02 - January 22, 2019 County Council Agenda Package
ORDERS OF THE DAY
FOR TUESDAY, JANUARY 22, 2019 – 9:00A.M.
ORDER
1st Meeting Called to Order
2ndAdoption of Minutes – January 8, 2019
3rdDisclosure of Pecuniary Interest and the General Nature Thereof
4thPresenting Petitions, Presentations and Delegations
DELEGATIONS:
9:00 a.m.Melissa Schneider, Director, Ontario Federation of Agriculture& Ben Le
Fort, Senior Policy Analyst, Ontario Federation of Agriculture – Producing
Prosperity in Ontario
9:15a.m.Ben Le Fort, Senior Policy Analyst, Ontario Federation of Agriculture –
Farm Assessments and Taxes
9:30 a.m.Kevin Jackson, General Manager, Elgin Business Resource Centre –
ERBC & Elgin County – A Perfect Partnership
9:45 a.m.Pauline Meunier, General Manager/Chief, Medavie EMS – 2018 Year in
Review
PRESENTATION:
Brian Lima, Director of Engineering Services – 2019 Capital Budget
5th Motion to Move Into “Committee Of The Whole Council”
6thReports of Council, Outside Boards and Staff
7thCouncil Correspondence
1)Items for Consideration(None)
2)Items for Information (Consent Agenda)
8thOTHER BUSINESS
1)Statements/Inquiries by Members
2)Notice of Motion
3)Matters of Urgency
9thClosed Meeting Items
10th Recess
11thMotion to Rise and Report
12thMotion to Adopt Recommendations from the Committee Of The Whole
13thConsideration of By-laws
14thADJOURNMENT
LUNCH WILL BE PROVIDED
NOTICE:
February 12,20County Council Meeting
Fe27, 2019
Accessible formats available upon request.
1
COUNTYCOUNCILMINUTES
Tuesday,January 8, 2019
Accessible formatsavailableuponrequest.
TheElginCountyCouncilmetthisdayattheAdministrationBuildingat 9:00a.m.withall
memberspresent.
WardenMcPhailintheChair.
ADOPTIONOFMINUTES
MovedbyCouncillorMarks
SecondedbyCouncillorJones
THATtheminutesofthemeetingheldonDecember11and13, 2018beadopted.
- Carried.
DISCLOSUREOFPECUNIARYINTERESTANDTHEGENERALNATURETHEREOF
–None.
DELEGATIONS
SouthCentralOntarioRegionEconomicDevelopmentCorporation(SCOR)andElgin
CountyEconomicDevelopmentPartnershipUpdate – SCORRegionalDevelopment
Coordinator
KimEarls,RegionalEconomicDevelopmentCoordinatorforSCOR,presented a PowerPoint
presentationreviewingmanyoftheachievementsthattheEconomicDevelopmentDepartment
andSCORhaveachievedinthepast,andwhattheyhopetodointhefuture.
Moved byCouncillorMennill
SecondedbyCouncillorPurcell
THATthePowerPointpresentationtitled “SCOREDCPartnership” fromSCOR’sRegional
EconomicDevelopmentCoordinator,bereceived andfiled.
-Carried.
ElginMiddlesexUnitedWay2018/2019Update – ChiefExecutiveOfficerElginMiddlesex
UnitedWay
KellyZiegner, ChiefExecutiveOfficerforElginMiddlesexUnitedWay,presented a PowerPoint
presentationprovidinganupdateonhowtheorganizationprogressedin2018andnextstepsin
2019.
MovedbyCouncillorMartyn
SecondedbyCouncillorJones
THATthePowerPointpresentationtitled“UnitedWayElginMiddlesex”fromElginMiddlesex
UnitedWay’sChiefExecutiveOfficer, bereceivedandfiled.
- Carried.
TerraceLodgeRedevelopment – VentinGroup
VentinGrouppresented a PowerPointpresentationthatwentovermanydifferent specific details
thatCouncilshouldgiveconsiderationtoastheprojectprogresses.
MovedbyCouncillorPurcell
SecondedbyCouncillorMennill
THATthePowerPowerPointpresentationtitled“TerraceLodgeRedevelopment”fromVentin
Group,bereceivedandfiled; and;
2
THATCountyCouncilapprovetheTerraceLodgeRedevelopmentandAddition,aspresentedby
VentinGroup, at a cost of$28.3M, subject toMinistryApproval; and;
THATstaffreportbackwithrecommendationsforprojectdeliveryattheJanuary22,2019
meeting.
- Carried.
CountyCouncilrecessedat10:25a.m.and reconvenedat10:37a.m.
MovedbyCouncillorMennill
SecondedbyCouncillorMarks
THATwedonowmoveintoCommitteeoftheWholeCouncil.
- Carried.
REPORTS
2019EventsCalendar–SeniorFinancialAnalystandElginCountySpecialEvents
CommitteeChair(ECSEC)
JenniferFord,ECSECChair,providedanoverviewofallthedifferenteventstakingplaceinElgin
Countyin2019.
MovedbyCouncillorKetchabaw
SecondedbyCouncillorGiguère
THATstaffbedirectedtoprepare a fully costed proposalincludingallstafftimeinvolvedin
fundraisingactivitiesandinitiativesforCouncil’sconsiderationattheJanuary22,2019meeting.
- Carried.
EngineeringServicesforPortBruceBridgeReplacement–DirectorofEngineering
Services
Thisreportwasbroughtforwardfollowing discussion ofClosedMeetingagendaitems.
MovedbyCouncillorJones
SecondedbyCouncillorMennill
THATthereporttitled“EngineeringServicesforPortBruceBridgeReplacement”, fromthe
DirectorofEngineeringServices, datedDecember20, 2018,bedeferredasrequestedbythe
CountySolicitor.
- Carried.
Highway 3 TransportationNeedsAssessmentStudy–StatusUpdate–Directorof
EngineeringServices
MovedbyCouncillorJones
SecondedbyCouncillorMennill
THATthereporttitled“Highway 3 TransportationNeeds Assessment StudyfromSt.Thomasto
Aylmer – StatusUpdate”fromtheDirectorofEngineeringServices, datedDecember18,2018,
bedeferreduntil such timeasstaffhavemetwithconstituentmunicipalitiesto discuss preferred
outcome.
- Carried.
3
MinimumMaintenanceStandardsChanges–DirectorofEngineeringServices
BrianLima,DirectorofEngineering Services, presented a reportdetailingtheregulation
amendmentsregardingstandardsanddeliveryofElginCountyinrespectstoOntarioRegulation
239/02MinimumMaintenanceStandards.
MovedbyCouncillorKetchabaw
SecondedbyCouncillorPurcell
THATthereporttitled“MinimumMaintenanceStandardsChanges”fromtheDirectorof
EngineeringServices, datedDecember18,2018, bereceivedandfiled.
- Carried.
Homes–ResidentMedicalandRecreationalCannabis–DirectorofHomesandSenior
Services
MicheleHarris,DirectorofHomesandSenior Services, presented a reportdetailingtheCounty
ofElginHomesandSeniorNursingDepartmentResidentMedicaland RecreationalCannabis
policiesinregardstoCannabislegalization.
MovedbyCouncillorMarks
SecondedbyCouncillorMennill
ncilapprovetheCountyofElginHomesandSeniorsServicesNursingDepartment
THATCou
ResidentMedicaland RecreationalCannabispolicies;and,
THATthereporttitled“Homes – ResidentMedicalandRecreationalCannabis”fromtheDirector
ofHomesandSenior Services, datedJanuary2,2019, bereceivedandfiled.
- Carried.
CouncilMeetingLiveStreaming–ChiefAdministrativeOfficer
JulieGonyou,ChiefAdministrativeOfficer,presented a reportprovidingdetailssurroundingthe
use oftechnologytomakeCouncilMeetingsmore accessible andtoenhancetransparency.
MovedbyCouncillorMarks
SecondedbyCouncillorFrench
THATstaffbedirectedtoinvestigateopportunitiesfortechnologytomakeCouncilmeetings
moreavailabletothepublicandprovideCountyCouncilwith a reportthatdefinesthebenefits,
risks andcostsassociatedwiththisinitiative; and,
THATthereportfromtheChiefAdministrativeOfficer,titled “CouncilMeetingLiveStreaming”,
datedDecember24,2018, bereceivedandfiled.
- Carried.
CORRESPONDENCE
ItemsforConsideration
1.MinisterofMunicipalAffairsandHousingLetterRegardingMunicipalReportingBurden
2.SouthCentralOntarioRegionEconomicDevelopmentCorporationwithanInvitationfor
ElgintoJoinSCOR
3.MinisterofMunicipalAffairsandHousingLetterRegardingHousingSupplyActionPlan
Feedback.
4
ThefollowingrecommendationwasadoptedinregardtoCorrespondenceItem#1:
MovedbyCouncillorJones
SecondedbyCouncilorMennill
THATtheletterfromtheMinisterofMunicipalAffairsandHousingregardingmunicipalreporting
burdenbereceivedandfiled.
- Carried.
ThefollowingrecommendationwasadoptedinregardtoCorrespondenceItem#2:
MovedbyCouncillorKetchabaw
SecondedbyCouncilorMartyn
THATCountyCouncilconsiders a $25,000membershipfeeforSouthCentralRegional
EconomicDevelopmentCorporationaspartofthe2019budgetdeliberations
- Carried.
ThefollowingrecommendationwasadoptedinregardtoCorrespondenceItem#3:
MovedbyCouncillorPurcell
SecondedbyCouncilorJones
THATtheChiefAdministrativeOfficerbedirectedtoformallyinviteElginSt.ThomasSocial
Servicestoprovide a delegationtoCountyCouncilatanupcomingmeeting.
- Carried.
Items forInformation(ConsentAgenda)
1.MinisterofFinanceLetterRegardingOntarioMunicipalPartnershipFundingUpdate
2.Agri-net2019RegistrationInvite
3.City-CountyRelationsCommitteeSt.ThomasAppointments
4.HealthRecruitmentPartnershipSt.ThomasAppointment
5.MPKarenVecchioMunicipalLeadersRoundtableInvitation
6.LivingWageSt.Thomas/Elgin
7.MinisterofFinance LetterRegardingCannabis-LegalizationImplementationFund
8.ThamesValleyDistrictSchoolboardChildcareandSchoolProjectsGovernmentDelay
9.SWIFTBoardofDirectorElectionNotice
10.MinisterofFinanceUpdateon Assessment ofLandfillPropertiesforTaxPurposes
11.YMCASt.Thomas/ElginPreventingandEndingYouthHomelessness
MovedbyCouncillorMartyn
SecondedbyCouncillorMennill
THATCorrespondenceItems#1 - 11bereceivedandfiled.
- Carried.
5
PRESENTATION
2019FiscalOutlook–Directorof Financial ServicesandChiefAdministrativeOfficer
JimBundschuh,DirectorofFinancial Services, andJulieGonyou,ChiefAdministrativeOfficer,
presentedCouncilwith a 2019 fiscal outlookas a preambletotheBudgetmeetingscheduled
forFebruary.
MovedbyCouncillorMarks
SecondedbyCouncillorMennill
THAT aletterfromtheWardenbewrittennotifyingthePublicHealthBoardthatElginCounty
Counciliswillingtogivetheprovincialmandated25percent; and
THATthepresentationtitled“2019Fiscal Outlook”, presentedbytheDirectorofFinanceand
theChiefAdministrativeOfficer,bereceivedandfiled.
OTHERBUSINESS
Statements/InquiriesbyMembers– None.
NoticeofMotion– None.
MattersofUrgency– None.
ClosedMeetingItems
MovedbyCouncillorMarks
SecondedbyCouncillorJones
THATwedonowproceedintoclosedmeeting session inaccordancewiththeMunicipalActto
discuss mattersunderMunicipal Act Section239.2;
Note:Orderwaschangedfromoriginalagendapackage.
In-CameraItem#1
(k) a position,plan,procedure,criteriaorinstructiontobeappliedtoanynegotiationscarriedon
ortobecarriedonbyoronbehalfofthemunicipalityorlocalboard – SurrenderofPremises
In-CameraItem#2
(k) a position,plan,procedure,criteria,orinstructiontobeappliedtoanynegotiationscarriedon
ortobecarriedonbyoronbehalfofthemunicipalityorlocalboard – ConsolidatedLease
Agreement
In-CameraItem #3
(e)litigationorpotentiallitigationorpotentiallitigation,includingmattersbeforeadministrative
tribunals,affectingthemunicipalityorlocalboard;(f)advicethatissubjecttosolicitor-client
privilege,includingcommunicationsnecessaryfor thatpurpose– LitigationReport(verbal)
In-CameraItem#4
(k) a position,plan,procedure,criteria,orinstructiontobeappliedtoanynegotiationscarriedon
ortobecarriedonbyoronbehalfofthemunicipalityorlocalboard – EBRCSatellite Office
Contract
MovedbyCouncillorKetchabaw
SecondedbyCouncillorPurcell
THATwedonowriseandreport.
- Carried.
6
In-CameraItem#1–SurrenderofPremises
MovedbyCouncillorMennill
SecondedbyCouncillorMarks
THATtheWardenandChiefAdministrativeOfficerproceedasdirected.
- Carried.
In-CameraItem #2 –ConsolidatedLeaseAgreement
MovedbyCouncillorFrench
SecondedbyCouncillorPurcell
THATtheWardenandChiefAdministrativeOfficerproceedasdirected.
- Carried.
In-CameraItem #3 –LitigationReport
MovedbyCouncillorGiguère
SecondedbyCouncillorMartyn
THATthereportfromtheCountySolicitorbereceived.
- Carried.
In-CameraItem #4 –EBRCSatelliteOfficeContract
MovedbyCouncillorMennill
SecondedbyCouncillorKetchabaw
ThatthereportfromtheChiefAdministrativeOfficerbereceived.
- Carried.
Note:CouncillorMarksandCouncillorJonesleftthemeetingat1:15pm.
MotiontoAdoptRecommendationsoftheCommitteeoftheWhole
MovedbyCouncillorMennill
SecondedbyCouncillorGiguère
THATwedonowadoptrecommendationsoftheCommitteeOfTheWhole.
- Carried.
BY-LAWS
Moved by Councillor Purcell
Seconded by Councillor French
THAT By-law No. 19-01“Being a By-law to Confirm Proceedings of the Municipal Council of
the Corporation of the County of Elgin at the January 8, 2019Meeting” be read a first, second
and third time and finally passed.
- Carried.
7
ADJOURNMENT
MovedbyCouncillorMartyn
SecondedbyCouncillorMennill
THATwedonowadjournat1:47p.m.tomeetagainonJanuary22,2019attheCounty
AdministrationBuildingCouncilChambersat9:00a.m.
- Carried.
JulieGonyou,DuncanMcPhail,
ChiefAdministrative Officer.Warden.
8
9
County of Elgin Homes and Seniors Services
Council Lunch and Learn January 2019
Villa & Elgin Manor
Bobier
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, Administrator
, Administrator Terrace Lodge
s:
Benwell
Penner
Terri Lisa Michele Harris, Director of Homes and Seniors Services
Presenter
Homes and Seniors Services
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How Long Term Care In Elgin County Began….
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sustaining with its own livestock,
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Provided care and housing to the “indigent”.Included individuals of all ages with mental healthThe facility was selfEach individual residing in the home was required to
issues, homelessness, poverty stricken due toaddictions and often was home for single and underaged mothers to be.agriculture/gardens, orchards, etc.assume a role/responsibility in the
daily operation.
The Poor House/House of Industry
57 beds
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1997
–
Villa
Bobier
90 beds
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2003
–
in Manor
Elg
100 beds
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1977
–
ce Lodge
Terra
Where we are today…
centered care and services to
-
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Provision of 24/7 high quality, person247 residents (including 4 respite/short stay beds)Average age of resident is 86 +Increasing complexity of care, i.e., multiple diagnosis, responsivebehavioursSp
ecializing in dementia care, palliation, pain management,responsive behaviour intervention, skin and wound care; continencecare, fall prevention and management, restorative andrehabilitative
care, spiritual care, etc.Average length of stay has decreased from years to monthsProvision of services to residents within the communities, i.e.,Meals on Wheels, Adult Day Program,
Stroke Program, overnightrespite stays
Today…
Teams
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Family
Legislation
Resident
First
Resident’s
The Circle of Care…
–
resident
Term Care–
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Sector Service Accountability Agreement (MSAA)
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Provincial funding through the LHIN LongService Accountability Agreement (LSAA) care and services; and,Municipal funding to further enhance resident care andservicesMulticommunity outreach
programs
Funding
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positions across the County of Elgin consisting of:
Registered Nurses (RN)Registered Practical Nurses (RPN)Personal Support Workers (PSW)Dietary Aides and CooksHousekeeping and Laundry AidesMaintenanceRecreationistsClerical StaffHairdressingManagement
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1
3
Exceptional staff and volunteers dedicated to providing quality care and services:
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(5)
–
Elgin/St. Thomas
(2)
–
(2)
Medical Directors Attending Physicians Dietitians– PhysiotherapyVON Pharmacy St. Thomas Elgin General Hospital Alzheimer Society – Heart & Stroke
—————————
Additional Community Supports & Therapy Services…
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IDEAS
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PSW & Food Service Worker Student
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Nipissing, UWO, St. Clair
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Region Integration Table
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Best Practice Guidelines Coordinator
Sub
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iation Partnerships to Enhance Resident Care/Services
Alzheimer SocietyElgin Elder Abuse Resource CommitteeLHINAge Friendly CommitteeAdvantAge OntarioRNAO Heart & Stroke FoundationElgin; and Southwest Hospice Palliative Care CollaborativeFanshawe
College PlacementsUniversities SRIT Health Quality Ontario
Assoc
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CMI funding
–
RAI
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Long Term Care Homes Act, 2007Ontario Regulations 79/10MOHLTC “Inspection Protocols” MDSResidents FirstFamily Involvement and ExpectationsTeams – Palliative Care, Skin and Wound, Falls
and Restraints, Continence Care, etc.
What’s Involved in Providing Care?
How Have Requirements for Long Term Care Changed?
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and comfort and have their physical, psychological, social, spiritual and cultural needs adequately met.
residents may live with dignity and in security, safety
A long term care home is primarily
The home is to be operated so that it is a place where
Fundamental Principle of LTCHA
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Term Care Homes Act, 2007 (LTCHA)
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Residents’ Bill of RightsMission Statement to be developed, reviewed every 5 years &revised (as needed) with input from Residents and Family Councils.Plans of Care, Care Conferences
(focus on interrestorative approach).Mandatory “Programs” for all aspects of operations with eachprogram having stated goals & objectives, relevant policies,procedures, protocols, measurable
outcomes and annualevaluation.
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Ministry requirements in law (Act and Regulation) affects alldepartmentsLTC homes policy, procedures and clinical protocols must be incompliance with the legislation.Initial and continuing
education for all staff is prescribed andmandatory.Sharing relevant information with residents and families, includingResidents and Family Councils required.
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in Ontario
food sector for the benefit of ALL Ontarians
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Growth in rural Ontario must be paired with thoughtful stewardship,
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OFA is seeking to partner with organizations to secure rural infrastructure investment including: ••••••
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in Ontario
Let’s work together
Producing Prosperity
producingprosperity.ca
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FARM ASSESSMENTS AND TAXES
Presented by Ben Le Fort, Senior Policy Analyst, OFA
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$1.17 billion in provincial GDP24,435 Jobs supported
Economic Contributions of Elgin Farmers
2016.
2016.
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2020.
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valuation date.
st
Farm Property Assessment: New Assessments Released
MPAC responsible for determining the assessment value for all properties in Ontario, Including Farm property. Every four years, MPAC updates property assessments to reflect Jan 1PAN’s
mailed to all farm property owners Oct 11The newest assessments are valued as of Jan 1Increased assessments phased in equally over the four year assessment cycle: 2017PAN’s redeveloped
with input from OFA and farm focus groups.
increase in Farm
$ Tax Burden$390,000 $750,000 $1.1 Million$1.5 Million$3.75 Million
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tax from farm
% 9.8% 10.5% 11.7% 12.8% 13.9%
In Elgin, Farmland CVA has increased by 68%Residential values have Increased by just 8%Once New Assessments Phase in, increase in Farm Tax Burden is as follows:
Year 2016 2017 2018 2019 2020 Total
Impacts on Property In Elgin County
2020
2019
2018
13.9%
2017
2016
2015
2014
2013
2012
2020
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2011
7.4%
2010
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2009
2008
2007
2006
Farm Tax Burden 2001
2005
2004
2003
2002
2001
7.9%
Farm Tax Burden Through the Years
8.0%6.0%4.0%2.0%0.0%
16.0%14.0%12.0%10.0%
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There are two primary concerns that put additional pressure on local property tax payers1. Rural Municipal budgets have been strained by the reduced funding from the province.2. the
Lack of commercial/Industrial assessment in rural communities. OFA is working with the EOWC & WOWC to address these two common concerns.
Addressing the Common Concerns
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Rural access to natural gasRural access to reliable broadband Funding for rural schoolsFunding for rural roads & bridges
Producing Prosperity Campaign
––––
In February 2018 OFA, WOWC & EOWC announced our partnership to jointly advocate for distributed economic development in OntarioThe primary objective of the campaign is for the province
to make the financial commitment necessary for rural Ontario to meet it’s economic potential.Key objectives will be to increase funding for:And many other opportunities that urban centers
take for granted
25% of the local residential
-
45
To avoid a property tax shift onto farmland property owners your local county governments will need to adjust the Farm Property Tax Ratio below the current 25% of residential taxes.How
much they need to adjust the tax ratio will depend on the assessment changes in your county. County governments have full authority to adjust the farm tax ratio anywhere between 0%tax
rate each year.
Avoiding a Shift in Property Tax Burden
0.20
-
0.1689
Hamilton 0.1767Ottawa 0.20Caledon North Bay 0.15Halton Region 0.20Region of Durham
46
0.23
-
Kent 0.22
0.2375
-
-
Other Upper/Single Tier Municipalities that have addressed This Issue
Oxford 0.235Lambton 0.226London 0.1752Brant 0.24ChathamLennox and AddingtonKingston
47
For Farm Property Owners to maintain the current proportion of tax Burden (11.7% of Tax) would require the following adjustments to Tax Ratios over time.2017: 0.222018: 0.222019: 0.232020:
0.21Note this is not a tax break, farm property owners will still be paying more taxes each year, they will simply be paying the same proportion of taxes.
Farm Tax Ratio Required in Elgin County
48
A Perfect Partnership
EBRC & County of Elgin
St. Thomas 48 44 92 69 111 97 126 123 61 587
49
County 22 29 51 87 105 116 136 136 79 659
Number of Businesses Assisted
2011 2012 Total(11-12) 2013 2014 2015 2016 2017 2018* Total(13-18)
# of Loans 34 40 42 43 159 37 39 34 28 29 32 199
St. Thomas$1,055,851 $1,397,786 $1,889,805 $2,591,879 Avg/yr=40 $2,558,611 $3,136,100 $3,080,614 $2,302,398 $2,337,219 $2,576,592 Avg/yr=33
50
# of Loans 16 24 31 29 100 37 38 32 32 28 31 198
/yr=33
Total Active Loans
County$730,490 $1,495,563 $1,875,167 $1,987,840 Avg/yr=24 $2,440,048 $2,882,434 $2,222,917 $2,550,979 $1,913,112 $2,580,216 Avg
2009 2010 2011 2012 Total(09-12) 2013 2014 2015 2016 2017 2018* Total(13-18)
reach Hours
ut
ed
eated/Started
ings
51
nc
ained
Cr
t
ses
s
s Main
b
Client MeetNew Client/Businesses AssistedBusineJobs CreatedJoCommunity O
Loans Adva
-
-
- - - -
-
6,641
627206393912561,335
Satellite Office Community Impact
•••••••
opened
-
idea, we would
.”
financial assistance from
& Falafel
Shawarma
52
Korner Store
Shebaz’s
-
Ken’s
–
I currently employ 3 people. The
Planet Shrimp
–
critical to realizing my business development
assisted me to acquire this business recently, a business that had
Town of Aylmer “We are indebted to EBRC for their support and belief in our not be here without them.” Marvyn Budd, President Municipality of Bayham “EBRC closed last year. With their
financial support and advice I have now rethis business. My business is one of the only year round retail stores servicing this community and EBRC was Ken Herron, Owner Municipality
of Central Elgin “EBRC assisted us with a business plan that has allowed us to fulfill our dream. Thanks to their financing we have been able to launch and grow our family business.
It would not have been possible with out EBRC.”Gabriel & Doris Chordekar, Owner
have been understanding
business.”
53
Mel’s Accounting & Tax Service
business. They
–
Dixon’s Feed Service
Warner, Owner
–
GFS Trucking
Papa Joe’s Pizza
–
Dunwich
–
and Vanessa
Southwold
provided support , with business advice and financial assistance, as
Goncalves
EBRC has
Joe
Municipality of Dutton “EBRC ‘s business planning and financial support was critical in allowing me to grow my business, hire employees and achieve many of my long term goals. It would
not have been possible without them.”Melissa Wardell, Owner Township of Malahide “we developed and grew our pizza and helpful in the development of our Township of “EBRC ‘s continuous
support has been critical in developing my business”Greg Streib, Owner Municipality of West Elgin “EBRC has supported me every step of the way. Their business planning and financial
support has allowed me to pursue my dream.”Debbie Hope, Owner
r
r
recto
Directo
Di
in, Director
come
nk
addow, Director
reib, Director
H
St
ssica Goodall,
Helen MikeDonna Ra Scott Birkby, Director Ross Fair, Director Lisa Johnston, Je
•••••••
54
with the County over many years to
er, Past President
Silverthorn, Vice President
t
Board of Directors of EBRC wishes to congratulate the County of Elgin on its
Phil Mauer, President Warren Jim Hun Bob Ashcroft, Secretary Hetty Teuber, Treasurer Rob Quai, Loans Committee Chair
The
success in Economic Development. Looking forward to our continued partnership
••••••
55
2018 Annual Review
56
Presentation Overview
Service Level and Paramedic Scope of Practice Ministry of Health and Medical OversightCall Volume, Trends and Hospital Offload DelayElgin Patient PopulationCommunity Paramedicine
1.2.3.4.5.
57
Paramedic Services
Medavie Health Services provides Paramedic services to Elgin County as a contracted service provider. Licence to operate an Ambulance service under MOH reg 257/00. Every three years
we have a MOH service review similar to accreditation.
58
Oxford,
Middlesex,
-
Ambulance Dispatch
Dispatched by London Ambulance Communication CenterResponsible for: Elgin, LondonHuron, Perth, Grey, Bruce, Oneida (First Nations).
89 staff, Full and Part time 6 stations across Elgin 6 peak time Ambulances plus 1 Rapid Response Unit (RRU) Transport approximately 9000 patients per year
59
Paramedic Services
care
by the Ministry of
ollege graduate with a
A Primary Care Paramedic is a cdiploma in Paramedic Studies Provide delegated medical acts under the Ontario Base Hospital system Oversight Health and Long term
60
Scope of Practice
2018
2017
2016
61
2015
Total Number Of Calls for Service
2014
0
900080007000600050004000300020001000
10000
Call Volume and Trends
CountyCity
Hr
23
Hr
22
Hr
21
Hr
20
Hr
19
Hr
18
Hr
17
Hr
16
Hr
15
Hr
14
Hr
13
62
Hr
12
Hr
11
Hr
10
Hr
09
Hr
08
Hr
07
Hr
06
Hr
05
Hr
04
Hr
03
Hr
02
Hr
01
Hr
00
0
50
400350300250200150100
Call Distribution by Time of Day 2018
58%67%81%91%96%96%
Achieved
45%60%75%85%90%90%
63
Percentage of Time Target
6 Minutes8 Minutes
10 Minutes14 Minutes20 Minutes20 Minutes
Minutes to Arrival
SCA
CTAS 1 CTAS 2CTAS 3CTAS 4CTAS 5
CTAS Level
CTAS Response Time 2018
64
90th Percential inMinutes
2018
2017
Hospital Off Load at STEGH
2016
90th Percential in Minutes
2015
2014
50
353025201510
0 to 1920 to 6465 and above
2018
2017
65
2016
Elgin Patient Population
2015
0
500
500045004000350030002500200015001000
66
Elgin Patient Population 65+
67
, 2018
th
HIN posted Job call for Community Paramedicine coordinator end of 2018
Report to Elgin County Council May 8Proposal submitted to LHIN for fundingNo mechanism within the LHIN to receive or evaluate new requests for CP programsLNo announcement regarding successful
candidate to date
Community Paramedicine
68
Questions
REPORTS OF COUNCIL AND STAFF
January 22, 2019
Staff Reports – (ATTACHED)
Manager of Planning – Final Approval of Plan of Subdivision Little Creek Phase 3
Senior Financial Analyst – 2019 Events Calendar Supplemental
Legislative Services Coordinator – Land Division Committee Appointments (4 Year Terms)
Purchasing Coordinator – Quarterly Information Report – Contract Awards October 1, 2018 to
December 31, 2018
Director of Financial Services – Terrace Lodge Redevelopment Project Update
Director of Financial Services – Farm Tax Ratio
Director of Homes & Seniors Services – Homes – Dementia Care in Long-Term Care (LTC)
Chief Administrative Officer – Satellite Offices: Elgin Business Resource Centre Contract
Chief Administrative Officer – Council Remuneration
69
REPORT TO COUNTY COUNCIL
FROM:Steve Evans, Manager of Planning
DATE:December 19, 2018
SUBJECT:Final ApprovalPlan of Subdivision
Land Rise Developments Inc.
Little Creek Subdivision Phase 3
Part of Blocks 2,3,4,5,6,7,9,&11, all of Block 10 Plan 11M-123
and all of Block 39 Plan 11M-176
Geographic Township of Yarmouth
Municipality of Central Elgin
File No. 34T-CE1701
INTRODUCTION:
This report is to advise County Council that final approval was given for a plan of
subdivision in the Municipality of Central Elgin on December 19, 2018(see attached
maps).
DISCUSSION:
This plan of subdivision constitutes Phase 3 of Little Creek subdivision and comprises 42
lots for single detached dwellings. Draft plan approval for this subdivision was given by
Elgin County Council on November 14, 2017.
The subject lands are located in Port Stanley and they will be developed on full municipal
services. The County has received clearance letters from the Municipality of Central Elgin,
Kettle Creek Conservation and Canada Post.
In accordance with By-Law No. 13-28 the Manager of Planning has been given the
authority to approve final plans of subdivision once all of the conditions of draft plan
approval have been met and after clearance letters have been received.
CONCLUSION:
This report is to advise County Council that final approval of this plan of subdivision was
granted and the plans were signed by the Manager of Planning on December 19, 2018
and forwarded to the Land Registry Office for registration. The Municipality of Central Elgin
and the developer have been notified.
RECOMMENDATION:
THAT the report titled “Final Approval for a Plan of Subdivision, Little Creek Phase 3”
submitted by the Manager of Planning dated December 19, 2018 be received and filed.
All of which is Respectfully SubmittedApproved for Submission
Steve Evans Julie Gonyou
Manager of Planning Chief Administrative Officer
70
71
REPORT TO COUNTY COUNCIL
FROM:Jennifer Ford, Senior Financial Analyst and Chair of Elgin County Special
Events Committee
DATE:January 14, 2019
SUBJECT:2019 Events Calendar Supplemental
INTRODUCTION:
th
At the January 8, 2019 meeting of County Council, staff presented the 2019 Events Calendar
in a report that outlined planned social activities and fundraising activities in support of the
United Way Elgin Middlesex. The committeemandate, initiatives, and choice to support United
Way are a legacy from Councils’ pastand staff were asked to provide contextual information to
clarify forthe currentCouncil, the benefits and costs of supporting United Waybefore making a
th
decision to proceed on the January 8report.
DISCUSSION:
The County contributions are listed by the investment in each of the eventsas it relates to staff
hours paid, staffhoursdonated, and other countycosts. A summary of the contributions by
function is also provided for Council’s information.
Cost
Other Total
Hrs County Hrs per
Event Type of Event County County Donation
12
Paid Costs Unpaid $1
Costs Costs
raised
41 1,779 1 350 0.18
3
Payroll Deduction ProgramFundraising 2,129 12,000
6 257
Lunches -Eat 2 LearnSocial 257
131 5,618 35 0.32
4
Golf Tournament Fundraising 2,317 7,935 25,000
10 407 2
Knights TicketsSocial 407
35 1,479 38
5
County Christmas PartySocial 2,500 3,979
57 2,444 11
6
Organizational Meetingshalf to each 2,444
Total 280 11,985 87 5,167 17,151 37,000
Summary of Events by
Functions
0.31
Fundraising Activities 201 8,619 42 2,667 11,286 37,000
-
Social Activities79 3,366 45 2,500 5,865
Total 280 11,985 87 5,167 17,151 37,000
Note 1 -Costs are Based on Average Wages and Benefits of Current Committee members
Note 2 -Donated time of committee members for information only and is not included in
calculation
Note 3 -21 hours are included as maximum hrs paid for days off draw prizes(staffmay or may
not bereplaced when onaday off)andother costs represent monthly draw costs.Costsfor
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Dress Down Daysinclude a badge that is given to donating staff to wear on Dress Down Days.
Note 4 -Other costs include costs of office supplies, mailings, potentialcontribution forloss of
Warden's challenge,and committee jackets and shirtsfor theeventday.
Note 5 -Other costs represent alegacy donation totheCommittee to help offset costs for the
staff Party.
Note 6 -Allocation of meetingcosts are split equally to each committee function in the
summary
The average contribution by the County towards each event is thirty-onecents per
dollar raised. Theobviousand transparent purposeof these contributionsis simply a
benevolence to helpraise money for United Way charities.For those seeking further
purpose, theanswer lies within the obscure benefits ofthese contributions. To reframe
the context ofthe monetary spend, these costs areinvestments:Investments in the
futureof community and staff.
Investment in Community:
The United Way is a well respected and trusted charity that delivers on its promise to
distribute fundsraised locallyto charities that assist the vulnerable populationsof the
same area.Their mandate, to provide support locally to those most in need, is well
aligned withCouncil’s commitments tosocialsupports such as: Long Term care for
Seniors, Ontario Works, Social Services, Child Care Services, Public Health,
Ambulance services, Economic Development,and the Hospital. Their administrative
costs are spent locally on staffing and purchases. An investment in United Way is an
investment of support in the creation of a healthier community.A community that is free
of poverty and hopelessness. An investment in United Way is an investment in local
jobs that helps support families, your workforce, and the workforces of local business
who may access services supported by the United Way.
The United Way is well known and long established in many communities. Donors and
sponsors already understand the mandate of the United Wayand the good work that is
done through its legacy of successes.The charities supported by the United Way are
diverseand chosen based on their relevance and ability to address the most current
needs in the community. Importantly, their practiceskeep the work at arm’s length for
Council. It is easyto promote our golf tournamentevent using the United Way’s good
reputation to obtain sponsors.An investment in the United Way aligns the Countywith
a positive message that the community already understandswhichsupports many
charities, not just one.
The United Way’s model of fundraising allowscharities to focus on their core operations
and services rather than worry about reallocating resources for the purpose of
fundraising. The model delivers efficiencies with economy of scale.It enables the
charities access to donated fundsthat they would not otherwise have via United Way’s
multiple contacts with larger companies.During the United Way’s presentation to
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Council on Jan 8, Council learned that $79,000 was donated to charities in Elgin
Countyduring 2018. Last year, the County of Elgin donated $37,000 to the United Way
which representsclose to half of the donation dollars that directly supportthecharities
that support our residents.An investment and commitment to United Way means the
ability to “give where you live” in an unbiased,easily communicated, efficient, and
effective way.
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Investment in Staff:
Staff development is a strategic investment adopted by companies to attract and retain
employees.Employees, who are involvedin the daily functions of the Elgin County
Special Events Committee (ECSEC), have discovered many opportunities to develop
skills that relate directly to the municipal sector. These skills include but are not limited
to: report writing; representing the County to outside entitiessuch as sponsors and the
media;improved problem solvingskills;the development, co-ordination, and execution
of planned activities; budgetingand finding efficiencies to maximize donations; following
up to ensure expectations are met; public speakingskills such as presenting toCouncil;
ability to function in a team environment with staff from other divisions helping to create
a cohesiveness not otherwise available;and, theability to seek out and try new ideas at
events builds employee confidence.By investing in staff development, Council is
investing in the skills needed by future leaders.
Actions aretangiblesupport to commitments and ideology.The investment in staff and
community through variousfundraising and social activities is a legacyprogram that has
evolved over many years. The positive incentivesoffered demonstrate tostaff and
community a commitment to the ideologies of Councilandeasily understand County
valuesbased on a consistent message.Those staffinvolved in the activities of the
committee,freely give additional volunteer time tofurther demonstrate their commitment
to these same values, to ensure events are successful, and to accommodate participant
needs. The committee frequently hashad outside volunteersparticipate inour
fundraising efforts so that they canalso contribute their energy to the fundraising efforts
that support United Way.
CONCLUSION:
Council has been provided with this additionalinformation to enable a decision to be
thth
maderegardingthe January 8report.The recommendation of the January 8report
was to accept the activities outlined in the report presented. Staff request that should
the payroll deduction campaign initiatives be approved that the date be moved forward
two weeks to accommodate the delay in approval and allow staff more timeto
participate. Council has the opportunity to realign, redesign, or repurpose their
resources regarding this initiative.
RECOMMENDATIONS:
THAT the report titled “2019 Events Calendar Supplemental” dated January 14, 2019 be
received and filed;and;
THATthe report entitled “2019 Events Calendar” dated January 8, 2019 be approved.
All of which is Respectfully Submitted Approved for Submission
Jennifer Ford Julie Gonyou
Senior Financial Analyst Chief Administrative Officer
74
REPORT TO COUNTY COUNCIL
FROM:Dan Scheid, Legislative ServicesCoordinator
DATE:January 16, 2019
SUBJECT:Land Division Committee Appointments (4-Year Terms)
INTRODUCTION:
ursuant to Elgin County Council’s Procedural By-law 18-38, Council shall appoint a
P
seven (7) member Land Division Committee, one member from each constituent
municipality, who shall individually hold office during the term of the Council that
appointed them.
Notification of from each of Elgin’s constituent municipalitieswas received and it is
recommended that these individuals be appointed by County Council to serve on the
Elgin County Land Division Committee.
DISCUSSION:
The following individuals were appointed by Elgin’s constituent municipalities:
John Seldon (Bayham)
Rosemary Kennedy (Malahide)
Kathleen Schaper (Aylmer)
Dennis O’Grady (Central Elgin)
John Andrews (Southwold)
John R. “Ian” Fleck (Dutton Dunwich)
Dougal Aldred (West Elgin)
Council is required to appoint these individuals to the Land Division Committee by by-
law.
RECOMMENDATIONS:
THAT thefollowingbe appointed to the ElginCounty Land Division Committeefor
the term January 1, 201 to December 31, 20:
John Seldon (Bayham)
Rosemary Kennedy (Malahide)
Kathleen Schaper (Aylmer)
Dennis O’Grady (Central Elgin)
John Andrews (Southwold)
John R. “Ian” Fleck (Dutton Dunwich)
Dougal Aldred (West Elgin); and;
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THAT By-Law 15-03 titled “Being a By- Law to Appoint a Land Division Committeeand
to Repeal By- Law No. 11-02” be repealed; and;
THAT By-Law19-02titled “Being a By- Law to Appoint a Land Division Committeeand
to Repeal By-Law No. 15-03” be enacted.
All of which is Respectfully Submitted Approved for Submission
Dan Scheid Julie Gonyou
Legislative Services Coordinator Chief Administrative Officer
76
REPORT TO COUNTY COUNCIL
FROM:Mike Hoogstra,Purchasing Coordinator
DATE:January 14, 2019
SUBJECT:Quarterly Information Report - Contract Awards
October 1, 2018 to December 31, 2018
INTRODUCTION:
As per the Countyof Elgin's Procurement Policy,an information report containing the
details relevant to the exercise of delegated authority for all contracts awarded that
exceed $15,000including amendments and renewals is to be prepared and reported to
Council. This report covers the period from October 1, 2018 to December 31, 2018.
DISCUSSION:
The Council of the Corporation of the County of Elgin delegated authority to the Directors
to award contracts as follows:
ValueReport Status
Greater than $15,000 No report to Council required if within 10% of the
but less than $50,000approved budget allocation
Greater than $50,000 No report to Council required if within approved
but less than $100,000budget
Council also approved that an information report would be brought forward containing
details of the award of contracts including amendments and renewals. The detailed report
of the award of contractsis attached as Appendix A.
RECOMMENDATION:
THAT the report titled “Quarterly Information Report - Contract Awards, October 1, 2018
to December 31, 2018”from the Purchasing Coordinator,dated January 14, 2019, be
received and filed.
All of which is Respectfully Submitted Approved for Submission
Mike Hoogstra Julie Gonyou
Purchasing CoordinatorChief Administrative Officer
Jim Bundschuh
Director of Financial Services
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APPENDIX A
Purchases/Projects greater than $15,000
October 1, 2018 to December 31, 2018
DepartmentBudget ProjectSupplier / Amount
(HST excluded)
AllocationContractor
Homes & CapitalTwo MaxiMove Lifts –Bobier VillaARJO Canada$26,564
Senior
Services
Homes & CapitalTwo MaxiMove Lifts, One Alenti ARJO Canada$49,083
Senior Lift & One Carendo Shower Chair
Services–Elgin Manor
Homes & CapitalTwo MaxiMove Lifts, One Sara ARJO Canada$32,174
Senior Flex Lift – Terrace Lodge
Services
Information CapitalMicrosoft Office LicensesSoftchoice$84,624
Technology
Community & CapitalHigh Density Mobile Storage Ronen Systems$29,530
th
Cultural System – 4Floor (Museum Area)
Services
EngineeringCapitalEngineering/Architectural Services SPH Engineering$15,140
rd
for 3Floor North Renovations
rd
EngineeringCapital3Floor Renovations –Drywall,CD Drywall$32,267
Ceiling & Framing
rd
EngineeringCapital3Floor Renovations –Ductwork Paramount$19,869
and HVAC ConnectionsServices
rd
EngineeringCapital3Floor Renovations –Three Carrier Canada$17,685
Rooftop HVAC Units
rd
EngineeringCapital3Floor Renovations –Electrical R.A. Barnes $24.965
and Data WiringElectric
EngineeringCapitalNew HVAC Unit –Bobier VillaEngineered Air$39,375
EngineeringCapitalBridge & Culvert OSIM InspectionsSpriet Associates$39,610
78
REPORT TO COUNTY COUNCIL
FROM: Jim Bundschuh, Director of Financial Services
Mike Hoogstra, Purchasing Coordinator
DATE:January 11, 2019
SUBJECT: Terrace Lodge Redevelopment Project Update
INTRODUCTION:
th
At the January 8County Council meeting, Council approved proceeding with the
redevelopment option for Terrace Lodge. The report provides an update on the Terrace
LodgeRedevelopmentproject.
DISCUSSION:
The next stage in the process involves analysing the various types of procurement
strategies that are best suited for a project of this magnitude. Various options exist and
they are currently being evaluated based on feedback received from our current
Consultant and other Agencies. The traditional design-bid-build approach is the
approach used by the County for previous projects. Other options include Construction
Management and Design Build. Construction Management differs from the traditional
approach in that during the design phase a construction manager is brought on board to
work alongside the architect and then subsequently oversees the construction phase.
Design Build hires a firm to provide the design and construction services.
Options will be discussed with the Terrace Lodge Building Committee and a
th
recommendation to proceed will be brought forward at the February 12County Council
meeting.
CONCLUSION:
Staff isreviewing all options to proceed with the redevelopment of Terrace Lodge.
Options will be discussed with the Terrace Lodge Building Committee and a
recommendation to proceed will be presented at the February 12 County Council
meeting.
RECOMMENDATION:
THAT the report titled “Terrace Lodge Redevelopment Project Update” from the Director
of Financial Services and the Purchasing Coordinator dated January 11, 2019, be
received and filed.
All of which is Respectfully SubmittedApproved for Submission
Jim BundschuhJulie Gonyou
Director of Financial Services Chief Administrative Officer
Mike Hoogstra
Purchasing Coordinator
79
REPORT TO COUNCIL
FROM:Jim Bundschuh - Director of Financial Services
DATE:January 11, 2019
SUBJECT:Farm Tax Ratio
INTRODUCTION:
The Elgin County Federation of Agriculture (EFA) isrequestinga reduction in the farm
tax ratio from 25% to 23%. When the EFA made a request two years ago for a ratio
reduction, Council approved the recommendation “THAT tax ratios for all property
classes be maintained at their current level” from the “Impact of 2016 MPAC
Reassessment” report to Council dated January 3, 2017.
DISCUSSION:
The Municipal Property Assessment Corporation (MPAC) province-wide Current Value
Assessment (CVA) update is completed every four years. The January 1, 2008
valuation date affected the 2009-2012 tax years, the January 1, 2012 valuation affected
2013-2016 and the latest valuation on January 1, 2016 will affect 2017-2020. The 2012
and 2016 valuations have seen significant increases in farm landvalues.
The property tax system legislated by the Province of Ontario attempts to achieve fair
taxation usingCVA. The rise in farm values translates into a tax burden shift to the farm
class. Properties experiencing a market increase in the latest valuation will have the
valuation phased-in for property tax calculation purposes over the four-year tax cycle.
As a result, the tax burden shift to farms will not happen instantaneously in a single
year, but rather is being phased in over four years to soften the impact. If the County
and its partner municipalities wished to further reduce the impact,then changesin the
farm ratio could be considered.
However, tax ratios are typically altered either for fairness or strategic reasons. In the
January 3, 2017 report to Elgin County Council, there was no strategic reason to make
a change and a strong fairness-based reason to maintain the ratio. The report
concluded that:
“Maintaining the current tax ratios results in a shift of tax burden to the farm class from
other property classes. This shift is consistent with the “ability-to-pay” principle based
on the economic advantage farm businesses have gained the last eight years relative to
other classes such as the commercial business class.”
This conclusion holds equally true today as it did two years ago. Although farmers are
now seeing a levelling-off of farm prices, the provincially legislated property taxation
system mandates that property tax for 2017-2020 is based on property values as of
2016. As property values are the proxy for ability-to-pay and the farm class saw a 66%
increase in their property values over the last two assessment cycles, a shift in tax
burden to the farm class has resulted. However, a farm business of equal property
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value in 2012 to a commercial “Main St.” business still pays considerably less property
tax today than theMain St. business. This is the result of the farm/managed forest tax
rate being only 25% of the residential rate, whereas all other rates are greater than the
residential rate(Attachment I).
For example, in 2012 a $750,000 farm business would only have paid $2,700 in tax
compared to an equivalently valued business on Main St. that would have paid$25,000.
By the 2020 tax cycle the CVA of the farm business will have increased to $1.9 million
resulting in taxes of $6,800 based on the current tax ratio.Over the eight-year period,
the $4,100 increase in the taxes on an average farm is supported by the $1 million real
gain in property value realized by that same farm.In comparison, the commercial
business lost $100,000 in property value in real terms butwould see taxes of slightly
greater than $25,000.
If the farm tax ratio was decreased to 0.23, the tax on an average farm would be $400
less than it would be under the 0.25 ratio, whereas residential properties would see an
incremental $30 increase and the average property on Main St. would be $200 higher.
As evidenced by stagnant commercial property values, these Main St. businesses have
not had the same economic fortunes these last eight years as the farm businesses have
enjoyed through rising farm property values. A shift in tax burden by maintaining the tax
ratios would reduce the financial pressures on Main St. businesses, and it is hoped that
to some degree will help this sector remain a viable component of the community.
The strategic reason for changing ratios would be to attract businesses to the County.
Prior to 2017, Chatham-Kent was the only rural county to have a reduced farm tax ratio.
In 2018,the majority of rural counties in southwestern Ontario still maintained a 25%
farm tax ratio.However; Brant, Lambton, Oxford and Chatham-Kent now havelower
ratios, with Chatham-Kent being the lowest at 22%. The education tax ratios set by the
province remainsat 25%.
th
In a report to Council, titled “Tax Ratios” dated November 28, 2011,the County’s
Economic Development department concluded that tax rates play a minor role in the
site selection of businesses, with quality of place being the primary decision factor.
Although the focus of that report was on commercial and industrial properties, its
conclusions apply equally well to farm businesses.
Previous Elgin County Councils have held firm that the ability-to-pay principle is the
correct principle for property tax distribution despite pressure from the EFA to adopt the
benefit principle.The benefit principle states that those who use more services should
pay a higher tax rate.Currently, residential ratepayers use more services than they pay
for, and businesses (farm, commercialandindustrial) pay more taxes than the services
that they consume. If Council wishes to shift toward the benefit principle, it may wish to
consider a change for all business class ratios, not just the farm class.A reduction of
the farm ratio to 0.23 would cause an incremental 1%($30)increase in residential
taxes, and even higher if all business ratios are reduced.Is Council prepared for a
potential backlash from residential ratepayers?
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Altering the ratiocould set an unwanted precedent in the future. For example,
commercial or residential assessments could rise relative to farm valuesin the future.
Those counties that had previously loweredtheir farm ratio would see demand from
otherproperty classes for a change in ratios.Unfortunately, this would be at a time
when farmers are dealing with a weakened economic situation in which they would be
ill-equipped to deal with an increase in the farm tax ratio.How would the farming
community react to an increase in the ratioat a time when their relative prosperity has
weakened?
CONCLUSION:
The fairness-based reason for maintaining the farm tax ratio at 25% applies equally
today as it did in 2017 when Council concluded that the best decision was to leave the
ratio unchanged. But with some neighbouring counties having lowered their farm ratios,
there is a strategic reason for Council to consider a change. This consideration should
bear in mind that the benefit of a change is marginal from the perspective of farm
business attraction, and that the precedent set by such a change may have undesirable
futureconsequences.
RECOMMENDATION:
THAT Council provide staff direction on tax ratios for inclusion in the February 12, 2019
budget report.
All of which is Respectfully Submitted Approved for Submission
Jim Bundschuh Julie Gonyou
Director of Financial Services Chief Administrative Officer
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REPORT TO COUNTY COUNCIL
FROM:Michele Harris, Director of Homes and Seniors Services
DATE:January 15, 2019
SUBJECT:Homes – Dementia Care in Long-Term Care (LTC)
INTRODUCTION:
Long-term care Homes (LTCHs) provide care to a mostly senior population with a wide
range of chronic disease processes, one of which includes various forms of dementia.
An estimated 564,000 Canadians are living with dementia, according to the Alzheimer
Society of Canada. By 2031, the number of people with some form of dementia is
expected to hit 937,000 people.
Of the 247 beds at the three (3) County of Elgin Homes, 142 (or 57 %) of residents
currently has a diagnosis of one form of dementia. The disease progression of those
residents with dementia ranges from mild/early dementia to severe dementia.
DISCUSSION:
Dementia is a set of symptoms which includes loss of memory, understanding and
judgement. Risk factors may include, but are not limited to genetics, age (typically over
the age of 65 although diagnosis of persons can occur as early as in ones 40’s or50’s),
medical conditions (high blood pressure, strokes, diabetes, braininjury) and lifestyle
(stress, smoking, etc.).
The 10 warning signs of Alzheimer’s Disease include:
Memory loss that affects day-to-day abilities
Difficulty performing familiar tasks
Problems with language
Disorientation of time and space
Poor or decreased judgement
Problems with abstract thinking
Misplacing things
Changes in mood or behaviour
Changes in personality
Loss of initiative
There are many different types of dementia including, but not limited to:
Alzheimer’s Disease – the most common form of dementia, accounting for 64 %
of cases. It has a gradual onset and progression and symptoms include memory
loss that affects day-to-day functioning, difficulty performing familiar tasks,
problems with language, disorientation of time and place, poor or decreased
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judgement, problems with abstract thinking, misplacing things, changes in mood
and behavior,changes in personality and loss of initiative.
Frontotemporal Dementia – a disorder that primarily affects the frontal and
temporal lobes of the brain and often leadsto changes in personality, behavior
and problems with speech in the early stages. It is estimated that approximately
2% of all dementia cases are Frontotemporal Dementia.
Lewy Body Dementia – a person may experience symptoms similar to those of
Parkinson’s disease such as rigidity, tremors, stooped posture and slow shuffling
movements along with Alzheimer’s disease symptoms such as loss of memory
and language and reasoning issues. Visual hallucinations are common and can
worsen during times of increased confusion. It accounts for 15 -20 % of all
dementias.
Vascular dementia – also calledMulti-Infarct Dementia, occurs when the cells in
the brain are deprived of oxygen. It usually has a sudden onset and is often
caused by a stroke. After Alzheimer’s disease, Vascular Dementia is the second
leading cause of dementia (about 20% of cases).
Creutzfeldt-Jakob Disease (CJD) – is a rare, rapid form of dementia. It is a
disease linked to eating beef products from cattle infected with bovine
spongiform encephalopathy (BSE) or “Mad Cow” disease. It often takes years or
even decades after infection before someone with CJD develops signs and
symptoms and then onset and progression is rapid.
Diagnosisof Alzheimer’s Disease and Dementia
Symptoms of dementia/Alzheimer’s disease can be similar to symptoms of other
conditions such as depression, thyroid/heart disease, infections, drug interactions or
alcohol abuse. No single test can tell if a person has Alzheimer’s disease. The
diagnosis is made through a systematic assessment that eliminates other possible
causes. The diagnosis can be made by anattending physician or a specialist who may
refer the person to other health care professionals (HCPs). They will look for problems
with memory, reasoning, ability, language and judgement, and how these affect day-to-
day function. The process may include, but is not limited to,the following:
Medical history
Mental status exam – e.g. Mini Mental Status Exam (MMSE)
Physical exam
Laboratory tests
CT scan and/orMRI
The County of Elgin Homes use the Functional Assessment Staging of Alzheimer’s
Disease(FAST) tool to evaluate residents at the more moderate-severe stages of
dementia when the MMSE no longer can reflect changes in a meaningful clinical way.
The FAST scale has seven stages from 1 (normal adult with no cognitive decline) to 7
(severe dementiawhere speech is lost and loss of urinary and bowel control).
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Treatment/Managementof Dementia and Related Symptoms
There is currently no cure for dementia; but there are medications and other
approaches thatcan successfully help with some of the symptoms and improve quality
of life.
Management ofdementia relatedsymptoms in the County of Elgin LTCHsincludes, but
is not limited to, the following:
Medications - there are several medications available that may help with
symptoms such as decline in memory, language, thinking abilities and motor
skills. Those who respond to medication can experience improvements in their
quality of life that may last for months.
Healthy lifestyle choices- physical activity, healthyeating, keeping your brain
challenged, reducing stress, monitoring blood sugar, cholesterol, blood pressure,
staying socially active.
Dementia Care Education andresources for staff, residents, families, volunteers.
GPA – Gentle Persuasive Approaches training – the curriculum is appropriate for
all staff in Long-Term Care Homes and Adult Day Programs. This training is a
7.5 hour day and is case-based, interactive and practical. It reframes challenging
behaviour to be interpreted as self-protective/defensive or responsive behaviour
that occurs as a result of potentially unmet needs.
Partnership with the Alzheimer Society for training/support – case based,family
support/education.
Behavioural Supports Ontario (BSO) –internal and external mobileteams. The
County of Elgin Homes have high functioning internal BSO teams that:
o include Registered Practical Nurses (1-2/Home) and Personal Support
Workers (1-2/Home) provided with provincially funded dedicated
time/hours to assess residents with dementia, develop resident centered
care plans, implement and evaluate care plan specific interventions,
provide support to the care team including family;
o supported training for several registered staff at all three (3) Homes to
attend PIECESand other relatedtraining(s) opportunitieswhich provides
assessment tools and strategies related to the residents physical,
intellectual, emotional, capabilities, environmental, and socialneeds;
o attendance at Teepa Snow dementia care related workshops/webinars;
o participates in, and has presented at, bi-monthly County wideBSO team
networking events;
o were highly involved in the development and review of the Homes’
“Responsive Behaviours” policy and procedure and related tools;
o work closelywith the Medical Directors, attending physicians,
management, family, and front line staff to develop strategies for the
successful management of responsive behaviours and quality of life for
resident(s), families, and staff
Over the years, a large percentageof the Homes Personal Support Workers
have been provided opportunities to attend U-First training opportunities.
Responsive Behavior policy – thatprovides direction and tools to screen (prior,
upon and during admission), assess, care plan, monitor, and evaluateresidents.
Care conferences to support effective careplanning and quality of life for
residents.
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Referrals as required to the BSO external mobile team, psychogeriatric resource
team, STEGH mental health, etc.
Non-pharmacological therapies such as music therapy, aromatherapy, pet
therapy, massage, etc.
Secure (locked) unitand awander guard system for resident safetyto minimize
the risk of elopement related to exit seeking behaviours.
Alzheimer Society Caregiver support groups – monthly (September – June) drop-
in featuring information sessions on various issues related to dementia and
opportunity to ask questions and connect with others experiencing similar
challenges. These support groups are currently hosted at two (2) of the County
of Elgin Homes (Bobier Villa, Terrace Lodge) as well as Valleyview, andElgin
mallcommunity room
The Butterfly Model
A Toronto Star article by Moira Welsh June 20, 2018, highlighted a program from the
“Dementia Care Matters” organization known as the “Butterfly Model”. David Sheard
(Founder) andPeter Bewert (CEO) of Dementia Care Matters have implemented the
Butterfly Program/Model in LTCH’s in the United Kingdom and Ireland, Canada(6 in
Albertaand, several recent/upcomingimplementations in Ontario), United States and
Australia.
The Dementia Care Matters website provides the following information:
“Dementia Care Matters is a culture change organization that offers an action based,
evidence-approach to improving care in organizations realizing the possibility to really
reach and connect to a person living with dementia. In addition to its internationally
awarded Butterfly Model, Dementia Care Matters provides training, consultancy, and
project management options in health care settings.”
“Their dementia care philosophy requires a shift in care services from solely providing
task based care (“doing it”) to achieving real emotional connection through person-
centred care – seeing, hearing and feeling the lived experience of the resident on a
minute by minute basis.”
“Dementia Care Matters has developed an approach using the metaphor of a butterfly.
Staff who ‘get it’, know in their heart that quality of life matters. They learn how to look,
sound and feel like butterflies at work. Being natural in dementia care involves flitting
between people, being still, connecting, creating colour and changing moments.”
“Recognizing that managers and staff struggle to change cultures of care through
training alone, care homes can contract with Dementia Care Matters for a one year
culture change program known as a Butterfly Project. Dementia Care Matters has
pioneered a 'Household model' where 3 elements - Leadership Consultancy, House
leader/Nurse Coaching and the "Being a Butterfly®" learning program for staff are led
by a Dementia Care Matters Project Consultant. This is a published model in 'Achieving:
real outcomes in dementia care homes.'”
“Currently over 100 Care Homes, spread across the corporate, local authority,
charitable and independent organizations have adopted this model. This leads to
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achieving The Butterfly Model of Care Quality of Life Accreditation Award and being
recognized as a Butterfly Care Home.”
“Organizations have come to see that this model of dementia care is transferable, with
some appropriate adjustments, to all care homes supporting people living with or
without a dementia.”
A Peel Region LTCH, Malton Village, was highlighted in theToronto Stararticle which
outlined some of the details and successes ofthe program for the Home’s dementia unit
residents and front line staff some of which included:
Reduction in the use of antipsychoticsfrom 34% to 10 %
Reduction inresponsive behavioursto zero (0) for resident to resident; and, a
significant reduction in resident to staff
Unintended weight loss reduced to zero (0)
Reduction in falls
Unintended increase in functional abilities – eating, dressing, communication
Increased staff moral
Decreased staff sick time
TheButterfly Model program fee varies depending on the package selected with an
approximate fee of up to $100,000 for the (twelve) 12 month program which includes
intensetraining program and audits of the Home (baseline assessment and two times
during the year long program to evaluate change/progress). Audit scores of the Home
rangebetween 1 (best) to 10 (worst). In addition to the programfee would be the costs
of front line staff program training (wages and benefits) and staff replacement to attend
the training with an approximate cost of $70,000.
Some of the possible program concepts include:
Environmental changes such as the incorporation/use of colour(s) – painting,
decorations, furniture, etc.
Separation of residents on dementia unit(by hallways – i.e. early/mid dementia
on one hallway and severe dementia on another hallway)
Musictherapy
Front line staff training - up to 8 daysoftrainingfor all full-time and part-time
employees (all disciplines) that work on the dementia unit
Staged training - one (1) day of training followed by operational and
environmental implementation before the next day/area of training
Use of a mastertrainer approach (e.g. up to 3 staff as master trainers) –
empathy, emotionally open, becoming friends with residents, organizing the day
on how the resident feels, time to sit and chat about anything, etc.
In addition to the Butterfly Model program, the Dementia Care Matters organization
offers courses such as:
Becoming a Butterfly – 1 day
The Heart of Dementia Care – 1 day
Other learning resources
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There are other models of approach to dementia care, including, but not limited to:
GreenHouse Project – an emotion based model by Dr. Bill Thomas, New York
State Geriatrician;
Positive Approach to Care – developed by Teepa Snow, provides a wide variety
of services to enhance awareness and increase dementia care skills including
The Gem Model, Hand over Hand and “Teepa Talks” all aimed at creating
supportive positive opportunities for dementia residents to be involved with their
care;
Dementia Village – a new concept developed in the Netherlands where residents
live in a fully functioning secured village, support workers are store clerks and
other “staff” within the village. Many residents do not realize they are in a secured
environment.
CONCLUSION:
The County of Elgin Homes has an extensivedementia care program which includes
mandatory new employeeand annual training for all staff, GPA training for all front line
staff working with dementia residents, high functioning and collaborative internal BSO
teams, successful partnerships with the Alzheimer Societyand external/mobile BSO
team. The Homes embrace new opportunities, where able, forongoing education and
concepts to support high quality, person centered dementia care.
RECOMMENDATION:
THAT the report titled “Homes – Dementia Care in Long-Term Care (LTC)”
dated January 15,2019be received andfiled.
All of which is Respectfully SubmittedApproved for Submission
Michele HarrisJulie Gonyou
Director of Homes and Seniors ServicesChief Administrative Officer
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REPORT TO COUNTY COUNCIL
FROM:Julie Gonyou, Chief Administrative Officer
Alan Smith, General Manager, Economic Development
DATE:January 16, 201
SUBJECT:Satellite Offices:Elgin Business Resource CentreContract
INTRODUCTION:
The Elgin Business Resource Centre (EBRC) has requestedElgin County’songoing
commitment of funding forthe provision of satellite EBRC offices in the Town of Aylmer
andthe Municipality of DuttonDunwichfor an additional three (3) yearsat a cost of
$190,000/year ($570,000 total).The current contract will expire on March 31, 2019.
The County hasprovided $1.2Mof funding to EBRC since 2012. The current ask of
$190,000/year for three years ($570,000) would bring the 10 year total of municipal
commitment to this service to $1,770,000 (2022).
The purpose of this report is to determine whether County Council can support a
continued contribution to this federal service for an additional three (3) years - a
decision that must be considered carefullywithin the broader context of the financial
pressures faced by the County.
EBRC has provided County Council with an overview of the service and has highlighted
the success of this program. It is recommended that County Council consider the
informationprovided by the General Manager of the EBRC at the January22, 2019 in
concert with this report. This report does not seek to underemphasize the success of
the EBRC satellite offices rather focuses on the request for funding.
BACKGROUND:
The Elgin Business Resource Centre (EBRC) is a federally funded Community Futures
Development Corporation (CFDC) with a primary office located in the City of St.
Thomas. The mandate of CFDCs is to provide business support servicesand loansto
“rural Ontario” and thisincludes Elgin County and the City of St. Thomas.
The Aylmer office opened in 2012 as a “pilot project” and the Dutton office opened in
2014. In 2013, Council made a three (3) year commitment of $175,000/year. In 2016,
County Council committed anadditional three (3) years of funding for the two (2)
satellite offices.As an enhancementto the service provided by EBRC, the County has
provided close to 100% funding for two EBRC offices in Aylmer and Dutton (190,000 of
the total cost $193,097(April 1, 2018 – March 31, 2019).
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FUNDING:
Council is tasked withcarefully managing both risk and escalating costs for our
taxpayersand challenging staff to “do more with less”.Council will have to manage
escalating cost forour mandatedservicesin the areas ofland ambulance, long term
care, infrastructure, etc.which are increasingly difficult to sustainwhen funds available
throughprograms such as the Ontario Municipal Partnership Fund are declining. As a
federally funded program, it is important to note that this program is not a mandated
service and this request for funding is 100% discretionary.
It is highly unusual for municipalities to provide supplementary funding fora federal
government program. As Council considers the budget pressures of our mandatory
programs and the subsequent risk associated with cuttinglegislated programsin favour
of discretionary programs and services, it is recommended that Council carefully
balance off the benefits of enhancing and supplementing this service against the
operational costs.
Elgin County’s ongoing commitment to the business communityandentrepreneurs is
evidenced through Council’s significant investment in theprovision of economic
development initiatives includingthe following:
-Community Improvement Program – funding for community/property
improvement for businesses and property owners through the Elgincentives
Program.
- Ambassadors Program – networking and workshop opportunities for local
businesses.
- Elgin County Conference Series – provides business owners updates on
trends/best practices in various sectors to help their business operations.
- Marketing and promotion services through various programs including tourism
membership (tour guide, social media, website, quarterly reports), Savour Elgin
and Arts Trail.
- Investment and business opportunities.
- Tourism directional signage and business outreach services.
- Liaison between government and industry.
- Partnership development and facilitation to the business community.
- Business attraction and retention.
CONCLUSION:
This report seeksdirection from County Council and the following options are provided
for Council’s consideration:
1.Continue to supplement the EBRC’s base funding and commit to an
additional three (3) years of funding for the two EBRC satellite officesin the
amount of $190,000/year.
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ithdraw supplementary funding for the two satellite offices.Notice must be
2.W
given by January 31, 2019 of a decision to withdraw funding.The availability
of loans available through the CFDC will not change. Finding efficiencies in
service delivery to include remote or in-person outreach will be the
responsibility of the EBRC.
RECOMMENDATION:
THAT County Council proceed with one of the two options presented and provide
necessary staff direction.
All of which is Respectfully SubmittedApproved for Submission
Alan SmithJulie Gonyou
General Manager Economic DevelopmentChief Administrative Officer
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REPORT TO COUNTY COUNCIL
FROM:Julie Gonyou,Chief Administrative Officer
DATE: January 16, 2019
SUBJECT:Council Remuneration
INTRODUCTION:
At the May 22, 2018 Council meeting, the “Councillor’s Remuneration – One-Third Tax
Allowance” report was presented and a decision was made to direct staff to prepare a
report detailing the decisions made by other municipal councils in regards to Council
remuneration. A follow up report was presented to County Council on July 10, 2018
and County Council received a report “Amended – Councillor’s Remuneration – One-
Third Tax Allowance”. County Council consented to an increase in compensation for
the Warden and Councillors to offset the elimination of the one-third tax allowance. This
decision was made by Council for the benefit of their successors, the 2018-2022 term of
Council.
The purpose of this report is to share with the new term of Council the reports that were
presented to County Council in May and July 2018 and determine whether County
Council would like staff to conduct additional research in regard to Council remuneration
and provide alternatives for Council’s consideration as part of the February 12, 2019
agenda.
DISCUSSION:
t is likely that most Counties have made decisions in regard to Council remuneration for
I
the new term. A recommended next step is to assess how Elgin’s Warden and Council
remuneration compares to that of neighbouring municipalities.
RECOMMENDATIONS:
THAT the report from the Chief Administrative Officer titled “Council Remuneration”
dated January 16, 2019 be received and filed; and;
THAT staff be directed to provide a follow up report to County Council in regard to
Council and Warden remuneration at the February 12, 2019 Council meeting.
All of which is Respectfully Submitted
Julie Gonyou
Chief Administrative Officer
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REPORT TO COUNTY COUNCIL
FROM:Mathew Waite, Financial Analyst
Jim Bundschuh, Director of Financial Services
DATE: July 10, 2018
BJECT:Amended Councillors’ Remuneration - One-Third Tax Allowance
SU
INTRODUCTION:
At the May 22, 2018 Councilmeeting,the “Councillor’s Remuneration – One-Third Tax
Allowance” report was presented and a decision was made to prepare a subsequent
report outlining the decisions made by other municipal councils in regards to Council
remuneration.
DISCUSSION:
The attached Schedule A outlines several organizationsand their decisions regarding
theFederal Government’selimination of the one-third tax allowance.From the attached
schedule: three organizations have decided to increase council’s remuneration to offset
the elimination of the tax exemption, one organization has decided to leave Council
remuneration unchanged, and five organizations have yet to makea decision.
CONCLUSION:
With the elimination of the one-third tax exemption effective January 1, 2019, Elgin
Countywill experience incremental operating costs whether the decision is to gross up
or leave council remuneration unchanged. Schedule B contains the impact on Elgin
County as outlined in the original report.
RECOMMENDATION:
THAT the report titled “Amended Councillors’ Remuneration - One-Third Tax Allowance”
dated July 10, 2018be received and filed.
All of which is Respectfully SubmittedApproved for Submission
Mathew WaiteJulie Gonyou
Financial AnalystChief Administrative Officer
Jim Bundschuh
Director of Financial Services
94
TBDTBDTBDTBDTBD
Changed
-
Decision
Gross UpGross Up
Un
$5,000 increase
for more information
asked
Comments
Report to CouncilReport to CouncilReport to CouncilReport to CouncilReport to HR CommitteeAddress before end of termRemuneration linked to lower tiersReport to Council later this fallCouncil
95
hangedhangedhangedhangedhanged
Remain Unc
Report Recommendation Increase Warden and Council by $5,000 eachGross Up or Remain UncGross Up or Remain UncGross Up or Remain UncGross Up orTBDTBDTBDGross Up or Remain Unc
TBDTBDTBD
July 3, 2018July 5, 2018July 5, 2018
Report Date
June 13, 2018June 28, 2018
April 24, 2018
A:
Organization MiddlesexNorfolkOxfordPerthBruceLambtonEssexHuronGrey
SCHEDULE
SCHEDULE B:
REPORT TO COUNTY COUNCIL
FROM: Mathew Waite, Financial Analyst
Jim Bundschuh, Director of Financial Services
DATE: May 15, 2018
BJECT: Councillors’ Remuneration - One-Third Tax Allowance
SU
INTRODUCTION:
As part of the 2017 Federal Budget, it was proposed that the one-third tax exemption for
non-accountable allowance paid to municipal officers will be eliminated effective
January 2019. This report outlines the history of the one-third tax exemption, the
potential impact on councillor remuneration, and it’s implications on Elgin County.
DISCUSSION:
Introduced in 1947 under the Income Tax Act, one-third of a municipal officer’s total
remuneration can be excluded from their taxable income and be earned tax free. The
purpose of this exemption was to compensate municipal officers for their non-
accountable expenses incurred while carrying out their duties of office.
I
n December 2001, the Municipal Act enabled municipal governments the flexibility to
eliminate the one-third tax exemption. This change was intended to increase the
transparency of elected official’s remuneration. As of January 2003, the one-third
exemption no longer applies unless Council passes a resolutionin each term of Council
to maintain it. If a resolution is not enacted, then the one-third portion would become
taxable.
In March 2017, the Federal Government decided to eliminate the one-third tax
exemption for non-accountable expenses incurred by municipal officers effective
January 2019.
Currently, the Warden and Council members are receiving one-third of their
remuneration as non-taxable. With the Federal Government’s proposed change there
are financial implications on the Warden’s and Councillors’ net after tax remuneration. In
addition, their will be incremental costs to Elgin County.
96
The financial impact on Council’s net remuneration and Elgin County’s operating budget
depends on which option is selected. The attached Schedule A outlines the current
remuneration for Council. Schedule A also provides the two potential options regarding
their remuneration. Option one has no increase in remuneration resulting in a decrease
in net pay as a result of the Federal tax policy change (Warden $6,347, Councillor
$2,167). Option one also results in an increase in annual operating cost for Elgin County
of approximately $13,309.
Option two proposes grossing up both the Warden’s and Council’s remuneration to
result in the same net pay to offset the elimination of the one-third tax exemption. This
option has no impact on the Warden’s or Council’s net remuneration. However, there is
a $48,542 incremental cost to Elgin County’s annual operating budget.
CONCLUSION:
With the Federal Government’s decision to eliminate the one-third tax exemption, there
will be incremental costs to Elgin County. Furthermore, if Council’s remuneration
remains unchanged both the Warden and Councillor’s will experience a deduction in net
pay. Alternatively Council could increase theirpay to reduce/eliminate the negative
impact of the tax policy change. In addition, their remuneration should reflect the
demanding nature and responsibilities of the position in order to attract capable
candidates.
RECOMMENDATION:
THAT the report titled“Councillors’ Remuneration - One-Third Tax Allowance” dated
May 15, 2018 be received and filed.
THAT Council approve Warden and Council remuneration for the new Council taking
effect December 1, 2018
All of which is Respectfully SubmittedApproved for Submission
Mathew WaiteJulie Gonyou
Financial AnalystChief Administrative Officer
Jim Bundschuh
Director of Financial Services
97
98
CORRESPONDENCE – January 22, 2019
Items forInformation– (Attached)
1.Alzheimer Society Elgin-St. Thomas Invitation to Music for Memories
2.St. Thomas & District Chamber of Commerce Invitation to the State of the
Municipalities Luncheon
3.Southwestern Public Health – Committee Appointments Notification
99
You are invited to join us for a
Lunch and Learn!
Friday January25th
22;41!b/n/!up!2;41!q/n/
A
Central United Church
246!Xfmmjohupo!Tusffu
Tu/!Uipnbt/
)qbsljoh!pgg!Nppsf!Tu/*
MUSIC FOR MEMORIES!
Mvodi!jt!tqpotpsfe!cz!Nfudbmgf!HbsefotSfujsfnfou!Sftjefodf-
Please RSVP before January 18 todianna2@rogers.com
100
The St. Thomas & District Chamber of Commerce is once again hosting a Mayor’s Lunch on February 28
at St. Anne’s Centre. The recent municipal election has brought a couple new faces to the Mayors table.
This event is open to the public for $45/ticket + hst, and Chamber Member will receive a discounted
price of $35/ticket + hst. Doors open at 11:15 am and a hot buffet lunch will be served from 11:30 am –
noon, before we begin with the Mayors’ remarks.Groups of 4+ will receive reserved seating.
Contact me today to reserve your tickets.
|Christy Hunking
Member Services Rep
|
|St. Thomas & District Chamber of Commerce
|300 South Edgeware Road, St. Thomas
|519.631.1981 x. 526
|www.stthomaschamber.on.ca
St. Thomas Uncorked is coming up on January 26 – it’s a fun-filled evening of mystery wines, food and
fun. Limited tickets are available – currently over 80% sold.
Don’t miss out!
101
St. Thomas Site WoodstockSite
Administrative Office 410 Buller Street
1230 Talbot Street Woodstock, ON
St. Thomas, ONN4S4N2
N5P1G9
January 14, 2019
Ms. Julie Gonyou
Chief Administrative Officer
County of Elgin
450 Sunset Drive
St. Thomas, ON
N5R 5V1
Dear Julie,
Please be advised that at the January 9, 2019 Board of Health meeting, the Board appointed
the following Board members to Southwestern Public Health’s Standing Committees:
Governance Standing Committee:
Grant Jones
Finance and Facilities Standing Committee:
Tom Marks
Standing Committees of the Board, meet on average four (4) times per year or more frequently
at the call of the Chair. If you have any questions, please don’t hesitate to ask.
Kind regards,
Cynthia St. John
Chief Executive Officer
Southwestern Public Health
c.SWPH Board of Health file
102
COUNTY OF ELGIN
By-Law No. 19-02
“BEING A BY- LAW TO APPOINT A LAND DIVISION COMMITTEE
AND TO REPEALBY- LAW NO. 15-03”
WHEREAS pursuant to Section 56 of the Planning Act, being Chapter P.13 of the
Revised Statues of Ontario, 1990,as amended, an upper-tier municipality may by by-law
constitute and appoint a land division committee composed of such persons, not fewer
than three, as the council considers advisable.
NOW THEREFORE the Municipal Council of the Corporation of the County of Elgin
enacts as follows:
1.That a Land Division Committee is hereby constituted and the following persons are
hereby appointed to membership on the said Committee for the term January 1, 2019 to
December 31, 2022:
John Seldon(Bayhm)
Rosemary Kennedy (Malahide)
Kathleen Schaper(Aylmer)
Dennis O’Grady(Central Elgin)
John Andrews(Southwold)
John R. “Ian” Fleck (Dutton Dunwich)
Dougal Aldred (West Elgin)
2.That the Members of the Land Division Committee be paid the following remuneration
for attending meetings of thesaid Committee:
a)For attending a duly called meeting of the Committee, each Member shall be
paid a per diem of $150.00 per half day and $300.00 for a full day meeting.
b)In addition to the above remuneration, the Chair shall receive an additional
$250.00 per year to recognize the additional responsibilities of the position.
c)In addition to the above remuneration, each Member shall be paid the same rate
for each kilometre necessarily traveled in attending such meetings as established
by Council for the use of personal vehicles while on County business.
3.Each Member shall be paid, in addition to the above remuneration, $60.00 for each
application that the member investigates to cover mileage.
4.For attending a convention/workshop, within the Province of Ontario, providing the
convention/workshop is relevant to the business of the Land Division Committee:
a)Theper diem rate, registration fee, approved expenses and standard mileage
from St. Thomas to the convention/workshop site and return (see Schedule “A”),
paid at the same rate established for the use of personal vehicles for County
business.
b)Whenever possible, persons are encouraged to travel together in order to reduce
costs.
c)A per diem rate of $150.00 per day, adjusted from time to time, shall be paid and
limited to actual number of days that the convention/workshop has sessions
listed which the delegate attends.
d)Accommodation, at the approved hotel rate, shall be reimbursed from receipts
and limited to the actual number of days that the convention/workshop has
sessions listed which the delegate attends.
103
e) A meal allowance of $75.00 per day will be paid if not provided or included in the
registration and limited to the actual number of days that the convention/
workshop has sessions listed which the delegate attends.The meal allowance is
applied when staying at least one night, otherwise meals are reimbursed through
receipt and actual cost.
f) Parking shall be reimbursed from receipts and limited to the actual number of
days that the convention/workshop has sessions listed which the delegate
attends.
g) Claims for reimbursement of expenses and per diem shall be made on approved
claim forms, complete with receipts (see Schedule “B”). Reimbursement shall be
made as soon as possible afterreceipt of claim but will coincide with the next
scheduled cheque run.
h) The above provisions shall be subject to budgetary limitations.
5.That By-Law No. 15-03be, and the same is, hereby repealed.
6.That this By-Law shall become effective January22, 2019.
nd
READ A FIRST, SECOND AND THIRD TIME AND FINALLY PASSED THIS 22
DAY OF
JANUARY 2019.
Julie Gonyou, Duncan McPhail,
Chief Administrative Officer Warden
104
!4!
SCHEDULE “A”
CONVENTION/WORKSHOP MILEAGE
ST. THOMAS AND RETURNKM
BRANTFORD225
BURLINGTON280
CHATHAM230
COLLINGWOOD545
CORNWALL1,235
GODERICH260
GUELPH310
HAMILTON270
KINGSTON920
KITCHENER-WATERLOO250
LONDON 65
MIDLAND650
NIAGARA FALLS430
NORTH BAY1,025
ORILLIA630
OTTAWA1,275
OWEN SOUND480
PETERBOROUGH645
PORT COLBORNE400
ST. CATHARINES385
SARNIA245
SAULT STE. MARIE1,730
STRATFORD200
SUDBURY1,140
THUNDER BAY3,135
TORONTO440
WINDSOR385
ADMINISTRATION BUILDING ELGIN MANOR16
ELGIN MANOR TERRACE LODGE50
ELGIN MANOR BOBIER VILLA67
BOBIER VILLA TERRACE LODGE115
105
(ATTACH RECEIPT)(ATTACH RECEIPT)(ATTACH RECEIPT)(ATTACH RECEIPT)(ATTACH RECEIPT)
NAMED CONVENTION/
-
INCLUDED IN THE REGISTRATION
PROVIDED OR
SIGNATURE
!
5
!106
COUNCIL.
CLAIM FORM
SCHEDULE “B”
$75/DAY IF NOT
CONVENTION/WORKSHOP EXPENSE
AUTOMOBILE ( ) TRAIN ( ) AIR ( )$ $
$
$
$
$
MEALS PARKING
–
–
TION PAID BY DELEGATE
6
/0
NAME OF CONVENTION/WORKSHOPLOCATIONDATES ATTENDEDREGISTRA(EXCLUDE SPOUSE)TRANSPORTATION BYACCOMMODATION PAID BY DELEGATEALLOWABLE EXPENSESI CERTIFY THAT THE ABOVE EXPENSES HAVE BEEN
INCURRED IN ATTENDING THE ABOVEWORKSHOP, WHICH HAS BEEN APPROVED BY COUNTY DATE 12
!6!
FOR FINANCIAL SERVICES OFFICE USE ONLY
NAME
CONVENTION/WORKSHOP
DATES
GST
INCLUDED
NO. OF DAYS @ $150.00= $ $
REGISTRATION= $ $
TRAVEL Km @ $0.495 = $ $
= $ $
ACCOMMODATION = $ $
ALLOWABLE EXPENSES= $ $
= $ $
= $ $
= $ $
TOTAL CLAIM= $ $
107
108
2028 Ten Year Plan
2019 Capital Budget
2019 –
109
cycle of infrastructure, the
investing is:
-
the missed funds will need to be made up in the futureincremental funds will be required due to degradation
••
30+ years ago governments were able to tighten their spending on infrastructure and thereby reduce taxation Given the long life-implications of these decisions were not immediately obviousThe
risk of underIn Elgin County, 85% of infrastructure is comprised on linear assets (roads and bridges)
Historical Underspending
110
County Road Network
111
13,000 (1,800 average)
-
k
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N
Culverts (>3m)
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82
Lane Hot Mix RoadwaysLane Surface Treatment Roads (Tar & Chip)
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Bridges &
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AADT ranges from 250 Local municipal partners maintain the County Roads through formal service agreements.
g
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585 km108 km 60
E
112
113
When Were The Roads built?
114
Keeping Good Roads Good
-
General Philosophy: invest in roads that are in good condition before they deteriorate and require more costlier treatments. Not to automatically repair roads in poor condition, rather,
allowing them to systematically deteriorate and rehabilitate them before they become unsafe. Choosing the “right” treatment to the “right” road at the “right” time.
Pavement Preservation
115
Pavement Lifecycle: Maintenance Cost vs. Condition
Typical Road Deterioration Curve
116
standard practice used to quantify
-
determined by physical inspection of each
–
(1 = highest level of distress, and 20 the lowest)
Condition (SAR) road segmentCapacity / growthDrainage requirementsRoadside environmentConstruction historyPlanned work by others
••••••
Engineering Services maintains a comprehensive road network asset database through which road improvements are managed.The process through which a road segment is selected for rehabilitation
take into consideration factors including:SAR follows ASTM 6433 condition of roadways; and is defined on a scale of 1 to 20
Road Condition Evaluation
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, R1, MR1
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CIREAM/R1, MR2, PR2,
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117
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ANoneCrack Sealing,MicrosurfacingR1, MR1, PR1, CIREAM/R1PR1,ReconstructionReconstruction, Surface Treated Roads
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R1 = single lift asphalt resurfacing MR1/MR2 = mill & single/double lift asphalt resurfacingPR1/PR2 = pulverize single/double lift asphalt resurfacingCIREAM
Structural Adequacy Rating (SAR)
118
When were the Roads built?
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119
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Keeping Good Roads Good
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Transverse cracking (thermal and reflective)Longitudinal Centreline crackingMap/Block crackingRavelling and oxidation
Asphalt Road with a minimum of 150mm Hot MixNot resurfaced for 10 to 20 yearsStructurally Adequate / no major drainage issuesTypical distresses include:
Road Selection
Pavement Preservation
120
Typical Road Lifecycle Treatments
121
Typical Road ready for Preventative Maintenance
122
Typical Road Surface Condition prior to Microsurfacing
Investing in Roads that are in Good Condition
mix paving system
-
123
modified, cold
Thin, Polymer-Dense graded, high quality aggregate, asphalt emulsion, water and mineral fillersQuick setting (1 hour)Pioneered in Germany in 1960sExpected 5 year lifeLow energy requirements,
environmentally safe and emits no pollutants
What is Microsurfacing ?
124
Typical Microsurfacing application on lower volume road.
2010
-
125
Rd 40 BEFORE and AFTER Microsurfacing (1lift)
126
Fill small cracks and seals surface from water Corrects minor surface irregularities (rutting)Provides skid resistance and new wearing surface on polished/ravelled roadsDark colour provides
contrast for pavement markings and assists in thermal heating Course texture aids in salt retention for snow meltCost effective
Microsurfacing Benefits
$35,000/km
-
127
1 lift = +/
-
$115,000/km
-
Must select the “right” road
$115,000 / 15 years = $10,000/yr$35,000 / 5 years = $7,000/yr
••
50mm Hot Mix Asphalt Overlay plus Granular ‘A’ Shouldering = +/Microsurfacing Type 3
Microsurfacing Cost Effectiveness (vs HMA)
$402,500
-
(10km x 5yrs)
(3.5km x 15 yrs)
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Option 1Option 2
Microsurfacing Cost Effectiveness on Network Condition
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129
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FOG SEAL)
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Microsurfacing is not always a good option…...
AS
Road Investment Options
2010
-
CIREAM
–
130
Rehabilitation of Talbot Line
•
2010
-
CIREAM
-
131
Rehabilitation of Talbot Line
•
132
New CIREAM mat is covered with Warm Mix Asphalt
•
133
Fog Seal applied to fresh Surface Treatment
FOG SEAL
134
1 week after application
-
Fog Seal
FOG SEAL
135
Typical County Road Lifecycle
136
High Intensity Sheeting for all Regulatory and Warning Signs120cm x 120cm Stop and Stop Ahead SignsEntrance SignageIncreased Awareness Signs
Guide Rail installation following the Roadside Safety ManualWider Lane Widths / Partially Paved ShouldersRoad SignsRumble Strips per County PolicyDeer Signage Program
ROAD SAFETY
1
8
6
$ 123$ 41$ 517
$
137
($mil)
Asset Value Bridges Culverts (>3m) Roads Total Replacement Cost (2018)
Replacement Cost of Roads Infrastructure (2018)
138
Implement best practicesProvide a degree of consistency and flexibilitySupport collaboration between municipalities and with the Province
Infrastructure for Jobs and Prosperity Act, 2015 (IJPA) proclaimed on May 1, 2016Authority for the Province to regulate municipal asset management planningPurpose:
Municipal Asset Management
139
hoc” data environment
-
5 years
-
Compile missing asset condition assessment inventoryMigrate from “adto a structured enterprise database (GIS)Complete condition assessment of roads every 3Undertake proactive routine
maintenance to achieve expected asset service livesDeploy CMMS to ensure sustainability of infrastructure assetsUpdate AMP annually based on budgeted investments
County of Elgin AMP prepared in 2014 by Dillon Consulting Limited focused only on road networkAMP Recommendations:
Elgin County Asset Management Plan
140
Geographic Information System (GIS)
141
Graphical Access to Reports
142
Create Thematic Maps
143
Computerized Maintenance Management Systems
144
What is the expected remaining service life…?
Benefit of an “Active” AMP
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affect the development of the lApproach to
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146
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PA commitment to consider:Process to ensure that AM Planning would be aligned with lCto the municipality’s TCA policyCommitment to with separate ownership structures (i.e. collaborative
opportunities)Identify lead” and how Council is involvedCommitment to provide opportunities for
Strategic Asset Management Policy
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Phase 1 & 2:Phase 3:
Levels of Service (LOS)
Municipal Asset Management Plans
infrastructure
-
Estimated costs to
–
149
Municipalities over 25,000 population service growth“Encouraged” for smaller municipalitiesOutline lifecycle management strategies needed to maintain proposed LOS and manage riskConsideration
of full lifecycle costsOptions examined by the municipality to reduce overall lifecycle costs (i.e. green infrastructure, nonsolutions)Summary of lifecycle activities for 10 year period,
aligned with LOS analysis
Phase 1 & 2:Phase 3:
Lifecycle Management Strategy (LMS)
Municipal Asset Management Plans
150
Align with proposed LOSEstimated capital forecast (lifecycle costs)Revenue dedicated to capital financingCapital reserve contributions/withdrawalsDebt service paymentsService growth
(revenues, costs)Outline ongoing funding shortfalls, and how to
address shortfalls
Phase 3:
Financial Strategy
Municipal Asset Management Plans
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Overview of risks associated with AMP Copies made available to the publicActuals every year, projections at least every 5 years
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Phase 3:Ontario has earmarked about $2.1M over three years to assist approximately 250 small municipalities (< 25,000 population) in developing/improving their AMPUpdate the AMP at least
Approval in writing by a lAPost Strategic AM policy and AMP on the municipality’s RRecognition of the linkages between this regulation and SDWA, and Development Charges Act, 1997
Risk Analysis Other
Municipal Asset Management Plans
152
Municipal Asset Management Plans
153
Municipal Asset Management Plans
154
County road network condition is good today but still declining annually at current funding levels.County bridge/culvert inventory has declining lifespan remaining and requires attention!Preventative
maintenance strategy will continue to invest in roads in good condition and defer rehabilitation projects on roads already in poor condition.Need to improve asset knowledge, records
and maintenance management through deployment of technology (ie. GIS, CMMS, AVL/GPS, etc.)Continue strengthening municipal partnerships and potential service provisions (ie. Planning,
Asset Management, GIS/Geomatics, etc.)
Future Opportunities
155
year plan to increase funding by $5
-
-year capital plan averaged $15 million in
The 2010 Capital Budget was $8 million Starting with the 2011 budget, Elgin Council began the process of restoring funding to address the issue by introducing a tenmillion annually to
$13 million on average The 2014 Asset Management Plan (AMP) informed the project prioritization decision making As part of the AMP, Life Cycle Cost analysis informed the decision on
the appropriate level of investmentThe 2018 teninvestment in the County’s infrastructureThis year the AMP will be updated to inform the decision making starting with the 2020 budget
Elgin’s Capital Spend History
2018 and is
year window
-
year window
156
-
forward Terrace Lodge capital
-
The 2018 plan included new projects that averaged $15 million annually. Given the number of roads (almost 700 km), road projects occur at a relatively steady state every yearBridge and
culvert projects (almost 140 structures) occur relatively evenly over a tenMajor investments on buildings is over a larger time span that exceeds the tenFor example the carrycommitment
of $30 million was made pre-incremental to the average annual $15 million investment in the 2018 plan
LIFE CYCLE COST ANALYSIS
Unit Cost
$ 624,100
$ 312,100 $ 114,400 $ 114,400 $ 36,400 $ 36,400 $ 10,400
$11,557
55
17151254
Life
Cycle
(Years)
157
Annual Average Cost
Typical Rural Lifecycle
LIFE CYCLE COSTS
Total
Construction / Major Rehabilitation (Recycling)Hot Mix ResurfacingHot Mix Resurfacing (optional)MicrosurfacingMicrosurfacing (optional)Guiderail / signs / etc.
1.7 1.8 0.4
($mil)
Require
$ 6.3 $ 10.1
Unit
Cost
7,582
34,284 17,556
$ 11,557
5050
545100645
Units
158
(km)
RuralUrban
- -
RuralUrban
- -
Linear Asset Type
AVERAGE ANNUAL REQUIREMENT
Road Surface Road Surface Road Surface TreatmentRoad Base Road Base Total
163.9680.7 116.8
Cost
($mil)
$ 797.4
$ 516.8
Replacement
(0.8)(0.7)
($mil)
Over/
(Short)
$ (1.5)
Year
-
3.5
11.9
159
Plan
($mil)
Ten
$ 15.4
-
2.6 4.2
12.7
ment
($mil)
Require
$ 10.1 $ 16.9
-
.
Type
Asset
AVERAGE ANNUAL REQUIREMENT
Linear AssetsBridges and CulvertsTotal Core InfrastTotal NonLinear Total Asset Value
2027
-
run
-
160
Linear shortfall of $0.7 million in the 2018
Utilizing new technologies may allow lifecycles to be extended offset the shortfallAsset Management Plan is updated every five years and will be done again in 2019The updated plan will
further inform the 2020 budget deliberations
•••
Non-plan is not a concern given the previously committed $30 million for Terrace LodgeCore Infrastructure shortfall of $0.8 million may or may not be a concern in the long
SPENDING SHORTFALL
161
Provincial Offences (POA)Museum/ArchivesGrowth related signalization
Port Bruce Bridge
– – – - Inflation
Terrace Lodge redevelopment
- –
year plan included $153 million of capital
-
$5 million $3 million $1.6 million $0.4 million $0.7 million $1.5 million
••••••
Reduction:Increases:
••
2018 tenprojects2019 plan also included $155 million of investmentDespite the similar totals, there are major differences:
CHANGES FROM THE 2018 PLAN TO THE 2019 PLAN
162
Terrace Lodge capital savings used to fund higher operating costsPOA construction costs offset by reduced municipal partner paymentsGrowth related signalization funded by assessment
growth Port Bruce bridge funded by capital surplus and reserves
••••
Additional investment of $0.4 million in Museum and Archives requires a 0.1% levy increaseOther changes are containable within previous council’s targeted tax rate increase
IMPACT OF CHANGES
Closed Report)
163
Surplus for 2018 is $750,000 on projects of budgeted at $7.5 million (see Attachment I – The surplus will be applied the Capital Projects ReserveThe $2.5 million of Port Bruce Bridge
2018 costs plus the incremental $3.0 million budget for 2019 will be funded temporarily out of Capital ReserveThe Capital Projects Reserve began 2018 with $4.0 million will be budgeted
to be in a negative $0.7 million position as resultWorking with province to procure funding to offset costs of bridge collapse and thereby replenish reserve for future emergencies
USE OF 2018 CAPITAL SURPLUS/RESERVES
164
development of $28.3 million with
-
$2.5 million was added in 2018 for the temporary bridge2020 plan will require additional funding to complete
••
POA court house facility planned completion August 2019 at a cost of $5.2 million Terrace Lodge reongoing capital maintenance in later years of $1.4 millionAdding $3 million to the Port
Bruce Bridge projectKing George Lift Bridge $2.3 millionSparta Reconstruction $1.75 millionLyons Line Rehabilitation $1.6 millionFairview Road Rehabilitation $1.1 millionHeritage Line
Rehabilitation $1.0 million
THE BIG TICKET ITEMS FOR 2019
28)28)28)28)
----
$4.1 million (2020)$2.2 million (2021)$1.3 million (2021)$3.2 million (2022) $1.5 million (2023)$1.5 million (2023)$4.5 million (2024$2.8 million (2024$2.8 million (2024$7.0 million
(2019
165
Accessibility, elevators, roof, exterior maintenance
•
Wonderland Rd reconstruction Rodney reconstructionRoad 25 rehabilitationRoad 73 rehabilitation Road 2 rehabilitationRoad 38 & 43 reconstructionIona Bridge replacement Road 14 rehabilitationRoad
42 rehabilitationAdministration Building
THE BIG TICKET ITEMS FOR FUTURE YEARS
166
the lowest possible lifecycle costs
avoiding costly future investmentsTHAT the 2019 capital budget be approved in principal and finally considered in conjunction with the 2019 operating budget.
•••
Council’s plan is focused on timely investments of more than $150 million in existing infrastructure to ensure:Additional investment of $0.4 million in Museum and Archives requires a
0.1% levy increaseRecommendation:
CONCLUSION
25,00017,270
Carry
Budget
Reserve
Forward
Attachment I
240
-
costs (WIP)
Carry-Forward Projects
Carryforward
-
23,694
Closed
Projects
Surplus on
-
Closed Projects
263,106
Closed Costs
25,00040,964
Budget
Remaining
-
263,346
Spend
Actual Capital
167
25,000
304,310
Cum Budget
Open/ Close
Total Corporate
Total Information Technology
Description
COUNTY OF ELGIN
Closed Projects and Use of Surplus
As of December 31, 2018Project #CorporateInformation TechnologyEngineering Services
-
8,500
39,296
149,490310,000
4,507,4833,313,196
Carry
Budget
Reserve
Forward
Attachment I
535
- - -
60,704
8,044,5581,803,275
costs (WIP)
Carry-Forward Projects
Carryforward
(1)
88
(174) -
3,3117,587
591,411
Closed
Projects
Surplus on
-
10,17422,41317,912
Closed Projects
329,939
5,112,4361,069,730
Closed Costs
(174)
8,588
46,883
152,801310,000
5,098,8943,313,195
Budget
Remaining
-
10,17483,11717,912
330,474
2,873,005
Spend
13,156,994
Actual Capital
168
10,00026,500
483,275130,000310,000
6,186,200
18,255,888
Cum Budget
Open/ Close
Total Archives
Total Ambulance
Total Library Services
Total Pioneer Museum
Total Engineering Services
Total Administrative Building
Total Economic Development
Description
COUNTY OF ELGIN
Closed Projects and Use of Surplus
As of December 31, 2018Project #Library ServicesArchivesAdministrative BuildingPioneer MuseumAmbulanceEconomic DevelopmentElgin Manor - Dietary
- - - - - -
23,50534,62022,530
Carry
Budget
Reserve
Forward
Attachment I
470
- - - - - -
1,4956,380
costs (WIP)
Carry-Forward Projects
Carryforward
645612
- - - -
3,9791,512
16,154
Closed
Projects
Surplus on
- - - -
9,388
11,021
Closed Projects
172,856145,336111,705
Closed Costs
645612
-
3,9791,512
23,50534,62016,15422,530
Budget
Remaining
-
470
1,4956,3809,388
11,021
172,856145,336111,705
Spend
Actual Capital
169
-
25,00015,00041,00010,00023,000
189,010145,981113,217
Cum Budget
Open/ Close
Total Bobier Villa - Dietary
Total Elgin Manor - Dietary
Total Elgin Manor - Laundry
Total Terrace Lodge - Dietary
Total Bobier Villa - Housekeeping
Total Elgin Manor - Housekeeping
Total Bobier Villa - Nursing & Personal Care
Total Elgin Manor - Nursing & Personal Care
Total Terrace Lodge - Nursing & Personal Care
Description
COUNTY OF ELGIN
Closed Projects and Use of Surplus
As of December 31, 2018Project #Terrace Lodge - DietaryBobier Villa - DietaryElgin Manor - Nursing & Personal CareTerrace Lodge - Nursing & Personal CareBobier Villa - Nursing & Personal
CareElgin Manor - HousekeepingBobier Villa - HousekeepingElgin Manor - LaundryElgin Manor - Building & Property
-
109,006138,805
Carry
Budget
29,157,38337,856,084
Reserve
Forward
Attachment I
-
45,99419,695
523,617
10,506,963
costs (WIP)
Carry-Forward Projects
Carryforward
950
66,84219,78315,000
751,395
Closed
Projects
Surplus on
-
90,15819,05096,217
Closed Projects
7,481,439
Closed Costs
15,000
175,848158,588
Budget
29,158,33438,607,478
Remaining
-
136,152542,667115,912
Spend
17,988,403
Actual Capital
170
15,000
312,000274,500
29,701,00056,595,881
Cum Budget
Open/ Close
Total Elgin County
Total Elgin Manor - General & Admin
Total Bobier Villa - Building & Property
Total Elgin Manor - Building & Property
Total Terrace Lodge - Building & Property
Description
COUNTY OF ELGIN
Closed Projects and Use of Surplus
As of December 31, 2018Project #Terrace Lodge - Building & PropertyBobier Villa - Building & PropertyElgin Manor - General & Admin
171
330,000
Cum Cost
Cumulative
305,000
Cost
2019 - 2028 Total
200,000
Cost
2024 - 2028 Total
105,000
Cost
2019 - 2023 Total
20,000
2023
Cost
20,000
2022
Cost
172
20,000
2021
Cost
Proposed Budget
COUNTY OF ELGIN
Corporate Activities
20,000
2020
Cost
25,000
2019
Cost
25,000
Prior Year
Budget cost
Prior Budget
(O)pen
(F)uture
(C )losed
Description
Capital Projects
Total Capital Projects
Contract
173
Cum Cost
Cumulative
13,891,375
8,774,904
Cost
2019 - 2028 Total
950,000
Cost
2024 - 2028 Total
Cost
7,824,904
2019 - 2023 Total
2023
215,000
Cost
2022
Cost
1,090,000
174
2021
Cost
1,590,000
Proposed Budget
COUNTY OF ELGIN
Administration Building
2020
Cost
2,880,000
2019
Cost
2,049,904
6,186,200
Prior Year
Budget cost
Prior Budget
(O)pen
(F)uture
(C )losed
Description
Capital Projects
Total Capital Projects
Contract
Cum Cost
Cumulative
Cost
2019 - 2028 Total
Cost
2024 - 2028 Total
Cost
2019 - 2023 Total
2023
Cost
2022
Cost
2021
Cost
175
2020
Cost
Proposed Budget
COUNTY OF ELGIN
Engineering Services
2019
Cost
Prior Year
Budget cost
Prior Budget
(O)pen
(F)uture
(C )losed
Description
Capital Projects
Contract ЏЉВЉЊЎЉЏ
Cum Cost
Cumulative
Cost
2019 - 2028 Total
Cost
2024 - 2028 Total
Cost
2019 - 2023 Total
2023
Cost
2022
Cost
2021
Cost
176
2020
Cost
Proposed Budget
COUNTY OF ELGIN
Engineering Services
2019
Cost
Prior Year
Budget cost
Prior Budget
(O)pen
(F)uture
(C )losed
Description
Contract
138,455,183
Cum Cost
Cumulative
Cost
125,903,142
2019 - 2028 Total
Cost
64,012,473
2024 - 2028 Total
Cost
61,890,669
2019 - 2023 Total
2023
Cost
12,040,583
2022
Cost
11,474,542
2021
Cost
11,449,542
177
2020
Cost
Proposed Budget
COUNTY OF ELGIN
Engineering Services
11,540,501
2019
Cost
15,385,501
Prior Year
12,552,041
Budget cost
Prior Budget
(O)pen
(F)uture
(C )losed
Description
Total Capital Projects
Contract
0
0
0
,
0
8
1
Cum Cost
Cumulative
Cost 155,000
2019 - 2028 Total
80,000
Cost
2024 - 2028 Total
75,000
Cost
2019 - 2023 Total
2023
20,000
Cost
2022
20,000
Cost
2021
Cost 20,000
178
15,000
Proposed Budget
2020
Cost
COUNTY OF ELGIN
Elgin Manor Dietary
-
2019
Cost
25,000
Prior Year
Budget cost
Prior Budget
(O)pen
(F)uture
(C )losed
Description
Capital Projects
Total Capital Projects
Contract
0
0
4
,
3
9
3
Cum Cost
Cumulative
393,400
Cost
2019 - 2028 Total
174,420
Cost
2024 - 2028 Total
218,980
Cost
2019 - 2023 Total
52,000
2023
Cost
20,000
2022
Cost
15,000
2021
Cost
179
Proposed Budget
COUNTY OF ELGIN
Elgin Manor Nursing
20,000
2020
Cost
2019
Cost
111,980
-
Prior Budget
Prior Year Budget cost
(O)pen
(F)uture
(C )losed
Description
Capital Projects
Total Capital Projects
Contract
15,000
Cum Cost
Cumulative
15,000
Cost
2019 - 2028 Total
4,000
Cost
2024 - 2028 Total
11,000
Cost
2019 - 2023 Total
1,000
2023
Cost
-
2022
Cost
-
180
2021
Cost
Proposed Budget
-
COUNTY OF ELGIN
2020
Cost
Elgin Manor Housekeeping
10,000
2019
Cost
-
Prior Year
Budget cost
Prior Budget
(O)pen
(F)uture
(C )losed
Description
Capital Projects
Total Capital Projects
Contract
50,530
Cum Cost
Cumulative
27,530
Cost
2019 - 2028 Total
27,530
Cost
2024 - 2028 Total
-
Cost
2019 - 2023 Total
-
2023
Cost
-
2022
Cost
-
2021
181
Cost
-
Proposed Budget
COUNTY OF ELGIN
Elgin Manor Laundry
2020
Cost
-
2019
Cost
23,000
Prior Year
Budget cost
Prior Budget
(O)pen
(F)uture
(C )losed
Description
Capital Projects
Total Capital Projects
Contract
182
0
0
2
,
8
0
3
Cum Cost
Cumulative
Cost
308,200
2019 - 2028 Total
80,000
Cost
2024 - 2028 Total
228,200
Cost
2019 - 2023 Total
2023
20,000
Cost
2022
25,000
Cost
0
0
2
,
183
3
2021
8
Cost
1
Proposed Budget
Elgin Manor Admin
COUNTY OF ELGIN
-
2020
Cost
-
2019
Cost
-
Prior Year
Budget cost
Prior Budget
(O)pen
(F)uture
(C )losed
Description
Capital Projects
Total Capital Projects
Contract
30,000
Cost
2019 - 2028 Total
-
Cost
2024 - 2028 Total
Cost 30,000
2019 - 2023 Total
-
2023
Cost
-
2022
Cost
-
2021
Cost
-
184
2020
Cost
Proposed Budget
COUNTY OF ELGIN
Terrace Lodge Dietary
30,000
2019
Cost
-
Prior Year
Budget cost
Prior Budget
(O)pen
(F)uture
(C )losed
Description
Capital Projects
Total Capital Projects
Contract
108,000
Cost
2019 - 2028 Total
23,000
Cost
2024 - 2028 Total
85,000
Cost
2019 - 2023 Total
12,000
2023
Cost
-
2022
Cost
-
2021
Cost
185
25,000
2020
Cost
Proposed Budget
COUNTY OF ELGIN
Terrace Lodge Nursing
2019
Cost 48,000
-
Prior Budget
Prior Year Budget cost
(O)pen
(F)uture
(C )losed
Description
Capital Projects
Total Capital Projects
Contract
32,000
Cum Cost
32,000
Cost
2019 - 2028 Total
-
Cost
2024 - 2028 Total
32,000
Cost
2019 - 2023 Total
-
2023
Cost
-
2022
Cost
-
2021
Cost
186
-
Proposed Budget
COUNTY OF ELGIN
2020
Cost
Terrace Lodge Housekeeping
32,000
2019
Cost
-
Prior Year
Budget cost
(O)pen
(F)uture
(C )losed
Description
Capital Projects
Total Capital Projects
Contract
Cum Cost
Cumulative
29,761,000
80,000
Cost
2019 - 2028 Total
Cost
1,000,000
2024 - 2028 Total
(920,000)
Cost
2019 - 2023 Total
2023
Cost
200,000
2022
Cost
200,000
-
2021
Cost
187
-
2020
Cost
Proposed Budget
COUNTY OF ELGIN
Terrace Lodge Building
2019
Cost
(1,320,000)
Prior Year
29,681,000
Budget cost
Prior Budget
(O)pen
(F)uture
(C )losed
Description
Capital Projects
Total Capital Projects
Contract
91,000
Cum Cost
Cumulative
50,000
Cost
2019 - 2028 Total
50,000
Cost
2024 - 2028 Total
-
Cost
2019 - 2023 Total
-
2023
Cost
-
2022
Cost
-
2021
Cost
188
-
Bobier Dietary
2020
Proposed Budget
Cost
COUNTY OF ELGIN
-
2019
Cost
41,000
Prior Year
Budget cost
Prior Budget
(O)pen
(F)uture
(C )losed
Description
Capital Projects
Total Capital Projects
Contract
276,792
Cum Cost
Cumulative
276,792
Cost
2019 - 2028 Total
104,846
Cost
2024 - 2028 Total
171,946
Cost
2019 - 2023 Total
2023
Cost 23,712
189
2022
Cost
10,000
Bobier Nursing
Proposed Budget
COUNTY OF ELGIN
2021
Cost 10,000
2020
Cost
50,000
2019
Cost 78,234
-
cost
Budget
Prior Year
Prior Budget
(O)pen
(F)uture
(P)ast (E
(C )losed
Description
Capital Projects
Total Capital Projects
Contract
13,000
Cum Cost
13,000
Cost
2019 - 2028 Total
-
Cost
2024 - 2028 Total
13,000
Cost
2019 - 2023 Total
5,000
2023
Cost
-
2022
Cost
-
190
2021
Cost
Proposed Budget
COUNTY OF ELGIN
Bobier Housekeeping
-
2020
Cost
8,000
2019
Cost
-
Prior Year
Budget cost
(O)pen
(F)uture
(C )losed
Description
Capital Projects
Total Capital Projects
Contract
0
0
0
,
4
Cost
Cum
1
14,000
Cost
2019 - 2028 Total
14,000
Cost
2024 - 2028 Total
-
Cost
2019 - 2023 Total
-
2023
Cost
-
2022
Cost
191
-
2021
Cost
Bobier Laundry
Proposed Budget
COUNTY OF ELGIN
-
2020
Cost
-
2019
Cost
-
Prior Year
Budget cost
(O)pen
(F)uture
(C )losed
Description
Capital Projects
Total Capital Projects
Contract
192
15,000
Cum Cost
Cumulative
15,000
Cost
2019 - 2028 Total
12,000
Cost
2024 - 2028 Total
3,000
Cost
2019 - 2023 Total
3,000
2023
Cost
-
2022
Cost
-
193
2021
Cost
Bobier Admin
Proposed Budget
COUNTY OF ELGIN
-
2020
Cost
-
2019
Cost
-
Prior Year
Budget cost
Prior Budget
(O)pen (F)uture (C )losed (P)ast (E )rror
Description
Capital Projects
Total Capital Projects
Contract
310,000
Cum Cost
Cumulative
210,000
Cost
2019 - 2028 Total
100,000
Cost
2024 - 2028 Total
Cost
110,000
2019 - 2023 Total
2023
Cost
20,000
2022
Cost 20,000
2021
Cost
20,000
194
Museum
Proposed Budget
COUNTY OF ELGIN
2020
Cost 20,000
30,000
2019
Cost
100,000
Prior Year
Budget cost
Prior Budget
(O)pen
(F)uture
(C )losed
Description
Capital Projects
Total Capital Projects
Contract
190,000
Cum Cost
190,000
Cost
2019 - 2028 Total
Cost
100,000
2024 - 2028 Total
90,000
Cost
2019 - 2023 Total
2023
Cost
20,000
2022
Cost 20,000
195
Archives
2021
Cost
20,000
Proposed Budget
COUNTY OF ELGIN
2020
Cost
20,000
2,019
10,000
Cost
-
Prior Year
Budget cost
(O)pen
(F)uture
(C )losed
Description
Capital Projects
Total Capital Projects
Contract
6
3
4
,
0
1
8
,
3
Cum Cost
Cumulative
3,660,411
Cost
2019 - 2028 Total
Cost
1,922,035
2024 - 2028 Total
1,738,375
Cost
2019 - 2023 Total
4
7
6
,
8
2023
9
Cost
3
2022
346,759
Cost
196
9
7
9
,
9
2021
3
Cost
Library Services
3
Proposed Budget
COUNTY OF ELGIN
2
3
3
,
3
2020
3
Cost
3
2019
Cost
319,631
150,025
Prior Year
Budget cost
Prior Budget
(O)pen
(F)uture
(C )losed
Description
Capital Projects
Total Capital Projects
Contract
197
2
0
4
,
8
2
9
,
4
Cum Cost
Cumulative
4,618,402
Cost
2019 - 2028 Total
Cost
2,314,350
2024 - 2028 Total
Cost
2,304,052
2019 - 2023 Total
2023 363,000
Cost
2022 486,000
Cost
198
2021 344,500
Cost
Ambulance
Proposed Budget
COUNTY OF ELGIN
367,200
2020
Cost
2019
743,352
Cost
310,000
Prior Year
Budget cost
Prior Budget
(O)pen
(F)uture
(C )losed
Description
Capital Projects
Total Capital Projects
Contract
29,000
Cum Cost
Cumulative
20,500
Cost
2019 - 2028 Total
12,000
Cost
2024 - 2028 Total
8,500
Cost
2019 - 2023 Total
8,500
2023
Cost
-
2022
Cost
199
-
2021
Cost
Proposed Budget
COUNTY OF ELGIN
Economic Development
-
2020
Cost
-
2019
Cost
8,500
Prior Year
Budget cost
Prior Budget
(O)pen
(F)uture
(C )losed
Description
Capital Projects
Total Capital Projects
Contract
CLOSED MEETING AGENDA
January 22, 2019
Staff Reports (attached):
200