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04 - March 12, 2019 County Council Agenda Package – – – From: Sent: To: Cc: Subject: Iź WǒƌźĻͳ ƚ ŅƚƌƌƚǞ ǒƦ ƚƓ ƚǒƩ ĭƚƓǝĻƩƭğƷźƚƓ ƷƚķğǤ ğƓķ ƩĻğķźƓŭ ƒǤ ƌĻƷƷĻƩ Ʒƚ 9ƌŭźƓ /ƚǒƓƷǤ ǞźƷŷ ğ ĭƚƦǤ Ʒƚ /ĻƓƷƩğƌ 9ƌŭźƓ źƷ Ǟğƭ ƓƚƷ ŷğƩķ Ʒƚ ƭĻĻ ǞŷǤ Ǥƚǒ ĭğƌƌĻķ͵ ŷźƭ ƭƷğƩƷĻķ ƚƓ {ĻƦƷĻƒĬĻƩ ЊЉ ЋЉЊБ ǞŷĻƓ L ŷğƓķ ķĻƌźǝĻƩĻķ ƌĻƷƷĻƩƭ Ʒƚ ĬƚƷŷ ƷŷĻ /ƚǒƓƷǤ ğƓķ /ĻƓƷƩğƌ 9ƌŭźƓ ǞźƷŷ Ɠƚ ƩĻƦƌǤ ŅƩƚƒ ğƓǤƚƓĻ Ͳ ƷŷĻƓ ƩĻğķźƓŭ ƦğƦĻƩƭ Ʒƚ ŅźƓķ ƚǒƷ ƷŷĻǤ ǞĻƩĻ ƌƚƚƉźƓŭ ğƷ ğ ƷĻƒƦƚƩğƩǤ Ʃƚğķ ğĭƩƚƭƭ ƷŷĻ {ŷğƒƩƚĭƉ ƦƩƚƦĻƩƷǤ͵ ŷĻƓ ƩĻğķźƓŭ ƒƚƩĻ Ʒŷźƭ ǤĻğƩ ǞŷĻƓ /ƚƌƌĻĻƓ wƚǞ źƓ ƷŷĻ ƦğƦĻƩƭ ƭğźķ ƚƓ WğƓǒğƩǤ Ќ ЋЉЊВ ƷŷĻǤ ŭƚźƓŭ Ʒƚ ƦǒƷ ğ ΏķźǝźƭźƚƓ Ʒƚ ŭĻƷ ƷƩğŅŅźĭ ƚƓ DĻƚƩŭĻ {Ʒ͵ ğƓķ ğƌƭƚ ƩĻƒƚǝĻ ƷŷĻ ƭƷƚƦ ƭźŭƓ ƚƓ DĻƚƩŭĻ {ƷƩĻĻƷ Ʒŷźƭ źƭ ƦǒƷƷźƓŭ Ʒŷźƭ {ǒĬķźǝźƭźƚƓ ƚǝĻƩ ğƌƌ ƷŷĻ ƦĻƚƦƌĻ ŭƚźƓŭ Ʒƚ ‘źƌƌźğƒ {Ʒ͵ ƭ ŅƚƩ /ğƩƌƚǞ wķ͵ źƭ ğ /ƚǒƓƷǤ wƚğķ źŅ /ĻƓƷƩğƌ 9ƌŭźƓ ķƚ ƓƚƷ ƦƩƚĭĻĻķ ǞźƷŷ ĻǣƦƩƚƦƩźğƷźƚƓ ƚƓ ƭƚǒƷŷ ƭźķĻ Ʒƚ ĭƚƓƓĻĭƷ Ʒƚ DĻƚƩŭĻ {Ʒ͵ ƚƩ ĬǒǤ ƷŷĻƩĻ Ǟźƌƌ ĬĻ ƒğƆƚƩ ƦƩƚĬƌĻƒƭ źƓ tƷ͵ {ƷğƓƌĻǤ ğƓķ Ǥƚǒ ĭğƓ ŅƚƩŭĻƷ Ʒŷźƭ͵ ŷğƓƉ Ǥƚǒ wƚƭƭ ‘ŷğƌƌƭ ЌЋЍ /ğƩƌƚǞ wķ͵ VON Middlesex ElginUpdate 2019 Presented by the Community Relations and Advocacy Committee today Thank you for meeting with usIt is encouraging to see that governments at all levels recognize the need for robust home and community support, which reduces system costs while helping people to remain in their homes and communities, where they want to be Thank you 2 Our new tagline:“Live Every Day” is a call to the people we serve, to our employees and volunteers, and to those who support us as donors. It recognizes that, regardless of one’s circumstances, every day has value and everyone deserves to live each day to the fullest. VISION MISSION their families need. support that they and by delivering the caring homes and communities We help people live in their Every life lived to the fullest 3 (Image) Canadians living with dementia will rise 66% over the next 15 yearsNearly 3 in 10 Canadians are caregivers.The number of seniors needing help or care will double in the next 30 years (Canadian Medical Association, 2016) Context State of Senior Health Care in Canada 4 admission to the - Visits to the Emergency DepartmentAdmission and rehospital Admission to long term care facilities costs, support independence in the home, and significantly reduce the client’s needs for: VON Value to the Health System 5 www.vonme.ca profit - Elgin Elgin for - site in Ontario Charitable, notServes the counties of Middlesex, Elgin and includes the City of LondonOver 900 staff and over 1200 volunteersAdministers over 50 programs VON Middlesex-VON Middlesex-6 Elgin Programs VON Middlesex-7 ) 18 - stats 2017 1,189 clients with service in Family Supports146,890 nursing visits1,271 community volunteers contributed 45,656 hours to help us deliver service to clients62,176 hours of care in Assisted Living54,186 Safety Checks196,504 SMART Exercise and Falls Prevention classes26,639 Transportation rides ( Impact on Community Health 8 Funded wage parity for RNs, RPNs and PSWs often The “Home Care” patient is Issue: increasingly complex requiring RNs, RPNs and PSWs.Challenge: choose to work in health care sectors where the pay is better (such as hospitals).The Solution: health care providers across sectors would facilitate retention and recruitment of committed home care staff. On the Horizon 9 Term Care - Ministry of Health and LongLocal Health Integration NetworkMinistry of Children and Community Support Services (formerly the Ministry of Children and Youth Services and the Ministry of Community and Social Services) Ontario Government Funding 10 (image) changing Elgin is - - gistered charity serve clients who cannot afford to pay (subsidy)develop & maintain our existing services develop new services to respond to the everneeds of the communitySupport technology and training investments that strengthen our service VON Middlesexa reWe rely on donations to: Donor Impact 11 Party Fundraisers - Run, Walk & Roll (June 23, 2019)Trivia Challenge (November 8, 2019)Lucan Fish Fry (February 9, 2019)Ailsa Craig Country Breakfast (Ailsa Craig Fire Fighters) (June 2, 2019) Fundraising Special Events Third Fundraising Events 12 Critical shortage of PSWsDifficulty recruiting and retaining RNs and RPNsWage disparity between community and hospitals Aging population and the need to support people in their homesComplexity of work and acuity of care has increasedRecruiting younger volunteersFamily caregiver burnout Challenges 13 Join the VON ME voice in advocating for effective and efficient home care and community support. Support the VON ME charitable fundraising efforts.Advocate for government funding to meet patient centered program needs in the community. Engage youth to volunteer with us. How You Can Help 14 Hospital in the OUR with the community to support delivery of an excellent patient care experience. Partnering County of Elgin Presentation to the to Hospital in 500,000 OUR $ than of our generous donors support experience. investments. Integrity, Leadership, Community & Results. inspire a lifetime of philanthropic support for our year, the Foundation invests more is to partner with the community to support are … is to the needs of our Hospital, which includes 100% of equipment MissionValues fund these critical OURthe delivery of an excellent patient care OUR Vision Hospital.OUR Even though the Great Expansion Campaign is finished, our work continues. Each support costs, 10% of infrastructure projects, as well as supporting nursing education. We continue to depend on the to Thanks to your leadership and generosity the Great Expansion fundraising campaign was a success! Vision, Mission, & Values to Hospital OUR $11.5 million MDRD opened Services opened ommunity events in support of Services & c Health Services opened Completed Great Expansion fundraising campaign! Surgical Emergency Midnight in Paris Gala! – Mental Grand opening celebrations – – – – – thth th Hospital! Many great th th – 9 AGM, STEGH Foundation transfers – Early January January January 15January 25February 8JuneSummer October 20 2018 Highlights Foundation new chemotherapy – continues to shine through! STEGH’s equipment needs – Annual “Midnight in Paris” Gala that th 6 ampaign c celebrating philanthropy for cancer care – success with the $107,000 OUR Community’s generosity shines Donor report shared with Great Expansion donorsRebuilt our websiteRamping up our annual Focus on raising funds for cancer care at STEGH hood & second mammography unitThe Big Assist with Joe ThorntonContinued raised Giving Tuesday Activities Foundation Events Community ity building series apac c op student program – - co – Working with partners to help strengthen our great – ollege C t. Thomas United Way S - St. Joseph’s HospiceInn Out of the ColdElginChamber of Commerce FanshaweOut There Creative TherapySt. Joseph’s Robotics Club Capacity Building community Leadership Community to respond to opened initiated renovated and magine 2023” I “ idence es second Mammography Unit R waiting for response – Iommodate a c January & February opening of services in the North BuildingSTEGH’s farewell to President & CEO Dr. Nancy WhitmoreSTEGH welcomed new President & CEO Robert BironRenovations to the Cardiac & Intensive Care UnitHospital strategic plan Care by Parent Application submitted to Ministry of Health & Long Term Care for an MRRecent renovations to former Emergency Department to acincreased patient volumes and grow our breast screening program 2018 Hospital Activities Parent Care by Residence Hood Chemotherapy th 19 , October of partnering with the Saturday – th th our Mission 2019 to continue Thursday, May 16 – Saturday, June 29 – . great community events for Annual Black Tie Gala “Harvest Moon” th Looking forward to 2019 community to support our Hospital in the delivery of an excellent patient care experienceFundraising for patient care equipment at STEGHMany “Divine Night Out” The Big Assist 7 2019 Ahead The Year SUPPORT! FOR YOUR THANK YOU CONTINUED -ELGIN 12, 2019 FEBRUARY THOMAS ORIENTATION SOCIAL SERVICES ST. ELGIN COUNTY COUNCIL in three main areas: . assistance (Ontario Works) housing & homelessness prevention income residents in the City and the County are - for low Social Services Department The City of St. Thomas is the designated “Consolidated Municipal Service Manager” for social services for the Service Manager Area which includes the City and all of Elgin County Services provided by the Social Services Department 1. income and employment 2. children’s services 3. social and affordable $ 530,677$ 208,010$2,331,827 $1,583,140 Cost County Cost City 4,206,619 $ $2,555,473 Net Costs sharing agreement. - Budget Overview 37,618,820 Gross $19,307,196 $1,153,508$ 8,592,558$ 2019 Services $ 9,719,066 $ 497,638 Ontario WorksChildren’s Social HousingTOTALS Costs are shared with the Province for Ontario Works and Children’s Services (but not Social Housing). Costs are shared with the County for all services in accordance with the City/County cost Fanshawe Poverty, ut of O the cost of basic living expenses r and in West Lorne fo in Aylmer Ontario Works Division tellite offices sa o ovides employment supports to help people find jobs any community partnerships (Bridges provides financial assistance prtwm such as food and housingCollege, Employment Services Elgin, Small Business Centre) 14502018 1527 2017 2016 1591 Caseloads 2015 1678 17242014 2013 1668 16492012 16102011 Ontario Works 2010 1621 Average Annual Monthly Active 1483 2009 1123 2008 876 2007 rograms p after school child care -and- program (early years child and family rlyON Ea day Kindergarten and before - Children’s Services Division h full he Province by June 30, 2019 ntegrated early learning and child care system manages the Child Care Fee Subsidy program for familiesprovides operational funding for child care providers and responsible for the serves as the system services manager for a seamless and provincial oversight transferred to the Ministry of Education to alignwork is underway on a Children’s Services Community Plan due to centres)iwitt 2018 2250 Spaces 2017 2218 2016 2061 2015 2061 2014 1779 Licensed Child Care 386668 School Age 176327 Kindergarten Elgin County 122325 Preschool St. Thomas based child care spaces in St. Thomas & - 39 123 Elgin County by age group (2018) Toddler Licensed centre 2262 Infant 147 units 1, County, including owned housing (former - Social Housing Division r various federal/provincial funding programs nitiative (CHPI) provides funding and overall administration of Administration of 215 units of affordable housing built since 2008is responsible for the Centralized Waiting List systemadministers the provincial Community Homelessness Preventionadministers rent supplement programs with private landlords of social housing in St. Thomas and Elgin direct management of 530 units of CityElgin & St. Thomas Housing Corporation stock)undeI 230 Talbot – New Social Services offices and 28 units of affordable housing 2013; million for homelessness prevention - 1.38 due to Province on June 30, 2019 $ – of Major Projects erm affordable and social housing strategy was approved t - ear Housing and Homelessness Plan was approved in y - St. Thomas/Elgin homelessness count took place in April 2018 year update is underway st onstruction at 230 Talbot new social services offices and two floors of affordable housing underannualized CHPI funding a 10A long c5-by Council in June 2018; implementation is underway 1 Presented by: March 12, 2019 President, Paralegal, - Bob Heil, Vice MTAG Paralegal Professional Corporation The County of Elgin Assessment Base Management, Update 2 working with Assessment Base Management Being involved with, understanding and MPAC to manage your assessment.Property tax is the principal source of municipal revenue and it is based on your assessment. 3 Party. rd $120,448,537* of all Operating expenditures (excludes capital and Should not leave this to a 3 Your Assessment Roll, is Paramount” “Managing your Primary Revenue Source 58.43% Tax Revenues and Expenditures, 2017 Total Elgin County and Constituent Local Municipal Levy (excluding PIL) for 2017 = Total Elgin County and Constituent Local Municipal Operating (Schedule 40) Expenditures for Taxation Revenue = $70,373,395*2017 (excluding amortization) = reserve/reserve fund allocations) Elgin County and Constituent Local Municipality *Source: 2017 FIR Summaries (Municipal Affairs Website) 4 MPAC wherever possible. assist negotiation and the Assessment Review Board. Municipal Role in Assessment third party ) maintain the financial integrity of the municipality”. To protect a municipality’s primary revenue source, it should Appeals are not lodged against assessment because it’s too high; If you are not involved, then you are leaving the fate of your property Section 224 of the Municipal Act: “It is the role of council to exercise due diligence and Appeals are lodged indirectly against Municipal taxes. The only way to get to the taxes is through the assessment.taxes to (e 5 rogram. p in - MPAC Role lue assessments. at determination up to and including an Assessment Review Board hearing. Ontario. f a h Prepare the assessment roll.Value and classify all property in accordance with prescriptions of the Province oCalculate/administer the assessment phaseHandle taxpayer enquiries related to the assessment function and current vManage and Process Requests for Reconsideration. Defend assessment valuations that MPAC has assigned against all appeals of t(defense of the valuation is based on MPAC’s value; not the taxpayer’s interest or opinion nor municipal interest or opinion). Conduct municipal enumerations and maintain school support lists. party to determine rd NOT A FEE FOR SERVICE, but a Funding MPAC the cost of the Municipal Property Assessment The payment to MPAC is MPAC is and remains an independent 3 market value of all properties in Ontario as prescribed by the Province. Provincial methodology to fund the assessment of property in Ontario. Municipalities are required to write a cheque to and pay forCorporation: 7 responsible for: NOT MPAC is x administration or tax collection, including “tax” appeals to the MPAC DOES NOT Represent municipalities (nor taxpayers) Determining assessment policy (Provincial)Establishing tax policy (County Council), Intervening or getting involved in business related to property The administration of the appeal process (ARB and Parties), a tARB, before the Assessment Review Board or in managing Requests for Reconsiderations 8 Review of the roll to enhance overall size and health of the Targeted involvement to mitigate against unnecessary erosion he assessment base (reactive does not really an option without working within essment roll, to ensure equity and fairness among properties. Proactive Approach: ass Reactive Approach: of tthe rules and participating up front). 1.2. In terms of best practices, a comprehensive ABM program should include a range of projects and programs that fall within the two primary categories:It should be noted that approaches will vary by jurisdiction in response to assessment base demographics and municipal politics, which will influence their philosophy about involvement (passive vs. active)Congratulations to Elgin County for taking a proactive approach for all of its constituent local municipalities. (If one loses, all lose! and conversely, if one gains, they all gain). Approach to Assessment Base Management Program 9 ). 121 detailed rules, a new beginning An Assessment Review Board committee consisting Municipal Involvement in Appeals A party that does not serve a statement of response in a defend an appeal or lodge an appeal)? neral proceeding on or before the day set out in the schedule of “39. geevents is deemed not to oppose any future settlement in that proceeding” When does a municipality become involved in an assessment appeal (New ARB Rules of Practice and Procedure (April 2017) recommended by of members drawn from the ARB, MPAC, MFOA, OMTRA, OMAA, AMCTO and OMA (Rule 39 of the ARB’s Rules of Practice and Procedures state: t policies or opinions of value not necessarily and every assessment appeal. unicipality is not taking an active role. The ARB anticipates and expects municipal participation on each Do nothing but inform the parties to the appeal that the mMonitor the appeal (and/or disclosure as required) and finally receive and be a signatory to any Minutes of Settlement.Actively engage in the appeal to support MPAC or supporshared by MPAC. Minimal to Maximum Municipal Participation 1.2.3. 11 Municipal Involvement in Appeals The record on the appeal will show that the “municipality failed to appear” if the municipality does not respond as prescribed in Rule 39 and there is no recourse, no appeal, no input nor influence the result of MPAC review or ARB decision. 12 Framework of a Full ABM Program ssments, shold of CVA), e sse Building Permit Review,New plan of subdivision and Zoning Changes impacting ACompare Assessments to sold properties,Alternative comparison of CVA (Over/Under),Appeal participation (Reactive and Potentially Proactively by thrReview of RFR Adjustments completed by MPAC (appeal?),Early review of Statements of Issues of appeals,Data Anomaly Review (Analytics),Inspections. house analytical programs on that data, not available - ing assessment roll on behalf of the municipality due to e Management Program to maximize revenue and mitigate ween parties and at the Assessment Review Board. st Can be considered sole source agency to provide due diligence in Complete municipal service for full ABM or snippets of Assessment Provide licenced Paralegal service to represent the municipalities manag uniqueness of fully licenced MPAC data available to MTAG and due to special inby any other agency or paralegal or paralegal company.Bapotential loss from appeals.be MTAG Paralegal Role in Assessment Appeals - assessed properties to - MTAG Paralegal Exclusivity Integrated within our proprietary algorithm, the nsed its income and cost data from across the MTAG Paralegal is the only organization to which MPAC has liceProvince.Real Property Tax Analytics platform is instrumental in helping to quickly identify anomalies within a local government’s assessment base that could result in newfound tax revenue, recognize potential tax loss through appeal and identify potential underultimately seek an increase to correct an inequity. ll Parties of an appeal on behalf of the Law Society requirement for licenced representation. The exception to all appeals managed by MTAG Paralegal is in respect of the significant ongoing appeals of Gas and Oil; however, MTAG is engaged as experts to the County’s 37+ oil and gas appeals. nd a Paralegal Representation to the ARB, MPAC aCounty and lower tiers. MTAG Assessment Appeals Management, 2018 house reports plus - . (2018 tax rates, County plus the average of the through MPAC revision of assessment MTAG Results prietary algorithm and applied to MPAC licenced data pro $39,469 ANNUALLY The use of our (exclusively licensed to us) as well as numerous inseasoned, experienced assessment experts provides MTAG Paralegal with the unique ability to identify and measure risk and materiality and to produce positive results economically for the municipalities.Example: as part of our contract with Elgin in 2018, MTAG was able to identify assessment errors or anomalies and working with MPAC was able to influence new tax revenue equalling lower tier general tax rate applied) Measuring Potential Risk and Sourcing New Tax Revenue risk of all Summary and General Proceeding General Proceeding Appeals are ongoing and over the next two years 8 11 Summary Proceeding Appeals; 23 General Proceeding appeals in process at December 31, 2019 of which 1are scheduled for Disclosure, Statement of Issues, Statement of Response, Statement of Reply, Additional Disclosure/Inspection, Mediation, Settlement meetings and if not resolved ARB hearings. MTAG produced a high level comprehensive analysis of theappeals in Elgin County: MTAG Assessment Appeals Management, 2018 off for one year but many - Assessment Appeals Management ssment reduction and resulting tax write ply to 2019. While the risk may seem immaterial per year, the results ars: 2013, 2014, 2015, 2016 and almost all against 2017 and 2018. ngevity in outstanding appeals) including but not limited to motions to p e o Each appeal can go on for years. Risk assessment is not just potential asseyears. Currently of the 18 ongoing appeals, some include appeals against tax yEffective April 1, 2019, all outstanding appeals of 2018 are deemed to aand financial impacts can be materially significant for all years combined.MTAG employs technics to move appeals along (to stay and eliminate lthe ARB to have appeals dismissed if the appellant or representative is not complying with the required time lines. (commencement date to . ports to each local municipality as the appeals process Managed the schedule of the appeals week 66 of the appeal Process, then potentially an ARB hearing).Corresponded where necessary and file information and rethrough the system with recommendation about municipal action MTAG Assessment Appeals Management, 2018 asco, Other Significant Assessment Appeals ag MTAG acts as expert on the ongoing appeals (37+);Monitored bankruptcy action with Dundee Energy, now LMonitoring Superior Court application filed by Tribute Resources (and Dundee Oil, now Lagasco) in respect of assessment exemptions for components of gas/oil wells and compressor stations and will provide expert advice and testimony when required in respect of the Assessment Act. Oil and Gas appeals. Questions 26% Tourism Services 24% Marketing 35% 5% Business/ CED support activties Accounts to department 10% Attraction Investment 41% Tourism Services 6% 8% revenue Membership Marketing 8% Attraction Investment 37% Business/CED $7,000 Campaign Cost: (over five years) per year per year million (over ten years) Amount$230,000 (2019)$525,000 $3,600 $57,000 $3.5 Elgincentives CIP Hospital Initiative SWIFT SWIFT membershipDoctor/Health Recruitment 7 1 1 0 9511 12 367 2 $30,000 8 1 5 03563 369283 2 $102,000 Distributed depth Consultations - InquiriesInBusinesses StartedBusinesses ExpandedJobs CreatedGrant Funds to Local Businesses Stabilization Rate period (accessing Mill trial : iatives: WOWC, SBEC, and SWOTC Continued investment in and evaluation of regional Economic Development init Not participate in SCOR with a yearly membership of $25,000Participate in SCOR for a one year Options 1. 2. 3. Fund for the $25,000 membership fee) * commensurate with the amount of grant being requested ** minimum of 50 points required to be eligible for grant funding АЎ ЊЌВЋЉВ ЌЊЏЋ ЋАЌВ Totals by Time Џ АЌБАЍЍ Saturday Њ ЎЊ ЌЍЏЌВБ Friday ЌЎЊЉАВ ЌЋЋЌЏАЏЋЋ ЌЊЏЋЌБЏЌ Thursday Total Visitors ЌЋЎБ ЌЉЉЊЍБЎЌБ Wednesday ƚƷğƌ ЌАЍЎ Total Attendance 2018 ЎЎЌЏЌЎ January 23-December 22 2018 Tuesday Attendance Type WğƓǒğƩǤ ЍƷŷ CƌƚƚƩ źƭźƷƚƩƭ 9ķǒĭğƷźƚƓ IĻƩźƷğŭĻ /ĻƓƷƩĻ źƭźƷƚƩƭ ЍБЉЍБЉ Heritage Centre Visitors Totals by Day and Time Monday /ƌƚƭĻķ ББЋЎЏ ЊАЎЉЊБЊЌ ЊЉЊЊЊЍ Sunday /ƌƚƭĻķ Chaperones 622 Џ ЍЍВБЍЊАЉЊЉЊЎЌЊ ЋЋЍЍААЎЉБ Students Education Bookings 8:30-10:0010:00-4:004:00-7:007:00-9:00Totals by DayTotal Heritage Centre ǒĻƭķğǤ WğƓ ЋЎΏ hŅŅźĭźğƌ 5ğǤ hƦĻƓ ǞźƷŷ bĻǞ IƚǒƩƭ źƓ IĻƩźƷğŭĻ /ĻƓƷƩĻ Day Schools- 8:30 am-2 pm aƚƓķğǤ ǒĻƭķğǤ ‘ĻķƓĻƭķğǤŷǒƩƭķğǤCƩźķğǤ School TotalsGroups- 6:30-8:30 pm aƚƓķğǤ ǒĻƭķğǤ ‘ĻķƓĻƭķğǤ Group Totals- ƚƷğƌ Grand Total o Annual Accessibility Status Report A summary of Elgin County’s accomplishments towards inclusion in 2018 Objectives and Purpose This is the County of Elgin’s Annual Accessibility Status Reportupdate. In 2013, Elgin County released its first Multi-Year Accessibility Plan, in accordance with the Accessibility for Ontarians with Disabilities Act (AODA) and the Integrated Accessibility Standards Regulation (Ontario Regulation 191/11). The plan outlined the County’sstrategy to prevent and remove barriers to accessibility, which included how to meet phased-in requirements under the AODA. In 2015, the County released its second Multi-Year Accessibility Plan, which will take the County’s accessibility efforts into 2020. This Status Report includes the accessibility initiatives that were completed in 2018 to implement the strategy outlined in the County’s Multi-Year Accessibility Plan. The purpose of this Status Report is to make the public aware of Elgin County’s progress with accessibility implementation and to prevent and remove barriers and meet requirements under the AODA. Compliance Reporting Elgin County filed its third Accessibility Compliance Report in 2017 with the Accessibility Directorate of Ontario under the Ministry of Economic Development, Employment and Infrastructure. Elgin County’s Commitment Statement Elgin County’s statement of commitment establishes the vision and goals for the County to meet the legislated accessibility requirements. The County’s statement of commitment is publicly available on the County website. The County of Elgin is committed to eliminating barriers and improving accessibility for people with disabilities in a manner that respects dignity, independence, integration and equal opportunity. The County of Elgin recognizes the diverse needs of all our residents and customers and will respond by striving to provide goods, services and facilities that are accessible to all. The County of Elgin is committed to being responsive to the needs of all its residents and employees. In order to meet the needs of people with disabilities the County will: Ensure policies address dignity, independence, integration and provide for equal opportunity for people with disabilities. Allow people with disabilities to use their own personal devices to obtain, use or benefit from the services offered by the County. 1 Accommodate the accessibility needs of people with disabilities to ensure they can obtain, use or benefit from the County’s goods, services, programs and facilities. Communicate with people with disabilities in a manner that takes into account the person’s disability. The County will promote accessibility by ensuring that compliance is met for all regulations made under the Accessibility for Ontarians with Disabilities Act, 2005. Timelines for compliance vary. In order to ensure that timelines are met, the County will establish, implement and maintain a multi-year accessibility plan. The plan will outline the County’s strategy to prevent and remove barriers to people with disabilities. Continuous Achievements in Accessibility The County focuses on removing barriers which may exist in our buildings and facilities, while ensuring that new buildings, leases, and renovations do not create any new barriers. Elgin County adopted an Accessibility Policy which outlines what the County will do to comply with the Regulations and what our customers and employees can expect. Elgin County/Central Elgin Joint Accessibility Advisory Committee continues to meet and review accessibility initiatives. The County continues to comply with the requirements of Integrated Accessibility Standards Regulation including continuing to train staff, volunteers and third parties who interact on behalf of the County on an ongoing basis. The Joint Accessibility Advisory Committee is consulted on matters of accessibility for municipal site plans and legislated areas under the AODA. All library branches continue to provide accessible materials and communication supports upon request. In addition the library has several accessible materials and resources available including but not limited to: large print books, audio books, CELA Library loan access, electronic materials with zoom features, hand- held magnifiers as well as ZoomText with large print keyboards Notifying the public of accommodations for applicants with disabilities in its recruitment process. Continue to review customer feedback and take appropriate action. 2 Highlights of 2018 Completed Accessibility Directorate of Ontario file review audit in April 2018 stating full compliance. Audit included accessibility policies and procedures, training requirements, accessible formats and communication supports and feedback processes Created Service Disruption Procedure to give staff direction on the County’s Accessibility Policy and specifically how to manage service disruptions impacting accessibility Streamlined Integrated Accessibility Standards Regulation and Ontario Human Rights Code training module created Assisted partner municipalities with their consultation requirements under the Integrated Accessibility Standards Regulation o Recreational trails Assisted in procurement and installation of adult size change table in Shedden Library New Council orientation provided to local municipal partners New Provincial Offences Administration building consultation on accessible design - interior and exterior County of Elgin representation on the Ontario Business Improvement Area Association (OBIAA) Accessibility for Main Streets Advisory Committee Employment Standards review completed under the Integrated Accessibility Standards Regulation with comments being filed with the Accessibility Directorate of Ontario 3 Availability of the Plan and Status Report The Multi-Year Accessibility Plan and Annual Accessibility Status Reports can be accessed through Elgin County’s website: http://www.elgincounty.ca/main-menu/county- council/accessibility Contact Information For more information contact – Elgin County’s Accessibility Coordinator: Phone 519-631-1460 ext. 167 Fax 519-633-7785 Email smcfarlane@elgin.ca Mail Accessibility Coordinator County of Elgin, Human Resources Dept. 450 Sunset Drive, St. Thomas, ON N5R 5X7 Accessible formats and communication supports available upon request. 4 CYBER LIABILITY PROPOSAL CORPORATION OF THE COUNTY OF ELGIN Planning Act Planning Act o o o o o o o Long-Term Care Best Practice Spotlight OrganizationOrientation Launch Registered Nurses’ Association of Ontario L’Association des infirmières et infirmiers autorisés de l’Ontario 158 Pearl Street, Toronto, ON M5H 1L3 | Ph. 416 599 1925 | Toll-free 1 800 268 7199 | Fax 416 599 1926 | www.RNAO.ca Clinical Best Practice Guidelines Healthy Work Environment BPGs: Brian Lima, Director of Engineering Services Development Charges Council Information Session BackgroundDevelopment Charges Act OverviewServices that Could be ConsideredDC Process OverviewDC Rates in Other CommunitiesCouncil ConsiderationsConsideration of Next Steps Discussion -law(s) boards) The County does not currently levy DCsDCs are implemented through bywhich have a maximum life of five yearsDCs are governed by Provincial statute: the Development Charges Act, 1997Both upper and lower tier municipalities can levy DCs (and school Background related capital costs Fees imposed on development to finance development-As a municipality grows, new infrastructure and facilities are required to maintain service levels (e.g. ambulance facilities, roads, etc.)Principle is “growth pays for growth” so that financial burden of servicing development is not borne by existing taxpayers What are Development Charges? term repair and - statutory reductions on DCs - Fund a share of the capital cost of expanding Statutory and nonFund operating costs and long municipal infrastructure to service the needs arising from new developmentreplacement of municipal infrastructure Development ChargesProperty Taxes Development Charges Context service basis - by - Act also permits the collection of DCs at the time of subdivision approval for engineering services DCs are most commonly collected at the time of building permit issuanceCounty DCs are collected at the municipality levelDC reserves/accounts must be established on a service Development Charge Context centres Cultural or entertainment facilities, including museums, theatres and art galleriesTourism facilities, including convention The acquisition of land for parksHospitals as defined in the Public Hospitals ActLandfill sites and servicesWaste incinerationHeadquarters for the general administration of municipalities and local boards DC Act Service Exclusions Maximum years years StatutoryPlanning Period1010 years10 years10 years10 years 1010 yearsBuild out Maximum DC StatutoryCost Recovery90%90%90%90%90%90%90%100% shared with the City of St. Thomas are eligible Service Note: Services County of Elgin Possible DC Services for Consideration ServiceGeneral Government (Studies) LibraryLand AmbulanceLong Term Care Provincial OffencesOntario WorksChildren’s ServicesRoads and Related related studies Costs to acquire and improve land (including leasehold interest in land)Building and structure costsRolling stock with a useful life of 7 years or moreFurniture and equipment, excluding computer equipmentDevelopment-Interest and financing costs DC Act Eligible Costs - turn - turn lane - turn lanes - turn lane with 25 metres - Road Improvement Anticipated installation of turning lane improvements Installation of northbound leftwith 50 metres of storage length from Sunset RoadInstallation of a westbound leftwith 25 metres of storage length from Talbot LineImplementation of signal optimization and retiming to achieve acceptable level of service operations, and installation of a new southbound shared through/rightturn laneInstallation of traffic signalsInstallation of a northbound leftlanes from Colborne and Warren streets with 25 and 40 metres of storage length respectivelyRealignment of East Road and the intersection of the intersection 125 metres to the north, and installation of a northbound leftof storage length from East Road turn lanes - Road (CR 103) Furnival Line Gore Road (south) McBain Location Intersection of and Hoskins Line Intersection of Sunset Road (CR 4) and TalbotvilleInstallation of northbound leftwith 50 metres of storage length from Sunset RoadIntersection of Talbot Line (CR 3) and Sunset Road (CR 4)Intersection of Wellington Road (CR 25) and Intersection of Colborne Street (CR 4) and Warren StreetIntersection of East Road (CR 23) and Sunset Road (CR 4) Elgin wold Anticipated Unfunded Capital Projects Municipality West ElginSouthCentral - turn turn -- turn and - turn lane with - Line Southdale Improvement Road Installation of a northbound leftlane with 15 metres of storage length from East RoadImplementation of signal optimization and retiming to achieve acceptable level of service operations, and extension of the existing eastbound leftan additional up to 70 metres of storage length from Installation of a northbound leftlane with 25 metres of storage length from Sunset RoadAnticipated installation of traffic signals and turning lane improvementsPotential installation of turning lane improvementsPotential installation of turning lane improvementsInstallation of southbound leftslip around lane, and northbound rightturn tapered lane Line Street Location Intersection of East Road (CR 23) and Hill StreetIntersection of Sunset Road (CR 4) and SouthdaleIntersection of Sunset Road and Glenwood AvenueIntersection of Sunset Road and Sparta LineIntersection of Ron McNeil Line and OmemeeIntersection of Whittaker Road and Nelson Street11766 Imperial Road Anticipated Unfunded Capital Projects Municipality Central ElginMalahide 201650,0691.0% 201149,5560.6% 200649,2412.1% 200148,2501.0% Census Population199647,752 Population Source:Statistics Canada Too Levy DCs Growth Must Be Occurring Elgin CountyYearCensus Growth % use Exemptions - ) buildings Boards School Municipal Minor residential expansions (e.g. basement apartmentsIndustrial expansions up to 50% DC Act Land DC Study Process law passage - s n o i t a r e d i s n o C l i c n u o C Public Meeting must also be heldLost revenue cannot be made up through higher DCs on other uses y e Background Study showing all calculations must be made available 60 days prior to byCouncil can adopt DCs at Background Study rates or any level under that amountCouncil may also utilize DC discounts and exemptions K Unit $9,955.03 - DCs NoNo DCsNo DCs$640.05$8,480.41$4,461No DCs (however considering$11,133 Charges Per Single Detached Dunwich DCs of Member Municipalities MunicipalityWest ElginDutton/SouthwoldCentral ElginAylmerMalahideBayhamCity of St. Thomas $9,449$7,120$5,232$4,145$2,873$1,842 No DCsNo DCsNo DCsNo DCsNo DCs $8,144.10 Charges Per Single United Detached County County County County County DCs in Other Counties (w/o water or wastewater)MunicipalitySimcoePeterboroughGreyWellingtonDufferin CountyOxford CountyNorfolkLambton CountyMiddlesexHuron CountyPerth CountyEssex year DC capital plan - Prepare growth forecastCompile historic inventoriesPrepare 10 Council direction on whether to proceed with DC studyIf study proceeds, next steps would be: Consideration of Next Steps 1 2 3 4 5 6 10 11 12 13 .ǒźƌķźƓŭ tĻƩƒźƷƭ 17 Elgin CountyElgin County 2015 Development Charges Study2015 Development Charges Study Council Information SessionCouncil Information SessionCouncil Information SessionCouncil Information Session Tuesday May 12 2015TuesdayTuesdayTuesday May 12 2015,, May 12 May 12,, 2015 2015 Today We Will Discuss Background Development Charges Overview Development Forecast Draft Capital Programs Draft Calculated RatesDraft Calculated Rates Council Consierations Nt StNext Steps Њ Background The County does not currently levy DCsThe County does not currently levy DCs DCs are implemented through by-law(s) which have a maximum life of five yearswhich have a maximum life of five years DCs governed by Provincial statute: the Devel Ch 99lopment ChargesAct,1997 Ayylmer, Malahide, Central Elggin, & St. Thomas (separated) all levy DCs Ћ What Are Development Charges? Fees imposed on development to finance development-related capital costs As a municipality grows, new infrastructure As a municipality grows, new infrastructure and facilities are required to maintain service levels (e.g. ambulance facilities, roads etc)roads, etc.) Principle is “growth pays for growth” so that fiil bd f ii dlt i financial burdenofservicing development is not borne by existing taxpayers Ќ Development Charge Context Development Charges Fd h f th itl t f di iil Fundashareof thecapitalcostofexpandingmunicipal infrastructure to service the needs arising from new development Direct Developer Contributions Fund costs that would normally be required as part of a subdivision agreement(i.e. internal roads, sidewalks, streetlights, intersections, park elements) Property Taxes Statutory and non-statutory reductions on DCs Fund operating costs and long-term repair and replacement of municipal infrastructurereplacement of municipal infrastructure Ѝ Development Charge Collection DCs are most commonlyy collected at the time of building permit issuance Act also ppermits the collection of DCs at the time of subdivision approval for engineered services Upper tier DCs are collected at the lower tier level DC reserves/accounts must be established on a service-by-service basis Ў Overview of the DCA Service exclusions: Cultural and entertainment facilities, including museums, theatres and art galleries Tourism facilities including convention centres Parkland acquisition HitlHospitals Headquarters for general administration of municipalities and local boardsmunicipalities and local boards Waste management Џ Overview of the DCA Eligible capital costs: Costs to acquire and improve land (including leasehold interest in land) Building and structure costs Rolling stock with a useful life of 7 years or more Furniture and equipment, excluding computer equipment Development-related studies Interest and financingg costs А County of Elgin Proposed DC Rate StructureProposed DC Rate Structure StatutoryStatutory ServiceMaximumMaximum 11 DC Cost RecoveryPlanning Period General Government (studies)90%10 years Libraryy Services90%10yyears LandAmbulance90%10 years Long Term Care90%10 years Provincial Offences90%10 Years Roadsand Related 100%Build out Note: 1)Both general and engineered services are based on a 10-year planning period from 2015-2024 Б Preliminary Development Forecast Forecast of population, households, employment and bildi h b ltd t 2031d buildingspace has beencompleted to 2031 TenTen-year and to 2031 forecast informed by:year and to 2031 forecast informed by: Census data Official Plan targets Employment Land Strategy, September 2012 В Preliminary Development Forecast All Services Planning Horizon (2015Planning Horizon (2015-2024)2024) AtGrowthAt 20142015-20242024 Dwelling Units18,2001,30019,500 Census Population50,0001,70051,700 1 Place of Work Employment11,70040012,100 New Non-res Building 52,800 Space (sq.m) 1 Excludes work at home ЊЉ Service Levels Maximum allowable charge for general services based on average service level provided in preceding ten years (2005 – 2014)2014) Calculated by multiplying ten-year historical service level by the forecast growth in the ten-year planning period Establishes a development charges ceiling for “soft” services ЊЊ Capital Programs Capital costs have been adjusted in accord ith DC liltidancewith DC legislation: Capital grants & subsidies Replacement/benefit to existing shares 10% legislated discount for “general services” Available DC reserve funds Post-period benefit shares (post-2024) Capital programs are largely based on 2015 capital budget ЊЋ General Government Total Capital Grants/Non-DC EligibleDC RecoveryFuture DC’s ProgramSubsidies(BTE, 10% etc.)(2015-2024)(Post-2024) $725,000$101,750$323,550$299,700$0 Development-related studies: Development Charges (2) Official Plan Review (1 partial 1 full)Official Plan Review (1 partial, 1 full) Agricultural Study Various Strategy Studies (Accommodation, Investment, FDI, Residential Attraction) Community Improvement Plan Duuo dusa a Sudy ttonIndustrialPark Study ЊЌ Library Services Total Capital Grants/Non-DC EligibleDC RecoveryFuture DC’s ProggramSubsidies((BTE,,) 10% etc.)((2015-2024))((Post-2024)) $3,396,700$0$2,973,600$197,900$225,200 New Projjects: Material acquisition (book purchases) New AlymerBranch (ten-year lease costs) New Shedden Branch (tenNew Shedden Branch (ten-year lease costs)year lease costs) ЊЍ Land Ambulance Total Capital Grants/Non-DC EligibleDC Recovery Future DC’s ProgramSubsidies*(BTE, 10% etc.)(2015-2024)(Post-2024) $140,000$60,600$7,950$71,450$0 New Projects:New Projects: Additional Ambulance Vehicle Equipment to outfit 10 additional paramedics * Grants and subsidies include the City of St. Thomas share of new capital projectsprojects ЊЎ Long Term Care Non-DC Total Capital Grants/DC RecoveryFuture DC’s Eligible(BTE, ProgramSubsidies(2015-2024)(Post-2024) 10% etc)10% etc.) $29,000,000$7,250,000$21,434,600$315,400$0 New Projjects Terrace lodge new building construction* * Total DC eligible cost only includes area relating to proposed Great Room ЊЏ Provincial Offences Non-DC Total Capital Grants/DC RecoveryFuture DC’s Eligible(BTE, ProgramProgramSubsidiesSubsidies*(2015(2015-2024)2024)(Post(Post-2024)2024) 10% t)0%etc.) $7,867,000$2,247,700$1,899,300$26,350$3,693,650 New Projects: Accessibility/ Space Needs (Museum/ POA) (2016) Accessibility/ Space Needs (Museum/ POA) (2017) *Total amount of grants and subsidies reflects share of museum space that has been removed from the DC calculation ЊА Roads & Related Total Capital Grants/Non-DCDCRecovery Future DC’s ProgramSubsidiesEligible(BTE)(2015-2024)(Post-2024) $10,275,000$2,125,000$4,598,100$3,551,900$0 New Projects: Centennial Line Urbanization Road 5 FDR/DST Various bicycle lanes Improvements to Miller Road (engineering and road works) Various infrastructure works (East Street and Imperial Road)Various infrastructure works (East Street and Imperial Road) Dexter Line Relocation Transportation Master Plan and Highway 3 By-pass Study New Drains (County share) ЊБ County-wide Services TenTen-Year Capital Program SummaryYear Capital Program Summary Total Gross Cost ($millions) $ 51.40 Less: Grants & Subsidies*$ 11.78 L Bfit t Eiti Sh Less: Benefit to Existing Share$ 3070$ 30.70 Less: 10% Discount$ 0.54 Less: Available Reserve Funds$ 0.00 Less: PostLess: Post-2024 Benefit2024 Benefit$ 392$ 3.92 DC Eligible Share$ 4.46 *Grants and subsidies includes contributions from other municipalities, the province and ineligible DC costs ЊВ Calculated Fully Serviced Residential DC RateResidential DC Rate Library Services, 4.0% Land Singles & Semi- General Abl Ambulance,12%1.2% Gt Government, Detached 5.4% $4,291 Long Term Care, 7.2% Provincial RowsRows& O& Otherther Offences, 0.5% Multiples $2,723 Apartments $2,193 Roads And Related, 81.5% General Services = 18% Engineered Services = 82% ЋЉ Calculated Fully Serviced NonNon-Residential DC RateResidential DC Rate GeneralLand Government,Ambulance, 68%6.8%1.5% 15% Provincial Offences, 0.7% Non-Residential Charge per Charge per Square Metre $8.41 Roads And Related , 91.0% General Services = 9% Engineered Services = 91% ЋЊ Rate Comparison: Single Detached UnitsSingle Detached Units London $28,123 Brantford $21,453 $21,453 Oxofrd -Ingersoll $17,971 Oxford -Tillsonburg $16,328 Norfolk $13,022 Strathroy-Caradoc $12,205 Elgin County Calc. -Central Elgin $11,850 Haldimand $11,039 Elgin County Calc. -Malahide $10,664 Upper/ Single Tier St. Thomas (SA1) Current St Thomas (SA1) Current $9089 $9,089 Local Area-Specific Elgin County Calc. -Aylmer $8,199 Elgin County -Calculated $4,291 ChthChatham-Kt (Wt & Kent (Water & $3,578 Wastewater) $-$5,000 $10,000 $15,000 $20,000 $25,000 $30,000 ЋЋ Rate Comparison: Single Detached UnitsSingle Detached Units Simcoe $6,283$6,283 Peterborough $5,250$5,250 Grey $5,203$5,203 Elgin County -Calculated $4,291$4,291 Wllit Wellington $280$2,805$280$2,805 Upper Tier Oxford County $2,652$2,652 Dufferin $2,647$2,647 Middlesex County $0 $0$1,000$2,000$3,000$4,000$5,000$6,000$7,000 ЋЌ Rate Comparison: NonNon-Residential (Commercial)Residential (Commercial) London $73.34 OxofrdOxofrd-IngersollIngersoll $6800 $68.00 Chatham-Kent (Water & Wastewater) $67.98 Oxford -Tillsonburg $63.77 St. Thomas (SA1) Current $60.86 Strathroy-Caradoc $57.98 Norfolk $57.74 Elgin County Calc. -Central Elgin $55.56 Elgin County Calc. -Malahide $42.96 Upper/ Single Tier Local Brantford $38.00 Area-Specific Haldimand $30.47 $0.00 $20.00 $40.00 $60.00 $80.00 ЋЍ Rate Comparison: NonNon-Residential (Commercial)Residential (Commercial) Simcoe $31.28 Wellington $19.16 Peterborough $11.95 Oxford County $10.64 Elgin County -Calculated $8.41 Upper Tier Dufferin $6.24 Middlesex County $0.00 GreyGrey $0.00$0.00 $0.00 $5.00 $10.00 $15.00 $20.00 $25.00 $30.00 $35.00 ЋЎ Key Council Considerations Council not being asked to pass DCs at this point If Council wishes to further consider DCs, a backggyypground study and statutorypublic meeting are required Council can adopt DCs at calculated rates or any Council can adopt DCs at calculated rates or any level under that amount Absence of DCs would result in approximately $400,000+ per year in tax supported funding for identifiedggrowth-related infrastructure ЋЏ DC By-law Exemptions Statutory Exemptions: School BoardsSchool Boards Municipal buildings Minor residential expansions Industrial expansions up to 50% Pibl NPossible Non-Sttt EtiStatutory Exemptions: Industrial? Farms?Farms? Places of Worship? BIA/CIP Areas? ЋА Next Steps Council direction on whether to proceed with public consultation Prepare Background Study & Draft DC By-law Advertise for Public Meeting Hold Public Meeting Council consideration of ratesCouncil consideration of rates ЋБ STATUS QUO (NO DONATION): Kbovbsz!42-!312:! ! 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Revised: Jan. 22, 2008 Revised: Jan. 22, 2008 Revised: Jan. 22, 2008 4.4 e) Unused Computer Equipment 4.4f) Antique Furnishings Revised: Jan. 22, 2008 Revised: Jan. 22, 2008 Revised: Jan. 22, 2008 Capital Asset Number Starting Bid___________ Antique Item Yes____ No___ Unknown____ Revised: Jan. 22, 2008 Revised: Jan. 22, 2008 o 1 https://www.fin.gov.on.ca/en/budget/oclif/accessedonMarch3,2019 Lower-tier and upper-tier municipalities: Use of the Funds: FundingAssessment: 2 LetterfromDeputyMinisterofFinancehttps://www.fin.gov.on.ca/en/budget/oclif/dmletter.htmlaccessedon March3,2019 The Ontario Cannabis Legalization Implementation Fund (OCLIF) is provided to municipalities to help with the implementation costs of recreational cannabis legalization. Њ Ћ Ќ Ѝ B OARD OF D IRECTORS T ERMS OF R EFERENCE PL-04-17 April 7, 2017 B OARD OF D IRECTORS T ERMS OF R EFERENCE PL-04-17P AGE 1 OF 8 C ONTENTS 1 B OARD OF D IRECTORS T ERMS OF R EFERENCE...................................................3 1.1 Purpose...............................................................................................................................................3 1.2 Scope..................................................................................................................................................3 1.3 Objective...........................................................................................................................................3 1.4 Governing Style.................................................................................................................................3 1.5 Limita....................................................3 1.6 Composition and Operation..........................................................................................................3 1.7 Roles, Responsibilities and Functions.............................................................................................3 1.7.1 Strategic Planning....................................................................................................................4 1.7.2 Policies and Procedures..........................................................................................................4 1.7.3 Risk Management....................................................................................................................4 1.7.4 Financial Reporting..................................................................................................................4 1.7.5 Compliance Management....................................................................................................5 1.7.6 Liquidity and Cash Flow Management...............................................................................5 1.7.7 Information Technology and Cyber Security Management...........................................5 1.7.8 Public Accountant Management........................................................................................5 1.7.9 Position Descriptions................................................................................................................5 1.7.10 Monitoring..................................................................................................................................6 1.7.11 Reporting and Communication............................................................................................6 1.7.12 Board Evaluation......................................................................................................................6 1.7.13 Independence.........................................................................................................................6 1.7.14 Conflict and Complaint Resolution......................................................................................6 1.7.15 Director Compensation..........................................................................................................7 1.7.16 Annual Review of Terms of Reference.................................................................................7 1.7.17 Appointment, Training and Monitoring of Senior Management....................................7 1.7.18 Meetings....................................................................................................................................7 1.8 Oversight Essentials...........................................................................................................................7 1.8.1 Orientation and Training.........................................................................................................7 1.8.2 Continuing Education.............................................................................................................7 1.8.3 Access to Records...................................................................................................................7 1.8.4 Committees...............................................................................................................................8 1.8.5 Authority to Engage Outside Advisors.................................................................................8 B OARD OF D IRECTORS T ERMS OF R EFERENCE PL-04-17P AGE 2 OF 8 1B OARD OF D IRECTORS T ERMS OF R EFERENCE 1.1P URPOSE 1.2S COPE The policy applies to the SWIFT Board of Directors. 1.3O BJECTIVE The Board is responsible for operating in accordance with the requirements of SWIFT By-Law No. 1. This document captures additional requirements of the Board. In the event of any conflict between this document and SWIFT By-Law No. 1, the terms of SWIFT By-Law No. 1 shall prevail. 1.4G OVERNING S TYLE The Board is directly accountable to the stakeholders and the public for the prudent oversight of -term goals and direction. expects the CEO/Executive Directorto manage the day-to-day operations. The Board will embody the behaviour necessary to govern with fairness and to the highest ethical and moral standards. 1.5L IMITATION OF M ANAGEMENTS R ESPONSIBILITIES AND A UTHORITY The CEO/Executive Director is to be responsible for managing the day-to-day operations of SWIFT. CEO/Executive Direc resolutions of the Board as well as the appropriate and timely feedback on the results of the 1.6C OMPOSITION AND O PERATION Composition and operation of the Board shall follow the requirements of SWIFT By-Law No.1. 1.7R OLES,R ESPONSIBILITIES AND F UNCTIONS Duties of Directors shall follow the requirements of SWIFT By-Law No.1. -term stakeholdervalue, to ensure SWIFTmeets its obligations on an ongoing basis,and that SWIFToperates in a reliable manner. In performing its functions, the Board shallalso consider the legitimate interests ofother stakeholdersof SWIFT. The stewardship of SWIFTinvolves the Boardin strategic planning, financial reporting, risk management and mitigation, senior management determination, communication planning,and internal control integrity. The Board explicitly acknowledges responsibility for the stewardship of SWIFT, including the following: a)Satisfying itself as to the integrity of the CEO/Executive Directorand other senior management, as to create a culture of integrity b)Adoption of a strategic planning process and approving on at least an annual basis, a strategic plan which accounts for the opportunities and risks of SWIFT B OARD OF D IRECTORS T ERMS OF R EFERENCE PL-04-17P AGE 3 OF 8 c) on budgeting and forecasting.This includes formally approving the SWIFT budget and business plan on an annual basis, or more frequently in the event that modifications are required, in accordance with the Budgeting and Forecasting Policy. d)Identification of the principal risks of SWIFT and the implementation of appropriate systems to mitigate these risks e)Succession planning including the appointment, training, and monitoring of senior management f)Adopting appropriate reporting and communication processes for SWIFT g)Ensuring the integr h)proach to corporate governance 1.7.1S TRATEGIC P LANNING The Board has oversight responsibility in reviewing and approving the mission of SWIFTas well as its goals and objectives. The Board shall follow the Strategic Planning Policy of SWIFT to consider the opportunities and risks of the business. The Board is to annually review the operating and financial performance results relative to the established strategy, budgets and objectives. The Board is also responsible for providing management with input on emerging trends and issues on strategic plans, objectives and goals developed by management. 1.7.2P OLICIES AND P ROCEDURES The Board is responsible for approving the corporate policies of SWIFT, and applicable procedures where required,which are designed to ensure that SWIFT operates at all times within the applicable laws and regulations and to the highest ethical and moral standards. The Board is also responsible for carrying out their duties in accordance with such policiesand for monitoring compliance with the significant policies and procedures. The Board is responsible for adopting thewritten SWIFT Code of Conduct which is applicable to all Directors, officers and employees of SWIFT. All Directors are also responsible for acknowledging their adherence to the applicable terms of the Code of Conduct at least annually, or more frequently, as modifications occur. 1.7.3R ISK M ANAGEMENT The Board has the responsibility ofunderstandingthe principal risks of the business in which SWIFT is engaged. The Board is to achieve an appropriate balance between risks incurred and the potential return to stakeholders whileconfirmingthat there are systems in place which effectively monitor and manage those risks with a view to the long-term viability of SWIFT. 1.7.4F INANCIAL R EPORTING The Board must ensure management has a policy and process for the preparation of financial reports and information internal use by management and directors, and external reporting for use by external stakeholders. The Board must formally approve externally reported financial information, and ensure the appropriate reporting process is being adhered to by SWIFT management. This includes ensuring that there is an adequate system in place to maintain financial records. B OARD OF D IRECTORS T ERMS OF R EFERENCE PL-04-17P AGE 4 OF 8 1.7.5C OMPLIANCE M ANAGEMENT The Board has the responsibility ofensuring SWIFT management is effectively managing any risks relating to compliance management. This is including, but not limited to, regulatory compliance with regards to: a)Procurement: The Board must ensure management maintains a policy and process over the procurement of goods and services which is in line with any regulatory requirements. b)Privacy: The Board must ensure management maintains appropriate controls over the gathering, use, disclosure, and management of any confidential information. This includes ensuring the appropriate information systems are maintained. c)Anti-Fraud: The Board must ensure the appropriate processes and controls have been developed that will aid in the detection and prevention of fraud, misappropriation, and must ensure that management reports allinstances of known or suspected fraud to the Board and any relevant regulatory bodies. 1.7.6L IQUIDITY AND C ASH F LOW M ANAGEMENT The Board has the responsibility ofensuring SWIFT management is effectively managing any ensuring the appropriate information is received from management to effectively monitor their processes and borrowing activities, and ensuring the establishment of effective internal controls associated with cash flow management. 1.7.7I NFORMATION T ECHNOLOGY AND C YBER S ECURITY M ANAGEMENT The Board must ensure SWIFT management enforces appropriate requirements for protecting These requirements must ensure: SWIFT information systems are adequately protected from security threats (unauthorized access, loss, corruption). Information security measures are in line with regulatory and legal requirements. Users (employees, service providers, and other authorized users of SWIFT systems) understand their responsibilities to protect the confidentiality and integrity of data. 1.7.8P UBLIC A CCOUNTANT M ANAGEMENT The Board has the ability to appoint a public accountant at each annual meeting. The appointment of a public accountant shall follow the requirements of SWIFT By-Law No.1. If appointed, the Board must also determine and approve the remuneration of the public accountant. A process must be in place to monitor the performance of the public accountant against the intended duties. This must occur prior to each annual meeting, at a minimum, or more frequently where required. 1.7.9P OSITION D ESCRIPTIONS The Board is responsible for developing position descriptions for the Chairman of the Board, the Chairman of each established Board committee and the CEO/Executive Director. The Board is to develop andapprove the corporate goals and objectives by which the CEO/Executive Director is responsible for meeting as well as a description of the responsibilities of B OARD OF D IRECTORS T ERMS OF R EFERENCE PL-04-17P AGE 5 OF 8 the individual Directors. This includes the basic duties of a Director as well as the expectationfor attendance at Board meetings and advanced preparation of meeting materials. Position descriptions shall follow the requirements (duties and powers) of SWIFT By-LawNo. 1. 1.7.10M ONITORING The Board has the responsibility of reviewing of approving SWIFTinancial statements and overseeing SWIFTSWIFTis at all times operating within applicable laws and regulations to the highest ethical and moral standards. The Board is responsible for verifying that SWIFThas implemented adequate internal control and management information systems toensure the effective discharge of its responsibilities. falls short of its goals, the Board is to take action. The Board shall approve material transactions Policies. 1.7.11R EPORTING AND C OMMUNICATION The Board is to verifythat SWIFThas in place policies and programs to enable SWIFTto communicate effectively with its stakeholders and the general public. The Board shall ensure that the financial performance of SWIFTis adequately reported to stakeholders and regulators on a timely and regular basis. 1.7.12B OARD E VALUATION The Board is responsible for ensuring that the Board, its committees and each individual Director are regularly assessed regarding their effectiveness and contribution. The Board is to implement a process for assessing the Board and Board committees in consideration of its mandates and the Directors in consideration of the competencies and skills the Director is expected to maintain. Regular Director terms of office and removal shall follow the requirements of SWIFT By-LawNo. 1. 1.7.13I NDEPENDENCE The Board is responsible for implementing appropriate structures and procedures to permit the Board to function independently of management. 1.7.14C ONFLICT AND C OMPLAINT R ESOLUTION The Board shall review any complaints identifying that a Director has violated a policies, such as the written Code of Conduct. The Board shall also review any disputes between of such complaints or disputes will include an opportunity for the Directors involved to present their positions. Complaints may be referred to an independent arbitrator if a resolution cannot be established internally. The recommendations for resolution will be approved by the Board and the ruling of the Board shall be final. If a Director refuses to abide by the ruling, the Board may take disciplinary action as needed. B OARD OF D IRECTORS T ERMS OF R EFERENCE PL-04-17P AGE 6 OF 8 1.7.15D IRECTOR C OMPENSATION The Board is to review the adequacy and form of compensation provided to the Directors to ensure it adequately reflects the responsibilities and risks involved in being an effective Director, including any policy on per diems. 1.7.16A NNUAL R EVIEW OF T ERMS OF R EFERENCE The Board shall review and assess the adequacy of the terms of reference at least annually. It should also perform a self-review on its adherence to these terms. This self-review could assist in recommending improvements to information (frequency or content) provided to the Board to meet the terms. 1.7.17A PPOINTMENT,T RAINING AND M ONITORING OF S ENIOR M ANAGEMENT The Board shallappoint the CEO/Executive Directorand all other senior management. The Board is to develop position descriptions for such persons, approvetheir compensation, and monitor the CEO/Executive Directormutually agreed corporate objectives directed at maximizing stakeholder value. The Board may provide advice and counsel in the nsure that a process is established that adequately provides for succession planning including the appointment, training and monitoring of senior management and to establish limits surrounding theauthority delegated to management. Position descriptions shall follow the requirements (duties and powers) of SWIFT By-LawNo. 1. 1.7.18M EETINGS Meetings of the Board shall follow the requirements of SWIFT By-LawNo. 1. 1.8O VERSIGHT E SSENTIALS 1.8.1O RIENTATION AND T RAINING An orientation and education program for newly appointed Directors of the Board will be provided. The orientation program is to familiarize the new Directors with SWIFT including thereporting structure, strategic plans, management, and significant financial, accounting and risk issues,as well ascompliance programs and policies. The training will ensure that the Directors understand the individual contribution they are expected to add to the Board, including the commitment of time and resources. Newly appointed Directors of the Board are expected to attend orientation activities. 1.8.2C ONTINUING E DUCATION Continuing education opportunities will be provided for all Directors to ensure that individual Directors maintain and enhance their skills and abilities. Continuing education shall ensure that remains current to effectively carry out their duties. 1.8.3A CCESS TO R ECORDS The Board will be permitted access to all of the records and information of SWIFT that it deems necessary to perform its duties. B OARD OF D IRECTORS T ERMS OF R EFERENCE PL-04-17P AGE 7 OF 8 1.8.4C OMMITTEES As authorized byBy-LawNo. 1the Board can establish committees to carry out its duties through committees and to appoint directors to be members of these committees. The Board assesses the matters to be delegated to committees of the Board and the constitution of such committees annually or more frequently, as circumstances require. From time to time the Board may create ad-hoc committees to examine specific issues on behalf of the Board. If a committee is formed, the Board shall elect a Chairman of the committee and establish a committee mandate or terms of reference. The mandate or terms of reference will specify the requirements for assessing, appointing, and monitoring its members. The following are illustrative or commonly used committees that can be established to assist the board: a)Executive Committee b)Audit and Risk Committee; c)Corporate Governance Committee; d)Finance Committee; e)Human Capital & Compensation Committee; f)Nominating Committee None of the above committees are currently in place. 1.8.5A UTHORITY TO E NGAGE O UTSIDE A DVISORS The Board has the authority to engage outside advisors as it deems necessary to carry out its duties, including the identification and review of candidates to serve as Directors or officers. SWIFT shall provide appropriate funding, as determined by the Board, for payment of the compensation of any advisors engaged by the Board and the ordinary administrative expenses of the Board necessary for the carrying out of duties. B OARD OF D IRECTORS T ERMS OF R EFERENCE PL-04-17P AGE 8 OF 8 B OARD OF D IRECTORS A PPLICATION PL-09-18 January 11, 2019 OARD OF D IRECTORS A PPLICATION PL-09-18P AGE 1 OF 8 B C ONTENTS C ONTENTS.......................................................................................... 2 1 J OINING THE SWIFTB OARD.................................................................... 3 1.1 Your Contribution To Southwest Ontario, Caledon and Niagara Region............................. 3 1.2 Your Role As A Board Director........................................................................................................ 3 1.3 Desired Skills and Experience......................................................................................................... 3 1.4 Member and Board Classes........................................................................................................... 4 1.5 Board Director Term Length........................................................................................................... 4 1.6How to join the board through the WOWC Member class slate............................................ 5 1.7How to join the board through the Contributing Member class slate................................... 5 1.8 How to join the board through the Regular Member class slate............................................ 5 1.9 Draft Schedule.................................................................................................................................. 6 1.10Board Director Compensation....................................................................................................... 6 1.1.1 Which Board Directors are eligible for compensation?................................................... 6 1.1.2 What compensation do Board Directors receive?........................................................... 6 1.1.3 Board Director compensation schedule – Effective March 2018 ................................... 6 Board Competencies.................................................................................................................................. 7 1.11THANK YOU........................................................................................................................................ 8 OARD OF D IRECTORS A PPLICATION PL-09-18P AGE 2 OF 8 B 1J OINING THE SWIFTB OARD 1.1Y OUR C ONTRIBUTION T O S OUTHWEST O NTARIO,C ALEDON AND N IAGARA R EGION SWIFT Board Directors have the opportunity to: Serve a twoor three-year term with the objective of helping SWIFT achieve its vison: “Empowering communities to access global opportunities through local, ultra-highspeed connections”. Apply your skills and expertise to help develop the strategic direction of SWIFT. Gain valuable insight and experience developing and implementing policies that promote the region’s economic success. Help build a better region by supporting the ongoing development of broadband infrastructure. Have an impact on the day-to-day lives of Canadians by enhancing the quality of their experiences online. 1.2Y OUR R OLE A S AB OARD D IRECTOR The role of SWIFT Board Directors is to help foster the development of SWIFT. The board provides strategic direction and oversight for the corporation. As well, the board plays a key role in helping build #broadbandforeveryone in southwest Ontario, Caledon and Niagara. As a SWIFT Board Director, it’s your responsibility to: Provide strategic direction and oversight for the SWIFT Project. Help develop and implement policies that support the SWIFT vison: “Empowering communities to access global opportunities through local, ultra-highspeed connections”. Attend approximately sixin-person weekday meetings in various locations across southwest Ontario, Caledon and Niagara and the Annual General Meeting (travel and expenses are reimbursed). Participate in committee work and associated conference calls. Approve SWIFT’s corporate plan and annual budget. Board Directors are expected to serve on committees and attend board meetings regularly. Directors are remunerated for their time and reimbursed for expenses. For detailed information on compensation please review “Board Compensation” below. If elected to the Board, successful candidates are expected to attendtwo days of board meetings during the month of March. These two days consist of; board training, a review of the strategic plan and the first board meeting of the year. 1.3D ESIRED S KILLS AND E XPERIENCE The SWIFT board has a “board competenciesand skills” matrix that outlines the skills and experience SWIFTwill be looking for when reviewing applications. We are seeking SWIFT members who have: A passion for community; Experience in relevant industry sectors (internet infrastructure experience); Finance, accounting and audit experience; Law (Telecom law, ICT) experience; Experience with and understanding of the board’s oversight role with respect to risk management; Previous board experience with solid understanding of board governance. OARD OF D IRECTORS A PPLICATION PL-09-18P AGE 3 OF 8 B To be eligible to become a director, an individual must: Consent to be a candidate, and, if elected, a director. On application due date, meet the “qualification” requirements defined in section 5.02 of SWIFT’s By-law No. 1. Must not be a direct employee or director of a Telecom Service Provider (example, Municipal Utility-Telcom, Telecom Cooperative, etc.) SWIFT Directors are required to be employed by a Regular SWIFT Member or elected to a WOWC or Contributing SWIFT Member at the time of election. 1 1.4M EMBER AND B OARD C LASSES The SWIFT board is broken into three classes that represent the three classes of membership of the organization: Eight (8) directors represent the Western Ontario Wardens Caucus (WOWC) Member class that includes the 15 upper and single tier municipalities of the WOWC. Two (2) directors represent the Contributing Member class that includes the other municipalities that have funded the project and are not members of the Western Ontario Wardens Caucus (WOWC). Five (5) directors represent the Regular Member class that includes all other public and private sector members of the organization. 1.5B OARD D IRECTOR T ERM L ENGTH The SWIFT board adopted staggered length of terms served for directors in each member class to minimize the risk of complete board turnover in a municipal election year. The following chart outlines the director length of term by year and member class: M EMBER C LASS AGMY EAR 2018201920202021* 20222023 WOWC 11 2 2* 2 WOWC 21 2 2* 2 WOWC 31 2 2* 2 WOWC 41 2 2* 2 WOWC 51 3 2 WOWC 61 3 2 WOWC 71 3 2 WOWC 81 3 2 Contributing 1 1 2 2* Contributing 2 1 3 2 Regular 1 2 2 2 Regular 2 2 2 2 Regular 3 2 2 2 Regular 4 2 2 2 Regular 5 2 2 2 *If a Director is appointed for a 2-year term and is not re-electedafter the municipal election their term will end at the next AGM. 1 Complete definitions are included in SWIFT By-Law NO.1 OARD OF D IRECTORS A PPLICATION PL-09-18P AGE 4 OF 8 B 1.6H OW TO JOIN THE BOARDTHROUGH THE WOWCM EMBER CLASS SLATE Joining the board of directors through the WOWC Member class slate can be achieved by following these steps: a)Verify that you are qualified: we are looking for individuals with specific skills and experience. Ensure you qualify before submitting yourapplication. b)Complete the online application. c)SWIFT Executive Committee reviews each application for eligibility.Candidatesmay be contacted by the Executive Committeewith follow-up questions to help make their decision. The list of eligible candidates is then forwarded to the WOWC Nomination Committee for review and approval. d)The WOWC Nomination Committee reviews the candidates and presents the slate to the WOWC Caucus for approval. 1.7H OW TO JOIN THE BOARDTHROUGH THE C ONTRIBUTING M EMBER CLASS SLATE Joining the board of directors through the Contributing member class slate can be achieved by following these steps: a)Verify that you are qualified: we are looking for individuals with specific skills and experience. Ensure you qualify before submitting yourapplication. b)Complete the online application. c)SWIFT Executive Committee reviews each application for eligibility. Candidatesmay be contacted by the Executive Committeewith follow-up questions to help make their decision. The list of eligible candidates will be circulated to the Contributing Members in preparation for the election. d)The Contributing members will vote one (1) week ahead of the AGM via electronic voting software to finalize the slate of 2 Directors. e)The slate will be confirmed by a vote at the SWIFT AGM. 1.8H OW TO JOIN THE BOARDTHROUGH THE R EGULAR M EMBER CLASS SLATE Joining the board of directors through the Regular member class slate can be achieved by following these steps: a)Verify that you are qualified: we are looking for individuals with specific skills and experience in specific sectors: 1.First Nations4.Agriculture 2.School board5.Health care 3.Post-secondary education 6.Business Ensure you qualify before submitting your application. b)Complete the online application indicating the sector you represent. c)SWIFT Executive Committee reviews each application for eligibility. Candidatesmay be contacted by the Executive Committeewith follow-up questions to help make their decision. The list of eligible candidates will be posted on the SWIFT web site for the members to reviewin preparation for the election. d)All members will vote one (1) week ahead of the AGM via electronic voting software to finalize the slate of 5 Directors. e)The slate will be confirmedby a vote at the SWIFT AGM. OARD OF D IRECTORS A PPLICATION PL-09-18P AGE 5 OF 8 B 1.9D RAFT S CHEDULE M ONTH D ESCRIPTION NovemberSend Board of Director Criteria to WOWC & Contributing Members. JanuaryApplicationsDue FebruaryCandidates will be notified MarchElection (electronic) MarchRelease AGM agendapackage with election results MarchAGM Meeting and confirmation vote& Board Meeting 1.10B OARD D IRECTOR C OMPENSATION Remuneration forelected SWIFT Directors is based on the following principles: Attract and retain skilled, productive board members with core governance competencies. Ensure external market competitiveness and equity. Recognize the additional responsibilities undertaken by the chair. Be fiscally responsible and consistent with corporate governance best practices. 1.1.1W HICH B OARD D IRECTORS ARE ELIGIBLE FOR COMPENSATION? All three classes of elected Board Directors of SWIFT are given remuneration to recognize their time and effort and to help the organization attract and retain experienced and knowledgeable members to its Board. 1.1.2W HAT COMPENSATION DO B OARD D IRECTORS RECEIVE? Directors are compensated based on their role within the board of directors, the number and types of meetings they attend, and any additional committee work performed. 1.1.3B OARD D IRECTOR COMPENSATIONSCHEDULE –E FFECTIVE M ARCH 2018 B OARD C HAIR B OARD D IRECTOR Annual Retainer: $3,547.50 Annual Retainer: $2,547.50 Fee per meeting (Board/Committee): Fee per meeting (Board/Committee): $305.70 $305.70 OARD OF D IRECTORS A PPLICATION PL-09-18P AGE 6 OF 8 B B OARD C OMPETENCIES Following is the board skills matrix. You are not asked to comment on the “Other Factors” or personal characteristics with respect to your own attributes but if you feel there are other important factors or characteristics that are important to the board as a whole, please feel free to note them for input into the process. S KILLS R ATING S CALE: 1.A DVANCED Solid experience and, if applicable, verifiable credentials that together constitute extensive experience and comprehensive knowledge 2.G OOD Practical experience and demonstrated competency to practice 3.F AIR Conceptual knowledge with limited experience 4.L IMITED Limited experience Director Key StrengthsCompetency Previous Board of Directors Experience in serving on public, private, or not-for-profit ExperienceBoards operating with strong governance policies and practices. Not-for-Profit and Public-Sector Not-for-Profit and Public-sector experience including Experienceknowledge of how governments operate, and the Canadian regulatory regime in which SWIFToperates. Organizational Strategic PlanExperience with planning, evaluating, and developing organizational strategic plans, and allocating resources to achieve desired outcomes. This includes a demonstrated ability to focus on longer-term goals and strategic outcomes, as separatefrom day-to-day management and operational experience. Business/Corporate Planning Experience in business/corporate planning for public, Experienceprivate, or not-for-profit sectors. FinanceUnderstanding of financial operational management and the proper application of internal controls for public, private, or not-for-profit sectors. Accounting & Audit Financial literacy and knowledge of financial reporting, and knowledge of the considerations and issues associated with the auditing requirements for public, private or not-for-profit sectors. Risk ManagementExperience in the process of identifying principal enterprise- wide corporate risks and to ensure that management has implemented the appropriate systems to mitigate and manage risk. OARD OF D IRECTORS A PPLICATION PL-09-18P AGE 7 OF 8 B Legal BackgroundBackground, experience, and understanding of the areas of law related to SWIFT’sbusiness, such as contract, Telecom, IT, privacy, trademark, patent, etc. Human Resources Experience Understanding of human resource considerations and issues such as executive recruitment, succession planning, total compensation, performance management and organizational development. Industry experience related to SWIFT’sline of business and mandate, including an understanding of emerging industry Industry Experience trends. TechnicalExperience and understanding of the technology that SWIFT operates. Marketing and Experience in marketing and communications. Communications Experience O THER F ACTORS: Regional diversity Gender and ethnic diversity Orderly board succession and board leadership succession Personal characteristics Ability to listen and be open to other perspectives including the ability to ask pertinent questions Able to synthesize and build consensus including the ability to articulate a point of view with objective reasoning Ability to understand risks, opportunities and implications 1.11THANKYOU SWIFT thanks all candidatesfor their time and dedication to their community and helping to build #broadbandforeveryone in southwest Ontario, Caledon and Niagara. ‘Empowering communities to access global opportunities through local, ultra-highspeed connections.’ APPLY HERE – Online Director Application OARD OF D IRECTORS A PPLICATION PL-09-18P AGE 8 OF 8 B ž !!!Fmhjo!Dpvouz-! 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'!Upvsjtn!Wbo :-91:4-2345-284 Gbdfcppl!Mjlft 5-79:2-2952-892:47 Uxjuufs!Gpmmpxt 3-356::378:2-943 elgin county 1-877-GO-ELGIN x168 elgintourist.com/shopping ! £ ¸ ®¥ ²§ ±¨­¦Ǿ ­¤³¶®±ª¨­¦Ǿ  ­£ ¤·¯«®±¨­¦ ¯®«¨¢¸ ¨­­®µ ³¨®­  ­£ « ­£-´²¤ ¯« ­­¨­¦ ¥®± ¶§®«¤-¥ ±¬ ²¸²³¤¬² ¨­ /­³ ±¨® *®¨­ ´² ¥®± ¯±¤²¤­³ ³¨®­² lj £¨²¢´²²¨®­ ®­Ȁ Public-private partnerships in New York that use farmer-driven approaches to promote water quality protection and agricultural viability Planning strategies/tools that take a farm-first approach to farmland and environmental feature protection Whole-farm and broader system approaches and land use planning policy in Ontario and beyond &®±´¬ $¤³ ¨«² 7§® ²§®´«£  ³³¤­£Ȉ Tickets $ ³¤Ȁ March 28, 2019 Farmers To purchase your ticket: 4¨¬¤Ȁ 8:30 am 4:05 pm www.ontariofarmlandtrust.ca Land Use Planners 0« ¢¤Ȁ Balls Falls Centre for Conservation, 519-824-4120 x 52654 Researchers Lincoln, ON heather@ontariofarmlandtrust.ca Land Conservation Enthusiasts #®²³ Ȩ¨­¢«´£¤² ¡±¤ ª¥ ²³ lj «´­¢§ȩ Ȁ Provincial Policy Makers th $125 early-bird rate by March 7 th Municipal Councillors $140 after March 7 $100 farmer rate (w/ valid OFA, CFFO, or NFU card) $60 student rate (w/ valid student ID) th /­ - ±¢§ ΑΖǾ join /­³ ±¨® & ±¬« ­£ 4±´²³ ¥®±  ­ ¨­¥®±¬ « 1lj!  ¡®´³ §®¶ t§¤¸ ¯±®³¤¢³ far¬« ­£ using & ±¬« ­£ % ²¤¬¤­³ !¦±¤¤¬¤­³² ,®¢ ³¨®­Ȁ Jordan Station Don Cherry Sports Grill 4¨¬¤Ȁ 7:00 9:00 PM 3­ ¢ª² 0±®µ¨£¤£ 4§ ­ª ¸®´ ³® ®´± ͳͱͲͺ & ±¬« ­£ &®±´¬ 3´¯¯®±³¤±² ȴȴ - ¸ ¡¤ ²´¡©¤¢³ ³® ¢§ ­¦¤ȴȴ th Thursday, March 28, 2019 Glen Elgin Room, Balls Falls Centre for Conservation, Niagara Region &®±´¬ 0±®¦± ¬ Master of Ceremonies: Sara Epp, Sessional Lecturer & Post-Doctoral Researcher, University of Guelph 8:30 am Registration (Refreshments and light breakfast provided) 9:00 am Welcome & Opening Remarks Kathryn Enders, Executive Director, Ontario Farmland Trust Dean Allison, MP, Niagara West Sandra Easton, Mayor, Town of Lincoln 9:30 am Keynote Speaker Watershed Agricultural Council 25 Years of Improving Water Quality and Larry Hulle, Agricultural Program Manager, Watershed Agricultural Council 10:30 am Panel Integrated Systems Approaches to Farmland and Natural Heritage Features Protection Janet Horner, Executive Director, Golden Horseshoe Food and Farming Alliance John Turvey, MCIP, RPP, Ontario Ministry of Agriculture, Food, and Rural Affairs ağƩƉ 9ğƭƷƒğƓ, Senior Coordinator of Agricultural Outreach, Credit Valley Conservation Facilitator: Chris Fullerton, Associate Professor, Department of Geography & Tourism Studies, Brock University 11:30am Lunch and Networking 12:30 pm Plenary Garvey-Glenn Watershed Project: Lessons on Managing Rural Stormwater Sarah Fleischhauer, Stewardship Project Lead, Maitland Valley Conservation Authority 1:30 pm Plenary Farmland Success Stories from Niagara Erik Acs, MCIP, RPP, Planner, Regional Municipality of Niagara Kelly Provost, Economic Development Officer, Regional Municipality of Niagara Sara Epp, Sessional Lecturer & Post-Doctoral Researcher, University of Guelph 2:30 pm Networking and Health Break 3:00 pm Keynote Speaker Agricultural Master Plan: Cultivating Change Diana Wahlstrom, Senior Advisor of Agriculture Initiatives, Strathcona County 4:00 pm Wrap up & Concluding Remarks Bernard Pope, Chair, Ontario Farmland Trust Kathryn Enders, Executive Director, Ontario Farmland Trust 4:05 pm Adjournment Thank you to our 2019 Farmland Forum Supporters: ΫΫ ağǤ ĬĻ ƭǒĬƆĻĭƷ Ʒƚ ĭŷğƓŭĻ ΫΫ ͵ SUMMARY OF 2019 COST-SHARED BUDGET hǣŅƚƩķ /ƚǒƓƷǤͲ υЋͲЉБЌͲЏБА /ƚǒƓƷǤ ƚŅ 9ƌŭźƓͲ υВЍЊͲЉЏЌ /źƷǤ ƚŅ {Ʒ͵ŷƚƒğƭͲ υАЌЊͲЌЉА tƩƚǝźƓĭĻ ƚŅ hƓƷğƩźƚͲ υВͲЊЏАͲАЉЉ hǣŅƚƩķ /ƚǒƓƷǤ/ƚǒƓƷǤ ƚŅ 9ƌŭźƓ/źƷǤ ƚŅ {Ʒ͵ŷƚƒğƭtƩƚǝźƓĭĻ ƚŅ hƓƷğƩźƚ 2019 COST SUMMARY OF ALL BUDGETS hǣŅƚƩķ /ƚǒƓƷǤͲ υЋͲЉБЌͲЏБА /ƚǒƓƷǤ ƚŅ 9ƌŭźƓͲ υВЍЊͲЉЏЌ /źƷǤ ƚŅ {Ʒ͵ŷƚƒğƭͲ υАЌЊͲЌЉА tƩƚǝźƓĭĻ ƚŅ hƓƷğƩźƚͲ υЊЍͲЌБВͲЍЌВ hǣŅƚƩķ /ƚǒƓƷǤ/ƚǒƓƷǤ ƚŅ 9ƌŭźƓ/źƷǤ ƚŅ {Ʒ͵ŷƚƒğƭtƩƚǝźƓĭĻ ƚŅ hƓƷğƩźƚ Ministry of Municipal Affairs and HousingMinistère des affaires municipales et du logement 777 Bay Street,777 rue Bay, Toronto, Ontario M5G 2E5Toronto (Ontario) M5G 2E5 2019 ANNUAL REPAYMENT LIMIT (UNDER ONTARIO REGULATION 403 / 02) MMAH CODE: 44000 MUNID: 34000 MUNICIPALITY: Elgin Co UPPER TIER: REPAYMENT LIMIT:$ 10,436,954 The repayment limit has been calculated based on data contained in the 2017 Financial Information Return, as submitted to the Ministry. This limit represents the maximum amount which the municipality had available as of December 31, 2017 to commit to payments relating to debt and financial obligation. Prior to the authorization by Council of a long term debt or financial obligation, this limit must be adjusted by the Treasurer in the prescribed manner. The limit is effective January 01, 2019 The additional long-term borrowing which a municipality could undertake over a 5-year, a 10-year, a 15-year and a 20-year period is shown. If the municipalities could borrow at 5% or 7% annually, the annual repayment limits shown above would allow it to undertake additional long-term borrowing as follows: 5% Interest Rate (a) 20 years @ 5% p.a.$ 130,067,510 (a) 15 years @ 5% p.a.$ 108,332,008 (a) 10 years @ 5% p.a.$ 80,591,388 (a) 5 years @ 5% p.a.$ 45,186,547 7% Interest Rate (a) 20 years @ 7% p.a.$ 110,569,234 (a) 15 years @ 7% p.a.$ 95,058,875 (a) 10 years @ 7% p.a.$ 73,304,794 (a) 5 years @ 7% p.a.$ 42,793,570 Page: 01 of 02Date Prepared:20-Feb-19 MUNICIPALITY:MMAH CODE: Elgin Co44000 1 $ Debt Charges for the Current Year 0210Principal (SLC 74 3099 01). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112,266 0220Interest (SLC 74 3099 02). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .155,654 0299267,920 Subtotal 0610 Payments for Long Term Commitments and Liabilities financed from the consolidated statement of operations (SLC 42 6010 01) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 250,000 9910517,920 Total Debt Charges 1 $ Amounts Recovered from Unconsolidated Entities 1010Electricity - Principal (SLC 74 3030 01) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .0 1020Electricity - Interest (SLC 74 3030 02) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .0 1030Gas - Principal (SLC 74 3040 01) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .0 1040Gas - Interest (SLC 74 3040 02) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .0 1050Telephone - Principal (SLC 74 3050 01) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .0 1060Telephone - Interest (SLC 74 3050 02) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .0 10990 Subtotal 1410 Debt Charges for Tile Drainage/Shoreline Assistance (SLC 74 3015 01 + SLC 74 3015 02) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .0 1411 Provincial Grant funding for repayment of long term debt (SLC 74 3120 01 + SLC 74 3120 02). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .0 1412 Lump sum (balloon) repayments of long term debt (SLC 74 3110 01 + SLC 74 3110 02). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .0 14200 Total Debt Charges to be Excluded 9920517,920 Net Debt Charges 1 $ Total Revenues (Sale of Hydro Utilities Removed) (SLC 10 9910 01). . . . . . . . . . . . . . . . . . . . . . . . . 161071,725,325 Excluded Revenue Amounts 2010 Fees for Tile Drainage / Shoreline Assistance (SLC 12 1850 04) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .0 2210Ontario Grants, including Grants for Tangible Capital Assets (SLC 10 0699 01 + SLC 10 0810 01 + SLC10 0815 01) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23,506,961 2220Canada Grants, including Grants for Tangible Capital Assets (SLC 10 0820 01 + SLC 10 0825 01) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1,708,522 2225Deferred revenue earned (Provincial Gas Tax) (SLC 10 830 01) . . . . . . . . . . . . . . . . . . . . . . . .0 2226Deferred revenue earned (Canada Gas Tax) (SLC 10 831 01) . . . . . . . . . . . . . . . . . . . . . . . .0 2230Revenue from other municipalities including revenue for Tangible Capital Assets ( SLC 10 1098 01 + SLC 10 1099 01) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2,690,348 2240Gain/Loss on sale of land & capital assets (SLC 10 1811 01) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .0 2250Deferred revenue earned (Development Charges) (SLC 10 1812 01) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .0 2251Deferred revenue earned (Recreation Land (The Planning Act)) (SLC 10 1813 01) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .0 2252Donated Tangible Capital Assets (SLC 53 0610 01) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .0 2253Other Deferred revenue earned (SLC 10 1814 01) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .0 2254Increase / Decrease in Government Business Enterprise equity (SLC 10 1905 01) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .0 229927,905,831 Subtotal 2410 Fees and Revenue for Joint Local Boards for Homes for the Aged . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .0 261043,819,494 Net Revenues 262010,954,874 25% of Net Revenues 993010,436,954 ESTIMATED ANNUAL REPAYMENT LIMIT (25% of Net Revenues less Net Debt Charges) * SLC denotes Schedule, Line Column. Page: 02 of 02Date Prepared:20-Feb-19