Body: Council Type: Agenda Meeting: Regular Date: September 18, 2013 Collection: Council Agendas Municipality: Frontenac County
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County Council Meeting – Regular Meeting September 18, 2013 – 9:00 a.m. The Frontenac Room, 2069 Battersea Road, Glenburnie, ON
AGENDA Page
CALL TO ORDER
ADOPTION OF AGENDA a) Adoption of September 18, 2013 Regular Council Agenda
DISCLOSURES OF PECUNIARY INTEREST AND GENERAL NATURE THEREOF
ADOPTION OF MINUTES 9-23
a) July 17, 2013 Regular Council Meeting Minutes
- DEPUTATIONS AND/OR PRESENTATIONS a) Mr. Scott Reid, M.P. Lanark-Frontenac-Lennox and Addington, will address
Frontenac County Council on the redistribution of the electoral boundaries. b) Presentation of the Power Authority of Ontario Community Leadership Award
for Community Conservation 6. CLOSED MEETING a) As Authorized under Section 239 (2) of The Municipal Act, to consider:
(c) a proposed or pending acquisition or disposition of land by the municipality or local board (d) labour relations or employee negotiations Adoption of the Closed Meeting Minutes held June 19, 2013 7. BRIEFINGS 24-41
a) Liz Savill, CAO, will provide County Council with a briefing on Report 2013-
168, 2013 Eastern Ontario Wardens’ Caucus Financial Sustainability White Papers on Municipal Affordability and Municipal Infrastructure
Page 1 of 337
Page 8. UNFINISHED BUSINESS 9. COMMUNICATIONS 42-60
a) 2013-147
Communications of Interest to Council 61-68
b) Communications that Require Action:
- RECOMMEND REPORTS FROM THE CHIEF ADMINISTRATIVE OFFICER 69-75
a) 2013-149
Administrative Services Citizen Appointments to Advisory Committees of County Council 76-79
b) 2013-150
Emergency & Transportation Services Medical Tiered Response Program – Wolfe Island District Volunteer Fire Department 80-82
c) 2013-151
Emergency and Transportation Services Ontario Association of Paramedic Chiefs (OAPC) - 2013 Annual Fall Conference 83-84
d) 2013-153
Financial Services 2013 Property Tax Claw Back Threshold 85-87
e) 2013-154
Financial Services Robertsville Road Land Ambulance Station - Project Award of Contract 88-92
f) 2013-155
Financial Services Proposed 2014 Budget Format 93-95
g) 2013-161
Emergency and Transportation Services 2014 Legislated Response Time Performance Plan 96-97
h) 2013-163
Fairmount Home
Page 2 of 337
Page 10. RECOMMEND REPORTS FROM THE CHIEF ADMINISTRATIVE OFFICER Conference Reimbursement 98-99
i)
2013-164 Emergency & Transportation Services Township of Frontenac Islands Resolution – Waiver of Ferry Fees
100-109
j)
2013-165 Administrative Services Request for Proposals – County of Frontenac Strategic Plan
110-111
k) 2013-170
Emergency and Transportation Services Paramedic Chief’s of Canada (PCC) Representation at the National Association of Emergency Medical Services Physicians (NAEMSP®) Annual Meeting in Tucson AZ - January 16th and 17th, 2014 112-131
l)
132-134
m) 2013-173
2013-172 Administrative Services Code of Conduct for County Council and Committee Members
Administrative Services Integrated Accessibility Standards Regulation Policy 135-171
n) 2013-174
Sustainability Review of Ontario’s Long-Term Energy Plan
172-173
- INFORMATION REPORTS FROM THE CHIEF ADMINISTRATIVE OFFICER (CONSENT) All items listed on the Information Reports from the Chief Administrative Officer are for information only and shall be the subject of one motion. Any member of County Council may ask for any item(s) included in the Information Reports to be separated from that motion and considered separately, whereupon the Information Reports without the separated item(s) shall be put to the vote and the separated item(s) shall be considered immediately thereafter. a) 2013-152 Fairmount Home Quality Improvement Activities Update
Page 3 of 337
Page
174-180
181-182
- INFORMATION REPORTS FROM THE CHIEF ADMINISTRATIVE OFFICER (CONSENT) All items listed on the Information Reports from the Chief Administrative Officer are for information only and shall be the subject of one motion. Any member of County Council may ask for any item(s) included in the Information Reports to be separated from that motion and considered separately, whereupon the Information Reports without the separated item(s) shall be put to the vote and the separated item(s) shall be considered immediately thereafter. b) 2013-162 Emergency and Transportation Services 2013 Legislated Response Time Standard Update c) 2013-167
Sustainability Frontenac K&P Trail Update 183-256
d) 2013-168
Financial Services 2013 Eastern Ontario Wardens’ Caucus Financial Sustainability White Papers on Municipal Affordability and Municipal Infrastructure 257-261
e) 2013-169
Financial Services 2013 2nd Quarter Financial Summary 262-264
f) 2013-171
Financial Services Frontenac Islands Financial Contract Transition 12. ADOPTION OF REPORT OF THE COMMITTEE OF THE WHOLE COUNCIL 265-269
a) Minutes of Meeting held September 4, 2013
- REPORTS FROM EXTERNAL BOARDS AND COMMITTEES a) Kingston Frontenac Library Board Update - Councillor Purdon
270-283
b) KFL&A Public Health Board Update - Councillor Clayton
KFL&A Public Health 2012 Annual Report c) RULAC, LSR and Other Updates
Page 4 of 337
Page 13. REPORTS FROM EXTERNAL BOARDS AND COMMITTEES d) Algonquin Land Claim Update - Councillor Inglis e) Frontenac County Youth Justice Advisory Committee Update - Councillor Davison f) Housing and Homelessness Committee Update - Councillor McDougall g) Rideau Corridor Landscape Steering Committee Update - Councillor Jones
- REPORTS FROM ADVISORY COMMITTEES OF COUNTY COUNCIL 284-287
a) August 1, 2013 Trails Advisory Committee Meeting Minutes
288
b) August 1, 2013 Trails Advisory Committee Report to Council
289-293
c) August 12, 2013 Sustainability Advisory Committee Meeting Minutes
294
d) August 12, 2013 Sustainability Advisory Committee Report to Council
295-301
e) August 28, 2013 150th Anniversary Planning Advisory Committee Meeting
Minutes 302
f) August 28, 2013 150th Anniversary Planning Advisory Committee Report to
Council 303-306
g) September 9, 2013 Frontenac Accessibility Advisory Committee Minutes
307-308
h) September 9, 2013 Frontenac Accessibility Advisory Committee Report to
Council 15. ACCOUNTS 309-320
a) Accounts for Dates: July 6, 2013 to September 9, 2013
- MOTIONS, NOTICE OF WHICH HAS BEEN GIVEN a) Moved by Councillor Doyle
Seconded by Councillor Davison WHEREAS at the July 17th, 2013 County Council meeting Councillors made it clear that it was premature to meet with the Minister of Municipal Affairs at the AMO conference.
Page 5 of 337
Page 16. MOTIONS, NOTICE OF WHICH HAS BEEN GIVEN
AND FURTHERMORE Councillors learned through a report in the Kingston Whig Standard, with quotes from J Gutowski, that such a meeting did take place. AND FURTHERMORE the resolution presented to Council at the July 17th meeting proposing a meeting with the Minister, was not passed. AND FURTHERMORE Council was not advised the time and location of the meeting, thus Councillors did not have an opportunity to attend. AND FURTHERMORE Council was not advised of the details of the meeting before advising the press of what was discussed at the meeting. BE IT RESOLVED that the Council of the County of Frontenac requires all meetings with Provincial or Federal Ministers including members of Frontenac County Council, or County staff, to be preapproved in the form of a resolution passed by County Council prior to such meetings. The Resolution presented to Council requesting approval must include the proposed meeting notes to be discussed with the minister. Once the meeting details are confirmed all Councillors must be advised of the time and location of the meeting a minimum of one week prior to the meeting. Council must be provided with a detailed written report, at the first meeting of Council following the meeting with any Minister, outlining the complete discussion that occurred, and that no press release, nor discussion occur with the public before Council has formally received and reviewed such report. b) Moved by Councillor Doyle Seconded by Deputy Warden Clayton WHEREAS the County of Frontenac is involved in a Service Delivery and Organization Review and considering developing a Strategic Plan, AMO has announced a Symposium geared to County level governments that will assist in these efforts. Some items of interest to be discussed are: • Encourage open discussion on common issues; • Practical ideas and techniques for short and long term strategic planning; • Examine successes and lessons learned from within Ontario and from around the world; • Promote cross collaboration between municipalities, agencies, associations and the community. BE IT RESOLVED THAT the Council of the County of Frontenac approve registering, and covering expenses of at least two County Councillors and the Chair of the Service Delivery and Organization Review Committee for the 2013 AMO Counties, Regions, Single Tier (CRST) Symposium to be held
Page 6 of 337
Page 16. MOTIONS, NOTICE OF WHICH HAS BEEN GIVEN
October 24th and 25th 2013 in Oshawa Ontario. AND FINALLY THAT Council of the County of Frontenac pass a by-law later in the meeting to amend the 2013 budget to increase the operating budget by $2,500 for the 2013 AMO Counties, Regions, Single Tier (CRST) Symposium and transfer $2,500 from the FRC Working Fund Reserve to cover this cost. 17. GIVING NOTICE OF MOTION 18. OTHER BUSINESS 321-325
a) 2013 FCM Conference Report
Councillor Doyle and Councillor Jones 19. PUBLIC QUESTION PERIOD 20. BY-LAWS – GENERAL BY-LAWS AND CONFIRMATORY BY-LAW 326-327
a) By-Law No. 2013-0031
By-Law to Authorize the Corporation of the County of Frontenac to Distribute the Federal Gas Tax Amongst its Four Lower-Tiered Municipalities 328-329
b) By-Law No. 2013-0032
To Amend By-law No. 2012-0029 (Ferry Fees) 330-331
c) By-Law No. 2013-0033
To Amend the 2013 Budget By-Law No. 2013-0017 332-333
d) By-Law No. 2013-0034
Property Tax Claw Back Threshold 334-335
e) By-law No. 2013-0035
To Adopt a Land Ambulance Response Time Plan f) By-Law No. 2013-0036
To Grant Rights-of-Way over Certain Lands Owned by the County of Frontenac (Frontenac K & P Trail) By-law to be distributed under separate cover 336-337
g) By-Law No. 2013-0037
Confirmation of Proceedings
Page 7 of 337
Page 21. ADJOURNMENT
Page 8 of 337
AgendaItem#4a)
Minutes s of the Regular Meetting of Cou uncil July 17, 2013 A regula ar meeting of o the Coun ncil of the County C of Frrontenac was w held in the t Fronten nac Room off the Countty Administrative Office e, 2069 Battersea Roa ad, Glenburnie on Wednes sday, July 17, 2013 at 9:00 a.m. NT: PRESEN
REGRETS: ALSO PRESENT: P
utowski, Deputy Warde en Bud Clay yton, Warden Janet Gu D Jones s, John Purd don, Denis Councillors Gary Davison, David Doyle and a John In nglis Councillor John McDougall M County y: Liz Savill, CAO/Clerk; Marian VanBruines V ssen, Treasu urer; Paul Charbonnea C au, Directorr of Emerge ency & Transp portation Se ervices; Juliie Shillingto on, Adminis strator of Fairmo ount Home; Anne Mariie Young, Manager M of Economic Sustain nability; Joe e Gallivan, Manager of o Sustainab bility Plannin ng; Jannettte Amini, De eputy Clerk k; Angelique e Tamblyn, Executtive Assista ant Media:: Jeff Green n, The Fron ntenac New ws; Elliott Fe erguson, Th he Whig; and a Craig Backay, B Fro ontenac EM MC
C CALL TO ORDER O
Warden Gutowski called c the meeting m to order o at 9:0 08 a.m. 2.
A ADOPTION OF AGENDA
Motion #:
299-13
Moved By y: Seconded d By:
Co ouncillor Jones Co ouncillor Do oyle
RESOLV VED THAT T the agenda for the Ju uly 17, 2013 3 meeting of o the Coun ncil of the County of o Frontena ac be adoptted as circu ulated. RIED CARR 3.
DISCLOSUR D RES OF PE ECUNIARY Y INTERES ST AND GE ENERAL NA ATURE T THEREOF
The Warden requested the Clerk to record that in accordance with the Mu unicipal closures of pecuniary interest i werre declared d. Conflict of Interest Act no disc Regular Me eeting of Council Minutes July 17, 20 013
July 17, 2013 Regular Council Meeting Minutes
Page 1 of 15
Page 9 of 337
AgendaItem#4a)
a)
ADOPTION OF MINUTES Minutes of Meeting held May 15, 2013 (Deferred from the June 19, 2013 meeting pending legal matters)
Motion #: 300-13
Moved By: Seconded By:
Councillor Purdon Councillor Davison
RESOLVED THAT the Minutes of the regular Meeting of County Council held May 15, 2013 be adopted as circulated. CARRIED b)
Minutes of Meeting held June 19, 2013
Motion #: 301-13
Moved By: Seconded By:
Councillor Jones Councillor Doyle
RESOLVED THAT the minutes of the regular meeting of County Council held on June 19, 2013 be adopted as circulated. CARRIED 5.
DEPUTATIONS AND/OR PRESENTATIONS a)
Presentation to Peter Young, Community Planner, on receiving his full membership to the Canadian Institute of Planners (CIP) and the Ontario Professional Planners Institute (OPPI).
Motion #: 302-13
Moved By: Seconded By:
Councillor Jones Councillor Doyle
RESOLVED THAT the Council of the County of Frontenac recognize Peter Young, Community Planner, on receiving his full membership to the Canadian Institute of Planners (CIP) and the Ontario Professional Planners Institute (OPPI). CARRIED 6.
CLOSED MEETING – Nil
BRIEFINGS – Nil
UNFINISHED BUSINESS – Nil
Regular Meeting of Council Minutes July 17, 2013
July 17, 2013 Regular Council Meeting Minutes
Page 2 of 15
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AgendaItem#4a)
COMMUNICATIONS 2013-141 Communications Report
Motion #: 303-13
Moved By: Seconded By:
Councillor Jones Councillor Doyle
RESOLVED THAT the items listed in the Communications of Interest to County Council report dated July 17, 2013 be received as circulated and filed for information purposes, AND FURTHER THAT the following communications of interest to Council listed under the headings A, B, and C be received and filed, including the Kingston, Frontenac Public Library Board Minutes of May 22, 2013 and Financial Statements year ending December 31, 2012. CARRIED Motion #: 304-13
Moved By: Seconded By:
Councillor Jones Councillor Doyle
RESOLVED THAT Council of the County of Frontenac receive for information the June edition of Frontenac County Bytes. CARRIED Motion #: 305-13
Moved By: Seconded By:
Councillor Jones Councillor Doyle
RESOLVED THAT the Council of the County of Frontenac, on behalf of the four lower tier Townships, fund a propagation study for radio communications across the Frontenacs; AND FURTHER THAT staff be directed to allocate $25,000 in the 2014 County Budget for this study. CARRIED South Frontenac Fire Chief Rick Chesebrough responded to questions from members of Council. He advised that he is the lead on this project which involves input from all four township Fire Chiefs and Public Works Managers in order to determine the logistics of the study. The proposed Request for Proposals will ensure that any proposed system will be compatible with the City of Kingston communications systems. This compatibility does not currently exist.
Regular Meeting of Council Minutes July 17, 2013
July 17, 2013 Regular Council Meeting Minutes
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AgendaItem#4a)
RECOMMEND REPORTS FROM THE CHIEF ADMINISTRATIVE OFFICER a)
2013-126 Administrative Services – Request for Emerald Ash Borer Protection from Federal and Provincial Governments
Motion #: 306-13
Moved By: Seconded By:
Councillor Jones Councillor Doyle
BE IT RESOLVED THAT the Council of the County of Frontenac receive this Administrative Services – Request for Emerald Ash Borer Protection from Federal and Provincial Governments report; AND FURTHER THAT the Council of the County of Frontenac endorse the attached Proclamation prepared in part by the Ontario Urban Forest Council that requests financial support to protect some of the ash trees in the region; AND FINALLY THAT the Council of the County of Frontenac authorize the Deputy Clerk to send the County Council resolution to the appropriate federal and provincial authorities. CARRIED Motion #: 307-13
Moved By: Seconded By:
Councillor Jones Councillor Doyle
WHEREAS there are a significant number of ash trees located within the County of Frontenac that form an important part of our rural landscape, including within villages and hamlets; AND WHEREAS neither the federal nor provincial governments currently include urban or rural forestry in their mandates except in a limited role with respect to exotic, invasive pests; AND WHEREAS the Canadian Food Inspection Agency has not been able to stop the spread of the Emerald Ash Borer throughout Ontario and Quebec; AND WHEREAS the Emerald Ash Borer is expected to cost Canadians over $2 Billion dollars in treatment and replanting; AND WHEREAS Canadian forestry programs and research are solely focused on industrial forests and do not at present include urban or rural tree planting, appropriate species research, and insect control and management; AND WHEREAS other jurisdictions such as the United States Forest Service and the European Urban Forestry Research and Information Centre include forestry as a program and research area; Regular Meeting of Council Minutes July 17, 2013
July 17, 2013 Regular Council Meeting Minutes
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AgendaItem#4a)
AND WHEREAS Canada engages municipalities in a number of substantial infrastructure programs; THEREFORE BE IT RESOLVED that the County of Frontenac call on the Federal and Provincial governments to take leadership roles in recognizing the need to support urban forestry, by establishing urban and rural forestry mandates and programs which includes funding assistance to municipalities for the control and management of the Emerald Ash Borer- and any future significant imported diseases and insects -as well as the creation and funding of programs designed to support the on-going sustainable management of urban forests; AND FURTHER BE IT RESOLVED that all municipalities across Ontario be encouraged to endorse this proclamation and that this resolution be distributed to The Honourable Gerry Ritz, Minister of Agriculture and Agri-Food; The Honourable Joe Oliver, Minister of Natural Resources; The Honourable Denis Lebel, Minister of Transport, Infrastructure and Communities; The Honorable Jim Flaherty, Minister of Finance; MP Ted Hsu, Member Kingston and the Islands; MP Scott Reid, Member Lanark Frontenac Lennox and Addington; Honourable Michael Gravelle, Minister of Northern Development and Mines; Honourable David Oriazetti, Minister of Natural Resources; Honourable Linda Jeffery, Minister of Municipal Affairs and Housing; Honourable Charles Sousa, Minister of Finance; The Honourable John Gerretsen, Attorney General, MPP Randy Hillier, Member Lanark Frontenac Lennox and Addington; Honourable Premier Kathleen Wynne, Tim Hudak, MPP, Leader of Progressive Conservative Party of Ontario and the Opposition Party; Andrea Horvath, MPP, Leader of the New Democratic Party of Ontario; Association of Municipalities of Ontario; Federation of Canadian Municipalities. CARRIED b)
2013-136 Sustainability – 2292 Sands Road, Battersea Draft Plan of Subdivision – County File 10T-2011/002
Motion #: 308-13
Moved By: Seconded By:
Councillor Doyle Councillor Jones
RESOLVED THAT the Council of the County of Frontenac approve the plan of subdivision submitted by FoTenn Consultants Inc on behalf of Roger and Roberta Ouellette, being Parts 9 & 10, Concession 9, Geographic Township of Pittsburgh, Township of South Frontenac, County of Frontenac, County File No. 10T-2011/002: subject to the Conditions of Draft Approval contained in the County Planning Report dated July 10, 2013 noted as Exhibit A to this report; AND FINALLY THAT the Clerk be authorized to issue draft approval by signing the required documents and making any technical corrections to the conditions as needed. CARRIED Regular Meeting of Council Minutes July 17, 2013
July 17, 2013 Regular Council Meeting Minutes
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AgendaItem#4a)
c)
2013-137 Administrative Services – OMHRA Fall Conference 2013
Motion #: 309-13
Moved By: Seconded By:
Councillor Doyle Councillor Jones
BE IT RESOLVED THAT the Council of the County of Frontenac receive this Administrative Services – OMHRA Fall Conference 2013 report; AND FURTHER THAT the Council of the County of Frontenac authorize the Human Resources Generalist/Researcher to attend the annual OMHRA Fall Conference in Orillia, Ontario from September 11-13, 2013. CARRIED d)
2013-138 Financial Services – Appointment of Auditor
Motion #: 310-13
Moved By: Seconded By:
Councillor Jones Councillor Doyle
THAT the Council of the County of Frontenac accept this Financial Services - Auditor Appointment report; AND FURTHER THAT Council of the County of Frontenac authorize the appointment of the audit firm Allan Chartered Accountant Professional Corporation, as auditor for 20132015; AND FINALLY THAT a by-law be introduced by the Clerk later in the meeting confirming this appointment. CARRIED e)
2013-139 Fairmount Home – Service Elevator Repairs
Motion #: 311-13
Moved By: Seconded By:
Councillor Doyle Councillor Jones
RESOLVED THAT Council of the County of Frontenac receive this Fairmount Home – Service Elevator Repairs report: AND FURTHER THAT Council authorize the Clerk to execute an agreement with ThyssenKrupp for the necessary repairs to the service elevator. CARRIED f)
2013-140
Regular Meeting of Council Minutes July 17, 2013
July 17, 2013 Regular Council Meeting Minutes
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Page 14 of 337
AgendaItem#4a)
Administrative Services – OEMC and OPPI Conferences Motion #: 312-13
Moved By: Seconded By:
Councillor Jones Councillor Doyle
BE IT RESOLVED THAT the Council of the County of Frontenac receive this Administrative Services – OEMC and OPPI Conferences report; AND FURTHER THAT the Council of the County of Frontenac authorize the Manager of Sustainability Planning and the Manager of Economic Sustainability to attend the annual Ontario East Municipal Conference (OEMC) in Kingston, Ontario from September 11 to September 13, 2013; AND FINALLY THAT the Council of the County of Frontenac authorize the Community Planner to attend the biennial Ontario Professional Planners Institute (OPPI) Conference in London, Ontario from September 18 to September 19, 2013. CARRIED g)
2013-143 Emergency and Transportation Services – Confirmation of Land Acquisition - Road 509 and Robertsville Road
Motion #: 313-13
Moved By: Seconded By:
Councillor Doyle Councillor Jones
RESOLVED THAT the Council of the County of Frontenac accept the Emergency and Transportation Services – Land Acquisition - Road 509 and Robertsville Road report for information. AND FURTHER THAT the Council of the County of Frontenac authorize the Clerk to direct the County’s solicitor to complete the land acquisition – Road 509 and Robertsville Road in accordance with the terms of the “Agreement to Purchase and Sale”. CARRIED 11.
INFORMATION REPORTS FROM THE CHIEF ADMINISTRATIVE OFFICER (CONSENT)
Motion #: 314-13
Moved By: Seconded By:
Deputy Warden Clayton Councillor Davison
RESOLVED THAT the following Information Reports a) through g) received from the Chief Administrative Officer (Consent) be received and adopted. CARRIED
Regular Meeting of Council Minutes July 17, 2013
July 17, 2013 Regular Council Meeting Minutes
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AgendaItem#4a)
County Council consented to the separation of clauses h), i), and j) which were voted on separately. a)
2013-127 Administrative Services – 2, 4, 5, T Herbicide
BE IT RESOLVED THAT the Council of the County of Frontenac accept this Administrative Services – 2,4,5,T Herbicide report for information. b)
2013-128 Administrative Services – MISA Ontario Annual Conference
That Council of the County of Frontenac receive the Administrative Services – MISA Ontario Annual Conference report for information only. c)
2013-129 Administrative Services – 2013 2nd Quarter Activity Update
RESOLVED THAT the Council of the County of Frontenac accept the Administrative and Financial Services – 2013 2nd Quarter Activity Update report for information only. d)
2013-130 Administrative Services – AMCTO Conference report
That Council of the County of Frontenac receive the Administrative Services – AMCTO Annual Conference report for information. e)
2013-131 Fairmount Home – 2013 2nd Quarter Activity Update
RESOLVED THAT Council of the County of Frontenac receive the Fairmount Home – 2nd Quarter Activity Update for information only. f)
2013-132 Sustainability – Frontenac K&P Trail – Hardwood Creek Bridge Report
RESOLVED THAT the Council of the County of Frontenac receive this Sustainability – Frontenac K&P Trail – Hardwood Creek Bridge report for information. CARRIED g)
2013-133 Sustainability - Support for Smaller Scale Community Sustainability Initiatives Update
Regular Meeting of Council Minutes July 17, 2013
July 17, 2013 Regular Council Meeting Minutes
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AgendaItem#4a)
RESOLVED THAT the Council of the County of Frontenac receive the Sustainability – Support for Smaller Scale Community Sustainability Initiatives Update for information h)
2013-134 Emergency and Transportation Services - 2013 2nd Quarter Activity Update
Motion #: 315-13
Moved By: Seconded By:
Councillor Purdon Councillor Davison
RESOLVED THAT the Council of the County of Frontenac accept the Emergency and Transportation Services – 2013 2nd Quarter Activity Update report for information. CARRIED i)
2013-142 Administrative Services – Minister Delegation Request – AMO Conference
Motion #: 316-13
Moved By: Seconded By:
Councillor Davison Councillor Purdon
BE IT RESOLVED THAT the Council of the County of Frontenac receive this Administrative Services – Minister Delegation Request at AMO Conference report for information. LOST j)
2013-144 Emergency and Transportation Services – Response to City of Kingston Request for Information Regarding Land Ambulance Services
Motion #: 317-13
Moved By: Seconded By:
Councillor Purdon Councillor Davison
RESOLVED THAT the Council of the County of Frontenac accept the Emergency and Transportation Services – Response to City of Kingston Request for Information Regarding Land Ambulance Services report for information only. CARRIED 12.
ADOPTION OF REPORT OF THE COMMITTEE OF THE WHOLE COUNCIL a)
Minutes of Meeting held July 3, 2013
Motion #: 318-13
Moved By: Seconded By:
Regular Meeting of Council Minutes July 17, 2013
July 17, 2013 Regular Council Meeting Minutes
Councillor Davison Deputy Warden Clayton
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AgendaItem#4a)
RESOLVED THAT the Council of the County of Frontenac accept the Committee of the Whole meeting minutes dated July 3, 2013 as circulated. CARRIED b)
Report of the Committee of the Whole
Motion #: 319-13
Moved By: Seconded By:
Deputy Warden Clayton Councillor Davison
a) BE IT RESOLVED THAT Council undertake a Strategic Planning Session, driven and managed by Council, which would incorporate input from the Townships and the public, concurrent with the Service Delivery and Organization Review. b) BE IT RESOLVED THAT the Federal Gas Tax Reserve balance remain unchanged at this time. c) WHEREAS the County of Frontenac approved the completion of a contact with the Township of Frontenac Islands in July 2008 for the provision of Financial services on a cost recovery basis; AND WHEREAS the contract staff position originally provided for in the 2013 budget was removed as the representatives of the Township of Frontenac Islands indicated that the Township does not require the financial services provided by the County under the contract as of July 1, 2013; NOW THEREFORE the Committee of the Whole Council accept the Financial Services – Termination of Contract to Provide Services to the Township of Frontenac Islands report; AND FURTHER THAT the Council of the County of Frontenac shall direct staff to prepare an agreement to terminate the contract for financial services with the Township of Frontenac Islands as of December 31, 2013; AND FURTHER THAT the agreement to terminate the contract for financial services be forwarded to the Council of the Township of Frontenac Islands for execution; AND FINALLY THAT the Council of the County of Frontenac authorize the CAO and Warden to execute the termination agreement. d) BE IT RESOLVED THAT Council authorize a contract to complete the Capital Asset Management Plan. CARRIED 13.
REPORTS FROM EXTERNAL BOARDS AND COMMITTEES Kingston Frontenac Library Board Update - Councillor Purdon
Regular Meeting of Council Minutes July 17, 2013
July 17, 2013 Regular Council Meeting Minutes
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AgendaItem#4a)
Councillor Purdon advised that a meeting is scheduled for tomorrow morning to move forward on the draft Strategic Plan. He also pointed out the upcoming Bus Tour on August 20th in which all Mayors and CAOs have been invited to participate. KFL&A Public Health Board Update - Councillor Clayton Deputy Warden Clayton advised that the Board is currently on summer break.
Regular Meeting of Council Minutes July 17, 2013
July 17, 2013 Regular Council Meeting Minutes
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AgendaItem#4a)
RULAC, LSR and Other Updates Staff advised that an effort was made for RULAC to meet in July; however that timeframe did not meet with the City of Kingston’s need. A meeting is set for September. Algonquin Land Claim Update - Councillor Inglis Councillor Inglis advised that the Committee is currently on summer break. Frontenac County Youth Justice Advisory Committee Update Councillor Davison Councillor Davison advised that the Committee is currently on summer break. Housing and Homelessness Committee Update - Councillor McDougall Councillor McDougall was not in attendance to provide an update. Rideau Corridor Landscape Steering Committee Update - Councillor Jones Councillor Jones advised that no additional meetings have taken place and no report is being provided. 14.
REPORTS FROM ADVISORY COMMITTEES OF COUNTY COUNCIL a)
150th Anniversary Planning Advisory Committee - Minutes of Meeting held June 28, 2013
Motion #: 320-13
Moved By: Seconded By:
Councillor Davison Deputy Warden Clayton
RESOLVED THAT the Council of the County of Frontenac accept the 150th Anniversary Planning Advisory Committee of the County of Frontenac meeting minutes dated June 28, 2013. CARRIED 150th Anniversary Planning Advisory Committee - Report to Council Motion #: 321-13
Moved By: Seconded By:
Deputy Warden Clayton Councillor Davison
a) THAT staff be authorized to place ads in the Frontenac News, The Kingston and Frontenac EMC, and the Kingston and Frontenac This Week, before the next Regular Meeting of Council Minutes July 17, 2013
July 17, 2013 Regular Council Meeting Minutes
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AgendaItem#4a)
Committee meeting encouraging County residents to respond to the online survey, at an approximate total cost of $1,000. b) THAT the Council of the County of Frontenac authorize the following prominent persons to receive an early invitation to attend the Opening Ceremonies of the Central Celebration: • Queen • Prime Minister • Premier • MPs • MPPs • Senator • Past & Present County Council & Staff • Past & Present Township Council & Staff • Governor General & Lieutenant Governor c) THAT the Council of the County of Frontenac authorize a Central Celebration to be planned for August 28-30, 2015 that would include a variety of activities and events to draw an audience of County residents, visitors and tourists and be one of the main avenues for celebrating the County’s 150th Anniversary; AND FURTHER THAT Council authorize a 150th Anniversary Grand Ball to be held as part of the Central Celebration on Saturday, August 29, 2015, with logistics to be determined by a Working Group that would report back to the Committee. CARRIED Service Delivery and Organization Review Committee - Minutes of Meeting held July 12, 2013 Motion #: 322-13
Moved By: Seconded By:
Councillor Davison Deputy Warden Clayton
RESOLVED THAT the Council of the County of Frontenac accept the Service Delivery and Organization Review Committee meeting minutes dated July 12, 2013. CARRIED Service Delivery and Organization Review Committee - Report to Council Motion #: 323-13
Moved By: Seconded By:
Deputy Warden Clayton Councillor Davison
a) BE IT RESOLVED THAT the Council of the County of Frontenac authorize the Warden and Clerk to enter into an Agreement with KPMG to carry out a service delivery and organization review of the County of Frontenac. CARRIED Regular Meeting of Council Minutes July 17, 2013
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ACCOUNTS
Motion #: 324-13
Moved By: Seconded By:
Councillor Davison Deputy Warden Clayton
RESOLVED THAT the Council of the County of Frontenac receive for information the following accounts for the period of June 11 – July 5, 2013:
- Payroll dated between June 9 to June 30, 2013 in the amount of $859,244.68, and;
- and Cheque Listing in the amount of $1,724,670.26. CARRIED
MOTIONS, NOTICE OF WHICH HAS BEEN GIVEN – Nil
GIVING NOTICE OF MOTION – Nil
OTHER BUSINESS a)
Cancellation of August 21st County Council Meeting
Motion #: 325-13
Moved By: Seconded By:
Councillor Jones Councillor Doyle
BE IT RESOLVED THAT the August 21, 2013 meeting of the Council of the County of Frontenac be cancelled. CARRIED 19.
PUBLIC QUESTION PERIOD
BY-LAWS – GENERAL BY-LAWS AND CONFIRMATORY BY-LAW
Motion #: 326-13
Moved By: Seconded By:
Councillor Davison Deputy Warden Clayton
RESOLVED THAT leave be given the mover to introduce the following by-laws that have been circulated to all members of County Council and that these by-laws be read a first and second time:
- By-law No. 2013-0028 - To Appoint a Municipal Auditor
- By-law No. 2013-0029 - To amend the 2013 Budget By-law No 2013-0017; and
Regular Meeting of Council Minutes July 17, 2013
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- By-Law No. 2013-0030 - Confirmation of Proceedings. CARRIED Motion #: 327-13
Moved By: Seconded By:
Councillor Davison Deputy Warden Clayton
RESOLVED THAT the following by-laws be read a third time, signed, sealed and finally passed:
- By-law No. 2013-0028 - To Appoint a Municipal Auditor
- By-law No. 2013-0029 - To amend the 2013 Budget By-law No 2013-0017; and
- By-Law No. 2013-0030 - Confirmation of Proceedings. CARRIED
ADJOURNMENT
Motion #: 328-13
Moved By: Seconded By:
Councillor Davison Deputy Warden Clayton
RESOLVED THAT the meeting hereby adjourn at 11:06 a.m. CARRIED
Janet Gutowski, Warden
K. Elizabeth Savill, Clerk
Regular Meeting of Council Minutes July 17, 2013
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Liz Savill, CAO, will provide County Council with a
Eastern Ontario Financial Sustainability Update Project Presentation on EOWC White Papers on
Municipal Affordability and
Municipal Infrastructure
August 19, 2013 1
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by Kathryn Wood Natural Capital Resources Inc. On behalf of the FSU Steering Committee and EOWC
Liz Savill, CAO, will provide County Council with a
65% Growth in Operating Expenditures • Faster growth than households (~11%) or CPI (~22%) in same period (2000‐2011); CPI in 2007‐2011: 8.3%
2
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See Page 9‐10 of Municipal Affordability White Paper
Liz Savill, CAO, will provide County Council with a
5 Services Expected to Account for 88% of all Expenditures ($1.9B ($1 9B of $2.19B) $2 19B) by 2020 (p.14)
3
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Social & Family Services expenditures dropped by ~$100 M in 2009‐2011 period. Projected increases in other services will total $690 M a year by 2020.
Liz Savill, CAO, will provide County Council with a
Own Purpose Revenues Rose by 97% in 2000‐2011; Projected to Reach $1 $1.57 57 Billion by 2020 (p. (p 24)
Locally‐generated revenues constrained by taxpayers’ ability to pay R l Eastern Rural E Ontario O i tends d to have h lower l incomes i and d higher hi h percentages off people on fixed incomes than provincial average (2006 data); can they sustain an increase of 6.35% a year? (CAGR) 4
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• •
Liz Savill, CAO, will provide County Council with a
Total Assessment Doubled in 2000‐2011; Real Growth Contributes 2% a Year to Base, Rest is Re‐assessment (p. 26‐27)
?
Re-assessment
5
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Real growth is 20% of annual increase; similar to Provincial average. average 34% of region’s taxable assessment is in the rural areas
Liz Savill, CAO, will provide County Council with a
Nearly $9 Billion in Infrastructure Assets
6
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See Page 9 of Municipal Infrastructure White Paper
Liz Savill, CAO, will provide County Council with a
Capital Infrastructure Deficit: $3.74B • Same methodology as 2012 report (Facing Our Fiscal Challenges) • Estimate based on difference between value at cost (what you paid) and book value (after depreciation) • Assets now at 57% of original value (p. 14) • Deficit now stands at $3.74 billion (est.); $3.0 billion is transportation • Addressing deficit over 10 years means annual expenditures of $374 million
See Page 16 of Municipal Infrastructure White Paper
7
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White Papers on Environmental Services and Social Housing (fall 2013) and completion of Asset Management Plans by year‐end should support breakdown by service type.
Liz Savill, CAO, will provide County Council with a
Required Annual Capital Investment • Two parts (see p.3): – Maintain existing assets over average 25 year life span* – Address accumulated deficit from earlier under under‐spending spending
• Totals $1.074 billion • With current spending of $388 million (2011 level), means $686 million in new spending… every year
8
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*25 year average for f multiple l i l asset classes, l used d replacement l cost based b d on CAGR of 6.5% ;no provision for growth ‐‐‐ focused on maintenance of existing assets See Page 16 of Municipal Infrastructure White Paper
Liz Savill, CAO, will provide County Council with a
9
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See Page 18 of Municipal Infrastructure White Paper
Liz Savill, CAO, will provide County Council with a
Where Will the Money Come From? Overall Financial Position: Local Governments in Rural Eastern Ontario (2011)
$1.07 Billion
See Page 5 of Municipal Infrastructure White Paper
10
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Only three ways to pay: 1 Property 1. P taxes 2. 2 R Reserves 3. 3 More M d b debt
Liz Savill, CAO, will provide County Council with a
All Reserves Would Be Spent in a Year
See Page 27 of Municipal Infrastructure White Paper
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Three types of reserves (obligatory, discretionary and reserve funds): $686 million (2011); targeted for capital projects and associated support cash flow
Liz Savill, CAO, will provide County Council with a
Debt Capacity at $1.14 Billion; $556 Million in Use; $575 Still Available Available… One Year
Debt Capacity Limit – MMAH Formula
See Page 21 of Municipal Infrastructure White Paper
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Available debt capacity varies widely across municipalities; ability to carry debt based on 25% of net revenues; carrying costs of $234.7 $234 7 million a year; now carrying $69.6 million: $165M savings needed
Liz Savill, CAO, will provide County Council with a
Recommendations – Municipal Affordability Recommendations for EOWC and Constituent Municipalities (p. 33):
• Explore additional shared procurement for bulk products/ materials (short and long‐term) • Encourage EORN to explore shared ICT and use of technology in service areas subject to significant cost increases (short and long term)
(long‐term)
• Continue to work cooperatively to bring about an agreement on Algonquin land claim; first step in economic development collaboration with Algonquin Nation (long‐term)
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• EOWC to provide leadership for region‐wide program to address operating p g costs for transportation p services ((short and longg term)) • Explore business case for service body delivering some administrative, technical or other similar municipal services for multiple municipalities (long‐term) • Continue to support regional economic development strategy
Liz Savill, CAO, will provide County Council with a
Recommendations – M i i l Affordability Municipal Aff d bilit Recommendations for Province of Ontario (p.34): (p )
14
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• Encourage permanent infrastructure fund for rural areas (S/LT) • Continued implementation of social services upload to 2018 (ST) • Provision of royalty stream for Crown lands (S/LT) • Contain growth in program and service delivery costs (S/LT) • Simplify and increase predictability in funding formulae, starting with long term care (S/LT) • Leave Reg. Reg 284‐09 284 09 as is re: depreciation expense (S/LT) • Engage with Regional CAOs and Treasurers re: accountability reporting requirements; EOWC to support via perspective of smaller municipalities (S/LT)
Liz Savill, CAO, will provide County Council with a
Recommendations – M i i l Affordability Municipal Aff d bilit Recommendations for Province of Ontario (p.34) (p )
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• Work with AMO and EOWC to develop and test non‐tax based revenue generating measures • Develop appropriate property tax rates for all forms of renewable energy • Broaden definition of transit to include eligibility for municipalities with private or volunteer services supported/ oversight by municipal government • Work with AMO and EOWC to determine alternative, cost‐ effective ways to deliver services at the local level and cost‐ share pilot programs in Rural Eastern Ontario to test ideas.
Liz Savill, CAO, will provide County Council with a
Recommendations – M i i l Infrastructure Municipal I f t t Recommendations for EOWC and Constituent Municipalities (p.29): • Continued active support for development and implementation of a regional economic development strategy (long‐term) • Creation of an EOWC regional infrastructure task force, a major component of which would be a transportation infrastructure rene al net renewal network ork (short and long‐term); long term) (Appendix (Appendi A contains possible terms of reference for TIRE)
See Page 29 of Municipal Infrastructure White Paper
16
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• C Completion l ti off Asset A t Management M t Plans Pl b year‐end by d as required. i d (short and long‐term)
Liz Savill, CAO, will provide County Council with a
Recommendations – Permanent Infrastructure Fund
• •
Continued implementation of social services upload to 2018 Provision of royalty stream for Crown lands
See Page 31‐34 of Municipal Infrastructure White Paper 17
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Recommendations for Province of Ontario: • Work with Province on design and implementation of infrastructure fund • Apply transparent allocation formula (NBV) • Allocate enough resources to make an impact • Give municipalities responsibility for own priority • Define small, rural and setting Northern by pop. density • Ensure accountability for use • Make it permanent of public funds; straight‐ • Make it non‐competitive forward report p on disposition p • Make it predictable of funds
Liz Savill, CAO, will provide County Council with a
Conclusion….. With thanks
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Report 2013-147 ADMINISTRATIVE REPORT To:
Warden and Council Members of the County of Frontenac
From:
Elizabeth Savill CAO
Prepared by:
Angelique Tamblyn Executive Assistant Kristin Mullin Communications Officer
Date Prepared:
September 10, 2013
Date of Meeting:
September 18, 2013
Re:
Administrative Services – Communications of Interest to Council
Recommendation RESOLVED THAT the Council of the County of Frontenac accept the Administrative Services – Communications of Interest to Council report for information; AND FURTHER THAT the following communications of interest to Council listed under the headings A, B, and C be received and filed.
Background The following correspondence has been received that may be of interest to members of Council. Copies can be made available upon request.
Comment A
Ministries, Other Municipalities, etc:
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- City of Kingston, September 11, 2013 – Correspondence from Gerard T. Hunt, CAO Re: City of Kingston Organization Realignment effective September 16,
- The City has realigned its corporate structure and responsibilities and provided a revised corporate organization chart. The realignment will provide the opportunity to deliver on the final year of the City of Kingston’s mandate and enable it to begin the exercise of planning for the 2015 Council term, enhancing opportunities to integrate community and infrastructure planning, increase the focus on specific strategic projects and integrate sustainability practices into organizational development programs.
- Ministry of Infrastructure, Ministry of Transportation, September 11, 2013 – Correspondence from the Honourable Glen Murray Re: 2013 Ferry Service Subsidy Allocation - Howe Island Ferry (County). The letter advises that the County has been approved for operating allocation for municipal ferry operations of $735,000 for 2013/14. For 2013, the ministry will provide equal monthly payments of $61,275 to the maximum of our subsidy allocation.
- Ministry of Agriculture and Agri-Food, August 28, 2013 – Correspondence from Gerry Ritz, PC, MP Re: Letter regarding resolution passed by Council concerning the emerald ash borer (EAB). The Government of Canada takes the threat posed by invasive pests such as EAB seriously, and it recognizes the hardships and challenges that this pest presents to all affected stakeholders. Under the authority of the Plant Protection Act, the Canadian Food Inspection Agency (CFIA) undertakes actions aimed at preventing quarantine pests from entering into and spreading within Canada. This includes creating regulated areas that are determined based on scientific information. Consistent with the slow-the-spread approach and the Government’s direction in Budget 2012, the CFIA’s response to EAB is focused on a strategic approach that will include reducing the number and increasing the size of regulated areas in order to control the movement of wood products that present a risk for spreading the pest. The CFIA recently approved an EAB biological control agent for release in Ontario as part of a research project lead by the Canadian Forest Service. The EAB has become established in numerous areas of Quebec and Ontario, compensation is no longer being provided. All efforts are contributing to moving toward an effective strategy to slow down the further spread of the pest into others parts of Canada. For more information visit http://www.ec.gc.ca/eee-ias/
- The Honourable John Gerretsen, MPP Kingston and The Islands, August 15, 2013 – Correspondence from M.P.P. John Gerretsen Re: Thank you for letter dated July 3, 2013 keeping him up-to-date on Council’s position regarding the KFL&A Public Health request to raise taxation on cigarettes.
- The Premier of Ontario, August 9, 2013 – Correspondence from Premier Kathleen Wynne Re: Thank you for the letter informing her of Council’s resolution regarding urban forestry and the Emerald Ash Borer. This issue falls under the responsibility of the Honourable David Orazietti, Minister of Natural Resources. A copy of the letter has been forwarded to him. She welcomes council’s input on this and any other issue of provincial concern.
- Ministry of Health and Long-Term Care, August 7, 2013 – Correspondence from Minister Deb Matthews Re: Funding. The Ministry of Health and Long-Term Care has approved a planned one-time funding of up to $233,854 for the County of Frontenac for the 2013/14 fiscal year for dedicated nurses to receive ambulance patients at locally selected hospitals. Administrative Report Administrative Services - Communications of Interest to Council September 18, 2013
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- Ministry of Economic Development, Trade and Employment Accessibility Directorate of Ontario, August 1, 2013 – Correspondence Re: Ontario’s Accessibility Standards What you need to know: Summer 2013. The five accessibility standards are now law. Ontario has five accessibility standards in place under the Accessibility for Ontarians with Disabilities Act (AODA): • • • • •
Customer Service Employment Information and Communications Transportation Design of Public Spaces
The Report was due on December 31, 2012. To learn more visit Ontario.ca/AccessOn. Click on the AODA Compliance Wizard to find free tools and resources 8. Ministry of Economic Development, Trade and Employment Accessibility Directorate of Ontario, July 24, 2013 – Correspondence Re: Reminder about 2013 accessibility reporting and Reporting Questions for the Integrated Accessibility Standards Regulation (IASR) for Municipalities and Public Transportation Providers. Designated public sector organizations must file an accessibility compliance report regarding the IASR online by December 31, 2013. For more information contact the AODA Contact Centre, Service Ontario, 1-866515-2025 or visit Ontario.ca/AccessON Other Correspondence:
- Councillor Denis Doyle, September 12, 2013 – Correspondence from Councillor Doyle Re: 2013 AMO Counties, Regions, Single Tier (CRST) Symposium, October 24 and 25, 2013 in Oshawa, Ontario. A motion may be forthcoming to authorize one or more Councillors to attend this symposium. http://www.amo.on.ca/AMO-PDFs/Events/RegandFlyer.aspx
- Ontario Power Authority, September 11, 2013 – Correspondence from Andrew Pride, VP Conservation Re: County of Frontenac is a finalist. The Ontario Power Authority is pleased to extend congratulations to County of Frontenac on being a 2013 Community Conservation Awards finalist. The municipality has made a significant commitment to energy conservation and our actions are helping to promote a culture of conservation across the province. Award winners will be announced at the Association of Municipalities of Ontario (AMO) Local Authority Services (LAS) Community Connection Symposium on December 6, 2013 in Toronto. A complete list of finalists can be found at http://www.powerauthority.on.ca/opa-conservation/community-conservationawards
- St. Lawrence College, September 9, 2013 – Correspondence from Glenn Vollebregt, President and CEO Re: St. Lawrence College 2012-2013 Annual Report. The Annual Report summarizes and highlights significant achievements and events to stakeholders and community partners, as well as the St. Lawrence College staff. http://www.stlawrencecollege.ca/about/college-reports-andpolicies/annual-report/annual-reports/ Administrative Report Administrative Services - Communications of Interest to Council September 18, 2013
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- Northern Frontenac Community Services, September 5, 2013 – Correspondence from Don Amos, Executive Director Re: Invitation to attend the Northern Frontenac Community Services Corporation 38th Annual Meeting on September 26, 2013, 6:30 p.m. at the Christian Education Building, 1035 Wagarville Road, Parham. RSVP by September 18, 2013.
- KFL&A Public Health, August 22, 2013 – Correspondence from Dr. I.M. Gemmill Re: KFL&A Public Health 2012 Annual Report. The report showcases the many highlights and achievements of KFL&A Public Health throughout 2012. For more information visit www.kflapublichealth.ca
- Railway Association of Canada, August 21, 2013 – Correspondence from Michael Bourque, President & CEO Re: Rail Safety Information for Communities. The Railway Association of Canada (RAC) represents some 50 goods, tourist, commuter and intercity rail businesses in Canada and their more than 32,000 employees. Railways in Canada regularly share information on commodities handled, including dangerous goods, with responsible authorities such as municipal officials and responders. This is done to ensure municipal emergency planners and responders are properly trained to work with industry experts and qualified contractors in developing effective and realistic emergency response plans and to be capable of reacting if an incident were to occur. They have provided an Update on Railways in Canada. Visit www.railcan.ca or call Dan Rogers 613-564-8108
- Enbridge, August 16, 2013 – Correspondence from Dave Lawson Senior Project Director Re: Enbridge’s Line 9B Reversal & Line 9 Capacity Expansion Project. For more information visit www.neb-one.gc.ca or call 1-800-899-1265.
- Frontenac Stewardship Foundation, August 9, 2013 – Correspondence from Gordon Rodgers, President Re: Thank you for support. The Frontenac Stewardship Foundation would like to express their support of the good work of County staff and the Frontenac Sustainability Program and would like to thank Council for their support of this program. It is the hope of the Frontenac Stewardship Foundation that the County recognizes the importance of this type of partnership program and will continue to fund it. AMO Member Communications:
- News Releases • Town of Richmond Hill Receives AMO Gas Tax Award (August 21, 2013) • City of Port Colborne Receives AMO Gas Tax Award (August 21, 2013) • City of Barrie Wins AMO Gas Tax Award (August 21, 2013) • 1,600 Municipal Leaders Meet in Ottawa (August 20, 2013) • 1,600 Municipal Leaders heading to Ottawa for the 2013 AMO Conference
- AMO Breaking News & Policy News • Siting Large Energy Generation • Initial Comments re: Proposed Waste Reduction Act and Waste Reduction Strategy • Town of Richmond Hill Receives AMO Gas Tax Award • City of Port Colborne Receives AMO Gas Tax Award • City of Barrie Wins AMO Gas Tax Award • Colonel (Retd) Chris Hadfield at 2013 AMO Conference • Minister Jeffrey Remarks at 2013 AMO Conference Administrative Report Administrative Services - Communications of Interest to Council September 18, 2013
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•
Premier’s Remarks at 2013 AMO Conference
- Watch Files http://www.amo.on.ca/WCM/AMO/AMO_/About/Watch_File.aspx • July 25, August 1, 8, 15, 22, 29, September 5, 12, 2013 FCM Member Communications:
- News Releases • Statement by FCM President following today’s release of National Household Survey (NHS) (September 11, 2013) • New Infrastructure Programs Must Meet Cities and Communities’ Needs (September 7, 2013) • Municipal leaders call for concrete federal action on rail safety (August 23,
• FCM President calls for partnership among all orders of government to fix Canada’s housing system and protect economy (August 20, 2013) • Municipal leaders approve rail safety principles at first National Working Group meeting (July 29, 2013) • Statement by FCM President following Prime Minister Stephen Harper’s announcement of changes to the federal Ministry (July 15, 2013) 2. PCP News • Partners for Climate Protection (PCP) News Digest (July 24, 2013) B
Eastern Ontario Wardens’ Caucus (EOWC) Meeting Minutes/News Releases: • Minutes of June 14, 2013 (see attached)
C
Agency/Board Minutes:
- Kingston Frontenac Public Library Board Minutes • Nil
D
The following items of correspondence require action: • Kingston Frontenac Public Library, September 10, 2013 – Correspondence from Patricia Enright, Chief Librarian/ Chief Executive Officer Re: Request to Proclaim the month of October 2013 as Public Library Month 2013. • CUPE SCFP Ontario, August 27, 2013 - Correspondence from Fred Hahn, President, CUPE Ontario and Sheila Olan-MacLean, President, OCBCC Re: Request to Proclaim October 30, 2013 as Child Care Worker and Early Childhood Educator Appreciation Day. This year will mark the 13th Anniversary of their Awareness Day which recognizes the education, skills, commitment and dedication of Early Childhood Educators and Child Care Staff. Such a day allows the community to recognize the work of various groups and to acknowledge the contributions they make in the lives of community members.
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•
E
Autism Ontario Kingston, July 29, 2013 - Correspondence from Patti Lochnan Kingston Re: Request to Proclaim October as Canadian Autism Awareness Month.
County of Frontenac Outgoing Communications:
- Media Releases: • Media Release: Frontenac County Seeks Public Input on First Draft of Official Plan (July 31)
- E-Newsletters • July and August editions of Frontenac County Bytes (attached)
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APPENDIX A As of July 18, 2013, County staff began receiving the following signed petition through the mail. To date 100 signatures have been collected.
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Staff received the following email on August 10, 2013; Dear Warden Gutowski, My name is Dr. Staveley and I’m descendant of the Anglin family from Kingston, ON. The Anglin family of which Anglin Bay is named after, my great-great Grandfather Anglin was a running-mate of Sir John A. MacDonald in local politics. Additionally, I’m a 4th Generation Queen’s Graduate. I present this historical context to you to provide support for my statement when I say that I am a proud Kingstonian. Growing up in the Greater Kingston Area, I was always proud to be affiliated with Frontenac County. However, your recent actions with regards to the running of Frontenac County have left an extremely bad taste in my mouth and frankly I’m embarrassed that you are at the helm of the government that are the trustees of such a fantastic area of Canada. Having been a resident of the United States for the past 4 years, I have seen first hand how privatization and cutbacks in medical services are only a short-term solution. Because of your shortsightedness I am deeply concerned that Frontenac County will now be starting down a similar path. I have sent letters to representatives in the Ontario Provincial Government and other colleagues of mine in the various Governmental Departments (of which I deal with regularly) to encourage them to take this kind of decision out of the hands of near-sighted county Governments. Upon reflection, I should probably be thanking you as your actions make this kind of decision much much easier for them. Because of your actions, I am now concerned that my relatives will not have the same access to emergency care that they once did and because of the decreased amount of emergency services their health is in risk. Is this going to be similar to the case in Toronto where an elderly person died waiting over 3 hours for an ambulance? With Deep Sadness, Dr. Mark Staveley Sammamish, WA Though it is impossible to track all of the public comments made online through social media and news media message boards, the following provides some: A new Facebook page has been created titled “OPSEU Local 462 - Standing Up for Public Safety”. The page presently has 167 followers. The following twitter feeds were tracked following the August Kingston City Council meeting. Administrative Report Administrative Services - Communications of Interest to Council September 18, 2013
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Kingston Whig Standard Live Twitter Feed Re: Paramedic Cuts “They had already planned to lay people off,” Baker said. #ygkc @MayorOfKingston asks if the county came to union with talk of financial troubles. Baker said there was mention of training cuts #ygkc Baker said the county is using the vehicle to lessen average response times and to justify cuts. #ygkc Baker said the emergency response vehicle is not as equipped as an ambulance, but does have some life-saving equipment. #ygkc The veteran died. Glover questions if that could have been prevented. #ygkc Glover said during a recent memorial service a veteran collapsed and the emergency vehicle responded and an ambulance was later. #ygkc The vehicle is not equipped to treat patients, but simply “stops the clock” on how long it takes for EMS to respond. #ygkc Baker said it pertains to response time standard set by the county and an emergency response vehicle which is mobile (1/2) #ygkc Coun. Bill Glover points to a suggestion made my Baker to “fudge” the statistics kept by the county. #ygkc Baker said the county doesn’t want the union to have any information regarding the spin-off effects of the cuts. #ygkc Baker said the county wanted to put a “gag order” on the union to keep the media from the news of layoffs. #ygkc Coun. Kevin George asks if OPSEU was consulted prior to the decision to make cuts. Baker said no, there was no conversation. #ygkc Baker said delays can affect all emergency personnel in #ygk. #ygkc @JimNeill3 also said he’s hearing @KtownFire personnel are being increasing tied up in calls waiting for ambulances #ygkc Baker said an ambulance at Sydenham is being pulled into #ygk to attend calls. #ygkc Baker said that ambulance is a 12-hour day vehicle, which is then charged to the county when used #ygkc Coun. @JimNeill3 said one explanation from the county was that Amherstview now has an ambulance. #ygkc Administrative Report Administrative Services - Communications of Interest to Council September 18, 2013
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Baker said Frontenac County is the first to reduce service in the province. #ygkc “What they fall back on is the minimal standard,” Baker said. “But what ever happened to exceeding the minimum standard?” #ygkc #ygk Baker said county administration cite rising cost to justify cuts, which isn’t proven. #ygkc Baker said for certain emergencies, a delay could mean the difference between permanent damage to a patient or death. #ygkc He said ambulances from the county are being required for calls in #ygk, and city ambulances are required in the county. #ygkc With millions in surplus, Baker said he doesn’t understand why the county has made the decision to cut an ambulance. #ygkc Baker said there have been daily delays in response times in #ygk. He gives recent actual examples. #ygkc Baker blames the county for making a decision to cut an ambulance at Palace Road, putting residents at risk #ygkc Now, #YGK will hear from Terry baker, president of OPSEU Local 462, on the reduction of land ambulance service in the County #ygk
The Kingstonist Live Twitter Feed Re: Paramedic Cuts Mayor Gerretsen asks if the county approached the union about cost measures. Baker says there were hints, but no direct asks. #ygkc Coun. Hector asking about response time best practices. Baker says highest is 6 minutes, 78%. Frontenac is very low on list. #ygkc ^TV Downs asks Baker to confirm equipment on board ERV. It’s not fully equipped as an ambulance and doesn’t have the time. #ygkc ^TV By arriving on scene, even without care, they can meet the response time expectations, despite not helping with care. #ygkc ^TV Baker says there’s a car on the road, the Emergency Response Vehicle, who responds and doesn’t provide care. #ygkc ^TV Baker says that it was up to each county to determine what a success rate was. Could be 10/%, could be 70%. #ygkc ^TV Coun. Glover asking clarification on response times. Wants elaboration on the vehicle that’s on the road to “stop the clock” #ygkc ^TV Administrative Report Administrative Services - Communications of Interest to Council September 18, 2013
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Baker says he’s worked at Sydenham since opening, it’s empty 70%, Adds that the county won’t let them release data citing privacy. #ygkc ^TV Coun. George asks Baker for a report detailing how the changes are affecting the people of Kingston. #ygkc ^TV Coun. George asks if Baker consulted with the county before the decisions were made. He says they weren’t. #ygkc ^TV Baker says that they’ve tried to change response roles so there’s less doubleresponses. Those changes have been cancelled. #ygkc ^TV Coun. Neill says that often, firefighters are responding to calls in place of paramedics tying up their time. #ygkc ^TV Coun. Neill asks about an extra vehicle in Amherstview. Baker confirms that vehicle does andwer calls; bills Frontenac for them. #ygkc ^TV Baker says 6,000 signatures are on a petition to keep svc the same. Mayor Gerretsen goes to cut him off “bang on” as he finishes. #ygkc ^TV Baker suggests that these changes aren’t about money; that there may be an ulterior motive. #ygkc ^TV Baker says the promised seamless system doesn’t work as promised, because there aren’t enough vehicles. #ygkc ^TV Baker says that residents have told him people move here because we have good healthcare; this cut will affect that. #ygkc ^TV Baker says that citizens in Kingston will see delays in ambulance response. In some emergencies, that delay could mean death. #ygkc ^TV Baker says that Sydenham’s new vehicle is often coming into city, leaving no ambulance between the city and Parham. #ygkc ^TV Baker says there is enough money in the surpluses to cover the costs. #ygkc ^TV Baker says that in the first week after the reductions, the county returned a vehicle just to meet response times. #ygkc ^TV We’re into a briefing from Mr. Terry Baker, President of OPSEU Local 462 on the reduction of service at Palace Road Station. #ygkc Shauna Dunn Live Twitter Feed Re: Paramedic Cuts @LindaERobb @x2bear Same one…just sending it out again to hopefully get more signatures! @kingstonist Just 2 clarify…ERV staffed by paramedic who can INITIATE treatment but can’t TRANSPORT patient(s) 2 hospital! #definitivecare Administrative Report Administrative Services - Communications of Interest to Council September 18, 2013
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Great job by President Baker @ #YGKC mtg tonight. Thanks to @MayorOfKingston for giving our group permission 2 exit early! #EMScuts #decorum #OPSEU Local 462 President/Paramedic, Terry Baker, to address #YGK council tonight re: ambulance cuts. Join us & STAND UP FOR PUBLIC SAFETY! X2Bear live Twitter Feed Re: Paramedic Cuts @MayorOfKingston What segment does the bill from the County of Frontenac for EMS land ambulance service reside? and how much % & $ is that? Great presentation by Frontenac County Paramedic union President to Kingston City Council tonight. Cuts hurt everyone! Great job by President Baker @ #YGKC mtg tonight. Thanks to @MayorOfKingston for giving our group permission 2 exit early! #EMScuts #decorum #OPSEU Local 462 President/Paramedic, Terry Baker, to address #YGK council tonight re: ambulance cuts. Join us & STAND UP FOR PUBLIC SAFETY! @x2bear #ygkc Bet you didn’t know that the EMS admin have 3 $70,000 vehicles that they use for commuting to/from work & personal use, too!! @x2bear Bet you didn’t know 28% of 14 EMS admin maxed out their sick time and only 6% of the 81 full-time paramedics!!! HOLY #JUKEtheSTATS @x2bear not replacing 2 sick paramedics on a night shift to save money still leaves #ygk with one less ambulance on the road! #thinkABOUTit @x2bear #ygk PRU is a stop the clock vehicle… We need transporting ambulances not stats games. Terry Baker prez. Local 462 explains you might as well flip a coin. 48% of the time you will see ambulance in 6min. pic.twitter.com/hvpnS0qR8Y Heading in to #ygk city council meeting to speak to the ambulance cuts! pic.twitter.com/WUXeKMggQJ check out Local 462 Facebook page to read more about ambulance cuts in #YGK https://www.facebook.com/pages/OPSEU-Local-462-Standing-Up-for-PublicSafety/121413261389324 … #TAKEaSTAND If you care about ambulance service in #ygk show ur support at city council meeting tonight a 7! sign petition here. https://www.change.org/en-CA/petitions/county-offrontenac-stop-the-ambulance-cuts-2 … Local Paramedic union president 2 address #YGK city council 2nite re ambulance cuts! County warden declined invite! http://www.thewhig.com/2013/08/09/warden-turns-downcity-council-invite … Administrative Report Administrative Services - Communications of Interest to Council September 18, 2013
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Report 2013-149 ADMINISTRATIVE REPORT To:
Warden and Council of the County of Frontenac
From:
Elizabeth Savill CAO
Prepared By:
Jannette Amini Deputy Clerk
Date Prepared:
July 22, 2013
Date of Meeting:
September 18, 2013
Re:
Administrative Services – Citizen Appointments to Advisory Committees of County Council
Recommendation THAT the Council of the County of Frontenac receive the Administrative Services – Citizen Appointments to Advisory Committees of County Council report for information; AND FURTHER THAT County Council approve the Citizen Nominations Policy attached as Exhibit A to this report.
Background County of Frontenac By-law 2013-0020, being a by-law to govern the proceedings of the Council and its Committees, the Conduct of Members and the Calling of Meetings, authorizes County Council from time to time to appoint special purpose committees, members of which are determined by County Council.
Comment As noted above, the County of Frontenac Procedural By-law permits County Council to appoint special purpose committees. To date, County Council has authorized the following special purpose committees, most of which are noted in the Procedural By-law as Schedules B1 to B5: Administrative Report Administrative Services – Citizen Appointments to Advisory Committees of County Council September 18, 2013
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¾ ¾ ¾ ¾ ¾ ¾ ¾
Green Energy Task Force (disbanded) Sustainability Advisory Committee Trails Advisory Committee 150th Anniversary Planning Advisory Committee Joint Frontenac Accessibility Advisory Committee Finance Committee (disbanded) Service Delivery and Organization Review Committee
To date there has been no formal application process put in place for members of the public to put their names forward for membership on these Committees. By-law 2007-0038, being a By-law to adopt an Accountability and Transparency Policy, Section 3 – Policy Statement states: Accountability, transparency and openness are standards of good government that enhance public trust. The County achieves this through the adoption of measures that ensure, to the best of its ability, that all activities and services are undertaken utilizing a process that is open and accessible to its stakeholders. In addition, wherever possible, the County will engage its stakeholders throughout its decision making process which will be open, visible and transparent to the public. In order for the County of Frontenac to ensure it is being open and transparent to all citizens of the County, staff is recommending the adoption of a formal nominations process that would ensure that all citizens have an opportunity to participate on County Committees as citizen appointees. Staff is recommending that the proposed application form would require the applicant to provide a brief summary of those elements of their education, employment history, experiences and interests which they feel should be considered in support of their application to a specific committee. This would allow Council to determine the most suitable candidates that would bring the best knowledge or experience to the committee agenda. The application requires that applicants be an eligible elector in the County, such as a resident or property owner, or a person with subject matter expertise and some other strong connection to the County. This will help to ensure that the advisory committees that are providing advice to Council on County services and priorities are made up of people that have a good understanding of the Frontenacs and are directly impacted by those services and priorities. It will also help to promote community involvement and participation at the County level.
Sustainability Implications As noted in Directions for our Future, providing an equal and equitable level of service across the County is a priority and that government decision-making processes are clear, transparent, forward thinking and focused on the longer term.
Administrative Report Administrative Services – Citizen Appointments to Advisory Committees of County Council September 18, 2013
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Financial Implications There are no financial implications associated with this report.
Organizations, Departments and Individuals Consulted and/or Affected Senior Management Townships of Frontenac County Residents of Frontenac County
Administrative Report Administrative Services – Citizen Appointments to Advisory Committees of County Council September 18, 2013
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Exhibit A to Report 2013-149
Policy:
The County shall ensure that the appointment of citizen members to all County of Frontenac Committees is open to all citizens of Frontenac County and is done in way that holds the County of Frontenac accountable and transparent to the public.
Objective:
To ensure that all County of Frontenac citizen appointments are done on the basis of public advertisement inviting applications by persons for the appointments and submitted to County Council for consideration and approval.
Procedure: Criteria to serve on a Committee: Every member of a Committee must be either a member of County Council or a person eligible to be elected as a member of County Council, in accordance with the Municipal Elections Act. A non-resident with specific subject matter expertise or experience relevant to a Committee may also be appointed. All appointments to Committees of Council are made at the pleasure of County Council. Municipal Employees for the County of Frontenac, the Townships of South, Central and North Frontenac and Frontenac Islands cannot be appointed to any Committee as a member. Application: The Clerk’s Office shall arrange for a public notice to be placed in the newspaper, pursuant to the County’s Public Notice By-law, on the County of Frontenac website and on the websites of the Townships of South, Central and North Frontenac and Frontenac Islands in September of a Municipal Election year, or as necessary, advising eligible citizens of the various Committee appointee positions available. All applicants must complete an application on the standard form (A900C1200-1 – Application Form) and submit to the Clerk’s Office. Applications from persons who were not appointed during the regular appointment process will be kept on file in the Clerk’s Office. If a vacancy occurs on a Committee within its term of appointment, the applicant will be contacted and asked if they are still interested in serving. Names of those who continue to have an interest to serve on the Committee shall be submitted to County Council for consideration to fill the vacancy. The Clerk’s Office will also re-advertise the vacancy. Appointment: Applications shall be considered at a meeting of the Committee of the Whole. Staff will provide members of the Committee with each application and recommendations as required.
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Exhibit A to Report 2013-149
Committee of the Whole shall consider the applications and provide direction to staff as to the appointments to be made by resolution to be presented at the next regular meeting of County Council for approval. The term of appointments shall be determined by the mandate of the committee in accordance with Schedule B to By-law 2013-0020. Committee members will continue to serve on a committee past the expiration of their term until they are replaced. Renewed membership on a committee is not automatic; any member of the public who wishes to serve for an additional term must submit the approved application form to be considered for re-appointment; Notifications: The Clerk’s Office will notify all applicants, in writing, of County Council’s decision. Vacancies: Where a vacancy occurs as a result of resignation or other reasons, the Clerk shall notify the previous unsuccessful candidates to determine whether they wish to let their names be reconsidered for appointment, and arrange for the public notice and advertisements of vacancies including descriptions of roles and responsibilities of Committee members appointed. The Appointment process noted above is then followed.
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Exhiibit A to Re eport 2013 3-149
Applica ation Form App pointments s to Comm mittees Please complete c th his applicatiion form in its entirety.. Should thiis applicatio on form nott be fully com mpleted, the e County off Frontenac c reserves the t right to reject the application. a In addition, the provis sion of any false f or mis sleading infformation on o this application form m will be suffic cient reason n for the Co ounty of Fro ontenac to reject r the application a o to termin or nate an appo ointment. Please provide p the e following g informatio on: Address s: Postal Code: C Date: Phone (Res)
Name: City: Occupation: Phone (B Bus) Email address: A (if different d tha an above) Mailing Address Requirem ments: Please 3 Canadian n Citizen Minimum m 18 Years of o Age Eligible Municipal M Elector in the Coun nty of Fronte enac Subject matter m expe ertise
Yes
N No Please note tha at most appointmen a nts are forr four (4) ye ears in accord dance with h the term of o County Cou uncil.
Name of o Committee to whic ch you are seeking ap ppointmen nt: (if more than one, please p list in order of preference) p ) 1 2 3
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Exhibit A to Report 2013-149
Please provide a brief summary of those elements of your education, employment history, experiences and interests and or subject matter expertise which you feel should be considered in support of your application:
NOTICE OF COLLECTION / YOUR SIGNATURE Personal information, as defined in the Municipal Freedom of Information and Protection of Privacy Act (MFIPPA), is collected under the authority of the Municipal Act, 2001, and in accordance with MFIPPA. Personal information collected on this application form will be used to assist in selecting appointees for the various civic bodies and may form part of the publicly available meeting agendas and minutes. If appointed to a civic body, your personal information may also be used by County staff to conduct committee and County business. Questions regarding the collection, use, and disclosure of this personal information may be directed to Jannette Amini, Deputy Clerk, 613-548-9400 ext. 302 or jamini@frontenaccounty.ca.
Date
Signature
Please submit your application to: Ms. Jannette Amini, Deputy Clerk County of Frontenac 2069 Battersea Road Glenburnie ON K0H 1S0 Or Fax to: 613-548-0839 Or E-mail to: jamini@frontenaccounty.ca
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Report 2013-150 ADMINISTRATIVE REPORT To:
Warden and Council Members of the County of Frontenac
From:
Elizabeth Savill CAO/Clerk
Prepared by:
Paul J. Charbonneau Director of Emergency & Transportation Services/Chief of Paramedic Services
Date prepared:
July 28, 2013
Date of meeting:
September 18, 2013
Re:
Emergency & Transportation Services – Medical Tiered Response Program – Wolfe Island District Volunteer Fire Department
Recommendation BE IT RESOLVED THAT Council of the County of Frontenac receive this Emergency and Transportation Services – Medical Tiered Response Program – Wolfe Island District Volunteer Fire Department report for information; and FURTHER THAT Council of the County of Frontenac authorize the Warden and Clerk to execute an agreement with the Township of Frontenac Islands to participate in the County Medical Tiered Response Program according to the terms outlined in this report.
Background Tiered response is recognized internationally as an effective method of coordinating public and/or private safety agencies to provide rapid first response assistance to the public in the timeliest and most efficient manner possible. Tiered response endeavours to send the closest appropriate emergency response agency, to render assistance at the scene of an emergency incident until the primary response agency can arrive. The term medical tiered response grew out of an effort to establish a coordinated systematic approach to a medical emergency. Tiered response, as a program, was first Administrative Report Emergency and Transportation Services – Medical Tiered Response Program – Wolfe Island District Volunteer Fire Department September 18, 2013 Page 1 of 4
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documented in the Fifteen Components of an Emergency Health Service (EHS) System. This includes the provision for a multi-agency response to life-threatening medical emergencies (Tiered Response). This component has been adopted as, and is recommended as being, one of the principles of an effective emergency health system. The Emergency Health Services of the Ministry of Health and Long Term Care, Office of the Fire Marshal of the Ministry of Community Safety and Correctional Services, and the Ontario Association of Fire Chiefs support the implementation of formal tiered response agreements between public and/or private safety agencies. Such written agreements provide a framework for cooperation between, and coordination of, emergency services at the local level. A team work approach through the coordination of safety agencies can improve the response to specified emergency situations and the overall level of public safety in the community. Medical Tiered Response Programs have been in place in this area since the mid 1990s. These agreements were developed and authorized between local response agencies (Township Councils), Kingston Central Ambulance Communications Centre, Southeastern Ontario Base Hospital Program and the Ministry of Health and Long Term Care, Emergency Health Services Branch. It has now become clear that Medical Tiered Response Agreements are part of the provincial land ambulance downloading exercise and the County of Frontenac is expected to become a party to any agreements within its jurisdiction. The guiding principles of a medical tiered response program are: •
To ensure the timely availability of resources to safely and efficiently mitigate a life threatening/public safety incident; and
•
To deploy adequately trained and equipped personnel to the scene of agreed upon life threatening/public safety emergencies.
These principles are supported by Frontenac Paramedic Services (FPS). If the primary agency (FPS) cannot respond within an acceptable timeframe, dependent upon the patient’s medical condition then a secondary agency should be deployed to ensure the citizen receives appropriate initial medical attention. However, the criteria by which medical tiered response is initiated and the issue of response times for the primary agency must be practical to local concerns. Several meetings, in late 2006 and early 2007, of a committee including area Fire Chiefs, representation from the Ontario Fire Marshal’s office and Emergency Health Services Branch, the Manager of Ambulance Services and Emergency Programs for the County of Lennox and Addington and the Director of Emergency and Transportation Services/Chief of Paramedic Services for the County of Frontenac took place. The issues that were required to be addressed included:
- Response criteria
- Allied agency training competencies and skills retention
- Medical control for delegated acts Administrative Report Emergency and Transportation Services – Medical Tiered Response Program – Wolfe Island District Volunteer Fire Department September 18, 2013 Page 2 of 4
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- Equipment maintenance standards
- Immunization/Personal Protective Equipment These issues were addressed and an agreement was reached among the parties as follows: Response Criteria: Five (5) distinct Code 4 criteria are used only, unless the time to respond is anticipated to be greater than 15 minutes and a clear response time advantage can be attained by the local fire department. Allied Agency Training Competencies and Skills Retention/Medical Control for Delegated Acts: The local fire department’s participating personnel in charge of patient care must have completed and be certified through an approved Ontario Fire Marshal Emergency First Response Course and have completed and are certified by a Medical Director to perform defibrillation if the department is part of a defibrillation program. Certified confirmation of up-to-date qualifications will be provided to the County by the participating fire department’s CAO by January 1st of each year. Equipment Maintenance Standards: All defibrillation equipment must be certified annually by a certified biomedical service. This certification will be made available upon request by the County. Immunization/Personal Protective Equipment: The local fire department’s participating personnel in charge of patient care must have a valid certificate signed by a physician stating that he/she has been immunized against influenza or that such immunization is contraindicated; or has taken the educational review and has not been, and does not intend to be, immunized against influenza by November 15th of each year. Certified confirmation of valid influenza immunization certificates or alternative documentation will be provided to the County by the participating fire department’s CAO by January 1st of each year. Additionally, the local fire department’s participating personnel will perform routine practices and take additional precautions for the prevention of the transmission of infectious diseases by wearing Personal Protective Equipment.
Comment Current agreements, or agreements for areas that have not had an agreement, as is the case for Wolfe Island, must be negotiated between UTMs/DDAs responsible for land ambulance delivery and any public agency wishing to participate in a medical tiered response program. Meetings between the Chief of Wolfe Island District Fire Department and senior staff of FPS have resulted in a request to sign an agreement. The Council of the Township of Frontenac Islands, at its July 8, 2013 meeting, passed the following resolution:
Administrative Report Emergency and Transportation Services – Medical Tiered Response Program – Wolfe Island District Volunteer Fire Department September 18, 2013 Page 3 of 4
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That the Township of Frontenac Islands enter into an agreement with the County of Frontenac for the County Medical Tiered Response Program for the Wolfe Island District Volunteer Fire Department.
Financial Implications The agreement addresses the issue of the exchange of disposable equipment only. All other costs for participation in this program by any fire service will be the responsibility of the individual Township.
Organizations, Departments and Individuals Consulted and/or Affected Tim Hawkins, Fire Chief, Wolfe Island District Fire Department
Administrative Report Emergency and Transportation Services – Medical Tiered Response Program – Wolfe Island District Volunteer Fire Department September 18, 2013 Page 4 of 4
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Report 2013-151 ADMINISTRATIVE REPORT To:
Warden and Council of the County of Frontenac
From:
Elizabeth Savill CAO/Clerk
Prepared By:
Paul J. Charbonneau Director of Emergency Paramedic Services
&
Transportation
Services/Chief
Date Prepared:
July 28, 2013
Date of Meeting:
September 18, 2013
Re:
Emergency and Transportation Services – 2013 Ontario Association of Paramedic Chiefs Annual Fall Conference
of
Recommendation BE IT RESOLVED THAT the Council of the County of Frontenac receive this Emergency and Transportation Services – 2013 Ontario Association of Paramedic Chiefs Annual Fall Conference report; AND FURTHER THAT the Council of the County of Frontenac authorize the Deputy Chief-Operations and one (1) Supervisor-Operations to attend the annual Ontario Association of Paramedic Chiefs Conference in Richmond Hill, Ontario from September 25 to 27, 2013.
Background The Deputy Chief-Operations and the Supervisors-Operations are members of the Ontario Association of Paramedic Chiefs (OAPC). The OAPC is a professional association of land ambulance management personnel in the Province of Ontario. OAPC initiates studies and sponsors training for its members to carry out their statutory and leadership responsibilities. One of the strategic goals of the OAPC is to support mentoring and education to facilitate succession planning in Ontario land ambulance services. To that end, the OAPC recently announced an exciting new education program in collaboration with Administrative Report Emergency and Transportation Services – 2013 Ontario Association of Paramedic Chiefs Annual Fall Conference September 18, 2013 Page 1 of 3
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Conestoga College in Kitchener, Ontario. This certificate program will prepare paramedics for career advancement through the ranks of command. Each year, OAPC hosts a two day annual conference with educational opportunities and a professional tradeshow which rotates within municipalities in Ontario. This year, the conference is being held at the Sheraton Parkway Hotel in Richmond Hill, starting on September 25th and wrapping up with an Awards Gala on the evening of September 26th.
Comment The 2013 OAPC Fall Conference theme is “Innovative Collaboration”. The two day event includes one day of workshops with speakers throughout the day presenting on: Reducing Response Times (Chief Norm Barrette); Quality Assurance/Performance Standards Processes (Deputy Chief Andre Turbide); and Research Relevance to EMS (Blair Bingham). Day 2 is the business meeting of the OAPC, with presentations on working groups’ updates to performance standards, EMS leadership development and an important presentation on EMS risk management and investigation by Emergency Health Services Branch staff. This year’s keynote speaker, Dr. David Patrick Ryan, is a consulting psychologist in aging, organizational behaviour, inter-professional and networked practice, and the knowledge to practice process. He will present his research on “Paramedics & Elders at Risk of Independence Loss (Peril) Initiative” and the “Provincial Geriatrics, Interprofessional Practice” and “Inter-organizational Collaboration (GiiC and GiiCPlus)” initiatives in primary and community-based care. For the past several years, the Deputy Chiefs and Supervisors-Operations have attended the OAPC Annual Conference. With Council’s direction, at its January 16, 2013 meeting, only Directors/Managers are now able to attend a conference and authorization is required from Council for the Deputy Chief-Operations and one Supervisor-Operations to attend the conference this year.
Sustainability Implications It is important that staff at the County keep abreast and up to date on issues and emerging trends related to municipal government, land ambulance operations and opportunities for excellence.
Financial Implications Costs for this conference are included in the 2013 Land Ambulance Training, Travel and Conference Fees budget. The OAPC conference costs for full registration, which includes all conference materials, access to all plenary and workshop sessions, the Awards Gala and all breakfasts and lunches is $550 per person, with hotel accommodations being approximately an additional $400. Administrative Report Emergency and Transportation Services – 2013 Ontario Association of Paramedic Chiefs Annual Fall Conference September 18, 2013 Page 2 of 3
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Organizations, Departments and Individuals Consulted and/or Affected Colleen Hickey, Human Resources Specialist/Labour Relations Marian VanBruinessen, Treasurer
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REPORT 2013-153 ADMINISTRATIVE REPORT To:
Warden and Council Members of the County of Frontenac
From:
Elizabeth Savill CAO
Prepared by:
Marian VanBruinessen Treasurer
Date Prepared:
July 31, 2013
Date of Meeting:
September 18, 2013
Re:
Financial Services – 2013 Property Tax Claw Back Threshold
Recommendation RESOLVED THAT Council of the County of Frontenac accept the Financial Services – 2013 Property Tax Clawback Threshold report; AND FURTHER a by-law be introduced later in the meeting to establish the percentages by which tax decreases are limited for 2013 in respect of properties in the commercial, industrial and multi-residential classes.
Background Section 330(1) of the Municipal Act states that the council of a municipality other than a lower tier municipality may pass a by-law to establish the percentages by which tax decreases are limited for 2012 in respect of properties in the commercial, industrial and multi-residential classes in order to recover all or part of the revenues foregone as a result of the application of Section 329(1) of the Municipal Act.
Comment The claw back percentage is calculated as the total amount of tax in excess of the 5% cap as a percentage of the total of all reductions in a particular class. For example, if the total tax in excess of the cap is $25,000, while the total of all reductions equals $150,000, the claw back percentage is calculated as $25,000/$150,000 x 100 = Administrative Report Financial Services – 2013 Property Tax Claw Back Threshold September 18, 2013
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16.6667%. The claw back percentages under Section 330(1) have been calculated as follows: Capping Claw Back and Retained Percentages Multi-residential Commercial Industrial Claw Back Percentage
0.0000%
38.0841% 75.8136%
Retained Percentage
100.0000%
61.9159% 24.1864%
Total
100%
100%
100%
Financial Implications The capping and claw back process for 2013 has resulted in the following adjustments between the lower tier municipalities and the County: Municipality Frontenac Islands South Frontenac Central Frontenac North Frontenac County of Frontenac
Multi-Residential Class $0 $0 $0
Commercial Class $5 $-1,097 $1,048
Industrial Class $0 $-1,008 $0
$0 $0
$16 $28
$1,008 $0
Positive amounts represent payments due from a Township to the County. Negative amounts represent payments due from the County to a municipality.
Administrative Report Financial Services – 2013 Property Tax Claw Back Threshold September 18, 2013
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REPORT 2013-154 ADMINISTRATIVE REPORT To:
Warden and Council Members of the County of Frontenac
From:
Elizabeth Savill, CAO
Prepared by:
Marian VanBruinessen, Treasurer Paul Charbonneau, Director of Emergency and Transportation Services and Chief of Paramedics
Date prepared:
September 11, 2013
Date of meeting:
September 18, 2013
Re:
Financial Services – Robertsville Road Land Ambulance Station Project Award of Contract
Recommendation THAT Council of the County of Frontenac receive this Financial Services – Robertsville Road Land Ambulance Station Project Award of Contract report; AND FURTHER THAT Council of the County of Frontenac authorize, subject to the satisfaction of the CAO with the final negotiation of the contract, the execution of an agreement with Argue Construction to build the Ambulance Station in Robertsville; AND FINALLY THAT Council of the County of Frontenac pass a bylaw later in the meeting to amend the 2013 budget to increase the capital budget by $221,000 for the North Frontenac Land Ambulance Station and transfer $221,000 from the County Land Ambulance reserve to cover the increase.
Background The construction of a land ambulance location in North Frontenac was originally considered as a joint project with the Township of North Frontenac fire station. After two years of investigation, that concept was abandoned. As a result, a stand-alone land ambulance station was approved by Council to proceed. An Expression of Interest was advertised for available land and County Council approved the purchase of a property at Robertsville Road and Road 509. Administrative Report Financial Services – Robertsville Road Land Ambulance Station Project Award of Contract September 18, 2013
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Comment Proposals for the construction of a new land ambulance station at Robertsville Road were received from the pre-qualified design-build contractors (pre-qualified at the Expression of Interest stage) by the County on September 5, 2013. Details of the Request for Proposals process are provided below: • • • •
•
•
•
Four firms, Argue Construction, Wemp & Smith, BelCon and Mettko Construction, prequalified through the Expression of Interest process The deadline for submitting a response to the Request for Proposals (RFP) was September 5, 2013, 3pm. There were no late submissions. Several inquiries were received during the RFP response period resulting in the issuance of four additional contract documents, Addenda No. 1-4. A total of four firms submitted a response to the RFP document. Technical details of each firm’s proposal were submitted, along with a separate sealed envelope summarizing costs associated with delivering the proposal. Cost envelopes were retained by the County Treasurer and opened following completion of the technical review. A Proposal Review Committee was formed for the technical review and evaluation. The members were the Project Manager, the Chief, and the Deputy Chief of Operations. A detailed evaluation matrix was completed for each firm. The evaluation notes will be retained on the project file. There are no outstanding issues resulting from the RFP process. Designbuild firms who were not successful will be provided with a process debriefing, if requested. All inquiries related to the evaluation process will be directed to the Project Manager. A financial summary of project and related costs is attached to this report.
The design-build firm who scored the highest number of points in the evaluation is Argue Construction Ltd. The cost of $503,650 to implement its proposal was the lowest cost received. The Committee considers that the Argue Construction proposal represents great overall value, delivering the best building for the dollar invested. The next step in the process requires the design-build contractor to prepare and submit final design drawings and specifications, based on its proposal after the negotiations of the contractual documents are complete.
Financial Implications The low bid results in a project budget of $670,870 which exceeds the amount provided for in the 2013 budget ($450,000) by $220,870. A budget amendment is required to address the difference attributable to the changed requirements and timing of the project.
Organizations, Departments and Individuals Consulted and/or Affected Patrick Thompson, TCMS Administrative Report Financial Services – Robertsville Road Land Ambulance Station Project Award of Contract September 18, 2013
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Appendix A Financial Summary Robertsville Road Land Ambulance Station
COST ITEM
BUDGET COST
Professional Fees
$81,363
Permits, Municipal Charges, Survey
$3,950
Construction Cost
$503,650
Other Costs
$51,686
Contingency
$30,219
TOTAL
$670,868
Administrative Report Financial Services – Robertsville Road Land Ambulance Station Project Award of Contract September 18, 2013
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REPORT 2013-155 ADMINISTRATIVE REPORT To:
Warden and Council Members of the County of Frontenac
From:
Elizabeth Savill CAO
Prepared by:
Marian VanBruinessen Treasurer
Date prepared:
July 30, 2013
Date of meeting:
September 18, 2013
Re:
Financial Services – Proposed 2014 Budget Format
Recommendation BE IT RESOLVED THAT the Council of the County of Frontenac receive this Financial Services – Proposed 2014 Budget Format report; AND FURTHER THAT Council direct staff to present the 2014 budget in the format proposed.
Background Particular focus is given to the budget presentation with the intent of making the document as clear and transparent as possible. In 2013 the budget presentation was amended substantially with the approval of Council. However, the number of queries during 2013 discussions suggests further revisions are necessary.
Comment During the 2013 budget deliberations additional detail was requested by Council. The proposed 2014 budget format recognizes Council’s interest in further information and provides a revised level of detail. A proposed listing is included in Appendix A. Administrative Report Financial Services – Proposed 2014 Budget Format September 18, 2013
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In the proposed format, budget detail pages will provide the revenue and expense for each department/work unit. Summary pages will provide the net impact of each department/work unit and any other external agency data. For Fairmount, a separate budget sheet is provided for each funding envelope. Similar to 2013, the 2014 budget presentation will also include narrative by department which would include: • • • • • • •
General discussion of the department/service General legislative framework Funding and revenue streams Overview and evaluation of staffing - with rationale for current and any increased complement Plans for the coming year(s) - once Council completes a comprehensive Strategic Plan, it too can be addressed Risks inherent in the budget numbers Analysis of year over year trends - projections, etc.
It is further proposed that the narrative portion of the budget be carried in a separate section that refers to the financial budget detail and the latter will all be published together.
Financial Implications Changes to the budget format require the allocation of staff resources to ensure the necessary programming is amended and the functionality of the systems are maintained.
Organizations, Departments and Individuals Consulted and/or Affected Senior Management
Administrative Report Financial Services – Proposed 2014 Budget Format September 18, 2013
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Appendix A
Administrative Report Financial Services – Proposed 2014 Budget Format September 18, 2013
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Proposed 2014 Budget Detail OPERATING REVENUE Provincial/Federal Funding Investment Income User Fees Other Revenue City of Kingston Contribution Recoveries Internal Transfers TOTAL REVENUE Transfer from Reserves TOTAL REVENUE AND RESERVE TRANSFERS EXPENSE Salaries Benefits Office Supplies and Repair Medical Supplies and Repair Equipment Supplies and Repair Raw Food Advertising Public Relations EOWC Travel Membership Fees Training Fees, Accommodation, Travel Conference Fees, Accommodation, Travel Health and Safety Training Books, Periodicals Audit Legal and Labour Relations Contracted services Insurance Building Maintenance Communications Supplies, Service and Equipment Vehicle Service and Supplies Rentals, Leases, Penalties and Interest Utility Costs External Transfers Internal Transfers Grants Funded Projects Econ. Dev.-K&P Trail Administrative Report Financial Services – Proposed 2014 Budget Format September 18, 2013
2013-155 Financial Services
Previously listed with supplies previously summarized
previously summarized
previously summarized
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Small Events Federal Gas Tax Projects Marketing Other
FGT projects will be itemized
County reserve transfers Depreciation TOTAL OPERATING EXPENSE TOTAL OPERATING LESS NON CASH DEPRECIATION NET OPERATING EXPENSE CAPITAL CAPITAL REVENUE Provincial/Federal Funding Ontario Trails City contribution to capital Capital Donations City contribution to capital - prior year Transfer from Obligatory reserve Reserve transfer TOTAL CAPITAL REVENUE AND RESERVE TRANSFER TOTAL CAPITAL EXPENSE NET CAPITAL EXPENSE NET OPERATING AND CAPITAL LEVY LONG TERM DEBT REQUISITION Hydro/Railway Right of way Payments in Lieu of Taxation Supplementary Taxes TO LEVY
Administrative Report Financial Services – Proposed 2014 Budget Format September 18, 2013
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AgendaItem#10g)
Report 2013-161 ADMINISTRATIVE REPORT To:
Warden and Council Members of the County of Frontenac
From:
Elizabeth Savill CAO
Prepared by:
Paul J. Charbonneau Director of Emergency & Transportation Services/Chief of Paramedic Services
Date prepared:
August 16, 2013
Date of meeting:
September 18, 2013
Re:
Emergency and Transportation Services – 2014 Legislated Response Time Performance Plan
Recommendation RESOLVED THAT the Council of the County of Frontenac accept this Emergency and Transportation Services – Legislated Response Time Performance Plan report; AND FURTHER THAT Council direct the Clerk to introduce a by-law later in the meeting adopting the response time standards as outlined in this report.
Background At its meeting on September 19, 2012, County Council passed the following resolution: Motion #: 256-12
Moved By: Seconded By:
Councillor McDougall Councillor Davison
RESOLVED THAT the Council of the County of Frontenac accept the Emergency and Transportation Services – Legislated Response Time Performance Plan report; AND FURTHER THAT Council direct the Clerk to introduce a by-law later in the meeting adopting the response time standards as outlined in the report. Administrative Report Emergency and Transportation Services – 2014 Legislated Response Time Performance Plan September 18, 2013
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CARRIED The County of Frontenac set the following criteria under Regulation 257/00, as amended, for its response time targets for 2013: For the calendar year of 2013, from January 1 to December 31, i. Designated Delivery Agent (DDA) - SUDDEN CARDIAC ARREST 48% percent of the time, within 6 minutes from the time ambulance dispatch conveys the call information to the paramedic, the County of Frontenac will endeavour to have a responder equipped and ready to use an AED at the location of a patient determined to be in sudden cardiac arrest. ii. EMS Designated Delivery Agent - CTAS 1 68% percent of the time, within 8 minutes from the time ambulance dispatch conveys the call information to the paramedic, the County of Frontenac will endeavour to have a PARAMEDIC as defined by the Ambulance Act and duly equipped at the location of a patient determined to be CTAS 1. iii. EMS Designated Delivery Agent - CTAS 2, 3, 4, 5 The County of Frontenac will endeavour to have a PARAMEDIC as defined by the Ambulance Act and duly equipped at the location of a patient determined to be CTAS 2, 3, 4, 5 within a period of time determined appropriate by the DDA and noted below in Table 1, or as resources permit (level of effort): Table 1, CTAS 2, 3, 4, 5 EMS Delivery Agent Commitment CTAS Target Time from Paramedic Received Until on Scene 2 10 minutes 3 10 minutes 4 10 minutes 5 10 minutes
% Target 65% 65% 65% 65%
Comment One small amendment to the County of Frontenac’s Response Time Performance Time is recommended for 2014. The change simply reflects the language in Regulation 257/00, as amended, regarding Sudden Cardiac Arrest (SCA) and the arrival of an AED. It is recommended that the County of Frontenac set the following criteria under Regulation 257/00, as amended, for its response time targets for 2014: For the calendar year of 2014, from January 1 to December 31, i. Designated Delivery Agent (DDA) - SUDDEN CARDIAC ARREST 48% percent of the time, within 6 minutes from the time ambulance dispatch conveys the call information to the paramedic, the County of Frontenac will endeavour to have a person equipped and ready to use an AED at the location of a patient determined to be in sudden cardiac arrest. Administrative Report Emergency and Transportation Services – 2014 Legislated Response Time Performance Plan September 18, 2013
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ii. EMS Designated Delivery Agent - CTAS 1 68% percent of the time, within 8 minutes from the time ambulance dispatch conveys the call information to the paramedic, the County of Frontenac will endeavour to have a PARAMEDIC as defined by the Ambulance Act and duly equipped at the location of a patient determined to be CTAS 1. iii. EMS Designated Delivery Agent - CTAS 2, 3, 4, 5 The County of Frontenac will endeavour to have a PARAMEDIC as defined by the Ambulance Act and duly equipped at the location of a patient determined to be CTAS 2, 3, 4, 5 within a period of time determined appropriate by the DDA and noted below in Table 1, or as resources permit (level of effort): Table 1, CTAS 2, 3, 4, 5 EMS Delivery Agent Commitment CTAS Target Time from Paramedic Received Until on Scene 2 10 minutes 3 10 minutes 4 10 minutes 5 10 minutes
% Target 65% 65% 65% 65%
Sustainability Implications Good stewardship of the County’s financial resources allows for the most appropriate care of our residents and visitors when in need of paramedic services.
Financial Implications None at this time.
Organizations, Departments and Individuals Consulted and/or Affected
Administrative Report Emergency and Transportation Services – 2014 Legislated Response Time Performance Plan September 18, 2013
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REPORT 2013-163 ADMINISTRATIVE REPORT To:
WARDEN AND COUNCIL OF THE COUNTY OF FRONTENAC
From:
Elizabeth Savill CAO
Prepared by:
Julie Shillington Administrator of Fairmount
Date prepared:
August 30, 2013
Date of meeting:
September 18, 2013
Re:
Fairmount Home – Conference Reimbursement
Recommendation That Council of the County of Frontenac receive the Fairmount Home – Conference Reimbursement Report for information; AND FURTHER that the Council of the County of Frontenac authorize the Treasurer to reimburse the Volunteer and Special Events Coordinator for conference expenses in the amount of $199.34.
Background Over the past few years the Volunteer and Special Events Coordinator has received a bursary to attend the annual Professional Administrators of Volunteer Resources – Ontario (PAVRO) conference in the late spring. Each year her supervisor authorized her attendance and the home paid her wages and expenditures.
Comment Earlier in 2013, the Coordinator was notified that she once again received a bursary to attend the PAVRO conference and her supervisor authorized her attendance. Unfortunately approval to attend the conference did not go to Council as there was some misunderstanding about the need for approval given the fact the home was not paying the conference registration fees. It has been clarified with supervisors that all Administrative Report Fairmount Home – Conference Reimbursement September 18, 2013
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conference attendance by Fairmount employees must be first approved by County Council. The Coordinator is now seeking reimbursement for her expenses at the conference in the amount of $199.34 as she has received reimbursement each time she attended in the past. Expenses incurred include two meals, GO train fees and accommodation. Since approval to attend the conference was not provided by Council I felt it prudent to bring this oversight forward to Council and request approval from Council to reimburse the Coordinator for her conference expenditures.
Financial Implications Reimbursement is in the amount of $199.34 and is in the 2013 budget.
Sustainability Implications There are no sustainability implications.
Organizations, Departments and Individuals Consulted and/or Affected CUPE Local 2290 Volunteer & Special Events Coordinator
Administrative Report Fairmount Home – Conference Reimbursement September 18, 2013
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Report 2013-164 ADMINISTRATIVE REPORT To:
Warden and Council Members of the County of Frontenac
From:
Elizabeth Savill CAO/Clerk
Prepared by:
Paul J. Charbonneau Director of Emergency & Transportation Services/Chief of Paramedic Services
Date prepared:
August 21, 2013
Date of meeting:
September 18, 2013
Re:
Emergency & Transportation Services – Township of Frontenac Islands’ Resolution Concerning Waiver of Ferry Fees
Recommendation BE IT RESOLVED THAT Council of the County of Frontenac receive this Emergency and Transportation Services – Township of Frontenac Islands’ Resolution Concerning Waiver of Ferry Fees report; AND FURTHER THAT Council direct the Clerk to introduce a by-law later in the meeting adopting the exemption for the Township of Frontenac Islands to the Fees and Fares Bylaw outlined in this report effective January 1, 2013.
Background At its meeting on February 11, 2013, the Township of Frontenac Islands Council passed the following resolution: RESOLUTION # 15 by Barbara Springgay and Pat Norris that Council request the County of Frontenac waive the fees for those vehicles transacting business for the Township of Frontenac Islands that they are currently charging us for. CARRIED Administrative Report Emergency and Transportation Services – Township of Frontenac Islands’ Resolution Concerning Waiver of Ferry Fees September 18, 2013 Page 1 of 2
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Comment Current practice regarding payment of fees and fares to utilize the County operated Howe Islander II vessel exempts emergency vehicles only from payment. County staff regularly receives requests from numerous agencies (i.e. MNR, MOE, St. Elizabeth Visiting Nursing, etc.) for exemption to the fees and fares. It is estimated that, should an exemption be granted for fees related to Township business, the lost revenue would be approximately $3,500 per calendar year. The Township of Frontenac Islands would be solely responsible to identify who is exempt from fees and fares and communicate this information to the County Marine Services Supervisor in a manner and time to be agreed upon by the parties. The exemption would state: To exclude all Township of Frontenac Islands’ vehicles and any vehicles which, through previous notification, the Township of Frontenac Islands identifies as undertaking Township business.
Financial Implications There are no financial implications for the County of Frontenac. The Memorandum of Understanding, dated January 1, 2006 between the County of Frontenac and the Township of Frontenac Islands states that “Any shortfall of revenues experienced in any year that cannot be covered by a withdrawal from the County’s [Ferry] reserve will be deemed to be a deficit of the Township solely.”
Organizations, Departments and Individuals Consulted and/or Affected George Luhowy, CAO/Clerk, Township of Frontenac Islands Carol Dwyre, Deputy Clerk, Treasurer, Township of Frontenac Islands Marian VanBruinessen, Treasurer, County of Frontenac
Administrative Report Emergency and Transportation Services – Township of Frontenac Islands’ Resolution Concerning Waiver of Ferry Fees September 18, 2013 Page 2 of 2
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Report 2013-165 ADMINISTRATIVE REPORT To:
Warden and Council of the County of Frontenac
From:
Elizabeth Savill CAO
Prepared By:
Jannette Amini Deputy Clerk
Date Prepared:
August 21, 2013
Date of Meeting:
September 18, 2013
Re:
Administrative Services – Request for Proposals – County of Frontenac Strategic Plan
Recommendation RESOLVED THAT the Council of the County of Frontenac receive the Request for Proposals – County of Frontenac Strategic Plan report for information; AND FURTHER THAT the Council of the County of Frontenac authorize the CAO/Clerk to issue a Request for Proposals for a Strategic Plan for the County of Frontenac, the terms of which have been authorized by Council.
Background At the July 17, 2013 County Council meeting, County Council approved the follow motion which was adopted as part of the Report of the Committee of the Whole: Motion #: 319-13
Moved By: Seconded By:
Deputy Warden Clayton Councillor Davison
a) BE IT RESOLVED THAT Council undertake a Strategic Planning Session, driven and managed by Council, which would incorporate input from the Townships and the public, concurrent with the Service Delivery and Organization Review. CARRIED Administrative Report Administrative Services – Request for Proposals – County of Frontenac Strategic Plan September 18, 2013
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Comment A draft Request for Proposals (RFP) for a Strategic Plan is attached as Exhibit A. As per the direction provided by County Council, the RFP does incorporate the requirement for input from the Townships and the public and sets a timeline that would be concurrent with the County’s current Service Delivery and Organization Review project.
Sustainability Implications As noted in Directions for our Future, government decision making processes need to be clear, transparent, forward thinking and focused on the longer term, all of which depend on a strong organizational structure. There is a clear direction for land use planning, economic development, physical, social and cultural infrastructure and investment in community capacity. A service and organizational review will ensure the successful delivery of these functions.
Financial Implications An amendment to the 2013 Budget, through By-law 2013-0029 passed July 17, 2013, allocated $50,000 to the 2013 budget for the provisions of a Strategic Plan.
Organizations, Departments and Individuals Consulted and/or Affected
Administrative Report Administrative Services – Request for Proposals – County of Frontenac Strategic Plan September 18, 2013
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2069 Battersea Road Glenburnie, ON K0H 1S0 Tel. 613-548-9400 Fax 613-548-8460 Request for Proposals County Strategic Plan 1
Scope of the Request for Proposals (RFP)
The County of Frontenac (hereinafter the “County”) requires the services of a consultant to undertake a County Strategic Plan (hereinafter the “Project”). The Project would involve: (1) reviewing relevant strategic and key County documents; (2) leading Council members through a day-long strategic planning session supported by Senior Staff; (3) consulting with the Townships and the public; and (4) presenting a final report to Council by the end of the year. 2
Background Information
The County of Frontenac (“County”) is a rural upper tier municipality located in Eastern Ontario extending from the islands south of the City of Kingston to north of Highway 7. The total population of the County is approximately 26,655 with an area of 3,200 square kilometres, including the Townships of North Frontenac, Central Frontenac, South Frontenac, and Frontenac Islands. The population density ranges from 19 residents per square kilometre along the urban fringe of the City of Kingston to 1.7 residents per square kilometre in North Frontenac, which is more than 160 km north of the City. The northern part of the County is accessible via Highway 38 from Kingston or via Highway 7 from Ottawa or Peterborough. The southern part of the County has easy access to the 401 and is approximately 250 km from the City of Toronto. The County is also accessible via Highway 41 from the Trans-Canada Highway at Pembroke. The County manages the operations of Fairmount Home, Frontenac Paramedic Services and the Frontenac-Howe Islander Ferry. Others services it provides include land use planning, economic development, trail development, public health, libraries, etc. The latter two activities are delivered through KFL&A Public Health and the Kingston Frontenac Public Library respectively. The County also has the responsibility to liaise and work with the City of Kingston for the provision of Social Services, Social Housing, Child Care and Provincial Offences in the County. The County employs approximately 400 people under three different union contracts. The County is governed by an 8-member Council with the Warden being the head of Council. The Council has undertaken several strategic planning exercises since its restructuring in 1998. The first document Strategic Directions to 2003 is dated October 25, 2000. A second exercise was undertaken through 2005 which included a gathering of all of the municipal councillors and senior staff over two days to consider how best to position themselves for the future. The resulting reports: Frontenac County Strategic Planning 2005 followed by Frontenac County Municipalities Strategic Positioning 2005 Summary Report and Frontenac County Municipalities Opportunities for Co-operation and Collaboration were produced with a 5-year timeframe. Staff picked up the challenge, and the County and Townships’ senior staff met in February 2006 resulting in A Framework for Frontenac Development. At the same time, Strategic Plan 20062008 for the County of Frontenac Corporate Offices was completed in February 2006. All internal parts of the organization have undertaken strategic planning activities also. Most recently, County Council established Priorities in February 2011, immediately following the 2010 municipal election. It also adopted Mission and Vision Statements in 2013. County of Frontenac – RFP for a County Strategic Plan Closes: Wednesday, October 9, 2013 at 3:00 p.m.
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Other significant planning activities have taken place and continue in Frontenac. Beginning in 2005, the County began its Integrated Community Sustainability Planning process culminating with the approval of a community plan in 2009, Directions for Our Future, which engaged community members extensively. Its companion document, Sustainable Actions, is an annually produced report detailing the community’s sustainability priorities. The County is also developing a County Official Plan which currently at the draft stage and receiving public comment. Other planning studies include (but are not limited to): an initial Homelessness Study; a Housing Strategy completed in 2011 with the City of Kingston (CMSM); a Seniors Housing Study which is nearing completion; and a further homelessness project is just now commencing with the City. Another important report entitled Population, Housing and Employment Projections for the Frontenacs was also produced in 2011. In addition, a Trails Master Plan was completed in September 2009. Finally, the County has been an active member of the Eastern Ontario Wardens Caucus since its inception. A number of reports have been published over the years, the most recent of which is Facing Our Fiscal Challenges – A Report on the Financial Sustainability of Local Government in Eastern Ontario. 3
Scope of the Proposal
The Project shall be delivered in a series of reports: 3.1
Background Research
The consultant should comprehensively review the background information identified above as a minimum to ensure an understanding of the community. In addition, an overall appreciation of the provincial and global influences impacting municipalities should be shared. Information should be solicited from participants of the planning session, both elected and appointed, beforehand. All of these findings should be summarized for use at the Planning Session. 3.2
Planning Session
The consultant will conduct a day-long strategic planning session anticipating outcomes to include: confirmation of the mission and vision statements, values, goals, objectives, and reporting/monitoring considerations. 3.3
Consultation
The County expects consultation with the Townships’ Councils and to have one or more public meetings held across the County to gain input from the community prior to the completion of the draft report. 3.4
Deliverables
Based on the work detailed in this document, the consultant will produce the following reports: • • • 3.5
Background Report Draft County Strategic Plan 2014-2018 Final County Strategic Plan 2014-2018 Timing
The Project would commence immediately. The Project would be complete by December 18, 2013. County of Frontenac – RFP for a County Strategic Plan Closes: Wednesday, October 9, 2013 at 3:00 p.m.
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4
Requirements
4.1
Proposal Content Requirements
The County is seeking proposals from proponents who are both interested in and capable of undertaking the Project. The onus is on the proponent to demonstrate its knowledge, understanding and capacity to conduct the Project. The detail and clarity of the written submission will be indicative of the proponent’s expertise and competence. The proponent shall provide the following information: 4.2
Proponent Information
The proponent shall provide the following information: a) Name, mailing address, phone number, fax number, e-mail address of the organization submitting the proposal b) A proposed organizational chart c) The name and title of the contact person for the organization d) The number of years in operation e) A description of the services to be provided f) A list of any sub-contractors required to complete the Project, detailing the extent of their involvement and the information identified in a) to e) above for each 4.3
Acknowledgment of Addenda
The proponent shall complete and submit all addenda that have been issued. 4.4
Project Understanding
The proponent shall include a narrative that demonstrates their understanding of the requirements of this RFP. 4.5
Approach/Methodology
The proponent shall provide a detailed approach/methodology of how they would provide services to the County. 4.6
Work Plan
The proponent shall provide a proposed work plan with associated schedules to meet the requirements of the RFP. Included shall be a time/task matrix indicating personnel and hours required to complete key components of the work plan. 4.7
Applicable Expertise and Resources
The proponent shall provide a description of the expertise being offered to complete the Project by outlining both formal and informal training that can be used to implement this Project with specific reference to: • • •
Extensive experience in strategic planning Experience in working on projects with municipal council members Experience in effectively facilitating meetings
County of Frontenac – RFP for a County Strategic Plan Closes: Wednesday, October 9, 2013 at 3:00 p.m.
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• • 4.8
Understanding of the context of the County of Frontenac, its local Townships, and the nature of communities found within the County Demonstrated project management skills and results orientation Project Experience
The proponent shall provide examples of recent projects, which are similar in nature and size. 4.9
Project Management and Staff
The proponent shall identify its project manager and all other staff who would be working on the Project through an organizational chart. The proponent shall append curriculum vitae for project team staff. 4.10
Project References
Provide a list of references (preferably three), who may be contacted, complete with telephone numbers and e-mail addresses. 4.11
Budget
A budget summary shall be provided and shall include all costs associated with the project including an estimate for expenses/disbursements. The budget shall include a maximum amount that cannot be exceeded. The successful candidate will be asked to sign a Maximum Upset Limit type contract and will report to the County of Frontenac on a monthly basis to advise on expenditures to date. Hourly charge rates for individuals, which shall apply for the duration of the contract, must be provided as part of the Budget proposal. 4.12
Other Documentation
The following additional pieces of documentation shall be submitted at the time of submission of the prose proposal: a) A valid and current certificate of clearance from the WSIB b) Proof of insurance 4.13
County Support
The County will provide support to the successful consultant in the follow forms: • • •
General guidance and direction throughout the completion of the assignment The provision of background studies, policies and reports relevant to the completion of the assignment Access to the County’s digital mapping if desired
5.0
Proposal Process
5.1
Timeline
The proposed schedule for preparation, receipt, and review of proposals and selection of the successful consultant is anticipated to be as follows: Request for Proposals Issued Closing Date and Time for Receipt of Proposals Interviews of Short Listed Consultants County of Frontenac – RFP for a County Strategic Plan Closes: Wednesday, October 9, 2013 at 3:00 p.m.
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Award of the Assignment Completion of Work
October 30, 2013 December 18, 2013
Although every attempt will be made to meet all dates, the County reserves the right to modify any and/or all dates at its sole discretion 5.2
Date and Place for Receiving Proposals
a) Proposals will be received until 3:00 pm local time on Wednesday, October 9, 2013 Documents can be sent by email in PDF FORMAT to the attention of Susan Brant, Deputy Treasurer, at ap@frontenaccounty.ca. It is the responsibility of the proponent to ensure that the email has been received by Ms. Brant before the closing time and date. The County server does restrict the receipt of attachments exceeding 5.5Mb. Note that proposals received after 3:00 p.m. local time on Wednesday, October 9, 2013 will be returned unopened. b) Proposals must be addressed to: County of Frontenac Attention: Susan Brant, Deputy Treasurer 2069 Battersea Road Glenburnie ON K0H 1S0 The envelope containing the proposal must be clearly marked: Request for Proposal – County Strategic Planning Project c) Before being officially received, the proposal envelope will be marked by the Office of the County Clerk, with the time and the date that the envelope was received in the office. d) All proposal submissions are appreciated. However, the County will be contacting only those selected for an interview/presentation. 5.3
Documentation
a) One (1) copy of the proposal is required b) All proposals must be legible and typewritten 5.4
Interview /Presentation
It is anticipated that an interview will be necessary to assist in the evaluation process. Shortlisted proponents will be advised and may be required to attend an interview on Thursday, October 17, 2013. Please ensure your firm is available on October 17, 2013 for a possible interview. It can be conducted remotely. 5.5
Negotiations
The County retains the right to negotiate the scope, work plan, payment schedule and fees of the preferred proponent prior to award and execution of the contract. 5.6
Communications
County of Frontenac – RFP for a County Strategic Plan Closes: Wednesday, October 9, 2013 at 3:00 p.m.
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All requests for information and/or clarification as well as questions regarding the interpretation of the terms set out in this document should be referred to Susan Brant, Deputy Treasurer, at ap@frontenaccounty.ca. The County reserves the right to distribute any or all questions and answers to the other proponents. 5.7
Withdrawal or Substitution of Submission
A proponent may withdraw or substitute all or part of his/her proposal at any time up to the official closing time by submitting a letter bearing the signature as in the proposal to Angelique Tamblyn, Executive Assistant, who will mark thereon the time and date of receipt. No telegrams or telephone calls or telephone transmissions by facsimile copies will be considered. The last proposal received shall supersede and invalidate all proposals previously submitted by that proponent for this proposal. 5.8
Alterations or Variations
No alterations or variations of this document shall be valid or binding upon the County unless authorized in writing in accordance with the procedure set out above in Communications 5.6. 5.9
Oral Explanation or Interpretation
No oral explanation or interpretation shall modify any of the documents or provisions of the County’s request for proposal documents. 6
Proposal Evaluation
6.1
Qualification evaluations
Proposals will be evaluated based on the following criteria: 1. 2. 3. 4. Total:
Applicable expertise and resources Similar project experience Proposed approach/work plan Cost factor
20% 30% 40% 10% 100%
Proposals will be evaluated on the basis of all information provided by the proponent(s). Each proposal will be reviewed to determine if the proposal is responsive to the submission requirements outlined in the RFP. Failure to comply with these requirements may deem the proposal non-responsive. The County reserves the right to accept or reject any or all proposals, for any reason whatsoever, and to accept or reject any proposal, if considered best for the interests of the County. The lowest bid or any proposal will not necessarily be accepted. 6.2
Contract
The successful Proponent(s) will be required to enter into a formal Contract with the County. The completed Request for Proposal will form part of the Agreement. The County will prepare the Contract document for execution by both parties. The County will not accept a Contract document prepared by the Proponent(s) or a third party. During the term of the Contract, the successful proponent(s) shall maintain in full force and effect, professional liability insurance with a minimum limit of $2,000,000 and shall provide the County with proof of insurance. Proof of WSIB coverage and a valid and up to date Clearance County of Frontenac – RFP for a County Strategic Plan Closes: Wednesday, October 9, 2013 at 3:00 p.m.
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Certificate must also be provided to the County. The Clearance Certificate must be kept up to date for the balance of the Contract. Failure to execute the contract and to file all documentation, as required herein, within the specified time period shall be just cause for the cancellation of the contract. The County shall then have the right to award the Contract to any other proponent or re-issue the Request for Proposals. 7
General Conditions
7.1
Confidentiality
The Proposal must not be restricted by any statement, covering letter or alteration by the Proponent(s) in respect of confidential or proprietary information. The County will treat all quotes as confidential. The County will comply with the Municipal Freedom of Information and Protection of Privacy Act, and its retention by-law pursuant to the Municipal Act, in respect of all quotes. 7.2
Errors and Omissions
The County shall not be held liable for any errors or omissions in any part of this Request for Proposals. While the County has used considerable effort to ensure an accurate representation of information in this Tender, the information contained in the Tender is supplied solely as a guideline for Proponents. The information is not guaranteed or warranted to be accurate by the County, nor is it necessarily comprehensive or exhaustive. 7.3
Acceptance of Tenders
The County is not obliged to accept the lowest or any tender. 7.4
Cancellation of Tenders
The County reserves the right to cancel this bid document at any time up to the award of the contract 7.5
Laws, Notices, Permits and Fees
All Proponents and proposals must comply with any law, including all legislation and regulations, which may be applicable to the services provided subsequent to the RFP. Please be advised that a condition of the agreement will be a requirement that the successful proponent comply with the applicable laws of Ontario and Canada, including the: Occupational Health and Safety Act (Ontario) Ontario Human Rights Code Pay Equity Act (Ontario) Any agreement that results from this RFP will be subject to the laws of the Province of Ontario and Canada. 7.6
Indemnification
The successful Proponent(s) agrees to indemnify and save harmless the County from and against all actions, claims, and demands of any nature which may be made by any person or entity arising from or in connection with the services provided including all bodily injury, death, property damage, losses, charges, costs and expenses which the County, its employees, County of Frontenac – RFP for a County Strategic Plan Closes: Wednesday, October 9, 2013 at 3:00 p.m.
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officers or agents may incur or be liable for in consequence of any such claims, demands or actions or in consequence of damages sustained to the County property or facilities. 7.7
Payment
Payment for work completed shall be invoiced on a monthly basis, with supporting documentation or invoices to the satisfaction of the County. 7.8
Incurred Costs
The County shall not be responsible for any liabilities, costs, expenses, loss or damage incurred, sustained or suffered by any Proponent(s) prior or subsequent to or by reason of the acceptance or non-acceptance by the County of any proposal by reason of any delay in the acceptance of a proposal.
County of Frontenac – RFP for a County Strategic Plan Closes: Wednesday, October 9, 2013 at 3:00 p.m.
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Report 2013-170 ADMINISTRATIVE REPORT To:
Warden and Council of the County of Frontenac
From:
Elizabeth Savill CAO/Clerk
Prepared By:
Paul J. Charbonneau Director of Emergency Paramedic Services
&
Transportation
Services/Chief
Date Prepared:
September 4, 2013
Date of Meeting:
September 18, 2013
Re:
Emergency and Transportation Services – Paramedic Chief’s of Canada Representation at the National Association of Emergency Medical Services Physicians Annual Meeting on January 16 and 17, 2014
of
Recommendation BE IT RESOLVED THAT the Council of the County of Frontenac receive this Emergency and Transportation Services – Paramedic Chief’s of Canada Representation at the National Association of Emergency Medical Services Physicians Annual Meeting on January 16 and 17, 2014 report; AND FURTHER THAT the Council of the County of Frontenac authorize the Chief of Paramedic Services to attend the National Association of Emergency Medical Services Physicians Annual Meeting in Tucson AZ, on January 16 and 17, 2014, as the designated representative of the Paramedic Chief’s of Canada (PCC) with all travel costs to be covered by PCC.
Background At its meeting of May 15, 2013 County Council passed the following motion: Motion #: 247-12
Moved By: Seconded By:
Councillor Purdon Deputy Warden Clayton
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RESOLVED THAT the Council of the County of Frontenac accept the Emergency and Transportation Services – Election to Paramedic Chiefs of Canada (PCC) Board of Directors Executive of the Chief of Paramedic Services report for information; AND FURTHER the Council of the County of Frontenac support the Chief of Paramedic Services’ election to the Executive of the Paramedic Chiefs of Canada for the period of June 14, 2013 to June 20, 2014. CARRIED
Comment The Chief of Paramedic Services did attend the PCC Annual General Meeting in St. John NB in June 2013 and was elected, to the renamed position, of Vice-President of the PCC. The PCC Executive Committee met in late August 2013 and reviewed the various conferences and meetings that require representation by Executive members on behalf of the PCC. The Chief of Paramedic Services has been requested to represent the PCC at the National Association of Emergency Medical Services Physicians (NAEMSP®) Annual Meeting in Tucson AZ, on January 16 and 17, 2014. Since its inception in 1984, the NAEMSP® membership has grown from a handful of dedicated founders to over 1,100 physicians, paramedics, nurses, administrators, educators, researchers and key EMS personnel. The membership continues to increase as the NAEMSP® represents the out-of-hospital emergency medical care community. As part of its ongoing commitment to improving out-of-hospital emergency medical care, the NAEMSP® promotes meetings, publications and products that connect, serve and educate its members. In addition, the Association acts as a resource and advocate of EMS related decisions in cooperation with organizations throughout the country and the community at large.
Sustainability Implications Being active in and having influence with the PCC allows staff to provide first person reporting back to County Council on developments within the industry provincially and nationally, thereby enhancing quality service provided to the community.
Financial Implications There will be no travel costs associated with this trip to represent the PCC at the NAEMSP® Annual Meeting. PCC will cover all travel costs for work undertaken on its behalf.
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Report 2013-172 ADMINISTRATIVE REPORT To:
WARDEN AND COUNCIL OF THE COUNTY OF FRONTENAC
From:
Elizabeth Savill CAO
Prepared By:
Jannette Amini Deputy Clerk
Date Prepared:
September 6, 2013
Date of Meeting:
September 18, 2013
Re:
Administrative Services – Code of Conduct for County Council and Committee Members
Recommendation BE IT RESOLVED THAT the Council of the County of Frontenac receive this Administrative Services – Code of Conduct for County Council and Committee Members report; AND FURTHER THAT the Council of the County of Frontenac adopt the Code of Conduct for County Council and Committee Members, attached as Exhibit A to this report; AND FINALLY THAT County Council authorize staff to proceed with the issuance of a Request for Expressions of Interest for the appointment of an Integrity Commissioner to be approved by Council.
Background County Council was presented with Report 2013-094, Code of Conduct for County Council and Committee Members, at its June 19, 2013 regular meeting at which time it was deferred to the September 4, 2013 Committee of the Whole meeting.
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Comment At the September 4, 2013 Committee of the Whole meeting, members of County Council received an educational presentation by Mr. Nigel Bellchamber of Amberly Gavel Ltd. on Codes of Conduct. Mr. Bellchamber provided the Committee with an overview of his background and subject matter expertise which included various municipal positions of Clerk, Treasurer, Commissioner of Finance and Administration, and Chief Administrative Officer in single, upper and lower tier municipalities. Mr. Bellchamber has also worked with numerous municipalities, local boards and provincial organizations on topics including organizational review, asset management, strategic planning, senior staff recruitment, governance, and financial management and is a member a member of the Association of Municipalities of Ontario councillor education and training team. At that meeting, Mr. Bellchamber provided the Committee with an overview of the purpose and intent of Codes of Conduct and offered his suggestions and proposed amendments to the draft Code of Conduct which was referred to the Committee. The Committee supported the changes suggested by Mr. Bellchamber and Committee passed the following resolution: Motion #: COW26-13
Moved By: Seconded By:
Councillor Doyle Warden Gutowski
BE IT RESOLVED THAT Report 2013-094, Code of Conduct for County Council and Committee Members be referred back to staff to include the suggested amendments by Mr. Bellchamber and brought forward to the September 18, 2013 County Council meeting. CARRIED As per the suggestions made by Mr. Bellchamber and the resolution of the Committee, the following changes have been made to the draft Code of Conduct:
- Add new Section 1.0 – Statement of Intent Those who are covered by this Code must adhere to these specific behaviours: ¾ To act with honesty and integrity ¾ To treat people with dignity and respect ¾ Not to abuse the special powers and authority elected official are granted ¾ To act in a manner that does not discredit or undermine public confidence in Frontenac County services Re-number sections accordingly.
- Section 4.0 – County Assets and Gifts
Add 4.1 – Definitions: a) “benefit" means anything (other than a gift) given that confers an advantage, including but not limited to discounted or free services food or beverages for immediate consumption, activities or event tickets, unless payment in any
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form, including the exchange of goods or services, of equal or greater value is received by the individual or entity giving the benefit; b) “gift" means any real or personal property given, including but not limited to artwork, clothing, money, gift certificates or gift cards that exceeds $50, unless payment in any form, including the exchange of goods or services, of equal or greater value is received by the individual or entity giving the gift; c) “token value” means any gift received whose value does not exceed $100.
To address the issue of Disclosure, add 4.4: If a member of Council or member of the public appointed to a committee receives a gift or benefit and the value of the gift or benefit exceeds $100, or if the total value received from anyone source during the course of a calendar year exceeds $100, the member of County Council shall within 30 days of receipt of the gift or benefit or of reaching the annual limit, file a disclosure statement with the CAO/Clerk. The disclosure statement must indicate: a) the nature of the gift or benefit; b) its source and date of receipt; c) the circumstances under which it was given or received; Any disclosure statement made under subsection 4.4 will be a matter of public record.
- Section 7.0 – Compliance with the Code – Complaint
Amend subsection 7.2 to remove the words, “or Members of Council” to address Mr. Bellchamber’s comments that the purpose of the complaint process is to provide the opportunity for vulnerable individuals and members of the public to file a complaint.
- Section 8.0 - Formal Complaint Procedure - Integrity Commissioner
As per the above comments, amend subsection 8.1 to remove Member of Council.
- Section 14.0 – Non-Compliance To address Mr. Bellchamber’s support on the use of an Integrity Commissioner and to bring enforcement in line with the Municipal Act:
Re-word subsection 14.1 to read, “The following enforcement measures may be instituted by County Council and applied to any member of Council under Section 223.4(5) of the Municipal Act if the Integrity Commissioner reports to the municipality that, in his or her opinion, the member has contravened the code of conduct.”
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Re-word 14.1 i. to read, “censure including removal from appointment to an Advisory Committee of Council.”
- Addendum A – Fairmount Home To address the differences between the Municipal Conflict of Interest Act and the LHIN L-SAA Agreement, Mr. Bellchamber suggests an Addendum be added to the Code of Conduct that Council must adhere to when sitting as the Board of Directors of Fairmount Home. The Addendum is attached to this report as Exhibit A. Further to the presentation and suggestions formally made by Mr. Bellchamber, Council may also wish to consider the follow additions to the Code that may have been touched on at the Committee of the Whole session on September 4, 2013. These have been subsequently identified as items Council may want to include:
- Section 4.0 – County Assets and Gifts
Add subsection 4.4: “For the purposes of subsection 4, a gift or benefit given with the member of Council’s knowledge to their family member that is connected directly or indirectly to the performance of their duties in office is deemed to be a gift or benefit to that member of Council.
Add subsection 4.5: The following are exceptions to subsection 4.4 and 4.5: a. Such gifts or benefits that normally accompany the duties of office and are received as an incident of protocol or social obligation; b. Admission to a widely attended event, such as a convention, conference, symposium, forum, panel discussion, dinner, viewing, reception or similar event, offered by the organization responsible for and presenting the event and unsolicited by the member of Council, if attending or participating in their official capacity, including: (i) participation in an event as a speaker or panel participant by presenting information related to County matters; (ii) performance of a ceremonial function appropriate to the member of Council’s office; (iii) attendance at an event that is appropriate to the official capacity of the member of Council. c. Admission to a charity or community organization event offered by the charity or community organization for whose benefit the event is being held and unsolicited by the member of Council;
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d. Admission to a training or education program, including meals and refreshments furnished to all attendees, if such training or education is related to the member of Council’s duties in office and in the interest of the County; e. A suitable memento of a function honouring the member of Council.
Sustainability Implications Good governance is critical to the sustainability of a community. As stated in Directions for Our Future government decision-making processes are clear, transparent, forward thinking and focused on the longer term.
Financial Implications There are no financial considerations associated with this report.
Organizations, Departments and Individuals Consulted and/or Affected Senior Management Team Colleen Hickey, Human Resources Specialist/Labour Relations
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Addendum A to the Code of Conduct 1.0
Background In 2013, the LHIN L-SAA Agreement executed following Council’s direction at the regular Council meeting in April requires a code of conduct to be in place covering Fairmount’s directors. Council is, under the Long Term Care Act, the board of directors for Fairmount. The provisions set out in LHIN L-SAA Agreements were proclaimed and came into force on January 1, 2008 and while Council is sitting as the Board of Management for Fairmount Home, it must confine to these rules:
2.0
Definitions “Board” means in respect of an HSP that is: (i) A corporation, the board of directors; (ii) A First Nation, the band council; (iii) A municipality, the committee of management; (iv) A board of management established by one or more municipalities or by one or more First Nations’ band councils, the members of the board of management; (v) A partnership, the partners; (vi) A sole proprietorship, the sole proprietor. “Conflict of Interest” in respect of an HSP, includes any situation or circumstance where: in relation to the performance of its obligations under the LHIN L-SAA agreement: (i) The HSP; (ii) A member of the HSP’s Board, or (iii) Any person employed by the HSP who has the capacity to influence the HSP’s decision, has other commitments, relationships or financial interest that: (iv) Could or could be seen to interfere with the HSP’s objective, unbiased and impartial exercise of its judgement; or (v) Could or could be seen to compromise, impair or be incompatible with the effective performance of its obligations under the LHIN L-SAA Agreement. “HSP’s Personnel” is defined as the controlling shareholders (if any), directors, officers, employees, agents, volunteers and other representatives of the HSP. In addition to the foregoing HSP’s Personnel shall include the contractors and subcontractors and their respective shareholders, directors, officers, employees, agents, volunteers or other representatives.
3.0
Conflict of Interest The HSP will use the Funding, provide the Services and otherwise fulfil its obligations under the LHIN L-SAA Agreement without an actual, potential or perceived Conflict of Interest. The HSP will disclose to the LHIN without delay any situation that a reasonable person would interpret as an actual, potential or perceived Conflict of Interest and comply with any requirements prescribed by the LHIN to resolve any Conflict of Interest.
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4.0
Confidential Information Members of County Council will treat confidential information as confidential and will not disclose confidential information except with the consent of the disclosing party or as permitted or required under FIPPA, the Municipal Freedom of Information and Protection of Privacy Act, the Act, court order, subpoena or other applicable law.
Signature The undersigned hereby acknowledges that they have read, understood and accept this Code of Conduct.
Signature of Member
Date
Printed Name of Member
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DRAFT County of Frontenac Code of Conduct for Members of County Council and Committees Draft 2: September 18, 2013
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1.0
Statement of Intent Those who are covered by this Code must adhere to these specific behaviours: ¾ To act with honesty and integrity ¾ To treat people with dignity and respect ¾ Not to abuse the special powers and authority elected officials are granted ¾ To act in a manner that does not discredit or undermine public confidence in Frontenac County services
Formatted: Font: 11 pt, Not Bold, Underline Formatted: Font: Not Bold, Underline Formatted: Font: 11 pt, Not Bold, Underline Formatted: Font: Not Bold, Underline Formatted: Font: 11 pt, Not Bold, Underline Formatted: Font: Not Bold, Underline
1.02.0 Application 1.1
Formatted: Font: 11 pt, Not Bold, Underline
This Code of Conduct applies to all Members of Council, being the Warden and each Councillor. It also applies to all members of the public appointed to committees by Council.
Formatted: Font: 11 pt, Not Bold, Underline Formatted: Font: Not Bold, Underline Formatted: Font: 11 pt, Not Bold, Underline Formatted: Font: Not Bold, Underline
1.2
As Council Chair, the Warden has additional responsibilities and, accordingly, must:
Formatted: Indent: Left: 36 pt, No bullets or numbering
i. uphold and promote the purposes of the municipality; ii. promote public involvement in the municipality’s activities; iii. act as the representative of the municipality both within and outside the municipality, and promote the municipality locally, nationally and internationally; and iv. participate in and foster activities that enhance the economic, social and environmental well-being of the municipality and its residents The principles set out in this Code of Conduct apply to the distinct role of the Warden as the context requires. . 1.3
All Members of Council and members of the public appointed to a County committee are expected to follow this Code, the Council Procedural Bylaw and other sources of applicable procedural law. They are also subject to other sources of law such as: • • • • •
Municipal Act, 2001 Municipal Conflict of Interest Act Municipal Elections Act Municipal Freedom of Information and Protection of Privacy Act The Criminal Code of Canada
2.03.0 Responsibilities of Council, the Warden and Councillors 2.1
Council as a whole has the authority to approve budget, policy or processes, including the structures and procedures for committees. Authority to act on behalf of Council, including through a committee, can only be delegated by Council or through law.
2.2
Council is responsible for and dedicated to providing good and effective government for the public in an open, accountable and transparent manner.
2.3
A fiduciary relationship exists between the Council and inhabitants of the municipality.
2.4
Members of Council: i. ii.
when appointed to committees and other bodies as part of their duties must make every effort to participate actively in these bodies with good faith and care, must uphold the law and conduct themselves with the highest degree of ethical behaviour and integrity, 1
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iii. iv.
must avoid conflict of interest, must seek to advance the public interest with honesty and treat members of the public with dignity, understanding and respect, and may not make statements known to be false or make a statement with the intent to mislead Council or the public.
v.
3.04.0 Members of Council and the Role of Staff 3.1
Mutual respect and cooperation are required to achieve the Council’s corporate goals and implement the Council’s strategies through the work of staff. The role of Council is to lead through setting policy and budget. It is not to manage or administer.
3.2
Staff members serve Council and work for the municipal corporation under the direction of the chief administrative officer. Council directs staff through its decisions as recorded in the minutes and resolutions of Council. Members of Council have no individual capacity to direct members of staff to carry out particular functions.
3.3
Inquiries of staff from Members of Council should be directed to the chief administrative officer or the appropriate senior staff as directed by the chief administrative officer.
3.4
Members of Council must respect that: i.
staff provide advice and make policy recommendations in accordance with their professional ethics, expertise and obligations. They must not willfully injure the reputation, impugn the integrity or question the capabilities or performance of staff in a manner that is inappropriate. staff undertake their duties based on political neutrality without undue influence. Members may not invite or pressure any member of staff to engage in partisan political activities.
ii.
4.05.0 County Assets and Gifts 4.1 a)
Definitions:
Formatted: No bullets or numbering
“benefit" means anything (other than a gift) given that confers an advantage, including but not limited to discounted or free services including food or beverages for immediate consumption, activities or event tickets, unless payment in any form, including the exchange of goods or services, of equal or greater value is received by the individual or entity giving the benefit;
b) “gift" means any real or personal property given, including but not limited to art work, clothing, money, gift certificates or gift cards that exceeds $50, unless payment in any form, including the exchange of goods or services, of equal or greater value is received by the individual or entity giving the gift; c) “token value” means and gift received whose value does not exceed $100. 4.2
Council is the custodian of the assets of the municipality. The community places its trust in Council and those it appoints to make decisions for the public good in relation to these assets.
4.23
Members of Council and members of the public appointed to committees must not use municipal assets for personal convenience, for profit or to assist during an election or in 2
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relation to a nomination, except where such privileges are granted to the public or provided by law. 4.34
Members of Council and members of the public appointed to committees must not accept gifts and benefits except as provided for under law and in the course of their duties. They may accept gifts of token value only but should be aware that even these may place them in a position where their actions are open to serious question.
4.5
If a member of Council or member of the public appointed to a committee receives a gift or benefit and the value of the gift or benefit exceeds $100, or if the total value received from anyone source during the course of a calendar year exceeds $100, the member of County Council shall within 30 days of receipt of the gift or benefit or of reaching the annual limit, file a disclosure statement with the CAO/Clerk. The disclosure statement must indicate: a) the nature of the gift or benefit; b) its source and date of receipt; c) the circumstances under which it was given or received.
Formatted: Justified, Indent: Left: 0 pt
Any disclosure statement made under subsection 4.4 will be a matter of public record.
Formatted: Indent: Left: 36 pt
5.06.0 Confidentiality 5.1
Members of Council have a duty to hold information received at closed meetings in strict confidence for as long and as broadly as the confidence applies. They must not, either directly or indirectly, release, make public or in any way divulge any such information or any confidential aspect of the closed deliberations to anyone, unless authorized by Council or required by law.
5.2
Members of Council must not disclose, use or release information in contravention of applicable privacy law. They are only entitled to information in the possession of the municipality that is relevant to matters before the Council or a committee. Otherwise, they enjoy the same level of access rights to information as any other member of the community and must follow the same processes as any private citizen.
5.3
Members of Council must not release information subject to solicitor-client privilege, unless expressly authorized by Council or required by law.
6.07.0 Committees and Members of Committees 6.1
Members of the public appointed to committees are appointed at the pleasure of Council. They do not hold office as elected officials nor do they represent either Council or the committee unless mandated to do so. Members of the public appointed to committees must respect both the word and spirit of this Code as it applies to them and also as it applies to Members of Council.
6.2
Committees operate only within meetings for which proper notice has been given or as a matter duly added to an agenda.
6.3
Committee work often depends on the specific expertise of members of the public appointed to committees, including their employment or business interests. Interests relating to expertise, knowledge or acquaintance of a topic or an individual does not necessarily constitute a pecuniary interest. Such an interest should still be declared, however, for the purposes of openness. 3
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6.4
If a pecuniary interest or an appearance of such arises in relation to any matter, members of the public appointed to a Committee must declare the pecuniary interest in a matter being discussed. The member may participate in the discussion but may not vote on the matter.
6.5
Committee work is part of the public record. Committees must ensure that their recommendations are sufficiently detailed and recorded clearly so that they can be relied upon by Council or the standing committee acting upon them.
6.6
The minutes of a committee meeting must record when any member has declared an interest or a pecuniary interest well as the circumstances in which the member left the room, the times at which the person left and returned to the meeting.
6.7
In addition to the recording of minutes as required by section 6.6, where a member of a committee has declared a pecuniary interest, the declaration as well as the nature of the pecuniary interest must be recorded as part of the recommendation to Council so that Council may be aware of the declaration when making its decision.
7.08.0 Compliance with the Code – Complaint 7.1
Where an alleged contravention of any provision of this Code of Conduct occurs, the following procedures will be adhered to.
7.2
Individuals (i.e. Municipal employees, members of the public or Members of Council) or organizations who believe they have identified or witnessed behaviour or an activity by a Member of Council that they believe is in contravention of the Code of Conduct for Members of Council, may wish to address the prohibited behaviour or activity themselves as follows: i.
advise the Member of Council that the behaviour or activity contravenes the Code of Conduct; ii. encourage the Member of Council to stop the prohibited behaviour or activity; iii. keep a written record of the incidents including dates, times, locations, other persons present, and any other relevant information; iv. advise someone else (for example, another Member of Council or a senior staff member of the Municipality) about their concern, their comments to the Member of Council and the response of the Member of Council; v. if applicable, confirm to the Member of Council their satisfaction with the response of the Member of Council or, if applicable, advise the Member of Council of their dissatisfaction with the response; and vi. consider the need to pursue the matter in accordance with the formal complaint procedure outlined in Part B, or in accordance with an applicable judicial or quasijudicial process. Individuals and organizations are encouraged to initially pursue this informal complaint procedure as a means of stopping and remedying a behaviour or activity that they believe to be prohibited by the Code of Conduct. However, it is not a precondition or a prerequisite that they pursue the informal complaint procedure prior to pursuing the formal complaint procedure in 8.2. 8.0 Formal Complaint Procedure - Integrity Commissioner 4
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8.1
A Member of Council, Municipal staff or member of the public who has reasonable and probable grounds to believe that a member of Council has contravened the Code of Conduct for Members of Council, may request that the matter, or complaint be reviewed.
8.2
The complaint shall be in writing and shall be signed by the complainant(s).
8.3
A complaint shall set out the grounds for the belief and the contravention alleged and include a supporting affidavit that sets out the evidence in support of the complaint. For example, facts should include the name of the alleged violator, the provision allegedly contravened, facts constituting the alleged contravention, the names and contact information of witnesses, and contact information respecting the complainant during normal business hours.
9.0 Initial Classification by Integrity Commissioner 9.1
The complaint shall be filed with the Chief Administrative Officer/Clerk who shall forward the matter to the Integrity Commissioner for initial classification to determine if the matter is, on its face, a complaint with respect to non-compliance with the Code of Conduct and not covered by other legislation or other Council policies.
9.2
If the complaint does not include a supporting affidavit, the Integrity Commissioner may defer the classification until an affidavit is received.
9.3
If the complaint, including any supporting affidavit, is not, on its face, a complaint with respect to non-compliance with the Code of Conduct or the complaint is covered by other legislation or a complaint procedure under another Council policy, the Integrity Commissioner shall advise the complainant in writing as follows: i.
if the complaint on its face is an allegation of a criminal nature consistent with the Criminal Code of Canada, the complainant shall be advised that if the complainant wishes to pursue any such allegation, the complainant must pursue it with the Ontario Provincial Police or the other appropriate law enforcement agency; ii. if the complaint on its face is with respect to non-compliance with the Municipal Conflict of Interest Act, the complainant shall be advised to review the matter with the complainant’s own legal counsel; iii. if the complaint on its face is with respect to non-compliance with the Municipal Freedom of Information and Protection of Privacy Act, the complainant shall be advised that the matter will be referred to the Privacy Commissioner for review; iv. if the complaint on its face is with respect to non-compliance with a more specific Council policy with a separate complaint procedure, the complainant shall be advised that the matter will be processed under that procedure; and v. in other cases, the complainant shall be advised that the matter, or part of the matter, is not within the jurisdiction of the Integrity Commissioner to process, with any additional reasons and referrals as the Integrity Commissioner considers appropriate. 10
Integrity Commissioner Investigation
10.1
If a complaint has been classified as being within the Integrity Commissioner’s jurisdiction, the Commissioner shall investigate and may attempt to settle the complaint.
10.2
The Integrity Commissioner will proceed as follows: 5
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i. serve the complaint and supporting material upon the member whose conduct is in question with a request that a written response to the allegation be filed within ten days; and ii. serve a copy of the response provided upon the complainant with a request for a written reply within ten days. 10.3
If necessary, after reviewing the written materials, the Integrity Commissioner may speak to anyone relevant to the complaint, examine any other documents relevant to the complaint and may enter any County office relevant to the complaint for the purposes of investigation and settlement.
10.4
The Integrity Commissioner may make interim reports to Council as required to address any instances of interference, obstruction or retaliation encountered during the investigation.
10.5
The Integrity Commissioner shall submit a final report on the complaint to Council, no later than 90 days after the making of the complaint, outlining the findings, the terms of any settlement, or recommended corrective action.
10.6
Any recommended corrective action must be permitted in law and shall be designed to ensure that the inappropriate behaviour or activity does not continue.
11.0
Refusal to conduct inquiry
11.1
If the Integrity Commissioner is of the opinion that the referral of a matter to him or her is frivolous, vexatious or not made in good faith, or that there are no grounds or insufficient grounds for an inquiry, the Integrity Commissioner shall not conduct an inquiry and shall state the reasons for not doing so in the report.
11.2
If the Integrity Commissioner determines that there has been no contravention of the Code of Conduct or that a contravention occurred although the Member took all reasonable measures to prevent it, or that a contravention occurred that was trivial or committed through inadvertence or an error of judgment made in good faith, the Integrity Commissioner shall so state in the report and shall recommend that no penalty be imposed.
12.0
Reporting
12.1
The Integrity Commissioner shall file a copy of the final report with Chief Administrative Officer who will then provide a copy of the report to the complainant and the Member of Council whose conduct is concerned.
12.2
The Chief Administrative Officer shall process the report to the next meeting of Council.
12.3
Council shall consider and respond to the report within 90 days after the day the report is laid before it.
12.4
The Integrity Commissioner shall report annually to Council on complaints affecting the Council of the County of Frontenac, filed with the Integrity Commissioner.
13.0
Municipal Support for Members of Council
6
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13.1
In the case of a Formal Complaint, the municipality will provide up to $1,000 to the Council member to obtain professional advice or assistance. Reimbursement will be made upon provision of original invoices marked paid in full to the Chief Administrative Officer, and processed through regular accounts payable procedures.
14.0
Non-Compliance
14.1
The following measures may be instituted and applied to any member of Council under Section 223.4(5) of the Municipal Act: The following enforcement measures may be instituted by County Council and applied to any member of Council under Section 223.4(5) of the Municipal Act if the Integrity Commissioner reports to the municipality that, in his or her opinion, the member has contravened the code of conduct. i. ii. iii.
a reprimand; suspension of the remuneration paid to the member in respect of his or her services as a member of Council or the local board, as the case may be, for a period of up to ninety (90) days, and/or censure including removal from appointed appointment to an Advisory Committee of Council.s, Boards and/or liaison roles.
Formatted: Font: Not Bold Formatted: Font: Not Bold Formatted: Font: Not Bold Formatted: Tab stops: 72 pt, Left + Not at 76.5 pt
Signature The undersigned hereby acknowledges that they have read, understood and accept this Code of Conduct.
Signature of Member
Date
Printed Name of Member
7
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Addendum A – Fairmount Home 1.0
Background In 2013, the LHIN L-SAA Agreement executed following Council’s direction at the regular Council meeting in April requires a code of conduct to be in place covering Fairmount’s directors. Council is, under the Long Term Care Act, the board of directors for Fairmount. The provisions set out in LHIN L-SAA Agreements were proclaimed and came into force on January 1, 2008 and while Council is sitting as the Board of Management for Fairmount Home, it must confine to these rules:
2.0
Definitions “Board” means in respect of an HSP that is: (i) (ii) (iii) (iv)
A corporation, the board of directors; A First Nation, the band council; A municipality, the committee of management; A board of management established by one or more municipalities or by one or more First Nations’ band councils, the members of the board of management; (v) A partnership, the partners; (vi) A sole proprietorship, the sole proprietor. “Conflict of Interest” in respect of an HSP, includes any situation or circumstance where: in relation to the performance of its obligations under the LHIN L-SAA agreement: (i) The HSP; (ii) A member of the HSP’s Board, or (iii) Any person employed by the HSP who has the capacity to influence the HSP’s decision, has other commitments, relationships or financial interest that: (iv) Could or could be seen to interfere with the HSP’s objective, unbiased and impartial exercise of its judgement; or (v) Could or could be seen to compromise, impair or be incompatible with the effective performance of its obligations under the LHIN L-SAA Agreement. “HSP’s Personnel” is defined as the controlling shareholders (if any), directors, officers, employees, agents, volunteers and other representatives of the HSP. In addition to the foregoing HSP’s Personnel shall include the contractors and subcontractors and their respective shareholders, directors, officers, employees, agents, volunteers or other representatives. 3.0
Conflict of Interest 8
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The HSP will use the Funding, provide the Services and otherwise fulfil its obligations under the LHIN L-SAA Agreement without an actual, potential or perceived Conflict of Interest. The HSP will disclose to the LHIN without delay any situation that a reasonable person would interpret as an actual, potential or perceived Conflict of Interest and comply with any requirements prescribed by the LHIN to resolve any Conflict of Interest. 4.0
Confidential Information Members of County Council will treat confidential information as confidential and will not disclose confidential information except with the consent of the disclosing party or as permitted or required under FIPPA, the Municipal Freedom of Information and Protection of Privacy Act, the Act, court order, subpoena or other applicable law.
Signature The undersigned hereby acknowledges that they have read, understood and accept this Code of Conduct.
Signature of Member
Date
Printed Name of Member
9
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Appendix A B – Integrity Commissioner Duties of the Integrity Commissioner 1.0
The Integrity Commissioner shall:
1.1
Conduct inquiries and investigations into alleged contraventions of the Code of Conduct for Members of Council.
1.2
Make the decisions, including the imposition of penalties with regards to the alleged contraventions of the Code of Conduct for Council Members. Penalties may include, but are not limited to: i. Reprimand in Open Council (Censure) ii. Suspension of office for a period of not more than 90 business days; iii. Suspension of honorariums for a period of not more than 90 business days; iv. Removal from committees of Council; v. Any combination of the above. A penalty imposed by the Integrity Commissioner takes effect immediately upon the receipt by Council of the report of the Integrity Commissioner regarding the alleged contravention.
1.3
Prepare and deliver an annual report to Council containing a summary of the activities of the office of the Integrity Commissioner during the calendar year.
1.4
Detailed responsibilities of the office of the Integrity Commissioner will be outlined with the appointment of the position.
2.0
The Integrity Commissioner may, at the request of Council: i.
Prepare written materials for distribution to and use by members of Council regarding the role of the Integrity Commissioner and ethical obligations and responsibilities of members of Council under the Code of Conduct for Members of Council and any other procedures, rules or policies governing their ethical behaviour.
ii.
Prepare written materials for distribution to and use by the public to aid in their understanding of the role of Integrity Commissioner and ethical obligations and responsibilities of members of Council under the Code of Conduct for Members of Council and any other procedures, rules or policies governing their ethical behaviour.
iii.
Deliver an oral presentation to members of Council regarding their ethical obligations and responsibilities of members of Council and any other procedures, rules or policies governing their ethical behaviour.
iv.
Provide advice and recommendations to Council regarding amendments to the Code of Conduct for Members of Council and in respect of any other procedures, rules or policies governing their ethical behaviour.
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3.0
Procedure to Submit a Complaint to the Integrity Commissioner i.
Council members, employees or members of the public may submit complaints to the Integrity Commissioner relating to compliance with the Code of Conduct for Members of Council.
ii.
All complaints will be treated as confidential at all times.
iii.
Complaints shall be submitted on the established Complaint Request Review Form, attached hereto. The Complaint Review Request Form is also available on the County website or from the Clerk’s office.
iv.
All complaints must contain the following information: a. Name of Municipality; b. Complainant’s name, mailing address, telephone number and e-mail address (if applicable); c. Nature and background of the complaint; d. Any activities undertaken (if any) to resolve the concern; e. Any other relevant information; f. Original Signature; and a g. Cheque in the amount of $125.00 made payable to the County of Frontenac.
v.
The Complaint Review Request form, accompanied by the prescribed fee, shall be dated and submitted to the Clerk by mail or personal delivery.
vi.
Upon receipt of a complete Complaint Review Request the Clerk shall prepare a package to be forwarded to the Integrity Commissioner that will include the following: a. The Complaint Review Request Form; b. A certified true copy of the Code of Conduct for Members of Council; and c. Any and all such other information or documentation supplied by the complainant that is deemed relevant.
vii.
The information package referred to above shall be forwarded to the Integrity Commissioner in hard copy format by courier or regular mail, whichever is deemed appropriate.
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Appendix B C – Code of Conduct Complaint Form County of Frontenac Integrity Commissioner Complaint Review Request Form Section 223 – Municipal Act, 2001, as amended COMPLAINANT NAME ADDRESS TELEPHONE E-MAIL
HOME
WORK
PLEASE NOTE: PERSONAL INFORMATION IS COLLECTED UNDER THE AUTHORITY OF SECTION 239 OF THE MUNICIPAL ACT AND WILL BE USED BY THE INTEGRITY INVESTIGATOR TO CARRY OUT AN INVESTIGATION UNDER THE ACT. BACKGROUND
ACTION
This should provide as much information as is required to explain the nature and background of the particular occurrence. (i.e.) timing, contact and explanation. Please attach applicable documents. Attach additional sheets as needed.
Activities that the complainant has undertaken to resolve the matter; if applicable. Attach additional sheets as needed.
SUMMARY / COMMENTS Attach additional sheets as needed.
Date of Signature
Signature of Complainant
12
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Report 2013-173 ADMINISTRATIVE REPORT To:
Warden and Council of the County of Frontenac
From:
Elizabeth Savill CAO
Prepared By:
Jannette Amini Deputy Clerk
Date Prepared:
July 22, 2013
Date of Meeting:
September 18, 2013
Re:
Administrative Services – Integrated Accessibility Policy
Recommendation RESOLVED THAT the Council of the County of Frontenac receive the Administrative Services – Integrated Accessibility Policy report for information; AND FURTHER THAT the Council of the County of Frontenac adopt the Integrated Accessibility Policy attached to this report as Exhibit A.
Background In 2013, with the implementation of the new Integrated Accessibility Standards, designated public sector organizations, including municipalities, are now required to implement and maintain policies governing how the organization achieves or will achieve accessibility through meeting its requirements referred to in the Integrated Accessibility Standards Regulation (IASR).
Comment The purpose of this report is for the County of Frontenac to adopt an Integrated Accessibility Policy for the County. A copy of the Policy is attached to this report as Exhibit A. As part of the requirements under the IASR, municipalities were required to develop, implement and maintain policies governing how it would achieve or will achieve Administrative Report Administrative Services – Integrated Accessibility Policy September 18, 2013
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accessibility through meeting its requirements referred to in the Regulation. Large organizations, including the County of Frontenac, were required to meet this section of the Standard by January 2013. As of January 2013, the County has developed its MultiYear Plan, and the Policy regarding the procuring or acquiring goods, services or facilities was formally adopted by County Council at its March 20, 2013 meeting. There are four Standards within the IASR:
- Information and Communication
- Employment
- Transportation
- Design of Public Spaces The proposed Integrated Accessibility Policy encompasses all requirements of the new IASR, the next of which are required by January 2014, including the Employment Standard which requires policies regarding recruitment, information for employees and processes to accommodate employees, and IASR training for all employees, volunteers and members of Council. The policy statement and objectives set out the County’s commitment to treating all people in a way that allows them to maintain their dignity and independence and ensures that all aspects of the Integrated Accessibility Standards Regulation. It should be noted that although the County has no obligated requirement under the new Transportation Standard, it has been identified in the policy that the County will encourage private transportation providers to meet the requirements of the Transportation Standard. The draft Policy was presented to the Joint Frontenac Accessibility Advisory Committee at its September 9, 2013 meeting for comments and feedback, at which time, the following motion was made: Moved By: Seconded By:
Ms. Arsenault Mr. Allen
THAT the Frontenac Accessibility Advisory Committee support the County of Frontenac Integrated Accessibility Standards Regulation (IASR) policy presented as Appendix A to report 2013-159, Accessibility Progress Report 3rd Quarter Update. CARRIED This Policy is required in order for the County of Frontenac to be in compliance with the IASR.
Sustainability Implications Creating barrier-free communities through accessibility planning will enhance the County’s move towards its goal of sustainability in both the social and economic pillars of the County’s sustainability plan. As stated in Directions for Our Future, social Administrative Report Administrative Services – Integrated Accessibility Policy September 18, 2013
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sustainability is based on equity, diversity, connectivity, democracy and a good quality of life. It further states that economic development takes health, community, education, and environmental and social objectives into account.
Financial Implications There are no direct financial implications associated with this report. However the County has established the FRC – Ontarians with Disabilities Reserve to provide for the retrofits and other mandated expenditures required under the AODA legislation. These can include structural changes as well as adjustments in Information Technology (IT) and furnishings. $10,000 is allocated to this reserve annually.
Organizations, Departments and Individuals Consulted and/or Affected Frontenac Accessibility Advisory Committee Susan Brant, Deputy Treasurer Krista Vandewal, Human Resources Generalist/Researcher
Administrative Report Administrative Services – Integrated Accessibility Policy September 18, 2013
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REPORT 2013-174 ADMINISTRATIVE REPORT To:
Warden and Council Members of the County of Frontenac
From:
Elizabeth Savill CAO
Prepared by:
Peter Young Community Planner
Date prepared:
September 13, 2013
Date of meeting:
September 18, 2013
Re:
Sustainability – Review of Ontario’s Long-Term Energy Plan
Recommendation RESOLVED THAT the Council of the County of Frontenac receive this Sustainability – Review of Ontario’s Long-Term Energy Plan report; AND FURTHER THAT the Council of the County of Frontenac direct staff to submit comments to the Minister of Energy as contained in this report.
Background The Ministry of Energy is currently reviewing its Long-Term Energy Plan, looking at a variety of issues such as energy supply mix, conservation targets, natural gas pipelines, transmission projects and other energy-related issues. A summary of the main points for consideration is available at http://www.energy.gov.on.ca/en/ltep/. A presentation with a summary of the main issues has been attached as Appendix B. The Ministry has asked for energy stakeholders to submit comments on the plan.
Comment Many of the issues under discussion are high level or more appropriate for comments from specific expertise in energy, however there are a number of issues that could be commented on by Council that would support previous priorities identified by Council and/or the community. The proposed submission in the form of a letter to the Minister is attached as Appendix A for Council’s review. Administrative Report Sustainability – Review of Ontario’s Long-Term Energy Plan September 13, 2013
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Sustainability Implications This project supports the Energy and Infrastructure focus areas adopted in Directions for Our Future and projects such as “Expansion of Hydro Transmission Capacity” and “Expansion of Natural Gas Service” are directly identified in Sustainable Actions 2012. Increased investment in energy infrastructure in the County would promote economic growth in the Frontenacs.
Financial Implications There are no direct financial implications associated with this report.
Organizations, Departments and Individuals Consulted and/or Affected Ministry of Energy
Administrative Report Sustainability – Review of Ontario’s Long-Term Energy Plan September 13, 2013
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Appendix A
Review of Ontario’s Long-Term Energy Plan Proposed Response to the Minister of Energy Thank you for the opportunity to comment on the review of the province’s Long-Term Energy Plan. The County of Frontenac consists of four Townships with a combined population of 26,375 and is located to the north and south of Kingston. The review of the province’s energy plan is timely, as new energy infrastructure investment and policy direction from the Ministry of Energy could be an important tool to help support future economic development in the County. The County supports the continued involvement of the Ontario government in promoting renewable energy, including the FIT and microFIT programs. These programs should continue to provide competitive rates to encourage residents and businesses to invest in green energy, and the government should increase the share of renewable energy in the province’s supply mix. Many FIT projects have been controversial; in this regard, the County supports the reduction of red tape for low-impact projects such as rooftop solar, but also would seek greater municipal involvement for large-scale developments. The County of Frontenac has been a strong supporter of green energy projects, but has had difficulty attracting investment from energy developers. Proponents of FIT and microFIT projects in the County have run into roadblocks due to a lack of grid capacity within Frontenac County, while surrounding areas such as Lanark, Lennox and Addington, and Leeds and Grenville Counties have seen major projects move forward. The County supports the development of transmission upgrade projects and increased grid capacity as tools to support economic development and increase the share of renewable energy in the province’s supply mix. The County of Frontenac also supports the involvement of the government working with industry to expand natural gas supply to new communities. Frontenac County and many of the surrounding communities in the Frontenac Arch are some of the only large sections of Southern Ontario without access to natural gas. Rising energy costs have had a large impact on County residents due to lower income and employment levels than urban areas. Natural gas would offer significant savings over the electric, oil, and propane heating sources many currently are using in the County. The community has also identified the need for natural gas service as part of the County’s Integrated Community Sustainability Plan, Directions for Our Future, and involvement from the province would offer significant weight to any efforts by the County and townships. Thank you again for the opportunity to comment on the review of the Long-Term Energy Plan.
Administrative Report Sustainability – Review of Ontario’s Long-Term Energy Plan September 13, 2013
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Status, Outlook and Options for Electricity Service In Support of the 2013 LTEP Consultation AgendaItem#10n)
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Ontario’s supply mix has changed over the years System Capacity in Ontario (MW) 2003
2013 (est.) Efficiency/ y DR
Coal Coal
Natural Gas
Nuclear
Nuclear
Natural Gas Solar Wind
Hydro
Installed Capacity
2003
2013 (est (est.))
11,600 MW
37%
12,900 MW
32%
Hydro
7,700 MW
25%
8,400 MW
21%
Wind
–
–
2,500 MW
6%
Bioenergy
70 MW
<1%
300 MW
1%
Solar PV
–
–
1,100 MW
3%
Natural Gas
4,400 MW
14%
10,000 MW
25%
Coal
7,500 MW
24%
2,300 MW
6%
0 MW
0%
2 600 MW 2,600
6%
31,300 MW
100%
40,100 MW
100%
Total
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Nuclear
Efficiency/DR
2
Hydro
Bioenergy
2013-174 Sustainability
As the portfolio evolved, the amount of energy produced from different sources has also changed Electricity Generation and Conservation in Ontario (TWh) 2013 (est.) 2003 Solar PV Bioenergy
Coal
Coal Natural Gas Wind
Efficiency
Nuclear Hydro
Natural Gas
Nuclear
Hydro
Energy
2013 (est.)
Nuclear
63 TWh
43%
89 TWh
54%
Hydro
35 TWh
23%
36 TWh
22%
Wind
–
–
6 TWh
3%
Bioenergy
1 TWh
<1%
2 TWh
1%
Solar PV
–
–
1 TWh
<1%
Natural Gas
12 TWh
8%
20 TWh
12%
Coal
37 TWh
25%
3 TWh
2%
Efficiency
0 TWh
0%
8 TWh
5%
Total
148 TWh
100%
164 TWh
100%
Imports
7 TWh
3 TWh
Exports
4 TWh
16 TWh
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3
2003
2013-174 Sustainability
Carbon emissions from the electricity system have declined in recent years; future level of carbon emissions depends on choices subject of this consultation 35
30
CO2 Emisssions (mega tonnes)
25
20
15
10
5
2012
2011
2010
2009
2008
2007
2006
2005
4
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0
2013-174 Sustainability
Total costs for electricity service in Ontario have increased, but less than projected in 2010; future costs depend on choices subject j of this consultation
5
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*Di t ib ti componentt is *Distribution i an estimate ti t
2013-174 Sustainability
Customer bills for electricity have increased for residential customers but less than projected in LTEP 2010*
Monthly Residential Cu ustomer Bill including taxe es in Nominal $, a assuming 800kW Wh
$240 $220
Ontario Clean Energy Benefit Credit (OCEB)
$200
Residential Bill After OCEB LTEP ‐ Residential Bill Projection
$180 $160 $128
$140 $114 $120
$13
$141 $13
$100 $80 $60
$116
$113
$119
2010
2011
2012
$40 $20 $‐
6
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*LTEP representative bill largely based on Toronto Hydro rates, bills for customers of other utilities will be different. For information pertaining to historical bill impacts for other LDCs refer to the following OEB links: http://www.ontarioenergyboard.ca/OEB/ p gy _Documents/2013EDR/bill_impacts p _2013.pdf p http://www.ontarioenergyboard.ca/OEB/_Documents/2012EDR/bill_impacts_2012.pdf http://www.ontarioenergyboard.ca/OEB/_Documents/2011EDR/bill_impacts_2011.pdf
2013-174 Sustainability
Large industrial electricity rates have declined
7
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Note: Class A consumers are customers with a monthly peak demand over 5 MW.
2013-174 Sustainability
Demand forecasting is all about imagining what Ontario will look like five or ten years out • How many people will be in Ontario, where will they live, and what will they be producing • The nature of industrial output in Ontario (commodities, Canadian dollar, economy, U.S. markets) • Electricity efficiency gains (consumer choices as influenced by technology, prices, market transformation, utility programs, codes and standards) • “New”, yet to be identified, uses of electricity (transportation, home/office, carbon reduction)
8
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• Role of electricity in the carbon strategy: substitution of electricity by other fuels or the other way around
2013-174 Sustainability
Assumptions associated with gross demand forecast (before efficiency)
1 Growth in households and commercial floor space will be slower than in the last decade 2 The economy is forecast to grow about 2% per year 3 Price increases for electricity will put downward pressure on demand 4 Electric vehicles are assumed to gain market share in the next decade 5 Mining developments in the Northwest are taken into consideration
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9
2013-174 Sustainability
Energy demand is expected to grow slower than forecast in 2010, efficiency in end-use will reduce growth even further
Gross Energy Demand (before taking into account energy efficiency) Forecast 2003 – 2031
250
Gross Energyy Demand, TWh
200
150
100
Range of Uncertainty Historical Demand High Growth ScenarioScenario
50
LTEP 2010 Demand Forecast Projected Demand Forecast (est (est.)) Low Scenario Growth Scenario Low
10
2031
2030
2029
2028
2027
2026
2025
2024
2023
2022
2021
2020
2019
2018
2017
2016
2015
2014
2013
2012
2011
2010
2009
2008
2007
2006
2005
2004
2003
Notes: Values are presented in Appendix A.
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0
2013-174 Sustainability
Peak demand is lower than projected in 2010, efficiency and demand reduction measures will reduce it even further
Gross Peak Demand Forecast 2003 – 2031
40,000 35,000
Pea ak Demand, MW
30,000 25,000 20,000 15,000
Range of Uncertainty
10,000
High High Scenario Growth Scenario
5,000
Projected Demand Forecast (est.) Demand Forecast
Historical Demand LTEP 2010 Low LowScenario Growth Scenario
11
2031
2030
2029
2028
2027
2026
2025
2024
2023
2022
2021
2020
2019
2018
2017
2016
2015
2014
2013
2012
2011
2010
2009
2008
2007
2006
2005
2004
2003
Notes: Values are presented in Appendix A.
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0
2013-174 Sustainability
A number of factors could raise or lower the amount of electricity demand
Factors that raise demand: – – – – – –
lower than expected response to prices resulting in less natural efficiency less conservation than anticipated additional mining/smelting and/or chemical growth “new” as yet unidentified uses of electricity commercial data farm/server growth greater than expected adoption of grow lights in agricultural applications
Factors that reduce demand:
12
greater than expected response to higher electricity prices leading to greater efficiency uptake greater than expected response to higher electricity prices leading to manufacturing slowdown impact of continued high Canadian dollar on the manufacturing sector dramatic cost decrease of new efficient technologies increases penetration of these uses more conservation than anticipated less than expected mining/smelting and/or growth in chemical sector
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– – – – – –
2013-174 Sustainability
Efficiency in the use of electricity reduces need for supply • Investments in efficiency are cost effective when they are lower in costs than alternative supply. • Efficiency can reduce supply costs including not just generation, but also emissions, reserves, losses, transmission and distribution. • The value of efficiency is location specific: highest in dense urban areas. • Efficiency Effi i requires i an iinvestment b by participating i i i consumers. Th That investment is the major cost of efficiency measures. The incentives provided are intended to encourage customers to adopt efficiency but do not cover all the costs. • Regulators typically adopt a set of economic assessments, now common in many jurisdictions, to evaluate the cost effectiveness of efficiency programs. • Efficiencyy in end use is best projected p j together g with the load forecast. • These considerations illustrate the value of integrated planning.
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13
2013-174 Sustainability
Households are increasing, energy efficiency is increasing Historical
2011: 10 MWh/household
Projected
2031: 7.5 MWh/household
14
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Energy intensity decrease due to price impacts, momentum from past conservation efforts, codes & standards and new efficiency programs
6000
Historical
Projected
4000 2000
Comme ercial Energy Intensiity (kWh/ft2)
Comme ercial Floorspace (million ft2)
2013-174 Sustainability
Commercial floor spaces are growing, energy efficiency is increasing
0 1990
1995
2000
2005
2010
2015
2020
2025
2030
25 20 15
2011: 18 kWh/ft2
2031: 15 kWh/ft / 2
10 5 0 1990
1995
2000
2005
2010
2015
2020
2025
2030
15
60
Energy intensity decrease due to price impacts, momentum from past conservation efforts, codes & standards t d d and d new efficiency ffi i programs
40 20 0 1990
1995
2000
2005
2010
2015
2020
2025
2030
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Com mmercial Energy Demand (TWh)
80
Goods Producing GDP $2012) (Millions $
2013-174 Sustainability
Industrial energy intensity has improved since 1990 Historical
200,000
Projected
150,000 100,000 50,000 0 1990
1995
2000
2005
2010
2015
2020
2025
2030
1995
2000
2005
2010
2015
2020
2025
2030
1995
2000
2005
2010
2015
2020
2025
2030
Industrrial Energy Inttensity (kWh/ $ $2012 GDP)
0.5 0.4 0.3 02 0.2 0.1 0.0 1990
16
40 20 0 1990
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Industrial Energy De emand (TWh)
60
2013-174 Sustainability
The assumptions about efficiency reduce the expectations for demand of electricity - how best to achieve this efficiency is subject of this consultation
Gross Demand
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17
2013-174 Sustainability
Ontario has surplus generation in the near term, needs begin to emerge in 2018; options are part of this consultation
40,000
40,000
Gross resource requirements Capacity Conttribution at Time of P Peak Demand Compared to o Resource Requirem ments (MW)
Gas
Net resource requirements after conservation
35,000
35,000
Hydro 30,000
Additional future options
25,000 20,000
Pickering continued operations
Potential Bruce refurbishment 25,000 Potential Darlington refurbishment 20,000
15,000 10,000
15,000
Existing and contracted resources
5,000
10,000 5,000
0
0
Notes: Resource requirements is comprised of demand plus planning reserve as required by reliability standards standards. Contracted resources include contracted renewables and contracted natural gas. Values are presented in Appendix B.
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2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032
18
30,000
2013-174 Sustainability
Different scenarios may unfold that result in different electricity demands and consequent infrastructure needs
Capacity Conttribution at Time of Peak Demand Compared to o Resource Requirem ments (MW)
40,000 35,000
High Medium
35,000
Low
30,000
30,000
25,000 20,000
Pickering continued operations
Potential Bruce refurbishment Potential Darlington refurbishment
15,000
Existing and contracted resources
5,000
10,000 5,000
0
0
Notes: Resource requirements under low, low medium and high scenarios are comprised of demand plus planning reserve as required by reliability standards. Contracted resources include contracted renewables and contracted natural gas. Values are presented in Appendix B.
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2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032
19
25,000 20,000
15,000 10,000
40,000
2013-174 Sustainability
Options work together in an integrated fashion to meet customer needs System needs and resource attributes must be taken into account when making supply decisions:
Efficiency
Energy
Capacity
S System Quality Q
Openness
MW
Resources must reliably and efficiently be available to balance supply and demand:
R Ramp
Ramp
20
Hour
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2012 Minimum Demand
2013-174 Sustainability
The extent and pace of further increases to hydroelectric is subject of this consultation • Current hydroelectric y fleet p provides value to the electricity system • Investments by OPG over the last decade increased capability bilit off currentt flfleett – Upgrades to existing facilities are a major contributor to improvements in hydroelectric capability
21
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• Large projects are primarily in northern Ontario are distant, challenging to develop and require transmission upgrades • Small projects are being explored throughout the p province
2013-174 Sustainability
The extent and pace of further increases to wind, solar, and bioenergy resources is subject of this consultation
Existing
22
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Notes: Thi diagram This di illustrates ill t t the th components t off non-hydroelectric h d l t i renewables. bl Th pace off development The d l t depends on how each of these categories evolves. Values are presented in Appendix C.
2013-174 Sustainability
Natural gas-fired generation increased; further role of natural gas is subject of this consultation
Installed Natural Gas/Oil Capacity (MW)
12,000
10,000
8,000
6,000
4 000 4,000
2,000
0
23
2004
2005
2006
2007
2008
2009
2010
2011
2012
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2003
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Nuclear will continue to have a large contribution to the portfolio, the outlook for nuclear depends on extent of refurbishments and new build;; plans for nuclear are subject j of this consultation Illustration of how the supply mix differs with extent of nuclear refurbishments
With all 10 units refurbished*
Efficiency/ DR Nuclear To Be Determined Natural Gas
Nuclear Hydro Other Renewables Natural Gas Coal Efficiency/DR Total
2013 (est.) 12,900 MW 32% 8,400 MW 21% 3,900 MW 10% 10,000 MW 25% 2,300 MW 6% 2 600 MW 2,600 6% 40,100 MW 100%
Hydro
Other Renewables R bl
Efficiency/ DR Coal Nuclear
Oth Other Hydro Renewables
Nuclear Efficiency/ DR To Be Hydro Determined With only half refurbishment
Natural Gas
Other Renewables
Notes: *10 out of 12 nuclear units are available for refurbishments. Bruce A Units 1 and 2 Ill strati e Scenario Illustrative were restarted and are now in commercial operation. ** Variations in MW and percentages may occur due to rounding.
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Nuclear Hydro Other Renewables Natural Gas Coal Efficiency/DR To Be Determined Total **
Illustrative Scenario Half of fleet refurbished 5,000 MW 11% 9,000 MW 19% 10,700 MW 22% 9,800 MW 21% 0 MW 0% 6,400 MW 13% 6,900 MW 14% 47,900 MW 100%
Illustrative Scenario
Natural Gas
2013 (est.)
24
Nuclear Hydro Other Renewables Natural Gas Coal Efficiency/DR To Be Determined Total **
Illustrative Scenario All 10 units refurbished 9,900 MW 21% 9,000 MW 19% 10,700 MW 22% 9,800 MW 21% 0 MW 0% 6,400 MW 13% 2,000 , MW 4% 47,900 MW 100%
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Ontario is part of a larger electricity market that actively trades electricity
Ontario s Points of Ontario’s Interconnection with Neighbouring Areas Note: Interchange capacity shown is representative of capability as of 2012
Source: http://ieso.ca/imoweb/pubs/marketReports/O ntTxSystem_2012nov.pdf
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Integrated solutions offer value to various regions – regional planning has a growing relevance Local Distributors are at different points in the infrastructure renewal cycle
•
Areas requiring investments beyond sustaining assets typically are: Experiencing growth in demand Planning improvements to levels of service Replacing aging infrastructure
•
OPA works with IESO, LDCs, and transmitters to review short, medium, and longterm needs and options Integrated review of conservation, generation and wires opportunities
•
Seven regional plans are underway: Northwest Three in southern Ontario Three around GTA
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•
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Six areas will require focus and integration within the Northwest Area Ring of Fire Supply
5
6
Remote Communities
Red Lake Ear Falls
4
North of Dryden Transmission System City of Thunder Bay Transmission System
3
2 West of Thunder Bay Transmission System S
East-West Tie Transmission System
1
p was identified as a • Need for transmission development priority project in the 2010 LTEP and a report was submitted to the OEB • The OEB is conducting a process to designate a transmitter
East-West Tie
2
Cityy of Thunder Bayy
• A Thunder Bay area regional plan will be initiated later this year ear
3
West of Thunder Bay
• Need is being assessed and options are being developed
4
North of Dryden
• Regional Plan nearing final draft • Generation and transmission options assessed • Stakeholder St k h ld engagementt underway d
Remote Communities
• Draft Remote Community Connection Plan Released August 2012 to the Northwest Ontario First Nations Transmission Planning Committee • Recommends connection of 20-21 communities • Community engagement almost complete • Report expected to be finalized in late 2013
Ring of Fire
• Supply options are detailed in Draft North of Dryden Regional Plan • Generation and transmission options assessed • Stakeholder engagement underway
5
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1
6
27
Status and Outcomes To-Date
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Three Southern Ontario Regions are in Focus Area (From more advanced to less advanced)
1
Kitchener-Waterloo Kitchener Waterloo CambridgeGuelph (“KWCG”)
2
Windsor-Essex
28
• Engineering and approval work is proceeding on two nearterm projects in the KWCG area:
- The Guelph Area Transmission Refurbishment (GATR) Project
- Installation of a second 230/115 kV autotransformer at Preston TS • These facilities will address the near-term needs in the region and provide a substantial improvement to the reliability of supply over the longer term • Three near near-term term projects have been identified:
- Replacement of two 230/115 kV autotransformers at Hawthorne TS (in progress)
- Installation of an in-line breaker at Almonte TS
- Transmission refurbishment to supply downtown Ottawa • Ap plan addressing g regional g supply pp y needs for the area,, as well as capacity and reliability needs for three sub-areas, is nearing completion
• The OPA is updating the 2011 study, incorporating revised load forecast information and updated DG projections
2
1
3
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Ottawa
Status and Outcomes To-Date
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Three others around the Greater Toronto Area
1
2
29
Status and Outcomes To-Date
York Region
• Near-term projects have been identified to address load growth in this area
Central-Downtown Toronto
• Examining service standards for downtown core, • accounting for reinvestments in existing infrastructure, • Highlighting the significant value of efficiency measures • Exploring long long-term term transmission reinforcement options • Assessing potential for in city generation to enhance resiliency
Northwest GTA
• Early stages of initiating a regional planning process for Brampton, p , Halton Hills,, Milton and South Caledon,, involving four LDCs • High growth area with potential bulk system and regional supply capacity needs • Opportunities to coordinate long-term electrical and transportation infrastructure planning with potential for a joint use corridor
1 2 3
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Area
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Reference documents are available for further reading
•OPA’s Supply Mix Advice report, 2005: http://www.powerauthority.on.ca/integrated-powersystem-plan/supply-mix-advice •Canadian Electricity Association’s Electricity 101, 2012: http://www.electricity.ca/media/Electricity101/Electricity101.pdf •National Renewable Energy gy Laboratory’s y Cost and Performance Assumptions p for Modeling Electricity Generation Technologies, 2010: http://www.nrel.gov/docs/fy11osti/48595.pdf •International Energy Agency’s Tackling Investment Challenges in Power Generation, 2007: http://www.iea.org/publications/freepublications/publication/tackling_investment.pdf http://www iea org/publications/freepublications/publication/tackling investment pdf •U.S. Energy Information Administration’s The U.S. Energy Future, 2012: http://www.eia.gov/pressroom/presentations/howard_04262012.pdf
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•U.S. Energy Information Administration’s Annual Energy Outlook 2013: http://www.eia.gov/forecasts/aeo/pdf/0383(2013).pdf
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More information related to reviewing and updating Ontario’s Long-Term Energy Plan is available
To learn more about reviewing Ontario’s Long-Term Energy Plan, refer to the following resources: •Ontario Ministry of Energy’s website: http://www.energy.gov.on.ca/en/ltep/ •Ontario Ministry of Energy’s “Making Choices” document: http://www energy gov on ca/en/ltep/making-choices/ http://www.energy.gov.on.ca/en/ltep/making-choices/ •Ontario Ministry of Energy’s “Conservation First” document: http://www.energy.gov.on.ca/en/conservation-first/
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Appendix A: Energy Demand and Peak Demand Forecasts
Gross Energy Demand Forecast 2011 – 2031 Energy Demand (TWh) High High Growth ScenarioScenario (TWh) (TWh) Low Scenario (TWh) Growth Scenario (TWh) LTEP 2010 (TWh) Energy Demand (TWh) High Hi h Scenario Growth G th Scenario S(TWh)i (TWh) Low Scenario (TWh) (TWh) Low Growth Scenario LTEP 2010 (TWh)
2011 143.6 143.6 143.6 143.3 2022 158.2 170 9 170.9 135.1 168.5
2012 145.0 146.0 142.9 145.0 2023 159.7 173 7 173.7 134.4 171.0
2013 144.1 146.1 140.0 147.0 2024 162.0 177 4 177.4 134.4 173.7
2014 143.9 147.0 137.8 149.4 2025 163.8 180 6 180.6 133.9 176.1
2015 144.6 148.7 136.5 152.6 2026 166.0 184 4 184.4 133.8 178.8
2016 146.9 152.1 136.7 154.4 2027 168.7 188 7 188.7 134.0 181.7
2017 146.9 153.2 134.8 156.5 2028 171.3 192 9 192.9 134.1 184.5
2018 149.1 156.6 134.8 159.4 2029 173.5 196 7 196.7 133.9 187.3
2019 152.4 161.2 135.9 161.5 2030 176.1 201 2 201.2 134.0 190.1
2020 155.0 165.1 136.2 163.6 2031 178.7 205 5 205.5 134.0 193.2
2021 157.1 168.4 136.0 166.0
Peak Demand Forecast 2011 – 2031 2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
LTEP 2010 (MW)
24,028 24,197 23,685 , 24,582
24,042 24,381 23,361 , 24,829
24,097 24,607 23,079 , 25,138
24,275 24,964 22,918 , 25,559
24,579 25,453 22,873 , 25,819
24,665 25,722 22,626 , 26,110
25,024 26,278 22,627 , 26,508
25,511 26,978 22,738 , 26,801
25,805 27,480 22,671 , 27,093
26,174 28,068 22,667 , 27,451
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
Peak Demand (MW) High Growth ScenarioScenario (MW) (MW) Low Scenario (MW) Growth Scenario (MW) LTEP 2010 (MW)
26,368 28,475 22,510 27,830
26,607 28,934 22,389 28,195
26,907 29,466 22,318 28,586
27,259 30,061 22,287 28,939
27,596 30,646 22,240 29,330
28,041 31,358 22,276 29,729
28,367 31,946 22,214 30,124
28,766 32,621 22,204 30,509
29,167 33,309 22,192 30,893
29,539 33,970 22,155 31,312
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2011
23,837 23,837 23,837 , 24,351
Peak Demand (MW) High Growth ScenarioScenario (MW) (MW) High Low Scenario ((MW)) ((MW)) Growth Scenario
2013-174 Sustainability
Appendix B: Capacity Contributions at Peak Demand
Capacity Contributions at Time of Peak Demand and Resource Requirements (MW) 2013-2032
Existingg and contracted resources Pickering continued operations Potential Darlington refurbishment Potential Bruce refurbishment Additional future options Gross resource requirements Net resource requirements after conservation / Median Low resource requirements High resource requirements
2014 28,742 516 ‐ ‐ 5 28,507 27,993 26,811 28,586 2024 20,262 ‐ 3,512 1,500 4,824 32,289 30 098 30,098 24,965 32,960
2015 27,780 1,032 ‐ ‐ 327 28,645 27,994 26,428 28,787 2025 20,389 ‐ 3,512 1,500 5,098 32,711 30 499 30,499 24,936 33,633
2016 25,806 3,094 ‐ ‐ 396 29,151 28,074 26,126 29,072 2026 19,563 ‐ 3,512 2,322 5,431 33,115 30 828 30,828 24,845 34,235
2017 24,815 3,094 ‐ ‐ 459 29,599 28,179 25,849 29,386 2027 19,563 ‐ 3,512 2,322 5,834 33,649 31 231 31,231 24,811 34,926
2018 24,093 3,094 ‐ ‐ 1,493 30,029 28,680 25,933 30,118 2028 18,741 ‐ 3,512 3,144 6,109 34,041 31 506 31,506 24,671 35,480
2019 23,900 2,578 ‐ ‐ 2,581 30,613 29,059 25,900 30,730 2029 18,741 ‐ 3,512 3,144 6,516 34,519 31 913 31,913 24,634 36,191
2020 22,151 2,062 878 ‐ 4,144 30,966 29,235 25,685 31,133 2030 18,729 ‐ 3,512 3,966 6,083 35,001 32 290 32,290 24,569 36,875
2021 22,190 ‐ 1,756 750 4,820 31,409 29,516 25,561 31,652 2031 18,726 ‐ 3,512 3,966 6,455 35,447 32 659 32,659 24,494 37,558
- The Bruce and Darlington nuclear refurbishment schedule assumed is illustrative and is used for modeling purposes only.
33
2022 21,250 ‐ 1,756 750 5,869 31,642 29,625 25,290 31,992 2032 18,685 ‐ 3,512 4,788 6,112 35,933 33 097 33,097 24,425 38,260
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Existing and contracted resources Pickering continued operations Potential Darlington refurbishment Potential Bruce refurbishment Additional future options Gross resource requirements N resource requirements Net i after f conservation i / Median M di Low resource requirements High resource requirements
2013 32,075 ‐ ‐ ‐ ‐ 28,418 28,679 27,866 29,083 2023 21,213 ‐ 2,634 1,500 4,459 31,928 29 806 29,806 25,081 32,413
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Appendix C: Non-Hydroelectric Renewables Capacity Forecast
Wind, Solar, and Bioenergy Forecast (MW) 2013 – 2018 Existing Online Green Energy Investment Agreement Contracted and under development Future small FIT & microFIT procurements Additional future options Total
2013 2 854 2,854 ‐ 1,084 13 ‐ , 3,951
2014 2 854 2,854 1,069 2,351 268 50 6,591 ,
2015 2 810 2,810 1,069 3,247 478 500 8,103 ,
2016 2 810 2,810 1,369 3,477 678 1,000 9,333 ,
2017 2 805 2,805 1,369 3,477 878 1,500 10,028 ,
2018 2 805 2,805 1,369 3,477 1,053 1,997 10,700 ,
Notes: Additional future options presents a scenario with additional future renewable options to achieve the target of 10,700 MW by 2018.
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REPORT 2013-152 ADMINISTRATIVE REPORT To:
WARDEN AND COUNCIL OF THE COUNTY OF FRONTENAC
From:
Elizabeth Savill CAO
Prepared by:
Julie Shillington Administrator of Fairmount
Date prepared:
August 30, 2013
Date of meeting:
September 18, 2013
Re:
Fairmount Home – Quality Improvement Activities Update
Recommendation That Council of the County of Frontenac receive the Fairmount Home – Quality Improvement Activities Update report for information only.
Background As set out in the Long-Term Care Homes Act, every long-term care home must have a comprehensive quality improvement program that includes mechanisms for evaluation and reporting.
Comment Part of the home’s quality improvement program involves the documentation of quality improvement activities through project charters. This allows the team responsible for the activity to measure its progress. The following are the formal quality improvement activities that we are documenting to date in 2013 through project charters. Name of Project Performance Appraisals Ethics Policy
Description We are trialling a new performance appraisal document at Fairmount before implementing it across the other departments in the County. Through Accreditation, it was identified that our ethics policy
Administrative Report Fairmount Home – 2013 Quality Improvement Activities Update September 18, 2013
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Tai Chi Ante UP Program
Dietary Workflow
was not user-friendly. We have revised the policy and are tracking its use. Tai Chi was being offered for 15 minutes once per week. It was successful and the program continues. The original program was a 16-week Restorative Nursing program to increase resident exercise with the hopes of increasing the residents’ ROM and strength, maintain their current level of activities of daily living and decrease their pain. Outcome was positive. This program was a 12-week program with more sessions each week and the introduction of weights at 8 weeks. There are a variety of initiatives that are underway as a result of the workflow. We are measuring dietary staff satisfaction with an aim of reaching 75% of shifts being graded as good or great. We have implemented the use of different garbage bags in the serveries to reduce breakage. We trialled making toast on demand at breakfast instead of in advance which is proving successful. Staff has used 5S methodology to reorganize the serveries on both floors. We are now using process mapping to identify all the tasks assigned to each work routine.
Financial Implications There are no financial implications.
Sustainability Implications The Health and Social Services Vision Statement from Directions for Our Future reads: Residents (both permanent and seasonal) are able to access high quality health care and professional social services through a network of care facilities and programs in the Frontenacs. The County fosters the network of health care and social service providers through development, maintenance, attraction and retention programs. It also advocates for a strong health and social services system, supported through effective service delivery agreements. Our quality improvement program will help us to ensure high quality services are provided to our residents.
Organizations, Departments and Individuals Consulted and/or Affected Fairmount Management Team Staff Residents Volunteers Administrative Report Fairmount Home – 2013 Quality Improvement Activities Update September 18, 2013
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AgendaItem#11b)
Report 2013-162 ADMINISTRATIVE REPORT To:
Warden and Council of the County of Frontenac
From:
Elizabeth Savill CAO/Clerk
Prepared By:
Paul J. Charbonneau Director of Emergency & Transportation Services/Chief of Paramedic Services
Date Prepared:
August 28, 2013
Date of Meeting:
September 18, 2013
Re:
Emergency and Transportation Services – 2013 Legislated Response Time Standard Update
Recommendation RESOLVED THAT the Council of the County of Frontenac receive this Emergency and Transportation Services – Legislated Response Time Standard Update for information only. Background At its meeting on September 12th, 2012, County Council passed the following resolution: Motion #: 256-12
Moved By: Seconded By:
Councillor McDougall Councillor Davison
RESOLVED THAT the Council of the County of Frontenac accept the Emergency and Transportation Services – Legislated Response Time Performance Plan report; AND FURTHER THAT Council direct the Clerk to introduce a by-law later in the meeting adopting the response time standards as outlined in the report. CARRIED Administrative Report Emergency and Transportation Services – 2013 Legislated Response Time Standard Update September 18, 2013
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The County of Frontenac set the following criteria under Regulation 257/00, as amended, for its response time targets for 2013: For the calendar year of 2013, from January 1 to December 31, i. Designated Delivery Agent (DDA) - SUDDEN CARDIAC ARREST 48% percent of the time, within 6 minutes from the time ambulance dispatch conveys the call information to the paramedic, the County of Frontenac will endeavour to have a responder equipped and ready to use an AED at the location of a patient determined to be in sudden cardiac arrest. ii. EMS Designated Delivery Agent - CTAS 1 68% percent of the time, within 8 minutes from the time ambulance dispatch conveys the call information to the paramedic, the County of Frontenac will endeavour to have a PARAMEDIC as defined by the Ambulance Act and duly equipped at the location of a patient determined to be CTAS 1. iii. EMS Designated Delivery Agent - CTAS 2, 3, 4, 5 The County of Frontenac will endeavour to have a PARAMEDIC as defined by the Ambulance Act and duly equipped at the location of a patient determined to be CTAS 2, 3, 4, 5 within a period of time determined appropriate by the DDA and noted below in Table 1, or as resources permit (level of effort): Table 1, CTAS 2, 3, 4, 5 EMS Delivery Agent Commitment CTAS 2 3 4 5
Target time from paramedic received until on scene 10 minutes 10 minutes 10 minutes 10 minutes
% Target 65% 65% 65% 65%
All fifty-two (52) land ambulance service operators were required to set a Response Time Standard. As illustrated in the chart below, the County of Frontenac is grouped together with the 5th highest declared RTS for the most critical standard being Sudden Cardiac Arrest (SCA) and CTAS 1 in less than eight (8) minutes for paramedic arrival. New Performance Measures Targets ‐ Sudden Cardiac Arrests or CTAS 1 Within 8 Minutes 90% 80% 70% 60% 50% 40% 30% 20% 10%
Manitoulin Sudbury Huron County EMS Haliburton Parry Sound Muskoka Prescott Russell Algoma EMS Bruce County EMS Grey Haldimand Lennox Addington Middlesex London Norfolk Rainy River Simcoe County Leeds Grenville EMS Hastings Kawartha Lanark Northumberland Prince Edward Renfrew Chatham Cochrane District EMS Dufferin County Elgin Kenora Lambton Rural Thunder Bay DSSAB Timiskaming Brant County Guelph Wellington Peterborough Cornwall Stormont Frontenac Paramedic Services Nipissing Oxford Perth Sault Ste Marie Thunder Bay City Waterloo Durham Region EMS Essex Windsor Halton Region Hamilton EMS Ottawa Paramedic Service Peel Toronto York Region EMS Niagara Sudbury Lambton Urban
0%
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Comment The County of Frontenac is meeting and in fact exceeding all of its paramedic response time standards for CTAS 1, 2, 3, 4, and 5 calls. We are not meeting the stated response time standard for CTAS SCA (Sudden Cardiac Arrest. This standard is not a paramedic driven standard but a standard reflecting when any “person” with an Automatic External Defibrillator (AED) is at the patient’s side in less than six (6) minutes.
Several factors influence this standard’s performance; it may well be that we are meeting or surpassing the set standard, however, we do not have all the data. We do not have access to allied agency data, such as when fire or police respond and place an AED on a patient. It is forecasted that this information will be obtainable when future technological updates become available in the Computer Aided Dispatch (CAD) between Ambulance/Fire/Police dispatch centres. As well, this standard is influenced by the presence of a robust Public Access Defibrillator (PAD) program in the municipality. The County of Frontenac has had a PAD program through its member townships for several years and has participated in each funding “round” available through the Ontario Heart and Stroke Foundation. The City of Kingston does not participate in a PAD program outside of its owned or leased facilities. We are aware of numerous AED locations within the City of Kingston boundaries (see Appendix A). In the first round of the Ontario Defibrillator Access Administrative Report Emergency and Transportation Services – 2013 Legislated Response Time Standard Update September 18, 2013
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Initiative in late 2012/early 2013, the County did agree to oversee AED distribution within the City of Kingston for specific school locations with the Limestone District School Board and the Algonquin and Lakeshore Catholic District School Board to ensure these sites received these important tools. Sustainability Implications Good stewardship of the County’s financial resources allows for the most appropriate care of our residents and visitors when in need of paramedic services. Financial Implications None at this time. Organizations, Departments and Individuals Consulted and/or Affected
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Appendix A AED Location Ambassador Hotel Archbishop O’Sullivan Catholic School Arden Legion Hall Artillery Park Aquatic & Fitness Centre Assurant Solutions Barrie Community Centre Barrie Community Hall Bayridge Public School Bayridge Secondary School Cataraqui Community Center & Kinsman Cataraqui Town Centre Cataraqui Woods Elementary School Centennial Public School Center 70 Arena City of Kingston (Emergency Mgmt) Clarendon Central Public School Clar-Mill Community Hall (not confirmed) Cloyne Fire Hall Response Truck Collins Bay Public School Communications & Electronics Museum Confederation Basin Marina DND 1 Wing HQ Ecole e.s. Publique Madelene-deRoybon/Mille-Iles Four Points Sheraton Frontenac Secondary School Grand Theatre Green Acres Inn Harlowe Community Hall Holy Cross Catholic Secondary School Homestead Land Holdings Ltd. Howe Island Municipal Office Invista Centre Invista Centre Invista Centre JE Horton Public School/Sir John A MacDonald JR Henderson Public School KCVI Community Education Centre Kennebeck Community Hall - CF Kincor Holdings (Investors Group Kingston Collegiate Vocational Institute
Address 1550 Princess Street, Kingston, ON 974 Pembridge Cres., Kingston, Ontario, K7P 1A3 5967 Arden Road, Arden, ON K0H 2P0 76 Ordinance St, Kingston, ON 1287 Gardiners Road, Kingston, ON 14225 41 Hwy, Cloyne, ON K0H 1K0 14225 Hwy 41, Cloyne, ON K0H 1B0 1066 Hudson Drive, Kingston Ontario, K7M 5K8 1059 Taylor-Kidd Blvd., Kingston, Ontario, K7M 6J9 1030 Sunnyside Rd., Kingston, ON 945 Gardiners Road, Kingston, ON 1255 Birchwood Drive, Kingston, Ontario, K7P 2G6 120 Norman Rogers Drive, Kingston, Ontario, K7M 2R2 100 Days Road, Kingston, ON 500 O’Connor Drive, Kingston, ON 7356 Highway 506, Plevna, Ontario, K0H 2M0 6598 Buckshot Lake Road, Plevna, ON K0H 2M0 14833 Highway 41 , Cloyne, ON K0H 1B0 4075 Bath Road, Kingston, Ontario, K7M 4Y6 95 Craftsman’s Blvd (CFB), Kingston, ON 53 Yonge Street, Kingston, ON 65 Craftsman Blvd (CFB), Kingston, ON 72 Gilmour Ave., Kingston, Ontario, K7M 9G6 285 King Street East, Kingston, ON 1789 Bath Road, Kingston, Ontario, K7M 4Y3 218 Princess Street, Kingston, ON 2480 Princess Street, Kingston, ON 1047 Gull Lake Road, Harlow, ON K0H 1K0 1085 Woodbine Rd, Kingston, Ontario, K7P 2S4 80 Johnson Street, Kingston, ON Baseline Road- RR#4, Gananoque, ON K7G 2V6 1350 Gardiners Rd. & Fortune Cresc., Kingston, ON 1350 Gardiners Rd. & Fortune Cresc., Kingston, ON 1350 Gardiners Rd. & Fortune Cresc., Kingston, ON 529 Saint Martha Street, Kingston, Ontario, K7K 7C2 361 Roosevelt Drive, Kingston, Ontario, K7M 4A8 130 Queen Street, Kingston, Ontario K7K 1A7 5998 Arden Rd., Arden, Ontario, K0H 1B0 1000 Gardiners Rd., Kingston, ON 235 Frontenac St Kingston, Ontario, K7L 3S7
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AED Location Kingston Community Credit Union Kingston Community Credit Union Kingston District Shrine Club Kingston Masonic Centre Kingston Memorial Arena Kingston Tennis Club Knights of Columbus Basketball League Knights of Columbus Basketball League KROCK Centre KROCK Centre Lancaster Drive Public School Land o’ Lakes Public School LaSalle Secondary School Leo Lafleur Memorial Outdoor Pool Limestone Education Centre Limestone Health Physiotherapy Loughborough Public School Loyalist Collegiate Vocational Institute Martha’s Table Community Program Marysville Public School Marysville School Ministry of Natural Resources Mother Teresa Catholic School North Frontenac Telephone Co. North Kingston Community Health Centre North of 7 Restaurant/Plevna Market Olden Community Centre _ CF Ompah Community Hall Ongwanada Our Lady of Lourdes Catholic School Picadilli Hall - CF Pine Grove Community Church Polson Park Public School Prescribed Exercise Clinic Prince Charles Public School Public Works Office - Keeley Road QECVI Community Education Centre Queen Elizabeth Collegiate and Vocational Institute Queen’s University Regiopolis Notre Dame Catholic High School Rideau Heights Public School Rideau Public School
Address 795 Gardiners Rd, Kingston, ON 18 Market St, Kingston, ON 3260 Princess Street, Kingston, ON 954 Hudson Drive, Kingston, ON 303 York St., Kingston, ON 45 Napier Street , Kingston, ON ST. Patrick School - 158 Patrick St. N, Kingston, ON Ecole Catholique Cathedrale - 301 Johnson St., Kingston, ON 1 Barrack Street, Suite 300, Kingston, ON 1 Barrack Street, Suite 300, Kingston, ON 1020 Lancaster Drive, Kingston, Ontario, K7P 2R7 1447 Mountain Grove Road, Mountain Grove, Ontario, K0H 2E0 773 Highway 15, Kingston, Ontario, K7L 5H6 303 York St., Kingston, ON 164 Van Order Drive, Kingston, Ontario, K7M 1C1 541 Days Road 2nd floor, Kingston, ON 4330 Wheatley Street, Sydenham, Ontario, K0H 2T0 153 Van Order Drive, Kingston, ON Canada K7M 1B9 623 Princess Street, Kingston, ON 53 Victoria Street, Wolfe Island, Ontario, K0H 2Y0 53 Victoria Street, Wolfe Island, ON K0H 2Y0 51 Heakes Lane, Kingston, ON 1044 Lancaster Dr. Kingston, Ontario K7P 2L6 1019 Winwood Dr, Sharbot Lake, ON K0H 2P0 400 Elliot Ave, Kingston, ON 7325 Hwy. 506, Plevna, ON K0H 2M0 1495 Mtn Grove Rd., Olden, Ontario K0H 1B0 10200 Road 509, Ompah, ON K0H 2J0 191 Portsmouth Ave, Kingston, ON 20 Cranbrook St., Kinston, Ontario L7M 4M9 1025 Oakflats Rd., Godfrey, Ontario K0H 1K0 3592 Pine Grove Road, Kingston, ON 165 Robert Wallace Drive, Kingston, Ontario, K7M 1Y3 702 Arlington Park Place, Kingston, ON 6875 Hwy. 38, Verona, Ontario, K0H 2W0 2490 Keeley Road, Sydenham, ON K0H 2T0 66 Harvey St., Kingston, Ontario K7K 1A7 145 Kirkpatrick St. Kingston, Ontario, K7K 2P4 99 University Ave, Kingston, ON 130 Russell St. Kingston, Ontario, K7K 2E9 77 MacCauley Street, Kingston, Ontario, K7K 2V8 9 Dundas Street, Kingston, Ontario, K7L 1N2
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AED Location Royal Kingston Curling Club Sacred Heart School Sharbot Lake High School Sharbot Lake Legion Hall Sharbot Lake Medical Centre Sharbot Lake Public School Snow Road Community Centre Soldiers Memorial Hall - CF South Frontenac Municipal office St. Lawrence College St. Lawrence College St. Lawrence College St. Marguerite Catholic School St. Martha Catholic School St. Philomena’s Hall StarTek Kingston 1 Location Storrington Public School Sydenham High School Sydenham Legion Hall Sydenham Rural Vision Centre Truedell Public School Verona Lions Club Welborne Ave Public School Winston Churchill Public School Wolfe Island Municipal Office YMCA St. Lawrence YMCA Wright Crescent
Address 130 Days Road, Kingston, ON #57, Road 95, Wolfe Island, ON K0H 2Y0 14432 Road 38, Sharbot Lake, Ontario, K0H 2P0 Box 8, Sharbot Lake, ON K0H 2P0 1005 Medical Centre Road, Sharbot Lake, ON K0H 2P0 1083 Garrett Street, Sharbot Lake, Ontario, K0H 2P0 14073 Road 509. Snow Road, Ontario K0H 2R0 1107 Garrett St., Sharbot Lake, Ontario, K0H 2P0 4432 George Street, Sydenham, ON K0H 2T0 100 Portsmouth Ave, Kingston, ON 100 Portsmouth Ave, Kingston, ON 100 Portsmouth Ave, Kingston, ON 355 Waterloo Dr. Kingston, Ontario, K7M 8P5 455 St. Martha Street, Kingston, Ontario K7K 7C2 1739 Howe Island Drive, Howe Island, ON K0G 2V6 100 Innovation Drive, Kingston, ON 4576 Battersea Road, Battersea, Ontario, K0H 1H0 2860 Rutledge Road, Sydenham, Ontario, K0H 2T0 4362 Amelia Street, Sydenham, ON K0H 2T0 4419 George Street, Sydenham, ON K0H 2T0 641 Truedell Road, Kingston, Ontario, K7M 6W6 4504 Verona Sands Road, Verona, ON 190 Welborne Avenue, Kingston, Ontario, K7M 4G3 530 Earl Street, Kingston, Ontario, K7L 2K3 Box 130, Wolfe Island, ON K0H 2Y0 100 Portsmouth Ave, Kingston, ON 100 Wright Crescent, Kingston, ON
Administrative Report Emergency and Transportation Services – 2013 Legislated Response Time Standard Update September 18, 2013
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REPORT 2013-167 ADMINISTRATIVE REPORT To:
Warden and Council Members of the County of Frontenac
From:
Elizabeth Savill CAO
Prepared by:
Anne Marie Young Manager of Economic Sustainability
Date prepared:
September 10, 2013
Date of meeting:
September 18, 2013
Re:
Sustainability – Frontenac K&P Trail Update
Recommendation RESOLVED THAT the Council of the County of Frontenac receive this Sustainability – Frontenac K&P Trail Update report for information.
Background The unopened portion of the K&P rail bed, acquired by the County of Frontenac in 2008, runs through the Township of South Frontenac and part of the Township of Central Frontenac. The County’s acquisition of the land was undertaken as part of its economic stimulation efforts. The development of this multi-use trail offers an alternative transportation network for our residents and visitors, links us into the Trans Canada Trail system, connects our communities, and provides healthy lifestyle and recreational opportunities. County Council adopted the implementation of the Frontenac K&P Trail at its October 2009 regular meeting.
Comment Trans Canada Trail approved the County of Frontenac for funding up to the amount of $228,000, which is $157,000 more than first anticipated for the 2013 budget. A breakdown explaining the use of these funds can be found in the Trail Advisory Committee Workplan Update of August 1, 2013, Report 2013-146 (Appendix A). The report can be viewed at https://frontenac.civicweb.net/Documents/DocumentList.aspx?ID=39349 Administrative Report Sustainability – Frontenac K&P Trail Update September 18, 2013
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Work continues on the Harwood Creek Bridge located south of Bellrock Road. The abutments have been re-mortared in preparation for the superstructure. The engineering company of Greer Galloway Group Inc. is overseeing the construction work. The bridge is to be completed by October 31, 2013. A Request for Quotations was advertised for the development of Phase 2 of the trail. The development will be accomplished in two stages: Stage 1 is from Boyce Road to the south end of Verona Street and Stage 2 is from the north end of Verona Street to where it intersects the South Frontenac Township Road 38 north of Verona across from Craig Road. The stages are to be completed by November 15th and November 30th respectively. In addition there will be a refresh of the Frontenac K&P Trail from the Cataraqui/K&P split to Boyce Road. This section was completed in 2008 as a test strip and needs to be brought up to the standards that were approved in the 2009 implementation plan. South Frontenac Public Works is overseeing the construction work. The total development length will be approximately 9.2 km. Staff has met with interested parties to investigate the possibility of re-opening the old Wolfe Island Canal. The canal has a historic connection to the Frontenac K&P Trail which is documented in the implementation plan.
Sustainability Implications This project supports a number of focus areas adopted in Directions for Our Future and is directly identified in Sustainable Actions 2012 under the economic pillar of sustainability as Trail Network Development. The project supports the development of a network of trails in the County facilitating recreation and transportation networks and promoting active lifestyles.
Financial Implications Provision for this phase of the Frontenac K&P Trail Implementation Plan is included in the 2013 budget.
Organizations, Departments and Individuals Consulted and/or Affected Township of South Frontenac Trans Canada Trail Quinte Region Conservation Authority Township of South Frontenac Greer Galloway Group Inc. Doornekamp Construction Residents of County of Frontenac
Administrative Report Sustainability – Frontenac K&P Trail Update September 18, 2013
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REPORT 2013-168 ADMINISTRATIVE REPORT To:
Warden and Council Members of the County of Frontenac
From:
Elizabeth Savill CAO
Prepared by:
Marian VanBruinessen Treasurer
Date Prepared:
September 11, 2013
Date of Meeting:
September 18, 2013
Re:
Financial Services – 2013 Eastern Ontario Wardens’ Caucus Financial Sustainability White Papers on Municipal Affordability and Municipal Infrastructure
Recommendation RESOLVED THAT Council of the County of Frontenac accept the Financial Services – 2013 Eastern Ontario Wardens’ Caucus Financial Sustainability White Papers on Municipal Affordability and Municipal Infrastructure report for information.
Background The Eastern Ontario Warden’s Caucus (EOWC) released its report Facing our Fiscal Challenges, an analysis of the overall financial sustainability of local governments in Eastern Ontario in February 2012. From that work the EOWC identified five priority areas for further review: Municipal Affordability, Municipal Infrastructure, Ratepayer Affordability, Social Housing and Environmental Services.
Comment The first two white papers, Municipal Affordability, attached as Appendix A, and Municipal Infrastructure, attached as Appendix B, were drafted for the EOWC under the direction of its Financial Sustainability Steering Committee of which the County CAO and Treasurer are active members. Administrative Report Financial Services – 2013 Eastern Ontario Wardens’ Caucus Financial Sustainability White Papers on Municipal Affordability and Municipal Infrastructure September 18, 2013 Page 1 of 3
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The Municipal Affordability and the Municipal Infrastructure White Papers have been presented to the Premier and Ministers of the provincial government and other elected and appointed provincial representatives during the Association of Municipalities of Ontario Annual Conference in Ottawa earlier in August. Municipal Affordability White Paper The Municipal Affordability paper outlines that operating expenditures have grown faster than the region’s household or population growth and, in four major areas, Transportation services, Protection Services, Environmental Services and Health and Emergency Services have all risen by more than 80% since 2000. This paper speaks to the region’s limited ability to stimulate development and tax revenues due to the vast amount of Crown land and lands protected under the farm land tax program and forest tax program. Key recommendations are provided for the EOWC and constituent municipalities, as well as the Province to attempt to change the direction of both service delivery costs and revenues to support those costs. The recommendations can be fully reviewed in the attached report, but the EOWC is encouraged to consider additional collaboration to make best use of regional resources and shared information is highlighted. The Province is requested to review assessment constraints in Eastern Ontario amongst other proposals. Municipal Infrastructure White Paper The Municipal Infrastructure White Paper addresses the challenge of meeting the requirements of upfront investments and ongoing maintenance of infrastructure, noting the variable nature of the capital investment across rural Eastern Ontario. The Capital Infrastructure deficit for the region is estimated at $3.74 billion. This paper reviews the various funding options, from taxation, from reserves and from debt financing, with the conclusion that “Rural municipalities have an ongoing revenue challenge, which is particularly acute for capital infrastructure investment”. Again the paper provides recommendations to the EOWC and constituent municipalities as well as the Province to start to address the infrastructure challenge. Appendix B provides the full report. The EOWC is encouraged to continue to pursue its regional economic development strategy and further to investigate a regional infrastructure task force to investigate possible costs savings through best practices and collaboration. The Province is asked to consider an infrastructure fund for small, rural and remote areas that is predictable and permanent. The final three papers will be complete in the fall as census data becomes available and information gathering is completed.
Administrative Report Financial Services – 2013 Eastern Ontario Wardens’ Caucus Financial Sustainability White Papers on Municipal Affordability and Municipal Infrastructure September 18, 2013 Page 2 of 3
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Financial Implications The County makes an annual financial contribution of $5,000 to support the work and activities of the EOWC.
Sustainability Implications Working collaboratively with the EOWC will assist the County to achieve the vision from Directions for our Future that “Services and economic activity in the County of Frontenac are supported by good quality, well maintained and well managed public, commercial, industrial and residential infrastructure, with life-cycle cost and environmental considerations”.
Organizations, Departments and Individuals Consulted and/or Affected EOWC Financial Sustainability Steering Committee
Administrative Report Financial Services – 2013 Eastern Ontario Wardens’ Caucus Financial Sustainability White Papers on Municipal Affordability and Municipal Infrastructure September 18, 2013 Page 3 of 3
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Municipal Affordability One of a Series of White Papers on the
Financial Sustainability of Local Governments in Eastern Ontario
Produced by
The Eastern Ontario Wardens’ Caucus August 2013 Prepared by Kathryn Wood Natural Capital Resources Inc.
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Table of Contents
Executive Summary……………………………………………………………………….
2
Introduction………………………………………………………………………………….
8
Rural Municipal Operating Expenditures Approach $2 Billion A Year….. 9 3.1 Dramatic Increases in Operating Expenditures in Past Decade……… 9 3.2 Operating Expenditures Have Grown Faster than Households……… 9 3.3 Multiple Non‐Demand Factors Likely Contribute to Increases……….. 9 3.4 Rural Municipal Operating Expenditures Could Grow By $440M/Year 11
Four Types of Operating Expenditures Grew by at Least 80% Since 2000 12 4.1 Transportation Services and Protection Services Costs Grew by 70%+ 12 4.2 Social Services Upload Provides $100 Million in Annual Budget Room 12 4.3 Overall Per Household Expenditures Expected to Rise by Nearly 15% 14 4.4 Actual and Projected Expenditures on Transportation Services……… 15 4.5 Actual and Projected Expenditures on Social and Family Services….. 16 4.6 Actual and Projected Expenditures on Protection Services……………. 17 4.7 Actual and Projected Expenditures on Environmental Services……… 18 4.8 Actual and Projected Expenditures on Health & Emergency Services 19 4.9 Reporting Requirements Divert Time from Service Delivery………….. 20
Locally‐Generated Revenues Rising Faster than Consumer Price Index… 22 5.1 Property Tax Revenues Up by 92% in 2000‐2001 Period……………….. 22 5.2 User Fees and Charges Account for 25% of Own Purpose Revenues 23 5.3 Own Purpose Revenues Projected to Reach $1.57 Billion by 2020….. 24 5.4 Property Tax Revenues Projected to Reach $1.18 Billion by 2020…… 25
Real Growth in Local Assessment Extremely Limited Over Past Decade 6.1 Profile of Assessment Base across Rural Eastern Ontario…………………. 6.2 Real Assessment Growth Averages 2% a Year…………….……………………. 6.3 Growth Potential Constrained by Crown Land and Other Lands………. 6.4 Nearly 90% of the Region’s Tax Base is Residential…………………………. 6.5 Regional Reliance on Residential Assessment to Increase to 2020……
Taking Action on Municipal Affordability…………………………………………. 33
26 26 27 29 30 30
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- Executive Summary Total operating expenditures for local governments in Rural Eastern Ontario (including upper, single and lower tier municipal governments) rose dramatically in the 2000‐2011 period, increasing by 65% and reaching $1.84 billion a year. At this rate, total operating expenditures will reach $2.8 billion by 2020. The rate of increase slowed somewhat in the 2007‐2011 period compared to earlier in the decade. However, even at the slower rates of growth, total annual operating expenditures are projected to reach $2.24 billion by 2020, up by $440 million from
- This means that each and every year through to the end of the decade, operating budgets for local governments in the region’s rural areas will rise by roughly $50 million. Expenditures for four major services (Transportation Services, Protection Services, Environmental Services, and Health and Emergency Services) all rose by more than 80% since 2000 – several more than doubled in that timeframe. The uploading of a larger share of costs for Social Services has flattened the growth curve for expenditures related to Social and Family Services and is providing roughly $100 million in annual budget flexibility for municipalities – about 5% of total expenditures. Given that continued increases in other areas of services totalling at least $690 million a year are expected by 2020, the much‐appreciated upload may assist with 15‐20% of the anticipated increases. Operating expenditures have grown faster than the region’s household or population growth (11.3% and 13.5% respectively since 2000). Roughly 15‐20% of expenditure growth (roughly a quarter of the total growth) could have been driven by population/household growth: at least 80% of expenditure growth is from other sources. Comparing increased expenditures to the Consumer Price Index, it appears that either the cost of goods and services required to deliver municipal services has increased by more than the CPI or there are other factors driving costs. These could be changing service levels or eligibility conditions, changes in the costs of materials, supplies and wages (above the CPI), or regulatory, reporting or other administrative changes.
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On a per‐household basis, combined single/upper and lower tier expenditures average $4,848; this number is expected to rise to at least $5,478 by 2020 (based on the 2007‐2011 growth pattern). If the 2000‐2011 pattern prevails, expenditures will be $6,879 per household. This measure is not the same as property taxes per household but is considered an indicator of the major role that local governments have in direct delivery of mandated public services. Five services (Transportation Services, Protection Services, Environmental Services, Health and Emergency Services, and Social and Family Services) account for expected to account for 88% of all municipal expenditures by 2020. Two of those services – Transportation Services and Protection Services – are likely to account for more than half (53%) of municipal expenditures by the end of the decade. Locally‐generated “Own Purpose Revenues” (property taxes and user fees/charges) have been rising faster than the Consumer Price Index since 2000, with property tax revenues up by 92% – well above the 22% rise in the CPI in a similar timeframe. Own Purpose Revenues come primarily from local property taxes (75%) with user fees and charges accounting for the remaining 25%. Own Purpose Revenues are expected to reach at least $1.57 billion by 2020 with property tax revenues increasing to $1.18 billion.
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Rural Eastern Ontario had 37% of the region’s taxable assessment within its boundaries in 2011 (according to municipal Financial Information Returns filed in that year), with a 79% increase projected through to 2020. It appears that real growth in the assessment base of Rural Ontario averages 2% – or less – each year, and accounts for at most 20% of the total growth in assessment value over the past decade. The majority of the increase in the tax base (80‐85%) comes from rising property values, reflected in regular reassessments by the Municipal Property Assessment Corporation (MPAC). It is not clear if either property values will continue to rise or if real growth will continue at 2% a year.
?
One reason for the modest gains in real assessment growth is the limited ability of municipalities in Rural Eastern Ontario to stimulate development and generate tax revenues from most of the land area in the region. The presence of large tracts of Crown land, lands that are part of the farm land tax program or the forest tax program, or that are protected because they are waterways, provincially‐significant wetlands, or areas designated for species at risk, means that local governments are only able to obtain full assessment value from less than 25% of the rural region’s 45,000 square kilometres. Crown lands alone are estimated to represent foregone income of $145 million a year in local property tax income. The tax base available to local governments is heavily reliant on residential assessment; nearly 90% of the region’s assessment is residential and this is projected to increase to nearly 92% by 2020. Since residential property taxes are paid out of personal incomes – and if incomes do not rise at the same rate as property taxes – the cost of municipal services will be an increasingly heavy burden for residential ratepayers. Keeping municipal government services affordable will therefore be a continuing and increasingly acute challenge in Rural Eastern Ontario.
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Recommendations Affordable municipal government will require local governments to change the trajectory of both service delivery costs and the revenues available to pay for these services. The following recommendations cover some actions that local governments might take on their own or through the EOWC, as well as those which might be undertaken in partnership with upper levels of government. Recommendations for EOWC and Constituent Municipalities: E‐1: It is proposed that the EOWC explore mechanism(s) for additional shared procurement of bulk products or materials. E‐2: It is proposed that the EOWC continue to encourage EORN to explore the development of a mechanism for shared information, communications and technology (ICT) services, starting with management of servers for municipal administration. (For example, local governments could ultimately create a “cloud” for local governments in Rural Eastern Ontario). These opportunities would be evaluated on the basis of their potential for reducing costs without negatively affecting customer service. E‐3: It is proposed that the EOWC continue to encourage EORN to investigate and provide leadership to deployment of new, internet‐based technologies that would contain or reduce municipal costs in services areas experiencing significant annual increases in operating costs (example: health and emergency services). E‐4: It is proposed that the EOWC provide leadership in the development and implementation of a region‐wide program to assist local governments in rural areas with evaluation and introduction of measures to control operating costs for provision of transportation services (examples: advanced approaches to maintenance of transportation systems, use of remote monitoring technologies, additional inter‐municipal agreements on winter control). [See related recommendation on a transportation infrastructure renewal network in Municipal Infrastructure White Paper] E‐5: It is proposed that the EOWC provide leadership in exploring whether there is a business case for having some administrative, technical or other similar municipal services delivered by a (third party) service body acting on behalf of multiple municipalities. E‐6: It is proposed that the EOWC continue to actively support the development of a region‐ wide economic development strategy with the long‐term objective of stimulating growth as well as jobs across the region, which will in turn stimulate growth in the region’s tax base. The ultimate goal is to increase total assessment as well as the proportion of assessment from industrial, commercial and institutional operations. (This same recommendation is found in the Municipal Infrastructure White Paper).
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E‐7: It is proposed that the EOWC continue to work cooperatively with provincial and federal authorities to obtain an agreement related to the Algonquin land claim. Once an agreement is in place, it is proposed that the EOWC work collaboratively within the Algonquin Nation to identify and pursue opportunities for economic development benefiting the Algonquins and the region as a whole. Recommendations for the Province of Ontario: U‐1: It is proposed that the Province of Ontario continue to implement the social services upload to the original end date of 2018. U‐2: It is proposed that the Province of Ontario provide Eastern Ontario municipalities that have significant Crown lands or other lands with assessment constraints (e.g. managed forests, farmland, aggregate sites etc.) in their jurisdictions with compensation reflecting these property‐based limitations. The compensation could be a Payment‐in‐Lieu or an annual share of revenues accruing to the Province from these lands (e.g. royalties from stumpage fees). This compensation would be in recognition of the service provided by municipalities in building and maintaining roads and bridges, and providing emergency services for these tax‐exempt lands. [This same recommendation is found in the Municipal Infrastructure White Paper] U‐3: It is proposed that the Province of Ontario be encouraged to leave as‐is the provision of Regulation 284‐09 regarding exclusion of depreciation expenses from annual budget processes. U‐4: It is proposed that the EOWC work in partnership with the Province of Ontario to design and implement as soon as possible a permanent, predictable non‐competitive, infrastructure fund designed specifically for small, rural areas. While intended to increase access to capital for infrastructure investments, the EOWC anticipates this funding will have multiple positive impacts on operating budgets as well. [See Municipal Infrastructure White Paper for recommended design parameters for the proposed fund.] U‐5: It is proposed that the EOWC encourage and support the Province of Ontario in its continued efforts to contain the growth in program and service delivery costs, including those that are mandated to municipal government (examples: joint and several liability, interest arbitration). U‐6: It is proposed that the EOWC encourage the Province of Ontario to simplify and increase the predictability associated with funding formulae for services mandated to municipal governments. The EOWC further recommends that the formula for funding long term care be the first formula to be reviewed.
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U‐7: It is proposed that the EOWC support the efforts of the Regional CAOs and Treasurers’ Group to bring forward recommendations to the Province of Ontario regarding streamlining provincial accountability reporting requirements. It is further recommended that the EOWC provide input to those recommendations from the perspective of small rural municipalities. The objective of such advocacy is to reduce the number, frequency and level of detail in reports submitted to the Province while still meeting regulatory accountability requirements. These changes are expected to reduce municipal costs or free up staff time to focus on managing and delivering services for local ratepayers. U‐8: It is proposed that the EOWC work with AMO and the Province of Ontario to develop a strategy which would allow and encourage local governments to introduce non‐tax‐based revenue generating measures to make their municipalities more financially sustainable. The first priority could be an examination of ways to leverage existing municipal assets to provide new revenue streams (examples: outstanding POA monies; per‐ton charge for aggregates). U‐9: It is proposed that the Province of Ontario broaden its commitment to work with municipalities on renewable energy development to include determination of appropriate property tax rates for all types of renewable energy, not just wind turbine towers. This is an essential companion to the proposed changes to the Feed‐in‐Tariff (FIT Program) which are intended to engage municipalities and Aboriginal communities in location and siting decisions, and providing new energy‐related economic development and revenue opportunities for municipalities and public sector entities. U‐10: It is proposed that the Province of Ontario modify the terms of the Provincial Gas Tax funding program to broaden the definition of transit to include alternatives to municipally‐ owned transit, where the municipality has oversight for the alternative approach. Examples would be private or not‐for‐profit services that operate on a fixed schedule and which are supported by the municipality, or volunteer services that provide scheduled service for appointments or meetings at health or social service organizations. These volunteer services must also be supported by the municipality. U‐11: It is proposed that the EOWC work with AMO and the Province of Ontario to determine if there are alternative, cost‐effective ways to deliver services at the local level, and seek opportunities for pilot programs through which these alternatives might be tested on a cost‐ shared basis in Rural Eastern Ontario.
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- Introduction Following the completion of the landmark analysis of the overall financial sustainability of local governments in Eastern Ontario in February 2012, the Eastern Ontario Wardens Caucus commissioned several follow‐up projects to: • •
Examine selected priority areas in greater detail, and Update key variables so the work would remain current and could be used with confidence as a support to future EOWC work. The EOWC identified five priority areas for further attention, each of which is being addressed using a White Paper format: • • • • •
Municipal Affordability – an examination of operating conditions for municipalities Ratepayer Affordability – an examination of the financial circumstances of local economies and the rural residents who bear most of the cost of service delivery Municipal Infrastructure – an examination of the conditions influencing the overall state of municipal infrastructure and municipalities’ ability to invest in and maintain these assets Social Housing – an examination of the financial circumstances of upper/single tier municipalities in addressing these community needs, both in terms of local demand for service and the financial implications of associated capital infrastructure requirements Environmental Services – an examination of the financial circumstances of single/lower tier municipalities in addressing these responsibilities, on both the operating and capital fronts. Figure 1 ‐ For the purposes of the White Papers, “Eastern Ontario” was defined as the area bounded by the 13 member governments of the Eastern Ontario Wardens Caucus and the 90 lower tier municipalities within those boundaries. The 10 Separated Cities (and Towns) within or adjacent to those governments, and the City of Ottawa are not included in these analyses.
The White Papers on Municipal Affordability and Municipal Infrastructure are being released in the late summer of 2013 while the Papers on Ratepayer Affordability, Social Housing and Environmental Services will be released in the fall of 2013.
Each of these White Papers has two new features not included in the original financial sustainability analysis. First, the White Papers have added financial projections to allow the EOWC and other stakeholders to understand what the financial future holds in the year 2020 if recent trends continue. Second, the White Papers contain recommendations for action to address the challenges envisaged as a result of the projections. Methodology: Projections have been made based on simple straight‐line extrapolation from the actual experience in three time periods: 2000‐2011, 2007‐2009 and 2009‐2011. Most data is from the annual municipal Financial Information Returns (FIRs). 8
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- Rural Municipal Operating Expenditures Could Exceed $2 Billion A Year 3.1 Dramatic Increases in Operating Expenditures in Past Decade, Slowing More Recently Total operating expenditures for local governments in Rural Eastern Ontario (including upper, single and lower tier municipal governments) increased by roughly 65% over the last decade (2000‐2011), reaching $1.84 billion by 2011. (On a compound annual growth rate basis (CAGR), the annual rate of increase was roughly 4.7% a year over the entire period , slowing to less than 1% a year in the 2007‐2011 and 2009‐2011 periods.) 3.2 Operating Expenditures Have Grown Far Faster than Household or Population Growth Compared to operating expenditure growth of 65% over the 2000‐2011 period, the increase in the number of households in Rural Eastern Ontario has been 11.3% (according to municipalities’ Financial Information Returns) in the Local governments face particular same period. Just over 370,000 households challenges to their financial supported municipal expenditures in 2011, up from sustainability if expenditures are 333,000 in 2000. Similarly, the population in Rural rising faster than the sources of Eastern Ontario has grown by 13.5% since 2000 – revenue to support them – and for from roughly 636,000 to 721,000 (2011 census). municipalities the primary source of It is clear that at most, 15‐20% of expenditure income is household‐based growth is driven by population and household property taxes. In Rural Eastern growth; at least 80% of expenditure growth is Ontario, operating expenditures driven by other factors. have increased much faster than the number of households – or the 3.3 Multiple Non‐Demand Factors Likely Contribute number of other properties – that to Increased Municipal Expenditures support them. Municipal operating expenditures have grown faster than the Consumer Price Index (CPI) in the period – the only available comprehensive measure of changing costs of materials, supplies or wages. For example, CPI for Ontario (all items) rose by about 22% in the 2002‐2012 period (Statistics Canada). By comparison, municipal expenditures rose by 47% in the same period. It appears that either the costs of goods and services required to deliver municipal services has increased by more than the CPI or there are other factors driving costs. These factors could include changing levels of service or eligibility conditions, changes in the costs of materials, supplies and wages, or regulatory and reporting changes. In the case of Rural Eastern Ontario, it is likely that all of these factors have contributed to the rapid increase in municipal operating expenditures over the past decade.
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Figure 2 ‐ Total Operating Expenditures ‐ Rural Eastern Ontario
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3.4 Rural Municipal Operating Expenditures Could Grow by $440 Million a Year by 2020 Moderate Growth Scenario: The compound annual growth rate (CAGR) for expenditures in 2007‐2011 was 2.4%; this is the mid‐range for the three time periods used for projections. If operating expenditures increase at this rate through to 2020, local governments in Rural Eastern Ontario will be responsible for $2.2 billion in annual operating expenditures. This projection is considered the moderate growth scenario for operating expenditures and represents an increase of $440 million over the next nine years (2012‐2020), for which local governments must find revenues to cover the costs. This means that municipal operating budgets would go up by additional $49 million each and every year for the next decade. (Note that this estimate does not include any additional spending on infrastructure; see the Municipal Infrastructure White Paper for the estimated annual expenditure requirements on this front.) If the 2007‐2011 scenario plays out, operating expenditures per household would rise from $4,848 (2011) to $5,478 in 2020. However, if the 2000‐2011 patterns holds through to the end of the decade, expenditures per household will reach an average of $6,879 by 2020 Note that for two‐tier counties, this estimate includes expenditures for both upper and lower tiers. (For comparative purposes, per‐household expenditures for separated cities and towns in 2011 averaged $6,288 and, if 2000‐2011 growth rates prevail, are projected to increase to $8,549 by 2020.) Operating expenditures per household do not automatically translate into property taxes per household; the taxation impact on any household is dependent on the availability of other sources of revenue available to pay for services – property tax revenue from non‐residential sources, payments‐in‐lieu for non‐taxable lands, other user fees and charges, or service‐ based financial support from other levels of government. Operating expenditures per household is better considered an indicator of the extent of service responsibilities that have been mandated to the local level of government – responsibilities which are becoming more challenging, especially for small‐population, large‐area municipalities. Figure 3 – Total Operating Expenditures Projected to 2020, Based on Rate of Growth in 2007‐2011 Period Source: FIRs for 2000‐2011; includes upper, lower and single tier governments in each EOWC member jurisdiction
High Growth Scenario: If expenditures increase through to 2020 at the same rate as in 2000‐ 2011 (about 4.7% % a year CAGR), local governments in Rural Eastern Ontario will be responsible for nearly $2.8 billion in annual operating expenditures. This represents an increase of $960 million over the next nine years. Municipal operating budgets would go up by an additional $105 million each and every year through to the end of the decade – again, additional revenue that municipalities must generate each year. 11
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- Four Types of Operating Expenditures Grew By At Least 80% Since 2000 Four types of expenditures accounted for two thirds (69%) of all municipal expenditures in 2011 and had different growth trajectories over the 2000‐2011 period. 4.1 Transportation Services, Protection Services Costs Grew By 80% or More in 2000‐2011 •
Expenditures for Health and Emergency Services and Environmental Services both rose by more than 100% in the 2000‐2011 period. Health and Emergency Services expenditures rose by $92 million (204%); Environmental Services expenditures rose by $117 million (104%).
•
Transportation Services and Protection Services rose by at least 80% since 2000 but the absolute increases in Transportation Services match the combined increases in Health and Emergency Services and Environmental Services. Transportation expenditures rose by $205 million (92%) and Protection Services by $109 million (86%).
4.2 Social Services Upload Provides $100 Million in Annual Budget Flexibility •
Social and Family Services expenditures rose dramatically from 2000 to 2009 (from $328 million in 2000 to $443 million in 2009 (135% increase). In 2009, when the provincial upload of a larger share of social assistance costs began, these expenditures began to decline. By 2011, total operating expenditures for these services had dropped to $345 million just slightly higher than a decade earlier (5% above 2000). The net impact of this much‐appreciated provincial policy decision has been a gain of roughly $100 million of annual expenditure flexibility. In both of 2010 and 2011, these annual municipal cost reductions offset all the cost increases in the four largest municipal budget lines across the rural regions of Eastern Ontario. The degree to which this fiscal “room” continues in the future is dependent on many factors including a) continued implementation of the remaining portion of the social services upload through to 2018, b) demand and associated costs for other services in this portfolio (example: long term care), and c) the extent of cost increases in other service areas. Projections for the four major service areas suggest the annual benefit of the social services upload to municipalities will reach its maximum of roughly $150 million a year by 2018. However, projected increases in other service areas are expected to be at least $690 million. The social services upload is expected to provide budget flexibility for 15‐20% of the cost increases anticipated by 2020.
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Figure 4 ‐ Changes in Operating Expenditures ‐ By Major Service Type
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4.3 Overall Per Household Expenditures Expected to Rise by Roughly 15% by 2020 When all municipal expenditures for both upper/single and lower tier municipalities, local governments in Rural Eastern Ontario made expenditures of $4,848 in 2011. This number is expected to rise to $5,478 by 2020 – an increase of roughly 15%. This calculation is based on overall expenditures growing by the 2007‐2011 rate and the number of households growing at the 2000‐2011 rate. Transportation Services and Protection Services are expected to account for more than half (56%) of the per‐household amount. Note that per‐household expenditures are not the same as per‐household cost since revenues are raised from commercial, industrial and institutional ratepayers as well as from residential taxpayers. Figure 5: Summary – Actual and Projected Operating Expenditures by Major Category: 2011‐2020
Service Type
2011 Expenditures (Actual)
% Increase Projected to 2020
2020 Expenditures (Projected)
Per Household Single/Upper and Lower Tier Combined (2011) $4,848
Per Household Single/Upper and Lower Tier Combined (2020 est.) $5,478 $6,879
All Expenditures (2007‐11) $1.8 Billion (2000‐11)
22% 53%
$2.2 Billion $2.8 Billion
Transportation Services
$426 Million
76%
$749 Million
$1,247
$2,103
Social & Family Services
$345 Million
?
Min. $359 Million
$935
Min. $897
Protection Services
$235 Million
70%
$402 Million
$637
$1,004
Environmental Services
$230 Million
53%
$351 Million
$621
$878
Health & Emergency Services
$137 Million
59%
$218 Million
$369
$612
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Projected increases to 2020 for overall expenditures (“All expenditures”) are presented based on pro‐rating of the mid‐range percentage increase (2007‐2011) and the longer‐term pattern (2000‐2011)) Projected increases for major service areas are based on based on the most reasonable scenario in each case, drawing on the 2000‐2011, 2007‐2011 and 2009‐2011 projections. Five expenditure types will account for 88% (roughly $1.93 billion) of the total $2.19 billion of anticipated municipal expenditures by 2020 and most of these expenditures are the responsibility of lower or single tier municipalities. Note that total per household expenditures (all types) for separated cities and towns in 2011 averaged $6,288 and are projected to be $7,482 by 2020.
AgendaItem#11d)
4.4 Actual and Projected Operating Expenditures on Transportation Services •
By 2011, local governments in Rural Eastern Ontario were spending $426 million a year to operate their transportation systems and services (primarily roads, bridges, lighting, guardrails etc.1) This is a 92% increase over the year 2000 with a 40% increase in the 2007‐ 2011 period.
•
If the rate of increase from 2007‐2011 holds for the 2012‐2020 period, local governments in rural areas of Eastern Ontario will be spending $750 million a year to operate their transportation systems and services.
•
On a per household basis, these expenditures are expected to be $2,103 for each household – nearly double the per household expenditure requirements across the region in 2011 ($1,247).
Note that the capital expenditures associated with rebuilding or replacing transportation services assets are considered in a separate White Paper on infrastructure. However, it is likely that some share of annual operating expenditures for transportation services is currently being used to maintain assets in ways that prolong their useful life or contribute to major reconstruction efforts. Figure 6 – Operating Expenditures on Transportation Services – Rural Eastern Ontario: Actual ‐ 2000‐2011; Projected: 2012‐ 2020; based on three projection assumptions
1
Transportation services includes Roads (Paved), Roads (Unpaved), Roads (Bridges and Culverts), Roads (Traffic Operations and Roadside), Winter Control (Except sidewalks and Parking Lots), Winter Control (Sidewalks and Parking Lots Only), Transit (Conventional), Transit (Disabled and special needs), Parking, Street lighting, Air transportation.
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4.5 Actual and Projected Operating Expenditures on Social and Family Services •
By 2011, local governments in Rural Eastern Ontario were spending $345 million a year to pay for social and family services (primarily social assistance and disability support)2. This is a 5% increase over 2000 with a significant net dampening due to the social services upload in the 2007‐2011 period. This important policy decision reduced expenditure levels on social and family services by 18% ($75 million) in that timeframe (2007‐2011).
•
If the annual rate of decrease from 2007‐2011 holds for the 2012‐2020 period (if the Province continues to upload through to 2020), local governments in rural areas of Eastern Ontario will be spending $207 million a year to pay for social and family service programs. This would be well below year 2000 levels. However, at least two‐thirds of the impact of the social services upload has likely already been felt and costs in other areas of this portfolio are likely to increase in the coming years (in part due to demographic changes affecting services for older citizens). As a result, the long‐term pattern is more likely to be the benchmark for municipal planning purposes. As a result, local governments will likely be spending at least $359 million a year on social and family services by 2020.
•
On a per household basis, these expenditures are projected to be at least $897 for each household – roughly equivalent to 2011 ($937). This projection reflects the effect of growth in the number of households but not service‐related demographic changes within the population. Figure 7 ‐ Operating Expenditures on Social and Family Services
? 2
Social and family services include: General assistance, Assistance to aged persons, Child care.
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4.6 Actual and Projected Operating Expenditures on Protection Services • • •
By 2011, local governments in Rural Eastern Ontario were spending $236 million a year to pay for protection services (example: policing services)3. This is an 86% increase over 2000 with a 20% increase in the 2007‐2011 period. If the rate of increase from 2000‐2011 holds in the 2012‐2020 period, local governments in rural areas of Eastern Ontario will be spending $402 million a year to pay for protection services. On a per household basis, these expenditures are expected to be $1,044 for each household – up 45% from the 2011 levels ($637).
Figure 8 ‐ Operating Expenditures on Protection Services
3
Protection services includes: Fire, Police, Court Security, Prisoner Transportation, Conservation authority, Protective inspection and control, Building permit and inspection services, Emergency measures, Provincial Offences Act (POA).
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4.7 Actual and Projected Operating Expenditures on Environmental Services •
By 2011, local governments in Rural Eastern Ontario were spending $230 million a year to operate their environmental services (primarily waste collection, disposal and diversion, water and sewer, and waste water treatment)4. This is a 104% increase over 2000. There was a 14% increase in the 2007‐2011 period and 12% in the 2009‐2011 period.
•
If the rate of increase from 2009‐2011 holds for the 2012‐2020 period, local governments in rural areas of Eastern Ontario will be spending $351 million a year to operate their environmental services.
•
On a per household basis, these expenditures are expected to be $878 for each household, 32% above 2011 expenditure levels ($621 per household).
Figure 9 ‐ Operating Expenditures on Environmental Services ‐ Rural Eastern Ontario
4
Environmental services include: Wastewater collection/conveyance, Wastewater treatment and disposal, Urban storm sewer system, Rural storm sewer system, Water treatment, Water distribution/transmission, Solid waste collection, Solid waste disposal, Waste diversion.
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4.8 Actual and Projected Operating Expenditures on Health & Emergency Services •
•
•
By 2011, local governments in Rural Eastern Ontario were spending $137 million a year to operate their health and emergency services (land ambulance, fire and rescue etc.)5. This is up 206% over 2000. The rate of increase eased to 13% increase for the 2007‐2011 period picking up again in the last two years of that period. If the rate of increase from 2007‐2011 holds for the 2012‐2020 period, local governments in rural areas of Eastern Ontario will be spending $218 million a year to operate their health and emergency services. If however, the 2000‐2011 pattern holds, municipal expenditures for these services will rise to $368 million. On a per household basis, these expenditures are expected to be $612 for each household, 30% above the 2011 expenditure levels ($369 per household).
Figure 10 ‐ Operating Expenditures on Health and Emergency Services
5
Health services include: Public health services, Hospitals, Ambulance services, Ambulance dispatch (for most municipalities, this is now a provincial responsibility), Cemeteries.
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AgendaItem#11d)
4.9 Reporting Requirements Divert Time Municipalities Could Spend on Service Delivery Each year, municipal governments must fulfill significant provincial requirements for the services mandated to local governments to deliver. While some of these reports are warranted – both in light of provincial regulatory oversight of many of the services and the responsibility that municipalities have to demonstrate accountability for public funds – the number of reports as well as their frequency and level of detail has become excessive. In September of 2012, The City of Toronto – a single tier municipality – prepared and circulated a briefing note summarizing 270 reports that the City submits each year to 11 provincial ministries.. The report was reviewed by the Table 11 – Number and Frequency of Reports Submitted to the Province of Ontario by the City of Toronto each year; Source: “Making Accountability Work Single Tier and Regional for the Province and Municipalities”, September 2012 Treasurers group, which provided Frequency Requests Total Reports a preliminary indication of the effort required by municipalities Monthly 8 96 to track, prepare and submit the Quarterly 25 100 reports as well as noting some of the reporting issues, and Annual 68 68 recommending actions the Other – as required, semi‐ 5 6 Province might undertake to annual improve the efficiency and TOTAL 106 270 effectiveness of reporting. The City of Toronto estimated that just completing these reporting requirements takes roughly 3 person‐years of work time each year. And this estimate does not include reporting for provincial capital grants or the additional audit costs to complete the 16 audits required of the City each year. In light of this data, the Treasurers’ group noted that “the impact is even greater on smaller municipalities as they do not have the resources available to complete the many reports.” While the municipalities of Rural Eastern Ontario have not conducted an exhaustive study of the number of these reports that are also required from local governments in this region, a brief review suggests that most of the reports are completed by rural municipalities as well – at either the upper/single tier or the lower tier, depending where the service responsibility lies. If each municipality in Rural Eastern Ontario is dedicating just one third of the time commitment of the City of Toronto (and this is may be an underestimate), at least 100 person‐ years of work are being dedicated to provincial reporting requirements across the municipalities of Rural Eastern Ontario. Like any other municipal government, those in Rural Eastern Ontario could use that time to deliver services or plan to improve their services and overall operations.
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The Treasurers’ group has suggested a review of accountability reporting, with the Ministry of Municipal Affairs and Housing as a quality clearing house for municipal reporting requirements, and based on the following principles: consistency, relevance, timeliness, efficiency, accuracy, and non‐prescriptive arrangements. The Treasurers also called for more government‐wide use of data already in existence (such as the Financial Information Return), increased use of electronic reporting whenever accessible for municipalities, and identifying municipal access for municipalities to submitted data. The Treasurers believe that applying the recommended principles against existing and new programs should ensure compliance with the Transfer Payment Accountability Framework. In addition to addressing these issues, rural municipalities may wonder if the reports they send are read by or truly useful to the Province for accountability reporting, and whether the amount of detail in some reports and claims processes is out of proportion to the size of the grant or transfer.
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AgendaItem#11d)
- Locally‐Generated Revenues Rising Faster than Consumer Price Index 5.1 Property Tax Revenues Up by 92% in 2000‐2011 Period Revenues raised from property taxes by municipalities in Rural Eastern Ontario of “own purposes” (to pay for local services) rose from $409 million in 2000 to $786 million in 2011 – an increase of 92% over the period. This rate of increase is equivalent to a 6.1% compound annual growth rate (CAGR) over the entire eleven year period. In a slightly shorter timeframe (2002‐2012), the Consumer Price Index (CPI) for Canada rose by 21.8%. It is clear that local governments have had to increase their draw from the local tax base at rates far higher than the CPI. Figure 11 ‐ Taxation (Own Purpose Revenues) for Local Governments in Rural Eastern Ontario (2000‐2020) Actual: 2000‐ 2011; Projected: 2012‐2020)
The same pattern of revenue increases exceeding the CPI is evident for more recent times. In the 2007‐2011 period, the rate of increase of property tax revenues slowed slightly, rising from $647 million to $786 million – an increase of 22%, equivalent to a CAGR of 5.0%. In that four year period of 2007‐2011, the Consumer Price Index for Ontario (all items) rose by 8.3% for the entire period, with particularly strong increases in 2008 (2.3%), 2010 (2.5%) and 2011 (3.1%)6. In the last two years (2009‐2011), the rate of increase in property taxes slowed further in the last two years of the period (2009 to 2011) to 4.8%. If property taxes continue to increase at the 2007‐2011 rate (CAGR: 5.0%), local governments will be raising $1.18 billion a year in property taxes – most of which (as is demonstrated in a later section of this report) are coming from residential property owners. This would be a 50% increase over 2011.
6
Source: http://www.statcan.gc.ca/tables‐tableaux/sum‐som/l01/cst01/econ09g‐eng.htm
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Growth rates in property tax revenues are reflective of increases in the costs of service delivery; the apparent need to increase property taxes at rates higher than the CPI would suggest that the CPI may not be a good measure of the rate at which program/service expenditures – or the associated revenue requirements of local government – will rise in the future. If the CPI is viewed as a target measure for funding increases by the provincial or federal governments, or by municipalities for the rate of increase in property taxes, local governments are likely to face a growing gap between expenditures and revenues. In the past, this gap has often been closed each year by deferring capital expenditures. This strategy is not sustainable. 5.2 User Fees and Charges Account for a Quarter of Own Purpose Revenues Municipal fees and charges rose from $131 million in 2000 to $275 million in 2011, an increase of 110% over the period (slightly higher than the rate of property tax increase). These fees and charges now make up a slightly larger proportion of locally‐generated revenues, rising from 24% in 2000 to 26% in 2011. Projections for 2020 suggest that user fees and charges will comprise roughly the same share of local revenues (25%). 5.3 Own Purpose Revenues Projected to Reach $1.57 Billion By 2020 Total Own Purpose Revenues (property taxes plus user fees and charges) rose from $539 million in 2000 to nearly $1.07 billion in 2011 – a 97% increase over the entire period, equivalent to a compound annual growth rate/CAGR of 6.35%). The rate of increase in the 2007‐2011 period accounted for 21% of the total with the CAGR slowing to 4.91%). The CAGR for the 2009‐2011 was slower yet, at 4.86%, with 10% of the overall growth in that period. If future revenues increase at the same rate as in 2007‐2011, total Own Purpose Revenues will reach $1.57 billion by 2020. This would mean a CAGR of 4.43% for each of the next nine (9) years; local tax levies and other charges would have to increase by $56 million each and every year. (Note that these increases do not include any provision for additional infrastructure expenditures beyond those assumed through projection of past patterns.) If however, future increases track the 2000‐2011 pattern, Own Purpose Revenues will reach $1.9 billion – an additional $93 million a year (CAGR: 6.7%). Figure 12 ‐ Projected Increases in Own Purpose Revenues 2012‐2020
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Figure 13 ‐ Own Purpose Revenues ‐ Taxation and User Fees and Charges for Rural Eastern Ontario
5.4 Property Tax Revenues Projected to Reach $1.18 Billion by 2020 If future property tax revenues increase at the same rate as in 2007‐2011, these revenues will reach $1.18 billion by 2020. This would mean a compound annual growth rate of 4.5% for each of the next nine years and local tax levies would have to increase by $43 million each and every year. If future increases track the 2000‐2011 pattern, Own Purpose Revenues will reach $1.39 billion (CAGR: 6.5%). And if future increases track the 2009‐2011 pattern, Own Purpose Revenues will reach $1.15 billion by 2020 (CAGR: 4.3%). Figure 14 ‐ Projected Increases in Property Tax Revenues 2012‐2020
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5.5 Continued Increases in Property Taxes Will Strain Ratepayer’s Ability to Pay As is described in the forthcoming Ratepayer Affordability White Paper, roughly three‐ quarters of municipalities in Rural Eastern Ontario have median household incomes below the provincial average. Unemployment rates tend to be higher in rural areas and the percentage of income from government transfers (rather than employment earnings) is significantly higher than for Ontario as a whole. Roughly a quarter of the region’s labour force works in another census division or county – again, significantly higher than for the Province as a whole. Without a change in the economic circumstances of Rural Eastern Ontario, continued above‐CPI increases in property taxes are not sustainable.
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AgendaItem#11d)
- Real Growth in Local Assessment Extremely Limited Over Past Decade 6.1 Profile of Assessment Base Across Rural Eastern Ontario Eastern Ontario municipalities – rural, separated cities and towns, and the City of Ottawa – reported $228 billion in taxable assessment through their Financial Information Returns. Of that total, $83.5 billion (36.6%) lies within the area of Rural Eastern Ontario. Another $35.2 billion (15.4%) lies within the boundaries of the separated cities and towns, and the balance ($109.5 billion or 48.0%) lies within the boundaries of the City of Ottawa. (MPAC data for 2012 sets the total assessment in Rural Eastern Ontario at $107.8 billion, reflecting the application of the latest reassessment to the assessment base as well as modest real growth in the tax base in 2012. These trends are discussed in more detail in the following section of this Paper7.) Despite being responsible for service delivery and infrastructure maintenance in an area that comprises 80% of the region’s geography, municipal governments in Rural Eastern Ontario have just over a third of the assessment base from which to draw tax revenues. If total tax assessment increases through to 2020 at the same rate as in 2007‐2011, the assessment base in Rural Eastern Ontario will rise to roughly $145 billion. This represents an overall increase of 79% (CAGR: 6.32%) However, as will be described in the following section, most of this increase is likely to come from rising property values rather than real growth in the assessment base. And the degree to which property values will continue to rise at historically strong rates is unknown. Figure 15 ‐ Total Assessment ‐ All Types ‐ Rural Eastern Ontario
?
7
There are also some variations in the way that individual municipalities report assessment data on their Financial Information Returns (FIRs). The difference between MPAC data and FIR data should disappear when 2012 FIR data is consolidated and analyzed.
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AgendaItem#11d)
6.2 Real R Assessm ment Growth h Averages 2% 2 a Year Based d on data prrovided by th he Municipaal Property Assessment A C Corporation for Ontario (MPA AC) for the 2006‐2012 pe eriod, total assessment a in Rural Easstern Ontario o grew by $3 39.6 billion, rising from m $68.2 billiion in 2006 to t $107.8 billion in 2012 2 – an increase of 68% ovver the six year perio od.) To un nderstand ho ow much of the increase ed assessme ent is real gro owth (new construction c n, renovvation or oth her improve ements) verssus change in n value due to t reassessm ment (increaased value es for the sam me properties), data fro om the Muniicipal Properrty Assessme ent Corporattion was obtained o and d analysed8. Both the daata from the e 2012 reasse essment yeaar and from the 2008 reassessme ent year (dettail not inclu uded here) sh how that in any given ye ear in the 20 006‐ 2012 period, real growth con ntributed ro oughly 2.0% while reassessment con ntributed appro oximately 13 3.25% – a raatio of 1:6. If thiss 1:6 ratio he eld true for the t entire 20 002‐2012 pe eriod, this would mean that t 15% of the t grow wth in assessm ment ($5.9 billion) b was due to real growth g and 85% ($33.7 billion) wass from a general rise in the asssessed value e of all real estate ratherr than a gene eral broaden ning or strrengthening of the tax base b through h additions or o improvem ment to the regional build ding stockk. Figure 16 ‐ Breaking ou ut the Contributtions of Reassesssment and Real Growth to the Total Assessme ent Base in Rura al Eastern n Ontario
8
The MPAC C Provincial Assessment Summarries for 2008 and d 2012 were use ed; these summaaries set out on a municipality by b municipalityy basis, how much of the change e in each transition year is due to t real growth an nd how much is due to reassesssment. Because the e reassessment changes c cover multiple m years wh hile the real grow wth values are single s year, it is necessary n to derrive the real growth numbers fo or multiple yearss by deducting th he reassessmentt contribution frrom the total chaange in assessm ment for the perio od. For the 2006‐2012 period, there t were two reassessments (2008 ( and 2012) to be taken into o account.
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AgendaItem#11d)
Using this historical split between real growth and reassessment growth to project changes in assessment through to 2020 (based on 2007‐2011 patterns of overall assessment growth9), the projections suggest that real growth in assessment through to 2020 will be roughly $9 billion (the difference between $48 billion in 2011 and $57 billion in 2020). The balance of assessment growth (roughly $52.5 billion10) will come from a continued rise in property values, reflected in reassessments. Figure 5 ‐ Total Assessment and the Proportion Accounted for by Real Growth ‐ Rural Eastern Ontario ‐ Projected Using MPAC Data from 2006‐2012
Re‐assessment
9
Total assessment data from municipal 2011 Financial Information Returns was used for projections. These differ from MPAC data from 2012 due to incorporation of reassessment in 2012 data and some variation in how municipalities show assessment for particular classes in their FIRs. 10 Calculated from the difference between $145 billion ‐ $83.5 billion, then deducting the share that is real growth ($9 billion) = $52.5 billion.
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AgendaItem#11d)
6.3 Grow wth Potentia al Constraine ed by Crown n Land and Other O Lands Not Fully Ta axable The ability a of municipalities in Rural Easttern Ontario to generate e tax revenues to sustain n local services is constrained c b the large proportion of land that is either not fully taxable or by not taaxable at all – for which there is no compensation in terms of Payments‐In‐Lieu (off taxattion). Of the roughly 45,0 000 square kilometres k o land mass in Rural Easstern Ontario of o, no more e than 25 per cent is available for de evelopment purposes att full assessm ment. The only o areas where w local go overnmentss can expect to levy taxe es at 100 perr cent assesssment are the white are eas on the map m below. And A even tho ose are not all available – there e are waterw ways and pro ovincially‐siggnificant wettlands, areass designated d for species at risk, quarries q and d other areass that are “o off‐limits” for developme ent and asse essment grow wth. Figure 17 1 ‐ The map below, prepared by b the GIS group p in Renfrew Cou unty, shows Cro own land (light grreen) which havve no local assesssment capacity,, lands which arre part of the farm land tax program m (25% assessment) and forest tax program lan nds (25% assessment).
A rou ugh order of magnitude estimate (baased on a re esidential asssessment ratte) suggests that Crow wn lands alon ne representt foregone in ncome of $1 145 million in local prop perty tax income from another 85,,000 househ holds or an equivalent e co ommercial, industrial or institutionaal tax base.. Local gove ernments in the t region are not advoccating the developmentt of all of the e regio on’s Crown laands; rather this illustrattion simply demonstrate d es the limitations on rurral municipalities’ ab bility to extract more revvenue from the region’ss rural land base. b
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AgendaItem#11d)
6.4 Nearly 90% of the Region’s Assessment Base is Residential The reliance of local governments in Rural Eastern Ontario on residential assessment (rather than a strong presence of commercial, institutional and industrial assessment) has become more prominent over the 2002‐2011 period, rising from 85.8% to 89.1% of total assessment (increased reliance of 3.3%). In the same period, reliance on residential assessment in the separated cities and towns rose slightly from 78.0 to 78.3%. The City of Ottawa saw decreased reliance on residential assessment, dropping from 78.4% to 77.2%. In other words, across virtually all of Eastern Ontario, reliance on residential assessment increased over the past decade. Figure 18 ‐ Percentage of Rural Eastern Ontario Tax Base That is Residential
6.5 Regional Reliance on Residential Assessment Projected to Increase to 2020 If the reliance trend in Rural Eastern Ontario in the 2007‐2011 period continues through to 2020 (increasing by 0.3% a year), these municipalities will see 91.5% of their assessment being residential by the end of the decade. This means that an even larger share of the cost for delivering local services will be borne by residential property owners or tenants in apartments. By 2020, non‐residential assessment in Rural Eastern Ontario is projected to drop to 8.5% of total assessment, down from 14.2% in 2002. This would be roughly a third of the proportion of the separated cities and towns in Rural Eastern Ontario. Non‐residential assessment is expected to virtually identical in 2020 as it was in 2011 ($8.85 billion).
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AgendaItem#11d)
Figure 19 ‐ Percentage of Total Assessment that is Residential
The following MPAC data (2011 Roll for Tax Year 2012)11 for Rural Eastern Ontario show that: • Commercial and industrial assessments combined are just 6.3% of the region’s assessment base (compared to 16% for the province as a whole). • Farmland and managed forest account for 5.2% of the assessment base (but are not fully taxable). The provincial average is 2.3%. • The region is heavily reliant on residential assessment (84.2%). Comparative data from MPAC for Rural Eastern Ontario and the Province of Ontario shows that across the province, 75% of total assessment is residential. Rural Eastern Ontario can therefore be considered to be roughly 10% more reliant on residential assessment than the provincial average.
11 11
The percentage of total assessment from residential assessment is different when using 2011 FIR data as compared to 2012 MPAC data. There appears to be some variation in how municipalities show assessment for particular classes in their FIRs, reflecting the proportion of certain lands that are not fully taxable. MPAC assessment data is understood to be based on the property valuations not taxable status. These differences have a significant impact on calculations related to the dominance of residential assessment.
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AgendaItem#11d)
Figure 20 – Distribution of Assessment by Type – Rural Eastern Ontario
Type of Assessment Commercial Shopping Centres and Parking Lots Exempt Farm Industrial Managed Forest Pipeline, Railway and Utilities Multi‐Residential Residential Total – All Types
% 2011 for 2012 Tax Year
Assessment ($Billions)
5.1 0.2 3.7 4.8 0.9 0.3 0.9 0.8 83.4 100
$4.72 $0.208 $3.48 $4.45 $0.804 $0.234 $0.818 $0.759 $77.9 $93.4
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AgendaItem#11d)
- Taking Action on Municipal Affordability Affordable municipal government will require local governments to change the trajectory of both service delivery costs and the revenues available to pay for these services. The following recommendations cover some actions that local governments might take on their own or through the EOWC, as well as those which might be undertaken in partnership with upper levels of government. Recommendations for EOWC and Constituent Municipalities: E‐1: It is proposed that the EOWC explore mechanism(s) for additional shared procurement of bulk products or materials. E‐2: It is proposed that the EOWC continue to encourage EORN to explore the development of a mechanism for shared information, communications and technology (ICT) services, starting with management of servers for municipal administration. (For example, local governments could ultimately create a “cloud” for local governments in Rural Eastern Ontario). These opportunities would be evaluated on the basis of their potential for reducing costs without negatively affecting customer service. E‐3: It is proposed that the EOWC continue to encourage EORN to investigate and provide leadership to deployment of new, internet‐based technologies that would contain or reduce municipal costs in services areas experiencing significant annual increases in operating costs (example: health and emergency services). E‐4: It is proposed that the EOWC provide leadership in the development and implementation of a region‐wide program to assist local governments in rural areas with evaluation and introduction of measures to control operating costs for provision of transportation services (examples: advanced approaches to maintenance of transportation systems, use of remote monitoring technologies, additional inter‐municipal agreements on winter control). [See related recommendation on a transportation infrastructure renewal network in Municipal Infrastructure White Paper] E‐5: It is proposed that the EOWC provide leadership in exploring whether there is a business case for having some administrative, technical or other similar municipal services delivered by a (third party) service body acting on behalf of multiple municipalities. E‐6: It is proposed that the EOWC continue to actively support the development of a region‐ wide economic development strategy with the long‐term objective of stimulating growth as well as jobs across the region, which will in turn stimulate growth in the region’s tax base. The ultimate goal is to increase total assessment as well as the proportion of assessment from industrial, commercial and institutional operations. (This same recommendation is found in the Municipal Infrastructure White Paper).
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E‐7: It is proposed that the EOWC continue to work cooperatively with provincial and federal authorities to obtain an agreement related to the Algonquin land claim. Once an agreement is in place, it is proposed that the EOWC work collaboratively within the Algonquin Nation to identify and pursue opportunities for economic development benefiting the Algonquins and the region as a whole. Recommendations for the Province of Ontario: U‐1: It is proposed that the Province of Ontario continue to implement the social services upload to the original end date of 2018. U‐2: It is proposed that the Province of Ontario provide Eastern Ontario municipalities that have significant Crown lands or other lands with assessment constraints (e.g. managed forests, farmland, aggregate sites etc.) in their jurisdictions with compensation reflecting these property‐based limitations. The compensation could be a Payment‐in‐Lieu or an annual share of revenues accruing to the Province from these lands (e.g. royalties from stumpage fees). This compensation would be in recognition of the service provided by municipalities in building and maintaining roads and bridges, and providing emergency services for these tax‐exempt lands. [This same recommendation is found in the Municipal Infrastructure White Paper] U‐3: It is proposed that the Province of Ontario be encouraged to leave as‐is the provision of Regulation 284‐09 regarding exclusion of depreciation expenses from annual budget processes. U‐4: It is proposed that the EOWC work in partnership with the Province of Ontario to design and implement as soon as possible a permanent, predictable non‐competitive, infrastructure fund designed specifically for small, rural areas. While intended to increase access to capital for infrastructure investments, the EOWC anticipates this funding will have multiple positive impacts on operating budgets as well. [See Municipal Infrastructure White Paper for recommended design parameters for the proposed fund.] U‐5: It is proposed that the EOWC encourage and support the Province of Ontario in its continued efforts to contain the growth in program and service delivery costs, including those that are mandated to municipal government (examples: joint and several liability, interest arbitration). U‐6: It is proposed that the EOWC encourage the Province of Ontario to simplify and increase the predictability associated with funding formulae for services mandated to municipal governments. The EOWC further recommends that the formula for funding long term care be the first formula to be reviewed.
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U‐7: It is proposed that the EOWC support the efforts of the Regional CAOs and Treasurers’ Group to bring forward recommendations to the Province of Ontario regarding streamlining provincial accountability reporting requirements. It is further recommended that the EOWC provide input to those recommendations from the perspective of small rural municipalities. The objective of such advocacy is to reduce the number, frequency and level of detail in reports submitted to the Province while still meeting regulatory accountability requirements. These changes are expected to reduce municipal costs or free up staff time to focus on managing and delivering services for local ratepayers. U‐8: It is proposed that the EOWC work with AMO and the Province of Ontario to develop a strategy which would allow and encourage local governments to introduce non‐tax‐based revenue generating measures to make their municipalities more financially sustainable. The first priority could be an examination of ways to leverage existing municipal assets to provide new revenue streams (examples: outstanding POA monies; per‐ton charge for aggregates). U‐9: It is proposed that the Province of Ontario broaden its commitment to work with municipalities on renewable energy development to include determination of appropriate property tax rates for all types of renewable energy, not just wind turbine towers. This is an essential companion to the proposed changes to the Feed‐in‐Tariff (FIT Program) which are intended to engage municipalities and Aboriginal communities in location and siting decisions, and providing new energy‐related economic development and revenue opportunities for municipalities and public sector entities. U‐10: It is proposed that the Province of Ontario modify the terms of the Provincial Gas Tax funding program to broaden the definition of transit to include alternatives to municipally‐ owned transit, where the municipality has oversight for the alternative approach. Examples would be private or not‐for‐profit services that operate on a fixed schedule and which are supported by the municipality, or volunteer services that provide scheduled service for appointments or meetings at health or social service organizations. These volunteer services must also be supported by the municipality. U‐11: It is proposed that the EOWC work with AMO and the Province of Ontario to determine if there are alternative, cost‐effective ways to deliver services at the local level, and seek opportunities for pilot programs through which these alternatives might be tested on a cost‐ shared basis in Rural Eastern Ontario.
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Municipal Infrastructure One of a Series of White Papers on the
Financial Sustainability of Local Governments in Eastern Ontario Produced by
The Eastern Ontario Wardens’ Caucus August 2013
Prepared by Kathryn Wood Natural Capital Resources Inc.
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Table of Contents 1.
Executive Summary……………………………………………………………………….
2
Introduction………………………………………………………………………………….
8
Municipalities in Rural Eastern Ontario Manage Nearly $9 Billion in Assets 9
Eastern Ontario: A Pattern of Highly Variable Capital Investment………. 4.1 Total Capital Investments Over the 2000‐2011 Period…………………. 4.2 Projecting Expenditure Patterns and Financial Requirements……….. 4.3 Annual Capital Expenditures – Transportation Services…………………
10 10 10 11
Municipal Capital Spending Not Keeping Up to Needs………………………. 5.1 Net Book Value of Capital Assets Continues to Decline……………….. 5.2 Municipal Assets Per Household………………………………………………..
14 14 15
Capital Infrastructure Deficit Now Stands at $3.74 Billion………………….. 6.1 Capital Infrastructure Deficit Continues to Grow………………………….. 6.2 $374 Million a Year Required To Address Deficit Over Next 10 Years 6.3 $700 Million a Year Required to Maintain Entire Asset Pool………….. 6.4 Combined Capital Investment Needs at $1.08 Billion Starting Now..
16 16 16 17 18
Three Ways for Municipalities to Finance Infrastructure Investments…. 19 7.1 Ways to Finance Infrastructure Investments……………………………….. 19 7.2 Property Taxpayer Contributions Reach A Billion a Year………………. 20 7.3 Municipalities Face Increasing Pressure to Take on Debt……………… 21 7.4 Environmental Services Investments Are Significant Share of Debt… 22 7.5 Rural Municipalities Using Half of Debt Capacity………………………….. 24 7.6 Debt Service Costs Could Crowd Out Other Operating Expenditures. 25 7.7 Debt Servicing Costs Rising as Percentage of Total Operating Revenue 27
Maintaining or Growing Reserves Will be Difficult in Years Ahead………… 27 8.1 Rural Eastern Ontario Had $686 Million in Reserves at End of 2011… 27 8.2 Rural Eastern Ontario May Have $845 Million in Reserves by 2020….. 28
Taking Action on Municipal Infrastructure…………………………………………. 29 Appendix A: Description of Transportation Infrastructure Renewal Enterprise (TIRE)… 30 Appendix B : Recommendations on a Permanent Municipal Infrastructure Fund……… 31
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- Executive Summary At the end of 2011, the 103 municipalities in Rural Eastern Ontario held $8.7 billion in capital assets required to deliver the full range of services for which local governments are mandated. In rural areas, these capital assets range from recreational facilities, roads, bridges and libraries, to homes for the aged, water/waste water systems and fire stations. Upper/single tier municipalities (counties) are responsible for roughly $3.3 billion of this infrastructure (38% of the total) and lower tier municipalities (townships and small towns) are responsible for $5.4 billion (62% of the total). The types of infrastructure requiring the largest initial investment and the largest financial responsibilities for maintenance are assets for provision of transportation and environmental services ($5.06 billion and $1.99 billion respectively, at cost). These two asset categories represent more than 80% of local government assets in Rural Eastern Ontario. Nearly half ($4.17 billion or 48%) of total investment in Rural Eastern Ontario’s infrastructure has been made since 2000. Capital investment over the period averaged $378 million a year. Although the pattern of investment has been variable (reflective of both opportunity and availability of municipal funds1), the scale of investment suggests a consistent effort to ensure that local services are offered through safe, well‐maintained assets. In rural areas with a small and widely‐dispersed population2, municipal governments face major challenges with both upfront investments and ongoing maintenance – especially when operating expenditures for municipal services have reached $1.8 billion a year. As a result, the pattern of capital investment across Rural Eastern Ontario has been highly variable – from roughly $200 million in 2000, peaking at just over $610 million in 2010, then dropping back to $388 million the following year. This variability is a signal that municipalities struggle to find the resources to invest in capital assets and plan carefully to be able to make the best use of opportunities for matching funds from other levels of government – in effect making each dollar go further. Clearly, rural municipalities need help from upper levels of government and they need it in predictable amounts and timeframes. Based on financial data from the end of 2011, one estimate of the region’s capital infrastructure deficit (based on the difference between Capital Cost and Book Value) indicates that municipalities continue to lose ground in their efforts to find and deploy sufficient resources to maintain their infrastructure. By this measure, the Capital Infrastructure Deficit now stands at $3.74 billion and continues to rise, by roughly $150‐ $200 million a year.
1 Rural Eastern Ontario has a population of just over 700,000 people in roughly 360,000 households. Local governments are responsible for services over a geographic area of 45,000 square kilometres. Ten separated cities and towns, plus the City of Ottawa, make up the balance of the 50,000 square kilometre area commonly referred to as Eastern Ontario. 2 Average population density across Rural Eastern Ontario is roughly 16 persons per square kilometre. There are roughly eight (8) households per square kilometre across the region.
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Figure 1 – ES: Calculation of Capital Infrastructure Deficit
To discharge the accumulated capital deficit in ten years would require investments of $374 million a year, plus another $700 million to maintain all municipal assets over the long term. (The annual maintenance estimate is based on an average 25 year asset life and replacement cost at twice the original cost). Taken together these two estimates suggest that municipalities in Rural Eastern Ontario should be investing $1.074 billion a year in their infrastructure every year until at least 2020. Figure 2 – ES Calculation of Annual Expenditure to Address Capital Infrastructure Deficit
Figure 3 – ES: Calculation of Annual Investment Requirements to Maintain Assets
In 2011, municipalities in Rural Eastern Ontario made capital investments of $388 million (very close to the long‐term average). Compared to the target ($1.074 billion), this suggests that there is an annual capital investment shortfall of $686 million. Figure 4 – ES: Calculation of Additional Capital Investment Required Beyond Expenditures Already Being Made
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The level of investment called for in this analysis, which represents a near tripling of current capital investment, is beyond the long‐term investment pattern of rural municipalities (2000‐2011). Even in a scenario calling for rapid ramp‐up in investment beyond 2011 levels, it is unlikely that Rural Eastern Ontario would reach required levels of capital investment by the end of the decade. Municipalities would have to spend an additional $686 million every year to reach the billion dollar annual investment mark by 2020. Figure 5 – ES: Total Capital Expenditure Requirements to 2020
Estimates
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2015 2016 2017 2018 2019 2020
Figure 5 (above) shows a baseline projection of anticipated capital expenditures based on the 2007‐2011 performance, leading to $436 million in annual capital investment by 2020. The additional required $686 million a year to address the deficit and provide long‐term maintenance for all assets is shown as ramping up rapidly through 2012‐2017 to reach the required $1.07 billion by 2020. This scenario reflects the challenges municipalities are expected to have finding the required investment funds – especially in the near term – and implies that municipalities will take a slightly longer timeframe to reach the required spending levels. Like the Province or the Federal Government, municipalities have only three options for financing services and infrastructure: • • •
Property tax revenues and other user fees and charges paid by ratepayers Debt which must be repaid out of property tax revenues Reserves which can be a short‐term contributor to infrastructure financing but this option disappears once reserves are depleted. 4
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Revenue from Taxation: In 2011, municipalities in Rural Eastern Ontario took in nearly $1.07 billion in “Own Purpose Revenues” (property tax revenues and other user fees and charges). More than three quarters of these revenues were property taxes and are used to cover operating costs for the many services offered by municipalities as well as servicing debt. Property taxes increased by 92% since 2000 (a compound annual growth rate of 6.1% – a rate much higher than the Consumer Price Index in the same period). With roughly three‐ quarters of municipalities in the region exhibiting median household incomes below the provincial average, it is difficult to envisage how municipalities can use the local property tax base to generate the funds necessary to close the infrastructure funding gap. Reserves: These municipalities hold $686 million in reserves (obligatory, discretionary and reserve funds combined). In addition to ongoing capital investments, these funds are used to manage operating and capital cash flows within a fiscal year, to respond to in‐year emergencies, and sometimes to provide the municipal match for infrastructure funding. Municipal reserve levels are only slightly more than combined debt of $556 million and, if fully deployed in a single year, would represent just one year’s requirement for additional capital investment. Figure 6 – ES: Overall Financial Position of Local Governments in Rural Eastern Ontario at 2011
Overall Financial Position: Local Governments in Rural Eastern Ontario (2011)
$1.07 Billion
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Debt Financing: Municipalities in Rural Eastern Ontario have tripled their debt since 2000, with environmental and transportation assets often being financed through debt. Total municipal debt now stands at $556 million.
Debt Capacity Limit – MMAH: $1.14 Billion
Municipalities have used about half of their total debt capacity (as calculated using the Ministry of Municipal Affairs and Housing methodology) which means there could be as much as $575 million in debt capacity remaining (roughly 15% of the capital infrastructure deficit). However, the ability to bear more debt varies by municipality and many with major capital infrastructure needs may have little or no debt capacity left. The additional debt servicing charges associated with further debt financing ($165 million a year) would strain operating budgets and potentially “crowd out” other operating expenditures on programs and services that are mandated, expected and valued by citizens. For all these reasons, the opportunity to use debt financing to address capital investment needs is limited. Rural municipalities have an ongoing revenue challenge, which is particularly acute for capital infrastructure investment.
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Taking Action on Municipal Infrastructure Affordable municipal infrastructure will require local governments to change the trajectory of the costs and methods associated with infrastructure investment and maintenance as well as the revenues available for infrastructure purposes. The following recommendations cover some actions that local governments might take on their own or through the EOWC, as well as those which might be undertaken in partnership with upper levels of government. Recommendations for EOWC and Constituent Municipalities: E‐1: It is proposed that the EOWC continue to actively support the development and implementation of a regional economic development strategy, with the long‐term objective of stimulating growth as well as jobs across the region, which will in turn stimulate growth in the region’s tax base. E‐2: It is proposed that the EOWC create a regional infrastructure task force to explore ways to reduce the need for future infrastructure investments, reduce maintenance costs for existing infrastructure, and manage required infrastructure as efficiently as possible. E‐3: As part of the regional infrastructure task force, It is proposed that the EOWC lead the creation of a transportation infrastructure renewal network comprised of municipalities in Rural Eastern Ontario, to explore (among other topics) possible cost savings through collaborative action (examples: reducing costs through larger tenders and equipment sharing) and greater use of techniques to extend the life of existing assets. (A description of this network is contained in Appendix A.) E‐4: It is proposed that all municipalities in Rural Eastern Ontario be encouraged to ensure that their Asset Management Plans are complete by the end of 2013 as required. Recommendations for the Province of Ontario: U‐1: It is proposed that the EOWC work in partnership with the Province of Ontario to design and to implement as soon as possible a permanent, predictable, non‐competitive infrastructure fund designed specifically for small, rural and remote areas (See Appendix B for recommended design parameters). U‐2: It is proposed that the Province of Ontario continue implementation of the social services upload to 2018, thereby providing additional fiscal capacity for municipalities to address infrastructure maintenance needs as well as assisting in the provision of other critical municipal services. U‐3: It is proposed that the Province of Ontario provide Eastern Ontario municipalities that have significant Crown lands or other lands with assessment constraints (e.g. managed forests, farmland, aggregate sites etc.) within their jurisdictions with compensation reflecting these property‐based limitations. The compensation could be a Payment‐in‐Lieu or an annual share of revenues accruing to the Province from these lands (e.g. royalties from stumpage fees). This compensation would be in recognition of the service provided by municipalities in building and maintaining roads and bridges, and providing emergency services for these tax‐exempt lands.
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- Introduction Following the completion of the landmark analysis of the overall financial sustainability of local governments in Eastern Ontario in February 2012, the Eastern Ontario Wardens Caucus commissioned several follow‐up projects to: • Examine selected priority areas in greater detail, and • Update key variables so the work would remain current and could be used with confidence as a support to future EOWC initiatives. The EOWC identified five priority areas for further attention, each of which is being addressed using a White Paper format: • Municipal Affordability – an examination of operating conditions for municipalities. • Ratepayer Affordability – an examination of the financial circumstances of local economies and the rural residents and organizations who bear most of the cost of municipal service delivery. • Municipal Infrastructure – an examination of the conditions influencing the overall state of municipal infrastructure and municipalities’ ability to invest in and maintain these assets. • Social Housing – an examination of the financial circumstances of upper/single tier municipalities in addressing these community needs, both in terms of local demand for service and the financial implications of associated capital infrastructure requirements. • Environmental Services – an examination of the financial circumstances of single/lower tier municipalities in addressing these responsibilities, on both operating and capital fronts. The White Papers on Municipal Affordability and Municipal Infrastructure are being released in the late summer of 2013 while the Papers on Ratepayer Affordability, Social Housing and Environmental Services will be released in the fall of 2013.
Figure 7 ‐ For the purposes of the White Papers, “Eastern Ontario” was defined as the area bounded by the 13 member governments of the Eastern Ontario Wardens Caucus and the 90 lower tier municipalities within those boundaries. The 10 Separated Cities (and Towns) within or adjacent to those governments, and the City of Ottawa are not included in these analyses.
Each of these White Papers has added two new features not included in the original financial sustainability analysis. First, the White Papers have added financial projections to allow the EOWC and other stakeholders to understand what the financial future holds in the year 2020 if recent trends continue. Second, the White Papers contain recommendations for action to address the challenges foreseen as a result of the projections. Methodology: Projections were made based on simple straight‐line extrapolation from the actual experience in three time periods: 2000‐2011, 2007‐2009 and 2009‐2011. Most data is from the annual municipal Financial Information Returns (FIRs). 8
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- Municipalities in Rural Eastern Ontario Manage Nearly $9 Billion in Infrastructure Assets At the end of 2011, municipalities in Rural Eastern Ontario held $8.7 billion in capital assets – valued at cost. Upper/single tier municipalities (counties) are responsible for roughly $3.3 billion of this infrastructure (38% of the total) and lower tier municipalities (townships and small towns) are responsible for $5.4 billion (62% of the total). These capital assets, commonly referred to as municipal infrastructure, cover the full range of services provided by local government and most of these services are mandated by the Province for delivery by municipalities. They are not optional. For municipal governments in Rural Eastern Ontario, these infrastructure assets include: • • • • • • •
Transportation systems (such as roads, bridges, sidewalks, lighting fixtures, guardrails, maintenance equipment, sand/salt storage facilities) Health and Long Term Care assets (such as ambulance services and homes for the aged) Protection Services (such as fire stations or emergency measures centres) Social housing (such as affordable housing for those with low incomes, disabilities or other special needs) Environmental services assets (such as landfills, fleets for waste collection and recycling, water and sewer systems, water distribution systems, storm water systems) Community facilities for Culture and Recreation (such as community halls, libraries, arenas, theatres and parks) Municipal buildings (for administrative services).
In Rural Eastern Ontario, the types of infrastructure which require the largest initial investment and the largest maintenance responsibilities tend to be transportation systems and environmental assets, although for smaller municipalities especially, the cost of building/purchasing and maintaining any of these assets can be a heavy burden. Figure 8 ‐ Total Tangible (Physical) Assets by Type ‐ 2011 (At Cost)
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- Eastern Ontario: A Pattern of Highly Variable Capital Investment 4.1 Total Capital Investments over the 2000‐2011 Period Total Capital Investments by local governments in Eastern Ontario totalled $4.17 billion since 2000 and have been highly variable over the past decade, rising from $198 million in 2000 to a peak of $613 million in 2010, then dropping to $388 million in 2011. This period represents nearly half (48%) of all investment in Rural Eastern Ontario’s infrastructure. Since 2000, there have been multiple peaks in the region’s capital investment profile – often coinciding with the availability of infrastructure‐focused matching funding programs – but the climb from 2005 to 2010 was steep and continuous. Both the volatility in investment patterns and the more recent upward trend suggest that municipalities act on infrastructure needs when they have the resources to do so and, particularly in the last five to seven years, when they have been focusing particular attention on these needs. Figure 2 ‐ Total Capital Expenditures (All Asset Types)‐ Rural Eastern Ontario
Estimates
4.2 Projecting Expenditure Patterns and Financial Requirements: If future annual capital investments follow the trajectory of the 2007‐2011 period, municipalities will be making capital investments of roughly $436 million a year by 2020. This is because 2007‐2011 is characterized by a sharp increase in the 2008‐2010 period but falling back down to 2008 levels in 2011. As is described in a later section of this Paper, this level of capital investment is insufficient to maintain current assets let alone address infrastructure deficits.
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If instead, future investments follow the pattern of the 2000‐2011 period in which capital investment increased by 96%, municipalities would be making capital investments of roughly $1 billion a year by 2020. In this case, municipalities would need to increase capital spending (on all types of infrastructure) by another $621 million a year by 2020. This level of infrastructure investment may well be needed in the years ahead; how it could be financed is another matter.
In 2011, 57 of the 103 municipal governments in Rural Eastern Ontario registered amortization charges higher than their capital investments in that year. The number of municipalities with capital spending that did not at least match declining values in assets doubled from 2010. Total amortization charges in Rural Eastern Ontario in 2011 were $264 million.
4.3 Annual Capital Expenditures – Transportation Services (2000‐2011) With 69,000 lane‐kilometres of roads and 5,000 structures (bridges and large culverts)3, Eastern Ontario is responsible for nearly three‐quarters of the region’s roads‐related infrastructure4 As a result, Transportation Services assets are a major part of municipal capital investment budgets – far larger than the region’s population might suggest. Capital investment in Transportation Services (primarily roads and bridges in Rural Eastern Ontario) totalled $1.6 billion in the 2000‐2011 period, more than a third (38%) of the region’s total investment. Although the proportion varies year by year, capital investments in transportation services can account for 45 to 50 per cent of all capital investments in any given year. Figure 3 ‐ Capital Expenditures on Transportation Services ‐ Rural Eastern Ontario
3 This information is drawn from the February 2012 Financial Sustainability Update report entitled “Facing Our Fiscal Challenges”. 4 The balance is the responsibility of the separated cities and towns plus Ottawa.
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Investment in transportation infrastructure has been highly volatile through the 2005‐2011 period, peaking at $244 million in 2010. This is almost certainly a response to capitalizing on time‐limited cost‐shared investment opportunities associated with federal‐provincial stimulus funding. On average, municipalities in Rural Because investments in transportation Eastern Ontario spend $150 million infrastructure are long‐term by nature (major a year on capital investments in investments in these assets are expected to have transportation systems and $328 on a useful life of at least 8‐10 years – often much operating costs for those systems longer) – projections based on a ten year time (total: $478 million a year). horizon, backward and forward, are likely to be more useful than those based on a shorter, more volatile period. As a result, if municipalities in Rural Eastern Ontario continue to make capital investments in their transportation infrastructure at the same average rate as they did in 2000‐2011, annual capital investments will reach $187 million a year by 2020. This level of investment would mean municipalities would need to increase capital spending by an additional $37 million a year by 2020 just to keep up the investment pace in transportation systems of the past decade. Projected capital investment in transportation systems based on 2007‐2011 and 2009‐2011 patterns yield much lower investment patterns through to 2020 and are an example of how short timeframes create inaccurate predictions of future needs. As will be described in a later section of this report, even the projection based on the 2000‐2011 period suggests a level of investment in transportation services that is almost certainly insufficient to maintain current assets let alone address the backlog/deficit from multiple years of constrained spending. Actual and Projected Operating Expenditures on Transportation Services Because rural municipalities may address a portion of transportation systems maintenance through operating rather than capital budgets (example: grading roads and applying fresh gravel, making improvements to drainage or guardrails), a complete picture of annual investments for maintaining transportation infrastructure must consider the substantial expenditures made each year through municipalities’ transportation‐related operating budgets. On average (over the 2000‐2011 period), municipalities in Rural Eastern Ontario spent $328 million a year on operating costs for transportation systems. A large share of these expenditures are for such responsibilities as winter control (snow ploughing) or maintenance of lighting. However, if a quarter (25%) of the transportation services operating budget is being used to maintain or improve some portion of their roads and bridges infrastructure, it could be said that total annual investment in the maintenance and improvement of transportation system assets have been roughly $230 million a year. ($150 million a year in capital budgets and $80 million a year from operating budgets).
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Figure 4 ‐ Operating Expenditures on Transportation Services ‐ Rural Eastern Ontario
Operating Expenditures on Transportation Services By 2011, transportation services operating budgets for local governments in Rural Eastern Ontario had reached $426 million a year. This is a 92% increase over the year 2000 with a 40% increase in the 2007‐2011 period alone. (Considering both capital and operating expenditures, municipalities are spending a combined total of $478 billion a year on average on their transportation systems.) If the rate of increase from 2007‐2011 holds for the 2012‐2020 period, local governments in rural areas of Eastern Ontario will be spending $750 million a year just to operate their transportation systems and services – this does not include any capital investment. If the pattern of expenditure evident in 2000‐2011 holds for the balance of the decade, annual operating expenditures will be roughly $809 million by 2020. On a per household basis, these expenditures are expected to be $2,103 for each household – nearly double the per household operating expenditure requirements across the region in 2011 ($1,245). If 25% of current operating budgets are deployed to support capital maintenance and improvement, municipalities will be investing $375 million to (re)build or carry out capital maintenance on transportation system assets each year ($187 million from capital budgets and $187 million from operating budgets). As is demonstrated in a later section of the Paper, this is still not enough to address the need for transportation infrastructure investment in Rural Eastern Ontario.
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- Municipal Capital Spending Not Keeping Up to Needs 5.1 Net Book Value of Capital Assets Continue to Decline Comparing Net Book Value of capital assets (the value after depreciation is taken into account) to the Capital Cost (the value of the original capital investment) provides a measure of the degree to which municipalities have been able to invest sufficiently to maintain capital assets. Municipalities in Rural Eastern Ontario held $8.71 billion in capital assets (valued at cost) at the end of 2011. After accumulated depreciation is taken into account, the book value of these assets is $4.97 billion. Using the ratio of these two statistics, Rural Eastern Ontario’s municipal assets have lost $3.74 billion in value, roughly 43% of their original value. In other words, these municipal assets are now worth 57.0% of their original value. This is down very slightly from 57.1% in 2009. Although the timeframe used for projecting to 2020 is limited (just three years of data), the state of Rural Eastern Ontario’s capital assets (infrastructure) appears likely to continue to deteriorate in the 2012‐2020 period, dropping by another fifth of a percentage point (to 56.8%) by the end of the decade. (Note that the same metric for the separated cities and towns is 57.6 % for 2011, projected to drop to 57.4% in 2020.). Although not a major change in dollar value (roughly $175,000), the limited impact of significant stimulus funding (2009‐2010) on preservation of capital assets funding suggests that municipalities need a period of sustained and significant investment to address their capital infrastructure deficit; it will not be addressed in just one or two years. Figure 5 ‐ Projected Change in Value of Capital Assets as Measured by Ratio of Net Book Value Divided by Original Cost
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5.2 Municipal Assets Per Household (Net Book Value) Local governments in Rural Eastern Ontario held $13,169 in assets (at net book value) for each household in the region at the end of 2011. This was virtually identical to assets per household in 2010 ($13,163) and up somewhat from 2009 ($12,075). This is likely the result of stimulus funding in 2009‐2011 period. On a net book value basis, municipal assets per household are projected to increase slightly across the region by 2020, moving up to $13,894 per household. This increase would take place if as projected, the number of households in the region rises more slowly than net capital infrastructure spending (capital investment that exceeds depreciation).
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- Capital Infrastructure Deficit Now Stands at $3.74 Billion 6.1 Capital Infrastructure Deficit Continues to Grow One way to estimate a capital infrastructure deficit is to consider the difference between the cost of assets and their (depreciated) book value. For municipalities in Rural Eastern Ontario, that gap is now $3.74 billion (2011) and has risen in each of 2009 and 2010. The increase in the infrastructure deficit in the 2010‐2011 period ($270 million) represents the annual additional investment that would have been necessary just to keep the infrastructure deficit at roughly the same amount. 6.2 $374 Million a Year Required to Address Capital Infrastructure Deficit Over Next 10 Years If addressed over a ten (10 year) period, the annual capital investment required to address the accumulated capital infrastructure deficit in Rural Eastern Ontario would be roughly $374 million each year. This amount would be used to rehabilitate or replace infrastructure that has seen significant deterioration since its original purchase or construction. This amount is in addition to the investment required to maintain these assets once they are returned to good condition or to maintain other assets that have not (to date) suffered significant deterioration (the $4.97 billion in asset value that is not part of the deficit calculation). (See section 6.3 for an estimate of ongoing capital needs). Figure 9 ‐ Calculation of Capital Infrastructure Deficit for Rural Eastern Ontario
Figure 10 ‐ Calculation of Average Annual Expenditure Required to Address the Capital Infrastructure Deficit in Rural Eastern Ontario
Note that roughly $3.0 billion of the total $3.74 billion capital infrastructure deficit is understood to be for roads and bridges. The 2012 Financial Sustainability Update report estimated the deficit for roads to be $2.48 billion with $526 million for bridges. This analysis was based on FIR and other data on the percentage of assets rated as being in good or very good condition combined with a set of field‐derived assumptions on the costs of rehabilitating or extending the life of various types of roads and bridges. 16
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6.3 $700 Million a Year Required to Maintain the Entire Capital Asset Pool Beyond the resources required to address the accumulated capital infrastructure deficit, annual capital investments are required for capital maintenance on the entire $8.71 billion in assets under the care of municipal government. Replacement cost rather than original cost must be considered when estimating the financial costs of addressing ongoing maintenance of capital assets The replacement cost of virtually all municipal assets has increased markedly over the past decade. As a result, this analysis uses replacement cost of twice the original purchase price. (This is roughly equivalent to an annual increase in costs of 6.5% since 2000 and helps to take into consideration that there have been and will undoubtedly continue to be further cost increases as annual capital investments are made through to 2020. There is significant anecdotal evidence that the cost of materials and other inputs associated with municipal services has increased through the 2000‐2011 period) well beyond the Consumer Price Index for the period. Applying the replacement cost methodology to the 8.71 billion in capital assets and assuming renewal on an average 25‐year asset life span, the investment required to maintain the capital asset base of local governments in Rural Eastern Ontario estimated at roughly $700 million a year5. Assumptions of longer life spans would yield a lower annual maintenance cost and shorter life spans would increase annual maintenance costs. Figure 11 ‐ Annual Investment Requirements to Address annual Costs to Maintain Assets
6.4 Combined Capital Investment Needs Put Total Requirements at $1.074 Billion If the resources required to address the capital infrastructure deficit ($374 million a year for 10 years) are combined with the resource requirements for regular capital maintenance ($700 million a year for 25 years), the total annual capital requirements to maintain the infrastructure in Rural Eastern Ontario is $1.074 billion.
5
Original cost x 2, divided by 25 years.
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If the full amount of capital expenditures in 2011 ($388 million) are deducted from the total $1.074 billion, the additional or new capital expenditures required for both purposes are $686 million a year. Note that these estimates do not include any provision for growth (new infrastructure beyond that which municipalities have today). Figure 12 – Annual Capital Investment Required to Maintain Assets and Address Capital Infrastructure Deficits
Figure 13 ‐ Total Required Capital Expenditures in Rural Eastern Ontario ‐ Projected to 2020
Estimates
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2015 2016 2017 2018 2019 2020
To address the existing capital infrastructure deficit AND maintain the $8.71 billion in municipal capital assets over the long term (25 years), local governments in Rural Eastern Ontario would have to spend an additional $686 million a year. Recognizing that fiscal 2012 is already complete and 2013 is now well under way, the projection above shows a rapid ramp‐up starting in 2014 to the total required expenditure of $1.07 billion a year by 2020. How the need for these increased expenditures could be addressed is a major challenge for rural municipalities. 18
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- Three Ways For Municipalities to Finance Infrastructure Investments 7.1 Ways to Finance Infrastructure Investments Municipalities have three ways to finance – or pay for – infrastructure investments: • Use a portion of annual property tax revenues (or other user fees which would also be paid primarily by local residents and organizations) • Draw down reserves (a time‐limited option) • Take on debt (the principal and interest repayment of which must come from property tax or other locally‐generated revenues). None of these methods – or even all three together – is likely to be sufficient to enable municipal governments in Rural Eastern Ontario to meet their infrastructure investment needs on their own in the current economic climate or without fundamental changes. 7.2 Property Taxpayer Contributions Reach A Billion a Year; Could Top $1.9 Billion by 2020 Municipal Own Purpose Revenues (local property taxes and user fees and charges) increased by 97% over the 2000‐2011 period – from $540 million to more than $1.06 billion. If this trend continues, local governments in Rural Eastern Ontario will bring in $1.90 billion by 2020. This represents incremental revenue requirements of $84 million every year through to 2020. Even if every dollar of this revenue could be devoted to direct capital investment or financing costs for debt, this would be insufficient to address $686 million in additional annual capital investment. Figure 14 ‐ Property Taxpayer Contributions to Support Local Government in Rural Eastern Ontario
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If total Own Purpose Revenues grew through to 2020 at the 2007‐2011 rate (21% over 4 years) or the 2009‐2011 rate (10% over 2 years), these revenues would be in the $1.54 to $1.57 billion by the end of the decade. On an annual basis, these increases represent additional contributions of $52 million a year from ratepayers, rising at the rate of 4 to 5% a year – still well above the Consumer Price Index and the increases in incomes that most people received in the last few years. Property Taxes Increases Average More Than 6% a Year Across the Region: Considering just property taxes (not user fees and charges), revenues raised by municipalities in Rural Eastern Ontario of “own purposes” (to pay for local services) rose from $409 million in 2000 to $786 million in 2011 – an increase of 92% over the period. This rate of increase is equivalent to a 6.1% compound annual growth rate (CAGR) over the entire eleven year period. In a slightly shorter timeframe (2002‐2012), the Consumer Price Index (CPI) for Canada rose by 21.8%. It is clear that local governments have had to increase their draw from the local tax base at rates far higher than the CPI. As is described in the forthcoming Ratepayer Affordability White Paper, roughly three‐ quarters of municipalities in Rural Eastern Ontario exhibit median household incomes below the provincial average. Unemployment rates tend to be higher in rural areas and the percentage of income from government transfers (rather than employment earnings) is significantly higher than for Ontario as a whole. Roughly a quarter of the region’s labour force works in another census division or county – again, significantly higher than for the Province as a whole. Without a change in the economic circumstances of Rural Eastern Ontario, continued above‐CPI increases in property taxes are not sustainable.
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7.3
Municipalities Face Increasing Pressure to take on Debt to Finance Infrastructure Between 2000 and 2011, debt held by local governments in Rural Eastern Ontario rose from $125 million to $556 million – an increase of 345% over the past decade. (The largest percentage increases were in the 2000‐2005 period, leveling off thereafter; CAGR: 18%). If debt levels continue to rise at the 2000‐2011 rate, local governments will have taken on a total of $2.1 billion in debt by 2020. If debt levels rise at the more modest rates of 2007‐2011 or 2009‐2011, they levels will reach $850‐$875 million by 2020. It is likely there will be pressure to take on additional debt as a method of financing infrastructure investments, especially if past patterns of required municipal matches for federal‐provincial infrastructure funding programs persist. Figure 15 ‐ Municipal Debt Levels Across Rural Eastern Ontario
Debt Capacity Limit – MMAH: $1.14 Billion
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7.4 Environmental Services Investments Account for Significant Share of Debt Just 12% ($68 million) of debt currently held by local governments is related to roads and bridges; wastewater systems account for nearly twice as much ($126 million) with debt for water works and storm systems of about the same amount6. In other words, debt has been far more extensively used for environmental services infrastructure than for roads and bridges. Debt financing is also used extensively to finance social housing7, protection services, health services, and recreational facility assets. In many cases, municipalities have an opportunity through user fees and charges to earn back at least some of the revenues they need to service debt for these assets. This is more challenging for transportation systems (unless some form of toll charge was introduced). In a sense, financing needs for roads and bridges – which are substantial – are competing with many other infrastructure needs for a place in the debt financing queue. As a result, some municipalities may be using a portion of their transportation systems operating budget for lower‐cost maintenance such as road grading or smaller drainage improvement projects (See section 4.3). 7.5 Rural Municipalities Are Using Roughly Half of Ministry‐Estimated Debt Capacity The Ministry of Municipal Affairs and Housing uses a formula based on 25% of Net Revenues to calculate the annual resources theoretically available to service debt (make principal and interest payments). Applying this formula to municipal revenues across Rural Eastern Ontario and using the Ministry’s calculation illustration of seven (7) % interest with a five (5) year term, the Debt Capacity for Rural Eastern Ontario’s municipal governments in 2011 was estimated to be $1.14 Billion. Given that roughly half of that debt capacity is already in use (these municipalities are currently carrying $566 million in debt), there is – at most – $575 million in debt capacity at the municipalities’ disposal. Remaining debt capacity is not evenly distributed across municipalities. At the end of 2011, townships and towns (constituent municipalities within two‐tier county systems) held nearly two‐thirds of municipal debt ($346.7 million or 63% of the total). As a result, they were paying 63% of debt charges (principal and interest). Based on the MMAH formula for calculating debt capacity, these municipalities had $586 million in total debt capacity, of which 59% is currently being utilized. Twenty‐seven (27) municipalities are currently using 75% or more of their debt capacity (as calculated using the MMAH formula).
6
Environmental Services will be considered in detail in the forthcoming White Paper on Environmental Services, scheduled for release in the fall of 2013. 7 Social Housing will be considered in detail in the forthcoming White Paper on Environmental Services, scheduled for release in the fall of 2013.
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“Largge area/small population n” municipallities tend to o have less debt d capacityy (because their annual revenues are smaller)) but often have h large caapital infrasttructure resp ponsibilities. At the other o end of the spectrum, 19 municcipalities in Rural R Eastern n Ontario haave no debt at all (acco ording to 201 11 FIRs). The ese municipalities may still s have significant need for capitall infrasstructure invvestment. Debt financing alone will not address th he region’s $3.74 $ billion capital infra astructure deficit. Even if municipal govvernments agreed to pussh borrowing to $2.1 billion – and co ould finance it – there eby financingg all the capiital investme ent deficit re edress with debt, this would be ro oughly doublle the Provin nce’s debt ce eiling estimaates ($1.14 Billion) B and the municipalities wh ho were ove er their debt capacity wo ould be conssidered to be e in financiall jeopaardy. Figure 16 ‐ Estimated E Debt Capacity for Mu unicipalities in Rural R Eastern On ntario, based on n MMAH calcula ation
If mu unicipalities used u 100% of o the Ministtry‐estimate ed debt capaacity, they would reach their t maxim mum with another $575 5 million in debt. d The reggion as a wh hole would re each that thresshold in fiscaal 2014. This strategy wo ould look aftter about 15% of the currrent capital infrasstructure de eficit (since current c debt is already committed and is by defiinition not availaable to address the deficcit). It could be said thatt additional debt d could be b used to leverage investm ments by othe er levels of government g t, in say, a 1//3; 1/3; 1/3 funding f form mula, there eby supporting a total off $1.74 billio on in infrastructure invesstment. Thiss assumes th hat sufficcient matching funds are e available in n the next fe ew years. The argument could be maade that $1.74 $ billion n would take e rural municcipalities a lo ong way tow ward addresssing infrasstructure challenges – which w it would. The quesstion is: can they t afford to t service th his debt?? And can up pper levels of o governme ent afford to participate in a cost‐shaared program?
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7.6 Debt Service Costs Could Crowd Out Other Operating Expenditures Debt must be financed – the principal must be repaid and interest on borrowing must be paid. In 2011, municipalities in Rural Eastern Ontario paid $69.6 million in principal and interest payments (debt servicing costs). Two‐thirds of these payments ($45.2 million) are principal. Nearly two‐thirds ($48.9 million) of the total costs are being born by constituent municipalities/lower tiers. These are annual revenues from property taxes that could otherwise go to cover annual operating expenditures. The annual debt repayment limit for Rural Eastern Ontario as a whole, as derived from use of the Ministry of Municipal Affairs and Housing formula (25% of net revenues) is $234.7 million (2011). Therefore, it can be said that municipalities are using roughly 30% of their theoretical capacity to service debt ($69.6 million of $234.7 million). However, if municipalities took on additional debt to fully utilize the estimated carrying capacity, they would have to find $165 million a year in savings ($234.7 million less $69.6 million) from their annual operating budgets in order to be able to carry the debt servicing costs. In this sense, debt service costs could crowd out other operating expenditures on programs and services that are mandated, expected and valued by citizens. If debt service costs rise through to 2020 by the same proportion as debt rises (to address the $2.1 billion projected debt in section 7.3, based on the 2000‐2011 pattern), debt service costs would increase to roughly $355 million a year. Essentially own purpose revenues would have to increase at the same pace and all other operating cost increases would have to follow the same pattern as over the past decade. These rates of increase are not likely to be sustainable. The most aggressive scenario for Own Purpose Revenues would see them rise to $1.9 billion by 2020. Total operating expenditures are also expected to rise sharply, to at least $2.19 billion by 2020 (see Municipal Affordability White Paper for details). Without significant action on both the revenue and cost fronts, it is unlikely that additional fiscal room for debt servicing will open up by virtue of higher than expected revenues or lower than expected expenditures.
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7.7 Debt Servicing Costs Rising as Percentage of Total Operating Revenue Based on projections from three historical scenarios, debt servicing costs are expected to increase by 57% (or about 6% a year) through to 2020 although the increases could be much higher if debt grows at the rate of the 2000‐2011 period. For municipalities in Ontario, financial risk from over‐indebtedness is assessed on the basis of debt servicing costs as a percentage of total operating revenue. Across Rural Eastern Ontario as a whole, that ratio was 2.5% in 2009, rising slightly to 3.4% by the end of 20118. As a region, Rural Eastern Ontario would be classified as “low risk” according to the metric used by the Ministry of Municipal Affairs and Housing for individual municipalities9. However, this regional ratio is an average of more than 100 municipalities. At the moment, most municipalities are in the “low‐risk” category. However there are a few with debt servicing ratios higher than 10% (high risk). Roughly a quarter of municipalities are now in the moderate risk category (ratios of 5 to 10%). If the debt trend exhibited in 2000‐2011 continued through to 2020, debt servicing costs would consume 6.8% of total operating revenue – putting the region as a whole in the Ministry’s moderate‐risk category. The crossover point for the region as a whole would likely be in late 2015/early 2016. Before that time, it is likely that growing debt levels – and higher debt servicing requirements – would begin to pose significant financial difficulties for some municipalities – especially those that are already in the moderate or high risk categories.
8
The Ontario Ministry of Infrastructure notes that in 2011, 236 of the Province’s municipalities (57%) spent less than 5% of their total own‐source revenues to pay debt servicing costs (principal and interest) on long‐term financial obligations. Of those 236 municipalities, 69 did not have any debt servicing costs. Only 14 small, rural and northern municipalities (3%) paid more than 15% of own‐source revenues in debt servicing costs. Source:
http://www.moi.gov.on.ca/en/infrastructure/building_together_mis/consultations‐funding.asp 9 In fiscal 2011, 71 municipalities (upper/single and lower tier) were classified as low‐risk (ratio of less than 5%). 25 municipalities were considered moderate risk (ration between 5 and 10 per cent and 6 were considered high risk (ratios over 10 per cent).
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Figure 17 ‐ Debt Servicing Costs as a Percentage of Total Operating Revenue
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- Maintaining or Growing Reserves Will Be Difficult in Years Ahead 8.1 Rural Eastern Ontario Had $686 Million in Reserves at the End of 2011 At the end of 2011, municipalities in Rural Eastern Ontario had total reserves of $686 million, split between three types of reserve funds: Obligatory Reserves Discretionary Reserves Reserve Funds Total
$120 million (earmarked for specific purposes by legislation) $102 million A report by the Ministry of $464 million Municipal Affairs and Housing (May 2012) indicated that total $686 million Municipal Reserves in Eastern
Discretionary Reserves and Reserve Funds are used to Ontario (rural and urban local manage cash flow for operating and capital governments) was $2.6 Billion. Just $686 million of those expenditures within a fiscal year, to respond to in‐year reserves are held by Rural emergencies, and sometimes to provide the municipal Eastern Ontario. match for infrastructure funding programs. As a result, The regional reserves balance for the combined total for Discretionary Reserves and Eastern Ontario as a whole was Reserve Funds ($566 million at the end of 2011) the lowest of any Ontario region. represent a reasonable estimate of the amount of reserve funds that local governments would have available for investment in capital infrastructure. Note that at $566 million, Rural Eastern Ontario has roughly 29% more reserves than the separated towns and cities in the region ($439 million). However, Rural Eastern Ontario also has much more capital infrastructure to maintain ($8.7 billion compared to $5.3 billion), particularly transportation assets (roads and bridges) and environmental assets (e.g. water and sewer)10.
10
Rural Eastern Ontario has $7.08 billion in these two asset categories compared to $4.16 billion for separated cities and towns.
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8.2 Rural Eastern Ontario May Have $845 Million in Discretionary Reserves by 2020 Projections for the total Discretionary Reserves and Reserve Funds likely to be available in 2020 suggests that local governments may have roughly $845 million in these two types of reserve funds. This is based on the growth rate in the 2007‐2011 period and would reflect a 49% increase over 2000. While this may seem like a healthy rate of increase, increased reserves will be needed to cash flow $2.2 billion in annual operating expenditures projected for that same year as well as capital expenditures – even without major infrastructure invests. And as operating budgets become ever tighter, there will be pressure to minimize or eliminate any contributions to reserves from small surpluses that may arise from time to time. Further, there will be considerable pressure on municipalities to use existing reserves to finance capital investment requirements of nearly $1 billion a year. The reserves projected to be available by 2020 would cover just one year of infrastructure investment and then the cupboard would be bare. In addition, municipalities would have no ability to cash flow their operations. Figure 18 ‐ Discretionary Reserves and Reserve Funds ‐ Rural Eastern Ontario 2000‐2020
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- Taking Action on Municipal Infrastructure Affordable municipal infrastructure will require local governments to change the trajectory of the costs and methods associated with infrastructure investment and maintenance as well as the revenues available for infrastructure purposes. The following recommendations cover some actions that local governments might take on their own or through the EOWC, as well as those which might be undertaken in partnership with upper levels of government. Recommendations for EOWC and Constituent Municipalities: E‐1: It is proposed that the EOWC continue to actively support the development and implementation of a regional economic development strategy, with the long‐term objective of stimulating growth as well as jobs across the region, which will in turn stimulate growth in the region’s tax base. E‐2: It is proposed that the EOWC create a regional infrastructure task force to explore ways to reduce the need for future infrastructure investments, reduce maintenance costs for existing infrastructure, and manage required infrastructure as efficiently as possible. E‐3: As part of the regional infrastructure task force, It is proposed that the EOWC lead the creation of a transportation infrastructure renewal network comprised of municipalities in Rural Eastern Ontario, to explore (among other topics) possible cost savings through collaborative action (examples: reducing costs through larger tenders and equipment sharing) and greater use of techniques to extend the life of existing assets. (A description of this network is contained in Appendix A.) E‐4: It is proposed that all municipalities in Rural Eastern Ontario be encouraged to ensure that their Asset Management Plans are complete by the end of 2013 as required. Recommendations for the Province of Ontario: U‐1: It is proposed that the EOWC work in partnership with the Province of Ontario to design and to implement as soon as possible a permanent, predictable, non‐competitive infrastructure fund designed specifically for small, rural and remote areas (See Appendix B for recommended design parameters). U‐2: It is proposed that the Province of Ontario continue implementation of the social services upload to 2018, thereby providing additional fiscal capacity for municipalities to address infrastructure maintenance needs as well as assisting in the provision of other critical municipal services. U‐3: It is proposed that the Province of Ontario provide Eastern Ontario municipalities that have significant Crown lands or other lands with assessment constraints (e.g. managed forests, farmland, aggregate sites etc.) within their jurisdictions with compensation reflecting these property‐based limitations. The compensation could be a Payment‐in‐Lieu or an annual share of revenues accruing to the Province from these lands (e.g. royalties from stumpage fees). This compensation would be in recognition of the service provided by municipalities in building and maintaining roads and bridges, and providing emergency services for these tax‐exempt lands.
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Appendix A: Description of Transportation Infrastructure Renewal Enterprise (TIRE) Background: In the course of bringing forward recommendations from the 2012 Financial Sustainability Update Project (Facing Our Fiscal Challenges), the EOWC received the suggestion that a new virtual provincial‐rural network, known as the Transportation Infrastructure Renewal Enterprise (TIRE), be created with the following scope of work: • Share expertise and experience on the optimal use of road life extension techniques in rural areas • Compare approaches to use of pavement condition indices (PCIs) or other methods for assessing the condition of transportation assets • Increase utilization of more extensive joint tendering to increase the average size of tenders, make more effective use of equipment brought into/across the region • Develop the best ways to maintain roads and bridges downloaded by the Province in 1998 • Develop recommendations for the best ways to address bridge infrastructure requirements (e.g. reconstruct vs. extend life/reinforcement decisions; multi‐year financing mechanisms. The reasons for the recommendation were: a) the large and dominant role that roads and bridges play in the infrastructure responsibilities of rural municipalities and the regional economy (roads and bridges are the region’s transit system), b) anecdotal evidence suggesting that many municipalities have developed ways of managing rural transportation systems that might be of benefit to their colleagues in other municipalities, and c) rural areas may have conditions and circumstances which a province‐wide organization such as OGRA might not have the resources to address. Membership: It is proposed that such a network be open to upper and lower tier municipalities with transportation services responsibilities and that collaboration with the Ontario Ministry of Transportation be sought to exchange ideas and information that would be applicable in conditions common across Rural Eastern Ontario (e.g. topography that makes road construction and drainage more challenging, large proportions of surface‐ treated roads, effective new pavement mixes, conditions under which pavement recycling is technically possible and cost‐effective, addressing increased average annual daily traffic (AADT) due to seasonal traffic or proximity to major urban centres.) Governance: It is proposed that TIRE would convene quarterly at different points around the region based on an agenda that facilitated presentations, discussions or working sessions within the scope of work described above. It is expected that TIRE would be self‐funded with municipalities participating on a voluntary basis and volunteering to host the gathering if they have the facilities to do so. The EOWC could consider small amounts of funding to TIRE to cover the costs of presenters’ travel or basic refreshments for meeting participants. It is further proposed that participation be open to representatives of single/upper or lower tiers within EOWC boundaries, and that MTO be offered a standing invitation to participate in the events. It would be necessary to have a small executive team to launch and provide oversight for TIRE. At least initially, the executive team could be drawn from Roads Superintendents with an interest in making a regional contribution. 30
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Appendix B: Recommendations on a Permanent Infrastructure Fund: The Eastern Ontario Wardens Caucus (EOWC) recommends that the Province of Ontario design its proposed infrastructure fund for small, rural and Northern areas with the following principles in mind: P‐1: Allocate sufficient resources to the infrastructure program to make a real impact. If the Province determines to establish the permanent fund at $100 million a year, the EOWC recommends that the Province also target to move total program funding to a minimum of $250 million a year by 2017 and $350 million a year by 2020. This scale‐up recommendation is offered with an appreciation for the province’s current fiscal circumstances and is contingent upon definitions of “small, rural and Northern” as suggested in recommendation P‐2. In presenting this recommendation, the EOWC is mindful of the scale of past provincial support for infrastructure ($750 million a year via the Ministry of Transportation and $1 billion a year in conditional infrastructure funding). The EOWC notes that relatively few of the municipalities in Rural Eastern Ontario derive benefit from the provincial gas tax funding program. However, because of differences in program design, federal gas tax funding provides the region’s rural municipalities with more than $40 million a year. The design of Ontario’s proposed infrastructure funding program should deliver at least as much targeted support for small/rural municipalities in Eastern Ontario. This could be considered on the basis of a proportion of annual infrastructure funding through the proposed fund (e.g. 40% of $100 million). P‐2: Define “small, rural and Northern” to ensure that all three types of municipalities (single, upper, and lower tiers) found outside of major Ontario cities are eligible for the program and that lower tier municipalities are able to receive funds directly. The EOWC notes that responsibility for various types of infrastructure may rest with the upper tier, the lower tier or a combination of the two. Eligibility definition(s) must reflect this diversity in responsibility for infrastructure. The EOWC recommends that population density be considered as the definition of “small, rural” and that for the purposes of design of the proposed infrastructure fund, eligible municipalities would be any upper or single tier municipality with population density of 50 persons per square kilometre or less. In the case of two‐tier municipalities (counties), any lower tier municipality within a county with an overall population density of 50 persons per square kilometre or less would be considered eligible for infrastructure funding and could receive funding directly according to the allocation formula proposed in recommendation P‐6.
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The EOWC believes that population density is an effective, easily verifiable measure through which municipalities with small populations and large geographic areas of service can be targeted. These are the municipalities for which the Ontario Ministry of Infrastructure expressed concern11 related to per capita or pure population‐based models; the EOWC shares these concerns. Getting the eligibility condition(s) right would also ensure that the proposed permanent infrastructure fund is focused on those municipalities that do not have transit systems as defined by the Provincial Gas Tax funding program. P‐3: Make the fund permanent, with predictable timelines for receiving and reporting on use of the allocated resources. A permanent fund will encourage annual and multi‐year planning with corresponding improvements in tendering processes and securing services at reasonable costs. A permanent fund will allow both the Province and the municipalities to capitalize on comprehensive Asset Management Plans. P‐4: Make the fund non‐competitive. To capitalize on recently‐completed Asset Management Plans and the annual construction cycle, the EOWC strongly recommends an allocation‐ based system (similar to the Federal Gas Tax Program) rather than a competitive one. An allocation‐based system allows municipalities to deploy their staff and financial resources to preparatory work that will be utilized – sometimes over several fiscal years – as the allocated funding becomes available. The uncertainty of an application‐based system would contradict the Province’s encouragement for more effective long‐term asset management and maintenance, and puts municipalities at a serious disadvantage when tendering for construction work. P‐5: Make the fund predictable – both in the amount of funding available in any given fiscal year and the allocations to individual municipalities. Municipalities need to know that a permanent fund will have at least the same monies available for allocation in successive fiscal years. Variations to the available funding each year will change the allocations to individual municipalities and negate at least some of the planning benefits associated with a permanent fund. In addition, predictability as to availability of funding within the fiscal year is also important. The infrastructure funding should flow as early in the fiscal year as possible to help municipalities make the best use of those resources in the busy, highly‐ competitive Canadian construction season.
11
Ontario Ministry of Infrastructure: “The benefits of any program should also be considered in light of the amount of provincial funding available and the large number of rural and small communities in Ontario: the more municipalities receive funding, the smaller the grant each receives. The resulting grant amounts may be insufficient for municipalities to proceed with key projects. An example of an entitlement program is one that distributes funds based on a population threshold. While this type of funding is stable and predictable, infrastructure needs are not determined by population size alone. For example, a community that covers a large area with an extensive road and bridge network with a relatively low population would be disadvantaged under a population‐based model. An entitlement formula that accounts for the size and condition of municipal assets would allow funding to be better targeted to needs.” Source: Ontario Ministry of Infrastructure – MIS (MIII): http://www.moi.gov.on.ca/en/infrastructure/building_together_mis/consultations‐funding.asp
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P‐6: Apply a transparent allocation formula that reflects a) the municipality’s ability to pay, and b) the scale of its infrastructure responsibilities. The EOWC expresses its willingness to work with the Province on a simple formula that allocates available funds across all eligible municipalities based on the extent of that municipality’s infrastructure asset base (considering all types of capital assets). As the Ontario Ministry of Infrastructure has noted12, Net Book Value is a simple measure of municipalities’ infrastructure responsibilities, the data for which is submitted to the Province each year as part of the (audited) Financial Information Return (FIR). The EOWC recommends that allocation of the proposed fund be made based on each municipality’s share of the total infrastructure assets held by eligible municipalities, measured by Net Book Value. (For instance, if the Net Book Value of a municipality’s capital assets is 1% of the total Net Book Value of assets held by all eligible municipalities, that municipality would receive 1% of the annual funding from the proposed fund.) Municipalities must also commit to using funds received for infrastructure maintenance/ improvements above a threshold/baseline representing past investments. For example, the baseline might be set using a multi‐year baseline of past expenditures. Municipalities must commit to using these funds for infrastructure investments (largely maintenance of existing assets) beyond the levels they have been able to make in past. These commitments to use of allocated funds would reference municipal infrastructure needs as set out in their Asset Management Plans. It is further proposed that the Province of Ontario develop or design a feature into its proposed infrastructure funding program that will provide a funding supplement for municipalities making capital investments in roads and bridges that were part of the 1998 download. The detailed information on such roads and bridges is well‐known to both the Province and the municipalities involved so the baseline data is easily verifiable. Where roadways run through multiple municipalities, the funding supplement could be contingent upon a collaborative approach by multiple municipalities. P‐7: Give municipalities the responsibility to set their own priorities, based on a completed and municipally‐approved Asset Management Plan. Bill 92, passed into law in June of 2005 as the Municipal Law Amendment Act 2005, enshrined in law a Memorandum of Understanding (MOU) between the Province of Ontario and the Association of Municipalities of Ontario (AMO) that committed the Province to co‐operating with local governments on issues that affect municipalities. The EOWC suggests that priority‐setting on local infrastructure funding needs – which should be evident in Asset Management Plans – is consistent with this principle and reflects the diversity of municipalities across Ontario.
12 The Ontario Ministry of Infrastructure notes that many municipalities have less than half of the value of their core assets remaining (Net Book Value 2011). Source: http://www.moi.gov.on.ca/en/infrastructure/building_together_mis/consultations‐funding.asp
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P‐8: Ensure accountability for use of public funds by requiring that funding be used to implement initiatives or plans which are referenced in the municipality’s Asset Management Plan. The only exceptions to this condition would be for emergency repair work or disaster recovery (e.g. damage from floods, fires or other natural disasters), which are presumably not predictable. The funding allocation should be portable, to allow municipalities to carry funds forward for a maximum of three (3) years, thereby facilitating large projects which cannot be accomplished in a single fiscal year. Such large projects must be referenced in the municipality’s Asset Management Plan. P‐8: Use a simple, straightforward report on disposition of funds, preferably with definitions, descriptions and budget lines that are consistent with data that municipalities submit with their annual Financial Information Return (FIR) or that are utilized by the federal census. Using data from validated sources also saves municipal and provincial staff time and avoids confusion. For example, Eastern Ontario municipalities have found the approach taken to reporting on infrastructure funding through the Federal Gas Tax program to be effective but not onerous in terms of staff time to complete. The report on disposition of funds should follow project implementation and be held to the same degree of scrutiny as applies for a FIR (since infrastructure expenditures would be audited by the municipality’s auditor). As the fund is established, the EOWC commits to work with the Province of Ontario to publicly recognize and give credit to the provincial government for its action on rural infrastructure and the improvements that take place across Eastern Ontario as a result.
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REPORT 2013-169 ADMINISTRATIVE REPORT To:
Warden and Council Members of the County of Frontenac
From:
Elizabeth Savill CAO
Prepared by:
Marian VanBruinessen Treasurer
Date prepared:
September 3, 2013
Date of meeting:
September 18, 2013
Re:
Financial Services – 2013 2nd Quarter Financial Summary
Recommendation RESOLVED THAT Council of the County of Frontenac receive this Financial Services – 2013 2nd Quarter Financial Summary report for information.
Background The County of Frontenac Financial Summary for the 2nd Quarter of 2013 is attached.
Comment Revenue Municipal Transfers: Transfers from the City of Kingston have been adjusted to reflect the City share of the second quarter surplus for Fairmount Home and Land Ambulance. Federal and Provincial Transfers: Variance is attributed to timing differences. Fees and Service Charges: Fairmount resident revenues are under budget, but are reconciled at year end against Provincial revenue so that the total amount received from the Province and the residents is within the prescribed Ministry of Health funding for Fairmount Home. Provincial Offences net revenue is higher than budget. Other Income: Variance is attributed to timing differences. Administrative Report nd Financial Services – 2013 2 Quarter Financial Summary September 18, 2013
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Expenses General Government: Budget to actual variance is primarily due to timing. Capital projects and new expenses were deferred until budget approval. Protection to Persons and Property: Defibrillators were purchased through the Heart and Stroke Foundation program. The expense is completely offset with funding. Transportation Services: Salaries and benefits are slightly underbudget, but this will likely be made up over the summer months. Ambulance Services: Timing differences account for under expenditure in operating. The Robertsville Road Land Ambulance Station project is just getting underway in the last quarter of the year as the process was postponed pending budget approval. Fairmount Home: At the end of the 2nd quarter, wages were under budget $121,573 and benefits were under budget $110,446. It must be recognized that the prime vacation period doesn’t start until July. Further, spending on approved new and replacement equipment in the amount of $36,000, has just been started. Medical supplies & incontinence supplies are under budget. Fairmount started a new incontinence product trial in June. High intensity needs products are under budget as well. A detailed report providing further discussion of the Fairmount variance is attached. Social & Family Services: The City is invoicing based on its budget, but Ministry funding announcements were acknowledged in the County budget. Amounts will be reconciled at year end. Social Housing: Timing difference accounts for over expenditure. Planning and Development: Projects were deferred pending budget approval. Recreation and Culture: On budget. Other: Includes grants which have not yet been released.
Sustainability Implications Within Directions for Our Future, the vision statement associated with Capacity Building and Governance states that “Government decision-making processes are clear, forward thinking and focused on the longer term”. By reviewing quarterly financial statements, Council can assure itself that the direction given through the 2013 budget is being carried out. At the same time, this information is being shared publicly.
Organizations, Departments and Individuals Consulted and/or Affected Senior Management Team
Administrative Report Financial Services – 2013 2nd Quarter Financial Summary September 18, 2013
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COUNTY OF FRONTENAC 2013 Variance to June 30, 2013 Summary of Revenue and Expenditure
2013 Budget $
to date Budget $
to date Actual $
REVENUE Requisition on Municipalities Federal and Provincial Transfers Investment Income Fees and Service Charges Other Revenue City of Kingston Contribution Recoveries
8,161,907 13,922,838 144,102 3,362,122 509,370 10,010,435 161,766
4,035,770 6,961,419 74,102 1,663,950 199,070 4,133,653 50,154
4,035,770 6,920,375 76,299 1,678,559 115,803 4,213,235 65,749
0 -41,044 2,197 14,609 -83,267 79,582 15,595
100.00% 99.41% 102.96% 100.88% 58.17% 101.93% 131.09%
Subtotal Revenue before Requisition
28,110,633
13,082,348
13,070,020
-12,328
99.91%
Subtotal Revenue With Requisition
36,272,540
17,118,118
17,105,790
-12,328
99.93%
Transfer From Reserves/Reserve Funds
4,162,883
869,089
0
-869,089
0.00%
Total Revenue and Reserve Transfers
40,435,423
17,987,207
17,105,790
-881,417
95.10%
EXPENSE General Government Less: Non-Cash Items Net: General Government Protection to Persons and Property Transportation Services Land Ambulance Less: Non-Cash Items Net: Land Ambulance Health Services Fairmount Home Less: Non-Cash Items Net: Fairmount Home Fairmount Home Debenture Social and Family Services Social Housing Recreation and Cultural Services Less: Non-Cash Items Net: Recreation and Cultural Services Planning and Development Other Expenditures Total Expense
3,003,382 -222,217 2,781,165 17,650 909,399 16,878,880 -903,396 15,975,484 690,736 13,626,283 -540,852 13,085,431 1,531,350 1,248,704 769,467 819,356 0 819,356 1,648,647 958,034 40,435,423
1,217,845 -111,108 1,106,737 15,300 447,340 8,271,810 -451,698 7,820,112 345,368 6,458,277 0 6,458,277 765,675 624,352 372,235 367,398 0 367,398 564,944 140,300 19,028,038
1,191,726 -47,828 1,143,898 87,109 421,651 7,508,137 -136,589 7,371,548 345,366 5,044,800 -135,090 4,909,710 729,399 511,336 424,233 378,886 -11,488 367,398 262,305 51,091 16,625,044
-26,119 63,280 37,161 71,809 -25,689 -763,673 315,109 -448,564 -2 -1,413,477 -135,090 -1,548,567 -36,276 -113,016 51,998 11,488 -11,488 0 -302,639 -89,209 -2,402,994
97.86% 43.05% 103.36% 569.34% 94.26% 90.77% 30.24% 94.26% 100.00% 78.11% 0.00% 76.02% 95.26% 81.90% 113.97% 103.13% 0.00% 100.00% 46.43% 36.42% 87.37%
0
-1,040,831
480,746
1,521,577
-46.19%
Accumulated Net Revenue (Deficit)
Administrative Report Financial Services – 2013 2nd Quarter Financial Summary September 18, 2013
2013-169 Financial Services
Variance $
% Total Annual Budget
Page 3 of 5
Page 259 of 337
AgendaItem#11e)
COUNTY OF FRONTENAC 2013 Variance to June 30, 2013 Summary Of Revenue and Expenditure 2013 Budget $
to date Budget $
to date Actual $
Provincial Funding Special Projects Revenue Sale of Vehicle & Equipment Recoveries Other
7,541,214 0 0 0 0
3,770,607 0 0 0 0
3,643,003 0 0 2,649 8,104
-127,604 0 0 2,649 8,104
96.62% 0.00% 0.00% 0.00% 0.00%
Total Revenue
7,541,214
3,770,607
3,653,756
-116,851
96.90%
Salaries Benefits Office Supplies and Repair Medical Supplies and Repair Equipment Supplies and Repair Public Relations Travel, Training, Conference fees Professional, Contracted Service, Insurance Building Mainenance Communications Supplies, Service and Equipment Vehicle Service and Suppllies Rentals, Leases, Penalties and Interest Utility Costs External Transfers Other Depreciation Current Expenditures Subtotal Less: Non Cash Items Net: Service Delivery Reserve for Vehicle, Equip, Replacement & Other Projects Total Direct Service Expense
9,115,868 2,883,643 101,000 317,000 92,900 13,100 69,500 180,021 150,875 230,336 658,740 232,074 79,960 233,768 5,500 903,396 15,267,681 -903,396 14,364,285 737,275 15,101,560
4,557,934 1,441,899 61,350 158,502 47,350 6,550 34,750 152,021 75,437 115,168 334,840 116,037 39,980 116,884 2,750 451,698 7,713,150 -451,698 7,261,452 0 7,261,452
4,560,694 1,491,875 32,087 132,950 41,233 1,900 14,557 154,072 89,542 100,345 297,372 101,106 46,226 97,403 -4,144 141,430 7,298,648 -136,589 7,162,059 0 7,162,059
2,760 49,976 -29,263 -25,552 -6,117 -4,650 -20,193 2,051 14,105 -14,823 -37,468 -14,931 6,246 -19,481 -6,894 -310,268 -414,502 315,109 -99,393 0 -99,393
100.06% 103.47% 52.30% 83.88% 87.08% 29.01% 41.89% 101.35% 118.70% 87.13% 88.81% 87.13% 115.62% 83.33% -150.69% 31.31% 94.63% 30.24% 98.63% 0.00% 98.63%
Capital Revenue City of Kingston Contribution From Reserves Total revenue and reserve transfers
24,135 861,662 885,797
0 861,662 861,662
0 0 0
0 -861,662 -861,662
0.00% 0.00% 0.00%
Capital Expense Vehicle New Vehicle Replacement Equipment New Equipment Replacement Prior Year Capital Building Total Capital Expenditure
0 237,000 15,264 171,660 15,000 450,000 873,924
0 237,000 0 171,660 0 150,000 558,660
0 130,409 0 79,080 0 0 209,489
0 -106,591 0 -92,580 0 -150,000 -349,171
0.00% 55.02% 0.00% 46.07% 0.00% 0.00% 37.50%
Total Ambulance Expenditure
15,975,484
7,820,112
7,371,548
-448,564
94.26%
Net Operating Expense Net Capital Expense Total Expense
7,560,346 -11,873 7,548,473
3,490,845 -303,002 3,187,843
3,508,303 209,489 3,717,792
17,458 512,491 529,949
100.50% -69.14% 116.62%
City of Kingston Frontenac
6,011,163 1,537,310
2,775,539 412,304
2,789,420 928,372
13,881 516,068
100.50% 225.17%
Variance $
% Total Annual Budget
LAND AMBULANCE SERVICES
Administrative Report Financial Services – 2013 2nd Quarter Financial Summary September 18, 2013
2013-169 Financial Services
Page 4 of 5
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AgendaItem#11e)
COUNTY OF FRONTENAC 2013 Variance to June 30, 2013 Summary Of Revenue and Expenditure 2013
Total Annual Budget %
Variance Budget $
Budget $
Actual $
$
FAIRMOUNT HOME FOR THE AGED Revenue Provincial/Federal Funding
5,216,928
2,625,164
2,670,748
45,584
101.74%
Other Revenue
1,000
500
500
0
100.00%
Recoveries
85,395
42,698
30,547
-12,151
71.54%
Residents - Accommodation Fees
2,851,947
1,425,974
1,395,730
-30,244
97.88%
Revenue Subtotal Before Municipal Contribution
8,155,270
4,094,336
4,097,525
3,189
100.08%
61,000
0
0
0
0.00%
8,216,270
4,094,336
4,097,525
3,189
100.08%
Transfers - Reserves/Reserve Funds Total Revenue and Reserve Transfer Program and Support Services Direct Nursing and Personal Care Nurse Practitioner Nursing and Personal Care Administration Raw Food Dietary Services Housekeeping Services Laundry and Linen Services Building and Property Facility Costs General and Administrative Less: Non-Cash Items Net: General and Administrative
415,853
207,927
167,346
-40,581
80.48%
4,438,717
2,219,359
2,115,995
-103,364
95.34%
137,895
68,947
67,772
-1,175
98.30%
1,436,551
719,039
610,373
-108,666
84.89%
391,619
195,809
177,601
-18,208
90.70%
998,721
500,361
464,390
-35,971
92.81%
600,150
300,075
285,719
-14,356
95.22%
252,113
126,057
111,844
-14,213
88.72%
509,311
252,155
271,483
19,328
107.67%
278,805
169,655
167,805
-1,850
98.91%
1,599,616
497,595
580,980
83,385
116.76%
-540,852
0
-135,090
-135,090
0.00%
1,058,764
497,595
445,890
-51,705
89.61%
Operating Expense Subtotal
10,518,499
5,256,979
4,886,218
-370,761
92.95%
Capital Improvements City Share of Surplus Retained County Share of Surplus Retained
2,527,932
1,162,300
23,492
-1,138,808
2.02%
0
0
0
0
0.00%
0
0
0
0
0.00%
Total expense Reserve transfer
13,046,431
6,419,279
4,909,710
-1,509,569
76.48%
39,000
39,000
39,000
0
100.00%
Total Expense and Reserve transfer
13,085,431
6,458,279
4,909,710
-1,548,569
76.02%
Municipal Contribution City of Kingston Share County of Frontenac Share
4,868,908
2,363,943
812,185
-1,551,758
34.36%
3,284,337
1,580,961
552,286
-1,028,675
34.93%
1,597,051
795,462
259,899
-535,563
32.67%
Administrative Report Financial Services – 2013 2nd Quarter Financial Summary September 18, 2013
2013-169 Financial Services
Page 5 of 5
Page 261 of 337
AgendaItem#11f)
REPORT 2013-171 ADMINISTRATIVE REPORT To:
Warden and Council Members of the County of Frontenac
From:
Elizabeth Savill CAO
Prepared by:
Marian VanBruinessen Treasurer
Date Prepared:
July 31, 2013
Date of Meeting:
September 18, 2013
Re:
Financial Services – Township of Frontenac Islands Financial Contract Transition
Recommendation RESOLVED THAT Council of the County of Frontenac accept the Financial Services – Township of Frontenac Islands Financial Contract Transition report for information only.
Background Council adopted the Report from Committee of the Whole on July 17, 2013 which included the following:
Motion #: 319-13
Moved By: Seconded By:
Deputy Warden Clayton Councillor Davison
a) WHEREAS the County of Frontenac approved the completion of a contact with the Township of Frontenac Islands in July 2008 for the provision of Financial services on a cost recovery basis; AND WHEREAS the contract staff position originally provided for in the 2013 budget was removed as the representatives of the Township of Frontenac Islands indicated that the Township does not require the financial services provided by the County under the contract as of July 1, 2013; Administrative Report Financial Services – Township of Frontenac Islands Financial Contract Transition September 18, 2013
2013-171 Financial Services
Page 1 of 3
Page 262 of 337
AgendaItem#11f)
NOW THEREFORE the Committee of the Whole Council accept the Financial Services – Termination of Contract to Provide Services to the Township of Frontenac Islands report; AND FURTHER THAT the Council of the County of Frontenac shall direct staff to prepare an agreement to terminate the contract for financial services with the Township of Frontenac Islands as of December 31, 2013; AND FURTHER THAT the agreement to terminate the contract for financial services be forwarded to the Council of the Township of Frontenac Islands for execution; AND FINALLY THAT the Council of the County of Frontenac authorize the CAO and Warden to execute the termination agreement. CARRIED
Comment A letter of termination was forwarded to the Township of Frontenac Islands in August 2013, but has not yet been presented at Township Council. County staff has met on numerous occasions with the CAO of the Township of Frontenac Islands and has spent time with him and other Township staff to provide training on the various requirements of municipal accounting, the Great Plains financial system and the legislative and functional requirements of payroll processing. County staff has provided substantial support to the auditors for the 2012 audit, originally scheduled at the beginning of June but postponed until the end of August as information had not yet been gathered and provided by the Township. Payroll was identified as the first module for transition. County staff provided support to prepare the payroll for transition to Ceridian for the week of August 5th. County staff has continued to provide payroll support for subsequent pays. Further training has been provided with respect to benefit processing and reconciliation requirements outside of payroll processing. When contacted, the Township CAO indicated that he plans to have the Accounts Payable module transitioned by the end of October, but the details for this transition have not been finalized. No timetable has been provided for transition of the Accounts Receivable or Property Tax activity. All processing for the latter has been completed for 2013, so there is no further opportunity for training. County staff continues to provide ongoing financial support to Frontenac Islands, but it is evident that there is not an understanding at the Township of the complexity of the requirements, nor an appreciation for the time required to undertake the processing in compliance with legislation.
Administrative Report Financial Services – Township of Frontenac Islands Financial Contract Transition September 18, 2013
2013-171 Financial Services
Page 2 of 3
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AgendaItem#11f)
Financial Implications None at this time.
Organizations, Departments and Individuals Consulted and/or Affected George Luhowy, CAO Township of Frontenac Islands
Administrative Report Financial Services – Township of Frontenac Islands Financial Contract Transition September 18, 2013
2013-171 Financial Services
Page 3 of 3
Page 264 of 337
AgendaItem#12a)
MINUTES OF THE MEETING M O THE CO OF OMMITTEE OF THE WHOLE W September 4, 20 013 A meetin ng of the Committee of o the Whole e was held in the Fron ntenac Room of the County Administrat A tive Office, 2069 Batte ersea Road, Glenburnie on Wedn nesday, Septemb ber 4, 2013 3 at 9:00 a.m m. PRESEN NT:
REGRETS: ALSO PRESENT: P
Warden Janet Gu utowski, Deputy Warde en Bud Clay yton, Councillors Gary Davison, Jo ohn McDou ugall, Denis s Doyle and d John In nglis Councillors David Jones and d John Purd don County y: Liz Savilll, CAO/Clerk; Marian VanBruines V ssen, Treasu urer; Paul Charbonnea C au, Directorr of Emerge ency & Transp portation Se ervices; Juliie Shillingto on, Adminis stratorFairmo ount Home; Anne Mariie Young, Manager M of Economic Sustain nability; Joe e Gallivan, Manager of o Sustainab bility Plannin ng; Colleen n Hickey, Hu uman Reso ources Specialist/Labo our Relatio ons; Jannettte Amini, Deputy D Clerk; Angeliqu ue Tamblyn, Executtive Assista ant Media:: Elliot Ferg guson, The Whig
C CALL TO ORDER O
Councillor McDoug gall, Chair, called c the meeting m to order o at 9:0 09 a.m. 2.
A ADOPTION OF AGENDA
COW25-13
Motion #:
d By: Moved Secon nded By:
Councillor Doyle Councillor Davison n
VED THAT T the agend da for the September 4, 4 2013 mee eting of the e Committee e of RESOLV the Who ole be adop pted as ame ended to ad dd under Otther Busine ess the mee eting with th he Minister of Municipal Affairs and Housing g at the AM MO Conference. CARR RIED Staff will begin plac cing the pre evious meeting minute es of the Co ommittee off the Whole e on nda for eas sier referenc ce by the members m as s well as ad dd Other Bu usiness and d the agen Notice of o Motions as a standing agenda ite ems.
Committee e of the Whole Minutes Septemberr 4, 2013
Minutes of Meeting held September 4, 2013
Page 1 of 5
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AgendaItem#12a)
DISCLOSURES OF PECUNIARY INTEREST AND GENERAL NATURE THEREOF
The Chair requested the Clerk to record that in accordance with the Municipal Conflict of Interest Act no disclosures of pecuniary interest were declared. 4.
DEPUTATIONS AND/OR PRESENTATIONS – Nil
REPORTS
Mr. Nigel Bellchamber, Amberley Gavel Ltd., provided a PowerPoint presentation for the Committee regarding Council Codes of Conduct and specifically, the draft County of Frontenac Code of Conduct. A copy of the presentation is attached to the record in the Clerk’s Office. Each member was asked to provide an overview of their background and to write down their concerns with respect to a Code of Conduct. The Committee was informed of the hierarchy of codes for organizations such as Moral Codes, Ethical Codes, Codes of Conduct, and Policies and Procedures, including the definition of a Code of Conduct. Mr. Bellchamber noted the changes to municipal government after 1998 which attempted to rationalize government and services. Services to vulnerable individuals were transferred to municipal governments under the Local Service Realignment (LSR) in exchange for the Province taking over School Boards without the same oversight previously provided through the Provincial Ombudsman’s Office. Bill 130 introduced amendments to the Municipal Act including broader municipal authority; however it also mandated that municipalities must now have policies on how they will be accountable and transparent, including a process for closed meeting investigations. With this also comes the option for Codes of Conduct. The Committee recessed at 10:15 a.m. The Committee reconvened at 10:25 a.m. Mr. Bellchamber provided input on the following issues he has observed with the County of Frontenac’s Draft Code of Conduct. Opening Statement of Intent The Code should include an opening statement of intent such as: Those who are covered by this Code must adhere to these specific behaviours: ¾ To act with honesty and integrity ¾ To treat people with dignity and respect ¾ Not to abuse the special powers and authority elected official are granted ¾ To act in a manner that does not discredit or undermine public confidence in Frontenac County services Committee of the Whole Minutes September 4, 2013
Minutes of Meeting held September 4, 2013
Page 2 of 5
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AgendaItem#12a)
Gifts This section needs to be tightened so as not to open members to criticism, and should include: ¾ Definition ¾ Value ¾ Circumstances ¾ Disclosure – if gifts are accepted, they must be disclosed and it should include what happens to those gifts ¾ Disclosure of other financial matters ¾ A gift of hospitality whose value does not exceed $100 is exempt Mr. Bellchamber also advised members of County Council that they may wish to disclose any perceived conflicts of interest. The Conflict of Interest Act at present only requires members to disclose any pecuniary interest of certain persons, those persons being either a parent, spouse or child so although not legally required to declare any conflict where a close friend or relative is involved, this could be perceived by the public as a conflict of interest for the member. To questions raised, Mr. Bellchamber felt the dollar amount of a token value should be determine by public perception although he suggested it should not be less than $50 and should not exceed $100. Ms. Shillington noted the definition of a conflict of interest under the L-SAA Agreement is much broader than that of the Conflict of Interest Act. Mr. Bellchamber suggested that an addendum should be added to the Code of Conduct that reflects the L-SAA indicating that while Council is sitting as the Board of Management for Fairmount Home, it must conform to these rules. Penalties and Enforcement Mr. Bellchamber supported the use of an Integrity Commissioner. He suggested that the removal of a member from a Committee, Board and/or liaison role be amended to only include the removal from an Advisory Committee of Council. Complaints The purpose of the complaint process is to provide the opportunity for vulnerable individuals and members of the public to file a complaint. Benefits of a Code of Conduct ¾ Protects vulnerable parties ¾ Demonstrates accountability ¾ Avoids complaints under other procedures ¾ Avoids Provincial intervention Given that in the past Provincial Legislation has been influenced by trends in the municipal sector with respect to policy and by-laws such as what was seen with anti smoking by-laws, Mr. Bellchamber suspects that in the future, the Province will require municipalities to adopt Codes of Conduct.
Committee of the Whole Minutes September 4, 2013
Minutes of Meeting held September 4, 2013
Page 3 of 5
Page 267 of 337
AgendaItem#12a)
Next Steps ¾ Clarify what are acceptable gifts ¾ Add a Statement of Intent ¾ Bring enforcement in line with the Municipal Act ¾ Determine who can impose penalties ¾ Adopt a Code of Conduct for all Frontenac Council responsibilities ¾ Issue an RFP for an Integrity Commission Mr. Bellchamber read the concerns that were submitted by members of County Council at the beginning of the session and answered those concerns. Regarding concerns around the cost of an Integrity Commissioner, Mr. Bellchamber advised many Integrity Commissioners are lawyers and retainers could run around $5,000. Some, however, do not charge any fees unless they are called in to carry out an investigation. The Committee supported the comments made by Mr. Bellchamber and the following motion was made: Motion #: COW26-13
Moved By: Seconded By:
Councillor Doyle Warden Gutowski
BE IT RESOLVED THAT Report 2013-094, Code of Conduct for County Council and Committee Members be referred back to staff to include the suggested amendments by Mr. Bellchamber and brought forward to the September 18, 2013 County Council meeting. CARRIED Motion #: COW27-13
Moved By: Seconded By:
Councillor Doyle Councillor Davison
BE IT RESOLVED THAT the presentation provided by Mr. Nigel Bellchamber regarding Council Code of Conduct be received. CARRIED 2013-094 Code of Conduct for County Council and Committee Members (Referred from the June 19, 2013 County Council meeting) This report was referred back to staff. 6.
OTHER BUSINESS
Councillor Davison and Councillor Doyle expressed concerns over a recent newspaper article that spoke about the meeting at the AMO Conference between the Warden, CAO and the Minister of Municipal Affairs and Housing with respect to the County’s draft Official Plan. It was noted that at the July County Council meeting where the report regarding a meeting with the Minister was considered, some Council members expressed concerns that a meeting might be premature. The motion concerning the Committee of the Whole Minutes September 4, 2013
Minutes of Meeting held September 4, 2013
Page 4 of 5
Page 268 of 337
AgendaItem#12a)
report was lost. Warden Gutowski clarified that the report presented at the July County Council meeting was for information only and that no other subsequent motion came forward with respect to the report. She advised that it is the duty of the Warden to represent the municipality and to communicate with other levels of government. Concerns were expressed that other members of Council that attended the AMO Conference were not invited to join the meeting with the Minister. County Council was advised by staff that Council direction must be through motions. Given that the Municipal Act and the County’s Procedural By-law do not permit note or comment in Council minutes, the only record of direction is through motions. Councillor Doyle moved a motion to have the previous minutes of Committee of the Whole meetings included on the Committee of the Whole agenda; however the motion did not receive a seconder. 7.
RISE AND REPORT
Motion #: COW28-13
Moved By: Seconded By:
Councillor Doyle Deputy Warden Clayton
THAT the Committee of the Whole Council rise; AND FURTHER THAT the report of the Committee of the Whole Council be forwarded to County Council for Adoption. CARRIED 8.
PUBLIC QUESTION PERIOD
ADJOURNMENT
Motion #: COW29-13
Moved By: Seconded By:
Councillor Doyle Deputy Warden Clayton
RESOLVED THAT the meeting hereby adjourn at 12:05 p.m. CARRIED
Janet Gutowski, Warden
K. Elizabeth Savill, Clerk Committee of the Whole Minutes September 4, 2013
Minutes of Meeting held September 4, 2013
Page 5 of 5
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AgendaItem#13b)
KFL&A Public Health
ANNUAL
REPORT 2012
1
KFL&A Public Health Board Update - Councillor Clayton
Page 270 of 337
AgendaItem#13b)
Programs and Services
2012 KFL&A
Board of Health
KFL&A Public Health is an accredited local public health agency with over 200 staff and 150 volunteers who deliver public health programs and services to the people of the KFL&A area. The underlying goal of its services and programs – from immunization, healthy weights, nutritious eating, food safety, raising healthy babies and children, sexual health, tobacco use reduction, and many other public health areas – is to promote and protect the health of the more than 190,000 residents of the Kingston, Frontenac, and Lennox & Addington area.
Our Mission Kingston, Frontenac and Lennox & Addington Public Health works together with our communities to promote and protect the public’s health. Our commitment is to provide public health programs and services of the highest quality.
� Beth Pater, Chair Community Appointee � Charles Simonds, Vice-Chair Community Appointee � Councillor Bud Clayton County of Frontenac � Councillor Bill Cox County of Lennox & Addington � Councillor Dorothy Hector (absent from photo) City of Kingston � Councillor Liz Schell City of Kingston � Councillor Jeff Scott City of Kingston � Rosalie Spooner Community Appointee � Ian Wilson Community Appointee 2
KFL&A Public Health Board Update - Councillor Clayton
Page 271 of 337
AgendaItem#13b)
Report of the
Medical Officer of Health prosperity of their societies. Investing in the health of children will help to assure the future success of our society. Sadly, funding for programs to promote health amongst children has been frozen for several years, effectively eroding the ability of local public health agencies to maintain these services. You will read in the report from Board Chair Beth Pater, of the effort of the KFL&A Board of Health to secure continued funding to maintain these programs.
Dr. Ian Gemmill KFL&A Public Health faced a number of challenges in 2012 on a variety of different fronts. These challenges spanned the breadth of responsibilities and programs of public health. Promoting the health of children may be one of the most important areas of responsibility in public health, as it constitutes an investment in their future, and in the future of our community. Without good health, we are unable to conduct all of the other important functions of our community. One only needs to consider past threats to health that have also disrupted society, or the struggles of less advantaged parts of the world, in which the lack of a healthy workforce impedes the health of their economies and the
Lyme disease has become well established in this area. Although this disease normally does not kill people who are infected by ticks, this infection can be debilitating. KFL&A Public Health has provided advice to physicians on the follow up and treatment of this infection, given the high proportion of deer ticks in this area that are infected. This agency also provides advice to the public to avoid tick exposure, and thus to decrease the risk of being infected, and what to do if they find a tick that has attached itself to a person. Please visit our website for advice on preventing this disease www.kflapublichealth.ca. Finally, there are still too many injuries and deaths on the roads. Excessive speed, distraction of drivers through a variety of
activities while driving, and a lack of understanding of the power of motor vehicles to cause injury and death, including the need to change driving according to risky conditions caused by weather, all contribute to long-term disability and mortality from collisions. Each and every one of these injuries and deaths is preventable, as all are caused by drivers. We need more education of drivers on the fact that driving is the most dangerous activity that most of them undertake, and more enforcement to effect changes in driving behaviour that will reduce the risk of these preventable injuries and deaths. Two important factors enhance the effectiveness of the work of this agency. The first is the Board of Health, which supports and assists the employees of this agency in everything that they do. In addition, effective programs would not be available to the public without a highly dedicated group of people who work or volunteer at KFL&A Public Health and who are committed to providing our community with services of the highest quality. I want to express my sincere thanks to you all. 3
KFL&A Public Health Board Update - Councillor Clayton
Page 272 of 337
AgendaItem#13b)
Message from the
Board of Health Chair facing similar constraints, as is the Regional Blind-Low Vision Program. Throughout 2012, the Board wrote letters to the Ministry, requesting a review of the funding structure, including timely enhancements and annual increases to ensure that KFL&A Public Health can continue to be an effective partner in early identification and early intervention to ensure children get the best possible start in life.
Beth Pater It is my pleasure to share with you some of the highlights and accomplishments of the KFL&A Board of Health for 2012. It was an interesting and rewarding year as we negotiated the accountability agreements with the Ministry of Health and Long-term Care and advocated for increased funding for health programs for children. The KFL&A Board of Health has been a tireless advocate for financial support for programs that are funded by the Ministry of Children and Youth Services. Over the past few years, we have watched as funding for the Preschool Speech and Language Program has stagnated to the point at which long wait lists are now the norm. The Infant Hearing Program now is also
KFL&A Public Health works closely with the schools in this area to ensure that all children receive the recommended immunizations as outlined in the Immunization of School Pupils Act (ISPA). In an effort to make Ontario schools safer and to reduce the risk of preventable illness in all children, the KFL&A Board of Health supported the inclusion of pertussis, varicella, and meningococcal vaccines under the ISPA. Under the Ontario Public Health Standards, Boards of Health are required to work with municipalities to support healthy public policies, to create supportive environments, and to increase public awareness of important issues in public health. As part of our mandate, there were a number of issues for which the Board of Health advocated this year, including amendments to the City of Kingston’s Indoor
Tanning Beds by-law to prohibit youth under the age of 19 from using indoor tanning beds. The KFL&A Board of Health was also pleased to support the Chief Medical Officer of Health’s Report on Oral Health. It was important to see this report highlight the link between oral health and overall health, and to understand the burden of poor oral health on some disadvantaged Ontarians. We believe that the recommendations in this report, if implemented, will improve access greatly to preventive and treatment services, and will improve overall the oral health of all Ontarians. On behalf of the KFL&A Board of Health, I would like to thank all of the staff of KFL&A Public Health for the dedication, commitment, and passion that they bring to their work, serving the residents in our area. I also want to thank local municipalities, and community and provincial partners for their ongoing support and continued commitment to the health and safety of the residents of this area. The achievements outlined in this report are only possible because of their efforts.
4
KFL&A Public Health Board Update - Councillor Clayton
Page 273 of 337
AgendaItem#13b)
Financial
Report KFL&A Public Health receives the majority of its funding from two provincial ministries: the Ministry of Health and LongTerm Care and the Ministry of Children and Youth Services. The next largest sources of funding are from the municipalities KFL&A Public Health serves: the City of Kingston, County of Frontenac, and County of Lennox & Addington. In addition, in 2012 KFL&A Public Health successfully submitted a number of funding proposals and received grants for work on community projects with community partners and coalitions.
Schedule of Operating Funds
Revenues Public Health Programs 2,668,006 11%
3,505,601 15%
677,658 3% 1,132,099 5% City of Kingston City of Kingston County of Frontenac County of Frontenac County of Lennox & County of Lennox & Addington Addington Provincial Grants Provincial Grants Other Revenues Other Revenues
15,339,719 66%
Operating Expenditures Public Health Programs
Copies of the detailed Financial Statement are available for download from the About Us section of our website or by contacting KFL&A Public Health at 613-549-1232 or 1-800-267-7875, ext. 1242.
Mandatory Programs
$ 15,179,243
Private Sewage Program
$ 493,175
Ontario Tobacco Strategy
$ 795,460
Syndromic Surveillance Project
$ 135,983
Infectious Diseases and Panorama
$ 641,586
Healthy Babies Healthy Children
$ 1,173,128
Speech, Blind Low Vision, Infant Hearing Programs
$ 1,552,975
Healthy Smiles Ontario
KFL&A Public Health Board Update - Councillor Clayton
$ 461,520
Vector Borne Diseases
$ 99,903
Small Drinking Water Systems
$ 130,133
Enhanced Food and Water Safety
$ 48,181
Bed Bugs
$ 46,664
Chief Nursing Officer Initiative
$ 116,699
Public Health Nurses Initiative
$ 173,441
Ontario Works Dental Program
$ 460,581
Other 100% Funded Programs
$ 884,108
Total Public Health Programs
$ 22,392,780
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AgendaItem#13b)
Highlights The following are some of KFL&A Public Health’s achievements of 2012 Smoke-Free Outdoor Spaces KFL&A Public Health worked with the City of Kingston to amend the No Smoking Bylaw. In November 2012, the bylaw was amended to prohibit smoking in outdoor public spaces including parks, playgrounds, beaches, sport fields, and transit shelters. It also prohibits smoking near the entrances of municipal buildings, workplaces, and publicly-accessible buildings. This bylaw will enhance the protection in our community from the dangers of second-hand smoke.
At a Glance Distracted Driving Campaign
14,000 students from 57 schools participated in
KFL&A Public Health, in partnership with Kingston Partners for a Safe Community and Kingston Police, promoted the national program “Leave the Phone Alone” for the 2012 Road Safety Challenge by the Ontario Ministry of Transportation (MTO). The program educates teens on the dangers of driving distractions, with a focus on texting, and was promoted to three local secondary schools during their annual KFL&A Public Health Drive for Life program for Grade 11 students. During the Road Safety Challenge, KFL&A Public Health hosted a PlasmaCar event during which secondary school students and staff navigated an obstacle course with distractions, including text messaging. This activity demonstrated how their driving performance was impaired when distracted. As a result of the extensive 2012 Distracted Driving campaign, Kingston Partners for a Safe Community was nominated and selected as the recipient of the 2012 MTO Road Safety Achievement Award in the category of Road Safety Partnerships.
participated in the annual Welcome to Kindergarten events at elementary schools
the Jingle Bell Run
3,345 JK and SK students
270 calls to the Tobacco Information Line
163 volunteers contributed over 6,000 hours, reaching more than 10,000 people 314 tobacco compliance
checks done on local retailers with 9 charges and 101 warnings issued
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AgendaItem#13b)
At a Glance 80 people received tobacco
cessation counselling through the Take Control program
150 students from Queen’s
University Faculty of Education attended workshops on supporting healthy schools and daily physical activity Over 2,500 students, teachers, educational assistants, and administrators from local school boards participated in the Celebration of Dance
2,550 visits made to the
Sexual Health Clinic
8 schools participated in the Breathe Free program
20 Eat Smart workplace award recipients (1 gold, 19 bronze)
296 calls to the Dial-A-Dietitian phone line
Alcohol Opinion Survey Between May 24 and June 18, 2012, 300 residents of the City of Kingston were surveyed about their perceptions of alcohol-related problems in their community, direct experiences with the second-hand effects of alcohol, and support for alcohol policies and community strategies. The results of this survey were the basis for the report “It Starts Here: A Conversation About Alcohol in the City of Kingston.”
It Starts Here: A Conversation About Alcohol in the City of Kingston The report “It Starts Here: A Conversation About Alcohol in the City of Kingston” was launched at two public forums in November of 2012. This report presents local data regarding alcohol consumption and risky drinking behaviours. It also highlights the high cost of alcohol to society and makes policy recommendations to reduce the amount of harm associated with alcohol.
Rolling on the Runway KFL&A Public Health hosted the 10th annual Rolling on the Runway event at the Norman Rogers Airport on Saturday, May 12, 2012. Rolling on the Runway is a physical activity and injury prevention event involving three hours of free “activity on wheels” and a bicycle rodeo to promote safe cycling. This year, 1,700 people participated with their bicycle, roller blades, scooters, wheelchairs, and strollers.
Media Relations In 2012, KFL&A Public Health issued a total of 48 media releases and 4 public service announcements. Dr. Gemmill and various staff members provided interviews to media on a variety of topics including influenza, smoke-free outdoor spaces, tanning bed bylaw, active transportation, HPV immunization, and alcohol use. The total numbers of interviews provided by medium are: 31newspaper, 31 television, 10 radio, and 2 magazine. In addition, KFL&A Public Health was either mentioned or quoted in 89 other news articles.
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AgendaItem#13b)
Routine Immunizations Increased Workplace Wellness Network KFL&A Workplace Wellness Network (WWN) is a new collaboration of partners from the business community that was established in May 2012. The WWN is made up of representatives with expertise in occupational health and safety, organizational culture, and voluntary health practices. The WWN works to improve the quality of life in KFL&A workplaces through community mobilization, advocacy, and co-ordination of efforts. Partners share programs, opportunities, resources, and ideas to achieve optimal employee health.
KFL&A Public Health worked with local schools, regional school boards, and family physicians to ensure that all children who had previously been missing any routine immunizations were contacted and received the necessary immunizations. This practice will reduce greatly the risk of illness for all children.
At a Glance 52 photos submitted to the youth Photovoice contest
571 ticks submitted for testing - 21% tested positive for the Lyme disease bacteria 2,113 food safety
inspections conducted
278 infection control inspections conducted
301 health hazard complaints investigated 795 people received
Safe Food Handler Training certificates
2,143 reportable
disease cases investigated
62% of grade 7 girls
vaccinated against HPV
6 Eat Smart recreation centre award recipients
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AgendaItem#13b)
At a Glance
Enhanced Well Baby Visit
1,310 new mothers
contacted following childbirth
231 families received
support through the Healthy Baby Healthy Children home visiting program
70 pregnant women received home visiting support
5,910 students received dental screenings at 74 schools 214 children aged 0 to 18
years were treated through Healthy Smiles Ontario
368 children received dental
treatment through the Children in Need of Treatment program
4,243 babies received universal newborn hearing screening in the southeastern region
Dental Health Strategy for High-Risk Schools A high-risk school strategy was developed to reduce the incidence of decay in four schools in the KFL&A area that were identified with a past history of higher decay rates. Grade 1 and 2 students from these schools were targeted for the strategy, which included dental screening, presentations, and a take-home oral health kit. The kit contained materials to promote eating healthy snacks and an invitation to book an appointment at the community dental hygiene clinic at the North Kingston Community Health Centre. KFL&A Public Health’s dental staff screened students in JK, SK, and grades 1, 2, 4, 6, and 8.
The enhanced 18-month well baby visit is one of the last routine contacts that parents with toddlers have with primary care prior to school entry. It is widely acknowledged as a critical point to assess developmental progress. KFL&A Public Health and family physicians have worked together to determine the number of eligible children receiving this critical assessment, to increase the number of children receiving the universal enhanced 18-month well baby visit, and to enhance the quality of the assessment. By collaborating with primary care partners, KFL&A Public Health is helping to share best practice among family health teams with the goal assessment at this important age to as many families as possible.
35 preschool children in the
southeastern region received Early Childhood Vision Consultant services
KFL&A Public Health Board Update - Councillor Clayton
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AgendaItem#13b)
At a Glance
Perinatal Tobacco Cessation Twenty-five health care providers from the region attended a free half-day workshop entitled “A woman-centred approach to tobacco use and pregnancy.” The workshop discussed practical tools and motivational interviewing techniques that can be used to help women in the perinatal period quit or reduce their tobacco use. Participants also learned about tobacco cessation supports available through KFL&A Public Health. In addition, a regional networking group comprising public health staff working in perinatal tobacco cessation was established. The group, with representation from the six local public health agencies in eastern Ontario, started work on a training resource for health care providers who support prenatal and postpartum women and on reducing their use of tobacco.
Spark
1,683 calls to the
Child & Babytalk phone line
230 women attended
Early Learning Partnership Project In July 2012, the Reproductive and Child Health team was awarded a Heart and Stroke Foundation Spark Development Grant. The grant has assisted in the formation of a partnership with local early learning programs and Queen’s University to developan evidence-based policy and best practice document addressing physical activity, physical literacy, and sedentary behaviour in early learningprograms. The partnership has plans to provide workshops to early learning and daycare professionals with training and resources to assist in the implementation of the policy.
prenatal classes
62 women participated in online prenatal classes 270 women attended prenatal breastfeeding classes
800 visits to the breastfeeding
clinics
139 mothers participated in
the Introduction to Solids program
55 new clients participated
in the Food for You, Food for Two program
17,511 people vaccinated
at immunization, travel, and influenza clinics
58 facility outbreaks investigated with 41actually declared 10
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AgendaItem#13b)
Key Performance Indicators The provincial government is committed to establishing a performance measurement framework for public health to ensure that Ontario’s public health system meets standards and expectations, to promote continuous quality improvement at the local and system level, and to demonstrate the contribution of public health to the health of Ontarians.
Enviromental Health Percentage of high-risk food premises inspected once every 4 months while in operation KFL&A Public Health inspects food premises to ensure food is handled in a safe and sanitary manner to reduce the risk of food-borne illness. 84/74
97%
75%
or greater
89/94
As part of that framework, local boards of health are required to enter into accountability agreements with the Ministry of Health and Long-term Care, which include a set of performance indicators. 65/71
The performance indicators are common across all local boards of health and are intended to measure key public health activities in the areas of environmental health, tobacco, infectious disease prevention and control, immunization, and reproductive and child health. Below are KFL&A Public Health’s 2012 performance results. For more information about the accountability indicators, visit
Target 2012
Result 2012 75/97
Percentage of Class A pools inspected while in operation KFL&A Public Health inspects pools while in operation to monitor the risks related to water-borne illness and injury in recreational water settings. 84/74
71%
65%
or greater
89/94
www.health.gov.on.ca/en/pro/ programs/publichealth/performance/ Target 2012
Result 2012
75/97
65/71
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AgendaItem#13b)
Percentage of high-risk Small Drinking Water Systems (SDWS) inspections completed for those that are due for inspection
Infectious Disease Prevention and Control
Inspections of SDWS are conducted to determine operator compliance with regulation, to assess the safety of drinking water, and to reduce the risk of water-borne illness.
Percentage of confirmed gonorrhoea cases for which initiation of follow-up occurred within 2 business days
100% 100%
Initiating contact in a timely manner with infected individuals and contacts helps to ensure prompt treatment of sexually transmitted infections and a reduction in the spread of infections.
100% 100%
84/74
Target 2012
Result 2012 84/74
Tobacco Percentage of tobacco vendors in compliance with youth access legislation at the time of last inspection89/94 This indicator measures enforcement activities and 75/97 vendor compliance with the provisions of the 65/71 Smoke-Free Ontario Act (SFOA) to restrict youth access to tobacco.
89%
99.4%
Target 2012
Result 2012
Percentage of confirmed Invasive Group A Streptococcal Disease (iGAS) cases for which initiation of follow-up occurred on the same day as receipt of lab confirmation of a positive case Timely response to this infection helps to reduce the spread of illness. 75/97 65/71
100% 100% 84/74
84/74
Target 2012
Result 2012
Target 2012
Result 2012 12
89/94
KFL&A Public Health Board 89/94 Update - Councillor Clayton
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AgendaItem#13b)
Immunization Percentage of vaccine wasted by vaccine type that are stored or administered by the public health unit This indicator measures the effectiveness of vaccine storage, handling, and management practices.
0.7% or less
0.7%
2.7% or less
2.6%
Reproductive and Child Health Baby-Friendly Initiative (BFI) Status The Baby-Friendly Initiative, launched by the World Health Organization and Unicef, is a globally recognized best practice to promote, support, and protect breastfeeding. This indicator monitors the status of achieving BFI designation.
Advanced Advanced
Result
Target 2012
2012
84/74
Target 2012
Result
2012
84/74
HPV
Influenza
Percentage of school-aged children who have completed immunizations for meningococcus
84/74
Target 2012
Result 2012
75/97
This indicator is intended to measure the effectiveness 65/71 89/94and establishes of school-based immunization programs immunization trends over time. The result of this indicator demonstrates the need for more promotion of this vaccine. 75/97
84.1% 65/71
or greater
Target 2012
74.7%
75/97 65/71
Result 2012
84/74
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AgendaItem#13b) www.kf lapublichealth.ca | Working together for better health
We’re here to help!
We’re here to help!
Call these extensions for answers to your public health questions Call these answers to your public health questions at 613-549-1232 or extensions toll free atfor 1-800-267-7875. at 613-549-1232 or toll free at 1-800-267-7875.
Child & Babytalk ………………………………. 1555
Infant Hearing………………………………….. 1145
Communicable Disease…………………….. 1287
Living Well Phone Line ……………………… 1180
Public health nurses answer prenatal, infant, and childcare questions, and provide resources on family health issues.
Public health nurses, inspectors, and infection control practitioners answer questions about infectious diseases and childhood illnesses.
Dental Health…………………………………… 1218 Access and information to services including treatment programs, dental screenings in elementary schools, and sports mouthguards.
Dial-a-Dietitian ………………………………… 1224 Registered dietitians answer questions about food, nutrition, and healthy eating.
Environmental Health ………………………. 1248
Public health inspectors provide information on indoor air quality, food safety, private sewage system inspection, and well water testing.
Flu Info Line……………………………………… 1433 Information on KFL&A Public Health’s FREE Flu Clinics across the KFL&A area, including dates and locations.
Immunization Information Line ………… 1451 Information on immunization, including provincially funded childhood immunizations. July 2013
Immunization Reporting Line …………… 1451 Parents can call to report their child’s immunizations for up-to-date immunization records.
Parents of newborn babies in southeastern Ontario are offered a free hearing-screening test to detect newborns with signs of hearing loss. Information on getting and staying active, community programs, workplace wellness, and walking routes.
Preschool Speech & Language ………….. 1184 Early Expressions is a system of partner agencies that provides speech and language services to preschool children living in the KFL&A area. Early Expressions will accept referrals for children not yet eligible for senior kindergarten.
Sexual Health …………………………………… 1275 Confidential information and counselling about birth control and sexually transmitted infections by a public health nurse.
Supporting Healthy Schools……………… 1102 This educator info line assists teachers with their health teaching and booking resources.
Tobacco Information Line …………………. 1333 Information on quitting smoking, tobacco and the law, community resources, and other tobacco issues.
Travel Clinic Line …………………613-549-2335 Travellers can call to book appointments for the Travel Immunization Clinic.
Volunteer Services……………………………. 1159 Volunteers are an important part of a dedicated team delivering public health programs to KFL&A residents.
Locations Kingston 221 Portsmouth Ave. 613-549-1232 or 1-800-267-7875
Napanee 41 Dundas St. W. 613-354-3357
Cloyne P.O. Box 59 14209 Hwy. 41 613-336-8989
Sharbot Lake P.O. Box 149 1130 Elizabeth St. 613-279-2151
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AgendaItem#14a)
Trails Advisory Committee Minutes August 1, 2013 A meeting of the Trails Advisory Committee (TAC) was held in the Frontenac Boardroom of the County Administrative Office, 2069 Battersea Road, Glenburnie on Thursday, August 1, 2013 at 10:00 a.m. In attendance: • Councillor Denis Doyle, Vice-Chair • Councillor Gary Davison • Councillor John Inglis • Dieter Eberhardt • Joan Hollywood • Derrick Spafford Regrets: • Allan McPhail • Marc Moeys Staff: • Anne Marie Young, Manager of Economic Sustainability • Jannette Amini, Deputy Clerk, Recording Secretary • Kayla Blakely, Summer Student 1. Call to order In the absence of the Chair, Councillor Doyle, Vice-Chair, assumed the Chair and called the meeting to order at 10:02 a.m. 2.
Adoption of the agenda
Moved By: Seconded By:
Councillor Davison Ms. Hollywood
THAT the agenda for the August 1, 2013 Trails Advisory Committee be approved. CARRIED 3. Disclosure of pecuniary interest and general nature thereof The Chair requested the Recording Secretary to make note in the minutes that no members of the committee declared any disclosures of pecuniary interest. 4.
Deputations and/or presentations
Trails Advisory Committee Meeting Minutes August 1, 2013
August 1, 2013 Trails Advisory Committee
Page 1 of 4
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AgendaItem#14a)
Adoption of minutes
Moved By: Seconded By:
Councillor Inglis Councillor Davison
THAT the minutes of the Trails Advisory Committee meeting held June 6, 2013 be adopted as circulated. CARRIED 6. Briefings Kayla Blakely, County of Frontenac Summer Student, provided the Committee with an overview of the Trails System in the County of Frontenac, a copy of which was attached to the agenda. The Committee pointed out the lack of evidence to make motorists aware of the approximately 80 trails that exist in the County of Frontenac as identified in the presentation. It was felt that much of this was due mainly in part to the lack of promotion and marketing of the trails and both the Committee and staff confirmed that additional marketing has the potential to bring more people into the County. As well, promoting the trail loops will help to keep visitors in the County as linear trails offer enter and exit points to the County. An additional trail was noted on Wolfe Island that goes towards the Island’s winter dock which has not been identified in this presentation. Once this is complete, it was suggested that these maps, which identify all trails, be located on the County and Township websites as a promotional tool for the Trails. Staff has on file a document that identifies all trails, who owns them and who maintains them. This information will be forwarded to the Committee. ÏAction Item Kayla Blakely 7.
Communications
Reports/Topics for Discussion 2013-146 Trails Advisory Committee – 2013 Work Plan Update
Moved By: Seconded By:
Councillor Davison Councillor Inglis
THAT the Trails Advisory Committee receive this 2013 Work Plan Update report for information; AND FURTHER THAT the Trails Advisory Committee recommend that County Council accept the Trans Canada Trail funding of $228,000 and be used as outlined in the Appendix A this update; Trails Advisory Committee Meeting Minutes August 1, 2013
August 1, 2013 Trails Advisory Committee
Page 2 of 4
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AgendaItem#14a)
AND FINALLY THAT the Trails Advisory Committee recommend that County Council authorize staff and committee member Marc Moeys to meet with Eastern Ontario Trails Alliance and other similar agencies to investigate activities related to maintenance and funding opportunities. CARRIED Ms. Young provided an overview of the report. It was noted, with respect to specific ruts, that some areas of the existing trail are in low lying areas and susceptible to flooding. Staff advised that an engineer may be required to review and make recommendations on where to possibly re-route these portions of the trail. Questions were raised on whether safe pesticides could be used along the trail to control the wild parsnip which can be harmful to people. Staff will continue to monitor this as well as Beaver issues along the trail. Ms. Young noted that staff continues to work on the land acquisition issue along the South Frontenac portion of the trail. With respect to the additional funding, it is coming from Trans Canada Trail with the provision that the trails not permit the use of ATVs. The majority of the additional funds are being used for trail development to Bellrock Road, including brushing and surfacing. Staff confirmed that Bell Canada and C.P. Rail still own small portions of the Trail and staff will continue to investigate if these companies wish to transfer these parcels of land to the County for inclusion in the trail system. The Committee questioned the cost per year to maintain the trails once complete to which staff was unaware. This is an obligation as well as a liability; however staff noted alternatives such as donations, volunteer work etc. which could lower the cost. Ms. Young noted the recommendation before the Committee which identifies herself and Mr. Moeys to meet with other organizations and agencies to investigate activities related to maintenance and funding opportunities. 9. Other business Federal Gas Tax Funding Councillor Inglis asked if there are plans in the future to relax the rules around what Federal Gas Tax funds might be used for. Councillor Doyle noted his recent attendance at the Vancouver FCM conference where attendees were advised that a new set of rules are currently being formulated which would permit other uses of these funds to provide municipalities with additional flexibility. Other Trail Initiatives It was noted that this Committee was mandated to look at other trail initiatives and not just the K&P Trail and it was questioned if and when this Committee would be doing that. Ms. Young noted the Trails Concept Plan will address this.
Trails Advisory Committee Meeting Minutes August 1, 2013
August 1, 2013 Trails Advisory Committee
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AgendaItem#14a)
Next meeting date The next regular meeting of the Trails Advisory Committee is scheduled for Thursday, October 3, 2013 in the County Boardroom. 11.
Adjournment
Moved By: Seconded By:
Ms. Hollywood Councillor Davison
THAT the meeting adjourned at 11:14 a.m. CARRIED
Trails Advisory Committee Meeting Minutes August 1, 2013
August 1, 2013 Trails Advisory Committee
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AgendaItem#14b)
COMMITTEE REPORT To:
Warden and Council Members of the County of Frontenac
From:
Jannette Amini Deputy Clerk
Date prepared:
August 1, 2013
Date of meeting:
September 18, 2013
Re:
Trails Advisory Committee – Recommendations to Council
Recommendation a) 2013-146 Trails Advisory Committee – 2013 Work Plan Update THAT County Council accept the Trans Canada Trail funding of $228,000 and be used as outlined in the Appendix A this update; AND FINALLY THAT County Council authorize staff and committee member Marc Moeys to meet with Eastern Ontario Trails Alliance and other similar agencies to investigate activities related to maintenance and funding opportunities. A copy of Appendix A was attached to the August 1, 2013 Trails Advisory Committee agenda and can be viewed at https://frontenac.civicweb.net/Documents/DocumentList.aspx?ID=39349
August 1, 2013 Trails Advisory Committee Report
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AgendaItem#14c)
Minutes of the Sustainability Advisory Committee Meeting August 12, 2013 A meeting of the Sustainability Advisory Committee (SAC) was held in the Frontenac Boardroom of the County Administrative Office, 2069 Battersea Road, Glenburnie on Monday, August 12, 2013 at 10:00 a.m. In attendance: • Geoff Sandiford, Chair • Ron Hipfner, Vice Chair • John McDougall, County Councillor • Denis Doyle, County Councillor • Don Ross, Community Member Staff: • Elizabeth Savill, CAO/Clerk • Kristin Mullin, Communications Officer, Recording Secretary • Peter Young, Community Planner • Anne Marie Young, Manager of Economic Sustainability 1. Call to order The Chair called the meeting to order at 10: a.m. 2.
Adoption of the agenda
Moved By: Seconded By:
Councillor Doyle Councillor McDougall
THAT the agenda be confirmed. CARRIED 3. Disclosure of pecuniary interest and general nature thereof The Chair requested the Recording Secretary to make note in the minutes that no members of the committee declared any disclosures of pecuniary interest. 4.
Adoption of minutes
Moved By: Seconded By:
Mr. Hipfner Councillor Doyle
THAT the minutes of the Sustainability Advisory Committee meeting held June 3, 2013 be approved as circulated. CARRIED Sustainability Advisory Committee Meeting Minutes August 12, 2013
August 12, 2013 Sustainability Advisory
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AgendaItem#14c)
Deputations and/or presentations – Nil
Communications – Nil
Reports/Topics for Discussion a)
2013-145 Sustainability Advisory Committee – Recycling Impact Report
Moved By: Seconded By:
Councillor Doyle Mr. Ross
THAT the Sustainability Advisory Committee receive this Sustainability - Recycling Impact Report for information only. CARRIED It was suggested that a similar recycling report also be done for the ambulance bases, and that updates be provided to the City of Kingston. b)
2013-156 Sustainability Advisory Committee – PAPER/CHEERIO Update Report
Moved By: Seconded By:
Councillor Doyle Councillor McDougall
THAT the Sustainability Advisory Committee receive PAPER/CHEERIO Update Report for information purposes;
this
Sustainability
AND FURTHER THAT staff be directed to review actions of other municipalities involved with the CHEERIO project with the intent to develop a business plan to present to council by the end of 2013. CARRIED Mr. Young provided an overview of the CHEERIO project. Ms. Savill described the risks involved in such a program. Councillor Doyle suggested that Frontenac County should take the lead on this project and noted his previous conversations with the Kingston Mayor regarding the CHEERIO project. City of Kingston Staff has been alerted to the project; however no action has been taken to date. Ms. Savill will be attending the Community Energy Network Summer Retreat in Ottawa on August 22 that will include discussion of the CHEERIO project. Mr. McDougall suggested that the committee work with “Hearthmakers”.
Sustainability Advisory Committee Meeting Minutes August 12, 2013
August 12, 2013 Sustainability Advisory
Page 2 of 5
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AgendaItem#14c)
Motion to Amend – To Add a Clause Moved by: Councillor Doyle Seconded by: Mr Ross THAT staff be directed to review actions of other municipalities involved with the CHEERIO project with the intent to develop a business plan to present to Council by the end of 2013. CARRIED c)
2013-157 Sustainability Advisory Committee – Support Community Sustainability Initiatives Update
Moved By: Seconded By:
to
Small
Scale
Councillor Doyle Councillor McDougall
THAT the Sustainability Advisory Committee receive the Sustainability – Support for Smaller Scale Community Sustainability Initiatives Update report for information. CARRIED Ms. Young provided an overview of the report and discussed the value of the volunteer hours being added to the value of projects. d)
2013-148 Sustainability Advisory Committee – 2013 Work Plan Update
Moved By: Seconded By:
Councillor Doyle Mr. Ross
THAT the Sustainability Advisory Committee receive this Sustainability - 2013 Work Plan Update report for information only. AND FURTHER THAT the Sustainability Advisory Committee recommend a Sustainability Speaker Series that would take place every quarter (one in each township) at an approximate cost of $200 per event. AND FURTHER THAT the Sustainability Advisory Committee recommend an ICSP Workshop to be planned for September 20, 2013 (location to be confirmed) that would include a keynote speaker, catered lunch, and venue rental at an approximate cost of $1,400. CARRIED
Sustainability Advisory Committee Meeting Minutes August 12, 2013
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AgendaItem#14c) 2.a. – Volunteer Encouragement Program Mr. Sandiford reported that the County may not need to manage volunteerism throughout the County but may need to support the organizations that require assistance in recruiting volunteers. Mr. McDougall suggested that the County help organizations to recruit volunteers by providing guidance in volunteer retention. Mr. Sandiford suggested that the County add navigation for organizations to find resources to assist in volunteer retention ACTION Staff to research the opportunity to provide leadership to local organizations in need of volunteers and provide a location to post volunteer opportunities. Staff to report back at the next meeting. Staff were asked to share the invitation list to the committee members so that they can suggest other invitees. 2.d. – Speaker Series Mr. Sandiford discussed results of the survey indicating that energy retrofits and solar hot water were the top choices of topic in the survey. The committee discussed presenting the Cheerio project at the fist speaker series. Hearthmakers was suggested as the top speaker choice for the first speaker series. Mr. Ross suggested that the series be used as an outreach group or recruitment for support of the CHEERIO project. Mr. Sandiford suggested that logistically we send out a slide show for the speaker series and create the meeting over the phone line as audio only. The committee discussed the first date for the series be in the latter part of the 4th quarter of this year. ACTION Mr. Sandiford will send out a draft agenda to committee members. 4 – Stimulate relationships and synergies with the Townships by presenting at Council meetings and through other meeting opportunities Mr. Sandiford reported that the presentation to the Township of Frontenac Islands did not take place as both parties decided it was not worth their time. The speaker series may be a better venue for this update.
Sustainability Advisory Committee Meeting Minutes August 12, 2013
August 12, 2013 Sustainability Advisory
Page 4 of 5
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AgendaItem#14c)
6 – Assist with the preparations for the Annual Workshop Ms. Young reported that she will connect with Don Grant to confirm his interest in assisting with the 2013 Workshop. The committee suggested the Verona Methodist Church as a venue for the event and agreed that starting early and trying to wrap up around 3pm was successful last year and should be continued. The committee also suggested touching on the speaker series sessions to advertise the opportunity, as well as the possibility of introducing CHEERIO, & Official Plan Observations. Mr. Ross suggested that we use the workshop to affirm priorities of separate townships within the County with the possibility of creating discussion groups by township, where councillors would listen to community ideas as opposed to driving the conversation. The committee discussed the creation of a heritage and culture plan for the County and it was noted that the loss of the monarch butterfly and bat populations in the County should be discussed at the workshop. ACTION Ms. Young to send details of conversation with Don Grant to the committee. 7 – Comment on the draft Communications Plan being developed for Council’s approval in 2013 The draft communications plan has gone out to all committees and will be presented to County Council by the end of 2013. 8.
Other business – Nil
Next meeting date The next regular meeting of the Sustainability Advisory Committee is scheduled for Monday, October 7, 2013 at 10:00 a.m. at the County Administrative Building. 10.
Adjournment
Moved By: Seconded By:
Councillor Doyle Councillor McDougall
THAT the meeting hereby adjourn at 11:28 a.m. CARRIED
Sustainability Advisory Committee Meeting Minutes August 12, 2013
August 12, 2013 Sustainability Advisory
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AgendaItem#14d)
COMMITTEE REPORT To:
Warden and Council Members of the County of Frontenac
From:
Jannette Amini Deputy Clerk
Date prepared:
August 13, 2013
Date of meeting:
September 18, 2013
Re:
Sustainability Advisory Committee – Recommendations to Council
Recommendation a) 2013-156 Sustainability Advisory Committee – PAPER/CHEERIO Update Report THAT staff be directed to review actions of other municipalities involved with the CHEERIO project with the intent to develop a business plan to present to council by the end of 2013. b) 2013-148 Sustainability Advisory Committee – 2013 Work Plan Update THAT the Sustainability Advisory Committee recommend a Sustainability Speaker Series that would take place every quarter (one in each township) at an approximate cost of $200 per event. AND FURTHER THAT the Sustainability Advisory Committee recommend an ICSP Workshop to be planned for September 20, 2013 (location to be confirmed) that would include a keynote speaker, catered lunch, and venue rental at an approximate cost of $1,400.
August 12, 2013 Sustainability Advisory
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AgendaItem#14e)
Minutes of the 150th Anniversary Planning Advisory Committee Meeting August 28, 2013 A meeting of the 150th Anniversary Planning Advisory Committee was held in the Frontenac Boardroom of the County Administrative Office, 2069 Battersea Road, Glenburnie on Wednesday, August 28, 2013 at 10:00 a.m. In attendance: • Marcel Giroux, Chair • Jim Vanden Hoek • Barbara Sproule • Phil Leonard • Warden Janet Gutowski, Ex-Officio Regrets: • Councillor Gary Davison Staff: • Elizabeth Savill, CAO • Angelique Tamblyn, Executive Assistant • Kristin Mullin, Communications Officer 1. Call to order Mr. Giroux, Chair, called the meeting to order at 10:03 a.m. 2. Adoption of the agenda Moved By: Mr. Sproule Seconded By: Warden Gutowski THAT the agenda for the August 28, 2013 150th Anniversary Planning Advisory Committee be adopted as circulated. CARRIED 3. Disclosure of pecuniary interest and general nature thereof The Chair instructed the recording secretary to record that, in accordance with the Municipal Conflict of Interest Act, no disclosures of pecuniary interest were declared. 4.
Adoption of minutes
Moved By: Seconded By:
Ms. Sproule Mr. Vanden Hoek
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THAT the minutes of the meeting of the 150th Anniversary Planning Advisory Committee held on June 26, 2013 be adopted as amended to correct the spelling of Virgil Garrett’s name. CARRIED 5.
Deputations and/or presentations
Communications
150th Anniversary Advisory Committee (AAC) Work Plan
2013-158 150th Anniversary Planning Advisory Committee – 2013 Work Plan Update Moved By: Mr. Leonard Seconded By: Ms. Sproule THAT the 150th Anniversary Planning Advisory Committee accept this 2013 Work Plan Update report for information. CARRIED Community Survey The survey ad was published in the newspaper last week and 53 surveys have been completed. Appendix A shows the results as of last week. Mr. Giroux did a quick ranking of the responses and it seems like everyone is most interested in food at the event. There is not a deadline on the survey. It’s been distributed at many of the events. It was suggested to distribute the survey at the ICSP Workshop on September 20. It was also suggested to keep the survey active until the end of September. ACTION150th014: Staff to distribute the 150th Anniversary Survey at the ICSP Workshop on September 20, 2013. ACTION150th015: Ms. Mullin to forward the survey to the Historical Society and Wolfe Island Plowing Match and some organizations noted by Mr. Vanden Hoek. Ms. Mullin distributed the 150th stickers to the Committee. Positive comments received. Name tags Trophy House can create a metal name tag. Ms. Mullin distributed a colour sample to members. The cost is $12 each. The committee is satisfied with the design and would like the magnetic name tags. ACTION150th016: Ms. Mullin to order the Name Tags for Committee Members and some of the County Staff.
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Proposed Community Events for Committee Attendance Update on the Canada Day Events North Frontenac: Ms. Sproule shared that the Canada Day events went well in North Frontenac. Posters were displayed at Snow Road. Central Frontenac: Mr. Giroux and Warden Gutowski set up a booth at the Canada Day events and received some surveys. Warden Gutowski suggested creating Photo Albums online. A scanner could be available at the Heritage Festival to capture photos shared there. Both the Warden and Mr. Giroux have scanners. Queen’s University holds County archives and Ms. Savill suggested that committee members might accompany staff to review. Mr. Giroux and Ms. Sproule expressed interest. Ms. Sproule also suggested contacting the Lanark Era for archived photos. ACTION150th017: Mr. Giroux and Warden Gutowski to follow up with the Frontenac News to access scanning resident photos and documents. ACTION150th018: Staff to contact The Whig and Lanark Era to check archives. ACTION150th019: Staff to schedule a time to visit the Queen’s Archives and confirm with Ms. Sproule and Mr. Giroux. Warden Gutowski commented that the 150th vest is easy to use. She wore it over the summer including Parham Fair, EOWC, Lake Association meetings and other events. South Frontenac: Mr. Leonard commented that Councillor Davison attended some of the Canada Day parades in South Frontenac. ACTION150th020: Councillor Davison to report on the South Frontenac Canada events at the October meeting. Frontenac Islands: Mr. Vanden Hoek indicated that there was no Canada Day Celebrations held on Wolfe Island this year. He would like to change that for next year. Plowing Match September 14, 2013 Mr. Vanden Hoek is organizing a Celebrity Class at the Plowing Match on September 14th He has confirmed Mayor Doyle, MPP Gerretsen and Elvis impersonator as some of the celebrities. He would like to see representation from the County. He has forwarded several other invitations; he would like CKWS to cover this event. Liz received a response from Councillor Davison and he will challenge Mr. Leonard. If anyone is interested in participating at the celebrity match, he will provide breakfast and he will arrange for transportation. Next year he is hoping to have a booth set up at the Ball Tournament and Canada Day Festivities. The Plowing Match is good to go for September 14th and he will distribute the survey and the stickers. Mr. Leonard, Mr. Davison and Warden Gutowski are all interested in participating in the Plowing Match. 150th Anniversary PAC Meeting Minutes August 28, 2013
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Central Frontenac: Mr. Giroux set up the booth at the Frontenac Essential Services Fair in Cloyne. There was very little public traffic at the event and of those who did attend, more were from Lennox and Addington. Mr. Giroux was unable to attend the Blue Skies Festival. The booth will be set up at the Battersea Pumpkin Festival with Mr. Leonard and Mr. Davison in attendance. Additional Events: The booth will be set up at the ICSP Workshop at the Verona Free Methodist Church in Verona on September 20 2013. a. Partnership Opportunities 150th Anniversary Logo Sharing Ms. Mullin prepared a letter for community members and groups that have expressed interest in the celebrations to enter into a reciprocal logo sharing partnership. The letter and agreement are included at the end of this report as Appendix B. Ms. Mullin distributed appendix B. It suggested to also focus on associations, individuals, societies and not only businesses. For example, the Wolfe Island Historical Society and the Plowing Match. They have already passed resolutions to support the 150th. Mr. Vanden Hoek suggested recognition at the 150th main events. Recognition should be number one. b. Recruitment of Volunteers Total Scope A “hub and spokes” diagram was discussed: • Central Celebration (Mr. Leonard and Mr. Davison will coordinate this group) • Historic Artifacts – management of the collection and exhibition • Legacy Project(s) • Scholarship Program (Warden Gutwoski will liaise with this group) • Documentation of History (Mr. Leonard will liaise with this group) • Passport Program (Mr. Vanden Hoek will liaise with this group) • Plowing Match (Mr. Vanden Hoek will liaise with this group) • Costume Ball (Mr. Giroux will will liaise with this group) ACTION150th020: Warden Gutowski to email/ follow up with Brenda Hunter at the Limestone District School Board regarding the Scholarship Program. Documentation of our History Ms. Savill shared that Councillor McDougall commented at the last SAC meeting that we need to recognize personal museums. A museum is being developed in the old school in Hartington on Road 38. ACTION150th021: Mr. Leonard will contact Mr. Ken Brown, President of the Historical Society and ask if he would be interested in participating as a volunteer on the Historic Artifacts Working Group.
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ACTION150th022: Ms. Mullin will follow up with the 150th PAC Members for updates on the Working Groups. ACTION150th023: Ms. Mullin to add Costume Ball to Appendix C. Mr. Giroux spoke with Audrey’s Costume House and they have many costumes available and he also followed up with Ms. Christina Wotherspoon in regards to the music for the Costume Ball (1865) and she’s interested in playing instruments/ music at the Costume Ball. Mr. Vanden Hoek suggested 5-6 individuals for each working group, but the committee member will not need to chair these groups. ACTION150th024: Mr. Vanden Hoek will support Passport and he will follow up with individuals to contact in regards to leading or coordinating/ organizers of the 2013 Organizer of the Plowing Match. Mr. Vanden Hoek suggested that once the 150th survey is closed, the Committee can focus on the working groups and adding the names. Historic Artefacts – Volunteer Curator ACTION150th025: Mr. Leonard will contact Ken Brown as the Volunteer Curator or if Mr. Brown could recommend some individuals for the working group. ACTION150th26: Warden Gutowski will follow up with Karen McGregor at St. Lawrence College re: Youth Intern Program and the funding available. An intern could possibly support Passport Program and Historic Artefacts working group. c. Legacy Project At the June meeting, the committee discussed contributing to a legacy project in each of the 4 townships. Suggestions for legacy projects: a) War Memorial in NF b) Museum in SF c) Mural Project in Sharbot Lake by the Heritage Railway Committee in CF d) Redevelopment of Wolfe Island Canal in FI e) Splash park in any township Warden Gutowski agrees with the above Legacy Projects and supports the idea of trying to situate them near the Frontenac K&P Trail. Councillor Gerry Martin is chairing the committee of the War Memorial in North Frontenac and John Duschene is interested in this project and design for the space. We should also look at something near the new ambulance station in Robertsville. Assist in the development of a major event and/or several smaller events RCMP Musical Ride - Committee recommended that we remove this. 150th Anniversary PAC Meeting Minutes August 28, 2013
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Recruitment of Volunteers - no discussion Passport Program - Each municipality could provide a short list of who could participate in the Passport Program. Mr. Vanden Hoek would like to have paper option for the Passport program, not set up only for electronic devices. ACTION150th027: Committee members to provide the name of a passport “Lead” from each of the 4 Townships to Mr. Vanden Hoek by October. Members to share Mr. Vanden Hoek’s contact information with these individuals to get the conversation started. Sandra White from the Sharbot Lake Inn was identified as a possible Lead for that township. ACTION150th028: Ms. Anne Marie Young to gather some contacts for Mr. Vanden Hoek for the Passport Program by September 30, 2013. He would like to have a meeting with the group by mid October. Mr. Giroux entertained additional discussion. Ms. Savill spoke to the opportunity to continue building awareness of the celebrations by adding a notice on the existing County signage. Inexpensive options like “skins” that can be applied were considered. Warden Gutowski shared information on an internship program that has been brought to her attention. The opportunity to add an intern to the 150th Anniversary project, even for a few weeks, would provide significant needed support as the working groups begin to form and function. Moved By: Seconded By:
Mr. Leonard Ms. Sproule
THAT the 150th Anniversary Planning Committee recommend to Council of the County of Frontenac that all public County signs, including those along the Frontenac K&P Trail, have the 150th Anniversary logo and dates displayed; AND FURTHER THAT the 150th Anniversary Planning Committee recommend to Council of the County of Frontenac that opportunities to introduce an intern position be pursued and supported to assist with the work and projects being developed to further the celebrations as no cost to the County. CARRIED
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Other business Mr. Giroux suggested that the Committee start thinking about meeting dates for 2014 and budget in 2014. The 2014 Work Plan will include establishing the working dates and budget requirements. 9. Next meeting date The next meeting of the 150th Anniversary Planning Advisory Committee is scheduled for Wednesday, October 30, 2013 at 9:00 a.m. at the County Administrative Building. 10.
Adjournment
Moved By: Seconded By:
Mr. Leonard Mr. Vanden Hoek
THAT the 150th Anniversary Planning Advisory Committee meeting adjourn at 11:59 a.m. CARRIED
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AgendaItem#14f)
COMMITTEE REPORT To:
Warden and Council Members of the County of Frontenac
From:
Jannette Amini Deputy Clerk
Date prepared:
September 11, 2013
Date of meeting:
September 18, 2013
Re:
150th Anniversary Planning Advisory Committee – Recommendations to Council
Recommendation THAT the 150th Anniversary Planning Committee recommend to Council of the County of Frontenac that all public County signs, including those along the Frontenac K&P Trail, have the 150th Anniversary logo and dates displayed; AND FURTHER THAT the 150th Anniversary Planning Committee recommend to Council of the County of Frontenac that opportunities to introduce an intern position be pursued and supported to assist with the work and projects being developed to further the celebrations as no cost to the County.
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AgendaItem#14g)
Jointt Accessib bility Advisory Comm mittee Meetting Minute es 013 September 9, 20 A meetin ng of the Frrontenac Jo oint Access sibility Advis sory Comm mittee (FAAC C) was held d at the Syde enham Pub blic Library, 4432 Georrge Street, Sydenham m, on Monda ay, Septem mber 9, 2013 at 10:00 a.m. Presentt:
Neil Allen, Township of South Frontenac Representative - Cha air Francine e Arsenault, Community at Large Representtative - Vice eChair B Tow wnship of Central C Fron ntenac Reprresentative e Danka Brewer, John Mc cDougall, County Coun ncil Representative Gary Davison, County Council Representative
Staff:
e Amini, Deputy Clerk, County of Frontenac Jannette Steve Riiddell, Direc ctor of Eme ergency Serrvices/Fire Chief Township of North Frontenac
C to orde Call er Mr. Allen n, Chair, ca alled the me eeting to orrder at 10:05 a.m. 2.
A Adoption off the agend da
Moved By: B Seconde ed By:
Councillor C M McDougall Councillor C D Davison
VED THAT T the agenda be adopte ed as circulated. RESOLV CARR RIED D Disclosure of pecunia ary interes st and gene eral nature e thereof 3. The Cha air requeste ed the Depu uty Clerk to o record tha at in accordance with the Municip pal Conflict of Interest Act no disc closures of pecuniary interest i werre declared d. 4.
A Adoption off minutes
B Moved By: Seconde ed By:
Ms. M Arsenau ult Councillor C M McDougall
RESOLV VED THAT T the minuttes of the Joint J Acces ssibility Adv visory Com mmittee mee eting held May 27, 2013 be approve ed as circulated. CARR RIED County of Frontenac F Join nt Accessibility Advisory Comm mittee Septemberr 9, 2013
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Deputations and/or presentations Mr. David Townsend, Executive Director, Southern Frontenac Community Services Corporation presented to the Accessibility Advisory Committee the accessibility upgrades to the Grace Centre in Sydenham, which include a minimum one ramp and a railing along the stairs as well as dismantling of the old steps and bringing the exterior entrances up to grade. The upgrades will also include accessible parking. Mr. Townsend added that there are also future plans for adding an extension to the Grace Centre which will house all services in one location. An overview was also provided of the services and opportunities the Grace Centre offers or will offer to the community. 6.
Communications Correspondence received from Simply Access Service Innovations (SASI) Taxi advising of its wheelchair accessible transportation. ii. Correspondence received from the Accessibility Directorate of Ontario advising that 2013 is an Accessibility reporting year for designated public sector organizations. iii. Correspondence from Neil Allen, Chair, to the Townships providing the FAAC Annual Year in Review iv. Correspondence from the Accessibility Directorate of Ontario advising of the appointments to the Ontario Accessibility Standards Advisory Council/Standards Development Committee i.
Accessibility Advisory Committee Work Plan 2013-159 Accessibility Progress Report 3rd Quarter Update
Moved By: Seconded By:
Ms. Arsenault Mr. Allen
RESOLVED THAT the Joint Accessibility Advisory Committee receive the Accessibility Progress Report 3rd Quarter Update for information; AND FURTHER THAT the Joint Accessibility Advisory Committee recommend to County Council the approval of a County of Frontenac Accessibility Logo attached to this report as Appendix C; AND FURTHER THAT the Joint Accessibility Advisory Committee recommend to County Council approval of an Accessibility Statement “Making Accessibility Happen” for the County of Frontenac, to be used with the Accessibility Logo; AND FURTHER THAT staff report back to the Joint Accessibility Advisory Committee on other ways and avenues the Accessibility Logo and Statement might be used within the County of Frontenac. CARRIED County of Frontenac Joint Accessibility Advisory Committee September 9, 2013
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Ms. Amini reviewed the requirements of the new Integrated Accessibility Standards Regulation (IASR) policy noting that this is now a requirement under the Regulation and that the draft policy incorporates all aspects of the Regulation required to bring the County into compliance. Moved By: Seconded By:
Ms. Arsenault Mr. Allen
THAT the Frontenac Accessibility Advisory Committee support the County of Frontenac Integrated Accessibility Standards Regulation (IASR) policy presented as Appendix A to report 2013-159, Accessibility Progress Report 3rd Quarter Update. CARRIED The Committee provided positive feedback with respect to the County’s recent developments of the K & P Trail, noting that persons using wheelchairs and other mobility aids are now able to use the trail. It was suggested that the Committee might be interested in the next Phase of the development of the trail and Ms. Amini was requested to provide the contact information of the Chair to the Manager of Economic Sustainability in order for a dialogue to take place. With respect to the International Day of Persons with Disabilities Access Award plaque, the committee agreed with the staff choice of going with a 24 plated plaque. The Committee discussed different words that might be included in an Accessibility Statements. The Accessibility Statement “Making Accessibility happen” was suggested and the Committee supported that statement. With respect to the International Day of Persons with Disabilities Access Award Certificate, it was noted to the Committee that the photos could change to include photos specific to Frontenac County. It was suggested that Committee members send any photos depicting accessibility to Ms. Amini for use on the Certificate. In order to depict a more inclusive environment, it was suggested that photos include both able and disabled persons. It was also suggested that these types of photos could be taken at community events. County staff will also be encouraged to provide any photos they might have that depict accessibility. Regarding the Mobi Mat, the Committee was advised that a site visit did take place at Big Sandy Bay on Wolfe Island to view the Mobi Mat located there. It was noted that winds tend to blow sand onto the Mat and cover it making it inaccessible. The Committee discussed the possibility of the County purchasing a Mobi Mat to determine if it would be a viable investment and if so, that information could be passed along to the Townships; however it was noted that the construction of the Mat itself contains small holes and not very accessible for walkers or chairs with small wheels. Mr. Neill will make a site visit to Big Sandy Bay and the Committee will look at this as a priority for next year. Ms. Amini will also forward the information about Mobi Mats to the Townships. County of Frontenac Joint Accessibility Advisory Committee September 9, 2013
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A member advised that in some municipalities, businesses are provided with a symbol or sticker that is placed in their window to indicate to the public that the business is accessible. As well, tourism brochures provide information on local businesses including whether or not the business is accessible and it was questioned if this Committee could do the same for County businesses. It was noted that there are private companies that provide this service; however the business must first meet certain requirements and inspections are carried out by expert staff. With respect to tourism brochures, accessibility is self identified by the business and the Committee and the County must be careful not to put itself in a liability situation. All businesses nominated for the International Day of Persons with Disabilities Access Award will receive a certificate of recognition which can be displayed by the business which would show its commitment to accessibility. The committee discussed placing on the County website information regarding what constitutes an accessible building and providing a checklist that someone could follow. Staff will research other municipal websites, one of which was suggested being the City of Cornwall, regarding this and report back for the next meeting. OMSSA Forum Councillor McDougall provided the Committee with an overview of the Forum and his report and distributed copies of “A Guide to Conducting Accessible Meetings” and “A Guide to Accessible Public Engagement” which were both made available at the Forum. There were approximately 150 people in attendance at the Forum which included AAC members from all over Ontario and the atmosphere was one of joy and excitement with everyone helping each other. The next meeting will be dedicated to reviewing the nominations for International Day of Persons with Disabilities Access Award and if time permitting, the Committee will also review these documents more closely with possible recommendations to Council. It was noted that the City of Cornwall has made great strides in accessibility and has a very active AAC committee. 8.
Other business
Next meeting date The next meeting of the Frontenac Accessibility Advisory Committee will be Monday, November 18, 2013 at 10:00 a.m. in the Sydenham Library. 10. Adjournment The meeting adjourned at 11:47 p.m.
County of Frontenac Joint Accessibility Advisory Committee September 9, 2013
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AgendaItem#14h)
COMMITTEE REPORT To:
Warden and Council Members of the County of Frontenac
From:
Jannette Amini Deputy Clerk
Date prepared:
September 10, 2013
Date of meeting:
September, 2013
Re:
Joint Accessibility Advisory Committee
Recommendation a) 2013-159 Accessibility Progress Report 3rd Quarter Update THAT County Council approve a County of Frontenac Accessibility Logo attached to this report as Appendix A; AND FURTHER THAT County Council approve the Accessibility Statement “Making Accessibility Happen” for the County of Frontenac, to be used with the Accessibility Logo; AND FURTHER THAT staff report back to the Joint Accessibility Advisory Committee on other ways and avenues the Accessibility Logo and Statement might be used within the County of Frontenac.
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Accounts for Dates: July 6, 2013 to September 9, 2013
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FCM 2013 Conference Report from Councillors Doyle and Jones At the outset of the meeting FCM officials along with BC Premier Christie Clarke and Vancouver Mayor Greg Robertson spoke very passionately regarding the importance of Municipalities in making Canada strong and to successfully grow our economy. One strong message without strong local communities, and municipalities we have nothing. The point was made that all levels of government must work together to build the size of the overall economic pie so that we all have more to share, as opposed to each municipality going after what others have. There was discussion about FCM continually works with the Federal Government to improve the relationship, and express concerns of Municipalities, and they work hard to get financial support on various fronts. They admitted that the relationship has been broken for some time, but is now improving. They pointed to the fact that the FGT is now on solid footing and legislation has been passed to keep the gas tax flowing. There was a session on “Advocacy” pointing out that all Councillors, and municipalities must lobby their MP’s at every chance to get more money flowing from the fed’s to maintain infrastructure. It was stated that municipalities are responsible for 60% of the infrastructure in Canada, but collectively we only get 8% of all tax money raised in Canada. FCM’s spent considerable time negotiating with many Federal politicians and departments to increase financial support. One recent success was Finance Minister Jim Flaherty announce “The Build Canada Plan” while all the details and money are not available yet, stay tuned. One issue mentioned was that 40 to 50 years ago the Federal Government used to spend about 5% of GDP on infrastructure, while by 10 to 15 years ago it had dropped to 2%, but with renewed pressure by FCM and municipalities, interest it is growing, and spending is now back up to nearly 4%. Even with this improvement it was mentioned that an immediate $123 Billion expenditure would be needed to bring infrastructure up to a minimal level of repair. The need for better Asset Management was mentioned, which with recent direction from Infrastructure Ontario direction we are getting a handle on this, but most of Canada is not. At the conclusion of this session it was stated that what is sadly lacking is a special infrastructure plan for smaller municipalities that have little industrial and commercial tax base. Federal Heritage Minister, James Moore brought a message from Prime Minister Harper and discussed that they are focussing on the economy etc. This was basically a commercial for the government of the day repeating what everyone has read in the press. He did make the point that all levels of Government must spend Taxpayers money wisely and effectively, and that all levels of government support the same people, that is at the end of the day all taxpayers are local.
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Rick Hansen gave a motivational talk with the main message that we must all focus on what we CAN DO, and do not get hung up on what you CAN’T DO! Some days when things are not going well, you have to make up your mind that you are just have to keep going, and do not give up. If you give up then you will fail for sure! There was a good session put on by Xerox on creating efficient cities through Continual Process Improvement. Tools such as Six Sigma were mentioned as useful to analyse your current state and identify areas that you could gain efficiency and save costs. Typically this would be done after you completed a high level review and identify specific areas to flow chart and use specific tools to get inside the detail to determine where changes should be made to get the best bang for your dollar, eliminating steps in the process and programs that are of little value to your customers (Taxpayers). They presented a recent review completed at Chatham Ontario Police department where they determined that between 2 to 4 hours was being spent by each police officer every day on paperwork, the Six Sigma review found 104 steps had to be performed to bring the average charge before the Crown. By the end of the review they removed 10% of the workload and increased productivity by 20%. This ended up by effectively added 10 police officers across the police force without hiring any new staff. Federal Minister of Transport and Infrastructure, Denis Lebel, who is a past Mayor of Laval Quebec, made a commitment to continue to work closely with FCM and municipalities. He pointed to recent decision for the Feds to spend $50 Billion over the next 10 years as being the biggest long term infrastructure funding ever provided. Of course the issue is $123 Billion is needed immediately and this only flows at the rate of $5 Billion per year (about 4% of what is needed immediately, with the programs not yet in place for municipalities to get our hands on the money! He repeated one of the main themes of the conference and that is all levels of government must work closer together to support the common customer, “the Taxpayer”! FCM committee Vice-chair, Roger Anderson, lead a session on work being done on alternative financing, and mentioned things like Private-Public-Partnerships (P3). He did say now the FGT is stable and will provide $10.4 Billion over the next 10 years and starting in 2015 it will be indexed at the rate of 2% increase per year. We heard from leader of the Opposition Tom Mulclair, who had the Infrastructure deficit up to $200 Billion dollars and stated that while the government is bragging that they have increased funding to the Municipalities, that when you look across all changes they have actually reduced funding by $5.2 Billion? That is while Infrastructure money may have gone up, other programs have been reduce or cut compleyely.
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A session lead by Doug Reycroft who is Chair of the FCM Policy Committee reviewed committee work focussed on long term infrastructure planning and development of a report card to measure how municipalities are doing. It was stated that while over the years funding has been unpredictable, with recent announcements and the work FCM have been doing it is now much better. They are also focussing on Telecommunications and broadband expansion, which is very important for rural Canada. Again they emphasised that all municipalities need to continually lobby the feds directly. There was a debate session on how to engage the public in various municipal matters. The conclusion was that we are doing poorly on this and need more focus in all municipalities. Leader of the Green Party, Elizabeth May made a very lively presentation. She had the current infrastructure deficit at $150 Billion, and made the point that by the Fed’s only providing $5 billion per year it simply is not enough, and that much more is needed to get on top of this major issue. She made the point that the Federal government inappropriately treat FCM as just another lobby, or special interest, group and that they must change their attitude and treat them like a true partner. She discussed that while the infrastructure deficit gets a lot of press that even a bigger issue is the Ecology deficit which is being ignored! Leader of the Liberal Party, Justin Trudeau, addressed the conference with their party commercial. He said some kind words about the value and dedication of all Municipal Councillors. With some of the things going on with in appropriate behaviour of a small number of politicians at all levels, it makes us all look bad that is one rotten apple can spoil the entire barrel, and ruin the image of the rest of us, and bring on undeserving condemnation to all politicians, which keeps otherwise willing people from running for public office.! He followed a theme that we all support the same Taxpayer and must work closely together to move things forward and change the current governments way of approaching every issue, and that is they must always win. Minister Fast, of International Trade, spoke about the importance of the Canada – EU Trade Agreement being worked on, and said that they are predicting 100,000 new jobs in Canada if this can be finalized. As was the message from all Federal Government speakers we heard again the need for FCM and municipalities to work closer together in the future. He wants to hear our concerns with the trade agreement, and said that his government is committed to taking advantage of all International trade opportunities. There was an interesting President’s form with notable participants like Angus Reid from the polling company with his name. They spoke of a lot of interesting facts, such as in Canada the satisfaction with local municipal government is at about 70%, while in the USA it is only 60%. But when it comes to Provincial and Federal government satisfaction across Canada it is 50 and 40 percent
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respectively. One concerning number for municipality’s shows that a whopping 16% on average think we are wasting taxpayers money and indicated that they are very angry. Angus Reid himself, when talking about taxpayer dissatisfaction, commented that he felt that Regional and County governments are basically dysfunctional and un-democratic and are generally held in low esteem by taxpayers. At this retired Federal Minister, Chuck Stroll, joined in to say that he is pleased to see the progress and improvement in the working relation between the Feds, FCM and municipalities since he left politics. Brock Carleton, the president of FCM joined in on the panel and discussion regarding the stress that various downloading has caused the Municipal governments. There was much discussion that Municipalities had to be extremely careful on adding any new programs and expenses that are not absolutely needed, as once you take them on it is extremely difficult to get rid of these unnecessary, and unjustified programs. Chuck Stroll left the audience with a bit of advice learned from his many years in politics and that is “you have to work very hard every day as nothing gets down by accident, and you just have to do a better job of engaging the public to get their support. There was a very interesting session titled “Strengthening Local Partnerships”, with Academics, Municipal Politicians, and Union Leaders. There was discussion on you need to look at PS’s, outsourcing, the environmental impact on what you do and etc.. On the P3’s there was general agreement that since these are long term contracts, municipalities need to be very careful on understanding the long term cost, as some have caused a lot of stress when things go wrong with the private partner, and you can’t get out of it for another 30 to 40 years, unless you pay outrageous cancellation fees. A survey done in the US showed that 52% cent of respondents stated there was no cost savings after the P3 was put in place, and that customer satisfaction generally went down! Given a lot of these are 50 year contracts municipalities that got into P3’s got very frustrated when satisfaction went down, and contracts did not address how to rectify these, and other issues, as no penalties were in the contract. There was discussion that rather than P3’s there are many municipalities now partnering with their neighbouring municipalities rather than getting involved in a P3. It was also discussed that if you want to deal with a private sector company, short term contract (like one year) is the best and then if it is not working out get a new firm in. Paul Moise, CUPE national President made the point that the unions and Politicians need to work close together to keep union peace and bragged about not having any strikes in his union for many years now as they sit down across the table and work out their differences. Paul made the valid point that be very careful when contracting out, or going to the P3 model, as you are still responsible and the public is still going to call the Mayor or Councillor, and if not fixed you will answer for it on Election Day. The frustration is if it is not being handled by municipal employees it is often difficult to correct quickly as no contract is good enough to turn something around over night when things go wrong!
2013 FCM Conference Report
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AgendaItem#18a)
All and all a very good conference and FCM is a great organization. Dorothy Hector did get re-elected as an FCM Director. There was a suggestion that Councillors should get involved in various FCM committees, but the municipality they are from is generally expected to cover costs, thus we should have this discussion at the County Council table. Sessions attended by Councillor Jones, Doyle attended those reviewed above:Trade Show President’s Forum Study Tour – First Nations Relations (Musqueam First Nations) Keynote speech - Rick Hansen Workshop – Innovative Infrastructure 101 Keynote speech - Denis Lebel Study Tour – On the Path to a Sustainable Future-Rediscover Concrete Forum – Infrastructure & Transportation Plenary – President’s Forum II Keynote speech – Justin Trudeau Election of Board of Directors – Ontario Election of Regional Chairs - Ontario
2013 FCM Conference Report
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AgendaItem#20a)
BY-LAW NO. 2013-0031 OF THE CORPORATION OF THE COUNTY OF FRONTENAC A By-law to authorize the Corporation of the County of Frontenac to distribute the Federal Gas Tax amongst its four lower-tiered municipalities; WHEREAS Ontario municipalities recognize that all governments must work together collaboratively and in harmony to ensure that investments in communities are strategic, purposeful and forward-looking; AND WHEREAS the Corporation of the County of Frontenac (the Recipient) adopted By-law 2010-0015 which authorized the Warden and Clerk to execute an agreement with AMO regarding the Federal Gas Tax since the execution of that agreement is mandatory if the County of Frontenac wanted to participate in the transfer of federal gas tax revenue; AND WHEREAS Section 6.2 of the Agreement permits the Recipient to allocate funds to another Eligible Recipient; THEREFORE BE IT RESOLVED THAT the Council of the Corporation of the County of Frontenac hereby orders and enacts: I.
THAT the Treasurer be authorized to distribute the Federal Gas Tax to the four lower-tiered municipalities as per the attached Schedule for the year 2013;
THAT this By-law shall come into force and have effect upon the final passing thereof.
Read a First and Second Time this 18th day of September, 2013. Read a Third Time and Finally Passed, Signed and Sealed this 18th day of September, 2013. The Corporation of the County of Frontenac
Janet Gutowski, Warden
K. Elizabeth Savill, Clerk By-Law No. 2013-0031 – To distribute the Federal Gas Tax to lower tiers September 18, 2013
By-Law No. 2013-0031 By-Law to Authorize the
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AgendaItem#20a)
COUNTY OF FRONTENAC DISTRIBUTION OF FEDERAL GAS TAX FOR 2013 Municipality Township of Frontenac Islands Township of South Frontenac Township of Central Frontenac Township of North Frontenac
Weighted Assessment % 2012 2013 9.95% 9.89% 57.14% 57.56% 16.92% 16.59% 15.99% 15.96%
Total Federal Gas Tax Distribution from the County
Federal Gas Tax Distribution 2012 2013 $62,211.89 $80,914 $357,098.56 $470,671 $105,764.25 $135,667 $99,925.30 $130,481 $625,000
$817,734
By-Law No. 2013-0031 – To distribute the Federal Gas Tax to lower tiers September 18, 2013
By-Law No. 2013-0031 By-Law to Authorize the
Page 327 of 337
AgendaItem#20b)
BY-LAW NO. 2013-0032 OF THE CORPORATION OF THE COUNTY OF FRONTENAC By-law to amend By-law 2012-0029 being a By-law to establish a fees and fares schedule for the Frontenac-Howe Islander Ferry operation for the year 2013
WHEREAS Section 391 of the Municipal Act, 2001, S.O. 2001, c.25, as amended authorizes a municipality to impose fees or charges on persons: (a) (b) (c)
for services or activities provided or done by or on behalf of it; for costs payable by it for services or activities provided or done by or on behalf of any other municipality or any local board; and for the use of its property including property under its control.
AND WHEREAS the Corporation of the County of Frontenac operates a ferry to and from Howe Island known as the Frontenac-Howe Islander Ferry; AND WHEREAS the Council of the Corporation of the County of Frontenac adopted Bylaw No. 2012-0029 on the 21st day of November, 2012, to establish a fees and fares schedule for the Frontenac-Howe Islander Ferry operation for the year 2013; NOW THEREFORE the Council of the Corporation of the County of Frontenac deems it expedient to amend By-law No 2012-0029 as follows: 1.
THAT Section 5 The following fees shall apply for the year 2013: be amended to include; Township of Frontenac Islands’ vehicles and vehicles which, $0.00 through previous notification, the Township of Frontenac Islands identifies as undertaking Township business.
That this by-law shall come into force and take effect on the date of final passing.
By-law No. 2013-0032 – To Amend By-law No. 2012-0029 (to establish a fees and fares schedule for the Frontenac-Howe Islander Ferry operation for the year 2013) September 18, 2013 Page 1 of 2
By-Law No. 2013-0032 To Amend By-law No. 2012-
Page 328 of 337
AgendaItem#20b)
Read a First and Second Time this 18th day of September, 2013. Read a Third Time, Signed, Sealed and Finally Passed this 18th day of September, 2013. The Corporation of the County of Frontenac
Janet Gutowski, Warden
K. Elizabeth Savill, Clerk
By-law No. 2013-0032 – To Amend By-law No. 2012-0029 (to establish a fees and fares schedule for the Frontenac-Howe Islander Ferry operation for the year 2013) September 18, 2013 Page 2 of 2
By-Law No. 2013-0032 To Amend By-law No. 2012-
Page 329 of 337
AgendaItem#20c)
BY-LAW NO. 2013-0033 OF THE CORPORATION OF THE COUNTY OF FRONTENAC Being a by-law to amend By-law No. 2013-0017 (being a by-law to adopt the estimates for the sums required during the year 2013 for the purposes of the County of Frontenac and to establish rates to be levied for same against the Townships of Frontenac Islands, South Frontenac, Central Frontenac and North Frontenac) WHEREAS on May 2, 2013, the Council of the County of Frontenac adopted By-law No. 2013-0017, being a by-law to adopt the estimates for the sums required during the year 2013 for the purposes of the County of Frontenac and to establish rates to be levied for same against the Townships of Frontenac Islands, South Frontenac, Central Frontenac and North Frontenac; AND WHEREAS at the regular meeting of County Council held on September 18, 2013, Council adopted Resolutions No.-13 and as follows resulting in an amendment to the 2013 County Budget: THAT County Council receive this Financial Services – Robertsville Land Ambulance Station Project Award of Contract report; AND FURTHER THAT County Council authorize, subject to the satisfaction of the CAO with the final negotiation of the contract, the execution of an agreement with Argue Construction to build the Ambulance Station in Robertsville. AND FINALLY THAT County Council pass a bylaw later in the meeting to amend the 2013 budget to increase the capital budget by $221,000 for the North Frontenac Land Ambulance Station and transfer $221,000 from the County Land Ambulance reserve to cover the increase. AND WHEREAS at the regular meeting of County Council held on September 18, 2013, Council adopted Resolutions No.-13 and as follows resulting in an amendment to the 2013 County Budget: WHEREAS the County of Frontenac is involved in a Service Delivery and Organization Review and considering developing a Strategic Plan, AMO has announced a Symposium geared to County level governments that will assist in these efforts. Some items of interest to be discussed are: • Encourage open discussion on common issues; • Practical ideas and techniques for short and long term strategic planning; • Examine successes and lessons learned from within Ontario and from around the world; County of Frontenac By-law No. 2013-0029 - To Amend By-law No. 2013-0017 (2013 Budget) September 18, 2013
By-Law No. 2013-0033 To Amend the 2013 Budget
Page 1 of 2
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AgendaItem#20c)
•
Promote cross collaboration between municipalities, agencies, associations and the community.
BE IT RESOLVED THAT the Council of the County of Frontenac approve registering, and covering expenses of at least two County Councillors and the Chair of the Service Delivery and Organization Review Committee for the 2013 AMO Counties, Regions, Single Tier (CRST) Symposium to be held October 24th and 25th 2013 in Oshawa Ontario. AND FINALLY THAT Council of the County of Frontenac pass a by-law later in the meeting to amend the 2013 budget to increase the operating budget by $2,500 for the 2013 AMO Counties, Regions, Single Tier (CRST) Symposium and transfer $2,500 from the FRC Working Fund Reserve to cover this cost. NOW THEREFORE, the Council of The Corporation of the County of Frontenac deems it expedient to enact the following amendment to the 2013 County of Frontenac budget as follows: 1.
THAT a transfer from reserves be included in the 2013 budget as follows: Expenditures:
Increase in budget of the North Frontenac Land Ambulance Station $221,000
Increase in the operating budget for the 2013 AMO Counties, Regions, Single Tier (CRST) Symposium $2.500 Revenue:
Transfer from the County Land Ambulance Reserve
Transfer from the FRC Working Fund Reserve
$221,000 $2,500
THAT this By-law shall come into force and take effect as of the date of final passing thereof.
Read a First and Second Time this 18th day of September, 2013. Read a Third Time and Finally Passed, Signed and Sealed this 18th day of September, 2013. The Corporation of the County of Frontenac Janet Gutowski, Warden
K. Elizabeth Savill, Clerk
County of Frontenac By-law No. 2013-0029 - To Amend By-law No. 2013-0017 (2013 Budget) September 18, 2013
By-Law No. 2013-0033 To Amend the 2013 Budget
Page 2 of 2
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AgendaItem#20d)
BY-LAW NO. 2013-0034 OF THE CORPORATION OF THE COUNTY OF FRONTENAC being a by-law to establish the percentages by which tax decreases are limited for the year 2013 in respect of properties in the commercial, industrial and multiresidential classes WHEREAS Section 330(1) of the Municipal Act states that the council of a municipality other than a lower tier municipality may pass a by-law to establish the percentages by which tax decreases are limited for 2013 in respect of properties in the commercial, industrial and multi-residential classes in order to recover all or part of the revenues foregone as a result of the application of Section 329(1) of the Municipal Act; AND WHEREAS the claw back percentage is calculated as the total amount of tax in excess of the 5% cap as a percentage of the total of all reductions in a particular class; AND WHEREAS the claw back percentages under Section 330(1) have been calculated as follows: Capping Claw Back and Retained Percentages Multi-residential Commercial Industrial Claw Back Percentage
0.0000%
38.0841% 75.8136%
Retained Percentage
100.0000%
61.9159% 24.1864%
Total
100%
100%
100%
NOW THEREFORE BE IT RESOLVED THAT the Council of the County of Frontenac hereby implements the following adjustments between the lower tier municipalities and the County as a result of the capping and claw back process for 2012: 1. Municipality Frontenac Islands South Frontenac Central Frontenac North Frontenac County of Frontenac
Multi-Residential Class $0 $0 $0
Commercial Class $5 $-1,097 $1,048
Industrial Class $0 $-1,008 $0
$0 $0
$16 $28
$1,008 $0
By-law No. 2013-0034 - 2013 Property Tax Claw Back Threshold September 18, 2013 Page 1 of 2
By-Law No. 2013-0034 Property Tax Claw Back
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AgendaItem#20d)
- THAT this by-law shall come into force and take effect as of the date of final passing.
Read a First and Second Time this 18th day of September, 2013. Read a Third Time and Finally Passed this 18th day of September, 2013.
The Corporation of the County of Frontenac
Janet Gutowski, Warden
K. Elizabeth Savill, Clerk
By-law No. 2013-0034 - 2013 Property Tax Claw Back Threshold September 18, 2013 Page 2 of 2
By-Law No. 2013-0034 Property Tax Claw Back
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AgendaItem#20e) 57/00 with the heading Section 22: Part VIII, tions 22 and 23”; their Response Time Plan to the Ministry of Emergency Health Services Branch Director ction 23 (5) including performance targets for 3, 4, 5, where CTAS is the Canadian Triage to describe the severity of a patient’s condition; ear the same table with the actual times orted to the MOHLTC; ounty of Frontenac hereby enacts the following as amended, for its land ambulance response 4, from January 1 to December 31: SUDDEN CARDIAC ARREST minutes from the time ambulance dispatch paramedic, the County of Frontenac will ipped and ready to use an AED at the location den cardiac arrest. TAS 1 minutes from the time ambulance dispatch paramedic, the County of Frontenac will as defined by the Ambulance Act and duly determined to be CTAS 1. TAS 2, 3, 4, 5 vour to have a PARAMEDIC as defined by the at the location of a patient determined to be
n Page 1 of 2
By-law No. 2013-0035 To Adopt a Land Ambulance
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AgendaItem#20e) y of September, 2013. and sealed the 18th day of September, 2013.
Janet Gutowski, Warden
K. Elizabeth Savill, Clerk
n Page 2 of 2
By-law No. 2013-0035 To Adopt a Land Ambulance
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AgendaItem#20g)
BY-LAW NO. 2013-0037 OF THE CORPORATION OF THE COUNTY OF FRONTENAC being a by-law to confirm all actions and proceedings of County Council on September 18, 2013 WHEREAS Section 8 of the Municipal Act, S.O. 2001, c.25 and amendments thereto provides that a municipality has the capacity, rights, powers and privileges of a natural person for the purpose of exercising its authority under the Municipal Act or any other Act; and; WHEREAS Subsection 2 of Section 11 of the Municipal Act, S.O. 2001, c.25 and amendments thereto provides that a lower-tier municipality and an upper-tier municipality may pass by-laws respecting matters within the spheres of jurisdiction described in the Table to Subsection 2 subject to certain provisions, and; WHEREAS Section 5 of the Municipal Act, S.O. 2001, c. 25 and amendments thereto provides that a municipal power, including a municipality’s capacity, rights, powers and privileges under Section 8 shall be exercised by its council and by by-law unless the municipality is specifically authorized to do otherwise; and; WHEREAS the Council of the County of Frontenac deems it expedient to confirm its actions and proceedings; NOW THEREFORE, THE COUNCIL OF THE CORPORATION OF THE COUNTY OF FRONTENAC hereby enacts as follows:
- THAT all actions and proceedings of the Council of the County of Frontenac taken at its regular meeting held on September 18, 2013 be confirmed as actions for which the municipality has the capacity, rights, powers and privileges of a natural person.
- THAT all actions and proceedings of the Council of the County of Frontenac taken at its regular meeting held on September 18, 2013 be confirmed as being matters within the spheres of jurisdiction described in Subsection 2 of Section 11 of the Municipal Act, S.O. 2001, c.25 and amendments thereto.
- THAT all actions and proceedings of the Council of the Corporation of the County of Frontenac taken at its regular meeting held on September 18, 2013 except those taken by by-law and those required by by-law to be done by resolution are hereby sanctioned, ratified and confirmed as though set out within and forming part of this by-law.
By-law No. 2013-0037 – To confirm all actions and proceedings of County Council on September 18, 2013
By-Law No. 2013-0037 Confirmation of Proceedings
Page 1 of 2
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AgendaItem#20g)
- THAT this by-law shall come into force and take effect as of the final passing thereof. Read a First and Second Time this 18th day of September, 2013. Read a Third Time and Finally Passed, Signed and Sealed this 18th day of September,
The Corporation of the County of Frontenac
Janet Gutowski, Warden
K. Elizabeth Savill, Clerk
By-law No. 2013-0037 – To confirm all actions and proceedings of County Council on September 18, 2013
By-Law No. 2013-0037 Confirmation of Proceedings
Page 2 of 2
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