more
information, have
a specific question,
or have comments
about anything your
read here, please
e-mail your local
CCAC.
A Newsletter for providers and other partners in the South West CCAC Area
Introducing the
South West
Local Steering
Committee
IIWe're a team working to bring the
Ministry's objectives to fruition, and
it's a work in progress.1I
That's how Glen Elliot, a member
of the South West Local Steering
Committee (LSC) explains the
Committee's role.
The South West LSC is made up of
representatives of the six existing
CCAC Boards in the South West. It
and 13 other LSCs were launched in
Toronto in late March, in part to
ensure that Executive Directors and
other Board members were able to
maintain their focus on delivering
exceptional client service. The LSCs,
which are expected to be in place for
six months, are charged with planning
the alignment process and ensuring
due diligence during the transition.
IILocal people want to know what's
happening as it affects them in their
own communities,lI says Don Shelton.
IIOur biggest challenge is to ease the
concerns of people in the furthest
reaches of the South West.1I Bonnie
Monteith, another South West LSC
member, says it's also important to
put a distinctive South West stamp
on the look of the new organization.
IIWe're bringing our own recognition
of the issues - taking what the
provincial planning committees are
providing and making it our own to
address our community needs." LSC
member Deborah Fitzsimmons notes
that the South West must address
issues in meeting both rural and
urban needs. IIWe're aware that
I to r: Don Shelton, Bonnie Monteith, Roger Bryon,
Glen Elliott (TV), Evelyn Harris-William, Pot Kirkby and
Deborah Fitzsimmons
certain services are available in
some locations but not in others.
We must think about how we're
going to address that, and ensure
equity of access for all people./I
Evelyn Harris-Williams adds, "I'm
really excited about this process, we
have come with individual perspec-
tives and we're blending those
together into the unified form we
want to become."
Roger Byran, from KPMG serves as
facilitator for the South West LSC,
helping the group work together
effectively. Jennifer ReddingNiles,
from KPMG serves as transition
manager. Roger says the LSC has
put forward twelve names to the
Ministry as nominees for the new
Board, and the final decision will be
made by Cabinet. Although London
has been chosen as the CCAC head
office location, the LSC has now also
recommended the office site in
London. The LSC has also played a
key role in the executive director
recruitment process, and will soon
be providing input to the Ministry's
organizational design principles.
Pat Kirby is another member of the
South West LSC. She is optimistic
about what can be accomplished
when the six existing CCACs come
together. "I think the potential for the
South West CCAC is infinite/' she
says. IIWe can do great things./I
July 2006
Next Steps
Moving Toward Alignment
This summer's activities include:
· Completion of South West ED inter-
view process and appointment of
ED by Cabinet in August/September
· Completion of nominations for
South West CCAC Board of
Directors by Cabinet in
August/September
· Confirmation of head office location
within the City of London by the
Minister
· Local input on principles for
organizational design
· Development of Proposal Reports
(Reports to Minister with recommen-
dations about the reorganization
of CCACs, transfer of assets, etc.)
· Client Services tool kit and commu-
nication planning for Day One
Doing the Two-step
At the OACCAC conference in June,
Margaret Mottershead, CCAC
Alignment project manager, told
delegates about a plan for a
transition period with two steps.
Here's how it would work:
· In Step One, which will occur early
this fall, a IIshell" corporation for
the South West CCAC will be
created. This will allow the appoint-
ment of the ED and Board of
Directors, who can begin to get the
new organization ready to operate.
Meanwhile, the existing six CCACs
will continue to operate on a daily
basis until December 31.
· Step Two will occur as of January 1,
2007. That's when all staff, assets
and liabilities will transfer to the 14
new corporations.
What does this mean? More time for
us all to get used to the alignment
changes, and minimal disruption of
service to our clients.
The Premier
of Ontario
Le Premier ministre
de l'Ontario
Edifice de l'Assemblee legislative
Queen's Park
Toronto (Ontario)
M7A 1A1
Nj
"Il_~
Ontario
Legislative Building
Queen's Park
Toronto, Ontario
M7 A 1 A 1
July 17, 2006
JUt 2 1
Mrs. SJ. Heffren
Manager of Administrative Services
County of Elgin
450 Sunset Drive
St. Thomas, Ontario
N5R 5V1
Dear Mrs. Heffren:
Thank you for your letter providing me with a copy of council's resolution regarding
physician shortage. I appreciate your keeping me informed of council's activities.
I note that you have sent a copy of council's resolution to my colleague the Honourable
George Smitherman, Minister of Health and Long-Term Care. I trust that the minister will
also take council's views into consideration.
Thank you again for the information.
Yours truly,
((2Jt~
Dalton McGuinty
Premier
c: The Honourable George Smitherman
@
The Premier
of Ontario
Le Premier ministre
de l'Ontario
N]
...-,.
Ontario
Legislative Building
Queen's Park
Toronto, Ontario
M7 A 1 A 1
Edifice de l'Assemblee legislative
Queen's Park
Toronto (Ontario)
M7 A 1 A 1
July 31, 2006
AUf'f:'.l .,,, i\ ?~II'\I::
","",' ,,{ c::..,'<o-.\iJU
Mrs. Sandra J. Heffren
Manager of Administrative Services
County of Elgin
450 Sunset Drive
St. Thomas, Ontario
N5R 5V1
Dear Mrs. Heffren:
Thank you for your letter providing me with a copy of council's resolution regarding the
proposed Clean Water Act. I appreciate your keeping me informed of council's activities.
As this issue falls under the jurisdiction of the Honourable Laurel Broten, Minister of the
Environment, 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,
~qjf~
Dalton McGuinty
Premier
c: The Honourable Laurel Broten
@
lij
.........
Ontario
Steve Peters, M.P.P.
Elgin - Middlesex - London
"",:,.':0- n
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SERVICES
July 21, 2006
Honourable George Smitherman
Minister of Health & Long-Term Care
Hepburn Block, 10th Floor
80 Grosvenor Street
Toronto, ON M7 A 2C4
Dear Minister:
Please find enclosed a resolution from the County of Elgin that supports a position of the
Elgin-St. Thomas Health Unit on the final report of the Capacity Review Committee in
regards to proposed health unit amalgamations across the province.
As you will read in a letter addressed to your Assistant Deputy Minister Dr. Sheela
Basrur from Elgin-St. Thomas Health Unit officials (also enclosed), many municipal
officials and other stakeholders of the St. Thomas-based health unit are concerned about
the proposed merger of the Middlesex-London Health Unit with the health units serving
St. Thomas-Elgin and Oxford County.
Minister, I would appreciate your reviewing this matter and responding directly to the
County of Elgin and the Elgin-St. Thomas Health Unit officials. As always, thank you in
advance for your time and consideration.
Sincerely,
~\k
Steve Peters, M.P.P.
Elgin-Middlesex-London
542 Talbot Stl"eet, St. Thomas, ON N5P IC4
T - (519) ().3 1-0666 Tolllree - 1-800-265-76.38 F - (519) 631-9478 TTY - (519) 631-9904 E - speters.mpp.co@liberal.ola.org
\V\VW.stevepeters.com
:uM
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......,.
Ontario
Steve Peters, M.P.P.
Elgin - Middlesex - London
AUG ~ 6
August 11, 2006
Honourable Sandra Pupatello
Minister of Education
22nd Floor, Mowat Block
900 Bay Street
Toronto, ON M7A lL2
Dear Minister:
Please find enclosed municipal resolutions and a petition that call upon your ministry and
the Thames Valley District School Board to disregard a recommendation to close Port
Burwell Public School contained within an accommodation report by consultant C.N.
Watson.
Minister, I would appreciate your reviewing this matter and responding directly to the
municipalities. As always, thank you in advance for your time and consideration.
Sincerely,
~~
Steve Peters, M.P.P.
Elgin- Middlesex-London
Cc: Municipality of Bayham
County of Elgin
542 Talbot Street, St. Thomas, ON N5P I C4
T - (51'l) 6,)]-0666 Toll free - 1-800-265-7638 F - (519) 631-9478 TTY - (519) 631-9904 E - speters.mpp.co@liberal.o]a.org
"\VWW.stevepeters.com
Minister
of Human Resources and
Social Development
Ministre
des Ressources humaines et du
Developpement social
Ottawa, Canada K1A OJ9
Mrs. Sandra J. Heffi-en
Deputy Clerk and Chief Administrative Officer
County of Elgin
450 Sunset Drive
St. Thomas, Ontario
N5R 5Vl
F~b'lt 2 5 2006
JUL 2 8 2006
Dear Mrs. Heffren:
Thank you for your letter concerning child care policy for Canadian families. Please
accept my apologies for the delay in replying_
The Government of Canada recognizes that families are the building blocks of a society
and that child care is a priority for Canadian families. Weare committed to providing
parents with resources to help balance work and family life, and letting them choose what
is best for their children. Budget 2006 set out the two main elements of Canada's
Universal Child Care Plan. The aim of our plan is to support all parents of young
children, whether they work in the paid labour force or stay at home with their children,
or live in a small town, rural community or large urban area. I am pleased to take this
opportunity to provide you with information on Canada's Universal Child Care Plan, and
to invite you to visit www.universa1childcare.ca. to explore the plan in more detail.
The Universal Child Care Benefit came into effect on July 1, 2006. It provides $100 per
month for each child under six, taxable in the hands of the spouse with the lower income.
All families with young children benefit, regardless of income or the type of child care
they choose. The benefit puts choice for child care where it belongs-in the hands of
parents-and allows them to choose the option that best suits their family's needs. This
new benefit provides Canadian families with direct financial assistance in addition to the
Canada Child Tax Benefit, National Child Benefit Supplement and Child Care Expense
Deduction.
The Government will also help Canadian parents to better balance child care and work
responsibilities. The budget allocates $250 million per year, beginning in 2007-2008, to
support the creation of up to 25,000 new child care spaces each year. In the coming
months, I will consult with parents, employers, community and non-profit organizations,
.. ./2
Canada
- 2 -
and the provinces and territories on the Child Care Spaces Initiative. The key to this
initiative's success will be to ensure flexibility in its design, so that new spaces meet the
needs of all families, regardless of where they live or their hours of work. New spaces
could include workplace-based child care centres in big cities, as well as more flexible
spaces that work for families in small towns and rural areas, or for parents who work non-
traditional hours, outside the standard nine-to-five working day.
Canada's Universal Child Care Plan represents a new approach to child care that respects
the role of parents in determining how best to care for their children and recognizes the
responsibility of provincial and territorial governments for delivering child care services.
That is why we are phasing out the 2005 agreements on early learning and child care that
were signed with three provinces. As a transitional measure, we are providing funding to
all provinces and territories for the 2006-2007 fiscal year, ending March 31, 2007, at the
level set out in the 2005 budget: a total of $650 million dollars is allocated to all
provincial and territorial governments, on an equal per capita basis. This is in addition to
amounts that we transfer to the provinces and territories for early childhood development,
including child care ($500 million in 2006-2007), and early learning and child care ($300
million in 2006-2007).
Thank you for sharing your views. I appreciate having had the opportunity to share
details of Canada's Universal Child Care Plan.
Yours sincerely,
The Hon. Diane Finley, P.C.,M.P.
L
ii""J
[t'~
~
Ontario
Ontario
Ministry of
Labour
Ministere
du Travail
de l'Ontario
AUG =. 1
Or ELGIN
SERVICES
Office of the Bureau du
Deputy Minister sous-ministre
JUl 2 8 2006
400 University Ave.
14th Floor
Toronto ON M7 A 1 T7
Tel: 416326-7600
Fax: 416326-0507
400, avenue University
14' etage
Toronto ON M7A 1T7
Tel. : 416326-7600
T elec. : 416 326-0507
Mrs. Sandra J. Heffren
Manager, Administrative Services
The Corporation of the County of Elgin
450 Sunset Drive
St. Thomas, Ontario
N5R 5V1
Dear Mrs. Heffren:
Your correspondence addressed to the Honourable Steve Peters, Minister of Labour, regarding
paramedics and the Employment Standards Act, 2000 has been referred to me for response.
A well functioning ambulance service is very important to the government. As you may be aware, the
Ministry of Labour has met with many interested parties, including the Association of Municipalities of
Ontario, the Association of Municipal Emergency Medical Services of Ontario, and key unions
representing paramedics. A thorough discussion with stakeholders on how best to address this issue
has been taking place over a period of many months.
Since ambulance services vary across the province, stakeholders have stated that a one-size-fits-all
approach would not address the operational challenges they face. A proposed solution was
discussed with many stakeholders during a teleconference on July 12, 2006. The proposal seeks to
protect employee rights, and also offers employers the flexibility they need. This is the preferred
solution, as I understand Ministry of Labour staff explained.
I can assure you that, as we work toward providing a solution, your views will continue to be
important to the government.
Thank you for writing.
Yours truly, ~
a... n~
v~Iem
Deputy Minister of Labour
c: The Honourable Steve Peters, Minister of Labour
LAB 1263MC-2006-1213
In Case of Transmission Difficulties, Please Call 416-863-2101 or
1-866-309-3811
please Deliver To: County of Elgin
Minister of Municipal Aff..ir$
and Housing
Mlnlstre des Attaires munieipal9s
0t du Logement
!6j
.~
Ontario
777 Bay Street, 17'h Floor
Toronto ON MS6 2E5
TeL (416) 585-7000
Fax (416) 585-e470
www.mah.QQv.on.ca
T17, rue Bay, 17" etage
Toronto ON M5G 2E5
Tel. (416)585-7000
T61ec (416) 585.6470
WWW.mah.aav.on.ca
(l(j-l 'J58
July 28, 2006
MEMORANDUM TO:
All Heads of Council
FROM:
The Honourable John Gerretsen
Minister of Municipal Affairs and Housing
SUBJECT:
A Strong Ontario for a Strong Canada
On June 21, 2006, Premier Dalton McGuinty and Minister of Intergovernmental Affairs. the
Honourable Dr. Marie Bountrogianni, hosted A Strong Ontario for a Strong Canada, a summit
on strengthening Ontario's future and our country's fiscal arrangements.
The summit represented a key part of the on.going dialogue the Premier has been engaged in
across the country on this important national issue. The summit built upon several initiatives
undertaken by the provincial govemment to engage Ontarians in the discussion, including a
breakfast session held on June 8, 2006, with municipal leaders. This session provided a key
opportunity for municipal leaders to hear from the Premier on the fiscal imbalance campaign.
Since that breakfast, I am aware that 'more than 80 municipal resolutions endorsing OntariQ'S
position on the fiscal imbalance have been fonvarded to the Federal Government. Your ongoing
support is greatly appreciated and vital to our shared vision of strengthening Ontario's future.
The summit was a day-long event that brought together stakeholders representing Ontario's
diverse communities, sectors and industries in a focused examination of ways to bring reform to
Canada's fiscal architecture. The summit was a huge success and many positive ideas were
brought torward which will add an important perspective as we move forward in discussions
with the federal, provincial, territorial and municipal governments.
The Report on Outcomes of the summit has just been reI eased; both it and the discussion paper
that fonned the basis of discussions at the Summit are available on-line. Please go to
www.strongontario.ca and click on Strong Ontario Summit.
We have made important steps towards promoting a healthy dialogue on reforming Canada's
fiscal arrangements to build a strong Ontario and a strong Canada. The Province is committed to
consulting with municipalitie:::; and we will continue these ongoing discussions with you as
developments unfold- We look forward to your continued collaboration on this important issue.
,\,
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~
Office of the
Prime Minister
Cabinet du
Premier ministre
Ottawa, Canada K1 A OA2
AUG 1 1 ,j06
August 2, 2006
q.n(i,~\1\!;~~:'f~P.T!H~ ~~!a\\!j~r'ES
~~\.,(lIlt~h''''' HI;?'! . I \I ib vl\;;r\i W gl\ji
Mrs. Sandra J. Heffi.en
Manager of Administrative Services
County of Elgin
450 Sunset Drive
St. Thomas, Ontario
N5R 5Vl
Dear Mrs. Heffren:
On behalf of the Prime Minister, I would like to acknowledge receipt of
your correspondence, with which you enclosed a resolution of the Council of the County
of Elgin endorsing the Town ofCaledon's resolution requesting long-term funding for
Ontario farmers. I regret the delay in replying.
You may be assured that the views expressed in the resolution have been
carefully considered. I am confident that the Honourable Chuck Strahl, Minister of
Agriculture and Agri-Food and Minister for the Canadian Wheat Board, to whom you
indicate you have already forwarded a copy of your correspondence; will also have
appreciated receiving this information. For more information on the Government's
initiatives, you may wish to visit the Prime Minister's Web site, at www.pm.gc.ca.
Yours sincerely,
P. Monteith
Executive Correspondence Officer
Canada
Ministry of Agriculture,
Food and Rural Affairs
Ministere de I' Agriculture,
de I' Alimentation et
des Affaires rurales
~ Ontario
Office of the Deputy Minister
77 Grenville Street, 11 th Floor
Toronto, Ontario M5S 1 B3
Tel: (416) 326-3101
Fax: (416) 326-3106
Bureau du sous-ministre
77, rue Grenville, 11" etage
Toronto (Ontario) M5S 1 B3
Tel.: 416326-3101
Telec.: 416326-3106
AUG '1 1
August 4, 2006
County of Elgin
450 Sunset Drive
St. Thomas, Ontario
N5R 5Vl
Dear CAO/Clerk- Treasurer:
On behalf of the Honourable Leona Dombrowsky, Minister of Agriculture, Food and
Rural Affairs, I am pleased to enclose the 2006 edition of Ontario's Rural Plan Update,
Strong Rural Communities: Working Together for Success... and Achieving It.
I understand that some of you received this document in your delegate kits at the Rural
Ontario Municipal Association conference in February. I am forwarding these additional
copies of the Rural Plan Update for your use in advance of the Association of
Municipalities of Ontario conference. If you will be attending the conference, I
encourage you to visit the Rural Development booth to speak to ministry staff about the
Rural Plan and other rural resources.
Ontario's success depends on building strong communities, a strong economy and a
healthy environment in rural Ontario. The enclosed update, which details achievements
and initiatives from across government and the province, demonstrates our progress as
we boost economic development, address infrastructure needs, improve access to
educational opportunities and support healthy rural and northern communities.
Additional copies of Ontario's Rural Plan Update are available online at
www.omafra.gov.on.ca.
. ../2
Ministry Headquarters: 1 Stone Road West, Guelph, Ontario N1G 4Y2
Bureau principal du ministere: 1 Stone Road West, Guelph (Ontario) N1 G 4Y2
Pick Ontario Freshness 0 ~ a:
Cueillez la fra1cheur de l'Ontario ~.;
County of Elgin
Page 2
The Ontario government has made a long-term commitment to work with rural residents,
community groups, businesses and municipalities to make tangible improvements in the
lives of rural Ontarians. Ontario's municipalities are key partners in this effort and we
value your support and participation. I look forward to our continued work together as
we make rural Ontario strong, healthy and prosperous.
Yours truly,
/
B.A. (Bruce) Archibald
Deputy Minister
Enclosure
r;
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Touching Lives for 100 Years "''''4. CO'"
A Branch of VaN Canada
Suite I 00-1151 Florence Street, London, ON N5W 2M7
Tel: (519) 659-2273 . Fax: (519) 659-6191 . www.yon.ca
August 2, 2006
Melissa Lewis, Director of Senior Services
Elgin Manor, County of Elgin
39262 Fingal Line
R.R.#l
St. Thomas, ON N5P 3S5
rro.I)-. r$~f~a1i\i7fC:;WJ.:li
lI1J -:::J\~~7b~J \!I LS D
AUG 0 4 2006 .
ELGIN klliANOR
Dear Melissa:
Thank: you so much for agreeing to supply us with carrot/raisin salad from Elgin Manor
and applesauce from Terrace Lodge for the VON Great Community Walk scheduled for
Saturday, August 19,2006.
We have arranged for VON volunteers to pick-up the items on Thursday, August 17,
2006. We will need enough salad to feed 100 people along with four cans of applesauce.
Your generosity has been noted on the Walk t-shirts and all of our printed promotional
material. It is our hope that you can join us at Pinafore Park for the barbecue and
program. We will also ensure that you receive two Walk T-shirts and a Certificate of
Appreciation.
Please let us know the value of your gift and VON will issue an income tax receipt.
Thank you for caring!
Sincerely,
~ ",,,bVv-41C--
Lynn Graham
Manager of Community Support, Elgin County
VON Middlesex-Elgin Branch
DISTRIBUTION SUP
~opy 0 Forward
!3Admin -- Mark I ~ . 0 Libraries - Cathy
o Finance - Linda 0 Engineering -- Clayton
o HR - Harley 0 IT -- AI
~ Other: ~ Ie. 0 Other:
DAlE: o\? ~J~ FROM: Melissa. EM
f;
ELGIN OFFICE
175 S. Edgcware Road
SI. Thomas. ON N5P 4("4
'I'd: (51<))631-3270
VOLUNTEER PROGRAMS
'I'd: (51<)) 637-MOX
Fax: (51<)) 631-47<)X
MIDDLESEX OFFICE
274 Hcad Street North
Strathroy. ON N7G 4L 7
'I'd: (51<))245-3170
Fax: (51<))245-3164
FAMILY SUPPORTS PROGRAMS
Suite 100-1151 Florence Street
London. ON N5W 2M7
Tel: (519) 657-4570
Fax: (51<)) 657-8031
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
Public Health Division
11th Floor, Hepburn Block
Queen's Park
Toronto ON M7A 1R3
Medecin hygieniste en chef et
Sous-ministre adjoint
Telephone: (416) 212-3831
Facsimile: (416) 325-8412
Division de la sante publique
Edifice Hepburn, 11 etage
Queen's Park
Toronto (ON) M7A 1R3
Telephone: (416) 212-3831
Telecopieur: (416) 325-8412
8
P06-00905
AUG 0.9 2006
Mrs. S. J. Heffren
Manager of Administrative Services
County of Elgin
450 Sunset Drive
St. Thomas ON N5R 5V1
Dear Mrs. Heffren:
Thank you for your letter dated June 14, 2006, regarding the recommendation adopted by
the Council of the Corporation of the County of Elgin at its meeting held on June 13, 2006.
A response was sent to Ms. Marie Turvey, Chair, Board of Health, Dr. Sharon Baker, Acting
Medical Officer of Health, and Ms. Cynthia St. John, Chief Administrative Officer for the
Elgin St. Thomas Health Unit on July 6, 2006. A copy of this response is attached for your
information.
Thank you for your interest in this issue.
Yours truly,
Dr. Sheela V. Basrur
Chief Medical Officer of Health and
Assistant Deputy Minister
Attachment
c. The Honourable Steve Peters, Minister of Labour
4225-64 (04/03)
Richard J. Beachey, B.A.
Deputy City Clerk
Wendell Graves
City Clerk
THE CORPORA nON OF nm CITY OF
Office of the Clerk
P.O.Box 520, City Hall
St. Thomas, ON N5P 3V7
Telephone: 519- 631-1680 X 4120
Fax: (519) 633-9019
ST. THOMAS
August 17th, 2006
County of Elgin
450 Sunset Drive
St. Thomas, ON
N5R 5V1
A'tf" '" n
.'11"'" " "
vv U 01
Attention: Mrs. Sandra J. Heffi"en
Deputy Clerk
Re: City of St. Thomas/County of Eh!in 2006 Visionilll! Session
Dear Mrs. Heffi"en:
Please be advised that the Council of the Corporation of the City of St. Thomas passed the
following resolution at the July 17th, 2006 Council meeting:
"THAT: Report CC-38-06 be received for information; and further,
THAT: Council receive the Summary Notes from the Visioning Exercise held on
April 28, 2006; and further,
THAT: Council receive the Report entitled "2006 Visioning Exercise - Moving
Forward" dated June 26,2006, and adopt the recommendations contained within the
report. "
Should you require further information feel free to contact Wendell Graves, City Clerk at
519- 631-1680 ext 4120.
Cindy B aire
Administrative Clerk
pic: Mark McDonald, Chief Administrative Officer County of Elgin
.:i;"
Ministry of Labour
Ministere du Travail
~'
Office of the Minister
Bureau du ministre
Ontario
400 University Avenue
14'" Floor
Toronto ON M7 A 1T7
Tel: 416326-7600
Fax: 416 326-1449
400, avenue University
14" etage
Toronto ON M7A 1T7
Tel. : 416326-7600
Telec.: 416326-1449
."'"~~
AUG 1 6 2006
Mrs. S. J. Heffren
Manager of Administrative Services
County of Elgin
450 Sunset Drive
St. Thomas, Ontario
N5R5Vl ~
Dear Mrs/ffren:
Thank you for your correspondence regarding the County of Elgin's support for the Regional
Municipality of York's resolution calling on the government to remove barriers to the assessment of
experienced internationally trained physicians.
AUJ'" ..,
, :,1% ,/ 411,
~ ~.. ~
As you may know, on June 8, 2006, the government introduced Bill 124, the Fair Access to
Regulated Professions Act, 2006. If passed, the bill would break down barriers so that more
internationally trained professionals could work in their field. As this bill falls under the jurisdiction
of my colleague, the Honourable Mike Colle, Minister of Citizenship and Immigration, I have
forwarded a copy of your correspondence to him so that he is aware of your county's views on this
Issue.
Thank you again for writing.
Sincerely,
~
Steve Peters
Minister
c: The Honourable Mike Colle, Minister of Citizenship and Immigration
Ministry of Health
and Long-Term Care
Emergency Management Unit
415 Yonge St., Suite 801
Toronto, ON M5B 2E7
Telephone: 416-212-0822
Facsimile: 416-212-4466
Ministere de la Sante
et des Soins de longue duree
Unite de gestion des situations d'urgence
415, rue Yonge, bureau 801
Toronto ON M5B 2E7
Telephone: 416212-0822
Telecopieur: 416 212-4466
~ Ontario
AUG '. 1 7 2006
AUG jJ ') 0!:.'.nt::..
k, If, {, u:iliu
Dr. Sharon Baker
Medical Officer of Health (A)
Elgin St. Thomas Health Unit
99 Edward Street
St. Thomas Ontario N5P 1 Y8
Dear Dr. Baker:
I am writing on behalf of the Honourable George Smitherman, Minster of Health and Long-
Term Care, in my capacity as provincial health lead for pandemic planning to your letter of
June 21, 2006 to Mr. Steve Peters, MPP. In that letter you advocate for antivirals to be used
for both treatment and prophylaxis. You also express concern that at both the provincial
and federal levels there has been a move away from priority groups for prophylaxis towards
treatment for the ill.
As you know this is an extremely complex issue with many facets to explore and integrate
into a final position. We have not established our position on the role of prophylaxis in a
pandemic; we have established our position regarding antiviral treatment.
The World Health Organization has recommended that countries stockpile enough antiviral
to treat 25% of its population (dosage being two pills for ten days). Internationally the United
Kingdom, the United States, France and other countries have accepted that
recommendation. Ontario takes that direction seriously and has directed senior staff to
purchase enough of the antiviral to augment our stockpile from the existing 10% of
population level to 25%. This is anticipated to be complete in fiscal 2007-08.
There is no doubt that the idea of a pill that could protect people from getting the influenza in
a pandemic is very attractive, even if it is a pill that must be taken daily for as long as
protection is sought (presumed to be the duration of the first wave or 56 pills). The
challenge of this approach includes the sheer volume of pills to be stockpiled -and re-
stockpiled in five years; the monitoring of appropriate use by intended recipient; the scientific
concerns raised by some re the potential for inciting viral mutation; the ethical issues of
prevention against a potential illness versus treatment of a present illness and the need to
support those who are being asked to contribute to the pandemic response; and the
resources that would need to be re-directed from existing or planned strategies to support
this approach.
.../2
Z06-08933 & U06-09196
-2-
Dr. Sharon Baker
The challenges that must be addressed have not deterred the province from pursuing the
discussion towards a policy decision that is transparent, seen as equitable and ethical, and
able to be operationalized. We are simply not there yet.
I congratulate you and the St. Thomas and Elgin County Community Pandemic
Stakeholders for their interest in this issue and would be pleased to receive further advice
on this and related topics.
Yours truly,
"-----. \../'
~~ (,~
Allison J. Stuart
Director
Emergency Management Unit
c. Honourable George Smitherman, Minster of Health and Long-Term Care
Steve Peters, MPP, Elgin-Middlesex-London
Dr. Sheela Basrur, Chief Medical Officer of Health and Assistant Deputy Minister,
Public Health Division
Sandra .J. Heffren, Manager, Administrative Services, Council of the Corporation of
the County of Elgin
Joe Preston, MP, Elgin-Middlesex-London
Cynthia St. John, Elgin-St. Thomas Health Unit
(9Uaroa
eo.m~
Confederation Building, Room 142
Ottawa, Ontario
K I A OA6
Tel: (613) 990-7769
Fax: (613) 996-0194
www.joeprestonmp.ca
HOUSE OF COMMONS
24 First Avenue, Unit 2
St. Thomas, Ontario
N5R 4M5
Tel: (519) 637-2255
Fax: (519) 637-3358
Toll Free: 1-866-404-0406
Jo-e ff'te6ton, JJIl9
Elgin-Middlesex-London
SEP (] 1 2G06
Paul Baldwin, Warden
County of Elgin
450 Sunset Dr.
St. Thomas, ON
N5R 5Vl
i:W~1:jNiSrRA 'DIVE SERVICES
Tuesday, August 29, 2006
Dear Warden Baldwin,
Thank you for your letter of July 13, 2006 in regards tot your application through
COMRlF for the replacement of the Black Creek Hill Bridge on Plank Road in Bayham.
At the age of 72 years, this bridge is in dire need of replacement. Replacement of this
bridge will benefit local residents as well as visitors from outside the area that comprise
the annual daily volume of 3500 vehicles.
I understand the financial hardship that would face the County if they. were to try and
bear the cost of replacing this bridge on their own. As such I lend my full support to your
application under COMRlF for the Black Bridge replacement project.
1 e Preston MP
19in - Middlesex - London