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July 22, 2008 Agenda ORDERS OF THE DA Y FOR TUESDA Y. JUL Y 22. 2008 - 9:00 A.M. PAGE # ORDER 1 st Meeting Called to Order 2nd Adoption of Minutes 3rd Disclosure of Pecuniary Interest and the General Nature Thereof 4th Presenting Petitions, Presentations and Delegations DELEGATIONS: 9:00 a.m. Retirement Recognition for Wayne Mifflin 2 9:05 a.m. Sandra Coleman, Executive Director, South West Community Care Access Centre and Paul Collins, President & CEO, St. Thomas-Elgin General Hospital - discussion on placement issues in Elgin County Long-Term Care Homes (attachment) 10:00 a.m. Alan Smith, Manager of Economic Development and Tourism Services and Anya Codack of Yfactor with the County Marketing and Branding Strategy (see separate enclosure) Motion to Move into "Committee Of The Whole Council" Reports of Council, Outside Boards and Staff Council Correspondence - see attached 1) Items for Consideration 2) Items for Information (Consent Agenda) OTHER BUSINESS 1) Statements/Inquiries by Members 2) Notice of Motion 3) Matters of Urgency 9th Closed Meeting Items (see separate agenda) 10th Recess 11th Motion to Rise and Report 12th Motion to Adopt Recommendations from the Committee Of The Whole 13th Consideration of By-Laws 14th ADJOURNMENT 5th 3-104 6th 7th 105-122 123-144 8th LUNCH WILL BE PROVIDED AT ELGIN MANOR AT 12:00 NOON FOLLOWED BY A DEDICATION CEREMONY FOR MELISSA LEWIS AT 1 :00 P.M. NOTICES: August 12 and 26, 2008 - no meeting September 9, 2008 - Council photo to be taken at 8:45 a.m. September Outside Board ReportinQ Schedule: Elgin St. Thomas Public Health Social/Entertainment St. Thomas-Elgin Public Art Centre 1 South West ~ Community Care Access Centre ~ Centre d'acce5 aux 5oin5 communautaire5 du Sud-Ouest 356 Oxford Street West london ON N6H 1T3 Tel: 5194732222 Fax: 519472 4045 Toll Free : 1800811 5146 RECEIVED 356r rue Oxford ouest London ON N6H iT3 Tel. : 519473 2222 Telec : 519472 4045 Sans frals : 1 800 811 5146 www.sw.ccac~ont.ca Ms. Sylvia Hofhuis, Warden County of Elgin 450 Sunset Drive St. Thomas, Ontario N5R 5Vl JUN - 3 2008 ,':'t'UhFiV 1'1"': lrJ, i1'i1i~ vII I<! j ult ~."".Hm :\ffffllNiSrRAiIVf~~~~O SIte Offices: London (Head Office) Owen Sound Seaforth Stratford Strathroy St. Thomas Walkerton Woodstock Dear Warden Hofhuis: We are in receipt of the request from the Council of the Corporation of the County of Elgin to attend a Council meeting to discuss Long-Term Care placement issues in the Elgin community. We would be pleased to have this opportunity and look forward to scheduling this meeting for the near future. An important part of our mission is working in partnership with the St Thomas Elgin General Hospital to ensure their patients receive the right care, in the right place at the right time. Specifically, our case managers in the hospital and in the Elgin community assist with discharges to home with in home care, referrals to community services and placement into Long Term Care Homes. The South West Local Health Integration Network funds and works with the CCAC and STEGH. Thus, your request for discussion raises an important health system issue. It may be helpful for the discussion at County Council to also include Paul Collins the CEO of STEGH, and Michael Barrett Senior Director of the LHIN. They are also willing to attend for this discussion if you agree that would be helpful to the Council. I look forward to hearing from you to plan next steps for our meeting. Yours sincerely, G[:D~- ra Coleman Executive Director cc: Evelyn Harris-Williams, South West CCAC Board Chair Paul Collins, CEO, St Thomas Elgin General Hospital Michael Barrett, Senior Director, South West LHIN 2 @ Ontario REPORTS OF COUNCIL AND STAFF JULY 22. 2008 Councillor Reports - (ATTACHED) Councillor Marks - St. Thomas-Elgin General Hospital - (Financial Statement Year Ended March 31, 2008 available for viewing in Administrative Services) 5 Councillor Acre - Tillsonburg District Memorial Hospital Staff Reports - (ATTACHED) 7 Manager of Economic Development and Tourism - Marketing and Branding Strategy (see separate enclosure) Manager of Economic Development and Tourism, Purchasing Coordinator - Promoting the Brand (to be included on Friday Fax) 16 Ambulance & Emergency Management Coordinator - Bell and Amtelecom 911 PERS Agreement Renewals 18 Ambulance & Emergency Management Coordinator - Defibrillator Preventative Maintenance Agreement 20 Ambulance & Emergency Management Coordinator - Ambulance Labour Contract Ratified 22 Chief Administrative Officer - Response to County Council on the Potential Establishment of a Land Use Planning Function 48 Chief Administrative Officer - Sponsoring Youth Initiatives Through Grants 53 Director of Financial Services - Assistance to Municipalities - Assessment Appeals 56 Director of Financial Services - Budget Comparison - May 31, 2008 61 Director of Financial Services - City of St. Thomas - Ontario Works to May 31,2008 62 Financial Services - 2008/2009 Community Support Services Proposed Budget 64 Director of Financial Services - Capping Options 66 Director of Financial Services - 2007 Financial Indicator Review 71 Purchasing Co-Ordinator - Semi-Annual Information Report - Contract Awards January 1, 2008 to June 30, 2008 76 Deputy Director of Engineering Services - 2007 Lower Tier Operations Cost Summary 80 Director of Engineering Services - Tenth Anniversary Garden - Administration Building - Update 83 Director of Engineering Services - The Use of County of Elgin Infrastructure (Signs and Posts) for Personal and Business Use 85 Manager of Cultural Services - Proposal for Photograph Book - Volume II 3 87 Manager of Cultural Services - Home Alone Safely Partnership 89 Manager of Cultural Services - Collection Development Policy Update 101 Manager of Cultural Services - Archives' First World War Digitization Project 103 Director of Human Resources - Early Retiree Benefits 4 STEGH OperatIng Expenses 12.4% .. Compensation (J EquIpmEnt Amortization II GffiEfalSuppllEs o Drtlgs . MedTcaIStaff II 5holtTermlnlEfest o MedfSurgSupplIes 0 BaclDebtsWriltenOff Financial Performance 59.7% For the second time in as many years, the hospITal has not only balanced its budget, but also achieved a surplus. This year's surplus has amounted to $1.15M, which is a particularly satisfying accomplishment when considering Ministry of Health funding (base and one time) decreased. Overall, revenues increased $1.89M or 2.6%. The majority of the increase is due to the paymaster funds that flow directly from the MOHlTC and are paid to the physidans. However, there was also significant effort put forth by hospITal staff to find new sources of revenue and to recover as much patient revenue as possible. In addITion, operating costs were effectNely managed at all levels, resulting in only a 4% increase, despite increasing cost pressures including higher numbers of AlC patients and an influenza outbreak in March. The hospital now moves into fiscal 2008/9 '.Vith a budget that is again balanced, however it vlill operate with a minimal capital budget and a significant amount of debt, which is necessary to finance working capital. Therefore, STEGH will continue to be challenged by finandal pressures into the near future; however, we will continue to rise to the challenge and meet the health needs of the community. ~j~~- Malcolm Hopkins, VP Corporate Seevices Revenue Statement of Operations FOI the Year Ended March 31, 2008 ($'000) MOH/LTC base al!Q(ation One-Time Payments SublotalMOHlTC Re<overlesandMiscellaneousRevenue AmOl'tizationofGlantsandOonationsforEqtripment PatientRe<-enue from OthHPay"Ors Oifferential&Co-PaymentRevenue Total Revenue 2007/08 56,700 1,B17 $58,517 6,062 1,901 6,950 2,134 $75,564 2006107 55,227 3,4S2 $58,679 4,157 1,816 6,505 2,510 $73,677 Expenses Compensation GeneralSuppr:es MedicalStaffRemuneration Amortization of Equipment MedJSurySupplies Drugs ShortTermlnterest Bad debts written off TotalOperallngExpenses Surplus from HospJtal operatlons Otherexpenses Surplus of revenue over expenses St, Thomas Eigln General Hospital 43,392 11,492 9,012 2,938 2,885 2,181 "1 45 $72,636 $2,928 $1,777 $1,151 41,749 11,363 8,126 2,7S7 2,882 2,233 368 74 $69,552 $4,125 $2,186 $1,939 www.stegh.on.ca 189Elm Street,SI. Thomas, Ontario Canada, N5R5C4Tel:519-631-2020 Fax: 519-631-1825 ForacompletesetoftheauditedfinancialstatementsorformorelnformatlonpJeasecontactPublic Relationsat519-631-2030eXI.1191.oremailpublicrelatlons@stegh.on.ca. Message from the Board Chair As Board Chair I have witnessed the exceptional work of the team at S1. Thomas Elgin General Hospital. Front Line Staff, leaders, Physicians, Volunteers, and our Heath Care Partners in the community are working together to make this the best community hospital in Ontario. This is a vision met Vtith dally challenges. We are continually asked to do more with less; to balance the growing needs of our community vlith our limited resources. Despite these challenges, our patient satisfaction scores reveal that we continue to maintain the high quality service our community deserves. I am proud ofthe effort, time, and energy our elected and appointed members of the Board dedicate to this organization for the sole purpose of making this a better hospITal for our community. At the Board's direction, srEGH once again delivered a balanced budget for 07/08, while recognizing the importance of maintaining the core services of our community hospital. Specifically, our Board unanimously supportec1 the gro'llth of Obstetrical care for not only our community, but also for our region. This decision spoke volumes about the responsibility our Board felt it had in making decisions In the best interest of our community, and the broader interests of our local Health Integration Netvu'Ork{LHIN) environment. Our Board has been accountable for a number of tough decisions in the past couple of years, which have really definec1 our governance role in the Hospital. As you will read inside this report, STEGH has a four point strategy to realize our vision to be the best, and we are utilizing a number of measures (only a few of which are highlighted here) to track our progress on this journey. STEGH is forging a path to become an Employer of Choice; a strategy critically important to address the looming health care workforce shortages. The Board is adopting different ways to Engage our Community, and STEGH is utilizing survey results to improve the patient experience. We continue to Strengthen our Partnerships, and adopt a more integrated and innovative approach to health care - as demonstrated by STEGH leading the way as a key partner Message from the CEO Throughout the year our employees, physicians and volunteers have continued to provide the excellent care for which they are known in the pursuIT of our vision to be the best In December 2007, we began to work closely with our South West lHIN partners to develop our budget projections for the next two years, 2008/09 and 2009/1 O.This was a challenging process given the needs that our Board was addressing, especially the enhancement of our obstetrical resources and our NeonatallntensNe Cafe Unit Building on our balanced financial positions at the end of 2006/07 and 2007/08, we were again successful in submitting balanced budgets for the next two years that include efficiency strategies, scaled back capital spending, appropriate modifications to our obstetrics planning and the modest beginnings of a pay down plan for our accumulated debt Our margins remain slim, but as in the previous two years, I am confident that consistent surveillance and adjustments will ensure that we can meet our budget targets. srEGH was one of only about one fifth of Ontario with the South West LHIN a"nd South West Community Care Access Centre in the Ministry's Flo Collaborative. Finally, our fiscal strategy is to continue to operate within a balanced budget. This is the expectation addressed in the accountability agreement we have signed with the 9N LHIN, and required by the Ministry of Health and long Term Care through Provincial legislation. STEGH provides excellent health care and it is WITh gratification that I look back on this past year and see the challenges we have faced and overcome, and the milestones we have achieved. I am proud to be part of this journey. J;O'~ ~ Jerry O'Brien srEGH Board Chair hospitals that were able to sign the legislated Health Services Accountability Agreement (H-SM) with their LHIN atthe end of April. This is a great accompllshment indeed for an organ1zation that labored for many years undersignmcantfinandal uncertainty. I extend our deepest appreciation to our staff, physicians and volunteers for their commITment to patient care, to our Hospttai Board of Governors for their courage and wisdom, to our Hospital Foundation Board and donors across Elgin County and beyond for their generosity. Together we '.Viti continue to make the StThomas Elgin General Hospital a great place, and a safe place to work and to receNecare. ~ Paul Collins, President & CEO ecome the Employer of Choice Measure: Employee Satisfaction - Commitment Scores Employee Satisfaction + Commitment Scores ::~ " ~ " ~~ ~, 011(-5 rn<alVu, Ratedonascaleofl-S We are committed to improving our wori<place and one way we achieve this Is by conducting a detailed annual survey to measure our employees'satisfaction, analyzing the results, and developing action plans to make improvements. Results from our third annual Employee Opinion Survey demonstrate overall satisfaction, and commitment improved slightly over both our 2005 and 2006 results. The overall commitment score represents a group of survey questions that measure attachment, identification with, and involvement in the organization, and serves as one way to measure our progress. Our areas of growth and strength include: .jobsecurity o employee safety o work units working well together (although still needs improvement) o overall commitment score . perceptions around pay . quality --customer focus atthe work unit level Areas for improvement/continued grmvth include: . employee sense of belonging and ownership . quality - customer focus overall . perceptions around senIor leadership . job- person match o work-life balance Physicians are key partners In our health care team, and one measure from the physician opinion survey demonstrates the teamwork and respect within our organization - 98% of physicians feel STEGH nurses provide compassionate care. trengthen Current and Forge New Partnerships Measure: Occupancy Rate of Acute & Chronic Beds by ALC Patients OcrupancyRaleofArute&Chronlc Beds by AlC Patlents ~~ ". ,~ .. ~ ~~ ~"' ,,~ R=!V." Health care is a very complex environment and strong partnerships are needed to provide continuity of care for our patients. STEGH partners with the Ministry of Health and Long Term Care {MOHLTQ, South West Local Health Integration Netv,'ork (9N LHIN), Community Care Access Centre {CCAQ, Thames Valley Hospital Planning Partnership and many others, with the common goal of providing quality health care for our community, without gaps or unnecessary delays, in this evoMng environment All of our partners are very focused on the growing problem of Ah:ernate Level of Care (ALQ patients for whom there are no available placement options in the community. This is a province wide problem but STEGH is working closely with the SW LHIN, and the 9N CCAC to do what we can locally to ensure that peep!e receive care, 1n the right place, at the right time. On average, STEGH accommodates sixty A1-C patients each day. As the chart demonstrates, that number is increasing year after year. STEGH, along with SW CCAe, was selected to participate in an important MOHLTC led project called the Flo Collaborative that has an important goal of improving the flow of patients through the hospital and into the community. Additional very important partnerships are those we build with our Volunteers and Auxilians. During the 2007/2008 fiscal year, Volunteers generously provided 34,471 hours of valuable time and our team of over 64 Auxilians pledged $200,000.00 towards the Mammography machine. Support from the STEGH Foundation is a vital partnership and is essential for our finandat stability. The Foundation's mission is to build community support for our Hospital and this past year raised $ 1.47 million to acquire new equipment and upgrade its physical facilities. The recentTools for Treatments initiative has been a tremendous success and will see the arrival of five new p:eces of equipment to help deliver state-of-the-art medical and diagnostic care. ngage our Community Measure: Patient Satisfaction Scores - Overall Rating of Care One way we hear from our community is through patient satisfaction surveys. These results are gathered anonymously and shared ','lith staff so we can make improvements to the services we provide.The graph depicts a high level overall score and behind that score is detailed information which we analyze and act upon. Consistently, STEGH is ranked above the provincial average and we will continue to monitor our survey results and make improvements to better meet the needs of our community. Another way that STEGH is engaging the community is through the Board of Governors' series of community linkage meetings. One outcome of the first round of engagement meetings was the development of a community newsletter. This newsletter is now produced twice a year, to share information with our community about our staff and our accomplishments, and to feature key services and programs. Our \vebsite wVNI.5tegh.on-ea provides another avenue for exchanging information with our community and we plan to continue developing this electronic resource. Patient Satisfaction Scores- Overall Rating of Care .~~ wO< "'" 07lf:J3 RK.IY"ar o Awle OOb<!etrla; 0 f>aediarrko; . Emergency . Reh<b . DaySU,S"-'Y . arget a Bold Fiscal Strategy Measure: Cost per Weighted Case Tillsonburg District Memorial Hospital AuLrrualReport for 2008 Report to Elgin County Council Submitted by Councillor Lynn Acre It has been my pleasure to represent the County of Elgin on this energetic, dedicated volunteer board. I have thoroughly enjoyed my involvement with TDMH. The board members and staff have shown me great respect. I have been encouraged to attend and participate in conferences and workshops as my schedule allows. As well as sitting on the Board of Directors, I also am a member of the Corporate Planning & Community Relations Committee. This is the first year that we have negotiated our funding with the Southwest LHIN. We ended the fiscal year 07/08 in a surplus position and project balanced budgets for the next two years, depending on how successful the community is with keeping our seniors independent in their own homes. Our big success story of the year is that we were named Best Performer of operating room efficiency among 110 hospitals participating in the Wait Time Strategy. I respectfully submit a summary ofTDMH's achievements and initiatives completed during the past year. Board Achievements & Initiatives Continued advocacy for CT Scanner Clearer agenda format Opportunity to attend conferences for leaming and sharing Successful accreditation process Improved accountability for patient safety issues Completed an extensive Needs Assessment to determine what programs our community will require in the future, so we can plan appropriately. CEO Achievements & Initiatives - Advocated for more Long Term Care Home beds CT Scanner advocacy Active in LHIN initiatives Meetings with MPPs, LHIN Fire Safety Retrofit negotiated, designed, funded Facilitated the Master Plan and Program process Facilitated Accreditation process Discussions with Low German Population Discussion with Cancer Care Ontario regarding increased colonoscopy volumes. Medical Achievements & Initiatives - Received additional funding for Ministry's Colorectal Screening Program so we can now do 300 more colonoscopies. Negotiated with STEGH and LHIN for orthopaedic services Dr. Aswald, general internist, recruited Recruitment committee and recruitment incentive package in place New Graduate initiative Late Career Nursing Initiative Pandemic Committee created and draft plan developed "Culture of Safety" Policy developed and Patient Safety committee implemented Ministry funding received to enhance Diabetes Education centre Expanded Satellite Dialysis Service by 6 patients Partnered with Multi-Service Centre & CCAC on Aging at Home Strategy Partnered with Ontario Telehealth Network (OTN) to provide external consultations by videoconference Partnered with Oxford County Blood Pressure Clinic & Stroke Strategy Participated in LHINs priority action team for Hips, Knees and Chronic Disease New Ultrasound Unit purchased Accessibility Plan expanded by adding wheelchair/stretcher accessible doors and automatic door openers. Information Services Achievements & Initiatives Cerner Health Information system successfully implemented which includes Medical Records profile, Power Chart Local Access and Central Patient Index database. This Cerner system will ultimately lead to a paperless system and allow access of information across the entire Thames Valley region. - Lead the Wait Time Information System implementation for cataract reporting Currently expanding this WTIS to all other surgeries Helped implement Volunteer Works Program Helped implement Drug Profile Viewer Participating with Cerner Organizational Access project between Thames Valley Hospital Planning Partnership. Regional privacy issues are a big concern. Participating in Cerner SurgiNet application to electronically automate the OR Completed Patient Access Project - renovations for Registration & Communications. Implemented on-line budgeting process. REPORT TO COUNTY COUNCIL FROM: Alan Smith, Manager, Economic Development and Tourism Services DATE: July 9th, 2008 SUBJECT: Marketing and Branding Strategy CORPORATE GOAL(S) REFERENCED: To ensure fiscal responsibility and accountability To promote Elgin as "The Place to Live" To forge community partnerships To provide innovative and collaborative quality service To recognize and seize opportunities for improvement INTRODUCTION: In November 2007, County Council endorsed the County of Elgin Economic Development Plan 2007-2011. To achieve the vision set out in the Plan and to position the County to best respond to the economic opportunities that will ensure the growth and marketability of the County of Elgin in the future, required the setting of 4 key goals: (1) Investment Readiness (2) Pursue Partnerships and Outreach in the Community (3) Effective Marketing and Promotion of Elgin County (4) Growth in Key Industries. The third goal, is intended to ensure that going forward the County is effectively promoting the assets, talents and opportunities of the County and enhancing the profile of the community to a targeted audience of visitor and business interests. This goal is also seen as intrinsically linked to the three remaining goals and a key component to the successful implementation of the Economic Development Plan. As a first step in meeting this goal, the consulting firms Millier, Dickinson, Blais, and Yfactor were retained to assist Economic Development and Tourism Services staff complete a Marketing and Branding Strategy. A recommendation for endorsement of the "County of Elgin Marketing and Branding Strategy 2008-2011" is given for Council's consideration. DISCUSSION: One of the primary roles of the County's Economic Development and Tourism Services department as identified in the County of Elgin Economic Development Plan 2007-2011, is the development and implementation of marketing initiatives and creating an identity for the County. Consequently, the County of Elgin Economic Development and Tourism Services department has developed a marketing strategy and implementation plan for the attraction and retention of 1 business investment in conjunction with a County re-branding effort that heightens the profile of the County, provides direction to the County's marketing activities and develops consistency and continuity among local marketing activities. This effort includes a logo, slogan-motto development, Internet strategy, and a marketing plan which are contained in appendix one "County of Elgin Marketing and Branding Strategy 2008-2011." Appendix two contains the Executive Summary for the Strategy and for ease of reference the recommended new branding for the County of Elgin is also contained in appendix three. The brand that is contained in appendix three is based on a competitive analysis of other counties/municipalities, information generated through the strategic planning process, and stakeholder consultation sessions which included separate meetings with representatives of each lower tiered government. An important aspect of the consultation process was to ensure that the lower tiered communities had a voice in the direction of the County led marketing and branding strategy. As a result, a comprehensive branding statement was developed that provided direction to the development of marketing initiatives, logo and motto. It must be stressed that to arrive at the final, recommended, logo a wide range of design approaches was explored, discussed, presented and revised based on input from CEEDTAC (refer to appendix four for CEEDTAC resolutions) and staff. The result being a brand that is abstract in design, and progressive by nature, that truly distinguishes Elgin County from other jurisdictions. However, a brand is much more than a logo and motto. A brand is a way of thinking, acting and a holistic set of messaging that aligns to support a clear focus. Therefore in order to be successful, the brand must be embraced and promoted by ALL County departments. Thus, staff is recommending that County Council direct senior management to begin the process of implementing the new branding into departmental operations (i.e. print materials, business cards, brochures, letterhead etc.) A departmental brand launch date of November 1st, 2008 is recommended. Specific details on brand usage in the form of a guide will be provided to senior management. In order for the County of Elgin to meet its economic goals identified in the 2007- 2011 Economic Development Plan and overcome the marketing and communication gaps that became apparent during the development of the Strategy, a 4-prong strategically balanced set of initiatives to drive general business attraction, sector specific attraction, business retention and expansion, and communication and alliance development, is recommended. With an emphasis on creating new opportunities, particularly for business investment in Energy, Environment and Agribusiness, a combination of Internet, print marketing, tradeshows, events, gateway signage and partnership development tactics will be required to successfully implement the recommended initiatives. A detailed 42-month overview of marketing activities is also provided in the Strategy. An accompanying budget is given for this time period. It must be stressed that the budget figures presented in the Strategy are guidelines only. Specific recommendations that have financial and/or resource 2 implications will be brought forward for consideration and approval through County Council's budgetary process. The marketing initiatives that are recommended for 2008 have been approved in this years Economic Development and Tourism Services budget and are in various stages of implementation: web site, business attraction package, sector profiles, tradeshow display and materials, and other marketing tools. Appendix five provides a summary of the recommendations pertaining to the various marketing initiatives referenced in the budget section of the Strategy for the years 2009, 2010, and 2011. A Tourism Strategy for the County is envisioned as a separate and distinct exercise from the overarching marketing strategy. It should be noted that the marketing initiatives contained within the Strategy are subject to change. Undertaking the sector profiles will provide more opportunities for the County of Elgin to explore and consequently marketing tactics may have to be altered. Furthermore, key performance indicators will be tracked to evaluate the success of marketing initiatives on an ongoing basis. Once the first set of indicators has been gathered, they will be used as benchmarks for ongoing measurement and goal setting. CONCLUSION: To effectively attract, promote, and retain business investment in the County of Elgin, an extensive set of marketing tools, tactics, and brand, is contained within the County of Elgin Marketing and Branding Strategy 2008 - 2011 for County Council's consideration. By implementing the recommendations contained within the Strategy will assist the County of Elgin in realizing its economic development goals and vision as identified in the County of Elgin Economic Development Plan 2007 - 2011. The attraction and retention of business investment is an extremely competitive activity that requires an ongoing commitment to fostering both new and existing opportunities. Part of that commitment requires dedication to an ongoing marketing and branding program. By presenting itself, as "Progressive by Nature" the County of Elgin has the opportunity to create a new awareness locally, nationally, and globally, as a location for living and doing business. RECOMMENDATION: That County Council endorse the County of Elgin Marketing and Branding Strategy 2008 - 2011 as presented in the July 9th, 2008, report submitted by the Manager of Economic Development and Tourism Services; and That those recommendations from the County of Elgin Marketing and Branding Strategy 2008 - 2011 that have financial and/or resource implications for the County of Elgin be considered through County Council's budgetary process; and 3 That County Council directs senior management to begin the process of implementing the new County of Elgin branding in order to meet the departmental launch date of November 1st, 2008. Approved for Submission ~00",1d ) Chief Administrative Officer --- Alan Smith Manager of Economic Development and Tourism Services 4 Appendix Four CEEDT AC Resolutions June 4th, 2008 CEEDTAC During the June 4th, 2008, CEEDTAC meeting the following resolutions were passed: Moved by Donna Lunn Seconded by Fiona Nisbet "THAT the County of Elgin Economic Development and Tourism Advisory Committee accepts and endorses the preferred logo as presented with motto "Progressive by Nature" as the County's new brand; and That County Council endorse the new branding." - Carried. July ih, 2008, CEEDTAC During the July 7th, 2008, CEEDTAC meeting the following resolutions were passed: Moved by Fiona Nisbet Seconded by Deb Mountenay "THAT the County of Elgin Economic Development and Tourism Advisory Committee accepts and endorses the County of Elgin Marketing and Branding Strategy 2008 - 2011; and That County Council endorse the County of Elgin Marketing and Branding Strategy 2008 - 2011" - Carried. Appendix Five Summary: 2009, 2010, 2011 Summary of the recommendations pertaining to the various marketing initiatives referenced in the budget section of the Strategy: Year: 2009 That the Economic Development web site receive the required updates (Biz Matching, Talbot Trail, Eat Fresh Buy Local, Resource Directory, Online Marketing, Monthly Eblasts); and That a Business Ambassador Program be developed and implemented; and That a Gateway Signage Study and Design be conducted and implemented; and That the Business Attraction Package and materials be updated accordingly; and That promotional materials be developed and implemented for tradeshows/conferences/events with the appropriate resources made available for staff to attend and particpate in those referenced actvties; and That marketing tools continue to be developed and implemented (business supplies, semi-annual newsletter, semi-annual postcard direct mail, entrepreneur videos, report to stakeholders, advertising, Talbot Trail map, site visits, and lead management software) Year: 2010 That the Economic Development web site receive the required updates (General, Land Availability, Arts and Heritage, Plowing Match Ads, Online Marketing, Monthly Eblasts); and That the Business Ambassador Program be implemented; and That the Business Attraction Package and materials be updated accordingly; and That promotional materials be developed and implemented for tradeshows/conferences/events with the appropriate resources made available for staff to attend and particpate in those referenced actvties; and That marketing tools continue to be developed and implemented (business supplies, semi-annual newsletter, semi-annual postcard direct mail, entrepreneur videos, report to stakeholders, advertising, site visits, and lead management software) Year: 2011 That the Economic Development web site receive the required updates (General, Resource Directory, Functional Upgrades, Online Marketing, Monthly Eblasts); and That the Business Ambassador Program be implemented; and That the Business Attraction Package and materials be updated accordingly; and That promotional materials be developed and implemented for tradeshows/conferences/events with the appropriate resources made available for staff to attend and particpate in those referenced actvties; and That marketing tools continue to be developed and implemented (business supplies, semi-annual newsletter, semi-annual postcard direct mail, entrepreneur videos, report to stakeholders, advertising, site visits, and lead management software). REPORT TO COUNTY COUNCIL FROM: Larysa Andrusiak, Ambulance & Emergency Management Coordinator DATE: July 11, 2008 SUBJECT: Bell and Amtelecom 911 PERS Agreement Renewals CORPORATE GOAL'S) REFERENCED: 1. To forge community partnerships 2. To provide innovative and collaborative quality service 3. To recognize and seize opportunities for improvement INTRODUCTION: The County has Agreements in place with Bell and Amtelecom for the provision of 9-1-1 Public Emergency Reporting Service (PERS). This report informs Council of the renewal of these Agreements and is provided for Council's information. DISCUSSION I CONCLUSION: Both Bell and Amtelecom Agreements were executed in 1998 with a 10 year initial term which expires this year. The Agreements also provide for the automatic renewal for successive periods of five (5) years each unless one party gives to the other at least six months written notice of termination prior to the end of the initial term or any renewal period. Bell has provided the County with notice of renewal for record keeping purposes only as no action is required of either party for renewal. Bell has taken the opportunity of the renewal to update the Appendices of the Agreement reflecting the current status of dispatching of emergency services, including Tillsonburg Fire Dispatch of county fire services, updating dispatch addresses, and equipment used at all dispatch facilities. County staff has requested the same notice of renewal and updating of Appendices of Amtelecom for its records. RECOMMENDATION: That the report entitled "Bell and Amtelecom 911 PERS Agreement Renewals" dated May 30,2008 be received and filed. Respectfully Submitted Approved for Submission ~.~ -------- ~~~ CkctLc~~f,- Larysa ndrusJak, Ambulance & Emergency Mgt. Coordinator Chief Administrative Officer REPORT TO COUNTY COUNCIL FROM: Larysa Andrusiak, Ambulance & Emergency Management Coordinator DATE: July 11, 2008 SUBJECT: Defibrillator Preventative Maintenance Agreement CORPORATE GOAL/S) REFERENCED: 1. To ensure fiscal responsibility and accountability 2. To forge community partnerships 3. To provide innovative and collaborative quality service 4. To recognize and seize opportunities for improvement INTRODUCTION: In July of 2007 Elgin County purchased 10 Zoll12 -Lead Defibrillators for use by Elgin-St. Thomas EMS. A Preventative Maintenance Agreement for the defibrillators with the London Health Sciences Center has been prepared for that work. This report is requesting Council approval for signing of that Agreement. DISCUSSION: County staff have been working on an arrangement for regular Preventative Maintenance (PM's) to be done at the London Health Sciences Center (LHSC) which has the closest Biomedical Department trained to do this work. Despite some delays caused by changes in LHSC management staff, an agreement has been prepared and is ready for signature. Preventative Maintenance servicing will occur twice annually per defibrillator as per vendor specification at a cost of $125 per hour with one hour per machine estimated. This represents a cost of $2,500 annually for this work. This will be financed out of the Ambulance Repairs and Maintenance Account. In addition, the LHSC Biomedical Department has the ability to provide some servicing work if required, upon County approval for required parts over $200. Having the ability to have this work done at the LHSC, will eliminate the expense of shipping to and from Zoll in the Toronto area and represents a convenience to the service and faster turn around times. The cost is considered reasonable. History: With the previous Laerdal defibrillators, Laerdal proposed to provide the Preventative Maintenance servicing for $450 per machine, discounted pricing from $595 per machine. County staff arranged for this work to be done by the Hamilton Health Sciences Centre Biomedical Department which was the closest Biomedical department trained to service the Laerdal defibrillators at a cost of $100 per machine, excluding shipping costs to and from. CONCLUSION: An Equipment Service Agreement for Preventative Maintenance of the Zoll Defibrillators has been prepared and reviewed by County staff and Ambulance Contractor. Council approval is requested for signature on this agreement. RECOMMENDATION: That Council provide direction to the County CAG to sign on behalf of the County of Elgin an Equipment Service Agreement with the London Health Sciences Center for servicing of the Zoll Defibrillators. Respectfully Submitted Approved for S ~C-OY\~~ Larysa ndruslak, Ambulance & Emergency Mgt. Coordinator REPORT TO COUNTY COUNCIL FROM: Larysa Andrusiak, Ambulance & Emergency Management Coordinator DATE: July 7, 2008 SUBJECT: Ambulance Labour Contract Ratified CORPORATE GOAL(S) REFERENCED: 1. To ensure fiscal responsibility and accountability 2. To provide innovative and collaborative quality service 3. To recognize and seize opportunities for improvement INTRODUCTION: The CAW Paramedic Contract with Thames EMS expired March 31,2008. Negotiations have concluded and a new contract has been ratified as of July 3, 2008. DISCUSSION I CONCLUSION: Staff is very pleased to report to Council that Elgin-St. Thomas EMS paramedics have ratified a new contract between the CAW and Thames EMS. The term of the contract is three (3) years from April 1 ,2008 to March 31,2010. It calls for wage increases of 2.25% in each of the 3 years, for a total increase of 6.75% over the three year period. Some additional language calls for the increase for eye examinations from $60 to $75 every 24 months. The Meal Allowance has increased from $5.00 to $8.00. Raincoats with attached hoods are to be supplied to all paramedics, as well, part- time staff are to receive an additional pair of uniform pants and shirt provided they work 1200 hours in the calendar year. Full-time equivalency is now based on either a 40 hour work week (2,080 hours) or 42 hour work week (2,184 hours). This is a very realistic settlement which is sensitive to the current strained economic conditions faced by many in the manufacturing sector who live and work in Elgin County. Council should be very pleased with the contracted provider, Thames EMS, who negotiated responsibly with the taxpayer in mind and with Elgin-St. Thomas EMS paramedics. RECOMMENDATION: That the report entitled "Ambulance Labour Contract Ratified" dated July 7,2008 be received and filed as information. Respectfully Submitted d <c-~ck~c:L Larysa ndrusiak, Ambulance & Emergency Mgt. Coordinator REPORT TO COUNTY COUNCIL FROM: Mark G. McDonald, Chief Administrative Officer. DATE: July 11, 2008 SUBJECT: Response to County Council on the Potential Establishment of a Land Use Planning Function CORPORATE GOAL'S) REFERENCED: 1. To forge community partnerships 2. To provide innovative and collaborative quality service 3. To recognize and seize opportunities for improvement INTRODUCTION: Attached for Council's consideration are the responses from local municipalities on the potential establishment of a County land use function. Council will note that many (but not all) of the responses see the merit in the development of a "basic" County land use planning department and some municipalities have qualified their support with conditions. The purpose of this report is to seek Council's direction on the next steps. DISCUSSION: Given that the majority of municipalities are in favour of a basic County planning function, it seems appropriate to direct County staff to provide a more detailed explanation of costs, specific functions and responsibilities and timelines for implementation. This report would be brought forward later in 2008 for possible implementation some time in 2009, perhaps following the 2009 budget approval. It should be noted that some of the conditions suggested for agreement may not be reasonable nor appropriate. For example, requiring unanimous consent is contrary to democracy and seeking lower-tier approval of a County budget item is unprecedented, especially if said item has little or no direct effect on lower-tier operations (as would be the case using the basic land use Planning model). County budgets are set by County Council. Allowing lower-tier municipalities to comment on or determine costs of a County function may set an unwelcomed precedent. Having emphasized the jurisdictional differences, it is recognized that local municipalities and staff will be consulted and informed, especially during the development of a County Official Plan. It is further recognized that planning involves cooperation and dialogue and the effects on each level of government must be fully understood before decisions are made. Therefore, consultation will occur where appropriate. CONCLUSION: It appears from the responses, that the majority of local municipalities are in favour of establishing a basic County land use planning function. If County Council agrees with this assessment, then staff should be directed to more fully describe costs, responsibilities and timelines for consideration prior to the establishment of the 2009 County budget. RECOMMENDATION: THAT Elgin County Council agree in principle with the establishment of a "basic'" Elgin County Land Use Planning function; and, THAT staff be directed to provide a detailed report on the costs, responsibilities and timelines for the development of said service and report back to Council prior to the establishment of the 2009 County composite budget. ALL of which is respectfully submitted, Marl<. onald, ~. Chief Administrative Officer. . A "basic" land use function is generally described as one involving the development and implementation of a County Official Plan; County approval of plans of subdivision, plan of condominiums; lower tier Official Plans and part lot control by-laws; commenting on the conformity of lower-tier applications under the Planning Act with the County Official Plan. It recognizes that planning at the lower-tier will continue and that the provincial approval authority would be replaced by the County for those items described above. ~ ~ ~ [lontariO, Canada n~ Proud Heritage. Bright FutUl'e. The Corporation of the Town of Aylmer 46 Talbot Street, West, AylIJler, Ontario N5H 1J7 Office: 519.773-3164 Fax: 519.765.1446 www.aylmer.ca July 14, 2008 County of Elgin 450 Sunset Drive St Thomas ON N5R 5V1 Attn: Sandra J. Heffren Manager of Administrative Services RE: County Plannina At its meeting held on July 7, 2008, the Town of Aylmer Council received the attached Report from the Director of Planning and Municipal Services and resolved: Resolution No. 256-08 "That Council receives Report 23-08 dated June 25, 2008 from the Director of Planning and Municipal Services; . And that staff are directed to notify the County of Elgin that the Town of Aylmer does not object to the County exploring the process to establish a County wide OfflcliilPlan and tlieestablishment of II COUlity Widllplanniiigfulicti61i subject to the following terms and conditions: 1. Aylmer has the opportunity to review and provide comments on any and all aspects of a county planning vision Including any associated costs; 2. That a working committee made up of lower and upper tier staff be formed to facilitate the development of the goals and objectives and any related implementation plan; 3. Full internal and external consultation will occur in all lower tier municipal jurisdiction; and 4. That all lower tier municipalities must agree to the plan and associated costs prior to its implementation." " ~~ Clerk, Town of Aylmer Attach - 1 o. PLANNING AND MUNICIPAL SERVICES REPORT DATE: June 25, 2008 REPORT: 23-08 TO: Council Ie. lI..t." Ad,m" Admi'i,t,,~ PREPARED BY: Danial R. Dale Director ofPlallllillg and Municipal Services SUBJECT: County Planning APPROVED: yES---- NO---- OTHER RECOMMENDATION: THAT council receives this report as information AND THAT staff are directed to notify the County of Elgin that the Town of Aylmer does not object to the county exploring the process to establish a county wide Official Plan and the establishment of a county wide planning function subject to the following terms and conditions 1. Aylmer has the opportunity to review and provide comments on any and all aspects of a county planning vision includiug any associated costs. 2. That a working committee made up ofIower and upper tier staff, be formed to facilitate the development ofthe goals and objectives and any related implementatiol! plan., 3. Full internal and' external consultation will occur in all lower tier municipal jurisdictions. 4. That all lower tier municipalities must agree to the plan and associated costs prior to its implementation. REPORT County Council received a report prepared by Mark McDonald entitled "County Land use Plmming" wherein he sets out a number of details from the general principles of planning as it currently involves the county, what a county Official Plan is, some of the reasons and benefits of establishing a County wide OP as well as the process and some suggested costs. Of note is the estimated costs for the services of a consultant to assist in the preparation of a county wide OP which he has set at $300.000.00. Additionally Ml'. McDonald is suggesting an arumal cost of $200,000.00 to staff the new department with a planner a plmming assistant, secretarial support and other administrative costs. Mr. McDonalds report also suggests establishing the planning department beginning July 1, 200S at a suggested cost of$100,000.00 to cover operating cost for the balance of 200S. Due to feed back from a number of the lower tier municipalities the matter was deferred by county council until an information session could be held that would involve all lower tier municipalities and their respective administration and staff who currently administer planning matters. The intent of the information session held on May 2Sth was to provide an insight in to what a county wide Official Plan means to the lower tier municipalities, and the perceived benefits of a cOlmty wide planning function. To assist in this presentation the county invited Bruce Curtis from Municipal Affairs and Housing, David Roe principle of Civic Planning Solutions and Steve Evans, County of Middlesex planner. . At the conclusion of their presentations questions where entertained from the floor and directed to the various speakers by Warden Hofhius. Although a number of positive comments where made by the presenters and it was clear that a number of the municipalities have embraced the concept unconditionally, staff are somewhat reserved in our acceptance at this point in time. Subsequent to the May 2Sth meeting the county issued another communication to the lower tier municipalities seeking our response to two specific questions. I. Are you in favor of a County land use function? 2. If Yes, then in what form? (a) basic County planning services as described in the discussion paper (Mr. McDonalds initial report), or (b) comprehensive planning at the county level for both lower and upper tiel'. In other words a full service planning function that would do away with private planning services currently contracted by the lower tier municipalities, which in our case is Montieth Brown Planning Consultants. The county is seeking a written response to the above stated questions, from all lower tier municipalities, by July 11,2008 that are to be discussed at the July 23 meeting of County Council. From staffs perspectives there were as many if not more questions left unanswered as there were answered at the meeting on May 28th. To answer yes or no to such a complex issue without all of the details would be at best foolish and at worst setting the municipality up for unknown cost which quite likely could be significant. It is my opinion based on my understanding of county land use planning as it currently exist in other areas and based on my discussions with my counter parts in other regions that it is likely fail' to say that some advantages for lower tier municipalities are derived from a countywide OP and an established land use planning functiou. Local approval of lower tiel' OPA's and Plans of Subdivisions would be handled at the county level once and if that authority is granted by MMAH. As stated in the March 6th report the ministry may grant approval authority to the county. In other words it is not a given. How long and in what form this approval authority would take, if granted, is unknown at this point in time, and until the transfer of approval authority takes place the county planning TImction will be an additional step and cost in the planning process. It is my opinion based on my understanding of county land use planning as it cU1'l'ently exist in other areas and based on my discussions with my counter parts in other regions that it is likely fail' to say that some advantages for lower tier municipalities are derived from a countywide OP and an established land use planning function. As to the level of service suggested in the June I I, 2008 letter, it is again staffs position that many questions remain outsianding around such a concept. It was eXplained that lower tiel' municipalities can maintain their current level of contracted services while looking to the upper tier for review and comments as well as final approvals. While this may appease some lower tiel' municipalities it should be noted that others appeal' to favor a full planning service, and until the mechanism for funding such a concept is worked out and agreed to I do not think it is as simple a response, as the question itself would suggest. Staff are therefore suggesting that given there are some advantages to the lower tiel' municipalities, to a county land use planning function and the fact that the full extent of these advantages are not yet fully explored 01' understood and given that there has been no involvement by the lower tiel' municipalities 01' their respective staff in the initial concept, that the following response be forwarded to the county. The Town of Aylmer does not object to the county exploring the process to establish a county wide Official Plan and the establishment of a county wide planning function subject to the following terms and conditions. I I ' I I I I 1. Aylmer has the opportunity to review and provide comments on any and all aspects of a county planning function including any associated costs. 2. That a working committee made up of lower and upper tier staff, be formed to facilitate the development of the goals and objectives and any related implementation plan. 3. Full inte1'1laI and exte1'1lal consultation will occur in all lower tiel' municipal jurisdictions. 4. That all lower tiel' municipalities must agree to the plan and associated costs prior to its implementation. Municipality of Bayham RECEIVED 0.., ~'i." 1'ortllnity IS"'o P.O. Box 160,9344 Plank Road, Straffordville, Ontario NO] 1 YO Tel: (519) 866-5521 . Fax: (519) 866-3884 email: bayham@bayham.on.ca JUN 2 4 2008 COUNTY OF ELGIN ADM!NISTBATIV~ SERVICES June 20, 2008 Sandra Heffren Manager of Administrative Services County of Elgin 450 Sunset Drive St. Thomas, ON N5R5Vl Dear Mrs. Heffren, Re: County Land Use Planninl! Thank you for your letter of June 11 th, 2008, regarding the potential implementation of land use planning at the County level. The Municipality of Bayham appreciates the opportunity to discuss and comment on the issue. Council for the Municipality of Bayham considered the matter at its meeting June 19th, 2008, and after discussions adopted the following resolution: "THAT Staff Report D2008-030 regarding County of Elgin Planning be received; AND THAT the Municipality of Bayham advise the County of Elgin that it is supportive of the establishment of a basic County land use planning fimction generally as described in the County discussion paper. " Should the decision of County Council be to proceed further, Bayham Council would welcome any opportunity to be further involved in discussions. Thank you again for the chance to comment, and if you require anything further, please do not hesitate to let us know. The Corporation of the Municipality of Central Elgin 450 Sunset Drive, 1 st Floor, St. Thomas, Ontario NSR 5Vl P:519.631,4860 F:519.631.4036 June 24, 2008 Mark G. McDonald, Chief Administrative Officer, County of Elgin and Clerks of the Lower Tier Municipalities in Elgin County Re: County Planning The Council of the Municipality of Central Elgin passed the foliowing two resolutions at its meeting of June 23, 2008 In response to the County of Elgin's request for input Into County planning: THAT the Council ofThe Corporation of the Municipality of Central Elgin does not object to a County planning function, subject to the following: 1. That ali lower tier municipalities be afforded the opportunity to review and comment on the work plans and costs associated with the preparation of the County official plan prior to proceeding. 2. That the process of preparing a County plan include determining options for delivery of planning services on a county basis and that there be a fuli assessment of the costs associated with ali service delivery options being considered, including staffing levels and expertise that will be required to carry out the responsibilities of the county relative to its approval authority status. 3. That this process be open and transparent and that the work plans identify opportunities for community and lower-tier consultation; as per Report CEP.30,08, prepared by Jim McCoomb, Planner, Central Elgin Planning Department; AND FURTHER THAT a copy of this resolution with the said report be forwarded to Elgin County Council and all of the lower-tier councils in Elgin County. THAT the Council of the Municipality of Central Elgin advise Elgin County Council that it was understood at the May 28, 2008 information meeting on County planning that lower-tier counclis would be given untli the fali of 2008 to comment AND THAT this Council Is disappointed that this time was not provided, Can you piease make your Council aware of the two resolutions passed by Central Elgin Council. ",,/2 2 %e Corporation of tlie :Municipafity of Centra( tECgin DATE: June 20m, 2008 REPORT: CEP.30.08 CEPO FILE: B-IO TO: Her Worship the Mayor and Council PREPARED BY: Jim McCoomb, Planner Central Elgin Planning Department SUBJECT: County Planning ATTACHMENTS: TO COUNCIL: June 23rd, 2008 APPROVED: Y N OTHER RESOLUTION NO.: RECOMMENDATION: THAT Report CEP.30.08 be received. ORIGIN: Council has requested that the Central Elgin Planning Office provide a report to assist in its consideration of the questions being posed by the County of Elgin relative to County land use planning. The specific questions are contained in a June 11 'h, 2008 letter to all lower tier municipalities from Sandra Heffren, Manager of Administrative Services. BACKGROUND: March 2008: . County Council is provided with a report prepared by Mark McDonald, the County's Chief Administrative Officer, entitled "County Land Use Planning". . The report is in the form of a discussion paper and outlines, in general terms, the County's current involvement in planning, what a county official plan is, reasons to adopt an official plan, benefits to having a County official plan, approach, process and budget. . The budget includes an estimated $300,000 to hire a consultant to prepare the County Official Plan and annual costs of approximately $200,000 to hire a Planner, a Planning Assistant/fechnician, a part-time secretary and to covel' administrative costs. . The report recommends that the County establish the plamling function immediately with a budget of$100,000 for 2008. . County Council defers the report pending the results of a proposed information session for the lower tier municipalities with input from the Province and local planning experts. Central Elgin Planning Office Report No.: CEp.30.0a -1- May 28th, 2008: . The Information session Is held in the iower level meeting room at the County Administrativc Building. . Presenting information and perspectives wcrc Bruce Curtis and Tammie Ryall speaking on behalf of the Ministry ofMnnicipal Affairs and Housing, Steve Evans speaking on bchalf of the County of Middlesex, and David Roe speaking as a consultant and a fonner municipal planner with the former Region of Hal dim and-Norfolk. · The presentations focused largely on thc advantages of County planning, which wcrc stated as including: ~ transfer of responsibilities from the province to the County; ~ streamlining the approval process; ~ benefits to the local economy and economic developmcnt; and, ~ bringing the planning process closer to the participants. · That session concluded with a suggestion that the lower tiers take the information back to their respective Councils, discuss it further, and then be prepared to have a municipal position on the matter of County plamllng ready for a decision by County Council in the fall so that budgets could be prepared for the 2009 budget year should that decision be positive. June 11, 2008: . The County issues correspondence to each of the lower tier municipalities requesting a response to two specific questions: 1. Are you in favour of establishing a County land use planning function? 2. If yes, then in what form? (a) basic County planning services as described In the discussion paper, or (b) comprchensive planning at the County level for both lower and upper tier (full service). . The County is requesting a written response to these questions from each lower tier by July II, 2008 for discussion at the July 23, 2008 County Council meeting. REPORT: Thc Hierarchy of Planning in Ontario: The Ontario Planning Act prescribes upper tier municipalities, including most counties, regions and separated cities, as being required to prepare and adopt official plans for their area of jurisdiction. The Act also empowers upper tiers with the responsibilities of being an approval authority for lower tier official plans and plans of subdivision upon approval of the upper tier official plan. Lower tier municipalities have the discretion to prepare and adopt an official plan, and It is in their best interests to do so. An official plans helps the municipality to coordinate growth to meet local needs; establishes a framework of policies for establishing local regulations and standards; communicates local land use policy; and, establishes Council's commitment to the planned growth of the municipality. Where an approved upper tier plan exists, lower tier plans must conform to the policies of that plan. All upper and lower tier official plans must be consistent with policy statements Issues by the Province under Section 3 of the Planning Act. The County of Elgin Is not prescribed under Ontario Regulation 352/02 as being required to adopt an official plan. Notwithstanding, as an upper tier municipality they would certainiy be encouraged by the Province to do so and, once the County's plan is approved, they would be entitled to the same powers afforded all upper tiers under the Act. The Province has consistently advised that lower tiel' municipalities such as Central Elgin will not be delegated those same powers. Central Elgin Planning ome<> Report No.: CEP.30-0B -2- County Land Use Planning: The infonnation presented to County Council by Mark McDonald in his March 6, 2008 report entitled "County Land Use PlalUling" is generally accurate and represents a fair assessment of some of the reasons and benefits in support of County planning. The infonnation session held on May 28'h, 2008 further expanded upon those benefits. However, Council has stillrequcsted additional input from the Planning Office to assist in consideration of the two questions being posed by thc County in its June II'h, 2008 correspondence. The first question, "Are you iu favour of establishing a County land use planning function?" is one that is difficult for staff to offer any advice on as it is asking for Councll's opinion. As posed, it is seeking a yes or no answer. It is recognized that there are likely benefits to Central Elgin from County planning that still need to be more fully velled, and thcrefore an appropriate response may be for Council to continuc to participate but with an aim to use that participation as a means to influcnce the process in a positive fashion. Continued participation in the process of developing a County planning function would provide Council with an opportunity to ensure that the County plan more closely meets with the standards and practices that have made the plmming process so successful here in Central Elgin. In that regard, perhaps the most appropriate response to the first question may be that Council does not object to a County planning function. This option indicates that Central Elgin Council is open to further participation in the process. The second question asks what fonn that County land use planning should take. Providing an informed response to this question requires information that, in our opinion, should come out of the process of developing the County plan. The fonn that County planning takes will be determined by such factors as the goals and objectives that form the foundation for the County plan, public and lower tiel' input as to the vision for the County, the results of provincial review and input relative to consistency with Provincial Policy, and the cost/benefit of each of the service delivery scenarios being proposed. It is suggested that CowlCil consider the following response to the questions posed by the County relative to County planning: That the Council of the Municipality of Central Elgin does not object to a COUllty planning function, subject to the following: I. That all lower tier municipalities be afforded the opportunity to review and comment on the work plan(s) and costs associated with the preparation of the County official plan prior to proceeding. 2. That the process of preparing a County plan include detennining options for delivery of planning services on a county basis and that there be a full assessment of the costs associated with all service delivery options being considered, including staffing levels and expertise that will be required to carry out the responsibilities of the county relative to its approval authority status. 3. That this process be open and transparent and that the work plans identifY opportunities for community and lower tier council consultation. Respectfully submitted, Cen~al Elgin Planning Offioo Report No.: CEP-30-08 -3- MAYOR Bonnie Vowel 259 Mary Street Dutton, NoL 1JO ~ unicipafity Of (])uttonjrDunwicli Box 329, :199 Currie Road, DUTTON, Ontario NoL :1Jo Telephone: (519) 762-2204 Fax No. (519) 762-2278 Clerk Treasurer Administl'atol' Ken Loveland DEPUTY:MAYOR Cameron McWilliam 28740 Celtic Line R, R. # 1 Dutton, NoL lJO COUNCILLORS Ian Fleck 272 Miller Road, Box 542 Dutton, NoL 1JO John Yokom 32543 pioneer Line, R,R, # 1 Dutton, NoL lJO Donald H.Page 7949 Coyne Road R. R. # 2 'Vallacetown, NoL 2Mo RECEIVE[) July 3, 2008 JUL 07 200B COUNTY OF ELGIN f\DMfNISTflATIVE SEnVICES County of Elgin Mark McDonald 450 Sunset Drive St. Thomas, Ontario N5R 5Vl Dear Mr. McDonald, Re: County Planning The Council ofthe Municipality of Dutton/Dunwich discussed the County of Elgin proposed to create a Planning Depmiment. Council is concemed that although we were informed at the May 28th meeting, that no decision would be required until fall, we were forced to make a decision by July 11, 2008. You will find attached a true certified copy ofthe resolution passed by Council conceming this matter. Yourst~~ ~-~ , Ken Loveland Clerk Treasurer Administrator cc Lower Tier Municipalities in Elgin County illI Goup THE MUNICIPALITY OF DUTTON/DUNWICH MOVED BY "Yokom" SECONDED BY \\Pagell DATE July 2, 2008 THAT WHEREAS the Municipality of Dutton/Dunwich has not experienced problems with the level of services provided by the Ministry of Municipal affairs and Housing regarding Planning Approvals. AND WHEREAS the County of Elgin is a very long County with different development issues in the East, Central and Western portions of the County. ANDWHEREAS the Municipality of Dutton/Dunwich has experienced some dissatisfaction with the County of Elgin Land Division Committee. NOW THEREFORE the Council of the Municipality of Dutton/Dunwich does not support the creation of a Planning Department at the Upper Tier Level. AND THAT if the County decides to adopt an Official Plan, it should be very general in nature. AND THAT the Lower Tier Governments continue to provide planning responsibilities in the present forum. AND THAT the Council of the Municipality of Dutton/Dunwich requests that the County of Elgin Delegate the Land Division responsibility to the Lower Tiers. I HEREBY DECLARE THIS TO BE A TRUE AND EXACT C. OP. Y. OF THE ORIGIN~L '? DOC~ \'( 3 jcJD' Clerk, Mun. of DuttonlDunwlch CARRIED "McWilliam" . Deputy Mayor 87 John Stre"et South, Aylrrier, Ontario N5H 2C3 Telephone: 519.773.5344 Fox: 519-773.5334 www.township.malahide.on.ca theTOWNSH I Po] ALARID. A proud tradition, a bright future. f{ECEIVED July 4, 2008 JUL 08 2008 C(iliNH OF aG!N ADMiNISTflimVE SERV~S County of Elgin, 450 Sunset Drive, St. Thomas, Ontario N5R 5Vl Dear Sirs: RE: County Planning. Malahide Township Council passed the following Resolution on July 3, 2008: THAT Malahide Township Council agree in principal with supporting Model 3 being the recommendation of IBI Group set out in their letter of June 12,2008, subject to review of associated costs. We enclose a copy oflBI's letter of June 12 for your consideration. Yours very truly, TOWNSHIP OF MALAHIQE 0~ R. MILLARD, C.A.O./CLERK Copy - IBI Group (William Pol) H:\diana's files\Randy 2008\cOlll1ty ofelgin - planningjuly 200S,doc RANDALL R. MILLARD C.A.O'/Clerk SUSAN E. WILSON Treasurer treasurer@town'ship.molohide.on.co ~ June 12. 2008 Mayor. Council and Staff Corporation of the Township of Malahide 87 John Street South AYLMER, ON N5H 2C3 Dear Mayor. Council. and Staff: County Planning - Advantages & Disadvantages The purpose of this letter is to provide the Councils and Staff of our County of Elgin planning advisory clients with comments on the advantages and disadvantages of a County Official Plan and an upper tier planning authority at the County of Elgin. as well as to clarify the required contents of a County Official Plan and its impact on local control. We attended the County meeting on May 28. 2008 to hear the presentations by Bruce Curtis. Ministry of Municipal Affairs and Housing; Steve Evans, Planner, County of Middlesex; and David Roe. Planning Consultant. Civic Planning Solutions. COUNTY OFFICIAL PLAN One misconception about the County Official Plan is that it will force municipalities to abandon certain policy direction currently outlined in local Official Plans. Essentially, it would depend on the style of Official Plan developed and how much involvement each municipality has in its creation. The Official Plan could be developed as a high-level policy document which only addresses issues of common concern across the County (ie. hazard lands. aggregate resources, wetlands, groundwater, archaeological resources, etc.) where a minimum standard is required andlor significant differences in policy across the County are not expected. Local municipalities could then go beyond the scope of County policy. provided it did not contradict County policy. An example of such policy might be agricultural land division. County policy being goal-oriented. would simply prescribe through policy that division of land for agricuitural purposes is discouraged in order to protect agricultural viability. Local Official Plan's could then describe how they would go about discouraging such land division through detailed land use policy (ie. establishing minimum lot sizes, prohibiting certain types of severances. etc.). 350 Oxford Street West. Suite 203, London, Ontario N6H In Canada (519) 472-7328 FAX (519) 472-9354 eeL (Cumming Cockburn Limited) is a division of lBI Group. Mayorj Council and Staff -2- June 12, 2008 Alternatively, the Plan could be structured as a more detailed policy document that, in addition to overarching policy direction, aiso provides detailed land use policy. The Oxford County Official Plan Is an excellent example of this model. Such models generally are more common at single-tier municipalities or in areas where the geographic, social, and economic setting is more homogenous in nature. ELGIN COUNTY PLANNING AUTHORITY There are several different models of upper tier planning authorities across Ontario, such as: 1. Single Official Plan with full planning services at upper tier (Example - County of Oxford). A single Official Plan document exists at the County level and is maintained and interpreted by County planning staff. County planners are contracted to local municipaiities for planning advisory services. Development is assessed against a single county-wide Official Plan and various individual comprehensive Zoning By-laws. County Council is the delegated approval authority for amendments to the Official Plan. 2. Upper and Lower tier Official Plans with full planning services proyided by upper tier (Example - County of Lambton). An Official Plan document exists at the County level providing higher level goals, objectives, and policies which are deemed important to the County as a whole. Each individual lower-tier municipality maintains its own more detailed Official Plan. County planners are contracted to local municipalities for planning advisory services. Development is assessed against the local Official Plan. Any changes to the local Official Plan must be consistent with the County Official Plan. County Council is the delegated approval authority for amendments to the local Official Plans. 3. Upper and Lower tier Official Plans with planning services proyided by both upper and lower tier (Example - County of Middlesex). Identical to NO.2 above, but involves a much smaller County planners are responsible only for the County Official Plan. Lower-tier municipalities maintain their own planners (staff or consultants) for dally advisory and maintaining iocal planning documents. Development is assessed against the local Officiai Plan. Any changes to the local Official Plan must be consistent with the County Official Plan. County Council has delegated approval authority for amendments to local Official Plans and subdivisions to the Pianning Department. There are other variations on these models, but the basic differences are related to: . Single Official Pian document vs. County and Local Official Plans; . Planning staff provided by County vs. planning staff provided at County and Local levels of government. LOCAL ISSUES Based on our attendance at the County information session and informai discussions with Council and Staff, we feel that the three main issues related to pursuing a County level Official Plan are 1) timing of approvals; 2) cost of County planning; and 3) maintaining local control of planning decisions. The attached chart measures these issues against the various models outlined above, in addition to the Mayor, Council and Staff - 3- June 12, 2008 current model of the Province acting as approval authority for local Official Plans and amendments, in the context of these three issues. Cost High High Medium Low Cost of preparing new Cost of preparing new Cost of preraring new No cost to municipalities OP OP OP for review of OP's and OPA's by Province Wouid require iarger Wouid require larger Smaller pianning staff amount of full-time staff amount of full-time staff required at County (1 Local planning services employed by County empioyed by County pianner and 1 support would continue as is staff) (consulting basis as Elgin County - estimate Eigin County - estimate required of 3 planners I 2 support of 3 planners I 2 support Local planning services staff staff would continue as is (consulting basis as required) Timing No advantage No advantage No advantage Lengthier Tied to Planning Act Tied to Planning Act Tied to Planning Act Tied to Planning Act legisiation legislation iegislation legislation Must make decision within 180 days of receipt of application or risk appeai to OMB Perceived quickness associated with local approvai Local Control Low Policy is geared towards county-wide interests Staff making recommendations employed by County Must make decision within 180 days of receipt of application or risk appeal to OMB Perceived quickness associated with local approval Must make decision within 180 days of receipt of application or risk appeal to OMB Perceived quickness associated with local approval Province has been mandated to post all Officiai Plan Amendments on the Ministry of Environments Environmental Bill of Rights Registry History also indicates the Province has significant! longer time periods for approval Medium High Lowest Local OP allows for more Local OP allows for more Policy is geared towards controi of land use policy control of land use policy Provincial interests provided It is consistent provided it is consistent with County OP goals I with County OP goals I objectives I resource objectives I resource policies policies Staff making recommendations employed by County Staff making recommendations employed by lower-tier municipality Staff making decisions often have no local context of situation Mayor. Council and Staff .4. June 12, 2008 Model #3 offers the most amount of local control and should prove to be the most cost-effective model. It is our opinion that the County planning process will be a difficult undertaking, not without some cost to each of the local municipalities. However, the advantages gained by local control can be witnessed through the overwhelming majority of municipalities in southern, central and eastern Ontario choosing either upper-tier or single-tier planning authority, combined with the stated desire by the Province to no longer act as approval authority for Elgin County. We would be happy to discuss the County planning process with Council and staff to answer any questions. Please do not hesitate to contact us at your convenience. Yours truly, William Pol, MPA, MCIP, RPP Consulting Planner to the Township of Malahlde J;\3405\O.O General\2.0 Corres - Client\....2008\PTLcounty....Planning2008..Q8..(J4.doc\2Q{)8..(J6--12\DD ~..""'.., "". '" 141001 TOWNSHIP OF SOUTHWOlD 35663 Firgal Line Fingal, ON r~OL 1KO Phone: (019) 769-2010 Fax: (519) 769.2837 Email: dmc/eod@twp.southwold.on.ca June 24, 2008 DELIVERED BY FAX: (519) 633~7661 Mark McDonald Chief Administrative Officer County of Elgin 450 Sunset Drive St. Thomas, ON N5R 5V1 Dear Mr. McDonald: Re: County Planning Please be advised that Council at its regular meeting on June 23, 2008 passed the following resolution: ". -," . .1 ~ I' .., 2008-139 "THATthis Council is in favour of the County of Elgin establishing a land use !" planning function and further that the service to be provided by the Cc unty of Elgin be of a basic nature," (Carried) Further to the above, the Township is interested in the County investigating the cost associated with the County providing a comprehensive planning function for both lower and upper-tier (full service). s truly, ~~ enise McLeod Deputy Clerk Received Time Jun, 24, 2008 2:21PM No, 0661 July 11, 2008 <(l[lye ~unicipalit~ of ~est Ittlgin RECE!VED County of Elgin 450 Sunset Drive Sl. Thomas, ON N5R 5V1 JUL t 4 2008 BY FACSIMILE AND MAIL COUNTY OF ELGIN ADMlNlSrRATIVE SERVICES Attn: Sandra J. Heffren Dear Mrs. Heffren: RE: COUNTY PLANNING Please find attached a submission from the Municipality of West Elgin on the establishment of a land use planning function in the County of Elgin. Should you have any questions please contact the undersigned. Yours truly, ^,~J) &~v---t Norma I. Bryant, Horls'A, AMCT Clerk Encl. 22413 Hoskins Line, Box 490, Rodney, Ontario NOL 2COTel: (519) 785-0560 Fax: (519) 785-0644 Submission to the County of Elgin on the Establishment of a Land Use Planning Function Municipality of West Elgin July 101\ 2008 The proposed establishment of a land use planning function by the County of Elgin has been considered by the Municipality of West Elgin. The Municipality is in receipt of the report prepared by Mark G. McDonald, Chief Administrative Officer, County of Elgin on COUllty Lalld Use Plallllillg dated 6 March 2008. Members of Council also attended the Information Meeting on 28 May 2008 held in the County Administration Building in St. Thomas to discuss the issue. The Municipality generally supports the establishment of a land use planning function at the County subject to celiain assurances. The principal advantages recognized by West Elgin are: i) faster processing of applications now requiring Provincial approval which would be transferred to the County; ii) strengthening the County's role in economic development and tourism by formalizing its goals, objectives and policies in a County official plan; iii) establishing stronger, more defensible policies on matters related to County roads by incorporating them into a County official plan; iv) development of a County-wide GIS information network. In establishing a planning function at the upper tier level in Elgin County, the Municipality of West Elgin believes that it is critical to express, in as clear terms as possible, what the responsibilities of the upper tier level will be. This clarification will avoid future issues over duplication of effOlis and the erosion of the long established planning function at the lower tier level. Based on the McDonald repOli and similar situations elsewhere, it would appear the role of the County in land use planning will be: i) preparation and implementation of a County official plan; ii) approval of plans of subdivision, plans of condominium, lower tier official plans and amendments thereto, pati lot control by-laws; iii) providing comments to lower tier municipalities on the conformity of applications under the Planning Act with the County Official Plan; iv) providing planning comments and advice on consent applications to the Land Division Committee; v) creating and maintaining a County-wide GIS infonnation network; vi) suppOliing the initiatives of the County and the lower tier municipalities in economic development and tourism. To ensure "Local municipalities would continue to be responsible for local planning similar to what they do today", the County in carrying out its land use planning function must adhere to dealing with broad planning matters and ones that cross municipal boundaries and not become involved in local and detailed planning matters. To ensure the establishment of a County planning function does not further restrict lower tier municipalities over and above the limitations imposed by the Province goveming local planning policy and decision-making, the County should commit to ensuring that in the preparation of a County official plan, the County will be no more restrictive than the Provincial Policy Statement. This commitment would preserve the status quo that local municipalities will continue to be responsible for matters under the Planning Act similar to what they have been accustomed to, as well as provide a further assurance that lower tier municipalities will not be weakened or undennined by supporting the creation of an upper tier planning function. One of the issues raised in the McDonald report relates to the role of the County Land Division Committee (LDC). The report states that the LDC, which is the consent granting authority throughout the County, could remain unaltered or it could be devolved to the lower tier municipalities. While it is agreed this would be a matter for County Council to ultimately decide, given the powers vested with it under the Planning Act, it would only likely do so with the input of the lower tier municipalities. The Municipality of West Elgin is generally satisfied with the existing system for processing applications for consent in the County. Under the existing system, applicants submit their proposed application for review and comment prior to submitting a fOlmal application to the LDC. Input at this stage has worked well in West Elgin from both the standpoint of the applicant and the Municipality. Consequently, West Elgin does not support the delegation of the consent granting authority to lower tier municipalities. On the other hand, there have been instances where there has been a patiial delegation of the consent granting authority to local committees of adjustment while retaining a land division committee in all remaining instances. Although potentially not a viable solution, this may be an approach worth considering in Elgin County where not all municipalities appear to support retention ofthe LDC. Finally, the County of Elgin has requested (June 11,2008) that lower tier municipalities that suppOli a land use planning function at the County fmiher express their support for either a basic planning service as discussed in the McDonald repOli or a comprehensive or full planning service for both upper and lower tier municipalities. Central Elgin (June 24, 2008) has requested that options for delivery of planning services on a county basis be determined and that there be a full assessment of the costs associated with all service delivery options........" . Under a 'full service' scenario (e.g. Huron County, Lambton County), staff employed by the County provide, amongst their other duties, professional planning services to the lower tier municipalities. A 'full service' department goes far beyond the establishment of a very basic planning function at the County as proposed in the McDonald repori. It is also apparent that this alternative did not wa11'ant much discussion at the Information Meeting called to discuss the report but has surfaced since. 2 Be that as it may, there are a number of factors other than cost which arise in consideration of a 'full service' scenario. Such an analysis, if one is to be undertaken, should only be undeliaken on a thorough and comprehensive basis with all factors considered, including the experience elsewhere. While a 'full service' depatiment may have merit and ultimately a path the County and its member municipalities may want to take, it is at this juncture considered premature and one West Elgin does not support. In summary, the establishment of a land use planning function at the County is capable of being supported by the Municipality of West Elgin subject to the following: a) the functions of the County in land use planning are clearly defined and formalized; b) a clear distinction is atiiculated between the planning responsibilities and interests of the upper tier level such that the cun'ent role in land use planning at the lower tier level is not weakened; c) the Terms of Reference for the preparation of a County official plan be circulated for review and comment to lower tier municipalities; d) the County Official Plan ultimately adopted is no more restrictive than the Provincial Policy Statement; e) the establishment of a County land use planning function be implemented as a 'basic' service as opposed to a comprehensive or 'full' service for both the upper tier and lower tier; f) the County retain the CU1l'ent system with respect to the granting of consents by the County Land Division Committee. 3 REPORT TO COUNTY COUNCIL FROM: Mark G. McDonald, Chief Administrative Officer. DATE: July 14, 2008 SUBJECT: Sponsoring Youth Initiatives Through Grants CORPORATE GOAL/S) REFERENCED: 1. To promote Elgin as "The Place to Live" INTRODUCTION: In June 2007 Council approved a grant of $1,000 to Mr. Tucker Vendrig, a local high school student, to help defray the cost of participating in Global Vision's economic mission to Vietnam, Malaysia and Singapore. Council considered this request as a special circumstance; a specific marketing initiative and an opportunity to showcase Elgin County in the global marketplace. In April 2008 Council denied a request from Amber Patrick, a local student, to contribute to her involvement in a humanitarian relief effort in the Dominican Republic. In June 2008 Council approved a grant of $500 to Mr. Scott Brunelle, another local high school student, to help pay the registration fee to attend the World Leadership Conference to be held in Washington D.C. Mr. Brunelle was selected as one of four student ambassadors to represent mid-western Ontario. In July 2008 Council is again being asked to sponsor a local high school student, Miss Chelsey Watters, to help defray some of the costs of participating in a year long cultural exchange program through the Rotary Club of Sl. Thomas. The purpose of this report is to seek direction from Council on how best to treat these requests which are likely to multiply in number once word gets out that monies are available for such worthwhile endeavours. DISCUSSION: All three requests are legitimate and worthy of consideration. These students, and others like them, are to be commended on their leadership skills and promotional abilities. The difficulty lies in developing a clear and consistent public policy under which to honour such requests. For example, every year high school students have an opportunity to travel abroad on school trips. Is Council prepared to help fund these students, who are, in a sense, unofficial ambassadors for their country and their county? What criteria does one use to distinguish worthy candidates from others? How much of a grant is appropriate? Should a minimum time spent abroad be imposed (i.e. one month or one year) in order to qualify? Perhaps the larger question relates to the County's role in sponsoring requests of this nature. At one time, Council provided educational grants (scholarships) to local universities to be applied to students from Elgin County. It was later determined that this type of assistance did not fit the County's mandate and responsibility; that the property tax was not meant for such initiatives. It could be argued that providing financial assistance to local student ambassadors does not meet the County's mandate today. However, with the introduction of the new marketing and branding initiative, including a new corporate identity, Council could consider (upon written request) supplying marketing materials (pens, pins etc) to students traveling abroad under ambassador programs. The number of items would be at the Warden and/or Chief Administrative Officer's discretion and would be based on factors such as length of time across the border, number of countries visited and the program presented. As for the specific requests from Miss Chelsey Watters and Miss Amber Patrick, Council, to be consistent, may wish to honour the requests with a $500 donation, making these the last ones sponsored in favour of a new method of recognition. CONCLUSION: It is highly likely that County Council will be inundated with similar worthwhile requests to sponsor local students or local residents while they represent their country and their county across various borders. It is difficult if not impossible to set a policy that will address every situation in a fair and consistent manner. Moreover, once the floodgates have opened, the effect on municipal coffers will be equally difficult to predict. RECOMMENDATION: THAT Elgin County Council acknowledge and applaud student and citizen ambassadorial initiatives in other countries with a letter of introduction/commendation from the Warden and by supplying promotional materials utilizing the corporate logo, as approved by the Warden or Chief Administrative Officer; and, THAT the practice of sponsoring ambassadors, students and others, with a specific grant be discontinued effective July 23rd, 2008. ALL of which' !fully submitted, onald, er. Rotary Youth Exchange 2008/2009 . . 0 Host Club: Andenne Belgium July 5, 2008 ?~eceIVEf) JUL 0 9 2008 COUNTY OF aGlN ADw.N.JSTRATlVE SEtWm Chelsey Watters 6174 Oakview Crescent Union, ON, NOL 2LO 519-633-9313 chelsey.watters@hotmail.com Warden Sylvia Hofhuis, My name is Chelsey Watters and I am writing to you in regard to my upcoming international, cultural exchange through the Rotary Club of St. Thomas. I have been selected as the local ambassador to represent St. Thomas and Elgin County in Belgium for one year, which commences August 15,2008. I am a resident of Union, a graduate of Parkside Collegiate Institute's class of 2008 and former Interact (Junior Rotary) Club President prominent in the volunteering community of Elgin County. In Belgium, I will be representing the St. Thomas Rotary Club, Canada, and Elgin County while living with three host families and attending high school in Andenne, Belgium. During this time I will give presentations to the local Rotary clubs educating them about my country and community. My consequent goals are twofold: to become bilingual in French and English and bring my skills back to St. Thomas and diversifY our esteemed county. Having the SUPPOlt of the County of Elgin is of the utmost importance to me in the promotion of my home country and community abroad. Financial sponsorship would help mitigate the costs of my travels and ultimately allow me to further my youth ambassador role into surrounding countries such as France, Germany, Holland and Switzerland. The estimate of my cultural exchange expenses are $12,000.00, therefore financial sponsorship is crucial to maximize my experience in Belgium and the European Union. Your sponsorship will allow me to become an independent, and culturally cognizant youth ambassador for St. Thomas, Elgin County, and Canada. Please help me firstly in my dream of living abroad, and I will subsequently return the favour by promoting Elgin County during my travels and upon my homecoming in 2009 share my cultural experience and knowledge with Elgin County. SC;;)'ill1 W~ Chelsey Watters Sponsor Club: St. Thomas Canada 1+1 Chelsey Watters 6/740akviewCres. Union, Ontario, Canada NOL 210 Phone: 519-633-9313 Emai1: chelsey.watters@hotmal1.com II ;p~ Err; i:S ~\?'~:; D Amber Patrick 215 Brentwood Crescent Belmont ON, NOL lBO 519-644-0984 apatrick215@msn.com I" 1') c, {) 'J006 ~-<i..\ I,' ", ' f 'to \' -' ~ "'\I ~'.,"" "''''1 j....../)i ;;.l:.: ~ 'l~ ,.1 ~~l:' ",,:~ ~,!,'~ 1 ;: ,_.' f ......~. ,1 " . ;!'c""'''''(l..',I.r\.f'''f\ '\ rr~,!'N.t'.rr<1 y~ 1~ -r h; ",;. !:-~{ . r\~ h~i'-ie;1~:",'<,.).~;'}.,I;,-!! ~ ,.~t.._\I.",,"" Dear Warden Hofhuis, Hellol My name is Amber Patrick and I am 15 years old. I have lived in Belmont all my life and am cun'ently attending East Elgin Secondary School. This summer I am participating in a program called Hero Holiday. Hero Holiday is a program that allows people from all across Canada to participate in humanitarian relief projects. Last year, in only eleven days the participants in Hero Holiday were able to build an entire school with a fresh water line. They were also able to start building a medical clinic, clean through a dump that was inhabited by Haitian refugees, and care for children at a local orphanage (many who suffered from malnutrition). This year we will be setting similar goals and continuing many of the projects started last summer. Our main goal is to complete another school in a nearby town and continue working with local orphanages and building homes. My personal goal is to see fIrst hand how two thirds of the world live, expand my world view and become an educator on world poverty by sharing my experiences. My plan is to start small. I am currently a member of Youth in Action (a group at East Elgin that fundraises for children in poverty) and next year I will be applying for President of this group. This experience will help me educate my school on how important this issue is and hoJV each individual canlllake a difference. The eleven-day trip to Sousa, Dominican Republic costs $2100. Half of this cost is a donation that goes directly towards these relief projects. The other half covers flights, accommodation and meals. I have been saving funds from my pali time job as a Library CAP Student in Aylmer; however, I have been encouraged by the program and past students to fundraise for this wOlihwhile experience. Hero Holiday is a registered charitable organization and any non- family donations are eligible for a full tax receipt. For further information about this program please visit the website at www.heroholidav.com or call me directly. I am writing you as Warden to see if the County of Elgin would be interested in sponsoring me. I intend on compiling a slideshow of my trip and would gladly share my experiences with you should you be interested. Thank you for taking the time to read my submission and I look forward to hearing from you should you consider my trip worthy of a donation. Please feel free to call me anytime regarding my plans. Sincerely, ~-P~ Amber Patrick "WlV ouv.lei>>.w{ecltt'ha.t; what' WlV CWlV ~ w jlMt CI/ drop {,yv(;he; ocecuv. 'But' lft'ha.t; drop wow I"tOt" {,yv(;he; ~ (;he; ~ w~ be" leaY ~oft'ha.t; ~drop." -l<1othe-v T 0Ve1,CI/ M/dljoP COff~j) (D uJrU;}~4 b;lu:;;P Amber Patrick 215 Brentwood Crescent Belmont ON, NOL lBO 519-644-0984 apatrick215IalJllsn.com Emplovment Experience Youth Community Access Program (CAP) Worker Sept. 2007-Present Aylmer Old Town Hall Library, Aylmer ON . Provide Internet and Computer Training to the community . Advertise CAP Program through information fairs throughout community Child Care Provider Private Home Residents, Belmont ON . Assure child's safety at all times . Provide nutritious meals and snacks 2006- Present Volunteer Experience Caterer at Lung Cancer Research Gala Tillsonburg ON 2008 Youth Swimming Aide YMCA, St. Thomas ON 2006- 2007 Girl Guide (Brownies Level) Leader Belmont ON 2005-2006 Education and Trainin!! East Elgin Secondary School, Aylmer ON . Currently working towards Ontario Secondary School Diploma WHIMS Training . Elgin County Human Resources Department, St. Thomas ON Counsellor in Training (CIT) Program . Pearce Williams United Church Christian Centre, Fingal ON Bronze Medallion Swimming Course . YMCA, St. Thomas ON Red Cross Babysitting Course . London Public Library, London ON 2006- Present 2007 2007 2007 2005 Interests and Hobbies . East Elgin Track and Field Team, Swim Team . Youth In Action (YIA) Member at East Elgin . Girls and Boys Athletic Association (GABAA) Member at East Elgin Academic Achievements . Top Female Physical Education Award (Grade 9) 2007 . Top Mathematics Award (Grade 9) 2007 . French Award (Grade 8) 2006 . Queen's University Book Award (Grade 8) 2006 . Grade Eight Valedictorian Davenport Public School 2006 . Female Academic Award (Grade 8) 2006 . Ontario Principal's Choice (OPC) Award for Student Leadership (Grade 6) 2004 REPORT TO COUNTY COUNCIL FROM: Linda B. Veger, Director of Financial Services DATE: June 6, 2008 SUBJECT: Assistance to Municipalities - Assessment Appeals CORPORATE GOAL'S) REFERENCED: To ensure fiscal responsibility and accountability. INTRODUCTION: In June 2007 and again in January 2008 the Township of Southwold approached the County for financial support relating to an assessment appeal on a large industrial property. Council agreed and instructed staff to prepare a guideline relating to future requests of this nature. DISCUSSION: At the lower tier, assessment within the municipality determines the share of taxes each property class generates within the municipality. That assessment determines the starting point of the tax calculation, the residential tax rate. At the county level, assessment from each lower tier is totalled to determine the residential rate for the entire county. A large assessment in one municipality increases the county total thereby generating more tax dollars in one class to the benefit of other classes in all the lower tier municipalities. If a property with a large assessment has a successful appeal and the assessment is lowered considerably or the class changed, the consequences will be felt by all tax payers. There are few properties that could have a significant effect across the county. Those properties are in the multi-residential, commercial, industrial, and large industrial classes. As an example, the table below indicates the effect on County taxes of the loss of $1 million in assessment. Approximate numbers of properties with assessed values exceeding $1 million and the effect of $1 million loss of assessment are: Class No. of Avg. Assessed Value Loss of Revenue Properties with $1 million loss of assessment Multi-residential 6 1,370,000 $13,680 Commercial 11 2,255,000 $9,550 Industrial 9 1,537,000 $12,975 Larae industrial 5 3,054,000 $16,510 (The above calculations exclude one large industrial property.) Successful assessment appeals erode the tax base and shift tax dollars from the affected class onto other tax classes. The following guidelines are suggested to assist in determining whether or not the county should financially assist with assessment appeals: . Assistance for consulting fees relating to assessment appeals on properties in the multi-residential, commercial, industrial, and large industrial classes will be considered. . Assistance will be considered on properties having minimum assessment of $1 million. . Assistance will be considered for appeals that seek a reduction of at least $500,000 in assessment. . Maximum financial assistance per municipality - 50% of the consulting fees receipts up to a maximum of $5,000 per property. The County has received a request for financial assistance from the Town of Aylmer for appeals on two properties. Both properties meet the assessment criteria however the invoices relate to 2007 and 2006. ($4,523.50 - 2007, $604.50 - 2006). If Council agreed to provide assistance, the cost would be $2,564. CONCLUSION: A number of large properties in the county are appealing their assessments. The lower tier municipalities are attempting to protect their assessment base by utilizing firms that specialize in defending those appeals. The municipalities are now approaching the county for financial assistance. Council may wish to utilize the above guidelines in determining whether or not to provide financial assistance. RECOMMENDATION: THAT the guidelines as set out in the report titled Assistance to Municipalities - Assessment Appeals from the Director of Financial Services and dated June 6, 2008 be approved; and, THAT the effective date of these guidelines be January 1, 2008. Respectfully Submitted Approved fo ion ~~ M-p- Linda B. Veger Director of Financial Services fficer REPORT TO COUNTY COUNCIL FROM: Linda B. Veger, Director of Financial Services DATE: June 26, 2008 SUBJECT: Budget Comparison - May 31,2008 Corporate Goal Referenced: To ensure fiscal responsibility and accountability. Introduction: Attached is the budget comparison to May 31, 2008 for the County operating departments. Discussion: The departmental totals are reasonable for the fifth month of the year. Some benefit lines are over but that will reduce as employees reach the maximums for Canada pension and employment insurance. Corporate Expenditures - the insurance premium is already paid increasing the percent of budget up to 62.83% to May 31. Also the payment has been made for doctor recruitment. Engineering - maintenance payments are made early in the year to assist the municipalities with snow clearing thereby increasing that budget to 48.72% to May 31. Training that is offered to the roads superintendents, at no cost, has been paid for early in the year. Overall the three Homes are in a positive position. The increases in revenues started flowing in April. Provincial Offences - payments will be made to the municipalities in July. Fines revenues are approximately the same as in 2007 to this date. Ambulance Services - the up-staffing that was included in the budget has not taken place as yet. Payments to the contractor are under budget leading to lower than expected revenues from St. Thomas. Collections - payments will be made to the municipalities in July. City of St. Thomas - (not included on the budget comparison) - three programs that we share with the City of St. Thomas, Ontario Works, Child Care, and Social Housing, are over budget by approximately $173,000 to May 31. Social Housing over $55,000, Ontario Works/Income Maintenance over $106,000, Child Care under $4,000 and Administration Fees over $16,000. All indications are that this trend will continue. Please refer to the following report for additional information. Recommendation: THAT the report titled Budget Comparison - May 31,2008 and dated June 26, 2008 be received and filed. Respectfully Submitted cJ-i'Or u 'on ~~,d~ Linda B. Veger Director of Financial Services G. McDonald Chief Admlnls ra ive Officer COUNTY OF ELGIN Departmental Budget Comparisons For The 5 Periods Ending May31, 2008 Total YTD YTD Variance %OF Budget Budget Actual 0 Budget Warden & Council Wages 197,980 82,492 82,154 337 Benefits 38,900 16,208 3,357 12,851 Operations 74,275 41,656 41,050 606 Total 311,155 140,356 126,562 13,795 40.67% Administrative Services Wages 286,923 111,039 110,517 522 Benefits 70,519 27,291 27,867 (576) Operations 16,300 6,792 8,370 (1,579) Total 373,742 145,122 146,754 (1,633) 39.27% Financial Services Wages 336,733 130,316 131,356 (1,040) Benefits 79,754 30,865 33,465 (2,600) Operations 17,332 7,222 8,182 (960) Total 433,819 168,402 173,003 (4,600) 39.88% Human Resources Wages 338,486 130,994 126,739 4,255 Benefits 82,445 31,966 27,034 4,932 Operations 17,800 7,417 8,062 (646) Total 438,731 170,376 161,835 8,541 36.89% Administration Building Wages 202,630 78,418 70,438 7,980 Benefits 48,848 18,904 17,685 1,219 Operations 123,280 51,367 29,901 21,465 Total 374,758 148,689 118,024 30,665 31.49% Corporate Expenditures insurance 259,000 230,144 221,990 8,154 Telephone 35,000 14,583 14,550 33 Legal & Professional 162,000 67,500 88,047 (20,547) Retiree Benefits 18,000 7,500 6,690 810 Other Expenditures 90,675 37,781 23,532 14,250 Total 564,675 357,509 354,809 2,700 62.83% Engineering Wages 274,910 106,390 104,825 1,565 Benefits 62,633 24,239 26,867 (2,628) Operations 68,800 28,667 39,972 (11,305) Maintenance 2,645,542 1,340,271 1,315,121 25,150 Total 3,051,885 1,499,567 1,486,784 12,783 48.72% Agriculture Fees Revenue 0 0 0 0 Operations 34,500 8,725 8,402 323 Total 34,500 8,725 8,402 323 24.35% Elgin Manor Revenues (4,793,451) (1,997,271) (1,990,215) (7,056) Wages 4,385,801 1,697,305 1,654,942 42,363 Benefits 1,185,466 458,775 444,119 14,656 Operations 1,009,930 420,804 320,893 99,911 Total 1,787,746 579,613 429,739 149,874 24.04% Terrace Lodge Revenues (5,396,941) (2,248,725) (2,242,789) (5,936) Wages 4,582,460 1,773,412 1,817,028 (43,616) Benefits 1,121,433 433,994 480,720 (46,726) Operations 1,136,675 473,615 346,892 126,723 Total 1,443,627 432,296 401,851 30,444 27.84% Bobier Villa Revenues (3,025,137) (1,260,474) (1,244,045) (16,429) Wages 3,103,499 1,201,054 1,218,717 (17,664) Benefits 722,396 279,567 295,760 (16,193) Operations 749,653 312,356 218,041 94,315 Total 1,550,411 532,503 488,473 44,030 31.51% Museum Wages 102,025 39,602 43,896 (4,294) Benefits 24,836 9,612 10,192 (580) Operations 25,300 10,542 (752) 11,294 Total 152,161 59,756 53,335 6,420 35.05% Library Wages 1,209,766 468,179 481,003 (12,824) Benefits 318,300 123,182 119,132 4,050 Collections 245,000 102,083 113,429 (11,346) Operations 246,247 102,603 45,695 56,908 Total 2,019,313 796,048 759,260 36,788 37.60% Archives Wages 97,316 37,661 46,084 (8,422) Benefits 24,602 9,521 10,914 (1,393) Operations 51,800 21,583 10,854 10,730 Total 173,718 68,766 67,851 915 39.06% Land Division Wages 56,464 22,314 19,826 2,488 Benefits 10,260 3,988 4,043 (54) Operations (63,000) (26,250) (29,074) 2,824 Total 3,724 53 (5,205) 5,257 (139.76%) Emergency Measures Wages 5,460 2,113 2,113 0 Benefits 1,420 550 550 0 Operations 9,000 3,750 (1,008) 4,758 Total 15,880 6,413 1,654 4,758 10.42% Information Technologies Wages 209,365 81,024 82,131 (1,107) Benefits 53,938 20,874 21,689 (815) Operations 317,700 132,375 77 ,953 54,422 Total 581,003 234,273 181,774 52,499 31.29% Provincial Offences Grant (78,590) (32,746) 0 (32,746) Fines Revenues (850,000) (354,167) (378,144) 23,977 Shared Revenues - Municipal 494,799 0 0 0 Wages 159,687 61,799 64,389 (2,590) Benefits 38,632 14,951 16,497 (1,547) Operations 213,175 88,823 62,262 26,561 Total (22,297) (221,340) (234,996) 13,656 1053.94% Ambulance Services Province of Ontario (3,551,002) (1,479,584) (1,494,397) 14,813 City of SI. Thomas (1,433,802) (597,418) (533,204) (64,214) Contractor Payments 6,940,053 2,891,689 2,735,343 156,345 Wages 70,592 27,319 27,589 (270) Benefits 17 ,549 6,791 7,276 (484) Operations 35,300 14,708 10,263 4,446 Total 2,078,690 863,506 752,871 110,635 36.22% Collections Revenue (461,175) (192,156) (185,238) (6,918) Shared Revenues - Municipal 262,652 109,438 2 1 09,436 Wages 0 0 0 0 Benefits 0 0 0 0 Operations 180,475 75,198 7,765 67,433 Total (18,048) (7,520) (177,471) 169,951 983.33% Tourism Grants (82,791) (34,496) (31,811) (2,685) Wages 60,281 23,329 21,965 1,364 Benefits 13,680 5,294 2,736 2,558 Operations 119,395 49,748 35,238 14,510 Total 110,565 43,875 28,128 15,746 25.44% Economic Development Grants (20,000) (8,333) 0 (8,333) Wages 82,519 31,935 30,896 1,039 Benefits 20,524 7,943 9,184 (1,241) Operations 174,300 72,625 13,655 58,970 Total 257,343 104,169 53,734 50,435 20.88% REPORT TO COUNTY COUNCIL FROM: Linda B. Veger, Director of Financial Services DATE: June 12, 2008 SUBJECT: City of St. Thomas - Ontario Works to May 31,2008 CORPORATE GOAL(S) REFERENCED: To ensure fiscal responsibility and accountability. INTRODUCTION I DISCUSSION: As has been indicated by the City of St. Thomas in the regular quarterly reporting regarding Ontario Works, Child Care, and Social Housing, the number of cases has increased significantly in 2008. The City anticipated an increase and included extra dollars in the 2008 budget. However, the increase has not kept pace with the increase in costs. The May 2008 invoices have been received and result in a negative variance of $173,032 for the County. The Director of Ontario Works has advised that the caseload continues to increase. As of the end of May 2008 the caseload was approximately 1150 clients, 275 more than last summer. St. Thomas estimated a 2008 case load of approximately 1000 (average over the year). Over the summer months, their experience has been one of fluctuations and reductions. Unfortunately, the reductions are not happening this year. With the recent announcement of plant closings and the continued challenge within the economy, the caseload continues to increase. Both the City and the County will experience increasing costs throughout 2008. CONCLUSION: The County is experiencing an over expenditure of approximately $173,000 in Ontario Works, Child Care, and Social Housing budget lines to May 31,2008. RECOMMENDATION: THAT the report titled City of St. Thomas - Ontario Works to May 31, 2008 from the Director of Financial Services and dated June 12,2008 be received and filed. Respectfully Submitted K~~ Linda B. Veger Director of Financial Services Approved f ission 4 . REPORT TO COUNCIL FROM: Usa Terrio, Financial Services DATE: 14 July 2008 SUBJECT: 2008/2009 Community Support Services Proposed Budget CORPORATE GOALS REFERENCED: To ensure fiscal responsibility and accountability. INTRODUCTION The County of Elgin receives funding from the Ministry of Health and Long Term Care, through a program known as Community Support Services, more commonly known as the Adult Day Program, for elderly clients in East and West Elgin. These funds are dispersed to the programs at Terrace Lodge and Bobier Villa. As well, the City of St. Thomas, who heads up the program at the Valleyview Home for the Aged, receives funding from the County program to provide services for the residents of St. Thomas and the Central Area of the County. Since the two programs share similar goals and a Program Co-ordinator, the delivery of this much needed service to the community is enhanced by this joint arrangement. With the assistance of the Program Co-ordinator, information is obtained for the completion of quarterly forms and the County's annual funding request. The ability to cut costs and to ensure that services are not duplicated remains a primary goal of the partnership that meets on a regular basis throughout the year. DISCUSSION: In consultation with the Program Co-ordinator and the Directors of Senior Services for Terrace Lodge and Bobier Villa, the budget for the 2008/2009 Adult Day Program has now been formulated. This program is funded 100% through provincial funding and client revenues. There was no additional cost to the County for the 2007/2008 fiscal year. As Council may recall, there was a small over expenditure last year resulting from high travel costs. Through a close scrutiny of expenditures Terrace Lodge recovered the full $2,512.00 2006/2007 transportation overage by December 2007. CONCLUSION: The proposed 2008/2009 balanced budget must now be forwarded to the Province for their approval with the appropriate approval from Council. RECOMMENDATION: THAT the 2008/2009 Community Support Services Budget be approved. Respectfully Submitted ~ /" .' VU-t. tJ c.' Lisa Terrio Financial Services 4J~ Linda Veger Director of Financial Services rJJvvuf/jJelv!tdhIls Rhonda Roberts' . Director of Senior Services Terrace Lodge f2 (J~~",,, ,<"",-,--, PatVandevenne Director of Seniors Services, Bobier Villa REPORT TO COUNTY COUNCIL FROM: Linda B. Veger, Director of Financial Services DATE: July 3, 2008 SUBJECT: Capping Options CORPORATE GOAL(Sl REFERENCED: To ensure fiscal responsibility and accountability. INTRODUCTION: Each year Council has the opportunity to review its current tax policy. The current policy includes: . Tax ratios as determined by the Province with the exception of industrial which was lowered in 2002. . Selection of the optional class, large industrial. . Tax reductions of 30% and 35% for vacant/excess lands within the commercial and industrial classes. . Lower limit of 100% for new construction (2008 limit) - up from 90% in 2007. . Tax relief for low income seniors and low income persons with disabilities. . Tax relief for charitable organizations. . Capping options - annualized tax limit increase at 10%, the prior years' current value assessment (CVA) tax limit increase at 5%, and the CVA threshold for protected (increasing) properties at $250. DISCUSSION: The Treasurers were polled regarding the capping options and all agree that the options should remain the same as in 2007. Also, there has not been any pressure from the Province to move towards the range of fairness with the ratios. CONCLUSION: The recommendation to Council is to utilize the same capping options as in 2007. RECOMMENDATION: THAT County tax policy set the annualized tax limit increase at 10%, the prior years current value assessment (CVA) tax limit increase at 5%, and the CVA threshold for protected (increasing) properties at $250; and, THAT the County tax policy be reviewed for the 2009 taxation year. Respectfully Submitted Mar al Chief Administrative Officer L~~~~ Director of Financial Services REPORT TO COUNTY COUNCIL FROM: Linda B. Veger, Director of Financial Services DATE: June 10, 2008 SUBJECT: 2007 Financial Indicator Review CORPORATE GOAL(S) REFERENCED: To ensure fiscal responsibility and accountability. INTRODUCTION: The mandate of the Ministry of Municipal Affairs and Housing (MMAH) includes the goal of building municipal financial capacity. The role of MMAH is to monitor and review the financial capacity and the financial health of municipalities, as well as the municipality's ability to react to financial challenges such as decreases in provincial funding or unforeseen expenditures for major capital infrastructure projects. For a consistent provincial approach, MMAH adopted seven key financial indicators taken from the Financial Information Returns (FIR's) that are used as a filter to identify whether municipalities are or may at some point in the future be at risk or financial challenge. The County review based on the 2006 Financial Information Return is attached to this report. DISCUSSION: The 2007 Year-end review of the financial indicators based on the 2006 Financial Information Return is as follows: 1. Total debt burden per Household Provincial Threshold . Less than $400 is considered Low Risk . $400 to $1,000 is considered Moderate Risk . Over $1,000 is considered High Risk Elgin County The county's total was $195. This compares to an average across the province of $475. The risk level is low. Own purpose debt charges as a % of municipal operating expenses. Provincial Threshold . Less than 5% is considered Low Risk . 5% to 10% is considered Moderate Risk . Greater than 10% is considered High Risk The county's debt charges were 1.59% of municipal operating expenditure and are therefore considered low risk. A high percentage would indicate a municipality has high fixed costs for debt charges and reduced or limited flexibility to respond to sudden demands on the municipal budget. 2. Temporary loans for current purposes as a % of municipal operating expenditures. The county has no operating loans outstanding. A high percentage that exceeds 20% may indicate that the municipality needs to budget more carefully for anticipated expenditures. Section 407 (2) (b) of the Municipal Act 2001 states that the amount that a municipality can borrow may not exceed 25% of total estimated revenues of the municipality as set out in the budget adopted for the year in the last quarter (September to December). 3. Total reserves and discretionary reserve funds per household and as a percentage of municipal operating expenditures. A high percentage may indicate that a municipality is setting aside substantial revenues for future projects. A low percentage may indicate a municipality that has little flexibility to offset non budgeted revenue losses or expenditure increases. The county's per household reserves are $273 compared to an average of $491. The percent is 11.4% as compared to an average of 23.17%. The province considers the county at a moderate risk level. Generally, MMAH will look for levels that are 25% for counties. Average may be higher or lower, depending on the municipal grouping. This is an indication that the county's reserve levels should be increased. A report will be forthcoming. 4. Net contributions to reserves and discretionary reserve funds as a % of total operating and capital expenditures. A decrease should be monitored but is generally only a concern where a negative trend is continual. The county's 2006 total was (1.04%) and is considered a moderate risk. 5. Total taxes receivable as a % of total taxes levied - lower tier and single tier only. Tax arrears of less than 10% are considered low risk. A percentage greater than 15% may indicate the ability or inability of taxpayers to payor may indicate collection procedure problems. 6. Working fund reserves and contingency funds as a % of current years taxes receivable - lower tier and single tier only. Levels below 75% should be monitored. Good working fund reserves may help to alleviate short term borrowing for current purposes. (While this is not an indicator for the upper tier, in 2006, the year end working fund balance was $500,000. Year end contingencies were $655,532). 7. Surplus or deficit as a % of own purpose taxation Provincial Threshold . A budget variance of less than 10% is considered acceptable. . A negative variance. (I.e. a deficit indicates the shortfall in revenues must be funded in the budget estimate for the following year.) The higher the percentage, the greater the potential affect on future tax rates. . Deficits of less than 5% are considered low risk, levels of 5 to 10% are moderate risk. The county's total for 2006 was 1.71 % and is considered low risk. In addition to the key seven financial indicators, municipal advisors often look at supplementary indicators such as the annual repayment limit (ARL), borrowing capacity overall and at the municipal position. The ARL sets out the maximum additional annual amount (principal and interest) for which the municipality can long term borrow without going to the OMS for approval. The county's total for 2008 is $6,008,050.The borrowing capacity is a calculation of the amount of new debt that could be supported within the current ARL. The municipal position is an overall measure of a municipality's financial assets less its liabilities and there is no risk rating assigned. The county's municipal position at year end in 2006 was in a negative position and has been for the last three years. The financial challenges facing western municipalities are long-term debt burden and low levels of reserves and reserve funds. Municipalities located in south-western Ontario are taking a proactive approach in developing policies to provide for annual contributions to reserves and reserve funds. CONCLUSION: As indicated in the 2007 financial indicator review the County is considered a moderate risk with its lower than average reserve levels and its negative municipal position per household. These two indicators can be resolved by increasing the annual contribution to reserves thereby increasing the financial assets and increasing the flexibility to absorb higher costs or unexpected expenditures. The balance of the indicators are considered low risk. RECOMMENDATION: THAT the report titled 2007 Financial Indicator Review from the Director of Financial Services and dated June 10,2008 be received and filed. Respectfully Submitted L~~ Director of Financial Services Approved f ion Mark G. c Chief Administrative Officer Prinled:5123/2008 Minislry of MUrlicipal Affairs arld Housing 1012 basis, Ministry staff conduct a review of the Financial Information Returns (FIR's) and financial Statements submitted Through the use of several key flnanclallndicators, municipal financial performance is monitored in relation to Thresholds, It is important to remember however, that these financial indicators only provide a financial moment in time and shoutd never be used in isolation, but supported with aU other information sources, financlallnformation Return review process and follow-up, Ministry staff may routinely contact and discuss with the Treasurer in an effort to better understand your municipalfty'soveratt financial position and offer our with these matters, on Financial Indicators: per Household. Significantty high debt load should be explored further. combination indicator Debt Burden per Household and Own Purpose DebtCharges as a % of Municipal Operating debt burden and debt charges are high, then the indicator would be high risk. If the debt burden is high and are moderate, then the indicator would be moderate risk. Loans for Current Purposes as a % of Municipal Operating Expenditures. Sec. 407(2)(b) of Act 2001, states that the amount a municipality may borrow must not exceed 25% of the total estimated revenues as set out inthe budget adopted for theyear, in the last quarter (Sept. -Dec.). and Discretionary Reserve Funds per Household - This comparison is to be based on municipal and local knowledge. Low reserves indicate that the municipality may have tittle flexibility to offset non-budgeted or expenditure increases, It Is recognized that municipalities vlith high reserves may have allocated part or aU of reserves for future capital needs. and Discretionary Reserve Funds as a % of Municipal Operating Expenditures. This to be based on municipal grouping and local knowledge. A low % would indicate that the municipality may have to offset non-budgeted revenue losses or expenditure increases. to Reserves and Discretionary Reserve Funds as a % of Municipal Operating and Expenditures. A decrease (negative percent) should be monitored. It could mean that designated funds are being capital projeCts but it coutd also mean that reserves are being used to reduce tax increases. Receivable as a % of Total Taxes Levied - This is a lower-tier I single~tier measure. Fund Reserves and Contingency Funds as a % of Current Year's Taxes Receivable. Adequate fund reserves and contingency funds provide a municipality with the flexibility to effectively manage current cash flow any unknown or unforeseen liabilities do not have a significant impact on future tax levies should the liability Levels of working fund reserves and contingency funds should be routinely monitored to ensure adequate flexibility cash flow. Municipalities should maintain a level of working fund reserves and contingency funds equal to or greater 75% of the amount of current year's taxes receivable. Levels below 75% should be monitored. Surplus I Deficit as a % of Own Purpose Taxation - The Municipal Act 2001, requires municipalities to set a palanced budget. Significant surpluses should be monitored. Local knowledge would determine whether a surplus is not moderate or high risk. Municipal Position per Household - In basic terms, municipal position is an overall measure of a municipality's financial assets less its liabilities. It is the total fund balances, excluding equity in government business enterprises, and less amounts to be recovered in future years for items such as: post-employment benefits, landfill closure and post-closure, long-term liabilities, interest and tease purchase agreements (tangible capital assets). Municipal position should be used vnth caution, however, as it does not incorporate certain liabfllties such as future capital expenditures, contingent liabilities, or long-term financial obligations such as leases. Prinled:512312008 MinislryofMunicipal Affairs and Housing 20f2 REPORT TO COUNTY COUNCIL FROM: Sonia Beavers, Purchasing Co-ordinator DATE: July 8, 2008 SUBJECT: Semi-Annual Information Report - Contract Awards January 1, 2008 to June 30, 2008 CORPORATE GOAL(S) REFERENCED: To ensure fiscal responsibility and accountability. INTRODUCTION As per the County of Elgin's Procurement Policy 10.1; " an information report containing the details relevant to the exercise of delegated authority for all contracts awarded that exceed $5,000 including amendments and renewals is to be prepared and reported to Council on a semi-annual basis". DISCUSSION I CONCLUSION: The Council of the Corporation of the County of Elgin delegated authority to the Directors to award contracts as follows; Value Greater than $5,000 but less than $50 000 Greater than $50,000 but less than $100 000 Re ort Status No report to Council required if within 10% of the a roved bud et allocation No report to Council required if within approved bud et However, Council also approved that a semi-annual information report would be brought forward containing details of the award of contracts including amendments and renewals. The details of the award of contracts is attached as Appendix A. RECOMMENDATION: THAT the Semi-Annual Information Report - Contract Awards dated January 1, 2008 to June 30, 2008 be received and filed. Respectfully Submitted ~n~.,~ Sonia Beavers Purchasing Co-Ordinator Approved for Submission ~~~~~~A/ Linda Veger ;y. Dir of Financial SerVice APPENDIX A Purchases greater than $5.000 but less than $100.000 January 1. 2008 to June 30. 2008 Department Budget Project Award Bid Price Allocation (includes taxes) Engineering Capital Installation of Ambrose $ 9,624.11 heat pumps 3rd Plumbing floor Engineering Operational Supply & Install Ambrose $ 5,587.81 grease interceptor Plumbing at Bobier Villa Engineering Capital Washroom Ambrose $ 21,445.20 Renovations 1st Plumbing Floor Engineering Capital Hardware and Allmar $ 7,153.69 doors International Engineering Capital HVAC Carrier $ 15,707.00 replacement for Whites Station Engineering Capital Tile for Bobier Centura $ 11,779.16 Villa Engineering Capital Washroom CD Drywall $ 9,100.35 Renovations 1st Floor Engineering Capital Install HVAC at Climate Control $ 49,245.00 White Station Engineering Capital Pressure Treated Copp's Buildall $ 6,373.20 Wood Engineering Capital Plaques for Coyle and Greer $ 5,237.55 Comrif proiects Awards Engineering Capital Installation of Fire Forest City $ 12,065.08 Alarm Equipment Protection for Terrace Lodqe Engineering Capital Office Renov for Harding Drywall $ 14,168.70 Topiqs Engineering Operational Purchase used Hyde Park $ 6,215.00 tractor with snow Equipment blower for BV Engineering Capital Architectural Paul F. Loreto $ 28,737.12 Services Renovations APPENDIX A Purchases greater than $5.000 but less than $100,000 January 1. 2008 to June 30. 2008 Department Budget Project Award Bid Price Allocation (includes taxes) Enaineerina Caoital Electrical - Tooias RA Barnes $ 8,399.73 Engineering Capital Installation and RMB $ 8,066.53 programming of Communication FOBS Systems Enaineerina Caoital Bucks Bridae Soriet Assoc. $ 8,042.91 Enqineerina Caoital Glen Erie Line Soriet Assoc. $ 6,129.51 Enaineerina Caoital Blacks Bridqe Soriet Assoc. $ 7,761.20 Enqineerina Caoital Iona Road Soriet Assoc. $ 5,404.39 Enqineerinq CaDital Mill Creek Culvert Spriet Assoc. $ 7,272.14 Enaineerina Caoital County Road 24 Spriet Assoc. $14,947.00 Engineering Capital Doors and SWD $ 6,125.00 hardware Enaineerina Capital Talbot Line Terrafix $19,131.64 Engineering Capital Replace Drive in Thyssenkrupp $11,206.66 Elevator- Adm Elevator Buildinq Engineering Operational Huron Tractor (3) Salt/Sand $ 7,119.00 Spreaders Homes Operational Window Cleaning Crystals Window $ 6,462.50 Cleanina Homes Operational Preventative Arjo Canada $34,604.70 Maintenance for Lifts Homes Operational 2008 Membership OANHSS $19,130.09 Fee LT. CaDital Various qoods Protek $18.464.88 LT. Capital LCD Monitors Protek $ 7,770.35 LT. Ooerational Various Hardware COW Canada $17,017.17 LT. Capital Controller Protek $13,391.91 APPENDIX A Purchases greater than $5,000 but less than $100,000 January L 2008 to June 30, 2008 Department Budget Project Award Bid Price Allocation (includes taxes) Archives Operational Newspaper Preservation $ 6,949.95 Deacidification Technoloqies Cultural Services Quality of Life 136 Archive Minerva Art $ 9,528.16 Funds frames and orints Gallerv Cultural Services Service Ontario Display Tim Kershaw $11,292.92 Design and Marketinq Administration Capital New Copier Ricoh $18,209.48 Services Economic Operational Upgrade paper St. Thomas $19,687.50 Development from Newspaper Times Journal to Glossv ,I!!;~ . . . REPORT TO COUNTY COUNCIL FROM: Peter Dutchak, Deputy Director of Engineering Services DATE: June 25, 2008 SUBJECT: 2007 Lower Tier Operations Cost Summary CortJorate Goal(s) Referenced: To forge community partnerships, To provide innovative and collaborative quality service and To build and maintain an efficient, affordable, effective and safe transportation network that accommodates the diverse needs of our communities and is able to support economic development and sustainable growth. Introduction As directed by Council this annual report summarizes the local maintenance activities and costs expended in 2007 as provided to the County by the lower tier municipalities. Road maintenance funding is allocated for the repair and maintenance of road infrastructure in order that it functions as it was designed and it is maintained at its current state. The County as part of its capital program completes all improvements to the infrastructure. Municipalities can request capital improvements to reduce maintenance activities in identified areas. These projects are funded by the Capital Budget and in the Co-operative Capital Projects Account in which $100,000 is allocated annually. Discussion In 2001 Council amended the maintenance payment allocations for the lower tier and payments are now based on the number of kilometers maintained and roads with higher traffic volumes receive more compensation. In 2002 the compensation formula was once again adjusted to reflect additional urban maintenance responsibilities. In 2006 the allocations were increased by 10% to more accurately reflect equipment rates understanding that the County equipment provided to the municipalities at amalgamation was being replaced. The compensation is also increased annually by the Consumer Price Index. The County inspects the road system quarterly and identifies any deviations from the County's Minimum Maintenance Standards and reports these to the municipality. The municipality is then requested to rectify the specific condition and sign and date when the work was completed and return the notice back to the County of Elgin. Staff also hosts monthly road supervisor meetings to discuss capital planning and operational issues. An annual capital account in the amount of $100,000 is established and expended on areas requiring on-going maintenance activities. These small preventative maintenance projects are requested by the local road supervisor and completed in partnership with local forces. The following table examines expenditures per municipality and their surplus for maintenance activities during 2007 as they have reported to the County and are not audited. Municipality 2007 Allocation 2007 Variance % Number of Expenditure Spent Kilometres (as reported) Maintained Aylmer $ 16,269.54 $ 19,723.25 ($3,453.71) 121% 4.070 Bayham $ 357,957.40 $ 348,738.14 $9,219.26 97% 97.567 Central Elgin $ 515,674.57 $ 529,672.37 ($13,997.80) 103% 137.419 Dutton I $ 353,557.64 $ 343,754.21 $9,803.43 97% 96.787 Dunwich Malahide $ 546,516.29 $ 562,952.83 ($16,436.54) 103% 146.135 Southwold $ 396,102.55 $ 389,557.53 $6,545.02 98% 106.593 West Elqin $ 365,771.76 $ 309,319.00 $56,452.00 85% 99.453 Totals $2,551,849.75 $2,503,717.33 $48,131.66 688.024 The following table summarises the total expenditures by each municipality for the last 10 years and the cumulative differences. Summarv of 10 vear (1998 - 2007) Maintenance Expenditures Municipality Total Amount Total Amount Total % of 10 year Spent OVER Spent UNDER Allocation to Allocation Maintenance Maintenance Municipality Spent Allocation over Allocation over over last 10 the last 10 years the last 10 years years (as reported) (as reported) Aylmer $5,139 $112,450 105% Bayham $151,858 $3,093,704 95% Central Elgin $290,258 $4,343,044 107% Dutton I Dunwich $63,606 $3,179,268 98% Malahide $1,091 $4,578,681 100% Southwold $6,748 $3,484,928 100% West Elgin $307,040 $3,124,142 90% Total $295,397.00 $530,343.00 $21,916,217.00 Collectively, the municipalities have under spent their allocations by $48,131 in 2007 and by $234,946 since 1998. Over this period, the municipalities have been paid approximately $22 Million to maintain the County Road system. Winter Maintenance Winter maintenance activities typically exhaust 50 - 60% of the maintenance allocations. While each municipality provides a slightly different level of service, the winter control minimum maintenance standards are consistently met and exceeded by all municipalities. New technologies, training, techniques and the County's Salt Management Plan all help to reduce costs while increasing the level of service provided. Funding Principle The Elgin maintenance model operates under the assumption that the lower-tier municipalities control costs and may retain any surpluses for purposes deemed fit by their councils. The understanding is that a fixed allocation is granted by the County and the service is designed around the funds available. To formalize this principle a resolution was adopted by Council and states the following: THAT the lower tiers closely monitor the level of service they are providing to limit maintenance expenditures and to work within the approved yearly allocation, and, THAT, as a general funding principle, the yearly maintenance allocation not be exceeded given the latitude available for each participant to control costs and the level of service provided. This funding principle is especially important in years of positive budget variances. Municipalities are encouraged to reserve any excess maintenance funds to offset years with extraordinary expenses. Equipment Reserves In 2006 maintenance allocations were increased by 10% to more accurately reflect true equipment rental rates. These "charge out" rates cover the costs of equipment operation, housing and replacement. Although all municipalities charge equipment rates, some municipalities do not utilise equipment reserves for future replacement. Municipalities are encouraged to establish equipment reserves from their equipment rental rates to assist with expensive and inevitable equipment replacement. Maintenance Review After 10 years under this maintenance system, Council has commissioned an independent review to ensure the system is operating as originally envisioned and to identify any areas that require improvement. A full report will be presented to Council from the consultant at the end of 2008. Conclusion Maintenance costs are managed and reported differently across the County. While minimum maintenance standards are consistently achieved, level of service varies across the County. Given the latitude available for each participant to control costs and the level of service provided, a funding principle exists that states maintenance allocations not be exceeded. Last year the municipalities collectively under spent their Maintenance Allocations by $48,131.66. Since 1998, the municipalities have collectively under spent their allocations by $235,000 (or by 1%). Winter control can exhaust two-thirds of the maintenance allocations, and therefore, winter weather conditions greatly influence budget variances for all municipalities. Now that the County has 10 years of experience with the current maintenance model, Council has commissioned a maintenance system review to ensure the system is functioning as intended and to identify any opportunities for improvement. The consultant is scheduled to report to Council by the end of 2008 with their findings and recommendations. Recommendation THAT this report be received and filed. RESPECTFULL Y SUBMITTED APPROVED FOR SUBMISSION pm~ Deputy Director of Engineering Services QYI ~V O\-tbM Clayton Watters Director of E iReer' - 6.>'!:' , . , . REPORT TO COUNTY COUNCIL FROM: Clayton Watters, Director of Engineering Services DATE: June 26, 2008 SUBJECT: Tenth Anniversary Garden - Administration Building - Update CORPORATE GOALS To forge community partnerships. INTRODUCTION: The County of Elgin received a request from the Municipality of Central Elgin to install a "Tenth Anniversary Garden" on the grounds of the County Administration Building. County Council approved the following, that the request to establish a "Tenth Anniversary Garden" at the County Administration Building from the Municipality of Central Elgin be granted, upon the County's approval of the landscape plan. Staff has approved the landscape plan and the landscaping has been completed on the north east corner of the property. The Municipality of Central now wishes to install a 60 em by 90 em sign, see attached, that indicates the purpose of the garden. DISCUSSION: The County has received a request from Central Elgin to install a garden at the County Administration Building, which has recently been completed. The garden is three circular areas depicting the three municipalities that amalgamated in 1997: Port Stanley; Yarmouth and Belmont to form the new Municipality of Central Elgin. Residents from each municipality designed plants and their arrangement. For County Council's information, Central Elgin was responsible for the capital and operational cost and the County of Elgin provided the property. Staff, have now received a request, from the Municipality of Central Elgin, to install permanent signage to identify the anniversary garden. The signage, see attached, portrays information about each municipality, the amalgamation of Central Elgin and who planted the garden. Normally{ staff would not permit this sign installation and refer the requestor to the tenant sign policy that prohibits any sign installations without the landlord{s prior written consent. In this instance{ and because of the special relationship with a fellow municipality{ Council could approve the request as a special exemption. The tenant will be reminded to seek approval before making any future alterations. The sign in question has already been installed under permission from the Warden in advance of the Communities in Bloom competition to be held on July 13th. The sign may be easily removed or relocated if directed otherwise by County Council. For CouncWs information{ staff is in the planning stages of a new County digital information sign at the Administration Building. The prime location for a new sign will be at the north east corner of the Administration Building property and the Tenth Anniversary Garden sign may obstruct this sign and need to be relocated in the future. CONCLUSION: A request has been received from the Municipality of Central Elgin to install a sign to mark the anniversary garden at the Administration Building. The County of Elgin has co- operated with the Municipality of Central Elgin by agreeing to the "Tenth Anniversary Garden<l that is located on the north east portion of the County of Elgin Administration property. A tenant sign policy exists to prohibit the installation of any signs without the landlord's written permission. The requested sign has been installed with permission from the Warden in advance of the Communities in Bloom competition on July 13{ 2008. A special exemption can be made by County Council to permit the sign due to the special relationship with a fellow municipal partner. RECOMMENDATION: THAT County Council grant a special exemption to the Municipality of Central Elgin permitting the installation of a sign in the form and size provided to commemorate the Tenth Anniversary Garden; and also{ THAT the County retains the authority to remove or relocate the sign at any future date to accommodate other County needs. Respectfully Submitted Q7kJ:~ fuV~. ~r5""ml'" I, Mark fVItlJelAal . Chief Administrative Officer Clayton Watters Director{ Engineering Services The Municipality of Central Elgin 10th Anniversary Garden Dedicated July 2008 The Municipality of Central Elgin was formed In 1998 through the amalgamation of the Village of Belmont, the Village of Port Stanley, and the Township of Yarmouth. Belmont was first settled In 1811 and was Incorporated as a village In 1961. It was a large rural village servicing the surrounding agricultural community. Today, Belmont Is a vibrant dormitory town for the surrounding area. Port Stanley was first settled circa 1811 and Incorporated as a village In 1874. It was a port and fishing village, as well as, a summer cottage area. Today, Port Stanley Is a premier tourist destination featuring heritage and resort aspects. Yarmouth was first settled by the Quakers In 1813 and was Incorporated as a township In 1850. It has always been a rich diverse agricultural region. Today, Yarmouth also attracts many tourists wanting to step back Into the history of early Ontario. This 10th Anniversary Garden was planted by volunteers, In conjunction with, Communities In Bloom to celebrate the great working relationship and co-operation that has developed as a result of the amalgamation. REPORT TO COUNTY COUNCIL FROM: Clayton Watters, Director of Engineering Services DATE: June 26, 2008 SUBJECT: The Use of County of Elgin Infrastructure (Signs and Posts) for Personal and Business use CORPORATE GOALS: To build and maintain an efficient, affordable, effective and safe transportation network that accommodates the diverse needs of our communities and is able to support economic development and sustainable growth. INTRODUCTION: Throughout the Province of Ontario there are signs installed to give direction, warn or inform the motorists of issues that they must be aware of for their safety and the safety of others. These signs are divided into three general areas: regulatory; warning and information. This report outlines the problems that the County and our municipal partners are having with others using the County infrastructure for their own personal or business use. DISCUSSION: Traffic controls and management relies on a system of traffic control devices for conveying messages to the road user. The objective of these messages is to advise motorists of traffic regulations in order to enable observance of the law, warn them of road way characteristics and road hazards, and provide them the information necessary for route selection. If traffic control devices are not carefully designed and properly installed and maintained, they can interfere with and distract from each other, become visually ineffective and lose their authority through excessive use. Therefore, simplicity of design, care in placement and a high standard of maintenance are essential. An effective traffic control device will attract attention, be legible and comprehensive and be appropriate to the motorists needs. Recently, individuals or businesses have been using the County sign infrastructure for their own personal or business use and they have been attaching their signs either beside, above or below the traffic sign. This has serious concerns for the County of Elgin and our municipal partners. This is a direct contradiction to the objectives of the signs the County has installed, this is increasing the liability of the County of Elgin along with the contract maintenance provided by the lower tier municipalities. Also, engineering staff have not approved the erection of these signs and have been removing the private signs from the County sign infrastructure. County engineering staff has been enforcing the principles of municipal signage which has meant the removal of the non County signs. No attempt has been made to contact those groups who are the owners nor will there be any attempt. The signs will be removed and disposed of. This report is reintroducing County Council of the importance of municipal signs. CONCLUSION: The personal use of County sign infrastructure has been occurring and increasing. The objectives of the sign is of signs are to advise motorists of traffic regulations, warn them of road way hazards, and provide them the information. Installing private signs distracts from the objectives and also has a multiplier effect due to the amount of information portrayed for municipal use. Adding another layer of non municipal use of aggravates the road information, thereby causing confusion which leads to accidents either property and or personal, which leads to legal action against the municipalities and ourselves. RECOMMENDATION: THAT sign infrastructure for the County of Elgin be solely used for County purposes; and also, THAT the lower tier maintenance providers be directed to remove anything attached or near County sign infrastructure; and also, THAT staff develop a public education awareness program about this policy. Respectfully Submitted uvi1~ itiv~ r Sul.Jlllbsie ---~-----------~ Clayton Watters Director, Engineering Services ar . GOoRal Chief Administrative Officer REPORT TO COUNTY COUNCIL FROM: Brian Masschaele, Manager of Cultural Services DATE: June 16, 2008 SUBJECT: Proposal for photograph book - Volume II CORPORATE GOAL'S) REFERENCED: To promote cultural services; To forge community partnerships. INTRODUCTION: In 2001, County Council supported the publication of The Scott Sefton Collection: Elgin's History Through a Photographer's Lens - Volume I. This report recommends that County Council support the publication of a second volume under the same terms and conditions as the first, with the publication to be released in 2010 to coincide with celebrations surrounding the International Plowing Match. DISCUSSION: Staff are seeking County Council's support to proceed with a second volume of Elgin's History Through a Photographer's Lens in partnership with the Elgin Photographic Heritage Society. In 2001, County Council authorized an interest free loan of $30,000 to the society to produce volume one which was to be paid back using proceeds from sale of the book within a three year period. The loan was fully repaid within the three year period and the book has sold over eight hundred copies to date. Staff are seeking Council's authorization to proceed with the second volume under the same terms and conditions. Volume I focused specifically on the Scott Studio collection, the content of which largely pertains to St. Thomas and Port Stanley. The goal of Volume II is be more representative of the County as a whole using additional collections held by the Elgin County Archives with an agricultural sub-theme in honour of the 2010 International Plowing Match. Staff have held a preliminary meeting with Mr. Ken Verrell of the Elgin Photographic Heritage Society who has lent his full support and will be assisting in the book's production. CONCLUSION: This report seeks Council's support to proceed with Volume II of Elgin's History Through a Photographer's Lens. RECOMMENDATION: THAT staff be authorized to proceed with the publication of Elgin's History Through a Photographer's Lens - Volume" in partnership with the Elgin Photographic Heritage Society for release as part of celebrations pertaining to the International Plowing Match in 2010; AND THAT County Council approve an interest free loan not to exceed $30,000 to the Department of Community & Cultural Services on behalf of the Elgin Photographic Heritage Society for the production of the book; AND THAT the interest free loan be paid back to the County over a three year period commencing from the date of launch. Respectfully Submitted ~k~ Manager of Cultural Services SJA~~ ~ 1)' Cathy Bishop , Director of Cultural Services F-Cl:lbll"rissi '. cDonald Chief Adminrs ra Ive Officer REPORT TO COUNTY COUNCIL FROM: Brian Masschaele, Manager of Cultural Services DATE: July 3, 2008 SUBJECT: Home Alone Safely Partnership CORPORATE GOAL'S) REFERENCED: To promote cultural services; To foster community partnerships. INTRODUCTION: The Elgin County Library has been approached by the Early Learning Centre about a partnership in their "Home Alone Safely" program. This report recommends that the partnership be established. DISCUSSION: "Home Alone Safely" is a new program shepherded by the Early Learning Centre in Sl. Thomas (a daycare provider) in affiliation with the YWCA. Numerous supporting partnerships are also in place, including the County's OPP detachment and Family and Children's Services of Sl. Thomas and Elgin. The program is designed to certify parents and children between ages 9 and 12 who have demonstrated a readiness to be home alone for short periods of time, so called "latch-key kids". Among the features of the service is a 1-877 number that kids call for registration purposes when they arrive home from school and un- register from when their parents arrive home from work. The program is particularly focused on rural residents who may not have access to after-school care. The Early Learning Centre is seeking the library's in-kind support of this program in the following areas: . To provide training space in branches as required, including weekly room to facilitate a five week accreditation program; . To provide a list of suggested resources and readings for both parents and children to learn more about home safety and community support programs; . To provide space for on-going promotion of the program. The County would not playa role in the administration of the program nor would the County be liable for any aspects relating to its use by parents or children. The library has provided space for similar programs in the past and branch supervisors are all supportive of providing the necessary space in this case as long as it takes places within current branch hours. If Council approves, the Early Learning Centre will list the library as a formal partner in the program. CONCLUSION: This report recommends that the Elgin County Library become a partner in the Early Learning Centre's "Home Alone Safely" program. RECOMMENDATION: THAT the Elgin County Library be authorized to enter into a partnership in the "Home Alone Safely" program administered by the Early Learning Centre of St. Thomas in affiliation with the YWCA of St. Thomas; AND THAT the extent of this partnership extend to the following areas only: . Training space within existing library branch hours; . Readings and resources to support the program; . General promotion. Respectfully Submitted ~hh Brian Masschaele Manager of Cultural Services ~~C-/ \i)~ rC thB. h -~ "\'---' a y IS op - Director of Cultural Services Mar Donald Chief Administrative Officer REPORT TO COUNTY COUNCIL FROM: Brian Masschaele, Manager of Cultural Services DATE: June 16, 2008 SUBJECT: Collection Development Policy Update CORPORATE GOALIS) REFERENCED: To promote cultural services; To recognize and seize opportunities for improvement. INTRODUCTION: This report requests Council's authorization on an updated Collection Development Policy for the Elgin County Library. DISCUSSION: The Elgin County Library's Collection Development Policy was first established in 1997. The policy serves as the framework under which staff purchase and discard materials from the collection and is critical to the Library's operations. Staff wish to update this policy as proposed in "Appendix A" attached to this report. Features of the update include clearer provisions for weeding of materials and more contemporary terminology for format of materials. The new policy was developed by the Library's Collection Development Team, a committee of six staff reflecting the composition of the system as a whole after extensive consultation with branch staff and supervisors. CONCLUSION: This report recommends that the Elgin County Library's Collection Development Policy be updated. RECOMMENDATION: THAT the Elgin County Library's Collection Development Policy be approved as attached to this report as "Appendix A". Respectfully Submitted ~"t;;;~,,~ Manager of Cultural Services ~,~V \(d y Bishop Director of Cultural Services "Appendix A" ELGIN COUNTY LIBRARY June 2008 2 Table of Contents Background.................................................................. ............ 3 Introduction. ....... .. ... . . . . . . . ....... . . ......... . . .... .. ... ......... . ....... . . .. . .... 3 Resource Sharing.. .. .. . .. . . .. .. . .. .. .. . .. . .. . . .. . . . .. . . . . . . .. . . .. . . . . .. . .. .. . . . .. . ... 3 Collection Development Objectives................................................4 Materials Selection Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..4 Responsibility for Selection................................................................4 Placement of Materials. ....................................................................4 Canadian Materials....................................................................... ...5 Local History.................................................................................5 Method of Selection.... ......................................................................5 Evaluation of the Collection................................................................7 Weeding of Materials.... ....................................................................7 Intellectual Freedom.. . . . . . . . . . ...... . . . ......... ........................... . . . .. .....7 Challenged Materials..................................................................8 Appendices... .... . ... . . . . . ... . . .. . . . . . . .. . . ... . .... . . .. .. . .. . . .. ......... . . . . .... .. .. ..9 3 ELGIN COUNTY LIBRARY COLLECTION DEVELOPMENT POLICY June 2008 BACKGROUND Elgin County is an area of diversity with large tracts of rural land bordering the Lake Erie shoreline. Its people vmy widely in age, ethnic background, and in educational and economic levels. Because ofthese diversities in culture, economics and education, the Elgin County Public Library must provide many different levels and quantities of materials through a branch system which is designed to serve the needs of the local communities. INTRODUCTION The Mission Statement ofthe County of Elgin states that: The County of Elgin strives to provide a safe, pleasant community for all citizens through a variety of services designed to promote quality of life and our rich historical and agricultural heritage. In addition, the Cultural Services Department within the County of Elgin guides the Library staff in the selection of materials. The goal of the Elgin County Library is to acquire and make available materials that inform, educate, entertain, and enrich individuals within the County. The Library provides, within its financial limitations, a general collection of reliable materials embracing broad areas of knowledge. Included are both works of enduring value and materials on CU1l'ent issues. Within the fi'amework of these broad objectives, selection is based on community demographics and evidence of areas of interest. RESOURCE SHARING Branch resources are taken into consideration when developing collections. The information needs of our communities cannot always be met through the resources of the Elgin County Library alone. The collection is one essential element in an information system which also includes interlibrary loan and the sharing of resources and cooperative resource development with neighbouring libraries and schools. 4 COLLECTION DEVELOPMENT OBJECTIVES OF THE ELGIN COUNTY LIBRARY 1. To provide access to knowledge, creativity and intellectual activity. 2. To provide materials that meet the patrons' interests and needs in a timely manner. 3. To provide a wide range of resources for self-development and independent study and to complement formal education for all age ranges. 4. To provide a broadly based and diverse collection that can support the roles of the Library as a popular material centre, a reference centre and/or an independent learning centre. 5. To provide materials for recreational and leisure time use. 6. To provide access to information oflocal interest and concern. In order to achieve these objectives, the Library staff shall endeavour to: .:. Strive to provide a balance of viewpoints on all subjects in its collection. .:. Purchase current materials proportionate to levels of demand and use, taking care to anticipate and respond to new areas of need. .:. Develop collections of materials in a variety of formats. .:. Acquire mate11als in formats that benefit patrons with special needs. .:. Acquire materials for all ages and levels of comprehension. .:. Develop collections on specialized topics such as Local History. .:. Practice ongoing collection management, using output measures and reports, for continuous collection evaluation. MATERIALS SELECTION PLAN Responsibility for Selection: The responsibility for selection of materials is vested in the office of the Director of Cultural Services for the County of Elgin, which delegates this professional activity to qualified and knowledgeable staff. Placement of Materials: All materials are shelved on open shelves, freely and easily accessible to the public. The library assures free access to its holdings for all patrons, who are free to select or reject for themselves any item in the collection. Age restrictions may apply to certain material. Individual or group prejudices about a particular type of material in the collection may not preclude its use by others. 5 Children are not limited to the children's collection, although some of these collections are kept separate from other library collections to facilitate use. Responsibility for a child's reading must rest with the parent or guardian, not with the library. Canadian Materials: Recognizing its responsibility to make Canadian materials available to the public, the Library endeavours to develop a collection which represents significant local and Canadian authors, mtists, film makers and composers. Local History: Published or recorded materials regarding the history of Elgin County, the city ofSt. Thomas, and the immediate surrounding area will be collected. Method of Selection: Selection is a discerning and interpretative process, involving a general knowledge ofthe subject and recognition of the needs of the community. Materials are judged on the basis of the content and the style of the work as a whole, not by selected portions or passages. The library strives to collect and make available differing points of view that will result in a well-rounded collection with materials that present a variety of opinions. Selection Criteria - ~ Literary merit ~ Enduring value ~ Accuracy and timeliness of the information contained in the material ~ Reputation and authority of the author and publisher ~ Social significance ~ ImpOltance of the subject matter to the collection ~ Cost ~ Scarcity of material on the subject ~ Availability elsewhere ~ Quality and suitability of physical form, layout and construction ~ Comments of reviewers, critics, and publishers ~ Availability of appropriate meta-data ~ Community demand Selection Tools - ~ Includes professional journals, trade journals, publishers' promotional materials ~ Reviews from reputable sources ~ Suggestions from staff and patrons ~ Consultation with outside professionals may be done on an as-needed basis 6 Material Format- Materials are selected for the collection based on content and not necessarily format. The library shall provide in its collections those types of materials that best help it to meet its goals. However, it is understood that: >- Books, either in hardcover or paperback, shall be of primary impOliance. >- Non-print materials are also purchased for the library system. >- These other formats include, but are not limited to, audio cd recordings, downloadable audio, dvd, described video, music cd, microfilm, electronic books, and online reference tools. >- Materials will be collected to provide for those patrons with special needs. >- Factors detetmining when a new format will be collected include availability of items in that format, cost per item, the library's ability to acquire and handle the format, and patron demand. Multiple Copies/Size of the Collection - >- The library does not have the budget to buy multiple copies of every title it owns. However, it does buy multiple copies of titles with high patron demand. >- Collection Development Staff determine how many copies of a title should be ordered, and in what format. >- Given the limitations of available physical space, the size of the collection must be limited in order to: ensure adequate space for public and staff circulation and activities, and avoid overcrowding which would hamper access to materials. >- The library shall endeavour to maintain a quantity of volumes not less than three times the population served. >- In subject areas, where the interest lies more in the subject than in a particular title, the Library prefers to buy one or two copies of numerous titles, instead of buying multiple copies of one title. Donated Materials - >- The library welcomes gifts of books and other materials. However, the same principles of selection which are applied to purchases are applied to donated materials. >- No condition may be imposed relating to any book or other item after its acceptance. >- Items which are not needed for the collection may be sold or recycled. Materials Excluded from the Collection - >- The Library collection provides materials for self study but is not intended to furnish reading required for academic study. Textbooks shall be purchased only when they provide the best coverage of a subject and are also useful to the general public. >- Materials that are banned under Canadian law will be excluded from the Library's collection. 7 Evaluation of the Collection: The collection needs continuous evaluation in order to ensure that the Library is fulfilling its mission of providing materials in a timely manner to meet patrons' interests and needs. Evaluation will be done by generating and using bibliographic reports from the database, which will allow staff to monitor the collection. Also, patron input will be considered as part of this evaluation process. Weeding of Materials: In order to maintain an active working collection that is of high standard, materials shall be withdrawn from the collection on a regular and systematic basis for the following reasons: . To keep the collection responsive to patrons' needs . To insure the collections' vitality and usefulness to the community . To remove materials which are no longer useful in the light of the goals and objectives of the Library . To remove materials whose contents are out-of-date and therefore potentially misleading . To remove damaged or worn-out materials . To identify areas or titles where additional materials are needed, or older editions need to be updated . To make room for new materials coming into the collection The Library will use the American Library Association (ALA) suggested replacement rate of one-sixth of a volume per capita per year as a guide to replace worn-out and outdated material in the collection. Materials that have been lost or damaged may be replaced using the same criteria as for selection. Other factors which the Collection Development staff will consider when deciding on replacements include: the number of copies of a title that the library owns, availability of newer materials on the subject, importance of the work in its field, and cost. Withdrawn materials shall be sold in library book sales, donated to non-profit groups, or recycled. INTELLECTUAL FREEDOM The County Library supports the individual's right to access ideas and infOlmation representing all points of view. To this end, the County Library welcomes and solicits patron suggestions, comments, and ideas about the collection and its development. The Statement on Intellectual Freedom, ratified by the Canadian Library Association in 1985, is abided by in the selection of materials for the collection. (See Appendix I). 8 With this endorsement, Elgin County Public Library: 1. Recognizes that the selection of library materials is founded on the library patron's right to be informed, and similarly, his/her freedom from censorship by others. The materials selected for this library will not be made on the basis of anticipated approval or disapproval, but solely on the merits ofthe materials in relation to the building ofthe collection and to serving the needs and interests of users. 2. Holds censorship to be a purely individual matter and declares that, while anyone is free to reject for him/herselfbooks and other materials of which he/she does not approve, he/she cannot exercise this right of censorship to restrict the freedom of others. 3. Acknowledges that it is the right and duty of each family or guardian to make its own choice about access to library materials. Those who interfere in order to 'protect' young people from materials will gently and firmly be reminded of the library's policy on the responsibility of parental or custodial authority and duty. CHALLENGED MATERIALS The Elgin County Public Library recognizes the rights of individuals to express opposition to an author's ideas or to their creative exercise oflanguage in materials selected for the library. The presence of an item in the collection does not indicate endorsement of its contents by the Elgin County Library, but rather is an affirmation of the principle of intellectual freedom as embodied in the Canadian Library Association Statement on Intellectual Freedom. Selection should not, and will not, be made on the basis of anticipated approval or disapproval of any individual or group, but rather on evaluation of the publication's literary merit, authority, honesty of presentation, topical interest and usefulness to the audience for which it is intended. The primary aim of materials selection is to establish a balanced collection which adequately represents various points of view on many subjects. Patrons who object to certain library materials will be asked to put their requests in writing by completing and signing the form appended to this policy, entitled Statement of concern about Librmy materials. (See Appendix II). 9 APPENDICES APPENDIX I: THE STATEMENT ON INTELLECTUAL FREEDOM All persons in Canada have the fundamental right, as embodied in the nation's Bill of Rights and the Canadian Charter of Rights and Freedoms, to have access to all expressions of knowledge, creativity and intellectual activity, and to express their thoughts publicly. This right to intellectual freedom, under the law, is essential to the health and development of Canadian society. Libraries have a basic responsibility for the development and maintenance of intellectual freedom. It is the responsibility of libraries to guarantee and facilitate access to all expressions of knowledge and intellectual activity, including those which some elements of society may consider to be unconventional, unpopular or unacceptable. To this end, libraries shall acquire and make available the widest variety of materials. It is the responsibility of libraries to guarantee the right of free expression by making available all the library's public facilities and services to all individuals and groups who need them. Libraries should resist all efforts to limit the exercise of these responsibilities while recognizing the right of criticism by individuals and groups. Both employees and employers in libraries have a duty, in addition to their institutional responsibilities, to uphold these principles. Approved by Executive Councii ~ June 27, 1974; Amended November 17, 1983; and November 18, 1985 Canadian Library Association 10 APPENDIX II: STATEMENT OF CONCERN ABOUT LIBRARY MATERIALS To: Elgin County Library 450 Sunset Drive St. Thomas, ON N5R 5V1 519631-1460 Fax: 519 631-9209 Date: Name: Address: Phone Number: 1. Resource on which you are commenting: Book AudioNideo material Magazine Content of Library Program Newspaper Other Title: Author/Producer: 2. What brought this title to your attention? 3. Please comment on the resource as a whole as well as being specific on those matters that concern you: 4. What resource(s) do you suggest to provide additional information on this topic? REPORT TO COUNTY COUNCIL FROM: Brian Masschaele, Manager of Cultural Services DATE: 4 July 2008 SUBJECT: Archives' First World War digitization project CORPORATE GOAL(S) REFERENCED: To promote cultural services; To promote community partnerships. INTRODUCTION: The Elgin County Archives has received a financial contribution in the amount of $9526 from Library and Archives Canada to digitize holdings relating to the First World War. This report outlines the nature of the project and recommends that the funding be accepted. DISCUSSION: The Elgin County Archives has been successful in an application to the Canadian Culture On-Line Program under Heritage Canada and Library and Archives Canada to digitize letters, sketches, photographs and other materials pertaining to the County's contribution to the First World War. An educational toolkit and virtual exhibit will also be developed which will then be made available to local schools. This project marks the third consecutive year that the archives has been successful under this program, with the two previous projects pertaining to Women's Institute Tweedsmuir history books and photographs of Alma College. The contribution of $9526 must be matched given that this is a cost-shared program. In September 2007, Council approved the use of $6100 in proceeds from a booksale for future use by the department. Staff intend to use these funds to support this project. The archives was also able to secure a number of in-kind contributions through staff time, web development and supplies to off-set remaining costs. No additional funds are therefore required to proceed with this project. These funds will enable the archives to hire a project archivist for a period of approximately 120 days to undertake this work. If approved, the work must be completed by March 31st 2009 under the terms of the contribution. CONCLUSION: The Elgin County Archives has been successful in an application to Library and Archives Canada to digitize holdings pertaining to the First World War. This report recommends that the contribution of $9526 be accepted and that the project proceed. RECOMMENDATION: THAT the Warden and CAO be authorized to enter into a funding agreement in the amount of $9526 under the Canadian Culture On-Line Program through Library and Archives Canada for the purposes of digitizing records pertaining to the First World War; AND THAT letters of appreciation be sent to the Minister of Canadian Heritage and MP Joe Preston to acknowledge financial support of this project. Respectfully Submitted &~~ Brian Masschaele Manager of Cultural Services Mar cOon Chief Administrative Officer ~d ~~ Cathy Bishop Director of Cultural Services . . REPORT TO COUNTY COUNCIL FROM: Harley Underhill, Director of Human Resources DATE: June 27, 2008 SUBJECT: Early Retiree Benefits INTRODUCTION: Early retiree benefits are a topic that is not new to the County of Elgin. The County has offered an early retiree benefit package on three different occasions. The first being introduced when the roads department was down sized and twice when OMERS provided an early retiree window and reduced the retirement age and service factors. Staff are also seeing requests for these benefits at the bargaining table. It is also becoming more the norm as indicated from Mosey and Mosey who with their client base of 140 have 67 municipalities providing early retiree benefits with discussions on going that will increase this number. DISCUSSION: Why provide early retiree benefits? To attract and retain employees, to recognize long service and contributions to the County, to eliminate one off packages, to be competitive in the municipal sector, to provide an incentive and to reduce costs. What would be included in the package? After careful consideration of the packages provided previously by the County, discussions with Mosey and Mosey and other human resources colleagues, staff would suggest a package that included a $20,000 life insurance policy, the extended health and deluxe travel package all of which would cease on the retirees 65th birthday. The cost of this package is approximately $2,500.00 per year. With any retirement the job is completely reviewed by staff to determine if replacement is required and if so how it would be replaced. Staff are confident that the savings to the County would far outweigh the cost of the early retiree benefit package including the fact that the replacement employee would be working their way through the salary grid providing additional dollar savings. Who would be eligible? There needs to be a minimum age and years of service or a combination of both to be eligible. The normal recognized earliest age for early retirement is 55 so from an age perspective that would be appropriate to use. Years of dedicated service minimum should be 20. However staff can make it even simpler by setting the minimum combination of age and service to be an 80 factor to be eligible. H:\Report Templates\Early retiree benefits proposal2008.doc Where will this be provided? Staff feel that the early retiree benefits package will be provided to the non-union staff. The bargaining units bring forward their proposals to change the terms and conditions of employment during the collective bargaining process and staff will deal with their issues at that time. When would this start? The County has an opportunity to modify it's early retiree benefit package that will ensure a fair and consistent method of determining who would be eligible to attain the benefit package. Staff would suggest that the changes to the policy become effective the first of the month following Council's approval. CONCLUSION: Early retiree benefits are a sign of the times for the above mentioned reasons. Such benefits are normally provided at a reduced level of benefits as is suggested above. Staff would recommend that the benefit package be offered to non union employees that have a minimum age and service combination of eighty and the cost be co-shared by the employee and the County on a 50/50 basis and that the benefit package cease upon the employee reaching the age of sixty-five. RECOMMENDATION: THAT Council amend the early retirement benefit plan for non union employees who have reached a minimum of an age and service combination of eighty and the costs continue on a 50/50 co-share basis as described in the report dated June 27, 2008,entitled Early Retiree Benefits. Respectfully Submitted Approved for Submission d rhill Human Resources Ma Donald Chief Administrative Officer H:\Report TemplateslEarly retiree benefits proposal2008.doc CORRESPONDENCE - Julv 22, 2008 Items for Consideration 1. Hon. Peter Julian, House of Commons, requesting support of Motion M-38 recognizing that fire retardants containing polybrominated diphenyl ethers (PBDEs) be completely phased out from the production and import of products containing the additive. (ATTACHED) 2. Town of Caledon, with a resolution requesting that the Canadian Revenue Agency (CRA) increase the deduction limit of tax exempt allowance paid by employers to employees using personal vehicles for business purposes from the current rate of 52 cents for the first 5000 km. and 46 cents for each additional km. (ATTACHED) 3. Bruce Curtis, Manager, Community Planning and Development, Ministry of Municipal Affairs and Housing, offering assistance as discussions move forward concerning the establishment of County Planning. (ATTACHED) 4. Denis Lemelin, National President, CUPW/STTP, regarding their concerns of the federal government's review of the public post office service that includes the examination of deregulation. (ATTACHED) 5. Municipality of Kincardine, supporting the resolution contained in the report entitled Removing Barriers for International Medical Doctors concerning the physician shortage in Ontario. (ATTACHED) 6. Sharon Dawson, Manager of Support Services, Thames Valley District School Board, concerning the Disposition of Property - CEC South, 400 Sunset Drive and offering the surplus property at fair market value. (ATTACHED) 7. AMO Member Communication, "Woodstock Issues Blackout Challenge" (ATTACHED) l!I O-lA,''J;'J'.DnCOM>\Ut';:ES HOUS,OfCOKNo.'J'S 7615 Sixth Street Burnaby, B.C. V3N 3M6 Tel: (604) 775-5707 Fax: (604) 775-5743 TTY: (604) 775-5737 Rm. 178, Confederation Bldg. Ottawa, Ontario K I A OA6 Tel: (613) 992-4214 Fax:.(613) 947-9500 TTY: (613) 992-4249 jullan.P@parl.gc.ca PeW/. Julian, JIi..P. Burnaby ~ NewWestminster 7615, rue Sixieme Burnaby, (C-B.) V3N 3M6 Tel.: (604) 775-5707 Hlk: (604) 775-5743 AT5: (604) 775-5737 Piece 178 Ed. de la Confederation Ottawa (Ontario) K r A OA6 HI: (613) 992-4214 Hlk: (613) 947-9500 ATS: (613) 992-4249 julian.P@parl,gc.ca ~;)cc ED~ "'t:o-. fIn}"" - Ii "li,"'H . JUN 1 7 2008 COUNTY OF ELGIN ADltUNISTRA rIVE SERVICES June 9, 2008 Mark McDonald, CAO Municipality of Elgin 450 Sunset Dr St Thomas, ON N5R 5VI Dear Mark McDonald, I am pleased to write you today to ask you to join me in a very important undeliaking: improving the health of Canadians and our environment by ridding Canada ofpolybrominated diphenyl ethers (PBDEs), These chemicals, long used as additive flame retardants in furniture, textiles, television sets and more, have been found to be increasingly accumulating in fish, food, household dust, and human breast milk. A growing number oftop scientists have confirmed the risks and harm to the human reproductive, endocrine, immune and nervous systems related to prolonged exposure to PBDEs, Infants, children, breastfeeding mothers as well as workers in the information technology, textile and fumiture manufacturing fields are particularly at risk, PBDE levels are also growing rapidly in Canada's coastal marine waters and other areas in the environment. In the case of the endangered southem resident killer whale, levels ofPBDE contaminants are expected to exceed those of already banned PCBs (polychlorinated biphenyls) by 2020, While PBDEs have been classified as toxic under the Canadian Environmental Protection Act since 2006, the federal government has only proposed regulations banning the two less commonly used commercial mixtures ofPBDEs:PentaBDE and OctaBDE. The third mixture, DecaBDE, the one most widely used in the manufacturing of household electronics, furniture, and textiles is not included in the ban. Canada is lagging behind Europe and many US states with regards to legislation banning PBDEs from use, manufacture, sale or importation. The small steps the federal government has taken allows the continued use and import of the DecaBDE mixture, which has been shown to break down into precisely the PBDEs that the federal govemment is proposing to ban. I have tabled a motion seeking to ban the production and import of products containing additive PBDEs. The following is the text of my motion (formerly M-275): Motion M-38 That, in the opinion of the House, the government should recognize that fire retardants containing polybrominated diphenyl ethers (PBDEs) are proven to be the most dangerous form of flame retardant harmful to people, animals and the environment, and that legislation completely phasing out the production and import of products containing additive PBDEs should be brought forth within a year. So far, over 50 municipal and local governments are fully supporting the motion, along with the Canadian division of the International Association of Fire Fighters (IAFF) and the David Suzuki Foundation. I have enclosed a letter of support my office received from the IAFF as well as a list ofthe municipal and local governments who formally support M-38. Please consider supporting Motion M-38 and a comprehensive ban on PBDEs. I am eagerly awaiting your response on this matter. Feel free to contact me if you have any questions or would like any further information. . Sincerely, r~\4 Peter Julian, MP Burnaby-New Westminster INTERNATIONAL ASSOCIATION OF FIRE FIGHTERS IhHOLD A. SCII,\lTBEHGEH GE~EH.AI. PRESIDENT VINCENT J. HOLLON GEr\EEL\L SECRETAHy-Tnf':,\suREH JDI LEE ASS1STANT TQ THE GEXEIHL PRESlDE1"T PliO"": 613-567-8988 CA"^D1AN OFFICE 350 SPAHKS STlmET, SUITE 403 OTTAWA, O"1',\IUO K1R 7S8 www.iaff.org FAX: 613-567-8986 May 22, 2007 The I-Ion. Peter Julian. MP House of Commons Ottawa ON K I A OA6 Dear Mr. Julian: This letter on behalf of Canada's professional fire fighters is in strong support of your private member's motion, M-38, that calls on the federal government to completely phase out the production and import of items containing Polybrominated Diphenylethe'rs (PBDEs). The International Association of Fire Fighters, headquartered in Ottawa, Ontario and Washington. DC, represents more than 280,000 full-time professional fire fighters across North America, including 20,000 in Canada. Our union is conccrned about health and safcty of our members as wcllas the health and satety of all citizens. Accordingly, thc IAFF believes that the passage oflegislation banning brominatcd tlame retardants, including Penta-, Octa-, and Deca-BDEs), is a step in the right direction for improving the health and satety of our fire tighters and the citizens we are sworn to protect. One of the primary applications of PBDEs is as a tlame retardant applied inside or onto manv common household goods (ful11iture foam; plastic cabinets; computers and small - ' appliancc; consumer electronics; wire insulation; and back coatings for draperies and upholstery) to reduce and retard the amount of tlame spread. While these chemicals inhibit the tcmllation and spread of tlames, they do not completely prevent tires. Unlike other llame retardants, when PEDEs burn they release dense fumes and black smoke that reduce visibility and a highly corrosive gas known as hydrogen bromide. In addition, PBDEs produce highly toxic byproducts of incomplete combustion. Although usc of name retardants saves livcs and property. there have bcen unintended consequenccs. There is evidcnce that PBDEs persist in the environment and accumulate in living organisms, as well as toxicological testing that indicates these chemicals may. cause liver toxicity, thyroid toxicity, and llcurocJcvelopmental toxicity. 0!~ AFFILL\l'Efl \\Tm: A\IEHlC.-\'\ FEIlEl\.-\TIO:\ OF L\HOH .\'\0 CO\Etn:,<;:-; OF f.'l)l"~THL\1. (lW;.\\IZ.\TlO\S . CA\..\JlI.\:\ L:\BOl:n COXm{ESS Many studies involving fire fighters exposed to these and other toxic gases during active tIre fighting, overhaul, and long tenn exposure trom these chemicals penetrating protective gear, have found that flre fighters have a much greater risk of contracting cancer, heart and lung disease, and other debilitating diseases. While we SUppOlt the concept oftlame retardant chemicals, there are alternatives that do not contain bromine or chlorine and arc much safer for fire fighters and the public than PBDEs. The IAFF salutes those companies that have stopped using brominated name retardants (such as Dell, Hewlett-Packard and Ikea) and are now using safer alternative tIre retardants. These companies demonstrate that alternative name-retardant technologies tor achieving tIre safety standards do exist and arc readily available tor other manutlletured products. For thes.e reasons, the International Association of Fire Fighters fully SUppOlts your initiative in motion M-38 to completely phase out the production and import of items containing PBDEs in Canada. Sincerely yours, ~~, Ji\TI Lee issistant the General President JIAFF Canadian Operations c.c. Harold A. Schaitberger, IAFF General President Erik Lamar, IAFF Acting Chief of Staff Jim Fennell, IAFF 15th District Vice President Bruce Carpenter, JAFF 13'h District Vice President Lome West, JAFF 6'h District Vice President Al Leier, President, British Columbia Professional Fire Fighters Association Craig MacDonald, President, Alberta Fire Fighters Association Gerry Huget, President, Saskatchewan Professional Fire Fighters Association Dave Naaykens, President, Manitoba Professional Fire Fighters Association Fred LeBlanc, President, Ontario Professional Fire Fighters Association John McCatthy, President, Atlantic Provinces Professional Fire Fighters Association Michael Hurley, President, IAFF Local 323 Burnaby Municipalities and Local Governments Supporting M-38 . City of Abbotsford, BC . Village of Alert Bay, BC . City of Armstrong, BC . . City of Belleville, ON . Bowen Island Municipality, BC . City of Burnaby, BC . City of Campbell River, BC . Village of Canning,NS . Municipality of the District of Chester, NS . District of Chetwynd, BC . District of Cold stream, Be. . Town of Comox, BC . City of Co quit lam, BC . Village of Cumberland, BC . Corporation of Delta, BC . City of Duncan , BC .' City of Elkford, BC . Township ofEsquimalt, BC . City of Fernie, BC . Town of Fort Nelson, BC . Village of Fraser Lake, BC . Municipality of the District of Guysborough, NS . Iqaluit, Nunavut Territory . Strathcona County, Sherwood Park, AB . Town of Lady smith, BC . Town of Lake Cowichan, BC . District of Logan Lake, BC . Medicine Hat, AB . City of Moncton, NB . Village ofNakusp, BC . City ofNanaimo, BC . Village of New Denver, BC . Town of New Glasgow, NS . City of New Westminster, BC . Municipality of North Cowichan, BC . City ofNOlih Vancouver, BC . Northern Rockies Regional District, BC . Town of Oliver, BC . Municipality ofthe District of West Hants, NS . Village of Port Alice, BC . Town of Port McNeill, BC . Village ofPouce Coupe, BC . District of Powell River, BC . City of Revels toke, BC . Ville de Saguenay, QC . Ville de Shawinigan, QC . District of Sooke, BC . District of Kent, BC . Village ofTahsis, BC . Town of Trenton, NS . District ofUcluelet, BC. . Municipality of Whistler, BC . Town ofOsoyoos, BC . Village of Zeballos, BC TOWN OF CALEDON RESOLUTION OF THE COUNCIL OF THE CORPORATION OF THE TOWN OF CALEDON June 10, 2008 Re: Tax-Exempt Allowances Whereas the Canadian Revenue Agency (CRA) limits the deduction of tax-exempt allowances paid by employers to employees using their personal vehicle for business purposes; and Whereas current CRA allowable deductions are already substantially below the Canadian Automobile Association's per kilometer vehicle costs; and Whereas over the past six months the retail price of a litre of gas has increased dramatically; Now therefore be it resolved that Council for the Town of Caledon hereby requests CRA to increase the deduction limit of tax exempt allowance paid by employers to employees using their personal vehicle for business purposes from the current rate of 52 cents on the first 5,000 kilometers driven and 46 cents for each additional kilometer; and That copy of this resolution be forwarded to our MP, MPP, AMO, AMCTO and all Ontario municipalities requesting their support; and Further a copy of this resolution be forwarded to the Canadian Revenue Agency for its consideration. For further information, please contact: Debbie Thompson Legislative Co-ordinator Town of Caledon 6311 Old Church Road, Caledon, ON L7C 1J6 Telephone: 905-584-2272 Ex!. 4189 Fax: 905-584-4325 E-mail: debbie.thompson@caledon.ca DISCLAIMER This material is provided under contract as a paid seNiee by the originating organization and does not necessarily reflect the view or positions of the Association of Municipalities of Ontario (AMO), its subsidiary companies, officers, directors or agents. Ministry of Municipal Allalrs and Housing Munlclpa[ Services Office - Western 659 Exeter Road, 2'" Floor London ON N6E 1 L3 Tel. (519) 873-4020 Toll Free 1-800-265-4738 Fax (519) 873-4018 Mr. Mark G. McDonald Chief Administrative Officer County of Elgin 450 Sunset Drive St. Thomas, ON, N5R 5V1 Subject: Mlnlstere des Affalres munlclpales et du Logement Bureau des services aux municipalites ~ region de l'Ouest 659, rue Exeter, 2' etage London ON N6E 1 L3 Tel. (519) 873-4020 Sans frats 1 800265-4736 Telec (519) 873-4018 ('~ t? Ontario RECEIVED JUL 1 0 2008 .. COUNty OF ElGm An.w~1nllm'fSE!WaS Information Meeting and Discussion on County Planning for the County of Elgin Dear Mr, McDonald: This is further to the information meeting on County Planning held at the County Administration Building on May 28, 2008. I appreciated the opportunity to discuss with the municipal councillors and staff in attendance the benefits of establishing a County land use planning function and a County Official Plan. I felt the discussion that took place was very worthwhile and the presentations by Mr. Steve Evans and Mr. David Roe were informative. As I stated at the meeting, this Ministry would be pleased to assist in any way as the discussions move forward. If you or Council require further information, please contact me at 519-873-4026 or Tammie Ryall, planner, at 519-873-4031, e-mail Tammie.Rvall@ontario.ca. Once again, thank you for the invitation to attend this meeting. ~'~ Bruce Curtis, MCIP, RPP Manager, Community Planning and Development Municipal Services Office - Western cupw.sttp 377, rue Bank Street, Ottawa, Ontario K2P 1 Y3 tel./tel. 613 236 7238 fax/talac. 613 563 7861 ~!t""'C!i'=~v~n trlit.:. - lC:n t:U June 2008 JUN 24 2008 COUNTY OF ELGIN ADMlt~ISTRf.. TiVE SEHVlCES Dear Mayor or Chief Administrative Officer: Re: Urgent request for submissions to save universal, public postal service I am writing to let you know that the federal government is conducting a very quick and potentially damagiug review of our public post office called the Canada Post Corporation Strategic Review. The review is looking at fundamental questions such as should our public post office continue to have an exclusive privilege to handle letters so that it has the money to provide universal service, or should the letter market be open to competition. That is, it is looking at deregulation. CUPW is very concerned that the government's review includes an examination of deregulation. You may be interested to know that postal deregulation in other countries has led to post office closures, less service, fewer jobs and higher postal rates for the public and small businesses. The union is also concerned that the government is not holding public hearings as patt of its review. It is simply asking individuals and groups to make submissions by September 2,;2008. The fact that the government is not holding public hearings and is proceeding at a breakneck pace with its review suggests that it is not really interested in heat'ing from the real owners of the post office - the public. We want to make sure that the views of the public and public interest groups are considered. Therefore, we would like municipalities to consider passing the enclosed resolution and writing a letter or submission to the Canada Post Corporation Strategic Review. You can get basic information about making a submission from the enclosed fact sheet called Submissions to save universal, public postal service and additional information from the other enclosures. If you decide to write a letter or submission, please do not forget to tell the Canada Post Corporation Strategic Review how you use our public post office. If private sector mail providers do not service your community, make sure you tell the review this as well. You may also wish to point out that it will be difficult for Canada Post to improve public postal service if the government erodes or eliminates the mechanism that funds this service (i.e. the exclusive privilege). Please don't forget to send us a copy of any letter or submission you write. Canadian Union of Postal WorKers Syndical des travail leurs at travaillauses des posies The struggle continues La lutte continue CLC/CTC . FTQ . UNI -~- Thank you very much for considering our request. There's a lot at stake and we appreciate anything you can do to help us preserve and improve our universal public postal system. Yours truly, , y~ Denis Lemelin National President Enc!. c.c. NEC, REC, National URs, Regional URs, Specialists, All CUPW locals DIJbk cope 225 Canadian Union of Postal Workers Syndicat des travail leurs et travailleuses des posIes The stJUggle continues La lutte continue CLC/CTC . FTQ - UNI _.:- CANADA POST CORPORATION STRATEGIC REVIEW WHEREAS the Canada Post Corporation Strategic Review, which was launched by the federal government on April 21, 2008, is looking at deregulating our public post office (i.e. reducing or removing Canada Post's exclusive privilege on letters) WHEREAS it will become increasingly difficult for our public post office to provide affordable service to everyone, no matter where they live, if the govemment erodes or eliminates the very mechanism that funds universal postal service - the exclusive privilege. WHEREAS postal deregulation in other countries has led to post office closures, less service, fewer jobs and higher postal rates for the public and small businesses. WHEREAS the govemment is not holding public hearings as part of its strategic review or adequately consulting with the real owners of the post office - the public. BE IT RESOLVED THAT send a letter or submission to the Canada Post Corporation Strategic Review opposing deregulation of Canada Post and insisting that the govemment hold public hearings and properly consult with the hue owners of Canada Post - the public. Ibk cope 225 Soy no to postal deregulation t Gl .c III 1i III U. Submissions to save universal public postal service The federal government is reviewing our post office for the first time in 12 years. It has asked an advisory panel to conduct this inquiry, which it is calling the Canada Post Corporation Strategic Review (CPCSR). The panel has a very broad and scary mandate. The Canadian Union of Postal Workers (CUPW) is asking the public, community groups, small businesses and others to consider making submissions to the CPCSR in support of universal pubic postal service. A submission can be short or long. It can be a letter. This fact sheet provides suggestions for making submissions and highlights a few areas of concern. Some points you may wish to cover: ~.~.i.?~~~~.':I~~~.i~.~..m........m......... 1:"~O~;":oY_-i:'<Y",~,> . . . I'" ! he government's strategIc reVIew wII1look at I i a very basic and important issue: Should i ! Canada Post continue to have an exclusive hv.1.)-:-t';-;:,c,'C:cf-:O-;c" privilege to handle addressed letters or should the letter market be open to competition? Providing Canada Post with an exclusive privilege to handle addressed letters is a form of regulation. Reducing or eliminating this privilege is deregulation. Regulations exist for reasons. Canada Post has an exclusive privilege to handle letters so that it is able to generate enough money to provide affordable postal service to everyone, no matter where they live in our huge country, be it a large urban centre or a rural or isolated community. It will become increasingly difficult for our public post office to provide universal postal service if the government erodes or eliminates the very mechanism that funds universal postal service - the exclusive privilege. For more information, see Fact Sheet #4: Five l'eaSOllS to oppose del'egulatioll of OUI' public post office. cupwesttp Suggestions for making submissions: · Postal deregulation in other countries has largely led to fewer jobs, less service and higher postal rates for the public and small businesses. · Recently, an independent review of the United Kingdom's deregulated postal sector found that "there have been no significant benefits from Iiberalisation for smaller businesses and domestic consumers." For the report go to: http://www.berr.gov.uk/publications/index.html · Only a few countries have had any long-term experience with postal deregulation. It would make sense to wait and see what happens in other countries before making irrevocable changes to our universal, public post office. · Hands off our post office. There is no good reason to change the mechanism that funds universal postal service - the exclusive privilege. We currently have one of the lowest standard postage rates in the industrial world. Our postal services are universal and affordable, no small feat in the second largest country in the world. . Deregulation elsewhere has not proven to be a good thing for the public. People who use deregulated post offices tend to pay a higher postage rate than we do. The standard postage rate in Sweden has increased by 90% since its post office was deregulated in 1993 while the Canadian rate has increased by only 21 % during the same period. · Our post office is not broken. It does not need to be fixed, only improved. . The United Kingdom's Royal Mail has faced intense pressure from competitors since it deregulated in 2006, resulting in falling mail volumes and revenues. Royal Mail says higher prices for stamped letters are inevitable and universal service is at risk. Submissions to save universal public postal service 2 Strategic Review Fact Sheet 1 . June 2008 '~~H~'::'~I.~.,?~~~i?~.~~..~l:I.~ir.'.~~~.~~.~I.~.HHHH '! he strategic review will also consider what t financial targets are appropriate for our I.. ; public post office. Currently, the government asks Canada Post to generate business-like profits and dividends. As a result, the corporation tends to focus on major customers and profit-making rather than on the public and providing a public service. Canada Post needs to shift its focus to public interest objectives. For more information, see Fact Sheet #3: aUI' universal public postal sel'vice - aUI' vision. Suggestions for making submissions: · When our post office became a Crown corporation in 1981, business groups and others insisted that the Canada Post Corporation Act include a provision ensuring that "postage rates shall be fair, reasonable and sufficient to defray the costs incurred by the Corporation in the conduct of its operations under this Act." They didn't want the post office to become a cash cow for the government. They wanted all money from postage ploughed back into service. · The government should stop taking millions in dividends from Canada Post and start investing this money in public postal services like post offices, rural delivery and door-to-door delivery. ~~.~'::'.~I.~~H~~~.~i~~l:l.HH"H.'HHH"'H'.HHH.H'HH.H'HHH"H......HHH.H.H..H..HHHHHHHH.HHHH.HH..HHH....HH ! he federal government has decided not to ~ hold public hearings in connection with its . review. It has asked the review's advisory panel to accept submissions from the public and groups over a four-month period which includes the summer. The decision to forgo hearings and adhere to a tight time frame appears to be designed to limit Suggestions for input from the real owners of our post office - the public. You can get additional information about the government's review from Fact #2: The Cauada Post COl'poration Strategic Review. cupw.ca/StrategicReview Canadian Union of Postal Workers 3 Making a Submission Submissions are due by September 2, 2008 The Canada Post Strategic Review says a "submission may consist of brief statements, comments or more elaborate analyses and reports". Submissions must be in French or English. Organizations must use official letterhead. Send your submissions By Mail: Canada Post Corporation Strategic RevieVII 330 Sparks Street (HCCR) Ottawa, Ontario K1A ON5 By Fax: 613-990-9033 By E-mail: Send a PDF or MS Word document attachment to: info@cpcsr-esscp.gc.ca Through the CPCSR website: Make your views known by going to: http://www.cpcstrategicreview-examenstrategiquescp.gc.ca/hw-E.!ng,htrrJl Submissions to save universal public postal service 4 o ~.'='m ~""...," Strategic Review Fact Sheet 1 . June 2008 \I~lCIPAll ",>" "'{{'" ~r 0" -~<.\ great energy. ~ bol(lnced lifll. lQNCARQIN[ THE CORPORATION OF THE MUNICIPALITY OF KINCARDINE 1475 RR5 Con. 5 Kincardine ON N2Z 2X6 DATE: June 23.2008 The Council of The Corporation of the Municipality of Kincardine has passed the following resolution regarding Physician Shortages in Ontario and is requesting your endorsement Thank you. Re: Physician Shortaae Resolution #06/18/08 - 04 Moved by: Larry Kraemer Seconded by: Ron Hewitt WHEREAS there is a Physician shortage in Ontario. AND WHEREAS this Physician shortage is particularly acute in rural and northern Ontario communities. AND WHEREAS the Physician shortage is predicted to worsen as senior Ontario Doctors retire. AND WHEREAS the Physician shortage threatens the operation of hospitals and emergency rooms in rural and northern Ontario. AND WHEREAS there are hundreds of Internationally Trained Medical Doctors and Graduates residing in Ontario who have been denied the opportunity to practice medicine by cumbersome and antiquated medical licensing requirements. AND WHEREAS these Internationally Trained Medical Doctors and Graduates could be a tremendous asset in providing Healthcare, reducing the number of orphan patients and insuring the provision of emergency room services in Ontario communities. NOW THEREFORE BE IT RESOLVED THAT the Council of the Municipality of Kincardine supports the recommendations contained in the Report on Removing Barriers for International Medical Doctors by Etobicke-Lakeshore M.P.P. Lauren Broten, Parliamentary Assistant to the Minister of Health and Long Term Care. AND FURTHER we encourage the Ontario Legislature to support this important legislation once introduced by Minister of Health George Smitherman as per his June 6/2008 announcement. AND FURTHER that this resolution be circulated to the Municipalities of Ontario for their support. Carried. Melanie Hogeveen Deputy Clerk Municipality of Kincardine Telephone (519) 396-3468 ext 111 Facsimile (519) 396-8288 Email: mhgeveen@kincardine.net Bill Tucker, Director 01 Education ond Secretary 2.008 June 25 Mr. Mark McDonald COflnty of Elgin 450 Sunset Drive St.. Thomas, ON N5R 5Vl Dear Mr. McDonald: Re: Disposition of Property - CEC South, 400 Sunset Drive, St. Thomas, ON At its regular meeting held on June 23, 2008, the Thames Valley District School Board passed a resolution to dispose of the property listed above. Under Regulation 444/98 of the Education Act, the Board is required to offer surplus school property to co-terminous boards and to specified public agencies at fair market value. The building and site information is as follows: . one storey masonry building in good condition . main building age: 1942 . the land area consists of 4.42 :!: acres . c\ll1'ently zoned as Institutional . market value estimate: $550,000 If your agency is interested in acquiring this property at fair market value, please notify me by fax at 519-452-2254 so that we can begin discussions immediately. I would also ask that if you are not interested in acquiring this property, that you notify me in writing prior to or no later than September 26,2008. Thank you for your early consideration. Yours truly, ~~ Sharon Dawson Manager of Support Services /wh . Thames Valley District School Board Business Services 1250 Dundas Street, P.O. Box 5BBB, london, Ontario N6A 5L1 Tel: (519) 452-2000 Ex!. 20342 . Fox: (519) 452-2254 websile: www.tvdsb.on.ca A~.L~~ AM. Msodalion of Munidp.1litic-s uf Ontario 200 University Ave, Suite 801 Toronto, ON M5H 3C6 Tel.: (416) 971-9856 [ Fax: (416) 971-6191 E-malf: amo@amo.on.ca MEMBER COMMUNICA liON >- LL. FYI NO: 08-007 To the attention of the Clerk and Council June 25, 2008 FOR MORE INFORMATION CONTACT: Scott Vokey Energy Services Coordinator (416) 971-9856 ex! 357 Woodstock Issues Blackout Challenge Issue: Following on the tremendous success many Ontario municipalities enjoyed with Earth Hour, Woodstock Hydro is once again issuing its Annual Blackout Challenge for Thursday, August 14, 2008, Background: The Voluntary Blackout Day challenge evolved from humble beginnings in 2005 as a local Woodstock event, to a Province wide municipal challenge in 2006. 2007 saw the challenge extended to all business owners in the Province since it occurred on a regular a business day, In 2008 Woodstock has partnered with the Blackout Day Group, a not-for-profit organization, to develop a web site that will help promote the Blackout Day Challenge to individuals, businesses and municipalities. The idea of having a Voluntary Blackout Day was conceived by the Woodstock Environment Advisory Committee (WEAC) in 2005. The Voluntary Blackout Day program acknowledges the massive Blackout that occurred on August 14, 2003. Beyond saving energy on just one day, the Voluntary Blackout Day strives to raise awareness of the need to conserve electricity the entire year. Participation/verification methodology: Municipalities will be able to register their participation in Woodstock's annual challenge online I The complete site will launch at www.blackoutdav.ca by the end of June. The 2008 Voluntary Blackout Day Challenge will be held on Thursday August 14 from 12pm to 8pm. Although individuals and businesses are encouraged to conserve all day long, this approach will allow for determination of a baseline consumption pattern for participating municipalities. Those interested in more information are advised to contact: Zach Watling, Engineering Assistant, Woodstock Hydro Services Inc. zwatlinqCfD.woodstockhvdro.com 519-537-7172 x294 Caroline Reilly, Blackout Day Group creillv1 CfD.coqeco.ca or carolineCfD.biackoutdav.ca 253-312-1019 This information is availabie in the Policy Issue section of the AMO website at www.amo.on.ca 1-1 Association of Atle Municipalities of Ontario ; CORRESPONDENCE - Julv 22. 2008 Items for Information (Consent Aaenda) 1. Report of the Secretary-Treasurer on Nominations to the 2008-2009 AMO Board of Directors. (ATTACHED) 2. Hon. Jim Bradley, Minister of Transportation, with information concerning the funding of $3,097,386 provided to the County for the purpose of municipal road and bridge capital investment and reporting deadline information. (ATTACHED) 3. Hon. Steve Peters, M.P.P., Elgin-Middlesex-London, with copy of correspondence to: 1) the Hon. Kathleen Wynne, Minister of Education, concerning Council's resolution requesting the Ministry to change the school facilities funding formula; 2) the Hon. Deb Matthews, Minister of Children & Youth Services, concerning Council's resolution regarding child care fee subsidy funding; 3) the Hon. David Caplan, Minister of Health & Long-Term Care, concerning Council's resolution regarding overcrowding at STEGH due to patients waiting for relocation to long-term care facilities. (ATTACHED) 4. St. Thomas Elgin General Hospital Media Release, July 3, 2008, "Talbot Trail Physiotherapy and Musculoskeletal Centre Opening in the St. Thomas Elgin General Hospital. (ATTACHED) 5. Premier Dalton McGuinty, acknowledging Council's support of the City of Waterloo's resolution concerning the 2008 Municipal Road and Bridge Infrastructure Investment. 6. Hon. Lawrence Cannon, Minister of Transport, acknowledging Council's support of the Town of Tecumseh regarding the Canada-Ontario Municipal Rural Infrastructure Fund (COMRIF). (ATTACHED) 7. M. Bourque, Executive Correspondence Officer, Office of the Prime Minister, acknowledging Council's support of the City of Kingston's resolution requesting the Province of Ontario approve the Zenn car and other electric automobiles for use on Ontario roads and across Canada. 8. Jeff Moore, Federal Co-Chair, Management Committee, Canada-Ontario Municipal Rural Infrastructure Fund, re: COMRIF Project Completion Deadline Extended. (ATTACHED) .t:t. Association of Munldp.,lllil.'$ of Onlarlo Report of the Secretary- Treasurer On Nominations to the 2008 - 2009 AMO Board of Directors .ttte Assodillion of Munidp.,lities of Onlarlo June 25, 2008 To: Member Municipalities It is my pleasure to submit a copy of my report on the candidates standing for election for the 2008- 2009 AMO Board of Directors. Elections will be held on: Monday, August 25, 2008 2:30 - 5:30 p.m. Tuesday,August26,2007 8:30 a.m. - 12:00 p.m. Colonel By Room, Ottawa Congress Centre All elected officials from member municipalities in good standing with the Association are eligible to vote. Please note that voting delegates have until 4:00 p.m. Friday, July 25, 2008 to identify or change their caucus. After this date, absolutely no changes are permitted to the voting delegates list. This rule is strictly enforced. Summary: Elections of representatives for a one-year term will be held for the following caucus positions, subject to any withdrawals: . County Caucus (3 elected officials) . Large Urban Caucus (5 elected officials) . Northern Caucus - Northeast (2 elected officials) . Regional and Single-Tier Caucus (6 elected officials) . Rural Caucus (4 elected officials, 1 staff official) . Small Urban Caucus (4 elected officials) . Small Urban Caucus (1 staff official) The following positions have been acclaimed: . President . Secretary-Treasurer . Large Urban Caucus (1 staff official) . Northern Caucus (Northwest - 2 elected officials) Appointed officials are Chairs of various municipal groups as appointed by their respective group. Respectfully submitted, Jim Wilson Secretary-Treasurer, AMO 2008 NOMINATIONS TO THE BOARD OF DIRECTORS FINAL LIST OF CANDIDATES PRESIDENT REQUIRED NOMINATED Elected Officials 1 1 TOTAL 1 1 Elected Officials Nominations: Peter Hume Councillor, City of Ottawa Acclaimed SECRETARY~REASURER REQUIRED NOMINATED Staff Officials 1 1 TOTAL 1 1 Staff Officials Nominations: Jim Pine CAO, County of Hastings Acclaimed 2008 AMO Nominations Report Page 1 2008 NOMINATIONS TO THE BOARD OF DIRECTORS FINAL LIST OF CANDIDATES L'Association fran!;aise des municipalites de l'Ontario (AFMO) Appointment: Lorraine Oicaire Councillor, Municipality of Russell & President, AFMO 2008 AMO Nominations Report Page 2 2008 NOMINATIONS TO THE BOARD OF DIRECTORS FINAL LIST OF CANDIDATES COUNTY CAUCUS REQUIRED NOMINA TED Aooointed Officials 2 2 Elected Officials 3 4 Staff Officials 1 0 TOTAL 6 6 Appointed Officials: Ron Gerow John Oosterhof Chair Chair Eastern Ontario Wardens' Caucus Western Ontario Wardens' Caucus Elected Officials Nominations: Ellen Anderson Carolyn Jamieson Bob Sweet Jim Vanden Hoek Councillor, County of Grey Councillor, County of Lambton Councillor, County of Renfrew Warden, County of Frontenac Election Required Election Required Election Required Election Required Staff Officials Nominations: No Nomination Received - to be filled by the Incoming Board of Directors (as directed by AMO Bylaw No.1) 2008 AMO Nominations Report Page 3 2008 NOMINATIONS TO THE BOARD OF DIRECTORS FINAL LIST OF CANDIDATES LARGE URBAN CAUCUS REQUIRED NOMINA TED Appointed Officials 1 1 Elected Officials 5 9 Staff Officials 1 1 TOTAL 7 11 Appointed Officials: Hazel McCallion Chair Large Urban Mayors' Caucus of Ontario Elected Officials Nominations: Drew Dilkins Leonore Foster Diane Freeman Andrew Gill Sandra Hames Jennifer Kinneman Lynn Peterson Lou Turco Sandra Yeung Racco Councillor, City of Windsor Councillor, City of Kingston Councillor, Region of Waterloo Councillor, City of SI. Catharines Councillor, City of Brampton Councillor, City of Brantford Mayor, City of Thunder Bay Councillor, City of Sault Ste. Marie Councillor, City of Vaughan Staff Officials Nominations: Election Required Election Required Election Required Election Required Election Required Election Required Election Required Election Required Election Required Grant Hopcroft Director of Intergovernmental & Community Liaison, City of London Acclaimed 2008 AMO Nominations Report Page 4 2008 NOMINATIONS TO THE BOARD OF DIRECTORS FINAL LIST OF CANDIDATES NORTHERN CAUCUS REQUIRED NOMINA TED Aooointed Officials 2 2 Elected Officials 4 5 TOTAL 6 7 Appointed Officials: Franklin Gillis Chair Anne Krassilowsky Chair Federation of Northern Ontario Municipalities Northwestern Ontario Municipal Association AMO Bylaw NO.1 Section 3.1 extract: . four (4) shall be elected to the Northern Caucus (two (2) of whom shall be from northeastern Ontario municipalities and two (2) of whom shall be from nOlihwestern Ontario municipalities) Elected Officials Nominations: Mac Bain Michael "J.J." Doody Alan Spacek Councillor, City of North Bay (N.E.) Councillor, City of Timmins (N.E.) Mayor, Town of Kapuskasing (N.E.) Election Required Election Required Election Required Michael Power Mayor, Municipality of Greenstone (N.W.) Acclaimed Madge Richardson Mayor, Township of Schreiber (N.W.) Acclaimed 2008 AMO Nominations Report Page 5 2008 NOMINA nONS TO THE BOARD OF DIRECTORS FINAL LIST OF CANDIDATES REGIONAL & SINGLE -TIER CAUCUS REQUIRED NOMINA TED Aooointed Officials 1 1 Elected Officials 6 7 TOTAL 7 8 Appointed Officials: Ken Seiling Chair Mayors and Regional Chairs of Ontario Of Single Tier Cities and Regions Elected Officials Nominations: Donna Villemaire Chair, Region of Durham Election Required Councillor, Region of Niagara Election Required Chair, Region of York Election Required Councillor, Region of Peel Election Required Councillor, City of Hamilton Election Required Councillor & Deputy Mayor, City of Greater Sudbury Election Required Councillor, City of Kawartha Lakes Election Required Roger M. Anderson Michael Collins Bill Fisch Marolyn Morrison Russ Powers Andre Rivest 2008 AMO Nominations Report Page 6 2008 NOMINATIONS TO THE BOARD OF DIRECTORS FINAL LIST OF CANDIDATES RURAL CAUCUS REQUIRED NOMINA TED Appointed Officials 1 0 Elected Officials 4 6 Staff Officials 1 2 TOTAL 6 8 Appointed Officials: Chair Rural Ontario Municipal Association Elected Officials Nominations: Bill Davis Ron Eddy Eleanor Renaud Deputy Reeve, Township of Dysart et al Election Required Mayor, County of Brant Election Required Councillor, Township of Elizabethtown-Kitley Election Required Election Required Election Required Election Required Allen Taylor Bill Vrebosch Chris White Mayor, Township of East Garafraxa Mayor, Township of East Ferris Mayor, Township of Guelph Eramosa Staff Officials Nominations: I. Craig Davidson CAO/Clerk-Treasurer, Municipality of Hastings Highlands Election Required Mike Galloway Clerk, Township of Essa Election Required 2008 AMO Nominations Report Page 7 2008 NOMINATIONS TO THE BOARD OF DIRECTORS FINAL LIST OF CANDIDATES SMALL URBAN CAUCUS REQUIRED NOMINA TED Appointed Officials 1 1 Elected Officials 4 6 Staff Officials 1 2 TOTAL 6 9 Aooointed Officials: Norm Sandberg Chair Ontario Small Urban Municipalities Councillor, Town of Arnprior Eiection Required Councillor, Town of Niagara-on-the-Lake Eiection Required Election Required Election Required Election Required Election Required Elected Officials Nominations: Eric Burton Jim Collard Paul Grenier Bob Kilger Gary McNamara Robert Shepherd Councillor, City of Weiland Mayor, City of Cornwall Mayor, Town of Tecumseh Mayor, Township of Uxbridge Staff Official Position: R. Carl Cannon Larry McCabe CAO, Municipality of Port Hope Clerk/CAO, Town of Goderich Election Required Election Required 2008 AMO Nominations Report Page 8 Ministry of Transportation Office of the Minister Ferguson Block, 3rd Floor 77 Wellesley Sl. West Toronto, Ontario M7A 1Z8 416 327-9200 www.mto.gov.on.ca Ministere des Transports Bureau du ministre Edifice Ferguson, Sa 6tage 77, rue Wellesley ouest Toronto (Ontario) M7A 1Z8 416 327-9200 www.mto.gov.on.ca ~ ~.-.. Ontario RECEIVED JUN 2 3 2008 JUN 26 2008 C(lUNTY OF ELGIN AmiUNISTAATIVE SERVICES Ms. Sylvia Hofhuis Warden County of Elgin 450 Sunset Drive Sl. Thomas, Ontario N5R 5V1 Dear Warden Hofhuis: Further to our letter of March 31, 2008, please be advised that funding of $3,097,386 is being provided to your municipality either through electronic funds transfer or cheque, depending on the established funding arrangement with the province. The Ministry of Transportation is pleased to be able to provide the above-noted funds for the purpose of funding municipal road and bridge capital investment needs. Addressing municipal road and bridge capital investment needs is an important part of maintaining and improving the province's transportation network, economic success and Ontarians' quality of life. As referenced in my earlier correspondence, please note the following reporting and accountability provisions which apply to this transfer: Types of eligible expenditures: . Rehabilitation of municipal road and bridge capital infrastructure, specifically, these are capital funds to be used for rehabilitation of municipal roads and bridges, rather than ongoing and routine maintenance. . Expenditures should be limited to those types of capital rehabilitation expenditures that alter (improve) or extend the life of the road or bridge asset as opposeo to general maintenance. . Examples of eligible expenditures: . gravel purchases . sutface treatment of roads that hadn't been completed yet . culverts . Examples of non-eligible expenditures: . winter maintenance (snow plowing, sanding, etc.) . summer maintenance (litter pick-up, grass cutting, marking) . municipal sewers . traffic lights . any expense paid for by another funding source .../2 ("of'I/!/) -W: UN!)/!, CU!Y,"/-J"i-!i.mA- j(1E: tffi/btL7/"/f, .f),!,43)L..I-.J1<. o7/~7/0J' - 2 - . direct operating costs . entertainment expense . alcoholic beverages . taxes and fines . interest Requirement for future reporting: . A finai summary report detailing total costs, types of expenditures, use of provincial funding, and specific outcomes achieved shall be submitted to the ministry within three months of program completion or complete use of funds. This report should be submitted to: Ministry of Transportation Controllership Office 301 St. Paul Street - 6th Floor St. Catharines, Ontario L2R 7R4 . Other written periodic reports and information as may be requested by the Province of Ontario. Right to independent verification/audit: . The province reserves the right to verify or audit any information submitted for completeness and accuracy, and to ensure that funds were used on eligible expenditures and for the purpose intended. Right to recover funds: . The province reserves the right to recover up to and including the amount of funds provided, if it is determined that the funds provided were not used, or will not be used, for the intended purpose(s). We wish the County of Elgin much success in its endeavours. We look forward to receiving additional information on how the above grant was used and the outcomes achieved. Should you have any questions, please call the ministry at (905) 704-2741. Yours sincerely, ~~~ Jim Bradley Minister c: Bruce McCuaig, Deputy Minister, Ministry of Transportation Steve Peters, MPP, Elgin-Middlesex-London Municipal Clerk's Office ~ ...... Ontario Steve Peters} M.P.P. Elgin - Middlesex - London RECEIVED JUN 2 7 2008 (X1UNTY OF ELGIN ADMINISTRATIVE SERVICES June 20, 2008 Honourable Kathleen Wynne Minister of Education Mowat Block, 22nd Floor 900 Bay Street Toronto, ON M7A IL2 Dear Minister: Please find the enclosed letter and resolution from the County of Elgin that calls upon the provincial government through your ministry to change the school facilities funding formula to help school communities find ways to utilize space in schools declared as surplus and thereby recognize other uses of vacant space and then remove it from the vacant space category. Minister, I would appreciate your reviewing this matter and responding directly to County of Elgin Warden Sylvia Hofhuis. As always, thank you in advance for your time and consideration. Sincerely, ~~ Steve Peters, M,P.P. Elgin-Middlesex -London Cc: Warden Sylvia Hofhuis, County of Elgin, 450 Sunset Drive, St. Thomas, Ontario, N5R 5VI Mr. Bill Tucker, Director of Education, Thames Valley District School Board 542 Talbot Street, St. Thomas, ON N5P 1 C4 T _ (519) 631-0666 Toll free - 1-800-265-7638 F ~ (519) 631-9478 TTY - (519) 631-9904 E - spcters.mpp.co@liberal.ola.org \"ww.stcvcpeters.coIH ~j Onlario Steve Peters, M.P.P. Elgin - Middlesex - London RECEIVED JUN 2 7 2008 COUNlY OF ELGIN ADMINISTRATIVE SERVICES June 20, 2008 Honourable Deb Matthews Minister of Children & Youth Services 14th Floor 56 Wellesley Street West Toronto, ON M5S 2S3 Dear Minister: Please find enclosed a letter and a resolution from the County of Elgin and a report to county council regarding child care fee subsidy funding. As you will read in the resolution and the report, the County of Elgin is calling upon the provincial government through your ministry to provide additional child care fee subsidy funding to address a growing waiting list for child care services within Elgin County and the City of St. Thomas. Minister, I would appreciate your reviewing this matter and responding directly to the County of Elgin and the City of St. Thomas. As always, thank you in advance for your time and consideration. Sincerely, ~~~ Steve Peters, M.P.P. Elgin-Middlesex-London Cc: Mrs. Sandra Heffren, Manager of Administrative Services, County of Elgin Mr. Wendell Graves, Clerk, City ofSt. Thomas 542 Talbot Street, St. Thomas, ON N5P 1 C4 T ~ (519) 631-0666 Toll free - 1-800-265-7638 F - (519) 631-9478 TTY - (519) 631-9904 E - speters.mpp.co@liberal.ola.org ,,'\vw.stevepeters.colll i&l ~.J3 ,~. Onlarlo Steve Peters, M.P.P. Elgin - ~Middlesex - London RECEIVED June 20, 2008 JUN 2 7 2008 COUNTY OF ELGIN AlJMIN1STRATIVE SERVICES Honourable David Caplan Minister of Health & Long-Term Care lOth Floor, Hepburn Block 80 Grosvenor Street Toronto, ON M7A 2C4 Dear Minister: Please find enclosed a letter and a resolution from Warden Sylvia Hofhuis of the County of Elgin, a briefing note and a copy of a letter you have previously received from Dr. Sharon Baker, Acting Medical of Health with the Elgin-St. Thomas Health Unit. Dr. Baker and the County of Elgin have pressing concerns regarding overcrowding at STEGH due to the increasing number of patients that are waiting for relocation to long-term care facilities. There are also 115 residents on a long-term care waiting list for placement at Elgin Manor, a facility that has 90 beds. As I have informed your predecessor in prior letters, STEGH has been filled to over capacity for almost five months and this has caused significant surgical delays and cancellations, prolonged patient stays in the emergency department and the resulting burden on patients and staff. 01'. Baker has provided me with an update on the situation and there are now over 60 patients at STEGH who are waiting for a long-term care placement. Dr. Baker has additional concerns that this ongoing situation is also negatively affecting the health of those who are caring for patients waiting for long-term care placements in Elgin County's facilities and highlights how London Health Sciences Centre is also affecting Elgin County. Dr. Baker is calling upon the provincial government to immediately create more long-term beds to help alleviate this situation that she belleves has become a "crisis." There are no long-term care beds available at St. Thomas-Elgin nursing/retirement homes at this time. County of Elgin officials have now requested a meeting with you to discuss their concerns about the "unintended consequences of the IA Crisis Designation." The briefing note enclosed in this package includes four recommendations the County of Elgin believes will help rectify this situation. Miuister, I would appreciate your reviewing these matters, seriously considering schedullng a meeting with County of Elgin officials and responding directly to Warden Hofhuis and Dr. Baker. As always, thank you in advance for your time and consideration. Sincerely, St~ Steve Peters, M.P.P. Elgin-Middlesex-London Cc: Warden Sylvia Hofhuis, County of Elgin Dr. Sharon Baker, Elgin-St. Thomas Health Unit, 99 Edward Street, St. Thomas, Onta D7/07/0!? Coto/tStJ 7U 542 Talbot S T _ (519) 631-0666 Toll 1m -1-800-265-7638 F - (519) 631-9478 TTY - (519) 631-9904 E f~lE YR-P\' lU'vv VI L11 __ t;e-v\tA ~Oh f; -FtH trL,,\\OV\&\A 'b') ~ St. Thomas-Elgin ~ ~r:~:~~rlfo~~:o~i~~~ Media Release Thursday July 3, 2008 Talbot Trail Physiotherapy and Musculoskeletal Centre Opening in the 81. Thomas Elgin General Hospital St. Thomas, ON - The St. Thomas Elgin General Hospital (STEGH) and Talbot Trail Physiotherapy and Rehabilitation are pleased to announce an agreement which will see the location of the Talbot Trail Physiotherapy and Musculoskeletal Center within the Hospital facility. This new centre will occupy the vacant rehabilitation space in the Continuing Care Centre and will include the operation of the therapeutic pool. ''Talbot Trail is extremely excited to expand our expertise in rehabilitation in this one of a kind facility," says Chris Streib, President of Talbot Trail Physiotherapy. "This is an opportunity to build on our quality-focused reputation that we have earned over the last six years in our Aylmer and St. Thomas clinics. Leasing this space at the hospital gives us an opportunity to expand our services." The Talbot Trail Physiotherapy and Musculoskeletal Center will be providing a full range of rehabilitation therapy including Physiotherapy, Occupational Therapy, Massage Therapy, photo therapy and hydrotherapy in the pool, as well as consults with an Orthopedic Surgeon and Rheumatologist. The Centre is expected to be open for business in mid July. For inquiries please call the Centre at 519-637-7171. "It was our intention to develop a collaboration with a third party that would advance the strategies of the Hospital while making the best use of our facilities, including the therapeutic pool," says Paul Collins, STEGH President and CEO. "We are delighted that this will occur as we enter an agreement with Talbot Trail." "Several physicians specialized in musculoskeletal care (Orthopedics and Rheumatology) will be co- locating in the center to provide a comprehensive and multidisciplinary model of care for patients," explains Dr. Lori Teeple, STEGH Chief of Staff. "Providing this kind of care for patients with musculoskeletal needs is a first of its kind in St Thomas Elgin and promises to provide much enhanced medical service to the community." -30- For more information contact: Cathy Fox, Communications and Public Relations Sl. Thomas Elgin General Hospital 519-631-2030 Ex!. 2191 cfox@stegh.on.ca Chris Streib, President Talbot Trail Physiotherapy 519-637-7171 The Premier of Ontario Le Premier ministre de l'Ontario Edifice de J'Assemblee legislative Queen's Park Toronto (Ontario) M7A 1A1 ~ ~ma" Ontario Legislative Building Queen's Park Toronto, Ontario M7A1A1 July 2, 2008 RECEIVED Mrs. Sandra J. Heffren Manager of Administrative Services County of Elgin 450 Sunset Drive St. Thomas, Ontario N5R 5Vl JUL 07 2008 COUNTY OF ELGIN ADMINISTRATIVE SERVICES Dear Mrs. Heffren: Thank you for your letter of June 24 Informing me of council's decision to support the resolution of the City of Waterloo. I appreciate your keeping me apprised of council's position. As this issue falls under his responsibility, I have sent a copy of your correspondence to the Honourable George Smitherman, Minister of Energy and Infrastructure. I trust the minister will also take council's views Into consideration. Thank you again for the information. I welcome council's input on this or any other issue of provincial concern. Yours truly, (J/It~ Dalton McGuinty Premier c: The Honourable George Smitherman @ Minister of Transport, Infrastructure and Communities Ministre des Transports, de l'lnfrastructure et des Collectivites Ottawa, Canada K1A ON5 RECEIVED JUN 3 0.2008 JUL 07 2008 COUNTY OF ELGiN AmdINISTR.~TIVE SERVICES Mrs. S.J. Heffren Manager of Administrative Services County of Elgin 450 Sunset Drive St. Thomas ON N5R 5Vl Dear Mrs. Heffren: The Prime Minister's Office forwarded a copy of your correspondence of March 26, 2008, concerning your support for the resolution by the Corporation of the Town of Tecumseh regarding the Canada-Ontario Municipal Rural Infrastructure Fund (COMRIF) Regarding COMRIF, after almost a year of discussions, the Province of Ontario and the Govermnent of Canada were not able to reach an agreement on the delivery of the $64 million top-up of the fund. In order to ensure that this important financial support reaches Ontario municipalities in a timely manner, the Government of Canada has decided to unilaterally fund the $64 million top-up funding on water and wastewater projects that had been submitted under COMRIF Intake Three. It is our hope that the Province of Ontario will endorse this approach and provide support to municipalities looking for additional funding. There are no plans to have a fourth intake for COMRIF. Through Building Canada, the Government of Canada is taking action - making strategic investments in infrastructure that contribute to a growing economy, a cleaner environment, and strong and prosperous communities. The $33-billion Building Canada plan represents the largest federal commitment to public infrastructure in 50 years. Over 50 percent of the plan or some $17.6 billion will flow directly to municipalities including $11.8 billion through the Gas Tax Fund as well as through the GST Rebate. Moreover, the Govermnent of Canada announced in Budget 2008 that the Gas Tax Fund will be extended at $2 billion per year beyond 2013-14 and become a permanent measure. As well, the $2.275-billion Provincialfferritorial Base Funding Initiative provides each jurisdiction with predictable funding of $25 million per year to support core infrastructure priorities. ...2 03-0386(0602-01) Canada -2- The $8.8-billion Building Canada Fund will invest in critical national priorities, such as clean water, sewage treatment, the core National Highway System, public transit, and green energy, among other categories. The Building Canada Fund also has dedicated funding for projects in communities with populations of fewer than 100,000 - helping smaller communities such as yours face their unique challenges. Our government is committed to signing a Building Canada framework agreement with the Government of Ontario. Until such time as an agreement is signed, money cannot flow to Ontario's municipalities under the Building Canada plan. I can assure you that we are actively working towards this objective. More information on the Building Canada plan is available at http://www.buildingcanada.gc.ca. Please accept my best wishes. Yours truly, ~~~ The Honourable Lawrence Cannon, P.C., M.P. c.c. The Honourable Tony Clement, P.e., M.P. The Honourable Jim Flaherty, P.e., M.P. Mr. Joe Preston, M.P. Office of the Prime Minister Cabinet du Premier ministre Ottawa, Canada K1 A OA2 June 19, 2008 Mrs. Sandra J. Heffi'en Manager of Administrative Services County of Elgin 450 Sunset Drive St. Thomas, Ontario N5R 5V1 RECEIVED JUN 3 0 2008 COUNTY OF ELGIN A!JMh"JISiRA TlVf SfJJVlCfS Dear Mrs. Heffi'en: On behalf of the Right Honourable Stephen Harper, I would like to acknowledge receipt of your correspondence in which you enclosed a recommendation by the Corporation ofthe County of Elgin regarding the ZENN car. Please be assured that your recommendation has been carefully noted. As a copy of your correspondence has already been sent to the Honourable Lawrence Cannon, Minister of Transport, Infrastructure and Communities, I am certain that the Minister will also have appreciated receiving this information. Thank you for writing to the Prime Minister. Yours sincerely, '1n .~t-<- M. Bourque Executive Correspondence Officer Canada IIII P.~i1IIl. Canada-Ontarlo Municipal Rural lofrastructureFund Fondssurl'inlrnstructure munklpalarurale Canada-Ontario COMRIF Joint Secretariat 1 Slone Road West, 4NW Guelph ON N1G 4Y2 Telephone: 1866306.7827 Facsimile: 519 826-4336 Email: info@comrif.ca Website: www.comrif.ca Secretarial mixle du FIMRCO 1, chemin Stone Ouest, 4 N..O. Guelph (Ontario) N1G 4Y2 T e~phone : 1 885 306.7827 Te~copieur: 519 826-4336 Courriel : Info@fimrco.ca Site Web: www.fimrco.ca ---.., July 7, 2008 RECEIVED File # 13840 File # 11493 Mark G. McDonald Chief Administrative Officer County of Elgin 450 Sunset Drive St. Thomas, ON, N5R 5V1 JUL 0 9 2008 COUNTY OF ELGIN ADMINISTRATIVE S~RVlCES Dear Mark G. McDonald: RE: COMRIF Project Completion Deadline Extended Through the Canada-Ontario Municipal Rural Infrastructure Fund (COMRIF), the federal and provincial governments are helping municipalities improve the quality of life of residents through essential infrastructure projects, totalling almost $1 billion to date in Ontario. The governments of Canada and Ontario are pleased to inform you that the COMRIF deadline for the completion of project construction has been extended from March 31, 2009 to October 31, 2010. The deadline for submitting claims for eligible project costs has been extended to December 31, 2010. Canada Monsieur (Madame): Mark G. McDonald OBJET: Prolongation de la date limite d'achevement des projets realises dans Ie cadre du FIMRCO Grace au Fonds sur I'infrastructure municipale rurale Canada-Ontario (FIMRCO), Ie gouvernement federal, ainsi que Ie gouvernement provincial, aident les municipalites a ameliorer la qualite de vie de leur population par la realisation de projets d'infrastructure essentiels, d'une valeur globale de pres de 1 milliard de dollars a ce jour en Ontario. Les gouvernements du Canada et de l'Ontario sont heureux de vous informer que la date limite pour mener a terme les projets realises dans Ie cadre du FIMRCO a ete reportee du 31 mars 2009 au 31 octobre 2010. La date limite pour presenter des demandes de paiement des coOts admissibles des projets a ete reportee au 31 decembre 2010. I')h t "> vr Ontario This measure will allow municipalities that require more time to complete their COMRIF projects to apply for an extension. This extension does not include additional funding. Should you feel your project requires an extension, you must submit a request in writing to the COMRIF Joint Secretariat by September 30, 2008. When requesting extensions, you must provide the following details: 1) Rationale explaining why the extension is required; and 2) Revised projected cash flow and timelines for the submission of payment claims. Upon approval of your request for a project completion extension, the COMRIF Joint Secretariat will amend your Funding Agreement to reflect the new completion and claims submission dates. If you do not make a formal request for project extension, the existing terms, conditions and timelines of your COMRIF Funding Agreement will apply. 2 Cette mesure permettra aux municipalites, qui ont besoin de plus de temps pour mener a terme leurs projets, de presenter une demande de prolongation. Cette prolongation ne com porte pas de financement supplementaire. Si vous estimez qu'une prolongation est necessaire pour mener a terme votre projet, vous devez soumettre une demande par ecrit a cet effet au Secretariat mixte du FIMRCO au plus tard Ie 30 septembre 2008. Lorsque vous presentez une demande de delai, vous devez fournir les precisions suivantes : 1) I'explication de la raison pour laquelle une prolongation est requise; et 2) I'etat revise des mouvements de tresorerie prevus et les ecMances pour la presentation des demandes de paiement. Suite a I'approbation de votre demande de delai, Ie Secretariat mixte du FIMRCO modifiera l'Entente de financement actuelle afin de refleter les nouvelles dates d'achevement et de la presentation des demandes de paiement. Si vous ne presentez pas une demande de prolongation, les conditions et les echeances deja fixees dans votre Entente de financement du FIMRCO s'appliqueront. For additional details, please contact your project analyst or the COMRI F Joint Secretariat at 1 866 306-7827. Sincerely, ~~ Jeff Moore Federal Co-Chair, Management Committee Copresident federal, Comite de gestion 3 Pour obtenir de plus amples renseignements, veuillez communiquer avec votre analyste de projet ou Ie Secretariat mixte du FIMRCO au 1 866 306-7827. Nous vous prions d'agreer I'expression de nos sentiments les meilleurs. r2 01!jJ Brian Cardy Provincial Co-Chair, Management Committee Copresident provincial, Co mite de gestion CLOSED MEETING AGENDA JULY 22. 2008 Staff Reports: 1. Director of Engineering Services - Municipal Act, Section 240.2 (b) personal matters about an identifiable individual- Tenant Lease Executive Summary July 7, 2008 lIt millierdickinsonblaislnc. fll millierdickinsonblaisln<. Executive Summary A major component in the development of the County of Elgin's marketing strategy is the process of informing both visitors and potential investors as to the attributes and opportunities known to that community. An understanding of the quality of place or experience that can be expected as well as the opportunities associated with investing in the community, is a key consideration in this process. Most often this kind of information is reflected in a website, Community Profiie or some form of lure brochure In the fall of 2007, the County of Elgin completed a comprehensive 5 year Economic Development Plan. Through the creation of the Plan, a clear direction for the community began to emerge that defined future economic development needs across the County. Four cornerstones or strategic themes were established that included the following: . Investment Readiness . Pursue Partnerships & Outreach in the Community . Effective Marketing & Promotion of Elgin County . Growth of Key Industries The setting of this goal and the associated actions stemmed from the current lack of an effective regionai profile and the high degree of fragmentation that exists across the County as a resuit of the wide range of organizations and stakeholders trying to promote different aspects of the County of Eigin. The development of a marketing strategy and impiementation plan for the County of Eigin Economic Deveiopment and Tourism Services Department included the need for a re-branding effort that would heighten the profile of the County, provide direction to the County's marketing activities and deveiop consistency and continuity among local marketing activities. It was recommended that this effort include a logo, siogan-motto development, internet strategy, and a marketing plan for the Economic Development and Tourism Services Department. The effort to develop a County of Elgin Marketing and Branding strategy has been informed by the findings of the economic development plan, as well as further consuitation with key stakeholders and representatives from each of the lower tier municipalities. Considerations for the Marketing Strategy As part of the 5 year Economic Development Plan, a comprehensive economic base analysis was completed. Through this analysis, an understanding of the County's growth and investment potential was established. Aspects of this information is also used to inform the marketing and branding strategy, as it provides an understanding of the assets and unique elements of the County on which develop key messaging and the type of target audience the County should be focused on to drive both visitor and business investment. County of Elgin Marketing and Branding Strategy 2 I P age ~factor Ilf millierdickinsonblaisloc. The Economic Development Plan also identified a number of industrial and business concentrations that are seen as having the best potential to attract new business investment to the County of Elgin. These include: . Agricuiture + Agribusiness . Energy + Environment . Transportation + Warehousing . Manufacturing The tactics to position the County for expanded or new investment will differ sector to sector. However, in some respects the approach wili be the same. There is an immediate need to develop high ievei sector profiles and success stories associated with local business and entrepreneurs as way to draw attention and Interest to the County of Elgin. There is also a need to align the County with investment attraction efforts already underway by regional, provincial and federal stakeholders. In addition to the foregoing, the County's marketing strategy has also addressed a range of issues that were identified as part of the SWOT analysis. These issues are seen as having a direct impact on the successful Implementation of the Economic Development Plan and include: . Lack of Peer Relationships with Local Municipalities - As an investor's first point of contact Is with the local municipal offices, it Is imperative that County economic development staff develop a greater profile through participation in appropriate associations, networking with peers and identifying and collaborating with key stakeholders to achieve the economic development goals established in the Plan. . Fragmentation of Marketing & Inconsistency of the Message - There is no single regional economic development presence on the Internet, no distinctive brand that is associated with the County of Elgin and no understanding of the experience or opportunities that exist for a business, visitor or resident of the County of Elgin. The development of a County "brand", coupled with an economic development website and a comprehensive Community Profile are essential first steps to getting the message out as to the capacity of the County for business and industry investment. . Lack of Local Communication Tools - The lack of basic communication tools has likely contributed to the perceived east-west divide in the County that emerged in many of the stakeholder discussions. An economic development website will be an effective tool in communicating to an internal and external audience about the people, events and opportunities that exist within the County of Elgin. . One-stop Source of Information - The development of lead tracking and investment inquiry protocol will enable the County to track the effectiveness of its marketing efforts but also provide for a mechanism for the tracking and sharing of Information and investment lead opportunities. County of Elgin Marketing and Branding Strategy 3 I P age ctor Ilf millierdickinsonblais,,,, . Intra-regional Partnerships - The development of sector strategies to Inform the marketing efforts for the Agriculture and Agribusiness sector and the Energy and Environment sector will assist in developing much needed inter-regional collaboration . Entrepreneurs and Self-Employed Dominate Business Base - The growth in small business has created opportunities to prOVide business services through an effective economic development website in conjunction with over the counter activities. . A Broad Range of Arts and Culture Events & Facilities - The wide range of cultural assets In the County is unique among Ontario communities and should be a key consideration in the development of the County's marketing efforts. This could include a centralized website presence that profiles local entrepreneurs, artists and artisans. United in a Vision for the County of Elgin As part of the marketing strategy consuitation process, further discussion with representatives from each municipality and area business was conducted. Individuals were asked to share their vision for the County of Elgin. Common feedback included concepts such as "Connected", "Dynamic", "Entrepreneurial", "Green" and "Forward thinking, progressive". Goals The primary goals for the process of marketing and branding were re-iterated as being to develop pride within the local community, increase business investment, attract young families, create jobs and increase tourism. Branding Business attraction is a highly competitive activity, in which fickle site selectors and business owners must not only be found, but also some curiosity must be generated. Branding, when combined with strategic marketing, is one powerful factor that can be used to achieve this. A brand is a way of thinking, acting and a holistic set of messaging that aligns to support a clear focus. The purpose of a branding statement is to succinctly capture the brand of the County in a focused grouping of phrases so as to frame the identity of the County into a set of words that capture the County's goals and perceptions of who it is and who it will become. County of Elgin Marketing and Branding Strategy 4 I P age "factor ,If millierdickinsonblais,o< Stakeholder sessions were used to help generate the following branding statement: Elgin County is welcoming, progressive and naturally breath-taking. A powerful entrepreneurial spirit drives our innovative businesses to excel and compete nationally and globally. Our residents share a passion for active lifestyles and are proud of their friendiy, vibrant communities. To support this branding direction, the following motto was developed: Elgin County... Progressive by Nature Logos are carefully designed, powerful visual identifiers that trigger brand recognition when they are used effectively and repeatedly. Colours, shapes, typography and use of space are elements of a logo that all work together to create a recognizable symbol. ElgIn\ Progressive by Nature ;.....,;.,- Following an extensive committee and staff consultation process it was agreed that this active and vibrant logo represents the progressive spirit of entrepreneurism that differentiates Elgin. The colour scheme is representative of Elgin's environmental attributes. Abstract and unusual, it was agreed that this logo easily stands out from the crowd. Elgin Marketing Initiatives and Tactics To achieve it's goais, it will be necessary that the County of Elgin Economic Development and Tourism Services department undertakes a 4-prong strategically balanced set of initiatives to drive general business attraction, sector specific attraction, business retention and expansion, and communication and alliance development. With an emphasis on creating new opportunities, particularly for business investment in Energy, Environment and Agribusiness, a combination of Internet, print marketing, tradeshows, events, gateway signage and partnership development tactics will be required to successfully implement these initiatives. County of Elgin Marketing and Branding Strategy 5 I P age ctor lIt millierdickinsonblais"", Budget The budget for 2008 is close to $180,000. As no marketing has been done in the past, a large portion of this budget is allocated to first time purchases, such as the tradeshow both or first-time creation of the community profile, the Web site, newsletters and so forth. In 2009, the budget increases to almost $375,000. The increase in budget is largely due to costly, one-time gateway signage installations as well as a build out of programs, events and increased tradeshow participation. In 2010, the budget exceeds $500,000, with over half of that budget allocated to the already approved Plowing Match Exhibit. 2011 finds the budget dropping to a more realistic ongoing figure of approximateiy $180,000. Due to the lack of existing metrics and lack of economic development marketing activity that has taken place in the past, it is impossible to predict a date for a return on investment at this time. As metric collection, accurate lead tracking and vigilant advancement of leads become a formalized process, forecasting will become easier. Measurement A set of metrics including marketing activities and goal attainment metrics, such as jobs created and new business locations must be tracked to effectively measure both the effort expended by the Economic Development and Tourism Services department and the results of that effort. Conclusion The County of Elgin has an exceptional opportunity to focus its marketing efforts to become known as a County that Is "Progressive by Nature". This plan provides a guide for Elgin Economic Development and Tourism Services to begin this work. We recommend that it is endorsed by Council. County of Elgin Marketing and Branding Strategy 6 I P age "factor Administrative SeNices Department Administration Building 450 Sunset Drive, St. Thomas, Ontario, N5R 5V1 Phone: (519) 631-1460 Ext.156 Fax: (519) 633-7661 County of Elgin www.elgin-county.on.ca Fax Fax: Phone: Re: Warden Hofhuis and County Councillors Call Group From: Mark G. McDonald mmcdonald@elgin-county.on.ca July 18, 2008 8 including cover sheet To: Additional Items for Council Agenda of July 22, 2008 Date: Pages: cc: Comments: Deleqations 9:05 a.m. Addition to delegation of Mark Brintnell, Team Lead, Business & Performance, Southwest LHIN, to participate in the discussion on placement issues in Elgin County Long-Term Care Homes. Reports of Staff: (attached) 1) Manager, Economic Development and Tourism Services, and the Purchasing Coordinator - Promoting the Brand. Correspondence Items for Information (Consent Aqendal: (attached) 1) April Stocco, Administrative Services Representative, with Decision of the Agriculture, Food and Rural Affairs Appeal Tribunal re: Richmond Outlet Drain. THE INFORMATION IN THIS FACSIMILE IS FOR THE NAMED RECIPIENT ONLY. IT MAY CONTAIN INFORMATION THAT IS PRIVILEGED, CONFIDENTIAL AND EXEMPT FROM DISCLOSURE UNDER APPLICABLE LAW. IF THE READER OF THIS MESSAGE IS NOT THE INTENDED RECIPIENT, OR RESPONSIBLE FOR DELIVERING THE MESSAGE TO THE INTENDED RECIPIENT, ANY DISSEMINATION, DISTRIBUTION OR COPYING OF THIS COMMUNICATION IS STRICTLY PROHIBITED. IF YOU HAVE RECEIVED THIS COMMUNICATION IN ERROR, OR THERE ARE PROBLEMS IN TRANSMISSION, PLEASE NOTIFY US BY TELEPHONE. REPORT TO COUNTY COUNCIL FROM: Alan Smith, Manager, Economic Development and Tourism Services Sonia Beavers, Purchasing Co-Ordinator DATE: July 18, 2008 SUBJECT: Promoting the Brand COfIJorate Goals Referenced: To ensure fiscal responsibility and accountability. To recognize and seize opportunities for improvement. To promote Elgin as "The Place to Live." To promote Cultural Services. Introduction The County of Elgin has obtained the services of Yfactor for the development of a Marketing and Branding Strategy. Part of this process includes logo and slogan-motto development. Staff is asking Council's approval to retain Yfactor for the procurement of promotional materials that will assist with the County's marketing efforts. Discussion/Conclusion Yfactor is in the process of completing a multi-faceted, integrated marketing strategy that consists of multiple marketing tools and activities designed to reach a variety of business prospects. Having a variety of promotional items is required to assist with the marketing efforts at tradeshows, conferences, and raising the general profile of the County's new branding effort locally, nationally, and globally. The cost and quality of promotional items varies dramatically. In order to have a strong consistent visual image on cost-effective products, staff is recommending that Yfactor be retained for the procurement of such materials. Yfactor has: a) the expertise, ensuring the items purchased are the right quality for the right price, b) 3-4 standard vendors that provide a variety of promotional items, c) bid shop to ensure that the prices offered are fair, d) agreed to be fully transparent, itemizing the procurement management fee, design fee, shipping fee and vendor fee (no mark up on vendor fee), e) agreed that all the quotes are to be approved by the County of Elgin prior to Yfactor proceeding with the order. This practice is in accordance with the current County of Elgin Procurement Policy. Conclusion The County of Elgin retained the services of Yfactor for the development of a marketing strategy, which also included a re-branding of the County (logo and slogan-motto). The County is now ready to procure promotional items that incorporate the new branding for marketing purposes. Yfactor has access to vendors that provide good quality products at competitive prices. Yfactor agrees to be fully transparent and if required will provide the County of Elgin with a copy of three quotes obtained for each promotional item. This phase of procuring promotional materials is a continuation of the Marketing and Branding project. Extension of this work is compliant with the County of Elgin Procurement Policy. Recommendation THAT Yfactor be selected to obtain quotes and ~rocure promotional items displaying the County's new brand as described in the July 18t , 2008, Council report; and THAT staff ensure the County's procurement policy is adhered to and the procurement process remains transparent. Respectfully Submitted Approved for Submission, Alan Smi Economic Development and Tourism Services ~ (;1 'RCl<;:. ,n-Ir\' Sonia Beavers Purchasing Co-Ordinator Agriculture. Food and Rural Affairs Appeal Tribunal 1 Stone Road West Guelph, (Ontario) NIG 4Y2 Tel: (519) 826-3433, Fax: (519) 826-4232 Ernail: appeals.tribunaLomafra@ontario.ca Tribunal d'appel de l'agriculture, de l'alimcntation et des affaires ruralcs 1, chemin Stone Ouest Guelph (Ontario) NIG 4Y2 Tel.: (519) 826-3433, Telec.: (519) 826-4232 Email: appcals.tribunaLomafra@ontario.ca ~ ~,... Ontario June 16, 2008 Municipality of Bayham, c/o Lynda Millard, C.M.O., Clerk PO Box 160,9344 Plank Road Straffordville, ON NOJ 1 YO ~ FClknVIf:0" " r'l ~'~ ,/1 t:; 9 ~: Dear Ms. Millard, JUN 1 8 2008 COUN'l'Y OF ELGIN AliMINlSTFlA riVE SERVfCES Re: Richmond Outlet Drain Please find attached the Decision of the Agriculture, Food and Rural Affairs Appeal Tribunal with respect to the appeal of the above captioned drainage works. Please forward copies of the decision to all parties who received the original engineer's repOlt not listed above. Thank you for your assistance on this matter. Sincerel y, April Stocco Administrative Services Representative Enclosure c: The Corporation of the County of Elgin c/o Peter Dutchak, CET RECEIVED JUN 1 7 200~ Agriculture, Food and Rural Affairs Appeal Tribunal I Stone Road Wesl Guelph, (Ontario) N IG 4Y2 Tel: (519) 826-3433, Fax: (519) 826-4232 Email: appcals.tribunal.omafra@ontario.ca Tribunal d'appel de l'agriculture, de I'alimentation et des affaires rurales 1, chemin Stone Ouest Guelph (Ontario) NIG 4Y2 Tel.: (519) 826-3433, TClec.: (519) 826-4232 Email: appcaIs.tribunal.omafra@ontario.ca ~ ~ Ontario IN THE MATTER OF THE DRAINAGE ACT, R.S.O. 1990, CHAPTER D.17, AS AMENDED. AND IN THE MA TTER OF: An appeal to the Agriculture, Food and Rural Affairs Appeal Tribunal by The Corporation of the County of Elgin, in St. Thomas, Ontario, under Subsection 54(1) of the Drainage Act from a decision of the Court of Revision on the Richmond Outlet Drain, in the Municipality of Bayham, Ontario. TO: Municipality of Bayham, clo Lynda Millard, C.M,O., Clerk PO Box 160, 9344 Plank Road Straffordville, Ontario NOJ 1 YO AND TO: The Corporation of the County of Elgin clo Peter Dutchak, CET 450 Sunset Dlive St. Thomas, Ontario N5R 5VI AND TO: All persons assessed or compensated in the engineer's report. Before: Kirk WaIstedt, Chair; Sharon Weitzel, Member Appearances: Peter Dutchak, Manager of Road Infrastructure for the County of Elgin, on behalf of the Corporation of the County of Elgin, the appellant Bill Knifton, Drainage Superintendent for the Municipality of Bayham Lew Acre, assessed landowner Richmond Oullet Drain Hearing, Straffordville, Ontario, June 11,2008 1 DECISION OF THE TRIBUNAL Overview The report on the Richmond Outlet Drain (the "Drain") in the Municipality of Bayham (the "Municipality") was initiated by a petition signed by the engineer for the County of Elgin (the "County"), in accordance with Section 4 of the Drainage Act, R.S.O. 1990, CHAPTER D.17 (the "Act"), for the incorporation of an existing outlet drain, to achieve the status of a municipal drain. The Municipality appointed Spriet Associates, Engineers & Architects, in accordance with Section 8 of the Act to examine the area requiting drainage and prepare a repOlt. The report entitled "Richmond Outlet Drain", dated December 31,2007 (the "RepOlt") was signed by J. R. Spriet, P.Eng. of Spriet Associates London Limited (the "Engineer"). The County appealed to the TIibunal under Subsection 54(1)i of the Act, from a decision of the Court of Revision. The reason for the County's appeal was that it was in disagreement with a decision from the Comt of Revision, dated ApIi117, 2008, to reallocate $2,000 of benefit assessment from an assessed land owner, to the County. The County's appeal was heard on Wednesday, June 11,2008, in Straffordville, Ontatio. Ms. Lynda Millard, Clerk for the County perfOlwed the duties of the Clerk of the Tlibunal. Prior to the Heming, the Tribunal issued an Order making all landowners assessed or compensated in the Report parties to the appeal. Ms. Millard filed an Affidavit of Service at the start of the Hearing, as evidence that the Notice of the Heming was served on all parties. The Affidavit of Service was received by the TIibunal as Exhibit 1. The work outlined in the Report ("Exhibit 2") include: 1) the incorporation of a section of steel outlet pipe as a municipal drain; 2) the disconnection of an existing steel pipe; 3) the installation of 51.2 lineal metres of new outlet pipe; as well as other items. The estimated cost of the project is $54,800.00. The Engineer produced schedules for: a) allowances, accounting for right-of-way to lands; b) cost estimates, outlining the distribution of costs for the Drain; c) assessments for construction, that divided the estimated costs of the Drain among the propelties in the watershed; and d) assessments for maintenance, outlining the disttibution of costs for future repair and/or maintenance. The Issues The issues before the Tribunal were: 1. Should the Tribunal repeal the decision from the Court of Revision for the Richmond Outlet Drain, dated April 17 , 2008, and order assessments to follow the original Engineer's Report? Richmond Outlet Drain Hearing, Straffordville, Ontario, June 11, 2008 2 The Evidence Mr. Peter Dutchak requested the Tribunal receive all documents submitted to the Tribunal, as exhibits. The submission from the County of Elgin, with noted attachments, dated May 26, 2008, was received as Exhibit 3. The appellant's statement form of Mr. Lew Acre, dated May 28, 2008, was received as Exhibit 4. The Notice of the Court of Revision, dated February 27, 2008, and the minutes from the Court of Revision, dated February 7, 2008, March 20, 2008, and April 17,2008, were received as Exhibits 4 and 5, respectively. The appellant's statement form of the County, dated May 23, 2008, was received as Exhibit 7. Mr. Dutchak told the Tribunal that, for many years, a drain has belonged to the County, and that on January 5, 1979, the County entered an agreement with Mr. Acre for access to his land for the purpose of this drain. He added that the drain installed in 1979 is still in good condition, and that the previous engineer for the County has driven every road in the area throughout the years to inspect their condition. Mr. Dutchak further added that the County has maintained compliance with the agreement. Mr. Dutchak continued in stating that new development has occurred in Richmond, for which a legal outlet was needed to service the residential lots. He added that the County's private drainage works were used as an outlet for these properties, leading to the County's request for the incorporation of the drainage works into a municipal drain. Mr. Dutchak further added that at the onsite meeting for the incorporation of the drainage works, Mr. Acre requested an additional outlet to reclaim some of his property, for which his property was assessed benefit. Mr. Dutchak stated that County was satisfied with the schedule of assessments in the RepOlt, until the Court of Revision shifted the benefit assessment to Mr. Acre's property, in the amount of $2,000, to the County. He told the Tribunal that a benefit assessment, as defined in the Act, applies to Mr. Acre's propelty. In response to questions from the Tribunal, Mr. Dutchak stated that since the release of the Couri of Revision's decision, he understands that Mr. Acre has reconsidered his position with respect to the original assessments in the Report, and is now comfortable with the $2,000 benefit assessment to his property. In response to questions from the Tribunal, Mr. Bill Knifton stated that he is satisfied with what has taken place, and would like to see the Report passed as a final bylaw. In response to a question from the Tribunal, Mr. Lew Acre stated that he is in agreement with the information provided in Exhibit 4, where he states as follows: "I, the appellant Lew Acre am with drawing my appeal made to the Court of Revision and accept the original Engineer's assessmellt report as presented and I agree to pay the Benefit amount calculated as my portion." Mr. Dutchak, Mr. Knifton and Mr. Acre all stated that they are in agreement with the requests outlined in Exhibits 4 and 7. Richmond Outlet Drain Hearing, Straffordville, Ontario, June 1 I, 2008 3 The Findings The Tribunal ha~ reviewed and considered the evidence presented by Mr. Dutchak, on behalf of the County, and Mr. Acre, and finds that all assessed parties involved are in agreement with the assessments as outlined in the original Engineer's Report. ORDER 01<' THE TRIBUNAL After consideration ofllie evidence filed and the submission made the Tribunal orders: 1. The appeal by the Corporation of the County of Elgin is hereby granted. lle:m 2008-214 in the decision from the Court of Revision on the Richmond Outlet Drain, dated April 17, 2008, with respect to the reallocation of the benefit assessments to Lew and Lynn Acre to the County of Elgin, is hereby repealed. 2. The schedule of assessments, "Schedule 'c' - Assessment for Construction", shall be restored to that outlined in the original Engineer's Report, dated December 3 1,2007. 3. The non-administrative costs of the ToWn fur these appeals shall form part of the dminage works and it is ordered there be no other order of costs and all parties are responsible for their own costs. Attention is drawn to Section 73 of the Drainage Act. -t:i~ Kirk Walstedt ./ Chair Dated at Maidstone, Ontario, this 1611> day of June, 2008. Appent t() Tn"bunal 54. (I) Any party to an appeal before the coort of revision may appeal to the Tribunal by giving norke addressed ro me clerl: of the Tribunal, given to the clerl: of the initiating mlUlicipality, from the decision oflbe court of revision or from its omission, neglect or refusal to hear or decide an uppeal within twenty-one days of the pronOlmccrnent of the decision of the court of revision or of any mat<<,-r evidencing such omission, noglect orrefu.,a1. RS.O. ]990, c. D.I7, s. 54 (]); 2006, c. 19, Sched. A, s. 6 (1). Richmond Ourlet Drain Hearing, Straffordville, Ontario, June] ], 200& 4