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Home My WebLink AboutDecember 02, 2021 - CouncilTHE CORPORATION OF THE MUNICIPALITY OF BAYHAM COUNCIL MEETING AGENDA MUNICIPAL OFFICE 56169 Heritage Line, Straffordville, ON Council Chambers – Held Virtually Thursday, December 2, 2021 7:00 p.m. 6:45 p.m. Committee of Adjustment A. Countryside Communities Inc. A-25/21 B. Countryside Communities Inc. A-26/21 7:30 p.m. Public Meeting - Planning A. Official Plan Amendment No. 27 B. Wayne Anderson and Patti Smith The December 2, 2021 Council Meeting will be held virtually via Zoom and livestreamed on YouTube. The Public may watch the Council meeting utilizing the Municipality of Bayham YouTube Channel: https://www.youtube.com/channel/UCpY8wjivr1zSsi0tvbgtUrg 1. CALL TO ORDER 2. DISCLOSURES OF PECUNIARY INTEREST & THE GENERAL NATURE THEREOF 3. REVIEW OF ITEMS NOT LISTED ON AGENDA 4. ANNOUNCEMENTS 5. DELEGATIONS A. Presentation by Olivia Lahaie, Jaiman Chin and Connor Sharp of StrategyCorp re RMA findings B. Kim Earls of SCOR EDC re Annual Partner Update C. Derek Richmond of Canadian Union of Postal Workers re Expanding Service at Canada Post 6. ADOPTION OF MINUTES OF PREVIOUS MEETING(S) A. Council Meeting held November 18, 2021 B. Statutory Planning Meeting held November 18, 2021 7. MOTIONS AND NOTICE OF MOTION 8. RECREATION, CULTURE, TOURISM AND ECONOMIC DEVELOPMENT 8.1 Correspondence 8.1.1 Receive for Information 2021 Council Agenda December 2, 2021 2 8.1.2 Requiring Action 8.2 Reports to Council 9. PHYSICAL SERVICES – EMERGENCY SERVICES 9.1 Correspondence 9.1.1 Receive for Information 9.1.2 Requiring Action 9.2 Reports to Council A. Report FR-05/21 by Harry Baranik, Fire Chief|By-law Enforcement Officer re Emergency Response Plan Update 10. DEVELOPMENT SERVICES – SUSTAINABILITY AND CONSERVATION 10.1 Correspondence 10.1.1 Receive for Information A. Notice of Public Meeting re Proposed Official Plan Amendment – OPA No. 27, Municipality of Bayham B. Notice of Public Meeting re Proposed Zoning By-law Amendment, Wayne Anderson and Patti Smith, 9743 Plank Road, Eden C. Notice of Public Meeting re Proposed Minor Variance A-25/21 Countryside Communities Inc. c/o Cale Barnes, Lot 24 West Side of Oak Street on Registered Plan 54, Vienna D. Notice of Public Meeting re Proposed Minor Variance A-26/21 Countryside Communities Inc. c/o Cale Barnes, Lot 24 East Side of Snow Street on Registered Plan 54, Vienna 10.1.2 Requiring Action 10.2 Reports to Council A. Report DS-65/21 by Margaret Underhill, Deputy Clerk|Planning Coordinator re Consent Applications E89-21 and E90-21 Community of Christ – Corinth Congregation B. Report DS-66/21 by Margaret Underhill, Deputy Clerk|Planning Coordinator re Official Plan Amendment No. 27 – Partial Services in Straffordville/Eden By-law No. 2021-066 11. FINANCE AND ADMINISTRATION 11.1 Correspondence 11.1.1 Receive for Information A. Township of Wainfleet re Lake of Bays Resolution Requesting Support for Federal and Provincial Funding of Rural Infrastructure Projects 2021 Council Agenda December 2, 2021 3 B. Municipality of Chatham Kent Support Resolution re Huron County Homeless Task Force C. Municipality of Chatham Kent Support Resolution re City of Kitchener Renovictions D. Municipality of Chatham Kent Support Resolution re City of Kitchener Vaccine Passport Program E. Town of LaSalle re COVID-19 Testing Requirement at Land Border F. OMERS Bulletin re Investment Performance G. Southwestern Public Health re Santa Claus Parades and Seasonal Gatherings, Festive Occasions and other Fall/Winter Events 11.1.2 Requiring Action 11.2 Reports to Council A. Report TR-17/21 by Lorne James, Treasurer re Clearbeach Property Tax Write Off B. Report TR-18/21 by Lorne James, Treasurer re Development Charges – Water/Wastewater C. Report CAO-49/21 by Thomas Thayer, CAO|Clerk re Stop-Up and Close – Part 4, Plan 11R-10789 (Snow Street, Vienna) D. Report CAO-51/21 by Thomas Thayer, CAO|Clerk re 2021 Municipal Assistance - EarlyON 12. BY-LAWS A. By-law No. 2021-065 Being a by-law requiring an Emergency Management Program for the protection of public safety. health, the environment, the critical infrastructure and property and to promote economic stability and a disaster-resilient community (This by- law follows the recommendation in Report FR-05/21 by Harry Baranik, Fire Chief|By-law Enforcement Officer during the regular meeting of December 2, 2021) B. By-law No. 2021-066 Being an amending by-law for Official Plan Amendment No. 27 regarding partial services in the Village of Straffordville and Hamlet of Eden (This by-law follows the recommendation in Report DS-66/21 by Margaret Underhill, Deputy Clerk|Planning Coordinator during the regular meeting of December 2, 2021) C. By-law No. 2021-067 Being a by-law to authorize the execution of an operating and maintenance lease agreement between The Corporation of the Municipality of Bayham and Straffordville Hall Foundation (This by-law follows the recommendation in Report CAO-44/21 by Thomas Thayer, CAO|Clerk during the regular meeting of November 18, 2021) 2021 Council Agenda December 2, 2021 4 D. By-law No. 2021-068 Being a by-law to stop up and close part of the road allowance between Fulton Street and Ann Street in the Municipality of Bayham, in the County of Elgin designated as Part 4 on Registered Plan 11R-10789 (Snow Street) (This by-law follows the recommendation in Report CAO-49/21 by Thomas Thayer, CAO|Clerk during the regular meeting of December 2, 2021) 13. UNFINISHED BUSINESS 14. OTHER BUSINESS 14.1 In Camera A. Confidential Report re a proposed or pending acquisition or disposition of land by the municipality or local board (Facilities) B. Confidential Report re labour relations or employee negotiations (Human Resources) 14.2 Out of Camera 15. BY-LAW TO CONFIRM THE PROCEEDINGS OF COUNCIL A. By-law No. 2021-069 Being a by-law to confirm all actions of Council 16. ADJOURNMENT DRAFT FOR DISCUSSION Proposed Term Sheet for Amendment to the RMA Date: November 12st, 2021 Purpose of this Document This document sets out the proposed amendments to the Road Maintenance Agreement (RMA) between County and LMPs as agreed to by the Advisory Committee for the RMA Review conducted by StrategyCorp. All other findings and recommendations from this review that do not involve direct changes to the Agreement are summarized in the Final Report. Governance & Communications Recommendations 1. The RMA should include the following shared guiding principles as a section of the Agreement: i. The fee schedule is intended to be sufficient to cover the anticipated average costs of maintenance activities in an average year. ii. Municipalities will execute all the services outlined in the Agreement to the standards outlined in the Agreement irrespective of annual operating cost fluctuations. iii. Municipalities will have the flexibility to perform the services outlined in the Agreement using any service delivery methods they choose, so long as they meet the minimum standards outlined in the Agreement. iv. Municipalities will be entitled to the entire amount outlined in the fee schedule irrespective of annual operating cost fluctuations. v. Municipalities should be given the control and flexibility to annually appropriate funds received as part of the Agreement to operations and/or reserves at the Municipality’s discretion. 2. The RMA should establish an Operations Committee comprised of the County and Municipal Superintendents that meets quarterly with the purpose of sharing upcoming County capital project and repair plans; identification of shared procurement opportunities; and the coordination of shared service delivery, or County-led services. a. Terms of Reference for the Operations Committee should be established and attached as a schedule to the RMA. These terms should include: i. Committee mandate (described above) ii. Meeting schedule iii. Standard agenda items 2 Elgin County RMA Review September 8th, 2020 DRAFT FOR DISCUSSION iv. Agenda pre-publishing requirements v. A mechanism for reviewing LMP and County engagement at operational meetings (i.e. attendance, submitted documentation requests, agenda publishing etc.) 3. The RMA should establish a Governance Committee comprised of the County and Municipal CAOs to act in an advisory and steering role with a mandate to assess structural or systemic concerns that arise on a regular basis between renewal cycles and recommend changes to the agreement to County Council, where required; resolve disputes and conflicts that cannot be resolved at the operational level; oversee general compliance with the Agreement. a. Terms of Reference for the Governance Committee should be established and attached as a schedule to the RMA. These terms should include: i. Committee mandate (described above) ii. Meeting schedule – Governance Committee activities may be rolled into shared service discussions at existing regular CAO meetings, but frequency of these discussions should be prescribed. Scope of Services Recommendations Specific recommended structure and language for Schedule C is provided in Appendix A to this Term Sheet, with all recommended new or amended language highlighted in red. 4. The format of the Scope of Services should be amended to clearly define and describe all Municipal maintenance obligations. a. Schedule C should be amended so standards are organized be service category and include descriptions of all required services including those prescribed in the MMS, including inspections. b. Where service standards are prescribed by the MMS, “to be completed as per MMS,” should be added to the schedule. c. Where a specific service level limit is described in Schedule C, a clause referencing section 4.5 of the RMA should be added to clarify the County responsibility to pay for any additional work necessary to meet minimum service standards. 5. The following changes to service levels should be made to Schedule C. a. Grass Cutting - The existing minimum standard for full width cutting of the ROW every third year should be removed and replaced with a standard that allows the area between biannual cutting and the property line to naturalize to the extent that 3 Elgin County RMA Review September 8th, 2020 DRAFT FOR DISCUSSION it remains free of invasive and noxious weeds, or larger brush and vegetation that impedes sight lines or drainage facilities. Larger vegetation in these areas should also be removed by the municipality before the canopy begins to encroach the road property. b. Line Painting – A provision should be added to the schedule for the County to take on responsibility for the costs of remarking roads following capital re-surfacing or re-paving projects on County roads but that there should be continued collaboration between Municipalities and the County to eliminate duplication of road markings in cases where capital projects are planned, as has been the practice in recent years. c. Road Signs – A provision should be added to the scope of services schedule to clarify that where road signs have become deficient over time (i.e. failed reflectivity tests) the County is responsible for the costs of replacing those signs, as has been the practice in previous years. The municipalities should continue to be responsible for replacing damaged or stollen signs, and for regular reflectivity testing as per the MMS. 6. Where Municipalities are expected to provide services with regard to a particular policy referenced in the RMA or Scope of Services, that policy should be attached at an appendix to Schedule C, with a provision allowing the County to update these policies between RMA renewal cycles. a. The following County Policies shall be appended as currently referenced in the RMA or Scope of Services: i. “No Spray” Policy ii. Road Salt Management Plan iii. Deer Warning Signage Policy 7. A schedule mapping out all drainage system under the responsibility of Municipalities should be added to the RMA to better facilitate Municipal maintenance on these structures. a. Schedule C should be amended to include a provision requiring the County to provide a schedule of known drainage structures under the responsibility of Municipalities, and will continuously updates that schedule as asset inventories are updated and improved, Municipalities will still be responsible for all drainage structures in the municipality. 4 Elgin County RMA Review September 8th, 2020 DRAFT FOR DISCUSSION Reporting Recommendations 8. Regular Municipal Monthly County Roads Reports and Inspection Responses should be harmonized into a single quarterly report to County. a. Section 8.2 (Inspection) and 9.1 (Records) should be amended to prescribe a quarterly schedule for Municipalities to provide reporting on road maintenance activities using a template attached as a schedule to the agreement. b. Schedule F should be amended to include the following fields of information: i. Description of activities by service (inspections, road surfaces, roadside, drainage systems, bridges and culverts, safety devises and road closures, and winter control) and road number completed since the previous report ii. Planned activities by service type and by road number for the next reporting period iii. Number of Winter events, and volume of materials used in Winter Controls iv. Description of work performed in response to previous Inspection Report c. Section 5.1 (Payment to the Municipality) should be amended to remove requirements for Monthly County Road Reports and reporting on winter control material as part of Monthly invoicing requirements. i. Language requiring supporting documentation for all additional charges above the monthly allocation prescribed in Schedule D (section 5.2), should remain. d. Schedule G should be amended or removed to reflect the amended reporting requirements for invoicing. 9. The RMA should prescribe a standard reporting template and reporting methodologies for Year-End Financials. a. A template for Year-End Financial reporting should require costs be reported by a set list of service categories and cost centres as outlined in Table 1 and attached as a Schedule to the RMA. i. Reported work hours for Labour and Equipment costs should be included in Year-End Financial Reports 5 Elgin County RMA Review September 8th, 2020 DRAFT FOR DISCUSSION Table 1: Draft Annual Financial Reporting Template Labour Equipment Materials/ Contracts Admin Other Totals Inspection/ Patrol $ - $ - $ - $ - $ - $ - Road Surfaces $ - $ - $ - $ - $ - $ - Roadside $ - $ - $ - $ - $ - $ - Drainage Systems $ - $ - $ - $ - $ - $ - Bridges/ Culverts $ - $ - $ - $ - $ - $ - Safety Devises $ - $ - $ - $ - $ - $ - Winter Control $ - $ - $ - $ - $ - $ - Totals $ - $ - $ - $ - $ - $ - b. Section 5.1(3) (Payment to the Municipality) should be amended to reference the new schedule. c. The following standard financial reporting methodologies for required cost centres should be added as a section or subsection of the RMA. i. Labour costs should be reported as true costs of salary and benefits paid out. ii. Equipment costs should be reported as machine hours using OPS-127 rates most recently published by MTO. iii. Material and Contract costs should be reported as invoiced to the Municipality by the vendor. iv. A flat fee of up to 5% of the LMPs total annual allocation may be reported as administrative charges v. All other expenses, including major maintenance works, should be reported as “Other” and should be accompanied by supporting documentation on the reported costs. Enforcement Recommendations 10. The RMA should direct the County to compile and submit an Annual Compliance Report to the Governance Committee for review. a. The new section in the RMA should note the following indicators to be included in this report: i. Individual and summary results of Quarterly Inspections ii. Overall LMP response to noted deficiencies 6 Elgin County RMA Review September 8th, 2020 DRAFT FOR DISCUSSION iii. Summary of LMP compliance with reporting requirements and deadlines iv. LMP and County engagement in Operational Committee meetings (as determined in the Terms of Reference) 7 Elgin County RMA Review September 8th, 2020 DRAFT FOR DISCUSSION Appendix A: Amendments to Schedule C This Appendix sets out draft terms for the updates scope of services schedule. • All provisions from the existing Schedule are sited with footnotes referencing the corresponding section in the current schedule. • Provisions in red are recommended changes as per workshop discussions. • Service descriptions were agreed to by Advisory Committee members in the Scope of Services worksheet completed by all parties. 1.0 Inspection 1.1 Routine Inspections Service Description: Routine inspection of roads for defects, safety concerns, and road conditions. • Routine inspections should follow a schedule consistent with the MMS. • Municipalities shall, as part of their regular road patrols, report any concerns with flashing beacons, traffic signals, or pedestrian crossings to the County and the County’s Electrical Services Contractor upon becoming aware of the defect. 2.0 Road Surface Maintenance 2.1 Maintaining asphalt pavement & surface treated surfaces Service Description: Identification and repair of road surface defects including potholes, cracks, edge drop off etc. • Repairs should be complete as per MMS. • For asphalt pavement surfaces, original design width, minus 0.1m shall be maintained. 101 • For surface treated surfaces, original design width, minus 0.2m shall be maintained. 102 • Total linear work should be limited to 50 m per lane km annually. 101/102 • In cases where Municipalities believe that more than 50 m of work in a specific lane km is necessary to meet MMS, section 4.5 of the RMA should apply. 2.1.1 Bicycle Facilities Maintenance Service Description: Identification and repair of surface defects on designated bike lanes. • Designated bicycle lanes shall be inspected and maintained considering the facility user.101 • Identification (e.g. with a traffic barrel) of defects should occur as soon as practical, 8 Elgin County RMA Review September 8th, 2020 DRAFT FOR DISCUSSION while repair being scheduled for repair. 101 2.2 Maintaining gravel shoulders Service Description: Identification and repair of defects along gravel shoulders including potholes, cracks, and edge maintenance etc. • Repairs should be complete as per MMS. • Original design width, minus 0.3 meters shall be graded a minimum of 2 times per year and as required. 201 • Where partially or fully paved shoulders exist, the shoulder width shall be measured from the edge of the driving lane (white line). 201 • Isolated or spot shoulder graveling (supply and install Granular ‘A’ material to a maximum of 10 tonnes and not exceeding 20m in length per location), shall be completed as required to eliminate edge of pavement drop-offs, standing water or depressions and may require berm removal to promote positive sheet flow. 201 • In cases where Municipalities believe that more than 10 tonnes of Granular ‘A’ material is needed, exceeding 20 m in length per location, in order to meet MMS, section 4.5 of the RMA should apply. 2.3 Sweeping Service Description: Sweeping of roadways. • Roadway sweeping shall be completed 2 times per year in urban areas and as required in rural areas. 301 2.3.1 Bicycle Facilities Sweeping Service Description: Sweeping of designated bicycle facilities. • Designated bicycle facilities shall be swept a minimum of five times annually and as required considering the road user. 301 • The County will accept an additional service invoice for the cost of sweeping designated bicycle facilities five times annually. 301 3.0 Roadside Maintenance 3.1 Debris Control Service Description: Removal of all material deposited on the traveled portion of the road or shoulder, either intentionally or unintentionally (e.g. mud, rocks, dead animals, trash, etc.). 306 9 Elgin County RMA Review September 8th, 2020 DRAFT FOR DISCUSSION • Material should be removed upon being identified. 306 3.2 Vegetation Control Service Description: Cutting of overgrown or unwanted vegetation along roads, at intersections, and under and around bridges, culverts, and safety systems. • Cutting along roads shall be completed 2 times annually to a minimum width of 3.6m from the edge of shoulder in the spring, and a minimum width of 1.8m in the fall. 302 • Vegetation shall be cut around guide rail posts and a minimum width of 1.8m behind guide rail where practicable. 302 • Vegetation shall be cut across all road property at intersections to achieve a clear sight distance of at least 200m in all directions from intersections. The vegetation shall not be greater than 0.3m in height. 302 • Cutting of brush shall be completed annually and removed underneath and within 3 meters of culverts, bridges and safety systems (guard rail). 303 • Brush and vegetation that obscures any road sign shall be removed. 303 • At least once every 3 years, all roads shall be cut full width (from the road shoulder to the road property limits) in all areas where this can be completed unless deemed unsafe by the Municipality or deemed not required by the County. Therefore, a minimum of one-third of the roads shall be maintained to the full property limits annually. These areas shall be clearly identified and reported to the County annually. 302 • An additional service invoice in the amount of $140 per road kilometer will be accepted by the County annually for the actual number of kilometers cut full width by the Municipality and shall not exceed one-third of the total number of kilometers maintained. 302 • Municipalities shall be responsible for ensuring the full width of the County road right-of- way is free of invasive and noxious weeds, or larger brush and vegetation that impedes sight lines or drainage facilities. Larger vegetation in these areas should be removed by the municipality before the canopy begins to encroach the road property. • Municipalities shall perform maintenance (i.e. weed trimming) around Elgin County “Gateway” signs.502 3.3 Tree Maintenance Service Description: Identification and removal of dead trees, and hazardous limbs. • Tree limbs that pose a public safety hazard shall be remove as soon as they are identified. • Dead trees should be removed within 1 year of identification. 304 10 Elgin County RMA Review September 8th, 2020 DRAFT FOR DISCUSSION • Stumps shall be ground down to be level with surrounding terrain in rural areas; in manicured lawn areas, ground stumps shall also be restored with topsoil and seed to match surrounding terrain. 304 3.4 Weed Control Service Description: Cutting and spraying of noxious weeds and invasive species. • Herbicide use to control unwanted vegetation shall conform to the County of Elgin’s “No Spray Policy”. 305 4.0 Drainage Systems Maintenance 4.1 Cleaning of Drainage Systems Service Description: Cleaning and removal of obstructions in all outlets, subdrains, storm sewers, curbs and gutters, catch basins etc. on all County roads. • Storm drainage systems shall be cleaned when they have been identified to be restricting flow (i.e. gutter outlets/swales). This may require video investigations, flushing, removing of obstructions (i.e. roots), etc. 403 • Catch basins shall be cleaned at least once every 2 years or more if debris has filled their sumps. 403 • The County shall provide a schedule of currently known drainage system assets to be cleaned and will endeavor to update the schedule as its drainage asset inventory becomes more accurate. 4.2 Repairs of Drainage Systems Service Description: Identification of deficiencies and repairs to all drainage systems on County roads. • Grate replacement, riser repairs and patching around catch basins shall be carried out under maintenance operations. 403 • All other defects shall be reported to the County of Elgin,403 and section 4.5 of the RMA should apply. • The County shall provide a schedule of currently known drainage system assets to be inspected for repairs and will endeavor to update the schedule as its drainage asset inventory becomes more accurate. 4.3 Ditch Maintenance Service Description: Ditching to maintain positive water flow and to eliminate standing 11 Elgin County RMA Review September 8th, 2020 DRAFT FOR DISCUSSION water.401 • Ditch maintenance should be limited to 50m in length at each identified area. 401 • In cases where Municipalities believe that more than 50m of ditching is required to maintain positive water flow or to eliminate standing water, section 4.5 of the RMA should apply. 5.0 Bridges and Culverts 5.1 Structure Cleaning Service Description: Cleaning of all bridges and culverts. • Cleaning shall be completed annually as per the guidelines of the Ontario Good Roads Association’s Bridge and Culvert Management Course. 404 • All culverts shall be cleaned using water jets (flushing) or other effective means where water flow has been restricted by material, debris, etc. 402 • Noted deficiencies shall be reported to the County in writing. 404 5.2 Erosion Control Service Description: The installation of stone or similar material to prevent erosion around bridges and culverts. • Municipalities shall be responsible for the costs of supplying and installing up to 10 tonnes of quarry stone or similar repair material per location. 407 • Where municipalities have identified areas where more than 10 tonnes of stone is required, section 4.5 of the RMA should apply. 6.0 Safety Devices 6.1 Road Markings Service Description: Painting of road markers that includes but is not limited to: centerline markings, edge of lane markings, stop blocks, turn arrows, bike lanes, etc. • All road markings shall be painted annually as per the Ontario Traffic Manual – Book 11. 501 • White, edge of lane marking locations to be painted annually are shown on Attachment #2 to this schedule. Generally, these locations are at road crests, sags, curves, narrow structures, Class 1 roads and roads with partially or fully paved shoulders. Most county road intersections also have diverging lanes, turning tapers and radii that also require annual painting, and are not specifically depicted on these maps and OTM Book 11 shall be followed. 501 12 Elgin County RMA Review September 8th, 2020 DRAFT FOR DISCUSSION • On paved shoulders that the County has defined as a bicycle lane, two solid white edge lines will be painted annually to create a buffer zone. The County will accept an invoice from the municipality for the cost to paint the second and additional white edge line where bicycle lanes are designated. 501 • Municipalities will be made aware of planned resurfacing at the beginning of each year 501 ; if a municipality marks a roadway planned for resurfacing by the County that year, the municipality will be responsible for re-marking that road at their cost. 501 so municipalities may defer road marking for that year. Re-marking made necessary by County capital works projects shall be funded and coordinated by the County. 6.2 Road Signs Service Description: Maintenance of all existing regulatory, warning, and information road signs and beacons; re-installation of damaged or stolen road signs; and removal of unapproved signs. • Road signs to be installed and maintained as per MMS and the Ontario Traffic Manual. 502 • Municipalities are responsible for all costs to supply signs and materials to re-install damaged or stolen signs and to maintain battery operated beacons. 502 • If requested by the County, all municipality labour and/or material costs required to replace road signs that fail reflectivity inspection as part of routine testing, shall be invoiced to the County. • Any unapproved signage attached to County infrastructure shall be removed immediately. 702 • The municipality shall remove any and all signage that becomes a safety concern due to sight line or drainage obstruction or is found to be in an unsafe condition or position that has the potential to threaten pedestrian or motorist safety. 702 • Signage to warn motorists of areas identified to have high incidents of deer vs. vehicle collisions will be installed with operating beacons on October 1st and remain in place until January 1st; all other times the beacons shall be removed, and alternative approved signage will be installed. 502 • Elgin County “green” roadway directional/information signs and Elgin County Tourism signs will be supplied by the County. Labour and material costs required to re-install “green” roadway directional/information signs will be included within the base maintenance allocation. Labour and material costs required to re-install Elgin County Tourism signs shall be invoiced to the County. 502 • The municipality is fully responsible for Hamlet Identification signs. 502 13 Elgin County RMA Review September 8th, 2020 DRAFT FOR DISCUSSION • All signs shall be installed on wooden 4”x4” posts, with the exception of 90cm x 90cm signs (or greater), that shall be installed on 6”x6” wooden posts with a 2”x4” cross bracing. 502 6.3 Guide Rail and Traffic Barrier Systems Service Description: Maintain all existing safety systems (i.e. cable, steel beam guide rail, end treatments, etc.). • Systems to be maintained to the Ontario Provincial Standard Specifications. 503 • When damage has occurred from a motor vehicle collision, the municipality shall notify the County. 503 • The municipality is responsible for the first $10,000 spent annually to complete repairs and maintenance on all existing systems; complete documentation shall be provided to the County once this limit has been reached. 503 • Damage occurring as a result of municipal operations shall not form part of the annual $10,000 deductible. 503 6.4 Road Closures Service Description: Management, coordination and participation of road closures and detours on County roads. • The municipality shall cooperate and participate with all emergency road closures and emergency detour routes that occur. 701 • All costs to facilitate and supervise the event shall be borne by the municipality and are included in the base annual allocation for maintenance services. 701 • The municipality shall participate to manage all temporary road closures that are approved by the local municipality (i.e. parades). 701 7.0 Winter Control 7.1 Winter Control Service Description: Salting/sanding, plowing, ice blading, additional patrols, standby etc. • Winter Maintenance activities to adhere to MMS. • Municipality will also provide routine winter maintenance of highway bridges and overpasses not owned by the County but connecting at least to portions of County roads. 4.9 RMA • Municipalities shall follow the “Canadian Code of Practice for the Environmental Management of Road Salts” and the County of Elgin’s “Road Salt Management Plan”. 601 ©STRATEGYCORP 2021 County of Elgin -Road Maintenance Agreement Review Final Report November 10th, 2021 Table of Contents Elgin County | Road Maintenance Agreement Review | Final Report 2 Section Page Number 1 Executive Summary 3 2 Workshop Outcomes 9 2.1 Governance & Communications 10-14 2.2 Scope of Services 16-22 2.3 Funding 24-33 2.4 Reporting & Enforcement 34-41 3 Appendix 42-45 3.1 Advisory Committee Members 42 3.2 A Brief History of the Fee Schedule 44 1 Executive Summary •As a result of County restructuring that occurred in 1998, the County of Elgin’s roads are maintained through the Road Maintenance Agreement (hereafter “RMA”or “Agreement”) with several local municipal partners (“LMPs”), who undertake all road maintenance activities on the County’s behalf. •As part of a 2020 review, StrategyCorp noted several issues and concerns regarding the current RMA, and identified that several opportunities to improve it with the opportunity to: •With the current RMA set expire in 2022, Elgin County is interested in reviewing the RMA based on this recommendation and identifying means to improve the RMA. Project Context and Objectives Executive Summary Project Context Project Objectives In this context, Elgin County retained StrategyCorp to support it in the review and renewal of the current RMA, including the confirmation of service standards, an assessment of the financial model, and the development of a revised term sheet. Address past and ongoing issues in roads maintenance Improve overall trust in the County and Local Municipal Partners’ working relationship Reduce costs and increase staff productivity Improve customer and resident experience Provide the foundation for further shared service delivery progress This Report outlines the results of the review including our approach, key findings, recommendations, and high-level term sheet revisions. RMA Review –Evaluation and Collaboration Process Elgin County | Road Maintenance Agreement Review | Final Report 5 Executive Summary Initial Advisory Committee (“AC”) Discussion Superintendent Interviews Data & Documents Review Issue Identification, Data Analysis & Idea Generation Deliberation & Collaboration Final Report Summary Memo Workshop Analysis Workshops & Review •The RMA Review was guided by a cross-functional Advisory Committee (the “AC”) made up of Roads Superintendents, CAOs, and Treasurers from each LMP and the County. •Through initial discussions with the Committee, individual interviews, and available data and documents, four main areas of concern were identified: •For each area of concern, SCI presented analysis and recommendations that were reviewed and workshopped with the Committee and summarized in a Memo describing the Workshop discussions and outcomes. •The outcomes from these AC workshops were consolidated into this Final Report and Term Sheet that includes the key findings from the review and contractual and non- contractual recommendations Governance & Communication Scope of Services Funding Reporting & Enforcement Key Issues & Workshop Objectives 6 Executive Summary ISSUES ▪Misalignment on the nature of the County/LMP service delivery relationship ▪Lack of collaborative operational communication and planning ▪No standard and transparent mechanism for resolving disputes ▪No clear path for proposing and adopting amendments to the RMA Governance & Communication KEY WORKSHOP OBJECTIVE: Align on RMA Principles and establish clear communication and governance structures Scope of Services Issues ISSUES ▪Lack of clear service standards ▪Misalignment on definition of maintenance services vs. capital repairs ▪Municipalities are expected to provide several specialized services that might be more efficiently contracted out by the County KEY WORKSHOP OBJECTIVE: Confirm scope of services, clarify Schedule C language, and review opportunities for alternative service delivery options ISSUES ▪Some uncertainty around the sufficiency of the formula versus true costs ▪Lack of alignment on the true costs of road maintenance activities Funding Issues KEY WORKSHOP OBJECTIVE: Establish true cost of services and evaluate current funding formula, and inflation indexes ISSUES ▪No consistent reporting systems or methodologies across LMPs ▪LMPs provide uneven levels of service that often either exceeds or falls short of County expectations ▪The County lacks an appropriate mechanisms to enforce RMA obligations Reporting & Enforcement Issues KEY WORKSHOP OBJECTIVE: Align on standard reporting systems, methodologies, and requirements, and enforcement mechanisms Key Outcomes –Analysis and Workshops Executive Summary ✓New governance and communications structures, and guiding principles were established to help manage and oversee the execution of the RMA. ✓Scope of Service changes to align service standards with County expectations, Schedule C amendments to clarify existing terms, and identification of shared procurement opportunities and considerations. ✓Comprehensive evaluation of the existing Funding Model is currently not possible given diverse LMPs tracking and reporting methods and data availability. ✓Insufficient evidence was found to support an increase in the fee allocation based on reported LMP spending. ✓Future evaluations of the existing funding model will require cost tracking and reporting by road class, however evaluation of the fee sufficiency will only require accurate, standardized reporting of LMP true costs, to which the parameters were agreed. ✓Harmonized and standardized reporting mechanisms and methodologies for road maintenance activity and financial reporting were established. ✓New enforcement protocols and tools were established to promote adherence to service and reporting obligations. Governance & Communications Scope of Services Reporting & Enforcement Funding Complete List of Supporting Recommendations Elgin County | Road Maintenance Agreement Review | Final Report 8 Executive Summary I.Add Guiding Principles to RMA. II.Terms of Reference be established for both an Operational and Governance Committee. I.Treasurers should attend operational meetings annually to assess shared procurement opportunities. II.The Governance Committee should be rolled into a regular shared services meeting of the CAOs. Contractual Recommendations Non-Contractual Recommendations I.Schedule C to be defined by service and include service descriptions. II.All relevant County Policies to be appended to the RMA. III.The County to develop a schedule of known drainage systems. IV.Changes to service levels with respect to grass cutting, line painting, and road signs. I.County should investigate all opportunities for shared contracts, evaluate resource requirement to administer identified contracts, and add administrative fees to all shared contracts, as necessary. II.County should assess inspections of drainage systems, etc., that are not currently defined in the RMA. I.The existing funding formula remain unchanged. II.The RMA continue to use CPI as its primary inflation index. I.Pending improved data collection and reporting, amendments to the funding formula could be made during the period of the next agreement, through the Governance committee. I.The County should investigate a County-hosted GIS linked Asset & Work Order Management Software Solution. I.Regular Municipal Monthly County Roads Reports and Inspection Responses should be harmonized into a single quarterly report. II.RMA should prescribe a standard reporting template and reporting methodologies for Year-End Financials. III.The RMA should direct the County to compile and submit an Annual Compliance Report to the Governance Committee for review. 2 Workshop Outcomes 2.1 Governance & Communications 2.2 Scope of Services 2.3 Funding 2.4 Reporting & Enforcement Elgin County | Road Maintenance Agreement Review | Final Report 10 Section Summary Defining the Philosophical Approach Designing Governance and Communication Structures Key Workshop Findings & Discussions Key Recommendations Contractual Non-Contractual •Add Guiding Principles to RMA. •Terms of Reference be established for both an Operational and Governance Committee. •Treasurers should attend operational meetings annually to assess shared procurement opportunities. •The Governance Committee should be rolled into a regular shared services meeting of the CAOs. Findings •The RMA is designed to facilitate an outcome-based, fixed-fee service delivery model. However, LMPs across the County reported having very diverse understandings, approaches, and outcomes to using County fees to meet their obligations under the Agreement. •The current, informal governance and communications structure appear to be effective at managing day-to-day operations but does not formally surface and resolve structural or systemic issues with the agreement itself. Discussion •The Committee aligned on 5 principles to underpin the philosophical approach to the Agreement. •The Committee established additional contractual mechanisms to improve operational communications, and how distinct governance committee might better administer oversight and address systemic or long-standing issues with the agreement. Governance & Communications –Overview Governance & Communications I II I II Defining the Philosophical Approach: Fee-For-Outcomes Elgin County | Road Maintenance Agreement Review | Final Report 11 Governance & Communications The existing RMA was originally designed to facilitate an outcome-based service delivery model were LMPs are given an annual fixed fee to provide road maintenance services on County roads. However, LMPs across the County reported very diverse understandings, approaches, and outcomes to using County fees to meet their obligations under the Agreement. This range of municipal philosophies include: Maintain service standards and manage surplus and deficits through an accumulated reserve Maintain all service standards even when schedule fees are exceeded, invoice additional services when possible Maintain MMS, but only complete as many Schedule C services as annual fee will directly cover Ideal State Defining the Philosophical Approach: Guiding Principles Elgin County | Road Maintenance Agreement Review | Final Report 12 Governance & Communications I. The fee schedule must be sufficient to cover the anticipated average costs of maintenance activities in an average year. II. Municipalities will execute all the services outlined in the Agreement to the standards outlined in the Agreement, irrespective of annual operating cost fluctuations. V. Municipalities should be given the control and flexibility to annually appropriate funds received as part of the Agreement to operations and/or reserves at the Municipality’s discretion. IV. Municipalities will have the flexibility to perform the services outlined in the Agreement using any service delivery methods they choose, so long as they meet the minimum standards outlined in the Agreement. III. Municipalities will be entitled to the entire amount outlined in the fee schedule irrespective of annual operating cost fluctuations. The Advisory Committee endorsed the following 5 Guiding Principles to be enshrined as a section of the RMA: Contractual Recommendations I Designing Governance and Communication Structures: Key Findings Elgin County | Road Maintenance Agreement Review | Final Report 13 Governance & Communications RMA Governance ▪Except during RMA renewal discussions every 5 years, the RMA is not governed by a particular group or body to oversee its effectiveness, below County Council. ▪The Agreement, and any issues or concerns that arise among LMPs, are directly managed by the County Superintendent and General Manager on an ad hoc basis. RMA Communications ▪Quarterly meetings are currently held between the County and LMP superintendents to discuss status and issues related to County road maintenance and LMP requirements and planning for capital projects. ▪All parties indicate a lack of transparency around planned operations on County roads, including both capital and maintenance projects. ▪Discussions are largely informal, and issues or concerns related to the RMA itself are not regularly reviewed or discussed in a formal manner. The current informal governance and communications structures appear to be effective at managing day-to-day operations, but do not formally surface and resolve structural or systemic issues with the agreement itself. The RMA currently lacks sufficient governance mechanisms; issues and concerns with the RMA are surfaced on an ad-hoc basis, and the current operational meetings do not meet all communication needs. Governance and Communications Structures: Two-Committee Structure Elgin County | Road Maintenance Agreement Review | Final Report 14 Governance & Communications Operations Committee Governance Committee Mandate & Other Terms Mandate: Sharing upcoming County capital project and repair plans; identification of shared procurement opportunities; and the coordination of shared service delivery, or County-led services. •Standard agenda items and pre-publishing requirements •Mechanisms for reviewing LMP and County engagement at operational meetings Mandate: Assess structural or systemic concerns that arise on a regular basis between renewal cycles and recommend changes to the agreement to County Council, where required; resolve disputes and conflicts that cannot be resolved at the operational level; oversee general compliance with the Agreement. Participants County and Municipal Superintendents County and Municipal CAOs Frequency Quarterly TBD The Committee endorsed the creation of two separate committees to support communication related to the RMA with distinct and separate objectives, each with Terms of Reference attached to the RMA. Contractual Recommendations Non-Contractual Recommendations Additional Notes: •Treasurers should attend operational meetings annually to assess shared procurement opportunities that can be brought back to regular treasurers' meetings. •The Governance Committee should be rolled into a regular shared services meeting of the CAOs. This could occur during standing CAO meetings on a quarterly or bi- annual basis. II I II 2 Workshop Outcomes 2.1 Governance & Communications 2.2 Scope of Services 2.3 Funding 2.4 Reporting & Enforcement Elgin County | Road Maintenance Agreement Review | Final Report 16 Section Summary Key Workshop Findings & Discussions Key Recommendations Contractual Non-Contractual •Schedule C to be defined by service and include service descriptions. •All relevant County Policies to be appended to the RMA. •The County to develop a schedule of known drainage systems. •Changes to service levels with respect to grass cutting, line painting, and road signs. •County should assess inspections of drainage systems, etc., that are not currently defined in the RMA. •County should investigate all opportunities for shared contracts, evaluate resource requirement to administer identified contracts, and add administrative fees to all shared contracts, as necessary. Findings •Schedule C lacks service descriptions and service standards for many obligatory services. Discussion •The committee discussed amendments to service standards to clarify capital and maintenance activities and funding responsibilities. •One key area of discussion surrounded opportunities for collaborative procurement. The Committee agreed that the County should investigate as many shared service contracts as possible on an “opt-in” basis similar to the Phragmites Program, meaning no changes were recommended to the Scope of Services. •Discussion was also had on the responsibility of identifying deficiencies for systems not identified in the MMS including for drainage facilities, bridges, and culverts. •The committee also discussed specific “by kilometer” service limits for “rare” events (i.e., washouts) and how those might be accounted for in a per kilometer funding formula. Scope of Services –Overview I II I II III IV Schedule C Amendments Service-by-Service Assessment Workshop Activity Outline Opportunities for Collaborative Procurement Defining the Scope of Services and Schedule C Defining the Scope of Services –Schedule Format and Clarifications Elgin County | Road Maintenance Agreement Review | Final Report 17 Scope of Services •Schedule C states that LMP are to meet all MMS legislated standards, and then enumerates all the additional standards that fall outside the MMS LMPs are expected to complete. These standards were originally formatted to accompany a “municipal best practices” schedule that was later removed from the Agreement. The result is that Schedule C is not currently well formatted to clearly communicate all LMP responsibilities. Schedule C Section 4.5 •“Road maintenance/repair services in addition to the Scope of Services identified in Schedule "C" may be performed by the Municipality by mutual agreement between the Municipal Superintendent and the County Superintendent…” Existing LMP maintenance obligations are described in Schedule C of the RMA. Work required to meet Schedule C standards that exceed the limits imposed by the Schedule are addressed according to the processes identified in section 4.5 of the RMA. Contractual Recommendations Schedule C should be amended so standards are organized be service category of all required services including those prescribed in the MMS, including inspections.I Service-by-Service Assessment –Workshop Activity Elgin County | Road Maintenance Agreement Review | Final Report 18 Scope of Services i.Confirm service descriptions for each service category. ii.Confirm understanding of existing minimum service standards and service level limits including intended purpose of existing stipulations; clarify language, as necessary. iii.Discuss opportunities for migration of services to the County or for shared procurement between partners. iv.Discuss proposed changes to existing service standards as identified by the County or LMPs in the Scope-of-Services Worksheet. 1.0 Inspection 1.1 Routine Inspections 2.0 Road Surface Maintenance 2.1 Maintaining Asphalt Pavement & Surface Treated Surfaces 2.2 Maintaining Gravel Shoulders 2.3 Sweeping 3.0 Roadside Maintenance 3.1 Debris Control 3.2 Grass Cutting 3.3 Brush Control 3.4 Tree Maintenance 3.5 Weed Control 4.0 Drainage Systems Maintenance 4.1 Cleaning of Drainage Systems 4.2 Repairs of Drainage Systems 4.3 Ditch Maintenance 5.0 Bridges and Culverts 5.1 Structure Cleaning 5.2 Erosion Control 6.0 Safety Devices 6.1 Road Markings 6.2 Road Signs 6.3 Guide Rail and Traffic Barrier Systems 6.4 Road Closures 7.0 Winter Control 7.1 Winter Control Services List Based on the agreed upon Schedule format, the Advisory Committee conducted a line-by-line review of the Scope of Services. For each service listed, the following items were discussed: Schedule C Amendments –Clarity and Good Governance Elgin County | Road Maintenance Agreement Review | Final Report 19 Scope of Services ✓Service descriptions should be added for each service listed in Schedule C. ✓Where service standards are prescribed by the MMS, “to be completed as per MMS,” should be added to the schedule. ✓Where a specific service level limit is described in Schedule C, a clause referencing section 4.5 of the RMA should be added to clarify the County responsibility to pay for any additional work necessary to meet minimum service standards. Where Municipalities are expected to provide services with regard to a particular policy referenced in the RMA or Scope of Services, that policy should be attached at an appendix to Schedule C, with a provision allowing the County to update these policies between RMA renewal cycles. This includes but is not limited to: i.“No Spray” Policy ii.Road Salt Management Plan iii.Deer Warning Signage Policy Contractual Recommendations ➢The following clarifying recommendations are not meant to alter the obligations of either party under the agreement but are designed to clarify the intent of certain stipulations through added language and supporting documents. II Schedule C Amendments –Drainage Systems Elgin County | Road Maintenance Agreement Review | Final Report 20 Scope of Services Contractual Recommendations Schedule C should be amended to include a provision requiring the County to provide a schedule of known drainage structures under the responsibility of LMPs, and will continuously update that schedule as asset inventories are updated and improved. LMPs will still be responsible for all drainage structures in the municipality. III Non-Contractual Recommendations I ➢It was identified that in many cases, such as for drainage facilities, bridges, and culverts, where routine inspection is not prescribed in the MMS, the existing agreement does not clearly define which party is responsible for the identification of defects on these structures. County should assess what party is best suited to conduct inspections of drainage systems, bridges, and culverts and clarify those roles in the terms of the RMA. Schedule C Amendments –Service Level Changes Elgin County | Road Maintenance Agreement Review | Final Report 21 Scope of Services Contractual Recommendations ✓A provision should be added to the schedule for the County to take on responsibility for the costs of re-marking roads following capital re-surfacing or re- paving projects on County roads but that there should be continued collaboration between Municipalities and the County to eliminate duplication of road markings in cases where capital projects are planned, as has been the practice in recent years. 6.1 Road Markings ✓A provision should be added to the scope of services schedule to clarify that where road signs have become deficient over time (i.e., failed reflectivity tests) the County is responsible for the costs of replacing those signs, as has been the practice in previous years. The municipalities should continue to be responsible for replacing damaged or stolen signs, and for regular reflectivity testing as per the MMS. 6.2 Road Signs ✓The existing minimum standard for full width cutting of the ROW every third year should be removed and replaced with a standard that allows the area between biannual cutting and the property line to naturalize to the extent that it remains free of invasive and noxious weeds, or larger brush and vegetation that impedes sight lines or drainage facilities. Larger vegetation in these areas should also be removed by the municipality before the canopy begins to encroach the road property. 3.2 Vegetation Control Draft Schedule C language is appended to the Term Sheet that is the Companion document to this report. IV Opportunities for Collaborative Procurement Elgin County | Road Maintenance Agreement Review | Final Report 22 Scope of Services Non-Contractual Recommendations The committee discussed shared service contract opportunities for a number of municipality-led services that could be taken on by the County. Opportunities for Municipality-led contracts were not favoured by the committee. ➢LPMs favoured a contract structure that allows LMPs the opportunity to “opt in” to service contracts procured and administered by the County if the rates prove favorable to there own costs or contracts –Similar to the Phragmites Program. ➢The County noted that while the Phragmites Program has also been successful for the County, it represents an additional administrative workload, and should more contracts be taken on by the County, staff resourcing would become a cost consideration. The committee agreed that the County should explore shared contracts for as many services as possible, though the following services were identified as of special interest: i.Sweeping ii.Road Marking iii.Routine Inspection and Cleaning of Drainage Systems iv.Reflectivity Testing for Road Signage ✓The County should consider adding an administrative fee to shared contracts it procures and administers for LMPs based on resource requirements from the County. Contractual Recommendations ✓Existing service obligations should remain in Schedule C so that LMPs have the flexibility to pursue the most cost-effective delivery methods. II 2 Workshop Outcomes 2.1 Governance & Communications 2.2 Scope of Services 2.3 Funding 2.4 Reporting & Enforcement Funding –Overview Elgin County | Road Maintenance Agreement Review | Final Report Section Summary Key Workshop Findings & Discussions Key Recommendations Contractual Non-Contractual •The existing funding formula remain unchanged. •The RMA continue to use CPI as its primary inflation index. •Pending improved data collection and reporting, amendments to the funding formula could be made during the period of the next agreement, through the Governance committee Findings •Most LMPs do not have consistent reporting on road maintenance costs and use a number of methodologies to report costs to the County, with varying degrees of accuracy. •Equipment costs represent a significant area of ambiguity, given the subjectivity involved in calculating machine hour costs –previous discussions on RMA funding indicate that funding is intended to cover 75% of OPS-127 machine hour rates. •SCI evaluated current costs against OPS-127 machine hour rate, and found no evidence that LMPs would report significantly more spending than allocations, even at 100% of OPS-127 rates. •Based on the level of available data, a comprehensive assessment of funding sufficiency / deficiencies versus costs could not be conducted •Future evaluation of the funding formula which currently relies on a per kilometer calculation by road class, since LMPs do not track spending by road class, the formula cannot currently be validated. •While there is some subjectivity in assessing inflation rates in the funding formula, CPI remains the most widely accepted and most relevant benchmark as an escalation factor in the agreements I II I Fee Schedule Recommendations Assessing the Sufficiency of the Existing Fee Allocation Review of Potential Inflation Indexes Review of Current Reported LMP Spending Recent LMP Spending on County Roads Elgin County | Road Maintenance Agreement Review | Final Report 25 Funding Reported LMP Spending in 2020 (Excluding Reserve Transfers) Total Aylmer Bayham Central Elgin Dutton Dunwich Malahide Southwold West Elgin Total Allocation $3,296,220 $21,864 $410,794 $694,704 $462,362 $722,593 $504,225 $479,678 Spending for all Roads $3,357,736 $16,214 $378,015 $593,734 $476,155 $596,741 $558,499 $450,521 Difference 101%74%86%84%103%83%111%94% Reported Spending 2018-2020 (Excluding Reserve Transfers) 3-Year Avg. Difference 102%113%92%113%104%99%109%96% SCI reviewed LMP spending on County roads by reviewing LMP’s financial reporting to the County, as well as their operating expenses, and compared that to RMA fee allocations for 2018-2020. When reserve transfers are excluded, LMPs only spent 95% of their allocation in 2020, and 104% of their allocation on average annually between 2018-2020. It should be noted that Winter Control spending was notably higher across LMPs in 2018, and lower across LMPs in 2020, as winter controls typically make up the most volatile portion of spending. ➢Based solely on LMP reported spending as compared to County allocation, SCI finds LMP spending does not significantly exceed the current allocation enough to justify a fee increase. Assessing the Sufficiency of the Existing Fee Allocation Elgin County | Road Maintenance Agreement Review | Final Report 26 Funding Proportion of Cost Centers as Reported LMP Expenditures (3-Year Average) Average % of Spending *Aylmer Bayham Central Elgin Dutton Dunwich Malahide Southwold West Elgin Labour 28%10%24%38%28%33% N/A 36% Equipment 27%24%26%25%29%31%26% Materials 42%66%30%22%44%16%30%Contracts 14%13%15% Admin/Other 5%-6%1%-5%7%5% * Aylmer only has 2020 data available Establish a true cost-of-services assessment of expenditures based on the required level of service for each classification of highway in relation to service standards. However, this would require relatively normalized standards and accuracy in reporting across LMPs as well as significant visibility and data sharing from all LMPs. Our Initial Approach Available LMP Reporting and Data Most LMPs reported a relatively good, or high degree of accuracy in tracking and reporting, however, most have been unable to provide detailed reporting on maintenance activities, and no LMPs reported tracking maintenance activities by road class, making any kind of service level-based assessment impossible. Adapted Methodology Given LMPs current reporting alone does not seem to support a fee increase, SCI has attempted to review LMP spending by cost center, in an attempt to normalize spending across LMPs, and fully account for both direct and indirect costs, including those that LMPs noted were absent from the funding formula. How LMPs Measure and Calculate Spending –Direct Costs Elgin County | Road Maintenance Agreement Review | Final Report 27 Funding LMP Resource Allocation Tracking LMP Reporting of Expenses Labour •Most LMPs track labour hours on detailed timesheets, with two LMPs using a work management systems, one LMP does not accurately track labour resources to County or Local roads. •All municipalities report labour costs using direct wages plus an additional percentage for incidentals (including EI, CPP, OMERS, Health and Dental, etc.) this rate varies between LMPs (21%- 47%), with some reporting a fixed percentage on all wages, and others reporting actual costs. Materials •Only one LMP reported using their Work Management system to track materials to County or Local roads, all other LMPs reported that unless materials are ordered specifically for a County project, material resource allocation is done based on supervisor estimates only. •All LMPs use invoices to report on materials used on county roads. Contracts •Only one LMP reported using their Work Management system to report materials to County or Local roads, all other LMPs reported that unless materials are ordered specifically for a County project, material resource allocation is done based on supervisor estimates only. •All LMPs use invoices to report on service contractor fees for county roads For labour, materials, and contracts, LMPs all report costs using direct costs, including salaries and invoices. For this reason, and even though LMPs report a range of spending in these areas, this reporting is considered true-to-cost for the purposes of our assessment. How LMPs Measure and Calculate Spending –Indirect Costs Elgin County | Road Maintenance Agreement Review | Final Report 28 Funding Equipment, administrative, and overhead spending all include some degree of indirect costs or cost estimates. For these cost centers, LMPs have varying degrees of cost tracking and reporting methodologies, so it should be possible to apply best or leading costing practices to available reporting and normalize reported spending across LMPs that better reflects the true cost of services. LMP Resource Allocation Tracking LMP Reporting of Expenses Equipment •Most LMPs track machine hours on detailed timesheets, with two LMPs using a work management system, one LMP does not accurately track equipment resources to County or Local roads. •Four LMPs reported using MTO OPS-127 as the source or reference for their equipment rates, one uses a rate based on fuel and maintenance costs, and two LMPs could not directly source their existing rates. Admin •Most LMPs do not directly track administrative resources for managers, supervisors, oversight, etc. •Only two LMPs directly track administrative time. •Most LMPs report Administrative spending as a flat rate per service or for all services. •Those that track administrative time report it as Labour or Administrative spending. Other •Only one LMP currently tracks and reports some direct or indirect overhead costs, including building maintenance, licenses, utilities, and admin services including phone, radio, and IT. •No LMPs separately track or report on insurance costs. •One LMP includes some portion of its overhead spending to the services provided under the RMA. •The RMA does not account for additional reported spending for overhead. Indirect Costs –Equipment and Administration Rates Elgin County | Road Maintenance Agreement Review | Final Report 29 Funding *OPS-127 rate: $30.30 Equipment –The funding formula for the existing fee allocation model is meant to account for 75% of OPS-127 rates. Three of seven LMPs said they report machine hours based on 100% OPS -127 (MTO) rates, and one LMP reports 70% OPS-127 rates. Generally, this would indicate some LMP reported costs are inflated compared to the intended scope of the fee allocation of 75% OPS-127 rates. EQUIPMENT Aylmer Bayham Central Elgin Dutton Dunwich Malahide Southwold West Elgin Tracking Tracked using Timesheets Tracked using Timesheets Tracked using WorkTech (CMMS) Not effectively tracked Tracked using WorkTech (CMMS) Tracked using Timesheets Tracked using Timesheets Pricing Rational 100% OPS 127 Rates 100% OPS 127 Rates Rate based on fuel + maintenance costs N/A 100% OPS 127 Rates N/A 70% OPS 127 Rates E.g.Chevy Silv.* $35.25 $37.55 $9.44 $29.00 $19.60*$21.46 Administration –Most LMPs noted that they do not directly track or report on general effort required to administer the RMA including activities completed by supervisors, treasurers, etc. To account for these expenses, in 2001 County recommended “that all municipalities incorporate 5% of approved expenditures for administrative overhead.” LMPs report varying pricing mechanisms for reporting administrative expenses. Aylmer Bayham Central Elgin Dutton Dunwich Malahide Southwold West Elgin Tracking N/A Timesheets WorkTech None None None None Pricing N/A ~7%25% *5%~5% ~7% 5% *As reported to County in 2020 Indirect Costs –Equipment Rate Normalization Exercise Elgin County | Road Maintenance Agreement Review | Final Report 30 Funding *Bayham changed its rates in 2019, and it should be noted that its 2018 equipment spending was far below OPS rates. **Given Malahide reports already using OPS-127 rates, variation that was found in this experiment could be due to fleet misclassification, outdated rates etc. Though most LMPs say they have accurate reporting on machine hours, only 3 LMPs where able to provide us with an accurate detailed report of machine hours for the past 3 years along with enough detail on fleet to assess the impacts of a rate change –Bayham, Malahide, and West Elgin. ▪Using reported machine hours from 2018- 2020, we estimate that the Township’s equipment costs would increase ~12% annually if they were to charge at 100% OPS-127 (2016) rates. ▪Given the Township spends ~31% of its total spending on equipment this would equal an average annual increase of 4% in total spending, or 1% more then their 2020 Allocation**. Malahide Example ▪Using reported machine hours from 2018- 2020, we estimate that the Municipality’s equipment costs would increase ~43% annually if they were to charge at 100% of their OPS-127 rates. ▪Given the Municipality spends ~26% of its total spending on equipment this would equal an average annual increase of 11% in total spending, or 4% more then the Municipality’s 2020 Allocation. West Elgin Example ▪Based on reported machine hours from 2019-2020*, we estimate that the Municipality’s equipment costs would decrease ~15% annually if they were to charge at 100% of their OPS-127 rates. ▪Given the Municipality spends ~28% of its total spending on equipment this would equal an average annual reduction of 4% in total spending, or 11% less then their 2020 Allocation. Bayham Example ➢For the examples shown, this illustrative normalization results in municipal expenditure at 85-104% of their 2020 allocation. ➢Given the rate variability across LMPs, SCI cannot draw any conclusions on how a rate change might impact other LMPs; however, given many LMPs already report using 100% OPS-127 rates, it stands to reason that their change in spending would be limited as well. Fee Schedule Recommendations Elgin County | Road Maintenance Agreement Review | Final Report 31 Funding Contractual Recommendations Based on the current LMP reported spending and reporting methods, the Equipment Charges Normalization Exercise, and overall level of data availability,no changes to the fee schedule are recommended at this time. Non-Contractual Recommendations That LMPs develop consistent reporting standards and templates to better inform future reviews of the fee allocation and funding formula. Recommendations for the 2022 RMA should not include requirements to report on road class because to do so would require significant investments in reporting processes or technology for LMPs. However, future evaluation of the funding structure or base allocation should not be deferred entirely in the absence of road class data. If financial reporting can be standardized to a certain degree in the interim future evaluations may rely on that data to potentially develop alternative funding models. ➢Reporting by road class is required for the County and LMPs to assess the current funding formula against true cost-of-service, given that it is tied to road classification. Currently, LMPs do not have the capacity to track or report maintenance costs by road class so funding sufficiency / deficiencies versus costs cannot be comprehensively assessed at this time, and County is unable to identify LMP costs that are driven by unique road class structures that may be driving up costs for some LMPs. I I II Annual Inflation Index Recommendations Elgin County | Road Maintenance Agreement Review | Final Report 32 Funding Beyond discussions surrounding the base fee for the RMA allocation, LMPs have also historically raised concerns that the Consumer Price Index is not the best indication of inflation for the RMA to rely on, and the Building Construction Price Indexes would be a better reflection of the actual cost incurred by LMPs. Below is a description of the two indexes, and their comparative percent changes in the last year (Source: StatsCan). Consumer Price Index Building Construction Price Indexes •The Consumer Price Index (CPI) represents changes in prices as experienced by Canadian consumers. The goods and services in the CPI basket include:food; shelter; household operations, furnishings and equipment; clothing and footwear; transportation; health and personal care; recreation, education, and reading; and, alcoholic beverages, tobacco products, and recreational cannabis. •Across Canada, this increased 2.2% from March 2020-2021. •The Building Construction Price Indexes BCPI measures change over time in contractors' prices to construct a range of new commercial, institutional, industrial and residential buildings. The contractor's price reflects the value of all materials, labour, equipment, overhead and profit to construct a new building. •In Toronto, the BCPI for Non-Residential Buildings increased 3.3% from Q1 2020-2021. ➢The CPI is typically viewed as the best overall indicator of inflation across the Canada; while the BCPI may reflect some aspects of LMPs changing prices under the RMA, it is not perfectly analogous due to both material and regional differences (i.e., the BCPI measures price changes in metropolitan areas only). Contractual Recommendations The RMA continue to use CPI as its primary inflation index.II 2 Workshop Outcomes 2.1 Governance & Communications 2.2 Scope of Services 2.3 Funding 2.4 Reporting & Enforcement Reporting & Enforcement –Overview Elgin County | Road Maintenance Agreement Review | Final Report 34 Section Summary Key Workshop Findings & Discussions Key Recommendations Contractual •Regular Municipal Monthly County Roads Reports and Inspection Responses should be harmonized into a single quarterly report to County. •RMA should prescribe a standard reporting template and reporting methodologies for Year-End Financials. •The RMA should direct the County to compile and submit an Annual Compliance Report to the Governance Committee for review. Findings •LMP compliance with submitting reporting on road maintenance activities is inconsistent, with the majority of LMPs not providing timely or detailed reporting on work performed or materials used. •Compliance with financial reporting is high, but provides limited value do to lack of standardized reporting. •The County does not have an effective way of enforcing service standards across the County, demonstrated by the variable service levels provided by LMPs. Discussion •The Committee discussed standard methodologies for calculating labour, equipment, material, contract, and admin costs, with the goal of reporting / approximating true costs as accurately as possible. o Evaluation of costs will rely on reporting of true cost in hours (for labour and equipment), to validate reported spending. •The Committee supported the recommendation that a shared digital reporting platform be introduced outside the language of the RMA to reduce reporting burden for LMPs and improve data collection and analysis for the County. Such a system would allow for road specific reporting on maintenance activities and enable evaluations of maintenance activities and costs by road class. Peripheral •The County should investigate a County-hosted GIS linked Asset & Work Order Management Software Solution. I I II III Enforcement Mechanisms Annual Financial Reporting Inspections and Activity Reporting Inspections and Activity Reporting –Quarterly Inspections 35 Reporting & Enforcement Existing Terms Current Practice Compliance and Outcomes Quarterly Inspections•The County shall perform Quarterly Inspections accompanied by the Municipal Superintendent with respect to the Scope of Services and provide the result of those inspections in an Inspection Report (Schedule E) to LMPs with direction to repair any deficiencies. •LMPs are required to make all noted repairs within 60 days of receiving an Inspection Report and provide written confirmation of work performed to address deficiencies. •The County conducts regular inspections quarterly, and provides the results to the LMPs –however, the practice of including a municipal representative was suspended by Council a few years ago. •In 2020, the County identified on average 1.5 deficiencies per 10 km of roads across the County, with individual LMPs ranging from an average of zero to 3.8 deficiencies per 10 km of County roads. •While the majority of LMPs provide written confirmation of work within 60 days, most exceeded that time frame at least once in 2020. ➢LMPs deliver variable road maintenance service levels across the County, as measured by number of deficiencies. ➢Inspections occasionally result in contested identified deficiencies and LMP compliance in providing written confirmation of work completed in response to an inspection report is inconsistent. ➢The County does not have an effective way of enforcing service standards across the County. Inspections and Activity Reporting –Activity Reporting 36 Reporting & Enforcement Existing Terms Current Practice Compliance and Outcomes Monthly Reporting•LMPs are required to submit Monthly Road Maintenance Invoices (Schedule G) that includes the allocated payment as described in Schedule D as well as invoices for work completed outside on the base allocation, as well as a Monthly County Road Report (Schedule F) that includes a description of works performed the previous month by service and road number, planned work for the coming month, and a summary of materials used for winter controls. •LMPs regularly submit invoices in a timely manner, however supporting documentation is not always present. •For the year of 2020, only 3 LMPs submitted monthly reports in a timely manner, 3 submitted all their 2020 reports in 2021 at the request of the County, and 1 has not submitting any reports for 2020. o 5 of 7 LMPs reported the number of winter events and volume of materials applied to County roads. o LMPs provided varying degrees of detail in reports, including on work completed and where it occurred. ➢LMP compliance with reporting on road maintenance activities is inconsistent, with the majority of LMPs not providing timely or detailed reporting on work performed. ➢The majority of LMPs do provide detailed monthly reporting on materials used, though often reporting is provided retroactively. ➢The County does not have access to an accurate record of work performed for liability or asset management planning purposes. Inspections and Activity Reporting –Recommendations Elgin County | Road Maintenance Agreement Review | Final Report 37 Reporting & Enforcement The RMA must clearly establish the minimum level of reporting required by the County -specifically for liability and insurance purposes – given the administrative burden of current reporting systems. It is therefore recommended that County Road Reports and Inspection Responses be harmonized into a single quarterly LMP report that includes the following: i.Description of activities by service and road number completed since the previous report. ii.Planned activities by service type and by road number for the next reporting period. iii.Number of Winter events, and volume of materials used in Winter Controls. iv.Description of work performed in response to previous Inspection Report. Contractual Recommendations Non-Contractual Recommendations The adoption of a County-hosted GIS linked Asset & Work Order Management Software Solution to track and report on specific road maintenance activities and condition remains a key recommendation moving forward. The County has already taken steps to allocate necessary funding to implement such a system. Most LMPs do not use a CMMS to track and report maintenance activities, making all specific reporting based entirely on manual or ad hoc processes to accurately recount activities. I I Annual Financial Reporting 38 Reporting & Enforcement Existing Terms Current Practice Compliance and Outcomes Annual Reporting•LMPs are required to submit Year-End Financial Statements detailing total repair/maintenance costs in respect of County Roads, for the previous calendar year, including line items in respect of winter control, material costs, and patrol costs. •All LMPs submit Year-End Financial Statements, and 5 of 7 include all required line items. •Every LMP uses a different template for its submitted financial report, includes different costs, and calculates them differently. ➢LMP compliance with Annual Financial Reporting is high, but since reporting it is not standardized, provides limited value or insight to the County. ➢The County is unable to effectively evaluate the sufficiency of fee allocations, or the value of LMP contracts. Contractual Recommendations The RMA should prescribe a standard template and reporting methodology for Year-End Financials.II Annual Financial Reporting –Recommendations (1/2) Elgin County | Road Maintenance Agreement Review | Final Report 39 Reporting & Enforcement ✓A template for Year-End Financial Reporting should require costs be reported by a set list of service categories and cost centres as outlined below and attached as a Schedule to the RMA. ✓Reported work hours for Labour and Equipment costs should be included in Year-End Financial Reports as supporting documentation. ➢Beyond the scope of the 2022 RMA, the County and LMPs should investigate the feasibility of leveraging the Asset & Work Order Management System to facilitate financial reporting by road class to allow for evaluation of the existing funding model in the future. Contractual Recommendations Labour (Hourly breakdown Appended) Equipment (Hourly breakdown Appended) Materials & Contracts Admin Other Totals Inspection/ Patrol $ $ $ $ $ $ Road Surfaces $ $ $ $ $ $ Roadside $ $ $ $ $ $ Drainage Systems $ $ $ $ $ $ Bridges/ Culverts $ $ $ $ $ $ Safety Devices $ $ $ $ $ $ Winter Control $ $ $ $ $ $ Totals $ $ $ $ $ $ Example Annual Financial Reporting –Recommendations (2/2) Elgin County | Road Maintenance Agreement Review | Final Report 40 Reporting & Enforcement Contractual Recommendations ✓The following standard methodologies for required cost centres should be added as a section or subsection of the RMA. i.Labour costs should be reported as true costs of salary and benefits paid out. ii.Equipment costs should be reported as machine hours using OPS-127 rates most recently published by MTO. iii.Material and Contract costs should be reported as invoiced to the Municipality by the vendor. iv.Administrative costs should be reported a flat fee of up to 5%of the LMPs total annual allocation. v.All other expenses, including major maintenance works, should be reported as “Other” and should be accompanied by supporting documentation on the reported costs. ➢Direct costs (i.e., labour, materials, contracts) are accurately reflected in true cost reporting, as these cost centres include few additional costs that may be associated with delivering the RMA. ➢The use of full OPS-127 rates for equipment use is leading practice for government contracts as these rates have been designed to account for all the direct and indirect costs associated with owning and operating a given piece of equipment including fuel, repairs, depreciation, financing, storage, insurance, overhead, and even profit. Given most LMPs already use this rate, total LMP spending is unlikely to increase significantly across LMPs. ➢A flat rate for administrative costs continues to be the most practical solution given most LMP’s lack of tracking or visibility into how these costs actually apply to delivery of the RMA. Funding Workshop Findings Enforcement Mechanisms 41 Reporting & Enforcement Existing Terms Current Practice Compliance and Outcomes Reporting Enforcement•Should LMPs fail to submit required documentation, including Monthly Reports, Inspection Response, Financial Reports, etc. the County may withhold 10% of the value of any then current invoice and all subsequent invoices until the LMP meet their reporting obligation. •In practice, the County does not utilize this enforcement mechanism against LMPs due to the significant political implications of doing so. ➢RMA reporting is currently up to the County Superintendent to enforce and since punitive measures may damage working relationships, the available mechanism is ineffective. Contractual Recommendations ✓The County should compile an Annual RMA Compliance Report for the Governance Committee to review and assess for enforcement and performance improvement opportunities across the County. This report should include the following components: i.Individual and summary results of Quarterly Inspections ii.Overall LMP response to noted deficiencies iii.Summary of LMP compliance with reporting requirements and deadlines iv.LMP and County engagement in Operational Committee meetings III 3 Appendix 3.1 Advisory Committee Members 3.2 A Brief History of the Fee Schedule Appendix A –Advisory Committee Members 43 Municipality Name Position Elgin County Julie Gonyou CAO Brian Lima General Manager Engineering, Planning & Enterprise / Deputy CAO Aylmer Andy Grozelle CAO Bayham Lorne James Treasurer Central Elgin Paul Shipway CAO Dutton Dunwich Tracy Johnson Treasurer Malahide Matt Sweetland / Ryan DeSutter Director of Public Works / Interim Director Southwold Paul Van Vaerenbergh Public Works Superintendent West Elgin Lee Gosnell Manager of Operations and Community Services 3 Appendix 3.1 Advisory Committee Members 3.2 A Brief History of the Fee Schedule Appendix B –A Brief History of the Fee Schedule Elgin County | Road Maintenance Agreement Review | Final Report 45 Fees for the RMA were established based on the County’s historical maintenance costs between 1993-1996. The resulting fee schedule provided LMPs with an average of $2650/km of County roads maintained based on the services required on each road. •The rate was roughly broken down by service along the following ratios: Bridges & Culverts (3%); Roadside Maintenance (29%); Hardtop (9%); Winter Control (42%); Safety Devices (18%). •This rate assumed the County’s historic wages and payroll burden, service standards, and 50% of MTO M-135 equipment rates given the equipment provided to LMPs by the County. Fee schedule was amended to redistribute funds based on traffic volumes on County roads, without increasing overall maintenance payments for the County using estimated maintenance requirements for different road classes (M5, M8, M11, M14). Fee allocation was adjusted with a one-time additional 2% on top of inflation for roads in urban areas. Fee allocation was adjusted with a one-time additional 10% on top of inflation, to reflect a theoretical increase in equipment rates from 50% to 75% MTO MRA-135 (now OPS-127) equipment rates. Fee allocation in increased by 3% for Class 4, 6% for Class 3, 12% for Class 2 , and 24% for Class 1 roads over 2011 rates. 2021 Maintenance Allocation per Kilometer of County Roads Road Type Class 1 Class 2 Class 3 Class 4 Rate $ 6,877 $ 5,545 $ 4,951 $ 4,671 1997 2001 2003 2006 2012 2021 Toronto 145 King Street East, 2nd Floor Toronto, ON M5C 2Y7 416-864-7112 Ottawa 100 rue Queen Street, Suite 850 Ottawa, ON K1P 1J9 613-231-2630 strategycorp.com SCOR EDC Partnership Bayham 2021 Infrastructure •Transportation –SCOR EDC Board member on Ministry of Transportation Mayors Task Force –direct line to shaping transportation across SWO •Community Transportation –Efficiencies in community transportation –Cost savings –shared RFP for tech –Mapping uploads to workforce planning boards •Rail –Shortline rail –800+ jobs across the region –Most business are in manufacturing and agricultural supports •Broadband •Energy –expansion of natural gas 2 Infrastructure: Transportation •Rail –Future of Shortline Rail –Shortline rail –800+ jobs across the region –Most business are in manufacturing and agricultural supports –Key business partners and opportunities in Aylmer –Key infrastructure from St Thomas to Norfolk –Application to the National Trade Corridor Fund 3 Human Capital •Workforce –Focus on agricultural workforce capacity building –Fanshawe College –Agri-Management Program –Conestoga College-Agricultural Equipment Operator Program –Support for SAW at outset of COVID-19 and on-going •Education –Partnerships with post-secondary institutions 4 Sector Development •Partnerships with OFA –Feeding Your Future –agricultural capacity and videos –Always in Season –county promotional guide •Policy, programing inputs at Provincial and Federal level •Ongoing issues for ag community •Development of hazelnut industry support 5 •Marketing the region domestically and globally Advocacy & Connecting •25 Delegations and meetings with Cabinet Ministers over the past two years regarding issues specific to this region •On-going communications with other levels of government supporting regional and individual county efforts •Collaborating with other organizations such as Elgin Middlesex Oxford Workforce Planning Board •Collaboration with WOWC on rural data dissemination and sharing •12 Letters of support to other organizations resulting in successful funding applications 6 Partnership 7 Partnership creates immediate value but more importantly cumulative value over time Action oriented organizations –focus on strategic planning and implementation Recognition and positive reputation as a region Ability to tackle projects and issues that are larger in scale than one municipality can take on individually Small enough to reach consensus and move forward on areas of focus Ability to attract and leverage funding on a regional scale We have accomplished a great deal as a five county partnership …good neighbours working together for the good of all! Thank you! do@scorregion.com 8 February 12, 2021 Subject: Request for Support for Delivering Community Power Dear Municipal Leaders, In 2016, the Canadian Union of Postal Workers, with a coalition of allies, launched Delivering Community Power – a visionary program for Canada Post to confront climate change, promote better access to expanded services, bring financial inclusion to unbanked and underbanked communities, and address other social inequalities – all by making the most of our existing public postal service network. Today, while progress has been made on many of the initiatives in the vision, the situation has become more urgent. Effects of climate change are deadly and are affecting nearly every part of society all around the world. The COVID-19 pandemic has revealed the need for a more equal, more resilient society that prioritizes the health of our must vulnerable neighbours and loved ones, before profit. We are relying more than ever on the internet to connect people and to do our business, but rural residents are getting second-class service. The continuing decline of letters combined with a dramatic rise in parcels from e-commerce makes it plain to see: the postal service has to adapt to a new reality. This is a great opportunity to address multiple problems at once, with a valued public infrastructure that connects everyone in their own community. Please consider proposing the attached resolution to have your municipality endorse the campaign for expanded services, financial viability, climate action, and – all through leveraging our public postal system. The time is now! Thank you for your support! Jan Simpson National President Canadian Union of Postal Workers //dn cope 225 POSTAL WORKERS CAN DELIVER EVEN MORE “What’s beautiful about Delivering Community Power is how it takes on economic, environmental and social issues at the same time.” NAOMI KLEIN To make a reimagined Canada Post a reality, we need people across the country to let the government know it’s time to act. Here’s what you can do: 1. Join us online and stay connected to the campaign 2. Visit www.DeliveringCommunityPower.ca and sign up to keep up with the latest 3. Bring the campaign to your community 4. Write an Op-Ed in your local publication in favour of the Delivering Community Power plan 5. Collect petition signatures & show your MP that it’s what voters want 6. Support your postal workers in their negotiations with Canada Post — they’ve put these proposals on the bargaining table! www.DeliveringCommunityPower.ca Canadian Union of Postal Workers377 BANK STREET • OTTAWA, ON • K2P 1Y3613-236-7238 www.DeliveringCommunityPower.ca 4,613TIM HORTONS 6,300POST OFFICES Why Canada Post? For over 150 years, you’ve trusted us to deliver a high-quality service through all kinds of weather. Today we’re stepping up with a plan that delivers a better quality of life for everyone, while also bringing solutions to our most complex and urgent needs as a society. Canada Post isn’t just a humble mail service, it’s our country’s largest logistics, transportation and retail network. All around the world, postal services are successfully reinventing themselves to better meet the needs of their citizens in the 21st century. The UK, France, Brazil, Germany, Japan, Italy and many others have expanded services to better serve seniors, address social inequalities and provide low-fee financial services. With an unparalleled presence in communities big and small, postal workers are already set up to serve every corner of the country. While Amazon chases record profits, big banks abandon rural communities, and cell and internet companies charge sky-high fees, postal workers have a plan that leaves no one behind. Imagine a climate-friendly postal service that helps elders live in their homes longer, delivers local food to your door, and brings high-speed internet to every corner of the country. Imagine post offices with solar panels on the roofs, electric charging stations outside, and a union-made zero-emissions fleet on the roads. A truly sustainable model that not only delivers green solutions but pays for itself by providing low-fee banking services to cities, towns and Indigenous communities, no matter how small or remote. It’s win-win-win. And postal workers have a plan to deliver it. HOW WE’LL FIGHT CLIMATE CHANGE Green the Canada Post fleet with union-made electric vehicles, creating green jobs in Canada and significantly reducing our carbon output. Retrofit Canada Post buildings with solar panels for cost savings and to help fight climate change. Expand the use of Canada Post as the consolidated last mile delivery to ease congestion and pollution in our cities caused in part by too many delivery trucks that aren’t full to capacity. As Canada’s largest public infrastructure, Canada Post not only has a large footprint, but it can also have substantial influence and lead the way for other Canadian companies to become more sustainable. OUR PLAN New services to support every community We’re reimagining Canada Post with expanded services for all, including: Postal banking Elder check-ins High-speed internet Affordable food delivery Electric vehicle charging Community hubs We can harness the vast network of people who serve you every day to deliver more. And why not expect that from our country’s largest public institution? SUPPORT DELIVERING COMMUNITY POWER Whereas there is an urgent need for banking services among the unbanked or underbanked, given that thousands of villages and rural municipalities do not have a bank branch and more than 900 municipalities have expressed their support for postal banking; Whereas thousands of Canadians do not have access to affordable high-speed Internet, and the federal government has long promised to bridge the rural broadband gap; Whereas urgent action is needed to establish a robust network of electric vehicle charging stations; Whereas to achieve carbon-neutral targets by 2050, Canada Post must greatly accelerate the electrification of its fleet; Whereas the extensive network of post offices in our communities can provide a wide range of services as community hubs; Whereas Canada Post's letter carriers and RSMCs can check-in on vulnerable residents to help keep us in our homes longer as we age; Whereas Canada Post must play its part for a more equitable post-pandemic recovery; Whereas “The Way Forward for Canada Post,” the report of the 2016 federal public review of the postal service, recommended that Canada Post expand services and adapt its services to the changing needs of the public; Whereas the Canadian Union of Postal Workers has advanced Delivering Community Power, a vision of the post-carbon digital-age postal service that address the above needs and more; Be it resolved that endorse Delivering Community Power, and write to the Honourable Anita Anand, Minister for Public Services and Procurement, with its rationale and a copy of this resolution. MAILING INFORMATION Please send your resolution to: Anita Anand, Minister of Public Services and Procurement, Rm 18A1, 11 Laurier Street Phase III, Place du Portage, Gatineau, QC, K1A 0S5 Please send copies of your resolution to: Jan Simpson, President, Canadian Union of Postal Workers, 377 Bank Street, Ottawa, Ontario, K2P 1Y3 Your Member of Parliament. You can get your MP’s name, phone number and address by calling 1-800 463-6868 (at no charge) or going to the Parliament of Canada website: https://www.ourcommons.ca/Members/en Please save this document using the name of your organization or municipality in the document's name. //dn cope 225 THE CORPORATION OF THE MUNICIPALITY OF BAYHAM COUNCIL MEETING MINUTES MUNICIPAL OFFICE 56169 Heritage Line, Straffordville, ON Council Chambers – Held Virtually Thursday, November 18, 2021 6:30 p.m. 7:30 p.m. Public Planning Meeting A. 1985763 Ontario Inc. The November 18, 2021 Council Meeting was held virtually via Zoom and livestreamed on YouTube. PRESENT: MAYOR ED KETCHABAW DEPUTY MAYOR RAINEY WEISLER COUNCILLORS C. VALERIE DONNELL DAN FROESE SUSAN CHILCOTT STAFF PRESENT: CAO|CLERK THOMAS THAYER DEPUTY CLERK BRENDA GIBBONS DEPUTY CLERK|PLANNING COORDINATOR MARGARET UNDERHILL TREASURER LORNE JAMES MANAGER OF CAPITAL PROJECTS| WATER/WASTEWATER ED ROLOSON MANAGER OF PUBLIC WORKS STEVE ADAMS FIRE CHIEF|BY-LAW ENFORCEMENT OFFICER HARRY BARANIK 1. CALL TO ORDER Mayor Ketchabaw called the meeting to order at 6:30 p.m. 2. DISCLOSURES OF PECUNIARY INTEREST & THE GENERAL NATURE THEREOF Councillor Chilcott declared a conflict of interest in the Public Planning Meeting Item 4-A re Draft Plan of Subdivision due to the proximity to her property. Councillor Chilcott was not present for the Public Planning Meeting. No other disclosures of pecuniary interest were declared. 3. REVIEW OF ITEMS NOT LISTED ON AGENDA A. Report CAO-48/21 by Thomas Thayer, CAO|Clerk, re 2021 Municipal Assistance – Straffordville Evangelical Mission Church added as Item 11.2-B B. Confidential Report CAO-46/21 re labour relations or employee negotiations (Human Resources) added as Item 14.1-B C. Confidential Report CAO-47/21 re personal matters about an identifiable individual; labour relations or employee negotiations (Human Resources) added as Item 14.1-C 2021 Council Minutes November 18, 2021 2 4. ANNOUNCEMENTS A. Councillor Chilcott announced Vienna Light Up the Park at Vienna Memorial Park is being held Saturday, November 20, 2021 at 7:00 p.m. 5. DELEGATIONS A. Presentation by Gary Scandlan, Watson & Associates Economists Limited re Port Burwell Funding Mechanisms for Storm Water Capital Rehabilitation Moved by: Councillor Donnell Seconded by: Councillor Froese THAT the presentation by Gary Scandlan, Watson & Associates Economists Limited re Port Burwell Funding Mechanisms for Storm Water Capital Rehabilitation be received for information. Recorded vote: Member of Council YES NO Councillor C. Valerie Donnell x Councillor Dan Froese x Councillor Susan Chilcott x Deputy Mayor Rainey Weisler x Mayor Ed Ketchabaw x CARRIED Moved by: Councillor Chilcott Seconded by: Deputy Mayor Weisler THAT Council direct staff to bring back a report outlining Water/Wastewater Development Charges for Council consideration. Recorded vote: Member of Council YES NO Councillor C. Valerie Donnell x Councillor Dan Froese x Councillor Susan Chilcott x Deputy Mayor Rainey Weisler x Mayor Ed Ketchabaw x CARRIED B. Inspector Mark Loucas, Mayor Sally Martyn, and CAO Julie Gonyou, Elgin Group Police Services Board re Progress Report Moved by: Councillor Chilcott Seconded by: Deputy Mayor Weisler 2021 Council Minutes November 18, 2021 3 THAT the presentation by Elgin Group Police Services Board re Progress Report be received for information. Recorded vote: Member of Council YES NO Councillor C. Valerie Donnell x Councillor Dan Froese x Councillor Susan Chilcott x Deputy Mayor Rainey Weisler x Mayor Ed Ketchabaw x CARRIED 6. ADOPTION OF MINUTES OF PREVIOUS MEETING(S) A. Council Meeting held November 4, 2021 Moved by: Councillor Donnell Seconded by: Deputy Mayor Weisler THAT the minutes of the Council Meeting held November 4, 2021 be adopted. Recorded vote: Member of Council YES NO Councillor C. Valerie Donnell x Councillor Dan Froese x Councillor Susan Chilcott x Deputy Mayor Rainey Weisler x Mayor Ed Ketchabaw x CARRIED 7. MOTIONS AND NOTICE OF MOTION 8. RECREATION, CULTURE, TOURISM AND ECONOMIC DEVELOPMENT 8.1 Correspondence 8.1.1 Receive for Information 8.1.2 Requiring Action 8.2 Reports to Council 9. PHYSICAL SERVICES – EMERGENCY SERVICES 9.1 Correspondence 9.1.1 Receive for Information 9.1.2 Requiring Action 2021 Council Minutes November 18, 2021 4 9.2 Reports to Council A. Report PS-13/21 by Steve Adams, Manager of Public Works re 2021 – 2022 Winter Operations Plan Moved by: Deputy Mayor Weisler Seconded by: Councillor Froese THAT Report PS-13/21 re Winter Operations Plan - Level of Service be received for information; AND THAT the Council of the Corporation of the Municipality of Bayham approves the Municipality of Bayham Winter Operations Plan – Level of Service Policy attached to Report PS-13/21 as Appendix ‘A’. Recorded vote: Member of Council YES NO Councillor C. Valerie Donnell x Councillor Dan Froese x Councillor Susan Chilcott x Deputy Mayor Rainey Weisler x Mayor Ed Ketchabaw x CARRIED 10. DEVELOPMENT SERVICES – SUSTAINABILITY AND CONSERVATION 10.1 Correspondence 10.1.1 Receive for Information A. Notice of Public Meeting re Proposed Draft Plan of Subdivision Application 1985763 Ontario Inc., 8341 Sandytown Road, Straffordville B. Notice of Committee of Adjustment Decision Minor Variance A-23/21 Andrew and Kim Heutinck, Concession 10, Part Lots 20 and 21, Green Line C. Notice of Committee of Adjustment Decision Minor Variance A-24/21 Frank and Lisa Fulop, 34 Victoria Street, Port Burwell D. Notice of Public Meeting re Official Plan Amendment No. 27 Municipality of Bayham E. Notice of Public Meeting re Proposed Zoning By-law Amendment, Wayne Anderson and Patti Smith, 9743 Plank Road, Eden Moved by: Deputy Mayor Weisler Seconded by: Councillor Donnell THAT correspondence items 10.1.1-A - 10.1.1-E be received for information. 2021 Council Minutes November 18, 2021 5 Recorded vote: Member of Council YES NO Councillor C. Valerie Donnell x Councillor Dan Froese x Councillor Susan Chilcott x Deputy Mayor Rainey Weisler x Mayor Ed Ketchabaw x CARRIED 10.1.2 Requiring Action 10.2 Reports to Council 11. FINANCE AND ADMINISTRATION 11.1 Correspondence 11.1.1 Receive for Information A. Long Point Region Conservation Authority minutes of meeting held virtually October 6, 2021 B. Southwestern Public Health re Changes to Service Model C. Notice re Christmas Care Food Hamper Program 2021 D. Town of Bracebridge re “Renovictions” E. Township of Lake of the Bays re Support for Federal and Provincial Funding of Rural Infrastructure Projects F. Township of Lake of the Bays re Additional COVID-19 Funding G. Municipality of Mattice-Val Côté re Property Assessment H. CUPE Ontario re OMER’s Investment Performance Moved by: Concillor Donnell Seconded by: Councillor Froese THAT correspondence items 11.1.1-A - 11.1.1-H be received for information; AND THAT Council supports Item 11.1.1-G Municipality of Mattice-Val Côté re Property Assessment. Recorded vote: Member of Council YES NO Councillor C. Valerie Donnell x 2021 Council Minutes November 18, 2021 6 Councillor Dan Froese x Councillor Susan Chilcott x Deputy Mayor Rainey Weisler x Mayor Ed Ketchabaw x CARRIED 11.1.2 Requiring Action A. Straffordville Hall Foundation request for approval to erect and maintain a community outdoor ice skating rink for the 2021 – 2022 winter season Moved by: Deputy Mayor Weisler Seconded by: Councillor Donnell THAT the Council of The Corporation of the Municipality of Bayham approves the placement of the Outdoor Skating Rink at the Straffordville Concrete Pad Surface for the 2021 – 2022 winter season; AND THAT Council approves the Fire Department providing water for the initial flooding of the rink upon confirmation of approval from Municipality of Bayham Fire Chief. Recorded vote: Member of Council YES NO Councillor C. Valerie Donnell x Councillor Dan Froese x Councillor Susan Chilcott x Deputy Mayor Rainey Weisler x Mayor Ed Ketchabaw x CARRIED B. Township of Malahide re Possible Development Approvals Shared Service/Electronic Processing Business Plan Moved by: Councillor Donnell Seconded by: Deputy Mayor Weisler THAT the Council of The Corporation of the Municipality is willing to collaboratively explore a Development Approvals Shared Service Business Plan with the Township of Malahide in regard to the development of a shared building, planning and by-law enforcement service. Recorded vote: Member of Council YES NO Councillor C. Valerie Donnell x Councillor Dan Froese x Councillor Susan Chilcott x 2021 Council Minutes November 18, 2021 7 Deputy Mayor Rainey Weisler x Mayor Ed Ketchabaw x CARRIED Council recessed for the Public Meeting at 7:30 p.m. and reconvened at 7:55 p.m. C. Long Point Region Conservation Authority re 30-Day Notice 2022 Draft LPRCA Budget Moved by: Councillor Froese Seconded by: Councillor Donnell THAT correspondence from Long Point Region Conservation Authority re 30-Day Notice 2022 Draft LPRCA budget be received for information; AND THAT the Council of The Corporation of the Municipality of Bayham has no comment regarding the Draft 2022 Budget. Recorded vote: Member of Council YES NO Councillor C. Valerie Donnell x Councillor Dan Froese x Councillor Susan Chilcott x Deputy Mayor Rainey Weisler x Mayor Ed Ketchabaw x CARRIED 11.2 Reports to Council A. Report CAO-44/21 by Thomas Thayer, CAO|Clerk re Straffordville Hall Foundation Agreement Renewal Moved by: Councillor Donnell Seconded by: Councillor Froese THAT Report CAO-44/21 re Straffordville Hall Foundation Agreement Renewal be received for information; AND THAT Staff bring forward a by-law to enter into an Agreement with the Straffordville Hall Foundation for the provision of Lease and Operating Services for the Straffordville Community Centre and associated facilities. Recorded vote: Member of Council YES NO Councillor C. Valerie Donnell x Councillor Dan Froese x Councillor Susan Chilcott x 2021 Council Minutes November 18, 2021 8 Deputy Mayor Rainey Weisler x Mayor Ed Ketchabaw x CARRIED B. Report CAO-48/21 by Thomas Thayer, CAO|Clerk re 2021 Municipal Assistance – Straffordville Evangelical Mission Church Moved by: Councillor Froese Seconded by: Councillor Chilcott THAT Report CAO-48/21 re 2021 Municipal Assistance – Straffordville Evangelical Mission Church be received for information; AND THAT the Council of the Corporation of the Municipality of Bayham grants permission for the Straffordville Evangelical Mission Church to use: • The Straffordville Parkette (Plank Road and Heritage Line) From 6:30 pm until 7:00 pm on Friday, December 3, 2021 subject to provision of liability insurance certificate in the minimum amount of $2,000,000.00 naming the Municipality of Bayham as additional insured; AND THAT the cleanup of the requested locations be the responsibility of the organizers. AND THAT all Municipal Assistance Approvals are subject to public health guidelines and provincial regulations and Council may revoke said approvals as required. Recorded vote: Member of Council YES NO Councillor C. Valerie Donnell x Councillor Dan Froese x Councillor Susan Chilcott x Deputy Mayor Rainey Weisler x Mayor Ed Ketchabaw x CARRIED 12. BY-LAWS 13. UNFINISHED BUSINESS 14. OTHER BUSINESS 14.1 In Camera Moved by: Councillor Donnell Seconded by: Deputy Mayor Weisler 2021 Council Minutes November 18, 2021 9 THAT the Council do now rise to enter into an “In Camera” Session at 8:20 p.m. to discuss: • labour relations or employee negotiations (Human Resources) • personal matters about an identifiable individual, including municipal or local board employees (Human Resources) Recorded vote: Member of Council YES NO Councillor C. Valerie Donnell x Councillor Dan Froese x Councillor Susan Chilcott x Deputy Mayor Rainey Weisler x Mayor Ed Ketchabaw x CARRIED Council recessed for a break at 8:21 p.m. and reconvened at 8:28 p.m. A. Confidential Report re labour relations or employee negotiations (Human Resources) B. Confidential Report re labour relations or employee negotiations (Human Resources) C. Confidential Report re personal matters about an identifiable individual; labour relations or employee negotiations (Human Resources) 14.2 Out of Camera Moved by: Councillor Donnell Seconded by: Councillor Chilcott THAT the Council do now rise from the “In Camera” session at 9:42 pm and report on Closed Session Item A. labour relations or employee negotiations (Human Resources), Closed Session Item B labour relations or employee negotiations (Human Resources), and Closed Session Item C personal matters about an identifiable individual, including municipal or local board employees, labour relations or employee negotiations (Human Resources) Recorded vote: Member of Council YES NO Councillor C. Valerie Donnell x Councillor Dan Froese x Councillor Susan Chilcott x Deputy Mayor Rainey Weisler x Mayor Ed Ketchabaw x CARRIED 2021 Council Minutes November 18, 2021 10 Moved by: Deputy Mayor Weisler Seconded by: Councillor Chilcott THAT Confidential Report CAO-45/21 re Labour Relations, Employee Negotiations (Human Resources) be received for information. Recorded vote: Member of Council YES NO Councillor C. Valerie Donnell x Councillor Dan Froese x Councillor Susan Chilcott x Deputy Mayor Rainey Weisler x Mayor Ed Ketchabaw x CARRIED Moved by: Councillor Chilcott Seconded by: Deputy Mayor Weisler THAT Confidential Report CAO-46/21 re Labour Relations, Employee Negotiations (Human Resources) be received for information. Recorded vote: Member of Council YES NO Councillor C. Valerie Donnell x Councillor Dan Froese x Councillor Susan Chilcott x Deputy Mayor Rainey Weisler x Mayor Ed Ketchabaw x CARRIED Moved by: Councillor Chilcott Seconded by: Deputy Mayor Weisler THAT Confidential Report CAO-47/21 re Personal Matters about an Identifiable Individual; Labour Relations, Employee Negotiations (Human Resources) be received for information. Recorded vote: Member of Council YES NO Councillor C. Valerie Donnell x Councillor Dan Froese x Councillor Susan Chilcott x Deputy Mayor Rainey Weisler x Mayor Ed Ketchabaw x 2021 Council Minutes November 18, 2021 11 CARRIED 15. BY-LAW TO CONFIRM THE PROCEEDINGS OF COUNCIL A. By-law No. 2021-064 Being a by-law to confirm all actions of Council Moved by: Deputy Mayor Weisler Seconded by: Councillor Donnell THAT Confirming By-law No. 2021-064 be read a first, second and third time and finally passed. Recorded vote: Member of Council YES NO Councillor C. Valerie Donnell x Councillor Dan Froese x Councillor Susan Chilcott x Deputy Mayor Rainey Weisler x Mayor Ed Ketchabaw x CARRIED 16. ADJOURNMENT Moved by: Councillor Froese Seconded by: Councillor Donnell THAT the Council meeting be adjourned at 9:46 p.m. Recorded vote: Member of Council YES NO Councillor C. Valerie Donnell x Councillor Dan Froese x Councillor Susan Chilcott x Deputy Mayor Rainey Weisler x Mayor Ed Ketchabaw x CARRIED MAYOR CLERK THE CORPORATION OF THE MUNICIPALITY OF BAYHAM STATUTORY PLANNING MEETING MINUTES MUNICIPAL OFFICE 56169 Heritage Line, Straffordville, ON Council Chambers - Held Virtually Thursday, November 18, 2021 7:30 p.m. A. 1985763 Ontario Inc. The November 18, 2021 Statutory Planning Meeting was held virtually via Zoom and livestreamed on YouTube. PRESENT: MAYOR ED KETCHABAW DEPUTY MAYOR RAINEY WEISLER COUNCILLORS C. VALERIE DONNELL DAN FROESE SUSAN CHILCOTT STAFF PRESENT: CAO|CLERK THOMAS THAYER DEPUTY CLERK BRENDA GIBBONS DEPUTY CLERK|PLANNING COORDINATOR MARGARET UNDERHILL TREASURER LORNE JAMES MANAGER OF CAPITAL PROJECTS| WATER/WASTEWATER ED ROLOSON MANAGER OF PUBLIC WORKS STEVE ADAMS FIRE CHIEF|BY-LAW ENFORCEMENT OFFICER HARRY BARANIK SIGNED IN ATTENDEES: Rob Sauve Gerhard Friesen Susanne Schlotzhauer William Pol, IBI Group Planning Consultant to the Municipality of Bayham Andrew Gilvesy, CJDL Engineering Cameron Cluett, CJDL Engineering Geoffrey Rether, Ian D. Wilson Associates Limited 1. CALL TO ORDER Mayor Ketchabaw called the meeting to order at 7:30 p.m. 2. DISCLOSURES OF PECUNIARY INTEREST & THE GENERAL NATURE THEREOF Councillor Chilcott declared a conflict of interest in the Public Planning Meeting Item 4-A re Draft Plan of Subdivision due to the proximity to her property. Councillor Chilcott was not present for the Public Planning Meeting. No other disclosures of pecuniary interest were declared. 2 Statutory Planning Minutes - Zoning November 18, 2021 3. CHAIRMAN’S REMARKS ON THE PURPOSE OF THE MEETING The Chairman stated the purpose and effect of the proposed amendment. 4. PURPOSE AND EFFECT OF THE PROPOSED AMENDMENT A. Draft Plan of Subdivision File Number 34T-BY2101 and Zoning Application submitted by 1985763 Ontario Inc. THE PURPOSE of this meeting is to inform the public of the nature of the Draft Plan of Subdivision proposal, to invite public input and to answer questions regarding the application. THE PURPOSE AND EFFECT of this Draft Plan of Subdivision will be to divide the subject parcel of land into: thirty-nine (39) single detached residential lots, to be developed in two phases (Phase One 13 lots; Phase Two 26 lots); one storm water management block; one sanitary pumping station block; and one road widening block. The proposed lots/blocks will be accessed by two new local streets with access to Sandytown Rd and Stewart Road. The residential lots will be serviced by municipal sanitary sewage disposal system, including a proposed sanitary sewer pumping station, and private on-site water services (wells). The subject lands are designated ‘Residential’ in the Municipality of Bayham Official Plan and are zoned Holding Village Residential 1 (R1(h2)) in the Municipality of Bayham Zoning By-law No. Z456-2003. The purpose and effect of the proposed Zoning By-law Amendment is to remove the Holding Provision (h2) by way of subdivision agreement between the applicant and the Municipality. 5. PUBLIC PARTICIPATION Andrew Gilvesy, CJDL Engineering, representing the applicant spoke in favour of the application for Proposed Plan of Subdivision. Mr. Gilvesy provided an overview of the process to complete the application, which he noted included qualified professionals preparing the various studies and justification report. Rob Sauve provided reasons for his opposition to the application advising he had submitted a petition of residents backing onto the proposed subdivision who oppose the application. Mr. Sauve noted a major concern is the number of wells required and sufficient water resources due to the number of lots proposed. Mr. Sauve also noted concerns with the future devaluing of existing homes and the lack of services available to support increased population. Susanne Schlotzhauer read correspondence previously submitted in which concerns over water availability and quality were noted. Ms. Schlotzhauer provided opinion on further studies and assessments she would like to see undertaken including a third party review of the Hydrogeological Report and interviews with adjacent landowners prior to approval of the Draft Plan of Subdivision. 3 Statutory Planning Minutes - Zoning November 18, 2021 6. CORRESPONDENCE A. Public Correspondence received as of November 10, 2021 attached to the Agenda a) Miller, S b) Sauve, R c) Searle, M d) Triska, H e) Petition October 24, 2021 Public Correspondence received as of November 17, 2021 circulated to Council separately f) Susanne Schlotzhauer Public Correspondence received as of November 18, 2021 circulated to Council separately g) Wendy Carmichael 7. OTHER BUSINESS None. 8. ADJOURNMENT Moved by: Councillor Donnell Seconded by: Deputy Mayor Weisler THAT the Zoning By-law be considered following the approval of a Plan of Subdivision Agreement; AND THAT pursuant to the Planning Act requirements, the Public Meeting for Draft Plan of Subdivision File No. 34T-BY2101 and Zoning Application for 1985763 Ontario Inc. is now complete at 7:55 p.m. Recorded vote: Member of Council YES NO Councillor C. Valerie Donnell x Councillor Dan Froese x Councillor Susan Chilcott x Deputy Mayor Rainey Weisler x Mayor Ed Ketchabaw x CARRIED 4 Statutory Planning Minutes - Zoning November 18, 2021 MAYOR CLERK OPA No. 27 NOTICE OF A PUBLIC MEETING CONCERNING A PROPOSED OFFICIAL PLAN AMENDMENT IN THE MUNICIPALITY OF BAYHAM APPLICANT: MUNICIPALITY OF BAYHAM TAKE NOTICE that the Municipality of Bayham Staff is recommending that the Municipality initiate a Municipal wide application for an Official Plan Amendment – OPA No. 27. AND TAKE NOTICE that the Council of the Corporation of the Municipality of Bayham will hold an electronic virtual public meeting on Thursday, December 2nd, 2021 at 7:30 p.m. to consider a proposed Official Plan Amendment under Section 17 of the Planning Act. Please reference the subject Agenda on the municipal website for the electronic meeting link to view the meeting on the municipal YouTube Channel. If you wish to participate in the virtual public meeting, you must register with the Planning Coordinator a minimum 48 hours prior to the meeting. THE PURPOSE of the Official Plan Amendment is to amend Section 4.2.1.4 a) by revising the text to remove requirement for an Agreement be entered into between the developer and the municipality for cost apportionment for future extension of municipal water services; and, to revise requirement for the applicant/developer to provide detailed engineering plans considering future municipal water services for the subject lands and connection(s) to municipal water services for draft plan of subdivision or condominium applications. THE EFFECT of this Official Plan Amendment will be to revise policy criteria to allow subdivision development in the Village of Straffordville and the Hamlet of Eden on municipal sanitary services and private on-site water services without requiring agreement for cost apportionment for future municipal services. ANY PERSON may attend the virtual public meeting and/or make a written or verbal representation in support of or in opposition to the proposed amendment. *** Given the current COVID-19 legislative restrictions and limitations, land use planning virtual meetings remain open to public comment. Please be advised that equal consideration is given to all written and oral presentations provided to the municipality at a public meeting regarding land use planning applications. When possible, please consider utilizing written correspondence submitted to the undersigned by 4:30 p.m. on the public meeting date – December 2, 2021. IF A PERSON OR PUBLIC BODY does not make oral submissions at a public meeting or make written submissions to the Municipality of Bayham before the by-law is passed, the person or public body is not entitled to appeal the decision of the Council of the Corporation of the Municipality of Bayham to the Ontario Land Tribunal (OLT). IF A PERSON OR PUBLIC BODY does not make oral submissions at a public meeting or make written submissions to the Municipality of Bayham before the by-laws are passed, the person or public body may not be added as a party to the hearing of an appeal before the Ontario Land Tribunal (OLT) unless, in the opinion of the Tribunal, there are reasonable grounds to do so. IF YOU WISH to be notified of the adoption of the proposed Official Plan Amendment, you must make a written request to the undersigned. ADDITIONAL INFORMATION relating to the proposed amendments may be obtained at the Municipal Office. DATED AT THE MUNICIPALITY OF BAYHAM THIS 10th DAY OF NOVEMBER 2021. Margaret Underhill Deputy Clerk/Planning Coordinator Municipality of Bayham P.O. Box 160, 56169 Heritage Line Straffordville, ON, N0J 1Y0 T: 519-866-5521 Ext 222 F: 519-866-3884 E: munderhill@bayham.on.ca W: www.bayham.on.ca NOTICE OF A PUBLIC MEETING CONCERNING A PROPOSED ZONING BY-LAW AMENDMENT IN THE MUNICIPALITY OF BAYHAM APPLICANT: WAYNE ANDERSON AND PATTI SMITH, 9743 PLANK ROAD TAKE NOTICE that the Municipality of Bayham has received a complete application for a Zoning By-law amendment. AND TAKE NOTICE that the Council of the Corporation of the Municipality of Bayham will hold an electronic virtual public meeting on Thursday, December 2, 2021 at 7:30 p.m. to consider a proposed Zoning By-law amendment under Section 34 of the PLANNING ACT. Please reference the subject Agenda on the municipal website for the electronic meeting link to view the meeting on the municipal YouTube Channel. If you wish to participate in the virtual public meeting, you must register with the Planning Coordinator a minimum 48 hours prior to the meeting. THE PURPOSE of this By-law is an amendment to change the zoning regulations on a 4,006 m2 (1 acre) parcel of land in the site-specific Estate Residential (ER-9) Zone to a modified site-specific Estate Residential (ER-9) Zone, to permit maximum accessory building floor area of 207 m2 (2,228 ft2) whereas 55 m2 (592 ft2) is the permitted maximum in Zoning By-law Z456-2003. The subject lands are located on the north side of Plank Road, north of 5th Street, known as 9743 Plank Road. THE EFFECT of this By-law will be to permit a 26.7 m2 (287 ft2) enlargement of an existing oversized accessory building, where previous Zoning By-law Amendment (application Z702-2020) and Minor Variance (application A-05/20) permitted combined maximum accessory building floor area of 187 m2 (2,012.8 ft2) and accessory building location in the front yard and closer to the front of the lot than the dwelling for accessory residential use. ANY PERSON may attend the virtual public meeting and/or make a written or verbal representation in support of or in opposition to the proposed amendment. *** Given the current COVID-19 legislative restrictions and limitations, land use planning meetings remain open to public comment. Please be advised that equal consideration is given to all written and oral presentations provided to the municipality at a public meeting regarding land use planning applications. When possible please consider utilizing written correspondence to the undersigned. IF A PERSON OR PUBLIC BODY does not make oral submissions at a public meeting or make written submissions to the Municipality of Bayham before the by-law is passed, the person or public body is not entitled to appeal the decision of the Council of the Corporation of the Municipality of Bayham to the Local Planning Appeal Tribunal. IF A PERSON OR PUBLIC BODY does not make oral submissions at a public meeting, or make written submissions to the Municipality of Bayham before the by-law is passed, the person or public body may not be added as a party to the hearing of an appeal before the Local Planning Appeal Tribunal unless, in the opinion of the Tribunal, there are reasonable grounds to do so. IF YOU WISH to be notified of the adoption of the proposed amendment, you must make a written request to the undersigned. ADDITIONAL INFORMATION relating to the proposed amendment may be obtained at the Municipal Office. Dated at the Municipality of Bayham this 10th day of November 2021. Margaret Underhill Deputy Clerk/Planning Coordinator Municipality of Bayham 56169 Heritage Line, P.O. Box 160 Straffordville, ON, N0J 1Y0 T: 519-866-5521 Ext 222 F: 519-866-3884 E: munderhill@bayham.on.ca W: www.bayham.on.ca A-25/21 NOTICE OF A PUBLIC MEETING CONCERNING A PROPOSED MINOR VARIANCE IN THE MUNICIPALITY OF BAYHAM APPLICANT: COUNTRYSIDE COMMUNITIES INC. c/o CALE BARNES, LOT 24 WEST SIDE OAK STREET ON REGISTERED PLAN 54, VIENNA TAKE NOTICE that the Municipality of Bayham has received a complete application for a proposed Minor Variance (A-25/21). AND TAKE NOTICE that the Committee of Adjustment of the Corporation of the Municipality of Bayham will hold an electronic virtual public meeting on Thursday, December 2nd, 2021 at 6:45 pm to consider a proposed minor variance to Zoning By-law No. Z456-2003 under Section 45 of the PLANNING ACT. Please reference the Committee of Adjustment subject Agenda on the municipal website for the electronic meeting link. If you wish to participate in the virtual public meeting, you must register with the Planning Coordinator a minimum 48 hours prior to the meeting. THE PURPOSE of the proposed variance is to grant relief from Zoning By-law regulations in Section 10.3 Minimum Lot Area, to permit minimum lot area of 740.0 m2 (7,965 ft2) whereas 800.0 m2 (8,611 ft2) is the permitted minimum, for lands located at Lot 24 West Side Oak Street ON Registered Plan 54, in the village of Vienna. THE EFFECT of this variance will be to permit reduced minimum lot area for future residential development on an existing vacant surveyed lot. ANY PERSON may attend the virtual public meeting and/or make a written or verbal representation in support of or in opposition to the proposed minor variance. *** Given the current COVID-19 legislative restrictions and limitations, land use planning meetings remain open to public comment. Please be advised that equal consideration is given to all written and oral presentations provided to the municipality prior to or at a public meeting in regards to land use planning applications. When possible please consider utilizing written correspondence submitted to the undersigned. IF YOU WISH to be notified of the decision of the Committee of Adjustment, you must make a written request to the undersigned. ADDITIONAL INFORMATION relating to the proposed minor variance may be obtained by contacting the Municipal Office. DATED at the Municipality of Bayham this 18th day of November 2021. Margaret Underhill Deputy Clerk/Planning Coordinator Municipality of Bayham 56169 Heritage Line, P.O. Box 160 Straffordville, ON, N0J 1Y0 T: 519-866-5521 Ext 222 F: 519-866-3884 E: munderhill@bayham.on.ca W: www.bayham.on.ca Village of Vienna A-26/21 NOTICE OF A PUBLIC MEETING CONCERNING A PROPOSED MINOR VARIANCE IN THE MUNICIPALITY OF BAYHAM APPLICANT: COUNTRYSIDE COMMUNITIES INC. c/o CALE BARNES, LOT 24 EAST SIDE OF SNOW STREET ON REGISTERED PLAN 54, VIENNA TAKE NOTICE that the Municipality of Bayham has received a complete application for a proposed Minor Variance (A-26/21). AND TAKE NOTICE that the Committee of Adjustment of the Corporation of the Municipality of Bayham will hold an electronic virtual public meeting on Thursday, December 2nd, 2021 at 6:45 pm to consider a proposed minor variance to Zoning By-law No. Z456-2003 under Section 45 of the PLANNING ACT. Please reference the Committee of Adjustment subject Agenda on the municipal website for the electronic meeting link. If you wish to participate in the virtual public meeting, you must register with the Planning Coordinator a minimum 48 hours prior to the meeting. THE PURPOSE of the proposed variance is to grant relief from Zoning By-law regulations in Section 10.3 Minimum Lot Area, to permit minimum lot area of 740.0 m2 (7,965 ft2) whereas 800.0 m2 (8,611 ft2) is the permitted minimum, for lands located at Lot 24 east side of Snow Street on Registered Plan 54, in the village of Vienna. THE EFFECT of this variance will be to permit reduced minimum lot area for future residential development, subject to frontage on an open public roadway, on an existing vacant surveyed lot. ANY PERSON may attend the virtual public meeting and/or make a written or verbal representation in support of or in opposition to the proposed minor variance. *** Given the current COVID-19 legislative restrictions and limitations, land use planning meetings remain open to public comment. Please be advised that equal consideration is given to all written and oral presentations provided to the municipality prior to or at a public meeting in regards to land use planning applications. When possible please consider utilizing written correspondence submitted to the undersigned. IF YOU WISH to be notified of the decision of the Committee of Adjustment, you must make a written request to the undersigned. ADDITIONAL INFORMATION relating to the proposed minor variance may be obtained by contacting the Municipal Office. DATED at the Municipality of Bayham this 18th day of November 2021. Margaret Underhill Deputy Clerk/Planning Coordinator Municipality of Bayham 56169 Heritage Line, P.O. Box 160 Straffordville, ON, N0J 1Y0 T: 519-866-5521 Ext 222 F: 519-866-3884 E: munderhill@bayham.on.ca W: www.bayham.on.ca Village of Vienna 31940 Highway #3 • P.O. Box 40 • Wainfleet, ON • L0S 1V0 PHONE 905.899.3463 • FAX 905.899.2340 • www.wainfleet.ca November 23, 2021 SENT ELECTRONICALLY RE: Correspondence – Resolution requesting Support for Federal and Provincial Funding of Rural Infrastructure Projects Please be advised that at its meeting of November 16, the Council of the Corporation of the Township of Wainfleet approved the following resolution: “THAT Correspondence item No. C-340-2021 from the Lake of Bays respecting a resolution requesting support for Federal and Provincial funding of rural infrastructure projects be received and supported.” CARRIED Thank you for your attention to this matter. If you have any questions, please do not hesitate to contact the undersigned. A copy of the original correspondence is attached for reference. Regards, Meredith Ciuffetelli Deputy Clerk mciuffetelli@wainfleet.ca 905-899-3463 ext. 275 Township of Wainfleet “Wainfleet – find your country side” LAKE OF BAYS T 705-635-2272 TF 1-877-566-0005 F 705-635-2132 TOWNSHIP OF LAKE OF BAYS 1012 Dwight Beach Rd Dwight, ON POA lHO • • MUSKOKA • November 9, 2021 Via email: mbarnier@adelaidemetcalfe. on. ca Township of Adelaide Metcalfe Attention: Mike Barnier, Manager of Legislative Services/Clerk 2340 Egremont Drive · Strathroy, ON N7G 3H6 Dear Mr. Barnier: RE: Correspondence -Resolution requesting Support for Federal and Provincial Funding of Rural Infrastructure Projects On behalf of the Council of the Corporation of the Township of Lake of Bays, please be advised that the above-noted correspondence was presented at the last regularly scheduled meeting on November 9, 2021, and the following resolution was passed: "Resolution #7{b)/11/09/21 BE IT RESOLVED THAT the Council of the Corporation of the Township of Lake of Bays hereby receives the correspondence from Mike Barnier, Manager of Legislative Services/Clerk for the Township of Adelaide Metcalfe and supports their request for the Federal and Provincial Government to provide more funding to rural municipalities to support infrastructure projects related to major bridge and culvert replacements, dated September 13, 2021. AND FURTHER THAT this resolution be forwarded to the Premier of Ontario, Provincial Minister of Finance, Federal Finance Minister, AMO, and all Ontario municipalities. Carried." Sincerely, C~k~ M.A., GMO, AOMC, Director of Corporate Services/Clerk. CS/cw Copy to: Hon. Doug Ford, Premier of Ontario Hon. Peter Bethlenfalvy, Provincial Minister of Finance Hon. Chrystia Freeland, Deputy Prime Minister and Minister of Finance Association of Municipalities of Ontario All Ontario Municipalities . ' ' . ' •r-r:.-m 100 LAKES TO EXPLORE · / J•··¾ -,.,,;~J'I Received November 9, 2021 C-340-2021 Municipality of Chatham-Kent Corporate Services Municipal Governance 315 King Street West, P.O. Box 640 Chatham ON N7M 5K8 Tel: 519.360.1998 Fax: 519.436.3237 Toll Free: 1.800.714.7497 November 10, 2021 The Right Honourable Justin Trudeau, Prime Minster Justin.trudeau@parl.gc.ca The Honourable Doug Ford, Premier of Ontario premier@ontario.ca Honourable and Dear Sirs: Support Resolution from the Council of Huron County passed October 20th re: Homelessness Task Force Please be advised the Council of the Municipality of Chatham-Kent at its regular meeting held on November 8, 2021 supported the following resolution: “WHEREAS the County of Huron has established a “Huron County Homelessness Task Force” to address the rapidly increasing issue of homelessness in the County. THAT the County of Huron, due to the substantial increase in chronic homelessness not only in Huron County but across Ontario and Canada, requests the Province of Ontario and the Government of Canada to identify Homelessness a “Provincial” and “National Crisis” across the Province of Ontario and Canada. AND FURTHER THAT the Province of Ontario and Government of Canada acknowledge that lack of resources to support addiction and mental health programs to be a leading cause of homelessness. AND FURTHER THAT the County of Huron requests the Province of Ontario and Government of Canada to provide further financial support for housing and homelessness programs as well as increase funding to mental health and addiction services.” If you have any questions or comments, please contact Judy Smith at judys@chatham-kent.ca Sincerely, Judy Smith, CMO Director Municipal Governance Clerk /Freedom of Information Coordinator Municipality of Chatham-Kent Corporate Services Municipal Governance 315 King Street West, P.O. Box 640 Chatham ON N7M 5K8 Tel: 519.360.1998 Fax: 519.436.3237 Toll Free: 1.800.714.7497 November 10, 2021 The Honourable Doug Ford, premier@ontario.ca Support Resolution from the Council of Kitchener passed October 18th re: Renovictions Please be advised the Council of the Municipality of Chatham-Kent at its regular meeting held on November 8, 2021 supported the following resolution: “WHEREAS safe and adequate housing is recognized as a fundamental human right by the Federal Government, whose effect as a major social determinant of health and wellbeing goes well beyond a basic requirement for shelter; and, WHEREAS Kitchener’s housing situation has dramatically shifted since 2016, a Housing Needs Assessment demonstrating the average price for a house increased by 104% between 2009 to 2019, with the greatest increase since 2016, and rents increased by an average of 41%; and, WHEREAS the City is experiencing a gap in the provision of housing, in particular the need for 450 units of supportive housing, over 5,000 units of community housing and 9,300 units of affordable rental housing to address the gaps in the existing supply; and, WHEREAS the City of Kitchener has adopted “Housing for All – The City of Kitchener’s Housing Strategy” demonstrating a commitment to realizing the right to housing locally and addressing the housing crisis within the municipality; and, WHEREAS landlords and investors are adding to the strain on the housing supply through the unscrupulous act of “Renovictions” by claiming they are completing major renovations and evicting and displacing existing tenants, and subsequently raising rents which affects those generally identified as lower income earners and their ability to find safe, adequate and affordable housing; and, WHEREAS citizens and communities are hurt by these practices which can and does directly impact the housing and homelessness crisis, as well as inflict damage and trauma (both financially and mentally) particularly on our most vulnerable citizens; THEREFORE IT BE RESOLVED that the City of Kitchener lobby the Province of Ontario to take additional and meaningful steps to address the ever-increasing problem of “Renovictions”; 2 THEREFORE IT FURTHER BE RESOLVED that the City of Kitchener urge all levels of government to collaborate in data sharing and collection related to renovations, specifically the impacts of renovations on tenancy; THAT IT FINALLY BE RESOLVED that a copy of this motion be sent to the Association of Municipalities of Ontario, the Premier of Ontario, the Ministry of Municipal Affairs and housing, the Region of Waterloo and other Municipalities in Ontario for their consideration and possible endorsement.” If you have any questions or comments, please contact Judy Smith at judys@chatham- kent.ca Sincerely, Judy Smith, CMO Director Municipal Governance Clerk /Freedom of Information Coordinator C Minister of Municipal Affairs and Housing AMO Local MP & MPP Ontario Municipalities Municipality of Chatham-Kent Corporate Services Municipal Governance 315 King Street West, P.O. Box 640 Chatham ON N7M 5K8 Tel: 519.360.1998 Fax: 519.436.3237 Toll Free: 1.800.714.7497 November 10, 2021 The Honourable Doug Ford, premier@ontario.ca Support Resolution from the Council of Kitchener passed October 18th re: Vaccine Passport Program Please be advised the Council of the Municipality of Chatham-Kent at its regular meeting held on November 8, 2021 supported the following resolution: "WHEREAS the Covid-19 pandemic has been both a health crisis and an economic crisis; and, WHEREAS lockdown and physical distancing measures have caused significant hardship to businesses, particularly those dependent on in-person delivery or experience (ex: retail, restaurant, hospitality, personal service, etc.); and, WHEREAS vaccinations have proven to be an effective means of keeping Ontarians safe and can enable businesses to safely remain open without compromising the health of their customers and employees; and, WHEREAS the Province of Ontario and the Regional Municipality of Waterloo are the primary authorities governing public health in the city of Kitchener; WHEREAS the Economic Development Advisory Committee expressed concerns about financial supports for businesses and the City’s ability to support, maintain and grow the economy; THEREFORE BE IT RESOLVED that the City of Kitchener thank the Province of Ontario for developing the vaccine passport program, but urge the Province to provide financial supports for businesses to cover capital and human resource costs necessary to execute the program; and, 2 THEREFORE BE IT FINALLY RESOLVED that a copy of this resolution be forwarded to the Honourable Premier of Ontario, the Minster of Municipal Affairs and Housing, the Association of Municipalities of Ontario; and, all other Ontario municipalities.” If you have any questions or comments, please contact Judy Smith at judys@chatham- kent.ca Sincerely, Judy Smith, CMO Director Municipal Governance Clerk /Freedom of Information Coordinator C Minister of Municipal Affairs and Housing AMO Local MP & MPP Ontario Municipalities November 15, 2021 The Right Honourable Justin Trudeau Prime Minister of Canada House of Commons Ottawa, Ontario K1A 0A6 justin.trudeau@parl.gc.ca Dear Prime Minister Trudeau, Re: COVID-19 Testing Requirement at Land Border At the November 9, 2021 Regular Meeting of Council, Town of LaSalle Council gave consideration to correspondence received from a resident, dated November 2, 2021, regarding the COVID-19 testing requirement for travelers crossing the land border into Canada. The following points were considered:  The vast majority of the population of Essex County, including the Town of LaSalle, is fully vaccinated against COVID-19;  Essex County, including the Town of LaSalle, has strong economic and social ties to Metropolitan Detroit and southeast Michigan;  The United States has opened their land border to fully vaccinated Canadians without COVID-19 testing requirements; and  The City of Windsor has asked the federal government to remove COVID-19 testing as a requirement for fully vaccinated travelers crossing the land border into Canada. At the Meeting, the following Resolution was passed: 698/21 Moved by: Councillor Renaud Seconded by: Councillor Carrick That the Corporation of the Town of LaSalle requests that the Federal Government remove the requirement for Canadian Travelers to be tested for COVID-19 when using a land border crossing into the United States and then returning to Canada after the November 8, 2021 re-opening. Your favourable consideration of this request is respectfully requested. Yours Truly, Jennifer Astrologo Director of Council Services/Clerk Town of LaSalle jastrologo@lasalle.ca cc. The Honourable Doug Ford Chris Lewis, MP, Essex Taras Natyshak, MPP, Essex Gary McNamara, Warden, County of Essex All Members of Parliament All Members of Provincial Parliament All Ontario Municipalities There is nothing more important to OMERS than our commitment to members and employers. We recognize the significance that having a lifelong, secure and reliable stream of pension income has on members when they retire. Canada’s jointly sponsored public sector pension plans, including OMERS, are leaders in governance, plan design and investment expertise. We have positive and far- reaching impacts on society, beyond the members we serve. OMERS Bulletin November 15, 2021 This bulletin includes important information in response to letters that have been sent to municipal Councils by CUPE Ontario regarding OMERS investment performance OMERS Economic Impact OMERS helps generate significant economic activity in Ontario – through OMERS retirees’ spending and through our operations and the investments we make in local communities across Ontario. This includes approximately $5 billion in pension payments made annually to over 180,000 retirees. Throughout OMERS almost 60-year history, we have consistently paid pensions on time, and as promised. OMERS activities support one of every 64 jobs across Ontario, including 118,000 jobs across all rural regions, and lead to $12 billion in gross domestic product. We have partnered with the Canadian Centre for Economic Analysis (CANCEA) to measure OMERS economic impact, and we will be sharing some additional findings from a new report through our Q4 newsletters to members, employers and stakeholders. We know that OMERS activities support one of every 64 jobs across Ontario, including 118,000 jobs across all rural regions, and lead to $12 billion in gross domestic product. 1 Comparison of OMERS Results Against Other Pension Plans OMERS investment strategy is designed to earn stable long-term returns, to meet our specific pension liabilities, while operating within a professional risk appetite that will meet the needs of our pension plan. Other pension plans have their own plan demographics, design features, risk appetite, liabilities and funded status – and some of these differ significantly from OMERS. As a result, comparing OMERS results against those of other pension plans is not the right focus because it necessitates taking information out of context and does not present a complete and fair comparison. In the municipal context, an analogy would be comparing property taxes across municipalities: they all have a different set of circumstances. While it’s important to be aware of other property tax rates across Ontario, municipalities will set their property taxes based on their own set of circumstances – their own needs to finance the delivery of public services to their residents. We believe that our performance should be assessed against our own benchmarks, which are set annually by the Administration Corporation (AC) Board, and consider our specific pension liabilities, risk appetite, and the trade-offs between risks and returns. We align these benchmarks with OMERS objective of providing sustainable, affordable and meaningful pensions over the long term. These benchmarks form the basis of our disclosures in our publicly available Annual Report. OMERS is proud to be amongst the Canadian public sector pension plans that are held in high esteem around the world, far beyond this country’s borders. As a 2017 World Bank Group study notes, “Canada is home to some of the world’s most admired and successful public pension organizations…Over the past three decades, a ‘Canadian model’ of public pension has emerged that combines independent governance, professional in-house investment management, scale, and extensive geographic and asset-class diversification.” OMERS Credit Ratings Our credit ratings were affirmed by four rating agencies earlier this year, with Fitch Canada including in their credit report that OMERS AAA rating reflects our “solid long-term investment track record… [and] strong corporate governance”, among other qualities. AAA DBRS Fitch Moody’s S&P AAA Aa1 AA+ 2 Investment Results Over the 10-year period leading up to 2020, OMERS investment portfolio averaged an annual return of 8.2%, and 8.5% for the five- and three-year period. In 2019, OMERS delivered an 11.9% return. We have previously shared that we were not pleased with our 2020 investment results. The effects of the global COVID-19 pandemic negatively impacted our portfolio in 2020, contributing to an investment return net of expenses of -2.7%. The factors contributing to these results are outlined in our Annual Report and include the following: • widespread lockdowns which severely affected the business- and consumer-facing investments; • the loss in value of OMERS portfolio of high-quality public equities in early 2020, which did not fully recover during the market rally in the latter part of 2020; and • the actions we took proactively to enhance and protect the Plan’s liquidity from further possible adverse market events achieved their objectives but resulted in currency losses. In addition to these three factors, long-term bond yields fell steeply in March and April, leading to strong returns for those assets. OMERS prioritizes short-dated, higher-yielding credit investments, with only a small allocation to long-term bonds, whose fair values can be volatile and whose low (or even negative) cash yield is not enough to meet our long-term investing hurdle rate. Accordingly, our 2020 returns did not materially benefit from these types of gains. As published in our mid-year financial results, this situation has reversed and we earned $9.2 billion of net investment income in the first six months of 2021. For the first six months of the year, we earned a net return of 8.8%, and net assets grew by $9 billion to $114 billion. Further, over the 12 months ended June 30, 2021, the Plan earned a net investment return of 18.2%. Mid-Year Financial Results as of June 30, 2021 In August 2021, we released our mid-year investment update for the first time, which is available at omers.com. For the first six months of the year, we earned a net return of 8.8%, and net assets grew by $9 billion to $114 billion. Further, over the 12 months ended June 30, 2021, the Plan earned a net investment return of 18.2%. We expect the positive results to date in 2021 will continue for the remainder of the year, provided equity markets remain stable. The AC Board and the OMERS leadership team strongly believe we have the investment expertise and strategy in place to continue to achieve long-term returns consistent with our objectives. 3 Role of the Independent, Professional OMERS AC Board of Directors OMERS investment strategy and execution is governed by the independent AC Board of Directors, whose professional members are nominated by OMERS sponsors, including two representatives nominated by CUPE. It is the AC Board’s responsibility to govern OMERS investment program, and it takes this duty very seriously. OMERS Governance Model It is important for you to know that in 2012, pursuant to the Ontario Municipal Employees Retirement System Review Act, 2006, an independent reviewer (“Reviewer”) was appointed by the Minister of Municipal Affairs and Housing to conduct a review of the operation of OMERS governance structure. The Reviewer confirmed the importance of having an independent, professional OMERS AC Board to oversee the investment performance of the Plan, among other matters. AC Board of Directors Review of the 2020 Financial Results and Consideration of the Third-Party Review Following the 2020 results, the AC Board undertook a thorough and extensive review of OMERS investment strategy and past decisions. George Cooke, the independent AC Board Chair, made the following comments on the matter earlier this year: “OMERS investment program is governed by an independent expert board, whose members have been nominated by our sponsors. The board continually and thoroughly reviews investment performance, independent of management, utilizing external experts where appropriate. Following the 2020 results specifically, we undertook a thoughtful look at our investment strategy and past decisions with an open mind. We are confident in our strong new leadership team and have concluded that our current investment strategy is appropriate. An additional third-party independent review is not warranted.” 4 The Association of Municipalities of Ontario and Consideration of the Third-Party Review OMERS leadership and OMERS AC and Sponsors Corporation (SC) Board appointees work closely with the Municipal Employer Pension Centre of Ontario (MEPCO) Board and AMO staff to ensure their issues and concerns are fully considered by the AC and SC Boards, and by OMERS leadership. We particularly focused on this positive working relationship during 2021 and had frank and constructive discussions about OMERS investment performance. As a Plan Sponsor representing municipalities across Ontario, AMO has two qualified, professional representatives on the OMERS AC Board, overseeing the investment performance of the Plan. The City of Toronto, as OMERS largest employer, has a separate seat on the AC Board, also filled by a qualified professional. More information is available in MEPCO’s August newsletter and MEPCO’s November newsletter in which AMO and MEPCO expressed confidence in OMERS Plan governance and administration. In addition to AMO, other sponsors, including the Police Association of Ontario (PAO), Ontario Professional Fire Fighters’ Association (OPFFA), Ontario Secondary School Teachers’ Federation (OSSTF) and OPSEU, have also written to the OMERS AC Board Chair confirming their support for the independent AC Board of Directors to oversee OMERS investment performance. Following are excerpts from a letter sent by these sponsors to OMERS: “…in our view, the ultimate responsibility for the performance of OMERS’ investments lies with the Administration Corporation Board of Directors [the “AC Board”]. The AC Board is responsible for placing individuals in leadership roles at OMERS, evaluating their performance, assessing risk, and making key decisions with regard to the investment fund and its administration.” “We therefore would not support any position that would substitute the view of a single sponsor organization or a group of sponsor organizations for the view of the AC Board. This would undermine the independent nature of the AC Board and reduce their ability to properly hold OMERS staff to account.” OMERS has also provided information to the Ontario Municipal Administrators Association (OMAA), in response to questions they posed, which will be made available on their website. 5 Continuing Oversight and Governance of OMERS To ensure the effective oversight and governance, and the proper functioning of the AC Board, it is critical that sponsor organizations continue to nominate directors with the expertise to independently evaluate and approve strategic investment choices and assess investment manager skill. AC directors are nominated by OMERS sponsors and appointed by the SC Board. OMERS management and the AC Board will continue to review, refine and improve our disclosures as we gather feedback from stakeholders and as the reporting environment continues to evolve. Conclusion The role of governance and oversight of OMERS investment strategy resides in the hands of the independent AC Board. The AC Board has considered the request by CUPE Ontario for a third-party review of OMERS investment results and has determined that it is not warranted. OMERS 2021 annual results will be released during the first quarter of 2022, and we welcome the opportunity to discuss our performance with employers, sponsors and stakeholders following this release. At the same time, the Sponsors Corporation is undertaking the important work of reviewing the Plan against a shifting membership demographic to ensure that we are set up to deliver sustainable, affordable and meaningful pensions for generations to come. We look forward to 2022 with humble confidence, as we celebrate OMERS 60th year of proudly serving members across Ontario. If you would like to further discuss our investment results, our governance structure or require any additional information, please contact our Stakeholder Relations team at StakeholderRelations@omers.com. We look forward to 2022 with humble confidence, as we celebrate OMERS 60th year of proudly serving members across Ontario. 6 MEMO Date: November 23, 2021 To: Municipal Partners, Southwestern Public Health Region Re: Santa Claus Parades and Seasonal Gatherings, Festive occasions and other Fall/Winter Events Dear Colleagues, The holiday season has arrived with the first of many Santa Claus parades occurring this past weekend in Tillsonburg. We know that parades are a dearly held holiday tradition in our region and offer free entertainment available to all families. Because of their location outdoors and the relatively short duration of these events, we have not required the cancellation of such events. However, it is important for our municipal partners to understand that our weekly incidence rate of 71.9 cases per 100,000 population is the second highest in this part of the province. We can not stress enough that everything offered to the public should be done with caution and COVID-19 safety in mind. It goes without saying that virtual gatherings or drive-by events are the safest way to celebrate – especially if people in the group are unvaccinated or if their vaccination status is unknown. If, for example, you can convert your parade to a stationary parade people then drive by, I recommend that approach. If you host in person gatherings, please adhere to the following: • Choose outdoor rather than indoor events • Physical distancing between attendees of different households must be encouraged • Recommend wearing a face covering (even if outdoors) • Ask staff, volunteers, and participants to stay home if feeling unwell As outlined in O. Reg. 364/20: Rules for Areas at Step 3 and at the Roadmap Exit Step. At this time, you cannot have more than 25 people attend indoors or 100 people attend outdoors, unless an exception applies. More information is available in our online guidance document, “COVID-19 Festive Gatherings”. Please circulate this information broadly across your organization and to the community groups with which you work. Thank you for your ongoing support in keeping the holiday season COVID safe for our communities. Sincerely, Dr. Joyce Lock, Medical Officer of Health REPORT TREASURY DEPARTMENT TO: Mayor & Members of Council FROM: Lorne James, Treasurer DATE: December 2, 2021 REPORT: TR-17/21 SUBJECT: CLEARBEACH PROPERTY TAX WRITE-OFF BACKGROUND Clearbeach Resources Inc. (“Clearbeach”), including as successor to Tribute Resources, has been accruing unpaid property taxes and penalties since February 2015. Municipal staff were unable to perform property tax sales as, amongst other factors, the relevant assets are offshore wells and transmission pipelines in road allowances. Municipal staff, along with County of Elgin staff, have been working on a collection strategy since January 2018. However, Clearbeach filed a Notice of Intention to File a Proposal pursuant to the Bankruptcy and Insolvency Act on July 22, 2020. By an Order dated July 14, 2021, the Superior Court of Justice approved a corporate restructuring for Clearbeach, one element of which restructuring approved the transfer specified Clearbeach liabilities to 2849536 Ontario Limited, which transferee corporation was allowed to file for immediate bankruptcy. CONCLUSION As the municipal tax debt was transferred from Clearbeach to 2849536 Ontario Limited, which immediately filed bankruptcy, the Municipality is forced to recognize such arrears as uncollectible taxes and penalties and will need to write off the property taxes on account and issue claw backs from upper-tier and school boards for the 2021 fourth quarter remittance. A Table identifying the years and taxes to be written off is provided on Page 2 of this Report. The Table contains data from 2015 to 2020 and is broken down by taxes to be written off for Bayham, Elgin County, and the four applicable school boards. The total write-off is noted as $647,415.48, which includes a total of $287,560.82 from Bayham alone (principal, interest, and penalties). Education Taxes Year Bayham Elgin English Public English Separate French Public French Separate Total Taxes 2020 $ 16,007.52 $ 15,248.55 $ 16,633.19 $ 4,320.36 $ 190.65 $ 350.14 $ 52,750.42 2019 $ 27,423.82 $ 26,833.29 $ 30,930.15 $ 7,927.67 $ 346.81 $ 658.94 $ 94,120.69 2018 $ 25,911.30 $ 25,918.19 $ 31,237.85 $ 7,957.65 $ 302.80 $ 714.17 $ 92,041.96 2017 $ 25,672.03 $ 25,651.15 $ 30,476.16 $ 7,787.12 $ 285.56 $ 677.04 $ 90,549.07 2016 $ 25,527.57 $ 24,430.40 $ 29,591.44 $ 7,744.66 $ 252.22 $ 626.73 $ 88,173.02 2015 $ 24,886.21 $ 24,458.14 $ 29,404.16 $ 8,146.80 $ 191.52 $ 561.15 $ 87,647.98 $ 145,428.45 $142,539.72 $ 168,272.96 $ 43,884.26 $1,569.57 $ 3,588.18 $ 505,283.11 Interest and Penalties $ 142,132.37 Total Bayham Write-off $ 287,560.82 Total Write Off $ 647,415.48 RECOMMENDATION 1. THAT Staff Report TR-17/21 re Clearbeach Property Tax Write-off be received for information. 2. THAT Council direct the Treasurer to write off taxes for Clearbeach Resources Inc. in the amount of $647,415.48 and claw-back unpaid taxes from the upper tier and school boards. Respectfully submitted, Reviewed by, __________________________ __________________________ Lorne James, CPA, CA Thomas Thayer Treasurer CAO|Clerk REPORT TREASURY TO: Mayor & Members of Council FROM: Lorne James, CPA, CA DATE: December 2, 2021 REPORT: TR-18/21 SUBJECT: DEVELOPMENT CHARGES – WATER/WASTEWATER BACKGROUND: On November 18, 2021 in response to delegation from Watson & Associates Economists Ltd., the Council of the Corporation of the Municipality of Bayham passed the following resolution: THAT Council direct staff to bring back a report outlining Water/Wastewater Development Charges for Council consideration: • Development Charges Informational Report on Water and Waste Water Capital Charges DISCUSSION The Development Charges Act, 1997, S.O. 1997, c. 27 enables municipalities in the province to enact by-laws to impose development charges against lands to be developed to pay for growth- related capital costs for municipal services such as roads, water, wastewater, public works, recreation, police and fire protection. A municipality is required to complete a development charge background study and hold at least one public meeting before passing a development charge by-law. Development charges are one-time fees levied on new residential and non-residential properties to help pay for a portion of the growth-related capital infrastructure requirements. Development Charges can play an important role in how growth infrastructure is financed in the Municipality of Bayham. For informational purposes Watson & Associates Economists Ltd. provided a work plan and quote to outline the specific process to implement development charges. The work plan would require approximately 4-5 months to complete with an estimated cost of $20,000+HST. The following municipalities in the area have a Development Charges By-law: Brant County Township of East Zorra-Tavistock City of Woodstock Township of Malahide Town of Aylmer Township of Blandford-Blenheim Municipality of Central Elgin Town of Tillsonburg Town of Ingersoll Township of Norwich Norfolk County For the purposes of infrastructure deficit reduction and future financial sustainability staff are supportive of local development charges and the concept that growth pays for growth. A development charge on wastewater would help pay for improving system capacity in the new Port Burwell Storm Water system. Municipal staff are supportive of development charges on water and wastewater for creation of new lots in serviced or partially service areas and maintaining the existing connection charges on vacant unused serviced lots. RECOMMENDATION 1. THAT Report TR-18/21 re Development Charges be received for information; 2. AND THAT Council direct to engage in Watson & Associates Economists Ltd. to bring forth a Development Charge study for Water and Wastewater capital charges. Respectfully submitted, Reviewed by, __________________________ __________________________ Lorne James, CPA, CA Thomas Thayer Treasurer CAO|Clerk 1 Thomas Thayer From: Sent: To: Subject: laura cott November 12, 2021 12:04 PM Consultations Snow Street- Vienna CAUTION: This email originated from outside of the Municipality of Bayham email system. Please use caution when clicking links or opening attachments unless you recognize the sender and know the content is safe. Could you explain the purpose or reason/rationale/ intentions for possibly closing this small section Snow Street beside the Vienna community centre parking lot ? Laura Edwards Sent from my iPhone 1 Thomas Thayer From: Sent: To: Subject: Debbie Marlatt November 24, 2021 2:26 PM Consultations Snow Street CAUTION: This email originated from outside of the Municipality of Bayham email system. Please use caution when clicking links or opening attachments unless you recognize the sender and know the content is safe. Dear Mr. Thayer, I have great concerns of your potential closure of Snow street. Is this this sole reason to sell the Vienna Lions Community Center? If no decision has been made to sell the VLCC, why are you in a hurry to severance the lot and close Snow street. Has ANY neighbors been made aware of this other than on your difficult web sight? I do not believe any public input has been put forth to the community once again . By closing Snow Street, how and where will people park to access the green space or is it council’s intent to severance that off for future subdivisions? Anytime a road is closed, it decreases our abilities for grant money. I truly feel Council needs to involve the public more with their decisions that involve the public by holding a public meeting fist and not after the fact. Sincerely, Debbie Marlatt Sent from my iPhone 1 Thomas Thayer From:Vienna Voices <vvoicesb6@gmail.com> Sent:November 24, 2021 12:38 PM To:Consultations Subject:Notice concerning proposed closure of a highway in the Municipality of BayhamBayham - Snow Street CAUTION: This email originated from outside of the Municipality of Bayham email system. Please use caution when clicking links or opening attachments unless you recognize the sender and know the content is safe. Nov 24, 2021 @ 12:30 p.m. We would like to provide input into this issue as it pertains to a possible bylaw - Stop up and Close as it applies to Part 4 of 11R-10789 - in particular the piece of Snow Street located by the VCC parking lot/VCC parkland. However, as the intent of doing this is not specifically explained in the notice, it becomes challenging to provide input. 1. Is the only place this notice is posted is on the Bayham website or was the notice distributed to local residents in proximity to this location in Vienna? Transparency and public engagement are always important for successful communication and seeking public input. 2. Snow Street runs from the other side of Fulton to the other side of Chestnut. Yes, parts of this road are 'undeveloped' at this time. Currently, there is a vacant Lot 22 is for sale at the corner of Chestnut and Snow per the realtor site and a notice of possible land use change also - therefore, will parts of Snow Street be developed in future ? 3. Is the intent of passing such a bylaw to simply for a possible sale of the Community Centre in Vienna by separating the building & parking lot from the parklands? 4. Will this limit the ability to access the green space behind the building? 5. If the intention is to separate building/parking lot from parklands - will this also remove the parking availability for the Vienna Community Park lands? 6. Or is the intent of closing a small piece of Snow Street be to provide a parking lot to the green space should the building and most of the current parking lot be sold off? 7. The undeveloped part of Snow Street between Ann and Chestnut - there are fences/sheds and houses through this section - is this part of Snow Street actually closed already? 8. Since Snow Street appears to run from the other side of Fulton all the way up part Chestnut - will the the closure of this small piece of road could create confusion for urban planning, mail delivery & addressing , road mapping & fire calls. 2 9. Will the closing of this portion of the street decrease the revenue received from any upper levels of governments pertaining to roads? Depending on the intent, closing of this section of road could limit the access to the green space for future development and to those within walking distance. It could also affect accessibility to the VCC should a flood occur and access to the parking lot that would be required. Vienna Voices in Bayham group -- To help protect your privacy, Microsoft Office prevented automatic download of this picture from the Internet. TO: FROM: DATE: REPORT: SUBJECT: REPORT CAO Mayor & Members of Council Thomas Thayer, CMO, CAOIClerk December 2, 2021 CAO-51/21 2021 MUNICIPAL ASSISTANCE - EARL YON BACKGROUND: Annually, the Council of the Corporation of the Municipality of Bayham considers resolutions providing various forms of support to community festivals and other events within the municipality. Council also considers resolutions in support of road closures for parade and block parties throughout the year. The Municipality has worked to implement a standard approval framework and timeline so all requests are considered together to permit for early notification of approvals and the ability for Public Works to make plans pertaining to the allocation of resources and staff to support the decisions of Council. Staff brought Report CAO-06/21 forward to the April 15, 2021 Council meeting. The report addressed a request from EarlyON Child and Family Centre -East Elgin for use of the Straffordville Community Park Pavilion, Vienna Community Park, and Port Burwell Pavilion on identified dates/times for their Play and Learn Programs for the months of May through September 2021. Additionally, Council received Report CAO-33/21 at the September 16, 2021 Council meeting and Report CAO-42/21 at the November 4, 2021 meeting, where EarlyON Child and Family Centres -East Elgin were requesting use of various parks and pavilions until the end of November 2021. These requests were approved by Council. Since that time, further requests have come forward for EarlyON Play and Learn Programs and are detailed in this Report. DISCUSSION The most recent request from EarlyON Child and Family Centre -East Elgin pertains to an extension of their Play and Learn Programs. Currently, the Play and Learn Programs are operating between May and November and utilize public spaces across Bayham, noted as follows: •The Straffordville Community Park Pavilion on Tuesday mornings from 9:30 a.m. -11 :30a.m.•The Port Burwell Pavilion on Thursday mornings from 9:30 a.m. -11 :00 a.m. THE CORPORATION OF THE MUNICIPALITY OF BAYHAM BY-LAW NO. 2021-065 A BY-LAW REQUIRING AN EMERGENCY MANAGEMENT PROGRAM FOR THE PROTECTION OF PUBLIC SAFETY, HEALTH, THE ENVIRONMENT, THE CRITICAL INFRASTRUCTURE AND PROPERTY, AND TO PROMOTE ECONOMIC STABILITY AND A DISASTER-RESILIENT COMMUNITY WHEREAS Section 2.1(1) of the Emergency Management and Civil Protection Act, RSO 1990, Chapter E.9, as amended, which requires every municipality to develop and implement an Emergency Management Program; AND WHEREAS Section 2.1(2) of the Emergency Management and Civil Protection Act, RSO 1990, Chapter E.9, as amended, stipulates the content of each municipality’s emergency management program; AND WHEREAS, this Act requires the Emergency Management Program to conform to standards promulgated by Office of the Fire Marshall and Emergency Management (OFMEM) in accordance with international best practices, including the four core components of emergency management, namely: mitigation/prevention, preparedness, response and recovery; and also makes provision for the municipality and council to develop and implement an Emergency Management Program to protect public safety, public health, the environment, the critical infrastructure and property, and to promote economic stability and a disaster-resilient community. AND WHEREAS, this Act makes provision for the Head of Council to declare that an emergency exists in the community or in any part thereof, and also provides the Head of Council with authority to take such action or make such orders as he/she considers necessary and are not contrary to law, to implement the emergency response plan and respond to an emergency; AND WHEREAS, the Act, consistent with Section 242 of the Municipal Act, R.S.O., 1990, as amended, provides for the designation of one or more members of council who may exercise the powers and perform the duties of the head of Council during his/her absence or his/her inability to act; AND WHEREAS, the Act authorizes employees of a community to respond to an emergency in accordance with the emergency response plan where an emergency exists but has not yet been declared to exist; NOW THEREFORE, be it resolved: 1. THAT an Emergency Management Program be developed and implemented in accordance with the standards published by the OFMEM in accordance with international best practices; 2. THAT the Head of Council or designated alternate, as provided in the Plan, be empowered to declare an emergency and implement the Emergency Response Plan; 3. THAT certain appointed officials or their designated alternates, as provided in the approved community Emergency Response Plan are empowered to cause an emergency notification to be issued to members of the Community Control Group, and to respond to emergency in accordance with the emergency response plan where an emergency exists but has not yet been declared to exist; 4. THAT the Bayham Emergency Management Program Committee will review annually the Emergency Management Program and the Emergency Response Plan to recommend changes as considered appropriate and refer recommendations to Council for further review and approval; 5. THAT the appendices of the Emergency Response Plan may be added, amended, or removed with the approval of the Emergency Management Program Committee and reported to Council annually, without amendment to this bylaw; 6. THAT Schedule ‘A’, being the Emergency Response Plan attached hereto, shall form part of this By-law; 7. THAT Schedule ‘B’, being a Schedule to establish the composition, organization and operational guidelines of the Emergency Management Program Committee attached hereto, shall form part of this By-law. 8. THAT Schedule ‘C’, being a Schedule to designate and identify a community Emergency Information Officer attached hereto, shall form part of this By-law; 9. THAT the following By-Laws and any amendments thereto be rescinded:  By-Law 2017-118  Any other By-Law pertaining to Emergency Management Program and Emergency Response Plan for the Municipality of Bayham; 10. THAT this By-law shall be enacted and of full force and effect upon final passing. READ A FIRST, SECOND AND THIRD TIME AND FINALLY PASSED THIS 2nd DAY OF DECEMBER, 2021. MAYOR CAO/CLERK Municipality of Bayham Emergency Response Plan By-law No. 2021-065 - Schedule ‘A’ (12-02-21) Municipality of Bayham -- Emergency Response Plan – 12-02-21 2 Table of Contents Section 1 – Definitions Page 3 Section 2 – Introduction Page 4 Section 3 – Declaration of an Emergency Page 5 Section 4 – Request for Provincial/Federal Assistance Page 7 Section 5 – Emergency Control Group Page 7 Section 6 – Emergency Control Group Operations Page 8 Section 7 – Emergency Control Group Head of Council Page 10 Section 8 – Emergency Control Group CAO|Clerk Page 10 Section 9 – Community Emergency Management Coordinator (CEMC) Page 11 Section 10 – Manager of Capital Projects|Water/Wastewater Page 11 Section 11 – Deputy Clerk Page 11 Section 12 – Manager of Public Works Page 11 Section 13 – Fire Chief Page 12 Section 14 – Police Page 12 Section 15 – Public Utilities Representative(s) Page 13 Section 16 – EMS (Ambulance) Representative Page 13 Section 17 – Health Unit Page 13 Section 18 – Support and Advisory Staff Page 14 Section 19 – Media and Public Relations Page 16 Section 20 – Public Information and Inquiry Page 17 Section 21 – Evacuation Planning Page 18 Section 22 – Recovery Planning Page 19 Section 23 – Plan Review, Testing and Maintenance Page 19 Municipality of Bayham -- Emergency Response Plan – 12-02-21 3 Section 1 - Definitions 1.1 ‘Ambulance Representative’ shall mean a designated representative of the Central Ambulance Communications Centre and/or Ambulance Service. 1.2 ‘CAO|Clerk’ shall mean an employee of the Municipality of Bayham appointed CAO|Clerk of the Corporation of the Municipality of Bayham, or designated alternate. 1.3 Citizen Inquiry Representative shall mean a person designated by Elgin County Ontario Works Agency responsible for establishing a Citizen Inquiry Service. 1.4 ‘Emergency Control Group (ECG)’ shall mean a designated group of individuals mandated to address the ongoing, or potentially expanding threat to the broader community, including health, safety and well being of persons; property and infrastructure; essential services; the environment; local economy, and to instill a level of confidence to the public. 1.5 ‘Community Emergency Management Coordinator (CEMC)’ shall mean an employee of the Municipality of Bayham appointed Community Emergency Management Coordinator of the Corporation of the Municipality of Bayham, or designated alternate. 1.6 Council shall mean the Council of the Corporation of the Municipality of Bayham. 1.7 ‘Deputy Clerk’ shall mean an employee of the Municipality of Bayham appointed Deputy Clerk of the Corporation of the Municipality of Bayham, or designated alternate. 1.8 Emergency means a situation or an impending situation that constitutes a danger of major proportions that could result in serious harm to persons or substantial damage to property and that is caused by the forces of nature, a disease or other health risk, an accident or an act whether intentional or otherwise; Emergency Management and Civil Protection Act, R.S.O. 1990 1.9 ‘Emergency Area’ means a geographic area within which an emergency has occurred or is about to occur, and which has been identified, delineated and designated to receive emergency response actions. 1.10 ‘Emergency Information Officer (EIO)’ is appointed by the Municipality and is responsible for coordinating the dissemination of information to the media, broader community and stakeholders. 1.11 ‘Emergency Management Program Committee’ means a management team appointed by Council to oversee the development, implementation and maintenance of the Municipality of Bayham emergency management program. 1.12 ‘Emergency Operations Centre (EOC)’ means a facility where the Emergency Control Group (ECG) assembles to manage an emergency. Bayham Municipal Office Port Burwell Fire Hall Underhill Farm Supply Future Transfer Company Inc. Municipality of Bayham -- Emergency Response Plan – 12-02-21 4 1.13 ‘Evacuation Centre’ means a facility to provide shelter, food and other services to a group of people who have been evacuated from an emergency area. Straffordville Community Centre 1.14 ‘Fire Representative’ means an employee of the Municipality of Bayham appointed Fire Chief of the Corporation of the Municipality of Bayham Fire Department, or designated alternate. 1.15 ‘Head of Council’ means the elected Mayor or appointed Acting Mayor of the Municipality of Bayham, or designated alternate. 1.16 ‘Health Representative’ means the Southwestern Public Health Medical Officer of Health, or designated alternate. 1.17 ‘Manager of Capital Projects|Water/Wastewater’ means an employee of the Municipality of Bayham appointed Manager of Capital Projects|Water/Wastewater of the Corporation of the Municipality of Bayham, or designated alternate. 1.18 ‘Manager of Public Works’ means an employee of the Municipality of Bayham appointed Manager of Public Works of the Corporation of the Municipality of Bayham, or designated alternate. 1.19 ‘Media Information Centre’ means a facility or location near, but not in, the Emergency Operations Centre where the media may assemble for media releases and press conferences. 1.20 ‘Ontario Works Representative’ means the St. Thomas – Elgin Ontario Works Agency Director of Ontario Works or designated alternate. 1.21 O.Reg. 380/04 means a regulation under the Emergency Management and Civil Protection Act, R.S.O. 1990,c E.9. 1.22 ‘On-Site Incident Commander’ means a public sector official or designate at the emergency area, responsible for coordinating resources and developing actions to resolve the emergency situation. 1.23 ‘Reception Centre’ means a location usually located outside the emergency area and provides a place where evacuees can go to register, receive assistance for basic needs, information and referral to an evacuation center if required. 1.24 ‘Red Cross Representative’ means a person designated by Canadian Red Cross responsible for supervising and coordinating all activities of the Canadian Red Cross during an emergency. Section 2 – Introduction 2.1 The purpose of this plan is to provide elected officials, personnel, and emergency response agencies with an overview of the guidelines to the expected response and responsibilities to an emergency situation within the Municipality of Bayham. For this plan to be effective it Municipality of Bayham -- Emergency Response Plan – 12-02-21 5 is imperative all officials, departments and agencies be aware of their respective roles and be prepared to carry out their assigned responsibilities. 2.2 The Province of Ontario has passed the Emergency Management and Civil Protection Act, R.S.O. 1990, which provides for the development and implementation of an emergency management program by the Council of the Municipality of Bayham. This Act makes provision for the Head of Council to declare that an emergency exists in the municipality and also provides the Head of Council with the authority to take such action or deliver such orders as he/she considers necessary, provided such action is not contrary to the laws which implement the emergency plan of the municipality. The Act also provides for the designation of one or more members of Council who may exercise the powers and perform the duties of the Head of Council during his/her absence or inability to act. 2.3 The focus of this plan is to provide a guideline for the most effective response to an emergency situation in the Municipality of Bayham, and in so doing safeguard the health, safety, welfare and property of its populace. This plan will govern the provision for requested services during an emergency. Section 3 – Declaration of an Emergency 3.1 When an emergency exists, but has not yet been declared to exist, municipal employees may take such action(s) under this emergency plan as may be necessary to protect the lives and property of the inhabitants of the Municipality of Bayham. 3.2 The Head of Council of the Municipality of Bayham is responsible for declaring a municipal emergency exists within the geographic boundaries of the Municipality. This decision is made in consultation with other members of the Municipality of Bayham Emergency Control Group. 3.3 Upon such declaration, the Head of Council shall: 3.3.1 Notify the County Warden; 3.3.2 Notify the Minister of Community Safety & Correctional Services through the Provincial Emergency Operations Centre (PEOC)) 3.3.3 Notify Municipality of Bayham Council members; and 3.3.4 Ensure the public, media, and neighboring municipal officials are advised of both the declaration and termination of an emergency. 3.4 The Head of Council may request assistance from the County of Elgin, without activating the County of Elgin Emergency Response Plan, by contacting the County Warden, County CAO or County Community Emergency Management Coordinator. 3.5 When a local emergency has been declared and municipal resources are deemed insufficient to control the emergency, the Head of Council may request the County Warden, County COA, County Community Emergency Management Coordinator or their alternates to activate the County of Elgin Emergency Response Plan. 3.6 All decisions by the Municipality of Bayham Emergency Control Group (as appropriate) affecting the lives and property of the inhabitants within the Municipality of Bayham shall be made in consultation with the Head of Council of the Municipality. Municipality of Bayham -- Emergency Response Plan 6 3.7 A municipal emergency may be declared terminated at any time by the: 3.7.1 Head of Council, 3.7.2 Municipal Council, or 3.7.3 Premier of Ontario. 3.8 Upon termination of a municipal emergency the Head of Council shall notify the: 3.8.1 County Warden 3.8.2 Municipality of Bayham Council members 3.8.3 Minister of Community Safety & Correctional Services of Ontario through the Provincial Emergency Operations Centre, and 3.8.4 Members of the public and media, and neighbouring municipal officials. 3.9 Delegation of Duties In the event an emergency pursuant to section 4(1) of the Emergency Management and Civil Protection Act and the Municipality of Bayham Emergency Response Plan the following delegation of duties provisions shall become effective until such time as the emergency is over. 3.9.1 Council hereby delegates its authority and powers under all provincial statutes and regulations to the Delegated Authority Body, subject to the restrictions established by Part II of the Municipal Act, 2001 and by this By-law. 3.9.2 Where the Delegated Authority Body cannot unanimously agree the decision of the Mayor shall be final. 3.9.3 Any exercise of authority delegated pursuant to this By-law that contemplates a payment of money by the Municipality is subject to the availability of an Approved Budget that can accommodate that payment. 3.9.4 The delegations of authority by this By-law are in addition to delegations of authority established by other Municipality of Bayham By-laws and otherwise at law. In the event of any inconsistency between this By-law and any other Municipality of Bayham By-Law, then the provision that more effectively delegates authority prevails to the extent of the inconsistency. 3.9.5 “Delegated Authority Body” means a body comprised of the following individuals: (1) Mayor, or designate (2) CAO, or designate 3.9.6 This delegations contemplated by this Section of the by-law shall terminate automatically upon the termination of the Declaration of a State of Emergency by the Mayor of the Municipality of Bayham including any extension or replacement thereof, whichever is later. 3.10 Considerations in the Declaration of Emergency The following may be considered prior to a Declaration of Emergency: • Is the situation an extraordinary event requiring extraordinary measures? • Does the situation pose a danger of major proportions to life or property? • Does the situation pose a threat to the provision of essential services (e.g., energy, potable water, sewage treatment/containment, supply of goods or medical care)? • Does the situation threaten social order and the ability to govern? • Is the event attracting significant media and/or public interest? • Has there been a declaration of emergency by another level of government? Municipality of Bayham -- Emergency Response Plan 7 • Might legal action be taken against municipal employees or councilors related to their actions during the current crisis? • Are volunteers assisting? • Does the situation require a response that exceeds, or threatens to exceed the capabilities of the municipality for either resources or deployment of personnel? • Does the situation create sufficient strain on the municipal response capability that areas within the municipality may be impacted by a lack of services, thereby further endangering life and property outside areas directly affected by the current crisis? • Is it a consideration that the municipal response may be of such duration that additional personnel and resources may be required to maintain the continuity of operations? • Does, or might, the situation require provincial support or resources? • Does, or might, the situation require assistance from the federal government (e.g., military equipment)? • Does the situation involve a structural collapse? • Is the situation a large-scale or complex chemical, biological, radiological, or nuclear {CBRN) incident? • Does the situation require, or have the potential to require the evacuation and/or shelter of people or animals [livestock] from your municipality? • Will your municipality be receiving evacuees from another community? • Does the situation pose a large-scale disruption to routine patterns of transportation, or re-routing of large numbers of people and vehicles? • Is an event likely to have a long term negative impact on a community's economic viability/sustainability, including resulting unemployment, lack of available banking services and restorative measures necessary to re- establish commercial activity? • Is it possible that a specific person, corporation, or other party has caused the situation? Section 4 – Request for Provincial/Federal Assistance 4.1 The municipality may request additional resources from the Province if local resources, including resources available from bordering municipalities and/or the County of Elgin are insufficient to meet emergency requirements. 4.2 The Ministry of the Community Safety and Correctional Services (MCSCS), through the Provincial Emergency Operations Centre, is the focal point for provincial assistance during an emergency. MCSCS should be notified if the threat of an emergency exists and shall be notified when an emergency has been declared. MCSCS will not take over and manage the emergency; it can provide liaison and coordination, and a central point for contact with other provincial ministries and the federal government if required. 4.3 All requests for provincial and federal assistance should be directed through the Provincial Emergency Operations Centre. Section 5 – Emergency Control Group (ECG) 5.1 The following municipal officials will make up the Municipality of Bayham ECG • Head of Council • CAO|Clerk • Community Emergency Management Coordinator • Manager of Public Works Municipality of Bayham -- Emergency Response Plan 8 • Manager of Capital Projects|Water/Wastewater • Fire Chief • Deputy Clerks 5.2 The ECG may function with only a limited number of persons depending upon the emergency. While the ECG may not require the presence of all persons listed as members of the ECG, all members of the ECG must be notified. 5.3 The following actions/decisions should be considered and dealt with by the ECG: • Determining the status of the emergency situation by acquiring and assessing information; • Advising Head of Council as to whether the declaration of an emergency is recommended; • Mobilizing emergency services, personnel and equipment; • Coordinating and providing emergency and municipal services and ensuring any actions necessary for the mitigation of the effects of the emergency are taken, provided they are not contrary to law; • Coordinating and/or overseeing the evacuation of inhabitants considered to be in danger and establishing a Registration and Inquiry Centre to handle requests regarding evacuees; • Arranging for services and equipment from local agencies not under municipal control, i.e. private contractors, volunteer agencies, services clubs; • Notifying and requesting assistance from various levels of government and any public or private agencies not under Municipal control, as considered necessary; • Determining if additional volunteers are required and if appeals for volunteers are warranted; • Determining if additional transportation is required for evacuation or transport of persons and/or supplies; • Ensuring pertinent information regarding the emergency is promptly forwarded for dissemination to the media and public; • Authorizing expenditure of funds required to deal with the emergency for the preservation of life and health; • Maintaining a log outlining decisions made and actions taken, and submitting a summary of the log to the CAO|Clerk within one week of the termination of the emergency, as required; • Ensuring all emergency personnel are advised of the termination of the declared emergency; • Ensuring Critical Incident Stress management resources are available to emergency responders; • Ensuring the emergency is reviewed and a recovery plan, if required, is in place before the local emergency is terminated; • Participating in the debriefing following the emergency; Section 6 – Emergency Control Group (ECG) Operations 6.1 The Emergency Control Group (ECG) shall be established in accordance with the Emergency Management and Civil Protection Act for the purpose of advising Council on the development and implementation of the municipality’s Emergency Response Program. The ECG shall oversee the development, implementation and maintenance of the emergency management program in accordance with the Emergency Management and Civil Protection Act and Council priorities and to continue to ensure the safety and well-being of citizens. Municipality of Bayham -- Emergency Response Plan 9 6.2 The Municipality shall identify a primary location to establish an Emergency Operations Center (EOC) for the ECG to assemble in the event of an emergency. The Municipality may also designate a second location as an alternate EOC. 6.3 The ECG shall assemble at an EOC as designated by the Head of Council and CAO|Clerk, or designates. EOC locations that may be designated are: Bayham Municipal Office Port Burwell Fire Hall 56169 Heritage Line 55451 Nova Scotia Line Straffordville, Ontario Port Burwell, Ontario (519) 866-5521 (519)874-4722 (519) 866-3884 (Fax) Underhill Farm Supply Future Transfer Company Inc. 56532 Calton Line 55187 Talbot Line Vienna, Ontatrio Aylmer, Ontario (519) 866-3632 (519) 866-3446 6.4 ECG members shall assemble at the designated EOC when notified and determine if the site is an appropriate location for the ECG to conduct business appropriate for the type and location of the emergency area. If this site is not appropriate, the ECG will choose an alternate location to conduct EOC business. 6.5 A separate communications room shall be established in close proximity to the designated EOC. 6.6 ECG members should designate one or more persons as communicators, depending on the nature and scope of the emergency, to facilitate in-coming and out-going communications to assist ECG members as required. 6.7 The ECG shall meet regularly to share information and make decisions related to the emergency and continuity of municipal business and services 6.8 The CEMC shall be responsible for establishing the frequency of EOC meetings and agenda items. Meetings will be kept as brief as possible to allow ECG members to carry out their individual responsibilities. 6.9 Each meeting of the ECG should include the following: • An assessment and prognosis of the emergency situation • Determine if additional advisors to the ECG are required • The establishment of priorities • The setting of objectives • The determination of an action plan considering immediate support the emergency site will require • Timelines for the implementation of assigned tasks • Monitoring and reporting. 6.10 When a meeting ends, each member of the ECG carries out their assigned tasks/objectives and gathers information for the next scheduled meeting. Municipality of Bayham -- Emergency Response Plan 10 6.11 The ECG shall conduct an annual review of the Municipality of Bayham Emergency Response Plan and make recommendations for revisions if necessary. 6.12 It is important all ECG members to function as a team to establish the most effective response to the emergency situation. To enhance effectiveness ECG members should be relieved of their duties at regular intervals. Section 7 – ECG Role – Head of Council 7.1 The Head of Council will be responsible for the following duties: • Implement the Emergency Response Plan in response to a request for assistance from a member of the ECG, or emergency response agency; • Declare an emergency to exist; • Declare the emergency has terminated; • Notify the Minister of Community Safety & Correctional Services via the Provincial Emergency Operations Centre, of the declaration of an emergency, and termination of the emergency; • Make decisions, determining priorities, and issuing direction to the Heads of Departments; • Request assistance from senior levels of government and from constituent municipalities not involved with the emergency, when required; • Authorize expenditures and the acquisition of equipment and personnel when necessary; • Ensure all members of Council apprised of the emergency and the municipality’s response to the emergency; • Maintain a personal log of all actions taken. Section 8 – ECG Role – CAO|Clerk 8.1 The CAO|Clerk, or alternate, will be responsible for the following duties: • Provide assistance/advise to Head of Council and Department Heads as required; • Liaise with government agencies/officials, as directed; • Ensure all required members are present when the ECG is assembled; • Chair meetings of the ECG; • Organize and supervising the Emergency Operations Centre (EOC) during the emergency, including arrangements for feeding and relief of Centre personnel; • Coordinate all operations within the EOC, including the scheduling of regular meetings; • Arrange for effective communications to and from the emergency site; • Provide security for the EOC, as required; • Provide identification cards to ECG members and support staff; • Coordinate the maintenance and operation of feeding, sleeping, and meeting areas of the ECG, as required; • Maintain a record of actions taken by the ECG in dealing with the emergency; • Compile records of costs incurred as a result of emergency action; • Provide advice to the ECG on legal and financial matters; • Ensure records of expenses are maintained for future claim purposes; • Ensure the prompt payment and settlement of all legitimate invoices and claims incurred during an emergency; • Act as principle staff officer to the Head of Council; • Coordinate and process requests for human resources; • Ensure records of human resources and administrative details are completed; Municipality of Bayham -- Emergency Response Plan 11 • Regularly review the contents of the Emergency Response Plan to ensure the plan is up to date and in conformity with Provincial procedures; • Act as Emergency Information Officer; • Maintain a personal log of all actions taken. Section 9 – ECG Role – Community Emergenecy Management Coordinator (CEMC) 9.1 The CEMC, or alternate, will be responsible for the following duties: • Ensure security is in place for the EOC ad registration of ECG members; • Assist in activating and arranging the EOC; • Ensure ECG members have necessary ERP, resources, supplies, and equipment • Provide advice and clarifications about the implementation details of the ERP; • Ensure liaison with community support agencies; • Ensure CERV coordination and liaison; • Ensure the operating cycle is met by the ECG and related documentation is maintained and kept for future use; • Address any action items resulting from the activation of the ERP and keep ECG informed of implementation needs; • Ensure records and logs are maintained by ECG members for the purpose of debriefing and post emergency reporting; • Maintain a personal log of all actions taken. Section 10 – Manager of Capital Projects|Water Wastewater Operations 10.1 The Manager of Capital Works|Water Wastewater Operations, or alternate, will be responsible for the following duties: • Provide advice on water/wastewater related issues; • Arrange for assistance, equipment as necessary; • Liaise with appropriate provincial agencies as required; • Provide an On-Site Commander, if required; • Maintain and update a list of all vendors who may be required to provide supplies and equipment; • Maintain a personal log of all actions taken. Section 11 – Deputy Clerk 11.1 The Deputy Clerk, or alternate, will be responsible for the following duties: • Record minutes of EOC business meetings; • Process documentation as required e.g. Declaration of Emergency; • Act as EOC Chairperson/Manager in the absence of the CAO|Clerk; • Set up EOC upon activation of ECG; • Maintain an event board/log during EOC meetings; • Coordinate telecommunications systems for the EOC; • Provide assistance to the CAO|Clerk, as required; • Coordinate additional support staff fir CCG members and EOC, as required; • Advise the ECG on issues related to zoning, planning, mapping, etc.; • Maintain a personal log of all actions taken. Section 12 – Manager of Public Works 12.1 The Manager of Public Works, or alternate, will be responsible for the following duties: Municipality of Bayham -- Emergency Response Plan 12 • Provide advice or liaison with consultants to provide the ECG with advice on engineering matters; • Arrange for dispatch of staff and equipment to assist in responding to the emergency situation if required; • Maintain liaison with flood control, conservation and environmental authorities and prepare for relief or preventative measures; • Arrange for the clearing of emergency routes and the marking of obstacles if required; • Arrange for engineering materials and equipment from the County and Provincial resources, from neighbouring municipalities, and from private contractors when necessary; • Assist fire fighting authorities in dealing with special hazards such as chemical spills, explosions or noxious fumes; • Establish radio communications, if required, and call on the services of the Amateur Radio Emergency Service; • Re-establish essential road services at the end of the emergency period; • Ensure roads are maintained and accessible during an emergency; • Provide an On-Site Commander, if required; • Maintain and update a list of all vendors who may be required to provide supplies and equipment; • Maintain a personal log of all actions taken. Section 13 – Fire Chief 13.1 The Fire Chief, or alternate, will be responsible for the following duties: • Provide advice on fire fighting and rescue matters to the ECG; • Confirm local fire fighting, rescue and lifesaving resources are sufficient for the operational situation and arrange for further assistance as required; • Provide advice to municipal departments to bring into play other equipment and skills needed to cope with the emergency; • Coordinate assistance from the Mutual Aid Fire System and Provincial Emergency Operations Centre as required; • Determine if special equipment or supplies, not available can be located elsewhere and advise the ECG; • Coordinate assistance of fire equipment and personnel with other departments and agencies in large scale non-firefighting operations (rescue, first aid, casualty collection); • Liaise with the Ministry of the Environment on fires involving potentially dangerous materials; • Liaise with the Ministry of Natural Resources on forest fires; • Provide an On-Site Commander if required; • Maintain and update a list of al vendors who may be required to provide supplies and equipment; • Maintain a personal log of all actions taken. Section 14 – Police 14.1 The Police Representative, or alternate, will be responsible for the following duties: • Provide advice on police (law enforcement) matters to the ECG; • Arrange for assistance to local authorities in implementing traffic control to permit rapid movement of emergency equipment; • Coordinate police operations and responses with Municipal Service Departments and with neighbouring police authorities; Municipality of Bayham -- Emergency Response Plan 13 • Establish security around the emergency area to control access and protect property; • Seal off the area of concern, control and, if necessary, disperse crowds within the emergency area; • Alert persons endangered by the emergency and coordinate evacuation procedures; • Liaise with the Ontario Works Representative regarding the establishment and operation of evacuation and reception centres; • Provide for police services in evacuee centres, morgues and other facilities, as required; • Liaise with other municipal, provincial or federal police agencies as required; • Inform the ECG on the actions taken by the Police; • Provide an On-Site Incident Commander, if required; • Maintain a personal log of all actions taken. Section 15 – Public Utilities Representative(s) 15.1 The Public Utilities Representative(s), or alternate, will be responsible for the following duties: • Provide advice on utility (hydro, natural gas, telephone etc.) matters to the ECG; • Arrange for the dispatch of staff ad equipment to assist in containing the emergency situation if required; • Liaise with public and private utility companies (hydro, gas, telephone etc.) and make recommendations for discontinuation of any utilities, public or private, when necessary, in the interest of public safety; • Maintain a personal log of all actions taken. Section 16 – EMS (Ambulance) Representative 16.1 The EMS (Ambulance) Representative, or alternate, will be responsible for the following duties: • Provide information on the movement of casualties from the emergency area; • Arrange for the dispatch of staff and equipment to assist in containing the emergency situation if required; • Advise the ECG on requirements for additional casualty transportation means, beyond ambulance resources; • Provide additional medical resources as needed for casualty management at the emergency site, in consultation with the Medical On-Site Coordinators and initiate requests for such with medical authorities; • Authorize additional Ministry of Health resources required by any facility which operates under the direction of the Ministry of Health in accordance with Ministry procedures; • Maintain a personal log of all actions taken. Section 17 – Health Unit 17.1 The Health Unit Representative, or alternate, will be responsible for the following duties: • Provide advice to the ECG on health matters; • Keep the Health Unit staff informed; • Provide staff at each Evacuee Centre to assist the Manager of each Reception/Evacuee Centre in public health matters and in assisting evacuees; • Provide a 24 hour Nurse at each Evacuee Centre housing more than 50 evacuees; • Arrange for mass immunization where needed; • Arrange for precautions in regard to water supplies when warranted; Municipality of Bayham -- Emergency Response Plan 14 • Notify other agencies and senior levels of government about health related matters in the emergency; • Ensure the safety of food supplies and the safe disposal of sewage and waste; • Ensure adequate general sanitation and personal hygiene at emergency reception centres; • Ensure proper burial of the dead; • Coordinate the response of health unit services and facilities; • Liaise with the local hospital representative to implement their respective Hospital Disaster Plan, if required; • Liaise with the Health and Ambulance Representatives with respect to hospital and medical matters, as required; • Evaluate requests for the provision of medical site teams/medical triage teams; • Liaise with the Ministry of Health, as appropriate; • Maintain a log of all actions taken. Section 18 – Support and Advisory Staff 18.1 Staff from the following Support and Advisory Services may be required to provide support, logistics ad advice to the ECG: 18.2 The Conservation Authority will be responsible to: • Provide advice on the abatement of flood emergencies; • Assist in acquiring resources to assist in flood emergencies. 18.3 The Solicitor for the Municipality will be responsible to: • Provide advice to any member of the ECG on matters of a legal nature as they may apply to the actions of the Municipality in its response to the emergency, as required. 18.4 Provincial Ministry Representatives will be responsible to: • Provide advice on matters of Provincial concern to members of the ECG; • Assist in the garner of resources; • Coordinate Provincial response agencies (OFMEM responsibility). 18.5 Ontario Works Representative will be responsible to: • Provide advice to the ECG on Ontario Works matters; • According to the nature of the emergency, in consultation with the Red Cross, Salvation Army and St. John Ambulance, be prepared to assist municipalities in their efforts to support their residents whose lives have been impacted by the emergency with the provision of: o Emergency clothing to provide adequate protection from the elements, o Emergency lodging to provide adequate temporary accommodation for the homeless, o Registration and inquiry services to reunite families and to collect information and answer queries concerning the safety and whereabouts of missing persons, o Emergency feeding to sustain those without food or adequate food preparation facilities, o Liaise with the Health Representative on areas of mutual concern required during operations in evacuee centres, and o Individual and family services to assist and counsel individuals and families in need and to provide special care to unattached children and dependent adults; • In consultation with the Health Representative, establish an ‘outreach program’ for victims of the emergency; • Provide staff to operate Citizen Inquiry Centre; Municipality of Bayham -- Emergency Response Plan 15 • Liaise with public and private nursing care homes, as required; • Notify the Police of the number and locations of the Emergency Reception Centres; • Contact and provide direction to volunteer agencies able to assist is welfare functions such as Red Cross, Women’s Institutes etc; • Notify senior levels of government on Ontario Works matters in the emergency. 18.6 The Canadian Red Cross will receive requests for support from the Ontario Works Representative. The responsibilities of the Canadian Red Cross Representative during an emergency are to: • Activate the Canadian Red Cross emergency alert system; • Coordinate he Canadian Red Cross response in co-operation with the Ontario Works Representative, if an evacuation is required; • Provide registration and inquiry to meet the following objectives: o Collect accurate and reliable information and answer inquiries as to the condition and whereabouts of disaster victims in co-operation with local hospitals and receptions centres; and o Assist in reuniting separated family members as quickly as conditions permit; • Operate an inquiry bureau to deal with national and international requests as directed by the Canadian Red Cross National office; • Set up and operate an evacuation centre, upon the request of the Ontario Works Representative; • Assist with first aid established at reception centres if required; • Ensure volunteers are properly registered so that Workplace Safety Insurance coverage is provided during an emergency. 18.7 The Radio Emergency Service Representative will be responsible to: • Provide additional communication requirements to supplement the Municipality and emergency communications systems, as required; • Contact other communications experts, as required. 18.8 The St. John Ambulance will receive requests for support from the Ontario Works or Ambulance Representative during an emergency: • Activate the Division’s emergency alert system; • Co-ordinate the Division’s response in co-operation with the Health Representative; • Provide first aid; • Establish first aid posts at reception centres, as required; • Ensure volunteers are properly registered so Workplace Safety Insurance Board coverage is provided during an emergency. 18.9 The Salvation Army will receive requests from the Ontario Works Representative. The responsibilities of the Divisional Commander or alternate of the Salvation Army during an emergency are to: • Activate the Division’s emergency alert system; • Coordinate the Division’s response in co-operation with the Ontario Works Representative, if an evacuation is required; • Co-ordinate and feed personnel at the disaster site and reception centre; • Provide bedding and clothing, in co-operation with Ontario Works; • Provide and co-ordinate clergy assistance; • Ensure volunteers are properly registered so Workplace Safety Insurance Board coverage is provided during an emergency. Municipality of Bayham -- Emergency Response Plan 16 18.10 Other Officials, Experts or Representatives will be responsible for: • Any special advice or expertise necessary to abate the emergency situation as required by the ECG. 18.11 The On-Site Incident Commander will be responsible to: • Coordinate resources and develop a strategy and action plan to resolve the emergency situation at the emergency area. Once appointed, the On-Site Incident Commander should be relieved of all other duties and will remain in control of the scene unless the ECG deems it necessary to appoint a replacement; • Set up a command post and establish regular communications with the other agencies on the site and with the EOC; • Establish authority and supervise all operations within the outer perimeters of the site; • In consultation with all emergency response agencies at the emergency area, develop a response strategy and action plan to facilitate the efficient and effective response of emergency personnel and equipment to mitigate the impact to life and property in the emergency area; • Organize a management team and arrange a management cycle; • Determine the inner and outer perimeters and ensure they are set up; • Organize the layout of the site; • Confer with the heads of the other agencies at the site, to ascertain what is happening and what is needed; • Pass information on what is happening and requests for resources to the EOC and pass direction and information from the EOC to others at the site; • Direct and co-ordinate the activities of the response agencies at the site; • Determine what resources are necessary and ask the EOC to provide same; • Arrange a system of relief, rest areas, food etc. for site workers; • Ensure worker and volunteer safety; • Arrange media visits to the site; • Plan ahead for site activities and the resources to support them; • Maintain a log of al actions. Section 19 – Media and Public Relations 19.1 It is important to co-ordinate the release of accurate information or instructions to the news media, the public and individual requests for information concerning any aspect of the emergency. In order to fulfill these functions during an emergency, the following positions may be established: • Emergency Information Officer (EICO– the Municipality of Bayham designates the CAO|Clerk as the Emergency Information Officer (EIO); • County Citizen Inquiry Representative. Depending on the scope of the emergency, there may be a need for an emergency information centre near, but not in the EOC. 19.2 The Emergency Information Officer (EIO) will be responsible to: • Establish a communications link with the Citizen Inquiry Representative and any other media coordinator(s) (i.e Provincial, Federal, private industry etc.) involved in the incident; • Disseminate information and plan for news releases at appointed times. • Ensure all information released to the media and public is consistent and accurate; • Designate and coordinate a Media Information Centre for members of the media to assemble for the issuance of accurate media releases and authoritative instructions to the public; • Brief the ECG on how the Media Information Centre will be set up; Municipality of Bayham -- Emergency Response Plan 17 • Liaise regularly with the ECG to obtain the appropriate information for media releases, coordinate individual interviews and organize press conferences; • Establish telephone numbers for media inquiries and ensure that the following are advised accordingly: o Media o EOC o ECG o Emergency Site o Switchboard for Emergency Services o Municipal Citizen Inquiry Representatives o Any other appropriate persons agencies or businesses; • Provide direction and regular updates to the Citizen Inquiry Representative to ensure the most accurate and up-to-date information is disseminated to the pubic; • Ensure all information released to the media and public is first approved by the Head of Council; • Establish a public inquiry hotline; • Monitor news coverage and correct any erroneous information; • Provide assistance to the communicators in relation to communications equipment problems where possible and practical; • Coordinate and prioritize the flow of messages between the Communications Room and the ECG members and other desired groups or locations; • Maintain a chronological log of significant communications and events; • Maintain a situation or status board; • Maintain a map(s) containing vital information related to the emergency; • Maintain a personal log for all actions taken. 19.3 The Citizen Inquiry Representative will be provided for by the Ontario Works Representative and will be responsible to: • Establish a Citizen Inquiry Service, including the appointment of personnel and designation of telephone lines; • Inform the Emergency Information Officer of the establishment of the Citizen Inquiry Service and designated telephone number(s); • Advertise public information phone numbers through the media as quickly as possible and advise 9-1-1 in not to be used as an inquiry line; • Apprise the affected emergency services and the CCG of the establishment of the Citizen Inquiry Service and designated telephone number(s); • Liaise with the EIO to obtain current information on the emergency; • Respond to and redirect inquiries and reports from the public based upon information from the EIO; • Respond to and redirect inquiries pertaining to the investigation of the emergency, deaths, injuries or matters of personnel involved with or affected by the emergency to the appropriate emergency service; • Respond to and redirect inquiries pertaining to persons who may be located in evacuation or reception centres to the registration and inquiry telephone number(s); • Procure staff to assist as required. Section 20 - Public Information and Inquiry 20.1 Depending on availability, information concerning an emergency situation will be communicated to the public through a number of means. These include newspaper, radio, television, public addressing system, telephone, newsletter and individual visitation. Municipality of Bayham -- Emergency Response Plan 18 Where appropriate, public meetings will be held to provide information to members of the public concerning an emergency situation. Suh meetings will be coordinated and conducted by the ECG. 20.2 Alert Ready in Ontario is part of a national service designed to deliver critical and potentially life-saving emergency alert messages to Canadians in both official languages. Emergency Broadcast Immediate (BI) alerts are distributed on radio, TV and compatible wireless devices (as of 2018/04/06) to ensure that Ontarians have information they need in emergencies. BI alerts will interrupt all/any TV and radio programs being broadcast at the time, including people using a wireless compatible device who are in the area of concern. Authorized Officials that can issue BI alerts through the PEOC include; CEMC & Alternate, Mayor, First Nations Chief, MEMC & Alternate, or Senior Government Official. Authorized Officials will specify the type of alert [e.g. flood, tornado.] including the content of the message. They will specify why and when the alert is sent, the geographical areas covered by the alert and ensure the alert is updated and/or cancelled. • the alerting authority is also the approver of the Broadcast Immediate alert message and must provide the following information to the PEOC Duty Officer before any Broadcast Immediate alert message is sent o Full name, Title/Position, 24/7 contact phone number and e-mail address; o b. 24/7 contact information (if requested) of an alternate official who can authenticate the alerting authority’s identity. • an alert must meet the following criteria) o A confirmed incident (through municipal, ministry or other officials); o b. There is an immediate or imminent threat to life, or a serious threat to public health, safety and security, or substantial damage to property. • the requesting entity must satisfy the following critical information requirements and the PEOC Duty Officer will verify the information o Threat or Incident - A description of the threat or incident; o b. Boundaries - A detailed description of the boundaries of the alert area; o c. Actions - A detailed description of what actions members of the public should take in order to protect themselves from the threat or incident; o d. Time Limit - An expiry date and time (usually no longer than two hours); and o e. Further Information - How the recipients are to receive additional information. • Once all conditions have been met, the requesting entity must contact the PEOC Duty Office (416-314-0472) to request a Broadcast Immediate alert. o Amber Alerts: These alerts are issued by the Ontario Provincial Police. o Tornado Alerts: These alerts are issued by Environment Canada. o For more information go to www.alertready.ca Section 21 - Evacuation Planning 21.1 In an emergency, it may be necessary for residents to be temporarily evacuated. When such an evacuation is deemed necessary, one or more emergency reception centres may need to be opened in a safe area. The County of Elgin has an agreement with the Thames Valley District School Board, which guarantees their institutions may be used a temporary reception centres in the event of an emergency. Straffordville Community Centre 56169 Heritage Line Straffordville Municipality of Bayham -- Emergency Response Plan 19 Straffordville Hall Foundation 226-931-0262 scc@bayham.on.ca Section 22 - Recovery Planning 22.1 The plan assigns responsibilities and outlines activities that may be required to bring the municipality back to its pre-emergency state. The plan will be activated (in whole or part) at the direction of the ECG. This will be determined by the nature of the emergency and its aftermath, but will normally occur once the immediate response to the emergency has been completed. Section 23 - Plan Review, Testing and Maintenance 23.1 This plan shall be reviewed annually and, where necessary, shall be revised by the Emergency Control Group. Each time the plan is revised, it must be forwarded to Council for approval, however revisions to an appendix or minor administrative changes can be made without Council approval. The Municipality of Bayham’s Emergency Control Group will determine when exercises will be conducted to test the overall effectiveness of the plan and to provide training to the members of the Emergency Control Group. Municipality of Bayham – Emergency Management Program Committee 1 Municipality of Bayham Emergency Management Program Committee By-Law 2021-065 Schedule B December 2021 Municipality of Bayham – Emergency Management Program Committee 2 DEFINITIONS CAO/Clerk An employee of the Municipality of Bayham appointed as Chief Administrative Officer and Clerk of the Corporation of the Municipality of Bayham, or designated alternate. Community Emergency Management Coordinator (CEMC) An employee of the Municipality of Bayham appointed Community Emergency Management Coordinator of the Corporation of the Municipality of Bayham, or designated alternate. Council The Council of the Corporation of the Municipality of Bayham. Deputy Clerk An employee of the Municipality of Bayham appointed Deputy Clerk of the Corporation of the Municipality of Bayham, or designated alternate. Emergency “emergency” means a situation or an impending situation that constitutes a danger of major proportions that could result in serious harm to persons or substantial damage to property and that is caused by the forces of nature, a disease or other health risk, an accident or an act whether intentional or otherwise; (“situation d’urgence”) Emergency Management and Civil Protection Act, R.S.O. 1990 Emergency Management Program Committee A management team appointed by Council to oversee the development, implementation and maintenance of the Municipality of Bayham emergency management program. Head of Council The elected Mayor or appointed Acting Mayor of the Municipality of Bayham, or designated alternate. O. Reg. 380/04 A regulation under the Emergency Management and Civil Protection Act, R.S.O. 1990, c. E. 9. Municipality of Bayham – Emergency Management Program Committee 3 INTRODUCTION Emergency Management Program Committee At the heart of Ontario’s Emergency Management Doctrine is the movement toward the adoption of emergency management programs based on a risk management approach and including activities in the five core components of emergency management: prevention, mitigation, preparedness, response, and recovery. The aim of these programs is to ensure that a proactive and coordinated approach to managing emergencies is in place to reduce the significant risks faced by Ontario. The implementation of emergency management programs will ultimately save lives and money, protect property, public health and the environment, maintain economic stability, and help assure the continuance of critical infrastructure. This will be accomplished by preventing some emergencies before they occur, lessening the frequency and potential impact of others, and by speeding the recovery process following an event. In short, the end result will be a Province comprised of safe, secure, and disaster resilient communities. Ontario requires provincial ministries and municipalities to develop, implement, and maintain emergency management programs and adopt standards for these programs through regulation. This requirement ensures that a consistent, accountable, and robust system of emergency management is established throughout the province. Emergency management program committee 11. (1) Every municipality shall have an emergency management program committee. O. Reg. 380/04, s. 11 (1). (2) The committee shall be composed of, (a) the municipality’s emergency management program coordinator; (b) a senior municipal official appointed by the council; (c) such members of the council, as may be appointed by the council; (d) such municipal employees who are responsible for emergency management functions, as may be appointed by the council; and (e) such other persons as may be appointed by the council. O. Reg. 380/04, s. 11 (2). (3) The persons appointed under clause (2) (e) may only be, (a) officials or employees of any level of government who are involved in emergency management; (b) representatives of organizations outside government who are involved in emergency management; or (c) persons representing industries that may be involved in emergency management. O. Reg. 380/04, s. 11 (3). (4) Council shall appoint one of the members of the committee to be the chair of the committee. O. Reg. 380/04, s. 11 (4). (5) The committee shall advise Council on the development and implementation of the municipality’s emergency management program. O. Reg. 380/04, s. 11 (5). Municipality of Bayham – Emergency Management Program Committee 4 (6) The committee shall conduct an annual review of the municipality’s emergency management program and shall make recommendations to Council for its revision if necessary. O. Reg. 380/04, s. 11 (6). Mandate The Emergency Management Program Committee shall be established in accordance with Section 11 of O. Reg. 380/04 under the Emergency Management and Civil Protection Act for the purpose of advising Council on the development and implementation of the municipality’s Emergency Management Program. The committee shall oversee the development, implementation and maintenance of the emergency management program in accordance with Regulation 380/04 and Council priorities and to continue to ensure the safety and well-being of citizens. Committee Responsibilities The Committee shall: • Conduct an annual review of the municipality’s Emergency Management Program and make recommendations to Council for its revision if necessary. • Monitor and ensure program activities are delivered in accordance with the Act and Regulations. • Support the program in responding and adapting to current and emerging risks that could impact the community. • Share expertise and knowledge to promote emergency preparedness and public safety. • Review and make recommendations on the Municipality’s Emergency Response Plans. • Review and make recommendation on program initiatives. • Review and make recommendations on the Municipality’s business continuity planning initiatives. • Advise Council on the development and implementation of the municipality’s Emergency Management Program. Committee Composition The Committee shall consist of: • The Community Emergency Management Coordinator (CEMC) • The CAO/Clerk • The Deputy Clerk • The Chair of the Committee shall be the CEMC Municipality of Bayham – Emergency Information Officer 1 Municipality of Bayham Emergency Information Officer By-Law 2021-065 Schedule C December 2021 Municipality of Bayham – Emergency Information Officer 2 DEFINITIONS CAO/Clerk An employee of the Municipality of Bayham appointed as Chief Administrative Officer and Clerk of the Corporation of the Municipality of Bayham, or designated alternate. Citizen Inquiry Representative A person designated by Elgin County Ontario Works Agency responsible for establishing a Citizen Inquiry Service. Community Control Group (CCG) A designated group of individuals mandated to address the ongoing, or potentially expanding threat to the broader community, including health, safety and well being of persons; property and infrastructure; essential services; the environment; local economy, and to instill a level of confidence to the public. Community Emergency Management Coordinator (CEMC) An employee of the Municipality of Bayham appointed Community Emergency Management Coordinator of the Corporation of the Municipality of Bayham, or designated alternate. Deputy Clerk An employee of the Municipality of Bayham appointed Deputy Clerk of the Corporation of the Municipality of Bayham, or designated alternate. Emergency “Emergency” means a situation or an impending situation that constitutes a danger of major proportions that could result in serious harm to persons or substantial damage to property and that is caused by the forces of nature, a disease or other health risk, an accident or an act whether intentional or otherwise; (“situation d’urgence”) Emergency Management and Civil Protection Act, R.S.O. 1990 Emergency Area A geographic area within which an emergency has occurred or is about to occur, and which has been identified, delineated and designated to receive emergency response actions. Emergency Information Officer (EIO) The Emergency Information Officer (EIO), appointed by the Municipality and responsible for coordinating the dissemination of information to the media, broader community and stakeholders. Emergency Management Program Committee A management team appointed by Council to oversee the development, implementation and maintenance of the Municipality of Bayham emergency management program. Emergency Operations Centre (EOC) A facility where the Community Control Group assembles to manage an emergency. Evacuation Centre A facility to provide shelter, food and other services to a group of people who have been evacuated from an emergency area. Council The Council of the Corporation of the Municipality of Bayham. Municipality of Bayham – Emergency Information Officer 3 Media Information Centre A facility or location near, but not in, the Emergency Operations Centre where the media may assemble for media releases and press conferences. Ontario Works Representative The County of Elgin/City of St. Thomas Director of Ontario Works or designated alternate. O. Reg. 380/04 A regulation under the Emergency Management and Civil Protection Act, R.S.O. 1990, c. E. 9. Reception Centre A reception centre is a facility usually located outside the emergency area and provides a place where evacuees can go to register, receive assistance for basic needs, information and referral to an evacuation center if required. Municipality of Bayham – Emergency Information Officer 4 INTRODUCTION Emergency Information Officer The Emergency Information Officer (EIO) is responsible for the development and release of emergency information regarding the incident to the public. It is important to coordinate the release of accurate information or instructions to the news media, the public and individual requests for information concerning any aspect of the emergency. During a Complex Incident, assistants may be assigned to the EIO. The EIO position may be incorporated at various levels of Command. O. Reg. 380/04 section 14.(1) states every municipality shall designate an employee of the municipality as its Emergency Information Officer. O. Reg. 380/04 section 14.(2) states the Emergency Information Officer shall act as the primary media and public contact for the municipality in an emergency. The Municipality of Bayham designates the CAO/Clerk as the EIO. Responsibilities of the EIO may include, but not be limited to: • Advising Command on issues related to media/public emergency information dissemination and media relations. • Ensuring there is a primary contact for anyone who wants emergency information about the incident and the response to it. • Coordinating with emergency information staff from other organizations or levels of response to ensure that clear and consistent emergency information is issued • Consulting with Command and Planning regarding any constraints on the release of emergency information to the media and public • Obtaining emergency information from the community, the media, and others (e.g. psycho-social centers supporting both responders and the public), and providing that emergency information to the Planning Section Chief (PSC) and Command, as appropriate • Establishing an Emergency Information Centre (EIC) or media area away from incident operations and a safe distance away from any hazard for members of the media to assemble for the issuance of accurate media releases and authoritative instructions to the public; • Establishing key messages for spokespersons and media products • Broadcasting emergency information and instruction to the public, if requested/required (e.g. evacuation or shelter orders) • Arranging media tours of incident sites and incident facilities (where feasible), media interviews with spokespersons and technical experts, and a media inquiry hotline • Establishing a public inquiry hotline Municipality of Bayham – Emergency Information Officer 5 • Establishing telephone numbers for media inquiries and ensuring that the following are advised accordingly: • Media • CCG • Switchboard for Emergency Services • Municipal Citizen Inquiry Representatives • Any other appropriate persons, agencies, or businesses; • Providing direction and regular updates to the Citizen Inquiry Representative to ensure the most accurate and up-to-date information is disseminated to the public; • Media monitoring, to counteract rumors or misinformation • Being spokesperson in the early stages of an incident or emergency until designated spokespersons are identified It is important that the EIO and designated spokespersons develop and maintain a relationship with the media that is built on trust and credibility. The EIO should be knowledgeable of the type of incident being managed. Larger or more complex incidents may require the establishment of an Emergency Information Centre (EIC). This is a facility with appropriate infrastructure (e.g. electricity, telephones, and computers), where many of the functions listed above can take place. Where more than one organization has a direct responsibility for issuing emergency information, a Joint Information Centre may be needed. PUBLIC INFORMATION & INQUIRY: Depending on availability, information concerning an emergency situation will be communicated to the public through a number of means. These include newspaper, radio, television, public addressing system, telephone, newsletter, and individual visitation. Where appropriate, public meetings will be held to provide information to members of the public concerning an emergency situation. Such meetings will be coordinated and conducted by the EIO. THE CORPORATION OF THE MUNICIPALITY OF BAYHAM BY-LAW NO. 2021-067 A BY-LAW TO AUTHORIZE THE EXECUTION OF AN OPERATING AND MAINTENANCE LEASE AGREEMENT BETWEEN THE CORPORATION OF THE MUNICIPALITY OF BAYHAM AND STRAFFORDVILLE HALL FOUNDATION WHEREAS the Municipal Act, 2001 S.O. 2001 c25, as amended, s. 8(1) contains broad authority to municipalities to enable municipalities to govern its affairs as it considers appropriate; AND WHEREAS The Corporation of the Municipality of Bayham is the registered owner of property municipally known as 56169 Heritage Line, Straffordville, ON N0J 1Y0; AND WHEREAS The Corporation of the Municipality of Bayham owns a building on the property known as the Straffordville Community Centre; AND WHEREAS the Council of The Corporation of the Municipality of Bayham is desirous of entering into an agreement for the operation and maintenance of the Straffordville Community Centre. NOW THEREFORE THE COUNCIL OF THE CORPORATION OF THE MUNICIPALITY OF BAYHAM ENACTS AS FOLLOWS: 1. THAT the Mayor and Clerk be and are hereby authorized to execute the Agreement attached hereto as Schedule “A” and forming part of this by-law between the Municipality of Bayham and the Straffordville Hall Foundation for the operation and maintenance of the Straffordville Community Centre; 2. THAT this by-law shall come into full force and effect upon the final passing. READ A FIRST, SECOND AND THIRD TIME AND FINALLY PASSED THIS 2nd DAY OF DECEMBER 2021. ______________________ ___________________ MAYOR CLERK THE CORPORATION OF THE MUNICIPALITY OF BAYHAM BY-LAW 2021-068 BEING A BY-LAW TO STOP UP AND CLOSE PART OF THE ROAD ALLOWANCE BETWEEN FULTON STREET AND ANN STREET IN THE MUNICIPALITY OF BAYHAM, IN THE COUNTY OF ELGIN, DESIGNATED AS PART 4 ON REGISTERED PLAN 11R-10789 (SNOW STREET) WHEREAS Section 11 of the Municipal Act, 2001, S.O. 2001, c. 25 as amended provides that a lower tier municipality may pass by-laws respecting Highways, including parking and traffic on highways; AND WHEREAS Section 8 of the said Municipal Act provides that a municipality has the capacity, rights, powers, and privileges of a natural person for the purpose of exercising its authority under this or any other Act; THEREFORE THE COUNCIL OF THE CORPORATION OF THE MUNICIPALITY OF BAYHAM ENACTS AS FOLLOWS: 1. THAT upon and after the passing of this By-law that portion of the road allowance between Fulton Street and Ann Street, Registered Plan 11R-10789 Part 4 of the Municipality of Bayham, in the County of Elgin is hereby stopped up and closed; 2. THAT this by-law shall take effect upon the date of its registration in the Land Titles Division for the County of Elgin (No. 11); 3. THAT the Clerk or designate is hereby authorized to amend the parcel designation noted in this By-law, if necessary, upon registration of this By-law. READ A FIRST, SECOND AND THIRD TIME AND FINALLY PASSED this 2nd day of December, 2021. ________________________________ _____________________________ MAYOR CLERK THE CORPORATION OF THE MUNICIPALITY OF BAYHAM BY-LAW NO. 2021-069 A BY-LAW TO CONFIRM ALL ACTIONS OF THE COUNCIL OF THE CORPORATION OF THE MUNICIPALITY OF BAYHAM FOR THE COUNCIL MEETING HELD DECEMBER 2, 2021 WHEREAS under Section 5 (1) of the Municipal Act, 2001 S.O. 2001, Chapter 25, the powers of a municipal corporation are to be exercised by the Council of the municipality; AND WHEREAS under Section 5 (3) of the Municipal Act, 2001, the powers of Council are to be exercised by by-law; AND WHEREAS the Council of The Corporation of the Municipality of Bayham deems it advisable that the proceedings of the meeting be confirmed and adopted by by-law. THEREFORE THE COUNCIL OF THE CORPORATION OF THE MUNICIPALITY OF BAYHAM ENACTS AS FOLLOWS: 1. THAT the actions of the Council of The Corporation of the Municipality of Bayham in respect of each recommendation and each motion and resolution passed and other action by the Council at the Council meeting held December 2, 2021 is hereby adopted and confirmed as if all proceedings were expressly embodied in this by-law. 2. THAT the Mayor and Clerk of The Corporation of the Municipality of Bayham are hereby authorized and directed to do all things necessary to give effect to the action of the Council including executing all documents and affixing the Corporate Seal. READ A FIRST, SECOND AND THIRD TIME and finally passed this 2nd day of December, 2021. ____________________________ _____________________________ MAYOR CLERK