The URL can be used to link to this page

August 14, 2003 Agenda PAGE # ORDER ORDERS OF THE DA Y FOR THURSDA Y. AUGUST 14. 2003 - 1:00 P.M. 1 st Meeting Called to Order 2nd Adoption of Minutes - meeting of July 22, 2003 3rd Disclosure of Pecuniary Interest and the General Nature Thereof 4th Presenting Petitions, Presentations and Delegations DELEGATION 1-32 1:30 P.M. Mr. Marvin Rubinstein, IBI Group on behalf of the County's Negotiations Team Re: Land Ambulance RFP Results (ATTACHED) Motion to Move Into "Committee Of The Whole Council" Reports of Council, Outside Boards and Staff Council Correspondence - see attached 1) Items for Consideration 2) Items for Information (Consent Agenda) OTHER BUSINESS 1) Statements/Inquiries by Members 2) Notice of Motion 3) Matters of Urgency 9th In-Camera Items (see separate agenda) 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 5th 33-54 6th 7th 55-62 63-126 8th LUNCH WILL NOT BE PROVIDED August 17,18,19 & 20,2003 - Association of Municipalities Annual Conference Fairmont Royal York Hotel- Toronto Annual Reports due for September 9, 2003 - St. Thomas Elgin General Hospital Board - Tillsonburg District Memorial Hospital Board Annual RePorts due for September 23, 2003 - Elgin-St. Thomas Health Unit - Thames Valley District Health Council REPORT TO COUNTY COUNCIL FROM: Marvin Rubinstein, IBI Group - on behalf of the Negotiations Team DATE: August 5,2003 SUBJECT: Land Ambulance RFP Results INTRODUCTION On April 22, 2003 Elgin County Council passed a resolution to consolidate the County's two land ambulance operations and to proceed with a competitive Request-for- Proposals (RFP) to secure the services of a single land ambulance operator. IBI Group was retained to design and implement the RFP. So that the new operator may have sufficient time to attend to the details pertaining to the transfer of the services, the RFP process was designed to deliver a recommendation by late July / early August. On May 13, 2003 following a presentation on the RFP process and contents, County Council authorized staff to proceed. The RFP was issued on May 15th. It attracted the attention of the following seven prospective respondents, each of whom was represented at a mandatory respondents' meeting held on May 22nd: · Voyageur · Cox Cabs · Rodney Ambulance Service · Thames Emergency Medical Services · Superior EMS · Sun Parlour Emergency Service · Mr. Chuck Brubacher (Independent) Following consideration of the County's requirements, their respective capabilities and competing interests, the following four firms withdrew from the RFP process: Voyageur, Cox Cabs, Sun Parlour Emergency Service and Mr. Brubacher. On June 26, 2003 the County received proposals from the following three land ambulance operators: Superior EMS, Rodney Ambulance Service and Thames Emergency Medical Services. The Respondents' proposals described how they plan to discharge the County's 'services' expectations (as summarized in Exhibit 1). They also included: · Respondent's corporate qualifications to operate a land ambulance service · Proposed organizational structure and team credentials · References · Transition work plan leading to a start-up of service on January 1, 2004 · Three proposed budgets: one for the transition period leading to start up; another for the transfer of service at the end of the term of agreement; and also, a detailed operating budget for each year of the five-year term. EXHIBIT 1: ELGIN COUNTY SERVICES EXPECTATIONS Services Expectation of Operator Operator to provide continuous coverage of each and Shift Coverage every shift, per the approved coverage plan. Operator to routinely track and report on incidents of downstaffing. Reaction & Response Reaction times to be kept to a minimum and be maintained within defined targets. Operator to routinely Times track and report time on tasks. Paramedic Staff Operator to recruit qualified paramedics, to regularly Recruitment & assess their clinical training needs and to deliver the Training necessary in-service training. Operator to routinely report on training. Operator to establish and maintain a labour I Labour I Management management environment that promotes staffs Environment professional development, occupational health and safety, and the effective and efficient delivery of ambulance services on a continuous basis. Operator to establish, implement, and maintain a CQII QA comprehensive and co-ordinated Continuous Quality Improvement/Quality Assurance program. Operator to routinely report on CQI/QA program. Operator to maintain records as required by MOHL TC. Records & Reports Operator to regularly prepare and submit reports on the land ambulance system performance and costs to the County. Operator to ensure that stations are appropriately set up to accommodate a well-run ambulance service, that they Ambulance Stations are properly maintained and that they meet the legislative requirements pertaining to OH&S. Operator to work with County on the replacement of the St. Thomas station. Readiness of Operator to ensure readiness of personnel, vehicles and Personnel, Vehicles eauioment. Fleet andeauipment to be prooerlv and Equipment maintained, secured, insured and kept in a clean and sanitary condition. Operator to routinely inventory capital equipment and consumable medical supplies. Operator to recover capital equipment left with patient at hospital. Operator to ensure the security of stations, vehicles, Security equipment, consumable supplies and confidential information. Operator to regularly inform I update County staff and Interaction with Client elected officials on key aspects of the service. Operator & Stakeholders to work co-operatively with the County, Base Hospital, stakeholders, media and the community at large. Continuity of Service Operator to develop and maintain contingency plans to sustain uninterrupted land ambulance services. Value added Operator to introduce innovative solutions I features having value added benefits to the County DISCUSSION: PROPOSAL EVALUATIONS The three proposals were subjected to a comprehensive evaluation by a Committee comprised of the following members: · Linda Veger, Director of Financial Services (Chair) · Robert Habkirk, Mayor Town of Aylmer · Rien VanBrenk, Mayor Municipality of DuttonJDunwich · Karen Dunn, Emergency Measures Coordinator · Denis Merrall, Director of Transportation and Emergency Services, Middlesex County · Ken Boyle, London Base Hospital Program Manager · Marvin Rubinstein, IBI Group A copy of the evaluation form and scoring template are appended as Appendices A and B. Committee members assessed the proposals individually, and subsequently on July yth they met to discuss their respective evaluations. All scores were documented. Respondents were interviewed on July 9th. The interviews were videotaped to ensure consistency of process, and to record Respondents' commitments. Reference checks were performed on July 11 and 14. Rodney Ambulance Services and Thames Emergency Medical Services attained similar scores. Their proposed five-year operating budgets were also similar; each at approximately $26 million over five years. Superior EMS' price was significantly higher, at $30.8 million over the five years. Theirs, while considered to be a quality proposal was eliminated from further consideration. CONTRACT NEGOTIATIONS A negotiations team was selected from among the members of the Evaluation Comnìittee. The team members were: Linda Veger, Denis Merrall and Marvin Rubinstein. Robert Habkirk and Rien Van Brenk attended the contract negotiations as observers, as did the County's newly recruited Ambulance Contract Administrative Manager, Ms. Larysa Andrusiak. Contract negotiations with Rodney Ambulance Services and Thames Emergency Medical Services commenced on July 24th and carried over to July 29th. This approach, involving concurrent negotiations with two respondents, is consistent with the process outlined in the RFP, to which all respondents had previously agreed in writing. The negotiations phase focused primarily on two tasks. One was to 'normalize' the Respondents' budgets Le., to ensure an apples-to-apples comparison. The other task was to achieve agreement on the provisions of a contract. In regard to the normalization of budgets, both Respondents were directed to adjust their prices according to a strict set of instructions. The changes requested were those intended to normalize the budgets. Respondents were not permitted to introduce additional budgetary changes. The following are examples of the instructions issued. Respondents are to transfer severance respansibility to County. Respondents are to ensure that vehicle insurance includes replacement value. Respondents are to ensure that capital expenditures (Le., for new furniture) are included as a single lump sum expenditure during phase-in transition - not as an annual expenditure over the five years of the contract. Respondents are to ensure that their prices include both minor and major vehicle repairs Exhibit 2 presents the Respondents' prices as of July 24th, following the normalization process. Rodney's price for the five-years increased from the June 26th estimate of $25.7 million to $26.3 million. Unlike Rodney's price, which increased as a result of the normalization process, Thames EMS' price dropped from $26.7 million to $26.1 million. Most of the decrease is attributed to the County's assumption of responsibility for potential future severance liabilities. EXHIBIT 2 RESPONDENTS' PROPOSED BUDGETS (dollar values are shown in thousands) BUDGET JUNE 26, 2003 BUDGET JULY 24. 2003 (before normalization) (after normalization) Rodney I Thames! Difference Rodneyl Thames! Difference , , , , TRANSITION IN BUDGET $2001 $2591 $59 $1901 $2591 $6" , , , , , , , , TRANSITION OUT BUDGET $241 $382. $358 $1091 $971 ($12) , , , , OPERATING BUDGET , , , , , , , , , , , , Year 1 (2004) $4,522: $4,482: $4,544 : $4,476: , , , , Year 2 (2005) $4,9871 $5,0761 $5,1201 $5,0161 , , , , , , , , Year 3 (2006) $5,1681 $5,4641 $5,3071 $5,3481 , , , , Year 4 (2007) , , $5,537: , $5,3911 $5,7061 $5,5321 , , , , Year 5 (20081 $5626: $5958: $5779: $5721 : , , , , 5-YearTotal $25,6941 $26,6861 $992 $26,287 1 $26,0931 ($194) , , , , Based on the information contained in Exhibit 3, one might conclude that at this point the two firms were offering equivalent levels of ambulance services at approximately equal prices: Rodney at $26.3M and Thames at $26.1 M. Such interpretation would be incorrect. Upon closer scrutiny of the respective proposals, the Negotiations Team determined that Thames Emergency Medical Services was proposing a higher level of service - one in keeping with the County's expectations, as defined by the RFP. Rodney on the other hand, had priced a service of lesser quality - not entirely in keeping with the County's expectations ~ yet their price was approximately equal to that of Thames. As described below, the most significant difference has to do with the operator's ability to maintain continuous coverage of each and every shift with qualified paramedics. For reasons of public accountability and risk management, the RFP had included the following provisions: · A Duty Officer be on duty continuously during each shift and available, twenty-four hours a day, seven days a week, to address service delivery issues, maintain quality assurance, and coordinate service delivery during major mishaps, disasters and other such occurrences; · Duty Officer shall provide first response to ambulance calls as requested by CACC or whenever they feel that a first response intervention is in the best interests of the ambulance service e.g., when a vehicle is downstaffed due to paramedic absenteeism or sickness; · Operator shall ensure that contact with the Duty Officer, in person or by telephone, be provided continuously to the Operator's employees, CACC and the County; · It is intended that Duty Officers will spend a substantial amount of time in the field to effectively perform their quality control duties. To fulfill these objectives Thames EMS' proposal includes a Duty Officer operating 'on- site' 24 hours daily, seven days a week. To this end their price includes four individuals who would through shift rotations fulfill this obligation. The four individuals are in addition to an Operations Manager. Rodney, while having priced three management staff (General Manager, Operations Manager and QA Manager) contend that they are only required 'on site' on day shifts - not on evenings nor at nights. In their view, it would be sufficient that one of the three management staff be 'on call' at nights. Marvin Rubinstein and Denis Merrall, who during this process functioned as advisors to the County, disagree with the view taken by Rodney. In their opinion: · The issue is one of public accountability and risk management; · The only way to completely fulfill the RFP requirements, as described above, is to have an individual functioning as Duty Officer, on site 24 I 7 - as per the Thames EMS' proposal (and as per the Superior EMS proposal); · Having a Duty Officer on site 24 / 7 translates to a more expedient first response during incidents of downstaffing; possibly fewer such incidents; and to less risk (exposure) to Elgin County; · Not having a Duty Officer on site 24 I 7, will likely prolong the recovery from downstaffing incidents. In this regard, the proposals speak for themselves. Thames proposal commits that "for each downstaffing incident, the maximum downtime in which to achieve staffing recovery shall be two (2) hours". Rodney makes no such commitment. Another consideration is that Rodney's proposed General Manager lives outside the County. It is unclear as how this individual could fulfill the above Duty Officer obligations from afar, while on call. Rodney was asked to price a level of service equivalent to that submitted by Thames. On July 29th they provided the Negotiations Team with the following additional costs for a Response Unit operating 24 I 7: additional annual crew cost of $338,360 per year and additional capital cost of $77,000 for vehicle and equipment. They overlooked the additional cost for mileage, vehicle insurance and medical supplies. By including these additional costs and annualizing the capital portion over the 5 years of the contract, the Negotiations Team estimates that Rodney's price would be higher than Thames by approximately $370,000 per year or by $1.8 million over the five-year term. FINANCIAL ASSURANCES Both Respondents have agreed to post with the County, securities for the term of the contract in the form of an "Irrevocable Letter of Credit" equal to two (2) months' full operating costs, as required by the County's RFP. Both firms however, have suggested that the requirement is overly excessive - particularly as they are also required to arrange an additional two-month line of credit. Respectfully, they ask the County to consider reducing the financial assurance to one month, or approximately $400,000. Advisors, Denis Merrall and Marvin Rubinstein, both support a relaxation of the requirement to one month, pointing out that since the County will be paying the operator in arrears for the previous month, the County would still retain control over two months operations. The reduction would be in keeping with the practice of other municipalities. Thames EMS has submitted an additional proposed amendment, requesting that the County consider a Performance Bond - rather than a letter of credit - in the amount of $400,000, as this will a) reduce the bank charges over the five-year term and b) reduce the amount of security which they would otherwise have to pledge to the financial institution as collateral. In return for such consideration Thames EMS commits to pass the savings to Elgin County. The savings amount to $126,120 over the term of the contract. A copy of their letter of commitment is appended as Appendix C. The Advisors both support such an amendment should Elgin County select Thames EMS as their land ambulance operator. DIRECT COSTS In addition to the contract cost, Elgin County is responsible for the following additional ambulance services costs: County administrative expenses (Le., salary and benefits for the Ambulance Contract Administrative Manager, as well as office and travel expenses); cost to replace ambulances and administrative vehicles used by the operator; cost to replace I repair major equipment; and contingency reserve for future severance liabilities. Estimates of these additional costs are identified in Exhibit 4: EXHIBIT 4 DIRECT COSTS TO ELGIN COUNTY (in addition to ambulance contract) Estimated Annual Cost County Administrative Expenses $100,000 Annual reserve for replacement of ambulances and 1 administrative vehicle $185,000 Equipment repair I replacement $55,000 Contingency for future severance (until a reasonable fund is established) $50.000 Total Annual $390,000 These costs are shared with the City of St. Thomas and, in part, with the Province. The Province's share depends on the funding template and any adjustments agreed to by the Province. CONCLUSION: The three respondents to the County's RFP - Superior EMS, Rodney Ambulance Service and Thames Emergency Medical Services - have excellent reputations as experienced and respected ambulance operators. Subject to agreement on the provisions of a contract, anyone of these firms could provide Elgin County with quality ambulance services. Superior EMS' submission was the highest in terms of price - approximately $4+ million higher over five years - than either Rodney or Thames. Accordingly they were eliminated early in the evaluation process. On the first round of the evaluation Rodney Ambulance Services and Thames Emergency Medical Services attained similar scores. Their proposed five-year operating budgets were also similar. Following a normalization of their respective budgets Rodney's price for the five years increased from $25.7 million to $26.3 million. Thames EMS' price dropped from $26.7 million to $26.1 million. Upon closer scrutiny of the respective proposals, it was determined that Thames Emergency Medical Services was proposing a higher level of service - one in keeping with the County's expectations, as defined by the RFP. Rodney on the other hand, had priced a service of lesser quality - not entirely in keeping with the County's expectations - yet their price was approximately equal to that of Thames. In summary: · Thames EMS proposes a level of service consistent with that requested by the RFP at a five year price of $26.1 million; · Rodney Ambulance Service proposes a lower service level, which is not entirely consistent with the requirements of the RFP at a five year price of $26.3 million; · According to information provided by Rodney, to achieve a higher level of service - equivalent to that of Thames - they would charge approximately $28.1 million (or $2 million more than Thames over the five years). In addition to price, the County's Negotiations Team also endeavoured to achieve agreement on the provisions of a contract. It is the Negotiations Team's opinion that Thames is ready and willing to enter into contract with Elgin County, on the County's terms. Rodney is reluctant to do so on the terms proposed, but would do so under less stringent conditions. Presented below are two such example: . Thames is readily prepared to fix the contract prices for the first three years of the five-year term, as requested by the Negotiations Team. Rodney will also do so, but only under the right set of circumstances e.g., if the County were to agree to a forty- eight (48) month ambulance replacement schedule. However, one should note that MOHL TC funds the County on the basis of a fifty-four (54) month schedule - not 48 months. Hence, agreeing to Rodney's condition would increase Elgin's costs . Thames is willing to enter into a performance-based contract arrangement, in which 50% of their management fee shall be tied to a semi-annual performance review. Rodney will not. They will however, agree to a lesser amount - 15% holdback of their management fee - which shall be tied to a performance review. In summaiy, the Negotiations Team supports the level of service proposed by Thames (which is consistent with that requested by the RFP) at a five - year price of $26.1 million ($26 million if the financial assurance requirement for a letter of credit is replaced by a performance bond). For reasons of public accountability and risk management, the Negotiations Team does not support the lower service level proposed by Rodney. Nor does the Negotiations Team support contracting with Rodney for a higher level of service - equivalent to that of Thames - at a higher cost. RECOMMENDATION: 1. That Elgin County Council approve an award of contract to Thames Emergency Medical Services, as per the draft agreement appended as Appendix D. The contract will be for an initial five (5) year term, commencing January 1, 2004 and concluding on December 31, 2008, unless otherwise extended by the County. The Contract includes a start-up transition period, which shall commence immediately upon the execution of the contract. The start-up transition period will enable Thames Emergency Medical Services to attend to the details of the transfer of the services including paramedic recruitment, station leases, vehicle and equipment inventory, etc. 2. That Elgin County Council approve the following name for the County's ambulance service: "Elgin - St. Thomas Emergency Medical Services". 3. That Elgin County Council approve the following change to Section 30 Article 1 of the ambulance Service Agreement: "The Operator shall provide and maintain for the life of this agreement, a Performance Bond, satisfactory to the County in the amount of $400,000. The Bond shall provide a minimum notice period of ninety (90) days for cancellation and non- renewal. Upon receiving notice of cancellation, the Operator shall have thirty (30) days to provide alternate security satisfactory to the County, in the amount of $400,000, in the form of an irrevocable letter of credit or another performance bond. Failure to provide the required financial assurances within the specified time frames shall constitute default under Section 19 of this agreement. For the start-up transition period the value of the performance bond shall be $100,000." 4. That the Director Financial Services be authorized to set aside sufficient funds annually, for the following ambulance services costs (which are in addition to the ambulance service contract) for which the County is directly responsible: County administrative and office expenses; cost to replace ambulances and administrative vehicles used by the operator; cost to replace I repair major equipment; and contingency reserve for future severance liabilities Respectfully Submitted Approved for Submission ~~ Marvin Rubinst In fo Negotiations Team G. McDon Chief Administrative Officer APPENDIX A EVALUATION FORM ELGIN COUNTY - RFP FOR THE PROVISION OF LANP AMBULANCE SERVICES CHECK ONE: Rodney_ Superior EMS _ Thames EMS Possible Assigned Comment Question Score Score (Please describe why Respondent (Unwt'd) (Unwt'd) does not receive maximum points) 3.5 CORPORATE QUALIFICATIONS Respondent is requested to describe their capability and experience, to manage and operate an ambulance seNies similar to that required under this RFP. Please include number of years 3.5.1 experience, names of current or former 10 clientele and details pertaining to the size ofthe ambuiance service(s), which the Respondent has managed and operated e.g., size of geographic area served, population served, number stations, fieet size, number of personnel, annual call c volume and annual operating budget. Respondent must (M) submit one (1) copy of their operating policies and procedures 3.5.2 manual I.e., P&P manual. The respondent 5 will be rated on the comprehensiveness I quality of the manual. Total Score - Section 3.5 15 Evaluator Pate 1 ELGIN COUNTY - RFP FOR THE PROVISION OF LANP AMBULANCE SERVICES CHECK ONE: Rodney_ Superior EMS_ Thames EMS Possible Assigned Comment Question Score Score (Please describe why Respondent (Unwt'd) (Unwt'd) does not receive maximum points) 3.6 ORGANIZATIONAL STRUCTURE & TEAM CREPENTIALS The proposal must (M) include an organizational chart showing the Respondent's proposed organizational structure inclusive of management, administrative, supervisory and 3..6.1 operational positions. 10 In the evaluator's view does the chart clearly define points of accountabiiity for all core functions e.g".: mg't, admin, operations, QA, training, fleet & equip, communications liaison, etc. 3.6.2 For each position shown on the organizational chart, please describe The primary roles and responsibilities of . a the position 5 The requisite I minimum qualifications b including type of experience, years of 5 experience, training, education, certification or license, etc For each senior position shown on the 3.6.3 organizational chart (e.g., Manager, Operations Manager, Supervisors, etc) please Provide the name of the individual within a the Respondent's organization who will fill 2 the position. b Identify the percentage of this person's 2 time that will be devoted to the position. c Describe their experience in a role similar 8 to that proposed Confirm that they possess the requisite I '/ d minimum qualifications 10 e Attach their resume. 2 In the case of a vacancy, the Respondent 3.6.4 must (M) confirm their intent to fill the 1 position with an individual(s) having the requisite I minimum qualifications Total Score - Section 3.6 45 Evaluator Pate 2 ELGIN COUNTY - RFP FOR THE PROVISION OF LAND AMBULANCE SERVICES CHECK ONE: Rodney_ Superior EMS _ Thames EMS Possible Assigned Comment Question Score Score (Please describe why Respondent (Unwt'd) (Unwt'd) does not receive n:-aximum points) 6.1 SHIFT COVERAGE Appendix A describes the County's current approved coverage plan (staffing pattern) for each of their ambulance stations. The County may continue with the current coverage pian or they may approve a modified staffing pattern as a result of the RFP process. 6.1.1 Providing continuous coverage of each and every shift, per an approved coverage plan, with qualified paramedic staff, is a primary responsibility of an ambulance Operator. Respondent shail describe how they wiil fuifiil this requirement. Piease include: a Why it is essential to provide continuous coverage; 3 b Potential impacts which may result if continuous coverage is not maintained; Plans I contingencies to be employed to avoid minimize and rectífv downstaffing c which may resuit from such incidents as 10 paramedic absenteeism, paramedic becoming ill during a shift, etc; Procedures to be used to monitor and I track incidents of downstaffing, description of records to be kept on such d incidents and reports to be submitted to 10 County, as weil as frequency of such reports. Respondent should include a sample report. For the County's consideration, Respondent shail submit a suggested 6.1.2 period of grace in which to rectify 1 downstaffing when such incidents occasionaily arise Respondent shail confirm their understanding that any agreement reached as a result of this RFP shail include provisions to discourage 6.1.3 downstaffing, including frequent reporting 1 requirements on the number of such incidents as weil as time and actions taken to rectify such incidents, and in the event of excessive downstaffing these provisions may include financial penalties Total Score - Section 6.1 25 Evaluator Date 3 ELGIN COUNTY - RFP FOR THE PROVISION OF LAND AMBULANCE SERVICES CHECK ONE: Rodney_ Superior EMS _ Thames EMS Possible Assigned Comment Question Score Score (Please describe why Respondent (Unwt'd) (Unwt'd) does not receive maxilTÏum points) 6.2 REACTION & RESPONSE TIMES Reaction (chute) time staffed at station: By definition, a crew's reaction time is measured from the time the crew is notified (T2) to the time they go mobile (T3). It is MOHL TC policy that ambuiances staffed at-station are to be mobile within 2 minutes of notification for 6.2.1 code 3 and 4 calls, and unless otherwise approved by the dispatcher, within 3 minutes for codes 1, 2 and 8. For Ministry certification Operators must demonstrate that reaction times are monitored. Respondent shall describe how they will fulfill these requirements including: Procedures and data sources to be used a to monitor and track reaction (chute) 5 times; Description of records to be kept and reports to be submitted to County, as well b as frequency of such reports. 5 Respondent shouid include a sampie report; Procedures by which they will work with c staff and CACC to keep these times to a 5 minimum. Reaction time - paid standby: Respondent shali identify their proposed reaction times for paid standby and as 6.2.2 per 6.2.1 above, describe procedures and 10 data sources for monitoring and tracking; record keeping and reports to County; and procedures for keeping these times to a minimum Response time: By definition, an operator's response time performance is measured from the time the crew is notified (T2) to the time they arrive on scene (T4). The Ambuiance Act requires 6.2.3 that for priority 4 (emergency) calls, an operator of an ambulance service shall maintain a level of response time performance equal to that set by the person who operated the service in 1996. Respondent shall describe a The standard established by MOHL TC 2 b Procedures and data sources to be used 3 . Evaluator Date 4 ELGIN COUNTY - RFP FOR THE PROVISION OF LAND AMBULANCE SERVICES CHECK ONE: Rodney_ Superior EMS_ Thames EMS Possible Assigned Comment Question Score Score (Please describe why Respondent (Unwt'd) (Unwt'd) does not receive maximum points) to monitor and track response times Description of records to be kept and reports to be submitted to County, as well c as frequency of such reports. 5 Respondent shouid include a sample report Time on Task; Ambulance call durations may vary from a few minutes to several hours in length, particularly if the call involves travel over long distances or 6.2.4 hospitai delays. Time on Task is the phrase used to describe the stages of an ambulance call and for each stage, the amount of time spent. Respondent shall describe Procedures and data sources to be used 3 a to monitor and track Time on Task Records to be kept and reports to be b submitted to County, as well as frequency 5 of such reports. If available, respondent should include a sample report Procedures by which they will work with c County, CACC, Hospitals and other 2 stakeholders to keep times to a minimum Total Score - Section 6.2 45 Evaluator Date 5 ELGIN COUNTY - RFP FOR THE PROVISION OF LAND AMBULANCE SERVICES CHECK ONE: Rodney_ Superior EMS_ Thames EMS Possible Assigned Comment Question Score Score (Please describe why Respondent (Unwt'd) (Unwt'd) does not receive maximum points) 6.3 PARAMEDIC STAFF RECRUITMENT & TRAINING Respondent shall describe how they will recruit an adequate number of qualified paramedic personnel to operate the service continuously as contemplated by the Coverage Plan. Please identify the 6.3.1 number of existing area service 15 paramedics to be integrated into the Respondent's system. Also, please include methods to be used to retain quelified steffLe., to reduce paramedic staff tumover Respondent shall describe the procedures by which they will assess the staffs ctinical training needs, their plans concerning in-selVice paramedic training, including remedial training and training, which will enhance the staff's 6.3.2 performance in regard to patient I 20 customer service. Please Identify what would be the role of the Base Hospital and any other external agency. If available, attach a copy of current assessment procedures and training programs In regard to 6.3.2 above, please describe records to be kept and reports to be 6.3.3 submitted to County, as well as frequency 10 of such reports. If available, respondent should include a sample report Total Score - Section 6.3 45 6.4 LABOUR I MANAGEMENT ENVIRONMENT The operator of the County's ambulance service will be expected to establish and maintain a labour I management environment that promotes staff's 6.4.1 professional development, occupational 10 health and safety, and the effective and efficient delivery of ambulance services on a continuous basis. Respondent shall describe how they will fulfill these requirements Total Score - Section 6.4 10 Evaluator Date 6 ELGIN COUNTY - RFP FOR THE PROVISION OF LAND AMBULANCE SERVICES CHECK ONE: Rodney_ Superior EMS _ Thames EMS Possible Assigned Comment Question Score Score (Please describe why Respondent (Unwt'd) (Unwt'd) does not receive maximum points) 6.5 CONTINUOUS QUALITY IMPROVEMENT I QUALITY ASSURANCE The County's ambulance operator will be expected to maintain a continuous quality improvement (COI) I quality assurance (OA) program designed to fulfii the following objectives: a) To deliver services of a high quality of patient care, which at a minimum shall meet the expectations of the County and Base Hospital; b) To manage the risks associated with 6.5.1 the delivery of iand ambuiance 20 services; and c) To ensure that the services satisfy all regulatory and certification requirements. Respondent shall describe their proposed COil OA program including major Dolicies, orocedures, oerformance standards and accountabilities. Please identify what wouid be the role of the Countv. Base HosD;tal and any other external agency. Please provide details on how the COil OA program will address all aspects of 6.5.2 the land ambulance operation, including: 15 clinical excellence, operational reliabiiity, customer satisfaction, financiai efficiency and performance accountability Please describe procedures to 6.5.3 investigate, follow up and resolve 5 compiaints Please describe program review 6.5.4 processes, inciuding consuitation, 10 mechanisms for Incorporating changes, and reporting Protocols Total Score - Section 6.5 50 Evaluator Date 7 ELGIN COUNTY - RFP FOR THE PROVISION OF LAND AMBULANCE SERVICES CHECK ONE: Rodney_ Superior EMS_ Thames EMS Possible Assigned Comment Question Score Score (Please describe why Respondent (Unwt'd) (Unwt'd) does not receive maximum points) 6.6 RECORDS & REPORTS The operator of the County's ambulance service will be expected to maintain records as required by MOHL TC, and to 6.6.1 regularly prepare and submit reports on the land ambulance system performance and costs to the County. Respondent shall describe how they will fulfill these requirements including: a Records to be maintained . 5 Content of reports to be submitted to the b County; the reporting frequency; and 10 method of reporting Policies and procedures to ensure that records and documentation are prepared, c that they are reviewed for completeness 8 and accuracy, and that they are stored securely Respondent shall confirm their Understanding that the County reserves the right to negotiate the content and frequency of reports and methods of preparation and reporting, prior to final 6.6.2 award of an agreement under this RFP. 2 Also, their understanding that any agreement reached as a result ofthis RFP shall include provisions to ensure the operator's timely preparation and submission of the reports Total Score - Section 6.6 25 Evaluator Date 8 ELGIN COUNTY - RFP FOR THE PROVISION OF LAND AMBULANCE SERVICES CHECK ONE: Rodney_ Superior EMS _ Thames EMS Possible Assigned Comment Question Score Score (Please describe why Respondent (Unwt'd) (Unwt'd) does not receive maximum points) 6.7 AMBULANCE STATIONS Elgin County Is presently served by 4 ambulance stations located respectively, in the separated City of St. Thomas, Town of Aylmer, and the communities of Rodney and Dutton. The operator of the County's ambulance service will be expected to operate out of ambulance 6.7.1 stations situated in these communities. 10 Also, to ensure that the facilities are appropriately set up to accommodate a well-run ambulance service, that they are properly maintained and thatthey meet the legislative requirements pertaining to Occupational Health & Safety. Respondent shall describe their plans to fulfil these obligations The St. Thomas station is owned by the St. Thomas-Elgin General Hospital. The Hospital has a planned facility expansion. The plans preclude the continued use of 6.7.2 part of the property as an ambulance 5 station over the long term. Respondent shall Identify as part of their submission, a plan including suitable location within St. Thomas, to replace the existing Hospital ambulance station Total Score - Section 6.7 15 Evaluator Date 9 ELGIN COUNTY - RFP FOR THE PROVISION OF LAND AMBULANCE SERVICES CHECK ONE: Rodney_ Superior EMS_ Thames EMS Possible Assigned Comment Question Score Score (Please describe why Respondent (Unwt'd) (Unwt'd) does not receive maximum points) 6.8 READINESS OF PERSONNEL, VEHICLES & EQUIPMENT The public has one primary expectation of an ambulance service, namely that of a rapid paramedic response to a medical emergency. To make that possible, the operator of an ambulance service must 6.8.1 routinely carry out various activities to 5 ensure the readiness of personnel, vehicles and equipment. Respondent shall identify the activities and describe the systems and procedures by which they will be carried out The ambulance fieet and capital equipment will remain the property of the County. Respondent shall describe how 6.8.2 they will ensure that vehicles and 5 equipment are used as intended. Also, how they will be properly maintained, secured, insured and kept In a clean and sanitary condition Respondent shall describe their process for Inventory control of both capital equipment and consumable medical 6.8.3 supplies; records to be kept of loss, 8 damage or repairs; and reports to be submitted to the County, including reporting frequency and method of reporting Respondent shall describe their 6.8.4 processes for the recovery of capital 2 equipment i.e., equipment left with patient at hospital . Total Score - Section 6.8 20 . 6.9 SECURITY Respondent shall describe their pOlicies and procedures to ensure the security of 6.9.1 stations, vehicles, equipment, 5 consumable supplies and confidential information e.g., confidential information on patients Total Score - Section 6.9 5 Evaluator Date 10 ELGIN COUNTY - RFP FOR THE PROVISION OF LAND AMBULANCE SERVICES CHECK ONE: Rodney_ Superior EMS _ Thames EMS Possible Assigned Comment Question Score Score (Please describe why Respondent (Unwt'd) (Unwt'd) does not receive maximum points) 6.10 INTERACTION WITH CLIENT & STAKEHOLDERS The operator of the County's ambulance service will be expected to regularly inform I update County staff and elected 6.10.1 officials on key aspects of the service 5 e.g., system performance, costs, issues, incidents, etc. Respondent shall describe how they will fulfil these obligations Respondent shall describe how they will 6.10.2 work with the County, Base Hospital and 5 other stakeholders to maintain I enhance the quality of the ambulance service Respondent shall describe how they will 6.10.3 work with the County and other 4 stakeholders in emergency services planning Respondent shall describe how they will 6.10.4 work with the County and other 4 stakeholders in preventative health outreach Respondent shall describe their 6.10.5 proposed Public Relations plan for 2 communicating with the community-at- large, including residents and the media Total Score - Section 6.10 20 6.11 CONTINUITY OF SERVICE The avoidance of wide-scale service interruptions such as those which may result from labour disputes, and natural or man-made disasters, Is also a consideration of importance. The 6.11.1 operator of the County's ambulance 10 service will be expected to develop and maintain contingency plans to sustain uninterrupted land ambulance services. Respondent shall describe their contingency plans Total Score - Section 6.11 10 Evaluator Date 11 ELGIN COUNTY - RFP FOR THE PROVISION OF LAND AMBULANCE SERVICES CHECK ONE: Rodney_ Superior EMS _ Thames EMS . Possible Assigned Comment Question Sc.ore Score (Please describe why Respondent (Unwt'd) (Unwt'd) does not receive maximum points) 7.1 PHASE IN Respondent must (M) provide a detailed work plan for the transition period leading to the start up of the service at 12:01 a.m. on January 1, 2004. The start-up 7.1.1 transition period will commence upon the execution of the agreement, currently anticipated to occur in August 2003. The respondent will be rated on the comprehensiveness I quality of the work plan. The work plan should: a Include all tasks and relevant time frames 10 b Identify the individuals who will be 2 responsible for the tasks Identify potential challenges or c impediments, and contingencies by 3 which these would be addressed . Total Score - Section 7.1 15 Evaluator Date 12 ELGIN COUNTY - RFP FOR THE PROVISION OF LAND AMBULANCE SERVICES CHECK ONE: Rodney_ Superior EMS _ Thames EMS Possible Assigned Comment Question Score Score (Please describe why Respondent (Unwt'd) (Unwt'd) does not receive maximum points) 8.1 BUDGET Respondent must (M) provide a . proposed operating budget for each year of the initia/5-yearterm. For purposes of budget preparation, Respondent shall adopt the County's current approved coverage plan. 8.1.1 Respondent shall present the proposed 5 operating budget In the format defined by the budget tempiate appended as Appendix I Evaluators will be required to analyze the budgets to ensure 'apples to apples' for core activities. Suggest that evaluators analyze the following separately: a) year 1- 2004 and b) subsequent 4 years. 2004 - Management and Administration 10 2004 - Operational Wages & Benefits 20 . 2004 - Training 10 2004 - Severance Accrual 5 2004 - Consumable Supplies 5 2004 - Vehicle Operations 10 2004 - Facilities 10 2004 - Office Expenses & Travel 5 2004 - Insurance 5 2004 - Fees & Charges 5 2004 - GST 2 2004 - Revenue 3 2004 - Management Fee 10 2004 - Total of the above 100 Net Operating Cost - 2005 to 2008 inc've 30 Respondent must (M) provide a proposed budget for the transition period 8.1.2 leading to the start-up of service, 25 separately detailing all transition costs including the costs for capital ieasehold improvements Respondent must (M) provide a 8.1.3 proposed budget for the transfer of 25 service to a new operator I Countv at the Evaluator Date 13 ELGIN COUNTY - RFP FOR THE PROVISION OF LAND AMBULANCE SERVICES CHECK ONE: Rodney_ Superior EMS_ Thames EMS Possible Assigned Comment Question Score Score (Please describe why Respondent (Unwt'd) (Unwt'd) does not receive maximum points) end of the term of agreement (or its termination ). To assist the Evaluation Team in their review of the budgets shown in 8.1.1, 8.1.2 and 8.1.3 above, the Respondent shail provide details of ail assumptions, including annual cail volumes, annual 8.1.4 vehicle mileage, annual growth rates, 25 staffing levels, value of assets, capital requirements, wage rates, annual wage increases, mark-ups, maintenance and services, cost of money and any other relevant information Total Score - Section 8,1 210 Evaluator Date 14 ELGIN COUNTY - RFP FOR THE PROVISION OF LAND AMBULANCE SERVICES CHECK ONE: Rodney_ Superior EMS _ Thames EMS Possible Assigned Comment Question Score Score (Please describe why Respondent (Unwt'd) (Unwt'd) does not receive maximum points) 8.2 VALUE ADDED The intent of the value added requirement is to reward Respondents who within their proposals, offer innovative and quantifiable alternative soiutions I features. These may include alternative solutions I features to improve geographic coverage, to improve 8.2.1 response time performance, to improve transfer services, to accommodate 10 seasonal fiuctuations, to contain the costs of the County's ambulance service, etc Respondent shall identily their value added solutions / features and for each, describe: a The value added benefits to the County b How they would implement the solution I 5 feature and over what time frame c What would be the impacts on resources 5 and costs Total Score - Section 8.2 20 5.3 INTERVIEW The purpose of the interview is to meet the Respondents and their key personnel, seek clarifications of their written proposals, and evaluate the Respondents according to a pre- determined list of questions. The questions and time allotted will be 25 the same for all Respondents. An agenda and some questions may be sent to the Respondents in advance. Respondents will be scored (R) based on their performance at their interview. Assume 5 questions at 5 points each. Total Score - Section 5.3 25 Evaluator Date 15 ELGIN COUNTY - RFP FOR THE PROVISION OF LAND AMBULANCE SERVICES CHECK ONE: Rodney_ Superior EMS_ Thames EMS Possible Assigned Comment Question Score Score (Please describe why Respondent (Unwt'd) (Unwt'd) does not receive maximum points) 3.7 REFERENCES The Respondent must (M) provide three (3) references. At least two of the references should be individuals having direct knowledge of the Respondent's capability to manage and operate a land ambulance service (e.g., a senior representative of a current or former client). One reference may be an individual who can attest to the capability of the Respondent's front-line manager (e.g., Operations Manager). For each reference please include a contact name, title, mailing address and 2 teiephone number. The Evaiuation Team reserves the right to contact individuals othér than the references provided by the Respondent if in their discretion doing so is in the best interest of the County. These may include current or former clienteie, employees of MOHL TC, CACCs, fire or police serVices, physicians or other members of the heaith and long-term care community, suppliers of equipment and medical supplies, etc. Respondents will be scored (R) on the 18 basis of the information gathered. Total Score - Section 3.7 20 Evaluator Date 16 APPENDIX B SCORING TEMPLATE EVALUATOR: RATED CATEGORIES POSSIBLE BOB RIEN KAREN LINDA DENIS KEN MARVIN TOTAL TENTATIVE SUGG'D TOTAL SCORE HABKIRK VANBRENK DUNN VeGER MERRALL BOYLE RUBINSTEIN SCORE WEIGHTING WEIGHTING SCORE (UNWT'D) (UNWT'D) (WT'D) 3.5 CORPORATE QUALIFICATIONS 3.5.1 Corporate Qual'os & Experience 10 1 1 3.5.2 Comprehensiveness of P&P Manual 5 1 1 TOTAL· CORP. QUALlFUCATIONS 15 5% to 15% 5% 3.6 ORG STRUCTURE & TEAM 45 1 1 5% to 15% 10% CREDENTIALS 6 SERVICES 6.1 Shift Coverage 25 1 1 6.2 Reaction & Response Times 45 1 1 6.3 Paramedic Recruitment & Training 45 1 1 1 6.4 labour I Management Environment 10 1 1 6.5 CQII Quality Assurance 50 1 1 1 6.6 Records & Reports 25 1 1 6.7 Ambulance Stations 15 1 1 6.8 Readiness of Persn', Veh's & Eq't 20 1 1 6.9 Security 5 1 1 6.10 Interaction w' Client & Stakeholders 20 1 1 1 6.11 Continuity of Service 10 1 1 TOTAL· SERVICES 270 20% to 40% 30% 7.1 PHASE IN 15 1 1 1 Max 5% 5% 8.1 BUDGET 210 1 1 1 30% to 40% 30% 8.2 VALUE ADDED 20 1 1 Max 5% 5% 5.3 INTERVIEW 25 1 1 1 1 1 1 1 5% to 10% 5% 3.7 REFERENCES 20 1 1 1 5% to 10% 10% TOTAL 605 180 160 230 255 335 210 355 100% 100% Is used to denote the Individuals responsible for evaluating the questions In the specified category. RESPONDENT: Note: In the above table, a APPENDIX C PERFORMANCE BOND PROPOSAL THAMES EMERGENCY MEDICAL SERVICES INC. Phone: (519) 679 - 5466 Fax: (519) 679 - 9509 E-mail: office@thamesems.com July 31, 2003 Ms. Linda Veger, Director of Financial Services, County of Elgin, 450 Sunset Drive, St. 1Lhomas, ()~ ~5R5Vl Dear Ms. Veger: 1Lhis letter is follow-up to our meeting on 1Luesday, July 29, 2003 regarding our proposed amendment to Section 30- Financial Assurances in the draft ambulance contract. Should 1Lhames Emergency Medical Services Inc. be selected as provider of ambulance service to Elgin County 1Lhames proposes a change from the requested irrevocable line for two (2) full month's operating costs to a perfonnance bond of $400,000. A move to a perfonnance bond as suggested above creates a total savings in bank charges over the life of the contract of approximately $126,120. 1Lhames EMS would be pleased to pass such savings on to Elgin County by amending Line #1015 of our proposed budget, "Bank Charges" as follows: Current Proposed Yr. 2004 - $37,125 to $13,606 Yr. 2005 - $38,424 to $14,082 Yr, 2006 - $39,769 to $14,575 Yr. 2007 - $41,161 to $15,085 Yr. 2008 - $42,602 to $15,613 1Lotal Savings Savings $23,519 $24,342 $25,194 $26,076 $26 989 $126,120 Included in the proposed cost reductions to "Bank Charges" would be the posting of a Perfonnance Bond of $1 00,000 during the transition period rather than $400,000. Should you have any questions with respect to the above, please feel free to contact me. Yours truly, Malcolm Gilpin, Vice-President. 340 Waterloo Street, London, Ontario N6B 2N6 REPORTS OF COUNCIL AND STAFF Auaust 14. 2003 Staff Reports - (ATTACHED) 35 39 51 53 General Manager, Long-Term Care -Compliance Report - Terrace Lodge (ATTACHED) (Ministry Report of Unmet Standards or Criteria available for viewing in Administrative Services) General Manager, Long-Term Care - Resident Satisfaction Survey (ATTACHED) (Complete copy of the survey results is available for viewing in Administrative Services) General Manager, Long-Term Care - Agreement with London Hospital Linen Inc. (ATTACHED) Emergency Measures Co-Ordinator - Sales of Replaced Vehicles - Ambulances (ATTACHED) REPORT TO COUNTY COUNCIL FROM: Helen L. Notte, General Manager, Long-Term Care DATE: August 5, 2003 SUBJECT: Compliance Report - Terrace Lodge INTRODUCTION: The Ministry's follow-up report to the annual review at Terrace Lodge is presented for Council's information. Unmet standards continue to plague Terrace Lodge. A plan to provide more intense nursing supervision is presented for Council's consideration and approval. DISCUSSION: Since the annual review at Terrace Lodge in February 2003 resulted in unmet standards/criteria, the Ministry completed a follow-up review July 21 and 22. Four (4) unmet standards or criteria were again cited. Since the copy quality of the report is difficult to read, the report has been typed for Council. The complete report is available in Administration Services. The unmet standards or criteria noted on July 21 and 22 are: 1. A documented interdisciplinary team conference is not always held within six weeks following admission (reissued). 2. Each resident does not always receive treatments as ordered by the physician, unless the resident refuses (reissued). 3. Supplies are not readily available for use to support safe and effective care and services to residents. 4. Each resident's weight is not always recorded at least monthly. Changes in weight are not always evaluated and action taken as required (reissued). The Compliance Officer noted that previous unmet standards (restraint documentation and reactivation) are "now met". Observations, in addition to the restraint documentation and reactivation, noted by the Officer included: 1. "Sticky" floors 2. Location of waterless hand cleaner bottles 3. Dining room seating 4. Beverage and snack delivery schedules 5. Staff not wearing name tags 1 6. Revision of activity schedules 7. Laundry room doors 8. Consideration for "supervisory" training for Registered staff 9. The qualifications and experience of the Manager, Home Services as related to supervision of Activation staff/programs Our compliance plan that addressed the unmet standards was submitted to the Ministry on August 5. Our plan was developed mindful of the Ministry's determinants of severity, duration and risk to resident care and safety. The Ministry of Health representatives presented these determinants to County Council on July 15. All registered staff have been reminded of their responsibility to ensure that: · interdisciplinary team conferences are not only held but documented · treatments must be done and documented · supplies must be readily available for resident care · resident weights must be documented and assessed to determine whether a referral is required to the dietitian. The registered staff have also been reminded that their professional licensing body (College of Nurses) also holds them responsible and accountable for their practice. The observations made by the Compliance Officer are being addressed as follows: 1. 'Sticky floors' - Consultation with the floor cleaning product representative is scheduled. Cleaning equipment, techniques and staff re-training are being done. 2. The Dining Committee continues to review how best to make more space in the crowded dining room. 3. Beverage and snack routines are written in the staff job routines. Monitoring continues by the Managers and registered staff to ensure that the task is done. 4. The Purchasing Co-ordinator has been asked to source alternate identification tags without sharp edges. 5. Typed Activation schedule changes are now the responsibility of business office clerks. 6. Staff have been reminded to keep the laundry room doors closed and locked when the room is unoccupied. 7. The Homes' reorganization plan includes professional development for the Managers. 8. Professional development for all staff, including leadership training for registered staff, is already planned for our three (3) Homes. The Managers on site at Terrace have continued to deal with many situations in previous months. The labour issues have consumed an inordinate amount of 2 their time with the result that time spent monitoring the detailed activities of the departments has not been possible. The biggest impact has been in the nursing department. It is apparent that more concentrated supervisory time in nursing is needed to keep on top of the issues that continue to plague Terrace. The Manager of Resident Care - Mrs. Benwell - begins a one- (1) year pregnancy leave in early October. This leave period provides a timely opportunity for realignment of nursing resources at the Lodge. The General Manager recommends that two (2) Acting Managers of Resident Care be hired into Mrs. Benwell's position. One (1) Manager would be assigned to the lower units; one (1) to the upper units. This ensures a reasonable span of control for intense supervision of nursing staff; enables leadership development of the registered staff; allows the Managers to reinforce and correct deviant nursing practice; ensures that sustainable strategies are set in place. Both Managers would be required to work very closely together to ensure that consistency of practice is set in place throughout the entire nursing department. The outcomes with this organizational model will be evaluated. The evaluation will be used to determine the nursing department's organization when Mrs. Benwell returns from her leave. The increased net cost annualized (salary and benefits) for the remainder of the 2003 budget year is $30,000, approximately. This cost can be absorbed in the approved 2003 Terrace budget since staffing increases recently approved by Council had been annualized, yet some positions are still in the recruitment phase. The remainder of the second Manager position costs will be included in the 2004 budget plan. Those costs and the position will not be presented as a net increase beyond the 2003 approved complement. Interviews are underway for an acting Manager of Resident Care. We are hopeful that orientation for the new incumbent(s) with Mrs. Benwell can begin September 1 at the latest. Likewise, a handover period of one (1) month will be required when Mrs. Benwell returns to ensure a smooth and orderly transition in November 2004. Council's approval of this timely staffing strategy is required before recruitment initiatives can be concluded. CONCLUSION: Th Ministry of Health's follow-up report for Terrace Lodge is presented for Council's review. Four (4) unmet standards/criteria have still been cited. A more intense nursing supervisor presence is required on the resident home areas to monitor all nursing staff, correct deviant practices and reinforce the correct and acceptable way of providing resident care. 3 The General Manager is seeking County Council's approval to hire two (2) Acting Managers of Resident Care at Terrace during Mrs. Benwell's one (1) year pregnancy leave. This temporary model would set in place the opportunity for intense nursing supervisory presence on each of the two (2) floors at Terrace Lodge. The Acting Managers will be expected to eliminate the likelihood of continued unmet standards and criteria at Terrace Lodge. The increased net costs of salary and benefits for the 2003 budget year are $30,000, approximately. This cost can be absorbed in the approved 2003 Terrace budget. The remainder of the second Manager position costs will be included in the 2004 budget plan. Those costs and the position will not be presented as a net increase to the 2003 approved complement. County Council's approval is required before any further action can begin. RECOMMENDATIONS: THAT the August 5, 2003, report, 'Compliance Report - Terrace Lodge', be approved as presented. THAT the General Manager and the Director of Human Resources be authorized to recruit two (2) Acting Managers of Resident Care at Terrace Lodge for a period not to exceed fifteen (15) months. THAT the full costs of this organization model for the 2003 year be absorbed in the approved 2003 budget and brought forward as part of the 2004 budget plan with no increase beyond the approved 2003 complement. Respectfully Submitted ~¿~ Helen L. Notte General Manager 4 REPORT TO COUNTY COUNCIL FROM: Helen L. Notte, General Manager DATE: August 5, 2003 SUBJECT: Resident Satisfaction Survey INTRODUCTION: A resident satisfaction survey was distributed to all Homes' residents or their substitute decision-makers in late May 2003. Results are presented for County Council's information. DISCUSSION: As an integral part of the Homes' Continuous Quality Improvement Plan, two hundred and forty-seven (247) surveys were distributed to all residents or their substitute decision-makers in late May 2003. In total, forty percent (40 %) of the surveys were returned. The comment summary is presented for Council's information. A complete copy of the survey results is available in Administrative Services. A copy of the results has been provided to our Compliance Officer. All names have been blocked to ensure confidentiality of the respondents. The Survey results will be displayed for the residents and families, presented to staff and reviewed by the Homes' Quality Council. Action plans will be developed to address areas that require adjustments. Overall, residents and their families report satisfaction with their care, programs and services. CONCLUSION: A Resident Satisfaction Survey was sent to all residents and their substitute decision-makers in late May 2003. The summary of comments is presented for Council's information. The complete survey report is available in Administration Services. The results will be provided back to residents, families, staff and the Homes' Quality Council. Action plans will be developed to address areas of reported concerns. RECOMMENDATION: THAT the August 5,2003 report, 'Resident Satisfaction Survey', be approved. Respectfully Submitted Approved for Subm· . Helen L. Notte General Manager ~K~ Ma Donald Chief Administrative Officer 1 /~ " f r rø TW(r!t~ìffi , ~...:::;:SATISFACTIONSURr~ ;¡: . -LGIN MANOR TOTAL RECEIVED PARTICIPANT 29 FAMILY MEMBER = 23 RESIDENT (ONLY) = 1 FAMILY MEMBER & RESIDENT = 2 ANONOYMOUS = 1 FRIEND = 1 COMMENTS: Dressing in the am- Some nurses forget or don't seem to give full attention to the dressing. Because of balance problems she needs to be helped with all aspects of dressing. Feeding- She would like the meat chopped not ground. Physician- he doesn't seem to see her every week, so she has no chance to talk to him to ask him anything (attention to the growth on her nose) Recently I have found mothers hands not being washed especially on weekends. Sometimes mom's eyes are very red also. Could use more staffing to help with general care. We realize this is a funding problem. Physician- family never communicated with one would appreciate hearing what they have to say. Program Availability- Not aware of what is available. Have heard complaints rrom some visitors that tearoom is not available. I appreciate calling me to let me know of any problems. I will be glad when residents can sit in the hall again. I know that ___ does not like to be left alone. My brother is unable to communicate but every time I visit him I notice how clean the facility is and how helpful the nursing staff is. Bobier Villa is second to none and well above other long-term facilities. We feel very fortunate to have our mother placed in Bobier Villa. We feel he (resident) is well satisfied but he doesn't wish to join in activities. He is very much to himself and is content to be that way. He is kept clean. i' . >0/ ~ , ./ COMMENTS: Resident has never cared to participate in functions at the home, which is unfortunate, but we can't seem to change this attitude. We have been very happy with her care over the past 6 years. Mom's greatest complaint is that she has nothing to do. I realize that she doesn't remember what she has done. Is there anything I can do to help more? We are not sure why this is not covered at "care conference" which we attend periodically?? . Bed jacket and two nightgowns are missing. Need to stimulate by including those not likely to get involved on their own. Appreciate time spent to co-ordinate clothing and make resident look as neat as possible. We feel there should be more staff available. Baths should be daily especially if resident is in diapers. Cutbacks have made not enough staff to do necessary work Government needs to put more funding into staffing. Whenever medication is changed family should be notified. If nurses notice a change in patient's behaviour due to change in medication or other reasons the doctor should be notified immediately as well as family. We are very pleased with the facilities, the cleanliness and loving care given, and the contact with us. The family of is very pleased with evel}'thing in relation to Bobier Villa. The care you people have given to a& support to our family is wonderful. As days go by & we don't get in to visit, we know that . _ is in the best of care and we appreciate that so much. Thanks to everyone. The_Family. " "__', .:'".1"_ . ---_.--,- --" ~~._.__...- -.~-' ,-,.--;. ,,~'--"'~~~ RESIDENT SATISFACTION SURVEY f!jc JUL 1 02003 ELGIN MANdR ELGIN MANOR TOTAL RECEIVED . 39 PARTICIPANT FAMILY MEMBER = 29 RESIDENT (ONLY) = 2 FAMILY MEMBER & RESIDENT = 0 ANONOYMOUS=4 FRIEND = 4 COMMENTS: I hold the POA for ; and she is unable to communicate or fill out this survey, I would like to comment on what I have observed on my visits to Elgin Manor. When ~as been sitting in her wheelchair, she appears clean/tidy, dressed in a nice dress and made as comfortable as possible. .. room appears clean and the facility apIJears to be in good order. I am most impressed with the staff looking after_ Everyone knows how she is doing, where she is if she is not in her room, and is willing to locate her and bring her back to her room to see me. The aciministration staff are most helpful and knowledgeable on the few occasions that I have called. I am not able to answer all the questions as I don't get anything from_ no complaints, nothing regarding food or care- so I would like to check every box under excellent as we find it that way and she has no complaints. Congratulations on a wonderful job. The facility seems like a large family. I have lived here for 13 years and am a little apprehensive concerning the move to the new home. Thank you. . "'~",'- ~ . '". . ",......-... .~::..~ ",".,< -,-, . --."-" .~.~-_.._"---- ",,-.. .,~__..__." ...._. ç;¡)..r,i.. .....~,¥_.,. "'._,_ :-<",-,,,·,,::,:'~";;,;-f o COMMENTS: Serve coffee earlier at breakfast and not at end of meal. Great team work among staff. Level of care is of highest quality- always keeping residents their priority. I have compared and had dealing with other homes. They could take notes on dealing with difficult people and situations. Your patience and care show. All staff are very helpful to resident and families. I greatly appreciate all you have done and continue to do. Need more nursing staff especially when someone is busy in the washroom so they don't have to wait 'h hour- 1 hour. Usually the nurses forget because they are to busy. I believe that any shortcomings the facility currently has will be rectified upon moving to the new facility, primarily the extreme lack of personal space for residents sharing a room. As is obvious by my answers on your survey I think Elgin Manor and its staff are fantastic. I can not speak: highly enough about it. My Aunt and myself thank you very much for all you do each day. I am quite satisfied with the overall care mother receives here. Keep up the good work. As family members are concerned, our mother's level of care is good. She is content and seems nappy, which is most important. Dental care is an issue that is going to be resolved in July. Dental care tin the years to come, even decades to come when the "Baby Boomers" start to fill the homes, will become a major issue. Families that have loved ones in a home for a long period of time 5-10 years have a wealth of information and help to offer is they are asked. The County of Elgin could tap a very useful resource of knowledge rrom resident family members. -.....--. .-,'. ~~,_._.~:_ 'T_ -""'. . COMMENTS: Excellent caring staff, although have been informed that some new staff have been ostracised for trying to do little extras i.e. grooming/personal hygiene. They make senior staff members look bad/apathetic. Need a ~, strong volunteer group & activity area who would take more time to get the discouraged/hopeless feeling clients involved. Now, if clients say "no", they are ignored. Exercise for seniors makes a difference to moods and body. Trust more emphasis can be put on that in the new home. I'm sure the new home will boost morale too. A lay leader/chaplain to visit each home (not to offend) and pray with them and anoint them/communion would be lovely. All staff are just great. . has been treated very well by all the staff Special thanks to Jeff Casey and Deb Perkins. They have all been very helpful to me and to. both. Changes in staff appears to have an adverse effect on-, She doesn't accept new faces with the same trust that she does with familiar personnel. The present Manor seems to be a close knot family of Health care personnel- We hope this will continue in the new facility. I just hope when in the new home the atmosphere stays as is- we feel a family relationship with all the staff and hope this continues. Not enough baths. With what we see everything is okay with us. Thank you. P.S." wouldn't be here as long as she is if it wasn't with good care. All staff members are doing a great job! Family would appreciate if you could focus on "consistency of care" acknowledging the need for improvement opportunities. Thank you. . .' _:':,i¿,,~- ,- , ,""::~:-:" COMMENTS: .~ Generally in our eyes we feel the services provided by Elgin Manor are excellent. Given the funds our government sees fit to provide for our seniors. ~ It affects so much of their lives i.e. food allowances per day, baths per week. Etc. Food services staff are wonderful and should be complimented for their helpfulness and compassion. Upkeep of building is excellent but grounds last summer were in fair shape. I think it's very good that facility like that is available. Thank you. The facility is always clean, the staff goes out of their way to help you and assist you. I would say the home is one of the best in Ontario. I like the fact that this is a calm and quiet facility. Looking forward to a bathroom in my room. Doing well with the facility as is nice and clean and fiiendly. Where dressing is more of a challenge staff seem to be far too eager to dress in the easiest way instead of consulting & finding alternatives. However difficult more focus & consideration are required to preserve dignity & outward appearance even if patient unaware. Staff not always available. :.:-;:::~;...:!:-::':. --'\','j¡t::?i,'.i:--: - 'r~ ,,~: :':';" ,-':.. -J.'" TOTAL RECEIVED P ARTICIP ANT 33 FAMILY MEMBER = 27 RESIDENT (ONLY) = 1 FAMILY MEMBER & RESIDENT = 3 ANONOYMOUS = 2 1f!J~ JUL 1 0 ;O;3~ I ELGiN MANO~ RESIDENT SATISFACTION SURVEY TERRACE LODGE COMMENTS: Please note that I did not check the 'excellent' boxes as I feel there is always room for some improvement in any and all areél$, no matter what a survey is about. I would recommend Terrace Lodge to anyone who asked my opinion. I have found the staff very helpful, friendly and caring and willing to work with the family to solve some of the problems that arise from time to time. I have especially noted the cleanliness of the facility as well as the care taken to see that the residents are clean & neatly dressed anytime I have been there. I am happy with _care. There are things that bother me but it's not the fault of the staff. Its because we need more help and a better plan for an Alzheimer unit. They need a place to wander out doors? I don't like the telephone system - automated. Sometimes there is no one to talk to, and sometimes I believe messages are lost or not passed on. Bathing once a week is NOT enough! At least twice a week. Staff does not have enough time to spend with each and everyone in their care. Meaning that a person might sit 0!l the toilet for 15 minutes while staff attends to another patient. Bathing once a week just isn't enough. The home needs more nursing staff. It takes a long time for them to respond to the bell. However, we realize they do the best they can s they are short handed. Does anyone ever wash the windows and doors, both on the inside and outside? Whose job is it? The family?! v· ;}~~?iA,:-}·,/;,,·:~~~~tf~~~;:?c3t~%~~:~t.'0;-l'!L,. COMMENTS: Eatin!! - Has improved in the last 3-6 months. Staff are being utilized better for feeding. Bathroom - Consistent to toilet. Good routine set up. Laundrv - Always impre~sed with how efficient the laundry is done & returned to resident. Level of support - Mainly from the charge Nursing Staff The home is beautiful. The grounds are lovely. If air conditioning is put in it will be a great asset. Over the years I have seen a vast improvement in the total care of my family member. The biggest obstacle, which is common in any institution, is communication. Sometimes information is not passed on and as a result, continuity and the resident suffers. Sometimes working too fast also leads to carelessness. I see a gennine effort by all to improve their standard of care. I feel continual education (and refresher for staff) is important to maintain a high level of care. Availability and helpfulness of the Housekeeping & Building Services Staff "Some of the staff should not be there". The dining experience is 'too noisy'. As happens in all work places - CUT BACKS. Terrace Lodge needs MORE staff in ALL work departments, ego Medical nursing staff, program & services staff, food services staff, housekeeping and building services staff. ..--a room does not receive regular dusting. Tabletops & T.V.- you can write your name on them most days. Floor needs to be cleaned more regularly (sticky). There should be a Protestant church service on selected Sundays. It seems only those of the Roman Catholic faith receive services on a Sunday. This is not fair treatment for all faiths. Nursing Staff - Good helpfulness. Poor availability. Would appreciate a larger variety of foods for individuals. Less sandwiches and macaroni. Would prefer more solid food. Staff are excellent. Meals need more fresh (not frozen or canned) fruit & vegetables. The fence is up 'thanks' - but the cushions on the front chairs are an on-going aggravation. Sometimes it seems more is spent on 'eye-appeal' i.e. new furniture, new dining plates, etc., than more staff & more training. - '~,~-;~;~?~fif:/~'~:fi!¡¡it~{~~:f§;~~~~;~~~~~VL: "'7);~~_~i; _ 1"--- ~ " ../ .,,~_- _ ~·,~~?t;g?f;>ß/('--;~ _..-. ,_,,_,J,..;., '-;~~ COMMENTS: Things have improved from 3 years ago. But ALL residents should have a private room. Rooms are too small. Drapes in rooms could' be changed. Furniture is old in upstair~ area. The government doesn't spend very much money per resident. More is spent on prisoners. Mom being in a wheelchair, so I'm not there when she eats or going to the bathroom so I hope she gets along o.k. But sometimes I'm having trouble when the girls bath her. They sometimes do not wash her hair, which they are supposed to. Overall they are looking after Mom which I am thankful. I just recently had a meeting with the nurse and activity girl to make sure she gets involved with different programs that are gping on. I don't know about therapy. I told the girls to work with her legs & arms. ... Everything is pretty good except meals. Have meeting with dietician _ hopefully things will get better. Staff is too short handed. Need more help on floors. Communication with staff is not very good; leave people waiting too long to go to the bathroom or any other help they need because they don't have enough staff I think mother is getting very good care. She is a little hard to get along with, but the girls seem to like her. The lodge is always clean, lobby, dining room and her room. No smells, dust, etc. Being so far away, I have all the confidence that Mom is being looked after and I don't have to worry. "Thank you" - - I did not fill in the 'Other Services' as I have not availed myself or my Mom of these services. I feel they would be as good as the rest. My Mom and I are extremely happy with all staff and the setting. When my Mom broke her hip, I couldn't wait for her transfer back to Terrace Lodge where I know her requirements would be met on a 24-hour basis. Terrace Lodge staff (in house) are the most caring, honest and optimistic individuals I have had the pleasure to deal with. The dining experience is "very entertaining!!" Spiritual care needs - Need to be informed re services. Not aware when they are being held and what denominations (United Church member). '~--'" :;:h'f~~;.:, COMMENTS: I find the staff caring and sensitive to the needs of the residents. The nursing staff are always ready to try and address my concerns and when my mother is not feeling well, they l\eep me posted on her progress. Our family appreciates the fiiendly reception we always feel when we visit Terrace Lodge. ",-was quite pleased to be back home (as he calls it) following his stay in hospital in May. Everything seems to run good except the heat in the summer, which is unbearable in the section of the Alzheimer resiqents. No air conditioning just fans blowing hot air around. The door leading out to the nurse's station should be half screened to let the air circulate the door now is completely closed off; this does not make sense. Something should be done right away, we are paying good money and not getting the comfort these dear souls deserve. The ITont part of the building is very hot in summer. ~ "- .""- REPORT TO COUNTY COUNCIL FROM: Helen L. Notte, General Manager DATE: August 5, 2003 SUBJECT: Agreement with London Hospital Linen Inc. INTRODUCTION: At its' May 27, 2003 meeting, Council approved that London Hospital Linen Inc. (LHLSI) be awarded the five (5) year contract for non-personal linen service for the new Elgin Manor. Direction was also given to the General Manager to consolidate the contract for all three (3) Homes with this company at the first opportunity. The opportunity has presented itself. A contract has been developed and is ready for signature by authorized County officials. The General Manager is recommending that the Warden and General Manager be authorized to sign the agreement. Council approval is required. DISCUSSION: A five - (5) year agreement with London Hospital Linen Inc. has been developed to provide non-personal laundry service for Terrace Lodge, Elgin Manor and Bobier Villa at a price of $1.35 per kilogram. All costs have been included in the approved 2003 Homes' budget. LHLSI has been doing non-personal laundry for the Villa since 1982; for the Lodge since 1978. Service agreements have not been updated. This five (5) year agreement covers all Homes' non-personal laundry services from April 1 , 2003 to March 31, 2008. A 'just cause' temination clause has been included in the contract. This clause allows either party to terminate the contract with one hundred and twenty (120) days' written notice. Staff are seeking Council's approval so that the Warden and General Manager can authorize the contract on behalf of the County. CONCLUSION: A five - (5) year contract that covers all non-personal laundry service at our three- (3) homes has been developed with London Hospital Linen Services Inc. LHLSI has been providing those services at Bobier Villa and Terrace Lodge respectively since 1982 and 1978, without updated service agreements. Council approved the contract for Elgin Manor at its May 27, 2003 meeting and directed the 1 General Manager to consolidate the laundry services agreement at the first opportunity. Staff recommend that Council approve the consolidated agreement and authorize the Warden and General Manager to sign the contract. All costs have been included in the approved 2003 Homes' operating budgets. RECOMMENDATIONS: THAT the agreement between the Elgin County Homes for Seniors and London Hospital Linen Services Inc. for non-personal laundry services be approved for a five (5) - year term to begin April 1, 2003 and end March 31, 2008. THAT the Warden and General Manager be authorized to sign the agreement with London Hospital Linen Services Inc. Respectfully Submitted Approved for Submission ~¿~ Helen L. Notte General Manager Mark Chief Administrative Officer 2 REPORT TO COUNTY COUNCIL FROM: Karen Dunn DATE: 31 July 2003 SUBJECT: Sales of Replaced Vehicles -- Ambulances INTRODUCTION At the February 11, 2003 County Council Meeting, Council approved the purchase of two new ambulances, and the sale of the two replaced vehicles. DISCUSSION: The new vehicles arrived in April and June. On June 14, 2003 we advertised the sale of both vehicles in the Times Journal and in the London Free Press. On the June 30 closing date no bids were received. On July 12 we again advertised, and upon the July 30 closing we received the following two bids: For the 1994 Ford E350, Type 3 Ambulance - approximately 240,000km: Dortmans Bros. Barn Equipment Mr. Paul Dunbar $4,500 $ 125 For the 1996 Ford E350, Type 3 Ambulance - approximately 250,000km: Dortmans Bros. Barn Equipment Mr. Paul Dunbar $5,500 $ 125 CONCLUSION: The 1994 and 1996 vehicles should be sold to the highest bidder for $4,500 and $5,500 respectively. RECOMMENDATION: THAT the 1994 ambulance be sold to Dortmans Bros. Barn Equipment for $4,500; and THAT the 1996 ambulance be sold to Dortmans Bros. Barn Equipment for $5,500; and THAT ownership of the vehicle be transferred once a certified cheque or money order has been received Respectfully Submitted . !eICL.,..~ r~ Ka en Dunn Isslon Mark Mc Chief Administrative Officer " CORRESPONDENCE - AUQust 14. 2003 Items for Consideration 1. Larry Keech, Chief Administrative Officer/Clerk, County of Lennox & Addington, with a resolution requesting that the Province of Ontario develop a fair and consistent dental care program to target lower wage working Ontarians. (ATTACHED) 2. Allan Gotlieb, Chairman, Ontario Heritage Foundation, with information and a nomination form for the Heritage Community Recognition Program 2003. (ATTACHED) County of Lennox & Addington Administration & Finance July 18, 2003 RECEIVED Hon. Brenda Elliott Minister ofConununity, Family and Children's Services JUl 22 8J cmmvOfa. ~~~~ Hon. Tony Clement Minister of Health and Long- Tenn Care Queen's Park Toronto, Ontario Dear Ministers, The Council ofthe County of Lennox and Addington believes that there are inconsistencies, anomalies and unfairness in the availability of Dental Care Services in Ontario. At a meeting held on April 23, 2003 the following resolution was adopted by County Council: Motion CC-03-114 "WHEREAS Dental Care Services are an important component of physical health, personal well being and affect social acceptance and employability; and WHEREAS many residents of Ontario do not have adequate Dental Care Services as part of their employment benefits; and WHEREAS persons working in low wage positions are not in receipt of social assistance payments but may have thousands of dollars in dental costs or may decline dental treatment due to cost issues; and WHEREAS persons on social assistance (Ontario Works and ODSP) have partial access to Dental Care Services based on discretionary decision making; and WHEREAS this creates a system with frequent inconsistencies, anomalies and unfairness; NOW TIlEREFORE BE IT RESOLVED that the Province of Ontario be requested to develop a fair and consistent dental care program to be targeted at lower wage working Ontarians, with eligibility for this program to be based on graduated payments and .../2 COURT HOUSE: 97 THOMAS ST. E., POSTAL BAG 1000, NAPANEE, ONT. K7R 3S9 TEL: (613) 354-~883 FAX: (613) 354-3112 Dental Care Services Correspondence Page 2 eligibility determined by commonly used criteria such as the GST Rebate and/or NCB Eligibility and that this supplementary dental program be fitnded through the Ontario Health Tax. AND FURTHER that a copy of this resolution be sent to senior officials of the Province, other CMSMs and Counties, and the local MPP. " Your efforts to address this matter and ensure greater equity in availability of Dental Care Services are greatly appreciated. Sincerely, Larry Keech Chief Administrative Officer/Clerk c.c. Leona Dombrowsky, MPP CMSMs and Counties ONTARIO HERITAGE FOUNDATION FONDATION DU PATRIMOINE ONTARIEN Anot-for-profitagenc:y of the Govemment of Ontario Un organlsme à but nOn lucr.;tif rele.....ntdugouvernememdel'Ontarìo ð~C¡O;¡;'IT""¡¡¡"&!!!::D n~ ~~-~.,,-~- July 25,2003 AUt:: 6 21J03 COUÌ\¡'1V Of tlGlJ.t Aœ¡'j1,N¡crfø.1~VE ¡aT~ Warden Duncan McPhail The County of Elgin 420 Sunset Drive St. Thomas, ON N5R 5Vl Dear Warden Duncan McPhail: 1 am pleased to invite your council to participate in the Ontario Heritage Foundation's Heritage Community Recognition Program 2003. Now in its eighth year, this program provides communities the opportunity to recognize individuals who have made significant contributions to local heritage preservation. Participating councils have confinned that the program is an excellent way to promote awareness oflocal heritage projects and the people who make them happen. Municipalities, First Nations councils and Métis community councils may submit up to four nominations - a maximum of one in each available category - in the areas of built, cultural or natural heritage preservation, or heritage garden conservation. Small project groups may also be considered for nomination where the effort is shared. Staff and volunteers of community and heritage organizations are ideally suited to identify individuals who are making exceptional contributions to heritage preservation in their local areas. I encourage you to work with the local Municipal Heritage Committee, Conservation Authority, historical societies and other local groups to identify people worthy of nomination. The 2003 Guidelines and Nomination Form brochure explaining the program in detail is enclosed. The nomination deadline is Tuesday, September 30,2003. I encourage your council to participate in this program to recognize the significant work being done to preserve and promote heritage in your community. Yours truly, /)// dÆ ~lieb Chairman 10 Adelaide Street East, Toronto, Ontario M5C lJ3 Telephone: (416) 325-5000 Facsimile: (416) 325-5071 10, rue Adelaide est, Toronto (Ontario) M5C 1J3 Téléphone: (416) 325-5000 Télécopieur: (416) 325-5071 Website: wwvv.heritagefdn.on_ca CORRESPONDENCE - AUQust 14. 2003 items for Information - (Consent AQenda) 1. Honourable Herb Dhaliwal, Minister of Natural Resources Canada and the Honourable Jerry J. Ouellette, Minister of Natural Resources Ontario, acknowledging Council's support of the City of Brampton's resolution regarding the Emerald Ash Borer (EAB). (ATTACHED) 2. Anne Creery, District Manager London/Sarnia, Union Gas, announcing a rate increase and one-time refund to customers purchasing gas from Union Gas. (ATTACHED) 3. Essex, Kent & Lambton District Health Council, Dementia Special Care Units Executive Summary. (ATTACHED) 4. Ted Garrard, Vice President (External), The University of Western Ontario, announcing that a permanent sign of recognition for donors to the stadium and the 2001 Canada Games will be erected on the wall of the J.W. Little Memorial Building. (report available in Administrative Services) 5. Honourable Gar Knutson, M.P., Elgin-Middlesex-London, with copy of correspondence to the Honourable Tony Clement, Minister of Health and Long-Term Care, concerning the consolidation of geriatric psychiatric services to London and lack of information provided by the Province to the Municipality and County on the Task Force Plan. (ATTACHED) 6. Honourable Helen Johns, Minister of Agriculture and Food, acknowledging Council's support of the County of Grey's resolution concerning financial support for livestock producers and related industries affected by the closure of export markets. (ATTACHED) 7. Ken Verrell, Chairperson, 2003 Seniors Picnic Committee, thanking Elgin County Council for their support of the Seniors' Picnic held on July 9,2003. (ATTACHED) 8. Gar Knutson, M.P., Elgin-Middlesex-London, 1) acknowledging Council's resolution concerning the need for government action to support the livestock industry impacted by BSE; 2) copy of correspondence to Dr. Stewart Hill, Director, Centre for Land and Water Stewardship, regarding assistance in research on soil erosion in Elgin County. (ATTACHED) 9. Norma I. Bryant, Clerk, Municipality of West Elgin, supporting Council's resolution concerning: 1) the consolidation of the Geriatric Psychiatry Program to London; 2) the request to the Ontario Progressive Party to withdraw from its campaign the initiative to legislate a referendum should a municipality wish to increase property tax rates. 10. Phyllis Ketchabaw, Clerk, Town of Aylrner, supporting the Municipality of Central Elgin's resolution petitioning the Federal and Provincial Governments to avoid election calls when a municipal election is being held. 11. Federation of Canadian Municipalities MEMBERS ADVISORY: 1) Government of Canada Releases Funding Criteria; 2) Tell Us What You've Done To Help "Bridge The Gap". (ATTACHED) 12. Honourable Jerry J. Ouellette, Minister of Natural Resources, responding to Council's resolution concerning farmed deer and elk. (ATTACHED) 13. Hon. Ernie Eves, Premier of Ontario, acknowledging Council's resolution regarding Bovine Spongiform Encephalòpathy (BSE). 14. Association of Municipalities of Ontario, Member Communication ALERT: 1) Two-Year Transfer Tax Exemption for LDCS Passed and Other Electricity Updates. (ATTACHED) 15. Federation of Canadian Municipalities (FCM), "Bridging the Gap" Advocacy Campaign Tool Kit to assist FCM members in securing public support for national municipal priorities. (ATTACHED) 16. Honourable Gar Knutson, M.P., Elgin-Middlesex-London, with a news release outlining the broad strokes of the Infrastructure Program announced in the Budget 2003. (ATTACHED) 17. W. Michael Fenn, Deputy Minister, Ministry of Municipal Affairs and Housing, with a copy of the newly released "Municipal Performance Measurement Program Handbook, 2003". (Handbook available for viewing in Financial Services) 18. Association of Municipal Managers, Clerks and Treasurers of Ontario, "Emergency Management In Your Community" Workshop for Elected and Senior Municipal Officials, details on venues and dates at www.amcto.com. (ATTACHED) 19. AMO Annual Conference Cocktail Reception, Monday, August 18, 2003, 6:00 to 8:00 p.m. (ATTACHED) 20. Peter Hume, Chair Municipal Property Assessment Corporation, Board of Directors, with an update on recent MPAC activities. (ATTACHED) 21. Ernie Hardeman, M.P.P., Oxford, with copy of correspondence from the Minister of Education concerning the composition of the Thames Valley District School Board. (ATTACHED) 22. Tallgrass Ontario, 3rd Tallgrass Prairie and Savanna Forum, September 5th_6th, 2Q03. (ATTACHED) ("Bluestem Banner" Newsletter - Summer 2003 available for viewing in Administrative Services) 23. K. Smith, Executive Correspondence Officer, Office~ofthe Prime Minister, acknowledging Council's resolution concerning the impact of Bovine Spongiform Encephaliopathy on the beef industry. 24. Pam Muma, President, St. Thomas Gun Club, thanking the Warden and the County for personal and financial support for the recent Canadian Trap Shooting Championships. Minister of Natural Resources Canada Ministre des Ressources naturelles Canada Ottawa, Canada K1A OE4 'Jli.'r t 4 ., RECEJVED Mrs. Sandra J. Heffi'en Deputy Clerk County of Elgin 450 Sunset Drive St. Thomas, Ontario N5R 5Vl JU! 18 2003 eootm'OF~ AOMINŒ1RAMSBMI'S Dear Mrs. Heffi'en: This is in response to your letter of April 15, 2003, expressing the support of the Council of the Corporation of the County of Elgin for the City ofBrampton' s March 10, 2003 resolution regarding the Emerald Ash Borer (EAB), which was sent to me by Mr. Steve Peters, M.P.P., Elgin-Middlesex-London, on June 13,2003. The resolution calls for the involvement of the federal and provincial governments in the development of a strategy to control the EAB. While I agree that the EAB is a serious concern, I understand it is still confined to the Windsor area and that efforts are being made to contain its spread. I certainly recognize the importance of ash and other trees in southern Ontario. That is why the Canadian Forest Service (CFS) of Natural Resources Canada (NRCan), Agriculture and Agri-Food Canada, the Canadian Food mspection Agency (CFIA) and the Ontario Ministry of Natural Resources are diligently working together on a top priority multi-million dollar strategy to manage this insect. A major hurdle we face is in determining the biological characteristics of this insect in North American conditions, as very little is known about its beh:wiour. The EAB was first detected and identified in the spring of2002. It is believed that it arrived in the Detroit area about four or five years ago, having come ITom China in solid wood packaging material. Since that suspected arrival date, the CFIA, in response to other insects arriving ITom China in similar packaging, has imposed restrictions on solid wood packaging to reduce the chance of new organisms arriving in Canada. NRCan-CFS and the CFIA have started a research program to study the EAB and look for possible management and prevention methods. Additionally, forest health technicians in southern Ontario are constantly watching for any tree that might be infected by C d·.. ana a -2- NRCan-CFS and the CFIA have started a research program to study the EAB and look for possible management and prevention methods. Additionally, forest health technicians in southern Ontario are constantly watching for any tree that might be infected by the EAB. Once we know its biology and habits, prevention and management procedures can be developed. We are hopeful this can be done in a relatively short period oftirne to ensure that its trail of damage can be stemmed. For further information on the EAB, you may wish to access the CFIA's Web site at the following Internet address: http://www.inspection.gc.ca/english/plaveg/for/pestrava/agrplae.shtml In addition, the Ontario Ministry of Natural Resources has issued a forest health alert on the EAB that can be found through our forest health page at: http://www·glfcforestry.ca/foresthealth/index_e.html Thank you for expressing your concerns on this matter. Yours sincerely, 1M The Honourable Herb Dhaliwal, P.C., M.P. c.c: ìvIT. Steve Peters, M.P.P. Elgin-Middlesex -London ~ ......,. Ontario Ministry of Natural Resources Minister Ministère des Richesses naturelles Ministre Queen's Park Toronto ON M7A 1W3 416314-2301 JUt 1 4 Z003 Mrs. Sandra J. Heffren Deputy Clerk County of Elgin 450 Sunset Drive St. Thomas ON N5R 5V1 MNR 1 OMC-2003-2230 RECEIVED ,/III ~<;i 200J Dear Mrs. Heffren: CCìtMVOf~. ~~~11\ítS8i~S Mr. Steve Peters, MPP, Elgin-Middlesex-London, has shared with me your letter advising of council's support for the City of Brampton's resolution on emerald ash borer. I can appreciate your County's concern about this exotic insect. Not only is ash important for forestry, wildlife and native crafts, it is also one of the most commonly planted urban trees. The prevention, control and eradication of exotic tree pests is a federal responsibility under the mandate of the Canadian Food Inspection Agency (CFIA) of Agriculture Canada. Ontario has much at stake from the effects of exotic pests on the resources, economy and people of the province. Emerald ash borer is a serious threat to the ash resource of Ontario and Canada. The discovery of the beetle in Windsor in July 2002, was made by Ontario Ministry of Natural Resources (MNR) and Canadian Forest Service (CFS) staff conducting forest health monitoring. The find was immediately reported to the CFIA. Shortly afterward, the ministry wrote to the CFIA asking it to follow a draft Memorandum of Understanding, which had been written by MNR and sent to the CFIA. The memorandurn outlined a framework for federal-provincial cooperation on introduced pests. The CFIA agreed to and established a series of committees to provide for federal- provincial collaboration, scientific advice, surveys, research, control programs and communications. MNR and the Ontario Ministry of Agriculture and Food are participating on the committees representing Ontario's interests. The Science Committee recommended that the CFIA control and eradicate the borer through the use of a quarantine, surveys, removing infested trees, public education and establishing a "firebreak" of no ash trees. The CFIA accepted the recommendations to conduct surveys, to maintain an effective quarantine, to determine the leading edge of the infestation and to remove infested trees .along the leading edge. It has not accepted the recommendation to reduce the insect's population in the known area of infestation (i.e. the Greater Windsor area), nor has it decided to create the firebreak. ...2 -2- The MNR continues to work with the CFIA and advise on how to eradicate this beetle. The MNR is also participating in research projects with universities, the CFS, CFIA and the United States Forest Service. Ontario Parks is implementing a strategy to prevent people from introducing the beetle to parks through the transport of firewood. The MNR has also consulted with the Michigan Department of Natural Resources on strategies for combating this insect. Although the federal government has responsibility for exotic pests, the MNR is continuing its efforts to protect Ontario from the impacts of this insect. Thank you for letting me know about your town's interest in this beetle problem. If you require more details about emerald ash borer, please contact Dr. Taylor Scarr, Provincial Forest Entomologist, at (705) 945-5723 or bye-mail attaylor.scarr@mnr.gov.on.ca. Sincerely, Q n. Jerry J. Ouellette Minister of Natural Resources c: The Honourable Jim Wilson, Minister of the Environment Steve Peters, MPP, Elgin-Middlesex-London Taylor Scarr, Provincial Forest Entomologist, Forest Management Branch o u1Iongas A Duke Energy Company July 14, 2003 RECEIVED Mr. John Wilson Warden The County of Elgin 450 Sunset Drive St. Thomas, Ontario N5R 5V1 Jtlt ! 8 2003 ooumv or a. ~1'M:SB'MŒS Dear Warden Wilson: I would like to update you on a Union Gas rate change. Beginning this month customers who purchase their gas supply from Union Gas will see a rate increase primarily as a result of the increased cost of purchasing naturai gas from suppliers on the North American market. The Ontario Energy Board, Union Gas's regulator approved these changes after a thorough review. The 9as commodity charge has increased by less that one cent per cubic metre to about 27 cents per cubic metre. Including a small overall decrease in the delivery charge, the annual increase amounts to about $23 per year (about $2 per month) for the typical residential customer. Customers will also receive a one-time refund of about $36, primarily because the company's cost to purchase natural gas for customers in 2002 was lower than forecast. The commodity rate increases are not unique to Union Gas. They are occurrin9 across Canada as utilities recover their increased costs to purchase natural gas supplies in the market for their customers. Usin9 natural gas is still the most economical way to heat a home. Using a high-efficiency furnace, heating with natural gas is 31% less expensive than electricity, 18% less than oil and 47% less than propane. Should you or your staff have any questions, or require any further information on this or any other matter pertaining to Union Gas, please do not hesitate to contact me. I can be reached at (519) 667-4211 or through email atacreerv@unionqas.com. SiI2incer , 7Jt1 An e Creery {¿ District· Manager, London/Sarnia /amj P.O. Box 5353 Station A, 109 Commissioners Rd, W., London, ON, N6A 4Pt tel. 5196674100 www.uniongas.com Union Gas Limited ESSEX, KENT & LAMB TON DISTRICT HEALTH COUNCIL DEMENTIA SPECIAL CARE UNITS May 2003 Special Care Units Essex, Kent & Lambton District Health Council EXECUTIVE SUMMARY In 2002, the Ministry of Health and Long Tenn Care (MoHLTC) directed the Essex, Kent and Lambton District Health Council (EKL DHC) to undertake an examination of dementia special care units (SCD) throughout Southwestern, Ontario. This examination is timely in view of the following factors. 1. The numbers of people with dementia are anticipated to rise significantly. 2. Ontario's Alzheimer's Strategy is rapidly approaching the end of its five-year plan. 3. The last SCU Provincial Study was conducted in1991. Since this time, the long-tenn care system has undergone many changes. All of the above factors validate the need to establish a clear picture or baseline ofSCU. The mandate for this initiative includes three primary objectives. 1. Conducting a literature review describing international long tenn care (LTC) trends and models with particular àttention towards those principals identified as SCU "best practices". 2. Compiling a descriptive inventory ofSCU throughout Southwestern, Ontario. This inventory includes describing dementia SCU and resident characteristics, as well as, describing current practices as they relate to "best practices". 3. Based on the literature review, relevant statistical infonnation, feedback from key infonnants and study participates, identify areas in need of further exploration. Since the 1970's /1980's the establishment ofSCU has increased significantly in North America. Although there is no standard operational definition, SCU are generally identified as being secured, segregated areas situated in LTC facilities. Internationally, SCU are recognized as having the following attributes / features. . . 1. Resident population consists of people with Alzheirner's disease (AD) or a related dementia (RD). 2. The environment is secured and has dementia specific attributes. 3. Increased staff to resident ratios. 4. Specialized activities / programming. 5. Specialized staff training / education. 6. Admission, discharge and transfer policies To date, most of the research focused on comparing SCU with "traditional" nursing homes. A review of the literature demonstrated great, overall diversity amongst SCU. Similarly, the literature review showed numerous research, conceptual and methodological issues as well as, most SCU studies lacking scientific rigor. Nevertheless, the majority of SCU research consistently cites the above attributes as theoretical "best practices". The estimated rate of dementia cases is expected to rise significantly in the Southwest, by 2005, approximately 22,150 people are anticipated to have AD / RD, escalating to 33,595 by 2025. Comparatively, in Ontario 155,595 people will have AD / RD in 2005, increasing dramatically to 276,661 by 2025. To date, there is no known statistical estimate / fonnula for calculating how many people with AD / RD will need or benefit from being cared for in a SCU. Special Care Units Essex, Kent & Lambton District Health Council The methodology for this study includes an initial survey of nine Community Care Access Centres (CCAC) across the Southwest. Infonnation requested included: number of SCU, beds, wait lists and SCU eligibility criteria. The SCU questionnaire was developed based on a review of the literature outlining components constituting best practices, and reviewing the 1991 Provincial SCU study identifying specific indicators for comvarison purposes. Although the SCU questionnaire was not pre-tested, key advisors reviewed the instrument for content, readability and areas of interest prior to distribution. Infonnation rrom the CCAC survey indicated that there are 107 LTCF in the Southwest, with a total of 10,653 beds. The Re-Development Project will increase this number by 1,127, for a total of 11,249 beds. Dispersed amongst these facilities are 35 SCU or 33% with a total of 1062 beds. This equates to 9% of the total number of LTC beds. Thirty-five SCU surveys were sent out and returned for response rate of 86%, equating to a sample size of 30 SCU. The total number of SCU residents studied was N= 871 or 82 %, of the total number of SCU beds (1062). The unit size ranged rrom 8 beds to 61, with an equal mode of26 & 28 beds respectively. The majority ofSCU offered more private and semi-private accommodations as opposed to larger ward / basic rooms. Fourteen or 47% ofSCU provide respite accommodations. The occupancy rates for SCU were 80- 90%, with 166 LTC residents awaiting either an external or internal transfer to the SCU. The eligibility criteria most rrequently cited for SCU includes: being at risk for wandering I exit seeking; ambulatory I independently mobile; and, having disruptive behaviors that were upsetting to mainstream LTCF residents. Exclusion criteria includes: being no longer independently mobile; violent I unpredictable or unmanageable behaviors; and, increasing physical care needs. The above criteria were the same reasons given for discharging a SCU resident. SCU residents are usually discharged to internal transfer; another LTCF; and, Psychiatric hospital. The Southwest, SCU residents were comparable in demographics, to SCU residènts in 1991. In this study 71 % were female and 29% male. The majority of SCU residents were between the age ranges of (76-85) 46%, (86+) 32%, (66-75) 15% and «65) 7%. In tenns of diagnosis, 59% had moderate dementia, 22% severe, 14% "other diagnosis" and 5% had mild dementia. In 1991,9% of residents had no dementia, 5.6% mild dementia, 41 % moderate dementia and 52.5% had severe dementia. The findings show that Southwest SCU now house more residents with "other" diagnosis (14%), primarily psychiatric, than they have in the past (9%). The best practice literature stipulates that when a SCU "mixes" populations, they are not a "true" dementia special care unit. Little difference was noted between 1991 and 2003 for types of resident behaviors. Types of behaviors occurring all of the time were: wandering (73%), agitation (35%) and hoarding (23%). Some level of improvement was noted on this studies SCU pre-post measure, for behaviors such as, aggression (58%), agitation (33%), verbal abuse (50%) and social interaction (33%). Best practice literature stresses the need for specialized activities, use of volunteers and involving families, as contributing to the SCU resident's quality oflife. Specialized activities I programming for the SCU were reported by 97% of respondents. Ninety-three percent of respondents indicated that volunteers engaged in activities with SCU residents just as often as the larger L TCF population. Seventy-six percent cited the level offamily involvementw'as about the same as the larger LTCF, while 24% indicated family members were more involved on the SCU. 2 Special Care Units Essex. Kent & Lambton District Health Council The use of restraints were chemical and physical 53%, chemical only 20%, least restraint policy 17% and no restraints used 10%. The use of chemical and physical restraints for both the 1991 and 2003 respondents are similar, with the exception of the use of jacket restraints, which are no longer permissible. The literature emphasizes that higher staff per resident ratios and specialized training I education are what makes SCU "special". Fifty percent of respondents indicated that SCU staff education I training was not more specialized than the larger LTCF. whereas, 47 % stated the training was more specialized. Sixty percent of respondents indicated additional staff training is needed for dealing with challenging behaviors, aggression and self'"<lefense. Additional findings include a need for dementia specific training I education for non-registered staff. The literature recommends SCU staff should be permanently assigned and that staff I resident ratios should be higher than that found in the larger LTCF. Fifty-three percent ofSCU staffs were permanently assigned, the remainder rotated throughout the home. F"ifty-three percent of respondents cited the SCU staffing compliment was slightly higher than the larger LTCF, 47% stated that there was no difference. The ratio for SCU staff to resident varied greatly from 1 staff person for 6 residents to 1 staff for 15 residents. In comparison to 1991, staffing to resident ratios have increased slightly. The (2001) Price Water House Coopers study findings, supports the need for additiona.l LTC staff by showing that Ontario' s LTC population had the highest level of care needs and that residents received less hours of therapy I nursing care compared with other geographical settings included in this study's sample. This study further validates the need for additional SCU staffing by demonstrating that Ontario's LTC residents had a higher rate of mental disturbances (61 %) and mental problems (40%), as well as, reporting a rate of53% of AD IRD amongst Ontario LTC residents. - The Southwest study shows that all SCU in the sample utilized both local and regional psycho geriatric resources. Sixty-three percent of respondents cited consultations with a Geriatric Psychiatrist and access to psychiatric beds 21 % are needed. - This study's findings indicate that SCU in the Southwest are more evolved than they were in 1991. In terms of ''best practices", most SCU seem to be doing well in thè following categories: increased activities; encouraging family involvement; use of volunteers; use oflocal and regional resources; and, specialized envirorunental attributes I features. Best practices that are not being implemented consistently are: having a philosophy of care; regular review of resident care plans; formalized admission criterion; and, all staff with specialized training and increased staffing on the unit. The areas identified in this study that warrant future direction! exploration include the following. 1. In 1998, Ottawa-Carleton DHC identified and recommended that the MoHLTC recognize SCU through the development of a policy and a separate funding mechanism that accurately reflects SCU resident neoos, as well as, the need to establish seu guidelines. This recommendation is as relevant today, as it was in 1998. 3 Special Care Units Essex, Kent & Lambton District Health Council Numerous factors clearly indicate that in order for SCU in Ontario to meet indicators cited in the literature as constituting "best practices" particularly as they relate to staffing, SCU must first be recognized and that an appropriate funding mechanism implemented. 2. It is reported that 53% to two-thirds of all Ontario LTCF residents have some form of dementia. The future projections show that the rate of AD I RD will escalate dramatically in the next thirty years. As such, more L TCF need to be made aware of and participate in the Enhancing Care Program offered through local Alzheimer's Societies. The Enhancing Care Program encompasses all indicators cited in the literature as constituting "best practices". In Ontario, 19% of all LTCF have participated in this program. 3. Best practice literature stresses the importance for SCU to have a philosophy of care, regular review of resident care plans and formal assessment criteria. Findings from this study indicate SCU in the Southwest need improvement in all three areas. 4. Specialized dementia training for all staff on the SCU is linked to reduced use of restraints, positive staff moral and improved resident behavioral outcomes. Findings from this study show that additional registered staff would benefit from the PIECES training. To date, only 14% of all LTC registered staff in the Southwest have received PIECES training. Similarly, LTCF need to be made aware ofthe new U-First dementia training program geared towards non-registered staff e.g. Health Care Aids. All of these factors show the need for the continuation and on-going evaluation of these programs under the MoHL TC Alzheimer's Strategy Initiative #1. 5. SCU now have more residents with "other" diagnosis, primarily psychiatric, than they had in the past. The literature does not support the practice of "mixing" resident populations in SCU. Supporting this premise, respondents and key informants expressed concerns that placement of individuals with psychiatric disorders not accompanied by a diagnosis of dementia in seu constitutes a safety risk to residents with dementia and LTCF staff. In view of the future repatriation of Provincial psychiatric patients, residential alternatives, other than SCU need to be examined. In summary, seu in the Southwest are similar to those in North America in that, they vary and cannot be considered homogenous in resident care practices. As the rate of AD I RD rises, so will the use and demand for SCU. As SCU practices continue to evolve, defining what constitutes "best practices" in the care of people with dementia will become increasingly imperative, additional studies are warranted. 4 RECEIVED JUt 1 &. 2003 ~af&- ~~~ July7,2003 Ms Sandra J. Heffren Administrator/Clerk County of Elgin 450 Sunset Drive St Thomas, ON N5R 5Vl Dear Sandra: Another year has passed and the TD Waterhouse Stadium on Western's campus has established itself as a premiere location for sporting events in the London and area community. This past year, more than 60,000 people attended events in the TD Waterhouse Stadium. The enclosed report provides details of the many activities that took place. Last fall, for example, our Homecoming Hospitality Tent was located in the Stadium parking lot for the first time, attracting crowds of people headed toward the Homecoming football game. Homecoming 2003, part of Western's 125th Anniversary Celebration, promises to be just as exciting. This summer a permanent sign to recognize donors to the stadium and the 2001 Canada Games will be erected on the wall of the J.W. Little Memorial Building. You might also be interested to know that Campaign Western, in which the TD Waterhouse Stadium was a priority project, has now reached 96% of its goal with almost $260 million in gifts. Thank you again for your generous support of the Stadium project. Sincerely, ~~ Ted Garrard Vice-President (External) Encl. Vice-President (External) . The University of Western Ontario Stevenson-Lawson Bulicling . London, Ontario' Canada' N6A 5B8 Telephone: (519) 661-3858' Fax: (519) 661-3139 . E-mail: egamrd@uwo.ca .. Campaign t .'-~I:'.; . W<. :1/:.." ~ . - - t eS n TD Waterhouse Stadium Stewardship Report to Donors The University of Western Ontario July 2003 Leading. Thinking. In 2000, Western launched its most ambitious fundraising campaign ever, Campaign Western. Part of this campaign was the building of a new stadium that could provide a venue for the 2001 Canada Games and a lasting legacy for sport at Western and in the London community. To date, Campaign Western has received more than $255 million in support from alumni, individuals, corporations and foundations against a goal of $270 million by April 2004. We have every expectation that we will meet and exceed our goal by the end of the campaign, thanks to the generosity of our many donors, including those who donated to the TD Waterhouse Stadium. This report provides an overview of some of the exciting things that have been happening at the Stadium this past year. Leading. Playing. TD Waterhouse Stadium continues to be a center of excellence for The University of Western Ontario and the City of London. This past year, TD Waterhouse Stadium hosted many events. From community and charity events to elementary, secondary and University events, the Stadium is definitely coming into its own. In addition, this past fall, the Stadium hosted its first professional football game as 9,000 fans came to watch the CFL's Toronto Argos vs Hamilton Ti-Cats. Not to be outdone, the annual Homecoming football game was sold out when the Western Mustangs met the McMaster Marauders. TD Waterhouse Stadiwn - Report to Donors 2003 - Page 2 The following is a list of events that have taken place at TD Waterhouse Stadium this past year. Community Events Forest City Track Meet (London-Western) UWO High School Track Meet Kids Help Phoneline Walkathon Thames Valley Marathon and Fun Run Christian Academy Track Meet Thames Valley High School Track Meet WOSSA High School Track Meet (2 days) Great Lakes Regional Track Meet Christian A.AS.O. Regional Track Meet Special Olympics - Thames Valley Elementary Track Meet Special Olympics - Thames Valley Secondary Track Meet London-Middlesex Catholic Elementary Track Meet (3 days) Thames Valley Elementary Track Meet UWO Rug Rats Track Meet Canadian Multi-event Track Championships (2 days) CFL Toronto Argos vs Hamilton Ti-Cats London Thunderbirds Football Games (4) London Falcons Football Games (4) Canadian Senior Field Hockey Championships (5 days) Canadian Women's Field Hockey Training Camp (7 days) United Way High School Football Tournament (4 days) Thames Valley High School Field Hockey Championships London Minor Football Championships Thames Valley High School Football Finals OFSSA High School Football Semi-Finals University Events Football vs Windsor Football vs York Football vs McMaster Football vs Guelph Football 1,4 Finals vs Windsor Women's Field Hockey Games (10) Men's Lacrosse Games (4) Men's Soccer Games (2) Participants I Spectators 1,500 750 500 1,000 100 600 600 200 500 750 750 3,000 3,200 100 100 9,000 300/ game 300/ game 300 30 1,500 / day 200 800 2,000 2,000 5,000 4,000 10,000 4,000 3,000 100 200/game 100 TD Waterhouse Stadium - Report to Donors 2003 - Page 3 Leading. City. The TD Waterhouse Stadium helps bring members of the London community to Western's campus. The City is providing $100,000 per year for five years to assist community groups wishing to use the TD Waterhouse Stadium. In 2002, the City provided grants to the following groups: Western Ontario Field Lacrosse North London Flash Forest United Flames Christian Athletic Association of Schools of Ontario Christian Academy of Western Ontario Thames Valley District School Board North London Cobras London Western Track & Field Club Investing in Children London Field Hockey Club Retirement Research Association Forest City Thunderbirds Football Club London Falcons Football Christian Academy of Western Ontario Southwestern Ontario Field Hockey Oakridge Optimist Soccer Thames Valley District School Board London District Catholic School Board National Field Lacrosse Championships Minor soccer team - pre-season practice Minor soccer team - pre-season practice Track event - 1500 participants (10 per cent Londoners) Track and Field event for local Christian school smdents Track and Field event - 58,249 smdents from TVRAA Minor soccer team practices / exhibition games Trade club practices and competitions for season Special Olympics Track Meet Community field hockey practice Retirees exercise program Junior football practices and games Junior football practices and games Track and field practices for school-age children Hockey practice Soccer practice WOSSA Track Meet Track meet TD Waterhouse Stadium - Report to Donors 2003 - Page 4 Leading. Donors. Lead contributors to the stadium building project were recognized through the naming of some of the Stadium's key features as follows: · TD Waterhouse Stadium - recognizing the lead contribution to the project · Donald J. Wright Track - an eight-lane sheet-rubber Mondo track · J.W. Little Memorial Building - the building is 1,609 square metres in size and commemorates the original naming of Western's first Stadium · The London Free Press Media Centre · The JOM Labatt Lounge - includes a glass wall looking out onto the field of play, with some of the best seats in the house, with full amenities. · Stanley J. Cowin Grandstand (west) · JOM Metras Grandstand (east) · Centre Field - JOM and Arlene Cram Family · The "W' Club North End Zone · Deloitte and Touche Ten Yard Line (north) · r.c. Funding Financial Corporation Twenty Yard Line (north) · Gary & Mary Margaret Koreen Thirty Yard Line (north) · Michael & Sandy Kirkley Forty Yard Line (north) · Bob & Donna Bourne Forty Yard Line (south) · David & Marg McCann Fifty Yard Line (north) · Reg Richter Fifty Yard Line (south) · Lerner and Associates Ticket Booth · Tornado Insulation Ltd. Ticket Booth TD Waterhouse Stadium - Report to Donors 2003 - Page 5 · Cam and Randi Ivey Referee Room · Mr. and Mrs. John M. Thompson Referee Room · Richmond North Centre Corporation (Glen David, Bob Siskind, Tom Whealy) Mustang Coaches Conference Room · Drake Goodwin Corporation Medical/First Aid Room · Andrew and Helen Spriet Team Dressing Room · Richard M. Ivey Team Dressing Room . McCormick Canada Starting Blocks and Soccer / Field Hockey Nets . Paul & Kaye Beeston Baseball Diamond · Stinson Security Services Ltd. Baseball Diamond · CitiFinancial Baseball Diamond In addition, at its entrance, the stadium features a brick walkway engraved with the names of all donors of $201 or more to the Stadium and the 2001 Canada Summer Games. Leading. Thinking. Thank you for your dedication to Western and the London community as a donor to the TD Waterhouse Stadium project. You will receive a final report regarding the TD Waterhouse Stadium and its activities in 2004. TD Waterhouse Stadium - Report to Donors 2003 - Page 6 OTTAWA OFFICE > Room E32 Confederation BuHdjng House of Commons K1AOA6 Tel. (613) 990-7769 Fax (613) 996-0194 CONSTITUENCY OFFICE 499Ta!botSt. St. Thomas, Ontario N5P 1C3 Tel. (519)631-3921 1-800-265-7810 Fax (519) 631-8555 HOUSE OF COMMONS OTTAWA,CANADA K1A OA6 RECEIVED ST. THOMAS July 10,2003 JUt 14 2003 COOfm! OF a.aiN ~~~~ISmATM: SERViCE.':; The Honourable Tony Clement Minister of Health and Hepburn Block, lOth floor 80 Grosvenor Street Toronto, ON M7 A 2C4 Care Dear Minister: I am in receipt of a c Health Care Londo Mr. CliffNordal, President/CEO ofS1. Joseph's Mayor of the Municipality of Central Elgin. k and his council's concerns regarding lack of è geriatric psychiatric services to one location, . ents of this community~ have not had access to Implementation Task Force Report. I recently met with as well. il where concern was expressed about this issue, Minister, I request people may be info or release the report as soon as possible so -2- I would appreciate a response to my letter and request at your first convenience. Thank you for your consideration of this request. Yours truly, ~ Gar Knutson, P.C., M.P. c.c. Elgin-Middlesex-London MPP Steve Peters; Elgin County Council; The Municipality of Central Elgin; Mr. CliffNordal, President/CEO, St, Joseph's Health Care London. Ministry of Agriculture and Food Ministère de l'Agriculture et de I' Alimentation ® Ontario Office of the Minister 77 Grenvi11e Street, 11 tl1 Floor Toronto, Ontario M5S 183 Tel: 1416) 326-3074 Fax: 1416) 326-3083 Bureau du ministre 77, rue Grenville, 118 étage Toronto (Ontario) M5S 183 Tél.: (416) 326-3074 Téléc.: (416) 326-3083 RE('; :"','f'''j¡ 'i~ Cl,¡¡ Mrs. Sandra J. Heffren Deputy Clerk County of Elgin 450 Sunset Drive St. Thomas. Ontario N5R 5Vl 'i;í~3 .1111 .. COllN'f.~':.~~"0*,j\\ IM'I~~."""~¡¡""f-.ï.· "'c.'''',,,,,,, ~~;~'1~~@..'i-~tPiI:>'. ¡;,,. """ JUL 1 4 2003 Dear Mrs. Heffren: Thank you for your letter of June 11, 2003 conveying the County of Elgin's support for Grey County's resolution regarding financial support for livestock producers and related industries affected by the closure of export markets. I appreciate that the closure of international borders to imports of Canadian ruminants and ruminant products has placed our livestock producers and related industries under severe stress. In response, I am pleased to report that the Ontario government has announced it will provide its 40 per cent toward the Canada Ontario BSE Recovery Program, a national compensation program for the livestock industry. Producers who sell their cattle or other ruminants for slaughter will receive compensation on a sliding scale in relation to a reference price. For more information on this program, interested parties should be directed to the Ontario Ministry of Agriculture and Food's web site at www.omaf.gov.on.ca Or to the ministry's toll-free information line at 1-877-838-5144. We recognize that the reopening of key export markets remains a top priority. The science and rigour of the Canadian investigation into the single incidence of bovine spongiform encephalopathy certainly supports lifting all components of the border restrictions in short order. Rest assured, I will continue to urge the federal government to use every diplomatic avenue available to them to ensure that the borders are reopened as soon as possible. .../2 Ministry Headquarters: 1 Stone Road West, Guelph, Ontario N1 G 4Y2 Bureau principal du ministère: 1, rue Stone ouest, Guelph (Ontario) N1 G 4Y2 Invite Ontario Home Invitez l'Ontario chez soi \,~ -2- Thank you for writing to me on this important matter. Sincerely, ¡ , i / "Seniors Picnic 2003" RECEJVED July 14, 2003 JUI 16 2003 ~~ Of!:::! Øíìi -t!.J\U~~,~ ""'.~ ~;'"- ... m~;'i"'~~)- (>-""~~-~f1o~'"~ ~~$.~~~~t~krl~Y v;~,,\\~~~_?-4·,¿ ~,,\î.".Mt:~¥.!:,"<;, Mark MacDonald Administrator County of Elgin St. TIlOmas, Ontario Dear Mark: On behalf of the 2003 Seniors Picnic Committee I would like to thank Elgin County Council for their generous support of the for the Seniors Picnic on July 9,2003. We had a great crowd, weather and entertainment. It was also a pleasure having County employee Nancy Hunter as part of the planning committee. She did an excellent job and represented the County well with this project. Thanks again for all of your support. I know it means a lot to the Senior's in our community. Sincerely, ~~~ Ken Verrell Picnic in the Park Chairperson OTTAWA OFFICE Room 832 Confederation BlJilding HOlJseofCommons K1AOA6 Tel. (613) 990-7769 Fax (613) 996-0194 CONSTITUENCY OFFICE 499 TaJbolSt. St. Thomas, Ontario N5P 1C3 Tel.. (519) 631-3921 1-800-265-7810 Fax (519) 631-8555 HOUSE OF COMMONS OTTAWA, CANADA K1A DAS RECEIVED ST. mOMAS July 2003 .1111 23 2003 Elgin County Council Attn: Ms. Sandra Heffren, Deputy Clerk 450 Sunset Drive St. Thomas, ON N5R 5Vl cm,Mrif Œ iZ~ A""""" «"",,. ;¡."",,,,, ~"'"",@*>t" i4Üt:~.';<'H~ ~·1t~Hft ;'iFt ~;:~~~t.\!~..~ Dear Ms. Heffren: Thank you for sending me levels of government takin py of Elgin County Council's resolution regarding senior ion to support the livestock industry impacted by BSE. Please note I have been Cattlemen's Associatio g regularly with representatives of the Elgin County :tion to livestock exporters. The Government ofC we continue to work' addition, and we ar Canadian-US. bord uickly to put a compensation package into place and e needs of those impacted in the beef industry. In ials in the United States and Japan to open the ock trade. The compensation accessed through th MPP Steve Peters' 'on with the Province of Ontario - can be f Agriculture and Agri Food website, and through Thank you for kee Yours truly, 1M OTTAWA OFFICE Room 658 Confederation Building House of Commons K1AOA6 Tel. (613) 990-7769 Fax (613) 996-0194 CONSTITUENCY OFFICE 499 TalbotSt. St Thomas, Ontario N5P1C3 Tel. (519)631-3921 1-800-265-7810 Fax (519) 631-8555 HOUSE OF COMMONS OTTAWA,CANADA KIA OA6 ST. THOMAS RECEiVED July 21, 2003 JUt 28 20M II"N~rm;¡>n:¡ ~ rl~! ~Wt"'J}·'ì1 W ~t.,,~~1r ~1t%~íJ¡le¡0~i..¡j,·~,~~ ~1<~f~T~W~~"3~~ Au:t;.~~~,~~,~'J·l~r; tt-~é:::'t£~,'1,,->,'_--J Elgin, County of Mark McDonald - Administrator 450 Sunset Drive St. Thomas ON N5R 5VI Dear Mr. McDonald, Thank you for meeting with me recently to discuss the many pressing issues facing County Council of late. I appreciate the opportunity to maintain close contact with elected officials rrom the many municipalities in my riding. I have located a research institute at the University of Guelph that I hope will be of some assistance in studying some of the shoreline problems discussed at our meeting. Please find enclosed a letter I sent to Dr. Stewart Hilts, of the Centre for Land and Water Stewardship, seeking his aSsistance in the matter. I will keep you posted on any assistance he offers. Thank you again for the meeting. Sincerely, ~M/ The Hon. Gar Knutson, P.C., M.P. Elgin-Middlesex -London Enclosure THE HON. GAR KNUTSON, P.C., M.P. Elgin-Middlesex-London .+. OTTAWA OFFICE Aoom 658 Confederation Building House 01 Commons K1A OA6 Tel. (613) 990-7769 Fax (613) 996-0194 CONSTITUENCY OFFICE 499 Talbot Sl St_ Thomas, Ontario N5P 1C3 Tel.. (519) 631-3921 1-$00-265-7810 Fax (519) 631-8555 HOUSE OF COMMONS OTTAWA,CANADA K1A OA6 July 21, 2003 Dr. Stewart Hilts, Director Centre for Land and Water Stewardship University of Guelph Richards Building Guelph ON Nl G 2Wl Dear Dr. Hilts, I hope this letter finds you well. I recently met with the council for the County of Elgin on the topic of shoreline erosion, among other subjects. They have recently had to relocate several roads and commit to many other works if the march of erosion of the bluffs cannot be halted. My letter today seeks your assistance in conducting research on soil erosion in Elgin County. If you have any ideas about funding for research and researchers on this subject I would be most interested in getting that information to the County of Elgin. If you can be of assistance to the County of Elgin in its erosion prevention efforts please make contact with Robert Clifford of my office at 800-265-7810. Sincerely ~~,: Elgin-Middlesex-London cc County of Elgin Council and administration THE HON. GAR KNUTSON, P.C., M.P. Elgin-Middlesex-London .+. ~If1~ J1ffuttici¥alit~ nf ~zt lEIgin RECEIVED July 11, 2003 JUt 1. 62003 ÇŒI~1Y I}f I!tGfi ~'~R' -",,-,~~">';¡¡~~;1§;f"~~ ~f;*,.k~!t~<-_ii\i, ,~~,~~ ~...,;-,~\ýtv~~'V j"¡,¡;.<:\}.\-:."',;'>""'d"." \- ,....- . , County of Elgin 450 Sunset Drive St. Thomas, ON N5R 5V1 Attn: Mrs. Sandra Heffren Dear Madame: RE: GERIATRIC PSYCHIATRY PROGRAM Please be advised that the Council of the Municipality of West Elgin, in support of your request, passed a resolution at its meeting held on July 10th, 2003. A copy of the said resolution is attached for your information. Please circulate this letter as you feel necessary. Yours truly, ~~~ J~~7é Norma I. Bryant, HonBA,4c~ ~ Clerk Encl. 22413 Hoskins Line, Box 490, Rodney, Ontario NOL 2CO Tel: (519) 785-0560 Fax: (519) 785-0644 · < .Q) C) u. ., -\2:E:~Y ----..-- - MUNIG~PALJTY OF WEST ELGINn RESOLUTION # Moved by e: July 10th, 2003 Seconded by R Lv c. (<.... RESOLVED that Council of the Municipality of West Elgin is in support of a resolution put forth by the County of Elgin that 0 poses the consolidation of the G"al"" P'YCh~::' Loodoo ,; DISPOSITION: ~ -IIJ r, NOR..\iA BRYANT, CLERK OF THE CORPORATION OF THE MUNICIPALITY OF-WEST WIN, IN THE COUNTY OF ELGIN, DO HEREBY CERTIFYTHATTIiE FORBGOINGISA TRUECOFYOF ~ PASSBD BY:rtÆc COUNCIL OF THE SAID CORPORATION ONTHE .LQ...DAYOF _::J 1/ .20 C!3 . ~~ «1J11£ ¿ffiunicipmit~ nf ~m ~Igitt R·"""'~"¡t"""J:I\llC·D <__w,,,,,¡¡_,,t(¡ Wi Þ 'Z. ",'1~,W""",;;< == July 11,2003 JUt JJ.6 2Ð03 ~ífŒwø ~~~~~Æ~ County of Elgin 450 Sunset Drive St. Thomas, ON N5R 5V1 Attn: Mrs. Sandra Heffren Dear Madame: RE: PROPOSED TAXPAYER PROTECTION ACT Please be advised that the Council of the Municipality of West Elgin, in support of your request, passed a resolution at its meeting held on July 10th, 2003. A copy of the said resolution is attached for your information. Please circulate this letter as you feel necessary. Yours truly, No~t,£~ Clerk Encl. 22413 Hoskins line, Box 490, Rodney. Ontario NOL 2CO Tef: (519) 785-0560 Fax: (519) 785-0644 -_.__.._~_. Moved by Seconded by (~è\ \s& MUNICIPA\;;IT:¥=ÐE::WEST ELGIN RESOLUTION # Date: July 10th, 2003 RESOLVED that Council of the Municipality of West Elgin is in support of a resolution put forth by the County of Elgin that request the Ontario Progressive Conservative Party to withdrawn from its campaign the initiative which would legislate a referendum should a municipality wish to ine property tax rates. DISPOSITION: ~~~\.~ 1, NORMA BRYANT, CLERK OF THE CORPORATION OF THE MUNICIPALITY OF WEST ELGIN, IN THE COUNTY OF ELGIN, DO HEREBY CERTlFYTHATTHE FOREGOING IS A TRUE COPYOF ~~ PASSED Byœ COUNCIL OFTHE SAIDCORPORATION ONTHE .!fLDAYOF.J.'(J .20£. ~r Jul.24. 2003 3:33PM TOWN OF AYLMER No,7546 P.1 TOWN OF AYLMER 46 Talbot Street, West, Ay1m.er, Ontario N5H 1J7 Office: (519) 773-3164 Fax: (519) 765-1446 July 24, 2003. The Right Honourable Jean Chretien, Prime Minister of Canada. Honourable Ernie Eves, Premier of Ontario, Honourable Sir: SUBJECT: MUNICIPAL ELECTIONS Please be advised of the following resolution passed by Aylmer Town Council on Monday evening, July 14th; 2003: "That Aylmcr Town Council endorse the resolution of the Municipality of Ccntral Elgin and hereby petitions the Federal and Provincial Governments to avoid election calls when a municipal election Is being held, and that a copy of t~is resolution be forwarded to Prime Minster Jean Chretien, Premier Ernie Eves, MP Gar Knutson, MPP Steven Peters; the Municipality of Central Elgin and the Council oUhe County of Elgin." A copy of the resolution from the Municipality of Central Elgin is attached for ease of reference, We look forward to your response. Yours truly, Jt ).M,' rf(~ clet Phyllis Ketchabaw c.c. MP Gar Knutson, Elgin/London/Middlesex MPP Steven Peters, Elgin/London/Middlesex Municipality of Central Elgin Council of the County of Elgin Progressive Conservative Patty Jul.24.20033:33PM TOWN OF AYLMER No.7546 P.2 86/BS/b.:s "";111;::>1 :;;:,Ii ¡¡:;,SIJCIknun Ul'-r-... 1. 519 63376e.1 CLERK-Elgin Co Page ~!4 JUN~05-03 THU 05:03 PM 260 FAX NO. 4!a 971 61-91 p, 03 rr/1.e. Corporation oj t!1e 'Jv(unicipafity of Central' 'Elgin 400 S~nse! Drive, 1St Floor. SI. Thom"s, Ontario N5A SV1 ~h.5'9·631·<l860 Fa~ S19·S3\-4trJa, May 27\" 2003 we:. SEEK YOUR SUPPORT FOR TI-IE FOLLOWING MOTION WITH RESÞECT TO MUNICIPAL ELECTiONS TO ALL MUNICIPALITIES RE: MUNICIPAL ELECTIONS Flc,iM bo ~dvlsed that the Counoil of The Corporation of\he Municipality of Central Elgin cJ¡"cUs~Qd till) ¡;¡bove noted mattM at their metõling dated Monday, May 261h, 2003 end the following rasolutlon w::w p¡lssed: . WHEREA$ C'Oniuoion car¡ r<a$ult when provincia! or federal elections are held concurrently with muruci1GI ~I~çlie¡ns: Nnw THF.R~FORe SfllT RESOl.V~!J THAT the!! Council of The Corporation of the M~lnic¡rò!¡¡IY afCcm(ml Elgin roqllest the f(,deral and provincial govemments to avoid election c;,¡¡¡¡:. when ¡¡ munic:ip;:¡1 !¡eclion Is baing held AND FURTHER THAT a copy of this resolution be iorwilrded to the;¡ RI. Hen. J.~"," Ghretiel1; the Hon. Ernie Eves: the Hon. Gar Knutson. M,P,; Md $j'we Poters, M.P.P_ CARRIED. '- 1 1 I"'~--..,¡·"--"" ---.--.....-- "'-1 t--'..-ßøI1"_"'--..4ð.~"W . -"o..-~...I&.t .~_.~.~...-....¡, J; Federation of Canadian Municipalities Fédération canaÆenne des municipalités July 23, 2003 MEMBERS ADVISORY Please distribute to all members of Council and Senior Staff Government of Canada Releases FundinQ Criteria The Govemment of Canada has released the broad criteria for the new $3 billion 1 O-year long-term infrastructure program announced in the 2003 Budget. As expected, $2 billion will be allocated to top-up the Canada Strategic Infrastructure Fund (CSIF). Admissible funding categories will include water quality and access, trade corridors, broadband connectivity, sustainable urban growth and northern infrastructure. The program will target 20 per cent of the funds to communities with populations under 250 000 and will provide a separate funding category for northern infrastructure. The remaining $1 billion will be allocated to a cost-shared grassroots municipal-rural infrastructure program. The program will be similar in nature to existing infrastructure agreements. A maximum of 20 per cent of the funds will be directed at projects that benefit communities of over 250000 people. In our submission to Infrastructure Canada, FCM asked that the new infrastructure program strike a balance between large and small municipal projects to meet the needs of urban, rural, northern and resource-based communities. Most significantly it asked that the funding criteria be flexible and open to both small and strategic projects. The Minister responsible for Infrastructure had indicated that municipal concerns would be taken into account in program design and implementation. FCM welcomes provisions that ensure a funding balance between communities. The 20 per cent allocated under CSIF and the 80 per cent reserved under the municipal-rural program for communities under 250 000 people ($1.2 billion) will ensure that small and medium-sized communities have fair access to funding. The remaining portion of the CSIF and the $200 million reserved for projects in communities over 250 000 people through the municipal-rural program ($1.8 billion) will provide guaranteed access for larger urban communities. The proposed dedicated funding for rural and northem areas as well as support for objectives such as climate change mitigation and best practices meet FCM's recommendations. As further details are released, FCM will work to ensure that detailed criteria are adequate and flexible. A program dedicated to municipal-rural infrastructure has been a key FCM proposal. A renewed commitment to tripartite investments emphasizes the importance of investment as an essential foundation of economic competitiveness and quality of place. Still, these investments alone will not fill the infrastructure gap. The Canadian Society of Civil Engineers estimates the infrastructure deficit has now risen to $57 billion and is increasing by $2 billion per year. FCM has requested that the Government of Canada accelerate its contribution in the short term to $1 billionlyear for the next 3 years. Infrastructure Canada's announcement makes no mention of an accelerated commitment schedule. FCM will continue to urge the Govemment of Canada to provide adequate, predictable and sustainable funding that meets the infrastructure needs of Canadian municipalities. Contact Roger Picton rpicton@fcm.ca (613) 241-5221 ext. 240 or David N. Campbell dcamDbell@fcm.ca (613) 241-5221 ext. 314 r£ Federation of CMadia.n Municipalities Fédérarion canadie.nne des municipalités August 5, 2003 MEMBERS' ADVISORY Please distribute to all members of Council and Senior Staff TELL US WHAT YOU'VE DONE TO HELP "BRIDGE THE GAP" Ottawa, August 5, 2003 - The upcoming Fall season promises to be a unique opportunity to keep municipal issues at the top of the national agenda. The time to demonstrate commitment to these issues is now. FCM's 'Bridging the Gap" campaign, launched at our annual conference in May, is mobilizing municipal governments to take action to highlight the critical need for infrastructure and other investments. Building on this awareness, we will go on to make the case for a new relationship with other orders of government. Since nothing inspires others like a good example, we're asking you to tell us what your community has done to promote these issues. Begin by adding your efforts to those of other communities that are raising the issues with their MPs and provincial legislators, reaching out to other organizations and capturing media attention. Then share your successes, strategies and experiences on the FCM website, where you can use our new interactive feature to tell us what you've done. Here's how it works: go to the FCM website (www.fcm.ca).Clickonthe·Bridging the Gap" link, then enter 'FCM" as the user name and 'campaign" as the password. That will take you to the "Bridging the Gap: Campaign Reporf' page. Clicking on the Campaign Report link will take you to a page where you can enter your information. We'll post examples on the FCM extranet so that other communities can benefit. Timing is everything. This Fall, we will make our case to a new federal leader, but that case will be weaker without a convincing demonstration of commitment by municipal governments. You can demonstrate that commitment in many ways. The Local Engagement Toolkit, which you can find on the FCM web site, offers a number of suggestions, including: · Build alliances with local organizations like the Chamber of Commerce; · Capture media attention with specific, tangible examples of how inadequate resources are hurting your community; · Use visuals to bring these issues to life - talk to the media 'on location" where the harm can be seen; · Get the message out to the media using news releases and fact sheets; · Engage your MP and members of the provincial legislature in coalition building. FCM has more than 1,000 member municipal governments. When you all speak with one voice and back up words with actions, Canadians and other orders of government will listen. If we are silent, we will be ignored. And remember that FCM's president and table officers will be traveling across Canada this fall. Their visit to your provincial or territorial capital will be a good opportunity to interest local news media in these important issues. For more information: Massimo Bergamini Director, Communications (613) 241-5221 ext. 247 Robert Ross CommlJnications Officer (613) 241-5221 ext. 399 NÆ - Ontario Ministry of Natural Resources Minister Ministère des Ministre Richesses naturelles Queen's Park Toronto ON M7A 1W3 416314-2301 JUL 2 3 2003 Rech~ 9 E[)1NR1 OMC-2003-2540 Mrs. Sandra J. Heffren Deputy Clerk County of Elgin 450 Sunset Drive St. Thomas ON N5R 5V1 JUt 24 moJ ~(f~ ",_~~~""""~·'!~¿1Ç;{~~ .~~~~30i]ikì$:'~'>;Q',þ.;~n~~ '~'1;1!, ,-, Dear Mrs. Heffren: Mr. Steve Peters, MPP for Elgin-Middlesex-London, has written to me in support of council's resolution regarding farmed deer and elk. Premier Ernie Eves has also shared your letter with me. The main emphasis of the Fish and Wildlife Consel1lation Act, 1997 (FWCA) and associated regulations is the management of native wildlife. The FWCA does permit the farming of specified native wildlife, but it also contains provisions to ensure that the health and genetic integrity of free-ranging wildlife are protected from negative impacts that could result from the release or escape of captive wildlife. The approach taken in regard to farmed native wildlife was consulted upon widely in the development of the FWCA and included the game farming industry. At this time, the ministry is not planning to change these regulations. Your council's resolution will be kept on file should a review be undertaken. Thank you again for writing. Sincerely, on. Jerry J. Ouellette Minister of Natural Resources c: The Honourable Ernie Eves, MPP Premier The Honourable Helen Johns, Minister of Agriculture and Food Steve Peters, MPP, Elgin-Middlesex-London The Premier of Ontario Le Premier ministre de l'Ontario ltÆ .......~ Ontario Legislative Building Queen's Park Toronto, Ontario M7A1A1 Hôtel du gouvernement Queen's Park Toronto (Ontario) M7A1A1 July 21, 2003 RECEIVED Mrs. Sandra J. Heffren Deputy Clerk County of Elgin 450 Sunset Drive St. Thomas, Ontario N5R 5Vl JUt 24 2OO.J ootmY.Œ~ N}~·~}¡~¡\\'1M'~· Dear Mrs. Heffren: Thank you for your letter informing me of council's resolution about Bovine Spongiform Encephalopathy (BSE). I appreciate your keeping me informed of council's activities. I note that you have sent a copy of your letter to my colleague, the Honourable Helen Johns, Minister of Agriculture and Food. I trust that the minister will also fmd council's views informative. Once again, I appreciate having this matter brought to my personal attention. Yours sincerely, ~~.... ~ - c;:_~ Ernie Eves, MPP Premier c: The Honourable Helen Johns @ 87/25/83 22:86:30 EST: ASSOCIATION OF?-) 519 633 7661 CLERK-Elgin Co Page 1182 JUL-25-03 FRI 02:51 PM 260 FAX NO, 416 971 6191 j, ~,;:r'" I"N. p, 01/01 Association of Municipalities of Ontario ~"""',jJ~m""", /' :r::, _,"." ..1,l}, .1 ,'f , '~"t;' r I ~.ll~''¡í'{ <'¡'} t.:.,' '.,~\. A~;ji ~~~ ~ ." i»!'¡jJ,.i 1;"";",,," ~l" J'.o;Il.'~\ " xJ:,,:"}+ , ~'·<"~'~1"1.:¡ ~ ' ~~ < , ., ~;H~~~ ......"J ~..~. . ..... - 393 Ut1iVÐt'Síly AValue, Suite 1701 Tcronto, ON MSG 1E6 Td: (416) 971-985G' fax: (416) 971-6191 ernaa: t:u'no@5tmo.n')l¡nicom.com To (hI;) 'wmcdiate a'tleni'ion of the Clerk and Council July 25, 2003- Alert 03/039 lltVOŒYEAR TRANSFER TAX EXEMPTION FOR LDCS PASSED AND OTHER ELECTRICITY UPDATES I;¡.~u(¡: f{C[julnlÏ(m u!lowing municip¡¡1 electricity assets to be sold or consolìdated without transfer taxes for the next two yems. ßacl<grúund: As noted in AMO Alorts 03/18 and 03/23, the Provincial government promised in their 2003 BudgÐl that tllere would be u two-year transfer tax exemption (until March 28, 2005) for sales and amI11g<1m:.!ions of municipal Local Distribution Comp::mies (LDCs) within the public sector, On July 7, 2003, tho Province passed promised Regulations to encourage the "...development of new electricity supply from cle¡m, allornative and renewable energy sources." Among sèveral tax incentives for compmlios investing in these types of projects, is a 10-year properW tax holiday. The government promiscct Ihsl"Col11p<msaUon to municipalities for lost property tax from this new holiday would be provided sírnil¡:¡r to Ihat provided in relation to waterpower," but those provisions have yet to be passed by the gowrnrn('flL AMO has asked the Finance Minister when this will happen. On Jelly 113, 2003, Regulation 292/03, made under the Elee/deity Act, 1998 was filed, providin9 that a transfer tl.1X exomption applies if electricity ¡¡ssots arc transferred to certain municipal corporations, an LOC, Ont<Jrio rower Generation (OPG), Hydro One or subsidiaries of OPG and Hydro One. Aecording to the [Jovernment, the purpose of the Regulation is "... to encourage greater rationalization find efrie¡,mcy," in Ontario's electricity dislribution system. The Regulation will be Gazetted on July 26, 2003, but I'" F¡wlllaÞI", now at the E-Iaws wGbsile: ! 1,[tp;(/Y:!Y!w,.9:1D'tffi/J9V .on. colD B La'!i§/S OJ.!rçf!Regs/EJ:!glis tI/2003IR032ª;UUl!m· Two con~lIllatianG on incrC<Jsing electricity generation und improving energy conservation have been fw,nollnC'.en. On June 27, 2003 it flPpointed an Electricity Conservation and Supply Task Force and it is exper;tcd Ihat tl10 Task Force wiJI report out early next year. In addition, the Ontario Energy Board (OE8), at 1110 dircclion of tile Minister of Energy is embarking on, a review of Demand Side Management and OGlTland nesponsc, Stakeholdors have until July 28, 2003 to respond to the OEB's invitation to participate. A drnfl report should be available later this year. and recommendations will be provided to the Minister of F.ncrlJY on M<1rch 4, 2004, Information on the OES review can be found at: Yi'!.<W ,0J,i?,9ºY,Qn,Çil/tllml/onfjndu~r:yr!'.I'i.jjLo.Ð.§¿ong9inqproiÐcls ministÐrsdire.c.ti'l!Ldsm,hlrn. Action: Borden Ladner GOlìIÐis LLP (BLG), AMO's legal advisor on electricity issues, has done analyses of iho abovo Regulations. They arc available on the AMO website at: 'f.J.wY{..qO.\I.1,9L1"gêLWY1~LD!'&i.\NlliJtS__!l'S.'ij",-I1!.OJJ. Lawyers from BLG will also bè doing a pres;;;ntation at the lJflCj)í\1íng AMO Annual Conference on Monday, August 18, 2003. Please see YY'""!'''',C{1JmtØJß£QmLclili<UD1<:"i.IJ.tlAMgDocconfLisl.nsp?PubCa!ID;:56 for more details. The Assocl$tion will [1150 be particípating in the consultations conducted by the OEB and the Electricity Conservation and Supply,ru,l( Force. "(hi$; Information 1$ 1>vail"bJo thmugh AMO'.s subscription bDSOd MUNfCOM /Jetwork al www.mll/Jic;omcC91J2- Fo,. mom Information, 1'1";;56 cont'1ct: Jeff FisJJDr, Senior Policy Advisor, 416 971-9856 ext. 315 Dr email jfisl¡.)r@,'I!H>.mlllll~Dm-com Bridging the Gap Advocacy Campaign Tool Kit Attached is your copy of the Bridging the Gap advocacy campaign toolkit. This was prepared to assist FCM membets in securing public support for national municipal priorities. The Bridging the Gap campaign was launched at the FCM Annual Conference in Winnipeg last month. It has a simple goal: keeping municipal issues at the top of the national agenda. Thanks in part to a highly successful Conference, we believe that there exists a renewed momentum in favour of meeting the many challenges fàcing Canadàs municipal governments. Building on that momentum by taking our issues into our communiries and developing local alliances with Members of Parliament, business, labour and consumer groups is the crirical next step we must take. Campaign activities can be as simple as a letter to the editor or a council resolution; or more involved~ such as a meeting with community leaders and the general public. But it is essential that municipal leaders engage in this campaign. This toolkit is designed to help you in whatever you choose to do. Current political circumstances strongly point to a window- of-opportunity. If we act now, we will be well positioned to ensure our agenda is reflected in the Government of Canadàs priorities. FCM's campaign plan calls for national and local advocacy activities to run /Tom August ro December in order to take advantage of a fàvourable political environment. The toolkit itself contains various materials, including analyses of the infrasttucrure funding crisis fàcing Canadás municipalities, fact sheets, a draft press release, draft speaking notes and a draft op-ed piece for local media. The toolkit will be periodically updated and expanded to reflect changing political and economic circumstances. We welcome your views and input in this regard. The toolkit and updates can also be accessed on FCM's Web site at wwwfcm.ca You can fmd it by clicking on the "Bridging the Gap" link. This will take you to a password-protected section of the site. USERNAME: FCM PASSWORD: campaign PlelUe note, fir plUsword use lower clUe only. For further information: Massimo Bergamini Director, Communications (613) 241-5221 ext. 247 Jon Kanellakos Communications Officer (613) 241-5221 ext. 367 Bridging the Gap Bridging the Gap RecelVED~ J'J' 2003 A tool kit for municipal leaders OOUm.YOF ~ ADM!W¡ßifl~1WtSEtMŒS Every Canadian that cares about the vibrancy and health of our communities was disappoinred by the last federal Budget. As a result of strong commitments in the 2001 Liberal Red Book, the 2002 Throne Speech and the report of the Prime Minister's Caucus Task Force on Urban Issues, expectations were running high thar the Government of Canada would take bold steps to place our communities on the path to sustainability. For months, the municipal agenda was dis- cussed in Ottawa and elsewhere as being a national priority. The February 18 Budget, dashed the hopes of many by falling well short of what is needed to deal with our most pressing problems, particularly the infrastructure gap. But there is reason for some optimism. In the days that followed the Budget, government spokespersons- including the Finance minister--{;haracterized the funding allocated to municipal priorities as a down payment. FCM intends to hold the government to that commitment. The next few months will be critical. We will have to keep municipal issues at the top of the national agenda even as the governing party chooses a new leader and the counrry gets ready to go to the polls. FCM is asking every municipal leader to take our issues into their cominunity and develop local alliances to support our national campaign. In this toolkit you will fmd useful information to help you develop and run your own campalgn. The toolkit is also available on the FCM web site at www.fcm.ca. There, it will be kept up to date to meet your needs. You will fmd documents to adapt and use according to your particular circumstances as well as useful background information. The success of our efforts will depend to on the vigour of our local engagement. We hope this tool kit helps you in your efforts. Bridging the Gap ~" A tool kit for municipal leaders Local Engagement Blueprint A Plan for Action This Blueprint is about the power of one voice amplified a thousand-fold. Mote than 1,000 municipal governments make up FCM. Each has its unique story and its own set of issues with which it must contend. But there are issues that cut across diffetences of size, geography and population. None is more immediate than the need to achieve a long-term infrastructure program. Our diversity becomes our strength by offering us many ways to spread our core messages and build a broad base of support. FCM will run a national media relations campaign and develop opportUnities to advance our agenda with the Government of Canada. Member municipalities will be encouraged to do the same in their communities. We will focus on local engagement, building alliances within our communities to amplifY our message. We need especially to include local MPs, to hold them accountable for the state of federal government support for our communities and to challenge them to work with us in finding solutions. Some ideas Success through local engagement Alliances are a cost-effective way to overcome policy issues that may seem intractable. No single FCM member can do the job alone, but all bave sttengths that can add up to a powerful synetgy. Alliances also show the public and policy makers that there is broad support for FCM's goals of securing infÌa- structure funding and building new telationships with other orders of government. A common-cause approach will payoff in increased access to policy makers and media artention that stakeholders would less likely achieve on their own. A successful alliance is win/win. Look for ways for all parties to benefit. The Chamber of Commerce in your community might be looking fot help in tevitalizing the main street. You know many members of the Chamber help out with the local MP's annual fundraiser. The local labour council has a small army of retirees who can help with mass mailings. Put all those citcumstances together and suddenly you have a powerful alliance with which to lobby the local MP for support on infÌastructure. Meet with these potential allies and share your strategy for making the federal government mote accountable about the state of our communities. Start from a media hub We suggest using the newspapet readetship tertitories in your area as the basis of a hub strategy. If your com- munity is in a province with only two or three daily newspapers, use the distribution areas of these media to form action precincts. If there are competing daily newspapers in your region, their combined distribution areas can form the precinct or advocacy area (AA). Since the editorial board of your local daily newspaper is~ one would start a local advocacy cam- aign, editorialists are central to your efforts. / \ ___________ ¡ ! -L-/ ~ , Local engagement Blueprint A tool kit for \ _____ mnnicipalleaders } -------. ~ ----- Form an action committee with representatives from each of the municipalities and their local allies in your AA and develop a common presentation to the editorial board(s)_ Having the message delivered by mUIÚcipal leaders representing a number of contiguous communities will bolster its credibility and strength. From the editorial boards, you can spread out and approach the open-line shows, weekly papers and local television in your area. Use common messages. Aftet all, if we all sing from the same song sheer, our chorus will be h"""d bettet in Ottawa, provincial capitals and the media. Make the media your ally Just as proximity or commonality in an issue sparks a reaction from voters, edirors are lookiug for information with a direct connection to their commUIÚty of readers, listenets or viewers. It will be apparent to an editor why an issue should be in the media. This means moving nom abstract to tangible and anecdotal discussion of issues, no matter how complicated. Editors and repotters have to worry about filling space with interesting content. But they are also men and women who are part of your commUIÚty; and care about it. Instead of rhetoric demanding change in the constitutional split of powers among orders of government, show the media what structure can't be repaired in your area and which program can't be saved because of the unfair distribution of tax revenues. Keep the discussion centted on things people can see and will miss if they are taken away. Because journalists are paid to be professional sceptics, be mindful of the danger of appearing to be after nothing more than a money grab. Be prepared with plenty of ways to demonstrate dearly that this is all about Canadians' quality oflife and that of their children. Find other natural (political) allies A cornerstone of fedetal and proviucial politics in Canada is the local political minister. This is the member of cabinet in charge of making sure the party gets elected in " given area in addition to his ot her regular portfolio duties. It's a good idea to idea to inform political milÚsters of what you're up to out of courtesy, just as it is a good idea to keep your local MP or MLA in the loop. Once you have cteated awareness about YOUt engagement campaign, drawn in the media and begun to form alliances let them (political minister and local MP) know that you are organizing a meeting with local com- mUIÚty leaders to discuss inJÌastructure needs in the commulÚty and invite them to atrend. Engage them in the discussion and make them feel accountable. \ \ 2 Local engagement Blueprint '~ \ ~~ A tool kit for \ ~~ municipalleaders ) -----~--~ / ----------....-- Create a buzz It's one thing for an MP to mention at the national caucus something heard in the riding. It's quite another for the MP ro ask that issue he or she keeps hearing about be put on the agenda of the next regional caucus for urgent attention. This is where staying on message, enlisting allies and keeping FCM issues in the local media pays off. Here are some ways to get and keep your cause in the media: o FCM's president and table officers will be rraveling around the country this summer. When one of them comes to your provincial capital, invite the legislative press gallery to a morning discussion over coffee. News will be slow at that time of year and journalists will be looking for something meaty to write about. o Although the official Liberal leadership debares will be concluded by mid-June, the political barbecue circuit will be busy all summer. Develop a buddy sysrem and assign a member of your alliance to meer and greet each federal cabinet minister visiting from Ottawa. o A good way ro move £rom the absrract idea to a pressing tangible issue is to use visuals. Use the slow summer months ro take the media on a tour of key infì:astructure and show graphically why this campaign isn't just a revenue grab by a government hungty for cash. o Instead of holding your next news conference at city hall, try using the tired looking bridge in your community as a visual backdrop while you address the media on site. o Finally, share your successes and experiences with other Ak. FCM's extranet will be soon ready for members to share strategies. Need some help? Your toolkit Bridging the Gap has some sample communications products that you can adapt to your particular needs. These are also available on FCM's web site at wwwfcm.ca. You'll fmd: o News releases to help you announce developments in your campaign . Fact sheets o Core messages - the common hymn sheet o Opinion-editorial pieces that you can adapt to your campaign and submit to local daily newspapers and community weeklies. o Sample resolutions . Questions and answers ~ I I ------~ --~ ~- Infrastructure '~ '~ ~~ A tool kit for municipal leaders ) Backgrounder The Issue According ro independenr esrimares, the currenr municipal infrasrrucrure gap srands at $57 billion and is increasing by $2 billion/yeaI. Because municipal governments do not have access to growth taxes, this gap will continue to grow. Infrastructure investment is pressing. The needs of communities are growing, and aging infrastructure is eroding. On average, municipal infrastructure has reached close to 80 % of its service life. At the same time, municipal governments have assumed more responsibilities as services and programs are offioaded from other governments. Maintaining and extending core municipal infrastructure systems is an essential foundation of economic growth and a condition for competitiveness and quality oflife. There is an immediate requirement for increased municipal infrastrucrure funding. Since 1983, FCM has encouraged the Governmenr of Canada to work with municipal governments to ensure access to adequate, ptedictable, sustained funding. While the recenr Budget delivered on the ptomise for a ten-year program, current funding arrangements are unable to stem the tide of the rising infrastructure -gâp. Solutions The 2003 commitment is short-term (2 yeaIs) and insufficient to plan for long term investments. The maintenance, rehabilitation and construction of municipal infrastructure spans much longer time frames. Federal infrastrucrure funds should be commitred for a sufficiendy long period. Municipal governments must have their say in the choice of projects. All future infrastructure programs should be inspired by local needs and priorities, while at the same time reflecting national priorities for clean air and water, greenhouse gas (GHG) reductions, efficient transportation, innovation, competitiveness and quality of life. In its tecent paper, Long tetm infrastructure program: A proposal (April 2003), FCM urges the Government of Canada to: 1. accelerate the federal contribution by committing for the next 3 yeaIS the $3 billion announced in the 2003 Budget; 2. use a "botrom up" approach to the municipal infrastrucrure needs by funding top municipal priority projects; 3. conclude long term (10 year) agreements with a minimum 5-year funding commitment; 4. strike a balance between large and small municipal projects to meet the needs of urban, rural, northern and resource-based communities; 5. provide for meaningfUl municipal participation and recognize municipal governments as equal pattners in bilatetal (federal-municipal) or trilateral (federal-provincial-municipal) agreements. FCM has also urged the Government of Canada to allocate a portion of the fedetal fuel tax to fund investments in multi-modal, integrated transportation systems, including urban transit, starting with 1 cent per litre in the first year and increasing to 2 cents per litre within 5 years and to encourage provincial and territorial governments not yet doing so to match the federal contribution. FCM and National Infrastructure Programs The Federation of Canadian Municipalities (FCM) recognizes the need for a concerted effort from all orders of government to meet the infrastructure needs of communiti~aç ~ Canada. /~ \ f ) I j \ 1 ~ ~~ Infrastructure ~ A tool kit for ' ~---- \j\ì ~ municipal leaders ---------_/ Starting in 1983, when FCM created a Task Force on Municipal Infrastructure, FCM has argued for the federal government to participate in a tripartite program. Following 10 years of intense advocacy by FCM, the Government of Canada introduced a two-year Canada Infrastructure Works Program (CIWP) in 1993. In response to a proposal developed by FCM in 1999, the Infrastrucrure Canada Program (ICP), a six-year, $2.05 billion national municipal infu.structure program was announced in the 2000 federal budget, including a parallel $600 million Strategic Highways Infrastructure Program (SHIP). FCM's repeated calls for action resulted in $2 billion for the period between 2002-2007 towards the financing oflarge-scale strategic in&astructure projects through the Canadian Strategic Infrastructure Fund (CSIF) and $600 million over the next five years under the Border Infu.structure Fund (BIF). In 2001, the Government of Canada, through its In&astructure Canada Program and the Narional Research Council (NRC), joined furces with FCM to create the Narional Guide to Sustainable Municipal Infrastructure. The Guide is both a new, narional network of people and a growing collection of published best practice reports for use by decision-makers and rechnical personnel in the public and private sectors. By gathering and synthesizing the best Canadian experience and knowledge, the Guide helps municipalities get the maximum return on every dollar they spend on in&asrrucrure - while being mindful of the social and environmenral implications of their decisions. In rhe Seprember 2002 Throne Speech, the Governmenr of Canada recognized FCM's proposal for a long-term program by stating its intention ro implement a new ten-year infrastructure program. The February 2003 budget delivered on the 10-year program promise but not on the level of funding required or expected. The Minisrer of Finance announced a $3 billion contribution and characterized the initial commitment as a "down payment." FCM will work to hold the Government of Canada to that commitment. FCM will continue to lobby the Governmenr of Canada for adequare, predictable and sustainable funding thar meets the infrastrucrure needs of Canadian municipalities, and delivers the condirions for healthy and competitive communities. Announced Federal Infrastructure Funding (to March 31, 2003) . . . Alra. B.C. Man. First N.B. Nfld. NWT N.S. Onr. P.E.I. P.Q Sask. Yukon natiops Lab. Nun. ICP 105.3 137.1 49.1 6.2 30.8 26 1.9 39.1 505.3 7.4 150 40 2.4 CIWP 203.9 272.2 81.9 35.7 62 83.1 5.5 83.1 865.9 13.6 635.4 68.7 2.6 CSIF 202 135 31 435 15 . 562 65 SHIP' 39 BIF 90 150 5 Total 348.2 701.3 131 41.9 227.8 140.1 7.4 122.2 1956.2 36 1347.4 178.7 5 * up to February 19"', 2003 ICP CSIF Canada Infrastructure Works Program tructl.líe Canada Program Canadian e ic lnfiastructure Fund SHIP BIF Straregic Himways Infrastructure Fund I \ \ 2 ) J Core Messages '~ ~ A tool kit for municipal leaders ) General · Canada's communities are in trouble. Outdated legislation and fiscal artangements have just not kept up with changing national and global tealities. · Municipal governments have had to assume mote tesponsibilities as services and ptogtams have been offioaded ftom othet governments. Yet, only seven petcent of every tax dollar collected in Canada goes to municipal governments. · OUt tax base is inadequate; the ptovincial and territorial tules undet which we must opetate are outdated. This means a gtowing gap between the needs of OUt communities and OUt ability to meet them. Infrastructure · The Febtuary fedetal budget contribution to tebuilding OUt ctumbling infrasttuctUte fell well shott of expectations and needs. · Independent estimates put the municipal inftasttuctUte deficit in Canada at $57 billion. The Budget commitment of $ 250 million ovet the next two yeatS will help meet a ftaction (less than 0.5 petcent) of needs. FCM had tecommended funding of $800 million per year, rising to $2 billion annually within five years. · Minister Manley said that this was only a "down payment". We will hold the government to that commitment. · It is essential that the new infrasttucture ptogram be responsive to local needs and priorities. Municipal governments must have their say in the choice of ptojects that are funded under the program. · Local land use and development plans, achieved thtough painstaking consultation and consensus building, must be respected if infrastructure investments are to ptovide wide ranging and long-term benefits fOr the community and for Canada. ~--- ~-- , ---~ ( \ I , \ , , ~ '~ '~ A tool kit for municipal leaders \ Sample Resolutions FCM asks municipal governments-where appropriate-to adapt the information in the sample resolution to reflect local circumstances. WHEREAS, the February federal budget contribution to rebuilding our crumbling infrastructure fell well short of expectations and needs; WHEREAS, independent estimates put the municipal infrastructure deficit in Canada at $57 billion; WHEREAS, the Budget comllÚtment of $ 250 million over the next two years will help meet a fraction (less than 0.5 percent) of needs; WHEREAS, federal Finance minister John Manley has stated that last Budget's infi:astructure commitment was only a down payment; and WHEREAS, the Federation of Canadian Municipalities had recommended funding of $800 million per year, rising to $2 billion annually within five years; BE IT RESOLVED that the Municipality of Any town urge our Member of Parliament to support the Federation of Canadian Municipalities' call for a long-term, financially sustainable infrastructure program; and BE IT FURTHER RESOLVED that the Municipality of Any town communicate the adoption of this resolu- tion to our Member of Parliament, the news media and to FCM. ~ ~\------- I --__ ( ~~ .~ "~" - Editorial Sample article A tool kit for municipal leaders \ FCM asks municipal governments-where appropriate-to adapt the information and storyline of the following sample opinion article to reflect local circumstances. By Jane Doe, Mayor of Any town Canadàs municipalities wete deeply disappointed with the lack of commitment in the last federal budget to providing adequate, ptedictable and sustained funding fot necessary in£tasttUctlUe investments. OUt ftUsttation stemmed £tom the $57 billion gap that has developed between growing needs and municipal tesponsibilities fot road tepait, ttansportation systems, watet tteatment and safe neighbothoods and the finan- cial tesoutces at Out disposal. This gap is growing at the tate of $2 billion a year Ot $5 01' million pet day. Evety single day. The toot of the ptoblem is a hottendous mismatch between what Canadians legitimately expect ftom theit local governments and the money municipalities have, or can get on their own, to meet those expectations. Canadians have exptessed justifiable ptide in their communities - in safe stteets, well-stocked libtaries, commu- nity centtes, fire halls, efficient bus setVice, well-maintained toads and clean watet. A community with ptopet- ly functioning inftasttuctute conttibutes significandy ro Out collective sense of well-being and to OUt quality oflife. Just to add to the gloom is the gtowing dectepitude of Out inttasttuctlUe. On avetage, municipal inftasttuctute has teached close to 80% of its setVice life, with 59% mote than 50 years old and 30% mote than 80 years old. Majot capital investments are incteasingly utgent. In not acting boldly to halt and, ultimately, tevetse a dangetOus ttend, the fèdetal govemment last FebtUary chose to ignote the tecommendations of many gtOUpS teptesenting a btoad specttUm of opinion in the countty. Reports ptepared by the TD Bank and the Confetence Board, to name but two, sttongly called fot action to address the looming threat to Out quality of life ftom the inftaSttUctute 'deficit' now facing us. Among these tepotts was one teleased by the Ptime Ministet's own Caucus Task Fotce on Utban Issues chaited by Judy Sgto, a fotmet metto TotOnro city councillot and cuttent fedetal Membet of Parliament. In seeking ro justifY its inaction, the fedetal govemment said that the paltty amount fot inttasttUctute in the budget should be consideted a "down payment". Fine, municipalities will hold the Govetnment of Canada to that commitment. We will put inftasttUctute investments back on the national agenda. This was the clear consensus coming out of the Fedetation of Canadian Municipalities (FCM) tecent Annual Confetence held in Wmnipeg. What are municipalities planning to do? \ (j--------- I ------- \ ~ ~--- Editorial Sample article \ A tool kit for \ ~unicipalleaders ) ------_/ First of all, we are calling on the Government of Canada to speed up the federal contribution to infrastructUre investments by committing the $3 Billion announced in the 2003 Budget to be spent over the next three years. We are also urging the Government of Canada to establish a long-term (ten-year) infrastructure program with a minimum 5-year funding commitment. We are calling for recognition as equal partners in these rrilateral or bilateral agreements in the spirit of intergovernmental co-operation. And, we are requesting that projects that are approved for funding respect local priorities and are not imposed from on lúgh. We are undertaking a stepped-up advocacy campaign to make an ally of the fedetal government. To do this, we will be meeting regularly with MPs nom all political parties. We will be seeking their advice and their supporr in moving forward. We want parliamentarians to make in&asrructure investments as much of a priority for them as it is for us and for our fellow citizens. We will point our to them how vital infrastructure investments are to maintaining and improving quality of life in our commwúty and in our country. We will point out how important these investments are to Canadàs quality of life and economic competitiveness. Regularly, international surveys show that Canada is one of the best places in wlúch t() live. In no small part, that is due to the very local living conditions that are the envy of much of the world. We will also call attention to the importance of our municipalities in ensuring a dynamic, productive and innovative economy. A sound in&astructure is a necessary pre-condition to a lúgh performance economy. This issue affects everyone in the commwúty - business people, consumers, young and old alike. Most of all we will build on the suppott within our community to take this issue back to the top of the national agenda. This may statt as a local drive but it will be repeated in commwúties across the country. For the quality of life of our community and of our country, we cannot afford to fàil. \ \ I ~ News Release Sample ~'" ~ A tool kit for municipal leaders \ FCM asks municipal governments to adapt the information in the sample news release- where appropriate-to reflect local circumstances. Municipalities launch campaign for infrastructure investments Any town, (Date), 2003 - Canadian municipal leaders ate launching a national grassroots campaign to secure a long-term federal commitment to municipal infrastructure. Just back from the Annual Confetence of the Federation of Canadian Municipalities (FCM) in Winnipeg, Mayor Jane Doe said, "Canada's municipalities have vowed to turn up the pressure on the Government of Canada to commit adequate, predictable and sustained funds for infrastructure investments over the next 10 yeats." Municipal officials across the countty ate stepping up efforts at putring infrasttucture investments at the top of the national action agenda. "We will be speaking to MPs, chambers of commetce, boatds of trade, small busi- ness associations, consumers and othet citizens' groups in each locality to get them on-side," said Mayot Doe. "Our ftustration stems from the $57 billion gap that has developed between gtowing needs and municipal responsibilities for road repair, ttanspottation systems, water treatment and safe neighbothoods and the financial resources at our disposal." This gap is growing at the rate of $2 billion a yeat or $5 ,n million per day. On avetage, municipal inttastructure has reached almost 80% of its setvice life, with 59% more than 50 yeatS old and 30% mOte than 80% yeatS old. "I will tell our local MP how vital infrastructure investments ate in maintaining the quality of life in our community and in our country. And 1 will be asking for their support in taking this mattet to the Government of Canada. They must take a stand on this issue. Our fellow citizens demand no less." Specifically, local governments ate calling on the Government of Canada to speed up the fèderal contribution to inftasttucture investments by committing the $3 billion announced in the 2003 Budget to be spent over the next thtee yeats. They ate also urging the Government of Canada to establish a long-tetm (ten-yeat) inftastructure program with a minimum 5-year funding commitment. For more information: John Doe, Director of media relatiom TeL· (555) 555-5555 /~-1~ -~ ~~ --- A tool kit for municipal leaders \ Questions and Answers Haven't municipal governments already received billions in financial assistance ftom the federal government? Why do they want more? The federal government has indeed provided support to municipalities going back a number of years. Over the years, the federal government has recognized that it has a vital role to play in this area. However, the rime has come to face the facts: municipal financial needs are growing rapidly-more so than our resources. Do municipalities still want a share of the gas tax? Municipalities are looking for a more stable funding base than they now have. Today, our funding £rom other orders of government arrives on an ad hoc basis. In contrast, our expenditures rend to be predictable. We pretty well know how much ro budget for labour contracts and snow or garbage removal. Everyone can relate to the benefits that come £rom being able to plan on regular, predictable funding. The gas tax could promote á steady revenue stream to support municipal transporation priorities. We should examine a variety of alternatives and not rule any avenue out. Shouldn't municipalities be lobbying their provincial and territorial governments-who are, after all constitutiomdly responsible for municipal government in Canada? The federal government has long been involved in questions that affect our communities-that is not new. Provincial and territorial governments remain our key partner in finding long-term solutions to the problems that affect our communities, but a new, stronger partnership is also required with the Government of Canada. The Government of Canada has a stake in the quality of life in our communities. It is a critical element of a nation's international competitiveness. It is what allows us to attract capital-human and financial-and to retain it. Ultimately, it is the image we project abroad. These are not local or municipal considerations-they concern all Canadians. Doesn't more money for municipalities mean less for other pressing priorities? This is not a zero-sum game. More money on quality in£rastructure means a better transportation system and a more productive, wealthier economy. It means less traffic congestion, cleaner air, fewer accidents and less strain on the health care system. The same goes for clean and safe drinking water. We can address other significant priorities by investing in our communities. ~ / \ ! I ! j \ 1 / ~ Questions and Answers ~ A tool kit for \ ~~icipalleaders ) --_/ Isn't FCM supporting Paul Martins leadership bid given all Mr. Martins talk of a 'new deal'Jòr cities? While we remain encouraged by the comments made by Mr. Martin, we are neutral insofàr as the leadership contests now underway in the governing party and in one of the opposition parties. We did not take a position when Mr. Layton, a former FCM President, ran for the leadership of the NDP and we are not taking one now. We do hope to meet with the various leadership candidates to ascertain their views on muniCipal issues that we will then communicate to our members. Isn't FCM really proposing constitutional reform - something Canadians have zero interest in and which is not likely to be crowned with success? We are not calling for constitutional change. We are calling for recognition of the responsibilities of local governments - responsibilities that gready outweigh our fiscal capacity. This must include a new intergovernmental partnership with the federal government, but it also must include new provincial fÌameworks more mindful of municipalities' changing roles and responsibilities. Wasn't the federal governments last budget just a down payment and hasn't it committed . already to providing the infrastructure finding you are looking Jòr? After all their record has been pretty good on this score to-date. The notion of a down payment suggests two things: that it is sufficient to meet current needs and that more tesources will be forthcoming down the road. We take issue with the first assumption and expect the Government of Canada to deliver on the latter. The so-called down payment ($100 million this fiscal year and a furthet $150 million for next fiscal year) was grossly insufficient to meet current needs. However, sevetal key government spokespersons--including the minister ofFinance---made the point immediately after the Budget that this was indeed just a first installment. We intend to ·hold them to that commitment. I I \ \ \ , 2 ~ OTTAWA OFFICE Room 658 Confederation Building House of Commons K1AOA6 Tel. (613) 990-7769 Fax (613) 996-0194 ¡!¡ CONSTITUENCY OFFICE 499 Talbot St. St. Thomas, OntarIo N5P 1C3 Tel. (519) 631-3921 1-800-265-7810 Fax (519) 631-8555 HOUSE OF COMMONS OTTAWA"CANADA KIA OA6 ST. THOMAS RECEIVED July 30, 2003 iUS 1 2003 OOllU'!Y OF E!.Q~ ÞDMitd¡£iTfI~ifWE [,~Il~vtC!:S John Wilson - Mayor / Warden Elgin, County of 450 Sunset Drive St. Thomas ON N5R 5V1 Dear Warden Wilson, Please find enclosed news releases ftom The Honourable Allan Rock, the Minister of Industry and Minister Responsible for Inftastructure, which outlines the broad strokes of the Inftastructure Program announced in Budget 2003. Since 1994 the Government of Canada has invested more than $12 billion in the inftastructure priorities of Canadians and their community leaders. The riding of Elgin- Middlesex-London, and its forerunner Elgin-Norfolk, has landed more than $17 million in targeted federal money including much inftastructure money. The previous incarnations of the Inftastructure Program funded such vital projects as: East Elgin Community Complex, $1,373,556.00; South London waste water treatment, $2,700,000.00; St. Thomas waste water treatment, $206,521.00; West Lome road work, $101,000.00; Dorchester Mill Pond, $284,933.00. Best wishes in identifying your commuriity's uriique needs. Sincerely, ~ The Honourable Gar Knutson,P.C., M.P. Elgin-Middlesex -London Enclosures THE HON.GAR KNUTSON, P.C., M.P. E!gincMiddlesex-London .+. Ii!:IVV",/ V~~ Government of Canada Gouvernement du Canada News Release For release July 22, 2003 GOVERNMENT OF CANADA ANNOUNCES PARAMETERS FOR INFRASTRUCTURE FillŒS OITA W A, July 22, 2003 - Minister of lndustry and Ministðr responsible for Inftastructure Allan Rock today outlined the broad parameters fOT the S3 hillion iniTa.~tmctlJre fimn!: announced in Budget 2003. ''Taken together with past infÌ"astructure initiatives, this $3 billion brings the GovemÌnent of Canada's investment in infÌ"astnIcture projects since 1994 to $12 billion. NoW', we are moving forward on our ten-year commilment to infrastructure by laying out tl1e hmad direction for future project funding." said Minister Rock. "Our approach will ensure that infi-astructure investments benefit and respond to the needs of all Canadians, in both urban and rural conununities," said Minister Rock. ''The Government of Canada continues to provide leadernhip on national priority projects and to pursue partnerships with all levels of governrt1ent to respond to Canada's infrastructure needs. ThO$einVC5tmcnts represent aJ<.ey WllipuuroL u[lbt: Guvernment ufCanada's sustained support for Canadian communities." Of the Budget 20m al1ocation, $7. billion will top-up the existing Canada Strategic Inftastructure Fund. Investments will be strategicaUytargeted to help promote sustainab1e growth aud WillPI::ÛÛVI:: wmmunities by ensuring that investments reflect Government of Canada objectives on cliInate change, urban deve10pment, clean water, trade and innovation. The fund will continue to target large-scale projects, with key Government of Canada priorities guiding project eligibility. The Canada Strategic Infrastructure Fund will support projects in areas such as: · water quality and access; · trade corridors; · broadband connecthity; sustainable urban growth; and · northern inftastructure. A maximum of ten per cent, or $200 million, of the Canada Strategic JnD:astructure Fund has been set aside for national priority projects. These are projects ofnationaJ. importance that require the C,.¡weroment of Canada to take a leader$hip role. ...12 -2- "Access to safe water, ensuring infrastructure improves our tJ:a.ding position, supporting sustainable urbiln development and acllievillg iu.1ìa:;U\lÇlurt: goaI~ in the north are all priorities that will directly benefit Canadians." stated Minister Rock. "As well, expanding broadband networks in Canada will help to ensure that Canadians who live and work in rural and remote cornrnunitie!; have 1Ir.C'R.~ to services such as distance learning and tele-health and can seize more business opportunities." Under the new pazameters, 20 percent of the Canada Strategic Inñastructure Fund will be targeted toward projects that benefit communities ofless than 250,000 people. And, in order .to better re!;ponrl to the pArtir-ular infÌ:astructure need$ of the north. a northern ìn6:astructure category will be develOped and included under this Fund for the benefit orthe TeITÍtories. In addition to the $2 billion top-up of the Canada Strategic Inftastructure Fund. Minister Rock announced that the remaûJing $1 billion will be directed towaIt! a grasSroots municipal-rural in&a.~tructure funil. This program will include a First Nations component and be similar in nature to current federal-provincial inftastructure agreements. Under this - program, A maxirown of20 pl:IcœL of Ihe funds will be targeted toward projects that benefit communities of över 250,000 peopÌe. Further details on the parameters of the ml'llicipal-rural fund and the announcement of the national projects will follow in the weeks to come. -30 - Contact: Selena Beattie Office of Minister Rock (613) 995 9001 Infrastructure Canada (613) 948 1148 For mOre information On the Govemmoot of Canada's 1nfi-o$tru¢turc programs, please vi$Ìt our Web site at www.inftastructurecanada.gc.ca This news release may be made available in alternative formats for persons with visual disabilities. v (.. "_f V'J ~V. V,L .I."n..<>. ""..,......,.. V"2 't!:òVV'Sf V....J.. Government of Canada Gouvernement du Canada Backgrounder PARAMETERS FOR THE BUDGET 2003 INFRASTRUCTURE FUNDS In the 2002 Speech from the Throne, the Goveroment of Canada committed to an additional 10-year involvement in public infiastructure. In Budget 2003 it Ie-affinned this long-term commitment by providing an additional $3 billion for infulsiIuCture investments. This brings the GoveuIJueut ofC¡ffiùa'~ invølmall in inftaslnn;ture since 1994 to $12 billion. which has in turn generated $30 billion in investments by all partners. Why infrastructure investments? The Government of Canada recognizes that a modem and efficient public ÍJ1fi"astructure is key to the prosperity of our cities, the health of our commumties and the competitiveness of our economy. ßuilding on the success of past inftastructure pro~ams, the Budget 2003 funds will continue to invest in public inftasiIucture, imprOving quality of life and economic growth, and making Canada a bettèr, more competitive place in wbich to live, work and do business. Who benefits from the new approaches? While the Canada St;ategic. Inftastructnre Flmd focuses primarily on Canada's large urban centres, the investment parameters will recognize the particular needs of smaller cities as well as northCt"I1, rural and ranotc coDlmunities, auù FÍ!~1 Naliulli>. Provbium; will be put in place to ensure flexibility in addressing the needs of these communities. Smaller and rural municipalities wjll benefit from the new parameters in sev!!NI1 WAys. Of the Budget 2003 inftastructure funds, $1 billion will be set aside for a municipal-rural infrasiIucture program. Under the Canada Strategic Inftastructure fund, funds will also be reserved for projects that benefit comnl1uúties of less than 250,000 people. Additional consideration has also been made for northern communities and First Nations. A northern inftastructure category has been included in the eligìble investment categories forthe Canada Strategic Inttastructure Fund. This will permit th= to aooeBC this investment fund to address their particular inftastructure needs. And a Fitst Nations component will be únplemented umkr !hI;; mw1Ìcipw IIJlÙ rurdl prugnrrn to address infrastructure needs in these conununities. .../2 -2- Canada Strj\tegic Infrastructure Fl1Ild The Canada Strategic Infrasttucture Fund announced in Budget 2001 provided $2 billIon to respond to strategic infrastructure needs across the country. Investments are directed to 1arge-scale projects ofma-jor national and regional significance and are made in areas that are vital to sustaÍnÎI1g economic growth and supporting an enhanced quality of life. The Fund emphasizes partner5hip¡; with municipal, provincial, tenitorial governments, as well as the private sector, and each partnersmp is governed by specifically tailored agreements. Annowcements to date include the Vancouver Convention and EJdrlbition Centre, the Red River Floodway, transit in the Greater Toronto Area, broadband in Kewfoundland, the A-30 by-pass in ::-.1ontréal, and the St. John's and Halifax Harbour Clean-ups. Major highway project!! haw! II I!ln heen initiated in British Colambia, Saskatchewan, Quebec. New Brunswick and Nova Scotia. The additional $2 biUion provided for the Canada Strategic Infrastructure Fund through Budgot 2003 will build on the SUCGeS$¢$ ofthc: 2001 funds. The exiStÎ11g CSIF program paramtt= will be adjusted to better address the infrastn¡cture needs of the country, as well as Government of Canada prionhes. Provisions have also been built in to increase the Fund's flexibility to meet the particular needs of northern, rural and remote communities, and First Nations. Key Government of Canada priorities will continue to guide project eligihiJity. The exi~ting investment categories will remain the same b1.1í be re-focused to better reflect these priorities. A new category has also been inoluded to respond to in1i:a:structw'c needs of our norlhçm rommunitiœ. The investments categories are: · water quality and access; trodeconidorn; · broadband comectivity; · sustainable urban growth; and · northern infrastructure. Several key projects of strategic natio~ importance will be identified as priorities for funding under the new parameters. A maxinium often per cent, or $200 million, of Budget 2003 CSIF funding will Ù'" ~"'lllSidt: [or Lhe:¡e national projects, which are defined as projects of national importance that require the Government of Canada to take on It leadership role. They include trans- provincial or trans-tenitorial projects or mOre localized but critical projects where federal funding is appropriate. Whilo the CSII' is urban. in focu5, to ensure Ov",,!al1l:quilY, [uniling will be dedicated to projects that benefit rural areas and municipalities with a population ofunder 250,000 people. This allows the UOv8IIUnent of Canada to continue its partnerships with municipalities that, with provinces and territories. has produced almost 3.000 infra.~e pmject~ ~nce 7.000 wit" a totAl investment of over $5 billion. .../3 ....... --¥, --- -3- Leveraging Greater Public Benefits The Canada Strategic Infrastructure Fund Will establish a funnework to ensure that ma.'limum public benefits arc realized ITom in&astructurc invçstmcnts. Whele pv~;¡¡bh::. prujlXLs should be complemented by supportive policies such as, climate change plans and best practices in areas such as inftastructure investments and a$set 1iíe-cycle management. Tnfr>l~trllcture re¡ear"h Stn;ngtl1ewng tlJ.I: I:.úsling kI1owledge-base related to inftastmcture, including both the creation and transfer of knowledge, will lead to innovative and more effective policy and decision maIdng on infrastructure investments. In this spirit, Infrastructure Canada will support inftastructure research, fellRihility sh,di<>s on specific complex project proposals" and will work to generate and disseminate knowledge. -30- Ministry of Municipal Affairs and Housing Office of the Deputy Minister m Bay Street Toronto ON M5G 2E5 (416) 585-7100 Ministère des Atfaires municipa1es et du logement Bureau du Sous·ministre ® Ontario m rue Bay Toronto ON M5G 2E5 (416) 585-7100 , RE.CEIVED July 25, 2003 AUG 1 20Iß OOUN:NOF~ ~~~¡'1tÆ~~ To Chief Administrative Officer: Attached for your reference is a copy of the newly'releàsed Municipal Performance Measuremen(Program Handbook; 2003. This coming October marks the third annivÙsary of the launch of the Municipal Perfonnance Measurement Program (MPMP) by the Ontario government. The program was, and still is, considered unique in North America because it involves all municipalities in collecting and publicly reporting on perfonnance measurement results in several major areas of service delivery. Since the program's launch, staff at the Ministry of Municipal Affairs and Housing have been working closely with municipal stakeholders and experts to refine both the key elements of the program and the specific perfonnance measures. We now have reached the point where the core components of the program reflect the good efforts of municipal staff to produce reliable data and enlightening comparisons. In addition to improving municipal accountability to taxpayers, the program is aiding in the identification of "best practices" in municipal-service delivery. Tó mark this stage, Wi:: have produced an updated and revised MPMP handbook - a reference book that explains MPMP in plain language. ' The 2003 edition is updated to include all of the core service areas now covered by MPMP.As well, a new section offers helpful advice to municipalities regarding f6nnatting of MPMP reports to taxpayers. Another new section describes, the work- of the'Ontario Centre for Municipal Best Practices. ' I trust you will find the new handbook infonnative and useful. Yours truly, o~lo.? IIAJlj)C=K ,(kcfl".JA.¿!h£!) 7Z> U .f//)~ ¡/,¿:6Æ¡1~ L£,-¡;cJ!.... éolÍÆD 7õ GÚ../UL w. Michael Fenn Deputy Minister Att~rhrnpnt ... AMCTO 11.11 Association of . .. MlJnicipal~agers, .......... ... ClerksandTreasurm of Ontario sEM'NGSOON:;?> EMERGENCY MANAGEMENT IN YOUR COMMUNITY A Workshop for Elected and Senior Municipá/ Officials When do you declare an emergency...? What is the role of an elected official in an emergency...? And a municipal official...? How can you reduce risk and improve your risk insurance rating...? Attend our one-day workshop for an answer to these and many more questions!!! Using group discussions, lectures and simulated examples, representatives and staff from Emergency Management Ontario will help you understand: · The Emergency Management Act, and related regulations and standards · Municipal Obligations under the Act · When to declare an emergency - a checklist · Roles of elected and senior officials during an emergency · Implementing a pro-active emergency management program in your community which will include: o Reducing risk o Better loss prevention o Improving response time o Improving your risk/loss insurance rating o Attracting new business to your community Working with the mythical Town of Trillium, participants will review the emergency response plan for the town and discuss various simulations. Pre-workshop exercise: Review or study your own towns' emergency response plans before you come for this workshop. Representatives from Emergency Management Ontario will be on hand to discuss your concems and questions! Coming soon to a location near you...! Further details on venues and dates will be posted on our training schedule at www.amcto.com!! July 30, 2003 Page 1 of 1 Cocktail Reception - AMO Annual Conference Monday, August 18, 2003 6:00 to 8:00 p.m. On Monday, August 18th, 2003, Frank Cowan Company Limited will once again be hosting a Cocktail Reception for our clients during the AMO Conference. This year's reception will be held at Joe Bada1i's Italian Restaurant & Bar, 156 Front St. West, Toronto. We hope that you and any council members or staff attending the conference will be able to join us between 6:00 and 8:00 p.m. for refreshments and hors d'oeuvres. Please distribute this invitation to those in your municipality who plan to attend the AMO conference. Confirmation to Kate Routliffe By fax - 519-458-4951 or e-mail kroutJiffe@fi:ankcowan.com ~paè.. MUNICIPAL PROPERTY ASSESSMENT CORPORATION nECélVED July 30, 2003 AUG 5 2003 COOi'EWOfUN A~S~]M~ John R. Wilson, Warden The County ofElgin 450 Sunset Drive St. Thomas ON N5R 5Vl Dear Warden: I would like to take this opportunity to update you on a number of initiatives underway at the Municipal Property Assessment Corporation (MP AG). Since our transition from the Ministry of Finance in 1998, MP AC has strived to provide the highest quality property assessments at an affordable cost to all municipalities. Toward this end, we have initiated new business processes and applied modem technologies to eliminate paper- bound processes and improve the quality and delivery of products and services. MP AC staff have consulted with, and received feedback from, a wide range of customers interested in the property assessment and municipal enumeration functions. I offer my sincere commitment that as we move forward, the Corporation will continue to explore better, more cost effective ways of doing business. The main issues we have heard about are: perfonnance standards, supplementary and omitted assessment returns, severances and consolidations, quality, and customer access. The attached update highlights the standards we have set for ourselves in response to these and other general issues. While I recognize the report is lengthy, I believe it is important to advise you of the steps we are taking to address your concerns. Office of the Chair, cj 0 City of Ottawa 110 Laurier Avenue West, Ottawa, Ontario K1 P 1 J1 T: 613.580..2488 F: 613.580.2528 E: peter.hume@ottawa.ca wvvw"mpac.ca Form No. L5050M July 30, 2003 Page 2 of2 As you may be aware, the Association of Municipalities of Ontario (AMO) is meeting in Toronto on August 17 - 20, 2003. On August 18th, MPAC's Board of Directors and Senior Executive Management will be holding a meeting and presentation from 10:30 am - 12:00 noon, followed by an open house session in the afternoon, from 1 :00 - 3:30 pm. Additional details, such as room location, will be available at the conference. Please accept this as our fonnal invitation to attend the meeting and to raise issues or concerns directly with us. I hope you find the attached update beneficial and infonnative. If you have any questions or require additional infonnation, please feel free to contact Mr. Robert A. Richards, President and Chief Administrative Officer, at (905) 837~61s0, or Mr. Carl Isenburg, Vice-President, Customer Relations at (905) 837-6190, e-mail isenbuca@mpac.ca. Thank you for your continued interest. Yours truly, ~Ik Peter Hume, Chair MP AC Board of Directors Copy MP AC Board of Directors Robert A. Richards Carl Isenburg Office of the Chair, cia City of Ottawa 110 Laurier Avenue West, Ottawa, Ontario K1 P 1J1 T: 613.580.2488 F: 613.580.2528 E: peter.hume@attawaca www"mpac.ca AN UPDATE ON REC.ENT I\iI PAC ACTIVITIES JULY, 2003 Backaround MPAC officials and staff have spoken with, consulted and heard from a wide range of parties interested in the property assessment and municipal enumeration functions. We have and will continue to respond to this feedback, as we strive to be a global leader in property assessment. The main issues we have heard are: performance standards, supplementary and omitted assessment returns, severances and consolidations, quality, customer access, and other general issues. While this update is lengthy, it deals with each of these issues as it is important to ensure that you understand that we hear your concerns and that you know the steps we are taking to address these matters Performance Standards It is important to highlight some of the performance standards MPAC has set and is working to achieve. Thefollowin9 are some of MPAC's Key Performance Indicators for 2003: 1) MPAC's assessments will, at a minimum, exceed the IAAO international standards of accuracy for all properties. For residential properties, MPAC will achieve the following results: · a median ASR (assessment-to-sale ratio) between .98 and 1.02 inclusive; · a COD (coefficient of dispersion) less than 8.0; and · a PRD (price related differential) between .98 and 1.02 inclusive. The following chart outlines the IAAO standards and how MPAC has exceeded them in the latest assessment update: Median Coefficient of Price Related Property Type Assessment-to- Dispersion (%) Differential Sale Ratio IAAO 2001 IAAO 2001 IAAO 2001 Standard Results Standard Results Standard Results Residential/Farm .90-1.10 0.99 <15.0 7.18 .98-1.03 1.01 Multi-Residential .90-1.10 0.98 <20.0 9.35 .98-1.03 1.01 Commercial/Industrial .90-1.10 0.97 <20.0 16.23 .98-1.03 1.03 !!"pai:' Page 1 of 8 ~"n c_"A' _.~>,"-.-. ..',""_<~. C"""o.., ~~ 'c.···.. .' ...,.....,' " - AN UPDATE ON,RECENT MPAC ACTIVITIES JULY, 2003 As per the IAAO's international standards, in order to determine the quality of an assessment update, the relationship between the assessed value and the actual sale price of a property is calculated. This is the assessment-to-sale ratio or the ASR. The closer the ratio is to 1.00, the more accurate the assessment. When the ASRs for many properties are examined, the median ratio can be determined for each property type. The median of a group of numbers is the middle number after they have been sorted from lowest to highest. The analysis also determines the degree of uniformity (Coefficient of Dispersion or COD). The COD measures how tightly the ASRs are clustered about the median. The more uniform the assessments, the lower the COD. As market activity decreases or as the complexity of properties increases, the COD will usually increase. Finally, any bias towards low or high value properties is determined by calculating the Price Related Differential or PRD. The closer the PRD is to 1.00, the less bias exists in the assessments. When samples are small or the weighted mean is heavily influenced by several extreme sale prices, the PRD may not be a reliable measure. Clearly, we are meeting or exceeding IAAO standards. But there are other tests that we have set for the organization as well. Another area we are monitoring is our Request for Reconsideration (RfiR) process. Ideally, we place a value on a property, the owner understands this figure and accepts it as a reasonable reflection of the value of his or her property. However, we recognize that in some cases details about a property may have changed or the property owner may have a difference of opinion of value and, therefore, could file a RfiR. With respect to RfRs, the performance indicator we have set for ourselves is as follows: 2) Less than 3.25% of all properties will have a Request for Reconsideration. MPAC's accomplishment in 2002 was 0.99%, a non-reassessment update year. A property owner has until December 31 st of each year to file a RfiR and this process ensures that there is an additional review of the property for the owner. An important part of ensuring that MPAC places an accurate and fair value on a property is the ability of a property owner to have an appeal heard by an independent tribunal, the Assessment Review Board (ARB). Our goal is to support the values we have placed on a property as well as ensure that overall, the municipality can expect a measure of predictability in their tax base. We have set two Key Performance Indicators with respect to the impacts of the appeal process. ~ Page 2 of 8 ~'~.",-. ..,,_.o~,',~ ,._....~".. c·~ AN UPDATE ON RECENT MPAC ACTIVITIES JULY, 2003 3) The reduction of current value assessment in 2003 by the Assessment Review Board will be less than 10% of the total assessment under appeal. In 2002, our appeal loss was 3.54% of assessment under appeal. 4) The reduction of current value assessment in 2003 by the Assessment Review Board will be less than 1% of the total assessment on the most recent assessment roll. The reduction in 2002 was 0.47% of the total assessment on the roll. SUDDlemental Assessments In 2002, MPAC added more than $16 billion of in-year assessments to the Collector's Roll, thus expanding the tax base for municipalities and the Province. This is the second highest amount in the province's history, which in itself is quite an achievement. However, we acknowledge that this is an area that requires even more attention. Specifically, a number of actions have been implemented by MPAC to help alleviate the backlog of supplementary and omitted assessments: . $2.8 million has been directed to resolving outstanding workload issues in 2003. These include new construction, building permits, splits and consolidations, affidavits, school support, occupancy questionnaires, and other data inputs. . MPAC is developing a more effective way to exchange permit information with municipalities that will help to reduce the number of outstanding permits in the future. We are working with municipalities right now, to obtain information electronically to facilitate the processing of data. In addition, we are looking at enhancements to Municipal ConnectTM to enable the two-way exchange of this and other information. We have also identified a number of areas that would assist us, such as a more timely receipt of information and data that is accurate and complete. Finally, while the figure will continue to grow during the remainder of the year, as of mid-July we have already added ($7.1 billion) to local assessment rolls this year and we anticipate accomplishing results similar to last year, across the Province. @paè Page 3 of 8 ~"~." e., ~^~".,.,y ~.".,",~,~., ~O.~O~Aõ .,. _:'_,__:'::':___ ,,'_>__:'__U__:_'~ ANI,JPDATE ON RECENT MPAC ACTIVITIES . . ·JlJL Y 2003 -'_-"":'-,,,-,'_"'-i'_--"."_"'_-'-'-""":'" ADDlication of ProDerty Severances and Valuation ADDortionment Severances and apportioned values should be as up-to-date as supplemental assessments. A portion of the $2.8 million commitment, noted above, to deal with any outstanding workload issues is targeted at bringing all severances up-to-date. In the past, the mapping function had been carried out in each Field Office. In order to minimize duplication of effort, improve efficiency, timeliness and accuracy, we made the decision to centralize this function. Within the next 12 to 36 months, most ofthe assessment parcels in the province will be digitized as a result of the Ontario Parcel (OP) agreement with Teranet and the Ministry of Natural Resources. This MPAC initiative will ultimately result in improved accuracy and more immediate updating of ownership data. We àlready have eight Land Registry Offices on the new OP system and are maintaining the currency of changes within the agreed upon service levels. We will continue to move this initiative forward, details of which can be obtained on the internet at www.ontarioparcel.ca and remain committed to making this as seamless as possible for the property owner and the municipalities. Local Office Access MPAC understands the need to provide dedicated services to municipalities. The Corporation established a Municipal Relations Group in 2002, to provide every municipality with direct, local contact to MPAC. The Corporation's Municipal Relations Representatives and Customer Service Representatives, along with their staff, are empowered to meet municipalities' needs and to serve as advacates for municipalities' concerns within MPAC. All of the Corporation's 35 field offices continue to provide municipalities with complete access to MPAC. Based on normal business considerations and municipal restructuring, some amalgamations may occur in the future. MPAC will continue to examine the size and location of our offices to ensure they meet our customers' needs for service and efficiency. Again, if either we, or you, identify a problem, the Municipal Relations Representative is your key contact to work with you to resolve the matter. (i'ñpaZ' Page 4 of 8 ~,~~' '_""', ¥.~__.-. .,,~, '"~<" _'J'_,,~,_, ~~ AN UPDATE ON RECENT MPAC ACTIVITIES JULY, 2003 ImDroved Service to Customers To meet the legislative requirement for annual assessments, MPAC has invested heavily in technology, business process changes and better utilization of its people. In addition, millions of dollars have been invested in handheld data collection technology that will dramatically improve productivity in MPAC's field operations. The opportunities presented by the Internet, handheld computers and Geographic Information System (GIS) are being fully exploited to meet customer needs for accurate and timely property values. Introduced in 2002, Municipal ConnectTM is an Internet-based solution that provides municipalities with real-time access to assessment information. This includes general property information, soil data, structure data, structure images and roll details. Municipal ConnectTM will ultimately facilitate an electronic exchange of zoning and building permit data. We have made progress in numerous areas, such as Municipal ConnectTM. We feel this is a success story, as only six municipalities have not signed on for this initiative. MPAC must acknowledge the contribution of the Cities of Cambridge and Quinte West and the Town of Markham in partnering with us during the design and early implementation of this initiative. We will continue to look for new and innovative ways to deliver our products. Market Chanae Profile (MCP) The MCP notice-based product was released to all municipalities last November; this included a database, which was distributed on CD and for the first time, electronically on Municipal ConnectTM. Using Municipal ConnectTM to distribute the data resulted in a quick and complete dissemination of information and associated reports. No licence agreement was attached to this product and in many cases this information was circulated to the media as it was released. A final MCP product was provided in January 2003 based on Assessment Roll data complete with basic growth and distribution analysis. As part of the development, approximately thirty municipal clients were surveyed and their suggestions were reflected in the 2002 MCP product. Municipal Relations staff continued to meet with clients to discuss and explain the product. MPAC Helpdesk technical staff were also available to assist with any technical problems in accessing the data. (l'ñpaè' Page 5 of 8 ~~~ 0 "" ~..,,,,-... ..".._~~ · oo- . _..._..-..,...___._._ AN UPDATE ON RECENTMPAC ACTIVITIES JULY 2003 ,-c:.-,>-.'.->_'_c'''-··' coo:-·..-.-·.-·_,,··.. .-' ". Finally, both municipalities and their consultants have indicated that they were pleased with the quality and scope of our MCP product. MPAC developed the MCP, on its own and at its cost, to avoid having municipalities collectively spend hundreds of thousands of dollars, often on consultants, to analyze assessment data. We are in the process of reviewing the MCP initiative by organizing meetings with municipalities across Ontario to solicit suggestions for changes in the 2003 release of the product. We are interested in obtaining feedback on the need for the product, refinements to the present growth calculations, timing of the release of the information, and improvements to the communication of the information to municipalities and to others. Customer Contact Centre (CCC) In May 2002, we opened a state-of-the-art contact centre to help manage the large number of enquiries we receive every year. This new facility is under the direct control of MPAC, as opposed to being a contractual service, and will allow for modern call and quality management techniques to be employed. By September 2002, all enquiries from property owners and tenants were redirected to MPAC's state-of-the-art Customer Contact Centre (CCC). The Centre is staffed by highly trained and motivated customer service experts who have been able to immediately respond to the most frequently asked assessment questions. Those enquiries that require detailed follow-up or local expertise are forwarded to the appropriate specialist in one of MPAC's field offices across the province. Removal of this operational pressure from local offices permits staff to focus on providing excellent service to walk-in customers, and affords more time for reviewing more complex, local issues. Election PartnershiDs and Activitv For many years, the registration of electors in the Province of Ontario has been a common topic of discussion between Elections Canada, Elections Ontario and MPAC. In 2002, together with the Chief Electoral Officer of Canada and Ontario's Chief Election Officer, we all agreed to commit our combined resources to move toward a shared source of elector registration and geography information in Ontario. Individually, the three partners identify electors for elections at all levels of government in the province using their own processes and special expertise. By sharing our skills, knowledge and resources, it is expected that election administrators in Ontario will be (iñPãè Page 6 of 8 ~·.'-~'O _~'. ~""~H-_T ."",,,~.., _-~'_'~""'- ~__ AN UPDATE ON REÇENT MPAC ACTIVITIES JULY, 200~ able to derive increased value from their activities, provide improved products and services to all stakeholders including electors, candidates, parties and municipalities, and ultimately reduce the burden on the taxpayers who fund them. In addition to these partnerships, with Municipal and School Board Elections rapidly approaching, we are well into carrying out the 2003 Municipal Enumeration and planning for the delivery of our supporting suite of products. The municipal enumeration relies on a targeted approach that was successfully implemented in 2000. The 2003 version of this process has been further refined to improve the data matching between MPAC's database and the National Register of Electors provided by Elections Canada. This year, MPAC's process also benefitted from a targeted revision campaign conducted during March by Elections Ontario, in partnership with Elections Canada. Perhaps the most significant development for 2003 is the addition of the following two new election list products, a Supplementary Preliminary List of Electors (SPLE)Noter Notification File (SVNF) and an exceptions list known as the Exceptions VNF. These products will be delivered to all municipalities at no charge in September or October, depending upon your preferred product. However, our progress is not limited to these two developments. In fact, this year's accomplishments also include: · delivered Wards I Polls Descriptions (to municipalities still using them) in electronic file format; · assisted municipalities to create a standard electronic version of the wards and polls Auxiliary Code Update file; · provided the Potential Electors Count through Municipal ConnectTM; · created an electronic version of the Elector List Extract for school boards with current school board boundaries; · developed a new 'Application to Amend Voters' List' form; · developed a process to accept revised VNFs from municipalities and identify changes that can be used to update the MPAC database; · improved the enumeration data-matching process; · refined the elector selection process to eliminate 'Estate' names from the voters' lists; · centralized the processing of Municipal Enumeration Form (MEF) returns and Application to Amend Voters' List forms; · supplemented Customer Contact Centre enumeration enquiry support with additional staff and extended hours; and · continued progress on data sharing and single list development with our Tripartite partners. (lñpaè' Page 7 of 8 ~"~ c ~.._ ~w,._,-" .'",."~'.' ~ ,:- ,- ',-' ,,' ,:".., ': ",' -.. ': ' ':'" - ':":, .--- AN UPDATE ON RECENT MPAC ACTIVITIES . JULY ·2003 ",,:-:,..,:,_.,,--:,,_..-.', "",'->,':-,..:-,. .. -- - .. MPAC has the same objectives as the municipalities; to produce as accurate, current and complete voters' list as possible. Overall, we think that our initiatives and activities will provide a timely and improved toolkit to assist in carrying out the upcoming fall elections. Closina Comments Over the last six to seven years, the municipal sector has undergone profound change, experiencing a substantial reduction in the number of municipalities and councillors. Responsibilities, processes and procedures have all changed in the municipal sector. A similar transformation has occurred in the assessment function. Our governance model, resource allocation and staffing arrangements have all changed. We continue to work to improve a system that had not changed for almost 30 years. We are dedicated to the delivery of excellent customer service and are committed to working closely with you. We are also working with other partners such as the Association of Municipalities of Ontario, the Association of Municipal Managers, Clerks and Treasurers of Ontario, the Municipal Finance Officers Association, and the Association of Municipal Tax Collectors of Ontario, among others, such as the Ministry of Finance, who have a real interest in the success of a dynamic province-wide assessment system in Ontario. We believe that there is much more to be accomplished through fostering a positive working relationship with municipalities and I am sure you expect no less. If you have any questions on this material please do not hesitate to contact Mr. Robert Richards at (905) 837-6150 or Mr. Carllsenburg, Vice-President, Customer Relations at (905) 837-6190 or bye-mail atisenbucaavmDac.ca. ~ Page 8 of 8 ~.'H ~~. _<."~"'" ~.....~c_. "~'~~~'_",~~ ~i Ontario LEGISLATIVE ASSEMBLY ERNIE HARDEMAN, M.P.P. Oxford Toronto Office: 777 Bõy SI., 17th Aoor Toronto, Ontario M5G 2E5 Tel. (416) 5B5-6681 Fax (416) 585-6m Constituency Office: 12 Peny SI. \\\>odstod<.Ontario N4S 3C2 TeL (519) 537-5222 Fax (519) 537-3577 July 25,2003 RECEaVED David Oliphant Warden County of Oxford P.O. Box 397 Court House Woodstock, Ontario N4S 7Y3 'lUGS - ~ŒtI_ ~M'~ Dear Further to my letter to you of March 20, 2003 regarding the composition of the Thames Valley District School Board and its ability to address the needs of rural schools, I now have response from Minister of Education, Elizabeth Witmer. Please find enclosed a copy of Minister Witmer's letter dated July 9, 2003 as I know that your Council will be most interested in her response. If you would like to discuss Minister Witmer's comments please do not hesitate to call me. Ernie Hardeman MPP Oxford Enc!. cc. John Wilson, Warden, County of Elgin Graham Hart, Oxford County Trustee, TVDSB Stewart Deller, Oxford County Trustee, TVDSB * Office of the Deputy Premier and Minister of Education Mowat Btock. 22n~ Floor 900 Bay Street Toronto ON M7A 1 L2 Telephone: 416 325-2600 Facsimile: 416 325-2608 Bureau de la vice~première ministre et ministre de l'Éducation Édifice Mowat, 22° étage 900, rue Bay Toronto ON M7A 1L2 T èlèphone: 416 325-2600 Té!écopieur: 416325-2608 ~ - Ontario July 9, 2003 r ']~ b 'JJl 1 4 2003 The Honourable Ernie Hardeman MPP, Oxford 12 Perry Sîreet Woodstock ON N4S 3C2 .. C a ' C {rruC{ Thank 0 for your correspondence regarding a request to review the composition of the Thames Valley District School Board (DSB). 1 appreciate the opportunity to respond. As you are aware, in response to the Rozanski Report, our government will provide school boards with $50 million in new ongoing funding, starting in September 2003, for the Rural Education Strategy. We appointed Dr. James Downey, former President of the University of Waterloo, as Advisor for the Rural Education Strategy. Dr. Downey was asked to undertake consultations and provide recommendations on the development of the Rural Education Strategy. We will be reviewing Dr. Downey's recommendations so that action can be taken before the start of the 2003/04 school year. 1 note that you met with Dr. Downey in Woodstock on June 6. I am confident that the dedicated trustees serving on the Thàmes Valley DSB will work cooperativeiy with representatives from Elgin, ìviiddìesex, fuíd Oxford cOün~ies iL the best interest of all students in the Thames Valley DSB. Accordingly, there are presently no plans to review the existing composition of the Thames Valley DSB. Thank you again for writing. Sincerely, Elizabeth Deputy P er Minister of E ucation Accommodations Blocks of rooms have been reserved for forum partic;ipants at the following locations. Please mention that you are with the Tallgrass Forum. ¡.\Çcom- modations are not covered under the forum fee. For additional acc' . , , dations, see the City of Peterborough website at www.city.Deterbl1rQy¡ and go to LINKS, then ACCOMMODATIONS. ' " Best Western, Otonabee Inn 84 Landsdowne Street East, on the Otanabee Rivel Ph: (705) 742-3454 or 1-800-528-1234 Book by August 15, 2003 Holiday Inn Peterborough Waterfront 150 George Street North Ph: (705) 743-1144 Book by August 18, 2003 httD:llwww.sixcontinentshotels.col Comfort Inn 1209 Landsdowne Street West Ph: (705) 740-7000 or 1-800-228-5150 Book by August 15, 2003 West Quality Inn 1074 Landsdowne Street Ph: (705) 748-6801 Book by August 5, 2003 Ontario o"tIII¡'iO's'Lhdng~a.w )~trim:OilMvlt.1 deront<!rlo ® Co. hosted by: Tallgrass Ontario Rainbow Cottages Resort 10 minutes south of Peterborough on the Otonabee River Ph: (705) 939-6995 www.rainbowcottagesresort.com For More Information For additional information and program details contact Tallgrass Ontario: web site: www.tallgrassontario.or, e-mail: info@tallgrassontario.org phone: (519) 873-4631 Registration / Poster Set-up Plenary, Concurrent Sessions, Posters Forum Wrap-up BBQ Supper and Social. Beavermead Park Program at a Glance Friday, September 5'h 8:00 a.m. 9:00 a.m 4:30 p.m. 6:00 p.m. Saturday, September 6'h 8:30 a.m. Guided tours to local prairies and savannas About the Forum Tallgrass prairies and savannas are some of the most endangered habitats in the world. Less than 1 % of the original habitat remains in Ontario. The R'ice Lake Plains Tallgrass Prairie has been reduced to 1/1 OOOth of its original extent, making it Ontario's most endangered terrestrial ecosystem. Tallgrass remnants provide habitat for a large number of wildlife species including many that are officially designated as rare at the global, national or provincial level. Tallgrass prairies and savannas also hold tremendous potential for Ontario's agricultural, pharmaceutical, ecotourism and fuel prQducts industries. Some Confirmed Speakers to Date · Bernie Solymar, Barn Owl Recovery · William Wilson, Savannas of Mongolia · Rick Beaver, Alderville First Nation Recovery Program · Dave Heaman, Prescribed Fire Decision Support System · Michael Peterman, Diaries of Susanna Moodie & Catharine Parr Traill · Tony Kenny, A Landowner's Experience & Guide to Restoring Prairie · Wasyl Bakowsky, Prairies and Savannas of Northwestern Ontario · Bill Sargent, Landowner Contact and Acquisition · Ed Heuvel, Red Cloud Pioneer Cemetery Prairie Considerable efforts have been made over the last 10-15 years to understand both the ecology and management needs of these habitats, and to raise awareness of tallgrass in the general population. The objective of the 3" Tallgrass Prairie and Savanna Forum is to exchange information on tallgrass issues such as species recovery plans, prescribed burns, remnant management, mapping, and re-creation. Bus Tours at a Glance There are four guided field trips to local/regional sites to choose from. Box lunches will be supplied. All tours depart from the Government Building at 8:30 a.m. and return by 4:00 p.m. Speakers, poster and discussion sessions will be presented on Friday followed by a BBQ dinner at Peterborough's Beavermead Park. Guided field trips tolocal/regional tallgrass prairie and savanna sites will take place on Saturday. The forum will have a casual, personal atmosphere to encourage dialogue and sharing. Approximately 100-180 participants are expected. A botanist's and birder's delight. 2. Demonstration Gardens: Visits to Otonabee Shores, PeterborQugh Ecology Park and the Rainbow Restoration Site. 3. Rice Lake Prairie Remnants: A showcase of the Hµman and Natural Heritage. Visits to Alderville First Nation, Red C.loud Pioneer Cemetery and other nearby sites. 4. Roadside, Right-of-Way, and other Unique Prairie Remnants. Visits to several privately and publicly owned sites to learn about issues and efforts to conserve important remnants. for the complete program. JNww.tal Visit Location The Forum will be held Government "Robinson The Klrkfleld Alvar: 1 at the Building, Placé," at 300 Water Street in downtown Peterborough. Parking is available at the Municipal Parking ~arage one block away on King Street near George Street Note: Star shows Robinson Place. Dots show hotels listed on page 4. 2003 Tallgrass Forum Registration Name Affiliation Mailing Address City Postal Code Phone (day)_ Email Friday's forum fee includes sessions, lunch, refreshments, BBQ supper D I would like to set up a display at the Forum (no fee) and Proceedings. Extra BBQ tickets may be purchased for guests not Space needed: attending the forum. Saturday's tour fee includes bus transportation and box lunch. Please select the field trips you wish to attend according to priority, Friday, September 5th Please make cheque payable to Tal/grass Ontario and mail it and the Friday Forum (payment before AU9 22) $ 80 $, registration form to: Friday Forum (payment after Aug 22) $100 $, Tallgrass Ontario Friday Forum, Student & Senior $ 40 $, 659 Exeter Road Friday Extra BBQ Tickets $ 20 $, London, ON N6E 1 L3 Saturday Bus Tour, Regular $40 $ EmaiJ: I nfo@tall qrassontario, orq Saturday Bus Tour, Student & Senior $ 20 $, Web Site: www,tallqrassontario,orq Registration Total $, Phone: (519) 873-4631 . No refund for cancellations after Aug 28'h Field Trips. Saturday September 6th Priority Tour# 1" 2'" ~ 3" Please list any dietary restrictions: Tallgrass Ontario is a Registered Charity, No. 88787 7819 RROOO1 Please Join Tallgrass Ontario Contribute to our strength as Ontario's advocate for prairiè & savanna protection & education Please make your cheque payable to Name $30 $50 $15 Tallgrass Ontario Charitable registration #887877819 RROOOl Address o Individual/Family o Organization o Student o Donation Province Phone Cityffown Code Postal $- o Check for charitable receipt 873-4631 (519) . email Ontario, 659 Exeter Road. London. ON N6E lL3 RETURN TO: Tallgrass Office of the Prime Minister Cabinet du Premier ministre Ottawa, Canada K1A OA2 RECE.y~eD July 29, 2003 AUG 5 2003 00l~10fa~ ,,1J'>!)JJi!MIi'"''''' ¡t:,~~¡¡;; ,;;;,;m~¥.s ~'$~¡~tr\Ìli~ù ~B"" .\t,~......~~ Mrs. Sandra J. Heffien Deputy Clerk County ofElgin 450 Sunset Drive St. Thomas, Ontario N5R 5Vl Dear Mrs. Heffien: On behalf of the Right Honourable Jean Chrétien, I would like to acknowledge receipt of your correspondence of July 16, in which you included a resolution of the Elgin County Council in support of a resolution of the County of Bruce, regarding the impact of Bovine Spongifonn Encephalopathy (BSE) on the beef industry. You may be assured that the views expressed in the enclosed resolution have been carefully considered. I am certain the Honourable Lyle Vanclief, Minister of Agriculture and Agri-Food, to whom you indicate a copy of your correspondence has already been forwarded, will also have appreciated receiving this infonnation. Thank you for writing to the Prime Minister. Yours sincerely, , -K~ K. Smith Executive Correspondence Officer Canadã ST. THOMAS GUN CLUB INC. ST.THOMAS GUN ClUB (f'IC. P.O. BOX22Ò61 RP.O. EI..MWOOO ST.THOMAS.ONT. NSR6At Enclosed is a letter of appreciation for the generous support given to the St. Thomas Cun Club to help us host the Canadian Trapshooting Championships, June 26-29, 2003. I would appreciate it if this letter could be read at your next council meeting. yours truly S-' r 1 /( CA- i:-¿~ Ron Langley Secretary St. Thomas Gun Club --------------------------------------------------------------------------------------------- Mr. John WIlson Warden County ofElgin 450 Sunset Dr. St. Thomas, Ont. N5R 5Vl ReCEIVED Friday, August 08, 2003 Dear John aUG IS- ,-_ì"IV. ,......(f.~~... W~mt.·_·~~· , .' ~. , ...- -~ -' ' ~ ...... On behalf of the St. Thomas Gun Club I would like to thank you for your participation in presenting trophies at the Canadian Trap Shooting Championships. Please convey our appreciation to the members of the County Council. It was because of the support we received, both financially and personally, rrom the County of Elgin that the Championships were the success they were. Shooters rrom all parts of Canada competed and many went out of their way to praise the quality of the shoot and the friendliness of the people of St. Thomas and Elgin. Again, we could not have done this without your generous support. Yours Truly ¿;4 ~~ Pam Muma President 8t. Thomas Gun Club III1IIIIIIII ~f,0t; ~ ~;;# IIIIIII 'ifN~ ~~·~f~; ~~~ ADULT BASIC LITERACY PROGRAM: TILLSONBURG & DISTRICT MULTI-SERVICE CENTRE (TDMSC) Inside this issue: Busy Times in Em- 2 ployment Counselling 50/50 Draw 2 Did you remember... 2 Student Stories! 3 Clear Writing 3 Fundraising 4 Adult Basic Literacv Proe-ram: I I I .' I Wendy Woodhouse, Coordinator Kathryn De Jong, Lit- eracy Caseworker/ Instructor Jennifer Hill, Liter- acy Instructor Lynn Surgeoner, Lit.. eracy Caseworker, Newsletter Editor Tillsonburg: 842-9000 Woodstock: 421-0144 Summer 2003 United Nations Literacv Decade The Literacy Decade (2003- 2012) is an initiative of the United Nations General AB- sembly, adopted unanimously in a resolution of December 2001. The Literacy Decade aims to extend the use of liter- acy to those who do not cur.. rencly have access to it. The Decade will focus on the needs of adults with the goal that people everywhere should be able to use literacy to com- municate within their own community, in d1e wider sod.. ety and beyond.. The banner for the Decade is "Literacy for all: voice for all, learning for all". The United Nations has three main reasons which justify the Decade: 1" One in five people over the age of 15 cannot com- municate through literacy or take any part in the surrounding literate envi- ronment. A Global Monitoring Report, done in 2002, spelled out the huge challenge-over 861 million people without access to literacy. Two thirds of these people are women. 2 Literacy is a human right. Basic education, of which literacy is the key learning tool, was recognized as a human right over 50 years ago, in the Univer- sal Declaration of Hu- man Rights. 3. The Decade is an oppor- Included with this Newsletter... You will find several impor- tant inserts accompanying the newsletter. Please rake the time to read them and if you have any questions or com- ments, don't hesitate to call the office. 1. TDMSC Emergency Pro- tocol-outhnes the expec- rations that volunteers will follow in the event of an emergency during a tutor/student meeting. 2. TDMSC policy on Gifts/ Relationships with Cli- ents. 111is policy rein- forces the volunteer tutor role and its parameters. 3. Canadian Code for V o~ unteer Involvement dis- cusses how organizations can engage and support ~·20~ (,lti) t'...~t:~~.q. ~"cY ø_O Literacy for all: voice for all, learning for all. tuniry to make a sus- tained collective effort which will go beyond smaller, shorter programs or campaigns. Sincere appreciation is sent to our volunteer tutors who are involved locally. You are defi- nitely part of a global picture! their volunteers. This Code looks at values, guiding principles, and organization standards for volunteer involve.- ment. 4 Student/tutor activity: "The Fishing Trip 5. Tutor reports ,rtfY¡1: ,~¡¡:¡i ~k(I' ·°1"' .. ,- 'J í -~ " fd?4.