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
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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
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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
~
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HospitalOperator
. TilIsOllburg District Memorial Hospital
Private Operator
. WOOdstockAmbulancclimited
. Options:
· Contract with Existing Operators
· Request For Proposal
· Direct Delivery
-
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II Ambulance Service Delivery Options
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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)prtU!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 ~~SSON
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. HábO¡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$, 0ntario
N5R 5V1
ClàytonWatters
Manà{¡'er, Efìgínesring ,SelVibes
RE: CAPITAL PR(iJECTS, C@MMUNICATloN PROTC(iL
..,........ ... ..........,.,........ ,-..,.....,",.,....... ....-........-..........'....--.....---..---..........................,..................................................................
CeunciI discussed your CG e cIate,d 0tto!:>er 29, 2@02 <it their regQlar
meeting held 011 éecem¡)èr Councì[ wishes to advise that we wìll take
into ,,!ccount any prop.0sedconsb",uótion by the County inte consi en in
scHedulin!!l 0ur c<\pitáf projects affecting county rQad$ 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
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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
$1,415,000
Current and Future Need
As you can see, a very significant amount of money has been expended to date.
Having said this, we also have almost one half (approx. 7800 of 15000 square
feet) of the building unfinished. While the municipalities continue their efforts to
recruit physicians and related medical support services, there will be significant
costs to complete the development of the vacant space.
64
J an] 3, 2003 9 : 27 AM
TOWN OF AYLMER
No. 277 0 P. 2/2
-2-
Any funds received from the County could be used to either reduce the capital
costs for purohase and construction and the ongoing assooiated carrying oosts
or, the funds could be used to complete interior spaoes for additional uses.
I trust this answers your question. If you have any further questions please
contact me.
Yours truly,
cc: Mr. R. Millard, Malahide Township
Mr. D. Leitch, Central Elgin
East Elgin Medical Facility, Board of Management
65
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CORRESPONDENCE - January 28. 2003
Items for Consideration
1. Federation of Canadian Municipalities, with the 2003-2004 Annual Membership Fee
Renewal Invoice. (ATTACHED)
2. Beverley A. Wright, President, St. Thomas & District Labour Council, with a resolution
concerning the development of an active auto strategy for Canada. (ATTACHED)
3. Ross Snetsinger, Chair, Rail Ways to the Future Committee, requesting support of
the Town of Fort Erie's resolution respecting preservation of the Canada Southern
Railway. (ATTACHED)
4. Phyllis Ketchabaw, Clerk, Town of Aylmer, concerning costs associated with urban
County roads and requesting a review of County policies as they relate to urban
roads. (ATTACHED)
66
Federation of Canadian Municipalities
Fédération canadienne des municipalités
24 rue Clarence Street Ottawa, Ontario KIN 5P3
Tel. (613) 241-5221 . Fax (613) 241-7440
-
.M!\! 1~ 2003
Mr. Mark G/. McDonald
Chief Administrative Officer
County of Elgin
450 Sun$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
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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
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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-
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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
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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
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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
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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
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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).
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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
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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.
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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.
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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 ,-
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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
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lletilage œllaclieh
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.. ....... .
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
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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
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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
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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
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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
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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
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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. .
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ImpOrtant Notices
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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
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Identity
Diversity and
Multiculturalism
International
Sport
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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
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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
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03/1212002
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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
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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
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D
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\...1llmraJ. caplUl1S or canaaa
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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
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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
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03/12/2002
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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
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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
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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
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$
$
$
. 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)
$
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03/1212002
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\...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.)
$
$
$
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03/1212002
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· 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
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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
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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
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Dianne Cunningham
Minister
c: The Honourable Chris Stockwell
Minister of the Environment
Mr. Steve Peters, MPP
Elgin-Middlesex- London
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MUNICIPAUTIES '-$' q.,
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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.
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,
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
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MUNICIPALITIES '-$' It-
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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
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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
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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
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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
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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
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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.
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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
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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
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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
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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
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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
,
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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
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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
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'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
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·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
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·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
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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
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·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
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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
"
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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
"
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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
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·16
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Wrap-Up
Thank You
M""",,"""_re""*f~_ ® Ontario
33
·17
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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
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PREVENTION _
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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
¡.¡¡
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~A
. Needs
. Circumstances
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.
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
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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
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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.
ftMJ"~o.;,'!f!M90:ZOO1
....-
&!M-a.JøfOrltløiø
Relevance
Emergency Response Continuum
Aðdftioll3lResotlfc.ltSRequõn.
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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
,
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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
,{"" "
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CONGRATUJ.!T~S
/
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~~.~.~.~.~~.~~~.~.~
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.
/
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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...\_
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Residential Fires with Loss
1996 to 2000
Fatal
Accidental Structure Fires
1997-2001
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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
~, '
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L{, "
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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-
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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
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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
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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 _
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5
The End
Thank You
Robert Walton, P Eng
August 19, 2002
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·
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
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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
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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...·.
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How did we get into this
business?
· 19305/405· Municipal housing initiatives address the
"health~ of communities, e.g. Regent Park
I
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· 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
;
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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
/~.
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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)
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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
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· 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
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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
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Willingness to do Sweat Equity
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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.
/---
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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.
(
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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
/
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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.
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WHAT'S NEW IN HOUSING DELIVERY?
DAVID PETERS
DIRECTOR
/
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MARKET HOUSING BRANCH
MINISTRY OF MUNICIPAL AFFAIRS
AND HOUSING
.~
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CANADA/ONTARIO
AFFORDABLE HOUSING
PROG~ M
AMO
August 19~ 2002
r-.
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OVERVIEW
· Background
· Objectives
· Homeownership
· Remote
· Community Rental Housing
· Program Design
· Program Requirements
· Private Sector Builder Requirements
· Charitable or Non-Profit Organization Requirements
· Next Steps
.-'-
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· 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
!
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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
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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
.
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.
.
REMOTE
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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
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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
,~
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PROGRAM DESIGN
/-~-...
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· 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
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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
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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
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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 _
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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
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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
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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
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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
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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
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Crime
Its Victims and Your
Community
Presented by Cst Cb91Yf Carter
hlpt19.2tI02
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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
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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
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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
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AUjIIõl19,2002 11
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The Additional Dangers
DV is #2 killer of Police Officers
Officers universally agree DVs are among the
most dangerous calls to handle
Au9JSl19,2D02
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Durham Region Experiences
Reactive vs. Proactive
Like any health issue, costs are far greater in
Reactive
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Durham Region Experience
Proud to be the UDomestic Queen"
Treat victims with respect they deserve
uGems tum into Anchors"
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Durham Region Experience
Compassionate police work builds brtdges in
the community
35x Rule
Au¡;uot19.2CC2
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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
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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
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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
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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
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Abused w(}men to' encòunter police orisite,'
one óf whQm has her own story of abuse,
~Y GAY ,l\BBATE
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; 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
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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 ;
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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 ,-': '::, .
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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.
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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,
(
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i·
I
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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.
(
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,
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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
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. 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
(
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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
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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"
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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,
(
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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.
(
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· 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
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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.
(
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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.
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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.
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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.
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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.
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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
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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
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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
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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.
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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.
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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 (-
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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.
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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.
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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
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our cities, towns and communities,
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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.
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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
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MOVING BEYOND MINIMUM HEALTH
AND ENVIRONMENTAL STANDARDS
DAVID OSTLER
TOWN SOLICITOR
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TOWN OF CALEDON
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ASSOCIATION OF MUNICIPALITIES OF ONTARIO
ANNUAL CONFERENCE 2002
MuNICIPALITIES IN MOTION
MOVING BEYOND MINIMUM STANDARDS:
HOW THE "PRECAUTIONARY PRINCIPLE" IS BEING
APPLIED lOCAllY ,
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NON-ESSENTIAL USE OF PESTICIDES
David Ostler
Town Solicitor
Town of Caledon
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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.
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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.
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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.
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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. (
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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).
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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
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· 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
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MUNICIPAL ACT EXCERPTS
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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
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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.
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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;
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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'8CI'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 ØCpE!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:
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P~pa 1 cf4
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@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 aggÌCõIÖCm.
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
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@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)
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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 pastCldIIII 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'Cn _ 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$!iCde It> CDnIII>I Dr dos!roy ine8cIs which c::crwtiIuIt
" aanger or an inccnvenienœ fer hUman DeInes.
7 IvTt person en:IIcr enmy must ~ ,I....". Ie the NaDOnaI Fire Code re Ine SlCl1Ige cf pesticiaea.
e This BI'-I.aW bÌ1"oCIi the T o..n. IÞ o!!ìœrs eno emplOyee=¡ as _II as 1inf pen;cn canying cut WDrics en iIs Þenalf t
atttSI'eQuest.
!: IvTt insœacr may visit and IIXBI'nJne 1111 mcV'8!lbIe III'1d ill1lTlOY8l1!:1le procerty. as also Ine Interior or eXlericr of an
hcuse. tJuildlng or edifice whamoever. Ie ascer-oIln the :his By-Law is e:œ--Jt!!t: the cwners or"""" '"""1Is of sue
prooeny. bullClngB and eálfiœs ",.ust acmit such insDeaor.
~c: For !Me g~ d m1icIe S er tne Agria.IIUJraI Atlt.1SBS I>d (R.S.O.. C18p. A-:2) en ír.~ deslgnBleCl by th
Town may use B p88!idoe. ~Ing mete 2 of the By-Law. if tnere IS no other efficient ¥ÆY of ~in
neXlous glans determined a:¡ :::h tJy tr= Provlnoel Government and !he presenœ of which is harmful Ie a re<
:me ::::ntinuaus: "gncu~1 QXOiail3lian.
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Page:'; of 4
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B)'-La.... No :;;
Concerning Pesticid,
r ...4:Io--J-ft:ttDts....-..~.-"f:f:ø~ í"
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,
.ð................""hy~..t !lNfWf"I ~1
2. That artiCle" or By-Law No 270 be n'pI-- by the faIIowinS:
11. Anyone c:cntraVening a pravisian d 1hÏ$ 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 peso.~
2. '/or. r=elt infrBcticn:
a minmum at SIX HUNDRED DOUMS (SOO $) and a maximum cf1WO THOUSAND DOLLARS (2 aoo :
if !tie clfender is . ~I per.san or II /l'lÓrnum of FOUR THOUSAND DOI.U\RS (4 COO$) 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
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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
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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
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,:".. ~;:'II':' 0. ~ "'2.~~
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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 '
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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.
.
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CANADA(BLOOMS"
'M"""o.'ono... 'O..n'~'''O.
Horticulture
Review@
Member: ..
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CaløåicurN_rr
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Canada's premier
horticultural trade publication
The voice of Landscape Ontario
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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
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- - ~ - 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
·
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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
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AUDUB()N(~~
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helping people help the environment
Copyright 2000 Audubon International
All ñgbts reserved.
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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
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.PROVlNCIAL STRATEGY
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Introduction I Formal Strateoies I Factsheets I The Eco-Tool
Box
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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.
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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.
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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)
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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
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Endorsing Associations
(March 1996)
· American Society of Golf Course
Architects
· Arizona Golf Association
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· Audubon International
Center for Resource Management
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· 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
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· 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." "
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The RCGA's environmental strategy is....
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.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
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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
Aϻs for more details on the planning process).
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Green Ontario: Golf Courses
Page 4 of7
2. Course Design and Management
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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
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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 /
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In Canada, the RCGA is funding research through the G!JeIPhT!Jr:f9rassJ/l.sjitl.lte into:
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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$-ystemºfGallad,a .,
There are currently 15 Canadian golf courses that have become fully certified sanctuaries for wildlife,
while another 217 courses are actively participating in the program. The list of courses is not yet available
on the website.
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Here's several courses listed on theUnited$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:
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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.
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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.
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The Canadian website for The Audubon Cooperative
Sanctuary System of Canada is under development.
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07/0R/2002
Green Ontario: Golf Courses
Page 7 of7
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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
~' :
...
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MOVING BEYOND MINIMUM
HEALTH AND ENVIRONMENTAL
STANDARDS
BRIAN HATTON
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DIRECTOR ENVIRONMENTAL
HEALTH AND LIFESTYLE
REOURCES
REGION OF WATERLOO
PUBLIC HEALTH
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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.
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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.
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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 (
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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.
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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
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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.
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MOVING BEYOND MINIMUM
HEALTH AND ENVIRONMENTAL
STANDARDS
VICLIM
MANAGER, INDUSTRIAL WASTE
AND STORM WATER QUALITY
CITY OF TORONTO
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A5soeiatI.oa'ofMliiltcipiiUtles:of
Ontario AnnllitJCwfereøce
Toronto-AagustZO,2002
Vie Lim, M.A.Sc..P.EIlIi:.
Manq:er,lndustrlal Waate &
W.~QuaUty
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& 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
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,:'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¡
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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
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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
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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
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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 $8
. 'iY!
/"
{
'"
if, There ¡:are only 11 heavy metals in the
Guidelines
'"' There are no guidelines for toxic organics
o TheGllldelines have not been reviewed for
more than 25 years
'"' Concerns expressed by the farming
community and the public tttat the
Guidelines should be reviewed and
updated
'. To continuously Improve our biosolids
quarJty
~"
4
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~,
b1.Mo..e^$~~~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
"._"
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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
{
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'" 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
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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
'-' "
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www.city.toronto.on.ca/
involvedlwpc/nbylaw.htm
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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
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HICKS REPORT ON HUMAN
RESOURCES
/
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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
(
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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
(
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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'"
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· The LRA vs. the FPPA
· The Hamilton and Leamington
decisions
II,l¡brb
Workplace Safety & Insurance -
Issues
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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
(
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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'lh~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
(
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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.:",,¡
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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
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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
/'.--
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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
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CHILDREN - HELPING OUR
FUTURE
CHRISTINE BLACK
THE ONTARIO RURAL COUNCIL
---
(
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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
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"Children - Helping Our Future"
The Rural Context
2
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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
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CHILDREN - HELPING OUR FUTURE
OLIVIA CHOW
COUNCILLOR, CITY OF TORONTO
(
TOWN OF CALEDON
(
'.--...~
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What kind of children's
programs would be most
welcome in your
municipality?
(
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-~-.._.-
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"'-'
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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,
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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.
,
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( 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
{
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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.
;' ..
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New Premier,
new Minister,
new beginning
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CHILDREN - HELPING OUR FUTURE
ANN MULVALE
MAYOR, TOWN OF OAKVILLE
TOWN OF CALEDON
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,'-..-.-
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.
"
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· 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
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CHILDREN - HELPING OUR FUTURE
PETER OSTOJIC
MAYOR, CITY OF ST. THOMAS
(
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TOWN OF CALEDON
c_
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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.
"
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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-
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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
,
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'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
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ExtIaJtWeDirectDt'
Afunic:i:JøtFln8nœOl'licln'AøoeiaIicn
lASillC>01SIft'f_1!y
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· 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~
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-
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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
~~~
-~.
-
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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..
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IIIIIIII
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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.
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Scale economies
. Active management
. Widest possible range of investments
Adherence to all applicable legislation
Knowledge of the municipal sector
#~s..
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IIIIIIII
.~"
(
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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
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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~
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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
~~
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CHUMS Financing Corp.
..
-
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.~
-
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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/~
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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)
~~
..
-
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ONE Funds Investment Program
Legality
Safety
Liquidity
Income
. In that order!
~~~
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-
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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..
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Local Authority Services Ltd.
CHUMS Financing Corp.
Two Choices -
. ONE - Money Market Fund
. ONE - Bond Fund
µs..
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-
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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.
.~
-
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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
~,:¡~
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-
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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
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$14D,aooJXI
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$HO,IXIIIJIG
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$181,200
~
$139,_
~.- ,- -~.' -. - --
Assets (as at August 2. 2002):
Money Market Fund
Bond Fund
TOTAL
$289 million
$144 mllDon
$ 433 mffnon
~ , ~ ~ ~ , ~ ~ ~ ~
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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
.~.
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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
,~
-
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-
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µ~
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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
(
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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
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ROADS 2003
TONY ROLDAN
SENIOR POLICY OFFICER
(. TRANSPORTATION PLANNING BRANCH
MINISTRY OF TRANSPORTATION
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R!~d as O. RÒ(j.;YYi Ie J
¡en N'r: G 8 2002
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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;
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"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. (.
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(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
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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
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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
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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
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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
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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,
,.
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(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.
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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.
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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.
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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.
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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
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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
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COMMENCEMENT
Commencement
18. This Regulation comes into force on November 1, 2002.
Dated on .......... .. ..?~..., 2002
L'vliniS1er of Transporrarion
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Maintenance Standards
for Municipa~ I_hw~y~
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Presentation to the
"Roads in 2003" Session
AMO 2002 ANNUAL CONFERENCE
August 20, 2002
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Contents
!''''·'';·:!'':·':·i~I!1.{,:·~'f'>';;';:,~;,jr~f,'::4,!lrntif¥~~'·~1J.':i::#~~~,ÿjR;:r.~t1fi~~~~
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af> Background
~ Organization
~~ Process
~g Highway Classification System
~:g Maintenance Standards
k~ Key Features
G:SJOther Issues
~}:g Sample Standards
af~ Next Steps
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Background
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-'-,.,.;',." ..;·~,.'~~'(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
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8
Background
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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.
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Background
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·"t't;,'¡"I'¡¡hl~M;f)Ú~'i.,...to/:_ , 1!!':~<S:~ . ,
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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
. .
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Background
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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
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Background
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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
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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
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Project Organization
'...., m~~w~~~'~~
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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
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Process
'~"'''''''I:'
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Research
t¡.o
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~ Development of Highway Classification System
Development of Minimum Maintenance
Standards/Distributed to all municipalities and
stakeholders
~~;
1997
September 16,
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1
E'5J Draft
1998
January 20,
-
I::::;] Draft 2
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17,2000
April
-
[?5] Draft 3
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Highway Classification System
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: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
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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
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Maintenance Standards
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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
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Maintenance Standards
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~ 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
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Maintenance Standards
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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;¡
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light
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reasonable
e.
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use other defences
~~llf can't meet standard,
of circumstances
Key Features
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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... "
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Key Features
,'i ,~~p:'r(!I:~,'~::i;~'_:;,::~:,·);-:";~·(·,-,~~;:~~_;":::~;X·~·~~:"·":"~;:l;~:;~~._
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~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
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ssues
I
Other
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Higher Standards
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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
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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
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Routine Patrolling
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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
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~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
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:~:'j:;:-~N'~::;:J¡1~:~þ~~JI,~V'~?~ihfi:f'r~~!i,l~r.a1~~1~~~{¡~~~iiii1t~'..,:~:~5~'1'
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~~~ 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.
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28
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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
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Drop Off
Shoulder
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""....,'y,j...,~+.:... ," ,...."'..*"....,.~";;¡w,!Ii!;,.,'<">~..:i!,..,, ','\;\·~~ml·"y~r""!"i;V,"".."¥~,,
""":"_'.::~':::.'~"i..f,\; . _ ,".,. ':"'J"~ .,', '.' ,-, .I>!.. ,.', ".~,.1, t;.B., , ,U~..',' ".........,q.,t. ·)¡,'\.i!,{î~IóI,~:''',.:t.
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~: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
-
"
(
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,
.
SOCIAL SERVICES DELIVERY -
THE REAL COSTS
DAVID COURT
CHIEF ADMINISTRATIVE OFFICER
ALGOMA DISTRICT SOCIAL
SERVICES ADMINISTRATION
BOARD
(
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\....._,.
"
(
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"
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
(
/'"
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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.
(
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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.
/-
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,
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
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--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.
/
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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.
/
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(--
'.
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.
(
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(
{
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.
~.
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14
SOCIAL SERVICES DELIVER-
THE REAL COSTS
MIKE SCHUSTER
(
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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
(
"-
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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
/
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'---
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
(
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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
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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
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'-~.
4
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,
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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:lzlctySyo.lom
""acDonaIdCortmltlN"lpO/nI«IlOsWyWroc1lclI1!j__¡'
tloetricIlylya!lII1.
MIIcDonaIdeomm;_OOIIIUIWd~.lØIacIflIOI\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
.-.,.-------
,
,
,
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,
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,
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I Re~:~,ffi I
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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)
(
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-~=
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
--
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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
--
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-",-
"
DEB References
. OEB web sfte
www.oeb.gov.on.ca
OEB Customer Call Centre
1-877-632-2727
--
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~""',200¡1
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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
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'-,
/
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'--,
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
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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
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.
.
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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
"
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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"
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11.<".\
".,"_ ~t~1 CITY CP BRAMPT1
..-, '--,
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,
,
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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
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~ 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 -
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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
...
·
...
·
/--'\
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BRACING FOR BUILDING
REFORM
RON KOLBE
(
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DIRECTOR BUILDING /
PLANNING DEVELOPMENT
TOWNSHIP OF ORO-MEDONTE
/
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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.
~-,
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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.
$500.00
6
-\,
Smaller and Northern
Municipalities I AMO Presentation
/.-------.\
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Training costs toGTA...
(Note: OBO~ has some ideas and will vvork with
MMAH on course delivery fee$)
~.
,
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
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Smaller and Northern
Municipalities / AMO Presentation
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9
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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
~~,
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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
~
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Smaller and Northern
Municipalities / AMO Presentation
.....-..
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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--.....,
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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.
,--
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(
BRACING FOR BUILDING
REFORM
JIM MURPHY
DIRECTOR OF GOVERNMENT
RELATIONS
GREATER TORONTO HOME
BUILDERS ASSOCIATION
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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"
(
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-
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)
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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
(
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_ 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
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7
NEW SERVICE DELIVERY
MODELS
ANDY HOGGARTH
VICE- PRESIDENT
(
PETERBOROUGH UTILITIES
SERVICES
, ~,
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AMO 2002 ANNUAL CONFERENCE
New Service Delivery Models
Andy Hoggarth
Viœ-Presidcnt Co;pornte & Financial: Serviœs
Sccreta¡y·TreasureJ
~Ierborough UtiliLies Group of Companies
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IntI;oduction
'Other Considerations
· Governance
· Service levels
· Cost al1ocations
· Contracts
·Our Success
;--;....~~ç"
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Introduction
'Catalyst for change
. Restructuring in Peterborough
-Goals
- Solution
- Our approach
'Shared Services
- Culture shift
- How it works
?~
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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
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Water
&
Riveniew Park
and Zoo
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-
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~"!:.·~$·
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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
(
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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
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ill Utilities- .Reswucturing ÜI
! "'ouoo l'eterborough
CORPORATION
ORGANIZATION
CHART
JANUARJ' 1,2001
.", '
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· Establish companies under the Business
Corporations Act
· Transfer Bylaw - specified assets,
liabilities, employees, inteHectual property,
licenses and pennits to the various
companies
· Re-capitalization
",.-
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Utilities ~l~e.structuring in
Peterborough
,
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~ Utilities;- Restructuring in
_ . Peterborough
...9O.tO
...". .."-
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· 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
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The New
Peterborough
Utilities
ASAT JANUARY 1, 2002
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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
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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
.........
,.~
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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
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Shared ServicesApproach
Considerations
· Governance
· Service levels
· Cost Allocation
· Contracts
"'".~Jot.:..,
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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
<:
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~
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-
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
(
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6
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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~
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".. .' ....
. ~-~
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"
..~
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-
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,,
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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
~ -::::".-------=-
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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.
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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
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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
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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
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MUNICIPALITIES '.$- ~
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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.
,-"--
"
;
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,
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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