23 - December 7, 2022 County Council Agenda Package
ELGIN COUNTY COUNCIL
MINUTES
November 8, 2022, 9:00 a.m.
Masonic Centre of Elgin
42703 Fruit Ridge Line
St. Thomas ON
Members Present: Warden Mary French
Deputy Warden Tom Marks
Councillor Duncan McPhail
Councillor Bob Purcell
Councillor Grant Jones
Councillor Sally Martyn
Councillor Dave Mennill
Councillor Ed Ketchabaw
Members Absent: Councillor Dominique Giguère
Staff Present: Julie Gonyou, Chief Administrative Officer/Clerk
Brian Lima, General Manager of Engineering, Planning, &
Enterprise(EPE)/Deputy CAO
Michele Harris, Director of Homes and Seniors Services
Jennifer Ford, Director of Financial Services/Treasurer
Stephen Gibson, County Solicitor
Nicholas Loeb, Senior Legal Counsel
Michael Baker, Manager of Museum and Archives
Carolyn Krahn, Manager of Economic Development, Tourism &
Strategic Initiatives
Jenna Fentie, Manager of Administrative Services/Deputy Clerk
Stefanie Heide, Legislative Services Coordinator
_____________________________________________________________________
1. CALL TO ORDER
The meeting convened at 9:00 a.m. with Warden French in the chair.
Elgin County Council observed a moment of silence to reflect on the recent
passing of Past Warden A. Bruce McCallum.
2. ADOPTION OF MINUTES
Moved by: Councillor Mennill
Seconded by: Councillor Purcell
RESOLVED THAT the minutes of the meeting held on October 11, 2022 be
adopted.
Motion Carried
3. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE
THEREOF
Councillor Jones disclosed a conflict with Correspondence Item #7.1.1 under 7.1
Items for Consideration. Councillor Jones will not participate in the discussion or
vote on this item.
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4.PRESENTING PETITIONS, PRESENTATIONS AND DELEGATIONS
4.1 South Central Ontario Region Economic Development Corporation
(SCOR EDC) Annual Member Update
Alison Warwick, Chair of the South Central Ontario Region Economic
Development Corporation (SCOR EDC) provided an Annual Member
Update 2022 to County Council.
Moved by: Councillor Ketchabaw
Seconded by: Councillor McPhail
RESOLVED THAT the presentation from the South Central Ontario
Region Economic Development Corporation (SCOR EDC) be received
and filed.
Motion Carried
5. COMMITTEE OF THE WHOLE
Moved by: Councillor Martyn
Seconded by: Deputy Warden Marks
RESOLVED THAT we do now move into Committee of the Whole Council.
Motion Carried
6. REPORTS OF COUNCIL, OUTSIDE BOARDS AND STAFF
6.1 Warden French - Warden's Activity Report (Fall 2022) and COVID-19
Update
Warden French presented the report that provides a high-level summary
of the County's response to the pandemic as well as a list of events and
meetings she attended and organized on behalf of County Council.
Moved by: Councillor Mennill
Seconded by: Councillor Jones
RESOLVED THAT the report titled "Warden's Activity Report (Fall 2022)
and COVID-19 Update" dated November 8, 2022 from Warden French be
received and filed.
Motion Carried
6.2 Councillor Ketchabaw - Annual Council Committee Update: Rural
Initiatives and Planning Advisory Committee 2022
Councillor Ketchabaw presented the report providing Council with an
update on the activities of the Rural Initiatives and Planning Advisory
Committee throughout 2022.
Moved by: Councillor Martyn
Seconded by: Councillor Ketchabaw
8, 2022 from Councillor Ketchabaw be received and filed.
Motion Carried
6.3 Councillor Jones - Annual Council Committee Update:
Environmental Advisory Committee
Councillor Jones presented the report providing Council with an update on
the activities of the Environmental Advisory Committee in 2022.
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Moved by: Deputy Warden Marks
Seconded by: Councillor Ketchabaw
Councillor Jones be received and filed.
Motion Carried
6.4 Councillor Jones - Annual Council Committee Update: Health
Recruitment Partnership Committee
Councillor Jones presented the report to Council that reviews the activities
of the Health Recruitment Partnership over the past year and includes
additional context regarding the provincewide physician shortage.
Moved by: Councillor Mennill
Seconded by: Councillor McPhail
RESOLVED THAT the report titled "Annual Council Committee Update:
Health Recruitment Partnership" dated November 1, 2022 be received and
filed.
Motion Carried
6.5 Councillor Martyn - Elgin County Museum 2022 Annual Report
The Manager of Museum and Archives presented the report reviewing the
activities of the Elgin County Museum in 2022.
Moved by: Councillor Mennill
Seconded by: Councillor Jones
RESOLVED THAT th
Archives dated October 28, 2022 be received and filed.
Motion Carried
6.6 Tree Commissioner / Weed Inspector - Tree Commissioner / Weed
Inspector Quarterly Report January - March 2022
The Tree Commissioner / Weed Inspector presented the report providing
a summary to Council of activity related to the Elgin County Woodlands
Conservation By-Law for the period of January 1, 2022 to March 31, 2022
and weed inspection for the same period.
Moved by: Councillor Jones
Seconded by: Councillor Martyn
Quarterly Report January
Commissioner/Weed Inspector, dated November 1, 2022 be received and
filed.
Motion Carried
6.7 Tree Commissioner / Weed Inspector - Tree Commissioner / Weed
Inspector Quarterly Report April June 2022
The Tree Commissioner / Weed Inspector presented the report to Council
providing a summary of activity related to the Elgin Woodlands
Conservation By-Law for the period of April 1, 2022 to June 30, 2022 and
weed inspection activity for the same period.
Moved by: Deputy Warden Marks
Seconded by: Councillor Mennill
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RESOLVED THAT the report titled
Quarterly Report April
Inspector, dated November 1, 2022 be received and filed for information.
Motion Carried
6.8 Manager of Economic Development, Tourism & Strategic Initiatives -
2022 Elgin County Economic Development and Tourism Year in
Review
The Manager of Economic Development, Tourism & Strategic Initiatives
presented the report providing an update of the Economic Development
and Tourism Department's activities so far in 2022.
Moved by: Councillor Purcell
Seconded by: Councillor Ketchabaw
the Manager of Economic Development, Tourism & Strategic Initiatives be
received and filed.
Motion Carried
6.9 Director of Homes and Seniors Services - Homes - Program and
Therapy Policy Manual Review and Revisions
The Director of Homes and Seniors Services presented the report
recommending updates to the County of Elgin Homes and Seniors
Services Program and Therapy Policy Manual Review (Sections 1-5).
Moved by: Deputy Warden Marks
Seconded by: Councillor Martyn
Program and Therapy Policy
Manual Review and Revision
of Homes and Seniors Services be received and filed; and
THAT Council approve the County of Elgin Homes and Seniors Services
Program and Therapy Policy Manual Review (Sections 1-5) updates to
ensure alignment with current Ministry of Long-Term Care legislation.
Motion Carried
6.10 Director of Homes and Seniors Services - Homes - Administration
Policy Updates Section 3 Emergency Planning and Response and
Section 4 - Continuous Quality Improvement
The Director of Homes and Seniors Services presented the report
recommending updates to the County of Elgin Homes and Seniors
Services Administrative Policy Manual (Section 3 and Section 4), and
Administration Policy 1.35.
Moved by: Councillor McPhail
Seconded by: Councillor Ketchabaw
Administration Policy
Updates Section 3 Emergency Planning and Response and Section 4
and filed; and
THAT Council approve the County of Elgin Homes and Seniors Services
Administrative Policy Manual (Section 3 and Section 4), and,
Administration Policy 1.35 updates to ensure alignment with current
Ministry of Long-Term Care legislation.
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Motion Carried
6.11 Director of Homes and Seniors Services - Homes - Medical
Assistance in Dying (MAID) Administration Policy 2.31 Revisions
The Director of Homes and Seniors Services presented the report
providing an overview of the review of the County of Elgin Homes
Administration Policy 2.31 - Medical Assistance in Dying (MAID).
Moved by: Councillor Mennill
Seconded by: Councillor Jones
Medical Assistance in Dying
dated October 29, 2022 be received and filed; and
THAT Council approve the County of Elgin Homes and Seniors Services
Administration Policy 2.31 Revisions to ensure alignment with current
legislation.
Motion Carried
6.12 General Manager of Engineering, Planning & Enterprise / Deputy
CAO - Traffic Study - Fulton Street (CR 41), Vienna
The General Manager of Engineering, Planning & Enterprise / Deputy
CAO presented the report providing the traffic data and study results from
the Fulton Street (CR 41), Vienna traffic study and speed study for
Council's information.
Moved by: Councillor Ketchabaw
Seconded by: Councillor McPhail
Fulton Street (CR 41),
Engineering, Planning & Enterprise / Deputy CAO be received and filed.
Motion Carried
6.13 General Manager of Engineering, Planning & Enterprise / Deputy
CAO and Manager of Transportation - Parking By-Law Amendment -
Furnival Road, Rodney
The General Manager of Engineering, Planning & Enterprise / Deputy
CAO presented the report recommending an amendment to the County's
No Parking By-Law to include restricted parking on a section of Furnival
Road in the Municipality of West Elgin.
Moved by: Councillor Jones
Seconded by: Councillor Mennill
RESOLVED THAT -Law Amendment
Manager of Engineering, Planning & Enterprise / Deputy CAO be received
and filed; and
THAT By-Law 20--Law for the Regulation of
restricted parking zone as follows:
Queen Street to the south property limits of Albert Street, being a distance
of 80 metres.
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Motion Carried
6.14 General Manager of Engineering, Planning & Enterprise / Deputy
CAO - Town of Aylmer Official Plan Amendment No. 21, concerning
Part of Lot 86, Concession STR; 448 Talbot Street East, Town of
Aylmer, County of Elgin
The General Manager of Engineering, Planning & Enterprise/Deputy CAO
presented the report to Council that provides information required in order
to consider granting approval to the Town of Aylmer Official Plan
Amendment No. 21.
Moved by: Councillor Mennill
Seconded by: Deputy Warden Marks
RESOLVED THAT the Council of the Corporation of the County of Elgin
approves Official Plan Amendment No. 21 to the Town of Aylmer Official
Plan, File No. AY OPA 21-22; and
THAT staff be directed to provide notice of this decision in accordance
with the Planning Act.
Motion Carried
6.15 General Manager of Engineering, Planning & Enterprise / Deputy
CAO - Redline Revision for Phase 3 of Draft Plan of Subdivision 34T-
98001 (Cottonwood); Part of Lots 85 and 86, Concession NTR and
Part of Block W, Registered Plan 164, Town of Aylmer
The General Manager of Engineering, Planning & Enterprise/Deputy CAO
presented the report that provides County Council with the information
required in order to consider granting approval to the proposed
modifications to the Draft Plan of Subdivision File No. 34T-98001.
The General Manager of Engineering, Planning & Enterprise/Deputy CAO
noted that the reference to Bayham's Official Plan in the report to Council
should state the Town of Aylmer's Official Plan.
Moved by: Councillor Jones
Seconded by: Councillor McPhail
RESOLVED THAT the Council of the Corporation of the County of Elgin
grants approval to the revised Draft Plan of Subdivision, as prepared by
MHBC on behalf of Sifton Properties Ltd., and dated July 26, 2022; and
THAT staff be directed to provide notice of this decision subject to the
conditions of final approval in accordance with the requirements of the
Planning Act.
Motion Carried
6.16 General Manager of Engineering, Planning & Enterprise/Deputy CAO
- Municipality of Bayham Official Plan Amendment No. 28, Part 1,
Plan 11R876, Concession 2, Lot 14; 4964 and 4968 Plank Road,
Municipality of Bayham
The General Manager of Engineering, Planning & Enterprise/Deputy CAO
presented the report that provides Council with the information required in
order to consider granting approval to the Official Plan Amendment No. 28
to the Municipality of Bayham Official Plan.
Moved by: Councillor Purcell
Seconded by: Deputy Warden Marks
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RESOLVED THAT the Council of the Corporation of the County of Elgin
approves Official Plan Amendment No. 28 to the Municipality of Bayham
Official Plan, File No. BA OPA 28-22; and
THAT staff be directed to provide notice of this decision in accordance
with the Planning Act.
Motion Carried
6.17 General Manager of Engineering, Planning & Enterprise / Deputy
CAO - Municipality of Bayham Official Plan Amendment No. 29,
Concession 3, Lots 19 and 20; 56237 Chute Line, Municipality of
Bayham
The General Manager of Engineering, Planning & Enterprise / Deputy
CAO presented the report that provides Council with information required
in order to consider granting approval to the Official Plan Amendment No.
29 to the Municipality of Bayham Official Plan.
Moved by: Councillor Martyn
Seconded by: Councillor Mennill
RESOLVED THAT the Council of the Corporation of the County of Elgin
approves Official Plan Amendment No. 29 to the Municipality of Bayham
Official Plan, File No. BA OPA 29-22; and
THAT staff be directed to provide notice of this decision in accordance
with the Planning Act.
Motion Carried
6.18 General Manager of Engineering, Planning & Enterprise / Deputy
CAO - Request for Exemption from Draft Plan Approval for Plan of
Condominium, Block 65, Plan 11M-241, Part of Lot 1, Concession 1,
Geographic Village of Port Stanley
The General Manager of Engineering, Planning & Enterprise / Deputy
CAO presented the report that will provide County Council with information
required in order to consider granting an exemption to draft plan approval
to the draft plan of condominium File No. 34CD-CE2202.
Moved by: Councillor Jones
Seconded by: Councillor Martyn
RESOLVED THAT the Council of the Corporation of the County of Elgin,
in accordance with Section 9 of the Condominium Act, grants an
exemption to draft plan approval for a draft plan of a phased condominium
on Block 65, Plan 11M-241, Part of Lot 1, Concession 1, Geographic
Village of Port Stanley, Municipality of Central Elgin; and
THAT staff be directed to prepare and issue a certificate of exemption,
and sign and submit the final plans to the Land Registry Office in
accordance with the requirements of the Planning Act and the
Condominium Act.
Motion Carried
6.19 General Manager of Engineering, Planning & Enterprise / Deputy
CAO - Karwood-Canterbury, Draft Plan of Subdivision, Part 3 and 7,
Plan 11R-9106, Lot 32, Registered Plan 231, Geographic Village of
Belmont
The General Manager of Engineering, Planning & Enterprise / Deputy
CAO presented the report that provides County Council with information
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required in order to consider granting approval to the Draft Plan of
Subdivision, File No. 34T-CE2201.
Moved by: Councillor Jones
Seconded by: Councillor Mennill
RESOLVED THAT the Council of the Corporation of the County of Elgin
grants draft plan approval to Draft Plan of Subdivision by CJDL Consulting
Engineers on behalf of Karwood Ontario Ltd. and dated February 8, 2022;
and
THAT staff be directed to provide notice of this decision subject to the
conditions of final approval in accordance with the requirements of the
Planning Act.
Motion Carried
6.20 General Manager of Engineering, Planning & Enterprise / Deputy
CAO - Central Elgin Official Plan Amendment No. 12 and Eagle Ridge
Phase II Draft Plan of Subdivision, Block 74 and Part of Block 75,
Registered Plan 11M-242, Part of Lot 4, Plan 263
The General Manager of Engineering, Planning & Enterprise / Deputy
CAO presented the report that provides County Council with information
required in order to consider granting approval to Official Plan Amendment
No. 12 to the Central Elgin Official Plan, as well as granting draft plan
approval to the Eagle Ridge Phase II Draft Plan of Subdivision.
Councillor Purcell noted that the document titled "the Official Plan of the
City of St. Thomas" should be titled the "Official Plan of Central Elgin."
Moved by: Councillor Martyn
Seconded by: Councillor McPhail
RESOLVED THAT the Council of the Corporation of the County of Elgin
approves Official Plan Amendment No. 12 to the Official Plan of the
Municipality of Central Elgin; and
THAT staff be directed to provide notice of this decision in accordance
with the requirements of the Planning Act; and
THAT the Council of the Corporation of the County of Elgin grants draft
plan approval to Draft Plan of Subdivision by CJDL Consulting Engineers
on behalf of 2561603 Ontario Inc. and dated June 21, 2022; and
THAT staff be directed to provide notice of this decision subject to the
conditions of final approval in accordance with the requirements of the
Planning Act.
Motion Carried
6.21 Chief Administrative Officer - Health Recruitment Partnership
Additional Incentive Funding
The Chief Administrative Officer presented the report recommending
County Council approve an additional $37,500 of funding for Health
Recruitment activities.
Moved by: Councillor Jones
Seconded by: Deputy Warden Marks
RESOLVED THAT the report titled "Health Recruitment Partnership
Additional Incentive Funding" dated October 31, 2022 from the Chief
Administrative Officer be received for information; and
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THAT additional funding in the amount of up to $37,500, for Health
Recruitment activities be approved.
Motion Carried
6.22 Chief Administrative Officer - Donation - Decommissioned
Ambulance
The Chief Administrative Officer presented the report that provides County
Council with information regarding the current process of disposing of
decommissioned and surplus ambulances and information about recent
ambulance sales to support Council's consideration of a request received
by St. John Ambulance for the donation of a surplus ambulance currently
on loan to them.
Moved by: Councillor Mennill
Seconded by: Councillor Martyn
Decommissioned
be received and filed; and
THAT the 2012 Chevrolet Express G3500, Fleetmax Conversion
Ambulance currently on loan to St. John Ambulance to assist Elgin-St.
Thomas Social Services b
further
THAT ownership of the 2012 Chevrolet Express G3500, Fleetmax
Conversion Ambulance currently on loan to St. John Ambulance be
transferred to St. John Ambulance.
Motion Carried
6.23 Chief Administrative Officer - Change of Position Title - County
Solicitor
The Chief Administrative Officer presented the report informing Council
that, due to the change in title of the County Solicitor to the Director of
Legal Services, a by-law is required to ensure that all by-laws, resolutions
and directions provided in the past to the County Solicitor remain
applicable to the Director of Legal Services.
Moved by: Councillor Purcell
Seconded by: Councillor Jones
County
THAT the Council of the Corporation of the County of Elgin pass By-Law
22--Law to Deem All Existing By-Law References to the
County Solicitor to Be References to the Directo
Motion Carried
7. COUNCIL CORRESPONDENCE
7.1 Items for Consideration
7.1.1 Letter from Land Division Committee Vice-Chair Jack van
Kasteren requesting County Council's consideration of concerns
expressed by the Land Division Committee.
Councillor Jones declared a conflict with this item and did not
participate in discussion or voting.
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Moved by: Councillor Purcell
Seconded by: Deputy Warden Marks
RESOLVED THAT the correspondence received from Land Division
Committee Vice Chair Jack van Kasteren be received and filed.
Motion Carried
7.2 Items for Information (Consent Agenda)
Moved by: Councillor McPhail
Seconded by: Councillor Martyn
RESOLVED THAT correspondence items 7.2.1 - 7.2.3 be received and
filed.
Motion Carried
7.2.1 Letter from Ministry of Municipal Affairs and Housing Minister
Steve Clark with information about the "More Home Built Faster:
Ontario's Housing Supply Action Plan 2022 - 2023".
Moved by: Councillor Purcell
Seconded by: Deputy Warden Marks
RESOLVED THAT the Warden be directed to send a letter on behalf of
Elgin County Council to MPP Rob Flack with copies to the offices of
the Premier and the Minister of Municipal Affairs and Housing
expressing the Council's preliminary concerns associated with the
More Homes Built Faster Act, 2022, including its concerns associated
with a lack of consultation.
Motion Carried
7.2.2 Letter from Southwestern Public Health providing an update on
SWPH's 2022 cashflow concerns
7.2.3 October 2022 Newsletter from Western Wardens Caucus (WOWC)
8. OTHER BUSINESS
8.1 Statements/Inquiries by Members
8.1.1 Councillor Ketchabaw
Councillor Ketchabaw announced his intention to run for Warden for
2023.
8.1.2 Councillor Mennill
County policy making and implementation, specifically regarding the
amount of time spent on administering the Community Grant Program
and other Committees of Council. Councillor Mennill expressed pride in
serving with the current and past Councils.
8.1.3 Deputy Warden Marks
Deputy Warden Marks commended staff and wished success to the
views regarding the Community Grant Program and noted that often
more staff time is spent on administering the program than the funds
that are given out.
8.1.4 Councillor Purcell
Councillor Purcell noted that he enjoyed the last four years of being a
member of Council.
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8.1.5Councillor Martyn
Councillor Martyn wished the returning Councillors and the incoming
Councillors all the best. Councillor Martyn noted that future
consideration should be given to the composition of County Council.
8.1.6 Warden French
Warden French thanked Councillors and staff, and noted that she is
looking forward to retirement, and has enjoyed working with
Councillors.
8.1.7 Councillor McPhail and Councillor Martyn
Councillor McPhail and Councillor Martyn introduced Todd Noble,
Deputy Mayor-Elect of Central Elgin.
8.2 Notice of Motion
None.
8.3 Matters of Urgency
None.
9. CLOSED MEETING ITEMS
Moved by: Councillor Mennill
Seconded by: Councillor McPhail
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, inlcuding municipal or local
board employees - CAO Performance Appraisal
Motion Carried
10. MOTION TO RISE AND REPORT
The County Solicitor acted as Clerk for In-Camera Item #1.
Moved by: Councillor Mennill
Seconded by: Councillor Jones
RESOLVED THAT we do now rise and report.
Motion Carried
In-Camera Item #1 - CAO Performance Appraisal
Moved by: Councillor Jones
Seconded by: Councillor Ketchabaw
RESOLVED THAT the County Solicitor proceed as directed.
Motion Carried
11. MOTION TO ADOPT RECOMMENDATIONS FROM THE COMMITTEE OF THE
WHOLE
Moved by: Deputy Warden Marks
Seconded by: Councillor Martyn
RESOLVED THAT we do now adopt recommendations of the Committee of the
Whole.
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Motion Carried
12. CONSIDERATION OF BY-LAWS
12.1 By-Law No. 22-46 - Parking By-Law Amendment
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 Jones
Seconded by: Councillor Purcell
RESOLVED THAT By-Law No. 22-46 be now read a first, second and
third time and finally passed.
Motion Carried
12.2 By-Law No. 22-47 - Director of Legal Services
BEING a By-Law to Deem all Existing By-Law References to the County
Solicitor to be References to the Director of Legal Services.
Moved by: Councillor Martyn
Seconded by: Councillor McPhail
RESOLVED THAT By-Law No. 22-47 be now read a first, second, third
time and finally passed.
Motion Carried
12.3 By-Law No. 22-48 - Confirming Actions and Proceedings
BEING a By-Law to Confirm Proceedings of the Municipal Council of the
Corporation of the County of Elgin at the November 8, 2022 Meeting.
Moved by: Councillor Mennill
Seconded by: Councillor Jones
RESOLVED THAT By-Law No. 22-48 be now read a first, second and
third time and finally passed.
Motion Carried
13. ADJOURNMENT
Moved by: Councillor Purcell
Seconded by: Deputy Warden Marks
RESOLVED THAT we do now adjourn at 11:55 a.m.
Motion Carried
Chief Administrative Officer/Clerk Warden
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REPORT TO COUNTY COUNCIL
FROM: Mike Hoogstra,
Manager of Procurement & Risk
DATE: November 23, 2022
SUBJECT: General Insurance and Risk
Management Services Program for 2023
RECOMMENDATIONS:
THAT the General Insurance and Risk Management Services Program proposed by
Marsh Canada Limited ( be approved at the annual premium cost of $516,444
plus taxes commencing December 15, 2022 and expiring on December 15, 2023; and,
THAT the property insurance deductible be increased to $50,000 per occurrence from
$10,000, resulting in a premium savings of $28,000; and,
THAT an additional $40,000 be added to the 2023 insurance policy for property
insurance related to Phase 1 of the Terrace Lodge redevelopment project; and,
THAT the Manager of Procurement & Risk and Director of Finance/Treasurer be
authorized to renew the policy.
INTRODUCTION:
This report provides details regarding General Insurance and Risk Management
Services for 2023.
DISCUSSION:
Pursuant to December 9, 2021, Marsh was awarded the
competitive RFP process to provide a General Insurance and Risk Management
Services Program for 2022. The RFP award also included options to renew for up to
four, one-year terms, subject to annual Council approval of the proposed renewal
program.
Staff recently received the renewal proposal regarding the extension of the existing
contract for our insurance program for 2023. This constitutes the first one-year renewal
of the potential four one-year terms identified above. Marsh provided the following
premium information:
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2023 Annual Premium (Proposed) $516,444
2022 Annual Premium (Actual) $426,866
Increase $89,578 (21%)
The 2023 premium increase is 21%. Marsh noted that the increases are primarily a
result of the following:
Property Increase due to increased property values, mandated inflation increases
and the Insurer applying a higher rate to long-term care homes as they tend to have
a history of higher losses.
Liability Increase due to market conditions.
Cyber Increase due to claim, market conditions and availability of only one cyber
insurance underwriting firm. In addition, our deductible has been increased from
$25,000 to $35,000 for any future claims.
showing the premium difference for each policy line from 2022 to 2023.
At this time, we are not recommending the County go to market for the 2023 policy term
due to current market conditions. It is recommended that the County renew the policy
with Marsh for a one-year term.
It should be noted that the continuing hard insurance market has also extended policy
exclusions, especially in relation to COVID. The 2023 policy will again include the
following exclusions:
Excluding Communicable disease in excess of $1,000,000 (claims made, single
aggregate limit, Indemnity & defense cost cover);
Excluding Communicable disease absolutely in respect of Long-Term Care /
Senior Care Operations.
These policy exclusions were introduced in 2020 and will be in place for the foreseeable
future.
summary of the actual annual premium costs for the last
five (5) years are provided below:
Annual Premium Cost % Increase
2023 Proposed $516,444 21%
2022 $426,866 15%
2021 $370,852 11.4%
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2020* $332,737 6%
2019 $312,674 -23%
2018 $385,229
* Cyber coverage was added in 2020
Property Insurance Higher Deductible Options
Marsh provided options for higher deductibles for our property insurance. Currently the
property insurance deductible is $10,000. A $25,000 deductible will result in a $13,000
premium savings as compared to maintaining the deductible at $10,000. A $50,000
deductible will result in a $28,000 premium savings as compared to maintaining the
deductible at $10,000. While there is no way to predict whether or not the County will
incur a property claim that requires the payment of the deductible in any given policy
year, the County has not had a property loss claim in the last eight (8) years. It was
suggested by Marsh that these options are worth considering. Having reviewed the loss
history noted above, County recommends increasing the property deductible to $50,000
with this new policy term.
If County Council accepts the recommendation, then the year over year cost increase is
modified as follows:
Annual Premium Cost % Increase
2023 Proposed $488,444 14.4%
2022 $426,866
As shown above, when expressed as a percentage, the premium savings resulting from
the increased property deductible modifies the year-over-year increase to 14.4%.
Terrace Lodge Redevelopment Additional Insurance Cost
Subsequent to discussions with Marsh regarding our annual renewal, staff
requested updated insurance costs for the Terrace Lodge redevelopment project.
Phase 1 of the redevelopment project will add an additional twenty million ($20M) in
insured value that the County will need to insure, when the addition is transferred from
the General Contractor. The additional insurance premium cost will be $40,000 per
year. This additional cost is not included in the 2023 premium cost of $516,444, or
$488,444 if the deductible recommendation is accepted.
FINANCIAL IMPLICATIONS:
The 2023 premium cost is $516,444 which represents an increase of 21% over the
expiring premium. Marsh has provided an option for a higher deductible for property
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insurance that will reduce the 2023 premium cost to $488,444, which represents an
increase of 14.4% over the expiring premium.
In addition, $40,000 for Phase 1 of the Terrace Lodge Redevelopment will be added to
the 2023 premium when the building is transferred to the County.
Insurance market challenges are expected to continue for the foreseeable future.
ALIGNMENT WITH STRATEGIC PRIORITIES:
Serving Elgin Growing Elgin Investing in Elgin
Ensuring alignment of Planning for and Ensuring we have the
current programs and facilitating commercial, necessary tools,
services with community industrial, residential, resources, and
need. and agricultural growth. infrastructure to deliver
programs and services
now and in the future.
Exploring different Fostering a healthy
ways of addressing environment.
Delivering mandated
community need.
programs and services
Enhancing quality of
efficiently and
Engaging with our
place.
effectively.
community and other
stakeholders.
Additional Comments:
LOCAL MUNICIPAL PARTNER IMPACT:
None.
COMMUNICATION REQUIREMENTS:
None.
CONCLUSION:
With the changes and challenges in the current hard insurance markets, many
municipalities have experienced large percentage increases in their insurance
premiums over the last three years. The County of Elgin is no exception with a
proposed 21% increase over the expiring premium.
5
Approved for Submission
All of which is Respectfully Submitted
Mike Hoogstra Julie Gonyou
Manager of Procurement & Risk Chief Administrative Officer
Jennifer Ford
Director of Finance / Treasurer
County of Elgin
Annual Premium Comparison
2021-2022 2022-2023 Premium Difference Increase Comments
Liability - Population50,00050,000
tƩĻƒźǒƒʹυ ЊАЌͲЋЎЉυ ЊБАͲЎЌЍυ ЊЍͲЋБЍБ͵ЋЍ Increase result of Market conditions
Environmental Impairment Liability υ ЎͲЎЉЉυ ЎͲВЎЌ$ 453 Б͵ЋЍ Increase result of Market conditions
Automobile - Number of Vehicles440
tƩĻƒźǒƒʹυ БͲЏЋВυ ВͲЋЉАυ ЎАБЏ͵АЉ As per Aviva's filed rates
Total Insured Values$ 99,323,143 $ 109,309,515 $ 9,986,372 ЊЉ͵ЉЎ Increase in values as per updated SOV
tƩƚƦĻƩƷǤ tƩĻƒźǒƒʹυ ЊЍЊͲЎЌЎυ ЊБЍͲВЉЍυ ЍЌͲЌЏВЌЉ͵ЏЍ Premum increase due to the increased values &
higher rates for the care homes and the vacant
property
.ƚźƌĻƩ tƩĻƒźǒƒʹυ ЊБͲЍЉЉυ ЊБͲЍВЉυ ВЉЉ͵ЍВ
Crime Premium$ 2,600 $ 2,600$ -
Umbrella Liability Premium$ 43,340$ 53,494$ 10,154 ЋЌ͵ЍЌ Increase result of Market conditions
Councillors Accident$ 3,152 $ 3,152$ -
Out of Province Emergency Medical$ 960$ 960$ -
Volunteers Accident$ 750$ 750$ -
Increase due to the loss. Please note the
Cyber$ 28,250$ 48,900$ 20,650 АЌ͵ЊЉ
increase in the deductible
Cyber Policy Fee$ 500$ 500
ƚƷğƌ tƩĻƒźǒƒυ ЍЋЏͲБЏЏυ ЎЊЏͲЍЍЍυ БВͲЎАБ
hǝĻƩğƌƌ tĻƩĭĻƓƷğŭĻ /ŷğƓŭĻЋЊ͵ЉіźƓĭƌǒķĻƭ źƓĭƩĻğƭĻ źƓ ǝğƌǒĻƭ
Date: Nov 24, 2022 SP
22-23 Renewal Comparison - Elgin County-final.xls2022-11-241
1
REPORT TO COUNTY COUNCIL
FROM: Michele Harris, Director of Homes and
Seniors Services
DATE: November 26, 2022
SUBJECT: Homes Administration, Dietary,
Housekeeping & Laundry and Nursing Policy Updates
RECOMMENDATIONS:
Homes Administration, Dietary, Housekeeping & Laundry and
Nursing Policy Updatesdated November 26, 2022 be received and filed; and,
THAT Council approve the County of Elgin Homes and Seniors Services Administration,
Dietary, Housekeeping & Laundry and Nursing Policy Manual updates to ensure
alignment with current Ministry of Long-Term Care legislation.
INTRODUCTION:
Departmental policy and procedure manuals ensure consistency and quality in the
services provided by Elgin County Homes and Seniors Services; and, are reviewed
annually, and with legislative changes, to ensure inclusion of best practice and
alignment with current legislation.
On April 11, 2022, the Fixing Long-Term Care Act (FLTCA), 2021, and Ontario
Regulation 246/22 were proclaimed replacing the former legislation which included the
Long-Term Care Homes Act, 2007 and Ontario Regulation 79/10.
DISCUSSION:
All Elgin County Homes and Seniors Services policy and procedure manuals are under
review to ensure alignment and compliance with current Ministry of Long-Term Care
legislation. The Ministry of Long-Term Care (MLTC) has provided timelines for policy
review, revisions and implementation of legislative changes; and, this work is being
prioritized by Homes management staff.
The Homes Policy Manuals for Administration, Dietary, Housekeeping & Laundry,
Nursing were reviewed by the Director of Homes and Seniors Services and the
respective departmental managers and the applicable policies have now been finalized
to align with the FLTCA, 2021 and Ontario Regulation 246/22 with the following
updates:
2
The following Administration policies were reviewed to align with legislative updates:
Administration 1.3 Mandatory and Critical Incident Reporting addition of
updated Ministry of Long-Term Care Reporting Requirements Reference Sheet
and related information
1.5 Doors in a Home Safety and Residents, Staff and Visitors policy name
change and minor wording updates to align with legislation
Administration 1.7 Visitor Policy New policy to align with current legislation
Administration 1.35 Visitors and Absences During a Pandemic updated to
include reference to the visitor log/documentation; addition of algorithm for
admissions and transfers; reference update
Administration 2.10 Absences and Types of Absences New policy as per
legislation to provide staff, residents and substitute decision maker with written
information regarding absences
Administration 2.16 Safekeeping of valuables updated references
Administration 2.19 Resident Trust Account New policy to align with current
legislation and practice
Administration 3.15.06 Code Green Evacuation minor updates related to
transportation and communication
Administration 4.8 Annual Program Evaluation updated to include palliative
care program
Dietary the complete policy manual was reviewed with the following revisions:
Dietary 2.1 Menu Planning Review & Approval updated to current menu
review process and updated reference
Dietary 2.2 Food Preparation and Serving procedures minor wording updates
Dietary - 2.3 Portion Control minor wording update and proper manager title
Dietary 2.6 Nourishment Carts minor wording update
Dietary 2.7 Tray Service updated to align with best practice for infection
control and to support quality, safe tray service
Dietary 2.9 Visitor Meals updated for pandemic/outbreak situations
Dietary 2.11 Resident Food Committee updated to reflect resident input into
meal and snack times
Dietary 2.18 Meal Service updated to current software access for food
service and nursing staff
Dietary 2.22 Production of Food Textures updated to proper terminology and
the use of standardized recipes
Dietary 2.26 24-hour food availability updated to new legislation
Dietary 2.27 Meal Delivery New policy to reflect current and best practice
3
Dietary 3.1 Supply Purchasing updated to align with legislative requirements
re: supplies on hand for emergencies
Dietary 3.9 Retention of Food Supplies updated to best practice related to
infection control and clarity regarding keeping/discarding food samples
Dietary 4.28 Height Monitoring new policy to align with current practice and
legislation
Dietary 4.30 Daily Food and Fluid Monitoring new policy to capture legislative
requirements and current practice
Dietary 5.1 Infection Control updated reference to uniform policy
Dietary 5.3 Handwashing updated to best practice; and to include staff
education
Dietary 5.8.1 Cleaning Carts updated to reflect use of cart wash and best
practices
Dietary 5.8.2 Cleaning Small Appliance updated to reflect best practice
Dietary 5.8.4 Hood Cleaning updated to reflect best practice
Dietary 5.8.12 Cleaning Slicer - updated to reflect best practice
Dietary 5.8.13 Cleaning Coffee Machine updated to current coffee maker
Dietary 5.8.17 Cleaning Tables and Counters added resource
Dietary 5.8.18 Cleaning Steamer updated to best practice
Dietary 5.8.20 Cleaning Steam Jacket Kettle minor wording update
Dietary 5.10 Glove Use - updated to reflect best practice
Housekeeping & Laundry - the complete policy manual was reviewed with the
following revisions:
Housekeeping & Laundry 1.3 Objectives housekeeping updated to include
IPAC best practices
Housekeeping & Laundry 1.4 Laundry objectives updated legislative
reference related to labeling
Housekeeping & Laundry 2.0 Housekeeping Best Practices - New policy to
reflect IPAC best practices and replace policy 2.1 General Cleaning Practices
Housekeeping & Laundry 2.1 General Cleaning Practices Delete and replace
with Policy 2.0 Housekeeping Best Practices
Housekeeping & Laundry 2.2 General Room Cleaning housekeeping IPAC
best practices
Housekeeping & Laundry 2.3 Cleaning of Entrances, Hallways, Reception
Areas and Lounges updated to best practices and clarification of high touch
surfaces
Housekeeping & Laundry 2.4 Cleaning of Washrooms updated to best
practice
4
Housekeeping & Laundry 2.5 Wet Mopping Cleaning of Floors updated to
best practice
Housekeeping & Laundry 2.5.1 Floor Cleaning Microfiber New policy to
reflect microfiber system floor cleaning
Housekeeping & Laundry 2.7 -Cleaning Interior Windows - updated to include
microfiber cloths
Housekeeping & Laundry 2.8 Washing of walls updated to include wiping
down wall mounted items
Housekeeping & Laundry 2.12 Carpet Maintenance Cleaning updated with
outbreak precautions
Housekeeping & Laundry 2.15 Thorough Cleaning of Rooms changed to
Terminal Clean/Room Pull-Out policy name change; added terminal clean
procedures to align with best practice
Housekeeping & Laundry 2.18 Public Washroom Cleaning updated to best
practices
Housekeeping & Laundry 2.20 Dining Room Cleaning updated to best
practice
Housekeeping & Laundry 2.21 New Policy Cleaning of Window
Coverings/Privacy Curtain to reflect current and best practice procedures
Housekeeping & Laundry 3.1 Maintenance & Use of Floor Polisher updated
to current machine type
Housekeeping & Laundry 3.4 Maintenance Vacuum updated to IPAC best
practice
Housekeeping & Laundry 3.5 Use of the Swiffer Mop resource added
Housekeeping & Laundry 3.6 Housekeeping Carts new policy to reflect the
use of microfiber cleaning system and best practices
Housekeeping & Laundry 3.7 Microfiber Cleaning updated to reflect best
practice
Housekeeping & Laundry 3.8 Nocospray Promed new policy to reflect new
equipment
Housekeeping & Laundry 4.1 Laundry and Linen Service updated IPAC best
practices
Housekeeping & Laundry 4.6 Soiled Laundry - updated to reflect current
practice
Housekeeping & Laundry 4.11 Resident Personal Clothing Laundry Process
updated to current practice and legislation
Housekeeping & Laundry 4.12 Mending of -updated from
term valet
Housekeeping & Laundry 4.16 Personal Clothing Item - Missing updated to
reflect current practice
5
Housekeeping & Laundry 4.20 Water Temperatures updated reference
Housekeeping & Laundry 4.23 Laundry Room floor safety delete and merge
with 4.24 Laundry Room Cleaning
Housekeeping & Laundry 4.24 Laundry Room Cleaning incorporate deleted
policy 4.23 floor safety into single policy
Housekeeping & Laundry -7.1 Resident Room Cleaning updated to include
high touch surfaces per best practices
Housekeeping & Laundry 7.2 Discharged Resident Room Cleaning - updated
to include IPAC best practices and to include use of Nocospray equipment;
resources added
Housekeeping & Laundry 7.3 Tub Room Cleaning updated to include IPAC
best practices
Housekeeping & Laundry 7.4 Housekeeping Cart - updated to include IPAC
best practices
Housekeeping & Laundry 7.5 Housekeeping Room - updated to include IPAC
best practices
Housekeeping & Laundry 7.6 Infection Control Housekeeping - updated to
include IPAC best practices, current practice and resources/references
Housekeeping & Laundry 7.7 Handwashing Delete and refer to
handwashing policy in IPAC manual
Housekeeping & Laundry 7.8 Isolation Cleaning - updated to include IPAC
best practices and resources
Housekeeping & Laundry 7.9 Clostridium Difficile (C.Diff)- updated to
include IPAC best practices and use of nocospray equipment
Housekeeping & Laundry 7.11 Routine practices for Environmental Cleaning
-Infection Control - updated to include IPAC best practices
Housekeeping & Laundry 7.12 Cleaning Procedure for VRE - updated to
include IPAC best practices and microfibre mop cleaning
Housekeeping & Laundry 7.16 Waste Management minor wording update
Housekeeping & Laundry 7.20 Procedures when Short Staffing Housekeeping
and Laundry new policy to align with legislative requirements
Housekeeping & Laundry 7.21- Room Cleaning COVID new policy to align
with IPAC best practices related to COVID-19
The following Nursing policies were reviewed to align with legislative updates:
Nursing Bedrails updated references
Nursing Bed Safety Prevention and entrapment - updated references
Nursing Compromised Communication New policy required as per legislation
to support communications for cognitively impaired and/or communication
challenges; adjunct to the aphasia, care of a resident policy
6
Nursing Diabetes Management: Treatment of Severe and Unresponsive
Hypoglycemia
of requirements to report incidents to the Ministry, evaluate quarterly and
annually
Nursing Heat Related Illness Prevention and Management Plan minor update
to include list of individuals requiring education; reference update
Nursing Restraints: Minimizing Restraining of Residents Use of Restraints
and Use of PASDs minor wording updates and reference update
Nursing Palliative and End-of-Life Care minor wording updates in purpose
and reference update
FINANCIAL IMPLICATIONS:
It is imperative that staff ensure that the requirements of the FLTCA, 2021 and Ontario
Regulation 246/22, including policy review and implementation, are met to support
compliance and
ALIGNMENT WITH STRATEGIC PRIORITIES:
Serving Elgin Growing Elgin Investing in Elgin
Ensuring alignment of Planning for and Ensuring we have the
current programs and facilitating commercial, necessary tools,
services with community industrial, residential, resources, and
need. and agricultural growth. infrastructure to deliver
programs and services
now and in the future.
Exploring different Fostering a healthy
ways of addressing environment.
Delivering mandated
community need.
programs and services
Enhancing quality of
efficiently and
Engaging with our
place.
effectively.
community and other
stakeholders.
Additional Comments:
LOCAL MUNICIPAL PARTNER IMPACT:
N/A
7
COMMUNICATION REQUIREMENTS:
The revised policy changes will be communicated to staff, residents, families/visitors,
volunteers and contracted workers as required within the FLTCA, 2021 and, through the
online Surge learning education portal.
CONCLUSION:
The administration, dietary, housekeeping & laundry and nursing manual policy
revisions align with the FLTCA, 2021, related Regulations and best practices to support
resident and staff safety and service delivery.
The policy manuals updates may be reviewed through the County Website
https://www.elgincounty.ca/homes-seniors-services/employee-portal/
All of which is Respectfully Submitted Approved for Submission
Michele Harris Julie Gonyou
Director of Homes and Seniors Services Chief Administrative Officer
1
REPORT TO COUNTY COUNCIL
FROM: Jenna Fentie, Manager of Administrative
Services/Deputy Clerk
DATE: November 28, 2022
SUBJECT: Schedule of Elgin County Council
Meetings for 2023
RECOMMENDATIONS:
THAT
November 28, 2022 from the Manager of Administrative Services/Deputy Clerk be
received and filed; and
THAT the schedule of Elgin County Council Meetings for 2023 be approved as
presented; and
THAT notice of the 2023 Schedule of County Council meetings and any special
meetings outside of the adopted schedule of regular meetings of Council be available
from the Municipal Office
-Law No. 19-41.
INTRODUCTION:
The purpose of this report is to review and approve a schedule of regular meetings for
County Council for 2023. County Council must approve a schedule of regular meetings
of Council for each calendar year. Once approved, the schedule may be amended with
1
notice as provided for in the Municipal Act, 2001 and pursuant to Elgin County
2
-Law No. 19-41. Special Meetings of Council may be
3
scheduled at any time, as provided for in the Municipal Act, 2001. A draft schedule for
BACKGROUND AND DISCUSSION:
-Law No. 19-41, Council endeavours to
meet in the Council Chambers of the Elgin County Administration Building, 450 Sunset
1
Section 238(2) (2.1), Municipal Act, 2001
2
Elgin County Council Procedural By-Law No. 19-41 Section 11
3
Section 240, Municipal Act, 2001
2
Drive, St. Thomas ON, or other designated location, at a time designated by the
Warden (typically 9:00 a.m.) on the second and fourth Tuesday of each month, or as
amended and when notice is given.
As much as possible, the attached schedule facilitates a meeting schedule of holding
Council meetings on the second and fourth Tuesday of each month. The draft schedule
suggests holding a meeting on Wednesday, January 25, 2023, as the fourth Tuesday in
January 2023 conflicts with the Rural Ontario Municipal Association (ROMA)
Conference (January 22-January 24, 2023). Additionally, only one meeting is proposed
for August 2023 due to a conflict with the Association of Municipalities Ontario (AMO)
Conference which is being held August 20 23, 2023. A second meeting in August can
be held if needed at the call of the Warden.
FINANCIAL IMPLICATIONS:
None.
ALIGNMENT WITH STRATEGIC PRIORITIES:
Serving Elgin Growing Elgin Investing in Elgin
Ensuring alignment of
Planning for and Ensuring we have the
current programs and
facilitating commercial, necessary tools,
services with community
industrial, residential, resources, and
need.
and agricultural growth. infrastructure to deliver
programs and services
now and in the future.
Exploring different
Fostering a healthy
ways of addressing
environment.
Delivering mandated
community need.
programs and services
Enhancing quality of
efficiently and
Engaging with our
place.
effectively.
community and other
stakeholders.
Additional Comments:
LOCAL MUNICIPAL PARTNER IMPACT:
A copy of the 2023 meeting schedule of County Council will be circulated as information
3
COMMUNICATION REQUIREMENTS:
platforms.
CONCLUSION:
Each year, County Council approves a meeting schedule for the calendar year. The
All of which is Respectfully Submitted
Approved for Submission
Jenna Fentie
Julie Gonyou
Manager of Administrative
Chief Administrative Officer
Services/Deputy Clerk
DRAFT SCHEDULE OF COUNTY COUNCIL MEETINGS FOR 2023
COUNCIL MEETINGS
Meeting Type Date (2023) Time Notes
County Council Meeting January 10 9:00 a.m.
Rural Ontario Municipal Association
th
*4 Tuesday conflicts with ROMA
(ROMA) Conference is January 22-
Wednesday, January 25 Conference
24, 2023.
9:00 a.m.
County Council Meeting February 14 9:00 a.m.
February 28 9:00 a.m.
County Council Meeting March 14 9:00 a.m.
March Break is March 13-17, 2023.
March 28 9:00 a.m.
County Council Meeting April 11 9:00 a.m.
Ontario Good Roads Association
April 25 9:00 a.m.
Conference is April 16-19, 2023.
Good Friday is April 7, 2023.
Easter Monday is April 24, 2023.
County Council Meeting May 9 9:00 a.m.
Victoria Day is May 22, 2023
May 23 9:00 a.m.
County Council Meeting June 13 9:00 a.m.
June 27 9:00 a.m.
County Council Meeting July 11 9:00 a.m.
July 25 9:00 a.m.
nd
County Council Meeting August 8 9:00 a.m.
2 meeting can be scheduled
th
*4 Tuesday conflicts with AMO Conference
Association of Municipalities of
Ontario (AMO) conference is August
20 23, 2023.
County Council Meeting September 12 9:00 a.m.
September 26 9:00 a.m.
County Council Meeting October 10 9:00 a.m.
Thanksgiving is October 9, 2023.
October 24 9:00 a.m.
County Council Meeting November 14 9:00 a.m.
November 28 9:00 a.m.
County Council Meeting December 5 (Tues) 7:00 p.m.
December 5,
December 7 (Thurs) 9:00 a.m.
2023.
REPORT TO COUNTY COUNCIL
FROM: Nicholas Loeb, Director of Legal Service
Brian Lima, General Manager
Engineering, Planning, and Enterprise
(EPE)/ Deputy CAO
DATE: November 23, 2022
SUBJECT: Eh!Tel Point of Presence Licence
Agreement
RECOMMENDATION:
THAT the report from the Deputy CAO / General Manager of Engineering, Planning and
Enterprise Eh!Tel Point of Presence Licence Agreement received and filed
as information;
THAT Council of the Corporation of the County of Elgin authorize the Chief
Administrative Officer and the Warden to execute a Licence Agreement with Eh!Tel
Networks Inc. substantially in the form of agreement attached to this report as Appendix
.
INTRODUCTION:
and delivering broadband or fiberoptic telecommunications services throughout its
provider that delivers services in Elgin County, with such services at-times requiring the
placement of fiberoptic cables in Elgin County right of ways, pursuant to an existing
Equipment Consent and Road User Agreement. Eh!Tel desires to establish a Point of
Presence
Roads 14 and 3 to support its service delivery.
DISCUSSION:
Eh!Tel is constructing telecommunications infrastructure in the area of Dutton-Dunwich.
As part of its expansion of services, Eh!Tel is seeking a licence to construct a POP
structure on Elgin County lands, set back from the north-east corner of the intersection
of County Roads 14 and 3 (also known as Iona Road and Talbot Line). There is existing
Dutton-Dunwich water infrastructure in this area of the Elgin County right of ways. Elgin
County staff circulated the proposal to Dutton-Dunwhich and received a response
confirming that Dutton-Dunwich has no concerns.
In practical terms, the POP is essentially a small steel hut that houses certain network
communication infrastructure. Eh!Tel is proposing to extend power to the POP by buried
cable from the transmission box located closer to Talbot Line. The site will contain a
generator fueled by a natural gas hook-up as a back-up in the event there is a loss of
department and EPE staff are satisfied with the site plan.
The duration of the licence is for ten (10) years, subject to certain termination provisions
on written notice. The licence
responsibility, indemnity and insurance clauses to protect Elgin County in the event of a
claim for damages arising out of the POP siting. There is an annual fee of $500.00 for
the licence. Eh!Tel is also responsible for all construction costs, utility costs during
operation and removal and restoration costs if/when the POP is eventually removed.
Having considered all of these factors, staff recommend that Eh!Tel be granted a
licence to site the POP at the requested location for the purpose of improving access to
telecommunication services in Elgin County.
FINANCIAL IMPLICATIONS:
The annual licence fee is $500.00 annually in new revenue. All costs associated with
the project are borne by Eh!Tel.
ALIGNMENT WITH STRATEGIC PRIORITIES:
Serving Elgin Growing Elgin Investing in Elgin
Ensuring alignment of Planning for and Ensuring we have the
current programs and facilitating commercial, necessary tools,
services with community industrial, residential, resources, and
need. and agricultural growth. infrastructure to deliver
programs and services
now and in the future.
Exploring different Fostering a healthy
ways of addressing environment.
Delivering mandated
community need.
programs and services
Enhancing quality of
efficiently and
Engaging with our
place.
effectively.
community and other
stakeholders.
LOCAL MUNICIPAL PARTNER IMPACT:
None the site plan was circulated to Dutton-Dunwich staff as there is Dutton-Dunwich
infrastructure co-located in the general area of the northeast corner of the intersection.
Dutton-Dunwich confirmed that it has no concerns with the site plan.
CONCLUSION:
Staff present and recommend for authorization a licence agreement to permit Eh!Tel
Networks Inc. to establish a Point of Presence structure within Elgin County right of way
property. The proposed Point of Presence structure is to be located at the north-east
corner of Talbot Line and Iona Road and will support local provision of
telecommunications services.
All of which is Respectfully Submitted
Approved for Submission
Prepared By:
Julie Gonyou
Chief Administrative Officer
Nicholas Loeb,
Director of Legal Services
Reviewed By:
Brian Lima, General Manager
Engineering, Planning, and Enterprise
(EPE)/ Deputy CAO
THIS AGREEMENT, effective the _____ day of _____________, 2022.
LICENCE AGREEMENT
B E T W E E N:
CORPORATION OF THE COUNTY OF ELGIN
(THE ÐLICENSORÑ)
-and-
EH!TEL NETWORKS INC.
(THE ÐLICENSEEÑ)
WHEREAS:
A. The Corporation of the County of Elgin (the ÐLicensorÑ or ÐElgin CountyÑ) is an upper-tier
municipal corporation duly incorporated pursuant to the Municipal Act, 2001 R.S.O.
2001, c. M. 25, as may be amended or replaced (the ÐMunicipal Act, 2001Ñ) and owns
and/or has jurisdiction over certain rights of way and highways within its geographic
boundaries;
B. The Licensor owns certain right of way lands to the north-east of the intersection of the
traveled portion of County Roads 14 and 3, also known as Iona Road and Talbot Line
(the ÐLandsÑ).
C. Eh!Tel Networks Inc. (the ÐLicenseeÑ) is a corporation incorporated pursuant to the laws
of Ontario and is a registered telecommunications service provider within the meaning of
Telecommunications Act SC 1993, c. 38, carrying on business in the geographic
boundaries of Elgin County;
D. The Licensor and the Licensee (together, the ÐPartiesÑ) have executed a
Telecommunications Equipment Consent and Road User Agreement governing the
terms and conditions of the installation, construction, maintenance, repair, etc., of
telecommunications equipment within Elgin County right of ways for regular
telecommunication service operations.
E. The Licensee wishes to erect a Point-of-Presence structure within an Elgin County right
of way to support its delivery of telecommunication services within Elgin County. The
Point-of-Presence structure proposed by the Licensee will be sited and situated in
accordance with the Site Plan attached to this Agreement as Schedule ÐAÑ, which is
acceptable to the Licensor.
F. Elgin County wishes to expand high-speed telecommunication services as efficiently as
possible within the Licensor and is prepared to permit a Point-of-Presence structure as
requested by the Licensee on certain terms and conditions.
Initials:, ,
G. The Parties wish to enter into this Licence Agreement to govern the terms of the
LicenseeÓs Point of Presence structure within a Licensor right-of-way.
NOW, THEREFORE, in consideration of the promises contained herein and other good and
valuable consideration, the receipt and sufficiency of which is hereby acknowledged by both
parties, the Parties agree as follows:
Grant of Licence
1. The Licensor grants to the Licensee a licence for the non-exclusive use of the Lands for
the purpose of installing, maintaining, powering, accessing and using a Point-of-
Presence (ÐPOPÑ) structure for the period commencing on December 8, 2022 and
ending on December 31, 2032 (the ÐTermÑ), subject to the termination provisions of this
Agreement set out in section 9. For greater clarity, the grant of licence includes
extending power from the transformer pole situated on the Lands to the POP via buried
cable.
2. The POP shall be installed at the location on the Site Plan created by CJDL Consulting
Engineers and dated November 1, 2022, attached as Schedule ÐAÑ to this Agreement.
Schedule ÐAÑ is incorporated into, and forms an integral part of, this Agreement.
3. In addition to any specific covenant set out in this Agreement, the POP shall generally
be installed and constructed substantially in conformance with the description, plans
and/or specifications set out in Schedule ÐAÑ to this Agreement. Any deviation from the
description, plans and/or specifications set out in Schedule ÐAÑ requires written consent
from the General Manager of Engineering. Where there is any discrepancy or conflict
between Schedule ÐAÑ and this Agreement, this Agreement shall take precedence over
Schedule ÐAÑ.
Licence Fee
4. The Licensee shall pay to the Licensor an annual licence fee of FIVE HUNDRED
DOLLARS ($500.00) for the duration of the Term of this Agreement. Payment for the
calendar year 2023 shall be due immediately upon the execution of this Agreement. In
each subsequent calendar year of this Agreement, the annual licence fee shall be due
th
and payable on or before January 15, for the duration of the Term of the Agreement.
Covenants
5. The Licensee covenants with the Licensor:
a. To pay the licence fee set out in section 4 of this Agreement;
b. To construct the POP in the location and in such a manner as the requirements
of this Agreement are met;
c. To not interfere, damage or in any way fetter the operations of The Corporation
of the Municipality of Dutton-DunwichÓs municipal water pumping station co-
located within the Lands;
Initials:, ,
d. To be solely responsible for arranging with Hydro One and the Electrical Safety
Authority for electrical requirements, including but not limited to the 100amp
service to be installed underground from the transformer pole to the POP;
e. To submit the plans for the 100amp service to the Licensor for its review,
comment and acceptance prior to proceeding with the installation of the 100amp
service;
f. To provide written confirmation from the Chief Building Official for the
Municipality of Dutton-Dunwich that a permit is not required for the installation of
the POP and its appurtenances;
g. To be solely responsible for the supply, installation and maintenance of a
standby generator and associated concrete pad;
h. To ensure that all standards of the Technical Safety Standards Authority, the
Electrical Safety Authority, the Canada Radio-Telecommunications Commission
and any other regulatory authority are at all times complied with;
i. To be solely responsible for all costs, expenses, payments and/or expenditures
of any kind whatsoever, including but not limited to costs related to the POP, its
installation, the installation of the 100amp service, the supply and installation of
natural gas utility pipelines, a POP associated stone pad, the supply and
installation of a standby generator, the cost of any utility servicing to the POP,
maintaining and/or accessing the POP;
j. To not make any renovations, alterations or repair(s) to the POP without the
written approval of the General Manager of Engineering, Development and
Enterprise or designate;
k. To use the POP only for the purpose of supporting its telecommunication service
provision within Elgin County;
l. To only access the POP between the hours of 7:00am and 10:00pm, save and
except where the need for access is for a situation that is both time-sensitive and
urgent in nature, acting reasonably;
m. Not to erect any buildings or structures on the Lands other than the POP, or to
make any changes to the Lands, without the written permission of the General
Manager of Engineering, Development and Enterprise or designate;
n. To maintain the appearance of the POP in a neat, clean and well-kept manner
that meets the requirements of all health and safety regulations;
o. To supply its own equipment that it deems necessary for the POP at its sole cost
and expense. Any such Licensee owned equipment must have current ULC or
CSA approval, where applicable;
p. To notify the Licensor of any damage to the LicensorÓs lands, equipment, fixtures
or chattels;
q. To ensure that no refuse, litter, garbage or loose or objectionable material
accumulates in or about the POP;
r. To comply with all municipal, provincial and federal laws, rules, regulations
and/or by-laws and to hold the Licensor harmless from any and all consequences
of the LicenseeÓs failure or refusal to achieve such compliance;
s. To cooperate with and permit the Licensor to monitor and/or inspect the POP in
any such ways as it sees fit, acting reasonably; and
t. To at all times carry in-force insurance as required by this Agreement;
Initials:, ,
u. To completely remove the POP, inclusive of its concrete pad, and restore the
Lands to substantially the same condition at the expiry or other termination of this
Agreement as the Lands were in at the commencement of this Agreement;
6. The Licensor covenants:
a. To respond to requests for any approval or confirmation required by this
Agreement in a reasonably timely manner;
b. To ensure that access to the POP is not restricted by any fixture, structure or
modification to the right-of-way design;
7. The Licensee shall at all times indemnify and save harmless the Licensor from and
against any and all claims, demands, losses, costs, charges, expenses, actions and
other proceedings (including those in connection with workers' compensation or any
similar or successor arrangement) made, brought against, suffered by or imposed on the
Licensor or its property in respect of any failure by the Licensee to fulfill any of its
obligations under this agreement or for any reason whatsoever or in respect of any loss,
damage or injury (including injury resulting in death) to any person or property (including,
without restricting the generality of the foregoing, employees, contractors, agents and
property of the Licensor) directly or indirectly arising out of, resulting from or sustained
by reason of the existence of the POP, its siting on the Lands, or any operation in
connection therewith or any fixtures or chattels thereon.
8. To provide and maintain comprehensive general liability insurance in the minimum
amount of Five Million Dollars ($5,000,000) with respect to its use erection and use of
the POP during the full Term of this Agreement, inclusive of any renewals, naming the
ÐCorporation of the County of ElginÑ as additional insured, and to provide a certificate of
insurance evidencing same, concurrent with the execution of this Agreement and as
required from time to time by the Licensor. Without limiting the generality of the
foregoing, such public liability insurance shall contain provisions for cross-liability,
severability of interests, tenantÓs legal liability and no cancellation or alterations without
notice to the Licensor. The Licensee shall carry contents insurance sufficient to cover
the value of the LicenseeÓs contents of the POP.
9. The Licensor shall have the right to terminate this Agreement at any time by providing
the Licensee with ninety (90) daysÓ written notice. Additionally, the Licensor shall have
the right to immediately terminate this Agreement where:
a. The Licensee breaches any provisions of this Agreement;
b. The Licensee is adjudged bankrupt, makes a general assignment for the benefit
of its creditors or a receiver is appointed on account of the LicenseeÓs insolvency;
c. The Licensee, prior to or after executing the Agreement, makes a material
misrepresentation or omission or provides materially inaccurate information to
the Licensor;
d. The Licensee assigns this Agreement without consent of the Licensor; and,
e. If the Licensor requires the Lands on an immediate basis for safety or operational
reasons, in the LicensorÓs sole and absolute discretion.
Initials:, ,
The above rights of termination are in addition to all other rights of termination available
to the Licensor at law, or events of termination by operation of law. The Licensee shall
have no claim for damages or compensation of any kind whatsoever as a result of
termination of this Agreement.
10. The Schedule(s) to this Agreement are incorporated and form part of this Agreement.
11. Any notice required to be given to the Licensor or Licensee under the terms of this
Agreement shall be sufficiently given if delivered to the Licensor or Licensee, e-mailed,
or mailed or prepaid registered mail addressed to it at:
To the Licensor:
Corporation of the County Elgin
450 Sunset Drive
St. Thomas, Ontario N5R 5V1
engineering@elgin.ca
To the Licensee:
Eh!TEL Networks Inc.
392058 Grey Road, 109
Holstein, Ontario, N0G 2A0
Tammy.P@ehtel.ca
Or at such other address as the parties may in writing designate. In either case, such
notice shall be deemed to have been received on the date of delivery, or in the case of
mailing, five (5) business days after it is delivered to the post office.
12. No departure from or waiver of the terms of this Agreement shall be deemed to authorize
any prior or subsequent departure or waiver and the Licensor shall not be obligated to
continue any departure or waiver or to permit any subsequent departure or waiver.
13. This Agreement shall be governed by and construed in accordance with the laws of the
Province of Ontario and the federal laws of Canada applicable therein.
14. This Agreement embodies the entire agreement between the Parties with regard to the
POP and the Lands and supersedes any prior understanding or agreement, collateral,
oral or otherwise existing between the parties at the date of execution of the Agreement.
15. This Agreement shall enure to the benefit of, and be binding upon, the Parties and their
respective successors and permitted assigns.
Initials:, ,
16. This Agreement may be executed in counterpart, may be exchanged by scanned or
faxed copy and may be executed using electronic signatures. A combination of
counterparts shall be deemed to be an original.
IN WITNESS WHEREOF, the Licensor and the Licensee have respectively executed and
delivered this Agreement on the date set out above.
Corporation of the County of Elgin
by:
_________________ ____________________________________
Date Warden
_________________ ____________________________________
Date Julie Gonyou, CAO
We have authority to bind the corporation.
EH!TEL NETWORKS INC.
by:
_________________ ____________________________________
Date Antonius Peeters
I have authority to bind the corporation
Initials:, ,
1
REPORT TO COUNTY COUNCIL
FROM: Julie Gonyou, Chief Administrative Officer
Olivier Marcau, Network Analyst
DATE: November 14, 2022
SUBJECT: Information Technology Services (ITS) Asset
Management Policy
RECOMMENDATIONS:
THAT the
(ITS) Asset Management
THAT Council hereby approve Policy # ITS 1.0 as presented.
INTRODUCTION:
The purpose of this report is to
Technology (ITS) Asset Replacement Policy.
DISCUSSION:
The ITS Asset Management Policy provides a framework for the appropriate and
effective management of IT equipment from procurement to disposal and defines
responsibilities that relate to the implementation of this policy. This policy has been
developed to provide a clear instruction on the appropriate management of physical
information technology assets to help to ensure that the County is meeting its legal,
regulatory, contractual and licencing obligations.
The ITS Asset Management Policy is designed to ensure that ITS assets are:
managed appropriately from the point of acquisition to the time of disposal in a
registered within the Information Technology Service Management (ITSM) which
supported and maintained throughout their lifecycle so that they deliver best
value for the investment; and
controlled effectively to protect the data and information that they store or
transmit.
2
This policy does not stand in isolation and must be implemented in conjunction with the
wider range of information security, procurement and financial related policies of the
County.
FINANCIAL IMPLICATIONS:
Management Policy is long overdue and will help control downtime and manage
unexpected costs. Historically, assets were replaced when they reached the end of their
useful life. This approach often resulted in inaccurate budgeting, increased
deliberations, streamline purchasing and reduce downtime which often resulted from old
equipment.
ALIGNMENT WITH STRATEGIC PRIORITIES:
Serving Elgin Growing Elgin Investing in Elgin
Ensuring alignment of Planning for and Ensuring we have the
current programs and facilitating commercial, necessary tools,
services with community industrial, residential, resources, and
need. and agricultural growth. infrastructure to deliver
programs and services
now and in the future.
Exploring different Fostering a healthy
ways of addressing environment.
Delivering mandated
community need.
programs and services
Enhancing quality of
efficiently and
Engaging with our
place.
effectively.
community and other
stakeholders.
LOCAL MUNICIPAL PARTNER IMPACT:
None.
COMMUNICATION REQUIREMENTS:
None.
3
CONCLUSION:
streamline purchasing and reduce downtime.
All of which is Respectfully Submitted
Olivier Marcau
Network Analyst
Julie Gonyou
Chief Administrative Officer
/ƚǒƓƷǤ ƚŅ 9ƌŭźƓ
LƓŅƚƩƒğƷźƚƓ ĻĭŷƓƚƌƚŭǤ
ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ
Subject: ITS ASSET MANAGEMENT POLICY
Policy Number: ITS 1.0
Date Approved: December 7, 2022
Effective Date: December 7, 2022
Purpose
The ITS Asset Management Policy defines the procurement, provisioning, and
ITS property of Elgin County.
Definitions
"ITS Assetor " means any physical electronic device owned by Elgin County,
which may contain or have access to sensitive information such as files and emails or has
considerable value and is uniquely identifiable via a serial number or other means.
"County" means the Corporation of the County of Elgin.
"Authorized Person(s)" means any employee, consultant or contractor of Elgin County who
has been approved by their respective Department Head under this policy.
"Bring Your Own Device (BYOD)" means an employee who brings personally owned devices
(laptops, tablets, smartphones, etc.) to work, and uses those devices to access privileged company
information and applications.
"Corporate Information" is any and all information in the control and custody of Elgin County,
whether generated by employees received from third-parties.
"Information Technology Service Management System (ITSM)" is software used for
managing end-to-end delivery of IT services such as service requests, hardware purchases
and reporting.
"ITS" means Information Technology Services.
t ğ ŭ Ļ Њ Ў
/ƚǒƓƷǤ ƚŅ 9ƌŭźƓ
LƓŅƚƩƒğƷźƚƓ ĻĭŷƓƚƌƚŭǤ
ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ
"Personally Owned Mobile Device(s)" are any Mobile Devices which are owned and
maintained by the Authorized Person and used for business purposes.
Policy
All information technology must be procured in compliance with Elgin
, and technologies that store or provide access to sensitive
information or provide remote access to systems or infrastructure must be reviewed by Elgin
County ITS prior to acquisition or procurement per the Procedures in this Policy.
Any ITS Asset shall be subject to a Risk Assessment, which defines the potential damage an ITS
Asset may cause should it be rendered inaccessible (lost, stolen, damaged, or compromised),
and the likelihood of the ITS Asset being rendered inaccessible.
Procedure
1. Procurement of Assets
Elgin County ITS is responsible for and/or participates in procurement services for the purchase
of computer software, workstations, laptops, servers, mobile and network devices, and
associated accessories. By providing input into procurement services, assets purchased under
this arrangement are ensured to meet both Elgin County and Elgin County ITS requirements,
meeting current hardware and software standards, and adheres to the Elgin County purchasing
policy. Elgin County ITS also maintains an Information Technology Service Management (ITSM)
system which tracks the lifecycle of Assets in use at Elgin County.
Assets procured through Elgin County ITS shall be deployed to Elgin County staff following a
process of configuration to ensure security and will be supported by Elgin County ITS for the
lifecycle of the Asset.
Assets may be directly procured, such as components as part of an audio visual (AV) system or
automation system. These assets shall be identified and added to the ITSM system, provided
ITS
Where a department other than Elgin County ITS is procuring ITS Assets, Elgin County ITS shall
be consulted prior to the procurement of these third-party assets as there may be operational
implications through the procurement, installation, and maintenance of these assets.
t ğ ŭ Ļ Ћ Ў
/ƚǒƓƷǤ ƚŅ 9ƌŭźƓ
LƓŅƚƩƒğƷźƚƓ ĻĭŷƓƚƌƚŭǤ
ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ
2. Support, Maintenance or Warranty
All hardware and software must be accompanied by support, maintenance, or warranty for the
expected lifecycle of the hardware or software. This allows the Elgin County ITS Department to
properly support the hardware or software as expected by Elgin County and the Elgin County ITS
Department. This requirement may be waived jointly by the Chief Administrative Officer and
Director of ITS.
3. Disposal of Assets
When an Asset is no longer fit for purpose, Elgin County ITS staff shall mark the asset as
Disposed in the ITSM system and will either be sold, pursuant to Policy # 2003- 01 Asset
Disposal Policy or recycled using an approved electronic recycling organization.
Assets which are marked for Disposal shall have any confidential or sensitive information
removed prior to the recycling of the Asset.
Physical Storage Devices shall be removed from the Asset for physical destruction by an
approved electronic recycler. Accepted physical destruction includes shredding or
degaussing.
Physical Storage Devices shall be stored in a secured manner while awaiting physical
destruction.
Elgin County ITS staff shall visually monitor the physical destruction of these Physical
Storage Devices. Should visual monitoring be unavailable for security or safety reasons,
the electronic recycler shall provide certification of destruction of these devices.
Note: Please do not throw out old computer equipment. To help protect the environment, a
licensed recycling company will be contracted to dispose of this equipment.
All computer equipment is the property of Elgin County and cannot be given away or donated
without proper authorization by the Chief Administrative Officer.
t ğ ŭ Ļ Ќ Ў
/ƚǒƓƷǤ ƚŅ 9ƌŭźƓ
LƓŅƚƩƒğƷźƚƓ ĻĭŷƓƚƌƚŭǤ
ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ
4. Hardware Replacement and Upgrades
Repurposing Assets
When an Asset has been replaced, it may be repurposed at the discretion of the Director of ITS
and / or Chief Administrative Officer, should Elgin County ITS staff deem it to be fit for purpose.
In most cases, Assets which are to be repurposed shall be restored to their original
configuration, with any personal or sensitive data removed.
As required, an Asset may be repurposed without restoring to its original configuration.
This is typically for scenarios in which an Asset is being reused for the same purpose it
was originally used, or the Asset does not contain personal or sensitive data.
The ITSM system shall be updated to include information regarding the repurposing of
this asset.
Fit for Purpose
To be deemed Fit for Purpose, an Asset must:
Be supported by the vendor or manufacturer through the release of feature updates or
security patches.
Be in good working order and capable of performing the task for which the Asset is
intended to be used.
Be supportable by Elgin County ITS staff through the availability of software updates or
spare parts required to maintain the good working order of the Asset.
Should an asset no longer be deemed fit for purpose, Elgin County ITS will no longer be able to
support the Asset and will recommend its disposal.
5. Hardware Lifecycle & Replacement Plans
Departmental specific Hardware Replacement Plans will be completed by the IT Department
before budget of each year to determine which hardware needs replacing to maintain the
integrity of the overall Network and its associated Information Systems. This includes network
and server equipment, computer equipment and other related Department-specific technology as
it relates to this policy.
Hardware Replacement Plans will be developed by examining the current inventory of each
Department and applying current industry best practises for the replacement of technology.
These requirements and recommendations will be submitted to the respective Department Head
for inclusion into their budget.
t ğ ŭ Ļ Ѝ Ў
/ƚǒƓƷǤ ƚŅ 9ƌŭźƓ
LƓŅƚƩƒğƷźƚƓ ĻĭŷƓƚƌƚŭǤ
ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ
This chart defines the anticipated lifecycle for an Asset. At the end of the anticipated lifecycle,
Elgin County ITS staff will recommend disposal and replacement of the Asset.
Asset Type Anticipated Lifecycle
Workstation 4-5 Years
Laptop 4-5 Years
Server 7 Years
Network Device 4-7 Years
Mobile Device 2-4 Years
Smart Device, including 3-5 Years
iPads
6. Documentation and Reporting
Staff are responsible for notifying Elgin County ITS when ITS Assets as defined in this policy are
acquired or relocated for the purpose of centralized tracking. Staff shall immediately notify Elgin
County ITS in the event an ITS Asset is damaged, lost or stolen and requires replacement or
repair, as described in Policy #13.10 - Acceptable Use Policy for Computer Equipment Software,
Internet Access and Internet E-mail.
Elgin County ITS shall provide record keeping services for assets procured or supported under
this policy, as required by the Public Sector Accounting Board (PSAB). Additionally, records
shall be maintained regarding device location, user information, external support
services/warranties, and recommended lifecycle for ITS Assets.
7. Compliance
Elgin County ITS Department enforces this Policy and the related standards at all times. Anyone
who has reason to suspect a violation of this Policy is encouraged to promptly report it to the
Elgin County ITS Help Desk. Policy violations that come to the attention of the ITS Help Desk will
be escalated to the Director of ITS and / or Chief Administrative Officer. Suspected and
confirmed violations will be reported to the Director of Human Resources or designate.
Staff in violation of this policy may be subject to disciplinary action up to and including
termination.
t ğ ŭ Ļ Ў Ў
1
REPORT TO COUNTY COUNCIL
FROM: Julie Gonyou, Chief Administrative
Officer
DATE: November 30, 2022
SUBJECT: KCCA Memorandum of Understanding
RECOMMENDATIONS:
THAT the report from the Chief Administrative Officer titled KCCA Memorandum of
Understanding dated November 30, 2022 be received and filed; and
THAT the Memorandum of Understanding between the Corporation of the County of
Elgin and Kettle Creek Conservation Authority for a program and services required for
the duties of Tree commissioner and Weed Inspector be approved as presented and
made effective January 1, 2023; and further,
THAT the Warden and Chief Administrative Officer be directed to sign the Memorandum
of Understanding.
INTRODUCTION:
The purpose of this report is to Memorandum
of Understanding
Tree Commissioner and Weed
Inspector services
The new restrictions on Conservation Authorities restraining them from providing a
municipal program or service related to reviewing and commenting on a proposal,
application or other matter made under a prescribed Act, enacted by Bill 23 - More
Homes Built Faster, are not anticipated to have any impact on this service or the MOU.
BACKGROUND AND DISCUSSION:
arrangement between the County and KCCA to fulfill the duties of both positions, and is
folded into the KCCA position of Forestry and Lands Conservation Supervisor. The
agreement was initiated in 1999 and is renewed annually.
2
1
Conservation By-Law 05-03
woodlot is considered anything greater in size than one half (1/2) acre (0.2 hectares).
Commissioner is an appointed official of the County. It is the Tree
woodlots is consistent with the goals set out in the Woodlands Conservation By-law.
The Forestry and Lands Conservation Supervisor job description is included for
For continuity of service that is beneficial to all parties, additional agreements are in
place to provide short-term coverage of these duties in Middlesex County and vice-
versa.
LEGISLATIVE REVIEW:
Woodlands Conservation By-Law 05-03 is a By-Law authorized by the Municipal Act,
2001. Specifically, the By-Law is made pursuant to the following authorities:
Section 135 (2), Without limiting sections 9,10 and 11, an upper-tier
municipality may prohibit or regulate the destruction or injuring of trees in
woodlands designated in the by-law.
Section 135 (7) Without limiting sections 9, 10 and 11, a municipality may,
in a by-law passed under this section,
(a) Require that a permit be obtained to injure or destroy trees; and
(b) Impose conditions to a permit including conditions relating to the
manner in which destruction occurs and the qualifications of
persons authorized to injure or destroy trees.
Section 431, If any by-law of a municipality or by-law of a local board of a
municipality under this or any other act is contravened and a conviction
entered, in addition to any other remedy and to any penalty imposed by
the by-law, the court in which the conviction has been entered and any
court of competent jurisdiction thereafter may make an order,
(a) Prohibiting the continuation of the offence by the person convicted;
and
(b) In the case of a by-law described in Section 135, requiring the
person convicted to correct the contravention in the manner and
within the period that the court considers appropriate.
1
https://www.elgincounty.ca/wp-content/uploads/2020/02/Consolidated-Version-of-Tree-By-Law.pdf
3
Amendments to the Conservation Authorities Act
KCCA is working through new requirements as a result of recent amendments to the
Conservation Authorities Act (hereinafter referred t. Conservation
Authorities are now required to categorize their programs and services into three (3)
categories:
Category 1: Mandatory programs and services where municipal levy can be used
without an agreement
Category 2: Non-mandatory programs and services the CA delivers at the
request of a municipality through an MOU or agreement
Category 3: Other non-mandatory programs and services a CA determines are
on.
programs and services, we do have a long-standing arrangement with KCCA for the
delivery of the Tree Commissioner and Weed Inspector program.
For the purposes of transparency and best management practices, it is recommended
that our service arrangement with KCCA be classified as Category 2 - a program that
KCCA delivers at the request of a municipality through an MOU or agreement.
The Act identifies a number of requirements regarding the contents of the agreements
for Category 2 services. These requirements include:
1. ;
2. That the agreement is subject to review at intervals determined in the
memorandum or agreement; and
3. That programs and services must be provided in accordance with the terms and
conditions of the agreement.
The Act also requires the Authority to develop a watershed-based resource
management strategy. The watershed-based resource management strategy may not
include a municipal (Category 2) program or service unless the Category 2 Agreement
includes provisions that those programs and services be included in the strategy. The
result of these changes to the Act is that the MOU between Elgin and KCCA must be
updated to ensure all of the legislative requirements are adequately captured. The
existing agreement has been amended to include all of the necessary legislative
components, including wording recognizing that the Woodlands Conservation By-Law is
an important component of a strategy to maintain or enhance the overall environmental
health of our watershed.
4
FINANCIAL IMPLICATIONS:
As detailed in the MOU:
In 2023, Elgin shall pay to KCCA the annual amount of $48,483.00. The annual
st
compensation shall be paid in four, equal quarterly installments on or by March 31,
ththst
June 30, September 30 and December 31 in each calendar year during the term of
the MOU. In each subsequent year after 2023, the compensation payable by Elgin to
Living Adjustment means an annual adjustment in the amount of the annual
compensation compared to the previous year, in an amount equivalent to the
percentage increase, if any, to the non-union staff compensation rates of Elgin, as may
st
in 2024 and occur by March 31 in each year of the term of the MOU thereafter,
following the annual CPI rate becoming available from the Province of Ontario, and shall
st
be applied retroactively to January 1 of each year of the MOU, beginning in 2024.
KCCA specifically acknowledges a
not approve an increase in any year during the Term of this Agreement, there will as a
result be no year-over-
Agreement.
The County also maintains a pick-up truck vehicle as part of its fleet for the purpose of
delivering these services.
ALIGNMENT WITH STRATEGIC PRIORITIES:
Serving Elgin Growing Elgin Investing in Elgin
Ensuring alignment of Planning for and Ensuring we have the
current programs and facilitating commercial, necessary tools,
services with community industrial, residential, resources, and
need. and agricultural growth. infrastructure to deliver
programs and services
now and in the future.
Exploring different Fostering a healthy
ways of addressing environment.
Delivering mandated
community need.
programs and services
Enhancing quality of
efficiently and
Engaging with our
place.
effectively.
community and other
stakeholders.
Additional Comments: None
5
LOCAL MUNICIPAL PARTNER IMPACT:
None.
COMMUNICATION REQUIREMENTS:
Notice will be provided to Kettle Creek Conservation Authority.
CONCLUSION:
The amendments to the MOU include housekeeping changes required to ensure it
aligns with changes to legislation. It is recommended that the MOU be approved as
presented.
All of which is Respectfully Submitted
Julie Gonyou
Chief Administrative Officer
This Memorandum of Understanding is made effective January 1st, 2023.
BETWEEN:
CORPORATION OF THE COUNTY OF ELGIN
AND:
KETTLE CREEK CONSERVATION AUTHORITY
KCCA)
Whereas:
(a) Elgin is an upper-tier municipality incorporated pursuant to the Municipal Act, 2001
);
(b) KCCA is a conservation authority established by the Conservation Authorities Act,
) and
its regulations, including but not limited to O. Reg. 181/06;
(c) The purpose of the Conservation Authorities Act is to provide for the organization and
delivery of programs and services that further the conservation, restoration, development
and management of natural resources in watersheds in Ontario;
(d) KCCA delivers programs and services in conformity with the Conservation Authorities
Act, including non-mandatory programs and services that KCCA delivers at the request
of a municipality through a Memorandum of Understanding or Agreement;
(e) Elgin believes that the services of a tree commissioner for woodland conservation and
the protection of trees pursuant to its Woodlands Conservation By-Law, By-Law No. 05-
03, as amended, is an important service that furthers the conservation, restoration,
development and management of natural resources in the watershed(s) that comprise
Elgin County;
(f) s Conservation By-Law specifies that the purposes of the by-law
includes:
(i) Preservation and improvement of woodland resources in Elgin County through
good forestry practices;
(ii) Promotion of good forestry and utilization practices that sustain healthy
woodlands;
(iii) Minimize the destruction or injury of trees;
(iv) Regulation and control of the removal, maintenance, and protection of trees;
(v) Protection, promotion, and enhancement of the aesthetic value of woodlands;
(vi) Recognition and reconciliation of the entitlement of the owners of lands to use
and enjoy such lands and woodlands located thereon with the purposes of this
By-Law as otherwise stated above;
(g) The Weed Control Act, R.S.O. 1990, c. W. 5 is intended to:
(i) Reduce the infestation of noxious weeds that negatively impact on agriculture
and horticulture lands;
(ii) Reduce plant diseases by eliminating plant disease;
(iii) Reduce health hazards to livestock and agricultural workers caused by
poisonous plants;
(iv) Reduce invasive weed growth and allow native species to better flourish;
(h) KCCA is responsible for a watershed-based resource management strategy;
(i) For non-mandatory municipal programs or services pursuant to section 21.1.2(1) of the
Conservation Authorities Act to be included in the watershed-based resource
management strategy, the agreement for such programs or services must include
provisions that the programs or services be included in the strategy;
(j) Elgin desires that the Tree Commissioner and Weed Inspector program and services be
included in the watershed-based resource management strategy;
(k) KCCA agrees that tree conservation, protection and rehabilitation and the elimination of
noxious weeds plays an integral role in watershed-based resource management;
(l) KCCA wishes to provide a Tree Commissioner and Weed Inspector program and
services to Elgin as part of its watershed-based resource management strategy;
(m) Elgin and the Client desire to reduce the terms of the program and services arrangement
described above to writing .
The Parties as identified above therefore acknowledge and agree as follows:
TCWI Program
1. KCCA shall provide a program and services required for the duties of Tree
2. The TCWI Program must be included in t-based resource
management strategy.
3. The TWCI Program must be provided in accordance with the terms and conditions of
this MOU.
person possessing the qualifications, knowledge and skills appropriate for a Tree
Commissioner and Weed Inspector. KCCA is permitted to title the position that includes
the Tree Commissioner and Weed Inspector duties and responsibilities at its discretion.
The employment of such person shall conform to the duties and responsibilities of the
administratively
amended by mutual agreement of the Parties from time to time without requiring a
written
4. KCCA represents and warrants that the TCWI Program shall be provided to a
reasonable professional standard. This includes, but is not limited to, following Elgin
enforcement protocols and/or policies that may be in force from time to time when
-
Law No. 05-03, as amended or replaced. Elgin will provide copies of such protocols to
KCCA.
5. The primary reporting function and supervision requirement for the Tree Commissioner
and Weed Inspector is to the General Manager of KCCA or such other person that
KCCA designates. Notwithstanding this primary reporting function and subject to section
20 of this MOU, KCCA agrees that for the purpose of this MOU, the relevant activities of
the Tree Commissioner and Weed Inspector shall be monitored by Elgin and the results
of such monitoring shall be reported, in writing, by Elgin to KCCA. Any issues arising out
of such monitoring shall be resolved by the Elgin CAO and the KCCA General Manager.
6. KCCA will seek to supplement the TCWI program through continued public awareness
and education initiatives and through assistance by employment program personnel.
7. KCCA will provide quarterly statistical reports regarding the TCWI program and services
to Elgin and its Council.
8. Elgin shall designate the Tree Commissioner and Weed Inspector as an enforcement
officer for the purpose of By-Law No. 05-03, as amended or replaced.
Financial Matters
9. KCCA shall be responsible for directly compensating the Tree Commissioner and Weed
Inspector inclusive of all salary, benefits, pension or retirement fund contributions,
expenses or other similar costs.
10. Compensation to KCCA by Elgin for the delivery of the TCWI Program is subject to the
following terms and conditions:
a. In 2023, Elgin shall pay to KCCA the annual amount of $48,483.00.
b. The annual compensation shall be paid in four, equal quarterly installments on or
stththst
by March 31, June 30, September 30 and December 31 in each calendar
year during the term of this MOU.
c. In each subsequent year after 2023, the compensation payable by Elgin to KCCA
Annual Cost of Living AdjustmentCost of
Living Adjustment means an annual adjustment in the amount of the annual
compensation compared to the previous year, in an amount equivalent to the
percentage increase, if any, to the non-union staff compensation rates of Elgin,
s Council. The Annual Cost of Living Adjustment
st
shall commence in 2024 and occur by March 31 in each year of the term of this
MOU thereafter, following the annual CPI rate becoming available from the
st
Province of Ontario, and shall be applied retroactively to January 1 of each year
of this MOU, beginning in 2024. KCCA specifically acknowledges and agrees
during the Term of this Agreement, there will as a result be no year-over-year
11. KCCA shall be responsible for the costs of workplace equipment such as computer, cell
phone, production of documents, and any other approved expenses in accordance with
KCCA policies.
12. In the event that KCCA does not employ a Tree Commissioner and Weed Inspector for a
period more than one (1) month in any calendar year during the duration of this MOU,
the annual compensation set out in this MOU shall be pro-rated accordingly to
acknowledge that lack of delivery of the TCWI Program during such period.
Supply of Vehicle
13.
KCCA hereby acknowledges and agrees that at the date of this MOU coming into force
this condition is satisfied by the existing vehicle already supplied by Elgin.
14. Elgin shall be responsible for at all times ensuring that the vehicle is appropriately
insured for use by the KCCA for the purpose of the TCWI Program.
15. KCCA will be responsible for at all times monitoring the state of maintenance and repair
of the Vehicle and, where necessary, arranging for the maintenance and repair work to
the Vehicle. KCCA shall make such arrangements in consultation with Elgin staff. Elgin
shall be responsible for the payment of all invoices associated with reasonably required
or recommended maintenance and repair work to the Vehicle.
Term and Termination
16. The Parties hereto specifically acknowledge and agree that, in light of subject matter of
this MOU, including but not limited to the financial and employment arrangements
deriving therefrom, this MOU shall commence on January 1, 2023 but shall have no
specific end date, subject to the termination provisions set out below.
17. The Parties shall be at liberty to terminate this MOU at any time by providing at least six
Indemnity
18. The Parties hereby agree that they will, from time to time, and at all times, well and truly save,
and assigns, from and against all actions, claims and demands whatsoever which may be
brought against or made upon the Indemnified Party and against all loss, liability, judgments,
claims, costs, demands or expenses which the Indemnified Party may sustain, suffer or be
put to:
a. resulting from or arising out of any breach, violation or non-performance of any
covenant, condition, agreement or other obligation in this MOU to be fulfilled, kept,
observed and performed by the Party; and
b. resulting or occasioned by any wrongful act, default, omission or negligence of the
Party and those for whom it is in law responsible, including but not limited to any
damage to property and any injury to any person (including death).
Insurance
19. The Parties shall each maintain a policy of Commercial General Liability insurance that
shall:
a. have a limit of liability of not less than Five Million Dollars ($5,000,000) inclusive
for any occurrence;
b. include damage caused by vehicles owned by the Party and used in conjunction
with the work either within or outside the contract limits, and shall have a limit of
liability of not less than $2,000,000 inclusive for any one occurrence;
c. include Professional Liability / Errors and Omissions coverage of not less than Two
Million Dollars ($2,000,000).
d. be endorsed to include the other Party as additional insured.
No Agency or Employment Relationship
20. KCCA and Elgin agree that the KCCA, its servants, agents and employees shall under no
circumstances be deemed to be employees of Elgin. Additionally, save and except those
authorities specifically provided for in the TCWI Program, no KCCA employee shall have
the right to enter into any commitments, contracts or agreements in the name of Elgin or
to bind Elgin in any respect whatsoever.
Records
21. The Tree Commissioner and Weed Inspector shall create and maintain records detailing
investigation activities contemplated by this MOU, including but not limited to those
required any statute, regulation or by-law.
22. The investigation records shall be maintained by the Tree Commissioner and Weed
Inspector in accordance with its retention policies and protocols. Elgin shall have access
to such records and be permitted to make such copies whether photocopies or electronic
copies, upon demand during normal business hours.
Notices
23. Any notification or written communication required by or contemplated under the terms of
this MOU shall be in writing and sent by Registered Mail, Return Receipt Requested and
which shall be deemed to have been delivered five business days after the date of mailing
or by electronic mail which shall be deemed to be delivered on the day it is sent, unless it
is sent after 4:30pm in which case it shall be deemed to have been delivered on the next
business day. Addresses for such notices shall be
Corporation of the County of Elgin
Chief Administrative Officer
450 Sunset Drive
St. Thomas, ON, N5r %v1
Kettle Creek Conservation Authority
General Manager
44015 Ferguson Line
St. Thomas, ON, N5P 3T3
Miscellaneous
24. This MOU shall be subject to review bi-annually by Elgin and KCCA.
25. No departure from or waiver of the terms of this MOU shall be deemed to authorize any
prior or subsequent departure or waiver and the parties shall not be obligated to continue
any departure or waiver or to permit any subsequent departure or waiver.
26. This MOU shall be constructed with all changes in number and gender as may be required
by the context. Any titles used within this document are for reference purposes only and
not an aid to interpretation.
27. Whenever a statement or provision in this MOU is followed by words denoting inclusion
or example and then a list of or reference to specific items, such list or reference shall not
be read so as to limit the generality of that statement or provision, even if words such as
28. The parties agree that all covenants and conditions contained in this MOU shall be
severable, and that should any covenant or condition in the MOU be declared invalid or
unenforceable by a court of competent jurisdiction, the remaining covenants and
conditions and the remainder of the MOU shall remain valid and not terminate thereby.
29. This MOU shall be governed by and construed in accordance with the laws of the Province
of Ontario and the federal laws of Canada applicable therein.
30. This MOU embodies the entire agreement between the parties with regard to the provision
of deliverables and additional deliverables and supersedes any prior understanding or
agreement, collateral, oral or otherwise with respect to the provision of the deliverables
and additional deliverables, existing between the parties at the date of execution of the
MOU.
31. This MOU, executed in counterpart, may be exchanged by electronically scanned or
faxed copy. A combination of counterparts shall be deemed to be an original.
32. This MOU shall enure to the benefit of, and be binding upon, the heirs, executors,
administrators, successors and permitted assigns of the parties hereto.
{ONE (1) SIGNATURE PAGE FOLLOWS}
IN WITNESS WHEREOF the Parties hereto have hereunto affixed their corporate seals duly
attested by their authorized signing officials or representatives.
Dated at St. Thomas, Ontario this day of , 2022.
Corporation of the County of Elgin
Per:_________________________
Name: Julie Gonyou
Position: Chief Administrative Officer
Per:_________________________
Name:
Position: Warden
I have authority to bind the corporation
Kettle Creek Conservation Authority
Per:________________________
Name: Elizabeth VanHooren
Per:________________________
Name:
Position: Chair
We have authority to bind the Authority
1
REPORT TO COUNTY COUNCIL
FROM: Julie Gonyou, Chief Administrative
Officer
DATE: December 1, 2022
SUBJECT: Elgin / Medavie EMS Elgin Ontario Inc.
Approval of Format for Community
Paramedicine Services Motor Vehicle
Leases and Authorization for Execution
of Vehicle-Specific Leases
RECOMMENDATIONS:
It is recommended that:
1. The within Report to Council, dated December 1, 2022Elgin /
Medavie EMS Elgin Ontario Inc. Approval of Format for Community
Paramedicine Motor Vehicle Leases and Authorization for Execution of Vehicle-
Specific Leasesbe received and filed;
2. Elgin County Council approve the proposed format for Motor Vehicle Lease
Agreements between and Elgin
County Community Paramedicine Services Motor Vehicles; and,
3. Elgin County Council authorize the Warden and Chief Administrative Officer to
execute the said Motor Vehicle Lease Agreements, to be prepared by Elgin Legal
Services in keeping with such approved format and to relate to three (3)
th
Community Paramedicine Vehicles for a Term commencing November 30,
st
2022, and ending March 31, 2024, and contemplating a nominal rental rate of
ONE DOLLAR ($1.00) for such Term.
INTRODUCTION:
The purpose of this Report is to inform Council that consensus has been reached with
as to the terms and conditions of a new motor
vehicle Lease Agreement format for community paramedicine vehicles and to otherwise
seek authorization for execution of three (3) vehicle-specific Lease Agreements
prepared in accordance with such format for effective Terms commencing November
thst
30, 2022 and ending March 31, 2024.
2
BACKGROUND AND DISCUSSION:
The County has received funding for Community Paramedicine Services in Elgin County
and the City of St. Thomas. The County and Medavie intend to enter into an Agreement
for Medavie to provide Community Paramedicine Services within those geographic limits.
The intended agreement will provide, in part, that the County supply Medavie with, among
other things, motor vehicle(s) facilitating the provision of community paramedicine
services. The program is fully funded by the Province of Ontario, including the costs
associated with procuring the vehicles. As such, any Lease Agreement relative to a
Paramedicine Services motor vehicle will contemplate a nominal rental rate of ONE
DOLLAR ($1.00) for the effective Term of such Lease.
Prompted by the approval from the Province for Elgin County to deliver this program
earlier this year, consensus has now been reached as to the format of any such
Community Paramedicine Motor Vehicle Leases, a copy of which format is attached to
this Report. It is noted the attached format incorporates the intended Term for the first
three (3) Community Paramedicine Vehicles, effectively commencing November 30th,
st
2022, and ending March 31, 2024, the latter date being the current expiry of provincial
funding for the subject programme. In the event that provincial funding for the
paramedicine programme is continued after that date, a series of new Motor Vehicle
Leases, likely for the same vehicles, could then be executed for a Term mirroring the
availability of funding. Medavie has agreed to the attached lease format and provisions
and is willing to execute vehicle-specific Lease Agreements based on such format.
It is therefore reported that a consensus has been reached as to the terms and
conditions of a format for Community Paramedicine Services Motor Vehicle Lease
Agreements. With Council approval of such format, staff can prepare and arrange for
execution of specific Lease Agreements for three (3) Community Paramedicine
Services Vehicles already received.
FINANCIAL IMPLICATIONS:
None.
3
ALIGNMENT WITH STRATEGIC PRIORITIES:
Serving Elgin Growing Elgin Investing in Elgin
Ensuring alignment of Planning for and Ensuring we have the
current programs and facilitating commercial, necessary tools,
services with community industrial, residential, resources, and
need. and agricultural growth. infrastructure to deliver
programs and services
now and in the future.
Exploring different Fostering a healthy
ways of addressing environment.
Delivering mandated
community need.
programs and services
Enhancing quality of
efficiently and
Engaging with our
place.
effectively.
community and other
stakeholders.
Additional Comments: None
LOCAL MUNICIPAL PARTNER IMPACT:
None,
COMMUNICATION REQUIREMENTS:
None.
CONCLUSION:
Staff is pleased to report that consensus has been reached with Medavie for the format
of Lease Agreements for Community Paramedicine Vehicles. The terms of the
proposed Lease Agreement are consistent with existing formats and practices for
Ambulances. Staff recommends approval of the proposed lease format and
authorization of the Warden and Chief Administrative Officer to execute three (3) Lease
Agreements as prepared by Elgin Legal Services in keeping with such approved format.
All of which is Respectfully Submitted
Julie Gonyou
Chief Administrative Officer
This Agreement made in triplicate this day of December, 2022.
Between
Corporation of the County of Elgin
(hereinafter ÐLessorÑ)
Of The First Part
And
Medavie EMS Elgin Ontario Inc.
(hereinafter ÐLesseeÑ)
Of The Second Part
WHEREAS the Corporation of the County of Elgin and Medavie EMS Elgin Ontario Inc. intend
and will enter into an agreement pursuant to which the said Medavie EMS Elgin Ontario Inc. will
provide community paramedicine services within the territorial limits of the said County of Elgin.
AND WHEREAS the said intended agreement will provide, in part, that the Corporation of the
County of Elgin shall supply the said Medavie EMS Elgin Ontario Inc. with, among other things,
motor vehicle(s) facilitating the provision of such community paramedicine services.
AND WHEREAS the said Corporation of the County of Elgin and Medavie EMS Elgin Ontario Inc.
have reached consensus as to terms and conditions by which the said Corporation of the County
of Elgin shall lease required motor vehicle(s) to Medavie EMS Elgin Ontario Inc. for the purposes
aforesaid and the said Parties wish to reduce the said terms and conditions in writing.
NOW THEREFORE, in consideration of payment of the sum of ONE DOLLAR ($1.00) now paid
each to the other and the obligations and covenants otherwise set forth herein, the sufficiency
and receipt of which is hereby acknowledged, the Parties hereto agree as follows:
1. Lease
(1) Subject to the following terms and conditions the Lessor agrees to lease to the Lessee
the motor vehicle described in the attached Schedule ÐAÑ (Ðthe VehicleÑ), which schedule
forms part of this agreement.
(2) The Vehicle shall be equipped with the manufacturerÓs standard equipment including any
additional equipment or accessories, if any, as described in Schedule ÐAÑ.
2. Period of Lease
(1) The Lessor agrees to lease to the Lessee the Vehicle for a period of sixteen (16) months
thst
and commencing on the 30
day of November, 2022and ending on the 31day of March,
2024 (the ÐTermÑ); provided at all times that, prior to March 31, 2024, if the intended
Community Paramedicine Services Agreement as referenced above is not executed or,
if executed, is terminated by either Party hereto or, in the alternative, if provincial funding
for the provision of community paramedicine services within the territorial limits of the
County of Elgin is cancelled, terminated, or suspended, or, in the further alternative, if
Medavie does not provide or no longer provides community paramedicine services within
the territorial limits of the County of Elgin, then and in such event this Lease Agreement
shall automatically terminate pursuant to the terms and processes as set forth in section
10 below.
3. Rental
(1) The rental rate for the Vehicle shall be the sum of ONE DOLLAR ($1.00) for the stated
Term hereof, or if such Term is terminated earlier pursuant to section 2(1) above and
section 10 below, notionally payable and paid on the first day of the Term as identified
above.
4. Use of the Vehicle
(1) The Lessee agrees that the Vehicle shall be used only in the course of delivering,
providing and/or rendering of community paramedicine services and/or any ancillary use
associated therewith, at all times and in all manner within the territorial limits of the
County of Elgin. The Lessee must ensure that any persons it may permit to operate the
Vehicle are fully licensed and competent to drive such Vehicle. The Lessee covenants
that the Vehicle shall not be loaned to any other person, corporation, or entity for any
use under any circumstance whatsoever except as provided herein. The Lessee further
covenants that the Vehicle shall not be driven by drivers who are not acceptable to the
insurers insuring the Vehicle or by drivers who at the time are known to the Lessee to be
under the influence of intoxicating liquor or drugs or whose ability has been impaired in
some manner.
(2) With the written consent of the Lessor, the Lessee may install other additional equipment
or accessories, provided that the installation of the same will not be harmful or injurious
to the Vehicle and such other additional equipment and accessories may be removed by
the Lessee prior to the expiration of the term of this Agreement. In the event of damage
or injury to the Vehicle by the installation or removal of such other additional equipment
and accessories, the Lessee shall pay to the Lessor upon demand the cost for repairing
the damage caused by the installation or removal of the additional equipment or
accessories.
(3) The Lessee agrees that, during operational hours for Community Paramedicine Services
personnel, the Vehicle shall be based from those premises known municipally as 450
Sunset Drive, St. Thomas, Ontario, at which premises there will be assigned parking
spaces, while, during non-operational hours for Community Paramedicine Services
personnel, the Vehicle shall be parked and secured within the fenced compound at those
premises known municipally as 480 Sunset Drive, St. Thomas, Ontario.
5. Registration of Vehicle
(1) The Vehicle shall be registered in the name of ÐCorporation of the County of ElginÑ under
the provincial laws pertaining to the registration of motor vehicles. Notwithstanding any
registration, it is understood and agreed between the parties that the Lessor shall not be
liable or responsible for the infraction of or non-compliance with any federal, provincial
or municipal statue, law, by-law, ordinance, rule or regulation whatsoever relating to the
operation or use of the Vehicle or for the use or operation of the Vehicle contrary to the
provisions of any insurance policy or for loss or damage to persons or property caused
or contributed to by the operation or use of the Vehicle. The Lessee agrees to indemnify
and forever save harmless the Lessor of and from all claims and demands that may be
made against the Lessor in connection therewith.
6. Maintenance and Repair
(1) The Lessor covenants that, at the commencement of this Lease, the Vehicle will meet
all Ministry of Transportation of Ontario (ÐMTOÑ) certification standards. All repairs to or
replacement parts for the Vehicle which are required for MTO certification will be carried
out or provided by the Lessee at itÓs own expense.
(2) The Lessor agrees to supply a repair manual with the Vehicle as was provided by the
manufacturer thereof.
(3) The Lessee shall maintain the Vehicle in a condition satisfactory to the Lessor during the
currency of this Agreement. Without limiting the generality of the foregoing, the Lessee
agrees:
(a) to have the Vehicle maintained and serviced on a regular basis in the manner
outlined in any ownerÓs manual supplied by the manufacturer of the Vehicle; and
(b) to pay all the expenses of operating and maintaining the Vehicle until returned by
the Lessee to the Lessor according to the terms of this Agreement, including
gasoline, oil, grease, repairs, adjustments to various parts, replacement parts,
permanent type anti-freeze, windshield washer fluid, tire repairs, tire replacements
or rotation of tires, washing, polishing, storage, parking fees, fines summonses,
initial licence plates and all subsequent renewals.
(4) The Lessee agrees that upon reasonable notice from the Lessor it will make available at
convenient times and places the Vehicle for inspection and examination by the LessorÓs
duly authorized employees, contractors, or agents.
7. Insurance
(1) The Lessee agrees at its own expense to obtain and, subject to the insurerÓs right of
cancellation, to maintain during the currency of this Agreement, a standard automobile
insurance policy or policies insuring the Lessee as a named insured, and the Lessor and
all persons authorized under this Agreement to operate the Vehicle as additional
insureds. The coverage shall be as follows:
(a) TWENTY MILLION DOLLARS ($20,000,000.00) per occurrence for legal liability
for bodily injury or death and damage to the property of others including passenger
hazard, regardless of the number of claims arising from any one incident;
(b) collision coverage for the Vehicle as defined in the Ontario standard automobile
policy in the amount of the actual cash value of the Vehicle leased under this
Agreement at the time the loss or damage occurs. It is understood and agreed that
the LesseeÓs insurance policy has a $2,500.00 maximum deductible for each and
every accident. The Lessee agrees to retain the deductible if it decides to repair
the Vehicle or to pay the Lessor the deductible for each separate claim within thirty
(30) days after being provided by the Lessor with an estimate or appraisal of the
damage; and
(c) fire, theft and comprehensive coverage in the amount of the actual cash value of
the Vehicle at the time of the loss or damage. It is understood and agreed that the
LesseeÓs insurance policy has a $2,500.00 maximum deductible for each separate
claim. The Lessee agrees to pay the Lessor the deductible for each separate claim
within thirty (30) days of receipt of an invoice or demand therefor.
(2) Notwithstanding anything contained in this Agreement, or in any insurance policy or
policies issued as aforesaid, the following provisions shall also apply to any such
insurance:
(a) the Lessee agrees that the Lessee and any driver or operator of the Vehicle shall
comply with all provisions and statutory conditions of any policy or policies of
insurance issued as aforesaid and to assume all liability and save harmless and
indemnify the Lessor from all breaches thereof;
(b) in the event of an accident of any kind whatsoever involving the Vehicle whether
the Vehicle is damaged or not, the Lessee shall notify the Lessor of the accident
within twenty-four (24) hours of the occurrence of the same including a signed
statement by the operator of the Vehicle; and
(c) in the event that the insurer cancels the coverage with respect to the Vehicle, the
Vehicle shall not be operated further, nor will the Lessee permit the Vehicle to be
operated pending the acquisition of another policy of insurance insuring the Vehicle
in accordance with the terms herein.
8. Return of Vehicle
(1) The Lessee agrees that, upon the date of termination or expiry of this Lease Agreement,
it will immediately notify the Lessor that the Vehicle together with the motor vehicle
registration permit, will be delivered to the Lessor at the address directed by the Lessor.
The Lessee shall be responsible to the Lessor for all damages to the Vehicle caused by
abuse or otherwise, except as provided in this Agreement, and shall return the Vehicle
in the same condition as it was received from the Lessor, normal wear and tear excepted.
9. Default and Termination
(1) If the Lessee fails to perform any of the terms or provisions of this Agreement or if the
insurance herein mentioned is cancelled in whole or in part, or if the Lessee uses the
Vehicle or permits the Vehicle to be used in an unreasonable or abusive manner, or if
any one or more of the circumstances set forth in the proviso to the Term as identified in
section 2(1) above shall occur, then upon the happening of any of these events and
notwithstanding any other term or provision of this Agreement, the Lessor shall have the
right to demand immediate return to it of the Vehicle, in which event, the Lessee shall
forthwith make available to the Lessor, the Vehicle together with the motor vehicle
registration permit pertaining thereto.
10. Indemnity
(1) The Lessee covenants and agrees with the Lessor that it will indemnify and save the
Lessor harmless from all claims and demands which may be made against the Lessor
for all fines, penalties, all liability and all costs, losses, damages and expenses resulting
from the time that the Vehicle is delivered by the Lessor to the Lessee, until the time
notice is given by the Lessee to the Lessor that the Vehicle is available for pick-up by the
Lessor.
11. Obligations In Addition to Land Ambulance Services Agreement
(1) The Parties hereto agree that the terms and obligations contemplated and set forth
herein shall be read in conjunction and combination with the intended Community
Paramedicine Services Agreement as referenced above, if and when executed, or any
renewal or extension thereof, if and when executed, but not in substitution for the terms
and obligations set forth in that Agreement or renewal or extension thereof.
12. Notice
(1) Any notice or other communication to be given by either party hereto to the other shall
be deemed to have been sufficiently given if posted by pre-paid registered mail or
delivered by hand or by facsimile transmission to the other party as follows:
Address of the Lessor:
Corporation of the County of Elgin
450 Sunset Drive
St. Thomas, Ontario N5R 5V1
Fax No: (519) 631-4297
Address of the Lessee:
Medavie EMS Elgin Ontario Inc.
230 Brownlow Avenue, Suite 210
Dartmouth, Nova Scotia B3B 0G5
Attention: Vice President MHS Operations
Fax No: (902) 832-5519
(2) Where notice is given by registered mail, it shall be deemed to have been received on
the third business day after date of mailing. Where notice is given personally or by
facsimile, it shall be deemed to have been received on the date of delivery or faxing.
(3) Each party shall provide the other party with timely notice, in writing, of any change in
address, telephone number, or facsimile number, the proof of which lies upon the party
making the change.
13. Severability
(1) The invalidity of any particular provision of this lease shall not affect any other provision
of it, but this Agreement shall be construed as if the invalid provision had been omitted.
14. Assignment
(1) It is understood and agreed between the parties that this Agreement is personal to the
Lessee and may not under any circumstances be transferred or assigned by the Lessee
to any other person, firm or corporation without the prior written consent of the Lessor.
15. Governing Law
(1) This Agreement shall be governed by and construed in accordance with the laws of the
Province of Ontario.
16. Enurement
(1) This Agreement enures to the benefit of the Parties hereto and their respective heirs,
administrators, successors and assigns.
17. Electronic Signatures / Signatures in Counterpart
This Lease Agreement may be executed in counterparts, each of which, when so executed,
shall constitute but one and the same document. This document may also be signed in paper
form, by facsimile signature, or by electronic signature in accordance with section 11 of the
Electronic Commerce Act, 2000, S.O. 2000, c.17, as amended. It may also be signed,
whether or not in counterpart, scanned to Adobe Portable Document Format (PDF) and
delivered by way of electronic mail.
IN WITNESS WHEREOF the Parties hereto have hereunder executed this Agreement under the
hands and seals of their duly authorized officers at the places and upon the dates noted below.
Dated at , Ontario this day of December , 2022.
Corporation of the County of Elgin
Per:_________________________________
Name:
Position: Warden
Per:__________________________________
Name: Julie Gonyou
Position: Chief Administrative Officer
We have authority to bind the Corporation.
Dated at , this day of December , 2022.
Medavie EMS Elgin Ontario Inc.
Per:__________________________________
Name:
Position:
Per:__________________________________
Name:
Position:
We have authority to bind the Corporation.
SCHEDULE ÐAÑ
A / VEHICLE (NEW)
Make:
Year:
Body Type:
Model:
VIN #:
License Plate:
Radio Control Number:
Council Committee
Considerations
JULIE GONYOU, CAO
JENNA FENTIE, MANAGER OF ADMINISTRATIVE SERVICES / DEPUTY CLERK
Purpose
1. To provide background information as orientation
2. To provide Council with the opportunity to assess Committees for return on investment
staff time
value to Council
Community impact
Ќ͵ ƚ ĭƚƌƌĻĭƷ ŅĻĻķĬğĭƉ ŅƩƚƒ /ƚǒƓĭźƌ Ʒƚ źƓŅƚƩƒ ĭŷğƓŭĻƭ Ʒƚ /ƚǒƓĭźƌƭ /ƚƒƒźƷƷĻĻ By-Law 19-40 for
enactment at a future meeting.
Recommendations
I! ƷŷĻ ƦƩĻƭĻƓƷğƷźƚƓ ƷźƷƌĻķ ͻ/ƚǒƓĭźƌ /ƚƒƒźƷƷĻĻ /ƚƓƭźķĻƩğƷźƚƓƭͼ ŅƩƚƒ ƷŷĻ /ŷźĻŅ !ķƒźƓźƭƷƩğƷźǝĻ
Officer and Manager of Administrative Services/Deputy Clerk be received and filed; and
I! ƭƷğŅŅ ĬĻ ķźƩĻĭƷĻķ Ʒƚ ğƒĻƓķ /ƚǒƓĭźƌƭ /ƚƒƒźƷƷĻĻ .Ǥ-law to reflect changes proposed by
Council for enactment at a future meeting.
Discussion
Each year, the newly elected Warden of County Council recommends, and County Council
appoints, representatives from within their membership to various Committees, Local Boards,
and Agencies at their first meeting in December.
This presentation will cover the following:
1)Legislated Committees
2)Standing Committees
3)Advisory Committees
4)Agencies and Boards with Council Appointments
General Considerations
Quorum: A key challenge/consideration across all Committees with community members is the
frequent inability to achieve quorum for meetings. Failure to achieve quorum significantly
impacts the work of the Committees, and prevents the advancement of key initiatives and
projects.
In the future, clearer expectations and training before becoming a member at large is required
in order for members to understand the importance of consistent meeting attendance.
Staff recommend that the Committee By-Law 19-40 be amended to include a mechanism for the
removal of inactive members.
Legislated Committees
Legislated Committees are Statutory Committees established under certain Acts.
The County only has one (1) Statutory Committee.
ŷĻ /ƚǒƓƷǤƭ Rural Initiatives/Planning Advisory Committee is a legislated Committee of
Council, and is established under the Planning Act and therefore must remain as a standing
Committee of Council.
Rural Initiatives and Planning Advisory
Committee (RIPA)
ŷĻ wǒƩğƌ LƓźƷźğƷźǝĻƭ /ƚƒƒźƷƷĻĻ ķƚǒĬƌĻƭ ğƭ ƷŷĻ ͻwǒƩğƌ LƓźƷźğƷźǝĻƭΉtƌğƓƓźƓŭ !ķǝźƭƚƩǤ /ƚƒƒźƷƷĻĻͼ
and was combined in 2016 in response to Bill 73 and changes to the Development Charges Act
and the Planning Act which required that all upper-tier and single-tier levels of municipal
government establishes a Planning Advisory Committee.
Rural Initiatives and Planning Advisory
Committee (RIPA)
ŷĻ wǒƩğƌ LƓźƷźğƷźǝĻƭΉtƌğƓƓźƓŭ !ķǝźƭƚƩǤ /ƚƒƒźƷƷĻĻƭ ƒğƓķğƷĻ źƭ Ʒƚ ƦƩƚƒƚƷĻ ƷŷĻ ǝźğĬźƌźƷǤ ƚŅ
agriculture and rural affairs in the County and throughout the Province; to examine issues such as
the challenges of the global economy on local agricultural practices, the viability of schools in
rural communities, and alternative sources of economic development in rural areas.
The Committee also serves to develop goals and objectives to improve and promote rural life,
ğƓķ Ʒƚ ķĻƒƚƓƭƷƩğƷĻ /ƚǒƓĭźƌƭ ĭƚƒƒźƷƒĻƓƷ Ʒƚ ķĻƌźǝĻƩźƓŭ ƭĻƩǝźĭĻƭ Ʒƚ ƩǒƩğƌ ĭƚƒƒǒƓźƷźĻƭ ĬǤ
recommending a budget to Council that will accomplish identified goals.
Rural Initiatives and Planning Advisory
Committee (RIPA)
Additionally, the Committee acts as a Planning Advisory Committee by providing information,
perspective, and recommendations to County Council on broad planning matters that may have
an effect on the County or its local municipalities, and reviews from time to time the provisions
of the Official Plan and related policy and recommends to Council general amendments to the
Plan, including five-ǤĻğƩ ƩĻǝźĻǞƭ ƚŅ ƷŷĻ /ƚǒƓƷǤƭ hŅŅźĭźğƌ tƌğƓ͵
The Committee also advises Council on general planning and development issues of Council
and/or local municipal significance, and reports to Council on proposed land use policy changes
as introduced by the Province of Ontario.
Rural Initiatives and Planning Advisory
Committee (RIPA)
The Committee also administers the Community Grant Program. The Community Grant Program
(CGP) invests in both established and emerging community programs and events that meet
źķĻƓƷźŅźĻķ ĭƚƒƒǒƓźƷǤ ƓĻĻķͲ Ĭǒźƌķ ĭğƦğĭźƷǤ ğƓķ ƭǒƦƦƚƩƷ 9ƌŭźƓ /ƚǒƓƷǤƭStrategic Plan 2020-2022.
Through this program, organizations and services can apply for supplementary funds to
strengthen their responsiveness, effectiveness and resilience.
CƚƩ ƒƚƩĻ źƓŅƚƩƒğƷźƚƓ ğĬƚǒƷ ƷŷĻ /ƚǒƓƷǤƭ /ƚƒƒǒƓźƷǤ DƩğƓƷ tƩƚŭƩğƒ ƦƌĻğƭĻ ǝźƭźƷʹ
https://www.elgincounty.ca/communitygrantprogram/
RIPA ΑComposition & Considerations
Composition: Three (3) members of Council are appointed to the RIPA Committee each year. A
member of the Elgin Federation of Agriculture is invited to participate as a non-voting citizen
appointee.
Considerations:
1.The EFA member currently does not have a vote on the Committee. Community members-at-large
on other Council Committees have voting rights just like their Council counterparts. The EFA
member on the RIPA Committee puts in a lot of time scoring grants and participating in discussions.
It is recommended that the Terms of Reference for the RIPA Committee be amended to allow the EFA
member a vote.
RIPA ΑComposition & Considerations
Considerations:
2. The current grant process is rigorous; yet a fair and consistent method has been established.
However, the timelines for receiving the applications, reviewing and evaluating for completeness
and eligibility, scoring, and recommending grant allotments to County Council have proven
difficult to meet. Applications are due by November 10 each year, and grant allocation
recommendations are to be presented by December 10 to County Council. This tight turnaround
does not allow staff and the Committee enough time to compile applications, review for eligibility,
score, and make recommendations to Council in a timely fashion.
It is recommended that timelines associated with scoring and compiling scores be adjusted to give
staff time to review applications for completeness and eligibility. Changes to the intakes of the
Community Grant Program can be reviewed by the Committee at its first meeting.
Standing Committees
tǒƩƭǒğƓƷ Ʒƚ /ƚǒƓĭźƌƭ tƩƚĭĻķǒƩğƌ .Ǥ-Law 19-41, a Standing Committee is a Committee
established by Council comprised entirely of members of Council to carry out duties on an
ongoing basis, as specified by Council.
/ƚǒƓĭźƌƭ {ƷğƓķźƓŭ /ƚƒƒźƷƷĻĻƭ LƓĭƌǒķĻʹ
1.Terrace Lodge Redevelopment Steering Committee
2.Terrace Lodge Fundraising Committee
3.Budget Committee
4.Human Resources Committee
TERRACE LODGE REDEVELOPMENT ΑMAJOR CAPITAL PROJECT
ORIGINALLY CONSTRUCTED IN 1976-1977 -$36M
Terrace Lodge (TL) Redevelopment
Steering Committee-Purpose
The purpose of the Terrace Lodge Redevelopment Steering Committee is to advise the County of
Elgin staff on the design, construction, scope, and schedule for the Terrace Lodge
Redevelopment project, working within the budget approved by County Council. It is expected
ƷŷğƷ ƷŷĻ /ƚƒƒźƷƷĻĻƭ ƷźƒĻƌźƓĻ ŅƚƩ ĭƚƒƦƌĻƷźƚƓ ƚŅ źƷƭ ğƭƭźŭƓĻķ ƷğƭƉ źƭ ЋЉЋЍ ƚƓĭĻ ƷŷĻ
redevelopment project is completed.
For more information please visit: https://engageelgin.ca/tlredevelopment
TL Redevelopment Committee Α
Composition & Considerations
Composition: Three (3) members of County Council shall be recommended by the Warden and
appointed by County Council to the Committee. There are a total of four (4) members, including
the Warden. One (1) member will be appointed Chair of the Committee.
Considerations:
1.It is recommended that the Committee remain in place until the completion of the redevelopment
project (expected 2024). Meetings are held on an as-needed basis to approve any large change orders
or adjustments to the design.
TL Redevelopment Fundraising
Committee
The Terrace Lodge Redevelopment Fundraising
Committee is a sub-committee of the Terrace
Lodge Redevelopment Steering Committee and
its purpose is to plan, coordinate, implement
and evaluate fund development activities in
support of the operational and value-added
revenue generation in support of the Terrace
Lodge Redevelopment Project.
The Committee does not support the capital
costs associated with the Terrace Lodge
Redevelopment Project, but rather fundraises
for value-added enhancements to the project.
For more information, please visit:
https://www.elgincounty.ca/terracelodgefundrai
singcampaign/
TL Redevelopment Fundraising Committee Α
Composition & Considerations
Composition:ŷĻ /ƚƒƒźƷƷĻĻ źƭ ĭƚƒƦƩźƭĻķ ƚŅ ƚƓĻ ƒĻƒĬĻƩ ŅƩƚƒ Ļğĭŷ ƚŅ 9ƌŭźƓƭ ƭĻǝĻƓ ΛАΜ aĻƒĬĻƩ aǒƓźĭźƦğƌźƷźĻƭͲ
one (1) member of the Terrace Lodge Auxiliary, a minimum of four (4) and a maximum of ten (10) members from
local service groups, local businesses, and the community that represent the catchment area, and Long-Term Care
staff including the Director of Homes and Seniors Services, the Terrace Lodge Administrator, and the Manager of
Program & Therapy Services. Staff are non-voting members.
Considerations:
1.The Committee has experienced difficulty in the past meeting quorum for meetings. Council recently approved changes to
the Committee Terms of Reference that maintains quorum at five (5) members, and this has allowed for broader
participation while ensuring quorum is met at monthly meetings. Meetings are held on a monthly basis. Going forward, it
will be important to educate potential members on commitments required of them in advance of being appointed to the
Committee.
2.The Comforts of Home is a three (3) year campaign, and is nearing the end of its second year. Consideration may need to
be given to extend the campaign in order to reach the fundraising target, or to adjust the target in order to keep the
campaign timeline at three years.
3.Consideration should be given to the time of day meetings are held. Several staff members attend the meetings and are
often required to put in extra hours on days that meetings are held in the evenings.
Budget Committee
The purpose of the Budget Committee is to review and assess budget principles, allocations and
related financials, providing advice to the Chief Administrative Officer and the Director of
Financial Services/Treasurer on the annual budget, receive presentations from each department,
as required, on financial matters, and to evaluate the budgetary implications of proposals for
ƓĻǞ ğƓķ ƭǒĬƭƷğƓƷźğƌƌǤ ƩĻǝźƭĻķ ƦƩƚŭƩğƒƭ ğƓķ ƭĻƩǝźĭĻƭ źƓ ğķǝğƓĭĻ ƚŅ /ƚǒƓĭźƌƭ ĬǒķŭĻƷ
deliberations.
Composition: Three (3) Council members and the Warden.
Considerations:
1.At its meeting on November 1, 2022, the Budget Committee recommended that the composition of
the 2023 Budget Committee be comprised of Committee of the Whole to avoid delays and to ensure
all Councillors are involved in budget discussions.
It is recommended that the Budget Committee be comprised of Committee of the Whole for the 2023
budget deliberations and that Budget Committee meetings commence in Spring 2023.
Human Resources Committee
The Human Resources Committee was established to review the recruitment process and sit on
the hiring panel for vacancies for senior level positions (CAO/Clerk and Directors). The
Committee reviews and interviews candidates and recommends final candidates to County
Council for consideration. Meetings are held on an as-needed basis.
Composition: Two (2) members of Council, and the Warden. The Warden serves as Chair of the
Committee.
Considerations/Challenges:
None.
Advisory Committees
Pursuant to By-Law 19-40, an Advisory Committee means a committee, sub-committee, or
similar entity, which provides recommendations, advice, and information to Council on those
specialized matters which relate to the purpose of the Advisory Committee, to facilitate public
input to County Council on programs and ideas to assist in enhancing the quality of life of the
ĭƚƒƒǒƓźƷǤͲ źƓ ƉĻĻƦźƓŭ ǞźƷŷ /ƚǒƓĭźƌƭ {ƷƩğƷĻŭźĭ tƌğƓ ƦƩźƓĭźƦƌĻƭ͵ !ķǝźƭƚƩǤ /ƚƒƒźƷƷĻĻƭ ƭŷğƌƌ ƓƚƷ
give direction to staff, nor shall the Committees request, without the approval of Council, the
preparation of any administrative reports, research or work assignments.
Advisory Committees
/ƚǒƓĭźƌƭ !ķǝźƭƚƩǤ /ƚƒƒźƷƷĻĻƭ LƓĭƌǒķĻʹ
1.Joint Accessibility Advisory Committee
2.Connectivity Committee
3.Environmental Committee
4.Museum Advisory Committee
5.Community Safety and Well-Being Integration Table
Joint Accessibility Advisory Committee
The County of Elgin/Municipality of Central Elgin Joint Accessibility Advisory Committee was
created in 2002 with the intent to advise members of Council on the implementation of the
Accessibility for Ontarians with Disabilities Act (AODA) along with the affiliated Integrated
Accessibility Standards Regulation (IASR).
Municipalities with a population of 10,000 or more are required to establish an accessibility
advisory committee Αtwo or more municipalities may, instead of each establishing their own
committee, establish a joint accessibility advisory committee. Other local municipal partners do
not meet the population threshold of 10,000 and thus the Joint Accessibility Advisory
Committee is only comprised of The County of Elgin and the Municipality of Central Elgin.
Joint Accessibility Advisory Committee Α
Composition & Considerations
Composition:
Council appoints one (1) member to serve on the Committee for a one-year term.
Considerations:
Future considerations for the Terms of Reference may include length of membership, and
inclusion of members representing all Local Municipal Partners.
Connectivity Committee
The Connectivity Committee was established in 2020 by Elgin County Council to address and identify high-speed
źƓƷĻƩƓĻƷ ƭƚƌǒƷźƚƓƭ ŅƚƩ 9ƌŭźƓ /ƚǒƓƷǤƭ ƩǒƩğƌ ƩĻƭźķĻƓƷƭ ğƓķ ƚƩŭğƓźǩğƷźƚƓƭ ğƓķ ĭŷğƒƦźƚƓ ŷźŭŷ-speed access across the
/ƚǒƓƷǤ͵ ŷźƭ Ǟğƭ źķĻƓƷźŅźĻķ ğƭ ğ ƉĻǤ ƦƩźƚƩźƷǤ źƓ /ƚǒƓĭźƌƭ {ƷƩğƷĻŭźĭ tƌğƓ ЋЉЋЉ-2022.
The goal of the committee is to address four primary challenges:
1.Availability: Many areas of Elgin County lack any form of connectivity. Providing households with access to
the internet is key to providing opportunities such as employment, education, e-commerce and
entertainment.
2.Affordability: Households in areas of Elgin County struggle to afford the monthly costs of internet services
available to them. Affordable connectivity is critical for users to be able to use the internet service that
support the required applications and online services they depend on.
3.Speed: Lack of high-speed internet creates barriers for residents working from home, schooling from home
and gaining access to services such as banking, news and entertainment. Businesses without access to high-
speed internet face challenges that inhibit economic growth and online opportunities that would otherwise
be available to them.
4.Awareness: Providing a mechanism for education and learning is key for residents to make good decisions
and get the most out of their digital experience.
Connectivity Committee
The County engaged a consulting firm, IBI Group, to provide an analysis of the current state of
connectivity in Elgin, and to provide recommendations for consideration. The final report can be
viewed on the Connected Elgin page: www.engageelgin.ca/connectedelgin.
!Ʒ źƷƭ ƒĻĻƷźƓŭ ƚƓ WǒƌǤ ЋЏͲ ЋЉЋЋͲ 9ƌŭźƓ /ƚǒƓƷǤ /ƚǒƓĭźƌ ƭǒƦƦƚƩƷĻķ ƷŷĻ /ƚƓƓĻĭƷźǝźƷǤ /ƚƒƒźƷƷĻĻƭ
recommendation to leverage existing staff resources and the Connectivity Committee to support
Option #1 as presented in the final report from IBI Group Inc.
As detailed in the report, Option #1 recommends support for Advocacy, Strategic Purchasing and
ISP Coordination, and to support this option, the Committee developed a Connectivity Advocacy
Planto guide advocacy efforts with all other levels of government.
Connectivity Committee ΑComposition
and Considerations
Composition: Two (2) members of County Council, Warden, up to four (4) members-at-large
(citizen appointees), and up to four (4) representatives from the business community.
Considerations:
1.A significant amount of information gathering to establish the current state of connectivity
in Elgin, lived experience from residents, and to establish gaps in service has been done
over the past two years. It is critical that the new term of County Council receives this
information in order to avoid duplicating efforts. The Connectivity Advocacy Strategy has
been developed following years of groundwork, and the implementation of the strategy
Ǟźƌƌ ĬĻ ƉĻǤ Ʒƚ ğĭŷźĻǝźƓŭ /ƚǒƓĭźƌƭ ǝźƭźƚƓ ƚŅ ğ ĭƚƓƓĻĭƷĻķ 9ƌŭźƓ͵
Environmental Committee
The Environmental Advisory Committee provides input, advice, and makes recommendations on
environmental matters affecting the County of Elgin. This Committee serves as an advisory,
resource and information support group to the Rural Initiatives and Planning Advisory
Committee, County Council and to the citizenry to encourage and promote sustainable programs
and functions such as waste reduction, reuse and recycling programs, water and energy
conservation measures, and climate change mitigation.
The Committee also investigates such other aspects of environmental concern as may be
suggested by County Council, its other Committees, or civic administration. The Committee is
also responsible for initiating and/or receiving submissions and/or delegations regarding any
environmental concerns and to report with recommendations to the Rural Initiatives and
Planning Advisory Committee and/or County Council when appropriate.
Environmental Committee
Composition: Two (2) members of Elgin County Council, Warden, four (4) members-at-large
(citizen appointees), one (1) representative of an environmental and/or private sector interest
group, and one (1) representative of the Industrial/Commercial/Institutional Sector.
Considerations:
1.The County has no real environmental jurisdiction aside from its own processes and facilities. The
County can change how it maintains its facilities to be more energy efficient, reduce waste, use better
environmental practices, use more native species in landscaping, and use more sustainable products
in purchases. Council can also engage in advocacy activities regarding environmental issues that are of
concern to residents. Other than these areas, it proved difficult to find meaningful work for this
Committee as most environmental issues are the jurisdiction of the province, the federal government
or local municipal partners.
2.The Committee struggled to achieve quorum in order to hold monthly meetings, which delayed any
work in progress by the Committee, and resulted in loss of staff time.
Environmental Committee -
Recommendation
Recommendation:
It is recommended that Council consider the future viability of this Committee. Council could
consider reducing the number of meetings to quarterly, or twice per year to allow staff to
report on the progress that the County has made towards reducing its carbon footprint and
sustainability at its own facilities. Alternatively, Council could choose to eliminate this
Committee and direct staff to complete this work by addressing any future environmental
concerns/issues with Committee of the Whole Council.
Museum Advisory Committee
ŷĻ 9ƌŭźƓ /ƚǒƓƷǤ aǒƭĻǒƒ !ķǝźƭƚƩǤ /ƚƒƒźƷƷĻĻ ĻǣźƭƷƭ Ʒƚ ƦƩƚƒƚƷĻ 9ƌŭźƓ /ƚǒƓƷǤƭ Ʃźĭŷ ŷźƭƷƚƩźĭğƌ ğƓķ ğŭƩźĭǒƌƷǒƩğƌ
heritage by ensuring the acquisition, preservation, exhibiting, and interpretation of artifacts pertaining to the
history of the County of Elgin is maintained; and to provide leadership and support to County Museums.
The County shall have an advisory committee, to be called the Elgin County Museum Advisory Committee, which
shall be constituted to act in an advisory capacity to County Council and staff on an as needed basis on matters
including (but not limited to):
Admission and membership fees;
Ideas and research on exhibitions;
Feedback on potential acquisitions;
Fundraising activities, publicity and special events;
Review of draft policies and procedures;
Liaison with County museums;
\[źğźƭƚƓ ǞźƷŷ ğƌƌźĻķ ƚƩŭğƓźǩğƷźƚƓƭ ƭǒĭŷ ğƭ ƚƒĻƓƭ LƓƭƷźƷǒƷĻƭͲ Lh59 ğƓķ 9ƌŭźƓ /ƚǒƓƷǤ ƚǒƩźƭƒ {ĻƩǝźĭĻƭͳ
Establishment and organization of related advocacy groups and friends organizations.
Museum Advisory Committee
Composition: One Member of County Council is appointed to serve on the Committee. The
Advisory Committee is comprised of seven (7) voting members appointed by County Council
źƓĭƌǒķźƓŭʹ ƚƓĻ ΛЊΜ ƒĻƒĬĻƩ ƚŅ /ƚǒƓƷǤ /ƚǒƓĭźƌͳ ƷǞƚ ΛЋΜ ğƦƦƚźƓƷĻĻƭ ŅƩƚƒ 9ƌŭźƓ /ƚǒƓƷǤƭ ƚƒĻƓƭ
Institutes (one from East Elgin and one from West Elgin); one (1) appointee on behalf of the
agricultural community in Elgin County; two (2) appointees, to be named by County Council, who
are representatives of, or employed by, other museums located within the County who will act as
ƌźğźƭƚƓƭ ǞźƷŷ /ƚǒƓƷǤ ƒǒƭĻǒƒƭͳ ğƓķ ƚƓĻ ΛЊΜ ğƦƦƚźƓƷĻĻͲ Ʒƚ ĬĻ ƓğƒĻķ ĬǤ /ƚǒƓƷǤ /ƚǒƓĭźƌͲ ğƭ ğƓ ͻğƷ
ƌğƩŭĻͼ ƒĻƒĬĻƩ Ǟŷƚ ƭŷğƌƌ ĬĻ ğ ƦĻƩƭƚƓ źƓƷĻƩĻƭƷĻķ ğƓķ ƉƓƚǞƌĻķŭĻğĬƌĻ ğĬƚǒƷ ƷŷĻ ğŅŅğźƩƭ ƚŅ ƷŷĻ
museum.
Considerations:
None.
Community Safety and Well-Being (CSWB)
Integration Table ΑPurpose & Composition
Through the development of the Aylmer-Elgin-St. Thomas Community Safety and Well-Being
Plan, five areas were identified as the focus of the Plan: Education and Skills Development,
Housing Security, Mental Health and Well-Being, Public Safety, and Substance Use and
Addiction. An Action Table was identified for each of the priority areas, and an Integration Table
was established in order to connect each Action Table and to ensure a proactive, balanced and
collaborative response across the five priority areas.
The objectives of the Integration Table are to identify the needs of our communities, to bring
community partners together, and to make impactful change.
For more information about CSWB please visit: https://www.elgincounty.ca/cswb/
CSWB Integration Table ΑComposition &
Considerations
Composition: City of St. Thomas Mayor, City of St. Thomas City Manager, Elgin County Warden,
Elgin County Chief Administrative Officer, Local Member of Provincial Parliament, Chairs of each
of the following Action Tables: Elgin Workforce Development Network, Housing and
Homelessness Action Table, Elgin Mental Health and Addiction Network, Public Safety Action
Table, and Elgin Community Drug and Alcohol Strategy Steering Committee.
Considerations:
1.The Community Safety and Well-Being Plan was developed as a three (3) year plan (2021-2024), and it
is recommended that the Integration Table remain in place to continue to focus and collaborate on the
priority areas outlined in the plan.
Agencies and Boards with Council
Appointees
Pursuant to By-Law 19-40, Agencies and Boards with Council Appointees are committees to which Council makes appointments, but are
not Committees of Council. These Committees are bound by the rules established by their governing body.
Agencies and Boards with Council Appointees include:
1.Health Recruitment Partnership
2.City-County Liaison Committee (formerly called City-County Relations Committee)
3.Southwestern Public Health ΑBoard of Health
4.SWIFT Board of Directors
5.St. Thomas-Elgin Public Art Centre
6.Thames Valley District School Board ΑRural Education Task Force
7.Greenlane Community Trust Fund Committee
8.Waste Management Committee
9.SCOR ΑSouth Central Ontario Region Economic Development Corporation
10.Western Ontario Wardens Caucus (WOWC)
Health Recruitment Partnership
The Health Recruitment Partnership is a collaboration between the City of St. Thomas, the
County of Elgin, and the St. Thomas-Elgin General Hospital to support physician recruitment
efforts for the St. Thomas-Elgin area.
In response to growing local demand for primary physicians in the community, the HRP was
formed as a joint County-City initiative in 2007 to develop activities with the goal of attracting
new Family Physicians to the area, as well as offering new physicians support as they integrate in
the community.
Health Recruitment Partnership
The Committee was originally launched as a two-year pilot project, but worked so well that the
/ƚǒƓƷǤ ŷğƭ ĬĻĻƓ ƦƩƚǝźķźƓŭ ŅǒƓķźƓŭ ŅƚƩ ƷŷĻ ƦƩƚŭƩğƒ ƭźƓĭĻ źƓĭĻƦƷźƚƓ͵ ŷĻ /ƚƒƒźƷƷĻĻƭ ǞƚƩƉ
seems to improve the overall health and well-being of the community and helps alleviate
pressure on the St. Thomas-Elgin General Hospital, and Emergency Medical Services.
In addition to supporting the salary of a part-time Health Recruiter, funding from the County and
the City supports scholarships for up to five (5) local St. Thomas and/or County residents who
are enrolled in a Canadian medical school with an emphasis placed on the pursuit of a career in
family medicine. Remaining funds are utilized to support new physicians as they set up their
practice through a loan program Αa loan that is forgiven after a four (4) year commitment to
service in Elgin-St. Thomas is completed.
Council Appointment: One (1) member of County Council, recommended by the Warden, is
appointed by Council each year.
City-County Liaison Committee
The Warden recommends, and Council appoints, one (1) member of Council to serve on the
City-County Liaison Committee for a one (1) year term.
¤Discussion encouraged and direction required.
Southwestern Public Health (SWP) Α
Board of Health
The Board of Health for Oxford, Elgin, and St. Thomas governs Southwestern Public Health. They
are accountable to the Province and make sure that programs and services are delivered align
with the funding received.
To view more information about the Board of Health, please visit the Southwestern Public
Health website: https://www.swpublichealth.ca/en/about-us/board-of-health.aspx
Council Appointment(s): two (2) members of Council, as recommended by the Warden, each
year.
SEE CORRESPONDENCE FROM SWPH ΑAPPENDIX I
SWPH Meetings
Board of Health meetings will be held the third Wednesday of each month, effective January 1, 2023. The Board of
Health does not meet in July and August, except at the call of the Chair.
January 18, 2023
February 15, 2023
March 15, 2023
April 19, 2023
May 17, 2023
June 21, 2023
September 20, 2023
October 18, 2023
November 15, 2023
December 20, 2023
SWIFT Network ΑBoard of Directors
{LCͲ źƓźƷźğƷĻķ ĬǤ ƷŷĻ ĻƭƷĻƩƓ hƓƷğƩźƚ ğƩķĻƓƭ /ğǒĭǒƭͲ Ǟğƭ ĻƭƷğĬƌźƭŷĻķ Ʒƚ ƭƷƩğƷĻŭźĭğƌƌǤ
ƌĻǝĻƩğŭĻ ƦǒĬƌźĭ ŅǒƓķźƓŭ Ʒƚ źƓĭĻƓƷ ĬƩƚğķĬğƓķ ĻǣƦğƓƭźƚƓ ğĭƩƚƭƭ {ƚǒƷŷǞĻƭƷĻƩƓ hƓƷğƩźƚƭ
ǒƓķĻƩƭĻƩǝźĭĻƭ ĭƚƒƒǒƓźƷźĻƭ͵ ŷĻ .ƚğƩķ ĻƓƭǒƩĻƭ ƦƩƚƦĻƩ ƚǝĻƩƭźŭŷƷ ƚǝĻƩ {LCƭ ƚƦĻƩğƷźƚƓğƌͲ
financial, and reporting processes.
To read more about SWIFT, and the work of the Board, please visit their website.
Council appointment: One (1) member of Council is recommended by the Warden for
appointment to the SWIFT Board of Directors to serve a one-year term.
SEE CORRESPONDENCE FROM SWIFT ΑAPPENDIX II
St.Thomas-Elgin Public Art Centre
The St. Thomas Public Art Centre has a mission to encourage and promote an appreciation for
and support the practice of the visual arts in St. Thomas and Elgin County through a variety of
exhibitions, educational programs and through the preservation of a permanent collection.
To read more about the St. Thomas Elgin Public Art Centre, please visit their website.
Council Appointment: one (1) member of Council annually as recommended by the Warden to
service on the St. Thomas Elgin Public Art Centre Board of Directors.
Note: correspondence from the St. Thomas-Elgin Public Art Centre requesting that Council
appoint a member to the Board of Directors has not been received.
Thames Valley District School Board Α
Rural Education Task Force
The Thames Valley Board of Trustees passed a motion on Tuesday, June 25, 2019 to establish a
Rural Education Task Force.
Recognizing that schools in rural areas faced a variety of challenges, including student
enrolment, school population growth and decline, and other factors the role of the Rural
Education Task Force is to:
Θ \[źƭƷĻƓ Ʒƚ ƷŷĻ źķĻğƭ ğƓķ ĭƚƓĭĻƩƓƭ ƚŅ ƩǒƩğƌ ĭƚƒƒǒƓźƷźĻƭ
Θ DĻƓĻƩğƷĻ ŅƩĻƭŷ ƦĻƩƭƦĻĭƷźǝĻƭ ƩĻƌğƷĻķ Ʒƚ ƩǒƩğƌ ƭĭŷƚƚƌƭ ğƓķ ĭƚƒƒǒƓźƷźĻƭ
Θ 5ĻǝĻƌƚƦ źƓƓƚǝğƷźǝĻ ƭƚƌǒƷźƚƓƭ ŅƚƩ ĭƚƓƭźķĻƩğƷźƚƓ ŅƚƩ ğ 5{. wǒƩğƌ 9ķǒĭğƷźƚƓ {ƷƩğƷĻŭǤ
Θ wĻƦƚƩƷ ŅźƓķźƓŭƭ ğƓķ ƒğƉĻ ƩĻĭƚƒƒĻƓķğƷźƚƓƭ Ʒƚ ƷŷĻ .ƚğƩķ ƩĻŭğƩķźƓŭ ƩǒƩğƌ ƭĭŷƚƚƌƭ
Thames Valley District School Board Α
Rural Education Task Force
The task force will consult with students, parents, community, municipal leaders in Thames
Valley District School Board (TVDSB) rural communities (as identified through RNEF), to identify
the unique challenges and opportunities experienced by students, parents and municipalities;
develop recommendations for consideration related to a TVDSB Rural Education Strategy.
Councilappointment(s): Council appoints one (1) member to serve on the TVDSB Rural
Education Task force and identifies an alternate.
CƚƩ ƒƚƩĻ źƓŅƚƩƒğƷźƚƓ ğĬƚǒƷ ƷŷĻ 5{.ƭ wǒƩğƌ 9ķǒĭğƷźƚƓ ğƭƉ CƚƩĭĻ ƦƌĻğƭĻ ǝźƭźƷʹ
https://www.tvdsb.ca/en/our-board/rural-education-task-force.aspx#
Note: correspondence from TVDSB requesting that Council appoint a member and alternate has
not been received.
Greenlane Community Trust Fund
Committee
The Greenlane Community Trust Fund is a community fund for any charitable or municipal
project within the County of Elgin, including the City of St. Thomas, of a benevolent and
community service nature, in the interests of the environment, or in the interest of the civic,
social or moral welfare of the residents.
Council Appointment: one (1) member every other year (alternates with City of St. Thomas) to
ƭĻƩǝĻ ƚƓ ƷŷĻ DƩĻĻƓ \[ğƓĻ /ƚƒƒǒƓźƷǤ ƩǒƭƷ /ƚƒƒźƷƷĻĻ͵ LƷƭ ƷŷĻ /ƚǒƓƷǤƭ ƷǒƩƓ Ʒƚ ğƦƦƚźƓƷ ğ
member in 2023.
Waste Management Committee
Council Appointment: Pursuant to By-Law 19-40, all of County Council serve as members of the
Waste Management.
South Central Ontario Region Economic
Development (SCOR)
SCOR EDC was incorporated in 2010 as a means to provide planning and coordination for
regional issues, implement regional economic development priorities, identify funding sources
and to partner with other levels of government, and act as a regional catalyst for investment.
For more information about SCOR please visit: https://www.scorregion.com/
Council Appointment: two Council members are appointed to the SCOR Board of Directors.
SEE CORRESPONDENCE FROM SCOR ΑAPPENDIX III
Western Ontario Wardens Caucus
The Western Ontario Wardens Caucus (WOWC) is a not-for-profit organization representing
fifteen (15) upper and single tier municipalities in Southwestern Ontario with more than three
million residents. WOWC advocates on behalf of Counties on key items such as infrastructure,
transportation, long-term care, broadband, and economic development.
For more information about WOWC please visit: https://wowc.ca/
Council Appointment(s): ŷĻ ğƩķĻƓ ƭĻƩǝĻƭ ğƭ /ƚǒƓĭźƌƭ ğƦƦƚźƓƷĻķ ƒĻƒĬĻƩ͵
APPENDIX I
Southwestern Public Health -Board of Health
October 7, 2022
Ms. Julie Gonyou, Chief Administrative Officer
County of Elgin
450 Sunset Drive
St. Thomas, ON N5R 5V1
Dear Julie,
I am writing to update you on recent work completed by the Southwestern Public Health
Governance Committee and to make a request. The Committee has completed its
annual board competency matrix. This matrix looks at the skills and experience that the
current Board of Health has and what further skills and experience would be beneficial.
Obligated municipalities determine who they wish to appoint to a local board including
the Board of Health. Respecting that this is completely the decision of the municipality,
I am writing to you today on behalf of the Board of Health, to ask, if possible, that you
consider the skills and experience needs of the SWPH Board of Health when you
determine your upcoming municipal appointments.
In addition to the importance of having as much public health experience as possible,
the matrix noted that the Board complement could be further enhanced if there was
additional knowledge and expertise in the areas of:
Public policy development
Health System Funding
Advocacy
Quality and Safety
The matrix also noted that the Board complement could be further enhanced with:
Financial experience including as an accredited financial professional
Academic health services experience including research
In addition, the Committee felt that the Board would benefit from more balance in
gender (there are currently 9 men and 1 woman) and the addition of minorities.
continued on page 2
Thank you for your consideration in this matter.
Sincerely,
Larry Martin
Chair, Board of Health
Southwestern Public Health
copy: Board of Health members, SWPH
page 2/2
APPENDIX II
SWIFT Network ΑBoard of Directors
October 28, 2022
Sent VIA Electronic Mail
Warden Mary French and Members of Elgin County Council
RE:2023 SWIFTBoardMemberRepresentation
th
At our October 14board meeting, the SWIFT Board of Directors set our 2023 Annual
General Meeting (AGM) date to April 28, 2023. At the end of the 2023 AGM Elgin
CountyÔs representative on the SWIFT board, Tom Mrks, will end his current two-year
term.
At this time, SWIFT asks that you nominate a member of council for consideration as a
WOWC member representative. This appointment is a twoear term ending at the
2025 AGM.
We respectfully ask that nominees confirm their availability for the April 28, 2023 AGM
and submit, along with the supporting council resolution, a completed online
application form for SWIFTÔs consideration.
We ask that you confirm support for your council nominee through resolution, and that
such supported applications be submitted no later than January 27, 2023, to SWIFTÔs
Executive Assistant Jen Broos jen.broos@swiftruralbroadband.ca. Please find below
important dates for the SWIFT Board of Director selection process:
DATE DESCRIPTION
28-Oct-22 Provide WOWC and Contributing partners Director appointments communication.
27-Jan-23 WOWC and Contributing Director Applications due date
10-Feb-23 SWIFT Executive Committee meeting to review applications for eligibility
10-Mar-23 WOWC Caucus meeting and approval of SWIFT Director candidates
25-Apr-23 SWIFT New Directors Orientation
28-Apr-23 SWIFT AGM and Directors confirmation vote
28-Apr-23 SWIFT Inaugural Board meeting
Should you have any questions regarding the Director selection process, please
contact either myself or Executive Assistant Jen Broos.
The SWIFT Board and staff extend their sincere appreciation for your continued
support.
Thank you for your attention to this matter.
Regards,
Barry Field
SWIFT Executive Director
519-319-1112
barry.field@swiftruralbroadband.ca
Cc:
Tom Marks, SWIFT Board of Director
Julie Gonyou, Elgin County CAO
Jen Broos, SWIFT Executive Assistant
Encl:
Board of Directors Terms of Reference
Board of Directors Selection Whitepaper
Board of Directors Application
789 Broadway Street
Wyoming, ON
N0N 1T0
(519)914.1308
SWIFT BOARD OF DIRECTOR SELECTION WHITEPAPER
Joining the SWIFT Board
Contribution to Southwestern Ontario, Caledon and Niagara Region
SWIFT Board Directors have the opportunity to:
a) Serve a two-year term with the objective of helping SWIFT achieve its vison.
b) Apply their skills and expertise to help develop the strategic direction of SWIFT.
c) Gain valuable insight and experience developing and implementing policies that
promote the regionÔs economic success.
d) Help build a better region by supporting the ongoing development of broadband
infrastructure.
e) Have an impact on the day-to-day lives of Ontarians by enhancing the quality of
their experiences online.
Board Director Role
The role of the SWIFT Board Directors is to help foster the development of SWIFT. The board
provides strategic direction and oversight for the corporation. As well, the board plays a
key role in helping build broadband in southwest Ontario, Caledon and Niagara.
A SWIFT Board Director is responsible to:
a) Provide strategic direction and oversight for the SWIFT Project.
b) Help develop and implement policies that support the SWIFT vison.
c) Attend four to six in-person weekday meetings in various locations across
southwest Ontario, Caledon and Niagara and the Annual General Meeting (travel
and expenses are reimbursed).
d) Participate in committee work and associated conference calls.
e) Approve SWIFTÔs corporate plan and annual budget.
Directors are expected to serve on committees and attend board meetings regularly.
If elected to the board, successful candidates are expected to attend the Annual
General Meeting (AGM) and the inaugural board meeting in April of each year.
Desired Skills & Experience
The SWIFT board has a board skills matrix (see Appendix A) that outlines the skills and
experience SWIFT looks for when reviewing applications.
SWIFT seeks members who have:
a) A passion for community;
b) Experience in the telecommunications industry;
c) Finance, accounting and audit experience;
d) Legal experience;
e) Senior organization leadership;
f) Experience with and understanding of the boardÔs oversight role with respect to
risk management; and
g) Previous board experience with solid understanding of board governance.
Director Classes
The SWIFT board is broken into two classes:
a) WOWC Directors - up to fifteen (15) directors elected by the WOWC (Western
Ontario Wardens Caucus) Member class that includes the 15 upper and single tier
municipalities of the WOWC.
b) Contributing Directors - up to five (5) directors elected by the Contributing Member
class that includes the other municipalities that have funded the project and are
not members of the Western Ontario Wardens Caucus (WOWC).
Board Director Term Length
The term length for open WOWC and Contributing Directors is two years.
Director Qualifications
To be eligible to become a director, an individual must:
a) Consent to be a candidate, and, if elected, a director;
b) Must not be a direct employee or director of a Telecom Service Provider (example,
Municipal Utility-Telcom, Telecom Cooperative, etc.); and
c) On application due date;
I. is 18 years of age or older;
II. has not been declared incapable by a court in Canada or in another
country; and
III. does not have the status of a bankrupt.
2
How to Join the Board as a WOWC Director
Joining the board as a WOWC Director is open to individuals who are members of the
board of directors of the Western Ontario WardensÔ Caucus and/or an elected official of
a WOWC Member.
Becoming a WOWC Director can be achieved by following these steps:
a) Each WOWC Member will nominate a representative to the board via a resolution
of council.
b) Member nominee will complete SWIFTÔs online application.
c) SWIFT Executive Committee reviews each application for eligibility. Candidates
may be contacted by the Executive Committee with follow-up questions to help
make their decision. The list of eligible candidates is then forwarded to WOWC for
review and approval.
d) WOWC reviews the candidates and presents the slate to the WOWC Caucus for
approval.
e) Formal appointment of the WOWC member slate at the SWIFT AGM.
How to Join the Board as a Contributing Director
Joining the board as a Contributing Director is open to elected officials of a municipality
that is (i) not a member of the Western Ontario WardensÔ Caucus and (ii) a member of
the Corporation. Contributing Directors must be an elected official of a municipality that
is a Contributing Member of the Corporation.
Becoming a Contributing Director can be achieved by following these steps:
a) Each Contributing Member will nominate a representative to the board via a
resolution of council.
b) Member nominee will complete SWIFTÔs online application.
c) SWIFT Executive Committee reviews each application for eligibility. Candidates
may be contacted by the Executive Committee with follow-up questions to help
make their decision.
d) The slate will be confirmed by a vote at the SWIFT AGM.
Director Compensation
Remuneration for elected directors is based on an annual resolution passed by the Board
of Directors. This remuneration includes an annual base salary, per meeting per diem and
reimbursed expenses.
3
Which Directors Are Eligible for Compensation?
Both classes of elected directors of SWIFT are given remuneration to recognize their time
and effort and to help the organization attract and retain experienced and
knowledgeable members to its board.
WhatCompensationDoDirectorsReceive?
Directors are compensated based on their role within the board of directors, the number
and types of meetings they attend, and any additional committee work performed.
Appendix A Ï Board Skills Matrix
Following is the board skills matrix.
4
DIRECTOR KEY STRENGTHSCOMPETENCY
Previous Board of Directors Experience in serving on public, private, or not-for-profit Boards
Experience operating with strong governance policies and practices.
Not-for-Profit and Public-Sector Not-for-Profit and Public-sector experience including
Experience knowledge of how governments operate, and the Canadian
regulatory regime in whichSWIFT operates.
Organizational Strategic Experience with planning, evaluating, and developing
Planning organizational strategic plans, and allocating resources to
achieve desired outcomes. This includes a demonstrated ability
to focus on longer-term goals and strategic outcomes, as
separate from day-to-day management and operational
experience.
Business/Corporate Planning Experience in business/corporate planning for public, private, or
not-for-profit sectors.
Financial Management Understanding of financial operational management and the
Knowledge
proper application of internal controls for public, private, or not-
for-profit sectors.
Accounting and Financial literacy and knowledge of financial reporting, and
Audit Experience knowledge of the considerations and issues associated with the
auditing requirements for public, private or not-for-profit sectors.
Risk Management Experience Experience in the process of identifying principal enterprise-
wide corporate risks and to ensure that management has
implemented the appropriate systems to mitigate and manage
risk.
Background, experience, and understanding of the areas of
Legal Background
law related to SWIFTÔs business, such as contract, Telecom, IT,
privacy, trademark, patent, etc.
Human Resources Experience Understanding of human resource considerations and issues
such as executive recruitment, succession planning, total
compensation, performance management and organizational
development.
Telecommunications Industry Telecommunications experience related to SWIFTÔs line of
Experience business and mandate, including an understanding of
emerging industry trends.
Experience and understanding of telecommunications
Technical Knowledge
technology including wireline and wireless technologies.
Marketing and Experience in marketing and communications.
Communications Experience
5
SWIFT Corporate Policy
Board of Directors Terms of Reference
PL-03-01
Author:Barry Field, Executive Director
Current Version: V2.2 FINAL
Board Approved Version: V2.1
Approving Resolution #: BM-02-2021-07
Board Approval Date: July 9, 2021
Annual Review Complete: May 13, 2022
Next Review: May 2023
Annual Review Approver: Executive Committee
Policy Control Log
Version # Revision Description Revision Date Approval Date
V1.0 Initial Release in Corporate Policy 09-Jun-17 8-Nov-19
Manual PL-07-18 V4 (Policy #18)
V2.0 New template, addition of Executive 20-Mar-20 3-Apr-20
Director, and few minor edits
V2.1 Annual Review 14-May-21 9-Jul-21
V2.2 Annual Review including minor 13-May-22 22-Jul-22
grammatical corrections, changing
strategic review from annual to
biennial, and removal of reference to
the Strategic Planning Policy of SWIFT.
PL-03-01 Board of Directors Terms of Reference Ï V2.2 FINAL 2
CONTENTS
1. PURPOSE ................................................................................................................................ 5
2. SCOPE ................................................................................................................................... 5
3. OBJECTIVE ............................................................................................................................ 5
4.GOVERNING STYLE...............................................................................................................5
5.LIMITATION OF MANAGEMENTÔS RESPONSIBILITIES AND AUTHORITY...............................5
6. COMPOSITION AND OPERATION ........................................................................................ 5
7. ROLES, RESPONSIBILITIES AND FUNCTIONS ......................................................................... 5
7.1. Strategic Planning ....................................................................................................... 6
7.2. Policies and Procedures ............................................................................................. 7
7.3. Risk Management ....................................................................................................... 7
7.4. Financial Reporting ..................................................................................................... 7
7.5. Compliance Management ....................................................................................... 7
7.6. Liquidity and Cash Flow Management .................................................................... 8
7.7. Information Technology and Cyber Security Management ................................. 8
7.8. Public Accountant Management ............................................................................ 8
7.9. Position Descriptions ................................................................................................... 8
7.10. Monitoring .................................................................................................................... 9
7.11. Reporting and Communication ................................................................................ 9
7.12. Board Evaluation ......................................................................................................... 9
7.13.Independence..........................................................................................................10
7.14. Conflict and Complaint Resolution ......................................................................... 10
7.15. Director Compensation ............................................................................................ 10
7.16. Annual Review of Terms of Reference ................................................................... 10
7.17. Appointment, Training and Monitoring of Senior Management ......................... 10
7.18. Meetings .................................................................................................................... 11
8. OVERSIGHT ESSENTIALS ...................................................................................................... 11
8.1. Orientation and Training .......................................................................................... 11
8.2. Continuing Education .............................................................................................. 11
PL-03-01 Board of Directors Terms of Reference Ï V2.2 FINAL 3
8.3. Access to Records .................................................................................................... 11
8.4. Committees ............................................................................................................... 11
8.5. Authority to Engage Outside Advisors .................................................................... 12
PL-03-01 Board of Directors Terms of Reference Ï V2.2 FINAL 4
1.PURPOSE
Southwestern Integrated Fibre Technology (ÑSWIFTÒ) shall adhere to the following Policy,
which will establish Terms of Reference for the Board of Directors (ÑBoardÒ).
2. SCOPE
The policy applies to the SWIFT Board of Directors.
3. OBJECTIVE
The Board is responsible for operating in accordance with the requirements of SWIFT By-
Law No. 1. This document captures additional requirements of the Board. In the event
of any conflict between this document and SWIFT By-Law No. 1, the terms of SWIFT By-
Law No. 1 shall prevail.
4. GOVERNING STYLE
The Board is directly accountable to the stakeholders and the public for the prudent
oversight of SWIFTÔs operations. The Board is to safeguard the mission and vision of SWIFT
and to establish SWIFTÔs long-term goals and direction. The Board defines SWIFTÔs values
and culture in which it expects the CEO/Executive Director to manage the day-to-day
operations. The Board will embody the behaviour necessary to govern with fairness and
to the highest ethical and moral standards.
5. LIMITATION OF MANAGEMENTÔS RESPONSIBILITIES AND AUTHORITY
The CEO/Executive Director is to be responsible for managing the day-to-day operations
of SWIFT. This includes the supervision of the management team and SWIFTÔs outside
consultants. The CEO/Executive Director is responsible for the implementation of SWIFTÔs
objectives and the resolutions of the Board as well as the appropriate and timely
feedback on the results of the CEO/Executive DirectorÔs efforts.
6. COMPOSITION AND OPERATION
Composition and operation of the Board shall follow the requirements of SWIFT By-Law
No. 1.
7. ROLES, RESPONSIBILITIES AND FUNCTIONS
Duties of Directors shall follow the requirements of SWIFT By-Law No. 1.
PL-03-01 Board of Directors Terms of Reference Ï V2.2 FINAL 5
The BoardÔs fundamental objectives are to enhance and preserve long-term stakeholder
value, to ensure SWIFT meets its obligations on an ongoing basis, and that SWIFT operates
in a reliable manner. In performing its functions, the Board shall also consider the
legitimate interests of other stakeholders of SWIFT. The stewardship of SWIFT involves the
BoardÔs participation in strategic planning, financial reporting, risk management and
mitigation, senior management determination, communication planning, and internal
control integrity.
The Board explicitly acknowledges responsibility for the stewardship of SWIFT, including
the following:
a) Satisfying itself as to the integrity of the CEO/Executive Director and other senior
management, as to create a culture of integrity.
b) Adoption of a strategic planning process and approving on at least a biennial
basis, a strategic plan which accounts for the opportunities and risks of SWIFT.
c) Ensuring management has adopted a process that is in line with the BoardÔs
expectations on budgeting and forecasting. This includes formally approving the
SWIFT budget and business plan on an annual basis, or more frequently if
modifications are required, in accordance with the Budgeting and Forecasting
Policy.
d) Identification of the principal risks of SWIFT and the implementation of appropriate
systems to mitigate these risks.
e) Succession planning including the appointment, training, and monitoring of senior
management.
f) Adopting appropriate reporting and communication processes for SWIFT.
g) Ensuring the integrity of SWIFTÔs internal control and management information
systems.
h) Developing SWIFTÔs approach to corporate governance.
7.1. Strategic Planning
The Board has oversight responsibility in reviewing and approving the mission of SWIFT as
well as its goals and objectives. In doing so, the Board shall consider the opportunities
and risks of the business. The Board is to review SWIFTÔs operating and financial
performance results relative to the established strategy, budgets and objectives on an
annual basis. The Board is also responsible for providing management with input on
emerging trends and issues on strategic plans, objectives and goals developed by
management.
PL-03-01 Board of Directors Terms of Reference Ï V2.2 FINAL 6
7.2.Policiesand Procedures
The Board is responsible for approving the corporate policies of SWIFT, and applicable
procedures where required, which are designed to ensure that SWIFT operates at all times
within the applicable laws and regulations and to the highest ethical and moral
standards.
The Board is also responsible for carrying out their duties in accordance with such policies
and for monitoring compliance with the significant policies and procedures.
The Board is responsible for adopting the written SWIFT Code of Conduct which is
applicable to all Directors, officers, and employees of SWIFT. All Directors are also
responsible for acknowledging their adherence to the applicable terms of the Code of
Conduct at least annually, or more frequently, as modifications occur.
7.3. Risk Management
The Board has the responsibility of understanding the principal risks of the business in
which SWIFT is engaged. The Board is to achieve an appropriate balance between risks
incurred and the potential return to stakeholders while confirming that there are systems
in place which effectively monitor and manage those risks with a view to the long-term
viability of SWIFT.
7.4. Financial Reporting
The Board must ensure management has a policy and process for the preparation of
financial reports and information internal use by management and directors, and
external reporting for use by external stakeholders. The Board must formally approve
externally reported financial information and ensure the appropriate reporting process is
being adhered to by SWIFT management. This includes ensuring that there is an
adequate system in place to maintain financial records.
7.5. Compliance Management
The Board has the responsibility of ensuring SWIFT management is effectively managing
any risks relating to compliance management. This is including, but not limited to,
regulatory compliance with regards to:
a) Procurement: The Board must ensure management maintains a policy and
process over the procurement of goods and services which is in line with any
regulatory requirements.
b) Privacy: The Board must ensure management maintains appropriate controls over
the gathering, use, disclosure, and management of any confidential information.
This includes ensuring the appropriate information systems are maintained.
PL-03-01 Board of Directors Terms of Reference Ï V2.2 FINAL 7
c) Anti-Fraud: The Board must ensure the appropriate processes and controls have
been developed that will aid in the detection and prevention of fraud,
misappropriation, and other irregularities, in order to protect SWIFTÔs reputation,
assets and information. The Board must ensure that management reports all
instances of known or suspected fraud to the Board and any relevant regulatory
bodies.
7.6. Liquidity and Cash Flow Management
The Board has the responsibility of ensuring SWIFT management is effectively managing
any liquidity and cash flow risks facing SWIFT, including oversight of SWIFTÔs borrowing
activities. This includes adopting cash management policies and processes that meet
the BoardÔs expectations, ensuring the appropriate information is received from
management to effectively monitor their processes and borrowing activities, and
ensuring the establishment of effective internal controls associated with cash flow
management.
7.7. Information Technology and Cyber Security Management
The Board must ensure SWIFT management enforces appropriate requirements for
protecting SWIFTÔs technology and information assets. These requirements must ensure:
a) SWIFT information systems are adequately protected from security threats
(unauthorized access, loss, corruption).
b) Information security measures are in line with regulatory and legal requirements.
c) Users (employees, service providers, and other authorized users of SWIFT systems)
understand their responsibilities to protect the confidentiality and integrity of data.
7.8. Public Accountant Management
The Members have the ability to appoint a public accountant at each annual meeting.
The appointment of a public accountant shall follow the requirements of SWIFT By-Law
No. 1.
If appointed, the Board must also determine and approve the remuneration of the public
accountant. A process must be in place to monitor the performance of the public
accountant against the intended duties. This must occur prior to each annual meeting,
at a minimum, or more frequently where required.
7.9. Position Descriptions
The Board is responsible for developing position descriptions for the Chairman of the
Board, the Chairman of each established Board committee and the CEO/Executive
Director.
PL-03-01 Board of Directors Terms of Reference Ï V2.2 FINAL 8
The Board is to develop and approve the corporate goals and objectives by which the
CEO/Executive Director is responsible for meeting as well as a description of the
responsibilities of the individual Directors. This includes the basic duties of a Director as
well as the expectation for attendance at Board meetings and advanced preparation
of meeting materials.
Position descriptions shall follow the requirements (duties and powers) of SWIFT By-Law
No. 1.
7.10. Monitoring
The Board has the responsibility of reviewing and approving SWIFTÔs financial statements
and overseeing SWIFTÔs compliance with applicable requirements. The Board is to verify
that SWIFT is, at all times, operating within applicable laws and regulations to the highest
ethical and moral standards. The Board is responsible for verifying that SWIFT has
implemented adequate internal control and management information systems to ensure
the effective discharge of its responsibilities.
The Board has the responsibility of adopting processes for the monitoring of the
CorporationsÔ progress towards its strategic and operational goals and to alter
managementÔs direction in response to changing circumstances which affect SWIFT. If
SWIFTÔs performance falls short of its goals, the Board is to take action. The Board shall
approve material transactions outside of SWIFTÔs ordinary course of business, and in
accordance with any approved Corporate Policies.
7.11. Reporting and Communication
The Board is to verify that SWIFT has policies and programs in place to enable SWIFT to
communicate effectively with its stakeholders and the general public. The Board shall
ensure that the financial performance of SWIFT is adequately reported to stakeholders
and regulators on a timely and regular basis.
7.12. Board Evaluation
The Board is responsible for ensuring that the Board, its committees, and each individual
Director are regularly assessed regarding their effectiveness and contribution. The Board
is to implement a process for assessing the Board and Board committees in consideration
of its mandates and the Directors in consideration of the competencies and skills the
Director is expected to maintain.
Regular Director terms of office and removal shall follow the requirements of SWIFT By-
Law No. 1.
PL-03-01 Board of Directors Terms of Reference Ï V2.2 FINAL 9
7.13.Independence
The Board is responsible for implementing appropriate structures and procedures to
permit the Board to function independently of management.
7.14. Conflict and Complaint Resolution
The Board shall review any complaints identifying that a Director has violated any of
SWIFTÔs policies, such as the written Code of Conduct. The Board shall also review any
disputes between Directors that interfere with the BoardÔs ability to carry out its duties and
responsibilities. The review of such complaints or disputes will include an opportunity for
the Directors involved to present their positions. Complaints may be referred to an
independent arbitrator if a resolution cannot be established internally. The
recommendations for resolution will be approved by the Board and the ruling of the
Board shall be final. If a Director refuses to abide by the ruling, the Board may take
disciplinary action as needed.
7.15. Director Compensation
The Board is to review the adequacy and form of compensation provided to the Directors
to ensure it adequately reflects the responsibilities and risks involved in being an effective
Director, including any policy on per diems.
7.16. Annual Review of Terms of Reference
The Board shall review and assess the adequacy of the terms of reference at least
annually. It should also perform a self-review on its adherence to these terms. This self-
review could assist in recommending improvements to information (frequency or
content) provided to the Board to meet the terms.
7.17. Appointment, Training and Monitoring of Senior Management
The Board shall appoint the CEO/Executive Director and all other senior management.
The Board is to develop position descriptions for such persons, approve their
compensation, and monitor the CEO/Executive DirectorÔs performance against a set of
mutually agreed corporate objectives directed at maximizing stakeholder value. The
Board may provide advice and counsel in the execution of the CEO/Executive DirectorÔs
duties as appropriate. The Board is to ensure that a process is established that adequately
provides for succession planning including the appointment, training and monitoring of
senior management and to establish limits surrounding the authority delegated to
management.
Position descriptions shall follow the requirements (duties and powers) of SWIFT By-Law
No. 1.
PL-03-01 Board of Directors Terms of Reference Ï V2.2 FINAL 10
7.18.Meetings
Meetings of the Board shall follow the requirements of SWIFT By-Law No. 1.
8. OVERSIGHT ESSENTIALS
8.1. Orientation and Training
An orientation and education program for newly appointed Directors of the Board will
be provided. The orientation program is to familiarize the new Directors with SWIFTÔs
activities, including the reporting structure, strategic plans, management, and significant
financial, accounting and risk issues, as well as compliance programs and policies. The
training will ensure that the Directors understand the individual contribution they are
expected to add to the Board, including the commitment of time and resources. Newly
appointed Directors of the Board are expected to attend orientation activities.
8.2. Continuing Education
Continuing education opportunities will be provided for all Directors to ensure that
individual Directors maintain and enhance their skills and abilities. Continuing education
shall ensure that the DirectorsÔ knowledge and understanding of SWIFTÔs business
environment and operations remains current to effectively carry out their duties.
8.3. Access to Records
The Board will be permitted access to all of the records and information of SWIFT that it
deems necessary to perform its duties.
8.4. Committees
As authorized by By-Law No. 1 the Board can establish committees to carry out its duties
through committees and to appoint directors to be members of these committees. The
Board assesses the matters to be delegated to committees of the Board and the
constitution of such committees annually or more frequently, as circumstances require.
From time to time the Board may create ad-hoc committees to examine specific issues
on behalf of the Board.
If a committee is formed, the Board shall elect a Chairman of the committee and
establish a committee mandate or terms of reference. The mandate or terms of
reference will specify the requirements for assessing, appointing, and monitoring its
members.
PL-03-01 Board of Directors Terms of Reference Ï V2.2 FINAL 11
The following are illustrative or commonly used committees that can be established to
assist the board:
d) Executive Committee
e) Audit and Risk Committee;
f) Corporate Governance Committee;
g) Finance Committee;
h) Human Capital & Compensation Committee;
i) Nominating Committee
8.5. Authority to Engage Outside Advisors
The Board has the authority to engage outside advisors as it deems necessary to carry
out its duties, including the identification and review of candidates to serve as Directors
or officers. SWIFT shall provide appropriate funding, as determined by the Board, for
payment of the compensation of any advisors engaged by the Board and the ordinary
administrative expenses of the Board necessary for the carrying out of duties.
PL-03-01 Board of Directors Terms of Reference Ï V2.2 FINAL 12
APPENDIX III
SCOR ΑBoard of Directors
November 25, 2022
Julie Gonyou
Elgin County
Dear Julie,
SCOR EDC and its Board of Directors respectfully request the names of Elgin CountyCouncil appointees
to the SCOR EDC Board of Directors for the upcoming term of Council.
As you know SCOR EDC is a not-for-profit corporation owned by the counties of Brant, Elgin,
Middlesex, Norfolk and Oxford. Each of the five counties appoints two representatives to sit on
the Board of Directors which serves the entire region.
The corporation focuses on larger regional issues that spur economic prosperityacross the five-county
region. Our areas of priority for larger regional issues are:
1. Infrastructure supporting economic development
2. Human Capital supporting economic development
3. Sector development with a focus on agriculture
The SCOR EDC Board of Directors are the driving force behind regional strategies and priorities.
Through collaboration and long-term commitment, we have established a positive reputation with
upper levels of government and other regional stakeholders. SCOR EDC is widely recognized as a
strong regional partnership with an action-oriented mandate. SCOR EDC has undertaken several
successful projects that further each of the priorities outlined in our strategy for the benefit of the
region.
We look forward continued economic success for our region and once again take the opportunity to
thank Elgin County Council and staff for their valued contribution and partnership.
Sincerely,
Alison Warwick
Chair
SCOR EDC
South Central Ontario Region Economic Development Corporation (SCOR EDC)
4 Elm Street, Tillsonburg, ON N4G 0C4, P: 519-842-6333
www.scorregion.com www.scorbusinessportal.com
South Central Ontario Region Economic Development Corporation (SCOR EDC)
4 Elm Street, Tillsonburg, ON N4G 0C4, P: 519-842-6333 F: 519-842-7123
www.scorregion.com www.scorbusinessportal.com
Hello Everyone;
Below is our SCOR EDC Board schedule for the 2023 year. The meetings are the last Thursday of the
month and start time is 9:00 am. The meetings will rotate to each County (see below) as we near the
date of the meetings actual address locations will be provided
Please save the dates in your calendars.
Date Location
January 26, 2023 SCOR EDC Offices
March 30, 2023 Brant
May 25, 2023 Elgin
July 27, 2023 Middlesex
September 28, 2023 Norfolk
November 30, 2023 Oxford
1
REPORT TO COUNTY COUNCIL
FROM: Julie Gonyou, Chief Administrative Officer
DATE: November 30, 2022
SUBJECT: Overtime and Lieu, On-Call / Standby and Call-
in, and HR Policy 2.10 Hours of Work / Alternative Work
Arrangement
RECOMMENDATIONS:
THAT the Overtime and Lieu, On-Call / Standby and Call-in, and HR Policy
2.10 Hours of Work / Alternative Work Arrangementfrom the Chief Administrative
Officer, dated November 30, 2022 be received and filed for information; and
THAT the Overtime and Lieu Policy be approved as presented for implementation
effective January 1, 2023; and
THAT the On-Call / Standby and Call-in Policy be approved as presented for
implementation effective January 1, 2023; and
THAT staff be directed to amend HR Policy 2.10 Hours of Work / Alternative Work
Arrangement Policy for presentation to Council at its meeting on January 10, 2023 and
direct the CAO to restrict participation in the program until Council has undertaken a
review of the Policy.
INTRODUCTION:
Resources Policies including:
1.) Overtime and Lieu Policy
2.) On-Call / Standby and Call-In Policy
This report also recommends that Council direct staff to prepare and present
amendments to HR Policy 2.10 Hours of Work / Alternative Work Arrangement Policy
(attached) at its meeting on January 10, 2023 and direct the CAO to
restrict participation in the program until Council has undertaken a review of the
proposed changes.
On-Call / Standby and Call-in Draft Policy:
-Call / Standby and Call-
contingency service demands beyond regularly scheduled hours, some employees may
2
be required to work on an On-call / Standby basis. Under the policy, eligible positions
will be approved by the Chief Administrative Officer and will be eligible for additional
compensation while on their rotation. Eligible positions will be assessed based on:
contingency for service demands; community safety; legislative requirements; and
technology requirements for business continuity. This policy only applies to non-union
employees who, by the nature of their roles, may be required to be On-call / Standby.
Compensation is detailed within the draft policy.
Overtime and Lieu Time Draft Policy:
for non-union employees who have been approved to work in excess of their regular
work week to support extenuating circumstances. This policy applies to non-union
employees. Under this policy, overtime must be pre-approved.
HR Policy 2.10 Hours of Work / Alternative Work Arrangement:
It is recommended that Council direct staff to amend Human Resources Policy No. 2.10
Hours of Work / Alternative Work Arrangement to ensure consideration
is given to the following:
Recognition that the primary function of the flexitime arrangements is to facilitate
minor variations to working time and not the creation of additional leave days.
Under this policy, employees may request approval to adjust their regular
working hours to help balance work with personal responsibilities and / or request
approval to work additional hours and bank up to a maximum of 35 hours of
accumulated time once per year to be used at a pre-approved time.
The need for management to consider flexible work requests from employees,
provided they are consistent with the policy objectives and principles, and will not
impact on service or program delivery.
The requirement for managers and Directors to pre-approve requests and
regularly monitor working patterns to ensure extra time supports service
demandsproblematic.
Where individuals are regularly working sufficient hours in excess of this to build
up the maximum allowable flexitime, it should be as a result of service
requirements rather than personal choice.
Any unused time is forfeited at the end of the year.
BACKGROUND AND DISCUSSION:
Council has a long-established commitment to providing high quality public services
supported by an engaged and effective workforce. Flexible working arrangements
allows our staff to enhance operational efficiency and effectiveness, support work-life
balance, and adapt to evolving service and workforce needs, while continuing to provide
a high-level of service to our community. Clear policies regarding the inter-related
issues of: approval to work overtime; overtime compensation; on-call / stand-by
3
procedures; and, alternative work arrangements enhance the ability of County
operations.
In 2001, County Council passed Human Resources Policy No. 2.10 Hours of Work /
Alternative Work Arrangement The AWA Policy was originally intended
to support employees who required flexible work hours outside of their regularly
scheduled shifts.
At this time, Elgin County does not have a formal non-union overtime policy.
Occasional overtime is generally administered
(attached
beyond 35 hrs/week. Its intention is to permit employees to shift their working hours
within a payroll cycle (when possible, or in a slightly longer time-frame if not possible) to
account for unique workload needs or personal circumstances.
Since its initial implementation, an informal practice has developed that additional hours
worked are generally used as paid time-off, in-lieu of an overtime pay-out.
It is very rare for the County to pay out overtime to non-Long-Term Care Homes staff.
Non-union staff generally rely on the AWA policy.
The AWA policy was not intended for the purpose of general overtime management
when it was implemented. provisions are being interpreted
overly broadly when being used for a purpose outside of the original intention. This
issu
Policy 2.10 Hours of Work / Alternative Work Arrangement Policy.
In 2022, the challenge posed by the unique nature of cyber incident
demonstrated the inadequacy of the AWA Policy to deal with overtime issues. During
that incident, there was a large volume of overtime accrued, centrally within the IT
department. This presented an operational challenge to deal with under the AWA
policy, which was not designed for this type of situation. This resulted in County Council
needing to deal directly with the overtime issue on a one-off basis in late Spring of 2022.
discretion of the Director/CAO to ensure the needs of the C
result, staff claims for hours, under the policy, are presumed to be correct and to be
taken as accumulated time off. Appropriate checks and balances are not currently in
place to verify claims for accumulated time off. Similarly, the typical pre-approval
controls for overtime are either non-existent or subject to interpretation, depending on
the level of responsibility of the applicable employee. This causes the existing policy to
be very difficult to manage.
The first step in resolving the issues of overtime, paid time off in lieu and the ability to
engage in alternative work arrangements is to implement policies that specifically cover
the areas of overtime authorization and compensation, as well as enacting procedures
4
for on-call / standby and call-ins, which often result in overtime pay or paid time-off in-
lieu of pay.
The proposed Overtime Policy establishes a framework that will govern the issue
overtime, removing the informal practice that has developed using the AWA Policy.
Should Council accept the recommendations presented by County staff, a revision to
the AWA policy will come forward at a future Council meeting to round out the
necessary changes to clarify the procedures and entitlements
intended purpose. This will ensure consistent application across all departments.
Finally, there is a need to recognize that there are some positions at the County that are
--7 operations. As a result, the On-Call /
Standby and Call-in Policy has been developed.
RELATED COUNTY POLICIES:
The draft policies intersect with the following:
HR Policy 2.170 Disconnecting from work
HR Policy 2.10 Hours of Work / Alternative Work Arrangement
HR Policy 2.106 Remote Work Program
HR Policy 6.10 Holiday Statutory / Non-Statutory (Full Time Staff)
HR Policy 6.20 Holiday Part-time and Contract Staff
HR Policy 6.30 Holidays on Non-Scheduled Working Days
HR Policy 6.40 Working on a Statutory Holiday
HR Policy 7.10 Vacation Year / Scheduling and Pay
HR Policy 7.20 Vacation Entitlement, Directors
HR Policy 7.30 Vacation Entitlement, Other Full-Time and Part-Time Staff
HR Policy 7.40 Temporary & Contract Staff Vacation Credits Expenses
HR Policy 7.50 Paid Holiday During Vacation
HR Policy 7.60 Vacation Entitlement, Contract Employees
FINANCIAL IMPLICATIONS:
There will be financial implications associated with the On-Call / Standby and Call-in
Policy which will be presented to Council by impacted departments
budget deliberations.
ALIGNMENT WITH STRATEGIC PRIORITIES:
5
Serving ElginGrowing ElginInvesting in Elgin
Ensuring alignment of Planning for and Ensuring we have the
current programs and facilitating commercial, necessary tools,
services with community industrial, residential, resources, and
need. and agricultural growth. infrastructure to deliver
programs and services
now and in the future.
Exploring different Fostering a healthy
ways of addressing environment.
Delivering mandated
community need.
programs and services
Enhancing quality of
efficiently and
Engaging with our
place.
effectively.
community and other
stakeholders.
LOCAL MUNICIPAL PARTNER IMPACT:
None.
COMMUNICATION REQUIREMENTS:
Notice of changes to Corporate policies must be provided to staff. Communication
materials will be prepared for staff and issued following the Council meeting. Notice will
include a detailed summary of any new or amended policies, applicability and an
indication of proposed changes to the AWA Policy.
CONCLUSION:
These policies support staff with flexible work arrangements,
desire for flexibility and acknowledges that some
positions are required to work on an on-call / standby basis.
All of which is Respectfully Submitted
Julie Gonyou
Chief Administrative Officer
/ƚǒƓƷǤ ƚŅ 9ƌŭźƓ
tƚƌźĭǤ ağƓǒğƌ
_________________________________________________________________
Subject: Overtime and Lieu Time
Policy Number: To be determined
Date Approved: To be determined
Date Last Revision: \[not applicable\]
Code: To be determined
Section: To be determined
_________________________________________________________________________
_____
1.0 Purpose
The purpose of this policy is to define overtime compensation for non-union employees who
have been approved to work in excess of their regular work week to support extenuating
circumstances.
2.0 Scope
This policy applies to all non-union employees of the Corporation of the County of Elgin
whether employed in a permanent, temporary, or contract capacity, including full-time, part-
time, casual call-in, students, seasonal, temporary, and government sponsored programs.
3.0 Definitions
For the purpose of this policy, the following definitions apply.
is monetary pay, Lieu Time or a combination of both for approved
Overtime worked.
is work that is pre-approved and completed
normal hours of work and may be attributed to:
the completion of time sensitive projects,
work load issues/demands,
complexity of issue requiring specific expertise,
operational issues that wait until the next business day, and/or
during an emergency as declared under the Emergency Management and Civil
Protections Act (e.g. pandemic, flooding, etc.).
/ƚǒƓƷǤ ƚŅ 9ƌŭźƓ
tƚƌźĭǤ ağƓǒğƌ
_________________________________________________________________
means Overtime hours that have not yet been compensated.
, or financial year, refers to the completion of a one-year or twelve (12) month
accounting period and is used for budget purposes. The Fiscal Year for the Corporation of
stst
the County of Elgin is January 1 through to December 31.
stst
-is an interval of time between January 1 and December 31.
is an Overtime compensation method whereby the employee is entitled to time
away from work, rather than monetary payment when work completed is pre-approved by
Manager or supervisor.
is additional hours worked in excess of a Regular Work Week of thirty-five (35)
hours.
is all hours for which an employee receives compensation. This includes
vacation, sick time and Lieu Time.
is the normal days of the week an employee is scheduled to work and
may in include Saturday, Sunday and evenings at some work sites. The days that make up
the Regular Work Week will be established departmentally based the nature of work and
business requirements.
is an established work period during a day.
(regular hourly rate of pay) is a compensation rate for Overtime hours
worked in excess of the Regular Work Week.
is all hours for which an employee does not receive Compensation. This
includes unpaid leaves of absences or unpaid sick time when a full-time employee has
exhausted their sick time bank.
Procedures
1.0 Overtime shall be kept to a minimum and should not form part of the Regular Work
Week. Where, when and how Overtime is completed is up to the discretion and
approval of the immediate Manager. Overtime and Lieu Time will be
authorized in advance, logged and distributed as fairly as possible among those
employees regularly performing the work. Such a request shall take into
consideration any prior personal commitments.
/ƚǒƓƷǤ ƚŅ 9ƌŭźƓ
tƚƌźĭǤ ağƓǒğƌ
_________________________________________________________________
2.0 For the purpose of calculating entitlement to Overtime Compensation, all Paid Time
(e.g. approved vacation) is included in the hours of work. Unpaid Time is
excluded.
3.0 Employees who know in advance that they will be required to work outside their
Regularly Scheduled Shift are required to flex their day when possible to avoid the
accrual of Overtime and or adjust their weekly schedule within the same pay period,
when possible
4.0 Overtime payouts must be managed within existing departmental budgets. If there is
an expectation that this cannot be achieved consultation with the Chief Administrative
Officer (CAO) is required in advance of a payout.
5.0 All employees must accurately track all Overtime worked per Full-year Cycle in order
to be eligible for Overtime compensation.
Employees in Levels 3-8 (Non-Union Salary Grid)
6.0 For the purpose of starting or commencing overtime compensation, the period will
start on the first day of the Regular Work Week.
Overtime shall accrue on the following basis:
a) Overtime hours worked in excess of the Regular Work Week of thirty-five (35)
hours shall be accrued as Straight Time unless authorized time worked is on a
holiday or after midnight.
b) Overtime hours worked in excess of forty-four (44) hours a week shall be
accrued at one and one half (1.5) times the regular rate of pay unless authorized
time worked is on a holiday or after midnight.
c) Travel time to and from training sessions, seminars, or conferences outside of a
Regularly Scheduled Shift does not qualify for Overtime with the following
exceptions:
i. If an employee is the trainer or delivering a service, travel hours will be
accrued at Straight Time.
ii. If an employee is productively working while in transit, travel hours will be
accrued at Straight Time.
/ƚǒƓƷǤ ƚŅ 9ƌŭźƓ
tƚƌźĭǤ ağƓǒğƌ
_________________________________________________________________
iii. Where travel results in extenuating circumstances, exceptions may be
made by the CAO, having regard to all the circumstances...
d) Attending training, seminar, and conference events (e.g. breakfasts, dinners,
networking socials, etc.) outside of a Regularly Scheduled Shift does not qualify
for Overtime.
e) An employee who elects to work through paid or unpaid break periods will not
be allowed to accumulate such time as Overtime/Lieu Time. All employees are
directed to take all paid or unpaid break periods.
f) An employee will not be compensated for Overtime/Lieu-time worked that is less
than fifteen (15) minutes in any one day with the exception of call-ins as outlined
in Procedures 7.0 and 8.0.
g) Lieu Time hours will not normally be carried over from one year to the next.
When an employee takes approved, paid time off from work, the paid time off
will firstly draw from Lieu Time hours prior to being drawn from an
vacation bank. When the Lieu Time bank is depleted, then paid time off will be
drawn from vacation bank and/or another time bank that may be permitted by
Elgin County policy. All Hours Banked, if unused, shall be paid to the employee
on the last pay period of the calendar year, except when:
i. a plan is approved by the Manager, Lieu Time may be carried over and
used by the end of the next Full-year Cycle.
Overtime for Call-ins
7.0 This section 7.0 is to be read in conjunction with the On-Call / Standby and Call-In
policy. When an employee is physically called into work, except those positions
deemed ineligible for call-out pay per the On-call / Standby and Call-In policy, by their
Manager, or designate for Overtime hours outside of their Regularly Scheduled Shift,
they shall be compensated with a minimum of three (3.0) hours of pay, or actual time
worked, whichever is greater, at the applicable Overtime rate if entitled, with the
following exceptions:
a) There shall be no minimum payment of three (3.0) hours of pay for Overtime
worked as an extension of an Regularly Scheduled Shift.
b) There shall be no minimum payment of three (3.0) hours of pay for Overtime
worked one (1.0) hour or less before an Regularly Scheduled Shift.
/ƚǒƓƷǤ ƚŅ 9ƌŭźƓ
tƚƌźĭǤ ağƓǒğƌ
_________________________________________________________________
8.0 When an employee is called by their Manager and is able to resolve an issue
remotely (e.g. from their home, by phone, electronically) shall be compensated with a
minimum of one (1.0) hour of pay, or actual time worked, whichever is greater, at the
applicable Overtime rate if entitled.
Overtime Worked on Statutory and Non-statutory Holidays
9.0 Permanent Full-time Employees All authorized hours worked on a statutory holiday
shall be accrued at one and one halftimes the regular rate of pay. Work on non-
statutory holidays shall be paid at Straight-Time.
10.0 Contract or Other Employees Compensated off the Full-time Salary Grid All
authorized hours worked on a statutory holiday shall be accrued at two (2) times the
regular rate of pay and Straight Time if required to work on a non-statutory holiday.
11.0 All Other Employees (part-time, students, casual call-in, seasonal, temporary, etc.)
All authorized hours worked on a statutory holiday shall be paid one and one-half
(1.5) times the base rate for the hours worked and Straight Time if required to work
on a non-statutory holiday.
Overtime Worked After Midnight
12.0 All Employees
All authorized Overtime hours worked between the hours of 00:00 and 06:00 shall be
accrued at two (2) times the regular rate of pay to the start of the regular
shift except when:
a) an employee chooses, with their approval, to arrive at work prior to
their regular scheduled start time (e.g. catch up on paperwork) time worked
shall be accrued at straight time unless the employee has already worked forty-
four (44) hours at which time the employee would be would be paid one and one
half (1.5) times the regular rate of pay.
Employees in Level 9 and above (Non-Union Salary Grid)
13.0 Where an employee in Level 9 and above (Non-Union Salary Grid) works pre-
approved Overtime, they shall accrue an Overtime Bank on a Straight-Time (i.e. hour-
for-hour) basis up to a maximum of one (1) week, being thirty-five (35) hours. This is
to reflect and acknowledge that the positions in Level 9 and above are required, at
times, by the nature of their positions and management responsibilities to work extra
hours.
/ƚǒƓƷǤ ƚŅ 9ƌŭźƓ
tƚƌźĭǤ ağƓǒğƌ
_________________________________________________________________
Employees who commence employment part way through the year will have their
maximum of one (1) week Lieu Time prorated based on their actual start date.
Entitlement to additional Compensation for Excessive Overtime worked may be
approved by the CAO in consultation with the General Manager, Engineering,
Planning & Enterprise / Deputy CAO.
Employees who have worked Excessive Overtime may be entitled to additional
Compensation as approved by the CAO. Employees must demonstrate they were
directed or approved to work Overtime in excess of 200 hours per Full-year Cycle
before additional Compensation in addition to the one (1) week Lieu Time is
considered.
Overtime will be corporately reviewed in June and November of each year for
determination of additional Compensation:
a) Employees approved for additional Compensation through a combination of Lieu
and/or Paid Time may be entitled to up to a maximum of three (3) weeks. This
formula will be applied when calculating entitlement:
Total Overtime subtract 200 hours divided by 2 divided by 35 = additional
weeks of Compensation
o Example 458 hours 200 hours = 258 divided by 2 = 129 divided by 35
= 3.7 weeks
In the example above the Employee may be entitled to up to an additional three
(3) weeks of Compensation which is the maximum allowed.
b) Employees approved for additional Compensation must use Lieu Time within
the first six (6) months of the year following the one in which it was worked and
approved. Such lieu time will be available without an impact to vacation bank
policy limits as outlined in the Vacation Entitlement Policy 7.20 and 7.30.
However, when an employee takes approved, paid time off from work, the paid
time off will firstly draw from Lieu Time hours prior to being drawn from an
vacation bank. When the Lieu Time bank is depleted, then paid time
off will be drawn from vacation bank and/or another time bank that may be
permitted by Elgin County policy.
c) Final entitlement to Overtime payouts will be assessed annually in the month of
November and if approved must be processed/paid out within the current Fiscal
Year in which time was worked and in compliance with Procedure 4.0. However,
if the maximum of three weeks entitlement as described in 13.0 a) has been
/ƚǒƓƷǤ ƚŅ 9ƌŭźƓ
tƚƌźĭǤ ağƓǒğƌ
_________________________________________________________________
achieved during the course of the Fiscal Year a review of payout will be
considered at the time.
Overtime Employees in Grades 9 and Above (Non-Union Salary Grid)
14.0 Employees in Grades 9 and above are not eligible for Overtime or premium pay if
required to work overtime, per the Employment Standards Act, 2000.
Exemptions
15.0 Summer students are exempt from Overtime compensation, per the Employment
Standards Act, 2000.
Intersecting Corporate Policies
16.0 Intersecting policy language exists between Statutory Holidays 6.10, 6.20, 6.30 and
6.40, the Vacation Policies 7.10-7.60, and the On-call / Standby and Call-In policy. An
employee may be entitled to other provisions under the guidelines of these policies.
Please review these policies in conjunction with this one.
/ƚǒƓƷǤ ƚŅ 9ƌŭźƓ
tƚƌźĭǤ ağƓǒğƌ
_________________________________________________________________
AODA Employment Standards Regulation
Commitment statement:
In accordance with the Ontario Human Rights Code and Accessibility of Ontarians with
Disabilities Act (AODA), the Corporation of the County of Elgin is an equal opportunity
employer committed to providing:
A diverse workplace
Fair and accessible employment practices
Individualized accommodations to support employees with disabilities
An inclusive and accessible environment for all persons
The County of Elgin values the unique abilities each employee brings to the workplace and
is committed to providing an environment that attracts and retains talented individuals. We
strive to deliver a seamless, consistent, and rewarding employment experience.
Privacy and Confidentiality
The County of Elgin will maintain the personal information collected in confidence to the
degree possible and subject to any disclosure requirements by law and the principles of
procedural fairness.
The information collected for the purpose of this policy is done under the authority of the
Municipal Freedom of Information Protection of Privacy Act (MFIPPA) and the Personal
Information Protection and Electronic Documents Act (PIPEDA) and will be used exclusively
by the Corporation of the County of Elgin.
/ƚǒƓƷǤ ƚŅ 9ƌŭźƓ
tƚƌźĭǤ ağƓǒğƌ
_________________________________________________________________
Subject: On-Call / Standby and Call-in
Policy Number: To be determined
Date Approved: To be determined
Date Last Revision: \[not applicable\]
Code: To be determined
Section: To be determined
_________________________________________________________________________
_____
1.0 Purpose
The purpose of this policy is to recognize that due to contingency service demands beyond
regularly scheduled hours, some employees may be required to work on an On-call /
Standby basis.
Positions identified by departmental Directors, and approved by the Chief Administrative
Officer, as part of an On-call / Standby Roster will be eligible for additional compensation
while on their rotation.
The following criteria are considered when determining positions required to be On-call /
Standby:
Contingency for Service Demands
Community Safety
Legislative Requirements
Technology Requirements for Business Continuity
2.0 Scope
This policy applies to non-union employees who by the nature of their roles may be required
to be On-call / Standby. Only one employee in any singular position or identified grouping
will be On-call / Standby during a Weekly Rotation, as approved by the Chief Administrative
Officer.
/ƚǒƓƷǤ ƚŅ 9ƌŭźƓ
tƚƌźĭǤ ağƓǒğƌ
_________________________________________________________________
3.0 Definitions
For the purpose of this policy, the following definitions apply.
Call In is when an unusual/emergency situation requires an employee On-call / Standby
to respond by going to a work site location and/or by triaging a situation remotely by phone
or other technological means.
Contingency for Service Demandspositions that are required to be available to ensure
the services provided to the community are maintained at an acceptable level. There may
also be circumstances where the level of requirement for On-call / Standby coverage is
heighted based on community needs. (e.g. special community events)
Community Safetypositions where the primary responsibility is to respond to a matter
that is urgent in nature due to the impact of community safety.
Legislative Requirementspositions that are required to be available 24/7 to ensure the
protection of those they serve is maintained at all times as legislated through various Acts.
(e.g. Fixing Long-Term Care Act, Health Protection and Promotion Act, Safe Drinking Water
Act)
On-call / Standbyis a specific, rostered commitment from an employee to remain
continuously and immediately available for work outside normal office hours.
On-call / Standby Compensationis pay that an employee receives when rostered to On-
call / Standby status.
On-call / Standby Rosteris a rotation of employees, usually within a department or with
the similar position classification or skill-set, who take turns being available On-call /
Standby when there is a need identified to have employees available after hours or on
weekends/holidays.
Requirements for Business Continuitypositions where the primary
responsibility is to maintain technological services that are required for 24/7 operations
and/or after hour requirements.
Weekly Rotationis a consecutive seven (7) day period of time when an employee on the
approved On-call / Standby Roster is required to be on-call. Departments will have flexibility
in establishing a consistent day of the week and time of day when the Weekly Rotation
commences based on operational needs.
Procedures
/ƚǒƓƷǤ ƚŅ 9ƌŭźƓ
tƚƌźĭǤ ağƓǒğƌ
_________________________________________________________________
Employees in Levels 3-8 (Non-Union Salary Grid)
1.0 Employees who are On-call / Standby must adhere to the following:
Be accessible by phone immediately and remain within a one (1) hour
response time to the County Administration Building. This will ensure a one
point five (1.5) hour response time to principal municipal worksite locations;
Not engage in any activity that may impair their judgement or prohibit their
ability to respond to a potential Call-out;
Have access to a municipal device (e.g. cell phone) at all times during their
on-call rotation;
Log all on-site visits made including time spent, travel time, mileage (if
applicable) and issue type; and
Issues resolved by phone will be logged by issue type, time call was made
and the duration of call.
2.0 Employees who are designated for On-call / Standby and unable to perform their
duties are to attempt to find a replacement from the approved On-call / Standby
Roster for their division and advise their Manager as soon as possible. On-call
compensation will be prorated for the employee not able to fulfill their on-call shift and
their replacement will be compensated for the applicable time.
3.0 Employees designated as part of an On-call / Standby Roster will be compensated as
follows:
$200 pay per week while on On-call / Standby
when a recognized statutory or non-statutory holiday occurs during an
On-call / Standby period, they shall be paid an additional fifty ($50)
dollars for each holiday within that period.
4.0 Employees who are On-call / Standby and are called into work (physically to the
worksite or working remotely) to resolve an issue shall be compensated as follows:
minimum of three (3.0) hours of pay, or actual time worked, at the applicable
overtime rate, if entitled;
travel time to and from a non-worksite location to a worksite location to a
maximum of thirty (30) minutes each way will be included in time
compensated;
additional or successive Call-outs commencing and concluding within the
minimum three (3.0) hour period shall be regarded as part of the original Call-
out.
/ƚǒƓƷǤ ƚŅ 9ƌŭźƓ
tƚƌźĭǤ ağƓǒğƌ
_________________________________________________________________
Note: Call ins should only occur when the issue logged is essential to the
services being provided (e.g. 24/7 operations) and/or unable to wait until the
next business day, as approved by Manager.
Employees in Level 9 and above (Non-Union Salary Grid)
5.0 Employees who are designated as part of an On-call / Standby Roster within their
divisions must follow Procedures 1.0 and 2.0 of this policy.
6.0 Employees designated as part of an On-call / Standby roster will be compensated as
follows:
$300 pay per week while On-call / Standby
when a recognized statutory or non-statutory holiday occurs during an
On-call / Standby period, they shall be paid an additional fifty ($50)
dollars.
7.0 Employees in grades 9 and above will not be eligible for Call in pay.
Re-evaluation and Annual Review of Rostered Positions
8.0 Rostered positions that are re-evaluated through the Job Evaluation Process will be
re-assessed by the Executive Leadership Team (ELT) to determine whether they
continue to be eligible to remain on the On-call / Standby Roster.
9.0 Rostered positions will be subject to review annually by ELT to determine whether the
position should remain on the On-call / Standby Roster. If any of a
conditions warrant the discontinuance of eligibility, incumbents will receive written
notice from the CAO in advance of any changes implemented.
/ƚǒƓƷǤ ƚŅ 9ƌŭźƓ
tƚƌźĭǤ ağƓǒğƌ
_________________________________________________________________
Extenuating Circumstances
10.0 In the event that a Declared Emergency is in effect or other extenuating/pressing
circumstances that require additional positions to temporarily be On-call / Standby,
the ELT will review the request(s) for determination of approval.
11.0 Compensation for temporary On-call/Standby will be applied as described in sections
3, 4, 6 and 7 of this policy. When the requirement to be On-call/Standby is removed,
positions temporarily added to the On-call / Standby Roster will be removed and no
additional compensation provided.
12.0 In circumstances when there is an immediate need for an additional position(s) to
temporarily be On-call / Standby, the Chief Administrative Officer will have the
authority to approve this request.
Intersecting Corporate Policies
13.0 Intersecting policy language exists between Statutory Holidays 6.10, 6.20, 6.30 and
6.40, the Vacation Policies 7.10-7.60, and this On-call / Standby and Call-In policy.
An employee may be entitled to other provisions under the guidelines of these
policies. Please review these policies in conjunction with this one.
AODA Employment Standards Regulation
Commitment statement:
In accordance with the Ontario Human Rights Code and Accessibility of Ontarians with
Disabilities Act (AODA), the Corporation of the County of Elgin is an equal opportunity
employer committed to providing:
A diverse workplace
Fair and accessible employment practices
Individualized accommodations to support employees with disabilities
An inclusive and accessible environment for all persons
The County of Elgin values the unique abilities each employee brings to the workplace and
is committed to providing an environment that attracts and retains talented individuals. We
strive to deliver a seamless, consistent, and rewarding employment experience.
Privacy and Confidentiality
/ƚǒƓƷǤ ƚŅ 9ƌŭźƓ
tƚƌźĭǤ ağƓǒğƌ
_________________________________________________________________
The County of Elgin will maintain the personal information collected in confidence to the
degree possible and subject to any disclosure requirements by law and the principles of
procedural fairness.
The information collected for the purpose of this policy is done under the authority of the
Municipal Freedom of Information Protection of Privacy Act (MFIPPA) and the Personal
Information Protection and Electronic Documents Act (PIPEDA) and will be used exclusively
by the Corporation of the County of Elgin.
County of Elgin
Human Resources Policy
Subject: Hours of Work/Alternative Work
Arrangement Policy Number: 2.10
Date Approved: February 13, 2001
Date Last Revision: December
15, 2005 Code: NU/FT
Section: 2
Purpose
In recognition of the growing need of many employees to balance work, family and
personal responsibilities, the County of Elgin endorses and supports the concept of
alternative work arrangements These flexible work options offer a variation on the
traditional five-day week of seven hours per day. are based on voluntary employee
participation.
The balance between employee needs and the needs of the organisation are often
difficult. Maintaining service delivery standards and ensuring operational feasibility
must always be considered and never compromised.
Application
This policy applies to all non-union employees for the County of Elgin. There are three
nd
plans outlined below, one for the Directors/CAO, one for the 2 In-Commands, and one
for the Regular Non-union group, which reflects the responsibility and expectations for
these positions.
Benefits
The proper use of flexible hours should result in mutual benefits to the County,
employees and clients. Success of the arrangement will be measured by the extent to
which it results in better service to clients/members of the public, and a healthier work
climate. Managers and employees should take this goal into consideration before
entering into an AWA agreement.
County of Elgin
Human Resources Policy
The three plans are outlined below:
1. Directors/CAO: True Flex-time
- Determine their start and finish times.
- Additional time worked each day can be used to take one full day off per week,
or part there of, as long as 70 hours are worked by the end of each pay-period.
- This plan is based on the honour system and the discretion of the
Director/CAO to ensure the needs of the corporation are met.
- The Warden has the right to adjust the flex-time.
- The CAO has the right to alter the Director's flex-time.
- Electronic timesheets will be used & the Director of Human Resources or
designate will have access to the same.
Overtime:
- Accumulated time off must be used in the current year that it was earned, with
the exception of time earned in December, which can be utilised in January of
the following year.
- Accumulated time off will not be paid out under any circumstances.
nd
2. 2 In-Commands and others as designated by the
Director/CAO*: True Flex with Core Hours
- Determine their start and finish times from the work schedule indicated in the policy.
- The core hours of 9:30 11:30 and 1:30 3:30 must be filled.
- Additional time worked each day can be used to take one full day off per pay-
period, in consultation with their Director/CAO, as long as 70 hours are worked
by the end of each pay-period.
- The Director/CAO has the right to change schedules, reduce the number of
choices below, and reduce time-off to ensure the needs of the department and
County are met.
- Electronic timesheets will be used & the Director of Human Resources or
designate will have access to the same.
Overtime:
- Accumulated time off must be used in the current year that it was earned, with
the exception of time earned in December, which can be utilised in January of
the following year.
- Accumulated time off will not be paid out under any circumstances.
County of Elgin
Human Resources Policy
EMPLOYEE Staggered Work Total Hours
Choice Hours Per Day
A 8:00 am to 4:00 pm 7
B 8:30 am to 4:30 pm 7
C 9:00 am to 5:00 pm 7
Note: At the discretion of the department head, employees may be permitted to utilise
true flex with core hours, depending upon the requirements of the department
and the needs of the corporation.
3. Regular Non-Union Employees: Staggered Work Hours
- Choose a work schedule from the list below.
- Additional time worked each day is accumulated to allow one day off every
other pay- period. This time must be taken within the current two pay-period
cycle.
- The Director/CAO has the right to change schedules, reduce the number of
choices below, and reduce time-off to ensure the needs of the department and
County are met.
- Electronic timesheets will be used & the Director of Human Resources or
designate will have access to the same.
- Road employees will be exempt during the construction season, which will be
clearly defined.
Overtime:
To qualify under this section, all overtime hours worked must be properly
documented and authorized. Staff, other than those noted above, who normally work
35 hours per week will receive compensation for overtime hours worked as follows:
- Hours worked exceeding 35 hours per week, calculate at time for time
EMPLOYEE Staggered Work Total Hours
Choice Hours Per Day
A 8:00 am to 4:00 pm 7
B 8:30 am to 4:30 pm 7
C 9:00 am to 5:00 pm 7
Note: Employees have the option to work an additional (1) one hour each day, to a
maximum of 7 hours accumulated during two pay-periods, to be eligible for one
day off with pay.
County of Elgin
Human Resources Policy
Procedure
1. Application - Employees must complete an AWA Participation
Agreement form, Schedule (attached), including a proposed bi-weekly
schedule.
2. Duration - All AWA agreements are for a defined period of time, subject to
renewal no later than December 31st of each year, after evaluation by the
employee, Manager and Director/CAO.
3. Scheduling - To facilitate department scheduling and maintain full coverage, each
stant, including pre-determined scheduled
days
within the department will be considered when creating the AWA schedule.
4. Approval Process - Prior to approval, Managers must review proposals
thoroughly, ensuring the efficiency of each work unit and considering
operational and service requirements. Participation will be approved based on
whether service requirements can be met, subject to modifications, where
necessary.
When a scheduling conflict occurs, each department will be responsible for
developing a schedule that ensures fairness to all those participating and meets
operational requirements. Each AWA agreement must be modified to reflect
these changes prior to approval.
Prior to implementation, the AWA Participation Agreement must be signed by
the employee, Manager and Director/CAO and reviewed by Human
Resources to ensure compliance with this policy.
5. Renewal of Existing AWA Agreements - All existing AWA agreements in each
work unit will terminate on December 31st of each year and will be reviewed
collectively prior to renewal to ensure fairness for all those participating and to
maintain full service.
Employees wishing to continue their existing AWA agreements on January 1st,
must re- submit proposals no later than December 1st of each year.
6. AWA Changes Employees have the opportunity to submit two schedules per
year that would change the hours worked on the:
st
1 day of
st
summer 1 day
of winter
County of Elgin
Human Resources Policy
7. Agreement Changes - Employees reverting back to their regular schedule
should give 60 days notice to their supervisor.
8. Monitoring - Human Resources will be responsible for maintaining ongoing
monitoring of the program, as well as providing general information and
assistance to participating departments.
9. Failure to Comply - Failure to comply with specified conditions may result in
suspension or discontinuance of the AWA.
10. Suspension of AWA - Any and/or all may be discontinued, altered or
temporarily suspended by management for the following reasons:
a) operational/productivity/performance concerns
b) vacation/statutory holiday periods
c) staff training/conferences
d) illnesses/bereavement leave or other absences
e) emergency circumstances
f) transfer/promotion to or from a new work unit/team
AWA Regulations
1. Disclaimer - The AWA Plan is a privilege for all non-union employees subject to
management's discretion for the staffing needs of their department. While every
effort will be taken to accommodate the AWA Policy for employees, the needs of the
corporation must be met.
2. Attendance Records - Employees must complete the electronic timesheet daily,
accurately and adhere to the established work schedule. The electronic timesheet
should reflect actual hours worked and AWA time taken in accordance with the
agreement.
3. Breaks and Lunch Periods - Breaks are a safety and service requirement.
Participants shall not accumulate breaks towards hours worked. The lunch period
shall not be reduced to less than thirty minutes.
4. Personal Appointments These appointments should be scheduled for the
regular time off. On occasions where this is not possible appointments
requiring less than ½ day, time can be made up throughout that pay-period. Where
more than ½ day is required, this time must be used as a vacation day or a LOA
day. Time for personal appointments are subject to department head/designate
approval.
County of Elgin
Human Resources Policy
5. Vacation - Vacation accrual for employees participating in staggered work hours
will be calculated based on the hours of 7 per day and 35 per week, in
accordance with the applicable vacation schedule.
6. Sick Leave - Sick leave accrual for employees participating in staggered work
hours will be calculated based on the hours of 7 per day and 35 per week.
7. Statutory Holidays - As statutory holidays are a non-earned credit, statutory
holidays will be paid based on working hours of 7 per day.
For statutory holidays which fall on work days when an employee is scheduled to
work more than 7 hours, the employee may adjust the remaining hours in the week
or use accumulated vacation, overtime or floating holiday hours to make up the
difference, subject to supervisory approval. If this is not possible, the employee may
revert to his/her schedule for that cycle.
8. Bereavement Leave - As bereavement leave is a non-earned credit, all full-time
employees will be entitled to bereavement leave provisions, as per the applicable
policy, based on urs of 7 per day.
When bereavement leave is taken on a work day for which an employee is
scheduled to work more than 7 hours, the employee may adjust the remaining hours
in the week or use accumulated vacation, overtime or floating holiday hours to make
up the difference, subject to supervisory approval. If this is not possible, the employee
may revert to their schedule for that cycle.
9. Jury Duty/Court Attendance Days off for Jury Duty will be based on
working hours of 7 per day.
When Jury Duty/Court Attendance is taken on a work day for which an employee is
scheduled to work more than 7 hours, the employee may adjust the remaining
hours in the week or use accumulated vacation, overtime or floating holiday hours
to make up the difference, subject to supervisory approval. If this is not possible, the
employee may revert
10. Overtime If an employee is required to work the AWA scheduled day off,
due to unforeseen circumstances, additional time off will be credited to the
next pay-period.
11. Training/Conferences - Employees attending outside training courses and
conferences will be paid based on the work hours of 7 per day.
County of Elgin
Human Resources Policy
For outside training/conferences, which fall on a workday for which an employee is
scheduled to work more than 7 hours, the employee may adjust the remaining
hours in the week or use accumulated vacation, overtime or floating holiday hours
to make up the difference, subject to supervisory approval. If this is not possible, the
employee may revert
If the outside training/conference falls on a scheduled day off, the employee
may take another day off in lieu within the same pay period, which is mutually
convenient to the employee and immediate supervisor.
When travel time to and from training and conferences is outside the regular work
day and the distance is greater than fifty (50) kilometers an employee may
accumulate one (1) hour for each one hundred (100) kilometers traveled in
accordance with the convention mileage in Policy 10.60.
County of Elgin
Human Resources Policy
Schedule
of Elgin
Hours of Work/Alternative Work
Arrangement Participation Agreement
Department: Manager Name:
Employee: Employee Number:
Position: Plan: 1. Directors/CAO
nd
2. 2 In-Command
Submission date: / /
3. Regular Employee
( DD MM YY)
In accordance with the AWA Policy, I am submitting the following proposal for
review and approval.
The AWA arrangement will commence on / / and will continue until
/ / .
(DD MM YY) (DD MM YY)
NOTE: All AWA Participation Agreements must terminate on or before December
st
31 of each year.
Note: Each employee can only choose 1 plan, either PLAN
A, B, or C. The following is my proposed plan:
PLAN Start Finish Total Hours
Day Day Worked
PLAN A 8:00 4:00 7.0
PLAN B 8:30 4:30 7.0
PLAN C 9:00 5:00 7.0
County of Elgin
Human Resources Policy
The table below is for employees in Plan 2 & 3 of the policy that want to work additional
time on certain days to accumulate 7 hours in the pay period cycle indicated in their
Plan. Please fill out below the days you would like to work additional time on a regularly
scheduled basis.
Actual Schedule:
Monday Tuesday Wednesday Thursday Friday
Total Hours Worked
Per Week | total
Week 1
½ hour 1 hour ½ hour 1 hour ½ hour 1 hour ½ hour 1 hour ½ hour 1 hour
Week 2
½ hour 1 hour ½ hour 1 hour ½ hour 1 hour ½ hour 1 hour ½ hour 1 hour
Week 3
½ hour 1 hour ½ hour 1 hour ½ hour 1 hour ½ hour 1 hour ½ hour 1 hour
Week 4
/ 140
½ hour 1 hour ½ hour 1 hour ½ hour 1 hour ½ hour 1 hour ½ hour 1 hour
NOTE: Employees in Plan 2 are only to complete Week 1 and 2
Employees in Plan 3 are to complete Week 1, 2, 3, & 4
APPROVAL PROCESS
I fully understand and agree to the terms and conditions of this agreement, and
understand that my Manager and/or Director/CAO has the authority to deny, modify,
continue, discontinue or temporarily suspend this AWA Participation Agreement at any
time.
Signature: Date: / /
(DD MM YY)
MANAGER:
Approved Denied
Signature: Date: / /
(DD MM YY)
DIRECTOR/CAO:
Approved Denied
Signature: Date: / /
(DD MM YY)
Office of the Executive Director
1525 Cornwall Road
Oakville ON
L6J 0B2
dan.cozzi@municipalengineers.on.ca
MEA APPOINTS NEW BOARD OF DIRECTORS AT 2022 AGM
The Municipal Engineers Association (MEA) is a non-profit association representing the interests of over
nearly 1,100 professional engineers in Ontario who are employed in the municipal engineering and public
works sectors at Ontario municipalities and provincial agencies, as well as consulting engineering firms
acting as the engineer-of-record for Ontario municipalities.
many pursuits include significant involvement (development and oversight) as the co-
proponents (along with the Ministry of Environment, Conservation & Parks) for the Municipal Class
Environmental Assessment (MCEA) process. Together with the Ministry of Transportation of Ontario,
MEA administers Ontario Provincial Standards for Municipalities (OPS MUNI); many of our members
participate in committees that establish standards and specifications used province wide.
MEA offers training courses for both MCEA and OPS as well as hosting an annual conference.
The MEA is also the preferred venue for employers to recruit professional municipal engineers and
technologists/technicians through our online employment advertising platform.
Since 2008, the MEA has also awarded over $165,000 in bursaries to students entering the first year of
an accredited university engineering program as part of its annual bursary program.
The MEA recently held its 2022 Annual General Meeting at the Chelsea Hotel on November 17, 2022.
As part of AGM business, a new Board was elected. We are pleased to present the new Board for the
2022/2023 term:
2022-2023 MEA Board of Directors & Staff
Chris A. Traini, P. Eng. Matthew N. Miedema, P. Eng. Amanda Froese, P. Eng.
President Vice President Secretary-Treasurer
County Engineer and Project Engineer Director, Transportation &
Deputy CAO Engineering Division Environmental Services
County of Middlesex City of Thunder Bay Bruce County
ctraini@county.middlesex.on.ca mmiedema@thunderbay.ca afroese@brucecounty.on.ca
Office of the Executive Director
1525 Cornwall Road
Oakville ON
L6J 0B2
dan.cozzi@municipalengineers.on.ca
Jason Cole, P. Eng., Catherine J. Taddo, P. Eng. Taylor Crinklaw, P. Eng.,
Past-President Board Director Board Director
General Manager, Infrastructure & Land Development & Environmental Director of Infrastructure &
Development Services Engineer Development Services
County of Lambton City of Sault Ste. Marie City of Stratford
jason.cole@county-lambton.ca c.taddo@cityssm.on.ca tcrinklaw@stratford.ca
Benjamin de Haan, P. Eng. Penelope Palmer, P. Eng. Paul Acquaah, P. Eng.
Board Director Board Director Board Director
Director of Transportation Serv. Manager, Business Improvement & Manager of Engineering
United Counties of Stormont, Stds., Engg & Constn Services Capital Planning & Delivery
Dundas & Glengarry City of Toronto York Region
b_dehaan@sdgcounties.ca Penelope.palmer@toronto.ca Paul.acquaah@york.ca
Scott Hamilton, P. Eng. D.M. (Dan) Cozzi, P. Eng. Amin Mneina, M.Sc., E.I.T.
Board Director Executive Director Member Services Coordinator
City Engineer Municipal Engineers Association Municipal Engineers Association
City of Burlington
Scott.Hamilton@burlington.on.ca dan.cozzi@municipalengineers.on.ca amin.meina@municipalengineers.on.ca
Office of the Executive Director
1525 Cornwall Road
Oakville ON
L6J 0B2
dan.cozzi@municipalengineers.on.ca
Please share this with members of your organization. Should you have any questions about the MEA or
the new Board, please let me know.
Sincerely,
_________________________
D.M. (Dan) Cozzi, P. Eng.
Executive Director
Municipal Engineers Association
¡®
®
¡®®
®
®
®
Monday, November 28, 2022
Laurie Scott, MPP, HaliburtonKawartha LakesBrock
Chair, Standing Committee on Heritage, Infrastructure and Cultural Policy
c/o Isaiah Thorning, Committee Clerk
Whitney Block, Room 1405
99 Wellesley Street West
Toronto, ON M7A 1A2
Delivered by e-mail to: schicp@ola.org
Re: WOWC Submission on Bill 23, More Homes Built Faster Act, 2022
Dear Committee Chair Scott and Members of the Committee,
On thank you for this opportunity to
provide a submission to the Province of Ontario regarding Bill 23, More Homes Built Faster Act,
2022.
The WOWC is a not-for-profit organization representing 15 upper and single-tier municipalities
and 1.5 million residents across Southwestern Ontario, aiming to enhance the prosperity and
overall well-being of rural and small urban communities across the region.
The WOWC wishes to express its support for the overall stated purpose of Bill 23, which is to
introduce several legislative changes to increase housing supply throughout Ontario and to
over the next 10 years. The purpose of this
submission is therefore to reiterate the commitment and support
efforts to increase the supply of housing and to improve housing affordability in Ontario, while
outlining concerns that have been raised by WOWC members.
This regional response was prepared following significant consultation with WOWC member
Counties and stakeholders including the WOWC Planning Subject Matter Experts group.
Attachment 1 highlights the proposed changes in Bill 23 that are supported by the WOWC,
given their alignment with the recommendations in the Western Ontario Workforce Strategy.
The WOWC also supports its partners in the Association of Municipalities of Ontario (AMO) and
the Ontario Big City Mayors (OBCM) in recommending that several provisions be removed,
including those that shift the costs of growth to property taxpayers; those that undermine good
planning practices and community livability; and those that increase risks to human and
environmental health.
Page 2 of 9
Please note that this submission should be considered as a response to the following
Environmental Registry of Ontario postings:
Proposed Planning Act and Development Charges Act Changes
Proposed Ontario Heritage Act and Regulatory Changes
Proposed Conservation Authorities Act and Regulatory Changes
Proposed Natural Hazards Regulatory Changes
Proposed Inclusionary Zoning Regulatory Changes
Proposed Changes to Ontario Regulation 299/19: Additional Residential Units
The main concerns divided by topic can be summarized as follows:
Parkland
The focus should be on making good communities with interconnected green spaces,
beyond making these houses affordable
The proposed changes lose sight of value of parkland that helped during the COVID-19
pandemic
The proposed changes add additional layers of complexity
Clarity is required on criteria regarding what type of parkland can be included and/or
proposed by a developer
Municipalities would like to keep the previous 5% parkland allocation
Development Charges
Potential levy increases, in conflict with the development charges and planning
philosophies
Concerns of spending or allocating 60% at the beginning of each year, impacting
municipalit ability to pay for larger projects
Significant staff time required to track and manage these changes
Concerns regarding the difficulty to estimate and attainable housing
The definition of attainable or affordable housing does not consider income
o Furthermore, the definition in the Development Charges Act would be different
than that in the Provincial Policy Statement
Most rural areas do not have quantitative CMHC data
Municipalities require reliable financial resources such as those in the DC Act
Changes will create struggles for small and rural municipalities funding the infrastructure
related to growth
There is a need to maintain affordable housing as an eligible service
Municipalities request the ability to restore the use of Development Charges to fund
growth-related studies
Clarity required
Removal of Upper-Tier Approval Powers
Regional-scale approvals still need to be planned, as they do transcend local boundaries
The unintended consequences of removing upper-tier municipalities may stymie growth
The County of Simcoe is different than the noted Regions, and should maintain upper-
tier planning authority at least until such time that other considerations around structures
and service delivery relating to growth targets are addressed
There should be an option of prescribing certain responsibilities (e.g. upper tier only
responsible for matters that are prescribed)
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There is significant planning experience at the upper-tier level in Western Ontario,
including robust, efficient models as well as shared-service models
Request to restore the opportunities to local municipalities to engage in Service Delivery
Agreements with whomever they choose, and to allow upper-tier municipalities to have
service delivery agreements with local municipalities
Request the need for the legislation to provide different capacities or resource capacity
frameworks for small and rural municipalities
Natural Heritage Planning and Natural Hazards
Municipalities rely on Conservation Authorities (CAs) for Natural Heritage and Natural
Hazards. If CAs are not providing those comments, municipalities will need to handle
this aspect, leading to inefficiencies in the planning process
Many small and rural municipalities would not have the funding or requirements for a full-
time staff person for Natural Heritage Planning and Natural Hazards
Member municipalities would require additional resources in terms of staff and costs
Request for flexibility and option to have MOUs to provide cost-effective delivery models
Request to be able to contract CAs, e.g. for clean-water and other such agreements
The short transition timeframe will create a scenario in which municipalities will be
looking for similar staff at the same time, impeding the ability to shorten timeframes
Conservation Authorities
Request that the Province consider the long-term implications on the capacity of
municipalities to do the work of CAs
Change to the Conservation Authorities Act is anticipated to have impacts for local
planning service delivery as it restricts CAs from providing technical expertise and
application reviews for natural heritage and natural hazard matters
The Province should allow municipalities to enter into agreements as needed with CAs,
as has been the case with other agreements.
Municipalities will now be acting as de-facto CAs, without adequate planning or technical
staff or liability protection to enforce such requirements
There will be increased costs to municipalities to have in-house or consultant reviewers.
It is anticipated that increases to either planning staff capacity or the use of external
firms may need to increase to cover natural heritage review
Natural hazards should remain a shared responsibility
o It is critical that municipalities continue to have the ability to use the expertise of
CAs for Natural Hazards; development subject to Planning Act authorizations
should not be exempt from Conservation Authority permits
Conclusion
There are several proposed changes that align directly with the Western Ontario Workforce
Strategy and which can be supported by the WOWC, such as: expediting approvals through no
third-party appeals, and as of right zoning to permit up to three residential units per lot.
However, Bill 23 proposes legislative changes that will have significant impacts on all
municipalities, as it relates to finance, planning approvals, and environmental matters. As a
provider of many services that span local boundaries, upper-tier municipalities are an imperative
partner in the solution.
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The role of upper-tier municipalities as a body to coordinate County-level services becomes
more critical than ever. The County systems and infrastructure which support this growth must
still be administered a role that upper-tier municipalities can continue to fulfill.
Thank you in advance for your collaboration and your attention to this matter. On behalf of the
WOWC and its constituents, I look forward to your response.
Sincerely,
Warden George Cornell
Cc: MPPs in Southwestern Ontario
WOWC Board of Directors
Page 5 of 9
Attachment 1 Alignment of Bill 23 with Western Ontario Workforce Strategy
Issue Proposed changes Western Ontario Workforce Strategy
Alignment with Recommendation
Inclusionary Zoning / Exempt affordable housing 3.1a) Inclusionary zoning model policy
(generally defined as being
3.2a) Encourage developers to develop
Affordable and
priced at no greater than 80%
innovative housing choices and building
Attainable Housing
of the average price/rent in the
models that will align with housing goals
year a unit is rented or sold)
and attract target populations
and attainable housing and
inclusionary zoning units from
3.2c) Identify and leverage housing
DC, CBCs and parkland
funding solutions from all levels of
dedication
government
Introduce a category of
3.3c) Incorporate rental housing and
entry-level hosing demand into housing
be defined in future regulations
strategy plans
An upper limit of 5% of the
3.4b) Review and develop WOWC
total number of units in a
policies and advocacy priorities on issues
development that can be
impacting housing supply and
required to be affordable as
affordability including inclusionary
part of inclusionary zoning, and
zoning, blind bidding, investment
a maximum period of 25 years
properties, taxation and building code
over which the units would be
requirements
required to remain affordable
(this is a proposed regulation
change, not in the legislation
itself)
Development Five-year phase in of DC rate 3.2c) Identify and leverage housing
increases, beginning with a 20% funding solutions from all levels of
Charges
reduction in the first year, with government
the reduction decreasing by 5%
each year until year five when
the full new rate applies. This is
proposed to apply to all new
DC by-laws passed since June 1,
2022.
Page 6 of 9
Calculator showing how the
Phase in will work
Historical service level for DC
eligible capital costs (except
transit) extended from 10 to 15
years
DC by-laws will expire every 10
years, instead of every five
years. By-laws can still be
updated any time
Cap the interest paid on phased
DCs for rental, institutional and
non-profit housing to prime
plus 1%
DC/CBC/parkland exemptions
for attainable housing, which
will be projects designated by
future regulations
New regulation authority to set
services for which land costs
would not be an eligible capital
cost recoverable through DCs
Exclude the cost of studies
(including background studies)
from recovery through DCs
Municipalities will be required
to spend at least 60% of DC
reserves for priority services
(i.e., water, wastewater and
roads).
Discount for purpose built
rental units, with a higher
discount for larger units, on top
of the existing DC freeze and
deferral of payments over
five years
Page 7 of 9
Community Benefit Maximum CBC payable to be 3.2c) Identify and leverage housing
based only on the value of land funding solutions from all levels of
Charges
proposed for new development government
(not the entire parcel that may
have existing development)
Maximum CBC to be
discounted by 4% of land value
divided by the existing building
size, as a proportion to total
building square footage
No third-party No one other than the 3.1a) Expedited approvals and
applicant, the municipality, implementation policy to meet process
appeals
certain public bodies, and the requirements
Minister will be allowed to
appeal municipal decisions to
the Tribunal. This applies
to all Planning Act decisions
(including consents and minor
variances)
Existing third-party appeals
where no hearing date has
been set as of October 25 will
be dismissed. The scheduling of
a case management conference
or mediation will not be
sufficient to prevent an appeal
from being dismissed
Gentle Density / As of right zoning to permit up 3.1a) Additional residential unit (ARU)
to three residential units per policy and implementation
Intensification
lot (two in the main building
3.1b) Develop housing strategy resource
and one in an accessory
education tools to support residential
building), with no minimum
intensification and encourage
unit sizes
acceptance of additional housing forms
New units built under this and density, remove barriers
permission would be exempt
3.2a) Collaborate on business cases to
from DC/CBC and parkland
identify incentives or other program
requirements, and no more
Page 8 of 9
than one additional parking support that would encourage
space can be required alternative housing forms
3.2b) Encourage developers to develop
innovative housing choices and building
models that will align with housing goals
and attract target populations
3.3b) Develop strategy for transition
models from rental to ownership,
consider co-housing and promote tools
to support tenant to become owners
3.3c) Incorporate rental housing and
entry-level hosing demand into housing
strategy plans
3.4b) Review and develop WOWC
policies and advocacy priorities on issues
impacting housing supply and
affordability including inclusionary
zoning, blind bidding, investment
properties, taxation and building code
requirements
Subdivision Public meetings no longer will 3.1a) Expedited approvals and
be required for applications for implementation policy to meet process
approvals
approval of a draft plan of requirements
subdivision
Site plan control Developments of up to 10 3.4b) Review and develop WOWC
residential units will be policies and advocacy priorities on issues
exempted from site plan impacting housing supply and
control affordability including inclusionary
zoning, blind bidding, investment
Architectural details and
properties, taxation and building code
landscape design aesthetics will
requirements
be removed from the scope of
site plan control
Rental Replacement Minister to be given the 3.3a) Establish a rental housing working
authority to enact regulations group including non-profit organization
related to the replacement of support and liaison
Page 9 of 9
rental housing when it is 3.3b) Develop strategy for transition
proposed to be demolished or models from rental to ownership,
converted as part of a consider co-housing and promote tools
proposed development to support tenants to become owners
3.3c) Incorporate rental housing and
entry-level hosing demand into housing
strategy plans
3.4b) Review and develop WOWC
policies and advocacy priorities on issues
impacting housing supply and
affordability including inclusionary
zoning, blind bidding, investment
properties, taxation and building code
requirements
Issue Proposed changes Workforce Strategy Recommendation
Inclusionary Zoning / Exempt affordable housing (generally defined 3.4b) Review and develop WOWC policies
as being priced at no greater than 80% of the and advocacy priorities on issues impacting
Affordable and
average price/rent in the year a unit is rented housing supply and affordability including
Attainable Housing
or sold) and attainable housing and inclusionary zoning, blind bidding,
inclusionary zoning units from DC, CBCs and investment properties, taxation and building
parkland dedication code requirements
3.2a) Encourage developers to develop
which will be defined in future regulations innovative housing choices and building
models that will align with housing goals and
An upper limit of 5% of the total number of
attract target populations
units in a development that can be required to
be affordable as part of inclusionary zoning, 3.3c) Incorporate rental housing and entry-
and a maximum period of 25 years over which level hosing demand into housing strategy
the units would be required to remain plans
affordable (this is a proposed regulation
3.1a) Inclusionary zoning model policy
change, not in the legislation itself)
3.2c) Identify and leverage housing funding
solutions from all levels of government
Parkland The maximum amount of land that can be
conveyed or paid in lieu is capped at 10% of
the land or its value for sites under 5 ha, and
15 % for sites greater than 5 ha
Maximum alternative dedication rate reduced
to 1 ha/600 units for land and 1 ha/1000 units
for cash in lieu
Parkland rates frozen as of the date that a
zoning by-law or site plan application is filed.
Freeze remains in effect for two years
following approval. If no building permits are
pulled in that time, the rate in place at the
time the building permit is pulled would apply
Encumbered parkland/strata parks, as well as
privately owned publicly accessible spaces
(POPS) to be eligible for parkland credits
Landowners can identify land they intend to
provide for parkland, with the municipality
able to appeal to the Tribunal if there is a
disagreement
Parks plans to be required prior to the passing
of any future parkland dedication by-law
(would not apply to by-laws already passed)
Parkland dedication will apply to new units
only (i.e., no dedication can be imposed for
existing units)
Municipalities will be required to spend or
allocate 60% of parkland reserve funds at the
start of each year
Development Charges Five-year phase in of DC rate increases, 3.2c) Identify and leverage housing funding
beginning with a 20% reduction in the first solutions from all levels of government
year, with the reduction decreasing by 5% each
year until year five when the full new rate
applies. This is proposed to apply to all new DC
by-laws passed since June 1, 2022.
Calculator showing how the Phase in will work
Historical service level for DC eligible capital
costs (except transit) extended from 10 to 15
years
DC by-laws will expire every 10 years, instead
of every five years. By-laws can still be updated
any time
Cap the interest paid on phased DCs for rental,
institutional and non-profit housing to prime
plus 1%
DC/CBC/parkland exemptions for attainable
housing, which will be projects designated by
future regulations
New regulation authority to set services for
which land costs would not be an eligible
capital cost recoverable through DCs
Exclude the cost of studies (including
background studies) from recovery through
DCs
Municipalities will be required to spend at
least 60% of DC reserves for priority services
(i.e., water, wastewater and roads).
Discount for purpose built rental units, with a
higher discount for larger units, on top of the
existing DC freeze and deferral of payments
over five years
Community Benefit Maximum CBC payable to be based only on the 3.2c) Identify and leverage housing funding
Charges value of land proposed for new development, solutions from all levels of government
not the entire parcel that may have existing
development
Maximum CBC to be discounted by 4% of land
value divided by the existing building size, as a
proportion to total building square footage
Removal of Upper Tier All upper tier municipalities in the Greater
approval powers Toronto Area, as well as Waterloo and Simcoe
will be removed from the Planning
Act approval process for both lower tier official
plans and amendments and plans of
subdivision
Minister would (unless otherwise provided)
therefore become the approval authority for
decisions are not subject to appeal
Zoning in MTSAs Municipalities will be required to update
zoning to include minimum heights and
densities within approved Major Transit
Station Areas (MTSA) and Protected MTSAs
within one year of MTSA/PMTSA being
approved
No third-party appeals No one other than the applicant, the 3.1a) Expedited approvals and
municipality, certain public bodies, and the implementation policy to meet process
Minister will be allowed to appeal municipal requirements
decisions to the Tribunal. This applies
to all Planning Act decisions (including
consents and minor variances)
Existing third-party appeals where no hearing
date has been set as of October 25 will be
dismissed. The scheduling of a case
management conference or mediation will not
be sufficient to prevent an appeal from being
dismissed
Gentle As of right zoning to permit up to three 3.1a) Additional residential unit (ARU) policy
Density/Intensification residential units per lot (two in the main and implementation
building and one in an accessory building), with
3.1b) Develop housing strategy resource
no minimum unit sizes
education tools to support residential
New units built under this permission would be intensification and encourage acceptance of
exempt from DC/CBC and parkland additional housing forms and density,
requirements, and no more than one remove barriers
additional parking space can be required
3.2a) Collaborate on business cases to
identify incentives or other program support
that would encourage alternative housing
forms
3.2b) Encourage developers to develop
innovative housing choices and building
models that will align with housing goals and
attract target populations
3.3b) Develop strategy for transition models
from rental to ownership, consider co-
housing and promote tools to support
tenant to become owners
3.3c) Incorporate rental housing and entry-
level hosing demand into housing strategy
plans
3.4b) Review and develop WOWC policies
and advocacy priorities on issues impacting
housing supply and affordability including
inclusionary zoning, blind bidding,
investment properties, taxation and building
code requirements
Subdivision approvals Public meetings no longer will be required for 3.1a) Expedited approvals and
applications for approval of a draft plan of implementation policy to meet process
subdivision requirements
Site plan control Developments of up to 10 residential units will 3.4b) Review and develop WOWC policies
be exempted from site plan control and advocacy priorities on issues impacting
housing supply and affordability including
Architectural details and landscape design
inclusionary zoning, blind bidding,
aesthetics will be removed from the scope of
site plan control
investment properties, taxation and building
code requirements
Rental Replacement Minister to be given the authority to enact 3.3a) Establish a rental housing working
regulations related to the replacement of group including non-profit organization
rental housing when it is proposed to be support and liaison
demolished or converted as part of a proposed
3.3b) Develop strategy for transition models
development
from rental to ownership, consider co-
housing and promote tools to support
tenants to become owners
3.3c) Incorporate rental housing and entry-
level hosing demand into housing strategy
plans
3.4b) Review and develop WOWC policies
and advocacy priorities on issues impacting
housing supply and affordability including
inclusionary zoning, blind bidding,
investment properties, taxation and building
code requirements
Heritage Municipalities will not be permitted to issue a
notice of intention to designate a property
under Part IV of the Ontario Heritage
Act unless the property is already on the
heritage register when the current 90-day
requirement for Planning Act applications is
triggered
Heritage registers to be reviewed and a
decision made whether listed properties are to
be designated, and if not, removed from the
register
A process is proposed which will allow Heritage
Conservation District Plans to be amended or
repealed
Criteria for Heritage Conservation District Plans
can be established for regulation
Ontario Land Tribunal The Tribunal will have increased powers to
procedures order costs against a party who loses a hearing
at the Tribunal
The Tribunal is being given increased power to
dismiss appeals for undue delay
The Attorney General will have the power to
make regulations setting service standards
with respect to timing of scheduling hearings
and making decisions
Regulations can also be made to establish
priorities for the scheduling of certain matters
Aggregate Resources Decisions on aggregate applications will be
delegated to staff (instead of the Minister)
Planning Act applications for aggregate
proposals will be exempt from the two-year
freeze on applications to amend new official
plans, secondary plans and zoning by-laws
Natural heritage planning A program to offset development pressures on
wetlands is being considered, which will
require a net positive impact on wetlands. The
language appears to contemplate that
wetlands can be developed provided a net
positive impact is demonstrated
The Wetland Evaluation System is also being
revised, and the proposed changes would
eliminate the concept of wetland complexes
Conservation Authorities Permits will not be required within regulated
areas (including wetlands) for activity that is
part of a development authorized under the
Planning Act
A single regulation is proposed for all 36
Authorities in the province
Clear limits are proposed on what Authorities
are permitted to comment on as part of the
planning approvals process, which will keep
their focus on natural hazards and flooding
Consumer protection Proposed increases to penalties under the New
Homes Construction Licensing Act, 2017 of up
to $50,000
COUNTY OF ELGIN
By-Law No. 22-49
A BY-LAW TO CONFIRM PROCEEDINGS OF THE MUNICIPAL COUNCIL OF
THE CORPORATION OF THE COUNTY OF ELGIN AT THE
DECEMBER 6 & 7, 2022 MEETINGS
WHEREAS, pursuant to Section 5.1 of the Municipal Act, 2001, S.O. 2001, c.25, as
amended, the powers of a municipality shall be exercised by its Council;
AND WHEREAS pursuant to Section 5.3 of the Municipal Act, 2001, S.O. 2001, c.25, as
amended, the powers of every Council shall be exercised by by-law;
AND WHEREAS it is deemed expedient that the proceedings of the Municipal Council of
the Corporation of the County of Elgin at this meeting be confirmed and adopted by by-law.
NOW THEREFORE the Municipal Council of the Corporation of the County of Elgin
enacts as follows:
1. THAT the actions of the Municipal Council of the Corporation of the County of Elgin,
in respect of each recommendation contained in the reports and each motion and resolution
passed and other action taken by the Municipal Council of the Corporation of the County of
Elgin, at its meetings held on December 6 & 7, 2022 be hereby adopted and confirmed as if
all such proceedings were expressly embodied in this by-law.
2. THAT the Warden and appropriate officials of the Corporation of the County of Elgin
are hereby authorized and directed to do all things necessary to give effect to the actions of
the Municipal Council of the Corporation of the County of Elgin referred to in the preceding
section hereof.
3. THAT the Warden and the Chief Administrative Officer, or alternate, are authorized
and directed to execute all documents necessary in that behalf and to affix thereto the seal
of the Corporation of the County of Elgin.
TH
READ A FIRST, SECOND AND THIRD TIME AND FINALLY PASSED THIS 7 DAY OF
DECEMBER, 2022.
Julie Gonyou,
Chief Administrative Officer/Clerk. Warden.