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TABLE OF CONTENTS
Orders — Tuesday, June 14, 2022.............................................................. 2
Elgin County Council Minutes — May 24, 2022............................................. 3
Elgin County Council Minutes — June 8, 2022............................................... 13
ReportsIndex........................................................................................ 16
Report—
Warden's Activity Report (May) and COVID-19 Update ......................
17
Report—
Procurement Activity Report (January 1, 2022 to March 31, 2022)........
20
Report
— Elgin/1342961 Ontario Inc. — Approval of Commercial Lease — Elgin
24
County
Administration Building (Suite 313/Storage Room 34)..........................
Report—
Elgin/Alzheimer Society Southwest Partners —Approval of Commercial
28
Lease —
Elgin County Administration Building (Suites 229,232, and 237-
1/Storage Room 344)..............................................................................
Report—
Welcome Home Video Campaign ...................................................
32
Report
— Transportation Master Plan — Road Rationalization .............................
36
Report
— 2022 Warden's Charity Golf Tournament .........................................
98
Report
— County of Elgin Cyber Incident......................................................
101
Report—
Fixing Long -Term Care Act, 2021 Phase 1 Regulations ......................
112
Report
— Council Action Plan and Staff Operational Plan .................................
119
Report—
Integrity Commissioner/Closed Meeting Investigator/Ombudsman
144
Services...............................................................................................
Correspondence — Items for Consideration.................................................. 149
Correspondence — Letter from Dutton & District Lions Non -Profit Housing Inc..... 150
Correspondence — Town of Aylmer Resolution — Fire Training and CEMC.......... 153
Correspondence — Town of Aylmer Resolution — Respecting Payments in Lieu.... 154
Correspondence — Township of Malahide Resolution — Ron McNeil Line............ 157
Correspondence — Township of Malahide Resolution — Official Plan Amendment 158
No. 20..................................................................................................
Correspondence — Items for Information...................................................... 160
Correspondence — Elder Abuse Elgin......................................................... 161
Correspondence — Community School Alliance Call for Nominations ................. 212
Closed Session Agenda — June 14, 2022..................................................... 214
By -Law 22-26 — Fees and Charges............................................................ 215
0
ORDERS OF THE DAY
For Tuesday, June 14, 2022, 9:00 A.M.
1St Meeting Called to Order
2°d Adoption of Minutes — May 24, 2022 and June 8, 2022
3rd Disclosure of Pecuniary Interest and the General Nature Thereof
4th Presenting Petitions, Presentations and Delegations
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
• AMO Conference Delegations
• Letter from Warden French to newly elected MPP
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:
Accessible formats available upon request.
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MINUTES
May 24, 2022
Page 1
May 24, 2022
Elgin County Council met this 24th day of May 2022 at the Elgin County Administration Building.
The meeting was held in -person.
Council Present: Warden Mary French
Deputy Warden Tom Marks
Councillor Duncan McPhail
Councillor Bob Purcell
Councillor Grant Jones
Councillor Sally Martyn
Councillor Dave Mennill
Councillor Dominique Giguere
Councillor Ed Ketchabaw
Staff Present: Julie Gonyou, Chief Administrative Officer
Brian Lima, General Manager of Engineering, Planning & Enterprise/Deputy
CAO
Michele Harris, Director of Homes and Seniors Services
Amy Thomson, Director of Human Resources
Jennifer Ford, Director of Financial Services
Stephanie Godby, Manager of Human Resources
Stephen Gibson, County Solicitor
Nicholas Loeb, Senior Counsel
Katherine Thompson, Manager of Administrative Services/Deputy Clerk
Jenna Fentie, Legislative Services Coordinator
Delany Leitch, Legislative Services Coordinator
1. CALL TO ORDER
The meeting convened at 9:00 a.m. with Warden French in the chair.
ADOPTION OF MINUTES
Moved by: Councillor Mennill
Seconded by: Councillor Jones
RESOLVED THAT the minutes of the meeting held on May 10, 2022 be adopted.
Motion Carried.
DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF
1► rem
4. PRESENTING PETITIONS, PRESENTATIONS AND DELEGATIONS
None.
5. COMMITTEE OF THE WHOLE
Moved by: Councillor Martyn
Seconded by: Councillor Purcell
RESOLVED THAT we do now move into Committee of the Whole Council.
Motion Carried.
Page 2
May 24, 2022
6. REPORTS OF COUNCIL, OUTSIDE BOARDS AND STAFF
6.1 Homes — Multi -Sector Service Accountabilitv Aareement (MSAA) — Schedule
F — Director of Homes and Seniors Services
The Director of Homes and Seniors Services presented the report recommending
that the Chief Administrative Officer be directed to sign the Multi -Sector Service
Accountability Agreement (MSAA) — Schedule F for the Period of April 1, 2021 to
March 31, 2022. The MSAA agreement is in place between the Corporation of the
County of Elgin and the Ontario Health West Region for adult day program services
at Bobier Villa and Terrace Lodge, and requires the submission of a signed annual
Declaration of Compliance — Schedule F.
Moved by: Councillor Ketchabaw
Seconded by: Councillor Giguere
RESOLVED THAT the report titled "Homes — Multi -Sector Service Accountability
Agreement (MSAA) — Schedule F" dated May 13, 2022 from the Director of Homes
and Seniors Services be received and filed; and
THAT Council authorize the Chief Administrative Officer to sign the "Multi -Sector
Service Accountability Agreement (MSAA) — Schedule F" for the period of April 1,
2021 — March 31, 2022.
Motion Carried.
6.2 Homes — Infection Control Policy 2.10 — Immunization — Staff COVID-19 and
Administration Policy 1.35 Visitors and Resident Absences During a
Pandemic — Director of Homes and Seniors Services
The Director of Homes and Seniors Services presented the report recommending
amendments to the Homes Administration Policy 1.35 — Visitors and Resident
Absences During a Pandemic, as well as a review and the continuation of the
Homes Infection Control Policy 2.10 — Immunization — Staff COVID-19.
Moved by: Deputy Warden Marks
Seconded by: Councillor Jones
RESOLVED THAT the report titled "Homes — Infection Control Policy 2.10 —
Immunization — Staff COVID-19 and Administration Policy 1.35 Visitors and
Resident Absences During a Pandemic" dated May 17, 2022 be received and filed;
and
THAT Council approve the amendments to the "Homes Administration Policy 1.35
Visitors and Resident Absences During a Pandemic" policy and the
review/continuation of the "Homes — Infection Control Policy 2.10 — Immunization —
Staff — COVID-19"; and
THAT staff be directed to provide an updated report to Council no later than ninety
(90) days time, including, but not limited to, such items as pandemic trends,
scientific/medical evidence, updated ministry and public health guidance, resident
and family council feedback, labour relations outcomes, and policy and procedure
revision recommendations.
Motion Carried.
6.3 Laundry and Linen Services for Elain Countv Homes — Contract Award —
Director of Homes and Seniors Services and Purchasina Coordinator
The Director of Homes and Seniors Services presented the report that provides
details on the Request for Proposal (RFP) for Laundry and Linen Services for the
County of Elgin's three (3) Long -Term Care Homes and seeks Council's approval
to award the contract.
Page 3
May 24, 2022
Moved by: Councillor Mennill
Seconded by: Deputy Warden Marks
RESOLVED THAT the contract for Laundry and Linen Services for Elgin County
Homes be awarded to Brite Healthcare Laundries/ProClean Canada for a two-
year term;and
THAT staff be authorized to extend the contract for an additional three (3) one-
year terms, in accordance with section 7.6 of the Procurement Policy, subject to
satisfactory performance during the initial two-year contract term; and
THAT the Warden and Chief Administrative Officer be authorized to sign the
contract.
Motion Carried.
6.4 New HR Policy: 2.170 Disconnecting from Work — Director of Human
Resources
The Director of Human Resources presented the report recommending the
approval of HR Policy 2.170 Disconnecting from Work as required through the
Provincial Government's passing of Bill 27 "Working for Workers Act, 2021 ".
Moved by: Councillor Jones
Seconded by: Councillor Giguere
RESOLVED THAT County Council approve HR Policy 2.170 Disconnecting from
Work; and
THAT the report titled "New HR Policy: 2.170 Disconnecting from Work" dated May
24, 2022 from the Director of Human Resources be received and filed.
Motion Carried.
6.5 Compensation and Pav Eauitv Review Final Report— Non -Union Staff
Council and Boards — Director of Human Resources and Manager of Human
Resources
Council deferred consideration of the Motion until after Closed session.
6.6 Council and Outside Boards Remuneration and Expenses — Director of
Financial Services
The Director of Financial Services presented the report outlining Council and
Outside Board remuneration and expenses paid in 2021.
Moved by: Councillor Mennill
Seconded by: Councillor Jones
RESOLVED THAT the report titled "Council and Outside Boards Remuneration and
Expenses" dated March 22, 2022 from the Senior Financial Analyst be received
and filed.
Motion Carried.
6.7 2021 Annual Report for Investments — Director of Financial Services
The Director of Financial Services presented the Annual Investment Report that is
required to be submitted according to Section 8 (1) of Ontario Regulation 438/97
issued under section 418(6) of the Municipal Act, 2001.
Moved by: Deputy Warden Marks
Seconded by: Councillor McPhail
Page 4
May 24, 2022
RESOLVED THAT the report titled "2021 Annual Report for Investments" dated
May 18, 2022 from the Director of Financial Services be received and filed.
Motion Carried.
6.8 2022 Tax Ratio and Tax Rate Amendments — Director of Financial Services
The Director of Financial Services presented the reported recommending an
amendment to the 2022 Budget By -Law in order to finalize the tax rates and ratios
for the 2022 Budget cycle.
Moved by: Councillor Ketchabaw
Seconded by: Councillor Purcell
RESOLVED THAT Schedules A and C of the previous 2022 Budget By -Law 22-15
be amended to reflect the revised 2022 tax rates for the Small -Scale On -Farm
Business second subclasses for the commercial and industrial property classes;
and
THAT the necessary amended 2022 Budget By -Law be read for approval.
Motion Carried.
6.9 Amendment to the Approved Format Telecommunications Equipment
Consent and Road User Agreement — Senior Counsel
The Senior Counsel presented the report recommending Council approve and
authorize an amendment to the approved format of the Telecommunications
Equipment Consent and Road User Agreement that is presented to
telecommunication service providers interested in providing services to Elgin
County.
Moved by: Councillor Mennill
Seconded by: Councillor Martyn
RESOLVED THAT the report titled "Amendment to the Approved Format
Telecommunications Equipment Consent and Road User Agreement" dated May
17, 2022 from the Senior Counsel be received and filed; and
THAT County Council approve, effective May 24, 2022, the Approved Format
Telecommunications Equipment Consent and Road User Agreement.
Motion Carried.
6.10 Agenda Management Software RFP — Protect Award — Manager of
Administrative Services/Deputy Clerk
The Manager of Administrative Services/Deputy Clerk presented the report seeking
Council's approval to award the contract for the provision of Agenda Management
Software.
Moved by: Councillor Jones
Seconded by: Councillor McPhail
RESOLVED THAT the provision of services associated with the Agenda
Management System, Request for Proposal 2022-P05 submission received from
eSCRIBE Software Ltd. in the amount of $25,900 (annual cost) be awarded; and
THAT the Warden and Chief Administrative Officer be authorized to sign the
supporting agreement.
Motion Carried.
Page 5
May 24, 2022
6.11 Elgin/Re:Public Urbanism — Amendment to Planning Services Agreement —
Expansion of Scope of Services — General Manager of Engineering, Planning
& Enterprise/Deputy CAO and County Solicitor
The General Manager of Engineering, Planning & Enterprise/Deputy CAO
presented the report recommending that Council amend the existing Planning
Service Agreement with Re:Public Urbanism to account for an expansion of the
Scope of Services to include planning services in relation to Land Severance
Applications and related processes and decision -making by the Elgin County Land
Division Committee.
Moved by: Councillor Jones
Seconded by: Councillor McPhail
RESOLVED THAT the report titled "Elgin/Re:Public Urbanism — Amendment to
Planning Services Agreement — Expansion of Scope of Services" dated May 17,
2022 from the General Manager of Engineering, Planning & Enterprise/Deputy
CAO and the County Solicitor be received and filed; and
THAT Elgin County Council approve an Amending Agreement to the Planning
Services Agreement with Re:Public Urbanism to expand the Scope of Services
contemplated herein to that set forth in Schedule 'A' hereto, and further thereto,
that Elgin County Council authorize the Warden and Chief Administrative Officer to
execute such Amending Agreement at the direction and under the guidance of the
County Solicitor.
Motion Carried.
6.12 Approval of the Malahide Official Plan Amendment 20 File No.: MA OPA-01-
22: Applicant: Township of Malahide — General Manager of Engineering,
Planning & Enterprise/Deputy CAO
The General Manager of Engineering, Planning & Enterprise/Deputy CAO
presented the report that provides Council with further information required to
consider granting approval to the Township of Malahide Official Plan Amendment
20.
Moved by: Councillor Mennill
Seconded by: Councillor Giguere
RESOLVED THAT the Council of the Corporation of the County of Elgin modify and
approve the Official Plan Amendment No. 20 to the Township of Malahide Official
Plan as adopted by By -Law 21-95; and
THAT staff be directed to provide notice of this decision in accordance with the
requirements of the Planning Act.
- Motion Carried.
6.13 Parkinq By -Law Amendment — Port Stanley — General Manager of
Engineering, Planning & Enterprise/Deputy CAO
The General Manager of Engineering, Planning & Enterprise/Deputy CAO
presented the report detailing the request received from the Municipality of Central
Elgin regarding the establishment of a two (2) hour parking time limit restriction
upon various County roads within the Village of Port Stanley, and recommends that
Council amend By -Law 20-05 to accommodate the request.
Moved by: Councillor Martyn
Seconded by: Councillor Jones
RESOLVED THAT the report titled "Parking By -Law Amendment — Port Stanley"
dated May 24, 2022 from the General Manager of Engineering, Planning &
Enterprise/Deputy CAO be received and filed; and
Page 6
May 24, 2022
THAT By -Law 20-05 "BEING a Consolidated By -Law for the Regulation of Traffic
including Parking on County Roads" be amended to establish two (2) hour limited
parking where parking is permitted within the following road sections:
- Bridge Street (CR #4) from the west property limits of Carlow Road to
the east limits of Colborne Street, being a distance of 290 metres.
- Colborne Street (CR #4) from the south limit of Bridge Street to the north
limit of Warren Street being a distance of 1,140 metres.
- Joseph Street (CR #23) from the east limits of Colborne Street to the
east limits of East Road being a distance of 280 metres.
Motion Carried.
6.14 Whites Station Operations Centre Antenna Communications Tower Structural
Inspection — General Manager of Engineering, Planning & Enterprise/Deputy
CAO
The General Manager of Engineering, Planning & Enterprise/Deputy CAO
presented the report that provides a summary of the recently completed structural
inspection undertaken on the County's Whites Station Operations Centre antenna
communication tower.
Moved by: Councillor Giguere
Seconded by: Councillor Jones
RESOLVED THAT the report titled "Whites Station Operations Centre Antenna
Communications Tower Structural Inspection" dated May 17, 2022 from the
General Manager of Engineering, Planning & Enterprise/Deputy CAO be received
and filed.
Motion Carried.
6.15 Request to Install Prohibiting Engine Brakes Signs —Village of Springfield —
General Manager of Engineering, Planning & Enterprise/Deputy CAO
The General Manager of Engineering, Planning & Enterprise/Deputy CAO
presented the report detailing the request received from the Township of Malahide
requesting truck traffic data on County roads within the Village of Springfield as well
as the installation of signage prohibiting truck engine brake use on the County
roads entering the Village of Springfield and the Hamlet of Lyons.
Moved by: Councillor Mennill
Seconded by: Councillor Jones
RESOLVED THAT the report titled "Request to Install Prohibiting Engine Brake
Signs — Village of Springfield" dated May 24, 2022 from the General Manager of
Engineering, Planning & Enterprise/Deputy CAO be received and filed.
Motion Carried.
6.16 Updated COVID-19 Measures — Chief Administrative Officer
The Chief Administrative Officer presented the report updating Council on current
COVID-19 protocols and health and safety measures in places at County facilities
(excluding Long -Term Care Homes).
Moved by: Councillor Martyn
Seconded by: Councillor Giguere
RESOLVED THAT the report titled "Updated COVID-19 Measures" dated May 17,
2022 from the Chief Administrative Officer be received and filed; and
Page 7
May 24, 2022
THAT County Council support the ongoing implementation of the COVID-19
Vaccination Verification Policy No. 8.390 for a minimum of 90 days.
Motion Carried.
COUNCIL CORRESPONDENCE
7.1 Items for Consideration
7.1.1 Letter from the Town of Aylmer and press release from the Aylmer-Malahide
Museum and Archives requesting consideration for a fundraising challenge
in support of the Aylmer— Malahide Museum and Archives' move to a new
facility.
Moved by: Councillor Giguere
Seconded by: Councillor Ketchabaw
RESOLVED THAT information regarding the Community Grant Program,
which is administered through the Rural Initiatives and Planning Advisory
Committee, be sent to the Town of Aylmer in response to their
correspondence.
Motion Carried.
7.1.2 Letter from the South Central Ontario Region Economic Development
Corporation (SCOR EDC) requesting a letter of support and financial
commitment to the revitalization of the Cayuga Sub Division Line.
Moved by: Councillor Purcell
Seconded by: Councillor Ketchabaw
RESOLVED THAT the Warden be directed to send a letter of support in
principle to for the shortline rail project to revitalize the Cayuga Subdivision
line, and
THAT staff be directed to prepare a follow-up report for presentation to the
Budget Committee regarding SCOR's request and including an analysis of
County infrastructure, and
THAT the Budget Committee, following its review of the report, prepare
recommendations for County Council's consideration.
Motion Carried.
OTHER BUSINESS
8.1 Statements/Inquiries by Members
Councillor Mennill — Request for Warden's consideration of hosting a summer 2022
Golf Tournament fundraiser.
Councillor Ketchabaw— Invitation to Edisonfest in Vienna on June 4, 2022.
8.2 Notice of Motion
None.
8.3 Matters of Urgency
None.
CLOSED MEETING ITEMS
Moved by: Councillor Mennill
Seconded by: Councillor Giguere
Page 8
May 24, 2022
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 board employees
— Organizational Update
In -Camera Item #2
(a) the security of the property of the municipality or local board — Security of Property
In -Camera Item #3
(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 — Financial
Services
- Motion Carried.
10. MOTION TO RISE AND REPORT
Moved by: Councillor McPhail
Seconded by: Councillor Jones
RESOLVED THAT we do now rise and report.
- Motion Carried.
In -Camera Item #1 — Organizational Update
Moved by: Councillor Purcell
Seconded by: Councillor McPhail
RESOLVED THAT staff proceed as directed.
- Motion Carried.
In -Camera Item #2 — Security of Property
Moved by: Councillor Ketchabaw
Seconded by: Deputy Warden Marks
RESOLVED THAT staff proceed as directed.
- Motion Carried.
In -Camera Item #3 — Financial Services
Moved by: Councillor Jones
Seconded by: Councillor Ketchabaw
RESOLVED THAT staff proceed as directed.
- Motion Carried.
11. REPORTS OF COUNCIL, OUTSIDE BOARDS AND STAFF - CONTINUED
11.1 Compensation and Pav Eau itv Review Final Report — Non -Union Staff
Council and Boards — Director of Human Resources and Manager of
Human Resources
The Manager of Human Resources presented the County of Elgin Non -Union
Market Review Final Report as prepared by Gallagher Benefit Services
10
Page 9
May 24, 2022
(Canada) Group Inc. Jane Mazinski from Gallagher Benefit Services (Canada)
Group Inc. also provided a brief presentation.
Moved by: Councillor Purcell
Seconded by: Councillor McPhail
RESOLVED THAT the report titled "Compensation and Pay Equity Review Final
Report — Non -Union Staff, Council, and Boards dated May 24, 2022 from the
Director of Human Resources and the Manager of Human Resources be
received and filed; and
THAT Council approve Option 1 as outlined in the County of Elgin Elected
Officials Remuneration Final Report; and
THAT Council approve the proposed 2022 adjusted salary grid for
implementation retroactive to January 1, 2022.
Motion Carried.
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Moved by: Deputy Warden Marks
Seconded by: Councillor Jones
RESOLVED THAT we do now adopt recommendations of the Committee of the Whole.
Motion Carried.
13. CONSIDERATION OF BY-LAWS
13.1 By -Law No. 22-22 — Amendment to Budget By -Law
BEING a By -Law to Amend By -Law No. 22-15 BEING a By -Law to Provide for the
Adoption of the 2022 Budget of the Corporation of the County of Elgin and to
Establish the 2022 Tax Ratios, and to Establish the 2022 Tax Rates for the County
Constituent Municipalities.
Moved by: Councillor Ketchabaw
Seconded by: Councillor Mennill
RESOLVED THAT By -Law No. 22-22 be now read a first, second and third time
and finally passed.
Motion Carried.
13.2 By -Law No. 22-23 — Parking By -Law Amendment
BEING a By -Law to Amend the Schedule to By -Law No. 20-05 BEING a
Consolidated By -Law for the Regulation of Traffic Including Parking on County
Roads.
Moved by: Councillor Martyn
Seconded by: Deputy Warden Marks
RESOLVED THAT By -Law No. 22-23 be now read a first, second and third time
and finally passed.
Motion Carried.
13.3 By -Law No. 22-24 — Confirming all Actions and Proceedings
BEING a By -Law to Confirm Proceedings of the Municipal Council of the
Corporation of the County of Elgin at the May 24, 2022 Meeting.
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Page 10
May 24, 2022
Moved by: Councillor Mennill
Seconded by: Councillor Jones
RESOLVED THAT By -Law No. 22-24 be now read a first, second and third time
and finally passed.
- Motion Carried.
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Moved by: Deputy Warden Marks
Seconded by: Councillor Ketchabaw
RESOLVED THAT we do now adjourn at 11:38 a.m. to meet again on June 14, 2022 at
9:00 a.m.
- Motion Carried.
Julie Gonyou, Mary French,
Chief Administrative Officer. Warden.
12
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ELGIN COUNTY COUNCIL
SPECIAL MEETING
MINUTES
Page 1
June 8, 2022
June 8, 2022
Elgin County Council met this 8 t h day of June 2022 at the Elgin County Administration Building.
The meeting was held in -person.
Council Present: Warden Mary French
Deputy Warden Tom Marks
Councillor Duncan McPhail
Councillor Bob Purcell
Councillor Grant Jones
Councillor Sally Martyn
Councillor Dave Mennill
Councillor Dominique Giguere
Councillor Ed Ketchabaw
Staff Present: Julie Gonyou, Chief Administrative Officer
Brian Lima, General Manager of Engineering, Planning & Enterprise/Deputy
CAO
Stephen Gibson, County Solicitor/Deputy Clerk
Nicholas Loeb, Senior Counsel
Katherine Thompson, Manager of Administrative Services/Deputy Clerk
Jenna Fentie, Legislative Services Coordinator
1. CALL TO ORDER
The meeting convened at 2:00 p.m. with Warden French in the chair.
2. ADOPTION OF MINUTES
None.
3. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF
None.
4. PRESENTING PETITIONS, PRESENTATIONS AND DELEGATIONS
None.
5. COMMITTEE OF THE WHOLE
Moved by: Councillor Ketchabaw
Seconded by: Councillor Mennill
RESOLVED THAT we do now move into Committee of the Whole Council.
- Motion Carried.
6. REPORTS OF COUNCIL, OUTSIDE BOARDS AND STAFF
None.
7. COUNCIL CORRESPONDENCE
None.
13
Page 2
June 8, 2022
8. OTHER BUSINESS
8.1 Statements/Inquiries by Members
None.
8.2 Notice of Motion
None.
8.3 Matters of Urgency
None.
9. CLOSED MEETING ITEMS
Moved by: Deputy Warden Marks
Seconded by: Councillor Martyn
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
(a) the security of the property of the municipality or local board; (h) information explicitly
supplied in confidence to the municipality or local board by Canada, a province or territory
or a Crown agency of any of them; (k) a position, plan, procedure, criteria or instruction to
be applied to any negotiations to be carried on by or on behalf of the municipality or local
board— Property Matter.
- Motion Carried.
The Chief Administrative Officer left the meeting at 2:02 p.m. and the County Solicitor/Deputy
Clerk assumed the role of Clerk for the remainder of the meeting.
10. MOTION TO RISE AND REPORT
Moved by: Councillor Giguere
Seconded by: Councillor Jones
RESOLVED THAT we do now rise and report.
- Motion Carried.
In -Camera Item #1 — Property Matter
Moved by: Councillor McPhail
Seconded by: Deputy Warden Marks
RESOLVED THAT staff proceed as directed.
- Motion Carried.
11. MOTION TO ADOPT RECOMMENDATIONS FROM THE COMMITTEE OF THE WHOLE
Moved by: Councillor Mennill
Seconded by: Councillor Purcell
RESOLVED THAT we do now adopt recommendations of the Committee of the Whole.
- Motion Carried.
14
Page 3
June 8, 2022
12. CONSIDERATION OF BY-LAWS
12.1 By -Law No. 22-25 — Confirming all Actions and Proceedings
BEING a By -Law to Confirm Proceedings of the Municipal Council of the
Corporation of the County of Elgin at the June 8, 2022 Meeting.
Moved by: Councillor Martyn
Seconded by: Councillor Ketchabaw
RESOLVED THAT By -Law No. 22-25 be now read a first, second and third time
and finally passed.
- Motion Carried.
14. ADJOURNMENT
Moved by: Deputy Warden Marks
Seconded by: Councillor Jones
RESOLVED THAT we do now adjourn at 3:31 p.m. to meet again on June 14, 2022 at
9:00 a.m.
- Motion Carried.
Stephen Gibson, Mary French,
County Solicitor/Deputy Clerk. Warden.
15
REPORTS OF COUNCIL AND STAFF
June 14, 2022
Council Reports — ATTACHED
Warden French — Warden's Activity Report (May) and COVID-19 Update
Staff Reports — ATTACHED
Purchasing Coordinator — Procurement Activity Report (January 1, 2022 to March 31, 2022)
Solicitor — Elgin/1342961 Ontario Inc. —Approval of Commercial Lease — Elgin County
Administration Building (Suite 313/Storage Room 34)
Solicitor — Elgin/Alzheimer Society Southwest Partners — Approval of Commercial Lease — Elgin
County Administration Building (Suites 229, 232, and 237-1/Storage Room 344)
Interim Manager of Economic Development & Tourism — Welcome Home Video Campaign
General Manager of EPE/Deputy CAO — Transportation Master Plan — Road Rationalization
Chief Administrative Officer— 2022 Warden's Charity Golf Tournament
Chief Administrative Officer— County of Elgin Cyber Incident
Chief Administrative Officer— Fixing Long -Term Care Act, 2021 Phase 1 Regulations
Chief Administrative Officer— Council Action Plan and Staff Operational Plan
Chief Administrative Officer— Integrity Commissioner/Closed Meeting Investigator/Ombudsman
Services
ill
REPORT TO COUNTY COUNCIL
FROM: Mary French, Warden
DATE: June 6, 2022
SUBJECT: Warden's Activity Report (May) and
COVID-19 Update
RECOMMENDATION:
THAT the report titled "Warden's Activity Report (May) and COVID-19 Update" dated
June 6, 2022 from Warden French be received and filed.
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:
COVID-19 Update
Face covering requirements remain in place in certain high -risk settings including
healthcare and long-term care settings.
At its meeting held on May 24, 2022, the County of Elgin extended its Vaccination
Verification Policy for an additional 90 days to remain in accordance with requirements
in its three (3) Long -Term Care Homes (Bobier Villa, Elgin Manor and Terrace Lodge).
Active (online) screening also remains in place for staff at Elgin County Administration
and Library locations.
County Operations
County of Elgin operations remains at pre -pandemic levels.
Events/Meetings Attended by Warden:
• Elgin County Council (May 10, 24)
• Truth and Reconciliation Event — Aylmer Legion (May 12)
• Meeting with Ontario Health Team (May 16)
• Women's Institute Anniversary (Elgin Military Museum) (May 25)
• Meeting with MP Vecchio Re: Platinum Jubilee Event (May 25)
`rj
2
Meeting with Health Recruiter for Health Recruitment Partnership (May
31)
FINANCIAL IMPLICATIONS:
The financial impact of COVID-19 and the County's response efforts are reported to
Council on a monthly basis. There are no other financial implications to report at this
time.
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.
18
3
CONCLUSION:
The COVID-19 situation in Elgin County and across the province remains stable. In -
person events and regular annual activities have gradually resumed.
All of which is Respectfully Submitted
Warden Mary French
`N
1
RECOMMENDATION:
REPORT TO COUNTY COUNCIL
FROM: Mike Hoogstra, Purchasing Coordinator
DATE: May 31, 2022
SUBJECT: Procurement Activity Report (January 1,
2022 to March 31, 2022)
THAT the report titled "Procurement Activity Report (January 1, 2022 to March 31,
2022)" dated May 31, 2022 from Purchasing Coordinator be received and filed.
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 January 1, 2022 to
March 31, 2022.
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
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.
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:
None.
COMMUNICATION REQUIREMENTS:
None.
CONCLUSION:
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 report is submitted to summarize the County's procurement activity for the first
quarter of 2022 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
Jennifer Ford
Director of Financial Services
Approved for Submission
Julie Gonyou
Chief Administrative Officer
`A
APPENDIX A
Procurement Activity — January 1, 2022 to March 31, 2022
Department
Budget
Project
Supplier /
Amount
Allocation/
Contractor
(HST excluded)
PO#
Engineering
Capital
Heat Pump Replacement (Annual
Carrier Enterprise
$24,329
PO# 821
Program, Qty: 7)
Canada
Engineering
Capital
Bridge and Culvert Engineering
J.L. Richards &
$49,952
PO# 825
Services
Associates
Engineering
Capital
Legal and Topographic Survey
IBI Group
$91,145
PO# 847
Work on Glen Erie Line and
Fingal Line
Emergency
Operating
911 Emergency Response
Northern
$23,397
Management
PO# N/A
Network Primary Public Safety
Communication
Answering Position (PPSAP) —
Services
Annual Contract Extension
EMS
Capital
Panasonic Toughbook
OCR Canada Ltd.
$98,823
PO# 826
Computers (Qty: 17)
EMS —
Capital
LifePak 15 Defibrillator (Qty: 3)
Stryker Canada
$96,781
Paramedicine
PO# 853
Program
EMS —
Capital
iSTAT Portable Clinical Analyzer
Abbott
$25,942
Paramedicine
PO# 858
(Qty: 2)
Laboratories
Program
EMS —
Capital
Community Paramedicine
CoTrac Ford
$141,939
Paramedicine
PO# 863
Vehicles - 2022 Ford Explorer
Lincoln
Program
(Qty: 3)
Homes &
Capital
Joerns EasyCare RIL Beds and
Specialty
$85,832
Seniors
PO# 864
Mattresses (Qty: 36)
Furniture
Services
For TL Redevelopment
Community &
Operating
Library Sierra Subscription
Innovative
$30,455
Cultural
Annual Contract Renewal
Interfaces Global
Services
Ltd.
Community &
Operating
Library E-Resource Licensing for
Ontario Library
$25,520
Cultural
2022 (includes Overdrive Shared
Services
Services
E-Book collection)
`�:
4
Information
Capital
Desktop Computer
CompuCom
$58,029
Technology
PO# 814
Replacements (36) and Laptop
Canada
Computer Replacements (32)
VOR Contract OSS-00466131
23
101
g
Pro ro, fvo� by Pha vrep
RECOMMENDATIONS:
It is recommended that:
REPORT TO COUNTY COUNCIL
FROM: Stephen Gibson, County Solicitor
Brian Lima, General Manager of
Engineering, Planning, & Enterprise
(EPE) / Deputy CAO
DATE: May 30, 2022
SUBJECT: Elgin / 1342961 Ontario Inc — Approval of
Commercial Lease — Elgin County
Administration Building (Suite 313 /
Storage Room 34)
1. The within Report to Council, dated May 30, 2022, and entitled "Elgin / 1342961
Ontario Inc.— Approval of Commercial Lease — Elgin County Administration
Building (Suite 313 / Storage Room 34)" be received and filed.
2. Retroactive to May 1, 2022, Elgin County Council approve a new commercial
Lease Agreement between 1342961 Ontario Inc. and Elgin County in relation to
Suite 313 and Storage Room 34 at 450 Sunset Drive, St. Thomas, Ontario, such
Lease Agreement to provide for, amongst other terms, a two-year Term
commencing May 1, 2022 and annual rents of $43,866.00 and $44,755.20,
respectively, for the included lease years.
3. Elgin County Council authorize the Warden and Chief Administrative Officer to
execute the said Lease Agreement on behalf of the Corporation of the County of
Elgin.
INTRODUCTION:
The purpose of this Report is to inform Council that consensus has been reached with
1342961 Ontario Inc. as to the terms and conditions of a new two-year commercial
lease for Suite 313 and Storage Room 34 (the "leased premises") within the Elgin
County Administration Building and to thereafter seek approval for preparation and
execution of a formal Lease Agreement to give effect to such terms and conditions.
24
2
BACKGROUND AND DISCUSSION:
1342961 Ontario Inc., as an existing commercial tenant, currently occupies and uses
the leased premises, totalling 2460 square feet in area, in connection the operation of
Hennessey & Hogan LLP.
The previous commercial Lease Agreement expired on April 30, 2022.
Consensus has now been reached for a new two-year lease, commencing May 1, 2022,
and ending April 30, 2024.
The core elements of the proposed new commercial lease include the following:
(i) Term — Two years, commencing May 1, 2022 and expiring April 30, 2024.
(ii) Rent —Year 1—$43,866.00 (related primarily to office space in Suite 313
($18.25 psf / $43,070.00 pa / $3,584.17 pm))
Year 2—$44,755.20 (related primarily to office space in Suite 313
($18.62 psf / $43,943.20 pa / $3,661.93 pm))
(Note: All Rents expressed exclusive of taxes.)
(iii) Termination — No special termination rights.
(iv) Quiet Enjoyment — Lease Agreement includes acknowledgement of potential
interference through noise, vibration, and other
consequences of elevator improvement project.
(Note: The bulk of the terms and conditions of the proposed Lease
Agreement are otherwise unchanged from prior Lease Agreement.)
The principals of 1342961 Ontario Inc. have agreed to the afore -noted provisions and,
furthermore, have expressed approval of and a willingness to execute the proposed
Lease Agreement drafted by the County Solicitor.
It is therefore reported that a consensus has been reached as to the terms and
conditions of a Lease Agreement which will allow an existing commercial tenant to
continue to occupy its current premises within the Elgin County Administration Building.
The terms of the proposed Lease Agreement, including rent calculation, is consistent
with existing practices and format — slight alterations have been made to address issues
arising or which will necessarily result from the pending elevator improvement project.
`1.
3
FINANCIAL IMPLICATIONS:
Elgin will receive increased rents from the continued lease of Suite 313 and Storage
Room 34 within the Elgin County Administration Building for the Term of the proposed
Lease Agreement.
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.
Additional Comments: None
LOCAL MUNICIPAL PARTNER IMPACT:
None.
COMMUNICATION REQUIREMENTS:
None.
CONCLUSION:
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.
Staff is pleased to report that consensus has been reached with 1342961 Ontario Inc.
which will allow continuation of its tenancy in existing premises within the Elgin County
Administration Building. The terms of the proposed Lease Agreement are consistent
with existing formats and practices, including as to rent increases. Staff recommends
retroactive approval of the proposed lease arrangements and authorization of the
Warden and Chief Administrative Officer to execute the draft Lease Agreement as
prepared by the County Solicitor.
KI
All of which is Kespecttully 5ubmittea
Stephen Gibson,
County Solicitor
Brian Lima,
General Manager of Engineering,
Planning, & Enterprise (EPE) / Deputy
CAO
Approved for Submission
Julie Gonyou
Chief Administrative Officer
0
MI
REPORT TO COUNTY COUNCIL
FROM:
101
Pro ro, fvo� by Pha:vrep
DATE:
Stephen Gibson, County Solicitor
Brian Lima, General Manager of
Engineering, Planning, & Enterprise
(EPE) / Deputy CAO
May 30, 2022
SUBJECT: Elgin / Alzheimer Society Southwest
Partners —Approval of Commercial
Lease — Elgin County Administration
Building (Suites 229, 232, and 237-1 /
Storage Room 344)
RECOMMENDATIONS:
It is recommended that:
The within Report to Council, dated May 30, 2022, and entitled "Elgin / Alzheimer
Society Southwest Partners — Approval of Commercial Lease — Elgin County
Administration Building (Suites 229, 232, and 237-1 / Storage Room 344)" be
received and filed.
2. Retroactive to May 1, 2022, Elgin County Council approve a new commercial
Lease Agreement between Alzheimer Society Southwest Partners and Elgin
County in relation to Suites 229, 232, and 237-1 as well as Storage Room 344
at 450 Sunset Drive, St. Thomas, Ontario, such Lease Agreement to provide for,
amongst other terms, a one-year Term commencing May 1, 2022, with a further
one-year renewal at the option of the Tenant and generating annual rents of
$21,613.70 and $22,467.06, respectively, for the included lease years.
3. Elgin County Council authorize the Warden and Chief Administrative Officer to
execute the said Lease Agreement on behalf of the Corporation of the County
of Elgin.
INTRODUCTION:
The purpose of this Report is to inform Council that consensus has been reached with
Alzheimer Society Southwest Partners as to the terms and conditions of a new
commercial lease for Suites 229, 232, and 237-1 as well as Storage Room 344 (the
"leased premises") within the Elgin County Administration Building and to thereafter
seek approval for preparation and authorization for execution of a formal Lease
Agreement to give effect to such terms and conditions.
28
2
BACKGROUND AND DISCUSSION:
Alzheimer Society Southwest Partners, as successor to Alzheimer Society St. Thomas -
Elgin, is an existing commercial tenant within the Elgin County Administration Building,
currently occupying the leased premises, totalling 1263 square feet in area, as a
regional branch for its charitable work.
The previous commercial Lease Agreement expired on April 30, 2022.
Consensus has been reached for a new one-year lease for the same leased premises,
commencing May 1, 2022, and ending April 30, 2023, subject to a further one-year
renewal term at the option of the Tenant.
The core elements of the proposed new commercial lease include the following:
(i) Term — One year, effective May 1, 2022 and expiring April 30, 2023, subject
to a further one-year renewal term, commencing May 1, 2023 and
expiring April 30, 2024.
(ii) Rent —Year 1—$21,613.70 (related primarily to office space in Suites 229,
232, and 237-1 ($17.90 psf / $20,817.70 / $1734.81 pm))
Year 2 — $22,467.02 (related primarily to office space in Suites 229,
232, and 237-1 ($18.62 psf / $21,655.06 pa / $1,804.59 pm))
(Renewal Only)
(Note: All Rents expressed exclusive of taxes.)
(iii) Termination — No special termination rights.
(iv) Quiet Enjoyment — Lease Agreement includes acknowledgement of potential
interference through noise, vibration, and other
consequences of elevator improvement project.
(Note: The bulk of the terms and conditions of the proposed Lease
Agreement are otherwise unchanged from prior Lease Agreement.)
Alzheimer Society Southwest Partners has agreed to the afore -noted provisions and,
furthermore, has expressed its approval of and willingness to execute the draft Lease
Agreement prepared by the County Solicitor.
It is therefore reported that a consensus has been reached as to the terms and
conditions of a Lease Agreement which will allow an existing commercial Tenant to
continue to occupy its current premises within the Elgin County Administration Building.
`*1
3
The terms of the proposed Lease Agreement, including rent calculation, is consistent
with existing practices and format — slight alterations have been made to address issues
arising or which will necessarily result from the pending elevator improvement project.
FINANCIAL IMPLICATIONS:
Elgin will receive increased rents from the continued lease of Suites 229, 232, and 237-
1 as well as Storage Room 344 within the Elgin County Administration Building for the
Term of the proposed Lease Agreement, including potential renewal thereof.
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.
Additional Comments: None
LOCAL MUNICIPAL PARTNER IMPACT:
COMMUNICATION REQUIREMENTS:
CONCLUSION:
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.
Staff is pleased to report that consensus has been reached with Alzheimer Society
Southwest Partners which will allow continuation of its tenancy in existing premises
within the Elgin County Administration Building. The terms of the proposed Lease
Agreement are consistent with existing formats and practices, including as to rent
increases. Staff recommends retroactive approval of the proposed lease arrangements
19191
0
and authorization of the Warden and Chief Administrative Officer to execute the draft
Lease Agreement as prepared by the County Solicitor.
All of which is Respectfully Submitted
Stephen Gibson,
County Solicitor
Brian Lima,
General Manager of Engineering,
Planning, & Enterprise (EPE) / Deputy
CAO
Approved for Submission
Julie Gonyou
Chief Administrative Officer
195
REPORT TO COUNTY COUNCIL
FROM: Carolyn Krahn Interim Manager of
1011000 Economic Development & Tourism
Lindsey Duncan, Tourism Officer
Pro 9rcm,;sfvo, by Phatvr Jessica Silcox, Corporate Communications &
Engagement Coordinator
Brian Lima, General Manager of Engineering,
Planning, & Enterprise (EPE) / Deputy CAO
DATE: June 6, 2022
SUBJECT: Welcome Home Video Campaign
RECOMMENDATION:
THAT the report titled "Welcome Home Video Campaign" dated June 6, 2022 from the
Interim Manager of Economic Development & Tourism, Tourism Officer, Corporate
Communications & Engagement Coordinator, and the General Manager of Engineering,
Planning & Enterprise/Deputy CAO be received and filed as information.
INTRODUCTION:
Economic Development and Tourism staff have created several Countywide,
promotional videos over the years. However, it is important to keep our video content
fresh and current, as this is an excellent way to portray Elgin's quality of life to residents,
visitors, and investors alike.
In 2021, staff retained a local videographer to create seven (7) short videos that feature
each of the seven (7) Local Municipalities within Elgin County. These videos will be
included in a summer -long video campaign, with the County featuring a different
municipality each week. To kick-off the summer -long campaign, a County -wide video,
featuring all Local Municipalities, will be premiered at the June 14t" County Council
Meeting.
DISCUSSION:
Filmed during the pandemic in 2021, the theme of the campaign is "Welcome Home"
and it is focused on the experiences that make a place feel like home. Over the past two
(2) years, residents have used their homes in new and different ways. For many people,
their homes became their office, their classroom, their shopping centre, and their
entertainment destination. As the world opens up again, these videos are designed to
KY:
2
encourage residents to re -explore their community and to feel a sense of pride for
where they live, work, and play. Watching these videos, residents will see familiar sites,
people, and establishments, reminding them of why they chose Elgin County as their
home.
In addition to encouraging a sense of pride in residents, the campaign will also assist
with Resident Attraction, Visitor Attraction, and Investor Attraction:
1. Resident Attraction
Attracting residents is an important pillar within the economic development realm.
Through reaching the appropriate target market(s), these videos could help
persuade individuals and/or families to move to Elgin County.
2. Visitor Attraction
Through appropriate marketing, these videos have the power to attract visitors to
experience the beauty that Elgin County has to offer. They can also help attract
residents from one community in Elgin to visit a community they have not
explored before.
3. Investor Attraction
Investment in any shape or form is essential to growing Elgin County's local
economy. By marketing these videos through relevant channels and to the
appropriate investors, these videos can assist with portraying why Elgin is poised
for development.
Beginning on June 15t", the Countywide "Welcome Home" video will play on CTV2 for a
period of four (4) weeks. In conjunction with the 30-second spot on CTV2, we will kick-
off our "Welcome Home" campaign through our social media platforms. The social
media campaign will begin with the Countywide video, and we will encourage residents
and visitors to engage by asking them why they are proud to call Elgin County their
home or why they consider Elgin County a home away from home.
Beginning in July, the Local Municipal videos will be featured on our social media
platforms. Each video will be featured for a period of one (1) week, and we will
encourage local residents to let us know why they love their municipality. During this
week, we will also highlight businesses and tourist attractions located in that
municipality. Following each local video campaign, the video will be shared with the
Local Municipality so that they can use it on their websites, share it on their social
media, or play it at their local arenas and events.
Throughout the marketing campaign, staff will measure resident engagement through
the number of views, likes, and comments on each video.
33
3
FINANCIAL IMPLICATIONS:
Production and marketing costs associated with this project are contained within the
Quality of Life/Place Promotion and Rural Development lines in the Economic
Development and Tourism 2021/2022 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:
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.
Prior to their release, County staff will share a draft video with the Local Municipal CAOs
to ensure that the local videos capture what makes each municipality unique. Economic
Development and Tourism staff will also visit the Local Municipal Councils to launch
each local campaign.
The videos will be shared with the Local Municipalities, and together with the County's
marketing campaign, these videos will encourage residents to explore their own
municipality and visit neighbouring municipalities.
COMMUNICATION REQUIREMENTS:
Staff plans to present the completed municipal videos to each Local Council.
CONCLUSION:
Economic Development and Tourism staff are excited to launch the "Welcome Home"
video campaign at the June 14t" Council meeting and to share with Council for the first
time the Countywide "Welcome Home" video.
34
0
Supporting Council's goal to be the place where people want to live, work and play,
these videos will highlight the unique Elgin experience and encourage a renewed sense
of pride in residents. Looking into the future, the "Welcome Home" video series will
continue to be a useful tool as staff attend tradeshows and events to promote Elgin
County.
All of which is Respectfully Submitted
Carolyn Krahn
Interim Manager of Economic
Development & Tourism
Lindsey Duncan
Tourism Officer
Jessica Silcox
Corporate Communications &
Engagement Coordinator
Brian Lima
General Manager of Engineering,
Planning & Enterprise /Deputy CAO
Approved for Submission
Julie Gonyou
Chief Administrative Officer
REPORT TO COUNTY COUNCIL
1
'�"�lam FROM: Brian Lima, General Manager of
Engineering, Planning, & Enterprise (EPE) / Deputy
�� CAO
g.
Progr , vo by PhaIt vr Peter Dutchak, Manager of Transportation Services
DATE: June 14, 2022
SUBJECT: Transportation Master Plan — Road
Rationalization
RECOMMENDATIONS:
WHEREAS the current county road network has its foundations based on direction of Elgin
County Council and road network transfers from the Province of Ontario; and
WHEREAS Elgin County Council, at its meeting on March 23, 2021, engaged IBI Group
Inc. to complete a Transportation Master Plan including a Road Rationalization Study
contemplating ownership of roads and structures based on guidelines and criteria
including, but not limited to, the Ontario Good Roads Association (OGRA) Road
Rationalization Review Guidelines and an understanding of the function of the County of
Elgin and its constituent municipalities; and,
WHEREAS the Road Rationalization Study considers an analysis of all existing County
roads and structures and all local roads brought forward by Local Municipal Partners as
potential candidate roads for transfer to the Elgin County road network; and,
WHEREAS the Municipal Act, 2001, Section 52 provides a mechanism for upper -tier
municipalities to add or remove roads from its network, to ensure broad acceptance and
applicability of the Road Rationalization Study, it is recommended that Elgin County
Council provide direction with respect to the timelines associated with the development of
an Implementation Action Plan and / or Asset Transfer Protocol.
KZy
2
NOW, THEREFORE BE IT RESOLVED ...
Option 1
THAT staff be directed to immediately advance the County Road Rationalization
Study and meet with Local Municipal Partner staff and Mayors to discuss written
feedback provided by Local Municipal Partners, examine draft Road Rationalization
Study recommendations as prepared by IBI Group, and discuss jurisdictional
impacts and concerns; and
THAT feedback received from Local Municipal Partners be used to inform an
Implementation Action Plan and / or Asset Transfer Protocol for consideration by
the Elgin County Budget Committee and Elgin County Council in 2022.
Option 2
THAT staff be directed to delay development of an Implementation Action Plan and
/ or Asset Transfer Protocol to advance the Road Rationalization Study for
consideration in whole or in part by the 2022-2026 term of Elgin County Council.
INTRODUCTION:
The County of Elgin is developing its first comprehensive master planning exercise for the
County's transportation network. The Transportation Master Plan (TMP), branded "Elgin
In Motion",
°
1N
is a multi -phase study. Phase 1: Identify Needs and Opportunities was completed and
presented to County Council in March 2022. The TMP is nearing the conclusion of Phase
2: Develop and Assess Network Alternatives and a second Public Information Centre (PIC
#2) is scheduled to begin near the end of June to gain public feedback on proposed
recommendations. This report updates Council on the progress to date and specifically
addresses the study's development of identifying which roads should comprise the
County's transportation network (road rationalization). This report seeks Council's
endorsement of the study's road rationalization recommendations and to direct staff to
meet with each LMP's senior staff to discuss proposed road and bridge transfers.
1934
3
DISCUSSION:
The County of Elgin's Transportation Master Plan (TMP) is a long-term strategy that will
outline policy directions and identify transportation infrastructure plans to meet the
transportation needs of the County's residents, businesses and visitors through 2065,
considering all modes of travel.
An informational video has been developed and available through the project website at
J .�., i i i � n ��, or directly at
Currently in "Phase 2: Develop and Assess Network Alternatives" of the TMP, draft
recommendations have been developed after multiple stakeholder group meetings and
public input. The following fourteen (14) draft strategies, further expanded upon attached
to this report (see Appendix `A'), have been developed to support the TMP's goals and
vision.
1. Cycling Master Plan
2. Transit Feasibility Analysis
3. Commercial Vehicles
4. Safety Strategy
5. Road Design Guidelines
6. Roundabout Screening
7. Communication / Utilities
Road Rationalization
8. Road Rationalization
9. Road Classification
10. Local Bridges Review
11. Freight Rail
12. Carpool Lots
13. Transportation Demand Management
14. New Technologies
A key component of the TMP has been the proposed philosophy of the upper -tier road
network in Elgin County and is described as follows:
The road rietwork, shotAd s: ppo t bLlSiniess,, erwonoiniic deveoprMnerit, arild gr; w ls:
::.: the county as weH as ii,,ie f tt e, 'tr"aiisl o:ta,l.lo:i needs, of existing colnrn nif: s
o, proviide ari initteased level of service, where it is required„ coiuntv road s stMe to
funk" it"m as oir maJor, collector roads and to provide f rr tt'te efficient
ITIOvenilerit of t:dsffiiq,_
Road use and function can change over time and road transfers have occurred throughout
the history of Elgin County in order to best accommodate growth and demand changes.
The TMP has used this philosophy and past practice to help formulate the ideal County
road network through a road rationalization review.
Most recently in 2016, road rationalization transfers occurred between the County of Elgin
and the Township of Southwold whereby 3.5km of local roads were transferred to the
County and 10km of road segments were transferred to the Township.
38
0
e Municipal Act, 2001, permits upper -tier municipalities the ability to transfer
_..sir discretion no guidance is provided to assist in the selection of candidate
upper -tier roads. Many municipalities have utilized the Ontario Good Roads Association's
(OGRA's) road rationalization model to determine road allocations between upper and
lower tier jurisdictions. Elgin's TMP has also utilized the OGRA's methodology (with slight
refinements) to develop the road transfer recommendations
The OGRA road rationalization tool was utilized to score road segments based upon
twelve (12) unique criterion. The entire County road network was evaluated as well as
48.5 kilometres of local roads proposed by the Municipal Advisory Committee (MAC) for
transfer to the County system. The complete study is attached to this report.
The resulting analysis determined that a total of 180 kilometres of County roads are
proposed to be transferred to municipalities and 2.2 kilometres are proposed to be
transferred to the County (see Exhibit 1.4, page 9 in the attached study presentation).
Further discussions regarding phasing between County staff and its consultant have
significantly reduced roads identified as "near -term" transfers to a total of 27 kilometres of
County roads to municipalities (see Exhibit 1.5, page 10 in the attached study
presentation)
These "near -term" transfers are proposed to occur within the shorter term and coincide
with an asset transfer protocol yet to be developed or approved. One asset transfer
protocol option would be to complete planned improvements identified within the County's
approved 10-year capital plan on transfer roads prior to their transfer to the local
municipality. Another asset transfer protocol option may consist of transferring funds
identified with the approved capital plan to the municipality at the same time as the asset
transfer occurs to allow municipalities to make their own asset investment decisions.
A table listing the recommended "near -term" road transfers and associated information is
available in Appendix `B' appended to this report.
Appendix `B' includes the transfer road segment description, the planned year and
estimated value of work identified in the capital plan as well as the current annual road
maintenance allocation per the Road Maintenance Agreement (RMA). The approved
capital plan proposes to invest $5.8M in these road segments in the next 10 years. The
annual anticipated total reduction in RMA payments is $135,289. It should be noted that
"near -term" transfers are not proposed within the Township of Southwold since road
rationalization transfers were already completed in 2016.
KD]
5
County Bridges on Local Roads
The County of Elgin has jurisdiction of nine (9) bridges that reside upon local roads. Each
of these structures has been reviewed and their strategic value has been assessed
considering: its use, being redundant with nearby crossings available, if load restrictions
are present, considering undue hardship for users if removed, considering emergency
response times and if significant local area growth is expected.
Two (2) of these bridges have been identified for requiring replacement within the next 5
years and $2.51VI has been included within the approved capital plan to replace this single
lane bridges with similar single lane structures. An opportunity exists to permanently close
and remove these bridges.
Additionally, two (2) of these nine bridges have been evaluated to remain under the
County's ownership and the remaining five (5) bridges are recommended to be transferred
to local ownership. None of the five (5) bridges recommended for transfer have identified
capital needs as they are either newly constructed or in excellent condition with minimal
use. Appendix `C' appended to this report showcases a map of the bridge structures
discussed above.
FINANCIAL IMPLICATIONS:
If endorsed by County Council, the transfer of assets as recommended by the County's
consultant will have financial implications that vary depending on the developed and
approved asset transfer protocol.
ALIGNMENT WITH STRATEGIC PRIORITIES:
Serving Elgin
Growing Elgin
® Ensuring alignment of
® Planning for and
current programs and
facilitating commercial,
services with community
industrial, residential,
need.
and agricultural growth.
® Exploring different
ways of addressing
community need.
® Engaging with our
community and other
stakeholders.
® 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.
INICIPAL PARTNER IMPACT:
Staff proposes to develop an asset transfer protocol that transfers assets in either
renewed condition or with funds identified within the approved capital plan so that
additional local funding will not be required in the medium term. This infrastructure will
be able to be managed locally, serving a local rather than regional purpose. This report
recommends staff be directed by County Council to meet with each LMP's senior staff
to discuss the transfers and develop an asset transfer protocol for County Council's
approval at a future meeting.
COMMUNICATION REQUIREMENTS:
The study is preparing to enter into the second public information centre stage where
current study recommendations, including road / bridge rationalization will be presented
for public review and comment.
The County of Elgin's Transportation Master Plan (TMP) development has included
public engagement through the production of a project website
CONCLUSION:
The County of Elgin's TMP has developed draft recommendations for Elgin's
Transportation network. Some of the study's recommendations include road and bridge
rationalization as has been completed throughout Elgin's history. This report seeks
Council's endorsement in principle to implement these transfers and direct staff to meet
with local senior staff to review the transfers and develop an asset transfer protocol.
All of which is Respectfully Submitted
Brian Lima, General Manager of
Engineering, Planning, & Enterprise
(EPE) / Deputy CAO
Peter Dutchak
Manager of Transportation Services
Approved for Submission
Julie Gonyou
Chief Administrative Officer
A
es
7
Appendix 'A'— TMP Strategies
Y(,'RLI N G MA,STE R PLAI
Idartllf° proposed ruurtes a=urnd
ue curninendations for cychnp facility types
,x
Identify neh�arl� phnasNn.c1
Oeldeiop Active Narrs,port>atkon Design.
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wurtedne.s
.�.�, ...... . ..... ,... ....
• 0. RA N S i M !V'" EA S III VWw I III 11'k Y A Ri iN A L 11 S t S, —
w.. Identify, and map reccrrrnaended Iocetions
for tr ansil. Itnka ges and nodes.
dfhrrndinpnr�i�to
residents Of the COL Dt'yr UCh ays
parr`tlimmrst-1 is with e,risttrt servep
... , CIAL VEHICLES
w
Define afc.o nnocted and I giral year-round
m
road network to suppoM tiUc II, rnovements,
�8
Recor ri niend a 'llcy for hayby5 zi horn
�Pon
seleried nal"F W roads IAD sUppw T1 trLrc'kcdnd
(".............. ....
aginultural �tltuilprilew safety
w.....� ....A..
«, S Jae p _ t Y S t p1 I"A, t E �G Y -- ....
. (wondrunt 5-year crAhOdnl on ly;k,,, to identify.
hot -spots
ecommend enhancemoRts to th@ oson��"�
sufwnf� rtIiCJI1P$tnuiVirt� prrt^�n�IDn`f
f ...... Ip 01 A f) D G, fay l G IN 0 f J 110 p" I. II N IE ft
hr Ueveiop cor"rtexr, sens tiv road design
I�goWelinrs and reefleang a "Complete
Sheets' approach where al toad users, we
W'"! consiLilt�`:r' d
.,m..—-----
.M.-,----
.m.,.—.,.,., ....
t..........r. p 0 t,N liY D A 5 lD U i- S, C R E EN 11 II1Y 0
Develop aar roundabMt sareenrrng tool
V��1� talon d to locaN data to 1ielp the CoLrnty
identify Desk tocations for roan abOLuts
.,.,..,�m.,mm ..................m..m....,.,m .m..n,,,,,.....,.,.,,,,,,.,.r,.�.m. ,,,,,,,,,
ff"ulffffi,tffflt° AIIu I `I IILITI f
a., EnSUre County rig hts-of-way"s'wpportfuture
tuttlity needs py 6nrrarpornttuncg thtarn Into
desitgin quideiine5.
...ma.R 0 A 0 R, ATl0ff A L II ATIONI .......
Use the Ontarto Good Roads so6afions
1q9 road rntionaloattan franneworfc as ar
, O
N hnsrs for detefirruning which roads are of
'I'l, '� ;O;a'tp" t stralegi , Kahle Ian supporte.hrg E� rt"Y
("Ounty marl netmor k rmnnnr~tuurt"r
„ Aligrt the Oxjr#f q Furiolon i Road C,Ias
imore clbsely with the Transportation
.ssootetion of Canada gtardehnMee
NJpdtattn Rood IUlassns krnstd on rddd
charactensbcs and strategic connections
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REPORT TO COUNTY COUNCIL
FROM:
101
g. n,DATE:
P ro ro, fvo� by Na:vrep
RECOMMENDATIONS:
Julie Gonyou, Chief Administrative
Officer
June 2, 2022
SUBJECT: 2022 Warden's Charity Golf Tournament
THAT the report titled, "2022 Warden's Charity Golf Tournament" from the Chief
Administrative Officer, dated June 1, 2022 be received and filed.
INTRODUCTION:
At its meeting on May 24, 2022, Council directed that staff prepare a report that
considered Councillor Mennill's request to hold a Charity Golf Tournament in 2022.
BACKGROUND AND DISCUSSION:
County Council has a long history of supporting an annual Warden's Golf Tournament,
with the exception of 2020 when the tournament was cancelled due to the pandemic.
This year, at the discretion of Warden French, a non -golf fundraiser event was planned
by the Administrative and Legislative Services Team. Event plans were shared with
County Council in advance and the event was attended by a majority of Members of
Council.
The Warden's Charity Gala in support of the Terrace Lodge Redevelopment Committee
/ Terrace Lodge Fundraising Committee was held on April 29, 2022. The Charity Gala
was pitched to prospective donors as an event that would be held in place of the Charity
Golf Tournament in 2022. We are pleased to report that this sold -out event raised over
$27,500.
It is important to note that a great deal of behind -the -scenes work is required to support
Charity events. Planning for this event was challenging as it took place during a time
when the organization was in the midst of a cyberattack. The extent of resources
required to plan for the Warden's Gala matched that of the planning involved to support
previously held Charity Golf Tournaments.
As we resume a state of normalcy, staff time and efforts are focused squarely on
resuming and maintaining the regular flow of Council, Committee and staff business in
the context of an election year. Further suspension of regular administrative functions
M-1
2
has the potential to jeopardize deliverance of Council priorities within the directed and
legislated timelines. Additionally, donors were approached to support the Gala instead
of the Golf Tournament — reaching back out to these donors has the potential to
negatively impact stakeholder relationships and the reputation of the Corporation.
FINANCIAL IMPLICATIONS:
Financial Services has confirmed that holding a golf tournament does not affect the
County's insurance coverage. Typically, the County requests a promotional coverage
policy for the golf tournament that is donated by the current insurer.
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.
Additional Comments: None.
LOCAL MUNICIPAL PARTNER IMPACT:
None.
COMMUNICATION REQUIREMENTS:
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 Warden has prepared a letter for United Way indicating that this year's Charity
event was in support of the County's Terrace Lodge Redevelopment Project / Terrace
Lodge Fundraising Committee.
CONCLUSION:
The Administrative and Legislative Services Team accounted for one Charity event in
the Departmental Plan for 2022. Given the challenges we have faced so far in Q1 (i.e.
W01
3
return to work and relaxed pandemic measures) followed by a cyberattack and our
desire to make up for lost time with respect to Council's Strategic Plan and priorities for
2022, the request to hold a Charity Golf Tournament cannot reasonably be
accommodated without a shift in other priorities.
All of which is Respectfully Submitted
Julie Gonyou
Chief Administrative Officer
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REPORT TO COUNTY COUNCIL
FROM: Julie Gonyou, Chief Administrative Officer
Michele Harris, Director of Homes and Seniors Services
DATE: June 1, 2022
SUBJECT: Fixing Long -Term Care Act, 2021 Phase 1
Regulations
RECOMMENDATION:
THAT the report titled "Fixing Long -Term Care Act, 2021 Phase 1 Regulations" dated
June 1, 2022 from the Chief Administrative Officer and Director of Homes and Seniors
Services be received and filed.
PURPOSE:
The purpose of this report is to provide County Council with an overview of the new
Fixing Long -Term Care Act, 2021 (Act) and Phase 1 of the Regulations under the Act
and to highlight a new screening requirement under the Act and Regulation for
Councillors, related to Vulnerable Sector Check and offence declarations. The
requirement includes submitting a criminal record check by October 11, 2022.
BACKGROUND:
Ontario's "Fixing Long -Term Care Act, 2021"
Bill 37, repealed the Long -Term Care Homes Act, 2007 and replaced it with the Fixing
Long -Term Care Act, 2021, receiving Royal Assent on December 9, 2021. The Ministry
of Long -Term Care (MLTC) is taking a phased approach to regulation development and
implementation. Phase 1 regulations came into force on April 11, 2022 and Phase 2
regulations are anticipated to be released in fall 2022.
Phase 1 Regulations: Highlights
The Phase 1 Regulations introduced a number of changes. The following is a high-level
overview of some of the key changes and the implementation status of the new
requirements within Elgin's three (3) Long -Term Care Homes.
Residents' Bill of Rights
The Residents' Bill of Rights has been expanded to include two additional items: the
right to ongoing and safe support from caregivers and assistance in contacting those
INK
2
caregivers; and the right to be provided care and services based on a palliative care
philosophy.
Implementation Status
Elgin County's Homes has updated the Resident's Bill of Rights policy to reflect the
addition of the new residents' rights items. Additionally, the Homes visitor policy has
been updated to incorporate a process for residents to designate essential caregivers
and to support essential caregivers to continue to provide in -person support for
residents in outbreak and non -outbreak situations (subject to Public Health approval
and MLTC directives, orders, guidance, advice or recommendations).
Elgin County has a palliative care program in place and will be further developing this
program in collaboration with residents and families to ensure that residents are
provided with care and services that continue to integrate a palliative care philosophy.
Palliative care options available will be further enhanced in relation to quality of life
improvements, symptom management, psychosocial support and end -of -life care (if
appropriate). Care and service options will continue to be based on an interdisciplinary
assessment of a resident's palliative care needs (subject to each resident's consent).
Screening Measures: Staff, Volunteers and Members of Elgin County Council
Ontario Regulation 246/22 introduces enhanced screening and declaration
requirements for staff, volunteers and Regional Council (for municipally operated
Homes).
Police Vulnerable Sector check requirements are currently in place for all staff and
volunteers. Under the new Act, a version of this requirement extends to County
Councillors. The new requirement details where a person will become a member of the
licensee's governing structure as a result of their election under the Municipal Elections
Act, 1996, the person must provide a police record check that was conducted no earlier
than six months prior to the date their term of office begins and no later than one month
after their term of office begins. The police check must be a criminal record check
referred to in paragraph 1 of subsection 8(1) of the Police Record Checks Reform Act,
2015. The requirement applies to current Council members, six months after passing of
the Regulation, which would be October 11, 2022.
The new Act also introduces a requirement for the introduction of an offence declaration
process. An employee, volunteer and Councillor who becomes aware of charges,
orders, convictions or other outcomes, commencement of a proceeding or a finding of
guilt related to offences under the various bodies of legislation as outlined in the Act and
O. Reg. 246/22, must now complete an Offence Declaration Form promptly after
becoming aware. This requirement does not apply to municipal Councillors if their term
of office ends on November 14, 2022 (O. Reg. 246/22 s.256 (13) (b)).
The Association of Municipalities of Ontario (AMO) has raised concerns with the MLTC,
prior to the regulations coming into effect, about these screening requirements for
ffiB?
3
municipally elected officials. To be eligible for office under the Municipal Elections Act,
1996, an individual cannot be convicted of an offense under the Criminal Code
(Canada). These screening measures and declaration requirements place a higher
standard on elected officials than those in the Municipal Elections Act, 1996.
Implementation Status
Pursuant to the Police Record Checks Reform Act, 2015, Elgin County Councillors will
be asked to submit a criminal record check by October 11, 2022. Declarations will be
implemented as outlined in the Act/Regulations for staff and volunteers.
Quality
The new Act outlines a number of requirements related to quality. Each of Elgin's Long -
Term Care (LTC) Homes will be required to:
• establish an interdisciplinary Quality Improvement Committee;
• implement a designated quality lead;
• prepare annual continuous quality improvement reports outlining progress on
quality improvement initiatives; and
• publicly post the report on the Home's website.
The Act also requires each Home to complete an annual survey with residents and
families to measure their experience with the Home and the care, services and
programs offered. The Ministry has advised that the Phase 2 regulations will set out
further requirement on the administration of the surveys.
Implementation Status
Elgin's LTC Homes have a good foundation for the enhanced quality requirements
outlined in the Act and the Regulations as a result of our work as a Best Practice
Spotlight Organization (BPSO) and partnership with Registered Nurses Association of
Ontario (RNAO). Additionally, the Homes have a quality and education lead role in
place to support the 3 Homes.
Prior to the current pandemic, the Homes developed and submitted a Quality
Improvement Plan (QIP) and progress report to Health Quality Ontario (HQO) annually.
The 2022 -23 QIPs are in the development stages with a submission target date of June
30, 2022 to HQO which will be shared with resident and family councils and posted on
the Homes website. The current quality program is being reviewed and will be revised to
ensure that it meets the requirements of the Act and O. Reg. 246/22.
An annual Resident and Family Satisfaction Survey has been in place for many years;
and will be reviewed/revised to ensure it meets the requirements outlined in the Phase
2 Regulations.
ISE
0
Enforcement
The Ministry previously introduced a new inspection program that incorporates annual
surprise visits for which a team of compliance inspectors spend a minimum of ten (10)
days in a Home completing the audit. The enforcement component of the inspection
program is enhanced with the introduction of "administrative monetary penalties".
Administrative Monetary Penalties were also outlined in the prior legislation and
regulations, but were never proclaimed.
Implementation Status
Elgin's LTC Homes are reviewing and revising the current system of ongoing auditing to
support continued compliance with the Act and Regulations.
Increased Staffing: Four Hours of Direct Care
The new Act sets out in legislation provincial targets to increase direct care by
Registered Nurses (RN), Registered Practical Nurses (RPN) and Personal Support
Workers (PSW) to an average of four (4) hours per resident per day in aggregate and
direct care by allied health care professional to an average of 36 minutes per day. The
MLTC interim staffing target for March 2022 for RNs, RPNs and PSWs combined is
three (3) hours of care per resident per day and the staffing target for March 2022 for
allied health professional care is 33 minutes.
Implementation Status
The government released "A Better Place to Live, a Better Place to Work: Ontario's
Long -Term Care Staffing Plan" (Staffing Plan) in December 2020, with a commitment to
improve Ontario's LTC sector by increasing staffing levels. On October 15, 2021, the
MLTC released updates to the Long -Term Care Home Funding Policy detailing funding
investments to support the staffing increases required to comply with the Act. These
requirements are now embedded in the legislation and regulations. County staff have
been working with Human Resources to implement recruitment strategies to achieve
mandated staffing levels and have successfully met the March 2022 targets.
Emergency Planning
The new Act incorporates a number of requirements to strengthen emergency and
evacuation plans. The MLTC has expanded the list of emergencies requiring a plan to
thirteen (13) with the addition of a plan for epidemics/pandemics, boil water advisories,
gas leaks, floods, and extreme weather. Each of the existing plans will now require
further components to the plans as well as enhanced consultation, attestation, and
public posting of plans.
"U
5
Implementation Status
Elgin's LTC Homes has a full roster of emergency preparedness plans in place,
including a pandemic plan. All plans are regularly reviewed and tested. Each of the
existing plans will be reviewed and revised in collaboration with the County's
Community Emergency Management Coordinator and emergency response partners to
address the enhanced requirements. Work on two (2) additional plans including boil
water advisory and floods will be completed within the timelines of July 11, 2022.
Medical Directors
Through the provincial COVID-19 Commission, it was identified that the role of Medical
Directors in LTC Homes varies across the province. The new regulations detail
required changes to Medical Director Agreements that standardize the role of the
Medical Directors in the LTC sector. New requirements to be implemented by October
11, 2022 include minimum hours on site each month, education and training
requirements. Furthermore, there are specific requirements regarding the Medical
Director's role in advising and approving clinical policies and procedures and
communicating policies to attending physicians, ensuring resident clinical care
oversight, and participating in interdisciplinary committees and in quality improvement
initiatives.
Implementation Status
Staff, in collaboration with Legal Services, will review and revise existing Medical
Director Agreements to ensure that all of the requirements under the new Act and
Regulations are met within the required timelines.
Infection Prevention and Control (IPAQ
Under the new Act and Regulations additional requirements for IPAC include:
• additional training and education for designated IPAC leads
• current certification in Infection Control lead within three (3) years after the
regulation comes into force
• designated IPAC leads to work regularly in that position for a specified required
number of hours/week
• requirement for an IPAC quality management program
• additional requirements within the IPAC standards (based on guidance from
IPAC Canada, Public Health Ontario, etc.) including surveillance, outbreak
preparedness and management, policies and procedures, personal protective
equipment, training and education, evaluation, routine practices and additional
precautions, hand hygiene program, immunization and screening
"r
A
Implementation Status
Elgin's Long -Term Care Homes are in the process of reviewing all IPAC policies,
procedures and practices and are actively recruiting for IPAC leads to meet the
requirements as outlined in the Act/Regs.
Resident Experience: Air Conditioning
Under the new Act and Regulations, all LTC Homes must have air conditioning installed
in resident rooms by June 22, 2022. There are limited exceptions to the requirement
related to building structure, materials and the electrical system.
Implementation Status
All three (3) of Elgin's LTC Homes meets the air conditioning requirement.
Next Steps
County Council is the governing body for Elgin's three (3) Long -Term Care Homes. As
such, the Act will place added obligations for Councillors in this governance role.
Elgin's LTC Home staff will continue to provide updates to County Council on the status
of implementation of the new Act and Regulations as the MLTC continues the roll -out of
detailed standards and requirements.
There is a requirement to establish a "Committee of Management" to oversee the
Homes under the Act. A report will outline various options available to Council to meet
this obligation and will provide an overview of the obligations on every member of the
Committee of Management under the Act and within the regulations.
FINANCIAL IMPLICATIONS:
The new Fixing Long -Term Care Act, 2021 and O. Reg. 246/22 incorporates a number
of changes that have financial implications. The new legislation and regulations
incorporate a requirement for minimum staffing levels for resident care and allied health
services. The Province has issued the Long -Term Care Staffing Increase Funding
Policy, which outlines the terms and conditions of the funding commitments to cover the
costs of mandatory staffing increases. The new legislation and regulations also identify
a number of newly designed lead roles (i.e. Infection Control Lead, Quality Lead).
The new legislation also incorporates a number of Administrative Monetary Penalties for
unmet legislative and regulatory obligations. The requirement was introduced in the
prior legislation and regulations; however, never proclaimed.
INN
7
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.
COMMUNICATION REQUIREMENTS:
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 information will be provided to Council once available.
CONCLUSION:
As the governing body for Elgin's three (3) LTC Homes, it is important that Council
receive updates with respect to changes in legislation for LTC in Ontario. Council's
review of this information supports accountability, transparency and a culture of best
practice and continuous quality improvement. It is recommended that this report be
received and filed.
All of which is Respectfully Submitted
Michele Harris
Director of Homes and Seniors Services
Julie Gonyou
Chief Administrative Officer
IMP-]
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CORPORATION OF THE COUNTY OF ELGIN
"1
i PEN F
ELECT�O, LAME DUCK, COt/O,
ETC.
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Y
A great community needs a shared vision; a great public service needs a shared
commitment to that vision. The 2022 Action Plan identifies key priorities for Elgin
County Council, along with expected results, strategies, plans and initiatives that
Council will deliver on to ensure exceptional service to our community. To ensure its
success, Council is committed to delivering day-to-day services - with an added focus
on a set of key priorities for 2022 ("2022 Action Plan") that will continue to improve
the performance of our organization and quality of life for Elgin County residents.
In 2020, Council established performance measures to ensure the services and
actions defined as part of its Strategic Planning process meet the needs of our
community. These performance measures also help Council maintain a focus on the
quality of services and the benefits those services provide to our community. Council
uses these measures to improve program and service effectiveness and accountability
by promoting a new focus on results, service quality and community
engagement/satisfaction.
Through its planning process, Council is actively improving oversight and decision -
making by providing measurable, impartial information on achieving its objectives
and relative effectiveness and efficiency of program implementation and spending.
Council is inspired by the challenges and opportunities ahead and remains
committed to maintaining the trust and confidence of our community and our
dedicated staff. Few businesses, governments and residents have been left
unaffected by the pandemic. Since the onset of the pandemic. Elgin County has been
committed to doing everything possible to slow the spread of COVID-19 while
ensuring the ongoing delivery of vital services to our community.
Over the past two years. Council and staff have worked flat-out to support our
community. The pandemic necessitated an immediate response and requires our
ongoing attention. Council has managed a thin fiscal balance through these
turbulent times. Ongoing efforts to be cost efficient with every dollar available will
help ensure the County maintains a strong financial position into the future.
Challenging years lie ahead for Elgin County - the recovery timeline for all aspects of
the economy continues to get "pushed out" and will undoubtedly stretch on for years.
With careful planning. Elgin can position itself to thrive in the long-term despite
these challenges. Post-COVID times present the opportunity to become stronger and
more resilient as a team and as a community.
IPA
3
DIN
Y
In 2020, Elgin County Council endorsed its 2020-2022 Strategic Plan as well as a Work
Plan/Action Plan developed by Management Team in support of Council's priorities.
Council also drafted a 2020, and subsequently a 2021, Council Work Plan to support its
strategic priorities. In January 2022, Council reviewed progress related to the actions
contained within the 2020 and 2021 plans and identified actions for 2022. Council remains
committed to working towards the completion of the actions in its Work Plan with the goal
of achieving the objectives contained within its 2020-2022 Strategic Plan.
Elgin County Council's Strategic Plan can be found here:
Elgin County Council's 2020-2022 Strategic Plan is a roadmap that seeks to align effort and
resources in a way that best supports our community. Council's Strategic Plan is intended to
serve both as a community strategic plan that reflects the goals and priorities of the
community, as well as a corporate strategy that serves to guide the County in its operations
and services.
IFIA
4
County Council's 2022 Action Plan is informed by the following framework:
Strategic Plan 2020-2022
Council Work Plan &
Operational Action Plan - revised annually
5-Year Review- County Official Plan
Transportation Master Plan, Road Maintenance Agreement Review,
Connectivity Study. Service Delivery Review. Housing &
Homelessness Study, Seniors Services Study, EMS Study, Economic
Develop Strategic Plan (to be developed), etc.
Annual Budget Deliberations and 10-year Budget
123
5
Municipal & School Board Elections are held every four years on the fourth Monday of October
in Ontario. The next Municipal & School Board Election will be held Monday, October 24, 2022.
The last Municipal & School Board Election was held on October 22, 2018 and under the
Municipal Elections Act, the four-year term of office for the current Council and school board
trustees began December 1, 2018, and ends November 14, 2022. The following are some key
dates associated with the upcoming election:
Nomination Period for Candidates:
• May 2, 2022 to August 18, 2022 (9:00 a.m. to 4:30 p.m.); and
• Nomination Day: Friday, August 19, 2022 (9:00 a.m. to 2:00 p.m.)
'Lame Duck' Period (Restricted Acts for Council - If Applicable):
• August 19, 2022 at 2:00 p.m. to November 14, 2022 at 11:59 p.m.
Term of New Council:
• November 15, 2022 to November 14, 2026
Council faces the possibility of a "lame duck" during the 2022 municipal election period. Under
section 275 of the Municipal Act, the triggering of the lame duck restrictions can occur as early
as nomination day or as late as the day upon which the results of constituent elections are
announced. This situation will be re -assessed on an on -going basis as the threshold on
nomination day will be at least seven (7) of current Councillors standing for local positions
which then attracts a seat on County Council.
If a current Councillor ran for a Councillor position at the lower -tier level, that person does not
qualify as one of the requisite seven (7) - to qualify for "counting" towards the minimum seven
(7) threshold, the current Councillors must be pursuing election, at the lower -tier level, for the
position of Mayor or, where applicable, Deputy -Mayor.
124
I
1%11 F ASUIRII F S
III ................ umuui III III �i III................ III............ III III �i
Strategic Priorities Objectives 2022 Actions Timelines &
& Coals Performance
Prioritize the recommendations
I! a suui l ing cllugniniclilt Hall Current
from the Service Delivery Review
Council will provide direction with
Goal: To re -design how we
IIIu c,III 'uS and services criitll l
(SDR) and select areas of focus
respect to the SDR
respond to community need in a
cnsuu"uumuuulliity a ia,,^a,,d
for 2022.
recommendations that will be
creative, sustainable way.
prioritized in 2022 (Q1).
Measuring Success: Level of
**NEW Work with Local
Strategic Outcome: Stakeholders
stakeholder satisfaction with
Municipal Partners continue to
Measuring Success: Number of
benefit from solutions that meet
programs and services (various
review services (find
SDR recommendations considered
Elgin community needs.
metrics); and number of complaints
efficiencies - i.e. planning)
and adopted. Service reviews
received.
completed.
Staff will compile a report of local
Remain current about priority priorities for Council's review (Q1).
projects/needs in each local
xllxllnsuiiu g dilitu rent ways mall' municipal partner (LIMP) and
adds c riling ca:suu°uuu°uuuillty ul a,,^d identifythe role of the County,
ty, if Measuring Success: Receipt of
any. report; and number of ways the
County can support local priorities.
Consider organizing a joint meeting
Hold an annual meeting with local to celebrate the successes of this
municipal partner Councils and the term of Council (including all
City of St. Thomas. participating Councils) (Q3).
Measuring Success: Attendance
at joint meeting.
Input opportunities have been
Provide input into and participate in
limited to date, but may come up in
current provincial modernization
2022.
initiatives.
Measuring Success: Number of
modernization initiatives Council
engages in.
Attend and support Public
Support Engage Elgin and social
Information Centres and
media efforts; and attend in -person
community -specific, County
Public information Centres.
projects (including promoting
engagement in the development of
the Transportation Master Plan)
Measuring Success: Extent of
support/level of participation.
u 1u agiing VVItll l nswir casuu'uuu'uuuillty Provide opportunities for
Measuring Success: Number of
and nAllcir stallkellvslluia,,.irs community / stakeholder
engagement opportunities; and
engagement.
number of engagement methods
used. 125
7
AC r ii o im IP 11 A IN a
llpll F F 11%11 F ASUIIZI F S
/ 0I11 71 4 I N / o �h
Strategic Priorities
Objectives
2022 Actions
Timelines &
& Coals
Performance
�t�uuiit�, n'', ac;lffi)Hmg
Explore opportunities to facilitate
Q2/Q3 - consider undertaking a
Goal: To be the place where
and promote development (i.e.
Master Servicing Study and
people want to live, work and play.
rr Jkerjol on',,
debt, development charges,
continue to explore ways to
gI [,xnl1 t,
incentives, taxation, etc.)
support local development.
Strategic Outcome: Residents
and visitors experience a vibrant
" NEW Explore opportunities to
Measuring Success: Tracking
community that is sustainable.
facilitate and promote
and reporting succcess (i.e.
development of affordable
support provided; number of
housing in Elgin.
initiatives explored)
Staff report anticipated end of Q1.
Review, evaluate, and determine
whether to continue to invest in the
Community Improvement Program
(CIP) - Elgincentives. Measuring Success: Approval of
revised Elgincentives Program and
level of investment.
Support COVID-19 recovery for Review results of the COVID-19
our taxpayers. Rural Impact Survey/Study (April
2022).
- NEW - Explore ways to
Measuring Success: Tracking
support seniors services in
and reporting of supports provided
Elgin County (beyond Long-
(COVID-19) and supports available
Term Care).
to seniors.
Measuring Success: Number and
Ongoing review of County
nature of planning applications
planning services to ensure
reviewed (3-year comparison);
alignment with local priorities and
ensuring local municipal partners'
community needs for planning
Official Plans (OP) align with the
services.
County's OP; review and approve
5-year Review of County's Official
Plan.
Support for the implementation of
the Community Safe and Well-
rr 1 rr, o I r I r?,r r�rt itrr,i rtrrr°rrI tY Safety
Plan approved in 2021. Work is
Being Plan
ongoing.
recommendations/priorities.
Measuring Success: Success
hosting 5 "priority area" community
forums.
Clarify the mandate of the
Measuring Success: Review
Environmental Committee.
mandate and approve changes
to ensure alignment with
Council's goals/priorities. 126
O
AC r ii o im IP III A IN a
IPII F F IIAII F ASUIIIII F S
Strategic Priorities
Objectives
2022 Actions
Timelines &
& Coals
Performance
11:du i !I 1r> „r- Il /r, r P1r, i Il l r :,:,l
I Review and approve an update to
Measuring Success: Approve 5-
Goal: To make responsible
are rl:, ir-;,r„ii ,r-;, liic
the Official Plan.
year Review of the County's
financial decisions.
rr,
Official Plan - Q2.
Strategic Outcome: Optimized
Ir1 dlrl 10R)Ir>:,
use of resources to support an
Review and approve the County's
Measuring Success: Approve the
affordable, healthy, engaged
Transportation Master Plan.
County's Transportation Master
community.
Plan.
Support the Terrace Lodge Measuring Success: Tracking
Fundraising Campaign and recording supports provided.
plr,r;i lirmr Develop and deliver key talking Measuring Success: Number of
liiioi points/narrative about decisions messages delivered.
i'rr,ti it-I-�, and the future.
Support, fund and enable the Measuring Success: Number of
implementation of the selected SDR recommendations
Service Delivery Review implemented.
recommendations.
127
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Agin
2022
IIIIII IIIIIIIIIIIIIIIIIIIIIIIIIIII IIIIIIIIIIIIIII IIIIIIIIIIIIIIIIIIIIII IIIIII IIIIIIIIIIIIIIIIIIIIII
ELGIN COUNTY ADMINISTRATION
128
m
2022
• 111PIROV111111140111A1111 1 0 11F 11F 11E 1114 C 11E S A 11D 11A i im i s r111RA rioill
uuumuuum III
Action Strategic Priorities Status Notes
Serving Elgin Pending
Increase staff engagement ("'"�'..�„ • Intranet updates
�I Growing Elgin In Progress • Weekly CAOs update
Engagement videos
Investing in Elgin Completed
Serving Elgin Pending Legal Services, Engineering
Evaluate existing Shared Services Design Services, Human
and explore new Shared Services Growing Elgin In Progress Resources Consulting
with local and regional municipal ........ Services, Community
partners Investing in Elgin Completed Emergency Management
services, Fire Training.
. Continued use of
Serving Elgin Pending engageelgin.ca to facilitate two -
Increase public engagement way communication
Growing Elgin In Progress . Surveys, Public Meetings, Public
Information Centres
Investing in Elgin Completed . Increased departmental
collaboration
Serving Elgin Pending • Evaluate and improve website
Enhanced external • •-•
content to ensure
communications Growing Elgin p In Progress transparency, acccessibility,
"������������° and relevancy
Investing in Elgin Completed • Use new and existing forms of
......, media
Community Safety and Well -
Serving Elgin Pending being Plan (forums, meetings)
Enhance communitypartnerships �''"""""
p p Community Grant Program
YGrowing Elgin (S In Progress Southwestern Public Health
• OPP, Social Services
Investing in Elgin Completed Indigenous Strategy
(Consultation)
Serving Elgin Pending
Enhance collaboration with Local �"""""" • CAOs' meetings
Municipal Partners, City of St. Growing Elgin In Progress • Clerks' meetings
Thomas (..... • Joint Council Orientation
Investing in Elgin Completed Continued pandemic response
I Q
11
uuumuuum III
Action Strategic Priorities Status Notes
Serving Elgin Pending Support the work of the
Support County -wide sustainability ("".... Environmental Committee
initiatives (S Growing Elgin (SK In Progress
Investing in Elgin Completed
Streamlining administrative
Serving Elgin
Pending
Legal Services, Engineering
processes to achieve efficiencies
Design Services, Human
associated with the Service
Growing Elgin
In Progress
Resources Consulting
Delivery Review recommendations
°"""""""�
Services, Community
Investing in Elgin
Completed
Emergency Management
services, Fire Training.
Agenda Management Software
Serving Elgin
Pending
• Increased use of Laserfiche for
Increase public engagement
records management
Growing Elgin
� In Progress
Investing in Elgin
Completed
IBIV
12
Action
Strategic Priorities
Status
Notes
• Present fine free survey results
Serving Elgin
Pending
for Council
Increase community and staff'
engagement through at least three
mm„
Growing Elgin
1
In Progress
Promote 2023 Budget survey
Support corporate surveys
surveys and Intranet updates
through engage Elgin
Investing in Elgin
Completed
Enhance Intranet presence
Participate in professional orgs
• Integrate older adults study
(SKServing Elgin
Pending
recommendations
Development and implementation
of at least three Council endorsed
Growing Elgin
(.......°
(...K
In Progress
Refine Rural Indigenous
Strategy, involve at least one
strategies and studies
Indigenous partner in cultural
jIq Investing in Elgin
Completed
programming
Full implementation of M.I.
Friends program
Approval of lease renewals by
Enhance collaboration with local
(SKServing Elgin
Pending
fall 2022
municipal partners
Growing Elgin
In Progress
• Further transfers of municipal
records to archives
• Curatorial and collection support
(Investing in Elgin
Completed
to local museums
• Co -procurement of library
Further implementation of service
Serving Elgin
(SK
Pending
software with STPL and other
delivery review recommendations
9 Growing Elgin
In Progress
regional partners
• Development of fundraising
strategy to increase revenue
Investing in Elgin
Completed
for 2023 Budget Committee
consideration
Presentation of annual
Serving Elgin
(Sm„m,,.
Pending
statistical and programming
Collection and presentation to
reports for museum and library
Council of data/statistics to
Growing Elgin in
In Progress
Articulation of progress relative
measure success and help Council
of goal to increase the number
make informed decisions on
(SKInvesting in Elgin
Completed
of cardholders to 1 per cent
programs
and presentation of new goal
for 2022
1165
13
2022
11ECO1114O111A1111C 111 III , III , IIII 0111PIKIlEim r A 1114 11D rouiRiiiisim
' C'FIII ,,',°) P,,,,,,J III;,"')Ill",-IIP,,,,,,J
Action
Strategic Priorities
Status
Notes
Serving Elgin
Pending
• Partnership with St. Thomas
Enhanced community partnerships
EDC/West Elgin on My
Growing Elgin
In Progress
Mainstreet Funding
"
• Participating as a liaison on
Investing in Elgin
Completed
LMP EcDev Committees
• Explore Master Servicing Plan
Collecting information and
Serving Elgin
Pending
feedback directly from
residents to determine needs
Enhanced community engagement
Growing Elgin
In Progress
through various engagement
methods
Investing in Elgin
Completed
\AAII take place as part of the
EcDev Strategic Planning
Process
• Develop and support the
Serving Elgin
Pending
Business Facilitator role --
Enhanced local business support
Growing Elgin
In Progress
person -to -person
Investing in Elgin
Completed
Serving Elgin Pending • Cycling and hiking tourism
Enhanced tourism support programming (in progress)
Growing Elgin In Progress • Support through Community
Grant Program (festivals and
Investing in Elgin Completed events, etc.) (part of 2022
planning)
Collect data/statistics to help
Measure our success Serving Elgin Pending Council make informed
decisions on programs
Growing Elgin In Progress
(Investing in Elgin Completed
116%
14
General- Increased planning
efforts
Strategic Priorities
Y..... Serving Elgin
t Growing Elgin
Investing in Elgin
Serving Elgin
Emergency Management -
Working with LMPsfor COVID-19� Growing Elgin
response and policy development
Investing in Elgin
'Serving Elgin
("'"""""
Emergency Management-
Working with SWPH to assist with
Growing Elgin
(........
vaccination and public education
efforts
Investing in Elgin
Emergency Management -
enhanced community engagement
Emergency Management -
increased planning and
development
Emergency Management- service
delivery efficiencies
(SKServing Elgin
Growing Elgin
Investing in Elgin
(SKServing Elgin
(SKGrowing Elgin
Investing in Elgin
Serving Elgin
Growing Elgin
Investing in Elgin
Pending
In Progress
Completed
Pending
In Progress
(SKCompleted
Pending
In Progress
Completed
Pending
In Progress
Completed
Pending
In Progress
Completed
Pending
In Progress
Completed
i
• Inclusion of emergency
planning at manager meetings,
Council meetings, LMP
meetings, etc. will continuously
make Elgin a safer area for all
residents, visitors, and
stakeholders
• Policy support, ie. vaccination,
work from home, building
access
• Regular updates on restrictions
and response change
• Vaccination committee
involvement
• Coordination of phase in
approach to essential worker
vaccination rollout
• Ongoing support of SWPH
messaging
• Website rebranding Q1 2022
• Video development Q3 2022
Working with partner LMPs to
educate and improve
Emergency Management
Moving EM systems within the
County and partner LMPs to be
consistent
133
15
����� � '�F III �) (,,,,,,J 1,,D I�-� , (,,,,,,J
Action
Strategic Priorities
Status
Notes
Fire- Fire training to NFPA
Serving Elgin
Pending
• Working with LMP fire
departments with training
standards
Growing Elgin
In Progress
nights and in-house training
Creation of a regionalized fire
Investing in Elgin
(�/ Completed
school to offer fully compliant
NFPA training programs
Fire-
Serving Elgin
p Pending
Finding efficiencies through
service delivery efficiencies
Growing Elgin
ddd
In Progress
collaboration collaboration and common
training efforts
Investing in Elgin
Completed
Emergency Medical Services
Serving Elgin
Pending
g
Work with Medaive EMS Elgin
g
Community Paramedicine
Growing Elgin
In Progress
Ontario to establish a
Community Paramedicine
Completed
Program for Elgin -St. Thomas
Investing in Elgin
134
16
2022
•IIIE 1114 G 11111114 II ,IIIE 11R 11111114 G A 1114 11 r111RA1114SiiiPoiiiR r rIII III
SERVICES
AC A
Action Strategic Priorities
Serving Elgin
Develop project -specific websites ("""'""'""'
to increase communication and Growing Elgin
engagement to residents
f Investing in Elgin
Serving Elgin
Transportation Master Plan
Growing Elgin
Investing in Elgin
Serving Elgin
Environmental Initiatives (ie. ""'""
electric truck 2022) Growing Elgin
Investing in Elgin
Serving Elgin
Expanded GIS service & Shared (.......
Service - Engineering Design Growing Elgin
Services
Investing in Elgin
Asset and Work Order
Management software
Implement recommendations
coming out of the Road
Maintenance Agreement Study
(SKServing Elgin
Growing Elgin
Investing in Elgin
(SKServing Elgin
Growing Elgin
Investing in Elgin
Pending
In Progress
Completed
Pending
n Progress
Completed
Pending
In Progress
Completed
Pending
In Progress
Completed
Pending
In Progress
Completed
Pending
In Progress
Completed
• Ongoing as part of project
planning activities
Final report delivered to County
Council in September 2022
• Pending budget approval
• If approved, will be procured in
2022, subject to availability
• Currently in implantation phase
of Geocortex (public -facing
interface) anticipated to be
complete in Summer 2022
• Shared Service Agreement
under development
Pending discussions with
LMPs and ongoing discussions
regarding improvements to the
RMA
Pending Council approval of
consultant/committee
recommendations and Council
approval
f6R
17
•IIIE 1114 G 11111114 II ,IIIE 11R 11111114 G A 1114 11 r111RA111MSiiiPoiiiR r rIII III
lii , I liii lii ,
AC A
Action Strategic Priorities Status Notes
Serving Elgin Pending
Commence upgrades to facilities to
meet accessibility and Growing Elgin In Progress
environmental standards
Investing in Elgin Completed
Elgin Pending
Service Delivery Review Serving
efficiencies Growing Elgin In Progress
Investing in Elgin Completed
• Ongoing upgrades to County
Administration Building,
accessible elevators and
basement washrooms, project
began January 2022
Pending Council approval of
consultant/committee
recommendations and Council
approval
IBZ
18
2022
11F 11111114 1114 C 1111 A 1111 SERVICES
III ,
Action
Strategic Priorities
Status
Notes
Ongoing -add links to MPAC,
Serving Elgin
Pending
Budget Survey, Budget
Update Financial Services website"""""'
Committee meeting information
ensuring ease of use and
Growing Elgin
In Progress
and financial statements.
enhanced engagement with the
public"
Investing in Elgin
Completed
Serving Elgin
Pending
Regular Meetings and
Relationship Building""'""'"'"
collaboration with local
Growing Elgin
(V In Progress
municipal partner treasurers
Investing in Elgin
Completed
Research and consider ways to
Serving Elgin
Pending
undertake collective
Collaboration and Shared Services"""'""'""'"
procurement initiatives with local
Initiatives
Growing Elgin
In Progress
municipal partners (LMPs).
• Develop a communication
Investing in Elgin
Completed
strategy to ensure seamless
communication with LMPs.
Serving Elgin
Pending
Research and implement best
Green Procurement Initiatives
Growing Elgin
Y
In Progress
practices regarding green
procurement and social
Investing in Elgin
"
Completed
procurement.
Testing is ongoing and
Dayforce (Human Capital
Serving Elgin
Pending
implementation is scheduled
Management Software)
for summer 2022.
Growing Elgin
In Progress
Investing in Elgin
Completed
Employee Engagement Serving Elgin Pending • Human Capital Management
Self Serve Portal roll -out for
Growing Elgin In Progress staff.
. Robust end user training
Investing in Elgin Completed program to be developed and
implemented
137
19
2022
11F 11111114 1114 C 1111 A 1111 SERVICES
III ,
Action Strategic Priorities Status
Serving Elgin Pending
Reporting Enhancements
Growing Elgin In Progress
Investing in Elgin Completed
Serving Elgin Pending
Review of Corporate Wide financial �" "'""'"'
needs Growing Elgin In Progress
Investing in Elgin Completed
Serving Elgin Pending
Documentation of Processes......,!
Growing Elgin...... In Progress
Investing in Elgin Completed
Serving Elgin Pending
Risk Management Audits of
facilities Growing Elgin In Progress
Investing in Elgin Completed
Serving Elgin Pending
Vendor performance reviews Growing Elgin In Progress
.m. Investing in Elgin Completed
Budget Committee Serving Elgin Pending
Y„ Growing Elgin In Progress
(SKInvesting in Elgin Completed
Long -Term Care new quarterly
reporting
Support data collection for new
funding programs
Human Capital Management
Budget highlights and
forecasting
There is a high need for
systems improvements - work
in this area is ongoing.
Ensure information related to
procedures is documented
Ensure audits are conducted on
a regular basis
Enhanced focus on vendor
performance reviews.
• Develop policies for
Committee's review
• Engage Committee in budget
work earlier in 2022
138
20
IL
Action
Strategic Priorities
Status
Notes
Surveys - staff, residents,
Enhanced resident and staff
Serving Elgin
(families
Pending
engagement / communication
"""'""'""'"
• Leverage intranet for staff
efforts
Growing Elgin
In Progress
updates
• Hold more staff meetings and
Investing in Elgin
Completed
resident and family Council
meetings
(S Serving Elgin
Pending
• Support milestones for
Terrace Lodge Redevelopment
occupancy, budget, fundraising
efforts, etc.
Growing Elgin
In Progress
Project
• Engage family, staff and
Investing in Elgin
Completed
residents
Serving Elgin
Pending
• Facility Operators Group, Elgin
Regular meetings and
"^.......
Ontario Health Team, SW
collaboration with all levels of
Growing Elgin
In Progress
Regional Response, etc.
regional counterparts
• Share information and
Investing in Elgin
Completed
implement strategies when
appropriate
Work with County IT team to
Serving Elgin
Pending
expand on Skype, Facetime and
Continue Virtual Care in Homes as
other ways to use technology to
a way for families and friends to
Growing Elgin
In Progress
support connections.
engage with residents.��
Investing in Elgin
Completed
Breaking down silos and working Serving Elgin Pending • Continued collboartion with
across departments to meet needs library to improve resident care
of LTC Growing Elgin In Progress and build partnerships
(,m„m,,,m,,,' • Implement interdepartmental
Investing in Elgin Completed meetings to encourage
collaboration
Serving Elgin Pending
Participate in external networks
Developing partnerships with Growing Elgin In Progress and organizations (i.e. Elder
external organizations-- Abuse Elgin, palliative care
Investing in Elgin Completed collaborative, etc.)
• Support resurgence of the Age
Implement recommendations from Serving Elgin Pending Friendly Network
Older Adult Survey • New Horizons for Seniors
Growing Elgin In Progress program application
• Transitions in Care
Investing in Elgin Completed collaboration project work
f61;
21
IL
Action
Strategic Priorities
Status
Notes
Year 3 of BPSO project -
RNAO Best Practice Guidelines
Serving Elgin
Pending
designation June 2022.
(BPG) to support /enhance"
resident quality of care and
"' "''"
Growing Elgin
(..
In Progress
. Advanced Clinical Fellowship
(S.....
program
services
�°
• Sustinability planning
Investing in Elgin
V
Completed
Ongoing implementation of
BPGs
Serving Elgin
Pending
• Consideration of each
New Horizons for Seniors
opportunity for Homes /
Growing Elgin
In Progress
community senior benefit
Programming
Investing in Elgin
Completed
Serving Elgin
Pending
• Continue to build program
Adult Day program to support
"^.......
capacity including stroke
community needs and planning
Growing Elgin ins
/
In Progress
program and overnight
7C �
program.
Investing in Elgin
Completed
• Paused during pandemic,
Serving Elgin
Pending
resumed 2021 and 2022.
Meals on Wheels to support
community needs
Growing Elgin
In Progress
• Sustainng partnerships and
community supports.
Investing in Elgin
Completed
Service Delivery Review
n
Serving Elgin
Pen
• Presentatino of annual statistical
efficiencies
reports for Homes. Monitor
provincial policy changes
Growing Elgin
In Progress
Continue to advocate for funding
• Explore new recruitment
Investing in Elgin
Completed
initiatives to reduce overtime
costs
Serving Elgin
Pending
• Operational plans developed to
support new Ministry funding
Develop plan for Direct Care
Growing Elgin
In Progress
programs.
Staffing / Allied Health Professional.......
• Ongoing review will be
Growth Funding
Investing in Elgin
�...g�
Completed
required.
• Collaboration with Elgin's ITS
Technology implementation and
Serving Elgin
Pending
department, as approved by
digital integration to support
Council (e.g. medication safety
resident care
Growing Elgin
In Progress
technology, clinical support
tools, econnect, etc.)
Investing in Elgin
Completed
10
22
Action
Strategic Priorities
Status
Notes
Improve recruitment and retention
Serving Elgin
Pending
Enhanced partnerships
across the County'""""""'"
Organizational culture work
Growing Elgin
In Progress
Branding and marketing
Strategy development
Investing in Elgin
Completed
• Establish a shared service
Serving Elgin
Pending
agreement with interested
municipal partners
Implement Service Delivery
Growing Elgin
In Progress
• Agreement to include frequent
Review recommendations related
service review and feedback
to HR
Investing in Elgin
Completed
process
Serving Elgin
Pending
• A number of process
Improve manual and paper -based
.......'
improvements are planned for
processes using technology
Growing Elgin
In Progress
2022, including HCM project,
and other streamlined
Investing in Elgin
Completed
processes.
""""
! Serving Elgin
Pending
Solicit feedback related to
Increased feedback sourcing and
overall HR services and other
communicating across the County
Growing Elgin
In Progress
initiatives.
and interested LMPS
"
Investing in Elgin
Completed
Ongoing Accessibility Initiatives
Serving Elgin
Pending
• Work with interested Local
and development of Diversity,
Municipal Partners on a DEI
Equity and Inclusion Plan
Growing Elgin
In Progress
strategy and plan for Elgin
County.
• Ensure ongoing compliance with
Investing in Elgin
Completed
relevant legislation.
Serving Elgin Pending
Enhance communication, skill ��....... Communicating Health, Safety
development & learning Growing Elgin In Progress and Wellness tips regularly to
opportunities related to Health--" staff
Safety & Wellness Investing in Elgin Completed
Collect and provide relevant data ""' " Pending Serving Elgin Share employment data with
regarding Elgin County's workforce Council to support informed
Growing Elgin �... In Progress decisionmaking
(SKInvesting in Elgin Completed
1EN
23
2022
11111114 11F 0 11R 11A A riaim r 11E C 1114 1114 0 1111 0 G Y S 11E 11R V 1111 C 11E
Action Strategic Priorities Status Notes
Review and evaluate Shared
Serving Elgin
Pending
• Review contracts and ensure
Services""""""""
services are meeting the needs
of Local Municipal Partners
Growing Elgin
,...............'
In Progress
. Review software and hardware
Investing in Elgin
Completed
agreements
Cybersecurity
• enhancements
Serving Elgin
Pending
• Support Connectivity
Community Connectivity
,.
Growing Elgin
In Progress
Committee in leadership role
(IBI Group Connectivity Report
Recommendations)
Investing in Elgin
Completed
(SKServing Elgin
Pending
• Monitor internet usage
Community Connectivity - usage
Growing Elgin
In Progress
(ongoing)
• Monitor public access
- "
computer usage
Q Investing in Elgin
Completed
""""
! Serving Elgin
Pending
• Develop training programs
Service Delivery Review
. Support policy development
Recommendations
Growing Elgin
In Progress
. and departmental planning
(SKInvesting in Elgin
Completed
Collect data and metrics to support Serving Elgin Pending Provide an annual report to
Council decision making Council
Growing Elgin (S.."(SK
In Progress
6Investing in Elgin Completed
Serving Elgin Pending Document incident and
Cyber Security Incident Recovery
continue to support enhanced
Growing Elgin ("" " In Progress end -user training and ongoing
review of cyber security
Investing in Elgin Completed measures
24
2022
11P 1111 A1114111411111114G SERVICES
III ,
Action Strategic Priorities Status Notes
Official Plan 5-Year Review Serving Elgin Pending • Revised timeline - Fall 2022
(........ • Review Population Projections
Growing Elgin In Progress with Rural Initiatives and
,........ (.......' Planning Advisory Committee
. Investing in Elgin Completed (June 2022)
Serving Elgin Pending Background document to
Elgin's Official Plan
Elgin Natural Heritage & Systems
Study Implementation Growing Elgin In Progress
Investing in Elgin Completed
• Improve Planning website and
Serving Elgin Pending digitize the planning application
Planning Application Porcess �,
Review & Rebrandin process
g � "' Growing Elgin f In Progress Rebrand and ensure ease of
i.. .
use of planning applications to
Investing in Elgin Completed improve public and applicant
experience.
Serving Elgin Pending • Modernize processes and
Land Division Committee ensure legislative requirements
Growing Elgin In Progress are met.
• Prepare for a robust training
(Investing in Elgin Completed program for 2023 LDC members
143
25
REPORT TO COUNTY COUNCIL
FROM: Julie Gonyou Chief Administrative Officer
u°000 � DATE: June 7, 2022
g. SUBJECT: Integrity Commissioner/Closed Meeting
Pro 9rcm,;sfvo" bYPhatvr Investigator/Ombudsman Services
RECOMMENDATION:
THAT the report titled "Integrity Commissioner/Closed Meeting
Investigator/Ombudsman Services" dated June 3, 2022, submitted by the Chief
Administrative Officer, be received and filed; and
THAT staff be directed to draft a Request for Proposal for Integrity Commissioner,
Closed Meeting Investigator and Municipal Ombudsman to be issued jointly on behalf of
Elgin County and any interested local municipal partners.
OWN
Independent Resolutions Inc., through its representative Mark McDonald, provided
notice that Integrity Commissioner/Closed Meeting Investigator/Ombudsman services
will be terminated for the County of Elgin and participating Local Municipal Partners on
September 30, 2022.
The Municipal Act, 2001 requires that Elgin County have an integrity commissioner. As
a result, an RFP needs to be issued to secure a new service provider in a timely
manner.
BACKGROUND:
Bill 68, Modernizing Ontario's Conflict oflnterestActwas introduced on November 16,
2016 and advanced through the legislative process requiring municipalities implement
requirements for codes of conduct, conflict of interest and integrity commissioner
services by March 2019.
In October 2017, a Request for Proposal (RFP) was jointly issued by Elgin County and
Middlesex County seeking an Integrity Commissioner, Closed Meeting Investigator and
Ombudsman. The firm of Independent Resolutions Inc., represented by Mark McDonald
was awarded the contract to provide Integrity Commissioner, Closed Meeting
Investigator and Ombudsman Services for a term ending on December 31, 2020.
144
2
Elgin County's Municipal Partners were invited to participate in this agreement. The
Municipality of Bayham, Municipality of Central Elgin, Municipality of Dutton Dunwich,
Township of Malahide, Township of Southwold, and the Municipality of West Elgin,
through Council resolution, chose to also utilize Independent Resolutions Inc. for these
services. The Town of Aylmer has its own contract for these services and does not
currently utilize Independent Resolutions Inc.
On September 8, 2020, County Council approved the extension of the contract with
Independent Resolutions Inc. as Integrity Commissioner/Closed Meeting
Investigator/Ombudsman for the County of Elgin effective January 1, 2021 until
December 31, 2022. All Elgin Local Municipal Partners receiving services from
Independent Resolutions Inc. also extended their agreements, such that they also
expire on December 31, 2022.
Mark McDonald recently provided notice, in conformance with the requirements of the
Agreement, that Independent Resolutions Inc. would no longer provide Integrity
Commissioner/Closed Meeting Investigator/Ombudsman services to the County of
Elgin, Middlesex County, or Elgin's Local Municipal Partners after September 30, 2022.
JOINT REQUEST FOR PROPOSAL (RFP):
At a staff level, the majority of local municipal Chief Administrative Officers (CAOs) are
interested in developing a joint RFP for Elgin County and interested Local Municipal
Partners. The County will take the lead in developing and issuing the RFP in
consultation with participating LMPs. In addition to creating a workflow efficiency on
behalf of local municipalities who are interested in this approach, a jointly issued RFP
for multiple participating municipalities is likely to provide a greater response to the
RFP. Jointly retained services will also support our efforts to maintain similar standards
for service throughout Elgin County.
Through the proposed joint RFP, Elgin County will seek proposals from Proponents who
are interested in serving the County of Elgin in three distinct functions, as its Integrity
Commissioner, Closed Meeting Investigator and Municipal Ombudsman.
Additionally, the intent of the proposed RFP is to allow the following municipalities, each
with their own Code of Conduct, to cross -appoint the same successful Proponent(s) as
its Integrity Commissioner and/or Closed Meeting Investigator and/or Municipal
Ombudsman, on the terms acceptable to each respective Council and the Successful
Proponent. Such appointment will require the Successful Proponent to enter into a
separate agreement with one or more of the following municipalities, provided that their
respective Councils affirm their participation by resolution:
• Municipality of Bayham
• Municipality of Central Elgin
• Municipality of Dutton Dunwich
• Township of Malahide
`«
iship of Southwold
cipality of West Elgin
3
Note: prior to releasing the RFP, the Town of Aylmer and the City of St. Thomas
will be invited to participate.
Any proposals made in response to the joint RFP will be shared under a cooperative
purchasing model with Local Municipal Partners. The RFP will request pricing that
includes fees associated with a retainer for services, hourly rate and all other expenses
(i.e. disbursements, printing, mileage, etc.) with regard to Integrity Commissioner
services. Additionally, the RFP will require optional pricing associated with the Closed
Meeting Investigator and Ombudsman services, including fees associated with a
retainer, hourly rate and all other expenses (i.e. disbursements, printing, mileage, etc.).
The successful proponent to the RFP would be required, in addition to the Agreement
with the County of Elgin, to execute separate agreements directly with each interested
Local Municipal Partner that wishes to engage the successful proponent's services.
Each participating Local Municipal Partner would be responsible under a separate
agreement for the payment of the hourly rate associated with the service(s). A sample
agreement will be drafted and included within the RFP package. It is anticipated that
separate agreements will include substantially the same terms and conditions for each
participating municipality.
Term
The recommended appointment would be for a two (2) year term with the option to
renew for one renewal term of two (2) additional years.
LEGISLATIVE OVERVIEW:
Integrity Commissioner
The Integrity Commissioner is an independent accountability officer given authority
under the Municipal Act, 2001, including Ontario Regulation 55/18 Codes of Conduct
and the Municipal Conflict of Interest Act, 1990. Municipalities are required to at all
times have an Integrity Commissioner. The Integrity Commissioner is responsible for
administering relevant portions of Council's Code of Conduct. This includes conducting
investigations in an independent manner, in accordance with the accountability and
transparency provisions of the Municipal Act, 2001 and the Council Code of Conduct
Policy, for both Council and Boards.
The Integrity Commissioner has a statutory right to delegate tasks to qualified person(s)
which may include the provision of legal advice, particularly where the Integrity
Commissioner is not licensed to practice law. It is important to note that Elgin County's
Legal Services team cannot be used for any reviews requiring legal assistance.
`«
0
Closed Meeting Investigator
The Closed Meeting Investigator is responsible for investigating complaints relative to
Section 239.2 of the Municipal Act, 2001, in an independent manner, as to whether the
municipality has complied with the open meeting requirements of the Municipal Act,
2001 or a Municipal Procedural By -Law in respect of a meeting or part of a meeting that
was closed to the public. The Closed Meeting Investigator's duties include reporting on
the investigation.
Municipal Ombudsman
The Municipal Ombudsman is responsible for investigating and reporting to Council in
an independent manner on any decision or recommendation made or act done or
omitted in the course of the administration of the municipality and its local boards in
accordance with section 223.13(1-2) of the Act. The Act designates the Ombudsman as
the default investigator for municipalities that have not appointed their own.
Options:
Combining the positions of Integrity Commissioner, Closed Meeting Investigator and
Municipal Ombudsman into one role is advantageous. It not only provides one point of
contact for Council, members of the public, and staff, but it also leverages opportunities
to enhance future training initiatives for local board volunteers, Council and staff.
FINANCIAL IMPACT:
Independent Resolutions Inc. charged a retainer fee of $3,000.00 per municipality which
was covered by the County of Elgin, and a $150.00 per hour fee to covered by each
municipality on an as needed basis. Subject to Council's consent to proceed with an
RFP, revised pricing will be presented to Council and interested local municipal partners
once the results of the RFP have been received.
ALIGNMENT WITH STRATEGIC PRIORITIES:
147
ving 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 staff report and follow up direction received from County Council will be shared with
local municipal partners.
COMMUNICATION REQUIREMENTS:
The Council report was shared with local Chief Administrative Officers prior to inclusion
within the Council agenda.
CONCLUSION:
The County's Integrity Commissioner, Closed Meeting Investigator and Municipal
Ombudsman, Independent Resolutions Inc., has provided notice to terminate its
contract effective September 30, 2022. It is recommended that the County issue a joint
RFP with interested participating Local Municipal Partners to secure a new service
provider to fulfill these transparency and accountability roles for the County.
All of which is Respectfully Submitted
Julie Gonyou
Chief Administrative Officer
5
148
CORRESPONDENCE — June 14, 2022
Items for Consideration — (Attached)
1. Letter from Dutton & District Lions Non -Profit Housing Inc. requesting the County
of Elgin examine safety issues at the drainage ditch in front of the Caledonia
TWO Seniors Apartment Building, 29475 Pioneer Line, Dutton ON.
2. Resolution from the Town of Aylmer regarding joining the CEMC and Fire
Training Program administered by the County of Elgin.
3. Resolution from the Town of Aylmer regarding Respecting Payments in Lieu
(PIL) Calculations.
4. Resolution from the Township of Malahide requesting that Elgin County Council
conduct speed and traffic counts on Ron McNeil Line at the west village limit in
support of extending the 50km/hr speed limit westerly beyond the built-up
residential area.
5. Resolution from the Township of Malahide with respect to the Notice of Decision
received from the County of Elgin for the Malahide Official Plan Amendment No.
20.
IC1
Board of'Directors
Caledonia Gardens Caledonia 1VO
1, Lk,)ns Read, 29475 Pioneer Line,
Dutton, ON Dutto,n, ON
NOL J JO N01, 1.10
519-762-0,089, 5,19-762-0200
May 19,,2022
Elgin County Councilors
450 Sunset Drive,
SLT'ha,inas, ON
N5R 5VI
519-63J-14,60
Re: Proposed change o f drain in'Dutton f0T 11VArdMIS reasons,
'We are writing to you today, to ask if you could look into the, drainage ditch out front f
our Seniot-s apartBrat building tit Caledonia TWO (29'475 PioDeer Line, Dutton ON), -,is it is
raising concems_safOy wise. We are inquiring if itwould be 1easible for (he (ounly to put, as
draimage pipe in, and graspseedcd on top.
The ",- son for having this drain is, evident, however, we bavesorne safety cotwerns, with,
it, We have had multiple tenants fall down into the drain when trying to ni,aneuver around their,
vehicles arld we ba-%T even had a tenants vehicle end, up in the drain. Als(.),,, in the past there, was
SWIM= (risers-tenunt) who, died when their off"highway equilpment malfunctioned, eausing both
the driven and equipment,tea go into the steep drain, as little further down F)ioneer Line from where
otir building is.
Moreaver, last year a compapy was brought in to remove all ofthe brush and trees that
were, growing in the drain, as dicy were obsutioing the drain. This sort of maintenance could
disappear if the drain had as pipe, put, in and the gsoused above levelled Off. Also, having flat grass,
ors to of a drainage pipe would be nicer thall the brush lbat gax)ws out ol"control making the
whole area niore, pleasing cstbelically.
Pietures are also included with this lettcr to reference die hazardous, drain. thal, is curreritly
alorig Pioneer [Jlle by Caledonia "IVO
T'hank you for your time, and consideration in this niatter,,
'. I he Board of Directors
Dutton & District Lions NOD -.Profit 1-lousing, Inc,,
Peter Donaldson —Chairman - Celf-519-719-1 662
Brooke Small
Offlice Administrator
INV
Mi
r7�,
Y
Office of the Chief Administrative Officer
The Corporation of the Town of Aylmer
w 46 Talbot Street West, Aylmer, Ontario N5H 1J7
Proud Ikm igc BHgh� 1unire.Office: 519-773-3164 Fax: 519-765-1446
www. ayl mer. ca
May 24, 2022
Katherine Thompson
Manager of Administrative Services/Deputy Clerk
Via email: khompson@elgin.ca
Re: Fire Training/CEMC Services - Town of Aylmer Meeting — May 4, 2022
Dear Elgin County Council,
At their meeting of May 4, 2022, Aylmer Town Council adopted the following resolution
regarding joining the CEMC and Fire Training program administered by Elgin County:
That Report CAO 30-22 entitled Fire Training/CEMC Services, be received for
information; and
That Correspondence be sent to Elgin County Council requesting entrance of an
agreement for the provision of Community Emergency Management Services and
Fire Training upon the same terms as other Elgin County municipalities; and
That Elgin County be requested to draft and circulate an appropriate amending
agreement for the consent of all existing member municipalities; and
That the proposed agreement be presented to Aylmer Council along with related
amendments to the Town's Emergency Plan.
Should the County of Elgin choose to proceed with this request, please forward
the proposed agreement to the Town of Aylmer for consideration.
Thank you,
Owen Jaggard
Deputy Clerk / Manager of Information Services I Town of Aylmer
46 Talbot Street West, Aylmer, ON N5H 1 J7
519-773-3164 Ext. 4913 1 Fax 519-765-1446
I..g...fir:...::ii..::...y.1liirnir:.::..pii..::.. c.2
153
r7�,
Y
Office of the Chief Administrative Officer
The Corporation of the Town of Aylmer
w 46 Talbot Street West, Aylmer, Ontario N5H 1J7
Proud Ikm igc BHgh� 1unire.Office: 519-773-3164 Fax: 519-765-1446
www. ayl mer. ca
June 2, 2022
Julie Gonyou
Chief Administrative Officer County of Elgin
450 Sunset Drive St. Thomas, ON N5R 5V1
Via email: CAO@elgin.ca
Re: Respecting Payments in Lieu (PIL) Calculations Dear Elgin County Council,
At their meeting of June 1, 2022, Aylmer Town Council adopted the following resolution
regarding Respecting Payments in Lieu (PIL) Calculations:
That Report CAO 39-22, Respecting Payments in Lieu (PIL) Calculations be
received for information; and
That the Director of Financial Services/Treasurer be directed to work with the
County to ensure payment of the Town of Aylmer's taxes; and
That Aylmer Council express their appreciation to Elgin County staff for undertaking
the review of historical issues around rates paid by lower municipalities; and
That Aylmer Council circulate a copy of this report to Elgin County and respectfully
request that the County publicly release details upon amounts owing from all lower
tier municipalities, including any new or historical agreements (formal and informal)
to accept lesser amounts or provide taxation write-offs.
Please find attached a copy of Report CAO 39-22, Respecting Payments in Lieu
(PIL) Calculations.
Thank you,
Owen Jaggard
Deputy Clerk / Manager of Information Services I Town of Aylmer
46 Talbot Street West, Aylmer, ON N5H 1 J7
519-773-3164 Ext. 4913 1 Fax 519-765-1446
,y,ll,ii ,y,!.!! ]ei.r,,,,,
154
Town of Aylmer '
Report CAO 39-22 ar a� ,� p w G �Dbde]r
gb° hmiirv,
Report Title: Payments in Lieu (PIL) Calculations
Submitted for: Council - June 1, 2022
Report Author: Andy Grozelle, CAO
❑ Receive for Information I ® Recommendation
Recommendation
That Report CAO 39-22, Respecting Payments in Lieu (PIL) Calculations be
received for information; and
That the Director of Financial Services/Treasurer be directed to work with the
County to ensure payment of the Town of Aylmer's taxes; and
That Aylmer Council express their appreciation to Elgin County staff for
undertaking the review of historical issues around rates paid by lower
municipalities; and
That Aylmer Council circulate a copy of this report to Elgin County and
respectfully request that the County publicly release details upon amounts
owing from all lower tier municipalities, included any new or historical
agreements (formal and informal) to accept lesser amounts or provide taxation
write-offs.
Executive Summary
This report is in response to a County review of taxes owing by lower -tier
municipalities. Aylmer is only in receipt of information directly related to our Town.
County staff have anecdotally confirmed that Aylmer represents a very small
proportion of the amounts owning.
Town Staff desire to have a fuller understanding of this issue to assist in how we can
best advocate for fair and equitable treatment of Aylmer taxpayers. To this end, staff
are recommending Council request public release of amounts owing from all
municipalities along with general details upon any new or historic agreements made
with municipalities. This desire has already been expressed to the County. It is staff's
belief that the County intends to undertake such a release and we are supportive of
this.
f6'V
Background
On March 28, 2022 the Town of Aylmer was informed by Elgin County that a review
going back to 2009 identified an underpayment of taxes in the amount of under
$2,000 in total including associated interest. Staff are awaiting the County to review
and provide further response to an email from late April prior to finalization of the
amount owing.
This issue occurred due to a historical error by a former Town Treasurer to properly
adjust taxation rates around Payments in Lieu (PIL)s for the federally owned rail line.
This error could have occurred for several reasons, but it is likely that the PIL amount
was so minor that staff simply didn't properly update it on an annual basis.
Analysis
Staff welcome the County undertaking this review. As taxation rates associated to
PILs are directly prescribed through legislation and regulations, we are comfortable in
identifying that the Town's departure from these rates represented a clear error.
Aylmer appreciates the County raising these issues discretely with member
municipalities to allow for us to independently investigate prior to releasing
information publicly. As a next step in this process Town staff want to formalize our
request that Egin County undertake public release upon these matters. It is the staff's
belief that it is the intent of the County to undertake such a public release.
Conclusion
The focus of this report is to support Elgin County in both their review and in public
release of information. This is being recommended due to the public interest around
fairness in taxation and upon the understanding that there is nothing inherently
confidential about taxation, verifiable municipal staff errors or agreements between
public entities.
Strategic Priorities
❑Pillar One — Dynamic, Inclusive Community
❑Pillar Two — Planning for the Future
OPillar Three — Economic Vitality
❑Pillar Four — Environmental Stewardship
OPillar Five — Public Service Excellence
Submitted by:
Andy Grozelle
Chief Administrative Officer
Town of Aylmer
M
87' jrkn Streel tprfuth
Aykrm ON N5H 21,-�3
Phom 5N9J73.5344
Fax 519,773-532A
www malubWe ca
County of B9in
450, Sunset Drive
St., 'Thomas, Ontario
N5R 5VI
1!=�IMIIIIMI
EMM=, 111.01mulm
fimzalm
At its regular meeting held on May 191111, 2022, the Mal hid TownsNp Councill passed
the following ResolUtion
THAT Township of Malahide Council requests that Elgin County, Council Conduct
The Towns hip appreciates your co-operation wftb respect to this; request andthanks
you for your consideratioTi of this matter,
Please do not hesitate to, contact this office ifyou require, any further informafion or
documentabon.
C'^m-� jlxle�
Cassandra Young
Plu'Vic Works Gooirdi,'tator
Copy Matt Sweetland, Director of Public or
157
87 John Street South
Aylmer ON N5H 20
Phone: 519-773-5344
Fax: 519-773-5334
www. malahide.ca
w.TOWNS111Pof
HAiAmmmm
A proud tradition, a brightfuture.
June 6, 2022
County of Elgin
450 Sunset Drive
St. Thomas, Ontario N5R 5V1
Attention: Brian Lima & Katherine Thompson
Sent via email: lima -el in.ca and tom son el in.ca
RE: Malahide Official Plan Amendment No. 20
At its regular meeting held on June 2, 2022 the Malahide Township Council passed the
following Resolution:
No. 22-236
Moved By: Mark Widner
Seconded By: Rick Cerna
THAT the Notice of Decision dated June 1, 2022 from the County of Elgin for
Malahide Official Plan Amendment No. 20 be received.
AND THAT, given that the Township of Malahide has a visible and concentrated
rural community which relies on horse -powered technology for farming, the Council
for the Township of Malahide hereby requests that the County of Elgin respect the
farming practices of this community and continue to allow the possibility to create
smaller farm properties provided the size remains appropriate and sufficiently large
to maintain flexibility for future changes in the type or size of agricultural
operations.
AND THAT provided the County of Elgin can continue to respect the farming
practices of this community, the Council for the Township of Malahide does not
object to the modification by the County to its removal of Section 5 of the Malahide
Official Plan Amendment No. 20, being an amendment to Section 2.1.6 of the
Malahide Official Plan.
Carried
158
Please do not hesitate to contact this office if you require any further information or
documentation.
Respectfully,
TOWNSHIP OF MALAHIDE
ALLISON ADAMS
Manager of Legislative Services/Clerk
Township of Malahide
519-773-5344x222
aadams@malahide.ca
cc: Township of Malahide CAO — Adam Betteridge
I M,
CORRESPONDENCE — June 14, 2022
Items for Information — (Attached)
Bonnie Rowe, Chair — Elder Abuse Elgin with a letter and supporting materials
introducing Future Us: A Pan -Canadian Roadmap to the Prevention of Elder
Abuse, a national engagement strategy led by the Canadian Network for the
Prevention of Elder Abuse.
2. Marcus Ryan, Vice Chair and Jim Collard, Secretary -Treasurer of Community
Schools Alliance with a call for nominations to the Executive Committee of the
Alliance for 2022.
IG
ELDER ABUSE ELGIN
May 30, 2022
County of Elgin Council,
450 Sunset Drive, St. Thomas, ON N5R 5V1
Dear Warden French and Council members,
I am writing today to introduce Future Us: A Pan -Canadian Roadmap to the Prevention of Elder Abuse, a
national engagement strategy led by the Canadian Network for the Prevention of Elder Abuse. As a
member of Elder Abuse Elgin, we look forward to meeting with you in the future, to talk about the role
of Elgin County in achieving common goals that will address the issue of elder abuse and ageism in Elgin
County, Ontario, and across Canada.
The Government of Canada has estimated that by the year 2030, seniors will number over 9.5 million
and make up 23 percent of Canadians. The Canadian government also reports that as many as 10 er
cent of older people experience abuse, most often by a spouse or family member. "Only one in five
incidents of elder abuse comes to the attention of those who can help. Is this only the tip of the iceberg?
Most likely, especially given the compounding challenge of a rapidly growing aging population." The
time to act is now!
Elder abuse is not an individual issue. It is a societal issue that requires a whole society response. We
need to address ageism and all other forms of inequity and discrimination that undermine human rights
and increases exposure to violence and abuse.
World Elder Abuse Awareness Day (WEAAD) has been recognized since 2006 - every year on June 151n
Elder Abuse Elgin has used this day as an opportunity to raise awareness, with a variety of activities over
the years including tree plantings, photo contests, and through the media. This year we are raising
awareness on WEAAD, by sharing this important National Roadmap called "Future Us: A Roadmap to
Elder Abuse Prevention" with our County, Provincial and Federal government leaders.
The prevention of elder abuse should be a priority issue in our county, province, and country. We are
working toward this goal as our first step. As a member of Elder Abuse Elgin, we will be in touch later in
the year, to schedule a meeting to talk about how we can work with you to achieve the goals of Future
Us that are outlined in the roadmap.
The future of us — is up to all of us. We look forward to talking with you.
Respectfully,
Bonnie Rowe, Chair
Elder Abuse Elgin
eIdera buseelgin@_ mail.com (519-639-5415)
Future Us:
A Roadmap to Elder
Abuse Prevention
There are committed citizens across
Canada who are working to create
safer, more supportive communities
for people of all ages.
The Future Us roadmap is a tool to
harness and mobilize that collective
energy for change, tapping into
existing networks to engage local
elected politicians and the broader
public to achieve common goals.
-10%
of older Canadians experience
abuse, most often by a spouse
or family member.
Visit: It's Not Right!
Neighbours, Friends &
Families for Older Adults
Join / Start your local elder
abuse prevention network.
Train staff to recognize
warning signs and how to
respond safely, supportively.
Look for and address
ageism in your
organizational policy and
practice.
p Y
Prioritize elder abuse prevention in ever
community.
Establish and support elder abuse
prevention networks at local, regional and
national levels.
0i�ieveryone• • .
of abuse and neglect, how to respond safely
Rio i�� `
help. Teach
and effectively and where to refer in the
community to find
23%
of the population in Canada
will be 65 or older by 2030.
Here'st you can
Recognize elder abuse as a
community priority - work
with local government to
achieve the first Future Us
goal.
63%
of seniors in Canada report
that they have been treated
differently or unfairly because
of their age.
Fund local, regional, and
national elder abuse
networks to establish
infrastructure that is pan -
Canadian and designed to
support long-term change.
GET IN TOUCH
d/ All %
Visit the roadmap online at futureus.cnpea.ca
J11 Get in touch at futureus.cnpea@gmail.com
rr
@ c n p e a p,,PMNAN3I A N NETWORK 4or
ItIWALU C,mNIADIF N PdWjttk#V9NT10N
Future Us:
A Roadmap to Elder Abuse Prevention
A Pan -Canadian Engagement Strategy
for Anyone and Everyone
CUPEA R,C',PIMTA,
CANADIAN NE" WOOK Oa,
010 PRIVENTION M ELDER ABUSE,
RiSRAU CANADIFN pour �a PRtYINTPON
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Partners & Advisors
The Canadian Network for the Prevention of Elder Abuse (CNPEA) is the lead in
developing the Future Us strategy, working in partnership with advocates, professionals
and researchers from across Canada. They include:
Benedicte Schoepflin
Executive Director, Canadian Network for the
Prevention of Elder Abuse
Celeste Pang
PhD, Senior Research Officer, 2SLGBTQI Health,
Aging and Housing, Egale Canada
Diana Cable
Director, Policy and Research, CanAge
Kathy Majowski
RNBN, Board Chair, Canadian Network for the
Prevention of Elder Abuse
Kiran Rabheru,
MD, Geriatric Psychiatrist, Professor of Psychiatry,
University of Ottawa; Chair, Steering Group, Global
Alliance for the Rights of Older People
Krista James
National Director, Canadian Centre for Elder Law
Laura Tamblyn-Watts
Founder and CEO, CanAge
Margaret Gillis
President, International Longevity Centre Canada;
Co -President, International Longevity Centre Global
Alliance
CNPEA RCIPMTA
r�
ANtl,ADIANmI NETWORK, hK
the P E'4IENWTIENNN of ELDER ABUSE
R9SEAUCANADIE NNpour I'm NR9VE "a10N
du Ntik UVA15 TRAITEMENhNT des A NIES
Margaret MacPherson
Research Associate, Centre for Research and
Education on Violence Against Women and
Children, Western University
Marta Hajek
Executive Director, Elder Abuse Prevention Ontario
Olive Bryanton
PhD, Citizen Advisor
Patrick Power
RSW, Citizen Advisor
Raeann Rideout
Director, Partnerships & Outreach, Elder Abuse
Prevention Ontario
Raza M i rza
PhD, Assistant Professor (Status) University of
Toronto, Factor-Inwentash Faculty of Social Work,
Institute for Life Course and Aging; Network
Manager, National Initiative for the Care of the
Elderly (NICE)
Sandra Hirst
BScN, PhD, Associate Professor Emeritus -Nursing,
University of Calgary; Board Vice Chair, Canadian
Network for the Prevention of Elder Abuse
s..
Elder Abuse
/yPrevention
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CANAMAN CENT E FOR
ELDER SLAW
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Visit the Future Us Website 164 1
Consultations
Consultations were held with leaders from provincial/territorial elder abuse prevention
networks:
BC ASSOCIATION OF Elder Abuse
Community Response Networks PEAM� Prevention
PREVENT ELDER
, oll AN JUSE MAN11706A Ontario
I
Milu'll'o"u'l 'A A C
Alberta Elderi Abuso
-Ts Coundl Awarenit
Consultations were also held with advocates, professionals and government staff in
provinces and territories that do not have a regional network in:
• New Brunswick
• Nova Scotia
• Nunavut
• Quebec
• Saskatchewan
This project has been funded by the Department of justice Canada.
Department of Justice Minist&e de �la Jusfi,rm
Canada Canada '11
Designed by: Tess Widdifield Consulting
Translation by: MOSAIC BC
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A note about language: Future Us uses the term "elder abuse" throughout the
document, recognizing that the World Health Organization and most governments refer
to the issue using this language. There are regional differences, including Quebec, where
it is referred to as "mistreatment" (maltraitance). We recognize that "elder" is different
from the term "Elder" as it is used in Indigenous and collectivist communities.
Future Us refers to "older people", "older adults", and occasionally "seniors"
interchangeably and without an age specification. The term "regional" is used
interchangeably with Provincial/Territorial.
Future Us is not intended to speak for peoples or
communities. It is a dynamic document meant to spark
and advance a national dialogue on elder abuse in
Canada.
Our aim is for this engagement strategy to grow and
evolve, as local communities adopt it and governments
recognize the urgent need to align investments and
focus on prevention.
Future Us is for individuals in any community who have
concerns about the current state of the health and
well-being of older people. It is our hope that we can
work together from very different places to achieve
a common goal of elder abuse prevention across the
country. In working together for the future of us, may
we also find healing in the action to sustain us on the
journey.
IIIIIIIIIIIIIIII,�II
If you have questions about this document, please reach out to CNPEA at
futureus.cnpea@gmai com
11 You may copy, download, distribute, display, and otherwise deal freely with this publication. Please
acknowledge the source of this publication, do not modify or use for commercial purpose. We invite
you to share any Roadmap-inspired work you are undertaking at futureus.c��,
I°°°`utuire � Js'l IIRload rnurl) to :Ider Nlbuse IlI eveurJJk)inir Visit the Future Us Website 166 3
+ 1) \A/ I r I J 1) V
Executive Summary
We all have a role to play to end elder abuse. Future Us is a pan -Canadian engagement
strategy that has been developed for people of all ages. The roadmap is for citizens,
advocates, professionals and leaders in communities and governments to help us work
from different parts of society on a shared project to prevent violence and abuse of older
people in their homes and communities. Our future is up to us.
The scope is pan -Canadian. We need to acknowledge inequities and discrimination
against older people at a societal level. Age is a protected ground under the Canadian
Human Rights Act. The current normalization of ageism must be addressed because it
condones and sets the stage for elder abuse. Age -related issues need to be tackled as a
whole society, as a pan -Canadian project of social change.
The primary strategy is engagement. Everyone has a role to play, but first we need
to understand the issues to be addressed, potential roles, and the many different
opportunities to contribute to positive social change.
True engagement is broad and diverse. For this strategy to work, it is fundamental
to create opportunities to tap into the experience and wisdom of diverse communities.
The idea of one voice "representing" whole groups of people around a single table is
an impossible task. It can lead too often to tokenism and competing priorities. Instead,
true engagement requires giving people the means to convene themselves. A series of
facilitated community dialogues can create space for local populations and groups to
offer multiple perspectives that are more representative of the whole community.
Start from where you are. This report sets out a roadmap with "how-to" practical
suggestions and examples of best practices and policies. The roadmap is a starting
point. The actions we suggest should spark dialogue and generate more ideas and
actions as people engage. There are many different routes to the common destination of
prevention.
�°`utui,e �Js'l Rloadr,ial�) to II:IldeiiIbuse IlIiii,eveiiitk)iiii Visit the Future Us Website 167 4
+ """' L 1) JAIrIJ1)V
Change is already happening. Across the country, there are trailblazers and innovators
in every community who are committed to shifting our social norms to value older people
and the different experiences of aging. Different levels of governments have made
investments, albeit in an uneven way. We are in motion. Future Us aims to consolidate
and build on what is already working.
Let's learn how to pool our actions to achieve collective goals. To be successful, we
must work collaboratively and systematically toward large scale social change, valuing all
contributions and building relationships as we go. We will build the road as we walk it.
Future Us sets out three broad goals:
%j Prioritize elder abuse prevention in every community.
Establish and support elder abuse prevention networks at local, regional
and national levels. Networks are critical infrastructure for information
sharing, knowledge mobilization, research, and ongoing engagement across
sectors and communities.
Teach everyone to recognize warning signs of abuse and neglect, how to
respond safely and effectively and where to refer in the community to find
help.
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168 5
�By 2026::
Elder abuse is recognized as a priority issue in every province and territory with a
strategy.
Elder abuse prevention networks are established and funded at local, provincial/
territorial and national levels.
Ongoing public education is delivered through elder abuse prevention networks.
The Canadian Network for the Prevention of Elder Abuse will provide updates on our
progress.
It will take all of us to achieve such large goals. We need collective action that holds
a steady lens on the underlying issue of ageism. Working together can open hearts and
minds to the full experience of aging. It will also allow us to tap into the rich diversity in
perspectives and experiences to inform the path along the way. We are working to create
a better world for ourselves and for the generations that will come after us.
O
Look for these icons:
Ask yourself
What quality of life do you envision for yourself as you get older?
What do you hope for your children and grandchildren?
Join us - you have a lot to contribute, and we need you.
Guolir%,
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/
Find existing resources and initiatives
that can support the recommended
actions.
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Look for the actions recommended
for different roles and levels of
engagement.
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What's in the Roadmap?
Future Us is designed as a practical guide for a wide audience. It is intended to serve as
a pan -Canadian action plan with many routes to the shared destination of elder abuse
prevention. The roadmap has five sections:
0 If you know what you are looking for, click on one of the corresponding sections below
to access it directly. You can also use the tabs situated on the right-hand side of each
page to navigate between sections.
S 1, a '/i: i e j o u "', i e y
IJ What we know about ageism and elder abuse
• Where we are starting from
A,�,� t'i J 1,#e Us;,": t lh Ic e e g o a II s t o g u i (c,."Jill, e t lh e w a y
0 Prioritize prevention of elder abuse in every community
- Establish elder abuse prevention networks at local, regional, and
national levels
0 Teach everyone to recognize, respond, and refer
How you can contribute as:
• Citizens 0 Employers/Leaders 0 Communities
• Advocates 0 Professionals 0 Governments
0 Organizations 0 Researchers
' T[�� "�e oIlg
411111 0 Global initiatives and the potential for collective impact
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00/0' Age is one of the first things we notice about other people. Ageism arises
when age is used to categorize and divide people in ways that lead to harm,
disadvantage and injustice and erode solidarity across generations. Ageism
takes on different forms across the life course. A teenager might, for instance,
be ridiculed for starting a political movement; both older and younger people
might be denied a job because of their age. 1911
— World Health Organization, 2021
• Ageism increases the risk for elder abuse.
• Elder abuse is preventable. The current systemic response is crisis -oriented. As a
society we need to move upstream, toward prevention.
• Elder abuse is a societal issue. We need a collective approach to make social change
to address ageism and elder abuse. The ecological model described by the World
Health Organization can help us better understand this.
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INNER PER! 1! 1 1111 IS "t
A 2012 Canadian survey of 1,500 adults
found that:
35% of Canadians admit they've treated
someone differently because of their age.
80% of survey respondents believe seniors age
75 and older are seen as less important and are
more ignored than younger generations.
63% of seniors who completed the survey age
66 and older say they have been treated unfairly
because of their age.
Read more: Report on Ageism by Revera and the
International Federation on A&2LnZ
LM
Although it is experienced most often in later life, ageism can affect people at all stages
of the life course. Ageism is not taken as seriously as other forms of discrimination. Yet,
it has the same economic, social and psychological impacts. Ageism is a kind of violence
that causes serious harm to individuals and to society.
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COVID-19 is teaching us about ageism: Older people represent the highest population
deaths from COVID-1 9. Age is only one factor of the death rates that combine with
poverty, housing and healthcare. The "warehousing" of older people in congregate care
settings shows ageism in action and testifies to the devaluation and erosion of human
rights and lack of care for seniors in our society.
Less is known about the COVID-1 9 experience of older people living in the community.
The lack of data itself is a signpost of ageism. 2016 Census data shows that the majority
of seniors (93.2%) live in private dwellings. Without data, the issue of elder abuse remains
invisible, deep in the shadows of the pandemic. What we value in society gets measured
and funded.
Ac r IIII cIII' III
Ageism is so common that you may not be aware of the
ways in which it shows up in your actions and attitudes.
It takes ongoing education and reflection to recognize
ageism. It takes practice to change your ideas and
behaviours.
Start from where you are. Pay attention to how you treat
older and younger people. We can learn to recognize and
address inequality wherever we find it.
We need leadership: Addressing ageism and other social inequities aggravated by
COVID-1 9 is a larger issue for governments. Political will and visionary leadership are
required to bring about significant social change to respond to future pandemics.
Safe and affordable housing, a basic income, quality healthcare and food security should
be protected human rights. Meeting the basic needs of citizens of all ages can limit the
impact of future pandemics. There is an urgency to act. If systemic changes are made
so that basic survival becomes less precarious for so many Canadians, there is strong
evidence that interpersonal violence rates will also decrease.
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Elder Abuse: the case for prevention
The World Health Organization defines elder abuse as:
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any relationship where there is an expectation of trust, which causes harm or
distress to an older person.
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Elder abuse has serious consequences for individuals, communities, and society. Impacts
include serious physical injuries, long-term psychological consequences, and family
breakdowns, with cascading impacts across sectors including justice, social services and
healthcare. f,
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People of all genders experience and commit violence and abuse. Women are
most often the victim of family violence. Research has shown that it is male family
members (spouses, adult sons, and grandsons) who are responsible for the most
serious injuries and deaths of older women.
We need to understand gender differences to be able to target interventions.
Read more: Canadian Femicide Observatory for justice and Accountability
�Js'l Rloadr,ial�) to II:Ildeii� Nbuse IlIli'eveiiidoiiii Visit the Future Us Website 175 ill
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Forms of Abuse (cnpea.ca)
Physical abuse includes hitting an older adult or handling the person roughly, even
if there is no injury. Giving a person too much or too little medication, or physically
restraining a person are also forms of physical abuse.
Sexual abuse occurs when somebody forces an older adult to engage in sexual activity,
this may include verbal or suggestive behaviour, not respecting personal privacy, sexual
touching, or sex without consent.
Emotional abuse includes threats, insults, intimidation, or humiliation, treating the
person like a child, not allowing them to see their family and friends.
Financial abuse occurs when somebody coerces, threatens, or persuades older adults
out of their money, property, or possessions. Misusing a power of attorney is a common
form of financial abuse.
Violation of rights and freedoms occurs when someone interferes with an older adult's
ability to make choices, especially when those choices are protected under the law. r
Neglect is a failure to provide the necessities of life, such as food, clothing, a safe shelter,
medical attention, personal care, and necessary supervision. Neglect may be intentional L
or unintentional.
Systemic violence / structural violence refers to rules, regulations, policies, or social
practices that harm or discriminate against older adults.
�Js" Rloadr,ial�) to :WeiIbuse IlIiiieveiiitk)iiii Visit the Future Us Website 176 113
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i
In 2015, the National Initiative for the Care of the Elderly (NICE) carried out a national
elder abuse prevalence study. It found that:
• The aggregate prevalence for abuse was 7.5% of the population (n. 695,248) in the
previous year.
• The aggregate prevalence for mistreatment was 8.2% (n. 766,247). Mistreatment
includes elder abuse and neglect.
• Risk factors for elder abuse and neglect include depression, a history of abuse as a
child, youth or adult, living with someone who is financially dependent, and being
female.
• In 81 % of reports, it was a spouse, family member, friend, neighbour or
acquaintance causing the harm.
If the majority of harm is being caused by people who are in relationship with older
people, then we need to educate and engage all citizens to recognize and respond to
abusive behaviour with people they know and care about, as early as possible.
Prevention means working directly with family members who act abusively to reduce
their risk for future harm and to engage them in safety planning.
Approaches to prevent, detect, and address elder abuse need to be placed within a
cultural context and considered alongside culturally specific risk factors. Elder abuse
should be considered using gender -based and intersectional analyses.
Unless both primary health care and social service sectors are well equipped to prevent,
identify and deal with the problem, elder abuse will continue to be underdiagnosed and
overlooked.
�Js" IIRlourdr,ial) to II:WeiIbuse IlIiiieveuyiiJ oiiii,.yi Visit the Future UsWebsite 177 14
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The World Health Organization (WHO) states that no single factor can explain why
some people or groups are at higher risk of violence in their relationships, while
others are more protected. Interpersonal violence is the outcome of interaction
among many factors at four levels —the individual, the relationship, the community,
and societal. Violence is not just an individual issue.
The framework below shows the social system that creates the conditions for elder abuse
to grow. This doesn't mean that individuals aren't responsible for their actions - they
are. But to make large-scale social change, the entire system needs to be engaged in the
change process, working at the different levels toward targeted response and prevention.
Contributing Factors: the Ecology of Elder Abuse
• Tolerance of violence
• Family breakdown
• Gender and social inequities in the community Intimate partner violence
• Lack of services to support older people, Family violence
families Social isolation
• Poverty / Unemployment Breakdown in support from extended family
• Lack of opportunity to build intergenerational
relationships
• Collective Trauma
1,%����I1 I����1lYl101 a+rn.,.
• Social, economic and health policies that lead to History of mistreatment / Violence in the family
poor living standards and inequalities Addiction / Mental health issues
• Cultural norms that promote or glorify violence, Social isolation / Poverty / Precarious housing
including physical punishment Being female
Social and cultural norms that diminish the place Retirement
and status of older people Cognitive impairment / Declining health
• Intergenerational trauma
Sourced world report on violence and health edited by Brug, E. et al. Geneva, world Health Organization 2022 (adapted)
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As a society, we need to move upstream toward prevention
The entire elder abuse response system is crisis -oriented. Waiting to react until a crisis
occurs is the most expensive, least effective response possible. As a society, we need to
move upstream toward early intervention and prevention, with a clear commitment to
include populations that are made more vulnerable by inequity and discrimination.
The WHO model can help us identify different kinds of interventions that can be
combined to address the conditions that make elder abuse more likely. We need aligned
actions and responses by individuals, organizations, communities and governments.
�Js" Rloadr,ial�) to IEldei Ibuse IlIii'eveiiitk)iiii Visit the Future Us Website 179 116
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Future Us Goals
This section will look in more detail at the three Future Us goals. Examples of practices
and policies are listed under each of the goals.
1. Prioritize prevention of elder abuse and neglect in every community to recognize the
pervasiveness of the problem, with action and meaningful engagement that builds
relationships at the community level.
2. Establish and support elder abuse prevention networks at local, regional, and
national levels. Networks provide the critical infrastructure for information sharing,
knowledge mobilization, research, and ongoing engagement across sectors and
communities.
3. Teach everyone to recognize warning signs of abuse and neglect, how to respond
safely and effectively and where to refer in the community to find help.
All three goals can be understood as work that is already in progress in many parts of
the country. This section provides suggestions for action that can contribute to further
progress.
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Priorze prevention of elder abuse in every communitl
To achieve a pan -Canadian goal, ageism and elder abuse prevention must be priority
issues for communities and governments across the country.
Prevention means
• Identifying and addressing ageism in policies and practices.
• Taking steps to prevent elder abuse from happening through education.
• Developing strategies to reduce social isolation.
• Responding effectively as a system when violence or abuse has already occurred.
Ideally, each level of government will recognize the need to address and prevent elder
abuse without prompting. When that doesn't happen, community leaders and citizens
can work to engage elected officials in their home ridings. Elder abuse is a non -partisan
issue. Prevention is in everyone's interest.
Primary prevention aims to prevent violence or abuse from happening in the
first place.
Secondary prevention works to reduce the impact of harm when violence or
abuse has already occurred.
Tertiary prevention focuses on reducing long-term impacts and consequences
and preventing escalation for future occurrences.
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ill
Secondary and tertiary prevention require direct services in the community that provide
support, assess, and manage risk to reduce harm, and coordinate services for existing
situations of elder abuse.
There are few or no dedicated elder abuse services to support older people and families
experiencing elder abuse in most communities across Canada. Funding for family
violence may include elder abuse, however, the experience on the ground is that the
resources go toward younger families.
Few professionals have specialized training to be able to recognize or respond to warning
signs. Elder abuse remains even deeper in the shadows of the shadow pandemic of
domestic violence.
Existing services are crisis -oriented and limited to the crisis. Provinces with adult
protection laws such as New Brunswick, have developed services that are accessible and
that can be comprehensive, but only after the crisis of violence has occurred.
In most of the country, violence against women, counselling, mental health and addiction
services frequently have long waitlists for those who cannot afford to pay for services.
As a society, we have few resources to support older people who are at risk, or who are
experiencing elder abuse.
Every community needs direct services for older people that should include:
0 Trained professionals in social services, justice, and healthcare sectors who have
expertise in elder abuse
0 Community coordination and case conferencing
• Counselling and system navigation support for victims and family members
• Risk management services that can work with those acting abusively, to reduce risk
for future violence and abuse
0 Housing and healthcare support.
The chronic lack of direct services for families experiencing elder abuse reflects the real -
world impacts of systemic ageism and the structural violence that ignores the needs of
older people.
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I3y 203�, the number of Canadian citizens 65 and older will have increased since 2017 by
68%. There is an urgent need to fund direct services in local communities to prevent and
respond to elder abuse now. Every community can take stock of available services and
work together to align resources and build capacity to address elder abuse. Governments
have a responsibility to work together and invest in prevention that is concentrated on
the health and well-being of older people.
I Ac r I� c�) Set a local goal with a timeline to have your
I
municipality identify elder abuse as a priority issue.
Policy example: The Ontario government implemented Community Safety
and Well-being Plans in 2019. Municipalities were required to develop and
adopt community safety and well-being plans, working in partnership with
police services/boards and various other sectors, including health/mental
health, education, community/social services, and children/youth services. In
communities where elder abuse was not explicitly included in the plan, the policy
provides an opportunity to advocate for inclusion of elder abuse.
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GOk� 2
Establish and support elder abuse prevention networks
This goal is directed to all levels of government, with a call to action to prioritize elder
abuse and to build the infrastructure of networks with annualized funding to support
their work.
Elder abuse prevention networks are composed of citizens and professionals from
multiple sectors working together to address ageism and elder abuse in their
communities. They are often volunteer -based, doing critical work, currently with little or
We have a lot to build on.
There are existing local and regional networks in 6
provinces and territories. Four regional networks
are funded annually by provincial/territorial
governments. Local networks are groups of
volunteers doing the ongoing work to educate
and engage their communities.
The Canadian Network for the Prevention of
Elder Abuse (CNPEA) currently operates without
sustained funding, dependent on project work.
As the lead for dissemination of Future Us,
CNPEA is already set up to serve as the backbone
organization, connecting all networks across the
country.
Expecting volunteers to do this work to address
complex, systemic issues is an example of ageism
in action. Every community needs a dedicated,
Lotcfl
Networks
An infrastructure of networks allows
information to flow up, down, and across
funded network to hold the focus on ageism and elder abuse, doing the long-term
change work on the issues in their community. There is still a huge role for volunteers but
with better support.
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Funded, formalized networks:
• Deliver public education - from tailored, community -specific programs to pan -
Canadian tested materials, to build skill and achieve consistent learning outcomes
across the country.
• Enhance community coordination - networks do not provide direct service, but
they can convene service providers working across sectors on prevention and
response to ensure a coordinated community response.
• Participate in knowledge sharing / mobilization -the Canadian Network can
serve as the backbone organization that connects through provinces and territories
to move and share knowledge up, down and across the system. An important
resource for communities and governments.
• Contribute ideas, experience, and innovations at regional and federal network
tables about how to advance the pan -Canadian goals.
• Support collective action on national priorities by learning to pull together on
common goals for meaningful impact at the local level.
Eight provincial and territorial governments have already identified abuse and
neglect of older adults as a priority issue since 2000.
� Each has an elder abuse strategy and has directed some resources toward the
identified issues.
There are six established provincial and territorial elder abuse prevention networks.
In Quebec, the government funds regional coordinators to support community
coordination and engagement.
,/ Four have varied amounts of annualized funding from provincial/territorial
governments.
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British Columbia Association of Community Response Networks (BC CRN): bccrnssca
Alberta Elder Abuse Awareness Council (AEAAC): albertaelderabusesca
Prevent Elder Abuse Manitoba (PEAM): preventelderabusemanitobaswildapricotsorg/
Northwest Territories Network (NWT Network): nwtnetworkscom
Elder Abuse Prevention Ontario (EAPO): eaponsca
SeniorsNL: seniorsnlsca
Yukon
EA Strategy
Provincial network
Annualized funding
British Columbia
% EA Strategy
O Provincial network
O Annualized funding
Alberta
% EA Strategy
O Provincial network
Annualized funding
Manitoba
O EA Strategy
O Provincial network
O Annualized funding
Nova Scotia
% EA Strategy
Provincial network
Annualized funding
Saskatchewan
EA Strategy
Provincial network
Annualized funding
Ontario
% EA Strategy
O Provincial network
O Annualized funding
MO RW
% EA Strategy
O Provincial network
Annualized funding
% EA Strategy
O Provincial network
O Annualized funding
Quebec
% EA Strategy
Provincial network
Annualized funding
Pan -Canadian Starting Point
IK
EA Strategy
Provincial network
Annualized funding
Nunavut
EA Strategy
Provincial network
Annualized funding
New Brunswick
8 Provinces -Territories have an EA Strategy
6 Provinces -Territories have a P-T Network
4 P-T Networks have annualized funding
EA Strategy
Provincial network
Annualized funding
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Cost -sharing is a way to build the connectivity between jurisdictions. Engaging every
province and territory makes it pan -Canadian. Matching incentives from the federal
government could flow to provincial/territorial governments who in turn, flow funds to
municipal governments.
Incentives acknowledge the shared responsibility and non-partisanship needed, in service
to the greater public good. This approach will sustain the momentum across election
cycles and changes in government. It will result in ongoing learning and development
that can inform decision -makers at all levels of government.
Draft estimates show the cost-effectiveness for a comprehensive plan of action that
moves us as a society toward the prevention and early intervention of elder abuse.
The Canadian Network for the Prevention of Elder Abuse can serve as the backbone
organization for the system, supporting the provincial / territorial networks that in turn
support local networks.
• $9.5M annual investment by the federal government
• $3M core funding for Canadian Network - $6.5M for incentives to P/T
governments
• $2.5M annual investment by provincial/territorial governments
• $700K core funding for P/T network - $30K for 60 local communities
• $30K annual investment by municipal governments
• Core funding for local network
IIIIX AIII' lIIII"'IIII IIII
The British Columbia government currently
provides $1.3M / year in an envelope of funding
to the BC CRN that decides how best to use the
funding to support a coordinated community
response. Annualized funding has allowed
the network to become well established and
highly effective over the last ten years. BC CRN
continues to grow and in March 2022, includes
81 community response networks serving 233
communities.
The Alberta government is funding a project
through the provincial elder abuse council
(AEAAC) to pilot case managers in Albertan
communities. If the project proves successful,
case management could be attached to
the work of local networks as part of the
coordinated community response model.
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GOAL 3
Teach everyone
Teach everyone to:
Recognize warning signs of elder abuse and indications of increasing risk
Respond safely and effectively
Refer to find help and support
The goal to "teach everyone" builds on the second goal and is a primary activity of the
elder abuse prevention networks. Education is critical. Bystanders often do not respond
in helpful ways because they are not sure what to do.
Research into domestic homicides has shown that it is the neighbours, friends, family
members and coworkers who are the bystanders closest to the family experiencing
violence. They know that violence and abuse is happening but don't know what to do
about it. Preparing the general public to recognize -respond -refer can lead to early
intervention and support. There is some urgency. Recent years have seen an uptick in
homicides by spouses and family members that involve older people. Older women are
most often the victim of homicide by male family members.
IIIIX A NA
The Ontario government provides annualized funding to Elder Abuse
Prevention Ontario (EAPO), the provincial network mandated to implement
Ontario's Strategy to Combat Elder Abuse.
EAPO delivers educational programs, training, and information about elder
abuse. They also develop resources and support the coordination of community
MMKIMI
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It's Not EjgLLLL!fj&hbours, Friends and Families for Older
Adults (INR) is a pan -Canadian public education campaign
that has been funded by the federal government, piloted in
every province and territory.
In provinces where there are funded elder abuse networks,
the work of educating and engaging all citizens is ongoing.
All funded networks are using the It's Not Right! resources.
Potential future work:
,/ Expand It's Not Right! materials for diverse audiences
Develop professional curriculum to recognize -respond -refer
Develop a companion pan -Canadian ageism campaign
The three pan -Canadian goals create a shared horizon for prevention and response.
Common goals allow for local and regional distinctions and acknowledge that we are
starting this journey from different places and at different points of development. It is no
less a shared journey. Achieving collective impact that leads to prevention of elder abuse
will take slow and steady progress with sustained investments over time.
Find your allies and stay connected with your local/ provincial network and with
the Canadian Network for the Prevention of Elder Abuse. Tell us about your
experiences, challenges and achievements
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How you can contributi��
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A Differentiated Approach: Roles and Opportunities to Engage
To become engaged, people need a vision with clear ideas for the different roles they can
play. In this section we will explore a variety of roles and opportunities for contribution.
They include:
Citizens Advocates Organizations Employers/Leaders
Professionals Researchers Communities Governments
What can citizens do as supporters?
As citizens, we are neighbours, friends, family members, and co-workers.
LEARN to recognize warning signs of elder abuse, how to respond safely, effectively, and
supportively when you are concerned about an older person. Find out where to refer to
available services and supports.
Participate in an It's Dot Right! presentation or workshop
Teach yourself - visit cnpea.ca to learn about your options
Learn about ageism - reflect on your attitudes about getting older
Start a conversation about aging
Reach out to an older adult you are concerned about. Offer your support.
RECOGNIZE - RESPOND - REFER is the foundational knowledge that everyone needs
to have. Social change theory suggests that with complex issues, teaching everyone two
or three basic skills that allow a person to engage in the issue when they encounter it in
daily life can fundamentally change things.
PERSIST: There are so many people who care about the safety and well-being of older
people working toward a more equitable society. Individual efforts belong to the big
picture of Canada and this diverse engaged community that spans the country. Even if
you can't see progress, keep the focus on doing what you can to support the common
goals. Stay the course. You are not alone.
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FIND OUT: Does your municipal government identify elder abuse as a priority issue?
• If yes, congratulations, this is the first destination point of the journey achieved in
your community. Click here and check that your community is on the map. Next
steps will involve finding out how your municipal government takes action to
address the issue.
• If no, then find others in your community to figure out how to work toward the
goal. Check if there is a local elder abuse network. Set a goal and a deadline
to name elder abuse as a community issue that is recognized by your local
government.
• Age -Friendly communities are doing important work that can be aligned with this
goal. Find out if the Age -Friendly mandate in your community also includes elder
abuse. If not, propose it. Start the conversation about ageism and elder abuse in
your community.
ENGAGE elected officials in their home communities. Ask them to support this strategy
and to use their power and influence to support Future Us goals. Ask them to engage their
political party. Emphasize the need to do prevention work. Z
• Make elder abuse an election issue. Ask candidates to name elder abuse as a 0
priority issue. Ask for their help to achieve the goal.
• Hold an all -candidates meeting with a focus on ageism and elder abuse.
• Seethe Future Us toolkit.
BE RELENTLESS in your expectation that local elected politicians, from all parties and all
levels of government, will act to support the health and safety of older people.
Ac r c�) Support yourself as a citizen -advocate -join with
f
11 others
o join your local elder abuse network - start one if there isn't one in your
community.
o Connect with your regional elder abuse prevention network (existing in BC, AB,
NWT, M13, ON, NFLD, as of 2022)
o Join the Canadian Network for the Prevention of Elder Abuse - stay in touch,
tell us what you are doing, building, overcoming, achieving.
o Connect with an advocacy organization such as L22ASe.
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What can organizations do?
Many organizations in all sectors are already working toward greater equity and
have prioritized the need to root out all forms of discrimination in the organization's
operations, policies and procedures. Ageism and elder abuse should be included in
education, professional development and policy review.
There is also federal and regional legislation that identifies workplace violence and
harassment as workplace hazards. Stereotypes about older adults may create barriers to
recognizing warning signs of harassment, violence, or discrimination that older staff may
be experiencing. Employers are responsible to protect the safety of all workers.
Any organization that interacts with the public should be trained to recognize warning
signs of elder abuse and to know what to do when they become aware of potential
situations. National and regional elder abuse networks are a great resource to ask about
available training.
IIIIX AIII'lIIII"'IIIIIIII�
Policy: Manitoba's Credit Union
Central of Manitoba (CUCM) made
training on financial abuse a
mandatory training for all staff.
Practice: Manitoba's CUCM and
Prevent Elder Abuse Manitoba (PEAM)
collaborated to develop an award -
winning online training course on
financial abuse of older people by
family, friends or caregivers. Available
through CUSOURCE, the Canadian
Credit Union Association offers
the training to credit unions across
Canada. Over 4,000 credit union
employees have taken the course since
2014.
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If you are an ernpi
Organize an It's Not Right! Presentation/workshop to educate staff on elder abuse
and to open a dialogue in your organization about ageism.
Provide professional development on ageism and elder abuse to prepare staff to
recognize warnings signs and to know how to respond when:
• the victim / offender is a co-worker
• working with clients / the public
� Include age and ageism in diversity and inclusion policies, human resources, and
employee engagement programs.
Develop elder abuse and privacy policies to provide staff and volunteers with
guidance on how to respond to concerns about adults who may be being abused.
� Increase/Practice equity as an organization
• Commit to becoming trauma -and violence- informed (TVI), using principles
that can mitigate harms of systemic ageism and other forms of discrimination.
« ,1 IIII. IIII S 0 11 li IIIIR.
• CanAge's Policy hook VOICES, recommendations for organizations.
• DVatWork provides online training and tools for Canadian employers
to address workplace domestic violence. The website is funded by the
Government of Canada.
IV
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If you are a professional working with seniors in
any capacity:
Learn to recognize, respond and refer to warning signs and indications of
increasing risk of abuse or neglect.
Apply TVI principles in your policy and practice.
Learn about ageism as a form of structural violence that can cause unintentional
harm by individuals and organizations.
Find out if your regulatory body or College has policies related to elder abuse
response, including policies regarding privacy and confidentiality of information.
X A IIN4 Illu
M
Practice example: Public Health Agency of Canada Z
Address inequity by becoming trauma -and violence- informed (TVI). 0
Implementation of TVI principles at the organizational level has potential to build LU
bridges across sectors in a way that can transcend and unify disciplines and tA
mandates, enhancing community coordination.
TVI is a Canadian innovation that builds on earlier trauma -informed work
developed in the US.
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What can researchers do?
Research provides the evidence we need to guide policy and action. We need a strong
commitment to progressive research with a gender -based and intersectional lens to keep
up with the needs of a diverse and aging population.
1. Recognize Expertise
2. Pay Attention to Systemic and Structural Issues
3. Engage Community, Build Capacity
4. Appreciate Distinct Experiences
1. Recognize Expertise
Historically, academically trained researchers, legal professionals, as well as service
providers have been considered experts in the field of elder abuse research.
Conventional understandings of expertise in recent years have expanded to embrace
different ways of knowing, in the sense that all knowledge is situated knowledge. A
more expansive understanding of "expertise" includes lived experiences and diverse
professional backgrounds that can be included to develop, pursue, and mobilize elder
abuse research.
2. Pay Attention to Systemic and Structural Issues
Researchers can advance gender -based and intersectional analyses to help us
understand how policies and social norms create disparity across groups of older
people. Strong critical analysis can facilitate understanding of ageism as a form of
systemic violence that shapes the individual experience of elder abuse in diverse
populations. Examining structural issues de -individualizes elder abuse and helps
create understanding of underlying causes and promising solutions.
0
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3. Engage Community, Build Capacity
"Nothing about us without us": the
concept that no policy or research
should be decided upon without
the participation and direction of
those whom it involves and affects.
Researchers can advance community -
engaged and led research that builds
capacity, meets community needs,
and builds on existing knowledge.
4. Appreciate Distinct Experiences
Appreciating distinct experiences
entails both the involvement of
historically underrepresented groups
in research, as researchers and
participants, and a continued reflexive
and intersectional approach to
research design and analysis. Project
designs need to build in ongoing
reflection with respect to participant
positionality and how power is used
and shared in the group.
Pathways to Consider
X A NA II
Promising es for Housing,
Women who are Older and Fleeing
Violence or Abuse (Atira Women's
Resources Society Report - Canadian
Centre for Elder Law)
IIIIX A NA II IIII
Centering Indigenous Leadership in
the Sustainability Development Goals
(Peterborough, Ontario) profiled in
M
Tamarack's A Guide for AdvancingZ
Sustainable Development Goals in
'dour Community.
Pathway 1: Topical
What are the strengths and gaps in elder abuse research to build upon and expand?
Pathway 2: Resources
Research requires funding. Directing resources towards community -engaged,
intersectoral, and multi -year projects will enhance the state of knowledge on elder abuse
as well as knowledge -mobilization and intervention efforts.
Pathway 3: Coalition Building
Elder abuse does not exist in a vacuum; nor does research. Consider areas of shared
concern, commonality, and bridge -building across the research lifecycle.
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What can communities do?
The actions for communities are written for different types of communities, including
municipalities. More ideas for governments follow.
Any type of community can:
,/// Take time to learn about ageism and elder abuse as a group.
� Engage members of the community in talking about the experience of older people
and how ageism and elder abuse is impacting your community.
Host intergenerational events that bring people of all ages together to build
relationships between the generations, and to talk about the health and well-being
of the community through an age lens.
Engage the local government and elected officials in dialogue about the importance
of addressing ageism and elder abuse. Inform them what it means for your
community and what steps your group is taking to address the issues.
Implement these actions using TVI informed principles set out by the Public Health
Agency of Canada as steps to increasing equity as a community.
What Is Community Anyway? (ssir.or
r p",
4� A community is not a place, a building, or an organization; nor is it an
exchange of information over the Internet. Community is both a feeling and a set
of relationships among people. People form and maintain communities to meet
common needs.
Most of us participate in multiple communities within a given day. Communities
often sit within other communities. For example, in a city, in a neighborhood —a
community in and of itself —there may be ethnic or racial communities,
communities based on people of different ages and with different needs, and
communities based on common economic interests.
Communities form institutions —what we usually think of as large organizations
and systems such as schools, government, faith, law enforcement, or the nonprofit
sector. Equally important are communities' informal institutions, such as the social
or cultural networks of helpers and leaders
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Convene community dialogues to engage people in the issues and gather collective
input: Learn how elder abuse manifests in high and low-income communities,
Indigenous and diverse communities, disability groups, in different faith communities,
in rural and in urban communities. What are the unique needs? What is the common
ground? What is needed to address barriers to accessing support? Communities have
deep self-knowledge and when engaged in meaningful ways, can be empowered to act
collectively in the interests of all citizens.
The Age -Friendly movement is an excellent example of work that is already happening
in many communities. It could be expanded and aligned to include elder abuse and to
increase the support for older people who may be experiencing abuse or neglect.
'r/ IIII. IIII u' Il„I IIII. �N" IIII'
The Tamarack Institute has twenty years of Canadian experience in supporting
large-scale social change through community engagement to achieve collective
impact on a variety of issues. While they are not working (yet) on ageism
specifically, there are many useful resources that can ignite your imagination
and support the actions recommended in this roadmap.
For example, Tamarack has developed a guide for communities that are working
to achieve the UN Sustainable Development Goals. City officials and civil society
leaders in many parts of Canada are using the Sustainable Development
Goals (SDGs) as a framework for local priorities. SDGs include ending poverty,
addressing gender -based violence and increasing equity.
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What can governments do?
Recognize ageism as an equity issue. Locate ageism in a larger context. People of all
ages need an income above the poverty line, affordable housing, secure food, quality
healthcare, safety and support with human rights observed and protected on a healthy
planet. Until we address the fundamental inequities at a societal level, we will be dealing
with the cascade effect of trauma and violence that results from ongoing poverty,
discrimination, and colonization.
We cannot afford to live in a society in which only some people matter. What we tell
ourselves about others is both a reflection of the values of our current society, the
community in which we have grown up, and the ways in which we have internalized and
uphold those values. We need equity and unwavering respect for life to guide us in all
aspects of working for positive social change. We need the different levels of government,
both bureaucrats and politicians, engaged in social change as partners.
Invest in the r abuse infrastructure:
Federal government:
Endorse Future Us to support the pan -Canadian evolution of ideas, information, and
innovations.
Fund CNPEA with annualized funding. Incent provincial -territorial governments to
establish networks.
Provincial/territorial governments:
� Establish / sustain provincial -territorial networks to ensure ongoing regional
connection with local communities and to plug into the Canadian network as
partners.
� Incent municipalities to establish local elder abuse prevention networks.
Municipal government:
� Establish / sustain local elder abuse prevention networks to build relationships,
convene and connect multi -sectors, learn to manage risk as a community, ensure
engagement of diverse communities.
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Further actions:
,/// Develop national multimedia campaigns on elder abuse and ageism, similar to the
2022 Dementia Awareness Campaign.
Educate public servants in all departments on elder abuse and ageism.
Engage regional and local networks to provide the training.
Convene and host community dialogues to educate and engage citizens.
Provide funding for diverse groups to convene themselves. Build community
processes to gather input that can help develop actions to address the specific
issues identified.
Implement these actions using trauma -and violence- informed principles set out by
the Public Health Agency of Canada as steps to increase equity as a country.
If you are a politician or bureaucrat:
Ageism, abuse and neglect of older adults are non -partisan issues. All political parties and
government departments are citizens with a stake in our collective future:
Politicians can educate themselves on the issues in their home ridings:
• engage in dialogue with older people, local experts and advocates
• develop an appreciation for on -the -ground pressures to provide service to
older people who are experiencing violence and abuse.
Politicians can engage their party in advancing the Future Us strategy.
Politicians can insist that guidance from experts and research is sought out prior to
developing elder abuse policy.
Politicians can include the perspectives of older people in developing elder abuse
policy.
Bureaucrats can educate themselves on ageism and elder abuse issues as citizens
and as public servants in positions to inform elected politicians.
Politicians and bureaucrats can engage with community leaders and advocates to
build relationships that support greater collaboration and coordination.
�Js" Rloadr,ial�) to :Wei° Nbuse IlIiii'eveiiitk)iiii Visit the Future Us Website 202 39
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The Big Picture: Align with global initiatives
See yourself in the big picture. We can align with international initiatives and participate
in global change. Elder abuse initiatives work from shared overarching goals of respecting
human rights, supporting equity, and sustainability.
We don't all have to do the same projects to achieve the common goals that benefit all
people and the planet. In fact, the work of social change is to localize global goals, make
them your own, give them meaning in your home and in your community. By having
different experiences and ideas to draw from, and including everyone in the process,
diversity becomes our strength.
Older people have the same rights as everyone else: we are born equal, and this does
not change as we grow older. Even so, older people's rights are mostly invisible under
international law.
A UN Convention on the Rights of Older Persons is necessary to enshrine older people's
rights. With a convention, and the assistance of a Special Rapporteur, governments
can have an explicit legal framework, guidance and support that would enable them to
ensure that older people's rights are realised in our ageing societies. ,
Numerous organizations are working to mobilise campaigners and urge governments to
support a UN convention for the Rights of Older People.
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• Strengthening Older People's Rights: Towards a UN convention
• Age with Rights campaign by the Global Alliance for the Rights
of Older People
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United Nations: Sustainability Development Goals
The 2030 Agenda for Sustainable Development, adopted by all United Nations Member
States in 2015, provides a shared blueprint for peace and prosperity for people and the
planet, now and into the future.
At its heart are the 17 Sustainable Development Goals
(SIDGs), an urgent call for action by all countries -
developed and developing - in a global partnership.
They recognize that ending poverty and other
D o m t%,j,
deprivations must go hand -in -hand with strategies
that improve health and education, reduce inequality,
G LS
and spur economic growth - all while tackling climate
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change and working to preserve our oceans and forests.
Three of the goals align with Future Us and lend themselves to the prevention of elder
abuse:
Goal 3: Good Health and Well-being
Goal 5: Gender Equality
Goal 10: Reduced Inequalities
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Many communities in Canada are working to localize the SDGs. Similar to the
action on Age -Friendly movement initiative noted earlier, if your community is
already working on achieving the SIDGs - advocate for explicit inclusion of elder
abuse as a priority issue to be addressed.
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The United Nations Decade of is a global collaboration,
aligned with the last ten years of the Sustainable Development Goals. It brings together
governments, civil society, international agencies, professionals, academia, the media,
and the private sector to improve the lives of older people, their families, and the
communities in which they live.
Fundamental shifts are required to foster healthy ageing and improve the lives of older
people and their families and communities; not only in the actions we take but in how
we think about age and ageing. Two of the four goals align with Future Us: Age -Friendly
Environments and Combatting Ageism.
SIR I'M III � Pro ImIll
WHO published the first Global report on , ageism in 2021 with recommendations for
action.
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We must raise visibility of and pay closer attention to ageist attitudes and
behaviors) adopt strategies to counter them) and create comprehensive policy
off P,
responses that support every stage of life. P
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The potential to achievecollective impact
The daily work of prevention happens in homes and communities. Individuals are
supported in relationships with each other, in organizations, and in different kinds of
communities. Organizations and communities are supported by government policies and
funding. Each level of the social system aligns under a shared commitment to human
rights, equity and sustainability.
The proposal to build and sustain infrastructure in the form of local, regional and
national networks will create a circulatory system by which information, innovation
and ideas can travel throughout the system. It will connect us as individuals. A pan -
Canadian engagement strategy provides a broad umbrella to work together to achieve
collective impact. Large scale social change is always possible. Itjust takes time, relentless
commitment, and must involve all levels of government and the broader society.
Future Us: The Ecology of Prevention
PRIORITIZE PREVENTION
In every community:
Learn to manage risk as a community
Provide funding for diverse groups to convene
themselves and participate in community
dialogues on ageism, elder abuse prevention
Train all municipally funded organizations
SOCIETAIL
ENGAGE GOVERNMENTS
• Prioritize prevention as a pan -Canadian goal
• Recognize ageism as an equity issue
• Align/Incept funding to establish elder abuse
networks (local, regional, national)
• Set a research agenda with community
leaders
• Fund projects that align and build toward
Future Us goals
TRAIN PROFESSIONALS
• To recognize, respond, and refer on elder
abuse
• About ageism and how to recognize it in
practice
• To apply trauma -and violence- informed
principles to support equity orientation
• To participate in community coordination
Cijf IR1M�
TEACH EVERYONE
Elder abuse networks provide training:
• Recognize warning signs
• Respond safely, supportively, effectively
• Refer and find help
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Conclusion
The health and well-being of citizens across the lifespan must become the primary
economic and social drivers to serve the best interests of our country today and for the
generations to come.
Future Us has been developed as a pan -Canadian engagement strategy. The plan can
become part of the national seniors' strategy and complement related initiatives such as
long-term care and dementia specific strategies. Relationships are the core of Future Us.
This is legacy work that needs champions and leadership.
Futureis envisioned
Implemented in local communities across Canada.
Led by non-profit elder abuse prevention networks at local, regional and
national levels.
Financially supported by three levels of government.
col
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The proposed actions will:
Increase awareness of ageism at individual and system levels
Educate and engage citizens in activities that directly contribute to increased social
support for older adults who may be victims of violence or neglect
,/ Engage diverse communities in expansive dialogue
Tap into the wisdom that comes from lived experience and local expertise
Find and energize champions - reduce isolation inherent in social change work
Increase equity through relationship -building and commitment to ongoing dialogue
Build infrastructure of networks that connect us
Integrate funding through three levels of government
Sustain the work through election cycles
Mobilize knowledge - identify and do more of what is working
Coordinate and align communities and initiatives working toward prevention
Provide direct experience of achieving collective impact for the common good.
It's a good list. It will take all of us to achieve it. Future Us is designed to be picked up and
used by people in every community. You can start today.
Future Us: 5-year aspirational goal
b
Elder abuse is recognized as a priority issue in every province and territory with a
strategy.
Elder abuse prevention networks are established and funded at local, provincial/
territorial and national levels.
Commitment to ongoing public education is delivered through elder abuse
prevention networks.
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Head to our Future Us website futureus.cDpeLa.ca and check your community on our map.
Share any Road map -inspired work you are undertaking at futureus.cD22agma�il.com.
T
Learn more about CNPEA at ww�w.cn �ea.ca
Become a member to receive our updates
Get in touch with us about Future Us at futureus.cnipea@ mai com
Share on Facebook Share on Twitter Send via Email
`AS
Call for Nominations 2022
Community Schools Alliance
Memo: Members of the Community Schools Alliance
From: Marcus Ryan, Vice -Chair and Jim Collard, Secretary -Treasurer
Please be advised that in accordance with the Constitution of the Community Schools
Alliance, nominations to the Executive Committee of the Alliance are invited.
The three-year (3) terms of three (3) members of the Executive Committee will end
August 31 of this year. Nominations to fill those three positions are being invited. A
nominee must either be an individual member of the Community Schools Alliance or an
elected official of a member municipality as of July 1, 2022. Should more than three
people be nominated, an election will be held to fill the three positions.
A Nomination Form is attached.
The election will be held following the virtual Annual Meeting of the Community Schools
Alliance on August 9, 2022 at 7 p.m.
All individuals and members of municipal councils who are members of the Alliance and
who register to attend the Annual Meeting and election will be sent a ballot following the
meeting.
The names of all qualified individuals who are duly nominated will appear on the ballot
for election to the Executive Committee.
Please print, complete and forward a completed Nomination Form to Vice -Chair Marcus
Ryan (mryan zorra.ca) or Secretary -Treasurer Jim Collard (iima-col lards. com).
A completed Nomination Form must be received by Vice -Chair Marcus Ryan or
Secretary -Treasurer Jim Collard no later than Monday, July 11, 2021. Nominations will
not be accepted beyond that date.
There are currently eleven (11) members of the Executive Committee.
Section 5(g) of the Constitution establishes staggered terms for members of the
Executive Committee. At this year's Annual Meeting three (3) members may be elected
for three (3) year terms.
Section 5(i) of Constitution states: "The Chair, Vice -Chair and Secretary -Treasurer shall
be elected by the members of the Executive Committee following the Annual Meeting."
`IAM
Nomination Form 2022
Executive Committee of the Community Schools Alliance
Candidates must be either (a) an elected member of the council of a municipality
that has joined the Community Schools Alliance or (b) an individual who holds a
personal membership in the Alliance as of July 1. 2022.
Nominee's Name (as it is to appear on the ballot):
Nominee's Municipality (if applicable):
Civic Address including postal code:
Email address:
Telephone:
I, the Nominee named in this Nomination Form, do hereby consent to such
nomination and declare that I am qualified to be elected to the Executive
Committee of the Community Schools Alliance.
Signature of Nominee and date:
1149i
CLOSED MEETING AGENDA
June 14, 2022
Staff Reports:
1) Director of Homes and Seniors Services — Municipal Act Section 239 (2) (b)
personal matters about an identifiable individual, including municipal or local board
employees; (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 — Long -Term Care
2) Manager of Emergency Services and 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 — Land Ambulance Services
3) Director of Financial Services — Municipal Act Section 239 (2) (k) a position, plan,
procedure, criteria or instruction to be applied to any negotiations to be carried on by
or on behalf of the municipality or local board — Financial Services (WALK-ON)
4) General Manager of Engineering, Planning & Enterprise/Deputy CAO — Municipal
Act Section 239 (2) (c) a proposed or pending acquisition or disposition of land by the
municipality or local board — Land Acquisition
5) Chief Administrative Officer — Municipal Act Section 239 (2) (b) personal matters
about an identifiable individual, including municipal or local board employees; (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 —
Contract Negotiations
6) Chief Administrative Officer — Municipal Act Section 239 (2) (b) personal matters
about an identifiable individual, including municipal or local board employees; (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 — Long -
Term Care
7) Chief Administrative Officer — Municipal Act Section 239 (2) (k) a position, plan,
procedure, criteria or instruction to be applied to any negotiations to be carried on by
or on behalf of the municipality or local board — Legal Services (VERBAL)
8) Chief Administrative Officer — Municipal Act Section 239 (2) (b) personal matters
about an identifiable individual, including municipal or local board employees —
Organizational Update
9) General Manager of Engineering, Planning & Enterprise/Deputy CAO — Municipal
Act Section 239 (2) (a) the security of the property of the municipality or local board;
(h) information explicitly supplied in confidence to the municipality or local board by
Canada, a province or territory or a Crown agency of any of them; and (k) a position,
plan, procedure, criteria or instruction to be applied to any negotiations to be carried
on by or on behalf of the municipality or local board — Property Matter (WALK-ON)
214
COUNTY OF ELGIN
By -Law No. 22-26
"A BY-LAW TO PROVIDE A SCHEDULE OF SERVICES AND ACTIVITIES SUBJECT
TO FEES AND CHARGES BY THE COUNTY OF ELGIN AND TO REPEAL
BY-LAW NO. 21-16"
WHEREAS, by virtue of s.9 of the Municipal Act, 2001, S.O. 2001, c.25, as amended, a
municipality has the capacity, rights, powers, and privileges of a natural person for the
purpose of exercising its authority under that or any other Act;
AND WHEREAS, by virtue of s.11 of the said Municipal Act, 2001, S.O. 2001, c.25, as
amended, an upper tier municipality may enact a by-law respecting, among other things,
public assets of the municipality acquired for purpose of exercising its statutory authorities,
economic well-being of the municipality, services and things that the municipality is
otherwise authorized to provide, and protection of persons and property;
AND WHEREAS Section 391 of the Municipal Act, 2001, S.O. 2001, c.25, as amended,
states that a municipality and a local board may pass by-laws imposing fees or charges on
persons for services or activities provided or done for persons;
AND WHEREAS the Corporation of the County of Elgin did pass By -Law No. 21-16
imposing fees or charges on services or activities provided to persons by the County of
Elgin's various departments;
AND WHEREAS the Corporation of the County of Elgin has deemed it advisable to amend
the fees and charges applicable to some of its services or activities, and to make provision
for the addition of taxes where appropriate.
NOW THEREFORE the Municipal Council of the Corporation of the County of Elgin enacts
as follows:
1. THAT Schedule "A" attached hereto and forming part of this by-law setting out services
and activities which are subject to fees and charges, and taxes where applicable, and the
amount of such fees or charges be and is hereby adopted.
2. THAT By -Law No. 21-16 and any by-law that is contrary to this one be and is hereby
repealed.
3. THAT this by-law shall come into force and take effect upon its passing.
READ A FIRST, SECOND AND THIRD TIME AND FINALLY PASSED THIS 14th DAY OF
JUNE 2022.
Julie Gonyou, Mary French,
Chief Administrative Officer. Warden.
215
SCHEDULE"A"
By -Law No. 22-16
The Corporation of the County of Elgin has deemed it advisable to provide activities and services
that are subject to fees and charges. The following list details such activities and services and
the fees and charges that will apply:
Please note that the fees and charges below include taxes, where applicable.
GENERAL (authority under the Municipal Act)
Photocopies for the public throughout all County of Elgin Departments:
Copy charge per printed page
- per printed side (black & white) $0.25
- per printed side (colour) $1.00
Il m uiuug II 22�, l I!10 fa0 lar~�uum���ir„!!:� f oum�i: �ui��uiou...
FINANCIAL SERVICES (authority under the Municipal Act)
Late payment of County Levy 15%/year
(i.e. - installment due on the 15th and not received until the 16th, one day of interest would be charged)
COMMUNITY & CULTURAL SERVICES —Archives (authority under the Municipal Act)
Long -Distance Research $40.00 per hour
Photocoovina/Internet Printin
Letter/Legal $0.25
11 x 17 $0.50
Microfilm Reader -Printer:
Letter/Legal — per page $0.50
11 x 17 — per page $0.75
Scans $0.25
Photograph Prints:
4 x 6
$17.00
4 x 6 — additional print
$10.00
5 x 7
$20.00
5 x 7 — additional print
$12.00
8 x 10
$30.00
8 x 10 —additional print
$17.00
11 x 14
$40.00
11 x 14 — additional print
$30.00
Larger Sizes
On a case by case basis
Digital image files for personal use
$10.00
Digital image scanning
$10.00
Digital image files for publication / exhibition / display/ commercial use $20.00
Image scanning
$10.00
Scanning:
Document scanning
Recordable CD
Supplies:
Acid -free storage box
Newspaper storage box
Acid -free file folders
General archival supplies
$5.00
$2.50
$20.00
$50.00
$1.00
Market value
Shipping Actual cost with a $5.00 minimum6cost
COMMUNITY & CULTURAL SERVICES - Libraries (authority under the Public Libraries Act)
Library Fines:
....
Ir1^"s �re s48urlr^t;:';; r" gdYt 4_+:',"4,.8n'y Iurr,','dry s Itr1e—free 'r do r" r mrrtmn d n r�lnr(:;4,8^" ItYlr"'; r"d" .l &ur9"'dd"
rrt uterm uls by {fie+"a':ar be� '3I, O',,:I
AdL4 & Aive rflI.e III4vu dvvveii Il gooks
$949
Playavvayk ;/Weu 44d(ru bo kr;
d, � arr,o;;:m o
8 d++8r B,:;dG4u G bh ii'pp.�',4�i9 $5 99
�u uol:�rw Ill�ll�u vu'k II v�uw°r � �ru udiuw:r
�::�aq of i c6ks
Fax Machine:
Sending:
First Page $1.50
- Each Additional Page $0.50
Receiving
Per Page $0.50
Interlibrary Loan — Borrowing:
Canadian Library or University — plus shipping (if they charge) I:: as+ retkp 'm + 9 I +:":::mmng L...ibn::ury
U.S. Library or University — plus shipping (if they charge) I:: s retki 'm + 9 I +:":::mmng L...ibn::ury
Microfilm — plus shipping (where applicable) $4.00
Printing:
Black & White/Colour— per printed side
Lost or Damaged Materials:
$0.25
All Material Types
Bag of Books
Actual Cost plus $5.00 Processing
$160.00
217
If actual cost is unknown, the following rates are charged:
Other Materials — Lost or Damaged:
DVDs/Videos
$20.00
Playaways
$80.00
Wonderbooks
$70.00
Microfilms
$30.00
Music CDs
$20.00
Game Kits
$20.00
Program Kits
$20.00
Computer Kits
$80.00
Park Permits
$100.00
Library Card Replacement
$1.00
Books — Lost or Damaoed:
Hardcover
$30.00
Magazines
$5.00
Paperbacks
$10.00
Audio Books
$50.00
Reference Books
$50.00
Room Rentals (no charge for non-profit group) $25.00
Library Fine Threshold
...'
subjectgdY°"q Y_ rwr1': 1br;,'dry s ItYlr;"_It"ee p',lNl to r 1&'1t1Y1 d r r;�led"( 48o`,Y ItYlew; r;:m d 1. 9"'
ra uterm uls by I�eo::tr bey '3I,
3D Printing Filament
Exam Proctoring
$ 0.10/g ra m
Donation basis
Ild6k� Ila.gZmu uar,:...& IIII f`III Illi'iicau d„ Dom�daon b,:^rq
ddd $949
I',.. VIII:Wf.1I III':N" wd. $.4 99
..................................................................................
COMMUNITY & CULTURAL SERVICES — Museum (authority under the Municipal Acfl
Admission Donation basis
Membership:
Annual $5.00
Lifetime $100.00
Programs Delivered:
Adult off -site programs $33.90
plus travel paid at the rate established by the County for use of personal vehicles
School tours and children's group tours
(designed for children under the age of 14) $1.75
- Chaperones are no charge
School programs offered in -school
(designed for children under the age of 14) — including rented teacher's kit $3.00
Note: Fees for programs delivered by the Museum may vary according to the program
ENGINEERING SERVICES (authority under the Municipal Act
County Road Maps $5.00
Meeting Room Rental Rates: (authority under the Municipal Act)
For use of meeting rooms in the County Administration Building by outside groups: 218
Lunchroom
$56.50
Committee Rooms/Lounge
$45.20
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pc;:t l try
Oversize/Overweight Moving Permit: (authority under the Highway Traffic Act)
Permit for moving heavy vehicles, loads, objects or structure in excess of dimensional & weight
limits set out in the Highway Traffic Act:
Single Move Fee (if action is requested with greater than 10 business days' notice)
$200.00
Single Move Fee (if action is requested with less than 10 business days' notice)
$400.00
Single Move Fee - Overweight, greater than 63,500 kg (approval requires a
minimum of 10 business days' notice)
$1,000.00
Annual Oversize Moving Permit Fee
$500.00
Preparation of Road User Agreement / Telecommunication Equipment „(II a ,IIJIi,llljii„p„tw„II„„Illf„
Consent and Road User Agreement
Road User Agreements
(authority under the Municipal Act)
$1, 000.00
Annual fees shall be a minimum of $500 with no upset limit. Project type and the amount of road
property affected shall dictate the annual fee and associated encumbrances. Taxes not
applicable and fees may be added to the property tax roll for collection, on behalf of the County,
by a local municipality.
Telecommunication Equipment Consent and Road User Agreement
Permit Fee $200.00 base fee pa lW 50 per
kJlornetre p.:Ud theeof)
(Applicable to each approved telecommunications equipment installation location)
Contract Administration Fee $100.00 V/h r :�ppdk :hale by Agreement per year for
each year of term of Agreement)
Road Occupancy Permit (authority under Public Highway & Transportation Improvement Act)
To regulate the construction or alteration of any entranceway, private road or other facility that
permits access to County Roads:
Request greater than 5 days notice $200.00
Request less than 5 days notice $400.00
Tender Documents (Hard Copy) (authority under the Municipal Act) $50.00
Cost Recovery Damage to Public Property Caused During a Collision Actual Cost
(authority under the Municipal Act)
LONG-TERM CARE HOMES (authority under the Long -Term Care Act. 20071
Adult Day Programs Fees as set by the Province
Barber/Hairdresser (Terrace Lodge):
Shampoo and Set
Shampoo, Cut & Set
Ladies' Haircut only
Men's Haircut only
Shampoo, Perm & Set
Shampoo, Perm, Cut & Set
Shampoo, Colour & Set
Shampoo, Colour, Cut & Set
Men's Cut & Dry
Ladies' Cut & Dry
Bang Trim
Shampoo Only
$4.00
;`:t;`:t
Comb Out & Curling Iron
Beard Trim
Set Only (No Shampoo)
Cut & Set (No shampoo)
Cr:me/a/ion ng I r&::: rltent
Br �i is/Upd+;'u
Cut/Set/Cud
Bobier Villa & Elgin Manor
Cable TV/Internet
Foot Care through Contract Provider
Dental Care Services through Contract Provider
Optometry Care Services through Contract Provider
$6.25
00
AO1„0
A5 00
As per Contracted Service Provider
Market Rate
Market Rate
Market Rate
Market Rate
Wheelchair Seating Assessment Fees
Wheelchair and mobility equipment repair fees (Contract Provider) Market Rate
Guest Room Accommodation — 1 Guest Maximum
- per night including breakfast at Elgin Manor & Bobier Villa effective Atag; ssd I, 1n55 00
Meals on Wheels for Community Clients:
- per meal
VON
Douullbllu II 011 L10111% (Vollm & WII1,CII III;/
Medication not Covered by Health Card 65 &
Non-prescription Drugs
Newspaper
t�° 1`x`�
71
.auau;flaur
71
(..panuarr >Gt >3 ..,.pare iu .flaury ,:::p �O"::p)
Cost of drug plus $2.00 - ODB co -payment
Market Rate
Preferred Accommodation Rate Upon Admission:
Resident fees are charged in accordance with the rates set by the Province of Ontario which
may change from time to time.
Purchases Services
Resident requested sundry products, therapy services, supplies, etc. Market Rate
Resident Basic Accommodation Rate:
Resident Fees are charged in accordance with the rates set by the Province of Ontario which
may change from time to time.
Note: Residents may apply for a rate reduction based on annual income
Resident — Replacement Ke
Staff Replacement Name Taps
Room Rental
Determined by Homes' Director
Loss of Fob
$10.00
Bl�
$42.50
- minimum fee may apply
$11.50
220
Transportation/Accompaniment of Staff Market transportation rate, plus, if accompanied
by staff the employee's hourly rate of pay times
the length of absence from the workplace, plus
benefits if applicable. (Minimum of 4 hours may
apply)
Valet (mending or clothing)
Visitor Meals:
Full Course Meals (lunch) effe twee Ateg st ""I,
Full Course Meals (supper and breakfast) effe twee A+agust 'I, ;I I
Under the age of 5 years
Volunteers
Special Event Meals
Under the age of 5 years
Volunteers
Diner's Club for Community Seniors
I, L. r f 9 9 e, y 1b, Ir1 tl8d':dr1� �� �^ �t;;:pl �,',�r1tl8 dd"
Wander Guard System — Replacement Strap/Tag
HUMAN RESOURCES (authority under the Municipal Actl
$6.45
101„0
W 7 00
$2.50
$4.50
$15.00
$6.00
$6.00
Market Rate
County Sponsored Training Programs:
Participation by Public Partners Cr,�st e+;:od , ery ,d l;
Accessibility Training Services Cr,�st e+;:od , ery ,d l;
Identification Badge Photo
Loss of Employee Identification Badge $5.00
Research
Responding to Professional Service Requests $50.00/hour
LAND DIVISION (authority under the Planning Act)
Application for Consent $1,250.00
Application for Validation Title $1,250.00
Stamping of Deed $300.00
Validation Certification $300.00
If an Application for Consent/Validation is:
(i) withdrawn at least fourteen (14) days prior to the hearing date $50.00 will be retained. If
amended at least fourteen (14) days prior to the hearing date, an additional $50.00 will be
charged.
(ii) withdrawn after the time limit set in (i), the entire fee will be retained. If amended after the
time limit set in (i), an additional $50.00 will be charged.
(iii) requested to be reconsidered once consent has been granted, in order to alter the original
decision in a minor way, it will be treated as if it were a new application, and a fee of
$300.00 must accompany the letter explaining the reason for the change.
(iv) requested to be deferred from having action taken on it, by the applicant, in writing, whether
after or before a hearing date has been set, a fee of $300.00 must accompany the request
for deferral.
PLANNING APPLICATION FEES (authority under the Planning Act)
Plans of Subdivision or
Plans of Vacant Land Condominium: $4,000.00
Extension to draft plan approval $500.00
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Plans of Condominium
(all other types excluding vacant land): $1,500.00
Exemption from draft approval: $1,000.00
Extension to draft approval: $500.00
County Official Plan Amendment: $4,000.00
Local Official Plan Amendment: $1,000.00
(municipally - initiated Official Plan Amendment exempt)
Part lot control exemption:
Memberships
$500.00
TOURISM FEES (authority under the Municipal Act)
Tourism Membership:
Elgin County Members (Elgin County businesses only)
Affiliate Members (businesses located outside of Elgin County's tax base)
Tourism Signage:
Elgin County Tourism Members (Elgin County businesses and those
businesses that pay the Affiliate Member fee to be part of the Elgin
County Tourism Membership Program)
Tourism Signage Re-entry Fee
Savour Elgin Membership:
Elgin County Members (Elgin County businesses only)
SERVICE FEE (wrtirrud drrrin GOV/D-191)anrr°umic)
Affiliate Members (businesses located outside of Elgin County's tax base)
FEE per year
$100 (+HST)
$388 (+HST)
$150 (+HST)
$350/sign
$500 (+HST)
$2,437 (+HST)
9194; r;Gt, ny Members (919rR + °Gta my bw4ne see . �Gept� Gra
�Nfffli@ IF!, i", ,e R:4be4E!;„-(bU 4r!!!, G o 6 ler alvo`d „N46 k:':::!� 99 91g, 4"..Q9t4Y"YY' t@ a
PROVINCIAL OFFENCES (authority under the Provincial Offences Act
Photocopies $1.00
Certified Copies
- per certification $3.50
Transcripts
- per page for first copy $4.30
- per page for additional copies $0.55
Note: The above items are not applicable to Judiciary and County Prosecutor.
NSF Cheques $40.00
Cost of Collection A range of 10% to 45% for Collection Agents.
All other costs of enforcement as incurred.
Cost of Collecting Delinquent Fines to be charged 25% of the fine amount
back to the Defendant as a percentage of the Fine.
222
Note: Fees for copies and transcripts are set by the Ministry.