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24 - November 9, 2021 County Council Agenda Packageuu ��uuuFlyogressive by Nature TABLE OF CONTENTS Orders — November 9, 2021................................................................... 2 Elgin County Council Minutes — October 26, 2021...................................... 3 ReportsIndex.................................................................................... 10 Report — Warden's Activity Report (October) ............................................. 11 Report — Tree Commissioner/Weed Inspector Quarterly Report July — September2021...................................................................................... 16 Report — Procurement Activity Report (July 1, 2021 to September 30, 2021..... 20 Report — 2021 3rd Quarter Performance................................................... 24 Report — Approval for Official Plan Amendment No. 11, Part of Lot 5, South side of Smith, Part of Lot 5, North Side of Erie, Geographic Village of Port Stanley, now Municipality of Central Elgin ................................................ 27 Report — Contract Award - Administration Building - Accessibility Elevator Addition and Basement Public Accessibility Washroom and Elevator Decommissioning Project..................................................................... 44 Report — Completed Services for Older Adults Study .................................. 48 Report — Increase in Billing Rate — County Prosecutor ................................. 92 Report — COVID-19 Emergency Team Planning — October Update ................. 95 Correspondence — Items for Consideration Index ...................................... 116 Letterfrom CUPE................................................................................ 117 Letter from the Municipality of Dutton Dunwich.......................................... 134 Letter from the Joint Accessibility Advisory Committee ............................... 136 Correspondence — Items for Information Index .......................................... 137 Announcement from MPP Yurek............................................................ 138 County of Elgin Homes Newsletter, November 2021................................... 140 Housing and Homelessness Forum Invitation ................................................... 142 Closed Session Agenda....................................................................... 143 ORDERS OF THE DAY FOR TUESDAY, November 9, 2021, 9:00 AM 1St Meeting Called to Order 2°d Adoption of Minutes — October 26, 2021 3rd Disclosure of Pecuniary Interest and the General Nature Thereof 4th Presenting Petitions, Presentations and Delegations DELEGATIONS: 9:00 a.m. — Enhancing Programs and Services for Older Adults in Elgin County — Candace Miller, Fanshawe Corporate Training Services 5th Motion to Move Into "Committee of the Whole Council" 6th Reports of Council, Outside Boards and Staff 7th Council Correspondence 1. Items for Consideration 2. Items for Information (Consent Agenda) 8th Other Business 1. Statements/Inquiries by Members 2. Notice of Motion 3. Matters of Urgency 9th Closed Meeting Items 10th Recess 11th Motion to Rise and Report 12th Motion to Adopt Recommendations from the Committee of the Whole 13th Consideration of By -Laws 14th Adjournment VIRTUAL MEETING: IN -PERSON PARTICIPATION RESTRICTED NOTE FOR MEMBERS OF THE PUBLIC: Please click the link below to watch the Council Meeting: //ww ,c,oir Ig.�InQ,.4�nf:VlElrr�ii::i.( Accessible formats available upon request. 2 of A�rriro,�l�l/((lliil��j�l( Elgiri Pmgme. Pwe Pay N tw e ELGIN COUNTY COUNCIL LTA ll►Loa I*? October 26, 2021 Page 1 October 26, 2021 Elgin County Council met this 26th day of October 2021. The meeting was held in a hybrid in- person/electronic format with Councillors and staff participating as indicated below. Council Present: Warden Tom Marks (Council Chambers) Deputy Warden Dave Mennill (Council Chambers) Councillor Duncan McPhail (Council Chambers) Councillor Bob Purcell (Council Chambers) Councillor Sally Martyn (Council Chambers) Councillor Grant Jones (Council Chambers) Councillor Mary French (electronic) Councillor Dominique Giguere (Council Chambers) Councillor Ed Ketchabaw (Council Chambers) Staff Present: Julie Gonyou, Chief Administrative Officer (Council Chambers) Brian Lima, General Manager of Engineering, Planning & Enterprise/Deputy Chief Administrative Officer (Council Chambers) Brian Masschaele, Director of Community & Cultural Services (Council Chambers) Michele Harris, Director of Homes and Seniors Services (Council Chambers) Nancy Pasato, Manager of Planning (Council Chambers) Stephen Gibson, County Solicitor (Council Chambers) Jeff Brock, Director of Information Technology Services (electronic) Amy Thomson, Director of Human Resources (electronic) Jeff VanRybroeck, Fire Trainer/CEMC (electronic) Katherine Thompson, Manager of Administrative Services (Council Chambers) Jenna Fentie, Legislative Services Coordinator (Council Chambers) Carolyn Krahn, Legislative Services Coordinator (Council Chambers) CALL TO ORDER The meeting convened at 9:00 a.m. with Warden Marks in the chair. ADOPTION OF MINUTES Moved by: Councillor Martyn Seconded by: Deputy Warden Mennill RESOLVED THAT the minutes of the meeting held on October 12, 2021 be adopted. Motion Carried. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF None. 4. PRESENTING PETITIONS, PRESENTATIONS AND DELEGATIONS 4.1 Kim Earls, South Central Ontario Region (SCOR) Economic Development Corporation Partner Update Kim Earls, Executive Director, SCOR Economic Development Corporation, provided a presentation reviewing many of the organization's achievements throughout 2021. Page 2 October 26, 2021 Moved by: Councillor Ketchabaw Seconded by: Councillor Purcell RESOLVED THAT the presentation from the Executive Director of South Central Ontario Region (SCOR) Economic Development Corporation Partner Update be received and filed. Motion Carried. 5. COMMITTEE OF THE WHOLE Moved by: Councillor McPhail Seconded by: Councillor Giguere RESOLVED THAT we do now move into Committee of the Whole Council. Motion Carried. ADDITIONAL REPORT Moved by: Councillor Jones Seconded by: Councillor Martyn RESOLVED THAT an additional report be considered by County Council from the General Manager of Engineering, Planning, & Enterprise/Deputy CAO regarding the Talbot Line Slope Rehabilitation Tender Award. Motion Carried. 6. REPORTS OF COUNCIL, OUTSIDE BOARDS AND STAFF 6.1 Revisions to Elgin County Museum By-law and Advisory Committee Representation — Director of Community and Cultural Services The Director of Community and Cultural Services presented the report recommending a membership change on the Elgin County Museum Advisory Committee and other minor changes to the Elgin County Museum's operating by- law. Moved by: Councillor Martyn Seconded by: Councillor Jones RESOLVED THAT the By -Law "To Provide for the Operation of the Elgin County Museum" be hereby amended according to the terms outlined in the report titled "Revisions to Elgin County Museum By -Law and Advisory Committee Representation" from the Director of Community and Cultural Services dated October 15, 2021. Motion Carried. 6.2 Homes — Attending Physician Agreement — Elgin Manor — Director of Homes and Seniors Services The Director of Homes and Seniors Services presented the report recommending approval of an Attending Physician Agreement with Dr. Brendan Boyd securing the provision of medical services to Elgin Manor. Moved by: Councillor Purcell Seconded by: Deputy Warden Mennill RESOLVED THAT the report titled "Homes — Attending Physician Agreements — Elgin Manor" dated October 19, 2021 be received and filed; and Page 3 October 26, 2021 THAT Council approve an Attending Physician Agreement with Dr. Brendan Boyd for an initial Term of eleven (11) months and twenty-five (25) days, commencing on November 1, 2021 and ending on October 25, 2022 and securing the provision of medical services to Elgin Manor; and THAT Council authorize execution of the said Attending Physician Agreement by the Warden and Chief Administrative Officer on behalf of the Corporation of the County of Elgin; and THAT Council accept the requested end date of October 31, 2021 for the Dr. Ken Morrison attending physician agreement for Elgin Manor. Motion Carried. 6.3 Homes — Specialized Physician Agreement — Neurotoxin (i.e. Botox, Dysport, Xeomin) for Spasticity Management — Bobier Villa, Elgin Manor, Terrace Lodge — Director of Homes and Seniors Services The Director of Homes and Seniors Services presented the report recommending that Council approve and authorize the execution of the two (2) year agreement with Dr. Adam Kassam for the provision of specialized medical services (spasticity management) to Bobier Villa, Elgin Manor and Terrace Lodge. Moved by: Councillor Jones Seconded by: Councillor Giguere RESOLVED THAT the report titled "Homes — Specialized Physician Agreement — Neurotoxin (i.e. Botox, Dysport, Xeomin) for Spasticity Management — Bobier Villa, Elgin Manor, and Terrace Lodge" dated October 19, 2021 be received and filed; and THAT Council approve, and authorize execution by specified representatives, the two (2) year agreement from November 10, 2021 to November 9, 2023 with Dr. Adam Kassam for the provision of specialized medical services (spasticity management) to Bobier Villa, Elgin Manor, and Terrace Lodge. Motion Carried. 6.4 Approval for Official Plan Amendment No. 8, Additional Residential Units, Municipality of Central Elgin File No. CE-OPA 8-21 — Manager of Planning The Manager of Planning presented the report recommending that Council approve Official Plan Amendment No. 8 to the Municipality of Central Elgin Official Plan, File No. CE OPA 8-21. Moved by: Councillor Martyn Seconded by: Councillor McPhail RESOLVED THAT Elgin County Council approve Official Plan Amendment No. 8 to the Municipality of Central Elgin Official Plan, File No. CE OPA 8-21; and THAT staff be directed to provide notice of this decision in accordance with the Planning Act. Motion Carried. 6.5 Elain/Graham Scott Enns LLP — Short Term Rental — Storaae Room 343-A — General Manager of Engineering, Planning & Enterprise/Deputy CAO and County Solicitor The County Solicitor presented the report informing Council of the request by Graham Scott Enns LLP to reinstate and continue a short-term rental arrangement for Room 343-A in the County Administration Building for the period of August 1, 2021 to December 31, 2022 for the sole purpose of storage, and to facilitate Page 4 October 26, 2021 continued social distancing amongst its employees through limiting in -office storage within the primary rented space. Moved by: Councillor Jones Seconded by: Deputy Warden Mennill RESOLVED THAT for the period of August 1, 2021 to December 31, 2022, and at a lump sum rent of $1,353.00 (exclusive of taxes), County Council approve the short-term rental of Room 343-A in the County Administration Building, 450 Sunset Drive, St. Thomas, Ontario to Graham Scott Enns LLP for the sole purpose of temporary storage space; and THAT County Council approve incorporation of the terms and conditions of such short-term rental arrangement into a Memorandum of Understanding prepared by the County Solicitor; and THAT County Council authorize the Warden and Chief Administrative Officer to execute such Memorandum of Understanding prepared by the County Solicitor. Motion Carried. 6.6 Ride Elgin Program Cancellation — General Manager of Engineering, Planning, and Enterprise/Deputy CAO The General Manager of Engineering, Planning, and Enterprise/Deputy CAO presented the report informing Council that the Ride Elgin Bike Share program will not be renewed in the Village of Port Stanley. Moved by: Councillor McPhail Seconded by: Councillor Ketchabaw RESOLVED THAT it be noted that the Ride Elgin Bike Share Program will not be renewed in the Village of Port Stanley as per Central Elgin's Council direction at their meeting dated October 12, 2021; and THAT the report titled "Ride Elgin Program Cancellation" from the General Manager of Engineering, Planning, and Enterprise/Deputy CAO and the Tourism Officer dated October 19, 2021 be received for information. Motion Carried. 6.7 Additional Report — Talbot Line Slope Rehabilitation — Tender Award — General Manager of Engineering, Planning, & Enterprise/Deputy CAO The General Manager of Engineering, Planning, & Enterprise/Deputy CAO presented the report recommending that Birnam Excavating Ltd. be selected for the Talbot Line Slope Rehabilitation Project. Moved by: Councillor McPhail Seconded by: Councillor Purcell RESOLVED THAT Birnam Excavating Ltd. be selected for the Talbot Line Slope Rehabilitation Project, Contract No. 2021-T39 at a total price of $573,860.05 exclusive of H.S.T.; and THAT the Warden and Chief Administrative Officer be directed and authorized to sign the contract. Motion Carried. Page 5 October 26, 2021 Cd�1�1► [�31 �d�] d d �y 1�7 ► U] � ► [� � 7.1 Items for Consideration 7.1.1 Ed Roloson, Manager of Capital Projects — Water/Wastewater Operations, Municipality of Bayham requesting letters of support for their Disaster Mitigation and Adaptation Fund (DMAF) application for the restoration of portions of the Port Burwell storm drain network. Moved by: Councillor Jones Seconded by: Councillor Purcell RESOLVED THAT the Warden be directed to provide a letter of support for the Municipality of Bayham's Disaster Mitigation and Adaptation Fund (DMAF) application for the restoration of portions of the Port Burwell storm drain network. Motion Carried. 7.2 Items for Information (Consent Agenda) 7.2.1 Dianne Wilson, Deputy Clerk, Municipality of Central Elgin with a resolution regarding the Ride Elgin Bikeshare Program — Dropbike. 7.2.2 Scott R. Butler, Executive Director, Good Roads Board of Directors with a call for nominations to join the 2022-2023 Good Roads Board of Directors 7.2.3 Larry Martin, Chair, Board of Health and Cynthia St. John, Chief Executive Officer, Southwestern Public Health with a request for an additional levy payment of $1,002,182. 7.2.4 SWIFT Monthly Project Update — September 2021. Moved by: Councillor Martyn Seconded by: Councillor French RESOLVED THAT Correspondence Items #7.2.1 — 7.2.4 be received and filed. Motion Carried. OTHER BUSINESS 8.1 Statements/Inquiries by Members 8.1.1 Councillor Jones informed County Council that he recently toured the Broccolini Development site in Talbotville with the Warden, Chief Administrative Officer, Township of Southwold Chief Administrative Officer, MPP Jeff Yurek, and MP Karen Vecchio. Councillor Jones thanked the County for their assistance to the Township of Southwold with the sale of the property. 8.2 Notice of Motion None. 8.3 Matters of Urgency 8.3.1 County Council consented to Councillor Purcell's request to seek a delegation with the Minister of Long -Term Care at the Rural Ontario Municipal Association (ROMA) Conference in January 2022. Page 6 October 26, 2021 9. CLOSED MEETING ITEMS Moved by: Councillor Jones Seconded by: Councillor Giguere RESOLVED THAT we do now proceed into closed meeting session in accordance with the Municipal Act to discuss the following matters under Municipal Act Section 239 (2): In -Camera Item #1 (b) personal matters about an identifiable individual, including municipal or local board employees, (d) labour relations or employee negotiations — Organizational Update. - Motion Carried. 10. MOTION TO RISE AND REPORT Moved by: Councillor Ketchabaw Seconded by: Councillor McPhail RESOLVED THAT we do now rise and report. - Motion Carried. In -Camera Item #1 — Oraanizational Update Moved by: Councillor Jones Seconded by: Councillor Purcell RESOLVED THAT the Chief Administrative Officer proceed as directed. - Motion Carried. 11. MOTION TO ADOPT RECOMMENDATIONS FROM THE COMMITTEE OF THE WHOLE Moved by: Councillor Martyn Seconded by: Councillor French RESOLVED THAT we do now adopt recommendations of the Committee Of The Whole. - Motion Carried. 12. CONSIDERATION OF BY-LAWS 13.1 By -Law 21-38 — Operation of the Elgin County Museum BEING a By-law to Provide for the Operation of the Elgin County Museum and to Repeal By-law 16-03. Moved by: Deputy Warden Mennill Seconded by: Councillor Giguere RESOLVED THAT By -Law No. 21-38 be now read a first, second and third time and finally passed. - Motion Carried. 13.2 By -Law 21-39 — Confirmina all Actions and Proceedinas BEING a By-law to Confirm Proceedings of the Municipal Council of the Corporation of the County of Elgin at the October 26, 2021 Meeting. Moved by: Councillor Jones Seconded by: Councillor Martyn a Page 7 October 26, 2021 RESOLVED THAT By -Law No. 21-39 be now read a first, second and third time and finally passed. Motion Carried. 13. ADJOURNMENT Moved by: Councillor Purcell Seconded by: Deputy Warden Mennill RESOLVED THAT we do now adjourn at 10:32 a.m. to meet again on November 9, 2021 at 9:00 a.m. Motion Carried. Julie Gonyou, Tom Marks, Chief Administrative Officer. Warden. REPORTS OF COUNCIL AND STAFF November 9, 2021 Council Reports — ATTACHED Warden Marks — Warden's Activity Report (October) and COVID-19 Update Staff Reports —ATTACHED Tree Commissioner/Weed Inspector — Tree Commissioner/Weed Inspector Quarterly Report July — September 2021 Purchasing Coordinator — Procurement Activity Report (July 1, 2021 to September 30, 2021) Director of Financial Services — 2021 3rd Quarter Performance Manager of Planning — Approval for Official Plan Amendment No. 11, Part of Lot 5, South side of Smith, Part of Lot 5, North Side of Erie, Geographic Village of Port Stanley, now Municipality of Central Elgin General Manager of EPE/Deputy CAO — Contract Award - Administration Building - Accessibility Elevator Addition and Basement Public Accessibility Washroom and Elevator Decommissioning Project Legislative Services Coordinator — Completed Services for Older Adults Study Chief Administrative Officer— Increase in Billing Rate— County Prosecutor Chief Administrative Officer — COVID-19 Emergency Team Planning — October Update Ilf Prugressi ebyNab'ure RECOMMENDATION: REPORT TO COUNTY COUNCIL FROM: Tom Marks, Warden DATE: November 3, 2021 SUBJECT: Warden's Activity Report (October) and COVID-19 Update THAT the November 3, 2021, report titled, Warden's Activity Report (October) and COVID-19 Update submitted by the Warden, be received and filed for information. INTRODUCTION: This report provides a high-level summary of the County's response to the pandemic as well as a list of events and meetings I attended and organized on behalf of County Council. DISCUSSION: The ��u ull u�1l.ii il.a.....�.' IL...V...,1La...a.:��:.LU:aL�..�.....a...�.��..4::«'..it.f..!La......:11.«..�'��� utilizing QR Code technology became available to download on October 15. The enhanced vaccine certificate is an easier and more convenient way to verify proof of vaccination. Businesses and other organizations can now download the Verify Ontario App which is used to scan these proof of vaccination QR codes. On October 22, the province released its plans for managing COVID-19 in the long- term. This involved the gradual lifting of restrictions over the course of the next six (6) months subject to key public health indicators including the identification of any new COVID-19 variants, risks to the health care system, impacts on in -person learning, vaccination coverage rates, and local and regional responses. The key elements outlined in their approach include the following: • Removal of capacity limits and distancing requirements where proof of vaccination is required, effective immediately. Permitting certain other settings to remove capacity limits if they require proof of vaccination, also effective immediately. is 2 oval of capacity limits in high -risk settings where proof of vaccination is v,.ju�red, effective November 15. • Ongoing monitoring of COVI D-19 related trends through the winter of 2022. • Potential to lift capacity limits in settings where proof of vaccination is not required, and potential to lift vaccine certificate requirements, effective beginning January 17. • Potential to lift all remaining health restrictions and revoke public health Emergency Orders, effective March 28. The full details can be found her& A lk) " ,,Ife 1 9 f o 1, ll IL..!L. e,....IL....�..�11-11l.;��i........IL....��..L..I ll:il At the time of this report (November 3) Ontario reported 378 new cases of COVID-19. This brings the seven (7) day average to 379. In the Southwestern Public Health region, 15 new cases of COVID-19 were recorded and there are 85 total active cases. Vaccinations Southwestern Public Health is making updates to its COVID-19 vaccine clinics to prepare for the time when children ages five (5) to eleven (11) become eligible to receive the vaccine. No timelines have been released as to when this will occur; however, Prime Minister Justin Trudeau announced on October 21 that the federal government has procured enough vaccine from Pfizer-BioNTech for children once they become eligible. Appointments will once again be required at all public health mass immunization clinics. 0 book,visit �r�����r���r a,°� a °;�ug.11°;�gi�a,a,uir u : II \4 (",,i{i or call 226-289-3560 (9:00 am — 5:00 pm, Monday to Sunday) or 1-800-922-0096 ext. 9 (8:30am to 4:30pm, Monday to Friday). Elgin County Update Presentations Over the course of October, I was able to attend a Council meeting at each of Elgin's seven (7) Local Municipal Partners. I provided an update about County activities over the past year and discussed local priorities with each Council. I am delighted to have had this opportunity to connect with Councillors across the County. Collaboration and coordination with Local Municipal Partners is critical to delivering services that are efficient and seamless for our residents. County Operations: The Elgin County Administration Building is now open to the public and Administration staff have returned to in -office work. Visitors are required to enter through the centre front door, provide their contact information, undergo a COVID-19 screening, and wear a face covering. Residents are also able to receive service by email or telephone between the hours of 8:30 a.m. and 4:30 p.m. All staff and visitors to the Administration im 3 screened for COVID-19 upon entry. The Museum and Archives are open to r in -person visits. All ten Elgin County Library branches are providing Curbside Plus services, as well as use of computers and photocopying / printing services. Libraries are providing enhanced in -branch services including materials browsing and an increase in branch capacity. POA is open to the public. Payments can also be made virtually or by phone. A Vaccination Verification Policy is in place for administration staff, Councillors, Committee Members, volunteers and contractors doing business in County facilities. An Immunization Policy is also in place for Long -Term Care Homes Staff. Events/Meetings Attended by Warden: • Southwestern Public Health Municipal Partner Calls (October 7, 21) • Elgin County Council (October 12, 26) • Tour of Broccolini Development in Southwold (October 18) • Elgin County Update to Township of Bayham Council (October 7) • Elgin County Update to Municipality of Central Elgin (October 12) • Elgin County Update to Municipality of Dutton Dunwich (October 13) • Elgin County Update to Town of Aylmer (October 20) • Elgin County Update to Township of Malahide (October 21) • Elgin County Update to Township of Southwold (October 25) • Elgin County Update to Municipality of West Elgin (October 28) • Official Plan Review — Draft Elgin Natural Heritage Systems Study Community Feedback Meeting (October 26) • Elevator Opening at Straffordville Library (October 28) • Provincial Announcement Re: MRI Machine at STEGH (October 28) • Screamfield Halloween Haunt in Malahide (October 27) • Port Stanley Lioness Charter Night (October 30) FINANCIAL IMPLICATIONS: The financial impact of COVID-19 and the County's response efforts are reported to Council on a regular basis. There are no other financial implications to report at this time. 13 2 ALIGNMENT WITH STRATEGIC PRIORITIES: Serving Elgin ® Ensuring alignment of current programs and services with community need. ® Exploring different ways of addressing community need. ® Engaging with our community and other stakeholders. Growing Elgin ® Planning for and facilitating commercial, industrial, residential, and agricultural growth ® Fostering a healthy environment. ® Enhancing quality of place. Investing in Elgin ® Ensuring we have the necessary tools, resources, and infrastructure to deliver programs and services now and in the future. ® Delivering mandated programs and services efficiently and effectively. Additional Comments: Elgin County Council's response efforts and the continuity of essential projects and services align with Elgin County Council's Strategic Plan 2020- 2022. LOCAL MUNICIPAL PARTNER IMPACT: Elgin County continues to work with and find ways to collaborate with Elgin's municipal partners. COMMUNICATION REQUIREMENTS: A brief synopsis will be included in the Council Highlights document that is posted to the website and distributed to local Councils. CONCLUSION: After so many months living in a pandemic it is exciting to see a plan in place to lift restrictions across the province. It is important to remember that as restrictions are lifted, key health precautions will remain in place until at least the end of March and the lifting of these restrictions is subject to key health indicators. I urge everyone to be patient and continue to wear a face covering, wash your hands frequently and follow all 14 M public health recommendations. Although the case count continues to decrease, COVID-19 is still present in this community and across the Province. All of which is Respectfully Submitted Warden Tom Marks Prugressive by Nature RECOMMENDATION: REPORT TO COUNTY COUNCIL FROM: Jeff Lawrence, Tree Commissioner/Weed Inspector DATE: October 25, 2021 SUBJECT: Tree Commissioner/Weed Inspector Quarterly Report July — September 2021 THAT the report titled "Tree Commissioner/Weed Inspector Quarterly Report July — September 2021" from the Tree Commissioner/Weed Inspector, dated October 25, 2021 be received and filed for information. INTRODUCTION: The following is a summary of activity related to the Elgin Woodlands Conservation By - Law for the period of July 1, 2021 to September 30, 2021 and weed inspection activity for the same period. DISCUSSION: Logging Activity/Applications to Harvest: A total of 8 (15) applications to harvest were submitted from July 1, 2021 to September 30, 2021. Applications were filed by municipality as follows: West Elgin-0(5), Dutton/Dunwich-2(2), Southwold-1(2), Central Elgin-0(3), Malahide-3(2), and Bayham- 2(1). The total volume for harvest was approximately 0.132 million board feet(0.440). The total forested area involved in these harvests was approximately 185 acres(380). The numbers in brackets are corresponding third quarter numbers from 2020. Applications for Woodland Clearings: One (1) application to clear approximately 0.19 hectares (--0.47acres) of woodlands in Central Elgin was approved in the third quarter, conditional upon conformity with Elgin County's "No Net Loss" policy. 2 Weed Complaints and Orders: Four (4) weed complaints were received in the third quarter of 2021. One (1) of these complaints was for weeds not governed by the Ontario Weed Control Act. Each of the remaining weed complaints were addressed by the landowner and included the destruction of noxious weeds that had over -taken a 6.3-acre parcel in Central Elgin and a nearly 40-acre parcel in Southwold. No Weed Destruction Orders were issued in the third quarter of 2021. Industry News: Lymantria dispar dispar (LDD) Moth As you will recall, the LDD moth (formerly known as the European Gypsy Moth) created significant concern for a large number of landowners this past spring and summer. Municipal and Conservation Authority offices received numerous calls of concern about defoliated trees and the general "dirtiness" of these invasive insects. The Tree Commissioner/Weed Inspector Quarterly Report for January — March 2021, provided information with respect to the life cycle of these invasive moths and included the following link to information on the LDD moth, as found on the Ontario Ministry of Northern Development, Mines, Natural Resources and Forestry Products website. This website identifies control options depending on the life cycle stage of the LDD moth, and includes a recommendation to remove and discard/destroy egg masses between the months of August and April. As leaves fall from trees over the autumn months, egg masses left by the LDD moth will become more apparent and will provide opportunity for landowners to more readily identify and destroy these egg masses. Landowners should look for egg masses on trees affected this past spring/summer. Nearby trees, hard surfaces, buildings and leaf litter should be inspected for egg masses as well. Each destroyed egg mass will destroy between 100-1000 eggs and may assist with reducing peak numbers the following year. 17 LDD moth egg mass on building LDD moth egg masses on birch tree The following links provide video descriptions of recommended steps to remove and destroy LDD moth egg masses. Y 44 FINANCIAL IMPLICATIONS: None. ALIGNMENT WITH STRATEGIC PRIORITIES: Serving Elgin ❑ Ensuring alignment of current programs and services with community need. ❑ Exploring different ways of addressing community need. ❑ Engaging with our community and other stakeholders. Growing Elgin ❑ Planning for and facilitating commercial, industrial, residential, and agricultural growth. ® Fostering a healthy environment. ® Enhancing quality of place. Investing in Elgin ® Ensuring we have the necessary tools, resources, and infrastructure to deliver programs and services now and in the future. ® Delivering mandated programs and services efficiently and effectively. 3 18 LOCAL MUNICIPAL PARTNER IMPACT: None. COMMUNICATION REQUIREMENTS: None. CONCLUSION: The above report details the activities of the Tree Commissioner/Weed Inspector for the period of July — September 2021. All of which is Respectfully Submitted Approved for Submission Julie Gonyou Jeff Lawrence Chief Administrative Officer Tree Commissioner/Weed Inspector 2 I !! Elgin, Prugressive by Nature RECOMMENDATION: 1 REPORT TO COUNTY COUNCIL FROM: Mike Hoogstra, Purchasing Coordinator DATE: October 29, 2021 SUBJECT: Procurement Activity Report (July 1, 2021 to September 30, 2021) THAT the October 29, 2021 report titled, Procurement Activity Report (July 1, 2021 to September 30, 2021), submitted by the Purchasing Coordinator, be received and filed for information. INTRODUCTION: The County's Procurement Policy requires that an information report containing the details relevant to the exercise of delegated authority for all contracts awarded that exceed $15,000, including amendments and renewals, be prepared and reported to Council on a quarterly basis. This report covers the period from July 1, 2021 to September 30, 2021. DISCUSSION: The Council of the Corporation of the County of Elgin delegated authority to the Directors to award contracts as follows: Value Report Status Greater than $15,000 but less than $250,000 No report to Council required if within approved budget W 2 Council also approved that an information report would be brought forward containing details of the award of contracts including amendments and renewals. The detailed report of the award of contracts is attached as Appendix A. FINANCIAL IMPLICATIONS: Prior to contract and purchase order approval, confirmation is made to ensure that the appropriate funds are available in the approved budget. ALIGNMENT WITH STRATEGIC PRIORITIES: Serving Elgin ❑ Ensuring alignment of current programs and services with community need. ❑ Exploring different ways of addressing community need. ❑ Engaging with our community and other stakeholders. Growing Elgin ❑ Planning for and facilitating commercial, industrial, residential, and agricultural growth. ❑ Fostering a healthy environment. ❑ Enhancing quality of place. LOCAL MUNICIPAL PARTNER IMPACT: None COMMUNICATION REQUIREMENTS: None Investing in Elgin ® Ensuring we have the necessary tools, resources, and infrastructure to deliver programs and services now and in the future. ® Delivering mandated programs and services efficiently and effectively. Q 3 CONCLUSION: This report is submitted to summarize the County's procurement activity for the third quarter of 2021 in accordance with the reporting requirements as set out in section 12.2 of the Procurement Policy. All of which is Respectfully Submitted Mike Hoogstra Purchasing Coordinator Jim Bundschuh Director of Financial Services Approved for Submission Julie Gonyou Chief Administrative Officer W APPENDIX A Procurement Activity — July 1, 2021 to September 30, 2021 Department Budget Project Supplier / Amount Allocation/ Contractor (HST excluded) PO# Engineering Capital Electric Vehicle Charging Stations Arntjen Solar $55,890 (County Portion) North America Engineering Capital Security Camera Replacement Telecable & $56,443 PO#748 Project — Terrace Lodge Security Engineering Capital Supply and Install PXO Type 'C" AV Utility & $45,312 PO#757 Pedestrian Crossing on Imperial Electrical Service Road (CR73) in Port Bruce Engineering Capital Consulting Services for Philmore CIMA Canada $69,472 PO#772 Bridge Deck Replacement Engineering Capital Sidewalk Repairs at Elgin Manor DPA Contracting $21,651 Engineering Capital Topographic Surveys (Village of AGM $49,500 Richmond & St. George Street) Engineering Operating East Street - Emergency Repairs Gary D. Robinson $28,270 to drainage due to heavy rainfall Contracting events in August Information Capital Cisco Network Hardware EIIisDon Energy $78,553 Technology PO#756 (Switches, etc.) & Digital Services Information Operating Geocortex Enterprise Software VertiGIS North $15,000 Technology Subscription (July 2021 — July America Ltd. 2022 23 INN!! ���1V�IIIIII�IIIIluouuu�i^°� Prugressive by Nature RECOMMENDATION: 1 REPORT TO COUNTY COUNCIL FROM: Jim Bundschuh, Director of Financial Services DATE: November 9, 2021 SUBJECT: 2021 3rd Quarter Performance THAT the November 9, 2021, report titled, 2021 3rd Quarter Performance, submitted by the Director of Financial Services, be received and filed for information. INTRODUCTION: The budget comparison for the County shows favourable 3rd Quarter performance of $385,000 bringing year-to-date (YTD) performance to $787,000. The County's strong financial position continues to be the result of prudent management of the COVID crisis by Council combined with significant financial support from the province. DISCUSSION: Homes for Senior Services has favourable performance over $200,000 provided by improved Case Mix Index (CMI) ratings across all three homes. Staffing performance in Library, Administrative Services and HR as a result of positions temporarily being left vacant is providing over $140,000 of favourable performance. The Administration Building has favourable performance of over $30,000, with utilities and purchased services being contributing factors. Pipeline write-offs in the 4t" Quarter are likely to negate a significant portion of the $787,000 of year-to-date performance. 24 2 FINANCIAL IMPLICATIONS: September 2021 °ear -to -Cate Jual 2021- Sep/2021 0) Co,rporate A,cUvffies (261491„572) (25.5) 8,463,009) )119) Y) Warden And Cc ncmlll ! 265,153 15,778, 92,597 4,258, 2) Adm Mu st,r,aU a Servuces/Ag,IPSB 575,389 58,731, 1541873, 201672 3) Financmall Servlices 515pN5 3,145 Y61,,743 1,250 4) Human Resources 4521498 21,334 141„433 12,827 5) dmlinlisttrattlive Sulilldling ! 528,121, 42,,321 46197GO 31„,964 6)ca-mporatte'Services, 568,13,60 )C) 49,1590 C 7) E,ngliuneerling 5ervlilces 5,112,252 5,4G4 5 191,334 )2,,308) 8) Homes, For 5enuars Services 1,5171002 225,685 1,3555,1598 2061701, 9) Museum & ArchNes ! 395,iu28 34,255 1,1,3,937 )4,1,81,) 10) Ubra ry Seruuuces 2,183,675 191,,185 941„936 112,237 tY)IllnforiTattlilcnTechnclllcg ! 307,8:94 578, 434,225 BEY 12) Ipravuncua� Offenses Q83,,457) Q5,535) Q24,943) 1,824) J 3) Ambullaince & Emergency 5ervlilces 2,782,199 2,635) 1"olmpin 2,742 14) Economic CeveVop-went &Toudsm J 477,658 196,947 225,771 1,115 Grand Total (10,194,297) 786,950 1,84813 385,375 ALIGNMENT WITH STRATEGIC PRIORITIES: Serving Elgin ❑ Ensuring alignment of current programs and services with community need. ® Exploring different ways of addressing community need. ❑ Engaging with our community and other stakeholders. Growing Elgin ❑ Planning for and facilitating commercial, industrial, residential, and agricultural growth. ❑ Fostering a healthy environment. ❑ Enhancing quality of place. Investing in Elgin ® Ensuring we have the necessary tools, resources, and infrastructure to deliver programs and services now and in the future. ❑ Delivering mandated programs and services efficiently and effectively. LOCAL MUNICIPAL PARTNER IMPACT: None. COMMUNICATION REQUIREMENTS: None. CONCLUSION: The performance through the third quarter will provide Council with the financial flexibility to deal with any risks and opportunities that may arise in the fourth quarter. All of which is Respectfully Submitted Jim Bundschuh Director of Financial Services Approved for Submission Julie Gonyou Chief Administrative Officer 3 41 INN!! Prugressive by Nature RECOMMENDATION: 1 REPORT TO COUNTY COUNCIL FROM: Nancy Pasato, Manager of Planning Brian Lima, General Manager of Engineering, Planning, & Enterprise (EPE) / Deputy CAO DATE: October 28, 2021 SUBJECT: Approval for Official Plan Amendment No. 11, Plan 117, Part of Lot 5, South side of Smith, Part of Lot 5, North Side of Erie, Geographic Village of Port Stanley, now Municipality of Central Elgin Address: 173 William Street, Port Stanley File No.: CE OPA 11-21 Owner: Mescorp Holdings THAT Council approves Official Plan Amendment No.11 to the Municipality of Central Elgin Official Plan, File No. CE OPA 11-21; and, THAT staff be directed to provide notice of this decision in accordance with the Planning Act. INTRODUCTION: This report will provide County Council with information required in order to consider granting approval to the above noted Official Plan Amendment. The Municipality of Central Elgin Official Plan submitted Official Plan Amendment No.11 to the County of Elgin on October 21, 2021 for approval. In accordance with Section 17 of the Planning Act, the "Approval Authority" is required to make a decision in which it may approve, modify or refuse to approve an official plan amendment. If the "Approval Authority" fails to make a decision within 120 days after the amendment is received, any person or public body may appeal to the Local Planning Appeal Tribunal. 27 2 DISCUSSION: The applicant is proposing to re -designate the subject lands from the existing "Commercial" designation in the Municipality of Central Elgin Official Plan to recognize and allow for residential development. Specifically, the applicant is requesting to change the land use designation to "Residential" to ultimately permit the conversion of an existing dwelling into a duplex. The subject lands are designated commercial in the Municipality of Central Elgin Official Plan; however, they have historically been used for residential use. The uses on the east side of William Street are predominantly residential in nature, whereas the west side of William Street is commercial in nature. A concurrent zoning by-law was also approved by the Municipality to permit the proposed duplex use, with site -specific standards to recognize the existing location of the buildings and structures on the property, including a deficient lot depth. Provincial Policv Statement. 2020 (PPS) Section 1 of the PPS promotes the efficient use of land and development patterns that support sustainability and provide strong, livable, healthy and resilient communities. Specifically, Policy 1.1.1 details criteria related to efficient development and land use patterns which sustain the financial well-being of the province and municipalities over the long term, such as, the inclusion of an appropriate market -based range and mix of residential types. Further, there is direction to avoid development and land use patterns which may cause environmental or public health and safety concerns. Policy 1.1.3.2 specifies that settlement areas shall be the focus of growth and development. The subject site is located in the Village of Port Stanley settlement area. The proposed development will utilize existing infrastructure and services and will provide for a mix of land uses and overall, an efficient use of land (Policy 1.1.3.4). Countv Official Plan As per Section 131 of the County's Official Plan, the proposed development is located within the Village of Port Stanley, which is an existing settlement area (Tier 1). The policies of the County Official Plan generally promote residential intensification in appropriate areas (planned or existing infrastructure available). The "Residential Areas" subsection also provides objectives related to maintaining and enhancing the character and identity of existing residential areas and requiring a high standard of urban design for development and redevelopment. The easterly side of William Street is generally residential in nature and the proposed amendments are intended to convert the existing dwelling that is on the property into a duplex using materials and colours that complement its location on the lakeshore. 28 3 The proposed development is located within the Kettle Creek Conservation Authority's (KCCA's) regulated area. Through the consultation process, and confirmation after application submission, it was determined that the KCCA would not have any concerns given the elevation of the property. A copy of the Central Elgin adopted OPA No. 11 are attached to this report. FINANCIAL IMPLICATIONS: No financial implications for the County as a result of this application are expected. ALIGNMENT WITH STRATEGIC PRIORITIES: Serving Elgin ❑ Ensuring alignment of current programs and services with community need. ❑ Exploring different ways of addressing community need. ❑ Engaging with our community and other stakeholders. Growing Elgin ® Planning for and facilitating commercial, industrial, residential, and agricultural growth. ❑ Fostering a healthy environment. ® Enhancing quality of place. LOCAL MUNICIPAL PARTNER IMPACT: Investing in Elgin ❑ Ensuring we have the necessary tools, resources, and infrastructure to deliver programs and services now and in the future. ❑ Delivering mandated programs and services efficiently and effectively. Official Plan Amendment No.11 will affect the Municipality of Central Elgin. COMMUNICATION REQUIREMENTS: The notice of adoption will be sent as per the requirements of the Planning Act. W1 2 CONCLUSION: The Council of the Municipality of Central Elgin supports this Amendment and adopted it by By-law No. 2644 on October 12, 2021. The County's Manager of Planning has reviewed File No. CE OPA 11-21, and therefore is of the opinion that this Official Plan Amendment is consistent with the Provincial Policy Statement 2020, and conforms to the County of Elgin Official Plan. All of which is Respectfully Submitted Brian Lima, General Manager of Engineering, Planning, & Enterprise (EPE) / Deputy CAO Nancy Pasato Manager of Planning Approved for Submission Julie Gonyou Chief Administrative Officer Kip • MUNICIPALITY OF CENTRAL ELGIN AMENDMENT NO. 11 THE CENTRAL ELGIN PLANNING OFFICE M THE MUNICIPALITY OF CENTRAL ELGIN BY-LAW NO. 2644 The Council ofthe Corporation ofthe Municipality ofCentral Elgin, pursuant toSection ]D(22) of the Planning Act, R.S.O. 1990, as amended, hereby enacts as follows: l. That Official Plan Amendment No, 11 to the Municipality of Central Elgin Official Plan, ounsbdDK of the attached Schedules and Explanatory Text, is hereby adopted. 2. This By-law shall come into force and take effect oDthe day ofthe final passing Enacted and passed this th day of October, 2021, Ifuwa ~°�r^ � 1�r�/ Certified that the above isaTrue Copy of By-law No. 2644 as enacted and passed by the Council of the Municipality of Central Elgin on October 12th, 2021. ww f-11 : • • _1 STATEMENT OF COMPONENTS PART A - PREAMBLE TO AMENDMENT NO. 11 1) Location 2) Purpose 3) Basis PART B - THE AMENDMENT 1) Introductory Statement 2) Details of the Amendment 3) Implementation and Interpretation PART C - THE APPENDICES Appendix I: Location Plan Appendix II: Notice of Public Meeting Appendix III: Minutes of Public Meeting Appendix IV: Staff Planning Report Appendix V: Correspondence Appendix VI: Concurrent Implementing Zoning By-law Amendment — By-law No. 2645 STATEMENT OF COMPONENTS Municipality of Central Elgin Adopted By Council — October 12, 2021 Official Plan Amendment No. 11 to the By-law No. 2644 Municipality of Central Elgin Official Plan 173 William Street —II- 33 PART&-THEPREADXBiE- does not constitute part ofthis Amendment, PART B-THE AMENDMENT - consisting ofthe following text and map, designated Schedule "|", constitute Amendment No. 11 to the K8uDidpa|hx of Central Elgin Official Plan. PART C-THE APPENDICES - do not constitute part of this Amendment, The appendices (| to V1) contain the background data, technical justification and public involvement associated with this Amendment, [ Paul ShhpvVay,Chief Administrative ofthe Municipality ofCentral Elgin, do hereby certify that the following (Part B) is a true copy of Official Plan Amendment No. 11 as adopted by the Council of the Corporation of the Municipality of Central Elgin (By-law No. 2G44). Municipality of Central Elgin official Plan Amendment No. 11mthe Municipality of Central Elgin Offlclal Plan By-law No. 2644 173 William Street 34 LOCATION The property affected by this amendment can be described as Plan 117, Part of Lot 5, South side of Smith, Part of Lot 5, North side of Erie, geographic Village of Port Stanley, now Municipality of Central Elgin. The location of the subject lands is shown in heavy solid lines on the Location Plan found In Appendix I to this Amendment. 2. PURPOSE The applicant is proposing to redesignate the subject lands from the existing "Commercial" designation in the Municipality of Central Elgin Official Plan and change the current Business Zone 1(131) zone to allow for a residential development. Specifically, the applicant is requesting to change the land use designation to "Residential" and for there to be recognition the existing deficiencies to the general provisions of the Residential Zone 1(111) regulations in the Port Stanley By-law to allow for the conversion of the existing dwelling into a duplex. 3. BASIS The basis of this amendment is as follows: The proponent has filed an application for concurrent amendments to the Official Plan and Zoning By-law to permit the conversion of an existing single -detached dwelling into a duplex. The subject lands are designated commercial, however, they have historically been used for residential use. The uses on the east side of William Street are predominantly residential in nature, whereas the west side of William is commercial in nature. A Location Plan showing the location of the site and surrounding land uses is found In Appendix I, attached. The proponent is proposing to change the designation on the property from "Commercial" to "Residential" to permit the conversion of the existing dwelling to a duplex. • A concurrent zoning by-law (By-law No. 2645, see Appendix VI) implementing this amendment will place the subject property into R1-90 zone, which would permit the proposed duplex use, with site -specific standards to recognize the existing location of the buildings and structures on the property, including the deficient lot depth. Municipality of Central Elgin Official Plan Amendment No. 11 to the Municipality of Central Elgin Official Plan —4— Adopted By Council — October 12, 2021 By-law No. 2644 173 William Street A public meeting on the proposed amendments was held on September 27th at 6:00 p.m. through Zoom Webinar. A copy of the Notice of Public Meeting is found in Appendix 11 attached. Municipality of Central Elgin Official Plan Amendment No. 11 to the Municipality of Central Elgin Offlclai Plan —5— Adopted By Council -- October 12, 2021 By-law No. 2644 173 Wiliam Street tcZ PART B — THE AMENDMENT I. INTRODUCTORY STATEMENT All of this part of the document entitled "Part B- the Amendment" constitutes Amendment No. 11 to the Municipality of Central Elgin Official Plan. 2. DETAILS OF THE AMENDMENT The Official Plan is amended as follows: Item 1: (Schedule "G") Schedule "G" — Community of Port Stanley Land Use Plan, is hereby deleted and replaced with a new Schedule "G", as shown on Schedule "I" attached to and forming part of this Amendment, that redesignates the lands from "Commercial' to "Residential'. 3. IMPLEMENTATION AND INTERPRETATION The implementation and interpretation of this Amendment shall be in accordance with the respective policies of the Municipality of Central Elgin Official Plan. Municipality of Central Elgin Official Plan Amendment No. 11 to the Municipality of Central Elgin Official Plan Adopted By Council — October 12, 2021 By-law No. 2644 173 William Street _6— 37 Municipality of Central Elgin Official Plan Amendment No. 11 to the Municipality of Central Elgin Official Plan APPENDIX I LOCATION PLAN m Adopted By Council — October 12, 2021 By-law No. 2644 173 Wiliam Street 38 Lu 1 u all Municipality of Central Elgin Official Plan Amendment No. 11 to the Municipality of Central Elgin Official Plan APPENDIX III MINUTES OF PUBLIC MEETING -10- Adopted By Council - October 12, 2021 By-law No. 2644 173 William Street E3itt MINUTES of a Public Meeting for a proposed Zoning By-law Amendment respecting 173 William Street, owned by Mescorp Holdings, held on Monday, September 27, 2021 @ 6:00 p,m, in the Council Chambers. Present: Mayor S. Marlyn, Deputy Mayor T. Marks, Councillor K. Cook, Councillor B. Fehr, Councillor F, Wynn and Councillor C, Row Staff: P. Shipway, CAO/Clerk, L, Perrin, Director of Asset Management & Development Services, G. Brooks, Director of Infrastructure & Community Services, A. Gutpa-Harit, Director of Finance/Treasurer, K. McClure, Planner, CEPO and D, Wilson, Deputy Clerk Regrets: Councillor D. Crevits Call to Order Mayor Marlyn took the chair and called the meeting to order at 6:00 p.m. She indicated that this was a public meeting as required by the Planning Act to afford any person an opportunity to make representation with respect to a proposed Zoning By-law Amendment respecting 173 William Street, Port Stanley. The applicant is requesting to change the land use designation to "residential' and to recognize the existing deficiencies to the general provisions of the residential Zone 1 (R1) regulations in the Port Stanley By- law to allow for the conversion of the existing dwelling into a duplex. 2. Disclosure of Pecuniary Interest or the General Nature Thereof The Chair asked if any member of Council had a Disclosure of Pecuniary Interest concerning this proposal. None was declared, Method of Notice The Chair asked the CAO/Clerk what method of notice, and when was the notice given to the public for this meeting? D. Wilson, Deputy Clerk, indicated that as per requirements of the Planning Act, notice was mailed to every owner of land within 120 metres of the subject land as well as applicable agencies on Friday, Friday, August 27th, 2021. Notice was physically posted to the property by municipal staff on that day as well as the municipal website, Notice was also displayed in the weekly CE BUZZ advertisements. 4. Presentation The Chair introduced Kevin McClure, Planner, CEPO, to present the draft zoning by-law amendments. K. McClure came forward and explained that the applicant is proposing to redesignate the subject lands from the existing commercial designation in the Municipality of Central Elgin Official Plan and change the current Business Zone 1 (131) zone to allow for a residential development. Specifically, the applicant is requesting to change the land use designation to residential and for there to be recognition of the existing deficiencies to the general provisions of the Residential Zone 1 (131) regulations in the Port Stanley By-law to allow for the conversion of the existing dwelling into a duplex. K. McClure suggested the lands would be placed into R1-90 zone. 5. Correspondence The Chair asked the CAO/Clerk if any written submissions had been received on the proposed changes? D. Wilson indicated that correspondence has been received from KCCA stating no objections while stating advising that subject property Is located outside of the Lake Eire Flood Uprush hazards. Correspondence was also received from Ann Waz, 156 Maud Street expressing support the application and duplex conversion. S. Discussion The Chair asked if any members of the public, Council or staff had any questions with respect to the proposed Zoning By-law Amendment. None came forward. ZBA — Monday, September 27, 2021 —173 William Street 41 She advised will now open the meeting to questions from the public for those attending. If you are listening on your computer, tablet or smart phone, please click the "raise hand" icon and if you have called Into the meeting using a telephone, please dial *9*. The questions will be taken in a sequential order. When given the opportunity to be heard, please provide your name and address for the record. No comments/questions came forward. The Chair statedthat everyone has been given a fair opportunity hybeheard, if there no further questions, please be advised that any person wishing further information on the actions of Council regarding the passing of a by-law on the proposed amendment, should email Dianne Wilson - dwilson(o)centralelpin.org, indicating which public meeting they wish to be notified on and providing their name and address. Those who do not have access to a computer and wish to be notified, should call Dianne Wilson - 519-631- 4860 ext. 286 and provide the same information, 8dioUrnment The Chair advised that everyone has been given efair opportunity to be heard. She indicated that the public meeting was concluded and Council will consider a zoning by- lawomendmentatehuhummeedingofOuuncii The meeting was adjourned ot8:0Sp.m. Zm-Monday, September 27.mo-173 William Street mw \ ) » g - 4 � \ L ) �9�UJk4,k \e�E� ! / E § 0 k /±Uu�� � P R \ ( §j\ � 2 ± ( \ \ \ \ \ \ \ \ _ 1 REPORT TO COUNTY COUNCIL FROM: Brian Lima, General Manager Engineering, Planning, and Enterprise (EPE) — Deputy CAO DATE: November 1, 2021 Prug1ressive by Nature SUBJECT: Contract Award - Administration Building - Accessibility Elevator Addition and Basement Public Accessibility Washroom and Elevator Decommissioning Project RECOMMENDATIONS: THAT the report "Contract Award - Administration Building - Accessibility Elevator Addition and Basement Public Accessibility Washroom and Elevator Decommissioning Project" be received for information, and; THAT Elgin Contracting and Restoration Ltd. be selected for the Administration Building Accessibility Elevator Addition and Basement Public Accessibility Washroom and Elevator Decommissioning Project, Tender No. 2021-T27-RB at a total price of $4,617,000.00 (exclusive of HST); and, THAT the Warden and Chief Administrative Officer be authorized to sign the respective contract. INTRODUCTION: As part of the approved 2021 Capital Budget, a tender which also included Council Chambers and renovations to the entrance lobby reception was previously tendered on June 16, 2021. At the direction of Council, staff was directed to proceed with retendering the project in two parts, in the fall of 2021. Accordingly, a reduced project scope tender was advertised and issued as per the County's Procurement Policy for the Administration Building - Accessibility Elevator Addition and Basement Public Accessibility Washroom and Elevator Decommissioning Project. 44 DISCUSSION: 2 A total of four (4) contractors submitted electronic bids for this tender which closed on October 26, 2021. Bids results were received as follows: Company Bid Price (exclusive of HST) Elgin Contracting and Restoration Ltd. $4,617,000.00 Graceview Enterprises Inc. $4,888,500.00 SDI Builders 2010 Ltd. $4,949,500.00 Quad Pro Construction Inc. $5,850,500.00 FINANCIAL IMPLICATIONS: The following summary of projected estimated costs is provided for review and will be confirmed throughout the project: Architectural / Engineering' Construction2 Net HST (1.76%) Total Projected Costs Combined 2020 and 2021 Capital Budget Forecast Budget Surplus/(Deficit) 'Provision of architectural/engineering services by L360 Architecture 'Includes a $363,000 of cash allowance & contingency. $ 275,488.00 $ 4,617,000.00 $ 86,107.79 $ 4,978,595.79 $ 3,330,000.00 ($ 1,648,595.79) Elgin Contracting and Restoration Ltd. submitted the lowest compliant bid for the project at a price of $4,617,000.00, exclusive of HST and inclusive of a $363,500 project contingency. E, 3 The pretender construction cost estimate prepared by the architectural/engineering services consultant estimated the project to cost $3,111,149.00, which is substantially lower then the lowest tender bid result. The combined approved 2020 and 2021 capital budget allocated to the overall project, inclusive of the council chambers and entrance lobby reception renovations, and the architectural/engineering consultant services, is $3,330,000.00. In the opinion of the Design Team, the significant project cost increase is attributed to the ongoing construction material supply and cost volitivity. The project construction duration is anticipated to be 24 months, securing materials and holding material costs over this time frame is also very difficult in the current construction market, but is required of the general contractor. Despite higher than expected tender results, staff recommends that Elgin Contracting and Restoration Ltd. be awarded the project, and that the funding deficit be budgeted for in the 2023 Capital Budget. ALIGNMENT WITH STRATEGIC PRIORITIES: Serving Elgin Growing Elgin Investing in Elgin ® Ensuring alignment of ❑ Planning for and ® Ensuring we have the current programs and facilitating commercial, necessary tools, services with community industrial, residential, resources, and need. ® Exploring different ways of addressing community need. ® Engaging with our community and other stakeholders. and agricultural growth ® Fostering a healthy environment. ® Enhancing quality of place. LOCAL MUNICIPAL PARTNER IMPACT: infrastructure to deliver programs and services now and in the future. ® Delivering mandated programs and services efficiently and effectively. Once completed, the new elevators and basement public accessible washroom upgrades, will address significant challenges associated with the original Administration Building design, and provide an enhanced barrier -free customer service experience. Compliance with all applicable provincial codes, legislation and standards, will achieve 2 the Accessibility for Ontarians with Disabilities Act's mandate for an accessible Ontario by 2025. As the County's Administration Building services all local municipal partners, building tenants, residents, tourists and visitors, the building upgrades will achieve the Act's mandate. COMMUNICATION REQUIREMENTS: All Council, Staff and Administrative Building tenants will be advised of the Project and be provided construction progress updates throughout the duration of construction, including advance notice of any facility access or temporary service disruptions. CONCLUSION: This project when completed, will address many significant design challenges associate with the original design. Despite higher than expected tender results, staff recommends that Elgin Contracting and Restoration Ltd. be awarded the Accessibility Elevator Addition and Basement Public Accessibility Washroom and Elevator Decommissioning Project as set out in this report. Work on this project is expected to commence immediately after Council award of the tender with substantial completion anticipated to be achieved in a 24-month period. All of which is Respectfully Submitted Brian Lima General Manager Engineering, Planning, and Enterprise (EPE) / Deputy CAO Mike Hoogstra Purchasing Coordinator Eugenio DiMeo Manager of Corporate Facilities Approved for Submission Julie Gonyou Chief Administrative Officer 47 Progressive by Nandre RECOMMENDATION: REPORT TO COUNTY COUNCIL FROM: Carolyn Krahn, Legislative Services Coordinator DATE: November 3, 2021 SUBJECT: Completed Services for Older Adults Study THAT the report titled "Completed Services for Older Adults Study" from the Legislative Services Coordinator, dated November 3, 2021, be received and filed. INTRODUCTION: This report seeks to provide Council and the community with a copy of the Strategic Review and Recommendations from the Services for Older Adults Study. BACKGROUND: Over the next twenty years, the proportion of seniors aged 65 and over in Ontario will almost double'. Seniors residing in Elgin County are our family, our friends, and our neighbours. Responding to the growing needs of seniors in our community will require a collaborative effort, especially when considering the provision of municipally -led or community -based programs and services seniors need to remain engaged, healthy, safe, independent, and active in the community. The Study involved Elgin's Local Municipal Partners, the City of St. Thomas, and seniors/caregivers and stakeholders in our community. The Study targeted older adults aged 55+ with the goal of learning how Elgin County can take a collaborative approach to enhancing the way programs for older adults are delivered in our communities. Elgin County engaged Fanshawe College - Corporate Training Services (CTS) — to conduct the Study. Elgin's Study took place in parallel with a similar study conducted in the City of St. Thomas. Government of Ontario (2021). Ontario Population Projections. Available from I tt„t„i2, //vvvuv,�r, rain a[ ia�a,.Sa/ir ar}r;/„girt ai ira i; rafdoAl at�a�a,i,,,,o,,,,,,, rajrct�oi Tu: 48 2 At a high-level, the Study: • defined existing community resources; • developed a foundational information and community profile; • included a survey of seniors/caregivers and related stakeholder agencies; • provided a program summary; • identified future considerations for seniors programming in Elgin (including an assessment of facilities in some municipalities); and • recommended communication/outreach/marketing strategies for all seven (7) partner municipalities. DISCUSSION: Ontario is in the midst of a significant demographic shift towards an older population. In 2021, older adults (55+) comprised 34% of the population of Elgin County (including St. Thomas). This number is projected to grow over the next ten (10) years. While this shift presents some health care and accessibility challenges for our community, it also presents several opportunities. This generation of older adults is poised to be productive and active. Elgin County currently provides many services to older adults in our community through our Community and Cultural Services, Long -Term Care Homes, and Adult Day Program. Elgin's Local Municipal Partners (LMPs) are involved both directly and indirectly in seniors programming in their communities. The Study also included community -based programming delivered by individuals and groups. The attached Study identifies new ways that Elgin County can work with its community partners and use existing resources to engage older adults in Elgin County. FINANCIAL IMPLICATIONS: There are no direct financial implications with respect to the recommendations found in the Study, but there are opportunities for the County to redirect resources to better meet the needs of older adults in Elgin County. EK, 3 ALIGNMENT WITH STRATEGIC PRIORITIES: Serving Elgin ® Ensuring alignment of current programs and services with community need. ® Exploring different ways of addressing community need. ® Engaging with our community and other stakeholders. Additional Comments: Growing Elgin ❑ Planning for and facilitating commercial, industrial, residential, and agricultural growth. ❑ Fostering a healthy environment. ® Enhancing quality of place. Investing in Elgin ® Ensuring we have the necessary tools, resources, and infrastructure to deliver programs and services now and in the future. ® Delivering mandated programs and services efficiently and effectively. This Study complements several concurrent projects and programs, including the Official Plan 5-year Review, Transportation Master Plan, review of Adult Day Programming, and opportunities for shared programming identified through the County's recently completed Service Delivery Review. LOCAL MUNICIPAL PARTNER IMPACT: Elgin's Administrators Group (LMP Chief Administrative Officers) were involved in the study. COMMUNICATION REQUIREMENTS: County staff worked closely with CTS and LMPs to facilitate connections with stakeholders and to address communication needs associated with the Study. 67V 2 CONCLUSION: The Study presents an exciting opportunity for Elgin and our LMPs to play a leadership role in planning to respond to the growing needs of older adults in our communities. By working together, we can ensure that everyone's future in Elgin County is friendly, safe and supportive. All of which is Respectfully Submitted Carolyn Krahn Legislative Services Coordinator 61I Enhancing Programs and Services for Older Adults in Elgin County STRATEGIC REVIEW & RECOMMENDATIONS El 9 40 1 FOR Corporate TraiI i FANSHAWE Solutions October 5, 2021 6% II a U e of Cantents Tableof Contents.................................................................................................................. 2 ExecutiveSummary............................................................................................................... 4 Background....................................................................................................................................4 Approach.......................................................................................................................................4 KeyFindings...................................................................................................................................5 Recommendations.........................................................................................................................6 NextSteps......................................................................................................................................7 Introduction.......................................................................................................................... 8 Background and Methodology............................................................................................... 8 Summary of Methodology & Deliverables.......................................................................................8 Definitionof the Target Audience...................................................................................................9 Summary......................................................................................................................................10 1. Existing Community Resources......................................................................................... 10 EnvironmentalScan......................................................................................................................10 Summary.............................................................................................................................................................13 Committee Interviews and Group Discussion................................................................................13 Summary.............................................................................................................................................................14 ProgramInventory.......................................................................................................................15 GapAnalysis........................................................................................................................................................16 ComparativeAnalysis..........................................................................................................................................16 Summary.............................................................................................................................................................19 2. Foundational Information & Community Profile............................................................... 19 PolicyFoundations.......................................................................................................................19 Demographics & Psychographics..................................................................................................19 PopulationProjections.................................................................................................................20 Summary.....................................................................................................................................21 3. Community -Based Surveys............................................................................................... 22 Community Stakeholder Survey....................................................................................................22 OlderAdult Survey.......................................................................................................................23 Summary......................................................................................................................................24 4. Program Summary........................................................................................................... 25 53 Summary......................................................................................................................................26 5. Future Considerations...................................................................................................... 26 Summary......................................................................................................................................28 6. Facil tyDetermination........................................................................................................ 29 Number of Programs and Program Location Maps........................................................................29 Summary.....................................................................................................................................31 7. Outreach Methodologies................................................................................................. 32 OutreachStrategy........................................................................................................................32 Summary.............................................................................................................................................................34 MarketingPlan.............................................................................................................................34 Summary.............................................................................................................................................................35 8. Final Recommendations................................................................................................... 35 NextSteps........................................................................................................................... 36 References........................................................................................................................... 37 ListofAppendices................................................................................................................. 39 Listof Tables....................................................................................................................... 39 Listof Figures....................................................................................................................... 40 54 Executive Suirr i nait Backgrm..jn(] In June 2021, Elgin County expressed interest to Fanshawe Corporate Training Solutions to engage in a parallel study to the City of St. Thomas senior services review to examine rural programming and services for seniors and better understand what exists and opportunities for improvements. In the spirit of collaboration, two Elgin County representative joined the Technical Working Committee (TWC) comprised of community stakeholders in the City of St. Thomas that had been convened to review the changing program and service needs of the older adult demographic in the City. The Elgin County review was initiated based on identified needs for seniors' recreation, health, wellness, and socialization programming outlined in the Elgin St. Thomas Age Friendly Community Plan. Changes due to COVID-19 as well as future population projections of older adults 55 plus further highlighted the need to better understand and adapt to the evolving recreation, leisure, and social needs of the community going forward. This review identifies existing resources across the municipalities of Elgin County that can be leveraged and further supported to offer a mix of programming that aligns with age -friendly policy and the local needs of each community. New program ideas and strategies are also presented that highlight regional and national rural best practices that could be implemented in Elgin County. Approach The review was completed between June 16, 2021 to October 4, 2021. Key information was presented to the Elgin County Chief Administration Officer (CAO) (Julie Gonyou), the Director of Community and Cultural Services of Elgin County (Brian Masschaele) as well as the Chief Administration Officers of each municipality in the County at various points throughout the project. The following steps and deliverables were completed: • Review of progress with a technical working committee made up of St. Thomas and Elgin County stakeholders as well as the Local Municipal CAOs to guide the review process • Conduct an environmental scan of three regional and three national comparable rural counties • Identify existing community resources and develop a detailed program inventory tool • Conduct key informant interviews from each municipality • Create a community profile using policy foundations, community demographics, market research psychographics, and 25-year population projections • Administer a community stakeholder survey completed by nine organizations or groups • Conduct an older adult survey completed by 429 residents in St. Thomas and Elgin County (including 100 responses from Elgin County) • Map program locations and identify new program spaces in each municipality 61 • Analyze six program/leisure guides to identify best practices • Develop outreach and marketing plans using the Integrated Marketing Communications (IMC) approach The technical committee, community stakeholders, and residents were engaged during the review despite the fact that COVID-19 protocols limited the ability to conduct face-to-face interactions. Findings from the primary research were validated and compared to broader demographic and policy trends to ensure recommendations were tailored to the needs of communities across the County. Key Fin(.Jin s> The review identified the following key findings: Deliverable/Area Key Findings of Focus Defining Existing 1. In other rural communities, programming is often organized by local Community health organizations and programs reviewed were similar, with fitness, Resources crafts, and ancestry research programs, being the most popular 2. Five of the six counties had a dedicated seniors' centre located in a larger community and two had a program/leisure guide 3. Fitness, basic needs, and leisure programs are predominant; while, new social, respite, and arts and culture programs could be considered 4. Targeted age group (55+) programming could increase older adult engagement 5. Existing resources can be utilized or promoted in new ways to engage new participants Foundational 1. Activity levels are lower in Elgin comparative to the province overall Information and while rates of the 55+ demographic living alone are higher. Community Profile 2. The 55+ population will stabilize and the 75+ population will grow in the next 25 years across Elgin. 3. There are a higher number of older adults living alone, particularly in Aylmer, Dutton/Dunwich, and West Elgin, indicating that social isolation among older adults is a factor. Community Based 1. Many programs and services exist already within the County; however, Surveys some are full or waitlisted. 2. Community agencies are interested in offering more programming, but are restricted due to staffing, resources, space limitations and funding. 3. Many older adults are interested in participating 2-3 times per week, but are unaware of programs and services available. 4. The majority of older adults prefer higher intensity activities with 70% stating their favourite program was either fitness or sport. Program Summary 1. A seasonal older adult's program guide designed for accessibility with City, County and Local Municipal Partner information is advised. 2. Facilitating new community partnerships can help increase cross - promotion of existing programs and draw in new registrants. 6.7 Future Considerations 1. Many rural counties utilize a local seniors' centre to diversify program options and increase access to grant funding. 2. Partnership and participation in St. Thomas Seniors' Centre committees could help promote information sharing and improve system navigation for all. Facility 1. Geographic location impacts access to programs and services. Determination 2. Virtual and telephone programming should be promoted when geographic location could lead to isolation. 3. Opportunities to support community organizations in need of free space should be explored, including venues that did not appear in the program inventory. Outreach 1. New outreach and marketing strategies, both online and offline, are Methodologies needed to raise awareness of programs and services, especially to socially isolated older adults across the County. 2. Outreach strategies should focus on a central message or theme that can be promoted across municipalities to help with system navigation. 3. A coordinated loyalty or rewards program could be considered to increase repeat registration and word-of-mouth marketing. The final recommendations of the review are as follows: 1. Create diverse programming options, as outlined in the program roster, to meet the various needs and abilities of adults 75 plus due to increased population projections in Elgin County in the next 25 years. 2. Maintain promotion of fitness, sport, and leisure programs, and increase respite, social, and arts and culture programs. 3. Continue regular, daytime programming, but explore virtual programming (both online and via telephone) via partnership, such as with the St. Thomas Seniors' Centre. 4. Leverage the program inventory to develop new private and public partnerships and maintain the tool for referral and navigation purposes. 5. Strengthen Cross -County system navigation by convening an Older Adults Programs and Services Network made up of County stakeholders and older adults. 6. Identify resources that can be shared with community partners to enable new programs, such as indoor and outdoor spaces that can be made available for free. 7. Establish a partnership with the St. Thomas Seniors' Centre to cross -promote programming and develop new programs that align with older adult recreation interests and mutually benefit both parties. 8. Create a seasonal, activity guide for City of St. Thomas and Elgin County combined that focuses only on older adult 55+ programs and services, is available in larger font and accessible online and in print formats. 57 9. Develop an integrated marketing communications plan using a blend of traditional and digital strategies to increase awareness of older adult programs and services, focus on a centralize theme or messaging, and enhance participant engagement. 10. Consider a rural loyalty or rewards program that encourages St. Thomas and Elgin County older adult residents to try new activities located across the County. Suggested next steps include: 1. Seek feedback and input from the Technical Working Committee and County and Local Municipal CAOs on the final report 2. Assess recommendations and determine top five priorities 3. Create an implementation plan and assign roles and responsibilities The review indicates that there is clear demand for older adult programming in the County and a collaborative approach in which stakeholders work together and with the County is desired. Additionally, many of the community stakeholders who completed the survey indicated they would be interested in the findings of the review and how they can contribute to future collaboration. The list of community stakeholders (included as part of the program inventory) is provided to offer a starting point for these discussions. The County CAOs may wish to continue meeting to discuss how to prioritize the recommendations in the report or alternatively establish an advisory committee with additional space for community stakeholders and older adult residents to provide feedback and input. Once priorities are determined, roles, responsibilities, and timelines can be assigned. 58 II rn tto d uu cl i arn In Elgin County, the population of older adults 55 plus will stabilize by 2031; while the population of adult 75 plus will continue to grow over the next 25 years. This, combined with recent physical, emotional, and social impacts of the COVID-19 pandemic on vulnerable older populations, support the need to review and assess current and future programming and services for seniors. With this study, the aim is to review existing programs and services for older adults offered in Elgin County and assess how these offerings can be enhanced to further support and engage a rapidly growing aging population. Demographic factors such as age, income, and housing are key components to consider when examining programs and services in an age -friendly community. The older adult population aged 55 and over in Elgin County (including St. Thomas) comprises 34% of the total population in the region and is projected to grow to 37% by 2046. In 25 years, the region will be home to more than 46,000 people over the age of 55 (Ontario Ministry of Finance, 2021). Income levels are also lower in Elgin County on average than throughout Ontario. The average annual income for individuals in Elgin County is $43,751 and the average household income is $89,457 —which is 15% and 22% lower than the provincial averages (SimplyAnalytics, 2021). Furthermore, a considerable proportion of older adults in Elgin County live alone, have a desire to remain independent, and prefer to engage in community programs that provide them the opportunity to stay fit and be social. These factors demonstrate the basis for this senior services review as the older adult population is growing quickly and has diverse needs. The Elgin St. Thomas Age Friendly Community Plan (AFCP) was a key reference document. The AFCP recognizes that recreation and leisure opportunities have multiple tangible benefits for the community including enhanced mental, physical and social well-being. This review takes a community -based approach in alignment with existing plans and data to strengthen inclusion, belonging and civic engagement. This report provides insights about what programs and services have been successful in the past, an inventory of current offerings, and what aspects of programs and services can be improved to meet the evolving needs of the older adult community in Elgin County. II3 a Q: kgro uu rd and Med-mdobgy b S..jrnrnary of Meth (.Jology & Deli rerables> In June 2021, Elgin County joined a Technical Working Committee (TWC) comprised of community stakeholders in the City of St. Thomas that had been convened to review the changing program and service needs of the older adult demographic in the city (see Appendix A for a list of members). A parallel review was initiated at the County level once a work plan was approved on June 14, 2021. 6T Project presentations and facilitated sessions with the TWC took place virtually on a bi-weekly basis in addition to interviews, focus groups and brainstorming exercises. The following nine key deliverables were identified with a completion date of October 7, 2021: 1. Defining Existing Community Resources 2. Foundational Information and Community Profile 3. Community -Based Surveys 4. Program Summary 5. Future Considerations 6. Facility Determination 7. Outreach Methodologies 8. Final Recommendations/Report The Elgin County senior services review utilized multiple data sources, including primary and secondary research and grey literature (e.g. policy literature, working papers, government documents, white papers, urban plans, etc.) to better understand the demographic and social shifts in the County among the aging population and provide recommendations for recreation and leisure programming that aligns with the priorities outlined in the Elgin St. Thomas Age - Friendly Community Plan (AFCP). Disruptions to programming caused by COVID-19 were apparent throughout the project. Every attempt was made to understand the programming landscape before the pandemic and the anticipated program mix as facilities were able to re- open. Several tools were developed from the various data sources and are included as supplemental resources to this report to assist in the planning and implementation of the recommendations. These resources include presentations, environmental scans, policy summaries, program inventory, program summary, community stakeholder and senior survey results, facility determination, and outreach plan. The initial tasks for the TWC were choosing the terminology used to refer to the target audience and the age range to focus on. The terms 'seniors' and 'older adults' are both used in the AFCP somewhat interchangeably; however, the actual age ranges implied by either term can be different. For example, the term 'seniors' often refers to the 65+ demographic, which aligns with the traditional age of retirement. In contrast, the term 'older adults' can refer to the 50+ or 55+ age group. Ontario's Age Friendly Communities strategy notes there is significant diversity within the older adult and senior population in terms of mobility and activity levels, health status, lifestyle, and leisure interests ("Creating a More Inclusive Ontario", 2021). Therefore, a clear, shared definition was needed to ensure the review focused on the correct target audience. r�� S6..jrnrnar The TWC had already decided to use the "Older Adults 55+" terminology and age range when the County joined the project. Various factors related to lifestyle, age, mobility and accessibility were considered. The age groups known to be attending current programs and those whom they would like to target in the future were also discussed. The County did not express any concerns with the chosen terms and age range as the reasoning behind the committee's decision also aligned with trends occurring in the county context. 1.. IE i st i irn g C arn irn uu rftII 1� es o u irQ. e s A thorough review of older adult programming and services in rural communities (provincially and nationally) was conducted through an environmental scan (e-scan) to determine a baseline and common themes. Secondly, an in-depth program inventory was created to identify existing community resources and gaps or opportunities for future programming and services. rnvironrn raaI Scan An environmental scan (e-scan) is a detailed investigation of comparable communities to identify similarities, differences, and best practices. Scans were conducted at the regional and national level based on comparable population size to Elgin County, close proximity to a large urban centre (as Elgin County residents live in close proximity to London and/or St. Thomas), and when possible, prominence of coastline in the County geography, as the Lake Erie coastline impacts the recreation and leisure activities available in the County compared to landlocked communities. Table 1 shows the older adult (55+) population, facilities and services available in the reviewed communities. More detailed versions of the e-scans can be found in Appendix B. Table 1: Facilities and Services Inventory of Comparable Communities in E-Scan County and Older Adult Seniors' # of Library Other Notable Program/ County Seat (55+) Centre in the Branches Facilities Leisure population County Guide Elgin — St. 28,960 St. Thomas 10 Southwestern Y — Low Cost Thomas, ON Seniors' Public Health Activity Centre Guide Grey - Owen 38,715 Active 10 SPARC Seniors Y — For older Sound, ON Lifestyles Programs and adults Centre Grey- Respite Care — Bruce in -home therapeutic care Huron - 22,915 The MacKay 12 South West N Goderich, ON Centre for Community Seniors Care Access Centre Dufferin - 17,105 Orangeville & 4 Dufferin County N Orangeville, District Community ON Senior Support Citizens Services — Centre services for seniors/disabled adults to remain in familiar surroundings Carleton, NB 9,225 N/A 3 Carleton Civic N Centre King - Sussex, 22,940 Sussex and 3 The Kings Way Y — specific NB & Area Seniors Life Care to town of Hampton, NB Centre Alliance Adult Sussex (Golden Day Centre - Jubilee Hall) support for those isolated, Hampton depressed, or in Senior early stages of Resource dementia Centre Colchester- 18,930 Millbrook 5 First Nation N Millbrook, NS Seniors Community Centre Centre offering various activities and services The e-scan identified several program and service trends in the rural communities reviewed including: • Programming is often organized and funded by local health organizations, such as community care access centres, long term care centres or community health centres • Programming found in the counties reviewed was similar, with fitness, crafts, and ancestry research programs being popular • Notable unique programming was found in: o Huron County ■ Seniors Telecheck friendly volunteer phone call program to check in on isolated older adults o Colchester County I -a ■ Seniors' Games and Fundy Seniors' Games, county -wide social events with competitive and non-competitive activities for older adults of all skill and mobility levels • Five of the six counties had a dedicated seniors' centre located in the city/municipality with the highest population • Two of the six counties had a program/leisure guide Six city and county program guides were reviewed to determine the following: geographic area, target audience, frequency, presentation format, and inclusion of advertising or third -party programs and services. Table 2 shows the key information collected about each guide. Table 2: Comparison of Program Guides and Directories Publication City, County or All Ages or Frequency Directory Ads Both Seniors Only or Guide (Y/N) Brantford Leisure City All Ages Multi -season Guide Y Activities Guide New Tecumseh City (includes All Ages Multi -season Guide Y Recreation and communities of Culture Guide Alliston, Beeton & Tottenham) North Simcoe County Seniors Only Every 2 years Directory Y Directory of Seniors Services Sarnia City All Ages Annual Guide Y Community Activities Guide St. Catharines City All Ages Multi -season Guide N Leisure Guide Tillsonburg City All Ages Multi -season Guide N Recreation Guide A review of the characteristics, strengths and weaknesses of each guide was presented to the committee for feedback and discussion and the idea of developing a St. Thomas & Elgin County older adult program guide was discussed. The committee preferred a seasonal guide specifically for older adults that included program information for both the City and County. It was noted that the guide should be made available online and in hard copy with possible distribution through key community locations, such as grocery stores, banks, and health organizations. Other important considerations were to use a large, readable font, include a special events section, and keep program descriptions brief to prevent information overload. 63 Summary The findings from the e-scan indicated that many rural counties offered similar types of older adult programs, including fitness, leisure activities such as crafts, and heritage activities such as ancestry research. Programs were often run by, affiliated with, or funded by a health organization. A seniors' centre was located in a large population centre in most counties. Although the counties did not operate the seniors' centres themselves, they did provide partnership and cross -promotion opportunities depending on the level of collaboration between the venue and the county. It was also noted that some counties use a program/leisure guide to promote programs, although the format and geographic area of the guides varied. The committee supported the idea of a combined City and County program guide for older adults and upon further consideration of best practices agreed that a seasonal guide with program, service, and event information would be a mutually beneficial outreach strategy. Cornrnill e ni rvi s> an(] Grm.jp Ds>r �..js>s>ion One-on-one interviews were conducted with TWC members to better understand their observations and analysis related to older adult programming in the community and a group discussion was conducted with the Local Municipal CAOs across Elgin County. The information gathered highlighted that committee members and County representatives had similar goals, such as: • Offering a diverse programming mix to meet changing needs, such as increased demand for fitness programs • Implementing new outreach and marketing strategies to recruit and retain participants • Building partnerships to share resources and best practices They also faced many of the same challenges or barriers in their work, such as: • Funding constraints • Concern about duplication of services in the community • Impact of COVID-19 protocols resulting in some individuals being placed on waitlists, such as in the Adult Day Program The following table identifies the emerging themes and descriptions from the interviews and group discussion: Table 3: Committee Interview Themes Theme Description Anxieties • Concerns about duplication of services • Stigma regarding age or the use of the "senior" title • Management of participant feedback processes Seeking Direction • How to improve existing programs 64 • How to better inform the community about the programs • Learn about best practices and methods for building additional capacity Funding Support • Pursuing outside rentals, room rentals and sponsorships from local businesses • Applying for grants Active Lifestyle • Facilitating higher intensity active or physical programs such as sport tournament opportunities, use of outdoor trails, both outdoor and indoor courts, exercise classes and pickleball Engagement • Unique and collaborative ideas for recruiting new members • New outreach strategies and advertisement suggestions "One Thing" • Desire for a "central system", methods for standardizing programs options, a one stop shop catalog or contact person, or a "hub for the city" "Filling the Gaps" • Facilitating a smoother transition into longterm care • Providing better transportation options to get to programs • Improving digital literacy to access information about programs online County Needs • Acknowledgement of the unique needs of each Local Municipal Partner both in programming and outreach • Desire to strengthen and grow community partnerships • Need to address barriers, such as transportation, distance to venues, isolation Summary An integrated, community -based approach was discussed in the context of St. Thomas, Elgin County and collaboration between the two. While the St. Thomas stakeholders specifically indicated a desire for a streamlined centralized system or hub model in St. Thomas, the unique needs of each Local Municipal Partner were discussed in relation to the County. One common goal for all parties was better outreach and promotion so that every older adult would understand the various recreation and social programs available. There was also a desire to strengthen and support community partnerships with agencies, healthcare organizations and community organizers that provide services to older adults and seniors. A collaborative approach has numerous benefits and is becoming increasingly common as municipalities, nonprofit organizations, and community groups look to meet the growing demand for diverse programs and seamless program registration and delivery. From a financial standpoint, collaboration enables a more efficient use of resources by reducing duplication and cross -utilizing resources. Collaboration can also lead to a better customer experience because it simplifies system navigation and increases overall participation through cross -promotion. Program Ilrrvenlory To gain a better understanding of the recreation and leisure activities currently available to older adults in Elgin County, a program inventory was created. A mixed methods approach was used to gather details on programs, services, and activities of interest to older adults in Elgin County which included an online search, a scan of local social media groups, and direct correspondence with Local Municipal CAOS and local organizations. Information was gathered for 100 programs from 38 different organizations. Due to the disruption to programming caused by COVID-19, some organizations were unable to provide updated information on program offerings. The following information was collected in the program inventory: • Program and membership fees or costs • Ability levels (whether programs are more active or passive) • Registration options, and whether the program is offered all year, occasionally or seasonally • Program timing (day/evening), whether it would be adaptable for purposes of special needs or mobility • Target skill levels (beginner, intermediate, advanced, or all levels) The program inventory tool serves as a central repository or database to track and identify existing programs as well as opportunities for future program or service development and collaboration and is encouraged to be maintained. Programs were organized into the 10 categories shown in Table 4 below: Table 4: Inventory Program Types and Examples Program Types Program Examples Arts Painting, sculpting Basic Needs Healthcare, food bank, job or skill training Culture Theatre, heritage Education Digital literacy, language Fitness Zumba, yoga, aerobics Leisure Sewing, choir Respite Caregiver support Social Book club, discussion groups Sport Pickle ball, badminton Volunteer Registered Volunteer, Volunteer In instances where a program fits in multiple categories, the most prominent aspect of the program was chosen. For example, a community theatre volunteer program was classified as a volunteer program rather than culture, whereas a drama class was categorized as culture rather than education. In the case of fitness and sports overlap, a program was categorized as sport if a competitive or team element was present. Gap Analysis A gap analysis of the program inventory was conducted to determine consistencies, inconsistencies, and opportunities. Key findings revealed that: • The most prevalent program types were fitness (29%), basic needs (14%) and leisure (13%) • The least prevalent programs found were volunteer (4%), respite (4%), and culture (3%) • When combining fitness and sport programs, over one third (38%) of the inventory programs can be described as active • No programs indicated they were targeted for different skill levels (advanced, intermediate or beginner) with 100% open to all levels • The program fee was less than $20 for more than 72% of programs in the inventory and 48% of programs were found to be free • Mondays, Tuesdays, and Wednesdays were the most popular days for programs to run Further information related to the program inventory gap analysis is provided in Appendix C. Comparative Analysis Programs in both inventories are colour coded based on the type of organization that hosts the services. The City of St. Thomas legend (Table 5) has 12 types of organizations while the Elgin County legend (Table 6) has two additional columns for a total of 14 types of organizations. The additional columns are as follows: Elgin County Libraries, Health and Wellness Centers/Organizations. Table 5: City of St. Thomas Program Inventory Legend Activity and Game Clubs/Organizations Arts and Culture Centres/Organizations City/Municipal Recreation Facilities & Parks Community and Service Clubs Educational Institutions Nonprofit Services and Charity Organizations 67 Private Sport or Fitness Clubs/Businesses Religious Organizations (Churches, mosques, etc) Retirement and Long-term Care Homes St. Thomas Public Library St. Thomas Seniors Centre Other Table 6: Elgin County Program Inventory Legend Activity and Game Clubs/Organizations Arts and Culture Centres/Organizations City/Municipal Recreation Facilities & Parks and Community Pools Community and Service Clubs Elgin County Libraries Educational Institutions Nonprofit Services and Charity Organizations Private Sport or Fitness Clubs/Businesses Religious Organizations (Churches, mosques, etc) Retirement and Long-term Care Homes St. Thomas Public Library St. Thomas Seniors Centre Health and Wellness Centers/Organizations Other The Elgin County inventory has a total of 100 programs, the majority of which are fitness programs (29%), basic needs services (14%) and leisure activities (13%). In contrast, the St. Thomas program inventory has a total of 196 programs, the majority of which are fitness programs (24%), leisure activities (16%) and social programs (13%). When combining fitness and sport, 34% of programs in the St. Thomas inventory can be considered active compared to 38% for the Elgin County inventory. The following outlines the key findings of the comparative analysis: 1. Target Age Organizations throughout St. Thomas frequently use the term older adults and the 55+ target age group for describing programs and activities for older clientele. The term "older adult" and "55+" was less common for programs occurring in neighboring municipalities. In fact, there was no data on programs that mentioned their target age range as being specifically "older adults" or for ages "55+" in the Elgin County programs inventory. 68 In the other municipalities throughout Elgin, roughly 15% of programs indicated that they target Seniors 65+. More than half of the programs found target Adults 18+, and nearly 30% target All Ages, whereas 40% of programs in the St. Thomas inventory were for OlderAdults 55+, 27% were All Ages and 26% were for Adults 18+. 2. Mobility and Skill Level 100% of the Elgin County programs are geared toward all skill levels while 94% of the programs in the City of St. Thomas inventory indicate they are for all skills levels. In terms of mobility, 81% of St. Thomas programs and 81% of Elgin County programs indicated that they accommodate all mobility levels. 3. Program Fees 66% of Elgin County programs were offered for less than $10 and 72% of programs were offered for less than $20. In comparison, over 50% of St. Thomas programs were offered for less than $20, while 43% were offered for free. This does not include membership -oriented offerings. 4. Program Frequency and Timing 79% of the programs in the Elgin County inventory run all year and 21% run seasonally; whereas 75% of the St. Thomas inventory programs run all year, with 18% running seasonally and 7% running occasionally. When comparing program inventories, Mondays were found to be the most popular day for programs to run in Elgin County (Figure 1). Programs were more likely to occur on Sundays in Elgin County compared to St. Thomas. Some examples of the Sunday programs include: Public Skate, Public Swim, Adult Swim and Water Walking. Figure 1: Program Timing (Day of the Week) E,1 ? IlR 51 TX,cxarw Elm ro,un ,� A Nkmd,Fzy Tuesday 'N erla esd ay Thm_wqlaF F rd a a A l_I tl day S't: nda 'w M&I Summary Based on the gap and comparative analysis of the program inventory, the following summarizes key points for consideration: • Fitness, basic needs, and leisure programs are predominant; while, opportunities for new social, respite, and arts and culture programs could be considered • Targeted age group (55+) programming could increase older adult engagement • Lower individual program fees or free activities are common (aside from membership - based options) • Virtual programming is being implemented in comparable communities and could help engage older adults living in smaller communities across the county • Existing resources can be utilized or promoted in new ways to engage new participants 2 IF o uu rd a t b ir'4 II rffo r irn a t i arn &. Carnrnurfty I:' irofd e Policy Fm.in(Jalions A review of federal and provincial policy identified several trends impacting the program and grant funding landscape: • Ministry of Seniors and Accessibility aims to help seniors stay independent, active, and socially connected • The desire to help seniors stay independent and live in their own homes as long as possible • A greater focus on accessibility and inclusion initiatives to ensure all individuals can access programs and services • A greater use of technology to provide information and programs. DerII!ogr.aph!'cs Psychogr.aph!'cs Demographic and psychographic data were consulted to develop a community profile of the older adult population in the City of St. Thomas. Key findings from the demographic and psychographic data analysis are shown in Table 7. A detailed account of the data is provided in Appendix D. Table 7: Elgin County Community Profile Population • Elgin County (excluding St. Thomas) has 53,720 residents, of which 18,675 are 55+ Income • The average income for individuals and households in Elgin County is lower than the provincial average ($43,751 and $89,457 compared to $53,422 and $116,877, respectively) riff Health Status • Activity levels are lower and sedentary lifestyle rates are higher in Elgin St. Thomas compared to Ontario as a whole • Cardiovascular diseases, such as heart disease and stroke, are the leading cause of hospitalization in Elgin St. Thomas Housing • 52% of primary private households are maintained by older adults over the age of 55 suggesting a high number of older adults currently living in their own homes Social Isolation . 25.2% of the 55+ population in Elgin County lives alone • Aylmer has the highest % of their 55+ population living alone (31.2%), while Southwold has the lowest (15.6%) Consumer Behaviour . High number of budget -conscious empty nesters and older singles • Traditional pursuits, such as home and garden activities, nature activities, and local excursions popular • Preference for traditional media (newspaper, radio, and TV) The older adult population 55+ in Elgin County was 33,633 in 2021 and is projected to increase by 12,447 to reach 46,080 in 2046 (Ontario Data Catalogue, 2021). This growth is equally distributed among men and women (see Figure 2 below). Figure 2: Projected Older Adult 55+ Population in Elgin County (2021-2046) r`i In 2021, older adults comprised 34% of the population of Elgin County (including St. Thomas). It is projected that the total number of older adults will grow until 2031 and after this time, the growth in both the number and percentage share of older adults will slow. Figure 4 shows that by 2046, there will be a significant increase of older adults 75 to 90 plus in comparison to 2020. The extending life expectancy for both men and women are an important population trend to consider for future programming and services for older adults. Figure 3: Age Pyramid of Elgin's Population, 2020 and 2046 (projected) V� r If,lcl x'n LI C� r D'2, ,d ." I„d V :7M" " S-,�P X Appendix D offers more detail on the population projections data. S r..j rn rn a ry Both current and projected population data indicates that Elgin County has an aging population that will continue to grow both in absolute numbers as well as overall share of the population. Local and policy trends suggest that older adults prefer to remain independent and in their own homes as long as possible before transitioning to higher levels of support, such as long-term care. However, the County has a higher number of older adults living alone, particularly in Aylmer, Dutton/Dunwich, and West Elgin, indicating that social isolation among older adults is a concern. As the current 50-64-year-old population continues to age, the demand for services that meet the needs of this age range will plateau while programming for the 75+ demographic will increase. Program planning must therefore be flexible to meet these changing needs over the next 25 years. rya C ar n Ir n u Irrn II � ... IBased Surveys Two surveys were created to gather local feedback from both community stakeholders and older adults. Cornrnr..jnily Spa ehoI ier Sr..jry y In July 2021, a community stakeholder survey was sent out via email to organizations and community leaders known to facilitate programs, services, and activities for older adults in and around Elgin County. The survey served the following purposes: • Learn about the diverse types of programs and services being offered in the community • Understand the challenges or barriers these organizations and their clientele face • Confirm the components of program and service delivery stakeholders feel can be improved upon. The overall response rate of the survey was low (3/38 stakeholders responded). Two factors contributed to the low response rate: • A community stakeholder survey had already been sent out for the St. Thomas older adult review before the County joined the project. As many organizations serve both St. Thomas and Elgin County, sending a second survey to many of the same stakeholder created duplication. • Emails were received from three stakeholders that chose not to fill out the survey but wanted to provide more information. A common theme was that while the organizations offered programs for all ages, families, and/or adults 18+ that may be of interest to older adults, they did not offer programming specific to older adults due to funding, staffing, or other capacity constraints. The organizations were interested in the possibility of offering older adult programming in the future by applying for grants or establishing new partnerships. A copy of the survey questions and a summary of the nine responses received from stakeholders serving Elgin County (that completed either the Elgin County or St. Thomas stakeholder survey) are provided in Appendix E. The key findings from the community stakeholder survey include: • The most popular program types offered were education (22%), basic needs (13%), and fitness, leisure, and social (9% each) • No respondents offered sport programs and only 9% indicated offering fitness programs • Membership was only required by 2 respondent organizations • Over half of respondents indicated their typical client was 65-79 years old • 89% of stakeholders indicated their typical clients preferred lower intensity programs over higher intensity programs • An equal number of respondents stated their clients have "some mobility challenges" or "a high level of physical mobility" (44% each) 73 • 100% of respondents indicated that programs occur frequently during the day • The top three funding sources were provincial funding (17%), donations (14%), and federal funding (12%) • 89% of respondents reported to be providing some form of free programming • 44% of respondents felt the community was not well-informed about the programs or services they offer • 89% of respondents indicated they would be interested in advertising their programming in an activity or leisure guide • Program waitlists range from 0 to 75 • 44% of respondents indicated that for their programs, registration rarely exceeds capacity • Stakeholders indicated a need for accessing meeting spaces that are fully accessible • The top types of spaces stakeholders are interested in having more access to include halls or larger common rooms (15%) and classrooms, church or chapels, and auditoriums (11% each) • Other spaces being used for programming include churches, parks, long-term care and retirement homes, and common rooms of apartment buildings • Staffing costs were the largest expenditure related to programming for 78% of respondents • Stakeholders are interested in new partnership opportunities, accessible spaces, and greater collaboration with the older adult community 01(] e r (]r.jII S:..jrvey An older adult survey gathered data from 429 residents of the City of St. Thomas and Elgin County in June and July of 2021. Due to the challenges of in -person data collection, the survey was primarily administered through online methods; however, TWC members also circulated the survey to their members via paper copies and online methods. Postal code data was used to remove responses from St. Thomas residents to focus only on the 100 responses received from older adults living in the County. In the survey, respondents answered questions pertaining to their experiences with programs in their community, accessibility to programs and services, what they believe could be improved to better the services offered, and how they would like to access information about future programs, services, and activities in their community. Appendix F show the total results of the survey and Appendix G provides a detailed analysis of the Elgin County survey results. Key findings from the older adult survey include: • Fitness programs were identified as the favourite program type among over half of the respondents (55%) with an additional 15% indicating sport programs were their favourite • Leisure, arts, and respite programs ranked third, fourth, and fifth, respectively 74 • Respondents stated their favourite programs offered the chance to socialize and focus on their health, wellness, and mental well-being • 62% of respondents stated a preference for high -intensity programs rather than low intensity programs • 92% of respondents use their own vehicle, 7% rely on family, friends, or a caregiver for transportation, and 1% rely on third -party options, such as a shuttle • When asked monthly spending on recreational activities, the value that appeared most often was $0 • 58% of respondents indicated they wanted to attend a program or service 2-3 times per week • 95% were interested in a program/activity guide with 44% preferring to access the guide online and 36% preferring a paper booklet -style guide Respondents were asked to provide suggestions about how to improve program experiences. The responses were analyzed and divided into the seven categories shown in Table 8. Table 8: Senior Survey Suggested Program Improvements Category Description Examples Skill Accessible Programs with varying skill levels Less intense, more intense Increased Frequency Programs and services offered more Daytime, evening, weekend frequently Additional Services More space and locations for Indoor/outdoor, class sizes, older already existing programs + new adult & senior options, local types of programs offerings Accessible Features Improved facilities and services that Wheelchair accessible, new are accessible for everyone equipment, wifi, virtual offerings, facility repair, more staff transportation access Social Improvement Options that encourage Gender integration, organized socialization, diverse groups and teams, increased participation participation Satisfaction Satisfaction with services and no "My experience has been great', further comments or suggestions "Great as it is" COVID-19 Issues affected by the pandemic and Government -mandated lockdowns, out of county control facility closures Survey results were compared to the program inventory findings and revealed that: • Many programs and services exist already within the County; however, some are full or waitlisted NO • Community agencies are interested in offering more programming, but are restricted due to space limitations and funding • Older adults are interested in programming and services that cater to their needs; however, many are unaware of what is available • Top programming types are consistent including fitness, sport, and leisure • Traditional daytime programming is preferred • The majority of older adults prefer higher intensity activities; however, stakeholders state their clients prefer lower intensity activities • Accessibility factors are important for seniors to ensure inclusion • An activity guide with a list of programming and services for older adults that is accessible online and in print format appeals to the majority of seniors surveyed 4 IIP iro ira irn S u irr n a it Through the e-scan, several program summaries were examined and compared to the existing program inventory for Elgin County. A data analysis was then conducted to determine gaps in the current program mix in Elgin County, which are indicated in Table 9. Table 9: Programming Gap Analysis and Proposed Programming and/or Partnerships Gap Proposed Programming and/or Partnerships Not enough fitness and sport programming Work with partner organizations to apply for grants or tailored to the needs of active older adults sponsorships to increase fitness programs and resources, such as benches. Determine if free space can be provided to community partners in new locations for popular programs. Explore virtual programming and promotion. Lack of unstructured programs to increase Cross -promote existing free offerings across the social time and connections county and in St. Thomas. Encourage peer -led initiatives and projects. Need for new outreach strategies to engage Work with community partners support outreach in socially isolated older adults areas of high need. Contribute to a program/leisure guide in collaboration with City of St. Thomas. Need for more respite programs for Work with partner organizations to identify resources caregivers and adults with complex needs needed to expand offerings. Based on the program summary gap analysis, Table 10 shows a new program roster that includes suggested activities, potential locations, and partnerships in alignment with the deliverables of this study, as well as the possible duration. Table 10: Suggested Program Roster Suggested Program Location Partner/Provider Duration rc Book Club in a Bag Elgin County Elgin County Libraries and local 1x per month Libraries service clubs Intergenerational Throughout County St. Thomas -Elgin EarlyON 1x per month programming Virtual respite Online/phone Adult Day Program, health Monthly; on - support group organizations going Seniors' Centre By Phone Coordinated with St. Thomas Daily; On - Without Walls Seniors' Centre going (trivia, bingo, talks) SMART Exercise and Underserved VON Weekly; On - Falls Prevention locations going Trail walking group Outdoors (Joe Coordinated with St. Thomas Seniors Weekly; Thornton Centre in Centre and local walking groups Seasonal St. Thomas when raining) Older Adult 55+ Aylmer Family Pool; YWCA Day time, Swimming West Elgin Weekly; Community Pool Seasonal Based on the cumulative key findings, a seasonal program guide specifically for older adults 55+ that includes programs in St. Thomas and Elgin County is an ideal approach, with sections for each municipality. A large font and pictures should be used to make the guide visually accessible for the target audience. The guide should also be made available in both digital and paper -based formats with distribution through the City and County websites as well as locations frequented by older adults (St. Thomas Seniors' Centre, libraries, community organizations, etc.). Advertisements can be included to highlight relevant businesses and offset the cost of the publication. A sample program guide is provided in Appendix H. IFuture CoIr"ddeIratiar"na Future considerations for the County include how to maximize awareness and participation in programs while better utilizing existing resources. Almost all rural counties reviewed in the e- scan had at least one seniors' centre located in a population centre in the county. Understanding how seniors' centres impact the regional programming mix is important because many (including the St. Thomas Seniors' Centre) receive stable annual funding to address policy priorities among the older adult population not just in the city/town itself, but also in the surrounding area. Furthermore, the older adult survey indicated that some County residents are already members at the St. Thomas Seniors' Centre. Table 11 identifies the number of older 77 adult survey respondents who indicated they were a member of the St. Thomas Seniors' Centre. Table 11: Survey Respondents Who Are Members of the St. Thomas Seniors' Centre by Municipality Municipality Number of Members Bayham 0 Central Elgin 18 Dutton/Dunwich 0 Malahide (including Aylmer) 2 Southwold 1 West Elgin 2 Expansion of seniors' centre offerings to rural residents or through rural -based programming is also supported in research by the Older Adult Centres' Association of Ontario (OACAO). Key findings include: • 58% of older adult centres in Ontario are already serving rural dwelling seniors • Virtual programming is becoming increasingly popular through the Seniors Centre Without Walls program offered by many seniors' centres across the province • Seniors' centres identified rural older adults as a key target audience to grow membership • Most centres offer fully accessible spaces (including the St. Thomas Seniors' Centre), which can be difficult to find in rural communities with older facilities Table 12 highlights key attributes of the seniors' centres identified in the e-scan. Table 12: Attributes of Seniors' Centres in Rural Counties County Seniors' Centre in Governance Partnerships (Location of the County Model Seniors' Centre) Elgin County St. Thomas Independent, Private rentals (St. Thomas) Seniors' Centre nonprofit (see St. Thomas report for hub model recommendations) Grey County Active Lifestyles Independent, Runs Seniors Ask phone service to (Owen Sound) Centre Grey -Bruce nonprofit connect seniors with resources across the county Huron County The MacKay Independent, Runs Seniors Centre Without Walls (Goderich) Centre for Seniors nonprofit Dufferin County Orangeville & Independent, Private rentals (Orangeville) District Senior nonprofit Citizens Centre 78 King County, NB Sussex and Area Independent, None Seniors Centre nonprofit Hampton Senior Independent, Partners with Rotary Club of Hampton Resource Centre nonprofit for events Colchester Millbrook Seniors Independent, Hub model — Operated by Millbrook County, NS Centre nonprofit First Nations and used by other community organizations The table shows that all seniors' centres reviewed operate as independent, non-profit entities, which aligns with OACAO findings that the majority (70%) of centres across the province have a non-profit governance structure with a board of directors, rather than as municipal entities overseen by the lower -tier governments (see OACAO, 2020). In the parallel older adult review conducted in St. Thomas, a new'hub model' approach was recommended for the St. Thomas Seniors' Centre to increase community partnerships and cross -promotion of programs. A facility name change was also recommended to be more inclusive of the diverse population the centre serves. Rather than simply encouraging County residents to access programs in St. Thomas, a partnership that utilizes County strengths would be more beneficial for all. For example, the proposed roster of programming suggests an outdoor walking group that is organized in partnership with the St. Thomas Seniors' Centre could draw members out to green spaces throughout the County. This aligns with the new hiking group initiative in West Elgin. Additionally, many seniors' centres offer bus trips paid for by members to cultural events, festivals, shopping destinations, or other excursions. Organizing trips to locations in the County could benefit local businesses and raise awareness of other County assets. S r..j rn rn a ry A partnership between Elgin County and the St. Thomas Seniors' Centre under the proposed hub model could be mutually beneficial given the access the seniors' centre has to the target demographic and to maximize resources across the regional programming and funding landscape. Potential areas for synergy include: • Cross -promotion of programs and events to increase County program registration • Participation in St. Thomas Seniors' Centre committees to promote information sharing and improved system navigation • Use of technology and virtual programming to reach isolated older adults in the County • Coordination of bus trips to locations or events in the County • Collaboration on grants available to seniors' centres that target rural older adults r*; 6,, Facihty D et e it irrd in a t i an The location and density of program facilities were analyzed using the program inventory and the survey responses to better understand how geographic context impact program choices and access. The geographic context of Elgin County is an additional factor to consider in program planning for the following reasons: • Lack of transportation is a barrier to accessing programs in the County • The linear shape of the County results in long distances between communities on the west and east ends • The number and percentage share of the older adult population varies in each Local Municipality • New recreation investment typically targets children and families (such as playground equipment, skate parks, and splash pads) • Elgin County residents may travel to access programs or facilities in nearby urban centres, such as St. Thomas, London and Tillsonburg • Conversely, urban dwellers across southwestern Ontario may travel to Elgin County for specific types of recreation and leisure activities, such as hiking, agricultural education, and water activities • Urban sprawl in St. Thomas has resulted in greater fluidity of county residents utilizing St. Thomas programs and vice versa, especially for Southwold and Central Elgin residents Nr..jrnber of Progrars> an(] Progr.arn V.ocalion Maps The number of programs in the program inventory per Local Municipal Partner in comparison to the number of older adults 55+ are shown in Table 13. Table 13: Programs from the Elgin County Inventory and Older Adult Population by Municipality Municipality Programs Older Adult Population Aylmer 21 2770 Bayham 5 2268 Central Elgin 18 5519 Dutton/Dunwich 13 1530 Malahide 3 2676 Southwold 6 1685 West Elgin 33 2241 80 The location of programs in the county according to the program inventory were mapped as show in Figure 4 and Figure 5. Figure 4: Heat Map of Program Locations in Elgin County & St. Thomas Figure 5: Map of Program Locations by Local Municipal Partner in Elgin County ... rl �w,.����,� strotlrrot�-f:: r3,tiu� _ �,.,,� du xtaeci ,ate a CIA, w L,bUA, PWtln¢ton TJ —Ilv� boDir-9 .dr"" Flo The key geographic findings include: • The highest number of programs occurred or were run out of West Elgin (33), Aylmer (21) and Central Elgin (18), respectively • The fewest programs were found in Malahide (3), Bayham (5) and Southwold (6) 81 • In the west end of the County, programs are concentrated in Rodney and West Lorne • In the east end of the County, programs were concentrated in Aylmer • The largest number of older adults per Local Municipal Partner are located in Central Elgin and these individuals have access to programs in many communities, including St. Thomas, Port Stanley and Union (transportation barriers not withstanding) • Aside from public libraries, communities in Bayham lack access to programming Program and facilities listings for other age groups (such as EarlyON early years programming) were reviewed to identify additional spaces across the County that could be used to offer programs or offered to community partners to expand offerings, as shown below in Table 14. Table 14: Additional Program Locations and Facilities in Elgin County Bayham Central Elgin Dutton/ Malahide & Southwold West Elgin Dunwich Aylmer Corinth Lawton Park Buttermilk Bog Steen Park Fingal Heritage West Elgin Community (Union) (Dutton) (Aylmer) Park Nature Park *vine maze, *trails *arboretum *accessible Reserve (Brownsville) arboretum walking trail (WestLorne) *green space *organized nature walks Vienna Turvey Park Sons of Aylmer Fingal Wildlife Joe's Bush Community (Lynhurst) Scotland Park Wildlife Management (Rodney) Centre *pickleball Trail (Dutton) Management Area *hiking trails *hall with *trails Area *interpretive kitchen *hiking trails trails Straffordville Little Creek South Dunwich South Southwold Miller Park Park & Park (Port Hall Dorchester Earthworks (West Lorne) Community Stanley) (Wallacetown) Community Natural *lawn bowling Centre *outdoor *hall with Hall Green Historical Site *hall, green fitness kitchen, Space *free, open to space equipment horseshoes (Springfield) the public *walking path Wind Energy Lake Erie Wonnacot Port Glasgow Outdoor Kiosk Salmon & Park (Port Trailer Park (Port Burwell) Trout Club Bruce) *municipally - *interpretive (Port Stanley) *pavilion owned trail *8 acres open recreation hall to the public Through analyzing the facility data with the results from the older adult survey and secondary research, the key recommendations of the facility determination are: • Virtual and telephone programming should be explored 82 • Opportunities to support community organizations in need of free space should be explored, including venues that did not appear in the program inventory T, OutiteactIIMefl'mdo�o&s Survey results indicated that increased outreach should be a key area of focus, including cross - promotion of activities among Local Municipalities and St. Thomas. The development of the program guide is one best practice to achieve this goal as 95% of survey respondents were interested in this resource. Additional outreach methodologies were examined to discover how organizations can best use resources to share information about program offerings, how older adults seek out program information, and how to reach socially isolated older adults who do not actively seek out program information. The customer decision funnel (used as a best practice in marketing management) helps illustrate the five key stages of outreach best practices (awareness, consideration, conversion, loyalty, and advocacy) as shown in Figure 6. Figure 6: Customer Decision Funnel Table 15 shows the key findings related to each of the above stages of the funnel. Table 15: Key Findings of Each Stage of the Customer Decision Funnel Stage Key Findings in Elgin County Awareness System navigation between municipalities and a general lack of partnerships is resulting in a disjointed programming landscape that is hard for older adults to understand. Consideration Health and wellness benefits are important motivations to the older adults across Elgin County who are already active in programs. Some survey respondents indicated they are traveling to St. Thomas or London to access programs but they would support a comparable local option. 83 Conversion Streamlined registration instructions are needed that offer mix of in person, telephone, and online registration and payment options. Loyalty Elgin County older adults have a high degree of loyalty to local small businesses, organizations and venues. They would like to participate in more activities and unique experiences. Advocacy Word of mouth is the most popular strategy. No formal, community -based advocacy rewards systems exist. Table 16 identifies the key information and activities relevant to each stage with supplementary suggestions for socially isolated older adults. Table 16: Stages of the Customer Decision Funnel Applied to Programming Stage Key Information Key Activities Key Activities for Socially Isolated Older Adults Awareness Who — Target audience Distribute program Distribute information What —Topic of program guide; provide info on where individuals already Where - Venue website, social media, go (home, doctor's office, When — Day, time, frequency flyer; promote grocery store, basic needs referrals, word of services); set up volunteer - mouth led community champion program or phone service Consideration Why - Benefits to the Follow up on referrals; Use inclusive messaging; individual for attending online retargeting/ads; use clear signage in hard - How — How to mentor or buddy to find locations, establish register/participate program buddy system; help address barriers (transportation, finances, anxiety/nerves); Ask preferred registration method Conversion Confirmation - Event ticket, Clear verbal, written or Provide clear registration payment confirmation, proof digital confirmation and payment options, of RSVP confirmation and reminders Loyalty Gather feedback — On the Feedback forms after Personalized follow up; ask program, instruction, new program; Send emails for feedback; provide ideas or make phone calls snacks, offer loyalty card Personalization — Send directly; online with benefits/discounts to registration reminder, info on retargeting; offer local businesses, offer similar programs promotions popular programs Loyalty incentive — discount regularly to build habit Advocacy Reward incentive — Refer a Provide incentive Ask to participate on friend program information advisory committee or Give review/testimonial in program guide, offer informal ongoing online, at venue feedback, ask to be a mentor/buddy; ask how to make it more appealing and accessible 84 Summary The structure of recreation programming is fragmented in the County due to the nature of the lower -tier municipality system; therefore, clear communication and system navigation processes between the Local Municipalities and St. Thomas should be developed to help increase registration and participation. Specific strategies are needed to engage socially isolated adults and new registrants who may face barriers to participation but could benefit the most. The idea of a loyalty or rewards programs that encourages older adults to visit new locations throughout the County could be explored as research indicated County residents are keen to support local businesses and organizations. Examples of rural loyalty or rewards programs that could be adapted to recreation and leisure include: • Renfew County, ON — Six townships partnering to offer a "Rural Rewards" card. 10 purchases made local businesses entitles the individual to a monthly gift card draw. • "Island Comeback" (rural BC) - Gift card program sponsored by local economic development organizations to encourage patronage of local businesses impacted by COVID-19 The loyalty program could also be created in partnership with the St. Thomas Seniors' Centre to encourage participation from urban dwellers. Examples of seniors' or community centre loyalty programs include: • Qualicum Beach, BC - Membership at Qualicum Beach Seniors' Activity Centre entitles the member to discounts at local businesses and a ballot in the monthly draw for a Quality Foods gift card • West Vancouver, BC — The Silk Purse Art Centre membership card offers discounts on concert tickets, passes, and discounts at community partner organizations • Woodstock, ON —South Gate Centre membership card provides members with discounts at various local businesses Markeling Plan Results from the older adult survey indicate that older adults in Elgin County want to access program information using a combination of online and traditional marketing methods. Therefore, the Integrated Marketing Communications (IMC) approach, in which all communications consistently support a central message, is recommended. Using an integrated approach will also help with system navigation across municipalities. The central message could relate to one or more of the themes raised in the review, including: • Elgin County is age -friendly • Elgin County offers unique venues and outdoor programming that can't be found in the city • Programs are inclusive and available for all levels and interests 85 Table 17 shows how each marketing channel of the traditional IMC mix can be used to support the dissemination of program information, including local examples. Table 17: Integrated Marketing Communications (IMC) Mix for Programming Channel Key Activities Local Examples Digital Communication Use of websites, social media, County, municipality and township digital ads via Google and websites and social media, partner Facebook websites and social media accounts Traditional Advertising Use of ads in local newspapers, Villager publications, myFM, de Brigj radio radio, Elgin County Market, Elgin Life, etc Public Relations Promotion of new programs and Pitch story to local publications and facilities through earned media radio Sales Promotion Offering promotions to encourage Offer early bird registration rates or registration or attendance priority access for prior attendees or e-newsletter recipients Personal Selling Sharing program information on a Visitors to public library venues, one-on-one basis at venues and partner organizations, hub model in through partners St. Thomas, etc. Experiential Marketing Promotion of programs at Information and 15-min taster community festivals, information sessions at community events or on fairs, or through trials or 'pop up' a 'pop-up' basis events Direct Response Mailing information directly to Sending information with other city residents publications or mail, such as bills or seasonal items Summary Older adults in Elgin County prefer to access program information through both online and offline channels. While online methods became increasingly important during the COVID-19 pandemic, access to internet is inconsistent throughout the county; therefore, a diversified approach is needed. This is supported by research from Statistics Canada that indicates internet use among the 65+ population doubled between 2007 and 2016 from 32% to 68% and is particularly important for reaching older adults between 65-69 (Davidson & Schimmele, 2019). Marketing communications should focus on a central theme or message that can be shared across platforms and by different stakeholders. This will reduce fragmentation and promote a more inclusive approach to programming. In addition to specific program information, marketing content should promote the hub model including where older adults in Elgin County can go (online and offline) to learn more about the broader programming landscape. FIIr,4 l�ec,oIrriIrrieIrndatIoIr,ns After reviewing all key findings and summaries from each deliverable within this study, the final recommendations are as follows: E:i 1. Create diverse programming options, as outlined in the program roster, to meet the various needs and abilities of adults 75 plus due to increased population projections in Elgin County in the next 25 years. 2. Maintain promotion of fitness, sport, and leisure programs, and increase respite, social, and arts and culture programs. 3. Continue regular, daytime programming, but explore virtual programming (both online and via telephone) via partnership, such as with the St. Thomas Seniors' Centre. 4. Leverage the program inventory to develop new private and public partnerships and maintain the tool for referral and navigation purposes. 5. Strengthen Cross -County system navigation by convening an Older Adults Programs and Services Network made up of County stakeholders and older adults. 6. Identify resources that can be shared with community partners to enable new programs, such as indoor and outdoor spaces that can be made available for free. 7. Establish a partnership with the St. Thomas Seniors' Centre to cross -promote programming and develop new programs that align with older adult recreation interests and mutually benefit both parties. 8. Create a seasonal, activity guide for City of St. Thomas and Elgin County combined that focuses only on older adult 55+ programs and services, is available in larger font and accessible online and in print formats. 9. Develop an integrated marketing communications plan using a blend of traditional and digital strategies to increase awareness of older adult programs and services, focus on a centralize theme or messaging, and enhance participant engagement. 10. Consider a rural loyalty or rewards program that encourages St. Thomas and Elgin County older adult residents to try new activities located across the County. Next Steps Suggested steps for moving forward are the following: 1. Seek feedback and input from the Technical Working Committee and County and Municipal CAOs on the final report 2. Assess recommendations and determine top five priorities 3. Create an implementation plan and assign roles and responsibilities FANSHAWE CORPORATE TRAINING SOLUTIONS October 4, 2021 87 11"M ere irn Q e a Bedini, L. & Phoenix, T. (2001) Recreation Programs for Caregivers of Older Adults, Activities, Adaptation & Aging, 24:2, 17-34, DOI: 10.1300/J016v24n02_02 Caserta, M. & Lund, DA. (2003) Video Respite° in an Alzheimer's Care Center, Activities, Adaptation & Aging, 27:1, 13-28, DOI: 10.1300/J016v27n01_02 Cho, D., Post, J. and Kim, S.K. (2018), Comparison of passive and active leisure activities and life satisfaction with aging. Geriatr Gerontol Int, 18: 380-386. [,t,tp„s.,,./ u,, , g/„ , ,,,, /gg,u,, _31.,8 Campaign Research. (2020). Home Care Ontario Study. 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Census Profile, 2O16 Census, Elgin, County, Ontario [Data Tab|e]. 89 Iist of Apperdces Appendix A — List of Technical Working Committee (TWC) Members Appendix B — E-Scan Summary Appendix C — Program Inventory Gap and Comparative Analysis Appendix D — Demographics and Psychographics in Detail Appendix E — Community Stakeholder Survey & Results Appendix F — Older Adult Survey & Results Appendix G — Older Adult Survey Analysis Appendix H — Program Guide Sample L._IIst of TaNes Table 1: Facilities and Services Inventory of Comparable Communities in E-Scan Table 2: Comparison of Program Guides and Directories Table 3: Committee Interview Themes Table 4: Inventory Program Types and Examples Table 5: City of St. Thomas Program Inventory Legend Table 6: Elgin County Program Inventory Legend Table 6: Elgin County Community Profile Table 7: Senior Survey Suggested Program Improvements Table 9: Programming Gap Analysis and Proposed Programming and/or Partnerships Table 10: Suggested Program Roster Table 11: Survey Respondents Who Are Members of the St. Thomas Seniors' Centre by Municipality Table 12: Attributes of Seniors' Centres in Rural Counties Table 13: Programs from the Elgin County Inventory and Older Adult Population by Municipality Table 14: Additional Program Locations and Facilities in Elgin County Table 15: Key Findings of Each Stage of the Customer Decision Funnel Table 16: Stages of the Customer Decision Funnel Applied to Programming O Table 17: Integrated Marketing Communications (IMC) Mix for Programming Il ist of III i urea Figure 1: Program Timing (Day of the Week) - A comparison between the city of St. Thomas and Elgin County of the days of the week in which activities found in each program inventory are offered Figure 2: Projected Older Adult 55+ Population in Elgin County (2021-2046) - A graphic depiction of how the older adult (55+) population in Elgin County - including the city of St. Thomas - is expected to increase in the next 25 years between men, women and both groups combined. Figure 3: Age Pyramid of Elgin's Population, 2020 and 2046 (projected) -A pyramid -style graphic depicting the ages of men and women aged 0 to 90+. This visual shows the population of Elgin County - including the city of St. Thomas - by age in the year 2020 and the year 2046. Figure 4: Heat Map of Program Locations in Elgin County & St. Thomas -A heat map depicting the concentration of programs and services offered in areas around county and city, with warm colours showing a higher concentration and cool colours showing a lower concentration Figure 5: Map of Programs by Local Municipal Partner in Elgin County —A map depicting the program locations identified in the program inventory with a different colour used to differentiate each Local Municipal Partner Figure 6: Customer Decision Funnel - A funnel -style graphic depicting five stages of an outreach marketing strategy that focuses on the values customers consider when making decisions about service participation 02i Prugressive by Nature RECOMMENDATION: 1 REPORT TO COUNTY COUNCIL FROM: Julie Gonyou, Chief Administrative Officer DATE: November 2, 2021 SUBJECT: Increase in Billing Rate — County Prosecutor THAT Elgin County Council authorize an increase in the Billing Rate for the County Prosecutor to $155.00 per hour, effective January 1, 2022; and THAT the Chief Administrative Officer be directed to send notification of this increase to Elgin's Local Municipal Partners, the City of St. Thomas, and any other entity to whom prosecution services are rendered. INTRODUCTION: As of January 1, 2021, Council authorized an increase in the billing rate for the County Solicitor to $195.00 per hour. The 2021 Legal Services Memorandum of Understanding (MOU) was made effective on August 1, 2021, to accommodate the addition of a Senior Legal Counsel at a rate of $195.00 per hour. This MOU listed all then current billing rates for all members of the Elgin Legal Services Office, including the rate of $140.00 per hour for the County Prosecutor. The rate for the County Prosecutor was not increased in 2021 with the understanding that it would be increased in 2022. It is recommended that Council consider increasing the billing rate for the County Prosecutor to $155.00 per hour, exclusive of HST, not only in keeping with the existing pattern for rate adjustments but also to reflect the increased workload associated with the anticipated on -boarding of Part I II charges as of January 4, 2022. oil 2 FINANCIAL IMPLICATIONS: The billing rate for the County Prosecutor has not increased since January 1, 2020 and it is recommended that it be increased from $140.00 per hour to $155.00 per hour. ALIGNMENT WITH STRATEGIC PRIORITIES: Serving Elgin ® Ensuring alignment of current programs and services with community need. ❑ Exploring different ways of addressing community need. ❑ Engaging with our community and other stakeholders. Growing Elgin ❑ Planning for and facilitating commercial, industrial, residential, and agricultural growth ❑ Fostering a healthy environment. ❑ Enhancing quality of place. Investing in Elgin ❑ Ensuring we have the necessary tools, resources, and infrastructure to deliver programs and services now and in the future. ® Delivering mandated programs and services efficiently and effectively. Additional Comments: The Legal Services offered to Elgin's Local Municipal Partners aligns with the strategic plan, offering legal services at a rate much lower than private sector. LOCAL MUNICIPAL PARTNER IMPACT: Local Municipal Partners and the City of St. Thomas will be advised of any adjustments to billing rate for the County Prosecutor. COMMUNICATION REQUIREMENTS: Letters will be sent to Local Municipal Partners, the City of St. Thomas and any other entity to who prosecutorial services are rendered. ON 3 CONCLUSION: In keeping with the established pattern for increases in billing rates for members of the Elgin Legal Services Office and to recognize the increase in demands associated with the assumption of Part I II prosecution proceedings in 2022, it is recommended that County Council approve an increase in billing rate for the County Prosecutor to $155.00 per hour, effective January 1, 2022. All of which is Respectfully Submitted Julie Gonyou Chief Administrative Officer OM! Prug1ressive by Nature RECOMMENDATION: 1 REPORT TO COUNTY COUNCIL FROM: Julie Gonyou, Chief Administrative Officer DATE: November 3, 2021 SUBJECT: COVID-19 Emergency Team Planning — October Update THAT the November 3, 2021, report titled, "COVI D-19 Emergency Team Planning — October Update", submitted by the Chief Administrative Officer, be received and filed for information. INTRODUCTION: The purpose of this report is to provide Council with an update on the County's COVID-19 response. DISCUSSION: The Elgin County Administration Building is open to the public and appointments are not required. All visitors are screened at the main entrance upon arrival. The Emergency Management Team has ensured that all County facilities are "COVID-secure" and they have conducted risk assessments to ensure practical safety measures are in place. An updated Elgin County Safety Plan, which outlines all the steps that are being taken to ensure a safe office work environment, has been posted to the staff intranet. The Provincial Offences Administration office is open, and ticket payments can also be made online, by phone, or by mail. The Elgin County Archives and the Elgin County Heritage Centre are open for in -person services with strict COVID-19 safety protocols in place. All ten (10) Library Branches are open. With strict public health measures in place, all interior services such as computer use, photocopying, printing, collection browsing and circulation desk service are available with a 50% interior capacity. FINANCIAL IMPLICATIONS: Ongoing — See the attached Financial Services summary. OR 2 ALIGNMENT WITH STRATEGIC PRIORITIES: Serving Elgin ® Ensuring alignment of current programs and services with community need. ® Exploring different ways of addressing community need. ® Engaging with our community and other stakeholders. Growing Elgin ❑ Planning for and facilitating commercial, industrial, residential, and agricultural growth ® Fostering a healthy environment. ❑ Enhancing quality of place. LOCAL MUNICIPAL PARTNER IMPACT: Investing in Elgin ® Ensuring we have the necessary tools, resources, and infrastructure to deliver programs and services now and in the future. ® Delivering mandated programs and services efficiently and effectively. The Management Team continues to work with the County's Local Municipal Partners to address community needs. For more information on coordination with the local municipalities, see the attached "Emergency Management Team Planning Chart." COMMUNICATION REQUIREMENTS: The Emergency Management Team will continue to provide monthly updates to County Council. CONCLUSION: The Emergency Management Team continues to work together to ensure that essential County services and the COVID-19 response are properly resourced; to identify and manage resourcing and staffing issues; to support County Council, Municipal Partners, community and stakeholders; and to support staff to be well. The attached "COVID-19 Emergency Management Team Planning Chart" summarizes the County's COVID-19 response. 0z ,-h is Respectfully Submitted Julie Gonyou Chief Administrative Officer ON C. 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CORRESPONDENCE — November 9, 2021 Items for Consideration — (Attached) 1. CUPE Ontario with a letter regarding their concerns with OMERS' investment performance and asking Council to pass a motion calling for a third -party expert review of OMERS. 2. The Municipality of Dutton Dunwich with a letter requesting that the County of Elgin perform a study to determine the feasibility of a PXO on Currie Road near Mary Street in Dutton. 3. The Joint Accessibility Advisory Committee with a letter regarding accessible parking on Furnival Road in Rodney. "ly r PE �CF� 80 Commerce Valley Drive E, Suite 1 Markham, ON L3T 0132 . Phone: 905-739-9739 • Fax: 905-739-9740 ' Web: cupe.on.ca E-mail: info@cupe.on.ca Dear Elgin County Council: On behalf of CUPE Ontario's nearly 125,000 active members of the Ontario Municipal Employees Retirement System (OMERS), I am writing today to express our serious concerns with OMERS' investment performance. In 2020, OMERS posted a net loss 2.7%, representing three billion dollars in losses. This was during a year that comparable defined benefit pension plans and funds in Canada posted substantial investment gains. CUPE Ontario investigated further and tracked investment returns at OMERS for ten years. We found that OMERS has underperformed relative to other large pension plans and funds, as well as relative to its own benchmarks. We also found that OMERS no longer shares this critical information in their annual reporting, making it difficult for plan members to hold their investment managers accountable. Attached you will find a report detailing OMERS investment underperformance. Also attached, you will find the analysis of a third -party actuary (PBI Actuarial consultants) who confirmed that our reasoning and conclusions were sound. CUPE Ontario believes plan members and employers have the right to know why OMERS' investments have, over a ten-year period, underperformed other large defined benefit pension plans and funds. If OMERS had performed in line with the average large Canadian public pension plan, it would have a substantial, multi -billion -dollar surplus, versus the deficit it currently faces. Considering the significant impact such underperformance could have on plan members and on all sponsors who hold the liabilities of the plan, we are calling on OMERS to cooperate fully with an independent and transparent third -party review of its investment performance transparent and accountable to plan members, sponsors like CUPE Ontario, other unions, and employers like the Elgin County. We are hoping that the Elgin County Council will join our call for an independent expert review of OMERS. We are asking you, and other municipal councils across the province, to debate the following motion or to pass a similar motion calling for a third -party expert review of OMERS. The terms of such a review would need to be agreed upon by sponsors and they could explore whether reasonable costs could be funded from the plan. Fred Hahn PUBLIC SERVICES SAVE LIVES Candace Rennick President 117 Secretary -Treasurer We simply cannot afford another decade of investment returns so far below other pension plans and funds. We know that ensuring strong investment returns is a goal shared by employers like the Elgin County and by unions like CUPE. CUPE Ontario staff person Liam Bedard is available to answer any questions you may have. He can be reached at Ibedard(a)cupe.on.ca. All materials are available in French at cupe.on.ca/franca isomers. It's time for all of us to work together to #FixOMERS. Thank you, Fred Hahn President of CUPE Ontario Fred Hahn PUBLIC SERVICES SAVE LIVES President 118 Candace Rennick Secretary -Treasurer Proposed Motion — Independent Review of OMERS' Investment Performance 1. The Elgin County Council is calling for an immediate, comprehensive and independent third -party expert review of OMERS' investment performance and practices over the past ten years, conducted by the OMERS Pension Plan's sponsors and stakeholders. 2. Such a review would, at a minimum: a. Compare OMERS plan -level, and asset class -level performance to other comparable defined benefit pension plans and funds, OMERS internal benchmarks, and market -based benchmarks. b. Examine OMERS decision -making processes around the timing of various investment decisions. c. Assess the risk management policies and protocols that were in place and determine if they were followed and/or if they were sufficient to protect the plan from undue risk. d. Assess whether the disclosures provided to the OMERS Administrative and Sponsorship Boards were sufficient evidence to allow the Boards to respond appropriately and in a timely manner. e. Examine executive compensation, investment fees and investment costs at OMERS in comparison to other major defined benefit pension plans and funds. f. Examine other relevant issues identified by the third -party expert review. g. Make recommendations for changes at OMERS to ensure stronger returns moving forward. h. Issue their final report and recommendations in a timely manner. i. Publicly release its full report and recommendations to ensure that it is available to OMERS sponsors, stakeholders, and plan members. 3. The Elgin County Council further calls on the OMERS Administrative Corporation to: a. Provide all requested data, documentation and information required of the review panel to fulfill its mandate. b. Establish a step-by-step plan, with OMERS sponsors and stakeholders, to implement any recommendations set out in the review report. 119 1 PBlActuarlal Consultants Ltd. PB150te 1070, One Bentall Centre, 51105 Br.urrard 5treet, Borg 42, vaincouver, BC V7X 1M5 pbi@pWactuuaroal.c<a T 604-687- 015b t.604.687 8074 April 27, 2021 To: Fred Hahn, President CUPE Ontario CUPE Ontario From: Bradley Hough Subject: OMERS Performance Review Scope of review CUPE has asked PBI to review "CUPE Ontario Concerns With OMERS Investment Returns". PBI has reviewed the performance data, methods, and comparisons of OMERS with peer pension plans and funds in CUPE's report. The intention of our review is to determine: a) if comparisons made between the pension plans and funds and their respective benchmarks are reasonable; and b) if the analysis completed by CUPE supports the conclusions of their report. We have reviewed the performance comparisons in CUPE's report by reviewing public information provided by the plans and funds referenced. Statements of investment policies and procedures, actuarial valuation reports, annual reports and other governance documents were reviewed to add as much context around plan performance as possible with the public information available. Summary We conclude that the comparisons made by CUPE are reasonable and show that there is a significant gap in performance between OMERS and other comparable public pension plans and funds. In our opinion, public information is unable to fully explain the performance gap. More information is required to truly understand why performance is so different between OMERS and comparable public pension plans and funds. In our opinion, the comparisons and analysis in the report support CUPE's request for further review of performance. Review Is the choice of peer universe reasonable? CUPE has chosen a universe of large public sector defined benefit plans ("plans"), or public sector investment managers managing assets ("funds") including, but not exclusively, defined benefit pension plans. Scale gives public plans and funds a different opportunity set versus smaller private sector plans as a result of the size of assets and also investment opportunities. We therefore believe that CUPE's approach of focusing on a limited universe of public sector peers rather than a broader pension plan universe is reasonable and fair. Of the universe supplied, HOOPP, OTPP, BCMPP and LAPP are easier to directly compare given they are pension plans rather than funds; however, the public sector investment managers referenced by CUPE are still useful IN91 Fred Hahn, President CUPE Ontario CUPE Ontario April 27, 2021 Page 4 of performance and benchmarking methodology beyond the information made public. In our opinion this adds weight to CUPE's request for a review of performance. 5) OMERS 20-year return is not above its 20-year benchmark. We were unable to independently verify this point as the performance versus the benchmark was provided verbally to CUPE by OMERS and is not publicly available. rnnrincinnc The comparisons made by CUPE are high level and broad by the nature of information made public. However, we believe the comparisons are reasonable and that CUPE has chosen similar public plans and funds as practically possible. Overall, we believe the analysis is sufficient to conclude that OMERS investment performance in 2020 and longer term is significantly lower than other comparable plans. PBI would require considerably more information than made public on OMERS' total portfolio management approach, investment strategies, third party managers, asset mix policies, liquidity management approach and derivative positions to interpret performance. In our opinion, the comparisons made demonstrate that the longer -term performance gap between comparable peers is significant and supports CUPE's request for a further, more detailed review of performance beyond the information made public. Bradley Hough, FIA, ACIA, CAIA BH:jh U:\r000 1\0001\110\00\2021\D\cl.DOCX 121 IWA CUPE Ontario represents nearly half of the 289,000 active mernbers of the Ontario Municipal Employees Retirement System (OMERS) — the province's Defined Benefit (DB) pension plan for municipal, school board and certain other public sector workers. billions of dollars of losses over the year. This has prompted CUPE Ontario to examine how OMERS investments have performed compared to other 71aairge pension plans and funds. We have also looked at how OMERS has performe-dl against its own internal benchmarks. VVefind that [>k4ERSumde nceisnotaneworeahort-tennoroblern. Specifically, we find that: 1) OMERS longer -term performance has significantly lagged behind other large pension funds and plans, in periods both before and after 2020 results were in. 2) (}K4EKShas now fallen behind even some ofits own internal longer -term return benchnnarks—a troubling fact that, contrary to industry standards, ionot disclosed in(JK4ERSAnnual Report. Since investment returns fund the vast majority of pensions paid from the plan, returns are incredibly important to OB plan members. Lower investment returns may lead to nnernbem being asked to pay more into the plan, or could result in additional pressure for more benefit cuts. Despite requests, OMERShas not committed to anindependent, tramparent review of its investment decisions. CUPE Ontario feels these issues are so serious that a fully transparent expert review of OMERS investment strategies, returns, and internal performance assessment is urgently needed, This review should be conducted by the plan sponsors and stakeholders themselves (the risk -bearing par -ties to OMERS) and should be fully independent of OMERS staff, who have a clear conflict of interest in conducting a review of their own performance. We invite the other sponsor's of OMERS, including our employer counterparts and the broader Community Of us to conduct this review. 123 CUPE Ontario represents 125,000 plan members of the Ontario Municipal Employees Retirement System (OMERS). We ar&the largest sponsor in this defined benefit QB) pension plan that is — at least in theory — jointly -control led by plan sponsors like CUPE Ontario and other unions and employers. CUPE Ontario strongly believes that DB pension plans are the best way to provide a ID decent and secure retirement for our hard-working members. Large public sector DB plans like OMERS allow for an efficient pooling and sharing of costs and risks between WE CONTINUE employers and plan members. DB plans allow members to know what their pensions TO STRONGLY will be in retirement. This security is incredibly important for plan members. However, it 13ELIEVE THAT is not only retirees who benefit from good, secure pension benefits. DB pension plans DB PLANS ARE have been shown to have positive macroeconomic effects on the economy as a whole., A MODEL WORTH The concerns we raise in this report are not concerns with the DC model itself; we NOT ONLY continue to strongly believe that DB plans are a model worth not only defending, DEFENDING, but extending to all workers. FLIT EXTENDING For a number of years, we have been concerned with the lower level of OMERS pension TO ALL WORKERS. fund investment returns in comparison to those of other similar- plans. OMERS recently reported that the plan had a very bad year in 2020. This has led CUPE Ontario to perform a more in-depth examination of publicly -available annual reporting documents to determine how, in our view, OMERS is performing compared to the seven other large ($50 billion+) pension plans and funds in Canada,2 OMERS themselves refer to this club of large plans and funds as the "eight leading Canadian pension plan investment managers," and occasionally takes coordinated activity with thern.3 Conference Board of Canada, "Economic Impact of British Columbia's Public Sector Pension Plans," October 2013; Boston Consulting Group, "Measuring Impact of Canadian Pension Funds," October 2015; Ontario Teachers Pension Plan News Release, "New analysis confirms that defined benefit pensions provide significant benefits to Canadian economy," October 22, 2013, Unless otherwise specified, the data in this document has been compiled from publicly available annual reporting of the respective plans. With the exception of CDPQ, returns are as reported in these docurrients, and are net. CDPQ results were reported gross of some expenses, and have been reduced by 0.27o to best approximate a net return. Longer term periods are annualized, and are as reported by the respective plans. OMERS News Release, "CEOt of Eight Leading Canadian Pension Plan Investment Managers Call on Companies and Investors 3 to Help Drive Sustainable and Inclusive Economic Growth," November 25,2020. 124 .......... U= PERFORMANCE WAS IN 2020, THIS IS NOT A NEW OR A SHORT- TERM PROBLEM Due to their scale, these large pension plans and funds are able to invest in asset classes that are typically not available to smaller investors or individuals.. At the sam time, we acknowledge that these eight plans are not completely similar: they have their own governance structures, asset mixes, risk appetites, and reporting periods, of which are described in the public documents of the respective plans. However, w also acknowledge that many of these differences are the result of specific investmen decisions made by the respective plans and funds. We therefore believe that there i value in comparing the performance of this small set of large funds, particularly over longer -term periods, I In some cases, the pension funds above manage the investments of several pension plans (CDPQ, PSP, BCI, AIMCO are all such cases). In those cases, we look most closely at the returns at an individual plan level for the respective client plan that most closely compares to OMERS. We have also looked at how OMERS has performed against its own internal benchmarks. This review has resulted in some very troubling findings which suggest that, as bad as OMERS perforrnance was in 2020, this is not a new or a short-term problem. We found evidence that OMERS longer -term return performance has significantly lagged behind i fflii 1 11111111111111111111 1111M 0021 I M1 other large pension funds and plans. We also found that OMERS has now fallen behind ID even some of its own internal longer -term return benchmarks — a troubling fact that, contrary to industry standards, is not disclosed in OMERS Annual Report. I I�GHER INVESTMENT Investment results are incredibly important to DB plan members because compounded RETURNS WOULD returns typically fund the vast majority of the pensions that are eventually paid. OMERS indicates that investment returns are expected to fund approximately 70% of the HAVE BEEN pensions paid by the plan.4 When investment returns are insufficient, it can put upward BETTERM'E pressure on required contribution rates for both members and employers. Most other 0 S N plans have now returned to pension surpluses since the global financial crisis more f4EM13FRS, AND than a decade ago, but OMERS continues its long climb out of deficit. Contribution FOR OA4ERS levels were a central talking point from OMERS when plan decision -makers removed EMPLOYERS guaranteed indexation in 2020. And we expect that, in the months to come, OMERS will once again be looking to plan members to bear the burden of plan funding issues that are, in part, a result of these investment returns. Meanwhile other pension plans, who have had better returns, are currently holding significant surpluses, many have lower contribution rates and some are even improving pension benefits.' Higher investment returns would have been better for OMERS plan members, and for OMERS employers. Despite requestsb, OMERS has not committed to an independent, transparent review of its investment decisions. Any reviews that have taken place have been behind closed doors at OMERS and have not been shared with sponsors or described in any detail. While OMERS has outlined several investment policy changes it plans to make, its overriding message remains: "the fundamentals of our long-term strategy remain sound, and we will continue to advance that strategy."' t CUPE Ontario feels these issues are so serious that a fully transparent expert review of OMERS investment strategies, returns, and internal IF performance assessment is urgently needed. This review should be yI pp g conducted by the plan sponsors and stakeholders themselves (the risk- l�II F i�.��ii F AV �R,'4 i4 I:�: ����3 bearing parties to OMERS) and should be fully independent of OMERS XI' RI' R[1000 V � - ( )i ''[?!,; staff, who have a clear conflict of interest in conducting a review of their IN1 Nlt,li'lNk own performance. We invite the other sponsors of OMERS, including YR A Cnlr :';: our employer counterparts and the broader community of the plan's 11"TiW'1PN1`;, organizational stakeholders, to support this proposal and to work with 6,N M',1J?P4A1 us to conduct this review. a OMERS 2020 Annual Report, p. 2. s HOOPP News Release, "HOOPP posts 11.42% return in 2020, surpasses $100 billion in assets," March 31, 2021. CUPE Ontario Press Release, "We won't pay for the mistakes of OMERS executives," February 25, 2021. 1 OMERS 2020 Annual Report, p. 23. This was A HISTORIC ANNUAL ONDER- PERFORMAN(.".'E COMPARED TO BENCHMARK.S. Fol Our five principal findings are as follows: 1. CUPE Ontario's concerns go beyond one "difficult" year in 2020. OMERS 10-year annualized returns trailed those of the other major funds and plans before the COVID crisis hit. 12,0% 1 NM 8.0% &0% 4D% 2.0% U% HOOPP CPP1B* PSP* OTIPP CDPQ BC MPP LAPP OMERS *76 March 31, 2019, otherwise to Dec 31, 2019 SOUrce: Respective Anmial Reparls 2. OMERS 2020 investment performance was especially poor OMERS 2020 annual return (- 23%) fell far short of the plan's own benchmark for the year of +6.9%. This was a historic annual u nde rperforma rice compared to benchmarks. Other plans, however, have reported very strong annual returns for calendar year 2020: RBC Pension Plan Universe" RBC Investor &Treasury Services, "Canadian DB pensions post near double-digit returns despite historic, turbulent year," January 29, 2021. 127 1 U% 8.0% 6.0% 4D% 2,0% 0,0% I 11t i• r-+. u­ CDPQ BCI* PSP* OMERS �' lb March 31, 2020 otherwise Io Dec 31, 2020 1he chart above reports the Most recent available relurn inf()i nration for the iespective funds ana plans as disclosed in their annual reports, LAPP and BC MPP have yet to report their DCernber 31, 2020 results. AIMCO has also not full reported its 2020 results. Howevei; BC1 (the hwestment agent Y I Im for BC MPP and other BC public sector plans) has repo� tee its March 31, 2020, results and has been OMERS k0udec.f here. 1he chart can be updated as more plans report their 2020 investrnenf. returns, DOES NOT REPORT CLEAR 3. OMERS does not report comparisons of its annualized long-term returns COMPARISONS OF to its own benchmarks. THE PLAN'S LONG- Benchmarking is a common practice where an investment standard or goal is set, TERM ANNUALIZED against which actual plan returns are compared for ongoing assessment of investment RETURNS TO ITS performance. OMERS itself describes a benchmark as "a point of reference against CORRESPONDING which the performance of an investment is measured." Comparisons of returns vs. LONG-TERM benchmarks are typically done on a 1 -year basis, but it is very common for long-term BENCHMARKS. annualized comparisons to also be disclosed. Reporting these benchmarks is standard practice for pension plans and third -party investment managers. Even individual investment vehicles like mutual funds and ETFs typically provide details on how their performance compares to both annual and long-terrn benchmarks. The OMERS Administration Corporation (AC) sets OMERS benchmarks each year, as described in the "Performance Management" section of the OMERS investment policy document.10 OMERS Annual Reports describe how these benchmarks are constructed for each asset class. For many years, these reports stated that "Our goal is to earn stable returns that meet or exceed our benchmarks." OMERS Annual Reports compare OMERS single -year returns to the plan's single -year benchmarks.. However, in sections describing investment performance, OMERS does not report clear comparisons of the plan's long-term annualized returns to its corresponding long-term benchmarks. While the Annual Report does compare performance to the plans discount rate and a long-term return expectation set by the AC Board, it omits comparisons of the plan's long-term performance against their own long-term benchmarks. OMERS 2015 Annual Report, p, 13t OMERS "Statement of Investment Policies and Procedures - Primary Plan," January 1, 2021. PPV_ 128 li1 0 1r,"'ry1m, a, /Iii/Im �myv -0/0 IN THE ABSENCE OF LONGER -TERM COMPARATIVE DATA, STAKE- HOLDERS FACE SERIOUS OBSTACLES IN EVALUATING PERFORMANCE Tlas is DRAMATWALLY OUT OF STEP W#7H OTHER PENSION PLANS AND IS, IN OUR VIEW, A SE R100S LACK OF TRANSPARENCY FROM OMERS. W., OMERS believes that "paying pensions over decades means a long-term approach."" But in the absence of longer -term comparative data, stakeholders face serious obstacles in evaluating performance. A review of historical Annual Reports shows that OMERS had a longstanding practice of reporting these long-term comparisons, but OMERS stopped this reporting, without explanation, in 2013. This is dramatically out of step with other pension plans and is, in our view, a serious lack of transparency from OMERS. Does annual report compare annualized longer - term returns to YES Y S ITS "YES YI!,1111's YES YES N 0 corresponding benchmarks? The OMERS Statement of Investment Policies and Procedures states that "performance reporting is consistent with industry recognized practices. 1112 The OMERS Statement of Investment Beliefs says that "articulating our investment goals and performance measures helps ensure clear accountability"" We do not believe OMERS is meeting these standards of reporting and accountability on this point, 4. OMERS 5 and 10-Year Returns are now below OMERS own benchmarks for these periods. KM 4D% 2. No 0.0% ... 2ffYo 4.0% &0% -8,0% ..10,0% 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Soi irce: OM ERS 2020 Annua I ii ( 16n Year Fla Ian cia I Review, p, 142, OMERS News Release, "OMERS Reports 2020 Financial Results: paying pensions over decades means a long-term approach," February 25, 2021. OMERS "Statement of Investment Policies and Procedures," January 1, 2021. www.4Dri7ers.(:ogio/governance-maiival-policies- and-guidelines OMERS "Statement of Investment Beliefs," January 1, 2020. if i III lig, ill!! il� 11111111im lli lliiiilgl! 11 Iff 011111fild MEN MEMO No "I HE OYHER MAJOR PLANS AND FUNDS THAI HAVE RVIORYED 2020RES4 Us' HOWEVO?, ARE M I AHEAD OF THEM 'I O-YEAR BENCHMARKS AS ()F THEM MOST RECENT ANNUAI REPORTS. N MR "MrAfffimm MUM. WTINNEM Source: Returns from 0MERS2020 Annual Re;,-.)ort Annuafizedl...on9 Yerm benchroarks not referenced in Annual Report and were reporred verball,y to CUPE by OMERS on our request, The 5 and 10-year annualized benchmark figures above were not disclosed in the OMERS 2020 Annual Report, OMERS provided these numbers verbally to CUPE Ontario upon our request. Previous OMERS Annual Reports normally included a statement that "Our goal is to earn stable returns that meet or exceed our benchmarks,"14 This statement appears to have been struck from the 2020 Annual Report. We also note that, OMERS benchmarks are comparatively low over this period when examined alongs�cle other plans. We believe this is due to a different benchr-narking methodology for certain investments at OMERS compared to industry standards. The other major plans and funds that have reported 2020 results, however, are all ahead of their 10-year benchmarks as of their most recent annual reports, 17.0% 10.0% &0% &0% 4.0% 2.0% 0.0% OMERS OTPP HOOPP BC1* CDPQ PSP* CPPIB* "Vo March 31,2020othenwiso to L)ec 31,2_02.0 14 2010 Annual Report p. 27; 2011 Annual Report p. 25; 2012 Annual Report p. 23 2013 Annual Report p. 22; 2014 Annual Report p 12; 2015 Annual Report p. 9; 2016 Annual Report p. 33; 2017 Annual Report p. 33; 2018 Annual Report p. 33; 2019 Annual Report 2020 Annual Report N/A. 116191 '"' The impact on OMERS of these longer -term below -benchmark returns has been significant. The difference of 0.6% between OMERS actual annualized 10-year investment returns of 6.7% and its benchmark of 7.3% has meant an absolute return H outcome that would have been roughly 6% higher after these 10 years (all other factors ACMEVED being equal). Even achieving just this benchmark return on an annualized 10 year basis THESE BE77ER would have resulted in an asset base of roughly $6 billion higher current plan assets.15 RESULT5, This better result would have brought OMERS reported funding level into surplus. THE "LAN This difference is even greater if we were to compare the impact of OMERS investment WOULD O performance to that of any of these other large plans. For example, had OMERS HOLD'VERY achieved the actual 10-year annualized returns of the OTPP of 9.3% (just below the BSTAN AL average of the other six plans listed above), the OMERS asset base would now be SURPLUS. (all other factors being equal) approximately 27% higher than OMERS actual asset level. In dollar -value terms, this difference represents roughly $28 billion more in assets after the 10-year period from 2011 to 2020. Had OMERS achieved these better results, the plan would now hold a very substantial surplus. S. OMERS 20-year return is not above its 20-year benchmark. Upon request from CUPE Ontario, OMERS also verbally disclosed that its 20-year return is equal to its 20-year benchmark of 6%. In our view, it is troubling that the plan has not outperformed its benchmark over this long period, and that this comparison is also not disclosed in OMERS annual reporting. The alternative scenarios for investment performance results outlined in this section are necessarily approximate as they are based on data that is made publicly available by OMERS, and were generated using the reported OMERS asset base as at 10 December 31, 2010 of $53.3 billion. %7%%%/c';ii i i;% iiiii a%i% //// n ' % i% 1 / %%% ' 1165 CUPE Ontario has serious concerns with OMERS investment performance, and with what we believe is a troubling lack of transparency about these issues. In our view, these issues cannot be dismissed as a one-year problem. We anticipate that these long-term, below -benchmark investment returns are very likely to lead directly to yet another round of proposals to reduce pension benefits payable to current actives and future retirees. OMERS has already eliminated the guarantee of THESEISSUES indexation of pension benefits for service after 2022, and OMERS management has CANNOT BE indicated it will be examining further changes in plan design. OMERS has recently DISMISSED AS stated in writing to CUPE that "the OMERS pension plan has been facing sustainability A ONE-YEAR issues for some time now and the investment results of 2020 have amplified the need to PROBLEM. address those issues," At the recent 2021 OMERS AGM, OMERS Sponsors Corporation CEO Michael Rolland stated that "There are no guarantees as to what decisions we will have to make based on our performance. Jt's a long term performance we need to look at ... the results of 2020 did have an impact...and that's why we're taking a look at it." CUPE Ontario is the largest sponsor representing plan members in OMERS, with over 125,000 active members in the plan. It is true that CUPE Ontario appoints representatives to both the OMERS Administrative Corporation and the OMERS WE ANTICIPATE Sponsors Corporation. However, because of restrictive confidentiality rules at both THAT THESE LONG- boards, our representatives are unable to keep CUPE Ontario fully -informed about what TERM, BELOW- is really happening at OMERS governing boards, and the decisions that are being made BENCHMARK about our members' hard-earned retirement savings. We do not believe this is how INVESTMENT well -governed jointly sponsored pension plans are supposed to function. The result is RETURNS ARE VERY that we feel that we are a plan sponsor in name only. Our members are not being well - served by a structure that effectively cuts them out of playing the oversight function LIKELY TO LEAD they should over their pension plan. DIRECTLY TO YET ANOTHER ROUND OF PROPOSALS TO REDUCE PENSION BENEFITS PAYABLE TO CURRENT ACTIVES AND FUTURE RETIREES. a These barriers will not stop CUPE Ontario from doing everything we can to ensure these ID concerns about OMERS investment performance are addressed. Based on their public comments to date, we are not confident that OMERS management itself has taken, or E ARE N01 is planning to take, sufficient steps to critically examine its own performance, nor are we c:Oa MENT confident that plan members or sponsors and organizational stakeholders will receive THAT CfW ERS a transparent reporting of any such review. MANAGEMENT mI I�AS TAKEN, Therefore, CUPE Ontario is calling on other plan sponsors from both sides of the table to work with us to commission a fully transparent 1.0 T KE, and independent expert review of the investment program at OMERS. SUFFU ENT STEPS This review should be conducted in the open by the sponsors and T RTK",ALLY stakeholders themselves, and not behind closed doors at OMERS. XAMNw ITS OWN Ensuring our pension returns are as strong as they can be is not a PERFORMANCE. partisan issue, nor is it an issue that the member and employer side of the table should have a difference of opinion on. We want to work with other OMERS sponsors and stakeholders to address these issues for the good of all OMERS members. .fi)f1S(';' A'F I ll,'i` 'ri..�\J 611, F,i"i Nll'(r Itt �r (" F ('tf /'Jf f_ [off A f111 : rr'J sA' rr U"Ur_'N' % ^'� I' E p r 1:' )' TRA, E i o.�'rF 12 133 O u Municipality of D'utto U D'unwiC October 29, 2021 County of Elgin 450 Sunset Drive St. Thomas, On N5R 5V1 Attention: County Council iC r IIIatIII ii ii C' III" i III CIII'i IIIof, uttaI II Dear Warden and members of County Council Re: Currie Road You will find attached a copy of a resolution passed by the Council of the Municipality of Dutton Dunwich requesting the County of Elgin to have County staff perform a study to determine the feasibility of a PXO on Currie Road near Mary Street in Dutton. Thank you for your consideration in these matters. Yours truly, Murray Wickerson, CRS-I Manager of Roads and Facilities Municipality of Dutton Dunwich, 199 Currie Road, Dutton ON NOL 1J0 Tel. 519-762-2204 Fax. 519-762-2278 Website. www,duiff.21"i lLa.1!."] ir:l� ,oirn,ca. 134 i COUNCIL RESOLUTION Wednesday, October 27, 2021 Moved by: Hentz Seconded by: __Cornei C) Res: 2021.20. 05 THAT the Council of the Municipality of Dutton Dunwich receives the report of the Manager of Roads and Facilities titled "Currie Road Crosswalk", dated October 27, 2021 for information; and THAT Council directs staff to send a formal request from Council to the County of Elgin Council for a crosswalk on Currie Road near Mary Street. Recorded Vote P. Corneil A. Drouillard K. Loveland M. Hentz B. Purcell - Mayor Yeas Nays _x _x _x _x _x CARRIED: 771 Mayor DEFEATED: Mayor u .� 14- .' i . Elgin County Council 450 Sunset Drive, St. Thomas ON N5R 5V1 Re: Accessible Parking on Furnival Road in Rodney Dear Warden Marks and Elgin County Council, At its meeting held on October 20, 2021 the Joint Accessibility Advisory Committee passed the following resolution: "RESOLVED THAT the County of Elgin consult with the Municipality of West Elgin for the designation of two accessible parking spaces in downtown Rodney and consider all feedback on placement and design from the Joint Accessibility Advisory Committee." In consultation with the Elgin County/Central Elgin Joint Accessibility Advisory Committee (JAAC), it was determined that two (2) accessible parking spaces were warranted in downtown Rodney. Furnival Road is too narrow to accommodate appropriately sized accessible parking spaces; therefore, the Committee is requesting that the County of Elgin consult with the Municipality of West Elgin to determine if these accessible spaces can be located on adjacent local roads near the downtown core. We would like to thank you in advance for your efforts to ensure that our communities are accessible for all residents. Sincerely, Doug Mayer Chair, Joint Accessibility Advisory Committee IKZI CORRESPONDENCE — November 9, 2021 Items for Information — (Attached) MPP Yurek with an announcement regarding the expansion of community paramedicine for long-term care in Elgin County. 2. County of Elgin Homes with their November 2021 Newsletter. 3. County of Elgin with an invitation for their Housing and Homeslessness Forum. IBy/ JEFF YUREK, MPP ANNOUNCES EXPANDED COMMUNITY PARAMEDICINE FOR LONG-TERM CARE PROGRAM IN ELGIN COUNTY Published on October 22, 2021 ELGIN COUNTY —Jeff Yurek, MPP is pleased to announce an expansion of the province's Community Paramedicine for Long -Term Care program to Elgin County. The program was first piloted across five communities in October 2020. It is fully funded by the provincial government and already operational across 33 Ontario communities, with Elgin among 22 new communities. "The government is fixing Ontario's long-term care system and improving the care seniors receive is a key part of its plan," said Jeff Yurek, MPP of Elgin -Middlesex -London. "The expansion of the Community Paramedicine for Long -Term Care program to Elgin County will support local seniors by providing them high -quality care when and where they need in their own homes, while they wait for a bed in long-term care." The program works alongside primary care and home and community care to provide the following services to eligible seniors: Access to health services 24-7, through in -home and remote methods, such as online supports; Non -emergency home visits and in -home testing procedures; • Ongoing monitoring of vital signs to prevent escalation of chronic medical conditions; and Assessments, referrals, diagnostic procedures, and point -of care testing. Early feedback from participating communities indicates reduction in rates of hospital admissions and an increased integration with primary care. The program is fully funded by the provincial government and is operated in partnership with municipalities and District Social Services Administration Boards. QUICK FACTS As of June 2021, more than 38,000 people were on the waitlist to access a long-term care bed in Ontario. • In December 2020, Ontario launched the long-term care Sty-affi.n„g f j_ra 1, which centers around the province's commitment of delivering an average of four hours of care per resident per day. To meet this commitment, the government is investing $4.9 billion over the next four years to help create 27,000 new positions for PSWs and nurses in 138 long-term care. This funding will also support a 20 per cent increase in direct care time by allied health professionals including physiotherapists and social workers over the next two years. • a: G,C�,„g ,f ,�.ri , also responds to recommendations from j„I,�,s,;tic;e The long-term care „ Gill ese's Public:......1ng..ju.r Rep��rt ��:i the afet�r and ��cu.rity of Resider -its u�I....:the Lo .n - I err-n Car Floc-n.es stern and recommendations from 0.nt.ario .'s Loa: _...I..err—n Care C OVID-1.9 C;irrrr„us„su1, in addition to submissions from key long-term care organizations and other partners. Additional Resources: Ontario Launches Innovative Solution to Im ��ae��W L�a:I _...I..err—n Care ......................................................................................................................................................................................................................................................................................................p...........................................................g............................................................................ 0ntari.o Ex a:I : s I xustu:� C: amm:.�ni "a am W,�: lci.ne� Pro rams tea Loa: _...I..err—n Care ........................................................................ p................................................................................ g.............................................................................y............................................................................................................................ g................................................................................. g............................................................................ Visit Ontario's vue_bsiteI, to learn more about how the province continues to protect Ontarians from COVID-19. Share 0011111 � �, Jeff,,, „Lflr, , llk,�,,,,,, 11 l,,, l�,)„If) Constituency: 750 Talbot Street, Suite 201 St. Thomas, ON N5P 1E2 Phone: 519-631-0666 Toll -Free: 1-800-265-7638 Fax: 519-631-9478 f61*7 NOVEMBER 2021 ,. „ '. ,, Service Elgin-Manor IR IE „1„ II IR IE IM IE IN „I„ A IN IN 0 U IN C IE IM IE IN „T„ After many years as an attending physician for Elgin Manor residents, Dr. Kenneth Morrison has announced his retirement effective October 31, 2021. Elgin Manor and the County of Elgin Homes thank Dr. Morrison for his years of service and wish him all the best in his retirement! We are pleased to advise that Dr. Brendan Boyd will be joining Dr. Derek Vaughan to provide medical services for Elgin Manor residents. Dr. Boyd has long-term care home and seniors care experience and is very excited to join the Elgin Manor team. He will be meeting with staff and residents over the next few weeks to provide medical services. Please be assured that there will be no break in medical services for Elgin Manor residents. ICto] 0..0 IP 11) A" ' 11!P.11) G 0..0 II 11) A IN CIE.. IFOR IF0..UIL.IL.Y VACCIIIINA"'IEII& 11IN11111V111110..UA1L n The new Ministry of Long -Term Care (MLTC) Guidance Document includes several critical updates: The Minister's Directive requires that all staff, students and volunteers, plus support workers provide proof that they have received all the required doses of a COVID-19 vaccine, or proof of valid medical contraindication, by November 15, 2021. ALL individuals, including visitors entering the Home, must be actively screened and tested according to the Minister's Directive relating to surveillance testing. In addition, general visitors and essential caregivers must follow public health guidance, wear appropriate PPE when required and should be encouraged to maintain vigilance with practices such as hand hygiene. Effective October 15, 2021, Long-term care homes will be required to randomly test fully immunized individuals, including visitors, who enter a Long-term care home to aid in the early detection of possible breakthrough cases of COVID- 19. Homes have flexibility in how their facility determines the specific approach to testing; randomized testing (rapid antigen tests) must be completed weekly and not on the same day each week. Asses visit to view the domes November ,,.. fCS Y L. IM E P 114,,,. G II III - ST. T 14 1 S HOMELESSNESS SAVE THE DATE NOVEMBER 10, 2021 9:00 A.M. - 11:30 A.M. SAXONIA HALL - GERMAN CANADIAN CLUB, AYLMER HYBRID FORMAT (MEETING LINK TO FOLLOW) Featuring Guest Speaker Tim Welch, Tim Welch Consulting Inc., with the results of a recent study on housing and homelessness needs in Elgin County A i r STTH4MAS CLOSED MEETING AGENDA November 9, 2021 Staff Reports: 1) Chief Administrative Officer - Municipal Act Section 239 (2) (k) a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board - Purchasing. 2) Chief Administrative Officer - Municipal Act Section 239 (2) (k) a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board - Shared Services. 3) Chief Administrative Officer - Municipal Act Section 239 (2) (b) personal matters about an identifiable individual, including municipal or local board employees; (d) labour relations or employee negotiations - Organizational Update (VERBAL). 143