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January 28, 2003 Agenda ORDERS OF THE DA Y FOR TUESDA Y. JANUARY 28TH, 2003 AT 9:00 A.M. Meeting Called to Order Adoption of Minutes - ~': Disclosure of Pecunial Interest the General Presenting Petitions, F ~sentations and Delegations RETIREMENT PRESI lTATIONS Vera Vachon, Elgir 1anor Home for Seniors Stewart Burberry, ( unty of Elgin Homes for Seniors PRESENTATIONS 9:00 a.m. - Steve Bea e, Emergency Management Ontario, Area Officer Southwes' n Ontario, concerning Changes to the Emergency Plans Act \TTACHMENT) - Recomme lation from Elgin County Administrators and Treasurers leeting of January 215\ 2003 (ATTACHMENT) 9:30 a.m. - Chester H ~tsu, Director, Ontario Works, Quarterly Report for Elgin C mty Council (ATTACHMENT) 9:45 a.m. - Darrell De lis - St. Thomas Gun Club, Canadian Trapshooting Champion lips, June 26-29,2003 (ATTACHMENT) 10: 15 a.m. - Jim Malik, . Thomas Paramedic Association - Maintaining Ambulanc Service by the County (enclosed separately) 10:30 a.m. - Denis Men I, Director of Transportation & Emergency Services, Middlesex )unty, RFP Presentation - Land Ambulance Delivery 10:45 a.m. - Carmen D' 1ge1o, Oxford County EMS -In-house Land AmbulancE Jelivery Motion to Move Into "C nmittee Of The Whole Counci Reports of Council, 01 ,ide Boards and Staff Council Corresponder ¡ see attached ORDER 14,2003 Nature Thereof ",aetings held on January Agenda) '.', and Consideration Information (Consent Items for Items for 1) 2) 1 st 2nd 3rd 4th PAGE # 5th 6th 7th 1-7 9-12 14-65 66-75 76-81 13 8 Recommendation From Elgin County Administrators and Treasurers Meeting of January 21st, 2003 Subject: Community Emeraencv Manaaement Co-ordinator THAT the County of Elgin be requested to consider providing a Community Emergency Management Co-ordinator, perhaps on a contract basis, to co-ordinate the development of the "Essential Program" of emergency preparedness for all interested local municipalities in Elgin in keeping with the requirements of the new Emergency Plans Act. -Carried 8 In the period Apnl 2001 to March 2002 employment staff have generated Community Participatior¡ placements which exceeded our established targets which resulted in bonus funding of $176,500.00. These funds are in addition to standard subsidies and may be used to address unmet human service ----'_ 1_ .1.1.-_ __.. _J._U _:..... ,...._..__:1 ...:.U_ _I___. ,_ ...I:_..._a_....._ ...1-___ '&.._...1_ Emplovment: The employment division has remained relatively stable with the exception that computer changes have been somewhat disruptive and challenging. Throughout the past six months we are meeting our targeted plans and continue to monitor and analyse our performance to improve services. In other activities, staff have taken over the distribution of our homelessness funds which was previously contracted out to the Salvation Army. This program, using 100% provincial funds has had increased demands and we will easily expend our allotment of $60,000.00 this year. Income Su ort: The second and third quarter of the year is generally a slower period as weather improves and employment activity increases. This year was no exception and our case load numbers gradually decreased each month which allowed the staff to catch up after a busy fall and winter. During this period we have experienced staffing changes to replace maternity leaves, and short-term health related absences, which requires extensive and costly training of the new staff. One of the new temporary staff was assigned the task of assisting in the development of a policy and procedures manual which, when completed, will greatly assist staff with the day to day operation and create consistency in our operation. The following is a brief update of each division Report: This report will outline the activities of the second and third quarter for the St. Thomas-Elgin Ontario Works Department. The overall operation of the office continued to involve the adjustment and refining of the new Service Delivery Model. Staff are continuing to obtain a comfort level with the system and we are gradually seeing positive results. Recommendation Department: Prepared By: Subject: Director - Quarterly Report for Elgin County Council SI. C. Hinatsu Attachment Two (2) Thomas-Elgin Ontario Works Directed to ST'. '1'1 lOMAS Warden J Corporation of the City of St Wilson & Members of Elgin County Counci Thomas Report No. OW28-02 File No. CR02-28 Date 29 November 2002 present time there are 246 applicants on the waiting list consisting of 127 families, 88 single adults, and 31 seniors. The transition of local administration of housing is a continual learning process and it seems that each day brings new challenges. Financial: As indicated in the attached report we are in line with our approved budget for this year. The County share of these expenditures indicated adjustments will be made in November and December to avóid any major over or under biHing. Conclusion: The department, in the past nine months has faced unprecedented changes in structure and operational procedures. The growing pains of change have been a challenge and our staff have done an exceptional job in adjusting. Respectfully, ß~ C. Hinatsu, Director St. Thomas-Elgin Ontario Works CHlss Reviewed By: Treasury Env Services Planning City Clerk Comm Services Other " -2- 1 0 City of St Thomas Actual Operating Statements For the Year to date 2002 Period October-02 Months 10.00 GL 2002 Gross Budgel 2002 YTO Actual 2002 Unused 2002 % Budget Account Description expenditures Expenditures Budget Used (Before County Share) Income Maintenance 14,408.032.00 10,952,582.23 3,455,449.77 76.02% ~ ~ Employment 949,450.00 632,408.93 317,041.07 66.61% Childcare 2,919,540.00 1.872,355.62 1,047.184.38 64.13% Social Housing 4,121,706.00 2,814,741.80 1,306.964.20 68.29% St Thomas Elgin Housing Corporation 2,679.890.00 1.685,714.13 994.175.87 62.90% Total Gross Expenditures 25,078,616.00 17,957,802.71 7,120,615.29 71.61% YTO Municipal Cost YTO Net County YTD County Share Total YTD County Description Actual Relative Share Share Actual Admin Share Income Maintenance 5.062.642.79 33.33% 1,687,530.72 166,753.07 1,856,283.79 Employment 37,409.54 33.33% 12,469.72 1,246.97 13,716.69 ChiJdcare 406,905.33 37.59% 153.687.07 15,368.71 169,055.78 Geography of Centres Social Housing 2,330,943.95 38.32% 893.217.72 89.321.77 982,539.49 # of Units St Thomas Elgin Housing Corporation 0.00 .Total Count~ Share Ex~endltures 7,839,901.61 2,746,905.23 274,690.52 3,021,595.76 1/29/20022:19 PM2002ChesterQuarterlyStatementsCounty Report Quarterly ,.;¡ v """ ,~ """ "''''' ¡¡ ð ."" ~ 0 . - ~ ,"" 1:11998 """ 02000 112001 02002 ,~ 1:200 ,~ ¡¡ - < U ~ ."" 0 . ~ = aCOUNTY _CITY ST. THOMAS-ELGIN ONTARIO WORKS CASElOAD COMPARISON 1997-2002 IClTYfCOUNTY~~AD COMPARlSON o 0 12 D1998 "'''' "'000 112001 0"'" 0," "" ''''' 1161 "77 ICCOUNTYI "CITY ~ Backgrounder Fiche d'information , , ® Ontario Ministry of Public Safety and Security Ministère de Sûretê et de la Sêcuritê publique EmerQencv ManaQement in Ontario EMERGENCY MANAGEMENT ONTARIO Emergency Management Ontario (EMO), Ministry of Public Safety and Security, is responsible for emergency management programs for the Gov~ent of Ontario. The Emergency Plans Act is the legislative authority for emergency management in Ontario. The Act is supplemented by an Order in Council that sets out which provincial ministers are designated special emergency responsibilities in emergency management. EMERGENCY MANAGEMENT IN ONTARIO There are four main components: mitigation/prevention; preparedness; response; and recovery. Recovery: Restoring critical public safety systems and essential services to minimum operating levels following an emergency. Recovery measures include damage assessment, counselling, debris clearance, -infrastructure renewal and decontamination. Mitigation/Prevention: Eliminating or reducing the degree of long-term risk to human life and property from natural, technological and human-caused hazards. Preventive measures include relevant legislation, re ulations and codes. Response: Taking immediate action before, during and after an emergency to save lives, minimize damage to property and enhance recovery. Response measures include activating emergency plans and providing staff and additional resources. Preparedness: Developing operational capabilities for an effective response prior to an emergency. Preparedness measures include plans, training, exercises and public education. Emergency Management Ontario 77 Wellesley Street West, Box 222, Toronto, Ontario M7 A 1 N3 Telephone: (416) 314-3723 Facsimile: (416) 314-3758 Email: information.emo@jus.gov.on.ca operations.emo@jus.gov.on"ca training.emo@jus·90v"on.ca Website: htlp:Jlwww.solicitorgeneral.ms9.90v.on.caJenglish/publiclemo.html htt"p:l/www"solicitorgeneraLmsg.gov.on.ca/french/fpublic/muo.htm! 1 How ONTARIO'S RESPONSE SYSTEM WORKS: Public safety begins at home. Each individual is responsible for his/her safety, and the well-being of the family. Emergency management in Ontario begins at the local community level. Community Emergency Management Coordinators can contact Emergency Management Ontario at any time for advice on and liaison during an emergency response, whether inuninent or ongoing. However, provincial and federal assistance must be officially requested, and all requests must be coordinated through Emergency Management Ontario. COMMUNITIES RESPOND FIRST: Elected heads of council (municipalities and First Nations) are responsible for ensuring emergency management programs exist within their jurisdictions. When emergencies do happen, most are dealt with routinely at the community level by local first response organizations, including police, fire and emergency health services and public works. If a major emergency occurs in a community, the local head of council should implement the community emergency plan and may declare an emergency. The head of council, supported by local officials who come together as the Community Control Group, then work to ensure a controlled and coordinated emergency response. As part of their arrangements for emergency management, all communities are encouraged to work out mutual assistance agreements with neighbouring communities, so that back-up police,. fire and other support may be readily available in an emergency. If additional supplies or equipment are required, or the emergency poses a serious inunediate threat to public safety, additional resources to deal with the emergency may be requested ITom the province through Emergency Management Ontario. Emergency Management Ontario will provide advice and assistance to support comrimnities, send staff to the affected area and coordinate provincial emergency management activities. PROVINCIAL ASSISTANCE: Depending on the nature of the emergency, a provincial minister may be delegated to act on behalf of the Premier. For example, if an emergency has been declared in a community due to flooding, the Minister of Natural Resources would be called upon to implement the ministry ¡emergency plan. Likewise, a serious toxic spill in a community would . require the involvement of the Ministry of Environment and Energy. In very serious or widespread major emergencies, or a nuclear emergency, the Minister of Public Safety and Security or another Minister, through the coordinating role of Emergency Management Ontario, would assume overall control of the situation in accordance with: ~ The Provincial Emergency Plan; or ~ The Provincial Nuclear Emergency Plan, for nuclear emergencies FEDERAL ASSISTANCE: In the event of a large-scale emergency, the Premier of Ontario may declare a provincial emergency, although, to date, this has never occurred. If the province requires assistance ITom the federal government, it must be fonnally requested by Emergency Management Ontario. The federal government intervenes ouly when requested, or when the emergericy clearly impacts on areas of federal jurisdiction, such as a war emergency. -2- Backgroundef #2. Emergency Management in Ontario July 24, 2002 2 · 24/7 DuTY TEAM SYSTEM Emergency Management Ontario maintains a Duty Team System comprised of an EMO Duty Officer who works from the POC on a 24/7 basis, an on-call Duty Manager, on-call Area staff, and others. Communities may call the EMO Duty Officer anytime to report an emergency or to ask for advice and assistance. The 24/7 contact numbers are: Toll free: 1-866-314-0472 416-314-0472 Fax: 416-314-0474 In the rare event that you are unable to reach the EMO Duty Officer, please contact the OPP Duty Officer at (705) 329-6950. EMERGENCY MANAGEMENT ONTARIO COMMUNITY OFFICERS When a community declares an emergency, Emergency Management Ontario will deploy an Emergency Management Ontario Cornmunity Officer to assist the community with emergency response and coordinate operations with the Provincial Operations Centre. In other circumstances, an Emergency Management Ontario Community Officer may be deployed, at the discretion of the province, to provide advice and assistance during an impending emergency and ensure liaison with the Provincial Operations Centre. For all other matters, an Emergency Management Ontario Community Officer is available to provide routine advice and assistance on how to develop and implement community emergency management programs. Ce document est aussi djsponible en français. / PROVINCIAL OPERATIONS CENTRE (POC) The POC is maintained in a state of operational readiness for immediate activation when required. There is EMO Duty Officer on duty in the POC on a 24/7 basis ready to receive emergency notification or provide advice and assistance, as required. The POC is the focal point for managing provincial response. The POC staff interacts with staff from Ministry Action Groups, Community Control Groups, federal departments,¡nuclear facilities and others. In some instances, such as a nuclear emergency, the POC directs the response, while in other emergencies, the POC provides support to a community, ministry or federal government. Depending on the nature of an emergency and its duration and magnitude, staff from a number of ministries and federal departments may be required to staff the POC to support a provincial response. DAILY EMERGENCY SITUATION REPORT The Daily Emergency Situation Report provides a summary of incidents or emergencies that may be ongoing in the province. Emergency Management Ontario issues this report to all ministries with special responsibilities under the Provincial Emergency Plan. The Daily Emergency Situation Report is also distributed to other organizations or government departments with public safety responsibilities. Backgrounder #2. Emergency Management in Ontario July 24, 2002 - 3- 3 Backgrounder Fiche d'information ® Ol1tario Ministry of Public Safety and Security Ministère de Sûreté et de la Sécurité publique Emerç¡encv Manaç¡ement Ontario Emergency Management Ontario (EMO) is responsible for the development and implementation of emergency management programs throughout Ontario. Emergency management consists of four core components: mitigation/prevention, preparedness, response and recovery. The mandate of Emergency Management Ontario is to monitor, coordinate and assist in the development and implementation of emergency management programs throughout Ontario. EMO carries out its mandate through a number of activities: · Helping provincial and community officials develop and implement emergency management programs; · Providing training for emergency management staff; · Responding to actual emergencies by providing advice and assistance to community officials and coordinating the provincial and federal response; and · Providing public education products. EMO is organized into six major program areas: Business Planning and Standards, Community Programs, Plans, Support Programs, Response and Exercises and Training and Education. Business Planning and Standards: Includes EMO, provincial and ministry program coordination, business planning, the provincial hazard and risk assessment and emergency management program guidelines, standards and best ]?ractices. Community Programs: Includes the provision of advice and assistance to municipalities and First Nations for the development of community emergency management programs, the promotion of joint community/industry emergency management programs for hazardous facilities and the coordination of provincial support for the Ontario Critical Incident Stress Management Program. Community officers provide advice and assistance to communities during a major emergency under the direction of the Provincial Operations Centre. Plans: Includes the maintenance and development of the Provincial Nuclear Emergency Response Plan, the Provincial Emergency Response Plan, provincial mitigation and recovery plans and the provincial Critical Inrrastructure Identification and Assurance Program. Emergency Management Ontario 77 Wellesley Street West, Box 222, Toronto, Ontario M7 A 1 N3 Telephone: (416) 314-3723 Facsimile: (416) 314-3758 Email: information.emo@jus.gov.on.ca operations.emo@jus.gov.on.ca training.emo@jus.gov.on.ca Website: http://www.solicitorgeneral.msg.gav.on.calenglish/publiclemo.html http;//www.solicitorgeneral.msg.gov.on~calfrench/fpublic/muo.html 4 Support Programs: Includes support services, the volunteer Community Emergency Response Team Program, liaison with other volunteer organizations, the provincial Search and Rescue (SAR) program, the federal Joint Emergency Preparedness Program and the New Initiatives SAR Fund (NIF). Response and Exercises: Includes the coordination of provincial emergency response, the operation of the Provincial Operations Centre, the provision of liaison, advice and assistance to support community emergency response, the provision of scientific and technical advice, the development and coordination c¡f the provincial exercise program, the implementation of the provincial Priority Access for Dialing Program, the provision of operational infonnation technology systems and telecommunications support, the maintenance and development of the EMO business continuity plan, and the maintenance and development of provincial emergency response infonnation arrangements and operating procedures. Training and Education: Includes the development and delivery of emergency management .training for provincial and community officials, the development and delivery of a provincial emergency management public education program, and advice and assistance to communities for the development and delivery of emergency management public e'ducation programs. EMO HOURS OF OPERATION For routine matters, EMO staff may be reached between 0800 - 1700 hours, Monday to Friday at (416) 314-3723. Ce document est aussi disponible enjrançais. How To REPORT AN EMERGENCY When an emergency occurs or is declared by a community, an EMO duty officer is available to provide advice and assistance, 24 hours a day, seven days a week. Community Officers may also be deployed to provide advice and assistance to cornÌnunities. When a community declares an emergency, it must notify Emergency Management Ontario immediately at 1-866-314-0472, and fax a copy ofthe declaration as soon as possible to (416) 314-3758. Backgrounder #1. Emergency Management Ontario July 30, 2002 -2- 5 ÖNTARIOÊMERGÊNÇYMANAGÊMEN'T,:R.EÊôJlM: FRAMEWORK FOR ilJJfjMMlliÑl:7JI EMERGENCY MANAGEMENT PROGRAMS ;:; increasing public safety risks in OntariÕ by develòping improved community emergency management programs based on best practices. The four core components of emergency management are: mitigation I prevention, preparedness, response and recovery. To address international AIM: Emergency management programs are divided into three levels: essential, enhanced and comprehensive. Each community must have, as a minimum, an emergency management program at the essential levël. A community should then seek to progressively develop its program until the comprehensive level is reached. A comprehensive emergency management program is the best way to protect public safety and create disaster-resilient conununities. A comprehensive community emergency management program also contributes to the protection of public health, the environment, property and economic stability. SCOPE: Because each community has different and distinct hazards and risks, a hazard identification and risk assessment needs to be completed for the community. Hazards (what can occur) include natural, technological and human-caused events. The risk assessment determines how often and how severe the effects could be on public safety. This is generally understood as probability and consequences (impact and vulnerability). The results of these steps will indicate both the priorities and how the emergency management program should be developed for the community. Development of mutual aid and assistance agreements with neighbouring communities and organizations .:. Publication of an enhanced community emergency response plan to include supporting plans for high risks (e.g. hazardous facility, flood, severe weather, transportation accidents, critical infrastructure etc.) .:. Designation of a community emergency management coordinator .:. Formation ofa community emergency management program committee .:. Development of a community mitigation strategy and plan for identified high risks Publication of a community recovery plan for identified high risks 1 .:. .:. Publication of a supporting plan for the dissemination of emergency information including the designation and arrangements for a local information center .:. Publication of an approved community emergency response plan Revised final June 2002 .:. 0'\ (Continued) FRAMEWORK FOR COMMUNITY EMERGENCY MANAGEMENT PROGRAMS Implementation of guidelines for risk- based land use planning .:. Designation of community dangerous goods routes .:. Development of an enhanced community emergency operations centre to include detailed operating procedures, arrangements, and provision for appropriate specialist and auxiliary staff during an emergency .:. Development of an appropriate community emergency operations center .:. Identification of critical infrastructure .:. Development and implementation of a detailed risk-based public education program .:. .:. Development and implementation of an annu, community emergency management training program involving appropriate staff, voluntel~r organizations, auxiliary staff and emergency services al .:. Development of an appropriate community emergency response capability Conduct of annual training for the community control group and emergency operations center staff .:. .:. Development of a comprehensive community evacuation plan Designation of a community emergency management week to publicize the emergency management program and recognize the contribution of all partners .:. Development and implementation of an annua community emergency management exercise program involving appropriate staff, volunteer organizations, auxiliary staff and emergency services .:. Conduct of an annual exercise to evaluate the community emergency response plan .:. Development and implementation of an external assessment process to determine the quality and effectiveness of the community emergency management program .:. Development and implementation of a community public education program based on identified high risks .:. Identification of individuals to act as community emergency information staff Development and implementation of a community emergency management public awareness program .:. .:. '"" Development and implementation of an annual self - assessment process to determine the quality and effectiveness of the community emergency management program .:. Conduct of an annual review of the community emergency management program .:. with the implementation of this framework. 2 be provided to assist communities NOTE: Guidelines in accordance with international best practices wil June 2002 Revised final ,Pij"',,:,;'S:"¡'l:':;",',¡l'l:¡;:ji'O" 'NtlrÁRtO'¡vMËRr<EN꟡;~¡Â,?OI.EM¡¡;:Nœ<a'FE:ÖD~4i.i: ),)0'¥,,4;~L0i;~::~~;f;ffi~i\~!('!t:L~¡j~,\~;: '"f,';'!ic;,;':,>, "~""" "',<~:.i"7¿;YL;"",;';>,,,;, ;-,-, -~, ,'" J-;:":?",,':~';:'-"''';' ,~"_,;;,,,L.~~v-..,,,,_:,-,,,,,,._ ~^",h;-;""",~~~~1t,_;,,!~¡;;,,,.I;~!rL}4.!:¡¡ \ f)/, ;1 FRAMEWORK FOR .M6Ill!Jl~7JlEMERGENCY MANAGEMENT PROGRAMS -..................... ',-- in Ontario by developing improved community emergency management programs based on components of emergency management are: mitigation I prevention, preparedness, response To address increasing public safety risks international best practices. The four core and recovery. AIM: Emergency management programs are divided into three levels: essential, !!nhanced and comprehensive. Each community must have, as a minimnm, an emergency management program at the essential level. A community should then seek to progressively develop its program until the comprehensive level is reached. A comprehensive emergency management program is the best way to protect public safety and create disaster-resilient communities. A comprehensive community emergency management program also contributes to the protection of public health, the environment, property and economic stability. SCOPE Because each community has different and distinct hazards and risks, a hazard identification and risk assessment needs to be completed for the community. Hazards (what can occur) include natural, technological and human-caused events. The risk assessment determines how often and how severe the effects could be on public safety. This is generally understood as probability and consequences (impact and vulnerability). The results of these steps will indicate both the prioi'ities and how the emergency management program should be developed for the community. Development of mutual aid and assistance agreements with neighbouring communities and organizations .:. Publication of an enhanced community emergency response plan to include supporting plans for high risks (e.g. hazardous facility, flood, severe weather, transportation accidents, critical infrastructure etc.) .:. Designation of a community emergency management coordinator Formation of a community emergency management program committee .:. .:. Development of a community mitigation strategy and plan for identified high risks Publication of a community recovery plan for identified high risks \ .:. .:. Publication of a supporting plan for the dissemination of emergency information including the designation and arrangements for a local information center .:. Publication of an approved community emergency response plan .:. I Revised final June 2002 GUN CLUB Dec. 3, 2002 County of Elgin 450 Sunset Drive St. Thomas, Onto NsR sVl Dear Warden and Member of County Council: We would like to make a deputation before County council on Dec. 12, 2002. It èoncerns the Canadian Trapshooting Championships, to be held near St. Thomas at Cowan park June 26-29,2003. These championships have not been held in Ontario in the last 15 years and were last held in St. Thomas in 1926. Approximately 350 shooters plus family members from all provinces of Canada will attend the shoot. The event should attract about 400 individuals from outside the area, so it will have a considerable impact on tourism. The St. Thomas Gun club will ultimately spend approximately $50,000 to host the event including rebuilding traphouses and installing new traps and improving the grounds in Cowan Park and clubhouse. Tom Martin is the Vice-presid'ent of the Club and will be the contact person and will speak to council about the project. Yours sincerely, ,J~.~ Darrell Dennis Past president St. Thomas Gun Club As an aside, one of our Elgin County residents, ls,ryear old Travis Higgs was the Provincial trapshooting champion for Ontario in 2002. 1 3 Ambulance Service Delivery Options ~ . County of Oxford (pre-Assumption): HospitalOperator . TilIsOllburg District Memorial Hospital Private Operator . WOOdstockAmbulancclimited . Options: · Contract with Existing Operators · Request For Proposal · Direct Delivery - I II Ambulance Service Delivery Options ~ . ',J~"'" '-" , ,.¿" ,_ '~.,i,~""; ----,- ,,-.-,', Abse:nccatthattimc,ofin-bollSClandatrilIÙ;tQCCIDZrI3gemcnIC3pabilityor hands-ollexpai=intand2Illbwnceopemíoos; Thctwolocallandambulall(;Coperarorshadbc:enprovidingserviccmihe colllll1Wlity forlll3DYyc:ars. Bothpossessc:dconsidcrablc: Ioc:a.I knowledge, furuliaritymdc:xpc:rtÎsc,3Ddbotbbadservt:dlherc:sidentswelJ; NcgotiatiogCOn1r2C1swithbolhOper.lro15 pRSenICd lID opportunity to effccta TdanvelYS1ID01h tr.uIsilÌon oflbesavicc fromMOfn.TC¡ ACODtractor;¡~fiedtcrmwot1ldgivcCountystafftimetogaîn!åmiliarity mdexpc:ricncewithfheiracwlyacquircdlm.tanimbuceTCSpOD$îbility; Contnctingoutforaspecifiedterm(2yc:ars)WOIIIdcontÎllll.etoaffindthc Cmmty significam flexibility vis-à-vis its loDger tam decisions; Acolltractanangemcn1wou1ðprovidetimeandadditioaa1ac:xibilitylOrc:solvea lItIIIÐc:rofon-,guinguncenainticsassoåatcdwilhdispatch,changcslOthe anilu1aooeactandheaIthsavicesrcsaucturlog. 1 ~~ -----" _·_m Management Structure of Existing Operators ~'1~ ==--~""= PlÎ'l3leOperata HospüaJ ""'--I ".,........ :",:"",:;,,~ County of Oxford: Actions ~= . Hired a full-time Land Ambulance Manager. . Assessed long.term service provision options. +Decided to proceed to a "Direct Delivery" model from municipaIresources. Parameters of Assessment ~ -managementcapab¡lity -1II1C11Iaryresourcesupportçapability -control and accountability -flexibilityandlt8pOOSÎvcness " ongoing changes toland aniJulances services in Ontario -cvo!ution finmhistocical "IeveIofeffonÐtoernerging "pcrforrnance-bascd"serviceJmdcls " perfonnancerneasurememsQcgislation,industIystandards,and regional objectives) "costanaly!;is 2 n ~ II! II! ~ "'" Management Capability """'W0'~""! .."---- =iii_",= Oúofd County EMS ~~'I Ancillary Resource Support ~ . Pn:viow'priwle'opcta!orhadnoSUWJrt. . Previous 'hospìuJ' OperatorhadþJltallciJlarysuw;>rt intert11SoCnurnmresoun:es, accwn1ing3lldIe¡¡al. . Wìthdin>ctambU\ançesernœ.!b:CountyofOxronlolfers:aru:iJlarysuppon with ._- ."", ·Tn:asIiry-~:mdaccOUllling.insuranœ _PublícWotks_fIeeI:mdstatiœrmÎnlmal>œ .PIanningDopartm:nt-rmpsandgra¡Wcs . rr-computers,întiane!andÎDll::OTWi:l,...wP"8I' _Public Health-immunizatim,beaIthinfOrmatioostlwon,joìntJJJbliceducation ""- .Cenb;¡\cOordinati""oft>Jlk~orsuppJi<::sandequi¡:ment Ancillary Resource Support ~i#jr-' . With a 'private' operator, support services must be secured externally and are either incorporated into the contract or invoiced to the County separately. . With the direct delivery option, County's infrastructure provides in· house capability to support ambulance services. 3 ------ ~ I Control and Accountability .----, u_ ::;!!~FtH=~ "-~~ . With contract services, there were 2 agreements to oversee - thus there was duplication of efforts. . With contract services, the County staff is still involved with . procurement of equipment. . liaison with CACC, Base Hospital, DHCs, Ministry, neighbouring designated delivery agents, etc. . With contract services, operational changes and new policies need to be negotiated. .,"'.'........,......,'..'.....'.¡ .-'''''''' Control and Accountability Inttodllte_opcI1IlÎonalch:lngesiDatìmelytnamler. IDtrodnce policy changes Coumy.Wide. DircctabilitytoœotaincoslS,rnaÎlltainscrviceqna1ity,alldupholdlcgisbtive requirements. Adbc:retaPub1icPu1icy-lcgislativepc:rformaDcestaDdards,healtbcare reslrllcturillg,socialpolicyohjectives. Flexibility and Responsiveness ~~ =~""~, · CalI Volumes · Demographics · Funding · Operations · Communications 4 Operations ~~~ ... Station Locations ... ScheduJing . Shift Times Staff Pooling ... Direction to Supervisors ... Quality Assurance ... Training ... Cost containment . Inventory,Overtime 'IJ .....".'..'"....'..'......'..',.-... ~5S;:. ¥: .~'m" .-....,..,--~ ÛDerations: Balanced Emergency Coverage (BEe) ~ ... BEe enSures a minimwn Dumber of resources made available for emergencies. ... BEC ensures all communities within the County have emergency oover.¡ge. ... BEC ensures that the County controls all or costs. -1 <:¡¡¡ Ongoing Changes ~~~' Sla!!d3IdsandBcncl!marb · UùSC. AMon,¡OH · OntarioCAOsandMMAH FllIIding - BusillCSS Cases (prepartd with direct kDowk:dge ofambuJance Oper.lDons) Ant>u1ance Communications · Crîticalreportoflhrni!tonlI>roagaraCACC -CJ>.f::£transfenedIoCityofOttawa. Coq>etition for Qu;diñed.PariimcdKs · Wagera!eS,O )p rtU!IItiesfurAdwncedCarePar.omedicU2ining.inereasesIOstalfmg Jeo.e]sgoncratingfulJ.timcjobs,Jegîs1a!i""changl:sto~quaJ¡fica!ÎŒIS,eIc. EsscntialServiccAgreements Expanding Health Care Role- illlllRJllizalions, benne care, biotermrism Intcr-FacilityTransfc:rs-peodingrt:leaseofproviDcia!rcpœt 5 ."...... Ii Ii Level of Effort vs Performance !II ~~ ~ . Level of Effort: Prior to the realignment of ambulance service to upper-tier municipalities, the Ministry of Health and Long-Tenn Care operated a 'level of effort' model. With this approach the emphasis is primarily on managing the land ambulance resources (such as staffing levels and equipment requirements) and controlling the costs. ~.~ T:~ I Level of Effort vs Performance . === .".".. . Performance Based: Unlike the 'level of effort' system, which specifies activities, performance-based systems emphasize expected results, usually in pre-defined outcomes (e.g., response' time 'standards, quality of care, customer satisfaction). These expectations may be applied to various aspects of ambulance operations (including vehicle maintenance, absenteeism, etc,) to achieve an overall mgh level of performance and cost-effectiveness. .~....~~ I \l,:" ': Level of Effort vs Performance >= ", ~~:= TheSpCctrumis defined by Lcvct of Effort id onc cud and PczfonnallCCoBa$cd atlbcothcrcnd. ThcgoatlhatbcstmcctsthcmedH:a1cnviromncntillOlltarioisa combinatioll ofboth ScMce Imdcls, however nme IOwards the PcrfolIllaDCC-Based Clldofthespcctrum: '1;;:;::= Levo!.r m~ ./ "","",""" ~- ~ TypicaJ1y,KlVÎceCOtttr.lds3Telnscdon'levdofcffon'duetodif!icultyin rocasUJÛJgandforcnfurcillgpcrfurmanccmcasurcs. 6 II - Perfonnance Measurements !fMh~ AAeT9monthsorDiTfdDdlwry: Oxfurd County EMS bas achieved. the Ministry's 1996 Code 4 Respome TimeStandard Oxfurd County EMS has achieved a Code 4 response time oness than 8 min 59 sccs90%aftbetimcinurban<=tres(iDdusttystmdard) Oxfurd County EMS has achieved a Chute Time: responsc ofless than 60 seconds (12 10 TJ). OxfOrd County EMS ooodllClS audits of Ari>ul3ncc Call ReportS and pRpareSlr.liniDgbascdonthedocumentationrcvicw. Oxford County EMS reviews all Opaationatlncidcnt ReportS 10 ,w,¡luak opc:ralklllalprocedurt:s. Oxfurd County EMS pepan$ opcr¡UÎonal and perfOOIlancc reports 10 County CoUIICIl every 4 months. OxiOrd County EMS opemc:s within the budget. Oxford County EMS has achieved. Ministry =tificatioD. ""'~-=== Cost Analysis ~ In z001, lEI Groan was commissioned to review the costs of service delivery options: ConlÎnUe'contraas with 2 opc:rators =$2,466,000 TCDdcrco1lU'aCt1OI Opa3tor =$2,436,000 TCDdcHonlr3CtlO1Qcalfiresøvicc ~S2,761,OOO ProvideambulaDtesmrit::edÎJcdly "$2,361,000 The costs are not significantly different. However the containment of COSIS (rclativetoinvenlotyandovertime) can be greater achieved via direct delivery. The costs do nQt incOIporate the value of aricillmy resource support. Arnbulam:e~ding ca;n bereaJloq.tedwith.thc directdeliveryopt1on. Global Positioning System h,"'lli1Wi'~ 7 ¡¡¡¡¡; ······1 B ~ Tiered Response ~lrJ;0t ==m;¡ The coordinated response to emergency medil;lllça)lsby ambulançe.poliœaQd C= Zorn, East Zorn· Tavistoclr,Blandford· _ ___.__"« BJenheim, Nonrich,Woodstock. South-West Oxford. aDd Ing~n ~ 8 ;~~Ë; il 0; II! Elgin County . Critical Timeftarne . Smooth Transition -~ ="'''~ 9 Timeframe Mar I Apr I May I Ju( I Jul Aug I Sep I Oct I Nav I Dee 03 03 03 03 03 03 03 03 03 03 County Council Approval [ TASKS 1. Notification of Existing Ambulance Operators 2. Recruitment of Management and Administration Staff 3. Development of System Design and Operational Plan 4. Recruitment of Paramedics 5. Attend to Personnel Issues 6. Ministry Pre-Certification 7. Station Planning and Preparation 8. Public Relations and Media 9. Transfer of Responsibility YL--r~, £~ -tv (~L!1/",¿C>..-' /' ! f );t;cLf2ß,-<?_::) J,-,,"v~) f ([2 f'j,- '1)' '2- ~ I' /~ / \ / \ - \ ~ ~ ) / ;' I / I' ,; l / I ! ( ~ , \ I . ¡ \ REPORTS OF COUNCIL AND STAFF January 28th, 2003 Reports from Outside Boards - (ATTACHED) Paqe # Staff Reports - (ATTACHED) 15 17 Manager of Engineering Services - Temporary Road Closures Manager of Engineering Services - King George Lift Bridge Sidewalk Repairs (Contract 6280-02) Manager of Engineering Services ~ Capital Project Communication Protocol Manager of Library Services - Appointment - Talbot Settlement Bi- Centennial Committee Manager of Library Service - Bayham Township Library Renovations Director of Homes and Seniors Services - Apprenticeship Opportunities for Staff Director of Homes and Seniors Services - Participation in Canadian Health Services Research Director of Homes and Seniors Services - Complaint Investigation Report Director of Homes and Seniors Services - OANHSS 2003 Membership Fees Director of Financial Services ~ Long Term Care Facility Service Agreements Director of Human Resources - County of Elgin Excess Indemnity Insurance Director of Human Resources - United Way Campaign 2003 - Update Chief Administrative Officer - East Elgin Medical Facility 18 27 28 31 46 48 52 54 55 57 59 {If REPORT TO COUNTY COUNCIL FROM: CLAYTON WATTERS, MANAGER ENGINEERING SERVICES DATE: DECEMBER 11,2002 SUBJECT: TEMPORARY ROAD CLOSURES Introduction In accordance with the Municipal Act, Section 207(44), County Council delegated authority to the Manager of Engineering Services, to authorize temporary road closings of County Roads for social, recreational, community or other related purposes. The Manager of Engineering Services was requested to report to Council, in the fall of each year, on the number and type of temporary closures authorized during the previous year, at which time Council would review the procedure. Discussion/ Conclusion The Manager of Engineering Services authorized thirteen temporary road closures for the year 2002 and has never received a complaint from the travelling public. The specific road closures are attached for your information (Schedule A). The requirements for a road closing are as follows: · A request from the local municipality on the event, location and date. · That the municipality provides general liability insurance of $5,000,000 with the County of Elgin named as cocinsured. · That the municipality is responsible for all materials, labour and equipment to maintain a safe detour. · The municipality agrees to hold the County of Elgin harmless during the road closure by signing an agreement. The administration of road closures has greatly improved and staff are finding that the new system is working extremely well. A request can be approved within minutes if the above information is provided to Engineering Services rather than reporting to council on each individual request, which could take up to three weeks or more. Recommendation For your information. RESPECTFWLL Y SUBMITTED {btU{Æ 1t0t4 CLAYTON D. WATTERS, MANAGER ENGINEERING SERVICES APPROVEO ~~SS ON M~ CHIEF ADMINISTRATIVE OFFICER 15 Schedule A Road Closures for 2002 Municipalityl Township Event Bayham · Armistice Day Parade [Port Burwell] · Armistice Day Parade [Vienna] · Canada Day Parade [Port Burwe/~ · Watermelon Fest [Straffordville] · Santa Claus Parade [Port Burwell] · Santa Claus Parade [Straffordville] Duttonl Dunwich + Street Dance · Downhill Derby Malahide + Springfield Santa Claus Parade Southwold + Santa Claus Parade [Fingal] West Elgin + Tiny Tots Trike-A-Thon [Rodney] · Santa Claus Parade [Rodney] + Santa Claus Parade [West Lome] 1 6 REPORT TO COUNTY COUNCIL CLAYTON WATTERS, MANAGER ENGINEERING SERVICES JANUARY 6, 2003 KING GEORGE LIFT BRIDGE SIDEWALK REPAIRS (Contract 6280-02) FROM: DATE: SUBJECT: Introduction The steel grating sidewalk on the King George Lift Bridge in Port Stanley has sections that are deteriorating and may cause tripping hazards to the public if they are not repaired. Discussion A Council report in 2001 from engineering services staff outlined the issues with the sidewalk and under the advice of our consulting engineer, the pedestrian sidewalk deck was to be replaced within two years. The steel grating that runs along side the bridge as a pedestrian sidewalk has developed uneven rusted sections that will begin to pose a potential hazard for pedestrians. Byrne Engineering Inc. completed the initial inspection of the structure for the County of Elgin in 2001 and is considered the specialists in moveable bridges in Ontario. Staff proposes to retain the services of Byrne Engineering Inc. as the County's preferred supplier to do the design, tender documents and inspection for the bridge rehabilitation. Byrne's previous experience with this structure makes their firm the most ideal candidate. A reserve fund has been set up for the bridge repairs from monies transferred to the County from the Municipality of Central Elgin when the structure was uploaded. The tendering process is currently scheduled to begin at the beginning of March 2003, with the project finished by May 14'h 2003. The repair will allow both lanes open for vehicles and one side of the bridge available for pedestrian traffic at all times. Construction timing will also be such that the bridge will be free to be lifted on demand for boat traffic. The contract will include removal and disposal of the old grating as well as the supply and installation of the new system. Girder top flanges as well as nose lock access hatch hinges will also be repaired at the same time. Conclusion Staff is in the preliminary stages of tendering the sidewalk replacement and will keep Council updated with the results. Since Byrne Engineering Inc. completed the condition report for Council and they are the specialists for moveable bridges in Ontario they should be retained as the preferred supplier for the lift bridge in Port Stanley. Recommendation That Byrne Engineering Inc. proceed with the design, tendering and inspection of the Port Stanley Lift Bridge. RESPECT FULL Y SUBMITTED (JtMA~ SION CLAYTON D. WATTERS, MANAGER ENGINEERING SERVICES MARK MCD CHIEF ADMINISTRATIVE OFFICER 17 REPORT TO COUNTY COUNCIL CLAYTON WATTERS, MANAGER ENGINEERING SERVICES JANUARY 3, 2003 CAPITAL PROJECT COMMUNICATION PROTOCOL FROM: DATE: SUBJECT: Introduction Initially a communication protocol was to be developed with the Town of Aylmer and it was determined that all of the lower-tier municipalities should participate with capital project communication protocol. County Council on October 29, 2002 directed the following: "That the reporl, as amended, from the Manager of Engineering Services, dated October 2, 2002, entitled Capital Project Communication Protocol, be approved in principle and lower- tier municipalities be requested to provide comments on the reporl by January 1, 2003." Discussion Staff has only received two responses; the Municipality of West Elgin and the Town of Aylmer with regard to Capital Project Communication Protocol. West Elgin approved the protocol, "we will take into account any proposed construction by the County into consideration in scheduling our capital projects". Aylmer suggested that a "Project Description" form be developed so that consistent information can be gathered about individual projects. County engineering staff agrees with the comments received from the Town of Aylmer and the protocol has been amended to reflect their suggestion and have also added a Project Request Form to remain consistent. At the January 2003 road superintendents meeting all parties were requested to provide their capital improvement plans and any capital project requests. If no information is received it is assumed that no capital projects are intended on county roads within the next five years. Conclusion As the implementation of the Capital Project Communication Protocol would benefit both lower- tier and County capital plans by increased efficiencies, reduction in delays and eliminating redundancies the Communication Protocol should be adopted for use. Recommendation That the attached "Capital Projects Communication Protocol" be approved. RESPECT FULL Y SUBMITTED aM~iU¥J ION CLAYTON D. WATTERS, MANAGER ENGINEERING SERVICES MARK MCD CHIEF ADMINISTRATIVE OFFICER 1 8 REPORT TO COUNTY COUNCIL CLAYTON WATTERS, MANAGER ENGINEERING SERVICES JANUARY 3, 2003 CAPITAL PROJECT COMMUNICATION PROTOCOL FROM: DATE: SUBJECT: The Corporation of the County of Elgin Capital Project Communication Protocol A policy to structure procedures of communication between the County of Elgin and its lower tier Municipal partners with regards to Capital Projects on County Roads. Further clarification of this docllillent may be obtained from the following sources: Contacts: Mr. Mark G. McDonald, Chief Administrative Officer e-mail: MGMcDíaJ.elgin-countv.on.ca Mr. Clayton D. Watters, Manager of Engineering Services e-mail: Wattercd@elgin-countv.on.ca Date: September 26, 2002 19 REPORT TO COUNTY COUNCIL CLAYTON WATTERS, MANAGER ENGINEERING SERVICES JANUARY 3, 2003 CAPITAL PROJECT COMMUNICATION PROTOCOL FROM: DATE: SUBJECT: Protocol Overview This document is intended to formalize a communication plan the County of Elgin will follow during planning and construction phases of capital improvement projects on Elgin County Roads. It is understood that good communication is essential for governments with common goals to be able to work together and provide a seamless service to the public. This protocol will outline each party's responsibilities and expectations and provide a method of sharing their own capital improvement plans so that projects can be designed, scheduled and constructed in such a manner as to produce efficiencies, reduce delays and eliminate redundancies. It is intended that the use of this document will produce a transparent record of each group's intentions with respect to infrastructure improvements and provide a means to plan collectively for the benefit of each participant. Contacts When sending information as part of this protocol, all communication sent by the County will be sent addressed to the Administrators of each municipality. It will be their responsibility to forward the information to their Councilor other employees as they see fit. When communicating to the County of Elgin, all correspondence under this protocol will be addressed to the County's Manager of Engineering Services. It will be the County's responsibility to forward correspondence to the appropriate staff and to provide a copy to County Council if necessary. Any specific requests of County Council should be addressed to County Council through the County's Chief Administrative Officer. 20 REPORT TO COUNTY COUNCIL CLAYTON WATTERS, MANAGER ENGINEERING SERVICES JANUARY 3, 2003 CAPITAL PROJECT COMMUNICATION PROTOCOL FROM: DATE: SUBJECT: Municipality's Responsibilities Municipality's Capital Improvement Plan - In order to plan around the municipality's capital projects, the County must receive a list of the municipality's proposed five year capital project schedule prior to December 31 st of any given year so that the County may schedule their capital projects accordingly for the next calendar year. It is imperative that this deadline be honoured so that staff may revise and propose projects to County Council prior to their budget season in late winter. A detailed project description must be submitted for each of the municipality's projects. In order to compare consistent information, a project description form (sample on Page #4) must be submitted for each project. Ifno capital project schedule is received as of December 31, the County will assume the municipality is not planning any capital improvements on or abutting a County Road. Capital Project Request - Upon occasion, a municipality will request that the County complete an improvement to a County Road. The premise of the request is usually intended to reduce or eliminate a maintenance activity completed by the municipality. In this case the municipality must submit their request prior to December 31 st so that it can be reviewed by staff and possibly included within the following year's work. In order to compare projects, the Capital Project Request form (page #5) will be submitted for each proj ect request. Small Capital Improvement (Less than $5,000) - Throughout any year a situation may arise where work must be completed on a County Road that falls beyond the municipality's maintenance responsibilities but is not large enough to be classified as a Capital Project. In such an instance, the municipality will contact and meet with a County representative and review the proposed work. If the cost of the material to complete the project is less than $5,000 and the municipality is willing to complete the work using their own forces, the County will supply the material or accept a bill for the cost of the materials for the project from the municipality. Some examples of a Small Capital Improvement are: >- Ditching more than 30 metres >- Installing some drainage in:ITastructure (catch basin and pipe) >- Installing additional signage 21 REPORT TO COUNTY COUNCIL CLAYTON WATTERS, MANAGER ENGINEERING SERVICES JANUARY 3, 2003 CAPITAL PROJECT COMMUNICATION PROTOCOL FROM: DATE: SUBJECT: Municinalitv's Resnonsibilities (continued) Large Capital Improvement (Greater than $5,000) - If work is requested by a municipality to be completed on a County Road and that work is estimated to cost in excess of $5,000 or the work cannot be completed by municipal forces, the work will be scheduled in the County's capital plan. The County will prioritize the work. The municipality must request this work in writing and cite their rationale for the necessity of this work as well as when they would like to see the work completed. Some examples for the necessity of a capital improvement are: :¡. Enhance safety :¡. Improve traffic efficiency :¡. Reduce maintenance activities :¡. Rectify landowner concerns :¡. Obtain a legal drainage outlet Countv of Elain's Resnonsibilities County's Capital Improvement Plan ~ The County will accept all written requests made from each municipality in regards to improvements to County Roads prior to December 31 st of each year. The County will review each request and may decide to include them within the County's Five-Year Capital Plan. If a municipality is requesting work to be completed in conjunction with work completed by the municipality or if a time1ine must be followed, this information must be included in their request. Once County Council has approved the annual budget and Five-Year Capital Plan; this information will be forwarded onto each municipality. It should be understood that the second to the fifth year of the plan changes considerably from year to year as County Council sets new priorities. Before the project commences, a Project Notification will be sent to the municipality informing them of the upcoming project and expected duration. Additional information may always be obtained from the County's Engineering Services Department. Small Capital Project Request - Upon occasion, the County will request a municipality to complete improvements beyond their maintenance responsibilities on a County Road to satisfy an immediate need. Or, if deemed appropriate, the County shall utilize the assistance of the private sector. If the municipality accepts the work the County will accept an invoice from the municipality for the completed work. The municipality may accept or decline the work. 22 REPORT TO COUNTY COUNCIL CLAYTON WATTERS, MANAGER ENGINEERING SERVICES JANUARY 3, 2003 CAPITAL PROJECT COMMUNICATION PROTOCOL FROM: DATE: SUBJECT: Proiect Description (to be completed for each Municipal Project) Municipality Project Name Project Location Length of Project Description of Work Estimated Project Cost Start Date Completion Date Impact to other Projects Project partners (Utilities, Railways, etc.) Other Comments 23 REPORT TO COUNTY COUNCIL CLAYTON WATTERS, MANAGER ENGINEERING SERVICES JANUARY 3, 2003 CAPITAL PROJECT COMMUNICATION PROTOCOL FROM: DATE: SUBJECT: Capital Proiect Reauest Form (to be completed for each County Road Project Request) Municipality Road Name County Road Number Project Location Length of Project Description of Work Estimated Project Cost Date to be Completed Rationale for Project Request (ie. Safety issue, reduction in maintenance, etc.) Municipal Contribution (ie. Cost sharing, supply labour and equipment, etc.) Other Comments 24 REPORT TO COUNTY COUNCIL CLAYTON WATTERS, MANAGER ENGINEERING SERVICES JANUARY 3, 2003 CAPITAL PROJECT COMMUNICATION PROTOCOL FROM: DATE: SUBJECT: T@WN QF AYLMER 4Q1à¡~òt"'tr_"W,,"t, Aylm"""ŒJ:ntM'Í<.> N5H 1J7 @fHcec (519ì7'73-316~ F<\><: (519) '765-14:46 Aifmm;;tratirm:Jllena"l1 ('«a~ . Mmin.¿,lralor' !>ñyJ!¿â(,,¡chal"':W - CI""k Jat1uary2, 2Q03 BY FAX 631-4297 Mr, Claytøn Watters; PEns" County of Elgin 450 Sunset Ell'" St. Tl1emas, Qnt, N5Ft5V1 ()ear Mr. Watters, SUBJECT: 2603 CAÞ,ITAL PRéJECl$ CQMMUNICATI0NS,PRèTQOOL I nave rel/iawed the subject document al'u;j'offer the folloWing comments; Generally the I"retocol looks straight folWard. I weuld suggest that you may wisn to. considér Geve!oping a "Project .¡¡)escription"Fdrmwhi. provide consistent inførmatíøn aoout individual ¡,>roje jei::t ! ¡tude er length of ¡:¡røject; descriptiéhof need; ork to be 00 ost 6sUmate; I1Iroposed imple . nship of pfGJect to other work béin!il done: stner par'\ners ie. utilities, railway ete.. This ferm oould he completed by the individual muniøipalily and retum~ to the Cøunty. Thank-you for the opportunity to comment. If yøuhave any questiGns please œntact me;. Yours truly, ranspertation Committee Mayor B. Háb O¡irk 25 REPORT TO COUNTY COUNCIL CLAYTON WATTERS, MANAGER ENGINEERING SERVICES JANUARY 3, 2003 CAPITAL PROJECT COMMUNICATION PROTOCOL FROM: DATE: SUBJECT: Çi'f""J,... Æ1Itt;¡-....: +1:':'" { 1IJ1r:... <¡~ ~ \D.,l.t.ecf1....uu,u~æ: .ù~ n ~ro~~~n Ðecem¡)er 16, 2002 Ceunty øf E!§Jin, '4ß@ Sunset Drive, ST. TH@MA$, 0ntario N5R 5V1 ClàytonWatters Manà{¡'er, Efìgínesring ,SelVibes RE: CAPITAL PR(i JECTS, C@MMUNICATloN PROTC(i L ..,........ ... ..........,.,........ ,-..,.....,",.,....... ....-........-..........'....--.....---..---..........................,.................................................................. CeunciI discussed your CG e cIate,d 0tto!:>er 29, 2@02 <it their regQlar meeting held 011 éecem¡)èr Councì[ wishes to advise that we wìll take into ,,!ccount any prop.0sedconsb",uótion by the County inte consi en in scHedulin!!l 0ur c<\pitáf projects affecting county rQad$ in our mUl1 Jity. Plêæ:;ê ,db nothesi¡ale 10 contact me if you require furtHer informatí¡¡¡n. Yours truiy, 26 REPORT TO SENIOR MANAGEMENT TEAM FROM: Cathy Bishop, Manager of Library Services Brian Masschaele, Archivist DATE: 18 December 2002 SUBJECT: Appointment - Talbot Settlement Bi-Centennial Committee INTRODUCTION The Talbot Settlement Bi-Centennial Committee requests that County Council formally appoint a representative to the committee. This report recommends that the County Archivist be appointed to this committee on behalf of the County. DISCUSSION: The Talbot Settlement Bi-Centennial Committee requests that County Council appoint a representative to the committee to act as a liaison between Council and the committee. As members of Council are aware, several events will be taking place throughout the County during 2003 to celebrate the Bi-Centennial of the founding of the Talbot Settlement. Staff recommend that the County Archivist be appointed to serve in this capacity given his previous attendance at committee meetings and his familiarity with the events taking place in 2003. CONCLUSION: Staff recommend that the County Archivist be appointed to serve as the County's representative to the Talbot Settlement Bi-Centennial Committee. RECOMMENDATION: THAT the County Archivist be appointed as the County's representative on the Talbot Settlement Bi-Centennial Committee. Respectfully Submitted ~/JJnr- ~s<;e .Ácu2/"'¿ Brian Masschae e Archivist c:.~ Cathy Bi~P :y:J- Manager of Library Services Mark Chief Administrative Officer 27 · " REPORT TO MANAGEMENT TEAM FROM: Cathy Bishop, Manager of Library Services DATE: January 13, 2003 SUBJECT: Bayham Township Library Renovations INTRODUCTION: The Bayham Township Library was built in 1984 and has never had the carpet replaced or been painted since this date other than minor touch-ups. The circulation desk in the Bayham Library was a hand-me-down from the Aylmer Library as is the fumiture. DISCUSSION: The Manager of Library Services and the Corporate Facilities Officer did go to the Bayham Library to measure the floor space and evaluate the painting requirements. The County leases 4.000 square feet from the Municipality. There is a small office at the back of the library where the administrative functions are done. When staff are in the office they cannot hear or see when patrons are entering the library. Staff would like to suggest that a window be constructed in the wall of the office. If Council were to approve the carpet, paint, and the window this would also involve relocating the library for approximately 1 month in an effort to continue to provide library services to the public. A local property owner has offered to lease a storefront to the library at a cost of approximately $700 including heat and hydro. Staff would have to hire a local mover to disassemble and assemble the shelving, move the boxes and fumiture. A breakdown of costs are attached. CONCLUSION: If approved, the arrangements to relocate the Bayham Township Library to a temporary location would take place in April and costs would be included in the 2003 capital budget. 28 Page 2 Bayham Township Library Renovations RECOMMENDATION: THAT the Manager of Library Services be authorized to proceed with the moving expenses, carpeting, painting, circulation desk, furniture and the installation of a window in the office of the Bayham Township Library and, THAT the Manager of Library Services be authorized to sign a one month lease rental with Sandytown Development Ltd. to relocate the library and, THAT an upset limit of $35,000 exclusive of taxes be included in the 2003 capital budget. Respectfully Submitted C~qLr Cathy Bi op Manager of Library Services ion Mark Me Chief Administrative Officer 29 2003 Capital Costs for Bayham Township Library Description Cost Paint interior of library (4,000 sq. ft.) $ 3,500.00 $14,000.00 $ 2,300.00 $ 6,000.00 $ 6,000.00 $ 2,500.00 $ 700.00 Carpet (4,000 sq. ft.) Installation of Window in Office Area Circulation Desk Furniture Moving Expenses Rental of Temporary Library Building (One Month) TOTAL EXPENSES EXCLUSIVE OF TAXES $35,000.00 --------- --------- 30 REPORT TO COUNTY COUNCIL FROM: Helen L. Notte, Director, Homes and Seniors Services DATE: 20 January 2003 SUBJECT: Apprenticeship Opportunities for Staff INTRODUCTION: The County has an opportunity to promote and support an Assistant Cook Apprenticeship Program for interested staff of our Homes. A proposal is presented for Council's approval. DISCUSSION: At present, the Ministry of Health and Long-Term Care Standards do not require that our Homes have certified cooks on staff. The Ministry does hint, however, that this requirement will be forthcoming; no target date is available, however, staff do anticipate that the Ministry will engage in these discussions as part of the pre-occupancy review process leading to the move to our new Elgin Manor. The Supervisors of Support for our Homes and Ministry of Training, College and Universities have been in discussions regarding the apprenticeship program for assistant cooks in an effort to take a proactive approach to this situation. It is expected that the Ministry of Health will soon be on record in support of this apprenticeship program. The course material descriptors are attached to this report for Council's information. The apprenticeship program is offered at the London campus of Fanshawe College; we expect that the St. Thomas campus or a high school in St. Thomas will be available. The program is currently offered during the daytime; we are encouraged that the program delivery is possible during weekday evenings. Evening programs will allow staff who normally work during day hours to participate without any loss of income. Staff participation in these evening classes will be done on the staffs personal time; it is not a duty assignment and, accordingly, the Employer will not pay the employees while they are in class. We are very encouraged that the Ministry of Training and Fanshawe College are willif'!!J to plan thi.s initiative with us. In this way, we are better able to build the prQgram design that best fits the needs of our employees who are interested in wqrking towardtlleir assistant cook certification. In this initiative, the County, as Employer, serves as the sponsor of our staff who enter the apprenticeship program. 31 1 Apprenticeship registration costs for an individual total $40.00; classroom costs total $600.00 per registered individual; the Ministry of Training absorbs the remaining $5,000 to $6,000 per apprentice. Progress reports about the joint planning to-date have been provided on a regular basis to the Union representatives. The Union and Employer see this program as a positive option for their members and our staff. The Union is pleased to see that such training and development opportunities are put forth for their members. Both Parties are working toward a common goal- to make a long-term investment in our employees. Although we have no firm commitment from front-line staff who may be interested in participating in this initiative, supervisors remain optimistic. In the absence of a clear direction of support for the employees, staff have been reluctant to commit to the program. Council's support, today, will be an important, and very positive, signal to our front-line staff. An apprenticeship program is a long-term investment in our staff. The Homes' supervisors wish to support this initiative in a manner that will attract staff to participate. Training and development opportunities for all staff are important initiatives that the Homes' supervisors hold a commitment to. We, therefore, propose that: · an initial maximum of six (6) front-line staff be accepted into this initiative from our Homes. Staff would be required to apply, in writing, to the program. · the program would begin in September 2003 or at a time specified by the Ministry of Training, Colleges and Universities and Fanshawe College. · each participant would pay his/her own, one-time, apprenticeship registration fee of $40.00 · the Homes' operating budgets would support the classroom fees for the registered staff, not to exceed 6 staff in total, at a cost of $3600.00 · the remaining costs ($5,000 to $6,000 per participant) will be absorbed by the Ministry of Training, Colleges and Universities. · The level of future staff participation in the apprenticeship program will be reviewed on an annual basis, balanced against the human resource needs and staffing requirements of our dietary departments for the current and future time periods. · Should our staff move to other employers, their hours of apprentice participation move with them. Council is being asked to support this proposal. Once approval is received, the program plans will be finalized, the Union will be so advised and staff will be canvassed. 32 2 CONCLUSION: The County has an opportunity to promote and support an Assistant Cook Apprenticeship Program for interested staff of our Homes. A proposal is presented for Council's approval. If approved, a maximum of six (6) front-line staff will have the opportunity to participate in this apprenticeship program. Each staff would pay $40.00 to register; the Homes would contribute a maximum of $3600 from its' 2003 operating budget; the remaining costs would be absorbed by the Ministry of Training, Colleges and Universities. RECOMMENDATION: THAT the January 20,2003 report, 'Apprenticeship Opportunities for Staff', detailing a special training opportunity that concludes in certification as an assistant cook, be approved as presented. Respectfully Submitted Approved for Submission ¡LJr/~ Helen L. Notte Director, Homes and Seniors Services M~ Chief Administrative Officer 33 3 ® Ontario SCHEDULE OF TRAINING APPRENTICESHIP TRADE Assistant Cook - 415B Page 1 of 12 A. Description/Duties: An Assistant Cook performs the following: · prepares and assembles complete breakfasts, short order grill, sandwiches, simple salads, simple desserts, and vegetables; · performs basic cookery techniques; · carves cooked meats, poultry, fish and game; · cooks complete breakfasts,short order grill, simple desserts and vegetables; · has a working knowledge of table service, soups and sauces, salads and dressings, weights and measures, hygiene, equipment handling, sanitation, and safety equipment. Has an awareness of the following: · Occupational Health and Safety Act · sanitation controls and legislation · Public Health Act · local health regulations · Food and Drug Act · first aid Benchmark/Guideline Total Training Time Frames: Company/Sector/lC Name: (On-The-Job and In-School) (MinIMax) On-the-Job Hours 3,000 Industry Committee for the trade of COOK (including 360 hours of in-school) Originating TCIIC/PDSU District Manager/PDSU Manager: ---------------- Date: Date: Program Standards Approval Director's Approval Assigned Trade Code 8y By 4158 Date Date 34 Page 2 of 12 ® Ontario SCHEDULE OF TRAINING APPRENTICESHIP TRADE Assistant Cook - 415B BOTh J b T . . n- e- 0 ramma: Unit No. GENERAL PERFORMANCE OBJECTIVES (ON-THE-JOB SKILL SETS) 415B-1 1.00 DEMONSTRATE SAFE WORKING PRACTICES AND TECHNIQUES 1.01 Practise safe work practices by: wearing proper clothing (not loose); confining long hair; removing jewellery; identifying and obeying certification and hazard symbols; and, inspecting workplace and removing potential fire hazards; in accordance with employer standards, industry codes and standards, government legislation, Occupational Health and Safety Act (OHSA) and the Public Health Act (PHA). Date Completed Apprentice's Signature Trainer's Signature ---------- 1.02 Maintain kitchen tools and equipment by: inspecting, cleaning, sanitizing and servicing according to manufacturer's specifications to ensure safe and efficient operation. Date Completed Apprentice's Signature Trainer's Signature ---~--- ---------------- ------------- 1.03 Maintain food at recommended temperature by: observing product specifications to ensure quality and life of product and to prevent food-borne disease. Date Completed Apprentice's Signature Trainer's Signature ------~ --------- 1.04 Practises personal hygiene including oral and physical, by covering all cuts, burns, scratches with a waterproof dressing to prevent growth and spread of micro-organisms, food poisoning or contamination of product. Date Completed Apprentice's Signature Trainer's Signature 35 Page 3 of 12 ® Ontario SCHEDULE OF TRAINING APPRENTICESHIP TRADE Assistant Cook - 415B B. On-The-Job Trainina (cont'd): Unit No. GENERAL PERFORMANCE OBJECTIVES (ON-THE-JOB SKILL SETS) 4158-1 1.00 Demonstrate Safe Working Practices and Techniques (continued) 1.05 Observes workplace hygiene and sanitation by: cleaning surface areas including counters, tables, work surfaces, tools, utensils, equipment, and handling food waste and garbage in accordance with relevant legislation to prevent growth of micro-organisms, food poisoning, or contamination of product. Date Completed Apprentice's Signature Trainer's Signature ------- 1.06 Report potential hazards promptly to ensure that the potential hazards are identified and eliminated, and information is recorded in order to prevent future recurrence of similar potential hazards. Date Completed Apprentice's Signature Trainer's Signature ---------- ----------- ------- 1.07 Practise good housekeeping by: cleaning up spills; storing tools and equipment; keeping work area clear of hazards; and obstructions; and, identifying health and safety hazards to ensure a safe work environment so that the potential for accident or injury is minimized in compliance with employer standards and OHSA. Date Completed Apprentice's Signature Trainer's Signature --------- ------- 1.08 Perform basic kitchen management functions including receiving, storage and inventory control by: determining food requirements; determining daily and weekly requirements; using approved handling procedures; checking shipment to invoices, noting and reporting discrepancies; and checking and ensuring that storage and rotation requirements are met; in accordance with industry standards. Date Completed Apprentice's Signature Trainer's Signature 36 ® Ontario SCHEDULE OF TRAINING APPRENTICESHIP TRADE Assistant Cook - 415B Page 4 of 12 B. On-The-Job Trainina (cont'd\: Unit No. GENERAL PERFORMANCE OBJECTIVES (ON-THE-JOB SKILL SETS) 415B-2 2.00 PERFORM BASIC COOKERY TECHNIQUES 2.01 Prepare vegetable cuts and flavouring agents including mirepoix, matignon, spicebag, macédoine, julienne, bâtonnets, brunoise, paysanne, jardinière by: determining amount, ingredients, equipment and tools; cleaning; peeling; washing; and, storing for further use; in accordance with industry standards for small and large quantities. Date Completed Apprentice's Signature Trainer's Signature -------- 2.02 Prepare vegetable dishes by: boiling; baking, frying; sauteeing; and, preparing garnishes and sauces; in accordance with recipes. Date Completed Apprentice's Signature Trainer's Signature --------- ------------ ---------------- 2.03 Prepare farinaceous cookery including rice and pasta dishes by: interpreting recipe; determining amount, ingredients, equipment and tools; and,washing; and preparing and cooking ingredients for service; in accordance with recipes for small and large quantities. Date Completed Apprentice's Signature Trainer's Signature ------ ------------ 2.04 Prepare stocks including white chicken stock, fish stock and brown beef stock by: interpreting recipe; determining amount, proportions, ingredients, equipment and tools; and, preparing and cooking ingredients for service; in accordance with the recipe for small and large quantities, hygiene, sanitation and safety regulations and so that the stock is free from physical impurities and ready for further use. Date Completed Apprentice's Signature Trainer's Signature 37 ® Ontario SCHEDULE OF TRAINING APPRENTICESHIP TRADE Assistant Cook - 415B Page 5 of 12 B. On-The-Job Trainina (cont'd): Unit No. GENERAL PERFORMANCE OBJECTIVES (ON-THE-JOB SKILL SETS) 4158-2 2.00 Perform Basic Cookery Techniques (continued) 2.05 Prepare thickening agents including white, blond and brown roux and beurre manié according to traditional recipes for small and large quantities so that the agent is prepared to desired colour, texture and temperature. Date Completed Apprentice's Signature Trainer's Signature ------- ----------- 2.06 Prepare soups including clear or consomme, puree and cream soups by: interpreting recipe; determining amount, ingredients, method of preparation, equipment and tools; and preparing and cooking ingredients in accordance with the recipe for small and large quantities, hygiene, sanitation and safety regulations so that the soup is free from physical impurities, and is prepared to desired colour, texture, temperature and ready for service. Date Completed Apprentice's Signature Trainer's Signature ----------- ------------------- ------------- 2.07 Prepares basic hot sauces including brown sauce, white sauce, veloute and a secondary sauce by: interpreting recipe; determining amount, volume, ingredients, method of preparation, equipment and tools; and, preparing and cooking ingredients; in accordance with the recipe for small and large quantities, hygiene, sanitation and safety regulations, so that the sauce is free from physical impurities, and is prepared to desired colour, texture, and temperature, and ready for service. Date Completed Apprentice's SignatiJre Trainer's Signature -~--------- 2.08 Prepares breakfast cookery dishes including bacon, sausages, eggs, french toast, and pancakes by: following hygiene, sanitation and safety regulations, and preparing the breakfast according to customer's order for small and large quantities. Date Completed Apprentice's Signature Trainer's Signature 38 ® Ontario SCHEDULE OF TRAINING APPRENTICESHIP TRADE Assistant Cook - 415B Page 6 of 12 B. On-The-Job Trainina (cont'd): Unit No. GENERAL PERFORMANCE OBJECTIVES (ON-THE-JOB SKILL SETS) 4158-2 2.00 Perform Basic Cookery Techniques (continued) 2.09 Prepare egg dishes including omelettes, quiches, poached egg dishes and crepes by: interpreting recipe; determining amount, ingredients, method of preparation, equipment and tools;and preparing and cooking ingredients; in accordance with hygiene, sanitation and safety regulations, and prepared to customer's specifications for small and large quantities. Date Completed Apprentice's Signature Trainer's Signature ------- ------------- 2.10 Prepare short order cookery dishes including hot and cold sandwiches by: preparing filling, assembling sandwich, garnishing and serving, following hygiene, sanitation and safety regulations. Date Completed Apprentice's Signature Trainer's Signature ------------- 2.11 Prepare fish and shellfish by: interpreting recipe; determining amount, ingredients, method of preparation, equipment and tools; cleaning; poaching; boiling; marinating; breading; pan frying; deep frying; and, preparing sauces and garnishes for service; in a contemporary and classical manner. Date Completed Apprentice's Signature Trainer's Signature ---------- ------------ 2.12 Prepare meat and poultry entrees using a variety of preparation methods including roasting, deep-frying, poaching, sauteeing, braising and grilling by: interpreting recipe; determining amount, ingredients, equipment and tools; and, cleaning, cooking, garnishing and serving; in accordance with traditional recipes for small and large quantities. Date Completed Apprentice's Signature Trainer's Signature 39 ® Ontario SCHEDULE OF TRAINING APPRENTICESHIP TRADE Assistant Cook - 4158 Page 7 of 12 8. On-The-Job Training (cont'd\: Unit No. GENERAL PERFORMANCE OBJECTIVES (ON-THE-JOB SKILL SETS) . 415B-2 2.00 Perform Basic Cookery Techniques (continued) 2.13 Prepare salads and dressings including fresh fruit salad, cooked vegetable salads, vegetable salads, and salad dressings/cold sauces by: interpreting recipe; determining amount, ingredients, method of preparation, equipment and tools; selecting; washing; preparing and mixing ingredients; storing; holding for service; and, garnishing and serving in accordance with traditional recipes and presentation for small and large quantities. Date Completed Apprentice's Signature Trainer's Signature -------- ------------ ---------- 2.14 Prepare meat platters by: slicing, carving, cutting and folding meats; assembling; decorating; storing; and, garnishing in a contemporary fashion; in accordance with hygiene, sanitation and safety regulations for small and large quantities. Date Completed Apprentice's Signature Trainer's Signature ------- ------------ ----------- 415B-3 3.00 PREPARE BAKED GOODS AND DESSERTS 3.01 Prepare fruit pies and tarts by: interpreting recipe; selecting ingredients and tools; preparing dough and filling; assembling; and, finishing; so that the dough is to even thickness without sticking to ensure optimum appearance, texture, taste, and colour. Date Completed Apprentice's Signature Trainer's Signature ---------- 3.02 Prepare cookies by: interpreting recipe; selecting ingredients and tools; and, preparing dough for drop cooking, bagged cooked and cut-out; to ensure optimum appearance, texture, taste, colour, and uniformity of shape and size. Date Completed Apprentice's Signature Trainer's Signature 40 ® Ontario SCHEDULE OF TRAINING APPRENTICESHIP TRADE Assistant Cook - 415B Page 8 of 12 B. On-The-Job Trainina (cont'd): Unit No. GENERAL PERFORMANCE OBJECTIVES (ON-THE-JOB SKILL SETS) 4158-3 3.00 Prepare Baked Goods and Desserts (continued) 3.03 Prepare quick breads including biscuits and muffins by: interpreting recipe; selecting ingredients and tools; mixing, and, baking; to ensure optimum appearance, texture, taste, and colour. Date Completed Apprentice's Signature Trainer's Signature ------- ------------ 3.04 Prepare bread rolls by: interpreting recipe; selecting ingredients and tools; mixing, moulding and shaping dough; and, preparing to appropriate degree of doneness and appearance. Date Completed Apprentice's Signature Trainer's Signature --------- ------------- 3.05 Prepare cream desserts including Bavarian and pastry creams and baked custards by: interpreting recipe, selecting ingredients and tools, and preparing mixture to ensure optimum appearance, texture, taste, and colour. Date Completed Apprentice's Signature Trainer's Signature ----~- ----------- 3.06 Prepare royal, cream and fondant icings by: interpreting recipe, selecting ingredients and tools, and mixing to ensure optimum appearance, texture, taste and colour. Date Completed Apprentice's Signature Trainer's Signature ---------- --------- 3.07 Apply icings including piping and masking by: interpreting recipe, selecting and using tools to create simple decoration designs to prescribed methods for consistent, smooth and even application and optimum appearance. Date Completed Apprentice's Signature Trainer's Signature 41 ® Ontario SCHEDULE OF TRAINING APPRENTICESHIP TRADE Assistant Cook - 415B Page 9 of 12 B. On-The-Job Trainina (cont'd): Unit No. GENERAL PERFORMANCE OBJECTIVES (ON-THE-JOB SKILL SETS) 415B-3 3.00 Prepare Baked Goods and Desserts (continued) 3.08 Prepare high and low ratio cakes with fillings including white, chiffon, sponge, angelfood cakes, devil's food cakes by: interpreting recipe; selecting ingredients and tools; using mixing methods; baking; and finishing by masking or decorating cake; to ensure optimum appearance, texture, taste, and colour. Date Completed Apprentice's Signature Trainer's Signature ---------- -------------- 3.09 Prepare choux paste products by: interpreting recipe; selecting ingredients and tools; mixing; piping; baking; and assembling products; so that choux paste is smooth and free of lumps, baked to desired crispness and presented for optimum appearance. Date Completed Apprentice's Signature Trainer's Signature ---------- ------------------ ---------- 3.10 Prepare puff and phyllo pastry by: interpreting recipe; selecting ingredients and tools; mixing; piping; baking; and, assembling products; so that dessert is baked to desired crispness, and presented for optimum appearance. Date Completed Apprentice's Signature Trainer's Signature -------- --------- ---------- 3.11 Prepare chocolate, caramel and fruit coulis dessert sauces by: interpreting recipe; selecting ingredients and tools; mixing; and cooking; so that sauce is smooth and free of lumps and prepared to desired appearance, texture, taste and colour. Date Completed Apprentice's Signature Trainer's Signature 3.12 Plate desserts for presentation by: assembling products, piping, and applying sauces, and dusting to achieve desired appearance. Date Completed Apprentice's Signature Trainer's Signature 42 ® Ontario Page 10 of 12 SCHEDULE OF TRAINING APPRENTICESHIP TRADE Assistant Cook - 415B C. Off-the-Job Learniml Outcomes: CONTENT: (To be written in learning outcomes and benchmark timeframes). On successful completion of off-the-job (in-school) training, the apprentice will demonstrate the ability to: 360 Total Hours 1. Sanitation. Safetvand Eauipment (15 hours) · identify and define the terms in the National Sanitation Code demonstrate a working knowledge of the courses and presentation of contamination in respect of food- borne illness and non-food contaminant · demonstrate a working knowledge of the principles of personal hygiene demonstrate a working knowledge of the principles of safe food handling demonstrate a working knowledge of construction standards in respect of sanitation and safety in the food service industry demonstrate a working knowledge of maintenance standards in respect of the food service industry · demonstrate a working knowledge of the principles of first aid 2. Basic Nutrition (15 hours) demonstrate a working knowledge of the fundamental purpose of nutrition · demonstrate a working knowledge of how energy fits into the nutritional process · demonstrate a working knowledge of lipids and their impact on the nutritional process demonstrate a working knowledge of what protein is, its function and the impact of vegetarian diets demonstrate a working knowledge of carbohydrates and dietary fibre · demonstrate a working knowledge of vitamins, food processing and food additives · demonstrate a working knowledge of mineral elements in the nutritional process demonstrate a working knowledge of the role of water in the nutritional process demonstrate a working knowledge of the importance of developing nutritional food patterns in different life environment 3. Communications - Basic (15 hours) · demonstrate a working knowledge of the principles of business communications 4. Calculations - Basic (15 hours) · demonstrate a working knowledge of basic numeracy skills including percentages and conversions 5. Kitchen Manaaement (30 hours) · demonstrate a working knowledge of hospitality/tourism perspective and organization demonstrate a working knowledge of basic human resource management · demonstrate a working knowledge of elementary menu planning and marketing demonstrate a working knowledge of the principles of table service perform elementary kitchen calculations demonstrate a working knowledge of basic purchasing demonstrate a working knowledge of plant engineering and security 43 Page 11 of12 ® Ontario SCHEDULE OF TRAINING APPRENTICESHIP TRADE Assistant Cook - 415B C. Off-the-Job Learnina Outcomes: CONTENT: (Cont'd) 6. Food Theorv - Basic (45 hours) demonstrate a working knowledge of the methods of cooking · demonstrate a working knowledge of the principles of preparing stocks and soups demonstrate a working knowledge of the principles of sauce cookery · demonstrate a working knowledge of breakfast and short order cookery · demonstrate a working knowledge of vegetables and farinaceous cookery 7. Bake Theorv (15 hours) · demonstrate a working knowledge of flour production and application demonstrate a working knowledge of types of shortening · demonstrate a working knowledge of sugar commodities · demonstrate a working knowledge of the use of eggs in baking demonstrate a working knowledge of the uses of dairy products in baking · demonstrate a working knowledge of salt in baking · demonstrate a working knowledge of leavening agents demonstrate a working knowledge of chocolate and flavourings 8. Technioues of Bakino (45 hours) · prepare fruit pies/tarts demonstrate a working knowledge of piping doughs prepare quick breads prepare a variety of cream desserts · prepare a variety of icings · prepare yeast raised soft and dinner rolls prepare a variety of choux paste products prepare a variety of pastries · prepare light and moist high ratio cakes 9. Culinarv Technioues - Basic (105 hours) demonstrate a working knowledge of kitchen safety procedures · prepare stocks: vegetables cuts and classical flavouring agents; white chicken, fish and brown beef stocks · prepare thickening agents: white roux, blond roux, brown roux, aromatic roux, beurre manié prepare soups: clear, purée, cream · prepare basic hot sauces: espagnole, bechamel, veloute, tomato · prepare eggs and breakfast items prepare short order items: hot and cold sandwiches · prepare vegetables and farinaceous items prepare fish and shellfish; poached, boiled, pan fried, deep fried · prepare meat and poultry dishes: roast, pan fried, meat pies, goulash, cordon bleu prepare salads: cold sauces, platters, cut fresh fruit, vegetable (raw and cooked) 10. Quantitv Food Preparation (60 hours) practice main kitchen safety procedures · prepare variety of dishes in large quantíties; stocks, soups, sauces, chicken, lamb, pork, beef, fish, potato, vegetable, salads, desserts, 44 Page 12 of 12 ® Ontario SCHEDULE OF TRAINING APPRENTICESHIP TRADE Assistant Cook - 415B C. Off-the-Job Learninn Outcomes: . Source & Type (Specify in detail e.g. block or day release; night school; in-plant; correspondence). Variety of delivery formats. BASIC or the first level of Cook in-school. Benchmark/Guideline Time-frames of Off- The-Job/ln-School Learning Outcomes: 360 hours Funding . Performance Objectives and Learning Outcomes reached: Date: SponsorlTrainer/Employer signature: Apprentice signature: 45 REPORT TO COUNTY COUNCIL FROM: Helen L. Notte, Director, Homes and Seniors Services DATE: 20 January 2003 SUBJECT: Participation in Canadian Health Services Research INTRODUCTION: The Director of Homes has agreed to have our Homes for the Aged participate in a study by the Canadian Health Services Research Foundation. This report is provided for County Council's information. DISCUSSION: Our Homes are member agencies of the Ontario Association of Non-Profit Homes and Services for Seniors (OANHSS). OANHSS has recently endorsed a study by the Canadian Health Services Research Foundation. Our Homes were asked to participate; we have agreed, and await more specific information from the principal investigators. The study will investigate factors that influence nursing supervisor's ability to support their staff (i.e. health care aides) in the long-term care sector. The aim of the study is to understand the factors that facilitate or hinder supportive supervisory relationships and in essence identify competencies that leaders need in order to support their staff. Once the study is complete, subsequent research studies will focus on developing interventions to enhance supervisory-staff relationships. Phase 1 of the research begins in February 2003. The Director of Homes has agreed that our Homes will participate. The Union representatives have been advised about the research project. The Homes will incur no fees to participate; our cost will be staff time to participate in focus groups and staff time to complete survey questionnaires. These indirect costs outweigh the overall research benefits. This projept is very timely given the renewal that is being undertaken in our Homes. We would hope that the study results will assist us to further develop and enhance working.[elationships between our nursing supervisors and their staff. The project results will be useful in the recruitment of nursing supervisors. The final study results will be provided to Council as they are available. CONCLUSION: The Director of Homes has agreed that our Homes for the Aged will participate in a study by the Canadian Health Services Research Foundation. The study will 1 46 explore the factors that facilitate or hinder supportive supervisory relationships between nursing supervisors and their staff and, in essence, will identify the competencies that nursing leaders need in order to support their staff. The final study report will be brought back to Council as it becomes available. Today's report is provided for County Council's information. RECOMMENDATION: THAT the January 20,2003 report, 'Participation in Canadian Health Services Research', be approved. Respectfully Submitted Approved for Submission ~¿/~ Helen L. Notte Director, Homes and Seniors Services M~J Chief Administrative Officer 47 2 rj, REPORT TO COUNTY COUNCIL FROM: Helen L. Notte, Director, Homes and Seniors Services DATE: 20 January 2003 SUBJECT: Complaint Investigation Report INTRODUCTION: Terrace Lodge was under a Public Health-declared Influenza 'A' outbreak from January 7, to January 16, 2003. The Ministry of Health and Long-Term Care received an anonymous telephone complaint about the lack of resident care and service on January 10. The Ministry's report is provided for Council's information. DISCUSSION: The Influenza 'A' outbreak at Terrace Lodge was declared on January 7, 2003. Immediate steps were taken by the Homes supervisors to ensure that protected staff continued to bê available to provide care to the residents. Protected staff are staff that had previously received the Influenza 'A' vaccination or who had taken/were willing to take antiviral medication. Staff from all departments began working together during this situation. The essentials of care were provided; some services i.e. hairdressing and barber service were not. In making these decisions, the goal was to ensure that staff resources would be directed to the essential care. Three (3) supervisors worked on-site; the Director of Homes was kept fully apprised of the situation. Supervisors and staff who worked during the outbreak period are to be commended for the teamwork that they demonstrated. In total, fewer than 40% of all Terrace Lodge staff had taken the Influenza 'A' vaccination when it was available from the Health Unit in November 2002. All of the residents were vaccinated. On Tuesday, January 14, a Ministry Compliance Officer arrived at the Home to investigate allegations that residents were not receiving proper care and attention during the outbreak period. The investigation was being conducted in response to anianonymous telephone complaint that had been received in the Local Ministry of Health office on Friday, January 10. '!.\ TheJJ:lve~tigation Report is provided for Council's information. The Compliance Offièer noted that no unmet standards or criteria were found. Whereas the Officer acknowledg~s that staff from all departments worked together where possible to ensure'çare and service delivery, it is noted that staff numbers were 48 less than regular on at least two days leading up to the complaint period. The Officer also recommends that strategies be explored to promote increased level of influenza vaccination participation rates by the Terrace Lodge staff for the fall of 2003. Indeed, this is one very important recommendation that the Homes' supervisors, Human Resources and the Union representatives will be dealing with in the months ahead. CONCLUSION: During the period that Terrace Lodge was in a declared Influenza 'A' outbreak, an anonymous telephone complaint about resident care was received in the Local Ministry of Health Office. In accordance with the Ministry requirements, a Compliance Officer was dispatched to Terrace to investigate. The Investigation Report is provided for Council's information. At the time of investigation, the Officer found no unmet standards or criteria; two (2) observations were provided for Management's consideration. An outbreak of this sort in any long-term care facility poses a degree of health risk to residents and staff. The supervisors and staff who worked during the outbreak are to be commended for their cooperative efforts to ensure the continued essential delivery of resident care. RECOMMENDATIONS: THAT the report, 'Complaint Investigation Report', dated January 20,2003, dealing with the Ministry's investigation during the outbreak at Terrace Lodge be approved. THAT County Council acknowledge appreciation to Mrs. Benwell, Mrs. Beavers, Mrs. Muma and all Terrace Lodge staff who worked together to ensure continued essential delivery of resident care during the Influenza 'A' outbreak that occurred between January 7 and 16,2003 at Terrace Lodge. Respectfully Submitted Approved for Submission ~~ ...~~í) Helen L. Notte Director, Homes and Seniors Services Chief Administrative Officer 49 ,61/14/2663 11:53 I I 1-519-765-2627 TERRACE LODGE PAGE 63 ~.( ® Ontario Mitllsby of rtoaJlh 1,,1;1I'I;-T4111'1 c- DNI$ion A¡I~tl.1Serv¡e.ee.~ 5700 Y¢t!OI Slrasl, ?fJI FIooI North y~ ON ~M 41(2 Report of Unmet Standards or Criteria Rapport sur les normes ou c::ritères non respectés MlnlsttNt de 18 Sant. OlllbjQtl_$Oin' o.~dII- OIr9CtIon dDMrvtc"." ëabti~1 5100. /tIt Yon;e. .,. éta9f N9tth VQri( ON M2M 4K2 Regional OfficealBl,lr.aux ,églonaux Toront. (4'5) 3:27-8S94, London (S19) 434-1105, Ottowa (613) 781-4040 Long-T;ym Car9 ¡:aCil tabll,MI\'I;6nI 0. so"" I!e Icf)o¡l.... 4ur96 -r<, -'7 'Î"./" n~ t~ð""/ú'4 ./ .......AO<.... ~ "¡,S-- '/C;J/;no/- f./J. N31YIe and: ml& ot LTC DilliSiOn ..-prQNr\tetl\le/Nom et IoI'\ctlott du -¡t) r9P/j38l1ttnl(e) 0. \a 01 . n Æ/-Á4-.d.J.-' /'~../1/.//J.rr"-" O;'/./'Ñ'~P-~..J , Type of review/Genre d'jn8pection O Annum Ann.uelle O Follow·up Sf,.IM O Referral Visit. d'un(e} eonseiiJer(ère) [";l ComplaIn! Invo.1IgatiO" ... ,.' - IX..J EnQl.lête à ia suite d'une plalnte ~ f..<.,J 30(>_'3 O Complaint jl' V8s1igatlon follow~up SuM d'une enquAte è la suite d'une plail"tt8 O Pr.~..te préaJable à la V'Gnte o o post-sale postéñeure à la vente Pre-l1cense Prealabte à I~ déliv(ance du permì& O Other (.pacify) Autre (préclsGz) Tha folfowlng Slatom."'" ralllJCt iIIo ro.ults 01 tho moHiry opøratir;neJ review as bassd en Mi;'Jstry cf Health stafJifards and crltBria fOf re$/dent cars.. programs and services in Long- Tørm Cefe fSr;t1i(;6$. Les observations sulvatltGs ;fhJ$trer.t les résulral$ dB ¡'Ift$pllctíon des operatioM de ,fftab/i.sS9m8t1t sff6CtuS6 sur IS baBe døs ""rmeS (it çrittJres dtJ mjniSl9re de /a Sanfè en matiérø de soil's auX psnslonnaires et (ie programmes er de servlçes offer1s dans fes 91abHssernents dB scins de Jongt/f; duté8 &WIC1II.I'Ô50tCIII~ A....iewrlil$lIlt~ Ollt.IOI'co;orr6CtIY9I1cMn NormdOIJ CFIt"'es F\é3Utta!SÓÐ!,ln~~ Cllt,~ismriur&OOrrecti~9 ,¡¡ j" J . - -~., y ._~/ ~ - ..//> LA A'" .//. .JJP,,/V. j ,/, JV-A' - ~~ -.-. ê'c, , .. roo"'" /'/- , U , , . , ^ R:I~~;;;¡;¡;;< $,snltturliJl ~t lor\g-~rm......II'~ Clvl~\on f"Pr~II"n\;!!''4fSo;rI&.~~r1il "Ii (~., 1&1 t&lJrósi!(I!.Grt!{e) 0'3 I", Dr~$.' 1_ ~lmll:!D !onglH d>/14é ., J~ r""%.-L~_- QftOít'Ia¡: ¡'QfIi-Tet'm C~ CiYlaiQn Orl;lnsl: OMsiQI'\ ðe& JQin, d$ ~IISII't dlJ!'6ca O;!py. leng:fqrm Cafe f'iI~1i!y Ccp»: Stebl~emMt de wins de lon,\!uiII dW60 Pa.¡a~L-QfI~~L- 7;~1 ?0f\B-5zfê4lœ1 50 01/14/2003 11:53 I 1-519-765-2627 TERRACÉ LODGE PAGE 02 ;< ® Ontario Ministry 01 Healtn and l.on9-T.",., Car. Ministo,. de I. Santé el des Solns d.. ongue durée Observation/Discussion Summary Sommaire des observations et discussions FtegÎooa1 Officø$/BufeOZU')I. réglOf1ii1UX H.mÎltQn (905) 54e~82Q4, Ki"gt~on (613) 5j6-7230. LondQJt (519) 67Sw7õ80 Sudbury (705) !564-31:1C, Toron.to (416) 327-&952 \.1)rn;¡.T"tm CM& f~clli!y! :a~,:¡;sl!""8m Ce '¢II1¡ Øc: tQ(\O\.'III ~ree: .-¡::" A/7n1"" ¡J ,.."frJd917) .c.ddr~,.a!AdrO'$1:I ,,,,,,,"""" "c,,",,,,":':"~'}:"'~;:I::::''''!'(O)''''~ .--<!'/:..;. /J.-f L~ /1~JJi ~AA'Pfl-,- r;dVi4)t~ I Tvpe 01 review/Genre d'lnspection r:1 CQn'lplaint IrNe~'¡9alion ~ LKJ Enquête à la svit€ d'unB plainte SW 300~ O· Complaint in·"¡Qsti.9:~¡¡Of1 fòl!Ow~up Suivi d'une enque\e: ã la $uire !;fune plail1te O Pre-sale Prêðlable à la vente O post-~ale L postgrteurQ å I(! Y13nte O Annual , Annue\le O Referral VisÎte d'un(e) conseiller(ète) O Pra·Hcense Pn~alt!b:e a ¡:\ dê j"rðn~e du p¡;!rmìs- O Other ($peç;ly) Autre (prOCisf!¿) n FoHow-up ~ Sw!vi Tf1e foll,,~ingn!f/ec:t ~;(pfamHory detail refared to ob$( Nat!CJl'Is/dI5(:usSI~ns "ver lhe ç'ÇJufse of tf1e levi~w. Thi$ information Îs próvjdect a;;; gulda.nce tD fh& fscility fJnd wrirten reSponse is flot required On t,"öuw;r8 ci,de$Sous urte e;rplic8.ti¡)('l détaillée des observations e/ di~t;I,J$.$io(1S forrnuiée$.au (:Q:.Jrs de I'Íf1spection. Ces rensei9( i1mr¡nt$ sont fournis a ré/ablissement iJ m(e cJ'infcrmalicm; il r')'est þIls néC8$f;Síœ dy rêpcmdrc? psr ~ç(ir I. 4" cu""# 'fj..t.... :": ro,'-' ~," dr, ..-ê/nÀ-'1,~~ "'- APf}Y-' I",,,, __, _.I?CI;,..¡) ~Iy..- -A-><. A 11 .//1/)' ...,<¡i ~_" Ij)/)--t Þ r".Æ ./J~OI( vJ'Y "'¿fl''''(j /''''' CY--"-'H'- Ar/-<¡ ..-fIn/I hi' nt', ../ (¥J-r þp,../ c...t/..-'1.ð~'~.i'~- !Jhfø A ,,¿:;,.Þ'DA ,/J1//4""_'¿~L-' '-1 ,A(Y/,tfó·(u H:, xbt"'ti tA'.A-?->''l -8--Ý:''¡¡''A fi'j?/,-" '1 îL,Ρf_ t",/<!.< ¿<-~'íf --A/?A'~__ Ü. 2/).~:~~d" _ .I-<.ß-('~) ,A·U./..-f /»)/1d ria "'; /) <> (. !""/rlÆ.L ,D,a:J<J/)¿ /:1.-1" , ~J ' ' (-a_ a (Ç/; UOfi'Uf'h . ,({;-c,-(_<:1.2,Þn),n./ltJ~, IJa,; d,/ü'-''''''''(j Q' H",,~,-. 'Ú;F A (/./'YYl .//"J'2J ....".;..f4-"', tI_.f ~J...-' .J ~,."..,u dn .lO~ A , rJI.;¿¿.A'/:Yf~4':J <...¿,~ , % 'kA Þ , ,('!,f-r,/) (I'-,'ý .' (/.w~_R , ~. ,/](I/--r'A-7]~1f '" ,-((,<'ó".-~,{'.."-,d/,,,/, J/Æä 1 ptd. /./A~= 1 ~~ ~:::;~':: ':",~'~'d;;Z ~ ¡f:' ~:: , ./ ¿,,' ~ ') .-"~, ^o. ¡/(/ .(£;~ -....;,., ¡ A~"~l¡# .¡;.f, . ./~," ù'ß_·'.L' ...nP"'Y./A!'-~d1L/;"'~ ./aJj('p~ / Î.j')/ ~ --<-? ¡:¡~ìVR~ iof I~e F't'lOllt't 'Gy¡1Wçu -~o~r I',!~b~nemot<\t ~$t "::/ ß¡vur/edDoN. SlgNl.~l, r~ 91 HC3!tM Çe.(o!iI p¡~r8.m8 f~ef't~I;"el$'9l'ð\\.I'. d" (Ço$\!i'¡ r.a~r¡;~fn{M\ill! <::œ I" ;¡r°lt~"'i l d" $ól"~dO Hlf'~" I ,__--é_¿;a¿~~ Or;( I~$l' Hua.l1 Cl:lrll:l Plogr~,s Or.g.NI ; F'rQ¡;¡t$f1':m~ de sgii"l'iS d&' ~¡¡'''!ô. çcp~: laM-TermCilre fl\CiJ.,y CC!:'!/I: IE:t,æll~eme"t (I, ~<:;!n,. do;. 1'::'f\gue dur091i1 P:.~e-.-Ln." or,de~~__ ]SJ~- 1813·S2(OO;~ 51 REPORT TO COUNTY COUNCIL FROM: Helen L. Notte, Director, Homes and Seniors Services DATE: 20 January 2003 SUBJECT: OANHSS 2003 Membership Fees INTRODUCTION: The Homes' 2003 membership renewal fees to the Ontario Association of Non-Profit Homes and Services for Seniors (OANHSS) are now due. Our continued membership to this Association, as opposed to the Association that represents the for-profit sector, is important. Council is being asked to support the OANHSS membership renewal and, thereby, payment of the required membership fees. DISCUSSION: The Homes' 2003 membership renewal fees to the Ontario Association of Non- Profit Homes and Services for Seniors (OANHSS) are now due. Historically, the Homes have been members of this Association. In 2002, the Homes' fees totalled $ 9900.00. Bobier Villa has also been a member of the Ontario Long-Term Care Association (OL TCA) over the years. Membership in OL TCA also comes at a price; in 2002, the Villa's dues were approximately $2000.00. This fee was exclusive of the fees paid to OANHSS in 2002 for the Villa. OANHSS represents non-profit Homes; OL TCA represents the for-profit sector. The Villa's participation in OL TCA has been historical and tied to that former Homes' mandate prior to the County accepting ownership of the facility. Membership in OANHSS is voluntary but the advantages of such membership are value-added to our Homes and the County. The Association, at a minimum, serves as our voice when lobbying government on matters related to funding for seniors services. Membership fees are based on the level of our Homes' actual operating expenditures. The 2003 renewal fee$,':for our three (3) Homes total $ 12,307.89, representing a difference of $2,407.00 as compared to the previous year. The difference is du~ to our Homes increased operating expenditures in the past year, coupled with an OANHSS fee structure increase for 2003. Staff recommends our cql")tinued involvement only with OANHSS in 2003. 52 1 CONCLUSION: The Homes' 2003 membership renewal fees to the Ontario Association of Non- Profit Homes and Services for Seniors (OANHSS) are now due. Staff are recommending that the Homes continue membership only in OANHSS in 2003 at a membership fee costing $12,307.89 to be allocated from the 2003 Homes operating budget. In view that our Homes are non-profit, continued membership by Bobier Villa in OL TCA is not recommended. This decision spares an added expense of at least $2,000.00. The result is a net increase of fees totalling $407.89 for 2003. RECOMMENDATIONS: THAT the Director of Homes be authorized to renew the 2003 membership fees for our Homes to the Ontario Association of Non-Profit Homes and Services for Seniors, at a total cost of $ 12,307.89, to be allocated from the 2003 Homes operating budget. THAT membership with the Ontario Long-Term Care Association for Bobier Villa be discontinued effective January 1, 2003 and that Association be advised and thanked by the Director of Homes for its support to that Home and the County in previous years. Respectfully Submitted Approved for Submission ~~ Helen L. Notte Director, Homes and Seniors Services Mark nald Chief Administrative Officer 2 53 REPORT TO COUNTY COUNCIL FROM: Linda B. Veger, Director of Financial Services DATE: 20 January 2003 SUBJECT: Long Term Care Facility Service Agreements INTRODUCTION/DISCUSSION: Each year the County is required to enter into agreements with the Province of Ontario for the three Homes for Seniors. The agreements for 2001 and 2002 have now been provided by the Ministry of Health and Long-Term Care and require signatures. The agreements are available for review in Financial Services. RECOMMENDATION: THAT the Warden and Chief Administrative Officer be authorized to sign the 2001 and 2002 Long-Term Care Facility Service Agreements for Elgin Manor, Terrace Lodge, and Bobier Villa. Respectfully Submitted ~~ Linda B. Veger Director of Financial Services Mark G. onal Chief Administrative Officer 54 REPORT TO COUNTY COUNCIL FROM: Harley Underhill, Director of Human Resources Tanya Tilton, Human Resources Co-ordinator DATE: 17 January 2003 SUBJECT: County of Elgin Excess Indemnity Insurance INTRODUCTION: American Re-Insurance Company has provided the County of Elgin with Excess Indemnity coverage in the past. Recently American Re decided to close its Canadian office and move all operations to the United States. This closure resulted in proposed increases to the deductible per accident to $500,000 or even $1,000,000 with little or no reduction in premium. Heath Lambert, a consultant group that has assisted the County during it's transition from Schedule 1 to Schedule 2 and has assisted in ensuring the appropriate excess indemnity coverage is obtained for the County, expressed our dissatisfaction and subsequently went to market to obtain quotations from other potential insurers. DISCUSSION: As recommended by Heath Lambert, it has been necessary to leave American Re and transfer to another insurer. Heath Lambert has chosen to obtain coverage from Employers Reinsurance Corporation (ERC), part of GE Financial. Parapet Underwriters Inc. represents ERC in Canada. In order to maintain past coverage levels of $250,000 retention (for each accident or each employee for disease) and $15,000,000 for limits of indemnity, Parapet/ERC has provided quotations for coverage during 2003 of $3,000 for the County and $17,720 for the Homes. Our previous total annual premium was $15,129. While Heath Lambert did contact several alternative insurers to determine whether more competitive arrangements are available in the marketplace, it was discovered that there is little interest in this type of coverage and/or the minimum policy requirements were not competitive with Employers Re. To help mitigate the large increases in premium costs, Heath Lambert will reduce its commission by one-half. The premium costs listed above will be discounted by $1088.00 (5 Yo %). As coverage with American Re ended at 12:01 a.m. January 1, 2003 and quotation information was not received by the County until December 19, 2002, it was necessary to provide approval to Heath Lambert to secure excess indemnity coverage on the County's behalf for 2003 prior to coming to County Council. CONCLUSION: Excess Indemnity coverage for the County for 2003 has been secured. Further costing information will be forwarded to the Management team as it is received from Heath Lambert. 55 RECOMMENDATION: THAT Council approve the $5000.00 increase in premium costs to ensure adequate excess indemnity coverage for the County. Ap~ Mark Mc Chief Administrative Officer ~-~¿ Tanya Tilton-Reid Human Resources Co-ordinator 56 REPORT TO COUNTY COUNCIL FROM: Harley Underhill, Director of Human Resources Tanya Tilton, Human Resources Co-ordinator DATE: 17 January 2003 SUBJECT: United Way Campaign 2003 - Update INTRODUCTION: The United Way Campaign for 2003 for the County of Elgin has reached 93.5% of our $8000 target. DISCUSSION: The County of Elgin has raised $6,891.00 through the generosity of our employees. Seventy-five County employees pledged to support United Way initiatives by participating in payroll deduction or through one-time contributions. The United Way also received a cheque for $589.50. These funds were raised through a chili dinner organized and run by Bobier Villa support services staff, a County-wide 50/50 draw and a County-wide penny raffle. The County of Elgin has contributed $7480.50 towards the Elgin - St. Thomas United Way fundraising goal for 2003. CONCLUSION: The Elgin County United Way Committee would like to thank everyone for their support throughout the last few months. We would like to extend a special thank you the to the following people: · County Council for donating the most popular of all prizes, days off with pay. · Mark McDonald, Helen Notte, Linda Veger, Karen Dunn and Jennifer Siannas in their efforts in obtaining penny raffle prizes. · Cathy Bishop and her Supervisory staff for their promotion of 50/50 tickets and penny raffle tickets. · Helen Notte and her Supervisory staff for their assistance in our face-to-face payroll deduction campaign. · The Homes for the Aged business office staff for all their support in selling and promoting tickets for both the 50/50 draw and the penny raffle. RECOMMENDATION: THAT Council be recognized and thanked for their continuing support of United Way initiatives. THAT United Way Committee members be recognized and thanked for their ongoing efforts in ensuring a successful campaign for the County. 57 Mark cDona Chief Administrative Officer Respectfully Submitted Harley U erhlll Director of Human Resources :::~/ -:j-~/ Tan a Tilton-Reid Human Resources Co-ordinator 58 REPORT TO COUNTY COUNCIL FROM: Mark G. McDonald, Chief Administrative Officer DATE: January 20,2003 SUBJECT: East Elgin Medical Facility Introduction: Attached for Council's consideration is a request for funding assistance from the Board of Management of the East Elgin Medical Facility. In 2001 Council considered a similar request for financial assistance from the West Elgin Community Health Centre and approved a grant of $50,000.00 for 2001 and another $50,000.00 for 2002. Discussion: Upper-tier municipalities are designed to provide services across a broad area involving numerous jurisdictions. Requests such as the one attached to this report are not entirely localized to the municipalities involved, since health care improvements in one area tend to lessen the pressure in other areas. The lack of space to locate medical practitioners can hamper the ability of municipalities to attract family physicians to the area. East Elgin has been designated by the Province as an under serviced area and this initiative is most certainly going to strengthen the opportunity to attract medical services for the residents of the community. Therefore, requests of this nature fit nicely with the County's mandate. In addition, the County is able to finance the request from the East Elgin Medical Facility by rolling the funds into the 2003 budget without increasing the budget allotment, since the commitment to West Elgin ended in 2002. Therefore, there is no budgetary increase attached to the req uest. Conclusion: The request for financial assistance from the East Elgin Medical Facility Board of Management is appropriate and beneficial to the County. In addition, the request can be accommodated by rolling over funds which were previously earmarked for the 2001-2002 West Elgin Community Health Centre initiative. ../2 59 2 Recommendation: That the request for funding assistance from the Board of Management of the East Elgin Medical Facility be approved; and, That the County of Elgin commit $100,000 to the project over a two-year period with the first allocation ($50,000) commencing in 2003; and, That the funds for this commitment be included in the 2003 County budget. All of which is respectfully submitted, Mark a ä, Chief Administrative Officer. 60 December 19, 2002 County Council, County of Elgin 450 Sunset Drive, St. Thomas, Ont. N5R 5V1 Dear County Council, SUBJECT: EAST ELGIN MEDICAL FACILITY REQUEST FOR FUNDING As you are aware the municipalities of Aylmer, Malahide and Central Elgin have taken the initiative to improve health care for residents of East Elgin through the construction of a Medical Facility Knowing that the County has participated in capital costs associated with other medical facilities within the County, we would ask for your careful consideration of the attached brief and request for funding. Thank-you for your attention to this matter. Yours truly, , tl~~atl /J.R. Wilson Dave Rock Mayor, Mayor, Malahide Township Central Elgin Bob Habkir Mayor, Town of Aylmer 61 EAST ELGIN MEDICAL FACILITY BRIEF FOR COUNTY COUNCIL. COUNTY OF ELGIN Backqround For some time now, it has been identified that the East Elgin area is under serviced in terms of family physicians. In fact, the area has been designated as an under serviced area by the Province. Today, many residents do not have a family physician. In relationship to this significant concern, efforts have and continue to be made to attract doctors to the area. During this process the single most barrier to the recruitment process has been the lack of space to locate medical practitioners. As a result, a partnership was formed between the Town of Aylmer, the Township of Malahide and the Municipality of Central Elgin to explore and eventually create a new medical facility to serve the residents of East Elgin" This facility has been designed to attract physicians to provide primary care and also to house services which provide important health care support. The Site The East Elgin Medical Facility is located adjacent to the West Talbot Medical Offices at 418 Talbot St. W., in Aylmer. The site, (approx. 1.4 acres), has direct access through to South SL Being adjacent to the existing medical offices, the site strengthens the opportunity to attract additional medical services for East Elgin. Prior to consideration of a medical facility, a condominium plan had been developed for the lands and in fact the site servicing had already been completed. Two properties have been combined together to site the medical centre. Acquisition costs for the land are as follows; Parcel #1 Parcel #2 $360,000 $95,000 Total $455,000 62 The Medical Buildinq In September 2001 the municipal partners fulfilled their commitment to attract and strengthen medical services in East Elgin and began construction of a 15,000 square foot, 2 level medical building. The building is fully accessible and provides the opportunity for tenants to design their own space based on individual size requirements" As leases are developed, the goal is to establish long term relationships at fair market values. Through a design build process the building has been constructed at an approximate cost of $1 ,000,000. Board of Manaqement On behalf of the municipal partners, each Council has appointed representative to serve on a Board of Management to oversee the construction and ongoing operations of the medical facility. Request for County of Elqin While the municipal partners have developed this project as a result of the opportunity to acquire strategic lands and with the demanding need for additional medical services and family physicians, in the end, the East Elgin Medical Facility will service many residents of the East and Central Elgin area. With a combined land acquisition and construction cost of $1 ,500,000 this has been a significant financial commitment for the 3 municipal partners. Knowing the sphere of influence that the facility will have for a broad area within the County, and knowing that the County of Elgin has supported the development of medical facilities in West Elgin by providing funds for the actual acquisition of land; the County is being requested to financially support the East Elgin Medical Facility. We would ask that the same considerations be given to this project as the West Elgin project. 63 Jan,13.2003 9:27AM TOWN OF AYLMER No.mo P. 1/2 TOWN OF AYLMER 46 Talbot Street, West, Aylmer, Ontario N5H 1]7 Office: (519) 773-3164 Fax: (519) 765-1446 January 13, 2002 BY FAX 633·7881 Mr, Mark McDonald, County of Elgin, 450 Sunset Dr., St. Thomas, Ontario N5R 5V1 ,41. Dear Mrld; SUBJECT: EAST ELGIN MEDICAL FACILITY The intent of this letter is to follow-up on your telephone inquiry relating to costs associated with this facility. To date the three municipalities have invested the following; land Purchase Construction $455,000 $960,000 TOTAL $1,415,000 Current and Future Need As you can see, a very significant amount of money has been expended to date. Having said this, we also have almost one half (approx. 7800 of 15000 square feet) of the building unfinished. While the municipalities continue their efforts to recruit physicians and related medical support services, there will be significant costs to complete the development of the vacant space. 64 J an] 3, 2003 9 : 27 AM TOWN OF AYLMER No. 277 0 P. 2/2 -2- Any funds received from the County could be used to either reduce the capital costs for purohase and construction and the ongoing assooiated carrying oosts or, the funds could be used to complete interior spaoes for additional uses. I trust this answers your question. If you have any further questions please contact me. Yours truly, cc: Mr. R. Millard, Malahide Township Mr. D. Leitch, Central Elgin East Elgin Medical Facility, Board of Management 65 f< ~/; § ,,,---. ----¡~'...A-A--}:-ð'! / \ Æ A " ,/...,,¿~/'<../\..--C--~4'~ (7 ~~_.____7 '"' ¡ ,,>/~" ~_,-",_o,o'" / f ,. ~.. '-' V-()/7 J ç«,_,L.¿ !Je~~-:/L /" ¡J,1 7h Ii, LU.., f' /' it.... /A . j¢"'.\....,R ... ~--:> r, L.... ., /f' / )' l / / i i , ~fi 5----- ,~4":.. , " '. ----- - f ¡ ! , ; \ ------~"_.- ",,,,/ /,,,,,,,,,~ // '~ \ '\ ç li' í j ". \ \ ~¡ \ ~ í i f .\ J , i f f' l / / ~./' ","" /,r ",,/f' CORRESPONDENCE - January 28. 2003 Items for Consideration 1. Federation of Canadian Municipalities, with the 2003-2004 Annual Membership Fee Renewal Invoice. (ATTACHED) 2. Beverley A. Wright, President, St. Thomas & District Labour Council, with a resolution concerning the development of an active auto strategy for Canada. (ATTACHED) 3. Ross Snetsinger, Chair, Rail Ways to the Future Committee, requesting support of the Town of Fort Erie's resolution respecting preservation of the Canada Southern Railway. (ATTACHED) 4. Phyllis Ketchabaw, Clerk, Town of Aylmer, concerning costs associated with urban County roads and requesting a review of County policies as they relate to urban roads. (ATTACHED) 66 Federation of Canadian Municipalities Fédération canadienne des municipalités 24 rue Clarence Street Ottawa, Ontario KIN 5P3 Tel. (613) 241-5221 . Fax (613) 241-7440 - .M!\! 1~ 2003 Mr. Mark G/. McDonald Chief Administrative Officer County of Elgin 450 Sun$et Drive St. Thomas ON N5R 5V1 ~' ~ PO / BC. I Identification I COUELGIN001 Qtv I Qté Item Descri ption I Contact I . ", I Terms /,Termes' I <,",,-: 2003-2004 Membership for 2003-2004 -Membership Fee for April 1103 to March 31/04 Base fee $100 + fee population of 48317 @ 10.5¢ per capita. Please note that population figures are taken from the Statistics Canada 2001 Census. $5,173 Tlriìi:&i:iêfc"': M03040614 12-12-02 1 "'" H;/' $5,173 Adhésion pour 2003-2004 -Frais d'adhésion pour la période du 1" avril 2003 au 31 mars 2004 T aux de base de 100 $ + les frais selon votre population de 48317 au taux de 10,5¢ par habitant. Veuillez noter que les chiffres de population ont été tirés du Recensement de 2001 de Statistique Canada. GST # 1 No. De TPS: 11891 3938 RT0001 'Subtotal hSo,us:total Misc¡'Divèrs,,, ", ' ,Delive a.iìiraison ,Discount /~Rabais ,Deposit! Dépôt""",,}~~1 :Total $5,173 $5,173 Please include a copy of this invoice with your payment. Veuillez retourner un copie de la facture avec votre paiement. Thank You I Merci 67 ((""1'" r._" :;';"";'!I~I~<· (~,;"",,,,,,j[~-I.l~.<·k·PI""" \,:':-.-.II'-I">II,I",I,'-"-I'_'FII,..,,,.."I d,·,c<AI,·nl.-I!<...·.¡;¡b!,,~ £ê (61312H-l.:i13 ''''''''''''I!ilk..""r''III.~·" Cdn"""11(;'!i"'" OJ 1:613)241·:;.221 «JD'''''''licõ,liu,,,'''k''I.ê;' (>:'"1:""-.;" s.'",·jn·~ SO....-IC,·' a)'p''''~I!¡~ (rj (G13j2'¡1.2I16 nIrp<:lr.IJ,","r~n!.", 1"''''h'II,I'.n<l ~."~ll ["'!I'-. n'I¡I.!u<"";<"I>JII I'Iu.·~d ""-I.,Ie... cg (G13j2·H..2250 I'"Iìo'·~!i:n .,·;¡ IUf"''':UI:¡¡I~I \ ""I!>' I<OF ~d'·lIlI( IXII. 1.),,,>:'"1,,1''''''''' l:"nll<' 1I""'''''111',,,;,! 1"",,,, k ,1,·,,·I"pr~""'·'" nI"IJIClp,,1 D) {IH3)2H..iIl7 ì'lI~r"'-~I¡on~!·;··fcr",," Fc:,r.GG'An"",,1 ("'I!I"j""'-' ~:,L",ì("ì!XlIE"p:>:-' ;\1<'1\ >1 I,,¡,.·L ':(I I:~ '.\¡"'III~.~·m (:u'¡' ~·IIII'-..· (:"'II1"II"'¡¡ ~...- S,..}rnnlJNr! 6G- CüflH.n'~:"'''r".1 "'I E~I"" ,",,,'¡âl,,II~~' d~ I" FCH 1;\1 :~!) ,,,,,I,,,, ¿ lui" ~'CO;; \V¡'''nl>(~;: 1\1:<1,;1·.,1>", !).·'(dlnll··-¡';··'·"'"I·''·'H''''' All pl.1i1o¡rri~ "XU lr<J("(H¡t(N! St. CJ¡'OfflCCS & :J:Jistrict Lccbour Council Chartered in May 1956 by THE CANADIAN LABOUR CONGRESS ~!AN 8 2JJD3 January 5th, 2003 Warden and Members of County of Elgin Council Elgin County Building Sunset Drive St. Thomas, Ontario Dear Sirs: Re: Auto Policy Resolution At a recent meeting of the St.Thomas & District Labour Council a motion was passed to send the auto policy resolution that had been submitted to and passed by the City of St.Thomas Council. There is no need to tell County Council how important the auto industry is to this area. We are therefore enclosing the following: l. Copy of the auto policy resolution. 2. Letter dated Sept. 10th, 2002 to the Honourable Brad Clark. 3. Letter dated Sept. 4th, 2002 to Mr. W. MacDonald and Mr. J. O'Handley, CAW Local 1520. We ask that the resolution be presented to County Council and passed as well, and that our Labour Council, CAW Local 1520, and the Honourable Brad Clark be notified. Thank you for your consideration. Yours very truly, \j) , ~ Cf·~/L Beverley A. WriJt President 68 41 MONDAMINSTREET, . ST. THOMAS, ONTARIO N5P 2V4 RESOLUTION WHEREAS the auto industry is Canada's most important export industry; and WHEREAS every job with a major auto assembler generates a total of7.5 jobs in the regional and national economy; and WHEREAS the auto industry is experiencing a major downturn which could see assembly and employment decline by as much as one-third and WHEREAS Canada was the fourth largest auto producer in the world in 1999, but our rank is falling rapidly and soon we may no longer even rank among the top ten, and WHEREAS active government policy has always been important in attracting an auto investment and jobs to Canada and WHEREAS Canada no longer has an auto policy due to the WTO's abolition of the Auto Pact, , THEREFORE BE IT RESOLVED THAT this Council supports the development of an active auto strategy for Canada, including policies to attract future auto investment and improve our automotive trade balances, and calls on the federal and provincial governments to initiate a process of consultation among industry stakeholders to design and implement such a policy. 69 UilS,02 WED 11: 14 FAX 09 +519 6JJ 9019 nIT uF ST THO~IAS . 4 September 2002 Mr. W. MacDonald Mr. J.O'Hanley CAW Local 1520 P.()BoX545 St.Thomas,.QNNsP 3V6 Re: Auto Policy - Resolution @004 Dear Mr. MacDonald & Mr. O'Hanley, Tha.nkyouforsubmittìng your resolution t() City Council regarding auto policy. The ítemwas. considered and carried at the Tuesday September 3rd meeting of c.oUDC11. . Attached Yj)u""-Íll find a copy of the recorded ofvotes in support of the ~lllti()Il' City Council supports your efforts in this matter and will continued to do so. ... If there is anything else you require in relation to this or anything else, please at (519) 6~1-l6~()Ext. and I would be happy to make myself available. Sincel11y, Peter Ostojíc Mayor UI H;; U2 \fED 11: 14 FAX U9 +519 633 9U19 (ITi uF sr THUMAS ":': Peter J. Leack.. CiryTlerk Oftic\:: of Ihe Clerk I'. O. Bo. 5Z0. Cily Hall SI. Thoma."- Onlari~) NSrJV7 Telepho"c: (519) 631-1680. Ex.. 100 F..:(519)ö)3.9QI9 -, ,~ TUI-':'JJW'JtI.\TJ,)Nt"'11U'.(J1'\ U¡I ST. THOMAS September 10'h.2001 Ho~ourable Brad Clark Minister of Labour 141h Floor, 400 University Avenue TORONTO, OntarioM7A lT2 Re: Development of an Active Auto Strate2v for Canada - Resolution Endorsed Honourable Minister: Please be advised that the Council of the Corporation of the City of St. Thomas received a Ictter tÌ'("Im the CA\VLocaJ 1520, requesting endorsement of their resolution regarding a Development of an Active Auto Strategy for Canada. A copy of the resolution is enclosed for your informati()n. After consideration of the request, the Council of the Corporation of the City of St. Thomas passed the following resolution. "THAT: The resolution from CAW Local 1520, regarding the Development of an Auto Strategy for Canada be endorsed." Sincerely, ~{ P.J. Leack City Clerk PJLlbab pc/Mr: S. Peters, M.P.P. fOr Elgin Mr, W. MacDonald, CAW Local 1520 71 íclUU2 January 11, 2003 Rail Ways to the Future Committee ,Jt ~1 .1...... ;:01 ,-,...,- To Municipalities along or close to the Canada Southern R'ãiíWåyH from Fort Erie to Windsor, b~~~~/~~ ;1'£4,':" Please note the attached Town of Fort Erie resolution dated December 9, 2002, regarding the railway/transportation situation in general in Ontario and the Canada Southern Railway crisis in particular. This committee of Transport 2000 Ontario, hereby requests that your municipality kindly endorse this resolution, or as much of it as is appropriate. for you, at the earliest possible time. The eastern half of the 83 miles between St. Thomas and Attercliffe is currently being dismantled by Canadian Nationál, then the CASO co-owner Canadian Pacific Railway will complete the destruction of the integrity ofCASO, in May we have heard. Tracks can be put back down. We are reminding CN and CPR, especially the new president and CEO of Canadian National, Mr. Hunter Harrison, that CASO is: a) 50 miles shorter than either CN or CPR between Fort Erie/Buffalo, N.Y. and Windsor/Detroit, Mich.; b) 160 miles more direct than the CSX Railroad between the same points south of the lake and c) 300 miles more direct than the Norfolk Southern Railroad! In matters of transport, distance is time, time is money ( crew time, fuel, maintenance costs etc.) and the shorter CASO distance should be a major competitive advantage for road and rail bridge traffic and new and existing local industry. We also ask that you copy your endorsement to senior governments, as has Fort Erie. Relevant ministries could include: Transportation, Finance, Economic Development, Municipal, Rural and Intergovernmental Affairs, Environment, Tourism, Business Services, Enterprise, Opportunity and Innovation, Industry, International Trade, InITastructure and Canadian Heritage. As well as AMO and FCM and ourselves at the address below. You may indeed wish to copy the president and CEO of CPR, Mr. R. J. Ritchie and Mr. Harrison ofCN. Yours truly, /{:~ ~ Ross Snetsinger, chair All the best in the New Year! 247 Silverbírch Avenue, Toronto, Ontario, Canada M4E 3L6 Tel. (416)698-9005 Fax (416)698-1905 WWW.rwtf.orgTOSSsnet@enoreo.on.ca 72 Office of the Clerk December 10, 2002 File #120812 Mr. Ross Snetsinger, Chair, RMTFC 247 Silverbirch Avenue Toronto, ON M4E 3L6 Dear Mr. Snetsinger: Re: Canada Southern Railway and Establishment of Ontario Rail Renewal Task Force The Municipal Council of the Town of Fort Erie at its meeting of December 9, 2002 received the attached correspondence from Mr. Ross Snetsinger, Chair of Rail Ways to the Future Committee of Transport 2000 Ontario requesting support of their resolution respecting the preservation of the Canada Southern Railway and the reintroduction and advancement of rail services in Canada. Council subsequently passed the following resolution: WHEREAS improved rail transportation services have been inciuded in Regional Municipality of Niagara's Transportation Study, and WHEREAS faster and more efficient access to market by raii could be a catalyst for the economy of Canada Southern Raiiway (CASO) country and beyond, provide a solution to decongest area highways, two vital International border crossing and provide a strategy to significantly reduce road costs, road collisions and transportation emissions; NOW THERFORE BE IT RESOLVED by the Municipal Council of the Town of Fort Erie that It hereby petitions the Federal and Provincial Governments to call for an immediate halt to the dismantling of the Canada Southern Railway between St. Thomas and Attercliffe in the Province of Ontario and that no track materials be removed from the site until arrangements can be made with Canadian National to acquire this line of raiiway and return same to a proper operating condition, and further THAT: The senior levels of government use the presence of raii service, in general and CASO in particular as a tool for the aggressive-marketing of the transportation efficiency of this' Province, and further THAT: In the interest of equity of economic development opportunity Gobs) and the future potential for all weather intercity and regional passenger and commuter/tourist train services, all threatened but strategic raii lines in the Province of Ontario be kept in place and abandoned lines repaired as required, and further THAT: Immediately upon resolving the emergency CASO situation, the Province of Ontario, in collaboration with the Federal Government, establish the Ontario Rail Renewal Task Force with suitable budget provisions to develop policy and criteria for the above rail retention and renewal program, and further ../2 Mailing Address: The Corporation of the Town of Fort Erie Municipal Centre, 1 Municipal Centre Drive Fort Erie, Ontario, Canada L2A 286 Office Hours 8:30 a.m. to 5:00 p.m. Phone (905) 871-1600 Fax (905) 871-4022 73 Web-site: www.forterie.on.ca Re: Canada Southern Railway and Establishment - of Ontario Rail Renewal Task Force Page Two THAT: A copy of this resolution be forwarded to the Prime Minister of Canada. the Premier of Ontario, all appropriate Federal and Provincial Ministers, FCM, AMO and Rail Ways to the Future Committee of Transport 2000 Ontario. (CARRIED) Enclosed for your information is a copy of a letter forwarded to the Prime Minister of Canada, The Right Honourable Jean Chretien. This similar style letter was also sent to the Premier of Ontario, and the Carolyn J. Ke , Town Clerk CJK:dlk Encl. 74 TOWN OF AYLMER 46 Talbot Street, West, Ayhner, Ontario N5H 1J7 Office: (519) 773-3164 Fax: (519) 765-1446 Administration: Wendell Graves - Administrator . Phyllis Ketchabaw - Clerk January 17, 2003. County Council, County of Elgin, 450 Sunset Drive, ST. THOMAS, ON N5R 5V1 JAM 20 20D3 Dear County Council: SUBJECT: COSTS ASSOCIATED WITH URBAN COUNTY ROADS The Town is in receipt of correspondence from the County Engineer, which suggests that the request made to the County to pay for costs relating to infrastructure and safety features along John Street will not be paid by the County. Having said this, we also understand that the County Engineer's Office continues to investigate the pedestrian crosswalk and crossing guard situation. The Town is concerned that while the County has long established policies, they do not address urban needs and safety concerns but rather are blanket provisions covering all County Roads. The Town would, therefore, request the County to undertake a review of its policies as they relate to urban road sections and investigate the practical matter of providing high levels of community safety in urban areas that relate to the County Road system. We would hope that this investigation could be undertaken in light of the Town's request of October 10, 2002, and the ongoing consideration of those requests. Thank you for our attention to this matter. Yours trul~'f : J!i.ffi, , ~ ~ C~~ P~I~S Ketchabaw c.c. Mr. Clayton Watters, Manager, Engineering Services 75 c ( \ \ \ //' . /' / .-/' CORRESPONDENCE - January 28. 2003 Items for Information - (Consent AQenda) 1. The Honourable Norm Sterling, Minister of Transportation, advising that Council's request for funding to address the erosion of the Lake Erie shoreline near Elgin Road 42 was denied. (ATTACHED) 2. S. Russell, Executive Correspondence Officer, Office of the Prime Minister, acknowledging receipt of Council's resolution concerning infrastructure funding. 3. Dan Newman, Associate Minister of Health and Long-Term Care, expressing the Ministry's appreciation to Helen Notte for her hard work and efforts during the transition of the Royalcrest chain ofLong- Term Care facilities. (ATTACHED) 4. The Honourable Ernie Eves, Premier of Ontario, acknowledging receipt of Council's resolution concerning the Union Gas retroactive rate adjustment. 5. Resolutions supporting Council's endorsement of the Elgin County Pioneer Museum's proposed plan under Ontario's Promise - Programming for Youth Volunteer Opportunities, encouraging youth volunteerism: 1) Dianne Wilson, Deputy Clerk, Municipality of Central Elgin 2) Norma Bryant, Clerk, Municipality of West Elgin 6. Shelley Dooher, Manager, Volunteerism Initiatives, Human Investment Programs, Human Resources Development Canada, with a nomination kit for the 2003 Therese Casgrain Volunteer Award. (Kit is available for viewing in Administrative Services) 7. The Honourable Dianne Cunningham, Minister of Training, Colleges and Universities, acknowledging Council's resolution concerning the certification of water treatment and distribution facility operators. (ATTACHED) 8. Pat Vanini, Executive Director, Association of Municipalities of Ontario, with a copy of the 2002 AMO Annual Conference Proceedings. (Available for viewing in Administrative Services) 76 Ministry of Transportation Office of the Minister Ferguson Block, 3rd Floor 77 Wellesley St. West T crontc, Ontario M7A 1Z8 (416) 327-9200 .WWW.mto.gov.on.ca Ministère des Transports Bureau du ministre Edifice Ferguson, Se étage 77. rue Wellesley ouest Toronto (Ontario) M7A 1Z8 (416) 327-9200 www.mto.gov.on.ca ~ ~ Ontario JAN 1 6 2003 Mr. Mark McDonald Chief Administrative Officer County ofElgin 450 Sunset Drive S1. Thomas, Ontario N5R 5Vl Dear Mr. McDonald: J~N 20 2005 Thank you for your letter of November 4, 2002, outlining an initiative in Elgin County addressing the erosion of the Lake Erie shoreline, near Elgin Road 42. I appreciate Elgin County's efforts to halt the effects of shoreline erosion but, unfortunately, the Ministry of Transportation must deny your request for funding assistance. With no jurisdictional control over the shoreline ofthe Great Lakes, and no municipal roads program to subsidize local Üi1provements undertaken by municipalities, my ministry cannot contribute fmancially to this initiative. Sincerely, Norman W. Sterling Minister cc: The Honourable Ernie Eves, Premier of Ontario The Honourable Jerry Ouellette, Minister of Natural Resources The Honourable Robert Thibault, Minister of Fisheries and Oceans Mr. Steve Peters, MPP, Elgin-Middlesex-London Mr. Gar Knutson, MP, Elgin-Middlesex-London Mr. Clayton Watters, Manager, Engineering Services, City of S1. Thomas 77 ë Office of the Prime Minister Cabinet du Premier ministre Ottawa, Canada K 1 A OA2 January 13, 2003 .'A~! 20 2003 Mrs. Sandra J. Heffren Deputy Clerk County ofElgin 450 Sunset Drive St. Thomas, Ontario N5R 5Vl Dear Mrs. Heffren: On behalf of the Prime Minister, I would like to acknowledge receipt of your correspondence, with which you enclosed a resolution of County of Elgin regarding inITastructure funding. Please be assured that your comments have been given careful consideration. As the matter you have raised is of particular interest to the Honourable John Manley, Minister of Finance, and the Honourable Allan Rock, Minister of Industry, I have taken the liberty of forwarding copies of your letter to them. I am certain that the :Ministers will appreciate being made aware of your views. Yours sincerely, ß·I2v-~~( S. Russell Executive Correspondence Officer Canadã Ministry of Health and Long-Term Care Ministère de la~tt ítv et des Soins de longue durée Office of the Associate Minister of Health Bureau de !a ministre associée de la Sante 11th Floor, Hepburn Srock 80 Grosvenor Street Toronto ON M7 A 2C4 Tel (416) 327-4300 Fax (416)325-8412 118 étage, édifice Hepburn 80, rue Grosvenor Toronto ON M7A 2C4 Tel (416) 327-4300 Telec (416) 325-8412 December 12,2002 Ms. Helen Notte Director of Homes and Seniors Services MOHLTC County of Elgin C/O Elgin Manor R.R.#I, 39232 Fingal Line St. Thomas, ON N5P 3S5 Dear Ms. Notte, ~'2-jYv. 'i- W~"'- ' ~ Ontario nD. CC , It is with my most sincere gratitude that I write you to thank you for all your hard work and efforts during the past month dealing with the transition of the Royalcrest chain of Long-Term Care facilities. I know that you personally spent many extra hours dealing with this situation as it unfolded. As the Associate Minister, I want to thank you and acknowledge your personal dedication to ensuring that every one ofthe 1,500 people living in these homes would be safe and secure during this time of transition. I cannot tell you how much that peace of mind is appreciated. Sincerely, f)~ Mv0vrt~, Dan Newman Associate Minister of Health and Long Term Care 3797-02 (01/03) 78 7530-5602 The Premier of Ontario Le Premier ministre de l'Ontario I~ ~V~ ......,. Ontário Legisjative Building Queen's Park Toronto, Ontario M7A 1A1 Hôtel du gouvernement Queen's Park Toronto (Ontario) M7A1A1 December 23, 2002 ,),ð N ~..; 2!JrJ.1 Mrs. Sandra J. Hefften Deputy Clerk County of Elgin 450 Sunset Drive St. Thomas, Ontario N5R 5Vl Dear Mrs. Heffren: Thank you for your letter informing me of council's resolution about the Union Gas retroactive rate adjustment. I appreciate your keeping me informed of council's activities. As this matter falls under the jurisdiction of my colleague, the Honourable John Baird, Minister of Energy, I have sent a copy of council's resolution to the minister for his information. Once again, I appreciate having this matter brought to my personal attention. Yours sincerely, ~~ ,....- ..... - c_~ Ernie Eves c: The Honourable John Baird @ The Premier of Ontario Le Premier ministre de l'Ontario lJM ~.~ ".....'" Ontario Legislative Building Queen's Park Toronto, Ontario M7A1A1 HôteJ du gouvernement Queen's Park Toronto (Ontario) M7A 1A1 December 23, 2002 ,I~M ! 9! 2003 Mrs. Sandra J. Heffren Deputy Clerk County of Elgin 450 Sunset Drive St. Thomas, Ontario N5R 5Vl Dear Mrs. Heffren: Your MPP, Steve Peters, has sent me a copy of your letter informing me of the County of Elgin council's resolution about a retroactive rate increase to Union Gas customers. I appreciate being kept informed of council's activities. I note that you have sent a copy of your letter to my colleague, the Honourable John Baird, Minister of Energy. I trust that the minister will also find council's views informative. Once again, I appreciate having this matter brought to my personal attention. Yours sincerely, ,5- -:: -- - -" - r_ -::: Ernie Eves, MPP Premier c: The Honourable John Baird Steve Peters, MPP, Elgin-Middlesex-London @ ~fíe Corporation of tfíe 9vfunicipa[ity of Centra[ 'E[gin 450 Sunset Drive, 1 st Floor, St. Thomas, Ontario N5R 5V1 Ph. 519'631'4860 Fax 519'631'4036 January 14th, 2003 Sandra J. Heffren Deputy Clerk County of Elgin 450 Sunset Drive St. Thomas, Ontario N5R 5V1 Jf:¡N ! 5 2005 Dear Ms. Heffren: Re: Volunteer Opportunities for Youth Please be advised that Council discussed the above referenced matter at their meeting of Monday, January 13th, 2003 and the following resolution was passed: THAT: Correspondence received from the County of Elgin seeking Council's support with respect to volunteer opportunities for youth in the community be endorsed. CARRIED. If you have any questions with respect to this information, please feel free to contact me at the municipal office. Yours truly, ~Jr~ Dianne Wilson Deputy Clerk m~£ ¿mtuuicipalit1J (If ~£s± Ililgiu January 10, 2003 ,Ið~i 1 ~ 2003 County of Elgin 450 Sunset Drive St. Thomas, ON N5R 5V1 Attn: Sandra Heffren Deputy Clerk Dear Madame: RE: YOUTH VOLUNTEERISM Please be advised that the Council of the Municipality of West Elgin, in support of your request, passed the following resolution at its meeting held on January 9, 2003. Properly Moved and Seconded: RESOLVED that the Council of the Municipality of West Elgin hereby endorses the proposed plan of the Elgin County Pioneer Museum to encourage youth volunteerism. DISPOSITION: Carried. Should you require any further information please contact the undersigned directly. ' Yours truly, ~J!~. Norma I. Bryant, Hon~, AMCT Clerk 22413 Hoskins Line, Box 490, Rodney, Ontario NOL 2CO Tel: (519) 785-0560 Fax: (519) 785-0644 1+. Human Resources Development Canada Développement des ressources humalnes Canada ~ December 9, 2002 .., "- DEC !? ?rr1'j Warden John R. Wilson County of Elgin 450 Sunset Drive St. Thomas, Ontario N5R 5V1 .t'· . Dear Warden Wilson: Please find enclosed a Nomination Kit for the 2003 Thérèse Casgrain Volunteer Award. With your help, Human Resources Development Canada received over 250 nominations for last year's award. The award honours the memory of Thérèse Casgrain and acknowledges the contributions Canadian volunteers make to society. It is presented annually to one Canadian man and one Canadian woman whose pioneering spirit, social commitment and lifelong voluntary efforts have contributed significantly to the advancement of a social cause and the well-being of their feHow Canadians. On behalf of the department, I encourage you to share this information with your colleagues and constituents. The enclosed Nomination Kit will help promote this prestigious award within your community and ensure its continued success. Additional information on the Thérèse Casgrain Volunteer Award can be found at www.volunteeraward.Qc.ca. Any questions or comments should be directed to the Award Secretariat at 1-866-4-0THERS (1-866-468-4377) or bye-mail to theresecasQrainiŒ hrdc-d rhc.Qc. ca; Sincerely, Attachment: 1 Shelley Dooher Manager, Volunteerism Initiatives Human Investment Programs Canadã 79 v THÉRÈSE CASGRAIN VOLUNTEER AWARD During the International Year of Volunteers 2001, Human Resources Development Canada announced the launch of the Thérèse Casgrain Volunteer Award. The purpose of this award is to commemorate the work of Thérèse Casgrain and honour those who have demonstrated a lifelong commitment to volunteering. Thérèse Casgrain was an eminent Canadian whose actions continue to serve as an example to those who, like her, demonstrate the importance- of Canadian values. The award is presented annually to two Canadians, a man and a woman. This award recognizes the voluntary contributions of men and women from communities across Canada whose pioneering spirit, social commitment and persistent endeavors have contributed significantly to advancing a cause and the well~being of their fellow citizens. HU/v\AN RbOUR(~S IN MEMORY OF THÉRÈSE CASGRAIN Thérèse Casgrain, a native of Montréa!, was the force behind various social reforms in Canada promoting justice and equality. She was involved in provincial, national and international organizations and was-one of the pioneers of the women's rights movement in Canada. As founder and later President of the Quebec League of Women's Rights she helped Quebec women gain the right to vote in 1940 and was instrumental in making women the beneficiaries of family allowance cheques. Thérèse Casgrain continued to fight for women to become representatives in the Government of Canada. DE\i::l..OP,v,EN"""T" (i~_¡'~:AC-:"- 1S CCi'-,\/v\!TTED TO E:'.JA8UNG (,<\NA.D!A~S TO Dp..RT¡CiP'~.T~ FI':~:_( \tvC'!?:' )i__",(~ _. ¡"-,j TriE -..\ THÈRES;;: C¡.l.SG:~A!'" 1896-'9';: In the 1960's Thérèse Casgrain participated in the World Disarmament Conference, and was the only Canadian woman delegate for World Peace. In 1970 she was appointed to the Senate and became a Companion of the Order of Canada in 1974. Throughout her life she chose to defend the cause of disadvantaged members of society, to denounce social injustice and to lend a voice to those who had no voice. Thérèse Casgrain was a Canadian in every sense of the word and worked throughout her life to demonstrate these values; NATIONAL SELECTION COMMITTEE The National Selection Committee is appointed by the Minister of HRDC and includes: · a chairperson · two former award recipients · six representatives of the voluntary sector · two members of of the Thérèse Casgrain Foundation · three representatives of the Government of Canada NOMINATION PROCEDURES A candidate for the Thérèse Casgrain Volunteer Award may be sponsored by: (a) an organization, or (b) three individuals - a sponsor and two co-sponsors not related to the candidate The candidate's application must include the following information: · name, address and telephone number of the candidate; · name, address and telephone number of sponsor and co-sponsors; and · a detailed description that reflects the candidate's accomplishments in each of the criteria, including relevant documents (e.g., publications, letters of support, press clippings). Candidates will not be considered posthumously. This information must be submitted by March 1st each year to: Thérèse Casgrain Volunteer Award Secretariat Human Resources- Development Canada 140 Promenade du Portage, Phase IV Hull, Quebec K1A OJ9 CONTACT US "":,'~.:.: ,',' '~..' ','~' - For mare information on the Thérèse Casgrain Volunteer Award, prease visit www.volunteeraward.gc.ca To'receiveadditional nomination brochures, call ". '.(1BOO,o-Canada (1 BOO 622-6232). .'-- -..,;_ -,.,-.'i*7~ ;";;>~ -.',. Orcorita-ctuŠ;- . ·,:'o\i"~_<"._:o;:j¿-i:" :: Thér~:cåsg~~'ín Volunteer Award Secretariat Hl1map, ~eso,!rces Development Canada -140~rõnienaile du P~rtage, Phase IV Hull, Quebec K1A OJ9 Fax:'(B19) 997-7000 E-mail: theresecasgrain@hrdc-drhc.gc.ca . --,,,".~~'-. . ~o :;':;J '. ',~< C>"." __'''·:e i.;"-' JR~_, _~o[""_",_ -?""",---- -~~.~~ c~~_ 0.-_' -~;:':.~~:--¡~iw'~¡'c::-:i;~~j_~~i\-.- . ~~:}-;-~~-:'-):~-:'::::-.'~_'~"~.:_::.:~_;_:~.':·_,T_.;I~t;T -:t~~1~r·}~ë~_,_~,,__.. ,o:_.',s¿_ CRITERIA: WHO IS ELIGIBLE? The National Selection Committee will be seeking candidates who meet the foJlowing criteria: · Canadian citizenship; · Evidence that the spirit of volunteerism has played a significant role during the individual's lifetime; · Demonstrated leadership in helping others achieve full participation in the Canadian way of life; · Outstanding"contribution in building a more inclusive society; · Recognized for his/her lifelong contributions by a large segment of the Canadian population; · Created effective partnerships with the public, the voluntary sector, local communities and/or governments; and · Recognition and significant accomplishments in advancing a social cause within the mandate of the Department of Human Resources Development Canada. PRIZE The award consists of: · a bronze medal bearing the likeness of Thérèse Casgrain, a lapel pin and a certificate of honour, and $5,000 awarded to a registered Canadian voluntary organization designated by each recipient. SUBMIT THIS FORM WITH SUPPORTING DOCUMENTS TO: THÉRÈSE CASGRAIN VOLUNTEER AWARD SECRETARIAT. HUMAN RESOURCES DEVELOPMENT CANADA. 140 PROMENADE DU PORTAGE, PHASE IV, 4TH FLOOR. HULL QUEBEC, K1A OJ9 . THE DEADLINE FOR NOMINATIONS IS MARCH 1 CANDIDATE Individuals Surname 1. Sponsor {Contact Person} Surname Given Name(s) Date of Birth Gender Given Name(s) Comp!ete Address Present Occupation Complete Address Telephone Number Signature Te!ephone Number 2. Co-Sponsor Surname SPONSORS Given Name(s) Complete Address A candidate for the Thérèse Casgrain Volunteer Award may be sponsored by an organization. or three individuals - a sponsor and two co-sponsors not related to the candidate. Te!ephone Number Signature Organization Complete Address 3. Co-Sponsor Surname Given Name(s) Complete Address Telephone Number Name of Contact Person Signature Telephone Number Signature NOTE: THE CANDIDATE'S ACCOMPLISHMENTS IN THE CRITERIA. AS WELL AS RELEVANT DOCUMENTS INCLUDING PUBLICATIONS, LETTERS Of SUPPORT, AND PRESS CLIPPINGS MUST ACCOMPANY THIS APPLICATION. z o ~ z ~ o z -n o /V ~ f (í'. '\ \--_.- WHAT IS VOLUNTEERING? Volunteering is a service offered by choice, which is not mandated or coerced. It contributes to the well-being of an individual or a community, pays no salary or wages, and has no financial benefit to the volunteers. WHO IS ELIGIBLE FOR THE THÉRÉSE CASGRAIN VOLUNTEER AWARD? The Thérèse Casgrain Volunteer Award is open to all Canadian citizens, with the exception of members of the Thérèse F. Casgrain Foundation, elected officials of government while serving in office, past recipients of the award and employees of Human Resources Development Canada. IS IT POSSIBLE TO RE-NOMINATE AN INDIVIDUAL FROM YEAR TO YEAR? Yes, however, past recipients of the award are not eligible" IS IT POSSIBLE FOR A GROUP OF PEOPLE TO BE ELIGIBLE FOR THE THÉRÉSE CASGRAIN VOLUNTEER AWARD? No" The award will be presented on an annual basis to one man and one woman. HOW ARE NOMINEES EVALUATED? Nominees are evaluated by an independent Nationa! Selection Committee, appointed by the Minister of Human Resources Deve!opment Evaluation is based so!ely on the contents of the nomination form and supporting documents, HOW ARE AWARD RECIPIENTS SELECTED? The National Selection Committee submits their recommendations tothe Minister of Human Resources Development. IS THERE ANY AGE REQUIREMENT? All nominations are welcome, regardless of age, however, recipients will need to have demonstrated a lifelong commitment to volunteering. WHAT SHOULD SPONSORS KEEP IN MIND WHEN COMPLETING A NOMINATION PACKAGE? Award recipients are selected based solely on merit. Respond to.eaçh aspect of the criteria individually, in paragraph or point form. Supplemental documentation should be dear, well written and wèll organized. WHAT KIND OF BIOGRAPHICAL INFORMATION IS NECESSARY TO DESCRIBE A NOMINEE? A nomination package should clearly describe the volunteer services provided by the nominee with each organization, the innovation involved in the volunteer work and the nominee's motivation for volunteering. Clearly identify the amount of time the nominee has dedicated to each cause as a volunteer and briefly describe the nominee's occupation while providing these services. IS THERE A SPECIFIC FORMAT FOR NOMINATIONS? Supporting documentation (including photographs and newspaper clippings) must be submitted on 8'12 x 11 sheets of single-sided paper, typed, reproduced or clearly written in dark.ink" Nominations must be submitted in their entirety and must not exceed fifty pages in length. Additional enclosures such as cassettes, videotapes, diskettes and CD's will not be reviewed WILL NOMINATION FORMS AND SUPPORTING DOCUMENTS BE RETURNED TO SPONSORS? No, All materials submitted become property of the Government of Canada and are subject to the Access to Information and Privacy Acts DO NOMINATIONS NEED TO BE BILINGUAL? Nominations will be accepted in either French or English DO CANDIDATES HAVE TO BE ACTIVE VOLUNTEERS WHEN BEING CONSIDERED FOR THE THÉRÉSE CASGRAIN VOLUNTEER AWARD? No, however, their past voluntary contributions should reflect a lifetime of volunteer service" WILL I BE ADVISED ON THE OUTCOME OF MY NOMINATION? All nominees and sponsors will be advised of the selected recipients. -··-'e;·\''''·~'·>-·; C\ C D- m -1 o z o 5 z » -1 o Z V\ OTIAWA OFFICE Room 658 Confederation Building House of Commons K1AOA6 Tel. (613) 990-7769 Fax (613) 996-0194 CONSTITUENCY OFFICE 499TalbofSt. St. Thomas. Ontario N5P 1C3 Tel. (519) 631-3921 1-800-265-7810 Fax (519) 631-8555 HOUSE OF COMMONS OTTAWA CANADA KIA OA6 ST. THOMAS December 3, 2002 "". John Wilson Elgin, County of 450 Sunset Drive St. Thomas On N5R 5Vl DEC 4 ,- ,.,,,''"::'' r· ,.,.!" Dear John Wilson, Please find enclosed information about the Cultural Capitals of Canada program. I have forwarded this to you in the hopes that your municipality will be able to take full advantage of this new federal program. The deadline for submitting applications, also enclosed, is March 15, 2003. If you have any questions about the program or the application process please feel tree to contact Susan McConnell in my St. Thomas office at 519-631-3921 or 1-800-265-7810. Sincerely, 1M Hon. Gar Knutson, P.C., M.P. Elgin-Middlesex-London GAR KNUTSON, M.P. E!gin-Midd!esex·London ... Minister's page I Secretary of State - Amateur Sport, Secretary of State (Multiculturalism) (Status of Women) Location: Home - Cultural capitals of Canada 2002/12/03 Subjects A-Z Index Arts and Culture Citizenship and Identity Diversity and Multiculturalism International Sport Youth .+. The Department About us What's new Application Forms Funding Programs Legislation Organizational View Publications Regional Offices Agencies and Corporations CañadJan Am;'.Jne lletilage œllaclieh Canadã Franç.31s ' Contact Us I Help ¡ Search Canada Sî~e .. ....... . Cultural Capitals of Canada The Govemment of Canada announced on May 31, 2002 the creation of Cultural Capitals of Canada, a national program to recognize and support Canadian municipalities for special activities that harness the many benefits of arts and culture in community life. Objective The Program. which has a budget of $5 million over two years (2002-2003 and 2003-2004), celebrates and promotes the arts and culture in Canadian municipalities through recognition of excellence and support for special activities that highlight the arts and culture. What is it? Cultural Capitals of Canada provides awards with matching contributions towards specific activities. These awards recognize past achievements of municipalities with an ongoing commitment to arts and culture. They also provide matching funds for special activities that celebrate arts and culture, and activities that build a legacy by integrating arts and culture into further aspects of community planning. Each year, municipalities of different sizes can apply to win awards that include conbibutions of up to $500,000 towards eligible expenses. Who can apply? Canadian municipalities. i.e. a town, city, regional municipality or district with a duly constituted govemment, including First Nations and Inuit equivalent governments, can apply for an award. Groups of two or more such bodies can also apply when the proposed project involves co-operative cultural celebration, or activities aimed at building a legacy that will lead to greater participation in the arts and culture for residents and visitors. Types of Awards http://www.pch.gc.calprogslcccrmdex_e.cfÌn 03/12/2002 . . VUUWW '-'C1plU:1.l1) U.l vauaua t'age 1. or 1.~ ~; ~~~,~~ ; Cultural Capitals of Canada This award will be given for proposals to celebrate culture and to build a legacy for arts and culture through community planning. Single municipalities or groups of two or more municipalities are eligible to apply. This Award type is subdivided into three levels based on population size: · total population of 125,000 or more: one award per year, maximum of $500,000; · total population of 50,000 to 125,000: one award per year, maximum of $500,000; · total population of under 50,000: two awards per year, maximum of $250,000 each. Award for Innovative Cultural Bridges This award will be given for proposals oriented towards innovative projects involving partnership activities that celebrate community identity through cultural exchanges among communities in at least two provinces. Groups of two or more municipalities of any size are eligible to apply. There will be one award per year for any amount up to the award maximum of $500,000. Deadline March 15, 2003 for 2004 awards. · CCC Home · Program Details · Glossary · Application Fonn: HTML Version - PDF Version ~_. Date modified: 2002/12/02 Important Noöces http://www.pch.gc.calprogs/ccclindex e.cfm 03112/2002 Minister's page I Secretary of State - Amateur Sport I Secretary of State (Multiculturalism) (Status of Women) Location: Home - Cultural capitals of Canada - Programs 2002112/03 Subjects A-Z Index Arts and Culture Citizenship and Identity Diversity and Multiculturalism International Sport Youth .+. The Department About us Whafs new Application Forms Funding Programs Legislation Organizational View Publications Regional Offices Agencies and Corporations CanadIan Rm..túL_ IIeIIIage Ç8j1adi>en Canadã Fram;31s ' Contact Us ' Help j Se~rch ~ Can2da Site . .." . . Cultural Capitals of Canada Overview Several awards will be given annually to municipalities that demonstrate an ongoing commitment to the arts and culture and submit a proposal to celebrate and further develop their artistic and cultural identity. Each award will consist of matching funding for specific activities (see Conditions offundina), a Certificate of Excellence, and the right to use the designation ·Cultural Capital of Canada" for the year awarded. The amount of matching funding provided for individual awards can be of any amount as long as it does not exceed the award maximum. Types of Awards Municipalities choose to apply to one of two types of awards based on the nature of the proposal submitted and whether the applicant is a single municipality or a group of two or more. Cultural Capitals of Canada . for a proposal to celebrate culture and to build a leqacy for arts and culture through community planning; . single municipalities or groups of two or more municipalities. This award type is subdivided into three levels based on population size: Level 1 total population of over 125,000 or more total population of 50,000-125,000 1 per year, maximum of $500,000 1 per year, maximum of $500,000 . Level 2 http://www.pch.gc.ca/progslccclprog_e.c1ìn 0311212002 . - ,-"u.u.lU.~ \.4pu.w.;:) V.1. ,-,ö.J.J.öUë;1 J:'age L of 11 Level 3 total population of under 50,000 2 per year, maximum of $250,000 each Award for Innovative Cultural Bridges · for a proposal oriented towards innovative projects involving partnership activities that celebrate community identity through cultural exchanges among communities in at least two provinces or territories; · groups of two or more municipalities of any size; · 1 per year, for any amount up to the award maximum of $500,000. Specific criteria are outlined in the Assessment Criteria section. Expected Results The expected impact of Cultural Capitals of Canada will be demonstrated through: · Celebration of the awarded municipalities' cultural accomplishments and commitments, leading to greater civic involvement in the arts and culture; · Celebration of cultural diversity, through recognition and promotion ,of young, Aboriginal, culturally diverse, and minority official language artists and works, leading to greater recognition of and investment in cultural diversity and to greater participation by these populations in the cultural life of the community. · The creation of a leaacy for the arts and culture in awarded municipalities through attention in sustainable cultural planning, leading to improved cultural policies and greater investment in the arts and culture; · Stronger relationships between local cultural organizations and municipal officials based on a recognition that arts and culture playa vital role in enhancing quality of life, and that they are important factors in fostering economic competitiveness, civic identity, pride, and social cohesion; and . The establishment of national cultural linkages enabling sharing of experiences and best practices. Eligible Applicants Canadian municipalities,i.e., town, city, regional municipality or district with a duly constituted government, including First http://www.pch.gc.caJprogs/ccclproge.cfin 03/12/2002 . Nations and Inuit equivalent governments, are eligible to apply. Groups of two or more such bodies can also apply when the propOsal involves co-operative cultural celebration, planning, and/or the development of cultural exchanges or cultural linkages. · To be eligible for an Award, applicants must demonstrate an ongoing commitment to culture. For a list of criteria to be used in judging ongoing commibnent, please see the Assessment Criteria section. · Applicants must also submit a proposal to engage in specific activities (see the Eligible Activities and Assessment Criteria sections). Before applying to this program, municipalities shall undertake to verify their compliance with any provincial law regarding the acceptance of federal funding. Eligible Activities This program will contribute to activities leading to celebration and promotion of local arts and culture, cultural exchanges. and the establishment of a legacy for arts and culture in a municipality through the integration of arts and culture considerations into overall community planning. Proposed activities could include: · celebration, to spotlight the arts and culture, for example through: o celebrating significant anniversaries; o developing cultural exchanges with neighbouring or distant communities; o highlighting cultural diversity, including young, Aboriginal, culturally diverse, and minority official language artists and works. · legacy-building, to better integrate arts and culture into community planning, for example through: o articulating a vision for cultural development and the means to achieve it; o developing strategies for cultural tourism, marketing, and promotion; o developing close partnerships with the arts and heritage communities; o developing strategiès to highlight, promote, and strengthen the capacity of culturally diverse organizations and artists. o identifying strategies for attracting private sector partners to support sustainable cultural http://www.pch.gc.calprogslccc/proK-e.cfin 03/1212002 . . '-'UJ.t.U1.<U, \,.4.pu.aJ.õ) V.1 '-'a.ua.\.I.Q. rage 't 01 i) > development and expression. Capital proiects are not eligible for funding. To apply for an award . You can download award application forms here: . HTML version . PDF version Application forms can also be obtained by calling (toll-free) 1- 866-661-0662 or by writing to: Cultural Capitals of Canada (15-3-1<) Arts Policy Branch Department of Canadian Heritage 15 Eddy, 3rd floor Hull QC K1A OM5 Award applicants may wish to call the toll-free line (1-866-661- 0662) to discuss their application before submitting it. The deadline for applying for a 2003 award is October 18, 2002. The deadline for applying for a 2004 award is February 1, 2003. Award applications must be postmarked by the applicable deadline date. Only signed, complete applications with all required support materials and postmarked by the deadline date will be considered. Send completed applications to the addreSs shown above. Please note: All submitted applications are subject to information requests under the Access to Infon1tation Act and the provisions of the Privacy Act Assessment Process First the Department of Canadian Heritage will screen for eligibility based on the applicant's ongoing commitment to culture. Then an independent iury of assessors will evaluate the application based on all assessment criteria outlined below and make recommendations to the Minister of Canadian Heritage for the final selection of winners. Assessment will take 4-6 months. . http://www.pch.gc.ca/progs/ccc/proge.cfin 03/12/2002 For the CulturalÇapital of Canada awards, the jury will be instructed to take into consideration the relative achievement and capacity of municipalities of various sizes within each level, in combination with the scope of the proposed project, to detennine the award finalists. Assessment Criteria Applications will be assessed against the applicant's demonstration of ongoing commitment and of the quality and scope of the cultural proposal. 1. (40%) Ongoing commitment to culture and cultural development. All applicants must demonstrate a long-standing commibnent to the arts and culture. o How has the vision for cultural development been articulated to date? o How and to what extent has the municipalitvintegrated arts and culture into overall community planning and the delivery of services to residents and visitors? o How do any existing cultural policies and plans contribute to and interact with municipal identity, "branding,' and/or municipal pride? o How and to what extent are arts and culture organizations involved and engaged in developing cultural policies, plans, and linkages? o How and to what extent does the municipality support local arts and culture activities, groups, institutions, or festivals? o How broad a range of arts and heritage disciplines (i.e., theatre, music, dance, museums, etc.) does the municipality support? o How much of the municipal budget is spent on arts and culture and how is that spending allocated? How much is spent on a per capita basis? o Vl/hat innovative measures, if any, has the applicant taken to support and promote the arts and culture within its jurisdiction? Vl/hat challenges has it faced? 2. (60%) The quality and scope of the cultural proposal for which a contribution is sought. Please note that applicants for Cultural Capital of Canada award (all levels) must submit proposals including elements of both celebration and legacy- http://www.pch.gc.calprogs/ccc/prog_e.cfìn 03/12/2002 > \...wmnl.l.caplUl.I.S 01 \...arnuJa Page 6 of8 building. Applicants for the Award for Innovative Cultural Bridges must orient their proposal towards innovative projects involving partnership activities that celebrate community identity through cultural exchanges among communities from at least two provinces or territories. o What key areas of activity will this project address? What strategies will it use to address them? . celebration (obligatory for both types of awards). For example: · preparation of specific celebratory events (significant anniversaries, special celebrations); · expansion of existing celebratory events to include outreach to other communities; · arts and cultural exchanges between communities or among groups within a given community; · spotlights on cultural diversity, including young, Aboriginal, culturally diverse, and minority official language artists and works; · other (specify). . legacy-building (obligatory for Cultural Capital of Canada awards; optional for the Minister's Award for Innovative Cultural Bridges). For example: · articulating a vision for cultural development and the means to achieve it; · developing partnerships and/or pooling and sharing resources with arts and cultural organizations, other governments, and/or private sector players; · marketing and promoting culture (including cultural tourism); · improving citizens' access to cultural experiences; · providing support for a community arts or public art prooram: · developing strategies to highlight, promote, and strengthen the capacity of culturally diverse organizations and artists; · other (specify). o To what extent does the proposed project identify http://www.pch.gc.ca/progsfccclproge.cfin 03/12/2002 . the following? . · elements addressing the cultural diversity of the community, Aboriginal peoples, children and youth, and minority official language populations; · levels and types of support from stakeholders in the arts and heritage communities; · levels and types of support from the public and private sectors; · timeline for carrying out the various steps and for completing the project. o (if applicable)To what extent is the legacy portion of the project based on a sound analysis of culture- related needs in the municipality? o How detailed and clear is the budget break-down? The identification of sources of funding? o \Nhat is the applicant contributing to the project (funding, staff resources, etc)? How does the applicant demonstrate the ability and commitment to cany the project forward? o \Nhat are the goals and expected outcomes of the project? o To what extent will the project advance the obiective of Cultural Capitals of Canada and achieve the expected results? Conditions of funding -" If you are selected to receive an award, CCC funding for your project is made under a detailed contribution agreement, signed by your authorized representative(s) and by the Department of Canadian Heritage, which specifies reporting requirements and related payment installments. Installment payments are advances against and/or reimbursements of eligible costs and follow Treasury Board Policy on transfer payments. Award winners are required to acknowledge the contribution from the Department of Canadian Heritage in all printed/published materials and signage (where applicable) and to acknowledge the essential role played by public funding of the arts. Cultural Capitals of Canada provides matching contributions up to a maximum of 50% of total eligible costs or the maximum contribution for the applicable award level. Eligible project costs in excess of the amount funded by the CCC must be covered by the Award winner through municipal funding, in-kind contributions, or funding received from third parties. http://www.pch.gc.calprogslccclprog_e.cfin 03/1212002 ,",u.u.u.uu. ,~..u.Q.I.>:) U.1. .......a.u.a.ua rage II or II , Award winners do not automatically receive the award maximum. The proposed project must be of sufficient quality and scope and have sufficient eligible costs to warrant funding to the maximum amount. , The CCC does not fund projects retroactively. Costs assumed in advance of Award winners' being announced are assumed at your own risk. Award winners receiving program funding of $50,000 or more will be required to provide a certified financial ~rem~t. . · CCC Home · Program Details · Glossary · Application Fonn: HTML Version - PDF Version Date modified: 2002110/24 ImpOrtant Notices http://www.pch.gc.calprogslccc/proge.cfin 03/12/2002 Minister's page I Secretary of State - Amateur Sport I Secretary of State (Multiculturalism) (Status of Women) Location: Home - Cultural capitals of Canada - Glossary 2002112/03 Subjects A-Z Index Arts and Culture Citizenship and Identity Diversity and Multiculturalism International Sport Youth .+. The Department About us What's new Application Forms Funding Programs Legislation Organizational View Publications Regional Offices Agencies and Corporations CanadIan PatrImoIne tte.1tage œnadIen Canadã Françal5 Contact Us : Help ¡ Search 'Canada SIte . . .. Glossary Artist - As used in the Cultural Capitals of Canada program auidelines. an artist is a person who creates and/or performs works of art in any artistic discipline, be it visual art, craftwork, theatre, music, dance, opera, poetry, etc. Arts - see under Culture. Capital projects - Projects for the construction, transformation, or renovation of cultural infrastructure (e.g., theatres, galleries, museums) or the acquisition of specialized equipment. Community arts program - A program that provides opportunities for cultural expression, leaming, and involvement at the community level. Contribution agreement - A detailed legal agreement, signed by the Department of Canadian Heritage and the recipient of the contribution, outlining the scope of the project, the activities to be supported, the eligible costs, the budget, the timeline, etc. Cultural capacity - As used in the Cultural Capitals of Canada proaram Quidelines. a community's cultural capacity refers to its ability to deliver on its plans and to realize its vision for culture and cultural development. Cultural infrastructure - Buildings and other infrastructure used to support and sustain cultural activities. Cultural policy - A document that articulates the municipality's vision for culture and cultural development within its jurisdiction, identifies the overall directions the municipality wishes to follow in regard to cultural development and sets out the concrete objectives that will enable it to achieve its vision. Cultural action plan - A document that identifies the steps the municipality intends to take over the next one to five years to achieve the objectives identified in the cultural policy. http://www.pch.gc;calprogs/ccc/gloss_e.cfin 03/12/2002 . '--WI.Wal \,;i;I.PlUU:S Ul \...-allUUl1 rage ¿ or 4 - Cultural exchange - As used in the Cultural Capitals of Canada program guidelines. a cultural exchange is one in which the culture of one municipality, region, or group is shared with that of another, for example, an Aboriginal cultural group from a rural community demonstrating its culture in a neighbouring city or town, or a cultural group from a city or town taking its cultural offering to surrounding communities. Cultural linkages - As used in the Cultural Capitals of Canada program guidelines, cultural linkages refer to the making of connections and the exchange of information or resoúrces among municipal cultural workers and other individuals, groups, or institutions with respect to culture and cultural development. Cultural tourism - Tourism motivated wholly or in part by interest in the historical, artistic or lìfestylelheritage offerings of the tourism destination, be it a community, region, group or institution. Culture - As used in the Cultural Capitals of Canada program guidelines, culture is a broad term that refers to the expression of ideas, experiences, and customs of Canadians or groups of Canadians through the arts, heritage. and festivals. Libraries, amateur sport, and recreation are often considered to fall within the domain of culture. This program, however, does not support projects relating to these elements. Arts - The arts refer to the expression of ideas and experiences through the fine arts. These include visual art such as painting and sculpture, crafts such as pottery and drum-making, live perfonTIance such as dance, theatre, comedy, storytelling, circus, music, opera, and literary readings, and media arts such as art films and multimedia installations. As used in these guidelines, the arts also refer to commercial products derived from artistic expression, such as music recordings, film and television, books and magazines. Heritage - Heritage refers to the ideas, experiences, and customs' of Canadians or groups of Canadians that are passed on to future generations, and to the means of their preservation and recollection. Traditional cuisine, dress, religion, and language are examples of elements of heritage. Museums, art galleries, and historic sites are some of the means used to preserve the elements of heritage and to interpret them to a broader public. Festivals - Festivals are a means of bringing ideas, experiences, and customs to a broad public in a http://www.pch.gc.calprogs/ccc/glosse.cfin 03/1212002 concentrated package over a brief period of time. Festivals can occur around many themes or fonns of expressions, in both arts and heritage - for example, dance, particular genres of music, film, theatre, particular ethnic traditions, and so on. Eligible costs - Only costs directly related to the project are eligible. These include fees for consultants and/or contractors for event management, research, writing, editing, translation; fees/costs of preparation and production of celebratory events or cultural tourism promotional materials; fees/costs for design and construction of web sites directly related to project activities; fees/costs for feasibility studies and/or market research; reasonable costs of holding meetings, conferences, workshops, or other specialized fora to develop partnerships and linkages; and reasonable travel costs directly related to the project. Feasibility study - A study to detennine the feasibility of undertaking a specific project, examining issues such as cost- effectiveness, expected results, needs, etc. Heritage - see under Culture. Independent jury - As used in the Cultural Capitals of Canada program guidelines. an independent jury refers to a panel of assessors, composed of from three to seven persons, drawn from various areas of expertise in the cultural field, including municipal cultural workers, cultural researchers, non- governmental cultural organizations, federal cultural agencies, other experts in culture and cultural tourism, and/or independent artists. In-kind contributions - As used in these guidelines, in-kind contributions refers to goods or services provided by the municipality which have a clear market value but for which no third party has received payment, and which are incremental, i.e., which represent or bring about an increase in the costs or capacity of the municipality. Examples of in-kind contributions include office space dedicated to the project which the municipality fonnerly rented out; salaries of municipal employees directly related to undertaking the project where this results in an increase in employee time or hiring of other personnel, etc. All in-kind contributions must be quantified and a rationale for their inclusion must be submitted with the application. Legacy, Legacy-building - A community builds a legacy for arts and culture by developing a vision for its cultural identity and expression, supplemented by sustainable policies and http://www.pch.gc.ca/progs/ccc/gloss_e.cfin 03/1212002 . . . ......~...-...-.... ~~-~ ~- --~--- .LQ.õ~"1'Ul'+ action plans for the realization of that vision, carried out in coordination with the arts and heritage communities and pñvate sector partners. Market research - Research to determine the size and characteñstics of the market for a given product, i.e. how many people are likely to purchase the product and their defining characteñstics. Matching contributions, matching funds - Contributions whereby the Govemment of Canada provides support towards specific eligible costs of an approved project at a one-to one ratio, up to a predetermined maximum amount. Municipal cultural worker - A municipal employee responsible for vañous aspects of cultural development, including policy, programming, and service delivery to residents of and visitors to the municipality. (These need not be their exclusive functions.) Municipality ~ As used in the Cultural Capitals of Canada program guidelines, a municipality refers to an identifiable geographic area with a duly elected government, including First Nations and Inuit equivalent governments. Public art program - A program for the purchase and display of visual art (painting, sculpture, etc.) in publicly accessible spaces such as parks, municipal building foyers, etc. Reasonable costs of holding meetings - Includes room and equipment rental, payments to facilitators and speakers, preparation of mateñals (program kits, nametags). Does not include meals, refreshments, snacks, or entertainment. Reasonable travel costs - Costs not to exceed Treasurv- Board approved guidelines for public employee travel within Canada. · CCC Home · Proaram Details · Glossary · Application Form: HTML Version - PDF Version Date modified: 2002110/24 ImoortantNotices http://www.pch.gc.ca/progslccc/glosse.cfin 03/1212002 c.nadIan ~..~.. Heiilage œnadien ,+, Canadã Fr2nç~ì5- Contact Us He-I. Se~Hc!1 'Canad3 Site . . . . Minister's page I Secretary of State - Amateur Sport I Secretary of State (Multiculturaßsm) (Status of Women) Location: Horne - Cultural capitals of Canada - AppDcation Form 2002112103 Subjects A-Z Index Arts and Culture Citizenship and Identity Diversity and Multiculturalism Intemational Sport Youth Application Fonn For Canadian Heñtage Use Only: File Number: Deadline: Application Checklist Before sending in your application, please ensure that all the following documents are included: The Department About us What's new Application Forms Funding Programs Legislation Organizational View Publications Regional Offices Agencies and Corporations A completed application form, including this Application Checklist page, with answers indicated on the form for Parts A-C and for questions 1-9 and 12-15, and signed in part C and at the bottom of this page. If applicable, supplementary pages for questions 2 and/or 9 (maximum 7 pages). Supplementary pages with answers to questions 10, 11, 16, and 17 (maximum 10 pages). A balanced budget worksheet for the project (question 18), with supplementary pages if required (maximum 2) to explain in-kind contributions. The most recent annual report of the applicant municipality (or primary applicant). A motion passed by the council of the applicant municipality or municipalities authorizing an application to be made to Cultural Capitals of Canada. An organization chart showing the names and roles of key persons within the municipal branch submitting the application (or that of the primary applicant). If the Award application is being submitted by a group of municipalities, also include a chart showing the names of all key persons who will be involved in carrying out this project, their roles within the http://www.pch.gc.ca/progs/ccc/fonn_e.cfin D D D D D D D D 03/l2I2002 - \...1llmraJ. caplUl1S or canaaa !'age:¿ ot 15 o municipalities, their responsibilities for the project, and lines of accountability within the project team. A CV of the project leader (maximum 3 pages), indicating hislher experience with projects of a similar nature. This and the organization chart(s) will be used to assist in determining the applicanfs ability to carry forward the proposed project. For celebratory activities and/or cultural exchanges: A proposed schedule of activities, including names of potential presenting organizations and artists (maximum 3 pages). This will assist in assessing the scope and quality of the project. For projects involving the development of cultural linkages: A list of proposed activities (conferences, workshop$, other specialized fora), including indication of the targeted audience and potential topics and speakers (maximum 2 pages). This will assist in assessing the scope and quality of the project. o o All supplementary pages should use minimum 11-point Roman or 10-point Arial type (or equivalents), be single- spaced, and have minimum 2.5cm margins. Please send a signed original. Do not use pencil on the application or in the attached documents, initial any corrections, and keep a copy for your records. I confirm that all the above are included with this application. Authorized signature Date Retum application to: Cultural Capitals of Canada (15-3-K) Arts Policy Branch Department of Canadian Heritage 15 Eddy, 3rd floor Hull QC K1A OM5 For information or to discuss your application, call: 1-866-661- 0662 (toll-free) http://www.pch.J1;c.calprogs/ccclforme.cfin 03/1212002 - Part A - Primary applicant infonnation Legal name: Usual name: Previous name: Legal status: Indicate the municipality's legal status: Registration number (if applicable): Part B - Contact infonnation Contact ~son's name for official correspondence: o Mr. o Mrs. OMs. . Title: Street address (street, city, provincelterritory, postal code): Mailing address (if different): Office telephone number (with area code): Residence telephone number (with area code): Fax (with area code): E-mail address: Web site address: In which official language do you wish to communicate? o English 0 French Part C - Affinnation I affinn that the information in this application is accurate and complete and the project proposal, including plans and budgets, are fairly presented. I agree that once funding is http://www.pch.gc.calprogs/ccclfonn_e.cfin 03/12/2002 . \...,..UlLunu ¡.;aplLatS 01 Lanaoa Page 4 ofl5 provided, any change to the project proposal will require prior approval of the Department. I agree to publicly aCknowledge funding and assistance by the Department, in accordance with the tenns of the funding agreement. I also agree to submit a final report and, where required, financial accounting for evaluation of the activity funded by the Department. I understand that the infonnation provided in this application may be accessible under the Access to Infonnation Act. I also agree to respect the spirit and intent of the various acts goveming the programs of the Department of Canadian Heritage. Authorised signature: Name and title (please print): Date: Part D - Applicant Information 1. Is the award applicant a group of municipalities? Yes No 2. Applicant details (attach additional sheet if required): For each applicant, including the primary applicant: o List the municipality name and legal status. o Indicate the contact person's name, municipal branch name. position title, and telephone number. o Indicate the municipality's total population in 2001. Part E - Project Summary 3. Award being applied for: _ Cultural Capital of Canada - level 1 (population of over 125,000) _ Cultural Capital of Canada - level 2 (population of 50,000-125,000) _ Cultural Capital of Canada - level 3 (population of under 50,000) _ Award for Innovative Cultural Bridges (two or more municipalities of any size submitting an innovative project involving partnership activities that celebrate community identity through cultural exchanges among communities in at least two provinces or territories) http://www.pch.gc.calprogslccC/fonn e.cfm 03/1212002 . 4. Name of proposed project 5. Executive Summary: Write a brief (maximum three- sentence) summary of your project. This summary may appear on the Deparbnent of Canadian Heritage web site if you receive an award. Part F - Demonstration of ongoing commitment 6. Does the municipality provide support to any of the following arts and heritage disciplines? (Check all applicable.) theatre music dance _ opera _ literary events ~ visual arts media arts museums historic sites 7. Does the municipality provide support to any ofthe following institutions, events or facilities? (Check all applicable.) _ performing arts training institutions _ professional performing arts groups _ performing arts facilities _ visual arts training institutions _ professional visual artists visual arts facilities _ arts festivals _ heritage festivals _ heritage facilities 8. How much of the municipal budget has been spent on arts and culture (excluding libraries, recreation, amateur sports) in the past three years? 1999 total $: 1999 per capita $: 2000 total $: 2000 per capita $: 2001 total $: 2001 per capita $: 9. Does the municipality have any existing cultural policies and/or action plans? _ Yes {attach copies or, if longer than 6 pages, a http://www.pch.gc.ca/progslccclform_e.cfin 03/1212002 . - \""WlWaJ. ~plU1l~ U.l CWli:1Ua Page b or 1:> summary notto exceed 3 pages) No 10. Answer the following questions. Be specific. (Maximum 3 pages. ) a. How and to what extent does the municipality support disciplines, institutions, events and facilities rioted in questions 6 and 7? b. How is the spending noted in question 8 allocated? c. How has the city's vision for cultural development been articulated to date? d. How and to what extent has the municipality integrated arts and culture into overall community planning and the delivery of services to residents and visitors? e. How do any existing cultural policies and action plans contribute to and interact with municipal identity, "branding," and/or municipal pride? f. How and to what extent are arts and culture organizations involved and engaged in developing cultural policies, plans, and linkages? 11. What innovative measures, if any, has the applicant taken to support and promote the arts and culture within its jurisdiction? What challenges has it faced? (Maximum 1 page.) Part G - Project details 12. Areas addressed by the proposed project (check all applicable). Proposals for Cultural Capital of Canada awards must include both celebration and legacy-building. Proposals for the Award for Innovative Cultural Bridges must include cultural exchanges among communities in at least two provinces (a legacy component is optional for this award). Celebration _ development of new activities _ expansion of existing activities _ significant anniversary (# of years: ) _ special celebration ( specify: ) _ arts and cultural exchanges between communities _ within a single provincelterritory in two or more provinceslterritories = spotlight on cultural diversity _ other (specify) http://www.pch.gc.caJprogslccc/forme.cfin 03/12/2002 Legacy-building ....:.. articulating a vision for cultural development _ developing partnerships and/or pooling and sharing resources with arts and cultural organizations = public and private sector players _ marketing and promoting culture/cultural tourism _ developing strategies to highlight cultural diversity _ improving citizens' access to cultural experiences _ providing support for a community arts or public art program _ other (specify) 13. Size of proposed project ($) 14. Amount of funding requested ($) 15. Does the project contain elements addressing any of the following populations? (Check all applicable.) _ culturally diverse _ Aboriginal people _ minority official languages _ children & youth 16. How and to what extent does the project address the areas of activity indicated in question 12? What strategies will it use to address them? Be specific and provide details. (Maximum 3 pages.) 17. Answer the following questions. Be specific and provide details. (Maximum 3 pages.) a. To what extent is legacy portion ofthe project (if applicable) based on a sound analysis of the culture-related needs in the municipality? b. How and to what extent does the project include the populations identified in question 15? c. How much and what kind of support has the project received from the following groups? d. stakeholders in the arts and heritage communities e. the public and private sectors f. What is the.applicant contributing to the project (funding, staff resources, etc)? How does it . demonstrate the ability and commitment to carry the project forward? . g. What are the goals and expected outcomes of the project? h. To what extent will the project advance the objective of Cultural Capitals of Canada and achieve its expected results? (See the program guidelines.) http://www.pch.gc.calprogs/ccc/form_e.cfm 03/12/2002 L-ummucapUalS or ....an""" Page IS otIS. Part ¡; - Budget worksheet 18. Your budget breakdown must be detailed and clear. Sources of funding should be clearly identified. Both revenues and expenditures must be broken down according to the Department of Canadian Heritage's fiscal year (1 April to 31 March) and totalled. Please note: In-kind contributions must be clearly indicated and explained. Attach a sheet (maximum 2 pages) providing justifICation for each in-kind revenue and expenditure listed on the budget worksheet. Refer to the definition of in-kind contributions in the Glossary Revenues 1. Municipal sources: In-kind (specify) $ $ $ $ Cash contributions $ 2. Federal govemment sources CCC program $ Other (specify) $ $ $ 3. Private sector sources (specify) $ http://www.pch.gc.calprogs/ccclforme.cfin 03/1212002 . $ $ $ . 4. Provincial govemment sources (if applicable) $ 5.0thersou~{specny) $ $ $ $ 6. Total revenues: $ Expenditures 7. In-kind expenses (specify; must match 1.) $ $ $ $ 8. Salaries $ $ 9. Consultant Fees 10. Travel and meeting costs (specify) $ http://www.pch.gc.calprogslccclform_e.cfm 03/1212002 , \...unural capmus OI \...3lli1W1 11. Other costs (specify) 12. Totalexpendrrures Second fiscal year: 1 April 2003 - 31 March 2004 Revenues 13. Municipal sources: In-kind (specify) Cash contributions 14. Federal govemment sources CCC program Other (specify) http://www.pch.gc.caJprogslccc/fonn e.cfm rage lUotü $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 03/12/2002 . $ $ 15. Private sector sources (specify) $ $ $ $ 16. Provincial govemment sources (if applicable) $ 17.C»hersou~(specify) $ $ $ $ 18. Total revenues: $ Expenditures 19. In-kind expenses (specify; must match 1.) $ $ $ http://www.pch.gc.ca/progs/ccc/form_e.cfÌn 03/1212002 . · C'Ultural capItalS ot canaaa l'age 120115 . . $ 20. Salaries $ $ 21. Consultant Fees 22. Travel and meeting costs (specify) $ $ $ $ 23. CXhercosffi (specffy) $ $ $ $ 24. Total expenditures $ Total of both fiscal years Revenues 25. Municipal sources: In-kind (specify) $ $ $ $ Cash contributions $ http://www.pch.gc.calprogs/ccc/form e.cfm 03/12/2002 26. Federal govemment sources CCC program (must equal Part G question 14) $ Other (specify) $ $ $ 27. Private sector sources (specify) $ $ $ $ 28. Provincial government sources (if applicable) $ 29.cnhersources(specrry) $ $ $ $ 30. Total revenues: $ Expenditures http://www.pch.gc.ca/progs/ccclfonn_e.cfin 03/12/2002 . t.;UltUraI capitalS 01 canaaa page 14 01 1.) 31. In-kind expenses (spécify; must match 1.) $ $ $ $ 32. Salaries $ 33. Consultant Fees 34. Travel and meeting costs (specify) $ $ $ $ $ 35. Other costs (specify) $ $ $ $ 36. Total expenditures $ · CCC Home · Program Details · Glossary · Application Form: HTML Version - PDF Version http://www.pch.gc.ca/progs/ccc/forme.cfin 03/1212002 Date modified: 2002110/24 Imoortant Notices http://www.pch.gc.caJprogslccclfonn_e.cfÌn 03/12/2002 ., December 19, 2002 County Council, County of Elgin 450 Sunset Drive, St. Thomas, Ont. N5R 5V1 Dear County Council, SUBJECT: EAST ELGIN MEDICAL FACILITY REQUEST FOR FUNDING As you are aware the municipalities of Aylmer, Malahide and Central Elgin have taken the initiative to improve health care for residents of East Elgin through the construction of a Medical Facility Knowing that the County has participated in capital costs associated with other medical facilities within the County, we would ask for your careful consideration of the attached brief and request for funding. Thank-you for your attention to this matter Yours truly, . t1-e ~ (It/ ¡;?í"J.R. Wilson Dave Rock Mayor, Mayor, Malahide Township Central Elgin Bob Habkir Mayor, Town of Aylmer EAST ELGIN MEDICAL FACILITY BRIEF FOR COUNTY COUNCIL. COUNTY OF ELGIN Backqround For some time now, it has been identified that the East Elgin area is under serviced in terms of family physicians. In fact, the area has been designated as an under serviced area by the Province, Today, many residents do not have a family physician. In relationship to this significant concern, efforts have and continue to be made to attract doctors to the area. During this process the single most barrier to the recruitment process has been the lack of space to locate medical practitioners As a result, a partnership was formed between the Town of Aylmer, the Township of Malahide and the Municipality of Central Elgin to explore and eventually create a new medical facility to serve the residents of East Elgin. This facility has been designed to attract physicians to provide primary care and also to house services which provide important health care support. The Site The East Elgin Medical Faciiity is located adjacent to the West Talbot Medical Offices at 418 Talbot St. W, in Aylmer. The site, (approx. 1 A acres), has direct access through to South SL, Being adjacent to the existing medical offices, the site strengthens the opportunity to attract additional medical services for East Elgin. Prior to consideration of a medical facility, a condominium plan had been developed for the lands and in fact the site servicing had already been completed. Two properties have been combined together to site the medical centre, Acquisition costs for the land are as follows; Parcel #1 Parcel #2 $360,000 $95,000 $455,000 Total The Medical Buildinq In September 2001 the municipal partners fulfilled their commitment to attract and strengthen medical services in East Elgin and began construction of a 15,000 square foot, 2 level medical building, The building is fully accessible and provides the opportunity for tenants to design their own space based on individual size requirements As leases are developed, the goal is to establish long term relationships at fair market values,' Through a design build process the building has been constructed at an approximate cost of $1 ,000,000 Board of Manaqement On behalf of the municipal partners, each Council has appointed representative to serve on a Board of Management to oversee the construction and ongoing operations of the medical facility. ' Request for County of Elqin While the municipal partners have developed this project as a result of the opportunity to acquire strategic lands and with the demanding need for additional medicai services and family physicians, in the end, the East Elgin Medical Facility will service many residents of the East and Central Elgin area. With a combined land acquisition and construction cost of $1,500,000 this has been a significant financial commitment for the 3 municipal partners. Knowing the sphere of influence that the facility will have for a broad area within the County, and knowing that the County of Elgin has supported the development of medical facilities in West Elgin by providing funds for the actual acquisition of land; the County is being requested to financially support the East Elgin Medical Facility. We would ask that the same considerations be given to this project as the West Elgin project. Jan.13· 2003 9:27AM TOWN OF AYLMER No 2770 P. 1/2 TOWN OF AYLMER 46 Talbot Street, West, Aylmer, Ontario N5H 1]7 Office: (519) 773-3164 Pax: (519) 765-1446 January 13, 2002 BY FAX 633·7661 Mr, Mark McDonald, County of Elgin, 450 Sunset Dr., St. Thomas, Ontario N5R 5V1 4L DearM~ld; SUaJECT: EAST ELGIN MEDICAL FACILITY The intent of this letter is to follow-up on your telephone inquiry relating to costs associated with this facility. To date the three municipalities have invested the following; Land Purchase Construction $455,000 $960,000 TOTAL $1,415,000 Current and Future Need As you can see, a very significant amount of money has been expended to date. Having said this, we also have almost one half (approx. 7800 of 15000 square feet) of the building unfinished. While the municipalities continue their efforts to recruit physicians and related medical support services, there will be significant costs to complete the development of the vacant space. Jan.lj. ¡UUj ~:lIAM lUWN Ur AYLMtK No,2m P. 2/2 -2- Any funds received from the County could be used to either reduce the capital costs for purchase and construction and the ongoing associated carrying costs or, the funds could be used to complete interior spaces for additional uses, I trust this answers your question. If you have any further questions please contact me. Yours truly, cc. Mr. R, Millard, Malahide Township Mr. D. Leitch, Central Elgin East Elgin Medical Facility, Board of Management Ministry of Training, Colleges and Universities Ministère de la Formation et des Collèges at Universités ltÆ ~- Ontario Minister Ministre Mowat Block Queen's Park Toronto ON M7A 1L2 Telephone (416) 326-1600 Facsimile (416) 326-1656 Édifice Mowat Queen's Park T oronlo ON M7 A 1 L2 Téléphone (416) 326-1600 Télécopieur (416) 326-1656 January 14, 2003 Jli~J 17' 2003 Mrs. Sandra J. Heffren Deputy County Clerk County of Elgin, Ontario 450 Sunset Drive St. Thomas ON N5R 5Vl , , -:f~ -' Dear Mrs~, Thank you for the copy of your letter of October 29, 2002, addressed to my colleague Chris Stockwell, Minister of the Environment, about training and certification of water treatment and distribution facility operators. Mr. Steve Peters, MPP for Elgin-Middlesex- London, has also forwarded a copy of your letter to me. I am pleased to reply. As you may know, the Ministry of the Environment has been seeking input from community groups across the province on this matter. The Ministry of Training, Colleges and Universities supports the development of training programs for water treatment operators, and recognizes the urgency of this matter due to the high degree of responsibility to public safety. We continue to consult with the Ministry of the Environment on its efforts to strengthen the training and certification system for water treatment facility operators in Ontario. Thank you for bringing your county's resolution to my attention. Sincerely, a"~A 6 /?- Dianne Cunningham Minister c: The Honourable Chris Stockwell Minister of the Environment Mr. Steve Peters, MPP Elgin-Middlesex- London 80 ~Jk H " ¡ ¡':, .,- J."'J....t!: ", t l " "'""'=*""".<.",..."""",-_je A. p '''_.'''-. '.--,""0-/;' (j {£"¡" _" < /1 L! ,..,}!~ :,;-~r i;t<P~¿ "...".' - " . ~.". ,.,.}Î...,-/. ~. /'" 1., .. V""'" '-, c<"/"--)t..../ , ^'- j L/j ,.<- ",,} l~~1~ £~,,_-..~«-; /'"I__,_/:~" ~ k L ^ fi () ,/11" T '1/'"'/- .Iv -.-: /¡~,d..·~1 _"M.,,?___ , /'\ rl)..J;' - - ~ 1"1../,- /r (l ~\ '\f r. ! : ,r- i L ¡ j'; ;-' ~ ~ ~........ ->"..;7 V Y é"" ....... \J . ~(i ( ~-v~·-.P~"S;:<:7 ;£'--<_6:__.. _,,__c~~,,~. '... L ~+ # ,,.._~V~ J "" rJVJ;7u<"A.r ..¡ o v,~ ...;;i""""'" , - -----~~~ /'-/~ // , , i i , y C- , I f I \ u ~OTlo MUNICIPAUTIES '-$' q., /-.- ( JiJM r 3. 2003 November 29, 2002 To Heads of Council As promised at the AMO Conference held in Toronto at the Royal York Hotel, I am pleased to enclose one hard copy of the 2002 Conference Proceedings. This information is available on our website (www.municom.com) as well. ( , We encourage you to share the output of the various plenary workshop sessions with members of Council and staff. I trust your municipality benefitted from the conference and on behalf of your Board of D,irectors, we look forward to seeing you at the next AMO Annual Conference to be held at the Royal York Hotel in Toronto on August 17th to 20th, 2003. Yours truly, ¡?!/bt- - Pat Vanini Executive Director 393 University Âve., Suite 1701 Toronto, ON M5G 1E6 tel: (416) 971-9856 ' to!! free: 1·877-426·6527 . fax: (416) 971·6191 . email: amo@amo.municom.com 8 *,OTlo MUNICIPALITIES '-$' It- / ( Assodation of MunidpaUties of Ontario MUNICIPALITIES IN MOTION Conference Proceedings AMO Annual Conference August 18 - 21, 2002 Fairmont Royal York Hotel Toronto, Ontario 393 University Ave., Suite 1701 Toronio, ON M5G 1E6 isl: (416) 971-9856 . toll free: 1-877-426-6527 ' fax: (416) 971-6191 . smaii: amo@amo.municom.com {t MONDA Y, AUGUST 19, 2002 Delegate Lunch Remarks by: Brian Gover, Partner, Stockwood Spies WORKSHOPS Standards and Best Practices in Emergency Services Gail Ure, Executive Director, Health Care Programs, Ministry of Health and Long Term Care Bernard A. Moyle, Fire Marshal of Ontario Neil McKerrell, Chief, Emergency Management Ontario Infrastructure Financing - Where is it Headed? Kim Butler, Director General, Canada-Ontario Infrastructure Program, Industry Canada Jim Wheeler, Assistant Deputy Minister, Ministry of Agriculture and Food Roberl Walton, Director, Public Works, County of Oxford Lawrence McDermott, Mayor, Township of Lanark Highlands What's New in Housing Delivery? Gordon Chong, Chairman and CEO, Social Housing Services Corporation Rob Cressman, Director of Housing, Region of Halton Pt McLean, Executive Director, Habitat for Humanity Waterloo Region, Woolwich Township David Peters, Director, Market Housing Branch, Ministry of Municipal Affairs and Housing Crime -Its Victims and your Community Constable Cheryl Carler, Region of Durham Police Scott Newark, Vice Chair, Office for Victims of Crime, Ministry of the Attorney General Municipal Property Assessment Corporation Squeezing More Out of Your Budget John Bech-Hansen, Executive Director, Municipal Finance Officers Association Ed Hankins, Director, Policy, Risk and Treasury, Region of York Kenneth Miner, Principal, Lancaster Investment Counsel MONDA Y, AUGUST 19, 2002 - Continued EXPLORING ACCOUNTABILITY Nigel Bel/chamber, NG Bel/chamber and Associates Fred Dean, Barrister and Solicitor (Serving Local Government) Remarks By: The Honourable Ernie Eves, Premier Of Ontario TUESDA Y, August 20, 2002 The Opposition Speaks Howard Hampton, Leader of the NDP Party and MPP Kenora-Rainy River David Caplan, Liberal Municipal Affairs Critic and MPP Don Val/ey East Peter J. Marshall Awards Plaque Awards: Town of Oakville, Interactive Training CD for All Emergency Services Personnel Region of Halton, Housing Help Centre Initiative Towns of Aurora and Newmarket, Consolidation of Fire Services Initiative Moving Beyond Minimum Health and Environmental Standards David Ostler, Solicitor, Town of Caledon Brian Hatton, Director of Environmental Services, Region of Waterloo Victor Lim, Manager, Industrial Waste and Stormwater Quality, City of Toronto The Hicks Report on Human Resources Alan Whyte, Counsel, Hicks Morley Hamilton Stewart Storie Craig Rix, Counsel, Hicks Morley Hamilton Stewart Storie Jason Mandlowitz, Counsel, Hicks Morley Hamilton Stewart Storie TUESDA Y, August 20, 2002 - Continued ( Children - Helping our Future Christine Black, The Ontario Rural Council Olivia Chow, Councilfor, City of Toronto Ann Mulvale, Mayor, Town of Oakvilfe Peter Ostojic, Mayor, City of St. Thomas Putting it all Together for Infrastructure Andrew Keir, President and CEO, Environmental Strategies Marvin Stemeroff, Principle, Environment Strategies Limited BiIf Fisch, Chair, Region of York Grant Anderson, Board of Directors, Environmental Strategies Limited Roads in 2003 Murray Davison, Q.C. Senior Partner, Paterson MacDougalf Alan Korrelf, Municipal Engineer and Planner, Municipality of West Nipissing Tony Roldan, Senior Policy Officer, Transportation Planning Branch, Ministry of Trar¡sportation ( \, Social Service Delivery - The Real Costs David Court, Chief Administrator, Algoma District Social Services Administration Board Cynthia Lees, Assistant Deputy Minister, Ministry of Community, Family and Childrens Services Mike Schuster, Commissioner of Social Services, Region of Waterloo The Hicks Report on Human Resources (Repeat Session) Alan Whyte, Counsel, Hicks Morley Hamilton Stewart Storie Craig Rix, Counsel, Hicks Morley Hamilton Stewart Storie Jason Mandlowitz, Counsel, Hicks Morley Hamilton Stewart Storie ¡ \. ....".- ( " TUESDA Y, August 20, 2002 - Continued Putting it all Together for Infrastructure (Repeat Session) Andrew Keir, President and CEO, Environmental Strategies Marvin Stemeroff, Principle, Environment Strategies Limited Bill Fisch, Chair, Region of York Grant Anderson, Board of Directors, Environmental Strategies Limited Electricity's Brave New World Klaas Degroot, Chair, Electricity Distributors Association Rob Kerr, Director, ICLEI Energy Services Kirsten Walli, Manager, Strategic Services, Ontario Energy Board Roads in 2003 (Repeat Session) Murray Davison, Q.C. Senior Partner, Paterson MacDougall Alan Korrell, Municipal Engineer and Planner, Municipality of West Nipissing Tony Roldan, Senior Policy Officer, Transportation Planning Branch, Ministry of Transportation Bracing for Building Reform AIi Arlani, Director, Building and Development Branch, Ministry of Municipal Affairs and Housing Brenda Campbell, Director of Building and Chief Building Officer, City of Brampton Ron Kolbe, Director of Building and Planning, Township of Oro-Medonte Jim Murphy, Director of Government Relations, Greater Toronto Home Builders' Association New Service Delivery Models George Hastings Rust D'Eye, Partner, WeirFoulds, LLP Maureen McCauley, P.Eng, McCauley Nichols and Associates John Molyneux, Fire Chief, Central York Fire Services Andy Hoggarth, Vice-President, Peter borough Utilities Services Address by: The Honourable Chris Hodgson, Minister of Municipal Affairs and Housing WEDNESDA Y, AUGUST21, 2002 Plenary: Walkerton Inquiry Report 2 and You Pat Vanini, Director of Policy and Government Relations Nicola Crawhaff, Senior Policy Advisor, AMO Doug Hamilton, Counsel, Hicks Morley Hamilton Stewart Storie Craig Rix, Counsel, Hicks Morley Hamilton Stewart Storie c ~. MONDA ~ AUGUST 19, 2002 Remarks by: Brian Gover, Partner, Stockwood Spies REMARKS TO THE ASSOCIATION OF MUNICIPALITIES OF ONTARIO ANNUAL CONFERENCE, 2002 - "MUNICIPALITIES IN ACTION" A STATUTORY DUTY OF CARE FOR OVERSEERS OF MUNICIPAL WATERWORKS: PRACTICAL RAMIFICATIONS FOR MUNICIPAL COUNCILLORS' BRIAN GOVER Toronto, Ontario August 19, 2002 Introdnction I am grateful for this opportunity to speak to you about safe drinking water and the responsibilities that flow ftom the role of municipalities in providing it, and to thank you for this association's significant contribution to the work of the Walkerton Inquiry. The interests of Ontario's municipalities were well served by the work of your counsel, Doug Hamilton and Craig Rix, the staff of your association, and by the evidence of witnesses whom they brought to our attention. Providing safe drinking water has long been, and will continue to be, one of the core services provided by Ontario's municipalities. Municipalities have owned and operated water systems in this province for well over a century.l In fact, local decision-makers have been responsible for delivery of water services since the mid- 1800s? Today, almost nine million Ontarians - 82 % of the population - receive their drinking water ftom municipal water systems.3 Roughly 70% of municipal water systems are operated directly by the municipality, through a municipal department. The rest are operated under contract by the Ontario Clean Water Agency (which operates 23% of municipal water systems), private companies (which operate 6% of them) and, in a small number of instances, another municipality.4 Despite the shortcomings of the municipal water system in Walkerton, Justice O'Connor clearly recognized the merit in municipalities continuing to own their water systems. As he co=ented in the Inquiry's Part Two Report, "A Strategy for Safe Drinking Water": . by Brian Gover, Commission Counsel, the Walkerton Inquiry I The Hon. D.R. O'Connor. Part Two Report of the Walkerton Inquiry: A Strategy for Safe Drinking Water (Toronto: Queen's Printer for Ontario, 2002), p.278 2 Ibid., p.278 3 Ibid., p.278 4 Ibid., p.279 2 ... the service - in tenus of both water treatment and distribution- can realistically only be provided by a single entity. The need to ensure accountability of that entity is acute and, as such, it is understandable why municipalities have played a central ròle in the provision of drinking water. ( , '. Municipal ownership, and the ensuing responsibilities, should provide a high degree of public accountability in relation to the local water system. In the event of mismanagement, municipal residents are in a position to hold those responsible accountable through the electoral process. It is this concept of accountability that I am here to speak to you about today. Given that providing safe drinking water is a core service that Ontarians expect their municipal governments to provide - and given that the safety of drinking water is essential to public health - what are Ontarians entitled to expect of their elected municipal officials? Specifically, if the Legislature imposes a statutory standard of care on municipal councillors or a committee of councillors responsible for overseeing operation of municipal waterworks - something Justice O'Connor has recommended - how will this impact on you? In answering th0i¥ questions, let me remind you about how a failure of those responsible for overseeing the W/ùkerton water system contributed to the tragedy. As I do that, please bear in mind that while the elected overseers of the Walkerton water system were PUC commissioners, with the demise of public utilit~es commissions, the oversight role in relation to waterworks has ( fallen to municipal councillors. Background to the Commissioner's Recommendation In retrospect, it is fiightening that the evidence at the inquiry indicated that Walkerton's was a typical small municipal water system. In fact, the testimony of several witnesses was that the facilities were kept in a good state of repair, and that the public utilities commission had a well thought-out program for renewing the water distribution system. Throughout the 1990s, the PUC amassed significant reserves for that purpose and for other water-related capital improvements. What we all know was overlooked was the security of the water source and the water treatment practices of the system's operators. In its quest for softer drinking water, Walkerton became reliant on the shallow-drilled Well 5, a well that had originally been thought of as a short tenu solution to a hard water problem that had been a feature of life in Walkerton for decades. This problem was compounded by the fact that some among the PUC's staff did not believe that chlorination was really necessary. 5 This is as a result of the passage of Bill 35, the Energy Competition Achmd the decision by municipalities to C· disband their public utilities commissions. 3 A hydrogeological report prepared in 1978 when the well was constructed disclosed that it was susceptible to contamination from surface water - something that became tragically apparent 22 years later, in May 2000. The same report categorically stated that the water should be cWorinated. Through complacency about water safety, Well 5 remained in production over 20 years after its construction, despite the fact that it had been originally seen as a temporary solution and despite troubling findings reported after Ministry ofthe Environment inspections in 1995 and 1998. Through complacency about water safety, the waterworks operators routinely under-cWorinated the water from WellS, despite the warnings sounded in the hydrogeological report. One measure of that complacency was in the attitude of the PUC commissioners toward drinking water safety and their responsibility in overseeing the operation of the waterworks. The Walkerton PUC commissioners -- including the mayor, who was an ex officio commissioner and acted as liaison between the PUC and council -- failed to oversee the PUC's general manager, Stan Koebel in any meaningful way. Even in the face of the very troubling 1998 Ministry of the Environment inspection report, Stan Koebel was not asked any questions about w£at the report identified as declining water quality. That report had been provided to the commissioners for their monthly meeting in May 1998, the same month in which it had been received at the PUC office. In his report on Part One of the Inquiry, which related to the events of May 2000 and related issues, Justice O'Connor said that this inspection report . .. raised significant issues about water quality that were serious enough to alert even an uninfonned reader about problems with the operation of the system. The report disclosed repeated indicators of unsafe water quality, a need to ensure that the minimum clilorine residual was maintained, inadequate records of operator training, and the fact that the operators continued to take an insufficient mnnber of water samples.6 Although the report referrèd to the incidence of E. coli in raw and treated water and the fact that it indicated unsafe water quality, two of the three commissioners did not take any steps to inform themselves about what E. coli is. The one who did know what E. coli understood that' "the cWorine concentration... would look after the situation".7 But he did not ask the PUC's general manager any questions about E. coli when the report was tabled, nor did he recall any discussion on that subject. Remarkably, of the two who knew nothing about E. coli, one of them still had not even read the report when he testified at the public inquiry, over 6 months after the outbreak. 6 The Hon. D.R. O'Connor. Part One Report of the Walkerton Inqniry: The Events of May 2000 and Related Issues. (Toronto: Queen's Printer for Ontario, 2002), p.227 7 Ibid., p.228 4 Justice O'Connor concluded that the PUC commissioners should have taken steps to ensure that the concerns raised in the inspection report were addressed.8 As he put it: ~', { It was not sufficient to simply rely on Mr. Koebel, whose management of the operation was shown to be lacking. If the commissioners felt ill-equipped to address these problems themselves, they should have sought the assistance of someone independent of Mr. Koebel who had the necessary expertise.9 Justice O'Connor also concluded that the people ofWalkerton were entitled to expect that their PUC commissioners would do more than placing total - and, as it turned out, unfounded -- reliance on senior staff, even in the face of the 1998 inspection report. He pointed out that the senior PUC commissioner -- who had been a commissioner for 10 years and had been the PUC's chair for 8 - was unfamiliar with the Ontario Drinking Water Objectives, the Chlorination Bulletin, the significance of E. coli, and the nature of a chlorine residual. Similarly, Justice O'Connor concluded that the people of Walkerton had a right to expect that the other two PUC commissioners would do more than they did in the face of the 1998 report. These were well meaning people, who in seeking public office had sought to serve their community. But they failed to provide any measure of informed and diligent oversight - something that could have made a difference to what happened in WaJkerton. As a consequence of the contamination (" of the town's water supply, those well-meaning, community-spirited people saw half of the . town's population fall ill and seven members of the community die. Together with others, the Public Utilities Commission - whose reserves they had carefully accumulated over the preceding decade - was sued for millions of dollars. The commissioners themselves were compelled to testifY before a certain public inquiry, of which we are all aware. So part of what we must learn from Walkerton is that informed and diligent oversight by municipal officials is essential to the provision of safe drinking water. It is no longer good enough to place complete reliance on senior staff, without acquainting yourselves with the basic elements of water treatment, the terminology used in inspection reports, and the most significant pathogens and indicators of unsafe water quality. As Justice O'Connor concluded: ./-- 'Ibid. 'Ibid. .. 5 What is expected of public utilities commissionerslO may vary, depending on the size and complexity of the water system for which they are responsible. Under no circumstances, however, can they choose to relinquish their supervisory role and leave all responsibility to senior management. In my view it is reasonable to expect, as a minimum, that commissioners absorb enough knowledge, over time, to ask intelligent questions of senior management, to evaluate the performance of senior management, and, if issues of serious concern arise, to inform themselves of what is necessary to address those issues. It is also reasonable to expect more in this regard from a commissioner who has served for a longer period oftime or from a commissioner who has been a PUC chair. In terms of the functions performed by public utilities commissioners, the fIrst is generally to hire competent senior management. Normally, commissioners can rely on certifIcation by the province as a satisfactory indicator of competence. As a minimum, it is reasonable to expect commissioners to receive periodic reports from the senior management, evaluate the performance of senior management, set the overall policy direction for the commission, raise questions about serious water safety issues that come to their attention through management reports or external reports, and satisfy themselves that appropriate steps are being taken to address these issues.!! To that,,] would add that in today's world, it is reasonable to expect them to be acquainted with the terms of the consolidated CertifIcates of Approval for municipal waterworks. In my view, everything that the Justice O'Connor said there about what the people ofWalkerton could have reasonably expected of their public utilities commissioners can also be expected of municipal councillors who are responsible for overseeing municipally owned waterworks. Clearly, that could be expected of a reasonably prudent people, acting in good faith and with a view to the best interests of consumers of the water. A Statutory Standard of Care The Commissioner's conclusions in the Part One Report set the stage for his recommendation in the Part Two Report that the municipal councilor a committee of council should be under a statutory standard of care when discharging the owner's oversight function. As he put it, there is 10 While this excerpt refers to the supervisory responsibilities of PUC commissioners, what was said here applies with equal force to municipal councillors, especially in light of the Commissioner's subsequent express reference (in the Part Two Report) to "the council or a committee of council" as examples of those who should bear the statutory standard of care in connection with operation of municipally owned waterworks. 11 Ibid., p. 222-223 6 a straightforward response to the concern that municipal councillors may not have sufficient knowledge or interest in the water system to adequately discharge their oversight responsibilities. Because the municipality owns the water system, "it is incumbent on the municipal council to ensure that its system is competently managed and operated. ,,12 Given the importance of drinking water for public health, those responsible for discharging the oversight function of the municipality (e.g., the councilor a committee of council) should be held to a statutory standard of care that recognizes and fonnalizes their responsibilities. These individuals should be required under the Safe Drinking Water Act to act honestly and in good faith with a view to the protection of the safety of the consumer, and to exercise the care, diligence, and skill that a reasonably prudent person would exercise in comparable circumstances. This standard of care is similar to the standard of care for directors of corporations under the various corporations' statutes. Depending on the circumstances, the types of oversight responsibilities to be discharged will include: adopting an overall policy for the system, hiring senior management or contracting with an external operating agency, and periodically auditing or evaluating the perfonnance of the operating agency. Where those who are responsible lack the confidence in their expertise in a particular area, they would be expected to obtain outside expert advice. As with a board of directors of a corporation, obtaining and following proper expert advice can satisfY the statutory standard of care. Also, the fact that a municipality has an accredited operating agency will do much to satisfY the standard of care.,,13 /' ( ......- It is important for you to know that the Commissioner did not conclude that having an accredited operating agency - something he recommended should be required of all owners of municipal water systems 14 -- should absolve municipal officials of their oversight responsibilities. The municipal council remains responsible for ensuring effective oversight - including regular audits and evaluation of the outside agency's perfonnanceY This is the foundation of the relationship between the municipal council and a special purpose board or private contractor. 12 Supra, note 1, p.286 13 Supra, note 1, pp.296-297 14 Supra, note 1, pp.346-347 15 Supra, note 1, p.297 7 Analyzing the Analogy: Directors' Liability The corporations statutes - the Canada Business Corporations ActI6 and the Ontario Business Corporations ActI? - contain provisions setting out the standard of care for directors of corporations created under them. Generally, the relevant provisions state that in exercising their powers and discharging their duties, corporate directors must act honestly and in good faith, with a view to the best interests of the corporation, and exercise the care, diligence and skill that a reasonably prudent person would exercise in comparable circumstances.I8 By statute, directors of corporations created under the Ontario Business Corporations Act are exempted from liability if they rely in good faith on a report of someone such as an engineer, or other person whose profession lends credibility to statements made by him or her.I9 The standard applicable to corporate directors does not require that they become or be treated as experts. However, as Justice O'Connor noted in his first report, anyone reading the 1998 Ministry of the Environment inspection report concerning the Walkerton water system would have been alerted to problems in the system's operation. Is the analogy to corporate directors a sound one? I believe it is. Like corporate directors, municipal councillors fonnulate policy and make decisions that affect others. When discharging their oversight function in relation to waterworks, municipal councillors play an extremely important role. It is appropriate to hold them to the standard of acting honestly and in good faith, with a view to protecting consumer safety, and to exercise the care, diligence and skill that a reasonably prudent person would in the circumstances. SomeOne acting in accordance with the proposed statutory standard of care would have done all of the things that the people ofWalkerton could reasonably have been expected of the their PUC commissioners. He or she would have 1. infonned themselves so that they could have asked intelligent questions of senior management, 2. received periodic reports from the senior management, 3. evaluated the perfonnance of senior management, 4. set the overall policy direction for the commission, 5. raised questions about serious water safety issues that come to their attention through management reports or external reports, 6. satisfied themselves that appropriate steps are being taken to address those issues, and 7. retained outside experts, if necessary. 16 Canada Business Corporations Act, R.S. 1985, c. C-44 ("CBCA") 17 Business Corporations Act, R.S.O. 1990, c. B16 ("OBCA") 18 CBCA, s-s.122(1), OBCA, s-s.134(1) 19 OBCA, s-s.135(4) 8 Provided that you do those things, and no red flags are raised, you are entitled to rely on senior management. Accountability Over the long term, the main benefit of imposing a statutory standard of care on elected officials responsible for overseeing waterworks operations will be to provide guidance to them in performing what is truly a vital function. Will this statutory standard of care dissuade good candidates from seeking elected office? I do not think that it will. We are fortunate in this province to have a long history of distinguished public service by our municipal elected officials. I have no doubt some of you will even seek out the opportunity to take on oversight responsibilities in the provision of a core service, safe drinking water. And of course, with that responsibility comes accountability, something that elected officials understand better than the rest of us. The Precautionary Principle In the decades to come, what will inform the approach of municipal decision-makers to issues involving safe drinking water and other matters relating to human health? Preventing the type of tragedy that occurred in Walkerton will be foremost in everyone's minds. The spectre of death and illness due to contaminated municipal drinking water will haunt those responsible for providing this core service. At great cost, we have all learned that about the danger of a complacent attitude toward drinking water safety. ( "'-- I predict that the precautionary principle will also play an important role. The precautionary principle is concerned with decision making that could impact on human health and the environment. This principle advocates taking anticipatory action in the absence of complete proof of hann; especially where there is scientific uncertainty about causal links. It states that decision-makers should act in the absence of scientific certainty to prevent hann to humans and the environment. It addresses many of the limitations in current decision making methods, including problems of cumulative effects and limitations of science. Although it originated in international law, as a matter of common sense, the precautionary principle will impact on local decision making. The Supreme Court of Canada has recently referred to this principle in the context of a municipality's power to restrict the use of pesticides within its perimeter to specified locations and for enumerated activities. zo The Court concluded that "(i)n the context of the precautionary principle's tenets, the municipality's concerns about pesticides fit well under their rubric of preventive action."Zl l 20 See 114957 Canada Ltee (Spray tech Societe d'arrosage) v. Hudson (Town), [2001] 2 S.C.R. 241 2\ Ibid., p.267 9 In his Part Two Report, Justice O'Connor described the precautionary principle as a refinement of the approach of systematically erring on the side of safety. He concluded that the precautionary approach "is inherent in risk management, and the need for precaution rises where uncertainties about specific hazards are expected to persist and where the suspected adverse effects may be serious or irreversible. ,,22 He called for the precautionary approach to be used in setting drinking water quality standards23 and in relation to decisions relating to inspection of waterworks.24 Conclusion Municipalities in Ontario will be in the business of providing drinking water for the long run. Municipal ownership of waterworks has been accepted as an effective means of providing for accountability on the part of those responsible for providing us with safe drinking water. The Walkerton tragedy has sensitized us to the importance of effective oversight by municipal elected officials. It has resulted in a call for a statutory standard of care to be imposed on those who oversee the operation of municipal waterworks. Effective oversight in accordance with that standard of care will present an important safeguard against future waterborne disease outbreaks. In fact, "I see effective oversight as an essential complement to source protection, effective treatment, secure distribution system, monitoring programs, and responses to adverse conditions, the five components commonly referred to in connection with the provision of drinking water. It will become especially important for municipal officials to inform themselves about basic concepts relating to drinking water safety, given the dire consequences and the potential civil liability that can arise from providing unsafe drinking water. This can properly be expected of anyone acting honestly and in good faith, with a view to the best interests of those who consume one oflife's staples. It is also what a reasonably prudent person would do. This is not a standard to shy away from. It is a standard to be embraced. In the years ahead, municipalities and their elected officials face very significant challenges. Those challenges will be met through the energy and commitment to public service of the people in this room. -------------------------------------------------------------------------------- 22 Supra, note 1, p.77 23 Supra, note 1, p.150 24 Supra, note 1, p.437 MONDA Y, AUGUST 19, 2002 10:30 a.m. to 12:00 Noon STANDARDS AND BEST PRACTICES IN EMERGENCYSERWCES Gail Ure, Executive Director, Health Care Programs, Ministry of Health and Long Term Care Bernard A. Moyle, Fire Marshal of Ontario Neil McKerrell, Chief, Emergency Management Ontario STANDARDS AND BEST PRACTICES IN EMERGENCY SERVICES GALE URE EXECUTIVE DIRECTOR, HEALTH CARE PROGRAMS MINISTRY OF HEALTH AND LONG TERM CARE August 19, 2002 Gail U re Executive Director, Health Care Programs Ministry of Health and long-Term Care Moki",,,,.Uh"""wm1<fw_ ® Ontario Outline · Purpose of Standards and Best Practices · The Patient (video) · Context · Responsibilities · Reflections · Standards · Process · Significant Changes · Best Practices · Basing EMS Service Standards on Research Evidence / Best Practices Moki",""""""'mwm1<fw_ ® Ontario , ·1 Purpose of Standards, Best Practices... . The patient first · Improve service · Improve access and wait times · Provide service as efficiently as possible · Ensure services are integrated for the individual M""ng_""""'_f~yov. ® Ontario 3 Focus on the patient first , Video clip "Patient first" M""ng"""""'re_f~Y= ® Ontario 4 ( ".--" ·2 Context . No one service can meet all the needs of the individual. . Integration of services (emergency services and health) to best serve the individual. Makinghealthcare.workfoT'YOU- ® Ontario Context Development of a comprehensive health and emergency services response plan ·Health inte ;!ration · Public Health - prevention and promotion · Emer ;!ency Medical Services · Institutional Health · Primary Care - physicians, community health centres, Ontario Family Health Networks · Community Health Services - mental health, lon ;!-term care Makinu"""'=n_fw_ ® Ontario 03 ¡- Context · Cooperative plannin~ with all stakeholders · Fire SerVices · Police Services · Local Public Health · Emer~ency Medical Services · Development of re~ional!local emer~ency health services committees · Improve plannin~ · Focus on the individual patient · By local health and emer~ency services · Best practice (not a standard) Moki",""""""m_jm'1I'" ® Ontario 7 The Basics - Provincial Responsibilities · Ensure balanced and inte~rated system of ambulance and communications service. · Establish, maintain and enforce standards. · Monitor ambulance service operator performance and compliance with le~islation, standards, and certification criteria. · Provide for and fund ambulance dispatch services. · Provide for and fund air ambulance services. · Ensure Base Hospital Pro~rams to provide for paramedic services. Moki",""""""m_jm'1I'" ® Ontario , [ \ ~- ·4 The Basics - Municipal Responsibilities . Municipal land ambulance operations . Proper provision of land ambulance services in the municipality in accordance with the needs of persons in the municipality by: · Selectin~ persons to provide land ambulance services. · Enterin~ into a~reements for mana~ement, operation & use of land ambulances. · Ensurin~ supply vehicles, equipment, services, information. · Local administration and compliance with the Ambulance Act, Re~ulations and Standards. · Emer~ency plannin~. M""""""""","rew",,,f~_ ® Ontario Land Ambulance Services . Municipal responsibility for delivery . Standards and operational issues reviewed through the land Ambulance Implementation Steering Committee (LAISC) M""""~_f~_ ® Ontario " ·5 ( Reflections - January 2001 - May 2002 · Transfer of Responsibility - A Success ·850 ministry paramedics divested · 122,000+ pieces of equipment · 850 ambulances & 200+ support vehicles · Vital ministry - munièipal consultation occurred through LAISC. Moki",,"""d=re_fwy= ® Ontario " ( Standards · Process to review standards through the land Ambulance Implementation Steering Committee (LAISC) · Vehicles · Response time · Dispatch · Staff · Certification and accreditation · Qualifications Moki"""""_~_fwy= ® Ontario ,. ,/ ( '~.., '6 Si~nificant Changes Standard - Vehicles · Agreement at LAISC that vehicles would be replaced every 41f2 years · Result - One of the newest fleets - Fewer breakdowns - less disruption to thè client - Improved access · Province transferred 850 ambulances to UTM/DDAs MoJd",,/uwl.fh=reworl<fw_ ® Ontario " Significant Changes Standard - Vehicles · january 1, 2001 to March 31, 2002, 223 new ambulances' were ordered through the ministry's judson Street Ambulance Supply Centre. · A substantial part of ambulance fleet is new, making it one of the newest fleets in North America. · Funding - Through re-capitalization - March 2002, $10 M for equipment provided at 100% to improve response times . Fi\lure does not include ambulances ordered directly by UTM/DDAs nor does it include Emergency Response Vehicles (ERVs). M"""'''''''lIu=worl<fw_ ® Ontario ,. ·7 Si~nificant Chan~es Standard - Vehicles . land Ambulance and Emergency Response Vehicle Standard . The Standard for ambulance vehicles, emergency response vehicles, and related equipment has been revised following consultation with LAISC (comprised of representatives from the ministry, AMO, and UTMs/DDAs). . The document was published in October 2001. M<>k<",,""""'""''''''''fwyov. ® Ontario " ( "-..",-- / i \ ."-.- ·8 Standard - Land Ambulance Response Times · Legislated response time standard is based on 1996 90th percentile response time performance achieved in each area of the province. · UTMs/DDAs and the public are increasingly aware of the importance of response time. Ambulance response time is a key indicator of the quality of the ambulance service. Eligibility · Criteria were reviewed and discussed with LAISC subgroup. Maki"ll"""""'re_f~_ ® Ontario " ·9 Standard - land Ambulance Response Times Fundin~ · Fundin~ for new vehicles and equipment provided . throu~h the Federal Medical Equipment Trust Fund ~rants is expected to assist response times (March 2002). M"",,,,,-'-"fi»"Y= ® Ontario " ( Other Assists with Response Time · Ambulance dispatchin~ system (CACCs) provides a seamless radio and computer-aided dispatch (CAD) system across the province. · Emer~ency Health Services Branch (EHSB) is replacin~ the le~acy CAD system (Ambulance Response Information System or ARIS) used by CACCs with a state-of-the-art CAD system. Implementation started in March 2002. · New CAD will allow CACCs to more efficiently and effectively mana~e call deployment & dispatchin~ across Ontario. M"",,,,,-'-"J~_ ® Ontario '" ( ·10 Other Assists with Response Time A) ARIS " (the CAD replacement project) · Technolo¡;!y will help improve response times, as new systems are implemented. · The new CAD system will support integrated mappin¡;! applications, automatic vehicle location (AVL) systems, base pagin¡;! and di¡;!ital messaging. · The first new CAD was implemented successfully March 17, 2002 (Quinte!Thousand Islands (Kin¡;!ston) CACC). ~ Moki"""""'''"m_J'''_ ® Ontario " Other Assists with Response Time B) GMCP (Government Mobile Communications Project) · Ministry is a major partner with other ministries and Bell Mobility to implement a di¡;!ital communications network for government. · The ministry is a 25% fundin¡;! partner. · Many current radio-telecommunications issues will be resolved by the new GMCP system. · GMCP will replace independent radio systems with a ¡;!overnment-wide system. Moki""~_f~_ ® Ontario " '11 Standards - Documents and Policy Investigations and Inspections Protocols · As a result of the changes in roles, responsibilities, and relationships relating to land ambulance services in Ontario, an Investigations Protocol has been developed through a LAISC subcommittee. · LAISC reached agreement on the Investigations Protocol. in December 2001. · Approval in principle has been reached on an Inspections Protocol. Mokin¡¡Mal_re_f~_ ® Ontario 23 ( Standards - Documents and Policy Improved Recruitment Policy for Out~of-Province Paramedics · The ministry has begun to implement the labour mobility provisions of the Agreement on Internal Trade between the provinces and territories. · An amendment to the Ambulance Act allows the Director, EHSB, to . recognize paramedic credentials issued by other provinces and territories. . grant equivalency where such credentials are equivalent to the Ontario requirements. Mokin¡¡"""""re_f~_ ® Ontario 24 (, ·12 ( . Standards Review of Standards . Service Certification Standard for land ambulance operators is a hi¡!h priority. · The ministry maintains the standards for the certification of operators. · The criteria and the process of certification will be assessed, with input from the municipalities. · The objective will be to improve the Certification Standard and establish a protocol to approve the certification of operators. · Improvements will be for¡!ed on the basis of mutual understandin¡! and co-operation. M,,-h""""'''='*fw¡pm. ® Ontario 25 Best Practices What Defines a Best Practice? . A Best Practice is where there is: · A proven need · A proven solution · An efficacious solution · An affordable solution · Acceptable risks to using the solution M""""""''=''_fw¡pm. ® Ontario " ·13 Basin~ EMS Service Standards on Evidence . American EMS researchers determined that defibrillation improves survival from out-of-hospital cardiac arrest. . Defibrillators were placed on Ontario land ambulances in early 1990s. Moking""'>1=rn_kfwy= ® Ontario 27 c Basin~ EMS Service Standards on Evidence . Strong, widespread evidence of medications providing relief from distressing symptoms for patients suffering shortness of breath, chest pain, allergic reactions, and diabetic emergencies . Symptom-relief medications placed on Ontario land ambulances in mid to late 1990s Moking"""-'hcarn_fw_ ® Ontario 28 c '14 " I " Basin~ EMS Service Standards on Evidence . No evidence of which parts of the "chain of survival" (911 + CPR + defibrillation + full ALS) provide most benefit to cardiac arrest patients . Ontario Pre-hospital Advanced Life Support (OPALS) study approved in 1994 (to evaluate third and fourth links) Moki"<l""''''''''_fM__ ® Ontario " Basin~ EMS Service Standards on Evidence OPALS activities to date · 1994 - Average baseline cardiac arrest survival rates in 21 OPALS communities of 3.9% · 1999 - Results published showing inexpensive "system optimization" including modified dispatch policies and ambulance deployment plans, together with fire department defibrillation, results in defibrillator to patients within 8 minutes (a study standard). · New averél!!e survival rates of 5.2% in 20 OPALS communities (21 additional lives saved per year in the OPALS communities; projects to approximately 120 throughout the province) Moki"<lh.wl.ll=re_fM__ ® Ontario " '- ·15 /--- I ", Basin~ EMS Service Standards on Evidence OPALS activities to date . New survival rate findings for victims of cardiac arrest and benefits for serious trauma are expected in 2003, as well as other study findings. . Research to confirm best practices will be used to determine new standards. M"".."""_re_f~_ ® Ontario " c A View to the Future Key Issues & Priorities · Continue to work with municipalities on issues of standards. · Work on list of Priorities developed with LAISC. · Build on successes to date to improve overall ambulance system - Investigations/Inspections. · Ensure that the ambulance system complements & strengthens the healthcare system. "Remember the Patient" M""..""","",re_f~_ ® Ontario 32 c ·16 (" ¡ , Wrap-Up Thank You M""",,"""_re""*f~_ ® Ontario 33 ·17 ( \ STANDARDS AND BEST PRACTICES IN EMERGENCY SERVICES BERNARD A. MOYLE FIRE MARSHAL OF ONTARIO STANDARDS. usr PRACTICEs IN EMERGENCY SERVICES . B.A. Moyle, Fire Marshal of Ontario AMO ANNUAL CONFERENCE Mandates of the OFM and Municipalities are Defined in the Fire Protection and Prevention Act. 1997 Ii! 2 (1) Every municipality shall: (a) establish a program in the municipality which MUST indude public education with respect to fire safety and certain components of fire prevention; and (b) provide such other fire protection se!Vices as IT deems may be necessary in accordance with its NEEDS + CIRCUMSTANCES _d,,",",,",,_ _. --. --,......~.> --..-.." ------ ........-..-. -. ----.. ,.....,-....-......, ......-....-....- -..--- -......- ~----..._- PREVENTION _ t·-, '" I .. EFFECTIVE EMERGENCY RESPONSE OFM MONJTORING & REVIEW AUTHORITY .. ENSURE MUNICIPAUTJëS HAVE MET THEIR RESPONstBlUTIES I \ SERIOUS THREAT TO I'UBUC SAFETY EXISTS . RECOMMENDATIONS TO COUNCIL TO REMEDY OR REDUCE THREAT . MUNICIPAUIY FNLS TO ADDRESS . RECOMMEND TO MINISTER . REGULATION CAN BE IIAOE RECOMMEND....TIONS TO COUNCIL FOR ...."""'. EFFICIENCY AND £FfECTfVEHESS OF - 1 Duty to Report . Assistants to Fire Marshal shall report to the Fire Marshal all fires and other matters related to fire protection services as may be specified by the Fire Marshal . Made in the form and manner and within the time period specified by the Fire Marshal Value of Public Fire Safety Guidelines Public Fire Safety Guidelines 73 DEVELOPED 2 of Critical Importance I . Minimum requirements for public education and prevention - Emergency response guide1ine Criteria for FPPA Compliance ¡.¡¡ ~~. -".P ~ ~A . Needs . Circumstances ( "-~--. . . Guidelines Fire Prevention & Public Education Requirements I, mTS .-\Bon I ¡~. . Simplified risk assessment SMOKE ~~b· Smoke alarrn program I [ALARMS ~ ~ escape planning I ~ D· ·b· f bl' ! ~7":.-. -; . Isto utlon 0 pu IC I !" education Information to , , community .. Inspections upon complaint . or request (" , '~. 2 (' \ OFM Monitoring Initiatives Fire Prevention & Public Education Municipal Fire Protection Infonnation Survey Pilots completed in 19munieipallties 51 more during 2001 - 2002 fiscal y.... A Total: W A Municipal Concern 1 0 firefight~minutes J~ ~ - ~r "":. -- 90% of the time f\CAíE OF CO/l1PLl ~~-(\ A 4A¡c C ... I: 'Town u.f Jln,ywliere 'Fin IDepanment '11ie ojfiu oftlie 'FiRfM4r$fía{=ifimu tIúa on!Mmtli31, 2001, '11ie '1"""" of Jlnyw.... """ in amrpfiana witIi tIie <Pufjûc'EdùcatUmmuf_<Pr<v_~oftlie -_muf_}I&t. ftM J"~o.;,'!f!M90:ZOO1 ....- &!M-a.JøfOrltløiø Relevance Emergency Response Continuum Aðdftioll3lResotlfc.ltSRequõn. -- """., - ~- ...... -- 3 A Step-by-Step Approach To Assessing Emergency Response Capability CRI1ERIA FOR FPPA COMPLIANCE Delivering emergency response in accordance with local needs & circumstances A Step-by-Step._ ._ .__._ Approach ._ ._ .. ._ ~ . Can I meet guideline? . How do I know? ~~sp.or:'~ .re_$~_~ . exampl~$ ../ 10 firefighters In 10 minutes 95% time .I 6 firefighters in 12 ininutes 90% time ../ Fewer firefighters respond during daytime Monday - Friday ,/ More firefighters available at nights and on weekends ,¡' Extended time for transfer of infonnation from public to dispatch to firefighters ..t' Traffic problems forfirefighters responding to fire station , ( -, o o C) - RESPONSE DOCUMENTATION STEP 1 Residential Structure Fires Record your response activity to structure fires for a 3-month period or until your department has responded to a minimum of 6 reported structure fires c RESPONSEDOCUMENTA~ON . Residential Structure Ftres & My Fire Department Meets PFSG 04-08-12 We suggest you · Ensure SOGs & response protocols are in place for higher risk occupancies · Continue to use OFM response documentation for all alarms ~ · Continue to promote public education - ""... & fire prevention in your community ., · Continue through the rest of the process to determine IT improvements can be made ,{"" " '~- CONGRATUJ.!T~S / ~ 4 *,:"::""'~J::>~',,,,,~,,~ ~~.~.~.~.~~.~~~.~.~ 0' Geography-dIstance-walet.lsIands '" Slalionlocations 0' Road conditions IlayoLStS I nmitecl access 0' Acœss/avaüabitîtystaff, e.g., daytime response '" Tumoutlassembfytime '" Communicatia'ls I dispatch method '" Economic circumsIanœs I ability to inaease resources 0' PubIic&xpectations/polfficalfaCbJrs '" Other balTiers unique to municipalIty -- DECISION TIME m m '" Allemergencyresponse opportunities have been explored & thefoUowing improvements have been made Example Additionafvolunteer firefighters recnûted 2 AutOmatic aid agreement negotiated with neighbouring municipalities Return to Step 1 & track Improvements to emergency response. ff stili not meeting goldeline, proceed to Step 4. '" All Opportunities have been expfored & there are no opportunities for improvement. Proceed to Step 4. ¡ ADUE DILJG~CE j APPROACH New Guideline - No Pressurized Hydrants OAFC conference May· commnment to review issue . Partnered OAFC to deliver a series of round tables . June 21, 22 london ~ . Septernber22 Thunder Bay . '. OctOber 25 & 26 Sudbury -.~ ~. ~ ~... . November15&16l<íngston . Reviewresults New draft gUideline for rural areas under development ,- ~Z~\è~.!" 'o~~:"",-,,~_.~,_'7' OpporIurtJÖes"to . - ~ !~.~..~.!1ÇYR~P.C;Ins& .r PlaloonlscheCfulavolunleerfirefighters 0' Improve calklul procedures 0' Multiple station response '" Negotiate automatic ski or fire protecfion agreements IMIh surroundIng fire departments '" Amalgamate or jointly operate the department .r Call back full-time fifefighters .r Recn.riI-addilionalvo1unteerfirefigttters '" Hila part..fime fitefightels .r Hirefull-timefitefightet$ '"' fdentifyotherlocalopportunitìes --- STEP 4 MAINTAIN & IMPROVE Although the fire department is unable to meet PFSG 04-08-12, it is delivering an emergency response in a manner consistent with the intent of the FPPA. / "~ii!III~;:;~'=-' :=:'.::-a--- H',=::::__~~ -_...-- .~ ~i¥-, " ;::~i ._--~ -.. ~~-;;.- - ....;-"""â"~ :.-:::=-:... -=-..;:;=..--- We suggest you . Continue to seek oppOrtunities for improvements . Enhance prevention & public education in the community, particularly in remote areas · Based on risk assessment and resource rationalization process · Will not include a time frame · Establish stakeholder review committee, e.g. AMO - ROMA - OAFC - FFOA - AMCTO - OMAA, etc. . Finalize document . Pilot 3 or 4 communities '-' EVAlUATE - REVISE - DISTRIBUTE 5 IS THE FPPA WORKING Accidental Structure Fires Fatalities Per Million Population 1997-2001 . OFM Philosophy Work with and support municipalities to deliver the optimum level of tire protection to their communities. iJ, 3 lines of Defence "L)J;, 1...\_ I... .\. -...., _.~ 1>ubIí!::Education&~ J--~ . .' '·-1 . . J:^ ; ~~ .Y-~ "'-' '" , íl- .. -- ===--- : = . '~'~~ ~ ~ . Residential Fires with Loss 1996 to 2000 Fatal Accidental Structure Fires 1997-2001 ( '~'.' ( .,,-~. 6 ( \ STANDARDS AND BEST PRACTICES IN EMERGENCY SERVICES NEIL McKERRELL CHIEF EMERGENCY MANAGEMENT ONTARIO Æ\.',..... ~ PRESENTAll0N TO 1HE ~nONOF~AUTIESOfONTARIO CONFERENCE 2002 USA WAS NOT UNPREPARED . USA & NYC RAJ) Ac"1 ELABOR.... TE EMERGENCY MAc'\lAGEMENT INFRASTRUCTURE . CONSEQUENCES FOR THE PUBLIC WOULD HAVE BEEN MUCH WORSE WITHOUT THAT I!'<'FRASTRUCTURE CAl'iADA POST 9/11 . SINCE 9ill THERE IS A GREATER UN'DERSTANDlNG THAT EFFECTIVE EMERGENCY MANAGEMENT REQL1RES MULTI-AGENCY AND MULTI-JURISDICTIONAL COORDINATION AN'D COOPER.... nON ~, ' I\JW L{, " " U~;£.U LESSONS FROM 9/11 . SEPTEMBER I ¡ HOLDS LESSONS FOR EVERYONE : >~ PUBUC SECTOR }) PRfV ATE SECTOR ,~ INDIVIDUALS . COMPLACENCY IS THE WORST ENEMY OF THE PEOPLE CANADA PRIOR TO 9111 . CANADA'S THREE LEVELS OF GOVERNMENT VIEWED EMERGENCY MANAGEMENT IN THE CONTEXT OF COMPETING PRIORITIES IN A BENIGN ENVIRONMENT . 9i1 I RESULTED IN A MUCH GREATER APPRECIATION OF THE RISKS TO PUBLIC SAFETY BUT THE FOCUS WAS TOO NARROWLY TRAINED ON TERRORISM ONTARIO POST 9/11 . NtW LEGISLATION ENHANCING PRIORITY OF EMERGENCY MAJ"1AGEMENT AS A KEY FUNCTION OF PROVINCL...L AND MUNICIPAL GOVERNMENTS . EMERGENCY l\-l...NAGEMENT PROGR....MS \\lLL BECOME MANDATORY FOR BOTH LEVELS I ONTARIO POST 9111 . EMERGENCY MAN:AGEMENT PROGRA.."¡S INCLUDE: .. Up·TO·DATE EMERGENCY PL.-\.;.~S .. TR"-IN]NG .. EXERCISES & DRILLS .. PUBLIC EDUCA TlON .. A DESIGNATED E_\r1. COORDL.'IIA TOR .. AN APPROPRIATE EMERGENCY OPERATIONS CENTRE THE WAY AHEAD . EMO INTENDS TO COLLABORATE WITH MUNICIPALITIES TO llvIPROVE PUBLIC SAFETY THROUGH MORE EFFECTIVE EMERGENCY MANAGEMENT . PLEASE CALL OR E-MAIL.ME AT: .. {4Iti)ZIZ-:45S » Ncil.n1<::kerre1Ir.i'JUS.!!o\..oo C:I ONTARIO POST 9/11 . FOSTERING A NEW APPROACH TO EMERGENCY MANAGEMENT TO CREATE DISASTER RESILIENT COMMUNITIES BASED ON: . RISK IDENTIfICATION AND .-'lSSESSME.~T . INTER......ATIONAL BEST PRACTICES: ,. MITIGATION: I'REPAREDNE$S:Rf:Si'ONSE; RECO'.'F.R'r- ( "... (., 2 MONDA ~ AUGUST 19, 2002 10:30 a.m. to 12:00 Noon INFRASTRUCTURE FINANCING - WHERE IS IT HEADED? Kim Butler, Director General, Canada- Ontario Infrastructure Program, Industry Canada Jim Wheeler, Assistant Deputy Minister, Ministry of Agriculture and Food Robert Walton, Director, Public Works, County of Oxford Lawrence McDermott, Mayor, Township of Lanark Highlands INFRASTRUCTURE FINANCING WHERE IS IT HEADED? KIM BUTLER DIRECTOR GENERAL CANADA-ONTARIO INFRASTRUCTURE PROGRAM INDUSTRY CANADA Draft Kim Butler, Federal Co-chair PresentøtiolltøA.UO August 19, ]002 Federal Infrastructure ProgramslInitiatives p. Canada Infrastructure Works Program ($2.58 -1994to 1999) þ, FCM "Green" Funds ($250 M) ';- Cultural Spaces Canada Program ($80 M) þ Affordable Housing Program ($680 M) Physical Infrastructure lnitiative " Inftastructure Canada ($2.05 B) > Strategic Highways IntTastructure Program ($600 M) Þ' Border Infi"astructure Fund ($600 M) " Canada Strategic Infrastructure Fund ($2.0 B) Introduction .,. Federallnftastrueture ProgramslIn.ítiatives ';- Canads-Ontario Infrastructure Program (COIP) ;,. The Program ;p. Program Priorities p Current Status ¡.. Next Steps Þ Future ofIÏ1&astructure COIP: The PrQgram Canada-Ontana Infrastr"cture Program .1- - _1'_ '.'t.''t. .. . .. . . ~.. . . . " ',.', ..','.. .- . .. '.,.,.', . ... ,.' --~ 1', , - ,,. - ,......-..-,...............,....................., ""'. -, PartnershIp Agreement COIP: Program Priorities ;;. Top priority is "Green" municipal infrastructure (i.e. Water, waste-water etc.) ? Other priorities include: ¡.. Loca! Transportation "7 Cultural and æcreational infrastructure ;;.Tourism COIP: Program Higblights j,.. ...insert showcase approvals - Sam/Anna COIP: Current Status -' July 2002, 261 projects annoWlced for total federal share of $372 million - supporting total project costs of over $1.6 billion p. Dollars to be disbursed once expenses are incurred by municipalities and claims are processed - Federal Government reimburses Province COIP: Current status Proiects announced asofJulv2002 OSTAIè 86 Fed. Share: $90.8 M SCTP: 169 Fed. Share: $191.9 M Millennium: 6 Fed. Share: $89.2 M ( ( " ( \ '--- I COIP: Next Steps SCTP þ' Current round closed on April 12, 2001 ;;., 468 applications received ;;;. 265 projects nominated > 169 projects approved and announced as of July 2002 > Nominations are closed j.c Decisions on remaining nominations expected by Fall 2002 COIP: Next Steps Millennium > MiI1ennium Initiative launched Summer 2000 ::,... projectS nominated for Otta",'a, WaterioolKitchner. London, Windsor and Sudbury Þ 6 projects approved and annO!mced as of July 2002 P Project nominations still expected for Thunder Bay, Hamilton and Niagara. Region ;0.- Finalize Millennium approvals over the next year COIP: Next Steps OSTAR > Current round closed anlanuat)' 31, 2001 þ 365 app1icatio~s received > 279- prpjectsnominated ;;;- 86 projects approved and announced. as of July 2002 ¡,. Drinking water (DWPR) is highest priority ;,-. Finalize OSTAR decisions over the next year within earmarked funding COIP: Next Steps ~'"" Given the current level of funds committed and the high priority projects in process, federal COIP participation in subsequent rounds would require additional fnnding in a future Federal Budget ( "'---- í \ "" ( \ .....-. INFRASTRUCTURE FINANCING WHERE IS IT HEADED? ROBERT WALTON DIRECTOR PUBLIC WORKS COUNTY OF OXFORD '\ 1 70,000 · Population - 100,000 . Water Service Population · 23 Water Systems · Smallest has population of 50 · Largest has a population of 34,000 · 83 Ground Water Wells . 8 Wastewater Systems Oxford County... I .f.~'W'q. ~ial '1~œ Where Infrastructure Funding is it Headed? County of Oxford Case Study n..'W!WJWÆI81'r~i¡¡:'f¡JI.\~)},~Íh_OOè~ Robert Walton, P Eng August 19, 2002 AMO Conference . . To Problems to Dgal Withl · Cannot complete OSTAR application unti hydrogeology (GUDI) studies are complete. · Federal Government has not completed review of OSTAR application (only submitted 21 months ago) 3 · For the Regulation 459/00 upgrades on a per system basis the per customer costs range from $70 to $15,000. Average is $500 per customer. ..~\ Infrastructure funding - What is on the horizon in Oxford County? 1) Ontario Regulation 459/00Water System Upgrades 'plans for system upgrades ·QSTAR application of $12.4 million 'actual project costs will be higher now that project scope is being defined ·Province has committed to $3.5 million /"'~....,. " Future of be prepared for higher rates to cover water/wastewat :¡ infrastructure rehabilitation, higher taxes for roads etc long term planning such as proposed by Bill 155 is is good Federal/Provincial assistance with Infrastructure needs to be on a long term & continuous basis. Short term, occasional funding is not helpful for long term planning. water and sewer systems need to be planned and operated on a scale that promotes efficiency and allows area cost sharing some small and remote systems will require Provincial assistance. ,J~!> County of Ox or .~ WIi!-~IPI\I>WI!'i~i.e$~'me(!/." Water & Sewer nfrastructure Financing _ I · 5 The End Thank You Robert Walton, P Eng August 19, 2002 · · · · MONDA~ AUGUST 19, 2002 10:30 a.m. to 12:00 Noon WHA T'S NEW IN HOUSING DELIVERY? Gordon Chong, Chairman and CEO, Social Housing Services Corporation Rob Cressman, Director of Housing, Region of Halton Pat McLean, Executive Director, Habitat for Humanity Waterloo Region, Woolwich Township David Peters, Director, Market Housing Branch, Ministry of Municipal Affairs and Housing WHAT'S NEW IN HOUSING DELIVERY GORDON CHONG CHAIRMAN AND CEO SOCIAL HOUSING SERVICES CORPORATION What's new in the Social Housing Services Corporation? Presentation to AMO August 19, 2002 Gordon Chong, Chairman ...-. s:;;¡,... HIII!!9I.. SB~õI.. CIiIIIIII... SHSC "Objects" Per Legislation Bulk Purchasing o establish and manage schemes for the joint purchase of goods and services Insurance o co-ordinate insurance programs Capital Reserves Investment o manage the pooling of capital reserve funds Best Practices o undertake studies and provide advice with respect to best practices Why was the SHSC created? o two advisory groups (with municipal and provider reps) recommended need for province-wide body to handle some social housing functions o Socia! Housing Reform Act 2000 (Part VIII) creates the SHSC o all service managers. LHCs, and prescribed non- profit/co-ap housing providers are· members o designed to be independent, municipally- controlled corporation o legislation lists four "objects" for SHSC - but not limited to these services Priorities/Initial Work o set up an administrative system from scratch · solid structure and systems that will stand up to pubHc scrutiny, audit · banking; employment procedures and systems, etc. o manage existing (inherited) programs · manage ongoing contracts · provide customer service o design new programs · extensive consultation, research o design long-term governance structure 1 Consultations: what we've heard o Have now met with aU service managers (CAOs and/or housing managers) o We've heard: · that you want us to save you money · that different service managers have different needs (Size,geography) · that there are a lot of misconceptions about the SHSC Dispelling the myths: "Municipal insurance is cheaper..." o Municipalities see the opportunity to reduce insurance premiums by adding public housing to their municipal contracts o might be cheaper - or not - no data yet · public housing unlike other municipal buildings · public housing self-insured, so no history · level of coverage needs to be considered Dispelling the myths: "SHSC gas is more expensive..." o SHSC took over bulk gas purchasing for LHCs in May 2002 o brought purchasing in-house, developed new purchasing strategy o now providing gas to LHCs for $0.17 per cubic metre - compared to l!! Dispelling the myths: "SHSC won't be accountable to municipalities..." o SHSC created by the province, but not a provincial body o municipallhousing provider board o independent corporation with flexibility and incentives to find efficiencies ( ( "---. 2 Dispelling the myths: "SHSC will re-invent the wheel..." o Bulk purchasing, group insurance, best practices programs already exist in municipal and housing sectors o SHSC needs to research existing programs,.link with sector organizations, partner with them where appropriate to offer value-added services .. AMQ, FRPO, Hotels and Restaurants. OMBlfMPMP/Centre for Municipal Best Practices, ONPHA and CHFC o SHSC can offer purchasing power of 252,000 social housin units more than 10 000 ro erties Adding Value -- Opportunities o acting as a broker in the housing community .. bulk purchasing, insurance, other programs .. research facilities/resources. especially for smaller service managers o offer services to other housing providers, e.g.: .. long term care .. homes for aged .. supportive housing o performance indicators/best practices - could be used to measure effectiveness of housing depts. o training/education - possibly accreditation for housing administration staff Dispelling the myths: "SHSC will cost service managers money..." o SHSC has seed money from province (first three years?) o intent is to save municipalities money by offering cost-.effective programs, identify ways to operate more efficiently o examples: . negotiating natural gas costs . capital reserves· negotiating reduced management fee Contact us... Web Site: o www.shscorp.ca Address: o 390 Bay St., Ste. 612, Toronto, M5H 2Y2 Phone: o (416) 594-9325, o toll-free (866) 268-4451 o fax (416) 594-9422 3 " ( , , . WHAT'S NEW IN HOUSING DELIVERY ROB CRESSMAN DIRECTOR OF HOUSING REGION OF HAL TON ( What's New in Housing Delivery? AMO Conference 2002 : -I-·.~.·. II.',',! . -'i:J. Presented by: Rob Cressman Director of Housing Regional Municipality of Halton August 19, 2002 ~'.'!-'" . I...·. ~-";Bi. d.V~·"'," ( \- How did we get into this business? · 19305/405· Municipal housing initiatives address the "health~ of communities, e.g. Regent Park I F>! · 1950 to 75 . Public Housing Programs - Federal/Provincial funding - Provincial ownership · 1975 to 95 - Non-Profit Housing Programs - FederallProvincial funding - community ownership, e.g. municipal non-profits Municipal Housing Delivery: · How did We get Into this Business? · Issues and Opportunities in Housing Delivery - Funding for non-profit and co-op providers - Managing the stock that we own - Encouraging new afford~ble housing · Housing Issues and Initiatives in Halton How did we get into this business? (cont'd) · Early 1990s - Federal & provincial funding for new non-profit housing cancelled · Late 1990s ~ Federal administration devolved to Province (exceptfederal co-ops) · 1998 to 2002 - Provincial funding obHgations and program delivery devolved to municipal level · Today -Integrating housing into human service delivery to create healthy communities Municipal Housing Delivery today includes: · Funding for non-profit & co-op providers (Social Housing Reform Act) · Management of stock that we own . municipal non-proftUlocal housing corporations · Encouraging new affordable housing as a component of healthy, economically vibrant communities ; I ¡II . , Issues & Opportunities - Municipally-Owned Housing · Amalgamation of municipal non-profits with local housing corporations - adequacy offunding - complication of two programlfunding models - mandatory bulk gaslinsurance purchase through SHSC · Integration of human service delivery - on.e stop access for human services - servicing of multiple need clients · Aitemative service delivery /~. ( Issues & Opportunities - Social Housing Administration · Administrative issues re devolved program - RegUlations: stil1 working out the ~bugsn - Funding benchmarks - long delayed - Who speaks for service managers? II Future liabilities a serious concern - capital repair - fluctuations in Rent-Geared-to-Income · Social Housing Services Corporation - Mvalue-addedØ Is yet to be determined ( Issues & Opportunities - New Initiatives · Federal~,~",,,."Municipal.program - need for national housing strategy - need for municipal flexibility in delivery .. I · Need an expanded rent supplement program · Community capacity to build new affordable rental .. ~ ¡ · Link to other Initiatives (e.g. brownfields) ( \ ( ".-. Housing Issues in Halton II 38% of renters earn less than $30,000 per year and pay more than 30% of income for shelter I : ;;;;,;..:;..:;;;;: _ II Housing Advisory Committee proposals for broad based housing strategy - La" income & supply Conclusion · Social housing transfer went smoothly but funding risks to municipalities remain I '~ · Should see benefits of integrated human service delivery in next phase (e.g. multiple need clients) · Federal program is a good start but a broad F/P/M strategy is needed to, address affordable housing needs " Housing Delivery in Halton · Halton Community Housing Corporation - amalgamation of MNP and pUblic housing authority - 1800 units, governed by Council standing committee · Social housing administration - funding program for social housing providers (March 2002) - common waiting list (Halton Access to Community Housing) · New initiatives - Supporting Community Partnerships Initiative - Housing Help Centre ~ Assist community to develop new affordable housing " ~( WHAT'S NEW IN HOUSING DELIVERY PAT McLEAN EXECUTIVE DIRECTOR HABITAT FOR HUMANITY, WATERLOO REGION HABITAT FOR HUMANITY August, 2002. WHAT HABITAT FOR HUMANITY IS? An International movement to provide simple, decent affordable home ownership to "working poor' families". Objective is to create "successful home owners" and break the cycle of poverty that these families have experienced sometimes for many generations. Founded in 1976 in the southern United States, now active in more than 80 countries world wide, Approximately 130,000 houses completed to date, one new house finished every 50 minutes. WHAT HABITAT FOR HUMANITY IS NOT? A GIVE AWAY PROGRAM ! A HAND UP, NOT A HAND OUT! HOW DOES IT WORK? Families must - qualify for the opportunity to buy a Habitat house - work for the opportunity through sweat equity - pay for the house through an affordable mortgage QUALIFICATION PROCESS Income less than Statistics Canada "Low Income Cut Offs", minimum and maximums. Copies of Income Tax and payroll stubs required. Need for housing; poor condition, too expensive, bad neighbourhood. References rrom Employer, Banks, Landlord, and personal references ( \- Willingness to do Sweat Equity ( " ANOTHER OPTION FOR AFFORDABLE HOUSING HABITAT FOR HUMANITY PRESENTED BY PAT MCLEAN EXECUTIVE DIRECTOR HABITAT FOR HUMANITY WATERLOO REGION INC 120 Northfield Drive East, Waterloo, Ontario N2J 4G8 ( 519 747-0664 email: pmcleanlaJ.habitatwaterloore2:ion.on.ca l 3 Interviews and 6-8 month process SWEAT EQUITY 500 Hours of work required by Habitat family. To be done building their own house, helping to build a house for another family and fund raising work etc. Must be completed before family can move into their house. Has no cash value, house price is not reduced, but acts instead of a down payment. HOUSE DESIGNS Build approximately 1050 sq ft houses, 3 bedrooms, simple, decent affordable Try to fit them into the neighbourhood, colours and style Do not finish basements, pave driveways or build garages, install dishwashers etc. These are not custom built houses. Families have limited choices; colour of floor coverings HOW THE HOUSES ARE BUILT With volunteers working side by side with the families. Volunteers from all walks of life and all skill levels. Professionals donate their time and services as well. Many are built using the "Blitz build;' format, where house is built in one week approximately. 50 volunteers per day, working in crews, with donations of food from local businesses and churches. Meet all building codes and planning requirements that other builders do. /--- '. HOW DOES THE FAMILY PAY FOR THE HOUSE? Habitat for Humanity holds a 25 year, no-interest mortgage for the full market value of the house. The ownership is transferred to the family before the family moves in. Monthly payments are calculated at 25% of the previous year's gross income and include both property taxes and mortgage principal. Every year, the mortgage payments are adjusted using the current gross income information. Collection and foreclosure policies are in place and acted on. WHERE DOES THE MONEY COME FROM? Habitat for Humanity relies on donations of cash, building materials, land, and professional services to make each and every project possible All monies received from current Habitat families are used to build more houses. ( \...... In Waterloo Region, we have been fortunate to receive assistance from both local municipal councils and regional council with grants to cover development charges and sometimes servicing. WHAT ARE THE BENEFITS TO THE FAMILY? Stable, secure, affordable housing and housing costs. Building equity for future financial security. Potential to provide better education and opportunity for their children. Learn practical skills and pride of ownership through the house building process. - WHAT ARE THE BENEFITS TO THE COMMUNITY? A new property taxpayer, rather than a family receiving subsidized housing assistance. Community building through the partnership of volunteers, donors and family / \..... PROS AND CONS Long term solution, not a short term fix. No ongoing subsidy to each family, help them only once. Program will be self sustaining in the long term Can't build houses fast enough to meet the need. NIMBY can be a problem HOW CAN YOU HELP? Support your local group, with words, financial assistance and land opportunities. Defend against NIMBY Get involved, come out and build, experience the excitement. i , \ , i ( WHAT'S NEW IN HOUSING DELIVERY? DAVID PETERS DIRECTOR / i " MARKET HOUSING BRANCH MINISTRY OF MUNICIPAL AFFAIRS AND HOUSING .~ , ,/-----.,\ CANADA/ONTARIO AFFORDABLE HOUSING PROG~ M AMO August 19~ 2002 r-. ( OVERVIEW · Background · Objectives · Homeownership · Remote · Community Rental Housing · Program Design · Program Requirements · Private Sector Builder Requirements · Charitable or Non-Profit Organization Requirements · Next Steps .-'- \ 2 1'\ r---. ! · Federal proposal of a $680 million contribution to a cost-matching program~ ~ prOVlnces . Canada and Ontario signed a bi-Iateral Agreement on May 30, 2002~ 3 BACKGRO' · Framework Agreement agreed to by aU and territories in November 2001~ í"". is $245M over BACKGRO · Ontario) s share of federal funding 5 years~ · For each project federal funding must be matched by provincial contributions) municipal tax reductions) fee waivers and other contributions~ · Approximately 10)000 new units~ .......'\ 4 ! /.~-'. OBJECTVES · Stimulate the supply of affordable rental housing~ · Partnership with Municipal Service Managers in delivering program~ · Encourage non-profit ¡private sector "head lease" partnerships~ 5 ...............,. HOMEO ERSHIP Homeownership to revitalize designated areas. 8m.all component of the program. Assist households moving from rental to homeownership. Details will be made available early in the new year. ,/--",\ 6 . . . . REMOTE ~- ( North of the French River and northern Nìpissìng District boundary - excluding Indian Reserves and municipalities wìth populations with 10)000 or more. . Major renovation) rehabilitation, replacement of derelict housing and additions to relieve overcrowding. · Both ownership and rental. · 7 Details will be made available early in the new year. · COMM~ ~ ITY RENTAL HOUSING Community Rental Housing - Major component of the program - Focus on areas with vacancy rates of<1.5%~ but available in all areas of the province - Service Managers will be able to adjust program to target local priorities - Tender calls managed by Service Managers - Administration fess win be available to participating Service Managers - Details to made available in early September 8 ,.-~ ! . (' I /-, f ' SERVICE MANAGER AREAS WITH <1,5% VACANCY lTE 9 · Hamilton · Halton · Simcoe · London · Kingston · Wellington · Toronto · Peel · Ottawa · York · Waterloo · Durham · Re t least CMHC 2001 average market rent or les; community ~ · Sel : Managers can establish target rents below CMH average rents~ · Rent : creases through program life as per the annu~ Rent Increase Guidelìne~ · Rents will remain affordable for at least 15 years~ Service Managers can extend affordability period to 20 years~ · Whl 15 or 20 year period expires -5 year phase- out controls with protection for in-situ tenants~ 10 PROG ,~ \ ,--." f ~. i " PROGRAM DESIGN /-~-... ( , · Maximum per unit contribution is $25,000, on average across the province. S . , 'f h',c di' 'ü' · . tarting pOInt 0 .matc . Ing tun . ng IS an automa . c $2,000 from the province, · Proponents eligible for federal funding up to the amount of matching funding available to meet target rents. · Private and non-profit proponents are eligible, 11 M DESIGN . Service Managers can establish additional priorities and requirements: - Extended affordability period - Modest size and amenity limits - Municipal rent supplements - Types of housing eg~ Families or seniors = Location/types of sites = Lower target rents ---,.", 12 ,,~, ¡---. M REQUIREMENTS PROG. · Service Managers choosing to offer the program will: - Establish property taxes for Community Rental Housing projects at or below the single-family rate - Pass a Capital Facilities Bylaw defining affordability for the program) at or below CMHC average rents for the community - Set unit sizes and amenities (or use provincial requirements) - Approve local housing priorities or strategies for the program 13 PRIVATE SECTOR BUILDER REQUIREMENTS Private sector companies will be required to have owner's equity of at least 10% of the value of the first mortgage, · · Private sector equity requirements in partnership ventures eg uHead leases" will be 4%, · Rental condos will be eligible but max, amount of funding available will be $8,000, 14 .'~\ CHARITABLE OR NON- PROFIT ORGANIZATION REQUIREMENTS · No equity requirements. · Partnership "head lease)) _ gements with private sector encouraged. 15 NEXT STEPS · Community Rental Housing announcement · HomeownershiplRemote announcements · Service Manager CommuDity Rental Housing T'ender Calls · Homeownership and Remote roll-outs · Starts 16 /'-""'." f"----"'" '~ ! . MONDA ~ AUGUST 19~ 2002 10:30 a.m. to 12:00 Noon CRIME - ITS VICTIMS AND YOUR COMMUNITY Constable Cheryl Carter~ Region of Durham Police Scott Newark~ Vice Chair~ Office for Victims of Crime~ Ministry of the Attorney General I I I CRIME: ITS VICTIMS AND YOUR COMMUNITY CONSTABLE CHERYL CARTER REGION OF DURHAM POLICE 1 Crime - Its Victims and Your Community Presented by Cst. Cheryl Carter, Durham Regional Police SeNiee August 19,2002 The people of Ontario believe that victims of crime, who have suffered harm and whose rights and security have been violated by crime, should be treated with compassion and fairness. The people of Ontario further believe that the justice system should operate in a manner that does not increase the suffering of victims of crime and that does not discourage victims of crime from participating in the justice process. This is the guiding principles of the Victims Bill of Rights but there are limitations to these guiding principles as the principles set out in subsection (1) are subject to the availability of resources and information, what is reasonable in the circumstances of the case, what is consistent with the law and the public interest and what is necessary to ensure that the resolution of criminal proceedings is not delayed. Victims Bill Of Rights - Bill #23 _ /'- I \, It would appear that the Victims Bill of Rights has the onerous task of balancing the rights of victims and those charged with an offence under the Criminal Code of Canada. These are just guiding principles as they are-not legislated and even though victims' should be treated with courtesy, compassion and respect for their personal dignity and privacy the limitations listed above and in particular, the availability of resources and what is consistent with the law and the Charter of Rights and Freedoms is often a serious impediment to ensuring that victims receive "a victim orientated response.n Furthermore, if there are no accountability mechanisms across all sectors to evaluate their policies and procedures then how are we to determine if we are truly assisting victims of crime and equally as important, progressing as a society towards eradicating future potential victims. As the Honourable David Young stated in his statement to the Legislature on May 1, 2001 all Ontarians have a right to personal safety and security. He further stated that as a government, we are also aware of the broader benefits that safe communities offer to economic growth and our quality of life. There needs to be a balanced response reactively and proactively and the responsibility of living and working in a safe community begins and ends with each and every member of society. As politicians representing your respective community, you have the additional responsibility of ensuring your constituents' voices are heard. For those whose voices were never heard and were eventually silenced you need to offer your unwavering support at every preventable measure to ensure that their pain, suffering and untimely death was not in vain. Assisting and advocating on behalf of victims of crime can only benefit every sector. This will enable those victims to heal and will ultimately benefit each and every member of society. No other crime is taken more seriously by members of our community than domestic violence and sexual assaults. In the past we have had the May/lles Inquest (1996), Justice Campbell's review of The Green Ribbon Task Force and its Investigation 2 (1996), Justice Kaufmann's Inquiry on the handling of the Morin case (1998) and most recently the Hadley Inquest (2001). As a result of these inquiries and inquests the police, the crown attomeys and anyone in the social justice field have had to reevaluate their beliefs, perceptions and responses towards these types of crimes. Police Services throughout the province were legislated by the Provincial Adequacy Standards under the Police Services Act to implement a number of the recommendations to ensure a standardized, specialized police response to domestic violence across the province. An example under the heading of Crime Prevention the Police Services Act states: 1. (1) Police Services shall provide community-based crime prevention initiatives. O. Reg. 3/99, s.1 (1) 2. (1) A Police Force may use members of the Police Force, Auxiliary Members of the Police Force, Special Constables and volunteers in community-based crime prevention initiatives. O. Reg. 3/99, s.2 (1) Due to the serious problem in our particular community in regards to domestic violence, my inherent interest in this area and my involvement in the Hadley Inquest I was seconded by my Service to provide assistance to a community based organization who had been trying for seven years to implement a shelter in the Ajax-Pickering area. Our community suffered tremendously. Hemoutie Raghunauth was a pregnant mother of one who was poisoned to death on Mother's Day in May 2000. Her death was not classified as a murder until approximately two months after her death and as a result received very little publicity as compared to the next case. In June of 2000, Gillian Hadley was shot to death by her estranged husband who then killed himself. Gillian had contacted-the police numerous times and had sought the assistance of other agencies such as the Children's Aid Society, Victim Services, Victim Witness Assistance Program, Durham Region Social Services, etc. On the day of her murder she tried to flee from her estranged husband and despite the valiant efforts of members of our community she was forced to succumb to her abuser's ultimate goal. This case mirrored the May/lies case in many ways and except for fact the Gillian Hadley did not fear for her safety in the same way that Arlene May did, the end result was the same. The inquest highlighted the need for education as her death was predicted by the police and should have therefore been prevented. In March of 2001 Marcia and Danielle Harmon were bludgeoned to death. This case troubled members of our community greatly as Danielle was only six years of age and the public could not understand what a child could ever do to warrant such a horrible death. I would then ask them what they think this mother or any other mother or woman could ever do to deserve such a horrible death also. Our belief system around this issue needed to be challenged. The next month another mother of three Andrea Schneider was axed to death in the garage of the matrimonial home and then stuffed in the trunk of a car. Each of these females was murdered at the hands of the person who "loved" them in their very own homes. A startling fact stated at the Hadley Inquest by Myrna Dawson, a sociologist attached to York University and the University of Westem Ontario and an authority on "intimate femicide" was that over the past 20 years there have been 1206 women murdered in the Province of Ontario - 75% were murdered in the matrimonial home. A 1981 study ( \" ( " 3 in London, Ontario revealed that on average a woman is physically abused by an intimate partner thirty-five times before calling the Police. This verifies the need to have safe places in our communities for women and their children who fear for their very lives or when those trying to assistthemfear for the safety of their clients. Additionally, for one reason or another 70 to 75% of abused women do NOT engage in the criminal justice system. This statistic was provided by the Ontario Association for Interval and Transitional Housing who has 66 member shelters and agencies. This statistic also speaks to the need to have every sector such as housing, social assistance, medical professionals, the Children's Aid Society, civillitigators and any other agencies that could provide assistance receive training in order to recognize and respond appropriately to those who have or who are experiencing abuse. Failing to do so can have disastrous consequences. For we know that if there is not some form of intervention the violence will only escalate. This responsibility lies with each and every one of us. A report done to the Attomey General of Ontario in August of 1999 by the Joint Committee on Domestic Violence called 'Working Toward a Seamless Community and Justice Response to Domestic Violence: A Five Year Plan for Ontario is in my humble opinion the most comprehensive, detailed, and most significant tool to date towards eradicating domestic violence now and in the future. Another disturbing fact is that domestic violence is the #2 killer of police officers in the Province of Ontario and every domestic situation has the potential to become a homicide. When we lose a member of our community due to a violent act we all share in the loss. When we lose a member of the public who Swore to serve and protect us and who lost their life in the performance of their duties, the loss is even more profound. Domestic violence is an issue of power, control, domination and manipulation. Participants of the Partner Abuse Response Program provided by the Region of Durham, Family Services defines domestic violence by stating "Abuse is a choice and not an anger management problem. Abuse behaviour is a purposeful action with the intent of controlling another person." Police have the authority and a duty to de- escalate domestic situations. Given that this is an issue of power, control, dominatièfJ and manipulation and we (as the Police) supersede the abuser's distorted belief system with respect to gaining control over his partner inevitably puts the Police at a much higher risk of being injured or killed than the general public. Therefore, the saying that knowiedge is power is never poignant than for domestic violence cases. If we don't understand the dynamics of partner abuse and understand the etiology and the Psychological behaviours surrounding domestic violence than we cannot predict and ultimately protect those members of our community, including ourselves. This emphasizes the need for every police officer to have a basic understanding of this issue. In some cases there is an insufficient amount of evidence to proceed with criminal charges but this does not negate the intent of the abuser. Therefore, each and every domestic situation should be assessed for lethality using a risk assessment- screening device and a duty to warn should be standardized. In addition, every effort should be made to implement and facilitate a safety plan for cases that have the potential to become "high risk." In the Durham Region area our Service presently responds to 240 _ 250 domestic violence incidents per month and lay charges in approximately 33% of the cases, which is significantly higher than other services according to Deborah Sinclair, an expert in domestic violence who assists our Service in the five-day training of supervisors and front line acting supervisors. Given the high incidents of domestic violence and the 4 even higher number that do not seek police intervention we need to implement the recommendations outlined in the Mayflies and the Hadley Inquest and to further any possible initiatives that could prevent another member of our community from becoming a fatality, which includes police officers as we to are members of the community. This is the rationale behind the concept of incorporating the police with the shelter in our community. We need to have a place of safety where a woman and her children can receive the support they need to break free from the violence. Additionally, the staff at the shelter and the Police will establish a coordinated partnership that will assist those determined to be at high risk whether they are in the shelter or living within the community. Specially trained officers can further assist victims' with respect to such issues as abuse that is criminal, immigration, custody and access and most significantly dispel the myths and misconceptions that plague this issue. This concept envelops a "victim orientated response." Another interesting fact is that most agencies that offer support to abused women and their children often utilize Police involvement as an evaluation criterion when establishing a priority case. From a financial perspective this innovative shelter initiative makes sense. The cost of policing our communities continues to escalate due to the population growth and our Region is no exception. In fact, the Region of Durham is one of the fastest growing communities as outlined in The Community Wellness Study of Durham Region by the Social Development Council (JanIJary 2000). For the past decade, Durham's rate of population growth in each age group was higher than the Provincial average. As stated in the report, this has enormous social, economic and political implications for the future of the Region and the Municipalities. Historically, policing has been primarily reactive and when a community has been plagued with a particular crime the effects can be financially and emotionally concerning. For example, the Raghunauth homicide has cost our Service 1.2 million dollars to date to investigate only and the investigation· is still ongoing. The investigation for the Schneider homicide cost approximately $150,000.00 and is known in our industry as a "smoking gun" case as the murderer was known and admitted killing his wife to the detectives who investigated the case--:-The-Hadley case and subsequent inquest cost our service and our community dearly. Apart from the obvious financial costs, I witnessed a number of our officers suffer from vicarious trauma and question their ability to uphold their oath to serve and protect the public. I was no exception. Enacting a pilot project such as this can only benefit the whole community in every aspect. It is proactive and enables the community to right the wrong. My secondment allowed me to heal and made it possible for my community to heal and to make a difference. The benefits of implementing a community - based partnership such as this are immeasurable. Prior to my secondment to the Ajax-Pickering Women's Centre I was a front line officer who dealt primarily with sexual assault, domestic violence and child abuse cases. I had to estimate the number of domestic violence cases for the Hadley Inquest, which ranged from 80 to 90 cases in approximately five years of being with the Durham Regional Police. I was affectionately known within my Service as the "domestic queen." I focused on this line of work primarily because of the victims. I wanted to treat them with the respect and dignity they so rightfully deserve. I wanted to treat them the same way I would like to be treated if I had been personally violated. I wanted to treat them the same way I would want my mother, my sister, my niece or my nephew treated. I took courses and training on my own time with my own money in order to service my ( \ .,.... ( 5 community to the best of my ability, I am very cognizant of the investigational aspects of my profession but I .am equally as cognizant of the emotional and psychological well being of those who through no fault of their own have now been labeled a victim. To me, victims are not just a statistic as this depersonalizes what has happened to them and will not compel me to exercise due diligence when managing their case. Cases like these do affect every aspect of one's life as they often occur at the hands of someone they trust and care for. Fortunately for our society, the Paul Bernardo's of the world are very rare. But when he was violating the very core of our values and what we value the most as a society our children and loved ones, impeding our freedom and causing us to change our behaviour we (as a society) were prepared to assist and exhaust every resource in order to have things the way they were before. We did not like feeling vulnerable. Imagine feeling like this in your own home and even though you changed your behaviour to protect yourself it is not enough - it is never enough. You have no resources, no friends or family to help and no safe place to go. Imagine having two, three or four children to care for. Metaphorically, these precious gems are now an anchor. Imagine having a physically and/or developmentally challenged child as Gillian Hadley did. We can and must do better. Throughout my secondment and my involvement in the Hadley Inquest I experienced first hand just how pervasive this problem is. I received countless phone calls from women who felt they were also another "Gillian Hadley" and believed that I was the only officer that would listen and help them. The calls to the Centre seeking my assistance were also numerous and there was no staff to assist. I ( received calls from Kitchener to Kingston and as far away as Calgary. Even though this \" was a very difficult and tiring time forme it highlighted several points. First, victims will seek the assistance of the police if they believe they will be treated by an officer who is knowledgeable about domestic violence. If a victim is treated with objectivity and respect then she will ask for help again if required and as previously stated, this intervention can only be of assistance to all concerned. If children witness the violence directly or indirectly aMa best practices police respÒnse is-employed this-can help minimize the trauma to the child(ren) and reinforce society's belief that violence in any form is not acceptable. This is an extremely important lesson for children to learn as the number one most powerful predictor for domestic violence is that it is a learned behaviour. According to Dr: Peter Jaffe, an accomplished author in this field and the Director of the Family Court Clinic - Children's Services and the Centre for Children and Family Justice Services in London, Ontario the best predictor of a batterer is witnessing violence in the family of origin. Secondly, a woman must be believed until an officer obtains evidence to the contrary. Rememberthe previous statistic from 1981 whereby a woman is physiCally abused on average thirty five times before she calls the Police. Do not minimalize or trivialize her concerns. This error could be a fatal one. Her physical safety and that of her children must be the first priority. If you believe she is in danger than do everything possible to help her and the children. If you truly want to help the children then you must help the mother for they go hand in hand. As the elected officials of the community you serve you have been entrusted with the development of sàfe and prosperous communities. In order teachieve this you must become knowledgeable about the statistical informati.on as it relates to your particular community. Under the Police Services Act a Police Force shall have a crime analysis, call analysis and public disorder analysis capacity to ascertain and evaluate the crime activity in your jurisdiction. This will enable you to allocate valuable resources 6 appropriately. If the data reveals that you have a problem with domestic violence in your community be aware of the statistic by O.A.I.T.H. that 70 to 75% of those experiencing abuse do not become involved in the judicial system. If the data does not reveal significant findings then I strongly urge you to assess the methodology used. According to The Centre for Research on Violence Against Women and Children (1995) the financial cost to society of violence against women has been estimated to exceed $4 billion annually in Canada. If you think your community is exempt think again for it is as diverse as the community you and I serve. At the Municipal level you have the power and authority to assist in the acquisition of land or a site to implement a safe place for women and children in your community. Additionally, you can facilitate the zoning and site plan approval process as well as the building permits. The establishment of a shelter in your community should be a priority. According to the evidence tendered at the Hadley Inquest by Dr. Jaffe, of the women who have been murdered in the Province forty nine per cent have been murdered within two months of leaving their abusive partner. Thirty two per cent have been murdered within two to twelve months of separation. In essence, if you are an abused woman you have less than a fifty per cent chance of surviving an abusive relationship if you try to break free. Conversely, the- average stay for a woman and her children is approximatety two months. Shelters offer an essential service by providing protection, counselling and support services during a critical and dangerous time period. If you become knowledgeable abo'ut this area then you can deescalate the concerns of your constituents who will support the implementation of a shelter in their community as long as it is not in their backyard. This N.I.M.B.Y (not in my backyard) attitude needs to be refuted by the leaders in our community. John Wallace was the neighbour who unselfishly tried to assist Gillian Hadley along with Noel Gordon the day she was murdered. He has stated publicly, "I learned something about Ralph Hadley's mind that day. A neighbour and I engaged him and he had no interest in hurting us. I got in his face to try and calm him down, but he wouldn't be calmed down." Mr. Wallace further stated,"Someone coming into a neighbourhoo"d waving a gun around. That's the- Hollywood version." Mr. Wallace talks about his involvement as a life altering experience and has become a friend and advocate on behalf of those in our community who need the shelter and for those who have been_ silenced forever. He also learned a valuable lesson in that no one, except for police officers is at a greater risk of being harmed or killed than the partner of the abuser. Ralph Hadley was an inadequate person and he had convinced himself with the assistance of members of his and Gillian's family of the rightness and the justice of his actions. He had depersonalized and demonized Gillian. Ralph Hadley did not have to behave in this manner as he was not insane or delusional. He chose to do what he did. As a society we can sympathize with those who have been abused as they may have deep psychological problems but as an adult we are not compelled as a result of this background to hunt, hurt or kill others, particularly women and children. The Inquest emphasized the need for a sense of personal responsibility for what we do and what we don't do. Once a woman and her children are ready to leave a shelter they need to acquire affordable, safe housing. The Municipal government can offer tremendous assistance in this area by ensuring that Municipal Housing Authorities allocate a percentage of their units for the specific needs of abused women and their children. Also, implementing increased lighting and security provisions for these particular units will decrease the vulnerability of these women and children. Municipalities can further seek the c ,/ ( "--- ( 7 assistance of developers by offering incentives to create emergency and second stage housing within a development. An excellent example of such a partnership occurred in Milton, Ontario between Mattamy Homes and the Halton Women's Place. This new facility will provide much needed emergency beds in the community. According to the Report to the Attorney General of Ontario by the Domestic Violence Review committee "transitional supports" such as housing, income support, child support, child care, legal aid, longer term counseling, education and training need to be accessible so that a woman and her children can establish a new life separate from the abuser. Municipalities can address this issue by assessing the current transportation system and implementing a fee for service with local taxi companies at a reduced rate if the woman has clearly been identified as a woman in need of assistance by the staff of these transitional support services. Conversely, if more agencies are situated in one location then we can truly service these clients more efficiently and effectively by providing minimal disruption to the client who is already experiencing enough difficulty in her and her child(ren's) life. The coordination of services in one location would also be a significant improvement towards a seamless response and would also alleviate the woman from having to tell her story time and time again to various- agencies, which can be very traumatic and ultimately immobilizing. Denial, embarrassment, shame and fear are some of the feelings that have been cited as serious impediments by abused wOf1len in obtaining assistance. Implementing a system that is staffed by personnel trained on domestic violence is critical towards ending the cycle of violence in our communities. This could also be of personal assistance and benefit to your staff and your organization as women are still disproportionately represented in the service sector. This powerful course of action would be precedent setting and would demonstrate to your employees how much you value them both personally and prof~ssionally. The events of September 11, 2001 compelled us to reassess our values and our priorities. Initially, the loss of life and devastation was inconceivable. The subsequent effects of losing such valuable members of our spciety is being felt by every prefession. - - If we truly want to decrease the incidents of domestic violence and any form of violence in our èommunity then we must implement programs in our schools and communities that would identify and support children at risk. A typical child spends most of his/her time in two environments: the home and the school. A zero tolerance policy towards violence in our schools has been in effect since the mid 1980s. As one Board Chair stated in a newspaper article that questioned the safeness of schools despite the reported cases of violence, 'This is a community issue. Schools do not teach violence" (1994). The effects of just witnessing violence are well documented. According to the report by The Joint Committee on Domestic Violence, children who are exposed to domestic violence may suffer short and long term behavioural, emotional, physical, and Psychological consequences. As previously stated by Dr. Jaffe, the best predictor of a batterer is witnessing violence in the family of origin. If violence is learned then it can be unlearned. If we provide our educational system with the resources to assist children at risk and implement community based programs to enhance the inteNention then we will effectively reduce violence at every level and the costs associated to addressing this issue. Domestic violence Occurs in the home and has a generational effect therefore, it is essential that we recognize this fact and react appropriately. Focusing on children exposed to domestic violence will eventually reduce all forms of 8 violence from occurring in our communities. If we, as a society continue to focus primarily on a child's behaviour as opposed to the overall development of a child then (' we will continue to fail the child and society. We will continue to allocate our valuable \ resources reactively and at the expense of those more deserving in our community. We will continue to suffer as a community and continue to be victims of crime. As elected officials representing your communities, you have the authority and ability to make our homes, schools and communities a safe and productive place to live and work. Nowhere is this more applicable than at the Municipal level of government. You determine how your community will develop. Your position and judgment affects issues such as policing, the infrastructure, the allocation of funds, the residential and commercial development, etc. You have a tremendous responsibility but you are not alone as this responsibility lies with each and every one of us. With this in mind, I would like to close by sharing a quote by George Washington Carver that upon reflection says so much: How far you go in life depends on your being t~nder with the young, compassionate with the aged, sympathetic with the striving, and tolerant of the weak and the strong. Because some day in life you will have been all of these. Respectfully, PC Cheryl Carter c c "·tI r h··...·'" ·r. v· .. ·n .- .~..... I.re ... --...".,-·v I.... ,. , ~ ~ ,. - , ~-, - , i "" ~ I ~ II <f f) T '" ¡ ",.. c" !';>Jm... n' - v~." I", Y é Crime Its Victims and Your Community Presented by Cst Cb91Yf Carter hlpt19.2tI02 /"'- ! \ Victims Bill of Rights ~19.200:2 Domestic Violence & Sexual Assaults DRPS kick starts shetter project Resources must be available in every community Innovative shelter, set for Durham __O>~..... --..........M07_ Au¡µ¡l19.2D02 é a " . h . ... . 0." .. .... r ...~ ",I J C. .1... ," . ~-'~ ~. :' - :-,. '( I ~ i! C f) T S r,- c 0 :rn) m u "" , y~~ " 'D : ~ Introduction Victims of crime should be treated with compassion & fairness Enshrined in Victim's Bill of Rights, but with limitations ~ 9,20C2 Domestic Violence & Sexual Assaults Majo-r social issue Provincial legislation calls for standardized, specialized police response ~1B.2002 Domestic Violence & Sexual Assaults Hemoutie Raghunauth Gillian Hadley Marcia & Danlelle Harmon Andrea Schneider Au.p!19,2D02 1 d ~ t ft a '" t. II ¡·o n at: 0 0 t ¡ e. . e , yr. . 3;"'- ^ " " Ì' .... ' :;' 1.."CfiT$ ',,~ "o"PJmun¡1y~~"r"IY è Ontario Women Murdered Since 1981 75% .In Residence .other A¡ pt19.2D02 Durham Region Statistics 240-250 DV incidents per month (8 per day) We lay charges in 1/3 of cases We are committed to improving linkages in our community Au¡uSl19,2D02 èj~ Into t ~ ""cI f:¥:-5 ;;:;..... - --_.._---_--....-~ ~~~¡kir:;¡¡r§:Ii'<\í~tJf""". AU jIIõl19,2002 11 d ~ , ham t. II I 0 " a 1 . 0 r t c. .. t . t e . :.,:, . ,~ , - '~ I B ~ d" f 5 (n"' CD';)", u ",I ^t y~~ <' J t' Y è The Additional Dangers DV is #2 killer of Police Officers Officers universally agree DVs are among the most dangerous calls to handle Au9JSl19,2D02 d II r ~ ... t. II Ion. I . 0 1 c e . n r Y ¡ 0 . ;:'~. , ' '. :~ r , ~ , , Ie'" d " T S I"r C o,p) m u ,,<1 t y~~ '" f" f } è Durham Region Experiences Reactive vs. Proactive Like any health issue, costs are far greater in Reactive c ~i9.2002 '" Ä'f .;1 Durham Region Experience Proud to be the UDomestic Queen" Treat victims with respect they deserve uGems tum into Anchors" Au¢19,2OCI2 " , , , " '- 2 é <lurbo.IO '<vlonol 0011.. ..,..Ie.. . - . <--' '!-" ' '- i" '" J '" '" d Ð r~ "~,, o.mJrn J n,1 1 }~"" J,,! " Durham Region Experience Compassionate police work builds brtdges in the community 35x Rule Au¡;uot19.2CC2 " What Community Leaders Can Do . De-NIMBY your neighbours . Abusers live among us - the statistics prove this! .. Abuse rarely happens "out in the open" AuQust19,2002 " Å...,... W·;i( What Community Leaders Can Do School & community programs to identify children at rtsk We must un-Ieam Domestic Violence Our children ARE the future! ~19.2002 " ê <fo'b... '.glonol ,,"llco '.,,,I,,a . '- " . - J0', I " " c! M r ~ ,~? cop) m -IJ nil y~~ " ( f) r , What Community Leaders Can Do PSA requires your Service to have technical ability to track & analyze criminal activity Determine state of problem in your community Use your Planning powers to assist with new shelters ~19,2D02 " What Community Leaders Can Do Champion the construction of affordable housing Look at innovative approaches with private sector Review transitional support services A!I;œt19.2002 " Thank You! Al.:¡µ;t1Ð,2002 " 3 , , A18 . TORONTO ; '.::;\ÿ , ,-,'I~,',' J.~ ;~ 'I ~." " ! " 'J } Innovative sbelter set ,·forDurham 1 d~ .~ J. :?: ,~~ :lJ~" :i~ ;,:; ~-;,~ ':~ Abused w(}men to' encòunter police orisite,' one óf whQm has her own story of abuse, ~Y GAY ,l\BBATE I~ :l' ; i A women's shelter slated to open in, Durham Region this yeàr will be the ÏirSt in Ontario to have police offi, térs on the premises. . . Specially trained police will be" assigned an office in" the -shelter, but they Will not be. in the living areas of abused woman and èhiI- dren, 's'lid Detective C~nstable 'Cheryl Carter. ~It's a pilot pIOjë1:t,,~ saiji the six- year veteran, with the :Durham Re- gión Police-Service. "We want totty it out, and if it doesn't work, we'll pUllout" ,. '. On-sire police are expected to serve several purposes, along with, providing a, sense of secUrity, Det. -Consril.ble Carter, who is spear- heading the drive to ,måke the shel- ter à rè'!lity, said police will wOrk with couns,eilorsand be available to help wpmen considered at risk of further abúse. ", "Our statistics ,show that when pólli::e, are invOlved, the' vio!erice decreases," she said.. The shelter Will be the first, ill Ajax and only the second refuge for abused women in Durham Region. The'otherisin Osha"'a. ' The critical need for more shek; ters in Durham was póignantJy highlighted at. the recent coroner's inquest' into' the: death of;Gilliall Hadley. The jury is still deliberating its reconunendations, " , : The inquest heard that there was nb plàce for Ms. Hadley to escape her estJ;allged abusive husl?and. The .oshawa shelter' is not wheei- chair accessible and she had a disa- hlprl rhilrf" Sn ~he was -still in the n " i ~, .' 1.:1 ' ~~ ,j'¡ matrimonial, hofuewhel1 ,Ràrp~t HadThy broke ,in and fåtally shot l!erj~ in June of 2000. , ,',,' :i, ,Det Constable' Carier said no); anecan say whether Ms.. HadleÝ( would be alive today if the neW ,spelter had existed two years ago~, What the officer sa.ys she knoW'! fo( certain is the great need fora.riotherë .. shelter. "There are five to seven, bail! hMrings a day in Durham for do";j mesticviolerice." . . ", .'t FOIIL other _women in the regiort;; have died at the hands of theli:'i! abusers since Ms. Hadley.", , Four months after her death, oJ pre~t Hemoutie Raghuna.uth of~ Pickering was ldlled -by her husc::1 band. ' .- Marcia Harmon and her-six-yew\ old daughter, Danielle; were:tJeaten,:¡ to, death in their Pickering home hý/ Ms. Harmon's husband ií,-March,1' 2001. . '. . - . ;t , And ni Mayof the saine year, Aile 4 drea Schneider of Ajax was killed by" hercpmmon-lawhusbànd. :,~ . On: Monday night, the, shelter;':: pas~ed itsbigg"sthurd)e whenAjro!-, co1incil agreed to sell'its' boardofi' . directors a p).ibÌicly owned bnildiÌl~§i ; for, $640,000. ,Coùncil also m~de a't ; $20,OO(} donation. ' ':.j , Det Constablè .carrer was .~~ , signed to organize.tb.è shelter ~e.~, ~ cause of, her police work Wltbj?.. victims of physical arid, sexllai, abuse-.!-. " - . .':~~~, But she also has an understand~.1 ing of abused women and childteiF! that other þoliteofficers m,;y nõf'~' have: She grew up man abusive,:; home and was.a victirrL ,-': '::, . , ,uI can show women that i:notiri.~:~.~ tirins are climhable," she said: ')'t MONDA ~ August 19, 2002 4:30 p.m. to 5:00 p.m. REMARKS BY: THE HONOURABLE ERNIE EVES PREMIER OF ONTARIO Notes for remarks by Ernie Eves, Ontario's Premier Association of Municipalities of Ontario August 19, 2002 CHECK AGAINST DELIVERY Thank you. It's a pleasure to be here with municipal leaders from all across our great province. Over the years, "ve lived in towns and cities in the 905, 519, 705 and 416 area codes. I've lived in Windsor, Parry Sound, Muskoka Lakes, Toronto and Caledon East, just to name a few. As someone who has / lived in a few different Ontario towns and cities, one thing I've learned is ( . that it's not where you live that's important. There are some things you can find in every community. From Dryden to Dunnville and from Windsor to Cornwall, people value the same things: a good job, family and friends, a lifestyle second to none with future opportunities for success. And that's where you come in. Your hard work has helped Ontario attract business, create jobs and build a great quality of life. You've created communities where families enjoy happy and fulfilling lives. I know you spend long hours at your jobs, and that life in the public eye isn't always easy. You may not hear it expressed often, but let me assure you: I appreciate all your efforts and your commitment to Ontario's citizens across the province. Your theme for this year's conference is "Municipalities in Motion," and I Premier's Speeches: Speech to the Association of Municipalities of Ontario Page 2 can't imagine a more appropriate title. Many of the tough decisions that (" needed to be made are behind us, we're gathering momentum and I believe we're moving ahead into a bright future. So today, I'd like to speak with you about what the future holds for Ontario's municipalities and for provincial-municipal relations. First, I'll talk about where we've been. Second, I'll discuss where we are now. And third, I'll suggest where I think Ontario's municipalities will be over the next few years. Before I get too far into my speech, I want to take a small detour. In 1995, Ontario was headed in the wrong direction and we pointed the province down the path of fiscal responsibility. But fiscal responsibility was only a means to an end, not the ultimate goal. It was our goal to make Ontario strong again. We didn't cut taxes for the sake of cutting taxes, we did it to stimulate the economy and create jobs. We didn't just streamline government for ( the sake of efficiency, but to better serve our citizens. And we didn't just ~...... restructure municipalities for the sake of restructuring, but because we knew it would pay real dividends down the road. Those were the right decisions for the time and they were necessary, though, I'll admit, not always popular. But we stood by our beliefs knowing they would lead to a better quality of life for all Ontarians. Today we are starting to realize those benefits. All of our hard work is paying off. Our province is stronger than ever. Although there will always be challenges, I am confident that all levels of government can work together to meet them. One person who has been instrumental in building a new era of provincial-municipal co-operation is Minister Chris Hodgson. I know you share my respect for his integrity and abilities, which is why I was pleased to continue his appointment as Minister of Municipal Affairs and Housing so that we can keep building stronger provincial-municipal ties. Chris will be speaking to you tomorrow about some important and timely issues. I hope that most of you will be there to hear what he has to say. c Premier's Speeches: Speech to the Association of Municipalities of Ontario Page 3 Which brings me to my second point: Where we are now. Earlier. I alluded to the challenges municipalities face. I'm proud to say that we're facing those challenges together. Recently, our government was able to work with other provincial parties, union leaders and the City of Toronto to end the city workers' strike. But we've been working steadily for some time. After consulting extensively with municipalities, the Province moved forward and gave you the Municipal Act that you've been asking governments to deliver for 150 years. Anq a week after we passed the new act. your association and the govemment issued a memorandum of understanding, which ensures that consultation and co-operation on policy issues remain the hallmarks of provincial-municipal relations, hopefully for the next 150 years or more. '-. We're listening to the needs of municipalities. That's why our govemment is investing more than $1.6 billion in municipal infrastructure over the next five years and over $3 billion in transit over the next 10 years. Our government established Smart Growth Panels - in fact we just . announced the members of the eastern and western panels on Friday _ to help build even better communities, a stronger economy and a clean, healthy environment for all Ontarians. I would like to take this opportunity to thank Mississauga Mayor Hazel McCallion and all the Central Ontario Smart Growth Panel members for their recommendations on tackling gridlock in central Ontario. Large-scale problems need large-scale solutions. Hazel recognizes the importance of all levels of government working together. There is no doubt that working together has helped our communities become stronger. //... \ But despite the gains we've made so far, I think we can all agree that there is still more that needs to be done. The fiscal challenges facing communities are real and they are pressing. Appropriate funding is necessary to help municipalities build new sewers and roads. Premier's Speeches: Speech to the Association of Municipalities of Ontario Page 4 I know some municipalities struggle to balance the need for infrastructure with the cost to taxpayers. I believe that we all must work harder to invest in infrastructure in order to ensure future growth. And where municipalities choose to use bonds to support infrastructure projects, they should pay an interest rate that is fair and does not entail a tax windfall to the provincial or federal governments. That's why our government will introduce legislation providing a provincial tax exemption to investors in opportunity bonds that will support infrastructure development. Associate Minister of Municipal Affairs and Housing responsible for Urban Issues, Tina Molinari, and Parliamentary Assistant to the Minister of Finance, Ted Chudleigh. will start consultations on the overall design of the opportunity bond initiative. We want to hear from municipalities about how this opportunity could be used, and from investors about their interest in supporting long-term local infrastructure. To help defray the entry costs into the bond market - especially for smaller or northern municipalities - I believe that it makes sense to pool our finances. That's why today I'm announcing the creation of an Ontario Municipal Economic Infrastructure Financing Authority. I am also announcing an initial capital injection of $1 billion to get the financing authority off to the best possible start. This will create a pool of capital that can be accessed by municipalities at substantially lower interest rates, Future expansions of this fund will come as the financing authority issues opportunity bonds. I am also announcing that the initial capital infusion can be used to subsidize 50 per cent of the interest costs of any funds borrowed through the new financing authority. The Ontario Clean Water Agency (OCWA) will work with the new authority to provide financing for municipal sewage and water infrastructure projects. OCWA will provide an additional $120 million to be fully dedicated to water and sewage projects. In the coming weeks and months, Minister Hodgson, with support from Minister Ecker, will put together an advisory team made up of municipal, ( "'.. i· I \...... i Premier's Speeches: Speech to the Association of Municipalities of Ontario Page 5 provincial and, if Possible, federal leaders, to help create the financing authority. We intend to have the fund in place to support capital financing in the 2003 budget year. I grew up in small-town Ontario. I campaigned on rural and municipal issues when I sought the leadership of my party. I represent part of small-town Ontario in the legislature. One of my first acts as Premier was appointing Brian Coburn as Associate Minister of Municipal Affairs and Housing with responsibility for rural issues. Because rural issues - and municipal issues generally - have my full attention. I believe all communities in Ontario should be able to take full advantage of Ontario's economic success. And I believe governments at all levels must work harder to create a favourable economic climate in small-town Ontario. That's why our government will create tax-incentive zones. I am announcing today that we will start with six pilot projects across the province. We want to hear from Ontario communities that are interested in pursuing this exciting opportunity. These zones will encourage both large and small businesses to invest, relocate or expand in communities, creating economic growth and giving young people the opportunity to live, work, raise a family and give something back to the communities where they grew up. In addition to these pilot sites, we will also consult on the design of a tax incentive zone program. Brian Coburn and Ted Chudleigh will be convening roundtables of community and business leaders to discuss this issue. They will report the results of their consultations by the end of the year. We know that tax incentive zones are a long-term investment. We expect the designations could last up to 10 years to ensure that businesses can become competitive. We also know that we may need to customize the incentives available to different communities and to different sectors of the economy. We want your input and advice on how to make this initiative a success in rural and northern Ontario. Premier's Speeches: Speech to the Associaûon of Municipalities of Ontario Page 6 As many of you already know, I have made it a priority to carry out all of ( Justice O'Connor's recommendations. We will ensure that Ontario has the toughest standards in the world for safe, clean drinking water and that those standards are enforced. We have already taken action. In the 2002 budget, we committed $245 million to help improve water . quality across Ontario. This is in addition to the over $30 million already invested in Operation Clean Water for initiatives such as doubling the number of water inspectors in the province. Our government will deliver on our throne speech and budget commitments to establish the $50 million Clean Water Legacy Trust and the Clean Water Centre of Excellence, to be located in the town of Walkerton. The Centre of Excellence will provide access to the best scientific knowledge, research, technology and training in the management and monitoring of our drinking water. The Centre of Excellence will provide expert advice and guidance on future water quality initiatives, which is why our government is committed to moving ahead this fall. I have asked Bill Murdoch, the member representing Walkerton and Parliamentary Assistant to the Minister of the Environment, to lead a working group to develop and implement details of the centre's mandate, with the goal of creating an invaluable resource facility that will ensure Ontario is a world leader in water quality. In the spring session, we reaffirmed our commitment to clean water by passing the Nutrient Management Act, fulfilling Justice O'Connor's recommendation that farming be done responsibly and that groundwater be protected. This fall, the Minister of the Environment will begin consultations on a new Safe Drinking Water Act. I have asked Minister Chris Stockwell to work with our colleague across the floor, NDP MPP Marilyn Churley, to ensure that the act creates strict new safety standards and enhances the Ministry of the Environment's monitoring, reporting and enforcement powers. ( '.. ¡ , \~.. Premier's Speeches: Speech to the Association of Municipalities of Ontario Page 7 , Marilyn first introduced the idea of a safe drinking water act in a private member's bill. She should be applauded for her efforts and receive appropriate credit. Moving ahead with a plan for sustainable water and sewage is another major part of our legislative agenda. We will ensure that you have the resources to support infrastructure and the safe operation of water and sewage plants across Ontario. ( .".. Safe drinking water is a priority for our government and we are working in consultation with municipalities, key stakeholders and the public to make Ontario the best place in the world to live, work and raise a family. So, where will we be in the future? That is my third point. Our government will continue to improve on its track record of working co-operatively with the federal government to help make Ontario even stronger. For example, atthe recent Premier's conference in Halifax, I called on the federal government to join with provinces and territories in a new funding partnership for health care. We must co-operate to renew and sustain our health care system. This is not a partisan issue. It is not a provincial issue. It is an issue affecting the life and health of each and every Canadian. Our government will continue to work with the federal government and find workable solutions for our health care system because it is so important to Canadians and our way of life. Our government will continue working with you to further define our mutual responsibilities. Responding to your concerns, we will be fine- tuning the new Municipal Act this fall in preparation for its proclamation in January 2003. By clarifying terms and areas of responsibility, we will ensure the act is up-to-date and effective. I can say with absolute certainty that our government will continue to work closely with you to help meet your need for new investments in water-related infrastructure. That's why our government introduced Bill 155, the Sustainable Water and Sewage Systems Act. If passed, this bill would encourage the full- cost pricing of water, which in turn will give us the resources we need to replace ageing water treatment and sewage facilities. ,Premier's Speeches: Speech to the Associaûon ofMunicipaliûes of Ontario Page 8 At one time, we used to take our fresh water resources for granted. Today, we all realize that in order to pass along those resources to our children and grandchildren, we must make responsible choices now. We consulted with municipalities as we drafted this bill. I'm proud to say the process has resulted in legislation that would allow us to invest in infrastructure over the long term, while encouraging conservation and creating more reasonable demand in the short term. A renewed spirit of co-operation among all levels of government will lead to a new era of prosperity for Ontario's municipalities, rural and urban alike. I \.. Helen Johns, Brian Coburn and Jim Wilson all understand how important rural Ontario is to the very fabric of our society, our history and our roots as a nation and province. Together with Chris Hodgson, they are working with you to meet the challenges before us. Chris has been adamant that you have the tools and resources to deal l with important infrastructure like roads and bridges - he'll touch on / those issues tomorrow. Our urban municipalities play an equally important role in Ontario's traditions and future. You have a great advocate in Tina Molinari. Our cities represent the broad spectrum of cultural and economic diversity in Ontario today. They are much more than the heart of industry and commerce. They are a reflection of who we have been, who we are, and who we aspire to be. We need to act to respond to the challenges facing our cities and urban centers today. To plan for the future our urban municipalities must have the ability to meet those challenges. Hazel's Smart Growth Panel has started to move us down that road. Urban transit is a vital part of that future. We are all going to have to be part of the solution. I challenge you to I "-... . Premier's Speeches: Speech to the Association ofMunicipaiities of Ontario Page 9 think outside of the box. Robert Fung and others have done this. We need to respond to transportation needs while protecting our environment and encouraging orderly development. . What about ideas like a parking levy dedicated to urban transit infrastructure on behalf of municipalities, as suggested by some? The province is committed to do its part, and I believe the federal govemment will respond as well. Our government is committed to a stronger, more open provincial- municipal relationship. The memorandum of uriderstanding confirms that. A year ago at this conference, the government announced the results of the consultation on the community reinvestment fund. It was clear that the majority of Ontario's municipalities wanted to keep this fund in its current form, with more timely notice of funding allocations. That's why we responded by giving municipalities their notices of 2002 allocations well in advance of the beginning of their fiscal year. We will continue this commitment for the 2003 allocations. That's also why I would welcome a dialogue with your organization on how multi-year funding could be introduced into your planning and budget cycles. These suggestions that I've made today are only a beginning. I'm prepared to consider other methods of revenue sharing among municipalities, the province and the federal government, provided that they are equitable, make sense and are responsible to taxpayers. I promise to keep working hard on behalf of Ontario's municipal sector. To work together with your organization, the federal government, and the private sector, to address 21st century challenges and help your communities, our province, remain strong far into the 22nd century. Let's begin that journey together today. I invite you to attend our party's reception in the Territories Room on the main floor following this speech. Many members of our Cabinet and Caucus will be there along with me to talk, listen and exchange ideas. .Premier's Speeches: Speech to the Association of Municipaiities of Ontario Page 10 Ladies and gentlemen, when it comes to issues like health care, clean ( water, creating jobs or helping people build better lives, there is no such thing as a municipal or a provincial or a federal matter. There are only citizen matters. As leaders, we share the burden and responsibility that comes with leadership. Each day, we wake up with the opportunity to protect someorie's rights _ and the possibility that we may fail to do so. We are faced with the responsibility of representing all our constituents _ and the impossibility of pleasing all of them. We are called to improve citizens' lives - but we sometimes lack the resources to get the job done. We're faced with enormous challenges. But you have my word that we will face them together. c Ladies and gentlemen, there is no doubt that Ontario's municipalities are in motion. But where we go depends upon all of us, working together to steer our towns and cities into the future. Working together to face any challenges that come our way. Working together to attract business, create jobs and create communities where citizens enjoy happy and fulfilling lives. Working together to make Ontario strong for years to come. Thank you. c TUESDA ~ August 20, 2002 9:00 a.m. to 9:45 a.m. THE OPPOSITION SPEAKS Howard Hampton, Leader of the NDP Party and MPP Kenora-Rainy River David Caplan, Liberal Municipal Affairs Critic and MPP Don Valley East REMARKS BY: HOWARD HAMPTON, LEADER OF THE NDP PARTY AND C. MPP KENORA-RAINY RIVER Howard Hampton Speech to AMO Tuesday, August 20, 2002 o Municipalities and municipal politicians are feeling the squeeze. The Conservative government's downloading and forced amalgamations have put new financial pressures on the municipalities, without providing any new tools or resources. o Your hands are tied with the same old source of funding, which has quickly become inadequate to meet the new pressures you are facing. o The problems facing municipalities across Ontario are legion _ infrastructure that needs to be repaired, affordable housing that has to be built, social problems to be solved, nuisance bears to be relocated, threats to water quality and quantity, inadequate funding for your recycling programs, and the list goes on. o In the face of these real problems and a real need to have your fiscal ( handcuffs removed, the federal Liberals are using the issue as a political football- tossing ideas for solutions back and forth, but you'll notice they haven't committed to anything. o We might here more from Mr. Caplan after me, but to date the Ontario Liberals haven't even proposed anything, with the exception ofMcGuinty's startling revelation that traffic has been badly managed, and that we need a "responsible approach" to sprawl. But no details. OWe know what the Ontario Conservative policy is. Downloading is a nice word for forcing someone else to take on the expense and responsibility, while keeping the revenue for yourself. It's a great way to balance the budget, as long as you have a scapegoat to blame. ( ; , '-.- o The Conservatives have squeezed school boards and municipalities in this province, and called it financial management. o I call it government by The Sopranos. o The New Democratic Party has been consistent and clear in proposing detailed solutions to what many are calling a crisis amongst municipalities. o Our response is that we need to provide municipalities with more options for developing solutions and you need to have more money to do it with. o The key issue really is funding. Tinkering is not what this situation calls for. The NDP would fund municipalities through gas tax revenues and land transfer tax revenues, and would explore other possible sources such as hotel tax, and limited income or sales taxes. All of these would be without offset with provincial tax decreases, so ( '. there would be no impact on the public taxes. o In January, we released "A Brighter Idea for Ontario's Cities: An NDP Urban Vision for the 21 st Century", and Michael Prue, Urban Affairs and GTA Critic and MPP for Beaches-East York, has been discussing it with municipal leaders across this province, including Mayor Hazel McCallion just last week. ( o Municipalities' feedback has resulted in several revisions, which are available both on our web site, and I brought copies for anyone who is interested. This is a work in progress, but the core ideas are clear, and deal with the vital issues of transit, housing, water, infrastructure, the environment, and the list goes on. An NDP government would immediately implement the a series of concrete measures to support municipalities: \. · In dealing with gridlock and underfunded transit, we would create an Ontario Transportation Trust Fund, taking two cents per litre ITom the existing - not additional, but ITom existing - gas tax and devoting 60 per cent to transit capital and operating and 40 per cent to road maintenance. · The transit money would be divided among municipalities by ridership and the roads money would be allocated by population. Municipalities would have the option of using all or part of the roads money for transit. · This proposal would generate approximately $180 million per year for transit and $120 million per year for roads in Ontario. · Housing is another pressing issue, and we have listened to municipalities in developing a series of policies that will allow them to meet the challenge, such as: o Allowing them to prevent demolition or conversion of affordable ( rental housing o Implement a two-year rent freeze and re-establish rent control. o Fund at least 8000 housing units per year by non-profit and co-op organizations, and provide provincial land not needed for government purposes for non-profit housing. o Fund 2800 units of supportive housing for the homeless, including assistance with mental health and addiction issues. \, . You can't live without water, and municipal water systems are under pressure to maintain aging infrastructure, implement new treatment standards, protect water sources from contamination, and ensure quality testing. . The most recent budget shows that the government was unable to flow the bulk ofthe money for water projects through to municipalities. They underspent by over $150 million dollars on c infrastructure projects, most of them water and wastewater projects. Instead of fixing the problem of complicated approvals and speed up the flow of money, they opted to extend the deadlines for municipalities to meet the new requirements. · They've hired a few more water system inspectors, but they have fired the scientific heart of the Ministry of the Environment _ making it almost impossible for us to be proactive in developing solutions to ¡T" \ '.. problems. · The government has deregulated water testing and privatized the labs, which has in part resulted in the tragedy of Walkerton, and the recent private water testing fiascos. It's no wonder that citizens are concerned about water quality and quantity. · The government has promised to implement all the recommendations of the Walkerton Inquiry report, but has so far failed to get down to business. (- . They promised to pass Marilyn Churley's Safe Drinking Water Act in the last budget, but have failed to even send it to committee for discussion. . The NDP would immediately re-open the public water testing labs and restore the scientific heart of the Ministry by rehiring scientists. . The NDP would immediately pass the Safe Drinking Water Act, ( \.." which includes: o Mandatory notification and public infonnation about water quality easily accessible to communities. o Creates a Water Advisory Council to advise the Minister on water issues and requires that research be done in the area of water. o Creates a dedicated Safe Drinking Water fund to assist municipalities with water projects. ( ~. · The issue of downloading has affected all municipalities, not just the big cities of Toronto and Ottawa. An example of this is nuisance bears, which the government stopped taking responsibility for and said to the municipalities - you take care of nuisance bears. Never mind that many municipalities don't have the resources or the expertise to trap and relocate a bear. · Yet the provincial government still collects almost $2 million in ". licenses and other fees collected from the bear hunt, even though they i \ don't provide one cent of that to municipalities to deal with bears. · The NÐP proposal for dealing with nuisance bears is to take all the money collected from the bear hunt and dedicate that to municipalities so they can safely and effectively deal with nuisance bears. o And the list goes on, but you get the picture. Municipalities are getting the short end of the stick - all the responsibility without the funding or power to make decisions. The Conservative government, on the other hand, is like a spoiled teenager - keeping all the money without having any of the responsibility. o There are many other examples of this dysfunctional pattern: childcare funding, schools, recycling programs and waste diversion, hydro, and so on. o These are all issues that the NDP has addressed head on with Bright Ideas and Bold Leadership. ( o Please visit our web site - www.abrighteridea.ca - to see these Bright Ideas in more detail. o Thank you very much for the opportunity to speak to you today, I know you have a full day of discussing these challenges and tough Issues. REMARKS BY: DA VID CAPLAN, LIBERAL MUNICIPAL AFFAIRS CRITIC AND MPP DON VALLEY EAST Check Against Delivery President MuIvale and AMO delegates. Let me first express my appreciation for the invitation and for the opportunity to be with you this moming. I also want to thank Lloyd Churchill for his very kind introduction. Let me also bring greetings ITom my Leader, Dalton McGuinty, and my colleagues in the Liberal Caucus; In preparing for my remarks this morning, Dalton and I spoke at some length about the issues and challenges facing Ontario's municipal leaders. We also discussed the opportunities that lie c ahead. Dalton wanted me to convey to you that he's heard the message ITom municipal leaders everywhere loud and clear. He has heard about the anger and :fi:ustration many of you feel about the lack of direction ITom the provincial government when it comes to the future of our communities. Remarks to the Association of Municipalities of Ontario August 20, 2002 Page 1 of14 He's heard about the pain inflicted on cities and towns because of reckless downloading from the province to you - downloading based more on ideology than on common sense or a clear sense of vision or direction. And he's heard about the desperation many of you face as you try and deliver services with little support from senior levels of governments. Dalton has heard, I have heard, and indeed our entire Caucus has received the same message from municipal leaders from all regions of Ontario. And I'm here to deliver a promise from Dalton McGuinty and our Caucus at Queen's Park. ( '-. We hear you. We are listening. And we are prepared to take action in key policy areas relating to the future of municipal planning, growth and local decision-making. A McGuinty government will make the changes necessary to let you grow your cities and towns with purpose and with vision. ( Remarks to the Association of Mnnicipalities of Ontario Angnst 20, 2002 Page 2 of14 We are making this commitment to you at a time when there is no leadership at the provincial level when it comes to addressing municipal issues. Ontario has endured over 7 years of amalgamations, downloading, and the slow fiscal starvation of our cities. It's hard to turn the clock backwards, but we can shape the future. I'm here to tell you that a Liberal government will begin the important job of helping you as municipal leaders shape the future for you and your communities. ( \, This morning I want to focus on one aspect of the Liberal Party's vision for municipal improvement and renewal and that is the role and function of the Ontario Municipal Board. I want to announce to you today the commitment of Dalton McGuinty and the Ontario Liberals to drastically overhaul the Ontario Municipal Board. Remarks to the Association of Municipalities of Ontario August 20, 2002 Page 3 of 14 I can't tell you how frustrating it has been for us over the past 7 years to see ( decisions that you - our municipa11eaders - being regularly and arbitrarily overruled by a provincial Board that is clearly out of control. Let me be clear - the OMB has become a millstone around the necks of municipalities. It is costing cities and towns a fortune - some more than 2% of their tax levies - to defend themselves at the OMB. The OMB is broken. It's not working and it has lost its way in the wake of political appointments and dubious planning decisions over the years. ( It is clearly unacceptable the Mississauga spends more than $1 million annually to defend its planning decisions. It is outrageous that Caledon alone is expecting to spend at least $1.1 million to go before the board and that Ajax spends $1.4 million, Toronto $5.5 million, and Halton Hills over $400,000. This amounts to millions of dollars province-wide that could be directed towards improving or sustaining municipal services for our communities, or help municipalities avoid tax increases. / \ Remarks to the Association of MnnicipaIities of Ontario Angust 20, 2002 Page 4 of14 Worse still is the fact that the OMB has become inaccessible to the average Ontario citizen. How many of your residents can afford to spend their money fighting decisions at the OMB when it can often cost more than $100,000 to do so? And how many of you in this room first think about the costs of a potential OMB fight when looking at making planning decisions? I know some of you have told me it has made a difference. ( \~"n This can't go on. Our municipalities and our citizens are crying for political leadership at Queen's Park - leadership that recognizes and values the role of elected councils - leadership that recognizes and values the needs of ordinary working families. Dalton McGuinty and the Ontario Liberals are committed to providing this leadership. Remarks to the Association of Municipalities of Ontario August 20, 2002 Page 5 of14 The OMB was intended to be a body that offered a balanced and impartial review of development applications. But, after 7 years of Tory rule, it has veered wildly off-track. It has assumed the role of an ad hoc provincial policy-maker in its rulings - an evolution that to me is unacceptable, autocratic and undermines the role of elected representatives and community consultation. Under a McGuinty government, the OMB will be overhauled and our changes will be guided by three important principles. C· "-"n> The first principle is accountability. The second is respect for local democracy, and the third principle is quite simple, better planning. Here is how the OMB will operate under a McGuinty Liberal government. First, the Ontario Liberals will make the planning process more accountable to our citizens and our municipal leaders. i \,_. Remarks to the Association of Municipalities ofOutario August 20, 2002 Page 6 of14 We will mandate an appeals process that ensures the desires of our municipalities and their citizens are an integral part of the decision-making process. That means that greater weight will be given to your official plans and especially to your municipal boundaries. In our view, it is simply unacceptable that more and more decisions are left in the hands of the OMB. Who is better equipped than municipal decision- makers and their constituents to make decisions on issues like the growth and expansion of their communities? We will also change the rule that forces you, as municipal councils, to vote on development applications within 90 days offiling. The message that we've heard fÌ'om municipal leaders is that the 90 day rule is extremely constraining and creates time compression that restricts the proper consideration of complex plamring issues and adequate public input into these same issues. Remarks to the Association of Municipalities of Ontario August 20, 2002 Page 7of14 We've heard over and over again that municipalities need adequate time to ( study the complex planning issues relating to applications. We've heard that you need adequate time to undertake the appropriate studies, especially on major development applications. We've heard that you need adequate time to evaluate and debate the issues. In short, you need more time. The Ontario Liberals are listening to these concerns and we agree that the 90 day rule needs to be changed. We are committed to working with municipal C leaders and AMO to expand and revise these timelines so they work for you and your communities. Our second principle guiding changes to the OMB is local democracy. As a Caucus and a Party, we are extremely concerned with the erosion of local democracy. We are extremely concerned with the Tory government's / I \~ Remarks to the Association of MnnicipaIities of Ontario Augnst 20, 2002 Page 8 of14 apparent complacency about the manner in which the OMB has encroached on the important role oflocally elected municipal leaders. Dalton McGuinty and the Ontario Liberals will limit the role of the OMB to planning issues that have implications in the broad public interest. You have told us that these decisions should be up to you as democratically elected officials, your citizens, and your community councils. Under a Dalton McGuinty government, these decisions will be yours. What will this change mean for the development process? It will mean fewer matters can go to the OMB. We will make the OMB a far less expensive process and make sure the focus of debate about local planning is at the local level where it belongs and where your constituents can have their voice heard. The process of improving the role of the OMB must also include a review of the make-up of the Board itself. Remarks to the Association ofMunicipaIities of Ontario August 20, 2002 Page 9 of 14 (~ , \ Dalton McGuinty and the Ontario Liberals will eliminate the political appointment ofOMB panel members and bring consistency and more transparency to the Board. We want to develop a process that ensures that potential Board members have the confidence and approval not just of the members of the Ontario Cabinet, but of municipal leaders and other stakeholders. We are committed to making you a part ofthe selection process. Where municipal leaders have been frustrated spectators, we want you to be players C and partners in reforming the OMB and selecting OMB panel members. Under a McGuinty government, we will make this happen. Our government will also look at having longer terms for OMB panel members and we will ensure that their performance is evaluated under a clear and consistent set of standards. c Remarks to the Association of Municipalities of Ontario August 20, 2002 Page 10 of14 This will mean an on-going review of the Board's decisions during their tenn and a set of parameters for their work. We expect that AMO wi11 be a key partner in this regard and will work with a McGuinty government and municipal leaders to focus on continuous improvement in the perfonnance of the OMB. Earlier I mentioned better planning. As part of this principle, I think it is important to tell you where Dalton McGuinty and the Ontario Liberals wi11 make a real difference in the work of the OMB. ( "--.". If we are to demand leadership and clear thinking :trom you, then we have to step up to the plate ourselves. Take the fiasco of the Oak Ridges Moraine as an example. We have to ask ourselves whether that issues should have been before the OMB in the first place. In my view, this matter should have never been there. A clear provincial policy statement that actually gave some direction on the preservation of environmentally important lands coupled with clear Remarks to the Association of Municipalities of Ontario August 20, 2002 Page 11 of14 jurisdictional guidelines for the OMB would have saved many developers and (- " municipalities a lot of money, It is not enough for governments to run in at the last minute waving preservation acts. I completely agree with Jom Barber from the Globe and Mail, who noted at a recent panel that asking the OMB to make decisions in the absence of a comprehensive policy document was equivalent to asking a court to hold trials in the absence of a criminal code. ( The OMB needs a Provincial Policy Statement with clear directives on the protection of farmland and wetlands and clear measures that protect affordable housing. More importantly, we will change the law to make the OMB not just consider it, but adhere to it. ( \ Remarks to the Association of Municipalities of Ontario Angust 20, 2002 Page 12 of14 I know that AMO has been engaged in your own vigorous debate about the role and function of the OMB. On behalf of Dalton, the Liberal Caucus and myself, we very much appreciate and depend on AMO to develop thoughtful and productive solutions and policy alternatives related to municipal planning, growth and community services. And we look forward to the on-going dialogue with AMO about the future of ( our cities, towns and communities, .'-. AsI said from the outset: Dalton McGuinty and the Ontario Liberals are prepared to listen. On sound advice, and well researched, thoughtful and innovative policy options, we are prepared to act. As our dialogue continues with AMO and the municipal leaders from across Ontario, you will be hearing more details on the Liberal Party's vision to address the concerns and needs of municipalities. Remarks to the Association of Municipalities of Ontario Angust 20, 2002 Page 13 of 14 For example, we are currently examining options such as gas tax sharing arrangements and other alternatives to help deal with the crisis in financing municipal infrastructure renewal. You are on the front lines of making municipalities work for the people of Ontario. Your guidance and expertise in these and other pressing municipal issues is very important and highly valued but Dalton McGuinty and the Liberal Caucus at Queen's Park. Thank you again for the opportunity to speak to you this morning. ( Remarks to the Association of MunicipaIities of Ontario August 20, 2002 Page 14 of14 TUESDA ~ AUGUST 20, 2002 9:45 a.m. to 10:00 a.m. PETER J. MARSHALL AWARDS Plaque Awards: Town of Oakville, Interactive Training CD for All Emergency Services Personnel Region of Halton, Housing Help Centre Initiative Towns of Aurora and Newmarket, Consolidation of Fire Services Initiative TUESDA Y, AUGUST 20, 2002 10:30 a.m. to 12:00 Noon MOVING BEYOND MINIMUM HEAL TH AND ENVIRONMENTAL STANDARDS ( David Ostler, Solicitor, Town -of Caledon Brian Hatton, Dirctor of Environmental Services, Region of Waterloo Victor Lim, Manager, Industrial Waste and Stormwater Quality, City of Toronto [ '- MOVING BEYOND MINIMUM HEALTH AND ENVIRONMENTAL STANDARDS DAVID OSTLER TOWN SOLICITOR --., ( TOWN OF CALEDON ,. i ''----- · ASSOCIATION OF MUNICIPALITIES OF ONTARIO ANNUAL CONFERENCE 2002 MuNICIPALITIES IN MOTION MOVING BEYOND MINIMUM STANDARDS: HOW THE "PRECAUTIONARY PRINCIPLE" IS BEING APPLIED lOCAllY , ( '. NON-ESSENTIAL USE OF PESTICIDES David Ostler Town Solicitor Town of Caledon l_ '. 2 THE CALEDON STORY The impetus to move the Town of Caledon beyond minimum standards with respect to the non-essential use of pesticides began in 1999 when the local branch of Healthy Lawns Healthy People started to raise the issue with members of the Town Council. The subject was not new to the Council members because at that time the Town was already involved in the process of eliminating the use of pesticides on its own properties. However, Healthy Lawns Healthy People were looking for the Council to take the next step, and enact a by-law to either ban or at least regulate the non-essential use of pesticides on private property. In support of their position, Healthy Lawns Healthy People provided the Town with copies of a number of studies describing the adverse impact of pesticides on the natural environment and on human health. Although these studies were interesting in a general sense, no definitive conclusions could be drawn from them. In fact, as the Town became more involved in the subject, it became apparent that there were other studies that suggest pesticides do not cause any serious harm. ( ',.. As the subject started to receive more attention through articles in the local newspapers and discussion in the community, Healthy Lawns Healthy People presented the Town with a draft of a possible by-law. Atthat point, Caledon, like other municipalities in Ontario that were becoming involved in the topic, was more inclined towards addressing the use of pesticides through public education, rather than legislation. The reluctance of Caledon, and presumably other municipalities, to enact by-laws right away was due, at least in part, to the fact that the Supreme Court of Canada was about to consider the Hudson case; obviously, the validity of any by-law that might be enacted would be very much dependent upon the Supreme Court's decision. In line with the Town's intent to promote more public awareness with respect to the use of pesticides, the Caledon Council declared a "Pesticide Free Week" in the spring of 2000. The Council has made similar declarations in both 2001 and 2002. Caledon has an area of 270 square miles and much of that land area is devoted to agriculture. It was therefore made clear from early on that any by-law that the Town Council might enact would not apply to the use of pesticides for agricultural purposes. Healthy Lawns Healthy People were in agreement with the Town's position in this regard; the group's primary concern was with respect to the cosmetic or non-essential use of pesticides for aesthetic purposes. ( \ "-.--- Near the end of 2000 the Town Council referred the subject of pesticides to the Caledon Environmental Advisory Committee (CEAC). CEAC is a group that consists primarily of local citizens, several of whom have environmental expertise, and it includes representation from the Council and the Town staff. ., 3 Over the years CEAC has been a very active group, considering and making recommendations to the Town on a number of environmental issues. In this ( instance, CEAC was asked specifically to review the research concerning pesticides, as well as the draft by-law that had been provided to the Town by Healthy Lawns Healthy People. CEAC reported back to the Council with its recommendations early in July of 2001. Among other things, CEAC recommended that the Council enact a by-law regulating the non-essential use of pesticides, with the intention of introducing a total ban in three years time; CEAC provided a draft by-law to the Town, with a recommendation that it should be vetted by the Town staff before being enacted. In its report, CEAC noted that it had decided to include a number of recitals in the proposed by-law conceming the potential affects of pesticides on the natural environment and human health, in order to establish a rationale for the by-law and in order to assist the public in understanding the potential affects of pesticides. CEAC also noted that the definition of pesticides in the by-law should include products in which pesticides are combined with other substances such as fertilizers. The by-law proposed by CEAC would prohibit the use of pesticides between June 15 and September 15 in each year; in the spring and fall pesticides could only be applied in accordance with certain regulations relating to the time of day, temperature, wind speed and proximity to animals, open water and public areas ( and facilities. '. CEAC's draft by-law would not require the issuance of permits, as that was considered to be administratively onerous; however, it would require pre- application warning signs to be posted. CEAC also provided in its draft by-law for the agricultural use of pesticides to be exempt; likewise for golf courses. However, with regard to the latter, CEAC recommended that the Town encourage golf courses in Caledon to adopt environmentally friendly pest management practices. Finally, CEAC noted that a more rigorous public education program should be implemented, and that such a program should not only raise awareness of the impacts of pesticides, but also advise on altemative methods of pest management. The Council referred CEAC's report to the Town Staff. The staff reported back to the Council in early August suggesting a simpler by-law, because of concerns about enforcement problems, particularly with regard to things like temperature, wind speed and proximity to animals, open water and public areas and facilities; the staff was also concemed about the possibility of public confusion with the more complex regulations in the CEAC by-law. ( " 4 Based on the Supreme Court's decision in the Hudson case, the staff also noted that CEAC's proposal for a complete ban in three years time could be invalid. The staff accordingly recommended that the by-law should be strictly regulatory in its nature, rather than prohibitive; in this regard the staff recommended several exemptions, including one for agriculture. Finally, the staff recommended that more consultations should be undertaken before determining the final form of a by-law. As a result of the staff report, consultations proceeded with three focus groups _ one with people from local businesses, one with local environmental groups and one with representation from community groups. Consultation was also undertaken through a general public meeting that was held on September 24, 2001; about 300 people were in attendance, and over 30 people addressed the meeting on the subject. From these consultations, there was a general consensus that the use of pesticides should be reduced; however, there was a variety of opinion on the best way to achieve that result. Following these consultations, which were basically of a local nature, it was determined that it would be useful to broaden the process and have some dialogue with other municipalities, as well as with other organizations, both governmental and non-govemmental, that had an interest in the subject. The Town accordingly organized a Pesticide Symposium, which was held on February 13, 2002. About 150 people attended, including representatives frorri 43 municipalities. The Symposium speakers included representatives from the following organizations: .:. Environment Canada .:. Ontario Ministry of the Environment .:. Ontario Ministry of Agriculture, Food and Rural Affairs .:. City of Mississauga .:. Canadian Cancer Society .:. Canadian Association for Physicians for the Environment .:. Landscape Ontario .:. Royal Canadian Golf Association .:. Canadian Environmental Law Association .:. CropLife Canada .:. Cantox Health Sciences More information on the Symposium, including the presentations of most of the speakers, is available on the Town of Caledon's website (www.town.caledon.on.ca). ',-- The Town staff reported to the Council on the Symposium in April, 2002, and, in doing so, noted that there was a significant amount of interest from other municipalities in the subject matter. On the staffs recommendation, the Council 5 accordingly passed a resolution asking the Association of Municipalities of Ontario to work with municipalities to provide a broad policy approach on the non-essential use of pesticides. WHAT NEXT? As a result of the recommendations of the staff report, the Council also established a Pesticide Steering Committee and a Pesticide Advisory Group. The Pesticide Advisory Group, which is co-ordinated through the Pesticide Steering Committee, is comprised of representatives from the following organizations: .:. Town of Caledon Infrastructure Department .:. Caledon Environmental Advisory Committee .:. Healthy Lawns Healthy People .:. Peel Federation of Agriculture .:. AlbionlBolton Horticultural Society .:. Landscape Ontario .:. Royal Canadian Golf Association .:. Maple Farm Supply .:. B. P. Landscaping The Group's mandate is to provide advice to the Pesticide Steering Committee ( on the contents of a by-law and develop plans for a community outreach program. The Pesticide Steering Committee, which consists of members of the Council and the staff, is to prepare a proposed by-law based on recommendations from the Pesticide Advisory Group. So far, there have been some fairly serious differences of opinion amongst the members of the Pesticide Advisory Group about the content of a by-law. Notwithstanding that, the intent is to bring a by-law before the Town Council for consideration early this fall. The following factors are likely to play a role in shaping that by-law: .:. use the Hudson by-law as a basis .:. avoid conflicts with federal and provincial statutes and regulations .:. keep the format simple to avoid public confusion .:. define pesticide in accordance with the Hudson by-law or use a federal or provincial statutory definition .:. apply the by-law to the non-essential use of pesticides only .:. provide exemptions for: . agricultural use . swimming pool maintenance ( ,~. 6 · well water purification · use inside buildings · for controlling or destroying dangerous animals (e.g. rabid animals) and insects (e.g. wasps nests) · for controlling or destroying plants that are harmful to human health (e.g. poison ivy) · use as a wood preservative .:. require pre-application waming signs that are kept in place for a period of time thereafter .:. avoid enforcement problems such as restrictions on temperature, wind speed and proximity to animals, open water and public areas and facilities .:. avoid costly administrative requirements such as a permit system .:. consider including a requirement that obligates golf courses to adopt an Integrated Pest Management program and/or the Audubon Co-operative Sanctuary Program .:. consider a phase-in period before commencing enforcement .:. establish a rationale, but minimize recitals in the by-law c ( ~- MUNICIPAL ACT EXCERPTS - Current Ontario Municipal Act 102. Every council may pass such by-laws and make such regulations for the health, safety, morality and welfare of the inhabitants of the municipality in matters not specifically provided for by this Act and for goveming the conduct of its members as may be deemed expedient and are not contrary to law. New Ontario Municipal Act c 2. Municipalities are created by the Province of Ontario to be responsible and accountable governments with respect to matters within their jurisdiction and each municipality is given powers and duties under this Act and many other Acts for purposes which include: (a) providing the services and other things that the municipality considers are necessary or desirable for the municipality; (b) managing and preserving the public assets of the municipality; (c) fostering the current and future economic, social and environmental well- being of the municipality; and, (d) delivering and participating in provincial programs and initiatives. 8. A municipality has the capacity, rights, powers and privileges of a natural person for the purpose of exercising its authority under this or any other Act. 9. (1) Sections 8 and 11 shall be interpreted broadly so as to confer broad authority on municipalities, (a) to enable them to govern their affairs as they consider appropriate; and, (b) to enhance their ability to respond to municipal issues. 2 (2) In the event of ambiguity in sections 8 and 11, those sections shall be interpreted broadly to include, rather than exclude, municipal powers that existed on December 31,2002. (3) Without limiting the generality of subsections (1) and (2), a by-law under section 11 respecting a matter may, (a) regulate or prohibit respecting the matter; and, (b) as part of the power to regulate or prohibit respecting the matter, require persons to do things respecting the matter, provide for a system of licences, permits, approvals (>r registrations respecting the matter and impose conditions as a requirement of obtaining, continuing to hold or renewing a licence, permit approval or registration. 14. A by-law is without effect to the extent of any conflict with: (a) a provincial or federal Act or a regulation made under such an Act; or, (b) an instrument of a legislative nature, including an order, licence or approval, made or issued under a provincial or federal Act or regulation. ( \ 130. A municipality may regulate matters not specifically provided for by this Act or any other Act for purposes related to the health, safety and well-being of the inhabitants of the municipality. Quebec Cities and Town Act 410. The council may make by-laws: (1) to secure peace, order, good govemment, health and general welfare in the territory of the municipality, provided such by-laws are not contrary to the laws of Canada, or of Quebec, nor inconsistent with any special provision of this Act or of the charter; c @J(- By-Law Nc. 27l ConCerning Pesticiø~ (C ..4J~I_n;a,œa""__.._Arow~:-; EXTRACT of the Mìru8s of .Ngliarl._li.'i/ Cll'tne Ccl.n:il ct the Town of fob:Iso,., heldst St Mary; Plnsn Haller May SII'I, 1991 !II wnicn !lie fDlJowmg w;u¡ . uo<1 J::IV.' .ðW tJr\ ~~n ~nN~~~~'N~ P=C:T1~'n;:~ WH~S Notice of Malicn WIIS dUly giftn 8I1he FeÞ'\Ja'y 4th. 1!!91 CamelI rneetmg: THEREFORE illS ~-~ by Ccunc:lllcr ems Wi1icin end -.........- by Coun:lllcr Gectps Whiœ and 1nerwllllr it is ......- by Ccuncillar P.,.,. F~ II'Id ..- "-... by Ccundllor ems WlIcin II'Iat 1I'Ie fDll~ By..I.aw œa. ;,Q NcI. 270 be and is nen=Þy adcpI8CIlIMd ~~ as foIlcIwB: . I ~.t.\U' ItJfO'\ ".,.,. _ 6......rift'Ul......... """'1'...1-.. fit,.. ,"n i"'~ ........ IO.,"'-. la:I'ØIDI1 en ....~. 15RÐ , WHEREAS an Objective of the Town of Hudsan is !he I1Idudion 8nd evertuai e/imin¡¡ jon of the U!e ct r--_ I WriEREAS!!'Ie Town of Huœcn lIdc;IIIId'cn MayfS1h, 1991 ByoLIN No 270 CD!':"', ,Ing P8ftddes; i WHEREAS erti::le 5 of this By-LawWlla wlidfcrapericd net o· .:ii""Sye¡¡rs. thBt Is until MaySlh. 1995; ¡ WHEREAS tne WhJ!ICd< Goff & CcunIry Club ;H'eSented to CIUICII. at the ~1131r\. 1995 meeting a I'8 CI't at ttwìr a:::ivitillS cor:œmir:p!he use c:i pesti::idas1r:l/n 1989 tc 1994; , WHEREAS t"¡s repcn sndicates hI the LIla of DeSlidde$ ~ed overlhis period; : WHEREAS an amendment to this B)'-law is r=¡utred since ar1icle S is vsUd only until May 6tI'1, 1996: . WHEF.EAS Notice cf Mœcn WIIS duly given at the Mey 1st, 1595 Council meeting; . THEREFORE ~ IS mn_ by CouncIllcr Huddy Walsh, ........"".... by Councillor M3rie Madeleine Dcty thIIt 1118 following By-Law bearing No 327 being an emendment 10 By-Law Ng :z7O De and is hereby ~t=U BI1é ~ca:I as UOIICWS' I Ry-1-.uJ'Nf"I"ltt'1_Â," "t ..........~ t t.a.·"nnn~"..--i"Qr>-+'''''iri~-~Ø'lAÞtlltI'.,IIS1iC) I WHEREAS the Town Ø CpE!rieroC8Cl B aerious infBstat:cr1 Of cniT'I:1 bups in '995; WHEREAS the present regula1iDn :::onœm1r1g the use cfpesticìaes aces net permit the use of any prDdUCtS In tile · cese cf su::.'1 infBsuItlCl1!!; · WHEREAS many c:cmplBints were recaiwd fmm citizens in \;erterI!l rod alSo ~ vmo expel1ellCl!d 1118 . ; ¡:x'CI)lem c::nœmlng tne lade at NIIIOdy; ; WHEREAS the Envi.... ",..."It Ccmmlttea has _.."",.d the s!:ua1icr: and na: ,=-wo." ,= ..:Ied an amencmenttc Ccunci~ ; WHEREAS Nœœ of MC!icn was duly given athe reguiar meebng ho:Id en Man:t! 4th, 'SS6: , THEREFORE. it IS ""'u..... Dy CCl.!1ci11or Gcrdcn H. Drewet:. -~"- by Coun::illtr.' AIœrt PilOn and unanimoUSly · _resolveC t"1ë: Bv-Law Nc 341. be and I!! nereÞv Bt:=ed end ~ as foliows: . , \ '- P~pa 1 cf4 ~ =-:,-~~ ;"-)*-;':;" ~5- @J(UJibon Sy·L.aw No 27 Cgnceming Pesticide. ('O~ ___I-"""'.n ~._~ to lIKJ¿î:""- ,. The following wgnjs II11d ___ ; . .....1. __ ttw _ =" this By-~. anall nave !Me fDIIcIwIng InIIIInIn¡; a) "'ESTICIDES'~ meansanyco¢-.b._. nllÞrcrrntcrt.-ol~~.. ;/""'ndeClto CC!m'OI. ci=!rcy,1IIduœ. ~ or repel, direcUy Of' ~, an arpanlsm M1ICI1 i8 1IIIJGouII. hInnft¡ or amoyi'Ig for II I\UmI!rI bein¡¡, f8unt veglllatlon, acps or aII'Ier gcads or ínIencIed to I'IIgUIaUI the grawIn of ~, ~ II1I!iCicne c va::::ine; Þ) "FARMER": mtlBn:I II film¡ ørcm:::erw!!h!n the 1I'IIIaI'Ì~ ofti.. Fmm p~ ~ (R.S.Q.. :nap., P-2S); ~) "INSPECTOR": IIIeII!16 any 1T_._r ,of tile Pcl'1Ce ~1I1...'1t cf tne Town us _n lIS any aner p8IIICI; dul¡¡,.-bod tDrU1lS ~ by the munìcipeI =mcil. 2. The spræding and use of II T'"tidde ÏII prclìil;¡jb.<1lhraughCUt tne 1.. .¡¡",.. 7 cf1he Town. 2. Ncnwithsl8nding ertJde 2, it is ~...m..d to use a pesticide In tha fDllaWIng cases: a) .In a public cr I'fivate swiImIi~l; b) to : 1I!ÏfY ~r intencmdforll'1e use d hurrI!n beings or animals; ~) inside cf abuilding; d) to ccntrcl cr destrDy animalS WI1ich =nstma& II dIIngerfor numen Þeings; e) to ~I or dastroy plenl:s Wi'ücn CCI'ISU11IIe a c!angerfor human beingsiWMo ele allergIC lhereIC; 1) as II wood preseIW1ive. Aft'\a"''''om"",,, ky ~-I wu.f Nf"I ~. ,. Article 3 of By-l.aW No 270 ÎIf amended by adding the following: g) to centro! or œs:rcy inseds which have infesled ~. Tne infesIËcn must be P=itively ~t. wed, In~, by a guardied individual. A permit, Issued by the TCIWrI Ergneer or his áeslgnate, m,¡¡t be cÞtainedfor alndl!Jcos C), d). e) and g) aDcw.M ~ tDrtne øurpase of suÞsedicns d), e) and g) IIbcvs; .a algr., IliSjÞl. trcm the _I. be pcs1ed indicatinQ 1ha use of pesl!ddes. ThIs sign !TIJSt be eÆCted fnIm tr- Olly prior until C1d lI'1c1uding 1he day aftertne agg ÌCõIÖCm. there be no applicBticn g/ pesticides within five (5) ITII!ters g/ any Cµ&n ~es; !here be TIC applic:ation of p.ticidM when wind veloCIty ~s fifteen (' 5) 1crnII1r; 4. FARMERS: Notwithstanding artide 2. a fanner using Q pelllicid& en an immoveable Wf1icn i: U )1C1!ed fer purposes Of agria:!ture or hcrtJculture, In a I10t hDuse Dr in !he c;¡en, is requested to ~) re¡isler, by wmmn d8darst1cr., with Þ Town, in the mcnth of mar.::!'l of eaet'1 year, the prtldUCIS whicn he stores and whiet'1 he will be !Sir-oS c:unng 1i1IIt year. Any mcd!fic:ations or ;odáltions I:> 1hoI IBid lisllnU!lt BIso!le -registøn!d with the Town _ aeon _ ;r:oøibIe. ::» also ¡:IrtNidci. in the wrmen declaration a: arDcìe 4 a). the schedule of =Pllœ:ion of ~l!Iid pmducIs and !he .......(!I) of his propenywnere:he prcd¡.Q¡ will be a ;I";ied. Page :2 of 4 / ( \ '-...,-- v @J(urMon By-Law Ne :z; ConcernIng Pestfci(j¡¡¡ ro--..J -ftIfUGU eJi Mse._.._ .... ~ ¡M)C.~ , '" ..._----...I."'qfcty 1 -.,&.1#10 .,.,.,.. 1. 'TbIItartide 5 f1f By-I.IIw No:t70 De NpI.-I ~th8 foIIDWIrIg: S. GOLF COURSES: NCIWIII18I8ndIn; artiClé 2. It Is pgrmilled Ie UI8 8 pealic:ide ~ II ;elf =use as Icng as the fallowtng ccndi!Iana .. met c) d) e) f) g) ( n) a) The use afthe peslidde be done by a fiœnsed IIPØÜCIIDr my; b) Tne ~~~e be stcred in a fireprgaf Á.o"'ll" _ with ....¡t,,~....Jn:. ventil8liDn. _I she¡~ end~ Sign. The Golf Clubs must ITIIIInIai'I an ~ Ie cæe jn"...t..,. list whid'I must Þ8 available Ie 1ne T-.. d Muasan' ern.innnent CommIttee upon I1!qUeSt The çøltœlcr must I12ræ ane comply with mazerlal safety CIaI8 sheets 8\l2ilabie for each prcdu:t they migt B; pJy and li1ey mJSt prtJ\IiIie It1e _lit II:> -.¡ ....1.... atthe Golf CiJÞ ~ That tneœ be no ap¡:ll=ali~ at past CldIIII WIII'Iin twO (2) rnet!!rS at Ine GcIf Clubs' prape¡\y lines: ih=t thara be no apDIic8ûcn cf pesticides 1MII'Iin1ive (5) meœn at any open---..... That.there be no appIicatiDn 01 peslicidllll vm.n wind ~ _CIS fifteen (15) Ia!IInr, &en )l81li' in the month of Janumy, inti Golf CIuÞs must SIItXT1ìt Ie the T a..,n . wriIIan repcrt ct 811 the mel!lS1n8 wnich nave been I8Jœn Ie =nn:11 tne ¡¡ppli==n of pUtici";" end :X'DdUCe 8 aellliIed in_ry Cf all cnllmlcsJs used and çplied cUing 1ne year; ThI2! Ihill repcrt be _mined by ine Town at Hudscn's en-.~...."...nt Ccrnmitteè Ie e51abflSh the! the a=iviiies enun... ..,,,( in Þ aid f8J'C n _ all tne requirell'1l!nl!3 of InIeg!ated Pes: Management . ë.':d œmcns:raœ 8 ccntinuìng effcrt Ie minlll'lizB the use cf putlddea. The c:cmmillee's decISIon Ie œ =mit!ed Ie Council en er befcre Mard131st d æà1 year. E. NotWiL'Sar-.dlng an!de 2, It Is permitted Ie use a biological pe$!iCde It> CDnIII>I Dr dos!roy ine8cIs which c::crwtiIuIt " aanger or an inccnvenienœ fer hUman DeInes. 7 IvTt person en:IIcr enmy must ~ ,I....". Ie the NaDOnaI Fire Code re Ine SlCl1Ige cf pesticiaea. e This BI'-I.aW bÌ1"oCIi the T o..n. IÞ o!!ìœrs eno emplOyee=¡ as _II as 1inf pen;cn canying cut WDrics en iIs Þenalf t atttSI'eQuest. !: IvTt insœacr may visit and IIXBI'nJne 1111 mcV'8!lbIe III'1d ill1lTlOY8l1!:1le procerty. as also Ine Interior or eXlericr of an hcuse. tJuildlng or edifice whamoever. Ie ascer-oIln the :his By-Law is e:œ--Jt!!t: the cwners or"""" '"""1Is of sue prooeny. bullClngB and eálfiœs ",.ust acmit such insDeaor. ~c: For !Me g~ d m1icIe S er tne Agria.IIUJraI Atlt.1SBS I>d (R.S.O.. C18p. A-:2) en ír.~ deslgnBleCl by th Town may use B p88!idoe. ~Ing mete 2 of the By-Law. if tnere IS no other efficient ¥ÆY of ~in neXlous glans determined a:¡ :::h tJy tr= Provlnoel Government and !he presenœ of which is harmful Ie a re< :me ::::ntinuaus: "gncu~1 QX Oiail3lian. ( , Page:'; of 4 @[- B)'-La.... No :;; Concerning Pesticid, r ...4:Io--J-ft:ttDts....-..~.-"f:f:ø~ í" í. , .ð................""hy~..t !lNfWf"I ~1 2. That artiCle" or By-Law No 270 be n'pI-- by the faIIowinS: 11. Anyone c:cntraVening a pravisian d 1hÏ$ Þ)I-I8w. or tDIenIIIng or penni!nng a&:n a CCI'III1MII'IIicn. =rmils en macticn and is liable. buIdM the CCIIS, to ItIe fol~ fins; 1. fora first infraction: . a nvnlmUlT1 Cf 'THREE 'HUNDRED DOLLARS (300 $) end II rnaxIIun at ONE THOUSAND OCl.1.ARS iT 000 $) If ItIe offender II a hysìcal persan or II maxirmrn cr iWO THOUSAND DOI.U\RS (2 COOS) Itltle OIIendBrisa mar8l pe so.~ 2. '/or. r=elt infrBcticn: a minmum at SIX HUNDRED DOUMS (SOO $) and a maximum cf1WO THOUSAND DOLLARS (2 aoo : if !tie clfender is . ~I per.san or II /l'l Órnum of FOUR THOUSAND DOI.U\RS (4 COO$) Ifllle o!fbodo. amoral ~. 1tCIE vctad in favour: CCI.r1allor Cms W11IQn Cama1lDr GeDIIIe Whi18 CaJnr:i1la' PieITB Frappier wœd agaInst CIxn:IIIcr La!!)' Durrell 'The nœjcrity being In tawur. the mation Is -í·' ~"DaU:T\ ( '- By-Law No 270 is signed by Maygr G. MIchael Eliott and Tcwn Clenc l.Oulse L Villandrë CeL-oneil/or LaITY O=ell requests that Ine fcllDWing be reccn:Ied: That he be ælinquisheá of any legal or ether responsibnity n!S1Ilting trom me _51"1oonee of Ibia 8y-UIw t any governing body. This By-Law will be submitted to the Ministty of Envircnm.rn for approvaL Certified T I'\.'e Exinlcts LouISE! l ViIJandrå, Q.IIUI. Grwffier Psgê4 Cf4 ( '.... THE CORPORATION OF THE TOWN OF COBALT BY-LAW NO. 2002-017 BEING a By-Law to regulate and control the use of pesticides within the Town of Cobalt. WHEREAS the Municipal Act. R.S.O. 199Dc. M.45. s 102 allows municipalities in Ontario to respond expeditiously to new challenges facing municipalities in protecting the general welfare of residents in their territory, and such authority has been unanimously confirmed by the Supreme Court of Canada on June 28, 2001. in its decision on 114957 Canada LTEE (Spraytech, societe C'Arro5age) and services des espaces verts Iteel Chemlawn, vs. the municipality of Hudson, Quebec, the Municipality of THE CORPORATION OF THE TOWN OF COBALT passes by-law 2002-017, NOW THEREFORE the Council of the Town of Cobalt enacts as follows: 1. Definitions: For the purposes of this by-law, the fallowing words and phrases shall have the fol/owing meanings: "PeSTlCICE- means any substance. matter, or micro-orgaPlism intended to control, destroy, reduce, attract or repel. directly or indirecily. an organism, which is noxious, harmful, or annoying for a human being, fauna. vegetation, crops or other goods, or intended to regulate the growth of vegetation. excluding medicine or vaccine; -FARMER" means a (arm producer or horticulturist_ 2. The spreading and use of a pesticide is prohibited throughout the territory of the Municipality. 3. Notwithstanding article 2. it is permitted to use a pesticide in the following cases: a.) in a public Or private swimming pool; b.) to purify water intended for ths use of human beings or animals; c.) onside of a building; d.) to control or destroy animals which constitute a danger for human beings; e.) to control or destroy plants which constitute a danger for human beings who are allergic thereto. 4. Notwithstanding article 2, a farmer using a pesticide on an immovable tract which is explOited for purposes of agriculture or horticulture. in a hot house or in the open, is requested to ( ~ a.) register, by written declaration. with the Town, in the month of March of each year. the products which he stores and which he will be using during that year. b.) Also provide, in the written declaration at article 4a.I. the schedule of application of said products and the area Is) of his property where the products will be applied. 5. Notwithstanding Article 2. it is permitted to use a biological pesticide to control or destroy insects, which constitute a danger for human beings. 8. Any person, corporation or individual in contravention of this by~law shall be subject to a fine of not more than $ 10.000.00. 7. That this by-law take force and effect on November '. 2002 READ a first and second time this 14'· day of May 2002 READ 8 third time and passed this"'" day of June 2002 Q~. ~ {¡1///.v~P'".F?..<??.?;...._ £llll \.~, I"¡\:' f!;{i?l"]_....::...:;:, !111 ~ uvOQ-OO.. ,·_,t( "- "k.:, r " ., oWg. ('/......, \~'. f~ ')1 ØoQ ,~.~ ~\ 4~ I. ......;, . -:". 'S ,:".. ~;:'II':' 0. ~ "'2.~~ ~ E \; \(w.';j V : f.1~ ':. l(fdj i :u (,?1 '. ",.. . ..::,¡,.......... . '.. . ",,,vrß' . ~ nUfloaO~ ,,:;;V. J~ :_;. ·"1r·,"'" Ii . "'7//<yð/¡fif .. ~ '¿.r ~ L7,"- Mayor C8rIIfted to Þe a true capy at By-law No. aI 1:09.-0 If- at the Corporation of the Town at Cabelt JjP--d in Council on tha.ll.-dayof ~....\,.: .~ Sd~ ~ - STEPH PALMATEER èlerlt Town DfCoDalt ' ('-- (... ..J<:::t\ ¿ ,~: ;$.. . iØi..~ -- ( c_ Landscape Ontario HORTICULTURAL TRADES ASSOCIATION 72~~ ;:-¡f~r- :"'¡',f- Seu!: ¡;:;::::_ 1-.~:1t0r. Ot< ':::"anac¿ ~S'-:-:-¿.: lE-:: fo05-E7::-;2C:~ -:ô): 9C~-,~E':'::-~~.c;__ :o@hon-trades"ccm wVN..¡anasca~eQi1tar¡C.C0:: "Advancing the horticultlœe industi-y" IPM Accreditation Purpose: The IPM accreditation process will help reduce reliance on pesticides through the application of Integrated Pest Management (IPM) and Plant Health Care (PHC) principles, with particular emphasis on the implementation of: a) Cultural practices that promote optimum plant health b) Pest prevention c) Application of pesticides only when necessary d) Use of reduced risk products How It Works · ¡PM accreditation accredits companies and/or organizations that demonstrate commitment to the principles of IPM. · ¡PM is an approach that uses all available techniques in an organized process to suppress pest populations in effective. economical and environmentally safe ways. Governina Bodv The PHC/¡PM Council of Ontario Includes industry associations, government regulators and community environmental groups who are committed to introducing PHCIIPM as a method for reducing pesticide use. '. Council sets standards for the accreditation procedure and make decisions on conferring and revoking accreditation privileges. Accreditation Process: 1. Pass an examination based on an IPM study resource package developed by the IPM Council. Materials will vary by sector i.e. Lawncare, Landscape, Structural, Golf Course, and Municipal Parks etc. Training programs will be delivered in a variety of methods through- Internet, college, university, private trainers or individual study 2. Commit to ongoing Professional Development by earning at least 10 Continuing Education Units (CEU) of accredited education programs per year. The ¡PM Council will confer accreditation on seminars run by Associations, schools or private trainers. 3. Follow the IPM Code of Practice. The Code will vary by sector 4. Submit to a company/organization audit, which would ensure that the principles of IPM are upheld. The audit for the lawn care sector may include the following items: a) Evaluate marketing/education materials b) Review customer education pamphlets c) Examine employee training activity d) Review pesticide reduction records (active ingredient/sq. metre) e) Gauge the degree to which the company/organization practice the principles of IPM and PHC (Cultural Practices, Pest Identification, Monitoring, Action Decisions, Treatments, Prevention, Controls, Evaluation). Auditors will be third party individuals with demonstrated experience and knowledge of ¡PM as determined by the ¡PM Council. . ~ijj,iö_--- ~,m ~ . . ~~"·t~ n,··1I· ~'~I tRHDSCRPf rRRDfS Partner: (Y~ ~",z. e:...:~ CANADA(BLOOMS" 'M"""o.'ono... 'O..n'~'''O. Horticulture Review@ Member: .. 'þr~ V CaløåicurN_rr ~~ Canada's premier horticultural trade publication The voice of Landscape Ontario ( IPM Code of Practice (Lawn Care) 1. Agree to follow the IPM/PHC Code of Practice. 2. Focus their business on the promotion and implementation of cultural practices such as using optimum soil depth and quality, suitable turf varieties, over-seeding, proper mowing heights, watering, fertilizing, aeration and/or de-thatching as components for maintaining healthy lawns and landscapes and preventing pest problems. 3. Will encourage, educate and solicit the assistance of the property owner/manager in ensuring that optimum cultural practices are followed. 4. Monitor the customers' lawn and landscape for pest infestation at regular intervals and maintain a log of observations. Will provide the collected monitoring data in support of a province wide monitoring network and database. This information will be relayed to a provincial monitoring database every two weeks from March to November. 5. Support the principles of Integrated Pest Management as defined by Health Canada. - Integrated Pest Management or "IPM is a decision-making process that uses all necessary techniques to suppress pests effectively, economically and in an environmentally sound manner to sustain healthy landscapes." · The elements of IPM include: ( · Identifying potential pest organisms. · Monitoring pest and beneficial organism populations, pest damage, and environmental conditions. ~ · Managing ecosystems to prevent organisms from becoming pests. · Managing pest populations using strategies that combine biological, cultural, mechanical, behavioural, and when necessary chemical control. 6. Support mandatory IPM re-certification for all licensed employees. 7. Document pesticide reduction and pesticide alternative strategies through IPM and agree to monitor and keep records of pesticide use (active ingredient! square metre) for audit purposes. 8. Offer a pesticide free alternative to customers who choose not to use pesticides. 9. Not apply pesticides unnecessarily. 10. Not sell programs that are based on numerous pesticide applications but rather encourage programs and services based on PHC/IPM. 11. Use pesticides only after examination (monitoring) and diagnosing, and in combination with additional horticultural measures. 12. Will prepare all sites for proper application Le. remove Items frorn the lawn etc. (, 13. Will apply treatments that are properly timed to maximize effectiveness. (Preventative treatments are discouraged and will oniy be used based on pest history as locally monitored. A province wide monitoring system will also be utilized.). 14. Utilize spot treatments for the control of weeds and insects. Blanket applications are only used if warranted. 15. Implement an effective staff training and safety procedure. 16. Apply pesticides only to target areas. 17. Implement buffer zones (where necessary) when making applications adjacent to sensitive sites. . ( Golf Program Page 1 of2 AUDUBON INTERNATIONAL Home About Us Resources Special Project.. Programs In_ute Online store - - ~ - HEU:·Ifk:' PE':JPLE HELP THE EN".'IR'-'Nr'>'IEtn Audubon Cooperative SanctuarY System _."""'''==....,,'''''''...,- Audubon Cooperative Sanctuary Program (ACSP) for Golf Since 1991, Audubon International has been the leading environmental organization to provide comprehensive environmental education and conservation assistance to golf course superintendents and industry professionals. Through collaborative efforts begun in 1991 with the United States Golf Association (USGA), membership in the Audubon Cooperative Sanctuary Program for Golf Courses has steadily grown to include more than 2,300 courses in all fifty states, Canada, and increasingly, around the world. ( ". Opportunities and Issues " By their very nature, golf courses provide significant open spaces and opportunities to provide needed wildlife habitat in increasingly urbanized communities across North America. At the same time, golf courses are called to address environmental concerns related to the potential and actual impacts of water consumption and chemical use on local water sources, wildlife species, and native habitats. The ACSP for Golf Courses seeks to address golfs environmental concerns while maximizing golf course opportunities to provide open space benefits. This highly-regarded education and assistance program promotes participation in comprehensive environmental management, enhancement and protection of existing wildlife habitats, and recognition for those who are engaged in environmentally-responsible projects. A flexible program to f"1t a diversity of needs. Of the estimated 16,000 golf courses in the United States, no two are alike. The ACSP is designed to help a golf course take stock of environmental resources and any potential problems, and then develop a plan that fits its unique setting, goals, staff, budget, and available time. The program has been tailored to a variety of different types of golf course properties, including: private clubs, public and municipal golf courses, PGA sites, 9-hole facilities, resort courses, and golf residential communities. Audubon International provides infonnation to help golf courses with: · Environmental Planning, · Wildlife and Habitat Management, · Chemical Use Reduction and Safety, · Water Conservation, · Water Quality Management, and · h1+n·//urn7'lxr ~nrlnhnn';ntl rn.n'¡'n1"n.~m,",/g"'(õ,'c/n'f\lfhtm ()710Q/')O()., GolfPrograrn Page 2 of2 Outreach and Education. By completing projects in each of these components of the program, the golf course member receives national recognition as a Certified Audubon Cooperative Sanctuary. Good for the environment; good for golf. The ACSP presents a win-win opportunity for the game of golf and the environment. Here are just a few of the many benefits our members fi'equently report: · Enhances the natural beauty of the golf course. · Reduces water use and the need for expensive chemical applications. · Promotes the course's positive, pro-active environmental achievements. · Educates golf course employees about habitat management, Best Management Practices, and public outreach strategies designed especially for golf courses. · Provides on-going technical information, support, and guidance for implementing environmental projects. · Results in fmancial savings on course maintenance. · Connects superintendents and course personnel with local resource people and organizations that can support the golf course's environmental management programs. · Improves job satisfaction. Audubon International believes that by working cooperatively with course maintenance staff, club personnel, golfers, and industry associations, we can help golf courses integrate sound environmental management practices and make a valuable contribution to conservation. Together, we are enhancing the game of golf while improving the quality of the environment through stewardship action. Please ioin us today! Case Studies ACSP for Golf Courses Collaborative Highlights Managed Land Survey Environmental Outcomes of Participating in the ACSP for Golf Courses "<.~~_,.".,.>.'"',''''_''''W-,'''''''- lID I'ï'!!mI!D Ii.II!!!!I!! Special Projects IiII!WZ!im œm!!ŒI Online Store AUDUB()N(~~ 1"7-""-1"'''' '. .' "::"=:':~~_::::J~ helping people help the environment Copyright 2000 Audubon International All ñgbts reserved. / i. .,- 'httn·I!".T'7JVJ ~lTl-111hnn;ntl t"\T(J/nTnar?m<;:.I?'("Q~/anlfhtm 07/ORI?OO? The AUdubon Cooperative Sanctuary System Of Canada AUDUBON ~ COCJf'ERATM s.wOUARY 5YSTIM OF CANADA 115 First street, Suite 116, COllingWOOd, Ontario L9Y 1A5 Tel: 705-446-1532. Fax: 705-429-1435. Emai/: acss@cois.on.ca Www.acssc.ca ACSP for GOLF COURSES Getting Involved is as Easy as 1-2-3 Getting involved in the Audubon Cooperative Sanctuary System of Canada (ACSSC) is easy, and Audubon staff are available to provide advice and guidance along the way. Just follow these steps: STEP 1: REGISTER YOUR COURSE To join the Audubon Cooperative Sanctuary Program (ACSP) for Golf Courses, simply fill out the registration form and send it, along with the membership fee, to the ACSSC. Your course will then be a registered member of the Audubon Cooperative Sanctuary Program. Many golf courses also like to sponsor a local school in the ACSP for schools. This is a great way to spread environmental stewardship, share knowledge and experiences, and gain positive recognition for environmental achievements. STEP 2: COMPLETE YOUR RESOURCE INVENTORY AND ENVIRONMENTAL P~N ( Timeframe: Approximately 1-2 hours. Once you are registered, you will receive the Resource Inventory and Environmental Planning form to fill out and return to us. This form tells us about your course property, goals, and management plans. All information is confidential. Based on your site conditions, Audubon staff will provide you with direction for becoming a Certified Audubon Cooperative Sanctuary. All decisions concerning implementation of Audubon recommendations remain with the golf course superintendent and course management. STEP 3: OBTAIN CERTIFICATION Timeframe: Averages from 1 to 3 years for most courses. You can become a Certified Cooperative Sanctuary by working toward your goals and documenting your efforts. Obtaining certification demonstrates your leadership as a steward of the environment, and helps you gain positive recognition for your achievements. After you have received certification for Environmental Planning, you \Mil be sent our Certification Workbook. As conservation projects are implemented, your course must complete our Certificaüon Workbook to apply for certification in the five remaining categories: o Wildlife and Habitat Management o Integrated Pest Management o Water Conservation o Water Quality Management o Outreach and Education CERTIFICA TlON OVERVIEW - ACSP FOR GOLF COURSES What is Certification? Certification as an Audubon Cooperative Sanctuary. within the Audubon Cooperative Sanctuary Program (ACSP) for Golf Courses, is designed to recognize and support golf courses that have worked to ensure a high degree of environmental quality for both people and wildlife. Certification demonstrates a course's leadership. commitment, and high standards of environmental management How does a course achieve certification? In order to become fully certified, members must properly plan, implement, and document their efforts in six environmental quality areas: Environmental Planning, Outreach and Education. Wildlife and Habitat Management, Integrated Pest Management, Water Conservation, and Water Quality Management. A "Certificate of Achievement"is granted upon completion of each category. When certification in all six categories is achieved, the course is designated a "Certified Audubon Cooperative Sanctuary". Cost of certification is covered in the yearly membership fee. How Ion a does full certification take? Most courses can achieve full certification within one to three years, depending upon how quickly they plan. organize. implement, and document projects in the six categories. What is involved? Resource Inventory and Environmental Plan - Course staff and volunteers must complete a basic inventory of the course property. including: size of areas in-play and out-of-play; types and sizes of various habitats; site history; plants and wildlife present; and other resources. Once the staff get a better idea of their resources, they develop an Environmental Plan. This plan is designed to help course personnel evaluate current management strategies, define goals and priorities, and outline objectives for achieving environmental quality in all areas. An Environmental Plan fonm is provided. along with the Resource Inventory form, to help the course outline their . plan-of-action. Once the Environmental Plan is complete and approved by Audubon, the course receives our ( Certification Workbook, a detailed questionnaire to help the course document their activities and management . practices in each remaining certification category. Once Environmental Planning certification is achieved, the remaining five categories may be submitted in any order - individually, or all at once. Wildlife & Habitat Management - This category encompasses the management of non-play areas (and perhaps some in-play areas) to provide habitat for wildlife on the golf course. The intent of this category is to maximize the use of the available space on the course to provide the best possible habitat, given course location, size, layout, and various other characteristics of the property. Integrated Pest Management - A comprehensive IPM program employs proper cultural and pest management practices; educates workers and members about responsible plant management and safety; and ensures a clean and professional maintenance complex. Outreach and Education - This category is designed to help course personnel gain recognition and support for environmental practices, and increase golfer and general public understanding and appreciation of wildlife and environmental quality on the golf course. A diverse resource advisory group, made up of course personnel. members, local naturalists, experts and/or others is a crucial part of this category, and the entire Audubon Cooperative Sanctuary process. This group will help plan and implement the various projects within the different certification categories. and help to ensure the long-term success of environmental management practices. Water Conservation - Water conservation is a key environmental concern for golf courses all across Canada. Conservation management includes maximizing irrigation efficiency; determining proper irrigation times and rates; reducing hectares irrigated; recapturing and re-using water; and incorporating drought tolerant plant species. / Water Quality Management _ This category includes Best Management Practices to eliminate nutrient loading l.. and minimize water quality problems; pond, stream and wetland management; proper equipment and chemical storage and handling; and, close monitoring to ensure good water quality in surface and ground water. Green Ontario: Golf Courses .-'".- , }10m I ISmAuGYI I - - , ¡,DDmçTO:ay I Ic~1 I~~¡ Page 1 of? t~..~,,;, .·;;·,.J4~"'T.. .;, ;; '; . .~ "'~."" G'l'~',!,~~T.QjØ;,. .; "', .PROVlNCIAL STRATEGY f A.om Us I G~~ G Introduction I Formal Strateoies I Factsheets I The Eco-Tool Box <ilR!~; Green Greens: Golf Courses and the Environment Can a golf course be green? Golf is one of the most popular recreation activities in Ontario. There are over 600 well-used golf courses in Ontario, most of them on the urban fÌ'Ìnge - within an hour's drive from town or j city. '. I Golf is almost nature. It's outdoors and there is wildlife to be -.^ ¡ found on the course. But most golf courses are about as close to nature as a plastic christmas tree. They use up precious farmland and/or natural'åreas, and require regular watering and pesticides to keep the greens green and weed-free. ( ". .' Greening golf is a challenge of land use planning, and of sound environmental management: 1. Locate golf courses for minimal environmental impact (regional planning); 2. Design golf courses for maximum ecological benefit (ecological design); 3, promote sound environmental management practices (stewardship). This factsheet looks at the environmental principles for golf courses, and at how well they are being applied in Ontario. c f .1.£'1-,,-_ t INDEX Strategy and Principles Major Activities The Best Courses in Ontario What Else Could be Done? Individual Action Key Players and Links O'7/()Q/'){\I1.., Green Ontario: Golf Courses ¡Strategy and Principles The major golf associations in Ontario are: · Roval Canadian Golf Association (RCGA) · Ql1J'IriQ_Golf AssQciatiQ!1 (OGA) · Ontario Ladies Golf Association (OLGA) · Ontario Golf Superintendents Association (OGSA) Page 2 of? ( , Of these, only the RCGA has developed an environmental statement of principles and environmental guidelines. The best set of principles for golf and the environment is a 1996 American initiative involving golf and environmental associations. The RCGA participated in the development of the principles, but has not endorsed them. The environmental principles for golf courses in the United States · To enhance local communities ecologically and economically. · To develop environmentally responsible golf courses that are economically viable. · To offer and protect habitat for wildlife and plant species. · To recognize that every golf course must be developed and managed with consideration for the unique conditions of the ecosystem of which it is a part. · To provide important greenspace benefits. · To use natural resources efficiently. · To respect adjacent land use when planning, constructing, maintaining and operating golf courses. · To create desirable playing conditions through practices that preserve environmental quality. · To support ongoing research to scientifically establish new and better ways to develop and manage golf courses in harmony with the environment. · To document outstanding development and management practices to promote more widespread implementation of environmentally sound golf · To educate golfers and potential developers about the nttn·!!www (7r""nont~rio or(7/<tr~t"<7V/(7olfhtml Endorsing Associations (March 1996) · American Society of Golf Course Architects · Arizona Golf Association , · Audubon International Center for Resource Management ,,-'- [' , '" · Club Managers Association of America · Friends of the Earth · Golf Course Builders Association of America · Goif Course Superintendents Association of America · Ladies Professional Golf Association · National Club Association · National Coalition Against the Misuse of Pesticides · National Golf Foundation · National Wildlife Federation · North Carolina Coastal Federation c · Pamlico - Tar River Foundation 07/ORnoO? Green Ontario: Golf Courses Page 3 of7 principles of environmental responsibility and to promote the understanding that environmentally sound golf courses are quality golf courses. · Save the Bay · Southem Environmental Law Center Source: The Golf Course Suoerintendents Association of America · United States Environmental Protection Agency · United States Golf Association The RCGA has adopted a statement of principles that emphasizes legal compliance and science-based environmental standards; "The Royal Canadian Golf Association and its member clubs subscribe to the following principles; 1. Ensure that all operations present the lowest possible risk to employees, golfers, the public and the environment. 2. Comply with all legal requirements affecting operations and products. 3. Develop and implement self-initiated action plans to conserve and enhance natural resources. 4. Communicate with both the golfing and non-golfing public on issues concerning golf development or maintenance and the environment. 5. Be responsive and sensitive to community concerns. 6. Communicate with and assist governments to encourage fair and attainable standards based on scientifically supported data." " ( The RCGA's environmental strategy is.... '.,' .It is the goal of the Royal Canadian Golf Association to develop programs to communicate and promote practices to ensure that an equilibrium is sustained between maintaining quality playing conditions and a healthy environment. The Association acknowledges the need to blend a certain level of govemment regulation with self-initiated action plans to achieve and maintain this balance. We also recognize that all regulations and plans should be based on scientifically supported data and to this end will continue to support turf grass research. Source: htW;t~-,-rçg_ª.,ºrglg~!m.tg~!!~_!1-'!.9l,1jJ~~."hIDJ_ IMajor Activities 1. Regional Planning ( Golf courses can often be a transitional deveiopment from natural and agricultural land to urban development. Applications are made for golf course developments on land that is zoned rural, but once the development is approved, the primary use of the land is changed and it becomes easier to redevelop surrounding lands as urban. Responsibility for land use planning rests at the municipal level (see the factsheets on SPIaW! and Qttter Natl.JŒI Aœªs for more details on the planning process). httn://www """"nontario oN/<tTatf'ov/ao1fhtml 071n!!/.,OO., Green Ontario: Golf Courses Page 4 of7 2. Course Design and Management ( A) Industry-lead initiatives ill The Roval Canadian Golf Association's environmental program offers guidelines for environmental management. See the RCGA's Green Section for details. The association's approach is based on "sound science" and is not as progressive as the U.S. principles. Sections include: · Guidelines for Golfers · Guidelines for Designers and Developers · Guidelines for Directors, Managers and Superintendents Note: some of the RCGA's pages may not work in Netscape. III The Ql1tarioS;ottS!ipel'Íntendents'_Association requires that, to qualify for a Class A membership, the person involved must hold valid Ministry of the Environment Pesticide Applicator Licenses Class 1 and 3. B) Other Initiatives ill The Audubon Coooerative Sanctuarv System of Canada encourages and recognizes golf courses taking leadership roles in environmental enhancement and conservation projects such as the establishment of Integrated Pest Management (IPM) programs and the protection of water resources. The program provides golf course managers with a resource inventory handbook to assist in documenting the wildlife habitat potential of the course. It also offers seven "Achievement Categories", including: ill Wildlife & Habitat Management III Water Quality Management ill Integrated Pest Management II Water Conservation ill Outreach and Education (' \ ""-" A Certification Process will recognize and support golf courses that have worked to ensure a high degree of environmental quality on the golf course. In Canada, the RCGA is an active partner with the Audubon Cooperative Sanctuary System. III Green Links Eco-Efficiencv Services provides a rating service for golf courses along with consulting advice on how they can improve their environmental performance. GreenLinks is a the three-year pilot, launched in the Fall of 1999 as a cooperative effort between GreenLinks Eco-Efficiency Services, Burnside Golf Services and Environment Canada - Ontario Region. The project has since expanded outside of Ontario. The national project - The Greening of Canada's Golf Courses - currently has 47 golf courses participating across the country 3. Tuñgrass Research A significant amount of funding, both in Canada and the United States is going into turfgrass research to produce grass for golf courses that require less water and pesticides / \~~~.- In Canada, the RCGA is funding research through the G!JeIPhT!Jr:f9rassJ/l.sjitl.lte into: hff'M·II.......,..'"'Il' rTT,gp.nnnt>:)"';n nTfT/cn-a'tp.rnTlfTnl.f),tTnl 07 lOS/nom Green Ontario: Golf Courses Page 5 of7 1. Stress Management (including environmental stress and cultural stress) 2_ Plant Improvement (through selection, breeding, and bioengineering) 3. Pest Management 4. Environmental Impact of Turfgrass Culture 5. Soil Culture and Physics as it Relates to Plant Needs IThe Best Courses in Ontario Looking for the best environmental golf courses Of the 600 golf courses in Ontario, which ones have established good environmental management practices? There are currently two environmental recognition programs that are being developed in Ontario: .... IïiI Ihe,Audubon.,GººPerativeSançtua'Y$-ystemºfGallad,a ., There are currently 15 Canadian golf courses that have become fully certified sanctuaries for wildlife, while another 217 courses are actively participating in the program. The list of courses is not yet available on the website. ( , Here's several courses listed on theUnited$tatesGoltAssQciaticm website with Audubon certification: :III Camelot Golf and Country Club Cumberland II Conestoga Golf & Country Club, Conestoga ill Cranberry Resort Golf Course, Collingwood !II Hillsdale Golf & Country Club, Mirabel ill Monterra Golf at Blue Mountain Resort II Nobleton Lakes Golf Club, Nobleton . Oakdale Golf & Country Club, Downsview II Peel Village Golf Club, Brampton II The Toronto Board of Trade Country Club, Vaudreuil-Woodbridge II Green Links Eco-Efficiencv Services 28 golf courses have been selected for the Green Links project. The names of the courses are on the Ontario oroiect section of the website. IWhat Else Could Be Done? Environmental initiatives for golf courses are still in their infancy, and they are far from being wholly integrated into golf course design and management practices. Here's some suggestions for improving on the current activities: 1_.............11_____.. ______.~_=_ --....I.......-~."'.......I.....,..lÇ't...+-l 07!OIV?OO? Green Ontario: Golf Courses Page 6 of? 1. Adopt the American environmental principles for golf. The American principles were developed through a joint effort of golf and environmental associations. While they don't address land use conflicts, pesticides and water use directly, they are a clearer set of environmental goals that have been endorsed by a wide range of groups. 2. Involve all golf courses in basic environmental management programs. The OGSA's requirement that all Class A members must hold valid Ministry of the Environment Pesticide Applicator Licenses is a good initiative. OGSA and other associations could take a lead role in providing comprehensive training for habitat management, water conservation, waste reduction, and pesticide reduction. 3. Develop a single rating system. Two rating systems for Ontario's golf courses is confusing, both for the public and for course superintendents. It would be helpful if the Audubon Sanctuary and the Green Links programs joined forces to develop a single environmental certification program for Ontario and Canada. 4. Strengthen regional planning to manage conflicts with proposed new golf courses. Stronger regional planning can determine the need and best sites for recreational facilities such as golf courses, as well as require best design practices to maximize the ecological benefits where new courses are developed. Ilndividual Action Golf, naturally. ( '.,.....' Golf Green Look for the golf courses in your area that have provide good natural Golf Gree,ns! habitat and that have good environmental management. Clean your Talk to the manager or superintendent at your favourite course about club. their environmental management program. Support good Get involved in local planning decisions. Make sure golf courses are planning. designed with nature and people in mind. Key Players I Environmental Groups The Al!dubon Cooperative SanctI!Jl1Y-ß-y-sJem of Canada promotes environmental stewardship on golf courses and other private lands. . j \ '- The Canadian website for The Audubon Cooperative Sanctuary System of Canada is under development. hffM· 11""1"\''''1;' OTø¡2.1" n"t~,..; f'\ nrrr / <:fTo~tp.ov / crn 1f htm 1 07/0R/2002 Green Ontario: Golf Courses Page 7 of7 c I II I Companies III Green .Links ECQ-Effici !nc~,Services provides a rating service for golf courses along with consulting advice on how they can improve their environmental performance. . Sun Caddy: a solar electric recharging system for golf carts. Designed to fit major brands of golf and utility cars. Business Associations III Royal Canadian Golf Association III OntariQ_GQlfAssQclation III Ontario Ladies Golf Association Professional Associations The Ontario Golf Superintendents Association is an Association made up of Golf Course Superintendents, Assistant Superintendents, golf course suppliers, owners and architects. Other Sites of Interest III The United, ,State!! GolfAs!!Qciation (USGA): has a Green Section with a Wildlife Links Program and a link to the AudQÞonJ:;QoPerative,Sanctu¡u)' program) !II United States Golf Course Superintendents Association of America: Resource Center has several environmental articlElS, as well as the EnvirOmnent,al Princ;iºle§LfpLGO.lf.~.ou["§e$. ill Phvsicians for Social Responsibilitv: Environmental PrinciplesJOrG91f (similar to the USGCSAA) Still looking? golf, pesticides Something to Add? I ~~1 Got a good resource, or website? Add your site to the Green Links database. Search the Green Links database for: Quick Links ~' : ... · 'HOME Gr¡¡el1lOYl"fIT§ I Gr¡¡eI1ALI;ßTs IGr¡¡¡¡nlJ~KS I Gmen9I'!TAßIQNews Provincial StrateQV I GreenDIRECTORY I CDmmunitv Action Buv Green! I FundinQ I About GreenoNTARlo ( '-- 1-................1'-______ _______..._-=_ ___I....-_...__p/_~1.¡:t._l 117/112/71111') MOVING BEYOND MINIMUM HEALTH AND ENVIRONMENTAL STANDARDS BRIAN HATTON c DIRECTOR ENVIRONMENTAL HEALTH AND LIFESTYLE REOURCES REGION OF WATERLOO PUBLIC HEALTH ( ~- ASSOCIATION OF MUNICIPALITIES of ONTARIO REGION OF WATERLOO NON SMOKING BYLAW AUGUST 20, 2002 PRESENTED BY BRIAN HATTON DIRECTOR ENVRIONMENTAL HEALTH & LIFESTYLE RESOURCES REGION OF WATERLOO, PUBLIC HEALTH On January 1, 2000, the Region of Waterloo passed one of the most comprehensive no smoking bylaws in the province of Ontario. This bylaw was ground breaking for the Province of Ontario since it required all eating establishments, bars, bingo halls, places of amusement etc. to be 100% smoke fÌ'ee. No other municipality at the time had such a restrictive and comprehensive bylaw. No provisions for designated smoking rooms were provided in the bylaw. c Under the Municipal Act Section 213, authority is granted to municipalities to pass bylaws regulating the smoking of tobacco in public places and workplaces within the municipality. Our process started before the revisions to the Municipal Act as the Community Health Department recognized the growing health implications on health and tobacco. A report to Regional Council in 1993 outlined the health concern and the section under the Mandatory Health Programs and Services Guidelines that stated, "The Board of Health support and encourage municipal policy development, including the consideration of appropriate bylaws and their enforcement to reduce smoking in public places and workplaces". This was the impetuses for Regional Council to direct staff to investigate the possibility of smoking bylaws. In 1994 when the Municipal Act was amended allowing upper tier municipalities to pass bylaws the focus changed fÌ'om separate area municipal bylaws to a regional bylaw. The argument was simple; tobacco is a health hazard. As a Public Health Department and Regional Council as a board of health and it made sense to peruse a bylaw as an effective health policy to protect the residents of the Region of Waterloo fÌ'om the hannfu1 effects of second hand smoke. After significant public consultation, a phased in bylaw was passed in September 1997, with a partial implementation on November 1, 1996, and full implementation on January 1,2000. Throughout the process and upon the full implementation of the non smoking bylaw, arguments for and against have been passionate, hostile and confrontational. The health effects of tobacco products and second had smoke are well documented. I don't think there is another product that the evidence is so overwhelming on the hannful effects that it is beyond comprehension that there are some who still think the documented proof and peer reviewed work of scientists and the testimony of physicians are considered a government conspiracy or fiction. ( The effects of tobacco are devastating and the evidence to implement smoking bylaws is compelling. Tobacco use has been considered the single most significant cause of preventable morbidity and mortality in Canada, and most other developed countries. ''Within Ontario, 1994- 1998, it is estimated that approximately 62,000 Ontarians died from diseases directly attributed to smoking. Approximately 30% (17,000) of all cancer deaths in Ontario men and 17% (8,000) of all cancer deaths in Ontario women are related to cigarette smoking over this period and 16% (13,000) of all ischaemic heart disease deaths and 76% of chronic obstructive puhnonary disease deaths (11,000) are caused by smoking. While cigarettes are the dominant hazard, other uses of tobacco and environmental tobacco smoke also are sources of significant morbidity and mortality. Since 1950, nearly one half million Ontarians have died because of tobacco. This toll is approximately six times greater than the sum of all Ontario deaths attributed to alcohol, drugs, motor vehicle accidents and AIDS over the same period. Currently, 50 Ontarians die each day because of tobacco. This is equivalent to 2 deaths per hour or 1 death every 30 minutes. At the present time, of every 1000 Ontarians who smoke, about half will die from smoking if they continue; approximately one-quarter will die before the age of 65 years." (Cancer Care Ontario) Although the evidence strongly supports non smoking bylaws, the hospitality industry continues to be opposed to any interference in the affairs of their business. In most instances operators understand the hazards of tobacco but refuse to accept the provisions of non smoking bylaws as gove=ent obstruction in the free choice on how they run a. business. In the Region of Waterloo we heard arguments such as loss of business, loss of customers, loss of revenue to the employees ( because of less tips, employees will have to go on welfare due to lost employment, high stress among staff, con:fì:ontation between customers and staff, con:fì:ontation between customers and customers, con:fì:ontation between owners, staff and bylaw officers, cutting back staff hours, customers will be angry because of the bylaw, customers will take their business out of the ·region, non smoking customers will not fill the gap of the smoking customers, smoking customers will stop going to restaurants and bars. there will be cancellations of events, conferences and seminars, there will be economic havoc and multitude of business closures, what happened to smokers rights, affect tourism, the council is acting in bad faith. The only argument that materialized was the confrontation between operators and bylaw enforcement officers. There are arguments oflegitimate concern; Economic Impact This is the single most important concern of the business owners. You may have heard from unreliable sources that businesses have been economically devastated and site numerous establishments closing in the Region of Waterloo. I can assure you this is untrue. Prior to the implementation of our non smoking bylaw, business closed as a result of poor management, poor service, substandard product and poor location. In 2000 when the bylaw came into effect any business that closed blamed the bylaw. Since the non smoking bylaw was implemented in the Region of Waterloo on January 1, 2000, to present, there has not been one documented closure of a restaurant or bar that could be attributed to the non smoking bylaw. In fact the number of premises has increased since the implementation of the bylaw. In 2000 approximately 150 ( .. owners/companies sued the Region of Waterloo for 106 million dollars for economic loss as a direct result of the bylaw. In the Superior Court proceedings not one establishment could or would provide any information to substantiate any economic hardship. In fact, the only evidence that was provided at the trial was at the request of the lawyers representing the Region of Waterloo. A financial statement from one of the appellants was requested and when the financial statement was submitted as evidence, the financial statement indicated a loss in the first three months of 1999 when the premise was not affected by the bylaw and a significant profit in the first three months in 2000 when the bylaw was in effect. The Superior Court Judge stated "Just because a claim ofloss is made is not necessarily true unless it is proven." Not one operator could prove an economic loss as a result of the bylaw. As one operator indicated to me, operators will understate their profits and overstate their losses. We are aware of many establishments that have stated to our staff that business has remained the same or improved. They indicate tables turn over faster, there are lower cleaning costs, less damage due to cigarette burns and happier employees working in a smoke-free environment as benefits. Many operators are commenting they were unaware of the conditions they worked in when smoking was permitted and stated they would never go back to a smoking environment. They are becoming our greatest advocates for smoke-free bylaws. ,c. Smoking Bylaws Hurts Tourism Many of you may lœow, the Region of Waterloo is host to one of the largest festivities called Oktoberfest. More than 600,000 visitors come to the area to enjoy old fashion Bavarian hospitality. For Oktoberfest 2000, officials stated ticket sales exceeded 1999 sales and to the credit and assistance of Oktoberfest Inc., the event was smoke free. Can you image more than 3,000 people in a fest hall and no one smoking? We heard from some tour operators that if they lœew Oktoberfest was truly non smoking, they would have been able to fill additional tour buses to come to Waterloo Region. In 2001 ticket sales were at a record pace until the tragic events of September 11. A repeated comment to our staff about Oktoberfest was it was a pleasure to enjoy the festivities in a smoke-free environment. Smokers Rights: There is no such legal statute that enshrines smokers' rights. Governments will never provide legal authority for voluntary or involuntary exposure to a toxic substance. Just as the public would not accept contaminated food or water we as a society should not accept toxic substances in the air we breathe. There is appropriate legislation to protect food and water sources and we are just beginning to legislate protection of the air in public places with non smoking bylaws. With smokers this is passionate issue. They feel maligned as a second class citizen, discriminated against and feel their right to use a legal product has been taken away. A non smoking bylaw is not a smoker's bylaw but a non smoking bylaw. A non smoking bylaw only dictates where you cannot smoke similar to the Liquor License Act that legislates where you can and cannot consume alcohol and the conditions in which you can and cannot consume the product. í \,'-... Where Are We At In the Region of Waterloo? Since the implementation of the smoking bylaw on January 1, 2000, we have had our ups and downs. The tremendous courage and support of our Regional Council is primarily reason for its success. Without the continued support of council, the residents of the Region of Waterloo would not have been able to benefit from one of the most progressive pieces oflegislation in municipal government. The bylaw is a tremendous success. To date we have achieved over a 99% compliance rate with only 19 of 2700 premises in non compliance. We do expect a 100% compliance rate in the future. A Smoking Bylaw in Your Municipality? Should those municipalities who have not implemented non smoking bylaws consider implementing a non smoking bylaw? From a Region of Waterloo perspective the answer is a definitive yes. Although the road to a successful bylaw is not easy, it is a progressive piece of legislation that will bring pride and a significant volume of public support. There are some challenges that you can expect when proposing non smoking bylaws in your community. 1. Expect a small but very vocal group that will oppose a bylaw at every stage. At times there can be verbal abuse towards council members. 2. Expect outrageous claims of economic loss in the hospitality industry. There has been no documented evidence of non smoking bylaws having a negative economic impact on the hospitality industry. This action is used to intimidate councils to believe the economic viability of their community will be at stake if a non smoking bylaw is implemented. 3. Expect hearsay information that is not fact and cannot be proven. The Region of Waterloo and the City of Ottawa have been named where businesses have closed because of the bylaw. 4. Expect to hear of new technology that will remove second hand smoke. There is no technology available that will remove the harmful gases of second hand smoke. Ventilation systems are designed to regulate comfort such as heating, air conditioning, and humidity. 5. Expect to hear the argument of freedom of choice and government should not interfere in private industry. Governments do get involved for the good of society as a whole. Non smoking bylaws protect the health of individuals from the hannfu1 effects of second hand smoke. 6. It will be difficult for owners to enforce the bylaw. Justice Reilly in his decision on the validity of the Region of Waterloo bylaw states, "He or she will be expected to comply with the signage and ashtray requirements of the bylaw. Beyond that, such proprietor might be expected to deal with a smoker just as they would with any other person under the influence, indecently dressed or who otherwise constitutes a nuisance. Proprietors of bingo halls and other public establishments having dealt with such persons as a matter of common sense. Such persons should almost be certainly be refUsed service by the proprietor and requested to leave. If the offending patron refused to do so, the proprietor may contact the police or bylaw enforcement officers. Specifically, I would not expect a small feminine proprietor or any other proprietor to use physical force to require such person to leave the premises" What Will Happen In the Future? If you look back 1 0 years ago and stated the tobacco industry will be sued someday, one would be surprised. No one ever anticipated that the tobacco industry would be challenged on a health issue. The tobacco industry which is one of the richest industries in the world succumbed to a successful challenge that tobacco causes cancer and should pay for pain and suffering. After a landmark settlement in the United States, lawsuits are becoming more frequent. One can expect that employees will be successfully suing employers for non protection against second hand ( ( ">,.,..-. ( ".--.. ,( "" I I \ '--" smoke and possibly municipalities will be sued for not exercising their authority in implementing non smoking bylaws to protect the citizens in their communities. In conclusion, a non smoking bylaw is a good public health policy in protecting citizens :fÌ'om the harmful effects of second hand smoke. I would encourage those municipalities who have not started the process of a non smoking bylaw to do so. There are excellent examples of successful implementation of such bylaws and these municipalities would be more than willing to assist you in this endeavor. i..' c ( <.'----, e MOVING BEYOND MINIMUM HEALTH AND ENVIRONMENTAL STANDARDS VICLIM MANAGER, INDUSTRIAL WASTE AND STORM WATER QUALITY CITY OF TORONTO ,( '-'.. / ~.. , A5soeiatI.oa'ofMliiltcipiiUtles:of Ontario AnnllitJCwfereøce Toronto-AagustZO,2002 Vie Lim, M.A.Sc..P.EIlIi:. Manq:er,lndustrlal Waate & W.~QuaUty .'.- !.' & first sewer use by-law was passed in 1965 & the by-law was revised In 1983, 1989 and 2000 & trend is towards more stringent limits & new By-law was enacted by Council on .July 6, 2000 ~·h~èJ41~u.... ._ .enèw:Sèwérû~'1S~2IY.r ,:'t:.::PUbllè:c:olISùltafiOn/Comment5 o:<ïtiDhlight$OfthenewSewerUSe 'By..law ;iZ)P~lItiÔnåry Principle ålld how it's . applied to the sewer Use By·law '"'.-:~~er::~.h¡~'By-I~w~_CJ~:;&)~rIltU~i~I~:¡Jllties¡ " 'CEPA 1999 . ' CooPeration with Environment. "Canacta¡ !,;,' " o Council's decision, in 1996 to revise the By-law to Include P2 planning and nmittòxlc metåls and organics " amalgamation of 6 municipalities and Metro in 1998 CoÎlncil's decision to stop ·In."ineration and Implement 100% blosolids beneficial use program """..'" 1 11 staff prepared draft Bv-Iaw In consultation wHh Federal, Provincial agencies,speclal interest group (World Wildlife Fund) and relevant research reports 11 CouncD adopted draft by-law and approved a public consultation plan c to protect water quality ç to continuously improve biosolids quality to instill a higher degree of confidence in the farming community and the general public in accepting Toronto's,biosolids " to U$.e P2 planning to accomplish the above òbjectives ( Draft By.law mailed to 6,000 stakeholders on May 12, 1999 and posted on Web stte 6 months of public and industry sector meetings . started June 1999 2 ( ".,",.< ts!. 9 industry/public meetings in June 1999 tsI.. 20 presentations to neigbbourhood liaison committees and business associations Q received more than 50 comments, questions·~nd ·30.,..mtten. comments from industries/associations & Draft cBy_law modified where appropriate . No Industry input in developing the By-law -i) Worked with one speelallnterest group - World Wildlife Fund o Went far beyond MOl! draft Model By-law o Set limits without ñsk assessment ~ Made no consideration of economic Impact -." & FoUowlng two days of debate and deputations, CIty Council adopted a J:1ew Sewer Use By-law with lower limits on .luly G. 2000 L~er of support from Mr..James Riordan, Director, National Office Of Pollution Prevention majority of substances Identified in the By-law have undergone rigorous scientific analyses and risk assessment by Environment Canada and Health Canacla 3 (.> They haven been identified as toxic to human health' or to the .environment on which life depends ¥ they are persiStent, bloaccu:mulativeand toxic tbey:are:ofSllch concem that all governments represented nationally (CCME) have Identified them for virtual elimination he pointed out that we will meet resistance to this By"law from some sector or society because of their own priorities "When an activity raises threats of harm to human health or the environment, precautionary measures should be taken even If some cause-and.oeffect relationships are not tuUy established scientifically." from the January 1998 Wingspread statement on the Precautionary PrInciple - IrÍ 1994, thê NéWJeBey hpartmerit Ôf environmental Protection surVeyed 42facßlties 74%- chose to prepareP2 themselveS 26%'usedccmsultants cost estimates.of P2 preparation ·ranged from $1,000 to $50,000 with one at $100,000 and one at $2QO,Q~O ......: for ev:ery $1 spent,oft,the entfrepmcess (Including govemment costs,facDlty costs for compliance and capital costs for Implemøntatlon of P2 techniques) the facUlties project a net.savings of $5 to $8 . 'iY! /" { '" if, There ¡:are only 11 heavy metals in the Guidelines '"' There are no guidelines for toxic organics o TheGllldelines have not been reviewed for more than 25 years '"' Concerns expressed by the farming community and the public tttat the Guidelines should be reviewed and updated '. To continuously Improve our biosolids quarJty ~" 4 /" ~, b1.Mo..e^$~~~el1t··I:~lnitS .~~··ÇÎtryJ,#i~ßI'· copper. lead, . mercury,nlc~l;selerí.ium and zinc !s!o.27ne\j\r.organic 'limits ,¡II sanitary and storm. sections, including NJiI~I'J?S and 11 frornCana€l~Ontario~reementTier I & II Substances Ust . & 11 heavy metals and 27 organics = SutJject ,ftollutants "._" ( "....- ðI5Yêrýt:JWDêror:~PeIël~or(Jfåp~lš~s:frOm Which~dental'waste:-amalgam:maY_be discharged,' whichwastemay-directly.or Indlrectly:snter:a sewer,:shaU--iristall, ~peratEeand:lllaintain dental waste amalgam separator(s) In any piping system at ItS premises that connectsdirec~ly or indirectly to a sewer by no laterthàn ~anuary 1,2002 { '- '" Cit.Yot'KingstOnha~ ~dCJpt~~_a_rÏev.,:~wer Use By-lillw with tb~salTle pa!8n.ÐtéfS {with the same or event;ghter limits) and fo~at-asToronto ex«:;eptwithout P2 l'18nning:_requirements (: rcegicins-OfHalton,Peel,York, Durham, Wat~(t():an~_ ,City of ..arniit0nare all revising their By..laws to be in line with Toronto's ~ Even GVRD and Nova Scotia 'are also interested in our By.oIaw 5 Part 4 of Canadian Environlnental Protection Act (CEPA) 1999 Includes a new authority to require the preparation and implementation of P2 plans for substances on the List of Toxic Substances (Schedule 1 to CEPA) Other toxic substances may also be targeted through Parts 7, g, 10 of CEPA - 0;. EC is supporting Toronto In our rollout of the "ew Sewer Use By"'aw Invited by EC to make presentations at their Municipal ,Wastewater Effluent (MWWE}Pollution Prevention Planning Workshop in March 2002 and th.e Workshop on Municipal.Effluents- Technology Transfer between Ontario and Québec In June 2002 " We are being specifically consulted by EC on their MWWE P2 plans ( \ Develop P2 Plans for CEPÄ "toxics· sub~n~~found in Municipal Wastewater Effluent (MWWE) <: CEPA P2 Notice would cover: ammonia, inorganic chloramines,chlorïnated wastewater-effluents, nonylphenol and Its ethoxylates ç If a mùnicipallty has -"'2 planning requirements in their Sewer Use By;.Jaw It may satisfy the CEPA MWWE P2 Planning requirements '-' " ( www.city.toronto.on.ca/ involvedlwpc/nbylaw.htm l_ 6 /- í TUESDA ~ AUGUST 20, 2002 10:30 a.m. to 12:00 Noon THE HICKS REPORT ON HUMAN RESOURCES ( Alan Whyte, Counsel, Hicks Morley Hamilton .Stewart Storie Craig Rix, Counsel, Hicks Morley Hamilton Stewart Storie Jason Mandlowitz, Counsel, Hicks Morley Hamilton Stewart Storie I t- \ HICKS REPORT ON HUMAN RESOURCES / \" ALAN WHYTE CRAIG RIX and JASON MANDLOWITZ HICKS MORLEY HAMILTON STEWART STORIE ( I'\ïhrb The Hicks Morley Report AMO Annual Conference AUgU5t20.2002 Alan Whyte CraigRix asonMandlowJtz [1'l;lh~lo.;, The Hicks Morley Report Your presenters ( Alan Whyte Kingston (613) 549-6353 daw@hicksmorley.com Craig Rix Toronto (416) 864-7284 csr@hicksmorley.com (416) 864-7278 jern@hlcksmorley.com Jason Mandlowitz Toronto "\~ìh~k\ The Hicks Morley Report Wage Settlements - June Number Employees % Increase All Settlements Public Sector Private Sector 32 19 13 29,286 3.0 16,395 3.0 12,891 3.0 ( ,~ 1 11\<';I!ì~Ic\ The Hicks Morley Report Land Ambulance Collective Bargaining · Developments at the bargaining table · Recent settlements · Trends · Financiat · Non-monetary II\ll!ì~k' The Hitks Morley Report Volunteer Fire Fighters · Double-hatters · Union organizing · The rightto strike - or not 11~1~·~k·' The Hicks Money Report Volunteer Fire Fighters · Double-hatters · Bill 30 · No disciplinary action by union · No deniái of membership by union · No termination of employment because membership card is pulled ( \,.." / \, 2 I \ ,', II ~~Ih~k'~ The Hicks MorleyReport Volunteer Fire Fighters - Union organizing · LRA: Tecumseh, Hamilton WeIland Thorold Hawkesbury North Kawartha (?) · FPPA: Leamington IJ,"]hik'\ TheHlcbMorieyReport Volunteer Fire Fighters f'" I \,... · The LRA vs. the FPPA · The Hamilton and Leamington decisions II,l¡brb Workplace Safety & Insurance - Issues c 3 11,l:lh~¡c\ The Hicks Morley Report Cost Impact of Classification · Municipal employers are classified under Schedules 1 or 2 · Schedule 1: collective liability with experience rating · Schedule 1 rate group 845 pays $1.51 per $100 of earnings · Schedule 2: individual liability The Hicks Mortey Report ",o.;lh~ll\ Cost Impact of Classification cont'd · Municipaiities, generally, can select the Schedule · Schedule 2 is typically more cost effective · Municipalities can transfer between schedules The Hicks Morley Report ",li~,~lc\ Recommendations · Determine whether you are in Schedule 1 or 2 · Why are you in your current Schedule? · Has your classification undergone a cost study · Consider Schedule 2 ( ( \"". (, 4 The Hicks MorieyReport ll,lìh~ll:\ Managing in Schedule 1 · lower claim costs (frequency and severity) · Early and safe return to work programs · Maximize experience rating rebates The Hicks Mortey Report I'l h~k.\ Managing in Schedule 1 cont'd ( · Refuse coverage for executive officers . (elected officials. temporary appointees) · Health and safety program to avoid Workwell The Hicks Mortey Report ll'lì~.~k, WSIB Consultation Issues · Coverage (consultation) · Traumatic Mental Stress (effective) · Re-employment Obligation Penalties (consultation) · Entitlement Following Work Disruptions (consultation) 5 The Hicks Morley Report [I \lh~lc~ WSIB Consultation Issues cont'd · CPP Offset (consultation) · Experience Rating (consultation) 11\<.;]h~k\ The Hicks MorleyReport WSIB Coverage · Continuation of Schedule 2 questioned · Possible coverage for volunteers TheHicksMorleyReport II,lth'rb Recommendations · Ensure continuation of Schedule 2 · Ensure no coverage/costs for volunteers not covered by . The current Act ( ( "'- 6 (- \. ( ( II,lih~b The Hicks Morley Report WSIB Traumatic Mental Stress . Effective from January 1, 1989 . Entitlement for an acute reaction to a sudden and unexpected traumatic event or cumulative reaction II\llh~I!.." The Hicks Morley Report WSIB Traumatic Mental Stress cont'd . Includes harassment defined as physical violence or threats of . Physical violence (i.e. verbal abuse becomes traumatic . Physical abuse) or put in life~threatening situation Ilu.:",,¡ 'lor c~ The Hicks Morley Report Pay Equity . You can't afford to ignore it! 7 I I\1hrle~ The Hicks Morley Report Employment Law · The value of clear and unambiguous contracts of employment The Hicks MorleyReport II,l:]h?k\ Employment Law · Recent Law on Reasonable Notice · Christiansen v. Family Counseling Centre of Sault Ste Marie and District (C.A.) 1',"ih?lc~ The Hicks MorleyReport Employment Law · Allison v. Noranda Inc. · Employers may be liable for failure to adequately explain implications of severance package options ¡,In , I, ( "'- \'-- 8 ( 11\l:lh~b TheHicksMorleyReport Developments in Human Rights Law · The Duty to Accommodate · Mandatory Retirement TheHicksMorieyReport II\llh~k" Bill 111 - The Municipal Act c · Service delivery options · labour Relations implications ·3 P's and contracting out "\lìh~k\ The Hicks MorleyReport OMERS Governance Reform · History · Significant issues · Employer response · Current status /'.-- ,~... 9 ( TUESDA ~ AUGUST 20, 2002 10:30 a.m. to 12:00 Noon CHILDREN - HELPING OUR FUTURE ( Christine Black, The Ontario Rural Council Olivia Chow, Councillor, City of Toronto Ann Mulvale, Mayor, Town of Oakville Peter Ostojic, Mayor, City of St. Thomas i \ ;./" CHILDREN - HELPING OUR FUTURE CHRISTINE BLACK THE ONTARIO RURAL COUNCIL --- ( ,( l_ Christine Black, The Ontario Rural Council PRESENTATION TO THE ASSOCIATION OF MUNICIPALITIES OF ONTARIO "Children - Helping the Future" Royal York Hotel, Toronto - Tuesday, August 20, 2002 I have been asked to provide The Rural Context relating to youth and children's issues - I will focus briefly on three areas: I) Rural Ontario - distinctions, challenges, assets 2) Children and Youth - issues and actions 3) Next Steps - what municipalities can do to get involved My focus will be predominantly on youth issues, with many of my comments today coming from initiatives undertaken by The Ontario Rural Council, and my own involvement in youth initiatives. PART 1: RURAL ONTARIO The Ontario Rural Council (TORC) is a provincial association of associations that have come together because of a common commitment to the health and prosperity of rural communities. Our goal is to strengthen rural voices and raise thè profile of 'rural' and rural interests within the private and public sector, and among decision-makers and policy-makers at all levels. Our mandate is to act as a catalyst for rural dialogue, collaboration and action. We have been able to attract strong and key representation from across the sectors - economic and infrastructure; environment and resource; community and human services; government sectors as well as regional and individual representation. As a Council we reflect those same sectors that come together at the LOCAL LEVEL to fonn communities - but we operate at the provincial level. And like local communities - we are here for the long tenn. We challenge ourselves to be future thinking. UNDERSTANDING 'RURAL' It is challenging to sum up rural with one definition. Therefore there is a need for a variety of continuums to describe rural: · Population deusity · Proximity to major centres (urban, suburban, rural close to urban, rural, rural remote) · Economic base (e.g. resource based - agriculture, forestry, mining; manufacturing, service) . Economic well-being · Cultural aspects (e.g. First Nations, Francophone, Mennonite) . Demographics · And finally DENSITY OF PERSONAL RELATIONSHIPS "Children - Helping Our Future" The Rural Context 1 CHALLENGES IN 'RURAL': ( 1) Distance 2) Changing municipal boundaries 3) Low population density 4) Learning opportunities 5) Lack of understanding about rural distinctions among some decision-makers 6) Communications 7) Volunteers are often the only resources The Youth Challenge: Rural youth (between the ages of 18-24) are leaving their areas at a faster rate than their urban counterparts. There are a variety reasons youth are leaving: 1) School 2) Jobs 3) Variety and conveniences of city life 4) New family or sense of community established in cities during education or jobs How do you connect with young people while they are away so that they feel welcome to come back? The Children's Challenge: Children's services are being downloaded to the municipal level without appropriate supports to deal with the provision of services. ( ,~ PART 2: ISSUES AND ACTIONS A new approach is emerging to address issues and build communities - THE ASSET-BASED APPROACH. The focus of this approach is building on the assets within a community rather than working from a 'needs-based' approach. At ayouthforum hosted by The Ontario Rural Council in 2001, young people came together to talk about what they valued in their rural community. The thought was that if we built on or enhanced those things that young people value most about their areas, they would be more likely to stay involved in their community, or return home after a time away at school. Participants at this forum identified the 10 assets they valued most: 1. health 2. community involvement 3. education 4. fÌ'Íendly neighbours / being known 5. fann land to grow crops 6. green spaces 7. farnilyfarming 8. water/lakes 9. open spaces 10. youth organizations ( ~.- "Children - Helping Our Future" The Rural Context 2 ( ( c In October 2001, we took this approach a step further, to identify what young people, communities, and elected people could do to keep and attract youth in rural areas. Rural Childcare Task Force: · A pamphlet is being developed to help municipal politicians understand better the issues, terminology and possible solutions related to the provision of childcare services - ask the Ministry of Community and Social Services about the pamphlet · It is hoped that a toolkit will be developed, specifically focused on communities with urban and rural areas - to educate and provide ways in which services can be shared across the municipality rather than just in the urban areas PART 3: WHAT MUNICIPALITIES CAN DO TO GET INVOLVED Both urban and rural municipalities face challenges. But it is important to understand that not only are the challenges in rural Ontario different than in urban, but that the tenn rural requires some "unpacking" to fully understand its complexity. There is a need to evolve towards understanding the differences between rural and urban, defining the rural model in a way that is true to the rural communities. A challenge to municipal representatives (especially in amalgamated communities that include rural and urban constituents) is to take the time to reflect on your rural constituents and how their reality and needs may differ from those of your urban constituents. YOUTH RECOMMENDATIONS GUIDE - www.torc.on.ca Follow the links to the 2001 Pre-conference youth symposium --------------------------------------------------------------------------------------------------------------------- For more infonnation on The Ontario Rural Council, the Rural Childcare Task Force or the Council's Pre-Conference Youth Symposium, contact us at 519-826-4128 or visit our web site at www.torc.on.ca . Rural Ontario 2002: Weaving Together The Ontario Rural Council's 5th annual rural development conference October 29 and 30,2002 Nottawasaga Inn, Alliston, Ontario For conference and registration infonnation visit www.torc.on.ca/conference "Children - Helping Our Future" The Rural Context 3 ( CHILDREN - HELPING OUR FUTURE OLIVIA CHOW COUNCILLOR, CITY OF TORONTO ( TOWN OF CALEDON ( '.--...~ ( What kind of children's programs would be most welcome in your municipality? ( \....- ( -~-.._.- Cost to Subsidize per Total City's Family Cost Portion On Social Assistance $11,484 $2,297 Off welfare but with $5,803 $1,161 Child Care subsidies Savings per family when one family is off $5,681 $1,136 welfare (\,' .) ~ III u,(2AÁ Ð"'-' 1 4,388 Single parents families income On welfare, with no child care: $50.4 Million Now working, with child care support: $89.9 Million ( Double Benefit: Savings to All Taxpayers: $25 Million Savings to Toronto Taxpayers: $5 Million Increase of Family's Spending Power Because of Higher Income: $39.5 Million ,. i.c, 3 ( 4 areas of spending: 1. promoting healthy pregnancy, birth and infancy; 2. improving parenting and family supports; 3. strengthening early childhood development, learning and care 4. strengthening community supports. " ( In Ontario: · 'ABC' - "anything but child care". · $30 million towards the development of Early Years Centres. These centres will be community based resource centres where parents can obtain information and service referrals. $2 million used for buying ads. 5 In Toronto, most children services downloaded. However, the province did not ask the City, nor did they ask the community organizations serving children, how that new money should be spent. $114 million for all of Ontario's children. Toronto has 20% of the Province's children Therefore, Toronto kids should receive $23 million. What we see in Toronto, however, is the following: · No money has arrived to Toronto's 26,000 children in child care, including the 17,000 parents on waiting lists. · No money has arrived to the 100,000 families using family resource centres. · No money has arrived to the special needs families that desperately need some support in their neighbourhood. · No money has arrived to the thousands of children using City libraries. , ( ,-,.- i \". / ~ 7 ( Examples of Municipal/Federal Relationships that Work United Kingdom - Early Years Initiatives · project and its funding is a national commitment ( · the design and delivery are local, all must provide "support for good-quality plan, learning and child care experiences". Sweden - · National Legislation and financial support- A 1985 law guaranteeing that all children aged 1 to 6 have a right to child care if their parents are working or studying. · local governments responsible for delivering services { \ 9 ( \ Prime Minister's Caucus Task Force on Urban Issues released an Interim Report calling for a national Urban Strategy. Recommendation 12. Continue to work with all orders of government and childcare agencies to ensure that all children have access to quality childcare and early education, and reaffirm our commitment to eliminating child poverty. ;' .. \ New Premier, new Minister, new beginning ( '---. 11 ( CHILDREN - HELPING OUR FUTURE ANN MULVALE MAYOR, TOWN OF OAKVILLE TOWN OF CALEDON ( ( ( ( ,'-..-.- Ontario's Promise The P.utn=bip '" CbiIdæn oad Youth Speaking Points for Mayor Ann Mulvale, AMO Conference, August 20, 2002 · On November 3rd 2000, former Premier Mike Harris launched Ontario's Promise - a partnership for Ontario's children and youth. · Ontario's Promise supports Ontario's children and youth by providing leadership, supporting the province's long tradition of volunteer spirit and community service, and mobilizing the various sectors to promote a shared responsibility - "Pulling Together for Ontario's Kids". · Despite our best efforts to date there are still some who fall through the cracks. We must do better. · There is nothing less for our future and our children's future. · The stakes are high and the task facing us is enormous and too large in fact for any sector of society to solve on its own. · Ontario's Promise seeks to engage all parts of the community - individuals, families, youth organizations, businesses and government - to work together to ensure Ontario's children get the best possible start in life. · Ontario's Promise promotes a "team effort" that mobilizes the skills, energy and resources of all sectors. · This initiative is based on five promises that describe the fundamental elements essential to the successful development of all children and young people: 1) A healthy start The first few years of a child's life are the most important for his or her growth and development. They set the stage for lifelong learning and health. In those early years, children need things like good nutrition and stimulation that comes :from adults and spending time with other children. 1 · The kinds of services Ontario's Promise supports are only limited by our imagination - after school programs, literacy and reading, coaching sports teams, teen counseling, mentoring young people, co-op education placements and work experience, etc. · Ontario's Promise: · Promotes intersectoral partnerships; · Promotes citizen engagement; and · Promotes "shared responsibility" for children and youth. · These are all goals we have in our own communities - we can pull together under the Ontario's Promise banner to support our own communities. · Each community can set their own goals based on their own strategic plan. · You will now hear from Mayor Ostojic how 8t Thomas has used Ontario's Promise to grow and develop services for children. · This is meant to give you some ideas for your community - but each community as you know is different. " ¡ ¡, >"'»- · The Ontario's Promise framework offers you the flexibility to develop a strategy that will work in your community. · Together we can make a difference. i \ 3 , CHILDREN - HELPING OUR FUTURE PETER OSTOJIC MAYOR, CITY OF ST. THOMAS ( \,.....- TOWN OF CALEDON c_ ( PETER OSTOJIC REMARKS TO AMO Tuesday, August 20, 2002 Thank you, Mayor Mulvale. And good morning, everyone. Mayor Mulvale presented us all with a good overview of Ontario's Promise. I'm pleased to be here today to talk about how the city of City of St. Thomas has embraced this initiative. The theme of "Children Helping Our Future" is something I know we all feel passionately about. The city of St. Thomas is proud and honoured to be the first city in Ontario to endorse Ontario's Promise. . And we're proud of what we have been able to accomplish in just a short time. c. That's why I'm here to spread the word. To urge you - if you haven't done so already- To check it out. To sign on. And to join a team that is making a difference for our children and young people. Why am I so keen on Ontario's Promise? First, because it is a simple, but powerful concept. One that brings people together to work more effectively for the community's children and young people who need help. And second, because Ontario's Promise provides a flexible approach and framework that can be adapted to meet the special needs of the community. In our case, it was just what the city of St. Thomas needed. In fact, the creation of Ontario's Promise paralleled the path we were already taking in our community to help our kids. ( '-.. 1 First, it serves as a powerful symbol and a rallying point for leaders from every part of the community. Second and even more importantly, it has given us the framework to work more effectively together. Now, I know what some of you may be saying. It's a great theory. Working better by working together. But how has it worked in reality? And what have you accomplished? Well, I'm glad you asked. The community leaders I talked to include the Who's Who of St Thomas. Corporate partners like Ford Motor Company, Magna, and Timkin. And community organizations like The United Way, YMCA, Big Brothers and Big Sisters, c..." 4H, and several church groups . (I should add that the federal government through the Human Resources Development Corporation is also playing a major and positive role in our program.) And in our plans and discussions, we were able to focus on a few key priorities for our kids. Our first and most important priority is the completion of a youth centre - a place where the young people of the community can meet under adult supervision to talk, to socialize - and to learn. A place where they can get all the information they need about the services that are available to them in our community. You see, I believe - and I know that I'm not alone on this - that kids today face tremendous challenges. And with the rapid pace of life today, they don't always get the help, the guidance and the mentoring they need to meet these challenges successfully. That's why our team made a youth centre its Number One priority. " \. 3 ( And because you do, I urge you to look into Ontario's Promise. Explore how this powerful and flexible approach can be used in your city or town. How it can help bring together the best people and the best ideas. And help create a program that's right for your community. That meets the needs of your kids. One that will ensure that no child falls through the cracks. And no young person is left behind. Thank you. c- \ 5 ¡ ; f I ¡ 1 ; ; , ì I , I , , I I i I , ! , ; I I , I I i I , i / f :'di;f. '- ", '1,. P' " r.~t':,:::, ""',":!~(~~,;:<"j,:.. ~¡r'I·,·~,,';(w)lr 71IIsWeek/fili.p/Joto Marcia Hannon and her s.ix·year~old daughter, Danielle,· were killed by their husband and. cide attempt after the murders.' Mrs. Ban/IOn is GIll! 'Of three women killed in Durham' by> Jatller, Montgonlt!ry Harnion in March. Mr. .Harmon later died· in hospital jollowirig a sui.- their husbands in tile last two year:.~. Five murders in Durham have raised question~ about rights of abused , , , i i I I 'Durham Region Police Detective Cons/ohM Cheryl Carter calls spousal abuse "an is.me.oJ cQntrol, dominanCe and milliiplllation ofyou.r partller;', Det, Cónst. Carter is working with the Ajax.Pickering Women '8 Sllelter to set up afacilityfor abused women and cflildreli Î/¡ we.tt DurhallL tern-tolerance SlWlce Shopoint<lluthe schools have takIm, up in an abusive elTYironment I don', treat mv bovs Ihat way or mv oartner." BY KEITH GJI,LlGAN StqffWrlter DURHAM -'Five mid hopefùl1y hot counting. In Ihe pasII8.months, four women in Ajax and Pickering haw been murdered, while MOthat' wömml was killed jn Os~ hawa júst under two' years ago, ·TIle women:. were shot,. poisoned 'or pum- ...\~ . melle<!. . In one CMß a child was also \. ~~" kiUcd, ~. Mrs. "Hadl.ey with Marcin Hannon, 42, nnd her six-yenrv ~r I,over, Mr,.· Hadley old dnughrer, Dnni~ne,' were ~Ucd Inst . slapped her" U1d smashed her Mnrch in their Pickerfng home by their head against a brick wall. husband' and. '~er" MOlltgomery Hill'- One of the iron\es of the Hadley in- I mOD" ~'Ie surviVhl' a suicide nltempr by qUe.~t j9J~ might own the eyb of some,; , mug overao~, but d~ed two ~nys women'to~the fnct iliéY'te bèing abusCd.~ later in hospital of II mnssivc '!if. Both ,.oQt; Co11st. Carter and Nicki.' blood clot ill, his lungs" ....\n \ SAhdher, ; or the Wonien's Ri~ts Action' He was' in :/Once ,....V. he Coalitioq. -ofDwham (WRAC); agree custody at·· . .«'\1 .' home. with thè thought, say¡Og it puts à face to a the .~:1f:..' Y 'TIe was gO~lg to torture her, punish' victim and abuse in gcnenil. 0 .\., ~-,;ø. her. Shewn.') pl'Obubly going·toface houts "You cnn only 90pe," is how' Det. ;e. \,):. time· of IIJ\d hours of torture," she says. ''1t WII8 a Const Cntter puts It, "Some wonder why \r-~, . . his death after, script. of what hewas going toðo to-her., she didn'fll¥lvc him,She didn't haVe !Uiy. ~}." being Chátged with He,wasn'tcompeUcdtodoit". . fnthitysupport.DOn'tbJ.ameh~Itwasa 1\11" two counts of first-degree Hejuslifiedhis·actionsbysayingMrs. mnttcr of choice heJuLd. . . murder. Hadley didn't put the clilldten first and 'Wehiwe to hbM thea~aCCQunt~ In June, the body ofAndrea.Schneldcr. thntwoTilen should be subservient tomen. able. Ifwe waDt tocålfoursclves ajÚStso- 38, was fOl,lnd slUffed in tile nuck af II. ear "He: was.l9Slng control and he wnsn't. ·ciety, weJ:mvð1O hold riglttfiotri wrong,If in Ute parldng lotoflheDLItb,mn Centre in delusional," .\Jet Const, Cooter :mys. y~u break:thc, Jaw, justice \.viU be sev~ Ajax. Her common-Inw husband James She notes abusers may. Use a bad day, If there's n.reSlminlng order and ¡fyou igv Stewart, Poland, 31, has been. charged financial problems 01' other problems as· nore it, then you~]J beheld accountable." withmurdcr. excuses... Ms. Sitndheradds, "It's grenttohave On Momor's Day 2000, Hemout!e "I. know (the Hadleys) had financial (publicity) Ol1t: there every three days. RnghU/!nuth,.28, was found dead in her problems. I don't know who was.conttul- HowmanytimeswillherpicturebeintIW PickerJng home. 1b~cology tests showed ling the fmances. I !¡:now he dido't (finan- paper?' she . had been poisoned: Her husband ci¡lily) snp~rt Gillian and the children at . The courts are the 'other half of. the Ganeshrarn Raglll~nnulh has been all," the officer adds. equation, Dçt. Const Carter says. " charged witlllllurdèr. Following the marriage breaknp, Mrs. "It amazes me the number of Ìepetit And then there's Gillian Hadley. The Hadley started a relntionsmp with another offendern we:hnve," she,notes,. Pickering woman's June 2000 murder by man. That ~pe of sltuntiori, notes Del. She drew a compnrison tel drunk 00- esttnngedhusbnndRnJph,whotI1enlçilled Consl, Cotter, lends .-vJng.·· himself, is the IItlbjecfbfnu ongóJng coco- to Ihe abLiser bJnrn- '11'5 not that nJcoholics drive, but that ncr's inquest It's thl' second such inquest jng the victim for they drive drunk. How many chnhces do dealing with WOmen living in Abusivere- his plight we give theniT she a.~ked, ndding, ''Vio- iatioßships that led,to murdet Olie of dIe "They were lence in any -fòfm)s una.cceptable."· recommendations from dIe previous ìn- separated and be ,Dcr~ COnst Carter nJso pointed quest wM-providillg at1 abused 'woman' was ..-.--"" outinen nremoreJikeJy 10 com- with acce.~S fu ad\IPclltes wbo can help " . hotoJ {1\0.1'\;,I mitßpòusàlnbu8e and tl:tntlhere them with ernnlhvment. day c:nre nnrl In . - nreinoremenini4ror"viOlcnt MONDAY, AUGUST 19, 2002 10:30 a.m. to 12:00 Noon SQUEEZING MORE OUT OF YOUR BUDGET John Bech-Hansen, Execufive Director, Municipal Finance Officers Association Ed Hankins, Director, Policy, Risk and Treasury, Region of York Kenneth Miner, Principal, Lancaster Investment Counsel ò' ( r·, SQUEEZING MORE OUT OF YOUR BUDGET JOHN BECH-HANSEN EXECUTIVE DIRECTOR MUNICIP AL FINANCE OFFICERS' ASSOCIA TION ONE Funds Investment Program 4';$ ..-....~__&.TD... Job.--. ExtIaJtWeDirectDt' Afunic:i:JøtFln8nœOl'licln'AøoeiaIicn lASillC>01 SIft'f_1!y ...,.. ( '--.- · A means for municipalitiesto.jointly and voluntarily pool funds for investment purposes. · In effect a 'mutual fund' for municipalities, structured to comply with the conservative investment rules applying to them. · Whne funds are pooled for investment purposes, each investor's participation is maintained and reported separately. 4,,4~ .~ - ...~... í """" Local Authority Services Ltd. CHUMS Financing Corp. What local government investment pools (LGIPs) are How they work LGIP advantages Profile of the ONE Funds - Omario's only LGIP Q&A ~~~ -~. - "~' Inherent challenges in forecasting cash flow requirements Need to invest reserve funds. proceeds of asset sales. debenture proceeds etc. until funds needed µ~ Your financial responsibility to earn best return while ensuring legality, safety, liquidity Lack of adequate investment expertise in many smaller municipalities .~ - ~~.. 1 ONE Funds Investment Program Legality and safety One-step diversification Professional asset management Flexibility and liquidity Ease of entry and exit · Low participation costs · Full reporting at regular intervals · Potential for higher returns µs.. .~ IIIIIIII .~.. Ortginated in U.S. in 70s, Canada in 8Os-90s Today - - 32 U.S. states have LGIPs. 65 tracked by S&P - 15.000 local gov't participants; $140++8 invested - In Canada - B.C.. Ontario, Quebec and Manitoba A tested and proven cash/investment management tool µs.. ...' IIIIIIII <"~... Local Authority Services Ltd. CHUMS Financing Corp. ('-' Scale economies . Active management . Widest possible range of investments Adherence to all applicable legislation Knowledge of the municipal sector #~s.. .~. IIIIIIII .~" ( ". Daunting financial challenges faced by Ontarto municipalities in wake of LSR, CV A, etc. Need to increase efficiency,effectiveness, productivity - do "more with less' Demands for more "public accountability" New Municipal Act favourtng joinVcollaborative undertakings µs.. .., IIIIIIII .-..~... í \ ~~-- 2 ONE Funds Investment Program Some other new Municipal Act requirements: .¡' Investment Report must now address risk tolerance aawen as need for diversification, capital pi'eservation, and legal advice .¡' Potential constraints 00 access to new certain typeS 'Of investments. except by way of designated pool ,¡" Possible new reselV9 requirements (also under pending Sustainab/9 W81er·Sewer Systems Act) µ~ ,. ( \.-.... Unlike most U.S. LGIPs, senior~evel government has NO role in how ONE Funds managed and administered As a program designed by and for municipalities-and administered by them-the ONE Funds is ·OUR" baby ~~ i , ,-.. Local Authority Services Ltd. CHUMS Financing Corp. .. - ,.t!!!;." .~ - .~,. 1992 - Legislative authority granted 1992 - CHUMS Money Market Fund established 1993 -LAS Pooled Investments Program (Money Market Fund, Bond Fund) established 1995 - LAS and CHUMS joined forces to form: ~".í/~ ~"''''...".. ." ...~ ::'''::;:: o . .' ,,' Authority derived from Municipal Act and Eligible Investmentsregutation (438/97) Strict investment guidelines for each fund Administrative framework involving the program agents, an invesbnent manager, custodian, record keeper, transfer agent Also open to participation by- - School boards, colleges, universities and hospitats (since 1996) - Municipal ABCs (since 1997) ~~ .. - .~- .~ - ..~.- 3 ONE Funds Investment Program Legality Safety Liquidity Income . In that order! ~~~ .:,¡¡¡;,;. - '.~- For short·terrn investments of general operating funds and tax receipts Invests in govemmentlgovemment-backed securities, Schedule 1111 banks, short-term municipal securities - Term length generaUy under one year - Must be tûghly rated Benchmark - Scotia Capital 3O-Day T-Bi/I/ndex Manager - TD Asset Management/Lancaster Investment Counsel µs.. '.. - 'o~' Local Authority Services Ltd. CHUMS Financing Corp. Two Choices - . ONE - Money Market Fund . ONE - Bond Fund µs.. ~ - .~.- /... \. For longer term investments, e.g. reserve funds Invests in govemmentlgovemment-backed securities. Schedule 1111 banks, municipal debentures - Longer term securities - Must be highly rated Benchmark - Scotia Capital All Government Short Bond Index Manager- McLean Budden µs. .~ - ~"~.... 4 ONE Funds Investment Program · Both funds væued daily · 'Mark7to-market'reporting (aGFOA-reeommended Best "ractice), · 1-800 toll treeline for investmentlwithdrawals · Same day investment credit and next day withdrawal (Money MarketFund) Of within three business days (Bond Fund) · Monthly statement of account to aU investors .. Quarterly Investment Advìsory Commitlee meetings Money Market Fund -19 basis points (0.19 of 1% or $0;0019 per $1) of net assets of funds per annum Bond Fund.. 40 basis 'points (0;40 of t%or $O.Q040 per $1) of net assets of funds per annum - Compare with average of 65 S&P~tracked U.S.lT1Óney market LGIPs (0.24%), or conventfonatCanatlian iricm8y market funds (1.0 -1.5%) and bond funds (1.5-2.5%) - No other costs charged to funds or investOrs ~,:¡~ .~. - .~~ ... - '~:" µ~ Vatue of $100,000 Invested Incaption to July 31, 2002 At present: 77 munJclpaJitles enrolled. holding 198 accounts Multiple accounts common - e.g., general. reS8/Ve, specJñc purpose (e.g.. fire equipment replacement) or for specific source (e.g., Oevelopment Chatrles) ~æ.... $tæ,DDOJJO $I70.ŒIII.OII ....... ...... $14D,aooJXI .œ.... ~""."., $HO,IXIIIJIG SlCIO.ÐOI1DC1 """"" I. $181,200 ~ $139,_ ~.- ,- -~.' -. - -- Assets (as at August 2. 2002): Money Market Fund Bond Fund TOTAL $289 million $144 mllDon $ 433 mffnon ~ , ~ ~ ~ , ~ ~ ~ ~ -ONeBond_ -ONe.......,.M.n.tFIIIod _-_'.1- ...._..."..11$ .~ - ..~... .~-- - '.~"" ~~ .4"s:;1S --" c Local Authority Services Ltd. CHUMS Financing Corp. 5 ONE Funds Investment Program ( In one step, an investment in the ONE Funds provides... </ Safety, liquidity and Income ,/ Convenienœlease of use ,¡' Compliance with new Municipal Act and Eligible fnvestments regulations ,/ Compliance with pending regulatory requirement to address risk tolerance, need for diversffication and capital preservation În your Investment Report ./ A GFOA-racognized Best Practice for Investments .¡' Peace of mind! Further changes to Investment Guidelines to reflect addition of Commercial Paper. Asset...ßacked Securities to the mix of eligible investments (will be disallowed for many municipalities, except by way of ONE Funds) Dedicated website. eventually with . . On-line account Information . Transactional capability? Expansion plans to other broader public sector institutions, municipal ABCs .~. - - '!!!f~- ::,¡¡¡¿. - .~,.. ~,ø~ ~,ø~ / \. Talk about the benefits of LGIPs with your treasurer Consider ramifications of the new Municipal Act and pending Eligible Investments regulation on your investing strategies ,~ - .~..~ .~ - .~... µ~ µ~ ( "'---- Local Authority Services Ltd. CHUMS Financing Corp. 6 SQUEEZING MORE OUT OF YOUR BUDGET EDWARD HANKINS ( DIRECTOR OF POLICY, RISK & TREASURY REGION OF YORK \ Squeezing More Out of Your Budget: Optimizing Casb Management and Investments for Municipalities AMO Annual Conference Royal York Hotel, Tor9nto August 19,2002 York Region- ( Cash'Management > Provides "tools" to maximize the availability of funds for investment . Integrates with reserve fund strategy . Answers question of how much to invest and for how long YmkRegion 3 (, Overview Best practices used by municipalities for: , Cash Management . Developing an Investment Policy and Strategy Yor"kRegion CaslrManagement- TóoIs-~:~;; '" , Advance receipt of revenues ~ Monthly direct debit of taxes/utilities ~ Direct debit of building pennitslfees ~ On~line payments (parking/provincial offences, etc.) }TõrkRegion 4 1 Cash Management - Tools ~ Reduce or lengthen tinúng of expenditures '" Make payments "just in time" (lIT) instead of "first in first auf' (FIFO) v Take advantage of cash discounts ., Do you need to spend it now? (capital expenditures) YlirkRegiun s Cash Management - Reserves . Important feature in cash management ., Lowest cost source of funds ." Consider reserves for working capital and major capital ." Review adequacy annually ., Involve all key personnel ." Time horizons should be appropriate ....... .,,,...-- YiW~&giun 7 (- Cash Management - Tools .> Other cash control tools .., Purchasinglbank cards ." Positive pay '" Consolidation bank accounts ., On-line bank reporting YorkRegiun . Cash Management,,.Forecä$~;~ .>.'- .-- , Need to know cash on hand ., Detailed forecasts for next 30 days ., Less detailed for fiscal "year (calendariZe budget) , ...."c. ',' ~ Broad for 10 years (long tenn capital bÛ<l¡¡èij' .:1."-,-, ..,."..",., Y~1iegion 8 ( \"-. 2 Municipal Investments .. Key Elements: v Statutory authority v Investment policy v Investment strategy v Perfonnance measurements 0.1 Where to go to invest .,,' YòYk&gwn 9 /,.u I... Mumcipallnvestments1 ~ Investment Policy 0.1 Some elements will be required by regulation .., Must be approved by Council YÒÍ'~Region 11 Municipal Investments , Statutory Authority '" Authority based on Section 418 of the New Municipal Act v Authorized investments governed by On!. Reg. 438/97 .; New investment opportunities expected to be approved August 2002 YörkRCgion I' InvestmentPölièYi",BestPtå'~ti:~~ . Investment Objectives ..; Adherence to statutory requirements .; Safety/preservation of capital '" Maintenance of liquidity v Competitive rate of retum/yield (in order of importance) X~Region 12 3 Investment Policy - Best Practice ,. Standard of Care '" Prudence ., Conflict of interest '" Delegation of authority .-- Yõ"¡iRegion 13 InvestmentcPoliéy- B'estPractice' Investment Parameters '" Diversification , Credit . Term . Type v Maximum maturity -..,.. YrmkRÍJgion 15 Investment Policy - Best Practice ". Use of Safekeeping/Custody ... Internal Controls " Authorized Investments ., Amending Procedures YtirkRegion 14 InvestmentPolicy-BestPra'ètf'eê';' .., Reporting ~ Required at least annually (quarterly) II Peñonnance standards v Mark-to-market ¥1IÌ'~Règion 16 i \, -- 4 c ( '-- Investment Strategy ~ Refmement of investment parameters ~ Active versus passive management + Choice of dealers Yorld.legion 17 c~ Active versos Passive Manag~ment . Active ~ Investment not necessarily held to maturity II Risk management/value added strategy II Market timing (taking a view) ." ~."~- Yotld~ègion 19 Investment Strategy .; Refinement ofInvestment Parameters v Co-ordination of cash, reserve, and debt financing programs II Optimize asset potential v Intemallimits on diversification ., Competent/dedicated investment team YotkRegion 18 . . ~ . Active versosPassiveManageriî~ ~ Active (continued) vi Switching _ tennfcredit . Fixed income analytics Rich/cheap analysis . Horizon analysis II Valoe at risk - do ends justifY the means~ -..,.,.- y:ot~ 1iégïon 20 5 Active versus Passive Management , Passive .; Buy and hold strategy .; Asset/liability matching .; Risk. averse strategy YÚfkiieg;un 21 Where':to'goto Invest ., If greater than $250 million, go institutional ., Local bank/credit unionlbroker forTenn Deposit, Bankers Acceptance or T -Bill . ONE Fund (offers M.M. andB.F.) .- YÚfkfRègwn 23 Choice of Dealers Based on: ." Service ;. Financing/underwriting expertise - government and corporate .. Market - making abilities -$ Research and .analytic capabilities YorkRegim " . -- -- .-- ..-.......--------- - -- -'-"-'-<~'f¥D~0 Squ~g More;Out, ofYourBudg:~t-rj1 Opömizing Cash Management and Investments . for Municipalities "c, ... AMO Annual Confereiìd6vard Royal York Hotel, TortNnkins August 19, 2002, Director of Policy, Risk & ~._- Treasury York:Region- - --- -- -----.Kegronãl-- Municipality " ( ...., ( '--- 6 TUESDA ~ AUGUST 20~ 2002 10:30 a.m. to 12:00 Noon PUTTING IT ALL TOGETHER FOR INFRASTRUCTURE Andrew Keir~ President and CEO~ ( Environmental Strategies Marvin Stemeroff, Principle~ Environment Strategies Limited Bill Fisch~ Chair~ Region of York Grant Anderson~ Board of Directors, Environmental Strategies Limited / AMO Annual General Meeting Municipalities in Motion Royal York Hotel Putting It All Together: Integrating planning, service infrastructure needs, and finance 20 August 2002 10:30 to 12:00 1:30 to 3:00 The session will be comprised of four parts as follows: ( * The New Reality - What is the challenge facing municipalities in Ontario? (Bill Fisch, Chairman, York Region) * Municipal Planning and Decision Making: A framework for developing solutions (Marvin Stemeroff, Prinicipal, Environmental Strategies Limited) * The Path Forward: An example of integrating planning, servicing needs, and fmance (Andrew Keir, President & CEO, Environmental Strategies Limited) * Facing Up to the Challenge (Grant Anderson, President & CEO, Gartner Lee Limited and Director, Environmental Strategies Limited) TUESDA ~ AUGUST 20, 2002 10:30 a.m. to 12:00 Noon ROADS IN 2003 Murray Davison, Q.C. Senior Partner, Paterson MacDougall Alan Korrell, Municipal Engineer and Planner, Municipality of West Nipissing Tony Roldan, Senior Policy Officer, Transportation Planning Branch, Ministry of Transportation /"..- ROADS 2003 ALAN KORRELL MUNICIPAL ENGINEER AND PLANNER MUNICIPALITY OF WEST NISPISSING ....~ ". .. PRESENTATION TO THE AMO CONFERENCE ROYAL YORK HOTEL, AUGUST 20,2002 MINIMUM MAINTENANCE STANDARDS FOR MUNICIPAL ROADS A MUNICIPAL PRACTIONER'S PERSPECTIVE AND THE FUTURE OF "BEST PRACTICES" IN MAINTENANCE ~ IN THE PRECEDING PREENTATION, YOU WERE GIVEN AN OVERVIEW OF THE STANDARDS, NOW YOU AS A MUNICIPALITY, WHAT CHOICES DO YOU HAVE? 1- DO NOTHING 2- ADOPT BY BYLAW THE MAINTENANCE STANDARDS 3- RETAIN YOUR EXISTING STANDARDS ~ \'¿\).Jû.Q,V .. ( 1- DO NOTHING YOUR MUNICIPALITY IS FREE TO HAVE NO STANDARDS, BUT YOU WILL NOT BE ABLE TO USE THE STANDARDS AS A DEFENCE IN COURT SHOULD YOU GET SUED REGARDING AN ACCIDENT INVOLVING ROAD CONDITIONS ( ~"'; , " . 2. RETAIN YOUR EXISTING STANDARDS . IF YOUR EXISTING STANDARDS MEET OR EXCEED THE MINIMUM MAINTENANCE STANDARDS, YOU ARE FREE TO USE THE EXISTING STANDARDS, AND THESE ARE THE STANDARDS YOU WILL BE HELD TO, REGARDING COURT HEARINGS, ETC. /' \ "'--' ~ / .. .. 3. ADOPT THE MINIMUM STANDARDS FOR MUNICIPAL HIGHWAYS BY MUNICIPAL BYLAW · ADOPTING THE MINIMUM MAINTENANCE STANDARDS BY BYLAW WILL ALLOW YOUR MUNICIPALITY TO AVAIL ITSELF OF THE LEGISLATION AND REGULATIONS TO ADDRESS LIABILITY CONCERNS AS MENTIONED BY THE PREVIOUS SPEAKER. . NEXT STEPS... ( ....~ THE FIRST AND PROBABLY MOST IMPORTANT STEP IS THE ClASSIFICATION OF YOUR ROADS. THE CLASSIFICATIONS FROM CLASS 1 TO CLASS 6 HIGHWAYS HAVE ENORMOUS IMPLICATIONS TO HOW OFTEN AND WHEN THINGS HAVE TO BE ADDRESSED AND RECTIFIED. TO DO THIS, YOU WILL HAVE TO DO OR HAVE TRAFFIC COUNTS OF THE NUMBER OF VEHICLES EACH OF YOUR ROADS CARRY. YOU WILL ALSO HAVE TO LOOK AT YOUR SPEED LIMITS ON YOUR ROADS AS THEY IMPACT THE ClASSIFICATION. ~ ( \ " ONCE YOU HAVE ESTABLISHED YOUR CLASSIFICATIONS, YOU WILL KNOW EXACTLY WHAT STANDARD YOU WILL HAVE TO MEET WHERE. THE NEXT STEP IS TO MAKE SURE YOUR MUNICIPALITY CAN MEET THE STANDARD. DO YOU HAVE ENOUGH PERSONNEL, EQUIPMENT, ETC. TO CLEAR ALL YOUR CLASS 2 HIGHWAYS, 6 HOURS AFrER THE STORM HAS ENDED TO THE DEPTH INDICATED IN THE SNOW ACCUMULATION TABLE OF Scm IN THIS CASE. ~ ( \ LASTLY, DO YOU HAVE SYSTEMS IN PLACE TO MEET THE STANDARDS AND MORE IMPORTANTLY HAVE DOCUMENTATION IN PLACE TO SHOW YOU HAVE MET THE STANDARDS, SHOULD SOMETHING HAPPEN TO YOU AND YOU ARE FORCED TO SHOW THAT YOU HAVE IN COURT. THIS ISSUE WILL BE DELVED INTO TO A GREAT£ R EXTENT BY THE NEXT SPEAKER. ( .......-. ~ WHICH LEADS US TO THE NEXT STEP WHICH IS THE FUTURE OF BEST PRACTICES IN MAINTENANCE ( ~ Setting the Stag~ The public is telling us they want: · government priorities to be clearly articulated · public services managed better and delivered more efficiently · government to provide more value, the highest quality service at the lowest possible cost · To treat tax dollars as an investment of its citizens in the community, not as an endless resource to which government has a right . Therefore . . . .~ We need · Maintenance Standards · Measurement and, · Best Practices ( ~ Maintenance Standards . Sets the bar for "Direct Services" - what the tax payer sees . Which allows a road manager to . . . . * Undertake Meas~rement · Efficiency measurement is defined as output (quantifiable result) over input (resources used) · Effectiveness measurement is achievement towards stated objectives/outcomes (maintenance standard) · Impact measurement is defined as the supply of services as compared to demand . Which is used to measure your own achievement over time, learn from the success of others and . . . ( -,¡. Pursue Best Practices . Which are processes, practices or systems recognized as improving an organizations performance, and are defined as such by being: · Successful over time · With quantifiable results · Innovative · Repeatable l ~ Two Current Ini!iatives . The National Guide to Sustainable Municipal Infrastructure . A joint federal initiative of the Federation of Canadian Municipalities and National Research Center . The Ontario Center for Municipal Best Practices . An MMAH/AMO initiative ( ~ ( CONCLUSION - A MUNICIPALITY WILL NOW BE REQUIRED TO HAVE ITS OWN SET OF MINIMUM MAINTENANCE STANDARDS WHICH WILL EQUAL BETTER THOSE PRESENTED TODAY - MUNICIPAUTY WILL HAVE TO DOCUMENT AND SHOW THEY ARE MAINTAINING THOSE STANDARDS - MUNICIPAUTY CONSTANTLY HAS TO IMPROVE IN ITS PROCESSES AND PRACTICES AS YOUR TAXPAYERS WILL REQUIRE IT OF YOU, AND ALMOST LIKELY, SO WILL THE COURTS - THIS OF COURSE, ALL TO BE DONE IN THE MOST COST EFFECTIVE MANNER POSSIBLE / i \ ,~- ROADS 2003 TONY ROLDAN SENIOR POLICY OFFICER (. TRANSPORTATION PLANNING BRANCH MINISTRY OF TRANSPORTATION l R!~d as O. RÒ(j.;YYi Ie J ¡en N'r: G 8 2002 ~iazc7:~:.ar~~~:A~~:~¡;at "'I """ '" \J: "'.~...:.I"'.".u ?'-r~'c:r REGISTRAR ~;. REGULATIONS CONFIDENTIAL Until filed with the RegistTar of Regulations N0539.e 20-SK ONTARIO REGULATION made under the MUNICIPAL ACT MINIMUM MAINTENANCE STANDARDS FOR MUNICIPAL HIGHWAYS INTERPRETATION AND APPLIC A TrON Definitions 1. (I) In this Regulation, ",u "cm" means centimetres; ( ( '- "day" me,ans a 24-hour period; "motor vehicle" has the same meaning as in subsection I (J) of the Highway Traffic Act, except that it does not include a motor assisted bicycle: "non-paved surface" means a surface that is not a paved surface; "paved surface" means a surface with a wearing layer or layers of asphalt, concrete or asphalt emulsion; "roadway" has the same meaning as in subsection I (I) of the Highway Traffic Act; "shoulder" means the portion of a highway that pro\ ides lateral support to the roadway and that may accommodate stopped motor vehicles and emergency use; "surface" means the top of a roadway or shoulder. (2) For the purposes of this Regulation, every highway or part of a highway under the jurisdiction of a municipality in Ontario is classi fled in the Table to this section as a J Application 2. (I) This Regulation sets out the minimum standards of repair for highways under municipal jurisdiction for the purpose of subsection 284 (1.4) of the Act. (. '. (2) The minimum standards of repair set out in this Regulation are applicable only in respect of motor vehicles using the highways. (3) This Regulation does not apply to Class 6 highways. MINIMUM STANDARDS Routine patrolling 3. (I) The minimum standard for the frequency of routine patrolling ofhighwa,ys is set out in the Table to this section. (2) Routine patrolling shall be carried out by driving on or by electronically monitoring the highway to check for conditions described in this Regulation. (3) Routine patrolling is not required between sunset and sunrise. TABLE ROUTIN"E PATROLLING FREQUENCY Class of Highway I Patrolling Frequency 1 I 3 times every 7 days 2 I 2.times every 7 days 3 I once every 7 days 4 I once every 14 days I 5 I once every 30 days (U "., Snow accumulation 4. (1) The minimum standard for clearing snow accumulation is, (a) while the snow continues to accumulate, to deploy resources to clear the snow as soon as practicable after becoming aware of the fact that the snow accumulation on a roadway is greater than the depth set out in the Table to this section; and \ Icy roadways 5. (1) The minimum standard for treating icy roadways is, (a) to deploy resources to treat an icy roadway as seon as practicable after becoming aware that the roadway is icy; and (b) to treat the icy roadway within the time set out in the Table to this section after becoming aware that the roadway is icy. (2) This section only applies to a municipality during the season when the municipality perfonns winter highway maintenance. TABLE ICY ROADW;\ YS ( Class of Highway Time 1 3 hours 2 4 hours . 3 8 hours 4 12 hours 5 16 hours Potholes 6. (1) If a pothole exceeds both the surface area and depth set out in Table 1,2 or 3 to this section, as the case may be, the minimum standard is to repair the pothole within the time set out in Table 1,2 or 3, as appropriate, after becoming aware of the fact. (2) A pothole shall be deemed to be repaired if its surface area or depth is less than or equal to that set out in Table 1,2 or 3, as appropriate. TABLE I POTHOLES ON PAVED SURF ACE OF ROAD\V A Y Class of Highway Surface Area I Depth Time ¡ 600 cmO I 8cm 4 days 2 800 cmO I 8em 4 days ( ',,-.. TABLE SHOULDER DROP-OFFS Class of Highway Depth I Time 1 8cm I 4 days 2 8cm I 4 days 3 8cm I 7 days 4 8cm I 14 days 5 8cm I 30 days Cracks 8. (I) If a crack on the paved surface of a roadway is greater, for a continuous distance of three metres or more, than both the width and depth set out in the Table to this section, the minimum standard is to repair the crack within the time set out in the Table after becoming aware of the fact. (2) A crack shan be deemed to be repaired if its width or depth is less than or equal to that set out in the Table. TABLE CRACKS ( \,." - Class of Highway Width Depth I Time I 1 5cm 5cm I 30 days I I , 2 5cm 5cm 30 days I ~ 5cm 5cm I 60 days I :J 4 5cm 5cm I 180 days I 5 5cm 5cm I 180 days I . Debris 9. (1) If there is debris on a roadway, the minimum standard is to deploy resources, as soon as practicable after becoming aware of the fact, to remove the debris. (2) In this section, ,. \,,- (a) Class I and Class 2 highways; and (b) Class 3, Class 4 and Class 5 highways with a posted speed of 80 kilometres per hour or more. (7) In this section. "conventional illumination" means lighting, other than high mast illumination. where there are one or more luminaires per pole; "high mast il1umination" means lighting where there are three or more luminaires per pole and the height of the pole exceeds 20 metres; "luminaire" means a complete lighting unitconsisring of, (a) a lamp, and (b) parts designed to distribute the light, to position or protect the lamp and to connect the lamp to the power supply. ( TABLE LUMINAIRES Class of Highway I Time 1 I 7 days 2 I 7 days ~ I 14 days ;) , 4 I 14 days 5 I 14 days Signs 11. (1) If any sign of a type listed in subsection (2) is ilIegible, improperly oriented or missing, the minimum standard is to deploy resources as soon as practicable after becoming aware of the fact to repair or replace the sign. (2) This section applies to the following types of signs: 1. Checkerboard. ( \'--- TABLE REGULATORY AÑ"D WARJ."'iING SIGNS Class of Highway Time 1 ï days 2 14 days I ~ 21 days .) 4 30 days 5 30 days Traffic control signal systems . 13. (I) If a traffic control signal system is defective in any way described in subsection (2), the minimum standard is to deploy resources as soòn as practicable after becoming aware of the defect to repair the defect or replace the defective component of the traffic control signal system. (2) This section applies if a traffic control signal system is defective in any of the following ways: 1. One or more displays show conflicting signal indications. ( 2. The angle of a traffic control signal or pedestrian control indication has been changed in such a way that the traffic or pedestrian facing it does not have clear visibility of the infonnation conveyed or that it. conveys confusing information to traffic or pedestrians facing other directions. 3. A phase required to allow a pedestrian or vehicle to safely travel through an intersection fails to occur. 4. There are phase or cycle timing errors interfering with the ability ofa pedestrian or vehicle to safely travel through an intersection. 5. There is a power failure in the traffic control signal system. 6. The traffic control signal system cabinet has been displaced from its proper position. 7. There is a failure of any of the traffic control signal support structures. ( "'-- 3. The external detection sub-system, consisting of detection sensors for all vehicles, including emergency and railway vehicles and pedestrian push- buttons. (2) The minimum standard is to inspect, test and maintain conflict monitors every five to seven months and at least twice a year. (3) In this section, "conflict monitor" means a device that continually checks for conflicting signal indications and responds to a conflict by emitting a signal. Bridge deck spalls 15. (1) If a bridge deck spall exceeds both the surface area and depth set out in the Table to this section, the minimum ·standard is to repair the bridge deck spall within the time set out in the Table after becoming aware of the fact. (2) A bridge deck spall shall be deemed to be repaired if its surface area or depth is less than or equal to that set out in the Table. (3) In this section, C' '·'bridge deck spall" means a cavity left by one or more fragments detaching from the paved surface of the roadway or shoulder of a bridge. TABLE BRIDGE DECK SPALLS Class of Highway Surface Area I Depth Time 1 600 cmo I 8cm 4 days I 2 I 800 cmo I Scm I 4 days I I , ~ 1,000 cmO Scm 7 days .) 4 1,000 cmo I Scm 7 days 5 1,000 cmo I Scm I 7 days I Surface discontinuities 16. (1) If a surface discontinuity, other than a surtàce discontinuity on a bridge deck. exceeds the height set out in the Table to this section. the minimum standard is to repair ( ~. COMMENCEMENT Commencement 18. This Regulation comes into force on November 1, 2002. Dated on .......... .. ..?~..., 2002 L'vliniS1er of Transporrarion c / \, " 1 ,~ Maintenance Standards for Municipa~ I_hw~y~ ,'. 'F", """-':'-I;";:"l ';...-. " .,' ,,,,:--,.,.,-,,,,,,,,,,,,,.,,-,:,.'.';;,;op 1!i!!;!-·I¥.!!~¡'¡'Œ~"""'-'-"ii,i"i" ...;'. . .. '" .0' ." .,., ,'" .' ',. . -t ':".'":'" ''','. ""," ,','.- ,:.,:" .,,'._; :.. ~~>i' "I})'~'I¡i:;YI¡"¡¡;fu,ií"f~I' 1'i~J,·~J¡;.ì!'XIj*;"<¡' . ',1."1 ' ~~f!tŒl*~f,I;..,.,~~.~1.,~;~":~'t".,,:~,, . . ..,"., ,m., ..". ::r'!', ,,,! t" .", " 'j _.,1 ,_\1"<.1'. ,'f.T.,.":ì 1,:J".) ~.., !<i¡'r~¡"'1'l"~'<jé~k""I,"~.¡,.. Presentation to the "Roads in 2003" Session AMO 2002 ANNUAL CONFERENCE August 20, 2002 . -r~~ ~(~ y~, ...~1~~~~'/!I 6 /-", Contents !''''·'';·:!'':·':·i~I!1.{,:·~'f'>';;';:,~;,jr~f,'::4,!lrntif¥~~'·~1J.':i::#~~~,ÿjR;:r.~t1fi~~~~ ' ',;,1".",.:.,.",-, ':. ,', .11." ,..d'&J;.... ,"',-".,-",1<"" ", .~'".... ......."~.,,.:.¡::;,I;_ ~1 . ' ,~.,.,-."~".......,,.,,~'.. ""."",\ - . . .' af> Background ~ Organization ~~ Process ~g Highway Classification System ~:g Maintenance Standards k~ Key Features G:SJOther Issues ~}:g Sample Standards af~ Next Steps ,r--,,-. ,/""--"\ ~~~;1f¡p~r{fI~è1 (-'. ./~~\ ' ' Background ""';.);';..r'~""'" "'!.', 11··A!!",-~€:::-~{~' o',/ - 11.. ¡¡-:" --"1__ -'-,.,.;',." ..;·~,.'~~'(4::~\~:~:!':·9~~~~:!f\:m¡~d,èn_;,f. \j~ ...', _- ". .~. ' , ,',!._q~.1,'·"",<,,,,:,,,,.!,.._.,,,, r:i!r."'_.T;_ ,'. __. . _..-'. Purpose ~€ Over 550 Ontario municipalities expressed concern with municipal liability - escalating insurance premiums and claims ~g Municipalities sought increased predictability in liability exposure 3f~ Province amended Municipal Act in late 1996 to address liability concerns 7 "~,..,",. ,_..u,,;'h'?;~:':\:~/.I.\,I 8 Background };:';:~~Yi1~:)~'~~L~;:r:hf:~~~,~~:~~:~?~_ÿ",~~;~;gr~~._ Municipal Act states that: ~~; The Corporation (Municipality) is not liable for failing to keep a highway or bridge in a reasonable state of repair if, at the time the cause of action arises, minimum standards apply: (a) to the highway or bridge; (b) to the alleged default; and (c) those standards have been met. /..--..., '~%'l$tÞi~·~~~F):j~,n~t:'tlil 9 /'-' /_....-._,- i ' Background '" -.\-. ""=- ·"t't;,'¡"I'¡¡hl~M;f)Ú~'i.,...to/:_ , 1!!':~<S:~ . , ' ~}i';::(~i:;,:,;:_,;;·,~t·,l\:;·;j~:ì¡;~~i:,¡ ,_. ';::-~':':~ ~: " Municipal Act Changes ~ Existing Common Law defences codified in Act [3J Not liable if: - did not know and could not reasonably be expected to know about state of repair took reasonable steps to prevent default from . . arisIng Background x·, . ">iW¡'¡¡:¡-~¡'i>äl-~~W1!-:i,,~"-oñ ~íi0~'!:"';,¡,·;."'~~:r'~.~ n;. _1"1~'''''''' " " ~~_~·';·¿f~:;,;·.;~~&',;7;~t·Ù~~f,JJj;~~~~~~f~~·~'6.r.~~' ", , ,.' ,: ' . '-'t~ ' \;'''1\~''''-'''JH~¡\~'' ., '. ' '.-. ,~,.::::'?!>.:;:::" ..:::!!!:J.': .',~,\"\,, Principles of Municipal Act Reforms if.€ Reduce need to apply to courts/judges for decision on what constitutes a reasonable state of repair ;l:g Do not have to adopt standards to be able to use the new defence 10 (' ,r--." -'. .'" , ~ ( . Background (' i'·~.~f.1 :·,~t':;;;.:(;!:;i;:';·~;.;:ji~~:il?!";¡¡·'(:!i;';""·"'~'!:~;~~1i1:!1J!;W;~,lW';':¡¡i~;~:¡1'1'Ir~~ Principles of Project ~-€ Extensive Consulfation participation by Municipal Sector II ~ Fu nfrastructure Preservation I ~ Focus on Safety, not ~ Outcome / Performance Based not 3:€ Apply to motor vehicles (including motorcycles), pedestrians, bicycles nor other highway users 11 No sidewalk standards ~ß Standard Development e.g. Shoulder Drop Off . ":'-~'..'::~~~\'" ;'", :":'~~:;i~~~::;}t~t~~:,:!J~~l?I;~~~~1~i;j~~\1~_ ::';:,f ~}:g Safety Research [2S] "4 inch (10 cm) drop offs should be avoided"; Roadway Safety Foundation bl "safety problem minimized if does not exceed 3 inches"; TRB ~ Current Municipal Standards [ZS] 5 cm, 8 cm - no times, grade twice a year etc. r?9MTO Standard r~] 7.5 cm ( 3 inches) - repair immediately (within 2 hrs) l29MMS r;" 8 cm - complete repair within 4 days on higher class roads '¡'\ 12 /""'. f""\ ..~~ ! . (~ /---'\ Project Organization '...., m~~w~~~'~~ I 3:ß Started in February, 1997 . 3t~ Joint Municipal/MTO project I3J Steering Committee includes municipal engineering and legal associations - co-chaired by OGRA and MTO a~~ Project Team - OGRA& MTO 13 Process '~"'''''''I:' , .~.=' 1 \~~~.(;~::,;., .' Research t¡.o c;'b ~ Development of Highway Classification System Development of Minimum Maintenance Standards/Distributed to all municipalities and stakeholders ~~; 1997 September 16, - 1 E'5J Draft 1998 January 20, - I::::;] Draft 2 14 -~"'...... '. 17,2000 April - [?5] Draft 3 ,r~-' ! Highway Classification System '. ~'. "".'(0';" "',0' "":,,,,,,",,,,,,"~,,+."'''c''''''''i''''''è<':"¡:;Æ''_; 1.;¡1i~;;.:,...... ":;" .."." .' .-' . ,. .--..' "'''''·'''·'''''·'·''''''''''·''",m.;s¡;¡¡. Iii" '~1}!1¡¡ . \I"""'¡;i!t¥F"F'¡""''''''''".¡""",,, ''''.....,'..~".....''.,,,...,,..,.:.:';'',,. ,. .., .. ..' ", ,. '. '., ""·"""·""',~",::;.,:.';';'.:"L':;"'''· :t€ Speed Limit and Traffic Volume (MDT or estimate) _ Need to know traffic volumes on your roads 3:€ 6 Classes of Highway. [AI Class 1 - High Speed (90-100 kph), High Volume (>8000) 1?SJClass 5 -lower Speed (40-70 kph), Low Volume «2000) ~:€ New Class 6 for low speed - low volume roads such as urban lane ways f?,9 No maintenance standard since diverse range of practice depending on type of road 15 , Highway Maintenance Priority Class Categories - - -- - 50 T40 ,eed 100 90 80 70 60 Traffi ~ Volume = = - - - - >20000 1 1 1 2 2 2 2 - - - - - - 15000 . 19999 1 1 1 2 2 2 2 - - - - - - 12000 . 14999 1 1 1 2 2 3 3 - - ~ - - 10000 -11999 1 1 2 2 3 3 3 - - "- - - - 8000 . 9999 1 1 2 it 3 3 3 - - - - - 6000 . 7999 1 2 2 3 3 3 - - - - - 5000 . 5999 1 2 2 3 3 3 - - - - 4000 . 4999 1 2 3 3 - - 3000 . 3999 1 2 - - 2000 . 2999 1 2 - - 1000- 1999 1 3 - - 500 . 999 1 S' - ~ 200 . 499 1 - , ~: : 3 '!.' 50 . 199 1 - - - o 49 1 3 ./.--...... /............. , ~ ! . Maintenance Standards , , .. ,',<.. (~-;.. -', ,., ."",,,,,¡,,,,,,¡.,.,, 'NJ~~~ri'f_'#~;:~ ~v~:~~~_'11~',!t!jl~'~~ '0"'.'· '... '.'" ':'c·::t);:¡..iJ"":>.;;:..,,;;..~~,,, ì1 "iIiIiIi" "~,, , n·_ø......... ,. ··:)"""C"l".~,,,,.........,,,.~.It>I"¥,h·"'~'.....;,,,t. .' -.J, ......, " _' . . 3:l~ Routine Patrolling ~ Debris ~í5 Snow Accumulation ~ Luminaires ~t: Icy Roadway ~ Regulatory and Warning :J€ Potholes Signs (2) ~g Shoulder Drop Off ~ Traffic Control Signal 3€ Vertical Discontinuity Systems (2) 3:ß Crack ~ Bridge Deck - Spall - Surface Discontinuity 17 Maintenance Standards ", ,"'.'"" 'iii'" """,~,<z:;;::?':::;;:::;;,;:,;,~;;~¡;;~j~,~j~~~í_ ~~~;:..,...'~~r¡r;;-f!tl~I'i\" II ~ I .' ...,;> '" ':,',." ~ For other defects not covered by the standards, municipality will have to rely on other defences as is the case now ~ Many defects not included since they could not be adequately measured, stated objectively or where no consensus [¿gWinter patrolling ¡z.:~lWater on Roadway ,---, 18 ! ii i~' /~. Maintenance Standards ~ ~~¡ijwW.¡h~¡;''iiiÍ":",!~\' ~;!7.fu.~_rW;~i;\";~.,~q~_~:\~:·~: .~.,,-_.. ¡¡,~. '~~Ji[:b'"ii~1t::.i!,\~í~ ":'¡"~~,,'¡¡¡iiIf .," . ~~.~;;Ÿ¡¡¡k"·N·'· ,I..,P~,__ ;.:. ~" _.._,. . .. ..-'.- ,.,.'IJ~-'~~ ~1~~~I'J;.. ". - .~( General Features r actions except for closing to all ~lß Each standard specifies repai traffic which applies part of road or redirecting or all standards HTA PTHIA, 1.2~:jClosure in accordance with Municipal Act, traffic, etc. No caveats for bad weather, ~:J.f;¡ I;; t> light 19 n i reasonable e. . I. use other defences ~~llf can't meet standard, of circumstances Key Features ".,. ~.. i ',+ ~1.tr:·-Y:~~~~~~~ '1iI~~ 'I' . ....,. ~, ..~;::..~.~.~,~;_'.:,.'1' ':,<:'< a:g "As soon as Practicable" vs. Immediately ~ Becoming aware of defect/Constructive Knowledge "If a traffic control signal system is defective in any way described in subsection (2), the minimum standard is to Q!tPlov resources as soon as practicable after becominq aware of the defect to repair the defect or replace the defective component... " 22 (' 1'. ~\ ;..---~. ,-- '. Key Features ,'i ,~~p:'r(!I:~,'~::i;~'_:;,::~:,·);-:";~·(·,-,~~;:~~_;":::~;X·~·~~:"·":"~;:l;~:;~~._ :t\~~JJî! r-..' "". ..r· .~!,~..:, :'~". ". .:' '\~~;/;~;';:;::!:"'( ~H~ "Documentation/Record Keeping r2SJ Municipality will have to keep good records to prove compliance. 1251 Inspection is critical to satisfy "constructive knowledge/ought to have known about defect [6] Standards only covers "routine patrolling" and "traffic signal inspection". Municipalities will need to determine inspection requirement for other defects ~.g Winter Season [ZSJTo be established by municipality but if early or late storms, standard does not apply 23 ssues I Other ~,..."-" '." ifijí.<jf:J!ii¡òüb'; . " .,., ~''''''-''''' '-" - ..< .. "-' "y '".".........,;r;, ,ïi".', ¡~.~,.."..,.~.;~.l1IJI i~ij<>'j\W',·/,.>. . ->:::"",·;,y,~£,Š~~~.,.~. :-;:.~.: í!:.~~~., r::'~;f~~;:~~mrA~ ~. 'I" , " , , Higher Standards Clf' dlJ I?9What if you meet the minimum but not your own higher standard? lities drop standards to the minimum? municipa 51 Why shouldn't Standards Lower <'j'f) (, , meet the minimum? if you don't 13] What Special Highly Dangerous Situations (W fit.. l?SJ In some cases, courts have found road authorities liable for not preventing ice under certain conditions. Standard for icy roadways does not address this situation 24 '-'""""', /..~- ~.. ( .. /_.... /'--'<, Routine Patrolling """'è1c,~~;':":!·:U~:'~';1:;:r:::~fW:)i~ti1lrt~~.~ ." ¡~~tt1;1:,"""" Frequencies: 3:G Class 1 - 3 times every 7 days ~:g Class 2 - 2 times every 7 days ~ Class 3 - once every 7 days ~ Class 4 - once every 14 days ~ Class 5 '- once every 30 days ;}€ Not required between sunset and sunrise - not applicable to defects noticed at night -'Iuminaires, sign reflectivity. ~:ß Necessary but not sufficient. Municipalities will still have to address other inspection requirements (winter storms, reflectivity, uminaires etc.) 25 Snow Accumulation ..., -..'. ,..,~~ .\:' .~',:- "'.\':'" "':;:':':IJ,;:;!~~~~:~'~-::;~~~+Ni!~~~!;::;'~:.··;2;,;~~lÄ{~~.f~ñ~ilr..,~,.ì ¡¡¡""'i1Iii" " . '0 ' '. o ~:'r::' .~ -...-..........-, ." t"',,:;iktf~' ". ::';:~"; , ":: ~I:€ Depth of snow that triggers deployment during storm ~g Time to remove snow below depth after the storm ~ Class 1 2.5 em 4 hours ~.g Class 2 5em 6 hours ~€ Class 3 Bern 12 hours :tß Class 4 Bern 16 hours ~:g Class 5 10em 24 hours ~ Excludes area used for parkinq or snow stora~ on road (0.6 metres from edge) ~€ "Winter Season" as determined by municipality 26 /_..., /-'''''~- .~-......\ I, ,1\ cy Roadway I r--. ( , ':"~"hH:,;*"·",':i~!~~!~~~,)ø'~irtq~~liiii@:M~'i:·f';". ,'-.-...·ì··. . :;:,;', .' ..: ,'......'. ". :~:'j:;:-~N'~::;:J¡1~:~þ~~JI,~V'~?~ihfi:f'r~~!i,l~r.a1~~1~~~{¡~~~iiii1t~'..,:~:~5~'1' .:y ._,'« '\~Œt(,W"!'7 27 ~~~ Intent is to apply to both localized and generalized icy roadways ~}:ß Deploy resources as soon as practicable upon becoming aware ~€ Includes a response time to complete treatment of . Ice Special Highly Dangerous Situations· standard is silent on prevention. ,: \<::'fi.~,::-.';;;:,~ ,.,.",,~ ., '. 28 .~-^, Potholes (Paved Roadway) .^ ... " ;::. "'<"' ;·>;~{;:w~~.r&ñ~;;~·-~ Class Surface Area Time ~ Class 1 600 cm2 4 days a:€ Class 2 800 cm2 4 days ~-g Class 3 1000 cm2 7 days ~:€ Class 4 1000 cm2 14 days ~ Class 5 1000 cm2 30 days r, ,r'\, ( , , ' ('\ Drop Off Shoulder (' ';'~;'~- . . :>"...ë....';j~(W;1!~~~~~-«it~;~~t~7~1tf~~¡¡;.~~~~~î:~t~ - -'~-~~,~~~~~,..,.':, ':, ..:\<~~. ,',"';',."'" '. ""....,'y,j...,~+.:... ," ,...."'..*"....,.~";;¡w,!Ii!;,.,'<">~..:i!,..,, ','\;\·~~ml·"y~r""!"i;V,"".."¥~,, """:"_'.::~':::.'~"i..f,\; . _ ,".,. ':"'J"~ .,', '.' ,-, .I>!.. ,.', ".~,.1, t;.B., , ,U~..',' ".........,q.,t. ·)¡,'\.i!,{î~IóI,~:''',.:t. ,¡;I~""¡:' 0,. ./;. 29 ~:g 8 cm for all classes of roads ~;g 20 metre length 3:€ Response times: - Class 1- 4 days to Class 5 - 30 days Next Steps ~" ":,' ':' ·'·:;:':7~:/n~:!.~~;~~i~i~~'t6,~~~~1~w ¡iiÄ~:w:Wí -~ - if·1\;;J;; ":";':-'¡'r íl····'~·;.,·..:."i ·ii'·:-"J ,".::' .'..~~, ':r.t :.(""1';;1)("0",:,, .;':" . :t€ Effective Date of Regulation is November 1 , 2002 3-t Minister of Transportation will conduct a review every 5 years 3:€ OGRA and MTO will monitor impact of regulation ~g MTO committed to working with municipal associations to promote best practices and continuous improvement 30 r......·., ~, /,"\ ! TUESDA ~ AUGUST 20, 2002 - 10:30 a.m. to 12:00 Noon SOCIAL SERVICE DELIVERY - THE REAL COSTS David Court, Chief Administrator, ( Algoma District Social Services Administration Board Cynthia Lees, Assistant Deputy Minister, Ministry of Community, Family and Childrens Services Mike Schuster, Commissioner of Social Services, Region of Waterloo - " ( \ , . SOCIAL SERVICES DELIVERY - THE REAL COSTS DAVID COURT CHIEF ADMINISTRATIVE OFFICER ALGOMA DISTRICT SOCIAL SERVICES ADMINISTRATION BOARD ( \ \....._,. " ( '. " Ontario Works Ontario Disability Support Program " Total caseload has declined on 42.1% provincially from June 1995 to Mav 2001 " Caseload decline is linked to - economic improvements ,:,~,l11oVè towåHt arie -" me ',4'\: Ontario Works Meets a portion of the basic needs of food, clothing and shelter for % of the population OW Program Impacts " Rates are so inadequate they directly create homelessness "Lowrate:~avelea~to ',/ ':_ , " itùtionaliiåtionof,fiiod, bânkif·'c' 1 -' New tightened eligibility rules remove persons who are in need or discourage applications i.e. liens ", F()\~ing.p~r~onswith dependents,into . .-i_/-·-' .>. ,'- " -'>-\' -~.,; ...,~~. - .' ..:''-.' '.., :,"',- ,'.'. . ',:.\.'. -' Negative public perception of Ontario Works is transferred from the province who designs the program to the frontline delivery agents - the CMSMs ( ".... -' Administrative emphasis is not on employment but is on getting SDMT to deliver basic entitlement -' Essential information, available from the predecessor program (CWT) not designedjnto SpMT-i.e.financial '. ,),re pr,ts,U' ,'.' . - -,.,. - 2 ( /'" I \ ( '-.._~ Program Complexity OW Administrative Funding What Happened and What's Next? ~ Complexity to baffle the vulnerable ~ Complexity as a means of cost shifting (differential cost sharing ratios and arbitrary caps on admin costs meanscompl~)cityand new ., d 0 ~ New program responsibility = no new money ..........Mandatory Literacy Testing ~ New program. responsibility ",·new ,":....-": "C ,....-.. -'.:'"hcr ':''-',---,..-.'.. ,-c. 3 The essential OW dilemma The ODSP Vision -' Not part of welfare -' 100% provincially funded and delivered, Ontario Disability Support Program - ODSP Meets a portion of the basic needs of food, clothing and shelter for % of the population ,By design it., Is ,meant__~ be.direçtedJothe,most in -:~he.~d}an-d'the:mq~!y ~,,·-·,¡t tdQes..not.-.. The ODSP reality " A tightly means tested welfare program, most rules identical to OW " Program costs funded exactly the same as 9Wbut~l1high",r.ra~es .....'.,. .. " "jòl~tiitj)/d.CQ$k.illd'· "$;~'----~"""'~"""'''''' ~.,. (~ I. ( ( 4 ( SOCIAL SERVICES DELIVERY THE REAL COSTS CYNTHIA LEES ASSISTANT DEPUTY MINISTER ( '. MINISTRY OF COMMUNITY, FAMILY AND CHILDREN'S SERVICES ( '. ( '-.... Cynthia Lees, Assistant Deputy Minister Ministry of Community, Family and Children's Services Association of Municipalities of Ontario Annual Conference Municipalities In Motion August 18 - 21, 2002 ( Good Morning, . It is a pleasure to be her~ and to participate in this panel discussion on issu"es facing both municipalities and the province in the delivery of human services. I am particularly pleased to share the podium with Mike Schuster, representing a Regional CMSM and David Court representing a DSSAB. I would like to express my heartfelt appreciation to AMO for inviting our ministry to participate in this year's conference. ( " I am sure you have noticed our ministry's name has changed; we are now the Ministry of Community, Family and Children's Services - a name that more aptly reflects what it is that we do and the communities, families and children we serve. Our name change reflects the important developments that have taken place throughout the human services field across Canada and in growing recognition of the importance of social infrastructure to the fabric of our communities and the quality of life for our residents. Municipalities are an integral part of that infrastructure. l 1 The conference theme, "Municipalities in Motion" reflects the way in which municipalities in Ontario have responded to social needs in our communities and how, through your ~ctions, have influenced the design and implementation of new initiatives. /- I , Together, the province and your municipalities have transitioned social programs to the local level. With your input and advice, we have been able to enhance programs such as Ontario Works and services for children to build stronger, healthier communities. And with the help of municipalities, we are fulfilling our commitment to implement Mandatory Literacy Training and introducing Mandatory Addictions Treatment. c The Ministry would especially like to acknowledge the support and input it has received from the AMO/OMSSA Blue Print Advisory Committee, chaired by Adelina Urbanski, Commissioner of Social Services for Halton Region. This committee provided excellent advice through the development of blueprint initiatives; more recently I know the advice of this group has been invaluable to the Social Assistance and Municipal Operations , Branch in moving forward with the Service Delivery Model and it's technology. ( 2 ( Today all levels of government must work together to respond quickly, and cost effectively to meet the daily challenges faced by the people of our communities. We appreciate your co-~peration, collaboration, expertise and commitment, and most importantly your ability to address what are sometimes complex issues. Today I would like to focus on some of the mutual accomplishments that municipalities and this government have worked together to achieve over the past few years. Our collaborative approach has helped to build stronger communities throughout Ontario. ( I would like to begin today by looking at some of the developments in social services delivery that have recently taken place as a result of our joint efforts, These include some of the new initiatives that I will look at momentarily as well as our collaborative approach to changes in Ontario Works, child care and homelessness. We will also look at how our lines of communications have improved and the Deputy's new Provincial/Municipal Consultation group. l 3 ., /,.-- --I In the past five years, services for children and families have moved higher'on everyone's agenda. We have also seen a host of positive initiatives aimed at strengthening early childhood development, at putting in place the supports and services that children need for the best possible start in life. There have been other important developments. Through the National Children's Agenda, the National Child Benefit reinvestments and extended parental benefits, the federal and provincial governments are putting real dollars into early childhood development. This attention to supporting stronger and healthier communities, families and children is important for another reason - it means we are initiating and implementing preventative measures instead of just talking about doing it. The federal and provincial governments cannot do it in isolation. We need your involvement and to hear what you are experiencing at the local level as many municipalities have sought out local input into the best ways to use NCB reinvestments. c Your recognition of the value of community/stakeholder advice has not gone unnoticed. As "Municipalities in Motion", you have influenced us to be more diligent at seeking out advice and learning from your experiences. l 4 /- t. For example, in partnership we have managed to reform the service delivery'system for social assistance. In 2001 ~2002 new technology was implemented throughout Ontario. During the design phases of SDMT, numerous working groups and municipal staff were involved. Given the magnitude and complexity of the system, it is not surprising that it has required changes and adjustments. Keep in mind it is one of the largest and comprehensive systems of its kind in North America. It continues however to improve through the combined efforts of municipalities and our staff who have willingly participated in working groups as validators and in design improvement blitzes. Indeed over 100 municipal staff across the province have offered constructive suggestions to priorize system improvements. ( Our mutual investment in new technology and business processes will continue to pay financial dividends for provincial and municipal taxpayers now and into the future. As of February 2002, total savings achieved as a result of the new system were more than $ 331.5 million of which $145.4 million are savings to municipal taxpayers. ( "-.-- The government has followed through on its commitment to Ontarians to reform social assistance by implementing its Blueprint initiatives. Your input, creative ideas, suggestions and the sharing of your experiences will benefit those who need support to become self-sufficient. 5 ... The expansion of Ontario Works placement opportunities is an excellent example. Your efforts to increase community and employment placement opportunities for OntariQ Works participants has been an overwhelming success. And you have invested the additional funding you've earned in innovative human service priorities in your communities ranging from providing children with computers and internet access that provide new skills to Ontario works participants. We are pleased that we have four early sites for Mandatory Addictions Treatment in the province. A second call for letters of interest has just ended. We look forward as a Ministry to working with the first and second round sites to refine the process and learn from our experiences. Your efforts will influence the evolution of this program. ( "\"" , I am pleased to report that the literacy training and testing initiative is fully implemented in all 47 CMSMs. The program's success is in large part the result of input from you and the service providers in your communities. People are being connected with the help they need to obtain employment. ( '--- 6 ( To further support Ontario Works staff in their work, the Ministry will provide Advanced Caseworker training for both frontline and management staff beginning in 2002/2003. The curriculum at the heart of this initiative reflects the work and input of the CMSM Advisory Group that directed the content of the training. We also recognize the financial obligation we mutually share for Ontario Works cost of administration, including responsibility for system management and fraud control. The province and AMO must strive to remain fiscally responsible and to use available dollars for those most in need. Your concerns about untimely sharing of information are duly noted. (, The Ministry is committed to preserving the integrity of the social assistance system and ensuring that public funds are efficiently used and managed. ( \....... 7 I would now like to note a few facts about Ontario Works. ' The ministry has worked with municipalities to develop a new approach to funding for Ontario works, and has publicly committed to move toward an equitable approach to funding administration based on service units. For example, caseload and provincial average subsidy benchmark within a range to allow flexibility to address particular circumstances. A per case funding benchmark has been used as part of the regional offices budget negotiating strategy for the past three years, and is consistent with advice provided by a joint provincial-municipal advisory group, and responds to advice given in provincial audits. ( "'".. Since 1995, Ontario Works caseloads have declined by about 60 per cent due to the economy and the success of this government's reforms. Over the past three years alone, caseloads have declined by about 30 per cent. As a result, the amount of provincial funding available for Ontario Works administration in 2001 and 2002 has been reduced. Therefore, the ministry has to reduce the provincial share of funding to CMSMs and DSSABs in a fair and equitable way. 8 i \, In respect to child care, the province is ensuring a promising future for our chïrdren. We are committed to ensuring families get the supports they need to raise their children. '. Here in Ontario, we have benefited tremendously from the Early Years Study, which has lead the province to increase funding for children's services by over 50 per cent since 1995, to more than $2 billion each year. In Ontario, this has meant major new investments in such programs as Healthy Babies and Healthy Children, with similar approaches now being undertaken across the country. (In May 2001, a $30 million commitment to establish Ontario Early Years Centres across the province was highlighted. The centres would support parents in their important role and serve as a location for accessing a range of services and connecting with other programs in the community. The government is now opening the first Ontario Early Years Centres. Each centre recognizes the important role of parents, who will be able to get information about their young children and referrals to services. The centres will also be focal points for communities, allowing different groups and agencies to come together and work with parents in supporting their children. / I "'-.. 9 -. Centres are offering a mix of universal supports that address common needs, stich as literacy programs and resources for parents. They also include other targeted services, tailored to the unique needs of local communities. The centres are staffed with "early years" professionals and volunteers to help parents find the information, programs or services they require to help their children get the best possible start in life. Forty-two Ontario Early Years Centres opened this Spring in 17 communities. An additional 61 Ontario Early Years C~ntres will open during Spring 2003, bringing the total network of centres to 103. The timely role-out of these centres is ( directly related to the cooperation we have received from communities. Municipalities have been an integral part of facilitating this cooperation. This government has recognized that delivery agents have taken on increased childcare responsibilities. In addition, this government funded the development of the Ontario Child Care System Management - Service Manager's Module. ThÎs computerized program was established to help delivery agents streamline their business processes and further lower administrative costs. / ( ,~" 10 (-- '. We all share the same concern about the number of people living on the streets ácross Ontario. Homelessness is a complex problem and only a concerted effort by all three levels of government can improve the situation for the homeless of this province. We have made a substantial commitment to preventing and combating homelessness. For example, our Ministry's budget for homeless initiatives is nearly $150 million. c We support initiatives that prevent homelessness, provide shelter to people who are homeless and help people living in shelters find housing. This includes the funding for the Provincial Homeless Initiative Fund which is approximately $10.4 million annually. Just recently I have asked my Regional Directors to inform your staff that we will continue to cover the costs of the domiciliary hostel per diem up to $40 for 2002/2003. We look forward to ongoing discussion with our municipal and federal colleagues to respond to those most vulnerable and to seek solutions, which will help, people get their lives back on track. ( ',,-.- -~ 11 Our continued success is dependent on a clear understanding of each of our needs. The more we engage in the dialogue the better we are able to fulfil our duty to help families..by providing them with a range of seNices. In this very regard and in response to requests that AMO members have made for more dialogue on seNices, our deputy has initiated a new provincial and municipal working group - the Provincial/Municipal Social SeNices Program Consultation Group, involving municipalities across Ontario. ( You have asked for more input into the human seNices we partner to deliver and for greater involvement in the discussion and decision-making. I believe that this new group can become that vehicle; not only will we be able to share broad and specific information, but the group can help us truly collaborate on subjects of mutual interest. c This working group will be co-chaired by a CAO, and will include directors of human seNices and senior ministry staff who will help us to continue our work and support the intent and spirit of the Memorandum of Understanding (MOU) that Ontario signed with AMO in December. The MOU spells out the requirements for us to consult with you when considering new legislation and regulations that will have significant financial impact on municipalities. The group is a response to your request and recognizes your important role in delivering and funding human seNices. ( 12 ( { Today there is a renewed interest in the public sector. We are in an era of heighténed public scrutiny. Both taxpayers and those who receive our services expect transparency and accountability. We must respond to these expectations by seeking opportunity for dialogue so that we can understand the issues facing each of us. We must also continue to seek out ways to integrate services and to further streamline delivery so that those who need our help receive it in a timely manner, and are truly eligible for our services. ( "'-.,.. In conclusion, I would like to say that the Ministry appreciates the key leadership role that AMO and its member municipalities play in the funding, delivery and . management of human services at the local level. I want to congratulate you for your leadership over the past year and seek your continued support and commitment to help manage human services in Ontario. I want to thank AMO for inviting us to participate in ongoing dialogue through your social and Public Health Services Committee and your various task groups such as the Blueprint Initiatives Working Group. ( 13 , - I want to assure you that we' will continue to seek ways to hear and respond to your concerns, comments and suggesti~ns. With your involvement in joint working groups, we will make adjustments and enhancements to the services for the communities, families and children we serve. Together we can overcome obstacles and celebrate successes as we carry on our important work together. Thank you. ~. , -I \ ( ,/- ¡ \...- 14 SOCIAL SERVICES DELIVER- THE REAL COSTS MIKE SCHUSTER ( '.,... COMMISSIONER OF SOCIAL SERVICES REGION OF WATERLOO AMO Conference Social Services Delivery - The Real Costs ( CMSM - Consolidated Municipal Service Managers · 47 CMSM's · Counties, Cities, Regions, DSSAB's · Created by the Province · Relate to 9 Provincial Regions (Toronto) Objectives of Devolution to CMSM's c · Improved services to people · Increased accountability to taxpayers · Streamlined service delivery Role of CMSM's · Program Delivery · Program Co-ordination (FederallProvincial) · Service Management · Community Development Michael Schuster, Commissioner Social Services, Region of Waterloo August 20, 2002 I AMO Conference Social Services Delivery - The Real Costs Programs and SelVices · Ontario Works - Income Support - Emp!o~ent Services · ODSP Client Support · Homes for the Aged · Emergåncy Shelters · Child Care · Social Housing · Homelessness · Public Health · Land Ambulance Concerns .ow · ODSP · Child Care · Homelessness · Homes for the Aged · Service Systems Management Child Care Issues e.g.: Waterloo · Administration Costs · Capital Costs · Additional Spaces · Service Management Michael Schuster, Commissioner Social Services, Region of Waterloo August 20, 2002 ( "- l 2 AMO Conference Social Services Delivery - The Real Costs Child Care Cost of Administration · Was 80/20 now 50/50 · New 50/50 formula based on % of fee subsidy · no recognition of administration for: - wage subsidies - resource centres - system management - service planning - special needs resourcing Child Care Cost of Administration ( · No recognition of COLA · Insufficient cost sharing for the new child care computer system · No flexibmty to transfer between funding lines Child Care Capital Costs · No rost sharing on needed renovations (except Health & Safety one-time) · No cost sharing for new centre development / \ '--- Michael Schuster, Commissioner Social Services, Region ofWaterIoo August 20, 2002 3 AMO Conference Social Services Delivery - The Real Costs Additional Spaces · No cost sharing on increases in the cost of living · No additional $ for spaces except OW · No allocation of NCB $114M from federal gov't to child care Service Management · Responsible for system management · Child Care system plan required · Only one-time funding · No ongoing support - especially needed in view of all other children's initiatives introduced by Province locally Municipal Coping Actions · 100% Municipal expenditures - administration ($70,000 in 2002) - capital ($1.7M) - programs · Gapping Michael Schuster, Commissioner Social Services, Region of Waterloo August 20, 2002 ( ( c 4 .\MO Conference Social Services Delivery - The Real Costs Homelessness e.g.: Waterloo · Emergency hostels · Domicilary hostels · System management Emergency Hostels ( . Issues: - Costs> than $38/day + Bed capacity + families . Actions: ,- 100% Municipal $ (49/day) - Use of hotels/motels - use of out-of- ~Id programs Domicilary Hostels · Cost sharing approved year-to-year · Pressure on per diem increases · No expansion dollars to meet community needs / ( "'--- Michael Schuster, Commissioner Social Services, Region of Waterloo August 20, 2002 5 AMO Conference Social Services Delivery - The Real Costs Homelessness Service System Management · Co-ordinate Federal (SCPI), Provincial (pHIP, OSIS) and local initiatives (out-of-the-cold) · Community planning - develop a community plan · FundiRg allocations · Contract monitoring · No Provincial admin. Cost sharing = 100% Municipal $ (444,000) Homes for the Aged · Care levels t · Still need $181day more to reach Manitoba levels (even with recent announcement $6.33 + $0.87) · Costs to upgrade to "A' category - systems. security. moves. training (getting recognition for most) Service System Management · Limited to no-funding for CMSM's role in planning, managing, and reporting on homelessness, children's services, NCB re- investment, poverty issues in the community (e.g.: OP 2000) · Currently 37% of costs only Michael Schuster, Commissioner Social Services, Region of Waterloo August 20, 2002 ( ( 6 AMO Conference Social Services Delivery - The Real Costs What CMSM's Need . OWIODSP - remove Încome support program costs from property tax base - to start funding ODS P 100% Provincially or allow accountable local delivery - establish adequacy of benefits in a simplified program What CMSM's Need ( . OW/ODSP - provide greater transparency and accountability on ODSP costs - have a mechanism in place to assist CMSM's during economic downturns (e.g.: 90/10) - Province to fully cost-share OW cost of admin. (social assistance and employment) What CMSM's Need · Increased local flexibility within and across programs (e.g.: child care fee subsidies and OW child care) · Recognition and cost~sharing for service systems management · Investment by the Province in child care (spaces, admin., capital) · Decision on ongoing role and funding by the Province in domicilary hostels ¡,/ \ , Michael Schuster, Commissioner Social Services, Region of Waterloo August 20, 2002 7 TUESDA ~ AUGUST 20, 2002 1 :30 p.m. to 3:00 p.m. ELECTRICITY'S BRA VE NEW WORLD Klaas Degroot, Chair, Electricity Distributors Association Rob Kerr, Director, ICLEI Energy Services Kirsten Walli, Manager, Strategic Services, Ontario Energy Board ELECTRICITY'S BRAVE NEW WORLD KLAAS DEGROOT ( CHAIR ELECTRICITY DISTRIBUTORS ASSOCIATION ( c / ~- Electricity's Brave New World Association ofMtµ1icipalities ofOntari~ Annual Conference August 2'0, 2~2 "Key Opportunities and ClullJengesfor M~it:i¡NIIly.qwMd LDCs in the New Muketlt Klaas Degroot Chak, Electricity DistJibutors Association ... "·ED" ~.!~ A Voice for Ontario's IDCs The EDA ADVOCATES on behalf ofLDCs with governments and regulators; The EDA creates NETWORKING opportunities for LDCs on industty issues; The EDA provides expert industry ANALYSIS to member LDCs. ... "·ED" !~~ Electricity Distributors Association The ED A is the voice of Ontario's 90.plus Local Distribution Companies (LDCs). LDCs deliver electricity through local wires systems, which they maintain. LDCs charge a delivery fee, but by Jaw do not make money on electricity (the commodity). ... ·"ED" !!..~ Opportunities for LDCs in the Competitive Electricity Market The tciationship between muniC'ipally owned LDCs and shateholdcrs CaD be charzc:terized by the rcspoDSibility ofLDCs to providetnle value back 10 the shareholder - in 1his casc. the municipaJity. In a ComtM!!Þtive electricitY market naml!f01L~ mmortD:niti~ exist fOr LDC!:to~and:md '!!rOW' thejrbusin~. Hmin lies the valuc to mUlliciDalsharebolders. However an LOC's abilityt.o provide value to slWeboldcr$ is cutm:ldy being compromised 10 the. exœnt that they bear certain financial risks - issues surroundÎßg the competitive market desiga are inhibitiDg LDCs to fúlly realize tbcir potmtiaI value to slwehoJdcrs. ... ;::EDA 1 Role of LDCs The Electricity Act, 19981imits LDCs primarily to the business of dislributiag clccuicityas a common carrier-much in the same way that a tnIclång company or courier bas 110 vesœd interest m the cargo being nnspon:ed. LDCs accept the business risk inhemat in their dis1nllution acûvities. LDCs are iDteadcd to have DO interest in the now·variable commodity andancillaryc:DSIs(IMOlJilüfts). LDCs are requimi to "pass.tbtough" spot prices - "to minimize rl~k for the wirg bn.~nl5S the utllitv ~hould be held hannless &om nricc risk and volatilitv." fOEB d~ion RP-I999.0040). .n ;~:EDA Features of the Market 'Three fea!ures of Ontario's compctitivcclcctricitynwketcwmWy combine 10 treIIe LDC 6DaDCia1 risk:: 1) Unlimited potential for price escalation Electricity prices are Qot capped in a competitive awkct (MMCP=S2.000JMWh). LDCs are reqlrired to "purdaase" electricity on the spot market and passittbroughmconsuJllaS. ... :::EDA Current Market Design o.lOIIt¡¡;'¡'ø! e..F....... I_I·:J~ 1-) L-J ... ;!t.~ Features of the Market 2) 100-;. payment obligation LDCs bear IOO%paymentoblígaâon to the!MO each monlh. which in tun! provides a 100"/0 payment guarantee to geoemors. LDCs must pay the JMO DKlnthly iDvoice prior to receiving ~yments ITomconswners. 3) LDCs bear a navment default risk from all consumers in the Ontario market, includin~ retailen. .n ;::EDA í ! ( c 2 · ( LDC Financial Risk The combÎllalion of these 1bree features orthl: electricity market has created two serious kinds offinancial. risk; I. Bridlle Financin2 or Commodity Price Financimz Risk (CPFR) LDCs have to paytbe!MO fOr 100% oCthe commodity cost before it can coUectåmn CCJIISIIZZIœ (up to 2 Yo months). 2. Commoditv Pavment Default Risk (CPDR) LDCs have 10 pay the IMO for 100"", orthe commoditycost even wbea customers do not pay their bills. ... ;::EDA ( ". Impacts on LDCs LDCs' ability to "bridge 6nance~ either the coll=rion lag (CPFR) or a significant customer def.wlt is limited by their credit capacity. U1timaœlythe potential eximto cause LDCsto dcfaulton their obligatiaa to paymc IMO bill. ... !::EDA " ( \ '-.,~ Impacts on LDCs LDCs are in a position where they have. at ail times., an absolute. overriding ad inappropriate priority of financing commodity as opposed 10 providing scable opeming aDd capital fÏIwIcing 1D the distribution busiDcss. LDCs are, however, notsupposed to have any mtcrest in the conimodity. This obligation cmJCS financiaJ ua.predictability. The need for liquidity))UIS at risk an LDC"s ability to provide stable fiDancing to its busmess activities. DisuI"bution operations aDd pmjects are impacted or deferred as aresultofattempt to preserve the ability to finance this conunódity risk. ... ;!W!>á .. Impacts on LDCs A m2jor price exemsåon and/or de&.uIt couJd result m the exhaustion oran LDC's credit capacity, resulting in the inabüityto pay the tMO bî1l- these evems would Ibell negatively impact on the creditworthiness ofa LOC. A rcccnl EDA financial survey iIIumates that the potentia] point of financial exhaustion forsomeLDCsisas low as 1.5 times SCP(scp.. Small Consu:merPtU:e+ Uptifls"S47.20JMWh). .n ;::EDA " 3 Rationale for Acting Now Allhaugh the probability of certain financial risks nwerializing remains relañvely low~ it is important that LDCs have a plan in place should a problem arise. The n:a1ityis - ¡fthen: is a problem it will materialize quickly. There :are precedents that have been set in other jurisdictions that should not be ignored. for insunce. ifpñces ill Ontario were to rise to even half the level they did in Alberta (Alberta Pricing Review). many provincial LDCs eouId face fin.ancial miD. . .0. "·EDiA. ~,!.~ " Risk Mitigation Solutions A variety of risk. mitigation solutions exists: LDCs become active patticipa:ats in wholesale market Establish a clcariøg house for the entire commodity billing, coUection and underwriting function: Retai1exs take over Ibis funcljon. including default supply. Each solution reauires fundamental chanlreS to the market desi~. .0. ;!~EDA " ( Impacts on Shareholders and the Market ReI!1ilatnß have indicaœd that sbareholdeTS mav be called UÐDn to Drtlvide financial sutlnnft for LDCs. This is 10 cover risks in financiDg commodity, which in principle. bas nothing to do with the role distribUlOrs should be playing in the compcti.~ve market. Realization of these risks couId lower the invcsunent value oran LDC ioitsshareholdcrs. ¡fLDCs were 10 dcf¡ult on payments 10 the JMO it would wuiemrine the financial in~ oftbc commoditymarkeL n. ;t~DA " ( Options for Addressing CPFR The octions m'Onosed bv the EDA seek to t!rovide a solution consistent with the current market desism rather than a solution that re~esims the market: Create aD upper limit to an WC's obligation to iinaace the commodity maritet-one1hatrcspectSan LDC's role asa '"pasMhrough" agent with 'ftointerestiDthatcommodity,and. Create a metbanism after an LDC's limit is reached n. ;::EDA " i \. '-~. 4 (-- , \ ( ( \ Solutions for Default Risk Clarification by the DEB oftbe tmn "prude!lce" that provides guidance for LDCs in establishing Wr security deposit policies. An 2SSUr.UIce to LDCs that defåuIt amounts that exceed jmldent" sccul'ity deposi1s will be recovered. Retailers must be requiæd to settle their accounlS with die lMO directly. A iimit to the LDC's obligation to underwrite the wholesale market. aiigned with theircreditcapacity limilaUons. ... ;I:EDA " A Growing Momentum and Support for a Resolution to Financial Risk Issues Other stakeholders who have publicly supported EDA positions on financial risk include: Association ofMunic:ipalities of Ontario (AMO) Large Urban Mayors Caucus of Ontario (LUMCO) Canadian Federation of Independent Business (CFIB) The Association of Major Power Consumers in Ontario (AMPCO) ... ;::EDA " Where to go from here? Build Relationships and Find Common Ground Forging relationships, developing new ties. creating new support networks - then sharing concerns and goals - that is how you discover the common ground that underlies so many issues affecting LDCs in the competitive market. Ongoing discussions have led to the inescapable realization that manyofthe financial risks faced by LDCs are adversely affecting a growing nwnber of other concerned stakeholders. ... "·EDiA ~!.!--- " The EDA remains committed to working toward positive change A fair, effective electricity marketplace benefits us all. As disttibutors, as consumers and as citizens of Ontario, we all stand to benefit ÍÌ'om change that creates a brighter tomorrow. ... ·"EDA ~.!..-L-- ~ 5 ELECTRICITY'S BRAVE NEW WORLD KIRSTEN WALLI MANAGER, STRATEGIC SERVICES ENERGY SERVICES c ONTARIO ENERGY BOARD l ( ( ,~ ( "- AssoclaUon 01 MunlclpallUes 01 Ontaño EleClrlcllV's Brave Hew World Kirsten Walli Ontario Energy Board Toronto Ontario -- - ~2Ø.2fX12 Role of the Ontario Energy Board Objectives as set out in the Ontario Energy Board Act Facilitate competition in generation and sale of electricity and a smooth transition 10 competition Provide non-discriminatory access to transmission and dislributionsystems Protect interests of consumers with respect to prices, reliability and servìce quality Promote economic efficiency in generation, transmission and distribution Facilitate the maintenance of a financially viable electricity industry , Facilitate energy efficiency and use of cleaner energy sources in a manner consistent with government principles -- - -~= OEB ResPOnslblllUes [Conrd) Promotina Economic Efficiencv . Setting transmission and distribution rates - unbundled rates approved . Mergers of local distribution utilities - From 300+ to 90+ - Economies of scale increasing - Must be approved by the Board -- - "'-æ.2fIœ Who Are We;! A regulatory agency - Oversight of natural gas and electricity - Economic regulator with respect to rates Independent quasi-judicial tribunal - Uphold public interest through due process Report to legislature through Minister of Environment and Energy . Advise Minister on energy matters -- - "'-20.2fIœ OEB RespOnslblllUes FacUltatina ComDetition Ucenses market participants - authority to suspend; revoke & impose fines Establish codes - obligations of LDCs to other participants and consumers Market Surveillance and Monitoring Retail Market Readiness -- - AtSUOIæ.2002 OEB ResponSlblllUes [Coord) Protectina Consumers Interests OEB requiring local distribution companies (LOGs) to phase in market rates of return over three years Monopoly service providers must maintain service quality Licence conditions: - Compliance with codes ..,. Penalties for non-compUance Customer information centre Dispute resolution: retailers and consumers Energy Consumers Bill of Rights (Part VI DEB Act) 8ectricity AetailerCode of Conduct New powers to OEB's Director of Licensing and new rules (e.g. consumer re-affirmation of a contract) -- - -~= 1 DEB RespooslbDlUes ICoofdJ: Protectina Consumers Interests: Other Similar Measures The Rural and Remote Rate Protection regulation will continue to partially offset rate rIlfferentiats for customers in high-cost, low density regions - maintaìns status quo. Consumer Choice Consumers can purchase electricity from a licensed retailer (Le., enter into flXEld price contracts, choice of generation sources, etc.); " Remain on Standard Supply Service (SSS) and ÆlceÏV& electricity from their local distribution company if they do not wish to switch oaretailer. -- - -~= StePS 11 a CampetlllVe EleClrlclI¥ Malllel AdY\eoIyCcIImIiIIMon~titìon..om.rio'.Ele:lzlc tySyo.lom ""acDonaIdCortmltlN"lp O/nI«IlOsWyWroc1lclI1!j __¡' tloetricIlylya!lII1. MIIcDonaIdeomm;_OOIIIUIWd~.lØIacIflI OI\A~for ~~m.nyctulngo;$'DIho_Irj¡:; y.ya\mI. GcvwnmenI.þ: iodU.o:OoroaId.........,¡n..·.II<Mc._~ibplm ""!ntrtIdudng~....tt.."WhihlPçer"CirtcIionforG'll~ GcvemmonI_blls* I MallcelDMignCcmml_. Four1..nlndustfy '''¡ce>ns>mW",~1ivM_104aIgn''''''for'''n_marlœt. IoIDCInmim""¡Fir'IaIR8porIslsal>8dlltawingont>Xþerl~ancI ..-.Iy<Ii.. TMEneIgy~Actprodaimecl. Or4arIoHydroaucc_""""",,",beglnoperri>n. EJK!llcn)l_""""""""'~ -- -~= The lIew Malllel Place .-.,.------- , , , , , , , , I Re~:~,ffi I " . '> DEB Bespooslbllllles ICoofdJ Facilitatina Enerav Efficiencv.Cleaner Services Considering DSM under future performance based regulation (PBR) Disclosure of information (i.e.. labeling) to consumers required by retailers offering electricity form alternative sources (e.g., wind, solar) - Identify electricity sources and % of mix (Phase I) - Also identify selected air emissions (Phase II) -- - -~= Ootarle Hvdre: Alter AJrl11999- Ontario Hydro Electrical Safety t Rnanclal corporation Authority Hydro One Independent electricity Market Operator (lMO) ( . -- - -~= Market Openlog- Retail · Retail access: 100% of LDCs ready (20 with some limitations. SSS unbundled bills: 100% of LDCs ready. · Transactions invoJving customer enrollments, switches and other changes: No major problems. · Design issues in EST standards identified. -~= o -- - c 2 .' I I " c ( Some Issues Under ReVIew Sgeuritv DeDOsIts Concerns by various parties re: LDC consumer security deposit policies_ · Communication to LDCs. · Broad-based worI<ing group to provide inpLlt. Settlement GaD LOCs settle with IMO two weeks before payments are received from LOC customers. Request to amend the Retail Settlement Code and Rale Handbook to shorten the gap or to allow for larger cash working capital, or both. Amendments 10 ASe proposed and released for stakeholder consultation. -- - -",- " Seme Issues Under Review [Conrd)\ Rates · Transition Costs · Payment in Lieu of Taxes Second Generation PBR Transmission System · Connection issues under review · Other TSC matters -- - -",- " Conclusion: Oecu¡clQ's Brave Hew Wodd Municipalities: Role as LDC shareholder and constituency of consumers Ontario Energy Board: Active in meeting new mandate. .......ÆD.æ= " Some Issues UDder ReVIew [Conrd) Retailers as Wholesalers lDGs settle with IMO. then LDCs settle with reta~lers Financial implications for the LDCs OEB will form working group to revisit issue and other options -- - -",- .. Role ollbe DEB In Restrucwred Marllet Continue to regulate transmitters and distributors Continue as the licensing body for market participants Continue to review Mergers and Acquisitions Continue with consumer information and protection Deal with Code and Ucense compliance matters Review OPG decontrol Appeals body to the IMO's Market Rules Monitoring and Market Surveillance -- - -",- " DEB References . OEB web sfte www.oeb.gov.on.ca OEB Customer Call Centre 1-877-632-2727 -- - ~""',200¡1 .. 3 ( TUESDA ~ AUGUST 20, 2002 1:30 p.m. to 3:00 p.m. BRACING FOR BUILDING REFORM Ali Arlani, Director, Building and Development Branch, Ministry of Municipal Affairs and Housing Brenda Campbell, Director of Building and Chief Building Officer, City of Brampton Ron Kolbe, Director of Building and Planning, Township of Oro-Medonte Jim Murphy, Director of Government Relations, Greater Toronto Home Builders' Association c. BRACING FOR BUILDING REFORM ALl ARLANI, DIRECTOR ( BUILDING AND DEVELOPMENT BRANCH MINISTRY OF MUNICIPAL AFFAIRS AND HOUSING ( / I ( , '-, / I , '--, Association of Municipalities of Ontario 2002 Conference AIiArlani Building and Development Branch Ministry of Municipal Affairs and Housing 20 August 2002 -'-',' .~ '" Key Elements - What Bill 124 will mean for municipalities: New service levels for building departments Support for Code administration and adopting innovation Code knowledge qualifications New service delivery models . Shared accountability <'.~""~ J~ Background ·C"'0'-:::'''-''_~ Building regulatory reform's recent roots: - Administrative Issues Working Group (1996) - LMCBO'S "blue bookn (1997) - Red Tape Commission's ~one·window" initiative (1998) - BRRAG Report (2000) Common request from builde~s. inspectors. designers: - Regulatory reforms to streamline the system, improve public safety and ensure appropriate accountability On November 1,2001. Bill 124, An Act to improve public safety and to ìncrease efficìency ìn buildìng code enforcement. received Fîrst Reading BiH 124 given Royal Assent on June 27. 2002 .".'''' ~)iJ{;j New service levels ~i'.1ß1 'f/if' "':~_'_'_"'-'''-'''õ7'',",''' - "'-''''''''''''.'''=,'''- Time frames for permit decisions . Time frames will be Built form Time established for "decisions" on examples frames permit applications House 1 0 days - Decision can be to issue a Small buildings 15 days permit or refuse issuance, Large buildings 20 days providing all reasons for refusal Complex 30 days Buildings . Building Code Commission to hear time frame disputes within five days of notification , 1 New service levels Mandatory Inspections . oaG to set out minimum mandatory inspections - Would need to be done within two business days of notification that project has reached a certain stage of consbuction - Municipal by·laws may require other inspection notifications, as today - [twill still be up to municipalities to determine whether additional inspections should be carried out depending on the experience with a buifder or type of building. Standardized forms, orders Standard building permit application form and order forms to be prescribed - Provides clarity of expectations of applicants/builders and consistency among enforcement officials """0',> .~~,,',: !'Š'i New service levels ;~: Permit fee requirements Permit fees to be based on anticipated costs of Code enforcement Same principle as that in the new Municipal Act Annual reporting on fees/costs and public meetings prior to fee changes add new transparency - Costs to be broken down as follows: · OBCJBCA compliance reviewffield inspection · Administration, prosecution and enforcement · Transfer costs supporting delivery of permit services · Reserve funds - Costs not required to be broken down by class of building ( :':8~ New service levels ,.-,'.,' ."'- . ..n.._,_._~_ Site plan control Bill will provide a "notice of motionn route to the Ontario Municipal Board - Would consider specific items proposed for site plan conditions - No change to municipal authority under the Planning Act Municipal Code of Conduct Bill will require municipalities to establish and enforce codes of conduct for CBOs and inspectors ( '...... c.' Code administration and ,U adopting innovation Provision for "objective-based codes" Act allows for objectives and mechanics for evaluating "alternative solutions" to be set out in the aBC should the Province adopt this new approach - AMO and other stakeholders have been and will continue to be closely involved in developing new code Minister's Rulings . Minister's Ruling authority expanded to cover alternative materials, systems and building designs Binding OBC Interpretations Minister could issue written interpretations of aBC, which are binding on Code users , l 2 ( '. c í '-.. j¡1~ Code knowledge ;": qualifications --.< Practitioner Qualifications: To assess knowledge of the Code: - Based on type of building and various disciplines - 12 qualification classes proposed - Will cover technical as weIJ as JegaVprocess knowledge All building officials and RCAs will have to be qualified Most designers responsible for plans submitted in support of a building permit will be qualified - Permit applications expected to require fewer revisions and corrections as a result of higher Code knowledge Qualifications would need to be maintained over time; linked to regular Code review cycle Past ministry courses would be recognized. though testing of gaps in knowledge will still be required 0-,;',;',',". "- New service delivery modE!!s . Municipalities can choose from four models: ~ 0 ~ In·house municipal oint municipal seIVic {!.. seNice delivery delivery .:£ · 0 0 Municipally-appointed Applicant-appointed ~ ~ 0 Registered Code Registered Code · Agencies Agencies · z " fHI Code knowledge --'Pi qualifications '~".";-'--'.'" '='.-. Assessment I training !imeline: Royal Regul:1tions Assent Filed 18montb ImplemeatationPcriod (n~forcc :> .. .. D~h\e, '\<'Sb"llt"n," . . ... Deil't"rTr.lmlLl~ " ~~:~ New service delivery models -'-"'~~. :~," Only councils make policy decisions about whether to use RCAs Municipally-appointed RCAs would be under contract to the municipality - Municipalities can set the tenns of the contract, including any municipal oversight role ceo retains key responsibilities in all cases - Permit issuance - Applicable law determination - Unsafe orders and - Prosecutions " 3 New service delivery models '-~-'''"''.~.. - Registered Code Agencies RCA duties and functions will be similar to those of municipal inspectors - review plans/drawings. inspect and issue certain orders RCAs wil1 be compelled to provide municipality with information as requested RCAs will register annually with the province - Have required insurance and qualified staff - Registry to be updated regularly by the Province - Registry will be available to municipalities and the pUblic to verify that the RCA's qualification and insurance are up to date Shared Accountability Roles and responsibilities Roles for owners, designers, builders, manufacturers, suppliers. RCAs and building officials are set out in the Bill at a high level Reliance on ReA work . Bill specifies that RCAs are responsible for the part of the work they do and that municipalities can reasonably rely on their work Limitations Act Refonn (Bill 1 0): Attorney General's legislation is still before the house; would establish an ultimate limitation period of 15 years for all types of claims in all sectors ( ',. New service delivery models :c:,-,-,.",-.","", Registered Code Agencies Other important controls over RCAs: - Conflict of interest rules - Duty to notify ceo of unsafe _ RCA notifications to ceo at conditions key stages in process - Professional engineer or architect _ Standards of conduct required for buildings requiring professional design - Conditions for appointment Changing RCAs under an applicant-appointed model would be tightly controlled - Director's approval would be required " " c " Shared Accountability -,"-,. " Insurance Insurance required in the Bill; details to be in the Code: Builders · Required to carry Major Structural Defects cover · Period of seven years · Project-based; verified by building official Designers and RCAs Same Major Structural Defects as builders , Also to carry professional indemnity insurance for claims against errors and omissions while in practice. · Practitioner-based and verified through registration. Some exemptions would apply: · Home builders covered by ONHWP; though in-house desjgners would still require qualifICations Persons building/designing their own hOme Renovators of single family, semi and rt;m homes · ICI contractors on projects under $50,000 " ( ~.. 4 ( .( / ( .~ ---.:, Next Steps .. MMAH meeting regularly with stakeholders to consult on proposed regulations as they are being developed - AMO and other municipal representatives have been actively involved throughout Regulations expected to be ready for fall 2002 Proclamation and full implementation within 18 months after filing of regulations " 5 ( NEW SERVICE DELIVERY MODELS BRENDA CAMPBELL DIRECTOR OF BUILDING AND CHIEF BUILDING OFFICIAL i \ .....,. CITY OF BRAMPTON '-". ,~, Bracing for Building Code Reform I~ I Act "Impacts of the Legislation and Regulations on Larger / Higher Growth Municipalities" August Bill 124 - The Building Code Statute Law Amendment alities of Ontario 2002 Conference Brenda Campbell Director of Building and Chief Building Official City of Brampton 20,2002 Association of Munici Introduction o Focus on anticip~ted impact of Bill 124 on the larger/high growth municipalities · City of Brampton representative of a high growth municipality · Average volume each business day .:. 34 building permits issued .:. $5.3 million construction value of permits issued each day .:. 500 inspections per day .:. 14 occupancy permits · 69 residential builders currently building and/or selling in Brampton If" .. f\1¡ 11.<".\ ".,"_ ~t~1 CITY CP BRAMPT1 ..-, '--, ,.T " \ /"~ '~ , , ,,""-""", Back!!round r, change to the administration of Building in the' 25 years that Ontario has had a Co Building Code o First major de Act for o Larger municipalities have developed forums communication, consistency of enforcement · LMCBO - Large Municipalities Chief Building Officials · T ACBOC - Toronto Area Chief Building Officials Committe~ OBOA - Ontario Building Officials Association . o Representatives from these organizations participated in One Window Consultation, BRRAG and current development of regulations CITY DF BRAMP'TtlN Highlights of Legislation Affecting Bill 124: High Growth Municipalities Larger / , o Public Safety/Knowledge - Requirement for Chief Building Officials and Inspectors to have qualifications set out in regulations Bill 124 o large municipalities Larger Municipalities - Technical qualifications of staff in are currently high Issue will be the test all staff - 18 month time frame very aggressive to time required - Engineers and architects performing design and general review to have qualifications set out in regulations Bill 124 o - Current engineers and architects programs do not emphasize Code knowledge - Larger Municipalities \ - Anticipate better plans - faster review /~. /----'\ \ of Legislation Affecting /~, Highlights Bill 124: (~\ High Growth Municipalities Larger / D Accountability Bill 124 - Building Practitioners required to carry run-off insurance - Limitation period on ability to claim for building defects o be significant - Will ensure municipalities are not the only insured representative "at the table" will Impact on all Municipalities Larger Municipalities - Will reduce # of claims - Brampton example Each municipality is required t~ develop a Code of Conduct for Building Officials Bill 124 o implemented at Prefer province-wide Code of Conduct to be the municipal level c, '" Larger Municipalities Highlights of Legislation Affecting . . Bill 124 High Growth Municipalities Review Agreements Plans Provision for Reciprocal Larger / Streamlining 124 Bill o Halton H.O.M.E.S and siting (ICI) - Legitimize current programs such as - Limited by architectural control (houses) vanances Larger Municipalities Promote shared use of resources restricted by current legislation Standard Forms set by Province 124 Bill o - Benefit to facilitating future electronic permitting implementation ,d.Jiiil rdllllllll ~i.uIUln ¡;:ITY OF DR....MPTDN Some concern with time and expense of /~ Larger Municipalities r----.. .,........."'\ '-, \. ,I. Bill 124 : Highlights of Legislation Affecting Larger / High Growth Municipalities D Streamlining (cont'd) o Bill124 - Permit Time Frames Larger Municipalities ~ Stated service levels in Brampton - Ability to meet stated service levels affected by: - ability to attract and retain competent qualified staff - other "applicable law" provisions affecting permit Issuance - quality of plans submitted o Bill124 - Inspection Time Frames Larger Municipalities - Not an issue - most larger municipalities provide next or same day service CITY 1;1,. BRAMPTI;I \/ Bill 124: Highlights of Legislation Affecting Larger / High Growth Municipalities o Streamlining (cont'd) o Bill124 - Mandatory Inspections Larger Municipalities - Larger municipalities have specialized staff - Standards and number of "mandatory" inspections generally exceed what is currently proposed - Current legislation requires only notice by permit holder. The requirement to inspect has been established by court decisions ruling on the "duty of care" required by the municipality. Mandatory inspections set out in the regulations will provide clarification. II _, ' ~. '1,.' CITV DP BRAMRTDI'II .....--., /_. ! Highlights of Le Larger / High Growth Municipalities gislation Affecting /~~ , \ . . Bill 124 (~ (cont'd) o Streamlining Service Delivery 1 - Registered Code Agency - Section 4 Option 124 Bill o - Municipality can contract out all or part of code enforcement function to a Registered Code Agency - Current legislation restricts code enforcement to CBO and inspectors appointed by Council Larger Municipalities - Will provide flexibility for peak periods, gaps in ability to meet service levels, complex projects requiring increased supervision - Municipality retains overall control of scope and standard of service provided CITY OJ> BRAM,"TDN cont'd. .. Highlights of Legislation Affecting Larger/High Growth Municipalities Bill 124: (cont'd) " o Streamlining - Registered Code Agency - Section 4.2 Service Delivery Option Bill 124 o - Provides for Council to authorize the ownerlbuilder to retain their own Registered Code Agency - The RCA must perform all aspects of enforcement - plans review, inspections and issuance of orders - Not part ofBRRAGrecommendations - Unanimously opposed by larger municipalities - Privatization of a public safety matter - Public has developed certain expectations of how public safety is monitored - Ability of municipal building department to provide overall monitoring of construction activity is undermined - Consistency of enforcement is undermined Larger Municipalities - èhiefBuilding Official cannot refuse to issue permit if RCA provides plans review certificate ~~!~!lli~::t}¡;,::,\:; ~~:1!t':i.. -' CITY OF BRA (\ f-' r""--'\ /,......-.,,\ -'---., ~ Bill 124 Highlights: Larger I High Growth Municipalities Perspective ~ o Permit Fees o Bill 124 - Permit Fees must reflect reasonable costs of providing servIce - Annual report provided to province - Public meeting if fees changed - Reduce fees if Section 4.2 RCA Service delivery option implemented Larger Municipalities - Issue specific to larger/high growth municipalities - Municipalities will be required to determine actual costs to operate a Building Department - Approach used by Town of Oakville - Enterprise Operation provides a starting point designers registered in the Concerns The ability of the province to have all building officials, (architects and engineers) qualified - tested and proposed 18 month time frame. Issues / ... · have the themselves not have the Delivery Option in the legislation - rn:rn"'¡¡. ....ull.'·' 111111111 IIUIUUJ C'TV PI" the need to is the new requirements because contractors will Section 4.2 - Registered Code Agency Service Privatization of a public safety matter should not be cannot be the referee and the player! the contractorslbuilders Concern that . Issuance Communicating to specified insurance. will delay permit . msurance ... · ... · /--'\ (-..\ ¡ ( BRACING FOR BUILDING REFORM RON KOLBE ( \." DIRECTOR BUILDING / PLANNING DEVELOPMENT TOWNSHIP OF ORO-MEDONTE / ( "-. (' /.'-""\ Bill 124 - Possible C'oncerns? Ron Kolbe Director Building / Planning Development Township of Oro-Medonte Immediate Past President Ontario Building Officials Association (OBOA) I Smaller and Northern _t- Iles M -- ,unlclpa Definition - · Population under 50,000. · Building department staff from CAO/Clerk to Part-time or Full-time. · 0 to Hundreds Building Permit Applications. · Outside the Greater Toronto Area. · Much of Northern Ontario is unincorporated and thus under the direct jurisdiction of the MMAH Director. 2 Smaller and Northern Municipalities / AMO Presentation ¡"-...,, ~...........\ 124? sthe r'- Bene!fi:tfrom ·Bi , ncrease in required Building Code knowledge for the building industry such as municip~1 sector, home builders, ICI builders, designers, private RCA's will result in an increase in public health & safety. net result consistency? ~ · However. ..nothing in Bill 124 requires the contractor to be certified. Some contractors will be more accountable but only with respect to the kinds of insurance coverage required. Is this consistency? Chief Building Officials, municipal inspectors & plans examiners would only be appointed for those buildings in which they are qualified. Province wide application. Municipal liability will be divided if Council decides to accept a Registered Code Agency (RCA) especially under total municipal contro (4.1). See item#5. Applicable law wi be defined · · · · 3 Smaller and Northern Municipalities / AMO Presentation What are some concerns of the Smaller and Northern Municipalities? , Cost of additional training for staff to prepare for challenge to qualification exams? Is it necessary? For example course availability and delivery. Are there sufficient numbers of students to facilitate courses locally? Recognition of existing qualifications? Recogniti,on of existing MMAHcourses? Will building permits be issued quicker under Bill 124? 1 2. 3. 4. \ 4 Cost and availability of qualified Registered Code Agencies for either Municipal (4.1) or Builder contro (4.2) if endorsed by the local Council? Smaller and Northern Municipalities / AMO Presentation ¡> 5. ~-, I - \ ") ('\ Concerns... 6. Cost of revising or replacing existing building permit applications and computer systems.? 7. Local public awareness programs for everyone in the Building Industry and the general public to announce ... "the most comprehensive and wide..ranging reform of Ontario's building code in more than 25 years. " 8. What is the ability of municipalities being able to recover from staff turnover due to higher salaries, shorter work week and less responsibilities when employed by larger muniCipalities? Essentially becoming a training ground. r".. , , 5 Smaller and Northern Municipalities / AMO Presentation ~ Training Costs travelling to GTA area. (Note: This is not specifically a Bill 124 problem) · GT A Municipality · MMAHcourse cost per employee using municipal vehicle. · City of Timmins · MMAH course cost per employee using municipal vehicle. · Course fe~ $400.00 · Course fee $400.00 · Travel & expenses total approx. $30.00 · Travel & expenses total approx. $500.00 6 -\, Smaller and Northern Municipalities I AMO Presentation /.-------.\ /-~...... , ' I -~ '. /~" Training costs toGTA... (Note: OBO~ has some ideas and will vvork with MMAH on course delivery fee$) ~. , lity · MMAH course cost .: per empløyee $400.00 or less using Municipal facilitator :and faci I ity . · GTA Municipa · Expenses low as $0.00 · Town of Hearst · MMAH course cost per employee. · Course fee $400.00 · Travel & expenses (including airfare) total approx. $2,095.00 7 Smaller and Northern Municipalities / AMO Presentation ~ Recognition of existi;ng qualifications for example CBCO? . CBCO = Certified Building Code Official as determined through MMAH course requirements and municipal experience and administered by OBOA. . MMAH Minister Chris Hodgson offered this assessment: "OBOA's voluntary certification program CBCO, is a widely recognized and accepted standard for the knowledge of building officials. Municipalities look for this designation as a sign of the competency of those people who review building plans and carry out inspections" . 8 '-, \ Smaller and Northern Municipalities / AMO Presentation /'-"""', /~._, , , ·--. 9 (.-.... 3. Recognition of MMAH çourses already taken by staff? . MMAH Minister Chris Hodgson placed the following emphasis on previous tr~ining: " It is important that you receive recognition for the courses already taken and be tested only on new areas." Smaller and Northern Municipalities / AMO Presentation 1"............ ( Building Permits be issued quicker? 4. Wi II . In the majority of small and northern communities the answer is no. The process used in most municipalities meets or exceeds Bill 124. c, 10 . Building permits time limits as proposed only start once a fully comeleted building permit application is received. Smaller and Northern Municipalities / AMO Presentation ,~ " \. · RCA's are rivate firms contracted to do plans design, plans review and/or inspections. · RCA's require Council approval to work either i conjunction with the municipality (4.1) or independent of the municipality (4.2). However 4.2 the RCA may act indepeQQentl of thie munici alit once a ointed. lifi ~~, .,....--...\ is a Registered Code Agency? (RCA) under n 5. What - ed to undertake duties rements and be . I · RCA's would need to be qua under the BCA and OBC. · RCA's must meet MMAH requ licensed by MMAH. 11 Smaller and Northern Municipalities / AMO Presentation What is the Municipality's posit.on with respect to Registered Code Ag.ncies? . Is the municipality prepared to accept a Registered Code Agency (RCA) under total municipal control only? (4.1) s . I or.. . . Total builder control? (4.2) Municipality shall issue the building permit if RCA indicates compliance with code requirements reqardless if municipality disagrees.· MUnicipality responsible aU prosecution of any orders or court action. 12 ~ \ Smaller and Northern Municipalities / AMO Presentation .....-.. / ' ,~ ( . (".. .~\ .,,---.,\ Will Qualified Staff or RCA's be available ¡neach . Municipality? · The availability of qualified staff and/or Registered Code Agencies (RCA's) in areas other than the large municipalities will depend greatly on salary and the volume of work available. · Cost will be set by demand. · Building permit fees adjusted accordingly. Smaller and Northern Municipalities / AMO Presentation 13 Is there a cost to the Municipalities? 6. - · Of course! · Implementation of any new procedure or requirement has a cost attached to it. · The building permit process as we .know it must be revised from computer programs to all the forms used. · Permit fees must be assessed and decreased or increased depending on area requirements to deliver and' meet the timelines/qualifications as noted in: Bill 124. 14 "~.....\ Smaller and Northern Municipalities / AMO Presentation /r--....., (-- '~ /--......." What are your Municipal Requirements? (' 124? Most Municipa Employee Guidelines currently in effect adequately cover the Code of Conduct as proposed in Bill How about yours? I · melines as proposed in Bill 124? requirements by January 2004? plan or! procedures · existing staffing meet ti · staff meet the qualification · Does the municipality's risk management need to be revised or up-graded? Wi, Will 15 Wi the municipality's insurance premiums be affected by Bill 124? Positive or not? Is there additional liability with the approach of Objective based Codes? Smaller and Northern Municipalities / AMO Presentation · How can MMAH assist Small and Northern Municipalities? Northern Ontario · Allow courses to be facilitated below the minimum required number of participants with financial assistance by MMAH. this service to every area of · Provide ASAP. 16 exam writing Northern Ontario Smaller and Northern Municipalities / AMO Presentation :.~." · Provide sample assessment opportunities to a number of communities. ,-- I /....- ( BRACING FOR BUILDING REFORM JIM MURPHY DIRECTOR OF GOVERNMENT RELATIONS GREATER TORONTO HOME BUILDERS ASSOCIATION /'_.' (, c 1 ( \~. ( ,- 2 ( ( i \, 3 TUESDA ~ AUGUST 20, 2002 1 :30 p.m. to 3:00 p.m. NEW SERVICE DELIVERY MODELS ( George Hastings Rust DEye, Partner, WeirFoulds, LLP Maureen McCauley, P.Eng, McCauley Nichols and Associates John Molyneux, Fire Chief, Central York Fire Services Andy Hoggarth, Vice-President, Peterborough Utilities Services : \ NEW SERVICE DELIVERY MODELS ( '. MAUREEN McCAULEY, P.ENG., and CHIEF JOHN MOLYNEAUX CENTRAL YORK FIRE SERVICES , < AURORA & NEWMARKET Fire and Emergency Services Consolidation Presentation for the 2002 AMO Conference Proudly Protecting the Communities of Aurora and Newmarket ( \~>. _Factors That Facilitated Change StaffinIL and equipment uppes were required in each~Fire Department for both municipalities to accommodate their growing populations Retirement of Chief and Deputy Chief in Aurora Previous close working relationship between departments . Both Councils were receptive to change . Both Fire Fighter Associations had open minds THE TIMING WAS SIMPLY RIGHT \. .- The Towns · Aurora and Newmarket are adjacent municipalties within the Region of York · Aurora's population - 40,000 · Newmarket's population - 66,000 · Both municipalities were experiencing major growth - Agreement to Proceed · Councils approved work plan and committee sttucturesearlyin2001 · The focus of the project was on "consolidation" of service not "amalgamation" of service. · An understanding was reached, whereby consolidation would only occur if ALL parties agreed · Project Manager hired to design, lead and facilitate the process 1 _ Getting Organized POLmCAL COMMITITEE STAFF COMMITTEES Joint Council Integration Steering Committee Operations Labour Relations Finance Legal - Joint Council Integration Committee (JCIC) . To consider outputs from the working groups . To make recommendations back to the Aurora and Newmarket Councils. - Project Structure ( _ Steering Committee · Oversee the work of all committees · Provide direction to the Project Director · The terms of reference for governance between the two municipalities for a consolidated fire service · To make recommendations to the Joint Council Integration Committee "'-.- 2 ( 4» Operations Committee . Mandate - to prepare an operating plan for a consolidated department . Outputs - stand alone and consolidated department models for comparison purposes - 10 year Operating Plans - Master Fire Plan - Finance Committee . Mandate - to analyze the current and capital costs of a consolidated service - develop the cost sharing fonnula . Outputs - Statement of Financial Principles - 10 year operating and capital budgets - cost allocation and annual blending "fonnulas" ( "è:-- - Human Resources . Mandate - to negotiate tenns of a Collective Agreement for a combined FF A . Outputs - a new 2 year Collective Agreement - addressed unique personnel issues not covered by the Collective Agreement - Legal . Mandate - to develop a Service Agreement for execution by both municipalities . Outputs - a Service Agreement 3 - Approach · A stand-alone model was produced for both Aurora and Newmarket (5 years + 10" year) · A 10 year consolidated model was produced for a combined AuroralNewmarket community (5 years + 10" year) · Each model included proposed staffing, vehicle and equipment requirements - The Process . Approximately 25 members of Council and Staff participated in the process . The project commenced in late May 200 I with recommendations for consolidation approved by both Councils by October 2001 - Key FindingslDecisions · Newmarket would be the single employer · The service would be provided under a ~¡purchase of service" arrangement · The service would operate under a "neutral" name · The service would be governed by an emnowered 6 member Joint Council Committee (JCe) ( i \, ( c 4 ( (. ( "--.. - Key Findings /Decisions . The Fire Chief would be appointed by and report to the JCe . The Service agreement executed between the two municipalities was to include: - tenns of reference for the JCC - a 10 year Master Fire Plan - description of service standards - dispute resolution mechanism - statement of Financial Principles . ~ring Has Ta~n Pla.~e A recruit . .,- learns the . skill of· . ventilation :) -:-' to remove /""-:.... heat and gases from burning buildings Central York Fire Services . The newly created service commenced operations providing protection to the Towns of Aurora and Newmarket on January 1,2002. . Changes Were Required The new kitchen at station 4-3 providing more space for meal preparation and clean- up. 5 - Deliverables · Operational cost efficiencies · In excess of$8 million in cost avoidance over the 10 year period of the agreement · Able to put the appropriate resources together at an emergency more quickly ie improved back up for large scale situations - Comments "The involvement of the many key players in both the Aurora and Newmarket: communities has provided detailed information that will allow both city councils to make an objective and irrlOnned decision about the n1ost-effectìve efficient and safe manner of delivering fire protection services for the two çommunities" - VIrginia West, Deputy Sollcitor General "WIth your pemiission.we wOuld like to ciie this project as an example ofrnunicipalbest practices as partofo~ ongoing efforts to: promote value and accountability in the delivery ofmunicipaIservices" - Michael Fenn, Deputy Minister. MunidpalAffañ's - Deliverables · Better use of capital assets - aerial trucks etc · Improved training for Firefighters · Greater flexibility for management · Better service levels - Success Factors · All participants believed in the common goal - albeit from different perspectives · Both Councils believed that future upgrades to staffing and equipment were inevitable for their stand aloned"Partments - then consolidation made sense o The creation of a process that allowed multi party participation - with a dedicated Project Director lead role ( ( '-.... ( '-. 6 _ For further information Maureen McCauley, P. Eng., McCauley Nichols & Associates 1- 519 - 524 - 5992 rnccauleynichols@hotmail.com Chief John Molyneaux, Central York Fire Services 1- 905 - 895 - 9222 jrnolyneaux@town.newmarket.on.ca ( , ( 7 NEW SERVICE DELIVERY MODELS ANDY HOGGARTH VICE- PRESIDENT ( PETERBOROUGH UTILITIES SERVICES , ~, ( ( '-"" ( '--. ~ "Bæì . "... AMO 2002 ANNUAL CONFERENCE New Service Delivery Models Andy Hoggarth Viœ-Presidcnt Co;pornte & Financial: Serviœs Sccreta¡y·TreasureJ ~Ierborough UtiliLies Group of Companies ::".....,m.O'" ~ "œMii ., c;·'.""~;"o.; IntI;oduction 'Other Considerations · Governance · Service levels · Cost al1ocations · Contracts ·Our Success ;--;....~~ç" .~n 0' r,.:", ., " .. .,.,.- Introduction 'Catalyst for change . Restructuring in Peterborough -Goals - Solution - Our approach 'Shared Services - Culture shift - How it works ?~ >;&i Utilities-Restructu~ing in Pet~rboròugh CATALYST FOR CHANGE I.BILL 26 - SA VINGS AND RESTRUCTURING ACT, OMl'o'lBUS BILL 2. BILL 35 - ELECTR1C1TY ACT, 1998 3.Provincial down loading of services and costs to Municipal Governments - May 2000 4.Search for a new business model that would make better use of RESOURCES 1 iÈ Utilities - Restructuring in Potorborough CORPORATiON DRGAN/ZATlO."{ CHART BEFOREJANUAHY I, 2000 PuleJ,.,q;..i,1. ømIna PETERBOROUGH m~lðlL.'1."lm ~ ----- Water & Riveniew Park and Zoo \.øtJlJ% Ifj ,. .. .. - Our Search fora New B.usiness Model Goals . Improve efficiency . Enhance/Redesign bnsiness process 'Change culture 'Entrepreneurial 'Economy of scale/critical mass 'Revised Risk Assessment iE~"!:.·~$· ...." .,. '" .. ~'<._... (' , \ . OllrSearch for .a New Business Model Goals 'Growth 'Improved service levels "Reduce costs . Profitability ·Outsource and/or Insource ( Solution . Unique Shared Services Model with a slant towards commercialization ( \.. 2 ( \, ( \. ( , )$';"v.ol/O,,- ~ ;ïæii '- Shared· Ser\'ices Whât's wong with our Current Model? support Services such as Accounting, Human Resources, Infonnation Technology and Administration viewed as: - Monopolies - Necessary evi1 - Add overheads - Make us non-competitive - Make life tough for operating department - Not part of managers strategic plan '-'. SOLUTION" ~ .. . " Peterborongh's Shared Services -~ Ápproach · Cost efficient model · Broader range of services · Increased technical expertise · Improved cnstomer service levels · Leverage expertise for revenue producing activities . Sha.red Services ill our view Support Services are: - V olue added - Strategic operations - Contribute to productivity, efficiency and bottom line ~ ~SOLUTION: ì1!1& Peterborough's Shared Services - Approach . Improved utilization of internal support services such as administration, accounting, human resources, engineering, customer care centres, information technology, purchasing & stores, etc. . Consistent application of internal controls, policy and procedures 3 ( \ ~i.~/ f"e- . ..... .. .'. ill Utilities- .Reswucturing ÜI ! "'ouoo l'eterborough CORPORATION ORGANIZATION CHART JANUARJ' 1,2001 .", ' ". I .-1 .,.. ~EøiI$GII:œIÞII! 1'\' II BiI ~¡ · Establish companies under the Business Corporations Act · Transfer Bylaw - specified assets, liabilities, employees, inteHectual property, licenses and pennits to the various companies · Re-capitalization ",.- -~ ,"",,*,,+__iIoo -- -. ... --~. ~lSGIõt._ I I e: --- !Q<;""O= I> ._ .-.;0__ .- .~=-" ......-- ._"'" ._io>IU .,",,""" ~ <."""""'" ._,""','~ .- --~ - .-.0'''''''''' -- ~ ...,.- .....",... .~ - :: - .- -.. --~ .-...-...- -.. ( Utilities ~l~e.structuring in Peterborough , / " ~ Utilities;- Restructuring in _ . Peterborough ...9O.tO ...". .."- .....2" X~ " ., ""'""",,!,."~ · Shareholder Direction and Unanimous Shareholder Declaration - Expectations and principles - Business of the corporations - Operation and control - Shareholder matters - Reporting - Financial performance PRIVATE SECTOR APPROACH ACQUISITIONS IN FIRST TWO YEARS TO IMPROVE CASH FLOWS AND PROFITABILITY c 4 ;" ( ( \ The New Peterborough Utilities ASAT JANUARY 1, 2002 .~I - , I '""",--~ I~-f ¡ ~'- -" i ---~ !! I I ,i -- il i s:: ~~'¡I' .1, i:::::=.=·-- I~",~. Ii , il~"! 1III :=- ¡ -=-- ¡ I -- ¡ !, '-"'''' ~ -..-- ~ -- -~ - I ~"=:t ! -.---.. 1-- '-1'=1 1_"'1' ...i!.:.....~....i ,==-"11=-1 ¡-- : ,Æ"'°e. ~ 'aæ¡ """- Shared Services How It Works - Driven ITom the top - Establish base line - Segregate shared services to separate business unit - Activity based costing/fully loaded cost recovery - Partnerships established with «Traditional" business units íi - Shared Services Culture Shift? Driven top down - Board, Council and Senior Executi ve sponsorship Nothing taken for granted / everything questioned Demand the best at a competitive price User expectations increase, get only what they want, not what you want to give them Entrepreneurial sprit Increased accmmtability by support departments ......... ,.~ 'B1ii , - Shared Sel'"l'Ìces How It Works - Process orientedlbenchmarks -Driven by market conditions/best practice - Leverage resources - Partner and dient satisfaction - Insourced vs. Outsourced - Strategic partnerships/acquisitions 5 ;(\o~O.to" Ii c '. ^,- Shared ServicesApproach Considerations · Governance · Service levels · Cost Allocation · Contracts "'".~J ot.:.., ..~ iIE Governance · Holding Company and its subsidiaries, originally spun-off from Electric Utility, fonned under the OBCA · City retained peterborongh Utilities Commission (PUC) to operate Water only under the Public Utilities Act · The Commissioners became appointed rather than elected ~ .ii15 . - Governance . City owns 100% of outstanding common shares Shareholder initially hired nine Directors to manage the Corporations plus the Mayor and one other Councilor The Board nominates new board members for approval by Shareholder Board members have three-year tenns <: ..:,-01l0 ~ m&ì - Governance City retained Peterborough Utilities Commission (pUC) to operate Water only under the Public Utilities Act PUC became an "asset ho1ding" organization without staffby transferring certain assets and employees to PUS PUS was contracted by pue to operate and manage the water utì1ity. The water utility to continue to operate under the pue name ( \...... 6 ( "'" ( ~ 'ìSæi - Governance The Boards and the Commission are accountable and responsible for operations including: - Set policy - Approve operating and capjtal budgets - Establish rates - Set customer service levels & expectations - Manage risks - Develop long range strategic and business plans ^,. "Ø')I!"_o~ Ii :-.<0;", -,:.... ".. .' .... . ~-~ Service Levels . Responsibility of Shared Service Provider: - Ensure costs are competitive with third party suppliers - Use ofbenchmarkillg to measure performance - Continual process re-engiDeering - Use of feedback from partners and clients - Always on the lookout for "Best Practices" ..~ ìSæi - Service Levels . PUS has contractual obligations to the pue and the various affiliated companies to mamtain service levels in: - Industry requirements such as the Water Quality Guidelines as set nut by MOE - Customer service levels - Safety standards - Reliability standards which are "best of class" - Favourable performance standards as measured through the MPMP /^",,,Ol!o,, .~ "ìSæi '~ Shared ServicesCosls · What do services cost? · Does the manager of Board of Works know what HR Services cost him per year? · Is the manager aware how much it costs for each AlP cheque issued by Accounting? · Does he care? He Should!! 7 Ii Cost AllocatioIls PUS employs an Activity Based Costing system a]011g with an extensive Job Cost and Work Order system Direct costs - labour, benefits, outsîde purchases, contracts, vehicles and stores Indirect costs (overheads) - support department costs allocated based on job specific "cost drivers" using the ABC system Shared Services Activity Based Cost Allocations ~ -::::".-------=- ,.~,..,,,,,...,,, ~ ~ o ~ - ..,,-;,... ~ CtIrI!!Irm~reK "" !IS "" '" '" "" ANtI In """ _.~ """..... WHIXS~ Wa:lrTmllæltPIIId OSImIrsetri:IOftt C\Œm9rS!lli:8Tedma I&IrIiIwPõ.tUœ M!lar1tt1111i:~ PI.SE~ 8edr:I~6f!Bd(r Q . Shared, Service Cost · Cost allocation system is extremely accurate and avoids cross subsidization with other activities Costs are fully loaded · Can be compared to outsourcing costs ( , '.,.... ...,..~o - . Shared Services Contract · Service Contract is critical · Formalizes expectations and consequences if requirements not met PUS must maintain competitive cost of service Establishes levels of service Performance tracking .~.,. i \ '-. 8 ( / ~, ^"~o" ~ ;~imiì - Shared Services Model Challenges wm business units be pernùtted to secure services rrom Third parties? Risk ToJerance Pricing of internal services, at cost or at profit Compensation strategies - Rewards Commercialization of supp011 services - Who is first, internal partners or external clients? '~'" ,'t'x II,,'$: ^ ',"" ',,- Our Success .. AU Infonnation Technology services for City, Commission and city owned corporations provided through Shared Services concept. .. Shared Services with 8 companies, 1 Commission and City. ·In excess of3oo external clients .. Services are being offered in competitive marketplace .. We contnùute in excessof$4.0 million per year to City .. Our costs per transaction are decreasing while levels of service are increasing .. We have only just begun.................... 9 TUESDA Y, AUGUST 20, 2002 3:20 P.M. - 3:40 P.M. ADDRESS BY: THE HONOURABLE CHRIS HODGSON, MINISTER OF MUNICIPAL AFFAIRS AND HOUSING Remarks for the Honourable Chris Hodgson Minister of Municipal Affairs and Housing The Association of Municipalities of Ontario Fairmont Royal York Hotel, Toronto, Ontario August 20, 2002 Check aqainst deliverv Thank you very much Ann for that very kind introduction. It's great to be back at AMO again. This year, I get to follow my boss on the agenda. After Premier Eves' speech yesterday, I heard a few people at the hospitality suite speculate that I would be delivering more details on his announcements today. I hope I won't disappoint you, but I do know that in politics, as in other lines of work, it's never a good idea to upstage the boss. As such, I hope you'll be satisfied with my update on the many initiatives we're working on. There will not be another billion dollar announcement today. (pause) , Before I get into my written speech, I want to extend a warm welcome to a delegation joining us from South Africa today. (indicate delegates in balcony) I understand these delegates are here to observe how well Ontario's provincial and municipal governments get along with each other. I also understand they are curious about our bear pit session later this afternoon. (I guess in South Africa it might be called a lion's den session.) In any event, welcome to Ontario, and welcome to the AMO convention. (pause) I'd like to begin this afternoon by congratulating your new AMO President. In fact, I want to congratulate both candidates. I have worked with both of them in the past, and I know we will continue to work together on behalf of municipalities in Ontario. 1 I've known both Roger and Ken for years. ( As some of you may know, Brock Township - the southern part of my riding - is in Durham Region, so Roger and I already share constituents. As the former Minister of Northern Development and Mines, I also worked closely with Ken, and I look forward to working with Ken on the northwestern Smart GroWth Panel. Good luck and much success to your new AMO President. I also want to commend the AMO organizing committee for - once again - pulling together a great conference. Congratulations to the organizers, and to all AMO staffl Speaking of AMO staff, I would be remiss not to mention the contributions made by Pat Moyle - I understand that Pat is leaving his position as Executive Director following this conference. . Pat has always been there to move the AMO agenda forward and his experience, talent and ability will surely be missed. I also understand that Pat will be doing his own part to alleviate gridlock by shortening his current commute. Rather than heading downtown each day, Pat will enjoy a less hectic drive through Caledon. ( '-.-. In another cost savings effort, I understand the executive search committee at AMO limited their search to other candidates named Pat so that new nameplates would not be necessary. Congratulations Pat - and Pat. (pause) As Premier Eves mentioned yesterday, he places a high importance on the relationship we have with our municipal partners. That's why he created 2 new associate minister positions at Municipal Affairs. Tina Molinari has been appointed as Associate Minister with specific responsibility for Ontario's urban affairs... and Brian Coburn is Associate Minister with responsibility for rural affairs. They have both been busy since their appointments. Tina has attended numerous conferences, and has met with many of you to listen to new ideas and discuss issues that affect urban centres all across Ontario. As the Premier said yesterday, Tina and Ted Chudleigh will co-lead consultations on the (' design of our new Opportunity Bond Initiative. '~ 2 I look forward to their recommendations. While there may be more people under Tina's "urban" umbrella, there is certainly a lot more geography covered by Brian's "rural" mandate. Right off the bat, I asked Brian to travel to the 4 corners of this province to find out what issues are important in rural Ontario. Brian's first report back was simple - he says there are more than 4 corners in Ontario! But seriously, Brian has been busy traveling around the province, and as the Premier said yesterday, he will playa key role in the development of Tax Incentive Zones. I want to thank both Tina and Brian for all their hard work on your behalf. They are an invaluable resource to me, and our government. And speaking of invaluable resources, I also want to mention my other "live-in" partner at Municipal Affairs. Whenever I am looking for the history of an emerging issue, or need to hear an informed and independent-minded point of view, I know I can turn to Morley Kells for some refreshing insight and opinion. ( For those of you that know Morley, you can appreciate that he always lets me know exactly how he feels, and what he believes. He never lets me down. All this means that - in addition to Morley's advice - we now have 3 ministers at the ,cabinet table and sitting on important cabinet committees representing municipal issues. Never in the past have municipal issues had this kind of presence and representation - and that's a great thing for all of us. (pause) Today - on the same day we welcome the new AMO President - we must also say thank you to your outgoing (and outstandingl) fomner President - Ann Mulvale. As you know, AMO is a large and diverse organization, and many of you - its members - come to the table with strong views, and the ability to clearly articulate those views. "Shy" is not a word often used to describe municipal leaders. It takes a special person to lead an organization like AMO, and Ann has cleàrly been up to the job. On issue after issue, Ann has provided the leadership necessary to allow AMO to successfully achieve its goals. i \ ",,-- For this, I want to congratulate Ann, and her staff, and all of you. 3 " , Ann also made a personal commitment to improve relationships among the different levels of government. ( In this regard, my staff and I have been the beneficiaries of her cooþerative and positive approach. On a personal note, I want to thank Ann for always making ·me feel welcome, and for the personal friendship we have developed. (not to mention straightening my tie'whenever necessary) On a professional note, I want to congratulate her for the many successes achieved during her term as President. Much has been accomplished during the past couple of years because of Ann's leadership: . First and foremost, we were able to shepherd a new Municipal Act through the political process - something that had been talked about for many years, but never achieved until this year. We also planned and introduced a series of workshops aimed at getting everyone ready for this new Act by January first. Equally as important, we've also been working with AMO, AMCTO and business partners over the past several months to develop the regulations that will go with the new Municipal Act. ( " I know you've been anxiously waiting to see them. As of today, two have been filed... one that ensures accountability and openness in setting municipal user fees... and one that deals with municipal business licensing. . You can find information about these at our ministry booth. We are continuing to work together on the other regulations, and I expect them to be filed this fall. Also in the new Municipal Act, the provincial government, for the first time, explicitly recognizes municipal government as responsibie and accountable. For the first time, this fact is clearly stated in legislation. The legislation has finally caught up to what voters have known all along - you are also directly accountable to the voters in your municipality. . A second accomplishment was the new Memorandum 9f Understanding between the provincial govemment and AMO to consult when legislation or regulations will have a significant financial impact on municipalities. To my knowledge, Ontario is the only province in Canada to have made this commitment to its municipal partners. ( ~ 4 The public and the media may not appreciate the importance of this Memorandum of Understanding, but yo!.! and I understand its significance and value. · Another accomplishment is that we got all of your recommended changes implemented into the Community Reinvestment Fund. You asked us for certainty, timeliness, and sustainability - and I think that we went a long way towards these goals· with our changes to" the CRF. And we heard Premier Eves say yesterday that he is prepared to consider sustainable, multi-year funding proposals. Now, that's something exciting to think about. · A fourth accomplishment during Ann's tenure was the creation of a Centre for Ontario Municipal BestPractices. Last year, I was pleased to announce $100,000 in one-time support for the Centre. Later today, I will be announcing a further commitment from our government to provide $150,000 in annual funding to the Centre on a pemnanent basis. · A fifth accomplishment was our successful effort to introduce Brownfields legislation, so that already serviced lands within your municipalities could be recycled and put back into productive use. Once the supporting regulations are in place, redevelopment of Brownfields will generate new property taxes on land that is already serviced, and will help preserve existing greenfields. · Yet another accomplishment was a commitment by the province to invest 3 billion dollars in transit over the next 10 years. Because we know that Ontario is going to need better transportation options if we are going to remain competitive in the 21st century. · A seventh accomplishment was the recent announcement by my colleague Norm Sterling to deliver on another of your long-standing requests for voluntary road maintenance standards. You asked us to provide a new line of legal defense, and we have provided it. · And last, but not least, we have also addressed one of Ann's top priorities.- the financing of municipal infrastructure. Yesterday, Premier Eves announced the creation of an Ontario Municipal Infrastructure Financing Authority. 5 This Financing Authority will oversee a one billion dollar fund to support our Municipal Opportunity Bond initiative - an important step to maintain your municipal infrastructure. " i To help municipalities with the interest costs on these bonds, the Premier made two specific commitments. One - by committing to introduce legislation that would exempt them from provincial income tax, these Bonds would be more attractive to ìnvestors, and allow municipalities to offer lower interest rates. And two - the Premier committed to subsidizing interest costs incurred by municipalities by up to 50% through this Ontario Municipal Infrastructure Financing Authority. As the Premier mentioned yesterday, we will be consulting on this matter over the coming months. Ann, your board and your members have accomplished much over the past couple of years - you should be proud of yourselves. This afternoon, I want to personally thank each of you for being involved in your local government. As I said last year, I know that you got involved - and stay involved - because you want to improve your community. ( '. (I occasionally see the local newspapers, so I know you're not doing it for the fame... or the money.) You know, I could go on and on this afternoon ... listing our past accomplishments, because this has been a very busy year. But as much fun as it is to look back and savour all that we have accomplished together, we must also look forward to the many challenges that remain before us. I could also easily spend my time today talking about many other issues that we must deal with on a day-to-day basis - such as land ambulances or housing. Earlier today, Minister of Health Tony Clement announced 32.5 million dollars to improve ambulance response times. I would like to congratulate AMO's land ambulance steering committee for their hard work on this issue. Also earlier today, I also announced a pilot project for rent supplement to help tenants across Ontario. These are important issues, but they are not the focus of my speech today. ( \""-...- 6 Today, I want to talk about the future. I want to talk about growth. (pause) I guess it shouldn't be surprising to anyone that. Smart Growth deals primarily with issues of growth. Because the fact is, Ontario is growing - and that's a good thing. Growth generates new businesses, new jobs and the revenue we need to support health care, education and all the other programs we associate with a high quality of life, and being Canadian. Between 2000 and 2015, the population of Ontario is expected to grow by two and a half million people to fourteen million inhabitants. And while that number may seem daunting - it's interesting to note that over a similar 15 year period from 1985 to 2000 - Ontario's population grew by the same amount - two and a half million people. So ... we've done it before, and we're going to do it again - but this time we need to be more strategic than ever before. (. Because we can't wait for this growth to happen before we begin to act. I'm pleased to say that our government welcomes this growth. We want to promote growth in our towns, cities and rural areas. At the same time, we want to manage growth to prevent undue pressure on our environment - and make sure that we have the infrastructure to meet the needs of our communities. Infrastructure like roads and bridges ... public transit... and water and sewer systems. Smart Growth is the Ontario government's vision for doing both - for promoting and managing growth - in ways that create strong economies, build strong communities and promote a healthy environment. (pause) I believe that our Smart Growth initiative may be the answer. Smart Growth is a process for developing a broadly based consensus about what our growth strategy should be in Ontario. As most of you know, we have already consulted widely. Smart Growth is a priority for our government because it provides an overall guiding vision and a strategic framework for many of our most important initiatives. 7 Smart Growth is a different way of making decisions. One of the most important ways it's different is that Smart Growth Panels are made up of a broad cross-section of partners, and the largest single contingent is municipal - that's you and your peers. That's a fundamental change. Later this fall, once the Panels have completed their draft plans, they will consult with the public and stakeholders within their Zone. At that time, you will all have an important role to play in the final shaping of these plans. As you máy know, there's already much going on with Smart Growth - especially in central and northern Ontario. In those regions - right off the bat - there was a clear consensus that Smart Growth could be a useful tool for managing growth issues. In central Ontario, the concern is managing the rapid pace of growth and development that seems "in our face" at times. . In urban areas, Smart Growth is about steering and managing growth so that our environment and quality of life are not adversely impacted by challenges associated with ~~. r "" In other words, growth is the baby, and the associated challenges are the bathwater. Smart Growth is about getting out in front and diverting growth away from areas of natural heritage, and into areas where we have the infrastructure needed to support it. We need to set aside and preserve natural heritage assets, like the Niagara Escarpment and the Oak Ridges Moraine for future generations. But we must also develop transportation corridors around protected areas like the Oak Ridges Moraine, so that growth and development can proceed on the other side - in the many smaller communities of central Ontario. We also need to develop infrastructure that links communities around the Golden Horseshoe. " No longer is the existing hub and spoke model enough. We need to create more linkages between outlying communities, so that people can move around the Golden Horseshoe, not just into or out of it. Maybe we need a new transportation corridor that stretches from Waterloo... to Guelph ... to Orangeville ... to Newmarket ... to Lindsay ... to Peterborough ... and down to Belleville. ( \ "--" 8 Maybe the idea of compact development in strategic centres (some of you may call them nodes) should be revisited. One thing is for sure, and that is that we need to think outside the box, dream big, and we need to get to work tackling important issues that confront us all. Fortunately, I believe the central Ontario Smart Growth panel is already well on its way to moving these agendas forward. Chair Hazel McCallion and the rest of the central Smart Growth Panel hit the ground running, and have already reported back on one of their priority issues - recommending a series of actions to help reduce gridlock. Everyone sees this as a Toronto issue, but it's not. Every car that slows down from 80 kilo metres per hour to 55 kilometres per hour doubles its emissions into the air. And as Hazel says, containing pollution within the central area is like designating just one end of a pool for peeing. And just last week, Norm Sterling - our Minister of Transportation - announced several projects that will put some of the panel's recommendations into action. (pause) In northern Ontario, growth is also a major issue - but in a very different way. Rather that managing growth, the primary challenge is attracting and maintaining growth to preserve communities and provide young families with opportunities to stay closer to home. Just last week, Chairs Glenn Witherspoon and Royal Pòulin met with their northern panels, and are moving forward with strategic plans and identifying important issues that may help us to promote growth in the north. In northern Ontario, the priority is clearly fostering and attracting economic development so that families who want to live in the north can stay there - and enjoy their enviable way of life. Today, many northern communities are still reliant on a single industry - and often these industries are based on primary resources. Our challenge is to find ways to create more wealth and jobs by adding more value to the products we already produce. Many northern communities are actually facing negative growth. Let me give you a simple example - rather than exporting forty dollars worth of lumber, we should be making and selling pieces of furniture worth hundreds of dollars made with that same lumber. . 9 ,. That's the kind of value-added industry we need in northern Ontario. (~-" I understand that Timmins Mayor Jamie Lim will tell you more about one such initiative when she addresses you tomorrow regarding WoopWorks. (pause) But while there was immediate consensus in central and northern Ontario, in eastern and western Ontario it has taken a bit longer to hone in on the nature of those areas' growth challenges. Before we acted, we wanted to make sure that Smart Growth would meet the needs of people in those areas of the province. That's why I am particularly happy that - this past Friday - I, was able to announèe the launch of both eastern and western Smart Growth panels, and I look forward to getting feedback soon from both of those panels in the near future. I've asked the western Panel to provide advice on ways to ensure that we continue to grow and prosper in a global economy in ways that are complementary to the evolving nature of rural communities. In eastern Ontario, I've asked the Panel to look at the economic readiness of communities to create opportunities in the 21st century. c For example, Ottawa is already a centre of excellence for technology. I think it would be valuable to know how we can expand on, and increase the positive impact of this economic cluster. At the same time, much of rural eastern Ontario faces many of the same challenges as other rural and northern parts of this province. I'd like to hear what the Smart Growth Panel thinks we can do to improve connectivity in smaller cities and rural areas, and thereby provide more economic opportunities for communities and families all across eastern Ontario. You know, I would actually like to hear from all the panels regarding what they think we should do to ensure sustainability of our rural roads and bridges. (pause) I see that this year's theme is "municipalities in motion". You know, in addition to getting municipalities in motion - we also need to talk about getting ministries in motion. How do we get all the ministries of the provincial - and the federal - governments moving in the same direction? ( \., 10 I'll be the first to admit that we, in the provincial government, càn make some improvement in this area. You often hear people say that the left hand doesn't know what the right hand is doing. Well, at Queen's Park, some days it seems like we're more like a centipede trying to get 100 feet moving in the same direction! That's the main reason we created the Smart Growth Secretariat. The Secretariat will provide a means for us to coordinate the priorities and actions of provincial ministries and agencies. I also think that the federal government is looking for a constructive and cooperative role in this process. I think we should welcome the feds. Rather than expecting them to be a silent partner with deep pockets, I'd like to think of them as our active partners - with deep pockets. So, here's the challenge: How do we get better coordination, and how do we ensure that our priorities reach the top of the agenda, and that we get action to address these priorities? I, can't promise a magic bullet, or a simple solution. I can, however, offer an initiative that has the potential to bring together priorities, and create opportunities for coordinated action. . This initiative is called Smart Growth, and it's already in motion. First, we determine what we need to do, then we discuss how and who will payfor this shared vision. . This point is key, because I believe it will be much easier to resolve funding issues once we have agreed what we need the money for. (pause) In closing, I would like to - once again - thank you for being involved in your local government. We are all lucky to live in a place like Ontario, where the sky is the limit for ourselves, and our families. Every night on the news, we see the problems that plague people all around the world. At times like that, it's easy to see how much we have to be thankful for in Ontario, and in Canada. 11 But while many of our blessings in Ontario are natural, we also stand on the shoulders of those who went before us. (.. We stand on the shoulders of the many leaders who - in years past - gave of themselves to make their communities better places to work, live, and raise a family. And while it's sometimes easy for others to overlook the contribution made by members of local government, I know, and am constantly reminded, of the importance of municipal leaders. You should be proud of yourselves, and you should be proud of each other. I also want to say how much satisfaction I have gained over the past 18 months as your Minister of Municipal Affairs and Housing. For me - as a former municipal politician - I think that being Minister of Municipal Affairs is about as good as it gets. It's the job I want. I know how important it is that our government have good relations with municipal leaders. As the level of government closest to the people, you often have the best perspective on what's going on across this province... And that gives you valuable insight into what still needs to be done. ( As I said at the beginning of this speech, over the past 18 months, I have really enjoyed working with Ann Mulvale, her board and staff, and all of you. Now, I look forward to working closely with your new president to continue moving the agenda forward. There remains much to do. There remains much to build. As I said at the beginning of my speech, I know that you got involved, and stay involved, in municipal government because you want to improve your community. We didn't get involved just to get our pictures in the paper, to hand out big cheques, or to run for reelection. We wanted to help build Ontario's future. At the risk of sounding naive, I believe that a rare opportunity is now before us. I see an opportunity for cooperation between community, municipal, provincial and federal representatives. We all need to look beyond election timelines ... to look beyond the next photo op or funding announcement... to look at building a solid foundation for generations of prosperity in Ontario. I i, ,,~ 12 As a consensus-based and cooperative model, I think that Smart Growth provides an ideal process for moving our shared agenda forward. We need to look beyond our differences, and focus on our common challenges. Rather than debating who should pay for what, we need to develop a common plan. "Once such a plan is in place, I am confident that funding issues will be much easier to deal with. As you heard the Premier said yesterday, the province is willing to consider other methods of revenue sharing. Thai's why I'm asking you to get involved - if you're not already - with our Smart Growth initiative. AMO is already focused on getting municipalities in motion. And we've begun to get ministries in motion. With Smart Growth, I think we have an opportunity to get the entire province in motion. Thank you very much. I hope you enjoy the rest of the conference. 13 WEDNESDA ~ AUGUST 21, 2002 8:45 a.m. to 10:30 a.m. PLENARY: WALKERTON INQUIRY REPORT 2 AND YOU Pat Vanini, Director of Policy and Government Relations, AMO Nicola Crawhall, Senior Policy Advisor, AMO Doug Hamilton, Counsel, Hicks Morley Hamilton Stewart Storie Craig Rix, Counsel, Hicks Morley Hamilton Stewart Storie \,!,-OTlo MUNICIPALITIES '.$- ~ .bt Walkerton II and You: Implications for Municipalities Pat Vanini and Nicola Crawhall, AMO Presentation to the Association of Municipalities of Ontario's 2002 Annual Conference August 21, 2002 Fairmont Royal York Hotel, Toronto. By now you have heard a lot about the outcome of the Walkerton Inquiry. We hope you've heard from AMO through our communiqués that the final report, the so-called Part II report, was: · It was balanced- calling for detailed changes but not radical restructuring, · It was comprehensive- including 93 recommendations, of which over twenty are directly related to municipal responsibilities, and finally · It was well-thought out~ Justice O'Connor really lays out a strategy, which is both logical and reasonable. You also may have heard from media reports that it will only cost you the price of a case of beer to implement the Inquiry's recommendations. We'll have something to say about that a little later. We all heard from Brian Gover, our luncheon guest on Monday, that Justice O'Connor advocates for municipal councils to be held to a legally enshrined standard of care, much like corporate boards of directors. And you surely heard the Premier reconfirm that the Government intends to implement all 93 recommendations. And as of yesterday, that the Province will soon be consulting on a Safe Drinking Water Act, a major recommendation in the Part II report. What does all of this mean to you, as a person with responsibilities for overseeing the delivery of drinking water in your community? ,~-, Today's session is meant to take what you have heard and fill in the gaps, so that you understand how the various recommendations that Justice O'Connor has presented to the Provincial Government come together as a comprehensive strategy addressing just about every aspect of safe drinking water delivery. 2 So this is how the session will unfold. First we'll begin by crowing a little bit about AMO's influence in the Inquiry and how that influence is reflected in the final recommendations and the work ahead. Then we'll talk a bit about the main themes that flow through the report, to better understand the intent of the recommendations, and what outcomes Commissioner O'Connor hopes to see at the end of the day. And then we'll get into more detail on five of the main elements of the strategy, what they'll mean in practice, and how they may cause changes to the way some municipalities deliver water and how the province regulates us. Let's start with the good news, which we heard from Ann Mulvale in her comments on Monday. It is well worth repeating, and it is this, that Justice O'Connor concludes that municipalities are by and large doing a good job at delivering water, and should continue to do so. He also concludes that the existing institutions can implement the recommendations, so there's no need to create new ones. On the very first page of his report the Justice said, " Readers should not conclude that Ontario's existing system needs radical reform. It does not. We can be proud of the high level of experlise and competence that our leading water providers exhibit. The challenge is to ensure that the best practices are implemented across the province." ( '-,.. I don't need to explain to this audience why this statement is so important to the municipal sector. It validates your work, the level of service that municipalities have been providing over the years to our residents and businesses. It also suggests that the water sector doesn't need to be reorganised, privatized, or otherwise shaken up. Often times after an event as big as the Walkerton tragedy, governments and the public call for radical change. But most often what is needed is much more subtle and targeted change. In fact, radical change may make things worse- by failing to address the problems that lead to the tragedy in the first place. This is what we believe Justice O'Connor is trying to say. He isn't saying- be complacent. Not at all. He clearly wants change. But he wants it to penetrate down to the people who make the decisions on a daily basis, those who are directly responsible, and directly accountable for water delivery -at the operational level, at the managerial level, at the level of oversight, and at the regulatory and statutory level. He doesn't just want to rearrange the furniture. He wants to fine tune the existing system to ensure that it works as well as humanly possible- because, as the Walkerton tragedy and other water contamination tragedies have demonstrated- there is no room for error. ( 3 Let me now take a couple of minutes to highlight the role we played in the Inquiry. I don't just mean AMO, I mean the entire municipal sector. I want to acknowledge the assistance we had from the Ontario Good Roads Association and the Municipal Engineers Association. Many municipalities and other munícipal associations provided comment to the Inquiry, including the Ontario Municipal Water Association and Conservation Ontario. Some municipalities received on-site visits from the Commissioner and Inquiry staff, and others hosted town hall meetings. So the municipal sector had a huge presence in the Inquiry. It was at the 1999 Conference, in Ottawa, that AMO realized early on how important the outcome of the Inquiry might be. We made sure that we were recognized with standing in both parts of the Inquiry. We undertook a paper on the financing of water, we reviewed and made submissions on countless reports and discussion papers and participated in the hearings throughout the Inquiry. It is clear by the number of times that AMO is mentioned in the second report, and by the nature of the final recommendations, that our efforts paid off and that we had significant influence. ( Let me highlight a few areas where that presence was reflected. Justice O'Connor agreed with AMO that Ontario needs a coordinated, integrated approach to managing water resources. The patchwork of agency oversight, standards and policies, and licensing conditions that existed in the year 2000 desperately needed to be rationalized. Hè agreed with what AMO argued forcefully- municipalities are up to the job, and the system doesn't need a major overhaul. Some of the other parties participating in the hearings did not agree and presented a number of concepts that would take delivery of water out of the hands of municipal governments. The Justice agreed that water is unique as a local service, and is a natural monopoly. He picked up on our argument that local municipal ownership of water systems ensures a high degree of public accountability. In fact, as Brian Gover commented on Monday, Justice O'Connor was clear that he sees public accountability as a significant advantage to municipal ownership. As a direct result of municipal testimony at the Inquiry on the challenges posed by downloading and amalgamations, Justice O'Connor acknowledges that municipalities are suffering from "restructuring fatigue". He went on to say that he did not intend his recommendations to initiate a whole new wave of municipal restructuring. That countered those parties who were advocating a move to consolidating the whole industry into a small number of very large systems. And he agreed that the sweeping quarterly testing requirements under the Drinking Water Protection Regulation, Reg. 459, might be overkill for those 4 municipalities who were blessed with few contaminants in their environment. He adopted our proposal to allow for some flexibility in testing based on a risk management approach. We considered this a significant finding and quite frankly a significant win for the sector. r---- í , These are just some of the areas of AMO and municipal influence felt in the Inquiry and the final recommendations. So I have a very high level of satisfaction with our input into, and influence over, the Inquiry. I hope you do too. Justice O'Connor devotes two full chapters to the municipal government's oversight role and the municipal management of drinking water systems. If you and your municipality's senior administrators haven't read them yet, I strongly recommend Chapters 10 and 11. These two chapters sum up what you can expect over the next couple of years to see unfold over the coming months and year. Our work is cut out for us- out of 93 recommendations, over 20 of them require municipal action, and many more will require municipal input. The whole report rests on one overarching goal, that is: "to deliver water with a level of risk that is so negligible that a reasonable and informed person would feel safe drinking if'. This isn't just a motherhood statement. It serves as an operational, and perhaps more importantly, a legal test of the reliability of the ('...... water system. I'll leave that to Doug Hamilton and Craig Rix to explain in more detail later on. As Pat mentioned in her introductory remarks, our overall verdict is that Justice O'Connor and his team did a thorough, thoughtful, comprehensive job. Notwithstanding that, there are a couple of things that I'd like to point out that provide us some pause for concern. First is the cost estimate for implementation. On the day of the report's release, all the media picked up on the Inquiry's estimated cost of implementing the recommendations, which was $7-19 per household per year. Or as one newspaper put it at the time of the report's release- the price of safe drinking water is equal to one case of beer. I am not too sure where the media are buying their beer, but I am sure you would like to know! We thought, with recommendations including moving to full cost recovery, establishing an industry-wide accreditation system, and introducing new comprehensive legislation, this cost must be a gross underestimate. But when you look at the fine print, the report concedes that the $7-19 dollar calculation only includes start up costs of the recommendations, and only some of the recommendations at that and it did not reflect the capital costs for plants and distribution systems - a matter that the Justice felt was not part of his work. ( 5 There have been a number of studies around this - the figures are very high, and I think it is safe to say that it is going to cost significantly more than $7-19 per household. We also felt that the challenges facing small systems, which represent the majority of systems in the province, could have been more fully explored. Justice O'Connor devotes only 14 out of over 500 pages of analysis specifically to small systems, although many much of the other analysis applied to both small and large systems. AMO argued throughout the Inquiry that any recommendations should be tested from the perspective of a smaller systemc how well would it work for them? Finally, the Commissioner left some crucial questions related to the financial sustainability of water systems, particularly smaller systems. He does advocate full cost recovery, and the amalgamation of smaller systems that are financially unsustainable, but he does not go into depth in the analysis of the financial viability of systems under full cost recovery. And he does not venture into solving the problem of the impact of high water rates on low income households. To be fair, his mandate was the safety of drinking water, not its affordability. AMO argued that the two issues- safety on the one hand and affordability on the other, must not be separated. We have said the same thing to the government. So with Bill 155, the Full Cost Recovery Act out there, the Government still has some hard work to do on assessing the impact of full cost recovery on communities, on water rates, and on local economic development, and to sort out how to make those impacts manageable and equitable. That's why we need to see the eight SuperBuild studies that were meant to be released in the spring, particularly the survey of municipal water systems and the anticipated impact of full cost recovery. These will help to inform us of the magnitude of the financial gap that we must bridge. Let's get on with exploring what we see as the core elements of the report, which will give you an idea of what Justice O'Connor is trying to achieve with his recommendations. His recommendations are based on a multi barrier approach to safe drinking water, which means you have to build in redundancy into the system to ensure that if one barrier fails, another one is in place to protect the water. To understand the barriers, you have to follow the water through the process. This starts with protecting the water at source, whether it is groundwater or river or lake water. It continues with the effective treatment of the water, which requires up-to-date technology and competent operations, it then flows through what should be a well -maintained distribution system, all those pipes underground. All the while, the water quality is being monitored, and if adverse results are 6 detected, or a more serious emergency arises, there is a response plan in place to react quickly. These are the nuts and bolts of the system. So how do you ensure that all of the barriers are in place and are working together to ensure safe drinking water is being delivered to meet the goal that Justice O'Connor set out, "to deliver water with a level of risk that is so negligible that a reasonable and informed person would feel safe drinking it"? Justice O'Connor provides us with a detailed road-map. For those of you who heard Brian Gover speak at lunch on Monday, you'll recall that he emphasized the importance of municipal oversight of their water systems. The importance of oversight runs throughout the report, and it is clear that Justice O'Connor wants municipal councillors to pay closer attention to this important role. Doug and Craig will talk about this in more detail in a moment. The second core element of Justice O'Connor's strategy is the standard of service being delivered, in terms of the quality of the water system's management and of its operations. This is captured by what the Commissioner refers to as 'quality management'. O'Connor is underlining that you can have the best hardware in place, but it is the training and professionalism of those managing and operating the system that ultimately makes the system work. He is not suggesting that this is lacking in most municipalities, but he is indicating that c..·.·.·. managerial vigilence and operational competence were lacking in Walkerton in . May of 2000, to devastating effect. The third core element that Justice O'Connor identifies is the importance of financial sustainability-he advocates full cost recovery, and insists that municipalities have to demonstrate the financial viability of their water systems under a full cost recovery system. The fourth core element is source water protection. The Commissioner has some sweeping recommendations on how to integrate the protection of the sources of water that we drink with municipal land use planning. And to bring it all together, he proposes new legislation, a Safe Drinking Water Act, bringing together the patchwork of regulations, standards and policies into one comprehensive legal framework for safe drinking water. To talk about what Justice O'Connor had to say about oversight, I am going to hand it over to Doug Hamilton and Craig Rix of the law firm Hicks Morley. Doug and Craig were our legal team representing us in Part I of the Walkerton Inquiry. They did an outstanding job, not only of representing the municipal interest, but also of anticipating where Justice O'Connor's thinking was headed as he heard testimony throughout the Inquiry. So I would like to personally thank Doug and Craig for all their hard work on the Inquiry. ¡ \ ...---- 7 [Note: At this point, Doug Hamilton and Craig Rix of Hicks Morley, and counsel to AMO during the Walkerton Inquiry spoke on the question of a statutory standard of care. Speaking Notes are not available for this portion of the presentation] , Following on from the "standard of care" that Doug and Craig have talked about, we want to spend some time talking about quality management. Here, the Commissioner goes down the chain of command from political oversight, to the managerial and operational nuts and bolts of water delivery. His recommendations related to quality management, are what he calls, 'perhaps the most significant recommendations in this report'. Remember earlier we said Justice O'Connor's overall conclusion was that municipalities are doing a good job, and that his recommendations are meant to spread best practices across the province. He recommends two steps that municipalities should be required to follow in order to do that. First step - to undertake a comprehensive review of their water systems, and second, to accredit their water agencies or departments. The first step towards quality management for municipalities is to review the management and operating structure of their water systems to ensure it is capable of providing safe drinking water on a reliable basis. Justice O'Connor is clear that the results of the review may be that the current management and operating structure are not quite good enough. He does not have an opinion on whether the delivery structure should be an internal or external one. But he anticipates that, " As part of the review, municipalities, especially smaller ones, will need to consider whether there are opportunities to regionalise or consolidate their water system with neighbouring municipalities. Other options include creating an external water delivery organisation, a municipal share corporation, or to contract out operations. " But he underlines that he does not see a role for the province to prescribe the structure that municipalities should adopt. It is up to you to decide what will work best - local determination/local circumstances. He agreed that a "one-size fits all" approach on this is not the way to go. The second half of quality management, once you've got your delivery structure figured out, is the mandatory accreditation of your water agency or department. For those of you who aren't familiar with management accreditation systems, you may have heard of ISO 9000. It is a system that many private companies have adopted to document their management practices, and then demonstrate to a third party verifier that they meet or exceed the management standard established by the International Standards Organisation or ISO. 8 This won't happen overnight. It would mean establishing a province-wide 3rd party verified accreditation system for the municipal water sector, training 3rd party verifiers, and developing the management standard to be met. Accreditation however would kill two birds with one stone- By documenting what you're doing to get accredited, you can put targets in place that go beyond the regulatory requirements, to promote continuous improvement. Justice O'Connor is of the opinion that an accredited operating agency will do much to satisfy the owner's due diligence responsibilities and standard of care. Municipalities and municipal associations like the OMWA and the MEA will want to work closely with the Province in developing the accreditation system and standard. According to Justice O'Connor's recommendations, accreditation would be mandatory, and would be a precondition for being granted a license to operate your water systems. There is no doubt that it will involve a lot of time, effort and paperwork to get the accreditation system up and running in all municipalities. During the Inquiry, when this accreditation system was proposed, AMO cautioned the Commissioner of the risk that small system managers might be overwhelmed with paperwork, paperwork that could take them away from actually running the system competently. As a result, he specifically acknowledged this concem in his report. He says, "Accreditation should not demand so much organisational depth that it dooms all small water providers to extinction or causes a mass shakeout in the system." We will be vigilant to ensure this does no happen. ,-"-- " ; ¡ , '..'..", It's important to point out that while accreditation will take a lot of effort up front, it may have significant paybacks. Paybacks like strengthening public confidence in water systems; helping municipalities identify weaknesses and ways to improve the management and operations of their water systems. And over the longer term, once the accreditation system is established, we might see changes in the way water systems are regulated. For those of you familiar with the new round of certificates of approval that have just been issued for all water treatment plants, these Cs of A are much more detailed and prescriptive than they used to be. With an accredited water system, there would be a good argument to make the Cs of A more technology focused again, and leave quality of management and operations monitoring to the accreditation system rather than the C of As. During the Inquiry, Justice O'Connor stressed that his mandate was to explore how to ensure the delivery of safe drinking water, not how to pay for it. As we said earlier, we sent the message that the two, safe AND affordable drinking water, could not and must not be separated. In his final report, he does provide some principles on which the financing of water systems should be based. He supports the Government's direction in the ( \ ....--. 9 proposed Bill 155, for municipalities to move towards full cost recovery, and to develop long-term asset management plans. He says clearly that he believes that municipalities should be able to raise enough resources through full cost recovery to pay for their water systems, except in exceptional circumstances, where there might have to be other sources of funding. And he comments on the future of senior government grants, saying, .. It is generally not appropriate for senior governments to subsidize municipalities that have not planned effectively for the cost of water services, or that have under invested in their system". So he is not promoting or expecting a return to a greater reliance on government grants. Significantly, Justice O'Connor recommends that the Provincial Government should not approve water systems that are not economically viable. His intention is not to leave some municipalities high and dry with no water system. Rather to force both the province and the municipality to seriously consider the economic viability of the water system, and if there is clearly a problem, to address it in some way. ( \,. This financial viability of water systems serving a small number of households is already a thorny issue. The cost of complying with Regulation 459 for systems serving small groups of households has increased rates dramatically in some areas. This has had the effect of rewarding those households who break away from these systems and drill their own well to come below the 5-household threshold that kicks in with Reg. 459. We warned the Ministry of the Environment, and we explained to Justice O'Connor, this situation would inevitably lead to a frenzy of well drilling in Ontario. And guess what. That is exactly what is happening. We have Heard, for example, that in a Township on Lake Huron, there has been an explosion of well-drilling since the introduction of Reg. 459. This year alone, in 3 subdivisions that were once each served by one communal well, 40 individual wells have been drilled to avoid the regulation. That is 10 times more holes in the aquifer to avoid a regulatory sewer requirement to ensure safe drinking water. That's not the desired or expected outcome. The problem of the cost of Regulation 459 still must be addressed by the Province. Justice O'Connor was not sympathetic to making the water protection regulation less stringent just to reduce costs. But he did agree, where if there was a scientifically defensible reason for providing some flexibility in testing requirements in parts of Ontario, that less stringent testing could be justified. He therefore endorsed AMO's proposal to allow for some flexibility in applying the costly quarterly testing requirements, based on a risk assessment approach The fourth element of Justice O'Connor's strategy was his emphasis on the first barrier in a multi-barrier approach, that is, source water protection. Some were 10 surprised at the amount of attention Justice O'Connor gave to source water protection. The 17 recommendations devoted to source water protection, if adopted in full, will mean that he has left an indelible mark on land use planning in this province. I'm going to focus on only two of the 17 recommendations, which would have a direct effect on municipal planning decisions. At the inquiry hearing on source water protection which AMO attended, we could see that the Commissioner was struggling with the question of how to integrate watershed protection, done mainly in the south by Conservation Authorities, and land use planning, done by municipalities. Some parties in the Inquiry were pushing for direct integration, that is, watershed plans would supersede local planning decisions. We tried to emphasize how complex the decision making process for land use planning has become, and how any further integration of watershed protection into planning decisions would have to respect the integrity of the local planning process. AMO recommended that the best place to make the importance of source water protection known to municipalities and the OMB would be in the Provincial planning Policy Statement, which is currently under review. Justice O'Connor carefully weighed these two sides of the argument, and came up with recommendations that seem to be a compromise. ( , Firstly, he recommends that Conservation Authorities, where they exist, and the Province in all other areas, should lead the development of watershed-based source water protection plans. These would be similar to current watershed plans, but would focus exclusively on the protection of sources of drinking water, rather than broader habitat protection. These plans would be developed in concert with municipalities, and municipal official plans (O.P.s) would be expected to 'have regard' for the plans. The second part of the recommendations relates to when there is an identified risk to the source of drinking water- in these cases, O.P.s and municipal planning decisions would have to 'be consistent with' the source protection plan. To ensure direct accountability, AMO argued that the Provincial Government would have to have a role in approving the source protection plans. The Commissioner evidently agreed, and included this as part of the recommendation. Clearly, these recommendations have huge implications for municipalities, and would give watershed planning much greater weight than it has had previously. We are already working with Conservation Authorities and the Ontario Municipal Water Association to begin the process of defining how these recommendations would be operationalized. ( '- 11 And finally, to bring many of his recommendations together in a cohesive framework, the Commissioner recommends that the Provincial Government introduce a new Safe Drinking Water Act. This would be the first piece of legislation of its kind in Ontario. As Premier Eves announced on Monday afternoon in his address to the AMO conference, the Government will begin consultations on a draft Safe Drinking Water Act shortly. We have not yet seen the Act. All we have been told is that it is loosely based on a private member's bill proposed by NDP MPP Marilyn Churley. However, if we assume that the Government is committed to the Walkerton Inquiry recommendations, we can expect that it will differ quite substantially from the Churley bill. While the NDP bill would enshrine an individual's right to safe drinking water in legislation, Justice O'Connor proposes a different type of right. He recommended that as a statutory test, the legislation should recognize that people in Ontario are entitled to expect their water to be safe. That returns to the test we talked about earlier, meaning a level of risk that is so minimal that any reasonable person would feel safe drinking it. ( Based on the Commissioner's recommendations, the law would require that municipalities obtain a license to operate their water systems. To get one, you would need a certificate of approval, a permit to take water, a water system operational plan, an approved financial plan, and an accredited water operator. It would also set out deadlines for getting your water system accredited, as we explained earlier. As Doug and Craig explained, the law would include a statutory standard of care for municipal councils with oversight responsibility for public water systems. It would also bring together existing regulations and water standards, and regulations for water testing labs, MOE inspections, abatement and enforcement activities, all under one piece of legislation. -Recommendations for source water protection would not come under the Drinking Water legislation. This would come under the existing Environmental Protection Act. So it is expected to be a very comprehensive piece of legislation, one that all of us must take very seriously. AMO will work closely with the Government and other key associations, to make sure that this legislation works for ratepayers and municipalities. Once it is in place, I advise you to go through it with a fine- toothed comb with your legal counsel to understand the full implications of the statutory standard of care and other requirements that will hold municipal councils to a higher standard. 12 As you are already well aware, the world of water delivery is changing dramatically, and as those responsible for the delivery of water, it is essential that we understand what is required of us now, and what changes we will have to undertake overtime. What we've outlined to you today are the highlights of the report as we see them from a municipal perspective. There are many other recommendations that are relevant to municipalities, related to operator training, and treatment and testing protocols, that we didn't get into today, but that all your water managers should take a look. The Walkerton II report isn't light reading, but it is surprisingly readable. I encourage you all to read chapters 10 and 11, which deal directly with municipal responsibilities in the delivery and oversight of water delivery. And you should be familiar with what the Commissioner say on source water protection in chapter 4. And a final note. Be kind to your public works and water managers. They have their work cut out for them- a Safe Drinking Water Act, the full cost recovery Bill, Nutrient Management regulations affecting sewage disposal. They have been working flat out to keep pace with the changes since 2000, and there are no signs that that pace is slowing down. As always, AMO will continue to work closely with our members, With municipal associations like OGRA, Municipal Engineers Association, the Ontario Municipal Water Association, and Conservation Ontario, and of course with the Government on the implementation of the Walkerton inquiry recommendations. ( ,.. Thank you for your attention. ( '---- COUNTY OF ELGIN By-Law No. 03-02 "BEING A BY-LAW TO ESTABLISH THE ANNUAL REMUNERATION TO BE PAID TO THE WARDEN OF THE COUNTY OF ELGIN" WHEREAS Section 8 of the Municipal Act, S.O. 2001, c.25, authorizes a municipality to have the capacity, rights, powers and privileges of a natural person for the purpose of exercising its authority; and I // WHEREAS Section 9(1a) of the ~Aunicipal Act, S.O. 2001, c.25,authorizes broad authority on municipalities to enable th"em to govern their affairs as they consider appropriate; and WHEREAS By-Law No. 01-28 did establish the remuneration to be paid to the Warden of the County of Elp¡~:"and ! WHEREAS it is 9/ med advisable to increase the annual remuneration to be paid to the Warden of the Co!l"y of Elgin. /, NOW THEj7"~FORE the Municipal Council of the Corporation of the County of Elgin enacts as follow':. 1. . Thav.le annual remuneration for the Warden of the County of Elgin for attending meetings/A the Council, meetings of the various committees and local boards, and performing all other duties applicable to the Office, shall be $37,242.00 per annum. , , ?.'"~ That the above remuneration shall be adjusted automatically beginning in 2004 based y /c._--_ '..~.--'·on the following formula: '" ~ The Warden's remuneration shall be based on the provincial rate of inflation as determined in September of each year and adjusted automatically on an annual basis, and shall be reviewed no less than once in every three years. 3. That in addition to the annual remuneration established in Clause 1, the Warden shall be paid the same rate for each kilometre necessarily travelled in attending County functions, in addition to Council and committee meetings, as established for the use of personal vehicles for County business. A monthly account for kilometres travelled for other than Council meetings shall be submitted to the Administrator/Clerk, on a form to be provided. 4. That attendance at conventions shall be reimbursed as outlined in the by-law estabiishin9 rates for such attendance. 5. That the Warden shall be provided with a cellular telephone upon which calls can be made on behalf of the County of Elgin and a Bank of Montreal MasterCard. 6. That By-Law No. 01-28 be and the same is hereby repealed. 7. That this By-Law become effective as of January 1, 2003" READ a first and second time this 28th day of January 2003. READ a third time and finally passed this 28th day of January 2003. Mark G. McDonald, Chief Administrative Officer. John R. Wilson, a:2 Warden. COUNTY OF ELGIN By-Law No. 03-03 "BEING A BY-LAW TO ESTABLISH THE ANNUAL REMUNERATION TO BE PAID TO MEMBERS OF THE ELGIN COUNTY COUNCIL FOR ATTENDANCE AT MEETINGS OF THE ELGIN COUNTY COUNCIL AND COMMITTEES THEREOF" WHEREAS Section 8 of the Municipal Act, S.O. 2001, c.25, authorizes a municipality to have the capacity, rights, powers and privileges of a natural person for the purpose of exercising its authority; and WHEREAS Section 9(1 a) of the Municipal Act, S.O" 2001, c.25, authorizeS broad authority on municipalities to enable them to govern their affairs as they consider appropriate; and WHEREAS By-Law No. 01"29 did establish remuneration to be paid to Members of Elgin County Council for attendance at meetings of the Council and Committees/Boards; and WHEREAS it is deemed advisable to increase the annual remuneration to be paid to Councillors of the County of Elgin. NOW THEREFORE the Municipal Council of the Corporation of the County of Elgin enacts as follows: 1. That each Member of the Elgin County Council, with the exception of the Warden, shall be paid $15,326.00 per annum, to be paid monthly, with said remuneration to include meeting and incidental claims (telephone, paper, etc,.) for all responsibilities includin9 work associated with outside boards, meetings with ratepayers, etc. 2. That the above remuneration shall be adjusted automatically beginnin9 in 2004 based on the following formula: ~~,-< The Councillors' remuneration shall be based on the provincial rate of infiation as determined in September of each year and adjusted automatically on an annual basis, and shall be reviewed no less than once in every three years. 3. That each Member of Council may claim mileage for all functions attended on behalf of the County, unless reimbursed elsewhere, paid at the current rate adjusted from time to time as determined by Council, and expense claims for said mileage be submitted on a standard form once a month for processing. 4. That In addition to the above, where a Member of Council is requested by the Warden to represent him/her as Deputy Warden at a meeting/function, that he/she be paid the rate established for the use of personal vehi.êles for County business for each kilo metre necessarily travelled in attendin9 such meeting/function. 5. That attendance at conventions shall be reimbursed as outlined in the by-law establishing rates for such attendance. 6. That By-Law No. 01-29 be and the same is hereby repealed" 7. That this By-Law become effective as of January 1,2003. READ a first and second time this 28th day of January 2003 READ a third time and finally passed this 28th day of January 2003 8~ John R. Wilson, Warden. Mark G. McDonald, Chief Administrative Officer