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February 11, 2003 Agenda ORDERS OF THE DA Y FOR TUESDA Y. FEBRUARY 18TH. 2003 A T9:00 A.M. PAGE # ORDER 1 st Meeting Called to Order 2nd Adoption of Minutes 3rd Disclosure of Pecuniary Interest and the General Nature Thereof 4th Presenting Petitions, Presentations and Delegations PRESENTATIONS 1 9:00 a.m. Scheduling Task Force - Sonia Beavers 6 9:30 a.m. Temporary Pool Task Force - Sue Sherrif 8 10:00 a.m. Purchasing Task Force - Sue Sherrif, Jennifer Ford, Marg Ashton 10 10:30 a.m. Recognition Task Force - Pam Muma 13 11 :00 a.m. Policies & Procedures Task Force - Terri Benwell 14 11 :45 a.m. Communications Task Force - Pat Vandevenne, Lois Ashton-Diniz 1 :30 p.m. Robert Musty and Tom Dawe, INS Technical Review (to be faxed out Friday) 5th Motion to Move Into "Committee Of The Whole Council" 35 6th Reports of Council, Outside Boards and Staff 7th Council Correspondence - see attached 38 1) Items for Consideration 40 2) Items for Information (Consent Agenda) 8th OTHER BUSINESS 1) Statementsllnquiries 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 NOTE: TASK FORCE MEMBERS INVITED FOR LUNCHEON LUNCH WILL BE PROVIDED February 23-26 - ROMA/OGRA Combined Conference, Fairmont Royal York Hotel - Toronto February 6, 2003 Schedulina Task Force Recommendations 1. Collective Agreement should have more specific language regarding call in procedure. 2. Would County consider supplying pagers to all part time staff? Two ways of implementing: a) County provides pagers for all part time employees. It then becomes mandatory for employee to carry pager and becomes condition of employment b) Start up costs through payroll deductions. 3. Shift exchanges continue to be permitted for all staff. All Three Homes agreed that Supervisor approval is not necessary for straight shift exchanges. A sample form is attached and the Task Force Committee recommends that the Shift Exchange Forms be kept in the front of each call in binder. Once the clerks have processed the exchange, the exchange form is removed from the call in binder and filed for six months. This new shift exchange guideline applies to equal hours for equal hours only. 1. Non Availability - It is recommended that part time staff be allowed to submit non-availability 2 weeks prior to schedule being posted. Non availability would not be accepted for extended periods of time or on weekends. Seniority rules and approval is at the discretion of the supervisor. Committee recommends that the Employer and Union negotiate details. 2. Committee recommends that a vacation/stat request guideline be developed that will speed the process for supervisor aPProval and for clerical to complete call in replacement. The committee agre~s 3 full business days to process vacation/stat requests are fair. 3. Terrace Lodge RPN's and HCÀ's, Bobier Villa HCA's would like to trial 12 hour shifts. Elgin Manor RN's, RPN's and HCA's would also like to trial once the move to the new facility has taken place. 4. All Homes would like to see a part time health care aide master rotation schedule. Elgin Manor would like to trial a part time master rotation schedule (2 weeks days, 2 weeks afternoons and 2 weeks nights). The trial for Elgin Manor will not take place until the transfer to the new facility has taken place. 5. Committee recommends that the appropriate software be purchased to support clerical staff with scheduling and payroll. The committee recommends that prior to purchasing software, a subcommittee should be developed that would include representation from SEIU, ONA, clerical and supervisory staff. , 1 1 ~ -.~---.'" 9. Employer to investigate ways of processing new hires quicker. 10. Elgin Manor subcommittee discussed whether recommendations should be implemented prior to moving to new facility. The staffing needs have not yet been determined and it is of some concern that the recommendations made now mayor may not be adaptable at the new facility. Therefore it was decided that many of the principals of the recommendations could be implemented now however, the Elgin Manor Subcommittee would like to opportunity to meet again at a later date when the staffing needs for the new Home have been determined. 11. Prior to implementing any changes to the present schedules, the committee is asking the employer to allow the Scheduling Task Force Subcommittees the opportunity to provide input. 2 2 SchedulinQ Task Force Call In Procedure 1. Call in Procedure will remain as is, offering one shift at a time according to seniority. 2. Staff working nights is allowed 8 hours sleep before proceeding on call in list. 3. Call In Guideline will remain as written except the following bullet will be added: . When unsuccessful in filling a shift from the call in list and it is determined that the shift must be filled(resulting in either a double or extended shift) the on-site part time staff will be offered the shift in order of seniority starting at the most senior part time employee. If all on-site part time staff decline the shift, then the full time staff on-site will be offered the shift in order of seniority starting at the most senior full time employee. Existing previously scheduled shifts, either before or after the extended shift will not be taken into consideration when offering the additional hours. 4. Call Ins may be assigned to someone under the direction of the charge nurse. 5. If a part time employee is on vacation, the part time employee should be offered future shifts. This practice already exists at Bobier Villa and Terrace Lodge and Elgin Manor will implement this practice as well. 6. Continue to wait 5 minutes for pager and beepers only- however, when leaving a message -after much discussion consensus was that the clerks would not wait five minutes after leaving messages. Shift ExchanQes 1. Shift exchanges continue to be permitted for all staff, within reason. 2. Shift exchanges should only be recorded on schedule by office staff except on weekends, the registered staff will record the exchange on the schedule. Vacation/Stat Requests 1. Collective Agreement should be followed regarding part time vacation. 2. Full time staff be allowed to request to use their stats when they wish as per collective agreement (30 days before or after). Therefore rotating schedule should not change because of a stat. 3 3 Job SharinQ and Other Options 1. Elgin Manor and Terrace Lodge (Nursing Departments only) would like to trial preferred shifts and preferred areas. Would like this completed by confidential ballot. Ballot would include questions such as: a) Do you want split days rotation or 7 and 3 rotation? b) What two shifts would you prefer? c) What area would you prefer to work in? d) Would you be interested in trialing 12-hour shifts? It is understood once staff request a change in area, then the first available opportunity will be offered to them. NeQotiable Items 1. Job share - 7 day job share only 2. Reduced work week for full time 3. Buddy system or shadowing 4. Different groups of part time ie. Scheduled shifts only - no call ins 5. 15 hour between shifts - committee agrees to consider changing to 11 hours between shifts - follow ESA. This applies to call ins only and does not affect scheduled shifts. 6. Terrace Lodge and Elgin Manor agrees to casual pool. Bobier Villa may agree to maternity placements as long as: a) any full time leave is still rotated amongst the part time (excluding the replacement) b) this is only to cover when the compliment is down (full time or part time) c) the temporary position has no seniority d) duration of replacement begins that start day of maternity for one year or until incumbent returns. 4 4 Schedulinq 6. All three homes agree that central scheduling is not the avenue we should explore at this time 7. Christmas schedule automatically be extended until first pay period in January. Employees should not have to request this every year, this should be implemented automatically. 8. Discussion took place regarding the concept of one clerk in each facility being responsible for the development of all employee schedules, call ins and payroll. Once the clerks and their supervisor shared the reasons why the concept may not work consensus was to leave as is. 4. The committee would like to see that all departmental schedules continue to be posted two weeks apart. Technoloav 1. Paul Vandenberg shared there are numerous firms that are willing to supply software but since the task force is winding down, it would take too long to get this together, therefore causes a delay in our report. Nursina Assianment Sheets 1. Terrace Lodge and Elgin Manor use. Bobier does not. The Nursing Assignment Sheet is used to assign staff to certain areas and certain duties. This form is also used for Emergency Situations. In an emergency the Registered Staff has one sheet that identifies who is in the building rather than gathering the information from several schedules. The committee agreed that the guideline for implementing the Nursing Assignment Sheet be consistent in all three facilities. The guideline should read: When clerical staff are completing the 2-hour nursing clerical duties, the clerk will initiate the nursing assignment sheet. Clerical staff will ensure all shifts are filled. The form is then left for the night nurse to review. 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Our objectives are to develop a database of required supplies and purchases within the homes, by examining current methods of supply procurement, identifying barriers to supply procurement, and by recommending procurement strategies with attention paid to issues that have a budgetary impact. Our initial focus was in the area of food stuffs, kitchen menus and the issues surrounding the daily menu preparation. DISCUSSION: The, homes use many of the same suppliers but there is not a consistent delivery person or time. Proper attention to the receiving of food stuffs is a problem due to the amount of items ordered and the time involved in counting and receiving the orders. Items that were ordered incorrectly and incorrectly picked items at the company result in staff substituting food stuffs from the cupboard in order to provide a proper diet to the residents. These substitutions create problems with the next menu day resulting in more substitutions and a backlog of problems until the next order is received. Production sheets and menu items are in good form at the homes, however, pre-checks on inventory and inventory sheets containing par values, items on hand, and items required to be ordered are not currently prepared to coincide with menu plans. A supervisor prepares weekly or bi-weekly orders by hand. This process includes manually identifying what is on hand each week and what is projected to be the requirements for the next week's menu. These same persons should be allotted the time to create a computer version of the inventory required each week for the menu plans which are used by the homes" These sheets would include par values (minimum requirements for the week), items on hand, and items to be ordered. Staff have also identified storage problems within all of the kitchen areas making it difficult to know what was on hand and where the items were located. Staff felt that more freezer space and more shelf space could help to eliminate the need for staff to dig through items and it would be easier to see if items were available or not at a glance. This may require an assessment of the kitchens by another source to determine if the requirements are adequate. Discussion revolved around the "old" Elgin Manor kitchen and the various items which may become available upon the opening of the "new" Elgin Manor. It was suggested that any items such as shelving and freezers be offered to the other two homes to help solve some of their storage issues. It has been noted that that some cheaper brands of products such as canned vegetables are packed at the same weight but that they contain more water than vegetables thus affecting portions and resulting in more product required" These two areas have the result of staff spending more of their time searching for p,oduct and preparing more product within the time constraints of the planned meal times at each of the homes. 8 CONCLUSION: There currently are several problems within the homes that could be solved with additional staffing or with some technological help. The purchasing committee felt that many of the issues could be solved if the inventory and standardization of product were monitored more closely. This could be achieved and would be greatly expedited with the use of new technology such as barcoding, computer tracking, and ordering. Staff would be able to receive items quickly by "reading" barcodes on the food stuffs and supervisors would know if the items were available by looking this up on the computer in advance of the menu being prepared. Once items were taken from inventory, they would be deleted out using the barcoding system and reorders could be placed on staple items or subsÙtuted items immediately. It was also felt that this would be able to also track other items such as medication and incontinence products for residents in other areas of the homes It was concluded that perhaps with a better system of inventory control and the streamlining of the ordering process, some storage space would be freed up, thus eliminating the need for more floor space and expensive freezers. RECOMMENDATION: THAT each home create a temporary manual inventory process for each menu cycle and any other supplies that are ordered by the homes" This inventory pm cess will be created by supervisors and staff to help streamline the ordering system, THAT the staff be asked to monitor product quality, quantity, and make recommendations to their supervisors as to yield vs. cost. THAT Information Technology and Management investigate a permanent bar coding system to implement for all items which are inventoried, ordered and received by the homes to help the process of purchase, inventory, and delivery in the homes. THAT an Inventory and Receiving Policy be developed and adopted into the Policy and Procedures manual. THAT the recommendations and policies which are adopted are consistently implemented and maintained in all the homes. THAT the Purchasing Task Force remains committed to improvements in all areas of purchasing and remains available to assist Management and Information Technology in any capacity. Respectfully Submitted Approved for Submission Pat Geisler Chairperson Mark G. McDonald Chief Administrative Officer Jennifer Ford Secretary 9 Staff Recofmition Task Force Recommendations 1. That the past practice of Employee of the Year in each home be d sC1!E.~N MANOR 2. The policy 10.140 in the Human Resources manual on Perfonnance Excellence Program continue but all staff become aware of the award and the Department Heads ensure all Supervisors are aware of the program. 3. a) To have HR and the supervisor's review and update all employees to ensure date of hire is correct. b) Also to detennine if àay staff have been missed for a service award and to rectify if it has occurred. 4. Years of Service Awards be changed to the following; 10 years - $ 30.00 15 years - $ 50.00 20 years - $100.00 25 years - $250.00 To remain as a watch or clock from Toth Jewelers in order to continue the symbolization of time. 30 years - $300.00 35 years - $350.00 40 years - 400.00 5. Develop a Service Award Catalogue for staff to choose the gift. Each item would include the insignia of the County of Elgin. The committee recommends using the service offered by Ansell's Awards and Specialties. 6. Years of Service Awards for Full Time and Part Time employees to be the same. 7. That the St. Thomas Times Journal be present during the presentation of the service awards to take a group picture to be placed in the paper and the homes. 8. Retirement awards to remain as they currently are. 9. Erect an Employee Recognition Board in a common area for staff, residents and visitors to view. The following infonnation to be posted on this board; a) A copy of photo taken by St. Thomas Times Journal for employees receiving years of service awards. b) Any retirements of staff from the facility. c) Any thank you cards/letters received. d) Any educational accomplishments of current staff members. e) Recognizable community accomplishments. I.e. news cEppings One person from each facility to be assigned to update this board on a regular basis. This person would be someone who sits on the staff recognition task force team. 10 10. Meal to be provided to the day and afternoon staff for the following special days; Christmas Day, Easter and Thanksgiving. II. A suggestion/comment box to be placed in the staff lunchrooms. The contents to be emptied weekly and distributed to the appropriate supervisor for response. A written response should be made within one week for all suggestions and posted on bulletin board. Staff can indicate their name on the suggestion or remain anonymous 12. That the Staff Recognition task force not be disbanded and the group continues to meet semi-annually to review/revise any changes or suggestions. 13. An annual BBQ over lunch at each home that is hosted by the non-union staff. It was suggested that the non-union staff include the Directors as well supervisors. 14. "Walk a mile in my shoes". This is an action plan in which Elgin County Home employees, (management and union) shadow a co-worker from a different department for a portion of a shift. The purpose of such an exercise would be to create and lor maintain staff recognition and appreciation for what a co-worker's job entails. The Staff Recognition Task Force acknowledges both the complex organization and the financial involvement that such a program would require and therefore suggest that this recommendation be implemented by asking non-union members to shadow union employees from within their departments. Upon evaluation, if it is financially feasible, it is recommended that union employees continue this program i.e. union members shadow another union members from a different department. 15. To provide each employee with a Christmas "Turkey" voucher. This could be in a form of a voucher for $25.00 that the employee could go and purchase a turkey for Christmas. It was suggested that the vouchers be from local grocers i.e. Dutton, St. Thomas and Aylmer. 11 Financial Impact to the Countv of E/¡;!Ïn 1. A one time cost of I bulletin board in each home. This board would be tastefully decorated to the homes decor and color. Approximate cost of $ 50.00 for each home. (Recommendation # 9) 2. A one time set-up cost of County of Elgin insignia for the Years of Service Awards. Approximate cost of$ 600.00 for set of dyes. (Recommendation # 5) 3. Change to Service AwardJ. An approximate value of $500.00 per year plus the cost of adding the 30, 35 and 40 year of service awards. At the time of the task force recommendations there is one person eligible for the 30-year award in 2003 and one eligible in 2004 (if these people do not retire before this time). (Recommendation # 4) 4. Yearly Christmas vouchers for employees. At the time of the task force recommendations there are 370 County of Elgin employees. 370 X $25.00 = $ 9,250.00 annually (Recommendation # 15) 12 Policies and Procedures Task Force February 6, 2003 Dear Sirs; This task force was formed to review current policies and procedures and revise, delete or create new policies and procedures as required by our business practices and governing regulations. Current policies and procedures are being reviewed with priority being given to those that need to be in place for the new Elgin Manor to open on time. Our target date to fInish the priority policies and procedures is early May. The task force feels that this date will give management and council time to review them before the signing date of June 1st 2003. For this purpose our task force has been divided into multi-disciplinary subcommittees. These subcommittees meet for four hours per week to review the policies and procedures that reflect the requirements of the long term care facilities program manual that must be in place for the pre-occupancy process. The categories that are currently under review are nursing, infection control, maintenance, activation, laundry/housekeeping and dietary. Each category will be submitted for review upon completion. This leaves only the administrative category to be completed before the May deadline. Additional time per week may be needed in order to reach this goal. Once this goal is reached, we will continue to work on the second phase of this project - the non-priority policies and procedures. Our committee eagerly awaits the time when Terri Benwell will be able to commence her secondment to aid in the research and development of the policies and procedures after they have been reviewed by the committee. This resource is integral in achieving our goal. The task force meets the fIrst Monday of every month to review the progress of the subcommittees and discuss any difficulties they may be experiencing. The task force is encouraged by their progress to date and welcomes any suggestions to help them to achieve their common goal. We thank you for the opportunity to participate in the growth and enrichment of our homes for seniors. Sincerely ~~ Diane Kuranyi Chairperson Policies and Procedures ~3 Communications Task Force Priority Recommendations 1. Communications Advisory Group 2. Weekly Staff Meetings 3. Technology 4. Informal Lunches 5. Newsletter 6. Marketing Package including Web Page ~4 - .- - - ! 'ï-:;"\ ~ .!nq~(,r.w m\!¡Íj'~.'.;"",.Z'¡\ l ; ;. ; i::: ~ _ ,A. ":.- ¡ . '. , \\}"'..~. .{' .~. ~ i ~..... .~, ".;~j..: . ¡ 1 I JAN 2 1 2003 \~ I . i ELGIN MAt,,:'·~ I Elgin County Homes Communications Taskforce Report January 7, 200 15 Elgin County Homes Internal Communications Strategy Situation Overview This is a challenging time in long-term care as staff workload is increasing, patients need more care, more residents have psychological issues. As a result of these overriding issues and historical management issues', Staff at the Elgin County Homes are frustrated and morale is poor. The new Director of the homes, who has been in place for less than a year, has been trying to make numerous clíanges to improve the homes, resident care and staff morale. The changes have been met with both appreciation and apprehension by staff. On behalf of most staff, there is a "wait and see" attitude rather than a team approach to making improvements. Communications at the homes has historically been very negative in nature with a focus on "you will not do this or there will be action". Staff have a general belief that things will not change and that their requests have fallen on deaf ears. As the homes are heading into the strategic planning process, many issues have to be examined before the organization can move forward. A number of Task forces were established in November of 2002, examining options in a variety of areas from scheduling to employee recognition. One of the task forces is the communications. This report focuses on internal staff communications. Task Force Members: Pat Vandevenne Cristina Amaral Lois Ashton-Diniz Kelly Carr Sandra Grylicki Laurie Lashbrook Laura Leatherdale Margaret Lyle Rob Marcus Janith McMillan Dianne Palmer The Communications Task force began meeting November 14, 2002 with a mandate to produce a communication plan within six weeks. The group met six times to discuss communications issues and seek solutions. 2 1 6 ~ - - - Within a month of beginning task force meetings, attitudes are reportedly already shifting. Employees are positive about the task force process and are keen, yet somewhat skeptical, that change will occur. Laurie Lashbrook, a communications consultant from The Lashbrook Group assisted with the facilitation of the task team. The following is a summary of the issues discussed and the recommendations of the group. Internal Communication Issues Historically negative , Communications at the homes have historically been negative in nature. There has been an emphasis on "you will not" rather than a positive approach of "this is how we are moving forward". There is no employee recognition program. Morale is low Staff feels demoralized. Some are angry and upset. There is a considerable amount of mistrust between management and staff. Many feel that their requests for help have been ignored. The general attitude would be described as negative. SJafffeels that although there may be talk of change, many believe that "nothing will happen, nothing will change". Reliance on word of mouth Verbal communications is the mainstay of communication methods. Even the most basic information about a patient/resident is often passed along by word of mouth instead of being written down. No formal communication tools There are no formal methods of communications with the exception of posting minutes of meetings and memos of instruction. There are no staff newsletters - in-home or interhome. Staff meetings are infrequent. Inconsistency of messages between homes Staff at one home might get information at a meeting, another home get it via a bulletin board posting, and the other not get it all. Lack of technology The use of technology is seriously lagging behind other similar publicly funded organizations - few people have email, and even many of those who have it either don't know how to use it or find it too slow to bother. There are varying levels of technology in terms of equipment, capability, and training between the homes. Management/Staff Communications Currently, staff meetings are held quarterly at Bobier Villa and Elgin Manor, and every two months at Terrace Lodge. Staff feels that management/staff communications could 3 1 7 be improved. Staff meetings are often poorly attended and the meeting minutes are posted too slowly. Access to supervisors is sometimes difficult, because of a lack of technology (they don't have cell phones) or a lack of time. Staff reports that they are reluctant to go to their supervisor because they feel that it would only burden them fu rther. Limited inter-home communication Staff between the homes have very little connection or communication. Each home works in isolation. Many staff have never visited the other homes or know much about how they operate. Sharing of ideas and support is very limited. Goals and Objectives Task Force Goal: To chart all communication paths internal and external to all three Homes and to determine the best, most consistent method of communications. Task Force Objectives: To map all communication pathways within each Home, between Homes and external to the Homes. To recommend a comprehensive communication system that ensures consistent and effective communication to staff, residents, and other stakeholders. To identify budget implication that arise from the recommended communication system. Communication Goals: Help staff to feel part of the larger "county homes" organization Build trust, pride and morale among all staff Communication Objectives: To develop a consistent look/messages for all homes while maintaining the uniqueness and individuality of each home. To help create a positive environment conducive to working together as a team and moving forward To share information and ideas between the homes that will improve morale and the operation of all homes 4 18 To build pride for all employees in working for one of the three County Homes To ensure consistent messaging to all employees in all three homes Find what is right -- Focus on similarities, find what is going right and share it. Build a team approach instead of a "good sister - bad sister" scenario of negative competition Facilitate the exchange of information, especially relating to the care of the residents Broad Strategies Conduct an employee survey to gauge communications issues and create a benchmark for measuring the success of new initiatives. Communicate the process of change so that all staff members are aware of the work of the task forces and to build enthusiasm and commitment for the process of change. Develop good communications and positive attitudes within each home prior to generating an "all homes" communications strategy. Utilize up-to-date technology to facilitate the communication process within and between the homes (including walkie-talkie systems, cellular phones, email etc.). Use "face-to-face" as the fundamental method of communications between management and staff, encouraging dialogue up, down and across the organization. Create one newsletter for employees at all three homes to share information and ideas, recognize employees and inspire excellence. Create opportunities for employees to experience the other homes and develop stronger ties with other staff as part of one organization. Establish a Communications committee with representatives of all three homes to assist with the implementation of the plan and provide ongoing input. 5 1 9 Link the communications initiatives to the recognition program being developed by the recognition task group. Make shift changes occur so that they enhance communication among staff. Provide training for staff, especially supervisory staff, on effective communications Review and revise Orientation Package for staff to ensure consistency with communications strategy alld key messages Recommendations. Communications Task Force Maintain the communications task force to assist with the implementation of the communications strategy and ongoing communications initiatives. Develop clear terms of reference for the task force to help keep the group on track. Issue an invitation for new (additional) members with an outline of the projects to be undertaken. The task force appointments could be for one year, allowing new members to join on an ongoing basis. Set a minimum of representatives per home (possibly three) so that the group is not over represented by staff from one specific home. The group should meet at least every two months. Designated communications representative Designate a person at each home to be the "point person" for the communications task team. This individual would help to keep their "finger on the pulse" of the home. They could ask staff: what would make your work environment better? What would improve communications? This individual could also be responsible for keeping the bulletin boards up to date (making postings and taking old ones down) as well as make submissions to the staff newsletter. 6 20 In home Communications Regular Weekly Staff Meetings Hold weekly meetings for all staff departments on Wednesday afternoon between 1 to 3. The Director of nursing could lead the meeting and engage staff in a dialogue, with the support service supervisor providing information. The Director of Homes and Senior Services could rotate through the homes, attending a meeting once a month at each location to raise visibility and increase personal contact with staff. Rationale: · Promotes a team approach by including all staff · Gives a forum to update staff on strategic directions of the organization · Provides an opportunity for dialogue and joint problem solving · Gives staff a chance to ask questions, voice concerns, and share ideas in an open forum · provides a forum for discussion with supervisor in a more structured timeframe Minutes should be posted within 24 hours for staff to review. Highlights of the meetings could be included in the staff newsletter. Incentives would encourage staff to attend the meetings and add to the overall morale. Encourage supervisory staff to create occasional opportunities to reach all staff on all shifts by holding meetings at alternate times. Staff Newsletter A newsletter for staff should be published monthly (or every other month) to help connect staff at all three homes and provide information on the organization's direction. Each home should have a designate "roving reporter" responsible for submitting news to the newsletter editor. Content: · Overall news from administration on new directions · Column or page devoted to happenings at each home · Candid photos of staff at work · Welcome new staff and announce staff changes · Recognize staff for achievements (tie to recognition plans) · Thanks yous and testimonials from families, residents · Educational information that staff would find useful (for example, tips for dealing with residents with dementia) · Upcoming events 7 , 21 · A contest involving all staff could be held to name the newsletter. A number of ideas for the name were discussed at the taskforce - the group recommended Chatterbox- Informal Lunch - Fun Fridays Hold an informal lunch on a Friday once a month at each home (possibly provide pizza for free). The lunch would provide an opportunity for staff to get together and have fun. The event would also provide an informal mechanism for the Management/Administrators to connect with staff on a regular basis. Bulletin Boards Make one individual at each home responsible for all postings (including taking down of old ones). This individual could be the communications designate (see above). Thank You Boards - (see staff recognition task team report) Post letters from families Congratulations to people who have done something noteworthy such as completed a course or changed positions. 8 ¡;;.; ,. ¿2 Technology Computers/Email An email system must be established at all three homes to facilitate communications for staff. Computers should be set up in central staff areas so that all staff have access to email. Appropriate training is essential to using computers and email. Voice Mail While voicemail is important to managing calls, it must be used with respect for the public and resident families. As much as possible have a live voice answer the telephone on incoming calls. Options for leaving messages must be clear and easy to move to the next step. Voicemaii is currently in place at Terrace Lodge, with mixed response. Families have been reportedly frustrated by the system. Prior to initiating voice mail at the other homes, be sure that a plan is in place for communicating the change to key stakeholders (especially resident families). Cellular Phones Cellular phones have recently been purchased to have on outings. This system is apparently working well. Additionally, each supervisor should have a cellular phone so that they can be reached at any time. This would eliminate a number of communications issues such as eliminating the volume of overhead pages and making supervisors more easily accessible. Two-Way Communications Considerable discussion about walkie-talkies occurred at taskforce meetings. For details on the discussion see taskforce minutes. An appropriate system for all three homes should be chosen with input from the task team. Inter-home Communications Tours/Open houses for staff Staff at the different homes have had little contact with the other homes. Many have never visited the other sites. This makes it difficult to create any feeling of connection. 9 23 Tours and open houses would provide opportunities for staff to visit each home and participate together in events. This will provide staff to see what the other homes are like, how they operate and to meet fellow staff members. Provide shuttle service from other homes to encourage participation. Annual Social Event Invite all staff to a social event such as a BBQ at a central location once a year. Social opportunities might also include trips to Blue Jays Games, Shopping trips, Tours etc. Caring Sessions/In service programs Provide educational in service programs for staff from all three sites that focuses on staff well-being and sends the message "we care about our staff'. These sessions would present an opportunity to share ideas as well as learn new skills. The sessions should have some interactive element where small groups would be brought together for specific activities to encourage participation. Events should be held in the evening and attended by staff on their own time. Suggested programs: Motivational speaker to help with morale (a positive attitude session) Stress Management Balancing Work and Home Humour in the Workplace Key Messages Key messages should be developed for both internal and external audiences. Key messages should be created based on the strategic plan being developed in early 2003. Other Recommendations Staff Exchanges/Job Shadowing Staff exchanges would provide staff with the opportunity to share ideas and care methods. The exchange program would also help to build a feeling of 'team' among all three homes, as people get to know and respect each other as colleagues. 24 10 Shift Changes Have all shifts change at the same time to facilitate communications by having everyone report at the same time, especially relating to resident information. Extend Ward Clerk hours to help handle communications, especially the volume of calls that are now handled by nursing staff. Incentives Program Develop an incentives program that would be fun for staff to participate in. The program could involve "play money" raid for certain activities (meeting attendance, fun awards etc.). The money could then be spent on items available for sale at the annual staff event -- the items could be donated by local merchants or could be lògo wear (T"shirts, mugs etc.) Communication Training Communication training should be provided for all management and supervisory staff to enhance their skills in communicating with staff. Tie communications to performance, especially for supervisory staff. Staff Orientation Review and revise orientation for staff. Resident Information The staff expressed a real concern about information regarding residents getting to appropriate staff in a timely manner. Some patient information could take three or four days to work through staff to a change in care method. Dot system Start with a pilot project at one of the homes. The dot would be on the door sign age and would indicate to staff that they should refer to the communications book before entering the room. Different coloured dots would indicate different scenarios. This concept needs to go to the policy and procedures committee Checklists When there is a change in resident care, or a new resident has been admitted, an information checklist would facilitate communication to all staff areas affected. 11 25 ) (Intema Communications Plannmg Chart Who and When Meet every two months - ongoing Appointments should be made annually Report to Director of Homes on ongoing basis Resources minutes Payor incentives for attendance Clerical resources for meeting notices Implementation Continue the task team's activities to lead implementation of plan Call for additional volunteers Look to H&S for model Designate for each home start ASAP - meetings would follow management meetings Weekly - every Wed. to cover both shifts Every two months - starting in Spring 2003 Monthly - starting in Spring 2003 Communication Training and coaching for meeting leaders Management team to agree to concept to give ongoing support. Management provides "tips and talking points" to ensure consistency ASAP Outsource initial design, - layouUprinting could be external ($1,000 per issue as a minimum) I Collection of content could be internal- one person per home for a full day/month @ $200 per person Funds to pay for lunches. For exam pie , 10 pizza's per home @$100 X 3 homes. $1,200 per home = $3,600. Communications team and management - clerical person to co-ordinate. Provide training to individual responsible. One designate per home to make submissions. need new boards in Possiblv wi home to Group from task team to make al plans, promotion and implementation. Gives opportunity for staff and management to meet face-to-face. DesiQnate one person per Tactic Communications Task Force Weekly Staff Meetings Staff Newsletter Informal Lunch - Fun Fridays Bulletin boards N 0" Budget $100 per some locations home. be responsible for putting up and taking down all memos and notices ASAP Resourceswill be required for hardware, training and ongoing implemented as part of plan for the County IT be Wi overal project support. Task Team should have considerable Input Spring 2003 - start with a preview of the new Elgin Manor Invitations/posters Refreshments Establish an annual opportunity for staff to visit each home Transportation - 2 school buses - $500 per home Begin in 2004 - based on success of other events Subsidized 50% by county, participants pay remainder of costs Homes social committee could work with the communications task to develop an annual event three homes team for all Technology · email · voicemai · pagers/walkie-talkies Tours/Open Houses Annual Social Event Caring Sessions N -..¡ Quarterly, starting in Fall 2003 $1,500 to $2,000 per session for the costs of a speaker and location rental to In staff with a Task team the Sessions would be similar Service Programs for focus on "well being". (or sub group) would organize events. Elgin County Homes External Communications Plan Situation Overview Elgin County Homes is a not-for-profit organization operated by the County of Elgin and consists of three long term care senior's homes: Bobier Villa in Dutton (57 Beds), Elgin Manor outside of St. Thomas (90 Beds) and Terrace Lodge in Aylmer (100 Beds). Currently all beds are full and there is a waiting list at each home. Most inquiries for long term càre beds comes through the Community Care Access Centre, which provides a document outlining the questions to ask when visiting the homes. Families pick three preferred homes and the first available bed is offered. They are allowed one refusal only. Requests for tours come on a regular basis, often a number of calls per day. When families come to visit a home, they are often desperate. Decisions appear to be made based on the family's experience in the home while on tour. While there is little need to market the homes to potential residents, the homes should provide up- to-date, easy to read information for inquiries. The current printed materials are out-dated and only provide information on two of the three homes. Communication Opportunities Respite Beds: The community needs to know more about respite care and that respite beds are available at each of the homes for short term stays. Most are used while families go on holidays or just need a break from the ongoing care of a family member. Elgin Manor has one respite bed with 51 % occupancy Terrace Lodge has 2 respite beds with close to 80% occupancy Bobier Villa has 2 respite beds with 80% occupancy This program could be promoted first to referral agencies such as the CCAC and more indirectly to other health and social service organizations. Day Programs: Day programs, which are intended to keep people in their homes for as long as possible, are offered at both Bobier and Terrace. Elgin Manor does not currently offer a day program because it is provided at nearby Valleyview. 28 The Day program, where individuals come to the home for the day to receive one-on-one care and activities, is an excellent opportunity to connect with the community. It could be even more significant if it was expended to nights and weekends. Family and Resident Communications Current communications Currently, families are communicated with on an ongoing basis as they visit the homes. Staff report that the personal approach of connecting directly when families visit works most effectively. Most families are in the home on a ,egular basis, giving them the opportunity to touch base with staff directly. Families receive important information, such as a change in legislation or billing rates, in with their monthly billings. Each Resident has a yearly care conference, where the family and care givers participate in updating and planning care for the individual. Each home produces a calendar/newsletter providing information on activities and upcoming event. A copy of the newsletter is in every resident's room, usually posted on the bulletin board. Staff currently provide weekly teas for residents. Recommendations Family Night Establish a Famiiy Night in each of the homes on a consistent evening once a month. The informal evening would give staff, residents and families an opportunity to come together and get to know each other better. The evening program could include entertainment or a singsong, as well as refreshments. An information talk from a physician, pharmacist or someone from the health unit might also be of interest. 2 29 General Public Communications and Promotion Corporate Identity/Branding Create a new corporate identity including new logo and type treatment that would be used when promoting all three homes. Individual logos, which would be variations of the main logo, would be developed for each home. A new corporate identity will help to create a positive common visual for the homes and a more homogenous approach to representing the three homes within the larger group. Staff at each home could be involved in the develJpment of the logo, ensuring it reflects their own history and uniqueness. The exercise of developing a new identity can prove to be a positive renewal experience, especially as part of the strategic planning process. Staff involvement can also improve morale as they collective[y determine who they are and how they should be portrayed. A new logo clearly signals change. Note: a new logo has been developed for the new Elgin Manor. Positioning Statement Create a positioning statement that summarizes the philosophy and care provided at all three homes. This statement will evolve from the strategic planning exercise as strengths and key messages are identified. Note: positioning statements already exist for Elgin Manor (The home where the heart is) and Terrace Lodge (Caring and Sharing) Marketing Package The current information brochure for the homes is tremendously outdated and requires immediate attention. The brochure was produced prior to Bobier Villa joining the organization and with the new Elgin Manor opening this spring, the time is right for a new marketing package. Ideally, any new marketing materials would be created in concert with the new corporate identity. Contents Overview of Elgin County Homes (how they are operated, not for profit) Summary of care (resident-centred, professional staff, restorative care etc.) Environment (home-like; caring, friendly, welcoming) Photos, location and summary of each home Activities (clubs, special activities, excursions) Day Program Respite Care Steps to admission 30 3 Contact information This package could be developed as a folder, with overview information in all folders and single insert pages devóted to each home. Web Site Currently, the Homes site is imbedded in the Elgin County site, but is easy to find in a search using "Elgin County Homes." Improvements should be made to the site to make it more user friendly and promotional in nature. Content Recommendations Elgin County Homes Philosophy of care, overview of how they are operated Overview of each of the homes Location, number of beds, special facilities Virtual tour of each of the homes Show a room and .common areas What makes us special (restorative care, 24-hour physician on call etc.) Activities - sample week calendar Meals - sample menus How to apply to become a resident CCAC information Questions you should ask when inquiring about residency Volunteer Opportunities Job Opportunities How you can support the homes (Fundraising) Contact information Community Presentations/Speaker's Bureau Profile for the homes could be enhanced considerably through presentations and speeches to service clubs, church groups, and seniors' organizations throughout the county. The presentation could be very generic and focus on the Elgin County Homes, what they offer, what to look for in a home, how the system works etc. More specific presentations could also be created to promote specific programs accessible to the public such as the day programs and respite beds. 4 3 1 Topics such as "caring for the elderly', "Alzheimer's Disease", "Active living for seniors" would likely be popular with a number of groups and would also allow for some promotion of the homes during the presentation. A power point presentation (or overheads if power point equipment is not available) would illustrate the speeches with a more graphic treatment using photographs as well as talking points. This presentation could be developed in conjunction with the print materials and web site, making use of much of the same information. Promotion of the availability of speakers should be done annually (ideally late summer) via a letter to all the service clubs and grcups in the region. Groups could be invited to hold their meeting at the local home, with a tour offered following the meeting. This could be especially valuable if members of the group are now in the home and able to join in on the meeting. This practice currently occurs at Bobier Villa. Annual Open House Each home currently holds an annual summer BBQ, which is well received by the community, especially in the smaller communities of Dutton and Aylmer. This practice should be continued with consideration given to promotion through the local media (advertising and media coverage). The event could have more profile by inviting local politicians to participate in some way. Handouts should be made available on each home and distributed for future reference and follow- up by participants. Media Relations All three homes should take a proactive approach to media relations. Many of the home's activities would be of interest to the community, especiallY in the smaller communities of Dutton and Aylmer. Media releases should be sent prior to the annuai community BBQ to ensure coverage of the event. Other media opportunities include interesting speakers or entertainers at Family Night (see above), when staff go out to speak to a community group, significant staff changes, or special events for residents. The opening of the new Elgin Manor represents an ideal opportunity for media coverage. This is also an opportunity to send the message that Elgin Manor is part of a larger organization that includes three homes. Senior managers should participate in a media training session to build on and further develop their skills as spokespeople. 32 5 COMMUNICATIONS PLANNING CHART (EXTERNAL) Who and When Post strategic planning exercise in early 2003 Post strategic plan - include as part of corporate identity process. ^ $7,500 no additional cost if included in design of new logo Must be in place for the opening of the new Elgin Manor Outsource design, photos and writing Budget: Photos - $1,500 Design - $3,500 Copy - $2,500 Printing (dependent upon number of copies) The communications team could be involved in providing ideas/input - the final approval would be up to management team Could be part of the IT project at the county Outsource design and development of site $12,000 - Budget: $10,000 Much of the contenUcopy would come from the marketing package - staff involvement through the communications team would be helpful Tactic Corporate Identity and logo Positioning Statement Marketing Package Web Site Resources Outsource to a professional design firm mplementation Involve staff at all three homes in giving input to design process. $5,000 Budget - stationery Suggestions could come from staff, recommendation forwarded by the communications team with the decision being made by Management Build into reprinting of al LN IN Ideally should be ready when new Elgin Manor opens because interest will be higher and will be receptive to hearin the homes groups g about Outsource development of PowerPoint ,500 Budget $1 Content would be reflective of marketing package. Specific presentations could be added to the generic piece by the speakers themselves 2003 Summer Advertise the events in local newspapers. Budget $1,000 for advertising in local papers Implementation would be in keeping with current methods Fall 2003 - monthly event on a consistent night (i.e. 3rd Thursday of the month) Mailing of invitations (or insert in bills). Cost of entertainment, honourarium to speakers etc: Invitatiop to residents and their family to participate in special night with activities and entertainment Speaker's Presentation Annual Open Houses Family Night LN ..£:" REPORTS OF COUNCIL AND STAFF February 18th. 2003 Staff Reports - 36 Technical Services Officer - Belmont Road Rehabilitation - Engineering Services (ATTACHED) Director of Homes and Seniors Services - Tender Results for Draperies and Off-The-Shelf Items (to be circulated separately) Technical Services Officer- OSTAR By-Law (ATTACHED) Director of Homes and Seniors Services, RFP - Window Treatment and Draperies for the New Elgin Manor (ATTACHED) Director of Homes and Seniors Services, RFP - Products for the New Elgin Manor (ATTACHED) Director of Homes and Seniors Services, Art for the New Elgin Manor (ATTACHED) 3..5 REPORT TO COUNTY COUNCIL PETER DUTCHAK, TECHNICAL SERVICES OFFICER ENGINEERING SERVICES DEPARTMENT FEBRUARY 6, 2003 BELMONT ROAD REHABILITATION - ENGINEERING SERVICES FROM: DATE: SUBJECT: Introduction As part of the proposed 2003 Capital Projects Budget and in conjunction with the Municipality of Central Elgin's waterline replacement project, Belmont Road (County Road #74) through the Village of Belmont is planned to be rehabilitated. Discussion The County of Elgin was uploaded this portion of County Road #74 in 2002 and requested by the Municipality of Central Elgin to rehabilitate the road in conjunction with their waterline replacement project in 2003. The project is included in the proposed 2003 Capital Projects Budget and has been estimated by staff to cost approximately $675,000 of which $500,000 has been budgeted in 2003 with the remainder of the work to be completed in the 2004 capital program. The estimated budget is based upon the current scope of work which includes: milling 100mm of existing pavement, placing 100mm hot mix asphalt (50mm in 2003 and 50mm in 2004), reconstruct intersections at Caesar Road and Borden Avenue to accommodate truck turning movements, minor curb and gutter repairs and extend storm sewer in one area. The condition of the existing storm sewer is mostly unknown. The Municipality of Central Elgin investigated the sewer crossings by video camera but did not investigate the main line. Our consultant, once retained, will investigate the condition of the reminder of the storm sewer by video camera and prepare a detailed construction estimate. At this time it is assumed that only some minor repairs will need to be made, however, if unfavorable conditions are discovered the proiect mav be expanded and this mav affect the total proiect cost. Council will be updated once the condition of the existing storm sewer is investigated and a detailed construction estimate is created. The Municipality of Central Elgin has retained the services of Dillon Consulting Limited for their waterline project, therefore, it would be logical for the County to also use the services of Dillon Consulting so that one contract can be prepared, tendered, inspected and administered. Dillon Consulting has supplied the County with a fee of $18,000.00 to design, inspect and administer the project. This fee represents an upset limit based on the current scope of the project. In addition, sub consultants will need to be retained for specialized activities (i.e. legal surveys, soils tests, sewer cleaning and video inspection). The total cost of Dillon's retained sub-consultants is estimated at $20,000.00. 36 J:\EngineeringIROADS\Council Reports\2003\BeJrnont Road - Dillon.doc Page I of2 REPORT TO COUNTY COUNCIL FROM: PETER DUTCHAK, TECHNICAL SERVICES OFFICER ENGINEERING SERVICES DEPARTMENT DATE: FEBRUARY 6,2003 SUBJECT: BELMONT ROAD REHABILITATION - ENGINEERING SERVICES Conclusion Staff is proposing to rehabilitate Belmont Road through the Village of Belmont during 2003 in a joint venture with the Municipality of Central Elgin's waterline replacement project. The roadway will be disrupted from the waterline installation and it is logical to rehabilitate the entire road surface at one time and under one contract. Dillon's fees for the project total $18,000 plus G.S.T. and they must retain sub-consultants to complete specialized operations estimated to cost $20,000 plus G.S.T. This will represent a total of $38,000 plus G.S.T. for engineering, inspecting and administering the project. In 2001 and 2002 the County has participated in joint projects with the Township of Southwold with success. The proposed process will streamline the project and present a more favorable and efficient image of government to the public. Recommendation THAT Dillon Consulting Limited be selected to supply engineering services to the County of Elgin for the rehabilitation of Belmont Road for their submitted fee of $18,000.00 plus G.S.T.; and, THAT $20,000.00 plus G.S.T. be allocated to fund sub-consultant operations for the project. RESP APPROVED FOR SUBMISSION ~~ PETE DUTCHAK, TECHNICAL SERVICES OFFICER CLAYTON D. WATTERS, MANAGER ENGINEERING SE MAR CHIEF ADMINISTRATIVE OFFICER 37 J:\EngineeringIROADS\Council Reports\2003\BeImont Road - Dillon.doc Page 2 of2 COUNTY OF ELGIN By-Law No. 03'08 "BEING A BY-LAW TO AUTHORIZE THE COUNTY OF ELGIN TO ENTER A FUNDING AGREEMENT WITH HER MAJESTY THE QUEEN IN RIGHT OF ONTARIO. AS REPRESENTED BY THE MINISTER OF MUNICIPAL AFFAIRS AND HOUSING. RESPECTING THE ONTARIO SMALL TOWN AND RURAL DEVELOPMENT INFRASTRUCTURE INITIATIVE" WHEREAS the Corporation of the County of Elgin has applied for and was granted funding towards the Vienna Bridge South Deck Replacement under the Ontario Small Town and Rural Development Infrastructure Initiative; and WHEREAS the Corporation of the County deems it expedient to enter into a funding agreement with Her Majesty the Queen in Right of Ontario as represented by the Minister of Municipal Affairs and Housing in connection with the Ontario Small Town and Rural Development Infrastructure Initiative; NOW THEREFORE the Municipal Council of the Corporation of the County of Elgin enacts as follows: 1. THAT the Warden and the Chief Administrative Officer are hereby authorized to sign a funding agreement, under certain terms and conditions, between the County of Elgin and Her Majesty the Queen in Right of Ontario, as represented by the Minister of Municipal Affairs and Housing, respecting the Ontario Small Town and Rural Development Infrastructure Initiative. READ a first and second time this 18th day of February 2003. READ a third time and finally passed 18th day of February 2003. Mark G. McDonald, Chief Administrative Officer. John R. Wilson, Warden. " 20 CORRESPONDENCE - February 18, 2003 Items for Consideration 1. Sharon Vokes, County Clerk, County of Grey, with a resolution opposing draft Stage 2 Regulations under Bill 81 until a financial analysis is completed by the Ministry of Agriculture, Food and Rural Affairs showing the costs associated with meeting the regulations. (ATTACHED) \, 38 62/67/63 23:65:22 EST; ASSOCIATION OF?-) 1 519 633 7661 CLERK-Elgin Co Page 662 FEB-07-03 FRI 05:22 PM 260 FAX NO, 416 971 6191 P. 01 "'''~,........ ,,'. .::;~:'g>:,;. con. PO RATION OF THE COUNTY OF GREY ( 1:..'\ ,: ('¡> J}'!rÌ'.('~; .___~ OFFICl~ OF THE COUNTY CLEt~K ,h'· ',,::.¡ ,;' SMron Vok"s, Counly Clerk (519) 376-2295 .:". ;.""'.{"', $05 9th Avenue Easl 1-800-567-GREY ~<,i I~'~~':' Q\wn Sound, Ontario Fax: (519) 376-7970 ""'; ,'- ,<,..~ .,-" N11< 3E3 svokes@greycounly.on.ca February 6, 2003. All Munidpalìties in Ontario. Ladiù3 fJnd GentfGrnen: At lIlO Februmy 4, 2003 Session of Grey County Council, the following resolution was adopted: WHEREAS the draft Stage 2 Regulations under Bill 81 are released for commlmt; AND WHEREAS the cost implicatìons have not been determined; AND WHEREAS the potential negative impacts to agriculture and the agri food industry have not been determined; AND WHEREAS the ability of category 1, 2, 3, 4 farmers to continue to farm m.w be difficult; NOW THEREFORE BE IT RESOLVED THAT the County of Grey Oppose the Minis!ty of Agriculture, Food and Rural Affairs proceeding with regulations affecting category 1, 2, 3 and 4 farms until a financial analysis is completed showing the costs associated with meeting the regulations has been completed and presented to the agriculture community; AND THAT this resolution be circulated to the Association of Municipalities of Ontario, all municipalities in Ontario, Wm. Murdoch, MPP, Jim Wilson, MPP and Emia Eves, MPP. County Council would appreciate the support of your Council with respect to its resolution concerning Bill 81. We would also urge Ihat your Council communicate with your local MP P in this reg<.mJ. Yours vory truly, THE COUNTY OF GREY ..' . /", ¡' , .' I" ) {I;/ ¡' /f II :1,:. Mrs. Sharon Vokes, C.M.O., D.PA, County Clerk T~·¡;Uø(lnl"IAIt4~.(oau.a...atOS""..:,Jtu.~.. ._ ........_ ¡O¡-lI::ŒnI'rcßOKIW..I'....'I>r~cllJu:~þfÞIM~.,O"""C'(4MO)"iLl ,...bw~I"", (\IJþoç¡¡Q~-' o1nr..n.;!-;~~~, ~J" ~~u. 39 CORRESPONDENCE - February 18, 2003 Items for Information - (Consent Aaenda) 1. Steve Peters, M.P.P., Elgin-Middlesex-London, supporting Council's resolutions to: 1) Honourable Janet Ecker, regarding the damage Futures has done to Ontario property assessment. (ATTACHED) 2. Louise Comeau, Director, Centre for Sustainable Community Development, Federation of Canadian Municipalities, with information for municipalities concerning the protection of the air in the community. (information documents available for viewing in Administrative Services) 3. Honourable Janet Ecker, Minister of Finance, advising that the Municipal Property Assessment Corporation has completed the province-wide reassessment of properties in Ontario for the 2003 taxation year. (ATTACHED) 4. Frank Mazzilli, Co-Chair and Bob Wood, Co-Chair, Ontario Crime Control Commission, with information and a nomination form for the Ontario Crime Control Commission Award of Excellence in Crime Control. 5. AMO Member Communication ALERT - "AMO Voices Concerns Over Province's Nutrient Management Policy". 6. Resolutions of support for the County of Elgin's resolution regarding a review of the size and composition of the Thames Valley District School Board: 1) Betteanne M. Cadman, Clerk-Administrator, Township of Norwich 2) Norma I. Bryant, Clerk, Municipality of West Elgin 3) Western Ontario Wardens' Association LfO Room 331 Main Legislative Building Queen's Park Toronto, Ontario M7A 1A4 1IÆ ~ Ontario Constituency Office: 542 Talbot Street St. Thomas, Ontario N5P 1C4 Tel: (519) 631-0666 Fax:, (519) 631-9478 Toll Free: 1-800-265-7638 Email: steve _peters-mpp-co @ontla.ola.org Tel: (416) 325-7250 Fax: (416)325-7262· Email: steve_peters-mpp @ontla.ola.org STEVE PETERS, M.P.P. E'LGIN - MIDDLE$EX - LONDON FEB 6 2003 January 30, 2003 Honourable Janet Ecker Minister of Finance 7'h Floor, Frost Building South 7 Queen's Park Crescent Toronto, ON M7 A 1 Y7 Dear Minister: Please find enclosed a letter from the County of Elgin that endorses a resolution from the Township of Armour. The resolution is also enclosed. The resolution calls on your ministry to repair the damage Futures has done to Ontario property assessment and to bring forward a plan to restore local assessment expertise and good working relationships between assessment staff and municipalities at the local level. Minister, I would appreciate your reviewing the letter and the resolution, responding to the County and forwarding your letter to my office. I thank you in advance for your time and consideration. Sincerely, ~\\c Steve Peters, M.P.P. Elgin" Middlesex-London Cc: County of Elgin, 450 Sunset Drive, St. Thomas, Ontario, N5R 5Vl 4 1 Federation of Canadian Mlillìcipalities Fédération canadienrie des. mUIÛcipalirés February 4, 2003 Warden John R.Wilson and Members of Cauncil Cauntyof Elgin 450 Sunset Drive St. Thamas, Ontaria N5R 5V1 FEB6 2003 Dear Warden Wilson and Members ofCauncil: . Every day, the average adult breathes about 15,000 to 20,0001itres of air .. The Federation of Canadian Municipalities wouldliketa take this .opportunity to thanki your municipal goverllment for. the leadershipyau ' have shown by passing the Clean Air Resolution sent ta yau in October 2002~ This issue, as you know, affects us all. As we work tagether, the aim is to keep urging the federal government ta do everything within.its jurisdictian ta protect the air that we breathe. There are alsa many oppartunities for yourmunicipalitý to protect the air in yaur community. . Below area .number of highly informative dacuments to help further your wark. The Smog Primer, PollutianProbe Makingthe Case for Active Transportation, G.o farGreen Providing Clean Air t.o Canadians, .EnvironmentCanada. In. additian, look for the upcoming May 15th; 2003 issue of the Sustainable Communities newsletter{at http://kn.fcm.ca)thatwillfeature a special issue an clean air activities at the municipal level. · · · .../2 Mission Statement Thf! Federtitið~- of Camdian Afuniciptilims (FCM)has been the national1Joiceofmunicipal gover¡zmentssince 1901. FCM is. ded.icdt,!d to improving the quality of life in all communities!Jy promoting strong, iiffei:tive and flLcounftlbk muniCipal govenÚnent. Ênôncéde mission La Fédératirm caname7medes munÙ:ipdités (Fayest /avoiX lliltÙJlUl.!e des gouvernemmts mwÛcipaux depuis.1901. La FCM est voide à am/liorei' fa qùalifide vieddm 'toutes les collectiviiésen - }àvorisaJit des gouvernemefzts municipaux forts, efficaces et rçsponsåblis. A!,knnan John Schmal Calgary, Alberta President Président Maire Yves Duchanrie Gatinéiu (Qti~bec) .First Vice President Premier vice~président Mayor Ann Ma~eari ~ New Glasgow, Nova -Scotia Second Vice President Dei.tXième-vice~p~ésidenœ MayorStephen D.W:illace Quesnel, _ British Columbia -'Third VicePrèsident Tro}sième vice":président Vacant Immediate PaSt President_ Président sortant _ JainêSW Knight Chief Executive Officer Chefde la -direction 24 rue Clarence Street Ottawa, Ontario KIN 5P3 no (613)241-5221 Qii (613)241-7440 federation@fcm.ca Web site/site Web: wy.rw.fcm.cå Cenrre for Sustainable Community Development Centre pour Ie d6.'eloppement des collectivitéS viabIes Qii (613) 244-1515 ccim.inrnµties@fcm.ca Commùnications Qii (613)241-5221 commu11ications@fcm.ca Corporate SerVices Services corporatifs Qii (613)241-2126 . oorpo.rat~@fcm.ca Economic and Social Policy Pplitiè¡ues éconoiniques et sociale,s Qii (613) 244-2250 po.1icy@fcm;ca International Cei1tre for Municipal DeveIopme~t Cèntre intemacional poÜr Ie développemellt municipal Qii (613)241-7117 iitterilational@fcm;ca 42 ~ -2- Finally, plan to celebrate Clean Air Day this year on June 4. This national day, which coincides with the Canadian Commuter Challenge and Environment Week, encourages individuals to take action to reduèe air pollution in their communities. Transit shelter posters and other promotional material will be available to transit systems to help promote the link between altemative transportation choices and clean air. In April you will receive a Clean Air Day package of support materials to help you plan your own municipal events and promote clean air day in your community that will be prepared by CUTA (Canadian Urban Transit Association). If you require any additional infonmation or have any questions on clean air, please contact one of the organizations listed below: Paul Gregory, FCM 613-241-5221, ext. 2910r pgregory@fcm.ca Environment Canada: http;/Iwww.ec.gc.ca Go for Green: http://www.goforgreen.ca Pollution Probe: http://www.pollutionprobe.org Sincerely yours, n ¡i I I µ.~ ;1 ()uJdJ iþ Louise Comeau Director Center for Sustainable Community Development LC/pg 43 - I I THE SMOG PRIMER :1 . , ~ POLl\JTfo~ f~oBe: «'ANA".ÇI,^NWAH' In Case of Transmission Difficulties, Please Call 416-863-2101 Please Deliver To: The County of Elgin ~ Ministry Of Finance Office of the Minister Mlnistère des Finances Bureau du ministre Ontario 7th Floor, Frost Building South 7 Queen's Park Crescent Toronto ON M7A 1Y7 Telephone: 41S 325-9490 Facsimile: 416325-0374 7Þ êtage. Édifioe Frostsud 7, Queen's Park Crescent Toronto ON M7A 1Y7 Téléphone : 416 325-0400 Télécopiour: 416325-0374 fEB 0 1,200'3 Dear Heads of Council, As you are aware, the Municipal Property Assessment Corporation (MP AC) has recently completed the province-wide reassessment of properties in Ontario for the 2003 taxation year. The reassessment for 2003 updates property values to a valuation date of June 30, 2001. The Province introduced cuuent value assessment (CV A) in 1998 because we believe it is the fairest basis upon which to value property for taxation purposes. CV A is more equitable, more understandable, and more accountable than the former system where assessments in many communities were as much as 50 years out of date. The province-wide application of CV A ensures that similar properties with similar values will be taxed on a consistent basis. For situations where the reassessment causes tax changes among properties, there are several mandatory and optional mitigation tools available to municipalities to make the tax changes manageable for taxpayers. I encourage municipalities to evaluate and consider the variety of mitigation tools that are available. A list of mitigation measures is attached for your reference. To-givc municipalities ample time to evaluate the impact of the reassessment and consider their various tax policy options for the 2003 taxation year, regulations have been made to extend the deadline to May 30, 2003 for municipalities to pass the following by-laws: · setting tax ratios (upper-tier and single-tier municipalities); setting lower-tier tax ratios where the upper-tier has delegated it tax ratio setting powers; setting upper-tier levy (upper-tier municipalities); adopting optional property classes (upper-tier and single-tier municipalities); adopting graduated tax rates (upper-tier and single-tier municipalities). · · · The applicable regulations are O. Reg. 417/02 (made under theAsse.~sment Act) and O. Reg. 422/02 (made under the Municipal Act, 2001), both of which were filed on December 20, 2002. I trust that a deadline of May 30, 2003 will allow sufficient time to establish your tax ratios and make your necessary tax policy decisions. If staff in your municipality require copies of the legislation governing property assessment and taxation issues, please note that all provinciallegistation and regulations are available free-or-charge on the government's "e-laws" web site at www.e-laws.gov.on.ca. 44 _..12 -2- The Ministry of Finance will continue to work closely with municipalities to review any concerns you may have regarding municipal taxation issues. Enclosure 45 PROPERTY TAX MITIGATION TOOLS Quick Reference Table TOOL DESCRIPTION REFERE1~CE Mandatory Measures 5% Limit on Tax To ensure that the transition to CV A is Municipal Act, 2001 Increases manageable for taxpayers, municipalities must Part IX limit the reform-related and reassessment-related tax increases on commercial, industrial and multi- residential properties to 5% per year. Municipalities have the option of limiting tax decreases of other properties in order to recover all or part of the revenue that is foregone as a result of the 5% limit on tax increases. Low-Income Municipalities are required to provide relief from Municipal Act, 2001 Residents reassessment-related tax increases on residential section 319 properties that are owned by persons who are (or whose spouses are) low-income seniors or low- income persons with disabilities. The upper-tier or single-tier municipality shall define "low- income seì1iors" and "low-income persons with disabilities" in its by-law. The amount of relief and the form of relief (e.g. a cancellation, reduction, deferral) are also determined by the .., upper-tier or single-tier municipality. Optional Measures Phase-Ins Upper-tier and single-tier municipalities may Municipal Act, 2001 choose to phase in the tax changes that occur in section 318 the year of a reassessment over a period of up to eight years. Phase-ins may be applied to the business and/or residential property classes. Optional Property Upper-tier and single-tier municipalities can adopt Assessmenr Act Classes any of the six optional property classes for the section 2, and purpose of applying different tax rates to different O. Reg. 282/98 types of properties (new muiti-residential, office building, shopping centre, large industrial, parking lot and vacant land, professional sports facility). 46 TOOL . DESCRIPTION REFERENCE Graduated Tax Upper-tier and single-tier municipalities may Municipal Act, 2001 Rates apply graduated tax rates to the commercial or section 314 industrial classes. This tool allows municipalities to apply lower tax rates to smallerllower-valued properties. Municipalities can establish up to three bands of assessment and they can set different tax rates for each band within the class. Relief from Local municipalities have the optiòn of cancelling, Municipal Act, 2001 Hardship reducing or refunding property taxes for owners of section 365 residential, farm or managed forest property if the taxes on the property are "unduly burdensome" as defined by the municipality. Local municipalities determine the eligibility criteria and the amount of . relief. , Farm Tax Rate As announced in the 2002 Ontario Budget, upper- Municipal Act, 2001 tier and single-tier municipalities have the option section 308.1 of reducing the municipal tax rate on the farm property class below 25% of the residential tax rate. 47 ORDERS OF THE DA Y FOR TUESDA Y. FEBRUARY 11TH. 2003 AT 9:00 A.M. PAGE # ORDER 1 st Meeting Called to Order 2nd Adoption of Minutes - meetings held on January 28, 2003 3rd Disclosure of Pecuniary Interest and the General Nature Thereof 4th Presenting Petitions, Presentations and Delegations PRESENTATIONS 1 9:00 a.m. - Paul Corriveau, Past President, On-Track (ATTACHMENT) 2-4 9: 15 a.m. - Beverley Wright, President, Gloria Scoyne, Board Member St. Thomas-Elgin Second Stage Housing (ATTACHMENT) 9:30 a.m. - Dave McAdams, St. Thomas-Elgin Tourist Association, Marketing Plan - Year In Review (enclosed separately) 10:00 a.m. - Mr. Tom Dawe, INS, will update Council on Information Technology Matters . 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 11th Motion to Rise and Report 12th Motion to Adopt Recommendations from the Committee Of The Whole 138-139 13th Consideration of By-Laws 14th ADJOURNMENT 5th 5-81 6th 7th 82-85 86-137 8th LUNCH WILL BE PROVIDED February 23-26 - ROMAlOGRA Combined Conference, Fairmont Royal York Hotel - Toronto ~_' .C-J ~r!'dnfl The RailWaycapita! ofcanada February 4, 2003 Linda Veger County of Elgin County Administration Bldg. 450 Sunset Drive St.Thomas, Ontario N5R 5V1 ,c Dear Linda, On behalf of the On Track Board of Directors, I would like to thank you for the opportunity for On Track to appear as a deputation before your Grant Review Committee. On Track is aggressively working to Save Our Station, thru the CASO Station Restoration Project. We have included a Project Update and our recent Feasibility Study for your review and consideration. Currently, On Track is completing the final details related to our purchase of the Station. We believe that the Canada Southern Railway Station is the most significant historical property in our community, one that was instrumental in the development of our community's economic growth for well over a century. We request your support in two ways. First, a financiaJ contribution to help offset some of our initial expenses outlined in our Project Update Report. These funds will directly benefit the Preservation of the Station. Second, we ask that Elgin County support the initiative to preserve intact the Canada Southern Railway Line as outlined on page 24 of our Feasibility Report. Our plans indude returning the Station to its former "turn of the century" glory. The station will be home to historic displays, and elements of its former use including dining, meeting, offices, and public waiting room. We look forward to the opportunity to meet with Council. Please contact me directly at 519-773- 8944 if you have any questions regarding our request. ~"U< rl fÝ' Mary Lou Stanley /,( OnT"""-V""Prem'm I P.O. Box 20040 St. Thomas, ON N5P 4H4 Phone: (519) 633-2535 Fax: (519) 633-3087 St.Thomas Railway Station Vision Project Projected Costs 2003 Downpayment $9,000;00 On Hand Closing and Annual Costs 6% interest on 80,000 annually (term of 5 years) Taxes Hydro Deposit Hydro Insurance Legal and closing ECFDC Loan for Tarp OHF Fire Mitigating Items $5,000.00 $1,200.00 $500.00 $2,400.00 $5,000.00 $4,400.00 $1,000.00 $500.00 Subtotal $20,000.00 Dec 2003 Dec 2003 Immediate Monthly Immediate Immediate Dee 2003 Mar 2003 Heritage Master Plan (Commonwealth) $55,000.00 Immediate Architectural Presentation Drawings $10,000.OQ Mar 2003 Marketing Brochures $8,000.00 Apr 2003 Printing $2,000.00 Immediate Administration $10,000.00 Immediate Total $105,000.00 If} I I I I I I I I I I f I I I I I I I II I I Identification of Potential Donor/ Sponsors Interviewees from the following list of organizations indicated that they might be able to support On Track in the following ways: · Municipal Council- Council's degree of support will need to be negotiated. At this point there is no consensus. Ofthe councilors interviewed, all acknowledged a role for the municipality. All stated that council was split and it would be hard to determine the actual commitment. Some said that probably there would be no firm commitment until Council adopted the Community Improvement Plan. Options discussed included: relocation and enhancement of market; infrastructure improvements; road connection between station and museum; tax incentives; interest free or forgivable loans for major capital contributions of$300 to $500,000; and some operational funding. Several suggested the need for On Track to submit a proposal by November based on a thorough business plan. · City of St. Thomas Plarming Department- plarming information and maps. As noted above, the pending Community Improvement Plan is important to the Station re-development project, particularly as a mechanism to secure additional funds through initiatives such as the Brownfields reclamation program. · Elgin County- support in principle - Elgin County Coilncil's support, for such initiatives as preserving intact the Canada Southern Railway line is important to the CASO project, and so should be secured. · St. Thomas Elgin Tourist Association, by developing joint promotions for events, tour packages involving the Station, and steam train excursions. · St. Thomas Kiwanis Club must have a mandate related to children. · Greenlane Community Trust Fund- The Trust was identified as a potential organization to support a financial contribution, particularly oriented to public education. · Downtown Development Board/BIA- Tl1e DDBA could work with the CASO Station project on joint downtown promotions, beautification of area, and assistance for the Station's development fund campaign. · Steve Peters - MPP's office- Mr. Peters has been an enthusiastic supporter ofthe CASO Station, and can be înfluential in assisting with information and support for Province of Ontario funding programs · Gar Knutsen - MP's Office- Mr. Knutsen represents the federal riding, and his support is crucial, for such initiatives as the Cultural Spaces Canada program, and other federal initiatives. . · Elgin Community Futures Development Corporation - This organization, can provide facilitation services, fund raising support, and meeting space if required, plus provide ongoing information about federal funding programs. · ZF Lenkesystem - The interviews indicated a potential small financial contribution from this corporation. Feasibility Study Summary Report The Canada Southern Railway Station /.8 II page 24 COMMONWEALTH Save Our Station an On Track initiative for community service '(~_1(';:'W1I'~~~~~I--~oJL....Ì<-_I'o-"! -~-,~,.:_>l'ô~~t___~""'¡""·~"i~(· aGAAGGGGGAG~GAGGAGAGG9·gGgmaAooAqa.aGAaG8BBG ;:1 ~ 8 ~3~!~~~~~~5~!~~~~~~~=~'::~~~'~~~!S ~~!~~ =-_ E:3 ,~ ~ i ffi § ~ ill ~' , ill & ffiffi ill ill j W ill ill j j ~ illJß ill ill ill ill ' , ~ illiffi ill ¡¡ill' 8 ill ill ~ Ii Canada Sou.thern Railroad Station - 1873 .-", _ø:--:c".JiiI1 St_Thornas --Septelnber -1940 - The Sin-nan Collection The On Track Group - Community Action for Cultural Preservation and Economic Renewal since J 993. { i ' ..' ~~J. _JG~~.;¡T~~2 Save Our Station an On Track initiative for comnumity service ."" =~ ~.~-::g:ç:~;~ -.-- ~--- St.Thomas - Circa 1955 - Tlî€ Sirman CollecÜon ~ ~:~ i"""'<-~'" . ...."". ",....,... -.....-. {-- ",,'--..- ..~....:;; . ~, ~ 1-"t~ ",,''I> ' g:.... .- ...3r ,~:-~~I~1!~ !r ~. ~:. ...~.::'I ""~ ~ . . . . », .,. ... .." .. ..- ...... I .. I .... ..... "' .... ~. -~.~<::R;;,1?'i!;;S="· I[§:-.....-:li]. ~ jÉ'" .o1'-:'~ -~ Bl';r¡ no i ¡ i :,;:.: =; ¡ ,'~; .~.}.." , "",." .00.. I """- ~f j ..~~:~~I..¡ ~'< ~o" N"'- '. ~ _,__ _. ....__ "J r- 1] ~~::''2¡ ~~_ _ _ -.~.- _M ",-_ __ _ ~.._ "'----__ .;. ~._~,~ UpF"'"level" 366"" 353"9" = 12.912 .cI~ 157;·"ndcws LowerLevel:West 36'O'x 97"a" = 3.562sq/ft C""ter31;'¡¡"x16"W"=5,909sqtt'< Ëast 36'6" X 65'9""2.40sq/!t 24.784 sqlfl TCllal ·FIR~T.:.F.':::29R.· ì.)5"';Q 0 00 <00 = -100 ..¥- ,,:::.::."-- -M-C-R-R..- -5T·11{CMA5-:PA55E>"iG.ER-~T À- ·O<'nI:e.-"1J;>T-Of-"l.O''''''~'''K:K_ ·r.LIÕ-..·....-Q· ..JA....I~..'!I4-. /!7l'"ððl3'f7 «,1].-, The On Track Group - Community Action for Cultural Preservation and Economic Renewal since 1993. On Track Railway Station Vision Project Project Update January 2003 On Track - List of Board of Di rectors No additional sub-committees Roy Broadbear 9 Isabel St. St.Thomas N5P 3J6 637-0863 Joe Preston 16 Mulberry Lane St.Thomas N5R 3J6 637-4152 Joanne Brooks 91 Woodworth Ave. St.Thomas N5P 3E6 631-2131 Deb Prothero 9 Isabel St. St.Thomas N5R 3J6 637-0863 Rose Gibson ·17 MillerSt. St.Thomas N5P 3E6 631 "9094 Mary Lou Stanley 45329 Talbot Line, RR 3 St.Thomas N5P 257 773-8944 Ken Holcombe 47 Hiawatha St. St.Thomas N5P 2T3 633-1499 Rosemary Underhill 69 Southdale Line St.Thoma N5R 1C1 631-2798 Shelly Holmes 40 Southwick St. St.Thomas N5R 2A 1 633-5568 Ed Vandermaarel 340 Forest Ave. St. Thomas N5R 2K7 633-3124 Gillian Martin 54 Barwick St. St.Thomas N5P 2A 1 631-1241 Talbot Street ----~---------- \f1frrmrn®råt nl~ - . O f¡g¡l,1 0 (i\ I!:JI I' , ,_,.,.,.1 Canadian Tire 2001 I ..,.---¡ , ~'I., 3ol__I'<.c '1 q 1 n rTlI= \Q~1 7 Prlé&Cheek 2001 IJH1r 1 fHÐ/ '-"---,.":,--,-, ..........- --~/ -'-o",s,,~~~ll~~I~ ~_l~l_~_/ !6 î -;:--- , C;!a(ttTíg~r ~,- ---" I· aID --, '0 5t.Thomas Railway Station Vision Project Projected Costs 2003 Downpayment $9,000;00 On Hand Closing and Annual Costs 6% interest on 80,000 annually (term of 5 years) Taxes Hydro Deposit Hydro Insurance Legal and closing ECFDC Loan for Tarp OHF Fire Mitigating Items Subtotal Heritage Master Plan (Commonwealth) Architectural Presentation Drawings Marketing Brochures Printing Administration $5,000.00 $1,200.00 $500.00 $2,400.00 $5,000.00 $4,400.00 $1,000.00 $500.00 Dec 2003 Dec 2003 Immediate Monthly Immediate Immediate Dee 2003 Mar2003 $20;000.00 $55,000.00 Immediate $10,000.00 Mar 2003 $8,000.00 Apr2003 $2,000.00 Immediate $10,000.00 Immediate Total - -------.---...------- If} $105,000.Ob -- --------..------ ----..-..-- '..'.'-., ,..-....-,. . ..,.......-..,.......-.,... - "..--...."',....- '-- '.' '",,- '-'.',_.,"" -.....- -- ...-.....--,.......--.--.....- - .--. ....----..--..-',---------------_..- ,..,.'. ."c·...,··..-.:..·-...,.-....'__·...· _..,..,_........,............._..-._...,....,...-,. '-"'........,.. ...-:.,.......--,,_.-,--...,......., ....- ....,.......,.....:.......-'..".- - -0--.."-" .-..,...,..--._-...,.'._._.,...-,.---.....-..:.- ,--.....,.,'.. '-_ On Trac(sSave Our Station .. " :: '--:"',-";"":'" :..:,..,::.:.'.:,--:-.-;:-,.....,. ..:.~,:..:..:-. .:,.:".,,- '. '.:':":.":.', ','.. ....--,. :'---:'-:'.':'. .'--', ,"-".' i " 0:_.,........- '. "_"_::__:::::,__-";';::'-:.--;~- ,.,":""._' __.... '_';'('__" ":':-:''-_-':':-:'~ Expression of Interest for ~ J)eveli!J1ment of a Fe~ibiJJty Stluly tmtiHeritage M~~lan . " ! May 17, 2002 ! , , ] 1 ~ '~ , , -; consultants. Mr. Stewart brings a strong co'n'servation ethic to the process of restructuring a project, whether it be an individual heritage property or an entire downtown. He combines this with a business acumen and ability to identify financing strategies that will make a project work without sacrificing quality or the heritage characteristics of the building. -, 4. Our Team (Full "cv's" are included as part of the submission's appendices) Commonwealth's Staff and Associated Team Members · · f · · · Y" J · Principal-in-charge and landscape architect will be John Stewart. Principal and advisor will be Harold Kalman who has had experience with a number of railway station projects in Ontario and western Canada. . Architectural conservation technologist will be Ian Hunter. He will be primary client liaison, and be responsible for producing the Conservation Report and capital budgets related to Station's restoration and redevelopment. He will also help produce the conceptual site plan. Heritage Preservation Advisor will be Robert J. Yallop, originally from St. Thomas with the firm Lord Aeck Sargent Heritage Architect will be Geoff Hodgins. Geoff will assist in preparation of the Architectural conservation strategy and proposed design interventions, in preparation of schematic drawings, and costing . Jon Linton, TCI Management Consultants will advise on the Proposed Financial Model, Forecasting, Market Study and Project Economics 5. Work Plan Commonwealth proposes to undertake the following work. Activity: Schedule Responsibility Tasks Project start-up meeting June 9, 2002 John Stewart, with On Track project committee Review project context, and goals Approve project work plan On Track provides reports, documents of work accomplished toclate Budget and schedule approved Activity: Schedule Responsibility Historical Research June - July, 2002 Ian Hunter, with advisors Hal Kalman, Robert Yallop ) ~ COMMONWEALTH Etpre".uimi. of Interc.\"t For the Deve/of'J/JeJlt i!ra Fe£lsibiliry Srudy amI Heritage Mw:ra Plan /,(/gt' 5 ,.. , ¡ ì ') Tasks Activity: Schedule Responsibility Tasks Activity: Schedule Responsibility Tasks Activity: Schedule Responsibility Tasks Activity: Schedule Responsibility Tasks Activity: Schedule Responsibility ) Develop research methodology Assemble a working chronology of the site Advise on the building's social history Develop architectural conservation strategy June - July 30, 2002 Ian Hunter, with John Stewart, Hal Kalman, Robert Yallop, Geoff HodgÜ1s Conduct inspection and assessment of the building Record features, condition as found Hold workshop style meeting with On Track and invited stakeholders Discuss proposed interventions based on SWOT analysis Prepare commemorative integrity statement for Station Team prepares concept designs, schematics presents to On Track Museological considerations June - July, 2002 Team Commonwealth will inventory major items or groups of items and perform cnrsory evaluation of their significance. Commo¡'¡wealth' s museum artifact inventory software, The Visual Archiver will be utilized for this task Urban context, landscape and site interventions June - July, 2002 John Stewart, Robel1 Yallop, Ian Hunter Prepare a conceptual site plan detailing the location of interpretive elements, and other proposed features. Make recommendation for landscaping and signage. Proposed Financial Model August 2002 Jon Linton, John Stewart Proposed 5c 10-15 year forecasts Market study and strategy preparation Project economics - Fundraisingplanning~tudy and strategy development August, September, 2002 J on Linton, Hal Kalman p(/ge () E Expresssiol1 vI ¡l/lerest For 11/(' Devc/llplJlelill~l(1 Fmsi/JiliTy Study lInd Hairaw.' MasTer Pla/1 COMMONWEALTH y Tasks Id~ntify sources, l~ads for fundraising and sponsorshi p Hold a fundraising planning workshop with On Track to d~velop strategies for an aggressive fundraising campaign Activity: Schedule Responsibility Tasks Final plan preparation September, 2002 Team Develop a "phased road map" for the rehabilitation of the building and the site with a financial rationale integrated into the process Deliverables: · Conservation Report & Maintenance Plan. · Conceptual site plan detailing the location of any tourist amenities and the integration of interpretive elements. · Base Material: Architectural plans, elevations and/or sections of the Station required to complete or illustrate the proposed work will be supplied by the owner. Existing plans will be scanned and employed in the report. Electronic CAD material will be additional to the base price if required. The site plan will b~ d~v~loped in a CAD format. · Financial Plan with Mark~ting Strat~gi~s · Final report, combining all the compon~nts into a Heritage Master Plan for the Canada Southern Railway Station 6. Scheduling A preliminary sch~dule is id~ntified b~low. The tim~lines may need to be adjusted depending on project start-up Expresssioll (~f' Interest For the ÐCl'c!oplllell!ot"a Feasibility Study and Herita);r! Ma,\"U'r Plan ~ ~ COMMONWEALTH ¡joge 7 ST. THOMAS-ELGIN \\ \ \ Second Stage Housing M,··{ti ~~~,~aF- \j:,.~ <" , '.;c·, T~~i;:'~: ;)~:f*--:;' '^;". April 22, 2002 Am 2"6\ 2. Warden John Wilson, County of Elgin 450 Sunset Drive, St. Thomas, ON N5R 5VI :nf1/f i¥:t"~i"(é ~;4)l.JŒ'IJ~ . Dear Mr. Wilson: This letter has two purposes. The first is to introduce the County of Elgin to the services provided through St. Thomas - Elgin Second Stage Housing and the second is to request financial support from the County for the programs and services we provide to women. With the changes that have occurred as a result of the Social Housing Reform Act, many Second Stage Housing Programs across the Province of Ontario have been downloaded to their local municipalities. Though this process is not necessary in Elgin County, our Board of Directors feels that a relationship should be established that facilitates information flow. St. Thomas - Elgin Second Stage Housing provides affordable, supportive and secure housing to meet the needs of women, with or without children, who are fleeing abusive relationships in this county. The 12 - unit apartment complex that houses our program is located at 15 Golding Place, St.Thomas. Support is offered to both women and children through individual and group counselling and is intended to assist women and children to gain an understanding of the impacts of abuse, to do safety planning, to develop skills in setting goals for their futures and to assist in their move towards independence and healthy, violence - ftee living situations. Recent statistics tell us that I woman in 4 is an abused woman and that on average, 40 women are murdered by their estranged partners each year in Ontario. Women are considered to be most at risk after leaving the relationship. Women seek admission to second stages for the safety and support offered in these programs. We know that the support offered in the programs assists women to move on to live healthy and productive lives free of violence. There are 26 second stages located throughout the Province of Ontario. Elgin County is fortunate to be a community that has an organization that provides the elements of ...Page2 2 . Ä United Way Agency Page 2 safety and support required by women and children leaving abusive relationships. Approximately 35 women and 55 children are supported in our program on a residential basis each year. In our fiscal year 2001 - 2002, we had an occupancy rate of 97% and this rate has been consistent over the past 4 years of operation. We often have women on a waiting list for the program. During our fiscal year April 2000 to March 2001, our staff provided 725 hours of individual counselling for women and 270 for children, 84 hours of support groups for women and 375 hours of groups for children. We also offered 136 hours of parenting support, 121 hours of advocacy and follow-up along with community education to approximately 1000 individuals. The average length of stay is eight months. The unique and comprehensive services offered through St. Thomas - Elgin Second Stage Housing are provided by trained, qualified staff. Women, when leaving our program, have reported high levels of satisfaction with the support they received while residing at St. Thomas - Elgin Second Stage Housing. FUNDING The program opened in April 1994. The 12 - unit apartment complex was built through a grant from Canada Mortgage and Housing Corporation (CMHC) and CMHC holds a 15 year forgivable mortgage on behalf of St. Thomas - Elgin Second Stage Housing. In 1994, the provincial government agreed to fund the counselling portion of the program. In 1995 however, the provincial government of Ontario withdrew all funding to support the counselling programs in 23 second stages across the province. At the time, the government made a strong commitment to get out of the housing business. Sixty three percent (63%) of the funds required to run our program were withdrawn, $122,000 from our total budget of $207,000. Some second stages had a funding relationship with the (then) Ministry of Housing and those relationships continued up until devolution which, for many, is currently in the process. Elgin's Second Stage Housing has not had this link to the Ministry of Housing and therefore is not being downloaded to the municipality. Since 1995, every effort has been made to recoup the lost government revenues without compromising the program. Emphasis has been placed on continuing to meet the needs of women and children in the program, while staff, board members and volunteers have worked tirelessly to raise funds to keep the program operating. A vigorous fund development plan has sustained the agency since the government withdrew funding. As you will see by the attached Full Cost Analysis, we have three major sources of income. We receive funds from United Way to support our Children's Program, the women pay rent and that covers off the occupancy and some of the administration costs, and the remainder of the dollars are raised through fund raising efforts. ...Page 3 3 Page 3 Our fund raising goal for our fiscal year April 2002 -March 2003 is $100,000. Our women's program is funded mainly through fund raising efforts and through lotteries. Over the past three years we have raised $67,410, $72,292 and $80,957 consecutively. We have done this through running bingos and Nevada at local establishments. In addition to this we have also held an annual Aerobathon where participants collect pledges; our "Moovin' and Groovin" event, as it is called, raises approximately $6,000 yearly. In addition to our major fund raisers we have also run car washes, held yard sales, sold hot dogs at the local grocery store, and solicited funds from service clubs, church groups and corporations. We have also partnered with other groups to run fund raising events. Weare appealing to the County of Elgin to assist us in our efforts to raise funds for the women's program at St. Thomas - Elgin Second Stage Housing. A grant of $3,500 would support approximately two women in our program this fiscal year and would assist us tremendously in our efforts to continue to offer safety and support to women and children leaving abusive relationships in the County of Elgin. We are enclosing a pamphlet outlining our services, a copy of our most recent newsletter and a Full Cost Analysis. We would welcome the opportunity to discuss this request in further detail with yourself and the other members of County Council. If you require further information please contact Ruth Hyatt at (519) 637-2288. Thank you for your time and consideration. Aao,W Beverly Wright, President, Board of Directors encl. 4 , ~_~____ -1---- I I I ¡ I I I IAdministratio 1 Occupancý'!Children's Progra , , i ! ........ ST. THOMAS - ELGIN SECOND STAGE HOUSING i__ _~___ -... --._- ._--._-,-.__.-..- -, FULL COST ANALYSIS (CURRENT) -. '_'0 COSTS ...--_. Item --.----.---. Direct Costs .. ..- --¡Salariës / Benefits ! $28,000.001 $42,000.001 ITravel/ Training $250.001 $750.001 ! Program Supplies' ---·~-$0.06r·· $0.001 I l -·T~---·-_·_- __.._ I! I .,. __~. ___ [Insurance .. L___.~5ºº.-ºº~....$..h100.QQj 1 Utilities $0.00, $15,000.001 1 Maintenance/Repair/ $1,000.00 1 $5,000.00, ________.________.__1 Replacement ' ¡Office Supplies - --$500.00' $100.-001 '-'- 10ther Supplies $500.001 $250.00[ -_J.Allocated Admin----¡- $5,000.06¡-- $350.001 -- ._____ 1 1 $35,750.001 $64,550.001 1 ! 1 ----¡ I _....~_._.- '1-'·----·~·- ! I i ...--.'--'.-- --- - -.-.--.-.. -..··._...0·.. .___..._ Indirect Costs --- ------..-.--.--- ,..-.---- - -- .-- ..---.- --.------ Total --.. ""'__'__-0'.__'_-" INCOME ------ - ---:---..--. i __._ 1 Rent 1 United Way I Fund Raising .. 1 Lottery Income iHRD Grant 1 Miscellaneous jorporate Donors ....- -~--, $4,000.001 $56,000.001 $1,000.001 $0.00 $28~OOOOol---$2, 1 00.00 $750.001 $6,450.00 $0.00, $0.001 $1,000.00: $0.001 $1,000.00 $0.00' $35,750.00 $64,550.00 -'--'-~---- - - f---.------- . -- Total - , ¡ Total cost of Women's Program I # women supported in the program --+- average cost per woman each year ¡(includes individual, group counsellin!l and parenting) 1 1 ~-------- +---- I i I I -.. 1 1 1 - ---1- 1 1 Women's Prógram" Outreach 1 c----- $43,000.00 : $750001 $800.00 i $800.00, $1,000001-' $650.001 $55,800.00. $500.001 $2,000.001 .. 1 I $80000 1 $1,.900.001. $500.001 $3,500.001 $163,000.00 $500.001 $2,250.00 $500.001-'- $2,800.00 ..------- I I $200.001 ! - 1-____ _ $300.001 $600.00, $250.00 I $500.001 $250.001 1 ~2,000.00 I $2,000.001 $250.001 ! 1 ... 1 $49,800001 $63,45000 i $5,200.001 1 ~ 1 . ---- 1 .---- , 1 1 j ~c+-------~ 1-- ; $0.001 $0.06T $0.001 $43,000.001 $10,000.00j $0.001 $5,000.00i $24,650.001 $5,200.001 $0001 $14,000.001 $0001 $1,80_9:-ººJ $1,800.00 $0.001 $0.00 $2,000.00 $0.001 $0.00 $11,000.00 $0.001 "=---- $49,800.00 $63,450.00 $5,200.00, 1 : I , -.-- , , I 1 1 $63,450.00 35 $1,812.85 Total ------~--~ $3,200.00 $17,000.00 , __$7,150.00 $1,500.00 $1,500.00 $8,350.00 $218,750.00 $60,000.00 $54,000.00 $64,950.00 $21,200.00 $3,600.00 $3,000.00 $12,000.00 $218,750.00 I , L 1 1 1 '" \\ \ \ ~ ---~ y Second Stage News 14th EDITION FALL 2002 SYSTEMS PROTOCOL LAUNCHED communitv responses to abused women and their children. The Domestic Assault Review Team (DART) has been working on a new project to help abused women and their children in Elgin County. DART is made up of ten representatives of local agencies that provide services to women who have been abused. Agencies represented include: Aylmer Police Savices, Crown Attorney's Office, Elgin Family Violence Centre, Elgin County O.P.P., Family and Children's Services, Probation and Parole Services-St. Thomas, Sexual Abuse Specialist of the London O.P.P., St. Thomas-Elgin Second Stage Housing, St. Thomas Police Services, and Violence Against Women, Services Elgin County. In 2000, DART embarked on a project called the Community Accountability Initiative. The aim of the initiative was to build and ensure an accountable. effective. and sustainable local community response for women who have been abused and their children. One action taken by the initiative was to gather information about the current Elgin response to abused women and their children. This information was collected through a countywide study entitled: A Community Snapshot 2000: Elgin County's Community Response to Abused Women and Their Çhildren. 122 people were interviewed, 70 of which were women who identified experiences of abuse. Many recommendations were made by participants in the study to improve our response locally to abused women and their children. , Key recommendations included: 1) increased public and service provider awareness of the issues and effects of abuse for women and their children and the services available iocallv to help: and 2) improved consistency and coordination of service and To keep DART informed about women's experiences with service providers, an . Accountability Committee was developed. Women who were part of this committee met regularly, during the initiative, to review the work of DART. DART took the information provided by the Accountability Committee into consideration as decisions were made during the initiative. The Accountability Committee reviewed and provided feedback on the system protocol that was being developed. On Thursday, October 17, 2002 DART officially launched the Protocol that was established to: 1. Ensure that abused women and their children receive the best possible response from the system services designed to maximize their safety and hold the abuser accountable with community censure; Foster and' maintain open communication among agencies necessary for cooperation and coordination; Function as a quality control mechanism for service delivery; and Continue to inform agencies and the community about the importanf issue of woman abuse. 2. 3. 4. The intended result of an applied protocol is a consistent, comprehensive, knowledgeable, and accountable response to abused women and their children in Elgin County. As part of the continuum of services, St. Thomas-Elgin Second Stage Housing continues to playa major role in providing services to women and chilcJren leaving abusive relationships in the County of Elgin. - MISSION STATEMENT St. Thomos-Elgin Second Stage Housing (STESSH) provides transitional. supportive, secure, and affordable housing to women, with or without children, who are leaving an abusive relationship. STESSH, in recognizing that tho sourca of tho problem lies within the person who abusas and the traditions and institutions that maintain ~huso, is committed to working to change the social, economic, and legal systems that perpetuate the abuse and to holping woman and their childran liva lives free of violence. Thank you our Funding Partners! ~ Funding partners are organizations, '; groupS, or businesses who through ,( their generous support of Second _ Stage enable us to continue to 'J'provide , .<0f:, _,' _ services to ~abused ri,~~)li;s.,>-~~l women and if their ;,~i~$?i,*~; J children. ; ~~;;~ t. Thomas Optimist Club has ssisted our programs through Inancial aid and donations of 'ckets to local special events for er five years. Second Stage cerely appreciates the work of s valuable service club. ~ 'Anne's Council of Women _ dedicated, hardworking group omen work tirelessly on orting our community. The S1. è's Council of Women have . orted Second Stage for 6 $ through financial aid earned 19h their Annual Wine & se event, through Christmas 101' the women, and through ance with baby items when _, d Second Stage is very ful for their support! Did You Know?? ................... That from January 2002 until July 2002 there were 38 reported occurrences to St. Thomas Police Services of spousal assault where the victim was female. + That 80% of children from the homes where their mothers are abused are witnesses to the abuse. + That 34 women and 39 children resided at Second Stage from April 1, 2001 to March 31, 2002. . ... That the average cost per woman at Second Stage each year is $1,647 and that 80% of those costs are supported by Community Fundraising. Yon CAN HeI Upcoming Special Events Print Raffle Dec. 2002 Women's Night Out Feb. 7, 2003 YardlBake Sale April 2003 Print/Month Raffle Apr. - Aug. 2003 1st Annual Golf Tournament 2003 Direct Donations Memorial Donations Host an Event for 2nd Sta e Volunteers and Fundraising Community volunteers and fundraising makes it possible for our agency to continue to provide the services to women and their children leaving abusive relationships. ~.'" Eighty-six volunteers contributed over 1 ,000 hours to St. Thomas-Elgin . Second Stage Housing during our last fiscal year (April 1 ,2001 to March o 31,2002). These volunteers, mostly in fundraising, have had a profound effect on the lives of women and children leaving abusive relationships in our community. Fifty-five (55) volunteers worked at 8 various fund raising activities last year raising $16,348. This amount represents counselling, support, and advocacy for 10 women at Second Stage. IbaRI( voul Position Volunteers Hours Fundraisina Events 55 663 Binao 8 108 Communitv Dinners 6 24 Promotions , 6 20 Virtual (web-site) 1 10 Maintenance/Recair 4 8 Children's Proaram 4 47 Board of Directors 6 100 Would you like to be a part of our volunteer team? We Have Many Opportunities Available .:. Events Committee .:. Yard Sale Chair .:. Golf Tournament .:. Bingo .:. Children's Recreation Worker .:. Special Events Call Chris at 637-2288 MISSION STATEMENT St. Thomas-Elgin Second Stage Housing (STESSH) provides transitional. supportive, secure, and affordable housing to women, with or without children, who are leaving an abusive relationship. STESSH, in recognizing that the source of the problem lies within the person who abuses and the traditions and institutions that maintain !I. abuse, is committed to working to change the social. economic, and legal systems that perpetuate the abuse and to helping women and their children live lives free of violence. ) , Second Stage Financial Supporters April!, 2002 to September 30, 2002 Thank You Very Much for Your Support! St. Thomas-Elgin Second Stage Housing strives for accuracy in listing donors, however, errors may occasionally occur" Please contact the office if omissions or errors. are detected. · Benefactors Stewards Friends ($1000 plus) ($/00 - $499.99) ($1- $99.99) First United Church, C.D. · V. Roberts · Union UCW Committee (The · H. Holland · St. Hilda's-St Luke's Beaumonts, The Spectrum · Elgin Presbyterial UCW Anglican Church Singers, Slap Schtick) · P. Ballantyne · T. Shackelton Canadian Tire Foundation · Canada!e Nurseries Limited · P. Pinkerton & J. for Families · M. MacMillan Reichstein Gordon & Jessie Wimbush · S. Herold · M.Smith r ùundation · F. Vandenburg · A. Bennett Kinsmen Club of St. · Elgin Optical Ltd · B. Leverton Thomas · J. Durnin · K. \Vçl!s St. Anne's Council of · M.Smith · Union-South Yarmouth Volomen · Zehrs Save-A- Tape Senior Citizens (¡uo F. K. Morrow Foundation · St. Anne's Festival Board · ], Collins The John C & Sally · J. Ferguson · M. Dewar Horsfall Eaton Foundation · St. Andrews United Church · I. Wellwood · D. Gillespie Patrons · I.A.M,A. Loca! 1975 ($500 - $999) ~ · Dr. Fetterley Talbot Trail Optimist Club · K. Verrell Loblaw Companies East ~~ · A & P Save-A-Tape J. Kohler · Fire Muster Coffee Stand · Elgin Lodge 32 IOOF · V. Ormond · · · · · · · · · - - - - -~- - - - -~- - - - -~- - - - -~- - - - -~- I will help abused women and their children. Enclosed is my gift of: $ - - - - Paid by: Dcheque Da series of post-dated cheques Dcredit card Name Address Credit Card (MasterCard, Visa) Number Expiry Date St. Thomas-Elgin Second Stage Housing. 15 Golding Place St. Thomas, ON N5R 600 Phone.: (519)637-2288 Fax:(519)637-2213 email: :;¿condstaqe@amte!ecom.net Toll Free:1-877-396-2288 geceipts for income tax purposes ¿,í& issued for sr:"?cunts exceeding S'/O.OO THANK YOU! , I , I fli 1 " );.,1;" , ;.' ,.' ;' . ~omen änd Children, family and friends Mnrdered in 2002 . -~ '.,' r),' .~~_ We mourn these women and children, who were murdered since the last Wife Assault Prevention Month and December 6 remembrances. Their names should serve as a catalyst not just for remembrance, but for recommitment to action that will end violence ågainst women in Ontario. This is, however, only a partial list from media reports. Each year in Ontario, an average of 40 women are killed by their iIlH!ì1ate P1l~ers, according to the Woman Killing report. Karen Grubb, 33. Walkerton. Mother of three children. Karen's bloodied body was found by her brother-in-law in a tractor bucket on the farm where she lived during a neighbourhood barn-raising gathering. Cause of death was not reported. Her husband. Randy Grubb, was charged with first-degree murder. (January 2002) Wadha Albadri, 29. Ottawa. Mother of three children. Wadha was repeatedly stabbed in her apartment while her 19-month old baby was nearby. A friend dropping off Wadha's two older children later heard the baby crying and called police when she couldn't get an answer at the door. Hussain Hassan Abdullah, her estranged husband was charged with first-degree murder. (January 2002) . Glenda LaSalle, 36. Barry's Bay. Glenda was found shot to death in her apartment. shortly after returning from work. Her partner of 12 years, Bryan Crogie, was charged with first-degree murder. He was described by a friend as "a real good guy'\ (February 2002) Linda Mariani, m'other of one, Toronto. Linda's body was discovered in the home of police officer Richard Wills four months after she disappeared. She had dies of blunt force tr~u!ßa. Richard Wills, who had both a business and personal relationship with --'-Liìidã{wäSchärgedwith second-degree murder. Rel~ase ófthe officer's name was at first put uridèr a media publication ban by an order later detennined to be improper in a court challeng~ on the ban by several media outlets. (February 2002) Alexis Cnrrie. 2. Scarborough, Alexis was stabbed to death during an child access visit with her father. Peter Currie was later charged with first-degree murder, abduction. possession of a weapon and carrying a concealed weapon. He had recently been convicted of assault against his ex-partner. (March 2002) Marisa'pasqualino, 36. Woodbridge. Mother offour children. Police have not released the calisè'of death: Her husband, Cosmo Pasqualino was charged with second-degree murder. .(May 2002) . ¡ ".';, Shirley Snow, 44.(Shirley was beaten and then run down with a van in a shopping mall parking ìot. Her husband, Angus Snow, was charged with first-degree murder after police found him in Thurider Bay suffering from a drug overdose. (May 2002) '-,' I I I J I I -' ~ .~--_.------_.__.__.- Jessica Néthery, 21. Samia. Jessica died of multiple stab wounds in an underground parking lot. Her ex-boyfriend, Jeremy Molitor was charged with first-degree murder. (May 2002) Maria Fitzulak, 26. Hanmer. Mother of two children. Maria was found dead in the basement of her home. Her body showed signs of severe blunt force trauma. Her husband, Michael Gareau, was found dead at another location of a self-inflicted gunshot wound. (May 2002) Mary Ellen Filer, 48. Port Stanley. Mother of two children. Mary êllen and her husband; . David Filer were found by their teenage son shot dead in a suspected murder-suicide. . Family members claimed there had never been a history of domestic violence and that rumours of domesuc aouse w"rOI1 , ¡rue. (May 2002) . Shannon Cruse, 23, her daughter Shaniya, 6, and her parents Mary and Donald Cruse. Grimsby. Mother of one child. Shannon was shot to death by her ex-boyfriend, Peter Kiss, who had crossed the border from the United States wilh a gun. Kiss then wenl to Shannon's home and shot to death her daughter and her parents before turning the gun on himself. (June 2002) Libuse Vesely, 77. Toronto. Libuse was bludgeoned to death in her home.,HeL____ ,____ husband, Eugene Vesely, then hanged himself. Media reported thw Eugene Vesely had been diagnosed with terminal cancer before the murder-suicide (J line 2002) Patrycja Skibinska, 17. Mississauga. Patrycja's drowned and be..len body was discovered in a creek. Her boyfriend, Prabhjot Monty Singh was ( "arged with second- degree murder one month later. (July 2002) Karen Drinkwalter, mother of two, and her friend, Wes Goff. Lindsay. Karen was shot to death while her two teenaged daughters slept. Wes Goff was later shot at his home nearby. Wayne Drinkwalter, Karen's estranged husband, was later killed in ån åccident after driving over a spike belt set up by police to capture him. Drinkwalter had been under conditions to stay away from Karen after previous charges of uttering death threats and two counts of assault. (July 2002) Kelly Glover, 36, mother of two. Hamilton. Kelly drowned while on a camping trip 10 Bracebridge In August of2000. Her husband, Richard James Glover, was charged with first-degree murder in June of2002 after the death was ruled a homicide. Richard Glover has launched defamation lawsuits against the police as a result of the police investigation. (August 2000) Cheryl Lynn Topping, 19. Peterborough. Cheryl died of multiple stab wounds. Her body was found under a water tower by someone walking thei'r dog. The body of her ex- boyfriend, Joel Phillips, was also found there. He died of a self-intlicted stab would to the 2 -,..-...~-_.....--,-_.,--~-.~~----_.,_..._._-~_. -,- . , I I· \, , i " ~ i I I J ¡----'---'-- i I I ,1 ^ ,. chés~. (August 2002) Robèrt Lawrence Mends, 2. St. Catharines. Robert was stabbed to death in the kitchen of his mother's home. His father, Lawrence Frank Mends, has been charged with the murder and attempted murder of Robert's mother Angela Glancy, his estranged partner He was out on bail following a previous charge of assault and threatening to kill Angela. (August 2002) Gail Bonita Blunt, 39.'mother of two. Toronto. Gail died ofa slashed throat and multiple stab wounds. She had left home to meet with her estranged husband at her office to discuss separation and custody agreements for their two children. Her estranged husband. Brian Blunt, was admitted to hospital with a drug overdose and was later charged with first~degree murder. (November 2002) Ling Wang, 32. Toronto. Ling's body was discovered by police inside a car parked behind an apartment building in East York. She had been stabbed several times in the ches,t. Her former boyfriend, Facial Labidi, was charged with first-degree murder. Police reported that Ling had been in the process of moving out of the apartment she had shared with the accused. (November 2002) Patricia Loyol, 48 and her daughter Marissa, 13. Toronto. The bodies of Patricia and her daughter Marissa were found In an advanced state of decomposition under a blanket in the bedroom of her home. Cause of death was not determined at the time of the creation of this list. Patricia had suffered a stroke 18 months before her dèath and had been using a wheelchair since. Family members described the family as a "very close-knit. loving family." Patricia's husband, Telford Loyal, has been charged with first-degree murder (November 2002) Tracy Lynn Sweet, 32. Picton. The body of Tracy Lynn was found in the rubble ofa house fire wnên fireofficials entered the burned building. She had been shot to death. Also found on the scene was the b'ody of her common,law partner. Dennis Allan Daniels. also dead of a gunshot. Police believe that Daniels shot Tracy Lynn before setting the house on fire and turning the gun on himself. (November 2002) Betty Card, 15. Marmora. A post mortem examination revealed that Betty died as a result of multiple stab wounds. Her body was discovered by police in a wooded area. metres from an elementary school. William Michael Barton has been charged with second-degree murder. Neighbours reported that Betty had been in a relationship with the accused. (November 2002) Vera Islamkin, 56. Thornhill. Vera was shot to death in her home and was found by her adult son after he arrived home. Her husband, Peter ¡slamkin, was found hanging in the basement. Neighbours said that Islamkin had been suffering from depression and had threatened to kill his wife. (December 2002) ,...,--- - Carmela Bruni, 39. Scarborough. Mother of one child. Carmela died in hospital of multiple blunt force trauma after her husband called 911 on Christmas Day. Mel (Emilio) Bruni was charged with second-degree murder. (Oécember 2002) . WIIAT WE CAN DO ABOUT ABUSE · Talk to others about violence against women. Help break the silence. · If 'ou hear or see a woman being abusee!, ca'l the police Violence is not a private 0 pc :;onal matter. · H( !p her find a safe placc or shelter. · T c I her about Second Stage Housing and th, support available to her and her childrel · Support agencies that provide service to women leaving abusive relationships. If you are being abused help is available. For more int(1rmation (weekdays only) St. Thomas-Elgin Second Stage Housing Phone: (519) 637-2288 Fax: (519) 637-2213 Tollfrce 1-877-396-2288 E-mail: secondstage@amtelecom.nct ST THOMAS-ELG N Second Stage Housing 15 Golding Place St. Thomas, Ontario N5R 666 phone: (519)637-2288 fax: (519) 637-2213 --- \. \\ \ I --~ ¡j- ~ FAC'rS ABUUT VIOLENCE AGAINST WOMEN ~ ~, ^ Urutpd W.w ^qí'r1(Y , , ... WHAT IS ABUSE? Abuse is a pattern of control that physically harms induces fear, prevents another from doing what they wish, or forces them to perform in ways they do not want to. Abuse can be found among married and unmarried heterosexuals, lesbians and gay males. It cuts across geographic, religious, economic, and racial barriers. Abuse includes physical, sexual and/or emotional attacks and economical deprivation. PHYSICAL ABUSE IS: > physically hurting you: push~ngl scratching, punching, kicking > driving recklessly with you in the car > throwing or locking you out of the house > physically restraining/holding you against your will > throwing, or destroying objects > abandoning you in dangerous places SEXUAL ABUSE IS: > insisting on particular sexual dress or undressing that makes you uncomfortable > forcing unwanted sexual acts, unwanted touching > criticizing you sexually > çalling you sexual names > withholding sex EMOTIONAL· ABUSE IS: > ignoring or ridiculing your feelings or beliefs > threatening: to leave you, to take the children > being manipulative > abusing your children or pets > isolating you from friends, family, and supportive activities ECONOMICAL ABUSE IS: > choosing not to be employed > not allowing you equal access to money > expecting you to pay and support the family without the finances to do so > neglecting to pay bills > creating large debts through credit > taking your money without your permi~.;sion · · · · · · · · · · FAMILY VIOLENCE that as witness Belief Lack of Isolation AND CHILDREN 80% o,f children of their that Partner will Change Information/Education many as the abuse · · · · · · · Fear: of Partner, the Unknown, Loneliness Losing Children, Being Homeless, etc Learned Behaviour from Childhood and Partner Abusive Religious Beliefs Inadequate Responses from the Professional Community Socialization WHY WOMEN Lack of Self-Esteem Pressures from Family and Friends STAY I t is estimated of abused women mothers. Children are present in 41-55% of homes where police intervene in domestic violence calls. In one out of three families._ where the mother is assaulted the children are also directly abused. Children who witness violence often suffer ,from low sel-f-esteem, tend to lack self-confidence, feel fearful and vulnerable, and may have feelings of guilt and responsibility for their mothers' suffering. Children in homes where abuse occurs may "indirectly" receive injuries. They may be hurt when items are thrown or weapons are used. Babies may be hurt if they are being held by their mother when the batterer strikes out. Boys who witnessed domestic violence as children are more likely to batter their female partners as adults than boys raised in benevolent homes. Girls who witnessed their mothers being battered are more likely to have abusive partners in their adult life St. Thomas - Elgin Tourist Association . ELGIN COUNTY 81. Th~mas ,4 ~~ 1ø4l~ I II II I I II · · II II, II II II .' · · II II II St. Thomas - Elgin Tourist Association Presents I I I t¡ . ELGIN COUNTY St. Th.mas A ~1tJ k4l~ INS ~ INS ~.!">G PUrDose i County of Elqin IT Proqress Review Presented By: Robert Musty President, INS · Consu!~¡n9 r-~p:;::: (~~:) 2~C1) · INS Project Priority Report (December 2002) · Current Status · Next Steps lNS .~~,!):'<Q--- INS Consultina Public Sector Consulting Finn Established in 1995 Areas of Expertise Include · Strategic Planning I Analysis · Perronnance Measurement · Organizationalj Operational Review · IT Strategic Planning & Implementation 1 INS ~ Consultino ReDort (Mav 2001) . Recommendations: · Security · Intemal network addresses (IP) · Firewall · Remote access to applications · High-speed intemet link · Remote control software for IT INS _~~_T""5> INS ReDDrt (December 12. 20021 Report covered the period December 12 2002 to February 28, 2003 · Security · Connectivity · Infrastructure · Help Desk · EmaH · Back·up · Anti-virus · IT Human Resources --, U~S _~1~_ INS Process for Assessment IT operations review Inventory of current hardware & software 3. Interviewed staff 4. Analysis ----5. Recommendations 6. Implementation 2 INS ~ INS Project Priority Reoort (December 2002) -"""'" ""'" CaT<dMy ,- ""p,,",, ""'" -. -- T_ """"""'" ~~s_es L~S 5"~·U!>;G ¡mDad Virus protection and prevention Help desk is operptional (25S cans responded to in January) Server speed enhanced . Engineering drawing files (immediate vs 5 minutes:) . ConnectlOO time from Homes reduced INS consultants now have a better understanding of the IT environment and jts Issues INS ~1O'<G Sianificant Issues · Connectivity r e.g. Case Mix Index classification (CMI) · Obsolete hardware and software · IT Human Resources 3 INS ~ I~S ,0.:.:~!"~ Tillsonburg Town of lillsonburg Economic Impad Study INS .f~;~~¿P_~. Purpose of the Study Ii Identify and Assess Economic Impacts from the Implementation of a Strategic Technology Plan . Evaluate the Costs and Benefits Associated , with the Town's Investment in IT . Impacts on Operations, Citizens and Businesses 4 INS ~ The Report Objectives This report summarizes.. · Impacts from the Implementation ofa Strategic Technology Plan adopted in 1999 · Impacts from the associated restructuring initiatives · Critical Success Factors INS .~~~"-~- !~~~_~!!~:9..~~_l!!:9~l12f~~1!!~~.~~,~i~~,.T!~~¡¡ne INS "_~l~ Town of Tiflsonburg Implementation Timeline -~""""',i ............ 5 INS ~">t!tTI"<G Town of Tíllsonburg Impleme~talion Timeline 2001 ·2002 IEDI -¡.",...~".. INS .~~ Significant Findings . Overall Property Tax Reductions · 2000 - 2% Reduction · 2001 ....: 0% Increase · 2002 - 1.2% Increase I1~S -~~!~ Significant Findings . Cost / Benefits of Implementing the Strategic Technology Plan · Costs - $1,253,279 $ 84/ Citizen ,¡ Benefits ~ $2,126,441 $1421 Citizen I. Customer Service Centre · 58% Increase in Available Customer Service Hours · $100,000 I Year New Revenue from OutsourCing Contracts 6 INS .r.{)l'5""-~ Significant Findings . Customer Centric Focus . 89% of Citizens Surveyed Satisfied with the Quality of Municipal Service 80% of Business Surveyed Satisfied with the Quality of Municipal Services 2/3 of Citizens and Businesses Surveyed Thought the IT Investment was Worthwhile ~ -TiJlsonburg is abetter place to do business because ofthe implementation oftbe Towns strategic technology plan' I~S -~ Cumulative Costs Benefits of Implementing IT 1.000.000 000."" "''''' 700.000 000."" 8 ::: ""."" """" 100.000 :__C<)!.IS '¡ ___S"""fi'" '''' ''''' "'" '00' ---.,.----- INS _q::."iSl!\.TING Cumulative Costs Benefits of Restructuring --,_.~~----_._- ---.---..-..---.-..----..- <,000.000 1800.000 1,600.000 1,400.000 ~ 1.200.000 ~ 1.000,000 o 800.01.'0 000."" 400.000 ""."" , :___Costs ~___B"net1:;.; """ '''' "'" "'" 7 INS (,~TN3 Cumulative Costs Benefits of- Restructuring and Implementing IT -----~------ ._--~------ ~., , ___ B """lis ~, ;;¡ ,~ = = ~ ----..-.-.-...-------.- I1~S .~J:~ Critical SUCCéSS Factors · Connectivity · Prerequisite for Organizational Restructuring and Strategic Technology Plan · Leadership · Early Adopters, · Culture of Change · One of the most important Building Blocks for Success INS p,<!':S,..'iJP;IG-_. Critical Success Factors · Planning, Partnering and the IT Strategy · Vendor Selection · Tier One Hardware / Software · Off The Shelf Product · Manageable Size of Initiative - Incremental Steps "~>~·7.',""'<"=·_~"~' 8 . INS œ".~.n~ Critical Success Factors · Speed to Implementation · Technology Committee . Council! Senior Ac!ministrõtors . Number One on the Agenda · Outsource Skills as Required L~S ç9.:+.SI.''-~.~._"_ Critical Success Factors · Training · Continuous · Structured · Measured · Part of the Performance Management Appraisal! Evaluation INS CON$tii.11NG Elain County Sianificant Issues · Connectivity · Obsolete hardware and software · IT Human Resources 9 REPORTS OF COUNCIL AND STAFF February 11th. 2003 Staff Reports - (ATTACHED) 6 Manager of Engineering Services - Intersection Study Main Street/Graham Road 13 Manager of Engineering Services - Museum Renovations _ Update and Request For Lease Extension 17 Director of Homes and Seniors Services - Case-Mix Index (CMI) Results 20 Director of Homes and Seniors Services - Annual Compliance Report _ Elgin Manor 26 Manager of Library Services - Sesquicentennial Publication 28 Manager of Library Services - Fire Alarm System / Belmont Library 30 County Archivist - Tender - Digital Copiers/Document Management Software 33 Emergency Measures Coordinator - Parking By-Law Amendment 34 Emergency Measures Coordinator - Provincial Offences Prosecutor Contract Renewal 35 Emergency Measures Coordinator - Support for County of Renfrew Petition Bill 198 - Provincial Ministries Circumventing the Court Protocol 39 Emergency Measures Coordinator - Provincial Offences Outstanding Fine Collection 43 Emergency Measures Coordinator- Administration Building Fire Plan 71 Emergency Measures Coordinator - Up-Staffing Elgin-St. Thomas Ambulance Services 77 Emergency Measures Coordinator - Elgin-St. Thomas Ambulance Fleet _ Purchase of a New Vehicle 80 Chief Administrative Officer - Social Committee Update 5 , REPORT TO COUNTY COUNCIL CLAYTON WATTERS, MANAGER ENGINEERING SERVICES DEPARTMENT DECEMBER 13, 2002 INTERSECTION STUDY MAIN STREET I GRAHAM ROAD FROM: DATE: SUBJECT: Introduction A petition (attached) was received from concerned ratepayers in West Lorne requesting improvements at the intersection of Main Street (County Road #2) and Graham Road (County Road #76). At this intersection in 2000 the Municipality of West Elgin removed the existing flashing beacons that were mounted to the buildings and installed a free standing system flashing system. The County of Elgin assumed Graham Road in West Lorne from the Municipality of West Elgin in 2002. Discussion The petitioners are asking to make the intersection safer for pedestrians. Since receiving the petition, Engineering Services has conducted a study to determine if the intersection met the requirements for a pedestrian crossing, traffic signals or flashing beacons. This study was completed on November 29th with traffic and pedestrian counts performed at the times specified in the Ontario Traffic Manual (OTM). There are 5 separate criteria that must be met to qualify an intersection for traffic signals which include; volume, delay to cross traffic, collision history, combination and pedestrian route and delay. Based on the information collected the intersection does not meet the warrant for traffic signals, a pedestrian crossing or a flashing beacon. As part of the intersection study a visual review of the intersection was performed for signage, parking and other physical features. This review highlighted two issues that should be addressed. J;> The information sign at the southeast corner should be moved westerly. J;> The restriction of parking would substantially increase sight distance in all directions at the corner. In dealing with the parking restrictions two issues from the Provincial Offences Act have an effect; There is no parking within 1 metre from driveways and no parking within 9 metres from end of curb radii. Also the Ontario Traffic Manual states that parking stalls must be 6-6.7 m if they are in series or 5.5 m if the space is open-ended. The attached sketch shows the parking restrictions (all sketch dimensions are from the corresponding radius): Southeast Corner On Graham Road no parking will extend 15 meters south of the radius. On Pioneer Line no parking will extend 9 meters east of the radius. Adjacent to this no parking zone, there will be one stall designated Police parking only. Northeast Corner On Graham Road no parking will extend 10 meters north of the radius. On Pioneer Line no parking will extend 26 meters east of the radius to accommodate a driveway. 6 ,~. - REPORT TO COUNTY COUNCIL CLAYTON WATTERS, MANAGER ENGINEERING SERVICES DEPARTMENT DECEMBER 13, 2002 INTERSECTION STUDY MAIN STREET / GRAHAM ROAD FROM: DATE: SUBJECT: Northwest Corner On Graham Road no parking will extend 9 meters north of the radius. On Pioneer Line no parking will extend 15 meters west of the radius to accommodate a driveway. Southwest Corner On Graham Road no parking will extend 15 meters south from the radius. On Pioneer Line no parking will extend 35.5 meters west from the radius to accommodate two driveways and a pedestrian ramp. Conclusion After a review of the intersection for traffic signals, pedestrian crossing and flashing beacon it was determined that presently this intersection did not meet the warrants. It was noted in our study that an information sign should be moved and parking restricted at the intersection would assist the pedestrian and travelling public. Recommendation That the Municipality of West Elgin be requested to move the information sign on the southeast corner; and also, That the Parking By-law Part 'B' be amended as follows: 1.0 County Road #2 (Pioneer Line) east of Graham Road on the north side of Road #2 for a distance of 34 meters. 1.1 County Road #2 (Pioneer Line) east of Graham Road on the south side of Road #2 for a distance of 18.5 meters. 1.2 County Road #2 (Pioneer Line) west of Graham Road on the north side of Road #2 for a distance of 22 meters. 1.3 County Road #2 (Pioneer Line) west of Graham Road on the south side of Road #2 for a distance of 43 meters. 15.0 County Road #76 (Graham Road) north of Pioneer Line on the east side of Road #76 for a distance of 17 meters. 15.1 County Road #76 (Graham Road) north of Pioneer Line on the west side of Road #76 for a distance of 17 meters. 15.2 County Road #76 (Graham Road) south of Pioneer Line on the east side of Road #76 for a distance of 23.5 meters. 15.3 County Road #76 (Graham Road) south of Pioneer Line on the west side of Road #76 for a distance of 23.5 meters. RESPECT FULL Y SUBMITTED (J(Mlö '1h~ CLAYTON D. WATTERS, MANAGER ENGINEERING SERVICES APPROVEDSSSION M~~~ CHIEF ADMINISTRATIVE OFFICER ---... 7 REPORT TO COUNTY COUNCIL FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES DEPARTMENT DATE: DECEMBER 13, 2002 SUBJECT: INTERSECTION STUDY MAIN STREET I GRAHAM ROAD T^O Whom It 1\1(ay C,olleern: J am a cønCè.rned èitiien òfthe Vi11age øf'West Lome and I 3m,asking fur,your assistanre in måkmgóui v.ii.lagemer for pedestrians. ~tÐ¡'er 19, 2002. r have : a resident ofWestLol'ne 1'or the ~t 16'yeat least the last yearsth ,in.i~tet'.ßection at Graham' hl.isbeen at0pi tñ~entire village, be¡;n IódgedøverfheíSstíe k.eeps forefi'ont OfCØUl1 . then fÐr ol1êreason òranother enœ up en the back ¡,ù.rner. €Jne serious iqfµry.(jr deatJì caused by the cond. that internectíon would surely cost the community far møre than any so lon.m .malcethe intersection safer~ Severa! of our cìtizenshave had close calls with being struck vehiclæas they :maneùv.er'Í:t.cross the intersectiø!1. Tlìe int . is úsed bondr a d;¡,y Þy everyone from cbildren to seniørsand each .time sOme one cros~s the oddsofbeingl1it are inc~d. Why is spaces, or h human lives are "'No Smoking" by Jaw the ¡'ýÌaw waseqforced t Ìeare møxe concerned about losing a few parking fòran ôJdraníiriúte or two at a cress walk, wben risk? Lookat the bus.inessesthat thougfit the 'ethem a seriøús loss in business and 'Ønce accepterlit ànd ádapted: @neoftl;ie first that œuld be d0ne is that fhecurrent noparldng zonés at thefuui co òuf~act~aUy be keþt clear through enfercement'Øf the existing bylaw or!aw: When a sign says no parldng does 1hat riot mean "N0 P ARKING".0ur còn¡munity.allows the law to bi: broken an.dit also causes 1m obstructed viewior tile-pedestrians and the òper.lt9rs ofth.e vehicles trying to get thraugh tþe intersection. We have tOSt9Þ m . riuses and start making progress. We ask forcrossing guards aridi.ve· e Însunillce is too expensive. Weask fot f1àS rosswalksand we are told we will Íosetoo màny'parking spaces. Ie !pI' somethmgtobe done and we are told that weare wasting Ourfune'becaus<metJûng win~ done. iXii'Jtíffiætt 8 REPORT TO COUNTY COUNCIL FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES DEPARTMENT DATE: DECEMBER 13, 2002 SUBJECT: INTERSECTION STUDY MAIN STREET I GRAHAM ROAD Page 2 Yes this has been going on for at least 10 years but why does it have to go on for 10 more. Surely a meeting could be held with the West Lome Chamber of Commerce, West Elgin Council and the OPP along with the concerned citizens to come up with a solution that would rectifY the situation once and for all. One of the most appealing aspects of small town living is the comfort that we feel that is created by our ftiendly and safe community. Lets show everyone that we can all work together to ensure the safety of our valued members of the West Lome community. Thank: you for your time, ~; fL-íL/ULL- KvLScLiLL u Roxanne Kirschner Box 671 West Lome Ont. (519)-768-0837 Cc: West Elgin Council West Lome Chamber of Commerce WestElginOPP West Elgin Community Health Centre The Chronicle . ELGnJ ODL'-N7ii Ef'J,f,rdi:!ER.- 9 REPORT TO COUNTY COUNCIL FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES DEPARTMENT DATE: DECEMBER 13, 2002 SUBJECT: INTERSECTION STUDY MAIN STREET I GRAHAM ROAD 'We '(HE' CÇ.D-S:.ç (ùP! LK 6tf..¡<'l#HTJ1 ~; :,::_~ . 1 FROM: DATE: SUBJECT: REPORT TO COUNTY COUNCIL CLAYTON WATTERS, MANAGER ENGINEERING SERVICES DEPARTMENT DECEMBER 13, 2002 INTERSECTION STUDY MAIN STREET I GRAHAM ROAD WEST lORNE MUNICIPAliTY OF WEST ELGIN 1'2. 1 1 REPORT TO COUNTY COUNCIL FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES DEPARTMENT DATE: DECEMBER 13, 2002 SUBJECT: INTERSECTION STUDY MAIN STREET / GRAHAM ROAD +- ~'!:i ci<f 00 a!æ \0 E: '>.1"- (j'¡">¡: £·c d~ .L 0 \.::)U L·.. ... It "Ø;;."ipI" :I .. 1: !! (L.-}~: :I f ¡o,i ò z " )Ii .. > ,~ JU $: j),¡ë5 CQ .- 0 ...Ja:: L>-, do+, ~C C J .Q! 0 !l.ü OJ '1>. C:G. '- 0 -J.¡;¡.- L. >-, n".p OJ, III :ii ill! "fe- :I " :ø *""~ ª! ,g.¡; 'ø " 11& -ff.''"': ,;f ! iii J:j; H 111ft IJII:;-cq .. z II> íO 11: f@ .. II: 12 6,-":;, . 4 '0 p:,'" REPORT TO COUNTY COUNCIL CLAYTON WATTERS, MANAGER ENGINEERING SERVICES DEPARTMENT JANUARY 6, 2003 MUSEUM RENOVATION - UPDATE AND REQUEST FOR LEASE EXTENSION FROM: DATE: SUBJECT: Introduction The scope of the renovation has changed significantly from the original intent. County Council passed the following recommendation at the September 24, 2002 session: "That a working group be established to examine the museum renovation project in detail and report back to Council by November 15'. " The report was sent to the Elgin County Pioneer Museum Board and Joint Elgin/Central Elgin Accessibility Advisory Committee for their review. Discussion Three groups reviewed the eight options (see attached Report dated November 11, 2002): 1. The Working Group (Paul Faulds, Catherine Smith, Luella Monteith, Andy VanKastern, Linda Louwagie-Neyens). 2. Elgin County Pioneer Museum Board 3. Joint Elgin/Central Elgin Accessibility Advisory Committee All groups approved Option #8 at an estimated cost of $400,000: · New covered main entrance with barrier-free ramp and door with electric door controls at south entrance to Pioneer Museum. · Reception/gift shop vestibule areas complete with new kitchen and cabinets. · Video and audio complete exhibits for all visitors. · Update electrical wiring. · Crawl space, basement area (currently soil) to be excavated and cement and vapor barrier installed. · Floor joists on 15' floor to be replaced on original house to meet current weight load requirements. · Barrier-free washroom to be installed. · Fire separation wall to be installed to basement stairwell. As the original scope of the proposed renovations to the Pioneer Museum has changed a review of the project was conducted. Since this review has taken some time, our original six month lease should be extended by an additional six months to complete the renovation and return to museum from present location on Talbot Street. The Joint Elgin/Central Elgin Accessibility Advisory Committee also recommended "That the County of Elgin be requested to include, in its capital planning, replacement of the Elgin County Pioneer Museum within the near future. " This request will be included in the five-year capital plan presented to Council yearly for Councils decision. 13 REPORT TO COUNTY COUNCIL FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES DEPARTMENT DATE: JANUARY 6, 2003 SUBJECT: MUSEUM RENOVATION - UPDATE AND REQUEST FOR LEASE EXTENSION Conclusion The three groups reviewed the option for the Elgin County Pioneer Museum and approved Option #8. This option will improve health and safety, enhance accessibility and include general improvements to the facility. After a review and a consensus of the best option, which delayed the project, the lease will need to be extended an additional six months. Recommendation That the Ventin Group proceed with Option #8 for the renovation of the Elgin County Pioneer Museum. Option #8 - An estimated cost of $400,000. · New covered main entrance with barrier-free ramp and door with electric door controls at south entrance to Pioneer Museum. · Reception/gift shop vestibule areas complete with new kitchen and cabinets. · Video and audio complete exhibits for all visitors. · Update electrical wiring. · Crawl space, basement area (currently soil) to be excavated and cement and vapor barrier installed. · Floor joists on 1st floor to be replaced on original house to meet current weight load requirements. · Barrier-free washroom to be installed. · Fire separation wall to be installed to basement stairwell. And also, That the lease be extended by an additional six months (until September 1, 2003) at 449-453 Talbot Street with the same conditions ($2500.00 per month) and also, That The County of Elgin include replacement of the Elgin County Pioneer Museum in the five- year capital plan. RESPECT FULL Y SUBMITTED APPROVED FOR SU SION WuJ~~ CLAYTON D. WATTERS, MANAGER ENGINEERING SERVICES 1 4 REPORT TO COUNTY COUNCIL FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES DEPARTMENT DATE: JANUARY 6,2003 SUBJECT: MUSEUM RENOVATION - UPDATE AND REQUEST FOR LEASE EXTENSION J9INT . AcceSS11I1 December 18,2602 Mr. C¡ayìsn Watters MaRager·sf Cøonty sf 450 . ST. N5R Ðear Mr. Watœrs: The Jain! Aooèssíbility AdviwryCemmitE¡e hélà their InaoglJràlrí1eetiì1.gønDei1lêmær 18, 2aa2. Yøur i1Iêrr&S:;)€lnäence r~ar{f¡ng renoVatisn$ t(jJ the EI!ilin Coonty Piøneer Museum was. discusseå an.d tt:l~føllGWingmàtíeß Was a€lòptE*i: . . C(!>m nty the oorres¡:¡¡øh<rJenœ nmthe :Cconty's M~oa!iJer sf e¡;t. Nøv~r 11, 20@2;<I$ án interim measure; s!Ìå he CQunty sfEI, í ment af the e¡¡¡06S.ted to in:clOde, i¡:¡ ib;t ~'iIital :planning, ùhty PieneerMuseUm withi¡:¡ the òear future. - Gamed Unånimously." Th¡mkyeu wr the ø¡¡pertuliity.f{¡ÞrinØ!1t. Yours truly, fØ· "". :"_:./' 1 5 REPORT TO COUNTY COUNCIL CLAYTON WATTERS, MANAGER ENGINEERING SERVICES DEPARTMENT JANUARY 6, 2003 MUSEUM RENOVATION - UPDATE AND REQUEST FOR LEASE EXTENSION FROM: DATE: SUBJECT: 'ffoy.20/1>2 M Chi'e! ¡id ò th Wa.tters" 1':J::oue,er }¡orldng MUSEUM PhQrfe 631-6537 t :1no11!:de. .çk 'ife];];s l'1cnee::t·Mùs;1.U!1. .:Bìue Gown: Cas; - Quote frcm,J'im C"arter $2000·.0t:k!t wa.s no'ted we will De ·'Sit 449 :J:aJ.bet =eh ];enger than: planned. Pa.rtitiens n:e.y be needed to se.~ra.te sterage ares.. Mo:!:'e' ArtiÜ¡.cts shou:!:d be cnd:!.s.¡;¡lay t"",,,, «an ·è;e a.t esent. ~ . ., Me .~fcMilla¡¡ ,L. V .Yéger .L.Mo¢~ulBki, M:..alutt '.Moiltieth,J' .1I:ranselÌ ,L.J!' ~Neyens. {iha:!.1: ê /~e/4 ;J;f9J1., P1/! ~..J g;acré tá:ry A ·M·em·ori.",l h> P",st .and i~s. 1 6 REPORT TO COUNTY COUNCIL FROM: Helen L. Notte, Director, Homes and Seniors Services DATE: February 3, 2003 SUBJECT: Case-Mix Index (CMI) Results INTRODUCTION: In November 2002, the levels of resident care in our Homes were measured by the Ministry of Health and Long-Term Care. The result is the case mix index (CMI). The CMI triggers revenues that the County receives to operate the Homes. Our latest CMI results are presented for Council's information. DISCUSSION: Levels of resident care are measured annually by the Ministry of Health and Long-Term Care. Our Homes were assessed in November 2002. Measurement is done by specially-trained registered nurse classifiers from the Ministry. These nurses use the Alberta Levels of Care Classification tool. The Ministry has hinted that the tool may be replaced in the near future but no specific announcement has yet been made. Indications are that the required tool of choice will be MDS- RUGS III. Currently, chronic care facilities classify resident care levels using RUGS III. Classifiers currently look for three (3) main documentation processes - care plans, quarterly summary notes and incidental notes or charting. Episodic resident behaviours, if not profiled with appropriate documentation, are not always captured for classification purposes. These behaviours require staff interventions that may not be captured by the current levels of care measurement tool. The MDS-RUGS III tool does measure resident behaviours. CMI's trigger the revenue stream that facilities can expect to receive from the Ministry of Health and Long-Term Care. Our latest CMI results are noted in the accompanying table. For comparison, results from 2001 are also provided. CMI Results HOME 2002 2001 Bobier Villa 88.31 100.67 Ejgin Manor 97.29 94.60 Terrace Lodge 94.32 94.27 1 1 7 CMI results at Elgin Manor and Terrace Lodge increased slightly in the past year. This will have a positive effect on our revenue stream, provided our occupancy level remains 97% and higher. We have every reason to expect that occupancy levels will be maintained at high rates in both homes. At the Villa, we have a disappointing report. Our resident care needs increased in the past year but the levels of care tool did not reflect the increase. On the day prior to and on the days of classification, our computer system at the Villa lost connectivity to the main County server. Due to this, the resident's electronic health record was unavailable to the classifiers. Classifiers required information that was contained in the electronic record. At the time, nursing staff manually re-created to the best of their ability, the data that the classifiers worked from. This may explain the large downswing in classification results. In the interim, and until the technological issues can be satisfactorily sustained, the nurses have reverted to manual documentation. Integral Network Solutions will be coming forward to Council shortly with their recommended solution. We filed an immediate appeal to the Ministry; the Ministry has accepted our appeal and will make arrangements to reclassify the Villa in mid to late February. Reclassification will be done with 20 randomly selected residents; care needs will be assessed using the care plans, quarterly summary notes, incidental notes or charting, and direct observation of the resident care being provided over varied times. An information letter about the process from the Ministry is being provided to the residents and/or their substitute decision-makers since direct observation of care is required. The reclassification results must result in a CMI at least 10 points higher than the November 2002 results before any adjustment is made by the Ministry. A continued unfavourable CMI result will trigger decreased revenues for Bobier Villa for 2003. The shortfall of revenue for that Home in 2003 might be as high as $115,000.00 CONCLUSION: The levels of care classification was measured at our Homes by the Ministry in November 2002. The results have recently been released. Elgin Manor and Terrace Lodge have seen a slight increase in their CMI; Bobier Villa has experienced a reduction. We have appealed to the Ministry for that Home and expect that the Ministry will re-classify at the Villa in mid to late February. Continued lower CMI measures for the Villa will result in reduced revenues from the Ministry in 2003 by as much as $115,000. This will have unfavourable implications for the Homes' 2003 operating budgets unless decisions are made by Council to mitigate the reduced revenue. We anticipate that the revenues for Elgin Manor and Terrace Lodge will not be unfavourable. A more complete 2 1 8 report will be available to Council when the 2003 operating budgets are presented. RECOMMENDATIONS: THAT the February 3,2003 report, 'Case-Mix Index (CMI) Results' be received and filed. Respectfully Submitted Approved for Submission Helen L. Notte Director of Homes and Seniors Services ~d~ Mark Mc ona Chief Administrative Officer 1 9 3 REPORT TO MANAGEMENT TEAM FROM: Helen L. Notte, Director, Homes and Seniors Services DATE: 28 January 2003 SUBJECT: Annual Compliance Report - Elgin Manor INTRODUCTION: The Ministry's annual compliance report of Elgin Manor is provided for Council's information. The Director of Homes is recommending that the Manor's supervisors and staff be acknowledged for the positive report. DISCUSSION: The Ministry's annual compliance review of Elgin Manor was held January 17, 20, and 21, 2003. The report is very favourable with only one (1) unmet standard identified - resident weight assessments and intervention. Immediate steps were put in place with the registered nursing staff to ensure full compliance of this standard. Supervisors, Ms. Sherriff, Mrs. Beavers, Mrs. Vandevenne, Mr. Moniz and their staff are to be commended for the teamwork to ensure that resident care, programming and services at Elgin Manor meet or exceed Ministry standards. The Report is posted at the Manor in accordance with our legal obligation, and is provided for Council's information. CONCLUSION: On January 21, 2003, Elgin Manor received a favourable 3-day annual compliance report from the Ministry of Health and Long-Term Care. One (1) unmet standard was noted and was corrected immediately; seven (7) positive observations were noted. All supervisors and staff at the Manor are to be congratulated. RECOMMENDATIONS: THAT the January 27,2003 report, 'Annual Compliance Report - Elgin Manor', be received and filed. THAT Ms. Sherriff, Mrs. Vandevenne, Mrs. Beavers, Mr. Moniz and the Elgin Manor staff be acknowledged for their continued efforts to ensure that resident care, programming and services meets or exceeds Ministry standards. 20 1 Respectfully Submitted Approved for Submission f£1w¿;~ Helen L. Notte Director, Homes and Seniors Services Mar Chief Administrative Officer 21 2 @ Ontario Ministry of .Health Long-Tenn Care Division Residential Services Branch 5700 Yonga Street, 7th Floor North York ON M2M 4K2 Report of Unmet Standards or Criteria , "------'- \. " .', \. Rapport sur les normes ou critères non respectés Ministère de la Santé Division des soins de longue durée Direction des services en étabJissemenl 5700, rue Yonge, 7& étaga North York ON M2M 4K2 Regional OfficeslBureaux régionaux Toronto (416) 327-8994, London (519) 434--1105, Ottawa (613) 787-4040 ~Ct--7UL ê --- AddresslAdresse Name and tiUe of LTG Division representa!iveINom at foncUon du (de ia) représentant(e) de la Division Type of review/Genre d'inspection ELGIN I Post-sa NlANOb Postérieure à [a ve r{ ~ Annual D Complaint Investigation AnnueUe Enquête à la suite d'une plaints D Follow-up D Complaint investigatjon follow-up Suivi Suivi d'une enquête à la suite d'une plaints D Referral D Pre-sale Visits d'un(e) conseiller(ère) Préalable à la vente Pre-license Préalable à la dé!ivrance du permis D Other (specify) Autre (précisez) The following statements reflect the results of the facility operaüonaJ review as based on Ministry of Health standards and criteria for resident care, programs and services in Long- Term Care facilities. Les observations suivantes i!lustrent les résultats de /'inspection des opéraüons de I'établissement effectuée sur la base des normes et critères du ministère de la Santé en matière de soins aux pensionnaires et de programmes et de services otferts· dans les établissements de soins de longue durée, Standards or criteria No;mes ou critàres Review results Résullats de l'lnspection Date for corrective action Daiedelamesurecorrec:tive Ú J C2--r, â ~'ð7'-> '¥. J Signature of long- Term Care Division representative/Signature du (de la) représentant(e) de la Division des soins de longue durée ~~ Original: Long- Tenn Care Division Original: Division des soins de longue durée Copy: long-Tenn Care Facilíty Copia: ÊlabJissement de solns de longue durée p,,. / of/de / 2088-52 (94103) 22 7530-4426 î) Ontario Ministry of Health and Long-Term Care Ministère de la Santé et des Soins de ongue durée Observation/Discussion Summary Regional Offices/Bureaux régionaux Hamilton (905) 546-8294, Kingston (613) 536-7230. London (519) 675-7680 Sudbury (705) 564-3130, Toronto (416) 327-8952 Sommaire des observations et discussions Long-Term Care FacilityfEtablissement de soins de longue durée Addm"/Ad"'" a~ /Y]~ 12/21 So,J~a....o. F...vn d Name and title of LTC Division representative/Nom et fonction du (de fa) reprêsentant(e) de la DivJsìon ~ ~£)////~ , 0.1 03 ~ a~ Type of review/Genre d'inspection Annual Annuelle o o o Complaint Investigation Enquête à la suite d'une plainte Complaint investigation follow-up Suivi d'une enquête à la suite d'une plainte Pre-sale Préa!able å la vente Post-sale Postérieure à !a vente ¿] ] ] Follow-up Suivi D D D Pre-license PréaJable à !a délivrance du permis Referral Visite d'un(e) consei!ler(ère) Other (specify) Autre (précisez) The following reflect explanatory detail related to observations/discussions over the course of the review. This information is provided as guidance to the facility and written response is not required. On trouvera ci-dessous une explication détaillée des ObseNations et discussions formulées au cours de /'inspection. Cas (enseignements sont fournis à f'étab/issement à titre d'information; if n'est pas nécessaire d'y répondre par écrit. /. (fiM;.--/~) ,./71.-£~ /Jl, Þ'/J./)('ct! / V¿~.)/?f'd/Á-7t) A~Ýfl ~ t/ P fin AJ!-t' J~ Æ2--1 (P J.t J Á /,/) "h--Þ ()¿¡I ~--4-«~ /J)¿¿ f<--' tfi5'- -/ -4'1 fZ/Aa.C2-~ , ./Þ.LJtof) tJ h A,,) , I q ~,£. J'~ <t..x1fl//kPð-a 7" ,A./,r)/C4 Q/ ß d.-- fX]r/ I 'rI./HH£lß/""J.J , -{(U'/ ß p~--ff.-¡7,--:L, ::). Up_ la.-(?--<~ /P~ý!CJ/1/-6cJ) ~ /' ,,4' ¡f'" r? 1" --t~cf?' /Jd/HL--fx:J_ ~//Jt/. T\8 ~ ?77A9-f9-f! ~ c.,J.¡¿e 'f./,) ríle-y¡'!-d""", (./'h,.-/~ ,{Í ~ /?"2.-:7'" .-:ry/ð-/~d' J Aß'-/)/~/"'~~ ,A~ //þ/¡) -ðC7Þ/¡;;~ ~:.u ¿;¿,../ Æv> / j "'~ f£--¡ _ -t / CY~r/ / . VJr:> ~~Ã#) -g <w ß-L; A77 ¡Jr/ f _ ~ (./1" ~t?) 8J /}/ì1¡JrYÝV?/_ ,(Jey' ,/..0 /7:n00-,r-L_ W/'O ')L-' ,xJß-<-Áß--<'d~ A~ .b~ /-/~.//i/lÁ·od, ~/7~.4<ß/) ,-â/f"''''''/\. ,Æv7/d;.Æ'çk, c-âJß. 3, /J.'71 CJ a J!c-¡ --ð -/ " / A--?'LJ, JJ¡Jþ'á.cJOo--r7'Y 4Ý;/~ / 'lind- ~ entpar .~ e !a} représentant(e) de la programmes ~ Onglna!: Health Care Programs Onglna! : Programmes de soms de santá Copy; Long·Tem1 Care Facility Caple: EtablÎssement de sOlns de longue dl.lrée 2 3.,. / of/de J 1613-52 (OO/02) 7530-5557 (~ Ontario [ . . Ministry of Health and Long-Term Care Ministère de la Santé et des Sains de longue durée Observation/Discussion Summary 2 Sommaire des observations et discussions 2 Long-Term Care Faci¡¡ty/Etab'¡~ement de soins de longue durée f"1Jn-Y Þ)/?~ ~/. ~~ Address/Adresse . /~Æl-f'JJ~ðod~ f~) J¥o S4eo . .- ß!o :./? ..D'-?9-1dJ ~./ f:;::;;::;;¡!- " '?./1-1' -;-Jl" .A yo /Y7'i.o d./l) .-<' 0/= . A 0><1./ d 0.-" 'Ý' . a----?A~ ./ k U ~..' ~ ,:Ý../---U.--7?¿7 ~ . ~. (A)Llo /Y .rf.........., 11 /JCú ,.-/ .. .S:.iA",y ./~d../ A!--( rÞ',..; ~.. d r/?~~ /??b97J;a~,..,..) ()OAA~/,¿..) '~~/Y{/~ {JP.. .AA'-ð""'(X/~, ,./~,..?')d/J -t-rfc), ~_.....¿_ /)U)~"2~ 1M/? ß.t~ /n'lèh'700"'~ ;P./Ðtl'~, ~yaßo-t"a. no.....,/) ..£!:A.Þ' <- ,.. ~d P..O dn- Ü ß¥o ¡fµ-4'Y7 n f'" 2:/' . W-" ~./.no /? ~ j/ j1 a-;n..ð r;; J d , /(II~ /~ ~ O-<!.R Q¿ry Á P ..O-U.o) /Þ ¡JcJ ~--<õ/~~.. (4!-r Ch& .. ~~" ~A"'~0(jJ~"--..5ý ~ ~...! rot...-, L---r?1.7"/"'~~ WQ..!Ii( 'f1Þ/.?..-71XJ) ~ //~ÞÞ' .~,¿] ...-P>-_ ~A--"H''''~~ c£., /7??ß77"'~ ,--''';''r~ .ocdt~~) ,...4~ ro--.-'d ~ ~~Jk? ). f1 A Á ~d ~'l'A'7æ¿J""~ Þ?f.;/ )/7./ n¿JJO'~ ,.../~ ...¿~ p--7/' P .. ~ c/L.t't!"Á~ A "- r//Jv1a./>O??faAŸ 6ff ÁÁ-~~,.-/"o æðJ~dÞ-<"'d) i,¿vdatf A:U-Æ J....-;n~.Gl-<ÄA¿ZU0d- Ob F--0",Á.~ ~ .Y-,f" r-"'''~ ø,x:J-trrCið;7>IJ /?7lá'.---rJr7~~ Y"'¿/J¿j70~' c;¡;.., .2~. <./L¿/JA'd '" ~ cjJ --:P~U /1 i? ",d~ ,.£J'-.-' p~ ~~ W(f./'71( "q,Þ . /....u...... ~ý ,....7.---T/"......, .â...- ø J t}'~ d A""'" 1f'1j ..u.uf// ~.&-1' J"~ 0/,..// ,%', ~/C;:=-; .adciÁJ'''''-'/\ oßß ?A'_ .Ao....,~d~c¡·'<; ,....("ð'-<,.Q Aj",....,~ v ......I9Iffð ,P'?Á¡J Þ---nÞÁH"-/A /70° d" J1Ç.; ß.-'7I./Jß/.-I 0,.... , ~('/ß;"'" ¿J, ,....fl/?ß C jf17ß/'/~ ~ . r7 /U'~ ~,p-YY7.477 ß-72Á' ¡Jet..,.... Á./ 1./ W.-Í~ !2 $of ~ f,¥ a ~..A/)! fT?1, . c,.. - Y-n/"'......"'...-...........- cL. (h~ -1f fi/'~~LI ç,O':ÝO'IIJ-7'(J >(J/~O, , ~/k-1Jb.........,., " 0Lr -, :r:Y T - A"A7-?7 V"'dl-U · d', /.--?1 Å/Z-?1Á' ~ ¿{ æ.dúù.rx."..,.,.,/ Received for the F -¡ty by/Reçu pour 'étabr ament par ./ .~ Original: Health Care P Division Copy: Long-Term Care FacilityOriginal Original: Division des programmes des SOlOS de santé Copie: Êtablissement de soins de longue durée Signature of Health Care Progr DIvision representative/Signature du (de la) représentatlt(e) de!a Division des programmes des SOlOS de santé ,~ 24 Page "2-- of Ide 3 1739-52 (01{O9) 7530-5556 ® Ontario Ministry of Health and Long·Term Care Ministère de fa Santé et des So ins de longue durée Observation/Discussion Summary 2 Sommaire des observations et discussions 2 Long~Term Care FaciIÎty/Etab'¡'~ement de solns de longue durée VCr~~~ AddressjAdresse U ~¥' ~=-= ~d<J<> ././¥t", ../ /) --1-A,1XUdp...rl µ b4'A"iV././hQ'.f'-A-7'tJ /lpþø!./J, /1/~~/Y>'1 ß..--r?do,...-/ (J4io VJ--I~<J4, J 4l/ / ¿yoa-L,. f2-42ðlð A /\ /7¿ü/!¡"-~/,h"Z"':J ~ÆJ~. "7 /J..¿ A~~/7 (Y.¿/J-¿ . /C.~ ~ -<'../JUd.A-Y1. ~.J.-t9-//ß-I'¿-) 0.--7<-./ ~fho¿- 0../C7~fj /~-'./1P /.J-,r¡r~· r~~ dcN/p/,dJ'/' &j ç¿¡j --<V~.Q ,~~ __a<7{'jM.czÆ.t.;~. ../'£7../17 ,Yh'JJÚ""..-7J-(J A-o A/--<"'~W. Received for the Fa ity{¿bYfReçurJpourJ'étab~li$Semen~M ___ . Signature of Health Care Programs Qîvision representative/Signature du (dala) représentant(e) dela . ~ Division des programmes des sOlns de santé L....- OñginaJ: Health Care Programs Division Copy: Long-Term Care FacilítyOriginal Original: DivisiOfl des programmes des soins de santé Copie: Établissement de soins de tongue duréa 1739-52 (01{09) 25 Page 3 of/de =? 7530-5556 Ministry of Health and Long. Term Care Ministère de la Santé et des Soins de longue durée ® Ontario Health Care Programs Programmes de soins de santé September 3, 2002 [fI,iClEm!fIE-" ~I "0' , ~ , 1---- ,.. .', ~ SEP" 2002 (~ I ELGIN MANOR I Ms. Helen Notte D i recto r Elgin Manor 39232 Fingal Line R. R. # 1 St. Thomas, ON N5R 5V1 Dear Ms. Notte: Pi ease find enclosed the Facility Review Summary Report for the review of care and services conducted on August 28, 2002. This Follow-up to the Annual Review must be posted for public viewing in a conspicuous place in the facility, in accordance with Section 54(a) of the Homes for the Aged and Rest Homes Act and Regulation 637. The Annual report should also remain posted for public viewing. I would like to remind you that under the Freedom of Information and Protection of Privacy Act, ail information retained by the Ministry of Health relating to your facility is potentiaily subject to public release. A copy of this report must be made avaiiable without charge to any resident of the faciiity upon request. The report wiil also be on file with the Health Care Programs Division, South West Region. Yours truly, ,ð'./' ,'/J-/_~ Cathy Crane, R.N., BScN Compliance Advisor encl. South West Region Région sud-ouest London Office Ste: 201 '231 Oundas (St.) London ON N6A 1 H1 Tel (519) 675-7680 Fax (519) 675-7685 TOll FREE 1-800'663-3775 Windsor Office Ste. 300- 215 rue Eugenie (St.) W. Windsor ON N8X 2X7 Tel (519) 250-0788 Fax (519) 973-1360 TOll FREE 1-800-663-3775 ® Ministry Heaith Care Facility Review of Health and Programs Ontario Long-Term Report Care Ministère Programmes Rapport d'inspection de ia Santé et de soins des So ins de de santé d'établissement iongue durée Long-Term Care FacîJitylEtabUssement de soins de longue durée Elgin Manor 39232 Fingal Line R. R. # 1 St. Thomas, ON N5R 5V1 Governing bOdy/Organisme responsible Corporation of the County of Eigin Administrator/Directeur généraVdirectrice généraJ Ms. Helen Notte Approved capacity/Nombre de Hts autorisés 90 Beds Type of review/Genre d'inspection Review date/Date de !'inspection Follow-up to the Annual Review August 28, 2002 Facility Review Report The mandate of the Ministry of Health and Long-Term Care is to ensure that residents in Ontario Long-Term Care Facilities receive quality care and services. In order to achieve this goal, the Ministry has implemented its Long-Term Care Facility Review Program to monitor the quality of resident care and facilities services. Where Long-Term Care Facilities do not meet Ministry standards, as determined by facility reviews, the home is expected to correct any unmet standards or criteria. The Health Care Programs division of the Ministry of Health and Long-Term Care conducts ongoing quality of care reviews in all Long-Term Care Facilities throughout the Province of Ontario. The Report of Unmet Standards or Criteria outlines the Ministry's review findings and the facility's review plan for corrective action. Reports are public documents and must be prominently displayed in all Long-Term Care facilities. Any inquiries related to this program may be directed to: Regional Director Health Care Programs Southwest Region Suite 201, 231 Dundas Street London ON N6A 1 H1 Telephone: (519) 675-76801 1-800-663-3775 (Toll Free) Rapport d'inspection d'établissement Le mandat du Ministère de la Santé et des So ins de longue durée est d'assurer aux pensionnaires des établissements de soins de longue durée de l'Ontario des so ins et des services de qualité. Afin d'atteindre cet objectif, Ie ministère a mis en oeuvre son Programme d'inspections des établissements de soins de longue durée pour surveiller la qualité des soins dispensés aux pensionnaires et des services offerts dans les établissements de soins de longue durée. Si, selon les inspections, les établissements de soins de longue durée ne se conforment pas aux normes établies par Ie ministère, ceux-ci deviennent donc responsables pur la correction des normes et critères .non-respectés. La direction de la division des programmes de soins de santé du Ministère de la santé et des Soins de longue durée effectue régulièrement des inspections sur la qualité des soins dans toutes les établissement de soins de longue durée. Le Rapport sur fes cas de non-conformité aux normes et aux critères donne les résultats de I'inspection du ministère et Ie plan de I'établissement de soins de longue durée en ce qui a trait aux mesures correctives à prendre. Ce rapport est un document public et do it être affiché bien en vue dans I'établissement de soins de longue durée. Pour de plus amples renseignements sur ce programme, écrivez à la personne suivante: Directeur ou directrice de la division des Programmes de soins de santé Région du Sud-Ouest 231 rue Dundas, bureau 201 London ON N6A 1 H1 Téléphone: (519) 675-76801 1-800-663-3775 (Appels sans frais) FACILITY REVIEW SUMMARY REPORT Definition of Terms The monitoring and evaluation process is based on the standards and criteria contained in the Long-Term Care Facilities Program Mannal. Each facility has a copy which the public may request to view. The reviewer considers the following factors in concluding that a standard or criteria has not been met: Conditions have been observed that pose actual or potential serious risks to a resident's health, welfare or rights; and/or Conditions have been observed that are not as serious but are prevalent or recurring; and/or The facility has not made successful efforts to initiate corrective action; and/or Conditions have been identified during previous reviews, but have not been corrected within the ne otiated time frame for corrective action. ýi';2,t;r"è!,~;;;¡;Þ~~S'FÆNJjÃIIDiNŒa:¡,~~~1ê~~"'~~~~~!íl;fST~'&RD¡~@,~Nmm~~~~'š:'í'è¡ All criteria that were reviewed relating to One or more criteria that were reviewed the identified standard were found to meet relating to the identified standards, did not the expectations meet the expectations; and The identified deficiencies met the conditions for issuing a REPORT OF UNMET STANDARDS OR CRITERIA or AREA OF NON-COMPLIANCE. 'RECOMME' NDA"TION(S 'DISC, nSSED "Silo'" ···~·:REEEDn'T"'l\';"':.(D'E TO'"'' .j, '" ,,', ," ",),,,, Ú,' ;.= ' '''':';;:;,1,''.- ',,~£:."Tþi¡., ..,~;,.~:f' /-~(5"~ki~tf.¡~~~~~~~~~¥,f,it~£~fffij;.~~~~ c{4(à""'ròt'tfuffi'7¡¡fsa9ÌifiW~'"~ciäì'" Criteria that were reviewed relating to the Criteria reviewed relating to the identified identified standard mayor may not meet the" standard mayor may not meet the expectations; but expectations. Identified deficiencies if applicable, do not meet the conditions for issuing a REPORT OF UNMET STANDARDS OR CRITERIA. Recommendations were discussed to enhance the quality of the care, programs and services provided to the residents. Criteria that were reviewed indicate the need for other expertise to determine compliance or to provide more in-depth review and assistance. A REPORT OF UNlVIET STANDARD OR CRITERIA rna or ma not be issued. FACILITY REVIEW SUMMARY REPORT Long-Term Care Facility: Elgin Manor Date of Review: August 28, 2002 Type of Review: Follow-up to the Annual Review Updates on any care, programs and serviCes being provided by the facility: Improvements are noted in the documentation of resident care plans. All or some criteria related to the following standards were reviewed. Comments in the right column reflect the status of the standards at the time of the review AND ARE BASED ONLY ON CRITERIA WHICH WERE REVIEWED. Conclusions are based on observations and reviews of a selected sample of residents. , STANDARD COMMENTS Resident Care and Services Each resident's needs for care STANDARD MET and services are determined with the resident/ representative through an interdisciplinary assessment process. Each resident's care and STANDARD MET serviCes are planned with the resi dent/ rep resentative through an inter-disciplinary planning process. - 1 Each resident receives care and STANDARD MET services consistent with his/her plan of care and with residents' rights outlined in the Bill of Rights. There is ongoing monitoring STANDARD MET and evaluation of each resident's care, services and care outcomes. All significant information about STANDARD MET each resident is documented in his/her record. . - Facility Organization and Administration There are co-ordinated risk STANDARD MET management activities designed Recommendation discussed to reduce and control actual or regarding new smoking potential risks to the safety, room. security, welfare and health of individuals or to the safety and security of the facility. Environmental Services Environmental services are , STANDARD MET organized to provide a safe, Recommendation discussed comfortable, clean, well- regarding recording water maintained environment for temperatures. residents, staff and visitors. The facility, including STANDARD MET furnishings and equipment, is - maintained. 2 The facility, including furnishings and equipment, is kept clean. STANDARD MET 3 Page # of1 1 Inspection Date Planned Date of Correction 2002108/28 Number of Days 1 Discipline Nursing Type of Review Follow up - Annual Required Date of Correction And Address N5P 3S5 Ministry Inspection Results ON Name 16 Home: M518 Nisit ELGIN MANOR COUNTY ROAD R. R. #1 ST THOMAS Act/Reg Standards And Criteria Home M518 Ministry Response LTC Facility Plan of Corrective Action is time of the Annual Review ìothis related 82.4 Issued at the now met. No unmet standards/criteria review. N/A Vo s í' Ministry of Health and Long·Term Care Ministère de la Santé et des Sains de longue durée ® Ontario Health Care Programs Programmes de soins de santé October 7, 2002 - Ms. Helen Notte Director Terrace Lodge 475 Talbot Street East 49462 Talbot Line Aylmer, ON N5H 3A5 OCT 2i ~ .---- C'-""ì c__~ k 1.)-t,Lz- ! T,~:np .- " --.-----.----. ~.__._,--.- Dear Ms. Notte: Please find enclosed the Facility Review Summary Report for the review of care and services conducted on September 19, 2002. This Follow-up to the Annual Review must be posted for public viewing in a conspicuous place in the facility, in accordance with Section 54(a) of the Homes for the Aged and Rest Homes Act and Regulation 637. The Annual report should also remain posted for public viewing. I would like to remind you that under the Freedom of Information and Protection of Privacy Act, all information retained by the Ministry of Health relating to your facility is potentially subject to public release. A copy of this report must be made available without charge to any resident of the facility upon request. The report will also be on file with the Health Care Programs Division, South West Region. Yours truly, ~~ Cathy Crane, R.N., BScN Compliance Advisor encl. South West Region Région sud-ouest London Office St.. 201 - 231 Dundas (S!.) London ON N6A 1 H1 Tel (519) 675-7680 Fax (519) 675-7685 TO!.!. FREE 1-800-663-3775 Windsor Office Ste. 300- 215 rue Eugenie (St.) W. Windsor ON N8X 2X7 Tel (519) 250-0788 Fax (519) 973-1360 TOLL FREE 1-800-663-3775 ® Ministry Health Care Facility Review of Health and Programs Long-Term Report Ontario Care Ministère Programmes Rapport d'inspection de la Santé et de soins des Soins de de santé d' établissement longue durée Long~ Term Care FacjjtylEtabJissement de sains de longue durée Terrace Lodge 475 Talbot Street East 49462 Talbot Line Aylmer ON N5H 3A5 Governing body/Organisme responsabte Corporation of the County of Elgin Administratar/Directeur généraVdirectrice genera! Ms. Helen Notte Approved capacjty/Nombre de tits autorisés 100 beds Type of review/Genre d"inspection - Review date/Date de !'inspection Follow-up to the Annual Review September 19, 2002 Facility Review Report The mandate of the Ministry of Health and Long-Term Care is to ensure that residents in Ontario Long-Term Care Facilities receive quality care and services. In order to achieve this goal, the Ministry has implemented its Long-Term Care Facility Review Program to monitor the quality of resident care and facilities services. Where Long-Term Care Facilities do not meet Ministry standards, as determined by facility reviews, the home is expected to correct any unmet standards or criteria. The Health Care Programs division of the Ministry of Health and Long-Term Care conducts ongoing quality of care reviews in all Long-Term Care Facilities throughout the Province of Ontario. The Report of Unmet Standards or Criteria outlines the Ministry's review findings and the facility's review plan for corrective action. Reports are public documents and must be prominently displayed in all Long-Term Care facilities. Any inquiries related to this program may be directed to: Regional Director Health Care Programs Southwest Region Suite 201 , 231 Dundas Street London ON N6A 1 H1 Telephone: (519) 675-76801 1-800-663-3775 (Toll Free) Rapport d'inspection d'établissement Le mandat du Ministère de la Santé et des Soins de longue durée est d'assurer aux pensionnaires des établissements de soins de longue durée de l'Ontario des Soins et des services de qualité. Afin d'atteindre cet objectif, Ie ministère a mis en oeuvre son Programme d'inspections des établissements de so ins de longue durée pour surveiller la qualité des soins dispensés aux pensionnaires et des services offerts dans les établissements de soins de longue durée. Si, selon les inspections, les établissements de soins de longue durée ne se conforment pas aux normes établies par Ie ministère, ceux-ci deviennent donc res pons abies pur la correction des normes et critères. non-respectés. La direction de la division des programmes de soins de santé du Ministère de la santé et des Soins de longue durée effectue régulièrement des inspections sur la qualité des so ins dans toutes les établissement de so ins de longue durée. Le Rapport sur les cas de non-conformité aux normes et aux critères donne les résultats de I'inspection du ministère et Ie plan de I'établissement de soins de longue durée en ce qui a trait aux mesures correctives à prendre. Ce rapport est un document public et do it être affiché bien en vue dans I'établissement de soins de longue durée. Pour de plus amples renseignements sur ce programme, écrivez à la personne suivante: Directeur ou directrice de la division des Programmes de soins de santé Région du Sud-Ouest 231 rue Dundas, bureau 201 London ON N6A 1 H1 Téléphone: (519) 675-76801 1-800-663-3775 (Appels sans -frais) FACILITY REVIEW SUMMARY REPORT Definition of Terms The monitoring and evaluation process is based on the standards and criteria contained in the Long-Term Care Facilities Program Manual. Each facility has a copy which the public may request to view. The reviewer considers the following factors in concluding that a standard or criteria has not been met: Conditions have been observed that pose actual or potential serious risks to a resident's health, welfare or rights; and/or Conditions have been observed that are not as serious but are prevalent or recurring; and/or The facility has not made successful efforts to initiate corrective action; and/or Conditions have been identified during previous reviews, but have not been corrected within the ne otiated time frame for corrective action. STANDARDMETéiié. " ... '. '!";STANDARDNOTMET0~j;;!z0!\t;} ..,.. All criteria that were reviewed relating to One or more criteria that were reviewed the identified standard were found to meet relating to the identified standards, did not the expectations meet the expectations; and RECO~NpA'I'IºN(S)ÞJSCUSSEI>. ;,"."~~' .: '~.--,.;. - -~. .,', ___,-"7,__,_ Criteria that were reviewed relating to the identified standard mayor may not meet the' expectations; but Identified deficiencies if applicable, do not meet the conditions for issuing a REPORT OF UNiVIET STANDARDS OR CRITERIA. Recommendations were discussed to enhance the quality of the care, programs and services provided to the residents. The identified deficiencies met the conditions for issuing a REPORT OF UNMET STANDARDS OR CRITERIA or AREA OF NON-COMPLIANCE. ·:.·~I<ERßt\.l,.M¿\.DE,'.IJ):%.,;j:~! . :(a r() riatedisd line/s'edal )';;.\. Criteria reviewed relating to the identified standard mayor may not meet the expectations. Criteria that were reviewed indicate the need for other expertise to determine compliance or to provide more in-depth review and assistance. A REPORT OF UNMET STANDARD OR CRITERIA'ma or ma not be issued. FACILITY REVIEW SUMMARY REPORT . long.. Term Care Facility: Terrace lodge Date of Review: September 19/ 2002 Type of Review: Follow-up to the Annual Review All or some criteria related to the following standards were reviewed. Comments in the right column reflect the status of the standards at the time of the review AND ARE BASED ONLY ON CRITERIA WHICH WERE REVIEWED. Conclusions are based on observations and reviews of a selected sample of residents. STANDARD COMMENTS Resident Care and Services Each resident's needs for care STANDARD MET and services are determined with the resident/ representative through an interdisciplinary assessment process. Each resident's care and STANDARD MET services are planned with the resident/ representative , through an inter-disciplinary planning process. Each resident receives care and STANDARD NOT MET services consistent with his/her B3.28 regarding offering plan of care and with residents' choice of meals to residents rights outlined in the Bill of on texture modified diet Rights. 1 There is ongoing monitoring STANDARD MET and evaluation of each resident's care, services and care outcomes. All significant information about STANDARD MET each resident is documented in his/her record. Facility Organization and Administration There are co-ordinated risk STANDARD MET management activities designed Recommendations to reduce and control actual or discussed regarding a potential risks to the safety, review of infection control security, welfare and health of practices. individuals or to the safety and security of the facility. Environmental Services Environmental services are STANDARD MET organized to provide a safe, comfortable, clean, well- maintained environment for residents, staff and visitors. The facility, including STANDARD MET furnishings and equipment, is kept clean. " 2 2 M583 Nisit Home Page # of 1 1 Ministry Response Planned Date of Correction Required Date of Correction Act/Reg Standards And Criteria InspectIOn Date Number of Days 1 2002/09/19 Discipline Nursing Type at Review Annual Follow up And Address N5H 3A5 ON Name TERRACE LODGE 475 TALBOT STREET EAST 49462 T AL80T LINE AYLMER Home M583 Accepted. Food Service Supervisor spoke with staff at time of visit September 19, 2002. Food Service Supervisor reviewed with Dietary during staff meeting held September 23,2002. Additional piece of equipment purchased September 26, 2002. Equipment that was taken out of service due to safety issue was repaired and put back in service September 27, 2002. There are now three pieces of equipment which will sufficiently ensure texture modified choices are available at time of service. Food Service Supervisor will continue to monitor to ensure compliance is met. LTC Facility Plan of Corrective Action 2002110/04 Ministry Inspection Results Each resident does not have opportunities to select his/her choice of food from available menus: Le. pureed diets. B3.28 Note: Findings 03.8 and 83.32 issued at the July 25, 2002 follow-up to the Annual Review are met at this time. 11/27/2002 09:27 -~ 1-519-755-2627 TERRACE LODGE Report of Unmet Standards or Criteria PAGE 03 Happon sur let! /lUll III::'" vu criteres non respectés ® Ot<ark> Ministry 01 Healtt'l Loog.~ C&f9 Okii&iofl ~~ISIMtIiI$BtI/1c1'1 .51OOvenge SlrNt. 7\t1 FIooI Noftt'. \'oriIi; ON M2M 4X2 Minhstère de fa Santé 0I1/f:Iion del wns die IGn;uto dO_ OIrNìOnON~ tnllkablllMnKlllI ~700, tu.~. .,.. 6ICO' N'orth"fotkON U2~4~ Regional Olllcu/B.,.... "9101\11" Toronto (416) 327-8994, london (519) 434--1105, 0Ita... (613) 787_ I CJ¿' Aód~AcIm_ ,-XI',c/tY: ----rãJl.XJ ¡:If. f ~rI1ot an(:'llit\ð (II LTC OMliOI'I t9ØreseI'lIat!¥elNcm., fgn:ootl c:U!4v ~) taplésenl~e) de I,¡ Qlvisioo ~~:(-~~ ~'-~<C'~(..~ , .bIIsmørrtClt sornOitIDl'l{lu&durW ---&'-"/",}/"JP,,' , lCf\ÇJ"Ttm\~f'8f.wl a~~' a.C"Lu«> c'U Type of reviewlGenre d'lnspeçtlon O AnnuaJ Annueue ri7ì Follow-up ~ Sui"! ftNfI..oU,.lo.o O Referral V;.II. d'un(e) consemer(ère) O Complajr'lt h''IvastigaUon Enquête: à la suite d'une ptaÎt'~9 O Complaint inveStJgation foliow-up Suiv! d'une enqu4t. à ¡. sui'. d·un. plalnte O Pre-sa'. Pl'éalabte ala Vr¡mt8 O Post·salé Postérleurð à la vente O Pr.nC(1$$ Préalabl& à ta déllV(af\ce du permi~ O O1ho' (specify) Avtl& (pršcJs9z) __..~ tf19 following sratemenf$ refl¡µ;t th9 n)sults of thtil fscl/lfy opfuatiQnaf review a~ :,sssd on Mínistry of H$6.1tn standaf(J$ ,nd cllfsrla for r'''d8n! car.. prøgrams an<f $lirvfcflS in LCl1g" Term çsrtJ {ae¡/flles. L9S OD.'18rvarfons suivanf8s iF¡U6tl'9nt 165 f4wltats de 1'lfJsp.Ction des opéralJons dG l'étabN$ssm9n! efffCfu(¡o sur I.a ba.se css norm8S st Crtttlf6!J (JU minis/ère dB la Sanl~ en mal/fire Qf.J $Qlns ElIJ)( pensiof'/naJres ~( dtil þtogramrnC$ Oi de 5~rvfces offerl$ dans Jes ètaCliS$sments d( ~jns f!8longue (jur4s. St1lñðaf&t)r~ileria ¡:ie"ewr~\IIb; Dðt. !or (crrec:ì\i4"'!ò!IOn NófTtltl8 "\.I (:t~àfU Ré8\JlifJ.!s Qarlnspectloo Oat.deilt~~!'I'1fd:v( 133.~<? --' ~ ..f ) ~ I_d Ie; le·l.. ....,;..':'''"'OSc.<:.. J~"'~..) , , ,'~ ~. ~. -) _ _N./ /'\ } ,0 -' 1:::r1<?'7'" 51-' ,n 1 a-,.-."dCZA d..--, ~ .,.{"A,.Ji.L.Ujij --- Á ,. iJr> d~r.J ..J..., ,~ ~¡r ,"-I¡?f,r) .' , ~ ..- - ","- - - ---. --- R~""'-¢ both. FacUlty by/Re9u ¡)óo.>ll "(Jbll~¡¡lHTIcant ~;\r ,,1 &7Li)( J!/&/tl O~!I18'~ lonO" Ttrm c.re Divisloo (),~; Civlsietl ðee 80rM 1:!.!0nQ\9 Iòiu,.. SiSinature cllcno-~ C&,~ 1;.\1151011 1'e£,,~ntl¡tIlals.~".atIJr, (11.1 (dolt 1111) rltPr~hlffi\j,nhl¡l) dll Ie I)M1i'O~, I'~~""'-M ~'1'cL. (;opy.l.oo~ Titm Çal'1l Facl!ity Copl.: ~itta~ldesolm.loI'IgU8dtl. ~ plldlll 2;Q8IH;~tf4t03) ,,- ,11/27/2002 09:27 1-519-755-2527 TERRACE LODGE PAGE 02 ® Ontario MlnlWy 01 H""II~ Longv T~1"m Cars OMsion Observation/Discussion Summary Minlsl... de I. Sontá OivisJon dEls soins ~ longu" dvolo Sommaire des observations et discussions Region.1 OfftceaIBur..ux r6glonaux Hamilton (905) 54H294, Klngaton (613) 531-9629, Lendon (5191675-7660 Sudbury (705) 584-3130. Toro"," [416) 327..a952 1.QI'IO.T~",~Fadlify t8OI!~.ntðtS(lir1s'¡IIIIQI"I¡¡u.dufê6 --Ctl.-l ,,"'-r I'll... d'c:,..-i'(j-"- -rêJ.1..¿'¡ ) ,;;¡ <., o-¿ N<Jm1t &rid tftløot lorc Oivi6!O" f9prnor\laliv91r>f0l'\'1 eI ~n du (dala) ~fê54jnnl{eJ de !4 Q<~h¡IQI1 ~--&C~~ 1 /~f'.J¿n/Tt"ð!t: Type of reviewlG.nre d'lnspec:tion / AddIflUI'AOf&!i'Jt r:ldl}''''_~!;.-r O P"'·...I. Préalabla à la vente O F''''....I. Postériel,l.r'$ à la vente O pra-lic:anse Préæable A la détivrance du permis O Olher fop.oily) Autrø (pf6cJ&sz) DAMval Annuelle Q Follow-up .. ^ SUM a.-....-~ O ;=¡,aferra! Visite cfvn(e) conseiU.er(èra) O Complaint lo'o'&Stigatio!'1 Enquëte à la $ult& Q'une ~inte O Comolalnt Investigation foUowwup SuivÎ d'unEt $nqu519 à 1a suite d'unB plainte The foRowing reflsct 9xplanarory detail related to ob.s9~ationSldl$CussIons oyer the course of th$ fsvíew, This !f/fcrmatior1 /$ providfjd as gurdanœ to ths facility-and wrltfM rl;sponse Is net rsqulred. On trouvera ci-deuQus une explIcation detaillé. des observations et dls:;u$$Jens tcrmufé9s au cours dB t'inspectioIJ. CBS renseigJ!ements sOrJt 'cumfs å /'etsOJíS$9meßt å tìt.r9 d'informatlon; it n'Bst pss n8c8ssaire d'y t6pondrs par dcrlt. I. d./dµ ,<1'~"- ,.:¡ þ fL.f ...¡ -'-,"' ;"')< .tIA..... A .Þ~../.-Y?d J /./ # .....:;:.,k;, ... ," 9 ..-7''''')). -:.1 ~ tl ./ 11 ~~<'~ iðg,LU( , j--41 ~''''J../ ./ *' -< ~fi£.-<"--'" (n ,¡ÎI.J I './~ ~,.-)-'""'\ ~1iAJ' Y./~;L'Á.ff.ð. 2, :VY -"""" A~./''''i7?'2F'»l_Ù''''<''//// ~...Y ~ Y'J~~rla_o f- , /'Yl L"'./ A '" --" ~-Æ-J 4".// i 'Y ..-<J,.C/ . '-~ <¥ /..t J /) ()i.r " ./ u , 01./ (........ &. , A /'.1 LII/n' '-P /:1 ) ,~./' .I'U"-;/-/"7.3 ..... /7' . -Ie "/1/,,,11/.. -/./..=>.Y 11 r"/udIL\ 4"<fflfl'/dU~ -<"AJW-t'./~ ,,.«) ~j2--<' /''-'7'''11 rl.LW'///1f¿--^-Ý","tf..,.~",) -<...'!././/¿J.", f/ /ø/7¡J',/À-7, r -'~ q" r' r&. 9 ' O¡¡ £~ ÆP~ d 'i--Ar2 51-' ~/U' ~//'/'.;,~u,f¡/V ,y.¡ ~(/n./" L"dy , -<:' .}¡a-"'(f~ ..-( ¿d.UA".I?d '76 '~-Z:äß/ b/tI/. ~~' ---r;r-:¡ " 1£./ "" ¿ '1 .. iJ4<' .? />/ ,1/'" ~J', II ./ Orlgln"l: Lor.g.Terrn e~ Oi...i~ Orlg~l: DMsiO!'J d68 $Oin$ <10 lon;ue du* Sig re ot LooiJ-ferm Card Divmon 'CJ::IreHntllti...éJS ¡,,,,,,,,,,.,.gU91I&ée ,. ~~ COpy: u.n¡.Tarm Care Ff:Qffity Coøie: ~1aP;lRlOpmontde~n~",,g~u..ðufêo& F.~ I olltla 2.. F\Kei¥1M! !ðttl'o& Fec~l!)' ViIR&þ PCUf ·~!Qof¡I$.m&t\t Pðr ",1 &~ud!lJv¡J.J lel$-S2(9BfOI2} · ,)1/27/2002 09: 27 1-519-765-2627 TERRACE L.ODGE PAGE 05 ® Ontario UlnloUyof_ UI__1o 8ant6 Long. Tom Cere OMolon DiYIoIo<I dtuolna do longue duM ObservatlonIDiscussion Summary Sommaire des observations et discussions ~"TfiImCatef'~- -- .~"., cl.:JrU -r:-:JJx; 1!.>J"I r (i -' d~ \oJ ,()r;;{,..,ti A(u.uL. ./1'.('/'1'//4"",,...:/ \)LAp. /77//.-rx1",--" r~ .A.-I"/<I'<1 /,171,-<.<._ ..¿¡ rý rtði /Ii /! p .....0 I¥..-t ¡þ ('u -U ,'-( 9U J ,-t ,? /> /"J ~ Ç!:;.ú... '--L/./J./ -1/', .£./ /11-1.t.--nt.{U.l. (", J 1(' ,) nliLf;. ~...<' A-{ ./ÆC~"""""" .-< '.T ....¿"'~""--' ,Ae> -((l-YltI.-I--7!..LA 12.; JiI, """"'~"A ~_ /Y;). AL0'LJi·/lC¡¡.-<1..I-ÍJ /OI~ d.A-.-i'..; -('I''</. " J , rJ. -"'...../ .r Õ ¡ ¡ n çi, ¡J 1:1 ' toeIIIS"..ø.-OIØ'tII - /, ~A Art /1& . 5 D:>/ J.-, ~,( tlA"'r:.-<7»/l?ù!/J"Jr..//A c.5?-/..c':;;/ '1 (I R "h., uÜ-<, aJl~h77 ,I.A.C.~"/'J Ji /..--r1d./'/'i?·"-'~~/~ð, ~ f t;"'-'" d", -<. rrF ./'L'I~ tft ¿~.L.//,.. ,,{}!.¡q..,.aJ1" .4".JA .U'l...<:J An. A"~/JI¿t.¿.d~7 JJ4, ,.../1 "t'7J . Æ ¡~..c>{Ù A' â ¿;/ .'>'Ý;,.-4{ . G. ,f!Ap/1,ß £'~'w/../n': tf//<4"II(f" ./1l1,C,-(d/l~ .""O""J~J/lðJ. ~/'"8*~ /It'.A./ -'1 f"/.,J')',.../...t'.//J&;'/-<rf / V '7. ~0v ./ <:>' A//",,""YYl-?7' d..-r/ ø /L. .::.tAa..-5I-' ....-r.~0./ d,j "" n d../ /'I-'J'I, A.t ./ 8·~~"'-7I CÞ) .P.-4-?--.J¿.A./U . ..Ið....,·1/"./".-t.Y ¡<rl..-!"_nll1 Æ,-{Q-<, b,;.d" /:J_.( .:l. KJr'lo#;'"~ ç¿/ r;r( I / Reci~loItMFaeiIItf~PN(~¡W \1~JxJN. 010Nt lMO'TMft CaN 0MeIIWI 0rt;NJ: DMIbIdM lION de ~ ourt. ~oiLø9r.m~~Npt_lI~tur.d,,(dIt,-}~~(.)6I\r¡.CìY.lfer¡ ,-........-..... ,. ~O.-?t..û--- .7>Ha_ ~1...or9Tct\'øO.,.FtOIIty CcIpie:~.~.~diriIo - 2-_ "'> _.. 11/27/2002 09:27 1-519-765-2627 TERRACE LODGE Report of Unmet Standards or Criteria PAGE 04 Happan sur le5 nUfllltI:; V\.i critères non respectés @ ""WIo Minístry of He.11h 1,cI'11t T«m C.re O\¡\$iOI'i Allfi(iMtllJ ~ BrVl(fl 5700Yon¡l!l stteet. 7tfI Floof Hotm Yo*: OH Mí'!M.t<: MlnI$lèr. de Ie Santt DIYIIIon08l *,.~Ian5w~- ~lor1dM~IInAtJ~I"l,.........t .7Oa. rut YQnge. .,... NOI\ftYOl1cON~4V.2' Region.' OtflceefBunlaux t6gionaux Toron,o (4t6) 327-6994. LA>ndon(519) 43<-1105, OlIo_ (613)767.04040 l«lg.TIIlm ~ facDity :aW$.-n'\6"Ildt~ delcngue óJ,uM ~-'.AÞ1r~ Add!"9ftt'Mresae ""¿,-;a<;'Jh (' t.lam. and \ilia of I.TC Qi\¡!sIon ttØ¡.nn~.tNeINom et fgoC'EictldIJ (de It) ~otanI(9} dQ ia OMslon ~ ,1'_< /)A'\..I2. (& 7, -.p-&'a-.-._-<C...L.- c:¿d,..i..L<_", ,,~' I Type of review/Genre o'ln$peollon O Re-f&mll VI,lte d'un(.) con.eIUer(ère) O Complaint Inv..tlgation Enquête à !a suite d'1.Ine ptainm m Comp1aint investigatio.'l1Qllow+up "'5; 4.:> ~ $Yivi d'une enquêtê å la suit& d'une plalnte O Pr8~saJe I'réalabto à I. V011I. .;U/'5 O Post-salO Postérieur8 à Ie vente O Pr"¡ç~sê p,éa.lable à la déliwance QI,.I perm!s OAIlnU-' Annuelle O F'orlow·up Sl,.Iivi O Other (specify) Autre (pf9cisfJ4.)_~_ ThfJ following statements m1lect the resvlf$ 01 thø facility operational f9\JISW as bS$6<J on Ministry CJ! Health $tsndatds and cri!8ria fOf residant csrfJ. progrsms end $Ðtvfces In L0r'I9- Term Care fffCilt(if'$. Løs ocseNaffons suivames jlfustteflt løs fésultalS de 17nspflction des opørat'iQPs de fétabiissernent ø!fsc~ SUf Ja base des nCfTßtJs et ~rltlH9S du mlnistiJre de fa S8n!å en fT'.BtisrÐ de seins twx PQnsjonnøl!es st døprogtammos ot de s9rvices olferrs dans '8S étabfi$$el119nls desclns d.lon~s dUrè9. $tarI(!ljird5 qr ~r~illrj8 A....i9Wr&!u~S 0iI.~foreOrre"t!ve8:;,IQt! No¡mQ~ ou cfllèC'e8 F\4$ui~~ cia fl(lsoect!on O(ltudubrI"JMU"C:O.'1~ --p., ':> .~-::> " rl -. " V--t .¡......~ . , A-r . , -,-, . v "CiA ,. -"''f"'" .,r¡/~ od-, I A< "... ~~/ '. d ~, /, , ,,~ ' ) , (7 /Y7l~_+ ""..'--- - --. .~ )r ,-<...->(, ,.....,..¡, <I·'h.. e Y Ál f'/ "..",",;./<7..< .-L..c- .....K .-C <'f'-<(/' , , ,'..IÎ__d.~./ c.k u'¡'-9 ..-l 0',1 ~c:;.u.J ,""- --- --- -- R.I~!\o9d fop 1M ~~m~ ~~~u POW' ~4'oel,~IPU¡l"t ct.' ,,1 &A1I¡ft/AtM., 0fGi:'Ja!: lOt}g·"'term Ca,r. OMslOn OfiQ!tIeJ:~i'\tlelon ~ ~In", dCl !cftg1J.dutftl Sianllh,lr& 01 loog-'T'erm Cat. ~ rep<Ðerltal~lgn~tl,,/r1I oj¡: (de fa) repfILhentant{J>} do la OJ\'~I'''' I......".. 10- ,,,.. ~~G·~ Cç.py: ~T.tmC&r8 Faci/It)I Copl,; ~tf¡bti~tð&4O\r\sœbnill'tdlJ~ p... I oil«> I <.Ia8-~í~ 7~3C>-44' ® OntariO Ministiy ö( Health Long-Term Care DMsion Residential Services Branch 5700 Yonge Street, 7th Roor North York ON M2M 4K2 Report of Un met Standards or Criteria Rapport sur les normes ou critères non respectés Ministère de la Santé Division des soins de longue durée Direction des services en établissement 5700, rue Yonge, ¡ø étage North York ON M2M 41<.2 Regional Offices/Bure'aux réglonaux Toronto (416) 327~994, London (519) 434--1105, Otiawa (613) 787-4040 Data 01 reviewIDate de "¡nspecti7 í\QJ (3, !'S . o;:¡.~ Long-Term Care FacirityÆlablissement de $Oin$ de longue duréa T e~ r 0. CfL ködo e- AddtessJAdresse ..J q T s To..l be,¡- $+. Â;.J, \ f'í\ '9,- Name and titre of LTC OMsion representativa/Nom at fonction du (de la) représentánt(e) de la Division ~-t (~~ 1-'-1 :Fe ~-:). 0<.. {.--n. c' k-- D'? ·kj f\-{ (4 c\ \J f SC) \r Type of revi¿w/Gen(~ d'inspection j O Annual Annuelle O Follow-up Suivi n Belerral SW ~ \:<,"+ LrVisite d'un(e) conseiller(ére) O Complaint Investigation Enquête à la suite d'une plainte O Complaint investigation follow-up Suivi d'une enquête à la suite d'une plainte O Pre-sale Préafab!e à la vente O Post-sale Postélieure à la vente O Pre-license :: Préalable à la délivrance du permis O Other (specify) Autre (précisez) The fol/owing statements reffect the results of the facility operational review as based on Ministry of Health standards and criteria for resident care, programs and services in Long- Term Care facilities. Les obseNaUons suivantes iI/ustrent {es résultats de /'inspection des opérations de I'établissement effectuée sur la base des nonnes et critères du ministère de la Santti en matière de soins aux pensionnaires et de programmes et de services offerls dans les titablissements de soins de longue durée. Standards or criteria Review results Date for corrective action Normes ou critères Pl.4 Each day each resident was notãlWäŸ'Sprovided with a varietý offoods, Date de Ie mesure c:orrective ¡è' ,. " including at least the following: ¡ {V"-"{"F ,--\ \ ,,..\--, - ' Grain products: five serving of whole grain or enriched breads and cereals Vegetables and fruit: five servings fruit and vegetable and! or fruit juices. Milk products: adults 500 mL Meat and alternatives: two servings weighing 50 to 100 grams cooked weight of meat containing 7 grams of protein for each 30 gram serving, or the equivalent grams of protein in alternatives. (Examples discussed) í::>\ ...q P1.24 Not all residents were provided a pleasurable dining experience, with meals served in an unhurried manner, in comfortable dining areas equipped to meet the " t)~-.,"(~-.:>....L'S meal service requirements of residents. (Examples discussed) PI :,'l P1.27 Dietary services were not organized to provide nutritional care according to ';,{ L~>..;.;."~j(~)·,; residents' needs, consistent with their plans of care. (Examples discussed) , .- d - B3.23 Each resident did not always receive nutritional care according to hislher \ -',.~< -' , " L -'.!; "'. '.\:..'. assessed needs and measures were not always taken to identitY and address problems related to nutrition. (Examples discussed.) - '.. .< ~ ." ; B3.24 Each resident's height was not always recorded on admission and hislher !~'.~, ¡~,......." ,::, r\./, (z:T..:" weight measured and recorded on admission and subsequently at least monthly. Changes in weight were not always evaluated and action shall be taken as required. (Examples discussed.) Aece~, for the FaClhty bylAeçu pour l'étaþUssemerrt par . ~ /1, .;' /~ r ' f --...' '--"[:, l ,. ,-- 1\ 11~_r~ -\~,~ . , Signature of Long-Term Care Division representativafSignature du (de Ia) représentarrt(e) de Ia Division des soins de !ongue durée Origina!: Long-Term Care Division Original: Divisioo des soins de longue durée \_f(\ (J. ,-'.....;:;~.~;--,< Copy: long-Term Care Facirrty ...) ....\, " Copie: Êtablissement de soins de longue durée ,....... ,("k :~,t) Page oUde . \ 2088-& (9<103) 7530-4426 l -~ '(~}iQntario .-V,["~i~ Ministry of Health Long-Term Care Division Observation/Discussion Summary ¡ ¡ Ministère de la Santé Division des soins de longue durée Sommaire des observations et discussions .~! Regional Offices/Bureaux régionaux Hamilton (905) 546--8294, Kingston (613) 531-9629, London (519) 675--7680 SudburY (705) 564-3130, Toronto (416) 327-6952 Long-Term Care FacilityÆtabJissement de soins de longue durée \ev,,"cc('o \....r>c\c: Q. AddresslAdrasse .",J '-\:t'5" \O--\bð'r -s-í- . Date of reviewlDate de I'inspection I t-ÎC\ ,"\..I r \ Type of r~iewl d\J\ SO, Name and title of LTC Division representaliveINom et fonctio O Annual . Annuelle D·· Follow-up SuM rl Referral ':> lù':<' \ ~ ::¡.. Lld" Visite d'un(e) conseiller(ère) O Complaint Investigation Enquête à la suite d'une plainte O Complaint investigation follow-up . Suivi d'une enquête à la suite d'une plainte O Pre-sale Préalable à la vente O Post-sale Postérieure à la yente O Pre-license . Préalable à la délivrance du perrniS: O Other (specify) Autre (précisez) The following reflect explanatory detail related to . observations/discussions over the course of the review. ThIs information is provided as guidance to the facility and written response is not required. On trouvera ci-dessous une explication détaillée des obsefVations et discussions formulées au cours de /'inspection. Ces renseignements sont foumis à /'étab/issement à titre d'information; if n'est pas nécessaire d'y répondre par écrit. Recommendations: It is noted that this facility is planning changes to their dietary services and dining processes. It is recommended that a dining team and/or food committee be reintroduced to deal with menu planning and dining changes. This team may include both ITont line and management staff ITom all disciplines involved in meal service, nursing, dietary, restorative care, housekeeping etc. as well as residents and families as appropriate. (M1.8 Opportunities for interdisciplinary and interdepartmental communication and coordination shall be in place and regularly evaluated.) Menu Planning: PI.4 Each day each resident was not always provided with a variety of foods, including at least the following: Grain products: five serving of whole grain or enriched breads and cereals Vegetables and fruit: five servings fruit and vegetable and/ or fruit juices. Milk products: adults 500 mL Meat and alternatives: two servings weighing 50 to 100 grams cooked weight of meat containing 7 grams of protein for each 30 gram serving, or the equivalent grams of protein in alternatives. · Residents on puree texture diets did not receive five servings of whole grains or enriched cereals. · The menu lacked variety as evidenced by: Monday Week 4, Beef Stew for lunch choice and Beef Sub as supper choice, Macaroni and Cheese as supper Monday and Macaroni and Beef as Tuesday lunch choice, Tuesday Mac and Beef as lunch choice, Shepherd's Pie as supper (ground beef), Thursday supper glazed ham, Friday supper Corned Beef, Saturday supper Cottage roll etc. AeceîveØ fof the Facility bylReçu pour J'étaQIissement par / / I!_P \..../¡ - 1- \ >' iJ -Á /~Î\ - ¡r vi- (/--.R.__/ . -"-X-_.....-7 '-../ v Original: Long-Term Care Division Original: Division des soins de longue durée Signature of Long-Term Care Division representaUveJSignatura du (de fa) reprâsentanl(e) de fa Division des soins de longue durée Copy: Long-Term Care Facility --.J Copie; Étab!issement de soins de longue durée -'f¡- 0-- 1,---0 o Page I of/de " ....... 1613-52 (98102) c ® 'Ontario Ministry of Health Long- Tenn Care Division Ministère de la Santé Division des soins de longue durée Observation/Discussion Summary Sommaire des observations et discussions Lon~rm Care Facility/Elablissement de soins de longue durée \ e..fTü <:.«..-- hOC\CH?" AddresslAdresse --..J (P 1.3 There shall be an established menu cycle for both regular and therapeutic diets, including texture modifications and snacks.) (P1.5 The menu plan shall provide nutrients, calories and fluids based on recommended dietary allowances that provide for daily amounts to meet current Recommended Nutrient Intake (RN!) as determined by Health and Welfure Canada and adjusted for the facility residents' age, sex, weight, physical activity, physiological function and therapeutic needs.) (P1.6 All menus, including alternative choices, for the whole of the current week shall be dated and posted in advance ofthe current week for reference by persons serving food.) (PLIO Any change to the meal shall be marked on the production menu before the preparation of the meal is commenced.) The menu needs to be assessed for adequacy of meat and alternatives, as some days did not appear to have adequate serving of cooked weight of meat with 7 grams protein per 30 gram serving. (Pl.4, Pl.5) When the menu is reviewed, the facility should incorporate the snack rotation into the menu to ensure there is variety of snacks for all diet and texture modifications and that the snacks compliment the overall menu selections. (P1.3) It is important that both dietary and nursing staffare aware of what the menu is for regular, texture modified and therapeutic diets so they know what they are serving and feeding residents. One staff was uncertain what she was feeding a resident and guessed it was turkey, another staff was able to correct this and indicate it was veal. (P 1. 6) Any change to the meal must be marked on the production menu before the preparation of the meal is commenced. At the supper meal of the review the dessert was changed and the dinner roll indicated on the menu was not served. (PLIO) Food Production: It was noted that the facility has documentation that supports the production of meals. Recipes and production sheets were available and used by staff. Staff are commended on maintaining the kitchen in a very clean manner clæa. _ It is important that this is carried through to carts leaving the kitchen for other areas, i.e. snack carts. - Meal Service: P1.24 Not all residents were provided a pleasurable dining experience, with meals served in an - unhurried manner, in comfortable dining areas equipped to meet the meal service requirements of residents. - (PLl9 All residents shall be provided supervision during meals.) _ (~.33 Each resident who requITes assistance or supervision with meals shall be positioned to allow appropriate socia1ization and proper feeding techniques.) - (B3.32Each resident shall receive encouragement, supervision and assistance with food and fluid intake to promote lúslher safety, comfort and independence in eating.) Received forth~ Fatility bylAeçu pour l'étab!issemefltpar I I /.__ I ,I .1 ., ,~ ___- J~JA---d /~~ I 1739-52 (98102) OñgÎflal: Long-Term Care Division Original; Division des sojns de longue durée . Sjgna~re of Long-Term Care Division representative/Signature du (de Ie) représentant(ej de Ie Division des $Oms de longue durée \-f'Y\G:f"''-1 fc-+.;: Copy: Lon~ Term Care Facility -.-I Copie: ÉtabHssement de soins de longue durée 0:+' ., ¡':¿Û (í/C .. 'ì ~ Page "'" otIde ,:) ~~~~~1;f~m~!~~~'~r·é'." : . "·-:'_'£e?-,: ::?,':'~;'~:;~"~-~;~~ .-': :-:~~:-:,-.:<:,_,:" ::--.-:,:,_;:;;tl~i'~"~::~' ::~;:_ - ,-, ,_:- ,:::,,';::1f?'!'-:t_>-,.,' _ ,__" óbserÌfatiorilDiscÚssion Summary. .' ,- - '--,. .-.,,~. ,(- " . ., -"-,: ,-,. ".'....". ....-....---,. --'.: '. ,: 'c. . ,','_c; _ '. . ,. . _'. _", ,. " '-",", -,-,-;:--,->." 7';]~~:!~~;~¡~~~i'~~'~~; .- -___.--::~--':C':.__ >.'.~0~j~:?:~1.i}j-"-'i;'~-· ,. ., ',' ':-':~¡<"2-:_~' :...,,,~,.'- '. :"::(~:?N:i:~~-~;~Jhi:':r1.:~-,·3:\:.:- , '-', "';;:---.., . , - - ·,~¿;;:~·,t'~/G~;>',:;·'· . SOI11I11~ire desobservàtions et diséuøsiåris "·,,,',::--·,',,·;·:-·",':-';'._','-·:C':,'_.,-, '---:...:'," -:'-",,- ":'<'~:"::'i/?':;>.~-,'; Long..TennGare ~çintyIB11bIissemen,t,~ ~in~ de IOngH~ du~' A~~t'&~F~é:\.3P· "(," ':.! ..,..-- '-'.' c", ". '-""-':'.."',-:-".' ,- , . ',1 . '.. '. " ....'.... .---..... ,,' '.. ,'-'. --C'. : .-..... "___" ...... ...':....:'<:;..<..:_,.. __~'" ,. ..' _ '" ','..:---'-' .., .---- - ---\. '-,,' -, CI'L7 MenU;; shall íX; c'ommunicated to the residents.) (B3.28 Each resident shall have opportunities to select hislher choice of food at meals :fi:om available menus.) (p1.21 Meals shall be served one course at a time, unless individual residents request otherwise.) (P1.23 Hot food shall be served to residents at a minimum of60C and cold foods at a maximum of5 C .. ~ excluding tube feedings.) _ (Pl.22 The portion size for residents shall be posted for serving staff and followed unless otherwise specified by the residents' requirements.) It is important that the fàcility define/review what constitutes pleasurable dining in their fàcility. This team should detennine if the residents still prefer their main meal at noon. Many fucilities find that the main meal at supper suits residents better as residents often eat a good breakfast and are less hungry at noon and will eat a larger meal in the evening and sleep better. The use of tablecloths or placemats may improve the appearance of the dining area. Consideration may be given to removing the high carts :fi:om the dining room area to reduce the crowding and institutional appearance. All dining areas should be provided the same dining experience. Teamwork needs to be developed so staff resources are effectively used. Similar service needs to be provided at all meals. It was noted that two steam carts were used to provide lunch and one to provide supper. Supper consists of three courses while lunch consists of two (p1.24) It was observed that beverages were placed on the table too far in advance of mealtime. A type of beverage service similar to the hot drink services may be considered for cold beverages so beverages are poured as residents arrive in the dining room. This will also ensure appropriate food temps, i.e. milk at maximum of 5 degrees Celsins and that residents arriving early in the dining room are not playing with other residents' beverages etc. Dining room supervision needs to be defined so that both food service and nursing know their supervisory roles in ensuring staffknow their assignments, appropriate meals based on therapeutic menu are served course by course, proper portion sizes are served to residents, positioning of residents for appropriate dining, proper feeding techniques including socializing with residents and not each other, proper amounts offood to be fed at a time, providing course by course service and ensuring all residents are encouraged to eat. (p1.19) Information on the proper positioning of residents needs to be available in the dining ro<!{R; and used as some residents were observed inappropriately positioned for height of table to chair, less aN'upright position best suited to swallowing, and contrary to plan of care. (B3.33) ¡t. In order to provide each resident with the opportunities to select hislher choice of food at meals :fi:om available menus it is important to develop a process that will work for all residents. Many residents in the back dining room were not provided choice. For residents unable to make a verbal choice, other methods of providing choice may include visual choice, well documented likes and dislikes at the point of service and involving fiunily members in premarking menus. (B3.28) .-- .-' - .---, -."~'.' '·C""···' .~,"~<- '-"-,,,... _,~~i?-?' /" ~par -","" S!gnatureof Long-Term Care.Division,representativelSignature du (de ,Is) rElplésentant(e) de IaDivision des soins de longue durée: ': .. D "go' :3 ::'·}:':'::if,/:_'·'·· .......,-.', 739-52: (!18<>2) Original:lon~T~~DIvIsion '.. . "OrigInal, Ó.dessolnsde ""-...... , c.·.· . ""~"" . . ... '<~'J' .' -.. ;.-.-- Copy:t.cng-Te,rm~ FacilIty. _ _ __. ',' Cq»o.~ ....~~I·~~~~i\~rd.~.>, dr';' i5 -4 .;-.- 1-,-" ,. ¡:- ! L ~ , L- ; , ~ L , I L i !- , r-- ~-', ,.~.-.,.~,,--_. . ':"'-".)"', ,"".~,~, ,L;':i:-:.::,:: ;".,,'.0-<- ,~·,';·-;;";;:,;:,,,':'it(.?ÿ;~;'}:;._-o/~ . .. ':.....:,......,,-"'."..,.... Ministry of Health Mlnlstère de Ia SllnIé CŸYOntario .-:>'.,-..--......:.........,-.......,...,.-.......:......... LorÌg-Tenn CaÍè Division Division des soIns de longue durée Sommaire des observations et discussions Observation/Discussion Summary Long-Term care FaclIIty~îssen1ent de soIns de longue durée \" <2...t''rú.C'" <L- Lo d.~... , __ ....J - , i 1 ~ J It is important that current resources are available at the point of service and used so residents are provided the meals as indicated on the menu and in the appropriate portions, i.e. at supper residents on texture modified diets were provided chicken casserole, baked beans and mashed potato while the menu indicated that chicken casserole and marinated vegetable salad would be served. (P 1.22) Although there are now beverage and snack carts going out 3 times a day, this process needs reviewing. There needs to be current resources· on the cart to ensure staffknow what residents require at this times. Some residents' plan of care indicated supplements also is provided at this time but this is not indicated nor are supplements labelled. Variety of snacks needs to be provided. The timing and importance of beverages and snacks needs to be discussed to detennine that the times are appropriate and resident focused. Documentation of the food and fluid intake of residents also needs to be recorded. (PU8) - Nutritional Care: Pl.27 Dietary services were not organized to provide nutritional care according to residents' needs, consistent with their plans of care. Current resources were not available to provide guide staff as seating plans were not current. Residents diet lists and therapeutic menus were not used at the point of service. B3.23 Each resident shall receive nutritional care according to hislher assessed needs and measnres shall be taken to identify and address problems related to nutrition. (B2.4 Each resident's plan of care shall reflect hislher current strengths, abilities, preferences, needs, goals and safety/security risks and shall give clear directions to staff providing care.) (B2.6 Each resident's plan of care shall be reviewed and where necessary revised, at least quarterly by the physician, nursing stafl; the dietitian and/or food services supervisor, and other care team members as appropriate.) (B3.25) The food and fluid intake of each resident who is identified at nutritional risk shall be mouitored and steps shall be taken to address problems. There was not accurate resources available to staff that indicated what care needs had been addressed in the plan of care. Although there were a variety of lists in the department indicating residents getting prune juice, :&nit lax etc, these were not always accurate. Other interventions specified were not available at point of service, i.e., encourage dietary sources rich in iron and vitamin C juices at meals, and discourage salty foods and junk food. In order to monitor food and fluid intake of residents at risk, it is important that the documentation is ac~ura.te. On the day of review one resident was observed not eating his meal but the documentation inq¡.~!~J~~!1~.~ .eaten a full meal. (He had been supplemented with a resource but this was not docÙIJ1ented·)·CCf - .s ® Ontario Ministry of Health Mt~istère de la Santé Division des soins de ~ longue durée .I " Observation/Discussion Summary Sommaire des observations et discussions long-Term Care FacilitylEtablissement de soins de longue durée ;T~rúco "-(')cl&. AddresslAdresse . . '·:,'f.¡f"f.r· B3.24 Each resident's height shall be recorded on admission and hislherweigbt shall be measured and recorded on admission and subsequently at least monthly. Changes in weight shall be evaluated and action shall be taken as required. Charts audited indicated months where weights were not recorded and no indication as to why the resident was not weighed. Other charts showed significant weight losses on one month with no follow up action. The next month the chart showed the weights had returned to the previous weight range. -- (P 1.26 Minced and pureed items shall be provided after there has been a nutritional assessment.) It was noted that in April one resident's care plan indicated meal to be cut up, NOT mince:lThe October review indicated modified diabetic, puree texture. No nutritional assessment was available to support this change. Resources were provided to the facility including: Speaker notes ITom Sept. presentation of Standards and Criteria, Dining room supervision, Team Approach to Pleasurable !lining in Long Term Care Recipe for Slurried Bread This facility has caring staff; meals looked appetizing and has many processes in place to support resident's dining experience. However, the team needs to work towards ensuring these processes are evaluated, monitored and maintained -on an ongoing basis. There is also a need to change some processes that may previously suited residents needs but are no longer current and effective. (11;).:2) Thank you - , Signature of Long-Term Care DivIsIon representativelSignabJre du (de Ia) représentant(e) de Ia Division des soins de longue durée 1~ (9M12) Original: Long. Term Care Division OrIginal: ~ des soi'Is de longue durée Coøy: long-Term Care Facility CopIe: Élabllssement de soIns de longue dutée RD Page ') ofIde .5 ,:.! N "" W (~ '" "- t \. Angela Dodge RI be complaing nutritient anyallsis of FalVWinter m anyallSls on Spring/Summer menu's before Ihey are implemented in Spring 2003. 2. RD will work with Food Support Supervisor to ensure variety 10 all menu's. This task will be completed eacl1 week prior 10 posfing next week menu. Therefore all menu's wi. be reviewed and 'revised within 5 weeks. 3. Texture modified menu has been posled for residenllpublic viewing, 4, Cook was informed/reminded to ensure any menu changes are made nol only on kitchen copy but also 10 change posted menu and production sheets. Food Support Supervisor 10 monitor daily Meal and alternatives: two servings weighing 50 (Mon-Fri) 10 ensure any cI1anges are posled, 10 100 grams cooked weight 01 meat cootina;ng 5. Dietal)' slaff will intenn nUlsing as fo wIlal current meal is being served. 7 grams 01 protein for each 30 gram serving, or the 6. Menu software to be Implemented and in use by Jan. 10103. This software wi' equivalent grams of protein in allemafives. varìety and proper nutrient content (Examptes discu ssed) Not all residents were provided a pleaSurable dining experience, with meals served in an unhumed manner, in oomforjable dining areas equipped to meet the meal service requirements 01 residents. (Examples discussed) VISIT to ensure be used Eacl1 day each resident was not always provided a variety olloods, including a' least the following: Grain Products: five serving of wIlole grain or enricl1ed breads and cereals. Vegetables and fruit five servings vegetables and/or Iru~ jujoes, Milk Products: adults 500 ml and Imi' P1.4 III 8 o ..J W o '" '" '" '" I-- 1. Mandatory inservices are se' up throughout Dec. & Jan for aU nursing stall. Angela Dodge RD wil provide inserviœ wIljcn will Include, but not 6miled to positioning, proper leeding tecllniques. proper socializing with residents, First inservice is scheduled lor Dec. 9103 2. Resid8f1ts will be asked choice of meals being served. If resident is unable 10 choose a list 01 'ndividuallikes and dislikes will be consulted, Family members wili also be involved in helping P1.24 develop this list. 3. Two steam lables wi" be used for all meals. at supper as i' is used lor !he other two meals. 4. The Dining Enhancement committee that was prevlousiy instituted will become activated again. The first meeling ha$ been set for Jan 6/03. 5. Job routines have been revised \0 ensure beverages are nol placed in the dining room in advance 01 residents. " 6. A caJdex system has been started and will be on steam tables for use by metal)' staff when sefVing meals, This cardex system will include informatiOl1 such as residenfs name, diet order. iikes. special utensils, positioning and special diel needs sucll as fruit lax, pmn!>s, supplements, ele. be us This means that the second steam table wil ..... N '"' N "' '"' ..... '" .... "' I .... ... N "" .... N ""~ "" N ...... '" "" ...... N .... N VlSIl 7. An aCCIJ,aIe list and diet orders. 1. Seating plans, Wére updated November 2. D)et lists I", ~I....... .J:",¡",n. ...Io.............I.-^...."··.-·.... 3. A cardex I' 1 service. 4. Ead1 dal lay will be removed from 1he recipe/proouction placed on II of service. 5. A soflwa! and in use by Jan 10103. This proIJram will help to ensure p<oper doCl of nutritional care plans. The dlelary revised on Novcmb.". 26, 2002 to ensure specified plan of care is " care. A cardex s~ 0111 be completed by December 6, 2002. This cardex system will include ame, diet, supplements, special diet noods, ie prune juice, vila G drin~ . assistance/encouragement alllergies and likes and dislikes. was placed on snack carls on November 26/02 to reftect residents special needs of pOint book and Each resident's height was not always recorded Dietilian has been /8l(Ìewing all charls to ensure weights ate recorded or if reweigh is requred U1ey are admission and hisihe, weight measured and documented on chart then reviewed at next visll Also charts are reviewed to ensure all areas recOfded on admission and subsequently at leas reftected order diets. Ie ma"', nulri~onal care plans and lists in dietary department are all accurate. monltdy. Changes in weight were not always evaluated and action shall be taken as required. (Examples discussed) '" '" ".. '" it. P 1.24 P 1.27 w '" C\ 0 -' w ü g '" IU I- 83.23 .... N '" N I It) '" .... I '" .... 63.24 It) I ... "" N .;.; ... N ~J '" "- N .... use by staff at for 2002 25, 2002. be completed December 6, 27.2002 II. u.... UI....IU.~ u....r....;........... .............. updated November system has been set up an d wi' continued services were not organized to provide Eacb resident did not always receive nutritional care aCCOfding to hislher assessed needs and measures were not always taken to identify and address problems related to nu1rition. (Examples discussed) Dietary nutritional care according to resident's needs, consistent wi1h their plans of care (Examples discUsse<!) CORRESPONDENCE - February 11. 2003 Items for Consideration 1. Jenny Phillips, with information regarding the reproduction of prints of the original County Courthouse and Jail circa 1853. (ATTACHED) 2. P. J. Leack, City Clerk, City of St. Thomas, with a resolution appointing Mrs. Lorraine Vallee-Moczulski as a City appointment to the Elgin County Pioneer Museum Board. (ATTACHED) 3. Jenny Phillips, Chair, Joint Elgin/Central Elgin Accessibility Advisory Committee, requesting the process to be followed by City and County Council when dealing with issues in regard to accessibility barriers. (ATTACHED) 4. Beverley A. Wright, President, St. Thomas & District Labour Council, inviting a representative from Council to attend a meeting at the Labour Centre concerning how to s our local hospital. (ATTACHED) f?,?-, January 21, 2003 To Elgin County Council In response to your enquiry, I propose to reproduce 450 SIN Ltd. Ed. Prints of the original Elgin County Courthouse and Jail circa 1853. - Image size 13 - 1/4 X 14-1/2 approximately - Framed size about 20-1/4 X 21-1/2. In order to make it worthwhile to print I would need an initial order of 50 prints @ $50 each plus GST and PST unmatted or unframed. These 50 (or more if you wish) would be signed and numbered as anniversary prints from 1/50 AP (or whatever # you chose as an initial order). They would include a brief history of the building, a brief history of Elgin County, a photo of the present Warden and Council and their signatures plus what communities they represent in Elgin and a small map showing the London District then Middlesex/Elgin Counties and today's boundaries. A brief parchment copy of a cry by towncrier for the County, Dave Phillips, and his seal, would also be included. This special package would be in a folder with a sticker to close. Only these pre-publication prints would have the whole package. The other 400 or less prints would have a very modified version and would retail for $95 each unmatted and unframed. Framing for the print in quantities of 10 in the same molding and matting would be $75 plus GST and PST. This would include about 6 different very nice moldings in the traditional category. See our regular discounted price Frame $68.00 Double mats $14.00 $14.00 Glass $11.00 Total $107.00 plus GST and PST Includes all backing, dust cover, screw eyes and wiring - ready to hang. An upscale version with wide mat, inner fillet (small frame) and gallery grade cap wouid regularly at our shop retail for $200.00. Your cost would be $135 plus taxes. Hope this helps. I can always quote other options at your request. Also this price is based on today's supply costs. Increases in our business usually occur in late January, early February or even March. So this quote is good for 90 days. Total Cost for 50 matted & framed Total Cost including taxes for 50 unmatted & unframed: 50 prints @ $50 plus taxes = $2875.00 Total Cost for 50 upscale matted & framed: 50 prints @ $50 = Framing 50 @ $75 = Sub-total Taxes@ 15% = Total = 50 prints @ $50 = Framing 50 @ $135 = Sub-total Taxes @ 15% = Total = $2,500.00 3.750.00 $6,250.00 937.50 $7187.50 $2,500.00 6.750.00 $9,250.00 1.387.50 $10637.50 Production time is normally 2-3 weeks maximum. All work will be done in Elgin County with the possible exception of the colour separations if needed. The best and only colour separator I know is in London, but my watercolour paper may be flexible enough to bypass this step. At any rate this information is what I hope you need to make a decision, if not, just ask. I'm here to serve. Jenny Phillips. 83 01/23/03 THlT 15:15 FAX 09 +519 633 9019 CITY OF ST THOMAS 141001 Peter J. Leaek, M.P.A. City Clerk Office of the CIeri< P.O. Box 520, City Hall SL Thomas, Ontario N5P 3V7 Telephone: (519) 631-1680 Ext 100 Fax: (519) 633-9019 'IHE coIU)ORK.í10N OF7.H.J:. CI'l'Y OF ST. THOMAS January 23'd, 2003 Mrs. Linda Vega Director of Financial Services County of Elgin 450 Sunset Drive ST. THOMAS, Ontario N5R SVl Re: ADDointment to Ehdn County Pioneer Museum Board Dear Mrs. Veger: Please be advised that the Council of the Corporation of the City of St. Thomas passed the following resolution. "THAT: We appoint Mrs. Lorraine Vallee-Moczulski to the Elgin County Pioneer Museum Board. (3 year term - January 1/03 to December 31/Ø)" of Sincerely, ~¿ P.I. Leack City Clerk PILlbab pc/Mrs. Lorraine Vallee-Moczulski 84 -- -- ---- --- ---- ---- JOINT ELGIN/CENTRAL ELGIN ACCESSIBILITY ADVISORY COMMITTEE 450 Sunset Drive St. Thomas, Ontario N5R 5V1 January 15, 2003 Warden and Council County of Elgin 450 Sunset Drive ST. THOMAS, Ontario N5R 5V1 Mayor and Council Municipality of Central Elgin 450 Sunset Drive ST. THOMAS, Ontario N5R 5V1 Dear Head and Council: At a recent meeting, the Joint Elgin/Central Elgin Accessibility Advisory Committee (JAAC) discussed the process for issues that may come before the Councils dealing with accessibility barriers to disabled persons. The Committee requests that should correspondence or concerns regarding accessibility barriers come before your respective Councils, that the matter be referred to the JAAC for comment and input prior to Council making a determination on the issue. We look forward to serving the Councils for the County of Elgin and the Municipality of Central Elgin. Yours truly, u~~ Chair. JP:sh 85 REPORT TO COUNTY COUNCIL FROM: Cathy Bishop, Manager of Library Services Brian Masschaele, Archivist DATE: 28 January 2003 SUBJECT: Sesquicentennial Publication INTRODUCTION The Elgin County Archives has produced a publication entitled Documenting Our Roots: A Sesquicentennial History of the County of Elgin, 1852 - 2002. This report provides an overview of this publication and recommends a purchase price. DISCUSSION: The Elgin County Archives has produced a publication entitled Documenting Our Roots: A Sesquicentennial History of the County of Elgin, 1852 - 2002. This publication contains a brief historical overview of the County, pictures of County buildings, information on the 1998 amalgamations, a tribute to Clerk Emeritus Kenneth Weir McKay and concludes with a complete list of County Councillors and officials since 1852. One hundred copies of this publication have been produced as a Sesquicentennial project. Total expenses for this project were approximately $1500 and largely pertained to hard-cover binding. Lay-out and publishing was accomplished in-house, helping to keep costs to a minimum. Staff are recommending that copies of this publication be made available for public sale at a cost of $25.00 each. Staff are also recommending that complimentary copies be provided to the County's Member of Parliament and Member of Provincial Parliament as well as any other officials as recommended by Council. CONCLUSION: The Elgin County Archives has produced a publication entitled Documenting Our Roots: A Sesquicentennial History of the County of Elgin, 1852 - 2002. Staff are recommending that copies of this publication be made available for public sale at $25.00 each with complimentary copies to the County's Member of Parliament, Member of Provincial Parliament and any other officials as recommended by Council. 26 RECOMMENDATION: THAT the publication Documenting Our Roots: A Sesquicentennial History of the County of Elgin, 1852 - 2002 be made available for public sale at a price of $25.00 each; AND THAT complimentary copies be provided to the County's Member of Parliament, Member of Provincial Parliament and other officials as determined by Council. Brian Masschaele Archivist ~c5n~ y . hop Manager of Library Services Mark I Chief Administrative Officer 27 REPORT MANAGEMENT TEAM FROM: CATHY BISHOP, MANAGER OF LIBRARY SERVICES DATE: January 21,2003 SUBJECT: Fire Alarm System I Belmont Library INTRODUCTION: The fire chief from Central Elgin did visit the Belmont Library to do an annual inspection. Further to the inspection, Mr. Ron Richards, the Recreation Superintendent from Central Elgin did contact the Manager of Library Services with a request to install a 24-hour fire alarm monitoring system in the Belmont Library. DISCUSSION: Mr. Richards obtained the following quote from Edwards Service Division in London to install and supply a 24-hour fire alarm monitoring system. The following is a breakdown of expenses. Supply and Install (1 time charge) Annual monitoring charge $450 $300 Total $750 Plus Taxes Central Elgin would be responsible for the arrangements to contact Bell to install an alarm jack next to the fire alarm control panel or to install the jack on the existing telephone line. The alarm would immediately dispatch the fire department and Edwards would notify the Supervisor of the library. The monitoring panel equipment is under warranty for the term of the contract. CONCLUSION: It is recommended as a health and safety measure that the Belmont Library install a fire alarm system and that Central Elgin make the necessary arrangements with Edwards Service Division for installation. RECOMMENDATION: THAT a 24-hourfire alarm monitoring system be installed in the Belmont Library and, THAT Central Elgin make the necessary arrangements with Edwards Service Division and, THAT the cost of $750 plus taxes be included in the 2003 library budget 28 Page 2 Fire Alamn System Belmont Library Respectfully Submitted Approved for Submission ~~~ Chief Administrative Officer 29 REPORT TO COUNTY COUNCIL FROM: Brian Masschaele, Archivist Jennifer Ford, Financial Services Sandra Heffren, Deputy-Clerk Sonia Beavers, Homes & Seniors Services DATE: 20 January 2003 SUBJECT: Tender - Digital Copiers / Document Management Software INTRODUCTION Two County departments must replace ageing photocopiers. This need affords an opportunity to look at recent technology. It also provides an opportunity to look at the current state of photocopiers County-wide to assess corporate needs for the future. A taskforce has been formed comprised of staff within Administrative Services, Financial and Engineering Services, Homes & Seniors Services and Library Services/Archives to address the needs of each department, assess current products and report findings. This report recommends that a tender be issued for the lease or purchase of four digital copiers with enhanced capabilities for document management. DISCUSSION: The high-volume photocopier used by Administrative Services for the preparation of Council packages (among other things) is no longer operational. Parts can no longer be obtained for this unit. As well, the photocopier within Archives is approximately fifteen years old and is regularly out of operation. Financial and Engineering Services have also expressed a need to replace existing photocopier equipment. At the same time, several departments have also expressed frustration with their current ability to manage an ever-increasing amount of information in both paper and electronic form, including documents such as invoices, routine correspondence, electronic-mail and faxes. The implementation of an electronic document management system, wherein documents are stored in an electronic format after which they can be easily filed, retrieved and sent electronically, will significantly improve the efficiency of transactions such as the payment of invoices and preparation of the Council package. In essence, therefore, two pressing needs within the corporation could be addressed through one purchase; the need to replace ageing equipment and the need to implement an electronic document management system. Digital copiers now come with additional features that include scanning, facsimile, printing, electronic mail and document management as part of an integrated approach to 30 information management. Software and training are also provided to each department to utilize the system. It should be stressed that the technology being proposed will improve workflow and enable tasks to be completed more quickly. For instance, much of the work in preparing Council packages is done manually, including collating of documents and page numbering. This new system would automatically perform these tasks. It would furthermore make the package more adaptable to last-minute changes and insertions. Finally, it would enable the Council package to be managed electronically, making the information contained in it easier to retrieve and use at future Council meetings. Other departments could achieve similar efficiencies to their workflow through use of these units. Integral Network Solutions, the County's current information technology (IT) provider, have been informed of the taskforce's progress to date and have indicated that recently approved upgrades to the County's IT network will support this new technology within the County Administration Building, including back- ups for any information stored on the system. Members of the taskforce attended three product demonstrations and have subsequently established the following as essential features of a system: · Integrated digital copying I scanning I facsimile I printing I electronic mail ability; · High volume capacity (at least 30 pages per minute) with document collating and pagination features; · Document management software that will enable documents, regardless of their original format, to be easily filed, indexed and retrieved electronically by all departments; · A networked system that can be easily integrated into the County's existing IT infrastructure; · A comprehensive service, training and maintenance contract with all costs up- front; · Flexible purchase options (Le. lease vs. purchase). Considerable savings can be achieved by leasing or purchasing four units as part of the same transaction. Therefore staff recommend that a tender be issued for the lease or purchase of four digital copiers, each of which is to have integrated scanning, facsimile and electronic document management capabilities. These machines would be located in Administrative Services, Financial and Engineering Services, Human Resources, and Archives. All departments would nevertheless be able to utilize these machines given that they will be networked. Preliminary research indicates that costs for up to four machines with document management software will be in the vicinity of $100,000. Staff are recommending that a tender be issued using the above essential features for the 31 purchase of this equipment. At the time of tender, Financial Services will prepare a report to Council recommending either a lease or purchase option. CONCLUSION: Two existing photocopiers within Administrative Services and Archives must be replaced. Other County departments have also expressed a need to update current equipment. At the same time, there is a need to implement an electronic document management system to manage an ever-increasing volume of paper and to make existing information easier to store, file and retrieve. Digital technology with integrated copying, scanning, faxing, printing and document management capability can achieve both of these goals in one purchase. Staff are therefore recommending a tender for the lease or purchase of four copier units with document management software to serve the County's needs now and into the future. RECOMMENDATION: THAT a tender be issued for the lease or purchase of four digital copier units with integrated copying, scanning, faxing, electronic-mail and document management capability; THAT $100,000 plus applicable taxes be allocated in the 2003 capital budget request for this purpose; AND THAT the County's Information Technology Department be authorized to assist with the installation of this technology and software. AP;" ''';=;2 Mark ~ Chief Administrative Officer ---- 'š!fJ~~;-~ Dep/lerk ~ ()¡f/J1~i / b~Ç)V. ~Ja B ers () Homes & Seniors Services 32 REPORT TO COUNTY COUNCIL FROM: Karen Dunn, Emergency Measures Coordinator DATE: January 28th, 2003 SUBJECT: Parking By-law Amendment INTRODUCTION: Recent changes to the Ontarians with Disabilities Act 2001 dictate that we must increase the minimal penalty for misuse of designated parking under the County's Parking By-law EG1 (01-40). The County's, all municipal EG1 Parking By-laws and, their corresponding short form wording schedules have to be amended. DISCUSSION: Legislation requires that the minimum set fine of at least $300 be imposed on offenders who park in a designated disabled parking zone. The intent of consolidating the former by-laws of all municipalities, who have contracted with the OPP, is to ease ticketing throughout this jurisdiction by providing consistent short form wordings and set fine amounts. In keeping with this intent, all EG1 municipalities and the County should approve the same set fine for handicapped parking. This amendment requirement has been sent to each municipality under the EG1 by-law. Once the municipalities have forwarded all amending by-laws to the County Solicitor, he will send them to the Ministry for approval. RECOMMENDA TlON: THAT the County's Parking By-law EG1 (01-40) be amended as follows: Schedule "F" section 39 of By-law EG1 (01-40) be amended to increase the set fine for Parking in a Disabled Person Parking Space to $300. Respectfully submitted, Approved for Submission, k:':D~ Karen Dunn - Emergency Measures Co-ordinator Mark McDona Chief Administrative Officer 33 REPORT TO COUNTY COUNCIL FROM: Karen Dunn, Emergency Measures Coordinator DATE: January 28th, 2003 SUBJECT: Provincial Offences Prosecutor Contract Renewal INTRODUCTION: On February 26th, 2003, our current contract with the County Prosecutor expires. -~/- BACKGROUND: Since the inception of the County's Provincial Offences Court, the County Prosecutor has been an invaluable member of the Provincial Offences team. He has been instrumental to the successful implementation and continued operations of our Court and Administration Office and on many occasions has presented the County with cost saving initiatives. DISCUSSION: From January 1, 2002 until December 31, 2003, Part 1 Prosecutorial costs have been $31,383.12. The County Prosecutor is requesting an increase this year (the first in two years) from $100 to $125 per hour for his time, which is in keeping with what surrounding municipalities are paying for these services. For example municipalities who do not have a prosecutor on staff are paying $125 to $220 per hour for these services. This is an increase to approximately $40,000 per year. The original contract was for one year with a renewal clause for up to two one-year periods. The County Prosecutor has advised that he is agreeable to extending the present one-year contract for the next two years at the increased rate of pay. In addition, the County Prosecutor has requested the contract be amended to authorize that Mr. Jack Huber be added as a second authorized prosecutor pursuant to all the existing terms of the existing contract. RECOMMENDA TlON: THAT staff be directed to extend the current contract with the County Prosecutor for two years, effective February 27,2003, at the amended rate of $125 per hour; and, THAT the existing contract be amended to add Mr. Jack Huber as a second authorized prosecutor. Respectfully submitted, Approved for Submission, @dlAl0 Karen unn~ . Emergency Measures Co-ordinator . Mark Mc 0 3 ,fhief Administrative Officer REPORT TO COUNTY COUNCIL FROM: Karen Dunn, Emergency Measures Co-ordinator DATE: January 31,2003 SUBJECT: Support for County of Renfrew Petition Bill 198 - Provincial Ministries Circumventing the Court Protocol INTRODUCTION Attached is a second petition from the County of Renfrew requesting Council's support. This petition deals with the recent passing of Bill 198 allowing the Ontario Securities Commission "the authority to impose administrative fines of up to $1 million for securities law violations". The first petition went out last year when the Ministry of the Environment applied to implement a Notice of Administrative Penalty for three environmental statutes - the Environmental Protection Act, the Ontario Water Resources Act, and the Pesticides Act. This would permit the Ministry to impose penalties of up to $10,000 per day to violators. DISCUSSION: The implications of the passing of Bill 198 are as follows: · The Ministry will be allowed to charge and collect on all penalties associated with the Ontario Securities Commission. · The Ministry will be collecting the fines, drawing from revenues that should rightfully be coming to the Provincial Offences Offices. Our Memorandum of Understanding with the Attorney General for the transfer of the Provincial Offences Office and Court will be violated. The MOU clearly states that we are the recipients of all Provincial Offences charges in Elgin and St. Thomas. . The integrity of justice will be violated. In our judicial system a violator is 'innocent until proven guilty'. Under this proposal a violator is guilty and must pay the Ministry. . A tribunal will be established for appeals, which is a duplication of what is already in place in our courts. RECOMMENDATION: THAT County Council support the County of Renfrew opposition to the adoption of the Administrative Monetary Penalties Policy by any Ministry of the Government of Ontario; and, THAT the Government of Ontario be urged to honour it's commitment of working with its Municipal Partners across the Province of Ontario in accordance with the signed Memorandum of Understanding entered into between the parties; and, THAT should the Government of Ontario proceed with policy allowing the redirection of funds from municipalities administering Provincial Offences, that a full and accurate accounting of those funds redirected to the Province be made available to the Municipal Partner; and, THAT we expect the Province to compensate Municipal Partners for lost revenues through the Community Reinvestment Fund, or otherwise; and, 35 THAT the City of St. Thomas, and all Elgin Municipal Councils be encouraged to support the County of Renfrew's request. Respectfully Submitted ~,J,J Karen Dunn Emergency Measures Coordinator £0- Chief Administrative Officer 36 OFFICE OF THE COUNTY WARDEN 9 INTERNATIONAL DRIVE PEMBROKE, ON CANADA K8A 6W5 (613) 735-7288 Toll Free: 1-800-273-0183 FAX (613) 735-2081 WWV;¡"CQuntyofrenfrew"on ,ca January 24,2003 \~ The Honourable Janet Ecker Minister of Finance 7fu Floor, Frost Building South 7 Queen's Park Crescent Toronto, ON M7A IY7 Dear Honourable Minister: The Council of the Corporation of the County of Renfi:ew directed a written submission to the Minister of the Environment in February and again in June 2002 outlining their opposition to the proposed introduction of Administrative Monetary Penalties Implementation Policy by that Ministry. This opposition is based on the fact that the introduction of this policy will greatly reduce the revenues generated rrom fmes imposed for a large nnmber of inrractions no=ally enforced by Ministry of Environment Investigators under the Provincial Offences Act. In spite of this opposition, that was strongly supported by a large nnmber of Municipal Partners throughout Ontario, the Government of Ontario recently made changes, through the passage of Bill 198, to allow the Ontario Securities Commission" the authority to impose administrative fines of up to $1 million for securities law violations". This action further erodes the revenue stream relied on by municipalities administering the Provincial Offences Courts and conflicts with the commitment made by the Government of Ontario - at the time of the transfer of this responsibility to municipalities - that revenues for inrractions incurred pursuant to Provincial Statutes and Regulations would flow to those municipalities. The Council of the Corporation of the County ofRenrrew reiterate their opposition to the adoption of the Administrative Monetary Penalties Policy by any Ministry of the Government of Ontario fOr the purposes of enforcing infi:actions pursuant to any Provincial Statute or Regulation. We request and expect that the Government of Ontario adhere to their commitment regarding anticipated revenues by municipalities rrom Provincial Offences Courts. Should the Government of Ontario decide to ignore the plea of Municipal Partners and proceed with policy allowing the redirection of funds rrom municipalities administering Provincial Offences Courts to the Government of Ontario, the Corporation of the County of Renrrew requests assurance rrom the Minister of Finance that a full and accurate accounting of those funds redirected to the Province be made available to Municipal Partners. We expect the Province to compensate Municipal Partners for lost revenues through the Community Reinvestment Fund or otherwise. In addition, the Corporation of the County of Renfi:ew requests full consultation with municipalities 37 The Honourable Janet Ecker 2 January 24,2003 administering Provincial Offences Courts during the development of the accounting processes. Municipal Partners want to ensure the redirection of all revenues resulting ftom the use of Administrative Monetary Penalties to the Government of Ontario are captured and are returned to them. We look forward to a positive response to this request. Sincerely, Bill Schweig, Warden County of Renftew BS:=g c: Premier Ernie Eves, Premier of Ontario The Honourable Chris Stockwell, Minister of the Environment The Honourable David Young, Attorney General The Honourable Brian Cobum, Associate Minister of Municipal Affairs & Housing The Honourable Helen Johns, Interim Minister of Municipal Affairs & Housing Sean Conway, MPP, Renftew-Nipissing-Pembroke Association of Municipalities of Ontario Municipal Court Managers' Association Municipal Partners - Province of Ontario 38 REPORT TO COUNTY COUNCIL FROM: Karen Dunn, Emergency Measures Coordinator DATE: January 2¡th ,2003 SUBJECT: Provincial Offences Outstanding Fine Collections INTRODUCTION On February 27,2001, the Provincial Government transferred to the County the court and administrative duties of the Provincial Offences Division of the Ontario Court of Justice. At the time of this transfer, approximately 2.7 million dollars in uncollected fines was transferred to the County for collection. Over the past two years these outstanding fines have risen to 3.7 million dollars. Upon the recommendation of Ministry transfer staff, County staff have spent the last 2 years cleaning files and updating information that the Ministry transferred over. We are now in a position where we are comfortable that the files have been 'cleaned-up' and, with Council's blessing, staff are ready to actively pursue these outstanding fines. DISCUSSION Over the past two years, administration of the collection of tickets has been based on the Ministry's former procedures. Under this system, the offender who does not respond to an offence (by either paying the fine, or by requesting a court appearance) is issued a Notice of Fine and Due Date and an Important Notice over a period of approximately 90 days after the fine is issued. The Notice of Fine and Due Date identifies the outstanding fine, gives a due date, and identifies what penalties will be imposed if payment is not received by the due date. The Important Notice is the second notice and it outlines that the defendant's license will be suspended (if applicable) and we will take "other action" if payment is not received. Once both notices have been issued we will suspend a license (if applicable); however, no further enforcement is imposed. This further enforcement is what Council is being requested to consider. On December 31,2002 our outstanding collections were $3,738,222.17. Staff have investigated various methods to collect these outstanding fines, have attended collection seminars, have met with outside collection agencies who are interested in assuming our collections, and have visited other court offices who have started to collect on their outstanding accounts. 39 Report to County Council Provincial Offences Outstanding Fine Collections 2 From our investigation we have determined that there are three potential methods for collection: 1) Take the entire collection operation in-house; 2) Hire a private collection agency to collect on the County's behalf; or, 3) A combination of the above two methods. Method #1 - Take the Entire Collection Operation In-House: With this method staff make calls or personal contact with the offender, suspend drivers licences, place defaults on a licence plates, and initiate and follow through On: Certificates of Default, Small Claims Court action, Writs of Seizure and Sales, and garnishment of wages. There are approximately 25 years of outstanding offences, which equate to 11,271 cases. From the in-house experience of other municipalities and the size of our outstanding caseload this method will require upstaffing our Provincial Offences Operation. There are no other municipalities our size that are collecting in-house to compare operations with. An approximate estimate of the staffing needs to implement this method would be at least 3-4 full-time staff members with experience in collections and leg;;¡1 proceedings. From the experience of other courts the return on outstanding fines of two years or more, are not great. After two years, offenders may have moved and are difficult to locate, some of the legal tools available to collect are not available, sometimes the offender has deceased, etc. The County should pursue the enforcement of offences that are older than two years; however, as a starting point in collections, we should focus on outstanding offences of the past two years. Method #2 - Hire a Private Collections Agency to Collect on the County's Behalf: Collection agencies typically retain 10% of what they collect on commercial accounts and 17% of what they collect on all other accounts. With collections, time is of the essence and the quicker the agency can start to work on their collection procedure the better the retu rn. Experiences of other courts indicate that we could expect the following return from a collection agency: Age of Fine Outstanding Fines Average Collection Average Collection Net Revenue Agency Return Agency Fee to the County o - 60 Days $142,546.75 $41,338.56 $5,580.71 $35,757.85 Over 60 Days $3,595,675.42 $215,740.53 $29,124.97 $186,615.55 Total $3,738,222.17 $257,079.08 $34,705.68 $222,373.41 4!J Report to County Council Provincial Offences Outstanding Fine Collections 3 Depending on the collection agency, typically a set number of letters and calls are made to the offender in an attempt to obtain payment. After a certain length of time or number of calls the case is dropped from their roster and returned to the County for further action. The number of calls and the time period are set by the County as part of the RFP. Also, from the experiences of other courts, dealing' with a collection agency consumes a lot of staff time to give daily updates and reports to the agency on an ongoing basis. From other court's experiences we may need to hire a part-time clerk to absorb the increased workload. Method #3 -- A Combination of the Above Two Methods: As part of our investigation, we visited and spoke to other courts that have hired an individual to track and collect the outstanding fines. These courts have also contracted with a collection agency to collect the older fines that are harder to collect. The hired individual works on the more recent fines (2 years or less) and the older fines the collection agency could not collect. Under this scenario, the hired individual calls or physically approaches offenders and investigates the reasons that the offence has not been paid. In other courts this more local and personal approach has increased the number of paying offenders, provided an opportunity to more actively collect on newer accounts, and has saved the court the charges that the collection agency would have received. The courts who have implemented this option, have sent older fines (that are more difficult to collect and have a low rate of return) to the collection agency. Newer infractions (which have a higher rate of return) are actively pursued by the court. Approximately one million dollars of our outstanding collectibles are from tickets that have been issued in the past two years. Under this method: · A phone call is made to the offender 35 days after the offence date. This personal contact sometimes 'jogs the offenders memory' and they will pay, or if they cannot afford the ticket a payment plan will be initiated. · If full or partial payment is not received within the next 40 days, and the infraction is not a parking ticket or an infraction where license suspension is an option, the file is transferred to the collection agency. · With unpaid parking tickets we can place a default on the owners license plate and the owner cannot renew their license plate until payment is made. · With an infraction where license suspension is an option, the offender cannot get their license back until payment is made (and a $100 penalty is paid to MTO). · Prior to license suspension, offenders are contacted, and advised that to avoid license suspension, the issuance of a Certificate of Default, wage garnishment, Small Claims Court, or seizure of property, payment must be received. To avoid further action, the offender either pays or, if they cannot afford the fine, is place and monitored on a payment plan. '41 Report to County Council Provincial Offences Outstanding Fine Collections 4 · If the offender refuses to pay, approximately 90 days after the offence date, their license is suspended. (At this point MTO sends a notice to the offender advising them that their license is under suspension.) · If full or partial payment is not received after 120 days, the case is forwarded to the collection agency to collect the fine. · If the collection agency cannot collect the County will issue a Certificate of Default, garnished the person's wages or bank account, take the individual to Small Claims Court, or issue a Writ for Seizure of Property. CONCLUSION Prior to the transfer of the Provincial Offences to the County, the Ministry's relaxed method of collecting fines has created an atmosphere where offenders know there are few repercussions if they do not pay their fines. This relaxation has created an unacceptable atmosphere where, in some cases, the enforcement of the Provincial Offences Act is difficult, and the ramifications of an infraction are not being taken seriously. Over the past two years, County staff have actively been 'cleaning up' the Ministry's transferred files, and are now in a comfortable position to pursue the outstanding fines of our ageing accounts. From staffs investigation, the best method for implementation of the County's collections would be to RFP for a collection agency and to hire an individual with legal and collection expertise to monitor and enforce our overall outstanding fine collections. Revenues from the collected fines will offset the individual's wages and benefits. Since the area of collections is a new area to the County, it would be prudent to initiate this position as a one-year contract, so that we can monitor the efficiencies and effectiveness of the position and the potential revenue and enforcement gains of the position. RECOMMENDATION: THAT, staff be permitted to issue a Request for Proposal for a collection agency to assist in these collections; and THAT, staff be permitted to hire a one-year contract full time position to monitor and enforce the collections of the outstanding Provincial Offences accounts receivable; and THAT, staff monitor the contract position for a one year period and report back to Council on the efficiencies gained from the position. Respectfully Submitted, -4~1~ Karen Dunn Emergency Measures Coordinator n, Mark Id 4 2 Chief Administrative Officer REPORT TO COUNTY COUNCIL FROM: Karen Dunn, Emergency Measures Coordinator DATE: February 3rd, 2003 SUBJECT: Administration Building Fire Plan INTRODUCTION: A building fire plan has been written for the County Administration Building and is attached. DISCUSSION: As part of the Fire Code, Ontario Regulation 388/97 a fire plan is required for every commercial building. The purpose of the plan is to provide occupants of the County Administration Building with the basic essentials for safety, and to ensure the orderly evacuation at the time of an emergency. Council's approval is required before the plan can be implemented RECOMMENDA TION: THAT Council approve the attached Administration Building Fire Plan. Respectfully submitted, Approved for Submission, èDwJJ Karen Dunn Emergency Measures Co-ordinator Mark McDon Chief Administrative Officer 43 FIRE RESCUE SAFETY PLAN THE COUNTY ADMINISTRATION BUILDING . 450 Sunset Drive St. Thomas, Ontario THIS OFFICIAL DOCUMENT IS TO BE KEPT READIL Y AVAILABLE ON SITE BY THE BUILDING SUPERINTENDENT AND CHIEF FIRE WARDEN A TALL TIMES FOR USE BY FIRE OFFICIALS IN THE EVENT OF AN EMERGENCY. 44 of EI in Administration Buildin Fire Plan TABLE OF CONTENTS SECTION TITLE PAGE REVISIONS TO THIS PLAN 3 INTRODUCTION PURPOSE OF THE PLAN 4 THE AUTHORITY 4 SECTION 1 AUDIT OF BUILDING RESOURCES 5 SECTION 2 INSTRUCTIONS TO OCCUPANTS -- FIRE PROCEDURES 6 DURING BUSINESS HOURS SECTION 3 INSTRUCTIONS TO OCCUPANTS -- FIRE PROCEDURES 7 AFTER REGULAR BUSINESS HOURS SECTION 4 INSTRUCTIONS TO OCCUPANTS - FIRE 8 EXTINGUISHMENTI CONTROU CONFINEMENT SECTION 5 INSTRUCTIONS TO OCCUPANTS -- FIRE HAZARDS 8 SECTION 6 RESPONSIBILITIES & DUTIES OF COUNTY STAFF 9 CHIEF FIRE WARDEN 9 FLOOR WARDENS 10 SECTION 7 DUTIES OF THE MANAGER OF ENGINEERING 12 SERVICES SECTION 8 DUTIES OF THE DIRECTOR OF HUMAN RESOURCES 13 SECTION 9 FIRE DRILLS 14 SECTION 10 ADMINISTRATION 14 APPENDIX A FAN-OUT OF DUTIES APPENDIX B FLOOR PLANS AND ZONES APPENDIX C OCCUPANCY LIST OF SUITES APPENDIX D AFTER HOURS CONTACTS IN THE EVENT OF AN EMERGENCY APPENDIX E EMERGENCY PROCEDURES APPENDIX F MAINTENANCE PROCEDURES FOR FIRE PROTECTION SYSTEMS 45 2 December 28, 2002 County of Elgin Administration Building Fire Plan REVISIONS TO THIS PLAN Section & Amendment Date of Revision . , I I . . , 46 3 December 28, 2002 County or Eiqin Aåministration Builåinq Fire Plan INTRODUCTION Purpose of this Plan: The purpose of this plan is to provide occupants of the County Administration Building with the basic essentials for safety, and to ensure the orderly evacuation at the time of an emergency. The Authority: This plan has been written and is enforceable under the authority of Section 2.8 of the Fire Code, Ontario Regulation 388/97 under the authority of the Fire Protection and Prevention Act. 47 4 December 28, 2002 Countv of Elqin Administration Buildinq Fire Plan SECT/ON 1: AUDIT OF BUILDING RESOURCES Type of Building: Commercial Number of Suites: 42 Building Use: Office Number of Storeys: 4 + Basement . Building Resources of 450 Sunset Drive: 1. There are fire vehicle access routes at the front & rear entrances of the building. 2. There are no fire department siamese connections 3. There is a full single stage fire alarm system. 4. There is not a partial fire alarm system. 5. The fire alarm is connected to Chubb Security Systems monitor company at (519) 668-7392. 6. The fire alarm panel is located in the basement maintenance room #24. 7. The annunciator panel is located at the middle front entrance to the building. 8. There is not an emergency voice communication system. 9. There are no smoke control measures. 10. Individual suites do not have their own balcony. 11. There is one sprinkler system located on the lower level in the Archives (Zone 7 of Appendix B). 12. There are standpipe and hose systems located on every floor - see Appendix B. 13. There is a fire pump located across Sunset Drive at the Psychiatric Hospital. 14. The building has generated emergency backup power that energizes the entire building. The generator is located in the shed at the South end of the building. The transfer switch is located in the basement electrical room #43. 15. There are two elevators one at the north end and one at the south end of the building. These elevators are not equipped with any special emergency functions. 16. Within the building, there are ABC and CL2 portable fire extinguishers, and fire alarm pull stations. Locations of these are identified in Appendix B. 17. The location of the building's exits are also identified in Appendix B. 48 5 December 28, 2002 County of EIQin Administration Buildino Fire Plan SECTION 2: INSTRUCTIONS TO OCCUPANTS - FIRE PROCEDURES DURING BUSINESS HOURS (0830 - 1630) IMPORTANT: · A COPY OF SECTIONS 2, 3, 4, AND 5 OF THIS PLAN MUST BE GIVEN TO EACH EMPLOYEE OF THE ADMINISTRATION BUILDING BY THE HUMAN RESOURCES DEPARTMENT OR IN THE EVENT THAT THE OCCUPANT IS A TENANT OF THE BUILDING, BY THE ENGINEERING SERVICES DEPARTMENT INCLUDED WITH THEIR TENANT RENTAL AGREEEMENT. · EACH TENANT IS RESPONSIBLE FOR ENSURING THAT EACH OCCUPANT OR EMPLOYEE OF THEIR SUITE IS PROVIDED WITH A COPY OF THESE SECTIONS OF THE PLAN. · SUITES SHALL BE EQUIPPED WITH A POSTED OUTLINE OF EMERGENCY PROCEDURES (SEE APPENDIX E), AND A FLOOR PLAN IDENTIFYING THE MAIN FIRE EXIT AND AL TERNA TE EXITS WITHIN THE PROXIMITY OF THE SUITE'S LOCA TlON. · SUITES SHALL ALSO BE EQUIPPED WITH A POSTED OCCUPANCY LIST (SEE APPENDIX C) THAT IS UP- TO-DA TE AND EASIL Y ACCESSIBLE TO THE FLOOR WARDEN. At all times. the Kev Renter of a Suite at 450 Sunset Drive is resoonsible for orovidina the County's Human Resources Deoartment with an uo-to-date a list of all emolovees or occuoants. and any ootèntial assistance they made need in the event of an emeraencv. In the event of fire. occuoants will: · Leave the fire area, alert all occupants of your suite tQ leave the building and assemble in the rear parking lot. If you are in a rented suite, obtain the posted Occupancy List for your suite; . Take keys; · Close all doors, and if possible windows, behind you; · Telephone the fire department (911); Never assume that this has been done; know and give the address (450 Sunset Drive) and location of the fire in the building; · Activate the fire alarm by using the nearest fire alarm pull station and; · Use exit stairwells to leave the building immediately and go to the rear parking lot. · Do NOT USE ELEVATORS. · IF YOU ARE A COUNTY EMPLOYEE REPORT TO YOUR RESPECTIVE FLOOR WARDEN TO LET THEM KNOW YOU ARE OUT OF THE BUILDING. · IF YOU ARE IN A RENTED SUITE, CHECK THE OCCUPANCY LIST FOR YOUR SUITE AND REPORT TO YOUR RESPECTIVE FLOOR WARDEN TO LET THEM KNOW THE CONDITION OF YOUR SUITE, ANY TRAPPED OR HANDICAPPED VICTIMS THAT NEED ASSISTANCE, AND YOUR ASSESSMENT OF THE SITUATION. · Do NOT RETURN UNTIL IT IS DECLARED SAFE TO DO SO BY THE FIRE DEPARTMENT. If YOU are in a suite and a fire alarm is heard: 1. Before opening door, feel door and door knob for heat. If it is not hot, brace yourself against the door and open slightly. If you feel air pressure or a hot draft, close door quickly. 6 49 December 28, 2002 County of Elç¡in Administration Buildinç¡ Fire Plan 2. If you find no fire or smoke in the corridor, take your key, close door(s) and windows behind you and leave by nearest exit stairwell. 3. If you encounter smoke in the corridor or stairwell consider taking the exit at the other end of the hall where the stairwell may be clear, if this is not possible return to your suite, 4. If you cannot leave your suite or have returned to it because of fire or heavy smoke, remain in your suite and; · Close the door; · Unlock door for entry of fire fighters; · Dial 911, tell the fire department where you are and signal to fire fighters. · Seal all cracks where smoke can get in by using wet towels or wet material to seal the openings, transoms and central air conditioning and heating outlets as necessary (a roll of wide strong masking tape is useful); · Crouch low to the floor if smoke enters the room; · Move to the most protected room and partially open the window for air; close the window if smoke comes in; · Wait to be rescued, remain calm, do not panic or jump out the window if you are above the first floor and; · Listen for instructions or information, which may be given by your Floor Warden or the Fire Department. SECTION 3: INSTRUCTIONS TO OCCUPANTS -- FIRE PROCEDURES AFTER REGULAR BUSINESS HOURS (1630-0830), HOLIDAYS, SHUTDOWNS, AND WEEKENDS In the event that a fire emergency is after regular business hours, it is the responsibility of each occupant ofthe building to: 1. Follow the instructions of Section 2 as best as possible; 2. Alert the fire department by calling 911 and identify the building's location (450 Sunset Drive), and the location ofthe fire within the building; 3. Find the nearest fire alarm pull station and active the alarm to alert other occupants who may be in the building; 4. If possible, check surrounding suites to ensure that all occupants are evacuated, and for trapped or handicapped victims; 5. Exit the building to the rear parking lot, advise fire fighters of the conditions of your floor, and remain in the rear parking lot until further instructed by the fire department. In the event that a fire emergency is after regular business hours, it is the responsibility of the Fire Department Dispatch: 1. To ensure that the County CAO or the Manager of Engineering Services, or the Building Superintendent are notified of the fire situation (see Appendix D for contacts). 50 7 December 28, 2002 County of EIQin Administration BuildinQ Fire Plan SECTION 4: INSTRUCTIONS TO OCCUPANTS -- FIRE ExTINGUlSHMENT/CONTROUCONFINEMENT In the event a small fire cannot be extinguished with the use of a portable fire extinguisher or the smoke presents a hazard, the door to the area should be closed to confine and contain the fire. Leave the fire area, ensure the fire department has been notified and wait for the fire department to arrive. In the event a small fire is determined to be extinguishable, make sure events unfold in the following sequence: . 1. Activate the fire alarm system. 2. Call "911". 3. Attempt to extinguish the fire while keeping yourself between the fire and the nearest exit door. SECTION 5: INSTRUCTIONS TO OCCUPANTS -- FIRE HAZARDS In order to avoid fire hazards in the building, occupants of 450 Sunset Drive are advised to: · Not put burning materials such as cigarettes and ashes into the garbage; · Not dispose of flammable liquids or aerosol cans in garbage; · Avoid unsafe cooking practices in the kitchens, deep-fat-frying, too much heat, unattended stoves, etc.; · Not use unsafe electrical appliances, frayed extension cords, or over-loaded outlets; · Avoid careless smoking, in entrances and smoking rooms. Use ashtrays and ensure that all tobacco is properly extinguished before leaving the entrance or room; · Not leave articles such as shoes, boots, mats, etc. in the building halls, corridors and stairways. In general, occupants of 450 Sunset Drive are advised to: · Know where the alarm pull stations and exits are located (see floor plan posted in your suite); · Notify the County's Human Resources Department in advance of any special needs you may have in an emergency situation. · Call your local fire department immediately whenever you need fire assistance; dial 911 and ask for the fire department; · Know the correct building' address (450 Sunset Drive); · Leave the building, assemble and remain in the rear parking lot. Notify your Floor Warden of the location ofthe emergency, and; · Advise your Floor Warden or fire fighters if special assistance is required for disabled or trapped persons in the event of an emergency. 51 8 December 28, 2002 Countv of Elqin Administration Buildinq Fire Plan SECTION 6: RESPONSIBILITIES AND DUTIES OF COUNTY STAFF Chief Fire Warden: During normal business hours, in the event of a fire, the Chief Fire Warden (or in their absence their alternate) is responsible for the following: II] > Verify that 911 has been called. If uncertain call 911. ~ Put on the Chief Fire Warden's vest and go outside to the rear parking lot and oversee the evacuation of all occupants. Collect data from each Floor Warden as to nature of the fire, the condition of their zone possibly trapped people, etc. I'. Upon arrival of the fire department, inform the Fire Commander in charge of the conditions in the building and co-ordinate the efforts of the Floor Wardens with those of the fire department. 1/ ~ ~. Contact and advise the Chief Administrative Officer and Manager of Engineering Services of the incident. (See Appendix D) Provide access and vital information to the Fire Commander, (i.e., identify the location ..--J\. of the lock box, etc.). Record and provide a ~ current list of locations of handicapped or trapped persons to the Fire Commander. 52 9 December 28, 2002 Countv of Elqin Administration Buildinq Fire Plan Floor Wardens: On a daily basis, each Floor Warden is responsible for ensuring that: They have a thorough knowfedge of this plan, of their responsibilities, and of the layout of their respective zone in the event of an emergency (see Appendices A and B). They know the location of the posted occupancy list and emergency evacuation floor plans within their suite and the posted occupancy list and emergency evacuation floor plans of other suites in their zone. They provide input (as it becomes known) to assist the County's Human Resources Departments to ensure that the posted occupancy list and emergency evacuation floor plans are up-to-date in each suite of their zone. During normal business hours, in the event of a fire, the Floor Warden (or the alternate in their absence) is responsible for the following: At no time will a Floor Warden subject themself or occupants of their zone to a life-threatening situation! If a Floor Warden feels that they or their zone occupants are in a life-threatening situation, find the nearest fire alarm pull station to alert other occupants of the building, if possible, and leave the building immediately reporting to the Chief Fire Warden in the rear parking lot. 53 10 December 28, 2002 Countv of Eloin Administration Buildino Fire Plan 11 54 December 28, 2002 Countv of Elqin Administration Buildinq Fire Plan SECTION 7: DUTIES OF THE MANAGER OF ENGINEERING SERVICES: On a daily basis, the Manager of Engineering Services (or designate) is responsible for ensuring that: 1. Tenants of the building are provided with fire safety procedures (Sections 2-5 of this plan). These procedures, and any amendments thereto, shall be applied to the Tenant's Lease Agreement 2. The Maintenance Procedures for Fire Protection Systems of Appendix F are adhered to. 3. Floor Plans indicating the most direct and alternate egress routes of the suite, the location of fire alarm pull stations, and fire extinguishing equipment, are posted in a visible location within each County and Tenant suite. 4. Each suite is equipped with a posted outline of emergency procedures (see Appendix E). 5. Each floor level is clearly identified within each stairway. 6. The doors to stairways are kept closed at all times. 7. Stairways, landings, hallways, passageways, and exits, insidè and outside, are clear of any obstructions at all times. 8. Combustible materials are not permitted to accumulate in any part of a stairway, fire escape or other means of egress or elevator and ventilation shafts. 9. Combustible waste materials are not permitted to accumulate in quantities in locations, which may constitute a fire hazard. 10. There is prompt removal of all combustible waste from all areas where waste is placed for disposal. 11. Access to roadways, fire routes and fire pumper connections are clear and accessible for fire department use. 12. A working knowledge by all Engineering staff of the fire alarm system is in place including how to reset the system. 13. The fire alarm system and other fire protection equipment are in good operating condition at all times. 14.ln the event of any shutdown of fire protection equipment, the fire department is notified and a watch person is posted to patrol the hallways once every hour. 1.5. Revisions to the Floor Plans of Appendix B are provided to the Director of Human Resources (or designate) to keep this plan updated with any amendments. 16. All pertinent requirements of the Fire Code are met. 55 12 December 28, 2002 County of EIQin Administration BuildinQ Fire Plan SECTION 8: DUTIES OF THE DIRECTOR OF HUMAN RESOURCES: On a daily basis, the Director of Human Resources (or designate) is responsible for ensuring that: 1. All County Employees of the Administration Building are provided with fire safety procedures (sections 2-5 of this plan), and any amendments thereto. 2. An occupancy list in each County suite is posted and updated regularly to ensure that new employees joining the County or employees leaving the County are included or deleted from the suite's occupancy list (see Appendix C). 3. In conjunction with a Suite Renter's obligations of Section 2, an up-to-date list of all tenant suite occupants is provided on a regular basis (see Appendix C), and the Suite Renter is encouraged to post the list in a visible and accessible location of the suite. 4. The Chief Fire Warden, all Floor Wardens, and their respective alternates are fully versed and trained as to their expected duties (see Section 6). 5. The Chief Fire Warden, Floor Wardens, and their respective alternates are further trained in the areas of: o The location and purpose of the fire annunciator and alarm panels; o How to reset the fire alarm system (an activated system must not be reset until authorized by a fire department official); o The location of the generator transfer switch and how to 'shut the generator down'; o Location of the gas shut off valve; o The location and proper use of fire extinguishers within each zone; o The location of each fire alarm pull station within each zone; o The location of equipment which may be used in an emergency; o How to bring the elevators to the first floor and hold them for emergency crews; o How to use any first aid fire fighting equipment and the location where it is installed within the building; and, o The location and purpose of the lockbox. 6. The Chief Fire Warden is provided with a brightly coloured vest (not red, green, or blue) that on the back clearly identifies them to be the "Chief Fire Warden". 7. Each Floor Warden is provided with an identical brightly coloured vest (not red, green, or blue, and a different colour than that of the Chief Fire Warden) that on the back clearly identifies them as a "Floor Warden and their respective zone". 8. The positions of the Chief Fire Warden and the Floor Wardens are assigned. 9. This plan is tested annually to ensure that regular training is available to each employee and occupant of the building. 1 O. This plan is updated on a regular basis, and in January of each year. 11. The Chief Fire Warden, all Floor Wardens, the Manager of Engineering Services, the Chief Administrative Officer, Fire Dispatch at the St. Thomas Fire Department, and the Central Elgin Fire Department are supplied with a copy of this plan, and any amendments to it. 56 13 December 28, 2002 County of EIQin Administration BuildinQ Fire Plan SECTION 9: FIRE DRILLS The purpose of a fire drill is to ensure that the building occupants, staff, the Chief Fire Warden, the Floor Wardens, and all appointed alternates are totally familiar with emergency evacuation procedures, resulting in orderly evacuation with efficient use of the exit facilities, on a regular basis. The Director of Human Resources (or designate) shall post advance warnings advising the occupants of the building of the time and date of these drills. The fire department shall be notified (631-0210) prior to the fire drill and immediately after completion and resetting the fire alarm. Following each drill, the Manager of Engineering Services (or designate), the Director or Human Resources (or designate), the Chief Fire Warden, all Floor Wardens, and anyone else deemed necessary, shall attend a debriefing to report on their actions and the reactions of the occupants. As a result of this debriefing, the Director of Human Resources (or designate) shall amend this plan as necessary. For the County Administration Building, the Ontario Fire Code requires that fire drills be conducted at least once every 12 months. SECTION 10: ADMINISTRATION Before this plan may come into effect, it requires the approval of Elgin County Council and the Central Elgin Fire Department. The Director of Human Resources (or designate) may make minor amendments and administrative changes to this plan, without Council or Fire Department approval, in order to keep the plan current and up-to-date. 57 14 December 28, 2002 FIRE RESCUE SAFETY PLAN THE COUNTY ADMINISTRATION BUILDING 450 Sunset Drive St. Thomas, Ontario Appendices !g Occupants of 450 Sunset Drive Report to their Respective Floor Warden Alternate Basement Alternate: / Alternate: 2nd Floor Warden Alternate: Manager of Engineering Svcs. (For Contact See Appendix D) 3rd Floor Warden 0"- Lf) Elgin County Administration Building Fire Plan î):>=:'PT '~1'::)""'0 é., T.> ·"C( \ r) -, A('þc,> ^-i \ R« 1 ',.).,) \ l è, è'..J ~ Alternate: Chief Fire Warden Fire Commander Chief Administrative Officer (For Contact See Appendix D) Appendix A Elgin County Administration Building Fire Plan Appendix B -1 FIRE WARDEN ZONES: BASEMENTWARDEN'S ZONE " '"--- - - ~ :::¡ ....;:¡; ~nª , . zc c[ Ù -1:J IL f- <!) ~ I-Z~ z« W..J ll! [ !L ·ï 'U -J ;.í,) I' I ~ r ~¡ " ,L to i " ~ ~ ¡ -:t. ,._~I § I ' ~' . ....J . CE I Itj' ~I , , :.-:----1 ¡ : U .: , I I ~ , , - . ~ ( o 3 3 nk:: " ~: ~:¿ .ª ·1 J " . "~ i~ ~ -- -'Lr: g . , '" i 2)Y.J ; ~ ! ~ ~ . ""'" 60 December 28. 2002 Elgin County Administration Building Fire Plan Appendix B -2 FIRE WARDEN ZONES: MAIN FLOOR WARDEN'S ZONE -,_. .-- , = ~ " - .- t---:-:-~" ì ~ ~ -=~I"'.'I' I ~ . \,~ 01 . l' i 1. ~.' N, i ¡ ~r. r I I~ ~- ~ :1:' ~ ~ I:~I ", I lfU ""~:~< - ,. : '- J2: ~ -.l~- : - 1- JW ':11; ,~[ ~ il! ! W I,ll,' 'il I ri~ I ':'_I;:¡ "I II: I g§ 9"'tL-, . JilllJ -Tr:T1 ... i I I z .,[ r _I Ù IL :J 1-, ~\IJ¡<J) () Z, ~ () cr,' :" _I '" C tL lL .; 'i " ¡-. W, <I) :,/ æ "., - iL' IL ¡( i ~.~ :! j ~l ::¡ 1'2 : _.1 1~1~~'!~i! l-I" I I ¡ I I , ~:., :"-:';;¡ ::.) ,,-,j u '-Q- ~ -='~ -~L- =E I': 61 December 28. 2002 Elgin County Administration Building Fire Plan Appendix B -3 FIRE WARDEN ZONES: SECOND FLOOR WARDEN'S ZONE "' ~t1 H~ 1 . ~ lru ~, -J ~ I l1f¡ I I -I ~ µ~ , ~ ~r ~FH , ~~ ~ '"H' r, Z <[ --lr- iLù :J æ:f- ()(j)~ () Z ~ --l <f; LL -.Ji '1 U Zw () l~ v¡¡:, IU ' (j) <u-" íl õi I::Î '5 "I~¡ 1]/ § ~ <I I" ~! II I I ~i""'i<l..I¡j!~ 62 December 28, 2002 Elgin County Administration Building Fire Plan Appendix B -4 FIRE WARDEN ZONES: L. " ' THIRD FLOOR WARDEN'S ZONE r ~ (" I HI CD .~ I ; f ! , "t:l 1 ~ ,I, I , . L-J..J J ~ tk~ ¡ I Ž ~ 'r : I , I 1 , j " 1 I I I " I I ---J I -f I J I , ," a . § " ~I~i~!~!~ ~ I ; . -~ '""'1 . il2lJ J,,- 110111 r<.n ~ N L_ = -§ ..' Z <[r -10 (L ,::J r- rL ú) '" CJ z ~ CJ ,[ ~ --! l:.! LL :1- .¡ " j) Ù :u 1)1:)1 ILL f- ~ - - - 63 December 28. 2002 Elgin County Administration Building Fire Plan Appendix B -5 r ¿ ~, II , !~ II ~, I?-' ~ ~ ~~ .=-- Ii ~ ' FIRE WARDEN ZONES: FORTH FLOOR (STORAGE - No FLOOR WARDEN) ~¡i 85 <" _. . 3'W: S :Z:' , O!0J~ N: ! "<t, ~:¡lljlr ¡"~," J 11 'i;t!J "- III!;: . z '" .Jr iL Ù :::¡, ()If- ú) () ·D () Z i ..1« !L 1:11 ([ :: I 2 :- [I: it li' ::'-:- ()LL U. ~. ò , , õ ~ § ¡¡ " ) , , ~ ,. " I"" . 'li') , . x- ;;:¡:: I ,I ~) -// Ii ~I 64 December 28. 2002 Elgin County Administration Building Fire Plan Appendix C-I OCCUPANCY LIST OF SUITE NAME: CHECK IF EMERG. ASSISTANCE REQUIRED , , . . I, I ¡ I 65 f)p£'pmhPr ÎR 7007 Elgin County Administration Building Fire Plan Appendix D-I After Hour Building Contacts In the Event of an Emergency: COUNTY CHIEF ADMINISTRATIVE OFFICER Name: Home Tele hone No.: Business Tele hone No.: - ~ - ---- COUNTY MANAGER OF ENGINEERING SERVICES Name: Home Tele hone No.: Business Tele hone No.: -~ BUILDING SUPERINTENDENT Name: Home Tele hone No.: Business Tele hone No.: 66 December 28, 2002 Elgin County Administration Building Fire Plan Appendix E" 1 EMERGENCYPRODEDURES The actions to be taken by occupants in emergency situations will be posted on each floor and will read as follows: IN CASE OF FIRE UPON DISCOVERY OF FIRE Leave fire area immediately and close doors. Call Fire Department 911. Sound fire alarm. Leave buildinQ via nearest exit. DO NOT USE ELEVATORS UPON HEARING FIRE ALARM Leave building via nearest exit. Close doors behind you. CAUTION If you encounter smoke in stairway, use alternate exit. REMAIN CALM REMAIN CALM This building is equipped with a single stage fire alarm system. The fire alarm system is to be activated to alert the other occupants of an emergency and to put into operation the approved fire safety plan. The fire department is to be notified by telephoning 911, giving the correct address and the exact location of the fire, floor number and suite number. December 28. 2002 67 Elgin County Administration Building Fire Plan Appendix F - 1 MAINTENANCE PROCEDURES FOR FIRE PROTECTION SYSTEM PORTABLE FIRE EXTINGUISHERS Reference should be made to NFPA 10 for exact details Check! Inspectionl Test Frequency i Inspect al1 portable fire extinguishers: Monthly , Portable fire extinguishers subject to maintenance: i Annual1y Hydrostatically test carbon dioxide and \vater type extinguishers: Every 5 Years I Empty stored pressure type extinguishers and subject t6 maintenance: Every 6 Years I Hydrostatically tesrdry chemical and vaporizing liquid type extinguishers: Every 12 Years r I Recharge extinguishers after use or as indicated by an inspection or when performing As Required I , I 1 maintenance: I . EMERGEi'lCY POWER SYTEYIS Check! Inspection! Test Check all components of the system, operate the generator set under at least 50% of rated load ~ for 30 minutes: II Check and clean crankcase breathers, governors and linkages on emergency generators: , I~ Inspect and service generator and generator set: 1 Check torque head$ and valve adjustments for engines: Inspect and service injector nozzles and valve adjustments on diesel engines: Check installation of generator windings: Frequency i i J ! i I Weekly Every 6 Months Annually Every 2 Years Every 3 Years Every 5 Years FIRE ALARvI SYSTEMS ! , ¡ Reference should be made to ULCS-536-1979 for exact details I Check! Inspection! Test Frequency , Check fire aJann AlC power lamp and trouble light: Daily Check trouble conditions: I Daily Check central alann and control facility: Daily Check all fire alann components including standby power batteries: MontWy Test fire alarm system: MonthJy Test voice communication to and from floor areas to the central alann and control facility: Monthly . .~ Test fire aJann system by persons acceptable to the authority having jurisdiction for service: Annually Decernber28.2002 68 Elgin County Administration Building Fire Plan Appendix F _ 2 i SERVICE EQUIPMENT, DUCTING, CHIMNEYS il , , Check! Inspection! Test Frequency [I Check hoods, filters and ducts subject to accumulations of combustible deposits and clean as Weekly 1 necessary: ¡ I Inspect all fire dampers and fire stop flaps: Annually ¡ ~ Inspect chimneys, flues and flue pipes and clean as necessary: Annually , ]1 Inspect disconnect switch for mechanical air conditioning and ventilation: I Annually i Inspect controls for air-handling systems used for venting: Annually , , Clean incinerator spark arrestors: Annually Clean lint traps in laundry equipment: As Required I I STAi'WPIPE AND HOSE SYSTEMS , , . Check! Inspection! Test Frequency i Inspect hose cabinets to ensure hose position and that equipment is in place and operable: Monthly Inspect hose valves to ensure tightness and to ensure no water leakage: I Annually J Remove and rerack hose and replace worn gaskets: , Annually I ~ Remove plugs or: caps on fIre department connectlOlls and Inspect for wear, rust or ObStructlOllS: Annually II Hydrostatically test standpipe systems piping which nonnally remains dry: Every 5 Years Hydrostatically test standpipe systems that have been modified, extended or are being restored As Required ¡ to use after a period of issue, ~xceeding a year: MEA.. 'is OF EGRESS Check! Inspection/ Test Frequency Inspect all doors in fire separations' :Y!onthlv Check all doors in fire separarionsto ensure they afe closed: As Required :vfaintain exit signs to ensure they are clear and legible: As Required I j :Vlaintain exit lights to ensure they afe illuminated and in good repair: As Required ! i FIRE DEPARTMENT ACCESS Check! Inspection! Test Frequency i ~ Ensure streets, yards and private roadways provided for fire department access are kept clear: As Required December 28, 2002 69 , Elgin County Administration Building Fire Plan Appendix F - 3 WATER SUPPLIES FOR FIRE FIGHTING í i Cfteck! Inspection! Test Frequency 11 i Check fire pump room temperature during freezing weather: Daily I II Check tank heating equipment and water temperature of tire protection water tanks Q.uring Weekly . ~I , ¡ freezing \veather: :1 Check water level and air pressure for pressure water tanks: Weekly . Inspect valves controlling fire protection water supply: Weekly ,I Inspect relief valves on air and water supply lines ofpressure tanks: Weekly Check water level in fire pump reservoirs: Weekly Operate and inspect fire pumps: Weekly Inspect water level in gravity tanks: i y!onthly Inspect fire protection water supply tanks: Annually I Inspect cathodic protection of fire protection \vater tanks: . Annually I Inspect all parts of gravity tanks: Annually I Test tire pump at full rated capacity: Inspect all fire hydrants: lnspecr all fire hydrant water flow: Check for corrosion on fire protection \vater supply tanks: Annuall y Annually Annually Every 2 Years !I ¡ 70 December 28. 2002 REPORT TO COUNTY COUNCIL FROM: Mark McDonald, Chief Administrative Officer & Karen Dunn, Emergency Measures Coordinator DATE: January 17th, 2003 SUBJECT: Up-Staffing Elgin-St. Thomas Ambulance Services INTRODUCTION On January 15, 2003, the Land Ambulance Technical Advisory Committee met to discuss potential areas of concern within the Elgin-St. Thomas ambulance service and areas that need improvement. DISCUSSION Within the current climate call-back call volumes are increasing and it is becoming increasingly difficult and sometimes impossible to staff the call-back shifts at the stations. Call-back is when two paramedics per shift are available on standby to cover an area during times when the station is not staffed. While doing call-back, the paramedics are expected to stay at the station or within the village, town, or city limits where the station is housed. Call-back pays $2.50 per hour. If a call is received during the call-back period time and a half is paid for three hours. Call-back is in each of our stations. The Rodney and Dutton stations have 12 hours per day of call-back. The Aylmer station has 16 hours of call-back per day. The St. Thomas station has 8 hours of call-back per day, and 8 hours of call-back on Sundays. The increasing difficulty to staff these shifts is a product of other municipalities upstaffing or deleting call-back from their stations. This has created an environment where employment in other municipalities is more desirable and we are not attracting qualified paramedics to our services. This is increasingly leaving us in a position where we are the 'training ground' for graduate paramedics who leave our services, after they have been trained, for locations where call-back is not required. This difficulty is also compounded by the fact that call-back at the St. Thomas service is not a mandatory condition of employment. Recently the Ministry of Health offered to increase our response time framework base allocation by up to $537,500. There are two conditions placed on this increase: 1. The County must match dollar for dollar the amount of the increase Council wishes to accept; and 71 Report to County Council Up-Staffing Elgin-S!. Thomas Ambulance Services 2 2. The increase can only be used for paramedic wages and benefits to increase response times. Members of the Land Ambulance Technical Advisory Committee have investigated potential areas where improvement can be made for the provision of ambulance service to Elgin-St. Thomas, and have determined the following. Recommendation #1 - On-Site Staffing of the Hospital Sunday 1500-2300 Shift: Call volumes on the Sunday 1500-2300 shift have increased from 156 calls in 1996 to 344 calls in 2002. This is an increase of 121% where on average 6.62 calls are done during this time period. The cost to upstaff this shift (minus call-back and standby costs) is: Ministry Portion County Portion City Portion Total $7,246.63 $4,347.98 $2,898.65 $14,493.26 Recommendation #2 - On-Site Staffing of the Aylmer Station 1700-0900: Call volumes from 1700-0900 have increased from 393 calls in 1996 to 532 calls in 2002. This is an increase of 35.4%. The cost to upstaff this shift (minus call-back and standby costs) is: Ministry Portion County Portion City Portion Total $144,811.54 $86,886.92 $57,924.62 $289,623.08 Recommendation #3 - On-Site Staffing of the Rodney Station 1900-0700: The Rodney station has a marginally higher call volume over the Dutton station, is the station 'of choice' to respond to the 401, and is the most accommodating for 24 hour staffing. Call volumes from 1900-0700 have increased from 200 calls in 1996 to 241 calls in 2002. While these call volumes fluctuate from year to year and are basically consistent, the loss of the principal operator, who personally dedicated himself to the majority of the call-backs, has left the service in a difficult position. The cost to upstaff this shift (minus call-back and standby costs) is: Ministry Portion County Portion City Portion Total $123,000.00 $73,800.00 $49,200.00 $246,000.00 72 Report to County Council Up-Staffing Elgin-S!. Thomas Ambulance Services 3 Recommendation #4 - Oxford Proposal for Staffing a Station in Straffördville: A proposal from Oxford Emergency Medical Services (EMS) for staffing a station in the Straffordville area has been received. In 2002 there was a total of 367calls in Bayham. Oxford EMS serviced 293 of these calls, 153 were between 1600-0800. Members of the Committee from the Central Ambulance Dispatch Centre have indicated that if the Aylmer station is staffed it could be the station of choice; however during the Aylmer call-back times Tillsonburg (which is staffed) is the station of choice. Staff have physically driven the routes from Aylmer and Tillsonburg into Bayham to determine the routes and which of the Aylmer or Tillsonburg stations is closest to Port Burwell (where a bulk of the call volume is coming from). While driving, at the speed limit, we have determined the following: Route . Time Km Demographics Aylmer to Straffordville via 16:05 19.1 1 Red Light Talbot Line 3 Stop Signs Straffordville to Port Burwell via 11:30 10 Plank Road Total Aylmer to Port Burwell 27.35 29.1 Tillsonburg to Straffordville via 15:30 15.3 3 Green Lights Plank Road 1 Red Light 1 Stop Sign Straffordville to Port Burwell via 11:30 10 Plank Road Total Tillsonburg to Port Burwell 27:00 25.3 . Aylmer to Port Burwell via 22:15 41.3 1 Green Light Imperial Road & Nova Scotia Line 2 Stop Signs At the present time the Tillsonburg station is responding to Port Burwell calls. Findings from this road trip indicate that Aylmer has a faster response time to Port Burwell, if the station is staffed. The Oxford cost to provide 10 hours of staffing in the Straffordville area (not including operational costs Of fuel, linen, medical supplies, and uniforms) is: Ministry Portion County Portion City Portion Total $121,250.00 $72,750.00 $48,500.00 $242,500.00 If we upstaff Aylmer to a 24 hour service (Recommendation #2), it will become the station of choice to respond to the Port Burwell area. There may be little need to have Oxford 73 Report to County Council Up-Staffing Elgin-S!. Thomas Ambulance Services 4 EMS assist us with response to the Port Burwell area (because Aylmer will be the station of choice if it is staffed). We should not discard this offer from Oxford; however, we should monitor the Aylmer and Tillsonburg calls into Bayham Township until the end of the year when we can determine the efficiencies and effectiveness of the Aylmer upstaff. Recommendation #5 - Station Coverage Boundaries: From our findings and investigations in the Bayham area, and if Aylmer is upstaffed to a 24 hour shift, staff should be directed to enter into talks with Dispatch and Oxford County to review the present station coverage boundaries. This will ensure that the closest vehicle (response time wise) is responding to the Bayham area. Recommendation #6 - Emergency Coverage Statement: If the above recommendations are approved amendments to our Emergency Coverage Statement with the Dispatch Centre should be made to ensure that, with this increased coverage, a corresponding increase in the Elgin Coverage is maintained at all times. This will ensure that we are not upstaffing our services, only to have them provide services (other than emergency coverage) in other municipalities. Recommendation #7 - Maximum Reaction Timeto a Non-emergent Call-back: Through these investigations it was identified that the maximum 15 minutes reaction time we require in our contracts, for call-back to non-emergent calls, is different than the maximum 10 minute Ministry requirement. Reaction time is the time that it takes to go 'en route' from the time a paramedic receives the first page until the unit is mobile. Members of the committee from dispatch have requested that we standardize this requirement. The operators have indicated that they are agreeable to amending the requirements of the contract by reducing the maximum reaction time of a non-emergent call-back to 10 minutes. THE COST The overall cost breakdowns of the above recommendations are: Ministry Portion County Portion City Portion Total Recomm. #1 (U pstaff St. Thomas Sunday 8 Hour Call-Back Shift) $7,246.63 $4,347.98 $2,898.65 Recomm. #2 (Upstaff Aylmer 16 Hour Call-Back Shift) Recomm. #3 (Upstaff Rodney 12 Hour Call-Back Shift) Total $144,811.54 $86,886.92 $57,924.62 $123,000.00 $73,800.00 $49,200.00 $275,058.17 $165,034.90 $110,023.27 $14,493.26 $289,623.08 $246,000.00 $550,116.34 74 Report to County Council Up-Staffing Elgin-St. Thomas Ambulance Services 5 CONCLUSION Members of the Land Ambulance Technical Advisory Committee (LATAC) presented options and recommendations to determine the staffing needs of the Elgin-St. Thomas ambulance service, and are very comfortable with their investigation and the following recommendations. - The difficulties maintaining staff to do call-back and the increased call volumes warrant the upstaffing of the Sunday hospital 8 hour shift and the Aylmer 16 hour shift. The increased staffing will also help the response times to the Bayham area. At this time we should implement these two upstaffs -- the hospital upstaff permanently, and the Aylmer upstaff on a trial basis -- and monitor the existing 2300-0700 call-back shift at the hospital to see the impact that the Aylmer upstaff will have on it. The Oxford EMS proposal will increase response times in the Bayham area; however at this time if we upstaff Aylmer we will increase coverage of both this catchment area and the St. Thomas catchment area. The Oxford proposal should be placed on hold until we can determine the impact the upstaffing of the Aylmer station will have on this area. The station covèrage areas in the east end of the County should also be reviewed and discussions with Dispatch and Oxford County should be initiated. The difficulties of staffing the call-back shift of the Rodney station should also be addressed with a 12 hour upstaff at this station on a trial basis. The Dutton station Should maintain their 12 hour call-back to cover the area between Dutton and St. Thomas, and this should be monitored to determine the impact the Rodney upstaff will have on the service, and if upstaffing this call-back is required. The existing emergency coverage statements with Dispatch should be revised to ensure that, with these upstaffs, balanced emergency coverage is provided to Elgin and St. Thomas. RECOMMENDATION: The Land Ambulance Advisory Committee unanimously recommends the following for Council's consideration: Recommendation #1: THAT, the hospital service upstaffthe Sunday 1500-2300 shift at a cost of $14,493.26 ($7,246.63 Ministry portion, $4347.98 County portion, and $2898.65 City portion); and, Recommendation #2: THAT, from April to June the hospital service phase in a temporary upstaff of the Aylmer station from 1700-0900 at a cost of $289,623.08 ($144,811.54 Ministry portion, $86,886.92 County portion, and $57,924.62 City portion); and, THAT the Aylmer service be monitored until December 31,2003 to determine the validity of the upstaff; and, 75 Report to County Council Up-Staffing Elgin-S!. Thomas Ambulance Services 6 THAT, the 2300-0700 èall-back shift at the hospital be maintained and monitored until December 31,2003 to determine the effects of the Aylmer upstaff and if on-site staffing of this shift is required; and, Recommendation #3: THAT, the Rodney Ambulance Service temporarily upstaff the Rodney station daily from 1900-0700 at an annual cost of $246,000 ($123,000 Ministry portion, $73,800 County portion, and $49,200 City portion); and, THAT the service be monitored until December 31,2003 to determine the impact and validity of the upstaff; and, THAT, the 1900-0700 cal.l-back shift of the Dutton station be maintained and monitored to detèrmine the effects of the Rodney upstaff and if on-site staffing of this shift is required; and, Recommendation #4: THAT, the Oxford EMS proposal be respectfully acknowledged and placed on hold until December 31, 2003 when we can determine the efficiencies and effectiveness, to the Bayham area, of the upstaff of the Aylmer service; and, Recommendation #5: THAT, staff be directed to investigate an amendment to the present station coverage boundaries in the Bayham area, and report back to the Land Ambulance Technical Advisory Committee and Council on their findings; and, Recommendation #6: THAT, staff be directed to investigate an amendment to the existing emergency coverage statement with Dispatch to ensure that, with this additiOnal staffing, sufficient coverage of Elgin-St. Thomas is provided at all times, and report back to the Land Ambulance Technical Advisory Committee and County Council on theirfindings; and, Recommendation #7: THAT, in keeping with the Provincial Standards, the contract with both operators be amended to reduce the maximum response time of a non-emergent call from 15 to 10 minutes. Respectfully Submitted, lC0uJJ Karen Dunn -- Emergency Measures Coordinator Mark aid Chief Administrative Officer 76 REPORT TO COUNTY COUNCIL FROM: Karen Dunn, Emergency Measures Coordinator DATE: January 29, 2003 SUBJECT: Elgin - St. Thomas Ambulance Fleet - Purchase of a New Vehicle Introduction: The Ministry recommends that Type 3 (Modular) Ambulances be replaced after mileage exceeds 250 - 275,OOOkm or 6 years (which ever comes first). . The Rodney Ambulance Service's 94-0140 (8 years old / 225,168km), type 3 (Modular) Ambulance has outlived this recommendation, and is readily requiring repairs. The St. Thomas-Elgin General Hospital Ambulance Service's 96-0056 (7 years old / 241 ,786km) type 3 (Modular) Ambulance has also outlived this recommendation. Discussion: The Vehicle Rotation Schedule accommodates the purchase of one vehicle per year, and money has been allocated in last year's budget and will be requested in this year's capital budget for the purchase of one vehicle each year. The Rodney vehicle has outlasted its life-span twice. Going by the Ministry's standards, this vehicle should have been retired two years ago; however, due to the ingenuity of the Rodney Ambulance Service Operator, last year, the vehicle was transferred from the St. Thomas Service, repaired, brought up to standards, and put into service at the Rodney Ambulance Service. Recently, the Rodney vehicle was taken off road, because the Operations Manager felt that the repairs required exceeded the worth of the vehicle. Staff have ordered a Demers Ambulance to replace this vehicle. The funds were drawn from the approved 2002 Capital Budget. Costs for the replacement for the St. Thomas vehicle will be in the 2003 Capital Budget. Cost: There are two companies the Ministry has approved to supply ambulances. The cost are as follows: 77 2 Item Standard Package Upgrade Option Strobe Lighting Upgrade Addnt strobes Total Tax Grand Total Crestline Coach $89,000.00 $4,126.38 $3,120.40 Not available $96,246.78 $14,437.02 $110,683.80 Demers Ambulances $85,900.00 $3,830.00 $2,760.00 . $610.00 $93,100.00 $13,965.00 $107,065.00 In 2001, Council approved the purchase of a 158" wheelbase chassis ambulance for the St. Thomas Service. Paramedics are very pleased with this vehicle and especially the longer wheelbase that increases the work and storage space area, and provides a much smoother and more comfortable ride for the patient and paramedics. Equally impressive is the upgraded strobe lighting package that makes the vehicle more visible in an emergency situation increasing the safety factor of the service. Reserve Vehicle: Prior to the Ministry transfer of the service it was unclear whether the Judson Street Store would continue to provide emergency replacement vehicles to services. As a contingency, Council approved that the last vehicle off the vehicle rotation should be held in reserve, and not sold. The purpose of this vehicle is to be available for emergencies when three or more vehicles of the Elgin fleet may be inoperable. This vehicle is unplated, uncertified, and uninsured (except theft and fire). The Rodney Service has housed this vehicle for the past 4 years, and has juggled it back and forth between the station and the old fire hall when space is available. At present, we have two spare vehicles in the fleet and there are many surrounding services that can provide emergency backup support to us if it is needed. At the last Land Ambulance Technical Advisory Committee meeting, members of the committee discussed the value of keeping the vehicle, and unanimously recommended that Council sell it. Conclusion: There are two companies the Ministry has approved to supply ambulances. After research, it has become apparent that both companies provide an excellent product. Recently, staff ordered a Demers Ambulance to replace the crippled Rodney Ambulance. The funds from this vehicle were drawn from the approved 2002 Capital Budget. In keeping with our Vehicle Rotation Schedule, the St. Thomas Service requires a new vehicle that should be replaced in the 2003 Capital Budget. Sufficient funds are available in the Capital Budget to make both purchases. 78 3 The Land Ambulance Technical Advisory Committee at its last meeting recommended that Council sell the reserve vehicle housed in Rodney. Recommendation: THAT County Council approve the purchase of a new ambulance (158" wheelbase chassis Demers) for the St. Thomas Services at a total cost of $107,065.00 (County $32,119.50, City $21,413.00, and Ministry $53,532.50) and the dollars be included in the 2003 Capital Budget; and, THAT County Council approve the sale of the reserve vehicle, and both replaced vehicles with the proceeds to be returned to the vehicle replacement reserve to offset future purchases; and, FURTHER THAT St. Thomas City Council and the Ministry of Health - Emergency Services be so advised. Respectfully Submitted, Approved for Submission, Qw.fJ Karen Dunn Emergency Measures Coordinator Mark Chief Administrative Officer 79 REPORT TO MANAGEMENT TEAM FROM: County of Elgin Social Committee DATE: 04 February 2003 SUBJECT: Social Committee Update INTRODUCTION The following is an update on the Social Committee. DISCUSSION: The Christmas party held on November 22, 2002 was a huge success and we have had very positive feedback from the attendees. With Council's contribution, we were able to maintain costs at a reasonable level during the festive season. Council was suitably recognized for their contribution throughout the evening. We would like to issue a thank you to Councillor Dave Rock who attended the party as Santa and handed out door prizes to the winners. The Social Committee has contacted a member of the Social Committee from each of the 3 Homes for Seniors and has requested a volunteer to work with our Social Committee for major events, including the annual picnic and annual Christmas party. The response has been positive. We discussed the issue of the name "County Social Committee" being similar to the name "Social/Entertainment Committee" of Council. We would appreciate Council's permission to change our Committee's name to "Special Events Committee". Building on the success of the Christmas Party, the Special Events Committee would like to plan a County family picnic for the summer of 2003. This would be in addition to the annual County Christmas party. We anticipate requiring approximately $1200 to help offset the costs associated with the picnic. Christmas Party 2003 - we are hoping to have this at St. Anne's this year with Wayside catering. We will book the same disk jockey as we had at 2002 party- we would appreciate the same contribution from Council as in 2002, $1,200. 80 CONCLUSION: County Council will be kept informed of the plans for the proposed Summer picnic and updates on the 2003 Christmas Party will be provided throughout the year. RECOMMENDATION: THAT the Social Committee be renamed as the "Special Events Committee"; and, THAT Council support and endorse the annual County Christmas party and summer picnic and allocate $2,500 towards these events. Respectfully Submitted r~iã7~n~' Ed;~~d~ ~,n( ,,) Social Committee Chair Mark Mc Chief Administrative Officer 81 CORRESPONDENCE - February 11. 2003 Items for Information - (Consent Aaenda) 1. P.J. Leack, City Clerk, City of St. Thomas, endorsing Council's resolution of support for the Elgin County Pioneer Museum's proposed plan to encourage youth volunteerism under Ontario's Promise - Programming for Youth Volunteer Opportunities. 2. Honourable Gar Knutson, M.P., Elgin-Middlesex-London, acknowledging Council's resolution of support requesting Federal/Provincial co-operation to promote economic growth in Ontario through tax incentives capital for infrastructure programs. 3. Federation of Canadian Municipalities, Members Advisory: 1) Re: A Unified World Voice for Municipal Government; 2) A Call To Action: Open Letter to PM Stresses Commitments to Municipal Governments; 3) "Federal Court of Appeal Decision Fails to Recognize Full Municipal Authority to Manage Municipal Rights-of-Way. (ATTACHED) 4. Ruby G. Silcox, Secretary-Treasurer, Elgin Federation of Agriculture, announcing the winners of the Elgin Agricultural Hall of Fame for this year. (ATTACHED) 5. Correspondence endorsing Council's resolution concerning rural school closures in the Thames Valley District School area; 1) Lynda Millard, Clerk, Municipality of Bayham 2) R. Millard, CAO./Clerk, Township of Malahide 6. ROMA/OGRA Combined Conference, 2003 Plenary Speakers...Coming Your Way!, with a schedule of the confirrned speakers for the Conference. (ATTACHED) 7. Cynthia St. John, Chief Administrative Officer, Elgin-St. Thomas Health Unit, with an update on the 2003 West Nile Virus Funding application. (ATTACHED) 8. Premier Ernie Eves, acknowledging Council's resolution concerning recruitment of physicians by municipalities in Ontario. 9. Brenda J. Tabor, Deputy Clerk, County of Oxford, endorsing Council's resolution petitioning the Minister of Education for Ontario to conduct a review of the size and composition of the Thames Valley District School Board. (ATTACHED) 10. Mayor James Taylor, County of Prince Edward, with registration and accommodation information for the 50th Anniversary Conference of the Organization of Small Urban Municipalities. (ATTACHED) 11. Ontario Good Roads Association, Heads UP FYI, "Minimum Maintenance Standards - Meeting the Standard Should Protect Your Municipality (ATTACHED) 12. Marvin Rubinstein, Associate, IBI Group, with a letter of proposal to carry out a review of land ambulance service delivery options. (ATTACHED) f?L. -~ 13. Honourable Robert G. Thibault, Minister of Fisheries and Oceans, concerning Council's request for funding to help with costs todevelop concept design plans to address the Highway 42 shoreline erosion and stabilization problem. (ATTACHED) 14. Bryce Sibbick, Senior Account Manager, Frank Cowan Company Limited, regarding non-repair of road claims involving both the County and the lower- tier municipalities. Peter J. Leack, M.P.A. Cìty Clerk January 15'h, 2003 Honourable Margaret Marland Minister Responsible for Children Room 601, 1075 Bay Street TORONTO, Ontario M7A lR3 THë CORPORAnON 01' THE CllY ()F ST. THOMAS ..",""+-... Office of the Clerk P.O. Box 520, City Hall St. Thomas, Ontario N5P 3V7 Telephone; (519) 631-1680 Ext. 100 Fax; (519) 633-9019 ,MN 21 2nr13 Re: El!!in County Pioneer Museum - Youth V olunteerism - Resolution Endorsed Honourable Minister: Please be advised that the Council of the Corporation of the City ofSt. Thomas received a letter fwm the County of Elgin, requesting endorsement of their resolution regarding the Elgin County Pioneer Museum - Youth V olunteerism. A copy of the resolution is enclosed for your infonnation. After consideration of the request, the Council of the Corporation of the City of St. Thomas passed the following resolution. "THAT: The resolution from the County of Elgin regarding the Elgin County Pioneer Museum·· Youth Volunteerism be endorsed." Sincerely, ~ City Clerk PJLlbab pc/Mr. S. Peters, M.P.P. for Elgin Mrs. S.Heffren, County ofElgin 88 ------<" c' (Mrs.) SANDRA J. HEFFREN DEPUTY COUNTY CLERK 450 SUNSET DRIVE ST. THOMAS, ONTARIO N5R 5V1 PHONE (519) 631-1460 FAX (519) 633-7661 www.elgin-county.on.ca MARK G. McDONALD CHIEF ADMINISTRATIVE OFFICER November 27,2002 'S£t1.ce, 1852' f(:;iCT6F-i':f~1'I:¡OMf\Š- II~Œ[~;m~\Y1Œm Iud OEG 18 2002 ~) Î j J ì GITY CLEF.K '.~._--, Mr. Dave Vickers Ontario's Promise Senior Program Advisor 1075 Bay Street, Suite 601 TORONTO, Ontario ív17A 1 R3 Dear Sir: The Council of the Corporation of the County of Elgin, at its meeting held on November 26, 2002, adopted the following recommendation: "THAT the Council of the County of Elgin adopt the proposed plan of the Elgin County Pioneer Museum to encourage youth volunteerism under the Ontario's Promise #5, 'a chance to make a difference', as set out in the report titled Ontario's Promise - Programming for Youth Volunteer Opportunities, dated October 4, 2002, from the Manager of Elgin County Pioneer Museum; and THAT the plan be communicated to the City of St. Thomas and each lower-tier municipality in Elgin be requested to endorse said plan. - Carried. (signed) Warden John R. Wilson" Should you have any questions, piease contact Ms. Linda Louwagie-Neyens at 631-6537 or Mrs. Linda Veger at 631-1460 ext. 141. Yours truly, 00.,--1J))",_. Sa;ç;Ja J~ ~~fre:;rs.), Deputy Clerk. Att. SJH/db cc Linda Louwagie-Neyens Linda Veger City of St. Thomas Elgin's Lower-Tier Municipalities 89 OTTAWA OFFICE Room 658 Confederation Building House of Commons K1AOA6 Tel. (613) 990-7769 Fax (613) 996-0194 HOUSE OF COMMONS OTTAWA,CANADA KIA DAB ST. THOMAS January 2003 J.ô~! 21 2D03 Elgin County Council Attn: Ms. Sandra Hefti-en, Deputy Clerk 450 Sunset Drive ' St. Thomas, ON N5R 5VI Dear Ms. Hefti-en: Thank you for forwarding me a copy of correspondence dated Dec. 13, 2002 to Prime Minister Chretien. I appreciate receiving a copy of the Elgin County Council resolution requesting the Federal Government work co-operatively with the Province of Ontario to promote economic growth by providing tax incentives, and offering capital to the Ontario Municipal Economic InITastructure Financing Authority as outlined in the resolution rrom the County of Essex. Please be aware the Federal Government has announced a large, national inrrastructure program. Under the direction of'Deputy Prime Minister John Manley, the multi-million dollar program will be allocated likely to 10-12 large inftastructure projects across Canada. Meanwhile, the Federal Government will outline its business plans in the next budget which is widely expected to be later this winter, perhaps in February. I thank you, again, for keeping me. informed of council's concerns and interests. Yours truly, ~ Gar Knutson, P.C. M.P. GK:smc GAR KNUTSON, M.P. E!gin-Middle$ex~London I~I 90 CONSTITUENCY OFFICE 499 Talbot St. St Thomas, Ontario N5P1C3 TeL (519)631-3921 1-800-265-7810 Fax (519) 631-8555 Federation of Canadian Municipalities Fédération canadienne des municipalités January 22, 2003 MEMBERS ADVISORY Please distribute to all members of Council Re: A Unified World Voice for Municipal Government One of the duties of the President of FCM is representing our interests in the intemational municipal movement. FCM is a respected voice in these circles. It is known for its effectiveness at home, its counsel in global forums and its partnerships in the developing world. Together with FCM's CEO Jim Knight, I recently attended the Executive Committee Meeting of the Intemational Union of Local Authorities (IULA) held in Tunis. This was an historic meeting since decisions taken there are leading to the amalgamation of IULA and the Fédération Mondiale des Cités Unies/United Towns Organization (FMCU/UTO). This new, single, unified intemational voice for municipal governments will more effE¡ctively represent municipal issues within the international community of the United Nations, World Bank, and other conferences and forums. FCM Board member, Councillor Sherene Shaw and Councillor Brian Ashton of the City of Toronto have also contributed much as members of the IULA Executive. As IULA's Treasurer, FCM's CEO has played a key role in paving the way for a smooth administrative amalgamation. The new organization, tentatively named the World Oraanization of United Cities and Local Governments, will have the size, financial stability and mandate to be an influence on the world stage where individually the two previous organizations did not. In addition to being the international voice of municipal govemment, it will be a forum through which its members, national federations like FCM and local municipal govemments, exchange best practices, develop common position papers, encourage international relationships and support the development of local democracy, municipal govemments and national organizations in those areas of the world where they are weak or absent. The new organization will begin operations out of its new facility in Barcelona, Spain on January 1, 2004. We see this amalgamation as a positive, rational and long-overdue strengthening of the intemational municipal movement. I am proud of the leadership that FCM has provided to bring it to fruition. Alderman John Schmal President, Federation of Canadian Municipalities Miuion Sta~mel1t 1Ñ F~tkrlltion tfC4nIlrij.:nMWJidplllitks (FCM) hIzs blM t~uJtitm¡zJuoin o{muniapalg¡;vtrnntmf! Jitlu 1901_ FCM itdølkø-m to intprøingtm qufllily if ¥ in all œmmunilkr by promOtingstron~ 4[«ti1JI4nd arUJantllbkmunidp¡z[gtJllhnmmt. Énoncé de mks-inn LzFld.6i#ÎIm tAiuzJimmodemumapalid1 (FCM) etktvoiY natimwuksgfJUVØtJt!mÐ#smunidpJmX Mpuir l}JOI; LzPCM 6t vœk à amllimh /¡z qualitl ikvu døu totJtl'J!ð œlI«tivitls m !f1J)oriuDJt ik gtJUUt'1'1untl!fltsmunidptmxfIJltJ. ;Jfit4æ; tfrttptJnJ4hks. 91 AJdenrum JaIm Sdunal Cal8")I Alben. P.re&idenr Président M2:ire Yves- Ducbanne Gañ""," (Québ«) ¥ll'St Vice President Prem.ierviœ-présidem Mayor Ann Ma.cll!:a11 New G1asgmv, Neva Scotia Second V¡,œ President Deuxièlne viœ-presidenœ Mayo, Stqili.. n W.n.œ Quesnel, .British Columbia ThIni Vice President Tro:islènte viœ-présmt Vacant Im.n\OOiare Past Presidem Présìdentson:;uu JamES W Knight ChiefExecurive Officer Chef&ladirecciou 24 rue Clarence Street Onawa, Onmrlo KIN 5P3 'ti" (613) 241-5221 q¡J (613)241-7440 fëderatian@fcm.ca Web site/site Web : www;fcm.ca Cenuefor Sust:.únable Community Developn\em Cenue pour 1e déveJoppement deS œllectivités via.bles 18 (613)244-1515 communitîes@fcm.ca COmlnunìcacions Q1iI (613)241-5221 cammunications@fcm.ca Co.tporaœ Services Services corpar.atifs 18 (613)241-2126 aupon.te@fcm.ca Economic and Social Policy Politiques écononUq~ et sociales 18 (613)244-2250 puÜq@fcm.<a Intemational Centre for Mmúcipal DevelopmenT Cen:tre Inremarional pour Ie développement municipal [IJ (613)241-7117 Ìntr'marional@fcm.ca o _ Federation of 1J'f ,,-,", M"""","," --L Fédération canadienne (~) des mnnicipalités January 20, 2003 MEMBERS ADVISORY Please distribute to all members of council A CALL TO ACTION: OPEN LETTER TO PM STRESSES COMMITMENTS TO MUNICIPAL GOVERNMENTS In an open letter to Prime Minster Jean Chrétien, Calgary Alderman John Schmal, President of the Federation of Canadian Municipalities (FCM) today said that Canada's cities and towns require renewed federal involvement and intergovemmental partnership to meet growing and urgent needs. "The challenges faced by Canada's municipal govemments are acute: chronic underfunding, inadequate and crumbling infrastructure, gridlock, poor air quality, pressing social needs, and much more. A national consensus has developed that immediate, innovative action is essential." The letter is being circulated to Members of Parliament and municipal leaders across the country to underscore earlier federal commitments. It represents FCM's latest push to secure adequate funding for municipal priorities in such areas as infrastructure, transportation and transit, as well as affordable housing. The letter is being released just days before an important cabinet retreat where budget priorities are likely to be set. . Alderman Schmal says that, given competing pressures on the govemment to focus on other priorities, it is imperative that municipal leaders mobilize to remind federal ministers of earlier commitments reflected in the Uberal election platform, addresses by ministers at the FCM annual conference, and the Speech from the Throne. "It is crucial that individual Members of Parliament and ministers alike be urged to represent the interests of their communities during the budget process. " The priority for FCM is to focus federal attention on the infrastructUre needs of Canadian towns and cities. FCM President Schmal says that the 10- year infrastructure program promised in the last Speech from the Throne will be adequately funded only if MPs are reminded of the benefits earlier programs brought to their communities. A copy of the letter to the Prime Minister is attached. For more information on FCM's Budget submission, please visit our Web site at www.fcm.ca For more information: James Knight, Chief Executive Officer, or David Cohen, Director, Economic and Social Policy, (613) 241-5221 Miuian Sta:œment TN ~tkrlJEim t{ClJJtaJianMunici¡uzlilie (FCM) has 1M", tlY n4lWnJlJwt/'ttmniåpalgovtmmbltt Jinæ 1901. FCM iJlÚtlkl6~JtDimp,.a;ingtNqulÓiJytf¥in aIlCDmm14nititsby promoti».g!trtJn§4f«tive IlJUJ. /Ju/JIlntlÚ1kmuni£i{urlgovtnzmtMt. Énon.cé de mission LtzFitlé4tÎi»l ~ne dbmlOnicip4litis (FCM) øt /avob.: nlltitmllÚtÚsg«nJlTnmtentsm,.nidpfJIJX.is 1901. LaFCM eft fJlAÚe ¡¡ amiliortr k qulliitl tk viR d4m totJttt k1 œ/krtiu£th m {mJlJfisl11Zt k~vtmmuntsmrmit:ipmJ.xfort!. ~tt«,.tspfJn!dhks. 92 A],knnanJahn Sdunal Ca1£")I Alben. President P.résidmt M:::tire Yvu Ducbanne Gan"",. (Québoc) Fmr: Vice PtdÏden.t Premìervke--pré:sident Mayor Ann MacLean NewG~ Nova Scotia Second Vice President Deuxième v1œ--présidenœ ~S.'nD. w,¡¡"" Quesnel, British Columbia. Third Vice President TIcisième vice-prétident Councillor Jack la:yton Toronro, Onmrio Immediate Past President 1'ré.sident sonant James- W Knight: Chief&ecutive Officer Chef de 1a direcûon 24 nJe Clareriœ Sueet Onawa, Ornario KIN 5P3 '6' (613)241-5221 qiJI (613) 241-7440 federa.tion.@fcm.e:a Web site/site Web: www::&:m.ca Came for Susralnable ComnmnIry Development Centre po1ll' le dévdoppe.n\ent des col1eccivité:sv.i:ables qiJI (613)244-1515 communitîes@fcm.ca Con\1nunicnions qiJI (613)241-5221 communkatiatu@fcm.ca Cmpomre SelVkes Sf1'Vlœs oorporams 18 (613) 241-2126 COlporateêfèm..œ Econmnk and Social Polq Pollñques éconon-uq1JeS et socialt'S qiJI (613)244-2250 pa!ky@fcm.a Imemational Centre for Municipal DevekJpment Centre imer:n:niom1 pour Ie dévcloppement m1.Uticipal qiJI (613)241-7117 1niematianal@fcm.œ o ä Federation of ~ C.n..!;.n Municipalities -L Fédération canadienne (~) des municipalités January 20, 2003 The Right Honourable Jean Chrétien, PC, MP Prime Minister House of Commons Wellington Street Ottawa, Ontario K1A OA6 Dear Prime Minister: The challenges faced by Canada's municipal govemments are acute: chronic underfunding, inadequate and crumbling infrastructure, gridlock, poor air quality, pressing social needs, and much more. A national consensus has developed that immediate, innovative action is essential. Your govemment has recognized these challenges. It has been a catalyst in proposing practical solutions that have instilled hope and expectation in the municipal world and among all Canadians. Last September, the Speech from the Throne outlined an ambitious agenda. Your response emphasized a commitment to competitive cities and healthy communities through investment in "everything from roads to transit, to affordable housing, to the information highway." You identified the need for a long-term, strategic infrastructure plan to help Canada meet ils social, economic and environmental objectives. We applauded your courage and vision. On January 23, Cabinet will review strategies for the upcoming Budget. Options are being considered and choices made on conten~ focus and funding. We know that your resolve in tackling the pressing needs of our cities and towns will remain unwavering. The future health of our communities and Canada's continued prosperity hang in the balance. Canadians rightly expect all orders of govemment to work together for the common good. FCM and municipal govemments across the country look forward to a continued and growing partnership with the Govemment of Canada. Yours sincerely, Alderman John Schmal President MiWan Sta~ent 1Ñ htkr4uøitfCanllllMnMunicipizlilis (FCM) has b~Ø2 tht nlltiimJ voitt o/nw.nidpiÚgovtrn11tbJfs sina 1!J01. FCM itd6lkt6tdtilimprtlJingfmquir!ityofliftin rzllMm'JtWnÍlil!!by prt.im«ingJtrtm$ tfJirtivt Imd. //rtlxmtabkmtmidplligtJtJt'imnmt. Énoncé de miWan lIlFItLfJltim: tJZJ:4tlkn1U Ji!JmuniciplÓili1 (FCM) 8t lavaix natitmak ~1 g«JVtrnmwIt! municiplltJX kpuis 1201. LaFCM g tHbÚ à amlliorø k qualiti rk viR dJtm taut8 ks UJlhrtivitls en flllJorirattksg1JUvmttnfØltJmw:icipJ1WtflJ1'tJ. tffiari!Ltr~OttMbkJ. 93 AJdennan John Sdun.! CaIß")I Alben. ~dmt President Maire Yves- Ducbanne Garineau (Québec) Fll'St Vice Pm1dent ~v.iœ-prhident Mayor Ann :MacLean New Glasgow, Ncwa Scotia Se.condVrceP.resident Deurième vlœ-préside.nre Mayor Stephen D. Wallaœ Quesnel, British Columbia Thin:l Vice Pre&dent lmisretneVice-président Councillor Jack layton Toronro, Ontario Immediate Past Presidem President sonant James w: Knight ChiefExecurive Offiœr Chef.re Ia di=cion 24 rue C1aren.ce Stt'eet Onawa, Onmrio KlN 5P3 't:r (613)241-5221 qiJ (613)241-7440 :fèdera.tio.n@fcra.ca Web sitt'isite Web: _met Came for Susminable Comn\unity Development Centre pour 1e dévdoppement des:crillectiviresv.iab1es ~ (613)244-1515 ca:mmwûtîes@f'crrLea Comn\11nicnions ~ (613)241-5221 communica.rian.s@fcm.ca CmpO.tlte Services Services corporn:rifs qiJ (613)241-2126 cG!poraœ@:fcm.ca IkoromIc and Social Polq Politiques économiques et scciales ~ (613) 244-2250 palky@fcn.", Imemational Centre fur Municipal Devdopment Ctntre imernational pour 1e développement mUnicipal ~ (613)241-7117 intematîon.af@fcm..ca ~ Federation of Canadian Municipalities FédératJo. canadienn, de. municipalités 24. Nt OmnœSaœr. OrtÞVa. Ontario KiN 5P3 TetlTéL:(613) 241·51.21 Pa:llT4Iéc..: (613) 241-7440 www.fi:m.ca January 29, 2003 MEMBERS ADVISORY Please distribute to all members of Council and senior staff Federal Court of Appeal Decision Fails to Recoanize Full Municipal Authority to Manaae Municipal Riahts-of-Wav The Federal Court of Appeal has rendered its ruling in the appeal by FCM and five municipal govemments of Canadian Radio-television and Telecommunications Commission (CRTC) Decision 2001-23 (L.edcor v. Vancouver), a decision that denied municipal govemments the full authority to manage their public lands and to charge for their use and occupation by telecommunications companies. On December 17,2002, The Federal Court of Appeal upheld the decision of the CRTC that there are no constitutional limits on its power to impose all of the conditions under which telecommunications companies may gain access to and use municipal rights-of-way for their transmission lines. However, the Court was divided with respect to how the CRTC dealt with the issue of compensation for the use of municipal lands. In a dissenting opinion, one of the three judges detenmined that the CRTC could not merely reject Vancouver's method of calculating its claim for compensation. The dissenting judge also held that the CRTC should have explicitly detenmined whether or not Vancouver was entitled to compensation beyond costs incurred. The dissenting judge concluded that the CRTC erred in law when it failed to make this detenmination. . FCM is concemed about the implications of the ruling in relation to the right of municipal govemments to manage public lands and to receive fair compensation for their use by telecommunications companies. As an example, if the ruling is allowed to stand, a municipal govemment such as the City of Edmonton could lose over $7 million per annum in revenues. FCM has therefore directed our legal counsel to apply for leave to appeal to the Supreme Court of Canada. Despite the decision of the Federal Court of Appeal, municipalities and telecommunications companies may still enter into contractual agreements goveming access to and use of municipal rights-of-way. An access agreement may provide for compensation to a municipality, if agreed to by the parties. FCM has developed tools, including a model municipal access agreement, to support municipal govemments in their role as owners, trustees, and managers of the rights-of-way under their jurisdiction. These may be found at www.fcm.ca/newfcm/Java/panel.htm FCM's legal work has been made possible by contributions from over one hundred municipal govemments of all sizes from across the country. Recent fundraising efforts envisioned a possible appeal to the Supreme Court. For more infonmation on the work of FCM's Telecommunications Technical Subcommittee, please contact David N. Campbell, senior policy analyst, at (613) 241-5221, ext. 314 or dcampbellC1nfcm.ca 94 ELGIN FEDERATION OF AGRICULTURE Farmers Workingfor Farmers Secretary- Treasurer c/o Ruby Silcox, R #3, Shedden, Ont., NOL 2EO (519)769-2362 Fax: (519)769-2161 Email: rsilcox@execulinkcom Q1 Elgin Agriculture Centre Tues & Thurs, II am to 3 pm PhonefFax:(519)633-0114 President Don Miller (519)764-2854 (519)764-9712 (fax) EroaiI: d..miIler@sympatico.ca January 23'" , 2003 ,!tlN 24 2003 WardenJohnR. Wilson COWlty ofElgin 450 SWlset Drive ST.THO~S,Ontado N5R 5Vl Dear John: Re: Elgin Federation of Agriculture Re: Hall of Fame winners On behalf of the Elgin Federation of Agriculture, I wish to advise yon that the winners of the Elgin Agricultural Hall of Fame this year are: RONALD K. McNEIL JULIEN (JUD) MARTIN EDGAR W ALCARIUS If you wish further infonnation, please give me a call. Sincerely, ~Ä Ruby G. Silcox Secretary-Treasurer :rgs Farmers Wonangfor Farmers 95 ----- Municipality of Bayham Oþ ~~'" 1>Ol'tunity Is ~o PO. Box 160,9344 Plank Road, Straffordville, Ontario NO] 1YO Tel: (519) 866-5521 . Fax: (519) 866-3884 email: bayham@bayham.on.ca .MN ~O I?haJ January 29, 2003 Mrs. S.l Heffien, Deputy Clerk County ofElgin 450 Sunset Drive St. Thomas, ON N5R 5Vl Dear Mrs. Heffien TVDSB Review Please be advised that the Council of the Municipality of Bay ham recently considered your correspondence dated January 16, 2003 requesting support of the resolution passed by your Council at the meeting held January 14, 2003. As a result the following resolution was passed: "THAT the Council ofthe Municipality of Bay ham supports the resolution regarding a review of size and composition of the Thames Valley District School Board (TVDSB) passed by the County of Elgin on January 14, 2003." Please feel ftee to forward a copy ofthis correspondence as deemed appropriate. Yours truly , ~~~~ Lynda Millard Clerk File: ClO CZ003-005 "Celebrate Vienna" May 30, 31 & June 1, 2003 96 Township of MALAHIDE 87 John Street South, Aylmer, Ontario N5H 2C3 Telephone: (519) 773-5344 Fax: (519) 773-5334 Emai!: malahide@townslùp.malahide.on.ca www.township.malahide.on.ca January 21,2003 Ministry of Education, 220d Floor, Mowat Block, 900 Bay Street, Toronto, Ontario M7A IL2 J/lt,1 24 2003 Attention: Elizabeth Witmer Dear Minister: RE: County of Elgin Resolntion - Thames Valley District. Malahide Township Council met on January 16, 2003, and passed the following Resolution: THAT Malahide Township Council endorse the County of Elgin's Resolution questioning the school closure proposed by the Thames Valley District School Area and a request for the Minister to consider reviewing the restructuring of the Thames Valley District School Area. ' We enclose a copy of the Resolution passed by County of Elgin for your records. We look forward to hearing ITom you with respect to this matter. Yours very truly, TOWNSHIP OF MALAHIDE R. MILLARD, C.A.O./CLERK Copy - County of Elgin V - Premier Ernie Eves - Steve Peters, MPP H:\diana\diana's f¡¡~s\Randy 2003\education - county resolution jan 21.wpd RANDALL R. MILLARD C ADICbk Em;:üL clerk~Ì'to\Vnship"malahide"on.ca 97 SUSAN E. WILSON Treasurer Email: treasurer(~i:township.malahide.on.ca Jan 24 2BB3 23:25:17 Via Fax -) 1 519 633 7661 Mark G. McDonald PageBB1 Of BB2 I 1'I"."'.:a" ""II""UIU~" ~v. R OGRA M A .". ................. Combined onferences February 23-26, 2003 Fairmont Royal York Hotel, Toronto 2003 Plenary Speakers... Coming Your Way! Confirmed: Premier Ernie Eves to Attend the 2003 ROMAlOGRA Combined Conferences Premier Ernie Eves is confirmed to speak at the 2003 ROMAlOGRA Combined Conferences on Monday, February 24th at 3:15 p.m. Other speakers at this year's conference Include: Sunday: 3:30 p.m. Hon. Bob Runciman, Minister of Public Safety and Security (invited) 4:00 p.m. Hon. Andy MItchell, Secretary of State: Rural Development and Federal Economic Development Initiative for Northern Ontario(conflrmed) Monday: 9:00 8.m, Minister of Municipal Affairs and Housing (to be invited) 11:308.m. Hon. Norm Sterling, Minister ofTransportation (confirmed) Tuesday: 8:008.m. Norm Miller, Red Tape Commissioner, and MPP for Parry Sound-Muskoka (confirmed) 2:15 p.m. Hon. Helen Johns, Minister of Agriculture and Food(conflrmed) Wednesday: 10:008.m. Linwood Barclay, Columnist for Toronto Star(conflrmed) ....page 2 Rurlill Ontario Municip¡¡1 Associ¡¡tion - Ontario Good Roads Association c/o 530 Otto Road, Unit #2, Mississauga, ON L5T 2L5 Tel: (905) 795-2555 Fax: (905) 795-2660 Email: info@ogra.org .Î:uJ 14/03- C}4~T!IJ(:(.f ¡q/. f 98 Jan 24 2BB3 23:25:35 Via Fax -) 1 519 G33 7GG1 Mark G. McDonald Paye BB2 []f BB2 R OGRA M A Combined onferences FalrmontRoyalYork Hotel, Toronto F.~ru",y 23-20, 2003 Ministers Invited to participate In the Ministers' Forum on February 25th between 3:15 to 4:45 p.m. Include: Hon. John Baird, Minister of Energy Hon. Brad Clark, Minister of Labour Hon. Tony Clement, Minister of Health and Long-Term Care Hon. Brian Coburn, Associate Minister of Municipal Affairs and Housing, Rural Hon. Janet Ecker, Minister of Finance Hon. Brenda Elliott, Minister of Community, Family and Children's Services Hon. Helen Johns, Minister of Agriculture and Food (confirmed) Hon. Tina Mollnarl,Associate Minister of Municipal Affairs and Housing, Urban Hon. Jerry Ouellette, Minister of Natural Resources Hon. Bob Runciman, Minister of Public Safety and Security Hon. Norm Sterling, Minister ofTransportation (confirmed) Hon. Chris Stockwell, Minister of Environment Hon. Jim Wilson, Minister of Northern Development and Mines Minister of Municipal Affairs and Housing (to be invited) Watch for a future faxout containing more details on speakers and workshops at the 2003 ROMAlOGRA Combined Conferences! Call 905-795-2555 if you wish additional information: For delegate program information, ask for Sheila Richardson ßheila«.'Vogra.org) For accommodation information, ask for Cathy Houston ~athy(âìo9ra.org) For long service award information, ask for Theone McCauley theone@.oqra.orq) For information on companion's program, ask for Rayna Gillis ravnacrooara.ora) For information on the Trade Show, ask for Theone McCauley theone@.oqra.orq) We look forward to seeing you there! -2- ./em 24/(13 - Cwif'~nmæ Frl-! 99 elgin st. thomas health unit 99 Edward Street Sl. Thomas, Ontario N5P 1Y8 Telephone: (519) 631-9900 Toll Free Telephone: 1-800-922-0096 Fax: (519) 633-0468 www.elginhealth.on.ca January 17, 2003 Mr. Mark G. McDonald Chief Administrative Officer The County of Elgin 450 Sunset Drive St. Thomas, ON N5R 5V1 JAN 24 2003 Dear Mark: Subject: 2003 West Nile Virus Fundinq Application At its December 18, 2002 meeting, the Elgin St. Thomas Board of Health passed a resolution to make application to the Ministry of Health and Long-Term Care for 2003 West Nile Virus Funding. The Ministry has made this funding available in two parts: Part 1 - January to March 2003 and Part 2 - April to December 2003. As indicated in my previous correspondence, the Ministry of Health and Long-Term Care announced West Nile Virus Funding dollars for provincial health units on a cost-shared basis. This application reflects this announcement. Our Part 1 application (January-March) does not require additional dollars from you at this time. There is an unused portion of County of Elgin dollars from our request to you in December 2002. We were unable to complete the mapping portion of our 2002 West Nile Virus activities and the Board has authorized these unspent dollars to be used to cover the activities required in Part 1 of our 2003 Plan. Our Part 2 application (April-December) included a total of $80,000 for further WNV activities. The Board asked that you be made aware of this potential cost to your Corporation, which would be approximately $23,600.00 for the County of Elgin (59% of the 50% municipal portion). I will be in touch with a further update including more details as to the activities planned once we have received a response to our application from the Ministry of Health and Long-Term Care. If you have any questions, please don't hesitate to contact me at 631- 9900, ext. 202. c. Elgin-St. Thomas Board of Health 100 The Premier of Ontario Le Premier ministre de l'Ontario l~l ~V~ ~.....,. Ontario Legislative Building Queen's Park Toronto, Ontario M7A1A1 Hôte! du gouvernement Queen's Park Toronto (Ontario) M7A 1A1 January 29, 2003 FEB :3 2003 Mrs. Sandra J. Heffren Deputy Clerk County of Elgin 450 Sunset Drive St. Thomas, Ontario N5R 5Vl Dear Mrs. Heffi'en: Thank you for your letter informing me of council's resolution about the recruitment of physicians by municipalities in Ontario. 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 Tony Clement, Minister of Health and Long-Term Care. I trust that the minister will also find council's views informative. I appreciate having this matter brought to my personal attention. Yours sincerely, ç:- ~~ ........- - ç-~ Ernie Eves, MPP Premier c: The Honourable Tony Clement @ 1 01 COUNTY OF OXFORD Phone: (519) 539"9800 Fax: (519) 537-3024 OFFICE OF THE CAO.lCLERK P. O. Box 397, Woodstock Ontario N4S 7V3 January 29,2003 FEB :3 2003 W arden John R. Wilson County of Elgin Administration Building 450 Sunset Drive St. Thomas, ON N5R 5Vl Dear Warden Wilson: Please be advised that Oxford County Council, at its meeting held on January 22,2003, endorsed the resolution from the County of Elgin petitioning the Minister of Education for Ontario to conduct a review of the size and composition of the Thames Valley District School Board to more adequately reflect the urban and rural differences in the delivery of education; to recognize that schools particularly in single school communities have geographic needs that differ from more urban centered schools; and to acknowledge that smaller schools have particular value as evidenced by numerous studies indicating that smaller schools improve student achievement. The above action was taken following your presentation to Council on January 22nd regarding the size and composition ofthe Thames Valley District School Board. By letter, dated January 29,2003, I have notified The Honourable Elizabeth Witmer, Minister of Education, The Honourable Ernie Eves, Premier of Ontario, Dalton McGuinty, Leader of the Opposition, and Joyce Bennett, Chair, Thames Valley District School Board, of Council's decision. Yours very truly, 0AM.LitL1'dvl.../ Brenda J. Tabor Deputy Clerk BJT !kkh Copy - Ernie Hardeman, M.P.P., Oxford - Warden Vance Blackmore, County of Middlesex - County of Oxford's Area Municipalities H~2 www.county.oxford.on.ca.CourtHouse.415HunterStreet.WoodstockOntarioN484G6.caoclerk@county.oxford.on.ca Please circulate to: Clayton Watters; Mark G. McDonald Peter Dutchak; Taryn Shelley .January 30, 2003 Minimum Maintenance Standards - Meeting the Standard Should Protect your Municipality What is a municipality's liability with respect to road maintenance? Subsection 44 (1) oftheMunicipal Act, 2001 states that a municipality having jurisdiction over a highway or bridge shall keep it in a state of repair that is reasonable in the circumstances, including the character and loætion ofthe highway or bridge. A municipality thatfails to keep the highway or bridge in a reasonable state of repair is, subject to theNegligence A~ liable for all damages any person sustains beæuse of the default. Under what circumstances is a municipality not liable? Under subsection 44 (3) of the Municipal Act, 2001 a municipality is not liable forfailing to keep a highway or bridge in a reasonable state of repair if a) it did not know and could not reasonably have been expected to have known about the state of repair of the highway or bridge; or b} ittook reasonable steps to prevent the defaultfrom arising; or c} at the time the æuse of action arose, minimum standards established under subsection 44(4) of the Municipal Actapplied to the highway or bridge and to the alleged default and those standards have been met. Clause ( c) (above) was added to the previousMunicipal Act in 1996 and was the Provincial response to municipalities' requestforrelieffrom onerous court decisions. To enable this defence to be used, the MinisterofTransportation filed Ontario Regulation 239/02: Minimum Maintenance Standards for Municipal Highways (MMS). The Regulation æme into effect on November 1 , 2002. I'~ I~ :::::i=~: ...page 2 ONTARIO GOOD ROADS ASSOCIATION 1 1 8 530 Otto Road, Unit #2 Misslssauga, ON Tel: (905) 795·2555 Fax: (905) 795-2660 Emaìl: info@ogra.org January 30, 2003 How can a municipality use this new defence? To use the defence in court, a municipality must be able to show through documentation that it met the minimum standards, as defined in the Regulation. Documentation and record keeping are critical. OGRA has designed patrol fonns, with inputfrom municipal solicitors and municipal public works employees, to assist our members with their record keeping. If a municipality had already adopted roadway service standards, what steps are necessary to use the new defence? It is important that there not be two sets of standards. Municipalities that have adopted roadway service standards should revise them to become levels of service (LOS). If a municipality had already adopted levels of service, what other steps are necessary to use the new defence? If a municipality had adopted levels of service (LOS), these should be reviewed to ensure they meet the minimum maintenance standards. Ifthe LOS meet the minimum maintenance standards, and if adequate documentation is kept, a municipality can use the new defence. If a municipality has not adopted levels of service, what steps should a municipality take? Municipalities should adopt levels of service (LOS). LOS are an important tool with which to set budgets and resources for maintenance activities. If the levels of service meet the minimum maintenance standards, and if adequate documentation is kept, municipalities can use the new defence. How is OGRA assisting its municipal members? 1. OGRA is preparing a guideline for developing levels of service, and is converting roadway service standards to levels of service that meet the minimum maintenance standards. Infonnation on this will be available in the nearfuture. The guideline will replace both the 1995 and the 2002 editions of OGRÄs Guide for the Development of Policy for Roadway Service Standards for Municipal Roads in Ontario. Municipalities should cease to use this Guide. The new guideline will address the fifteen maintenance standards in the Regulation, and other maintenance activities not covered by the standard. OGRA believes that levels of service (LOS) will minimize a municipality's risk if they are reasonable, funded and operationalized. I~ II!!if¡; ¡:;;;.~ ONTARIO GOOD ROADS ASSOCIATION 2 119 JtJJuary 30, 2003 2. OGRAis preparing answers to Frequently Asked Questions about the minimum maintenance standards. These will be available through the OGRA web site within the next two weeks. The F AQs will be updated as municipalities contact OGRA and let us know their experiences with the minimum maintenance standards. 3. OGRA has developed routine patrol record forms to assist with documenting a municipality's compliance with the minimum maintenance standard. Winter patrol forms have also been developed, and both forms are available on the OGRA web site. 4. OGRA has developed a guideline using "accepted traffic engineering methods" that provides annual average daily traffic following a manual four-hour traffic count. The guideline is available on the OGRA web site. 5. OGRA has developed a two-day training program on the road-related contentofthe'\.1unicipal Act, 2001 and the minimum maintenance standards. OGRA will provide this training to municipalities on a contract basis. - 6. OGRA has requested municipalities and the insurance industry to provide OGRA with statements of claim involving the minimum maintenance standards. OGRA will monitor the use ofthe minimum maintenance standards to see if the legislation meets its original intent: to reduce municipal liability. Who should I contact for further information? For more information, please contact OGRA offices: (905) 795-2555 Frank Hull, P. Eng., ManagerofTechnical Services, Email:frank(ã).oqra.orQ Diana Summers, Policy Manager, Email:diana@oqra.orQ W ;c:¿;;¡¡;.;r.¿;;: 3 ONTARIO GOOD ROADS ASSOCIATION 120 ~ January 30, 2003 Mr. Mark G. McDonald Chief Administrative Officer County of Elgin 450 Sunset Drive St. Thomas, ON N5R 5V1 Dear Mr. McDonald: PROPOSAL LAND AMBULANCE SERVICE DELIVERY OPTIONS & AMBULANCE STATIONS Thank you for your telephone call on January 29, 2003 inviting IBI Group to submit a proposal to carry out a review of land ambulance service delivery options and ambulance station locations on behalf of the County of Elgin. We are pleased to submit this letter of proposal containing a suggested scope of work and fee estimate for this consultant assignment. We thank you for providing us the opportunity to submit this proposal and wish to assure you of our willingness to commit the resources necessary to carry out this assignment to your complete satisfaction. Sincerely, IBI GROUP ~/~ Marvin Rubinstein Associate c.c. Neal Irwin, Managing Director 230 Richmond Str~et West, 5th Floor, Toronto, Ontario, Canada M5V lV6 (416) 596-1930, FAX (416) 596-0644 IBI is a group of companies praclisirig professional consulting and is affiIil1ted with BIA Beinhaker/Irwin Associates Architects, Engineers, Planners 121 Land Ambulance Service Delivery Options & Ambulance Stations Proposal to The County of Elgin January 30, 2003 illI GROUP 122 CONTENTS 1. CONTEXT 1 2. OBJECTIVE & SCOPE 2 3. APPROACH 3 4. WORK PLAN 4 Task 1 - Assemble & Review Available Information 4 Task 2 - Benchmark Current Ambulance Operations 4 Task 3 - Select Assessment Criteria 5 Task 4 - Comparative Assessment of Service Delivery Options 5 Task 5 - Financial Analysis 5 Task 6 - Station Location Assessment 6 Task 7 - Ambulance Operator Interviews 7 Task 8 - Formulate Recommendations 7 Task 9 - Reports & Presentations 7 5. TIMING 8 6. CORPORATE QUALIFICATIONS 9 7. OUR TEAM 10 8. REFERENCES 11 9. BUDGET & TERMS 12 CORPORATE BROCHURES (ENCLOSED) illI "ROCP PROPOSAL - 01130/03 123 LAND AMBULANCE SERVICE DELIVERY OPTIONS & AMBULANCE STATIONS County of Elgin 1. CONTEXT In 1997, in concert with a series of initiatives intended to realign the delivery of public services, the Ontario Provincial Government transferred the responsibility for land ambulance service delivery to Upper Tier Municipalities. Bill 152, Services Improvement Act of 1997, set the transfer mechanism into effect. According to the transfer mechanism Upper Tier Municipalities were provided with three choices. They could choose to: · Contract with a licensed land ambulance operator, who was already providing service in the municipality; · Select a land ambulance service provider by way of a competitive RFP process; or · Deliver the ambulance service directly as a municipal function using municipal resources. Following careful consideration of the options, Elgin County entered into contract with the existing two local land ambulance operators: St. Thomas Elgin General Hospital and Rodney Ambulance Service. The initial term of the contracts commenced on January 1, 2001. Each operator is responsible for the day-to-day ambulance function within a defined catchment area within the County. The contracts expire on December 31, 2003. However, they provide for a future extension of up to three additional years provided the operators are given 6 months advance written notice. The above notwithstanding, for the following reason contract renewals with both operators are no longer possible. St. Thomas Elgin General Hospital has notified the County of their decision to terminate their involvement in land ambulance operations upon the expiry of the current term of contract. Accordingly, the County must consider alternative options such as: · Secure the services of one or more land ambulance operators by way of a competitive RFP process; · Replace the current 'contract-out' arrangement with that of a direct delivery system. In this option the County would set up and staff an 'in-house' unit to deliver the land ambulance function; or · Extend Rodney Ambulance Service's contract and for the Hospital's catchment, consider either a) an RFP or b) a direct delivery system. County Council directed, ~taff to engage the services of a professional consultant to carry out an independent revieW of the County's options and to recommend a preferred ambulance service delivery arrangement. IBI 1 GROL'" PROPOSAL - 01/30103 1 24 LAND AMBULANCE SERVICE DELIVERY OPTIONS & AMBULANCE STATIONS County of Elgin 2. OBJECTIVE & SCOPE The primary objective of this consultant assignment is: ... To review the County's land ambulance service delivery options and recommend a preferred ambulance service delivery arrangement... The following ambulance service delivery options are to be considered: competitive RFP for one or more land ambulance operators and an 'in-house' direct delivery system. At County staffs request, the scope of the assignment will include recommendations on: · A management structure for the County's land ambulance administration to support the preferred ambulance service delivery arrangement; · Critical path timeline for transition to the preferred ambulance service delivery arrangement by December 31, 2003; and · Ambulance station locations to accommodate the County's current and future ambulance service needs'. 1 The consultant is advised that the County's fleet of 8 ambulances presently operates from out of four stations having only sufficient space to accommodate 7 ambulances: · 2 bay station in Rodney and 1 bay station in Dutton, both operated by the Rodney Ambulance Service: · Relatively small 1 bay station in Aylmer and a 3 bay station on the 9rounds of the St. Thomas Elgin General Hospital in St. Thomas. Hospital expansion plans preClude the continued use of the latter station over a long term. illI 2 GROUP PROPOSAL - 01/30103 125 LAND AMBULANCE SERVICE DELIVERY OPTIONS & AMBULANCE STATIONS County of Elgin 3. APPROACH For this assignment 181 Group proposes to adopt an approach similar to that, which the firm has used previously and successfully on similar ambulance reviews including those completed for the County of Oxford and the District of Parry Sound. The major components are: · Benchmark the existing ambulance operations, including the call volume demand, system utilization and response time performance; · Review the terms of the prevailing service agreements; · Review land ambulance operating expenditures; · Assess the alternative service delivery arrangements using commonly accepted evaluation criteria; · Assessment of station locations relative to the demand for ambulance services, using as a basis the spatial distribution (geoplot) of code 4 (emergency) ambulance call origins; and · Formulate recommendations. The work program will include frequent communications with client to ensure that issues are clearly identified, that the analysis is thorough and that the findings are appropriate and practical. In consultation with client, the work program will also include interviews with the current land ambulance operators and their key senior staff. IBI 3 GROue PROPOSAL - 01/30/03 126 LAND AMBULANCE SERVICE DELIVERY OPTIONS & AMBULANCE ~TATIONS County of Elgin 40 W~RK PLAN Presented below are the tasks, which we propose to carry out to fulfill the requirements of this consultant assignment. Task 1 - Assemble & Review Available Information Assemble available documentation and plans pertaining to the existing EMS delivery system, including: · Coverage e"g., existing stations, vehicles and approved staffing patterns · Ambulance call demand. For this assessment We will require a copy of the ARIS CD issued by MOHL TC containing Elgin County's call volume history for '96 to 2002 · Ambulance service performance, budgets and financial reports · Land ambulance services agreements (operators' contracts) and any changes enacted since they were put into effect · Organizational charts and job descriptions · Protocols and practices instituted by Elgin County pertaining to contract administration, reporting and communications. We will review and acquaint ourselves with the information, including the existing terms of contract, contract administrative, reporting, and communications protocols and practices. Task 2 - Benchmark Current Ambulance Operations Profile the demand for ambulance services using as a basis the Ministry issued ARIS CD. The profile will include: · Call volume growth - 1996 to 2002 · Current volume of calls generated in Elgin County and calls attended by local ambulance services · Unit hour utilization · Response time performance relative to the legislated 1996 value (90th percentile to code 4 emergencies). IBI 4 GROUP PROPOSAL - 01/30/03 127 LAND AMBULANCE SERVICE DELIVERY OPTIONS & AMBULANCE STATIONS County of Elgin Task 3 - Select Assessment Criteria Presented below are the assessment criteria, which other municipalities have used for their asSessments of alternative ambulance service delivery arrangements. We will review the assessment criteria with client, and adjust them as required. · System management & administration: This criterion refers to the respective capabilities of a) operators and b) municipality to manage, administrate and I or oversee the land ambulance system. This criterion is particularly important as it relates directly to the municipality's capability to maintain service quality and control costs. · Operational ffexibility. This criterion refers to a municipality's capability to effect operational adjustments, when they are required e.g., in response to variations in public policy, change in demand for service, or to improve operational or response time performance. · Risk management This criterion refers to a municipality's capability to manage the risks associated with the ambulance service delivery function including those pertaining to labour and potential service interruptions. · Public-sector costs: Under this criterion the service delivery choices are assessed in terms of their respective public sector costs and the potential to contain those costs. Task 4 - Comparative Assessment of Service Delivery Options In this task we will perform a comparative assessment of the alternative service delivery options, using as a basis the criteria established in Task 3. The options will include: competitive RFP for one or more land ambulance operators, an 'in-house' direct delivery system and extension of Rodney Ambulance Service's contract. The assessment will take the following into account: · Local features and factors assembled in Task 1, and · Best practices from comparable jurisdictions; this information to be drawn from similar work previously completed by IBI Group on behalf of other Ontario municipalities. Task 5 - Financial Analysis The objective of this task is to ascertain the current level of expenditure for ambulance services in Elgin County and the potential impacts on the current expenditure level (increase or decrease) und.er the alternative ambulance service delivery arrangements. The output from this task is. a requisite input to Task 4. · Assemble and review available financial information (operational budgets and I or year-end statements) for 2000, 2001 (year of assumption), 2002 and projected 2003. illI 5 GOO"" PROPOSAL - 01/30/03 128 LAND AMBULANCE SERVICE DELIVERY OPTIONS & AMBULANCE STATIONS County of Elgin · In consultation with client, review potential additional near-term financial pressures2, as may be attributed to such items as: Labour trends (wages and benefits) Capital and operational resource requirements identified by client Operator requests for budget increases Other e.g., insurance, severance accrual, inter-municipal costs I revenues. · Organize the financial information into major components, such as: Operator costs - salaries, wages & benefits; transportation, services & supplies Municipal costs - administrative; vehicle I equipment reserves; severance; insurance Inter-municipal revenue I costs; and Provincial grant. · Investigate the potential impacts of the altemative ambulance service delivery arrangements on the current expenditure level. Estimate, in terms of 'order-of- magnitude', the potential increase I reduction in expenditure level. · Input the results into the Task 4 comparative assessment. Task 6 - station Location Assessment In this task we will assess station locations relative to the demand for ambuiance services, using as a basis the spatial distribution of emergency code 4 ambulance call origins. · Review annual call volume trends and 90th percentile response times for emergency code 4 calls; · Prepare a geoplot of current emergency code 4 call origins; · Based on the above, formulate suggestions on appropriate station locations; · Review the findings with London CACC management and the local ambulance operators, and adjust the assessment as appropriate3. 2 Proposed scope of work does not include the preparation offuture call volume projections or projections of future ambulance resource needs. In this regard the scope is limited to information, opinions or suggestions provided by client and operators. 3 The scope of the assignment will not include an audit ofthe condition ofthe current stations relative to MOHL TC General Specifications for Ambulance Stations. illI 6 "<DU' PROPOSAL - 01/30103 129 LAND AMBULANCE SERVICE DELIVERY OPTIONS & AMBULANCE STATIONS County of Elgin Task 7 - Ambllance Operator Interviews This task involving interviews with the local ambulance operators, is intended to round out and validate the analysis carried out in Tasks 2, 4, 5 and 6. · In consultation with client, participate in interviews with local land ambulance operators and their senior supervisory staff. · Solicit ambulance operators' opinions and suggestions on key aspects of the existing ambulance services delivery system. including but not limited to the following: operational trends, needs, gaps and pressures; effectiveness of current governance, organizational and reporting arrangements; service performance and costs; and alternative service delivery options. · Refine the comparative assessment (discussed in Task 4 above) using the ambulance operators' opinions and suggestions as the basis for the refinement. In addition to the Operators we will interview other members of the Land ambulance Technical Advisory Committee, if not in person then by telephone. At minimum we will interview the paramedic representatives and the elected official on the Committee. Task 8 - Formllate Recommendations Recommendations to include: · Preferred land ambulance service delivery arrangement; · County land ambulance administration to support the preferred delivery arrangement; · Critical path timeline for transition to the preferred delivery arrangement; and · Ambulance station locations to accommodate the County's current and future ambulance service needs. Task 9 - Reports & Presentations We anticipate the preparation of three reports: interim report, draft final report and final report. Reports will be submitted to client bye-mail in an electronic format (Microsoft Word, Excel, Powerpoint). We will attend a meeting with client to review the draft report. Subsequently, the draft will be revised as appropriate, in accordance with client's direction. We will attend a meeting of County Council to present the findings. IBI GROG' PROPOSAL - 01/30/03 7 130 LAND AMBULANCE SERVICE DELIVERY OPTIONS & AMBULANCE STATIONS County of Elgin 5. TIMING We are cognizant of the County's need to have this assignment completed as quickly as possible. Accordingly, we are prepared to commence immediately upon receipt of written authorization. Assuming receipt of the County's written authorization to proceed during the week of February 3'" and barring any significant delays beyond our control, we are prepared to commit to the following timeframe for the completion of this assignment" · Interim report Late February · Draft final report Late March · Client review meeting Late March · Final report Early April · County Council presentation Early April If during the course of the review, timing becomes an issue of concern, then Task 6 'Station Location Assessment' will be relegated to secondary priority and our efforts will be redirected to an early completion of the primary objective, nameiy the recommendation of a preferred land ambulance service delivery arrangement. Once that is compieted; we will resume and conciude our report on station locations. .. Examples of potential delays beyond our control would include: inability of County resources to deliver agreed upon data in a timely fashion following the submission of a data request; COUnty staff or operators not being able to attend a scheduled meeting due to illness; etc. IEI GROUP PROPOSAL - 01/30/03 8 131 LAND AMBULANCE SERVICE DELIVERY OPTIONS & AMBULANCE STATIONS County of Elgin 6. CORPORATE QUALIFICATIONS IBI Group, established in 1974, is a multi-disciplinary consulting and design firm of some 500 personnel who provide professional services in four broad areas: transportation planning and engineering; advanced information technology, communications and control systems; land use planning and urban development; and building infrastructure engineering. The firm, a unique combination of analysts, synthesists and designers, is also the foremost organization in Ontario specializing in ambulance consulting services. IBI Group has assisted numerous Ontario municipalities and districts with their decisions on ambulance govemance and service delivery. Among others, the firm's clientele include: York, Durham and Halton Regions; City of Hamilton; Regional Municipality of Sudbury; Oxford, Middlesex and Simcoe Counties, several DSSABs, the United Counties of Prescott & Russell, and the Town of Parry Sound. Advice on governance and service delivery is but one of the ambulance consulting services which IBI Group provides. Other ambulance consulting services include public poiicy and investment, resource deployment and operations, ambulance dispatch, design and execution of ambulance operator RFP's and EMS contract negotiations. Appended to this letter are two corporate brochures, which provide additional information on IBI Group's ambulance consulting services, projects and clientele. IBI 9 GROVP PROPOSAL - 01/30/03 132 LAND AMBULANCE SERVICE DELIVERY OPTIONS & AMBULANCE STATIONS County of Elgin 7. OUR TEAM Marvin Rubinstein, Senior Associate of IBI Group, will be responsible for this assignment. He will be assisted by Darryl Culley, an IBI Group affiliate. Marvin and Darryl work together frequently on ambulance assignments carried out by IBI Group. Their involvement in ambulance goes back many years and includes both land and air ambulance. Presented below are brief biographical sketches for Marvin and Darryl. Their resumes can be forwarded upon request. Marvin Rubinstein Marvin Rubinstein is a Senior Associate of IBI Group. His professional background includes over 25 years progressive management experience in the private and public sectors, dealing with a broad range of issues in the fields of transportation, ambulance and emergency services. Marvin has managed a variety of professional consulting assignments on behalf of IBI Group, including all their ambulance consultant assignments. In these assignments Marvin's role has included project management, public policy investment analysis, organizational and operational analysis, financial analysis, stakeholder consultation, RFPs and contract negotiations. Marvin's ambulance clientele include MOHL TC, upper tier municipalities throughout Ontario, District Social Services Administration Boards, municipal restructuring transition Boards and non-profit organizations. As a result of the quality of the work performed and the personal attention given to each project, clients call upon Marvin repeatedly for consulting services. Over the past few years Marvin has completed 4 ambulance consultant assignments for the Regional Municipality of York, 2 for Oxford County, 3 for the City of Hamilton, 2 for MOHL TC and 2 for the City of Ottawa. Darryl Culley Darryl, offers approximately 20 years experience in Emergency Medical Services and Long Term Care fields. As an affiliate to IBI Group for the past four years, Darryl has participated as an analyst and specialist advisor in almost all of the ambulance consulting assignments undertaken by the firm. Darryl's career includes working for the Ontario MOHL TC Emergency Health Services Branch as the Assistant Regional Manager, Central East Regional Office. Prior to that he held a number of supervisory and management positions with air ambulance and atCentral Ambulance Communications Centres in Mississauga, Oshawa, WaterloolWellington and Niagara. Darryl, a former paramedic, having worked for both the St. Catharines and District and Niagara on the Lake Ambulance Services in the early to mid 1980's, is also active in the field of Emergency Preparedness. Darryl is a part time instructor in the Emergency Telecommunications Certificate Program at Humber College, and has appeared as a speaker at several EMS and Disaster Management conferences. IBI GROVe PROPOSAL - 01/30/03 10 133 LAND AMBULANCE SERVICE DELIVERY OPTIONS & AMBULANCE STATIONS County of Elgin 8. REFERENCES Presented below are references for projects of similar or related services. Town of Parry Sound Client Contact: Mr. Don Brisbane, Director of Emergency Services, Town of Parry Sound (705) 746-4858 Retained to assess the existing EMS delivery system involving three 'contracted' ambulance operators and to investigate alternative EMS delivery arrangements. Recommendations to include a preferred long-term ambulance service delivery arrangement, transition plan, municipal organizational structure to manage the service and opportunities by which to improve EMS quality in the short-term. County of Oxford Client Contact: Mr. Carmen D'Angelo, Manager of Ambulance Services, County of Oxford (519) 539-9800 ext. 269 Study to determine a long-term land ambulance service delivery mechanism for the County. Options included contracting out to local land ambulance operators, amalgamation of ambulance and fire services and County direct delivery of land ambulance services. Study also included an assessment of current and proposed land ambulance station locations. Regional Municipality of Sudbury Client Contact: Mr. Tim Beadman, Acting General Manager Emergency Services, City of Greater Sudbury (705) 671-2489 Land ambulance service review pertaining to the transition of responsibility for land ambulance service delivery. Study included evaluation of service delivery options; analysis of existing resources and station locations; stakeholder consultations; and system design to promote quality pre-hospital patient care services through 'performance based' policies and standards. Southwest Ontario Upper Tier Municipalities Client Contact: Mr. Denis Me"all, Director of Transportation and Emergency Services, County of Middlesex (519) 434-7321 ext.228 Land ambulance review for Counties of Bruce, Elgin, Grey, Huron, Lambton, Middlesex, Oxford and Perth, Chatham-Kent and Haldimand-Norfolk. The scope included an assessment ofaltemative ambulance service delivery arrangements; demands for service, staffing, vehicles and training, non-emergency medical transport, financial analysis; preparation of a template RFP and contract; and stakeholder consultations. IBI GROC' PROPOSAL - 01/30/03 11 134 LAND AMBULANCE SERVICE DELIVERY OPTIONS & AMBULANCE STATIONS County of Elgin 9. BUDGET & TERMS Based on the scope of work described in this proposal, we estimate the cost of this consulting engagement to be $24,650. The estimate includes all the described tasks includino Task 6 'Station Location Assessment'. The estimate includes all professional service fees and expenses e.g., travel, long distance telephone and photocopying; however it excludes applicable taxes i.e., GST & PST. We are prepared to commit to the above budget estimate provided that there are no significant adjustments to the scope of work or significant delays beyond our control i.e., inability of County resources to deliver agreed upon data in a timely fashion following the submission of a data request; County staff or local ambulance operators not being able to attend scheduled meetings; etc. In developing the budget estimate we have assumed the following: · One County resource will function as Client Project Manager and be the primary point of contact for this assignment; · Data will be delivered in a timely fashion, following the submission of a data request; · Client Project manager will help to arrange meetings with the Operators. Typically, our standard hourly charge-out rates are $200 per hour for Marvin Rubinstein and $130 per hour for Darryl Culley. In view of the strategic nature of this assignment and its importance to our firm we have discounted our fees for this assignment by 15%. For invoicing we propose the following terms. Invoices to be submitted at the end of each month. They will include fees and expenses incurred during the previous month. Fees to be calculated on the basis of time spent using the above noted hourly charge-out rates, to which a 15% discount will apply. Expenses to be charged at cost, without the added burden of an administrative charge for handling. GST to be added to the invoiced amount. Payment of invoices will be expected within 30 days of invoicing. Thank you for providing us the opportunity to submit this proposal. illI eRoep PROPOSAL" 01/30/03 12 135 St. C'J'homas & :JJistrid Labour Councï! Chartered in May 1956 by THE CANADIAN LABOUR CONGRESS JliN 30 2003 January 28, 2003 Warden and Members of Elgin County Council 450 Sunset Drive St. Thomas, ON N5R 5V1 Dear Sirs: At a recent meeting of the St. Thomas & District Labour Council the following motion was passed: "That Council invite a representative from ONA Local 36, CAW Local 302 and OPSEU Local 159 from the St. Thomas Elgin General Hospital to attend the February 17, 2003 meeting of Labour Council to report on actions and plans to date to Save our local hospital, and to also invite City and County counsellors to the same meeting." The meeting will be held on the aforementioned date at the Labour Centre, 18 Princess Avenue, St. Thomas, Ontario. Please advise us if a representative from your Council will be able to attend by calling 633-0966 or by fax at 633-0569. Sincerely, ø~!Î ul-¡i+ Beverley A. WrighP President St. Thomas & District Labour Council c.c: ONA Local 36, OPSEU Local 159, City of 51. Thomas Council, County of Elgin Council ope;u 225 136 41 MONDAMIN STREET . ST. THOMAS, ONTARIO N5P 2V4 1m ~ A~ \!?l q¡¡ Minister of Fisheries and Oceans Ministre des Pêches et des Océans Ottawa, Canada K1 A GE6 .Ið~J ~o 2003 JAN 2 8 200Jrii/ Mr. Mark G. McDonald Chief Administrative Officer County of Elgin 450 Sunset Drive St. Thomas, Ontario N5R 5V1 Dear Mr. McDonald: Thank you for your letter of November 4, 2002, in which you request funds for costs incurred by Elgin County to contract engineering consultants to develop concept design plans to address the Highway 42 Elgin County shoreline erosion and stabilization problem. It is my understanding that you propose that the cost of $16,400 be shared between the County and participating federal and provincial government authorities. I commend you for the work you have done in addressing the erosion problems in your area. Fisheries and Oceans Canada (DFO) staff in the Sarnia office are available to review the plans and provide advice where warranted. That being said, DFO does not usually provide funding support for projects of this nature. Thank you for bringing your project to my attention. Yours truly, /' P __ ~~.~ Robert G. Thibault c.c.: Mr. Gar Knutson, M.P, Mr. Steve Peters, M.P.P. Canadã 137 ~ COWANru Public Entity Frank Cowan Company Limited 4 Cowan Street East Princeton, ON NO] 1 VO www"frankcowan.com 1 800 265 4000 T/5 194584331 FI 5194584366 Canada's Insurance & Risk Specialists fEB 5 2003 Februaty 3, 2003 Mr. Mark McDonald, CAO The County of Elgin 450 Sunset Drive St. Thomas, ON N5R 5Vl Dear Mark: At our recent insurance renewal meeting a question was asked regarding non-repair of road claims involving both the County and the lower tier municipalities. Plaintiff's solicitors routinely name everyone imaginable and of course all those named report the claim to their respectiv'e insurers and the costs begin to mount as the adjusters and lawyers are hired to defend. It is a very expensive process. The request was that when more than one municipality is named in a claim can Cowan, when they are. the insurer for all the municipalities ÍI1volved, ensure that only one deductible is charged? We have dispussed this issue with our claims department and they will undertake to do the following: When Cowan insure both or all of the municipalities involved and it is readily apparent which municipality the claim shollld involve, Cowan will undert¡¡ke to set up one file and defend the claim under the appropriate policy and thus eliminate expenses for the other municipalities. However, we can see two exceptions to that undertaking: (a) When jurisdiction or li¡¡bility i~ not clear (b) When the plaintiffs solicitors do not agree with our assessment and do not let the innocent municipality out of the claim ' This should give Cowan clients an advantage and reduce at least some of the needless expense for these kinds of claims. Yours sincerely, FRANK COWAN COMPANY LIMITED ~ kg! Bryce Sibbick Enc!. Senior Account Manager ee: Mr. Rob Pearson Cusœ.dlnsrurnneej\~u&e~ 8 Wellington Street St. Thomas, ON N5R2P2 f1 COUNTY OF ELGIN By-Law No. 03-05 "TO AMEND BY-LAW NO. EG1 (01-40\. BEING A BY-LAW FOR THE REGULATION OF TRAFFIC" WHEREAS pursuant to Section 210, of the Municipal Act, being Chapter M.45, R.S.O. 1990, as amended, the Council of the Corporation of the County of Elgin did pass By-Law No. EG1 (01-40) for the regulation of traffic; and WHEREAS now pursuant to Section 11 (2) ofthe Municipal Act, 2001, S.O. 2001, c. 25, an upper-tier municipality may pass by-laws respecting matters within the spheres of jurisdiction described in the Table to this section; and WHEREAS said Table authorizes an upper-tier municipality to pass by-laws regulating parking and traffic on highways; and WHEREAS the Ministry of the Attorney General has reviewed the short form wording of By-Law EG1 (01-40) and directed amendments be made to said By-Law; and WHEREAS it is deemed necessary and appropriate to amend By-Law No. EG1 (01-40). NOW THEREFORE the Municipal Council of the Corporation of the County of Elgin enacts as follows: 1. THAT Schedule "F" of By-Law No. EG1 (01-40), Item 39, be amended to indicate N/A for Early Voluntary Payment and to increase the Set Fine for Parking in a Designated Disabled Person Parking Space to $300. 2. THAT this By-Law shall come into force and take effect upon written approval of the Ministry of the Attorney General. READ a first and second time this 11th day of February 2003. READ a third time and finally passed this 11th day of February 2003. Mark G. McDonald, Chief Administrative Officer. John R. Wilson, Warden. " 138 COUNTY OF ELGIN By-Law No. 03-06 "BEING A BY-LAW TO AUTHORIZE THE WARDEN AND THE CHIEF ADMINISTRATIVE OFFICER TO SIGN A LEASE WITH PROFESSIONAL APPRAISAL ASSOCIATES" WHEREAS the Corporation of the County of Elgin wishes to renew the lease for space in the Eigin County Administration Building at 450 Sunset Drive, SI. Thomas; and WHEREAS Professionai Appraisal Associates has agreed to renew the lease for the area on the second fioor, Rooms #230 and #232, of the said Administration Building, under certain terms and conditions; NOW THEREFORE the Municipai Council of the Corporation of the County of Elgin enacts as follows: 1. THAT the Warden and the Chief Administrative Officer are hereby authorized to si9n a lease with Professionai Appraisal Associates, setting forth the various conditions under which the tenant will occupy space at 450 Sunset Drive, SI. Thomas, for the period March 1,2003 to February 28, 2006. READ a first and second time this 11th day of February 2003. READ a third time and finally passed this 11 th day of February 2003. Mark G. McDonald, Chief Administrative Officer. John R. Wilson, Warden. '" 139 OPTIONS / OPPORTUNITIES CURRENT ELGIN MANOR HOME FOR THE AGED COUNTY OF ELGIN F. J. GALLOWAY ASSOCIATES INe. Management and Planning Consultants December 2002 E]. GALLOWAY ASSOCIATES INC. Management and Planning Consultants December 4, 2002 Mrs. Helen Notte, Director of Homes and Seniors Services 39322 Fingal Line, R.R. #1 ST. THOMAS, ON N5P 3S5 Dear Mrs. Notte: Thank you for the opportunity to be considered for the consulting assignment to lead the process to determine possible options and opportunities for the current Elgin Manor building. Your overview of the project and the tour of the facility, along with the input of your staff, was most helpful in understanding the scope and direction of this important County initiative. Attached is a copy of our proposal. It provides a proposed work program, project costs and profile of the Consultants. This project is consistent with a number of assignments that we have had the opportunity to undertake. Two of particular relevance would involve: · Project Consultant to the County of Middlesex in developing the proposed continuum of residential services on the Strathmere Lodge site in Strathroy, involving private condominiums, supported housing, partnered townhousing, a long term care facility and potential commercial/developments. . Review of the major food store building on Talbot Street in St. Thomas as a possible multi-service centre for social and community services providers. [ hope this information is helpful in your deliberations. [fyou require any further information, please contact me. Again, thank you for the opportunity to submit this proposal and [ wish you the very best in this important endeavour. Yours truly, F. J. GALLOWAY ASSOCIATES INC. /.lßtt Fred.! alloway, M.B.A. l PresIdent 350 Oxford Street w., Suite 203, London, Ontario. N6H ITJ . Telephone (519) 641-1325 . Fax (519) 472-9354 TABLE OF CONTENTS COUNTI OF ELGIN OPTIONS / OPPORTUNITIES FOR ELGm .MANOR 1.0 INTRODUCTION .......................................................................................................................... 1 2.0 WORK PROGRAM.......................................................................................................................2 2.1 Proj ect Initiation........................................................................................................................... 2 2.2 Phase 1 - Research........................................................................................................................ 2 .1 Building Profile......................................................................................................... ....... ............ 2 .2 Building Condition Study (Optional) ........................................................................................... 3 .3 Stakeholder Input................................................................... ....................................................... 4 .4 Market Assessment and Other Municipal Experiences ................................................................ 5 .5 Draft Research Report .................................................................................................................. 5 .6 County and Consultants Meeting ................................................................................................. 6 .7 Phase 1 - Report............................................................................................................................6 .8 County Council Presentation ........................................................................................................ 6 2.3 Phase 2 - Opportunities and Recommendations ........................................................................... 6 .1 Phase 2 - Initiatives ......................................................................................................................6 .2 Phase 2 - Report............................................................................................................................ 7 .3 Phase 2 - Report Review .............................................................................................................. 7 .4 County Council Presentation ........................................................................................................ 7 .5 Final Reports ................................................................................................................................ 7 .6 Follow- Up..................................................................................................................................... 7 3.0 PROJECT SCHEDULE AND FEES............................................................................................ 8 3.1 Project Schedule ........................................................................................................................... 8 3.2 Project Fees..................................... ............................................................................................. 8 4.0 PROJECT CONSULTANT...........................................................................................................8 Table of Contents 1.0 INTRODUCTION Since 1964, Elgin Manor has been providing residential, nursing and related services to Elgin County seniors. The County has undertaken modifications and upgrades to the facility over the years which is one of three long term care facilities operated by the County. With the introduction of new long term care facility policies and design standards in the 1990's, Elgin Manor was classified as a 'D' facility by the Province of Ontario. This classification has ultimately lead to the need to develop a new Elgin Manor to the east of the current facility. This new facility will meet contemporary standards and provide a significantly enhanced living environment for over 90 residents. With the opening of the new Elgin Manor in May 2003, the current facility will be available for alternate uses. This current facility comes with a comprehensive array of features. These will involve: · Access to municipal water · Availability to use some of the site's sewage treatment capacity. · Potential use of most of the fixtures, furnishings and fit-outs within the current Elgin Manor, including the commissary, meeting rooms, residential rooms and related materials. It is recognized that some of the building's systems, such as the boilers, are thirty-five years old, while other systems, such as some of the area specific air conditioners, are newer. The facility has a range of possible features related to their operability, value and application. Also to be considered, is that the current Elgin Manor is located on a rural site just east of the settlement area of FingaL It now sits adjacent to the new Elgin Manor and an elementary school is situated across the road. Overall, the setting is extensively rural, and any alternate uses would need to consider this particular context, the potential need for public transit to facilitate access and other parameters that will impact alternative use potentials and economic values. The challenge associated with the reuse of the current Elgin Manor, is to work with community organizations, stakeholders, neighbours, staff and others to explore creative, partner-based, service continuum and other scenarios that could allow for this facility to be re-invested in and to achieve a valuable new use or uses. PRoPOSAL SUBMISSION TO TIIE COUNTY OF ELGIN OPTIONS I OPPORTUNITIES FOR ELGIN MA..t"iOR PAGE I 2.0 WORK PROGRAM The following work program is proposed as a tentative strategy for moving the project forward. The final work program would be developed in conjunction with the County representatives at the project initiation meeting. 2.1 Project Initiation The following tasks would be undertaken at the project initiation meeting: ~ · Finalization of any required formal documentation. · Review and further development of the work program · Transfer of key documents, statistics, floor and building plans, reports and related materials and information. · Identification of the key contacts for interviews and input. ~ - · Establishment of key meeting and related dates, involving neighbours and other groups. .,.. ...... · Other tasks necessary for the successful completion of the program. 2.2 Phase 1 - Research .1 Building Profile Before input is received and alternatives are developed, a need exists to develop a comprehensive profile of the facility in terms of the following: -~ · Total and sector square footages. · Equipment and furnishings inventory · Age of the building and major pieces of equipment, plus major capital upgrading and development work histories. · Site size and configuration possibilities. PRoPOSAL SUBMISSION TO THE COUNTY OF ELGlN OPTIONS I OPPORTUNITIES FOR ELGIN MA.I"'IOR PAGE 2 · Potential availability date · Any restrictions, constraints or limitations that may exist on the deed or that the County may wish to impose on the transition of the facility. This task will likely result in a three to five page summary sheet that can be utilized to facilitate discussions with stakeholders and potentially interested parties so that there is relatively complete information available. .2 Building Condition Study (Optional) It is likely, in order to facilitate more detailed discussions, a Building Condition Study will be required during the building profile process. Such a study would allow electrical, mechanical and structural engineers to assess the condition of the building as a means to: · Identify any potential building code issues and their remedies · Assess life expectancy and performance characteristics of key building units, such as the boiler system, roof, etc. · Assess the building's structural integrity and list any deficiencies · Identify the contemporary capacities I potential of the mechanical, electrical and related building systems. · Other considerations related to configuration and layout opportunities. · Recommended short and long term upgrades, possible future building investment needs, etc. It is recognized that for many applications, Elgin Manor may need to be reduced to its shell and be rebuilt. However, perspective parties would likely, before getting extensively involved in detailed discussions, want to know ITom an engineering perspective, the quality of the building and what the potential user may be faced with. In today's world, concerns related to asbestos, toxic materials and so forth, both in the building and on the grounds, generally raise significant barriers around a third parties interest in an existing, older facility. This task within the work program is presented as an option to the County and has been priced separately. PRoPOSAL SUBMISSION TO THE CoUNlY OF ELGIN OPTIONS I OPPORTUNITIES FOR ELGIN MANOR PAGE 3 .3 Stakeholder Input A series of interviews, focus groups and meetings will be held on as broad a basis as needed: · To generate information on the building and site · To create an inventory of possible alternate uses, partnership possibilities, service connections to the new Elgin Manor, etc. · To identifY potential interest by one or more parties in the facility, both in terms of use alternatives and impacts on the neighbours and local community. to; · To assess levels of interest and facility opportunities in order to develop alternate strategies, potential partnering packages, etc. The following stakeholder input strategies are proposed: · A meeting with the Director of Homes and Senior Services · Interviews / focus groups with onsite and management staff of the Department and the County who are connected to the facility. - -> · A meeting with the Warden and potentially Council. · Discussions with appropriate Health and Long Term Care officials on potential uses, applications, related policies, etc. · Potential residential service providers who operate group homes or residential services in the area. · Psychiatric and seniors services providers · Potential private developers. · A meeting with neighbours representing a broad area around Elgin Manor · Other people who are identified, both at the project initiation meeting and on an ongoing basis through the project. PROPOSAL SUBMISSION TO THE COUNTY OF ELGIN OPTIONS / OPPORTUNITIES FOR ELGIN MANOR PAGE 4 These interviews will be undertaken on an one to one basis, in focus groups, in public / targeted group meetings and via other means. It is also anticipated, that many of the interviews could lead to the identification of other individuals who should also be contacted. Therefore, the input process will be less fixed at its starting point and more evolving in nature as input is received and opportunities and alternatives evolve. For budgetary purposes, up to twenty interviews, meetings and working sessions have been incorporated in the work program. .4 Market Assessment and Other Mnnicipal Experiences The Consultant will approach real estate offices, the Chamber of Commerce and others involved in identifying space and land use opportunities and needs in Elgin, to assess the current market in the area for residential, office, commercial, specialized institutional and other types of uses. The Consultants will also hold discussions with other centres who have facilities that are being decommissioned and being made available for reuse to identify what experiences they have had and the opportunities that they have identified. .5 Draft Research Report The Consultants will prepare a draft research report that will build upon all the research, input, building profile, market assessments and related considerations. This report will provide the following: · Documentation of all the input received and analysis undertaken. · Identification of the strategic criteria, opportunities and profiles that will shape the potential alternatives and opportunities. · Identification and assessment of opportunities and alternatives. · Specific next steps in moving the project forward. PRoPOSAL SUBMISSION TO TIIE COUNTY OF ELGIN OPTIONS / OPPORTUNITIES FOR ELGIN l\1A¡'lOR PAGE 5 .6 County and Consultants Meeting The County representatives and the Consultant will meet to review the draft research report for content and completeness. This meeting would also undertake an extensive discussion of the alternatives, potential specific opportunities, [mancial opportunities and limitations, compatibility of the proposed strategies with Elgin Manor and the neighbouring elementary school and related considerations. .7 Phase 1 - Report Based on the results of the County and Consultants meeting, the Consultants will prepare a Phase I Report that will build on the draft research report and provide specific strategic directions and next step opportunities. This will be reviewed by the County representatives. '..../ .8 County Council Presentation Before moving to level two discussions and negotiations with potential buyers, leaseholders / remers, partners, etc., the County representatives and the Consultants will undertake a presentation to County Council for their review and input. This will be an important step in order to provide Council with inform.ation on strategies, directions and specific directions before the project moves into specific discussions and presentations. If required, the Consultant will undertake a redraft of the Phase I Report to facilitate Council input and directions. 2.3 Phase 2 - Opportunities and Recommendations .1 Phase 2 - Initiatives Based on the results of the Phase I Report, the Consultants will undertake detailed discussions with perspective site users, partners and others alone or in combination with County representatives, to move the project to a point where specific opportunities emerge and contract negotiations will need to occur. At this point in the process, it is uncertain as to how this will evolve in terms of the number of specific negotiations, their context, level of intensity, etc. PROPOSAL SUBMISSION TO THE COÜNTY OF ELGIN OPTIONS I OPPORTUNITIES FOR ELGIN 1\1A.¡'OR PAGE 6 ·2 Phase 2 - Report Based on the work completed in the previous task, the Consultant wiII prepare a report outlining: . The results of the detailed discussions and the potential mix of opportunities, strategies and implications that emerge. · Provide a series of recommendations to the County on the options and opportunities available. The first component will provide both the potential opportunities / alternatives profile and an assessment of the up and downside risks and implications, benefits and challenges, etc. The recommendations wiII provide direction as to a preferred alternative, the subsequent strategies in achieving that alternative and an implementation plan. .3 Phase 2 - Report Review The County representatives and the Consultants wiII meet to review the Phase 2 Report for content and completeness. A redraft wiII occur as per the direction of the County. .4 County Council Presentation The County representatives and the Consultants wiII undertake a presentation to County Council on the Phase 2 Report. This wiII result in specific modifications, directions and appropriate approvals necessmy for the County staff to implement the recommendations. .5 Final Reports A final report wiII be prepared based on the results of the Council presentation and further work with County staff. The Consultants will provide five bound copies, a camera ready copy and a digital file of the appropriate materials, plans and associated components. .6 Follow-Up The Consultant will remam available to the County, via fax, e-mails, telephone and similar communications to assist in the clarification of the recommendations and to provide advise. However, due to the nature of the project, further follow-up may be helpful depending on the conclusions and PRoPOSAL SUBMISSION TO TIIE COUN1Y OF ELGIN OPTIONS I OPPORTUNITIES FOR ELGIN ~"lOR PAGE 7 recommendations that emerge from the Phase 2 Report which would require further discussion with the County and prospective users, partners, etc. 3.0 PROJECT SCHEDULE AND FEES 3.1 Project Schedule The following project schedule is proposed and would be further developed with County staff: ;-; · Proj ect Initiation.............................................................................................................. December 2002 · Field research completed .............................................................................................. January 31, 2003 · Phase 1 Report .............................................................................................................. February 10,2003 · Phase 2 Report ............................................................................................................... March 15, 2003 3.2 Project Fees A project fee of $27,250 has been developed for the work program proposed. This is inclusive of all consultant's time, support staff requirements, travel, reproductions and so forth. It is exclusive ofGST. It is the practice of the finn to invoice monthly for only work completed. As an optional task, a Building Condition Study could be completed for approximately $10,000 to $12,000 depending on the scope that is defined with County representatives. Finns such as Integrated c. Engineering and Trow could be utilized for this purpose. They could be retained directly by the County or could be commissioned through the Consultant. 4.0 PROJECT CONSULTANT Fred Galloway would be the Project Manager and Principal Consultant on behalf of F. J. Galloway Associates Inc. In these roles, he would undertake primary research activity, analysis, report preparation, strategy development and all presentations. Attached in Appendix I is a resume and project listing. Projects of related consideration to this initiative would be as follows: . Project Consultant to the County of Middlesex in the development of a plan for a continuum of seniors residential services on the Strathmere Lodge property in Stratbroy. This project involved the investigation of similar developments in New Hamburg, Stratford, Ilderton and other areas. A working session was held with Council in 200 I to develop the concept further and to connect it with the redevelopment of the Strathmere Lodge Long Tenn Care Facility. PROPOSAL SUBWSSION TO TIrE COUNTY OF ELGIN OPTIONS / OPPORTUNITIES FOR ELGIN M.\NOR PAGE 8 · Feasibility Study for the redevelopment of Meadowlilly Homestead and the Springbank Park Pumphouse, both heritage properties, for alternate uses. · St. Thomas Employment Multi-Service Centre, involving the potential redevelopment of the major grocery store on Talbot Street for use by up to twelve social services providers. Mr. Galloway has extensive experience with residential services providers in the Elgin County area who may have some interest in the facility. These include: St. Thomas-Elgin Children and Family Services; Community Living Elgin; numerous private group home operators and others. Mr. Galloway has extensive municipal experience that provides an excellent foundation in understanding the goals, objectives and needs of municipalities. Recently, he has undertaken strategic plans, building feasibility and related projects for the Township of Woolwich, the Municipality of Lambton Shores, the County of Lambton, the County of Elgin, the City of London, the City of Burlington and other municipalities. Many of the projects completed have been in the area of social services facilities development. Mr. Galloway holds an Honors Bachelors Arts Degree in Recreation ÍÌ'om the University of Waterloo, a Masters of Science Degree in Resource Planning ÍÌ'om Michigan State University and a Masters of Business Administration Degree ÍÌ'om the University of Western Ontario. Greg Tamasi Greg Tamasi is a Project Assistant with F. J. Galloway Associates Inc. His role will be to review trends, statistical information, perform background research and other key inputs. He is currently working on a project for the Ontario Municipal Social Services Association related to receiving input from thirty members and five provincial associations. He has also worked extensively on research analysis and input processes for other not-for-profit clients. He has recently completed a project for the firm with respect to the conversion of part of the Bayside Mall in Sarnia to a Conference and Convention Centre. Mr. Tamasi holds an Honors Business Administration Degree ÍÌ'om the University of Western Ontario. PRoPOSAL SUBMISSION TO TIlE COUNTY OF ELGIN OPTIONS / OPPORTUNITIES FOR ELGIN ~~OR PAGE 9 APPENDIX I Curriculum Vitae and Project Listing EJ. GALLOWAY ASSOCIATES INC. Management and Planning Consultants F. J. GALLOWAY ASSOCIATES INC. Profile F. J. GALLOWAY ASSOCIA TES INC., is a Management and Planning Consulting practice specializing in strategic planning, organizational change strategies, management studies, feasibility assessments and related assignments for public and not-for-profit sector clients. The firm is located in London, Ontario and since its inception in 1988, has worked for a wide array of clients in Southwestern Ontario and nationally. The President and Principal Consultant of the firm is Mr. Fred Galloway. He has worked for over twenty years in the consulting field in the Maritimes, Western Canada and Ontario. Additionally, he has held senior management positions for over eight years with private and not-for-profit corporations. This blend of consulting and direct management experience provides a sound basis upon which to approach the diverse and complex nature of many of the assignments undertaken by the firm. The firrn also engages numerous associates who provide specific expertise based on the nature of the assignment. Market research, land use planning, community surveys, public health, tourism, engineering and related specialities are provided by a network of small and middle sized consulting practices. The firm's approach to project assignments is to work closely with the client, often with an in-house partner. Work programs are established utilizing existing information and knowledge, building as necessary on these elements, in order to bring forward the most effective research and recommendations. The development of ownership through participation by the client's stakeholders is a central tenet in the development of the project from inception to completion. This approach allows for the utilization of the strengths of the organization, the understanding of their services and programs to be combined with the objectivity and expertise of the external consulting partner. The following pages provide a resume and a listing of completed projects. 350 Oxford Street w., Suite 203, London, Ontario· N6H IT3 . Telephone (519) 641-1325 . Fax (519) 4ï2-9354 EJ. GALLOWAY ASSOCIATES INC. Management and Planning Consultants CURRICULUM VITAE F. J. CALLOWAY, M.Sc., M.B.A. Management and Planning Consultant EDUCATION 1973 1974 1981 2002 Honours Bachelor of Arts, Recreation Planning, University of Waterloo Masters of Science, Resource Planning, Michigan State University Masters of Business Administration, University of Western Ontario Honorary Diploma, Fanshawe College PROFESSIONAL QUALIFICATIONS 1978 to Present Member, Canadian Institute of Planners PROFESSIONAL EXPERIENCE 1989 to Present F.J. Galloway Associates Inc., London, ON PresidenUPrincipal Consultant 1987 - 1989 The John P. Robarts Medical Research Institute, London, ON General Manager 1982-1987 London YM-YWCA, London, ON Director of Operations/MRC Coordinator 1979 -1982 MacLaren Plansearch Inc., London, ON Manager - Special Studies 1976 - 1979 W.H. Crandall & Associates Ltd., Moncton, NB Director of Planning and Architectural Services 1974 - 1976 Balmer, Crapo & Associates, Waterloo, ON Senior Planner 1972 - 1974 Morrison Developments Ltd., Summerside, PEl General Manager 350 Oxford Sneer W., Suire 203, London. Onrario . N6H In . Teiephone (519) 641-1325 . Fax (519) 4ï2-9354 MAJOR PROJECTS PORTFOLIO F. . GAllOWAY, M.Sc., M.B.A., Management and Planning Consultant STRATEGIC DIRECTION & MANAGEMENT Strategic Plans · Barrie and District Association for People with Special Needs, Barrie, ON, 2002 · Municipality of lambton Shores, Forest, ON, 2002 · County of lambton, Wyoming, ON, 2002 · Community living london, London, ON, 1996 and 2002 · Oshawa - Clarington Association for Community Living, Oshawa, ON, 2000 and 2002 · Township of North Middlesex, Parkhill, ON, 2002 · Guelph Services for Persons with Disabilities, Guelph, ON, 2002 · London Community Players, London, ON, 2002 · Children's Aid Society of London-Middlesex London, ON, 1997 and 2002 · Burlington Art Centre, Burlington, ON, 2001 · Canadian Mental Health Association - Oxford Branch, Woodstock, ON, 2001 · Goodwill Industries, London, ON, 2001 · Brant Haldimand Norfolk District Catholic School Board, Brantford, ON, 2001 · Family Services Ontario, Toronto, ON, 1998 and 2001 · Infant and Family Program, Windsor, ON, 2001 · Alliance Partnership Strategy, London, ON, 2001 · Children's Aid Society Windsor-Essex, Windsor-Essex, ON, 1991, 1999 and 2001 · Diabetes Complications Prevention Cooperative, Inc., Southern Ontario, 2001 · Elgin Community Care Access Centre, St. Thomas, ON, 2001 · Oakville Public library, Oakville, ON, 2001 · Forward House, London, ON, 2000 · Diocese of London, Operational Review, London, ON, 2000 · Niagara Falls YWCA, NOVA House and Project S.H.A.R.E., Review for the City of Niagara Falls, ON, 2000 · Town of Halton Hills, Information Technology Division, Halton Hills, ON, 2000 · Bruce Peninsula Association for Community Living, Wiarton, ON, 2000 · Strathroy Chamber of Commerce, Strathroy, ON, 2000 · St. Clair Child and Youth Services, Sarnia-Lambton, ON, 2000 · HALlNET, Halton, ON, 1999 · Community Care Access of Chatham-Kent, Chatham-Kent, ON, 1999 · Boys and Girls Club of Ontario, Markham, ON, 1999 · Middlesex-London Health Unit, London, ON, 1999 · Children's Aid Society of Perth County, Stratford, ON, 1999 · Community Care Access Centre for Oxford County, Woodstock, ON, 1999 · Burlington, Public library, Burlington, ON, 1999 · Chimo Services, lindsay, ON, 1998 · Community Care Access Centre for the District of Thunder Bay, ON, 1998 · Middlesex Community Living, Strathroy, ON, 1996 and 1998 · Community Care Access Centre of London-Middlesex, London, ON, 1998 · Ontario Federation of Catholic School Associations, London, ON, 1998 · Pensa and Associates London, ON, 1997 · Diocesan Cemeteries Board Roman Catholic Diocese of London, London, ON, 1997 · Oxford Child and Youth Services, Woodstock, ON, 1997 · Tillsonburg and District Multi-Service Centre, Strategic Plan Tillsonburg, ON, 1997 0' MAJOR PROJECTS PORTFOLIO F. J. GAllOWAY, M.Sc., M.B.A., Management and Planning Consultant STRATEGIC DIRECTION & MANAGEMENT continued... Strategic Plans continued... · Arbour Glen Day Nursery, london, ON, 1997 · Big Sisters of London London, ON, 1996 · London and Area Food Bank London, ON, 1996 · Children's Services in Elgin County, Elgin County, ON, 1996 · Ontario Literacy Coalition Implementation Strategy for Core Quality Standards, ON, 1995 · Windsor Catholic Cemeteries', Windsor, ON, 1995 · Children's Services Council of Windsor-Essex, Windsor, ON, 1995 · Women's Community House, London, ON, 1995 · Middlesex County Board of Education, Middlesex County, ON, 1995 · London Coordinating Committee to End Woman Abuse, London, ON, 1994 · Tillsonburg and District Multi-Service Centre, Tillsonburg, ON,1994 · Roman Catholic Children's Aid Society for the County of Essex, Windsor, ON, 1994 · Meals on Wheels London, London, ON, 1993 · Upper Thames River Conservation Authority, London, ON, 1993 · Perth County Planning Council for Children and Youth, Stratford, ON, 1993 · King's College, London, ON, 1992 · Operation Our Kids, Chatham, ON, 1992 · Diocese of London Parish Services, London, ON, 1992 · London-Middlesex Roman Catholic School Board, London, ON, 1992 · Children's Services Strategic Plan for Elgin County, St. Thomas, ON, 1991 · May Court Club of London Long Range Plan, London, ON, 1991 · London Community Resource Centre, London, ON, 1991 · Ontario Municipal Recreation Association, 1991 · Ontario Federation of Snowmobile Clubs, Barrie, ON, 1990 · Ontario Association of Children's Aid Societies, Toronto, ON, 1990 · Family and Children Services of London and Middlesex, London, ON, 1989 -.. ,~ - . Organizational and Management Studies · Burlington Arts Centre Partnership Renewal Program, Burlington, ON, 2002 · Lambton Rural Childcare and North Lambton Childcare Centre Reorganization Plan, Lambton, ON, 2002 · Township of Dawn-Euphemia, Rutherford, ON, 2002 · Town of Plympton-Wyoming Organizational Review, Wyoming, ON, 2002 · Goodwill Industries Association, Business Plan, London, ON, 2002 · Canadian Mental Health Association - Oxford Branch, Business Plan, Woodstock, ON, 2002 · Ontario Games Program Review, Ministry of Tourism, Culture and Recreation, Toronto, ON, 2001 · Oakville Public Library, Business Plan, Oakville, ON, 2001 · Greenwood Cemetery, Operational Review, Perth-East, ON, 2001 · Western Fair Governance Review, London, ON, 2001 · Canadian Mental Health Assoéiation - Oxford Branch Facilities Strategy, Woodstock, ON, 2001 · Glen Cairn Community Resource Centre, Facilities Strategy, London, ON, 2001 · Township of Warwick Organizational Review, Watford, ON, 2001 · County of Lambton Organizational Redesign, Wyoming, ON, 2001 · Breast Cancer Society of Canada, Operational Review and Organizational Review, Point Edward, ON, 2000/2001 MAJOR PROJECTS PORTFOLIO F. . GALLOWAY, M.Sc., M.B.A., Management and Planning Consultant STRATEGIC DIRECTION & MANAGEMENT continued... Organizational and Management Studies continued... · City of Kitchener Parks and Recreation Operations Review and Restructuring, Kitchener, ON, 2000 · Chatham-Kent Community Living Association Facilities and Organizational Review, Chatham-Kent, ON 2000 · Salvation Army London District Programs and Services Review and Reorganization, London, ON, 1999 · Amalgamation Facilitation, Sertoma Children's Mental Health Centre and the Community Girl's Home, Sarnia, ON 1999 · Niagara Falls Partnership Community Centre Partnership Strategy, Niagara Falls, ON, 1999 · Community Care Access Centre of Oxford County Board Development Session, Woodstock, ON, 1998 · Attorney General Courts Operations, Central West - Phase III Implementation Plan, Hamilton, ON 1998 · Lower Thames Valley Conservation Authority Organizational Alternatives Review, Chatham, ON, 1998 · Greater Niagara Senior Citizen's Association - Organization Review, Niagara Falls, ON, 1998 · Ministry of the Attorney General, Courts Administration Div., Field Management Restructuring, Province of Ontario, 1997 · Jewish Family and Child Service Operational Review, Toronto, ON, 1997 · Diocese of London Diocesan Cemeteries Board Implementation Plan, London, ON, 1997 · Oxford, Middlesex, Elgin Local Training Board Start-up Services, London, ON, 1996 · Westminster College Master Plan, London, ON, 1996 · Westminster College Board Development Plan, London, ON, 1996 · Community Living London, Restructuring Plan, London, ON, 1996 · Huron-Perth Long Term Care Services Organizational Plan, Mitchell, ON, 1996 · London-Middlesex Children's Services Restructuring Study, London, ON, 1995 · Middlesex County Restructuring Consultation Program, Middlesex, ON, 1995-1996 · Senior Information Network Marketing Plan, London, ON, 1995 · SI. Andrew's Cemetery Redevelopment and Management Study, Thunder Bay, ON, 1995 · Community Living London, Executive Director Search, London, ON, 1995 · Middlesex Community Living Association Stakeholder Review, Strathroy, ON, 1995 · Human Resources Development Canada Partnership Case Study, London, ON, 1995 · Windsor Catholic Cemeteries Management Study, Windsor, ON, 1994 · Maitland Valley Conservation Authority Structure Review, Wingham, ON, 1994 · Upper Thames River Conservation Authority Organization Structure Review, London, ON, 1994 · Advocacy Program Review, London Unemployment Help Centre, London, ON, 1993 · Adult Cooed Training Program Evaluation for the Kent Chatham Retraining Corporation, Chatham, ON, 1993 · London-Middlesex Housing Authority Team Building and Quality Customer Service Program Plan, London, ON, 1992 · Consumers' Debt Counselling Service Operational Review, London, ON, 1992 · London-Middlesex Children's Aid Society Multi-Cultural Integration Plan, London, ON, 1991 · Single Point Access For Children's Mental Health Services for Seven County Area Feasibility Study, London, ON, 1991 · Merrymount Children's Centre Management Restructuring Plan, London, ON, 1991 · Catholic Non Contributing Property Tax Study, London-Middlesex Roman Catholic School Board, London ON, 1990 · Woodstock Women's Emergency Shelter Management Plan, Woodstock, ON, 1990 MAJOR PROJECTS PORTFOLIO F. . GAllOWAY, M.Sc., M.B.A., Management and Planning Consultant STRATEGIC DIRECTION & MANAGEMENT continued... Services Planning · Children's Aid Society of London-Middlesex Services Review Plan, London, ON, 2002 · Long Term Care Strategy Business Plan, County of Middlesex, 2002 · Norwich Branch Library Feasibility Study, Oxford County, ON, 2002 · Lambton County Child Care Services Consolidation Assessment, Forest / Petrolia, ON, 2002 · Lets Talk Science Marketing Plan, London, ON 2002 · Eariy Years Initiative Plan for Perth County, Stratford, ON, 2001 · Glen Cairn Community Needs Assessment Study, London, ON, 2001 · Social Housing Transition Plan, SI. Thomas-Elgin, ON, 2001 · Chatham-Kent Cemeteries, Chatham, ON, 2001 · Salvation Army Social Services Strategy, Chatham-Kent, ON, 2001 · Burlington Central Library Expansion Feasibility Study, Buriington, ON, 2000 · Thamesford Branch Library Feasibility Study, Oxford County, ON, 2000 · Canadian Mental Health Association - Kent Branch Facilities and Partnership Study, Chatham-Kent, ON 2000 · Zero to Six Children's Mental Health Services Consolidation Study, Windsor-Essex, ON, 1999 · County of Oxford Child Care Services - Phase I Delivery Plan, Woodstock, ON, 1999 · Women's Christian Association Long Term Care, Strategic Directions Strategy, London, ON 1999 · Children's Services Central Access Plan, Windsor-Essex, ON 1999 · Children's Services Central Access Plan, Sarnia-Lambton, 1999 · Limberlost Residents Housing Quality Customer Service Program Facilitator, London, ON, 1999 · CHAP for Seniors Program, Family Services Chatham-Kent, ON, 1998 · London Public Library, Central Library Community Development Project, London, ON, 1998 · Middlesex County Services Plan for the Developmentally Challenged, Strathroy, ON, 1998 · Metropolitan Toronto Children's Mental Health Centres System Plan Facilitator, Toronto, ON, 1996-1998 · Alternative Organization Feasibility Study for the Children's Aid Society for Essex County and the Roman Catholic Children's Aid Society for the County of Essex, Windsor ON, 1997 · Business Plan, Middlesex County Ontario Works, London, ON, 1997 · Tri-County Partnership Study, Tillsonburg, ON, 1996 · Ontario Literacy Coalition Implementation Strategy for Core Quality Standards, ON, 1995 · Chatham-Kent Committee to End Abuse Board Review, Chatham ON, 1994 · Bruce County Housing Authority, Quality Customer Service Plan, Kincardine, ON, 1993 - \. ~¡ /"- MAJOR PROJECTS PORTFOLIO F. . GAllOWAY, M.Sc., M.B.A., Management and Planning Consultant RECREATION, PARKS AND TOURISM Facility Reviews I Needs Assessments I Feasibility Studies I Business Plans Recreation Sites I Attractions · North Middlesex Recreation Complex Needs Assessment, Parkhill, ON, 2002 · Storybook Gardens Development Program and Business Plan, london, ON, 2001 /2002 · Storybook Gardens Independent Review, London, ON, 2000 · Aquatic Services Independent Review, London, ON, 2000 · London Curling Club Strategic Facilities Plan, London, ON, 1991 · London P.U.c. Skateboard Facility Study, London, ON, 1990 · Lombardo Museum Feasibility Study, London, ON, 1990 · Stadium Feasibility Study, London PUC, London, ON, 1989 Community Centres · Glen Cairn Area, Needs Assessment, City of London, ON, 2002 · Glen Cairn Community Resource Centre, Facility Study, London, ON, 2001 · Port Rowan Community Centre Feasibility Study, Port Rowan, ON, 2001 · Township of Delhi Arena and Community Centre and the Ontario Tobacco Museum and Heritage Centre Business Plans, Delhi, ON, 1999 · City of Burlington, Major Leisure Facilities Needs Assessment / Strategic Plan, Burlington, ON, 1998 · Glen Cairn Community Resource Centre Feasibility Study, London, ON, 1995 · Market Tower Seniors Feasibility Review, London, ON, 1994 · Courtland Community Centre Feasibility Study, Courtland, ON, 1991 · Village of Ailsa Craig Community Centre Feasibility Study, Ailsa Craig, ON, 1990 · Caradoc Community Centre Feasibility Study, Township of Caradoc, 1988 · Neebing Ward Recreation Resources Study, Thunder Bay, ON, 1982 YMCA-YWCA · Woodstock YMCA-YWCA Feasibility Study, Woodstock, ON, 1998 · London YMCA-YWCA Market Feasibility Study, London, ON, 1997 · Hamilton YMCA Feasibility Study, Hamilton, ON, 1992 · Brantford YM - YWCA Facility Feasibility Study, Brantford, ON, 1990 Arenas · Western Fair Association Arena/Multi-Use Complex Feasibility Study, London, ON, 1995 · Township of Wilmot Arena Feasibility Study, New Hamburg, 1994 · london Public Utilities Commission Adult Arena Feasibility Study, london, ON, 1992 · Ripley-Huron Arena Feasibility Study, Ripley, ON, 1991 · City of Hamilton Arena and Outdoor Skating Feasibility Study, Hamilton, ON, 1989 · Pickle Lake Arena and Curling Rink Feasibility Study, Pickle Lake, ON, 1981 MAJOR PROJECTS PORTFOLIO F. . GAllOWAY, M.Sc., M.B.A., Management and Planning Consultant RECREATION, PARKS AND TOURISM CONTINUED,.. Facility Reviews I Needs Assessments I Feasibility Studies I Business Plans continued... Pools " . · Chatham-Kent Aquatic Centre Feasibility Study, Chatham, ON, 1997 · Woodstock YMCA-YWCA and City of Woodstock Aquatics Services Study, Woodstock, ON, 1996 · Niagara Falls YMCA and the City of Niagara Falls Indoor Pool Feasibility Study, Niagara Falls, ON, 1996 · Six Nations Recreation Centre and Indoor Pool Feasibility Study, Oshweken, ON, 1994 · Teeswater-Culross Outdoor Pool Feasibility Study, Teeswater, ON, 1990 - , Campgrounds / Parks · Group Recreation Vehicles Campground Feasibility Study, St. Clair Parkway Commission, Corunna, ON, 2000 · Alternative Uses for the Springbank Pumphouse and Farm Park (Meadowlily Road), City of London, ON, 1997 · Stratford Knights of Columbus Trailer Park Feasibility Study, Stratford, ON, 1996 Master Plans :. ~ · Township of Woolwich Parks and Facilities Plan, Elmira, ON, 2002 · Rexdale Area Parks Redevelopment Plan, Toronto, ON 2002 · Township of Lincoln, Community Trails Master Plan, lincoln; ON, 2001 · Town of St. Marys Parks Development Plan, 2001; · Township of Guelph-Eramosa, Master Plan, Eramosa, ON, 2001 · Springbank Park Master Plan, Phase I, London, ON, 1996 · Community Services Master Plan, St. Marys, ON, 1994 · Town of Aylmer Parks and Leisure Time Master Plan, Aylmer, ON, 1993 · Township of Lobo Parks and Recreation Master Plan, Lobo, ON, 1993 · Township of Flamborough Park and Recreation Master Plan, Flamborough, ON, 1991 · Town of Westminster Park and Recreation Master Plan, Westminster, ON, 1991 · Township of Delhi Parks and Recreation Master Plan, Delhi, ON, 1991 · Township of Wilmot Recreation Master Plan and Community Centre Feasibility Study, Wilmot, ON, 1990 · Parks and Recreation Master Plan for the City of London, London P.U.c., 1989 · leisure Facilities Master Plan, City of Kitchener, 1988 · Town of Kincardine Cultural and Recreation Master Plan, Kincardine, ON, 1981 · Town of Whitchurch-Stouffville Cultural and Recreation Master Plan, Whitchurch-Stouffville, ON, 1981 -» Operational Reviews · City of Oshawa Arenas Review, ON, 1999 · Gloucestshire Hall Management Strategies Review, London, ON, 1995 · Kingsville - Gosefield South Recreation Complex Operational Review, Kingsville, ON, 1995 · Kitchener Memorial Auditorium Complex Operational Review, Kitchener, ON, 1990 - MAJOR PROJECTS PORTFOLIO F. J. GAllOWAY, M.Sc., M.B.A., Management and Planning Consultant RECREATION, PARKS AND TOURISM CONTINUED... Organizational Reviews · Heritage and Culture Services, Norfolk County, ON, 2002 · Tansley Woods Governance Review, City of Burlington, ON, 1999 · Southwestern Ontario Travel Association - Organizational Review, london, ON, 1998 · Greater Niagara Senior Citizen's Association - Organizational Review, Niagara Falls, ON, 1998 · Operational Review, Boys' and Girls' Club of Niagara, Niagara Falls, ON, 1997 · Woodstock Art Gallery and Woodstock Museum Operational Review, Woodstock, ON, 1997 · Town of Orangeville leisure Services Department Organization Review, Orangeville ON, 1996 · City of Woodstock Community Services Department Review, Woodstock, ON, 1996 · Woodstock and District Community Centre Complex Organizational Plan, Woodstock, ON, 1996 · Montreal YM-YWHA Computerization Review, Montreal, QC, 1995 · Ontario Federation of Snowmobile Clubs Operational Review, Barrie, ON, 1994 Strategic Plans · leisure Services Delivery Policy, City of Burlington, 1999 · Niagara Falls Boys and Girls Club, Niagara Falls, ON, 1998 · Performing Arts Centre Today, Strategic Plan, london, ON, 1996 · Upper Thames River Conservation Authority Strategic Plan, london, ON, 1994 · Ontario Tobacco Museum & Heritage Centre Strategic Plan, Delhi, ON, 1994 · Memorial Boys' and Girls' Club long Term Plan, london, ON, 1993 · Town of Orangeville, Department of leisure Services Strategic Plan, Orangeville, ON, 1992 · Ontario Federation of Snowmobile Clubs Strategic Plan, Barrie, ON, 1990 · Brantford Parks and Recreation Department Strategic Plan, Brantford, ON, 1990 · Winnipeg YM-YWCA Strategic Plan, Winnipeg, MB, 1990 · Sarnia, Cambridge and Chatham-Kent Family YMCAs Strategic Plan, ON, 19~8-1989 Tourism · Bonus Season Tourism Study, Stratford, ON, 2002 · Special Events Strategy, Woodstock, ON 2001 · Travel Trade, Special Event & Tournament Strategy, ON 2001 · 2003 World Junior Hockey Bid, Tourism london, london ON, 2000 · 2004 Ontario Winter and Summer Games Bids, Tourism london, ON 2000 · Springmount Visitors Centre Strategic Business Plan, Owen Sound, ON, 2000 · Tourism london, Executive Search, london, ON, 1999 · Southern Ontario Tourism Organization, Amalgamation and Executive Search, Southern ON, 1999 · Tourism london Organizational Restructuring Review, london, ON, 1998 · Conventions, Conferences and Family/leisure Travel Strategy, Tourism london, ON 1998 · 2001 Canada Games Bid, london Alliance, ON 1996/1997 · Southwestern Ontario Travel Association, Strategic Plan, london, ON, 1996 ", MAJOR PROJECTS PORTFOLIO F. ]. GAllOWAY, M.Sc., M.B.A., Management and Planning Consultant RECREATION, PARKS AND TOURISM CONTINUED... Marketing Plans · Sports Tourism Strategy, Tourism London, London On. 2001 · Parks and Recreation Ontario Communications Plan, Toronto, ON, 1998 · Bingo Barn Bound Marketing Study, London, ON, 1998 · Community Services Strategic Marketing Plan, City of Woodstock, ON, 1998 · Marketing Plan, Storybook Gardens, London, ON, 1997 · Moore Township Marketing Plan, Moore Township, ON, 1997 · YMCA of HamiitonlBurlington Marketing Audit, Hamiiton, ON, 1994 · Weiland YMCA Marketing Plan, Weiland, ON, 1991 · Nethercott Golf Course Marketing Analysis and Business Plan, Dorchester, ON, 1990 · Petrolia Discovery Marketing Plan, Petrolia, ON, 1990 · Canadian Lakehead Exhibition Marketing and Long Term Development Plan, Thunder Bay, ON 1980 -- MAJOR PROJECTS PORTFOLIO F. . GAlLOWAY, M.Sc., M.B.A., Management and Planning Consultant PROJECT DESIGN AND MANAGEMENT · Salvation Army Centre of Hope, London, ON, 2000 and 2002 · Project Coordinator, Strathroy Secondary Schools / Town of Strathroy Multi-use Project Partnership, Strathroy, ON, 2000-2002 · Elgin Employment Services Facility Initiative, 51. Thomas, ON, 1999 · Tri-County Partnership Facility Development, Tillsonburg, ON, 1998 · 51. Thomas Employment Agencies Co-Location Project, 51. Thomas, ON, 1997 · Windsor Catholic Cemeteries Board, Amherstburg Development Strategy, Windsor, ON, 1996 · Roman Catholic Diocese of London, Property Management Systems Development Pilot Project, London, ON, 1994-1996 · Multi-Service Centre, Strathroy, ON, 1994/1995 · Project Design Consultant, White Oaks Indoor Pool, London, ON, 1995 · Architectural Proposal Call, Civic Gardens Project, London, ON, 1994 · Playworld, Storybook Garden, London PUC, 1989 · London Day Camp Program Building and Swim Lake, London YM-YWCA, London, ON, 1987 · St. John the Divine Parish Centre, London, ON, 1986 · Ilderton Senior Citizens Complex, Ilderton, ON, 1982 · Mount Brydges Senior Citizens Complex, Township of Caradoc, ON, 1981-1982 · East Moncton Neighbourhood Park and Swimming Pool/Community Centre Complex, Moncton, New Brunswick, 1979 · Thomas Albert Athletic Park Complex, Grand Falls, New Brunswick, 1979 · Rheal Cormier Arena Complex, Moncton, NB, 1979. *100.000 square feet in various office/warehouse complexes, Moncton, NB, 1977-1979 · Grand Bay Community Centre Complex, Grand Bay, New Brunswick, 1978 · Design, Development and Operation of a 250 acre Multiple Use Resort Complex, Cavendish, PEl, 1972-1974 COMMUNITY AND VOLUNTEER SERVICES · Board Member, Fanshawe College, London, ON, 2002 to 2005 · Vice Chair, Finance and Administration, 2004 Ontario Summer and Winter Games, London, ON 2001 to 2004 · Member, Monsignor Feeney Foundation, London, 2001 · Mayor's Task Force for Community Organization Recognition, London, ON, 2001 · Vice Chair, Sport Services, 2001 Canada Summer Games, London, ON, 1997-2002 · Chairperson, Services Committee, 1996 Ontario Summer Games, London, ON, 1996 · Children Services Study Presenter, Ontario Association of Children's Aid Society, Toronto, ON, 1995 · Oxford Tourism Council Marketing Seminar, Woodstock, ON, 1995 · Instructor, Recreation Planning Course and Seminar Course, Recreation Leadership Program, Fanshawe College, London, ON, 1988-1994 · Strategic Planning Presenter, Ontario Association of Children and Societies Conference, Toronto, ON, 1991 · Presenter, 1990 OMRA Conference, Owen Sound, ON, 1990 · Presenter, 1990 ORS Conference, London, ON, 1990 · Chairperson, Marketing Committee and Member, Steering Committee,1987 · Ontario Winter Games, London, ON, 1987 · Marketing for Seniors, Marketing Minds Group, Etobicoke, ON, 1986 · Marketing for Seniors and Recreational Services Planning, ON Recreation Society Seminar, Scarborough, ON, 1986 · Internal Marketing Techniques, Ontario YMCA Conference, Geneva Park, ON, 1985 GREGORY TAMASI 560 Viscount Road - London, Ontario - N6J 2Y2 (519) 681-8781 - gregtamasi@hotmail.com EDUCATION Richard rvey School of Brisiness, London ON Bachelor of Arts, Honors Business Administration 1999 - 2001 University of West em Ontario, London ON Bachelor of Arts, Honors Political Science 1995 - 1999 EMPLOYMENT Gregory Tamasi, Consultant Self-Proprietor, Corporate Communications Consultant September 2001 - Present · Consult, write and edit strategic reports, research projects, annual reports, and employee and client communications · Research and consulting projects completed for the Big 5 Bank's, investment banking firm, consulting companies and non-profit organizations · Write a bi-weekly review of essential business ideas that is read by over 200 high- level executives from a wide range of industries, including the Big 5 banks, brokerage houses, consumer products finns, and technology companies DMC Consulting Service Delivery Manager/StaffWržter May 2000 - August 2001 · Worked as a member of a small consulting team that coached top-level executives to become more effective leaders · Responsible for maintaining ongoing communication with executives so that the business and research needs of each client could be understood and personalized; this was accomplished via face-to-face meetings, phone conversations, email and formal written work · Analyze, edit and rewrite business strategies, reports, proposals, and presentations · Developed strong research and problem solving skills. Focus of research: strategic decision-making, business planning, organizational structures, team building and self- management Save the Children Canada Consultant (Volunteer) August 2000 - April 200 I · Responsible for developing ideas to incorporate youth in high level decision-making within the organization · Determined industry best practices by researching journals, conducting interviews with employees and industry leaders, and through targeted email co=ùnÍcation · Analyzed the organizations' inftastructure, including its leadership, culture, values, structure, and financial data to determine the resources and capabilities available and needed to increase youth participation · Created a 30 page written report and made formal presentation to management team outlining research findings, reco=endations and implementation plan PERSONAL · Recipient of the Morrie Schneiderman award; awarded in recognition of excellence in operations management courses at the Richard Ivey School of Business · Currently enrolled in the Canadian Securities Course · Board member on Easter Seals District Council · Proficient in all Microsoft Office applications (Word, Excel, PowerPoint, Access) · Am an avid golfer and basketball player, enjoy hiking and reading classic literature , , :)t~ç¡:, ¡:>"'t."~"ì~öt'\ la.;,\c. rore£. Minutes Thursday, November 07, 2002 !430-i6ûû (àJ, Elmn Nianor ~ ~ In attendance: CaroJJyn Pete~son, Yvonne Gavey, John Kersten, Bev DrouiJJard, Janith McMjJJian, Pam Muma Regrets: Wanda Teeple I. Task Force goals and objectives were outlined. The Task Force was given suggestive operating instructions by Mark McDonald and Helen Notte. 2. Pam was elected Chairperson and Bev as Secretary. 3. Caro1Jyn provided the group with recently conducted recognition survey results trom seven other Homes/Municipalities for review. . 4 The group reviewed the staff recognition policies that are currently in place for Elgin County employees. It was mutuaJJy agreed that Task Force members would post The County of Elgin Pertonnance ExceHence Program, in a prominent location, in each of the three homes, for staff perusal. A note eliciting staff feedback and suggestions will also be posted, to assist the Task Force with the development of a policy. Bev win ensure the aforementioned articles are posted and co11ected prior to the next Task Force meeting, in Bobier Vi11a, while Pam wijj take care of Terrace Lodge and Elgin Manor. 5. Several suggested policies were touched on. a. Perfect attendance re\vards \vere discusse~ ho\vever, Ontario legislature now prohibits such practice and therefore the topic was closed for discussion. b. Perfect Healih and Safe!'! recognition was also exciuded as several me.........}..,g...s "e It +1......+ h.'Y -ema..,.;¡.;....a ....<:>..-+~......+ t...'~ni...¡' "'....,.,i "a+-e~' re~or"¡s o+n!t-~ma" 11 llIv.....I J: tHaI uy I I'Y lUlU'::' !-"...:.....:.........l H\..Q.HH auu;:, .1 -~y '-' U,:)ta . } not always come forward when an injury does occur. c. Other topics suggested tor discussion at the next meeting were; meal provision for staff working certain holidays, further investigatiopJdiscussion of the Employee Recognition policy # 10.130 & 10.140 and staff recommendations as they relate to the postings aforementioned. The next meeting will be held on Nov.20 @ 1430 at E!gin Manor. 4~~ù~ , T"rr-¡ clJ-fl ~ ~~~ Minutes Staff Recognition Task Force Wednesday, November 20, 2002 1430-1600 Present: John, Gerry, Bev, Linàa, Janith, Pam, Wanda, Yvonne, CaroIIyn Regrets: none Review of the Agenda · Introduction of new members · Minutes · Service awards · Retirement awards · Results of staff surveys Introduction of new members: Gerry and Linda were introduced as Elgin Manor representatives Minutes The minutes from the Nov. 7ili meeting were read and minor adjustments were made a..'1d then approved by all members. Pam will forward onto Helen and Mark. Service Awards 1. John presenteà a copy of Middlesex County Service Recognition Awards for Task Force perusa1. 2. Yvonne shared research obtained from ot.lJer counties (out of province. ) 3. Elgin County's Perfonnance Excellence program (policy # 10.140) was discussed. It was mutually agreed that past practices of individual recognition for exemplary job perfonnance should be abolished, as it was too subjective. It was agreed that an objective means of staff recognition would be more conductive to staff hannony resulting in increased productivity. Such objective means include continued Years of Service Þ1.v¡ards a...'1d continued Retirement P1.\vards. Group recognition was briefly touched upon, but deferred for discussion at the next meeting. 4. Policy -# lO~ 130 ,"vas discussed and several amendments \vere suggested including: · Recommendations that Elgin County present awards for ail employees at intervals of 5 year periods; i.e. @ 5-10-15-20-25- 30-35& 40 years of service. Carolynn agreed to research and to obtain catalogues with service award choices and will present them at next weeks ' Task Force Committee meeting for group rii<:cussion. · The awards for full time and part time employees should be the same · The County may 'Va.11! to rectify any l11jssed service a\vards to update any of the employees who have been over-looked. Tnis coupled with the suggestion that perhaps the Departmental U""iI" ""... r""""r"h tth" i...ili"iiln,,1 records "'l·thi... tP"ir .....I;.....&,c,-.;j'''''"'''-..............~............ 'O;......l.LI...................~.I. .,\'Cd...ILo<.... ....""....... department and submit their composition to Human Resources. · It was suggested that an Employees Recognition board be erected in a prominent location Í...1l each of the tIu-ee homes. These boards would house the mention of any employee who was awarded a service award, for either years of service, or rpt-irpmp.nf It n7O;:H;,~ ".JIICf\ cnggp.ctpA that th"...k-t,('\u "tterc h'f\m ..."'"...........;1....................". ....... ",..-.., u..i.u,", u........... -..................~.... u..i........ J'-' .........C.CO.l.V .................-" (including but not limited to) Residents, Resident's families or Resident fuends, be posted on the same board. Board postings "'a" <>1"0 in"lnd" "ilncaú'on,,1 "iluanc"s £or U·ndl·uL·dua1 "t<>f'f' L1.1. J u.w LL....... U. ..... .....uu. Ie ,,1.,",,-,,- ,",,-U'II' "-..... L I.. .1' "- ~ ....LL members, i.e. the successful completion of a college course. The board would be kept current through designated staff "ohuntø.ø.-rc Thø. '7nhunt"ors 1n.....111rlø.rl TP.-rn.7 0J J;1mn l\.Á<:Jnn.r ..."'. ...................;t~........... "''''-1. ....."'-l.. .LU:,,-I.u.u......Y:7 oJ.............J ~ -'-'...~ -L'Ii'-I.u.LLV.l.:? Wanda @ Terrace Lodge, Bev @ Bobier ViHa. It would fall to the Departmental Heads to ensure that all recognized and ro,,"contIn" n o"""l^yoos r-h-om Uherr' 500'01'\ ~eroO';'70 montJ'^n on "'VJ.~"'.1.1 .1.5 "".1.1.11:-' v ""..... \U .l.L J. ' .........." }!. ,",,",LV,",.U ,",u. V J. .1 the board. Pam agreed to obtain catalogues of board types so that the group could make a more informed decision as to the type best suited to the Home's need. Retirement Awards 1. 1 he group reviewed and agreed that the CUlïent retirement policy is acceptable. There was brief discussion on how to recognize a retiring ~mplo"~~ ",hO "'An IOO't b~ rlr~mm' g a penlSl'on ; ~ A" Vß~r old .....~.l .1. y......... "',"J.J. VYV\.u "" u.J.UVy . ~ .I..\.<. "'T_l .I'Io.<UA. employees. Tne group agreed that recognition should be granted to employees who follow the true sense of retirement only, namely, the ability to draw ÍÌom a pension ). í'aroh~ U¡ill' cont"l't Toth~ TpUlPPN "p"""¡¡;n" tlhe pP....,.,;s~l·bi1· ;+-.¡ "'or - '-' A..S..,.;.i..i..... .......--......&...........a.u- v""'...._...............,,. ........o.......-.s..o. b ......i..i.li.i. LT ...1..) It, staff to select a gift of their choice, i.e. not necessarily a watch. Results of staff survey Due to time restraints this topic was postponeà until nexi week's meeting. Next week's agenda 1. PerusaI of both cataIogues; Recognition board and Years of Service Awards. ') n"m' ~<sk~rl th~ grAn,.., to ~ons;rl~r th~ F.e~sl·bi11·ty ~""rl ;"""pl~,.,..,"ntat;on ¿... u......I...Y u..: ......... W-L'-' vup t.v .... -"-u.....¡; LU.........I. u...; U.U.U ..(..u:..( .(.......(_u.".\..I. ,U _ of a Christmas turkey draw. 3. Ways to ensure consistency throughout all three homes. 4. 5. ~h~f'f'S..l~lA'T T"ASrults U'u..u.... u.& "....J ....... Discussion on the fmanciaI impact of Staff Recogniíion Task Force recommendations to the County. Next meetÚlg to be held Tuesday, November 26 @ 1400 @ ElgÚl Manor. ;f#~ {D~V2.L (&~7) ( CÄa-,rpe,-S011...) Scheduling Steering Committee Meeting The task force met on November 7,2002 at Elgin Manor commencing at 1 :00 p.m. Attendance - see attached list Discussion: 1. Mark and Helen shared the following: ~ goals and objectives ~ instructions and composition of task force ~ guidelines for payroll purposes and mileage ~ Keep meeting 1.5 to 2 hour in length ~ Prepare agenda ~ Submit travel claim all at once, supervisors to use separate claim form. ~ Use separate travel form for each task force. Mileage from "home base" not employee's home ~ Sign in attendance sheet necessary for payroll purposes. Copy of sign in sheet to be circulated to each supervisor and clerical staff. ~ Time frame of task force is 4 weeks. If not able to meet this deadline, committee must inform Council. ~ Process and recommendations need to be applied consistently and would like standardization in all three Homes (if possible). 2. Suggestions on how to set up task force was shared by Mark and Helen as follows: ~ General discussion by Home or are you breaking up into groups? ~ What are current issues and what needs to be fixed? ~ Decide where to proceed next, what should be tackled first - prioritize issues ~ Discuss ways to improve scheduling 3. Appointment of Chairperson and Secretary ~ Sonia Beavers is chairperson and Un McCann is co-chair. ~ Administration Office, (Donna Butcher or Marilyn Payler) will provide secretarial support. They will be responsible for developing and circulating agenda as well as developing and circulating minutes. 4. Mark and Helen left the meeting The Committee remained and identified two problem areas a) actual schedule b) scheduling process Categories outlined as follows: a) Scheduling - availability and master vs. no master, duration of posting time frames b) Vacation requests c) Call in procedure d) Exchanges e) Job sharing, other options f) Technology - subcommittee - what is needed and cost factor The steering committee decided to split into three groups to discuss vacation requests, call in procedure, shift exchanges, job sharing. Paul Vandenberg will investigate technology and shift work - how it affects the employee. The subcommittee's will meet as follows: Elgin Manor will meet on Nov. 1 ih from 8:00 a.m. to 10:00 a.m. Terrace Lodge will meet on November 15th at 12:00 noon to 2:00 p.m. Bobier Villa will meet November 1ih at 1:00 p.m. to 3:00 p.m. The subcommittees will explore the pros and cons of what is already in place, explore new options yet keeping in mind legal requirements and the collective agreement. Members were asked to "think outside of the box" and look at wide range of solutions. Employees will explore options from other organizations and report findings to the committee as a whole. Next Scheduling Steering Committee Meeting is scheduled for November 20, 2002 at Elgin Manor at 1 :00 p.m. Meeting adjourned at 2:40 p.m. ~10A Chair ~I'll~ d:r IQI l~fLlLl J '" Seer a , U~~-~~-¿~~2 09:21 COUNTY OF ELG I ,'j 1 519 633 7661 P.02/03 0- Schedulina Steerina Committee Minutes The Scheduling Steering Committee met at 1:00 p.m. on November 201~. 2002 at Elgin Manor with the following members present: Terrace Lodge: Mary Campbell, Marjorie Ford, Joan Lale, Loree Van DeMaefa. Pam Muma Elgin Manor; Sonia Beavers, Lacey Bishop, Margaretha Harder, Carollyn Howey, Linda Johnstone, Deb Prikken Bobier Vina: Bev DrouiUard, Kate Dymock, Diane Kuranyi, Lin McCann, Anna Young Human Resources: Paul Vandenberg - Ex-Officio Recording Secretary: Donna Butcher Regrets: Andrea Deneire r--. Chairperson Sonia Beavers called the meeting to order. Agenda reviewed and adopted as read. Minutes from the November 7th, 2002 meeting were adopted as read. The Chairperson asked for discussion on the meeting format. The Committee agreed that each Subcommittee would share their minutes with the Steering Committee as a whole. Consensus was that when the Subcommittees meet again they would review the minutes from the other Subcommittees and report their discussions back at the next Steering Committee meeting. Items To Be Discussed From Sub-Committee MeetinQS Members shared their Subcommittee minutes with regard to - Vacation Requests, Call-in Procedure, Shift Exchanges, Job Sharing/Other, and TechnologylSoftware. The minutes from each individual Subcommittee will be photocopied and forwarded with the November 2ott' Steering Committee minutes to allow for discussion by the members at their next Subcommittee meeting. OTHER BUSINESS ,--.. Kronos - need for swiDina. Staff questioned whether there is a need to swipe? This issue will be addressed at a future meeting. GEC-09-2002 09:22 COUNTY OF ELG IN 1 519 633 7661 P.03/03 .-- Scheduling Steering Committee -2 - November 20, 2002 The Committee was also asked to take the following items to their individual Subcommittees for discussion - pros and cons - and report back to the next Steering Committee meeting: 1) Nursina Assionment Sheets - Do we need assignment sheets and how can they be made easier to work with? - Is there a better way to execute this form and eliminate stress to Homes staff due to difficulty reading schedules? - What software is available to look after this matter? - Would there be benefit in posting the schedules in each department - possibility and why or why not? 2) Christmas ScheduliOQ - The need for Ucut-off dates' when posting positions in departments , Paul Vandenberg asked for members to form a subcommittee to look at Technology. It was agreed that one derk from each of the Homes, a member from ONA and SEIU should be members of this subcommittee. The following persons agreed to be members of the Software Subcommittee: Sonia Beavers, Kate Dymock and Loree VandeMaele, Anna Young, Linda Johnstone, Marjorie Ford, Paul Vandenberg. A tentative date for a Scheduling Technology Subcommittee meeting is scheduled for Dec. 5. Date. time and location will be conflliTled. The Chairperson discussed the need to ask for an extension from County Council in order for the Task Force to complete its mandate. Members agreed. Next MeetirtQ Date The SteerinQ Committee wiU meet December 4th from 1 :00 - 3:00 p.m. at Elgin Manor. The Subcommittees will meet as follows: Elgin Manor Subcommittee - Nov 27\11 at 9:30 a.m. Bobier Villa Subcommittee - Nov 28th at 1 :30 p. m. Terrace Lodge Subcommittee - Nov 29111 at 1:30 p.m. The meeting adjourned at 2:39 p.m. /'"' J~ja C air PV'Þ'1{IUn, A4-U!A;.J{n/.I~ Secretary TOTRL p.Ø3 1 519 533 7661 ? . 02/18 Schedl1Iing Task Force MeetilJg at Terrace Lodge on Friday, November 15,2002 12p.m. - 2:00 p.m. ?¡esent Loree Van.d~m.ade~ Mary Campbdl, Andrea Dcrreire, Joan Late P~m Muma. M..xjorie Ford Paul Vanè.enbarg no ce~tra.J scheduling. schedule duration - 6 ".veeks ok. Every other we~ker.d off for parr time- Look at 12 hour shjfiS for RPN CALL IN'S !ess than 15 hours;l problcm - de\-eiop Letter of Unde..:>tl'1dinš 100r 11 hours bet\veen shifts or.iy for eo;¡ in' s not scheduled shift, Scenario - trying to fi!! a shift aÙer ran eim: call in. exhausted - offer OTto top senior pe'rsor. dow:l regardless. if they are working or r:.òr. They Ì'...~ve the option to refuse. Offtr 3 shifts:it íl time wh::n doing can 111'5 Submit non-avaHilblt d,ues - C3::t, by ,Çass the=r. on ¡he- Ç3U î;¡, tis! for {hose day,:;. SHIFT EXCH....NGES SuperviSOI doesn't need to appro"~, Have preferred shifts -- straight n.ights 01 afternoons _. ::i:J .sbift: pr~r.1ium would apply. JOB SHARE job share 7 days/week - bç:l€-!Ìts prcra.æd Part tlmc buddy with" f\!Il time STATUTORY HOUÙA."'t2 - full t:me would :t:-œ to optiúr. rç requc;st :;ta! days oft Have 3 :tasses of part time e-xploj'ees ] Jus: scheèu:ed .hours - no "aiL in's 2. Scheduled shifts plus CJ;!;' 's ; Ca~'.;Jì - no $cheduIed hours j"..1sr ta:1 in s NUV-¿b-2002 09:40 COUNTY OF ELGIN 1 519633 7661 P.03/10 ..- Elgin Manor Scheduling Sub Committee Meeting The Elgin Manor Sub Committee met on November 12, 2002 at 8:10 a.m Attendance: (see attached list) Discussion: :;.. Discuss and set guidelines at next meeting ~ Call In Procedure Call in Procedure shared from Valleyview. SU,bcommittee did not approve. Issues addressed: );. Waiting 5 minutes for answering maCh,ine and beepers - toc time consuming for clerical staff ;;. Once eXl'1austed part time call in list and exhausted part time on site. Then at Elgin Manor full time on site are approached bottom up. )0. Consenses to start at most senior full time person regardless if next shift Employee has option to refuse. Pros ;;. Part time scheduled and only called in for preferred shift M.H. » Preferred area provides consistency Outcome: leave call in procedure as is and will be revisited once scheduling has been addressed. ExchanQes » Some facilities lock after amongst themselves - Valleyvíew ,. No paper trail (Paper trail needed for Payroll purposes :;.. Should shift exchanges need supervisor approval if time for time? );;. Shift exchange ONA vs SEIU are scheduled at times therefore why is it that staff cannot exchange as long as there is an RN on duty? Job SharinQ/Other Options :;.. Preferred shifts :;.. Submit non availability for full time and part time (granted according to seniority) Cannot submit non availability for weekends or blocks of time. Save on clerical time. :;.. Job sharing may be addressed if non availability is implemented. 7 day job share currently being utilized at Parkwood and London Health Centre ,; Buddy $ys1em collective agreement needs to address - cannot submit non availability :;.. Preferred areas - consistency is the key - posting needs to be annoymous and allowed to transfer when requested (bum out) :;.. The more information submitted to scheduier less time consuming when developing schedule J "-'V-~CI-'::::<::JIð¿ 1:::1'~: 40 COUNTY OF ELGIN 1 519633 7661 P.04/10 :,.. Posting positions (WS18., etc) with end date left open and employee may be bumpec back to part time with no scheduled shifts, Employee will be on call #llÞtor remainder of schedule. Next schedule back on same rotation. Will likely be bottom part time without sCheculed shifts that may want this type of position. Staff Requests I" MajOrity of full time staff not submitting requests 2 weeks prior to schedule being posted :,.. More than one day :,.. Staff need to abide by ccUectíve agreement and procedure and management needs to address and enforce. I" Guideline to be reviewed and revised. Guideline to include time frame for employee and time frame for clerk. TechnoloQV ;.. Kronos - labour intense for exception reports, payroll, scheduling. exchanges. :,. Need to pursue scheduling module r Address whole punch in procedure, level of professionalism, not assembly line, level of trust SUQQestions for Neootiations >- Clarify in colfectíve agreement call in procedure ;;. Address submission of non availability and provide written guideline » Address time frame for job postings - post all 3 places same time (same as ONA) Meeting adjourned at 9:50 a.m, --'-'.... '"-'-"...,.... COUNTY OF ELm N 1 S19 633 7661 P.0S/1S BOBIER VILLA SCHEDULING TASK FORCE November., 2002 1300 - 1630 ¡Z, PRESENT: Diane Kuranyi, Lin McCann, Anna Young, Paul Vandenberg, Kate Dymock, Bev Drouillard REGRETS: none .......I.I.._........................~.......*........*..I.........~........ Review of agenda . vacation req uests trades requests calI-ins procedure technology other (job sharing, reduced hours ete) 1. VACATION REQUESTS Forms are fme VaeationfstatJLOA requests are all treated the same - on a first come basis - one does not take precedence O\'er another Time to request We alI agree that bulk ofvacat~PJ,?hould be submitted 2 weeks prior to the schedule ~post!t<\ø.'tfI'fs will improve the chance of vacatiol1 being granted - vacatJon requests submitted with Jess than tills amOunt of time will stiJJ be considered, but staff may not be available After schedule is posted any vacation requests should be submitted 2 weeks prior to day requested off. Vacation requests for emergencies will be stj] be considered. Booking off a couple of days as a PT person technica!1y means you have take11 a week ofvacation, however in many situations PT staff requests specific days only and are available for other shifts Vacation intent is for weeks off not always individually Time to approve/deny Need one "in box" for all departments vacationístatslLOA requests - requests not to go imo supervisor's mailbox Clerks to have authority to start call-ins to flU vacation requests in a11 departments Criteria: If2 people are already off on that day (vac/LOA/stat) then the c!erk wjJI discus:; the request with the supervisor prior to trying to Cover the shift If Jess than 2 people already off on that day, then the clerk wi!! automatically attempt to conduct the can-ins for ¡he requests The supervisor must be made aware of any requests not iï!!ed NOV-26-2002 09:42 COU,ITY OF ELG í N 1 519633 7661 P.06/10 :' we agree that 3 full business clays to complete the request would be reasonable if denied, the clerk wi1l call employee and inform them of this _ the cierk wíli ensure that a supervisor (in-house) is aware that a vacation/stat is denied the assumption for all departments is that you are responsible for your shift and that until you are sure that your shift :s covered you must corne to work (don't assume that shift has been covered) ALL LOA requests need to be approved by a supervisor 2. REQUESTS FOR EXCHANGE OF TOUR OF DUTY should staff be able to exchange their own shifts? Yes and no responses empowers staff kronos concerns with trades concern ftom office that they would prefer that no one enters exchanges into the schedulé exchanges are not processed priOt to both staff signing exchange request time exchange requests during business hours requests should be completed on the exchange log and put in the trade box in the office...a sheet for emergency exchanges after business ho urs wo uld be Ie f\ in the caU in binder sample of new sample exchange form reviewed - amendments reviewed exchanges preferred within same pay period - outside of pay - shifts will not result in premium pay 3. CALL-INS equal distribution by rotarional call-ins works well if someone is on vacation, they still get calJed for call-ins unless caH-in is for a day they are on vacation time ftame is ok except that the office expressed concerns about not being able to caìl staff until after 1500 ¡fthey worked the night before we all agreed that 12 hour staff be called after 1500 hours 8 hour staff be called after 1400 hours we would like to see that the afternoon shift be al10wed 8 oours sleep as well where time aìlows the RJ'>i is responsibìe for ensuring that caìl-ins are made after business hours 01- we agree that they can de !egate this duty to another staff member at her discretion - the fu"i is still responsible for ensuring the caìl-in is done certain time at night to do caB- i'ls we agree that call-ms can be made up untij 2200 we agree that call-ins can be made for days after 0430 piease do not cal1 to cover an afternoon shift unt¡! after 0830 NDV-25-2002 09:42 COLlNTY OF ELGI N 1 519 533 7551 P.07/10 4. TECHNOLOGY Paul sha:ed that he spoke to some or.e from Goidcare about scheduling programs There are programs that track time and attendance (Kronos) and those that do schedules Several COJ1".rnents incJuded why do we have to "swipe in" - Staff woulò prefer that this did not have to happeD Suggest that any new software be tr¡aied as a duplicate program to check tòr how user :triendly it is, time to enter etc Agree that we need a program tha; wilJ be user :trieJ1dly and track all of the stats that we need to keep - this wiH be most beneficial to clerical staff and not likely have much impact on other scaff 5. OTHER LENGTH OF SCHEDULE suggest a longer posting time - 6 months (may be too long), 12 weeks mayor may not work - lots more cali ins for WSIB coverage vacation requests discussed posting FT master br longer period of time but not pt staff æ this would be better for call-ins, this may not be well received by PT staff discuss with task force as a hole JOB SH.ARING would li.'<e to see job sharing, is at ONA negotiations on table still no language in SEW contract encourage REDUCED WORK ,VEEK discuss - is it possible to work 4/5 IT SHADOWING PT STAFF are there other options for working PI instead of having to do ca]-ins som~ PT statI do not wish to do ca]-ins some wish to accumulate FT hours TEMPOR...>.RY OTh'ER JOB OpnON'S KRONOS NùV-26-2002 09:44 ::OUNTY OF EL.G ¡ N 1 519 633 7661 P.09/10 REQUEST TO EXCHANGE TOUR OF DUTY I, PLEASE PRINT NAME AGREE TO WORK Month I D~y I Ye~r Shift I. PLEASE PRINT NAME AGREe TO WORK Month I Day I Ye~r Shift I understand that this exchange will not result in any additional cost to Elgin County Homes. Signature of employee REQuESTING exchange Signature of employee AGREEING to exchange Date submitted REQUEST TO EXCHANGE TOUR OF DUTY f, PLEASE PRINT NAME AGREE TO WORK Month I Day / Year Shift I. PLEASe PRINT NAME AGREE TO WORK Month I Day I Year Shift I understand that this exchange will not result in any additional cost to Elgin County Homes. Signature of emcloyee Re<:iUE$TING exchange Signature of employee AGREEING to exchange Date submitted ~ --... ^ /~ //~pr~// Den~/ ~ /~_ \.-$up~r '----/ Month I Day I Year , REQUEST TO EXCHANGE TOUR OF DUTY I, PLEASE PRINT NAME AGREE TO WORK Month ! Day I Vear Shift I. PLEASE PRINT NAME AGREE TO WORK Month ! Day I Year Shift I understand that this exchange will not result in any additional cost to Elgin County Homes. AGREEING Ie exchange Date sUbmitte<J ~rvÎsor '--../ Month I Cay I Year H:\U$ER$',DYMOCK!<A.lexch.nge doc Diane Kuranyi and Kristie Satchell nominated for Chair By a show of hands, Diane Kuranyi voted in as Chair. agreed that Kristie be Vice Chair. Both nominees acce~ed these gQsitions Suggested and Chair: Diane Kuranyi Vice Chair: Kristie Satchell --- - 4 3 Objectives for today's meeting Election of Chair # 1 2 AGENDA ITEM Welcome and introduction Overview of main objectives - - - - - - keep process simple and ask for resources as hÉ,eded P&P should be evidence/best practice/risk mana!Jement based 1 year time line - this is somewhat flexible - do not sacrifice doing things well for the deadline develop list of priorities - give to Helen, Helen to "hare with Supervisors for input - then with management tec.m for input then final product to council copies of all minutes to Helen - she will forward to Council and staff to review and update all policies and procedures involving home's operations provide Helen with attendance list for each meeting - she will share with supervisors for payroll purposes each task force member to keep travel expense record - wiil be paid for time at meetings and for travel expenses if coming from work to another site for the meeting (if attending a meeting on your day off, you wiil not receive mileage but you wiil receive compensation for your time at the meeting) travel claims should be submitted monthly to Helen (or every couple of months if minimal claims) develop plan for next steps (see item # 7 belOw) DISCUSSION ACTION/KEY POIÑ IS GUESTS Mark McDonald, Helen Notte Marg Ashton, Tern Benwell, Kate Dymock, Fred Galloway, Michelle Harris Diane Kuranyi, Lin McCann, Heather Provoost, Kristie Satcheil REGRETS: none Peggy Johnson PRESENT: Sandy Heffren ELGIN COUNTY HOMES POLICY AND PROCEDURE TASK FORCE MEETING MINUTES - NOVEMBER 13, 2002 TERRACE LODGE 1330 - 1455 Roy Jacques ) íGt tkw ~~ SECRETARY These minutes were approved by the Policy and Procedure Task Force on NEXT MEETING DATE IS SCHEDULED FOR NOVEMBER 29, 2002 AT 0900 AT THE COUNTY BUILDING COMMITTEE ROOM #1 8 7 Next Action items and assignments Appointment of Secretary Meeting schedule and location meeting task force not determining regular meeting schedule until volume of work better determined after next meeting may decide to break into sub groups all agreed to a more central location - County Building need to first determine what already exists for P & P in each home - this inventory will provide us with a basis to start agree this could be done by listing each manual and copying index page for each manual wiil need to determine how to set up P&P in future - by department? By task (ie resident care)? We may be able to categorise as follows: - P&P fairly new - a low priority to change - P&P old and needing updating - Gaps in P&P where a policy should exist and does not - What is home specific - What is integrated between the 3 homes - What is integrated between the homes and administration/HR - - - - These members are responsible for compiling list of all P&P manuals in each home for all departments. They are to copy the index for each manual and review it for accuracy. Please bring this info to the next meeting. Elgin Manor - Marg Ashton Bobier Villa - Lin McCann Terrace Lodge - Kristie Satchell CNO Compendium - Peggy Johnson MOHL TC - Kate Dymock Admin Manual - Kate Dymock HR Manual- Sandy Heffren Sandy Heffren to book room at County Building for meeting 6 5 - Kate Dymock nominated for Secretary. Nominee accepted this position Secretary: Kate Dymock Retable at next meeting ELGIN COUNTY HOMES POLICY AND PROCEDURE TASK FORCE MEETING ATTENDANCE RECORD DATE: . TIME CALLED TO ORDER: TIME ADJOURNED: ATTENDANCE RECORD PLEASE SIGN BESIDE YOUR NAME FACILITATOR FRED GALLOWAY ADMINISTRATION SANDY HEFFREN SEIU ROY JACQUES BOBIER VILLA KATE DYMOCK PEGGY JOHNSON DIANE KURANYI UN MCCANN ELGIN MANOR MARG ASHTON TERRACE LODGE TERRI BENWELL MICHELLE HARRIS HEATHER PROVOOST KRISTIE SATCHELL GUESTS I I - Chairs will solicit and select members for subcommittees at all Homes prior to the January meeting, and report make up to the meeting Subcommittees to review P&P specific to their area prior to the January meeting. 6 ndividual, Group Assignments and Timelines 3 4 5 Review of Nov Minutes Format of meetings Reports of current P&Ps AGENDA ITEM Call to Order Attendance Helen provided 'nformation - - - some members had reviewed indexes of the policies and procedures assigned at last meeting and some had not reviews that were done indicated a number of gaps between Homes procedure should follow policy in binders break into subcommittees and take on specific issues if have good clean copy of policy could be scanned to reduce workload HR Policies are available to each Home on the Common Directory 4 subcommittees to be formed with membership from the task force and others to review policies from each Home Dietarv subcommittee - Chair Heather, Marg co-Chair, one dietary rep from Bobier, one nursing rep from Terrace Lodge (Heather), one housekeeping/laundry rep from Elgin Manor. Housekeepinq/Laundrv subcommittee (would handle infection control & MSDS) - Chair Michele, Co-Chair Diane, one housekeeping/laundry rep from Elgin Manor, one nursing rep from Elgin Manor, one dietary rep from Terrace Lodge. to be decided in January 2003 will be reviewed by sub-committees once formed 13/02 - - - DISCUSSION Chair Diane called the meeting to order at 0905 attendance form circulated for signing Helen informed committee that Terri has agreed to secondment to P&P Task Force effective Jan. 1, 2003 meeting with staff on Monday to discuss impact to Terrace Lodge and transition plan - staff will be provided opportunity for input agreed to by consensus Vice-Chair signed in absence of Secretary - - faxed to Helen by Sandy Terri to work with P&P Task Force on ful time basis # f 2 Kate Dymock, Roy Jacques ACTION/KEY POINTS GUESTS ELGIN COUNTY HOMES POLICY AND PROCEDURE TASK FORCE MEETING MINUTES - NOVEMBER 29, 2002 COUNTY ADMINISTRATION BUILDING 0900-1100 PRESENT: Marg Ashton, Terri Benwell, Michele Harris, Sandy Heffren, Peggy Johnson, Diane Kuranyi, Lin McCann, Heather Provoost, Kristie Satchell Helen Notte (left 0925) REGRETS CHAIRPERSON SECRETARY These minutes were approved by the Policies and Procedures Task Force on 10 Adjournment - first none January 6,2003 - 0900-1100 County Administration Building Adjourned at 1110 7 8 9 Meeting Schedule New Business Next meeting Sandy Heffren Monday in each Supervisors will be requested to provide copies of pOlicies as required nursin9 policies will be done as a group Moved by Marg & Seconded by Un THAT the Director of Homes, in consultation with the supervisors, be requested to authorize staff involved in each of the sub-committees of the Policies & Procedures Task Force up to 4 hours per week for 3 weeks of the months of January through May 2003 to research and formulate Homes polices and procedures and to schedule other staff as required and that on the fourth week of each month be approved to hold a P&P task Force meeting for up to 4 hours per month. _ Carried, Terri will act as resource co-ordinator for each subcommittee and provide research once policies have been prioritized - someone else will provide secretarial function, Terri will handle county-wide policies HR Policies & Purchasing Policy) to book room month at 0900-1300 - (Le - subcommittees to meet once per week for 4 hours they will meet once per week for the first 3 weeks of each month between Jan and May on the fourth week the task force will meet for up to 4 hours to review progress of subcommittees and make suggestions/plans sub committee members not part of the main P&P task force will not be required to attend the main task force meeting in the 41h week of each month letter to go Helen requesting the time committment 6 Individual, Group Assignments and Timelines - continued -2.. Maintenance subcommittee - Chair Kristie (will review policies with Jim Carter before forming subcommittee), one maintenance rep from Elgin Manor as co-chair, one maintenance rep from Bobier if available or one maintenance rep from Terrace Lodge, one dietary rep from Elgin Manor, one nursing rep from Bobier, one laundry/housekeeping rep from Terrace Lodge, Activitation subcommittee - Chair Peggy, Co-chair Un, one dietary rep from Terrace Lodge or Elgin Manor, one nursin9 rep from Terrace Lodge, two activation reps - one from Bobier, one from Elgin Manor, ¡il E:€íltù Cr rfLI\JU,T€ :') - / . /0n?oRAI<.' 'Poo\-. -1Í15/<. 'Z: . " .- ro~c.E:.. .~ --rt..Q.. -k~k ~(C.~ 1Tìd íbr;h ii\;+io.l lYJoc+ìnð 010. (J€!ìN~1)Ay' NoJ t..m..~v .l~) ;JOD:J.., . Gl.t D'lco h~. . __.,." => 1,\ AH~(li\.Cfl.: -:klie (:J.CI'Q. '00."';4 ¡fJc.. 'DOf\ald) S...e. ~herr~ . " tVe.ð(j.:J ::rc:k"SðP ) , . . .. ..,,; ~ . e~(~h : (;.ra.c:G.. (od) ~"û 0... --(;40"'- Æ'Ld. ~ O,.d·lil\Q.. 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'r/ì Ðn'ße,e 5 -= · f(}r- ~ -C~i"J1J" fl~-j ð·LA~,ç;/ ¡ðJ~~ f ' I:(þ Ì"t ~c.u lY" '---<....-'- 'J ¿/ ~~d- J\JIEETING MINUTES TEMPORARY POOL TASKFORCE -SECOND MEETING OF THE TEMPORARY POOL TASK FORCE MET ON WED. NOV. 20, 2002 AT 14300 HRS AT ELGIN MANOR -iN AITENDANCE: GRACE FORD, DAVE McDONALD, SUE SHERRIFF, JULIE ACRE, TANYA TILTON-REID, AND PEGGY JOHNSON -REGRETS: NONE -DISCUSSED ITEMS ON THE AGENDA: 1. RESPONSESIIDEAS FROM THE UNIONS ABOUT TEMPORARY POOLS A. TERRACE LODGE: -WOULD LIKE TO HAVE A CASUAL POOL BUT WOULD PREFER TO DEAL WITH THIS DURING CONTRACT NEGOTIATIONS INE THE FORM OF A WRITTEN LEITER OF AGREEMENT WITH MANAGEMENT. -DO NOT WANT TO INCREASE THEIR CURRENT PART TIME POOL OF STAFF - WOULD LIKE TO SEE VACANT POSITIONS FILLED IMMEDIATELY FROM A POOL OF STAFF PRE-EVALUATED BY THE COUNTY. 2. ELGIN MANOR: -HAVE SEVERAL CONCERNS WITH THE TERM CASUAL POOL--WHAT IS IT? WHAT DOES IT ENTAIL? -PART TIME STAFF DO NOT LIKE THE IDEA OF HAVING A TEMPORARY POOL OF STAFF. -CONCERNED ABOUT HOW SENIORITY WILL WORK, WORKPLACE JUMPING, DEPARTMENT JUMPING, AND NO GUARANTEE OF SHIFTS. 3. BOBIER VILLA: -CAN AGREE ONLY WITH INCREASING CURRENT PART TIME COMPLEMENT ONLY (SEW GROUP) -ONA GROUPS CONTRACT COVERS THE USE OF CASUAL PART-TIME IN EACH HOME SEPARATELY AND THE FILLING SHIFTS VACANT WITH TEMPORARY PERSONAL AND AGREE AS LONG AS IT FOLLOWS THE COLLECTIVE AGREEMENT.n-FEEL THAT TIS TOPIC CAN ONLY BE DEALT WITH AT CONTRACT TALKS AND AT PRESENT COLLECTIVE AGREEMENT MUST BE FOLLOWED AT EACH HOME. SEW DO NOT WISH TO HAVE TEMPORARY OR CASUAL STAFF. B. GENERIC SOLUTIONS:-RECOMMENDATION MADE THAT THE COUNTY HAVE A NUMBER OF INDIVIDUALS FROM EACH DISCIPLINE INTERVIEWED AND PHYSICALS COMPLETED ALLOWING IMMEDIATE MOVEMENT INTO PERi\1ANENT POSITIONS FOR ALL DISCIPLINES AT ALL 3 HOME AND TEMPORARY POSITIONS FOR THE TERRACE LODGE, ELGIN MANOR AND ONA GROUPS. -TANYA STATES THAT HR IS WORKING ON THIS -qUESTION ASKED ON HOW SUPERVISORS ARE FILING KNOWN VACANCIES AND HOW QUICKL Y--rECOMMENDA TIONS MADE THAT IF NOT CURRENT PRACTICE TO FILL SHIFTS OF KNOWN VACANCIES ACCORDING TO THE EMPLOYMENT STANDARDS ACT AND TO STICK WITH STAFFING COMPLEMENTS WHERE POSSIBLE. TANYA WILL BRING INFORMATION FROM THE ESA NEXT MEETING. 0 -DETERMINED THAT WE WERE UNABLE TO M!VE ALONG UNTIL IT WAS DETERMINED THE RECOMMENDATIONS OF THE SCHEDULING TASK FORCE. OUTCOMES: 1. iNVITE SCHEDULING CHAIR TO NEXT MEETING. 2. DISCUSS AND BREAKDOWN SOLUTIONS FOR EACH GROUP. NEXT MEETNG: MONDAY NOV.25,2002 AT 1030 AT ELGIN MANOR. Comm 11''fEe; ~ M> - dù~o...>- ~ ~/p~ ~J}t /c c:~_ ~"Å)Y~/ COMMUNICATION TASK FORCE MEETING MINUTES DATE OF MEETING. LOCATION AND COMMENCEMENT: The communication task force met on November 14'", 2002 at Bobier Villa commencing at 10:00 a,m, ATTENDANCE: Pat Vandevenne Cristina Amaral Dianne Palmer Rob Marcus Margaret Lyle Sandra Grylicki Lois Ashton-Diniz Kelly Carr Janith McMillan Absent Laura Leatherdale DISCUSSION: · We began by having Fred Galloway and Laurie Lashbrook describe their role in this process. Fred Galloway will not be in attendance for every meeting but will be available to attend if needed, His role in this process is to make the communication process a priority in our organization, Furthermore, he will create a strategic plan that identifies our communication needs and will recommend improvements to our communication processes. Laurie Lashbrook is here as a resource to help us identifY problems and generate ideas and solutions to our communication problems. · We identified general communication problems: inconsistency in communication procedures, gaps in the communication, lack of formal communication, different messages/information by different Supervisors, 'etc. · We recognized that the communication between the three homes is weak and agreed that this is an important issue to address- the idea of a monthly newsletter for each home was brought forth. This was tried in the past but fell through the cracks however; it can be looked at as a possibiIity again. · The involvement of IT is extremely important for effective communication, we will request that an IT representative attend a future meeting (to be decided), The need for an increase of technology training for staff was recognized. · The use of technology (i.e, Cell phones, pagers, radios, etc.) is needed to improve communication, The Supervisors do not have cell phones making it extremely hard to get a hold of them, · Our memos are outdated (some from 4 & 5 years ago) and too negative (use of "DO NOT"). · Timeliness of information/mail/memos to staff should improve. Some employees get information the weeks before others get it the day before, · Information from down up needs improvement. At times communication goes directly to the respective supervisor and at other times staff communicates with the business office for answers or to relay messages. · Supervisory monthly calendars are at 50%-60% for effectiveness. Not every Supervisor is informing the business office of their schedule tàr the upcoming month/week. · The need for more face to face communication with Supervisors is required, · Staff is not comfortable with communicating with Management at all times, Staff does not feel the support is there. . Concerns were raised by Nursing Reps Transitional communication from shift to shift needs to be addressed, Some infonnation is not being written in the communication book; it is being verbally communicated. Infonnation is being written down more than once resulting in inefficiency. (i.e, Resident death, admission, transfers, etc, At Terrace Lodge & Bobier Villa infonnation is being written on each department's bulletin board. At Elgin Manor the Nurses fill out a census sheet and send it to the business office that then photocopies it for each department), ideas for policies - Admission checklist - Death checklist - Discharge checklist Department meetings are held on a quarterly basis at Elgin Manor and Bobier Villa, at Terrace Lodge they are held every other month, Everyone agreed that attendance needs to increase and minutes need to be distributed in a timely fashion to promote better communication. Fonnal agendas are given 1-2 weeks prior to meetings with employee input. ACTION PLAN/OUTCOMES: We agreed that we must tackle the internal communication problems initially and establish an effective internal communication system before dealing with the external communication problems. Thoughts and suggestions are to be presented at the next meeting to improve the internal communication, We identified the need to increase and improve the communication lines between the three Elgin County Homes. Ideas for improvement will be addressed in the next meeting We acknowledged the necessity to increase the utilization of technology (i,e, cell phones, pagers) to better our communication system, This will be discussed in the next meeting. DATE, TIME AND LOCATION OF NEXT MEETING: The next communication task force meeting will be held on Monday, November 18, 2002 at the Elgin County Administration Building, committee room #2 at 3:00 p.m. ADJOURNMENT (NOTE THE TIME THE MEETING ENDED): The meeting ended at 12:00 p.m. Q J~dL~V. CHAm ik é~ivL SECRE~Y c! cJ-4l- tþMJy! - j) 4 VICE-CHAIR COMMUNICATION TASK FORCE MEETING MINUTES DATE OF MEETING. LOCATION AND COMMENCEMENT: The communication task force met on November 18"', 2002 at Elgin County Administration Building at 3:00 p.m. A TTE'IDANCE: Pat Vandevenne Cristina Amaral J anHh McMillan Marg Lyle Sandro Grylicki Lois Ashton-Diniz Kelly Carr Elgin Manor Elgin Manor Bobier Villa Bobier Villa Terrace Lodge Terrace Lodge Bobier Villa Absent Dianne Palmer Library DISCUSSION: 1. How can we communicate better between the three homes? Provide a monthly or quarterly Newsletter for all 3 homes. Provide employee tours of each home (i.e. Open house). More staff social events i.e. staff functions. - to be held in a neutral location. Have employees float between homes. For educational purposes only. Our goal for all employees is to experience the other homes, to see how the care differs tram home to home and to see the different processes and procedures used. Concerns were raised about seniority. '\ 2. How to better communicate within each home? It was suggested that we ÛTIplement a "coIoured dot system" outside each resident's room to flag problem/issue (i.e. overly aggressive, sick) that exists with a resident. If a coioured dot appears outside the residents room then the staff are to see the RN before entering. Pat Vandevenne will ask Helen Notte and Mark McDonald to implement this asap. Increase the attendance of staff meetings. It was recommended that a 4 hour reIiefbe brought in so that more staff can attend. It was suggested that to encourage meeting and inservice attendance, we need to implement an incentive system. For example, being paid for attending. food and re&eshrnents, Monopoly S$ idea (the supervisor gives a certain amount of money for attending inservices, meetings, getting the flu shot, etc. and then at the end of the year the staff is able to buy flex time, vacation days or gifts ITom suppliers). Minutes from staff meetings are to be given in a timely fashion and posted for all staff. There is a need for better communication between the staff and their respective Supervisor. It was suggested that communication inservices/seminars be offered to all staff. 3. Technology Computerized care plans are being used at Bobier Villa. The same is to be implement at Terrace Lodge and Elgin Manor (no time fhune available). 4. Other Business It was recommended that we administer an "Employee Morale Questionnaire" to get staff input and to generate ideas for improvement. This survey should be outsourced and revisited on a yearly basis. To improve employee morale a suggestion was given to offer motivational inservices Employee moral is down - maybe do an employee moral questionnaire and survey and revisit every year to have something to benchmark. - Possibly outsource this. Recommendation given to Mark and Helen The communication of room bookings and inservices needs to improve. AMS - a lot of negativity surrounding this issue. This will be presented to the policy task force. ----- --,...__.~~----- ~--- ACTION PLAN/OUTCOMES: 1. Pat to talk to Helen and Mark about the "coloured dot system". We win start off with just one dot (happy face) to indicate to the nurses that they needed to talk to the RN for further info. Kelly to order post-it notes for all three homes. Intent is to implement it now. For future we would like to have more dots to decipher different behaviou.rs. This will be presented to the policy task force. 2. To further discuss employee and supervisor conununication. 3. Ask IT (Mark) to come to meeting to tell us what is coming and when regarding technology DATE. TIME AND LOCATION OF NEXT MEETING: Monday, December 2,2002 ITom 10 - I2p at Elgin Manor ADJOURNMENT (NOTE THE TIME THE MEETING ENDED): 5:00pm ~J~~ ~CMÆ CHAIR SECRETARY ¿~ ~2þt -j)~) VICE-CHAIR - ---- ---- ~-- ---- -----_.._----_...~--------- r. ..- ..,---- CUMI'H.NICATION TASK FORCE MEETING MImJT~ DATE OF MEEll:"i'G. LOCATION AND COMMENCEME:"<': The communica:ian task force met on Decembèf 2:1d, 2002 at Elgin Mar,Gr commencing at 10:00 fi.m ATTE"''DANCE: Pat V andever...¡c: Lois Ashton-Diniz Dianne Palmer Rob Marcus Sandra GrylIckt Laurie Lashbrook Kelly Carr Margaret L y!e Ab>.nt Laura Leatherdale Cristina Amaral Janith McMi!]an DISCUSSION: 1) Right at the beginning Fat Vande venne: read 2 announc~rl'.ents that were made since- our last meeting ofNov.18~ that will impact our task force and it, objectives. !. Terri Benwell, Director of NlL»ing at Ter.:.ce Lodge has beon seconded for a one-year period and wi!] 10<: working on Policies :lI\d Procedures tòr the County of Elgin, 2, The Infonnation Technologies (IT) Department is under review, 2) Review of Agenda - As 5a,) involves the IT D<:;':l!'tment it wos suggested that we change that agenda item to read 5 ,,) "''hat we think Olil' needs are, 3) Pat commented on the dot system and that when she .3I'Id H-:kr:. Notte h..,c. discussion on the. ì:;$t:~ !t was agreed that the objective of the Task Forces was the make recommendations and no! to put anything into practice yet. ';.) IT ovetview changed to What we think OUf !:eeds to be E.) In- Home Communication: » Ev~ryone should have ac·cess to cmail. :> It!vestigate telephone use- in each hom~ . Bobi~:- ViI1a ha.5 no vaiç:= mail but;]. decent 2-way radio system th<lt could t'nhanced It was sug:g~sted that we need a description from BL.bler 3S to how thei: 2-w~y radio system works Terrace Lod~e has voice mad but do.s not h,'/e a good 2-way radio system The overhe.d paging sygt= is h0.cked ;n:o the cal] bol! 'ystem. Terrace cannot get im:nediate communication in an erTle-rge:¡cy EilZŸn Manor has ve-ry amiqu.a~ed telepr.or.e .::iYS'tem ~r.¿ in need of :-epa:r . A ne'N building j:; 6·7 ~Or:th3 fi-om camp-letio:'! and there is no int~~[ion ofrepa.iring th¡,s sj'-stem". Elgin Manor is testng a ne-w 2·way radio SY3t~" I~ was a.gr:~d 011 by all i:n attendance that the te!e;:Úlone sygtern at the Elgin Manor-1S citricJI ::md jmmt'dlat~ $oi'J.tions 3.r~ a key recommendation ~ A:l supervisors should hs\.'e their O·~11. eel: phone or ;~g~ systc::r:1. C:'.?ROORA.\.1 ?'H..ES'~'.tfJCRO.<i()Fï OF'E(,£"OFFrC'E\C~rnmL~i_:J;:!'m 1'1510: For::-= Y.i"u:t'~ (';'1'; ~).d~ ""'-J .i Q.~~ ..un;:ç ¡,;ummUmcatIon - communicatÎng the process: Lau..-ie Lashbrook has b<rn asked to aaend the County COUIlC¡J mectmg 0" December 12'h She wiIt p"-<,"nt some Immediate str'ategi<s, IE Dot System, Cel! phones for Supervisors, Elgin lYhnors tedmi~aI În hous~ çommuniciltÎon .s~ystern C3rmoc be put off W<litin6 for a new homè: to be built. Etc. Then in January plan to take recom.r!1endation.s to CounciL We see no advantage- to requ~stiI!g an extrnsioI'!. to this corrununication task rOTCe-. In fact, our momentutn may b~ 10st if W~ wait. Many of this task forcl;!s issues are critical ~d rt'quirc immediate atte:1tion, In order for the other r.a3k forces to pïo<:ecd with their re:::ommendation$ this task force: must proceed Other Bus;n<ss: > There are computer terminals at Terrace Lodge in t1:e Upper and Lo"..er n'~rsing sta~ons that ha"e not been hooked up, There seems to 'oe no training immi!!ent with regard to computer trainmg ;.. Elgin County would benefit ITom an Intrnne: site where std'f could for example register ior get together, a message iTom the Director, Classified ads etc. » Tne County Web Site that we cu..-rently have was launched in May 2002 and is not being updated on a regular basis, For example the Library telephone n"r.1ber wag fictioo'L'$ wher. the '..'ebsite was launched and has not been corrected yet » The homes could us. this website as a marketi'g.'sales tool by introducing a vi"'Ja! tcur of each home, Our target audience wouId b< tho conSl1mer. > How do we communicate externally? :;. We need to premote ourselves as a "Not For Profit" Long Term Care taoility, );> Comr!".unication regarding admission of the residents. For ~xample the information that we rccciv~ prior to admission a....,d the actual admissIon a..""t' :lOt the 5<ln1e. \Vñen decisions are made and the staff have concerns about th~ d~cision how do they voice- thc~r concerns. R.1ght now the staff <lre ventj:1.g their fh.:st:'ation to each other - tbs tS ilmdamen:olly "Hong ACTIOi'\: 10 have regular mee¡'ngs co yoice opinion or would e"'ployees feel com:ortable with t'1lS forum, Would a meetir.g every \Vednes¿ay ITom 1·3 P~f for 3.11 departments and r;,e-ir super/isors to attend and '/oÎce their CO<1CmlS be a n:commendation? )0 It Îs important that a. trustmg rdationship is formed with all /evds of this orga..Ùzstion in order for the co:nmu:,jcat'ion proc::ss to dev~k~ ar.d move fcnvard ).I. The:-e arc increasing nu~be!" or admissions that have b~haviour prnbler'1s and n:ore staff tráining is. sought after Pat spok" about the PrECES trair.:::t bei~g o [ft':'<è w ~"is and RPN right now, PIECES :s a Psycho G:;:arn.c syst~miz~d process f~r prope; aSS~SSr:1~TH Geriatric consu1tan~s for educatior. p:-o\-îde 6js tÌ":e training. C '?Rù0R.,,-\.'1! Fr..ES\.\.{r":!\.oscFToFFrc=\OFFICË'C~rr:;-nU:1:"~¡¡(;:: ':-;¡~k F.Jrc:: ....rl!lU(.C1 ,:cc::c':j dç.: DATE, TIME A."ID LOCATION OF I'ŒXT MEETING: Tne next communication task [(¡rco m~etings \.\ill be held on Friday, Decem~r 6,2002 and T~e5¿ay, Decem:,er 10. 2002 in tho Library at ,he Elgin Maner ADJOGRJ'iMEt'T (NOTE THE TIME THE MEETI:'fG E'lDEm: The meeting ended at 12:00 p.m. 2/: / \')/V\d L/J-I/Y1A-f...I CHAIR ~~~~Vn ~ . ~~ ~ SECRETARY d ;':¿¿f ///U ))/~Ô' VICE.CHAIR C :PiZC'G.t.~\.1 .'"¡;"E~.J'ynCr"O.sCFT CFF~CE'.QFF¡CE"'Comn:W1rçl;!Cn 1/Uk Ft..,~~ \.~;n<r'=1 ~c 2) 1.:.., DEC. 9.2002 11:12RM NO. 272 P.1/3 PlJrchasing Task FDrçe - The Task Force met on November 13, 2002 at Elgin Manor commencIng at 10:30am. Those in attendance were: Fred Galloway, Peggy Johnson for Vicky Ainsoow, Pat Geisler, Marg AShton, Joyce Terpstra, Mark MacDonald, Helen Notte, and Jennifer Ford. 1) Mark MacDonald opened with thanks to the group from Management and Co~nçil Overview to group of how we came to be Overall strategic plan set fOr January Immediate Plans should be set out by Task Force to make recommendations Deadline for thial report is four weel(S from date of first meeting, putting final report due around December 11, 2002, If more time is required contact Marl( and Helen, Recommendations to be forwarded in writing to Council: Will first pass through Homes Administration Then will pass through County Management Team - May be returned for clarification of items To Council Task force was assured that no changes will be made to the crlginal document Changes win first be done by the Task Force 50 that everyone is informed of Issues Final Minutes will be made public 2) Overview of Goals of Purchasing Task Force (attached) ( ) '-" 3) Recommendations fer the Procurement of FoodStuffs - Old issue which causes problems with staff because items not available for menus as planned. . Can branch out to other areas of the homes if necessary but would like initial focus of the group to be on Foodstuffs 4) Pat Geisler· Chairperson - Chair meetings - Create agenda in conjunction with Secretary for each meeting . Run meeting in a fair mal1ner 5) Jennifer Ford - Secretary -Record main Decisions of the meetings lire reseFdee -Type and Distribute minutes to members and copy to Helen Notte ·Produce agenda for next meeting Establishment of current outline of menus at the homes: Who does wllat, When, How, and Why: 7) ~ Currently: Spring, Summer, Fall, and \Mnter Menus basically the same with some modifications specific to each home Each menu has a production sheet which outlines the how to's of the menus Ordering is done by the Supervisors - responsible to inventory and order Food Stuffs for menus DEC. 9,2002 11:13RM NO. 272 P.2/3 ',-- Minutes November 13, 2002 Page 2 ; U Sysco has a computerized food system to order on but must download currently available products in order to determine if Items available for delivery, Items are delivered and on most occasions the dellverymen take items to the freezer or to the fridge for staff. Items are put away wl,en staff have the time and most of the time deliveries are not checl\ed to delivery sheets - Delivery person is asked about missing items When staff go to make the meals there are i'.ems missing, or substnutlons have to be made to complete meal requirements, Staff does not understand why items are missing and when questioned feel unable to adequately supply an answer, Identification of areas where there are problems: Human error - Delivery company picl\s and delivers wrong Item and this Is not discovered u ntlllater Human error -Items not ordered or were not identified as needed at the time of order Items are taken from the next menu and not replaced by staff for next day therefore Items stlil missing - substitutions made again Inadequate freezer or shelf storage so items kept to a minimum and sometimes plied In a manner so staff have to dig to find appropriate food stuffs only to find that item is not available - wastes time Delivery of items are not checked and verified so it is not possible to ensure that we actually received what we ordered, No precheck Is done in advance to ensure that items are on hand. . There is a lot of waste but all staff felt that this was kept to a minimum whenever possible, No consistency between delivery persons. Some will adjust orders to suit the amount on hand, others just drop and run, County administration takes items from Elgin Manor and sometimes it Is not planned, leaving I10me short Procedures or a oheck sheet for ordering so that all items are reviewed each time an order is placed for the week, Discussion ensued as to how these issues could be solved, Solutions: Short Term: It was determined that all menus should also include Inventory sheets so that all items required for the next week's menu can be identified each week. That these sheets should be computerized to ensure that they could easily be modified if permanent menu changes were made, This would make ordering of items much easier for the Supervisors, It was determined that the most qualified to prepare the initial inventory sheets should be the supervisor and the main cook at eacll home. , , , , -' u~c. ~.Z0ØZ 11:14AM NO,272 P,3/3 v Minutes November 13, 2002 Page 3 It was determined tllat all Inventory sheets should include Par values (minimum amounts on hand) so that main staple items are always In stock It was determined that sUJ!!pliers Sl10uld be identified so that Inventory required that week can easily be transferred from the inventory sheets to supplier order sheets so that items which are not available at some suppliers will not be overlooked and therefore not ordered from another supplier. Procedures/Check lists should be created so that the Order flow and Paper flow is consistently checked each weel<. u Long Term: Staff from Elgin Manor felt that some of their storage issues may be addressed in the new home and that it was not possible to determine at this time if storage will be an issue In the new facility. Currently, it was felt that the freezer storage was very insufficient at all the homes with staff from Bobier ViiJa and Terrace Lodge identifying freezer storage as approximately 25% short of required need, . - All homes felt tllat there was a need to have a staff dedicated to putting away and checking the orders as they arrive but that currently supervisors and staff were too busy to address this with their current schedules, It was felt that this would alleviate some of the human error that is involved in the picking of the products and would ensure that adequate supplies are available on the shelf when needed. It was felt that a 24 hour precheck of all items would heip to identify missing items and would allow time for ordering from a local market. Actions required for next meeting; Each person will find an inventory sheet that they like to bring to the next meeting Each person will list the paper flow and the ordering flow currently in place at their facility - This will help to identify the best procedures for each process, IMsh lists if any as to how they would like to change or improve the facility to make it more efficient - more shelving, etc. List of suppliers that they currently use in order to identify similar vendors and develop ordering sheets. Any other purchasing issues that facility staff identify Next Meeting will be Wednesday, November 27102 @ 2:30pm at Elgin Manor. Meeting adjoumed 12:05pm. ~hl~ Zhairpers I I ~