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April 10, 2007 Agenda ORDERS OF THE DA Y FOR TUESDA y, APRIL 10, 2007 - 9:00 A.M. PAGE # ORDER 1 st Meeting Called to Order 2nd Adoption of Minutes - for the meeting of March 27, 2007 3rd Disclosure of Pecuniary Interest and the General Nature Thereof 4th Presenting Petitions, Presentations and Delegations DELEGATIONS: 9:00 A.M. Dawn Maziak, Primary Care Consultant, Ministry of Health and Long-Term Care, with presentation on St. Thomas and Area Community Health Centre (to be faxed out Thursday) 2 9:30 A.M. Micheline Riopelle, Regional Director, Municipal Services Office - Southwestern, Roger Moyer - Manager of Local Government and Bruce Curtis, Manager of Community Planning and Development, with presentation to update Council on the Ministry business and staff. (attachment) 3-7 9:45 A.M. Dawn Burridge, Adult Day Program Coordinator, Elgin- St. Thomas Adult Day Program, with overview and proposal for Wait List Management. (attachment) Motion to Move Into "Committee Of The Whole Council" Reports of Council, Outside Boards and Staff Council Correspondence - see attached 1) Items for Consideration 2) Items for Information (Consent Agenda) OTHER BUSINESS 1) Statements/Inquiries by Members 2) Notice of Motion 3) Matters of Urgency 9th In-Camera Items 10th Recess 11 th Motion to Rise and Report 12th Motion to Adopt Recommendations from the Committee Of The Whole 43 13th Consideration of By-Laws 14th ADJOURNMENT 5th 8-29 6th 7th 30-36 37-42 8th I LUNCH WILL NOT BE PROVIDED I @ Ontario Ministry of Municipal Affairs and Housing Ministere des Affaires municipales et du Logement Municipal Services Office - Southwestern 659 Exeter Road, 2nd Floor London ON N6E IL3 Telephone: (519) 873-4020 Toll Free: 1-800-265-4736 Fax: (519) 873-4018 Bureau des services aux municipalites - region du Sud-Ouest 659 Exeter Road, 2e etage London ON N6E IL3 (519) 873-4020 Sans frais: 1-800-265-4736 Tel6copieur: (519) 873-4018 March 20, 2007 Mr. Mark McDonald Chief Administrative Officer County of Elgin 450 Sunset Drive St. Thomas ON N5R 5V1 -, "'''l ..,11'11 . l t. Yo':', I~DMtMsTHAr~V!~ $tf~VICES Dear Mr. McDonald: . As we move into the second quarter of2007, I know that many of you are finalizing your budgets, looking at work plans and business plans, and providing ongoing orientation for your new councils. I am writing to you to explore whether there is an opportunity for our office to make a brief presentation to your council in order to outline the Ministry's business and discuss informally how we might work together in the months ahead. As most of you know, I am new to the position of Regional Director with the Ministry and such a meeting would provide me with an opportunity to introduce myself to your councils. I would also be bringing along Roger Moyer .and Bruce Curtis, my managers of Local Government and Community Planning and Development, respectively. In an effort to build a stronger relationship with your municipality and to offer our assistance on municipal issues where it is appropriate, we have put together a 20-minute presentation that would introduce your council to our business and our staff. I would welcome the opportunity to pursue this further with you. If you see some mutual benefit to this undertaking, please contact Leanne Howe, Administrative Coordinator, at 519-873-4036 or toll free at 1-800-265-4736 to arrange a date and time. I look forward to hearing from you. Sincerely, (-- 7 )(/[ elLA' ;;..~vt /) ~:L>C);1 tel? Micheline Riopelle Regional Director Municipal Services Office - Southwestern 13Lgtn-St. Thomas AduLt Day Program April 1 S\ 2007 Dear Day Program Participant, RE: Maintaining your active status. The Adult Day Program continues to experience long wait lists for prospective clients. While we are doing our best to respond to the long wait list for placement at the Adult Day Program, there continues to be many days that participation is low due to cancellation without notice. To continue to provide those on the wait list opportunity to attend the program we are requesting that you provide us with a minimum of 72 hours advance notice of cancellation for scheduled appointments, respite, vacation, etc. The Adult Day Program staff will attempt to fill your vacant spot from the current waiting list however if we are unable to do so, you will be charged for the day(s) you missed. Please be assured that you will maintain your place in the program but will be charged if you are not present for the day. This policy goes into effect May 1 st 2007. Thank you for your cooperation and should you have any questions please do not hesitate to contact us Monday to Friday, 8:00 a.m. to 4 p.m. at (519)631-1030 Ext. 310. Sincerely, Dawn Burridge Adult Day Program Coordinator 350 lSurweLL Road st Thomas ON NSP OA3 (5:!:J) 631-1030 )(310 .\3'~~lN~$.T...TrtD'MA.s.At>L1,l-T.t>AY..P"R.Qe::jRAM '. .. . . I' OVERVIEW AND PROPOSAL Wait List Management OVERVIEW AND PROPOSAL WAIT LIST MANAGEMENT Overview of Adult Day Programs MISSION To provide support services and activities to residents of St. Thomas and Elgin County. These programs are responsive to the unique physical, cognitive and! or social needs and values of the participants, the family/caregivers and the community. GOALS 1) To offer a structured program in a caring and nurturing environment with the primary goal of providing healthy, supportive and protective day care to clients. 2) To provide support, assistance and respite to families and caregivers. 3) To provide therapeutic activities and programs that match the abilities and needs of the participants and maintains and maximizes their current skill. 4) To provide information to families and caregivers on other Community Support Services and to facilitate referrals to other community agencies. 5) To provide an educational component that addresses health issues, promotes a healthy lifestyle and incorporates the dimensions of wellness. 6) To provide a variety of rewarding volunteer opportunities for members of the community. 7) To prevent premature or inappropriate placement in a long term care facility. 2 REFERRAL/ELIGIBILITY Referral Adult Day Programs are accessed by calling the South West Cmnmunity Care Access Centre ( SWCCAC) who will make the necessary arrangements with the Adult Day Program Coordinator. The SWCCAC is our only referral source. Eligibility The Program is available to adults and seniors who require some physical, social or emotional support to remain in the community, as determined by the SWCCAC Case Manager. ALL PROGRAMS AND FEES FEES FOR SERVICE 1HERE IS A FEE FOR DAY PROGRAM P ARTIOP ATION. FEES ARE BASED ON 1HE NUMBER OF SERVICES PROVIDED. FEES FOR ALL PROGRAM SITES RANGE FROM $13 - $20. ALL PROGRAM SERVICES OFFER... .:. Transponation .:. Suppon & Socialization .:. Assistance with Activities of Daily Living .:. Full Course Hot or Cold Luncheon .:. Activity Program .:. Supponive Crre & Supervision .:. Whirlpool Bath .:. Hot Wax Therapy 3 LOCATIONS... BOBIER VILLA VALLEYVIEW~ TERRRACE LODGE 1 BOBIER LANE 350 BURWEll ROAN 475 TALBOT ST. EAST DUITON ST. lliOMAS AYLMER *All PROGRAMS OFFER SENIOR ADULT AND DEMENTIA PROGRAMS WIlli A MINIMUM AGE IlMIT OF 50 YEARS OF AGE. V ALLEYVIEW ALSO OFFERS A YOUNG ADULT PROGRAM WIlli A MINIMUM AGE IlMIT OF 18YEARS OF AGE WAIT LIST MANAGEMENT WAIT LIST MANAGEMENT PROPOSAL Community Support Services are growing and thriving in Elgin County. We believe that we are the answer to the burden on the health care system Using our services keeps people living in their homes longer and out of Long Term Care Homes. Adult Day Programs are growing in popularity and along with that so are our waiting lists for admission. The Adult Day Program needs to meet the community needs by providing potential clients with timely admission to the program We are proposing to address this by having our clients maintain their active status. The Adult Day Program will no longer leave a client space open for doctor appointments, vacations and sick time. This means we will request client provide us with 72 hours advance notice of cancellation for scheduled appointments, respite, vacation, etc. The Adult Day Program staff will attempt to fill the vacant spot from the current waiting list and if we are unable to do so, we will then charge the client for the day(s) missed. The client will maintain their place in the program and return on their scheduled day. We will provide the Day Program clients with a letter ( SEE ATIAGIED LEITER) followed by a personal phone call letting them know what we are doing and the time line involved for enforcement. The consequence to not following this new policy will be the loss of your status in the program and you will then be placed back on the bottom of the wait list. The Adult Day Program needs to move forward towards more of a cost recovery model so that we can meets the needs of a quickly growing senior population. 4 REPORTS OF COUNCIL AND STAFF APRIL 10, 2007 Staff Reports - (ATTACHED) 9 Director of Senior Services T/L - Adult Day Program - Wait List Management Strategy 11 Director of Cultural Services - ServiceOntario Funding 13 Director of Financial Services - Transfer Reserves 16 Director of Human Resources - Non-Union Vacation Policy 7.10, 7.20 and 7.30 23 Director of Human Resources - Bereavement Leave Policy 9.80 25 Manager of Administrative Services - Amendments to the Municipal Act, 2001, by Bill 130 28 Director of Engineering Services - Appointment of Alternates in Absence of the Land Division Secretary-Treasurer g FROM: REPORT TO COUNTY COUNCIL Rhonda L. Roberts Director of Senior Services - TL DATE: March 28, 2007 SUBJECT: Adult Day Program - Wait List Management Strategy CORPORATE GOAL(S) REFERENCED: 1. To ensure fiscal responsibility and accountability 2. To nurture and support dignified long-term care 3. To promote Elgin as "The Place to Live" 4. To forge community partnerships 5. To provide innovative and collaborative quality service 6. To recognize and seize opportunities for improvement INTRODUCTION: The Adult Day Program operates one day per week at Bobier Villa and three days per week at Terrace Lodge. The program at both homes continues to remain full with an increasing wait list of participants. While the wait list indicates the need for increased programming days the funding does not match the expense necessary to operate additional days. There is however an opportunity to ensure cost recovery and possibly expand the existing program. DISCUSSION: In order for the Adult Day Program to be self-sustaining, it requires revenues from clients plus MOH funding. Typically a client may choose not to show for an Adult Day Session without advance notice. When this occurs, there are decreased revenues for that day which over time affects the programs' ability to be self-sustaining. Additionally, last minute cancellations and no-shows do not provide opportunities for the Program Coordinator to contact others on the wait list that may be able to attend that day. The Adult Day Program Coordinator has been working toward a cost recovery plan which has prompted implementation of a wait list management strategy. This plan will promote cancellation fees and filling vacancy in the program when a client does not show as scheduled. CONCLUSION: The Adult Day Program Coordinator continues to work toward cost recovery and full participation in the program. With on-going efforts such as the wait list management strategy, opportunities to increase the number of days for the Adult Day Program may be achieved as well. RECOMMENDATION: THAT, this report be received and filed. ~ Rhonda . Roberts Director of Senior Services - TL REPORT TO COUNTY COUNCIL FROM: Cathy Bishop, Director of Cultural Services DATE: March 26th, 2007 SUBJECT: ServiceOntario Funding CORPORATE GOAL(S) REFERENCED: To forge community partnerships; To provide innovative and collaborative quality service. INTRODUCTION: The Elgin County Library was recently approved for $26,400 in funding from the Government of Ontario's "ServiceOntario at Libraries Initiative". This report recommends that the funding be accepted. DISCUSSION: The Elgin County Library has been approved for $26,400 in funding under the provincial Ministry of Culture's "ServiceOntario at the Libraries Initiative". ServiceOntario is a provincial government initiative created to centralize access to government services, information, and resources. This includes registration of newborn children, marriage certificates, business registrations and licence plate renewals. The funding is provided for training, promotion and computer upgrades within County libraries. It must be expended by March 315\ 2008. Staff feel that this initiative will provide better access to government services to County residents and will also benefit the library in terms of community service. There is no direct cost to the library in accepting this funding. CONCLUSION: The Elgin County Library has received $26,400 in funding from the "ServiceOntario at Libraries Initiative". Staff recommend that this funding be accepted. RECOMMENDATION: THAT the Warden and Chief Administrative Officer enter into an agreement with the Ontario Ministry of Culture for the "ServiceOntario at the Libraries Initiative" in the amount of $26,400; AND THAT a letter of appreciation be sent to the Honourable Caroline Di Cocco, Minister of Culture, to acknowledge the funding. Respectfully Submitted ~~~ C( c( Cathy Bishop Director of Cultural Services Approved for .on REPORT COUNTY COUNCIL FROM: Linda B. Veger Director of Financial Services DATE: March 23, 2007 SUBJECT: Transfer Reserves CORPORATE GOAL(S) REFERENCED: To ensure fiscal responsibility and accountability. INTRODUCTION: The Mill Rate Stabilization Reserve was originally set up to smooth out tax rates by absorbing unanticipated expenditures and in anticipation of future expenditures. A number of other reserves were also set up with much the same purpose. Staff suggests that it would be more efficient to transfer some of those reserves to capital and others to the Mill Rate Stabilization Reserve. DISCUSSION: Line 8 - Information Technology - balance of monies set up to cover expenditures related to the consulting firm hired prior to the creation of the Director's position - transfer to information technology capital. Line 11 - Waste Management - set up during negotiations for the expansion of Green Lane - transfer to mill rate stabilization. Line 14 - Emergency Measures - set up for civic addressing - transfer to mill rate stabilization. Line 20 - Museum - included in the transfer of accounting records from the Museum - transfer to mill rate stabilization. Line 21 - Tourism - set up when Council and S1. Thomas agreed to fund the Manager's position - position was not filled until the next year. Recommend these funds be transferred to the tourism budget in 2008. Line 24 - Special Circumstances - funds applied for and received related to municipal restructuring - transfer to mill rate stabilization. Line 26 - Sewage Treatment Plant - set up to cover the costs of the sewage treatment plant - transfer to sewage treatment plant capital. Line 27 - Pay Equity - transfer to mill rate stabilization. Human Resources will advise if and when more funds may be required. Line 28 - Land Ambulance - set up from surplus prior to the contract with Thames EMS - transfer to mill rate stabilization. Line 29 - Contingency - Ontario Works - set up to absorb an unexpected large increase - transfer to mill rate stabilization. LINE 34 - Capital- balance from previous years - transfer to capital surplus. All other lines remain unchanged. CONCLUSION: Several reserves have outlived their specific purpose. Staff suggests those reserves be closed as indicated above. RECOMMENDATION: THAT the reserves as indicated in the report titled Transfer Reserves and dated March 23, 2007 be transferred to the Mill Rate Stabilization Reserve; and, THAT that the reserves, as indicated in the above report be transferred to capital. Respectfully Submitted Approved for S 'ssion cP~d Linda B. Vege~ Director of Financial Services Mark G. onald Chief Administrative icer County of Elgin Reserves Transfers Reserve 1 Donations Elgin Manor 2 Donations Terrace Lodge 3 Donations Bobier Villa 4 Alma College Alumnae Donations 5 Social Committee 6 Working Funds 7 Mill Rate Stabilization 8 Information Technology 9 Staff Training 10 Library 11 Waste Management 12 Strategic Planning 13 Insurance Deductibles 14 Emergency Measures 15 Tree Replanting 16 OMPF One Time Funding 17 Federal Gas Tax 18 Bobier EI Premium Reduction 19 Terrace Lodge 20 Museum 21 Tourism 22 Performance Excellence 23 Road Maintenance 24 Special Circumstances 25 WSIB Schedule 2 26 Sewage Treatment Plant 27 Pay Equity 28 Land Ambulance 29 Contingency - Ontario Works 30 Archives 31 Ambulance Severence 32 Woodlot 33 Police Services 34 Capital 35 Orthodontics Balance 23-Mar-07 18,897 4,921 17,188 8,173 1,901 500,000 235,607 4,051 Transfer to IT capital 27,678 37,274 22,587 Transfer to Mill Rate 26,107 264,604 45,037 Transfer to Mill Rate 8,286 1,959,001 235,538 Belongs in Capital - Talbot Line - will be transferred 9,040 All dollars have been spent 414,446 2,530 Transfer to Mill Rate 36,000 Transfer to Tourism budget in 2008 31,773 254,260 127,685 Transfer to Mill Rate 528,166 20,541 Tansfer to Capital - Sewage Treatment 132,382 Transfer to Mill Rate 173,901 Transfer to Mill Rate 354,225 Transfer to Mill Rate 103,595 209,858 11,635 14,157 35,259 Transfer to Capital Surplus 14,190 5,890,492 REPORT TO COUNTY COUNCIL FROM: Harley J. Underhill Director of Human Resources DATE: March 12, 2007 SUBJECT: Non Union Vacation Policy 7.10, 7.20 and 7.30 CORPORATE GOAL(S) REFERENCED: To be recognized as a desired employer. To recognize and seize opportunities for improvement. INTRODUCTION: It is time to review the non union vacation quantum as there have been many improvements in the unionized vacation schedules since 2000 and 2004. The improvements for the unionized employees are to keep the county competitive in the market place and hopefully retain long service employees. For that very reason alone it is time for a review and adjustment. DISCUSSION: The review demonstrates that changes are required at the five, six and seven week vacation entitlement areas to be fair and consistent with our non union staff. NON UNION PROPOSED Five Weeks Six Weeks Seven Weeks Vacation Vacation Vacation 14 Years 21 Years NIL 14 Years 21 Years Nil 13 Years 19 Years 28 Years 12 Years 19 Years Nil 10 Years 17 Years 25 Years CUPE NON UNION CAO & DIRECTORS CAO & DIRECTORS PROPOSED ONA 13 Years 21 Years 28 Years SEIU 12 Years 19 Years After 25 Years 1 Day Per Year to Max 5 The accelerated years of service of two to three years to obtain vacation quantum at a quicker pace for the CAO and Directors is a long standing practice that definitely assists in the recruitment and retention of the senior management team. CONCLUSION: Policy 7.10, 7.20 and 7.30 have been reviewed and amended as attached to this report. The amendments are consistent with changes made with the bargaining of new collective agreements and maintains the historical values for the Directors and CAO. It should be further noted that there is no additional cost to the county for these amendments as non union staff are not replaced for vacation purposes. RECOMMENDATION: That the amended Non Union Vacation policies 7.10,7.20 and 7.30 be approved and effective January 1, 2007. Respectfully Submitted Approved for Harley J nderhill Directo of Human Resources Mark G. onald Chief Administrative Officer County of Elgin Section: 7 Human Resources Policy Manual Subject: Vacation Yearl Scheduling and Pay Policy Number: 7.10 Date Approved: Oct 1/87 Code - NU/FT/PT/CT Page 1 or 2 Date Last Revision: Nov 23/04 Vacation Year For the purpose of computing vacation entitlement, the vacation year shall begin on January 1 st and end on the following December 31 st. Vacation Scheduling (a) Employees must take their vacation during the year to which it refers and no carry-over of credits to the following year will be allowed unless approved by the Management Team. The Management Team, at its discretion, may refer exceptional requests to County Council for its approval. At least once annually, an information report to Council shall be presented indicating the number of vacation carry-over requests submitted and granted by the Management Team. (Note: This approval process will also be implemented to the Collective Agreements. ) (b) No cash payment in lieu of vacation time off will be made and all credits not used up by the end of the twelve (12) month period, will be lost, subject to conditions in the Employment Standards Act, except where approval for carryover has been granted under (a) above. County of Elgin Section: 7 Human Resources Policy Manual Subject: Vacation Yearl Scheduling and Pay Policy Number: 7.10 Code - NU/FT/PT/CT Date Approved: Ocl1/87 Page 2 or 2 Date Last Revision: Nov 23/04 (c) i) All vacation leave must be approved by the Department Head/Manager before it is taken. ii) Department Heads/Managers must obtain approval from the Chief Administrative Officer for vacation leaves in excess of three weeks. Hi) The Chief Administrative Officer must obtain approval from County Council for vacation leaves in excess of three weeks. Vacation Pay (a) i) Full-time employees shall receive vacation pay based upon their regular straight time rate of pay. ii) Part-time employees shall receive vacation pay based upon the following percentages and paid as it is earned: Up to 3 years continuous service, 6% of the regular straight time rate of pay. From 3 years to Delete [44] 13 years continuous service, 8% of the straight time rate of pay. From Delete [44] 13 years to Delete [2-1-] 19 years of continuous service, 10% of the straight time rate of pay. From Delete [2-1-] 19 years to 28 year of continuous service, 12% of the straight time rate of pay. From 28 years of continuous service, 14% of the straight time rate of pay. (b) All vacation pay will be pro-rated according to the vacation schedule if an employee is dismissed or resigns from their employment. (c) When an employee is transferred from one department to another on a permanent basis, the vacation pay entitlement accrued at that time will be charged to the original department. County of Elgin Section: 7 Human Resources Policy Manual Subject: Vacation Entitlement, Delete [Department Headsl Managers] CAO/Directors Policy Number: 7.20 Code - NU/L Date Approved: Oct 1/87 Page 1 of 1 Date Last Revision: Jan. 1/00 (a) An employee who has completed less than three years of continuous service, shall be entitled to 1.25 days vacation per month to a maximum of three (3) weeks vacation. (b) An employee who has completed three (3) years of continuous service but less than Delete [twelve (12)] ten (10) years, shall receive 1.667 days vacation per month to a maximum of four (4) weeks vacation. (c) An employee who has completed Delete [twelve (12)] ten (10) years of continuous service but less than Delete [nineteen (19)] seventeen (17) years, shall receive 2.084 days vacation per month to a maximum of five (5) weeks vacation. (d) An employee who has completed Deleted [nineteen (19)] seventeen (17) years of continuous service but less than twenty-five (25), shall receive 2.50 days vacation per month to a maximum of six (6) weeks vacation. (e) An employee who has completed twenty-five (25) years of continuous service, shall receive 2.917 days vacation per month to a maximum of seven (7) weeks vacation. NOTE: The effective date for the progression in vacation entitlement, once an employee has reached the requisite years of continuous service, shall be the first of the following month and the number of days entitlement will be rounded up to the next half day. County of Elgin Section: 7.30 Human Resources Policy Manual Subject: Vacation Entitlement, Other Full-time and Part-time Staff Policy Number: 7.30 Code - NUlL Date Approved: Ocl1/87 Page 1 of2 Date Last Revision: Jan. 20/04 (a) An employee who has completed less than one (1) year of continuous service, as at December 31S\ in any year, shall receive 1.25 days vacation per month to a maximum of fifteen (15) days. (b) In any year, an employee who has completed one (1) year of continuous service but less than three 3 years, shall receive 1.25 days vacation per month to a maximum of three (3) weeks vacation. (c) An employee who has completed three (3) years of continuous service but less than Delete [fourteen (14)] thirteen (13) years, shall receive 1.667 days vacation per month to a maximum of four (4) weeks vacation. (e) An employee who has completed Delete [fourteen (14)] thirteen (13) years of continuous service but less than Delete [w.'8nty one (21)] nineteen (19) years, shall receive 2.084 days vacation per month to a maximum of five (5) weeks vacation. (f) An employee who has completed Delete [M'8nty one (21)] nineteen (19) years of continuous service but less than twenty-eight (28) year, shall receive 2.50 days vacation per month to a maximum of six (6) weeks vacation. County of Elgin Section: 7.30 Human Resources Policy Manual Subject: Vacation Entitlement, Other Full-time and Part-time Staff Policy Number: 7.30 Code - NUlL Date Approved: Oct 1/87 Page 2 of 2 Date Last Revision: Jan. 20/04 (g) An employee who has completed twenty-eight (28) years of continuous service shall receive 2.917 days vacation per month to a maximum of seven (7) weeks vacation. NOTE: The effective date for the progression in vacation entitlement, once an employee has reached the requisite years of continuous service, shall be the first of the following month and the number of days entitlement will be rounded up to the next half day. REPORT TO COUNTY COUNCIL FROM: Harley J. Underhill Director of Human Resources DATE: March 29, 2007 SUBJECT: Bereavement Leave Policy 9.80 CORPORATE GOAL(S) REFERENCED: To be recognized as a desired employer. To recognize and seize opportunities for improvement. INTRODUCTION: Loss of a loved one is an extremely difficult time when family and friends come together in support of one another. Staff are fortunate also to have such a caring and compassionate employer that provides a policy to deal with the need for time to deal with the loss. DISCUSSION: The current policy has had a number of discussions around changes. Consecutive days, calendar days, scheduled days, work days, union vIs non union, who, how many and the list goes on. Through the recent negotiations with SEIU it was agreed to change their bereavement leave. Staff has reviewed our non union policy and would recommend similar changes to keep a fair and consistent approach. CONCLUSION: Policy 9.80 Bereavement Leave has been reviewed and amended as attached to this report. The amendments are consistent with changes made with the bargaining of a new collective agreement with Terrace Lodge and the current non union policy. RECOMMENDATION: That the amended Bereavement Leave policy 9.80 be effective April 1 , 2007. Mark G. aid Chief Administrative Officer 23 County of Elgin Section: 9 Human Resources Policy Manual Subject: Bereavement Leave Page 1 of 1 Policy Number: 9.80 Date Approved: Oct 1/87 Date Last Revision: Dec. 15/05 Code - NU/PT/FT/CT (a) In the case of a death of an employee's [immediate family] spouse (as defined by law) child, step child, parent, step parent, sister, step sister, brother and step brother, a paid leave of absence of [up to three (3) consecutive calendar] five (5) days will be granted and shall include the day of the funeral and/or memorial service. One (1) of said [calendar] days may be granted, as an exception, upon receipt of a written request delivered to the Department Head when the memorial service is scheduled at a later date. [In all cases, the Human Resources Department shall be notified of the leave of absence.] (b) In the case of a death of an employee's foster parent, grandchild, mother-in-law, father-in-law, brother-in-law, sister-in-law, son-in-law, daughter-in-law, grandparents, spouses grandparents, aunt, uncle, spouses aunt, spouses uncle a paid leave of absence of three (3) days will be granted and shall include the day of the funeral and/or memorial service. One (1) of said days may be granted, as an exception, upon receipt of a written request delivered to the Department Head when the memorial service is scheduled at a later date. (b) [Scheduled work days and hours, which fall within the period granted under (a), will be paid at the employee's regular rate.] (c) ["Immediate Family" is defined as: spouse, common-law spouse, child, common-law spouse's child, mother, step-mother, father, step-father, brother, sister, grandchild, son-in-law, daughter-in-law, brother-in-law, sister-in-law, mother-in-law, common-law spouse's mother, father-in-law, common-law spouse's father, grandparent, spouses grandparents, aunt, uncle, spouses aunt, spouse's uncle.] ..< 'f ~II (c) An employee will be granted up to one (1) day bereavement leave with pay for the purpose of attending the funeral/or memorial service of great grandparents, great grandparents-in-Iaw, niece or nephew. ~ Lj-A REPORT TO COUNTY COUNCIL FROM: Sandra Heffren, Manager of Administrative Services DATE: February 20, 2007 SUBJECT: Amendments to the Municipal Act, 2001, by Bill 130 Introduction: The Municipal Act 2001 was amended as of January 1, 2007 by Bill 130 to address, among other matters, the transparency of the decision-making process (how outside parties observe how decisions are made and implemented); and accountability (how Councils, Councillors and Staff are held to account for their actions and how those actions are justified). Discussion: There are changes required to Council Policies and By-Laws as well as consideration of optional provisions in the Act. Many changes are administrative in nature. Significant changes that affect the County and County Council activities are listed below. General: . Head of Council Role - The Head of Council's role as chief executive officer is strengthened and the Head has responsibility to provide information and recommendations to the Council regarding accountability and transparency matters. . Appointment of Head of Council - The Warden of a County may be appointed for any term not extending beyond the term of Council. . Council Role - The Council role is strengthened and clarified to ensure accountability and transparency of the operations, including activities of senior management. A policy will be required under "Accountability and Transparency" and the AMCTO has indicated it may look into development of a policy to assist municipalities. . Agreements with Federal Government - Municipalities are able to enter into agreements with the Federal Government. . Procedural By-Law - A full review of the By-Law is needed - Housekeeping type changes are also needed such as inserting provision under Orders of the Day to allow for movement of items on the Agenda at meetings. ReQuired Provisions: Meetings - Minutes are to be kept of the Closed portion of the meeting and adopted at the next meeting. Education/Training of Councillors may be held in a Closed Meeting but only 2 if no member discusses or otherwise deals with any matter in a way that materially advances the business or decision-making process of the Council, committee or local board. There is not a clear definition of education and training. Investigator - A person may request that an investigation of whether a municipality or local board has complied with proper procedures in respect of a meeting or part of a meeting that was closed to the public by an investigator. Council may appoint an Investigator to act in an independent manner on a complaint and report. An investigator mayor may not be a municipal employee. If Council does not appoint an Investigator, then the Provincial Ombudsman would be given the task. This provision is not yet proclaimed, but is anticipated by year-end. The Chief Administrative Officer is working on this item. Financial - Tax Collection for Tax Relief for Charitable Organization - the by-law requires a change to include BIA fees in the total of taxes that are eligible for rebate. The requirement to do an annual report on service improvements is no longer required. Fees and Charges By-Law - a by-law is still required but posting of the schedule of fees and charges is no longer required. Policies: Council must establish Specific Policies in the following areas (not proclaimed yet, but has been deferred to allow time for municipalities to prepare policies): . Sale and Disposition of Land - a by-law is no longer required - it may be sufficient to state in general terms that Council will deal with the disposition of municipally-owned land on a case by case basis. . Hiring of Employees - Council's existing policy may be sufficient but should be reviewed. . Procurement of Goods and Services - a by-law is still required but now no restrictions are legislated - Council's existing policy may be sufficient. . Notice - a by-law is no longer required, however, notice is required for all meetings of Council, committees, boards and its committees - the policy must state when, under what circumstances, and how notice is given to the public at Council's full discretion. . Accountability and Transparency - a policy is required detailing how Council will ensure that it is accountable to the public for its actions and how it conducts its operations and meetings as an open and responsible government in a transparent fashion. Optional Provisions Delegation: Municipalities may delegate minor legislative and decision-making authority to any person or body for matters under the Municipal and Planning Acts, subject to certain restrictions. An example would be authorizing a person to temporarily close a road or purchasing within limits (already in place in Elgin). 3 Code of Conduct for Council Members - already in place Appointment of Integrity Commissioner - functions are related to overseeing application of code of conduct and other procedures, rules and policies governing ethical behaviour of Members or Council and Local Boards. The Integrity Commissioner is independent from Council and Staff and if a contravention is determined, municipalities may impose penalties of a reprimand, suspension of pay, or refer the matter to appropriate authorities. Appointment of an Ombudsman - function is related to investigating and reporting to Council on administrative decisions/recommendations/actions done or not done by Council or a local board. Appointment of Auditor General - function is related to assisting and reporting to Council in holding itself and municipal administrators accountable for the quality of stewardship over [public funds and achievement of value for money in municipal operations. This function is separate and distinct from that of the Municipal Auditor. Establish a Lobbyist Registry - the Registry would track efforts by registered lobbyists who lobby Council. A Lobbyist Registrar may be appointed to monitor lobbyist activity and conduct inquiries on activities of unregistered lobbyists. Conclusion: Amendments are required to Council Policies and By-Laws to ensure compliance with new provisions in the Municipal Act. The optional provisions would require review by Council to determine if any action is deemed necessary. Recommendation: THAT appropriate staff work toward compliance with the measures required to address the accountability and transparency requirements of the Municipal Act to ensure compliance of various Council By-Laws and Policies; and THAT the report entitled Amendments to the Municipal Act, 2001 by Bill 130, dated February 20,2007, from the Manager of Administrative Services be received and filed. J&.l~ San r Heff , Manager, Administrative Services. Respectfully Submitted Mark G. c , Chief Administrative Officer. REPORT TO COUNTY COUNCIL FROM: Clayton Watters, Director of Engineering Services DATE: March 15, 2007 SUBJECT: Appointment of Alternates in Absence of the Land Division Secretary-Treasurer Corporate Goals: To provide innovative and collaborative quality service. Introduction: An alternate is required for the Secretary-Treasurer of the Land Division Committee to act on her behalf during absence from the workplace. Discussion: The responsibility for the Land Division Secretary-Treasurer recently transferred to Engineering Services. During times when the Secretary-Treasurer is absent from the workplace for vacation or illness, it is advisable to appoint an alternate to carry out the duties during such absence to ensure good service to the public. Since the duties of the land division are more technical, the Building Sciences Technologist technical background is more suitable as the first alternate for the position. Therefore the Building Sciences Technologist should be appointed by by-law to stamp deeds in the Secretary-Treasurer's absence. Due to the varied schedule of the Building Sciences Technologist the Director of Engineering Services should be the alternate also by by-law to stamp deeds in the absence of the Secretary-Treasurer or the Building Sciences Technologist. This will ensure good customer service to the residents to Elgin County. Conclusion: The Building Sciences Technologist and the Director of Engineering Services should be appointed by by-law to act on behalf of the Land Division Secretary-Treasurer, in the event of absence, to ensure good public service. Recommendation: THAT the Building Sciences Technologist and the Director of Engineering Services be appointed by by-law to carry out the duties of the Secretary-Treasurer of the Elgin County Land Division Committee when, for any reason, the Secretary-Treasurer is unable to carry out his or her duties. Respectfully Submitted Approved for Submission iliAJ~ Clayton Watters, Director of Engineering Services. ~'dfJ'~ Chief Administrative Officer. CORRESPONDENCE - APRIL 10. 2007 Items for Consideration 1. Chris Somerville, Township Clerk, Township of King, calling on Upper Levels of Government to Provide Funding Assistance for Municipal Infrastructure and to review certain programs. (ATTACHED) 2. a) Dennis Travale, Mayor, Norfolk County, with a News Release concerning the Mayors and Wardens of tobacco-growing municipalities calling on the federal and provincial governments to meet with them regarding a tobacco exit and community transition study. (ATTACHED) b) Clark Hoskin, Manager, Tourism and Economic Development, Norfolk County, requesting support for a resolution from the Round Table of Mayors and Wardens, inviting the federal and provincial governments to participate in a meeting prior to June 1, 2007, with the purpose of commencing negotiations on the issues of a tobacco exit and community transition strategy. (ATTACHED) TOWNSHIP OF KING Municipal Offices 2075 King Road King City, Ontario L7B lAl Telephone: (905) 833-5321 Toll Free: 1-800-688-5013 Fax: (905) 833-2300 e-mail: online@king.ca Website: www.king.ca INCORPORATED 1850 To all municipalities in Ontario: The following Resolution was adopted by Council of the Corporation of the Township of King at its meeting of March 19t\ 2007: Re: Calling on the Upper Levels of Government to Provide Funding Assistance for Municipal Infrastructure and To Review Certain Pro2rams "Municipalities are required to operate and maintain a wide array of services including the provision of safe clean water and wastewater systems, effective transportation systems with well maintained roads, sustainable waste management systems, and the cultural and recreation infrastructure that are key elements in a healthy & competitive municipality; In rural communities with slower new growth particularly in the commercial and industrial sectors accounting for a small portion of the total assessment, residential taxpayers carry the weight of the total tax burden; The Canada Ontario Municipal Rural Infrastructure Fund (COMRIF) provided opportunities for municipalities to apply for funds to assist with infrastructure; the demand greatly exceeded the availability of funds, resulting in many municipalities receiving nothing for their efforts and resources spent in applying; The Province has allocated a permanent 2 cents a litre for municipal transit to municipalities operating public transit and community transit systems, however, there is no comparable funding in rural municipalities where roads and bridges are the transit systems and the residents pay the same Gas Tax as those in cities and towns; Provincial programs such as the "Farmland Tax Program" and the "Managed Forest Tax Incentive Program" which were designed to meet provincial economic and environmental policy objectives are now funded by the municipal property tax base - these formerly provincially-funded tax rebate programs were changed in 1997 to municipally-funded property tax discounts, that is, municipal tax expenditures; The Development Charges Act which was enacted in 1997 imposed certain restrictions on municipalities which prevent growth from paying for itself and places the burden of growth on the tax payer; Municipalities must start reporting infrastructure spending on an accrual basis by 2009, and will incur significant training, staffing, consultant and software costs; smaller municipalities do not have the resources to cove these costs; Municipalities have been assigned the task of ensuring accessibility for all Ontarians through the Ontarians with Disabilities Act (ODA) and the Accessibility for Ontarians with Disabilities Act (AODA) and are supportive of the objectives of the legislation, but have concerns given the potential impact of the costs of implementation of standards which are as yet, unknown; ...2 Township of King Resolution Page 2 It is resolved that the Council of the Corporation of the Township of King requests the following: 1. The provincial and federal governments are urged to augment their contributions to municipal infrastructure by developing a long-term support program for stable, reliable permanent funding to assist with infrastructure investment. 2. The provincial government is requested to increase the municipal share of provincial gas tax and expanding eligibility beyond transit. 3. While the Township is acutely aware ofthe importance of a sustainable agriculture industry and of environment conservation efforts, the provincial government is requested to review programs such as the "Farmland Tax Program" and the "Managed Forest Tax Incentive Program" to ensure that the programs are not funded out of the municipal property tax base. 4. The current provincial government committed to ensuring that developers "absorb their fair share of the costs of new growth", and is requested to begin the review of the Development Charges Act, 1997 as soon as possible to ensure that municipalities do not continue to subsidize development and municipal property tax payers are not paying for growth. 5. The provincial government is requested to establish one time funding to assist smaller municipalities move to accounting infrastructure on an accrual basis and meaningful asset management. 6. The provincial government is requested to consider providing financial assistance to offset the costs of implementing the requirements of the AODA and the related standards. 7. The provincial government is requested to review the basis of apportionment of municipal/regional funding to ensure that lower tier municipalities are not inequitably requisitioned. 8. This Resolution be forwarded to the Premier of Ontario, the Federal and Provincial Ministers of Finance, Minister of Public Infrastructure Renewal, and to the MPs and MPPs for the Township of King, and to all the municipalities in Ontario. Please present this resolution to your Council for their consideration and endorsement. Yours truly, Chris Somerville Township Clerk csomerville@king.ca Nee NEWS RELEASE Release Date: March 28, 2007 'Come to the table,' Mayors ask Ottawa, Queen's Park SIMCOE - Mayors and Wardens of municipalities from tobacco-growing communities in Southwestern Ontario have called upon decision-makers from the federal and provincial governments to meet with them about a tobacco exit and community transition strategy. Hosted by Norfolk County Mayor Dennis Travale, municipal leaders reviewed the economic impact of the demise of tobacco production in Ontario at 15,582 jobs lost or at risk and $770 million in economic impact lost or at risk. "We simply ask the federal and provincial government to signal an intent to negotiate, and then to actually negotiate, and we want to be there," Mayor Travale said. "We support a tobacco exit strategy and an economic transition strategy. There is unanimity there. This is not simply a farmer issue. The dimension is way beyond just the farmer, and that story is not getting out there." "We have identified an acute and identifiable impact," said Stephen Molnar, Mayor of Tillsonburg. "We are sending a unified message. While the sun is shining outside today, the seeds of hope no longer exist. Talk is difficult because we are in a time when action is needed. The infrastructure of a region is being significantly damaged." "I am disappointed at the federal level that there were no tax increases for tobacco products, because that five cents a pack could have funded the dignified exit strategy and economic development," said Bob Habkirk, Mayor of Aylmer. "The economic devastation that we face may not be evident today, but it will be in one year, three years or five years." Mayor Habkirk signalled his support to the call for funding for an Agri-Food Innovation Centre, adding that "if we are to go to alternative crops, such centres as that are going to be required." "Those tobacco fields educated a lot of people, who became doctors and lawyers and tradespeople who are needed in our province," said Don Doan, Mayor of Norwich Township, who also supported the Agri-Food Innovation Centre. "Our March 1 deadline was not met by the federal and provincial government, and that has thrown the tobacco industry into a quandary," said Lynn Acre, Mayor of Bayham Township and Warden of Elgin County. "If they didn't like that exit strategy and plan, then let's sit down and come up with one that works." NORFOLK COUNTY NEWS RELEASE: March 28, 2007 Page 10f2 NORFOLK COUNTY NEWS RELEASE: March 28, 2007 Page 20f2 "I am disappointed that we continue on our downward spin of instability," said Graham Warwick, Mayor of West Elgin, who was unable to attend but sent his comments to the round table. "Municipalities lose a vital value-added crop and bleed equity in skills and capital as assessment continues to ratchet down. At the same time illegal sales are at an all-time high, supporting crime in our areas." "The illegal trade is going to increase, and that will have a devastating impact on our economy and a direct impact on Haldimand County, and that is a major concern to us," added Haldimand County Councillor Buck Sloat. Background documents prepared by the Mayors and Wardens can be reviewed by visiting www.norfolkbusiness.ca . -30- Media Contact: Dennis Travale, Mayor, Norfolk County Phone: (519) 426-5870 ext. 1220 Clark Hoskin Manager, Tourism & Economic Development Norfolk County Phone: (519) 426-5870 ext 1238 Norfolk County Tourism & Economic Development 30 Peel Street, Simcoe, Ontario N3Y 1 RO Phone: (519) 426-9497 . Fax: 519-426-9689' Web: www.norfolkbusiness.ca / www.norfolktourism.ca Page 1 of 1 Ll This message was sent with high importance. Attachments can contain viruses that may harm your computer. Attachments may not display correctly. Donna Butcher From: To: Cc: Subject: FW: Resolution from Round Table of Mayor and Wardens Attachments: IJj Resolution28March2007FINAL.doc(25KB} Mark McDonald Donna Butcher Sent: Thu 29/03/2007 1:55 PM Donna please put this on the agenda for next council meeting. From: Alan Smith Sent: Thu 3/29/2007 9:58 AM To: Mark McDonald Subject: FW: Resolution from Round Table of Mayor and Wardens FYI From: Clark Hoskin [mailto:Clark.Hoskin@norfolkcounty.on.ca] Sent: Thu 3/29/20079:28 AM To: Stephen MolnarjTiIIsonburg; ron.eddy@brant.ca; bhabkirk@amtelecom.net; cbarwick@city.st- thomas.on.ca; brant@brant.ca; Lynn Acre; shofhuis13@yahoo,ca; wstelgin@execulink.com; mayor@town,aylmer.on,ca; jakenn@execulink.com; malahide@township.malahide.on.ca; ddoan@twp.norwich.on.ca; jandghayes@sympatico.ca; mlupton@zorra,on.ca; mveale@strathroy-caradoc.ca; dreycraft@southwestmiddlesex.ca; pholbrough@county.oxford.on.ca; mayor@ingersoll.ca; mayor@haldimandcounty,on.ca; adorr@haldimandcounty.on.ca; mtrainer@haldimandcounty.on.ca; . Linda D'Hondt-Crandon; nt@town.tillsonburg.on.ca; eric.rowen@brant.ca; Alan Smith; khuyge@haldimandcounty.on.ca; Peter Rigby Cc: Bill Allcock; Maureen Rebbetoy; Dennis Travale Subject: Resolution from Round Table of Mayor and Wardens Good morning everyone, Thanks so much to those Mayors and Wardens who were able to attend yesterday's productive meeting in Simcoe, and to those who have expressed support for the process but were not able to attend. Attached is the resolution unanimously approved by those in attendance yesterday: Mayor Dennis Travale (Norfolk), Mayor Stephen Molnar (Tillsonburg), Mayor Lynn Acre (Bayham), Mayor Bob Habkirk (Aylmer), Mayor Don Doan (Norwich), and Councillor Buck Sloat (Haldimand). Please take this resolution to your respective councils and ask for concurrence. Mayor Travale would like to reach as broad a consensus as possible very soon. Thanking you for your speediest possible response, Clark Hoskin Manager, Tourism ft Economic Development Norfolk County: Ontario's South Coast 30 Peel Street, Simcoe ON N3Y 1 R9 Phone: (519) 426-5870 ext. 1238 Email: clark.hoskin@norfolkc_ounly.ca ~.1JQI.iolkbusiness.ca / www.norfolktourism.ca / www.ontariosouthcoast.c_oID Norfolk County: "A community that works" https:/ /mail. elgin-county .on.ca/ exchange/ dbutcher/lnbox/FW :%20Resolution%20from%2.,. 29/0312007 Resolution - Final Version - March 28, 2007 Moved by Bob Habkirk Seconded by Don Doan WHEREAS the communities within the tobacco growing regions of Southwestern Ontario have met and discussed the issue of the demise of the tobacco industry and the impact on their economies; AND WHEREAS the municipalities issued a unanimous resolution (see attached) to the federal and provincial governments in support of an exit strategy similar in principle and objectives ofthe program introduced by the Ontario Flue-Cured Tobacco Growing Marketing Board; AND WHEREAS the municipalities recommended implementation of such a program by March 1,2007; AND WHEREAS the federal and provincial governments did not act upon the message from the municipalities, and did not address the needs of the communities within the tobacco growing regions of Southwestern Ontario in their budgets relative to a tobacco exit strategy or community transition funding for economic renewal; AND WHEREAS the impacts of the demise of tobacco growing in the tobacco growing regions of Southwestern Ontario can be measured as more than 15,500 jobs lost or at risk and $770 million in economic impact lost or at risk; AND WHEREAS the impact goes beyond the tobacco grower and has significant spin- off effects on the economic, social and mental wellbeing of the community; AND WHEREAS options and suggestions have been proposed to help in the transition, including an Agri-Food Innovation Centre, proposals for alternative energies and fuels, and other initiatives; AND WHEREAS illegal activity in the tobacco trade will continue to grow, intensifying its negative impact on the health and security of residents of Canada; AND THEREFORE BE IT RESOLVED THAT the Mayors and Wardens of the communities within the tobacco growing regions of Southwestern Ontario invite key decision-makers from the federal and provincial government, and the tobacco growing industry to join us at a meeting prior to June 1, 2007, with the purpose of commencing negotiations on the issues of tobacco exit and community transition strategy. Carried Unanimously CORRESPONDENCE - APRIL 10. 2007 Items for Information (Consent Aaenda) 1. Hon. Donna Cansfield, Minister of Transportation, with copy of correspondence to C.N. Rail declining the purchase of the CASO Subdivision line in St. Thomas. (ATTACHED) 2. Dan Hefkey, Chief, Ministry of Community Safety and Correctional Services, acknowledging the County of Elgin has completed all of the steps in 2006 that are required for the maintenance of the Essential Level Emergency Management Program. (ATTACHED) 3. Premier Dalton McGuinty, acknowledging Council's support of the City of North Bay's resolution concerning the Ontario Municipal Partnership Fund. 4. Federation of Canadian Municipalities - Members' Advisory, Budget Delivers Infrastructure Investments But Not Long-Term Solutions. (ATTACHED) 5. Association of Municipalities of Ontario - ALERT, 2007 Federal Budget a Step in the Right Direction for Municipal Infrastructure. (ATTACHED) 6. Marla Krakower, Manager, I&IT Strategy, Policy and Planning, Office of the Corporate Chief Strategist, Ministry of Government Services, acknowledging the leadership role the County has taken in utilizing broadband technology through the ElginConnects portal. (ATTACHED) 7. AMO Member Communication ALERT - AMO Principles for Social Housing in Ontario. 8. FCM Members' Advisory - United States Government Moves to Soften Proposed Border Identity Document Regulations; FCM Recommendations Fully Implemented. Ministry of Transportation Office of the Minister Ferguson Block, 3rd Floor 77 Wellesley St. West Toronto, Ontario M7A 1Z8 416327-9200 www.mto.gov.on.ca MAR 2 3 2007 Ministere des Transports Bureau du ministre Edifice Ferguson, 3" etage 77, rue Wellesley ouest Toronto (Ontario) M7A 1Z8 416 327-9200 www.mto.gov.on.ca Nj ~ Ontario f~,t\f.) "Ji If) 7001 ~'v~~.c...n L ~ ~.",ij Mr. Jean D. Patenaude Assistant General Counsel Canadian National 935 de La Gauchetiere Street West Montreal, Quebec H3B 2M9 Dear Mr. Patenaude: co Thank you for your letter of January 29, 200, offering to sell your CASO Subdivision railway line from mile 113.64 to mile 117.49 in the City of St. Thomas, Ontario, a . distance of 3.85 miles, to the Ontario government. I welcome the opportunity to respond. It is my understanding that this offer is made pursuant to Section145 of the Canada Transportation Act. The section sets out a process to be followed by railways under the jurisdiction of the Parliament of Canada that wish to discontinue railway operations over a rail line and have not reached an agreement with any party for the continued operation of the rail line. This is to advise you that the Government of Ontario declines to purchase the above- noted portion of CN's CASO Subdivision railway line. Thank you again for your letter. Sincerely, ~~~~ Donna Cansfield Minister c: The Honourable Steve Peters, MPP, Elgin-Middlesex-London Wendell Graves, City Clerk, Corporation of the City of St. Thomas vMark McDonald, CAO, County of Elgin David Aristone, CAO-Clerk, Southwold Township Marc Shannon, Canadian Pacific Railway Ministry of Conununity Safety and Correctional Services Emergency Management Ontmlo 77 Wellesley Street West Box 222 Toronto ON M7 A IN3 Ministere de Ia Securite communautaire et des Services correctionnels Gestion des situations d'urgence Ontario 77, me WeHesley Ouest C.P. 222 Toronto ON M7 A IN3 Office of the Chief Bureau du chef TeIephonefTtelephone Facsimile/ Telecopieur E-mail (416) 314-3723 (416) 314-3758 Information.EMO@jus.gov.on.ca File Reference/Reference EM007-00021 March 19, 2007 Dear Head of Council: As you are aware, the Emergency Management and Civil Protection Act requires the implementation of a mandatory Essential Level emergency management program by all Ontario municipalities. Since the inception of this legislation Emergency Management Ontario (EMO) has provided guidance, resources, and tools to all communities to assist them in meeting the requirements of the Act, and of the associated Ontario Regulation 380104. Both the Act and the Regulation specify activities that must be conducted on an annual basis by municipalities in order to maintain full compliance. At this time I am writing to advise you that a review of our records indicates that in 2006 your municipality completed all of the steps that are required for the maintenance of the Essential Level Emergency Management Program required by this legislation. The implementation of sound community emergency management programs, which are integrated with those of other levels of government, is a key element of our shared responsibility to the residents of Ontario. Such a partnership will lead to the fulfillment of our mutual goal, which is the creation of safer and mote disaster-resilient communities. Your municipality is to be congratulated on its commitment to public safety in Ontario. It is the responsibility of municipalities to ensure that they are compliant with Provincial legislation and regulated standards at all times. EMO is committed to working with your community and staff to assist you in maintaining your program in 2007. Your local EMO Field Officer will be contacting you to determine how we may continue to be of help in this regard. Should you have any questions please do not hesitate to contact Joy McLeod, Deputy Chief, Program Delivery at 416-314-8610. Sincerely, Dan Hefkey Chief cc: CEMC EMO Field Officer The Premier of Ontario Le Premier ministre de l'Ontario [Ij ~-,. Ontario Legislative Building Queen's Park Toronto, Ontario M7 A 1 A 1 Edifice de I'Assemblee legislative Queen's Park Toronto (Ontario) M7A 1A1 March 20, 2007 \.' \:1 2 3 20fi7 Mrs. SJ. Heffren Manager of Administrative Services County of Elgin 450 Sunset Drive St. Thomas, Ontario N5R 5Vl Dear Mrs. Heffren: Thank you for your letter informing me of council's support of the City of North Bay's resolution regarding the Ontario Municipal Partnership Fund. I appreciate your keeping me updated on council's activities. I note that you have sent a copy of council's resolution to my colleague the Honourable Greg Sorbara, Minister of Finance. I trust that the minister will also take council's views into consideration. Thank you again for the information. Yours truly, cfl~~ Dalton McGuinty Premier c: The Honourable Greg Sorbara @ Fax Server 3/20/2007 7:29 PAGE 001/001 Fax Server FCM Fedetation of Ganadlan Municipalities March 20, 2007 Please Distribute to All Members of Council MEMBERS' ADVISORY BUDGET DELIVERS INFRASTRUCTURE INVESTMENTS BUT NOT LONG-TERM SOLUTIONS Monday's budget holds the line on federal infrastructure investments but fails to deliver the long-term solutions FCM has been calling for. The budget implicitly acknowledges the need for continuing and expanding federal involvement with cities and communities, with short-term measures to help maintain municipal infrastructure, including much-needed recreational facilities. The budget extends the federal gas-tax transfer for an additional four years, a welcome and important step toward erasing Canada's municipal infrastructure deficit. Continued funding for existing infrastructure programs is also welcome. Taken together with the gas-tax extension, that means an additional $17 billion dollars for infrastructure over the next seven years. This budget builds on last year's budget by extending existing infrastructure programs and expanding the categories of projects that can be financed. However, the budget did not deliver the long-term vision and plan we need to meet the challenges in our cities and communities, particularly to erase the $60-billion municipal infrastructure deficit, fix the municipal fiscal imbalance, assist rural Canada and provide Canadians with the transit they need. FCM had called for a long-term plan to erase the infrastructure deficit and an extension of the gas tax for 20 years, with an escalator to protect it from inflation. We also needed support for rural Canada that would help communities retain people and attract immigrants and investment And we called for a national transit program to help break the gridlock and clear the smog. We hope that yesterday's budget sets the stage for next year. FCM will continue to work with the Govemment and with all parties in Parliament to strengthen Canada's biggest advantage-strong, vibrant cities and communities that contribute to Canada's competitiveness and quality of life. A detailed analysis of yesterday's federal budget can be found on the FCM web site at http://www.fem.ca/english/documents/m arch192007 .pdf. For more information on the budget, please contact Chris Laverdure, Deputy Director- Policy, 613-907-6268. MEMBER COMMUNICATION ALERT NO: 07/014 393 University Ave, Suite 1701 Toronto, ON M5G 1E6 Tel.: (416) 971-98561 Fax: (416) 971-6191 E-mail: amo@amo.on.ca Association of Municipalities of Ontario To the attention of the Clerk and Council March 19, 2007 FOR MORE INFORMATION CONTACT: Patricia Swerhone, Senior Policy Advisor 416.971.8099 ext. 323 2007 Federal Budget a Step in the Right Direction for Municipal Infrastructure Issue: The Honourable Jim Flaherty, Minister of Finance, tabled a budget that although overwhelmingly focuses on the long-term economic plan by restoring fiscal balance and furthering debt reduction, does build on the 2006 Federal Budget investments in infrastructure with an extension of the "Gas Tax Fund" for municipalities; and, allocation of new funding to support additional investments in municipal infrastructure projects. Background: The 2007 Budget implicitly acknowledges the need for continuing and expanding Federal involvement, with short-term measures to help maintain municipal infrastructure, including local cultural and recreational facilities. Budget Highlights: . Budget 2007 builds on the commitments in 2006 for infrastructure, with key elements for a Federal role in infrastructure, including: o The extension of the federal "Gas Tax Fund" to municipalities by another 4 years from 2010-11 to 2013-14 is a welcome step in addressing Canada's municipal infrastructure deficit and, per current arrangements, will directly result in additional funding for Ontario municipalities of almost $3 billion over 4 years. This is a tremendously important development and one that AMO had been advocating for on behalf of its members. o A new "Building Canada Fund" will allocate $6 billion in infrastructure funding to provinces and territories over 4 years on a per capita basis. That will provide the Government of Ontario with additional infrastructure funding of more that $2 billion over 4 vears. While it is not clear how much will end up in municipal infrastructure, there is a clear signal that municipal infrastructure is an intended destination for some of this funding. . Budget 2007 commits to an investment of $250 million per year starting in 2007-08 to provinces and territories for the creation of new child care spaces. It is anticipated that the Government of Ontario will receive approximately $90 million of this important and welcome funding. The Budget also commits to the extension of the existing $850 million under current funding agreements for early learning and child care to 2013-14. . Budget 2007 targets $45 million over 3 years to help provinces and territories with capital costs related to construction and renovations for physical accessibility for persons with disabilities. This may be good news for municipalities in Ontario as they proceed to implement their responsibilities under the Accessibility to Ontarians with Disabilities Act (AODA), 2005. Action: For your information. 1-1 Association of Municipalities of Ontario ... ,-,; Ministry of Government Services Ministere des Services gouvernementaux @ Ontario Office of the Corporate Chief Strategist I & IT Strategy, Policy and Planning Branch Bureau du stratege en chef de I'information pour la fonction publique Direction des strategies, des politiques et de la planification en matiere d'ITI 5th Floor, Ferguson Block 77Wellesley Street West, Toronto ON M7A 1N3 Telephone: (416)327-6714 Facsimile: (416) 327-2190 Email: marla.krakower@ontario.ca Edifice Ferguson, 5e etage 77, rue Wellesley Ouest, Toronto ON M7A 1N3 Telephone: (416) 327-6714 Telecopieur: (416) 327-2190 Courriel:marla.krakower@Ontario.ca March 26, 2007 MAR 2 1 2001 Mrs. Lynn Acre Warden, County of Elgin 450 Sunset Drive St Thomas Ontario N5R 5Vl ({C~ G;~~~Th~ ~~nm~H~~ Dear Mrs. Acre, I had the pleasure of hearing Donna Lunn's informative presentation on the Elginconnects portal at the Broadband Forum hosted by The Ontario Rural Council. I want take this opportunity to applaud the leadership role the County of Elgin has taken in effectively utilizing broadband technology to improve the social well-being your community. I was impressed with the streamlined user interface and overall functionality of the portal, along with the numerous social and economic benefits to individual users and the community as a whole. The intuitive structure and opportunities provided to easily and quickly search, identify and find a host of integrated, local information combine to produce a centralized communication hub and gateway to government information and services. The proactive commitment to support local agriculture using maps and links is a great way to encourage economic development and build a thriving local industry. The real-time posting of the 2006 election results for the Township ofMalahide was a fantastic way of increasing and encouraging individual participation in the information society. Shared online engagements such as this provide wonderful ways to continually reinforce and strengthen a sense of community. The Elginconnects portal provides an excellent model regarding how rural communities can effectively use broadband to enhance local economic development and sustainability, partnerships and share information. I wish you continued success. Sincerely, v(V'-.~~ Marla Krakower, Manager, I&IT Strategy, Policy and Planning Office of the Corporate Chief Strategist Ministry of Government Services cc: Doug Bower, Manager, e-Business, Ministry of Small Business and Entrepreneurship Administrative Services Department Administration Building 450 Sunset Drive, St. Thomas, Ontario, N5R 5V1 Phone: (519) 631-1460 Ext. 156 Fax: (519) 633-7661 County of Elgin www.elgin-county.on.ca Fax To: Warden Acre and Elgin County Councillors Call Group From: Mark G. McDonald mmcdonald@elgin-county.on.ca April 5, 2007 11 including cover sheet Fax: Phone: Re: Additional Items for Council Agenda of April 1 0, 2007 Date: Pages: CC: Comments: 9:00 A.M. Delegation Attachment: 1. Dawn Maziak, Primary Care Consultant, Ministry of Health and Long-Term Care, with presentation on St. Thomas and Area Community Health Centre (as noted on the "Orders of the Day" for April 10, 2007) Correspondence -Items for Information: (ATTACHED) 1. AMO Member Communication ALERT - AMO Principles for Social Housing in Ontario. 2. FCM Members' Advisory - United States Government Moves to Soften Proposed Border Identity Document Regulations; FCM Recommendations Fully Implemented. By-Laws: No. 07-10 and 07-11 THE INFORMATION IN THIS FACSIMILE IS FOR THE NAMED RECIPIENT ONLY. IT MAY CONTAIN INFORMATION THAT IS PRIVILEGED, CONFIDENTIAL AND EXEMPT FROM DISCLOSURE UNDER APPLICABLE LAW. IF THE READER OF THIS MESSAGE IS NOT THE INTENDED RECIPIENT, OR RESPONSIBLE FOR DELIVERING THE MESSAGE TO THE INTENDED RECIPIENT, ANY DISSEMINATION, DISTRIBUTION OR COPYING OF THIS COMMUNICATION IS STRICTLY PROHIBITED. IF YOU HAVE RECEIVED THIS COMMUNICATION IN ERROR, OR THERE ARE ANY PROBLEMS IN TRANSMISSION, PLEASE NOTIFY US BY TELEPHONE. COMMUNITY HEALTH CENTRES: A FACT SHEET History of the Community Health Centre Proeram The Community Health Centre (CHC) program began as a pilot in the 1970s when the Government of Ontario funded 10 Centres. In 1982 the CHC program was established as an ongoing Ministry of Health & Long Term Care (MOHLTC) funded program. In 2001, the MOHLTC provided funding for over 50 CHCs. In November 2005, the Minister of Health & Long Term Care announced the single largest investment ofCHCs in Ontario's history with 22 new full CHCs and 17 new CHC Satellites. What are Community Health Centres? Community Health Centres are not for profit community based health organizations that are governed by an incorporated volunteer Board of Directors. Community Health Centres (CHCs) operate within a multi-disciplinary model to provide a broad range of health and social services such as, primary health care, health prevention / promotion, mental health and community capacity building services. All Community Health Centres in Ontario work in partnership with existing health & social service provider agencies. Each CHC is different depending on the population groups served and the needs of the community however, all CHCs work with local residents to build community capacity to improve overall health & well being. Who Works at a Community Health Centre? Community Health Centres have multi-disciplinary teams including physicians, nurse practitioners, nurses, social workers, dieticians, chiropodist, child & youth workers, social workers, mental health / substance abuse counselors, health promoters, outreach workers, program managers. In addition, some CHCs are also teaching facilities for Medical & Psychiatric residents. All staff members of CHC are salaried, including the physicians. Having all CHC staff on salary reinforces the multi-disciplinary team approach to providing care to those in need. Studies have demonstrated that in addition to clients finding the CHC staff warm, caring and non-judgmental, they truly appreciate being given enough time to discuss and understand the issue or problem that brought them to the Centre in the first place. What types of services & proerams are provided by a CHC? In addition to primary health care, examples of common CHC programs & services include: . Community kitchens & nutrition classes . Parent & child programs including - Early Years Centres, parenting education. . Diabetic education, outreach & screening opportunities . Mental health / social work e.g. self esteem groups, anger management, substance abuse counseling, assessments, individual/family counseling and community referrals. . Seniors support and outreach programs . Health promotion / disease prevention programs. &? Ontario () . Youth programs e.g. prenatal support groups, peer relationship issues, sexual health counseling, body image issues, substance abuse counseling, art therapy, drop-ins for street youth etc. . Homeless / Street Health Initiatives e.g. personal hygiene provisions, assistance in obtaining OHIP / immigration documents, birth certificates, referral and advocacy. Community Health Centres also work closely with existing service providers and offer joint programming as well as, providing space for their partnering agencies. It is not uncommon to find, Canadian Mental Health Association Case Managers, Women's Domestic Abuse Counselors, Community Care Access Centre Case Managers, Public Health Unit Nurses and Children's Aid staff on site working in partnership with the CHC team to provide a "shared care" model of services. What are Priority Population Groups? Priority population groups are people who traditionally experience barriers to accessing services based on socio-economic status/ poverty, culture, isolation, literacy/ language, age, mental health status, being homeless etc. Community Health Centres serve individuals who have a higher risk of ill health, special needs or have difficulty gaining access to appropriate health care. CHCs are also mandated to serve non-insured clients. It is important to note, the community "determines the priority population groups". The close and on-going involvement of the community with the delivery of CHC programs and services is key to its ability to adapt and respond to the changing needs of clients. Doesn't this Create In-Equities? Community Health Centres have been in existence for more than 30 years. They exist because they fill an important gap in services for people who are most in need and who often times do not have the capacity or finances to drive to another community to have their needs met. Is the Community Health Centre the same as a Medical Walk in Clinic? No, CHC primary health care client are registered. Clients who are not registered are not eligible to be seen for medical services. When the CHC opens it will begin taking names and registering clients. People who are interested in specific programs such as community Kitchens, Support Groups and Mental Health / Addiction services are eligible and do not need to be registered as a medical client. The registration component is restricted to medical/primary health care services only. Will the Community Health Centre Duplicate Existin2 Services? The name Community Health Centre reflects the fact that the agency is developed by the community and provides services in response to specific needs that are gaps in existing services. Each CHC is unique, however the common denominator is that they compliment and enhance existing service delivery by fulfilling a much needed role in the community. Often times, CHC develop "new" innovative programs & services to meet the needs of people who might not receive services elsewhere or who must travel outside of their community. Community Health Centres target those most in need and tailor programming and services at the local level where the needs are most prevalent or outstanding. Community Health Centres are known for building strong networks and partnerships with existing agencies ensuring that the full range of client needs are met. @ Ontario @) Where will the CHC be Located? The Community Health Centre will be located in the City of St. Thomas. The exact location will be determined by the CHC founding Board of Directors and approved by the Ministry of Health and Long- Term Care. Capital funding is available. What Tvpe of Consultation will occur for the Future Community Health Centre? The purpose of CHC Provider Consultation sessions is to gain information about service gaps and needs, identification of priority population groups and future partnerships with existing health and social service providers. The CHC Public Consultations will facilitate and avenue for community members to identify needs and gaps in services. As well as, provide a mechanism for interested individuals to become members of the CHC Community Advisory Committee. Public consultation sessions will be well advertised in the local newspaper. How can I be a part of the new CHC? The first step is for interested individuals to step forward to form the CHC Community Advisory Committee. From the CHC Community Advisory Committee membership for the Lead Sponsoring Group will be selected based on knowledge, skill set, ability to represent priority population groups and geographical area. Once the Ministry awards the CHC to the Lead Sponsoring Group they will work on plans for the new CHC including confirming priority population groups, developing an operating budget, and determining what sort of space is required to deliver needed services. The CHC Sponsoring Group will work through these steps with guidance and direction provided by the Ministry of Health and Long-Term Care. The CHC Community Advisory Committee may continue to act as a resource to the Lead Sponsoring Group. As they develop new CHCs often offer some services in the community through an interim location. Early staffing such as a Nurse Practitioner and/or Health Promoter can be retained a few months in advance of the CHC opening its doors. ~ Ontario BJ 393 University Ave, Suite 1701 Toronto, ON M5G 1E6 Tel.: (416) 971-98561 Fax: (416) 971-6191 E-mail: amo@amo.on.ca Association of Municipalities of Ontario MEMBER COMMUNICATION ALERT NO: 07/018 To the attention of the Clerk and Council April 2, 2007 FOR MORE INFORMATION CONTACT: AMO Senior Policy Advisor, Petra Wolfbeiss (416) 971-9856 ext 329 AMO Principles for Social Housing in Ontario Issue: The AMO Board of Directors is advocating for a new framework for housing policy and program development in Ontario. Background: At the March 30, 2007 AMO Board of Directors' meeting a set of principles and strategic considerations on decisions regarding the direction and impact of social housing in Ontario were endorsed. The proposed AMO Principles for Housing are intended to better reflect the municipal voice and municipal priorities on issues regarding the funding, accountability and many issues related to social housing in Ontario. Municipal governments want to ensure that social housing services are meeting the needs of people in their communities and that services are delivered and funded in a way that is accountable and effective. Currently, municipalities alone are responsible and accountable for the funding and delivery of this program - part of approximately $1 billion in municipal expenditures for housing services in Ontario. Municipalities must, therefore, have a greater role in the decisions regarding the direction and impact of social housing in Ontario. The proposed AMO principles and strategic considerations outline a vision of social housing that moves away from being mired in operational details and the interests of other parties, towards an effective, efficient, coordinated, integrated and accountable system of social housing. 1-2 Association of Municipalities of Ontario .. (J Member Communication Below are the AMO Principles. The discussion paper in its entirety can be found here. Housing in Ontario must be based on the following principles: 1. Funding an income redistribution program like housing through property tax is unsustainable and at odds with basic principles of good public policy and good fiscal policy. 2. So long as municipalities are the principle funders of housing services in Ontario, they should be the principle policy makers. 3. Focused on long-term, sustainable solutions that provide the most cost-effective solutions to problems across the full spectrum of housing and social policy, not just specific programs. 4. That the Federal, Provincial and Municipal governments in Ontario must have a clear plan for collaboration and action on housing issues under a comprehensive National Housing Strategy. 5. Active participation of all orders of government, focused on the quality of life that housing needs to provide, and that active participation is based on defined roles, responsibilities and accountability, and a sustainable funding framework which does not include the property tax base. 6. Comprehensive and coordinated policies and programs that include improved income supports, improved housing choice and improved access to social and health services to enable people to live independently in their communities. Action: The AMO Principles for Housing in Ontario will be communicated to both the provincial and federal governments and will be used as a framework for future housing discussions. This information is available in the Policy Issues section of the AMO website at www.amo.on.ca. 2-2 Association of Municipalities of Ontario "'it !J FCM 613.241.7440 3/30/2007 4:51 PAGE 001/001 Fax Server FCM .Fedenlrion of Can:ulian MWli'ipaljties f-ede:roUOD catWienne do. DllllIicip.alllh March 30, 2007 Please Distribute to All Members of Council MEMBERS' ADVISORY UNITED STATES GOVERNMENT MOVES TO SOFTEN PROPOSED BORDER IDENTITY DOCUMENT REGULATIONS; FCM RECOMMENDATIONS FULLY IMPLEMENTED The U.S. Department of Homeland Security has recently announced it intends to propose significant new flexibility regarding travel documents required to enter or re-enter the U.S. as part of the Western Hemisphere Travel Initiative (WHTI), which is welcome news to communities in both countries. WHTI, as originally proposed, would require Canadians and Americans to show a passport or "smart card" at land and sea border crossings starting in 2008. Many communities on both sides of the Canada-U.S. border fear it will severely curtail social and economic relations between our two countries. Specifically, the U.S. Department of Homeland Security has announced that it will: . Sign a Memorandum of Agreement with the State of Washington to launch a pilot program that will enhance the security of state drivers' licenses and potentially serve as an acceptable alternative "WHTI-compliant" document for crossing U.S. land and sea borders. . Propose that U.S. and Canadian citizens, ages 15 and younger with parental consent, be allowed to cross the border at land and seaports with a certified copy of their birth certificate as an alternative to a passport or other WHTI-compliant identity card. These most recent announcements, when combined with the September 30, 2006, decision to delay im plementation of proposed WHTI regulations to land and sea crossings by 18 months, mean that all of the recommendations that FCM proposed in an October 2005 submission to the U.S. government on WHTI have been accepted (download submission at http://www.fcm.ca/en qli sh/docum ents/passport. pdt) . Although all of our recommendations to the U.S. government have been accepted, our key recommendation to the Government of Canada to fund provincial and territorial efforts to enhance drivers' licences as an alternative WHTI-compliant identity document was not recognized in Budget 2007. FCM will now focus on engaging the Government of Canada in providing this necessary funding. For more information on this issue, please contact Michael Buda, Senior Policy Analyst, 613-907-6271. @ COUNTY OF ELGIN By-Law No. 07-10 "BEING A BY-LAW TO AUTHORIZE THE WARDEN AND THE CHIEF ADMINISTRATIVE OFFICER TO SIGN A TRANSFER TO CONVEY LAND IN THE MUNICIPALITY OF CENTRAL ELGIN TO FAMILY & CHILDREN'S SERVICES OF ST. THOMAS AND ELGIN" WHEREAS the Corporation of the County of Elgin owns property in the Municipality of Central Elgin as described on the attached Schedule "A"; and WHEREAS the said property has been declared as surplus to County needs. NOW THEREFORE the Municipal Council of the Corporation of the County of Elgin enacts as follows: 1. THAT the Warden and the Chief Administrative Officer are hereby authorized and directed to sign a Transfer of Property to the Family & Children's Services of St. Thomas and Elgin, as described on Schedule "A" attached hereto and forming part of this by-law. 2. THAT this by-law become effective as of March 23, 2007. READ a first and second time this 10th day of April 2007. READ a third time and finally passed this 10th day of April 2007. ~4\~ OtN : .. Lynn Acre, Warden. SCHEDULE "A" By-Law No. 07-10 I' DESCRIPTION OF PROPERTY Part of Lot 3, Concession 6, designated as Parts 5, 6, 7 and 8, Plan 11 R-4446; Municipality of Central Elgin, subject to a Parking Easement over Part 8, registered as Instrument Number CT1 0238. COUNTY OF ELGIN By-Law No. 07-11 "BEING A BY-LAW TO AUTHORIZE THE WARDEN AND THE CHIEF ADMINISTRATIVE OFFICER TO SIGN A TRANSFER TO CONVEY LAND IN THE MUNICIPALITY OF DUTTONIDUNWICH TO THE CORPORATION OF THE MUNICIPALITY OF DUTTONIDUNWICH" WHEREAS the Corporation of the County of Elgin owns property in the Municipality of Dutton/Dunwich, as described on the attached Schedule "An; and WHEREAS the said property has been declared as surplus to County needs. NOW THEREFORE the Municipal Council of the Corporation of the County of Elgin enacts as follows: 1. THAT the Warden and the Chief Administrative Officer are hereby authorized and directed to sign a Transfer of Property to the Corporation of the Municipality of Dutton/Dunwich as described on Schedule "A" attached hereto and forming part of this by-law. 2. THAT this by-law become effective on the date of its passing. READ a first and second time this 10th day of April 2007. READ a third time and finally passed this 10th day of April 2007. ~MC) -----.. ~dpjOLN/ . Lynn Acre, Warden. Chief Administrative Officer. SCHEDULE "A" By-Law No. 07-11 DESCRIPTION OF PROPERTY Part of Lot 12, Concession A, designated as Part 2, Plan 11 R-5997; Municipality of Dutlon/Dunwich, subject to an Easement and Right-Of-Way over Part of Lot 12, Concession A, designated as Part 3, Plan 11 R-5997.