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02 - January 28, 2020 County Council Agenda Package 21 /F I ElginCounty ORDERS OF THE DAY FOR TUESDAY, JANUARY 28, 2020— 9:00 A.M. ORDER 1st Meeting Called to Order 2nd Adoption of Minutes—January 14, 2020 3rd Disclosure of Pecuniary Interest and the General Nature Thereof 4th Presenting Petitions, Presentations and Delegations DELEGATIONS: 9:00 a.m. Paul Jenkins, Executive Director, STEGH Foundation Update 9:15 a.m. Laura Woermke, Executive Director, St. Thomas-Elgin Public Art Centre— STEPAC 2019 Annual Report 5th Motion to Move Into"Committee Of The Whole Council' 6th Reports of Council, Outside Boards and Staff 7th Council Correspondence 1) Items for Consideration 2) Items for Information (Consent Agenda) 8th OTHER BUSINESS 1) Statements/Inquiries by Members 2) Notice of Motion 3) Matters of Urgency 9th Closed Meeting Items 10th Recess 11th Motion to Rise and Report 12th Motion to Adopt Recommendations from the Committee Of The Whole 13th Consideration of By-laws 14th ADJOURNMENT LUNCH WILL BE PROVIDED NOTICE: February 11, 2020 County Council Meeting March 10, 2020 County Council Meeting Accessible formats available upon request. 1 tiy ...._ „ G I�� Page 1 January 14, 2020 Prmaess:Dve byWerre ELGIN COUNTY COUNCIL MINUTES January 14, 2020 Council Present: Warden Dave Mennill Deputy Warden Duncan McPhail Councillor Bob Purcell Councillor Grant Jones Councillor Sally Martyn Councillor Tom Marks Councillor Mary French Councillor Dominique Giguere Councillor Ed Ketchabaw Staff Present: Julie Gonyou, Chief Administrative Officer Jim Bundschuh, Director of Financial Services Amy Thomson, Director of Human Resources Michele Harris, Director of Homes and Seniors Services Steve Gibson, County Solicitor Steve Evans, Manager of Planning Megan Shannon, Legislative Services Coordinator Mike Hoogstra, Purchasing Coordinator (report only) 1. CALL TO ORDER Elgin County Council met this 14t" day of January, 2020 in the Council Chambers, at the County Administration Building, St. Thomas at 9:00 a.m. with Warden Mennill in the chair. 2. ADOPTION OF MINUTES Moved by: Councillor Jones Seconded by: Councillor Martyn Resolved that the minutes of the meetings held on December 10 & 12, 2019 be adopted. - Motion Carried. 3. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF None. Warden Mennill introduced the County of Elgin's new Communications and Public Engagement Coordinator, Melissa Schneider. 2 Page 2 January 14, 2020 4. PRESENTING PETITIONS, PRESENTATIONS AND DELEGATIONS 4.1 Elgin Unifor Local 302 — Shaun Taylor and Tyler McLellan Shaun Taylor and Tyler McLellan, Elgin Unifor Local 302, provided a letter to Council detailing their group's concerns with respect to Elgin-St. Thomas Emergency Medical Services levels. Moved by: Councillor Purcell Seconded by: Councillor Ketchabaw Resolved that the Chief Administrative Officer be directed to present a report to Elgin County Council at the January 28, 2020 meeting which utilizes quantitative data regarding current service levels to inform staff recommendations for Council's consideration with respect to Elgin-St. Thomas Emergency Medical Services. - Motion Carried. 5. COMMITTEE OF THE WHOLE Moved by: Councillor Marks Seconded by: Councillor Jones Resolved that we do now move into Committee of the Whole Council. - Motion Carried. 6. REPORTS OF COUNCIL, OUTSIDE BOARDS AND STAFF 6.1 Exemption from Draft Plan Approval for a Standard Plan of Condominium for Escalade Property Corporation in the Town of Aylmer File No. 34 CD-AY1901 — Manager of Planning The Manager of Planning provided Council with the information required in order to consider granting an exemption to draft plan approval to the above noted plan of condominium. Moved by: Councillor Purcell Seconded by: Councillor French Resolved that the Council of the Corporation of the County of Elgin in accordance with Section 9 of the Condominium Act, grants an exemption to draft plan approval for a Standard Plan of Condominium for Escalade Property Corporation in the Town of Aylmer File No. 34CD-AY1901; and, that staff be directed to provide a certificate of exemption, sign the final plans and submit them to the Land Registry Office in accordance with the Planning Act and the Condominium Act. - Motion Carried. 3 Page 3 January 14, 2020 6.2 Final Approval for a Vacant Land Plan of Condominium (Robin Ridge Estates) — Manager of Planning The Manager of Planning advised Council that final approval was given for a plan of condominium in the Municipality of Central Elgin on November 18, 2019. Moved by: Councillor Martyn Seconded by: Councillor Jones Resolved that the report titled "Final Approval for a Vacant Land Plan of Condominium (Robin Ridge Estates)" from the Manager of Planning, dated January 6, 2020, be received and filed. - Motion Carried. 6.3 Elgin County Official Plan Five (5) Year Review— Natural Heritage System Study — 2019 (June 5t" Draft) — Manager of Planning The Manager of Planning presented the report recommending that the Elgin County Natural Heritage System Study 2019 (June 5t" Draft) be used as a background document for the Elgin County Official Plan Five (5) Year Review. The Elgin Natural Heritage System Study is a technical document that is a legislative requirement included in the Provincial Policy Statement. Moved by: Councillor McPhail Seconded by: Councillor Ketchabaw Resolved that the Chief Administrative Officer be directed to provide a report detailing the legislative requirements associated with conducting a Natural Heritage Systems Study, summarizing Elgin County Council's feedback provided at their meeting on January 14, 2020, and recommending next steps including further action required, if any, by Council/Rural Initiatives/Planning Advisory Committee. - Motion Carried. Council recessed at 10.16 a.m. and reconvened at 10.27 a.m. 6.4 Borrowing By-Law — Director of Financial Services The Director of Financial Services presented the report recommending that Council pass the annual by-law allowing the Warden, Treasurer, and Deputy Treasurer to borrow up to $15 million for cash flow and emergency purposes. Moved by: Councillor Jones Seconded by: Councillor Ketchabaw Resolved that up to $15 million of borrowing in 2020 be authorized through the necessary by-law. - Motion Carried. 4 Page 4 January 14, 2020 6.5 Homes — Infection Prevention and Control Policy and Procedure Manual Review and Revisions — Director of Homes and Seniors Services The Director of Homes and Seniors Services presented the report seeking approval for the revisions made to the County of Elgin Homes and Seniors Services Infection Prevention and Control Policy Manual. Moved by: Councillor Marks Seconded by: Councillor Giguere Resolved that Council approve the County of Elgin Homes and Seniors Services Infection Prevention and Control Policy Manual review and revisions for 2019; and, that the report titled "Homes — Infection Prevention and Control Policy and Procedure Manual Review and Revisions" from the Director of Homes and Seniors Services, dated December 27, 2019, be received and filed. - Motion Carried. 6.6 Community Safety and Well-Being Plan — Consultant Project Award — Chief Administrative Officer The Chief Administrative Officer provided details on the Request for Proposal (RFP) recently issued by the County for a consultant to assist with the development of a Community Safety and Well-Being (CSWB) Plan in accordance with the Police Services Act. Moved by: Councillor Purcell Seconded by: Councillor Martyn Resolved that the provision of consulting services associated with the development of the Community Safety and Well-Being Plan be awarded to Mischevious Cat Productions Inc. in the amount of $34,500 (excluding HST); and, that the Warden and Chief Administrative Officer be authorized to sign the supporting agreement. - Motion Carried. 7. COUNCIL CORRESPONDENCE 7.1 Items for Consideration (Consent Agenda) 1. Christian Farmers Federation of Ontario with a letter requesting answers regarding the increasing rate of growth of farm property tax bills. 2. Municipality of West Elgin requesting that the County of Elgin Engineering Department conduct a safety review of the intersection of Graham and Pioneer Line due to ongoing safety concerns. 5 Page 5 January 14, 2020 Moved by: Councillor Jones Seconded by: Councillor Martyn Resolved that Correspondence Items #1-2 be received and filed. - Motion Carried. 7.2 Items for Information (Consent Agenda) 1. 2019 Town Crier's Annual Report Council consented to the Warden sending a letter to the Town Crier, Dave Phillips, thanking him for his services. 2. St. Thomas-Elgin Canadian Red Cross Year Two (2) Partnership Report 3. The Honourable Todd Smith, Minister of Children, Community and Social Services with a letter regarding Ontario's Poverty Reduction Strategy. 4. Melanie Knapp, Corporate Administrative & Accessibility Clerk, City of St. Thomas with a letter regarding the appointment of Mayor Preston to the Green Lane Community Trust Fund for 2020. Moved by: Councillor Ketchabaw Seconded by: Councillor French Resolved that Correspondence Items #1-4 be received and filed. - Motion Carried. 8. OTHER BUSINESS 8.1 Statements/Inquiries by Members Councillor Purcell requested information with respect to the timing of the follow-up report from the Chief Administrative Officer regarding Council's consideration of the donation of lands adjacent to Bobier Villa to the Dutton & District Lions Club for the proposed development of affordable seniors apartments. The Chief Administrative Officer confirmed that a preliminary report will be prepared for the January 28, 2020 meeting of County Council, with a secondary report to be presented on February 11, 2020 if required. 8.2 Notice of Motion None. 6 Page 6 January 14, 2020 8.3 Matters of Urgency Warden Mennill requested Council's support for his participation in the Rural Ontario Municipal Association (ROMA) 2020 Annual Conference delegations with partner municipalities to include Ford Vacant Lands and former St. Thomas Psychiatric Hospital Complex options for development. Moved by: Councillor French Seconded by: Councillor Jones Resolved that the Warden proceed as directed. - Motion Carried. 9. CLOSED MEETING ITEMS Moved by: Councillor Jones Seconded by: Councillor Giguere Resolved that we do now proceed into closed meeting session in accordance with the Municipal Act to discuss matters under Municipal Act Section 239 (2): In-Camera Item #1 (k) a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board— Homes — Pharmacy Services —Amending Agreement In-Camera Item #2 (d) labour relations or employee negotiations— Terrace Lodge Redevelopment Project Management In-Camera Item #3 (k) a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board— Funding Agreement - Motion Carried. 10. RECESS None. 11. MOTION TO RISE AND REPORT Moved by: Councillor McPhail Seconded by: Councillor Jones Resolved that we do now rise and report. - Motion Carried. 7 Page 7 January 14, 2020 In-Camera Item #1 - Homes - Pharmacy Services -Amending Agreement Moved by: Councillor Purcell Seconded by: Councillor Martyn Resolved that the Warden and Chief Administrative Officer be authorized to sign an amending agreement with SmartMeds Pharmacy Inc. for the ongoing provision of pharmacy services. - Motion Carried. In-Camera Item #2 -Terrace Lodge Redevelopment Project Management Moved by: Councillor French Seconded by: Councillor Jones Resolved that the Director of Financial Services proceed as directed. - Motion Carried. In-Camera Item #3 - Funding Agreement Moved by: Councillor Giguere Seconded by: Councillor French Resolved that the Chief Administrative Officer proceed as directed. - Motion Carried. 12. MOTION TO ADOPT RECOMMENDATIONS FROM THE COMMITTEE OF THE WHOLE Moved by: Councillor Martyn Seconded by: Councillor McPhail Resolved that we do now adopt recommendations of the Committee Of The Whole. - Motion Carried. 13. CONSIDERATION OF BY-LAWS 13.1 By-law 20-01 - Borrowing BEING a By-law to Authorize the Warden, Treasurer and Deputy Treasurer to Borrow Up to the Sum of Fifteen Million Dollars. Moved by: Councillor McPhail Seconded by: Councillor Purcell 8 Page 8 January 14, 2020 Resolved that By-law No. 20-01 be now read a first, second and third time and finally passed. - Motion Carried. 13.2 By-law 20-02 — Confirming all Actions and Proceedings BEING a By-law to Confirm Proceedings of the Municipal Council of the Corporation of the County of Elgin at the January 14, 2020 Meeting. Moved by: Councillor French Seconded by: Councillor Purcell Resolved that By-Law No. 20-02 be now read a first, second and third time and finally passed. - Motion Carried. 14. ADJOURNMENT Moved by: Councillor Marks Seconded by: Councillor French Resolved that we do now adjourn at 11.27 a.m. to meet again on January 28, 2020 at the County Administration Building Council Chambers at 9.00 a.m. - Motion Carried. Julie Gonyou, Dave Mennill, Chief Administrative Officer. Warden. 9 O O � N C 7� 7� O V1UIOO� llwumop f � I �u,�� r �NNNNNHHNNNH HIM ,I �NkdNNN Krcrcnuoum nmuuuuu i �� /p �� J ��hi!NNNNN RRNq"INIINIrrllll �f j �, �� ,If � ,� lu '°d r� °1111111111111111111111 , /f � �ut ��U@ IIIII u��'�rr� il�l�llllllllllll�� 111�� N�� Il��ulllllllli�� 'auu y� uuNNu NN Nh j j r�� Vi uuwo, NNh W�nnn 1 � r �H hlr �atl � IrPrl� ' ��mnn�� Nll uou E u gg � r rreo i� h`1 � � �l.'� �UU�III mr^^rrer^• I r 0 C: t o O 06 r Q +-! 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I r/i/,� %r% ,,, ,,, ,,,,,,,,,, �%/// ,,,, ��O/ �, ,, � ;✓ �i/' rill /,,, �/ �� ///iirr,,,,�;, �% �/iiri,,,ri/�iiiiii ✓rill/�/ , i /�i//%//%/, ��rr /jVI / , I l� .... G �/ lr �,�'° ww�� W IM'�fdVu(s�a�wr bad'hNr�r�ona v Ouir Mission 'To encourage and suppoirt air appireciation foie and suppoirt the Ipiractlice of the visual aids luin St. Thoirnas and Elgin County through a vairiety of e hlulblut,lu in b educational Ipirogirairns and through the Ipires irvatu in ofa peirima_ eint collection. Ir Vision The St. Thoirnas Elgin I ulbluluc Aid Ceintire lis a highly valued and respected aid ceintire that, lis a fell Ip luint,foie the St. Thoirnas and I Elgin community. The Aid Ceintire lis dedicated to fosterling a welcoming, einiriching and eingag- iing einvuroinirneint of aid and creativity, luin 1plire, ch lulueinge and educate lit, udlueince . We gratefully acknowledge the continued suppoirt firoirn the City of St. Thoirnas, the County of Elgin,luinb d in ir b irneirnibeirs and suppoirteirs. With y uir suppoirt you pirovide as with the oppoirtuinity to be creative, irespoin lu and eintei luinluin . 20 Our 50th Year at a Glance => 10 historical and contemporary exhibitions were present at the Public Art Centre => 125 artworks were acquired for the Public art Centre's collection through donation, bringing the total number of artworks to 1897 => 291 individual artist were exhibited in the Public Art Centre's gallery spaces => 923 Children participated in art programs => 1248 Students from Schools across St. Thomas and Elgin County took part in School programs => 4016 People attended Adult programs, including tours, lectures and events => 252 Individual members supported the Public Art Centre => 45 Community members volunteered 907 hours at the Public Art Centre (Estimated wages $12 698.00) => 7986 People follow the Public Art Centre via Facebook, Instagram and Twitter => 12307 Visitors attended exhibitions at the Public Art Centre => 34 partnerships and rentals => 2019 recipient of"UNSUNG HEROES" Award St. Thomas District Chamber of Commerce 1, J N I/ul 1 A s /, D i f Message from the President 2019 was the year we commemorated the 50t" anniversary of the St. Thomas-Elgin Public Art Centre, started in 1969 through the initiative and fundraising support of local Women's groups. We celebrated this significant anniversary with exciting exhibits, engaging public activi- ties and quality educational programming, all which drew, to date, over 14,366 visitors. In April we launched the year with the opening of, Foundation, our major exhibition high- lighting collection works from the earliest days of its development. This and our many other exhibits curated this year support and give voice to our local, regional and national artists. To support our activities, each year we undertake two major fundraising events, Redtail Cock- tail Party and Silent Auction and our fall annual Art Auction. Both are well attended and sup- ported. We thank all our generous local sponsors and the community who help make these events so successful The Board is proud of the Public Art Centre for receiving the "Unsung Hero" Award acknowl- edging its continuing support to the community. The award was presented in May at the St. Thomas Chamber of Commerce IMPACT AWARDS. This community support comprises not only free educational programming for both school boards, but partnerships with Elgin County and the City of St. Thomas community health, tourism, business and arts organizations. fr y,l IIIIIIIIIIIIIIIIIIIIIIIIIIIIII I ,f �� 1 1�� III None of these successes at the art centre 1 jig would be possible without our talented staff, Program Director, Sherri Howard and Recep- tionist, Katelyn Tippin, who thrive under the leadership, energy and drive of Executive Di- rector Laura Woermke. We thank them for their dedication to the Art Centre and fore" � making art happen in St. Thomas and Elgin County. �-�rg:n�neruzn cnt> 50 Anntivem, Suzanne Baehr 'I.11. ... � ,w,,�a. STEPAC Board of Directors President , Message from the Executive Director It is my distinct honour to lead the St. Thomas-Elgin Public Art Center during our 50th year. I believe firmly in the Art Centre as the site of transformative possibilities through art. It is my intention to con- tinue with the vision and mission set forth by the founders of the Public Art Centre, "to encourage and promote an appreciation for, and support the practice of the visual arts in St. Thomas, Elgin County and surrounding area through exhibitions, education and preservation of the permanent collection". It is a great honour to offer you, our members, as well as thousands of annual visitors, exceptional op- portunities to engage with art by artists from St. Thomas, Elgin County and beyond. Indeed, the 2019 program attracted over 20 000 visitors to 10 historical and contemporary exhibitions at the Public Art Centre, featuring the work of 291 artists from Canada. Of note was the outstanding exhibitions FOUNDATION, Selections from the Permanent Collection and CURRENT, Contempo- rary selection from the collection, celebrating the Public Art Centre's 50th anniversary. Over the past year, the permanent collection was actively engaged. It was increased by 126 art- works through generous donations, bringing its total to 1897. Our special celebratory exhibitions al- so brought with it, the creation of a publication with an essay by Andrea Villar. Public Art Centres and museums exist for the engagement of our many communities. Our educa- tional programs, lead by Sherri Howard, saw an increased participation from across St. Thomas, El- gin County and Southwestern Ontario, addressing the our commitment to encourage a dynamic ex- change of ideas prompted by art. None of the Public Art Centre's achievements would have been possible without the many significant donors who supported this institution through gen- erous gifts. All the donations, from individuals, corporations, business, the City of St. Thomas and the County of Elgin, and foundations, contribute in profound ways to the long-term sustainability. I al- so would like to acknowledge the hours of work in- vested by volunteers who served on our Board, as- sisted our visitors and help in countless ways at 1 � special events, education programs and more. Most importantly, I extend my heartfelt thanks to Sherri Howard for her passion and expertise as she worked tirelessly on the front lines and behind the scenes to create a remarkable learning experi- ence for everyone. As we move into 2020, 1 am excited to fulfill our fu- ture priorities and vision. To pave the way for the p p Y r , needs of artists and the desires of our audience. Laura Woermke Executive Director/ Curator 23 Message from the Program Director 2019 marks the 50th anniversary of the St. Thomas-Elgin Public Art Centre. Throughout the year we celebrated every aspects of what the Public Art Centre has offered and continues to offer to our com- munity and fundamental to all of this is art education. Great significance is placed on our role as a community partner in St. Thomas and Elgin County and each year between 1500-2000 students visit the Art Centre to take part in educational tours and hands-on activities. These tours are structured so that they meet the requirements of the Ontario School Curriculum in art (as well as other subjects) and they are presented in a fun, active manner that truly engages the students. Each class that visits takes part in an exhibition tour, discussions about art, and a hands-on art activity. All of this is offered free of charge to the schools and made possible through generous donations by individuals, businesses and service groups from our com- munity. Our 50th Anniversary exhibition schedule focused primarily on the Public Art Centre's extensive per- manent collection and the Art Centre sought to "bring art history to life" through this incredible re- source. Participants and visitors of all ages were presented with hundreds of historic, as well as con- temporary works of art by local, regional and national artists. Then using imagination, story telling, and countless personal connections the visual history of our community was experienced, animated, and reaffirmed by thousands of viewers. Almost all schools in the TVDSB and LDCSB have an Environmental Literacy Programs. These pro- grams try to make curriculum connections using the outdoors/environment/nature, and community partners. The Public Art Centre was happy to provide a jumping off point for several of these pro- grams in 2019 including special environmental partnerships with: New Sarum Public School, P.E. Trudeau, Kettle Creek Public School and Summers' Corners Public School In addition to the many recurring and ongoing community programs offered each year, the Public Art Centre was thrilled to introduce West End Wednesdays in 2019. This community program offered an opportunity for individuals working in the west end to come together and enjoy lunch in the main gal- lery space, on the third Wednesday of the month from May-August. This program was based on the idea that getting away from your desk and sharing a meal with others, makes you happier, boosts your productivity and builds a sense of community. Our facility rental program also en- sured that many local and regional businesses and organizations were f able to host their events and gather- (1 ings in a welcoming space that our community can be very proud to call ` it's own. As the Public Art Centre looks toward to 2020, we are inspired by the our •- � � 1 � ' �� t � I111 history and enthusiastic to begin this � new chapter with our community. 11 Sherri Howard Program Director Engagement Visi- Tours/Offsite Children's Openings/ Facility Month tors Community Adult Classes Classes Special Events Rentals Totals January 828 0 0 45 123 348 1344 February 750 342 40 101 886 37 2156 March 1197 37 10 88 84 126 1542 April 847 167 30 41 146 165 1396 May 1301 185 39 80 218 160 1963 June 884 113 20 25 95 15 1152 July 1238 60 0 175 163 48 1684 August 1670 0 0 184 40 38 1932 September 949 5 0 14 137 92 1197 October 1061 102 6 69 748 101 2105 November 902 107 81 101 1125 492 2798 December 743 65 0 0 25 270 1091 Totals 2019 12307 1248 226 923 3790 1892 20360 Totals 2018 8142 1196 308 897 3582 1305 15430 Totals 2017 4791 2144 364 699 2558 1905 124611 I(I firy r I VI�vV N )rFj/ Hwfr �r � // r, i�l l Udr i i� r IIII r Ui I ' rd r � l J > / 2019 EXHIBITIONS At the start of our 2019 exhibition schedule we were planning for our 50th Anniversary. To kick off the year of festivities and celebrations, we began with two solo artists exhibitions and completed 2019 with a contemporary salon styled exhibition steeped with our Canadian visual history. The fol- lowing pages will highlight the 2019 exhibition schedule. RON MILTON So You Want to be a Bird JANUARY 5 TO FEBRUARY 16, 2019 Organized by the St. Thomas Elgin Public Art Centre, travelled to the Station Art Gallery Norfolk County. The central concept for this show is flight, a lifelong fascination. As a child I would spend hours watching thou- sands of birds fly over our house in London during their fall migration. I enjoyed the marvelous moving pat- terns made by a flock in response to potential predators or air currents. When I got older I joined the Junior Naturalists, observing eagles nesting near Komoka or small birds such as bright cardinals outside a log cabin. Flight provided subject matter during my education at Bealart and Mount Allison University. The study of art history reintroduced me to the Greek myth of Icarus and the amazing designs of Leonar- do Da Vinci based on his observations of birds and their anatomy. The initial pieces for this show were drawings of bird skulls and skeletons using silverpoint, an early medium for writing later em- ployed in Renaissance art. I borrowed and purchased bird skeletons and taxidermy models to learn more about avian structure. As this show evolved I also listened to 1960's rock groups such as the Byrds and the Beatles. The "fab four" released "Free as a Bird" on the Anthology project seventeen years after John Lennon's death based on a demo tape he had recorded. My vintage vinyl collection features many from the Liverpool boys including Sgt. Pepper's Lonely Hearts Club Band. The cover art's bright colours and use of stripes and sym- bols tied nicely into the carnival imagery of my child- hood. In conclusion the art created for this exhibition wanders through different aspects of being a bird. From human dreams of flight to the fate of becoming a meal, "So i you want to be a bird!" swings between reverence and r humour flavoured with nostalgia. � ' Building a Collection Recent Acquisitions i January 5 to February 16, 2019 The exhibition Building a Collection: Recent Acquisi- f l� tions of the Public Art Centre highlights it's commit- / ment to collecting historic and contemporary Canadian art b showcasing a selection of our most recent ac ui- I Y g q 26 � ,,,,.................................. sitions. These artists create in a variety— ,, and often combination of- media from drawing and painting, to printmaking. 4 00 Some of the artists feature include Eric At- kinson, Tony Urquhart, Clark McDougall k�, , Evelyn Knight and Arnold McBay. t 1 o PATRICK THIBERT r The Wrap Series J ��i/,,,�io/�l �� .,,i�� FEBRUARY 23 TO APRIL 6, 2019 a �r Curated by the St. Thomas Elgin Public Art Centre. Exhibition catalogue nominated for best design— �i Ontario Association of Art Galleries s Artist Statement: If I could characterize one dominant theme in my work over the tW last fifty years it would be my interest in Tine. It has come and gone many times over those decades. The Wrap series of �� °P «�, r r wall sculptures in this exhibition was crest- ;�,,�� „�r��Nr„t„ � ;;� �r ed as a result of that ongoing investigation o of line and colour. This body of work explores the dynamics Patrick Thibert, Wrap Series No 14, 2017,aluminum of line and space and the physical relation- ship of the viewer to the lyrical wall constructions. The compositions challenge the viewers by physi- cally reaching into their space. At any moment the linear elements move in and out of the core of the structure to physically pull the viewer visually into the composition only to be quickly exited out again. Some of the lyrical constructions in this exhibition explore a tight and constricted core only to have the linear elements reach out and away from the centre. Whereas the linear focus on some of the other wall sculptures is on the perimeter with an open centre as in Wrap No.15 and Wrap No.17. The strong colours offer different emotional responses to the lyrical constructions that change and shift as the viewer's retina adjusts, at times, to the subtle colour combinations. The singular or multi- ple colours applied to the different sculptures create a visual tension that changes as the colours change thus creating the different emotional responses. The lyrical constructions that followed Wrap No.1 explored the physical space around the sculptures. The various Wrap sculptures explored compression and expansion. The changes to the linear ele- ments were created by the process of rolling, folding and twisting the aluminum. As a result, they of- fer the possibility of different experiences for the viewer. Patrick Thibert - January 10, 2019. 27 i ' lii II rr%/ j ii p P 1 � � r r I rrrriiia �, /f/'/ ✓ fill/ �f' O� Itl JJJJ�rilrJ�f191�1 IIIDIIIr✓�War<JYIYUD N(u1N(U FOUNDATION 50 Years: Selections from the Collection APRIL13 TO AUGUST 31, 2019 Curated by the St. Thomas Elgin Public Art Centre. Exhibition catalogue FOUNDATION: SELECTIONS FROM THE COLLECTION The Public Art Centre celebrates its 50th anniversary, an exciting milestone in our history of serving the com- munity. Since our founding, the Public Art Center has fostered the benefits of self-expression, cognitive and emotional wellness, ideas-sharing and common understanding that serves to gather and strengthen communi- ty. The Public Art Centre is the primary resource for arts education and appreciation in St. Thomas and Elgin County through its classes in the visual arts, gallery exhibitions, the preservation of a permanent collection and events that creatively engage and inspire. In 1969, the Public Art Centre became a collecting institution at a time when it had no physical space. It was assembling a collection that documented our local and regional history through contemporary and historic art- works. It's reputation for its collecting vision immediately attracted the support of many donors. Through gen- erous donations provided by founding members such as Lois Farley and Donald Anderson as well as gifts from the University Women's Club and the Women's Art Association, it has built a strong collection of contem- porary and historic paintings and works on paper. Over its fifty years, the Public Art Centre has acquired over 1700 works with an emphasis on local artworks and artists. It is from our local scope of geography that our collection finds its uniqueness. With hundreds of 28 pieces, the Public Art Centre shares these works to the world of scholars and research. It includes some of the most creative and compelling expressions of human creativity. As we celebrate, we are pleased to present a series of exhibitions designed to catalyze conversations about the Public Art Centre's role in defining and documenting our important visual history. Foundation: 50 years, Selections from the Collection, is an assemblage of historic art works by local and regional artists hung in the traditional salon style. The selection draws attention to and demonstrates the finely woven realm of artistic in- fluence through mediums, style, association and instruction with special focus on the works of Ross Reverdy Osgood, William St. Thomas Smith, Lila Knowles, Caroline Curtis, and Clark McDougall. This exhibition and its associated programs and publication is supported by a generous bequest from Barbara Anne Bridge, the Elgin Historical Society, the City of St. Thomas, County of Elgin, and our members and do- nors. TOUJOURS EN AVANT SELECTIONS FROM THE PERMANENT COLLECTION Gallery Three APRIL 12 TO J U N E 29, 2019 Curated by the St. Thomas-Elgin Public Art Centre Text by Sherri Howard It is the mission of the St. Thomas-Elgin Public Art Centre to encourage and promote an appreciation for and support the practice of the visual arts in St. Thomas and Elgin County through a variety of exhibitions and edu- cational programs and through the preservation of a permanent collection. In this statement the founders created the / ideal way to: honour the past, by collect- ing and maintaining our visual history, support the present generation of artists, through exhibitions of their work, and in spire the next generation, through educa- tional programs and the opportunity to see the other two aspects valued. This is the mission that the Public Art Centre has been aspiring to for 50 years. But long before the founding of this organization, another institution in St. Thomas had real- ized a similar mission for the community and in doing so, laid a solid foundation for the Public Art Centre. The doors of Alma College were officially opened in October 1881. It was estab- lished as a Liberal Arts College for young women with instruction in literature, arts and music. Advertisements from the time jassert that Alma College had the finest building and furnishings in Canada. Alma also celebrated many accomplished p ^ � teachers, who educated and inspired. Frederic Marlett Bell Smith, one of Cana- f da's most celebrated artists, was hired as the school's first director of fine art in 1881. He remained in this po- sition until 1886. William St. Thomas-Smith, thought to be the first Canadian impressionists, began teaching art at Alma College in 1887, just shortly after marrying Julia Payne, herself a teacher of clay modeling, wood- carving and sculpture, at Alma College. Throughout its more than 100 year history, Alma brought some of the finest artists and teachers into our community and educated generations of talented, women artists. Some of these women taught at Alma College, after graduation and many pursued successful careers in art. Evelyn Knight (1950s), Elizabeth Lambe (1940's), Lila McGillivray Knowles (1940s) and Ethyl Stripp Stevens (1890s) all taught at Alma College, and pursued careers as artists throughout their lifetimes. Evelyn Knight also attended Alma as a student and was taught by both Elizabeth Lamb and Lila McGillivray Knowles. Car- olyn Curtis an Alma alumnae, pursued art as a full-time career. She is perhaps best known for her watercol- ours of local scenes, but she was considered by some to be one of the finest printmakers in Canada. In 1970, when the Public Art Centre officially opened at 301 Talbot Street, Jean Sutherland Boggs, Director of the Na- tional Gallery of Canada and an Alma College graduate, was on hand to officially open the new gallery.Gallery of Canada Receiving a quality education, from exceptionally skilled teachers is a fine thing and perhaps fulfilled the pledge "to make their lives useful and happy and their tastes elevated and refined", as promised on the sign outside Alma's gates. What Alma seemed to also provide for its students, and our community, was proof of how encouraging it is to have art, artists, and art educators in our community, An artist like William St. Thomas Smith not only taught the students at Alma College, he also mentored a young Clark McDougall, who would go on to distinguish himself as an artist, and whose work continues to ex- cite artists today. Exhibitions of Smith's and McDougall's work, displayed on the third floor of Anderson's De- partment Store, were an exciting introduction to art for a group of young women. These women, along with Don Anderson, would be the driving force behind the establishment of the Public Art Centre in1969. Alma itself had an extensive collection of art that adorned the hallways and rooms of the school. Stu- dent exhibitions, a high point of the school year, were displayed proudly in the school's drawing room, sur- rounded by the work of accomplished professional. Many of the works from the Alma College collection as well as works by former teachers and students, are part of the Public Art Centre's collection and we maintain them, and the legacy of Alma College, with great pride, as we move ever forward. A PASSION TO COLLECT �� From the Collections of Cliff Barwick and Steven McLarty-Payson Gallery Three (J l fl JULY 6 TO AUGUST 31, 2019 Curated by the St. Thomas Elgin Public Art Centre. Spon- sored by Dr. Ian Begg and Minerva Art Gallery Living with an art collection of any size can be a rich- l Iy rewarding experience for so many reasons espe- cially if you follow your passion. You probably know � that the years of pleasure a good art collection may ' bring you is invaluable. If you want to become an art collector, you may ask, how and where do you begin? When a collection is assembled (which is an on-going process for the collector) it brings a value beyond the sum of the parts, it creates a certain order and reflection of the collector's response to them. The St. Thomas-Elgin Public Art Centre is pleased to present selections from the private art collections of Cliff Barwick and Steven McLarty-Payson, in honour of the Public art Centre's 50thanniversary. The artworks currently on view represent outstanding examples of the individual tastes and collecting styles. While each artwork embodies a distinct form of expression, they additionally represent what the collec- tor finds important to preserve. Within each lies the belief in sharing with as many people as possible, the gift of art. "My first purchase of original Art was in 1983 when I purchased a watercolour by Valerio Racca, for$125.00! At that time Art Rental was popular at our Gallery and my collection started then with this purchase. Maggie Mitchell was the Art Gallery Curator at that time and that was the beginning of my "lessons in Local Art". And at that time I began Volunteer work at the Gallery which I enjoyed immensely! I also had the privilege of a few Art lessons with Evelyn Knight where we painted together and when I retire this year I hope to rediscover, my "hidden talents"! I am excited to share some of my collection with the community this year, our Fiftieth year as a community Art Gallery." - Steven McLarty-Payson, BA. Thank you to the Minerva Art Gallery and Dr. Ian Begg for their sponsorship of this exhibition and support- ing the belief that art is a special language and a unique form of expression that should be valued and shared. IN VIEW OF THE ARTIST Annual Juried Exhibition SEPTEMBER 7 TO OCTOBER 19, 2019 Juried by Gerald Pedros B.F.A, M.A. Sponsored by THE Downtown Development Board Back for the sixth consecutive year and in celebration of our 50th anniversary, IN VIEW OF THE ARTIST contin- ues to be one of the most highly anticipated exhibitions. This exhibition celebrates the artist behind the work, what the artist sees and creates, "in their view", real or imagined. It supports the production of new artwork made in a variety of mediums, including painting sculp- ture, digital media, photograph and mixed media. Art- works are selected by a profession jury who consider originality, creativity, process and engagement as some % of the criteria for inclusion in this exhibit. Over 100 works of art was submitted for this exhibition. The Juror deliberated and decided that 62 works of art from artists from all over Southwestern Ontario complet- ed the exhibition. It celebrated community, vision and imagination. On September 28, during Culture Days, Meet the Artist„ at a reception m.tion held from 1-3 p p t T.hom s 31 CULT downtown r. WHITE WALLS & SIGNIFICANT FORMS Small Sculpture from the Permanent Collection NOVEMBER 9 to FEBRUARY 15, 2020 Curated by the St. Thomas-Elgin public Art Centre The Public Art Centre maintains a permanent col- lection of artwork ranging from paintings, draw- ings, prints and photographs. But, the collection also contains a number of sculptures ranging from % a% mixed media, bronze, cast lead and aluminum. White Walls: Small Sculpture from the Permanent �A w Collection is an exhibition in celebration of the 50th anniversary and is drawn entirely from the permanent collection. Art is a constantly evolving continuum and a re- flection of the times in which it is creat- ed. Through the practice of modern and contem- porary the three-dimensional art form p Y sculptors,p � r has come a long way since the marble busts and friezes. Throughout the 20th century, artists reconsidered, redefined and reworked the concept of sculpture in a profound way. During the 1960s and 1970s, sculptors began experimenting with a wide array of materials and approaches to create their work. In the contemporary art landscape, the sculpture has many manifestations. It exists in and defines not just physical space, but psychic space, conceptual space and political space. Thus, the sculp- ture is far more than the physical thing itself. From artist working on a smaller scale to those con- structing monumental works that correspond to or reflect their environment, the artists in this exhibi- tion demonstrate a different vision of what sculpture can be on a small scale. The development of the St. Thomas-Elgin Public Art Centre's permanent collection relies heavily on the donation of art from artists, private and corporate collectors. The significance of the collection not only comes from the works of art but from the generosity of the donors and artists. CURRENT, Contemporary Selections from the Permanent Collection November 9 to February 15, 2020 Gallery One and Two Curated by the St. Thomas-Elgin Public Art Centre Celebration Saturday November 16, 2019 6-9pm Visual art is a part of the fabric of communities and drives conversations that shape our values. The role of an artwork reaches far beyond an individual piece—it creates a platform for reflection and in- novation. 32 We believe that contemporary art is an essential part of public life, and we share it with passion and purpose. We work to interpret, present, and preserve the artworks in our care and develop programs to help the public connect with the art and its makers. We invite you to explore the people and art- work that inspire our 50th anniversary contemporary exhibition. Bringing together art works from the last five decades, by our local and regional artists, CURRENT, Contemporary Selections from the Permanent Collection, includes Ron Kingswood's distinctly im- pressionistic style depicting wildlife, the organic fiberglass sculptures of Walter Redinger and the re- gionalist pioneer, Greg Curnoe. Drawn entirely from the permanent collection, the exhibition pre- sents a diverse array of Canadian artists — such as Roly Fenwick, Joespha van den Anker, Clark McDougall, Harry Wilkinson, Bob Bozak, Patrick Landsley, Candy McManiman, Jan Row, Ed Zelenak and Gerald Pedros —who define contemporary art in our region. Permanent Collection Statement of Purpose: The St. Thomas-Elgin Public Art Centre's Permanent Collection is the largest and most significant in the St. Thomas and Elgin County region, made up of approximately 1700 artworks of local, regional, national and international origin in a variety of media, with special emphasis on contemporary and historical Canadian art, and on the artists associated with St. Thomas and Elgin County. The histori- cal component of the Collection is based on approximately 400 works by local artists from the 19th and 20th century, with content that demonstrates our important history, which includes, oil paintings, prints, sculpture and watercolours. Several major gifts of artwork have been made to the Collection, including the St. Thomas-Smith and Clark McDougall works and through a purchase of the artwork from Alma College. / / 1 ; r � 9 r „ r ;'/x m W it�' �� /r ✓�/ei / �/r;, /w* �/ ,Hr- -,,. V 1 i w� � ,Y"n / �G r� '� o✓�;. �/ ,,,u� „ 'rirlJ"Db,�✓i,� 1� ,,.'er /(i. � f�:,/ {p o IP�� r ��r�/ "-,� ��?/� - i h ! 1 ""/f/��/ /�r� 'r J�,�N,'f�;, Vi � � � r, � r% .,wr,,✓ fir �f>r;wr i� u „ � //" ��fy� I are / r r,J✓ /� ¢ , �h � j/ �JY,, , "/%f//r r ��` � �, Yr �+Jw sFr%��u"9"r � I NO / r f fAN1 � / 11 f Programs (Children and Adult) �y Seasonal Classes /Workshops for Children PA DAY Works, January 18, 2019 Grades JK-5 v% Elementary Expressions (Winter Session) January 26 to March 2, 2019 Grades JK-3 � -, Drawing and Painting Winter Session January 26 to Feb- ruary 16 2019 Grades 4-8 '�%� Elementary Expressions (Spring Session April 27 to June 1, 2019, Grades JK-3 Drawing and Painting (Spring Session) April 27 to May 18, 2019 Grades 4-8 P.A. Day Workshop April 5 2019 Grades JK-5 P.A. Day Workshop June 7 2019 Grades JK-5 Elementary Expressions Fall Session October 19 -Nov 23 Grades JK-3 ' ��' '"°°" //' /"'✓ Drawing and Painting (Fall Session) October 19 to Nov 9 Grades 4-8 y p ( ) u u uu uuuuq��puuuu uuuuu�9P, �r � �� P.A. Da Workshops October 25 In the Studio JK-5 ,,,,,� muuimiirii�lll�lll11111111��1( 11, dWVWA;; P.A. Day Workshops November 15 Grades JK-5 March Break Workshops March 11 to 15 2019 Grades JK-5 75 students took part over the five days, learning about a ,NA ar wide range of art, artists and media. The Patrick Thibert , exhibition in the main space offered a wonderful opportuni- ty for students to be inspired by and create in the main space. During the week two high school students, whod.,a � regularly volunteer in our classes, also had the opportunity to try instructing as well. Throughout the week there was a ready group of high school volunteers lending their time, talents and amazing charade, bingo and go fish! skills to our program. Family Day (FREE Family Art Activities) Monday February 18, 2019 11 am to 3pm FREE art activities, games and more Grades JK-6 1 (accompanied by an adult) We welcomed more than 125 people for our Family Day open house. Participants enjoyed an exhibition based scavenger hunt, hands-on activities focused on the elements and principle of art, Bingo games and of course snacks! This type of free community event yields so many benefits for the Public Art Centre. For some it's the first time they are visiting us, for others it ' is an annual event their families look forward to each ' year. One thing is clear, this is a big target audience f for what we do at the Public Art Centre and the return on this kind of investment is huge! Summer Programs 9 �n w, Daily Workshops July 2-5 Ages 5-11 � Rock, paper, Scissors July 8-12 Ages 5-11 p Sculpture & Assemblage July 15-19 Ages 5-11 J Art Movements July 22-26 Ages 5-11 w 34 � ,� 1j % Medium a Day July 29 -August 2 Ages 5-11 Daily Workshops August 6-9 Ages 5-11 Games, Toys, Books August 12-16 Ages 5-11 Daily Workshops August 19-23 Ages 5-11 Adult Workshops and Classes Watercolour with Heather Keating, February 7 to March 14, 2019 Petals & Paint( Harris Flower Farm and Heather Keat- jing) Thursday June 6, 2019 EAT DRINK CREATE, Friday May 3, 2019 Watercolour with Heather Keating, April 11-25 & May 9 -23, 2019, 2019 Petals & Paint August 15, 2019 (Harris Flower and Heather Keating) Watercolour with Heather Keating October 17 to No- vember 21, 2019 Felted Workshop Instructor Linda Armstrong Sunday j November 24, 2019 10-4 EAT DRINK CREATE November 29, 2019 School Programs Over 1200 students from St. Thomas and Elgin County participated in the Public Art Centre's School Pro- grams, which offered young people from JK to grade 12 immersive opportunities to explore new ideas, de- . velop their creativity, collaborate with their peers and engage in critical thinking about the world around We would like thank our partners in education: Dowler Karn—Fueling Communities, for assisting in the trans- portation of students and the Kinsmen Club of St. Thomas for supporting the hands-on activities during e the tours. 5 t Elgin County Libraries Since 2015 the Public Art Centre has partnered with the El- gin County Libraries to bring several of our programs off- site. These programs are self-guided and focus on well known artists and art movements. They provide an oppor- tunity for learning as well as creating art. These lessons have been prepared by the Art Centre and will rotate be- tween all of the libraries in the county. A new series of art education boards are being distributed throughout the Elgin County Libraries. Thank you to Sandra Poczobut for partnering with the Public Art Centre in order to facilitate these programs. "` 35 School Within a School Grade 7 and 8 students from Summers Corners Public ° School are taking part in a program called School with in a „ ;. School. Their focus is Communication, Creativity, Criticalia�lr� lv� Thinking & Collaboration. In November all 45 of the partici- pating students visited the Public Art Centre, and throughout the coming year a group of these students will return for three more visits that will allow them to play an active role in programming, hands-on activities and learning about art his- tory. Environmental Collaborative Opportunities Grade 7 and 8 students from New Sarum Public School, P.E. Trudeau, Kettle Creek Public School and Summers' Corners Public School are taking part in a program called Environmental Collaborative Opportunities. This program involves students reading the book Hawk by Jennifer Dance in Dec/January, building bird houses as part of Pro- i sect FeederWatch and as a conclusion to their program, the will be visitingthe Art Centre this month to view Ron Y Milton's exhibition So You Want to be a Bird and have the chance to speak with Ron Milton about his work and how it fits into the their program. Specialized High Skill Major Program p 9 J 9 � 1 On March 26 thirtystudents from Parkside and AVSSpar- ticipating -� p 9 in the SHSM program, used the Art Centre's stu- dio for an oil painting workshop taught by John Anderson, the Education Manager at Curry's III' i� Pathfinders On the evening of March 20 a small, but energetic group of Pathfinders visited the Public Art Centre for a tour. The tour included the main space, a hands-on sculpture les- son and a tour of the permanent collections and all of the prep that was going on for the current exhibition. In doing all of these things the group was able to achieve an art as well as a museum badge. Clark McDougall Scholarship ' In June the Art Centre accepted eight submissions for the a . , annual Clark McDougall scholarship. Peter Lemon, of the McDougall Group reviewed the submissions and awarded 't both scholarships: the Fine Arts Scholarship was award- ed to: Alyssa Brunsdon, Parkside Collegiate Institute The Visual Arts Scholarship was awarded to: Seth Kuiper, Central Elgin Collegiate Institute Winter Blues Winter Blues is offered as a preventative program de- signed to encourage people to get out and socialize dur- ing the winter months, to beat the winter blues. 36 y West End Wednesday On Wednesday May 15, the Public Art Centre hosted our first West End Wednesday. This community program is offered as an opportunity for individuals working in the west end to come together and enjoy lunch in the main gallery space. We had v a about 50 people (including the students from Summers Corners) show up. o This program is based on the idea that getting away from your desk and sharing a meal with others, makes you happier, and boosts our productivity. It also provides a wonderful occasion Y p Y� li to share this current exhibition with the community. For those of us working in (and around) the west end, it's an opportunity to highlight the many services located in the west end, network a i bit, build on existing collaborations and form new ones. The Downtown Development Board, generously agreed to r sponsor this program which allowed us to arrange for live music during the event, and Las Chicas donated coffee for us to offer our guests. Railway City Tourism Arts Crawl The Railway City Arts Crawl is a FREE winter event celebrating local arts and culture. RAILWAY CITY,' •. TOURISIV� CRAWL ,,Dim ML Horton Street Market In July the Art Centre set-up shop at the Horton Street Market to ' offer a kids art activity and a raffle. The visual impact of kids strolling around the market in full face masks was amazing as was the interest in creating the masks. Thank you to all the r board members who volunteered their time (on a very hot morn- ing). Railway Tourisms, After Dark Music Series On July 25th, the Art Centre was the featured venue in Railway Tourisms, After Dark music series. The Pairs, a very talented quartet from London, performed to a sold out crowd. City of St. Thomas Public Art Committee The Public Art Centre participates with representation on the City of St. Thomas Public Art Committee. This committee is re- sponsible for reviewing new acquisitions /gifts of artwork, care for existing and purchasing new works through policy and de- fined terms of reference. Elgin County Tourism Elgin Arts Trail A member of the Elgin Arts Trail since 2008, the trail offers visi- tors year long opportunities to discover Elgin County and its art- ists, galleries, collectives and studios. �a 6 37 Culture Days Ontario On Saturday, September 28 the Public Art Centre took part in Culture Days. Culture Days is an annual, national celebration of arts and culture that aims to stimulate understanding, appreciation and exploration ° 4 of arts and culture - so that every person has a deep- s er connection with art and culture in their communi- ties. p 9reception The opening for In View of the Artist, provided the focal point for our Culture Days week- p p Y end with near) 100 people attending to meet with the Y p p g mists and enter lv�pona dialogue with them about their � o A LEAS CHIC�1 k ti r d --i n E L c A H f, JNl" Doors Open St. Thomas - Railway City Tourism The Ontario Heritage Trust works with communities across the province to open the doors, gates and courtyards of their unique and most fascinating cultur- al sites so you can explore the stories inside. On r Saturday, October 5 the Public Art Centre took part in Doors Open. This years event locally was a Spooky it St. Thomas theme. We presented a screening of the German Expressionist film Nosferatu as well as yr� ' ��g# Nosferatu paper crafts, and a trick or treat meet and great with several of the artist featured in the current exhibition. 107 people stopped by to take part. New Comers Open House i On Sunday, October 6 Suzanne Baehr was the Pub- lic art Centre's representative at a New Comers open house presented at Knox Church. Those in attend- ance were gifted with postcards offered by the Public Art Centre as well as information about our services ' provided by Suzy. ' St. Thomas Chamber Small Biz Expo ��ullllll r uuu Fanshawe College The Public Art Centre instructed a lesson on Support- ing Creative Expression through Art, to the first year Early Childhood Education students at Fanshawe College. This year we are inviting the students to vis- it the Art Centre to include the viewing of art in the ' lesson. Facility Over the year, the Public Art Centre has been very busy with not only our own events but several com- munity events and numerous facility rentals. In October we welcomed almost 600 tricker-treaters through for the DDB's annual Pumpkin Prowl and during the weekend of November 1,2 and 3 the Art 38 Centre welcomed more than 800 visitors, taking part in the Rotary Tour of Homes who stopped by to look ` / around and enjoy some refreshments. Rentals (attendees 1892) Thames Valley District School Board t. Thomas District Chamber of Commerce S C iJ fr/ Downtown Development Board Women's Committee of STEPAC Elgin Business Resource Centre International Wom- en's Day Reith and Associates St. Thomas Elgin Executive Association (Weekly rental) London & St. Thomas Association of Realtors Elgin St. Thomas Alzheimer Society Out There Creative Therapy ! /� Port Stanley Artist Guild St. Thomas Elgin Alzheimer"Dementia Friendly Launch St. Thomas Elgin Medical Association Local Immigration Partnership Elgin Business Resource Center"The Pitch" Novem- ber 20, 2019 Elgin Business Women's Network Graham Scott Enns Locke Insurance City of St. Thomas Honours and Awards / County of Elgin u � Open day/evening events (on andoffs Shop HopDDB 1� Rotary Christmas Tour of Homes November 8-10 � , New Comers Event Know Presbyterian Church (attendees 55) St. Thomas District Chamber of Commerce Small Biz Expo (attendees 150) Pumpkin Prow Downtown Development Board (attendees 885) Co-creation of concert, theatre perfor- mance, musicians Events � (attendees 1113) Winter Blues Central Community Health Centre Every 3rd Sunday from January to April Railway City Tourism Art Crawl, Feb 22,23, 2019 (Young Musician Performers), Sun shiners, Alex Di- Cristoforo (866) "FACE IT" installation and performance by Celeste Fillos (Waterworks Park and Elgin County Railway r Museum) Partnerships J' London Catholic District School Board Home School Groups '" Thames Valley District School Board � ar Port Stanley Artist Guild " 39 a ....... St. Thomas Art Guild Elgin Counseling and Mediation HOPE Hospice Outreach Programs Elgin Grief Awareness Day November 21, 2019 Canadian Mental Health Association Art programs Fanshawe College Early Childhood Education Seminar and activities with students Out reach �I k Museum London Docent Association Volunteering at the Public Art Centre 907 hours volunteered at the Public Art Centre in 2019. Volunteers provide support to our community at the St. Thomas — Elgin Public Art Centre. - ~ % Our youth volunteer program has been well supported by stu- dents starting high school and continuing through their edu- cation from St. Thomas and Elgin County. Youth volunteers ri hlup+l,f r are fulfilling much more than their required high school com- munity service hours. Many of our volunteers started as stu- dents of the Public Art Centre, and have enthusiastically de- cided to continually give their time to support and encourage the next generation of creative students. Ten new youth vol- unteers have joined our team this year and we have retained / k, twelve volunteers, some of which have volunteered for up to four years. Adult volunteers greatly support the St. Thomas— Elgin Pub- lic Art Centre by volunteering their time and skills from as- sisting visitors, to provide support in the classroom, collection management, exhibition installations, maintenance, fundrais- ers and events. This year, during our 50th Anniversary commemoration, we celebrated our longest serving volunteer, Sharon Little. Sha- ron has served as a founding member and as one of the very first Directors of the Public Art Centre. Her role as Women's Committee member over the last 50 still goes strong today. Thanks you Sharron Little! k°( Gift Shop Our gift shop at the Public Art Centre hosts 47 local artists, artisans, authors, poets and potters. Our community supports the Art Centre gift shop by choosing to purchase local) made art and qualityhand made gifts. Each item in the gift shop is hand selected, selling the most unique items from our community. The gift shop is consign- / ment based and raises funds for the Art Centre; it provides the opportunity for local artists, authors, and artisans to sell l their work in our community. When visitors shop at the Art Centre they learn the story behind each unique piece from how it was made to the artist who made it. Visitors buy hand made works from our gift shop artist for a truly local pur- chase. 40 The artists, writers, illustrators, pot- Everwoods Lions ters, carvers,jewellery designers Erika Fuller Alice Price-Vermulen and artisans in our gift shop: Herman Goodden Denyse Gervais Regan Monica Abeid Robin Grindley Larry Russell Josepha van den Anker Paula Plater-Galloway Judy Ross Linda Armstrong - EcoLamb Chris Golding Jan Row Andrea Bodo Shelby Hayward Jeff Suchak Peter Bloch - Hansen Betty Harmsen Aganetha Sawatzky Joel Berry Elizabeth Kusinski Joseph Sawicki Julie Berry Grayden Laing Susan Tanton Catherine Craig -Clayworks Terry Lanning Katelyn Tippin Emmi Coburn Catherine Marshall Arale Vallely Ann-Marie Cheung Ethel Mitrovic Sarah Van Pelt Mandy Carter Annette Martin Laura Woermke Pat Curtis Patricia MacPherson Brian Wilsdon Charlie Gendron Crystal McMaster Kellen Devos Candy McManiman Sherri Van Dixhoorn Frank Profheno- Nan-Sea Produc- Special Events / Fundraising REDTAIL COCKTAIL PARTY & SILENT AUCTION held on Saturday May 25, 2019 in the club house of the Redtail Golf Course. This sold out event features a traditional cocktail party and silent auction. Auction items were generously donated by many local business- es. We thank our sponsors and our returning emcee Andrew Buttigieg. Annual Art Auction Held the first Friday in November for over 35 years. This year, the event took place on Friday November 1 and featured over 88 works of art in the live and silent auction. Al Hughson, our auctioneer, entertained the sold out crowd while our Emcee, Councilor Steve Peters kept everyone on task. A very big thank you to our event sponsors, generous local artists and everyone who purchased a ticket! Canada Summer Jobs In 2019, The Public Art Centre welcomed two students through the Canada Summer Jobs grant. Shelby Hay- ward, our Summer Art Instructor and Blaire McKenzie, Studio Assistant, ran an fantastic eight week art camp program. We thank them for their dedication and wish them luck with their future endeavors. a w 1 w r ; I° µ III�I�IIIIII Permanent Collection r 'F The St. Thomas-Elgin Public Art Centres Permanent Col- lection is one of the largest and most significant in the St. Thomas and Elgin County region, made up of approxi- mately 1897 artworks of local, regional, national and in- ternational origin in a variety of media, with special em- phasis on contemporary and historical Canadian art, - in articular Canadian - and on the artists associated with St. Thomas and Elgin County. The historical component of the Collection is based on approximately 400 works by local artists from the 19th and 20th century, with content '; /' that demonstrates our important history, which includes, oil paintings, prints, sculpture and watercolours. Several major gifts of artwork have been made to the Collection, including the St. Thomas-Smith and Clark McDougall, works and through a purchase of the artwork from Alma College. " ill Canadian Cultural Property Government of Canada Protecting our Heritages,//,;' Approximately 180 works in the permanent collection has received the status of"Canadian Cultural Property". Asa �� Al rated gallery, the art centre has the duty and responsi- bility 9 rY Y to protect these works. Cultural property is of out- p p p Y standing significance and national importance with a view rrl Jprrrrrfrr „, �a)r, rrlrrfli // "' f ,, ,,,,, ! � I j a! to protect and reserve significant examples of Canada's � '�'`�,, /��Ar��n��frG' �,,,�„�;r�/��f�J,,f '/% „ ,, � 1 ,�yyr . F� p p 9 p �, '�� artistic, historic, and scientific heritage. Works include local artist Ron Kingswood, Clark McDougall, Walther Redinger, Ed Zelenak, Ross Reverdy Osgoode to name a few. Elgin County Museum: The Public Art Centre will partici- pate in the Museums of Elgin County Database" This innovative database is one of only a few in Canada to offer on-line collaboration between area museums ��1� through use of high quality software that otherwise might not be available to smaller museums on a stand-alone , Y basis. It is hosted and supported by the Count s Infor- mation Technologydepartment and there is no cost to / '% %' %/' 1 ''��"''P' p uf� Syr f /, ��/e�ii �%� „� f /��rrr%l� partner museums to participate. The data base plays al p p p p Y key role in encouraging collaboration between museums '%' / serving the County. ri%,II i/ r rat 2019 Acquistions Janine Leroux-Guillaume rob Les gestes des temps nouveaux, 1984 4/45, Woodcut 46x56cm La main des saisons, 15/8/60 10/15 Aquatint q ,;r 7�� w rt >ii vY / ri un Y r�I� 50x65cma4/ i � �1� tgoh ' ) nrl ,' /ii JIf i i� lijJ '"r�,l ��'�y! Variation Brumaire, 11/11/76 E.A 2 Woodcut �l � � ,r equip/ >✓,f �� /�?�r, 57x38cm 42 Ecran pour une naissancem, 14/12/87 Enlightment, 1972 6/30, Woodcut Penetration, 1973 18/40, Original Stonecut print 50 x 66cm 28/40, Stone cut 61 x 46 cm 61.5 x 46cm Les feux convergents, 1977 Separation, 1972 25/35 Aquatint Prison Graffiti III, 1975 17/40, Original Stonecut print 66 x 50cm 19/45, Stone cut 61 x 46 cm 61.5 x 46 cm La marche des scarabees, 3/7/78 Head in space, 1972 13/55 Mezzotint- burin Confinement, 1975 17/45, Original Stonecut print 50 x 66cm 27/45, Stone cut 61x 46cm 61.5 x 46cm Une feuille se promene sur 1'eau, Into the Firmament, 1972 19822/7 Etching Tree Spirit, 1977 17/45, Original Stonecut print 57x 57cm 29/75, Stone cut 61 x 6 cm 43.5 x 31 cm Napiwa et les engoulvents, 28/2/87 Standing Figure, 1972 22/45, Mezzotint Tree Spirit 11, 1977 17/40, Original Stonecut print 62 x 47cm 29/75, Stone cut 61x 46 cm 43.5 x 31 cm Lichen au glacier, 1969 Assassin, 1972 E.E., Aquatint- burin Tree Spirit 111, 1977 17/40, Original Stonecut print 65x 48cm 29/75, Stone cut 61x46cm 43.5 x 31 cm Cette jungle quest la vie, 1993 Influence of Space, 1972 E lE, Dry point- burin Tree Spirit IV, 1977 17/40, Original Stonecut print 56 x 77cm 29/75, Stone cut 61x 46cm 43.5 x 31 cm Un pas dans 1'avenir, 2/12/69 Extension, 1972 2/35, Mezzotint- burin Tree Spirit V, 1977 17/40, Original Stonecut print 56.5 x 76cm 29/75, Stone cut 61x 46cm 43.5 x 31 cm Metamorphose, 18/8/67 Standing Women, 1972 3/36, Woodcut Tree Spirit VI, 1977 17/40, Original Stonecut print 56.5 x 76.5cm 29/75, Stone cut 61 x 46 cm 43.5 x 31 cm Soleil en bataille, 30/3/74 Departure, 1972 25/50, Woodcut Coupe, 1963 17/40, Original Stonecut print 64,.5 x 50.5cm Marble 61 x 46 cm 28cm x 38cm x 2.3 cm Parterre de granit, 17/6/63 Melancholy of Departure, 1972 E.A. no 4 ,Woodcut Apparition, 1972 17/40, Original Stonecut print 48x 33cm 17/40, Original Stonecut print 61 x 46 cm 61 x 46cm Les cocons de verre, 8/2/62 Illumination, 1972 1/9, Mezzotint- burin Detachment, 1972 19/40, Original Stonecut print 50 x 60.5cm 17/40, Original Stonecut print 61 x 46 cm 61 x 46cm Head with Celestial Light, 1972 Stanley Lewis Two Figures, 1972 27/100, Original Stonecut print A Memory, 1972 22/40, Original Stonecut print 61x46cm 17/45, Stone cut 61x46cm 61.5 x 46cm The Drunker, 1972 Withdrawal, 1972 18/40, Original Stonecut print Imprisoned Poet, 1973 17/40 Original Stonecut print 61,0 x 46,0 cm 15/40, Stone cut 61x46cm 61.5 x 46cm City Portrait I, 1974 Passage of Time, 1972 24/45, Original Stonecut print Pollution, 1972 18/40, Original Stonecut print 615 x 46,0 cm 5/35, Stone cut 61x46cm 61.5 x 46cm City Portrait 11, 1974 The Aged One, 1972 24/45, Original Stonecut print Inner light, 1972 17/45, Original Stonecut print 61.5 x 46 cm 31/40, Stone cut 61 x 46 cm 61.5 x 46cm 43 City Portrait 111, 1974 City Portrait XVI II, 1974 Primal Dust VII I , 1983 24/45, Original Stonecut print 24/45, Original Stonecut print 29/35, Original Stonecut print 61.5 x 46 cm 61.5 x 46 cm 46,0 x 61,5 cm City Portrait 111, 1974 City Portrait XIX, 1974 Primal Dust IX, 1983 24/45, Original Stonecut print 24/45, Original Stonecut print 29/35, Original Stonecut print 61.5 x 46 cm 46 x 61.5 cm 46,0 x 61,5 cm City Portrait IV , 1974 Creation 1, 1982 Primal DustX, 1983 24/45, Original Stonecut print 28/35, Original Stonecut print 29/35, Original Stonecut print 61.5 x 46 cm 46 x 61.5 cm 46 x 61.5 cm City Portrait V, 1974 Creation 11 , 1982 Primal DustX1 , 1983 24/45, Original Stonecut print 28/35, Original Stonecut print 29/35, Original Stonecut print 46 x 61.5 cm 46 x 61.5 cm 46 x 61.5 cm City Portrait VI, 1974 Creation 111, 1982 Primal DustXll, 1983 24/45, Original Stonecut print 28/35, Original Stonecut print 29/35, Original Stonecut print 46 x 61.5 cm 46 x 61.5 cm 46 x 61.5 cm City Portrait VII, 1974 Creation IV, 1982 Primal Fusion 1, 1983 24/45, Original Stonecut print 28/35, Original Stonecut print 2/35, Original Stonecut print 61.5 x 46 cm 46 x 61.5 cm 46 x 61.5 cm City Portrait VIII, 1974 Creation V, 1982 Primal Fusion 11, 1983 24/45, Original Stonecut print 28/35, Original Stonecut print 2/35, Original Stonecut print 46 x 61.5 cm 46 x 61.5 cm 46 x 61.5 cm City Portrait IX, 1974 Creation VI, 1982 Primal Fusion 111, 1983 24/45, Original Stonecut print 28/35, Original Stonecut print 2/35, Original Stonecut print 61.5 x 46 cm 46 x 61.5 cm 46 x 61.5 cm City PortraitX, 1974 Creation VII, 1982 Primal Fusion IV, 1983 24/45, Original Stonecut print 28/35, Original Stonecut print 2/35, Original Stonecut print 46 x 61.5 cm 46 x 61.5 cm 46 x 61.5 cm City Portrait XI, 1974 Primal Dust 1 , 1983 Primal Fusion V, 1983 24/45, Original Stonecut print 29/35, Original Stonecut print 2/35, Original Stonecut print 46 x 61.5 cm 46 x 61.5 cm 46 x 61.5 cm City PortaitXll, 1974 Primal Dust/1, 1983 Primal Fragment 1 , 1983 24/45, Original Stonecut print 29/35, Original Stonecut print 3/35, Original Stonecut print 46 x 61.5 cm 46 x 61.5 cm 61.5 x 46 cm City Portrait XIII, 1974 Primal Dust 111, 1983 Primal Fragment 11, 1983 24/45, Original Stonecut print 29/35, Original Stonecut print 3/35, Original Stonecut print 61.5 x 46 cm 46 x 61.5 cm 61.5 x 46 cm City Portrait XIV, 1974 Primal Dust IV, 1983 Primal Fragment 111, 1983 24/45, Original Stonecut print 29/35, Original Stonecut print 3/35, Original Stonecut print 61.5 x 46 cm 46 x 61.5 cm 61.5 x 46 cm City Portrait XV, 1974 Primal Dust V, 1983 Primal Fragment IV, 1983 24/45, Original Stonecut print 29/35, Original Stonecut print 3/35, Original Stonecut print 61.5 x 46 cm 46,0 x 61,5 cm 61.5 x 46 cm City Portrait XVI, 1974 Primal Dust VI, 1983 Primal Fragment V, 1983 24/45, Original Stonecut print 29/35, Original Stonecut print 3/36, Original Stonecut print 61.5 x 46 cm 46,0 x 61,5 cm 61.5 x 46 cm City Portrait XVI 1, 1974 Primal Dust VI I, 1983 Primal Rhythm 1, 1983 24/45, Original Stonecut print 29/35, Original Stonecut print 20/35, Original Stonecut print 61.5 x 46 cm 46,0 x 61,5 cm 61.5 x 46 cm 44 Primal Rhythm 11, 1983 19/35, Original Stonecut print 20/35, Original Stonecut print 46 x 61.5 cm 61.5 x 46 cm Primal Touch IX, 1983 '" Primal Rhythm 111, 1983 19/35, Original Stonecut print 20/35, Original Stonecut print 46 x 61.5 cm 61.5 x 46 cm Primal Touch X, 1983 , Primal Rhythm IV, 1983 19/35, Original Stonecut print 20/3 20/35, Original Stonecut print 46 x 61.5 cm x 46 cm Primal Rhythm V, 1983 Walter RedingerFigure Bed#4, 1986-89 20/35, Original Stonecut print Graphite on paper, 61.5 x 46 cm 31 x37" Primal Balance 1, 1983 Candy McManiman 4/35, Original Stonecut print y 61.5 x 46 cm Recycle -Evolution, 1999 Oil on canvas Primal Balance 11, 1983 4'x3' 4/35, Original Stonecut print 61.5 x 46 cm Idle/idol Exchange, 1999 Oil on canvas, Primal Balance 111, 1983 24"x30" 4/35, Original Stonecut print � 61.5 x 46 cm Jean-Paul Riopelle !l Jute V, 1967 p Primal Balance IV, 1983 " 45/75, Hand coloured-lithograph 4/35, Original Stonecut print 9� p 75 x 110cm .�, Vdw1'M1NN AT Y g'. 61.5 x 46 cm � r � Feuille 111, 1967 Primal Balance V, 1983coloured-lithograph 45/75, Hand 4/35, Original Stonecut print 75x 110,0 cm 61.5 x 46 cm Primal Touch 1, 1983 Alfred Laliberte 1925i ese, 19/35, Original Stonecut print La po � 46 x 61.5 cm Original plaster 23 cm x 30cm x 19cm Primal Touch 11, 1983 19/35, Original Stonecut print 46 x 61.5 cm Primal Touch 111, 1983 19/35, Original Stonecut print 46 x 61.5 cm Primal Touch IV, 1983 19/35, Original Stonecut print 46 x 61.5 cm %i Primal Touch V , 1983 "JI / 19/35, Original Stonecut print aria 46 x 61.5 cm Primal Touch VI, 1983 � 19/35, Original Stonecut print 46 x 61.5 cm Primal Touch VII, 1983 19/35, Original Stonecut print 1iy 46 x 61.5 cm ' Primal Touch VIII, 1983 45 �% ' Board of Directors 2018- Acquisitions Committee Sponsorship Committee 2019 (standing) Laura Woermke Chair Bethany Green Suzanne Baehr Kevin Morrell Amy Sloan PAST PRESIDENT: Tom Hughes Gerald Pedros PRESIDENT: Suzanne Baehr Laura Woermke Instructors /Guest Speakers TREASURER: Meghan Vreman Heather Keating RECORDING SECRE- Fundraising Committee (standing) Katelyn Tippin TARY: Laura Woermke Amy Sloan Olive McEnvue Suzanne Baehr Shelby Hayward Directors: Bethany Green Blaire MacKenzie Bethany Green Sherri Howard Catherine Elliot Shaw Amy Sloan Laura Woermke Patrick Thibert Dang Ho Ron Milton Debra Bagshaw Finance Committee Linda Armstrong Grayden Laing Chair Suzanne Baehr Neil Hubert Treasurer Meaghan Vreman Administration Joan Dennis Laura Woermke Laura Woeml Executive Director/ Jim Herbert (City Rep.) Curator Membership Committee Sherri Howard, Program Director Alternate Jeff Kohler (City Rep.) Chair Deb Bagshaw Katelyn Tippin, Reception /Volunteer Dominique Giguere (County Rep.) Laura Woermke Peri Hayes, Part-time Reception Neil Hubert Teagan Butler, Part-time Reception Committees Catherine Craig, (Volunteer) Recep- Executive Committee (standing) Human Resource Committee tion Past President Tom Hughes Chair Suzanne Baehr Ruth Wallace, (Volunteer) Reception President Suzanne Baehr Tom Hughes Elizabeth Bouque Treasurer Megan Vreman Megan Vreman Darlene Loyst, (Volunteer)Reception 110161f rill y .. r; uu V I it Membership 2019 Timothy Hedden Shirley Shore Individual Meg & Mitch Heighway Amy Sloan Josepha van den Anker Wendy Hepburn Chris Sloan Jane Atkinson -White Dang Ho Margie Snowsell Robin Baratta Margaret A. Horn Beth Stewart Clifford Barwick Patrusia Hontar Anna Tanguay Susan Bassett-Gold Joseph Hubbard Patrick Thibert Emily& Scott Bate Matt & Miranda Hughson Katelyn Tippin Lynda Baughman Marion E. Hummel Mary Louise White Helga Bear Debra Jackson-Jones Pat White Elizabeth Bourque Mary Jane Johnson Harry Wilkinson Helen Bukor Brooke Kewley Family Cathy Burgoyn Patrick Landsley Ardythe & Fred Anderson Mary Carnahan Darlene Loyst Janet Brody Gary Clarke Kathy Lyle Jerome & Mary Jane Collins Pat Clinton Carol Mailing Diane Dobson Patti Chochrill Diane Marcou Mary Dunn David Dale Annette Martin Hal & Pam Hedden Dr. Sandy DeLuca Brian Masschaele Jane &James Hughes Mary Donlan Joyce Matthews Paul Jenkins &Sandra Poczobut Jo Ann Dunn Pat McCaig John Krygsman Jody Dunn Stacy McCaw Wraight Ellen &John Luft Dawn Doty Catherine Craig &John McMahon Linda Maskel-Pereira & Christopher Carol Ewaskiw Bob &Gail McNaughton Pereira Don Ferguson Kathy& Dan McNeil Minerva Art Gallery Robin Lynn Fleming Rosemary Norton Dan Peterson Patricia Fryer Kathleen O'Dea Greg, Kate &Cameron Robertson Gabi Fortin - Smith Marion Orchard Dennis Siren &Wendy Saby Sue Fortin -Smith Margaret Patterson John & Lois Smith Ray H. Galloway Alice Price-Vermeulen Bill & Linda Stevenson Lisa Gerrard Elizabeth Raven Andres &Catherine Villar Anne Gilbert Austin Robertson Fanny Yeager Margaret Glover Taylor Robertson Bev&Jack Yurek Beth Green Eleanor Robson Contributing Cornelia Greger Jan Row Linda Armstrong & Mark Enns Robin Grindley Dianna Saddington Janet & Philip Ballantyne Mary Gullis Brenda Sheridan Betty Burrell - Beaudry Ali Harris Lori Baldwin-Sands & Doug Sands Agnes Berko 47 Marguerite Buckland Joel Keenleyside Suzanne Baehr Jenny Couse Bob Ketchum Sine Herold Pat& Bob Curtis Ray& Evelyn Knight Louise Ferriman Joan & Darrell Dennis Roman Kuchmak Joan & Matt Janes George & Lynn Disbrowe Dr. Donald & Mrs. Gillian Lawrence Wayne & Maxine Kentner Lauree Dunlop Donald Leich &Gail McHardy-Leich Sally&John Martyn Franky Ducharme Mike & Dana Lindsay Carolyne &Gary McLeod Joanne Ferguson Sheila Martin Catherine Elliot-Shaw &John D. Shaw Joyce M. Ferguson Steven McLarty-Payson Wendy& Dan Tippin Ted Gilchrist St. Thomas Art Guild Ian Tripp Barb & Bruce Green Maggie Richardson Sponsoring Eileen Grimley Marietta Roberts Carl & Debra Bagshaw Kate &Art Gutmanis Larry A. Russell &Tamelynda Lux John & Karen Hueston Bob Hammersley Andrew Sloan Sharon Little Bob & Mary Anne Heath Rowena Spersrud Sustaining Jim & Rita Herbert Tony Stacpoole Eric Bargenda &Ciabh McEvenue Wayne & Marg Howard Susanne Steed &Jim Bundschuh Ian Begg Kim &Allan Hughson Carole Watson Brian & Mary-Ellen Bolt Dagny& Mary Beth Ingolfsrud Malcom & Monique Wood Candy McManiman Joan Janes Supporting St. Thomas Down Town Development Jean Johnson Susan & Richard Andrews Board Elgin Contracting and Restoration Ltd. ii I i i IIfII��IV� f 1 r Special Donations 2019 Inspire A Student Campaign Centennial Sports Club of St. Thomas General Donation In Memory of Kay Pocock Inc. Paul Baldwin Marion &Jeffery Bentley Elgin Contracting and Restoration Lori Chamberlain Pat Clemons Kinsmen Club of St. Thomas Catherine Ella Lions Club of St. Thomas Anne Gilbert In Memory of Lenore Jones Carolyne &Gary McLeod Margaret Glover Jay& Lorrie Futcher Nancy Moore Cornelia Greger Optimist Club of St. Thomas Kathlyn Hagerman In Memory of Bill Kish Talbot Trail Optimist Club Sine B. Herold Aina Berzins The Port Stanley Artist Guild Joan Janes Antoinette Ciavarella Williams Funeral Home Ltd. Marietta Roberts Sheila Collins Dr. Malcom & Monique Wood Catherine Elliot Shaw&John D. Shaw Raissa Dietl, Ari & Dave Stuart Mrs. Pat White Angelo Fazzari Annual Giving Paul Wynne Paul Henderson Betty Burrell-Beaudry Judith C. Wheeler Elgin Contracting and Restoration Ltd. Public Programming Ray Galloway Celeste Fiallos In Memory of Helen Roberts Sharon Little Lynda Fox Steven McLarty-Payson Permanent Collection Mr. B Gloin & Margaret Carolyne &Gary McLeod Barb Green C.S. Hutchinson Candy McManiman Gerald Pedros Sharon Little Tony Stacpoole Wendy& Dan Tippin Women's Committee 2019-2020 Barb Green Virginia (Ginny) Nielsen Eileen Grimley Kathleen O'Dea Ardythe Anderson Kathy Hagerman Katherine Patterson Suzanne Baehr Mary Anne Heath Margaret Patterson Sue Bandeen Catherine Hedley Linda Maskel-Pereira Agnes Berko Rita Herbert Carole MaGrath Mary Ellen Bolt Margaret Horn Mary Helen Raynham Lynda Cosens Joyce Hughson Elizabeth Raven Jennie Carswell Marion Hummel Eleanor Ryder Kathy Collier Mary Jane Johnston Brenda Sheridan Joan Dennis Nancy Johnson Laurie Shiell Lynn Disbrowe Evelyn Knight Shirley Shore Jo Ann Dunn Sharon Little Lynn Smith Mary Dunn Susan Lyle Margie Snowsell Carol Ewaskiw Ellen Luft Anna Tanguay Joyce Ferguson Carol Mailing Doreen Trethewey Louise Ferriman Sheila Martin Janet Willoughby Katheryn Frank Lindi Manchen Mary Louise White Patricia Fryer Pat McCaig Sponsorship 2019 AYLM*PRESS NOURIAMU —w y T I ' /sRaanicuEsirnxc downtown � �� FERGUSON rage;IM GRAHAMSCOTTENNS DIIME0 BEAMIS �IMsuON B o Eu ` m/.Iu tiDr sM rc�. ��STARRY �cwr�aa sr�res era. ur sv.ac r aiw, .."co GEERLIINKS Mb, krdro 49 REPORTS OF COUNCIL AND STAFF January 28, 2020 Staff Reports —ATTACHED Chief Administrative Officer— Elgin-St. Thomas Ambulance Review Director of Homes and Seniors Services — Homes Recruitment and Retention Director of Financial Services — 2020 Long-Term Plan and Corporate Asset Management Plan Council Reports — ATTACHED Warden —Warden Activity Report — January 2020 Councillor Purcell —Terrace Lodge Redevelopment Steering Committee Staff Reports Continued —ATTACHED Provincial Offences Administration Supervisor— Provincial Offences Federal Funding Agreement Economic Development Coordinator— Heart & Stroke Foundation of Canada — Big Bike Event General Manager of Economic Development— Job Site Challenge Director of Community and Cultural Services — 2019 Out-of-Province Travel Director of Engineering Services — King George VI Lift Bridge Rehabilitation Project— Construction Detour Improvements Director of Engineering Services —Village of Rodney Reconstruction Engineering Services Award Chief Administrative Officer— Elgin Natural Heritage Systems Study Update Chief Administrative Officer— Funding Gaps and Pressures in Provincial Funding for Health Services Chief Administrative Officer— Strategic Plan — Draft Operational Plan 50 Elgin -St . Thomas Ambulance Service Review REPORT PREPARED FOR ELGIN COUNTY COUNCIL J II IRI G INYOU, SIP II II II : OII IIIINII II III "If`II II II If' ICIH!I JANUA Y 2020 51 Contents Background...............................................................................................................................................................0 Council's Critical Analysis.......................................................................................................................................1 ExecutiveSummary.................................................................................................................................................2 Recommendations —2020 and beyond:...............................................................................................................4 Funding..................................................................................................................................................................5 Service Overview - Medavie EMS Elgin Ontario (MEMSEO): ...........................................................................6 Medavie Elgin-St. Thomas List of Services......................................................................................................7 Medavie Elgin-St. Thomas Patient Care Policy ...............................................................................................7 Medavie Elgin-St. Thomas Vision, Mission & Core Values............................................................................8 Ambulance Staffing Patterns Elgin-St. Thomas EMS.....................................................................................8 AmbulanceResponse Times..............................................................................................................................9 Response Time Performance Plan (RTPP) ......................................................................................................9 Elgin St. Thomas Response Time Performance Plan.................................................................................. 10 PerformanceTrends......................................................................................................................................... 10 Provincial Legislation and Standards................................................................................................................. 10 ProvincialPrinciples ............................................................................................................................................. 11 Provincial Changes — Emergency Health System (EHS) Modernization .................................................. 12 Central Ambulance Communications Centre (CACC).................................................................................... 12 Ministry Ambulance Service Review (ASR)...................................................................................................... 14 Paramedic Response Unit— Emergency Response Unit vs. Patient Transport........................................... 14 Elgin-St. Thomas EMS Service Data.................................................................................................................. 15 CallVolume........................................................................................................................................................ 15 Service-Wide Utilization................................................................................................................................... 15 Code4 Response Time 2015-2018...................................................................................................................0 CallVolume Trends by Time of Day..................................................................................................................0 Station by Station — Code 4, 90th Percentile Response Time (rounded to minute)....................................1 St. Thomas Resourcing.......................................................................................................................................1 CrossBorder Call Patterns.................................................................................................................................2 CallSeverity..........................................................................................................................................................3 PopulationProjections and Health ........................................................................................................................3 Propensityto Call 9-11........................................................................................................................................6 1 52 10-year Workload Growth Summary.................................................................................................................6 CodeZero.............................................................................................................................................................7 CodeZero Risk.....................................................................................................................................................8 PeerComparison.................................................................................................................................................9 PeerComparison Funding............................................................................................................................... 10 Code-4 Response Time Comparison............................................................................................................. 10 CTAS 1-8 Minute Response Time Performance Plan (RTPP).................................................................... 11 SCA— 6 Minute AED RTPP............................................................................................................................. 11 Findings.............................................................................................................................................................. 11 Conclusion............................................................................................................................................................. 12 2 53 Background It is with pleasure that I submit the following report as directed by Elgin County Council on January 14, 2020 which includes an analysis of the Elgin-St. Thomas Emergency Medical Service (EMS) undertaken by County staff using data provided by Medavie Emergency Medical Services Elgin Ontario (MEMSEO) and Performance Concepts Consulting Inc. The CAO requested a comprehensive Operational Review from Medavie Health Services in response to concerns relayed to the CAO from the MEMSEO General Manager with respect to service levels and MEMSEO's ability to provide effective and efficient response to emergency calls for service now and into the future. Statistical information was collected from Medavie Health Services and was reviewed by Elgin County Council as part of an overall review of Medavie Health Services contract compliance in October 2019. To validate information provided by Medavie, and in an effort to ensure information used by Council to inform any changes to Elgin-St. Thomas EMS is correct and unbiased, Council engaged the services of Performance Concepts Consulting Inc. (Performance Concepts) in November 2019. A letter was sent to Medavie on November 27, 2019 notifying management and staff that Performance Concepts Consulting Inc. would be undertaking an evaluation and notice was provided that an anticipated timeline for the review of late January — early February 2020. For some time, MEMSEO staff have reached out to the Chief Administrative Officer (CAO), either directly or through the Unifor Union, to relay their concerns with respect to resource levels in Elgin-St. Thomas. Paramedics and staff delivering land ambulance service in Elgin-St. Thomas are employees of the Medavie Health Services (Medavie)/Medavie Emergency Medical Services Elgin Ontario (MEMSEO) and are not employees of the County of Elgin. Pursuant to the County's contract with Medavie, oversight/labour relations as well as union negotiations are the responsibility of Medavie. This unique relationship has contributed to what some Medavie staff perceive to be a lack of action on behalf of the CAO and Council. Unifor Local 302, provided a delegation to Elgin County Council on January 14, 2020 and requested that Council consider an ongoing investment in an enhancement of EMS service of a minimum of 36-hours/week of transport capable' ambulance service hours. It was clear from the Unifor Local 302 presentation that Medavie staff are passionate about the service they are delivering in Elgin-St. Thomas. Following the delegation, over 400 templated emails have been sent to several members of Council and social media posts have circulated that include the following: • "During their contract with Medavie EMS Elgin Ontario, they've mismanaged the service creating angst among the paramedics and ignored the significant risk to the community they serve... [s]ituations with fatal outcomes have occurred that result from conditions that are treatable by Paramedics but have gone untreated due to lengthy or delayed ambulance response times". Medavie has received Notice to Commence Bargaining for a renewed contract with their staff. It is not uncommon to see media campaigns similar to the recent campaign in Elgin-St. Thomas initiated by unions as parties prepare for negotiations. It is an unfortunate outcome of the recent media campaign and the paramedic's desire to draw 1 Transport Capable Ambulance is a medically equipped vehicle staffed by two(2)fully-certified paramedics that transports patients and first responders to the hospital,carrying equipment for administering emergency care. Emergency Response Units(ERU),such as the one stationed in Bayham, is staffed by one(1)fully-certified paramedic, has no patient transport capability,and has an operating cost per vehicle hour of approximately 50%that of a Transport Capable Ambulance. 54 attention to their concerns that community members are receiving incorrect, alarming and biased information'from select paramedic staff and Unifor Local 302. Equipped with the understanding that Unifor and their Local 302 members have a vested interest' in service enhancements, Council has undertaken a rigorous review process, ensuring upfront accountability through their critical analysis of data regarding the Elgin-St. Thomas EMS Service. Council's practice of ensuring unbiased and accurate information to inform decisions related to this service will undoubtedly help dispel rumours and correct any misinformation that has been relayed by Unifor or paramedic staff through various outlets, including the media or social media and to County Council. It is crucial that Elgin-St. Thomas residents are aware of the excellent EMS service provided by Elgin County and delivered by Medavie. Council's Critical Analysis' In October 2019, Elgin County Council sought out the support of a consultancy firm to validate information provided by Medavie and to undertake an independent and objective review of Elgin-St. Thomas EMS. In November 2019, Performance Concepts Consulting Inc. was engaged. The review completed by Performance Concepts was guided by the following objectives, as directed by County Council: - Review and assess Elgin-St.Thomas land ambulance service and information provided by Medavie,drawing on evidentiary information and provincial legislation and standards; - Provide recommendations for the provision of optimal and efficient land ambulance service using evidentiary information; - Recommendations are to including both near-term recommendations and high-level projections for future service staffing and resourcing needs; and - Recommendations for slowing down future cost escalations while maintaining service excellence. Performance Concepts' review included quantitative modeling of Elgin-St. Thomas EMS' performance trends, benchmarking comparisons with relevant peer Ontario Ambulance services and included several recommended changes to the service. The evaluation used information provided by Elgin-St. Thomas EMS, as well as information that is publicly available through the Ministry of Health and Long-Term Care. Where there was a need to further clarify issues with the data, Interdev Technologies was contracted by Performance Concepts to run specialized reports from ADRSS and the Elgin-St. Thomas EMS Patient Care Report (PCR) database. The evaluation concentrated on 2018 data and utilized prior years when appropriate. The following report and recommendations arising from the reviews conducted by Performance Concepts Consulting Inc. and Medavie are based on evidentiary analyses, peer comparisons, industry leading "best practices", legislative requirements, prior experience and frequent consultations with Medavie Management. z An example includes perpetuating fear through alarmist statements such as"fatal outcomes have occurred"when there is no data collected or measured by EMS on patient outcomes. ' Defined: a personal reason for involvement in an undertaking or situation,especially an expectation of financial or other gain. 'Given the complex nature of EMS,additional background information has been included in the report to help readers understand context and terminology. 5 ADRS—Ambulance Dispatch Reporting System 1 55 Executive Summary • The Elgin-St. Thomas EMS service is well-managed by Medavie Health Services and is in full-compliance with provincial regulations. Medavie management makes effective use of available resources to ensure service efficiency. • Medavie EMS Staff are well-trained and committed to service quality. External relations with local health care, Fire Departments, base hospital'and dispatch are good. • Logistics support services are well-configured and stations are well-situated for reasonably rapid ambulance response to medical emergencies. • When compared to our peers', Elgin ranks a favourable second overall'. Elgin has the second-lowest cost per resident for EMS service and has less population growth than all peers. • Population growth and seniors' population growth (65+) are the primary drivers of land ambulance service demand and account for approximately 50% of all EMS calls in Elgin-St. Thomas. • Highway 401 high volume traffic requires multiple vehicle response in an otherwise very low call area. • The City of St. Thomas generates the highest EMS call volume(68% calls for service) and is served by two (2) EMS stations and three (3) ambulances (2— Edward St., 1 —Shaw); • The Province's Central Ambulance Communications Centre (CACC) located in London dispatches Elgin- St. Thomas Ambulances. • Our community's aging demographic and impact on demand for EMS will require ongoing monitoring of year-over-year call volume changes' as well as ongoing monitoring of the increasing number of mental health and addictions EMS calls. • Call volume is growing, but response time is essentially stable. Call volume has increased at a modest average of 1.86% per year10 with an expected 4+% increase moving forward, this represents a projected 5.4% increased annual workload (300 hours of new work each year). • Across the service, call volume is growing but response time is essentially stable. The system utilization is below average to average utilization (system busyness)." 'Base Hospital—provides essential support services to the ambulance system, providing paramedic oversight in the performing of controlled medical acts,the medical direction and quality monitoring of patient care provided by paramedics and continuing medical education. ' Peer comparator group includes Oxford County, Perth County, Norfolk County,Grey County and Prescott Russell. s Four comparison criteria used—Cost per resident,Code 4 response time,CTAS 1-8 Min RTPP,SCA—6 Min AED RTPP 9 If EMS demand increases at a faster pace,then the service needs will increase more rapidly. Conversely, if EMS demand growth slows down,then so too will the service's requirements. to Using 2012-2018 call volume data 11 Considering these two metrics alone does not demonstrate the need for an immediate service enhancement. 2 56 • Elgin-St.Thomas' stable response times is attributable, in part,to positive Ambulance Offload"times at St. Thomas Elgin General Hospital. • Service-wide Code 4 - 90th Percentile Response Time13 has increased by 48 seconds since 2015 which represents a 6.2% increase. Code 4-50th Percentile Response Time has increased by 18 seconds in the same period (4.7%). • Elgin provided cross-border coverage in other municipalities 229 times in 2018, while other municipalities responded to Elgin 416 times. Elgin is a net receiver of cross-border service from other providers (64.5% vs 35.5%). • Of all dispatched calls, 25% of Code 4 (lights and siren) return to hospital Code 414,with 53% returning as Code 3. • In 2018, Elgin was at Code Zero15 277 times for a total of 62.9 hours. When considered within the context of Code 4 return to hospital statistics,this presents a problem when 25% of calls dispatched Code 4 return to hospital Code 4. • St.Thomas makes up 44%of the St.Thomas-Elgin population. Increasingly,rural ambulances are spending time outside of their coverage zones, performing standby emergency coverage and/or responding to calls for service in the City of St. Thomas16—which receives 68% of all EMS calls and 42.7% of service hours. This has resulted in an urban-rural imbalance where rural service levels and response times are inordinately degraded, due to urban coverage issues. • Although not contemplated as part of this report, it is important to acknowledge that as EMS calls increase in frequency,as does the number of tiered medical calls for Fire Department(tiered medical calls/response). It. Fire Departments responding to medical calls are unable to transport patients to the hospital and a transport capable ambulance is still required to respond. 12 Ambulance offload refers to the time that paramedics spend in a hospital Emergency Department awaiting transfer of patient care to hospital personnel. Offload delay is defined as ambulance offload time greater than 30(thirty) minutes. For offloads to St.Thomas Elgin General Hospital, most offload times are 30 minutes or less—ambulance offload is not an issue. It becomes an issue when transport to hospitals in adjacent municipalities takes place, most notably transport to London Health Sciences Centre where offload delays can be extensive. 13 901h Percentile Response Time—of all the calls responded to,this is the time at which 90 per cent are responded within. For example,a 901h percentile response time of 13 minutes means that 90%of all events are responded to within 13 minutes and the other 10%take longer than 13 minutes. 14 This represents a higher than 10%average Code 4 return seen in other services. is While there is no"Elgin-St.Thomas"ambulance immediately available at these times,vehicles can be freed up at the hospital and cross-border resources can be used. 52 times in 2018, response time was negatively impacted by an average of 54 seconds;22 times in 2018, response time was negatively impacted by an average of 3.9 minutes; 5 times in 2018, response time was negatively impacted by an average of 8.8 minutes. To further compound the issue of offload delays, CACC(dispatch)will frequently assign the Elgin-St.Thomas ambulance to subsequent out-of-County calls before it is permitted to return to base—adhering to the principle of"next closest ambulance". "In recent years, in order to meet overall system response times, Medavie has relied extensively on rural ambulances to cover both rural areas and the City of St.Thomas. Further degrading of rural coverage and response times will continue without increase to urban centre service levels. In prior years,when urban centre call volumes were lower,the practice of relying on rural ambulances to cover both rural areas and the City of St.Thomas worked well. As more calls occur in the City of St.Thomas,the result has been that rural ambulances are spending more time outside of their coverage zone, performing standby emergency coverage and/or responding to calls for service in the City of St.Thomas. 3 57 Recommendations—2020 and beyond: Increasing EMS demand" is adversely impacting ambulance availability and response time to medical emergency. To this end,the following service changes/enhancements18 of highest priority are listed below and if implemented, should substantially improve these challenges and, most significantly, Code Zeros. It is recommended that they be implemented in 2020, if financially and operationally feasible for both the County of Elgin and City of St. Thomas. 1. THAT Elgin County Council consult19 with the City of St. Thomas to evaluate the feasibility of adding an initial, additional 8,76021 annual hours (12 hours/week) of transport capable ambulance 21 paramedic staff hours, directed to the highest call concentration in the City of St. Thomas during the high-system peak demand time22 mid-day period to address increases in Code Zero challenges and to address anticipated population growth in Elgin,utilizing the existing fleet of ambulances23,commencing in July 202024;and THAT information respective of deployment, location and scheduling of additional paramedic staff hours to be provided by Medavie Health Services for City/County review and County approval; and THAT Elgin County Council formally request that Medavie Health Services provide a cost estimate of the full costs associated with an additional 8,760 paramedic staff hours, to be provided prior to any provincial subsidy, associated with this service enhancement. 2. THAT Elgin County Council request that Medavie Health Services provide strategies that will reduce Code Zero occurrences and recommend that Medavie Health Services consider moving the existing 0900—2100 shift at Edward Street to 0800-2000, a change which is expected to eliminate 375 minutes of Code Zero risk at no cost. 3. Staff recommend that, in an effort to prepare for future demands on the service, additional or contracted capacity for sophistication in statistical analysis is required by the provider and is needed for analytics- driven ambulance planning25. 4. Staff recommend that the General Manager of Elgin St. Thomas EMS and County CAO continue to review optimal deployment of frontline resources, monitor year-over-year call volume changes and advise of any areas of concern. 17 Over the past decade,the number of calls requesting an ambulance,the number of ambulances dispatched and the number of patients transported have been gradually increasing. 18 Current contract with Medavie Health Services allows Council to require staffing pattern changes(Section 7.05(d))as well as changes to the Operational Plan as are necessary to meet the County's statutory responsibilities. 19 Working arrangements under the City-County Joint Services Agreement contemplate reasonable adjustments in servicing and servicing costs that are generally affordable to the City/County including phasing in of reasonable adjustments. 20 12 hours of transport capable ambulance service hours X 2 staff X 365 days=8,760 staff hours/yr. 21 If funding does not allow for a transport capable ambulance,a less expensive Emergency Response Unit(ERU)could be used for coverage while either Dutton or Rodney could be relocated to St.Thomas. This is not recommended by staff. 22 Also referred to as"busyness" 21 It has been confirmed by the provider that the ratio of ambulance vehicles is sufficient to accommodate an enhancement in the service. No additional ambulances(capital)are required to accommodate this enhancement. 24 The initial enhancement of a new 12-hour shift to the high-system busyness mid-day period, in combination with the proposed redeployment, is likely to have a significant reduction in mid-day and early evening peak system busyness and reduce Code Zero risk. 25 Analytics support/reports will provide Elgin County with current information which would allow Council (with Medavie's support)to realign (improve)the front-line operations,supporting services and quality improvement processes(key performance indicators). 4 58 5. Additionally, and as part of an ongoing review of Elgin-St. Thomas EMS, staff recommend that a review of strategies for reducing demand for emergency calls for Paramedic Services in Elgin-St. Thomas be undertaken by Medavie Health Services. The feasibility of any options/strategies to curb future cost escalations while sustaining service excellence will be reviewed by the County CAO and brought back to Council for consideration. Community Paramedicine26 programs in other municipalities have shown some success in mitigating emergency call demand to varying degrees. 6. Subject to the Government of Ontario's plans for the modernization of EMS, plan to complete a 10-year Master Plan for Land Ambulance Services to help plan for and manage future demand growth. 7. Any additional enhancements to the service be brought forward by staff for Council's consideration (2021 and beyond). Risk: Should additional paramedic service hours not be added to address the current system pressures, response times for high priority calls (Code 3 and Code 4) will continue to increase and Elgin County and the City of St. Thomas will be at risk of not meeting target response times. Funding The Ministry of Health,along with municipal partners, provides funding for land ambulance services through a 50/50 cost sharing agreement. The Ministry provides 100% funding for specific emergency health services such as ambulance communications centres, certified First Nations paramedic services and air ambulance services. It is important for Council to be aware of the following financial challenges/risk(s) associated with the recommendations included in this report: • Provincial funding for service enhancements is subject to Ministry approval. Administration will try to mitigate the impact to the municipal budget(s), however,there is a possibility that the Provincial 50%funding share for successive years may need to be covered by the Municipality. • As the provincial funding formula is based on the prior year actual approved costs, provincial funding for service level increases typically lag one (1) year behind the actual implementation. This means that 100% of the recommended service enhancement is a municipal responsibility. To mitigate the 2019 funding shortfall and proposed service enhancements, staff recommend phasing the burden on the levy with a commencement date of July 2020. • A longer-term EMS "investment schedule" which includes paramedic staffing additions necessary to preserve system performance improvements beyond 2020 will form part of the recommended 10-year Master Plan for EMS. ze Some communities have received provincial funding for Community Paramedicine Programs. 5 59 Service Overview - Medavie EMS Elgin Ontario (MEMSEO): The Corporation of the County of Elgin is the provincially "designated delivery agent"27 (DDA) for the delivery of paramedic services for the County of Elgin and its seven (7) constituent municipalities: Aylmer, Bayham, Central Elgin, Dutton-Dunwich, Malahide, Southwold and West Elgin, and for the separated City of St. Thomas28, serving a population base of just over 90,000 residents covering a service area of over 1800 km2 of response/service area which includes long,thin geography running along and south of Highway 401, bordered on the south by Lake Erie. Since December 29, 2013, Medavie Health Services (Medavie) has been contracted by Elgin County to provide land ambulance services. Medavie has demonstrated commitment to the delivery of quality,timely and safe patient care. While only limited service and capital enhancements have been made to the service over the last ten (10) years, a number of ongoing operational enhancements have been made through the introduction of clinical, operational and innovative solutions which directly benefit the community and patients including, but not limited to:twelve(12) lead ECG transmissions, medical therapy expansion, improved continuing medical education and the paramedic referral program. Elgin-St. Thomas EMS paramedics are employed by Medavie EMS Elgin Ontario (MEMSEO)29, a not-for-profit organization contracted by the Corporation of the County of Elgin. Elgin-St. Thomas EMS is a Primary Care Paramedic30 service and Medavie staff are well-trained and committed to service quality. Medavie Elgin-St. Thomas EMS operates 24/7 ambulance bases staffed with two (2) Primary Care Paramedics in stations located in St.Thomas (2)31, as well as stations in Aylmer, Rodney, Dutton and Port Burwell (1 Primary Care Paramedic& Emergency Response Unit) and responds to over 9,500 calls for assistance each year. Medavie employs 87 full and part-time paramedics, including: • (36)full-time Primary Care paramedics • (51) part-time Primary Care paramedics • (2)full-time, Primary Care Paramedic/Station Managers • (4)full-time, Primary Care Paramedic/Duty Managers • (5) part-time, Primary Care Paramedic/Acting Duty Managers • A General Manager/Chief Medavie's day time staffing pattern consist of the following: • (6) Primary Care ambulance units throughout Elgin County • (1) Primary Care ERU (emergency response unit) in Port Burwell • (1) Primary Care Duty Manager/Supervisor response unit in St. Thomas 2'Ambulance Act, R.S.O. 1990,c.A. 19, delivery agent" means a person or organization designated as a delivery agent under subsection 6.7(1)and includes a delivery agent under section 6.10; ("agent de prestation") 21 Ambulance Act, Regulation 129/99 provides the legislative framework by which an Upper-tier municipality can recover,or apportion, land ambulance service costs among two (2)or more service areas. 21 Pursuant to the County's contract with Medavie,the provider(Medavie) has complete responsibility for labour and employee relations as they relate to staff employed by Medavie. This includes, but is not limited to,control of and responsibility for negotiation of Collective Agreements with any unions or associations which represent Medavie's staff. This also includes establishing and enforcing policies, practices and procedures governing the conduct of employees. so Paramedics in Canada are certified as either a primary care paramedic(PCP),advanced care paramedic(ACP), or critical care paramedic (CCP),each with different levels of training. 31 Elgin-St.Thomas EMS Headquarters is located on Edward Street in St.Thomas. 6 60 Elgin-St. Thomas EMS resources are strategically stationed throughout the County and City of St. Thomas, taking into consideration the geographic areas of highest EMS call concentration, optimal land ambulance coverage and response time. Six (6) ambulances and two (2) first response units are utilized during daytime hours and five (5) ambulances are utilized during nighttime hours. Medavie Elgin-St. Thomas List of Services32 • To provide high quality, ambulance service delivery, including rapid reaction and response times, which meets or exceeds the performance standards established by the County of Elgin and the Ministry of Health; • To ensure that the operational plan, now and in the future, responds effectively to community needs and the changing health care environment; • To maintain and develop ambulance service as part of a balanced, seamless and integrated health care system, including the interaction with other allied emergency services; • To work with other emergency services in designing and implementing complementary and effective emergency health care services including deployment and other system designs; • To ensure that staff resources are effectively, efficiently and economically utilized through the design and implementation of human resource management plans, including continuing quality assurance, continuing education and seasonal staffing needs; • To ensure that operations are carried out in a safe environment; • To implement effective communication and working relationships with the balance of the health care system in the County, and beyond, including the base hospitals, the hospitals in the County and other health care facilities and other emergency services; • To achieve effective public relations through a cooperative planned approach with the County, which is based upon an ability to understand and relate to the community, including residents, physicians, and other health/emergency agencies; • To implement a cost-effective program for the preventative maintenance of all vehicles and equipment that supports a high-quality, reliable service; • To implement/review a variety of planned activities, which will include; employee training and certification programs;risk assessment programs;consumables analysis and assessments;quality assurance programs; equipment for use on the ambulance; first responder program integration; programs in prevention education, early recognition, and other bystander action programs, i.e. System access and Community CPR. Medavie Elgin-St. Thomas Patient Care Policy" • To ensure that Basic Life support Level Patient Care is performed in a safe, efficient, appropriate and timely manner. • To provide a measure of protection for patients receiving service and individuals providing service. • To provide a rational basis for paramedics decision-making judgements. • To assist less experienced paramedics or recent graduates in developing and focusing decision making skills and to assist more experienced paramedics in refining and perfecting these skills. • To provide a fair and objective basis for assessment of paramedic's performance. • To identify training and continuing education needs of paramedics. • To provide direction in the development of assessment and testing programs for paramedics. 12 Schedule"A"—Agreement between Corporation of the County of Elgin and Medavie EMS Elgin Ontario 33 Schedule"F"—Agreement between Corporation of the County of Elgin and Medavie EMS Elgin Ontario 7 61 • To provide clear direction in the development of audit and other quality assurance objectives for ambulance service operators, medical control authorities and others involved in quality assurance activities for ambulance services. • Medavie follows the direction of Basic Life Support Patient Care Standards, from the Emergency Health Services branch of the Ministry of Health and Long-Term Care. Medavie Elgin-St. Thomas Vision, Mission &Core Values34 Vision - "belief in a better life for the communities we serve". Mission - Medavie EMS Elgin Ontario provides innovative health solutions that directly impact people's lives. We deliver this through knowledgeable and caring professionals. Core Values • Meeting the needs of our stakeholders through innovative thinking, solutions and the delivery of the highest quality services. • Taking an active role by supporting local charities and community projects as it relates to bettering the life of the communities we serve. • Responsibility for providing safe working conditions and a culture of respect demonstrating honesty, integrity,equity,courtesy and professionalism. As a service provider and colleague,we are all accountable. • Promoting lifelong learning and supporting people to do their best through development, coaching and motivation. • A culture that recognizes and cultivates dynamic leadership. Ambulance Staffing Patterns Elgin-St. Thomas EMS35 Ambulance Station Clinical Designation Shift Pattern St. Thomas—Edward St. PCP Transport 0700-1900 h 1900-0700 h St. Thomas—Edward St. PCP Transport(Peak 12 hrs.) 0900-2100 h St. Thomas—Shaw PCP Transport 0800-2000h 2000-0800 h Aylmer PCP Transport 0700-1900 h 1900-0700 h Rodney PCP Transport 0700-1900 h 1900-0700 h Dutton PCP Transport 0700-1900 h 1900—0700 h Bayham PCP ERU (Peak 12 hrs.) 0700-1900 h 7 days/week(June—August) 5 days/week remainder of year s4 http://www.memseo.com/aboutus/Pages/Our-Perspective.aspx ss Schedule"C"—Agreement between Corporation of the County of Elgin and Medavie EMS Elgin Ontario 8 62 Ambulance Response Times Prior to an amendment introduced in July 2008, Regulation 257/00 under the Ambulance Act required land ambulance delivery agents to report the 90th percentile response time,for all calls to which they were deployed as a Priority 4 with flashing lights and siren. Reporting the 90th percentile response time for Priority 4 calls is no longer a legislated requirement but it remains a useful Key Performance Indicator (KPI) of the effectiveness of a land ambulance service. Response Time Performance Plan (RTPP) In Ontario in 201836,there were approximately 1.2M patients transported by land ambulances in Ontario. Of those patients treated and transported by paramedics, approximately 1% needed resuscitation, 23% needed emergency care, 52% needed urgent care, 12% needed less-urgent care, and 3% needed non-urgent care. 9% of patients were medically-stable patient transfers. The Ambulance Act37 requires every municipality that is provincially designated as an ambulance delivery agent to establish a Response Time Performance Plan (RTPP) specifying ambulance response time targets by Canadian Triage Acuity Scale (CTAS) classification levels. The regulation also requires municipalities to report service performance by CTAS classification;this is based on percentile achievement. Response Time Performance Plan is to be submitted to Ministry of Health and Long-Term Care (Ministry) annually, about two (2) months prior to the start of each funding year; and a report on service performance is to be submitted annually, about three(3) months after the funding year is concluded. Canadian Triage Acuity Scale38 (CTAS)classification levels and Elgin County's Response Time Performance Plan31 by CTAS classification are included below: Response Time Performance Plan (Regulation 257/00 Part Vill) Patient Type Plan in Minutes mm:ss 40 Plan in Percentage % " SCA 06:00 45.00% CTAS 1 08:00 60.00% CTAS 2 10:00 75.00% CTAS 3 14:00 95.00% CTAS 4 20:00 90.00% CTAS 5 20:00 90.00% 36 Discussion Paper: EHS System Modernization (November 2019) (page 2) http:/lhealth.Gov.on.ca/en/rrro/rrro rams/rrhehs consultations/does/drr emergency health services modernization.2df 37 Ambulance Act, R.S.O. 1990, Regulation 257/00 38 Canadian Triage and Acuity Scale(CTAS)was first developed for use in Canadian hospital emergency departments as a tool to help define a patient's need for care. It was adapted for use by paramedics and the pre-hospital care setting—used solely as an indicator of acuity. 39 As approved by Elgin County Council 40 Plan in Minutes refers to response time performance plan in minutes(mm:ss) 41 Plan in Percentage refers to response time performance plan in percentage(%) 9 63 Elgin St. Thomas Response Time Performance Plan Patient Type Plan in Minutes Plan in 2019 (mm:ss)42 Percentage Average 43 SCA 06:00 45.00% 65.4% CTAS 1 08:00 60.00% 68.85% CTAS 2 10:00 75.00% 80.40% CTAS 3 14:00 95.00% 90.39% CTAS 4 20:00 90.00% 96.88% CTAS 5 20:00 90.00% 97.77% Performance Trends In order to support future decision-making regarding Elgin-St. Thomas EMS, it is important to review current Ambulance System performance. Completing a quantitative modeling exercise44 of Elgin-St. Thomas ambulance system performance will ensure workload burdens and potential patient care risks are properly understood and considered when decisions are made about the service. Service data utilized comes from the province-wide dispatch database, as well as the local patient care databases populated directly by Medavie paramedics as they treat patients. Provincial Legislation and Standards The provision of land ambulance41 services in Ontario is governed by the Ambulance Act (Act)46. Under the Act, the Minister of Health and Long-Term Care must ensure "the existence throughout Ontario of a balanced and integrated system of ambulance services and communication services used in dispatching ambulances." The Ministry of Health and Long-Term Care (Ministry) oversees ambulance services based on requirements set out in the Act. The Ministry's responsibilities include setting patient-care and ambulance equipment standards, monitoring and ensuring compliance with those standards, and, through service reviews, certifying ambulance services providers to operate in Ontario. Accordingly, 42 municipalities and eight (8) other designated delivery agents (DDA), are responsible for providing land ambulance services in Ontario. Most municipalities provide the services directly, although about 15% have chosen to contract with a third-party provider, including Elgin-St. Thomas. The Ambulance Act47 empowers the Minister of Health and Long-Term Care with the authority to: • Establish a balanced and integrated system of ambulance services, and communication services used in dispatching ambulances. 42 Plan in Minutes refers to response time performance plan in minutes(mm:ss) 43 Plan in Percentage refers to response time performance plan in percentage(%) 44 In decision making,quantitative modeling helps solve complex problems by using mathematical and statistical models in a situation when the probability of all outcomes is uncertain. ""Land Ambulance" is intended to mean all services provided by an ambulance service, in connection with the transportation of persons by land. 46 Ambulance Act, R.S.O. 1990,c.A. 19 47 Provides the overall legislative framework for ambulance services in the Province of Ontario 10 64 • Establish standards for the management, operation and use of ambulance services and to ensure compliance with those standards. • Monitor, inspect and evaluate ambulance services, and investigate complaints respecting ambulance services. • Establish regions and districts for the purposes of ambulance and communication services. • Designate hospitals as Base Hospitals that shall monitor the quality of the care provided by ambulance services in the regions and districts established by the Minister. • Establish, maintain and operate communication services, alone or in co-operation with others, and to fund such services. • Establish and operate centres for the training of ambulance and communication services personnel, alone or in co-operation with others. Section 348 of the Act assigns upper-tier Municipalities accountability for: • All costs associated with the provision of land ambulance services in the municipality, notwithstanding any grant that they may receive; and • Ensuring the proper provision of land ambulance services in the municipality in accordance with local needs. Other provincial statutes49 govern specific aspects of ambulance service delivery. Provincial Principles MOHLTC requires Ontario land ambulance services to abide by the following provincial principles: • To be ACCESSIBLE to all residents of the Province, regardless of socio-economic or demographic status. Central Ambulance Communications Centres (CACCs) are responsible to deploy rapid and borderless ambulance services. Upper-tier Municipalities/Designated Delivery Agents are responsible to provide reasonable levels of ambulance resourcing and access. • To serve as an INTEGRATED component of the province's health-care system. Patient transport by ambulance between health care facilities for medically essential services. • To be SEAMLESS across jurisdictional borders, regardless of political, administrative or other artificially imposed boundaries. The CACC is responsible to deploy a medical response to each incident using the closest available, and most appropriate ambulance to meet the needs of the patient. • To be medically, operationally and financially ACCOUNTABLE for the quality of the service. To ensure patient care quality, each ambulance operator is required to establish and maintain an in-service program for quality assurance oversight. • To ensure that ambulance services remain RESPONSIVE to changes in health care, demographic, socio- economic and medical environments. 48 Ambulance Act, R.S.O. 1990,c.30,Sched.A,s.6; 1999,c.9,s.3 (1,2);2009,c.33,Sched. 18,s. 1 (2,3) 49 Including the Ambulance Services Bargaining Act(ensures the continuation of essential ambulance services in the event of a strike by ambulance workers)and the Health Insurance Act(defines the insurable costs of ambulance services). 11 65 Provincial Changes— Emergency Health System (EHS) Modernization50 The Ontario government is planning to transform the health care system in Ontario to improve patient experience and strengthen local services. According to the Discussion Paper. EHS System Modernization report released in November 2019, "through the establishment of Ontario Health Teams, and a new model to integrate care and funding that will connect health care providers and services focused on patients and families in the community. These changes will strengthen local services, making it easier for patients to navigate the system and transition among providers". System Challenges that affect delivery of critical Emergency Health System services noted in the Discussion Paper.- EHS System Modernization, include: o Outdated dispatch technologies; o Lengthy ambulance offload times and delays in transporting medically-stable patients; o Lack of coordination among EHS system partners; o Need for innovative models that improve care; and o Health equity, or access to services across regions and communities. Ontario's health care system is progressively shifting care delivery from hospitals and long-term care facilities to people homes and the community. Also changing is the role of the Ontario Paramedic, which is evolving and improving, in step with the provincial health care system shift—in an effort to better meet outpatient care needs and improve patient outcomes. The province also plans to update the Ambulance Act (1990)through a transparent and inclusive consultation process,to ensure patients continue to receive the right care at the right time. The proposed legislative changes are set out in Bill 160, the "Strengthening Quality and Accountability for Patients Act, 2017". The Bill has passed a second reading and is undergoing public stakeholder and public consultations. Central Ambulance Communications Centre (CACC) Provision of land ambulance services is a shared provincial-municipal responsibility. Upper-tier Municipalities/Designated Delivery Agents are responsible to provide reasonable levels of ambulance resourcing within their designated areas; whereas, MOHLTC, by way of a province-wide network of CACCs, is responsible to properly dispatch the Upper-tier Municipalities/Designated Delivery Agents land ambulance resources. The CACC, situated in London Ontario, is the primary dispatch centre for Elgin-St. Thomas EMS. CACC Dispatchers are required to quickly obtain critical patient details from callers in order to correctly prioritize requests for ambulances using the CTAS. Using telephone and radio communications systems, and computer aided dispatch (CAD) systems51, CACC personnel serve as the critical link between callers and the medical assistance they require. By maintaining up-to-the-moment information on the location and availability of each ambulance in their dispatch area, and in neighbouring dispatch areas, CACCs can: • Quickly and efficiently evaluate incoming calls to determine the nature and urgency of the medical emergency, and assign each call a dispatch priority ranging from Priority 1 (deferrable)to Priority 4 (urgent, requiring an ambulance to be deployed with flashing lights and siren). • Rapidly deploy borderless ambulance services. • Direct a medical response to each incident using the closest available, and most appropriate ambulance to meet the needs of the patient. so Discussion Paper: EHS System Modernization (November 2019) (page 1&3) http:/lhealth.Gov.on.ca/en/rrro/rrro rams/rrhehs consultations/does/drr emergency health services modernization.pdf sl Identified as a priority for the Province's plan to modernize Emergency Health Services. 12 66 • Arrange temporary standby coverage while an ambulance is occupied on another call i.e.temporary posting of an ambulance from one station to another, or to an alternate geographic location,to maintain emergency coverage. • Coordinate a response involving multiple ambulances. • Coordinate a medical tiered response involving a non-ambulance emergency responder(i.e. Fire or Police) CACCs are also responsible for: • Providing callers with pre-arrival first aid instruction. • Coordinating communications during patient transport with the destination hospital, or with the Base Hospital. • Documenting all aspects of each call in a provincial database known as the Ambulance Dispatch Reporting System (ADRS). The ADRS database is a primary source of information for assessing land ambulance service performance and funding requirements. Dispatch Priorities: Most CACCs, including the London CACC, use a medical triage software system known as "Dispatch Priority Card Index (DPCI)" to rapidly assess and assign a dispatch priority to each incoming request. Dispatch priority52 ranges from Priority 1 (deferrable) to Priority 4 (urgent, requiring an ambulance to be deployed with flashing lights and siren), as follows: • Code 1 "Deferrable": this refers to a non-urgent call that does not have an associated time element (e.g. a patient being transferred from hospital to long-term care facility). Such calls may be temporarily delayed without being physically detrimental to the patient. • Code 2 "Scheduled": this refers to a non-urgent call that does have an associated time element (e.g. a patient transport from one hospital to another for a scheduled treatment). The time element is not set by patient convenience, but rather by the availability of the resources at the receiving facility. • Code 3 "Prompt": This refers to an urgent but not life-threatening call, where a moderate delay will not adversely affect the outcome (e.g., a patient under professional care who is stable and not in immediate danger, who requires transport to hospital for additional treatment). For such calls, ambulances are dispatched without lights and siren. • Code 4 "Urgent": This refers to a call where the patient has a life-threatening or potential life-threatening condition, where a delay in medical intervention or transport can have an adverse effect on the outcome (e.g., a patient with acute chest pain or serious trauma). For such calls, a rapid response is crucial, and ambulances are dispatched with lights and siren. High Priority is intended to mean ambulance responses that are dispatched as Priority 3 and Priority 4; and non- urgent is intended to mean ambulance responses dispatched as Priority 1 and 2. CACC may also deploy an ambulance as a Priority 8 `standby'. This refers to a temporary posting of an ambulance from one station to another, or to an alternate geographic location, to maintain emergency coverage. From this position, the ambulance will provide coverage to both service areas, until the Tatter's own coverage is restored. Standbys do not involve patient contact. While on standby an ambulance may be dispatched to a call involving a patient. When this occurs,the standby designation is replaced by one of the above four(4) dispatch priorities. sz Ministry of Health and Long-Term Care—Emergency Health Services Ambulance Call Report(ACR)Codes http://www.health.Gov.on.ca/en/rrro/rrrorams/emerency health/edu/acr codes.asrrx#1 13 67 Ministry Ambulance Service Review (ASR) Every ambulance service in Ontario must have a provincial operating certificate that is current. To receive and maintain provincial certification,each land ambulance service operator must undergo an Ambulance Service Review every three years. Medavie will be required to renew their provincial certification in Spring 2020. The ASR assesses the service provider relative to the legislation, regulations and standards,focusing predominantly on compliance and performance in the following (3) areas: 1. Patient Care: to ensure that the patient is provided in accordance with the legislated standards for Basic Life Support Patient Care and where applicable,the Advanced Life Support Patient Care Standard. 2. Quality Assurance (QA): to ensure that the service provider has a QA program in place, to ensure optimal provision of services, including:Ambulance Call Report and field performance audits; incident report audits; in-service reviews; and Base Hospital Certification. Also, that the AQ program include investigations of patient care and service delivery complaints, and recommendations to mitigate reoccurrence. 3. Administration: to ensure that the service provider has implemented plans, policy, procedures, and insurance in conformance with the regulations and standards, including: Response Time Performance Plan, Deployment Plan, Ambulance Service Identification Cards, vehicle and equipment preventative maintenance and Base Hospital Agreement. Paramedic Response Unit— Emergency Response Unit vs. Patient Transport An Emergency Response Unit (ERU) is stationed at Bayham. This is intended to supplement, not replace,the core service provided by patient transport capable ambulances. The principle features of an ERU include: - Operated by one (1)fully-certified paramedic in lieu of a crew of two (2); - Vehicle is defined as part of the service's Deployment Plan; - Vehicle is dispatched by CACC; - Has no patient transport capability; patient transport to hospital is by ambulance; - Conforms to the same policies and protocols as a fully-outfitted ambulance; - Delivers the same level of paramedical skills/services. Additionally, ERUs may serve as EMS first responder,enhancing response time performance,calls of an ambulance when patient transport is not required. ERUs are intended to supplement, not replace patient transport capable ambulances. In consideration of the County's escalating EMS service demand, which has the potential to adversely impact ambulance response time and workload, it is recommended that enhancing core services by staffing additional transport capable ambulance should be Elgin County's near-term priority. 14 68 Bgin-St. Thomas EMS Service Data Call Volume The service has experienced a modest average annual increase of 1.8096 Code 1-4 calls sinne2012. This is forecasted tn increase tn4+Y6/vear call volume moving forward. Code 1-4 Calls 2012-2018 9000 3500 anon 7000 Service-Wide Utilization Unit Hour Utilization assumes 1 hour per call. Ratio of calls completed to hours staffed. Unit Hour Activity uses actual Time-on-Task. Ratio nf time spent nn calls tn hours staffed. Service-wide Utilization 20 14 15 69 Code 4 Response Time 2O15-2O18 Coda-4 Response Time 2015-2018 OMz*m MIMS Measuring response times are measured separately from dispatch response times. Call Volume Trends hy Time ofDay The "Utilization by Hour-of-Day" chart depicts system buuynessn, by time of Utilization �� K��_��.�� n^ -~ -''' -' -~ � ^ ^ ~~ ^ �- m day� From midnight to ��00 am (0 hours tn7 hours nn the charts)the level of annual calls per hour are relatively zo1m Average Daily Ambulances inUse low. Call activity then climbs steadily "" during the morning to mid-day peak workload that spans 8:00amtnapprox. 8:00 pm. Call activity then declines "" through the evening. In urban municipalities there is an unofficial acceptable "ceiling" of 3096 to 3596 - system busynessoo. Generally, rural areas will have longer ambulance response times than urban areas' .21 because longer distances must typically be travelled tn reach patients. Also referred to as peak system demand System busyness is defined as the percentage of each deployed vehicle hour of ambulance service consumed by active calls(as opposed to the remaining percentage of a vehicle hour waiting for a call to occur). "System busyness beyond that level is characterized by too few available ambulances located in sub-optimal locations creating a negative impact on response times, relatively high levels of zero available ambulance occurrences and on staff burnout. 70 Station by Station —Code 4, 9011, Percentile Response Time (rounded to minute) Station by Station CA 90th Percentile Response Time(rounded to minute) lY Chart art TM. 16 AVI—I D Ift R.daey H.Vh.., SLIM— SPaw SE.Tha— Edward AU St. Thomas Resourcing St. Thomas makes up 44% of the St. Thomas-Elgin catchment population and 68% of call volume, while receiving 42.7%of service hours. St. Thomas vs. Elgin ®o --- ..............I.............................................1,.......................... 70 ---- 60 50 9 40 20 10 PIOPUNtion 417 Hoursof5ervice O.Of cialls 42.7 N 68 71 Cross Border Call Patterns The following chart documents the pattern of cross-border ambulance calls and associated response times involving Elgin/St. Thomas and its neighbour jurisdictions. 2018 Cross-Border Calls 450 400 ... .........................................................................................................................�.... 350 300 250 M 200 ISO 100 C1-4 CHI Total Elgin elsewhere 206 229 �9 others In Elgln 261 155 416 Elgin vehicles did calls in other municipalities 229 times in 2018, while other municipalities responded to Elgin 416 times. Elgin is a net receiver of service from others (64.5%vs 35.5%). 2018 Cross-Border Activity Elgin in Other Municipalities Other Municipalities in Elgin Chath... ©ff.,d,4 NaAolk,16 Kent,6 f N.O.,k, �' !!!!!!!!!IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII 2 72 Elgin's cross-border responses were for emergency calls 90% of the time. Other municipalities responded to emergency calls in Elgin only 63% of the time showing a significant coverage rather than immediate call need. Overall, Elgin-St. Thomas was a net user of ambulance service. Consultation with neighbouring ambulance service made it clear that a reduction of cross-border call imbalances would be a welcome development from their perspective. 2018 Cade-4 Cross-Border Calls 90 80 50 40 30 10 Elgin etsewhere R7tMers In Edgn Cade-d 90 63 Call Severity • 25% of dispatched Code 4 calls responded to the hospital with patient Code 4. • 53% responded to the hospital with patient Code 3. • Significantly higher than 10%average Code 4 return which is standard in other services. Population Projections and Health The age group of 50+ continues to account for over 71% of the annual calls for service. The total population of Elgin-St. Thomas is 91,882 (2016 Census). Elgin County covers 1,845.41 km/2 and the City of St.Thomas covers 35.52km/2 and seniors (65+) make up 18% of the population. This age group will continue to grow overtime. Using Census-based population projections, Elgin will see a 0.5% population growth. 3 73 Census-based Population Projections AqJE)0vrmrAvrO V20'000 75- 0 00,0Q 65.AJ 9 Q1 b 4 5 4 4 7 1'I 0 DO '.f Y M ' wmmo 'Wro ;fiv rmm" mop ovd, IMMS vom M 2.f.)OEM W// iffl, 00� W Jilt Omlf 9,11 fif y®r" &II, a (g (@411 ri, I VI 201 is 2M 2D2 I 2026 d 0 2 7 2 L MI AM X)IM 2041 .?.04',' 2044) yeal 2010 2520 202.2 ?024 d026 2D26 201HO 217 3 2 24"k.4 -2 01 2010 204110 204 2 2 GA 1 2046 census-based Population Projections Approx. 0.5% population growth ,10 �1,111,1�11.11,111,111,1 "-",-"��)�. ....................................................................................................................................................................................................................................... 0 2012'11q. -2 B 2 2 20 4 2C�26 2 0 2030 2032 2034 2036 -"03R 2040 2 0 4 2 2044 204 NJ q "Q1 I ffil 016 0 ? (,?q .010 033 VIA UP OA W Yew 74 Call Volume Projections by Age Bands I'KIM V" AM 34 7 000 5 rum f-q 'gl'g dOla ICi., 'dE"'D 7,774 2"M 'kUI d0„'A ZM' "'077 807I? N'M N'J'Q N'I>a 'eN, �O'N .034 MFf, 1W, IrW 1(M l019 r0441 7DV :p00 #(W 1014 Y014a '100, 711,1 When call volume projections by age bands is added to population growth, it is anticipated that the system will see approximately 1% growth. Call Volume Projections by Age Bands Approx. 1% growth when aging aided to population growth ............. .. 1 ' p 0 � .............. ' '- �fo I ........4 ...................... A 01 0�U J%'� N�; 4'0 INIU j."i M'130 " . U ') "" T ' TID ' ' M1 "QQ dvl; ZIQ'I )UVy 'DO 5 75 Propensity to Call 9-1151 Propensity to Call 9-11 0.0'V'o 25 10%, 1.s% 1'.0% w.0 2013 2014 206 2016 2017 201 a lyear 10-year Workload Growth Summary Aging . ! Propensity to Call 9-1-1 3.4% In-Service Time impact of aging 1.0 TOTAL 5.4°Y The Elgin-St. Thomas Land Ambulance service faces significant system demand challenges driven by population growth and the impending increase in aging population. Current Elgin-St.Thomas ambulance system performance is characterized by high levels of system busyness;with problematic mid-day busyness peak levels. High levels of mid-day peak system busyness erode the availability of deployed ambulances to meet patient demands. In 2018, Elgin St. Thomas experienced "zero available units" occurrences 277 times, 3776 minutes (62.9 hrs.). Elgin-St.Thomas' "zero available units" problem is more serious than that experienced by peer Ontario ambulance systems. The patient risk associated with"zero unit"frequency, duration and slow response times is significant and should be reduced as soon as possible. se Elgin-St.Thomas is seeing an increased inclination/tendency to call 9-11. 6 76 Code Zero A shift in Elgin-St.Thomas' experience with Code Zero occurrences is a serious concern. A Code Zero occurrence is an instance where there are three (3) or fewer transport ambulances available to respond to emergency paramedic service requests within Elgin-St. Thomas. While there is one or fewer Elgin-St. Thomas ambulance available to respond,vehicles can be freed up at the hospital and cross-border resources can be used. The closest ambulance will respond in these instances,which may be from outside of Elgin-St. Thomas. Of the times that Elgin- St. Thomas was Code Zero, the call was ultimately completed by Elgin-St. Thomas 80% of the time. Code Zero occurrences are an indicator that workload is excessive and the ability of Elgin-St. Thomas EMS to respond is thereby challenged and negatively impacts Medavie's ability to meet Council's performance Response times. 2018 Mies at Zer0 per Hour 600 oo 400 U; i 300 G 100 1f „ialam 0 0 1 2 4 5 8 7 8 8 10 1111 12 13 14 15 18 17 18 18 20 21 22 23 St tusH ur Of the 277 times at Code Zero in 2018, 80 Code 4s occurred. 88%of Code 4 calls were ultimately completed by Elgin-St. Thomas EMS—which means that resources were freed up and available to respond. 7 77 Impact of Code Zero on 6.7 min Average Response Time 2 16 O 11 , vall'iablaUnits Code Zero Risk • 53 times in 2018, response time was negatively impacted by an average of.9 minutes (54 seconds); 22 times in 2018, response time was negatively impacted by an average of 3.9 minutes (3 minutes and 54 seconds); • 5 times in 2018, response time was negatively impacted by an average of 8.8 minutes (8 minutes and 48 seconds); • These are important numbers to keep in mind, because 25% of calls dispatched as Code 4 and responds to the hospital with patient Code 4.57* 57 Dispatch protocols are generally designed to over-prioritize calls when there is uncertainty about a patient's condition. In some municipalities,over-prioritizing calls can leave few or no ambulances available to respond to new calls that are truly urgent,thereby causing delays. 8 78 Peer Comparison • 5 peers selected as mix of neighbours58 (Oxford, Norfolk County) and those with similar demographics or geography (Prescott Russell, Grey County and Perth County). • Elgin's population growth is less than all peers. Comparator Population Growth 2011-2018 10 8 7 9 1 0 ARM l L nni M� Mi ald Russ t, Elgin Grey Oxford Perth Ontari.... Norf lllllu 2011 1,8 5 6.4 4.3 5 9.1 5 8 IIIIII Avg 0.714 0.914 0.614 0.714 1.3 0.714 1.14 ss Oxford and Norfolk are neighbours. 9 79 Peer Comparison Funding Ministry(2018)Cost-Sharing is used as proxy for funding. Elgin-St.Thomas has the second lowest cost per resident of the comparator group. It is important to note that Prescott-Russell has ongoing cross-border service issues with Ottawa and Oxford and Perth have both increased their services which will result in an increase in cost per resident using 2019 data. In 2018, Elgin County's spending on land ambulance service was$57.40 per resident. 0=61M Elgin $ 7.40 Oxford $51.41 Perth $77,86 Norfolk $72.98 Grey $77.08 Prescott-Russell $82.91 • It is important to note that Oxford County is the only municipality to have enhancements approved by the Ministry. They recently increased their service to include a 12-hr. increase to 24-hour second car in Tillsonburg, 4 hours increase to 24 hours in Drumbo as well as a new 12-hour vehicle in Woodstock. Code-4 Response Time Comparison • 50th percentile (average) as published by Ministry used as proxy • Elgin has the lowest Code-4 response time despite the 2nd lowest funding Elgin 6:42 Oxford 6:45 Perth +6.57 Norfolk 6:47 Grey 7:12 Prescott-Russell 8:18 10 80 CTAS 1-8 Minute Response Time Performance Plan (RTPP) • Response Time Performance Plan compliance with 8-minute response time by EMS • Elgin has the 311 best compliance among peers 01!22=co�� Elgin 67,5% Oxford 75.6% Perth 68. % Norfolk 56.0% Grey 612% Prescott-Russell 46.0% SCA—6 Minute AED RTPP • Response Time Performance Plan compliance with arrival of AED within 6 minutes for Sudden Cardiac Arrests • 2nd highest ranking among peers Elgin 57.8% Oxford 61.8% Perth $2.0% Norfolk 40% Carey 38.2% Prescott-Russell 37.0% When compared to Oxford, Perth, Norfolk,Grey and Prescott-Russell, Elgin ranks a favourable second overall across all four comparison criteria. Elgin compares well to peers and is the second lowest cost provider. Findings • At 62.9 hours, Code Zeros are actually 10 times greater than estimated by the service and require action. • Additionally, when considering time of call, another area of concern is St. Thomas between the hours of 0800-2300. • It is projected that the service will experience a 5.4% increased annual workload, which could result in up to 300 hours of new work each year. 11 81 Conclusion Adopting the staff recommendations of this report will support the effective, efficient and accountable delivery of paramedic services in Elgin-St. Thomas. 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Q. 0 0 0 0 0 a M M m CL c � v E 3 � c�00 � o°c M d' 00 N O O N Lf1 Ln 00 00 N O O C N O� lO N 00 00 Q O N y� N N 0 � U � J C _ O � E o v U O w = c� v ba O a c c Y > L O G I L 1 3 Vf O t Q o oa c 41 w + + o ° m O C o CL `�° U ECL 3 iA i 0 0 v3f oC U' Carry-Forward Capital Report for 2019 Actual Carry- Forward Work- Carry-Forward Cum Budget In-Progress Budget Reserve ................................................................................................................................................................................................................................................................... 0)CORPORATE ACTIVITIES 50,000 50,000 .............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. 1)WARDEN AND COUNCIL 0 0 ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 5)ADMINISTRATION BUILDING 1,942,034 115,288 1,826,746 .............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. 7) ENGINEERING SERVICES 15,560,500 5,859,753 9,700,747 ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 8)HOMES FOR SENIORS SERVICES .............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. Bobier Villa Building&Property 333,000 40,133 292,867 Bobier Villa Housekeeping 8,000 8,000 Bobier Villa Nursing&Personal Care 31,120 31,120 Elgin Manor Building&Property 407,035 140,606 266,429 Elgin Manor Housekeeping 10,000 10,000 Elgin Manor Laundry 23,000 - 23,000 Elgin Manor Nursing&Personal Care 53,730 779 52,951 Terrace Lodge Building&Property 32,610,650 1,179,643 31,431,007 Terrace Lodge General&Admin (0) (0) Terrace Lodge Housekeeping 32,000 16,767 15,233 10)LIBRARY SERVICES 105,025 8,795 96,230 ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 11)INFORMATION TECHNOLOGIES 47,510 1,136 46,374 .............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. 14)AMBULANCE&EMERGENCY SERVICES 729,300 729,300 ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 15)ECONOMIC DEVELOPMENT&TOURISM (0) (0) ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ Grand Total 51,942,904 7,362,901 44,580,003 144 2019 Carry-Forward Capital Projects for Administrative Building Actual Carry- Carry-Forward Cum Budget Forward Work- Budget Reserve ............................................................................................................................................................................................................................................................................................................................ 5)Capital WIP ....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Capital Assets-Work in Progress 26601708 Window Replacement* 75,000 75,000 26601807 Cooling Tower Replacement-Admin* 50,000 50,000 26601808 Building Automation System Upgrades-Admin* 30,000 646 29,354 26601811 Exterior Building Capital Repairs/Parking* 1,128,799 1,128,799 26601908 POA/Museum Project Completion(Landscape/Dra 408,235 114,642 293,593 26601909 Interior Renovations* 250,000 250,000 ....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Grand Total 1,942,034 115,288 1,826,746 145 2019 Carry-Forward Capital Projects for Engineering Services Actual Carry- Carry-Forward Cum Budget Forward Work- Budget Reserve ............................................................................................................................................................................................................................................................................................................................ 5)Capital WIP ....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Capital Assets-Work in Progress 60901701 Wonderland Road Reconstruction* 1,180,000 232,012 947,988 60901702 Sparta Reconstruction* 1,825,000 115,181 1,709,819 60901801 Port Burwell Road Drainage Survey* 190,000 120,419 69,581 60901804 Asset Management Program* 100,000 100,000 60901917 Elm Street Intersection Improvements at Centenni 500,000 12,505 487,495 60901918 Chatham Road Slope Stabilization* 1,000,000 88,987 911,013 62001904 Road 48(Lyons Line)-Rehabilitation(Rd 74(Belm� 1,615,000 1,529,506 85,494 62901801 Kimble Bridge Replacement* 85,000 77,683 7,317 62901804 Multiple Bridge Repair Tender* 425,000 369,863 55,137 62901805 Port Bruce Bridge Replacement* 5,515,500 2,801,790 2,713,710 62901902 King George Lift Bridge Rehabilitation* 2,300,000 482,523 1,817,477 62901903 St.George Street Bridge Engineering* 60,000 60,000 62901905 Bothwell Bridge Engineering* 25,000 25,000 62901908 Geotechnical Investigations-Roadway* 50,000 20,316 29,684 62901909 Elm Street Intersection Improvements at Oak Stre 60,000 60,000 62901910 Meeks Bridge Replacement* 500,000 8,968 491,032 62901911 Culvert Rehabilitations C* 130,000 130,000 ..................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Grand Total 15,560,500 5,859,753 9,700,747 146 2019 Carry-Forward Capital Projects for Bobier Villa Building & Property Actual Carry- Carry-Forward Cum Budget Forward Work- Budget Reserve ............................................................................................................................................................................................................................................................................................................................ 5)Capital WIP ....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Capital Assets-Work in Progress 45031852 Building Envelope Repairs* 30,000 30,000 45031950 Door&Wall Protection* 10,000 6,313 3,687 45031952 Spa/Tub Room* 28,000 28,000 45031953 Lighting Upgrade* 50,000 577 49,423 45031954 Security/Resident Safety Carry Over Project* 7,500 2,831 4,669 45031955 Misc Bldg* 5,500 5,500 45031956 Floor Replacement-Resident Rooms* 22,000 22,000 45031957 HVAC Replacements* 90,000 15,333 74,667 45031958 Flat Roof Replacement* 60,000 60,000 45031959 Parking Lot Repair* 15,000 15,000 45031960 Business Office Flooring* 5,000 8,722 (3,722) 45031961 Smoking Area* 10,000 6,356 3,644 ....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Grand Total 333,000 40,133 292,867 147 2019 Carry-Forward Capital Projects for Bobier Villa Housekeeping Actual Carry- Carry-Forward Cum Budget Forward Work- Budget Reserve ............................................................................................................................................................................................................................................................................................................................ 5)Capital WIP ....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Capital Assets-Work in Progress 43031951 Microfibre Cleaning System* 8,000 8,000 ..................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Grand Total 8,000 8,000 148 2019 Carry-Forward Capital Projects for Bobier Villa Nursing & Personal Care Actual Carry- Carry-Forward Cum Budget Forward Work- Budget Reserve ............................................................................................................................................................................................................................................................................................................................ 5)Capital WIP ....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Capital Assets-Work in Progress 42031950 Lifts&Scales* 31,120 31,120 ..................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Grand Total 31,120 31,120 149 2019 Carry-Forward Capital Projects for Elgin Manor Building & Property Actual Carry- Carry-Forward Cum Budget Forward Work- Budget Reserve ............................................................................................................................................................................................................................................................................................................................ 5)Capital WIP ....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Capital Assets-Work in Progress 45011750 Building Automation* 10,000 10,000 45011851 Pumps&Equipment(STP)* 112,035 15,569 96,466 45011853 Washroom Upgrades* 70,000 31,077 38,923 45011855 Security/Resident Safety* 10,000 6,887 3,113 45011952 Parking Lot Resurfacing* 110,000 78,659 31,341 45011954 Building Envelope Repairs* 20,000 1,695 18,305 45011956 Misc Bldg* 10,000 10,000 45011957 Business Office Flooring* 20,000 20,000 45011959 Door&Wall Protection* 5,000 5,000 45011960 Garbage Compactor* 25,000 25,000 45011962 Exterior Upgrades* 15,000 6,719 8,281 ..................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Grand Total 407,035 140,606 266,429 150 2019 Carry-Forward Capital Projects for Elgin Manor Housekeeping Actual Carry- Carry-Forward Cum Budget Forward Work- Budget Reserve ............................................................................................................................................................................................................................................................................................................................ 5)Capital WIP ....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Capital Assets-Work in Progress 43011950 Microfibre Cleaning System* 10,000 10,000 ..................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Grand Total 10,000 10,000 151 2019 Carry-Forward Capital Projects for Elgin Manor Laundry Actual Carry- Carry-Forward Cum Budget Forward Work- Budget Reserve ............................................................................................................................................................................................................................................................................................................................ 5)Capital WIP ....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Capital Assets-Work in Progress 44011850 Laundry Equipment* 23,000 23,000 ..................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Grand Total 23,000 - 23,000 152 2019 Carry-Forward Capital Projects for Elgin Manor Nursing & Personal Care Actual Carry- Carry-Forward Cum Budget Forward Work- Budget Reserve ............................................................................................................................................................................................................................................................................................................................ 5)Capital WIP ....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Capital Assets-Work in Progress 42011950 Lifts&Scales* 49,000 779 48,221 42011952 Bed Replacements Carry Forward* 4,730 4,730 ....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Grand Total 53,730 779 52,951 153 2019 Carry-Forward Capital Projects for Terrace Lodge Building & Property Actual Carry- Carry-Forward Cum Budget Forward Work- Budget Reserve ............................................................................................................................................................................................................................................................................................................................ 5)Capital WIP ....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Capital Assets-Work in Progress 45021208 Building Renovation* 32,580,650 1,179,643 31,401,007 45021950 Exterior Repairs* 10,000 10,000 45021951 Parking Lot Repairs* 15,000 15,000 45021952 Lower North Floor Repair* 5,000 5,000 ....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Grand Total 32,610,650 1,179,643 31,431,007 154 2019 Carry-Forward Capital Projects for Terrace Lodge Housekeeping Actual Carry- Carry-Forward Cum Budget Forward Work- Budget Reserve ............................................................................................................................................................................................................................................................................................................................ 5)Capital WIP ....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Capital Assets-Work in Progress 43021950 Housekeeping Equipment* 20,000 16,767 3,233 43021951 Microfibre Cleaning System* 12,000 12,000 ....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Grand Total 32,000 16,767 15,233 155 2019 Carry-Forward Capital Projects for Library Services Actual Carry- Carry-Forward Cum Budget Forward Work- Budget Reserve ............................................................................................................................................................................................................................................................................................................................ 5)Capital WIP ....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Capital Assets-Work in Progress 58101402 Aylmer Facility Improvements* 105,025 8,795 96,230 ..................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Grand Total 105,025 8,795 96,230 156 2019 Carry-Forward Capital Projects for Information Technology Actual Carry- Carry-Forward Cum Budget Forward Work- Budget Reserve ............................................................................................................................................................................................................................................................................................................................ 5)Capital WIP ....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Capital Assets-Work in Progress 57801710 Website Development* 17,510 240 17,270 57801909 PCC Documentation Hardware* 30,000 897 29,103 ....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Grand Total 47,510 1,136 46,374 157 2019 Carry-Forward Capital Projects for Ambulance Actual Carry- Carry-Forward Cum Budget Forward Work- Budget Reserve ............................................................................................................................................................................................................................................................................................................................ 5)Capital WIP ....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Capital Assets-Work in Progress 28001901 Ambulance Veh Carryforward* 321,300 321,300 28001902 Defibs* 408,000 408,000 ....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Grand Total 729,300 729,300 158 Closed Capital Report for 2019 Costs to be Cum Budget Closed Surplus ............................................................................................................................................................................................................................................................................................. 5)ADMINISTRATION BUILDING 5,287,156 5,257,414 29,742 ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 7) ENGINEERING SERVICES 13,877,042 13,540,011 337,031 ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 8) HOMES FOR SENIORS SERVICES ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ Bobier Villa Building&Property 128,500 109,042 19,458 Bobier Villa Dietary 6,380 6,380 (0) Bobier Villa Nursing&Personal Care 43,234 42,803 431 Elgin Manor Building&Property 150,000 105,795 44,205 Elgin Manor Dietary 25,000 1,495 23,505 Elgin Manor Nursing&Personal Care 58,250 58,250 - Terrace Lodge Dietary 30,000 21,370 8,630 Terrace Lodge Nursing&Personal Care 51,880 50,162 1,718 9) MUSEUM/ARCHIVES ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ Archives 10,000 8,152 1,848 Museum 90,704 85,868 4,836 10) LIBRARY SERVICES 364,631 363,937 694 ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 11) INFORMATION TECHNOLOGIES 259,967 240,739 19,228 ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 14)AMBULANCE&EMERGENCY SERVICES 324,052 339,014 (14,962) ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 15) ECONOMIC DEVELOPMENT&TOURISM 8,500 7,610 890 ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ Grand Total 20,715,296 20,238,041 477,255 159 2019 Closed Capital Projects for Administrative Building Costs to be Cum Budget Closed Surplus ................................................................................................................................................................................................................................................................ 5)Capital WIP ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. Capital Assets-Work in Progress 26601407 POA Court Facility 4,850,341 4,850,341 (0) 26601810 Renovations for GSE 311,815 295,408 16,407 26601910 Roof Repairs 125,000 111,664 13,336 ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. Grand Total 5,287,156 5,257,414 29,742 160 2019 Closed Capital Projects for Engineering Services Costs to be Cum Budget Closed Surplus ...................................................................................1..................,....,....,....,....,....,....,....,....,....,....,....,....,....,.1......... 5)Capital WIP ....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Capital Assets-Work in Progress 60901704 Vienna Reconstruction 205,000 214,203 (9,203) 60901802 Road 9 and 48 Drainage Survey 75,000 75,000 60901803 Elm Street Intersection Improvements 25,000 24,996 4 60901805 Bicycle Lanes 387,041 215 386,826 62001801 Road 38 Rehabilitation(Richmond to Sandytown F 850,000 1,541,798 (691,798) 62001802 Road 2 Rehabilitation (103 to West Lorne WPL) 1,375,000 1,538,943 (163,943) 62001803 Road 48 Rehabilitation(Wonderland Road to 25) 600,000 584,250 15,750 62001804 Road 30 Rehabilitation(Rd 52 to Webber Bourne) 1,430,000 1,463,508 (33,508) 62001805 Vienna Reconstruction(Plank Road) 2,570,000 2,589,913 (19,913) 62001902 Road 22(Fairview Road)-Rehabilitaiton (Rd 27(SI 1,140,000 1,119,518 20,482 62001903 Road 38(Heritage Line)-Rehabilitation(Stratford, 1,020,000 454,416 565,584 62001905 Road 49(Whittaker Road)-Rehabilitation(FDR/R: 580,000 498,416 81,584 62101901 Land Purchase 10,000 4,187 5,813 62201801 Road 76 Resurfacing(Rd 3 to Marsh Line)+Paved 630,000 684,888 (54,888) 62201802 Road 46 Resurfacing(Knotts Mill Br.To Hwy 3) 335,000 292,918 42,082 62201901 Road 6(Johnston Line)-Resurfacing(Rd 7(Clacha 460,000 309,238 150,762 62201902 Road 8(Currie Road)-Resurfacing(Rd 16(Fingal L 225,000 150,351 74,649 62201903 Road 56(Elm Line)-Resurfacing(28(Centennial R 585,000 527,257 57,743 62501901 Road 40(Springfield Road)-Microsurfacing(Glen( 125,000 113,265 11,735 62501902 Road 43(Richmond Road)-Microsurfacing(John\ 180,000 165,278 14,722 62901802 Culvert Rehabilitations B 375,000 216,726 158,274 62901803 King George Lift Bridge Capital Repairs 75,000 85,916 (10,916) 62901901 Culvert Rehabilitations 345,000 342,297 2,703 62901906 Railroad Crossing Improvements 75,000 73,725 1,275 62901907 Guiderail Installations 200,000 173,064 26,936 62901911 Fleming Creek(MacPherson)Bridge Replacement 1 370,727 (370,726) ....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Grand Total 13,877,042 13,540,011 337,031 161 2019 Closed Capital Projects for Bobier Villa Building & Property Costs to be Cum Budget Closed Surplus ................................................................................................................................................................................................................................................................ 5)Capital WIP ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. Capital Assets-Work in Progress 45031851 Building Automation 35,000 2,681 32,319 45031853 Spa/Tub Room Carry-Over Project 27,000 38,480 (11,480) 45031854 Security/Resident Safety 36,500 37,995 (1,495) 45031855 Building Signage 30,000 29,887 113 ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. Grand Total 128,500 109,042 19,458 162 2019 Closed Capital Projects for Bobier Villa Dietary Costs to be Cum Budget Closed Surplus ................................................................................................................................................................................................................................................................ 5)Capital WIP ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. Capital Assets-Work in Progress 41031750 Kitchen Equipment 6,380 6,380 (0) ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. Grand Total 6,380 6,380 (0) 163 2019 Closed Capital Projects for Bobier Villa Nursing & Personal Care Costs to be Cum Budget Closed Surplus ................................................................................................................................................................................................................................................................ 5)Capital WIP ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. Capital Assets-Work in Progress 42031951 Bed Replacements 43,234 42,803 431 ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. Grand Total 43,234 42,803 431 164 2019 Closed Capital Projects for Elgin Manor Building & Property Costs to be Cum Budget Closed Surplus ................................................................................................................................................................................................................................................................ 5)Capital WIP ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. Capital Assets-Work in Progress 45011852 Landscaping 15,000 15,667 (667) 45011856 Building Signage 30,000 45,736 (15,736) 45011953 HVAC 20,000 20,000 45011955 EM Main Breaker Repair 50,000 30,400 19,600 45011961 Sprinkler Valve 35,000 13,992 21,008 ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. Grand Total 150,000 105,795 44,205 165 2019 Closed Capital Projects for Elgin Manor Dietary Costs to be Cum Budget Closed Surplus ................................................................................................................................................................................................................................................................ 5)Capital WIP ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. Capital Assets-Work in Progress 41011850 Kitchen Equipment Carry Forward 25,000 1,495 23,505 ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. Grand Total 25,000 1,495 23,505 166 2019 Closed Capital Projects for Elgin Manor Nursing & Personal Care Costs to be Cum Budget Closed Surplus ................................................................................................................................................................................................................................................................ 5)Capital WIP ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. Capital Assets-Work in Progress 42011951 Bed Replacements 58,250 58,250 ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. Grand Total 58,250 58,250 - 167 2019 Closed Capital Projects for Terrace Lodge Dietary Costs to be Cum Budget Closed Surplus ................................................................................................................................................................................................................................................................ 5)Capital WIP ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. Capital Assets-Work in Progress 41021950 Kitchen Equipment 30,000 21,370 8,630 ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. Grand Total 30,000 21,370 8,630 168 2019 Closed Capital Projects for Terrace Lodge Nursing & Personal Care Costs to be Cum Budget Closed Surplus ................................................................................................................................................................................................................................................................ 5)Capital WIP ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. Capital Assets-Work in Progress 42021951 Bed Replacements 23,000 22,017 983 42021952 Lifts&Scales 28,880 28,145 735 ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. Grand Total 51,880 50,162 1,718 169 2019 Closed Capital Projects for Archives Costs to be Cum Budget Closed Surplus ................................................................................................................................................................................................................................................................ 5)Capital WIP ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. Capital Assets-Work in Progress 29401907 Misc Capital-Archives 10,000 8,152 1,848 ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. Grand Total 10,000 8,152 1,848 170 2019 Closed Capital Projects for Museum Costs to be Cum Budget Closed Surplus ................................................................................................................................................................................................................................................................ 5)Capital WIP ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. Capital Assets-Work in Progress 27901608 Museum Furnishings-From Library Aylmer 60,704 60,704 (0) 27901905 Museum-Misc Capital 30,000 25,163 4,837 ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. Grand Total 90,704 85,868 4,836 171 2019 Closed Capital Projects for Library Services Costs to be Cum Budget Closed Surplus ................................................................................................................................................................................................................................................................ 5)Capital WIP ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. Capital Assets-Work in Progress 58101804 Library Van Replacement 45,000 44,472 528 58101901 Book Purchases-Library 284,631 284,600 31 58101903 Accessibility Renos 35,000 34,865 135 ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. Grand Total 364,631 363,937 694 172 2019 Closed Capital Projects for Information Technology Costs to be Cum Budget Closed Surplus ................................................................................................................................................................................................................................................................ 5)Capital WIP ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. Capital Assets-Work in Progress 57801901 Hardware Replacement 92,300 88,650 3,650 57801902 MDS Rai Funding 15,300 12,549 2,751 57801903 Photocopiers 13,327 16,728 (3,401) 57801904 Other Licenses 73,440 68,107 5,333 57801905 Server Replacement 60,000 52,039 7,961 57801908 iPad Replacement-Land Division 5,600 2,665 2,935 ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. Grand Total 259,967 240,739 19,228 173 2019 Closed Capital Projects for Ambulance Costs to be Cum Budget Closed Surplus ................................................................................................................................................................................................................................................................ 5)Capital WIP ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. Capital Assets-Work in Progress 28001801 Ambulance Veh Closed 324,052 339,014 (14,962) ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. Grand Total 324,052 339,014 (14,962) 174 2019 Closed Capital Projects for Economic Development Costs to be Cum Budget Closed Surplus ...............................................................................................................................................................................1...............................................................................................................1...................... 5)Capital WIP ....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Capital Assets-Work in Progress 26851811 Tourism Van 8,500 7,610 890 ....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Grand Total 8,500 7,610 890 175 EIgultpf.gAessk.QrNlcwu REPORT TO COUNTY COUNCIL FROM: Brian Lima, Director of Engineering Services Jim Bundschuh, Director of Financial Services DATE: January 7, 2020 SUBJECT: 2019 Corporate Asset Management Plan — Transportation Network RECOMMENDATION: THAT the report titled "2019 Corporate Asset Management Plan —Transportation Network" from the Director of Engineering Services and Director of Financial Services dated January 7, 2020, be endorsed; and that staff be directed to proceed with the Plan as outlined in support of budget development. INTRODUCTION: Public infrastructure is central to our prosperity and our quality of life. The majority of public infrastructure in Canada is the responsibility of municipal government. Adequate municipal infrastructure such as roads, bridges, and underground water and sewage pipes are essential to economic development, citizen safety, and quality of life. Well maintained infrastructure is critical in sustaining a municipality as an attractive place to live and do business. Asset Management is the process of collecting a variety of data and information regarding municipality assets and infrastructure, and using all of that data and information to make the best long-term decisions in regards to building, operating, maintaining, renewing, replacing, and disposing of those assets. In December 2017, Ontario became the first Canadian province to pass regulation that requires municipalities to engage in asset management planning. Ontario Regulation 588/17 requires all municipalities prepare Council-endorsed Strategic Asset Management Policies by July 1, 2019, and implement Asset Management Plans using a phased approach from 2021-2024. The County is positioned well to comply with this regulation. The County is now in the midst of a multi-year comprehensive Corporate Asset Management Plan (CAMP) development approach to improve its asset management practices and processes. The County's updated CAMP prepared by staff first focuses on the County's transportation network (roads, structures, and traffic), and is presented to Council for endorsement. Future Plan updates will also incorporate the remaining County assets (facilities, information technology, etc.). DISCUSSION: The County is responsible for the provision of a diverse array of transportation network services which are dependent infrastructure assets valued at approximately $831 million. An integral component of ensuring reliable service is creating an effective approach to managing existing and future municipal assets. Effective asset management aims to 176 manage assets in a way that balances levels of service, risk, and cost effectiveness throughout the entire asset lifecycle. Ultimately, adopting effective and comprehensive asset management strategies across the organization will support the long-term sustainability and efficiency while maintaining levels of service. The County produced its first CAMP in 2014, which detailed the County's key objectives for asset management and focused only on its transportation network, and established a baseline that the County has built upon in its latest updated Plan. In 2019 staff collected additional transportation focused asset information in order to recommend the best infrastructure investment decisions to Council. Ontario Regulation 588/17 has prescribed specific information requirements to be included in a municipality's asset management plan. Detailed inventory data, condition ratings and financial investment strategies previously approved by Council were compiled into the comprehensive CAMP. The implementation of a centralized working software database and enterprise geographical information system (GIS) also forms part of the CAMP's recommendation and is foundational to the success of municipality asset management programs. Using asset location, staff will have the ability to centralize asset information into a single authoritative database. Recognizing that asset location is the common denominator, implementation, administration, and use of an enterprise geographic information system by the County and its member municipalities is a natural choice to optimally and sustainably deliver on our service objectives through cost-effective Iifecycle management of assets. 2019 Corporate Asset Management Plan Summary The updated CAMP sets out how the County's assets will be managed to meet levels of service considering a full Iifecycle approach, and ensuring long-term financial sustainability. The CAMP represents a jump forward in the County's asset management journey, and will continually be improved and updated as new data is collected, and as the field of asset management grows and develops. The CAMP covers the County's asset management program at a high-level, identifying gaps and opportunities, and it outlines a work plan for continual improvement as the program matures. The purpose of the CAMP is to: • Ensure that the County is well-positioned for current and future grant programs and regulations, by meeting the requirements of Ontario Regulation 588/17. • Establish a baseline of current asset management practices to inform a work plan for continually improving asset management. • More accurately quantify the infrastructure deficit and investment gap. • Demonstrate long-term asset care and sustainability. • Support the development of improved practices that clarify and justify funding requirements. • Provide increased transparency related to the County's asset management practices, challenges and opportunities. 177 The CAMP is comprised of the following core sections: • Executive Summary- providing a succinct overview of the plan. • Introduction - describing the importance of infrastructure to municipalities, the relationship of the asset management plan to municipal planning and budget documents and the purpose of the asset management plan. • State of Assets - summarizing the asset types, financial accounting and replacement cost valuation, asset age distribution and asset age as a proportion of expected life, and asset condition. • Desired Levels of Service - defining levels of service through performance measures, targets and timeframes to achieve targets. • Asset Management Strategy- summarizing planned actions including non- infrastructure solutions, maintenance activities, renewal/rehabilitation activities, replacement activities, disposal activities and expansion activities. • Financing Strategy- showing yearly expenditure forecasts broken down for each of the planned actions in the strategy, along with actual expenditures from previous years and yearly revenues. State of Local Infrastructure The state of local infrastructure section provides a quantitative assessment of the asset portfolio in terms of overall replacement value and estimated remaining life. The following table provides an inventory and overview of the replacement value of the County's transportation network assets. Overall, as detailed in the CAMP, the County's transportation network asset portfolio is currently in good physical condition. Existing approved budget funding shortfalls in all asset groups will result in a degradation of all transportation assets over the next decade, and will increase the infrastructure gap to approximately $47 million, derived mainly by the roads which composes about 89% of the Infrastructure Gap. Major Arterial 31.3 km $ 26,300,606.30 Roads Minor Arterial 274.94 km $ 271,974,721.19 Collector 354.24 km $ 321,034,428.00 Local Road 15.93 km $ 12,188,701.29 Suburban Link 12.34 km $ 12,206,910.81 Bridges 58 Ea. $ 122,732,694.00 Structures Culverts (greater than 3m 84 Ea. $ 56,496,425.00 span) Pedestrian Tunnel 2 Ea. $ 300,000.00 Retaining Walls 4 Ea. $ 3,500,000.00 Street Lighting 36 Ea. $ 140,883.84 Traffic Traffic Signs —7,725 Ea. $ 1,737,112.49 Signals & Beacons 33 Ea. $ 2,200,000.00 TOTAL $ 830,812,482.92 178 For a full description of the results of the State of Local Infrastructure analysis, and procedures, please refer to a copy of the 2019 Corporate Asset Management Plan attached. Desired Levels of Service One of the objectives of asset management planning is to ensure that the performance and service provided by the assets meet the needs and expectations of the community. A level of service is a criteria set by the organization for the quality and performance of the services provided. Levels of service typically relate to quality, quantity, reliability, responsiveness, environmental acceptability and cost. Well-defined levels of service are used to: • Inform stakeholders of the current level of service provided and any proposed changes to level of service and associated costs; • Measure performance against these defined levels of service; • Identify the costs and benefits of services; and • Enable stakeholders to consider the level of service provided within the context of affordability. Lifecycle Management Strategy Many County departments and community stakeholders are involved in various aspects of each asset's lifecycle. Often those responsible for delivering the service will identify the need for new assets. An asset will be acquired or constructed. The asset then is operated and maintained on an ongoing basis until rehabilitation and/or renewal is required. As the asset nears the end of its life, a plan is established to replace, remove or upgrade the asset to meet future needs. These activities collectively represent the asset's lifecycle. In asset management, the focus is on using a full lifecycle approach when planning. An asset lifecycle management strategy is the set of planned actions throughout the asset's lifecycle that allows the asset to provide desired levels of service in a sustainable way, while managing risk, at the lowest lifecycle cost. Section 5 of the CAMP has regard for key initiatives for each asset system related to the following potential lifecycle activities: • Non-infrastructure solutions: actions or policies that can lower costs or extend asset life (e.g. better integrated infrastructure planning and land use planning, demand management, insurance, process optimization, managed failures). • Maintenance activities: including regularly scheduled inspection and maintenance, or more significant repair and activities associated with unexpected events. • Renewal/rehabilitation activities: significant repairs designed to extend the life of the asset. For example, cold-in-place asphalt recycling. • Replacement activities: activities that are expected to occur once an asset has reached the end of its useful life and renewal/rehabilitation is no longer an option. • Disposal activities: the activities associated with disposing of an asset once it has reached the end of its useful life, or is otherwise no longer needed by the municipality. • Expansion activities: planned activities required to extend services to previously un- serviced areas, or to expand services to meet growth demands. 179 Financing Strategy Long-term asset investment forecasts provide insight into prospective investment requirements which may fall outside of the 10-year planning period typically used in capital budgeting. Significant asset construction during a short time span, as seen in the 1960s and 1970s, will require equally as heavy investment once those assets reach the end of their service lives. If those investment requirements are not addressed appropriately, levels of service could potentially decline and operations and maintenance costs could increase. The CAMP utilized a 10-year forecast. In future, the implementation of an asset management software focused enterprise database toolset utilizing a 100-year forecast which covers the entire Iifecycle of the assets, will provide greater certainty and identification of such aforementioned trends. One of the key opportunities identified during the development of the strategy is the requirement for evaluating funding scenarios to address the overall needs. This required a review of current infrastructure financing policies, reserve account analysis, and revenue sources to identify the optimal funding scenarios aligned with re-investment requirements. Updates are to be included in future reporting to Council. Improvement Monitoring and Next Steps One of the goals of the CAMP was to re-establish a baseline of current asset management practices to inform a work plan for continuous improvement of the asset management program. Any assumptions made and opportunities identified have been documented to serve as the basis for continuous improvement. The CAMP presents a proposed continuous improvement program in terms of two components: 1. Actions related to improving future asset management plans; and 2. Actions to advance the County's overall asset management capabilities. Consultation Consultation and communication are key elements of planned corporate asset management initiatives. The Asset Management Policy endorsed by Council in 2019 outlines annual reporting to Council on the Corporate Asset Management progress. In addition, an Asset Management webpage on the County's website will be created providing access to a copy of the AMP and Asset Management Policy, provide an overview of asset management fundamentals, and access to other related documents. CONCLUSION: Asset management provides a mechanism for reliable, repeatable and transparent decision making. However, asset management is more than just a one-off project. To realize the full benefits of asset management, the principles should be systematically developed, embedded and integrated across all departments, and be continuously improved. 180 Taking a holistic approach to asset management has clear benefits to the community and the County, including: • Helping protect and enhance the quality of life in Elgin County by ensuring the best possible decisions regarding our assets. • Aligning teams, processes and resources across the County towards common asset management objectives; • Supporting evidence-based business cases for budgets and long-term financial forecasts; • Driving longer term thinking and planning; and • Supporting financial sustainability. Using consistent asset management guidelines and principles with an effort placed on continuous improvement will lead to an optimized balance between asset performance and asset risks that will create real value for Elgin County and its residents. All of which is Respectfully Submitted Approved for Submission Brian Lima Julie Gonyou Director of Engineering Services Chief Administrative Officer Jim Bundschuh Director of Financial Services 181 ^��- � �� n i, IIIIII�IIII�iiillllil 1/0 00,0100 E,Ig, ❑C o Progressive by Nat �n �� 000i�000000llll�lllll��/ f \!v `d� � Il�illllllllllllii�1 ��yy�� „�� Illllll�l � i �llllllllllllll � � llil�u�l� r� � � �� Illllllllllllllllllhu °� � � �� uiullllllllllllllluluiiii!��i � �{ u� ��uuuuullllllll 1 �' qY i ��iumuuuuiuii uu ,$, . uuuuuu iiu i � uuuuuuuw Vl��, uulilii�IVll u � �e Executive Summary 1.0 Introduction Public infrastructure is central to our prosperity and our quality of life.The majority of public infrastructure in Canada is the responsibility of municipal government, and most people take for granted the important role of these assets. Adequate municipal infrastructure such as roads,bridges, and underground water and sewage pipes are essential to economic development, citizen safety, and quality of life. Well maintained infrastructure is critical in sustaining a municipality as an attractive place to live and do business. Asset Management is the process of collecting a variety of data and information regarding municipality assets and infrastructure, and using all of that data and information to make the best long-term decisions in regards to building, operating, maintaining,renewing,replacing, and disposing of those assets. In December 2017, Ontario became the first Canadian province to pass regulation that requires municipalities to engage in asset management planning. Ontario Regulation 588/17 requires all municipalities prepare Council-endorsed Strategic Asset Management Policies by July 1, 2019, and implement Asset Management Plans using a phased approach from 2021-2024. The County of Elgin (County)is positioned well to comply with this regulation. The County is now in the midst of a multi-step, multi-year approach to improve its asset management practices and processes. This document is the County's updated Asset Management Plan (AMP)prepared by staff which first focused on the County's road network and structure inventory. 1.1 Purpose of Asset Management Plan (AMP) The AMP plays an important part by communicating to residents and stakeholders the reasons why new assets, or modifications to existing assets, are required. The AMP also provides further details on why modifications are required,how the County intends on continuing to deliver the services by relying on safe and reliable assets, and how the County intends on funding the required investments in a manner so as to remain financially sustainable. The County has an array of strategic, long-term planning documents that complement each other and work together to direct Elgin County's future. Some examples include the County's Strategic Plan that outlines Council's priorities,the Official Plan(OP)which sets the vision for the County's future growth as detailed in such documents as the Elgin-St. Thomas Cycling Master Plan and the County of Elgin Roads Plan and Policies. Historically, these master plans have dealt exclusively with future needs without considering their funding requirements,nor the rehabilitation needs for existing infrastructure. The AMP captures information prepared for various uses, by a number of different groups within the County, and transforms that information into asset-specific measures or actions that the County is actively taking or pursuing to provide residents,businesses, and visitors the services at levels that correspond to the fees and taxes they pay. Demonstrate responsible management of the asset portfolio; Communicate and justify funding requirements; ES-ii 183 Demonstrate how Levels of Service (LOS) are being met in an effective and efficient manner; Demonstrate that due regard is being given to the long-term stewardship and sustainability of the asset base; Demonstrate the commitment that assets will be maintained such that the services are following regulations; and Comply with Ontario's Ministry of Infrastructure requirements as detailed in the `Guide for Municipal Asset Management Plans'. 1.2 Core Service Areas The County of Elgin is a complex service delivery organization with responsibility for managing public assets that support a very large array of different services. To fulfill its obligations of service delivery to the municipality, the County must ensure that the assets supporting these services are managed in a way that balances service levels,risk, and affordability. These assets require significant ongoing investment in operation, maintenance, and renewal activities to ensure they are kept safe, structurally sound, and fit-for-purpose to support the delivery of services. For the purpose of asset management,the County has identified 15 different services provided to residents, businesses, and visitors. These services are well aligned to the provincially defined Financial Information Return(FIR)reporting requirements.The FIR reporting requirements have been established for comparable financial reporting across the province,whereas the services identified below are grouped to facilitate asset management from a service to client perspective. In several cases, the services identified in Table I below are further subdivided into more specific services but generally rely on similar asset types to support the delivery of that service. The existing County infrastructure within the road network includes 59 roads, which are further divided into a total of 248 unique road classification sections, totaling 689 kilometers. The condition of the road network is important in determining the needs of the overall network. The County maintains a system to determine the condition of the road sections in their network, by means of a Structural Adequacy Rating (SAR) attributed to each road section within the network. An updated overall network condition was determined in the Spring through the consideration of the SAR rating attributed to each section in combination with the length of that section as a portion of the entire network.The generally good condition of the majority of the road sections results in an average current condition of the road network of approximately 14.9 out of 20. This value indicate that the road network currently provides a fair level of service to the residents. Bridge and culvert infrastructure in the County considered within the AMP are comprised of those structures which are three meters in size or larger. This included analysis of 58 bridge structures, and 84 culvert structures.When a bridge is inspected in detail every 2 years,the trained inspector reviews and rates each bridge component. These ratings are used to determine the bridge's current value on the Bridge Condition Index(BCI). The County uses the BCI to plan maintenance and repairs.Approximately 62%of County's bridge and culvert structures are in good condition. Alternatively, it can also be viewed that County structures have approximately 33% of their lifespan remaining. ES-iii 184 Without asset management tools, it is almost impossible to determine the long-term effect of inadequate budget allocations. Yet, it is important for a municipality to determine if the current level of funding is appropriate to continue to provide an adequate level of service to its residents.It is also essential to allocate adequate funding to ensure sustainability of the assets in the future. For the County, the value of the road assets was estimated at approximately $831 million. The value of the bridge and culvert assets was estimated at approximately $122.7 million for bridges, and approximately $56.5 million for culverts, totaling over$179 million. Current Needs Summary The current needs for the County road network are mostly based on the condition of the road,or where it is deemed practical and cost-effective, in association with needs or additional requirements. It is estimated that an average annual capital investment of $16,591,976 (including an assumed 2% inflation) will be required to maintain the transportation network(roads,structure,and traffic)in good condition. This annual expenditure represents a total investment of approximately $166 million over the next 10 years (2020- 2029). The current needs for the bridges were determined having taken into consideration the rehabilitation and needs recommendations identified within a biennial OSIM report for each structure,in addition to the year of construction or last replacement of each structure and the life expectancy.It is estimated that$24,221,378 is required over the next 10 years to improve the overall County bridge inventory condition. Continuation of the biennial OSIM inspection is anticipated to result in spreading that amount over a number of years based on actual field inspection. The County has identified the following bridge projects to be undertaken in 2020. sm Network Project Location Expenditure Bridges BO1 —Bothwell Bridge Rehabilitation—Detailed Design West Elgin $100,000 (partnership with Middlesex County and Chatham-Kent) Bridges B 18—St.George Street Bridge Rehabilitation Central $310,000 (partnership with City of St. Thomas) Elgin Bridges B19-Port Bruce Bridge Replacement Malahide $5,150,000 (senior government funding in the amount of$4,166,500 has been announced). Bridges B24—Meeks Bridge Replacement—Municipal Class Southwold $250,000 Environmental Assessment&Detailed Design Bridges B92-Kimble Bridge Replacement Southwold $480,000 Bridges B99—King George IV Lift Bridge Rehabilitation Central $6,070,000 Elgin Asset Management Strategy Road Network The road network asset management plan was developed using the information and strategies currently in place at the County.The plan provides detailed information regarding the pro]ects planned for the upcoming ten years. The first 5 years of the plan include a breakdown of specific pro]ects attributed to each year. ES-iv 185 The sixth to tenth years within the plan do not distinguish between individual project years,instead allotting a lump anticipated expenditure of $86,824,635 for selected projects. The following figure shows the anticipated expenditure anticipated for road rehabilitation for the 10-year scenario, including an assumed even division of the lump expenditure over years 2025-2029, as blue coloured bars. The red coloured bars are representative of the budgeted expenditures by the County for bridge and culvert works. The total allocated budget is based on a summation of the two values. io-Year Annual Estimated Expenditure for Transportation Network Rehabilitation $90,000,000 ......... ........m .......m ......... ........m .......m ......... $8o,000,000 ......... ......... ........m ......... ......... ........m .......�. w M $70,000,000 ............... .................................... .................. .................................... o $6o,000,000 ............ ..,,,. ,,, ,,,,, W $50,000,000 „ , a „,,,,,,, „,,, „ „„ $40,000,000 . —-.. . ■Bridges&Culverts )- $3o,ao,a0o �� ,,_ ,,_ �� . „_.�,., Road Network W-$20,0Ck0,000 �,,,,,,, „ , $ '�r;00 000 The budget allocated for bridges and culverts is shown for visualization of the entire budget breakdown. Further detail regarding the usage of the structures portion of this budget is given in Section 5.2. It is anticipated that in each of the upcoming ten years of projected infrastructure expenditures that approximately $11.5 million to $16.9 million will need to be spent to address needs on the transportation network. Using future asset management planning software, it will be possible to analyze the infrastructure needs into the future, and the impact of allocated funding on the overall network condition. In the interim, a projected capital plan was developed to ascertain a high-level understanding of the anticipated expenditures and associated overall road network performance.Assumptions were made to simplify the County planning process to create a reasonable representation. Bridges and Culverts The short-term asset management plan developed by County staff for the bridges and culverts was done having considered the remaining life, replacement cost, and recommended rehabilitation actions for each structure; and developed a schedule and anticipated yearly expenditure for a ten-year timeframe. The figure below shows the capital expenditure anticipated for bridges and culverts based upon the age and life expectancy of the structure. Some lower volume, —town line structures have exceeded their service ES-v 186 life and although replacement of these bridges is identified, the plan proposes to continue to rehabilitate as recommended in the OSIM report to extend their service lives rather than complete replacement at a significantly higher cost. io-Year Annual Capital Expenditures for Bridges and Culverts $12,000,000 H s%000,000 . . Z w F- $6,000,000 AM Culverts $ 000 000 Bridges r �'2p000;000 r i i i i 1 i i iiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiio 1 Financing Strategy The County has identified revenue sources that will support the Asset Management Plan(AMP)developed through this report. The funding sources include: • Property Tax • Federal Gas Tax(FGT) and Ontario Community Infrastructure Fund(OCIF)base funding • Grants and other one-time funding sources • New Tax Base • Reserve/Debt Financing The proposed 2020 ten-year plan is being modified to assume that $1.3 million in OCIF will continue in perpetuity,thereby increasing funding to the plan by$8 million. A one-time top-up of FGT of$1.6 million was received in July 2019 and will be applied to fund the infrastructure plan.The County,where applicable, will also seek Federal and Provincial funding through competitive grant programs, resulting in a potential funding source. The draft 2020 ten-year plan will allocate a quarter of the incremental tax revenue received from growth resulting in new property assessment (growth assumed to average a conservative 1% annually) to fund infrastructure,providing $1.1 million in funding. The $46 million increase in investment proposed in Asset Management Plan will only partially be funded by increases in the ten-year plan to OCIF, FGT and assessment growth net of interest payments, leaving a shortfall of approximately $40 million. A gradual increase of property tax by an incremental 1.6 % over ES-vi 187 ten years will provided the necessary funding. Debt will need to increase by an estimated $25 million to fund the upfront investment until gradual measured increases in property tax provide ongoing stable funding. These estimates will be refined as part of the development of the 2020 budget expected to be completed by February. ES-vii 188 TABLE OF CONTENTS Executive Summary 1. Introduction.......................................................................................................................................4 1.1. Significance of Municipal Infrastructure....................................................................................4 1.2. Ontario Regulation 588/17 (O. Reg 588/17)..............................................................................5 1.3. County of Elgin..........................................................................................................................5 1.4. Development and Continuous Improvement of the AMP..........................................................6 1.5. Corporate AMP Scope................................................................................................................6 1.6. AMP Limitations........................................................................................................................7 2. Project Methodology.........................................................................................................................7 2.1. Infrastructure Data Inventory.....................................................................................................9 2.1.1. Linear Infrastructure Inventory—Road Network...........................................................9 2.1.2. Point Asset Inventory—Bridge and Culvert Assets.......................................................9 2.1.3. Traffic Asset Inventory..................................................................................................9 2.2. Replacement Costs...................................................................................................................10 2.3. Condition Assessment.............................................................................................................. 10 2.3.1. Road Network Condition Assessment Process............................................................11 2.3.2. Bridge and Culvert Condition Assessment Process.....................................................11 3. Desired Levels of Service.................................................................................................................12 3.1. Municipality Objectives........................................................................................................... 12 3.2. O.Reg 588/17 Requirements ....................................................................................................12 3.3. Determining Appropriate Levels of Service for Elgin County.................................................24 4. State of Local Infrastructure..........................................................................................................26 4.1 Road Network ..........................................................................................................................26 4.1.1 Asset Inventory............................................................................................................26 4.1.2 Infrastructure Condition...............................................................................................28 4.1.3 Estimated Asset Value.................................................................................................29 4.1.4 Current Needs Summary..............................................................................................29 4.2 Bridges and Culverts................................................................................................................30 4.2.1 Asset Inventory............................................................................................................30 4.2.2 Infrastructure Condition...............................................................................................31 4.2.3 Estimated Asset Value.................................................................................................32 4.2.4 Current Needs Summary..............................................................................................32 Page 1 189 5. Asset Lifecycle Management Strategy...........................................................................................34 5.1. Road Network ..........................................................................................................................34 5.1.1. Condition Assessment..................................................................................................34 5.1.2. Network Condition Lifecycle.......................................................................................35 5.1.3. Lifecycle Management Approach................................................................................35 5.1.4. Current Budget Condition Profile................................................................................35 5.1.5. Optimum Budget Condition Profile.............................................................................36 5.2. Bridges and Culverts................................................................................................................37 5.3. Asset Management Policies......................................................................................................38 5.3.1. Roads ...........................................................................................................................38 5.3.2. Structures.....................................................................................................................38 5.4. Asset Management Policies......................................................................................................41 5.4.1. Approach to Data Assembly........................................................................................41 5.4.2. Condition Assessment Strategy...................................................................................42 5.4.3. Maintenance Activities ................................................................................................42 5.5. AMP Update and Evaluation....................................................................................................42 6. Financing Strategy...........................................................................................................................43 6.1. County of Elgin Financing Strategy.........................................................................................44 7. Conclusion........................................................................................................................................46 References..................................................................................................................................................47 Page 2 190 LIST OF FIGURES Figure 1: County of Elgin—Location Map...................................................................................................6 Figure 2: Deterioration Model and Threshold of Acceptability....................................................................11 Figure 3.1: Images of Pavement Quality Index Inspections Compared to Asset Management Condition Rating .................................................................................................................................................................... 16 Figure 3.2: Map of County Road Network SAR Condition Rating and Level of Connectivity................17 Figure 3.3: Images of Bridge Condition Inspections................................................................................. 18 Figure 3.4: Images of Culvert Condition Inspections................................................................................ 19 Figure 4.1: Age Distribution of Road Sections..........................................................................................25 Figure 4.2: Distribution of Road Surface Types........................................................................................25 Figure 4.3: Road Network Condition.........................................................................................................26 Figure 4.4: 2020 Planned Road Network Rehabilitation...........................................................................27 Figure 4.5: Average Age of Bridges and Culverts.....................................................................................28 Figure 4.6: Percentage of Anticipated 10-Year Expenditures for Bridges and Culverts...........................30 Figure 5.1: Graphical Representation of Lifecycle of an Asset.................................................................33 Figure 5.4: Annual Budgeted Expenditures for Road Network.................................................................34 Figure 5.5: Annual Bridge and Culvert Capital Expenditures...................................................................35 Figure 5.6: Ad Hoc Environment...............................................................................................................39 Figure 5.7: Recommended"Enterprise" Environment..............................................................................39 Figure 7.1: Cumulative 10 Year Infrastructure Gap Visual(Transportation Services) .............................44 LIST OF TABLES Table2.1: Inventory and Valuation...........................................................................................................9 Table 3.1: O.Reg 588/17 Levels of Service Metrics and Structures Assets ..............................................13 Table 3.2: O. Reg 588/17 Required Levels of Service Metrics (Transportation Services)........................14 Table 3.2 (Continued) O. Reg 588/17 Required Levels of Service Metrics (Engineering Services)Performance Measure: Technical Focused.......................................................................................................................15 Table 3.3: Levels of Service Metrics—Foundational and Advanced(Transportation).............................20 Table 3.3 (Continued) Levels of Service Metrics—Foundational and Advanced(Engineering Services)Performance Measure: Technical Focused.......................................................................................................................21 Table 3.3 (Continued) Levels of Service Metrics—Foundational and Advanced(Engineering Services)Performance Measure: Technical Focused.......................................................................................................................22 Table 3.3 (Continued) Levels of Service Metrics—Foundational and Advanced(Engineering Services)Performance Measure: Technical Focused.......................................................................................................................23 Table 4.1: 2020 Bridge Projects.................................................................................................................31 Table 5.1: Structural Adequacy Rating......................................................................................................32 Table 5.4: County Structure Age Pro Page 3 191 LIST OF APPENDICES Appendix A—Elgin County Road Network Documents Page 4 192 1.0 INTRODUCTION 1.2. Significance of Municipal Infrastructure The Corporation of the County of Elgin ("County of Elgin" or "County") infrastructure systems are the backbone of our communities. They support a range of municipal services that enable the quality of life experienced by residents,businesses, and other stakeholders. The County's Asset Management Program is designed to enable management of infrastructure assets in a way that connects strategic Council and municipality objectives to day-to-day infrastructure investment decisions. The County's Asset Management Plan (AMP)is a tactical outcome of the Program, setting out the current plan for the County to manage its $831 million worth of core transportation infrastructure. This is accomplished by: • Aligning with the Provincial regulatory landscape,meeting the requirements of O.Reg 588/17, and positioning the County for grant funding applications. • Understanding the current state of the infrastructure systems. • Measuring and monitoring Level of Service (LOS) metrics to quantify how well an infrastructure system is meeting expectations. • Establishing asset lifecycle management activities (i.e.how infrastructure is operated, maintained, rehabilitated and replaced). • Determining the optimal costs of the asset lifecycle activities required to ensure the infrastructure systems provide service levels that meet municipality expectations. • Establishing a financial strategy to fund the expenditures that are required to complete the optimal lifecycle activities for Council's approval. • Prepare conclusions and provide recommendations resulting from the data analysis performed. Based on the existing County budget, the infrastructure gap based on existing asset condition of the road network, bridges, and culverts is expected to grow to $47 million within the Plan's 10-year period of analysis. The County's proposed strategy is to mitigate the annual growth of the infrastructure gap. The strategy is to balance the affordability of municipal taxes with the needs of the County. Failing to address growing infrastructure needs will result in increased risk of infrastructure failures that will negatively affect the quality of life through more frequent impacts like road closures, structure failures, etc. Failure to take care of a minor repair in the short term can lead to more costly solutions in the future. The County's projected life cycle investment plans currently do not meet the needs of our infrastructure.If nothing is done to address the projected shortfall, the infrastructure gap will continue to grow, resulting in an untenable situation. The most efficient way to manage our assets is through well planned investments; making the right investment at the right time for the right amount. Page 5 193 The Program areas and services that are included in the scope of the 2019 AMP first focuses on the County Road Network and Structures. A future update to the AMP is required to incorporate the following additional County areas and services: • Stormwater • Corporate Facilities • Long Term Care • Cultural Facilities • Information Technology • Fleet 1.3. Ontario Regulation 588/17 (O. Reg 588/17) PRECURSOR In 2012, the Province of Ontario published `Building Together: Guide for Municipal Asset Management Plans' (AMP) to encourage and support municipalities in Ontario to develop AMP(s) in a consistent manner. In 2015,Ontario passed the Infrastructure for Jobs and Prosperity Act which affirmed the role that municipal infrastructure systems play in supporting the vitality of local economies. After a year-long industry review process, the Province created Ontario Regulation 588/17 — Asset Management Planning for Municipal Infrastructure under the Infrastructure for Jobs and Prosperity Act. O.Reg. 588/17 further expands on the Building Together guide, mandating specific requirements for municipal Asset Management Policies and Asset Management Plans,phased in over a five-year period. O. Reg 588/17 has a phased approach with three deadlines of July 1, 2021, July 1, 2023, and July 1, 2024. The July 1, 2021 and July 1, 2023 deadline are where `Core' assets (road, bridges, etc.) and all County infrastructure assets, respectively will have an asset management plan documenting current levels of service. The final deadline (July 1,2024)is to document proposed levels of service and financial strategies to fund these expenditures. REQUIREMENTS ACHIEVED FOR THE 2019 AMP For directly-owned County infrastructure assets, this AMP is compliant with the July 1, 2021 and July 1, 2023 Regulation requirements. Furthermore, it also includes some components of the July 1, 2024 requirements. 1.4. County of Elgin The County is located in the Province of Ontario. It is an upper-tier municipality, subdivided into seven lower-tier municipalities. The County is located in Southwestern Ontario, south of the City of London, and borders Lake Erie on the south. The County is approximately 1,820 square kilometers in size, and has a population of nearly 50,000.Figure 1 illustrates the location of the County. Page 6 194 Location Map x'M - r wdurY o�&Jk RACn, f 14J rk 1';I'#6 Ifltl'1 � wo gym^ R l N f C r '''{{{��ppp tlA ens «w nr,.rovmrw LegendovM a uArnd y 3 Y4 C'.olurw"Id Vkp,p ruu ro Figure 1: County of Elgin—Location Map 1.5. Development and Continuous Improvement of the AMP This AMP is the culmination of efforts from staff across our organization who are involved with managing infrastructure assets,including finance staff involved with funding capital projects and operating programs, technical staff involved with planning and executing the construction of infrastructure assets, and on-the- ground staff who operate and maintain infrastructure assets. Moving forward, their involvement will continue to ensure that future editions of the plan remain relevant and useful in properly managing the County's infrastructure assets. 1.6. Corporate AMP Scope This Corporate AMP first focuses on the County's road network and structure infrastructure assets that provide services to our communities.The County's approach is to take a service-focused perspective to the Corporate Asset Management Program, and therefore the transportation infrastructure systems are described as follows in terms of services & service areas rather than asset category: • Roads&Structures-Roadways include those classified as major arterial, minor arterial, collector, local, or suburban links as defined in the County ofElgin Roads Plan and Policies(February 2009) with the inclusion of road base, asphalt, curb and gutter, storm sewers, and traffic islands. Road structures include bridges, majorhninor culverts,pedestrian tunnels, and major retaining walls. The County is an upper tier municipality, subdivided into seven lower-tier municipalities. Responsibility for maintenance of infrastructure is divided between the upper- and lower-tier municipalities. The subdivided municipalities are responsible for the majority of the infrastructure within the County. It is the responsibility of the County to maintain major arterial and collector road network and structure Page 7 195 infrastructure belonging to the County. Road and structure (bridges and culverts) infrastructure within the County includes: • 689 kilometers of paved roads (601 asphalt+ 88 surface treated); • 58 bridge structures; • 84 culvert structures; • 2 pedestrian tunnels; • 4 retaining walls; • 36 standalone street lights • —7,725 traffic signs; and, • 33 traffic control signals and beacons. 1.7. AMP Limitations The AMP is a tool which is meant to be used to inform decision making. Other political, social, and environmental considerations should also be considered in planning capital investments. However, the AMP should provide a foundation on which those decisions are made. In addition, the usefulness of the AMP is directly related to the quality of data used in its analysis. County Staff involved in this AMP were committed to data accuracy, yet some assumptions had to be made in extenuating circumstances. Yet as a whole, the AMP provides an accurate approximation of the County's current and future infrastructure needs. The following points summarize the assumptions and limitations of this AMP: • The scope of this Plan covers the assets directly owned by the County. • This AMP is compliant with the 2021 and 2023 requirement of O. Reg. 588/17 for directly owned County assets. Additional effort will be required by the County to establish the proposed Level of Services (and associated costs impacts) to meet the 2024 requirements. • The County has not implemented an asset risk management strategy although one has been drafted and is planned for full implementation over the next few years. • The County addresses condition information in three ways: i. Condition may be technically assessed and reported on in a quantifiable technique. This method is the most accurate and most expensive (e.g. Structural Adequacy Rating). ii. Condition may be assumed based on age and estimated useful life. iii. Finally, condition may be based on the expert opinion of staff using the asset. • Unexpected events (e.g. climate change, weather patterns) will not disrupt infrastructure replacement and renewal pro]ects over the period of analysis. • In order to meet the investment requirements identified in this Asset Management Plan, a significant incremental increase in taxes will be required. The double-digit increase, if implemented all within one year would place an undue burden on rate payers. To avoid this, an incremental 1.6%increase in each of the next 10 years is proposed. In the interim,while the gradual escalation of taxes occur,incremental debt will be required to provide the needed cashflow to fund the increased investment in our infrastructure. Page 8 196 z. PROJECT METHODOLOGY The general methodology we have adopted has been to follow the best practices from the National Guide to Sustainable Municipal Infrastructure (2002), also known as the InfraGuide. The approach is described in five steps and was designed to help asset managers assess the level of service currently provided by their tangible assets.It allows asset managers to make fact-supported infrastructure investments decisions,while maximizing the effectiveness of available funds. In developing an AMP for the County, each of the five steps, and their key elements, as presented below, were addressed. Each step is described in detail in the sections below. 1. Infrastructure Data Inventory- What infrastructure do you own? ➢ Analysis of existing data and optimization of data sources; ➢ Transfer of physical characteristic information into databases; and ➢ Document inventory of all assets. 2. Replacement Costs- What is it worth? ➢ Define bench-marking unit prices for replacement; ➢ Calculate replacement costs of all assets; and ➢ Input information in analytical tools. 3. Condition Assessment- What is its condition and remaining service life? ➢ Review of condition assessment data; ➢ Transfer of condition data to analytical tools; ➢ Computing condition assessment indices where appropriate; ➢ Statistical analysis of defects to assess life expectancy; ➢ Determination of service life of all infrastructure assets; and ➢ Comparison with industry standards and definition of acceptable level of service. 4. State of Local Infrastructure Analysis- What needs to be done to rehabilitate, replace, operate and maintain these assets? ➢ Upload condition data in asset management tools and process information; ➢ Review the effect of different repair alternatives; ➢ Consideration of lifecycle costs and extension of service life; and ➢ Determine financial requirements to address needs identified. 5. Asset Management Strategy- What should be done first and how much will it cost? ➢ Consideration of selected"what if'expenditure scenarios; and ➢ Production of a prioritized short and long-term AMP. The final part of this report which could be incorporated as an additional question to the list above is—How will you finance your plan? To answer that question, we have reviewed a variety of financing strategies which could be implemented to address the needs of all assets while maintaining an acceptable level of service to the residents. Page 9 197 2.1. Infrastructure Data Inventory The County already possesses a large amount of inventory and condition assessment data in a variety of formats. Table 2.1 below summarizes the asset inventory and valuation for the roads, structures,and traffic assets. Major Arterial 31.3 km $ 26,300,606.30 Roads Minor Arterial 274.94 km $ 271,974,721.19 Collector 354.24 km $ 321,034,428.00 Local Road 15.93 km $ 12,188,701.29 Suburban Link 12.34 km $ 12,206,910.81 Bridges 58 Ea. $ 122,732,694.00 Structures Culverts (greater than 3m 84 Ea. $ 56,496,425.00 span) Pedestrian Tunnel 2 Ea. $ 300,000.00 Retaining Walls 4 Ea. $ 3,500,000.00 Street Lighting 36 Ea. $ 140,883.84 Traffic Traffic Signs —7,725 Ea. $ 1,737,112.49 Signals & Beacons 33 Ea. $ 2,200,000.00 Table 2.1: Inventory and Valuation 2.1.1. Road Network Inventory Prior to preparation of the AMP, County staff had created a digitized road network database. Information such as year of construction, surface type, and pavement widths were some of the attribute information that was required in the development of the AMP. 2.1.2. Structures Inventory The point assets considered within this AMP include bridge and culvert structures three meters or larger in span. The main source of information for these point assets were reports created to respond to Ontario Structure Inspection Manual(OSIM)requirements.To meet the requirements set out in OSIM,all structures on Ontario highways must be inspected at systemic intervals, based on defined technical and material standards. Full reports were developed for the structures within the County,providing detail on condition, physical attributes and recommendations for future needs and rehabilitation. County staff, reviewed all OSIM and PSAB data and made appropriate adjustments to parameters such as service lives and replacement cost of an asset. The goal was to cater the existing information on current infrastructure conditions to the AMP development process. 2.1.3. Traffic Asset Inventory To meet transportation needs, the County owns and operates an extensive inventory of static, electrical and electronic Traffic infrastructure valued at over $4 million. Assets range from street lighting units, to regulatory and informative signage,and road line markings.Table 2.1 above summarizes the asset inventory and v ation for the Traffic assets. Page 10 198 Traffic infrastructure is broken down into three categories: Street Lighting, Signals&Beacons, and Traffic Signage. Maintenance and upkeep of Lighting and Signals assets are contracted out to a third parry. However, operating activities are undertaken by County staff. The contracts and Provincial standards govern asset performance and the timing of work. The County also maintains road signage and line markings. Major and minor regulatory signage is governed by the Highway Traffic Act, and local bylaws, respectively. Guidance or Information signs are posted as defined in the Ontario Traffic Manual. 2.2. Replacement Costs Calculating the replacement costs of infrastructure assets provides insight on the existing financial investments on municipal infrastructure networks. To calculate overall replacement costs, County staff utilized unit construction costs based on recent construction activities completed in the area. Calculation of replacement costs for point assets involved assigning an average unit cost per square meter of deck area to each bridge,and per meter of length for culverts.The replacement costs were dependent on the construction type and overall size of each structure. The replacement costs calculated by County staff were developed from previous project experience. 2.3. Condition Assessment The generation of condition indices, using consistent and repeatable techniques, is essential in comparing assets and identifying needs in all types of infrastructure. These indices are used to track improvements to the level of service in the condition of the asset network in the form of financial investment. The County already has performance data on their road network which was summarized using an index called Structural Adequacy Rating (SAR). That index was correlated to a Performance Index(PI) the road network ranging from 0 to 1, with I representing an asset in perfect condition. This conversion was required for processing of the data in the asset management tool. Once all assets were assigned a condition rating, knowledge of assets and technical expertise were used to determine rating level which represented the minimal level of service that can be provided to the residents. Any components of infrastructure rated below the minimal rating are considered in needs of repair to improve the level of service. The minimum rating, or level of service,is called the -Threshold of Acceptability of an asset. The following Figure 2 illustrates graphically an example of performance thresholds and deterioration model used for road networks. Page H 199 Road Deterioration Model 1.00 M 0.90 w " MEMEMMO « « « « « « « « « « « « 0.80 Pr et7t rtlio°r tairr$r Warn ce IP.i i 9 i& 9 i& 9 i,9 0.70 Ewe s ill➢u d�C n't" 0.60 C7 O.M Rehabilitation 0.40 voommm 0.30 0.20 Is N w 0.10 � 1,4a°u'a1maIf111ua'ifBr111 ouuuuuuuuum 0.00 0 5 10 15 20 25 30 Age(years) Figure 2:Deterioration Model and Threshold of Acceptability 2.3.1. Road Network Condition Assessment Process The County has a highly developed Structural Adequacy Rating system which is used to summarize the results of condition assessment surveys carried out on all the roadway sections in the network on a regular basis. This survey provides a more accurate indication of the condition of the road surfaces, and better prediction of roadway deterioration. This information was used to analyze the road network over time. 2.3.2. Bridge and Culvert Condition Assessment Process Condition assessment surveys have been carried out on the bridge and culvert point assets earlier this year through the OSIM report program. The detailed condition assessment evaluated the condition of the elements of each structure, and identified elements requiring repair, however did not attribute condition indices to the structures. Therefore, it was decided to take an approach based on year of construction and remaining service life in determining condition indices. The OSIM and PSAB databases contained information on year of construction, service lives and replacement costs, which were used to approximate timing for rehabilitation and replacement of those assets. The approximations were reviewed and adjusted in some cases to better reflect actual condition of some assets. Page 12 200 3. DESIRED LEVELS OF SERVICE 3.1. Municipality Objectives Every municipality must develop objectives on the expected quality of life desired in their municipality and a vision for the future. These are established either through a structured process (such as a comprehensive municipality plan) or by other means. The objectives and vision usually include elements of health and safety,social wellbeing,economic and cultural development,and other factors.Municipality objectives rely heavily on the ability of the existing infrastructure to support such plans. In many instances, the objectives call for new infrastructure that the municipality will have to operate and maintain for generations. Levels of service have to be aligned to the strategic direction of the municipality. Appropriate levels of service must consider the municipality's ability and willingness to tolerate risk. The costs associated with the levels of service need to be established and evaluated in view of the capacity of the municipality to support them. Ideally, each municipality should use this process to define their acceptable level of service. Once determined, all assets would need to be reviewed and compared to the municipality's expectations. Action plans on remedial measures would have to be developed to close the gap between expectations and reality, if physically and financially possible. 3.2. O.Reg 588/17 Requirements 0. Reg. 588/17 requires legislated municipality levels of service for core assets. Municipality levels of service use qualitative descriptions to describe the scope or quality of service delivered by an asset category. Examples of legislated municipality levels of service include a map showing the different levels of road class pavement conditions or images that illustrate the different condition of bridges and how this would affect use of the bridges. 0.Reg.588/17 also requires legislated technical levels of service for core assets.Technical levels of service use metrics to measure the scope or quality of service being delivered by an asset category. Examples of technical levels of service include average surface condition for paved roads based on the Structural Adequacy Rating Value or the average bridges conditions based on Bridge Condition Index value. The following Table 3.1 below lists the performance measures that are included in the O.Reg 588/17 requirements for Roads and Structures assets. References are provided to show where 0. Reg 588/17 requirements have been attained: Page 13 201 Table 3.1 O.Reg 588/17 Levels of Service Metrics for Roads and Structures Assets aaoi • Description or images that illustrate the • Average surface condition(e.g.excellent,good, different levels of road class pavement fair or poor)for unpaved roads. (Table 3.2) condition. • Description or images of the condition of • For bridges in the County,average bridge bridges and how this would affect use of condition index value. (Table 3.2) the bridges. (Figure 3.3) • Description or images of the condition of • For structural culverts in the County,average culverts and how this would affect use of bridge condition index value.(Table 3.2) the culverts. (Figure 3.4) • Description,which may include maps,of • Average surface condition(e.g. excellent,good, the road network in the County and its fair or poor)for paved roads. (Table 3.2) level of connectivity. (Figure 3.1 and 3.2) • #of lane-kilometres of major arterial roads as a proportion of square kilometres of land area of the County.(Table 3.2) • #of lane-kilometres of minor arterial roads as a • Description of the traffic that is supported proportion of square kilometres of land area of the County.(Table 3.2) by County bridges(e.g.,heavy transport . #of lane-kilometres of collector roads as a vehicles,motor vehicles,emergency proportion of square kilometres of land area of vehicles,pedestrians,cyclists). (Table 3.2) the County.(Table 3.2) • #of lane-kilometres of local roads as a proportion of square kilometres of land area of the County. (Table 3.2) • #of lane-kilometres of suburban link roads as a proportion of square kilometres of land area of the County.(Table 3.2) • %of bridges and culverts in the County with loading or dimensional restrictions. (Table 3.2) Other level of service performance measures are related to Corporate Values of Cost Efficiency, Scope, Operational, Accessibility, and Environmental Stewardship. The metrics that go beyond the foundational or regulation required metrics are considered advanced. They indicate service areas have documented planned approaches for operation and maintenance of infrastructure, and have considered trending indicators if the result is planned to be decreased, increased, or to be approximately equal in future years. Foundational and advanced metrics are listed in Table 3.3. Page 14 202 ............................... 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Qoo o ° Q moo ° pv uuuuu 1 O U " s > ° ° > a a > � � O > o O a° � U E o a_ >; ppti lull u� O 0) Q) a C a O Q O s a_ W N b i ,,,,,,,,,,,,,,,,,,, J � � N �Iln O u � � H W y O N �plll N U G / c O Q 7 U O O R'miroiouuu j Z Lil ��m��» �DIIIUIUI 3.3. Determining Appropriate Levels of Service for Elgin County For this project, a full municipality consultation process for establishing levels of service has not yet been conducted. The process followed was mostly based on the Asset Understanding, which considered the physical and functional characteristics of an asset to define a measurable index that can be monitored over time. Condition indices were determined as described in Section 2.3: Condition Assessment.By combining this information with staff knowledge, it was possible to determine if the current levels of service provided to the residents were appropriate. Once acceptable levels of service were established, the information was used to identify current and future infrastructure investment requirements. Page 25 213 4. STATE CA INFRASTRUCTURE Transportation infrastructure is such a crucial part of daily life that it is often taken for granted. When somebody leaves their home,they use a transportation service.Good roads and structures promote business, create employment, provide social opportunities, create markets, and save lives. When transportation infrastructure is deficient, congestion escalates, the frequency of accidents increases, wear and tear on vehicles worsens, emergency response deteriorates, the environment is negatively impacted, business suffers and opportunities are lost. The importance of efficient transportation is essential to building a strong economy and improving the quality of life for our citizens.The County contributes to the local economy and quality of life by supporting the safe and efficient movement of people and goods using transportation infrastructure, while managing the growing cost of transportation. Traffic assets are used to support reliable, efficient, and safe transportation through pedestrian/vehicular traffic control, appropriate lighting, signage, and pavement markings. Each of the County of Elgin's member municipalities operates and maintains County roadways, bridges and traffic infrastructure within their respective jurisdiction, thus enabling safe and effective travel. The County's Engineering Services Department is responsible for planning and operational management of this critical infrastructure. In addition, the County owns and maintains different types of cycling facilities whether they are shared, designated or separated facilities. The County has a detailed infrastructure database,which was used to provide detail for the state of the local infrastructure. 4.1 Road Network 4.1.1 Asset Inventory The County road network includes 59 roads, which are further divided into a total of 248 unique road classification sections,totaling 689 kilometers. The characteristics of road sections within the network vary, including variations in the age of surface and surface type of each. The age of the surface for each section was determined using the date of last rehabilitation or resurfacing. The following Figure 4.1 illustrates the distribution of the age of surfaces of the road sections within the network. Page 26 214 Figure 4.1 : Age Distribution of Road Sections 16o.00 20.8% 140-00 16.8% 120.00 tn 100.00 M WF- 11.8% 12.1% 12.5% 80.00 10% 20.2% 0 60.00 5.7% 40.00 20 00 iii .............. The road sections which make up the road network are varied in surface type. Some roads remain in their original constructed state,while others have been resurfaced, or entirely reconstructed. Based on the level of distress of the road surface, the County employs one of multiple available methods to rehabilitate the road segment,resulting in a network consisting of various surface types.Figure 4.2 shows the distribution of road surface type of the County road network. Figure 4.2: Distribution of Road Surface Types 88km HIM ...................................................................................................................... Page 27 215 4.1.2 Infrastructure Condition The condition of the County's road network is important in determining the needs of the overall network and is evaluated based on condition on an annual basis utilizing a system to determine the condition of the road sections in their network, by means of a Structural Adequacy Rating (SAR) attributed to each road section within the network. The SAR is determined using a combination of visual rating with surface distress and longitudinal profile(wheel path roughness)data collection for each road section,and is defined on a scale from 1 to 20, with 1 representing the highest level of distress, and 20 the lowest. The SAR is indicative of the necessity for rehabilitation of the road section and the anticipated remaining lifespan. Results are analyzed and used to establish the pavement quality for each road segment in the County. The overall network condition was determined through the consideration of the SAR rating attributed to each section in combination with the length of that section as a portion of the entire network.Figure 4.3 below illustrates the percentage of the road network at each SAR,based on the combined section lengths for each rating. Figure 4.3: Road Network Condition 0 z5.o/o o 1 .2% av, zo.o/o � M c v k2 aj aj ......... 15.0% ...........................................................................................................................................................a3' ..9% 14 7% 13.0% v 11.2% 103% O 10.0D/U „ , , , , „a H` Z roa 5.y% 0 c� 5.0% The road network overall is relatively in fair condition,resulting in an average current condition of the road network of approximately 14.9 out of 20.These values indicate that the road network currently provides an adequate level of service to the residents. Page 28 216 � / lll�l� • • • • • �1�� 1111 • • • " ® • 1,4 r, • . • . . rky• • • 4.1.3 Estimated Asset Value Without asset management tools, it is almost impossible to determine the long-term effect of inadequate budget allocations. Yet, it is important for a municipality to determine if the current level of funding is appropriate to continue to provide an adequate level of service to its residents.It is also essential to allocate adequate funding to ensure sustainability of the assets in the future. For the County, the replacement value of the road assets was estimated at over$643 million. 4.1.4 Current Needs Summary The current needs for the County road network are mostly based on the condition of the road. In addition, there may be instances where a road section is considered for rehabilitation prior to incurring a needs-based requirement, where it is deemed practical and cost-effective, or additional requirements. In 2020, it is expected that$11,900,000 will be required for 14 road rehabilitation and reconstruction projects. This road network improvement total is further organized into six categories of needs, including microsurfacing, single lift resurfacing (Asphalt RI), recycling then resurfacing (Recycling + RI), full reconstruction (Construction), and others. The distribution of needs for each of these categories is shown in Figure 4.4. Figure 4.4: 2020 Planned Road Network Rehabilitation 12.53 km $1,950,000 B Resurfacing 3.70km � 1 �l a Surface Rehabilitation $5,045,000 Ts Surface Treatment/Microsurfacing V Dui a " M Urban Reconstruction I � 1.86km it Double Microsurfacing $2,840,000 5.89km 3.32km aRural Reconstruction $330,000 $350,000 18.42km $555,000 Page 29 217 The majority of the needs currently incurred by the road network can be remedied through resurfacing.The majority work required for 2020 consists primarily of recycling then resurfacing the existing pavement surface. 4.2 Bridges and Culverts Assets falling under the Structures category are classified based on purpose. Bridges and Culverts are vehicle crossing structures; Pedestrian Tunnels are underground structures that support pedestrian movement under roadways; and Retaining Walls are engineered structures used to stabilize large embankments. Bridges, Culverts and Pedestrian Tunnels are inspected in accordance with Provincial Legislation (Reg. 104/97 Public Transportation and Highway Improvement Act) and are maintained as needs dictate within budget allowances. In fulfilling this regulated requirement, the County retained the inspection services of Spriet Associates to prepare the most recent Bridge and Culvert 2019 Inspection and Assessment Report which contains the individual bridge and culvert inspection reports having following the Ontario Structure Inspection Manual (OSIM) format. Bridge and culvert inspections were completed from March to August 2019 and were generally limited to ground level visual reviews, and do not include subsurface geotechnical investigations or any materials analysis of bridge components. 4.2.1 Asset Inventory Bridge and culvert infrastructure in the County are considered within the AMP as being structures three meters in size or larger. This included analysis of 58 bridge structures, and 84 culvert structures. The County's bridge infrastructure varies in construction type, but includes mostly concrete and steel I- beam structures. The average life expectancy for a concrete bridge structure is 75 years, and 50 years for steel.The following Figure 4.5 illustrates the distribution of the age of bridge and culvert structures within the network. Figure 4.5: Average Age of Bridges & Culverts 18 .... .... .... .... .... .... .... .... .... .... .... ......... i6 14 ... ...... ......... ......... ......... ............. IN 0 6 1 j 11111 E4 si 4 .. o ,... ...... Page 30 218 4.2.2 Infrastructure Condition By law,the County conducts detailed inspections of all of their bridge and culvert structure every two years. Bridge inspectors are trained engineers and technicians with several years of bridge-related experience, and must also follow the guidelines in Ontario's Structure Inspection Manual (OSIM). This manual provides inspectors with specific inspection procedures that must be followed during all structure inspections. When a structure is inspected in detail every 2 years, the trained inspector reviews and rates each structure component. These ratings are used to determine the structure's current value using the Ministry of Transportation's Bridge Condition Index (BCI) weighted average simplified method. Such method for bridges only considers the deck, beams, barrier, and sub-structure elements, while for culverts simply considers barrel and the inlet/outlet treatment elements. The County uses the BCI to plan maintenance and repairs. The index does not indicate the safety of a structure. The average BCI rating of all County bridges is 86, thus meaning the bridge structure inventory is in good condition. Conversely, the County's bridge inventory average age was determined only to have 33% of its lifespan remaining. Bridge The County's culvert infrastructure includes structures typically constructed of steel and/or concrete. The network includes primarily precast box culverts and corrugated plate steel culverts. The average life expectancy for concrete culverts is 75 years, and 50 years for steel. The County uses the same BCI evaluation system to plan maintenance and repairs for culverts. Through such process it was determined that the average BCI rating of all County culverts is 92,thus meaning the bridge structure inventory is also in good condition. Here again conversely based on the County's culvert inventory average age, it was determined that only 25% of its lifespan remains. All goo I Culvert Structures Overall _ �[ 219 4.2.3 Estimated Asset Value Without the appropriate asset management tools implemented,it is almost impossible to determine the long- term effect of inadequate budget allocations. Yet, it is important for a municipality to determine if the current level of funding is appropriate to continue to provide an adequate level of service to its residents. It is also essential to allocate adequate funding to ensure sustainability of the assets in the future. For the County, the value of the bridge and culvert assets was estimated at approximately $122.7 million for bridges, and approximately$56.5 million for culverts,totaling over $179 million. 4.2.4 Current Needs Summary The current needs for County bridges was determined based on the rehabilitation and needs recommendations identified by Spriet Associates and detailed within the OSIM report for each structure,in addition to the year of construction or last replacement of each structure and the life expectancy. A full replacement of the structure is typically recommended at the end of a structures anticipated service life. Additional costs to be incurred prior to full replacement are rehabilitation items identified within the OSIM reports, each of which has a timeline for completion and associated costs. Based on the results of the current needs analysis,it's estimated that bridge and culvert needs over the next 10 years (2020-2029)will total$25,017,284,broken down in Figure 4.6. �!I I +t ri4llpipppi++ri�kkp�� ";IrrB I The large expenditure is mostly for assets that have theoretically reached the end of their service life. Continued biennial OSIM inspection of structures will likely result in spreading that amount over a number of years based on actual further field inspection. It is evident that the majority of expenditures anticipated over the next 10 years will be required to replace several bridge structures,whereas approximately only 3%of the cost for bridges will be required for culvert replacement and rehabilitation. Page 32 220 The results of the analysis for work required on bridges in 2020 identified 3 rehabilitations and 1 full bridge replacement as per OSIM surveys, in addition to ongoing efforts to replace both the Port Bruce Bridge (B 19)and Meeks Bridge(B24). The total value of this capital investment is estimated at$10.1 million.The balance of rehabilitation work identified within the OSIM surveys for 2020 generally consist of minor repairs, and do not carry high costs. The total work for culverts generally only involves minor repairs works as per OSIM surveys. The total investment planned for culvert project over the next 10-years is $795,906. In addition to the analysis results presented above, the County has identified the following bridge projects to be undertaken in 2020. Table 4.1 lists those projects: Network Project Location Expenditure Bridges BO1 —Bothwell Bridge Rehabilitation—Detailed Design West Elgin $100,000 (partnership with Middlesex County and Chatham-Kent) Bridges B 18—St.George Street Bridge Rehabilitation Central $310,000 (partnership with City of St. Thomas) Elgin Bridges B19 -Port Bruce Bridge Replacement Malahide $5,150,000 (senior government funding in the amount of$4,166,500 has been announced). Bridges B24—Meeks Bridge Replacement—Municipal Class Southwold $250,000 Environmental Assessment&Detailed Design Bridges B92 -Kimble Bridge Replacement Southwold $480,000 Bridges B99—King George IV Lift Bridge Rehabilitation Central $6,070,000 Elgin Page 33 221 5. ASSET LIFECYCLE MANAGEMENT STRATEGY 5.1 Road Network 5.1.1. Condition Assessment The County currently maintains a comprehensive MS Excel-based asset road network segmented database. The database was used, in conjunction with details regarding the processes and requirements, for road network rehabilitation and replacement to develop a system through which road improvements are managed. The processes through which a road segment is selected for rehabilitation take into consideration factors in addition to the condition,including: • Capacity/growth • Drainage requirements • Roadside environment • Construction history • Planned work by others The most reproducible technique for determining which road segment requires rehabilitation is through analysis of the structural adequacy rating(SAR),which corresponds to a level of distress of the road surface, as described in Section 4.1.2.The County has defined aprioritized list of actions to be undertaken at varying degrees of distress, as detailed in Table 5.1. Value Distress Actions 20 Distress<5% None 19- 15 Distress 5 - 15% Crack Sealing,Patching,Microsurfacing,RI,MRI 14- 12 Distress 16-25% R1,MR1,PRl,CIREAM/R1 11 -8 Distress 26-35% PRI,CIREAM/Rl,MR2,PR2,Reconstruction 7- 1 Distress>35% Reconstruction, Surface Treated Roads Each SAR bracket is associated with a list of suggested actions. Additional factors, as listed above, are considered when determining the most appropriate action to be undertaken to a road segment, at the discretion of the County. Further details provided by the County regarding SAR ratings can be found in Appendix A. Because of the high level of intricacy in determining the timing and action type for maintenance of each road segment within the system,it is recommended that the short-term asset management planning,within a timeframe of 10 years from the present, continue in this manner. Retaining the County system to characterize the work to be done allows the system to be inter-connected with additional information and reference to rehabilitation guidelines easily feasible. The County compiles annual cost information associated with each rehabilitation method used. The cost information provides breakdowns of individual components for each rehabilitation method, and costs per kilometer of road being rehabilitated, details for which can be found in Appendix A. These values were used to determine the expenditures for road work in the plan. Page 34 222 5.1.2. Network Condition Lifecycle Using asset management software,it is possible to analyze the infrastructure needs into the future, and the impact of allocated funding on the overall network condition. Purchase and implementation of asset management software is recommended and will assist County staff in determining what funding levels are required to increase, decrease or maintain the current condition of the network. As noted in Section 5.1.1,the considerations used in the development of the asset management plan as used by the County are intricate and subjective in nature, and dependent on a range of variables. The typical lifecycle of a road segment within the County is illustrated by the grey solid line in Figure 5.1. Lifecycle of Road Assets c xxl .. uad'rn If I o dc ➢Avzll 7 G C 1 dgi -I S.rfa u I V'ui fC esnri Rd,Oo f dt[nn a Pmiar. 2 ti ` y Ilkcmr vfci ka I {rl,4nriir RC svnfixing,; r i o, B.we ¢ 1 Very Pco,,r d � 41 0 10 20 30 40 50 60 70 80 90 Age of Pavement:(years) Figure 5.1: Graphical Representation of Lifecycle of an Asset The figure demonstrates a typical rehabilitation schedule for a road segment,using different rehabilitation options, and their rate of deterioration. As demonstrated in the figure, road network maintenance can be undertaken using a number of rehabilitation options, which are incurred at different road condition levels. The lifecycle presented is considered typical, and the type of rehabilitation, condition level trigger and sequencing of works are all subject to change at the discretion of the County. 5.1.3. Lifecycle Management Approach The general approach to forecasting the cost of the lifecycle activities that are required to maintain the current performance of the LOS metrics is to ensure that the proportion of assets in poor or very poor condition remains relatively stable. Staff then consider the optimal blend of each lifecycle activity to achieve the lowest lifecycle cost management strategy that balances costs with the forecasted change in the condition profile of each asset type. 5.1.4. Current Budget Condition Profile The condition profile expected from the current budget can be forecasted with asset management tools by using the same logic related to condition degradation rates and appropriate condition triggers for Page 35 223 rehabilitation/replacement activities, but the budget is constrained to the current level of planned expenditures.If there is insufficient budget in any particular year to complete a rehabilitation or replacement activity on an asset that has reached its condition trigger, then the asset remains in a Poor or Very Poor condition state until there is sufficient budget in a future year to complete the lifecycle activity. 5.1.5. Optimum Budget Condition Profile The approach to establishing the optimal budget is to forecast with the appropriate asset management tools the lifecycle activities that are required to maintain the current performance of the LOS metrics. Such analysis would consider the current condition of assets, the rate that the condition is expected to degrade, and appropriate condition triggers for rehabilitation/replacement activities to forecast the condition profile into the future. The variables in such analysis would adjusted until the forecasted condition profile meets the expectation of County staff involved with the management of the assets. The County currently provides a high level of service to its users of the road network based on the current good condition of the County road network. As a road network in good condition has become the standard for the County, it is recommended that efforts be made to continue to maintain this level of service for its residents. The AMP developed by County staff utilized the information and strategies currently in place at the County. The plan provides detailed information regarding the pro]ects planned for the upcoming ten years. The first 5 years of the plan includes abreakdown of specific pro]ects attributed to each year.The sixth to tenth years within the plan do not distinguish between individual pro]ect years, instead allotting a lump anticipated expenditure of approximately $86.8 million for selected pro]ects. The following Figure 5.4 shows the anticipated expenditure for road rehabilitation for the 10-year scenario,including an assumed even division of the lump expenditure over years 2025-2029, as blue coloured bars. The red coloured bars are representative of the budgeted expenditures for bridge and culvert works. Figure 5.4: Annual Budgeted Expenditures for Transportation Network $90,000,000 $8o,000,000 $70,000,000 H $6o,000,000 z 2 $50,000,000 H w $4o 000 000 - Bridges&Culverts Z $30,000,000 Road Network - , $20,000,000 ........ ........ ......... ......... ......... ......... ......... .; ., $10,000,000 $o 2019 2020 2021 2022 2023 2024 2025-2029 YEAR Page 36 224 The budget allocated for bridges and culverts is shown for visualization of the entire budget breakdown. Further detail regarding the usage of the structure portion of this budget is given in Section 5.3. The road network budget allocations for each year within the plan range from approximately $11.5 million to $16.9 million (totaling approximately $145 million over a ten-year period), and were determined to address specific needs identified by the County in an effort to maintain the good quality of the road network. Documents supporting the short-term asset management strategy for the road network as used by the County can be found in Appendix A. 5.2. Bridges and Culverts Network condition indices were not developed for the bridges and culverts. In the case of these structures, a network condition rating is not an accurate way to qualify the condition.The structure network undergoes periodic inspection, through OSIM, which identifies required rehabilitation and condition of structures. Because there are multiple components to each bridge structure, an overall condition index is difficult to determine. Instead the AMP developed for the bridges and culverts was done having considered the remaining life, replacement cost,and recommended rehabilitation actions for each structure; and developed a schedule and anticipated yearly expenditure for a 10-year timeframe. The plan was developed having predominantly considered the rehabilitation requirements defined in the most recent OSIM reports completed for the structures. These recommendations were included in the plan using the anticipated timeline and cost for each. Figure 5.5 shows the capital expenditure anticipated for bridges and culverts based upon the age and life expectancy of the structure. Some lower volume,town line structures have exceeded their service lives and although replacement of these bridges is identified, the plan proposes to continue to rehabilitate as recommended in the OSIM report to extend their service lives rather than complete replacement at a significantly higher cost. Figure 5.5: Annual Bridge and Culvert Capital Expenditures $12,000,000 Z $$,000,000 w w uu�Culverts Z $4,000,000 W Bridges $2,0d0,066 i ,00a Page 37 225 The initial year of the asset management plan indicates comparatively large expenditures from the remainder of the plan.These expenditures are primarily in response due to the backlog of rehabilitation and replacement work which exists, as well as the expiration of the 5-year period for repairs identified to be completed within the 1-5 year period in the 2014 OSIM surveys.It should be noted that the OSIM condition surveys have been legislated by the province and must be carried every 2 years. This is a good process to frequently update the plan and accelerate or delay rehabilitation based on the recommendations of the surveys. 5.3. Current and Future Challenges Discussion 5.3.1. Roads Transportation infrastructure serves a variety of needs from active mobility by walking and cycling, to personal vehicle. Additionally, it supports the economy by enabling the efficient movement of goods and services. An increased transportation infrastructure gap can lower levels of service that are realized in a number of ways including pavement potholes, bridge load reductions, illegible signs, less reliable streetlights and traffic signals, and other distresses. This can result in: • Lower levels of customer satisfaction • Lower levels of road safety • Challenges to personal mobility • Increased liability and claims • Longer times to commute to work and school • Impacts to quality of life The life expectancy of asphalt is 10-20 years. This is shortened when utility cuts occur. The anticipated time to rehab an urban and rural road is now 37 and 48 years respectively, more than double the life expectancy of the asphalt. In extreme cases when pavement conditions deteriorate to very poor conditions, road closures may be necessary. Major roadways carrying heavy traffic volumes result in significant congestion and delays for motorists during times of construction and repair.While this work can be planned during off peak and night time hours, there is a cost premium associated with this approach 5.3.2. Structures Structures form a vital aspect of the County's transportation network creating the connecting links across the various rivers, creeks and tributaries. Maintaining these assets in good, safe condition is important to the prosperity and mobility of our citizens. Between the late 1940's and the early 1990's, the County constructed 100 of its 143 structures or 70% of its inventory. These structures now range in age from 25 to 75 years.Along with the additional 17%of the inventory that is older than 75 years, the majority of our inventory has reached half of its useful life. With regular routine inspection, regular maintenance and ongoing repairs, the design useful life of these structures can be extended. Regular maintenance includes clearing deck drains and expansion joints, and spot deck delamination repairs. While regular repairs are understood to be major rehabilitations which should be done approximately every 15 to 25 years. These rehabilitations typically may include repairs to all necessary elements including the expansion joints abutments, piers, girders, deck, and parapet walls while ensuring that the structure meets current requirements of the Canadian Bridge Design Code. Page 38 226 Structures are expensive for any municipality to maintain. Replacement costs for a bridge run on average $4,000/m', with major rehabilitation work running on average $2,175/m' depending on the size of the structure and the scope of the required work. These figures do NOT include allowances for service improvements such as widening for bike lanes or geometric improvements, nor do these figures include costs for engineering, environmental assessments or temporary support works necessary to complete the work; all of which are typical requirements for a maj or structural rehabilitation. These extras requirements result in the above costs being increased by approximately 25%, or$5,000/m' and$2725/m',respectively. In comparison,the cost to reconstruct a two-lane arterial road,including sewer and watermain replacement and engineering runs in the order of$600/m'. Funding levels have been increasing over the last decade but with the majority of the County's structures beyond the 50-year age range and reaching the end of their expected useful life. These funding levels are inadequate to fully address the inventory needs. This means that the need for emergency,temporary repairs (as well as closures)is becoming more prevalent.These emergency repairs normally require unplanned lane closures or posted load limits and result in significant traffic delays, disruption and/or detours. Examples of the County's inventory of aging structures and recent required emergency repairs/replacement include: • Port Bruce Bridge (1319) - Was constructed in 1964 and was a 3-span reinforced concrete structure. A suspended or"drop in"precast girder centre span (46.6m)was supported by 2 cast in place post-tensioned concrete cantilever spans(22.7m each)that extended from the abutments, over the pier and into the centre span. Total former bridge span was 92m between the centerlines of the abutment bearings,with a total width of 12.9m and total depth of 1.32m. On February 23, 2018, the bridge collapsed as a loaded dump truck was driving across. The structure has been subsequently removed entirely with exception of the south abutment, pier piles and north abutment footings. A temporary single lane panel bridge has been installed 150m downstream to provide vehicular and pedestrian access across Catfish Creek until a new,permanent bridge is constructed. • Airport Culvert (C09) - Is a 3.Im diameter corrugated steel pipe, installed in 1971 and located on Quaker Road,just north of Elm Line in the Municipality of Central Elgin. During the spring of 2018 a depression formed on the asphalt road surface immediately over the culvert,indicative of a subsurface cavity. Quaker Road was immediately closed to ensure public safety and so that the area could excavated and investigated. It was subsequently determined that fill surrounding the culvert was being washed away from water infiltration at the culvert inlet and holes in the bottom of the culvert. In the fall of 2018 repairs were made to install a concrete apron wall and concrete lining of the culvert floor to eliminate the possibility of water infiltration and fill removal around the culvert barrel. The age profile of County Structures itemized below in Table 5.4 highlights that this is just the start of a growing need. Page 39 227 Table 5.4 County Structure Age Profile ilia} Bridges 9 14 26 9 Culverts 7 26 34 17 Pedestrian 1 Tunnels TOTAL 16 41 60 26 Structure projects are complex, multi-faceted, multi-year projects with many stakeholders. Bridge rehabilitation and reconstruction projects typically require environmental reviews and approvals for water crossings, assessments for the impact to Species at Risk (SARS) and appropriate mitigation measures, railway approvals and flagging when working near CN or CP Rail lines. If the structure is over 40 years old,it has to be evaluated for Cultural Heritage. Often existing servicing and utilities (Bell,Hydro,etc.) are suspended below or attached to the side of a structure. Depending on the scope of work required on the structure, all of these issues require additional effort to coordinate and work around during design and construction. While some structures are small, two lane bridges spanning a small creek, many others need a significant commitment to fund a major rehabilitation or replacement. B26 Jamestown Bridge—Deterioration and Delamination of Bearing Seat With current budget allocations and the time it takes to complete the environmental assessments, detailed design and construction work required, multiple years of budget allocation are required to fund any one project. Another aspect of transportation structure rehabilitations or replacements that needs to be identified are the impacts to mobility. These structures provide a connecting link over or under a natural or manmade barrier. When it is necessary to close the structure to complete the work it often results in significant detours for traffic to find another route to traverse the barrier(river or rail line).With vehicles,this long detour is annoying but tolerable.For pedestrians or cyclists, this detour may be challenging or excessive. However, the cost of a temporary pedestrian/cyclist crossing can add $1 million to the cost of the project. On already tight budgets, these temporary costs,if not included,result in significant disruption to the active transportation corridors within Page 40 228 the County. Transportation structures that bridge natural and manmade barriers within our County form the links between communities, support convenient and connected mobility choices, create beautiful places and spaces, and with our heritage structures acknowledge the County's history. Continued strong investment in these assets is necessary to create a safe and accessible County that promotes a connected and vibrant municipality. 5.4. Asset Management Policies 5.4.1. Approach to Data Assembly The County currently manages a large amount of data and information stored in Excel databases. It is recommended to continue that practice but to incorporate additional information related to all other assets and create what is referred to as an enterprise database. This is critical for ongoing infrastructure management activities within the County organization. The database used in preparation of the AMP encompasses asset information that can support multiple business functions. Figure 5.6 and Figure 5.7 illustrate the concept of going from an ad-hoc data environment to a structured enterprise database. AutoCAO& CableCAD Pear q " Files F o N Spreadsheets ArcGIS S ArcIMS '&aR �9 mror"a r Figure 5.6:Ad Hoc Environment Dafa,C:�ting 4 Analyvis fJata CreylionR Raltiliehind �l�t�l ac�ltlies � � 0 ArcIMcifS. RaP9rn f7rawx�„ last d bpe import I 3 d Poe I f I Ir�ru xis r=riI'.m 16i Delp ,. 4�fL�FirS n� I Parks AssM Figure 5.7:Recommended "Enterprise" Environment The recommendation to use the Corporate GIS as the enterprise database is common practice in many municipalities across Canada. Data is maintained in one environment, and accessible by many users. Page 41 229 Relevant information can be exported in external applications for processing of data. The results can then be imported back in the GIS database and accessed/displayed graphically which add value to the information stored in databases. An enterprise database system reduces data redundancy and increases access to information across the organization, and to County member municipalities. The County currently lacks the required in-house GIS technology hardware and personnel expertise, but staff across the organization support the need to implement GIS more than ever before. 5.4.2. Condition Assessment Strategy In continuing to maintain a detailed AMP over time, it is highly recommended that the County acquire detailed condition assessment data on all components of their infrastructure assets. It is critical to ensure the data is current and accurate,in order to maintain a useful AMP. Roads should undergo a full condition assessment every 2-3 years. Given the shorter lifespan of road structures, and high variability in road construction and environment,pavement condition indices are more difficult to estimate over time. Therefore,their condition should be evaluated on a more frequent basis. The approach for condition assessment of point assets, including bridges and culverts, is to follow the mandated approach of inspection of the assets every 2 years. 5.4.3. Maintenance Activities It should be understood that most infrastructure assets will usually reach their expected service lives if routine maintenance is carried out on those assets while in service. Maintenance activities such as crack sealing or slurry sealing a roadway or flushing and cleaning a sewer pipe should be carried out on a regular basis depending on the condition and age of the assets. There are many very good Computerized Maintenance Management Systems (CMMS) in the market that are very helpful and efficient in ensuring sustainability of infrastructure assets. Responsibility for maintenance of infrastructure is divided between the upper-and lower-tier municipalities by way of respective agreements. Each municipality is responsible for the majority of the day-to-day maintenance of County infrastructure within its jurisdiction in accordance will all applicable provincial regulations. Documenting all maintenance activities associated with such infrastructure through the use of a single global CMMS is highly recommended for implementation. 5.5. AMP Update and Evaluation The present AMP has been designed for a time span of 10 years. However, as previously mentioned it should be treated as a living document, which is regularly updated to reflect changes in infrastructure condition. It is, therefore, recommended that the AMP be updated every year. This will include incorporating rehabilitations and their associated condition changes, adding newly constructed infrastructure, removing decommissioned infrastructure from the analysis, and updating unit prices for rehabilitation or reconstruction. The AMP should also be continuously evaluated and improved through clearly defined actions. It is recommended that the County generate a short-term action plan every 2 to 3 years including a timetable for implementation. These actions should include measures to insure data quality, and improve the AMP process. Page 42 230 6. FINANCING STRATEGY Financing infrastructure needs has become a very serious issue. We need to identify better practices and innovations in infrastructure financing if municipalities and other levels of government want to continue to provide an adequate level of service to tax payers in an affordable manner.It is often thought that municipal infrastructure should be financed, as far as possible,by the residents who benefit from it but, how do you determine who should pay for the rehabilitation of an arterial or collector road going from point A to point B in large cities throughout Canada.In addition,for many years,municipal accounting practices have failed to include replacement costs for depreciating assets,thereby assuring a fiscal shock when replacement time arrives. The Ontario Government has changed that practice, requiring municipalities to realize the extent and magnitude of the infrastructure deficit. Asset managers need to come up with innovative solutions to address that infrastructure deficit. Asset management systems are part of the solution but innovative financing and finding alternate revenue sources are an even bigger part of the solution. Most municipalities are familiar with a variety of internal and some external revenue sources.The following describes a few of those revenue sources currently being used by municipalities: • Internal Revenue Sources: o Property Tax: Property tax will always be the largest source of funding for infrastructure. Although reserves and debt can address the infrastructure deficit in the short-term, infrastructure replacement is an ongoing cost that cannot be funded by ever increasing levels of debt. This means that revenue must ultimately increase to fund the ongoing cost of infrastructure replacement. Revenue increases must be pursued in all its forms: property tax, provincial and federal funding, as well as fees and charges. Even if significant increases in revenue are achieved in provincial/federal funding and in fees/charges, a significant increase in property tax will still be required to make up the shortfall. o Reserves: Recognizing that some infrastructure spending is unpredictable or outside of the normal required investments found within the ten-year capital plan, Council sets aside funds in Capital Reserves in order to have cash available when the need arises. To the extent that cash is not set aside in advance of the need, Council can also use debt as an external funding source. Typically for very large investments, a mix of reserves and debt is required. o Special Assessments and Local Improvement Charges: A special assessment is a specific charge added to the existing property tax to pay for improved capital facilities that border them. The charge is based on a specific capital expenditure in a particular year, but may be spread over a number of years. o Development Charges (DC): Most large municipalities and many smaller ones impose a specific dollar value per lot on developers to finance the off-site capital costs of new development. Developers are generally responsible for on-site services, such as local roads, sidewalks, and street lighting. Historically, development charges have financed —hard services, such as water supply, sewage treatment, trunk mains and roads. Development Charges can be set by both the lower and upper-tier municipalities. In Elgin,only some lower- tier municipalities use Development Charges. Those that do not have DCs use the lack of such charges as an economic development incentive to attract developers. Those municipalities Page 43 231 without these charges have opposed implementing Development Charges as the county level in both of the two times that DCs have been proposed to County Council. • External Revenue Sources o Grants: Municipalities sometimes rely on provincial and federal government grants for infrastructure. Program such as the MIII is a good example. In the past capital assistance has also been made available for water, sewer, and transportation projects with all three levels of government participating. o Borrowing: Municipalities engage in both short-term and long-term borrowing. Short-term borrowing may be used to finance temporary cashflow shortfalls. For cashflow shortfalls that will extend for years, long-term borrowing is required. The cause of long-term cashflow shortfalls is typically caused by large investments in infrastructure. A good example would be the redevelopment of Terrace Lodge. Such a large investment only happens every couple of decades. For these type of infrastructure investments whose benefits accrue to future residents, it can be argued that these projects should be financed by borrowing with repayment coming from property tax revenues and user fees paid by future beneficiaries. In the case of an investment in roads,which should receive relatively consistent annual funding, debt financing makes sense if there were historical shortfalls in the required investment that require a large investment to address that shortfall. • New Financing Instruments o A Dedicated Municipal Fuel Tax: Many American cities levy fuel taxes,but municipalities in Canada do not. In a few Canadian cities and city-regions (Victoria, Vancouver, Edmonton, Calgary, and Montreal),provincial fuel tax revenues are shared between the province and the city or city-region. The federal government's recent initiative to provide grants to municipalities from federal gas tax revenue is a form of revenue sharing and not a municipal fuel tax because the municipalities do not set fuel tax rates and have no say over the tax base. o Public-Private Partnerships (P3): A P3 involves the direct participation of the private sector in a venture controlled by the public sector. The public sector role is to facilitate,regulate, and guarantee provision of an asset and the private sectors role is to design, finance, build and operate the asset in a formalized partnership agreement. 6.1. County of Elgin Financing Strategy The County has identified revenue sources that will support the Asset Management Plan(AMP)developed through this report. The funding sources include: • Property Tax • Federal Gas Tax(FGT) and Ontario Community Infrastructure Fund(OCIF)base funding • Grants and other one-time funding sources • New Tax Base • Reserve/Debt Financing Elgin receives $1.5 in FGT annually and a further $1.3 million in OCIF. Prior to 2016 OCIF funding was $0.3 million. When the province increased funding in 2016, the increase was not deemed to be ongoing. Page 44 232 The three-year commitment has since been renewed, but the County's 2019 ten-year plan assumed that funding would be reduced by $0.9 million in 2021. The proposed 2020 ten-year plan is being modified to assume that$1.3 million in OCIF will continue in perpetuity, thereby increasing funding to the plan by $8 million. Doing so will reduce the need to increase property taxes even further. However, if at some time in the future, the province announces that they will not be fully renewing this funding level, Council will need to reevaluate alternative solutions for funding. A one-time top-up of FGT of$1.6 million was received in July 2019 and will be applied to fund the infrastructure plan. The County, where applicable, will also seek Federal and Provincial funding through competitive grant programs, resulting in a potential funding source. The draft 2020 ten-year plan will allocate a quarter of the incremental tax revenue received from growth resulting in new property assessment (growth assumed to average a conservative 1% annually) to fund infrastructure,providing $1.1 million in funding. The remaining incremental tax revenue would be used to fund increases in operating costs to fund the increased service demands of the growing population. Council could choose to vary the allocation amount or the assumed growth rate in order to reduce the proposed property tax increase,keeping in mind the potential future implications. The 2019 ten-year plan assumed that the County would undertake a$10 million loan finance portion of the redevelopment of Terrace Lodge that could not be covered by Reserves. The incremental $46 million of investment recommended in this Asset Management Plan will increase the debt by an estimated$25 million and will result in over$4 million in interest payments over ten years. The $46 million increase in investment proposed in Asset Management Plan will only partially be funded by increases in the ten-year plan to OCIF, FGT and assessment growth net of interest payments, leaving a shortfall of approximately $40 million. A gradual increase of property tax by an incremental 1.6 % over ten years will provided the necessary funding. The detailed financial model is being developed as part of the 2020 budgeting process and will be completed with budget approval, anticipated to take place in February. As the model continues to evolve during this time period, the above numbers will be refined as a higher level of accuracy is achieved through the new budget model. Page 45 233 7. CONCLUSION Valued at approximately $831 million, the County's roads, structures, and traffic infrastructure assets are currently in overall good physical condition. Funding shortfalls in all asset groups will result in a degradation of such assets over the next decade. The infrastructure gap will become visible to County residents through rough roads, potholes, increased vehicle damage claims, reduced road safety, poor pedestrian facilities and increased operating costs,bridge load restrictions,potential closures, and reduced safety. County staff intends to deal with the infrastructure gap through long term strategic planning and continued efforts to lobby senior levels of government for infrastructure funding. As seen in Figure 7.1 below,the total infrastructure gap will grow to approximately$47 million in the next decade derived mainly by the roads which composes about 89% of the Infrastructure Gap. $4,976,284 � V@VVV@ppu@ppu@p �� Road Network Bridges&Culverts " � ��IIIIIIIIIII 1 C ®®0 $41,978,476 Figure 7.1 Cumulative 10 Year Infrastructure Gap Visual (Transportation Services) Page 46 234 REFERENCES Canadian Federation of Municipalities. (2012). Canadian Infrastructure Report Card.Volume 1. <http://www.canadainfrastructure.ca/downloads/Canadian Infrastructure Report_Card EN.pdf> Canadian Federation of Municipalities and Infrastructure Canada. (2002).National Guide to Sustainable Municipal Infrastructure[InfraGuide]. Ministry of Infrastructure of Ontario. (2012). Building Together: Guide for Municipal Asset Management Plans. <http://www.moi.gov.on.calpdf/en/Municipal%20Strategy English Web.pdf> Department of Economics, Trent University (2006):A State of Disrepair:How to Fix the Financing of Municipal Infrastructure in Canada, No. 241 ISSN 0824—8001 Page 47 235 APPENDIX A Elgin County Road Network Documents 236 Structural Adequacy Rating Structural Adeauacv Rating (SARI Value Distress*** Actions* 20 Distress <5% None 19 -15 Distress 5- 15 % Crack Sealing, Patching, Microsurfacing, R1, MR1 14 -12 Distress 16- 25% R1, MR1, PR1, CIREAM/R1 11 -8 Distress 26- 35% PR1, CIREAM/R1, MR2, PR2, Reconstruction 7 - 1 Distress > 35% Reconstruction, Surface Treated Roads** Notes: *Actions - are a guide and must also take into account: - Capacity/Growth - Drainage Requirements - Roadside Environment - Construction History - Planned work by others **Surface Treated Roads are posted at "half load"during spring thaw, and are therefore not"Structurally Adequate" at all times. *** Distresses are deterioration features that affect the pavement's ability to support traffic loads. Surface defects can become "structural distresses" if they are moderate or severe, allowing water to enter the base. Examples of Structural Distresses are: - Moderate to Severe Transverse Cracks -Aligator Cracks - Moderate to Severe Map/Random Cracks -Wheel Track Rutting - Moderate to Severe Longituduinal Cracks (CL) - Frost Heaving /Boils - Surface Ponding - Pavement EdgeefBrfup/Creep Actions to be scheduled before SAR worsens and changes proposed action. 237 NEEDS CODES 2019 Road Capital Improvement Cost/ km Surface Treatment M Single Surface Treatment ($4/m2) $ 30,000.00 Microsurfacing Single Micro Surfacing w/tack ($4/m2) SST or Micro w/Shoulering MS Single Micro/SST+ 400t/km Shouldering at $25/t $ 40,000.00 Double Microsurfacing M2 Double Microsurfacing ($7/m2) + Shouldering $ 62,600.00 FibreMAT+ Shouldering Bonded Wearing Course + Shouldering Pulverize Double Surface Tr. PDST Pulverize/Grade/Water/Compact $ 32,000.00 50mm Granular A $ 20,000.00 DST($6/m2) $ 48,000.00 $ 100,000.00 Resurfacing R1 50mm Hot Mix Asphalt ($85/t) $ 95,000.00 MR1 Granular Shouldering ($25/t) $ 30,000.00 $ 126,000.00 Pulverize + R1 PR1 Pulverize, Grade and Compact $ 10,000.00 50mm Granular A $ 20,000.00 50mm Hot Mix Asphalt ($85/t) $ 95,000.00 Minor Shouldering (1 m wide) $ 10,000.00 $ 136,000.00 Surface Rehabilitation R2 Pulverize (milling)/ Pack/Water ($3/m2) $ 35,000.00 MR2/PR2 100mm Hot Mix Asphalt ($85/t) $ 175,000.00 CIP/R1 Granular Shouldering ($25/t) $ 40,000.00 $ 260,000.00 Rural Reconstruction RREC Granular A (0.15mx14mx2.4x$20) $ 100,000.00 Granular B (0.45m x 14m x 2.4 x$20) $ 300,000.00 Drainage (culverts, ditching, drains) $ 250,000.00 Safety_ $ 25,000.00 150mm Hot Mix Asphalt ($85/t) $ _ 325,000.00 Granular Shouldering ($25/t) $ 50,000.00 Engineering (15%) $ 150,000.00 $ 1,200,000.00 Urban Reconstruction UREC Excavation/ Road Base $ 450,000.00 *updated with Sparta Milling /Asphalt $ 450,000.00 tender results Nov. 2019 Drainage (Storm Sewers, Curb and Gutter) $ 650,000.00 Eng. / Restoration / Utilities /Misc. $ 400,000.00 Culverts-Page 3of2 $ 1,960,000.00 CULV Road Crossing Culvert Replacement/Lining $ 100,000.00 Widening Rural Recon. WRREC Land / Utilities $ 300,000.00 Granular A (0.15mx14mx2.4x$20) $ 100,000.00 Granular B (0.45m x 14m x 2.4 x $20) $ 300,000.00 Drainage (culverts, ditching, drains) $ 250,000.00 Safety $ 25,000.00 150mm Hot Mix Asphalt ($85/t) $ 325,000.00 Granular Shouldering ($25/t) $ 50,000.00 Engineering (15%) $ 200,000.00 $ 1,660,000.00 238 Desired Level of Service ROAD DESIGN STANDARDS Class 1 Class 2 Class 3 Class 4 Lane Width (m) 3.75 3.75 3.25 3 Shoulder Width (m) 2.5 2.5 2 1* *farm entrances 45m wide upon reconstruction Horizontal and Vertical Curves Design Speed Over Posted Speed Limit 20km/h 20km/h 10km/h Okm/h Safe Stopping Sight Distance (speed over posted limit) 20km/h 20km/h 20km/h Okm/h Drainage - Flood Return 100 year 50 year 50 year 2 year Collision Rating 1 (Collisions per million km driven) System Wide Condition Rating 80% "Roads in Good to Very Good Condition"- F.I.R. SAR > 15 Culverts-Page 4 of 2 239 lu��ii 1 I�uuul ,�„, a� `~�� pll��l, � �. 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UE U NE O O Ocn Oa) a)co 0) QL co C �co 4-0 a) a) o a) a) ca m co ccu co U cn cn a) ca O 0 O E 0 � 0 o co 15 O (- .O O � (- .O cn O � CC°" L � � co L � (n O O (a O O (a t+- � Q U O Q •- U O N N � c co co S '--� ��;�,n;; U A U N A U A A A A C— a) E C- m W Q rw REPORT TO COUNTY COUNCIL FROM: Warden Dave Mennill DATE: January 20, 2020 SUBJECT: Warden's Activity Report — January 2020 RECOMMENDATION: THAT the report titled "Warden's Activity Report — January 2020" from Warden Dave Mennill dated January 20, 2020 be received and filed. INTRODUCTION: The purpose of this report is to provide County Council with a list of official functions I attended as Warden in January 2020. Delegation material from the Rural Ontario Municipal Association (ROMA) Conference is attached. ACTIVITIES: January 2020: • United Way Meeting (January 13, 2020) • Budget Committee Meeting (January 14, 2020) • Municipal Leaders Luncheon and Roundtable with MP Karen Vecchio (January 15, 2020) • Hospice Group Meeting (January 16, 2020) • Rural Ontario Municipal Association (ROMA) Conference (January 19-21, 2020) o Delegation — Psychiatric Hospital Complex (January 19, 2020) o Delegation —WOWC Multi Minister Delegation (January 19, 2020) o Delegation with Minister Prabmeet Sarkaria re: Ford Industrial Lands (January 20, 2020) o Delegation re: Regional Transportation (January 20, 2020) • 2020 City of London Mayor's State of the City Breakfast (January 22, 2020) • Western Ontario Warden's Caucus (January 30-31, 2020) i �r i r. I` � ® D % "f All of which is Respectfully Submitted Dave Mennill Warden 263 "Wow Vv'('„yfi Ill (C B R I E F I N G ........................................................................................................................................................................................................................................................................... :flf fi;;1V Western Ontario Warden's Caucus Regional Economic Development Strategy Updated January 15,2020 Overview The Western Ontario Wardens' Caucus (WOWC) is championing a regional Economic Development Strategic Plan for Western Ontario.This work is the result of extensive stakeholder consultation and dialogue with businesses and key economic development stakeholders from across the region. WOWC represents the 15 upper and single tier municipalities in Western Ontario and over 3 million Ontario residents, 20%of Ontario's population. The strategy sets out a plan to strengthen economic opportunity across the region. We believe working in collaboration with the province is critical to realizing the plan's goals and objectives. Key points The Project Mandate • Identify opportunities to advance the economy of Southwestern Ontario leveraging the efforts of WOWC • Improve the underlying conditions for economic development throughout the region • Generate a series of actions at the regional level that enables the creation of jobs, wealth and investment Value in Regional Approach • Identifies key economic development issues with high potential for broad, positive impact • A regional view of sectors, markets, infrastructure, and labour force that reflects the reality of supply chains • Effective stakeholder engagement across the region provides a unique opportunity for discussion of local issues and opportunities with larger economic implications • Identifies and leverages the efforts of regional economic development partners and organizations • Enables WOWC leadership in addressing elements required for economic prosperity 1 /2 264 "Wow Vv'('„yfi Ill (C B R I E F I N G ........................................................................................................................................................................................................................................................................... :flf fi;;1V Background - Four Strategic Priorities Regional Workforce Planning - Grow, Attract and Retain Necessary Labour Force • To strengthen the access and quality of labour market intelligence to address the needs of businesses • To assemble intelligence that will inform municipal business retention and succession planning activities. Included in this objective is the need to advocate for improved programming support. • To improve the region's access to skilled and talented labour pool that is poised and positioned to respond to changing economic conditions. • -ia:uuu^:riilru,uaa:ulru:iilruuuru^: to Il.0 u a ruoa ja: lr'factor iilru workforce C Ila lrulruiilru, IIa III-a uu^iiin uul l 11 /�� .iia irk„IpIkin pra:7!✓IIdes a good ba,°'als for Irk"1a:7!✓Iing I"tlo u,°'aling aCatlloin forward. Regional Infrastructure Investment - Get People, Goods and Information Moving To advocate and provide for the building of regional transportation infrastructure that improves Southwestern Ontario's access to major markets and improves the mobility of its workforce through intercommunity travel. g[jj is a great step iilrn Irnoviing fl,uis forward • To continue building on SWIFT's Future State Network as Southwestern Ontario's ubiquitous service for broadband access. _I II e Broa�jll:mind and C�u_Illlu.ull&r Acts oin Na in has to date ear Irna�lrlked $63,,7 Iru,oiilllliia iru rro a ilrci^s SWIIf'T. �Iluii^: IrcrlC�lr a^:crlru.^: /b auk :Ilucr Iru'oa: lru ry Ir° ua uulllrrua :a: lira :Ilu a IC Ira ll.�ll ulruog III=� iillll be aUlru to Ilevera ge f.Ilua:use ddlllalr°:s to fix /b of f:Ihe Iprdl:fleirn. IHow do we get f.Ihe of:ll'urulr 78/b of f:Ihe pIra:1,lleirn hired. • To recognize the limitations of the assessment base through informed policy and financial strategies. Regional Sector Strategies - Strengthen High Potential Sectors • To provide leadership in the development of sector strategies in the areas of manufacturing, agri-food processing and packaging, energy and digital industries. • To support the growth of export and trade development activities across small and medium sized businesses in Southwestern Ontario. • Sou.uflh /e-sterin ---Irnt liar i ke�✓�IIa��C�lr:nr lr�� u�ir��e �:Ilua�lr�lla ya:�uu�a�lr �.Ilu�u �;Ihalr ges Irr4la ing lid: ear^rler for^:rlr:,4lll-and nedhiiruo sr zed Il:w^:riilrucrs^res to qu.ualliilly, expalruafilru,fiilrua ir)(,Jall support to ellli,iill:fle Irnu.ulruiivaiparllffiies, and f:Iluru 60- b u,°'alllrne0'as day":aeIrvIIC.-e coirnirr11tirneIr t. Regional Marketing & Promotion - Promote Opportunities • To support the creation and delivery of marketing and promotional objectives for Southwestern Ontario. 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L tdo O •� V �-+ 4-j bt O --j U u - °�' 4tdo " W c� 4 O 4-j O +' O `n •� a� E—� cn w U rJT,- •1�1 W ^� T Zi `JJV � vJ �-+ V ,+., . 4-j V xi c� > 1 m -�-j M b!J �-+-� � C) � -�-j 4.j a' a� � � � •� 4-j 4-j 4-1 U • .� .� 4-1 7 o � o cl� O bA 4-' ,� 4-1 4-1 Cl� O O O ,a; •� p 4-1 O W N—, ,.� O x0 � •� cn � .� 4-1 �, o -�.j -- bt 4-1 � � •� oo o � � 3 � a) o V) N bt `V T W •V J 1J�1 JJ^ O +j O N •i o +, U l � � � o O 4-j u +, 0 O a, o 4-' O +, 4.5 W O 4-1 O a) V) iJ 4-1 cry 4O pbC 4-1 0 V .V) 3 :4-1 U � . o un > a� 4-1 N 4-1 •� bA� m bA p O a) a) u C1.4 Z,C)7 o 4-6 o 0 bt 00 U � STTFIOMAS -1 ELGIN COU11ATY - LONDON REGIONAL TRANSIT PILOT PURPOSE-.'To provide regionall transit connectivity for residents of,St- 'Thomas,Elgin bounty,London, Municipality of Central El&,Southwold Township,MalahideTownship & the Town oaf lllkylbier. WRATION.- 3 years with annual reporting after each year to, make operational adjustments & final report at the end ofthle trim SCHEDULE,: 7 daystweek from 7:00am 8:00pm. I hour route duration/30 min.each way Ti FARES: $10 One Way 15 Return ROUTES-. All routes start and return to StJbomas: at.Smart Ce:nitre s. The London route terminates inWhite Oaks wIlth potential stops iin Lynhurst 6,, and 401/Welling,ton clommercial district. 6W The East route terminates in Aylmer vVith potential stops in New Sarum. The South route termina,t s in Port Stanley with a potential stop in Union. P MIN iii, jimi 1 1 lliii lill 1 1 111 279 Direction and time of routes: ® 0 8 T r London ,30 pdon Sfj,h r 's MIMI St.Thomas London 9n 0, London ' Thomas n. Thornas London 11: 0 London St.Tho,rnas 12,00 suhdmas London 12: 0 Londe Stlhornas :00� St.Thomas London 1 : 0 London St.3h m s 14:00 5R.Thomas London 14: 0, London StThomas w 1,6:100 St.ThornasLonde n 1 : 0 London St.1humas 7777777777777777� ORO ;,, ,,, 18:00 St.Thomas London 1830 London St.Thornas ,00` St3har L nd ru 19:30 London St.Thornas, T.RT by fokl��lq tq),two seats, ST T H 0 M AS 1 w 1 n Y II l FAR AA. W 1, W A �,,,` CLon don r C, 1 a 1f� 1 OF III'")'ORAS: IIIP OF 110a „aral 280 TOWNSHIP OF SOUTHWOLD 35663 Fingal Line Fingal,ON 1'aliif, ll O F I 'll OF THE MAYOR Email: r.yiLi��rwurxl�a�w l c�� December 18, 2019, Mayor Joe 13'restom, City of St.Thomas P.O.Box 520,City hall 54 Talbot Street St.Thomas,,ontarie NSP 3V7 Dear Mayor Preston, Safe,rella hale and affordable transportation,for rural residents Is a priority of the,Township of outhwold's Council.,The challenges faced by rural residents without vehicles is considerable as they attempt to navigate employment,education,and day to day activities such as,shopping for groceries or attending routine medical appointments. Providing a transportation system of'some t'wype would help t mitigate the isolation felt by elderly residents in rural areas and would help to ensure that the mural lifestyle remains a viable-option. This Issue Is one that affects all of rural southwestern Ontario and Southwold Is pleased that St.Thomas will be making the province mare of the urgency of this issue through delegations at the PO w Conference In January 2020, l will bring this request forward to So,iuthwoldl Township Council for:consideration,at our,Hirst meeting In, January 2020,after which we would respectfully request a meeting with you to discuss the details of this proposal and how the residents of the Township of Southwold could be serviced within this plan, Any type of transit solution In Elgin County and St.Thomas will'need to be a coordinated and cooperatlwve effort and therefore we ask that the County of El In and Its local municipal partners be Included In this meeting as well, Respectfully, LhW lw4ayartma Jones Township of Sowlthwold, 281 t e Pvl f Elgtil . t Ministry of Transportation o lion,Caroline Mulroney, !Minister,of Transportation th Floor 777 Bay St. Toronto, ON My , 178 December 13, 2019 Han,Minister Mulroney, l Elgin County CounclI is excited to bra working with the C Ity of St. Thomas on a Reglonal Transit Pilot Project proposed by the City of Et. Thomas and, In principle, supports the concept of connecting our rural community to the City of St.Thomas and the City of London.. Our residents i have been vocal In their desire for a transit solution and we look forward to working With you t formulate a plan that ensures our residents have equal access to the vltai services and supports they need. Elgin County Is geographically large,, predominately rural, and has a low population density. These characteristics make It extremely cha�ilenging to provide transportation fbr our rural y rest e tts. Approximately 49,566 people residing in rural Elgin have no access to fixed route convontimal transit services and very limited access to alternative transportation options. For those with no access,to a personal vehicle, It is extremely,chrullengIng to have a job, bttendl appointments and strop for basic necessities. Active transportation Is not an option for those living in rural areas whore distances are considerable. i Many seniors,who are unable to,drive as they age, find It difficult to access essential services, participate In the local economy and remain connected members of the community. in Elgin, seniors make Grp 1 of our total population and this Is expected to Increase to by 2031. in order to,access health care uervices, usually Iccated In urban hums,access to transportation for rural seniors is essential. Travel dstances and limited access to,transporteticmn increase.the Rellhood that senl'rors might miss or delay medical appointments. This,may,lead to further health Issues and ern rgency hospitaii'zatlan, Transportation was identified as a Prey,priority of the Elgin St, Thomas Age Friendly GornmunIty Elan. Focus group participants referenced the need for-inter-community transportation connectivity as vital to the social and civic partldpation of srnlors In Elgin County. I Almost halt'of the labour f6rce In Erin has high schooi education or less,. Without access to a personal vehicle, many who We In Elgin's rural areas are unable to travel to work or schcol'. This limits rural residents access to education and tralning programs that can drastically increase their long-tears employment and earning prospects. Without this access to travel to school and worli, it is nearly impossIble for low Incoms families to escape the cyclo Hof poverty, eamnty of Won irdolv0sth, 00Sunset ra w flrgnm 6191-14 1 1 in ruraf parts of Elgin County,the average dally commute to places of employment Is approaxdmatel 601(m and over 86"l of residents In theWorkf raos are required to utilize a parsonall vehicle for that trip, A personal nal vehicle costs approximately 7,630l" ar(baseclon a 66krniday commute), which can be ciulte cost pruhlbitive for low,Inconne residents. Taxi servic s In Eipin Counter are extremely 11mi't d and a 66 ism commute can cost over$1001day. EIgIn's location,c mp titlwr labour and business costs roars our County an Ideal loca-Uon for manufacturing companies, Our County has many features that aid in,the attraction of, commercial entities, with convenient access to Highways 401,402 and 403 and access to air transportabon at the 8t, Thomas Municipall Airpert. However,a significant harrier to attracting- now businesses Is our inability to provide access to a labour force who,are able to got to and from work without reliance on a personal vehicle. Thy Bastern portions of Elgin (Tow n of Aylmer, Township of Ma,lahld'e, and Municipality Of 8aybaun) have some of the lowest Income residents In the County as well as a significant population of law German Mennonites, many of whom are newcomers to the are& pouts of, lower,Income residents also exist In western Elgin. A,s referenced above, transportation optlons In these areas are limft d two personal vehicle ownership,which Is rat prohibitive to r any l ww � frwoo wo roslc wts costly tax] services,and in the case of western, Elgin—limited v ol''untaer-b s d transportation services for meftal appointments only. We look forwar to working together with the City of 8t. Thomas and your Ministry to Improve the quality of iife for our communities In rural southwestern,rn,Ontario, "'ours "fiery Truly, F, Warden gave M nnill 283 4 Ae Thc Corporation of the Town of Aylmer Mer 461'albot Street,West, Aybur, Ontario N5H U7 Offim 519-773-3,146 Fav 5:19-7,65-1,446 www.ayhnenea December 16, 201'9 Hon. Caroline Mulroney Ministry of Transportation 777 Bay Street, 5111 Floor Toronto, ON M7A IZ8 [Dear Minister Mulroney; Please accrept this correspondence as notice of the Town of Aylmer's support In principle for the Regional 'Transit Pilot Project put forward' by The City of St. Thomas. Connecting the citizens of this area In Southern Ontario is very important and will add a safe and reliaNe transportation method for residents, More specifically, regularly scheduled transportation for employment, education, medical appointments r and social opportunities for residents is very valuable in rural communities, This Pilot project will ensure rural residents may remain In their homes and still travel as needed without an automobhe, with this alternative being an environmentally sensible option, Please help us work together and improve the quality of life in rural Southern Ontario. Sincerely, Mary French Mayor, Town of Aylmer Cc: Joe Preston, City of St. Thomas (Mayor) Hon. Jeff Yurek, MPP (Elgin-Middlesex-London) Karen Vecchio, MP (Elgin-Middlesex-London) 284 97John 5ftal Scuff MOOR:51 7 U4 Fug, 519-773-6334 A,proggi ftdit b tfituM Hon, Caroline Mulroney Minister of Transportation 51h Floor, 77'Bay Street Toronto,nto, ON WA IZ8 RIB: Regional 'Transit Phot Project Thy Township of MalaNde supports, in principle, the Regional Transit Pilot Project put Ontario i very Irni rtarrtt n will d a f d reliable metho. Thomas. Connecting the citizens d � of southern riders forward Clad to transport r�d�r,� throughout our area. The connection to the transit systems in London and St., Thomas, I an Immeasurable Improvement, sharing that connection,with other rural communifies is incredible. Regularly for led transport i very r + r „ edu tion,, me i al appointments, and family valuablecon In rural communities. Local industry looking fear employees, and, OmPloyees, looking for work can now be connected. This pilot project will ensure rural residents can remain in their homes and still travel as needed without an autcrrnoblle, A great environmental positive, Please help us work together and improve the Quality of life in ur ;l Southern On rfo. Fours very truly, PT HIP ilid HIDE ' l�lENNII LL Mayor 285 1 I i � I The Corporation of the,Municipalityof u Central Elgin " 450 Sul'54tr7fIft,15tROD;U Thomas,Ontario rrSRWI PW519 i.4a n Fx519,631,4036 Pp December 19,2019 Honourable Caroline Mulroney, MPP Minister of Transportation 77 Bay Street, ""Floor Toronto,Ontario INAM IZ8 6 Dear Minister: r I s Mayor of the Municipality of Central Elgin, I am 'fully inns support of the Regional Transit Pilot Project ,put forward .by the City of St, Thomu.s, Connecting the citizens of Cenral El In and this area ofsoutherrr ntarla to the transit systems withilt,st.Thomas and London will provide an additional safe and reliable method of transportation throughout nor area.. Regularly scheduled transportation for work,education, medical appointments and farnlly connectlotr is very valuable to residents living In tine 'communities that surround lar eer population centres. Local Industries looking for emplayee ,and,employees looking for work can now be connected. The Councll of the municipality of Central Elgin recently passed a resolution recognizing a climate change emergency. Public transit, as an alternative to single vehi es commuting to St.Thomas and London, will provide residents with a means of travel!that reduces the environmental Impact of commuting, enlors are an Important segment of the population In Clgrin County,,Intludine Central Elgin. The avallabllity of public transportation+enahles older residents to remain In their communities rather then being forced to relocate to larger communities, aw oy frown friends and family, due to the current lack of public transportation In our rural cornmuu nitl s. Transpor°tat!on, Is also a challenge for lower income Individuals,. I have learned of instances;where jobs are available, but the la,clr of affordable transportation to,job opportunitles in Port Stanley,Aylmer;,St. Thomas and London prevent Individuals from Joining the workforce as the Indlvlduals are unable to purchase a reliable viehicle, The economic development of our area will be enhanced through the availability of a regional public transit option and the enhanced awrallable labour force that It can offer, Tharni Vou for your consideration of the City of St.Thomas'proposed re^ ionW transportation pilot project. We look forward'to working in with your Ministry and our neighbouring municipal partners to improve the duality of life for rural residents in this part of southwestern Ontarlo. i 4- e, p Mayor a I'ly martyn, 4 l a 9 ry N� 7 e N d� 1 1 J I f 287 fN i London CA.NDA , December 1 , 1 Ministry try of Transportation 777 Bey St, 5th Floor off Toronto„ O I , 't 8 Attn. Honourable Caroline Mulroney ,Dear Minister ter dney;, n. The Regional Transit, Not Project put f rwerd by The City of St,Thomas is extremely important to the City of London and I fully support this initiative., Connecting the citizens of this area, of southernOntado is so important and will add a safe and reliable method to transport riders throughout our area. The oonneotlom to the transit systems in, London and St. Thomas would he Corr immeasurable improvement, arid sharing that connection with other rural communities is vital. Regularly scheduled transport for work, education, medical appointments and family connection for residents is essential for everyone impacted, Industries looking for employees,, and employees looking for work would finally he connected. This Pilot project will ensure rural residents Gan continue to live in their communities and still travel as needed without an autonnohile, This is a great environmental positive. Please help our region work together and improve the quality of life for rural Southern Ontario, Kind regards,, �9� riH w Ed Hold!�er a,undw,GN Canada Mayor, pity of LondonNGA n®a T.151"nMI AIZO 9ny''�Y LONDON= 288 rw REPORT TO COUNTY COUNCIL FROM: Councillor Bob Purcell, Chair Terrace Lodge Redevelopment Steering Committee DATE: January 16, 2020 SUBJECT: Terrace Lodge Steering Committee Update RECOMMENDATION: THAT the report titled "Terrace Lodge Steering Committee Update" from Councillor Bob Purcell, Chair— Terrace Lodge Steering Committee dated January 16, 2020 be received and filed. PURPOSE: Elgin County Council has prioritized fiscal responsibility and prudent infrastructure investment/project oversight in their planning for the Terrace Lodge Redevelopment project. On behalf of the Terrace Lodge Redevelopment Committee, I am pleased to share the following steps that the Steering Committee has taken in their careful planning for the success of the redevelopment of Terrace Lodge. BACKGROUND: The Terrace Lodge Redevelopment Steering Committee and Project Team includes the following members: • MMMC Architects (Prime Consultants) • D. Grant Construction (Construction Management Firm) • Warden Dave Mennill • Councillor Tom Marks, Councillor Mary French and Councillor (Chairman) Bob Purcell • County— Director of Engineering and Facilities Services/County Engineer (Brian Lima, PEng.) • County - Director of Financial Services (Jim Bundschuh, MBA) • County - Chief Administrative Officer (Julie Gonyou, MLIS, MPA, PMP, Lean Six Sigma) • County - Director of Homes and Long-Term Care (Michele Harris, RN) • Gail Kaufman Carlin — Long Term Care Transition Advisor • Allan Taylor— Owner representative (through design and onsite) • Assistance from the County Corporate Communications and Engagement Coordinator 289 We have ensured a balanced approach to project management, with a focus on the following: • On-site construction and contract oversight (Owner Representative) • Financial control and oversight (Director of Financial Services) • Engineering and Project Management (County Engineer/County CAO — both with extensive project management experience and experience with projects of similar scope) • Long-Term Care I Ministry Obligations and Approvals I Resident and Family needs through phased construction (Transition Advisor/Director of Homes and Seniors Services) • Corporate and internal communications (as directed by the County CAO and supported by the County Corporate Communications and Engagement Coordinator) The Councillors selected by the 2019 and 2020 Wardens to oversee this project were selected to reflect an array of skills and experience in fields such as construction, architecture, accounting, finance, construction management and land use planning. The primary role of the Steering Committee, as defined by Council is to advise staff on the design, construction, scope and schedule for the Terrace Lodge Redevelopment project, working within the budget approved by Elgin County Council. While we undertake the detailed design and required submissions/approvals from the Ministry of Health and Long-Term Care, the primary contact/oversight for this project rests with the County CAO and the Steering Committee Chairman. This will change slightly when construction commences and our focus broadens to include on-site oversight — at that time, the primary contact/oversight will then rest with the County CAO/Steering Committee Chairman and the Owner Representative. The Owner Representative will protect the County's best interests, ensure contract compliance, oversee change orders and the key project point of contact. The Owner Representative will become the primary point of contact for onsite activities and will report to the County CAO/Steering Committee. As with most municipal capital projects (with limited budgets and resources) this project relies heavily on our internal resources and expertise. We feel we are well positioned to make this project a success and we look forward to breaking ground early summer 2020. All of which is Respectfully Submitted Councillor Bob Purcell Chairman, Terrace Lodge Redevelopment Steering Committee 290 r t A ,fe REPORT TO COUNTY COUNCIL FROM: Leesa Shanley, Provincial Offences Administration Supervisor DATE: January 20, 2020 SUBJECT: Provincial Offences Federal Funding Agreement RECOMMENDATION: THAT the Warden and CAO be directed to sign the funding agreement. INTRODUCTION: Provincial Offences Administration (POA) is designated by the Federal Government to provide French Language Services for court. DISCUSSION: As a designated location the Federal Government provides funding to cover the cost of French Language Services. As part of the funding program an annual report is submitted to the Province who manages the program between municipalities and the Federal Government. The Provincial staff has now advised that in their preparation for the payment that will cover April 1, 2018 to March 31, 2019 which is expected by the end of February 2020 that the County is required to renew the agreement last signed by the Warden and CAO in 2016. The renewal will cover the period of April 1, 2018 to March 31, 2024. The funding covers the cost of one POA staff and a portion of the Supervisor's cost as well as any costs incurred for French interpreters, prosecutors and bilingual signage. All of which is Respectfully Submitted Approved for Submission Leesa Shanley Julie Gonyou Provincial Offences Administration Supervisor Chief Administrative Officer Jim Bundschuh Director of Financial Services 291 EIgultpf.gAessNlcwu REPORT TO COUNTY COUNCIL FROM: Jessica Silcox, Economic Development Coordinator, and Chair of Elgin County Special Events Committee DATE: January 15, 2020 SUBJECT: Heart & Stroke Foundation of Canada - Big Bike Event RECOMMENDATIONS: THAT the report titled "Heart & Stroke Foundation of Canada - Big Bike Event" from the Economic Development Coordinator dated January 15, 2020, be received and filed; and THAT Council provides direction to the Chair of the Elgin County Special Events Committee on the involvement in the Heart & Stroke Foundation of Canada's Big Bike Event. INTRODUCTION: The Heart & Stroke Foundation of Canada has reached out to the County of Elgin to inquire about Council and staff's willingness to participate in their Big Bike Event. This event will be held in the City of St. Thomas on Wednesday, May 27t" and Thursday, May 28t"7 2020. In order for this event to be included in the Committee's 2020 action items, County Council's direction is required. DISCUSSION: This event is a fundraising opportunity for the Heart & Stroke Foundation of Canada. The Big Bike is one thirty seat bike that allows 29 individuals to pedal the bike at the same time throughout St. Thomas for 30 minutes. Teams of 29 can sign up anytime between 12:OOpm and 7:30pm (on the dates mentioned above) for a half-hour timeslot. Teams are encouraged to arrive 30 minutes before their registered timeslot to sign in and complete a fun warm-up activity as a group. The purpose of this event is to raise awareness for the Heart & Stroke Foundation, to promote the County of Elgin, to encourage healthy and active living, all while providing a team-building opportunity for Council and staff. There are no fees to register, but teams must raise a minimum of $2,000, with the support of a Heart & Stroke Coordinator. Investment in the Community The Heart and Stroke Foundation of Canada is a non-profit organization that has been dedicated to fighting heart disease and strokes for more than six decades. The Foundation reported that approximately 1.6M Canadians are living with heart disease 292 and stroke and that every 5 minutes, a life is taken due to heart disease, stroke, and other related causes'. An investment in the Heart & Stroke Foundation is an investment in a healthier community. A community that understands the importance of living a healthy lifestyle. Through fundraising, the Heart & Stroke Foundation can help enable faster and improved emergency response and treatment. Moreover, this investment allows the Heart & Stroke Foundation to work with schools, communities and policymakers to promote healthier lifestyles for all. Staff Involvement Through the participation of Council and staff members in the Big Bike event, this will promote not only team building, but provide staff with the opportunity to become motivated to live a more healthy lifestyle in the future. This aligns well with new strategies within the Human Resources department to promote active and healthy lifestyles of Council and staff. The event will also provide the opportunity to promote the County of Elgin within the Community and demonstrate our commitment to supporting a healthy and welcoming environment for all residents. CONCLUSION: This report provides information to enable a decision to be made regarding the County of Elgin's involvement in the Heart & Stroke's Bike Bike event in May 2020. By participating in this event, the County of Elgin will have the opportunity to invest in the community, as well as promoting active and healthy lifestyles for both Council and staff. All of which is Respectfully Submitted Approved for Submission Jessica Silcox Julie Gonyou Economic Development Coordinator Chief Administrative Officer Heart & Stroke Foundation. 2019. What We Do: Our Impact. January 14. https://www.heartandstroke.ca/what-we-do/our-impact 293 rw REPORT TO COUNTY COUNCIL FROM: Alan Smith, General Manager of Economic Development DATE: January 21, 2020 SUBJECT: Job Site Challenge RECOMMENDATIONS: THAT the report titled "Job Site Challenge" from the General Manager of Economic Development dated January 21, 2020 be received and filed; and THAT the appropriate letters of support be provided by County Council for those landowners submitting a proposal to the Province of Ontario Job Site Challenge. INTRODUCTION: The Province of Ontario has launched a provincewide Job Site Challenge to identify mega-sites where large-scale manufacturers could invest in Ontario. This Challenge is based on mega-site programs in the USA, which have helped several U.S. jurisdictions to attract large-scale investments to build auto or other advanced-manufacturing plants. For this Challenge, mega-sites are considered large tracts of land, approximately 500 to 1,500 acres, that are or could be industrial-zoned, are serviced or serviceable, and able to support large-scale manufacturing operations. The County's Economic Development department is encouraging owners of private lands and Municipalities who own land(s) to submit sites that meet the requirements of this Challenge. Economic Development staff will work with landowners that choose to participate in this provincial initiative. Proposals are due March 31, 2020. DISCUSSION: Through its Job Site Challenge, the Province of Ontario is issuing a public call out to all landowners in Ontario to form an inventory of fully serviced mega-sites available on the market to support large-scale manufacturing operations. This Challenge will support businesses seeking to acquire large tracks of land, 500 to 1,500 acres, to expand existing or establishing new manufacturing operations. Appendix one of this report contains detailed information on the Challenge, including site eligibility criteria. It should be noted that sites are not required to be shovel-ready at the time of submission. However, the closer the site is to development approval (i.e. building permit), the better the site will be received during the evaluation process. There are several benefits to having a site endorsed. Each submission will be reviewed by an internationally recognized site selector. If endorsed, and becomes part of the inventory of mega-sites, the proponent of the site can negotiate with investors knowing their site has been validated by an internationally recognized site sector; and, the 294 selected sites will be marketed by both the Province and the site selector to the global investment community. For the successful Municipality or region where a mega-site is endorsed, an investment by a large-scale manufacturer would result in a tremendous economic impact for the community in the way of direct jobs and the creation of small to medium size businesses throughout the supply chain. Economic Development staff have contacted local Municipal CAOs to gauge the presence of any industrial sites that would potentially fit the requirements of the Job Site Challenge. The Ford property was highlighted, as were others that require more investigation and discussion with the property owners to gauge their interest in submitting to the Job Site Challenge. Moving forward, those sites that meet the criteria, and where landowners are interested in participating, Economic Development staff will assist with the information requirements and application process. To strengthen a proponent's application, letters of support from the County, local Member of Provincial Parliament (MPP), and other relevant Municipalities including the City of St. Thomas would also have to be obtained. CONCLUSION: The Job Site Challenge is an opportunity for those landowners in Elgin County, both private and Municipal, to have their land(s) be part of a Provincial Challange that will promote them to the global investment community. In turn, a successful investment by a company in an Elgin County mega-site would result in substantial economic benefits to the community and region. Elgin County staff will continue to work with our local Municipal partners and private landowners on this initiative. All of which is Respectfully Submitted Approved for Submission Alan Smith Julie Gonyou General Manager of Economic Development Chief Administrative Officer 295 APPENDIX 1 : Job Site Challenge Package 296 Job Site Challenge Request for Submission October 2019 Small Business and Red Tape Reduction Ministry of Economic Development, Job Creation and Trade Ontario + 297 Table of Contents: 1. Overview 2. Program Description 3. Benefits of the Program 4. Application Process 5. Explanation of Site Eligibility Criteria 6. Legal Disclaimer 7. Investment Ready: Certified Site Program Appendix A: Indemnity, Release and Acknowledgement Appendix B: Response Summary Table 1. Overview: The Province of Ontario is searching for large tracts of land (i.e. 500 to 1,500 acres) that are or could be industrial-zoned, that are serviced or serviceable and able to support large-scale manufacturing operations. The Job Site Challenge ("the Challenge") is a new program designed to provide value- add services to increase the attractiveness and marketability of large tracts of land and promote their investment. The Challenge is an opportunity for municipalities, economic development agencies, private landowners and other interested parties to submit proposals to the Province identifying mega sites (i.e. large job sites) for consideration'. When it comes to the overall investment landscape in large-scale manufacturing, Ontario is highly competitive in the areas of talent and skilled labour, existing supply chain and high production quality. However, there is currently no clear inventory of fully serviced mega sites available on the market that can support such large-scale operations. For this reason, the Province is issuing a public call out to all landowners in Ontario. Applicants have a chance of becoming one of a select few to have their site profiled to the global investment community. As the first ever mega site program to be introduced in Canada, the Challenge is intended to raise Ontario's profile and improve our attractiveness internationally — so that we can compete with other North American jurisdictions for coveted large-scale investments in manufacturing and create good, high-paying jobs for the people of Ontario. Purpose: Interested parties are required to submit a proposal to the Province of Ontario in response to this Request for Submission (RFS) to demonstrate their intention to participate in the Challenge. 1 For specific information on site eligibility requirements, refer to Section 5 or Appendix B. 298 Any questions regarding the information or items requested in this document should be directed to burden reductionteamP_ontario.ca. We look forward to receiving submissions and engaging more closely with those interested in participating in the Challenge. 2. Program Description: The Job Site Challenge is a new tool in an existing suite of land development services offered by the Province of Ontario to support businesses seeking to acquire land for the purposes of expanding existing, or establishing new, industrial operations. Mega sites identified through this RFS process will be evaluated based on how well they meet the site eligibility criteria outlined in Section 5 and Appendix B. An initial review will be conducted by provincial policy experts and overseen by ministry executives (i.e. Deputy Ministers and Assistant Deputy Ministers). Provincial landholdings are also being concurrently reviewed for program suitability. Following this internal review, the Province will retain the services of an internationally recognized site selector to assist with the evaluation and shortlisting of the best proposals. The site selector will then lead a final gap analysis of the due diligence necessary to bring the highest-ranking sites to a state of shovel-readiness, providing their own endorsement of select sites through an intense validation process. The site selector will establish a clear inventory of mega-sites in Ontario that can accommodate major domestic and international investment to support large-scale industrial manufacturing operations. Proactively undertaking these activities speeds up investments as companies need to spend less time and money on their own due diligence, have easier and more transparent access to accurate site information and can have confidence that the land being acquired is ready for development — allowing for construction to begin in an expedited manner. 3. Program Benefits: By participating in the program, proponents will benefit from the following: Site Selector Expertise and International Validation Proponents will be able to engage in negotiations more confidently as opportunities emerge for potential investments, knowing that their property has been endorsed and validated by an internationally recognized site selector. 299 The endorsement, validation and due diligence by the site selector will also serve to make the property attractive to prospective international and domestic investors. Sophisticated Marketing Campaign The selected sites will be marketed by both the Province and the site selector to the global investment community. Provincial marketing will focus on the promotion of the sites and may employ interactive digital media approaches to capture site-specific features. Specific tactics may include digital advertising, public relations to generate international media interest, incorporation of messaging at relevant events, development of dedicated content on the InvestlnOntario.com website with a potential focus on interactive digital media, and transaction support. Depending on the status of the selected sites, marketing could take place by the end of 2020. Streamlined Approvals Review Process The selected sites will go through a streamlined approvals review process for applicable provincial licences, permits and environmental approvals required to develop and service a site. The Province will also work with all relevant land development stakeholders to encourage and support the streamlined review of non-provincial licences, permits and approvals. This includes engaging with municipalities, agencies (e.g. conservation authorities) and utility companies. Note. There will be no funding support or financial incentives (i.e. grants, loans, etc.) offered to program participants on behalf of the Province of Ontario. The Job Site Challenge is not a funding or grant program, but rather a partnership with municipalities and private landowners where the province will be able to provide valuable in-kind services such as the streamlined review of provincial development approvals and provision of endorsement and marketing services by an internationally recognized site selector, making sites much more attractive to prospective investors. The Province will work closely with proponents of selected sites to make sure that development opportunities are competitive. Sites will be assessed to determine whether they are suitable, including how much effort and investment would be needed to obtain the necessary site approvals and servicing. 300 Note. A duty to consult is owed or "triggered" when the Crown is contemplating an action or decision that has the potential to adversely impact an established or asserted Aboriginal or treaty right. If the duty is triggered, Ontario is required to fulfil its duty and may delegate procedural aspects of consultation to the proponent Return on Investment: A company's decision to locate in a specific mega site is a long-term investment valued at upwards of a billion dollars. The investment would generate hundreds, if not thousands of good high-paying advanced manufacturing jobs and benefit the local municipality and all surrounding communities. An investment of this magnitude has the potential to support the creation and expansion of existing small and medium-sized businesses as part of the industry supply chain (whether that be automotive, aerospace, life sciences, food processing, etc.) — creating more jobs and economic benefits for the local community. These macro benefits are in addition to the income generated from the sale, lease, or other conveyance of interest of the land —where property owners will benefit from a dual marketing campaign on behalf of the Province and site selector and the value-add from the validation and endorsement by the internationally reputable site selector. The site selector's expertise brings a level of credibility to the program; the selector will be able to leverage external industry knowledge and connections as part of its marketing efforts. 4. Application Process: The Ask... Sites are not required to be shovel-ready at the time of submission — proponents are asked to put forward their "best case". The Province is seeking submissions that truly inspire, convince and impress potential investors and can be marketed internationally. Proponents are asked to propose sites that are as close as possible to being ready to receive development approval (i.e. building permit). The closer the site is to development approval, the better it will be received during the evaluation process. Where a site does not currently meet specific eligibility criteria, proponents are expected to outline a strategy or work plan with timelines to meet the criteria (e.g. if a greenfield site is not currently serviced by heavy utilities, the proponents can provide a detailed plan for providing or upgrading the utility services). The criteria identified and explained in Section 5 and Appendix 8 align with international best practices for industrial site selection and are intended to result in serviced mega sites that meet the needs of global and domestic investors. 5 301 Application Instructions: For an application to be considered as being complete in response to this RFS, the following requirements must be met: An electronic copy of your submission, including a completed response summary table (Appendix 8) and a signed copy of the form of indemnity, release and acknowledgement (Appendix A), must be emailed to burdenreductionteamn-ontario.ca in pdf format or submitted as a USB to the address listed below. Optional: A paper copy of your submission labelled "Job Site Challenge Application" may also be submitted to the address listed below in addition to the electronic copy. Job Site Challenge Small Business and Red Tape Reduction Ministry of Economic Development, Job Creation and Trade 56 Wellesley Street West, 7t" Floor Toronto, Ontario M7A 2E1 Application Window: The Province will begin accepting completed submissions as of January 1, 2020. The application intake window will be open for a three (3) month period. The deadline to submit your RFS to the Province for consideration is 11:59 pm EST on March 31, 2020. Any submissions received after the deadline will not be considered at this time. Program Support: To support program participants and interested parties, the Province is implementing a one-window approach for the intake of submissions for the Challenge. The process will be managed by a designated program advisor responsible for ensuring submissions are fully completed and offer concierge services to program participants, including liaising with various ministry partners to provide responses to incoming questions or inquiries in addition to providing clarification around eligibility requirements. Please direct all your communications with the Province in relation to the Challenge (such as questions related to the process, requests for consultation, and feedback or de-briefs post-submission) to the contact information below. r 302 During the application process and to further assist program participants in completing their RFS, the Province will be available to: • Host delegations (in person or via teleconference) with interested municipalities and other landowners • Hold pre-application consultations (in person or via teleconference) These meetings will be arranged through the designated program advisor and be subject to availability and locational viability. Contact Us: Please contact the Ministry of Economic Development, Job Creation and Trade — Small Business and Red Tape Reduction by email at burdenreductionteam@ontario.ca for any questions or inquires related to the RFS. The Ministry's core business hours are Monday to Friday, 8:00 am to 5:00 pm. The most up-to-date information related to the Challenge will be made available at www.ontario.ca. 5. Explanation of Site Eligibility Criteria The eligibility criteria outlined below (and listed in Appendix 8) are intended to help identify and prioritize sites that best reflect key preferences and characteristics for site suitability and readiness. Sites that do not fully meet all criteria will still be considered. In cases where a specific preference or criteria is not met (or fully met), the submission should provide an appropriate associated management/ mitigation strategy. Site size and configuration — Submissions must demonstrate that proposed sites are of a suitable size and configuration to accommodate the envisioned large-scale development, including reflecting all general programmatic considerations as well as potentially supporting or ancillary/accessory uses. Smaller sites may be considered, ideally with demonstration for how future expansion / additional land capacity could reasonably be secured. Location and transportation — Submissions should demonstrate how the specified Iocational criteria are met or otherwise satisfied. Maximum flexibility and efficient access for goods movement to and from the site is strongly preferred (e.g. both rail, water (port) and proximate highway access). If any impacts to provincial highways are anticipated from the potential development of a mega site (i.e. traffic, drainage), appropriate plans or mitigation strategy should be identified. This criteria is expected to be key success factor for the project. Ideally, sites will also be reasonably accessible by public transit. 303 Utilities and servicing — Submissions should ideally demonstrate that all required services and utilities are available at the property boundary. Where service upgrades and/or extensions are known or expected to be required, such works should be explained along with implementation strategies to expedite construction. General utility engagement and coordination strategies should be outlined. Site condition and previous land uses — Sites must be demonstrated to be suitable for the envisioned development, with minimal development constraints and with no or minimal expected environmental remediation required. Where constraints are present, submissions should outline reasonably achievable/implementable, cost-effective and expeditious mitigation or management strategies. While greenfield sites are preferred, redevelopment and brownfield / greyfield sites may be considered (in particular where redevelopment aligns with federal, provincial or municipal goals or objectives), however development feasibility must be clearly demonstrated, along with a cogent site preparation and risk management strategy. Surrounding property uses — It is very important that submissions demonstrate how site development would appropriately fit within the broader area/community and would be compatible with existing and planned future development for the area. Compliance with all applicable separation distance guidelines should be demonstrated. Sites that do not require any mitigation measures to achieve land use compatibility will be strongly preferred, and where required, all mitigation measures must be containable and manageable within the proposed site. Where applicable the option to utilize natural mitigation measures such as buffers or earthen berming, is preferred. Automotive and/or advanced manufacturing footprint — Sites located within or proximate to established clusters, for example, of existing automotive OEM facilities and/or suppliers and associated research and development companies and institutions, is preferred. This is seen to present desired increased or expanded potential for opportunities for synergies, collaboration and leveraging and maximizing future private and public investment. Talent and training — Sites located in proximity to a skilled labour force, post- secondary academic institutions with research and development and training partnership opportunities, and areas with favourable demographics statistics and trends will be strongly preferred. Ownership and title — Single, clear, unencumbered ownership and title are strongly preferred. If there are ownership or title issues or complexities, submissions should demonstrate appropriate implementation strategies for how to address the issues or complexities in order to streamline authority(ies) to advance future agreements and developments for successful project implementation. Reference should also be made as to whether or not a preferred transaction structure — sale, lease, other— is required or if the proponent is amenable to a range of structures. Policy and regulatory framework (e.g. Zoning) — Ideally, proposed sites will be located within or in close proximity to strategic employment growth and/or economic 304 development investment areas, as identified by the Province and/or regional and local municipality. Generally favourable planning entitlements/permissions are strongly preferred. Sites that can demonstrate general alignment with or advancement of federal, provincial and municipal interests and objectives, policies, regulations and guidelines are preferred. Government approvals — Submissions should demonstrate proposed strategies to expedite and streamline all approvals / permitting from all relevant authorities having jurisdiction. Risk management strategies should also be outlined for known or potential site development challenges that may occur. Submissions should also demonstrate proposed community/stakeholder engagement and management strategies, to ensure efficient and effective project implementation. Please include any supporting documentation that demonstrates that a specific government approval has been obtained or clearance achieved. Engagement with Indigenous Communities — Prior to making a submission, proponents may want to consider engaging neighbouring Indigenous communities. Engaging Indigenous communities provides an opportunity for the proponent and the community to identify interests, opportunities and potential issues early on. Early engagement also creates a positive relationship foundation to build upon as the project moves forward, whether or not consultation is required. Incentives — Sites where proponents can directly or indirectly secure and offer some form of financial or similar incentive (economic, social or environmental) to a future business to stimulate and attract investment will be favourably received. Community benefits — Sites which best demonstrate potential to achieve or advance community benefit goals, including benefit goals for neighbouring Indigenous communities, and objectives are preferred. Specific implementation strategies should be outlined that pertain to all phases of the project (pre-construction planning, construction, and/or post-construction). s 305 6. Disclaimer: Applicants are advised that the Province provides no guarantee or assurance that: a) a site submitted for participation in the Job Site Challenge program will be selected for endorsement and validation by the site selector and/or marketed by the Province, b) inclusion of a site in the Job Site Challenge program will result in any offers to purchase, lease or otherwise invest in the site, or c) the sale, lease or other transaction involving the site will result in a monetary gain for the site owner, including the anticipated return on investment mentioned in section 3 above. Note: The timelines noted in this RFS are subject to change and the Province will notify program participants and other interested parties of any such changes. Applicants should also note that, while the Province will provide the above described marketing activities under the Challenge, the Province should not be construed, in any way, as acting as a real estate broker or agent in connection with any site participating in the Challenge. Site owners are advised to retain their own professional advisors, including real estate brokers or agents, in connection with the sale, lease or other transaction involving their particular site. 7. Investment Ready: Certified Site Program The Province of Ontario currently has a land development program known as the Investment Ready. Certified Site Program ("Investment Ready Program"). The Investment Ready Program exists to promote industrial land development in the Province to the global investment community and lead to the creation of quality jobs. The Investment Ready Program offers financial support, marketing and a province-wide designation to property owners who satisfy a set of certification requirements for eligible industrial properties. Sites designated through the Investment Ready Program are intended to be attractive to potential investors and operators as it reduces some of the unknowns associated with land development by providing detailed information about the availability, utilities servicing, access and environmental concerns. 306 Program Differences: The Job Site Challenge program, while similar in respect to the objectives and goals of the Investment Ready Program, is distinguishable from the Investment Ready Program in many aspects, including: The Challenge seeks to identify large tracts of land (i.e. 500 to 1,500 acres) and attract a large-scale manufacturing investment, as opposed to the smaller sites (i.e. minimum of 10 acres) that emerge through the Investment Ready Program. The Investment Ready Program is designed to have applicants confirm a level of investment readiness, which does not meet the same scrutiny as the shovel- ready designation that the Challenge will provide. The Challenge will utilize an internationally recognized site selector to endorse sites and conduct all the due diligence with respect to what may be necessary to bring a site to a "shovel ready" state. The Investment Ready Program does not employ the use of a site selector to validate sites for shovel or investment readiness. The Investment Ready Program offers reimbursements of a portion of the eligible upfront investment required to certify a site under that program. No such financial compensation is being offered to landowners who participate in the Challenge. Additional Information: For more information or questions related to the Investment Ready Program, or if you think your site is better suited for this program, contact the Investment Ready: Certified Site Program office at 1-855-585-0475 or at investmentreadyp—ontario.ca. Alternatively, you may visit the website at www.ontario.ca/certifiedsite for more information. 307 Appendix A: Indemnity, Release and Acknowledgement To: Her Majesty the Queen in Right of Ontario as represented by the Minister of Economic Development, Job Creation and Trade (the "Province") From: (the "Undersigned") [Insert name of land owner/proponent] Re: Participation in the Job Site Challenge Program (the "Program") In consideration of the Province permitting the Undersigned to participate in the Program and for other good, valuable and legal consideration, the receipt and sufficiency of which are acknowledged, the Undersigned agrees as follows: 1. The Undersigned will indemnify and hold harmless Her Majesty the Queen in right of Ontario, members of the Executive Council of Ontario and their directors, officers, advisors, agents, appointees and employees (the "Indemnified Parties") from and against any and all liability, loss, costs, damages and expenses (including legal, expert and consultant fees), causes of action, actions, claims, demands, lawsuits or other proceedings, by whomever made, sustained, incurred, brought or prosecuted, in any way arising out of or in connection with the Undersigned's participation in the Program, including any misrepresentations made by the Undersigned, the condition of the property (the "Property") the Undersigned has submitted for participation in the Program and the breach of any laws applicable to the Property. 2. The Undersigned represents, warrants and covenants that it has, and will maintain, at its own cost and expense, with insurers having a secure A.M. Best rating of B+ or greater, or the equivalent, all the necessary and appropriate insurance that a prudent person in the business of the Undersigned would maintain, including commercial general liability insurance on an occurrence basis for third party bodily injury, personal injury and property damage, to an inclusive limit of not less than $2,000,000 per occurrence. The insurance policy will include the following: (a) the Indemnified Parties as additional insureds with respect to liability arising in the course of the Undersigned's participation in the Program; (b) a cross-liability clause; (c) contractual liability coverage; and (d) a 30-day written notice of cancellation. If requested, the Undersigned will provide the Province with certificates of insurance, or other proof as may be requested by the Province, that confirms the insurance coverage as provided for above. 308 3. The Undersigned releases and forever discharges the Indemnified Parties from all claims, demands, damages, actions or causes of action arising or to arise by reason of the applicant's participation in the Program (including any misrepresentations made by the Undersigned, the condition of the Property and the breach of any laws applicable to the Property), and from all claims or demands whatever in law or in equity which the Undersigned, its heirs, successors, legal representatives or assigns can, shall or may have against the Indemnified Parties by reason of the Undersigned's participation in the Program. 4. The Undersigned acknowledges and agrees that: the Province is subject to the Freedom of Information and Protection of Privacy Act (Ontario) (the "Act"); the Act provides every person with a right of access to information in the custody or under the control of the Province, subject to a limited set of exemptions; section 17 of the Act provides a limited exemption for third party information that reveals a trade secret or scientific, commercial, technical, financial or labour relations information supplied in confidence where disclosure of the information could reasonably be expected to result in certain harms; any trade secret or any scientific, technical, commercial, financial or labour relations information submitted to the Province in confidence should be clearly marked; and, the Province will provide notice before granting access to a record that might contain information referred to in Section 17 so that the affected party may make representations to the Province concerning disclosure. 5. The Undersigned has had sufficient time and opportunity to seek independent legal advice in connection with this form and has freely chosen to sign this form. 6. This form shall be governed by the laws of the Province of Ontario and the federal laws of Canada as applicable in the Province of Ontario. IN WITNESS WHEREOF the Undersigned has duly executed this form this day of , 20_ [Insert name of landowner/proponent] [Note: signature must be witnessed if landowner/proponent is an individual] By: Name: Title: 309 - m m h C� a � .m o a U N 4 hg m � ° a cn �, z ❑ ❑ ❑ a c.z h Cl) C.C '`� ❑ ❑ ❑ ct co -j o a o ca a w M co ca .c S Qo m � h� h am � 00- a w -o n w h W � d o c�- h U t O 0 E N a m O N ¢ - 1, '6 Q 7 hw c N +',fq y0 Nate. W U o s s 3 rn o n � U p s a > .. .� N O E ? 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INTRODUCTION: County Council has given authority for staff and members of County Council to attend meetings and conventions outside of Ontario subject to certain conditions; particularly that such travel receive prior approval of the CAO, that costs be contained within existing budgets and that it is reported annually to Council. This report fulfils this annual reporting requirement for 2019. DISCUSSION / CONCLUSION: The following out-of-province meetings and conventions were attended by the Warden, Members of County Council and staff in 2019: • Laserfiche training — Long Beach, California — February 5 to 8, 2019. Attended by Information Technology Coordinator. (Laserfiche is the County's electronic document management software. Costs associated with airfare and registration were paid by the County's vendor as part of training support.) • Motorcycle Super Show — Cleveland — January 25 to 27, 2019. Attended by General Manager, Economic Development (in partnership with Southwest Ontario Tourism Corporation as part of the "Cruise the Coast" motorcycle tourism program). • Canadian Association of Municipal Administrators — Quebec City — June 26 to 307 2019. Attended by CAO. • Medavie Ambulance Service consultations and meetings — Nova Scotia and Prince Edward Island — September 28 to October 4, 2019. Attended by Warden and CAO. All of which is Respectfully Submitted Approved for Submission Brian Masschaele Julie Gonyou Director of Community and Cultural Services Chief Administrative Officer 315 -o"i bjfflKwn REPORT TO COUNTY COUNCIL FROM: Brian Lima, Director of Engineering Services DATE: January 20, 2020 SUBJECT: King George VI Lift Bridge Rehabilitation Project — Construction Detour Improvements RECOMMENDATIONS: THAT the report titled "King George VI Lift Bridge Rehabilitation Project - Construction Detour Improvements" from the Director of Engineering Services dated January 20, 2020, be received and filed; and, THAT GM BluePlan's submitted engineering fees for the King George Lift Bridge Rehabilitation Project be revised to include an additional $69,700 plus H.S.T. for the design, inspection and administration of the detour route improvements as detailed in this report. INTRODUCTION: The King George VI Lift Bridge over Kettle Creek in the Village of Port Stanley will undergo a significant rehabilitation project with an anticipated construction schedule of March 2020 until May 2021. During this approximate 15-month construction period, the King George VI Lift Bridge will be closed to vehicular and pedestrian traffic and a detour route will be in place utilizing Colborne Street (CR4), Warren Street (CR21) and Carlow Road (CR20). In order to accommodate increased traffic demands along the detour route, temporary vehicular and pedestrian traffic improvements are required. This report details the proposed improvements along the construction detour route for the duration of the project rehabilitation works. DISCUSSION: Dillon Consulting Limited was retained to review the proposed temporary detour route and make recommendations with respect to the anticipated vehicular demands and operations as a result of increased traffic volumes during construction. Specifically, the intersections of Colborne Street (CR4)/Warren Street (CR21) and Carlow Road (CR20)/Warren Street (CR21) were studied. As a result of Dillon's findings, utilizing modelled peak hourly volumes during summertime weekends/holidays, the following recommendations are listed below: Intersection of Colborne Street (CR4) /Warren Street (CR21) • Introduce a southbound right turn only lane. • Introduce a northbound left turn only lane (as previously recommended in the Little Creek Development's Traffic Impact Study Report). 316 • Introduce temporary traffic signals with vehicle detection and railway pre-emption technology (all to be removed upon project completion). • Introduce pedestrian crossings with drop curbs. Intersection of Carlow Road (CR20) /Warren Street (CR21) • Introduce a northbound right turn only lane. • Introduce temporary traffic signals with vehicle detection and railway pre-emption technology (all to be removed upon project completion). • Introduce a "Prepare to Stop When Flashing" warning sign for eastbound vehicles (to be removed upon project completion). • Introduce pedestrian crossings with drop curbs. Pedestrian Crossovers In addition to the intersections reviewed, Dillon Consulting Limited also studied three locations where the Municipality of Central Elgin's existing sidewalks terminate and direct pedestrians to cross the road within the construction detour. These locations are described as follows: 1. Colborne Street, approximately 475m south of Warren Street and fronting the Foodland grocery store, 2. Warren Street, approximately 140m east of Carlow Road, and, 3. Carlow Road, approximately 110m south of Warren Street and fronting the Kettle Creek Public School. In the absence of pedestrian crossing volume data at these locations, Dillon's recommendations utilize the detour's anticipated peak hourly traffic volumes during summertime weekends and also recognizes pedestrian sidewalk connectivity. As a result of these assumptions, Dillon has recommended that Type `B' Pedestrian Crossovers are warranted at all 3 locations during the construction detour time period. Type `B' Pedestrian Crossovers include actuated, double-sided rectangular rapid flashing beacons, overhead signage and enhanced approach signage and pavement markings. Once installed, these Pedestrian Crossover installations could continue to provide value to the community after the project is completed and could therefore remain as permanent assets. In discussions with the Municipality of Central Elgin staff, and subject to the Municipality of Central Elgin's Council acceptance, after being installed by the County in support of the bridge rehabilitation project, future ownership of these Pedestrian Crossovers would be transferred to the Municipality of Central Elgin to operate and maintain. Project Budget and Schedule The total cost to complete the civil intersection improvements and installing three, Type `B' Pedestrian Crossovers at the locations listed above is estimated to cost $500,000. As such, this value has been added to the King George VI Lift Bridge Rehabilitation Project and included within the proposed Capital Plan. 317 GM BluePlan, the County's consultant for the King George VI Lift Bridge Rehabilitation Project, has provided a workplan and fee estimate in order to provide engineering services in support of implementing the detour improvement recommendations. GM BluePlan will survey, design, prepare a tender package, inspect and administer the intersection and pedestrian crossing improvements along the detour route as detailed above for a total fee of $69,700 plus H.S.T. GM BluePlan understands that it is critical that these improvements are implemented before the Victoria Day Weekend (May 21 st, 2020) to support the construction detour and increased summertime visitor traffic. GM BluePlan has therefore recommended that these improvements be tendered and constructed separately from the King George VI Lift Bridge Rehabilitation Project. The following schedule of key project milestones has been provided: • 60% Design Submission — February 11, 2020 • 90% Design Submission — February 25, 2020 • 100% Tender Ready Submission — March 3, 2020 • Issue Tender— March 5, 2020 • Tender Opening — March 19, 2020 • Contract Award —April 1, 2020 (approx.) • Construction Completion — Mid May 2020 (approx.) CONCLUSION: The temporary construction detour for the King George VI Lift Bridge Rehabilitation Project will be operational for approximately 15 months. During peak summer weekends and holidays, the anticipated increase in traffic volumes along the detour route necessitates a number of traffic improvements be made as recommended by Dillon Consulting and in accordance with the Ontario Traffic Manual. Specifically, intersection turning lanes and temporary traffic signals are warranted at the intersections of Colborne Street (CR4) /Warren Street (CR21) and at Carlow Road (CR20) /Warren Street (CR21). In addition, three locations where existing sidewalks terminate at the road requires the implementation of Pedestrian Crossovers. In order to retain a long-term benefit from these Pedestrian Crossover investments, Central Elgin staff have indicated their preference to assume ownership of these assets and make their installation permanent. The total estimated cost to complete these improvements including engineering services is $575,000. This amount has been added to the King George VI Lift Bridge Rehabilitation Project, increasing the total project cost to $6,575,000. All of which is Respectfully Submitted Approved for Submission Brian Lima Julie Gonyou Director of Engineering Services Chief Administrative Officer 318 _..,.... D. °a ' WvPYFa�'�.11r� •. IK G, 4 111E . IP c D INS WA INS I . ... ...m.. ..v.. .-._ ._.. A_ �._m_. ... ....... ... ................ cy 72 CID Ift low WAS 1,\vw I An p xi,. fl n� �N mnl'w•tiv rwnw+ �� h "Nd""� p �eaPn Po� �4��rnld�,� 4�xavnm�rilG�r�udtlo4q�a,��P,7YUGwirrr�anC��rl Yna -o"i bjfflKwn REPORT TO COUNTY COUNCIL FROM: Brian Lima, Director of Engineering Services Mike Hoogstra, Purchasing Coordinator DATE: January 16, 2020 SUBJECT: Village of Rodney Reconstruction Engineering Services Award RECOMMENDATIONS: THAT the provision of engineering services associated with the Village of Rodney Reconstruction, Request for Proposal 2019-41 submission received from GM BluePlan Engineering Limited in the amount of $305,747.00 (excluding HST) be awarded; and, THAT the Warden and Chief Administrative Officer be authorized to sign the supporting engineering service agreement. INTRODUCTION: This report provides details on the Request for Proposal (RFP) 2019-41 for Engineering Services to reconstruct sections of Furnival Road (CR103) and Queens Line (CR104) in the Village of Rodney, within the Municipality of West Elgin and seeks Council's approval to award the contract. DISCUSSION: Furnival Road (Elgin County Road #103) and Queens Line (Elgin County Road #104) located within the Village of Rodney, in the Municipality of West Elgin, requires reconstruction. Furnival Road through the Village of Rodney is a two lane, minor arterial, with an AADT volume of 2,100 vehicles and a total project length of approximately 1,080 m. Queens Line is a two lane, collector road with an AADT volume of 800 vehicles and a total project length of approximately 625 m. These roads were last reconstructed in 1974 and resurfaced with asphalt in 1997, and are at the end of their lifecycles. The south (east bound) lane on Queens Line was reconstructed in 2009 as part of a watermain replacement project undertaken by the Municipality, and therefore may not require complete reconstruction after investigation and confirmation by the Consultant. The project limits along Furnival Road and Queens Line are identified on the following key map. 320 �V�nrtl�IF"a�aar�+�Luu7i�1t pl •y, i 7 IL'uFUrnwal!Road rn" a "e Accordingly, an RFP seeking professional services from interested engineering firms was recently released to provide complete detailed design engineering, contract administration and inspection services in support of required improvements. This engineering assignment will undertake the required preliminary and detailed designs, tendering, and contract administration in the following two (2) phase deliverables: ■ Phase 1: Preliminary and Detailed Engineering Designs ■ Phase 2: Tendering and Contract Administration The complete RFP document and all supporting Addenda are attached to this report as Attachment 1. Information that was advertised and posted on the County's Bid Portal page https://elgincounty.bidsandtenders.ca including RFP dates, proposals submitted and a complete plan takers list is attached to this report as Attachment 2. The Evaluation Committee (refer to Attachment 3) used a `Quality Based Selection Process' utilizing a "two envelope method" procurement process in which proposals were received in two separate envelopes. The first envelope consisting of technical and qualitative information associated with Phases 1 to 2 was opened first and evaluated based on the following criteria: i) Demonstrated understanding of Work Program /Approach and Methodology; ii) Responsiveness to the RFP, completeness of submission; 321 iii) Experience of Proposed Project Team; iv) Knowledge of similar projects; v) Proposed construction schedule, phasing of activities and availability; and, vi) References. Then the second envelope consisting of the corresponding price information was opened and evaluated only after the information in the first envelope had been evaluated in accordance with the requirements of the Request for Proposals document (refer to Attachment 1, Section 3.4). The firm selected by the Evaluation Committee is GM BluePlan Engineering. The total cost for Engineering Services is $305,747 (excluding HST). The proposal submitted by GM BluePlan Engineering was the highest scoring qualified proposal and thus represented the best complete quality submission. All Proponents that submitted a proposal to the County will be advised of the contract award and will be offered a debriefing of their individual proposal submission. GM BluePlan Engineering contemplates completing Phase 1 (preliminary and detailed design) deliverables in October 2020, with Phase 2 (tender) deliverables in November 2020, and construction anticipated to commence in April 2021 through to September 2021 . CONCLUSION: As detailed above, the Evaluation Committee completed a `Quality Based' evaluation and selection process in accordance with the Request for Proposal 2019-41, and subsequently the proposal submission from GM BluePlan Engineering was deemed the successful qualified proponent and is recommended for award. All of which is Respectfully Submitted Approved for Submission Mike Hoogstra Julie Gonyou Purchasing Coordinator Chief Administrative Officer Brian Lima Director of Engineering Services 322 Attachment 1 011,e0 E I gi.n C o uiiii,'--iii, "y PrDg,ressive by Nature ENGINEERING SERVICES VILLAGE OF RODNEY RECONSTRUCTION REQUEST FOR PROPOSAL No. 2019-41 Closing Date and Time: December 13, 2019 @ 3:00 p.m. (local time) Issued: November 21, 2019 County of Elgin 450 Sunset Drive 2nd Floor, Financial Services St.Thomas, ON N5R 5V1 323 Attachment 1 q a�„r°nnu REQUEST FOR PROPOSAL NO. 2019-41 ENGINEERING SERVICES-VILLAGE OF RODNEY RECONSTRUCTION INDEX DEFINITIONS AND INTERPRETATIONS.................................................................................................... 3 SECTION 1.0- INFORMATION TO PROPONENTS....................................................................................4 1.1 Introduction....................................................................................................................4 1.2 Proposal Format and Delivery.......................................................................................4 1.3 Designated Official .........................................................................................................5 1.4 Questions/Inquiries......................................................................................................5 1.5 Addenda..........................................................................................................................5 1.6 RFP Schedule of Events.................................................................................................. 6 1.7 Notice of No Response................................................................................................... 6 SECTION 2.0 -TERMS OF REFERENCE.....................................................................................................7 2.1 Background.....................................................................................................................7 2.2 Scope of Services............................................................................................................8 2.3 General Design Requirements.......................................................................................8 2.4 Construction Inspection Requirements ...................................................................... 11 2.5 Reporting Schedule ...................................................................................................... 12 2.6 Project Schedule........................................................................................................... 13 2.7 Deliverables .................................................................................................................. 13 2.8 Information provided by the County........................................................................... 13 SECTION 3.0 - PROPOSAL REQUIREMENTS .......................................................................................... 14 3.1 Proposal Submissions................................................................................................... 14 3.2 Technical Proposal Submission Requirements-ENVELOPE 1 .................................. 14 3.3 Financial Proposal Submission Requirements- ENVELOPE 2.................................... 15 3.4 Evaluation Process........................................................................................................ 16 3.5 Evaluation Criteria ........................................................................................................ 16 3.6 Ratings........................................................................................................................... 17 3.7 Presentation and Interview ......................................................................................... 18 SECTION 4.0 -GENERAL CONDITIONS ..................................................................................................20 4.1 Rights of the County..................................................................................................... 20 4.2 Conflict of Interest........................................................................................................20 4.3 Modified Proposals....................................................................................................... 21 4.4 Disqualification of Proponents....................................................................................21 4.5 Confidentiality ..............................................................................................................21 4.6 Proposal Assignments..................................................................................................21 4.7 Purchasing Policy..........................................................................................................22 4.8 Failure to Perform ........................................................................................................22 4.9 Agreement....................................................................................................................22 4.10 Insurance Requirements..............................................................................................22 1 324 Attachment 1 q a�„r°nnu REQUEST FOR PROPOSAL NO. 2019-41 ENGINEERING SERVICES—VILLAGE OF RODNEY RECONSTRUCTION 4.11 Indemnification.............................................................................................................23 4.12 Compliance with the Accessibility for Ontario with Disabilities Act 2005.................23 4.13 Disqualification.............................................................................................................23 4.14 Record and Reputation ................................................................................................24 4.15 Proponent's Costs.........................................................................................................24 4.16 Legal Matters and Rights of the County......................................................................25 4.17 Human Rights, Harassment and Occupational Health and Safety ............................26 4.18 Clarification...................................................................................................................26 4.19 Supplementary Information ........................................................................................26 4.20 Default/ Non-Performance.........................................................................................26 SECTION 5.0- FORM OF PROPOSAL......................................................................................................27 5.1 DECLARATION...............................................................................................................27 5.2 PRICE FORM..................................................................................................................28 APPENDIX A—SAMPLE AGREEMENT....................................................................................................29 RETURN ADDRESS LABEL—ENVELOPE 1 ..............................................................................................31 RETURN ADDRESS LABEL—ENVELOPE 2 ..............................................................................................32 HISTORICAL DRAINAGE PLAN .................................................................................................. Attached 2 325 Attachment 1 q a�„r°nnu REQUEST FOR PROPOSAL NO. 2019-41 ENGINEERING SERVICES—VILLAGE OF RODNEY RECONSTRUCTION DEFINITIONS AND INTERPRETATIONS The following definitions apply to the interpretation of the Request for Proposal Documents; 1. "Addenda or Addendum" means such further additions, deletions, modifications or other changes to any Request for Proposal Documents. 2. "Authorized Person" means; i. For a Proponent who is an individual or sole proprietor that person. ii. For a Proponent which is a partnership, any authorized partner of the Proponent. iii. For a Proponent which is a corporation: a) any officer of director of the corporation; and b) any person whose name and signature has been entered on the document submitted with the Request for Proposal, as having been authorized to participate in the completion, correction, revision, execution, or withdrawal of the submission, whether that person is or is not an officer or director. iv. For a Proponent that is a joint venture, the submission shall be signed by a person for and on behalf of each joint venture or, if they warrant that they have the authority vested in them to do so, one person so authorized may sign on behalf of all joint ventures. 3. "Consultant" means the Proponent whose proposal has been approved by the County and who will complete the project. 4. "County" refers to the Corporation of the County of Elgin. 5. "Designated Official" refers to the Purchasing Coordinator for the County. 6. "Proposal"meansthe Response in the form prescribed bythis Requestfor Proposal Document and completed and submitted by a Proponent in response to and in compliance with the Request for Proposal. 7. "Proponent" means the legal entity submitting a proposal. 8. "Request for Proposal (RFP)" means the document issued by the County in response to which Proponents are invited to submit a proposal that will result in the satisfaction of the County's objectives in a cost-effective manner. 9. "Successful Proponent" means the Proponent whose proposal has been approved by the County. 3 326 Attachment 1 q a�„r°nnu REQUEST FOR PROPOSAL NO. 2019-41 ENGINEERING SERVICES—VILLAGE OF RODNEY RECONSTRUCTION SECTION 1.0 - INFORMATION TO PROPONENTS 1.1 Introduction The County of Elgin (hereinafter referred to as"County") is seeking the services of a consulting engineering firm to provide complete detailed design engineering, contract administration and inspection services to reconstruct sections of Furnival Road (CR103) and Queens Line (CR104) within the Village of Rodney, within the Municipality of West Elgin. It is the intent of the County to secure an Engineering firm who will be the County's prime consultant for this project. The successful Engineering firm will possess the requisite technical skills to deal with the matters to be addressed in the following tasks and will be required to work directly with County staff,the public and other agencies in a professional manner. The firm, in addition to technical qualifications, must exhibit skills such as timeliness, diplomacy, tact, strong communication ability and an understanding of the County. Further information regarding the scope of work is included in Section 2.0. 1.2 Proposal Format and Delivery Proponents are required to submit their proposal in two separate envelopes as described in section 3.0. All copies must be delivered to the County of Elgin,450 Sunset Drive, 2nd Floor, Financial Services, St.Thomas, ON, N5R 5V1. Proposals must be received no later than 3:00 p.m. on December 13,2019. Proposals received at 3:00 p.m. as shown on the time stamp in the Financial Services Department are "on time" and will be accepted. Proposals received at 3:01 p.m. or later, as shown on the time stamp in the Financial Services Department will be considered late, will be rejected and returned unopened to the respective Proponent. The time stamp in Financial Services Department is the official time for the deadline for submission. No other clock or source of time will be recognized when considering the submission date and time of proposals to Financial Services. This is a sealed proposal. All proposals shall be submitted in two separate sealed envelopes as described in section 3.0 with the submission label as provided firmly affixed to the outside of the envelope or package. All envelopes or packages must have Proponent's name and address where indicated and envelopes must be sealed. Proposals will be officially opened after closing time. Only the names of those Proponents submitting a proposal will be read out at the public proposal opening. No prices are to be read out, however, only once the award is made and approved by Council, the report recommending such award shall be a matter of public record, unless otherwise determined by Council. A Proponent may request that their proposal be withdrawn. Withdrawal shall only be allowed if the Proponent makes the request in writing and the request is delivered to the Designated Official before the RFP closing time. 4 327 Attachment 1 q a�„r°nnu REQUEST FOR PROPOSAL NO. 2019-41 ENGINEERING SERVICES—VILLAGE OF RODNEY RECONSTRUCTION Proposals confirmed as withdrawn shall be returned unopened to the Proponent. The withdrawal of a proposal does not disqualify a Proponent from submitting another proposal prior to the closing time. The County shall not be liable for any cost of preparation or presentation of proposals, and all proposals and accompanying documents submitted by the Proponent become the property of the County and will not be returned.There will be no payment to Proponents for work related to, and materials supplied in the preparation, presentation and evaluation of any proposal, nor for the Contract negotiations whether they are successful or unsuccessful. The County, its elected officials, employees and agents shall not be responsible for any liabilities, costs, expenses, loss or damage incurred, sustained or suffered by any Proponent, prior or subsequent to, or by reason of the acceptance, or non-acceptance by the County of any proposal, or by reason of any delay in the acceptance of any proposal. 1.3 Designated Official For the purpose of this contract, Mike Hoogstra is the "Designated Official' and shall perform the following functions: releasing, recording, and receiving proposals, recording and checking of submissions; answering queries from perspective proponents, considering extensions of time, reviewing proposals received, ruling on those not completing meeting requirements and coordinating the evaluation of the responses. 1.4 Questions/Inquiries All inquiries regarding this RFP shall be directed through the Bidding System online by clicking on the "Submit a Question" button for this bid opportunity. All questions shall be submitted in writing with ample time before the deadline for submissions. Questions submitted through the bidding system are directed to the Designated Official. The deadline for submitting questions is December 6, 2019 at 4:00 p.m. No clarification requests will be accepted by telephone. Responses to clarification requests will be provided to all interested parties. Inquiries must not be directed to other County employees or elected officials. Directing inquiries to other than the Designated Official may result in your submission being rejected. 1.5 Addenda The Designated Official will issue changes to the RFP Documents, which may include amendments to the submission deadline or changes in the Scope of Work or Qualifications of Proponents, by addendum only. No other statement, whether oral or written, made by the County will amend the RFP Documents. The County will make every effort to issue all addenda no later than three (3) days prior to the closing date. 5 328 Attachment 1 q a�„r°nnu REQUEST FOR PROPOSAL NO. 2019-41 ENGINEERING SERVICES—VILLAGE OF RODNEY RECONSTRUCTION The Proponent shall not rely on any information or instructions from the County or a County Representative except the RFP Documents and any addenda issued pursuant to this Section. The Proponent is solely responsible to ensure that it has received all addenda issued by the County. Proponents may in writing seek confirmation of the number of addenda issued under this RFP from the Designated Official. All Proponents are advised that any Addenda issued will only be posted on the bidding system website: https://elgincounty.bidsandtenders.ca It is the sole responsibility of each Proponent to check the website for any and all Addenda that have been issued for this RFP. The Proponent shall acknowledge receipt of all addenda on the Form of Proposal—Declaration Form. Failure to complete the acknowledgement may result in rejection of the proposal. 1.6 RFP Schedule of Events The RFP process will be governed according to the following schedule. Although every attempt will be made to meet all dates,the County reserves the right to modify or alter any or all dates at its sole discretion by notifying all Proponents in writing at the address indicated in the completed RFP submitted to the County. Issue RFP: November 21, 2019 Last Date for Questions: December 6, 2019 RFP Close: December 13, 2019 Interviews/Presentations: TBD Award of Contract: January 22, 2020 *Dates noted above are an approximation only and are subject to change. 1.7 Notice of No Response If you are unable, or do not wish to provide a proposal, please complete a notice of no response form in the bidding system. It is important to the County to receive a reply from all Proponents. There is no obligation to submit a proposal however, should you choose not to respond to this RFP, completion of this notice in the bidding system will assist the County in determining your interest in future RFP's. 6 329 Attachment 1 q a�„r°nnu REQUEST FOR PROPOSAL NO. 2019-41 ENGINEERING SERVICES—VILLAGE OF RODNEY RECONSTRUCTION SECTION 2.0 -TERMS OF REFERENCE 2.1 Background Furnival Road (Elgin County Road#103) and Queens Line (Elgin County Road#104) located within the Village of Rodney, in the Municipality of West Elgin, requires reconstruction. The project limits along Furnival Road and Queens Line are identified on the key map below. I I I. !I t gym Y � l Furnival Road through the Village of Rodney is a two lane, minor arterial,with an AADT of 2,100 and a total project length of approximately 1,080 m. Queens Line is a two lane, collector road with an AADT of 800 and a total project length of approximately 625 m. These roads were last reconstructed in 1974 and resurfaced with asphalt in 1997, and are at the end of their lifecycles. The south (east bound) lane on Queens Line was reconstructed in 2009 as part of a water main replacement project, and therefore may not require complete reconstruction after investigation and confirmation by the Consultant. 7 330 Attachment 1 q a�„r°nnu REQUEST FOR PROPOSAL NO. 2019-41 ENGINEERING SERVICES—VILLAGE OF RODNEY RECONSTRUCTION The existing road is to be reconstructed with a suitable road base, asphalt, curb and gutter, storm sewer, and streetscape enhancements including sidewalk replacement and installation of additional decorative street lighting. 2.2 Scope of Services The scope of work is to provide complete detailed design engineering, contract administration and inspections services to reconstruct sections of Furnival Road (CR103) and Queens Line (CR104) within the Village of Rodney, within the Municipality of West Elgin. The successful consultant or its subconsultant will prepare the necessary legal and topographic surveys, preliminary design, detailed design, tender document specifications, contract administration, and provide full time inspection services. The Consultant will be the first and direct daily and emergency contact for all project related issues. First contact and communication with the contractor, land owners, stakeholders, utilities and agencies will be the Consultant's responsibility. Consultation and cooperation with the local municipality is an important component of this project. The local municipality is a key stakeholder in the design and will be consulted early during the planning phase to ensure their interests are included in the project. Parking lanes, sidewalks and street lighting are some of the streetscape enhancements that will be included in the project. Street lighting and sidewalk replacement are local services (to the Municipality of West Elgin) and will be included within the project scope and separately identified in the Form of Tender. The consultant will be required to obtain and manage the services of any additional firms or sub- consultants necessary to provide information required for the completion of the project. The consultant must develop the terms of reference necessary for the County to procure the services of a geotechnical firm, and manage their involvement appropriately. The Proponent shall address all tasks and include the cost for all sub-consultants noted in the Terms of Reference. The consultant shall not transfer task(s) or cost of task(s),to the County or act as a coordinator between the County and sub-consultant or delete tasks in the RFP.The upset limit shall be inclusive of all required tasks and sub-consultants identified in these Terms of Reference. 2.3 General Design Requirements a) The Consultant will be required to: i. conduct a project initiation meeting with the County staff; ii. conduct a project initiation meeting with the County staff and local municipal staff; iii. complete a legal and topographic survey for the project limits as well as a full set of completed base plans including legal property boundaries (confirmation of public road property limits); and review all previous plans, studies, geotechnical reports, Municipal Drainage reports, etc. 8 331 Attachment 1 q a�„r°nnu REQUEST FOR PROPOSAL NO. 2019-41 ENGINEERING SERVICES—VILLAGE OF RODNEY RECONSTRUCTION b) The road design shall include the following items at a minimum: i. Horizontal and vertical alignment designs. ii. Storm Drainage design including private drain connections (PDCs)to each property abutting the road. The consultant's design will specify new catch basins and storm sewer pipes sufficient to satisfy the 5-year design storm frequency and ensure that the system has suitable outlet capacity. iii. The assumed existing storm drainage servicing is depicted in the drawings included as attachments to this RFP. The consultant shall investigate and recommend the most suitable legal outlet for collected storm water which may differ from existing conditions. For the consultant's information, the Municipality of West Elgin owns lands along the former railway corridor at the south limits of the project area and towards the Wismer Drain. This municipally owned corridor may be a suitable outlet option for a potential storm sewer. iv. Municipal Drain information and confirmation of watershed boundaries with regard for future improvements within the watershed(s). And also, specifically as it pertains to the Queen Street and Sandford Street Municipal Drain, to determine and recommend if the drain should remain as a Municipal Drain and be improved, or be abandoned in whole or part and be replaced with a storm sewer. The Wismer, Voros and Queen Street and Sandford Street Municipal Drain reports have been included as attachments to this RFP for the Consultant's use. v. Traffic analysis to determine requirements for intersecting road radii (i.e.truck turning movements), turning lanes and tapers (if required). vi. Analysis and options to address any roadside safety concerns. vii. Complete a detailed sanitary manhole condition report with recommendations. Sanitary sewer construction drawings have been included as attachments to this RFP for the Consultant's use. viii. Complete a photometric design in accordance with IES RP-8-18 standards which makes recommendations for decorative street lights complete with receptacles to accommodate aerial festive community decorations within the Rodney"Downtown Core" (defined as Furnival Road, between Clark Street to 67m north of Queen Street, also being a total of approximately 405m). ix. Complete an existing street parking inventory within the "Downtown Core" and make recommendations with respect to incorporating accessible parking stalls into the design in consultation with the County's Accessibility Coordinator. x. Make recommendations with respect to any and all pedestrian AODA requirements in consultation with the County's Accessibility Coordinator including but not limited to the installation of tactile plates and rest area seating locations. xi. Review and incorporate streetscape design improvements consistent with the Municipality of West Elgin's Streetscape Master Plan—dated October 2013. www.westelgin.net/sites/default/files/archives/PlanningDevelopment/Final%20Streetsca pe%20 P I a n%200 cto be r%202013.pdf xii. Review and incorporate streetscape design improvements consistent with the Municipality of West Elgin's Community Improvement Plan—dated September 2009. www.westelgin.net/sites/default/files/archives/PlanningDevelopment/6713.pdf 9 332 Attachment 1 q a�„r°nnu REQUEST FOR PROPOSAL NO. 2019-41 ENGINEERING SERVICES—VILLAGE OF RODNEY RECONSTRUCTION c) The Consultant will be required to meet with appropriate County, municipal, conservation authority and utilities staff to obtain plans and/or confirm all information on existing and proposed underground and aboveground services. All future needs and conflicts are to be determined and potential utility relocation costs established. The Consultant will provide the County with copies of all related correspondence. d) The Consultant will be required to undertake field survey work required for: ➢ Estimation of quantities. ➢ Investigation by camera to determine location and connections into existing storm drains. ➢ Geotechnical Investigation of existing road structure, bedding and subsurface conditions. ➢ Design grades. ➢ Undertake an evaluation of all sanitary manholes and provide a condition assessment report complete with rehabilitation recommendations to be considered for inclusion in the design. ➢ Identification of any potential sensitive features. ➢ Identification of all existing utilities. Fiber optic utility infrastructure has been recently installed throughout the village by Eastlink and Packetworks. ➢ Assessment of vegetative and other underground features. e) The Consultant will be required to liaise with and attend a reasonable number of meetings with the appropriate authorities, including but not limited to the County, Municipality of West Elgin, Lower Thames Conservation Authority, affected utility companies, and other regulatory agencies, as required,to obtain their input and requirements for the project. f) Design parameters and solutions will be dictated by Ontario Provincial manuals including but not limited to: Geometric Design Standards for Ontario Roads, Roadside Safety Manual, Drainage Management Manual, and Ontario Provincial Standards. g) The Consultant will be required to conduct one (1) Public Information Centre meeting in advance of the tender process. Based on the input from the Public Information Meetings, the Consultant shall incorporate, where possible, all comments and concerns into the evaluation process as directed by the County. All facility rental and advertising costs shall be paid for by the County. h) Recommend a preferred design, scheduling and phasing, as required. i) Prepare detailed design drawings (Plan 1:250 scale and Profile 1:100)for road reconstruction including intersections, driveways and structures. Cross sections at even stations (25m intervals) and at all intersections are also required. j) Prepare detailed quantity and engineer's cost estimates broken down by task. k) Submit application(s), plans, supporting documentation for any agency approval, as required. Attend meetings at the offices of the agencies to discuss the design and provide explanations for the purpose of furthering the application towards approval. Application fees will be paid by the County. 10 333 Attachment 1 q a�„r°nnu REQUEST FOR PROPOSAL NO. 2019-41 ENGINEERING SERVICES—VILLAGE OF RODNEY RECONSTRUCTION 1) Prepare contract documents (Special Provisions and Form of Tender)for the project including detailed construction drawings, traffic management/temporary signage plan, permanent sign replacement/installation drawings, roadway line marking plan,tender quantities, material lists, specifications and special provisions. The County's tender document format will be used for this project. m) The Consultant's traffic management plan shall consider private and commercial property egress to minimize construction disruption. It should also be noted that Furnival Road through the Village of Rodney forms part of the Ministry of Transportation's Emergency Detour Route (EDR)for Highway#401. As such,the Consultant shall devise a plan in consultation with the County for notification to the Ministry of Transportation. n) The Consultant shall provide the County with an itemized construction cost estimate. o) The Consultant shall provide the County with a monthly financial report to accompany invoices, indicating the status of the project with early identification of any potential financial issues. p) The consultant shall acknowledge that any expenditure beyond the upset limit will require appropriate written approval. q) The Consultant shall provide a certificate of substantial performance and final completion as well as modified contract drawings to show"as-built" work in AutoCAD and .pdf format. 2.4 Construction Inspection Requirements a) The Consultant shall identify full time project inspection staff during road construction currently planned for 2021. The same inspector(s), project manager and administrator shall be used during the duration of the project. This team shall be first contact for all construction related issues during working and non-working hours. b) The Consultant shall assume a 24-week(120 working days) construction schedule for the project. The County recognizes that this schedule is an estimate at this time and this may require re-negotiation based on the final requirements and the actual construction schedule. c) The Consultant shall provide full time inspection services sufficient to direct the contractor ensuring project specifications are met. The Consultant is expected to prepare daily construction records detailing construction activities, progress, incidents, concerns and contract item quantities. d) The Consultant shall collect all weigh tickets and prepare detailed progress payments and recommend payments be made. 11 334 Attachment 1 q a�„r°nnu REQUEST FOR PROPOSAL NO. 2019-41 ENGINEERING SERVICES—VILLAGE OF RODNEY RECONSTRUCTION e) The Consultant shall arrange and host bi-weekly construction meetings with all parties to discuss project progress, resolve issues and approve work orders. Agendas and minutes shall be prepared and circulated by the consultant to all parties. f) The Consultant shall consider and recommend alternative construction methods or materials proposed by the contractor and preparation of change orders, review shop drawings submitted to the degree necessary to ensure they conform with the design requirements and contract documents, recommend on the validity of charges for additions or deletions and recommend issuance of change orders. g) The Consultant is responsible for investigating, reporting and recommending on unusual circumstances which may arise during construction. h) The Contractor shall be responsible for providing Quality Assurance testing of all construction materials, including but not limited to Granular sieve analysis, hot mix asphalt testing and compaction all following the relevant Ontario Provincial Standard Specification. The Consultant (or through its sub-consultant) is responsible for arranging, preparing and shipping for testing of materials supplied by the contractor or requested by the County for incorporation in the work and the review of test results and acceptability of said materials. i) The Consultant shall carry out final inspection at the conclusion of the construction contract and at the end of the one-year maintenance period and provide written reports to the County. j) The Consultant is responsible for the preparation and submission to the County of two (2) complete set of revised contract drawings showing the "as-built" project to the extent possible from the information provided by the contractor or otherwise visible, and two complete sets of"as-built" plans in digital format, both in AutoCad Format and as a .PDF image file. 2.5 Reporting Schedule The reporting schedule will be as follows: ➢ 60%drawing submission including completed base plans, road alignment and general design features, road cross sections, all existing and proposed utilities and drainage features. Preliminary cost estimate and items to be included with the 60% submission. ➢ 90%drawing submission including all detail plans, removals,traffic plans, etc. Preliminary form of tender and special provisions to be included with the 90%submission. ➢ Final submission to include tender ready plans, specifications, form of tender and a detailed construction cost estimate. 12 335 Attachment 1 q a�„r°nnu REQUEST FOR PROPOSAL NO. 2019-41 ENGINEERING SERVICES—VILLAGE OF RODNEY RECONSTRUCTION 2.6 Project Schedule The project schedule will be as follows: ➢ Kickoff Meetings February 2020 ➢ 60% Design Submission June 2020 ➢ 90% Design Submission July 2020 ➢ Public Information Centre September 2020 ➢ Tender Ready October 2020 ➢ Construction April—September 2021 2.7 Deliverables The deliverables for the project are summarized below: ➢ Preliminary and detailed design plans as noted in the Reporting Schedule; ➢ Displays for the Public Information Centre; ➢ Newspaper notification preparation (County cost to publicize); ➢ Reports, memos, communications, etc., as may be required during the course of this assignment; ➢ Construction meeting agendas and minutes; ➢ Approvals and permits from all external agencies; ➢ The consultant will be required to submit a preliminary and a final design brief which details the hydraulic modeling undertaken on the project. 2.8 Information provided by the County The County will supply the following items: ➢ Access to all available municipal drainage reports, as-constructed sanitary and watermain servicing drawings; ➢ Standard template for use in preparing specifications and form of tender; ➢ General direction to the Consultant in completing the services and granting of approvals as necessary in a timely fashion; ➢ Review of information and plans prepared by the Consultant and comment in a timely fashion; ➢ Other documentation as available. 13 336 Attachment 1 q a�„r°nnu REQUEST FOR PROPOSAL NO. 2019-41 ENGINEERING SERVICES—VILLAGE OF RODNEY RECONSTRUCTION SECTION 3.0 - PROPOSAL REQUIREMENTS 3.1 Proposal Submissions All proposal submissions must be submitted in two separate envelopes with the submission labels as provided by the County affixed firmly to the outside of each sealed envelope with all details completed as required on the labels.The term envelope shall have the same meaning as"package". Both separately sealed envelopes shall be submitted at the same time. Any submissions which contain pricing information in Envelope 1 will be rendered informal and will be disqualified. All information related to fees and expenses must be submitted in Envelope 2 only. Failure to include the submission requirements may result in your proposal being disqualified. 3.2 Technical Proposal Submission Requirements—ENVELOPE 1 The first address label entitled "Technical Proposal" shall be firmly affixed to outside of envelope one. This envelope shall contain three (3) total hard copies of the proposal with one (1) copy marked "Master" being an original document with original signature(s) and one (1) electronic copy. The submission shall be no longer than ten (10) single sided pages(Arial 12 font or equivalent), excluding a schedule,appendix and Curricula Vitae. The proposal submissions must include at a minimum the following information and shall be submitted in the same sequence in order to be considered responsive. a) Section 1: Overview A narrative demonstrating the firm's understanding of the full scope of services, reasons why the Proponent is interested in taking on this project, and its familiarity with the County and similar construction projects. b) Section 2: Work Program Provide a detailed project work plan summarizing the approach and methodology for the specific tasks proposed. The work plan shall include resources necessary to meet the project objectives and shall indicate the tools and techniques that will be used to ensure the project remains on budget and on schedule. The Proponent shall identify issues and risks associated with the project, including deviations to the project plan and how they would handle and manage the risks through the course of the project. c) Section 3: Project Team—Own Personnel Identify the Project Team proposed for the assignment. For each member of the Project Team, confirm if the individual is a full-time, permanent employee of the Proponent and the estimated number of hours allocated to accomplish each task by staff person. 14 337 Attachment 1 q a�„r°nnu REQUEST FOR PROPOSAL NO. 2019-41 ENGINEERING SERVICES—VILLAGE OF RODNEY RECONSTRUCTION d) Section 4: Project Team—Specialist Consultants Identify the other members of the Project Team proposed for the assignment. For each member of the Project Team, identify specific role/specialty, the individual responsible, and their specific experience as it pertains to this assignment. Describe the organization of the Project Team. Demonstrate the experience and capability of the members of the Project Team. Provide resumes for all members of the project team clearly indicating that the personnel have experience in the provision of the Scope of Services; identification of the personnel's education qualifications, professional affiliations, years of experience in the field, and the number of years with the firm. It is important that your Project Team show a proven track record in completing similar projects and show foresight in resolving problems before construction starts. Provide confirmation that the individuals that will serve as the key personnel for the duration of the project assignment are available to immediately commence on this project. e) Section 5: Project Schedule Provide a comprehensive project timeline/schedule in the form of a Gantt chart(or equal) which identifies the proposed scheduling of all major project tasks as identified in the Terms of Reference including scheduling of all milestones and any scheduling dependency relationships between activities, tasks and/or phases of the project. Indicate any possible areas that have flexibility to provide time and cost savings. f) Section 6: Client References Provide at least three (3) references the County may contact. References should be from sources of similar project experience relevant to the requirements of this project and include projects where various timelines and schedules were managed simultaneously and the timeline and budget were met to deliver a successful project. Where the budget and timeline were not met, include details regarding the challenges faced and the workarounds utilized in order to complete the project. g) Form of Proposal - Declaration Include a signed and completed copy of the Form of Proposal—Declaration in envelope 1. 3.3 Financial Proposal Submission Requirements- ENVELOPE 2 The second address label entitled "Financial Proposal" shall be firmly affixed to the outside of envelope two. This envelope shall contain one (1) completed and executed hardcopy of the Price Form (electronic copy not required). Include per diem rates and any other fees on a separate sheet. Your proposal must clearly state which services are not included in your financial proposal. The Price Form and per diem rates shall be submitted in a sealed envelope separate from the Technical Requirements. The total estimated cost including disbursements for the work proposed shall be considered in the upset limit. Fees &expenses shall not include contingencies or HST. 15 338 Attachment 1 q a�„r°nnu REQUEST FOR PROPOSAL NO. 2019-41 ENGINEERING SERVICES—VILLAGE OF RODNEY RECONSTRUCTION 3.4 Evaluation Process Each proposal will be evaluated on its clarity and the demonstrated understanding of the Project requirements, the services proposed and timeframes, as well as the proponent's experience and the anticipated benefit to the County. A short list of firms may be created for purposes of an interview or presentation, should this be required. Proponents may be contacted to explain or clarify their proposals; however,they will not be permitted to alter information as submitted. An Evaluation Committee will be established from members of the County or any others as deemed necessary. Proposals will be evaluated on the basis of all information provided by the Proponent. Each proposal will be reviewed to determine if the proposal is responsive to the submission requirements outlined in the RFP. Failure to comply with these requirements may deem the proposal non-responsive. Selection of a proposal will be based on (but not solely limited to)the following criteria and any other relevant information provided by the Proponent at the time of submission as well as any additional information provided during subsequent meetings with the Proponent. In recognition of the importance of the procedure by which a Proponent may be selected,the following criterion outlines the primary considerations to be used in the evaluation and consequent awarding of this project (not in any order). The County reserves the right to evaluate and rank each submission using criterion noted. Actual scores will be confidential. The criteria below, outlines the broad specification for the proposed contract. The proposal submissions contained in Envelope 1 will provide the necessary information required to evaluate the submissions. The firms achieving a minimum score of 56/80 will be shortlisted and Envelope 2, (Financial) will be opened for consideration. 3.5 Evaluation Criteria Proposals will be evaluated based on the following weighted evaluation factors: a) First Phase Scoring (Envelope 1) Maximum Rated Criteria Weight Points Firm's Understanding of Project Objectives and Requirements Demonstrated understanding of Work Program/Approach and 25 Methodology 35 Responsiveness to the RFP, completeness of submission 10 16 339 Attachment 1 q a�„r°nnu REQUEST FOR PROPOSAL NO. 2019-41 ENGINEERING SERVICES—VILLAGE OF RODNEY RECONSTRUCTION Firm's Experience and Key Individuals Experience Experience of Proposed Project Team 10 Knowledge of similar projects 15 25 References (Pass/Fail) P/F Key Personnel Availability/Project Schedule Proposed construction scheduled, phasing of activities and 20 20 availability b) Second Phase Scoring (Envelope 2) Cost of Work Cost for overall project 20 Total Score 100 3.6 Ratings For consistency, the following table describes the characteristics attributable to particular scores between 0-10. 0 Did not submit information 1 Does not satisfy the requirements of the criteria in any manner 2 Very poor to unsatisfactory 3 Minimally addresses some, but not all of the requirement of the criteria. Lacking in critical areas 4 Addresses most of the requirements of the criteria to the minimum acceptable level. Lacking in critical areas. 5 Addresses most, but not all, of the requirements of the criteria to the minimum acceptable level. May be lacking in some areas that are not critical. 6 Adequately meets most of the requirements of the criteria. May be lacking in some areas that are not critical. 7 Fully meets all requirements of the criteria. 8 Exceeds the requirements of the criteria but in a manner which is not particularly beneficial to the County's needs. 9 Exceeds the requirements of the criteria in ways that are beneficial. 10 Proposal exceeds the requirements of the criteria in superlative ways/very desirable. 17 340 Attachment 1 q a�„r°nnu REQUEST FOR PROPOSAL NO. 2019-41 ENGINEERING SERVICES—VILLAGE OF RODNEY RECONSTRUCTION The firms achieving a minimum score of 56 will be shortlisted and Envelope 2, (Financial) will be opened for consideration. Second Phase of Rating-The lowest fee proposed shall be awarded the full amount of points available for the fee portion of the evaluation. All higher fees proposed shall be awarded points, rounded to the closest full point for the fee portion of the evaluation by the following: Lowest Fee_ Proposed Fee x Maximum Points=Total Cost Points. It should be emphasized that pricing is only one of the factors being considered in determining the most suitable Consultant. In submitting a proposal, the Proponent acknowledges the County's right to accept other than the lowest priced proposal and expressly waives all rights for damages or redress as may exist in common law stemming from the County's decision to accept a proposal which is not the lowest price proposal, if it is deemed to be in the County's best interest to do so. All qualified proposal submissions will be reviewed and evaluated.Additional information may be requested if necessary. Only the ten (10) pages and schedule appendix of the proposal will be evaluated. Proponents must include all relevant information in the required ten (10) page limit restriction. 3.7 Presentation and Interview The County may have the two highest scoring Proponents attend an interview to present the evaluation team with additional insight into the Proponent's ability to meet the requirements as requested in the RFP.The County reserves the right to interview more or fewer than two Proponents based on the scoring results. The interviews would be conducted by the representatives of the Evaluation Committee at the County Administration Building, 450 Sunset Drive, St.Thomas, Ontario N5R 5V1. Senior staff members to be assigned to this project must attend the interview. Presentations shall follow this general format: ➢ Introduction of Proponents Project Team (5 minutes) ➢ Proponent Presentation of the Proposal (15 minutes) ➢ Questions from Interview Committee (10 minutes) ➢ Questions from Proponents (5 minutes) The Proponents will be notified of the final format and exact date and time for interviews/ presentations in advance. 18 341 Attachment 1 q a�„r°nnu REQUEST FOR PROPOSAL NO. 2019-41 ENGINEERING SERVICES—VILLAGE OF RODNEY RECONSTRUCTION For the interview portion of the evaluation (if required), the County will be using the rating criteria shown below and will evaluate each short-listed Proponent only. Interview Criteria and Weighting(Second Stage if required): Criteria Category Weighted Points Presentation 25 Response to Questions 10 Total Weighted Points 35 The score from the proposal evaluations and the Interview will be combined to determine an overall score. 19 342 Attachment 1 q a�„r°nnu REQUEST FOR PROPOSAL NO. 2019-41 ENGINEERING SERVICES—VILLAGE OF RODNEY RECONSTRUCTION SECTION 4.0 - GENERAL CONDITIONS 4.1 Rights of the County The County is not liable for any costs incurred by the Proponent in the preparation of their response to the RFP or selection interviews, if required. Furthermore, the County shall not be responsible for any liabilities, costs, expenses, loss or damage incurred, sustained or suffered by any Proponent, prior or subsequent to, or by reason of the acceptance, or non-acceptance by the County of any proposal or by reason of any delay in the award of the contract. The County reserves the right to accept any proposal, in whole or in part,that it feels most fully meets the selection criteria.Therefore,the lowest cost proposal, or any proposal may not necessarily be accepted. County staff shall evaluate all compliant proposals received by the closing time and make evaluations and recommendations for acceptance. The County reserves the right to request specific requirements not adequately covered in their initial submission and clarify information contained in the Request for Proposal. The County reserves the right to modify any and all requirements stated in the Request for Proposal at any time prior to the possible awarding of the contract. The County reserves the right to cancel this Request for Proposal at any time, without penalty or cost to the County. This Request for Proposal should not be considered a commitment by the County to enter into any contract. The County reserves the right to enter into negotiations with the selected Proponent. If these negotiations are not successfully concluded,the County reserves the right to begin negotiations with the next selected Proponent. Proposals shall remain open and subject to acceptance for a period of ninety(90) days from closing date. In the event of any disagreement between the County and the Proponent regarding the interpretation of the provisions of the Request for Proposal, the Director of Financial Services or an individual acting in that capacity, shall make the final determination as to interpretation. No proposal shall be accepted from any person or Proponent who, has a claim or has instituted a legal proceeding against the County or against whom the County has a claim or has instituted a legal proceeding, without the prior approval of County Council.This applies whether the legal proceeding is related or unrelated to the subject matter of this RFP. 4.2 Conflict of Interest The Proponent declares that no person, firm or corporation with whom or which the Proponent has an interest, has any interest in this RFP or in the proposed contract for which this proposal is made. 20 343 Attachment 1 q a�„r°nnu REQUEST FOR PROPOSAL NO. 2019-41 ENGINEERING SERVICES—VILLAGE OF RODNEY RECONSTRUCTION The Proponent further declares that no member of the Council of the County and no officer or employee of the County will become interested directly or indirectly as a contracting party, partner, shareholder, surety, or otherwise in or in the performance of the Contract or in the supplies, work or business to which it relates, or in any portion of the profits thereof, or in any of the money to be derived there from. Should the Proponent feel that a conflict of interest or potential conflict of interest exists; the Proponent must disclose this information to the County prior to the submission of a proposal. The County may, at its discretion, delay any evaluation or award until the matter is resolved to the County's satisfaction.The County may allow a conflict of interest or potential conflict of interest to exist if it is satisfied that there are adequate safeguards in place and if the County determines that it is in its best interests to do so. The County reserves the right to disqualify a proposal where the County believes a conflict of interest or potential conflict of interest exists. 4.3 Modified Proposals In the event that a preferred proposal does not entirely meet the requirements of the County,the County reserves the right to enter into negotiations with the selected Proponent, to arrive at a mutually satisfactory arrangement and to make any modifications to the proposal as are in the best interests of the County. 4.4 Disqualification of Proponents More than one proposal from an individual firm, partnership, corporation or association under the same or different names will not be considered. Collusion between Proponents will be sufficient for rejection of any proposals so affected. 4.5 Confidentiality The proposal must not be restricted by any statement, covering letter or alteration by the Proponent in respect of confidential or proprietary information.The County will treat all proposals as confidential. The County will comply with the Municipal Freedom of Information and Protection of Privacy Act, and its retention by-law pursuant to the Municipal Act, in respect of all proposals. All Public Reports approved by the Council of the County will become public information. 4.6 Proposal Assignments The successful Proponent will not be permitted to assign or transfer any portion of the proposal as submitted or the subsequent agreement without prior written approval from the County. 21 344 Attachment 1 q a�„r°nnu REQUEST FOR PROPOSAL NO. 2019-41 ENGINEERING SERVICES—VILLAGE OF RODNEY RECONSTRUCTION 4.7 Purchasing Policy Submissions will be solicited, received, evaluated, accepted and processed in accordance with the County's Purchasing Policy as amended from time to time. In submitting a proposal in response to this RFP, the Proponent agrees and acknowledges that it has read and will be bound by the terms and conditions of the County's Purchasing By-law. The Purchasing By-Law can be viewed on the County's website, www.elgin-county.ca 4.8 Failure to Perform Failure to comply with all terms and conditions of this proposal, and failure to supply all documentation, as required herein, shall be just cause for cancellation of the award. The County shall then have the right to award this contract to any other Proponent or to re-issue this RFP. 4.9 Agreement A written agreement, prepared by the County shall be executed by the County and the Consultant. The complete proposal package submitted by the successful proponent,together with the entire Request for Proposal documents prepared by the County, shall form part of the Agreement(see attached sample of agreement in Appendix A). 4.10 Insurance Requirements Any agreement resulting from this RFP will contain, at a minimum,the following insurance requirements: a) Comprehensive general liability insurance including bodily injury, property damage liability, personal injury liability, completed operations liability, blanket contractual liability, non- owned automobile and shall contain a severability of interest and cross liability clause to a limit of no less than five million ($5,000,000) dollars in respect to any one occurrence. The above-mentioned policy shall be endorsed to include the County as an Additional Insured. b) Professional Liability insurance covering all activities as described in the Proponent's proposal to a limit of no less than two million ($2,000,000) per claim and in the aggregate. Such insurance shall provide coverage for errors and omissions made by the professional in the rendering of, or failure to render, professional services in connection with the Agreement. Upon completion of the work the policy shall remain in force for twelve (12) months. The Proponent must confirm that any property damage, personal injury or bodily injury resulting from an error or omission is considered an insurable loss whether coverage is under the Comprehensive General Liability Policy or the Professional Liability Policy(Errors & Omissions). c) Standard OAP 1 Automobile liability policy. 22 345 Attachment 1 q a�„r°nnu REQUEST FOR PROPOSAL NO. 2019-41 ENGINEERING SERVICES—VILLAGE OF RODNEY RECONSTRUCTION d) The aforementioned policies of insurance shall contain or shall be subject to the following terms and conditions: ➢ be written with an insurer licensed to do business in Ontario; ➢ be non-contributing with, and will apply only as primary and not excess to any other insurance or self-insurance available to the County; ➢ contain an undertaking by the insurer to notify the County in writing not less than sixty (60) days before any material change in risk or cancellation of coverage. ➢ any deductible amounts shall be borne by the Proponent. ➢ Prior to the execution of the Agreement and within fifteen (15) business days of the placement, renewal, amendment, or extension of all or any part of the insurance,the Proponent shall promptly provide the County with confirmation of coverage insurance and, if required, a certified true copy(s) of the policy(s) certified by an authorized representative of the insurer together with copies of any amending endorsements applicable to the Agreement. 4.11 Indemnification The successful Proponent shall indemnify and hold harmless the County, its officers, Municipal Council, Employees and volunteers from and against any liabilities, claims, expenses, demands, loss, cost, damages, suits or proceedings by whomsoever made, directly or indirectly arising directly or indirectly by reason of a requirements of this agreement save and except for damage caused by the negligence of the County or their employees. 4.12 Compliance with the Accessibility for Ontario with Disabilities Act 2005 The Consultant shall ensure that all its employees and agents receive training regarding accessibility as outlined in the Accessible Customer Service Standard (Ontario Regulation 429/07) and the Integrated Accessibility Standards Regulation (Ontario Regulation 191/11). The Consultant is responsible to ensure that all of its employees,volunteers and others for which the Consultant is responsible are adequately trained. In accordance with the Accessibility for Ontarians with Disabilities Act, 20051ntegrated Accessibility Standards,the County requires content created for the municipality that is to be posted on our website to be provided in a format which is compliant with WCAG 2.0 Level AA requirements. As required under Section 14 of the regulation, any content published on our website after January 1, 2012 needs to be compliant with the WCAG requirements by the timelines set out in the Act. It is the successful Proponent's responsibility to produce the required documents in an accessible format. Inaccessible documents will not be accepted or posted on our website. 4.13 Disqualification The County may, in its sole discretion, disqualify a proposal or cancel its decision to make an award under this RFP, at any time prior to the execution of the Agreement by the county, if, 23 346 Attachment 1 q a�„r°nnu REQUEST FOR PROPOSAL NO. 2019-41 ENGINEERING SERVICES—VILLAGE OF RODNEY RECONSTRUCTION ➢ the Proponent fails to cooperate in any attempt by the County to verify any information provided by the Proponent in its proposal; ➢ the Proponent contravenes one proposal per Person or Entity; ➢ the Proponent fails to comply with the laws of Ontario or of Canada, as applicable; ➢ the Proposal contains false or misleading information; ➢ the Proposal, in the opinion of the County, reveals a material conflict of interest; ➢ the Proponent misrepresents any information contained in its proposal. 4.14 Record and Reputation Without limiting or restricting any other right or privilege of the County and regardless of whether or not a proposal or a Proponent otherwise satisfies the requirements of this RFP, the County may disqualify any proposal from any Proponent, where; ➢ In the opinion of the County Solicitor or the Designated Official for the County,the commercial relationship between the County and the Proponent has been impaired by the prior and/or current act(s) or omission(s) of each Proponent, including but not limited to: a) Litigation with the County; b) The failure of the Proponent to pay, in full, all outstanding accounts due to the County by the Proponent after the County has made demand for payment; c) The refusal to follow reasonable directions of the County or to cure a default under a contract with the County as and when required by the County or it's representatives; d) The Proponent has previously refused to enter into an Agreement with the County after the Proponent's proposal was accepted by the County; e) The Proponent has previously refused to perform or to complete performance of contracted work with the County after the Proponent was awarded the contract; f) Act(s) or omission(s) of the Proponent has resulted in a claim by the County under a bid bond, a performance bond, a warranty bond or any other security required to be submitted by the Proponent on an RFP within the previous five years. ➢ In the opinion of County Council or the Chief Administrative Officer, or their designate,there are reasonable grounds to believe that it would not be in the best interests of the County to enter into an Agreement with the Proponent,for reasons including but not limited to the conviction or finding of liability of or against the Proponent or its officers or directors and any associated entities under any taxation legislation in Canada, any criminal or civil law relating to fraud,theft, extortion,threatening, influence peddling and fraudulent misrepresentation,the Environmental Protection Act or corresponding legislation in other jurisdictions, any law regarding occupational health or safety or the Securities Act or related legislation. 4.15 Proponent's Costs The Proponent shall bear all costs and expenses incurred by the Proponent relating to any aspect of its participation in this RFP process, including all costs and expenses related to the Proponent's involvement in; 24 347 Attachment 1 q a�„r°nnu REQUEST FOR PROPOSAL NO. 2019-41 ENGINEERING SERVICES—VILLAGE OF RODNEY RECONSTRUCTION ➢ the preparation, presentation and submission of its proposal; ➢ the Proponent's attendance at the Proponent's meeting; ➢ due diligence and information gathering processes; ➢ site visits and interviews; ➢ preparation of responses to questions or requests for clarification from the County; ➢ preparation of the Proponent's own questions during the clarification process; and, ➢ agreement discussions. The County is not liable to pay such costs and expenses or to reimburse or compensate a Proponent under any circumstances, regardless of the conduct or outcome of the RFP Process, including the rejection of all proposals or the cancellation of the RFP, and including any negligence of the County in the conduct of the RFP process. 4.16 Legal Matters and Rights of the County This RFP is not an offer to enter into either a bidding contract (often referred to as"Contract A") or a contract to carry out the project (often referred to as"Contract B"). Neither this RFP nor the submission of a proposal by a Proponent shall create any contractual rights or obligations whatsoever on either the Proponent or the County. The County may at its sole discretion change or discontinue this RFP process at any time whatsoever. The County may in its sole discretion enter into negotiations with any person, whether or not that person is a Proponent or a Short-Listed Proponent with respect to the work that is the subject of this RFP. The County may at its sole discretion decline to evaluate any proposal that in the County's opinion is incomplete, obscure or does not contain sufficient information to carry out a reasonable evaluation. Without limiting the generality of the RFP,the County may at its sole discretion and at any time during the RFP process; ➢ reject any or all of the Proposals; ➢ accept any Proposal; ➢ if only one Proposal is received, elect to accept or reject it; ➢ elect not to proceed with the RFP; ➢ alter the timetable, the RFP process or any other aspect of this RFP; and ➢ cancel this RFP and subsequently advertise or call for new Proposals for the subject matter of this RFP. In addition to and notwithstanding any other term of this RFP, the County shall not be liable for any damages resulting from any claim or cause of action,whether based upon an action or claim in contract, warranty, equity negligence, intended conduct or otherwise, including any action or claim arising form the acts or omissions, negligent or otherwise of the County and including any claim for direct, indirect or consequential damages, including but not limited to damages for loss of profit, loss of reputation, injury to property and bodily injury that results from the Proponents' participation in the RFP process, including but not limited to; 25 348 Attachment 1 q a�„r°nnu REQUEST FOR PROPOSAL NO. 2019-41 ENGINEERING SERVICES—VILLAGE OF RODNEY RECONSTRUCTION ➢ the disclosure of a Proponent's confidential information; ➢ the costs of preparation of a Proponents Proposal, whether it is accepted, disqualified or rejected; ➢ any delays, or any costs associated with such delays, in the RFP process; ➢ any errors in any information supplied by the County to the Proponents; ➢ the cancellation of the RFP; and ➢ the award of the contract to a Proponent other than the Proponent recommended by the Proposal Review Committee. 4.17 Human Rights, Harassment and Occupational Health and Safety The Proponent shall be required to comply with the County's policies regarding Human Rights, Harassment in the Workplace and Occupational Health and Safety. 4.18 Clarification The County may require the Proponent to clarify the contents of its proposal, including by the submission of supplementary documentation, or seek a Proponent's acknowledgement of the County's interpretation of the Proponent's proposal. The County is not obliged to seek clarification of any aspect of a proposal. 4.19 Supplementary Information The County may, in its sole discretion, request any supplementary information whatsoever from a Proponent after the submission deadline including information that the Proponent could or should have submitted in its proposal prior to the submission deadline.The County is not obliged to request supplementary information from a Proponent. 4.20 Default/Non-Performance The County will reserve the right to determine "non-performance" or"poor quality" of service and further reserves the right to cancel any or all of this contract at any time should the Proponent's performance not meet the terms and conditions of the RFP upon 30 days written notification to the Proponent. "Non-performance" shall mean the failure to meet the complete terms and conditions of this Contract including, but not limited to, the response time. In the event of such cancellation, the County retains the right to claim damages as a result of such default. If the County terminates the Contract, it is entitled to: a) withhold any further payment to the Proponent until the completion of the work and the expiry of all obligations under the Contract; and b) recover from the Proponent any loss, damage and expense incurred by the County by reason of the default(which may be deducted from any monies due or becoming due to the Proponent). 26 349 Attachment 1 q a�„r°nnu REQUEST FOR PROPOSAL NO. 2019-41 ENGINEERING SERVICES—VILLAGE OF RODNEY RECONSTRUCTION SECTION 5.0 - FORM OF PROPOSAL *"To Ilkbe iricit.Aded fora Eirwell ll[x OIYE* 5.1 DECLARATION I/We the undersigned authorized signing officer of the Proponent, HEREBY DECLARE that no person, firm or Corporation other than the one represented by the signature(or signatures)of proper officers as provided below, has any interest in the proposal. I/We further declare that all statements, schedules and other information provided in this proposal are true, complete and accurate in all respects to the best knowledge and belief of the Proponent. I/We declare that this proposal is made without connection, knowledge, comparison of figures or arrangement with any other company,firm or persons making a proposal and is in all respects fair and without collusion for fraud. I/We further declare that no employee of the County is or will become interested, directly or indirectly as a contracting party or otherwise in the supplies,work or business to which it relates or in any portion of the profits thereof,or in any such supplies to be therein or in any of the monies to be derived there from. I/We further declare that the undersigned is empowered by the Proponent to negotiate all matters with the County's representatives, relative to this proposal. I/We further declare that the agent listed below is hereby authorized by the Proponent to submit this proposal and is authorized to negotiate on behalf of the Proponent. I/We further agree in submitting this proposal,we recognize the County may accept any proposal in whole or in part,or elect to reject all proposals. ACKNOWLEDGEMENT OF ADDENDA I/We have received and allowed for ADDENDA NUMBER in preparing my/our proposal. Insert#'s or"none" Company Name Signature Print Name *"ToIlkbe firicit.Aded i1ur:i Eirwell ll[x Oiir:ie* NOTE: Failure to sign this page and return with your submission in envelope one will result in non-acceptance of your submission. 27 350 Attachment 1 q a�„r°nnu REQUEST FOR PROPOSAL NO. 2019-41 ENGINEERING SERVICES—VILLAGE OF RODNEY RECONSTRUCTION SECTION 5.0 - FORM OF PROPOSAL *"To Ibe i1undllu.:ded i1ur:i F,unvelllllp�'�'"TWO* 5.2 PRICE FORM Proposals shall specify the basis of the fee for engineering services that represents an all-inclusive cost to the County. Proposals should identify phases to which particular fee calculations apply and the Proponent shall apportion the fee to the following phases of service: 1. Detailed Design and Tender Package (provide separate detailed list of all Sub-consultants Along with their respective tasks and costs) $ 2. Photometric design and sanitary manhole condition Assessment report preparation $ 3. Contract Administration and Construction Inspection Services $ 4. Disbursements $ TOTAL COST: $ Proposals must specify the total upset cost of the proposal and the per diem rates for all proposed staff and any other fees that may be applicable, including the cost for disbursements noted above. Include per diem rates and any other fees on a separate sheet and include in Envelope Two. Your proposal must clearly state which services are not included in your financial proposal. Company Name Signature Print Name *"To Ilkbe ior:idli.:::ed in Einvell llpe. * NOTE: Failure to sign this page and return with your submission in envelope two will result in non-acceptance of your submission. 28 351 Attachment 1 q a�„r°nnu REQUEST FOR PROPOSAL NO. 2019-41 ENGINEERING SERVICES—VILLAGE OF RODNEY RECONSTRUCTION APPENDIX A—SAMPLE AGREEMENT THIS AGREEMENT made in duplicate this day of 2020. -BETWEEN - THE CORPORATION OF THE COUNTY OF ELGIN 450 Sunset Drive, St.Thomas, Ontario N5R 5V1 Hereinafter called the "County" (of the first part) -AND— CONSULTANT NAME Address Hereinafter called the "Consultant"(of the second part) WHEREAS on (date), the County issued Request for Proposal # (insert number) (if applicable and Addendum#(insert number) dated (date) for(enter the description of work) (the "RFP"); AND WHEREAS on (enter date of Consultant's proposal) the Consultant submitted a proposal in response to the RFP (the "proposal"); AND WHEREAS the County wishes to enter into an agreement with the Consultant for the services, as more particularly described in the RFP and the proposal, attached hereto as Schedule "A" and forming part of this Agreement(the "Services"); NOW THEREFORE THIS AGREEMENT WITNESSETH that in consideration of the premises and other good and valuable consideration, the sufficiency whereof is acknowledged hereby by the parties, the parties hereto agree with each other as follows: 1. The Consultant shall provide the Services pursuant to all the terms and specifications set out in Schedule "A". If there should be any conflict between the provisions of this Agreement and the provisions of Schedule "A",the provisions of this Agreement shall prevail. 2. The term of this Agreement shall commence 3. If either party, acting reasonably, determines that the other party has failed to perform its obligations pursuant to this Agreement, then such party may terminate this Agreement upon giving at least thirty(30) days' written notice to the other party. 4. The Consultant shall indemnify and save harmless the Owner, its elected officials, officers, employees and agents from and against any and all claims of any nature, actions, causes of action, losses, expenses, fines, costs (including legal costs), interest, or damages of every nature and kind whatsoever arising out of the negligence, errors, omissions, fraud or willful misconduct of the 29 352 Attachment 1 q a�„r°nnu REQUEST FOR PROPOSAL NO. 2019-41 ENGINEERING SERVICES—VILLAGE OF RODNEY RECONSTRUCTION Consultant its officers, employees, agents and sub-consultants, or any of them, attributable to or connected with the performance, non-performance or purported performance of the Consultant obligations pursuant to this Agreement,except to the extent that same is attributable or caused by the negligence of the Owner, its officers, employees and agents, or any of them. Further, this indemnity shall survive the expiration or early termination of this Agreement and continue in full force and effect. 5. This Agreement together with its schedule constitutes the entire understanding between the parties. Any change, addition to, or waiver of the terms hereof must be specifically agreed upon, in writing, and signed by both parties. Failure on the part of either party to insist upon the strict observance of any of the terms and/or conditions herein shall not operate as a waiver of such party's right to require the future observance of any such terms or conditions. 6. This Agreement shall not be assigned, in whole or in part, by either party hereto without the prior written consent of the other party. This Agreement, all its covenants, promises and conditions shall ensure to the benefit of and be binding upon the parties hereto and their respective permitted successors and assigns. 7. Either party may terminate this Agreement at any time,without notice,forjust cause which shall include, without limitation, dishonesty, fraud, willful deceit or failure to properly fulfill the obligations hereunder where such failure is not remedied within ten (10) days after notice of same is given. 8. This Agreement shall be construed and interpreted in accordance with the laws of the Province of Ontario, Canada. IN WITNESS WHEREOF the parties hereto have duly executed this Agreement. "Consultant's name Per: DATE Name: Position: I have the authority to bind the corporation" "The Corporation of the County of Elgin Per: DATE Name:Julie Gonyou Position: Chief Administrative Officer Per: Name: Position: Warden We have the authority to bind the corporation" 30 353 m N U N G1 E � � z r' .0 > V txo CL Q i Ln r o N GJ 'txo Q Z ca L W 4 .0 Z i O C N 0 m d � d 41 cn 4 a LL i o a, O i 1 �, V �A O O tw W � O O > O o 'm 'mow _ILI °' N W cC C a ui - o o � - > t» U d .W i N o J dA r-I LLI r i z �IJU r-I Lu O G1 E J41 C 'txo U m O G1 N W 0 W O 0 (6 4J z E u C tu D :' z .0 0. Lu 12 W O �� LL G1 C Wa LL V u . WoV N � M G1 U � fC N G1 E z r' 4-0 J .0 > V C Q i r_°a oCL N GJ CC 'N 'txo 0 Q Z ca W 4-0U Z i O C N 0 m d F 41 cn 4 a LL i o a, O i N W � O O U > O o 'm ♦-0 _ 0 ILI j � Q � N � c a - o o � - > t» � u U W }0 y C d � cn N N O w UI�iJU M W N Q QA ri _ W y G1 W O N E C •'A U J 0 UI��IJU m m N W 0 w gN � N C: W O " z !EC u O 4 tu 1 0 D U G i O a Lu 2 W O � LL O oC a Li- V iz oC o V Attachment 1 0�0111 %I �� Addendum No. 1 F,. Progressive day Nature, Request for Proposal No. 2019-41 Engineering Services — Village of Rodney Reconstruction The addendum forms part of the contract documents and is to be read, interpreted and coordinated with all other parts of the RFP. The following questions have been received; the County's response follows each question. Question 1: Please confirm length and diameter of existing storm sewer to be videoed. Answer 1: Proponents will be able to determine length and diameter of required storm sewer video from the drawings posted with this addendum. Question 2: Do we need a Tree Assessment Report, including Drawings, along the full length of the project? Answer 2: Yes Question 3: Regarding Page 9, Item iv: "... The Wismer, Voros and Queen Street and Sandford Street Municipal Drain reports have been included as attachments to this RFP for the Consultant's use." Please provide these reports. Answer 3: All available drawings are now posted. 356 Attachment 1 Addendum No. 1 RFP No. 2019-41 Question 4: Re: Page P, Item vii: "Complete a detailed sanitary manhole condition report with recommendations. Sanitary sewer construction drawings have been included as attachments to this RFP for the Consultant's use." Please provide Sanitary Sewer Construction Drawings. Answer 4: All available drawings are now posted. Question 5: Please clarify if the cost of a geotechnical consultant is to be included in the proposal fee. In section 2.2 it is noted: "The consultant must develop the terms of reference necessary for the County to procure the services of a geotechnical firm, and manage their involvement appropriately." However the next paragraph notes: "The Proponent shall address all tasks and include the cost for all sub- consultants noted in the Terms of Reference. The consultant shall not transfer task(s) or cost of task(s), to the County or act as a coordinator between the County and sub-consultant or delete tasks in the RFP." Answer 5: The Proponent shall include the complete costs for retaining all required sub-consultants, including geotechnical services as required. Please remove the following sentence from section 2.2 (scope of services): The consultant must develop the terms of reference necessary for the County to procure the services of a geotechnical firm, and manage their involvement appropriately. Question 6: Only 2 drawings were included in attachment 1. There appears to be some missing drawings/reports that were referenced in the RFP in Section 2.3 b) iii, iv & vii. Can these be provided? Answer 6: All available drawings are now posted. Question 7: Based on the RFP a utility investigation would be of value to the County. Can the County confirm if a SUE investigation is required, and if so what Quality Level of accuracy is required? 357 Attachment 1 Addendum No. 1 RFP No. 2019-41 Answer 7: The Proponent shall determine the method of investigation required to identify existing and proposed utility conflicts. Question 8: Do you require design and incorporation of LIDS in this project? Answer 8: Consideration of potential LIDS alternatives developed by the successful Proponent should be offered to the County for its consideration and incorporation into the detailed design. Question 9: Do you require any building condition assessments performed within the limits of this project, in particular the noted heritage properties? Answer 9: If there's a risk of building disturbance resulting from the reconstruction works, then yes, the successful Proponent shall undertake the required pre-construction and post-construction (if warranted) building condition assessments. End of Addendum No. 1 Issued: November 28, 2019 Total Pages: Three (3) + all available drawings Please ACKNOWLEDGE receipt of ADDENDUM # 1 in the appropriate space on PAGE 27 of the Request for Proposal or include a copy of this Addendum with your submission. Regards, Nlllll-�Ilz Mike Hoogstra, CPPB I Purchasing Coordinator P: 519-631-1460, extension 129 1 E: mhoogstra(a)elgin.ca 358 Attachment 1 0�0111a �� Addendum No. 2 F,. Progressive day Nature, Request for Proposal No. 2019-41 Engineering Services — Village of Rodney Reconstruction The addendum forms part of the contract documents and is to be read, interpreted and coordinated with all other parts of the RFP. Please be advised that the closing date has been extended to: edunesday, IlDeceinrilb it 18, 2019 @ 3 00 Ilp unrl (Illl c.allll tiiiiunrle) All outstanding questions will be answered in Addendum 3 to be issued tomorrow. End of Addendum No. 2 Issued: December 10, 2019 Total Pages: One (1) Please ACKNOWLEDGE receipt of ADDENDUM # 2 in the appropriate space on PAGE 27 of the Request for Proposal or include a copy of this Addendum with your submission. Regards, Nlllll-�Ilz Mike Hoogstra, CPPB I Purchasing Coordinator P: 519-631-1460, extension 129 1 E: mhoogstra(a)elgin.ca 359 Attachment 1 0�0111 %I �� Addendum No. 3 F,. Progressive day Nature, Request for Proposal No. 2019-41 Engineering Services — Village of Rodney Reconstruction The addendum forms part of the contract documents and is to be read, interpreted and coordinated with all other parts of the RFP. The following questions have been received; the County's response follows each question. Question 1: Can the County confirm if the consultant is to proceed with a Schedule A or A of the Municipal Class Environmental Assessment for the proposed project? Answer 1: The Successful Proponent shall follow the requirements of a Schedule A+ Municipal Class Environmental Assessment undertaking. Question 2: Can the County confirm that the Traffic analysis as noted in section 2.3 subsection b) v. is regarding the intersection of Queens Street and Furnival Road or is for all intersecting roads on Furnival and Queens Street? Answer 2: A traffic analysis to determine requirements for intersecting road radii (i.e. truck turning movements), turning lanes and tapers (if required) shall be completed for all intersecting roads throughout the project limits. Question 3: Does the County have any plans for improvements to the Queens Street and Furnival Road Intersection? 360 Attachment 1 Addendum No. 3 RFP No. 2019-41 Answer 3: Such is subject to the completion of a traffic analysis to determine requirements for intersecting road radii (i.e. truck turning movements), turning lanes and tapers (if required). Question 4: Does the County have any Turning Movement information or Traffic Impact Studies previously completed regarding Queens Street and Furnival Road? Answer 4: No Question 5: Is an examination of local intersection collision history required as a segment of appropriate traffic analysis to justify geometric turning lane improvements? If so, will a 5-year collision summary be provided by the County, or will the Consultant be responsible to collect this data from the Police? Answer 5: The Successful Proponent shall determine its data requirements necessary to determine requirements for intersecting road radii (i.e. truck turning movements), turning lanes and tapers (if required). Question 6: Are Traffic Signal Warrants to be considered for this project? Answer 6: No Question 7: Are Illumination Warrants to be considered for this project? Answer 7: A photometric analysis shall be completed in support of the Successful Proponents street light recommendation. 361 Attachment 1 Addendum No. 3 RFP No. 2019-41 Question 8: Item 2.3 subsection D notes that the consultant is to have an investigation by camera to determine location and connections into existing storm drains. Can the County confirm if the sanitary system is to be CCTV'ed also? Answer 8: A CCTV inspection of the sanitary sewer is not required however a maintenance hole condition assessment is to be completed detailing recommended rehabilitation and/or replacement for potential inclusion in the tender. Question 9: Can the County confirm that the investigation by camera is limited to only Furnival Road and Queens Line as identified roughly on the map located on Page 7 of the RFP? Answer 9: Yes Question 10: Can the County confirm the requirements of Item 2.3 subsection D related to the identification of any potential sensitive features? Answer 10: The Successful Proponent shall complete an inventory of potential environmental and heritage sensitive features within the County's road allowance, and provide recommendations with respect to mitigative measures. Question 11: Can the County confirm if any archeological investigations are required? Answer 11: The Successful Proponent shall determine if such is required. Question 12: Can the County confirm if an Environmental Impact Study is required for the proposed project? 362 Attachment 1 Addendum No. 3 RFP No. 2019-41 Answer 12: The Successful Proponent shall determine if such is required. Question 13: Can the County confirm the requirements of Item 2.3 subsection D related to the assessment of vegetative and other underground features? The scope of work is unclear. Answer 13: Disregard this item. Question 14: In Section 2.7, the County states that a final design brief shall include hydraulic modelling. Can the County clarify what hydraulic modelling is required and the preferred software? Answer 14: The Successful Proponent shall undertake sufficient stormwater design and/or hydraulic modeling in the preparation of a drainage plan complete with calculations in support of a final design brief. If deemed required, the Successful Proponent shall utilize a hydraulic software of it's choice. Question 15: Are there any existing models available in this area to assist in the required hydraulic study? Answer 15: No Question 16: Are the designs to include any replacement or modification to water or sanitary infrastructure (i.e. hydrants, services and manholes)? Answer 16: A sanitary maintenance hole condition assessment is only required to be completed detailing recommended rehabilitation and/or replacement for potential inclusion in the tender. 363 Attachment 1 Addendum No. 3 RFP No. 2019-41 Question 17: Can the Municipality confirm if water will be available for flushing the storm lines prior to CCTV work? Answer 17: No Question 18: Can the Municipality confirm if a disposal site for debris collected from flushing the storm line can be made available prior to CCTV work? Answer 18: No Question 19: Please confirm the extent of the streetscaping scope of work. For example, will the proposed gateway features (as outlined in the 2013 masterplan) be implemented as part of this project? Answer 19: The Municipality would like to explore gateway features for Furnival Road (north and south of downtown) as per the 2013 streetscape plan. Question 20: Are the recommendations for the library site and the potential farmers market site to be implemented as part of this project? Answer 20: Recommendations for the library site and potential farmers market will not be included in this project. Question 21: Will street furnishings be included as part of this project? The 2013 masterplan document suggests that street furnishings should be consistent between Rodney and West Lorne. Has the Municipality selected specific street furniture or will this be part of the consultant's scope of work? What kind of consultation process is required for furniture selection? 364 Attachment 1 Addendum No. 3 RFP No. 2019-41 Answer 21: Street furnishings, such as benches and garbage receptacles, will be included in this project. The municipality is already in the selection process for these items (do to recent upgrades in West Lorne) and will provide a list to the engineering firm during the design phase. Question 22: Are traffic calming measures (e.g. bump-outs for pedestrian crossings) being considered and included in this project? Answer 22: No Question 23: The Community Improvement Plan includes site specific recommendations from Malhotra, Nicholson and Art Lierman, Landscape Architect. Does this RFP need to include costing from these firms to assist our firm in the design of this project to ensure it meets the CIP recommendations? Answer 23: The Success Proponent shall retain the necessary sub-consultants it deems necessary to satisfy the RFP terms of reference and recommendations of the Community Improvement Plan. Proponent fee schedules shall detail all sub-consultants tasks and associated costs. Question 24: The Streetscape Master Plan includes site specific recommendations from Monteith Brown Planning and Art Lierman, Landscape Architect. Does this RFP need to include costing from these firms to assist our firm in the design of this project to ensure it meets the SMP recommendations, including such items as streetscaping enhancements & new lighting? Answer 24: The Success Proponent shall retain the necessary sub-consultants it deems necessary to satisfy the RFP terms of reference and recommendations of the Streetscape Master Plan. Proponent fee schedules shall detail all sub-consultants tasks and associated costs. 365 Attachment 1 Addendum No. 3 RFP No. 2019-41 Question 25: Does the design, included within this RFP, need to include replacement of the street lighting throughout the entire project area? The wording in the RFP only talks about the decorative lighting in the downtown area and doesn't mention anything about the rest of the project. Please clarify the exact limits for proposed street lighting replacement. Answer 25: In accordance with the RFP terms of reference, replacement and installation of decorative street lighting in the downtown area shall be incorporated in the detailed design. End of Addendum No. 3 Issued: December 13, 2019 Total Pages: Seven (7) Please ACKNOWLEDGE receipt of ADDENDUM # 3 in the appropriate space on PAGE 27 of the Request for Proposal or include a copy of this Addendum with your submission. Regards, /V/ /�W Mike Hoogstra, CPPB I Purchasing Coordinator P: 519-631-1460, extension 129 1 E: mhoogstra(a)elgin.ca 366 Attachment 2 miw^ Pmmagrue"vmiwuu:by Nsutuwe Bids Homepage(/Module/Tenders/en/Home/BidsHomepage) Find more bids(https://www.bidsandtenders.ca) Create Account (/Module/Tenders/enNendor/Create/548ee837-9b6a-4dOd-b968-5fa2b8a2bOde) Login (/Module/Tenders/en/Login/Index/548ee837-9b6a- 4dOd-b968-5fa2b8a2bOde) View Details Return to the Bids Homepage(https://elgincounty.bidsandtenders.ca/Module/Tenders/en) Bid Details Bid Services Classification: Bid Type: Request For Proposal Bid Number: 2019-41 Bid Name: Engineering Services - Village of Rodney Reconstruction Bid Status: Closed Bid Closing Wed Dec 18, 2019 3:00:59 PM (EST) Date: Question Fri Dec 6, 2019 4:00:00 PM (EST) Deadline: Time-frame for delivery or the Refer to bid document duration of the contract: Negotiation Refer to bid document Type: Condition for Participation: Refer to bid document Electronic Auctions: Not Applicable Language for Bid English unless specified in the bid document Submissions: Submission Hard Copy Submissions Only Type: Submission 450 Sunset Drive, St. Thomas, ON N5R 5V1 Address: Public No Opening: Description: The County of Elgin is seeking the services of a consulting engineering firm to provide complete detailed design engineering, contract administration and inspection services to reconstruct sections of Furnival Road (CR103) and Queens Line (CR104) within the Village of Rodney, within the Municipality of West Elgin. Bid Document Bid document preview, bid opportunity, and award notices are available on the site free of charge. Access: Proponents are not required to register for a bid opportunity prior to previewing the bid documents. To obtain an unsecured version of the bid document and/or to participate in this opportunity, an annual or a per bid fee must be paid (annual fee - $175.05, per bid fee - $52.38). Trade CFTA Agreements: Categories: Show Categories [+] 367 Register for this Bid Download Bid Documents Documents File Name Attachment 2 RFP Document Thursday November 21, 2019 03:41 PM Attachment 1 - Historical Drainage Plan Thursday November 21, 2019 03:37 PM Addenda File Name Drawings - 1996 Watermain Thursday November 28, 2019 09:27 AM Drawings - 2009 Watermain - Queen Street Thursday November 28, 2019 09:28 AM Drawings - 2010 Queen Street As Constructed Thursday November 28, 2019 09:28 AM Drawing - Sanford Municipal Drain Thursday November 28, 2019 09:29 AM Drawing - Sanitary 1 Thursday November 28, 2019 09:30 AM Drawing - Sanitary 2 Thursday November 28, 2019 09:30 AM Drawing - Sanitary 3 Thursday November 28, 2019 09:30 AM Drawing - Sanitary 4 Thursday November 28, 2019 09:31 AM Drawing - Sanitary 5 Thursday November 28, 2019 09:33 AM Drawing - Wismer Drain 1 Thursday November 28, 2019 09:34 AM Drawing - Wismer Drain 2 Thursday November 28, 2019 09:34 AM Wismer Drain Report Thursday November 28, 2019 09:35 AM Drawing - 1985 Drainage 1 Thursday November 28, 2019 09:41 AM Drawing - 1985 Drainage 2 Thursday November 28, 2019 09:41 AM Drawing - 1985 Drainage 3 Thursday November 28, 2019 09:42 AM Drawing - 1985 Drainage 4 Thursday November 28, 2019 09:42 AM Drawing - 1985 Drainage 5 Thursday November 28, 2019 09:42 AM Drawing - 1985 Drainage 6 Thursday November 28, 2019 09:43 AM Drawing - Voros Drain Thursday November 28, 2019 03:04 PM Addendum No. 1 Thursday November 28, 2019 03:12 PM Addendum No. 2 Tuesday December 10, 2019 03:47 PM 368 Addendum No-3 Friday December 13, 2019 09:43 AM Attachment 2 Purchasing Representatives Employee Hoogstra, Mike Bids Submitted The following are the unofficial bid results Company Contact R Vail, Barbaralee Spriet Associates London Limited 155 York Street, London Ontario, Canada N6A 1A8 Stephens, Laurie MTE Consultants Inc. 520 Bingemans Centre Dr, Kitchener Ontario, Canada N2B 3X9 Witherspoon, James WT Infrastructure Solutions Inc. 114 Downey Road, Guelph Ontario, Canada N1C1A2 McLennan, Paul GM Blueplan Engineering 650 Woodlawn Road W., Guelph Ontario, Canada N1K 1138 Engineering, Ambashi Ambashi Engineering &Management 68 Peace Drive, Toronto Inc. Ontario, Canada M1G 2V4 Desroches, Sylvie IBI Group Professional Services 55 St. Clair Avenue West,Toronto (Canada) Inc. Ontario, Canada M4V 2Y7 Plan Takers The following are the plan takers for the bid: Company Contact Engineering, Ambashi Ambashi Engineering &Management 68 Peace Drive, Toronto Inc. Ontario, Canada M1G 2V4 Molloy, Deborah Cole Engineering Group Ltd. 70 Valleywood Drive , Markham Ontario, Canada L3R 4T5 Smith, Josh Development Engineering 41 Adelaide St. N, Unit 71, London Ontario, Canada369 N6B 3P4 McLennan, Paul GM Blueplan Engineering 650 Woodlawn Road W., Guelph Attachment 2 Ontario, Canada N1K 1B8 Borgal, Lillian Golder Associates Ltd. 6925 Century Avenue, Suite #100, Mississauga Ontario, Canada L5N 7K2 Calabrese, Maria GSP Group Inc. 72 Victoria Street South, Kitchener Ontario, Canada N2G 4Y9 Murray, Mike GVCA 25 Sheldon dr, Cambridge Ontario, Canada N1R 6R8 Burke, Abby Harbourside Engineering Consultants 25 Main Street West, Hamilton Ontario, Canada L8P 1H1 Desroches, Sylvie IBI Group Professional Services 55 St. Clair Avenue West,Toronto (Canada) Inc. Ontario, Canada M4V 2Y7 Marshall, Marry LABE 100 East St. South, Sarnia Ontario, Canada NTT 3R1 Stephens, Laurie MTE Consultants Inc. 520 Bingemans Centre Dr, Kitchener Ontario, Canada N2B 3X9 Mohan, Prasanna Noveen Engineering Inc. 33 Rollinghill Road, Richmond Hill Ontario, Canada L4E 4C5 Spencer, Richard RC Spencer Associates Inc. 800 University Ave. W, Windsor Ontario, Canada N9A 5R9 Vail, Barbaralee Spriet Associates London Limited 155 York Street, London Ontario, Canada N6A 1A8 Prymack, Christine WCA 2880 Temple, Windsor Ontario, Canada N8W 535 Gregory , Jennifer WSP Canada Group Limited 100 Commerce Valley Drive W,Thornhill Ontario, Canada L3T OA1 Witherspoon, James WT Infrastructure Solutions Inc. 114 Downey Road, Guelph Ontario, Canada N1C1A2 370 Engineering Services- Village of Rodney Reconstruction Attachment 3 RFP#2019-41 Evaluation Team Member Position Evaluation Conflict of Complete Interest Brian Lima Director of Engineering Services Yes No Peter Dutchak Deputy Director of Engineering Services Yes No Lee Gosnell Public Works Superintendent, West Elgin Yes No 371 rw REPORT TO COUNTY COUNCIL FROM: Julie Gonyou, Chief Administrative Officer DATE: January 22, 2020 SUBJECT: Elgin Natural Heritage Systems Study Update RECOMMENDATION: THAT the report titled "Elgin Natural Heritage Systems Study Update" from the Chief Administrative Officer dated January 22, 2020 be received and filed. DISCUSSION/CONCLUSION: At their January 14, 2020 meeting, County Council received, and provided feedback on, the draft Elgin Natural Heritage Systems Study report. The Chief Administrative Officer was directed, through the following resolution, to provide a follow-up report to County Council: Moved by: Councillor McPhail Seconded by: Councillor Ketchabaw Resolved that the Chief Administrative Officer be directed to provide a report detailing the legislative requirements associated with conducting a Natural Heritage Systems Study, summarizing Elgin County Council's feedback provided at their meeting on January 14, 2020, and recommending next steps including further action required, if any, by Council/Rural Initiatives/Planning Advisory Committee. - Motion Carried. Due to competing priorities, and with the consent of the Warden, the Chief Administrative Officer will prepare a report for Council's review at the February 11, 2020 meeting of County Council. All of which is Respectfully Submitted Julie Gonyou Chief Administrative Officer 372 rw REPORT TO COUNTY COUNCIL FROM: Julie Gonyou, Chief Administrative Officer DATE: January 16, 2020 SUBJECT: Funding Gaps and Pressures in Provincial Funding for Health Services RECOMMENDATIONS: THAT the report titled "Funding Gaps and Pressures in Provincial Funding for Health Services from the Chief Administrative Officer dated January 16, 2020 be received and filed. Ontario Health Team "Ask" THAT Council respond to the funding "ask" from the Elgin Ontario Health Team group with an initial commitment of $5,000, subject to approval of the 2020 budget for the Corporation of the County of Elgin; Elgin Hospice Group "Ask" THAT, regardless of a financial commitment to the Hospice initiative, Elgin County Council direct the Warden to send a letter to the Elgin Hospice Group indicating their support for the development of an Elgin Hospice through ongoing advocacy efforts and cross-promotion of materials that enhance awareness of what services are offered at a Hospice; and THAT Council indicate their interest exploring options for financial support of an Elgin Hospice by directing staff to prepare a follow up report; and FURTHERMORE THAT Council indicate whether an additional delegation' is required from the Elgin Hospice Group in February 2020. Health Recruitment Partnership (voluntary) THAT Councillor Jones, Committee Member of the Elgin-St. Thomas Health Recruitment Partnership Committee be directed to provide a report, if required, detailing the work of the Committee. This was previously offered by Elgin Hospice Group in December 2019 and Council, at that time, determined that they had sufficient information from the Elgin Hospice Group to consider their request as part of the County's 2020 budget deliberations. 373 PURPOSE: The purpose of this report is to consider Elgin County's current health services funding obligations and through this report, review Elgin County's broader municipal role in funding provincial health care programs. The public is often not aware that the municipal role in the health system comes with a sizeable financial contribution on their behalf, both in mandatory (legislated) and voluntary (non-legislated) areas. As we prepare for Council's 2020 budget deliberations, it is clear that Elgin County is stretched financially and are finding that the property tax base barely covers core- mandated responsibilities within the current fiscal environment, let alone the provincial responsibility for health services. Reviewing our legislated and voluntary commitments to Elgin County's health services provides important context as it is anticipated that Council will be required to make a number of difficult decisions to mitigate escalating mandated budget commitments. Additionally, despite the evolving municipal role in health and funding for health programs, services and capital investments, there has been little corresponding change to municipal input into health policy, planning and funding decisions. In addition, there is little protection against rising costs for municipal governments. BACKGROUND: Province's Role in Health Services The provincial government, pursuant to the Constitution Act, 1867, has full powers to provide health care services. The provincial government also has jurisdiction over municipal governments and can therefore mandate a municipal role in provincial health activities. In Ontario, municipalities fund and deliver more health services than in other provinces and territories. Health services planning and decision-making through a community lens is essential, as is ensuring and protecting Council's interest in "local pay, local say" over decisions that impact municipal costs and services is maintained in all investment areas. Since health care is a provincial area of responsibility under the Canadian Constitution, some municipalities argue that costs should not be borne by the property tax base and some have denied requests for capital requests from hospitals/hospice groups, and have invested in legislated areas including capital projects (i.e. Long-Term Care Home redevelopment projects). Municipality's Role in Health Services Elgin County's investment in public health, EMS and Long-Term Care is formally required under specific provincial legislation and regulations. Costs for these services is shared with the province. Each of these areas have required additional investment to 374 meet rising costs and it is anticipated that these services will face tremendous cost pressures in the near future. Municipal involvement in health services has been evolving overtime and is multi- faceted and includes investment in accessible services for persons with disabilities; and funding for Social Services and housing. It is likely that investment (direct or indirect) will be required in the area of social/affordable housingz in the near future. Elgin County is also expected to "fill gaps" in the community, particularly when it comes to providing services for the most vulnerable and providing better access to high-quality care. Elgin's Investment in Health Programs & Services Elgin County is deeply invested in public health and health care systems including direct, legislated funding and service delivery, as well as indirect and sometimes voluntary efforts to address local gaps in health services. Legislated (mandated) Health Services In 2019, Elgin County co-funds and delivers the following programs and services required under provincial legislation and regulations: 4 Elgin County's three (3) Long Term Care Homes $ 479157000 4 Elgin-St. Thomas Emergency Medical Services $ 278337000 **these are expected to increase by $800,000 or 10% in 2020 with a $2.8 million increase or 35% over the coming five years. Elgin County is also required, by legislation, to fund the following: 4 Southwestern Public Health $953,000 ** Public Health is expected to increase by $64,000 or 7% in 2020 and is expected to double by 2022. The financial impact of the province's plans to modernize Ontario's health services has yet to be defined. As the province seeks efficiencies, there is risk that municipalities' proportionate share for each of these services will increase. Non-legislated (voluntary) Health Services: Elgin County is also involved in health care informally, to better meet the needs of local residents. Funding for St. Thomas Elgin General Hospital (capital) and the Elgin-St. z Senior Social Determinants of Health (likely to have a positive impact on health). 375 Thomas Health Recruitment physician recruitment program are examples of initiatives/services that are funded by Elgin County but are not required by legislation. In 2019, Elgin County contributed to the following non-legislated health programs and services: 4 Elgin-St. Thomas Health Recruitment Partnership3 $57,000 4 St. Thomas Elgin General Hospital $3.5M (ends in 2022)4 Additionally, in 2019 and for many years prior to 2019, Elgin County Council: 4 Advocates5 on behalf of local health interests to health institutions and the provincial government. 2020 Considerations for future investment in Non-Legislated Health Services: In 2020, Elgin County will consider the following health programs/services as part of their budget deliberations: 4 Ontario Health Team Initiative6 up to $9,000 (0.1% of Health Services Budget) 4 Elgin-St. Thomas Hospice $1,600,0007 (*)8 4 Health Recruitment Partnership $ 75,000 4 Ongoing St. Thomas Elgin Hospital $725,000 distributed over the next three years for a total donation of $3.5 million. 4 Middlesex Hospital Alliance - Four Counties Hospital (possible "ask') 3 Recruiting physicians to communities in Elgin & St. Thomas that lack good access to primary care through locally funded incentives. 4 St. Thomas Elgin General Hospital redevelopment- $98.3M, Ontario Government contributed $88.2M, and the STEGH Hospital Foundation raised the remaining funds (and additional funds). 5 There is much more at play than the delivery of services that treat patients, promote health and prevent harm. Elgin County Council has played an important advocacy role on behalf of County residents— particularly as it relates to the general lack of coordination across all health services (i.e. Long-Term Care Homes admissions) and in helping people navigate different services available in the community, including health services. 6 In 2019, Minister of Health and Long-Term Care delivered the Government of Ontario's long-term plan to "fix and strengthen the public health care system by focusing directly on the needs of Ontario's patients and families" by building a connected health care system focused on patients, families and caregivers in an effort to make it easier to navigate the health care system and strengthen local services. Ontario Health Team (OHT) will focus on patients and specific local needs intended to make transitions between services seamless for patients aimed at improving health outcomes and creating efficiencies/improving access. Original "ask" $2M, revised following changes to the Elgin Hospice Business Plan to $1.6M. 8 (*) It has been suggested by a Member of Council that, once Council's contributions to STEGH have finished, Council may wish to consider directing a similar amount to the Elgin Hospice group. It is important to note that this would commence in 2024. 376 Elgin Ontario Health Team Initiative: Ontario Health Team— Background& Request for Fundin99 On December 12, 2019, Council received a letter from Dr. Kellie Scott, Judith Wiley and Andy Kroeker requesting financial or in-kind support for the development of an Elgin County Ontario Health Team (OHT) initiative. At this meeting, Council directed that the Chief Administrative Officer and Director of Homes and Seniors Services continue to support this initiative and that a request for financial support for resources to support the development of an Elgin OHT including consultant services required to support completing the application be deferred to the Elgin County 2020 budget deliberations. The financial "ask" of the OHT organizing committee is for 0.1% of the County's total health services budget. For Elgin County, "health services" includes our contribution to Southwestern Public Health, Long Term Care and Emergency Medical Services. This amounts to an "ask" of: $9,00010 The majority of participants (below) have committed to an allocation of 0.1% of their operating budget for health services. The amounts range from $478 to $100,000 — the largest being from the Hospital. To date, the OHT group has collected $151,800 from the participating members. Ontario Health Team Steering Committee Participant Contributor /n West Elgin Community Health Centre YES Participation House Support Services YES Central Community Health Services YES Alzheimer Society Elgin-St. Thomas YES East Elgin Family Health Team YES South West Local Health Integration Network Cheshire London— independent Living Services YES Victorian Order of Nurses YES Elmwood Family Health Organization Thames Valley Family Health Team YES St. Thomas Elgin General Hospital YES Dale Brain Injury Services YES City of St. Thomas County of Elgin Canadian Mental Health Association—Elgin Middlesex Caressant Care Nursing and Retirement Homes Ltd. YES Windemere Family Medical Centre Mennonite Community Services Southwestern Public Health YES Addictions Services Thames Valley 9 The OHT's application progress report submitted to the Ministry on January 20th included the following: "That participating organizations have agreed to share the planning and development costs of the OHT. To provide an equitable approach, a proposal is being considered by participating organizations to contribute 0.1% (one-tenth of one percent) of their operating budget attributed to Elgin health services. To date, the majority of participating organizations have been able to make that commitment. This has allowed a pooling of funds to be used for planning and development costs, such as facilitation, governance expertise, project management, health system design, data analytics, legal and digital health information/technology. 10 2020— Homes $4,915,000; Ambulance $2,800,000; Public Health $953,000; Hospitals $250,000; Health Recruitment Partnership$75,000 (voluntary). Total (statutory): $8,951,000 x(0.1%) = $8,951. 377 It is recommended that Council commit to the Elgin Ontario Health Team group with an initial contribution of $5,000, subject to approval of the 2020 budget for the Corporation of the County of Elgin. Follow up questions were asked of the Elgin OHT Steering Committee with respect to the request for financial support of 0.1% of Elgin's health services budget: What is the estimated cost of a Full Application? • The costs to fully plan and develop the Elgin OHT are unknown. The group is conscious of the fact that all agencies within the group are fiscally constrained and efforts to reduce costs associated with the Elgin OHT are ongoing. What will the funds be used for? • The financial "ask" of 0.1% of the health services budget is to complete the Full Application process (expected to be completed in 2020). • Breakdowns and estimates for costs associated with consultant(s) help with the application is not available. • The Steering Committee is responsible for approving expenses (e.g. procurement process underway for a governance facilitator). The future role of Elgin County's, and more broadly, municipal governments, through the OHTs has yet to be defined. OHTs will make navigation between services such as hospital to home care providers easier with one patient record and one care plan. As a team, the goal of OHT is to achieve common goals related to improved health outcomes and patient and provider experience through better and more integrated care province-wide. Local Health Integration Networks (LHINs) will be dismantled and replaced by OHTs. Elgin County Council's participation will safeguard against rising costs and advocate for enough funding to ensure high quality service. Municipalities should question why we are required to invest so heavily in provincial health care and public health systems when you have little say in health care policy and programs. Elgin has strong representation on the OHT Steering Committee and has the opportunity to take a leadership role in our community's health transformation initiatives and community health issues. It is important to have a municipal voice in this health care service planning. Through municipal participation, we will be able to systematically consider the implications of the planning and development. Withdrawing your support isn't a viable option as you're too committed to the well-being of Elgin County residents. The obvious approach is to advocate to be included in program design and delivery to ensure you maintain direct fiscal oversight over municipal dollars. There needs to be greater awareness about the evolving and growing role of municipal government in health care. 378 Setting the stage for positive interactions between OHT and municipal governments is important. It is imperative that we have a productive working arrangement and offer our "on the ground" knowledge of communities that can help improve planning and funding decisions for local health services. A progress report was recently submitted by the Elgin Ontario Health Team Steering Committee to the Ministry of Health. The Ministry will review the progress report to assess each submission's readiness to implement the OHT model. It is anticipated that a status update will be received by the Steering Committee with respect to their application sometime in March 2020. The status update will confirm whether the Ministry will invite the Elgin OHT to complete the Full Application Form and the Elgin OHT anticipates receiving additional information about the Full Application process at that time. Options - Elgin Ontario Health Team: 1. THAT Elgin County Council provide $5,000 (one-time funding) to the Elgin Ontario Health Team Steering Committee/St. Thomas Elgin General Hospital in support of the costs associated with the development of an Ontario Health Team application to the Ministry of Health and Long Term Care, should the Elgin Ontario Health Team proposal be selected to complete a Full Application Form and consider additional financial requests once an estimated budget for the costs associated with developing a Full Application Form is available. OR 2. THAT Elgin County Council reconsider a financial contribution to the development of an Ontario Health Team application at a later date and continue to provide in-kind support to this initiative through staff participation on the Steering Committee on behalf of the County. Elgin Hospice— Background and Request for Funding Elgin County Council and City of St. Thomas Council have been asked to support the $9.5M required to build an eight (8) bed residential hospice11. Elgin and St. Thomas have been asked to contribute $1.6M each. A feasibility study12 was completed and a business plan created to support the need for a hospice. A revised business case was submitted by the Elgin Hospice Group and is included as "consideration" in the agenda for Elgin County Council's meeting on January 28, 2020. Christine Elliott, Deputy Premier and Minister of Health, announced in September 2019 that the province will provide $1.6M to build the facility. Additionally, St. Joseph's Health Care Society, a member of the Elgin Residential Hospice Planning Committee, will receive $840,000 a year from the province to support ongoing operations of the Elgin Residential Hospice, about 50% of the operational costs. 11 Lough Barnes Consulting Group report, executive summary notes "it is recommended that a 10-bed facility is established in Central Elgin, preferably St. Thomas, with the eight resident beds operations, and two beds providing respite care (depending on funding) (p.4). 12 Study completed by Lough Barnes Consulting Group, paid for by St. Joseph's Health Care Society and Serenity House Hospice. 379 The City and County both delayed decision making on this request in the broader context of their respective overall budgets. It has been noted by the organizing group that there are donors who are holding back their donations awaiting municipal support and will release their donations once municipal financial support is achieved. It is assumed that "municipal support" implies "financial support" and should be noted that Elgin County Council fully understands the important role of a hospice — providing end of life support to manage physical, social, emotional and spiritual needs of residents who are at the end of their lives. St. Joseph's Hospice website notes "our commitment is to provide exemplary hospice palliative care at no cost for our community. We offer a haven where those living with a terminal illness, their caregivers, family members and the bereaved experience compassion, hope and healing". Elgin County also understands that Elgin is the only region in Southwestern Ontario without a residential hospice and community plans to establish a hospice have been a long time in the making — led by a dedicated and passionate group of volunteers and more recently, by St Joseph's Health Care. Elgin County will struggle to raise sufficient funds to fulfill this "ask". The fact that this presents an inequity in access to a hospice rests with the province — since health care is the Province's jurisdiction and responsibility. The province needs to take on a greater role and fund all costs (capital and operating) for hospice care to ensure that people receive the health care they need within their community. The Hospice has approached Warden Mennill to have delegation status to review their business case. An option that was previously presented to Elgin County Council in December 2020 and Council felt they had enough information. According to the Lough Barnes Consulting Group report on hospice, using figures from 2015/2016, deaths by sector, identifying where people in Elgin County are dying in the South West LHIN indicates that 58.3% of residents died in the hospital, 21.5% of residents died in Long Term Care13, 13% died at home and 0.8% of residents died in hospice (neighbouring hospice), and 6.4% died in "other"14 Hospice is a non-legislated service and while we struggle to fund our core-mandated programs and prepare for the unknowns associated with funding these programs, coming up with $1.6M is extremely difficult. Options — Elgin Hospice: Council will consider the financial request submitted by the Elgin Hospice Group as part of their 2020 budget deliberations. 13 Elgin County has actively advocated to the Province of Ontario that changes to Long Term Care funding be made that account for the hospital-level care that we are providing to residents who are entering our Homes sicker than ever before. 14 Other is not defined in the report. (p. 13) 380 CONCLUSION: As the transformation of Health Services in Ontario continues to unfold, it is imperative that Elgin County continues to work together with our health care partners and focus on the need to advance our local and provincial priorities. It is equally important that we follow closely the status of the Ontario Health Team Application recently submitted to the Ministry of Health and Long-Term Care by the working group and interested health services organizations and work with the Elgin Hospice Group to increase the community's awareness and understanding of the care provided in a residential hospice. Concurrently, we must consider all requests for Health Services funding in the context of our legislated role for the delivery/funding of these programs, advocate as needed for appropriate levels of funding from the provincial government, and assess whether it is fair or appropriate for local property tax payers to fund gaps in provincial funding for health services. It is important that Elgin County continue to provide input into and participate in any opportunity for municipal consultation regarding public health, emergency health services and long-term care. All of which is Respectfully Submitted Julie Gonyou Chief Administrative Officer 381 EIgultpf.gAessNlcwu REPORT TO COUNTY COUNCIL FROM: Julie Gonyou, Chief Administrative Officer DATE: January 22, 2020 SUBJECT: Strategic Plan — Draft Operational Plan RECOMMENDATION: THAT the report titled "Strategic Plan — Draft Operational Plan" from the Chief Administrative Officer dated January 22, 2020 be received and filed. INTRODUCTION: Council recently revised their 2020-2022 Strategic Plan, incorporating feedback received from the community. The Chief Administrative Officer was directed to complete an operational plan to align with Council's Strategic Plan and present a draft version for Council's review (attached). BACKGROUND: Council's priorities established through the 2020-2022 Strategic Plan will help establish a resource allocation map for the coming years, set financial and operating targets and align the senior leadership team with Council's strategic priorities. It is important to note that the Draft Operational Plan is a work-in-progress for Management Team and the team is committed to revising this document following direction from Council. CONCLUSION: It is clear from the preliminary draft that a significant volume of work is expected to be completed in 2020. A follow up report will be provided to County Council in the coming weeks. 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U ,�.., U a) a0 O O ''.'' 'a O _ >�E aj ++ a1 m a E v > m 6 Q m N m to m y a a E — 3 E _O m c m U O aj U V E n E c m E aj to U v''"i `� O v m chi a1 v E S Q t aj m a U aj aj c v)i m m av,' Q m ii m m GJ u d u J , J�11/ l ± = ±g R e aj 52 / / / e y w ® \ { / \ 2 ƒI / E - 0 § \ \\ = t = \ ( \ iEE of § = \ \ a > » , m / > > \ ( \ / \ -E M E j ^ � � \ -0i \ ƒ \ & \ / / % ( ® s e 3 ® u 0 �. ° / ±o / % [ / 2E \ \ CO j � / \ � °5 ± = E j \ wf kWm \ \ / _ = e 2 » = / e a = e a e = \ L e y \ / a / E 2 / / t / < t / � 2M / � \ \ \� \ \ \ j ~\ / § _ ~ \ £ e j � / ° z » E E / 2 E z = < \ \ / /_ ) = co® ± » » » § \ k ± o E = mot &S> zo \� \ § \ — \ / \ ) 2 / g e _ ® _ > / = or, = e _ 3 / It 2 \ 3 & e » $ E _ » 3 / ® ® E [ \ \ 0 / ° kJ [ % } ) _ _ ® 5 e 3 e & \ ƒ \ [ [ u } } / \ // \<� <�/\ f 8 5 & � 3 CORRESPONDENCE — January 28, 2020 Items for Consideration — (Attached) 1. Hospice of Elgin Group with a business and fundraising plan overview seeking support for its Capital Campaign. 2. Anita Provoost, Vice President, Elgin Federation of Agriculture with a letter requesting Elgin County Council maintains the farm tax ratio at 0.23 for 2020. 395 yyppgg ICQ�� III�IIUi� @I@I@IV� I�Illulllulllll� � IClluuuluu�u IClluuuluu�u� I�III�III�III�I � '�` � �I � III I�III�III�III�I� ` 0 nu mr m o u r 1i 5 tlfllr yr i t pa ul M � P �I u .i ME r rrrrr�,,, //� � / t / // i /ii r i 11gx ii j I Table of Contents ---------------------------------------------------------------------------------------------------------------------------------------- ExecutiveSummary............................................................................................................................2 Whatis Hospice..........................................................................................................................................................2 I. The Case for Elgin-Needs Assessment.......................................................................................4 CurrentState..............................................................................................................................................................5 CurrentService Gaps..................................................................................................................................................6 Vulnerable Population Considerations.......................................................................................................................6 II. Hospice of Elgin Vision..............................................................................................................8 Hospiceas a Hub.........................................................................................................................................................9 III. Hospice Design .......................................................................................................................10 DesignPrinciples.......................................................................................................................................................10 IV. Hospice-Location,Size,and Facility Considerations.................................................................13 V. Governance Plan.....................................................................................................................15 BoardComposition...................................................................................................................................................15 VI. St.Joseph's Health Care Society..............................................................................................15 VII. Human Resources...................................................................................................................15 Vill. Financial Plan..........................................................................................................................16 CapitalCost...............................................................................................................................................................16 ConfirmedSupport...................................................................................................................................................17 Municipal Support-Other Communities in Southwestern Ontario .........................................................................17 EconomicBenefits....................................................................................................................................................18 OperatingCost..........................................................................................................................................................19 IX. Project Milestones..................................................................................................................20 X. Letters of Support...................................................................................................................21 XI. Appendix................................................................................................................................21 A. Operating Shortfall and Sustainability 5-Year Plan ..........................................................................................21 B. Annual Fundraising Targets..............................................................................................................................21 C. Start-up Costs...................................................................................................................................................21 D. The Case for Elgin- Needs Assessment-Southwest LHIN.................................................................................21 XII. References..............................................................................................................................27 397 1 Executive Summary ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- Hospice is a matter of life and death. How we support individuals at the end-of-life is not only a healthcare issue but equally important a matter of social justice and community. How people die remains in the memories of those who live on, impacting the fabric of the community for generations to come. In Elgin County, there are 800 people who die each year with limited services. Elgin is the only County in Southwestern Ontario without a Hospice or dedicated palliative care beds at the Hospital (St.Thomas Elgin General Hospital). Elgin County has a larger aging population than the provincial average,which is placing tremendous pressures on caregivers, families, the healthcare and social care system. Building a Hospice is about creating space for what matters most, helping people (and their families) live life to the fullest until the end, whether in the community, their home, or in the Hospice Residence. Hospice care is person and family centered, addressing not only pain and symptoms, but also providing psycho-social, spiritual, and culturally sensitive care to individuals and their family at an incredibly vulnerable time. Currently, people and families within Elgin County are traveling to other communities to die.At the end-of-life, the time spent traveling back and forth could mean their loved one dies without being surrounded by family. The people of Elgin County deserve a better ending and would benefit greatly from a Hospice. St.Joseph's Health Care Society in partnership with the community is looking to build a 15,000 square foot, 10-bed Hospice in Elgin. St.Joseph's Health Care Society brings resources, experience, and expertise in building and operating Hospices throughout Southwestern Ontario. Building a Hospice is a legacy project that will touch everyone in Elgin County at some point in their life.To build a Hospice in Elgin, it will take a commitment from the province, municipalities, and the entire community. Now is the window of opportunity. Our Community. Our Hospice. What is Hospice Hospice is both a "place" and "type" of care. Hospice is a healthcare facility providing 24-7 expert palliative care in a welcoming home-like environment. Hospice palliative care is about relieving pain and suffering while improving the quality of life for those who are living with, dying from, a life-limiting illness. Hospice palliative care is helpful not only when a person is approaching death but also during the earlier stages of an illness. Hospice palliative care may be combined with other treatments aimed at reducing or curing the illness, such as chemotherapy. The goal of Hospice palliative care is to enhance the quality of life during the end-of-life journey for the individual and their loved ones. In order to achieve these overarching objectives, excellent hospice palliative care is guided by the following values and beliefs. Person Centered Care Hospice palliative care is a type of care that focuses on all aspect of an individual's suffering beyond the typical clinical care; hospice palliative care also looks after an individual's spiritual, emotional, and social needs during the end-of-life process. This care is built on a strong foundation of sensitivity, compassion and empathy. 398 2 This patient-centered philosophy extends beyond the individual, the same sensitivity, compassion and empathy can be found in services provided to their loved ones experiencing the end-of-life journey with the individual. Holistic and Individual Beyond patient-centered care, hospice palliative care recognizes of the uniqueness of every single individual; personal, ethnic background, language, religious belief, sexual orientation, economic status, or any other individual factors do not influence the care one receives. However, these individual factors are recognized to have a tremendous effect on an individual's emotional and spiritual distress during end-of-life and thus are respected and understood for the purpose of planning and delivering highest quality care. Family and C are Ives°upport While home is the preferred place to die for most individuals, the emotional and physical distress for caregivers and family can be overwhelming; their needs are just as important. During the end-of-life process, excellent hospice palliative care enhances the family and caregiver's ability to cope with the journey, both during and after death. 399 3 1. The Case for Elgin- Needs Assessment --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- Population and xti ated Deaths There are currently no hospice beds in Elgin County.The growth in the senior population is driving the overall population in Elgin County up. The number of deaths is estimated to increase by 50% in 15 years. Currently there are 800 deaths annually. As a result, there is an immediate need for 8 beds in Elgin. These numbers, in turn, were based on the benchmark that 12%of deaths should occur in a hospice, in conjunction with an average length of stay(LOS) of 3-4 weeks'.The need for beds is assumed to be proportional to the number of deaths. However, there is a need to distinguish current and future population needs. Given that the projected number of deaths is increasing, the number of beds will need to reflect that growing need.Thus, it is recommended that 10 beds will be required to serve Elgin County in future. Age-Specific Population 120,000 ° 100,000 „„„„„„„„„,,,,,„„,„„„„„„ „„„„,„„„„,,,,,„„„„„„„„„,,,,,„„„ „„„m„„„,,,,,„„„„„„„, rrro�r��r��r��r��r��r��r��r��r�ti„��r��r��,��r��r��,��r��r��r��r��r��ro��r��r��r��r��r��ro 5 80,000 ° 60,000 a v 40,000 E 20,000 l�rl(////�/ll(/llllll llllll "' 2016 2021 2026 2031 2036 2041 �11.......Al I Ages 91,173 93,537 95,625 97,485 99,041 100,363 �-Ages 0-64 75,065 74,434 73,082 71,634 71,259 71,422 -Ages 65+ 16,108 19,103 22,543 25,851 27,782 28,941 Figure 1 Age-specific population projection for Elgin County Age-Specific Projected Deaths 1,600 1,400 1,200 m,..........m,.... ....,,,,,, .. v 1,000 800 mrnnrunrmrnnrunrmrnnruewwuu 0 600 E 'Z 400 w 200 0 2016 2021 2026 2031 2036 2041 .......Est.Deaths(All Ages) 835 960 1,101 1,237 1,317 1,366 -Est.Deaths(65+) 676 802 946 1,085 1,166 1,215 �-Est.Deaths(0-64) 159 158 155 152 151 151 Figure 2 Projected estimated deaths in Elgin County ' Residential Hospice Working Group. "Environmental Scan for Strengthening Residential Hospice Care in Ontario."2015.The capacity benchmark for the need for beds was assessed using 5.1oto 6.8 beds per 100,000 standard.4 4 Number of Beds Current State Deaths in the South West um|mby Sector by County,pY2Ous/u6 Current Capacity compared u,Provincial Planning Benchmarks z00% NN 00% CL CL a 40% o 0 � m% 1,00 «% sxEv uxucE xuxow pEmx oxpoxo Lowoow sLmw Capacity woxpom m/000SEx Benchmark amxer a Residential Hospice axvme M Long Term Care Mxvspua| Figure 3 Deaths by sector,identifying where people Elgin County are dying. Retrieved from Advancing Hospice Palliative Care Capacity Planning in the South West LH|N 2 Shown here to demonstrate that number of deaths,and therefore need for beds, is increasing. However, RH Bed Resource Benchmarks are based off of total population,therefore not accounting for higher death rates for the aging population. 401 5 Neighboring Hospices The only hospice options available to the community are outside Elgin County at the following hospices: / Sakura House in Woodstock(10 beds) / St.Joseph's Hospice in London (10 beds) / Chatham-Kent Hospice in Chatham (10 beds) These hospices have their own capacity challenges in serving their catchment areas. 0 r eaai�g�uaOU�/////// " ,w° t fvG�ri yrl v uV�P is I4 MppUuqup ut PoiNallliq�Apl�la1�11N11 "'r Nhllfifh l"11v s ii, � kr,tttd;r�rylu�d S�ktrare�:� �a nl U�r�h;.,�lrk�% � ��. i.T) 0 /� // ri 1 ///�YEiUi % n11f4.rd ++aaY Gp'iYla4i 6ww7 lr Irgoz� ,. .,, S ftlllliti Y4 T1 P yol r1i 1A I,) ; metfor 1 a4. i Poo gEud1 F�IvL. �II IIIIIIIII�OpI YHIS'.lrllln6��Y iiioiaio 4/9/ .'xv r u yl Isrdur�scoo �p�l�mfr000�mild`r� �ry�l lr GU�rynoaM wmn l'"a tlh"011 h / i ��i �� r �lU I 'yll�wvf�ui rdllMadlld r�a5Y1 v4�uflh^ l i' mp�a i r"uDPk97yrGlt6 r 41lapwro� qy r r r FJOO,p rrt J' x yr tidy 51 I a�riraa �' r�l nt 4i9llYll m �" 1 ('tl ld drrgy/ 4anWr€� a1G 2„a'PO 0 / ...................... ................. ,/,/,/,/,/,/,/,/"/, / Ifffjjj ii ................ OR ........... �18 ..011 ,~aw r�Pd 11�f Ebtl'�4, ///�� p GwY"✓ ........ IVI mom„ n1acV„ ,ntiYfl.Gfr;((,Au�'r,UU �, /i ,.w.;e „iiiiiiiiiiiii f tt sal t a �iiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiii �, gy,��r�r��'�^�` 0000 Current Service Gaps Given the current need in Elgin County, and the complete lack of beds currently available in the region, there is an immediate gap of 8 beds required to serve the community. Recognizing this gap, and that the need for beds is projected to rise in the near future, it is recommended that a hospice with the capacity for 10 beds is established in Elgin County.The intent would be to have eight beds operational to meet current need, and the hospice would build two additional beds (to be utilized for respite care and caregiver support) of which will also be used to support the growing future needs. Vulnerable Population Considerations Elgin County has a diverse population, and three groups have been singled out as needing special attention with regards to the services the hospice will provide: seniors living alone, the Indigenous community, and the Low- German-speaking Mennonite community. 402 6 Single.Seniors Single seniors are an important vulnerable group in Elgin County.There are over 3,000 persons aged 65+ living alone,which is a greater proportion (25%) of seniors living in private households than the provincial average (12%)3. Oftentimes, this group is not receiving the services they need simply because they are not seeking it. But that is precisely why outreach is so important, and why the hospice will be proactive in identifying these individuals and bringing services to them. Indigenous Community There are three First Nations communities represented in Elgin County4,5: / Chippewas of the Thames (Union of Ontario Indians) (population approximately 2,774) / Munsee-Delaware Nation (Union of Ontario Indians) (population approximately 547) / Oneida Nation of the Thames (Association of Iroquois and Allied Indians) (population approximately 5,981) Low-German-Speaking Mennonite Community Low-German-speaking Mennonites have been moving in great numbers to Elgin County since the late 1970s and early 80s, primarily from Mexico'. It is estimated that 12,000-15,000 Low-German-speaking Mennonites reside in East Elgin at any given time.This population generally has high rates of poverty'.The Low-German-speaking Mennonite speaking population in Elgin has particular issues when it comes to affordable and accessible transportation access to population-centre services. This population requires culturally appropriate service provision which extends beyond the availability of a translator on-site. Specifically, both Indigenous and Mennonite communities would typically have large groups of family members and friends attending in the final days, which would have implications on the size of the rooms. Both communities also have cultural diets and food services that need to be accommodated in the hospice. .Service Provision Seniors living alone do not have the means to alert service providers if these is an immediate need for help, e.g. if the patient falls.They also do not have a family caregiver living with them to help them with their medications etc. As such, the hospice team should schedule visits in such a way that the patient has more regularly spaced visits. Within the hospice itself, the hospice will be active in helping this group socialize, so that they do not feel alone in their final days. Transportation Transportation is cited as a major issue, especially for those with lower income.The distribution of population in low income in Elgin is dispersed around the County, but pockets of high intensity exist in the outskirts. To support the equitable access to care, programs (such as grief and bereavement and caregiver support)will be pushed out into the micro-communities to help address transportation barriers. 3 Based on census data for Household and dwelling characteristics. 4 South West Regnioal Cancer Program;Cancer Care Ontario. "South West Aboriginal Cancer Plan".2015. 5 Validated through consultations 6 Elgin-Oxford Legal Clinic. "Community Profile: Elgin-Oxford".2015. ' Ibid. 403 7 11~ Hospice of Elgin Vision --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- To build a Hospice in Elgin County and care for 500+ people annually through centralized services that help people (and their families) navigate the end'of |ifejourney. The Hospice of Elgin will include: 2417 Care(10 Bad-PrivatcSuites) Around-the-clock care is an essential part of hospice. Clients need to have 24/7 access to a healthcare professional, providing seamless continuity of services. 24/7 care also includes assistance in meal preparation, feeding, bathing, and toilet use. Given the end-of-life state of the clients, a hospice needs to ensure that the appropriate level of clinical expertise is present at all times. In addition to pain and symptom management, psycho-social and spiritual care is also provided in a warm welcoming non-institutional environment. Palliative Care Clinic For those individuals who are currently living in the community, a Palliative Care Clinic will provide access to palliative care experts (physicians, nurse practitioners, and support staff)who have specialized in pain and symptom management, allowing people to remain in their home for as long as possible. Ac|inic is also a gateway to providing support, information, and resources to caregivers. The clinic can also be a resource (specialization) for primary care physicians who are managing palliative patients within their practice. Grief and Bereavement Programs Grief and bereavement services support clients and their families to cope with loss and grieving during illness, and are a critical component recognized by the Provincial Palliative and End-of-Life Round Table report'. Caregiver and Family Resources Caring for the family and caregiver is an important part of Hospice whether through respite support,wellness programs, support groups, education or training. Family caregivers,who provide unpaid care for a family member or friend living at home with complex needs, often face physical, emotional, and financial stress as they try to manage multiple responsibilities along with care provision. Respite services are meant to alleviate some of the responsibility by affording family caregivers a break while nurses or personal support workers take care of the friend or family member in need. This may be an opportunity for the hospice to utilize space for two beds in a meaningful manner to the community through the provision of respite care. Spiritual Came The Canadian Hospice Palliative Care Association and the World Health Organization recognizes spirituality as a core domain of human health and that it is needed to provide high quality palliative care'. Spiritual care provides non-denominational support to clients and their families through the end-of-life journey. Particularly important in Elgin County is the provision of spiritual care that is culturally appropriate to serve the Lovv'German'speakin8Mennoniteand |ndi8enouscommunities, asthesecommunitiesmayhavetheirovvnspedfic requirements that are not often met in the services they receive. ' Parliamentary Assistant John Fraser to the Ministry of Health and Long Term Care, "Palliative and End-of-Life Care Provincial Round Table Report", March 2O16 vWorld Health Organization, "Definition of Palliative Care", nzi 404 8 Children Programs When a child is affected through the death of a family member, it is essential to support them in exploring illness, grief and bereavement in an age-appropriate setting.There are unique elements to support children in the grieving process (e.g., need to be told the truth, long lasting grief, play, art and music as modalities to cope or express grief, etc.) Additionally, the Hospice will have purposefully designed space and resources dedicated to supporting children while visiting a loved one at Hospice. Complementary Therapy Complementary therapy is an important part of palliative care as it helps relieve pain and control side effects related to disease or treatment1o,11 as well as address the psychosocial aspects12 of death. Complementary Therapy can include but are not limited to: Pet Therapy Reflexology Massage Therapy Meditation &Visualization Music Therapy Hospice as o Hu The Hospice, in partnership with other agencies through a hub model, will be the Centre of Excellence where adults with progressive life-limiting illness,their families and their caregivers can access team based, holistic and timely hospice palliative care both preceding and following death.The Hospice Hub will help individuals live as they choose and optimize their quality of life. Hospice will provide leadership, best practices, support and training in hospice palliative care. It will provide easily accessible care to meet the hospice palliative care needs in Elgin County. This hospice will fill a significant gap in the current end-of-life care continuum in Elgin County, which does not currently have a hospice. The Hospice Hub will integrate with existing hospice palliative care service providers and be strategically aligned with, and supportive of, local health care priorities. It will address the following key strategic objectives: / Improving the Transitions of Care / Directing more resources to Front-Line Care / Supporting individuals at home, or if they need/desire to be in a Hospice / Reducing the need for Hospital Acute and Complex Continuing Care Services The Hospice will create a culture of continuous improvement.This will be achieved by implementing best practices and academic knowledge in all of its programs. It will focus on five core areas: / Quality Management / Education / Person-centered care / Rural Delivery of Hospice Palliative Care The hub model for hospice care encourages regional collaboration, standardization of care and quality, centralization of expertise, and economical use of resources13. As such, the hospice will establish robust to Mansky, Patrick J.,and Dawn B.Wallerstedt.Complementary therapies in palliative cancer care. Cancer Journal,2006 11 Dorfman,Julia,Sandeep Denduluri, Kathryn Walseman,and Benjamin Bregman. The Role of Complementary and Alternative Medicine in End-of-Life Care. Psychiatric Annals,2012 "Singh, Priyanka,and Aditi Chaturvedi.Complementary and Alternative Medicine in Cancer Pain Management:A Systematic Review. Indian J Palliat Care,2015. 11 Canadian Hospice Palliative Care Association. "Innovative Models of Integrated Hospice Palliative Care,the Way Forward Initiative:an Integrated Palliative Approach to care".2013. 405 9 connections with other service providers, including hospitals, primary care, LTC homes, community health centers, existing service providers, and the Palliative Care Outreach Team (PCOT). Existing Hospice.Service Provider Within Elgin County, the organizations that provide community-based hospice palliative care include: / Hospice Outreach Programs for Elgin (HOPE) / Serenity House Hospice / Victorian Order of Nurses- Middlesex-Elgin Each organization strives to provide hospice care for the residents of Elgin County and their loved ones and understands the community will be better served by realizing the synergistic opportunity of becoming a unified organization. This level of collaboration between all service providers is a transformative step to creating a unified hospice palliative care system in Elgin County. I I L Hospice Design --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- Design Principles Industry guidelines have been established to guide the successful implementation of new hospices in the region14 These design principles lay out the foundation for this business plan and have directional impact on various components of the proposed model. Guiding Principles / Ensure every person, no matter who they are, where they live or how much they make, have equitable access to hospice; / Engage patients, families, and communities in a meaningful way in both planning and ongoing operations; / Be based on best available data,evidence and best practices to support a culture of quality that is relentless in its pursuit of improving experience of care at end of life; / Be aligned with our commitment to transparency; / Be a part of a fully integrated system where individuals and organizations intentionally work together to better organize and connect services to meet needs; and / Make best use of resources to ensure sustainability and feasibility. 14 South West LHIN. "Report to the Board of Directors—Residential Hospice Planning."2017 406 10 Domains for Planning and Development Principles Accessible / As a multi-community service, ensure the maximum number of people in the South West LHIN have access to Hospice services within a reasonable travel distance from their home (50 km radius or approx.1 hr.) / Leverage existing, established centralized access and waitlist mechanisms and processes to facilitate timely access and admission _ ____ __ Effective / Complies with the provincial guidelines / Is grounded in a Centre of Excellence Model / Complies with all Hospice Palliative Care Ontario (HPCO) Standards / Policies and procedures are evidence informed / Demonstrates effective governance and management to ensure organizations are successful, sustainable, and accountable Safe / All planning and operating activities are conducted in a manner that: • Ensures confidentiality and privacy of patients • Is without coercion, discrimination, harassment, or prejudice • Ensures safety and security for all participants • Identifies conflicts of interest / Practice complies with provincial and national standards of care and norms of practice detailed by HPCO and the Canadian Hospice Palliative Care Association / Able to achieve elements of terms and conditions and/or obligations to receive funding _________________________________________________________________________________________________________________________________________________________ Patient/Family Centered / The public and communities are actively engaged and consulted when developing plans for hospice. / Patient and family lived experience will inform all aspects of planning / Processes are open and transparent to the public / A range of Hospice Palliative Care (HPC) resources and supports are provided to individuals and families at HOSPICE settings beyond end of life including bereavement ________________________________________________________________________________________________________________________________________________________ Equitable / A unified approach to care for each sub-region is designed to meet the needs of the population not an individual community / All aspects of care are provided in a manner that is sensitive to the person and family's personal, cultural, and religious or spiritual values, conditions, beliefs, and practices, to support them to _______________________________________deal with the-dying-process_ __ _ __ __ _________________________________________________________________________________ Efficient/Sustainable / Aligns with the regional capacity plan recommendations / Be sustainable and feasible / Consider a centralized model with/without satellite(s)to achieve equitable access to Hospice for all residents in a sub-region aligned with the reasonable travel principle / Proximity of hospices in other sub-regions or LHINs are considered to optimize equitable access throughout the region / Partnerships and technology are leveraged to extend the capacity of limited resources / Assessment and admission processes are timely and effective so placement can be facilitated when-individuals-are ready/appropriate for-Hospice care ________________________________________ _ _ _________ ______ __ __ __ ________ __ ------------------------------------------------ Appropriately Resourced / The financial, human, information, physical, and community resources are sufficient to sustain the organization's activities, and it's strategic and business plans / Data collection/documentation guidelines are based on validated measurement tools in collaboration with the Ontario Palliative Care Network (OPCN) and HPCO / Health human resource plan identifies adequate numbers of trained professionals and volunteers are available / Ensure the human resource plan includes medical leadership and a focus on growing the capacity of physician resources to support 24/7 palliative coverage 407 11 ® mijm ® W m m m Integrated / Integrated strategies to strengthen the continuum that leverage formal integration and collaboration opportunities between the Hospice and other Hospice Palliative Care Providers and other health sectors across sub-regions are preferred / Achieve seamless transition points between services and supports in the last weeks and months of life / Related sectors and services connected to Hospice are linked by common practice, processes, structures, and education / Funding is distributed and directed in a way that supports an integrated continuum of care / Decision making and development processes will be open and transparent _________________________________________ _ ____ ____ ______ __ ____ ___________ ___be-open______ _____ __ ___ ---------------------------- Communication / Strive to consistently and continuously provide accurate information related to planning efforts and present a unified front when providing information to the public / Information about requirements, processes and decision making at the local and regional level will be transparently available 408 12 IV. Hospice .-Location, Size, and Facility Considerations --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- The following criteria were established to consider site and location options for Hospice. Location Elgin County's elongated shape Accessibility for clients and their families means a location in the center of Elgin is key to serving the community smell, and is the best option to serve the entire Peaceful environment(sight,7 County sound considerations) Location needs to be accessible to the public by car, bus, and walking Trees/bushes/other green space exists on site or on adjacent site No restriction around rezoning ------------------------------------------------------------------------------------------------------------------------------------------ Size Total property size of 2-3 acres The site needs to be large enough to minimum, allowing for allow for the operations of a palliative • Building 15,000 sq ft care clinic, programs and services • Adequate green space • Adequate space for parking (average 30-40 spaces) ------------------------------------------------------------------------------------------------------------------------------------------- Cost and Given fundraising challenges, cost Location needs to be visible in the eyes of Sustainability minimization is a factor the community to keep fundraising top of mind ------------------------------------------------------------------------------------------------------------------------------------------- Healthcare Healthcare facility(lifts,tubs, nurses' Considerations station, technology etc.) Accessibility Ontario Disability Act- Healthcare grade furnishings and Compliant (wheelchair washrooms, ♦ equipment(infection control hallway/door sizes etc.) considerations, wear rate) Design (commitment to creating a Air Exchange (conducive for infection welcome home-like environment that control) functions like a healthcare facility, Food Safety Requirements supporting functions such as safe (commercial kitchen/commercial medication administration) grade equipment) ------------------------------------------------------------------------------------------------------------------------------------------ 409 13 Hospice Square Footage Breakdown A. Residence 7400 Ten Private Rooms (350 square feet each) 3500 Family Sleep Room and washroom 220 Tub room (with lift) 200 Medication Room 80 Charting Area- Nurses Station 100 Housekeeping/Laundry/Linen 150 Commercial Kitchen and Pantry 350 Quiet Area/Worship space 160 Dinning and Living Room (to support multiple families) 650 Child room playroom 200 Multi-use meeting room (family meetings etc.) 200 Office (Medical Director, Admissions, Director of Care) 340 Reception and volunteer vestibule 200 Visitors Washroom (two) 150 Storage Room- medical equipment 250 Clean Utility and separate Soiled Utility Room 250 Mechanical, Electrical, and Sprinkler Room 400 B. Community Resource Centre 4470 B.1 Therapy Rooms Waiting room/lounge 200 Complementary Therapy Room (x2) 240 Grief& Bereavement-Program Room 300 Counseling Room 140 Children's Program/Services 400 B.2 Community Resource Rooms Community Meeting Room (programs, community dinners, memorial events -90+ people) 800 Resource Room-Library(Caregivers/Clients) 400 Public Washrooms (two-accessible) 150 B.3 Administration Areas Staff-Volunteer: lockers, lunchroom, washrooms etc. 475 Offices—7 offices for fundraising, volunteer, admin, spiritual care, program staff, and executive director 990 Storage (supplies, photocopier room, mailroom) 300 IT server room 75 C. Clinic Area 630 3 Clinic Rooms, and Physician Office 480 Waiting/Reception Area 150 Gross Floor Areas 12500 Hallways, landings, doors, stairwells-20% 2500 Total Hospice Square Footage 15,000 410 14 V. Governance Plan --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- The Elgin Hospice has been incorporated as a new legal entity, which will operate under the St.Joseph's Health Care Society as the owner and sponsor. Board Composition position The business and affairs of the Corporation will be managed by a Board of Directors with local representation. Initially, the Board of Directors will be appointed by the St.Joseph's Healthcare Society Board of Directors; and directors shall be the members of that corporation. Although priority will be placed on building a skills and experienced based Board, balanced local representation from across Elgin County is a goal. Local representation is critical to establishing and maintaining community relations, donor relations and fundraising, and management of locally fundraised resources. DI® St. Joseph's Health Caine Society ----------------------------------------------------------------------------------------------------------------------------- .St.Joseph's Health Care.Society St.Joseph's Health Care Society has a strong record in delivering excellent hospice palliative care. St.Joseph's Health Care Society has experience in building and operating hospices throughout Southwestern Ontario, including Hospices in Sarnia Lambton (2005) and London Middlesex(2012). St.Joseph's Health Care London (Parkwood), under the St.Joseph's Health Society, also has 14 palliative care beds where end-of-life care is provided. St.Joseph's Health Care Society is committed to exploring opportunities for expanded hospice palliative care support and is currently collaborating with partners in various communities to identify the need for additional hospice beds and community services. Palliative care matters to all Canadians and the Society believes we need to place as much emphasis on this critical part of the end-of-life journey as we do on bringing life into the world.That means addressing the gaps in care and support which currently exist in our community. 11. Human Resources ----------------------------------------------------------------------------------------------------------------------------- To ensure quality care and service to meet the complex medical, spiritual and emotional needs of residents and their families, hospice will recruit staff with appropriate competencies and specializations in hospice palliative care15.The Hospice will be supported by a team of registered nurses, personal support workers, physicians, nurse practitioners, psycho-social-spiritual clinicians, nutrition coordinator, environmental service worker, and volunteers. Hospice standards require a registered nurse to be on-site at Hospice 24-7. The Hospice team will also include program staff, administrative and fundraising professionals. Volunteers Volunteers are an integral part of a hospice.To support a 10-bed Hospice, approximately 200 volunteers will be needed.There are a number of roles that volunteers traditionally play in a hospice, including but not limited to: Care (sitting vigil with patients, delivering meals, food preparation, and feeding patients) Administration (front-desk duties, fundraising support) Support grief and bereavement programs and groups Transportation and facility maintenance 15 Residential Hospice Working Group. "Environmental Scan for Strengthening Residential Hospice Care in Ontario."2015 411 15 V I 11~ Financial Plan --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- Thb section provides details on the financial plan for the Hospice, including estimated capital, operating, fundraising and sustainabi|ityp|an. Capital Cost Land (2'3acnes) $500,000 Healthcare Building Costs (S325 per sq. ft.) 4,875,000 Site Work 50,000 Architect(8%of building costs) 390,000 Development Charges 50,000 Soil Testing 35,000 Building Permit 50,000 Survey 50,000 Contingency 340,000 Furniture and Equipment 550,000 Total Construction/Building Costs $6i890,000 Start UpCosts $850,000 Sustainabi|ity Fund (5'year) $1,800,000 Total Capital Costs $9,640,000 NOTE: Healthcare construction cost estimates have been provided by 3 industry architects and validated through the Altus Group,who published the 2O19 Canadian Cost Guide (Canadian real estate development and infrastructure construction costs). Healthcare-per square foot costs GTA Ottawa London cu 412 16 Confirmed Support MOHLTC (confirmed) $1,600,000 (plus ongoing operating funding) 2 Anonymous Donors 2,000,000 (pending municipal support) Total Funds Secured $3,600,000 (38% of total goal is secured) Municipal Support- Other Communities in Southwestern Ontario Municipality Population Total Annual Gift 5-year Commitment Comparator Communities City of Stratford 31,500 300,000 $1,500,000 Leamington Municipality 27,500 400,000 $2,000,000 Chatham Kent 108,000 300,000 $1,500,000 City of St. Thomas 41,800 320,000 $1,600,000 County of Elgin 50,100 320,000 $1,600,000 413 17 Economic Benefits The economic impact of a Hospice within the first 5-years of operations is outlined below, with the benefits continuing for the perpetuity of the organization. Additionally, the construction of the Hospice is forecasted to infuse $11 million back into the economy and create 89 new jobs. Hospice Operations-5-Year Economic Impact Direct Indirect Induced Total Healthcare Operating Wages (wages/salaries) 2,567,500 442,000 546,000 Operating expenses and office supplies (output) 1,500,000 379,500 547,500 Total Economic Benefit-Operations 4,067,500 821,500 1,093,500 5,982,500 Total Number of New Jobs 49 2 3 54 Note:The Economic Impact has been calculated using the Hospice project costs multiplied by the direct, indirect, and induced economic benefits multiplier for Canada,with the source being Statistics Canada, 2015. Table 36-10- 0113-01 Input-output multipliers, provincial and territorial, summary level OR DOI: htt s: doi.or :ll0.253:ll8 36:ll00:ll:ll30:ll-en' 414 18 Operating Cast The province of Ontario (MOHLTC) currently funds approximately 60%of the direct service delivery cost, leaving the majority of administration, maintenance, upkeep, material purchases largely unfunded. This places significant dependence on community fundraising. The sustainability fund will support 5-years of operational sustainability as the fundraising program grows and more people within the community experience Hospice. Revenues MOHLTC Funding $840,000 Total Revenues from Ministry Funding 840,000 Expenses Salaries & Benefits - Fundraising/Program Staff/Counseling/Admin/Leadership 509,992 Salaries & Benefits - Residence (RN, PSW) 769,069 Salaries & Benefits- Infrastructure (HR, IT, Finance) 36,000 Residence 56,800 Fund Development Expenses 20,300 General Admin (software fees, internet/cable/phones, copier, etc.) 92,800 General Building (maintenance, insurance, utilities) 68,000 Total Expenses 1,552,961 Net Operating before Other Revenue(Annual Fundraising Requirement) (712,961 Note: In addition to MOHLTC funding, the Hospice will receive support through various fundraising initiatives (special events, grants, in memorial gifts etc.)which will go towards the unfunded costs. MOHLTC covers nursing and PSW costs however does not cover food, rent, linen, heat, housekeeping etc. 415 19 IX. ProjectMilestones ----------------------------------------------------------------------------------------------------------------------------- Below is a high-level outline of the key milestones involved in the 24-month implementation schedule to fundraise, design, and build the Hospice: Ministry Approval Establishing Corporate Structure Building the Board and Committees (Campaign Cabinet, Building Committee) Developing Key Partnerships Quiet Fundraising Campaign (securing 75%of total goal) Building Community Awareness Capital Fundraising Campaign (public launch) Hospice Design Hospice Construction Developing the Model of Care and establishing Key Partnerships Hiring Staff Preparation of Operations Facility Opening 416 20 X. Letters Support ----------------------------------------------------------------------------------------------------------------------------- Ministry of Health and Long-Term Care SW LHIN Board of Directors Physician Leadership St.Thomas Elgin General Hospital-Chief of Staff and Medical Director West Elgin Community Health Centre- Lead Physician- Palliative Care Outreach Team St.Thomas and Elgin Medical Association- President Municipal Letters of Support City of St.Thomas County of Elgin Township of Malahide Central Elgin Town of Aylmer Thames Centre Bayham Municipality West Elgin Township of Southwold XI® Appendix ----------------------------------------------------------------------------------------------------------------------------- A. Operating Shortfall and Sustainability 5-Year Plan B. Annual Fundraising Targets C. Start-up Costs D. The Case for Elgin- Needs Assessment-Southwest LHIN 417 21 Projected Operating Shortfall and Sustainability Fund Year1 Year 2 Year 3 Year 4 Year 5 Year 6 Revenue Funding 840,000 840,000 840,000 840,000 900,000 900,000 Fundraising 125,000 337,000 446,000 638,000 740,000 850,000 965,000 1,177,000 1,286,000 1,478,000 1,640,000 1,750,000 Expenses 1,550,000 1,575,000 1,625,000 1,675,000 1,725,000 1,775,000 Net Operating -585,000 -398,000 -339,000 -197,000 -85,000 -25,000 Sustainability Fund 1800000 1,215,000 817,000 478,000 281,000 196,000 Annual Fundraising Targets Annual FundraisingiTairgets, Y,EA)R 1 YEAR 2 YEAR 3 YEAR 4 Y rre 1, iir 1 21014 2011 ANNUAL GAME ; DUect mall-l hnri;stroas IRM :30,tr ifl V. 4ffl s ,000 16,%s2 66,0 In-memori,aams 5C= IAA,300 150, 1,3 183, ) m43,000 Generaa-ldonetior'ra 25,4M, 3E21000 C0,000 2211178 50,E 2 5po nsgair for a day 1103,000 hwf,aar'ntIi,IVgIvIrip, 14, 3 E rnralgyoee givirg3 .... .... ....................................... ....... ........ .... „Y,Y 5.000 ,ti�2 3fMq 2rr1 kt1 308E 2 i09 1�X`10.04) Ed11 91OR GIFTS maygar'tl3hs, 25,000 S0, 311 70,000 1m,000 81,:300 Im,,,01111 Fmnnnrd;aa!tiom, 5,r; 2 7q, 3E21000 6 ,gGf.R 35, ? 50,t ,2 PlannedGiwing 50,M) E1vgr est,. 3 0q0 70 3 10012ND i Pn ewwi 43,300 2E212,017q 5PECIAN.,EVENTS Eve.,nz1, 30, ) 4E3„01111 50,000 19),338 1 7',0,0,0 Event 2(IhlkL i :'10,,000 :30,"3 :mr.,000 45,00E 85,M 48,-V.i 1 Eamamnt 3 30,M) :f ,011q rd 5,000 26,12,1 Is,ow 7h-ird perlyev nts 10,3 ? J 2:,000 40,0017 11'-•.°r Veramm philanth-ropy 2i 3 3019M f2eoeraerd'rewenume 337 0flq W�gI1fM 11 T�=, , 1801XX)� 2�11,25 i 262,001) 125,W,1 377,300 4I+E6,Em 1 638,M) 1.,232,�f2.`."v i,gdn 3 I��,ifl':,; Innerrnwrrnn«wrarrrn4l�.akin:a�'Itlr�aswle,rmt��u6rlsranaysraxtlfl�t.°'J1sir�u��'tP��t�a 418 22 tairt Up Costs-2 year Sta r,t-U p Costs- s 85o,000 Lega I Fe,es and Arecoun ing, $20,04 SalariesfbenerfitsQ3 4 months s.afarres .prpjertrmmanager� 5co Capital Campaign(safaryy 2 ye.ars,fundrais€ngsoiftwrmarey mate.ri,allo $2610,000 Contingency snpw Travel $5,1000 Office(2.-°year 1,ease,,co; pl r,office,fumrra4wre,etc) 5,,w) Markeying(wwelawIte,„si>gn age,rmedlaer) W),OCYCf Supplies and Sundry $10,ODD Tel $85DAM 419 23 THE CASE FOR ELGIN- NEEDS ASSESSMENT-SOUTHWEST LHIN Population Projection The overall population is on a steady incline in Elgin County.The growth in the senior population outpaces the decline in the 0-64 population, driving the overall population up. Age-Specific Population 120,000 100,000 „„„, „„„ „„„m„„„,,,,,„„„„„„„m„„„,,,,,„„„„„„„ „„„„„„„„„„„„„„„„„„„„„„n„„„„„„, rnnrrrrN�r��nn��r��nn��r��r��r��r��r��r��r��r�ti„��r��r��,��r��r��,��„��„��, 5 80,000 60,000 v 40,000 E 20,000 "' 2016 2021 2026 2031 2036 2041 �11.......Al I Ages 91,173 93,537 95,625 97,485 99,041 100,363 �-Ages 0-64 75,065 74,434 73,082 71,634 71,259 71,422 -Ages 65+ 16,108 19,103 22,543 25,851 27,782 28,941 Figure 4 Age-specific population projection for Elgin County Estimated Deaths The estimated number of deaths is projected to grow over time in Elgin County. It is expected that the number of deaths will increase by approximately 50% in 15 years (from 835 in 2016 to 1,237 in 2031).This is driven by the growth in the 65+ population. Age-Specific Projected Deaths 1,600 1,400 1,200 ° 1,000 „„mmmmmmmmm ji " m, Q „ 800 monmmmoommmommmnl�, ��;uuuuuwwiw��ww°uuuwwwu 0 600 E 400 N w 200 0 2016 2021 2026 2031 2036 2041 .......Est.Deaths(All Ages) 835 960 1,101 1,237 1,317 1,366 -Est.Deaths(65+) 676 802 946 1,085 1,166 1,215 �-Est.Deaths(0-64) 159 158 155 152 151 151 Figure 5 Projected estimated deaths in Elgin County The number of beds needed to serve the Elgin County was retrieved from the SW LHIN Advancing Hospice Palliative Care Capacity Planning in the South West LHIN report(2016).These numbers, in turn,were based on the benchmark that 12%of deaths should occur in a hospice, in conjunction with an average length of stay(LOS) of 3-4 weeks16.The calculation for the need for beds in this manner is not tied directly to number of deaths but is instead based off total population. 16 Residential Hospice Working Group. "Environmental Scan for Strengthening Residential Hospice Care in Ontario."2015.The capacity benchmark for the need for beds was assessed using 5.1oto 6.8 beds per 100,000 standard.4 24 The need for beds is assumed to be proportional to the number of deaths.Thus, as the number of deaths increases over time, so does the need for beds in a hospice setting. Numbet°of Beds Based on the analysis presented so far,the number of beds required to service Elgin County is 8-10 beds. However, there is a need to distinguish current and future population needs. Given that the projected number of deaths is increasing, the number of beds will need to reflect that growing need.Thus, it is recommended that Elgin County have the capacity for 10 beds. W W M Y W W Y W W 2016 835 6 8 2021 960 7 9 2(2� 11 1 _____2031___________________ -1,237_-_______________________________9_____________________________________11________________ 2036 1,317 9 12 ______ ____ ______________________ _________________________________ ______________________________________ ________________ 1,366 9 13 Location of Deaths There are currently no hospice beds in Elgin County.The following figure demonstrates the place of death for residents of Elgin County. Deaths in the South West LHIN by Sector by County,FY 2015/16 Current Capacity compared to Provincial Planning Benchmarks 100% 0 80% V v H T t: 60% O O. O. 7 L Y cf 0, 40% 0 Y V O y T y T s 0% ............ GREY BRUCE HURON PERTH OXFORD LONDON ELGIN Capacity NORFOLK MIDDLESEX Benchmark 0 Other 0 Residential Hospice 0 Home M Long Term Care M Hospital Figure 6 Deaths by sector,identifying where people Elgin County are dying. Retrieved from Advancing Hospice Palliative Care Capacity Planning in the South West LHIN 1'Shown here to demonstrate that number of deaths,and therefore need for beds,is increasing. However, RH Bed Resource Benchmarks are based off of total population,therefore not accounting for higher death rates for the aging population.421 25 Neighboring Hospices The only hospice options available to the community are outside Elgin County at the following hospices: / Sakura House in Woodstock(10 beds) / St.Joseph's Hospice in London (10 beds) / Chatham-Kent Hospice in Chatham (10 beds) /f ��0�f ,' _ ipu Woo�� rrrgrNou)w � � lilrcuruUwKl'r� NCt,TI 61ir, % r' Ai�USrrat�Brf/�� l,i Ui�l/ Papa Gc�ti�l S fN (a�x,J P"lymp,[waa 4yaunng 1MiPfnial Pit ,," IsfBuU �j/ UG 41 y Wr 1rf7EVa Alvlrmsknro E7o1 I'Ae'nYPP �P��B(& a�,N �IAuIi UMR�4 It"" A � y" 1 "+�C 17flwyh ;V7�a r Uoo�uomWmiudih�rex�ivi otis4 w"6 S„yatlUwrrBvd 4ti r Nlr,wlt�im, k�aa DWI fli 0 WiHsa 1I FrrPburh i � m r r gry411�unttwvE �� wrPu,,Urwll , y, P,r aPP�wec Alq ac // uiura / /iii �PiY'1 v i1[AI mod �V iiiriiiii CYYtU C,�ak /�� U,� r dt,•I�Cry � fsw,F�fi��+ ` rvNr i Momo „��//�i� /� o 00 ,� „✓lam i ra ��r� �rdOJ➢IM1uJ ,i ��l/bN� All of these hospices are not feasible options to replace the lack of beds in Elgin.The distances required to travel to these hospices are too great for the palliative clients as well as their families, particularly during the winter months. Additionally, these hospices have their own capacity challenges in serving their catchment areas. 422 26 I L References ----------------------------------------------------------------------------------------------------------------------------- Canadian Hospice Palliative Care Association. "Innovative Models of Integrated Hospice Palliative Care, the Way Forward Initiative: an Integrated Palliative Approach to care." 2013. Dorfman,Julia, Sandeep Denduluri, Kathryn Walseman, and Benjamin Bregman. The Role of Complementary and Alternative Medicine in End-of-Life Care. Psychiatric Annals, 2012. Elgin Workforce Development Committee. "Elgin -St.Thomas Labour Force Development Strategy 2015-2018." 2015. Elgin-Oxford Legal Clinic. "Community Profile: Elgin-Oxford." 2015. Gavrilov, Leonid A., and Patrick Heuveline.Aging of Population. 2003: New York, Macmillan Reference USA, 2003. Haq, Marya, Lebene Numekevor, Priyanka Singh, and Annabritt Chisholm. "Community Health Profile Southwestern Ontario." 2015. Jenkyn, Krista Bray, Kristy McQueen, and Lisa Gardner. "Hospice Palliative Care Capacity Planning in the South West LHIN." 2015. Kulig,Judith C. RN, DNSc, and HaiYan MA Fan. Understanding Death and Dying Among the Low-German-Speaking Mennonites:Perspectives From a Closed Religious Group.Journal of Hospice & Palliative Nursing, 2013. Kulig,Judith C. RN, DNSc, and Lingling Fan. "Diversity in Rural Communities: Palliative Care for the Low German Mennonites." 2014. Lambie, Beth, and Elizabeth Lusk. "Hospice Palliative Care System Design Framework for Developing Regional Systems of Hospice Palliative Care:A Provincial Framework." 2009. Mansky, Patrick J., and Dawn B. Wallerstedt. Complementary therapies in palliative cancer care. Cancer Journal, 2006. Ministry of Finance. "Providing a Helping Hand to Those Caring For Loved Ones; Ontario Boosting Respite Support and Training for Family Caregivers." 2017. Provincial Residential Hospice Working Group. "Strengthening Ontario's End-of-Life Continuum: Advice Regarding the Role of Residential Hospices." 2015. Residential Hospice Working Group. "Environmental Scan for Strengthening Residential Hospice Care in Ontario." 2015. Singh, Priyanka, and Aditi Chaturvedi. Complementary and Alternative Medicine in Cancer Pain Management:A Systematic Review. Indian J Palliat Care, 2015. South West LHIN. "Report to the Board of Directors—Residential Hospice Planning." 2017. South West Regnioal Cancer Program; Cancer Care Ontario. "South West Abogiginal Cancer Plan 2015-2018." 2015. Statistics Canada. 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YI wmmmwwr Yt4, i I Uj W� W cr �r um> w m ikn I January 16Ih 20,20 6t $I A i'i Warden Dave I' ennill 450 Sunset Drive 5t.Thomas, w OIL N511 5V"1 d Dear Warden Mennill E: Elgin County Farm Assessments,and Talc Burden On behalf of Elgin Federation of Agriculture(EFA) I wish to bring an urgent matter to your attention, Every four years the Municipal Property Assessment Corporation(MPAC) releases property assessment updates for all properties in Ontario. We are currently in the final year of a four-yeas assessment cycle, in which the taxable assessment of farmland has'increased by over 8% in Elgin county.This is in addition to very significant increases in the 2012 reassessment cycle. As a result, the tax burden of farmers in Elgin county has been increasing every year since 2012.. The one exception was in 2019 when Elgin County Council voted to reduce the farm tax ratio from 0.25 to 0.23. 1 first want to thank you and the members of Elgin county council for taking action on this important issue, 2019 was a difficult year for Ontario farmers and the support shown by council was greatly appreciated by farm families in Elgin county. As you know, 2020 is the final year of the current MPAC assessment cycle. Given the disproportionately large assessments of farmland in, Elgin county farm,tax'burden is set to increase again in 20,2E1 even with a farm tax ratio of 0.23.To maintain the current farm tax burden would require the farm tax ratio to be lowered from 0.23 to 0.21 in 2020, HIowwever, EFA is sensitive to the budgetary constraints that Elgin county is facing this year. We also know that in 2021 will be the first year in a new MPAC assessment cycle but MPAC has not yet released the assessment numbers for Elgin county. That is why EFA asks that county council maintaiin the farm tax ratio at 0.23 for 2020. This would still result in additional tax burden falling on Elgin farmers„ but at a miuch more manageable rate than with a farm tax ratio of 0.25, We welcome the opportunity to speak with any members of counnty council on this issue and would be happy to make a delegation to council in February to discuss this important issue. Sincerely, Anita Provoost, Vice president Elgin Federation of Agriculture cc: Elgin County Council' 438 CORRESPONDENCE — January 28, 2020 Items for Information — (Attached) 1. The Honourable Steve Clark, Minister of Municipal Affairs and Housing with a letter regarding funding received for the Municipal Modernization Program. 2. Connecting the Southwest: A Draft Transportation Plan for Southwestern Ontario a) Letter from The Honourable Caroline Mulroney, Minister of Transportation b) Ministry of Transportation News Release dated January 17, 2020 c) Draft Transportation Plan for Southwestern Ontario 2020 3. 2020 Ontario Community Infrastructure Fund (OCIF) Revised Allocation Notice. 4. Association of Municipalities Ontario News Bulletin: Infrastructure and Court Security Funding News 5. Municipal Property Assessment Corporation (MPAC) 2019 Year End Assessment Report for 2020 Taxation Year. 6. The Honourable Ernie Hardeman, Minister of Agriculture, Food and Rural Affairs with a letter announcing the next funding application intake for the Rural Economic Development (RED) program. 7. The Honourable Ernie Hardeman, Minister of Agriculture, Food and Rural Affairs with a letter seeking input on a proposal to streamline Drainage Act approval processes. 8. Southwestern Integrated Fibre Technology (SWIFT) Phase II Announcement 9. The Honourable Sylvia Jones, Solicitor General with an update regarding the Community Safety and Policing Act, 2019. 439 Ministry of Ministere des Municipal Affairs Affaires municipales and Housing et du Logement Office of the Minister Bureau du ministre Ontario 777 Bay Street, 17th Floor 777, rue Bay, 17e etage Toronto ON M7A 2J3 Toronto ON M7A 2J3 Tel.:416 585-7000 Te1.:416 585-7000 234-2020-120 January 20, 2020 Your Worship Warden Dave Mennill County of Elgin dmennill@elgin.ca Dear Warden Dave Mennill, Thank you for your municipality's joint submission to the Municipal Modernization Program and for your commitment to working together with partner municipalities to find smarter, more efficient ways to operate. I am pleased to inform you that the Government of Ontario will provide funding of up to $125,000.00 towards your joint project Service Delivery Review for the Corporation of the County of Elgin for the cost of an independent third-party reviewer to deliver a final report by June 30, 2020. The Municipal Modernization Program is an important part of our government's plan to help municipalities lower costs and improve services for local residents and businesses over the long term. The joint review project being undertaken by your municipality, together with partner municipalities, is an important step toward achieving our shared goal of efficient, effective, modern services that meet the evolving needs of our communities. A transfer payment agreement is required to provide funding for this work. Ministry staff will be in touch with your staff shortly to finalize the transfer payment agreement and work through details of funding implementation. Should you have any questions, please feel free to contact your Municipal Services Office, or the ministry at municipal.program s@ontario.ca. I would like to offer my congratulations on this funding approval under the Municipal Modernization Program and extend my best wishes as we work together to modernize service delivery and focus spending on vital programs and services for Ontarians. Sincerely, C:7;�O" Steve Clark Minister 440 c. Julie Gonyou, County of Elgin Mayor Mary French, Town of Aylmer Jennifer Reynaert, Town of Aylmer Mayor Ed Ketchabaw, Municipality of Bayham Paul Shipway, Municipality of Bayham Mayor Sally Martyn, Municipality of Central Elgin Donald Leitch, Municipality of Central Elgin Mayor Bob Purcell, Municipality of Dutton Dunwich Heather Bouw, Municipality of Dutton Dunwich Mayor Dave Mennill, Township of Malahide Michelle Casavecchia-Somers, Township of Malahide Mayor Grant Jones, Township of Southwold Katherine Thompson, Township of Southwold Mayor Duncan McPhail, Municipality of West Elgin Magda Badura, Municipality of West Elgin 441 From: "Minister of Transportation Correspondence (Web Account)" <rninister.rnto ontano.ca> Date: January 17, 2020 at 11:34:30 AM EST Subject: Letter from the Honourable Caroline Mulroney regarding A Draft Transportation Plan for Southwestern Ontario Mr. Duncan McPhail Warden County of Elgin dmchail el�in.ca Dear Warden McPhail: I am pleased to announce that today the province released its plan to build a better transportation system in southwestern Ontario. Connecting the Southwest: A Draft Transportation Plan for Southwestern Ontario sets out improvements to connect communities, make it easier for people to access jobs and encourage an open and competitive business environment. We recognize that transportation plans are living documents that require continuing updates and improvements to stay relevant as the needs of people and businesses evolve. Ontario is launching public engagement to gather feedback and discuss opportunities to achieve the goals of the plan. Advice and input from municipalities will be valuable to develop implementation strategies and identify opportunities in the plan. Municipalities are critical partners in delivering a safe, reliable and integrated transportation network to the people of Ontario. In addition to making provincial investments in transportation, we recognize that more can be done to make the transportation system work better for communities in southwestern Ontario. This plan proposes a southwestern Ontario task force on transportation integration, to make sure work to improve and integrate services is driven by local needs. We will be reaching out with details of the proposed task force and other opportunities for us to work together on our shared goals to transform the transportation network in southwestern Ontario. Sincerely, Caroline Mulroney Minister of Transportation C. Julie Gonyou, CAO, County of Elgin 442 Ontario NEWS Ministry of Transportation Ontario Releases First Regional Transportation Plan Province Connecting People and Places in Southwestern Ontario January 17, 2020 10:30 A.M. LONDON - Ontario's government is delivering on its commitment to develop regional transportation plans that will connect people and places across the province. Today, Caroline Mulroney, Minister of Transportation, announced that the government is releasing its first draft plan to build a better transportation system that will connect individuals, families and businesses in southwestern Ontario. "People in southwestern Ontario deserve access to a safe and reliable transportation network that gets them to where they need to go," said Mulroney. "Our plan for southwestern Ontario includes real, practical transportation improvements that will connect our cities, towns, villages and hamlets by improving our roads and highways, improving accessibility, and ensuring bus, rail and local transit services are as seamless as possible." Ontario's plan, Connecting the Southwest, contains more than 40 advancements and strategies, including options for improvements to existing rail corridors and private-sector partnerships to optimize passenger and freight rail. It also includes improvements to southwestern Ontario's highway network and intercommunity bus services. "People in southwestern Ontario deserve better transportation that gives them safe and reliable access to jobs, their family and friends and the region's many tourist destinations," said Jeff Yurek, Minister of the Environment, Conservation and Parks and MPP for Elgin-Middlesex- London. "Our government will continue to put forward smart solutions that respect the value of southwestern Ontario to our province, to our economy and to our quality of life." The southwestern Ontario transportation plan marks the beginning of comprehensive regional transportation planning for the province, and will be informed by engagement with municipal leaders, Indigenous communities, community leaders, businesses, and transportation experts. The province is also consulting the public to gather feedback and explore strategies to implement actions in the plan. Ontarians can participate by completing the online survey until March 17, 2020. Connecting the Southwest is a living document that will evolve throughout the consultations and as new and innovative technology advances. 443 "Once again, the Ford Government has shown strong support for our sector. The draft Southwestern Plan contains many items to improve the efficiency of our industry, the safety of the motoring public and commercial drivers while bringing needed changes to commercial vehicle highway clearance," said Stephen Laskowski, President of the Ontario Trucking Association. "Our industry, and by extension, the Province of Ontario will be more competitive through the execution of this effort." QUICK FACTS • Ontario is developing regional plans that will help build a better transportation system to keep goods moving across the province, starting with southwestern Ontario. Regional planning is also underway for the Greater Golden Horseshoe, Northern and Eastern Ontario. • Southwestern Ontario is home to 1.6 million people in 88 municipalities, 10 First Nations communities and five Metis Community Councils. In this plan, the region extends from Essex County in the west, Norfolk County in the east and Bruce and Grey Counties in the north. • Over$1.1 billion worth of goods travel on southwestern Ontario roads every day. • In southwestern Ontario, new routes funded by Ontario's Community Transportation Grant program, in combination with existing service, will increase the number of municipalities with access to intercommunity bus service by 58 per cent. • As part of the plan, the province will establish a task force with municipalities and Indigenous communities that will look at better integrating rail, bus and local public transit across southwestern Ontario to provide people with a seamless travel experience. LEARN MORE • Connecting the Southwest: A Draft Transportation Plan for Southwestern Ontario • Have your say on the draft transportation plan for southwestern Ontario Christina Salituro Minister's Office—For Media Inquiries Only Available Online christina.salituro2@ontario.ca Disponible en Frangais Communications Branch MTO.media@ontario.ca 416-327-1158 444 ., rwi�ll G I /% 4 p 'I Qr / � n ✓, rr f/ r rrr„ r I / r / " MuuIVIm4VmW1�y�.: � �� /� �✓N�J�j�i/ ,��/J�,�iJr��l��i��f ��i�/��.�li/"`7/� l JJ , 1 J o; ,A mll mll � ul '. ul u I o o I Ir 1, / I I I I I t . / ,I � I i 1 i olll ., J. / i r 1 Table of Contents Minister's Message......................................................................................................................................2 ExecutiveSummary...................................................................................................................................3 Introduction........................................................................................................................................................4 Southwestern Ontario's Transportation Network Today..............................................5 Southwestern Ontario: Challenges and Opportunities...............................................6 APlan for Southwestern Ontario....................................................................................................8 Goal1: Getting People Moving and Connecting Communities.........................10 Goal2: Supporting a Competitive Open for Business Environment..............14 Goal3: Improving Safety.......................................................................................................................16 Goal4: Providing More Choice and Convenience.........................................................18 Goals: Preparing for the Future....................................................................................................20 NextSteps.......................................................................................................................................................22 446 ff �. Minister's Message u We know that a safe, efficient and connected transportation network is the foundation for a healthy and prosperous Ontario. That is why our government is committed to addressing the transportation needs of every region across the province. Starting with southwestern Ontario, we are delivering on our promise to develop re ionaL plans that will help build a better transportation system P g P P P Y that will better serve individuals, families and workers. People in southwestern Ontario need transportation that works for them a safe and reliable system that connects smaller communities to Larger centres; improves access to jobs and critical services; and supports an open and competitive business environment. nnll�lllllllllii°om m�IlluiW w°k8 Our plan for southwestern Ontario will do just that - it includes more than 40 improvements and strategies across different modes of travel ��IIIII�W w°k8;'" lm that will connect people to places; further build a strong and competitive keep economy; highways safe and reliable; make Life more convenient i�lllll �u i � P our g hwa Y iiulllViuiuii�u�� s 11111 u�l for travellers; and prepare us for the future. Our plan is a Living document that will require continuing input, updates and improvements to stay relevant as the needs of people and businesses evolve over time and as technology advances. This is a plan that will get people and goods moving. It includes a commitment to look at practical options for improvements to existing rail corridors and explores private-sector partnerships to optimize passenger and freight rail. It also includes improvements to the highway network and intercommunity bus services, as well as undertaking an airport activity and infrastructure survey to assess the role of airports in the region. We know our vision for southwestern Ontario will not be complete without the valuable input of Local municipalities, businesses, Indigenous communities and the general public. That is why we are inviting everyone to participate in this process by sharing their feedback with us. We are also establishing a task force with southwestern Ontario mayors and Indigenous chiefs to work together on ways to better connect bus, rail, transit services and ferries across the region. I look forward to working together on a unified vision for southwestern Ontario's transportation network. A Draft Transportat WPlan for Southwestern Ontario - 2 Executive Summary Whether you're visiting family, travelling with for 10 transit projects in London. We are also friends, commuting to work or going to school, exploring options to improve train service in the getting around southwestern Ontario should region, including working with VIA Rail on the be convenient and easy. That's why we have potential to offer train service jointly with GO developed this plan to get people moving across Transit. And we are establishing a task force to southwestern Ontario. work together with municipalities and Indigenous communities to make it easier to transfer between Our plan is about connecting communities. It's different modes of transportation including car, about giving people in southwestern Ontario more bus, train, ferry, plane, bicycle and car options to get where they need to go, when they need to get there. Better transportation means that We are keeping people and goods moving with more people can access jobs and critical services, actions that will invest in highways, improve visit family and friends and see the region's safety and support the trucking industry, such as many tourist destinations. When we improve exploring opportunities to address the shortage the transportation network, we also support the of parking for truck drivers. We have invested $31 economy and a better quality of life for Ontarians. million since 2018 to repair roads and bridges through the Connecting Links program. We are also Connecting the Southwest outlines five goals to keeping roads safe on key highways in the region, improve transportation in the region: with projects including the widening of Highway • Getting people moving and connecting 3 between the Town of Essex and Leamington, as communities well as widening and adding a concrete barrier on • Supporting a competitive open for business Highway 401 between London and Tilbury. environment Our plan will give people more choice and • Improving safety convenience.We are using technology to make • Providing more choice and convenience life easier for drivers, such as Ontario 511's Track • Preparing for the future My Plow feature that helps people plan their route The five goals include more than 40 improvements by providing real-time updates on the locations of for public transit, rail, highways and more across snow plows. the region. Our government is improving transit We are ensuring southwestern Ontario is prepared by providing $14.8 million to 12 municipalities for future growth and the introduction of new in southwestern Ontario as part of the Ontario technologies like connected and automated Community Transportation Grant program.As part vehicles. Working together, we can help build of the Investing in Canada Infrastructure Program, a transportation network that will connect we are committing more than $103 million communities across the region. A Draft Transportation Plan for Southwestern Ontario,4�4� /./// Introduction Southwestern Ontario is home to more than 1.6 million people, and thriving manufacturing, health care and technology sectors.The region has over 2.3 million hectares of agricultural land and a growing agricultural sector that represents over 50 per cent of Ontario's farm income. It also has an agri-food sector that employs about 119,000 people across the region. The planning area includes 88 municipalities, 10 First Nations communities and 5 Metis Community Councils.These communities span approximately 30,400 Ikmz extending from Essex County in the west, Norfolk County in the east and Bruce and Grey Counties in the north.At its western edge, the region connects to the U.S. State of wl Michigan and to the east it connects to Wellington County, Waterloo sal Region, Brant County and the rest of the Greater Golden Horseshoe (GGH). NO NO 1Lane 11kirn of 400 series highway 31,000 � Illkl� n hi hiZ* of total provincial roadways people over 30,400 square km 1 0 w6 u international airports IIIII W�, . W�, „,.Wll IIIII"°�IIIWII IIIII IIk'�IIIIIIII� m�uuum�um��u, municipal airports manufacturing, health care, retail and agriculture 2 of Canada ill s3 largest road and rail border gateways Over $2.,1 III ICI l n worth of goods cly travel on southwestern Ontario ��r��. roads every day ,w,,,h�, travelledIII r to 0 from southwestern „„ ,,,,,M,,,�, Ontario using VIA Rail in 2018 Over 270,0 00 romp IIIII° e aIt„l ii passengers 1,800 IIIIII Illli�°>Illu°°,�III on Ontario government of cycling routes ferries in 2016 449 A Draft Transportation Plan for Southwestern Ontario - 4 Southwestern Ontario's Transportation Network Today BONN Figure 1: Southwestern Ontario's Transportation Network Today A Draft Transportation Plan for Southwestern Ontarlo45D U W� Southwestern Ontarb : ° ��rl1l f Cha [[enges and Opportunffies � ' I` Why do we need a communities. People need to be l able to access jobs where they transportationL� This transportation plan is a are available, whether they are in roadmap that will help navigate the agricultural sector, financial ry centres, automotive plants, the challenges of the region, schools or hospitals. explore opportunities and build an integrated transportation system Improving intercommunity bus that works for the people of options, particularly north-south southwestern Ontario. connections where there are Southwestern Ontario's gaps in service, will help support transportation system is made the economy and make life more convenient for people eo le in n, II III ^II 11 Iw I I ' 1 �I'I. III! Iti1r I I!°1 I I y Iti1r 111114 41VN IVI W III 91VN III up of local roads, roads on southwestern ii Ontario. First Nation reserves, provincial � �Illlull �41�„ �I�II�I ��4�� 411ti1,°�I� �Illuu w4�� IIIIIIII highways, trains and buses, ferries, More reliable passenger train local airports, cycling trails and service IIII �� a'�IC ��Illluu pedestrian walkways. However, VIA Rail is the only operator of P s y o y P I IIII IIII 41f1 �Illuu, 41�1 wll� wd� there are opportunities to improve intercity passenger rail services the transportation network to in the region,with two routes IIIIIIII II UIII I��4��5 ti�� Illiiiuiil I��IIII��IIIIII� IIIIII�II I� III expand access to bus, rail and connectingSarnia and Windsor III�� Illllu �411ti1r wll��IW,o �IIIIIIIII �41yti1r III� transit and connect communities to Toronto.Where rail service is 411ti1r �lllllul �Illllul m�411ti1r ;k� u '4;�� Illllu across the region. available,trains on these routes travel slower and are often delayed �inlllull�� Illpu �q;� ll��llluu �q;� Illll�� llluu Our plan will address current by more than 15 minutes.This is challenges and explore often due to competition with freight �4�� lll �Illlull m�41yti1, �4�� IIII411ti1, opportunities to build a foundation trains and track conditions that are PP �IIII�II IIIII�,I IIII wll� IIII ��41�1 IIII �411ti1, r 11II�II for the future. It will be a living not designed for passenger trains. 411ti1, r�� IlllullI�� Illlti�� l�lull �� I�� 411ti1, document that will evolve as a III� result of continuing input i n from P Our plan commits to explore a ��II�II,�411ti1, IIII I� �,IIII��I� partners and stakeholders to stay range of options to improve the relevant as technology and the speed and frequency of passenger �IIN �4411ti1, needs of people and businesses rail service, by working with freight evolve. and passenger service providers to Needs and opportunities offer more convenient service. More intercommunity bus More local public transit People in cities and towns need services intercommunity bus services more reliable and convenient public play an important role to transit options. Many people choose connect people to jobs and to drive even when transit options essential services like doctor's are available because of infrequent appointments, especially in rural or inconvenient bus schedules. A Draft Transportation Plan for Southwestern Ontario 561 1 ' 4 Over the next 20 years, improving The same activities that bring strong public transit services will only economic benefits can also lead to become more important with transportation challenges. Booming a growing population and an tourism interests in the region are increasing number of seniors. leading to congestion on the roads, q� ' making it more challenging to get to A strong highway network parks and coastal areas - especially The provincial highway network when travelling in larger RVs or � provides a vital connection to hauling trailers with campers or communities across the region. But boats.At the same time, many of even with more bus, rail and transit the same routes are frequently used options, congestion along Provincial by farm equipment, cyclists, horse- highway corridors is forecasted drawn vehicles and others,which to increase. Congestion is not can result in challenges sharing the only frustrating for drivers - it also road. impacts economic growth in the region. Regional airports and ferry services Every day, over$1.1 billion worth Regional and municipal airports are moo of goods travel on southwestern economic generators and provide Ontario roads.These goods a critical connection to social, come from industries such as health, security services and the manufacturing and agriculture transportation network. For island that rely on the highway network communities, such as those on U to connect to markets.Auto Pelee Island and Manitoulin Island, manufacturing is especially seasonal ferry service is often the dependent on Highways 401 and only viable mode of travel. 402 and major border crossings in Sarnia and Windsor. Supporting a truly competitive business environment in southwestern Ontario requires safe and reliable highways to keep people and goods moving efficiently. Reliable local roads Many people and businesses in rural communities rely on a network of local highways and roads as their primary way to get around. For example, agricultural businesses use local roads to move farm products and heavy equipment. Delays caused by traffic on local roads can have a negative impact on business. A Draft Transportation Plan for Southwestern Ontario457 Iuuuuuuuuuuuuuuu `"�" i6 A Plan for Southwestern Ontario �)JJ1��J11 P g P This plan is organized around Successful implementation the following goals to achieve of many actions in this plan the transportation vision for will rely on the wide range of southwestern Ontario: players - current and future - � � Getting people moving and in the transportation system. iti ti Municipalities and Indigenous connecting communes communities are critical partners 2. Supporting a competitive open in delivering a safe, reliable and transportation network' integrated trans� for business environment g P to the people of Ontario. This plan �r 3. Improving safety proposes a southwestern Ontario 4. Providing more choice and municipal and Indigenous task force on transportation integration, convenience to better coordinate bus, rail and 5. Preparing for the future transit services and meet local needs. This plan has been developed with the input of partners and The federal government, which stakeholders to get people moving regulates rail and air services, also in southwestern Ontario. However, has an important role to play.The we know the work is not done province will work closely with yet. Transportation plans are living federal, municipal, Indigenous, documents that require continuing public and private sector partners input, updates and improvements from all sectors to build an to stay relevant as the needs of integrated transportation system people and businesses evolve that addresses local priorities and and as technology advances. achieves the goals set out in this The province will be engaging plan. with partners on strategies for implementation and additional ways to achieve the goals set out in this plan. A Draft Transport458n Plan for Southwestern Ontario - 8 ��Key Actions iin Southwestern On'tarilo IIIh bliilsl i II'll IIII g a IIII IIII °° IIII IIII III III "'° to task ,foirce eIIII IIII e by providing $14.8 million in funding to 12 in spring 2020 to work towards the municipalities to improve public transit integration and enhanceme to assess nt of through the Community Transportation public transit across the region. Grant program, like connecting seniors to health services in Grey County. IIII °°� IIII Mill Illy IIII IIII IIII III IIII IIII IIII IIII IIII III III IIII IIII IIII III IIII IIIIIII ' IIII IIII the role of airports in the IIII °°� IIII °°�° e III IIII IIII region. through the Investing in Canada Infrastructure Program, such �, as committing more than $103 III III IIIIIII IIII ��" °° million in funding for 10 transit tills kiii iII II'll in dustlil projects in London. by exploring opportunities to expand truck parking such as repurposing the former Truck Inspection Station on Highwaym°^.u:m 402. " IIIh ,IIII i a III c III IIII iii d e IIII iiii IIII IIII lifteIIII III III III IIII't IIII IIII by working with VIA Rail on the IIII"""'IIII IIII g I"'may 3 potential to offer train service jointly to four lanes from Essex to with GO Transit. Leamington. IIII lii in g IIII"""'IIII iii g I'°may 403. safeir between London and Tilbury by advancing work to widen and add a concrete barrier. Figure 2: Key Actions in Southwestern Ontario A Draft Transportation Plan for Southwestern Ontario454 Goal 1; Getting People Moving and Connecting Communities People across southwestern Ontario need a ways to better deliver services to make it easier for passenger transportation system that works for people to travel between communities. them. Connections between communities and passenger modes - such as rail, intercommunity 2. The government is supporting community bus, and local transit - are key to a seamless trip. transportation in municipalities that are underserved The goal to get people moving and connect by passenger bus services. These municipalities communities includes actions that will support rural can benefit from alternate approaches to delivering residents travelling short distances to urban centres, Passenger transportation services within and as well as connections for longer-distance services between communities. Through the Ontario between cities and towns. Ontario is improving Community Transportation Grant program, 12 access to passenger buses and trains to connect municipalities in southwestern Ontario are receiving people to jobs and each other, encourage tourism $14.8 million over five years to deliver local and and make it easier to get to a medical appointment, intercommunity bus services.Through this program a grocery store or to visit family and friends. there are also three active municipal-First Nation partnerships in southwestern Ontario. Actionsto get peopLe moving connectcommunities: ® Improve intercommunity bus service: Ontario is reviewing the intercommunity bus sector and I ' I � i •"am � um mw am am III � Passenger Transportation in Southwestern Ontario TO ory n Sound Ki Sar ittsonburg ornas Wi m.sto. r r 3. Improve public transit through provincial passenger rail service enhancements and the contributions towards the Investing in Canada achievement of two-way, all-day GO passenger rail Infrastructure Program. service between Kitchener and Toronto, which will help connect southwestern Ontario travellers with As of November 2019, Infrastructure Canada has other regions. approved 10 projects in the City of London which will help increase the speed and frequency of Ontario and Metrolinx have worked together with transit within the city by adding 31 new buses, CN Rail to increase GO train service along the upgrading intelligent traffic signal networks to Kitchener rail corridor. In January and August 2019, Improve traffic flow, and installing 60 new bus new trip options were introduced for customers in shelters. Kitchener, Guelph and other communities along the corridor. ® Provide approximately$20 million to 21 municipalities in the region to expand and improve Construction is also underway to build two rail municipal transit systems and infrastructure in tunnels under Highways 401 and 409 that will southwestern Ontario through Ontario's Dedicated accommodate two additional tracks.This will add Gas Tax Funds for Public Transportation Program in more service to the Kitchener Line in the future. 2018-2019. For example, in 2018, Sarnia used ® Explore opportunities to increase passenger approximately$115,000 of Gas Tax funding to rail service to southwestern Ontario, working with support the purchase of eight replacement transit freight partners on track access and with VIA Rail vehicles to enhance customer service, accessibility on the potential for integrated service offerings with and continued service for Sarnia Transit. In the same GO Transit.These services could increase options year, Stratford used approximately$680,000 of and convenience for passengers travelling between their Gas Tax funding to support bus replacements Condon and Toronto. and make improvements to their transit terminal. Making travel more convenient �`4" ® Since 2018, $31 million has been provided to southwestern Ontario municipalities through the An integrated transportation system him .............11u,. Connecting Finks program.This program helps to means that you can step off one form repair roadways and bridges to improve of passenger transportation, such as connections to communities or border crossings. intercommunity bus, train, or local public Projects include the replacement of the Queensway transit, and easily transfer to another. East Bridge over the Lynn River in Norfolk County, Our plan will make it easier for people full reconstruction of Berford Street from Mary to transfer between systems without the Street to Division Street in South Bruce Peninsula, need for multiple tickets or tokens. and reconstruction of the Ontario Street Corridor in Lambton Shores. Ontario is committed to working together with municipalities and service providers ® Continue positive discussions with freight rail to coordinate schedules and fares to give companies and regional stakeholders toward people a seamless travel experience. A Draft Transportation Plan for Southwestern Ontario45172 s Identify opportunities to government recognized the enhance train speeds and importance of the Owen Sound � Transportation Company(OSTC)service by conducting a technical P P y review of existing rail corridors in for local tourism and economic southwestern Ontario. Preliminary development by bringing its analysis of three railway corridors operations under the Ministry of between Union Station (Toronto) Transportation to focus on the and London has identified sustainability and streamlining of constraints and opportunities for service delivery. improving passenger rail services. Our government is also conducting The province is undertaking a review of ferry services in Ontario technical analysis and will engage to explore opportunities to further corridor owners as required on consolidate and streamline the more detailed analysis of specific delivery of all the provincial ferry service scenarios. services in Ontario. Streamlining the ® Establish a task force with delivery process will support the representation from southwestern reliable delivery of ferry services Ontario mayors and Indigenous as well as economic development chiefs as a venue to discuss by providing a more convenient transportation service needs and experience for tourists, encourage opportunities to better integrate local employment and create transportation services in the better connected communities. region.The task force will help 12. Work with municipal and make it easier for people to travel federal partners to support active between communities and access transportation connections, such services such as healthcare. as cycling paths and trails within The task force will focus on and between southwestern Ontario improving connections between communities and connections rail, bus, and local transit services to transit systems. For example, in across southwestern Ontario and 2019, London was approved under ensure that our plan is informed the Investing in Canada by local needs and considerations. Infrastructure Program (ICIP)to construct a 250 m cycling and ® Develop and implement pedestrian underpass on Adelaide solutions to improve timing of Street which will run under a schedules, rules related to fares, Canadian Pacific Rail bridge. Our location and contents of signs government has also nominated and where stops and stations are an active transportation project in located, working with bus and Windsor for federal approval under rail providers. This will improve ICIP to construct 3.6 km of new the travel experience by making bike lanes and 3.48 km of sidewalk it easier for people to transfer along Cabana Road West. between transportation systems. ® Continue to ensure Ontario's provincial ferry services connect communities. In 2019, our A Draft Transportati456lan for Southwestern Ontario - 13 Goal 2 ; Supporting a Competitive Open for Business Environment A safe and reliable transportation network is • Widen Highway 401 from Regional Road 24 essential to a healthy economy. It provides (Hespeler Road) easterly to Townline Road in businesses with a critical connection to markets Cambridge within the region, across Ontario as well as the • Replace Grand River bridges on Highway 401 in United States. Kitchener • Construct a new Highway 7 between Kitchener Our goal to support a competitive business and Guelph environment contains actions that will improve roads and highways so that businesses can keep 16. Continue technical modelling and analysis to goods moving. It also includes actions to reduce determine future highway needs in southwestern unnecessary regulatory burdens on the trucking Ontario. industry to make life easier while ensuring drivers are safe on the roads. 17. Consider the movement and safety risks associated with large, slow-moving farm Actionsr� competitive, equipment and transportation of agricultural r !! f �a products to market in road and rail design, such as ® Double the number of lanes on Highway 3 shoulder, curb and traffic circle design, speed limits between the Town of Essex and Leamington to and signage. improve safety, reduce congestion and create additional economic opportunities for residents and businesses. As many as 17,300 vehicles travel between Essex and Leamington each day, making Highway 3 a critical link between communities in southwestern Ontario. r 24. Carpooling and taking transit can help reduce the environmental impact of transportation. To get more people out of their cars, Ontario is exploring opportunities to provide additional commuter PP P parking lot spaces to make it easier to carpool and connect to transit services. This includes expanding existing locations and constructing new standalone facilities, as well as exploring partnerships with nearby services, convenience and gas stations. 25. I' I ui i uuuuuu� Improve connections between Ontario's �f � southwest and markets to the east, from Halton and Peel through to Quebec, by advancing design work r 1 to: • Construct a bypass around the Town of Morriston and make upgrades to the south end of Highway 6 in Guelph A Draft Transportation Plan for Southwestern Ont45a 14 Supporting trucking to the future new International industry Crossing Canada Customs Ontario's economic inspection plaza. Once completed competitiveness is highly in 2024, the new Gordie Howe dependent on the trucking International Bridge will connect industry and that is why the to the Rt. Honourable Herb government will: Gray Parkway and will provide an alternative way to cross the 28. Simplify and modernize Canada-US border to reduce time regulations through the Better for spent in traffic for travellers. People, Smarter for Business Act� 22. Explore opportunities to that will save professional truck address the shortage of truck drivers and companies time and money without compromising road parking for commercial vehicle operators. Commercial drivers safety. need rest stops or areas designed 29. Update Long-Combination to park large vehicles safely. The Vehicle (ACV) Program conditions province is looking at options to to reduce congestion due to truck expand truck parking, such as traffic, cut red tape and increase the Cambridge North and South �I� �I Dili i " +IIIIIII � efficiencies for businesses.A ONroutes, or repurposing the lip a typical ACV is made up of a tractor former Truck Inspection Station pulling two full-length semitrailers. on Highway 402 near Sarnia as a LCVs are an efficient and safe way Truck Rest Area. to move light and bulky goods. ® In cooperation with municipalities, Ontario will review the rules around reduced load periods for the agriculture, agri- business and trucking industry to help cut red tape and support businesses, while protecting road infrastructure. Reduced load periods are limits on the weight of vehicles to protect roads from damage during the spring thaw when they are most vulnerable. ® Reduce wait times at the border by building a new overpass structure in Windsor over Ojibway Parkway to connect Highway 401 A Draft Transportation Plan for Southwestern Ontario - 15 460 J�rrr/ r NI' r ago �' ✓l,�y� i I V i ui. I i u IHrfi �, III W�V. I r N Y II 4 P ,I J �11 r r Jlil ll Jrr,1 I I I JirJ��J� , III i I� IIIpp „rnr1>�i , ✓( i I i I I I / ✓� /,,,, ,,, r II l ll� )� �Yt01, I� p W��JVJ III u .//,v.. ,,, Y,.. ✓,,,,�r,,r!,� � y�h,r v r �><d� ��(�� ,��//ri�i' �� 11 1 � I u(I „1�1��/��l///„�i//i�� ,ilifr�IP�l�l��l1�,�!?, ,,%�li�a,.,,,,!r��%alr,r��,r ,�,rrr�✓r�///G//iiltr �ff� I,ir �e>rII (dr �� VV VV��V Vo(I(VV V V V 1illi lilili li iViiVluVu I Dili Ills° IVVVVVVVVIII lum i iii, Goal 3 ; Improving Safety Ontario is committed to ensuring substantially reduce the likelihood that the province's roads and of cross median collisions. Ontario highways remain among the is working to have the first contract safest in North America. Improving ready for advertising/procurement safety means taking action that in 2020. w will keep people safe no matter where or how they are travelling. ® Make winter driving safer • Safety is important in all modes by working in partnership with w of transportation, whether making private landowners to plant a short journey to cross a street, more and better snow hedges waiting for a bus, or driving along in areas that experience severe the province's network of roads. drifting, both within government property and on private property. • improveActions to safety: Snow hedges are living fences of ® Actively advancing planning trees and shrubs that effectively and design work for Highway 401 reduce drifting while providing from London to Tilbury will help environmental benefits. make it safer by widening the 25. Explore opportunities to work highway to six lanes and installing with road safety partners to add a concrete median barrier more stops on provincial highways to rest or send a text, outside of This will add capacity and the existing ONroute network of improve safety by building a rest stop locations. concrete median barrier which will A Draft Transportation Plan for Southwestern Ontai-10466 i re 01 s Improve visibility to make 29. Update the provincial roads safer at night by installing Emergency Detour Route (EDR) Light-Emitting Diode (LED) guidelines to provide more specific lighting at over 50 locations and guidance for establishing EDRs. ■� �� , two ONroute locations. Ontario The updated guidelines will better is committed to working with define roles and responsibilities .° municipalities and other partners and clarify communication d to improve safety with better protocols to make sure there are lighting in other locations such safe, clearly marked alternate as road/rail crossings, commuter routes for traffic in an emergency parking lots and rest areas. 30. It has been reported that s r27. Explore options to improve up to 60 per cent of all human uniformity and quality in pavement trafficking in Canada involves ;x markings and traffic control using the 400-series highways. devices to be more visible, durable Ontario willwork in partnership and better enable automation. with the private sector, including Over the last several years the the province's ONroute operator province has been testing different and the commercial trucking pavement marking products and industry, to raise awareness of methods on provincial highways to human trafficking.This includes improve visibility in dark and wet posting awareness materials conditions.This includes textured about the Canadian Human markings, markings in rumble Trafficking Hotline at key locations strips (grooves in pavement on the such as truck inspection stations, shoulder, adjacent to the lanes), rest areas, and highway service inlaid or recessed markings and centres in Ontario. Awareness wet reflective materials.A trial activities would be complemented using recessed markings and by the exploration of safety different paint materials is currently enhancements in these key underway on Highway 401, west of locations, such as improved Cambridge. parking lot lighting and emergency ® When collisions happen communications infrastructure. on our roadways, it is important to support our first responders to clear the way as quickly as possible. We will work with towing, insurance industries and law enforcement to clear highways faster after a collision, with a focus on heavy commercial vehicles. Quickly clearing our highways after a collision means you will spend less time sitting in traffic and businesses can keep goods moving. A Draft Transporta4w�Plan for Southwestern Ontario - 17 Goal 4 ; Providing More Choice and Convenience This plan will help provide more choice and make Establishing partnerships with municipalities and life more convenient for people in southwestern emergency service agencies to explore traffic data Ontario by identifying opportunities to use emerging integration and pilot project opportunities. technologies to improve our every day lives. There is enormous potential for data from vehicles, in-road • Exploring other partnerships with academia and sensors and more to be used to help people make private sector industry to improve mobility as a informed travel decisions. service. Actions to provide r ® Electronic signage provides drivers with convenience: essential, real-time information such as traffic updates, border wait times and emergency ® Increase availability of near real-time detour routes. Ontario will identify new and better information, to keep travellers aware of current locations to install electronic message signs along highway conditions, including collisions, road and provincial highways to improve access to real-time weather conditions, snow plow locations and information for drivers. construction activities, in order to make informed travel decisions. 33. Support the integration of transportation and technology, such as smart phone applications, that Ontario is looking to make travel more convenient integrates fare payment, improves comprehensive by. trip planning as well as partnerships for events and • Improving near real-time updates on traffic accommodations that encourages the use of transit. and weather conditions on Ontario 511 by testing emerging technologies like remote sensing and machine learning, and partnering with data providers, such as in-car navigation systems and platforms like Waze, which makes crowd-sourced app information available through a free data sharing program. mm mn am am .... am 34. Investigate and identify priority actions to integrate different Expanding broadband modes - rail, intercommunity and cellular coverage in bus, public transit, ridesharing, southwestern Ontario scooters, bikes - to make it easier for people in southwestern Ontario The province is ensuring that to get around and provide more people have access to the options to get there. For example, broadband service they need this could include first and last mile through Ontario's Broadband solutions to help connect an entire and Cellular Action Plan and journey, or co-location of modes Southwestern Integrated (for example, bus and train) to Fibre Technology (SWIFT) facilitate easier transfers. partnership. Cellular and broadband coverage helps � 35. Modernize the definition of make travelling safer by e-bikes to improve road safety allowing people to access and continue a pilot that would real-time updates, such as let municipalities choose to recent road closures and allow people to safely use kick- weather incidents. - style e-scooters on roads.These services will provide a new way for people to get around their communities and connect to inter and intra community transit. ® Provide more options for people to live and work near transit, build ridership and reduce reliance on cars by facilitating transit-oriented development at transit stations, where possible. This approach can also yield partnerships with the private sector, to contribute non-tax dollars to accelerate and expand the delivery of transit infrastructure. A Draft Transportation Plan for Southwestern Ontario - 19 464 Goal 5 ; Preparing for the Future The province needs a transportation network • Supporting the development and that is resilient and embraces innovation and commercialization of CV/AV technology through technological change. This plan will prepare the the Autonomous Vehicle Innovation Network(AVIN), region for the arrival of innovative technology like delivered by the Ontario Centres of Excellence connected and automated vehicles that could • Updating the Automated Vehicle Pilot program to transform the way people live, work and move allow for more testing of emerging technologies on in the province. It also explores opportunities to Ontario roads protect the environment for future generations and partner with the private sector to deliver services CV/AVs are an innovation in the auto sector, faster, at a lower cost to taxpayers. with more than 200 companies in the province Actions to heLp preparer the future: contributing to a global market expected to be worth $1.3 trillion (US) by 2035. If deployed ® Connected and automated vehicles (CV/AVs) effectively, CV/AVs may be able to: use sensors, cameras and other technologies to • Improve safety by eliminating human error, which operate without the need for regular driver input. is estimated to account for over 95 per cent of These vehicles may also use technology to connect collisions in Ontario with other vehicles, transportation infrastructure • Reduce emissions when a vehicle is equipped to and mobile phones. use clean or alternative fuels, such as electric and hydrogen powertrains Ontario is actively preparing for this new • Enhance accessibility by addressing mobility technology in a number of key areas, such as traffic challenges, such as seniors who do not have management and road and highway design. We driver's licences are also supporting CV/AV research, development, testing and piloting in Ontario. For example, Ontario is: Testing connected and automated vehicle technology in Stratford uuuuuuu �,; l Stratford is home to one of Canada's first connected and automated vehicle demonstration zones. This means companies can test, validate and showcase their innovative products, such as personal voice assistants and weather tracking sensors, in a real on-road 11 1 environment. This demonstration zone is part of Ontario's Autonomous Vehicle Innovation Network that supports the development and commercialization of innovative CV/AV technologies in Ontario. A Draft Transportation Plan for Southwestern Ontario - 20 465 38. Improve safety and traffic 40. Work with key partners operations by exploring the to ensure our clean electricity establishment of an innovation system is ready to accommodate corridor on Highway 401 from electric and innovative London to Tilbury.The innovation transportation. corridor would provide an on- highway environment to pilot and 41. Propose changes to integrate trial the use of traffic management the vehicle safety and emissions products, such as pavement inspections program for transport markings. trucks into a single inspection. We are creating a one-stop approach39. Review locations for - one test, one result - for truckers alternative fueling stations, to complete these inspections. including electric and hydrogen, Completing both safety and for public use that will support emissions tests at the same time � potential private sector will save truckers time and money `" r 1 commercial partnerships and so they can focus on keeping r% competitiveness. This is an P goods moving across Ontario, important step for Ontario to while maintaining the necessary provide world-class, seamless protections for our environment and future-ready transportation and improving safety. infrastructure and reduce greenhouse gas emissions 42. Climate change is leading g associated with transportation. to more frequent weather events and flooding that can damage our roads. We are adopting Preparing for climate change mitigation and the impacts Of a the impacts of a changing climate changing ctimate' into decision-making processes on transportation' to ensure that our highways infrastructure and infrastructure are resilient to flooding and other damage Working with the University caused by extreme weather. of Waterloo and other technical experts, Ontario ® Undertake a southwestern has.:updated the policies, Ontario airport activity and tools and reference data infrastructure survey to assess used in designing highway the role of airports in supporting drainage;infrastructure to economic development, public consider the potential for service delivery and to ensure more extreme weather the sustainability of local airports. This will help prepare the Municipal airports deliver vital highway network for the public services including air effects of climate change' ambulance and policing, as well and maintain the resiliency as moving people and goods. of the provincial highway network into the future, A Draft Transportation Plan for Southwestern Ontario466' Next Steps Our plan provides a path forward to get people moving across southwestern Ontario. It includes improvements that will connect communities, improve access to jobs and support a competitive business environment in the region. We are getting people moving and connecting the region, with improvements such as new intercommunity bus and transit services in 12 municipalities in southwestern Ontario through the Ontario Community Transportation Grant program.We are supporting a competitive open for business environment with actions including exploring opportunities to expand truck parking.We are improving safety by widening and adding a concrete barrier on Highway 401 between London and Tilbury. And we are providing more choice and preparing for the future, including working to provide better, near real-time information on travel conditions to help make it easier for people to get around. We know there's more work to do. We will work with Indigenous, municipal, federal and other public and private sector partners to deliver on the actions in this plan. Establishing a task force is one key way that the province will work together with municipalities and Indigenous communities to improve transit throughout the region. The task force will help address challenges and provide better, more coordinated transit options for the people of southwestern Ontario. Our plan is a living document that will require continuing input, updates and improvements as technology advances and to build on the progress we have made since 2018. Ontario is committed to developing regional plans that will help build a better, more seamless transportation system across the province. Connecting the Southwest marks the beginning of comprehensive regional transportation planning for the province. We will be developing regional plans for northern Ontario, eastern Ontario and the Greater Golden Horseshoe to address the unique needs of these regions. Together, these plans will form an integrated, long-term transportation plan for all of Ontario that helps people to travel more efficiently, get to work faster, connect to critical services and spend more time with family and friends. A Draft Transportatio6ri Plan for Southwestern Ontario - 22 Ministry of Infrastructure Ministry of Agriculture,Food and Rural Ontario Affairs Infrastructure Policy Division Rural Programs Branch 777 Bay Street,4th Floor, Suite 425 1 Stone Road West,4th Floor NW Toronto, Ontario M5G 2E5 Guelph, Ontario N1 G 4Y2 January 2020 File#: OCIF FC2-M-0106 Julie Gonyou, CAO County of Elgin 450 Sunset Drive St. Thomas, Ontario N5R 5V1 Dear Julie Gonyou: Ontario Community Infrastructure Fund — Formula-Based Funding Allocation Notice We are pleased to confirm your eligibility in the 2020 Ontario Community Infrastructure Fund — Formula-based Component (OCIF-Formula). Per section F1.2 of the OCIF-Formula Contribution Agreement (CA), enclosed you will find your municipality's Revised Allocation Notice. As recently communicated, this notice confirms the previously proposed 2020 allocation communicated to your community. Payments of confirmed allocations will be made in accordance with the schedule provided in the attached notice conditional upon having met all reporting requirements. In March 2019, the Ministry of Infrastructure communicated plans to work with the Association of Municipalities Ontario and municipalities to review the design of the program. More details will be available soon. Staff from the Ministry of Agriculture, Food and Rural Affairs will be contacting you in the near future to provide details on reporting required to close-out your 2019 Formula Funding. Should you have any questions regarding the above, please do not hesitate to contact your Project Analyst, Mary Wyga, toll free at 1-877-424-1300 or directly at (519) 546-6374 or via email at Mary.Wyga@ontario.ca. Sincerely, Julia Danos Carolyn Hamilton Director, Intergovernmental Policy Branch Director, Rural Programs Branch Infrastructure Policy Division Economic Development Division Ministry of Infrastructure Ministry of Agriculture, Food and Rural Affairs 469 Ontario 0 Ontario Community Infrastructure Fund (OCIF) Formula-Based Component Revised Allocation Notice Ministry of Infrastructure Ministry of Agriculture, Food and Rural Affairs County of Elgin January 2020 Disponible en frangais 1 470 Ontario Community Infrastructure Fund (OCIF) Formula-Based Component- Revised Allocation Notice County of Elgin This Revised Allocation Notice is to inform you of your 2020 Ontario Community Infrastructure Fund formula allocation. Formula-Based Funding Allocation Your community's formula-based allocation of funding under the Ontario Community Infrastructure Fund for 2020 is as follows: 2020 formula allocation $1,226,460 Terms and Conditions Receipt of formula allocations are conditional upon compliance with all of the terms and conditions of your existing OCIF formula-based funding agreement The Province reserves the right to adjust or terminate any allocations contained in this notice, without consent or notice, to account for changes in a municipality's situation, the OCIF program guidelines, or other parameters or administrative procedures. Payment Schedule The Province proposes to make payments in accordance with the following schedule: • Allocations of$150,000 or less will be provided in one payment • Allocations greater than $150,000 but less than $1 million will be provided through up to 6 payments • Allocations greater than $1 million will be provided through up to 12 payments. 2 471 Infrastructure and Court Security Funding News AMO Update not displaying correctly?View the online version Add Communicate@amo.on.ca to your safe list m eAs;, i R4 I bm d Ontario w m January 17,2020 Infrastructure and Court Security Funding News 2020 Ontario Community Infrastructure Fund (OCIF) Allocations Announced On January 17, 2020, the Honourable Doug Ford, Premier of Ontario, announced the 2020 OCIF allocations for 424 Ontario municipalities. The 2020 OCIF formula allocation is $200M, the same amount as 2019. AMO welcomes the province's commitment to provide stable, predictable infrastructure funding. OCIF provides formula funding for core road, bridge, water, wastewater and stormwater infrastructure systems in Ontario communities with populations under 100,000 residents as well as rural and northern municipalities. Originally $100M split evenly between formula and application funds, OCIF has evolved to provide $200M in full formula funds that can be banked for up to five years so municipal governments can save for important projects. AMO understands that the Ministry of Infrastructure will write to individual recipients per their regular practice to confirm details. In the meantime, municipal officials interested in their community's allocation can access it here. Municipal officials interested in the evolution of OCIF and its relationship to other infrastructure funding programs can review AMO's information update to members on this subject from October 3, 2019. AMO Contact: Craig Reid, Senior Advisor, creid&amo.on.ca, 416-971-9856 ext. 334. Court Security and Prisoner Transportation Funding On January 16, 2020, the Honourable Sylvia Jones, Solicitor General, wrote to AMO President Jamie McGarvey to indicated that the province will be proceeding with this funding for 2020. The envelope remains at $125 million. Municipal governments will receive their allocation notices shortly. Any questions related to allocations should be directed to the Ministry of the Solicitor General. This announcement maintains historic provincial funding for 2020. It helps to offset municipal costs associated with providing security to provincial courthouses and transporting prisoners to and from those facilities. AMO Contact: 472 https://amo.informz.ca/...ice/onlineversion/ind/bWFpbG1uZ21uc3RhbmNlaWQ9MTE2MTI2NSZzdWJzY3JpYmVyaWQ9OTIzODQOMzgz[2020-01-21 2:38:02 PM] Infrastructure and Court Security Funding News Matthew Wilson, Senior Advisor, mwilson&amo.on.ca, 416-971-9856 ext. 323. "Disclaimer:The Association of Municipalities of Ontario(AMO)is unable to provide any warranty regarding the accuracy or completeness of third-party submissions.Distribution of these items does not imply an endorsement of the views,information or services mentioned. Association of Municipalities of Ontario Please consider the environment 200 University Ave.Suite 801,Toronto ON Canada M5H 3C6 before printing this. Wish to Adjust your AMO Communication Preferences?Click Here 1.11E H�� R Loy! GI .. ... .. . 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Mini M�Rr f��:�� C��"��"�'�"�Ik rch de PAgric lbiii e,dew �d and Rural ffi-tiFs b fimerita ioIn el des fflfanr'es IWwCsak!f; gll I I ()fFv,e oiAbe VWnIlil'i.€r BRNi gin', dII I 77 a!ploa,,M'N Strew Tft F&m'.iod� 77 ju��:G^ willlpia Irt'6A,&,e�� p _ This communication is in both English and French. The French-language message can be found immediately after the English-language message. La presente communication est en anglais et en frangais. Le message en frangais se trouve immediatement apres la version anglaise. January 20, 2020 Dear Ms. Gonyou: I am pleased to announce the next application intake for the Rural Economic Development (RED) program will be from January 20 to February 24, 2020. You can find all program information, including how to apply, on my ministry's website at ontario.ca/REDprogram. In July 2019, we announced the revitalized RED program. Our updates put the focus on outcome- based projects that will have tangible benefits for Ontario's rural and Indigenous communities. The updates to the RED program better align with our government's priorities to remove barriers to investment, open doors to rural economic development and create good jobs across the province. The program now has two project categories: • The Strategic Economic Infrastructure stream provides up to 30 per cent in cost-shared funding for minor capital projects that advance economic development and investment opportunities. • The Economic Diversification and Competitiveness stream provides up to 50 per cent in cost- shared funding for projects that remove barriers to business and job growth, attract investment, attract or retain a skilled workforce, strengthen sector and regional partnerships and diversify regional economies. Our government is committed to supporting economic growth in rural communities and ensuring Ontario is open for business. I encourage you to take advantage of this funding opportunity and submit an application for your economic development project. Together, we can ensure Ontario's communities thrive. Sincerely, Original signed by Ernie Hardeman Minister of Agriculture, Food and Rural Affairs 477 Ministry of Agriculture, Ministere de I'Agriculture,de Food and Rural Affairs I'Alimentation et des Affaires rurales Office of the Minister Bureau du ministre 77 Grenville Street, 11 th Floor 77, rue Grenville, 11 a etage Toronto,Ontario M7A 1 B3 Toronto(Ontario)M7A 1 B3 Tel:416-326-3074 Tel. :416 326-3074 www.ontario.ca/OMAFRA www.ontario.ca/MAAARO Ontario January 22, 2020 Julie Gonyou CAO County of Elgin CAO@elgin.ca Dear Ms. Gonyou: The Ontario Ministry of Agriculture, Food and Rural Affairs (OMAFRA) is seeking input on a proposal to streamline Drainage Act approval processes that would address common stakeholder concerns about the act while maintaining our province's high environmental standards. This is part of our government's broader initiative to reduce regulatory burden in consultation with the farm and agri-food sector while preserving rules that keep Ontarians safe and healthy. The Drainage Act Discussion Paper is posted on the province's Environmental Registry at ro.ontariio.ca/no�iice/01 -1187. It describes some of the proposed changes which would reduce costs and project delays for farmers and other rural landowners and municipalities. The paper also poses questions for your feedback. OMAFRA will be hosting webinars for key stakeholders who play an important role in the Drainage Act. The webinars are scheduled for: January 31st 10:00 - 11:00 a.m. Municipalities January 31 st 1:00 - 2:00 p.m. Conservation Authorities February 7th 10:00 - 11:00 a.m. Drainage Industry February 7th 1:00 - 2:00 p.m. General Farm Organizations To register, please contact the Agricultural Information Contact Centre (AICC) by email to .iiir°nfo.oirnaflraoirytalriio.ca or call 1-877-424-1300. Although the webinars are targeted to specific audiences, you are very welcome to enroll at a time or date that better suits your schedule. /2 Good things grow in Ontario Ministry Headquarters: 1 Stone Road West,Guelph,Ontario N1 G 4Y2 li"ti��W."�i �t°� " A bonne terre,bons produits Bureau principal du ministere: 1 Stone Road West, Guelph(Ontario) N1 G 4Y2 I 0NIAR. yj �e r„�.e 478 - 2 - Printed copies of the French Discussion Paper are also available from the AICC on request. Our Ministry is committed to relieving the red tape burden that will ensure drainage continues to deliver critical economic and environmental benefits that will help rural communities, agricultural landowners and drainage contractors save money and/or time. We are confident the proposed changes will assist in making this a reality. I look forward to your input. Sincerely, Ernie Hardeman Minister of Agriculture, Food and Rural Affairs 479 �&��U��^ ��U� � �� UU �� UU�� ^�m�� °�"WI F T BRIEF: PHASE nn u�un�n��"��n�~�,n~x�xn~n� n Southwestern Integrated Fibre Technology January 2O, 2O2O �� UU Announcement Phase nn x��«�K8��«��«��n PHASE 11: SUMMARY After o successful Phase U procurement process, SWIFT has awarded approximately $19.4 million in provincial and federal funding to support l l broadband projects. Deploying more than 550 krnof fibre cabling, the projects will collectively deliver high-speed internetto more than 10'700underuerved premises across the counties ofWellington, Norfolk, Lombton and in Kettle and Stony Point First Nations. The collective investment value of the Phase U projects iu approximately $35 million, including close to $16 million in contributions from the selected service providers. KEY MESSAGES * Aso result ofSVV|FT's successful procurement process more than 10'700 undeoen/ed homes and businesses across the counties of Wellington, Norfolk, and Lombton will soon have access to high-speed internet * SWIFT's competitive tendering process has yielded exceptionally positive results, with strong outcomes in all three counties, including at 45% increase to Norfolk County'stoto| project investment. * With the support of SWIFT funding, Kettle and Stony Point First Nation which has relied on particularly poor internet service with some areas still dependent on dio|-upconnecti\itv' wiUsoonbenefitfromocommunity+wdefibrenehworkthot will promote and support the social and economic growth of the Nation. * Access to affordable and reliable high-speed internet is o top priority for our region, its residents and business owners. Connectivity is changing how wework, live, educate, entertain ourselves and govern our communities. Todoy's announcement iso great example of government and community leaders working together to narrow the digital divide in mro| Ontario. �onm�unnmmem�en� �� TOWN OF ��0� m/ ,�=.,ww=^ 4k WIFT ............................................................................................................ • SWIFT is being delivered in a phased approach starting with initial projects in the counties of Norfolk, Wellington and Lambton. RFPs will be issued for the remaining Southwestern counties once a formal agreement has been signed with the Government of Ontario approving the next phase of the project. • SWIFT's goal is to connect all underserved communities across Southwestern Ontario and while the project is currently overseeing a $209 million broadband expansion plan to connect 22% of the region's underserved premises over the next 3 years, not all underserviced areas will be connected during this phase of the project. • SWIFT, established by the Western Ontario Warden's Caucus (WOWC), will continue to work with the WOWC to seek additional funding opportunities to address the remaining underserved areas across the region. • SWIFT, established by the Western Ontario Warden's Caucus (WOWC), will continue to work with the WOWC to seek additional funding opportunities to address the remaining underserved areas across the region. PROJECT OUTCOMES r Norfolk County $11.5M $5.3M $6.2M 3,947 129.5 Rogers (3 sub-projects) Communications (1) and Execulink Communications (2) Wellington $12M $7.5M $4.5M 2,896 187.9 Cogeco County Connexion(2), (4 sub-projects) EH!tel Networks Inc.(1), North Frontenac Telephone Corporation Limited (1) Lambton County $1 1.4M $6.5M $4.9M 3,926 244.9 Execulink Telecom (3 sub-projects) (3) Inc.,Cogeco Connexions Inc. (1) Total: $34.9M $19.3M $15.6M 10,769 562.3 5 KMS *kilometres of underserved roads Conit ibuling Mernbec s: �Q'�';� ..y %�f Region �� rw��ioo �� TOWN' ►� r Niagara rowNoecn�e�oN London �� g � m"�II'1J©SG7Ri 481 vAvw.s ufG�(j caV:. c>adt..aairid.(.-,a WIFTiui ............................................................................................................ ADDITIONAL INFORMATION • SWIFT Award seholds • Norfolk County Press Release • Lambton CountyPress Release • Wellington County Press Release • Approved Projects _ • FAQs ............................................................................................................ Conl�ibuling Mernbe�s: I WOW , IWCy K ,1 London11Kll4Region —.fwt ..TOWN Niagara OFCALEDON l � & R 482 www.sW f h u dbmad1..aand.c-,a Solicitor General Solliciteur general Office of the Solicitor General Bureau de la solliciteure generale 25 Grosvenor Street, 18th Floor 25, rue Grosvenor, 18e etage -q.Lo- Toronto ON WA 1Y6 Toronto ON WA 1Y6 Ontario Tel:416 325-0408 Te1.:416 325-0408 MCSCS.Feed back@Ontario.ca MCSCS.Feed back@Ontario.ca 132-2019-3184 By e-mail January 15, 2020 Dear Warden: As you may know, on March 26, 2019, Ontario passed the Comprehensive Ontario Police Services Act, 2019 (Bill 68), which established the Community Safety and Policing Act, 2019 (CSPA, 2019). The CSPA, 2019 supports our government's commitment to: • Modernize Ontario's police service delivery framework; • Strengthen public confidence in policing; and • Improve governance, training, and transparency. I am writing to update you on the work that is currently underway to bring the CSPA, 2019 into force in 2021, and inform you of upcoming engagement opportunities. We are engaging a number of our stakeholders, to develop more than 50 required matters for regulation. These include several Ontario Provincial Police (OPP) related matters for regulation such as: • Establishing OPP governance-related regulations, including the composition of OPP detachment boards and the OPP Governance Advisory Council; • Developing an approach to determine when it is appropriate to have more than one OPP detachment board for a detachment of the OPP that provides policing to municipalities or First Nations; • Aligning the existing OPP billing framework with the CSPA, 2019. We recognize the significant implications these regulatory changes will have on communities that receive direct and/or supplemental services from the OPP. Given these impacts, my ministry will engage communities through regional roundtable sessions. The regional roundtables will be an opportunity for the ministry to provide an overview of upcoming regulatory changes related to OPP services and for communities to identify pertinent local issues and provide feedback on OPP-related policy proposals. /2 483 Ontario Provincial Police Regulations Regional Roundtable Page 2 The regional roundtables will take place in the following locations: OPP Region Regional Roundtable Locations North West • Kenora • Thunder Bay North East • Sudbury • Timmins West . London East . Brockville Central • Orillia Ministry staff will reach out to you with additional information regarding the regional roundtable sessions in the coming weeks. We look forward to continuing our work with you to better understand local priorities, examine strategies to improve community safety and ensure the transparent and effective governance of OPP services across the province. Should you have any questions, please contact Mr. Derwin Remedios, Team Lead, Strategic Policy, Research and Innovation by e-mail at: lC , r.w.J!..i']. 1R. p,it „e d 12 C 2.-.1t irlio.ca. Sincerely, Sylvia Jones Solicitor General 484 CLOSED MEETING AGENDA January 28, 2020 Staff Reports: 1) Director of Engineering Services — Municipal Act Section 239 (2) (b) personal matters about an identifiable individual, including municipal or local board employees— GIS/Asset Management Engineering Coordinator (WALK-ON) 2) Director of Human Resources — Municipal Act Section 239 (2) (b) personal matters about an identifiable individual, including municipal or local board employees, (d) labour relations or employee negotiations— SEIU Bargaining 3) County Solicitor— Municipal Act Section 239 (2) (k) a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board— Investing in Canada Infrastructure Program Transfer Payment Agreement 4) Chief Administrative Officer— Municipal Act Section 239 (2) (c) a proposed or pending acquisition of land by the municipality or local board; (k) a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board— County Property Disposition — Dutton Dunwich (WALK-ON) 485