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03 - February 9, 2021 County Council Agenda PackageTable of Contents I. Orders — February 9, 2021....................................................................... 3 II. Elgin County Council Minutes — January 26, 2021......................................... 4 III. Delegation — Elgin Ontario Health Team ..................................................... 20 IV. Delegation — STEGH — Magnetic Resonance Imaging ................................... 32 V. Delegation — St. Thomas Elgin Social Services ............................................ 40 VI. Delegation — Jim Crane regarding Crane Conservation Area .......................... 70 VI 1. Reports Index — February 9, 2021............................................................. 71 VIII. Report — Warden's Activity Report (January) and COVID-19 Update ................ 72 IX. Report — Homes — Long -Term Care Home Service Accountability Agreement (L-SAA) — Schedule E............................................................................. 77 X. Report — Multi -year Accessibility Plan — 2020 Annual Status Report ................. 86 XI. Report — Local Business Support & Workforce Initiatives ................................ 95 XII. Report — Procurement Activity Report (October 1, 2020 to December 31, 2020) 179 XIII. Report — Draft Plan of Subdivision Jacklin Farms Phase 3............................. 184 XIV. Report — Final Plan of Subdivision — The Ridge at Talbotville Gore Road.......... 198 XV. Report — Elgin County Museum Advisory Committee 2021 Membership........... 202 XVI. Report — Elimination of E-Green Recycling Program at Library Branches.......... 205 XVII. Report — Elgin County Library Service Update —October 2020 to January 2021. 208 XVIII. Report — Zero -Emission Vehicle Infrastructure Program ................................ 214 XIX. Report — Administration Building — Council Chamber and Main Entrance Lobby Reception Area Design Alternatives.......................................................... 220 XX. Report — Budget Presentation.................................................................. 236 XXI. Report — Elgin/Ontario — Interim Transfer Agreement .................................... 390 XXII. Report — Council and Warden Policy Revisions ........................................... 394 XXIII. Report — School Retention Plan — Elgin County ........................................... 407 XXIV. Report — COVID-19 Emergency Team Planning — January Update ................. 415 XXV. Correspondence — Consideration Index ..................................................... 433 XXVI. Letter from Statistics Canada................................................................... 434 XXVII. Letter from OPSEU Local 317.................................................................. 436 XXVIII. Correspondence— Information Index......................................................... 438 1 XXIX. WOWC January 2021 Newsletter............................................................. 439 XXX. Closed Meeting Agenda — February 9, 2021............................................... 444 XXXI. By -Law 21-03....................................................................................... 445 XXXI 1. By -Law 21-04....................................................................................... 451 li l®r Eli ° (t-, ir-i t� y ORDERS OF THE DA Y FOR TUESDAY, FEBRUARY 9, 2021- 9:00 A.M. ORDER 1 st Meeting Called to Order 2nd Adoption of Minutes 3rd Disclosure of Pecuniary Interest and the General Nature Thereof 4th Presenting Petitions, Presentations and Delegations DELEGATIONS: 9:00 a.m. — Elgin Ontario Health Team 9:30 a.m. — St. Thomas Elgin General Hospital, Magnetic Resonance Imaging 10:00 a.m. — St. Thomas Elgin Social Services 10:30 a.m. — Crane Conservation Area, Jim Crane 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 11 th Motion to Rise and Report 12th Motion to Adopt Recommendations from the Committee Of The Whole 13th Consideration of By-laws 14th ADJOURNMENT Video Conference Meeting — IN -PERSON PARTICIPATION RESTRICTED NOTE FOR MEMBERS OF THE PUBLIC: Please click the link below to watch the Council Meeting: .a..14.:i.-R.........................:::f IbooIk..coric�n/I Il.giin.... Admiin/ 3 Accessible formats available upon request. Page 1 January 26, 2021 Prn'!r r es sive by Nature ELGIN COUNTY COUNCIL MINUTES January 26, 2021 Council Present: Warden Tom Marks (in -person) Deputy Warden Dave Mennill (electronic) Councillor Duncan McPhail (electronic) Councillor Bob Purcell (electronic) Councillor Sally Martyn (electronic) Councillor Grant Jones (electronic) Councillor Mary French (electronic) Councillor Dominique Gigu6re (electronic) Councillor Ed Ketchabaw (electronic) Staff Present: Julie Gonyou, Chief Administrative Officer (in -person) Brian Lima, Director of Engineering Services (electronic) Stephen Gibson, County Solicitor (electronic) Jim Bundschuh, Director of Financial Services (electronic) Michele Harris, Director of Homes and Seniors Services (electronic) Nancy Pasato, Manager of Planning (electronic) Jeff Lawrence, Tree Commissioner/Weed Inspector (electronic) Katherine Thompson, Supervisor of Legislative Services (electronic) Carolyn Krahn, Legislative Services Coordinator (in -person) CALL TO ORDER Elgin County Council met this 26t" day of January, 2021 in the Council Chambers, at the County Administration Building, St. Thomas at 9:00 a.m. with Warden Marks in the chair. Some Councillors and staff participated electronically by video conference. 2. ADOPTION OF MINUTES Moved by: Councillor Mennill Seconded by: Councillor McPhail RESOLVED THAT the minutes of the meeting held on January 12, 2021 be adopted. Recorded Vote Yes No Abstain Malahide Dave Mennill Yes West Elgin Duncan McPhail Yes Dutton Dunwich Bob Purcell Yes Central Elgin Sally Mart n Yes Southwold Grant Jones Yes Aylmer Mary French Yes Malahide Dominique Gi u6re Yes Bavham Ed Ketchabaw Yes Page 2 January 26, 2021 4. PRESENTING PETITIONS, PRESENTATIONS AND DELEGATIONS 4.1 Future of Shortline Rail in the South Central Ontario Region, SCOR Kimberly Earls — SCOR Executive Director, Cephas Panschow — Town of Tillsonburg Economic Development Commissioner, and Christian Zavarella — SCOR EDC Research Analyst, provided information on the future of shortline rail in the South Central Ontario Region. Moved by: Councillor Ketchabaw Seconded by: Councillor Jones RESOLVED THAT the presentation from SCOR on the future of shortline rail be received and filed. Recorded Vote Yes No Abstain Malahide Dave Mennill Yes West Elgin Duncan McPhail Yes Dutton Dunwich Bob Purcell Yes Central Elgin Sally Mart n Yes Southwold Grant Jones Yes Aylmer Mary French Yes Malahide Dominique Gi uere Yes Ba ham Ed Ketchabaw Yes Central Elgin Warden Marks Yes 9 0 0 - Motion Carried. 5. COMMITTEE OF THE WHOLE Moved by: Councillor Purcell Seconded by: Councillor Mennill RESOLVED THAT we do now move into Committee of the Whole Council. Recorded Vote Yes No Abstain Malahide Dave Mennill Yes West Elgin Duncan McPhail Yes Dutton Dunwich Bob Purcell Yes Central Elgin Sally Mart n Yes Southwold Grant Jones Yes Aylmer Mary French Yes Malahide Dominique Gi uere Yes Ba ham Ed Ketchabaw Yes Central Elgin Warden Marks Yes 9 0 0 Page 3 January 26, 2021 RESOLVED THAT the Warden on behalf of Council provide a letter of support to Xplornet for their application to the Universal Broadband Fund, as recommended by the Connectivity Committee. Recorded Vote Yes No Abstain Malahide Dave Mennill Yes West Elgin Duncan McPhail Yes Dutton Dunwich Bob Purcell Yes Central Elgin Sally Mart n Yes Southwold Grant Jones Yes Aylmer Mary French Yes Malahide Domini ue Gi uere Yes Ba ham Ed Ketchabaw Yes Central Elgin Warden Marks Yes 9 0 0 Motion Carried. 6.2 Terrace Lodge Redevelopment Project Budget — Councillor Purcell Councillor Purcell provided details on the project budget for the Terrace Lodge Redevelopment Project. The tenders pricing results and recently announced provincial funding changes are now available, and the net impact allows the Redevelopment Steering Committee to recommend that $1.4 million of the provincial funds be directed to County Council for other purposes. Moved by: Councillor Purcell Seconded by: Councillor Mennill RESOLVED THAT the Terrace Lodge Redevelopment Steering Committee recommend a project budget of $34,700,483 exclusive of HST; and, THAT the CAO and Warden be authorized to sign an Acceptance of Cost Letter to D. Grant for a Stipulated Price Contract; and, THAT January 26, 2021 report, titled "T/L Redevelopment Project Budget", submitted by the Terrace Lodge Redevelopment Steering Committee Chair, be received and filed for information. Recorded Vote Yes No Abstain Malahide Dave Mennill Yes West Elgin Duncan McPhail Yes Dutton Dunwich Bob Purcell Yes Central Elgin Sally Mart n Yes Southwold Grant Jones Yes Aylmer Mary French Yes Malahide Dominique Gi uere Yes Ba ham Ed Ketchabaw Yes C'.P_ntral Rnin \A/arrlan Markc Yac Page 4 January 26, 2021 Seconded by: Councillor French RESOLVED THAT the report titled "Tree Commissioner/Weed Inspector Quarterly Report October — December 2020" from the Tree Commissioner/Weed Inspector, dated January 14, 2021 be received and filed for information. Recorded Vote Yes No Abstain Malahide Dave Mennill Yes West Elgin Duncan McPhail Yes Dutton Dunwich Bob Purcell Yes Central Elgin Sally Mart n Yes Southwold Grant Jones Yes Aylmer Mary French Yes Malahide Domini ue Gi uere Yes Ba ham Ed Ketchabaw Yes Central Elgin Warden Marks Yes 9 0 0 - Motion Carried. 6.4 Year End Report 2020 — Tree Commissioner/Weed Inspector The Tree Commissioner/Weed Inspector provided a summary of activity related to the Elgin Woodlands Conservation By -Law as well as weed inspection activity for 2020. Moved by: Councillor McPhail Seconded by: Councillor Jones RESOLVED THAT the report titled "Tree Commissioner/Weed Inspector Year End Report 2020" from the Tree Commissioner/Weed Inspector, dated January 14, 2021 be received and filed. Recorded Vote Yes No Abstain Malahide Dave Mennill Yes West Elgin Duncan McPhail Yes Dutton Dunwich Bob Purcell Yes Central Elgin Sally Mart n Yes Southwold Grant Jones Yes Aylmer Mary French Yes Malahide Dominique Gi uere Yes Ba ham Ed Ketchabaw Yes Central Elgin Warden Marks Yes 9 0 0 - Motion Carried. 6.5 Clearinq Exemption Application for Part Lots 7 & B, Range 1, North of Lake Page 5 January 26, 2021 Recorded Vote Yes No Abstain Malahide Dave Mennill Yes West Elgin Duncan McPhail Yes Dutton Dunwich Bob Purcell Yes Central Elgin Sally Mart n Yes Southwold Grant Jones Yes Aylmer Mary French Yes Malahide Dominique Gi uere Yes Ba ham Ed Ketchabaw Yes Central Elgin Warden Marks Yes 9 0 0 Motion Carried. 6.6 Port Bruce Bridge & Boat Launch Removal Engineering Services Award — Director of Engineerinq Services The Director of Engineering Services provided details regarding the Port Bruce Temporary Panel Bridge and Boat Launch Removal. Moved by: Councillor Mennill Seconded by: Councillor Ketchabaw RESOLVED THAT the report titled "Port Bruce Temporary Panel Bridge & Boat Launch Removal Engineering Service Award" from the Director of Engineering Services, dated December 3, 2020 be received and filed; and, THAT the sole source provision of detailed design and contract administration engineering services associated with the Port Bruce Temporary Panel Bridge & Boat Launch Removal in the amount of $29,380.00 (excluding HST), be included as part of CIMA Canada Inc.'s ongoing Meeks Bridge Replacement engineering assignment previously awarded by Council on December 12, 2019; and THAT the Chief Administrative Officer be directed and authorized to sign a revised Ministry of Natural Resources and Forestry Letter of Approval letter permitting the temporary boat ramp continued occupation of the bed of Catfish Creek for the period up to and including December 31, 2021 necessary to accommodate removal of the temporary boat ramp. Recorded Vote Yes No Abstain Malahide Dave Mennill Yes West Elgin Duncan McPhail Yes Dutton Dunwich Bob Purcell Yes Central Elgin Sally Mart n Yes Southwold Grant Jones Yes Aylmer Mary French Yes Malahide Dominique Gi uere Yes Bavham Ed Ketchabaw Yes Page 6 January 26, 2021 Moved by: Councillor Jones Seconded by: Councillor Martyn RESOLVED THAT the report titled "Administration Building — Council Chambers and Entrance Lobby Reception Renovation, and Elevator Decommissioning" from the Director of Engineering Services, dated January 19, 2021 be received and filed; and, THAT the provision of detailed design and contract administration architectural services for the proposed renovation of Council Chambers, the front lobby reception, and decommissioning of the existing elevators in the amount of $64,490.00 (excluding HST), be included as part of L360 Architecture's ongoing Administration Building Accessibility Elevator Addition and Basement Public Accessibility Washroom Upgrades Project assignment previously awarded by Council on September 8, 2020. Recorded Vote Yes No Abstain Malahide Dave Mennill Yes West Elgin Duncan McPhail Yes Dutton Dunwich Bob Purcell Yes Central Elgin Sally Mart n Yes Southwold Grant Jones Yes Aylmer Mary French Yes Malahide Dominique Gi uere Yes Ba ham Ed Ketchabaw Yes Central Elgin Warden Marks Yes 9 0 0 Motion Carried. 6.8 Council and Warden Policy Revisions — Chief Administrative Officer The Chief Administrative Officer presented a final draft of the Council Policy and Warden Policy. Moved by: Councillor Ketchabaw Seconded by: Councillor McPhail RESOLVED THAT the report titled "Council and Warden Policy Revisions" be deferred until the February 9, 2021 meeting of Council. Recorded Vote Yes No Abstain Malahide Dave Mennill Yes West Elgin Duncan McPhail Yes Dutton Dunwich Bob Purcell Yes Central Elgin Sally Mart n Yes Southwold Grant Jones Yes AvlmPr Mary FrPnrh YP. extended the deadline for municipalities to complete and adopt a July 1, 2021. Moved by: Councillor McPhail Seconded by: Councillor Martyn Page 7 January 26, 2021 CSWB plan until RESOLVED THAT the January 19, 2021, report titled, Aylmer -Elgin -St. Thomas Community Safety and Well -Being Plan Update, submitted by Julie Gonyou, CAO, be received and filed for information. Recorded Vote Yes No Abstain Malahide Dave Mennill Yes West Elgin Duncan McPhail Yes Dutton Dunwich Bob Purcell Yes Central Elgin Sally Mart n Yes Southwold Grant Jones Yes Aylmer Mary French Yes Malahide Dominique Gi uere Yes Ba ham Ed Ketchabaw Yes Central Elgin Warden Marks Yes 9 0 0 Motion Carried. 6.10 Elgin County Council Strategic Plan 2020-2022 — 2021 Council Work Plan — Chief Administrative Officer The Chief Administrative Officer presented the 2021 Council Work Plan with associated timelines, as developed by Council during a planning session on January 20, 2021. The Council Work Plan was amended to include the activities of the Terrace Lodge fundraising campaign as ongoing. Moved by: Councillor Jones Seconded by: Councillor Mennill RESOLVED THAT the January 20, 2021 report titled, Elgin County Council Strategic Plan 2020-2022 — 2021 Council Work Plan, submitted by Julie Gonyou, CAO, be received and filed; and THAT Council approve the 2021 Council Work Plan, as amended, to support the Strategic Plan 2020- 2022. Recorded Vote Yes No Abstain Malahide Dave Mennill Yes West Elgin Duncan McPhail Yes Dutton Dunwich Bob Purcell Yes Central Elgin Sally Mart n Yes Southwold Grant Jones Yes Page 8 January 26, 2021 6.11 Environmental Committee Mandate — Chief Administrative Officer The Chief Administrative Officer provided information to Council to seek their support for clearly defined Environmental Committee Priorities to ensure alignment with Council's expectations and Council's Strategic Plan 2020-2022. Moved by: Councillor Giguere Seconded by: Councillor Purcell RESOLVED THAT the report from the Chief Administrative Officer, titled "Council Environmental Advisory Committee Priorities" dated January 24, 2021 be received and filed for information; and THAT Council approve the following Environmental Committee Priorities for 2021: 1. Advise County Council on environmental policy and sustainable matters and programs to promote the protection, enhancement, and management of the County's natural and built environment; o Move to a paperless environment o Look at ditches along roads as ecosystems o Environmental Committee Members can participate in the 2021 Official Plan 5-year review/Natural Heritage System Study review public consultation process. o Naturalized spaces north of the County Building o Identify ways to increase habitats for local species (e.g. Bat boxes, etc.) 2. Research environmental sustainability practices to improve information available to County Council. o Research best practices associated with sustainable green purchasing policy (in collaboration with Local Municipal Partners) Recorded Vote Yes No Abstain Malahide Dave Mennill Yes West Elgin Duncan McPhail Yes Dutton Dunwich Bob Purcell Yes Central Elgin Sally Mart n No Southwold Grant Jones No Aylmer Mary French Yes Malahide Dominique Gi uere Yes Ba ham Ed Ketchabaw Yes Central Elgin Warden Marks Yes 7 2 0 Motion Carried. 6.12 Service Delivery Review — Chief Administrative Officer The Chief Administrative Officer presented the staff recommendations for 2021 with respect to the Service Delivery Review. Page 9 January 26, 2021 • Continue to advocate for increased funding to offset the Homes costs to the County (ongoing); • Continue to explore recruitment initiatives with Human Resources (ongoing); • Invest in online scheduling and online recruitment software (2021); AND THAT staff be directed to include annual direct costs of $38,000 and annual direct savings of $60,000 in the Draft 2021 Budget to support the aforementioned initiatives. Organizational Review RESOLVED THAT staff be directed to consider the options included in the Service Delivery Review for an improved Organizational Design and present options to Elgin County Council in 2021 for implementation in 2022. Improvements to Manual Processes RESOLVED THAT Elgin County Council direct staff to create training manuals for digital tools, as needed; and THAT staff be directed to formalize an internal Project Management structure to support initiatives identified in the Service Delivery Review to improve manual processes. Information Technology (IT) RESOLVED THAT Elgin County Council direct staff to develop a 2021 Action Plan followed by a three-year digital transformation strategy in 2022; and THAT County Council include a placeholder of $170,000 in the draft 2021 budget and consider adding an IT Director to the current staffing complement. Collaborative Initiatives with Elgin's Municipal Partners RESOLVED THAT Elgin County Council direct staff to undertake the following actions as recommended in the Service Delivery Review: codify consultation processes for new shared services; codify risk mitigation strategies into new agreements; undertake independent appraisals for the costs of delivery for shared services (costs to be shared); avoid using a weighted County levy option for cost structures going forward; add shared services as a standing item on the County - Local Municipal Partner CAO meeting agendas; establish governing processes for the current advisory committee (Public Works Managers Working Group) for road maintenance agreement; and conduct annual review of all shared services. Road Maintenance Agreement RESOLVED THAT staff be directed to work with Local Municipal Partners to review Schedule C — Scope of Services Expectations and prepare a Request for Proposal for review by Local Municipal Partners and Council prior to issuance; and THAT the Warden be directed to notify Local Municipal Partners that Service Page 10 January 26, 2021 THAT a placeholder of $110,500 be included in the 2021 Draft Budget to support the capital cost -savings opportunity associated with bringing Engineering design in- house. Development Services RESOLVED THAT Council include $10,000 for software subscriptions in the 2021 Draft Budget to support a streamlined process of submitting forms for review by the Land Division Committee. Human Resources RESOLVED THAT Staff be directed to present information with respect to an hourly HR Consulting services rate and list of offerings, following a discussion with LMPs, for Council's consideration and direction in July/August 2021. Library Services RESOLVED THAT staff be directed to work with St. Thomas Public Library to identify opportunities for enhanced partnerships and opportunities to jointly plan for a future library location in a coordinated approach to reduce future capital and operating expenses; and, THAT staff be directed to work with St. Thomas Public Library on joint procurement initiatives that target savings of $15,000 - $45,000 for the draft 2022 budget. Recorded Vote Yes No Abstain Malahide Dave Mennill Yes West Elgin Duncan McPhail Yes Dutton Dunwich Bob Purcell Yes Central Elgin Sally Mart n Yes Southwold Grant Jones Yes Aylmer Mary French Yes Malahide Dominique Gi uere Yes Ba ham Ed Ketchabaw Yes Central Elgin Warden Marks Yes 9 0 0 - Motion Carried. 7. COUNCIL CORRESPONDENCE 7.1 Items for Consideration None. 7.2 Items for Information (Consent Agenda) 7.2.1 SWIFT with their Monthly Project Update for December 2020. Page 11 January 26, 2021 West Elgin Duncan McPhail Yes Dutton Dunwich Bob Purcell Yes Central Elgin Sally Mart n Yes Southwold Grant Jones Yes Aylmer Mary French Yes Malahide Dominique Gi uere Yes Ba ham Ed Ketchabaw Yes Central Elgin Warden Marks Yes 9 0 0 - Motion Carried. Item #2 Moved by: Councillor Mennill Seconded by: Councillor Martyn RESOLVED THAT Correspondence Item #2 be received and filed. Recorded Vote Yes No Abstain Malahide Dave Mennill Yes West Elgin Duncan McPhail Yes Dutton Dunwich Bob Purcell Yes Central Elgin Sally Mart n Yes Southwold Grant Jones Yes Aylmer Mary French Yes Malahide Dominique Gi uere Yes Ba ham Ed Ketchabaw Yes Central Elgin Warden Marks Yes 9 0 0 - Motion Carried. 8. OTHER BUSINESS 8.1 Statements/Inquiries by Members Deputy Warden Mennill requested that Council discuss the role of Committees and the associated staff support required by each Committee at a future meeting. 8.2 Notice of Motion None. 8.3 Matters of Urgency Moved by: Councillor Mennill Seconded by: Councillor Purcell RESOLVED THAT the IT Director position as proposed in the Service Delivery Rn\/In\A/ rnnnr+ hn rlicr+iiccnA in +hn Ar%of%rl mnn+inn cncc r%n in orrnrrlonnn 1nii+h 4 Page 12 January 26, 2021 Malahide Dominique Gi uere Yes Ba ham Ed Ketchabaw Yes Central Elgin Warden Marks Yes 9 0 0 Motion Carried. 9. CLOSED MEETING ITEMS Moved by: Councillor Ketchabaw Seconded by: Councillor Gigubre RESOLVED THAT we do now proceed into closed meeting session in accordance with the Municipal Act to discuss the following matters under Municipal Act Section 239 (2): In -Camera Item #1 (c) a proposed or pending acquisition or disposition of land by the municipality or local board, (e) litigation or potential litigation, including matters before administrative tribunals, affecting the municipality or local board, (f) advice that is subject to solicitor -client privilege, including communications necessary for that purpose; (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 — Land Acquisition Update and Analysis — Centennial Road / Elm Line In -Camera Item #2 (b) personal matters about an identifiable individual, including municipal or local board employees — IT Director. Recorded Vote Yes No Abstain Malahide Dave Mennill Yes West Elgin Duncan McPhail Yes Dutton Dunwich Bob Purcell Yes Central Elgin Sally Mart n Yes Southwold Grant Jones Yes Aylmer Mary French Yes Malahide Dominique Gi uere Yes Ba ham Ed Ketchabaw Yes Central Elgin Warden Marks Yes 9 0 0 Motion Carried. 10. MOTION TO RISE AND REPORT Moved by: Councillor Jones Seconded by: Councillor Ketchabaw Page 13 January 26, 2021 Ba ham Ed Ketchabaw Yes Central Elgin Warden Marks Yes 9 0 0 Motion Carried. In -Camera Item #1 — Land Acquisition Update and Analysis — Centennial Road/Elm Line Moved by: Councillor Mennill Seconded by: Councillor Martyn RESOLVED THAT staff proceed as directed. Recorded Vote Yes No Abstain Malahide Dave Mennill Yes West Elgin Duncan McPhail Yes Dutton Dunwich Bob Purcell Yes Central Elgin Sally Mart n Yes Southwold Grant Jones Yes Aylmer Mary French No Malahide Dominique Gi uere Yes Ba ham Ed Ketchabaw Yes Central Elgin Warden Marks Yes 8 1 0 Motion Carried. In -Camera Item #2 — IT Director Moved by: Councillor McPhail Seconded by: Councillor Giguere RESOLVED THAT the Chief Administrative Officer proceed as directed. Recorded Vote Yes No Abstain Malahide Dave Mennill Yes West Elgin Duncan McPhail Yes Dutton Dunwich Bob Purcell Yes Central Elgin Sally Mart n Yes Southwold Grant Jones Yes Aylmer Mary French Yes Malahide Dominique Gi uere Yes Ba ham Ed Ketchabaw Yes Central Elgin Warden Marks Yes 9 0 0 Motion Carried. Page 14 January 26, 2021 West Elgin Duncan McPhail Yes Dutton Dunwich Bob Purcell Yes Central Elgin Sally Mart n Yes Southwold Grant Jones Yes Aylmer Mary French Yes Malahide Dominique Gi uere Yes Ba ham Ed Ketchabaw Yes Central Elgin Warden Marks Yes 9 0 0 - Motion Carried. 12. CONSIDERATION OF BY-LAWS 12.1 By -Law 21-02 — 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 26, 2021 Meeting. Moved by: Councillor Mennill Seconded by: Councillor French RESOLVED THAT By -Law No. 21-02 be now read a first, second and third time and finally passed. Recorded Vote Yes No Abstain Malahide Dave Mennill Yes West Elgin Duncan McPhail Yes Dutton Dunwich Bob Purcell Yes Central Elgin Sally Mart n Yes Southwold Grant Jones Yes Aylmer Mary French Yes Malahide Dominique Gi uere Yes Ba ham Ed Ketchabaw Yes Central Elgin Warden Marks Yes 9 0 0 - Motion Carried. 13. ADJOURNMENT Moved by: Councillor Purcell Seconded by: Councillor Giguere RESOLVED THAT we do now adjourn at 12:15 p.m. to meet again on February 9, 2021 at 9:00 a.m. Recorded Vote I I Yes No Abstain Malahirla Lava Mennill I Yac Julie Gonyou, Chief Administrative Officer. Page 15 January 26, 2021 Tom Marks, Warden. Elgin County Council Meeting — January 26, 2021 Walk-on Reports 1. Terrace Lodge Redevelopment Project Budget 2. Service Delivery Review — 2021 Priorities 3. 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V .O � O C C: — Q U � O 2 'N Tv p .E w = Q U m Lu a • • • rl N " • I ffold" .a dA W W c6 O U Ln N E O E O U V) >. v lA E W E O U N O = LU I Co V Ov � � CU O v c V Ca OJ L U (A 0 •� n O Ca SE c: O O (D _ un • • • • 2 I 12 o Wn Ln Ed co HCC ou EE 116 m uuum' um�umuuu� uuuum i m E HIS E Gi imuln"'�i uuuuuuuuuuuuum IIIIIuumM'Huuuum �i� IN um Ln co uu�u"uI� �IIIIIIIM'Huuumu o ut �U, � r o ��rmrtam 4ouuum ayy N�' wo plmuuw uu��uum c Ul Im cr E co ca 0 0 x (D 15 ca r— 0 (D.0 0 -0 Co C (a ca c -0 cfj 0 0 0 a) cu I0 0 0 -0 CD • REPORTS OF COUNCIL AND STAFF February 9, 2021 Council Reports —ATTACHED Warden Marks — Warden's Activity Report (January) and COVID-19 Update Staff Reports —ATTACHED Director of Homes and Seniors Services — Homes — Long -Term Care Home Service Accountability Agreement (L-SAA) — Schedule E Accessibility Coordinator — Multi -year Accessibility Plan — 2020 Annual Status Report Economic Development Coordinator— Local Business Support & Workforce Initiatives Purchasing Coordinator — Procurement Activity Report (October 1, 2020 to December 31, 2020) Manager of Planning — Draft Plan of Subdivision Jacklin Farms Phase 3 Manager of Planning — Final Plan of Subdivision Approval The Ridge at Talbotville Gore, Phase 2 Director of Community and Cultural Services — Elgin County Museum Advisory Committee 2021 Membership Director of Community and Cultural Services — Elimination of E-Green Recycling Program at Library Branches Director of Community and Cultural Services — Elgin County Library Service Update — October 2020 to January 2021 Director of Engineering Services — Zero -Emission Vehicle Infrastructure Program Director of Engineering Services and Manager of Corporate Facilities — Administration Building — Council Chamber and Main Entrance Lobby Reception Area Design Alternatives Director of Financial Services — Budget Presentation County Solicitor — Elgin/Ontario — Interim Transfer Agreement (Parts III / IX Provincial Offences Act) Chief Administrative Officer — Council and Warden Policy Revisions Chief Administrative Officer — School Retention Plan — Elgin County Chief Administrative Officer — COVID-19 Emergency Team Planning — January Update Chief Administrative Officer — Elgincentives 2021 Funding (walk-on) ` IYA i; 11 /OT;1 Progressive by, Nature RECOMMENDATION: REPORT TO COUNTY COUNCIL FROM: Tom Marks, Warden DATE: February 3, 2021 SUBJECT: Warden's Activity Report (January) and COVID-19 Update THAT the February 3, 2021, report titled, Warden's Activity Report (January) and COVID-19 Update submitted by the Warden, be received and filed for information. INTRODUCTION: This report provides a high-level summary of the County's response to the pandemic as well as a list of events and meetings I attended and organized on behalf of County Council. DISCUSSION: On January 12, 2021 the Province of Ontario declared a second emergency under s. 7.0.1 (1) of the Emergency Management and Civil Protection Act (EMCPA). This was in response to cases of COVID-19 in the province rapidly increasing to over 3,000 new cases a day. These rising numbers threatened the Ontario health system to the point of collapse. Additionally, the province announced further restrictions to slow the spread of COVID-19 including a stay-at-home order. This order came into effect at 12:01 a.m. on January 14 and is anticipated to be in place until February 11, 2021. A stay-at-home order requires everyone to remain at home with exceptions permitted only for going to the grocery store or pharmacy, accessing health care services, exercising or performing essential work that cannot be done remotely. At this time, it was announced that schools in Elgin County would remain closed for in -person learning until at least January 25, 2021. At the time of this report, new daily cases in Ontario had dropped significantly to 1,172 (February 3) with a seven (7) day average of 1,675. In the SWPH region there were 142 active cases with only 7 new cases reported. These numbers are encouraging and point to the effectiveness of provincial restrictions and public health measures that are currently in place. Children in the SWPH region returned to in -person learning on February 1. `DU 2 Revised forecasts released by public health officials on January 28 suggest that by March, the B117 variant first identified in the United Kingdom could be the dominant strain in Ontario. Transmissibility of the B117 variant is at least 30 per cent higher than the more common strain so it will be vital to continue to adhere to public health guidelines. Despite some delays in delivery of vaccines to Canada, SWPH recently reached a significant milestone, providing first doses of the COVID-19 vaccine to all eligible Long - Term Care residents in the region including residents of Terrace Lodge, Elgin Manor and Bobier Villa. Some Long -Term Care staff have also received the first dose of the vaccine. County Operations: The County of Elgin has adjusted its operations to ensure compliance with stay at home protocols and ensure the safety of staff. The Elgin County Administration Building is serving the public by telephone, email or by appointment only between the hours of 8:30 a.m. and 4:30 p.m. Visitors are limited and anyone entering the building is screened for COVID-19. The Museum and Archives remain closed to the public. Staff are serving the public utilizing virtual platforms at this time. All ten Elgin County Library branches continue to offer curbside pick-up services only. All Administration staff who are able, are working from home as much as possible to reduce contact with coworkers. Ticket payment is to be done virtually and all POA trials are currently suspended. Only essential caregivers are permitted at Long -Term Care Homes and they must receive a negative COVID-19 test, at minimum, every 7 days. No general visitors are permitted in the Homes at this time and absences are not permitted during this time. Alzheimer Society Flag Raising Immediately following the Council meeting held on January 12, 2021, 1 raised the Alzheimer Society Flag outside the Elgin County Heritage Building in honour of Alzheimer Awareness Month. The flag remained until the end of January. Committee Activity Despite COVID-19 restrictions Elgin County Committees have continued their important work virtually. Budget Committee A draft of the consolidated 2021 Budget was presented to County Council on January 12. The Committee met afterwards to discuss feedback received by Council. The Committee met again on January 26 to review the final details of the Operating and Capital Budgets and set a proposed tax rate for recommendation to County Council. Connectivity Committee After considerable information gathering, community engagement and industry consultation in the last quarter of 2020, the Connectivity Committee has started the work of formulating a `"011 3 jin' Solution which will eventually be presented to County Council for . �.. n. The Committee continues to meet every two weeks to ensure the process continues as rapidly as possible. Environmental Committee At its meeting on January 26, County Council approved priorities for the Environmental Advisory Committee for 2021. The Committee met on January 27 to identify areas of focus and identify members of the Committee who will lead these initiatives. Terrace Lodge Redevelopment Steering Committee New funding levels approved by the province and tender results allowed the Steering Committee to recommend a project budget of $34,700,483 exclusive of HST for the Terrace Lodge Redevelopment. Council approved this budget at its meeting held on January 26, 2021. This also provides Council with $1.4 million in unallocated funds to be used for other purposes. Terrace Lodge Fundraising Committee After a successful and snowy campaign launch in December, the Terrace Lodge Fundraising Committee continues its work of reaching out to potential donors, developing a promotional plan for the campaign and brainstorming fundraising events/initiative ideas. CSWB Coordinating Committee and Advisory Committee Both the Coordinating Committee and the Advisory Committee met in January to discuss next steps for the plan in order to ensure its completion by the new deadline of July 1, 2021. The Advisory Committee met on January 22, 2021 to review the findings from the public engagement survey conducted in the fall of 2020 and to establish priority areas of focus for the plan. Events/Meetings Attended by Warden: • Southwestern Public Health Municipal Partner Calls (January 7, 14, 21, and 28) • SWIFT Board of Directors Meeting (January 8) • Elgin County Council (January 12 and 26) • Budget Committee Meeting (January 12 and 26) • Connectivity Committee Meetings (January 14 and 28) • Environmental Committee Meeting (January 27) • Council Action Planning Session (January 20) • Terrace Lodge Redevelopment Steering Committee Meeting (January 22) • Southwestern Public Health — Board of Health Meetings (January 9 and 19) • Joint Accessibility Advisory Committee (January 21) • Flag Raising for the Alzheimer's Society (January 12) M11 El FINANCIAL IMPLICATIONS: The financial impact of COVID-19 and the County's response efforts are reported to Council on a monthly basis. There are no other financial implications to report at this time. ALIGNMENT WITH STRATEGIC PRIORITIES: Serving Elgin ® Ensuring alignment of current programs and services with community need. ® Exploring different ways of addressing community need. ® Engaging with our community and other stakeholders. Growing Elgin ® Planning for and facilitating commercial, industrial, residential, and agricultural growth. ® Fostering a healthy environment. ® Enhancing quality of place. Investing in Elgin ® Ensuring we have the necessary tools, resources, and infrastructure to deliver programs and services now and in the future. ® Delivering mandated programs and services efficiently and effectively. Additional Comments: Elgin County Council's response efforts and the continuity of essential projects and services align with Elgin County Council's Strategic Plan 2020-2022. LOCAL MUNICIPAL PARTNER IMPACT: Elgin County continues to work with and find ways to collaborate with Elgin's municipal partners. COMMUNICATION REQUIREMENTS: A brief synopsis will be included in the Council Highlights document that is posted to the website and distributed to local Councils. `E 5 CONCLUSION: Cases across the province and our region have fallen significantly over the past week; however, we must remain vigilant. The virus still poses a considerable threat to public health and it is important that we do not let our guard down. Modelling suggests that the B117 UK variant of COVID-19 could soon be the dominant strain and the challenges associated with this new variant are still largely unknown. All of which is Respectfully Submitted Warden Tom Marks MN REPORT TO COUNTY COUNCIL 0t0 1 . FROM: Michele Harris, Director of Homes and �11111'r Seniors Services /OT;, I(m. ' ', ''`i DATE: February 4, 2021 Progressive by, Nature SUBJECT: Homes — Long -Term Care Home Service Accountability Agreement (L-SAA) — Schedule E RECOMMENDATIONS: THAT the report titled: "Homes — Long -Term Care Home Service Accountability Agreement (L-SAA) — Schedule E" dated February 4, 2021 be received and filed; and, THAT Council authorize the Chief Administrative Officer (CAO) and Warden to sign the "Long -Term Care Home Service Accountability Agreement (L-SAA) — Schedule E" for the Homes for the period of January 1, 2020 — December 31, 2020. INTRODUCTION: The South West Local Health Integration Network (SWLHIN) Long -Term Care Home Service Accountability Agreement (L-SAA) Schedule E — Form of Compliance Declaration is an annual reporting requirement. DISCUSSION: The Long -Term Care Home Service Accountability Agreement (L-SAA) includes a schedule of reporting requirements for specific reports related to performance, occupancy, staffing, funding, compliance, etc. Schedule E, "Form of Compliance Declaration" relates to a declaration by the Chief Administrative Officer that the Health Service Provider has fulfilled its obligations under the L-SAA during the applicable period. The reporting period is from January 1, 2020 — December 31, 2020. In regards to the COVID-19 pandemic, several adjustments (timeline extensions for reporting, etc.) were provided in the 2020 year to support LTCHs in prioritizing resident care and infection prevention control measures. "K3 2 FINANCIAL IMPLICATIONS: It is imperative that staff ensure that the requirements of the Long -Term Care Home Service Accountability Agreement (L-SAA) — Schedule E are met to support timely and appropriate funding to the LTCH's. ALIGNMENT WITH STRATEGIC PRIORITIES: Serving Elgin ® Ensuring alignment of current programs and services with community need. ❑ Exploring different ways of addressing community need. ❑ Engaging with our community and other stakeholders. Additional Comments: Growing Elgin ❑ Planning for and facilitating commercial, industrial, residential, and agricultural growth. ® Fostering a healthy environment. ® Enhancing quality of place. LOCAL MUNICIPAL PARTNER IMPACT: None COMMUNICATION REQUIREMENTS: Investing in Elgin ❑ Ensuring we have the necessary tools, resources, and infrastructure to deliver programs and services now and in the future. ® Delivering mandated programs and services efficiently and effectively. The completed and signed Long -Term Care Home Service Accountability Agreement (L-SAA) — Schedule E Form of Compliance Declaration for each of the three (3) County of Elgin LTCHs shall be forwarded, as required, to the SWLHIN by end of day February 10, 2021. "E11 CONCLUSION: To the best of staff's knowledge, the three (3) County of Elgin Homes have satisfied the requirements of Schedule E — Form of Compliance Declaration and recommend that this form be signed for all three (3) Homes. All of which is Respectfully Submitted Michele Harris Director of Homes and Seniors Services Approved for Submission Julie Gonyou Chief Administrative Officer 3 "N7 Schedule E — Form of Compliance Declaration DECLARATION OF COMPLIANCE Issued pursuant to the Long Term Care Service Accountability Agreement To: The South West Local Health Integration Network (the "LHIN"). From: The Board of Directors (the "Board") of the Corporation of the County of Elgin (the "HSP") For: Elgin Manor (the "Home") Date: February 10, 2021 Re: January 1, 2020 — December 31, 2020 (the "Applicable Period") The Board has authorized me, by resolution dated February 9, 2021, to declare to you as follows: After making inquiries of the Michele Harris, Director of Homes and Seniors Services and other appropriate officers of the HSP and subject to any exceptions identified on Appendix 1 to this Declaration of Compliance, to the best of the Board's knowledge and belief, the HSP has fulfilled, its obligations under the long-term care service accountability agreement (the "Agreement") in effect during the Applicable Period. Without limiting the generality of the foregoing, the HSP confirms that (i) it has complied with the provisions of the Local Health System Integration Act, 2006 and with any compensation restraint legislation which applies to the HSP; and (ii) every Report submitted by the HSP is accurate in all respects and in full compliance with the terms of the Agreement; Unless otherwise defined in this declaration, capitalized terms have the same meaning as set out in the Agreement between the LHIN and the HSP effective April 1, 2020. Julie Gonyou, CAO Tom Marks, Warden Schedule E— Form of Compliance Declaration Cont'd. 116 Appendix 1 - Exceptions Please identify each obligation under the LSAA that the HSP did not meet during the Applicable Period, together with an explanation as to why the obligation was not met and an estimated date by which the HSP expects to be in compliance. E 117 Schedule E — Form of Compliance Declaration DECLARATION OF COMPLIANCE Issued pursuant to the Long Term Care Service Accountability Agreement To: The South West Local Health Integration Network (the "LHIN"). From: The Board of Directors (the "Board") of the Corporation of the County of Elgin (the "HSP") For: Terrace Lodge (the "Home") Date: February 10, 2021 Re: January 1, 2020 — December 31, 2020 (the "Applicable Period") The Board has authorized me, by resolution dated February 9, 2021, to declare to you as follows: After making inquiries of the Michele Harris, Director of Homes and Seniors Services and other appropriate officers of the HSP and subject to any exceptions identified on Appendix 1 to this Declaration of Compliance, to the best of the Board's knowledge and belief, the HSP has fulfilled, its obligations under the long-term care service accountability agreement (the "Agreement") in effect during the Applicable Period. Without limiting the generality of the foregoing, the HSP confirms that (i) it has complied with the provisions of the Local Health System Integration Act, 2006 and with any compensation restraint legislation which applies to the HSP; and (ii) every Report submitted by the HSP is accurate in all respects and in full compliance with the terms of the Agreement; Unless otherwise defined in this declaration, capitalized terms have the same meaning as set out in the Agreement between the LHIN and the HSP effective April 1, 2020. Julie Gonyou, CAO Tom Marks, Warden Schedule E— Form of Compliance Declaration Cont'd. 118 Appendix 1 - Exceptions Please identify each obligation under the LSAA that the HSP did not meet during the Applicable Period, together with an explanation as to why the obligation was not met and an estimated date by which the HSP expects to be in compliance. E 119 Schedule E — Form of Compliance Declaration DECLARATION OF COMPLIANCE Issued pursuant to the Long Term Care Service Accountability Agreement To: The South West Local Health Integration Network (the "LHIN"). From: The Board of Directors (the "Board") of the Corporation of the County of Elgin (the "HSP") For: Bobier Villa (the "Home") Date: February 10, 2021 Re: January 1, 2020 — December 31, 2020 (the "Applicable Period") The Board has authorized me, by resolution dated February 9, 2021, to declare to you as follows: After making inquiries of the Michele Harris, Director of Homes and Seniors Services and other appropriate officers of the HSP and subject to any exceptions identified on Appendix 1 to this Declaration of Compliance, to the best of the Board's knowledge and belief, the HSP has fulfilled, its obligations under the long-term care service accountability agreement (the "Agreement") in effect during the Applicable Period. Without limiting the generality of the foregoing, the HSP confirms that (i) it has complied with the provisions of the Local Health System Integration Act, 2006 and with any compensation restraint legislation which applies to the HSP; and (ii) every Report submitted by the HSP is accurate in all respects and in full compliance with the terms of the Agreement; Unless otherwise defined in this declaration, capitalized terms have the same meaning as set out in the Agreement between the LHIN and the HSP effective April 1, 2020. Julie Gonyou, CAO Tom Marks, Warden Schedule E— Form of Compliance Declaration Cont'd. 120 Appendix 1 - Exceptions Please identify each obligation under the LSAA that the HSP did not meet during the Applicable Period, together with an explanation as to why the obligation was not met and an estimated date by which the HSP expects to be in compliance. E 121 i; 11 /OT;1 Progressive by, Nature RECOMMENDATION: REPORT TO COUNTY COUNCIL FROM: Sam McFarlane, Accessibility Coordinator DATE: February 9, 2021 SUBJECT: Multi -year Accessibility Plan — 2020 Annual Status Report THAT the report titled "Multi -year Accessibility Plan — 2020 Annual Status Report" dated February 9, 2021 be received and filed. INTRODUCTION: Elgin County staff are required to prepare an annual accessibility status report on the progress of measures taken to implement the strategies outlined in the Multi -Year Accessibility Plan. In addition, the status report must be posted on the website for public viewing. DISCUSSION: The County's second multi -year accessibility plan was adopted by Elgin County Council in 2015 and expired at the end of 2020. Over this 5-year period, on an annual basis, County staff are required to provide an update to County Council on the progress made towards obtaining the goals outlined in the Multi -Year Accessibility Plan. This report will outline the measures taken to ensure compliance under the Accessibility for Ontarians with Disabilities Act (AODA) as well as the Integrated Accessibility Standards Regulation (IASR). The full status report is attached. A new Joint Multi -Year Accessibility Plan (2021-2026) is currently being put together with all local municipal partners being consulted during the process. This Joint Multi - Year Accessibility Plan will come forward to County Council in the second half of 2021. `A 2 Highlights of the 2020 Annual Status Report include: • Enabling Accessibility Fund (Federal grant opportunity for funding up to $100,000) application support provided to multiple local municipal partners o Successful in securing funding in the full amount of $100,000 for the installation of a new universal washroom in the Elgin County Administration Building basement • Ontario Trillium Foundation: Resilient Communities Fund application support for a number of local municipal partners — applications pending review • Ministry for Seniors & Accessibility Compliance Audit support provided to multiple local municipal partners — awaiting compliant response • Elgin County/ Central Elgin Joint Accessibility Advisory Committee reviewed and provided feedback on the Port Stanley Fire Hall project • Integrated Accessibility Standards Regulation & Ontario Human Rights Code virtual training provided to the Municipality of West Elgin staff • Significant accessibility upgrade at the Straffordville Library with the installation of an elevator, providing access to the basement level for all occupants • Handrails installed in the County Administration Building basement to support users of all ages and abilities to navigate the main hallway ramp • County of Elgin Procurement Policy updated to include best practices accessibility verbiage 123 3 FINANCIAL IMPLICATIONS: None. ALIGNMENT WITH STRATEGIC PRIORITIES: Serving Elgin ® Ensuring alignment of current programs and services with community need. ® Exploring different ways of addressing community need. ® Engaging with our community and other stakeholders. Growing Elgin ❑ Planning for and facilitating commercial, industrial, residential, and agricultural growth. ❑ Fostering a healthy environment. ❑ Enhancing quality of place. LOCAL MUNICIPAL PARTNER IMPACT: None. COMMUNICATION REQUIREMENTS: None. CONCLUSION: Investing in Elgin ❑ Ensuring we have the necessary tools, resources, and infrastructure to deliver programs and services now and in the future. ® Delivering mandated programs and services efficiently and effectively. As outlined in the attached status report, the County will continue to remove barriers to people with disabilities. These efforts will be communicated to County Council through the development of a multi -year accessibility plan and affiliated annual status reports. 124 All of W11101 is Kespecttully Submitted Sam McFarlane Accessibility Coordinator Amy Thomson Director of Human Resources Approved for Submission Julie Gonyou Chief Administrative Officer EI `Pk7 Ev L Y, U1 / 1, rog,' cars b More Annual Accessibility Status Report A summary of Elgin County's accomplishments towards inclusion in 2020 `MI. Objectives and Purpose This is the County of Elgin's Annual Accessibility Status Report update. In 2013, Elgin County released its first Multi -Year Accessibility Plan, in accordance with the Accessibility for Ontarians with Disabilities Act (AODA) and the Integrated Accessibility Standards Regulation (Ontario Regulation 191/11). The plan outlined the County's strategy to prevent and remove barriers to accessibility, which included how to meet phased -in requirements under the AODA. In 2015, the County released its second Multi -Year Accessibility Plan, which takes the County's accessibility efforts through to the end of 2020. This Status Report includes the accessibility initiatives that were completed in 2020 to implement the strategy outlined in the County's Multi -Year Accessibility Plan. The purpose of this Status Report is to make the public aware of Elgin County's progress with accessibility implementation and to prevent and remove barriers and meet requirements under the AODA. Compliance Reporting Elgin County filed it's fourth Accessibility Compliance Report in 2019 with the Ministry for Seniors and Accessibility. Elgin County's Commitment Statement The County of Elgin's statement of commitment establishes the vision and goals for the Municipality to meet the legislated accessibility requirements. The County's statement of commitment is publicly available on the County website. The County of Elgin is committed to eliminating barriers and improving accessibility for people with disabilities in a manner that respects dignity, independence, integration and equal opportunity. The County of Elgin recognizes the diverse needs of all our residents and customers and will respond by striving to provide goods, services and facilities that are accessible to all. The County of Elgin is committed to being responsive to the needs of all our residents and employees. In order to meet the needs of people with disabilities the County will: • Ensure policies address dignity, independence, integration and provide for equal opportunity for people with disabilities. • Allow people with disabilities to use their own personal devices to obtain, use or benefit from the services offered by the County. • Accommodate the accessibility needs of people with disabilities to ensure they can obtain, use or benefit from the County's goods, services, programs and facilities. `PiN • Communicate with people with disabilities in a manner that takes into account the person's disability. The County of Elgin will promote accessibility by ensuring that compliance is met for all regulations made under the Accessibility for Ontarians with Disabilities Act, 2005. Timelines for compliance vary. In order to ensure that timelines are met, The County will establish, implement and maintain a multi -year accessibility plan. The plan will outline the County's strategy to prevent and remove barriers to people with disabilities. Continuous Achievements in Accessibility • The County of Elgin focuses on removing barriers which may exist in our buildings and facilities, while ensuring that new buildings, leases, and renovations do not create any new barriers. • Elgin County/Central Elgin Joint Accessibility Advisory Committee continues to meet and review accessibility initiatives. • The County of Elgin continues to comply with the requirements of the Integrated Accessibility Standards Regulation including continuing to train staff, volunteers and third parties who interact on behalf of the Municipalities on an ongoing basis. • All library branches continue to provide accessible materials and communication supports upon request. In addition, the library has several accessible materials and resources available including but not limited to: large print books, audio books, CELA Library loan access, electronic materials with zoom features, hand- held magnifiers as well as ZoomText with large print keyboards • Continue to review customer feedback and take appropriate action. 2 128 Highlights of 2020 As a result of the COVID-19 Pandemic response in the Human Resources Department, the County's Accessibility Coordinator was temporarily redeployed during a portion of 2020 in a supporting role. This support included screening in our long term care facilities along with additional COVID-19 response tasks as assigned by both the Manager and Director of the Human Resources Department. Considering the required 50/50 hourly split with the County of Middlesex, there were some priority items that have been pushed into 2021. With that in consideration, please see below some of the accessibility related highlights of 2020: • Enabling Accessibility Fund (Federal grant opportunity for funding up to $100,000) application support provided to multiple local municipal partners o Successful in securing funding in the full amount of $100,000 for the installation of a new universal washroom in the Elgin County Administration Building basement a Ontario Trillium Fund: Resilient Communities Fund application support for a number of local municipal partners — applications pending review • Ministry for Seniors & Accessibility Compliance Audit support provided to multiple local municipal partners — awaiting compliant response • Elgin County/ Central Elgin Joint Accessibility Advisory Committee reviewed and provided feedback on the Port Stanley Fire Hall project • Integrated Accessibility Standards Regulation & Ontario Human Rights Code virtual training provided to the Municipality of West Elgin staff • Significant accessibility upgrade at the Straffordville Library with the installation of an elevator, providing access to the basement level for all occupants Handrails installed in the County Administration Building basement to support users of all ages and ability navigate the main hallway ramp 0 County of Elgin Procurement Policy updated to include best practices accessibility verbiage 3 129 Availability of the Plan and Status Report The Multi -Year Accessibility Plan and Annual Accessibility Status Reports can be accessed through Elgin County's website: http://www.elgincounty.ca/main-menu/county- council/accessibilitv Contact Information For more information contact — Elgin County's Accessibility Coordinator: Phone 519-631-1460 ext. 167 Fax 519-633-7785 Email smcfarlane@elgin.ca Mail Accessibility Coordinator County of Elgin, Human Resources Dept. 450 Sunset Drive, St. Thomas, ON N5R 5X7 Accessible formats and communication supports available upon request. 2 130 Progressive by, Nature RECOMMENDATION: REPORT TO COUNTY COUNCIL FROM: Jessica Silcox, Economic Development Coordinator DATE: February 9, 2021 SUBJECT: Local Business Support & Workforce Initiatives THAT the February 9, 2021, report titled, Local Business Support & Workforce Initiatives, submitted by the Economic Development Coordinator, be received and filed for information. INTRODUCTION: Supporting local has never been more imperative than it is today. The ongoing Covid-19 Pandemic and the uncertainty that it presents, has challenged many local businesses within Elgin County. As a result, Elgin's Economic Development and Tourism department has been proactive in shifting their programming to help the local business community more than ever before. Staff from Elgin's Economic Development and Tourism department have been busy assisting and informing local businesses about the programs and grant funding available to them from the Provincial and Federal Governments, promoting local businesses through a Support Elgin shop local campaign, all while working closely with partnering organizations such as the Elgin Middlesex Oxford Workforce Planning and Development Board (WPDB) to help address local workforce needs. DISCUSSION: Information Sharing With the ever -changing programs and grants becoming available to the business community, Elgin's Economic Development and Tourism staff created a Covid-19 Resource webpage within its Economic Development website to act as a one -stop -shop for accessing this information 19 This webpage is updated on an ongoing basis with new grants and supports added as they become available. MCI Economic Development and Tourism staff also disseminate this information, as well as any other local supports, and department lead initiatives to the local business community through monthly emails, and online through the department's social media handles. Support Elgin The Support Elgin campaign began during the onset of the Pandemic with the focus being on promoting and featuring Elgin businesses across all sectors, and throughout the entire County. Staff began this campaign by updating the online business directory .................................................... ...................°............................. ..°.Ion the Economic Development website ew n�uui°.u° u : ............V....l.i..u...°.u.) Staff completed outreach to the community to ensure that all businesses that wanted to be listed were included and/or updated. This business directory is available as a listing for all businesses across the County with the capability of sorting by business type, or by Municipality. Businesses that wish to be added are encouraged to fill out an online form, or email the department. Another component of this campaign, is the online promotion for local businesses. Each week, various businesses from this directory are featured on the Economic Development & Tourism Facebook page, with the sole purpose to promote local and educate the public on the various businesses and services available in Elgin County. These posts continue to see positive engagement from not only business owners, but from consumers and clients as well. With the success of this Facebook campaign, staff created window decals for local businesses to place within their storefront windows, see Figure One. Staff have been busy mailing these window decals to local businesses throughout the County. Figure One: Support Elgin Window Decals 2 `F-A 3 Elgin Middlesex Oxford Workforce Planning and Development Board In Ontario, there are currently twenty-six (26) Workforce Planning Boards that serve the four regions across the province. Together, these 26 Boards create a network known as Workforce Planning Ontario. The County of Elgin is represented through the Elgin Middlesex Oxford Workforce Planning and Development Board. This Board strives to provide its stakeholders with quality labour market information to ensure that decision making results in thriving and viable economies for Elgin, Middlesex, and Oxford Counties (The City of London and City of St. Thomas are also represented by this Board). This is achieved through gathering information, not only about the supply of labour, but also the demands of the local labour market. Information is collected through working directly with area employers to identify their current and emerging skills needs, as well as utilizing data available from Statistics Canada and other reliable sources. Once this information is gathered and analyzed by staff at the WPDB, it is then shared with stakeholders, job seekers, local employment services (such as Employment Services Elgin and Fanshawe Employment Services), and future job seekers, students, through Ontario's formal education systems. Currently, the Elgin Middlesex Oxford Workforce Planning and Development Board is undertaking various workforce initiatives that address the current and future needs of the region's business community, otherwise referred to as the London Economic Region (LER). Since the onset of Covid-19, the Pandemic has been top of mind for the Board to incorporate into their planning and projects. Staff from Elgin County's Economic Development department work closely with the WPDB and are actively involved in their workforce development and planning initiatives. As indicated below, these initiatives align well with some of County Council's strategic priorities. Elgin Workforce Development Network The Elgin Middlesex Oxford Workforce Planning and Development Board has developed a network in each of its respective Counties that it serves to address their community's unique concerns and needs. Staff from Elgin's Economic Development department are active members of the WPDB's Elgin Workforce Development Network. This Network is comprised of stakeholders from across the Elgin — St. Thomas region that play a key role in working with and assisting the local business community. As a collective, this Network is currently looking to revise its workforce strategy to address current trends, issues, and the changing demands of the Covid-19 Pandemic in relation to the local economy and workforce. The kick-off meeting for the Elgin Workforce Development Network's workforce strategy is set to begin shortly, with the goal of releasing this strategy in the latter part of 2021. 133 El Employer Needs Assessment Survey In September 2020, the WPDB released an Employer Needs Assessment Survey (ENA Survey) to collect imperative data from local employers within the London Economic Region. Surveys from other partner organizations indicated that the region saw a significant amount of both temporary and permanent layoffs, and closures due to the Pandemic. The purpose of the ENA Survey was to identify what employers in the London Economic Region required to hire new staff or re -hire former staff as a direct result of the Pandemic. Over the course of three (3) weeks, this survey was sent out to employers through various stakeholder's channels to determine what Provincial and Federal supports may be required to assist local businesses in moving forward. Staff from Elgin's Economic Development department assisted in disseminating this survey link to its business community through email correspondence and across its various social media platforms. This survey asked questions in relation to changes to staffing levels, short-term and long-term layoffs, requirements for moving forward, skilled labour needs, the effects of technology, the need for technology training, and more, to determine the trends of Covid-19 on the local workforce. The results of the ENA Survey, Appendix One of this report, provides an excellent insight on the 302 surveys that were collected and analyzed by staff at the WPDB. Nearly 40 of these surveys were completed by Elgin County businesses, with the majority of overall respondents from the manufacturing, accommodation and food services, retail trade, healthcare and social assistance, and other services (except public administration) sectors. The data collected suggests that Covid-19 has affected every industry in the London Economic Region, with a greater magnitude of impact on some sectors over others. Moreover, it advocates that micro- and small- sized enterprises struggled with shifting their businesses to e-commerce, while medium- and large- businesses were more concerned about increasing staffing to meet demands. The results are further broken down by industry to portray their specific needs and concerns, with many industries indicating that their top priority would be assistance in offsetting wage costs. Overall, it became evident that this survey does not portray any drastic changes from previous non-Covid labour market surveys. However, the results do demonstrate the importance of breaking data down by sector to ensure targeted benefits can occur. Scenario Planning Report In uncertain times and when substantial socio-economic disruptions occur, scenario planning is the favoured method for economists, economic developers, and business professionals for strategic planning. 134 5 With this in mind, the WPDB began the process of creating a Scenario Planning Report, Appendix Two, in September and October of 2020. The intensions of this report were to broaden and deepen the conversations in addressing present and future economic and social impacts in the London Economic Region due to Covid-19. This report provides stakeholders with a recovery timeline, as well as highlighting past issues, present and future impacts of the Pandemic, and most importantly, recommendations on potential labour market and workforce initiatives that can be implemented up to June 2022. A timeline for economic recovery is a key component of this report. The report presents four stages for the London Economic Region, as well as for individual sectors or businesses. These stages are as follow: REACT, RESTART, RECOVER, and RESILIENCY. REACT: Adjusting to lockdown conditions and new restrictions, accessing remedies, taking short-term and reactive actions. Priority is staying afloat. RESTART: Adjusting to new, more stable conditions that permit a certain level of business activity, while still relying on temporary remedies and preparing for potentially serious threats including new lockdowns. Priority is reaching a new steady state. RECOVER: A new steady state, or new normal, is sustainably achieved. Depending on the sector, this may represent a return to pre-Covid-19 levels of activity. Businesses may still be dealing with the impacts of downturn in other sectors or in the economy. Priority is long-term investments and changes to business model that enable success in the new normal. RESILIENCY: The benefits of investments and long-term changes made in the recover phase are felt. Whether as a result of these changes, or the end of the Covid-19 crisis, businesses become impervious to negative impact related to Covid-19. Priority is growth beyond the Covid-19 crisis.' Figure Two, below, is a chart from the Draft Scenario Planning Report that further breaks down each economic subsector and which stage in the economic recovery timeline they were in from March 2020 — November 2020. The data in Figure Two is extremely helpful in that it suggests that not every sector progressed or will progress through these four stages at the same time or at the same rate. Therefore, the needs and supports required by each economic subsector in the London Economic Region may also vary. 1 Elgin Middlesex Oxford Workforce Planning and Development Board (2021). Scenario Planning Report. N The Scenario Planning Report also presents a Post Covid-19 Economic Recovery Scenario Matrix, Figure Three of this report. This Matrix provides four scenarios: Scenario 1: Low pandemic resolution and high public support Scenario 2: High pandemic resolution, high public support Scenario 3: Low pandemic resolution and low public support Scenario 4: High pandemic resolution, low public support Figure Two — Stages of Economic Recovery by Economic Subsector in the London Economic Region Economic SUbsector Mar-20 Apr-20 May-20 Jun-20 Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Agriculture ............... ..................................... - Resiliency Resiliency Restart Resiliency Resiliency Resiliency . ................... ...................................................... - Resiliency Resiliency c-y---/ Construction Restart Recover Recover Resiliency Res0lency Resiliency Manufacturing Restart Recover Recover Recover Recover Wholesale and retail trade Restart Transportation and ��fM� warehousing krlelelellal%" YX VIENNIN, Restart Recover Recover Finance, insurance, real estate, yenta{ and leasing Restart Recover Resiliency Resiliency Resiliency Resiliency Resiliency Resiliency Professional, scientific ��,,,/ and techritca services��JJ�J�1J,�� Restart Recover Resiliency Resiliency Resihency Business, building and/�/� other Support services Resiliency Resiliency Restart Recover 11JI21, Educational services Resiliency Resiliency Resiliency Resiliency Restart Health care and social 1111 V. assistance ro F/I /// Restart Recover Recover Recover Recover Information, culture and recreation Restart Recover Resiliency Resiliency Accommodation and/�/food services Restart Recover Recover Recover Recover Other services (excet p) Ur", public administration Restart Recover Recover Recover PLfl)Iic r Restart Recover Resiliency Resiliency Resiliency Resiliency administration Mar-20 Apr-20 May-20 Jun-20 Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 7 Figure Three — Post Covid-19 Economic Recovery Scenario Matrix These scenarios will be resourceful in guiding local workforce initiatives and economic development as the Pandemic progresses. Staff from Elgin's Economic Development department are active members of the Scenario Planning Committee. During the last Committee meeting, it was determined that the London Economic Region is currently in Scenario 1 and could be moving towards Scenario 2 shortly. EmployerONE Survey Each January, all Workforce Planning Boards across Ontario, outside of the GTA, conduct an EmployerONE Survey to gather information about the needs and challenges faced by local employers. This survey generally requires 10 minutes of an employer's time to answer questions as they relate to their current workforce, hires and separations, recruitment methods, as well as education, skills and training needs. The survey remains open for the entire month of January with required targets for each County to help ensure that the data is as statistically significant as possible. Staff from the WPDB provide Elgin's Economic Development staff, as well as other partner organizations, with weekly updates on these targets. These updates are important, as they are helpful in knowing which sectors may require direct outreach to ensure all targets are met. At the time of writing this report, almost all of the 2021 `KrA EmployerOne Survey's targets have been reached, if not succeeded within Elgin County. The results of this survey provide the Elgin Middlesex Oxford Workforce Planning and Development Board, as well as its stakeholders, with the data to accurately respond to the needs of its local employers. It is anticipated that a report with results will be readily available in early March, with data drilled down to the County level being accessible in April. Skills 2 Succeed Program With the success of the Skills 2 Succeed Program in the City of London's Food - Manufacturing sector, the Elgin Middlesex Oxford Workforce Planning and Development Board has applied for funding through the Ministry of Labour, Training and Skills Development to expand this Program in Elgin, Middlesex, and Oxford Counties in 2021. The Skills 2 Succeed Program is an initiative that aims to provide employers with workers that have the right skills for the job, while helping people to obtain the correct skills that will enable them to connect with these jobs, and ultimately retain employment after the Program is complete. Using the City of London's Program as a foundation, Elgin's program will focus on the manufacturing sector as well. This is due to the fact that Elgin's manufacturing sector faces similar challenges to London, with the key issue being the lack of available skilled workers. This program will attempt to mitigate the severity of the labour shortages in the manufacturing sector within our region. London's Skills 2 Succeed Program ran several four -week training sessions, with 15 participants in each session. This Program focused on employer identified technical skills required such as safe food handling, WHMIS, food safety and meat processing, and other food -manufacturing skills, as well as soft skills such as communication skills, integrity, and organizational skills. Moreover, the program also provided life skills including financial literacy, setting a routine/schedule, healthy habits and the importance of a good nutrition. These training sessions were offered virtually in partnership with Fanshawe College. Upon completing these crucial four (4) weeks of training, participants were then placed on a paid co-op with partnering workplaces, for eight (8) weeks, to put these skills to action. The ultimate goal of these co-ops was to provide hands-on skills to participants, while assisting the partnering workplaces in retaining these participants as long-term employees. To be successful, this program requires collaboration from employers, workers, and the community. If the WPDB is successful in obtaining the funding from the Ministry of 138 0 Labour, a regional committee will be formed to oversee this program in Elgin, Middlesex and Oxford Counties, as well as an employer directed local working committee to assist within each County to meet their unique needs. Staff from Elgin's Economic Development department will be active members of these committees and will act as a resource to assist in connecting both employers and people to the Program. If the Program has positive outcomes, there is the potential to see this program continue in the years to come, with continued funding from the Ministry of Labour. London & Area Works The Elgin Middlesex Oxford Workforce Planning and Development Board is once again partnering with CTV London to continue its longstanding relationship in promoting the London & Area Works campaign. In the past, Elgin has partnered with the WPDB through becoming a sponsor of the London & Area Works programming on the 6pm CTV London News. This programming traditionally ran in the fall and spring with the focus being on large scale manufacturing businesses in the London Economic Region. In 2021, there will be a shift towards featuring local small businesses that have pivoted and/or have expanded their operations. Elgin's Economic Development staff will assist with this campaign by providing a list of businesses that meet these requirements. CTV will then feature one business per week, of their choice, in the spring and fall from the London Economic Region during their weekly London & Area Works news feature. Elgin's logo will be displayed as a sponsor on a rotating basis with the other sponsors along with inclusion on the London & Area Works webpage II:II: ° M ' /fncind iin ctvniews Ca/A(II)IJ�S),which houses all of the businesses that have been featured through the campaign in previous years. However, it should be noted that in the past, through offering CTV this list of businesses, these businesses' stories have also trickled into their everyday news lineup, as CTV is always looking for new local content to share. This sponsorship also ties into the London & Area Works Job Fair. Each spring and fall, this Job Fair is held at the Western Fair Agriplex to help local employers fill vacancies and those seeking employment with opportunities. In 2021, this job fair will be held virtually on April 20t" and September 21st. As a sponsor of the London & Area Works campaign, Elgin's logo will be used in all promotions for these events. Staff from Elgin's Economic Development department will email local employers the link to sign up for these jobs fairs and help to answer any questions they may have. Moreover, staff will also assist in promoting the public to participate in the job fair as well. 139 10 onsoring this campaign, it not only highlights local businesses, but also - -- --11 public awareness into the types of employment available within Elgin County. FINANCIAL IMPLICATIONS: $5,000 from the Economic Development department's 2021 operating budget will be allocated towards partnering with the Elgin Middlesex Oxford Workforce Planning and Development Board on the London & Area Works Campaign mentioned above. ALIGNMENT WITH STRATEGIC PRIORITIES: Serving Elgin Growing Elgin Investing in Elgin ® Ensuring alignment of ® Planning for and ❑ Ensuring we have the current programs and facilitating commercial, necessary tools, services with community industrial, residential, resources, and need. and agricultural growth. infrastructure to deliver ❑ Exploring different ways of addressing community need. ® Engaging with our community and other stakeholders. ❑ Fostering a healthy environment. ® Enhancing quality of place. LOCAL MUNICIPAL PARTNER IMPACT: None. COMMUNICATION REQUIREMENTS: programs and services now and in the future. ❑ Delivering mandated programs and services efficiently and effectively. Elgin County's Economic Development staff will continue to disseminate business supports, and workforce development initiatives to the business community through email correspondence, and promote them accordingly through its various social media platforms. 140 11 When appropriate, this information is also disseminated through Elgin's Corporate social media platforms and shared with Local Municipal Partners to promote. CONCLUSION: There are several ongoing workforce supports and initiatives underway within Elgin County. With the uncertainty of the Covid-19 Pandemic, it is imperative that Economic Development and Tourism staff continue to work closely with and support the local business community through these unprecedented times. Moreover, it is crucial that staff are committed to engaging with the Elgin Middlesex Oxford Workforce Planning and Development Board to ensure that our local business community feels supported through the various projects and initiatives mentioned above. All of which is Respectfully Submitted Jessica Silcox Economic Development Coordinator Approved for Submission Julie Gonyou Chief Administrative Officer `1 IBashir Adeyeimo, Jacqueline IDeimeindeev, IDelbira Mouinteinay & I II• IliiSunridge J Workforce IP l in in fii n Development u rd Elgin Middlesex Oxford M This project is funded in part by the Government of Canada and the Government of Ontario. 143 C o ire 't e in't s I N "I RODUC1 0 RY S"I"ATE M E N "1 4 METHOD011 0GY..--..--- .... 5 EX FIRACI lI IN G II l�::.:: S U Ll S ll:::: 1110 IM 0 U III II l�::.:: G 110 IN ........................ ................ ................................... 6 VIISUAII IZIING RESUII 1 S.. 7 IMP11 ICA IONS OF RESUII I S ....... ............................... -- .......... — — "l. 5 L E A 111 IN 11 IN G ll:::: 1110 IM 111 U IS II IN l::::01I:-lMAf 10III .1. 5 S 10 11 11 S E rS IN E D E [D.. .1. 9 S U 11:111:10 1111 S A IN D 11 IN ll:::: 0 111 lIM AT 110 IN ll:::: 0 R 1I3 U S 11 IN S S IN E D ................................... 21 CONCII U S 10 IN 23 144 Clhainge Matter.; . I'"irnpoyeir INeeds Assessirn:.init roir COVIII) U9 Recoveiry 2020 II in t Ir o d u ct Ir y S , a t irn e Irk , The London Economic Region has been experiencing both temporary and permanent job loss due to COVID-19. Workforce IPllanniin West Suirvey conducted early in the pandemic, showed that 20.5% of those who were employed on March 2, 2020 were temporarily not working, and 3.4% were permanently laid off due to the impact of COVID-19 on businesses. The spring 2020 We.sterrn Orntairiio Wardens' Caucus Business ................................................................................................................................................................................................................................................... ,agj, gy 2..0, stated, "The impact of COVID-19 on the economy of Western Ontario has been significant with 34% of business temporarily closed. A small number of businesses, 2%, identified that they were permanently closed." As the economy recovers, it is anticipated distancing, PPE, health / labour guidelines, worker attitudes, shift work, recruitment / layoffs, etc. Yet, labour market impacts were not fully known. More information was required about employer circumstances and what employers required in order to move forward during these unprecedented and challenging times. An Employer Survey / Needs Assessment conducted through an OLMP research project funded through the Ministry of Labour, Training and Skills Development was developed to provide this information, inform community planning and form the basis to develop a response to increased employer need. The results of this research were shared broadly with community stakeholders to encourage a coordinated that businesses will rehire / hire the workforce response. they need to continue their operations. In the aftermath of COVID-19, there have been WPDB Executive Director, changes to how businesses provide service, Debra Mourilenay and conduct their operations, i.e. Physical 145 C Iha Inge IMaP.teirs . Ill:irnpdyer II"needs For C,MOVIIIII`M9 IlR(:,.cove iry 2020 I "'he Survey and Data collection The Employer Needs Assessment survey is a one-time assessment of the supports needed by employers to move forward during these unprecedented and challenging times. The survey is administered across the three counties of Elgin, Middlesex and Oxford (London Economic Region) with a total of 314 surveys collected and 302 analyzed. Survey data was collected through online questionnaire administered on Survey Monkey. The technique used involved establishing five collector points for different survey groups for ease of collection. Based on the significance of the survey, a sample size similar to EmployerOne survey was used in order to be representative of the number of businesses in the London Economic Region. The set sample size for the survey, according to 20,515 business population was 388 employers across Elgin, Middlesex and Oxford Counties, with 95% confidence interval and 5% Margin of error. At the end of the exercise, we ended up with 314 surveys across the 3 counties and this implied that we are at a 90% Confidence Interval and 5% Margin of Error from 20,515 population size. The implication is that there is a 90% probability that the sample collected for the survey reflects the attitudes of the population of businesses in the London Economic Region. The goal of this Employer Needs Assessment (ENA) research project is to capture the perspective and the varying experience of employers as the pandemic affects their businesses/ as a result of the impact of COVID19 on their businesses The London Economic Region comprises of the counties of Elgin Middlesex and Oxford and the various Municipalities, Cities and Townships under them. In the entire region there are 20,515 businesses ranging in size of employees from 1-4, 5-99, 100-499, 500 and above. (Canadian Survey of Business Counts, June 2019) Data Limitations The task of properly grouping businesses into the right category can be challenging for business owners. In the questionnaire businesses were given the option to provide the best description of their business, if they are unsure of the industry in which they operate. This description was then used in properly identifying the corresponding industry for their business. In few cases, some figures given by respondents only indicate estimates and not the actual values that depict the businesses' situation. This will imply that there might be slight variation in what's recorded for that employer and what the situation is with them. As with every survey, the data collected in this survey does not fully reflect the reality of all employers in the London Economic Region, but it is expected that the number collected to some extent, represents a fair number to which inference can be made to convey the overall picture of what the needs of businesses are. 146 C1hai nge IMa°P teirs -III nrapoyeir IPllleeds .HT.H ssirnent For CVIHD 9 IIRecs, veiny 2020 essoins 1,,,,,,,,. e a it in x , it a c , fi in g 11::R e s u I „t IF it o i he task of engaging employers for this project had its challenges. The WPDB recognizes the importance of employer - centered development for labour market projects, and, as part of this report, are sharing the strategies that contributed to the success of collection and engagement during a difficult time. The largest challenge facing the task of survey collection was of survey fatigue. Many groups were already tasked with asking employers questions, and while this project is unique in its benefits for employers, we recognized that in addition to existing ongoing conversations, employers were participating in the urgent changes to operations of their day to day business. 1. Focusing on our networks to approach employers holistically from an empathetic and value- added standpoint 2. Eliminating duplication by taking a targeted information approach 3. Emphasizing the efficiency and precision of the survey itself 4. Taking a region wide approach so as not to fatigue specific communities it [,w I o in Additional success was derived from the WPDB's spectrum of strong community relationships, the leveraging of which ensures the success of our broad reaching projects. These relationships were leveraged through the expertise of the steering committee, existing partnerships and networks and through clear communication on goal completion to help onboard groups to reach our targets. Lastly, the WPDB has an exceptionally responsive e-mail audience. These groups were leveraged in the collection phase but done in a way that was mindful of the amount of communication being sent out to prevent message exhaustion or overloading of our audience. In the next sections of the report, we highlight the importance of further engaging employers in communication and project development. In sharing these pieces from our marketing and communications strategies, we hope to empower readers to spark new conversations and initiatives for the recovery of our labour market from COVID-19. 147 Ca airu 1M altterr l"ir ulpn oyeir 1Nleeds ssessirrmeir t For COVHID- 9 IlR,(:Nz v iry 2020 Visualizing Results (I � � Al j, i � f a( r i � i i itA c u,,) i y i i c �i ,, j o n ) r se 1, 1 c a, MIN VNIMPRINOWE R T c ri, r fo, j I T ci f o 0 t r v i v i (r, x v c, p p i 1::r I ci I n i i i i i, , i i i i y i i. u I f i f r Y, i e f ti i i g ,j tt J l uu ri r u i A r r I n n f I f I I'ir.'rti'zrr (11, u I I j, , � , ar,ri wax, ho, r, i i i smmwmmsm� r I a n r ",I I S it, iri, "a n ( P,du"',,'Incin"'d ormcc", 11,1111111111111 ", , III Ill: I III I III 1111111111111 mrd Wr.rppoa t, ww,,fo rrr,ma,;errwra vui mtmc'(Nrfloln mwmwwmmmm IUD ,fl ,atv "und rvnNfl ond, kyyng mummmumm nfonin"JU,zon cudPura, liammosim �dmilikirmi"m fink W I � "d r,a t (",� r r ,,, d m ; Nl I n I rrt a r I air C, n �!, fr c Cirsrr b A"i r � I I ' t, c, rp, a i, i i f! i,rrl r,Etrl, .i p r Change Matt(ns - Employer Needs Assessmentfor CO°ID-1 IRecomy 2020 HOW MANY PEOPLE ARE CURRENTLY ONI PAYROLL IN YOUIR ORGANIZATION? (hA291 ) 1 4 ..... ... ... ... ... ... 149 Change Maners - Emphyer bleeds AmsewmeNt for COVIES19 Recomy 2020 Nl, ',,I � v I, I � " (,' I r wp, ,,)A J�ulj D 10) 150 Chainge Matters -III rnpoyeir Needs Assessirm:.h init for COVHD-19 R,(:.c.oveiry 2020 D ARE ANY OF YOUR EMPLOYEES ON SHORTTERM LAYOFF? h,,,i �,irri ,,ycl'fd.taiI;s, w, ,,I� ,expo, �wxrai-.. yr� 151 CIlhair ge I atteirs . Ill:irnpoyeir IlNef:!ds !. (.s iirnein°t foir COV11111'MD- 9 Recovery 2020 �u HOW HAS YOUR BUSINESS CHANGED TO ADDRESS THE IMPACT OF THE COVID-19 PANDEMIC ON YOUR WORKFORCE? livxibk- frorn hoini, hour, use,A u:dmulogy kn upu�otkjm, ffi'voir,itic,,flwnl cit nvc",ed hfk vvuHk, �o rnct denwn(,J,, Add,d miw,n'ufl hn�olth,,,upipuit incmntwc,, tmn5pr�iffafmin is irrhui fcn U I N) 40 60 A0 1,00 11�0 140 W P WINNERS ="I,' Uij,))Iw� �w!qpoin �W,,Aj,�L(� cir(!'Itioll, vid"'ix uk) A d d r i a I I d Hid sJ.al j:,,,,0 an Aj",pu,nh(<"'}1 fF) uprwr'� Wasummummummminwom D,majlod hbwoifm,,,,ikm immummumommummon ,II, pDrt oimummmmmmmmmmmmmmmmmimimimummmmmmmmmmmmmmmmmmmmmmmmuu rmrmg milloillillillillillillilliillillillillillillilliillillilillillilloillillilillillillillillillillilliillillillillillillil¢ �nhaincod prnr,,,(wn 152 ('1hainge Matter.; I'"irnplloyeir lNeeds Assessirriii�:.int For COVHD �9 III ecoveiry 2020 HOW MANY OF THE FOLLOWING SKIL,L LEVELS ARE YO PLANNING TO HIREa i f" t, I PIP 0 p 10 ujn� 0", kj°, J M c" CI F" N, I ro J '< ""', r f 'I n,. 1J ", , r n 'i , 11 , ',� " I , " t J v f y" c" 1 1 f, m " 1 f I', V tqa0 i " 14 (� � 1I , , I f u�, rII -u i , v , f , , , I , , , , u� "fl i i , , I I gl y d r c o o u f v 0 n d t t I I i W I C c j r=, rI I I . H'V ;t rI Wp, of !"', f) 1(010 1 , r I' I 11 V ) 7 1 0 , r0 ( ,,,0 4 ( (0 el "I c I 153 Change Malftein.; � �'"inriipoyeir IlNeeds Assessirneint f0ir COVHD-19 Recovery 2020 hmpa,A, tvw ll,Y�,,Jwstty . . . . .. . . . . . �"junl'j,,, i f I j v Y, j 1 rv, c ,,,g C� n nj I IMMUMMONVOR f I, md md 1, IMUNKMENOW Tj mn on VNIMMMMMMM MIMIMIMIMN i o,iNm "'A ,h I i "d ij V,/h, I j 'Wf, M "A � I f i v i Wp, Wp, 154 Chainge Malfter.; , III'"irnpoyeir INeeds Assessirriii�:.init For COVHD �9 IIIRec.oveiry 2020 DOIES YOUR STAFFITRANNG ON USING I 1 1,,adIli itie,iaf I,foi lI'(g" hrd i R Tn.d, ,. j.° 1 . �� et .es, , ,i �kv+.wrwu��luiuiw�uwuuv�ui!aiiu��uim!av!av!aviuuuiu.r.rumrra�luuwiu 1��(,1 i irl?t or»»»ir, 0000nnn�n�rllllrll�n�nn»a 1 n'r. "r1AF it... I.1 - mDJfUl1AJDDl,9�D,90D,9aDJNUIINNUINNJY/J A ..31 1 ,.,.,, mluummmmmuuuuuuuummmmmmmmuuuummmmmmuuuum mom m 0 6 0 Aa. ,rrr'. 1 1 f ,.111, ,,. 1 1 rI nf If J+, fry i.... !1 f,�f 56 r it i °✓'Ff P ,t I;r 1 ofl I t la ,, A, V j,";. 1.lu,"'Jic w�mww Mumouuu G:T,lil"alt"'.5 155 Change 1M alrlerm I:Irrriipbyeir INeeds Assesment for CIIIIII)- 9 IIRecovery 2020 II..........e a it in ii in g ,f ir o i IF Ih i s II in - f it i , ii o i The impact of the COVID19 pandemic transcends every industry of the London's regional economy as most businesses are impacted by either shutdowns or working in reduced capacity but the results of the Needs Assessment have revealed that some industries are feeling the impact more deeply than others While some industries have been able to build resiliency from experience gathered during the first wave, others have yet to recover from the disruptions that affected their business and operations. A number of factors are in play in determining how a business is impacted. The size of a business determines how deeply they are impacted by the pandemic - this could be largely attributed to the existing capacity and protocols that are found in most medium to large businesses. Also, the ability to adapt to new ways of operating is a factor, which is to a great extent connected to available financial resources. Most micro and small businesses admitted it was a tough transition from traditional ways of delivering service to setting up e-commerce platforms for customers as a response to their closed -door policy, while also stressing that the extra health and safety protocols required to operate will cause financial strain to their operations. Medium to large employers were mostly concerned about increasing staff capacity to meet demands. Below are highlights from key industries that participated in the survey: Manufacturing: The manufacturing industry is seeing a favorable outlook as a high proportion of employers either expect their staffing numbers to increase or experience no measurable change over the next six months. Although a few employers indicated they expect a major decrease in employees, this is not a significant proportion. Also, a majority of manufacturing employers revealed they did not experience either short term nor permanent layoffs during the time the survey was conducted. The very nature by which the manufacturing industry operates may have played a vital role, as they work to constantly respond to ongoing demand for products and they have largely remained an essential business through the pandemic. The manufacturing industry is also among the largest employers with a high turnover of employment, which could also explain why layoffs were not high even during the pandemic. Employers emphasized that getting access to childcare remains a huge barrier in getting ahead of the COVID-19 pandemic. Most manufacturing employers have moved to address the impact of COVID-19 on their businesses by introducing flexible work schedules to accommodate staff needs and ensure workplace safety. Accommodation and l,,.00d Services: Employers in the industry indicated moderate optimism, with only 10% indicating they foresee a major decrease in staffing numbers within a six months' period. The Food and Accommodation industry was one of the i%Vctors most severely impacted during the first C1hai nge IMatters -III rnpoyeir IPllla eds .HT.H ssirnent fair CVIHD 9 IIRecs, veiny 2020 wave of the pandemic due to forced closures and reduced capacities, but they appear to have a better understanding of how to safely operate and execute business as the pandemic persists. 37% of employers in the industry indicated they foresee no measurable change in their staffing, while 26% expected a slight increase and similar proportion expected to see major decrease. A notably high proportion (40%) of employers in this industry experienced short-term layoffs compared to all industries combined, and a relatively small proportion of permanent layoffs. The Accommodation and Food Services industry saw a 17% more short term layoffs compared to all industries in the region, and more than half of Retail employers indicated that, since the beginning of COVIDI9, technology has impacted their business/ operations. Through collection of open-ended data, employers in this industry expressed more frustration around the uncertainties surrounding the pandemic, especially as it remains unclear when normal operations can resume. These groups of respondents also expressed concerns about the limited financial help accessible to them. Employers further indicated that "Layoffs/shutdowns" and "Diversification of business" were foremost ways in which they addressed the impact of the pandemic on their business. Retail Trade: With consideration that mostly small to medium sized businesses responded to the survey, and to the seasonality attached to this sector, employers indicated a good forecast for their staffing numbers for the next 6 months even as they continue to battle the impact of the global pandemic. An overwhelming proportion (80%) of employers in Retail Trade expressed they either see either "no measurable change" or "slight increase" in staffing numbers in 6 months, implying that in spite of the pandemic, employers in these industries are constantly looking to hire. The information collected from employers in this industry shows that less than 7% of employees were permanently laid off and 30% noted their employees were on short-term layoff. When asked how they were able to address the impact of COVID19 pandemic on their business/ operations, employers in this industry indicated "Layoffs" and "Increased use of technology" as the top means in which they addressed impact. It was also noted that a high proportion of employers in Retail Trade were affected due to the sudden shift in technology, citing that limited time was available to make the required changes to meet customer needs II°°leallltlhcare aind SocialAssistance: In terms of recruitment, employers in Healthcare and Social Assistance hinted at the best outlook on staffing over the next 6 months, with almost 45% of respondents indicating an "increase in staffing", while 35% indicated they expected "no measurable change" over the span of 6 months. Coupled with what is already known, that the health sector constitutes a large number of essential workers, this information confirms the ongoing need for workers in this industry through the pandemic. A quarter of employers in the Health and Social Assistance industry indicated they put their staff on short term layoff due to the pandemic, while only 3% revealed that they permanently laid their staff off. 157 CIhiai ge II aItteirs . II['irnIpD oyeir 11,l eds Ass s sirrmeir t foir C: VIIIII,D- 9 Recovery 2020 When asked how employers in this industry changed their routine to address the impact of the COVID19 pandemic, "Increased use of technology in operations" and "Flexible for increase in staff as they continue to hire to respond to demand. A high proportion (80%) of employers in this industry indicated that the use of technology has affected their business/ schedule/work from home hours" were the top operations since the beginning of COVID-19, selected choices. Employers also emphasized they were taking extra precautions to keep their workplaces and clients safe, and staff on many occasions have had to take on tasks outside of their scope of work to keep everyone safe. An extremely high proportion (85%) of respondents in this industry admitted that, since the beginning of the COVID19 pandemic, the use of technology affected their business/ operations, and more than half indicated their staff "require additional training on using technology". Other ,Services (except public administration): This industry is showing resilience as only one-third of employers indicated they expect a "slight decrease" in staffing numbers and no 'major decrease" anticipated. While 15% of employers in this industry hinted they had short term layoffs due to the pandemic, less than 1% indicated they had permanent layoffs. Employers in this industry also revealed that "Increased use of technology in operations" and "Flexible schedule/work from home hours" were the top strategies they used in addressing the impact of the pandemic on their business/ operations. Respondents stressed their need and 70% hinted their "staff require additional training on using technology". Agriculllture, forestry, fishing and uri'dlngm A good proportion of employers in this industry indicated they expect "no measurable change" in their employee numbers over the next 6 months, while a tiny percentage indicated they anticipate a slight decrease. This sector experienced a relatively low proportion of short term and permanent layoffs as a result of the pandemic as most employees belong in essential services during the pandemic, and demand for workers continue to grow as some employers have had to shut down some days of the week due to a shortage in staff. "Diversification of business" and "Flexible schedule/work from home hours" were the top strategies indicated by employers in the Agriculture industry to address the impact of the COVID19 pandemic on their business/ operations. 60% of employers in Agriculture specified that since the beginning of COVID-19, the use of technology has affected their business/ operations, this implies that businesses in the sector are not working to their full capacities due to the impact of the pandemic and some sort of support in using technology could be used to bridge the gap. 158 Chain e I a°tteirs .. III npoyeir 114leeds Assessirneint for COVHID- 9 III (:X.o veiny 2020 IF Ih e IB i g g e it Pi c t a it e hese industry -specific effects require us to draw an important conclusion: high level collaboration will be necessary for recovery from the COVID-19 pandemic. In order to successfully produce projects with this level of collaboration, stakeholder communications at all stages of projects needs to be solicited, and organizations from disparate fields need to be ready, willing and able to work together toward common goals. While many organizations in our area are well positioned for this type of collaboration, it is also imperative that supporting bodies consider moving metrics and goals to reflect collaboration, and take sector and audience driven approaches to determine scope of projects. Armed with core pillars of precision and collaboration, this data has shown that employers stand to make significant gains from such local projects and services. 159 Clhainge I aD°teirs . Ill:irnpoyeir IlNef:!ds s s(tas sirrmeir t fair CVIIIII'MD- 9 IIR cover2020. Skill Sets INeeded --for Available I; Ir,,, n1ployeir Opportunities t is imperative for job seekers and employment service providers to be responding to the realities and particulars of our region's labour market. This research has shed light on a unique facet of the COVID-19 impact on our region's employers. As visible in the section on workforce changes, close to 75% of employers will be experiencing no workforce changes, a slight increase or a major increase in their workforce numbers. Such numbers highlight the importance of a horizontal shifting of employees affected by employers experiencing a major decrease in their workforce to the major increase fields. A coordinated and facilitated reskilling or recommunicating of skills can support the strength of the local economy within the next several months. Projects that concern job seekers should be built with significant communications sections as a core part of their activities, and not as an afterthought. Timely, relevant and precise labour market information needs to be in the hands of the frontline services so they can support job seekers to find employment. Generally, employers are cautiously optimistic and even though most noted a potential "slight increase" in staffing over the nearest future, the status of the global pandemic will largely determine if they are able to have more staff than they anticipate. Below are highlights of top industries that hinted in the survey they expect to see a major or slight increase in their staffing numbers over the next 6 months: Manufacturing (15 employers): 35% of manufacturing employers indicated their staffing numbers are expected to increase either majorly or slightly. 40% of those employers had between 200 and 499 employees, while 33% had 20 and 49 employees. Accommodation and (Food services (10 employers): Employers in this industry indicated they are anticipating a slight increase in their staff numbers but no "major increase" over the next six months. Of the total employers in this industry that indicated "slight increase", one third have a business size of 100 to 199, while the same proportion had between 20 and 99 employees. Retafl1 Turade (9 employers): Employers in Retail trade indicated they expect a "slight increase" in staffing numbers and no "major increase" over the next six months. 22% of the employers had a business size of 20 to 99 employees, while 78% had employees ranging from 1 to 19 employees. IF IN'"i e IB i g g e Ir Pi c „ a Ir CII"aair ge IMa°tteirs -III rnpoyeir II"'leeds .HT.Hessirrmeint For COVIHD 9 IIRecs veiny 2020 he horizontal shift mentioned in the introduction of this section isn't as straightforward as a numbers game. While previous EmployerOne studies have shown similar demands for skills, employer comments from this survey speak to the need for more than just recruitment support in this area. To paraphrase some anonymous comments: This feedback speaks to industries that require more than just skills, in the form of support for mental health, resiliency and soft skills development to improve retention once the recruitment phase has passed. We need to focus on a region wide marketing approach in order to attract and retain those workers. This focus on the experience of work as it fits into a broader view of life, as well as shifting industry needs is crucial to solutions that promote long- term recovery from the effects of COVID-19. 161 C:Ilhainge I atteirs. IIl:irnpoyeir IIN f:!ds Ass(:t fbir CVIIIII,D- 9 IlRecovery2020. 1p 1p o it „ II s t Wi II In „ Ir ir-n a t II o in III Ih II th Ongoing II n INeeds upporting businesses requires both collaboration and knowledge of their specific needs. The following statements summarize each industry's top requested supports. Most employers who participated in the survey indicated wage relief as the most important support they need in order to survive the impact of the pandemic on their business and this preference for wage relief cuts across most the industries that participated. Below are key industries from the survey and the supports indicated by each industry Manufacturing: The manufacturing industry has the highest employment in the London Economic Region and as such requires some form of solidity. Employers that filled the survey indicated "offset wage costs" as their most preferred form of support, followed by "Free health and safety training" to increase more capacity in ensuring staff are working in a safe environment. Also considering that this sector has a high turnover, it becomes necessary to make safety a priority. The last form of support selected by manufacturing employers was "Recruitment support". ccornimodatioin and Food Services: As one of the worst hit industries since the COVID pandemic erupted, the Accommodation and Food Services industry will need a massive amount of support to get back to normal business. As noted by employers, there were a fair number of closures and reduced hours due to lack of customers and government restrictions. For the employers in this industry to move forward, they highlighted top three supports that would be necessary. They include offset wage costs, to help businesses offset some costs since partial or total revenue has been lost. Employers in this industry also specified Free Health and Safety training for their staff to create or strengthen safety protocols both within the workplace and as staff engage with customers. Employers in this industry indicated Recruitment support and this becomes necessary as this industry has one of the highest short term layoffs and are looking to bring back their staff over the next six months. �IetalllU Trade: Employers in this industry, just as most others, revealed that "offsetting their wage costs" is most crucial form assistance they need in order to move forward. The industry was also affected by closures during the first wave of the pandemic as only a few were deemed essentials, which means that those who could not operate remotely totally lost their revenue. Given that the Retail Trade employers indicated that "increased use of technology" was one of the top ways they have been able to address the impact of the crisis, help with "Digital support" was another form of support specified by employers, as they bridge the technology gap to serve clients in the safest way possible. Most employers in this industry are setting up e-commerce channels that allow customers to access products online to supplement the in -person contacts that still happen since they now have a smaller indoor capacity. The last form of support indicated by employers in the Retail industry was "Free Health and Safety training" for their staff to understand all safety protocols as they deal with clients, especially through the peak seasons. 162 CII"aair ge IMa°P teirs -III rnpoyeir IPllleeds .HT.H ssirrmeint fair CVIHD 9 IIRecs, veiry 2020 Healthcare and Social Assistance: Employers in this industry indicated "Offsetting wage costs" as the topmost form of support they needed. A high proportion (45%) of employers in the industry indicated they expect an increase in their staff over the next 6 months and given that some healthcare workers now work in reduced capacities, there's need to hire more workers to cover for any potential lapses, which in turn results in extra cost. Also employers noted that "Free health and safety training" was another form of support they needed. As employees in this industry remain one of the most exposed due to the nature of the care they give, it is necessary to have programs in place to offer training. Digital support (website creation, videos etc.) was also highlighted by employers as a form of support necessary for them to combat the impact of the pandemic on their operations. In the survey, a high proportion (85%) of employers in this industry indicated that since the beginning of COVID19 Pandemic, the use of technology has affected their business/operations. Other Services (except Ipublic adimlinuistratflon): Like other industries, "offsetting wage costs" was the top form of support requested by employers in the "Other Services". Employers in this industry have been able to respond to impact of COVID19 by introducing flexible schedule/work from home hours and use of technology which will add to their running cost, and hence the need for some kind of wage relief for businesses to be able to adjust their operations to meet customer demands. 15% of employers in this industry hinted they had layoff their staff on short term while less than a percent said they had permanent layoffs. This could imply that a good proportion employees in this industry didn't experience any separation from work and for the workplaces to continue to operate safely, employers felt the need to equip staff with necessary training to and hence indicating "Free Health and Safety Training" as another support they needed in order to move forward. Employers also indicated "Additional 163 HR advice" as one of the supports they are looking. As HR laws start to change to respond to new workplace realities, employers would want to understand what the new rules are, and what the acceptable standards are, as more people work remotely and work share arrangements are increasing prevalent during the era of COVID19 Agriculture, forestry, fishling and hunting: The Agriculture employers indicated "offset wage costs" as the most important kind of support they would be needing going forward. This sector has been struggling with workers before the pandemic hit, and this challenge has only worsened. Employers revealed they find it hard to keep their doors open if they don't find workers and another employer hope that "restaurants continue to open" and once their sales pick up, they will see the effect in increased demand of local products. All these indicate employers in Agriculture are losing revenue with less employees to work with and reduced sales. "Free Health and Safety training" was another kind of support indicated by employers. Some employees in this industry also face the risk of exposure as the nature of their work calls for working on the field and employers feel the need to equip their workplaces with the necessary health and safety protocols for staff. Employers also noted "Upskill training for your existing workforce" as one of the supports needed in the industry to help staff acquire the kind of training required to better execute their jobs n understanding these requests, we are able to derive what possible new supports have been required from employer workplace changes. From synthesising the above, it's clear we need to apply these changes under two main streams: Clhuair ge IM alhl ein,m l'"ir upoyeir INeeds ssessirrmeir t for CIIIIID- 9 IlRecov iry 2020 1. Adapting policy and technology to serve the new workplace needs of employers. This includes further understanding and support as it relates to remote work. 2. We need an effective streamline of information to employers. What do we already have existing out there, and how do we capitalize on that so we can build sustainability? IN C 1,,,,,,,,.0 S II 0 IN 0m verall, in comparing this data to previous labour market surveys, this survey does not reflect a drastic change in the labour market trends. Rather, its value lies in that it vastly narrows down the specific needs of groups and highlights the importance of responding to employers individually, and collectively by sector. In future community planning, advocacy plays a key role. Organizations need to advocate for increased capacity in the program areas that employers have indicated are in need according to the survey. Organizations should consider taking the sector -based approach, and the local approach, in order to get targeted benefits. Where response isn't possible for organizations, there is a need for partners from all fields, sizes, specialties and capabilities to join in advocacy for all employers. These include organizations from outside existing employment circles. Increasing local coordination is the ultimate manifestation of the above. This facilitates community -wide communication and response, so we can work together toward the best interests of both job seekers and employers. The results of this survey have also re -iterated the need for timely and precise local labour market information in order to create specific, effective and long-term results. This highlights the value to enhancing and supporting local labour market surveys with an employer focus, such as the EmployerOne survey. We hope to track, expand and re- engage groups in the coming months to best make use of this information and benefit the recovery of the local labour market from *6191 '.] 164 ainge IY'a°tteirs .. III'innpoeir Needs .HT.Hessirrmeint.Foir C:VIIIID19 IIRecoveiry 2020 The WPDB would like to thank the following community partners for their assitance: m 'dd sex 'opord1i i l �000A'y e Elgin.- u n t y Pra&essWe t�y Nature TILLSONBURG DISTRIcT M Chamber of Commerce LONDON �' ;1 0- I � �,4 f D I,' 1Libro C MAI rON London & ff'ff�0�0 A R E t) I T U N � 0 N v1' F S 1 1: It N, 0 m11 1' F I Ontarios ;T run 0 ER Asout est %lop Shaped by nature, A P 1) t rJ C A I I, U 4 II Literacy Link /o/w This Was a Project of: 3-647 Wilton Grove Rd C 0 M M U N � TY °'l"I "T it PQr SERVICES 14 U 0111" 1 i-S E RV I C E C E N I R IE Workforce Plannn& Developmet-i El& Middlesex Oxford London I N6N 11\17 Toll Free: 1.844.245.9985 1 T: 519.672.3499 w..w..w...w.o r Kto rg..eAeme LomgD� ........ ........ ........ . ........ ..... .. ... . .. ..... .. .... ..... .... I ..... .w..w..w.,..w..o r K.tl.e..ads c.a Alntanmo�'l 165 Ch 0 ange Matters - I"innp�oyeir Nef:!ds Ass(Ms�,;irneint f ir COV111M9 (:.cove iry 2020 Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 Post Pandemic Planning Scenarios Elgin Middlesex Oxford Workforce Planning and Development Board Deceimbeir 2020 i[Y. WorkForce Nartur`ci^og DevOopnient Board Ugin PSIidcf e ex Oxt`wd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 Table of contents Project overview Scenario -based planning timeline Recovery timeline The past: Historical context of how far we have come The present: Impacts of actions in short term The future: A range of realities, impacts and responses Recommendations Bibliography Appendix 1 Appendix 2 2 ............... 3 ............... 3 ............... 4 ............... 15 ............... 21 ............... 26 ............... 41 ............... 41 ............... 42 ............... 47 `ff- A Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 Project Overview This document is intended to broaden and deepen conversations about next steps in addressing the present and future economic and social impacts of the COVID-19 pandemic in the London Economic Region (Elgin, Middlesex and Oxford counties together). It provides: (1) An overview of the recovery timeline, describing four stages of recovery that are the basis for how the economy, individual sectors, and individual businesses progressed and will progress through the crisis. (2) A summary of the past, describing issues since the start of the pandemic. Some of the past might be irrelevant for predicting the future, but it plays an important role in explaining the speed of recovery. (3) An overview of the present, describing the impacts that have already been felt, impacts we can anticipate, initiatives that have already been launched, and other ideas for potential actions that are being explored in the region. (4) An overview of the future, describing a set of preliminary socio-economic scenarios that have been developed by Elgin Middlesex Oxford Workforce Committee and its community stakeholders. (5) Recommendations and the preliminary design of potential labour market and workforce initiatives up to June 2022. Using this current status overview and this set of preliminary future scenarios, Elgin Middlesex Oxford Workforce Committee members, businesses, and community leaders may continue discussions to identify initiatives that can be put in place today, and in future scenarios. The members/partners of the Elgin Middlesex Oxford Workforce Committee are listed in Appendix 1 The next step in developing strategic plans will be to elaborate the scenarios and their indicators further to account for impacts on specific industries, and then to identify scenario -based recommendations for action to overcome the challenges and identify opportunities that each of these scenarios could present to our community. Scenario -based planning timeline Scenario planning is a favoured method by economists, economic developers and business professionals for strategic planning under uncertain times, when significant socio-economic disruptions make the past data irrelevant for future forecasting. The worldwide impact of COVID-19 pandemic generated a sudden and unexpected socio-economic disruption imposing new social arrangements affecting peoples' behavior regarding traveling, working, living, and relaxing, which made most of the past data irrelevant for planning. There are numerous advantages derived from using this method among which are the holistic and collaborative aspects of the method. Therefore, the scenario -based planning was adopted for laying out a local economic recovery plan. The scenario planning method requires several steps throughout its completion. These steps are: 1. Identify key factors 3 i[Y1 Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 2. Identify critical uncertainties and scenario matrix 3. Build out scenarios and action plans with stakeholders 4. Revise and validate scenarios and action plans 5. Publish and incorporate into Economic Recovery Plan 6. Track scenario indicators and continuously adapt the plan The steps will be detailed in the next sections of the present document. The time horizon considered for the current scenario -planning is 2020-2022. During August -September of 2020, throughout several internal discussion sessions, the Elgin Middlesex and Oxford Workforce Planning and Development Board (EMO WPDB) has developed a list of key factors influencing the economic recovery following the start of the pandemic, officially set for March 11, 2020. The EMO WPDB presented this list (see Appendix 2) for validation to the local Scenario Planning Steering Committee and Windsor Workforce Planning Board, the lead of the Scenario Planning Project for the South Western Ontario. During September -October of 2020, in consultation with the Scenario Planning Steering Committee, the list of key factors has been refined and reduced to two critical uncertainties that will govern the economic recovery in the London Economic Region (ER). These uncertainties were: 1) the pandemic resolution and 2) the public support. The two critical uncertainties for the future recovery of the local economy were utilized as the axes that define the four potential local economic scenarios, which are presented in detail in the next sections of this document. During October - November of 2020, the four scenarios were presented for consultation -validation to five member groups of the Elgin Middlesex and Oxford Workforce Committee (EMOWC) (see Appendix 1). During these consultations - conversations the members of the EMOWC revised the scenarios and provided suggestions for recovery actions appropriate to each scenario, as well as their anticipation of certainty and impact of each scenario. The summary of these actions will be provided in the next sections of the current document. The scenarios and potential economic recovery actions will be also incorporated into the Local Economic Recovery Plan. Finally, a Goo Ile IData Studio Scenariio Pllarnnin I[)ashboard has been .-developed for the London IFconomiic IF�egion presenting briefly the scenarios and the lead indicators ............. for each scenario axis as well as for the local labour market: (hltps,//datastudio„aoog,lle„com/s/Ilf-6wfEOc9Ew) The dashboard will help local economic development offices, researchers, analysts, other professionals and the public identify the potential economic scenario where the local economy is heading in the near time horizon (6-9 months). However, depending on the environmental changes (particularly the changes of the conditions for the two scenario axes), the recovery scenario can shift towards one or another. RECOVERY TIMELINE Economic recovery, for our region and for individual sectors or businesses, can be divided into four stages: REACT, RESTART, RECOVER, and RESILIENCY (Figure 1). They are defined as follow: REACT: Adjusting to lockdown conditions and new restrictions, accessing remedies, taking short-term and reactive actions. Priority is staying afloat. 4 `M-11 iA orkf0tce> Planning 4 Development Board 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 • RESTART: Adjusting to new, more stable conditions that permit a certain level of business activity, while still relying on temporary remedies and preparing for potentially serious threats including new lockdowns. Priority is reaching a new steady state. • RECOVER: A new steady state, or new normal, is sustainably achieved. Depending on the sector, this may represent a return to pre-COVID-19 levels of activity. Businesses may still be dealing with the impacts of downturn in other sectors or in the economy. Priority is long-term investments and changes to business model that enable success in the new normal. • RESILIENCY: The benefits of investments and long-term changes made in the recover phase are felt. Whether as a result of these changes, or the end of the COVID-19 crisis, businesses become impervious to negative impact related to COVID-19. Priority is growth beyond the COVID-19 crisis. Through the consultations -conversations with the EMOWC members, the EMO WPDB has identified and discussed the REACT and RESTART phases, which are summarized in Figure 1. While we continue to identify immediate challenges to overcome and opportunities to seize, the next step in developing a recovery plan is to begin planning for RECOVER and RESILIENCY phases, which could span from today to 3+ years into the future. Continued uncertainty about the progression of the COVID-19 pandemic as well as its long-term impacts on the global economy mean that a scenario -based approach is required to plan proactively for these stages of recovery. PRESENT —BASED IPImm.,i lNNlNf'; REACT RESTART' • Loc down " A,dt�us'ting to, "ne • AdUastrnentto i1111111 nararaI" resthcfuarrs . 8racing for pays"s'iNe • Ac essft remedres seoond waves i..ess rtnice Wiwn'ty, short-tero1 SCENARIO —BASED PLANNING RECOVER RESILIENCY • New normal b " t-CO ID-ig • Gradual retur Ali M Long.termstabddy/ towards Ipre-COVID- growth resulting from 19leveisofactivity, c6susexperaen'c'e More unceot inty', Iortg-terni Figure 1 Not every sector progressed or will progress through these stages at the same rate. As of November 2020, some may still be transitioning from REACT to RESTART, while others are entering the RECOVER stage or continuing to remain RESILIENT. Below is a timeline analysis of how key sectors in the London ER have progressed through the crisis to date, based on our knowledge from discussions with local industry stakeholders and analysis of data from Labour Force Survey collected by Statistics Canada. Figures 2 and 3 below show employment progression throughout the 2020 in the London ER in the goods producing and services producing sectors of the local economy. It is remarkable to observe at this aggregated level that the employment in the goods producing sector, including Agriculture, Manufacturing and Construction subsectors, has diminished between March and June of 2020, part of the REACT stage. Next, between July and November of 2020, employment in the goods producing sector bounced back almost at the same levels prior to the COVID-19 pandemic, part of the RESTART and RECOVER stages (see Figure 2). Not the same story was unfolding for the employment in the services producing subsectors, 5 170 Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 as illustrated in Figure 3. While the employment in the services producing sector dropped between March and June of 2020, part of the REACT phase, it slightly grew (RESTART) and partially RECOVERED between July and September of 2020; to REACT again in October -November 2020 the second wave of COVID-19 spread. These images suggest that although not immune to the impact of the virus, the good producing sector provides working conditions that limits the risk of exposure to the Corona virus (good space between machinery, assembly line work stations, outside work, etc. - see Allen (May 19, 2020)), whereas in the services producing sector workers are exposed to higher risks of contracting the virus. Consequently, the services producing sector had recovered at a slower pace and remained sensitive to changes associated with the pandemic. Employment in Agriculture in the London ER had a light drop between April and May of 2020 (REACT) followed by a slight growth (RESTART) in June of 2020 and continued for the rest of 2020 at higher levels than pre -pandemic showing significant RESILIENCY, see Figures 4 and 10. The traveling and immigration restrictions created significant issues associated with temporary workers in Agriculture, locally and elsewhere in Canada. The COVID-19 pandemic increased the pool of available talent locally, and thus, farmers and other operators hired more locally although with significant limitations some migrant workers have been accepted to work temporary in Agriculture. Agriculture is one of the few sectors in the London Economic Region that provided increased opportunities for employment during 2020. I irnpllo it ent in goods...pro producing o for in London IE11:1 in 202 [ 1,000 per -sons] 100 mummmmuumumuuouumumnumumuumumuummiouuuuuuuuuuuuuuuuuu1111°uuuuuuuum°uuuuuuummoouuouummouuom uwmiouummouuoimmouuououoimioioumioiomuuwouuuuuouuuuuumioimioiouuuuuuuuuuuouuuuuuuuuuuuuuuuuummumouuuumuuuwuuuuuuuumuuuuouuuuuuououuuuuumuuumuvm...... uuouuumuumuouuuuuouuuuuouuumuumouuu ouuuuumuumiouuuuummuuuuummuumimuuuumuuuuuuuuuouuuuuuuuumuuuuuuuuuuuuuouuuuuuumiouumiouumioiwummumiouumiouumiouuo 60 40 20 Jan 20 f:ela 2:0 IMar 20 Alar 20 I` ay 20 Jun 20 Jul 20 Aug 20 Sep 20 Oct 20 Nov-20 Figure 2 Source: Statistics Canada, Table 14-10-0091-01 !01 ft Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 EImpbyinneint iin servicespiroduding ,sector din the II....O Olit EIR 6in 2020 1,000 1persons] Ja11.20 I:::ela 20 IMa1,.20 Apr-20 1\4ay-20 Jl..in.20 Jul 20 Aug... 0 Seal,,.) 20 Oct .20 Ncrw-20 Services producing sector Figure 3 Source: Statistics Canada, Table 14-10-0091-01 Although at a slower pace, the employment in the local Construction industry followed a similar pattern as employment in Agriculture, see Figures 5 and 10. Conversations with Construction workers revealed that their work almost never stopped during 2020. On top of the existing contracts, new home improvement projects have been pilling up for local Construction firms since local money otherwise spent on vacation and travelling were diverted towards such focus. The relative medium risk of exposure to COVID-19 associated to the Construction occupations combined with the extra demand for home improvement projects made this industry perform at higher levels of employment than pre COVID. As Agriculture, the Construction subsector partially absorbed some of the unemployment generated by the pandemic in other areas of the economy. I IC�"ti pIloyrneint in AgiricWtuire liin II,,,.oindoin FIR iin 2020[x 1,000 peIrsons] Jan 20 If elo 20 Mar 20 Apir 20 May 20 Jun 20 Jul 20 Aug 20 Sep 20 coca 2.0 Nov 20 -Agrfcultore Figure 4 Source: Statistics Canada, Table 14-10-0091-01 7 iV`a Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 EIrn Iloym nt 6n Construction and IMi Ireua tugidin .subs cto1r,s in NNtlpg 60 �g I.)V YNWNI,MHryMIUpW!UWIIIYW!UAWINNdANIYN)11\I1WW1\MOIpyNgWNpNgryIYNNNNpIII11NNNHNdpgpNHNNNNNNNNNttNIVN'WIryWIVNIttNI411VN'WIryWIVN'Wllrylrypgpll�INWIYIgttNNIIIINWNtttlIYp,666 MWNNIWI....ON"NI'NIINfl......UIHW!W��.. NtttlHAgFM1H1YWNNiNiIAIYWgMH 14{9WWWWANMNIWGMNIW'/NNMC1H4MNNN9NNINN9WWllM4!OAIWWWllM/NNNM//iFNd4'MWW W Mp/HdtltlNVNb.UIHNNNdMWUWWW 40 30 20 10 0 Jan.20 Oe1a.20 IMar.20 Apr-20 May.20 1un.20 lu1.20 AI.ag...20 Sep.20 Oct-20 Nov20 -Construction ^WWWWWW Mal7ufacturing Figure 5 Source: Statistics Canada, Table 14-10-0091-01 Manufacturing in the London ER suffered a loss of employment between March and June of 2020 (Figures 5 and 10) after which it followed the RESTART -RECOVERY between June and September. Between September and November of 2020, the employment in Manufacturing flattened somewhat, maintaining the RECOVERY course at employment levels slightly lower than pre pandemic. As briefly touched earlier, risk of exposure to COVID-19 virus is medium for manufacturing jobs. In general, the fabrication processes and machinery -equipment layouts allow physical distancing among employees. This coupled with good shift planning, and lack of contact with customers permit organization of safe working environments compared to other sectors. The sector has been also revitalized by the local manufacturing of Personal Protective Equipment (PPE), Food Manufacturing (particularly the products considered essentials), the Metal, Wood, Leather Plastic and Rubber Manufacturing for the Construction subsector, and other. The Wholesale and Retail Trade has been one of the most impacted sectors by the pandemic due to the high risk of exposure to COVID-19. Face-to-face encounters with customers and clients increase the risk of contamination with the virus. The April -May lockdown and the progressive opening of the local economy generated numerous business closures in this subsector. The employment in the subsector is illustrated in Figures 6 and 10, which show that the employment in Wholesale and Retail Trade dropped dramatically between March and June in REACTION to the pandemic lockdown and restrictions. The subsector attempted a RESTART in July, but unfortunately the change in consumer behavior in favor of online shopping and against the in-store shopping generated further business loses and closures. These conditions limited personnel recall for work, which is reflected in the downward trend in employment after August 2020. Grocery retail stores, which were declared essential businesses, home improvement retail stores, and wholesale stores adapted quickly to the new safety rules and functioned continuously since the pandemic started. However, all the retailers and wholesalers had to fast adapt to the changes in consumer behaviour favouring online shopping. Therefore, they had to supplement quickly their physical presence with a virtual presence. The larger retailers had been better prepared for this change, having N 173 Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 already the virtual infrastructure ready for online shopping. Unfortunately, many small retailers have been surprised and not ready for this sudden change, and thus some have lost their business during this struggle. Curb delivery and home delivery have been changes in this sector complementing the online business. Home delivery require either subcontracting reliable drivers or investing in the own car fleet and drivers. Again, large retailers had been better prepared than medium and small ones for this change in business. However, these somewhat novel transformation of the Wholesale and Retail Trade subsector was not enough to absorb the massive layoffs generated by the lockdown and scare of the COVID-19 spread. EIrf"np1loyYirnelrnt in 11 ieallth Care and Sociall Assistance and Whollesalle and etaid M irade in II....oi ndoi n 1::.:A in 202 [x 1,000 I Irsoi n .�1 60 50 40 30 20 1..0 0 Jan 20 IFeb 20 IVlar 20 Alpi, 20 IVIay 20 Jun 20 Jul 20 Aug; 20 Sep 20 Oct 20 Nov 20 -Wholesale and retail trade V Iealth care arid social assistance Figure 6 Source: Statistics Canada, Table 14-10-0091-01 Employment in the local Health Care and Social Assistance subsector didn't expand as much as foreseen by economic development experts, researchers and analysts. This proves the fact that this subsector is highly regulated, and employment cannot vary easily unless the excess of certified talent is available. Also, London ER has not been one with intense spread of COVID-19. The number of infections has been under relative control due to the first lockdown and the safety precautions imposed by provincial and local governments as well by businesses. The sector REACTED in the months following the start of the pandemic by reducing somewhat the employment (March and April of 2020), to RESTART in May of 2020 — showing signs of increased hiring, and to RECOVER between June and September of 2020 — getting employment at pre COVID levels (Figures 6 and 10). Unfortunately, in October and November the employment in this sector displayed a downward trend again as a REACTION to the second wave of COVID-19 infections. The sector didn't absorb much of the increased pool of unemployed generated by the pandemic. The employment in the Educational Services sector has been very RESILIENT to the pandemic. Between January and June of 2020, the local employment in the sector increased showing some RESILIENCY to the spread of the virus (see Figures 7 and 10). The REACT phase of the sector showed up in July - September when the employment in the local subsector reduced significantly to continue the RESTART - RECOVERY in October and November and the levels below pre COVID. This pattern can be explained by the cycles of the academic year, the pandemic arrived during the second part of the 2019-2020 I7 174 Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 academic year, during the winter -spring semester. Teachers continued their work under the new circumstances, mostly teaching online, fulfilling their contracts for the academic year. Once the summer hit, the part-time teachers haven't found the same employment opportunities as in 2019, some losing their jobs. Due to the travel restrictions and pandemic fear, some students postponed their studies. These disruptions are reflected in the reduced demand for educational services beginning with September and the new academic year 2020-2021. This subsector had the most adaptable workforce to the changes towards offering educational services online. Most of the educational institutions had the infrastructure ready for engaging in the new way of teaching. With a few tweaks, most of the educational institutions were ready to provide their services online. Somewhat surprising was the path followed by employment in the Professional, Scientific and Technical Services subsector (see Figures 7 and 10). After the REACT between March and May of 2020, reducing employment in the sector, a quick RESTART happened in June of 2020 to lay the path for a healthy RECOVERY in July. For the rest of the year the employment in this subsector reached levels above the pre pandemic, indicating RESILIENCY and REACTION to the second wave of COVID-19 infections in October and November, showing reductions in employment accordingly. This sector provided locally a good buffer for the professionals, scientists and trades people that lost their work during the pandemic. Online consulting and research provided a viable alternative for the experts in the field affected by the restructuring imposed by the post pandemic economy. The trades people that lost their jobs had the chance to open businesses or continue practice as self-employed migrating to the Construction or Agriculture sectors which were charging at full speed. 11::.:.irlriplo Iriiileint I y sulbsectoir in Il....oin oin ER in 2020 [x 1,000 peir,soins] Jan 20 IfeL) 20 Mar 20 Apr 20 I`Jlay 20 Jun 20 Jul 20 Aug20 "vela 20 Oct 2.0 Nov 20 -Finance, insurance, real estate, rental and leasinp Professional, scientific and technical services lii:. ucationa services ......... .Accommodation and foodservices Figure 7 Source: Statistics Canada, Table 14-10-0091-01 A positive surprise was provided by the Finance, Insurance, Real Estate, Rental and Leasing. The employment in this sector proved to be RESILIENT to the circumstances created by the COVID pandemic (see Figures 7 and 10). The Financial subsector has been preparing for a while for transitioning toward online services and gaining efficiencies. The COVID-19 pandemic just accelerated this trend. However, the sector had the infrastructure (the hardware, networks and software) necessary for servicing clients 10 iiVU Workforce Planning 4 Development Board 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 and customers remotely. The sector has absorbed some of the local unemployment generated by the COVID-19 pandemic. Professionals from other sectors (accountants, financial professionals, IT professionals, etc.) had available work opportunities in this sector. The Accommodation and Food Services subsector was dramatically affected by the COVID-19 pandemic. The travel restrictions and social distancing measures have been cutting severely the demand for these services overall. Consequently, numerous such businesses have been opting to exiting the subsector, while others have been reducing significantly their personnel. Figures 7 and 10 show that the subsector reacted immediately after the beginning of the pandemic in March, diminishing its employment between March and June of 2020 (REACT). In July of 2020, the Accommodation and Food Services subsector increased slightly its employment indicating a RESTART. Between August and November, the employment in the subsector followed a slow path for RECOVERY, operating at levels of employment significantly lower than pre pandemic. Restaurants and other food services entities had a difficult time to restore customers' pre-COVID behavior and restore confidence that it's safe to eat out. The efforts invested in insuring safe social distancing proved insufficient to generate enough demand for many such businesses. The franchise businesses have been fortunate to receive support from their franchisors. However, many independent operators have been forced out of business under the conditions created by the pandemic. Employment by sU bse for in London ER in 2020 [x 1,000 persons] ffl 2 nnn uuy,ab,,,,,,,,,,, n ,b,,,,,,,,,,,,,n �m /YMIhO AI WYNNdu'MWUM/NMxIMi� !UWI9UUM/N/F.M�'A NHtlNVNttPAN1n)A\11UIN9p111wW�wL'A��Y�WHd91'�BaNWwWAO II�O� IM 15 ..o mo uuuu IIIIVIINNmuumoom�m� WIN Jan 20 If ela 20 IMar 20 Apir 20 IMay 20 Turn 20 Jul 20 Aug 20 Sep 20 Oct.. 20 Nov 20 Franslaortat.:ion and warehousing ausiness, Lwildiing and other suplooil services Other servfces (except l.3ulalic adirrinist:ration) Figure 8 Source: Statistics Canada, Table 14-10-0091-01 Figures 8 and 10 show that employment in Transportation and Warehousing subsector suffered a continuous decline (REACT phase) between March and August of 2020 followed by a quick RESTART in September of 2020, just to entry the RECOVERY phase in October. Traveling limitations and reduced demand for products in general during the lockdown phase impacted numerous transportation and warehousing businesses. The limited air traveling, the constrained options for social distancing within public means of transportation, and the increased reliance on personal transportation generated reduced the demand for transportation and warehousing services overall. As public became accustomed more with online shopping (second part of 2020), the demand for transportation and warehousing services 11 `W. Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 started to pick up. However, the growth in demand for such services during September - November of 2020 didn't leveled back to the demand during pre-COVID times. Major victims in the post pandemic period have been air transportation, cruises, small -medium size travel agencies, and small — medium size transportation operators which relied mostly on short-term and temporary contracts. Employment in Business, Building and Other Support Services maintained RESILIENT during March -April of 2020 after which it has dropped continuously until September (REACT phase) followed by a brief RESTART in October of 2020. The RECOVER phase started in November of 2020 showing a light growth in employment in the subsector, see Figures 8 and 10. The subsector represents management companies and business support firms, such as call centres, collection agencies, document preparation, janitorial services, landscaping and other. As businesses started to lose revenue due to the COVID-19 and many closed their activity, the demand for business services diminished. Also, as numerous businesses closed temporary their operations, or functioned at reduced capacity, the demand for waste management and remediation services has also reduced. However, most of the subsector has been equipped for the remote work and teleworking imposed by COVID-19, being able to absorb some of the surplus of unemployed professionals generated by COVID-19 pandemic in 2021. As businesses adapt faster to the new economy, the demand for business, building, and support services will increase and generate more demand for workers in this subsector. I Employment by sUbsector in London ER in 2020 [x 1,000 persons] Jan 20 If elu 20 IMar 20 Alp, 20 May 20 Jun 20 Jul 20 Aug 20 aelp 20 Oct: 20 Nov 20 Inforimatican, culture and recreation Flublic° administration Figure 9 Source: Statistics Canada, Table 14-10-0091-01 Between March and June of 2020, the employment in Other Services (except Public Administration) subsector suffered a major drop, part of the REACT phase (see Figures 9 and 10). In July of 2020 the subsector had a RESTART showing a soft increase in employment continuing from August until November of 2020 with a RECOVERY. In November of 2020, the employment in this subsector was still below the pre pandemic levels. Business establishments in this sector are primarily engaged in activities such as equipment and machinery repairing, promoting or administering religious activities, grant making, advocacy, and providing dry cleaning and laundry services, personal care services, death care services, 12 `F&A Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 pet care services, photofinishing services, temporary parking services, and dating services. Therefore, the subsector proved to be very sensitive to the social distancing and reduced business activity created in the months immediately following the start of the pandemic. As household trust improved and businesses reopened to full operations during the summer of 2020, the demand for other services improved as reflected in the growth in employment after July of 2020. Employment in Information, Culture and Recreation subsector display a major drop between March and May of 2020 as a REACTION to the COVID pandemic followed by a RESTART in June of 2020, see Figures 8 and 9. The RECOVERY happened in July of 2020 followed by RESILIENCE in August — September of 2020 with levels of employment higher than pre pandemic. In October -November of 2020 the employment in the industry started to drop due to the second wave of COVID spread, fatigue and some sense of hopelessness. In aggregate this subsector is composed of businesses and organizations operating in a) Information and Cultural Services group of industries and b) Arts, Entertainment and Recreation group of industries. The businesses and organizations performing in Information and Cultural Services have as object of activity telecommunications, radio, television, theatre, books, magazines, newspapers, videogames, Internet access and other related services. This branch of industries has been less negatively impacted by the COVID-19 pandemic. Immediately after the pandemic hit, the local demand for the Internet services, higher upload and download capacity and increased quality of communication has spiked to the roof. The same happened with the need for news and public information about events happening as well as video gaming considering that all other traditional entertainment activities have been limited by the pandemic. On the other hand, the businesses performing in the Arts, Entertainment and Recreation group of industries have as object of activity performing arts (music, dance, theatre, etc.), independent artists, museums, zoos, parks and recreation, casinos and lotteries, sports related activities, fitness, sky resorts, etc. The firms and organizations withing this group have been impacted negatively by COVID-19 pandemic, mostly due to the social distancing and the lock down restrictions. It is assumed here that the wonderful RESTART - RECOVERY of the subsector is owed to the Cultural Services and most likely due to the companies providing Internet services, video gaming, telecommunications and news, which will continue to be a driver in the new economy driven by remote working, knowledge, social distancing, online shopping, etc. The last subsector in this analysis, the Public Administration, followed a close pattern to the Information, Culture and Recreation (see Figures 9 and 10). The employment in the Public Administration diminished between March and May of 2020 as a REACT to the social distancing and Iockdown measures imposed by the COVID-19 pandemic. In June of 2020 the employment in the subsector displayed a slight growth signaling the RESTART, while in July of 2020 the sector suffered a complete RECOVERY achieving the pre pandemic levels of employment. Next, between August and November of 2020 the employment in the sector grew steadily at levels surpassing the pre pandemic. Several explanations can be associated with this evolution. The first and most probable explanation is that the pattern of employment in the subsector can be associated with the fiscal year cycles (April current year — March next year). Numerous jobs in Public Administration are contract positions that end with the end of the fiscal year. The COVID-19 pandemic hit exactly at the end of the fiscal year, consequently the Iockdown that followed in April -May reflects the uncertainties and the disruption of previous programs of interest retargeting to focus of the governments to the pandemic and the economic recovery. Therefore, the growth of the employment in the subsector beyond the pre pandemic levels reflects the amount of economic stimulus that the 13 178 Workfotce.> Planning 4 Development Board 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 governments at various levels have been directing towards recovery the economy. The sector absorbed some of the unemployment generated by COVID-19 pandemic in other areas of the economy. The demand for professionals capable to administer public help for unemployed or businesses in trouble increased accordingly as the post pandemic events unfolded. Otherwise the sector has been prepared to operate partially with remote workers. However, the services requiring face-to-face encounters with clients have been more exposed to contamination by COVID-19. Quick innovation in Personal Protection Equipment (PPE) allowed the services to quickly adapt toward maintaining safety while providing the needed services during this period. Economic subsector Mar-20 Apr-20 May-20 Jun-20 Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Agriculture Resiliency Resiliency Restart Resiliency Resiliency Resiliency Resiliency Resiliency Construction Restart Recover Recover Resiliency Resiliency Resiliency Manufacturing % Restart Recover Recover Recover Recover Wholesale and retail JJJJJJJJJJJJJJJJJJJJJJJJJ'%/%/%/%/%/%/%%/PllllllllllllllllllllllllJ%%%%/ Restart n and wa ehousang Restart Recover Recover Finance, insurance, real estate, rental and leasing J Restart Recover Resiliency Resiliency Resiliency Resiliency Resiliency Resiliency JJJJJJJJJJJJ��JJJJJJJJJJJJJJJJJJJJJJJJJJA'� and technical services Restart Recover Resiliency Resiliency Resiliency building JJJJJJJJJJJJ�� other support ser ices Resiliency Resiliency Restart Recover Educational services Resiliency Resiliency Resiliency Resiliency Restart and social Um assistancelth Restart Recover Recover Recover Recover Information, culture 11111111211 /P and recreation 111111111 Restart Recover Resiliency Resiliency Accommodation and 1111111111111112�� food Restart Recover Recover Recover Recover Other services (except public administration) Restart Recover Recover Recover I�R Public administration JJJJJJJJJJJJ Restart Recover Resiliency Resiliency Resiliency Resiliency Mar-20 Apr-20 May-20 Jun-20 Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Figure 10 14 179 Workfotce.> Planning 4 Development loan) Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 THE PAST: The historical context of how far we have come Impacts we have already felt In the immediate months following the COVID-19 pandemic start (March), the employment in the London Economic Region has dropped progressively until June of 2020 when employment was about 11 % lower than in January 2020. Once the economy progressively open (June), the employment in the region started to recover, ending in November about 3.3% lower than in January 2020, (see Figure 11). This path for recovery demonstrates that government support at all levels and the local initiatives have been effective for the quick return to normalcy. EirnIpIIoyrneint in the ILOIn oin Economic IRegion C,-irnoinith lmov6lng average] �C� �` vC� ti"' y gab �` �° ��a �° 1, y ya p' y \V1 41 ��\ 100 4Q 1 - �, 0-1.' 411 .1 ytr� �Q � '2r� Gy i� `7r"�". 1. ,•\ 1�00 P;` CG#'" ^'�,• �iiiiiiiiiiiiiiiiiiiiiiillillillillillilI l"narL-tlrne ernployment (x 1,000) F:ulktirne. ernioloylmoeant (aa :1,000) -Emtiploym ens (x 1„000) Figure 11 Source: Statistics Canada, Table 14-10-0293-01 Looking at the other side of the labour market, the unemployment more than doubled between January and June 2020 (174% higher in June than in January 2020), see Figure 12. Between July and November, the unemployment has dropped significantly, specifically in November the unemployment has been 83% higher than in January 2020. This side of the story shows that although progress has been achieved during the short recovery period (July — November), there still are many who were separated from and couldn't reconnect back with their former employers. Retrospectively, the local news headlines (Job Bank Canada, n.d.) started with Canada Life letting go a few employees in March followed by two rounds of layoffs (April and May) by the City of London, one of the largest employers in London ER, which involved mostly temporary, seasonal, and casual employment. The trend continued with the announcement of High Park Company laying off some people 15 MR Wr rkfrarce> Planning 4 Development Board 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 at its cannabis processing plant, in May, while in June, Marriott International announced closing the St. Thomas' Starwood calling centre in September. In September, the local headlines were mentioning Bank of Montreal closing a branch in Delhi, Ontario. During the same month, several restaurants announced closing: Corey's in Tillsonburg and Gardenia in Strathroy. In November, Frank and Gus Pizza publicized closing, as well as GKN Sinter Metals in St. Thomas, Stryker Medical London and Call the Office in London. The closures announced have been from Manufacturing, Public Administration, Accommodation and Food Services, Finance, Insurance, Real Estate, Rental and Leasing, Information, Culture and Recreation, and Business, Building and Support Services. Although this review of business closings is very limited, it provides a taste of the unfolding trend laid by the Corona virus pandemic. Ulrn rnplIOyrn int uin the ILondoit Economic Regiloin II. Ir"nOnths rnovhqg av lr 'll Or C y�r y N�5 N0' Naa �g �c yc� ;yc� ;V 'T Ta T 'T ,yea x Ine mlaleayi neant (x Figure 12 Source: Statistics Canada, Table 14-10-0293-01 On the other hand, businesses have been opening or expanding their operations in the London Economic Region (ER). The local news headlines (Job Bank Canada, n.d.) in March counts that construction has commenced at the four towers in London and a new cannabis shop, Friendly Stranger, opened in London. In April, Trudell Medical announced expanding their operations and hiring people, Dr. Oetker and Arva Flour Mill announced the same. Go Fog It, a cleaning company opened its operations in London during the same month. In May, the Middlesex Paramedic services received funding to expand their business. Several restaurants opened in London during May: EL Poco Lobo, ChickPz and Zaatarz Bakery. Also, in May, Digital Extremes announced hiring more people for their video game operations. 16 Wrarkfrarce> Planning 4 Development Board 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 In July, Victoria Hospital in London announced hiring people, while NP Aerospace manufacturing announced braking ground for their business in London. Finally, also in July, Aspire Food Group broadcasted their intentions of manufacturing food in London starting with August. In August, FedDev Ontario announced funding Forge Hydrocarbons and IGPC Ethanol Inc. in London to expand their business in renewable fuels. Construction of a new fire station in Port Stanley began in August 2020. In September, ANVO Pharma Group broke ground on a new pharmaceutical manufacturing plant in London, Oxford Pallet received provincial funding to expand their operations in Norwich, and Element 5Co was expected to begin their operations in St. Thomas. In October, Omni Jewelcrafters opened at the Elgin Centre in St. Thomas, Carfax Canada ULC announced expanding their headquarters in London, Factory Bucket Inc., Oxford Pallets and Titan Trailers publicized receiving federal funds to expand their businesses. In November, the Backroads Cafe and Tavern opened while Fanshawe College received federal funding to invest in its Innovation Village. The count of business events in the London ER is not comprehensive, but suggestive enough to show the impact of COVID-19 as well as the local economic recovery efforts unfolded since the beginning of the pandemic. Business creation and expansion continued during these unprecedented difficult times. Figure 13 illustrates the high number of business closings in the London CMA during the lockdown and in the following months, April — June 2020, and the recovery afterwards. In contrast, during March -May of 2020, the number of business openings has been significantly lower than the number of business closings, but it grew surpassing the number of closings afterward, on the road of recovery. This dynamic expresses the local economic struggle in keeping the economy afloat. Operding and dosiling businesses in Loin oln CMA 1..200 1000 800 600 400 200 0 lean-20 I:e51a-20 l\/1 a r .20 Ali 1,.20 IMay.20 Jun-20 businesses Closing businesses Figure 13 Source: Statistics Canada, Table 33-10-0270-01 17 Jul20 ,dug-20 `UN Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 Since May 2020, the federal and provincial governments have been deploying economic stimulus to support the individuals, businesses, sectors and industries in trouble (Government of Canada, 2020, December 10). The Canadian Emergency Response Benefit (CERB) and Employment Insurance (EI) played a huge role in helping those that lost their jobs during the months following the CORONA virus pandemic. Also, the mortgage payment deferral measures helped those who faced hardship during the pandemic. Canada Recovery Sickness Benefit (CRSB) and Canada Recovery Childcare Benefit (CRCB) played an important role in sustaining those who suffered sickness or had trouble providing childcare. Helping various groups of population (Indigenous, students, persons with disability, and seniors) experiencing hardship during the pandemic was also in the view of the governments during 2020. On the other hand, the stimulus targeting businesses has been directed in four major areas: 1) reducing layoffs, rehiring and job creation; 2) taxes and tariffs; 3) financial support, loans and accessing credit; and 4) targeted support for various groups of businesses based on ownership (minorities, self-employed, and other). Canada Emergency Wage Subsidy (CEWS), work -sharing programs, extension of layoff programs, and creation of job opportunities for youth have been major employment stimulus programs advanced to support businesses navigating through the pandemic times. Waving tariffs for certain medical goods and postponing tax payments for a while were stimulus measures designed to help businesses survive during the Corona virus pandemic. Canada Emergency Business Account (CEBA) interest -free loans, Canada Emergency Rent Subsidy (CERS), loan guarantee and co -lending programs for small and medium size businesses, Regional Relief and Recovery Fund (RRRF), and other targeted financial programs based on business size have been helping local businesses pass the hardship due to or survive then pandemic. Directing financial support towards most affected industries such as Agriculture, Accommodation and Food Services, Tourism, Retail and Wholesale, Manufacturing, Information, Culture and Recreation, Education, Health Care helped many establishments within these industries. Canada's COVID-19 Economic Response Plan (Government of Canada, 2020, December 10) describes in detail all these federal supports. At the provincial level, economic stimulus has been committed also to support the restart -recovery of local and regional economies in Ontario (Government of Ontario, 2020, March). According to the document $3.3 billion has been committed to health care to be ready available to respond to the COVID-19 cases, $3.7 billion has been directed to support people and jobs helping mostly those economically at risk (seniors, students, Indigenous, etc.) with various financial obligations such as energy bills, property taxes, educational taxes, etc., and $10 billion oriented for helping people and business with the cash -flow, reducing or postponing business payment. The local news headlines were picking here and there local initiatives designed to help with the recovery (London Economic Development Corporation, n.d.). In May 2020, e.g.local employers were invited to participate at the virtual London and Area Works Job Fair. During the same month Libro was giving out $17,500 to its employees in incentives for "buying local." In June 2020, Downtown London business association has launched two programs to assist financially its members: The Restart Grant and The Marketing Grant. 18 11191 Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 In July 2020, Exar Studios in London received funding from Regional Recovery Relief Fund to develop a virtual app Engage that will augment reality for tourists and the large public interested in discovering London and its history. Also, in July, TechAlliance launched a new online tool (The (Rebuild) Roster) to put tech talent in front of hiring managers in Southwestern Ontario tech companies. In August 2020. McCormick Canada took the initiative to raise money for a support fund that offered up to $1,000 in financial grants to local bars and restaurants impacted by COVID-19 pandemic to reopen and recover. During the same month the City of London launched Construction Dollar Program to support core -area businesses through customer giveaways, contests, and promotions during the summer. Londoners visiting downtown and Old East part of the city received coupons to be used at participating businesses. Further in August, the City of London in collaboration with Fanshawe College launched a pilot project looking to train people for jobs and help them stay working. Also, in August, TechAlliance connected to ORION's network enabling innovation through advanced digital infrastructure. Further, TechAlliance has launched its Future Proof Program. The Program support businesses with new tools and talent needed to transition to online retail and use digital marketing strategies. In September 2020, Fanshawe College joined forces with six post -secondary institutions across the province on a new training project that will establish a talent pipeline for the automotive and advanced manufacturing sectors. In October 2020, Rogers rolled out ultrafast "5G" internet for London, St. Thomas and Woodstock. During the same month, Innovation Works, London's co -working spaces for innovators and change makers, announced their public offering of a Community Bond and thus raising money for the restart -rebuild of the local economy. Further, in October, London's City Council endorsed the creation of the London Community Recovery Network, a community group committed to lead the local recovery process. In November 2020, The Ontario's Tourism Innovation Lab's "Spark" Mentorship and Grants Program incentivised individuals, small businesses and non-profit organizations to generate new tourism ideas for the region. During the same month Libro gives $140 to each of its 700 employees to spend locally and boost local businesses. In December 2020, Green Economy London has announced grants to 14 local organizations supporting 17 sustainability projects. The grants support energy saving, waste reduction, water conservation, and environmental stewardship projects. The list of the local support and initiatives is not comprehensive, but it attempts to present the local desire for economic recovery and the fast restauration of normalcy. Beyond the public support, employers' efforts to keep and maintain a qualified workforce for their operations played a significant role for the labour market dynamic in 2020. Table 1 illustrates the job opportunities in the London Economic Region by occupation between January and October of 2020. The table's data is sorted in a descending order by the number of postings listed in the announced period. Only the top 50 occupations were presented here. Because of the pandemic Iockdown the number of postings in the first 10 months of 2020 was smaller than the number of postings during the same period in 2019. However, one could see in 2020 plenty of opportunities for sales, retail salespersons, sales managers (sales colored in blue and management in green). Numerous postings in 2020 were associated with management positions (green color): administrative services manager; retail and wholesale manager; advertising, marketing and public relations manager; corporate sales manager; manager in customer and personal services; human resources management, financial manager; restaurant and food services managers, etc. 19 Workfotce> Planning 4 Development 8oarcl Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 Work opportunities were available in 2020 for applicants with university degree (brown color): registered nurses and registered psychiatric nurses; software engineers and designers; professional occupations in business management consulting; financial auditors and accountants; business development officers and marketing researchers and consultants; professional occupations in advertising, marketing and public relations; human resource professionals; etc. Numerous job postings were listed regionally in the first ten months of 2020 for applicants with college degree or trades qualifications (yellow color): home support workers, administrative assistants, track drivers, administrative officers, automotive service technicians, social workers, medical administrative assistants, medical technologists and technicians, user support technicians, residential an commercial installers and servicers, electricians, etc. Table 1. Unique job postings from Jan. 1, 2020 until Oct. 31, 2020 in the London Economic Region Source: EMSI Analyst No. of Rank NOC Occupation postings 1 6421 R k al'spf, ch rt ; ,,,,,,,,, 1916 2 6552 Other customer and information services representatives 1590 3 4412 Home support workers, housekeepers and related occupations 1210 4 1411 General office support workers 1167 5 1241 Administrative assistants 1111 6 9619 Other labourers in processing, manufacturing and utilities 1035 7 3012 Registered, nurses and registered psychiatric nurses 1014 8 0114 Other administrative, services managers 917 9 7511 Transport truck drivers 859 10 7452 Material handlers 848 11 0621 Retail and wholesale trade managers 845 12 1221 Administrative officers 825 13 0124 Advertising:, market ng,arnd public relations, managers 670 14 0601 Corporate sales managersv 662 15 2173 software engineers and designers 556 16 1122 Professional occupations in business management consulting 489 17 1111 Financial auditors and aucn n#ants,; 476 18 7514 Delivery and courier service drivers 473 19 7445 Other repairers and servicers 442 20 7321 Automotive service technicians, truck and bus mechanics and mechanical repairers 430 21 0651 Managers in customer and personal serviees, n.e.ca 424 22 6541 Security guards and related security service occupations 416 23 6731 Light duty cleaners 405 24 1215 Su'pervlsort,, supply chain, tracking and scheduling co-ord hation occupations 402 25 4163 Business development officers and marketing;r6searchers and ohoultants 400 26 7513 Taxi and limousine drivers and chauffeurs 380 20 iiW Wrarkforce> Planning 4 Development 8orarcl 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 Rank NOC Occu 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 4152 1123 0112 0111 1243 7611 6611 3219 1414 2282 8431 1114 3124 1121 7441 6623 6711 0311 7241 0631 0013 0711 2171 6411 Social workers Medical administrative assistants Construction trades helpers and labourers Cashiers Other medical technologists and technicians (except dental health) Receptionists User support technicians General farm workers Residential and commercial installers and servicers Other sales related occupations Food counter attendants, kitchen helpers and related support occupations Managers in health care Electricians (except industrial and power system) No. of 378 353 349 335 331 330 322 320 314 313 313 311 301 299 286 285 278 276 274 Finally, numerous work opportunities have been listed in 2020 for candidates with high school diploma or less and on the job training (white color): customer and information services representatives, material handlers, material and currier delivery drivers, repairers and servicers, security guards, light duty cleaners, taxi and limousine drivers, construction trades helpers and labourers, cashiers, receptionists, general farm workers, food counter attendants, kitchen helpers and related support occupations, etc. Although less postings have been listed in 2020 relative to 2019, the job listings were diverse enough in occupations and industries to appeal to the enlarged pool of unemployed in the London Economic Region. THE PRESENT: Impacts and actions in the short-term Impacts felt in London Economic Region In November 2020, the labour market in the London ER ended with a slightly larger labour force than in January of 2020, 366,100 people vs. 351,000 people respectively (Statistics Canada, 2020, December 14). 21 11Eif Workfotce Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 Total employment in the region surpassed the employment size in January 2020, 338,600 people vs. 333,800 people respectively. This was because of the full-time employment, 277,400 people in November vs. 259,300 people in January. Part-time employment was still lower in November than in January, 61,300 people vs. 74,600 people respectively, but very close. The unemployment in the region was still higher in November than in January, 27,400 people vs. 17,100 people respectively. The "not in labour force" population was the same in November as in January 2020, 227,100 people respectively. Participation rate in the region, in November, ended up one percentage point higher than in January, 61.7% vs. 60.7% respectively. The regional participation rate in November was still lower than in Canada and Ontario, 61.7% vs. 64.8% vs. 64.5% respectively (Statistics Canada, 2020, December 4). Unemployment rate in the London Economic Region in November was higher than the value in January 2020, 4.9 vs. 7.5% respectively. The regional unemployment rate was lower than in Canada or Ontario, 7.5% vs. 8.2% vs. 8.7% respectively (Statistics Canada, 2020, December 4). Finally, the employment rate in the region in November was about a half percentage point lower than in January 2020, 57.1 % vs. 57.8% respectively. Also, the regional employment rate was lower than national or provincial values, 57.1 % vs. 59.4% vs. 58.9% respectively (Statistics Canada, 2020, December 4). These labour force characteristics indicate that overall, the labour market in the London ER has recovered about 90% relative to the pre -Corona virus pandemic results (January 2020). It remained work to be done with the unemployed in the region as well as with part-time employment. The six months recovery has been unevenly distributed across the subsectors, see Figure 10. Some regional subsectors were harder hit than others by the pandemic. Among those many were leading in part-time employment, e.g. Retail, Accommodation and Food Industry, Educational Service, etc. From the labour market perspective, it's important to understand the share of employment by sector and subsector in the region. Almost three quarters of the employment in the London ER is in the services producing sector while about one quarter of the employment is in the goods producing sector, see Figure 14. It was noted earlier in this document that the services producing sector suffered a slower recovery than the goods producing sector form the labour market perspective. IErn �Oyrnent by econornic sector in the II....on on IER in .0.11[%.l Services -producing sector 73% Figure 14 Goods -producing sector 27% Source: Statistics Canada, Table 14-10-0092-01 22 Workforce Planning 4 Development Borarcl 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 Eirnlpoyinneint I y subsectoir in the Il....oin oin 11::.:.R in 201 Other services (except public administration) 5% Accommodation an food services 6% Health care and so assistance 15°% Educational service! 7% Professional, scient servic.c� 6°% Public administration Agriculture Figure 15 Source: Statistics Canada, Table 14-10-0092-01 Forestry, fishing, mining, quarrying, oil and gas and utilities 0% Construction 8% 3nufacturing 15% rlesale and retail trade 14% ition and using Diving deeper in this type of analysis revealed that during pre COVID-19 pandemic the regional leading sectors in employment were Health Care and Social Assistance and Manufacturing, each owning 15% of the employment in the region (see Figure 15.) Both these subsectors had a stable evolution in the past nine months. Manufacturing was hit harder but recovered back quickly. Next, the Wholesale and Retail Trade retained 14% of the total employment in the region followed by Construction with 8% share of the regional employment, Educational Services with 7% share of the total employment in the London ER. As indicated earlier, the Wholesale and Retail Trade subsector suffered a major unemployment hit due to the pandemic, and its share of total employment in the region is significant. The other three subsectors mentioned here were performing well since the beginning of the Corona virus pandemic. The next by the size of the share of employment in the region were Finance, Insurance, Real Estate, Rental and Leasing with 6% of the regional employment, Accommodation and Food Services with 6% share of the regional employment, and Professional, Scientific and Technical Services also with 6% share of the total employment in the region. As revealed in Figure 15, the other subsectors take smaller and smaller shares of total regional employment. This analysis suggests that the regional labour market recovery strategies should focus first on the subsectors with larger contribution to the total employment in the region: e.g. Manufacturing, Health Care 23 Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 and Social Assistance, Wholesale and Retail Trade, Educational Services, and next in a sub second phase to the other subsectors with smaller contributions to the total employment in the region. Taken in consideration the impact of the pandemic on the labour force by subsector presented earlier and the share of employment by subsector, it is suggested that higher workforce planning priority is required for the following subsectors: Manufacturing, Wholesale and Retail Trade, Transportation and Warehousing, Other Services (excepting Public Administration), and Business, Building Support Services. Today, although the regional labour market is recovered at a high degree, many businesses and operators are still fragile to the exposure to the second wave of COVID-19 infections (November 2020), or concurrent pandemics. Many lessons have been learned since the start of the pandemic among which is that the regional economy is resilient and quickly adaptable to social and economic restrictions. The prospects have been improved today with the vaccine approval by the Canadian medical authority and by the reception of the fist batch of vaccines in December. A source of vaccine has been secured (Pfizer — BioNTech) and mass vaccination campaign has started. About 250,000 vaccine doses are expected to be at hand by the end of 2020 (Tasker, 2020, December 9). Until the herd immunity is achieved, many uncertainties are still governing the regional, provincial and national economies. Impacts we can anticipate through the RESTART phase Given the partial recovery of the labour market in the London Economic Region, the current rate of infections with COVID-19 (Red zone declared by Middlesex -London Health Unit) and the positive prospects regarding mass vaccinations in 2021 several work related impacts of the pandemic must be noted: • People's behaviour will not be the same vis-a-vis work, consumption, leisure, travel, interacting with others, etc. • Remote working and teleworking remain viable work arrangement alternatives for the future • Large and incumbent businesses are the winners in the new economy. They possessed resources, or were ready, for the digital transformation. Working for a large company will provide a higher sense of security • Working from home left many commercial real estates empty, creating major problems for this industry. • The demand for local superfast connectivity, cloud and security services will skyrocket. • Home delivery will create new work opportunities. • Collaboration and community spirit will play a larger role in speeding the economic recovery and generating local resiliency. Private organizations will play a major role in creating the community momentum that sparks recovery. • Innovations in networking, hardware, software applications, installation, and training will generate new local job opportunities • Project management software applications that provide connectivity, time management, documenting and archiving, and facilitate on technical aspects of the projects will be in great demand • Online marketing and social media will take a larger share from the available marketing strategies enlarging the opportunities for communications, public relations, and marketing professionals 24 1E1!7 Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 • IT will play a larger role in each business establishment, creating infinite work opportunities • There will be higher need for digital literacy in order to work effectively and efficiently • Green and sustainability are high priorities in the new knowledge economy Existing, ongoing, and planned REACT and RESTART initiatives In the earlier outline by month of the regional initiatives (London Economic Development Corporation, n.d.) during REACT and RESTART phases of the regional economic recovery several stood out: • TechAlliance launch of the Future Proof Program to support local business with tools and talent necessary for speeding up the transition to online retail and marketing strategies • Tec Alliance efforts to connect the region to ORION's network, enabling innovation through advance digital infrastructure. This advanced networking facilitates connection and collaboration across twelve Regional Innovation Centres (TechAlliance among them) in Ontario through Ontario's Next Generation Network Program (NGNP), allowing small and medium enterprises to test and validate their products and solutions. • Pillar Nonprofit Network's training project design to help students and other job seekers gain in - demand skills so they will be ready for future employers. • City of London and Fanshawe College launch of a training pilot project to for job seekers. • The City of London launch of the Construction Dollar Program to support business core -area through customer giveaways, contests and promotions during the summer of 2020. • MCCormick Canada's initiative to rase funds for aiding bars and restaurants in London area to reopen and recover • Green Economy London provided grants for sustainability projects • Exar Studios development of an innovative tourism solution showing historical sites in London and Old East of London through augmented reality (AR) • Libro's repeated initiative of giving its employees money to spend local with the aim for boosting local economy • City of London endorses the creation of London Community Recovery Network to begin a community led recovery process • Innovation Works launched their Community Bond with the purpose of raising local funds for economic recovery • Rogers announces the roll out of ultrafast "5G" internet for London, St. Thomas and Woodstock • Fanshawe College joins new skilled labour initiative to boost opportunities for students and benefit regional employers • Tech Alliance launched new online tool to connect regional tech talent with managers of Southwestern Ontario tech companies • Downtown London association has launched two new programs to provide financial support to its members Ideas for additional REACT, RESTART, and early RECOVER initiatives Numerous other regional ideas and initiatives were, or are, at work. The list below is rather limited, but it illustrates our community's efforts and innovation standing the economic downturn post Corona virus pandemic. 25 `MIC Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 • Between May and July. Food Bank, RBC Place and Y.O.0 distributed citywide free launches to the most vulnerable population in London • Covid-19 Community Food Box Program was initiated by the LIFE*SPIN in partnership with local businesses to provide direct access to food for fixed -income families, seniors and expectant mothers in London • Squeaky Wheel Bike Co-op has partnered with Big Bike Giveaway in giving out bikes to low- income essential workers. • Caremongering groups and neighbourhood pods organized to support each other during difficult times • London's Centre for Poverty Research advocacy for a green and inclusive economic recovery planning THE FUTURE: A range of realities, impacts, and responses A list of key factors influencing the regional economic recovery has been identified by the EMO Workforce Planning and Development Board during August -September 2020 (see Appendix 2). The list has been refined by the local Scenario Planning Steering Committee in September 2020 (Sep.21 and Sep.28). The criteria for the refinement were: 1) difficulty of controlling regionally the factor, which qualifies it as uncertainty and 2) magnitude of impact of the factor on the regional labour market in the next 12-24 months; the higher the impact the better the odds of being selected. These conversations generated two major uncertainties expected to impact the London Economic Region labour market in the next 12-24 months: 1) pandemic resolution (case count, vaccine, mass vaccination planning, etc.) and 2) public support (government funding, inter -community and public initiative, etc.). There were numerous other candidates for critical uncertainties, but the two selected proved to have the greatest impact on the recovery of the regional economy and labour market. Critical uncertainties Paindein is resolution The Corona virus pandemic, officially declared on March 11 in Canada, proved to be un unprecedented epidemic with disastrous effects on people's health and economy. The economic shut down in April -May of 2020 and the social distancing measures had unimagined effects on businesses, and economy in general. The earlier sections underlined specific effects by each subsector of the economy. Unfortunately, between March and December of 2020 the prospects of having a viable vaccine soon were almost none. The medical community in Canada and around the world made extraordinary efforts to understand the illness, find viable treatments, and develop a proven vaccine against it. Although presently the prospects for a resolution have improved with the December 2020 approval by the highest medical authority in Canada of the Pfizer-BioNTech vaccine, the virus is spreading fast due to the cold season and the related celebrations which bring more people together. In the London Economic Region, in December 16 there were reported 3,090 cumulative cases, 2257 cumulative cases in Middlesex -London Health Area and 833 conformed cumulative cases in Oxford Elgin Health Area. The Middlesex -London Health Area was declared Red while the Oxford Elgin was declared Orange with high prospects of moving into Red. 26 `N Workfotce> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 Unless mass vaccination is rolled out and herd immunity is achieved the COVID-19 illness will continue to dramatically affect our lives and economies. Therefore, pandemic resolution had the highest odds for being selected as a critical uncertainty for our scenario planning model. The list of indicators considered for assessing the evolution of this uncertainty are listed in Table 2. Table 2. Pandemic resolution indicators Indicator Indicator type Geography Data source Middlesex I...ondon .................................................................... Middlesex -London & Health Unit .......................................... New COVID-19 cases since the previous Southwestern Public Health o.uthwerster.n P'cihlic dayMain Oxford Elgin — St. Thomas [ lealth ......................... ..Middlesex.............I...ondon ..................................................... Middlesex -London & Health Unit .......................................... Southwestern Public Health Southwerstern Public ............................................................................... Total number of COVID-19 cases Main Oxford Elgin — St. Thomas Health ......................... ..Middlesex.............I...andorY ..................................................... Middlesex -London & [-lealth Unit .......................................... Southwestern Public Health Southwerstern Pulnlic ............................................................................... Total deaths Main Oxford Elgin — St. Thomas Health Middlesex London Middlesex -London & Health Unit Southwestern Public Health Southwerstern Public ............ New deaths since the previous day Main Oxford Elgin — St. Thomas [ lealth Middlesex I...ondon .................................................................... Middlesex -London & Health Unit .......................................... Southwestern Public Health Southwerstern Public ............................................................................... Total number of cases by location Main Oxford Elgin — St. Thomas Health ......................... Middlesex I...ondon .................................................................... Middlesex -London & Health Unit .......................................... Southwestern Public Health Southwerstern Public ............................................................................... Cumulative incidence rate by location Main Oxford Elgin — St. Thomas [ lealth ......................... ..Middlesex.............I...ondon ..................................................... Middlesex -London & Health Unit .......................................... Southwestern Public Health Southwerstern Public ............................................................................... Outbreaks Main Oxford Elgin — St. Thomas Health ......................... Chief Public Health Officer of Canada announcements Main Canada Government of Canada ....................................................................................... 7'.he Conference Board ..................................................................................... Business confidence level Secondary Nation I of Canada The Conference Board ..................................................................................... Consumer confidence level SecondaryNation of Canada Some of the indicators considered in Table 2 were used in developing the.Scenario [:. Illainniii .g If.)ashboard. Public suIppoirt During crises economic stimulus can keep economies afloat or recover them at higher speed. Federal and provincial government policies play an extremely important role during economic downturns. At local level the resources, will, and innovation can speed up the economic recovery process. However, economic stimulus cannot run forever since debt can become a difficult burden for any economy after crisis. The current pandemic challenged many of the traditional economic principles and methods due to its length and magnitude of impact. Consequently, there is high degree of uncertainty associated with the ability of all forms of government (national, provincial and local) to provide relief and adequate stimulus. Because of its impact on the economy and income, this critical uncertainty was selected as the second dimension for the scenario planning modeling presented here. Table 3 presents examples of indicators considered for assessing the trajectory of the public support dimension. 27 `PJA Workfotce Planning & Development Boar�l 3-847Wilton Grove Rd,London, ON, NSN1N7-518.672.3499or1.844.245.S0O5 Table 3indicators for evaluating the progression of the public support dimension in London ER Indicator Indicator type Geography Data source Governor General speeches and announcements Main National The Conference Board of Canada Government of Canada announcement Main National Statistics Canada Provincial government investment announcements Main Provincial Provincial Government Federal Government new funding Federal Government funding of new initiatives associated to COVID-19 Main National Federal Government Business confidence level Secondary Nation T-he Conference Board of Canada Consumer confidence level Secondary Nation The Conference Board of Canada Indicators from Table 3 were considered in developing the Scenario l�::Il�annin . as oar . Scenario matirix Based nnthe possible interactions between the two identified critical uncertainties, the Elgin Middlesex Oxford Workforce Committee has drafted the four following scenarios: Figure 16 28 Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 Four scenarios: in detail eir airll paind i lice resolation and high l ptiblic support A scenario in which the spread of COVID-19 leads to frequent closures and re -closures of the local and regional economy. Despite these obstacles, ample public, community and government support maintains the economy above the floating line. This scenario emulates very closely the reality lived during March - November of 2020 period. Assumptions: high number of COVID-19 cases; viral treatments and drugs are in development; no vaccine yet approved; concurrent pandemics can develop; restrictions continue for movement of merchandise and people; wage subsidies and unemployment benefits are available; emergency business supports (rent relief, taxes, etc.) are available; favourable legislation to attract foreign investment is enacted; increased awareness and concern about consumer health; drastic changes regarding work on the roll and consequently major changes in consumption habits; common understanding of e-commerce and e-services are established; etc. �1w.,mui�mienfg��:�wmi�iw�i Ill��s��,r�„��jem�^:f,�i,:,�;�m�wt �I'k�'iiiur„m'Cth1�irt::�pre�u�s Since working remotely and working from home will be the work arrangement favoured alternative in this scenario, IT skills will be in great demand (networking, web development, e-commerce setting, software design and training, training to efficiently use of the teleconferencing software, cyber security, cloud services, artificial intelligence, etc.). Going hand in hand with these there will be a local need for professionals in ultrafast telecommunication and internet services (5G) provided by the telecommunication companies (content streaming, gaming, conferencing, internet of things, etc.). As more people will be restrained to spend their time locally due to the travelling restrictions, gaming will become a more popular version of leisure (game programmers, sales, marketing, etc.). Sports TV, Travelling and History channels video streaming will increase due to the traveling and tourism restrictions. Digital advertising and marketing will become the main promotional alternatives. Specialists in SEO, social media advertising, communications, etc. will be in higher demand than before. Advances in Personal Protection Equipment will arise to make people's life easier. The demand for engineers and designers will be taking off. Also, since the number of COVID-19 cases will pick up medical research for Corona virus treatments will expand — the demand for research medical doctors and physicians and laboratory technicians will increase. A worrisome issue is commercial property. Since a lot of workers in the knowledge economy will be able to perform their duties from home or remotely, numerous office buildings will be vacated if the pandemic resolution continues to be a problem without a solution. Numerous real estate property consolidations will happen, and significant workforce restructuring will appear in Business Building and Support Services subsector as well as in Waste Management subsector. If pandemic resolution remains low for and unforeseen time horizon, Health Care Services subsector will become overwhelmed. First it will have to deal with the extensive number of infections with COVID-19 and in parallel the mental health issues developed in the population due to the extensive periods of social isolation. The demand for medical personnel will remain high in the region during this scenario. 29 iRZ! Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 Unfortunately, the needed talent will not appear overnight. Professional regulations imposed in the medical field will create some shortages in this field. Curb delivery and home delivery will get traction. Sales representatives, drivers, order fillers, etc. will be in great demand. Unfortunately, under this scenario numerous small businesses in Accommodation and Food Services subector will go bankrupt, being unable to deal will the extended periods of reduced or lack of demand. Home improvement will maintain high since money otherwise allocated for travelling would be directed for small improvement projects at home. The Construction subsector will stay resilient. Therefore, trades journey personas, installers, helpers, contractors, etc. will be in demand through such a scenario. Arts performers will be in trouble since concert halls, theatres and other venues will be closed. The Information Culture and Recreation subsector will suffer under this scenario. The balance of demand for skills in some sectors will balance out the lack of demand in others under this scenario. The public support will create the breathing window necessary for people losing their jobs in some subsectors to pick up the demand in others. Overall, under this scenario it is expected a slow economic growth. 11 .11f;;;!COVIIf;;;!Ilf Stage, Jainuaury 2021 11 arch 2022 The year long recovery is needed to quickly retrain and transfer some with skills from subsectors losing ground under this scenario into subsectors with growth. This process will be tedious and complicated. A one-year recovery is optimistic, but public support is essential to make this happen. Manufacturing will suffer since the economic growth will be slow and export will be affected by border crossing restrictions, renegotiated international trade agreements, and potentially reduced demand for Canadian products outside the country. lf;;;;aurllly Ill llf;;;!SIIIIII,,,,Illllf;;;!II CIIf;;;! staa e, April l 2022 - Septerrlllbeur 2022j The resilience will start when the reassignment of talent in the local economy is balanced and the new knowledge -based economy is settled locally. It is assumed that the local innovation and entrepreneurship will generate locally enough demand for the COVID-19 displaced workers. The new allocation of talent regionally is optimal for the remote working and social distancing conditions. Another potential alternative would be that while the local economy is recovering, advancements in developing vaccines are gained and thus the economy will transition to a more favourable scenario. lfZecoumunrneunudatliiourms for businesses liiin tlh]s scenarlio • Keep applying for and using any relief provided by various levels of government. • Look at local collaborative alternatives that enhance alliance synergies • Find innovation within the firm • Promote local shopping. Loyal to local. if ec.omiiiieiirmdatiiiounus for renew pollliii&iies,u investments, Ilpro rairnis and sullpllports Support for business 30 195 Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 • Keep the subsidy programs in place and enhance upon them as businesses will require the subsidies more than ever to rebuild • Funding to support the rebuilding of small business • Clearer advice and more clarity around how to react to COVID type symptoms for Essential Workers in particular • Retraining programs for those displaced • Subsidization of PPE, wages, utility costs Mindset and wellness • Mental health support • Improve consumer confidence • Improve communication about situation Digital support • Broad Band and Hi Speed internet everywhere • Internet connection in rural areas and remote areas • Grants for 5G networks • Internet security/payment security support • Support for e-commerce development • WFH support, customer service for workforce support • Develop technology lending libraries • Phones and computers for everyone Training • Assistance to engage and train those not currently connected (ie. seniors) • Retrain tourism/hospitality workers to new career paths • Digital literacy for seasoned business owners resisting digital shift • Assist job seekers in connecting directly to employers, not just general job prep • Robust online learning • Training for soft skills — adaptability, resiliency, networking, agility, self -directed learning, self -reflection Increase coordination between business and service providers • Excellent communications and ongoing availability of PPE • Creative outreach to bring customers into business • Local labour market info • Ensure information on support is shared as quickly as possible and by various means Financial support • Funding for tourism and accommodation subsectors • Transportation • Internationally competitive online education infrastructure 31 `MR. Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 Scenario 1--ligh paindeimic resolution, tioi , Ihigh Iput° IIIic support A scenario in which sustainable improvement toward diminishing the effects of COVID-19 is achieved and stakeholders and decision makers continue investing in businesses and labour force. This is the most optimistic and favourable scenario. Assumptions: low number of COVID-19 cases; high discipline in reducing community spread of the virus is established; viral treatments and drugs are approved; a vaccine is approved; mass immunization begins; no concurrent pandemic is developing; wage subsidies and employment insurance benefits are available; emergency business supports (rent relief etc.) are available; favourable legislation is enacted to attract foreign investment; public achieves increased awareness and concern about consumption practices; increased demand for new skills; traveling and public transportation pick up; etc. Curreint and IF)rojeated Slkliillllll.s SIliortages This scenario quickly brings the local economy to the normal. The economic shock of the past 8 months will be felt a little while longer even under this optimistic scenario. As emphasized earlier in the report, Manufacturing subsector will have a slack in recovery. Although this optimistic scenario assumes that national demand for products and services will get back to normal in short time and grow vigorously after that, there is uncertainty regarding the export demand. The export demand depends on the speed of recovery of our major trade partners (USA, Mexico, EU, UK, China, India, South Korea, Latin America). It is possible that manufacturing will get slower back to normal. However, under this scenario the services producing sector will recover fast and grow afterward. The Retail and Wholesale Trade subsector will come back revigorated by the relief of any social restriction. Some retailers will innovate faster due to the experience of the pandemic, transitioning faster to the online selling and marketing. The adoption of technology will be accelerated by the prior experience and the continuation of sustained economic incentives. The IT skills will be very relevant in the newly emerging economy where online business activity will share equal equity with physical shopping. Web design, computer engineering, cyber security, e-commerce, networking, cloud services, faster internet, etc.). This natural evolution of the Retail sector will bring opportunities for product delivery. Curriers and postal services workers, drivers, private transport operators, packers, and others will be in demand. Since general demand for products and services is assumed to grow under this optimistic scenario, the Transportation and Warehousing will fully recover. The demand for supply chain planners and schedulers, managers, analysts, drivers, warehouse workers, etc. will pick up quickly. The restaurants, bars and other food services operators will pick up their loses and step forward for recovery and growth into resiliency. The need for chefs, cooks, servers, bartenders, etc. will come to normal. Restored Tourism sector will help with the demand for Accommodation and Food Services. Travel agents, receptionists, hotel managers, restaurant managers, cleaning persons, drivers, etc. will be again in demand. Teachers and students will be able to go back to the classroom settings. The pandemic experience will force upon innovation and change in certain areas of Educational Services. However, the upgraded learning conditions will require again qualified teachers able to teach in both settings, in class and online. Some efficiencies will be gained through the online educational services since the delivery of the classes is less dependent on physical classrooms' capacity. This optimistic scenario suggests that most likely the international students will be able to travel again to Canada to earn their degrees of interest. The demand for teaching skills will be again up to the roof. 32 `PYA Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 The Health Care subsector will be relieved after the intense stress during the COVID-19 pandemic, some restructuring and consolidation will go after life gets back to normal. All these will be done with the aim for achieving efficiency and lower the costs. Possibly that workforce in the sector will remain the same or diminish under this scenario due to reduce demand for COVID-19 medical services. There will be opportunities for the trained professionals who will be restructured to transfer their skills in the Long -Term Care subsector where the need for higher quality of care have been noted during the strike of the COVID- 19 pandemic. Mental Health will long for a while after the pandemic is resolved and will look for the medical skills of those that under this scenario will lose their jobs. Farm operators will be relieved to see the alleviation of restrictions for temporary workers. Cost efficiencies will be achieved under this scenario by farmers. However, some of the local workforce will become too expensive and loose their jobs. Opportunities for these people will arise in horticulture and landscaping. Once the good old times are coming back, the need for land care and beauty will emerge across commercial real estate operators and private individuals. The demand for art performers will spike back, with force, since people are thirsty for entertainment after such a prolonged period of restrictions. The gyms will be packed again and the need for personal trainers, nutritionists, gym attendants, managers, coaches, etc. will be back again. The need for public administration employees will be still high since a lot of programs started during the pandemic will roll on to keep the recovery -growth momentum. Under this optimistic scenario, basically all the regional economic subsectors will create opportunities for work. If .IIf;;;iCOVllf;;;illf stage, January 2021 — Deceimmlbeur 2021 In this stage, the regional subsectors most affected by the COVID-19 pandemic will return to the pre COVID-19 employment levels. Manufacturing, Transportation and Warehousing, Accommodation and Food Services, Business, Building and Support Services and Waste Management will pick up the slack in employment. There will be a lot training rolling on for upgrading workers and professionals to the level of digital skills commanded by the new economy. lf;;;;aurllly Ilf IIFNCIIf;;;i stage, 3aIlWary 20,22 .— Marchi 2022 In this stage, businesses will gain confidence in the progress of the economy and will start investing in new business projects expanding the existing regional workforce. Depending on the speed of recovery, there will be shortages for certain skills. if ecou,nu,rieurmd'at.iiioumus for Ilbajsliiinesses liimn tllhuliis sceu^naurliio • Accelerate your technological transformation to keep up alive • Use available supports to start your technological advancement • Work with the regional educational partners to speed your technological change (Western University, Fanshawe College, etc.) • Train and prepare your workforce for the digital economy • Collaborate with community partners to save on marketing and advertising • Develop ideas that can help locally your business neighbours 33 `YN Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 • Embrace the community spirit, which has s stronger meaning since the strike of COVID-19 pandemic �11:1.ecoiiiiii,neiindatJiioiiniis for anew Ipolllliicliies, liiu^nvest:meinh , Iprograrnrms armd sulpi j outs Building Resiliency • Programs to support women impacted by the pandemic • A coherent unemployment income plan to adapt to shifting work loads • Preparation for future pandemics • Mental health as healthcare • Subsidized skills training • Improved tax incentives for home offices • Clear health and safety regulations • Plug into programs that are well underway. Too many lone rangers will dilute the collective's efforts • Reduce unnecessary government spending/debt level • Insure equal access to skills training (digital and soft skills) for all employers • Connect strategic programming with local labour market information • Better sense of community • Restore back the confidence of businesses and consumers Supporting Innovation • Infrastructure grants • Equipment and technology grants • Support for entrepreneurs • Enhanced support for small business • Support construction grants • Business support in non-traditional areas • Development incentives Community improvements • Immigration support community promotion • Immigration acclimation • Subsidized volunteering • Housing/affordable rental units • Transportation system • Maintain constant communication and enhance local collaboration Support local • Focus on accommodation and food services industry • Restore the traveling and tourism businesses • Promote local businesses Investment in training is improved i0 `P011 Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 • Smaller classes and more digital literacy for students' futures • Refine education and training models • Folks lining up to learn new skills Collaborations abound • Awareness and campaigns • Open doors — people want to meet in person • Profit sharing the new norm • Training programs lead directly to jobs Scenario W paindei Ilc iresolution and low public SLIlPl oiu : A scenario in which the pandemic worsens due to a lack of effective viral treatments/vaccines, or concurrent pandemics (flu, etc.) while public support is minimal. Assumptions: high number of COVID-19 cases; viral treatments and drugs are in development but not available; no vaccine is approved; concurrent pandemics are developing; restrictions continue on travel for merchandise and people; wage benefits and unemployment subsidies are unavailable; major disruptions in the supply chains; minimum available emergency business support (rent relief etc.); public funding forced to choose between winners and losers; minimum to no foreign investment; limited demand for skills and talent; highlighted digital divided; traveling and public transportation reduced to minimum; accommodation and food industry demolished, high number of bankruptcies, etc. Curreirrot and Ilf)rojected S1a111]s Shortages This scenario is the most pessimistic and will create the deepest economic recession in Canada since the Great Depression. Under this scenario most economic subsectors in the London ER will be negatively affected. The lack or the reduced amount of economic stimulus will make recovery very difficult. Businesses must mostly rely on local resources and innovativeness. Regional public initiative can keep the recession to decent levels. First, the services producing sector will be primarily in disarray because of the prolonged exposure to COVID-19 illness and lack of valid solutions. The Accommodation and Food Services subsector will run at minimum capacity. Many businesses will collapse under this long financial hardship. Home delivery will keep alive some of the businesses. Hotel operators will be in trouble. Travel restrictions will keep people home. A large part of the workforce in this subsector will be displaced looking for other opportunities. Technological innovation created for virtual visiting and learning could absorb some of the newly displaced workforce in the subsector. Manufacturing subsector will be unequally impacted. Food Manufacturing and Beverage will keep running at high capacity due to the need for essentials, and food variety in general. Manufacturing of construction materials will do relatively fine. The low business and consumer confidence will call for reduced operating capacity of this subsector overall. As suggested earlier in the report, manufacturing work settings offer a medium risk of exposure to the COVID-19. However, economic lockdowns with the purpose of controlling the spread of the virus lead to depressed demand for durable goods. Consequently, numerous manufacturing engineers and technologists, technicians, trades people, machinists, material handlers, etc. will lose their jobs looking for other job opportunities. 35 Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 Retailing will be cut in half due to the social distancing restrictions. However, the e-commerce will become the mainstream for sales. Financial and delivery innovation will create new work opportunities for the priorly involved in retailing. Customer service departments will be flooded with returned products because the of the distorted perceptions created by the online description and images of the products. Customer sales representatives, online support technicians will be in great demand. Drivers and postal service curriers will be also in high demand. Product servicing installers and representatives will be also needed under this scenario. Construction will diminish considerably since businesses and consumers confidence will drop under this pessimistic scenario. Trades people, material handlers, construction engineers and technologists, will be displaced under this scenario. Lack of government incentives will keep confidence low continuing to drive down the number of projects. Individuals will be less attracted to take mortgages and build new houses or buy pre -owned ones, Health Care will continue to be under high level of strain due to the minimal resources, lack of support and high rate of infections. Under such circumstances expanding the existing workforce seems impossible. Consequently, there will be limited opportunities or reallocation of talent in this subsector. Also, Educational Services subsector will operate at reduced capacity since some of the international students will postpone earning their certificates or degrees due to the traveling restrictions. However, slowly the sector will show signs of improvement once the online courses become more and more popular. The diminished demand for educational services could appear due to the repeated periods of lock down needed for controlling the spread of the virus. More and more parents will see the value of the online teaching but one of the parents will be indefinitely confined at home to care for the children at home. Transportation and Warehousing will be suffering the consequences of the significantly diminished Retail and Wholesale subsector, Manufacturing, and other. Drivers, warehousing people, planners, schedulers, supply chain analysts, buyers, etc. will see their work opportunities diminishing by day. Overall, the national and provincial economy will enter a recession, which will negatively affect most of the local subsectors. I1:1.1f;;;1A.C'"IIIIII IE-SAII:?,111 stages, January 2821 — June 2822 During this period regional businesses will have to adjust their businesses to meet the existing demand of products and services. Local talent will be reallocated to achieve effectiveness and efficiency under the given circumstances generated by this scenario. Unemployment will increase at unprecedented levels. The minimal economic stimulus will keep the unemployed waiting in long waiting lines for work opportunities. Some of the human capital will lost in this struggle. lfiiaurllly III IIIii!Sllllll,,,,lllllfiill Cllfii stage',: Ji lly 2822 J uine 2822 Resiliency will be difficult to achieve. It would mean operating at the pre COVID-19 pandemic level of employment. Skills upgrading will be needed in order to make job applicants ready for the new economy. Salvation could come only from within. Community spirit and innovation will speed up the restart and recovery. Also, local resources will play an important role. NO Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 lfR.ecourrnu,neumidatliiounus for Illbusliiiinesses liiimu tllhulis scenarlio • Live within your means. Be frugal with your expenses. • Innovate because human capital could leverage the current crisis. • Learn and invest as much as possible about technology and how you can leverage it to stay in business. • Provide livable income. if .ecou,nuineunudatliiouruis four new Ilpolllliicliies, liiumnvest;urneints, Iprograurns and supports Collaboration • Collaboration of similar businesses • New partnerships in community • Diversification of local producers and resources etc. • Rally private supports, from charitable groups or sectors not impacted as much • Development of microeconomies (i.e. small villages working together) • Increase volunteering work • Helping your neighbours; check in on family and friends Community Action Safety • More of a push for buy local • Patience and understanding • Live with less mindset • Community mindset • Employers and companies needing support of staff • Low public support in Oxford county is not optional. This community strives to pull through together • Social services are vital • Support for food bank • Mergers/consolidations of social service organizations • Bank on local resources • Hearing directly from the most impacted groups conversation around social unrest • Stronger non-profit networks • Completely open intakes for programs, no barriers for entry • Increased counselling • Health measures/PPE in high demand • Security and Safety Measures • Continuous communication that people can work safely Increase mental health resources counselling services • Significant investments in mental health services • Mental health and addiction support and resources • Personal/family resilience becomes front of mind - gardens, canning 37 `IN Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 Stabilization funding support for business • HR assistance for on -going challenges • Increased government spending, debt, taxes Increased education and communication for pandemic management/protocols Map out local training opportunities — are there enough? The right kinds? Remote work is normalized, build infrastructure that promotes hybrid operations Scenario : 1--lighpaindenik., iresolution, low public suppoirt A scenario in which the spread of COVID-19 is under control, approved effective viral treatments are available, a vaccine is approved, and mass immunization is underway, however, public support for business and labour force is minimal. Assumptions: low number of COVID-19 cases; great discipline in reducing community spread of the virus is established; effective viral treatments and drugs are approved; a vaccine is certified and approved; mass immunization begins; no concurrent pandemic is developing; normal movement of people and goods is resumed; wage subsidies and unemployment supports are low; minimal availability of emergency business supports (rent relief etc.); decreased awareness and concern about consumer health and pollution; increased consumption of e-services, etc.); slow build up of business due to minimum economic incentives available, etc. Currei n't and I121rojected Slkliill]s Shortages This scenario's circumstances suggest that because of the reduced available stimulus the RECOVERY - RESILIENCE will be achieved at a slower pace than needed. Less economic incentives invested regionally means fewer employment programs to help those separated from the labour market during the COVID-19 pandemic to reconnect with the employers in the area. Further, minimum government incentives will hold for longer the technological transformation of the small businesses ignited by the pandemic. Therefore, it is predicted that under this scenario the services will come around and recover the lost ground during the pandemic. Consumers will regain their confidence and trust in the social life and start to get out for eating or entertainment. The long -postponed travels and vacations now become feasible. Slowly the employment in the Accommodation and Food Services subsector will start growing putting the subsector on the road of recovery. Again, the speed of recovery will be slow. The employment in manufacturing will not grow for a while since the production of PPE will slowly reduce, and the external demand for Canadian products and services will be uncertain due to the recovery of Canada's main trading partners, the renegotiated trade agreements and other unforeseen issues. However, alleviation of the travel restriction will revive the Transportation and Warehousing subsector. Regional airports will become busy again. Commercial air transportation will get back slowly to the pre COVID level of business. Since the economic activity will pick up movement of products will intensify, and the warehousing business will slowly grow. Under the circumstances of high pandemic resolution, the Construction subsector will be slowly incentivized by businesses investment in new projects and by individuals driven by housing ownership. Employment in the Construction subsector will grow marginally. NIN Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 Health Care subsector will be relieved by the huge pressure of COVID-19 cases and therefore will go into a restructuring and consolidation to achieve efficiency again. Some of the personnel will be let go but they will find easy opportunities into the newly restructured Long -Term Care subsector, which has proven to have flaws during the pandemic. Mental Health will thrive due to the pandemic effects on people. Regional Agriculture subsector will gain some efficiency due to the access to temporary workers again. Information, Culture and Recreation will get back in shape. Performing artists will be able again to entertain large crowds on concert halls, theatres and stadiums. Local festivals will be able to bring back enthusiastic public and performers together. Business, Finance, Real Estate, Rental and Leasing subsector will continue to grow since the public confidence in the future of the economy is restored. If the interest rates will continue to stay low, businesses and individuals will make investments and the sector will stay resilient. Educational Services subsector will suffer some employment loses due to the efficiencies gained through online learning and adjustment of the international demand for Canadian programs. Local campuses will stop expanding since physical space for teaching became less relevant. However, campus social life remains essential for the formation of the youth. Business, Building and Support Services subsector will recover slowly under the context of this scenario. Since businesses will get back to life, the need for business support, document management, personnel records, waste management and cleaning will grow. Finally, since consumers' confidence will be restored, they'll get back to visiting stores hungry for the experiential shopping, which they missed for so long. However, some of the retail business would be transferred to the online shopping because consumers became more familiar with during the pandemic. Consequently, employment in the Retail and Wholesale Trade subsector will start growing slowly on a trajectory for a complete recover in a year and a half. if llf;;;!Ct Vllf;;;!III stage: January 2021 - June 2022 Under this scenario public confidence in the resolution of the pandemic is restored and gradually the life is returning to normal. It is predicted that all economic subsectors in the London ER will be revived. Employment will gradually be restored to the pre COVID levels in a year and a half. Some of the sectors will be faster than others during the recovery. The reduced stimulus available will slow down the recovery process. However, the local thrive for normalcy, initiative and innovation will help the recovery process. lfiii!aurllly IIf III....! Illlll,,,,lllllfiii!II Cllfiii! stage. dUlly 2022 [Def.;„eirribeir 2022 In the context of the present scenario, the RESILIENCE will be achieved around the mid of 2022. This means that the regional economy will continue growing at a steady pace reassuring optimism for the future. The regional subsectors will align to these growth prospects at various speeds. Il ecou°nii, neiinidat,liioiirms tour Ibuusliiinesses liiiri tlfiiJ.s sceinaurlio • Invest in technology and put your business on the path of success in the new economy • Help your community to recover • Find innovators inside the business. They can put your business ahead of the competition i49 NE Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 • Train your workforce for the new business model and the knowledge driven economy. Provide training in order to alleviate the potential skills mismatch • Collaborate locally and leverage potential synergies developed by the diversity of resources and capabilities • Develop local supply chains. Rely less on global supply 11: ecomurnlermdatliiouris for anew Ilpolllliicliies, lInvestunirmermts, Ilpuroguraurnns armd supports Workplace changes • More recruitment perks • Employer acceptance of mental health days • Employee vaccination programs • Former employees to come back into workforce • Patience from employers as employees gradually learn how to be around people again • Focus on work -life balance • Better protection for the workforce, enforce the labour laws Collaboration • Sharing of resources between employers • Job fairs • Skills retraining • Assess local strengths and go from there • Engage youth the recovery planning/efforts • Provide travel incentives • Convince employers to invest in new projects • Community support mechanisms and program • More collaborations for simplified service experience Attitude shift • Continued compassion • Messaging that the worst is over • Customers to come back • Volunteering Mental health support • Resiliency training • Communication that it's safe to come out of your house Get people connected again • Message that it's safe to go back to work • Grass roots campaign about "COVID is over" • Encourage young graduates to stay local • Public appreciation campaigns for small business • Promotion of job opportunities and choice for job seekers 40 NOR Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 RECOMMENDATIONS The scenarios can be used as guiding frameworks for planning local workforce initiatives and economic development. The scenarios represent somewhat extreme cases. The reality can be anywhere in between of these four scenarios portrayed in the present document. However, they can be very useful in anticipating outcomes and making decisions. Each scenario lists an extensive number of solutions envisioned by the participants to the community stakeholder consultations throughout the months of September -December 2020. The outcomes will depend of the execution of the suggested actions, local resources available and talent of people involved. As the end of November 2020, the economy was heading toward Scenario 1 (low pandemic resolution, high public support). However, since the recent approval of the Pfizer-BioNTech vaccine and the beginning of the immunizations in December 2020, the prospects of moving towards Scenario 2 (high pandemic resolution and high public support) increased. There is some uncertainty regarding the effectiveness of the vaccine, which makes economic recovery fragile to any turn around situation. BIBLIOGRAPHY Allen, C. (May 19, 2020). UBC economists create tool to measure COVID-19 risk in B.C. jobs. Arts & Humanities section. UBC News. UBC. Retrieved December 9, 2020 from https://news.ubc.ca/2020/05/19/ubc-economists-create-tool-to-measure-covid-19-risk-in-b-c-jobs/ Government of Canada (2020, December 10). Canada's COVID-19 Economic Response Plan. Retrieved on December 14, 2020 from https://www.canada.ca/en/department-finance/economic-response- plan.html Government of Ontario (2020, March). Ontario's Action Plan: Responding to COVID-19. Retrieved on December 14, 2020 from https://budget.ontario.ca/2020/marchupdate/index.html Job Bank Canada (n.d.). Trends and events in Ontario's labour market. Retrieved December 10, 2020 from https://www.jobbank.gc.ca/trend-analysis/job-market-reports/ontario London Economic Development Corporation (n.d.). News. London Economic Development Corporation. Retrieved November 1, 2020 from https://www.ledc.com/news Statistics Canada (2020, December 14). Table 14-10-0293-01. Labour force characteristics by economic region, three month moving average, unadjusted for seasonality. Retrieved in December 14, 2020 from https://wwwl50.statcan.gc.ca/tl/tbll/en/tv.action?pid=1410029301 Statistics Canada (2020, December 4). Labour market indicators by province, territory, and economic region unadjusted for seasonality. Retrieved in December 14, 2020 from https://wwwl 50.statcan. gc.ca/n 1 /pub/71-607-x/71-607-x2017002-eng. htm Taker, J.P. (2020, December 9). Health Canada approves Pfizer-BioNTech COVID-19 vaccine. CBC — Politics Section. Retrieved December 14, 2020 from https://www.ebe.ca/news/politics/vaccine- rollout-plan-phac-1.5833912 41 `O. Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 Appendix 1 Elgin Middlesex Oxford Workforce Committee membership and meetings Participant Organization Meeting Date Alan Smith County of Elgin Scenario Planning Steering 21-Sep, 28- Committee Sep, 19- Oct Cara Finn County of Middlesex Scenario Planning Steering 21-Sep, 28- Committee Sep, 19- Oct Cephas Panschow Town of Tillsonburg Scenario Planning Steering 21-Sep, 28- Committee Sep, 19- Oct Cindy Hastings City of St. Thomas Scenario Planning Steering 21-Sep, 28- Committee Sep, 19- Oct Robert Collins London Economic Scenario Planning Steering 21-Sep, 28- Development Committee Sep, Corporation 19- Oct Gary Blazak City of London Scenario Planning Steering 21-Sep, 28- Committee Sep, 19- Oct Janice White Libro Credit Union Scenario Planning Steering 21-Sep, 28- Committee Sep, 19- Oct Jeff Surridge CES Oxford Scenario Planning Steering 21-Sep, 28- Committee Sep, 19- Oct Joanne Wolnik SWOTC Scenario Planning Steering 21-Sep, 28- Committee Sep, 19- Oct Josie Lane Libro Credit Union Scenario Planning Steering 21-Sep, 28- Committee Sep, 19- Oct 42 MIYA Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 Kate Burns Gallagher WOWC Scenario Planning Steering 21-Sep, 28- Committee Sep, 19- Oct Kathryn Leatherland Tillsonburg Multi -Service Scenario Planning Steering 21-Sep, 28- Centre Committee Sep, 19- Oct Kim Earls SCOR Economic Scenario Planning Steering 21-Sep, 28- Development Committee Sep, 19- Oct Laura Gibson MEDJCT Scenario Planning Steering 21-Sep, 28- Committee Sep, 19- Oct Debra Mountenay EMO WPDB Scenario Planning Steering 21-Sep, 28- Committee Sep, 19- Oct Natalie Surridge CES Oxford Scenario Planning Steering 21-Sep, 28- Committee Sep, 19- Oct Tamara Kaattari Literacy Link South Central Scenario Planning Steering 21-Sep, 28- Committee Sep, 19- Oct Participant Organization Meeting Date Brian Gallacher Innovata Foods Oxford Employers Round 22-Oct Table Carla Dilellio People Management Group Oxford Employers Round 22-Oct Table Cheryl DeCooman People Management Group Oxford Employers Round 22-Oct Table Dave Foster Arcelormittal Oxford Employers Round 22-Oct Table Denis Guy County of Oxford Oxford Employers Round 22-Oct Table Jeff Gulas Greenlea Oxford Employers Round 22-Oct Table Jeff Surridge Community Employment Oxford Employers Round 22-Oct Services Oxford EO Table Jessica Nancekivell Woodstock General Hospital Oxford Employers Round 22-Oct Table 43 `41fj Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 Katheryn Leatherland Tillsonburg Multi Service Oxford Employers Round 22-Oct Centre - EO Table Katie. DeWachter MRRCA Oxford Employers Round 22-Oct Table Kinga Sopronyi Marwood Oxford Employers Round 22-Oct Table Mark Vance SAF Holland Oxford Employers Round 22-Oct Table N. Surridge Oxford employer Oxford Employers Round 22-Oct Table Megan Porterm Boston Pizza Oxford Employers Round 22-Oct Table Sharon Dykstra Timberland Oxford Employers Round 22-Oct Table Participant Organization Meeting Date Cara Finn Middlesex County Middlesex Stakeholders 18-Nov Carol Stewart Employment Sector Council Middlesex Stakeholders 18-Nov Jeff Kinsella OMAFRA Middlesex Stakeholders 18-Nov Pauline Andrew Employment & Homelessness Middlesex Stakeholders 18-Nov Middlesex County Social Services Joe Winser City of London Middlesex Stakeholders 18-Nov Frances Shamley EMO Workforce Planning and Middlesex Stakeholders 18-Nov Development Board Joanne Fuller Community Employment Middlesex Stakeholders 18-Nov Choices Middlesex Tamara Kattari Literacy Link South Central Middlesex Stakeholders 18-Nov Deb Mountenay EMO Workforce Planning and Middlesex Stakeholders 18-Nov Development Board Name Organization Meeting Date Paul Shipway Municipality of Bayham Elgin Economic Recovery & 19-Nov Resiliency Committee Mark Masseo Elgin Business Resource Elgin Economic Recovery & 19-Nov Centre Resiliency Committee Tara McCaulley Elgin/St. Thomas SBEC Elgin Economic Recovery & 19-Nov Resiliency Committee Alan Smith County of Elgin Elgin Economic Recovery & 19-Nov Resiliency Committee 44 Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 Laura Gibson Ontario Ministry of Economic Elgin Economic Recovery & 19-Nov Development Resiliency Committee Kale Brown Town of Aylmer Elgin Economic Recovery & 19-Nov Resiliency Committee Janice White Libro Credit Union Elgin Economic Recovery & 19-Nov Resiliency Committee Nicole Pressey - Aylmer & Area Chamber of Elgin Economic Recovery & 19-Nov Wiebenga Commerce Resiliency Committee Donald Leitch Municipality of Central Elgin Elgin Economic Recovery & 19-Nov Resiliency Committee Heather Newton Derks Earthmama Farms Elgin Economic Recovery & 19-Nov Resiliency Committee Debra Mountenay EMO Workforce Planning and Elgin Economic Recovery & 19-Nov Development Board Resiliency Committee Participant Organization Meeting Date Lindsay Wilson Community Futures Oxford Services 03-Dec Stakeholders Meredith Maywood Oxford Tourism Oxford Services 03-Dec Stakeholders Kelly Gilson United Way Oxford Services 03-Dec Stakeholders Dennis Guy County of Oxford Oxford Services 03-Dec Stakeholders Ronda Strewart Rural Economic Development Oxford Services 03-Dec EDO Stakeholders Curtis Tighe Town of Ingersoll EDO Oxford Services 03-Dec Stakeholders Len Magyar City of Woodstock EDO Oxford Services 03-Dec Stakeholders Julie Matheson Community Employment Oxford Services 03-Dec Services Oxford Stakeholders Jeff Surridge Community Employment Oxford Services 03-Dec Services Oxford Stakeholders Kathryn Leatherland Tillsonburg Multi Service Oxford Services 03-Dec Center Stakeholders 45 PAR Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 Don McKay Mayor of East Zorra, Oxford Services 03-Dec Tavistock Stakeholders Bryan Smit Future Oxford Oxford Services 03-Dec Stakeholders Rick Cox Future Oxford Oxford Services 03-Dec Stakeholders Karen Oldroyd Settlement Services Oxford Services 03-Dec Stakeholders Natalie Surridge Community Employment Oxford Services 03-Dec Services Oxford Stakeholders Organizers/Observers Organization Meeting Date Janet Neeb MLTSD Scenario Planning Steering 21-Sep Committee Deb Mountenay EMO Workforce Planning and All All Development Board Tamara Kattari Literacy Link South Central All All Jacqueline EMO Workforce Planning and All All Demendeev Development Board Bashir Adeyemo EMO Workforce Planning and All All Development Board Trudy Button Workforce Planning Windsor Scenario Planning Steering 19-Oct Committee Emilian Siman EMO Workforce Planning and All All Development Board 46 `AN Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 Appendix 2 Factors affecting the Post COVID-19 economic recovery in the London Economic Region Factor influencing post COVID-19 economic Measuring indicator Degree of recovery uncertainty INTERNAL (Regional — London ER 1. The labour force structure (age, gender, Percent age group per total Medium education, immigration, visible labour force, percent males out minorities, entrepreneurship, etc.) of total labour force, etc. 2. The industry structure in the regional Percent industry GDP per total Medium -high economy (goods -producing sector vs. regional GDP services -producing sector, specific industry, etc.) Percent 3-digit NAICS group out of total labour force (or employed) 3. The occupational structure in the Percent 3-digit NOC group out Medium -high regional economy (specific occupational of total labour force (or group) employed) 4. The type and permanency of work (full- Percent full-time jobs out of total Medium -high time vs. part-time, permanent vs. jobs temporary, gig, etc.) Percent permanent jobs out of total jobs 5. The entrepreneurial ability of the region Percent self employment out of Medium -high (self employment, number of business the total employment, number of openings vs. closures vs. continuing, business openings per etc.) month/year, number of incubated businesses per year, number of $ supporting start-ups in the region, etc. 6. Vulnerability ofjobs/industries to Percent of essential Medium -high COVID-19 effects jobs/industries out of total jobs/industries Percent of working at home jobs/industries out of total jobs/industries Percent of jobs/industries requiring interaction with others out of total jobs/industries 7. Local infrastructure for unemployment Number of agencies, number of Medium -high support advisors, number of job developers, number of coaches, number of referrals, number of beneficiaries, etc. 47 `AN Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 8. Degree of local cooperation Number of coordinated actions Medium -high (coordination) across regional (events, activities, etc.), percent unemployment support agencies of coordinated activities out of total activities, etc. 9. The amount of regional financial support Amount of $ High for labour market recover 10. Changes in aggregate demand Consumer Confidence Index, High (consumer sentiment, property housing transfers and new investment, preferences (travel, dinning starts, national and international out, leisure activities, physical exercise, flights, hotel occupancy, etc.), restaurant closures, gyms' closures, etc. 11. Level of regional mobilization Number of economic actions High (leadership, management) toward tried economic recovery Number of rules and regulations changed and enforced 12. Ability of the regional and local Number of successful actions of High government/community administration various nature but associated to enforce economic, business and with COVID-19 (economic behavioural rules for individuals social, health, social distancing, etc.) implemented. 13. Regional business attraction (local Number of favourable points: High legislation, availability of talent, real estate prices, transportation, location, Cheap land and rental regional natural resources and beauty, properties etc.) Available talent Transportation, etc. Factor influencing post COVID-19 economic Measuring indicator Degree of recovery uncertainty EXTERNAL out of region) 1. Progression of COVID-19 virus (degree Number of new cases, rate of High of work safety, severity of social spread, speed (change) of distancing required, discovery of a infection's spread, etc. vaccine, new treatments for the illness, etc. 2. Government support (wage subsidy, Amount of $, number of actions, High rent subsidy, El — CERB support, number of beneficiaries, etc. training, placements, etc. 3. Businesses behaviour (closures vs. Percent business closures out of High openings, investment (sentiment), total businesses business opportunities, etc.) Business Confidence Index, amount of investment, unmet demand of medical supplies, etc. 4. Economic recovery of Canada's major GDP growth, amount of trade High trade partners (US, Europe (UK, (exports and imports), COVID new cases, etc. 48 PAR] Workfotce.> Planning 4 Development Board Elg, n C!¢a'h le exoxfutd 3-647 Wilton Grove Rd., London, ON, N6N1 N7 — 519.672.3499 or 1.844.245.9985 Germany, France, etc.), China, South Korea, etc. 5. Economic growth of Canada and GDP growth High Ontario (GDP, employment, prices) Employment growth Inflation 6. Oil prices (Canada's economy is Oil price High dependent on energy products and services 7. Technological progress (Al transfer, Number of business in the Medium -high automation, etc.) — speed of process of Al adoption, transformation Level of automation across businesses in the region, etc. 8. Severity of restrictions on labour force Border closures High mobility (interprovincial and international) Interprovincial travel restrictions 9. Efficiency and effectiveness of online Standardized tests averages' Medium -high education (standardized tests, new yearly comparisons standards for assessments, 10. Willingness for international economic Amount of $ in economic aid to High collaboration and cooperation (US- countries unable to contain China relations, WTO, IMF, etc.) COVID-19 on their own 11. Foreign investment in Canada/Ontario Foreign investment in $ High 49 PAC! i; 11 /OT;1 Progressive by, Nature RECOMMENDATION: 1 REPORT TO COUNTY COUNCIL FROM: Mike Hoogstra, Purchasing Coordinator DATE: January 28, 2021 SUBJECT: Procurement Activity Report (October 1, 2020 to December 31, 2020) THAT the January 28, 2021 report titled, Procurement Activity Report (October 1, 2020 to December 31, 2020), submitted by the Purchasing Coordinator, be received and filed for information. INTRODUCTION: The County's Procurement Policy requires that an information report containing the details relevant to the exercise of delegated authority for all contracts awarded that exceed $15,000, including amendments and renewals, be prepared and reported to Council on a quarterly basis. This report covers the period from October 1, 2020 to December 31, 2020. DISCUSSION: The Council of the Corporation of the County of Elgin delegated authority to the Directors to award contracts as follows: Value Report Status Greater than $15,000 but less than $250,000 No report to Council required if within approved budget 230 approved that an information report would be brought forward containing --- wN .,,e award of contracts including amendments and renewals. The detailed report of the award of contracts is attached as Appendix A. FINANCIAL IMPLICATIONS: Prior to contract and purchase order approval, confirmation is made to ensure that the appropriate funds are available in the approved budget. ALIGNMENT WITH STRATEGIC PRIORITIES: Serving Elgin ❑ Ensuring alignment of current programs and services with community need. ❑ Exploring different ways of addressing community need. ❑ Engaging with our community and other stakeholders. Growing Elgin ❑ Planning for and facilitating commercial, industrial, residential, and agricultural growth. ❑ Fostering a healthy environment. ❑ Enhancing quality of place. LOCAL MUNICIPAL PARTNER IMPACT: None COMMUNICATION REQUIREMENTS: None Investing in Elgin ® Ensuring we have the necessary tools, resources, and infrastructure to deliver programs and services now and in the future. ® Delivering mandated programs and services efficiently and effectively. 2 3 CONCLUSION: This report is submitted to summarize the County's procurement activity for the fourth quarter of 2020 in accordance with the reporting requirements as set out in section 12.2 of the Procurement Policy. All of which is Respectfully Submitted Mike Hoogstra Purchasing Coordinator Jim Bundschuh Director of Financial Services Approved for Submission Julie Gonyou Chief Administrative Officer `SA APPENDIX A Procurement Activitv — October 1. 2020 to December 31. 2020 Department Budget Project Supplier / Amount Allocation Contractor (HST excluded) / PO# Engineering Capital Rooftop HVAC Units (7) — Elgin Paramount $68,950 Services PO#571 Manor (Emergency Procurement, Services reported to Council Nov 24) Engineering Capital HVAC 15-ton Unit —Terrace Lodge Paramount $27,969 Services PO#572 (Emergency Procurement, reported Services to Council Nov 24) Engineering Capital Office Furniture for 1st floor Mayhew $34,592 Services Engineering Services relocation PO#541 Engineering Capital Supply & Install Floor Covering and Thompson $24,000 Services PO#536 Wall Tile for 1 st floor Engineering Commercial Services relocation Flooring Engineering Capital Supply & Install Glass Entrances Provincial Glass $23,815 Services and Partitions for 18t floor & Mirror Ltd. PO#565 Engineering Services relocation Engineering Capital Remove and Replace Sidewalks at Oscar Temple & $20,850 Services PO#442 Elgin Manor Sons Homes & COVID Surgical Masks Maxill Canada $44,335 Seniors PO# Services (various) Homes & Capital Rhapsody Tub (1), Maxi Move Lift Arjohuntleigh $38,104 Seniors with Scale (1) and Sara Flex Active Canada Services PO#558 Lift (1) — Elgin Manor Homes & Capital Rhapsody Tub (1), Alenti Bath Lift Arjohuntleigh $37,563 Seniors Chair (1) and Ceiling Lifts with Bars Canada Services PO#559 (2) — Terrace Lodge 233 Department Budget Project Supplier / Amount Allocation Contractor (HST excluded) Information Capital Backup Server Replacements (2) Compugen Inc. $40,685 Technology PO#535 (VOR Provincial Agreement #OSS- 6065) Community & COVID Self -Checkout Station for Library Innovative $31,695 Cultural PO# N/A Branches — Software add -on to Interfaces Services - existing system. (3-year term) Library Single Source Award [4.7c (iii)] Community & Operating Sierra Subscription Annual Renewal Innovative $29,425 Cultural Interfaces Services - PO# N/A Library Community & Capital KAS 3.0 Archives Scanner Polar Imaging $17,495 Cultural PO#542 Services - Archives Community & Capital Exterior Double -Sided Ground Sign Excellent Signs & $18,135 Cultural PO# N/A installed at John Kenneth Galbraith Displays Services - Library, Dutton Library 234 �///I, El ir�Clll�,; 000 000 r,Prog,fressive by Nature 1 RECOMMENDATION: REPORT TO COUNTY COUNCIL FROM: Nancy Pasato, Manager of Planning DATE: February 9t", 2021 SUBJECT: Draft Plan of Subdivision Jacklin Farms Phase 3 Proposed Draft Plan of Subdivision, Part of Lots 1 and 2 Range South Edgeward Rd, Part of Block 48 RP 11 M-219 Municipality of Central Elgin, County of Elgin Applicant: Prespa Construction Limited File 34T-CE2001 1. THAT the Council of the Corporation of the County of Elgin grants draft plan approval to Draft Plan of Subdivision for Prespa Construction Limited in the Municipality of Central Elgin (Lynhurst) File No. 34T-CE2001; and, 2. THAT staff be directed to provide notice of this decision subject to the conditions of final approval in accordance with the Planning Act. INTRODUCTION: This report will provide County Council with information required in order to consider granting draft plan approval to the above noted plan of subdivision. In accordance with Section 51 of the Planning Act, the Council of the County of Elgin, the "Approval Authority," is required to make a decision which gives or refuses to give approval to a draft plan of subdivision. DISCUSSION: The subject lands are located Lynhurst, in the Municipality of Central Elgin (see attached location map). The applicant, Prespa Construction Limited, are requesting approval of a residential Plan of Subdivision, consisting of 26 single detached 2 )uilding lots, 34 semi-detached residential building lots, one (1) block for Iu-I„ I - right of way, all served by four new municipal streets. The uses surrounding the subject lands are predominantly residential in nature with lands designated "Natural Heritage" and "Natural Hazard" to the west, south and east There is a hydro corridor located to the south of the proposed development. This application was accepted as "complete" on July 28, 2020 by the County of Elgin. The developer submitted documents to support the proposed subdivision including: - Draft Plan of Subdivision (CJDL, March 6, 2020); Servicing Report Phase 4 Addendum (CJDL, March 6, 2020); and Planning Justification Report (Zelinka Priamo, March 9, 2020). A statutory public meeting was held by the Municipality on September 28, 2020. Several questions, concerns and comments were raised by adjacent neighbours, including the following: • Impact of traffic on adjacent streets • Additional exits from the proposed subdivision • Additional greenspace, pathways/trails or parkland A full package was received from the municipality, including comments received from the public and a summary of comments from the public meeting, and is attached to this report. The proposed subdivision meets the policies of the County Official Plan, as the plan is generally consistent with the objectives and policies of the Plan; conforms with the local Official Plan; will be serviced by and has suitable provision for sewage treatment systems, roads, water, storm and sanitary; has been designed to reduce negative effects on surrounding land uses; and, will be integrated with adjacent neighbourhoods and development. The subject lands are designated Residential in the Official Plan. A zoning amendment was approved by Central Elgin in October, 2020 to a site -specific Residential Zone 1 (R1-84) in the Zoning By-law for the Township of Yarmouth. The new zone permits single detached as well as semi detached dwellings. The plan is consistent with the Provincial Policy Statement and complies with both the County and Municipality of Central Elgin Official Plans. `9i1. 3 commending adding conditions related to Enbridge, Hydro One, Canada -- L,�e Municipality of Central Elgin. FINANCIAL IMPLICATIONS: There will be no financial implications on the County Budget. ALIGNMENT WITH STRATEGIC PRIORITIES: Serving Elgin ❑ Ensuring alignment of current programs and services with community need. ❑ Exploring different ways of addressing community need. ® Engaging with our community and other stakeholders. Growing Elgin ® Planning for and facilitating commercial, industrial, residential, and agricultural growth. ® Fostering a healthy environment. ® Enhancing quality of place. LOCAL MUNICIPAL PARTNER IMPACT: Investing in Elgin ❑ Ensuring we have the necessary tools, resources, and infrastructure to deliver programs and services now and in the future. ❑ Delivering mandated programs and services efficiently and effectively. This plan will directly impact the Municipality of Central Elgin. COMMUNICATION REQUIREMENTS: Notice of decision will be sent out to all parties that requested notification, to the local municipality, and to anyone prescribed under the Planning Act. `XYA 0 CONCLUSION: The Manager of Planning has reviewed File No. 34T- CE2001 and has prepared conditions for draft approval which are attached for Council's review. These conditions have been reviewed by the Municipality of Central Elgin and by the applicant and no changes have been requested. Based on the above the Manager of Planning is satisfied that this plan of subdivision has had regard to subdivision criteria as set out in Section 51 (24) of the Planning Act, is consistent with the Provincial Policy Statement and the County of Elgin Official Plan, and that the conditions, as attached, are reasonable. If County Council approves this draft plan of subdivision, the owner will be responsible for fulfilling the conditions before final approval can be given. All of which is Respectfully Submitted Nancy Pasato Manager of Planning Approved for Submission Julie Gonyou Chief Administrative Officer 238 MINUTES of Public Meeting for a proposed Draft Plan of Subdivision and Zoning By-law Amendment respecting property municipally described as Part of Lots 1 and 2 Range South Edgeware Rd, Part of Block 48 RP 11 M-219, Geographic Township of Yarmouth, now Municipality of Central Elgin, owned by Prespa Construction Ltd., held on Monday, September 281h, 2020 at 7:00 p.m. in the Council Chambers and via Zoom Webinar (to allow public participation), Present: Mayor Sally Martyn - Chair Deputy Mayor Tom Marks Councillor Dennis Crevits Councillor Bill Fehr Councillor Colleen Row Councillor Fiona Wynn Staff: Don Leitch, CAO/Clerk Geoff Brooks, Director of Infrastructure & Community Services Lloyd Perrin, Director of Asset Management & Development Services Ramona Nordemann, Director of Finance/Treasurer Kevin McClure, Planner, CEPO Dianne Wilson, Deputy Clerk Regrets: Councillor Karen Cook Agent for Harry Froussios, Zelinka Priamo Applicant: Call to Order Mayor Martyn took the chair and called the meeting to order at 7:00 p,m, She indicated that this was a public meeting as required by the Planning Act for a proposed Draft Plan of Subdivision and concurrent Zoning By-law Amendment for lands located south of Franklin Lane, west of the St, Thomas Expressway, north of the Hydro One Electricity Corridor in the Community of Lynhurst. These lands maybe legally described as Part of Lots 1 and 2 Range South Edgeware Rd, Part of Block 48 RP 11 M-219, Geographic Township of Yarmouth, now Municipality of Central Elgin. At this time, Mayor Martyn advised that Nancy Pasato, Manager of Planning, County of Elgin, was also attending by Zoom to observe as the County is the approval authority respecting Plans of Subdivision. 2. Disclosure of Pecuniary Interest or the General Nature Thereof The Chair asked if any member of Council had a Disclosure of Pecuniary Interest concerning this proposal? None was declared. 3. Method of Notice The Chair asked the Deputy Clerk what method of notice and when was notice given to the public for this meeting? D. Wilson indicated that as per requirements of the Planning Act, notice was mailed by Regular Post to every owner of land within 120 metres of the subject land as well as applicable agencies and newspaper circulation through St. Thomas Times Journal on September 4, 2020, Notice was also advertised on the municipal website, given through social media posts and in the weekly CE BUZZ advertisements. Public Meeting — Prespa — Phase 4 (Jacklin Farm) — Monday, September 28, 2020 Plan of Subdivision/Zoning By-law Amendment 240 4. Presentation The Chair introduced Kevin McClure, Planner, CEPO, to review the draft plan. K. McClure noted that the County of Elgin is the approval authority on the Plan of Subdivision application and the County has requested this public meeting as per legislation. He explained the proposal by sharing his screen and a PowerPoint presentation. It was noted that the proposal was for the creation of lots for single detached and semi-detached dwellings. K. McClure advised the proposal as follows; 26 lots for single -detached dwellings; 17 lots for semi-detached dwellings (34 units); 1 block for future road right-of-way (Block 44) and 4 blocks for dedicated street (Street "A", Street "B", Street "C", Street "D"). He suggested that previous Phases of the Jacklin Farm have focused on single -detached residential homes and Phase 4 proposes semi-detached residential dwellings which would be considered a slightly more intensive form of development than the neighbouring phases on the subject land, K. McClure advised that the semi-detached residential units proposed are similar to other recent approved developments within the Municipality (ie. Port Stanley). He referenced and reviewed "Natural Heritage" and "Natural Hazard" lands. He further noted that site specific residential zoning will apply to the subject lands as they relate to proposed semi-detached lots, Mayor Martyn asked if Council or staff had any questions with respect to the proposed draft Plan of Subdivision. Nothing came forward at this time, The Chair asked the Deputy Clerk if any written submissions had been received on the Draft Plan of Subdivision? D. Wilson indicated that no correspondence has been received, Discussion The Chair advised that the meeting will now be open to questions from the public, for those attending who have not already submitted their concerns or comments to the Municipality. She advised that if you are listening on your computer, tablet or smart phone, please click the "raise hand" icon and if you have called into the meeting using a telephone, please dial *9. The questions will be taken in a sequential order, When given the opportunity to speak, please provide your name and address for the record. At this time, the host allowed public comments to come forward. Harry Froussios, Zelinka Priamo noted that "H" Symbol was visible on one of the slides during the presentation. He understand this had been removed, K, McClure noted that was an error. Marianne Watson, 10 McPherson Court, Unit 5 inquired about additional traffic and additional exits from the subdivision. K. McClure advised that traffic study completed for build out of entire development identified no concerns, L. Perrin indicated that McBain Line was sufficient width and it was designed to be "collector status" for the subdivision. Ms, Watson further inquired about green space, L. Perrin indicated that parkland during development of Phase 2 was donated and no further green space has been identified. Jessica Lang, 44 Edgewell Crescent, inquired as to trails development, L. Perrin advised that Council has adopted a Trails Master Plan. He noted that Council has not required developers to develop trails. He further advised that sidewalks will be completed from Edgewell Crescent to Wellington Road. D, Leitch referred to 2020 Budget which Council has approved and allocated $50,000, to $100,000. for trails development. Councillor Wynn noted she and the Belmont residents are extremely pleased with a trail that is currently being developed in Belmont. Allan Weatherall, 54 Shaw Blvd. noted his concern with increased traffic. L. Perrin again referred to Traffic Study that demonstrates no concerns. He explained that traffic calming measures were previously placed on McBain Line and staff received numerous complaints so measures were removed. Mayor Martyn referred to calming signage that has been placed on Carlow Road in Port Stanley by the County of Elgin as it is a County road, She indicated this measure has been successful to reduce speeding in that area. Public Meeting — Prespa — Phase 4 (Jacklin Farm) — Monday, September 28, 2020 Plan of Subdivision/Zoning By-law Amendment 241 Mayor Martyn further noted that the County is considering the installation of a traffic light at the corner of Wellington Road (County Road) and McBain Line, Councillor Wynn inquired if the "armadillo" has been placed on McBain Line, G, Brooks advised that no traffic counts have been performed on McBain Line as no resident has come forward with a petition as per Council's policy/procedure, Joanne Fulton, 10 McPherson Court, Unit 27 inquired if dwellings will be single storey as she has a concern with height and blocking current views. Harry Froussios, Zelinka Priamo advised that current height restriction is 11 metres and the intent is for two storey dwellings, At this time, no further comments/questions came forward, The Chair advised that the public has been given a "fair opportunity" to express their views regarding the proposal and she again asked if there are no further questions, please be advised that any person from the public wishing to receive further information on the actions of Council regarding the passing of a by-law on the proposed amendment, should email Dianne Wilson @ dwilson(@centralelgin,org indicating which public meeting they wish to be notified on and providing their name and address, Those who do not have access to a computer and wish to be notified, should call Dianne Wilson at 519-631-4860 ext. 286 and provide the same information, 6. Adjournment The Chair advised that the public meeting was concluded. The meeting was adjourned at 7:30 p,m. Public Meeting — Prespa — Phase 4 (Jacklin Farm) — Monday, September 28, 2020 Plan of Subdivision/Zoning By-law Amendment 242 The Corporation of the MunicipaCty of Centraf2fgin Resolution d 5 faI January 11, 2021 Moved by,. Seconded by 5 C �,"1 v k t.-5 THAT: Report CEP 03-21 be received; AND FURTHER THAT: Council approve the attached municipal draft plan conditions to be forwarded to the Manager of Planning for the County of Elgin with a request that said conditions be included in the County's decision on the proposed draft Plan of Subdivision being Prespa Construction Limited - Jacklin Farm, Phase 4) MUNICIPALITY OF CENTRAL ELGIN RECORDED VOTE OF COUNCIL YEA NEA YEA NEA COOK WYNN CREVITS ROW FEWR Ij MARTYN Ma 1 �IFU01`a 1111.11E✓L /JI/I - SP lY MARNN MAYOR 243 The Corporation'of,the Municipality;of y ;tlCentral ElyIn REPORT DATE: January 5, 2021 REPORT: CEP.03.21 CEPO FILE: 34T-CE1902 (TO: Mayor Sally Martyn and Council PREPARED BY: Kevin McClure, Planner Central Elgin Planning Department SUBJECT: Application for Draft Plan of Subdivision Approval — Proposed Draft Conditions Prespa Construction Limited Jacklin Farm, Phase 4 TTACHMENTS: Draft Plan Conditions ITO COUNCIL: January 11, 2021 RECOMMENDATION: THAT Report CEP.03.21 be received; AND FURTHER THAT Council approve the attached municipal draft plan conditions to be forwarded to the Manager of Planning for the County of Elgin with a request that they be included in the County's decision on the proposed draft plan of subdivision. BACKGROUND: Prespa Construction Limited has filed an application with the County of Elgin for approval of a draft plan of subdivision (File No. 34T-CE1902). The Plan provides for development of 26 lots for single -detached dwellings, 17 lots for semi-detached dwellings (34 units) 1 block for future right-of-way (Block 44), and 4 blocks for dedicated streets (Street 'A', Street 'B', Street 'C', Street 'D'). A public meeting was held on September 28, 2020. Council heard from several neighbouring residents in attendance that provided comments of concern or recommendations for Council consideration. REPORT: Comments received from the neighbours principally regarded traffic and speed concerns along McBain Line. Further, there were questions raised about the municipality requiring any trails planning for the proposal to allow for better integration into the surround area and a concern about two storey buildings backing on to the condo development to the west of the development. Central Elgin Planning Office Report No,; CEP-03-21 244 Staff Comments: Traffic impacts were addressed through an overall traffic impact study completed by the developer, (F.R. Berry & Associates, September 2014). That study contemplated the full buildout of all phases for the overall development area for the Jacklin Farm Subdivision with a follow-up report by CDJL Consulting Engineers (June 2, 2015) and a letter report by F.R, Berry & Associates (June 8, 2015) that did an analysis on the need for a secondary access on to Wellington Road. The recommendation was for the construction of an emergency access, which has been constructed. • The Director of Asset Management and Development stated at the public meeting that the proposed development would not provide any traffic concerns based on the studies that were previously completed. Further, they provided that there would be a requirement for a sidewalk extension along McBain Line as a means to address the trail concerns. • The Director of Infrastructure & Community Services stated at the public meeting that they would look in to installing some speed monitoring devices along McBain Line to determine whether traffic calming measures would be warranted to slow traffic, Comments received from the public at the public meeting did not, in staff's opinion, reveal any issues warranting changes to the proposed draft plan. In staff's opinion, a decision to approve the proposed development would be consistent with the policies of the 2020 Provincial Policy Statement, and conform to the policies of the County of Elgin Official Plan and the Municipality of Central Elgin Official Plan. Attached for Council's consideration are draft conditions for draft plan approval. It is recommended that Council support these conditions, and that they be provided to the County as the approval authority in this matter, with a request that they be included with the draft plan conditions for the proposed development should it be approved. Respectfully submitted: Kevin McClure, RPP, MCIP Planner Reviewed by, Jim-K?IcC, omb, RPP, MOP liiatiager of Planning Approved for submission: I 1 • Central Elgin Planning Office Report No.: CEP-03-21 -2- 245 Municipality of Central Elgin Draft Plan of Subdivision Conditions Prespa Construction Limited, (34T-CE2001) • The owner enter into a subdivision agreement with the Municipality of Central Elgin wherein the owner agrees to satisfy all of the requirements, financial and otherwise of the Municipality of Central Elgin concerning the installation of services including roads, sanitary sewage collection system, water distribution system, utilities and storm water management facilities for the development of the lands within the plan. • The subdivision agreement be registered against the lands to which it applies once the plan of subdivision has been registered. • The subdivision agreement, where required, contain a provision, prepared to the satisfaction of the municipality, regarding the phasing or timing of the development. • The owner provide easements as may be required for services, utility or drainage purposes in a form satisfactory to the Municipality or Utility and where required by the Municipality, daylight corners and street reserves shall be shown on the final plan and conveyed in a form satisfactory to the Municipality. • The approval for the draft plan of subdivision lapse after three years pursuant to section 51(32) of the Planning Act. • The road allowances included in this draft plan shall meet the standards of the Municipality and be shown and dedicated as public highways on the final plan submitted for approval and registration. • The streets within the draft plan of subdivision shall be named to the satisfaction of the Municipality of Central Elgin. • The subdivision agreement between the owner and the Municipality shall contain provisions requiring the implementation of the recommendations of the report, Jacklin Farm Subdivision Stormwater Management Report, CJDL, June 2016 and the subsequent Jacklin Farm Subdivision, City of St. Thomas, Servicing Report, Phase 4 Addendum, CJDL 4 March 2020 and the development agreement between the owner and the Municipality containing provisions regarding the development, implementation, installation, dedication and maintenance of the storm water management facilities, • The appropriate zoning is in place for the development. • The subdivision agreement between the owner and the Municipality shall contain a provision requiring the owner to install geodetic monuments within the subdivision. The number, specifications and location of the monuments are to be 246 approved by the Director of Physical Services prior to final approval and registration. The subdivision agreement between the owner and the Municipality shall contain provisions requiring the implementation of the recommendations of the environmental impact study (EIS), Jacklin Farm Subdivision, Central Elgin, Environmental Impact Study, Lynn Valley Consultants, October 2014 The subdivision agreement between the owner and the Municipality shall contain provisions requiring the implementation of the recommendations of the report, Jacklin Farm Subdivision, Phase 2 and 3 Part Lot 1 & 2, Range 1, Yarmouth Township, The Municipality of Central Elgin, Geotechnical Engineering Report, LVM Date: June 24, 2014, Ref. No,: 161-P-0005398-01-GE-R-0001-00 The subdivision agreement between the owner and the Municipality contain a provision requiring: • The owner to include a statement informing the persons who first purchase a unit following final approval of all the approved development charges, including development charges for school purposes, relating to any such unit within the draft plan of subdivision pursuant to Section 59(4) of the Development Charges Act. 1997; • All services, which in the opinion of the Municipality are necessary for the development of the lands within the Plan, such services being hereinafter called the "necessary services" shall be in place before the development begins; and • Nothwithstanding, development may begin before all of the necessary services are in place if the Municipality is satisfied that adequate arrangements have been made to ensure that the necessary services shall be provided in a timely manner as development proceeds. Adequate arrangements shall include the passing of an area -specific development charge by-law pursuant to section 2 of the Development Charges Act, 1997 and the entering into of a front -ending agreement under section 44 of such Act, which by-law and agreement relate to the necessary services. That prior to final approval, the Municipality shall confirm that there is uncommitted reserve sewage and water treatment capacity to service the development and that the proposed arrangements for stormwater management are acceptable and can be assumed by the Municipality, That prior to final approval, no grading or other soil disturbances shall take place on the subject property prior to the Owner's Licensed Archaeologist providing a letter to the Municipality and the County indicating that there are no further concerns for impacts to archaeological sites on the subject lands. This is to be accompanied by a Ministry of Tourism, Culture and Sport letter indicating that the licensee has met the terms and conditions for Archaeological Licensing and that the report has been entered into the Ontario Public Register of archaeological reports. 2 247 The approval for the draft plan of subdivision lapse after three years pursuant to section 51(32) of the Planning Act. 248 �///I, El ir�Clll�,; 000 000 r, 1 Prog,fressive by Nature RECOMMENDATION: 1 REPORT TO COUNTY COUNCIL FROM: Nancy Pasato, Manager of Planning DATE: February 9t", 2021 SUBJECT: Final Plan of Subdivision Approval The Ridge at Talbotville Gore, Phase 2 10117 Talbotville Gore Road, Part of Lot 40, Concession SENBTR Township of Southwold, County of Elgin Owner: 1873828 Ontario Ltd. File No.:34T-SO1803 THAT the report titled "Final Plan of Subdivision Approval The Ridge at Talbotville Gore, Phase 2" from the Manager of Planning, dated February 9, 2021, be received and filed. INTRODUCTION: This report is to advise County Council that final approval was given for a plan of subdivision in the Township of Southwold on January 27, 2021. (see attached map) DISCUSSION: This residential plan of subdivision is comprised of 57 single detached residential building lots, and one future residential block (Block 58), all serviced by the extension of Glengariff Drive and two (2) new local streets. The original draft plan approval for this subdivision was given by Elgin County Council on March 26, 2019. The original draft approval contained a future multi family residential block (Block 59), however, the applicant was unable to secure land titles to the block, so it was left out of the final approval for the subdivision at the request of the applicant. The subject lands are located in the Township of Southwold (Talbotville). The approved lots will be developed on full municipal services. The County received clearance letters 249 wnship of Southwold, Kettle Creek Conservation Authority, Hydro One and In accordance with By -Law No. 13-28 "A By -Law to Delegate Certain Authorities..." the Manager of Planning has been given the authority to approve final plans of subdivision once all of the conditions of draft plan approval have been met and after clearance letters have been received. FINANCIAL IMPLICATIONS: None. ALIGNMENT WITH STRATEGIC PRIORITIES: Serving Elgin ❑ Ensuring alignment of current programs and services with community need. ❑ Exploring different ways of addressing community need. ❑ Engaging with our community and other stakeholders. Growing Elgin ® Planning for and facilitating commercial, industrial, residential, and agricultural growth. ❑ Fostering a healthy environment. ® Enhancing quality of place. LOCAL MUNICIPAL PARTNER IMPACT: Investing in Elgin ❑ Ensuring we have the necessary tools, resources, and infrastructure to deliver programs and services now and in the future. ❑ Delivering mandated programs and services efficiently and effectively. This approved plan of subdivision will impact the Township of Southwold. COMMUNICATION REQUIREMENTS: None. 2 250 CONCLUSION: This report is to advise that final approval of this plan of subdivision was granted and the plans were signed by the Manager of Planning on January 27, 2021 and forwarded to the Elgin Land Registry Office for registration. The Township of Southwold and the developer have been notified. All of which is Respectfully Submitted Nancy Pasato Manager of Planning Approved for Submission Julie Gonyou Chief Administrative Officer 3 `&I REPORT TO COUNTY COUNCIL 0t0 1 . FROM: Brian Masschaele, Director of Community and Cultural Services /OT;, I.�,, '� ',''°i DATE: February 9, 2021 Progressive by, Nature SUBJECT: Elgin County Museum Advisory Committee 2021 Membership RECOMMENDATION: THAT County Council confirm the membership of the Elgin County Museum Advisory Committee as outlined in the report titled "Elgin County Museum Advisory Committee 2021 Membership" from the Director of Community and Cultural Services dated February 9, 2021; and, THAT the Warden on behalf of County Council issue a letter of appreciation to Mrs. Helen Van Brenk for her past service to the committee. INTRODUCTION: Membership on the Elgin County Museum Advisory Committee is established under By- law No. 16-03. This report recommends a new appointment to the Committee for 2021 and provides an update on members previously appointed by County Council. DISCUSSION: Membership on the Elgin County Museum Advisory Committee is comprised of representatives as follows: • One member of Elgin County Council; • Two appointees from Elgin County Women's Institutes, one from East Elgin and one from West Elgin; • One appointee on behalf of the agricultural community in Elgin County; • One appointee, to be named by Elgin County Council, who is representative of, or employed by, another museum located with the County of Elgin and who will act as a liaison with County museums; • Two appointees, to be named by Elgin County Council, as "at large" members who shall be persons interested and knowledgeable about the affairs of the Museum. 253 2 Mrs. Helen Van Brenk has provided notice that she is no longer able to serve on the committee as the West Elgin appointee for Elgin County Women's Institutes. Mrs. Van Brenk has provided 16-years of dedicated service to both the Committee and the Elgin County Museum, including 7 years as Chair. It is recommended that the Warden on behalf of County Council issue a letter of appreciation to Mrs. Van Brenk for her service. The members of the Women's Institute are recommending that Ms. Donna Lord of the Middlemarch branch be appointed to a four-year term in her place. Should County Council approve this appointment, the following will constitute membership on the Elgin County Museum Advisory Committee for 2021: • Amanda VandenWyngaert (4th Year of First 4-year term), Museum liaison member • Perry Clutterbuck (4th Year of Fourth 4-year term) — Member at -large • Joan Mansell (4th Year of Fourth 4-year term — WI member (east) • Donna Lord (1 st Year of First 4-Year term) — WI member (west) • Kim Teuscher (4th Year of First 4-year term) — Member -at -large • Charlie Jenkins (2nd Year of Second 4-Year term) — Agricultural representative • Councillor Sally Martyn — County Council representative Confirmation of the 2021 Chair, Vice -Chair and Secretary will occur at the Committee's first meeting expected to take place in April or as soon as current restrictions will allow. FINANCIAL IMPLICATIONS: Not applicable. ALIGNMENT WITH STRATEGIC PRIORITIES: Serving Elgin ❑ Ensuring alignment of current programs and services with community need. ❑ Exploring different ways of addressing community need. ® Engaging with our community and other stakeholders. Growing Elgin ❑ Planning for and facilitating commercial, industrial, residential, and agricultural growth. ❑ Fostering a healthy environment. ® Enhancing quality of place. Investing in Elgin ❑ Ensuring we have the necessary tools, resources, and infrastructure to deliver programs and services now and in the future. ❑ Delivering mandated programs and services efficiently and effectively. 254 LOCAL MUNICIPAL PARTNER IMPACT: Not applicable. COMMUNICATION REQUIREMENTS: Not applicable. CONCLUSION: The pandemic impacted the ability of the Committee to meet on a regular basis in 2020, with only one meeting taking place. It is hoped that the Committee can meet at least twice in 2021 to review museum policies, events and strategic initiatives. All of which is Respectfully Submitted Brian Masschaele Director of Community and Cultural Services Approved for Submission Julie Gonyou Chief Administrative Officer 3 `M1 REPORT TO COUNTY COUNCIL 0t0 1 . FROM: Brian Masschaele, Director of Community and Cultural Services /OT;, I.�,, '� ',''°i DATE: February 9, 2021 Progressive by, Nature SUBJECT: Elimination of E-Green Recycling Program at Library Branches RECOMMENDATION: THAT the report titled "Elimination of E-Green Recycling Program at Library Branches" from the Director of Community and Cultural Services dated February 9, 2021 be received and filed, and; THAT the Townships of Malahide and Southwold, and the Municipalities of Central Elgin, Dutton Dunwich and West Elgin be notified of the elimination of e-waste recycling services at Elgin County Library branches. INTRODUCTION: Elgin County Library has received notice from Green eRecycling and the STEAM Centre in St. Thomas that the e-waste recycling program at branch libraries has been eliminated. DISCUSSION: County Council and Local Municipal Partners were informed in June 2020 that the Elgin County Library's partnership with the STEAM Centre based in St. Thomas and Green eRecycling for the collection of a -waste at library branches was being temporarily suspended due to staffing and resource shortages. Green eRecycling has recently confirmed that the program has now been eliminated altogether, thereby ending the service. Collection bins have been removed. The STEAM Centre continues to collect and refurbish desktops, laptops, and tablets in good condition which are donated to students, Indigenous communities and people with limited income as part of its re//BUILD.IT program. Those wishing to donate to this program can do so directly by visiting www.steameducation.ca. MI. 2 FINANCIAL IMPLICATIONS: Not applicable. ALIGNMENT WITH STRATEGIC PRIORITIES: Serving Elgin ❑ Ensuring alignment of current programs and services with community need. ❑ Exploring different ways of addressing community need. ® Engaging with our community and other stakeholders. Growing Elgin ❑ Planning for and facilitating commercial, industrial, residential, and agricultural growth. ® Fostering a healthy environment. ❑ Enhancing quality of place. LOCAL MUNICIPAL PARTNER IMPACT: Investing in Elgin ❑ Ensuring we have the necessary tools, resources, and infrastructure to deliver programs and services now and in the future. ❑ Delivering mandated programs and services efficiently and effectively. The service operated at the following branch locations: Springfield, Belmont, Shedden, Dutton and West Lorne. Notice of the elimination of service will be provided to the impacted municipalities. Library staff will continue to work with Local Municipal Partners to identify options and future opportunities with regards to E-waste promotion and recycling across Elgin County. COMMUNICATION REQUIREMENTS: The Director of Community and Cultural Services will provide notice to the following municipalities regarding the elimination of this service: Townships of Malahide and Southwold, and the Municipalities of Central Elgin, Dutton Dunwich and West Elgin. `WA 3 CONCLUSION: The e-waste partnership between Elgin County Library, the STEAM Centre and Green e-Recycling operated from 2017 to 2020 at five branch locations. In that time, it collected over 75,000 kilograms of e-waste, while also benefitting the STEAM Centre through increased revenue and donations of re -usable items. Library staff will continue to promote the STEAM Centre's services as well as those of any other community partner who can assist with re -use or re -cycle of electronic items. All of which is Respectfully Submitted Brian Masschaele Director of Community and Cultural Services Approved for Submission Julie Gonyou Chief Administrative Officer 258 REPORT TO COUNTY COUNCIL 0t0 1 . FROM: Brian Masschaele, Director of Community and Cultural Services /OT;' I.�,, '� ',''`i DATE: February 9, 2021 Progressive by, Nature SUBJECT: Elgin County Library Service Update — October 2020 to January 2021 RECOMMENDATION: THAT the February 9t", 2021 report titled Elgin County Library Service Update — October 2020 to January 2021, submitted by the Director of Community and Cultural Services, be received and filed for information. INTRODUCTION: This report provides County Council with a service update for Elgin County Library since the last update was received by Council on October 13, 2020. DISCUSSION: Recent provincial regulations have required Elgin County Library to reduce service levels since the last update received by County Council on October 13, 2020. At that meeting, Council authorized the opening of interior spaces within library branches for limited services under a plan called Curbside Plus. The number of visitors allowed into the branch at any one time was restricted to staffing levels at each branch on a one-to- one basis in order to ensure that proper safety protocols could be followed. Visits were limited to half an hour per patron or family unit. In -branch visits during Curbside Plus grew steadily for the months of October, November and December despite the limitations that were put in place. With further limitations following in January, and the return of service back to Curbside Pickup only, branch pickups remained steady during that month. The following are statistics relating to branch visits by patrons during these months: 259 2 November In -Person "visits December January In -Person) CUrbside Visits Pickups iO - ,Aylmer 176 6 - Aylmer 213 0 Aylmer 387 1 Belmont 74 1 - Belmont 801 - Belmont � 156 2 - Glutton 323 2 - Dutton 282 2 - Dutton 210 3 Pt Burwell27 3 N't Burwell 503 Pt. Bur ell 71 i4 - Pt Stanley 352 4 - Pt. Stanley 263 4 - Pt. Stanley 135 5 - Rodney 74 5 - Rodney 1045 - Rodney 113 16 - Shedden 177 6 - Shedden 149 6 - Shedden 81 - Springfield 43 7 - Springfield 74 7 - Springfield 25 18 - Straffordville 206 8 - Straffordville 180 8 - StraffordvilteD 182 8 - west Lorne 101 8 - west Lorne 68 8 west Lorne 161 10 - Main Offices 10 - Main Offices 16 - Fain Officei Tel 1,5153 Total 1,463 Total 1,541 October reflects a partial month of service as Curbside Plus was not launched until October 19t" and not at Aylmer until November 5t". December's numbers were impacted by the Christmas closure on December 24t". Final numbers are still being confirmed for January and reflect service until at least January 27t" Overall, the daily average for in -branch users increased month -over -month during the three months that Curbside Plus was being offered. There were no reported cases of COVID-19 among staff or the public resulting from library use. Curbside Plus was working well. January's statistics at least indicate that the level of branch visits is being maintained despite the reduction of service to Curbside only. Circulation of items loaned also increased during this period. The following are statistics for these four months: `-101 3 a - 1- Aylmer Belmont 4,334 882 2 - Dutton 1,264 3 - lit. Burwell 1 345 4 - 5 - Pt. Stanley Rodney ey 972 8 5 - ahedden 335 7 - Springfield 80 fl - itrafFordville West Lorne 1,480 749 19 - Slain Office 23 Total 1 ,2'6- These numbers reflect an average of 70% of what would normally be experienced by the system pre -pandemic during these months (as compared to October 2019 (62%); November 2019 (64%); December 2019 (89%); and January 2020 (66%). It should also be noted that these statistics do not include usage of on-line materials which has increased significantly since the on -set of the pandemic and which will be the subject of further analysis in the library's annual statistical analysis which will be presented to County Council by spring 2021. The number of virtual cards issued has also experienced a significant increase during this period. Virtual cards provide patrons with the opportunity to utilize on-line resources during the lockdown without the need to visit a branch. In 2020, 236 of these cards were issued, a considerable increase when compared to 2019 when 67 cards were issued. A further 75 virtual library cards were issued in January 2021 alone, further reflecting this dramatic increase. Several technology upgrades have also been completed at all branch libraries during this period. This includes implementation of the following: El • Wireless printing services. Users can now print from mobile devices regardless of their location and retrieve items from the library upon their next visit. • Self checkout stations which allow patrons to check out items without staff involvement. • Computer reservation software. In -branch public access computers can now be pre - booked without direct assistance from staff. These measures are all important in the library's post -pandemic planning as they reduce direct contact between staff and patrons while also enhancing service levels. On December 26th, 2020 the Province of Ontario implemented a province -wide lockdown which still permitted library services but at the curbside only, meaning interior services such as use of computers and browsing of the collection were immediately suspended. This was further reinforced through the stay-at-home order issued by the province effective January 14th, 2021. These service limitations are still in place as of the date of this report and will almost certainly result in a decline in circulation for the first part of 2021 relative to pre -pandemic levels. Levying fines and fees on overdue items has been an on -going challenge throughout the pandemic. During both the initial lockdown and this latest lockdown, the fine threshold, which is the point at which service is blocked ($10 prior to the pandemic) has been effectively removed. This adjustment was made due to the fact that patrons do not have the ability to pay outstanding fines in -branch, the limited number of branch hours and the need to quarantine materials for at least 72 hours which effectively increases loan periods. This means that patrons with higher levels of outstanding fines are not blocked from using library services both at curbside and on-line while the lockdown is in place. Based on feedback from Council's Budget Committee, permanent adjustments to the library's policies on these matters may be warranted. Many neighbouring systems such as Oxford, St. Thomas and London have recently gone fine - free and this is a developing trend within the public library sector. FINANCIAL IMPLICATIONS: Council's Budget Committee was made aware that library revenues resulting from fines and fees were down substantially in 2020. Initial numbers now indicate that total revenue in 2020 from fines and fees was $10,340, a significant drop from the $36,000 initially budgeted. This trend is likely to continue into 2021. Efficiencies will be found in the library's budget to compensate for these further losses in 2021. However, if Council considers longer -term policy changes in this area, permanent budget modifications will need to made. This matter can be the subject of a future analysis and report to County Council. `X 5 ALIGNMENT WITH STRATEGIC PRIORITIES: Serving Elgin Growing Elgin Investing in Elgin ® Ensuring alignment of ❑ Planning for and ❑ Ensuring we have the current programs and facilitating commercial, necessary tools, services with community industrial, residential, resources, and need. and agricultural growth. infrastructure to deliver ❑ Exploring different ways of addressing community need. ® Engaging with our community and other stakeholders. ® Fostering a healthy environment. ® Enhancing quality of place. LOCAL MUNICIPAL PARTNER IMPACT: programs and services now and in the future. ❑ Delivering mandated programs and services efficiently and effectively. Local municipal partners have been informed of the changing library service levels and are providing appropriate support such as cleaning and snow removal under the terms of the County's leases for library facilities. Any further changes to library service will be communicated to partners on an on -going basis. COMMUNICATION REQUIREMENTS: The library continues to issue regular updates on service level changes to patrons through social media channels, the library website, ads in local newspapers and directly to residents. CONCLUSION: Unlike the first provincial lockdown that took place at the on -set of the pandemic, library curbside services were allowed to continue during the latest lockdown. This can be attributed to the fact that they play an important role in the mental health and well-being `IM 0 of residents as they cope through this difficult period and the safe manner in which they have been operating since the start of the pandemic. All of which is Respectfully Submitted Brian Masschaele Director of Community and Cultural Services Approved for Submission Julie Gonyou Chief Administrative Officer MI REPORT TO COUNTY COUNCIL 1 1 FROM: Brian Lima, Director of Engineering �11111'r Services /OT;, I(m. ' ', ''°i DATE: January 27, 2021 Progressive by, Nature SUBJECT: Zero -Emission Vehicle Infrastructure Program RECOMMENDATION: THAT the report titled "Zero -Emission Vehicle Infrastructure Program" from the Director of Engineering Services, dated January 27, 2021, be received and filed; and, THAT County Council provide staff direction on the desired electric vehicle charging station option. INTRODUCTION: At their meeting on December 10th, 2020, County Council passed the following resolution: RESOLVED THAT the report titled "Zero -Emission Vehicle Infrastructure Program — Phase 2 Funding Award" from the Director of Engineering Services, dated December 1, 2020, be received and filed, - THAT the Warden and Chief Administrative Officer be authorized to sign the Contribution Agreement, - THAT the County's funding project contribution in the amount of $52,218 be preapproved in the 2021 capital budget, and, THAT staff be directed to provide a report detailing the costs associated with electric charging stations and metering options for Council's consideration. This report details the costs associated with electric charging stations and metering options. DISCUSSION: Zero -Emissions Vehicle Infrastructure Program (ZEVIP) The Government of Canada has set federal targets for zero -emission vehicles (ZEV) reaching 10% of light duty (LDV) sale per year by 2025, 30% by 2030 and 100% by 2 2040. Access to localized and visible charging infrastructure is key to alleviate consumer concerns about where to charge their vehicle. To that end, the Government of Canada announced $130 million over five years (2019-2024) to deploy a network of zero -emission vehicle charging (Level II and higher) and refuelling stations in more localized areas where Canadians live, work and play. Last summer, Natural Resources Canada (NRCan) sought applications from eligible organizations to distribute funding through its Zero -Emissions Vehicle Infrastructure Program (ZEVIP — hereinafter also refer to as Program) to install a minimum of 20 electric vehicle charging stations as part of an infrastructure project in public places, on - street, in multi -unit residential buildings, at workplaces or for light -duty vehicle fleets. Successful proposals, like that of Elgin County's joint public -private partnership funding project proposal in partnership with the Municipality of Central Elgin, and ERTH Corporation, received funding for up to 50% of total project costs, to a maximum of $5,000 per connector. The joint project involves the installation of twenty (20), Level II electric vehicle connectors at the following locations: Location Organization Quantity of Level II Connectors Public Charging Availability Administration Building County 4 Yes Provincial Offences Act Building County 2 Yes Terrace Lode County 1 Yes Elgin Manor County 1 Yes Bobier Villa County 1 Yes Whites Station* Central Elgin 4 No Port Stanley Firehall Central Elgin 2 Yes Port Stanley Arena Central Elgin 2 Yes 280 Elm Street - Aylmer ERTH Corporation 1 N/A 180 Whiting Street - Ingersoll ERTH Corporation 2 N/A * Note — Facility electricity costs paid for by tenant. 3 Electric Vehicle (EV) Charain According to the Ontario Ministry of Transportation's website last modified on December 22, 2020, on average a typical battery electric vehicle (EV) will cost less than $530 per year, or about $1.45 per day to charge at night.' A typical plug-in hybrid EV will cost about $700 per year, or $1.92 per day for fuel (including gasoline and electricity costs).2 Comparable gasoline cars can cost about $2,500 per year to fuel - up to eight times more money spent each day.3 An independent operational cost evaluation undertaken by staff, inclusive of all electricity, extended warranty, maintenance, and Program required network solution fees, is anticipated to cost approximately $1.60 per hour to charge an EV. All twenty (20) charging connectors to be installed as part of this project, will utilize Level II EV charging equipment. Level II charging equipment has similar electrical requirements to a clothes dryer or stove (240 Volts/30 Amps), and one hour of charging is equivalent to approximately 30 km of driving range4. In accordance with Program funding requirements, the manufacturer and/or supplier of the charging equipment will be selected through a formal request for proposal or tender process, and is required to support the Project with the supply of all charging hardware, provision of a cloud -based network management/annual reporting solution, complete with maintenance and warranty support for all charging connectors. For those charging station locations whereby, the public will have an opportunity to charge EVs, pricing options available through the manufacturer's cloud -based web portal and onsite transaction kiosk provides station owners with the flexibility to choose how they wish to implement charging services. In an effort to seek Council's desired EV charging rate structure, Council may wish to consider allowing the broader public use of the charging stations for a nominal fee which would be consistent with industry standards observed across numerous networks in Canada. Industry observed charging options include: 1. Free charging for all users anytime; or, 1 Value for Nissan Leaf, adapted from Natural Resources Canada 2018/19 Fuel Consumption Guide, using Ontario off-peak electricity prices, based on an average annual driving distance of 20,000 km. 2 Value for Chevrolet Volt, adapted from Natural Resources Canada 2018/19 Fuel Consumption Guide, using Ontario off-peak electricity prices and a gas price of $1.20/litre, based on an average annual driving distance of 20,000 km. 3 Estimate based on values from Natural Resources Canada 2018/19 Fuel Consumption Guide and a gas price of $1.20/litre. El charging for corporate fleet, and public use is charged a nominal fee per A review of EV Level II charging fees available through web applications like PlugShare tt iu,� sII"nar u.;oim/ or Char eHub II°uii �/a II n :�u�°: uu.ull u:u ru r�/ for all local public charging station locations within a 30-minute driving range of the County's Administration Building, determined that charging fees vary in pricing anywhere from being free to $2.40 per hour. Based on the aforementioned anticipated operational costs, staff envisions that a competitive hourly charging station rate fee is likely to be somewhere between $1.75 to $2.00 per hour, necessary to fund its anticipated operational costs and future lifecycle replacement of the charging equipment hardware. Should Council elect to impose a fee, staff will prepare and table a future report providing its recommendation of an appropriate EV charging rate fee following procurement of the charging equipment hardware and installation service. Subject to Council's charging option and hourly port fee direction, an amendment to the County's Fees and Charges By -Law No. 20-18 may be required to include a new electric vehicle charging station charge rate fee. FINANCIAL IMPLICATIONS: The County of Elgin's successful joint public -private partnership funding project proposal involves the installation of twenty (20) electric vehicle charging station at an estimated cost of $216,040, and received the maximum ZEVIP funding contribution in the amount of $100,000. The project costs will be funded as follows: County of Elgin $52,218 Municipality of Central Elgin $46,416 ERTH Corporation $17,406 NRCan ZEVIP Funding $100,000 PROJECT TOTAL: $216,040 5 ALIGNMENT WITH STRATEGIC PRIORITIES: Serving Elgin ❑ Ensuring alignment of current programs and services with community need. ® Exploring different ways of addressing community need. ® Engaging with our community and other stakeholders. Growing Elgin ❑ Planning for and facilitating commercial, industrial, residential, and agricultural growth. ® Fostering a healthy environment. ❑ Enhancing quality of place. LOCAL MUNICIPAL PARTNER IMPACT: Investing in Elgin ® Ensuring we have the necessary tools, resources, and infrastructure to deliver programs and services now and in the future. ❑ Delivering mandated programs and services efficiently and effectively. The ZEVIP funding will allow the Municipality of Central Elgin to install electric vehicle charging station connectors at select municipal facilities, and made available for both workplace and public use. COMMUNICATION REQUIREMENTS: CONCLUSION: Natural Resources Canada's Zero -Emission Vehicle Infrastructure Program (ZEVIP) recently awarded the County of Elgin, in partnership with the Municipality of Central Elgin and ERTH Corporation, with application -based funding in the upset amount of $100,000 to the install the majority of the twenty (20) Level II electric vehicle charging station connectors at key municipal facilities throughout the County. As it specifically pertains to charging of public personal electric vehicles, there generally exists two industry standard charging service provision options for Council's consideration, which either allows the public the ability to charge an electric vehicle for free, or for a reasonable hourly charging fee. )perational cost evaluation undertaken by staff, inclusive of all electricity, �,_.., 1— ..arranty, maintenance, and Program required network solution fees, is anticipated to cost approximately $1.60 per hour to charge an electric vehicle. Subject to Council's charge option direction, an amendment to the County's Fees and Charges By -Law No. 20-18 may be required to include a new public personal electric vehicle charging rate fee. Should Council elect to impose a fee, staff will prepare and table a future report providing its recommendation of an appropriate EV charging rate fee upon receipt of all projected costs following procurement the charging equipment hardware and installation service. All of which is Respectfully Submitted Brian Lima Director of Engineering Services Approved for Submission Julie Gonyou Chief Administrative Officer 0 i; 11 /OT;1 Progressive by, Nature RECOMMENDATION: 1 REPORT TO COUNTY COUNCIL FROM: Brian Lima, Director of Engineering Services Eugenio DiMeo, Manager of Corporate Facilities DATE: February 1st, 2021 SUBJECT: Administration Building — Council Chamber and Main Entrance Lobby Reception Area Design Alternatives THAT the report titled "Administration Building — Council Chamber and Main Entrance Lobby Reception Area Design Alternatives" from the Director of Engineering Services, dated February 15t, 2021, be received and filed; and, THAT County Council provide direction on the desired Council Chamber and Main Entrance Lobby Reception Area remodelling and renovation design alternative, as detailed in the supporting presentation. INTRODUCTION: The purpose of this report is to obtain Council's direction with respect to the preferred design alternative prepared by L360 Architecture, for the proposed Council Chamber and Main Entrance Lobby Reception Area remodelling and renovation project. This report and supporting presentation details six (6) design alternatives and construction cost estimates for Council's consideration. DISCUSSION: At its meeting on January 26th, 2021, County Council amended the scope of architectural service assignment, awarded to L360 Architecture Inc. for the Administration Building Accessibility Elevator Addition and Basement Public Accessibility Washroom Upgrades Project. The amended scope of work now includes the architectural design and contract administration services for the remodelling and renovation of Council Chambers, the establishment of a designated front lobby reception service kiosk, and decommissioning of the existing elevators. The scope of work associated with remodelling of Council Chambers entails, technological hardware modernization and space remodeling. The remodelled space `A 2 will consist of new millwork furnishings, new lighting, new flooring, window treatment finishes, modernized IT hardware solutions, and improved public gallery accessibility. This will hopefully improve current physical sightline and sound limitations that are caused by the unique "T" shape of the room. Further, in response to COVID-19 related building access and social distancing improvements, and in an effort to continually improve the customer service experience, a permanent front lobby reception service area is to be established, utilizing the former office area of the Justice of the Peace presiding over Provincial Offences Court. As Council is aware, accessibility issues and public gallery seating and sightline restrictions remain a legacy issue with the existing Council Chamber space and seating arrangement orientation. The County Administration Building, and specifically the Council Chamber space was originally designed and used as a reception lounge within the nurse's residence whom supported the former Ontario Psychiatric Hospital. The Council Chamber was never designed or envisioned to function as a formal meeting space. In the process of evaluating various design layouts, these same challenges repeatedly kept arising with each alternative. This ultimately led the design team to pause, and give serious consideration to a new Council Chamber. Such an alternative would consist of demolishing the existing Council Chamber space and the construction of an addition, to create a new approximate 2,000 ft2 space that addresses all existing space limitations. Recognizing the projected 10-year Capital Plan investment necessary to extend the lifecycle of the Administration Building, and thereby solidifying its commitment to maintaining this facility as the long-term home of the County's administration headquarters, staff is recommending that Council consider its interest in constructing an expanded Council Chamber, versus simply remodelling. As Council will review in staff's presentation, all of the remodelling options that focus on the use of existing spaces continue to present public gallery sightline and capacity limitations due to the physical orientation of the space. This space is frequently used not only for the County of Elgin and the Municipality of Central Elgin council meetings, but also hosts various municipal committee and public meetings throughout the year. The need for a modern and safe meeting space is of high importance to both organizations. Six (6) conceptual design alternatives are detailed in the presentation. Options 1 through 4 simply showcases the modernization and remodelling of the current Council Chamber space, while Option 5 alternatively showcases a conceptual design for a new expanded space. Finally, Option 6 showcases a proposed renovated main entrance lobby and designated reception suite space. `AO 3 FINANCIAL IMPLICATIONS: The proposed 2021 capital budget allocates a total of $650,000.00 to modernize Council Chambers, establish a designated front lobby reception service kiosk, and decommission the existing elevators. All design, construction and contract administration fees will be paid from these identified funds, excluding Option 5 - Council Chambers expansion). Should Council alternatively choose this option, staff would prepare a new report detailing more specific design options and providing updated costs for Council's future consideration. The various conceptual design alternative cost estimates (excluding HST and IT equipment hardware) provided by L360 Architecture Inc. are as follows, and will be further refined throughout detailed design: Remodelling of Existing Council Chambers • Option 1 - $108,000.00 • Option 2 - $91,000.00 • Option 3 - $84,000.00 • Option 4 - $116,000.00 Expanded New Council Chambers • Option 5 - $1,250,000.00 - $1,400,000.00 Renovation of Main Entrance Lobby & Reception Area • Option 6 - $30,000.00 - $40,000.00 273 El ALIGNMENT WITH STRATEGIC PRIORITIES: Serving Elgin ❑ Ensuring alignment of current programs and services with community need. ® Exploring different ways of addressing community need. ❑ Engaging with our community and other stakeholders. Growing Elgin ❑ Planning for and facilitating commercial, industrial, residential, and agricultural growth. ® Fostering a healthy environment. ® Enhancing quality of place. LOCAL MUNICIPAL PARTNER IMPACT: Investing in Elgin ® Ensuring we have the necessary tools, resources, and infrastructure to deliver programs and services now and in the future. ® Delivering mandated programs and services efficiently and effectively. The modernization and renovation of the Council Chambers, and the establishment of a designated front lobby reception service area will address significant challenges associated with the original Administration Building design and provide an enhanced barrier -free customer service experience. Compliance with all applicable provincial codes, legislation and standards, will achieve the Accessibility for Ontarians with Disabilities Act's mandate for an accessible Ontario by 2025. As the County's Administration Building services all local municipal partners, building tenants, residents, tourists and visitors, the building upgrades will achieve the Act's mandate. COMMUNICATION REQUIREMENTS: All Council, Staff and Administrative Building tenants will be advised of the Project and be provided construction progress updates throughout the duration of construction, including advance notice of any facility access or temporary service disruptions. 274 CONCLUSION: Staff is recommending that Council give serious consideration to the construction of a new Council Chamber in lieu of simply remodelling the existing space. As showcased in the different design alternatives provided by L360 Architecture Inc., the current space presents physical limitations with respect to public access and sightlines that a remodelled space can't all overcome. If selected, an expanded Council Chamber would ensure that this space functions effectively and efficiently for the needs of Council, its tenants, and the public for years to come. Should Council instead decide that modernization and remodelling of the existing spaces is preferred, staff is seeking Council's direction as to which of the conceptual design alternatives it prefers. After which L360 Architecture Inc. will proceed with further with its detailed design. 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L.o N ri 00 m m I, m O I- O �t ri M Ln 00 00 �t w m �t I- 00 O N m M N w 00 00 O N E Ln ri O O) Lr rl c-I Ln c-I r-I O) t9 N `•-� c-I ri Ul N `••' c-I O l0 O Ln ri N m O't M N I- a0 O m O to ri Ln l0 M m ri 'j- Ln I- I� ' r� O O N N ri I- lO 00 O ri m Ln l0 O 0) Ln rl � O) Ln c-I c-I 00 � Ln N O ri Ln O O l0 O M f:�, O ri o m M Ln O ri O M O 1,0 N r-I O m m M N M r-I r� r, O N ri -tl- ri 00 m 00 O r-I M Ln & O O) Ln I� N Ln r-i r-i r- Ln N v v O r-I U') N c-I O O O rl N O 0 0 0 0) N N m M It 0 OO O r-I � c I N r� IZT It O O O r- N O 0 0 0 a> N N m M-zt 0 00 O ri -:e ri N r- lzt IZT O O O O M O 0 0 0 t.o O O O m 0 00 O 'zi ri N rl IZT IZT O O O r- N O o 0 0 0) (14 N M M't O 00 O ri O O O r, N O 0 0 0 0) N N M M-:t O W O ri .zzj I:z: ri N I� O O O O M O 0 0 0 �.0 O O O M� O w O� O O O r, N O O O CT)O N N m m�t 0 00 O ri W W aJ 0) E aJ E Of oc o' v °c i W w to W 0o v v > i �O m O C C C O C c O > � } m N Op 0-N •O � .0 4- 4� d .0 4- 4N d i 4J v •U O N 0 OA Q Q r C > V) v Ln v Ln o o Ln o o +� E c Ln v s } a aU o2f +' '� ri ri '+� a) u a� O a °vi aJ u •� N 06 U- c v v v co OD a) c i ro Oa o La .v v +- E O o CC a) to oC c0 Lin a) w t Q o Ly --0 O L c iO o n o , V)tao z V) z a` ) co V) — v `° C� rLa a s o ON } � o E Ll U O a� co 2 c0 2 CC 2i 00 2� b4 H H O a Ln Lcu at 00 —j d V Q 73 01 LO d w ri N N N t Ln I� (A N Ln r� m -;d- Ln to I- Q) r-I N m O r-I Q) m N I 3 O O ri ri to ri ri ri ri L' ri ri ri ri ++ O O O O O O ri ri ri N N L r-I i 3 O O O O O O O v 0 0 0 0 O O O O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0- aJ O O O O qp 0 0 0 0 0 0 0 o 0 0 0 0 0 0 0 0 0 0 0 0 £ O C a) O O>> 0 0 0 0 ca 0 0 0 0 0 0 0 0 O O O O O O O O O O O O (a > O O L v 0 0 0 0 O o 0 0 0 0 0 0 a 0 0 0 0 0 0 0 0 0 0 0 a 0 O O v cc O O O 0 0 0 0 O m 0 0 0 0 O O O O O o 0 0 0 O O O O oc 0 r1 N M rI O ro w 4-t Ln L N 0 O N iC bb Y� A� W N N M� W c M E N O 0 N 2 N N O N Lfl O 00 N O mlzt 0 0 w m V) O LD t0 O r-I O M 0 0 0-�d- M N O 00 0) m ri Ln O rn M 0 1, 00 rn 0 lD O (V N Lf) 00 L6 O) Lf) m cn rn —1 Ln ri r-1 N I� LD ri O O 0) t 00 0 m w O Ln I- ri 0 0-tt cc w-�t N O O rn I� LD r-1 Ln Ln o m o m I- m 0 Ln O) r-I Cl) M Ln 00 Lf) Ln I:t L.n M N 0) r-1 Ln ri ci N O rn rn Ln m w ��.o rn ri O V) N lD W N M M V) n n Ln I, O Ln l0 m ri l0 m N 1.6 fV lD .It -- r 1 n n LO 0) f'n ri m ri O M 00 Co O N N ri I, ri m O m O) Ln 00 I:t n LO It Ln ri Ln N 0) Ln m o r- LO � r-1 v O M Ln Cry 00 ri r-1 lD l4 LO Ol M c-I M c-I lD - w O m m O O O ri -1 O O O LO Ln N 00 00 ri Ln I� 0 0 LO ri O O N M M O O O -�t N'j- ri m ri N M Ln N O V) O ri Ln m N M O O LD 00 O O V) ' 0) 0) V) ri 00 w 'T 0) w Lr 00 c-I t. c-I Lr 00 Lr (31 Lr fM Pf) M v M Lr f� c-I 01 CO Ln M Na) r-I � ri w M `'-' ri Ln w Ln 00 `--' ri N M ri fM ri m 00 ri LO O o r-I o o LD o m o O O ri O CO O O -I -I o ri 00 w 00 N o 0 w m cc LO N m O O O N Ln M M�-zt o M Ln w ri Ln Ln ri m It M O w m m O Ln Ln I- 00 Ln N O) M LO Itt 0) -zt .Zzj n O O) L r r- Ln lzl Ln N Il M v r- O) LD ri 00 Ln Ln m N 00 ri � "I N '-' "I Itt w Ln 00 ri (N M ri M ri : ri �t �t O m r- 00 O (V O O O lD N lD m m w -tt ri �t r4 O) 0) m O O M I- O O cV r-1 M O O fV Kt m M LD (V M ri N N 00 r-1 Ln O LD M O m � r-1 O Ln t 00 Ln r- O Ln Ln LO M M 1.6 0) N r- Ln � Ln O Ln ZF M v 00 N ri � ri Ln r14 N 00 ri -tj- ri NC �t LO Ln 00 ri CV M ri m ri 00 M N O LD 00 00 0 LO (N O O lfl ri ri O W N 0 0 c) Ln O O� m 00 w O N O O lD r, ri �t r- 00 M ri N O ri N ri Ln w 0) m O 0) m -ct O Ln N rl Ln W �t N Ln lzt Ln 00 N Ln O) a> Ln Ln LD Ln Ln V) c I M v LO Ln M r I LD r-: ,:I- V) N ri 00 ri M ri N v O M w V) 1, v ri N M ri M ri lD r, N O O O N O O I- N LD O O M LO a) ri O-tt Ln I- Ln r-I ri 00 O O O r- 00 :1- 0 0 0 O 00 M O I- r- r- O O N Ln w r I w ri Ln M N M O LD N 00 O Ln O I- V) V) m N m ;I- IZT M ri 00 r- It Ln LD Ln o O 00 M t 00 N ri Ln I:*n L N ri 00 ri M ri ri `-' O N w Ln r- `--' ri N M 1-1 M r-I O t (3) 00 0 0 0 O O ri O O O O O O Q) r-1 O m O 00 110 O O I�t ri m ri O N o O N O 00 O O N V) O 0) ri ri ri 00 m LD w 00 N N Ln O LD M O m ri N O O ri m N O w m Zt m O V) . 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I� ri r-1 Ln r-I M a) LD LD r-I r-I Ln LD LO Ln m v N r- L.O Ln N O O O 00 I�T r, 0 r-I 0 a) a) 0 Ln r-I r-I O O O a) r-I a) 0 a) O N O I- M O Ln 4 0 0 a) a) N fV qt r-I N r-I Ln ti- N a) O N (V O m N I, 00 --I m Ln O l0 O O CV CT) M 00 rr Ln Itzi, r- ri l0 ri rr) O al O Ln LD r-I r-I ri m a) Lr) Ln ri ri Ln LD LD Ln Ln I- m O O O w * r- 0 r-I 0 T O M ri Ln Ln O O O m a) 00 r� O O O O O m r-1 m O I- O M O r, m N M'T 0 0 't r- r� 0 00 't r-I N r-I m :I- (N m 0 00 N r-I M N 00 It LO N m O lD r� r� r-I 00 M 00 M Lr) I� c I c I l0 c I 00 00 r-I O LA Lr c I Lrj Lr Lr ri r-I m ri `--' M 00 M Ln `--' v Ln lD LD Ln Ln O 00 O O 0 00 * r- 0 r-I O l0 O M c I m M GO O O ri 00 00 0 I- 0 0 0 0 0 m r-I m 0 I- 0 0 I, r-I LD m m 0 0 ri m m m Ln lzt r-I N r-I Ln zl- N m Cl Ln N N M N O ri r-I ri Ln 0 N I- r- N 00 M 00 M Lr c I c I c I lD r-I -tl lD 1:1 O lD Lr N ::: lzzj r-I r-I m r-I '-' M 00 N It r-I '-' r-I m LO LO Ln M v N r� v v v v ri ri Ln o O O w v r- o m o D o m oo m co 0 0 ri r1 0 I- a) O O O O m r-I m O 00 O W O I- r-I N (V M O O W I- r- LD O M r-1 (N r-1 M';t N M O N N M m rV N 0 00 O m O w a) a) I, 00 m 00 m Ln 00 r- rI lO ri a) F lD O l0 Lf) lO N N N r-I r-I N r-I m r, ri m r-I r-I N LO LO Ln m cV r- `' `' N c-I 00 �t m 0 0 0 00 0 00 0 Ln O m M al 00 0 0 lD r-I rn r-I 00 O O O O m r-I a) 0 M 0 I, O r, r, o N c'n 0 0 a) Ln I, N I- m r-I N r-I Ln N a) 0 O N M N� O Ln a) Ln O a) I� � N . 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(n N M �t Ln 00 O N N N M Ln o0 -i N C N m � Ln tD r� 00 01 O -i N Ln r, 01 r� 01 LA M M M M'Zt Ln Ln M M M M�j Ln Ln ++ r1 r1 rl r-1 r-1 r-I r-1 r-1 N N N N N N N M M y 0 0 0 0 0 0 0 0 0 0 0 0 0 0 M 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 to O O O O O O O v O o 0 0 0 0 0� 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 m O O O O O C)o 0 0 0 0 0 0 o O o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O O O O O o o v o 0 0 0 0 0 0 Q-o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 m 0 0 0 0 0 0 0 O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 N M � N 0 0 O00 OLr) N Ln lD ri N 1O O O CD Ln N Ln (.0 r-I 4-t Ln L N ^0 O N CA, Y� A� W N N m bb N c M E N O 0 N 2 N N O N O O 0O 0 U') Ln lD ri O O O Ln Lfl LD r-I O o 00 Ln Ln 1. c-I O O O O O Ln Ln LD ri O O O O O Ln Ln (-D r-I lD C71 o an lD 't N Izi- 0 0 m lD Ln M 00 N r-I I*l LD m I, Ln Ln N ri I, O O 0) I� r -I lD Ln Ln 00 Ln LD O O 00 r-I O r-I 00 m .--I <D -zl- r-I N N v ::F Ln (V O) M r r-I r-I ;F O) Ln r-I fV m I- N 00 M ri M ri ri O 00 lD Lfl r, O 00 N O O M lD LD 00 N ri Ln Itt 00 ItT rl N ri Il O O (n ri m lD Ln Ln ri Ln iV m I:t LD lD ri O ri 00 Ln Ln I- IZT ri fV N v 00 -Zt 00 CY) M N r-I ri N M Q) Ln ri �t ri m LD N 00 M r-I M c-I c-I r-I I: Ln LD 00 I\ 00 Cl) O O M LD I- 0 00 N ri O I;d- N O M 't M O n O O CT) 00 I- w Lf1 Ln ,Zt Ln an I� 'T M R* ri O r-I 00 Ln 00 00 'zl- r-I N ri ..-. ri M L r 0 M N ri ri O rV (7 L r ri ri M lD N 00 IZT M r-I M r-I c-I c-I I" 00 O) O O Il 00 00 O O M w 00 O 00 N r-I w m Zt N m n 00 O n O O m N Ln w Ln Ln LD Ln I- ri lzt Ln N ri O ri 00 Ln Ln r-I 'zl- ri N O — LD M N (3) M N c I c I G N cr Lf1 c I ,Zt O M w N N Zt M ri M ri r-I r-i r-I lD fV 0) ri fV Ln Ln o o M (.D N m 00 N ri I- N I- lD fV M M o Il O O 0) Kt o LD Ln Ln M Ln 00 N CY) O ri 0 ri 00 Ln I- N 't ri N r-I v aJ) N 00 Cn m N c-I c-I r, c-I Q) Ln c-I an m Ln N M r-I CV r-I r-I r-I Ln LD Ln O N O M M O O M LD O N 00 N r-I M ri Ln -zt ri Ln Ln O I, O O CS) rn O LD Ln Ln r-I n O LD lzt 00 00 ri O ri 00 Ln N zt r-I N C11 ri Ln 00 M N ri c-I lfl O cr Ln ri O CT) M Le) N I, qt M 00 N r-I ri 4) M M O N N 0 -zt 0 M ri Ln O r^-I OM ::I- Zt r*- Ln M lD ri fl r-I r-I lD c-I N N LD 00 Ln Ln O 00 ri O O m LD O Ln M O rn ri O I- O O m Ln M ri 'T 00 r� r-I O ri 00 Ln 00 ri N 00 M N ri ri 00 M Ln N N r-I IZ N 01 oo I*l Ln 0 0 0 M lD o aS) N Ln Q) Ln oo O I, O O m Ln LD M 00 Ln r-I O ri 00 Ln LD O rI 00 M N rI cI 00 m Ln N N ri O I- 00 N ri CT) Q) Ln ri I- M M r-I 00 o Lin o LLnn Lr 0 Ln a1) LD ri N M 00 (V Ln r-I c-I v bA L1 L1 L1 N cn aJ aJ C _ 0= 0= in C N c (SS f6 (L) f0 a) C6 0 F c N Q GA V) Q C U 0) U C .� a) - 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(V . M . r-I . r . . Ln . rl . ri . O . � . M . . I� . M . r-I . I� . C . r-I . � n . 00 . N . r . M . I� . Ln M ri ri ri lV M fV N M I*- W M N rn 'IT cV r-1 0 c-I lD O I, r-I 1,D I, M lD M r-1 M N M r-1 M 00 Ln N N O O Ln lD O O M 0 0 0 0 Ln m m r-I m O N Ol M 01 ri N o0 DO a0 N m O O O O m O O m O O O I,- 00 Ln ri ri m ci Ln ri O O Ln 00 00 00 Ln M CV I:t O o w w O O . ri M . r-I . N . . Ln . N . M . O . M . M� . . N . N . n . lD . 00 . -1 . lD . CO . N . N . M I, Ln m c-I c-I O N m N N Ln I" r" ri N MI:t r-i lD r-1 ri w W Ln cV w w ri 00 m 00 M o m r-I 00 N O O wl;t O O M O O O O M N I� Ln O O cN M W M M W O M N M N ri O O O N I- 0 0 OO O O O r-I Itt N n Ln r-I O It O ci 00 w w r-I ri M I, N M M N Ol Ln O O OO 00 O O c-I M c-I N Lr N (.O O cV N cy I� c-I 1:F l0 00 c-I rn Lr 00 CV N M r_ Lr M r-I ri m N M N N zT I- I\ 0) N KT M:T M N ri 01 I� r- 00 m 00 M 00 O M lD N O I� M O ri N 00 N O O I- r-I O O M 0 0 0 0 M lD I, O N O M M 00 It M O O N r-I M M I- O O O Ln 00 O O 00 O O O lD cM O I- 4t* r-I Ol Ln M N M M N Ol a) -:t Ol Ln Ln M N �* lD O O 00 00 O O O M ri N .7i N C O N N M N (3 r-I cr 00 c-I M 00 N N M rl Ln M r-I ri 00 N M N N�t lD n n N It M M N r-I O) lD Ln r-I m O ri lD lD m ri m m I- fV Ln ri -:t lD N O O r� Ln O O m O O O O O I- M E M O (V m m m m m 00 m m O I, 't O O O m O O O w O O O 00 N 00 lD M r-1 00 't r- ri N lD lD R;I- M (ID OO rn m M N m 00 O 0 OO 00 O O cr M O N K -zi N O O O r-I N r, 00 r- n 00 c-I N M 00 N N M r- Lr N r-I r-I 00 N M N N M lD lD Ln N M It M CV r-I Ol I� ri 00 n-zt 00 fV lD 't r-I m M M�* ri M M ri N O O W W O O M 0 0 0 0 r-I r-I ri m -zt M M m 00 m w I, -t�- ri r-I M W 00 00 O �-tj- O O 00 O O O N N lD Ln N I, ' t m r-I Ln N N 00 O N ri ci Ln M N Ln m O O 00 00 O O . 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Ln ri r-I m ri N c-I N fV lb Ln o ri N M M N ri Ol V) V to (U V -6 L N C C p O in i N C 0 41 V� 7 ^ +_T n N r M N 0 V4-1 U of N i i 41 i i O z' d N (6 Q 0 L a� i 'S U O z 00 O d0 m 00 m ) c I N In � C (n Q iJ U N OA a--� •N " Q l0 Q a••' 4J 7 C C CC OC LL LL c0 u i N N U Ln i i i +.+ = U 0- ,i U 0 " LL C N LL U U z z > > U-0 co � V 4- O ro 0 a: ON z -0 z a O O z z� O O U a�i a (1) O 0 2i z a0 2 cD Lu == a O 0 a� 0' d O 0 o1p H H D 0_ Lu = J m I� N lD I- m N Ln I� N M czj- Ln w 00 Ol O ri N t r- ri N M -;t Ln w r� Ol O Ln ri N +'' ri r-I r-I N N N N M M M M M M M 4 4 qi-4 ++ 0 0 0 0 0 0 0 0 r-1 r-I N N O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 M 0 0 0 0 0 0 0 0 0 0 0 0 o m o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 M � N 't N O O �.D Ol O N O m * O t.D m N (.D A W N O O O O O N Ln O O) M 0 r-I 00 N lD -cl- m I, 00 ri C N N O Ln Ln O 0 N 1� M O Ol m 0:1- m MlzT r-I l0 O 0 ri N r-I 00 mt r-1 N lD 0 M Ln O Ol 00 Ln Ln (V Cl lD Ln M O R;:F Ol :F lD N ri O (V v ri 00 N M O r-1 ;1- LfI r-I c-I r4 r-O 0 lD 00 O 00 Ol l0 Ln l0 m lD N Rt l0 0') 00 O O O o 0 N Ln O Ol LD O O lD 00 Ln Rt N 00 N ri m -ti- N 0 Ln Ln O 0 NN N M O Ol Ln O ri Ln v 0 Itt �t ci M O ri (V 00 lD Rt ri N LD O M Ln O al 00 Ln Ln N Ln LD M 00 M Ol lD N ri Ol v r-i ri 00 CV M Ol ri � r-I 4-t Ln �t r� O O lD N O a> 00 1- m t\ N lD N N MI�t m O o 0 0 0 N Ln O Ol Ol 0 0 Ln 't K* ri ri O LD ri lD 1� M O Ln Ln O 0 O N r� M O CT) 1� 0 00 Ln o0 'T 00 lD r, Ol ri M ul � � ri N LD 0 M 11l O 01 00 L6 ltl c-I c-I 11l M N lD M Ol lD CAL, N ri 00 N r-I r-I 00 N M Ol ri Ids A� W 1- O O l0 00 O Ol 00 1, m m ri O N 0 ri LD 00 O O O O o NN Ln O a) 0 0 Ln RtM Ol 00 1- ri ri lD t 00 O Ln Ln O 0 1- M 0 Ol N O Ln Ln LD � N ri ri m ri 1- M N ri N LD 0 M Ln O Ol Ol L(1 ;:, — ri 00 Ln M N M Ol 1:3 LD N ri 1l N ri ri 1l- N M Ql ri W V W M N � r- O O 1,D N O N lD Ln Ol o0 mt m lD r- CO Ln Ln O O O O O N Ln O Ol ri O M M 00 N O ri W Kt O't R;t M O m m O O N 1- M O Ol 00 O NM M � 00 lD N 00 r-1 lD O O Kt ri N LD O O '. 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L O O U a > 'a L a 3Ln U L o c N v� +' 4' ca w L Z c N v 4- a +' m e In o O "> c a`j a� U > M c W Q. m U i N> N m CL o O J h N> N m CL o cv O J U it 0 i �..% i, 0 Ho �Y)' ro CYI M ca E 41 m m (D > U bo to -0 r_ 6. z 0 CO m 41 (n 41 0 LL m E GJ L.L m m 0 m 0 0. CY, ry) '"'t 0 11,141 0 11"4j -- C 4A �L) 0 0 0- <o In a < 0 U 0 csa 1-11 V3 (14 a+ C-') M C`4 4- 0 0 E E 0 cu > 0 L. - c) (U Cx) CL CD (U M VI a) ('4 M 0 cj E 0 4a — oom- tz 0 1 ... w� OWN �J 0/0<1 1`1111millu,01W, t 1 t y Flr(�gressive by Nature RECOMMENDATION(S): It is recommended that: REPORT TO COUNTY COUNCIL FROM: Stephen Gibson, County Solicitor DATE: February 1, 2021 SUBJECT: Elgin/Ontario — Interim Transfer Agreement (Parts III / IX Provincial Offences Act) 1. the within Report, dated February 1, 2021, be received and filed; 2. subject to the approval of the County Solicitor as to final terms and conditions thereof, Council, in open session, consider and approve a proposed Part III and IX of the Provincial Offences Act (Ontario) Interim Transfer Agreement; 3. subject to the direction of the County Solicitor, Council, in open session, authorize the Warden and Chief Administrative Officer to execute a final version of the proposed Parts III and IX of the Provincial Offences Act (Ontario) Interim Transfer Agreement as approved by the County Solicitor in accordance with Recommendation 2 above. INTRODUCTION AND BACKGROUND: By this Report, the County Solicitor recommends and seeks Council approval and authorization for execution of a proposed Parts III and IX of the Provincial Offences Act (Ontario) Interim Transfer Agreement with the Province of Ontario, represented by the Ministry of the Attorney General ("MAG"). Since in or about 2001, Elgin, as a Municipal Partner, has both administered all proceedings in the St. Thomas Provincial Offences Court and, furthermore, has prosecuted those proceedings initiated pursuant to Parts I and II of the Provincial Offences Act ("Act"). The Authority to administer the Court and its proceedings is currently governed by a Transfer Agreement made effective February, 2001, such Agreement being comprised of a Memorandum of Understanding ("MOU") and Local Side Agreement ("LSA"). 11H 2 For a number of years, Elgin has been actively pursuing a transfer of prosecution responsibilities for proceedings commenced pursuant to Parts III and IX of the Provincial Offences Act — currently, Part III charges and Part IX appeals are prosecuted by MAG through the local office of the Crown Attorney. The primary benefit to Elgin for transfer of carriage of these prosecutorial responsibilities is and will be elimination of costs of those proceedings as now being paid / reimbursed to Ontario. The contemplated transfer of prosecutions has been delayed by a number of circumstances, including but not limited to the COVID-19 pandemic and related court closure and the opposition of some municipalities to the transfer of prosecution responsibilities, often related to anticipated costs to be incurred by these municipalities through carriage of prosecution of associated prosecutorial responsibilities. In this regard, it is noted that, through past facility and personnel planning, Elgin will not incur the additional costs often referenced by these opposing municipalities. On August 11, 2020, Council approved proposed revisions to the existing MOU and LSA to accommodate transfer of local Part III and IX prosecutions to Elgin. Implementation of those revisions and the transfer of prosecution responsibilities has again been delayed by concerns raised by opposing municipalities. Most recently, however, Ontario has decided to proceed with transfer of Parts III and IX prosecution responsibilities to willing municipalities under an Interim Transfer Agreement ("ITA") while negotiating a resolution of the concerns of the opposing municipalities. The County Solicitor, through the County Prosecutor, has been presented with and reviewed the terms of the proposed ITA and offers comments, opinions, and advice in the "Discussion" section set forth immediately below. DISCUSSION: Contents of this Section Redacted and Will be Considered by Council in Closed Session. The Grounds for Consideration by Council in Closed Session are as Follows: 1. Subject matter includes advice that is subject to solicitor -client privilege (Municipal Act, 2001, as amended — section 239(2)(f)). 2. Subject matter involves a position, plan, and/or instructions to be applied to a negotiation carried on by or to be carried on by or on behalf of the municipality (Municipal Act, 2001, as amended — section 239(2)(k)). 3 FINANCIAL IMPLICATIONS: If the ITA is approved and executed, Elgin will benefit from elimination of the obligation for reimbursement of Ontario for the cost of prosecution of Part III and IX proceedings — during the term of the ITA (and thereafter pursuant to any revised MOU and LSA), prosecution services will be an internal expense, primarily through the services of the County Prosecutor. Elgin already carries insurance coverages for Parts I and II prosecution services pursuant to the existing MOU and LSA and, as such, it is anticipated that premium increases associated solely with expanded services as provided for under the ITA will be minimal. It is relevant that Elgin is anticipated to incur significant increases in insurance premiums commencing December, 2021. The indemnification obligation identified in the "Discussion" section creates a contingent cost risk of an unquantified amount if Ontario demanded direct defence of the Indemnified Parties and/or funding of such defence by Elgin. ALIGNMENT WITH STRATEGIC PRIORITIES: Serving Elgin Growing Elgin Investing in Elgin ,,,.11 .,.,.,., ® Ensuring alignment of ❑ Planning for and ® Ensuring we have the current programs and facilitating commercial, necessary tools, services with community need. ❑ Exploring different ways of addressing community need. ® Engaging with our community and other stakeholders. Additional Comments: industrial, residential, and agricultural growth. ❑ Fostering a healthy environment. ❑ Enhancing quality of place. resources, and infrastructure to deliver programs and services now and in the future. ® Delivering mandated programs and services efficiently and effectively. 443 INICIPAL PARTNER IMPACT: Local municipal partners may benefit from elimination of Elgin obligation to reimburse Ontario for the costs of prosecution of Part III and IX proceedings through distribution of potentially -increased net POA revenues. COMMUNICATION REQUIREMENTS: The County Solicitor and County Prosecutor intend to continue their efforts to pursue revisions to the ITA to address the concerns noted within this Report and will communicate the results of such efforts accordingly. CONCLUSION: Elgin has for many years planned for and pursued transfer of Parts III and IX prosecutions from Ontario. Ontario, through MAG, has now presented an Agreement for interim transfer of those prosecution responsibilities to Elgin pending more permanent revisions to the MOU and LSA through resolution of issues raised by opposing municipalities. Although there are concerns for certain provisions of the ITA and revisions thereto are being pursued, the County Solicitor is of the opinion that an acceptable version of the Interim Transfer Agreement remains to the overall benefit of Elgin County and therefore recommends both approval and authorization for execution of such an acceptable final version. All of which is Respectfully Submitted Stephen Gibson County Solicitor Approved for Submission Julie Gonyou Chief Administrative Officer El 444 1 1 fi11n,qft fassive by Nature RECOMMENDATION: REPORT TO COUNTY COUNCIL FROM: Julie Gonyou, CAO DATE: February 1, 2021 SUBJECT: Council and Warden Policy Revisions THAT the report titled "Council and Warden Policy Revisions" submitted by the Chief Administrative Officer, dated February 1, 2021 be received and filed; and THAT Elgin County Council approve the Council Policy and Warden Policy as presented. INTRODUCTION: On January 12, 2021, Council consented to a number of amendments to the Council Policy and Warden Policy. Staff direction to include recommended revisions and seek Council approval for a final draft of the Council and Warden Policies was received. On January 26, 2021 Council reviewed the draft Council and Warden Policies and recommended that the report be deferred and that adjustments be made to the section about proclamations to more appropriately reflect current practice. DISCUSSION: In addition to updates presented to Council on January 12, 2021, the section regarding proclamations has been amended to reflect current practice. The previous version of the policy document indicated that the practice of issuing proclamations had been discontinued as of 1995. During the current Council term, it has been the practice for the Warden to issue proclamations with the support of County Council. An updated "final draft" Council Policy and Warden Policy are attached for Council's consideration. FINANCIAL IMPLICATIONS: There are no financial implications associated with the proposed amendments as presented. 2 ALIGNMENT WITH STRATEGIC PRIORITIES: Serving Elgin ® Ensuring alignment of current programs and services with community need. ® Exploring different ways of addressing community need. ® Engaging with our community and other stakeholders. Growing Elgin ® Planning for and facilitating commercial, industrial, residential, and agricultural growth. ® Fostering a healthy environment. ® Enhancing quality of place. LOCAL MUNICIPAL PARTNER IMPACT: Investing in Elgin ® Ensuring we have the necessary tools, resources, and infrastructure to deliver programs and services now and in the future. ® Delivering mandated programs and services efficiently and effectively. There is no direct impact to Local Municipal Partners as a result of the proposed amendments to Elgin County Council Policies Manual. COMMUNICATION REQUIREMENTS: To ensure transparency and accountability, any changes to Council and Warden policies are reviewed, debated, and approved by Council in open session. CONCLUSION: As directed by Council, the Council and Warden Policies are presented for Council's review and approval. All of which is Respectfully Submitted Julie Gonyou Chief Administrative Officer IMIN miuiumlON I�WN / / /fgg n' , qsive by Nature County of Elgin Elgin County Council Policies Manual Subject: Warden and Council Policies Policy Number: 1.00 Date Approved: May 25, 2010 Date Last Revision: January 26, 2021 WARDEN CELLULAR TELEPHONE/ELECTRONIC COMMUNICATION DEVICE The Warden shall be provided with a cellular telephone/Blackberry or other electronic devise approved by Information Technology for business use. Personal use is subject to County Policy. The device shall be returned to Information Technology at the end of the Warden's term. CHAIN OF OFFICE/GOWN/LORD ELGIN WATCH The Warden is authorized to use his/her own discretion as to whether the traditional Chain of Office, Gown, or Lord Elgin Watch will be worn at meetings of Council, other than at the time of election to Office, or other events or occasions as warranted. CONVENTION/WORKSHOP/SEMINAR ATTENDANCE AND HOSPITALITY ROOMS 1. The Warden may attend any number of conventions/workshops/seminars or conferences, provided the said convention/conference/workshop/seminar is relevant to the business of the County and does not exceed budget allocations. 2. The Warden shall be paid the following rates for attending conventions/conferences/ workshops/seminars: a) Registration fee, approved expenses and standard travel from St. Thomas to the convention site and return (see Schedule "A"), shall be paid at the same rate established for the use of personal vehicles for County business. Whenever possible the Warden and delegates are encouraged to travel together in order to reduce costs. 448 miuiumlON I�WN / / /fgg n' , qsive by Nature County of Elgin Elgin County Council Policies Manual b) Accommodation, at the approved hotel rate, shall be reimbursed from receipts and limited to the actual number of days that the convention has sessions listed which the delegate attends. c) A meal allowance of $75.00 per day will be paid ($15/breakfast; $20/lunch; $40/dinner), if meal is not otherwise provided or included in the registration, and limited to the actual number of days that the convention has sessions listed which the delegate attends. d) Parking shall be reimbursed from receipts and limited to the actual number of days that the convention has sessions listed which the delegate attends. e) Claim for reimbursement of expenses shall be made on approved claim form (see Schedule "B"). The Warden will be required to declare all meals that were provided or included in the registration. Reimbursement shall be made as soon as possible after receipt of claim but will coincide with the next scheduled cheque run. f) If attending a virtual conference using his or her personal internet, the Warden may submit $5/hr for conference meetings attended virtually to offset internet costs. ELECTION RECEPTION The County will provide and pay half, and the Warden shall pay half, of the cost of a wine and hors d'oeuvre reception after the Warden's Election each year. The County will also provide a Guest Book and purchase the liquor license. The Administrative Services -Department will make the necessary arrangements for a wine and hors d'oeuvre reception. Should a Warden wish another type of reception, the arrangements would be made by and costs borne by the Warden. OFFICIAL STATEMENTS Statements concerning official policies of County Council shall be released by the Warden only or a person named by the Warden (Chief Administrative Officer) to provide statements or information to the media. Senior staff are encouraged to provide timely responses to media inquiries by providing factual information, subject to freedom of information provisions, as requested and subject to the Chief Administrative Officer's approval. PHOTr)r.PAPH After the Warden is elected, arrangements will be made for taking a photograph of the Warden in official attire. Two copies of the photograph will be purchased, one to be displayed in the 449 miuiumlON I�WN / / /fgg n' , qsive by Nature County of Elgin Elgin County Council Policies Manual Council Chambers and one to be given to the Warden. Copies will be supplied to the County in digital format for departmental use and for use by the media. Ia06141WALTA I_l1[910V The Warden will issue proclamations with the support of County Council. MEETING DEFINITION A meeting is defined as a duly called Council meeting, Special Committee (including outside committees) or Sub -Committee meeting established to carry out the business of the Council, Committee or Sub -Committee. Occasionally, the Warden may designate a Councillor to meet with staff or to attend meetings on behalf of County Council. These meetings are to be kept to a minimum. 1. The following remuneration shall be paid to the Warden for attending meetings of the Council, committees/boards, and performing all other duties applicable to the Office: a) The Warden shall be paid an annual remuneration of, $71,246.40 (2020) to be paid monthly, with said stipend to include all meeting and incidental claims (telephone, paper, etc.) for all responsibilities including work associated with outside boards, meetings with ratepayers, etc. The above remuneration shall be automatically adjusted annually by the same percentage as is determined for non -union staff. b) In addition to the above remuneration, the Warden shall be paid the same rate for each kilometre necessarily travelled in attending meetings as established for the use of personal vehicles for County business and shall submit a monthly account to Administrative Services on the form provided (see Schedule "C") and would receive payment on the next scheduled pay date. If attending a virtual Council or other virtual meeting in his or her capacity as Warden, the Warden may submit $5/hr for meetings attended virtually to offset internet costs. c) Monthly accounts for kilometres travelled for other than Council meetings shall be submitted to Administrative Services on the form provided (see Schedule "D") and receive payment on the next scheduled pay date. 450 miuiumlON I�WN / / /fgg n' , qsive by Nature ASSET DISPOSAL County of Elgin Elgin County Council Policies Manual COUNCIL Periodically, equipment, furniture, supplies, materials and other County property (excluding land) will be deemed to be surplus and of no potential use for County purposes. The Asset Disposal Policy shall be followed in determining the disposition of property and is available upon request. BEREAVEMENT Flowers or a donation up to an amount of $100, as adjusted from time to time, will be sent, in the event of bereavement, for current Councillors, Department Heads, and their Spouses or Children; Past Councillors who served during the previous term; all Past Wardens and Past Department Heads; and Residents of County Homes. In addition, flowers or a donation may be sent to other persons who have had considerable dealings with the County, at the discretion of the Warden. BUSINESS CARDS Business Cards with the County Insignia/logo will be supplied to the Warden annually, denoting his/her year(s) as Warden, and to Councillors as requested. CODE OF CONDUCT A Code of Conduct has been established for the Warden, Council and Members of Outside Boards to establish guidelines for ethical and interpersonal standards of conduct (see Schedule "E"). COFFEE/REFRESHMENT The County will purchase coffee or tea or other non-alcoholic refreshments for Council meetings and to be used by the staff in the Administration Building for business meetings. COMMITTEE MEETINGS All committee meetings shall be open to the public, except for Closed Meetings held in accordance with the Municipal Act or any other relevant Act. (see Section 9 of Council's Procedural By -Law). SA miuiumlON I�WN / / /fgg n' , qsive by Nature CONVENTION ATTENDANCE County of Elgin Elgin County Council Policies Manual 1. County Councillors shall be permitted to attend any convention/conference/workshop/ seminar in accordance with the established convention policy, provided the said attendance is relevant to the business of the County and is contained within approved budgetary limits. 2. Members of County Council shall be paid the following rates for attending conventions/conferences/ workshops/seminars. a) The per diem rate, (currently $150) registration fee, approved expenses and standard travel from St. Thomas to the convention site and return (see Schedule "A"), paid at the same rate established for the use of personal vehicles for County business. If attending a virtual conference using his or her personal internet, Councillors may submit for $5/hr for conference meetings attended virtually to offset internet costs. Whenever possible, Councillors are encouraged to travel together in order to reduce costs. b) The per diem rate of $150.00 (adjusted from time to time) shall be paid and limited to the actual number of days that the convention/conference/workshop/seminar has sessions listed which the delegate attends. c) Accommodation, at the approved hotel rate, shall be reimbursed from receipts and limited to the actual number of days that the event has sessions listed which the delegate attends. d) A meal allowance of $75.00 per day will be paid ($15/breakfast; $20/lunch; $40/dinner), if a meal is not otherwise provided or included in the registration, and limited to the actual number of days that the convention has sessions listed which the delegate attends. The meal allowance is applied when staying at least one night, otherwise meals are reimbursed through receipt and actual cost. e) Parking shall be reimbursed from receipts and limited to the actual number of days that the convention has sessions listed which the delegate attends. f) Claims for reimbursement of expenses and per diem shall be made on approved claim forms (see Schedule "B"). Reimbursement shall be made as soon as possible after receipt of claim but will coincide with the next scheduled cheque run. I'M miuiumlON I�WN / / /fgg n' , qsive by Nature County of Elgin Elgin County Council Policies Manual g) The above provisions shall be subject to the payment of a maximum of $4,000.00 per member (excludes registration and travel), per calendar year, subject to adjustment from time to time. CORRESPONDENCE 1. The deadline for correspondence is eight (8) days prior to a regular Council meeting. Correspondence received after the deadline may be forwarded to the Councillors by no later than the Friday preceding a regular Council meeting. Notwithstanding the deadline limitation, if an item must be dealt with due to an emergency situation or extreme time constraints, the item may be dealt with as an Addendum to the Council Agenda (see Section 8.2 of Council's Procedural By -Law). 2. No action will be taken on any unsigned and unsolicited correspondence received by County staff with said correspondence being destroyed immediately upon receipt. COUNCIL PHOTOGRAPH Arrangements will be made for taking the annual photograph of the Council, Department Heads and Seconds -In -Command. The photograph will be displayed in the hallway outside Council Chambers and a copy supplied to the Council and appropriate staff at no charge. COUNCILLOR ORIENTATION Following the election of a new Council, a general Orientation Session for new Councillors will be held. The orientation would cover Council procedures and departmental operations and include topics such as departmental organization and functions, introduction of key personnel, tours of facilities, etc. COUNTY COUNCIL DRESS CODE The following dress code for County Council Members and Officials was adopted on May 25, 2010 and became effective on December 1, 2010: Council Members and Officials shall wear appropriate business attire for Council meetings (defined as semi -formal and not business casual — specifically dress shirt/blouse, jacket, dress pants or suit); 453 miuiumlON I�WN / / /fgg n' , qsive by Nature County of Elgin Elgin County Council Policies Manual Traditional attire shall be mandated at the Warden's Election, the Warden's Annual Banquet, the annual photo, and any other function as determined by the Warden. Members and Officials are also permitted to wear traditional attire at other functions, when not mandated by the Warden, at their discretion; An allowance of up to $200 will be provided (with receipts) once per term to each Council Member and Official required to wear traditional attire at aforementioned times for the purchase of said attire; The Warden, who by by-law is responsible for Council decorum, shall also enforce the dress code. COUNTY CRESTS AND TIES County Crests and Ties, supplied to Councillors and Officials, are expected to last at least four (4) years. Anyone requiring a replacement prior to the end of the term will be required to purchase it at actual cost. Staff members shall not be provided with a tie or crest until their probationary period has been fulfilled. COUNTY RINGS A gold County Wardens' Ring may be purchased by Wardens, past and present, and a standard gold County Ring may be purchased by Wardens, County Councillors and staff, past and present, at their cost, each available in men's and women's sizes. DISTRIBUTION OF LITERATURE FROM OUTSIDE AGENCIES No person shall cause any printed matter to be circulated or posted on corporate property without obtaining the approval of the Department Head or the Chief Administrative Officer. ELGIN MUNICIPAL ASSOCIATION Past Wardens shall be recognized by the Elgin Municipal Association at the annual dinner meeting, and County Council shall provide complimentary tickets for the current Warden, Past Wardens and guest. 454 miuiumlON I�WN jgg / / /fn ' , qsive by Nature ELECTRONIC DEVICES County of Elgin Elgin County Council Policies Manual 1. An electronic device (i.e. laptop or tablet), as approved by Council, shall be supplied for conducting County business as determined by Information Technology and based on approved budgets. 2. Damaged and unrepairable equipment or lost electronic devices must be replaced — each member of Council is permitted one replacement per term at the County's cost. Subsequent losses or damage shall be replaced at the Councillor's or Warden's cost. 3. Retiring Councillors will return said equipment to the County as soon as possible after completion/termination of their term for distribution to the new Councillors, or at the discretion of the Chief Administrative Officer, may be retained due to the age or condition of the equipment. MEALS Councillors and appointed officials shall be provided with a meal, when appropriate during Council meetings. NOnAFTArC A nametag with the County Logo and the person's name and title will be supplied to the Warden, Council & Senior Staff. PURCHASING The Procurement Policy was established to standardize procedures to ensure fair and equitable practices for the procurement of all County goods and services and will be adhered to for all purchases made on behalf of the County. The Procurement Policy is available upon request. REMUNERATION A meeting is defined as a duly called Council meeting, Special Committee (including outside committees) or Sub -Committee meeting established to carry out the business of the Council, Committee or Sub -Committee. Occasionally, a Member designated by the Warden may be required to meet with staff or attend meetings on behalf of Council. These meetings are to be kept to a minimum and must have prior approval of the Warden. miuiumlON I�WN / / /fgg n' N r,�� , sive by Nature County of Elgin Elgin County Council Policies Manual 1. The following remuneration shall be paid to each Member of County Council, for attending meetings of the Council and committees thereof: a) County Councillors shall be paid an annual honorarium of $26,093.52 (2020) to be paid monthly, with said stipend to include all meeting and incidental claims (telephone, paper, etc.) for all responsibilities including work associated with outside boards, meetings with ratepayers, etc. The above remuneration shall be automatically adjusted annually by the same percentage as is determined for non -union staff. b) In addition to the above remuneration, each Member shall be paid the same rate for each kilometre necessarily travelled in attending meetings as established for the use of personal vehicles for County business. If attending a virtual Council or other virtual meeting in his or her capacity as County Councillor, the Member may submit $5/hr for meetings attended virtually to offset internet costs. c) Members of Council will record their kilometres travelled or virtual meeting expenses for attending Council and other approved meetings on the form provided (see Schedule "D") and submit said record to the Administrative Services at the final Council meeting of each month, thereby being paid once a month on the next scheduled pay date. d) Councillors attending a function as "Deputy Warden" shall be paid kilometres travelled at the same rate established for the use of personal vehicles for County business. e) Councillors are permitted to claim kilometres travelled for attendance at ceremonial functions (i.e. official openings and sod turnings). f) Separate per diems for attending outside board meetings (i.e. Board of Health) shall not be permitted since the monthly honorarium is designed to cover these obligations. REPORTS All reports to Council will be presented by the author or alternate and shall include a recommendation for Council's consideration. RFC(ll I ITIMIc 1. Where a resolution is endorsed, a reply is sent to the originating body only, regardless of the request for copies to be sent to others. miuiumlON I�WN jgg / / /fn ' N r,�� , sive by Nature County of Elgin Elgin County Council Policies Manual 2. Where a resolution is filed or not endorsed, no reply is sent, it being felt that no response will indicate non-support. 3. In the event Council wishes copies of resolutions, etc., sent to other than the originating body, direction to this effect is incorporated into the recommendation. RETIREMENT GIFT Every retiring County Councillor shall receive a desk pen set or other suitable commemorative item with the County Crest affixed and a suitable plaque indicating the term held on Council. WARDEN'S RECOGNITION a) Council shall host an annual banquet or recognition evening at which the Warden and spouse/guest shall be recognized for their achievements and contributions during the year. b) The banquet shall be arranged and conducted by the members of the Social/ Entertainment Committee with participation in the programme by each County Councillor. c) The timing of the banquet shall be near completion of the term as Warden (early November). d) The Warden may determine the location of the banquet if so desired; otherwise the Social/Entertainment Committee shall decide in consultation with the Warden. e) The Warden may invite up to 26 family members and guests as complimentary. Additional invitations shall be at the cost of the Warden and paid at the per ticket cost as determined by the Social/Entertainment Committee. f) Past Wardens and Visiting Dignitaries shall be invited as complimentary guests. Other guests may be invited as complimentary as determined by the Social/ Entertainment Committee in consultation with the Warden. g) A recognition gift at a cost of up to $500 shall be chosen by the Warden or a watch with suitable engraving and a silver tray with suitable engraving and shall be purchased by the Social/Entertainment Committee. HWA /OT;1 Progressive by, Nature RECOMMENDATION: REPORT TO COUNTY COUNCIL FROM: Julie Gonyou, Chief Administrative Officer DATE: January 29, 2021 SUBJECT: School Retention Plan — Elgin County THAT Elgin County Council provide direction regarding the establishment of a School Retention Plan for the County of Elgin. INTRODUCTION: At its meeting held on January 26, 2021, Elgin County Council received and filed correspondence from Oxford County which indicated support for the Township of Zorra's School Retention Plan. County Council directed staff to provide a report regarding the adoption of a similar plan for the County of Elgin. DISCUSSION: In accordance with priorities contained within its Strategic Plan, the Township of Zorra established a Local School Committee to provide advice to Council regarding opportunities for the Township of Zorra to maximize economic development, and the ability to attract and retain residents, by developing a School Retention Plan. In 2020, Zorra Council approved the School Retention Plan and since its mandate had been met, the Local School Committee was dissolved in 2021. The Zorra School Retention Plan, as attached, is a formalization of the Township of Zorra's advocacy and communication efforts as they relate to the preservation of rural schools. These activities include maintaining membership in the Community Schools Alliance (CSA), advocating for a different funding model for rural and northern schools, recommending that the Thames Valley District School Board (TVDSB) review its policies for capacity planning and pupil accommodation to formally recognize the importance of rural schools, and ensuring that appropriate communication and notification processes are in place for Council 458 2 to receive regular information from school boards in the area — particularly in relation to any potential closure or new build activity. Elgin County Council has also engaged in considerable school retention efforts over the past several terms of Council: Council advocated for the preservation of rural schools including Sparta Public School, Springfield Public School, New Sarum Public School and for the construction of a new school in Belmont. This advocacy has taken the form of official correspondence and meetings with Provincial Ministers and MPPs. • Council has provided comment regarding new provincial policies and guidelines relating to rural schools including the Elementary Pupil Accommodation Review. • County Council meets annually with representatives from the TVDSB and the LCDSB to receive updates from the school boards and to address concerns that Elgin County residents have expressed in regards to education. This meeting allows for open, two-way communication between the County of Elgin and local school boards to ensure that the unique educational needs of Elgin County residents are being met. • Elgin County Council appointed Councillor Martyn and Councillor Giguere to sit on the Rural Education Task Force, formed by the Thames Valley District School Board in 2019. This task force consults with students, parents, community, municipal leaders in TVDSB rural communities to identify the unique challenges and opportunities experienced by students, parents and municipalities and develops recommendations for consideration related to a TVDSB Rural Education Strategy. Should Council desire to do so, these advocacy and communications activities could be consolidated into one document and formalized through the adoption of a School Retention Plan for Elgin County. It is important to note that unlike the Township of Zorra, Elgin County Council has not identified rural school retention as a priority within its 2020-2022 Strategic Plan. This does not negate the important role that local schools play in our communities. FINANCIAL IMPLICATIONS: There are no financial implications associated with considering a School Retention Plan. 459 3 ALIGNMENT WITH STRATEGIC PRIORITIES: Serving Elgin ❑ Ensuring alignment of current programs and services with community need. ❑ Exploring different ways of addressing community need. ❑ Engaging with our community and other stakeholders. Growing Elgin ❑ Planning for and facilitating commercial, industrial, residential, and agricultural growth. ❑ Fostering a healthy environment. ® Enhancing quality of place. Investing in Elgin ❑ Ensuring we have the necessary tools, resources, and infrastructure to deliver programs and services now and in the future. ❑ Delivering mandated programs and services efficiently and effectively. Additional Comments: School Retention was was not directly identified as a priority in Elgin County Council's Strategic Plan 2020-2022. LOCAL MUNICIPAL PARTNER IMPACT: Should the County of Elgin adopt a School Retention Plan, Elgin's Local Municipal Partner Councils could support this Plan at the local level, if appropriate. COMMUNICATION REQUIREMENTS: None at this time. CONCLUSION: In recent years, Elgin County Council has engaged in considerable advocacy and communication efforts regarding the retention of local schools. Should Council desire, these activities could be consolidated into a School Retention Plan for the County of Elgin to be adopted by County Council at a future meeting. ENIC ich is Respectfully Submitted Julie Gonyou, Chief Administrative Officer EM DOING raa �ro At a regular meeting of Council on December 2, 2020, Township of Zorra Council adopted the Township's School Retention Plan as suggested by the Zorra Local School Committee. The resolution from Zorra Council is as follows: Item 9(b) Resolution No. 17-12-2020 Moved by: Katie Davies Seconded by: Ron Forbes "THAT the resolution from the Zorra Local School Committee be received and adopted as the Zorra School Retention Plan." Disposition: Carried Whereby, the resolution from the Zorra Local School Committee was as follows: "THAT the Zorra Local School Committee recommends to the Council of the Township of Zorra: 1. To continue including a school retention plan as part of the Township's Strategic Plan and advocate accordingly. 2. To maintain an ongoing membership in the Community Schools Alliance (CSA). 3. Supports, through resolution, the CSA's endorsement of the Rural and Northern Education Fund (RNEF) as an appropriate differentiator and funding model for rural and northern schools. 4. Request that the Thames Valley District School Board (TVDSB) and London District Catholic School Board (LDCSB) suggest possible reallocation of Grants for Student Needs (GSNs) to support a net funding neutral increase in the RNEF. 5. Recommend that the TVDSB review its policies for capacity planning and pupil accommodation reviews to formally recognize the importance and value to the community of rural and single school community schools. 6. Request communication and notification on an ongoing basis from all relevant School Boards of any areas of study considering possible consolidation, closure, additions, or new builds. 7. Request annual planning reports from all relevant School Boards for all Zorra schools and possibly related/affected/affecting schools and compare municipal growth forecasts and school board(s) growth forecasts identifying any discrepancies; and 8. Forward this resolution to the Thames Valley District School Board's Rural Education Task Force (RETF), and Oxford County for support." Please see the following pages for background and comments regarding the School Retention Plan formation. E,RN M Page 12 arrera a=,uuaa A KU OFIV'dab'.4 A'tlp L^ /i School Retention Plan The purpose of the Zorra Local School Committee (ZLSC) is to make recommendations to Council regarding opportunities for the Township of Zorra to maximize long term economic development by attracting and retaining students through the development of a "School Retention Plan" in accordance with the Township of Zorra's Strategic Plan. The above recommendations will serve as the Township of Zorra's school retention strategy. One of the Township's Strategic Plan states: "Continue school retention strategy by advocating with Oxford County Planning that schools are an integral part of the Planning Process and should be reflected in the County Strategic Plan and Official Plan, and lobbying the Provincial Government that there be greater integration of school locations with Municipalities." This item has a target for completion of 2020 in the Strategic Plan. Through its membership in the CSA, Zorra has successfully advocated for a Province -wide moratorium on school closures, and additional funding recognizing the unique value of rural and northern schools to their community (RNEF). With respect to the Ministry of Education and School Boards there have been several relevant developments. 1. Integrated Local Planning (Ministry of Education, 2018) Throughout our public consultations, the ministry also heard about the need to strengthen integrated local planning at the community level and to promote local planning conversations among school boards, municipalities, and other relevant local partners. There will be a call for proposals this summer, seeking approximately three communities across Ontario to participate in VIPPI. These communities will represent a mix of urban, rural, Northern and Francophone communities. Each community must identify partners to participate in a local integrated planning table that should include, at a minimum, school boards and municipalities and relevant local partners that reflect each area's unique needs. The ministry will provide a facilitator to lead a series of sessions spanning approximately one year. The goal of VIPPI is for all members involved to share and discuss capital and community planning processes and relevant data to create a collection of best practices. 2. Draft Revised Pupil Accommodation Review Guideline and Community Planning and Partnerships Guideline Updates Date: February 18, 2018 The current requirement for school boards to consider community impacts, such as loss or gain of community use of school space, will be maintained and extended to include consideration of any possible impacts on First Nation communities' on -reserve. If at least one school that is eligible to receive support from the Rural and Northern Education Fund (RNEF) is included in a pupil accommodation review at any time, then economic impacts must also be given consideration for each accommodation option. School boards will have discretion to undertake economic impact assessments in other communities, if needed. The ministry will: Develop guidance that will define key parameters it expects the economic impact assessment to address (such as, impact on local businesses, impact on family commutes / schedules and housing starts). We will consult with school boards and municipalities on how these key parameters are shaped; Develop an approved list of vendors from which boards may select a third party to undertake this work. Seek approval for additional funding for boards that will be required to undertake economic impact assessments. E,RK Page J 3 rtar>rcs u�rarsu School Retention Plan 3. Updates on Integrated Local Planning and the Community Planning and Partnerships Guideline (CPPG) The ministry remains committed to updating the CPPG to further encourage joint responsibility for integrated community planning as we learn more from the new voluntary pilot program and other work across government. This decision was based on consultation feedback, which suggested that adding new requirements on school boards through the CPPG in an attempt to compel local partnerships is unlikely to be successful. Instead, the ministry plans to work with the Ministries of Infrastructure and Municipal Affairs to: • Develop a new voluntary pilot program that will provide flexible support to municipalities, school boards, and other relevant local actors who wish to enhance their collective capacity for integrated local planning. Best practices and lessons learned will inform future policy and supports for integrated local planning across the province. At it's September 28th meeting the Thames Valley District School Board's (TVDSB) Rural Education Task Force (RETF) passed the following: That the Board of Trustees advocate for the following and invite the Rural Education Task Force municipal members to advocate similarly: Maintaining and enhancing the Rural and Northern Education Fund (RNEF) funding model for rural and northern schools, with possible reallocation of Grants for Student Needs (GSNs) to support a net funding neutral increase in the RNEF. Maintaining the moratorium on school consolidations and closures for the schools that qualify/ identified for the Rural and Northern Education Fund. Strengthening of integrated local planning at the community level and to promote local planning conversations among school boards, municipalities, and other relevant local partners to ensure ongoing communication and notification regarding possible school consolidations, closures, additions or new builds. Provincial policies for capacity planning and pupil accommodation reviews that formally recognize the importance and value to the community of rural and single school community schools. This will be considered by the Board at its October 13th meeting. 4. At its September 28, 2020 meeting, the Thames Valley District School Board of Trustees passed the following: 1. That the Rural Education Task Force Committee be provided an extension to 2021 November 23. 2. That the Board of Trustees advocate for the following and invite the Rural Education Task Force municipal members to advocate similarly: a. Maintaining and enhancing the Rural and Northern Education Fund (RNEF) funding model for rural and northern schools. b. Maintaining the moratorium on school consolidations and closures for the schools that qualify/identified for the Rural and Northern Education Fund, in accordance with the Ministry of Education Draft Public Accommodation Guidelines. c. Strengthening of integrated local planning at the community level and to promote local planning conversations among school boards, municipalities and other relevant local partners to ensure ongoing communication and notification regarding possible school consolidations, closures, additions or new builds. d. Provincial policies for capacity planning and pupil accommodation reviews that formally recognize the importance and value to the community of rural and single school community schools. CM:i! M as®®Fa;a, Page 14 School Retention Plan A KU OFIV'dab'.4 A'tlp L^ /i Continue school retention strategy by advocating with Oxford County Planning that schools are an integral part of the Planning Process and should be reflected in the County Strategic Plan and Official Plan, and lobbying the Provincial Government that there be greater integration of school locations with Municipalities. Goal: We are a vibrant community that values our uniqueness, creativity and takes pride in calling Zorra home. Action: Supporting our community, events and celebrations Developing safe, liveable communities. E,W 1 m00000<1 �uu�ml iuwuuw ElwProffressive by Nature RECOMMENDATION: REPORT TO COUNTY COUNCIL FROM: Julie Gonyou, Chief Administrative Officer DATE: February 3, 2021 SUBJECT: COVID-19 Emergency Team Planning — January Update THAT the February 3rd, 2021, report titled, COVID-19 Emergency Team Planning — January Update, submitted by the Chief Administrative Officer, be received and filed for information. INTRODUCTION: The purpose of this report is to provide Council with an update on the County's COVID-19 response. DISCUSSION: Effective January 14, 2021, the province issued a stay-at-home order requiring everyone to remain at home with exceptions for permitted purposes or activities, such as going to the grocery store or pharmacy, accessing health care services, for exercise or for work where the work cannot be done remotely. In response to the previously announced provincewide shutdown and as of December 26, 2020, Elgin County already required administration staff to work remotely where possible. The Administration Building continues to be open by appointment for essential services only. The Provincial Offences office was closed to the public as of January 4, 2021 at 8:30 am. Ticket payments can be made online, by phone, or mail. All ten Elgin County Library branches continue to offer curbside pick-up services while the Museum and Archives will be closed to the public for the duration of the stay-at-home order. While most staff are working remotely, they continue to support all County operations. Remote working arrangements have meant a lot of adjustments, and staff have displayed tremendous resilience and commitment in the face of changing conditions and unexpected challenges. 2 FINANCIAL IMPLICATIONS: Ongoing — See the attached Financial Services summary. ALIGNMENT WITH STRATEGIC PRIORITIES: Serving Elgin Growing Elgin ® Ensuring alignment of ❑ Planning for and current programs and facilitating commercial, services with community industrial, residential, need. and agricultural growth. ® Exploring different ways of addressing community need. ® Engaging with our community and other stakeholders. ® Fostering a healthy environment. ❑ Enhancing quality of place. LOCAL MUNICIPAL PARTNER IMPACT: Investing in Elgin ® Ensuring we have the necessary tools, resources, and infrastructure to deliver programs and services now and in the future. ® Delivering mandated programs and services efficiently and effectively. The Management Team continues to work with the County's Local Municipal Partners to address community needs. For more information on coordination with the local municipalities, see the attached "Emergency Management Team Planning Chart." COMMUNICATION REQUIREMENTS: The Emergency Management Team will continue to provide monthly updates to County Council. CONCLUSION: The Emergency Management Team continues to work together to ensure that essential County services and the COVID-19 response are properly resourced; to identify and manage resourcing and staffing issues; to support County Council, Municipal Partners, «:�A 3 community and stakeholders; and to support staff to be well. The attached "COVID-19 Emergency Management Team Planning Chart" summarizes the County's COVID-19 response. 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(D a) U) ......................... a) 0 = 0 0 -0 u . ...................................................................................................................................................... a) �) U) ................................................. =3 0 0 c en u cz cD- ............................................................................................................................................................ CORRESPONDENCE — February 9, 2021 Items for Consideration — (Attached) Statistics Canada with a letter seeking Council's support to increase awareness of the 2021 Census among residents of Elgin County. 2. The President of OPSEU Local 317 with a letter requesting that Council consider sending a letter to the Province of Ontario to protest the closure of the Gravenhurst campus of the Ontario Fire College. From: censusoutreach.ontario-rayonnementdurec.ontario (STATCAN) <statcan.censusoutreach.ontario-rayonnementdurec.ontario.statcan@canada.ca> Sent: February 1, 2021 2:30 PM Subject: [SPAM] 2021 Census, County of Elgin Dear Mayor, I am pleased to inform you that the next census will take place in May 2021. 1 am writing today to seek your support to increase awareness of the census among residents of your community. For over a century, Canadians have relied on census data to tell them about how their country is changing and what matters to them. We all depend on key socioeconomic trends and census analysis to make important decisions that have a direct impact on our families, neighbourhoods and businesses. In response to the COVID-19 pandemic, Statistics Canada has adapted to ensure that the 2021 Census is conducted throughout the country in the best possible way, using a safe and secure approach. Statistics Canada will be hiring approximately 32,000 people across the country to assist with census collection. We would like to work with you and your municipality to ensure that your residents are aware and informed of these job opportunities. Please visit www.census.gc.ca/jabs for more information. Furthermore, your support in encouraging your residents to complete the census will have a direct impact on gathering the data needed to plan, develop and evaluate programs and services such as schools, daycare, family services, housing, emergency services, roads, public transportation and skills training for employment. If you would like to express your municipality's support for the census, please share the municipal council resolution text below with your residents: Be it resolved that: The Council of the Corporation of the County of Elgin supports the 2021 Census, and encourages all residents to complete their census questionnaire online at www.cens.u.s...c..ca. ................................................................. Accurate and complete census data support programs and services that benefit our community. Thank you in advance for supporting the 2021 Census. Sincerely, Jane Wang Communications Officer Census Communications — Ontario Region Statistics Canada / Government of Canada statcan.censusoutreach.ontario@canada.ca / Tel: 647-446-7670 Cf:-7 (EMBUS ,SNIT www.census.£yc.cd www.recensement.gc.ca Follow us: F'acebook I Ili I Suivez-nous : Facebook I lnsta,ram I Link d[ri l Ft . it I Twitter l YouTube Link-, Irt I It it I Twitter I YouTube Agente des communications Communications du recensement de la region de I'Ontario Statistiques Canada / Gouvernement du Canada statcan.censusoutreach.ontarioCc,6canada.ca /T61 : 647-446-7670 RECENSEMENT - CENSUS www. recensenient. Vc.ca www. census. vc.ca Sulvez-nous : FaI lfnstagram I Follow us: Facebook I Inmagrary I Link edl[n l Ft it I Twitter l YouTube Fink In I It it I Twitter I YouTube E, 1.110' From: Save OFC To: aeneralinauiries(cbidryden.ca; info(cbici .elliotlake.on.ca; info(aguell2h.ca; info(cbhamilton.ca; info(a)dufferincountv.ca; Julie Gonvou; coeinfo(@countvofessex.on.ca; info(abfrontenaccountv.ca; clerks(abarev.ca; info(acounty.haliburton.on.ca; hicksl(abhastinascounty.com; info(c0haldimandcountv.on.ca; dwilsom'Icentralelain.ora; cao(-Oduttondunwich.on.ca; info(a dvsartetal.ca; municirditv(aleastferris.ca; mbouffard(Wrench river. ca; adminoffice(cbaordonbarrieisland.ca; administration(alareenstone.ca; info('0arevhiahlands.ca; info(�hastinashiahlands.ca; info(ahiahlandseast.ca; westelain('0westelain.net; mturner(@westgrey.com; info(cadurham.ca; accesshalton(alhalton.ca; imellon(cbdee rive er.ca; nnclark(absvmpatico.ca; townPeastawillimburv.ca; enalehrb'Ontl.svmpatico.ca; info('Oerin.ca; town ('Oespanola.ca; webmaster(alessex.ca; cschofield(abforterie.ca; town (cbfortfrances.ca; information(abtownofgananoque.ca; info('0aeoraina.ca; townhall(3j)aoderich.ca; aclarke(alaorebay.ca; mail (abtownofarandvallev.ca; info(abgraven hurst.ca; info(a)greaternapanee.com; Administration-Office-General(algrimsby.ca; suzannei(ftaltonhills.ca; civicPhanover.ca; caroulx(31hawkesburv.ca; townofhearst(ftearst.ca; township(&centralfrontenac.com; clerk(a)cramahetownshi�ca; clerkFc dawneuphemia.on.ca Subject: Closure of the Ontario Fire College Date: February 1, 2021 3:40:13 PM Dear Municipal Leaders: We are writing to you regarding the province's announcement on January 13, 2021, of the impending closure of the Gravenhurst campus of the Ontario Fire College on March 31, 2021. We know that at least two of the three associations quoted in the Ontario Government's press release were not informed that the government would close the Ontario Fire College in Gravenhurst! The Ontario Government says its plan to modernize and regionalize fire service training will be more cost-effective and accessible to municipalities. Yet, the government has not shared a plan showing how these changes will provide training of equal value in a more cost-effective and accessible manner for municipalities across Ontario. The province's regionalization model currently has Memorandums of Understanding (MOUs) with a mixed bag of 20 "Regional Training Centres" (RTCs) located in various parts of Ontario. The municipalities' cost to send one firefighter to an RTC range between $300 and $1,200 for the course alone. This cost does not include accommodations or meals. The Gravenhurst campus of the Ontario Fire College has modern facilities and equipment where subject matter experts provide training in all fire service disciplines. The cost is $65 for a municipality to send one firefighter to the college. That cost includes onsite accommodations and three meals a day. In shifting firefighter training to RTCs, the price for training our firefighters will shift to your municipality's taxpayers. If the government revives O. Reg 379/18 (firefighter certification) while shuttering the college, the growth in training demand and cost will be significant. ERN The Fire Protection and Prevention Act, 1997, as amended, requires the fire marshal to "develop training programs and evaluation systems for persons involved in the provision of fire protection services." It also stipulates the fire marshal must "provide programs to improve practices relating to fire protection services" and "maintain and operate a central fire college." As municipal leaders, would you prefer an affordable, cost-effective training model that keeps students in one location with up-to-date, technically accurate training facilities led by subject matter experts? Or a more expensive training model in multiple facilities that cannot match what the Ontario Fire College provides? Please stand with us against this ill-conceived closure of the Ontario Fire College and the government's undefined plan. Let's keep your firefighters and community safe by keeping the ONLY provincial fire training facility in Ontario open. As municipal councils, we ask that you send a strong letter of rejection of this plan to your local Member of Provincial Parliament and lobby the Doug Ford government to reverse its decision. Thank you for your consideration. If you have any questions or a need for further information please let us know. Regards, Chris McConnell President, OPSEU Local 317 (Representing the workers of the Ontario Fire College) 705-801-5774 savetheofc(,&gmail.com CORRESPONDENCE — February 9, 2021 Items for Information — (Attached) 1. Western Ontario Wardens Caucus with the monthly newsletter for January 2021. 11RM WESTERN ONTA[RIIO A tor, ;��9/�%i I A�/io�,�,Iry %J Ivy Iwo, Update' and The discussion focused on our key priority areas of; broadband, municipal finance, affordable housing Monte McNaughton, Labour Training and Skills Development and Minister Vic Fedeli, Economic EPIC Development Job Creation and Trade. The three main topics discussed were; high speed fibre, Made In Ontario supply chains and planning for our recovery. V ew (,Il iie couMl21212 II 111! f ing..11 � 11 g,tw ri Il1212:. ......................................................................................................................................................................................................................................................................................................................................................................................................................................................... W I FT outbmNesfern lntegrafed fli.>Ir: Tc cl—inEw logy SWIFT Broadband Project NowProviding Improved Internet Access in Wellington County • On January 28th SWIFT announced the construction of a $2.7 million high-speed network in Wellington County is now complete and is delivering improved broadband access to more than 670 households. SWIFT Announces Broadband Expansion Project for London On January 28th SWIFT announced it has signed an agreement with North Frontenac Telephone Company (NFTC) to expand high-speed internet access to 485 underserved homes and businesses within the City of London. SWIFT Announces $21M BroadbandExpansion Plan in Niagara Region • On January 27th SWIFT announced it has awarded funding to expand access to high-speed fibre - optic broadband service to 5,629 households and businesses in the Niagara Region. SWIFT Announces Broadband Improvements For Brant County • On January 26th, SWIFT announced it has signed an agreement with Xplornet Communications to improve access to high-speed internet in the County of Brant and throughout portions of the Six Nations of the Grand River First Nation community. SWIFT Broadband Projects Now Underwayin Cale on • On January 25th SWIFT announced that construction is now underway to improve access to high- speed broadband services in Caledon. Vianet, which entered into a funding agreement with SWIFT to construct two new high-speed fibre -optic networks, has broken ground on both awarded projects. Vu.2: ...:tl.11,t".:...:f III„IIL..I'.L!L.t.":.....Il:.ai,M.11lt...ds.es, General Motors To Invest C$1 Billion To Convert CAMI into Canada's First Large -Scale Commercial Electric Vehicle Manufacturing Plant eusi r �, �� ., ��„" 1 i� �° u�� e hu � � AMA �� 1�,m� � „'µ I I a 101 IN 1040141 M a g 1#1. . • 11R.1 10w The approximately C$1 billion investment will support GM's timing to deliver BrightDrop EV600 in late 2021. The investment will enable GM to make CAMI into Canada's first large-scale auto plant converteit o produceel Work will begin immediately to transform the CAMI plant to support electric vehicle production. This will to a new focus on the production of EV600s, to serve the growing North American market for electric delivery i i .Il.e...:the :..:ftt„III„IIL..Rll! (Ms ii'6„II as llatftew SlobviTsld It is with great pleasure that Consultant Connect announces the North America's Top 50 Economic Developers of 2021! Each individual on this list has been nominated by someone in the economic development and site consultant communities. These winners represent a group of individuals who are continually fighting for their communities and making waves with their leadership. We're shaking things up this year: Starting February 2, each recipient will be honored as we take a virtual "road trip" through North America, featuring each person and their community on our social media channels of Twitter and Linkedln. In addition, learn from the best of the best as they will be featured on our Airy eii lic 's M.1VoIIbs ""II"" cairn III':Iodcast where they will be sharing their knowledge with us in these dynamic MA interviews you surely don't want to miss. Make sure to follow us to get the latest on their perspective on the industry and for their leadership insights! Congratulations to each of this year's recipients! Top 20 Places People are Moving to, according to U-Haul ( `oq *lwy,�� j . . . . ... - Q; �E c o o III III C SITIC"11 (hatham-K(�:nt � ri Developmemt bUsiness (,:e lrrl: ire U-Haul, the rent -a -trailer franchisor, has created a list of the Top 20 cities and towns seeing a recent influx of people. Typically, we think it's those moving out of a big, crowded city to a smaller, more rural location, but that may not always be the case, as huffingtonpost.com reports. Though residents of Toronto and Montreal are rapidly heading out, maybe they're aiming for Vancouver, which hits No. 7 on this list — perhaps an indicator that it's not crowded city -living that's driving people to move, but lifestyle. Great skiing within an hour of home? Check. A sunset run along an ocean -front beach? Please! Easy winters? Pack the car! Chatham makes the list at number 9 and Sarnia at number 10. Read the fiflHl aiifi6le linlaact of Cov19 on IIRuira�l uulldlloduunout j1p to [)eceiWbeir 2020 ROI is making available another issue in their special series of "Focus on Rural Ontario" with extensive tables related to VAIL- 19 pandemic as reflected in employment statistics. This release takes the data analysis IAI�A I A I'll, -2 ga"Q 1042- - NOW W- IIIm-- Holl" L 11641 Wgo M W-1 74 121*1 JUTJ I AMA I I LR I I LARUIMAVA I �n� Ointaii10 II ,xjjpands Wou llullwulllace Caiiiiiijj,)augins, Fhe Ontario government is inspection campaign to further essential businesses. Following last week's big -box store blitz, pr*YiAci?.l QffeAces +'Kicers will *e now be visiting an expanded range of workplaces across Ontario to educate and ticket businesses that are not complying with COVID-19 health and safety requirements. Government of Canada eW[)ev Ointaiirl&s 11311rotects inoire U,ian '1, 700 tuull :u liin in 2020 On January 12th FedDev and organizations in Windsor - Essex received a total of million in combined RRRF funding, protecting more than 'V I ajj@&#aWw., AL This funding has supported the immediate needs of a broad range of businesses, from main street businesses such as retail shODs and restaurants, to tourism I has remained less than in urban areas (in most months). Importantly, the COVID-19 employment gap is continuing to close. In December, the estimated gap due to COVID-19 �14: ad U:it f flHLr pa,rt This week, more than 300 officers will be supporting these blitzes, and will be visiting a variety of workplaces that are allowed to be open during the provincial shutdown such as: retail establishments, includina bia-box stores; restaurants providing take-out meals; essential service -sector establishments (such as gas Vew Vie pE2fi§ nflease r] I Ill. I r Lei Ill. ill I Le wig] I I I lon'll logs q,outhern Ontario that have im t.ccess sufficient relief, are ncouraged to review RRRF -ligibility requirements or M I W1* W -- I - I Vew Uhl? R��I?ss re��eas(: Community Futures is no rookie when it comes to Western Ordaic) providing business support, financing, and advice. They have been helping businesses accomplish their goals A1111111111111lik- _MM1 Communittir I&M Y for over 30 years. Find out how they can help you. Futures♦ AW ML 111ttliI&JAI , it"11y�3T11,1k6ZV E, P71 I CLOSED MEETING AGENDA February 9, 2021 Staff Reports: 1) County Solicitor — Municipal Act Section 239 (2) (f) advice that is subject to solicitor -client privilege, including communications necessary for that purpose; (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 — Elgin/Ontario — Interim Transfer Agreement (Parts III / IX Provincial Offences Act). 2) County Solicitor and Chief Administrative Officer — Municipal Act Section 239 (2) (0 advice that is subject to solicitor -client privilege, including communications necessary for that purpose — Crane Conservation Area. 3) Chief Administrative Officer— Municipal Act Section 239 (2) (b) personal matters about an identifiable individual, including municipal or local board employees — Organizational Review (walk-on report). E,W COUNTY OF ELGIN By -Law No. 21-03 " BEING A BY-LAW TO PROVIDE FOR THE ADOPTION OF THE 2021 BUDGET OF THE CORPORATION OF THE COUNTY OF ELGIN AND TO ESTABLISH THE 2021 TAX RATIOS, AND TO ESTABLISH THE 2021 TAX RATES FOR THE COUNTY CONSTITUENT MUNICIPALITIES" WHEREAS Section 289 of the Municipal Act, 2001, S.O. 2001, c.25, provides that the Council of each upper -tier municipality shall in each year prepare and adopt estimates of all sums required during the year for the purposes of the upper -tier municipality; and, WHEREAS Section 308(5) of the Municipal Act, 2001, S.O. 2001, c.25, provides that the Council of an upper -tier municipality shall in each year establish the tax ratios for that year for the upper -tier municipality and its lower -tier municipalities; and, WHEREAS Section 308(7) of the Municipal Act, 2001, S.O. 2001, c.25, provides that the Council of each upper -tier municipality establish for each property class, a single tax ratio for the upper -tier municipality and its lower -tier municipalities; and, WHEREAS Section 308(15-18) of the Municipal Act, 2001, S.O. 2001, c.25, provides that the Council of each upper -tier municipality may opt to have certain optional property classes apply within the County; and, WHEREAS the province, starting in 2018, has giving municipalities the option to reduce the property tax rate on qualifying value-added activities that occur on farms as part of the farming business to 75 per cent lower than the industrial or commercial tax rates that would otherwise apply; and, WHEREAS the local municipally owned landfill sites in Dutton Dunwich and West Elgin did not previously pay property tax to the County for these properties and the new landfill tax ratio would unfairly penalize the local municipalities; and, WHEREAS it is necessary to apply the revenue neutral landfill ratio/tax rate; and, WHEREAS the Municipal Act, 2001, S.O. 2001 c.25 s.107 provides that Council may make grants to any body Council deems in the interest of the municipality NOW THEREFORE the Municipal Council of the Corporation of the County of Elgin enacts as follows: THAT the large industrial class be chosen as an optional property class. 2. THAT the optional 75% reduction in the Small -Scale On -Farm Business Sub - Class tax ratio remain in effect. 3. THAT the municipalities of Dutton Dunwich and West Elgin be granted relief on the full portion of the County property taxes on the landfills that these municipalities use for Inral rocirlont 1n1acf1Z 7. THAT the 2021 ten-year capital plan, set out in Schedule "D" attached hereto and forming part of this by-law, be approved and adopted by Council. 8. THAT debentures of $6 million in 2021, as part of a plan to borrow $44 million between 2020-2030 to fund the ten-year capital plan, be approved by Council. READ A FIRST, SECOND AND THIRD TIME AND FINALLY PASSED THIS 9T" DAY OF FEBRUARY 2021. Julie Gonyou, Tom Marks, Chief Administrative Officer. Warden. COUNTY OF ELGIN By -Law 21-03 2021 SCHEDULE A Ratios Residential 1.0000 1.0000 Farmland Awaiting D e v 0.5000 0.5000 New Multi -Residential 1.0000 1.0000 Multi -Residential 1.9999 1.9999 Commercial -Occupied 1.6376 1.6376 Commercial - Small Value Added Farm 0.4094 0.4094 „u, Commeraal -Vacant Land -„ua. 1.6376 .,� „u, 1.6376 Industrial -Occupied 2.2251 2.2251 Industrial - Small Value Added Farm 0.5563 0.5563 Industrial - Vacant Land 2.2251 2.2251 Large Industrial - Occupied 2.8318 2.8318 Large Industrial - Vacant 2.8318 2.8318 Pipelines 1.1446 1.1446 Farm 0.2300 0.2300 Managed Forests 0.2500 0.2500 Landfill 33.4027 33.4027 [P.Ij K% O Lll O Ql .-1 .-1 lD c-1 m m Ll1 I� O Vl O N tD M C O N E = -'^- 3 C C u J o Z 0 o o ti v � ory � N � m Ian v c \ m Q N W d m 00 o o m m m a o 0o N N 00 .-I 00 -;J- O N M V N C Qf 01 K W M 7 O m O O r- lD m to to c-I M m N \ N m N C O 00 N r, I, lD Lr) W c-I m ID 111 C m lD 7 m M .--� M V N 00 lD O N 01 lfl 00 lzj M N E o u, u 0 C u N Z m C M m m M .--I M N I, n 'T m 00 Ih m Ol C I� c-I .ti M r1 Lfr N M c-I N ti .--I r-I N I, wC C i W u bA m O m 10 m N M c-I ID N 10 M r,O m 00 N 00 O l0 .^-I ry � M M L3 N 7 T O N N 00 O1 Il ++ C f0 N > a cc O 1-1 N m m m m w 00 a m m a ti w m m O \ 00 r1 N 00 to m to .-I M N In m ul N V1 c-I rl N 't iD tD m to 00 lD O m W o ti ry In O E m v v r m o V u 0 C u a z m In m W N M I- to N In 00 V1 C N y c-I ti N a M o lD iD N w c-I C m M m m r1 M 00 r, o N ti Ln m ID N m m N m m 7 w C In ri ri ni c-I vi N m ri ri ri c-i c-I ci lD m Q C O x W a` N M L!1 IJl to V1 O N O l0 O m m O l0 M M V I� N O n ID ti 00 � - n n O O ri ti V m N .--� I, O N 00 rl 7 C N 00 a w z `n z m O u `� m w w E w w n 06 O C7 u C7 O u w Z > O U u z z u O w OJ °� w w y o4 O w > w ✓� Z w Z U w _ N w U 2 in w OMO m V H Z m m m u cr in O W U Z W O > U LL W w U = O cc = N `yp w u ¢ p H w O H w ✓� (� w �n � Z o2f w w ❑ 6 N u O d m ¢ ¢ cr ¢ O ¢ vwi Q U Z -a v H Q cc H cc O) cc O w Z u z Z 3 p z ¢ O z w w ¢ 0^ o > = z z ¢ ¢ � `° Z K Z Gl s o u ❑ ¢ z LLO D _ ❑ ¢ o u z w O D- v u ti N M V O co O H U r COUNTY OF ELGIN By -Law 21-03 SCHEDULE C: 2021 Tax Rates Residential 0 607403% 0 624937 2.9% Farmland Awaiting Dev. � � � � � � � � 0 303702% 0 312469% � � 2.9% New Multi- Residential 0.607403% 0.624937% 2.9% Multi Residential 1 214745% 1 249812% 2.9% Commercial - Occupied 0.994683% 1.023397% 2.9% ommerciFarr 0 24 55 °/ al Vacant Land Commeraa 0 994683% °� 1 0 3397 o 2 .2 9% Industrial Occupied 1 351532% 1 390547% 2.9% Industrial Small Value Added Farm 0 337898% 0 347652%° Industrial Vacant Land 1 351532% 1 390547% 2.9% Large Industrial Occupied 1 720044%0 1 769697%0 2.9% Large Industrial Vacant 1 720044% 1 769697% 2.9% Pipelines e e 0 695233%0 0 715303%0 2.9% Farm 0 139703% 0 143736% 2 9% Managed Forests 0 151851 %°, 0 156234% 2 9% L n fill a d , 2 .2 7 ° 0 888 0 /0 2 74 7 o 0 8 55 /0 o_ 2. 9 /o Definition: "Tax rate" means the tax rate to be levied against property expressed as a percentage, to six decimal places, of the assessment of the property. Levy ($000) 37,275 39,060 4.8% Memo: Change in Levy Increases on existing buildings 1,096 2.9% Levy generated on new buildings (growth) 689 1.9% 611111 M M O O N .ti u1 3 � NJ T `o m m 0o m r- O o o io r- o m r" Ln o m - m Ln �t a m m lD Ln m n N M c N M ch O O N N I� d tlq a 3 m C v 7 ++ U N bA 7 m A CL V1 Lf1 , m O M m LD In N .-I m 7 n n co M M c O c n rl N N N O N v to a m `o a` v w ba U � 3 m cu v w E o2S Z Z _ O w w w n Z cr z u LD H w R v O `w z w = U a H U > o: F z o O O ¢ o o z m z w a z w aC w z G1 O z O O7 i s u a w = a w , U 0 0 U COUNTY OF ELGIN By -Law No. 21-04 BEING A BY -LAW TO AUTHORIZE THE WARDEN AND THE TREASURER TO BORROW UP TO THE SUM OF FIFTEEN MILLION DOLLARS WHEREAS pursuant to Section 407 of the Municipal Act, 2001, S.O. 2001, c.25, as amended, the Council of the Corporation of the County of Elgin deems it necessary to borrow up to the sum of Fifteen Million Dollars ($15,000,000.00) to meet, until the taxes are collected, the current expenditures of the Corporation for the year; and WHEREAS the total of amounts previously borrowed under Section 407, that have not been repaid are nil; and WHEREAS the amount of the estimated revenues of the Corporation as set out in the estimates adopted for the current year and not yet collected (or, if the same have not yet been adopted, the amount of the estimated revenues of the Corporation as set forth in the estimates adopted for the next preceding year) is Sixty -Five Million, Five Hundred and Thirteen Thousand, and Two Hundred and Seventy -Five Dollars. BE IT THEREFORE ENACTED by the Municipal Council of the Corporation of the County of Elgin: 1. THAT the Warden and the Treasurer or the Deputy Treasurer of the Corporation are hereby authorized on behalf of the Corporation to borrow from time to time, by way of promissory note, from the Bank of Montreal, a sum or sums not exceeding in the aggregate Fifteen Million Dollars ($15,000,000.00) to meet, until the taxes are collected, the current expenditures of the Corporation for the year, including the amounts required for the purposes mentioned in subsection (1) of the said Section 407, and to give, on behalf of the Corporation, to the Bank a promissory note or notes, sealed with the corporate seal and signed by them for the moneys so borrowed with interest at a rate not exceeding Prime per centum per annum, which may be paid in advance or otherwise. 2. THAT all sums borrowed from the said Bank, for any or all of the purposes mentioned in the said Section 407, shall, with interest thereon, be a charge upon the whole of the revenues of the Corporation for the current year and for all subsequent years, as and when such revenues are received. 3. THAT the Treasurer or the Deputy Treasurer is hereby authorized and directed to apply in payment of all sums borrowed pursuant to the authority of this By -Law, as well as all the other sums borrowed in this year and any previous years, from the said Bank for any or all of the purposes mentioned in the said Section 407, together with interest thereon, all of the moneys hereafter collected or received on account or realized in respect of the taxes levied for the current year and preceding years and all of the moneys collected or received from any other source, which may lawfully be applied for such purpose. 4. THAT this by-law takes effect and comes into force on February 9th, 2021. 611% READ A FIRST, SECOND AND THIRD TIME AND FINALLY PASSED THIS 9ch DAY OF FEBUARY 2021. Julie Gonyou, Chief Administrative Officer. Tom Marks, Warden. N71x3